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www.pakuwonjati.com
Sanggahan dan Batasan
Tanggung Jawab
Disclaimer and Limits of Responsibility
Laporan Tahunan 2025 PT Pakuwon Jati Tbk (yang The 2025 Annual Report of PT Pakuwon Jati Tbk
selanjutnya disebut “Perusahaan” atau “Perseroan” (hereinafter referred to as “the Company”, or “the
atau “Pakuwon Jati” atau “Kami”) ini disusun untuk Company” or Pakuwon Jati or “We”) was prepared to
memenuhi ketentuan pelaporan hasil kinerja Perseroan meet the requirements of reporting the Company’s
pada periode 1 Januari 2025 sampai dengan 31 performance results for the period of January 1,
Desember 2025 kepada regulator dan pemangku 2025 to December 31, 2025 to the regulator and
kepentingan. Laporan Tahunan ini antara lain disusun stakeholders. This Annual Report has been compiled
berdasarkan Peraturan Otoritas Jasa Keuangan No. 29/ based on Financial Services Authority Regulation No.
POJK.04/2016 tentang Laporan Tahunan Emiten atau 29/POJK.04/2016 on Annual Reports of Issuers or
Perusahaan Publik dengan muatan konten sesuai Surat Public Companies with content in accordance with
Edaran Otoritas Jasa Keuangan No. 16/SEOJK.04/2021 Financial Services Authority Circular Letter No. 16/
tentang Bentuk dan Isi Laporan Tahunan Emiten atau SEOJK.04/2021 concerning the Form and Content of
Perusahaan Publik. the Issuers or Public Companies Annual Reports.
Laporan Tahunan ini memuat pernyataan terkait tujuan, This Annual Report contains statements related
kebijakan, rencana, strategi, serta hasil operasi dan to objectives, policies, plans, strategies, and
keuangan yang disusun berdasarkan data faktual yang results of operations and finance compiled based
dapat dipertanggungjawabkan kebenarannya. Selain on factual data that is justifiable. In addition, this
itu, Laporan Tahunan ini juga menyajikan informasi Annual Report also presents information related to
terkait proyeksi kerja Perseroan di tahun selanjutnya the Company’s work projections for the following
yang disusun berdasarkan pernyataan-pernyataan year compiled based on prospective statements and
prospektif dan berbagai asumsi mengenai kondisi various assumptions regarding the Company’s future
mendatang Perseroan, serta lingkungan bisnis yang conditions, as well as the related business
terkait, sehingga dapat mengakibatkan perkembangan environment, which may result in actual
aktual secara material berbeda dari yang dilaporkan. developments that are materially different from
Oleh karena itu, Perseroan mengimbau agar pemangku those reported. Therefore, the Company urges
kepentingan dapat menggunakan informasi tersebut stakeholders to use the information with
secara bijak dalam pengambilan keputusan. discretion in their decision making.
2 PT Pakuwon Jati | Laporan Tahunan 2025
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Pendahuluan
Introduction
Penjelasan Tema
Theme Explanation
Compounding Growth,
Shaping Legacy
Tema “Compounding Growth, Shaping Legacy” The theme “Compounding Growth, Shaping Legacy”
merefleksikan komitmen PT Pakuwon Jati Tbk dalam reflects PT Pakuwon Jati Tbk’s commitment to building
membangun pertumbuhan yang berkelanjutan melalui sustainable growth through the accumulation of
akumulasi kinerja yang konsisten dari waktu ke waktu. consistent performance over time. Throughout 2025,
Sepanjang tahun 2025, Perseroan berhasil menjaga the Company maintained the stability and quality of its
stabilitas dan kualitas pertumbuhan usaha melalui business growth through recurring income contributions
kontribusi pendapatan berulang dari segmen pusat from the retail, office, and hospitality segments, supported
perbelanjaan, perkantoran, dan hospitality, serta didukung by disciplined and selective real estate development.
oleh pengembangan real estat yang dilakukan secara This approach demonstrates that the Company’s growth
selektif dan disiplin. Pendekatan ini menunjukkan bahwa is not merely expansive, but structured and grounded
pertumbuhan Perseroan tidak semata bersifat ekspansif, in strengthening business fundamentals, enabling the
namun terstruktur dan berlandaskan pada penguatan creation of sustainable long-term value.
fundamental bisnis, sehingga mampu menciptakan nilai
tambah secara berkesinambungan.
Sejalan dengan hal tersebut, tema ini juga menegaskan In line with this, the theme also highlights the Company’s
upaya Perseroan dalam membentuk warisan jangka panjang efforts to shape a lasting legacy through the development
melalui pengembangan kawasan terpadu yang memiliki daya of highly competitive integrated townships. The
saing tinggi. Kinerja tahun 2025 mencerminkan keberhasilan performance achieved in 2025 reflects the success of
strategi Perseroan dalam mengoptimalkan portofolio aset, the Company’s strategy to optimize its asset portfolio,
meningkatkan kualitas kawasan, serta memperkuat posisi enhance the quality of its developments, and strengthen
sebagai pengembang dengan basis pendapatan berulang its position as a developer with a solid recurring income
yang solid. Dengan mengedepankan pertumbuhan berbasis base. By emphasizing quality-driven growth, functional
kualitas, integrasi fungsi, dan keberlanjutan, Pakuwon Jati integration, and sustainability, Pakuwon Jati continues to
terus memperkuat fondasi bisnisnya untuk mendorong strengthen its business foundation to support measured
ekspansi yang terukur sekaligus menciptakan legacy yang expansion while building a lasting legacy in the national
berkelanjutan di industri properti nasional. property industry.
PT Pakuwon Jati | Annual Report 2025 3
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Jejak Langkah
2007
Ekspansi ke Jakarta dengan mengakuisisi tanah untuk pembangunan
Gandaria City Superblok di Jakarta Selatan.
Milestone Expanded to Jakarta by acquiring land for the development of Gandaria City
Superblock in South Jakarta.
1982
2008
Rebranding Pakuwon City sebagai kota
mandiri, dengan area-area ritel dan
komersial, serta area sekolah.
Rebranded Pakuwon City as an integrated
township, complete with retail and
commercial areas,as well as educational
facilities.
Pada Tahun 1982, PT Pakuwon Jati didirikan dengan proyek
pertamanya adalah Tunjungan Plaza I, Pusat Perbelanjaan
modern pertama di Surabaya.
In 1982, PT Pakuwon Jati was established, with its first
project being Tunjungan Plaza I, the first modern shopping
center in Surabaya.
2010
1989 • Menyelesaikan pembangunan 2 kondominium, 1 gedung perkantoran, dan
1 mall di Gandaria City.
Perseroan tercatat sebagai perusahaan properti pertama yang • Menyelesaikan pembangunan Pakuwon City Mall Phase 1.
melantai di Bursa Efek Jakarta.
• Two condominiums, one office building, and one mall in Gandaria City have
The Company is recognized as the first property company to been completed.
be listed on the Jakarta Stock Exchange. • Pakuwon City Mall Phase 1 has been completed.
2011
1991
Akuisisi Superblok Kota
Kasablanka di CBD Jakarta.
Acquisition of the Kota
Kasablanka Superblock in
Jakarta CBD.
Penyelesaian pembangunan Tunjungan Plaza II Shopping
Center dan Mandiri Office Tower.
2012
The Tunjungan Plaza II Shopping Center and Mandiri Office
Tower have been completed. Menyelesaikan pembangunan 4 kondominium, 2 gedung perkantoran, serta
membuka mal Kota Kasablanka dengan tingkat okupansi 94%.
1994 Four condominiums and two offices have been completed, and grand opening
of Kota Kasablanka mall with an occupancy rate of 94%.
Perseroan mengembangkan kawasan Pakuwon City Township
(sebelumnya Laguna Indah).
The Company developed the Pakuwon City Township area
(formerly Laguna Indah).
1996 - 2002
2013
• Akuisisi 45% dari cadangan lahan Simatupang seluas 4,2 ha di Jakarta Selatan.
• Mengembangkan kawasan Grand Pakuwon Township.
• Acquisition of 45% of the 4,2 ha Simatupang land area in South Jakarta.
• Development of the Grand Pakuwon Township.
2014
• Menyelesaikan pembangunan Tunjungan • Akuisisi 67,1% saham PT Pakuwon Permai.
Plaza III dan IV, Surabaya Sheraton Hotel dan • Penerbitan Senior Unsecured Notes yang jatuh tempo pada tahun 2019
Kondominium Regensi. sebesar USD200 juta dengan tingkat bunga 7,125%.
• Tunjungan City menjadi superblok pertama • Meningkatkan kepemilikan saham pada proyek Simatupang (lahan 4,2 ha)
di Indonesia. dari 45% menjadi 70%.
• Completed the construction of Tunjungan • Acquisition of 67.1% shares of PT Pakuwon Permai.
Plaza III and IV, the Sheraton Surabaya Hotel, • Issuance of USD200 million Senior Unsecured Notes maturing in 2019
and Regensi Condominium. with an interest rate of 7.125%.
• Tunjungan City became the first Superblock • Increased share ownership in the Simatupang project (4.2 ha land) from
in Indonesia. 45% to 70%.
4 PT Pakuwon Jati | Laporan Tahunan 2025
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Pendahuluan
Introduction
2015
2020
• Pembukaan Pakuwon Mall 4 pada tanggal 28 Februari 2020.
• Pembukaan Ascott Waterplace Surabaya pada bulan Mei 2015. • Pembukaan Pakuwon City Mall 2 pada tanggal 20 November 2020.
• Pembukaan Tunjungan Plaza 5 Surabaya pada bulan Oktober 2015. • Pembukaan The Westin Surabaya pada tanggal 7 Desember 2020.
• Pembukaan Sheraton Grand Jakarta, Gandaria City Hotel pada • Akuisisi Hartono Mall Yogyakarta, Hartono Mall Solo, dan
bulan Oktober 2015. Yogyakarta Marriott Hotel pada 25 November 2020.
• Grand opening of Ascott Waterplace Surabaya in May 2015. • Serah terima kondominium Benson Surabaya.
• Grand opening of Tunjungan Plaza 5 Surabaya in October 2015. • Grand opening of Pakuwon Mall 4 on February 28, 2020.
• Grand opening of Sheraton Grand Jakarta, Gandaria City Hotel in • Grand opening of Pakuwon City Mall 2 on November 20, 2020.
October 2015. • Grand opening of The Westin Surabaya on December 7, 2020.
• Acquisition of Hartono Mall Yogyakarta, Hartono Mall Solo, and
Yogyakarta Marriott Hotel on November 25, 2020.
• Handover of Benson Condominium Surabaya.
2021
• Pembiayaan ulang Senior Unsecured Notes sebesar USD250 juta
dengan Senior Unsecured Notes sebesar USD400 juta dengan tingkat
2016 bunga 4,875% yang jatuh tempo pada 2028.
• Serah terima kondominium Amor di Pakuwon City Mall Surabaya.
• Akuisisi 11 ha tanah di Daan Mogot, Jakarta Barat. • Refinancing of USD250 million Senior Unsecured Notes with
• Pembukaan Four Points by Sheraton Tunjungan Hotel di Juni USD400 million of Senior Unsecured Notes with an interest rate of
2016. 4.875%, maturing in 2028.
• Acquisition of 11 ha of land in Daan Mogot. • Handover of the Amor condominium at Pakuwon City Mall Surabaya.
• Grand opening of Four Points by Sheraton Tunjungan Hotel
in June 2016.
2017
2022
• Serah Terima La Viz Mansion di Pakuwon Mall Surabaya.
• Rebranding Hartono Mall Yogya dan Hartono Mall Solo Baru
• Pembukaan Pakuwon Mall Phase 2 & 3 pada tanggal 22 menjadi Pakuwon Mall Yogya dan Pakuwon Mall Solo Baru.
Februari 2017. • Handover of La Viz Mansion at Pakuwon Mall Surabaya.
• Pembukaan Tunjungan Plaza 6 pada 23 September 2017. • Rebranding of Hartono Mall Yogya and Hartono Mall Solo Baru into
• Pembiayaan ulang Senior Unsecured Notes sebesar Pakuwon Mall Yogya and Pakuwon Mall Solo Baru.
USD200 juta dengan Senior Unsecured Notes sebesar
USD250 juta dengan tingkat bunga 5% yang jatuh tempo
pada 2024. 2023
• Serah terima La Riz Mansion Surabaya.
• Grand Opening of Pakuwon Mall Phase 2 & 3 on • Akuisisi Four Points by Sheraton Bali, Kuta.
February 22, 2017. • Akuisisi 12,4 ha tanah di Batam.
• Grand Opening of Tunjungan Plaza 6 on September 23, • Akuisisi 13 ha tanah di Semarang.
2017. • Groundbreaking Pakuwon Nusantara dan Hotel Four Points di IKN.
• Refinanced USD 200 million of Senior Unsecured Notes • Acquisition of Four Points by Sheraton Bali, Kuta.
with USD 250 million of Senior Unsecured Notes, and • Acquisition of 12.4 ha of land in Batam.
interest rate of 5% which will mature in 2024. • Acquisition of 13 ha of land in Semarang
• Handover of La Riz Mansion Surabaya. • Groundbreaking of Pakuwon Nusantara and Four Points Hotel in IKN.
2018 2024
• Pembukaan Pakuwon City Mall Surabaya Tahap 3 pada Oktober
Serah terima bertahap untuk 2 kondominium Kota
2024.
Kasablanka Phase 2 (Angelo dan Bella), kondominium • Pembukaan Pakuwon Mall Bekasi pada November 2024.
Anderson di Superblok Pakuwon Mall serta kondominium
One Icon di Superblok Tunjungan City, Surabaya. • Grand opening of Pakuwon City Mall Surabaya Phase 3 in
October 2024.
Gradual handover of the two Kota Kasablanka Phase • Grand opening of Pakuwon Mall Bekasi in November 2024.
2 condominiums (Angelo and Bella), the Anderson
condominium at Pakuwon Mall Superblock, and the One
Icon condominium at Tunjungan City Superblock, Surabaya.
2025
2019
• Pembukaan hotel Fairfield Bekasi pada April 2025
• Pada Mei 2025, Perusahaan melakukan pembelian kembali sebagian surat utang
• Serah terima bertahap kondominium Kota Kasablanka dengan harga 97,05% melalui tender offer obligasi sebesar US$ 66.555.000
Phase 3 (Chianti), Office Pakuwon Tower Surabaya dan • Groundbreaking Pakuwon Mall Semarang pada Agustus 2025
Office Pakuwon Tower Jakarta. • Pembukaan hotel Aloft Surabaya Pakuwon City pada Agustus 2025
• Pembukaan hotel Four Points by Sheraton Pakuwon • Pembukaan hotel Four Points Bekasi pada September 2025.
Indah di 8 Desember 2019. • Grand opening of Fairfield hotel Bekasi in April 2025.
• Gradual handover of the Kota Kasablanka Phase 3 • In May 2025, the Company repurchased a portion of its bond at 97.05% through
condominium (Chianti), Pakuwon Tower Office Surabaya a bond tender offer amounting to US$66,555,000.
and Pakuwon Tower Office Jakarta. • Groundbreaking of Pakuwon Mall Semarang in August 2025.
• Grand opening of Four Points by Sheraton Pakuwon • Grand opening of Aloft Surabaya Pakuwon City Hotel in August 2025.
Indah Hotel on December 8, 2019. • Grand opening of Four Points Hotel Bekasi in September 2025.
PT Pakuwon Jati | Annual Report 2025 5
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Daftar Isi Sanggahan dan Batasan
Tanggung Jawab 2
Disclaimer and Limits of Responsibility
Table of Contents Penjelasan Tema
3
Theme Explanation
Jejak Langkah
Milestone 4
Daftar Isi
Table of Contents 6
Chapter Ikhtisar Kinerja 2025
01 Performance Highlights 2025
Ikhtisar Kinerja Keuangan
Financial Performance Highlights 10
Ikhtisar Saham
Share Highlights 16
Penghargaan dan Sertifikasi
Awards and Certifications 19
Kilas Peristiwa 2025
2025 Event Highlights 21
Chapter Laporan Manajemen
Management Report
02 Laporan Dewan Komisaris
Board of Commissioners Report 26
Laporan Direksi
Board of Directors Report 36
Surat Pernyataan Anggota Dewan
Komisaris dan Direksi tentang
Tanggung Jawab atas Laporan
Tahunan 2025 PT Pakuwon Jati Tbk
Statement of Members of Board of 48
Commissioners and Board of Directors on the
Responsibility for the 2025 Annual Report of PT
Pakuwon Jati Tbk
Chapter Profil Perusahaan
03
Company Profile
Informasi Umum dan Identitas Perusahaan
General Information and Company Identity
52
Riwayat Singkat Perusahaan
Brief History of Company
54
Bidang Usaha
Line of Business
56
Jaringan Bisnis dan Wilayah Operasi
Business Network and Operating Area
62
Visi-Misi dan Nilai-Nilai
Vision-Mission and Values
64
Struktur Organisasi
Organizational Structure
66
Profil Dewan Komisaris
Board of Commissioners Profile
68
Profil Direksi
Board of Directors Profile
73
Profil Sumber Daya Manusia
Profile of Human Resources
80
Komposisi Pemegang Saham
Composition of Shareholders
84
Pakuwon Mall Bekasi
6 PT Pakuwon Jati | Laporan Tahunan 2025
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Pendahuluan
Compounding Growth, Shaping Legacy
Introduction
Informasi Pemegang Saham Dewan Komisaris
Utama/Pengendali Board of Commissioners
166
Information of Major and/or Controlling
88
Shareholder Direksi
Board of Directors
178
Struktur Grup
Group Structure
90 Keterbukaan Informasi Dewan
Komisaris dan Direksi
Informasi Entitas Anak Information Disclosure of The Board
191
dan/atau Entitas Asosiasi of Commissioners and Directors
Information on Subsidiary Entities
92
and/or Associated Entities Organ Pendukung Dewan Komisaris
Organs Under the Board of Commissioners
200
Profil Entitas Anak
Profile of Subsidiary Entities
94 Organ Pendukung Direksi
Organs Under the Board of Directors
210
Kronologi Pencatatan Saham
Chronology of Share Listing
97 Sistem Pengendalian Internal
Internal Control System
226
Kronologi Pencatatan Efek Lainnya
Chronology of Other Securities Listing
98 Manajemen Risiko
Risk Management
229
Informasi Kantor Akuntan Publik
Information of Public Accountant Firm
98 Perkara Hukum
Legal Cases
232
Lembaga/Profesi Penunjang
Pasar Modal Akses Informasi dan Data Perseroan
99 Access to Company Information and Data
233
Capital Market Supporting Institutions/
Professions Tata Kelola Teknologi Informasi
Governance of Information Technology
234
Informasi Website Perseroan
Information on The Company’s Website
102 Kode Etik
Code of Conduct
236
Informasi Kontak
Contact Information
104 Pengadaan Barang dan Jasa
Goods and Services Procurement
238
Kebijakan Anti Penyuapan dan Korupsi
Anti-Bribery and Corruption Policy
240
Chapter Analisis dan Pembahasan Kebijakan Perusahaan untuk Memenuhi
Manajemen
04 Management Discussion & Analysis
Hak-Hak Kreditur
Policy on Fulfillment of Creditor Rights
241
Program Kepemilikan Saham oleh
Karyawan dan/atau Manajemen
Tinjauan Ekonomi
112 Employee/Management Share Ownership
242
Economic Review
Program
Tinjauan Operasi Per Segmen Usaha
Operational Review Per Business Segment
120 Sistem Pelaporan Pelanggaran
242
Whistle Blowing System
Kinerja Keuangan Pemberian Dana untuk Kegiatan Sosial,
Financial Performance
130
Politik dan Lainnya 246
Kemampuan Membayar Utang dan Funding for Social, Political, and Other Activities
Tingkat Kolektibilitas Piutang Kebijakan Anti Pencucian Uang
Ability to Pay Debt and Receivables
134 246
Anti-Money Laundering Policy
Collectibility
Praktik Bad Governance
Struktur Modal dan Kebijakan Bad Governance Practices
247
Manajemen atas Struktur Modal
Capital Structure and Management Policy
137 Penilaian GCG Berdasarkan
on Capital Structure Ketentuan OJK 248
GCG Assessment Based on OJK Provision
Tinjauan Teknologi
Technology Review
145
Chapter Tata Kelola Perusahaan Chapter Tanggung Jawab Sosial Perusahaan
05 Good Corporate Governance
06 Corporate Social Responsibility
Kinerja Keberlanjutan
Komitmen Penerapan Tata Kelola
PT Pakuwon Jati Tbk 2025
Perusahaan yang Baik 254
Commitment of Good Corporate
150 PT Pakuwon Jati Tbk Sustainability
Performance 2025
Governance Implementation
Peningkatan dan Penguatan
GCG tahun 2025 154
GCG Enhancement and Strengthening in 2025
Chapter Laporan Keuangan
258
07
Struktur dan Kerangka GCG Financial Statements
GCG Structure and Framework
155
Rapat Umum Pemegang Saham (RUPS)
General Meeting of Shareholders (GMS)
156
PT Pakuwon Jati | Annual Report 2025 7
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Kilas
Kinerja 2025
2025 Performance Highlights
PT Pakuwon Jati Tbk membukukan
pertumbuhan keuangan yang berkelanjutan
sebagai hasil dari strategi ekspansi yang
terukur dan konsistensi untuk memperkuat
penciptaan nilai jangka panjang.
PT Pakuwon Jati Tbk recorded sustainable
financial growth as a result of a measured
expansion strategy and consistency to
strengthen long-term value creation.
8 PT Pakuwon Jati Tbk | Laporan Tahunan 2025
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Kilas Kinerja 2025
2025 Performance Highlights
PT Pakuwon Jati Tbk | Annual Report 2025 Porte Cochere - Four Points Bekasi 9
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Ikhtisar Kinerja
Keuangan
Financial Performance
Sepanjang 2025, Pakuwon Jati mencatatkan
Highlights kinerja yang solid sebagai refleksi fondasi bisnis
yang kuat dalam mendukung pertumbuhan
jangka panjang, sekaligus menunjukkan
efektivitas strategi yang terintegrasi dan
responsif terhadap dinamika pasar.
Throughout 2025, Pakuwon Jati delivered
Pendapatan Usaha
Revenue solid performance as a reflection of its
strong business foundation in supporting
7.111 Miliar
Billion
long-term growth, while demonstrating the
effectiveness of its integrated and responsive
strategies amid evolving market dynamics.
+7% vs last year
EBITDA Laba (Rugi) Tahun Berjalan
Profit (Loss) for the Year
3.708 Miliar
Billion 2.758 Miliar
Billion
+3% vs last year +14% vs last year
Aset Liabilitas
Assets Liabilities
36.466 Miliar
Billion 9.843 Miliar
Billion
+3% vs last year -7% vs last year
Ekuitas Rasio Lancar
Equity Current Ratio
26.623 Miliar
Billion 3,52 x
+8% vs last year -26% vs last year
Debt to Assets Ratio Margin EBITDA
%
0,15 x 52,14%
-16% vs last year -2% vs last year
10 PT Pakuwon Jati Tbk | Laporan Tahunan 2025
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Kilas Kinerja 2025
2025 Performance Highlights
Ikhtisar Kinerja Keuangan
Financial Performance Highlights
Laporan Laba (Rugi) dan Penghasilan Consolidated Statements of Profit (Loss)
Komprehensif Lain Konsolidasian and Other Comprehensive Income
(dalam miliar Rupiah, kecuali dinyatakan lain)|
(in Billion Rupiah, unless stated otherwise)
Uraian
2025 2024 2023
Description
Pendapatan Usaha 7. 1 1 1 6.671 6.200
Revenues
Beban Pokok Pendapatan 3.167 2.902 2.800
Cost of Revenues
Laba (Rugi) Bruto 3.944 3.769 3.401
Gross Profit (Loss)
EBITDA 3.708 3.584 3.362
Laba (Rugi) Tahun Berjalan 2.758 2.422 2.382
Profit (Loss) for the Year
Jumlah Laba (Rugi) Komprehensif Tahun Berjalan 2.801 2.386 2.378
Total Comprehensive Income (Loss) for the Year
Jumlah Laba (Rugi) Tahun Berjalan yang dapat Diatribusikan kepada
Total Profit (Loss) for the Year attributable to:
Pemilik Entitas Induk 2.346 2.075 2.105
Owners of the Company
Kepentingan Non-Pengendali 412 346 277
Non Controlling Interests
Jumlah Laba (Rugi) Komprehensif yang dapat Diatribusikan kepada
Total Comprehensive Income (Loss) for the Year attributable to:
Pemilik Entitas Induk 2.392 2.040 2.101
Owners of the Company
Kepentingan Non-Pengendali 409 346 277
Non Controlling Interests
Laba per Saham (dalam Rupiah penuh) 48,72 43,08 43,71
Earnings per share (in full Rupiah)
Pendapatan EBITDA
Revenue
(Rp-Miliar | Rp-Billion) (Rp-Miliar | Rp-Billion)
7.111
6.671
6.200 3.708
3.584
3.362
2023 2024 2025 2023 2024 2025
PT Pakuwon Jati Tbk | Annual Report 2025 11
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Laba (Rugi) Tahun Berjalan Laba per Saham
Profit (Loss) for the Year Earnings per Share
(Rp-Miliar | Rp-Billion) (Jumlah Rupiah penuh | full amount)
2.758
48,72
2.422
2.382 43,71
43,08
2023 2024 2025 2023 2024 2025
Laporan Posisi Keuangan Konsolidasian Consolidated Statements of Financial
Position
(dalam miliar Rupiah, kecuali dinyatakan lain)|
(in Billion Rupiah, unless stated otherwise)
Uraian
2025 2024 2023
Description
Aset Lancar 11.142 14.819 13.055
Current Assets
Aset Tidak Lancar 25.324 20.552 19.655
Non-Current Assets
Jumlah Aset 36.466 35.371 32.711
Total Assets
Liabilitas Jangka Pendek 3.162 3.108 2.532
Current Liabilities
Liabilitas Jangka Panjang 6.681 7.522 7.383
Non-Current Liabilities
Jumlah Liabilitas 9.843 10.629 9.915
Total Liabilities
Jumlah Ekuitas 26.623 24.742 22.795
Total Equity
Jumlah Liabilitas dan Ekuitas 36.466 35.371 32.711
Total Liabilities and Equity
Investasi pada Entitas Asosiasi - - -
Investment in an Associate
12 PT Pakuwon Jati Tbk | Laporan Tahunan 2025
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Kilas Kinerja 2025
2025 Performance Highlights
Jumlah Aset Jumlah Liabilitas
Total Assets Total Liabilities
(Rp-Miliar | Rp-Billion) (Rp-Miliar | Rp-Billion)
36.466
35.371 10.629
32.711 9.915 9.843
2023 2024 2025 2023 2024 2025
Jumlah Ekuitas Jumlah Liabilitas dan Ekuitas
Total Equity Total Liabilities and Equity
(Rp-Miliar | Rp-Billion) (Rp-Miliar | Rp-Billion)
36.466
26.623
35.371
24.742
32.711
22.795
2023 2024 2025 2023 2024 2025
Laporan Arus Kas Konsolidasian Consolidated Statements of Cash Flows
(dalam miliar Rupiah, kecuali dinyatakan lain)
(in Billion Rupiah, unless stated otherwise)
Uraian
2025 2024 2023
Description
Penerimaan Kas dari Pelanggan 6.941 6.893 6.248
Cash Received from Customers
Kas yang Dihasilkan dari Operasi 2.853 3.175 2.680
Cash Generated from Operations
Kas Bersih Diperoleh dari Aktivitas Operasi 3.029 3.354 2.734
Net Cash Provided by Operating Activities
Kas Bersih Digunakan untuk Aktivitas Investasi (4.981) (1.409) (2.296)
Net Cash Used in Investing Activities
Kas Bersih (Digunakan untuk) Diperoleh dari Aktivitas Pendanaan (2.013) (389) (261)
Net Cash (Used in) Provided by Financing Activities
Kenaikan (Penurunan) Bersih Kas dan Setara Kas (3.964) 1.556 178
Net Increase (Decrease) In Cash and Cash Equivalents
Kas dan Setara Kas Akhir Tahun 5.186 9.154 7.600
Cash and Cash Equivalents at End of Year
Aset Keuangan lainnya 7.345 615 933
Other Financial Assets
Total kas & setara Kas dan Aset keuangan lainnya 12.530 9.769 9.533
Total cash and cash equivalents and other financial assets
PT Pakuwon Jati Tbk | Annual Report 2025 13
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Kas Bersih Diperoleh dari
Penerimaan Kas dari Pelanggan Aktivitas Operasi
Cash Received from Customers Net Cash Provided by
(Rp-Miliar | Rp-Billion) (Rp-Miliar | Rp-Billion)
Operating Activities
6.941
6.893
3.175
6.248 2.852
2.680
2023 2024 2025 2023 2024 2025
Kas dan Setara Kas Akhir Tahun
Cash and Cash Equivalents at End of Year
(Rp-Miliar | Rp-Billion)
9.154
7.600
5.186
2023 2024 2025
Rasio-Rasio Keuangan Financial Ratios
Uraian Satuan
2025 2024 2023
Description Unit
Rasio laba (rugi) terhadap jumlah aset % 7,56 6,85 7,28
Return on Assets (ROA)
Rasio laba (rugi) terhadap ekuitas % 10,36 9,79 10,45
Return on Equity (ROE)
Rasio laba (rugi) terhadap pendapatan/ % 38,79 36,30 38,41
penjualan
Return on Sales (ROS)
Rasio lancar/ Current Ratio x 3,52 4,77 5,16
Rasio liabilitas terhadap jumlah aset x 0,15 0,18 0,19
Debt to Asset Ratio (DAR)
Rasio liabilitas terhadap ekuitas x 0,21 0,26 0,27
Debt to Equity Ratio (DER)
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Kilas Kinerja 2025
2025 Performance Highlights
Uraian Satuan
2025 2024 2023
Description Unit
EBITDA Terhadap Pendapatan % 52,14 53,73 54,22
EBITDA to Revenue
Rasio Liabilitas Terhadap EBITDA x 2,65 2,97 2,95
Debt to EBITDA
Rasio EBITDA Terhadap Beban Bunga x 10,23 10,62 10,11
EBITDA to Interest Expense
Rasio Laba (Rugi) Terhadap Jumlah Aset Rasio Laba (Rugi) Terhadap Ekuitas
Return on Assets (ROA) Return on Equity (ROE)
(Persen | Percent) (Persen | Percent)
7,56 10,45
7,28 10,36
6,85 9,79
2023 2024 2025 2023 2024 2025
Rasio Laba (Rugi) Terhadap
Pendapatan/Penjualan Rasio Lancar
Return on Sales (ROS) Current Ratio
(Persen | Percent) (Kali | Times)
38,79 5,16
4,77
38,41
36,30
3,52
2023 2024 2025 2023 2024 2025
Rasio EBITDA Terhadap
Rasio Liabilitas Terhadap Jumlah Aset Beban Bunga
Debt to Asset Ratio (DAR) EBITDA to Interest Expense
(Kali | Times) (Kali | Times)
0,19
0,18 10,62
10,23
0,15 10,11
2023 2024 2025 2023 2024 2025
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Ikhtisar Saham
Share Highlights
Kode Saham Jumlah Saham Tempat Pencatatan Pemegang Saham
Ticker Code Number of Shares Saham Shareholders
Listing Place
• PT Pakuwon Arthaniaga:
PWON 48.159.602.400 Bursa Efek Indonesia (BEI)
lembar saham | shares Indonesia Stock Exchange 68,68%
(IDX) • Masyarakat (dibawah 5%):
Public (each below 5%)
31,26%
• PT Artisan Surya Kreasi:
0,03%
• Alexander Tedja: 0,02%
• PT Pakuwon Darma: 0,01%
• Richard Adisastra: 0,00%
• Wong Boon Siew Ivy:
0,00%
Harga, Volume, Nilai dan Kapitalisasi Share Price, Volume, Value and
Saham Capitalization
Harga Harga
Kapitalisasi Pasar
Jumlah Saham Tertinggi Harga Terendah Penutupan Volume
(Rupiah penuh)
Beredar (Lembar) (Rupiah (Rupiah penuh) (Rupiah Perdagangan
Periode Market
Number of Shares penuh) Lowest Price penuh) (Lembar)
Period Capitalization
Outstanding Highest Price (full amount Closing Price Trading Volume
(full amount
(Shares) (full amount Rupiah) (full amount (Shares)
Rupiah)
Rupiah) Rupiah)
2025
Triwulan I 48.159.602.400 16.374.264.816.000 430 336 340 2.092.528.700
1st Quarter
Triwulan II 48.159.602.400 18.011.691.297.600 428 304 374 2.281.771.200
2nd Quarter
Triwulan III 48.159.602.400 18.108.010.502.400 406 348 376 4.216.113.800
3rd Quarter
Triwulan IV 48.159.602.400 16.277.945.611.200 388 338 338 3.253.831.000
4th Quarter
2024
Triwulan I 48.159.602.400 20.419.671.417.600 460 404 424 1.508.310.100
1st Quarter
Triwulan II 48.159.602.400 17.626.414.478.400 438 366 366 1.926.346.600
2nd Quarter
Triwulan III 48.159.602.400 24.802.195.236.000 525 366 515 3.657.217.200
3rd Quarter
Triwulan IV 48.159.602.400 19.167.521.755.200 530 386 398 2.442.735.400
4th Quarter
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Kilas Kinerja 2025
2025 Performance Highlights
Harga Harga
Kapitalisasi Pasar
Jumlah Saham Tertinggi Harga Terendah Penutupan Volume
(Rupiah penuh)
Beredar (Lembar) (Rupiah (Rupiah penuh) (Rupiah Perdagangan
Periode Market
Number of Shares penuh) Lowest Price penuh) (Lembar)
Period Capitalization
Outstanding Highest Price (full amount Closing Price Trading Volume
(full amount
(Shares) (full amount Rupiah) (full amount (Shares)
Rupiah)
Rupiah) Rupiah)
2023
Triwulan I 48.159.602.400 21.864.459.489.600 476 414 454 1.221.341.100
1st Quarter
Triwulan II 48.159.602.400 23.501.885.971.200 525 450 488 1.918.900.200
2nd Quarter
Triwulan III 48.159.602.400 21.093.905.851.200 505 428 438 1.978.586.500
3rd Quarter
Triwulan IV 48.159.602.400 21.864.459.489.600 454 392 454 2.229.966.500
4th Quarter
Grafik Pergerakan Saham dan Volume Chart of Stock Price Movements and
Perdagangan Tahun 2025 Trading Volumes in 2025
Lembar | Shares Rupiah Penuh | Full Amount
1.800.000.000 450
1.600.000.000 400
1.400.000.000 350
1.200.000.000 300
1.000.000.000 250
800.000.000 200
600.000.000 150
400.000.000 100
200.000.000 50
0 0
January
February
May
June
July
August
September
October
November
March
December
April
Volume Perdagangan Harga Penutupan
Trading Volume Closing Price
AKSI KORPORASI CORPORATE ACTION
Pada tahun 2025, tidak terdapat aksi korporasi yang In 2025, there were no corporate actions that would
menyebabkan terjadinya perubahan pada saham, have caused changes in shares, including stock splits,
seperti pemecahan saham (stock split), penggabungan reverse stock, dividends, bonus shares, changes in pa
saham( reverse stock) , saham bonus, perubahan rvalue of shares, issuance of convertible securities, as
nilai nominal saham, penerbitan efek konversi, serta well as addition and deduction of capital.
penambahan dan pengurangan modal.
PEMBAGIAN DIVIDEN SAHAM DIVIDEND DISTRIBUTION
Berdasarkan keputusan RUPS Tahunan tanggal 30 Juni Based on the AGMS resolution on June 30, 2025, the
2025, Perseroan menyetujui pembagian dividen tunai Company approved the distribution of cash dividends
dengan total dividen sebesar Rp626,07 miliar dan nilai with a total of Rp626.07 billion and a dividend value
dividen per saham Rp13, yang dibagikan pada tanggal of Rp13 per share, which was distributed on July 30,
30 Juli 2025. Informasi lengkap mengenai pembagian 2025. Complete information regarding the dividend
dividen dapat dilihat pada bab Analisa Pembahasan distribution can be found in the Management’s Discussion
dan Manajemen. and Analysis chapter.
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INFORMASI PENGHENTIAN SEMENTARA INFORMATION ON TEMPORARY
PERDAGANGAN SAHAM (SUSPENSION) DAN/ SUSPENSION OF SHARES TRADING AND/
ATAU PENGHAPUSAN PENCATATAN SAHAM OR DELISTING OF SHARES
(DELISTING)
Sepanjang tahun 2025, Perseroan tidak dikenakan Throughout 2025, the Company was not subject to any
sanksi berupa suspensi perdagangan saham maupun sanctions in the form of stock trading suspensions or
penghapusan pencatatan saham (delisting). Dengan delisting. Therefore, there is no relevant information to
demikian, tidak terdapat informasi mengenai hal tersebut be presented in this Annual Report.
yang dapat disampaikan dalam Laporan Tahunan ini.
IKHTISAR OBLIGASI, SUKUK ATAU BOND, SUKUK OR CONVERTIBLE BOND
OBLIGASI KONVERSI HIGHLIGHTS
Pada tanggal 19 Mei 2025, Perusahaan melakukan On May 19, 2025, the Company repurchased a portion
pembelian kembali sebagian surat utang dengan of this bond with 97.05% through a bond tender offer
harga 97,05% melalui tender offer obligasi sebesar at US$66,555,000. Upon tender offer completion, the
US$66.555.000. Setelah penyelesaian pembayaran principal outstanding of the bonds was US$333,445,000.
tender offer, jumlah utang pokok obligasi menjadi US$
333.445.000.
Berikut kronologi transaksi obligasi Perseroan: Below is the transaction chronology of the company:
Obligasi Awal Obligasi Tambahan Tender Offer
Initial Notes Additional Notes
Emiten PT Pakuwon Jati Tbk PT Pakuwon Jati Tbk PT Pakuwon Jati Tbk
Issuer
Nama Seri Senior Unsecured Note due 2028 Senior Unsecured Note due 2028 Senior Unsecured Note due 2028
Series Name
Nilai Nominal US$300.000.000 US$100.000.000 (US$66.555.000)
Nominal Value
Tanggal Efektif 29 April 2021 17 Mei 2021 16 Mei 2025
Effective Date April 29, 2021 May 17, 2021 May 16, 2025
Harga yang Diterbitkan 100% 103,118% 97,05%
Issued Price
Jangka waktu 7 Tahun 7 Tahun 7 Tahun
Tenor 7 Years 7 Years 7 Years
Struktur Kupon 4,875% 4,875% 4,875%
Coupon Structure
Underwriter USB AG Singapore Branch, USB AG Singapore Branch USB AG Singapore Branch
Goldman Sachs (Singapore) Pte.
Wali Amanat The Bank of New York Mellon, The Bank of New York Mellon, The Bank of New York Mellon,
Trustee London Branch London Branch London Branch
Peringkat Emiten Ba2 stable (Moody’s)/BB+ stable Ba2 stable (Moody’s)/BB+ stable Ba2 stable (Moody’s)/BB+ stable
Issuer Rating (S&P)/BB stable (Fitch) (S&P)/BB stable (Fitch) (S&P)/BB stable (Fitch)
Peringkat Efek Ba2/BB+/BB Ba2/BB+/BB Ba2/BB+/BB
Securities Rating
Kredit Rating Credit Ratings
Hingga 31 Desember 2025, kredit rating Perseroan As of December 31, 2025, the Company’s kredit ratings
adalah: were as follows:
Fitch Ratings S&P Moody’s
BB+/Stable BB+/Stable Ba1/Stable
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Kilas Kinerja 2025
2025 Performance Highlights
Penghargaan dan Sertifikasi
Awards and Certifications
14 15
13 12 11
10
9 8 7
5 6
4
1 2 3
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No Tanggal Nama Penghargaan Pemberi Penghargaan
Date Name of Awards Awarded by
1 7 April 2025 Kota Kasablanka (PT Elite Prima Hutama) - Top 10 winner PAM Jaya
April 7, 2025 Jakarta Water Hero 2025
2 15 September 2025 PT Pakuwon Jati - Most Improved Corporate Governance, Indonesian Institute for Corporate
September 15, 2025 Big Cap Directorship (IICD)
3 19 September 2025 PT Pakuwon Jati - High Growth 2025 Tempo & IDN Financials 2025
September 19, 2025
4 25 September 2025 Pakuwon City (PT Pakuwon Jati) - Best Township Rumah123 & Property Watch
September 25, 2025 Development Project 2025, Surabaya & Surrounding Region
5 16 Oktober 2025 PT Pakuwon Sentosa Abadi - 1st runner up ASEAN Energy ASEAN Energy Award 2025
October 16, 2025 Efficiency and Conservation Best Practice Awards
6 24 Oktober 2025 Four Points Kuta (PT Pakuwon Jati) - National 1st Energy Penghargaan Efisiensi Energi Nasional
October 24, 2025 Saving Building, Tropical Building (PEEN) by Kementrian ESDM
7 19 November 2025 PT Pakuwon Jati - Best managed company - gold standard Deloitte Private
November 19, 2025
8 21 November 2025 Superblock Pakuwon Mall Bekasi (PT Grama Pramesi Siddhi) PropertyGuru - Indonesia Property Awards
November 21, 2025 - Best Mixed Use Development
9 21 November 2025 Pakuwon Residence Bekasi (PT Grama Pramesi Siddhi) - Best PropertyGuru - Indonesia Property Awards
November 21, 2025 Mid End Condo Landscape Design
10 21 November 2025 PT Pakuwon Jati - Best Mixed Use Developer PropertyGuru - Indonesia Property Awards
November 21, 2025
11 21 November 2025 PT Pakuwon Jati - Best Hospitality Developer PropertyGuru - Indonesia Property Awards
November 21, 2025
12 21 November 2025 Pakuwon Residence Bekasi (PT Grama Pramesi Siddhi) - Best PropertyGuru - Indonesia Property Awards
November 21, 2025 Mid End Condo Development (Greater Jakarta)
13 25 November 2025 PT Pakuwon Jati - The standout developer 2025 Property Indonesia Award
November 25, 2025
14 27 November 2025 PT Pakuwon Jati - Outstanding Company in Properties & CSA Award 2025
November 27, 2025 Real Estate Sector on Main Board
15 4 Desember 2025 PT Pakuwon Jati - Popular Brand in Housing & Superblock Disway Award
December 4, 2025
Pakuwon City as Best Township Development Project - 25 September 2025
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Kilas Kinerja 2025
2025 Performance Highlights
Kilas Peristiwa 2025
2025 Event Highlights
Pembukaan Fairfield Bekasi
Grand Opening of Fairfield Bekasi
PT Pakuwon Jati Tbk melalui PT Grama Pramesi Siddhi meresmikan Hotel
Fairfield Bekasi pada 18 April 2025. Hotel Marriott pertama di Bekasi ini memiliki
166 kamar, menjadi bagian dari Pakuwon Mall Bekasi, serta menambah total
kamar operasional Pakuwon menjadi 2.432 kamar dan memperkuat pendapatan
berulang perusahaan.
PT Pakuwon Jati Tbk through PT Grama Pramesi Siddhi officially opened Fairfield
Bekasi Hotel on April 18, 2025. As the first Marriott hotel in Bekasi, it boasts 166
rooms, is part of Pakuwon Mall Bekasi, and increases Pakuwon’s total operational
18 April 2025 | April 18, 2025 rooms to 2,432, strengthening the company’s recurring revenue.
Peluncuran #mulaidarisini
Launch of #mulaidarisini
Diluncurkan pada Hari Lingkungan Hidup Sedunia, tagar #mulaidarisini
mencerminkan komitmen PT Pakuwon Jati Tbk terhadap pengelolaan sampah
berkelanjutan melalui pengolahan sampah menjadi RDF, sejalan dengan Pergub
DKI Jakarta No. 102 Tahun 2021, dengan target pengurangan sampah ke TPA
hingga di bawah 20%.
Launched on World Environment Day, the #mulaidarisini hashtag reflects PT
Pakuwon Jati Tbk’s commitment to sustainable waste management through
waste processing into RDF, aligning with DKI Jakarta Governor Regulation No.
4 Juni 2025 | June 4, 2025 102/2021, aiming to reduce waste to landfill below 20%.
Pembukaan Food Festival di Pakuwon City Mall
Grand Opening of the Food Festival at Pakuwon City Mall
PT Pakuwon Jati Tbk membuka kembali kawasan kuliner Food Festival di
Pakuwon City Mall. Area kuliner yang dulunya sukses dengan konsep luar
ruangan sekarang dihadirkan kembali dengan konsep di dalam ruang dengan
tetap berkomitmen menghadirkan tenant yang terpilih.
PT Pakuwon Jati Tbk has reopened its Food Festival culinary area at Pakuwon
City Mall. Previously well-received with its outdoor concept, the area has
now been reintroduced with an indoor concept, while remaining committed to
presenting a curated selection of tenants.
7 Juni 2025 | June 7, 2025
Rapat Umum Pemegang Saham (RUPS)
General Meeting of Shareholders (GMS)
PT Pakuwon Jati Tbk menyelenggarakan Rapat Umum Pemegang Saham pada
tanggal 25 Juni 2025 bertempat di hotel Westin Surabaya. RUPS ini dihadiri oleh
seluruh anggota Dewan Komisaris dan Direksi.
PT Pakuwon Jati Tbk held General Meeting of Shareholders on June 25,
2025 at The Westin Surabaya Hotel and was attended by the entire Board of
Commissioners and Board of Directors.
25 Juni 2025 | June 25, 2025
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Peresmian Park Shanghai
Grand Opening of Park Shanghai
Area kuliner tematik Park Shanghai resmi dibuka pada 15 Agustus 2025. Acara
pembukaan ini dihadiri Eri Cahyadi sebagai walikota Surabaya. Destinasi baru
ini terintegrasi dengan Superblock Pakuwon City Mall dan merupakan bagian
dari strategi Perseroan untuk memperkuat pendapatan berulang.
Park Shanghai, the themed culinary area was officially opened on August 15,
2025. The inauguration was attended by Eri Cahyadi, Mayor of Surabaya. This
new destination is integrated with the Pakuwon City Mall Superblock and as
part of the Company’s strategy to strengthen recurring income.
15 Agustus 2025 | June 25, 2025
Groundbreaking Pakuwon Mall Semarang
Groundbreaking of Pakuwon Mall Semarang
PT Pakuwon Permai, anak usaha PT Pakuwon Jati Tbk, memulai pembangunan
Pakuwon Mall Semarang yang dijadwalkan beroperasi pada 2029. Tahap pertama
mencakup area 12,7 hektar dengan pusat perbelanjaan NLA 134.000 m², piazza
berkapasitas 5.000 orang, serta Exhibition dan Convention Hall.
PT Pakuwon Permai, a subsidiary of PT Pakuwon Jati Tbk, has begun construction
on Pakuwon Mall Semarang, scheduled to open in 2029. The first phase covers
12.7 hectares with a shopping center NLA of 134,000 m², a 5,000-capacity
piazza, and an Exhibition and Convention Hall.
18 Agustus 2025 | August 18, 2025
Pembukaan Hotel Aloft Surabaya
Grand Opening of Aloft Surabaya Hotel
Aloft Surabaya Pakuwon City resmi dibuka pada 22 Agustus 2025 sebagai
hotel Marriott International pertama di Surabaya Timur. Hotel ini memiliki 233
kamar, fasilitas meeting, merupakan bagian dari Superblock Pakuwon City Mall.
Aloft Surabaya Pakuwon City officially opened on August 22, 2025, as the first
Marriott International hotel in East Surabaya. The hotel features 233 rooms,
meeting facilities, and is part of the Pakuwon City Mall Superblock.
22 Agustus 2025 | August 22, 2025
Pembukaan Hotel Four Points Bekasi
Grand Opening of Four Points Bekasi
PT Pakuwon Jati Tbk meluncurkan hotel Four Points Bekasi pada 22 September
2025 sebagai bagian dari pengembangan terpadu Superblock Pakuwon Mall
Bekasi. Hotel ini menghadirkan 242 kamar dan suite, 2 ballroom megah dan 10
ruang pertemuan.
PT Pakuwon Jati Tbk launched the Four Points Bekasi hotel on September
22, 2025, as part of the integrated development of the Pakuwon Mall Bekasi
Superblock. The hotel features 242 rooms and suites, 2 grand ballrooms, and
10 meeting rooms.
22 September 2025 | September 22, 2025
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Kilas Kinerja 2025
2025 Performance Highlights
Welcome lobby - Four Points Bekasi
PT Pakuwon Jati Tbk | Annual Report 2025 23
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Laporan
Manajemen
Management Report
Sepanjang tahun 2025, Pakuwon Jati berhasil menjaga momentum pertumbuhan
melalui kombinasi kinerja operasional yang solid dan strategi pengembangan
yang disiplin, ditopang oleh kekuatan pendapatan berulang dari portofolio ritel,
perkantoran, dan hospitality. Stabilitas arus kas serta keberhasilan mengoptimalkan
aset dalam kawasan terpadu mencerminkan ketahanan model bisnis Perseroan di
tengah dinamika industri, sekaligus memperkuat fondasi untuk pertumbuhan yang
berkelanjutan di masa mendatang.
Throughout 2025, Pakuwon Jati successfully maintained its growth momentum
through a combination of solid operational performance and disciplined development
strategiest, supported by the strength of recurring income from its retail, office, and
hospitality portfolios. Stable cash flow and effective asset optimization in integrated
developments reflect the resilience of the Company’s business model amidst industry
dynamics, while strengthening a strong foundation for sustainable growth in the future.
24 PT Pakuwon Jati | Laporan Tahunan 2025
Page 25
Laporan Manajemen
Management Report
PT Pakuwon Jati | Annual Report 2025 Welcome lobby - Four Points Bekasi 25
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Laporan
Dewan Komisaris
Board of Commissioners Report
Kinerja operasional dan keuangan
Perseroan di sepanjang tahun 2025
menunjukkan ketahanan serta
pertumbuhan yang solid sejalan
dengan strategi korporasi yang
telah dirumuskan.
The Company’s operational and financial performance
throughout 2025 demonstrated solid resilience and
growth in line with the company’s formulated strategy.
Pemegang Saham dan Para Pemangku Kepentingan yang Terhormat,
Dear Shareholders and Stakeholders,
Dewan Komisaris menyampaikan puji syukur ke hadirat The Board of Commissioners expresses gratitude to God
Tuhan Yang Maha Esa atas kinerja Perseroan yang tetap Almighty for the Company’s performance, which remained
terjaga dalam menutup tahun buku 2025 di tengah solid in closing the 2025 financial year amid global dynamics
dinamika dan ketidakpastian global. and uncertainty.
Superblok pertama Perseroan dikembangkan pada tahun The Company’s first superblock was developed in 1996
1996 melalui kawasan Tunjungan City, yang menjadi through the Tunjungan City area, marking the Company’s
tonggak awal bagi Perseroan dalam mengembangkan initial milestone in developing integrated areas (superblocks)
kawasan terpadu (superblock) sebagai pilar strategis as a strategic pillar of growth. This business model is
pertumbuhan. Model bisnis ini secara berkelanjutan continuously supported by portfolio synergies that generate
didukung oleh sinergi portofolio yang menghasilkan recurring income from shopping centers, office buildings,
pendapatan berulang dari pusat perbelanjaan, apartments/condominiums, and the hospitality line (hotels
perkantoran, apartemen/ condominium , serta lini and serviced apartments).
hospitality (hotel dan serviced apartment).
Diversifikasi portofolio tersebut terus memperkuat Such portfolio diversification continues to strengthen
resiliensi dan menjaga stabilitas kinerja Perseroan di resilience and maintain the Company’s performance stability
tengah pasar properti yang semakin selektif. amid an increasingly selective property market.
26 PT Pakuwon Jati | Laporan Tahunan 2025
Page 27
Laporan Manajemen
Management Report
Alexander Tedja
Presiden Komisaris
President Commissioner
Melalui laporan ini, Dewan Komisaris menyampaikan Through this report, the Board of Commissioners
ringkasan pengawasan terhadap pengelolaan presents a summary of its supervision of the Company’s
Perseroan oleh Direksi sepanjang 2025 sebagai bentuk management by the Board of Directors throughout 2025
pertanggungjawaban kepada pemegang saham dan as a form of accountability to shareholders and other
pemangku kepentingan lainnya, sekaligus bagian dari stakeholders, as well as part of the Company’s commitment
komitmen Perseroan terhadap penerapan Tata Kelola to implementing Good Corporate Governance.
Perusahaan yang Baik.
Tinjauan Makro Ekonomi Macroeconomic Review
Tahun 2025 menunjukkan perekonomian global tetap The year 2025 shows that the global economy will continue
bertumbuh namun dalam laju yang moderat. International to grow, albeit at a moderate pace. The International
Monetary Fund (IMF) memproyeksikan pertumbuhan Monetary Fund (IMF) projects global economic growth
ekonomi global sekitar 3,2%, sedikit melambat dibandingkan of around 3.2%, slightly slower than the 3.3% achieved
2024 yang mencapai 3,3%. Perlambatan ini dipengaruhi oleh in 2024. This slowdown is influenced by relatively high
suku bunga global yang masih relatif tinggi, ketegangan global interest rates, geopolitical tensions, and trade
geopolitik, serta fragmentasi perdagangan yang berdampak fragmentation that affects investment and consumption
pada arus investasi dan konsumsi. Dalam kondisi tersebut, flows. Under these conditions, the global property and
sektor properti dan real estate global bergerak lebih selektif, real estate sector is moving more selectively, focusing on
dengan fokus pada proyek yang memiliki arus kas stabil projects with stable cash flows and premium locations.
dan lokasi premium.
PT Pakuwon Jati | Annual Report 2025 27
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Di tingkat nasional, ekonomi Indonesia menunjukkan At the national level, Indonesia’s economy shows strong
ketahanan yang kuat. Badan Pusat Statistik (BPS) resilience. The Central Statistics Agency (BPS) recorded
mencatat pertumbuhan ekonomi Indonesia sebesar Indonesia’s economic growth at 5.11% in 2025, up from
5,11% pada 2025, meningkat dari 5,03% pada 2024, 5.03% in 2024, supported by household consumption,
didukung konsumsi rumah tangga, investasi, dan inflasi investment, and controlled inflation. Monetary policy
yang terkendali. Stabilitas kebijakan moneter turut stability also maintains momentum in the real sector,
menjaga momentum sektor riil, termasuk properti dan including property and shopping centers.
pusat perbelanjaan.
Kombinasi pertumbuhan domestik yang solid dan kondisi The combination of solid domestic growth and selective
global yang selektif menciptakan lingkungan usaha global conditions has created a competitive business
yang kompetitif, di mana kualitas aset, lokasi strategis, environment, where asset quality, strategic location,
dan kekuatan brand menjadi faktor pembeda utama. and brand strength are key differentiators. The Board of
Dewan Komisaris menilai stabilitas ekonomi nasional Commissioners believes that national economic stability
memberikan landasan positif bagi model bisnis terintegrasi provides a positive foundation for PT Pakuwon Jati Tbk’s
PT Pakuwon Jati Tbk yang berbasis pendapatan berulang integrated business model, which is based on recurring
dari pusat perbelanjaan, perkantoran, dan hospitality. income from shopping centers, offices, and hospitality.
Meskipun demikian, dinamika suku bunga dan However, interest rate dynamics and global slowdown
perlambatan global tetap menjadi faktor yang perlu remain factors that need to be monitored, particularly
dicermati, khususnya terhadap permintaan perkantoran in relation to office and residential demand. In this
dan residensial. Dalam konteks ini, portofolio superblock context, the Company’s superblock portfolio is considered
Perseroan dinilai mampu meredam fluktuasi siklus capable of mitigating economic cycle fluctuations, while
ekonomi, sementara fokus pada penguatan recurring focusing on strengthening recurring income and capital
income dan disiplin belanja modal menjadi strategi yang expenditure discipline is the right strategy for maintaining
tepat untuk menjaga keberlanjutan kinerja jangka panjang. long-term performance sustainability.
Tantangan Perseroan di Tahun 2025 The Company’s Challenges in 2025
Tahun 2025 menghadirkan sejumlah tantangan struktural The year 2025 presents a number of structural
bagi Perseroan, antara lain perubahan perilaku konsumen challenges for the Company, including increasingly
yang semakin selektif, tingginya tingkat kekosongan selective consumer behavior, high office vacancy rates
perkantoran di Jakarta, dinamika suku bunga yang in Jakarta, interest rate dynamics affecting residential
memengaruhi permintaan residensial, serta volatilitas demand, and the volatility of the Rupiah against the
nilai tukar Rupiah terhadap Dolar. Persaingan pusat Dollar. Increased competition from shopping centers and
perbelanjaan dan proyek mixed-use yang meningkat, mixed-use projects, as well as fluctuations in hospitality
serta fluktuasi okupansi hospitality akibat faktor musiman, occupancy due to seasonal factors, also require more
turut menuntut adaptasi strategi yang lebih dinamis. dynamic strategy adaptation.
Sebagai respons, Perseroan memperkuat kurasi tenant In response, the Company strengthened tenant curation
dan program aktivasi untuk menjaga traffic pusat and activation programs to maintain shopping center
perbelanjaan, menerapkan pendekatan sewa yang lebih traffic, implemented a more flexible leasing approach
fleksibel di segmen perkantoran, serta menjaga disiplin in the office segment, and maintained discipline in
pengembangan proyek residensial dengan fokus pada residential project development with a focus on high
potensi penyerapan tinggi. Struktur keuangan yang absorption potential. A strong financial structure and
kuat dan dominasi pendapatan berulang memberikan dominance of recurring revenue provided flexibility in
fleksibilitas dalam menghadapi dinamika pasar. facing market dynamics.
Dewan Komisaris juga mencermati risiko nilai tukar terkait The Board of Commissioners also noted the exchange
eksposur obligasi USD yang masih tersisa pasca tender rate risk associated with the remaining exposure to USD
offer Mei 2025. Langkah Direksi dalam mengurangi bonds after the May 2025 tender offer. The Board of
eksposur mata uang asing dinilai tepat dalam memperkuat Directors’ move to reduce foreign currency exposure was
neraca, dan Dewan Komisaris merekomendasikan deemed appropriate in strengthening the balance sheet,
penerapan lindung nilai yang disiplin serta penguatan and the Board of Commissioners recommended the
pendapatan berbasis Rupiah guna menjaga ketahanan implementation of disciplined hedging and strengthening
arus kas ke depan. of Rupiah-based income to maintain future cash flow
resilience.
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Penilaian Dewan Komisaris terhadap The Board of Commissioners’ Assessment
Kinerja Direksi dan Pelaksanaan of the Board of Directors’ Performance and
Pengawasan Supervision Implementation
Dewan Komisaris menilai bahwa sepanjang tahun 2025 The Board of Commissioners considers that throughout
Direksi telah menjalankan pengelolaan Perseroan secara 2025, the Board of Directors has managed the Company
efektif dan selaras dengan strategi jangka panjang, effectively and in line with its long-term strategy, while
dengan tetap menjaga stabilitas operasional serta maintaining operational stability and recurring revenue
pertumbuhan pendapatan berulang di tengah dinamika growth amid the dynamics of the property industry
industri properti dan perubahan perilaku konsumen. and changes in consumer behavior. Discipline in asset
Disiplin dalam pengelolaan aset, optimalisasi okupansi, management, occupancy optimization, and portfolio
dan penguatan kualitas portofolio mencerminkan quality enhancement reflect solid managerial capacity.
kapasitas manajerial yang solid.
Dalam perumusan strategi, Dewan Komisaris secara In formulating strategies, the Board of Commissioners
aktif menelaah rencana kerja dan anggaran tahunan actively reviews the Board of Directors’ annual work plans
Direksi, termasuk pengembangan proyek, optimalisasi and budgets, including project development, shopping
pusat perbelanjaan, dan ekspansi hospitality, dengan center optimization, and hospitality expansion, taking
mempertimbangkan kondisi makroekonomi, risiko industri, into account macroeconomic conditions, industry risks,
serta kemampuan keuangan Perseroan. Strategi yang and the Company’s financial capabilities. The strategies
dijalankan dinilai telah mencerminkan keseimbangan implemented are considered to reflect a balance between
antara pertumbuhan dan pengelolaan risiko. growth and risk management.
Melalui pengawasan berkala atas realisasi proyek, Through regular monitoring of project realization,
okupansi, arus kas, dan efektivitas strategi pemasaran, occupancy, cash flow, and marketing strategy
Dewan Komisaris memastikan implementasi strategi effectiveness, the Board of Commissioners ensures that
berjalan sesuai rencana, termasuk meminta langkah strategy implementation proceeds according to plan,
korektif apabila terdapat deviasi. including requesting corrective measures in the event
of deviations.
Secara keseluruhan, Direksi dinilai telah menunjukkan Overall, the Board of Directors is considered to have
komitmen terhadap tata kelola dan pengelolaan risiko demonstrated commitment to prudent governance and
yang prudent , serta berhasil menjaga momentum risk management, and has successfully maintained the
pertumbuhan dan ketahanan Perseroan. Dewan Komisaris Company’s growth momentum and resilience. The Board
mengapresiasi dedikasi Direksi dan manajemen dalam of Commissioners of appreciates the dedication of the
mengelola Perseroan secara bertanggung jawab dan Board of Directors and management in managing the
berorientasi pada penciptaan nilai jangka panjang. Company responsibly and with a focus on creating long-
term value.
Pandangan atas Kinerja Perseroan di Views on the Company’s Performance in
Tahun 2025 2025
Dewan Komisaris menilai bahwa kinerja Perseroan The Board of Commissioners views the Company’s
sepanjang tahun 2025 menunjukkan ketahanan yang kuat performance in 2025 as demonstrating strong resilience
di tengah dinamika industri properti yang masih selektif. amid a still selective property market environment. The
Perseroan mencatat pendapatan sebesar Rp7,11 triliun, Company recorded revenue of Rp7.11 trillion, representing
meningkat 7% secara tahunan, yang didorong oleh kinerja a 7% year-on-year increase, primarily driven by the solid
solid segmen pusat perbelanjaan ritel dengan pendapatan performance of the retail mall segment, which generated
sebesar Rp3,93 triliun atau tumbuh sekitar 14% (yoy) Rp3.93 trillion in revenue or grew by approximately 14%
seiring dengan meningkatnya traffic pengunjung. Struktur (yoy) in line with improved visitor traffic. The quality of
pendapatan Perseroan juga semakin berkualitas, dengan the Company’s revenue structure has also strengthened,
kontribusi recurring income yang mencapai sekitar 79%, with recurring income accounting for approximately 79%
sehingga memperkuat stabilitas dan visibilitas kinerja of total revenue, enhancing earnings stability and long-
jangka panjang. term visibility.
Kinerja tersebut mencerminkan efektivitas strategi This performance reflects the effective execution of
Direksi dalam memperkuat ekosistem kawasan terpadu the Board of Directors’ strategy in strengthening the
melalui optimalisasi aset dan ekspansi portofolio secara integrated mixed-use ecosystem through disciplined
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terukur. Inisiatif aktivasi kawasan, termasuk pembukaan asset optimization and portfolio expansion. Asset
destinasi kuliner tematik Park Shanghai yang terintegrasi activation initiatives, including the launch of the themed
dengan Superblock Pakuwon City Mall serta revitalisasi culinary destination Park Shanghai integrated within the
Food Festival, telah meningkatkan daya tarik kawasan Pakuwon City Mall superblock and the revitalization of
dan mendorong pertumbuhan pendapatan berulang. Di the Food Festival, have enhanced asset attractiveness
saat yang sama, ekspansi portofolio melalui pembukaan and supported recurring revenue growth. At the same
Hotel Fairfield Bekasi, Aloft Surabaya Pakuwon City, dan time, the expansion of the hospitality portfolio through the
Four Points Bekasi, serta pelaksanaan groundbreaking opening of Fairfield Bekasi, Aloft Surabaya Pakuwon City,
Pakuwon Mall Semarang, semakin memperkuat posisi and Four Points Bekasi, along with the groundbreaking
Perseroan sebagai pengembang properti terintegrasi of Pakuwon Mall Semarang, further reinforces the
dengan strategi pertumbuhan jangka panjang yang Company’s long-term growth trajectory as an integrated
konsisten. property developer.
Dari sisi profitabilitas, Perseroan mencatat laba bersih From a profitability perspective, the Company recorded
yang dapat diatribusikan kepada pemilik entitas net profit attributable to owners of the parent entity of
induk sebesar Rp2,35 triliun, meningkat sekitar 13,1% Rp2.35 trillion, representing a 13.1% year-on-year increase,
secara tahunan, yang mencerminkan disiplin dalam reflecting strong cost discipline and the Company’s ability
pengelolaan biaya serta kemampuan Perseroan dalam to balance growth with operational efficiency. In line with
menjaga keseimbangan antara pertumbuhan dan this, the Company also recorded EBITDA of Rp3.71 trillion,
efisiensi operasional. Sejalan dengan itu, Perseroan juga with margins remaining at a healthy level, underscoring
membukukan EBITDA sebesar Rp3,71 triliun, dengan the strength of its recurring income-driven business
margin yang tetap terjaga pada tingkat yang sehat, model and effective cost management. Meanwhile, the
mencerminkan kekuatan model bisnis berbasis recurring Company recorded marketing sales of Rp1.30 trillion,
income serta efektivitas pengendalian biaya di seluruh demonstrating resilient performance despite more
lini operasional. Sementara itu, pada aspek penjualan, selective residential market conditions.
Perseroan mencatat marketing sales sebesar Rp1,30
triliun, yang menunjukkan kinerja yang tetap resilien
meskipun pasar residensial masih bergerak selektif.
Dari sisi struktur keuangan, Perseroan mempertahankan From a financial structure standpoint, the Company
posisi yang solid dengan total aset mencapai Rp36,47 maintained a solid position with total assets of Rp36.47
triliun, didukung oleh pengelolaan liabilitas yang trillion, supported by prudent liability management and a
prudent serta struktur ekuitas yang kuat. Selain itu, strong equity base. In addition, the partial repurchase of
langkah pembelian kembali sebagian surat utang outstanding notes amounting to US$66,555,000 reflects
sebesar US$66.555.000 mencerminkan komitmen the Company’s commitment to maintaining a sound capital
Perseroan dalam menjaga struktur permodalan yang structure and enhancing financial flexibility amid market
sehat serta meningkatkan fleksibilitas keuangan di uncertainties.
tengah dinamika pasar.
Secara keseluruhan, Dewan Komisaris menilai bahwa Overall, the Board of Commissioners believes that the
Direksi telah menunjukkan kepemimpinan yang solid Board of Directors has demonstrated strong leadership in
dalam menavigasi tantangan tahun 2025 melalui eksekusi navigating the challenges of 2025 through disciplined and
strategi yang disiplin dan konsisten. Ke depan, Dewan consistent strategy execution. Looking ahead, the Board
Komisaris mendorong Direksi untuk terus memperkuat of Commissioners encourages the Board of Directors
kualitas pertumbuhan, meningkatkan kontribusi recurring to further strengthen the quality of growth, enhance
income, serta menjaga disiplin operasional dan keuangan recurring income contribution, and maintain operational
guna memastikan keberlanjutan kinerja dan penciptaan and financial discipline to ensure sustainable performance
nilai jangka panjang bagi pemegang saham. and long-term value creation for shareholders.
Pandangan Prospek Usaha Business Outlook
Memasuki tahun 2026, Dewan Komisaris memandang Entering 2026, the Board of Commissioners views the
prospek usaha Perseroan tetap positif di tengah Company’s business prospects as remaining positive amid
pertumbuhan global yang moderat dan ketidakpastian moderate global growth and geopolitical uncertainty. With
geopolitik. Dengan ekonomi nasional diperkirakan tetap the national economy expected to continue growing at
tumbuh sekitar 5%, stabilitas konsumsi domestik dan around 5%, stable domestic consumption and controlled
inflasi yang terkendali menjadi fondasi bagi keberlanjutan inflation will provide a foundation for the sustainability
aktivitas ritel, hospitality, dan residensial. of retail, hospitality, and residential activities.
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Model bisnis terintegrasi berbasis superblok dinilai The integrated superblock-based business model is
memberikan keunggulan struktural, di mana dominasi considered to provide structural advantages, where
pendapatan berulang dari segmen retail dan hospitality the dominance of recurring revenues from the retail and
menjaga stabilitas arus kas serta mengurangi volatilitas hospitality segments maintains cash flow stability and
dari penjualan residensial. reduces volatility from residential sales.
Meski demikian, risiko seperti volatilitas Rupiah, dinamika However, risks such as Rupiah volatility, interest rate
suku bunga, kompetisi perkantoran, dan sensitivitas daya dynamics, office competition, and purchasing power
beli tetap perlu dikelola secara disiplin. Dewan Komisaris sensitivity still need to be managed in a disciplined
mendorong Direksi untuk menjaga struktur permodalan manner. The Board of Commissioners encourages the
yang sehat dan memprioritaskan optimalisasi aset yang Board of Directors to maintain a healthy capital structure
beroperasi. and prioritize the optimization of existing assets.
Dengan fondasi keuangan yang kuat dan portofolio With a strong financial foundation and a portfolio of leading
aset unggulan, Dewan Komisaris optimistis Perseroan assets, the Board of Commissioners is optimistic that the
mampu mempertahankan momentum pertumbuhan dan Company will be able to maintain its growth momentum
menciptakan nilai jangka panjang melalui eksekusi strategi and create long-term value through disciplined strategy
yang disiplin dan pengelolaan risiko yang prudent. execution and prudent risk management.
Penilaian atas Implementasi Tata Kelola Assessment of Corporate Governance
Perusahaan Implementation
Dewan Komisaris menilai bahwa sepanjang tahun 2025 The Board of Commissioners assessed that throughout
Direksi telah menerapkan prinsip Tata Kelola Perusahaan 2025, the Board of Directors had consistently and
yang Baik (GCG) secara konsisten dan terstruktur, structurally implemented the principles of Good Corporate
tercermin dari transparansi pengambilan keputusan, Governance (GCG), as reflected in the transparency
keterbukaan informasi, serta kepatuhan terhadap of decision-making, openness of information, and
regulasi, termasuk penyampaian laporan keuangan tepat compliance with regulations, including the timely
waktu yang memperkuat kepercayaan pasar. submission of financial reports that strengthened market
confidence.
Sistem pengendalian internal dinilai berjalan efektif melalui The internal control system is considered to be effective
fungsi audit internal yang independen, dengan evaluasi through an independent internal audit function, with
berkala atas proses bisnis dan kepatuhan. Hasil audit periodic evaluations of business processes and
menjadi dasar perbaikan berkelanjutan serta mitigasi compliance. Audit results form the basis for continuous
risiko operasional dan keuangan. improvement and mitigation of operational and financial
risks.
Direksi juga telah menerapkan manajemen risiko The Board of Directors has also implemented integrated
terintegrasi berbasis risiko yang mencakup risiko risk-based risk management covering strategic,
strategis, operasional, keuangan, hukum, hingga risiko operational, financial, legal, and market risks, thereby
pasar, sehingga mendukung stabilitas arus kas dan supporting cash flow stability and business continuity
kesinambungan usaha di tengah dinamika industri. amid industry dynamics.
Selain itu, aspek keberlanjutan dan risiko ESG semakin In addition, sustainability and ESG risks are increasingly
terintegrasi dalam pengelolaan risiko, memperkuat integrated into risk management, strengthening the
kepatuhan, reputasi, dan daya saing Perseroan. Company’s compliance, reputation, and competitiveness.
Secara keseluruhan, implementasi GCG dan manajemen Overall, the implementation of GCG and risk management
risiko dinilai berjalan efektif, dengan tetap didorong untuk is considered effective, with continued encouragement
terus ditingkatkan guna mendukung keberlanjutan dan for improvement to support sustainability and long-term
penciptaan nilai jangka panjang. value creation.
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Perubahan Komposisi Dewan Komisaris Changes in the Composition of the Board
of Commissioners
Sepanjang tahun 2025, susunan dan komposisi Dewan Throughout 2025, the composition of the Company’s
Komisaris Perseroan mengalami perubahan, dari 3 (tiga) Board of Commissioners underwent changes, from
anggota menjadi 4 (empat) anggota Dewan Komisaris. 3 (three) members to 4 (four) members of the Board
Perubahan ini dilakukan seiring dengan perkembangan of Commissioners. This change was made in line with
usaha Perseroan. Dengan demikian, komposisi Dewan the development of the Company’s business. Thus,
Komisaris per 31 Desember 2025, yaitu: the composition of the Board of Commissioners as of
December 31, 2025, is as follows:
Presiden Komisaris : Alexander Tedja
President Commissioner
Komisaris : Ir. Richard Adisastra
Commissioner
Komisaris Independen : Dr. Dyah Pradnyaparamita Duarsa, MM., MSi
Independent Commissioner
Komisaris : Irene Tedja
Commissioner
Apresiasi Appreciation
Dewan Komisaris mengucapkan terima kasih The Board of Commissioners would like to express
sebesarbesarnya kepada Direksi dan seluruh karyawan its deepest gratitude to the Board of Directors and
Perseroan atas kerja keras, dedikasi, dan komitmen all employees of the Company for their hard work,
mereka dalam menjaga serta meningkatkan kinerja dedication, and commitment in maintaining and improving
Perseroan sepanjang tahun 2025. Keberhasilan yang the Company’s performance throughout 2025. This
diraih tidak terlepas dari sinergi yang solid dan semangat success cannot be separated from solid synergy and the
untuk terus berinovasi dalam menghadapi tantangan spirit to continue innovating in facing industry challenges.
industri.
Dewan Komisaris juga menyampaikan apresiasi kepada The Board of Commissioners also extends its appreciation
Pemegang Saham, tenant, mitra bisnis, serta seluruh to the Shareholders, tenants, business partners, and all
Pemangku Kepentingan atas dukungan dan kepercayaan Stakeholders for their support and trust in the Company.
yang telah diberikan kepada Perseroan. Kolaborasi yang Close collaboration with various parties has been an
erat dengan berbagai pihak telah menjadi pilar penting important pillar in ensuring sustainable growth and
dalam memastikan pertumbuhan berkelanjutan dan meaningful achievements for the Company.
pencapaian yang berarti bagi Perseroan.
Atas nama Dewan Komisaris,
On behalf of the Board of Commissioners,
Alexander Tedja
Presiden Komisaris
President Commissioner
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Dewan Komisaris
Board of Commissioners
01 02
01 Alexander Tedja 02 Ir. Richard Adisastra
Presiden Komisaris Komisaris
President Commissioner Commissioner
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03 04
03 Irene Tedja 04 Dr. Dyah Pradnyaparamita
Komisaris Duarsa,MM. MSi
Commissioner Komisaris Independen
Independent Commissioner
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Laporan Direksi
Board of Directors Report
Tahun 2025 menunjukkan
kemampuan Perseroan untuk
tetap bertumbuh di tengah kondisi
pasar yang menantang, dengan
total pendapatan mencapai Rp7,11
triliun, tumbuh 7% dari tahun lalu.
The year 2025 demonstrated the Company's ability
to continue growing amidst challenging market
conditions, with total revenue reaching Rp7.11 trillion,
a 7% increase from the previous year.
Pemegang Saham dan Para Pemangku Kepentingan yang Terhormat,
Dear Shareholders and Stakeholders,
Puji dan syukur kami panjatkan ke hadirat Tuhan Yang We would like to express our sincere gratitude to God
Maha Esa atas limpahan rahmat dan karunia-Nya, Almighty for his blessings and grace, which have enabled
sehingga PT Pakuwon Jati Tbk dapat melalui tahun 2025 PT Pakuwon Jati Tbk to achieve solid performance
dengan kinerja yang solid di tengah dinamika industri yang in 2025 despite the constantly changing dynamics
terus berkembang. Melalui laporan ini, perkenankan kami of the industry. This report details the results of the
menyampaikan hasil pengelolaan Perseroan sepanjang Company’s management throughout 2025, in accordance
tahun 2025 sebagai bentuk pertanggungjawaban kepada with the company’s commitment to accountability for
Pemegang Saham dan seluruh Pemangku Kepentingan shareholders and all other Stakeholders. We attribute
lainnya. Kami percaya bahwa pencapaian yang diraih these achievements to the implementation of adaptive
merupakan hasil dari strategi yang adaptif, inovasi yang strategies, continuous innovation, and close collaboration
berkelanjutan, serta kerja sama yang erat di seluruh lini across all lines of the Company.
Perseroan.
Tinjauan Ekonomi dan Industri Economic and Industry Review
Tahun 2025 ditandai oleh normalisasi ekonomi global, In 2025, the global economy is expected to return to
di mana pertumbuhan tetap berlanjut namun dalam normal, with growth that will be more moderate than in the
laju yang lebih moderat. IMF mencatat pertumbuhan past. The IMF has noted that global growth is anticipated
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Alexander Stefanus
Ridwan Suhendra
Presiden Direktur
President Director
global melambat dari 3,3% (2024) menjadi 3,2% (2025), to decelerate from 3.3% (2024) to 3.2% (2025). Similarly,
sementara Bank Dunia memperkirakan ekonomi dunia the World Bank has projected that the world economy
berada dalam fase “low-growth equilibrium” dengan will enter a phase of “low-growth equilibrium” with an
pertumbuhan sekitar 2,7% pada 2025–2026. Kondisi ini estimated growth of approximately 2.7% in the 2025-
membuat sektor berbasis konsumsi, termasuk properti, 2026 period. These conditions render consumption-
ritel, dan hospitality, semakin sensitif terhadap daya beli based sectors, including property, retail, and hospitality,
domestik dan biaya pendanaan. increasingly sensitive to domestic purchasing power and
funding costs.
Di Indonesia, ekonomi menunjukkan ketahanan dengan In Indonesia, the economy showed resilience with 5.11%
pertumbuhan 5,11% pada 2025, didukung stabilitas growth in 2025, supported by monetary stability and
moneter dan inflasi yang tetap terkendali dalam kisaran inflation that remained within Bank Indonesia’s target
sasaran Bank Indonesia. Stabilitas ini menjaga daya range. This stability maintained the purchasing power
beli kelas menengah, yang menjadi penggerak utama of the middle class, which was the main driver of in the
sektor ritel dan residensial. Perseroan merespons kondisi retail and residential sectors. The company is responding
tersebut melalui strategi adaptif berbasis experience- to these conditions through an adaptive strategy based
driven retail dan tenant mix yang relevan, sehingga on experience-driven retail and a relevant tenant mix,
tingkat okupansi pusat perbelanjaan tetap stabil di kisaran keeping shopping center occupancy rates stable at
90-94%. around 90-94%.
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Industri properti menunjukkan tanda pemulihan, dengan The property industry is showing signs of recovery, with
penjualan residensial primer tumbuh 7,83% (yoy) pada primary residential sales growing 7.83% (yoy) in the fourth
Triwulan IV 2025. Namun, tekanan pada kelas menengah quarter of 2025. However, pressure on the middle class
membuat konsumen lebih selektif, sehingga keputusan has made consumers more selective, causing property
pembelian properti cenderung tertunda dan berdampak purchase decisions to be delayed and impacting pre-
pada pre-sales. Di segmen ritel, pemulihan bersifat sales. In the retail segment, the recovery is polarized,
terpolarisasi dengan t enant F&B dan experiential with F&B and experiential tenants being the main drivers
menjadi penopang utama traffic. Sementara itu, sektor of traffic. Meanwhile, the office sector is still influenced
perkantoran masih dipengaruhi tren hybrid work dengan by the hybrid work trend, with relatively high vacancy
tingkat vacancy yang relatif tinggi meskipun suplai baru rates despite limited new supply.
terbatas.
Pada sektor hospitality, kebijakan efisiensi anggaran In the hospitality sector, government budget efficiency
pemerintah sempat menekan kinerja pada semester policies had a negative impact on performance in the first
pertama 2025, namun permintaan mulai pulih sejak half of 2025, but demand began to recover in the middle
pertengahan tahun. Tingkat hunian hotel berbintang of the year. The national occupancy rate for star-rated
secara nasional tercatat sekitar 49,3%, menunjukkan hotels was recorded at around 49.3%, indicating that
peluang tetap terbuka bagi operator dengan lokasi dan opportunities remain open for operators with the right
jaringan yang tepat. location and network.
Dalam lanskap yang semakin menuntut kualitas, In an increasingly demanding landscape, Company is in
Perseroan berada pada posisi yang kuat berkat dominasi a strong position thanks to its dominance in recurring
pendapatan berulang dan portofolio mal unggulan. Hingga revenue and its portfolio of leading malls. Until the end
akhir 2025, kinerja Perseroan tetap ditopang oleh segmen of 2025, the Company’s performance will continue to be
ritel dengan tingkat okupansi yang tinggi dan struktur supported by the retail segment with high occupancy
pendapatan yang stabil, di mana sekitar 79% berasal dari rates and a stable revenue structure, with around
recurring income. Ekspansi hospitality melalui pembukaan 79% coming from recurring income. The expansion of
hotel baru seperti hotel Aloft Surabaya, Fairfield Bekasi hospitality through the opening of new hotels such as
dan Four Points Bekasi juga memperkuat ekosistem Aloft Surabaya, Fairfield Bekasi and Four Points Bekasi
superblok, memperbesar integrasi antara ritel, residensial, also strengthens the superblock ecosystem, increasing
dan hotel dalam mendorong traffic serta konsumsi. integration between retail, residential, and hotel sectors
in driving traffic and consumption.
Strategi dan Kebijakan Strategis Tahun Strategy and Strategic Policies for 2025
2025
Sepanjang tahun 2025, Perseroan mengambil langkah Throughout 2025, the Company took decisive strategic
strategis yang tegas untuk memastikan pertumbuhan steps to ensure sustained growth amid macroeconomic
tetap terjaga di tengah dinamika makroekonomi dan dynamics and exchange rate volatility. On the Company
volatilitas nilai tukar. Dari sisi korporasi, Direksi secara side, the Board of Directors proactively strengthened the
proaktif memperkuat ketahanan finansial melalui Company’s financial resilience through a tender offer for
pelaksanaan tender offer atas Global Bond yang its Global Bonds, executed through the partial repurchase
direalisasikan melalui pembelian kembali sebagian of outstanding notes amounting to US$66,555,000,
surat utang sebesar US$66.555.000, guna menurunkan improve the debt maturity profile, and reduce exposure
beban bunga, memperbaiki profil jatuh tempo utang, to Rupiah fluctuations. This move was reinforced by a
serta mengurangi eksposur terhadap fluktuasi Rupiah. natural hedging strategy through the purchase of USD
Langkah ini diperkuat dengan strategi natural hedging and investment in mutual funds, giving the Company
melalui pembelian USD dan penempatan investasi pada greater funding flexibility to support its expansion.
instrumen mutual fund, sehingga Perseroan memiliki
fleksibilitas pendanaan yang lebih kuat untuk mendukung
ekspansi Perseroan.
Di segmen pusat perbelanjaan, Perseroan secara agresif In the shopping center segment, the Company
mendorong pertumbuhan traffic dan konsumsi melalui aggressively drives traffic and consumption growth by
penciptaan destinasi baru yang relevan dengan gaya creating new destinations that are relevant to consumers’
hidup konsumen. Pembukaan Park Shanghai sebagai lifestyles. The opening of Park Shanghai as a semi-
area kuliner semi-outdoor dan revitalisasi Food Festival outdoor culinary area and the revitalization of the Food
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di Pakuwon City Mall menjadi katalis untuk meningkatkan Festival at Pakuwon City Mall have become catalysts
dwell time dan engagement pengunjung. Inisiatif for increasing visitor dwell time and engagement. These
ini didukung oleh penguatan tenant mix yang lebih initiatives are supported by a stronger, more experiential
experiential serta aktivasi yang berkelanjutan, sehingga tenant mix and ongoing activations, ensuring that the
pusat perbelanjaan Perseroan tetap menjadi magnet Company’s shopping centers remain a major magnet
utama bagi konsumen di tengah persaingan yang semakin for consumers amid increasingly dynamic competition.
dinamis.
Pada segmen hospitality, Perseroan memperluas basis In the hospitality segment, the Company expanded its
recurring income melalui pembukaan tiga hotel baru yaitu recurring income base through the opening of three
Fairfield dan Four Points di Bekasi serta Aloft Surabaya di new hotels Fairfield and Four Points in Bekasi and Aloft
Pakuwon City Mall yang memperkuat integrasi ekosistem Surabaya in Pakuwon City Mall which strengthened the
superblok. Di segmen perkantoran, penyediaan show integration of the superblock ecosystem. In the office
unit siap pakai menjadi strategi untuk mempercepat segment, the provision of ready-to-use show units
penyerapan ruang sewa dan mendorong monetisasi aset became a strategy to accelerate the absorption of rental
secara lebih optimal. space and encourage more optimal asset monetization.
Dalam jangka pendek, Perseroan fokus pada optimalisasi In the short term, the Company is focusing on optimizing
kinerja aset melalui renovasi mal, penciptaan titik asset performance through mall renovations, creating
aktivitas baru, serta penguatan tenant mix guna menjaga new activity points, and strengthening tenant mix to
momentum pertumbuhan operasional. Sementara itu, maintain operational growth momentum. Meanwhile,
penyelesaian proyek residensial sesuai target menjadi completing residential projects on target is a priority to
prioritas untuk memastikan konversi penjualan yang ensure disciplined sales conversion.
disiplin.
Ke depan, Perseroan terus mendorong pertumbuhan Going forward, the Company continues to drive layered
berlapis melalui ekspansi strategis, yang ditandai dengan growth through strategic expansion, marked by the
groundbreaking superblok di Semarang sebagai langkah groundbreaking of a superblock in Semarang as an
penting dalam memperluas jejak bisnis. Inisiatif ini important step in expanding its business footprint.
mencerminkan komitmen Perseroan untuk mempercepat This initiative reflects the Company’s commitment
pertumbuhan jangka menengah dan panjang, sekaligus to accelerating medium and long-term growth, while
memperkuat posisi sebagai pengembang mixed-use strengthening its position as a leading mixed-use
terdepan yang mampu menciptakan nilai berkelanjutan developer capable of creating sustainable value for
bagi para pemangku kepentingan. stakeholders.
Peranan Direksi dalam Perumusan Strategi The Role of the Board of Directors in
dan Pengawasan Implementasinya Formulating Strategy and Overseeing Its
Implementation
Direksi memegang peran kunci dalam menentukan arah The Board of Directors plays a key role in determining
pertumbuhan Perseroan melalui perumusan strategi the Company’s growth direction through the formulation
yang adaptif dan berorientasi nilai. Proses ini dimulai dari of adaptive and value-oriented strategies. This process
penetapan visi, misi, dan sasaran strategis yang disusun begins with establishing a vision, mission, and strategic
dengan mempertimbangkan dinamika pasar, kondisi objectives that are formulated by taking into account
ekonomi, serta lanskap kompetisi industri. Direksi secara market dynamics, economic conditions, and the
aktif mengkaji peluang dan risiko usaha, tren konsumen, competitive landscape of the industry. The Board of
perubahan regulasi, serta kekuatan internal Perseroan Directors actively assesses business opportunities and
untuk memastikan bahwa strategi yang dirumuskan tidak risks, consumer trends, regulatory changes, and the
hanya responsif terhadap tantangan, tetapi juga mampu Company’s internal strengths to ensure that the strategies
membuka ruang pertumbuhan baru. formulated are not only responsive to challenges but
also capable of opening up new growth opportunities.
Strategi tersebut kemudian dituangkan dalam Rencana The strategy is then outlined in the Company’s Long-Term
Jangka Panjang Perusahaan (RJPP) dan Rencana Plan (RJPP) and the Company’s Work Plan and Budget
Kerja dan Anggaran Perusahaan (RKAP) yang terukur (RKAP), which are measurable and results-oriented.
dan berorientasi pada hasil. Direksi mengintegrasikan The Board of Directors integrates risk management into
manajemen risiko dalam setiap kebijakan strategis guna every strategic policy to ensure business continuity,
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memastikan kesinambungan usaha, sekaligus menjaga while maintaining a balance between expansion and
keseimbangan antara ekspansi dan kehati-hatian. Seluruh prudence. All strategic directions are communicated
arah strategis dikomunikasikan secara terbuka kepada openly to the Board of Commissioners to obtain input
Dewan Komisaris untuk memperoleh masukan dan and ensure effective supervision.
memastikan pengawasan berjalan efektif.
Dalam memastikan relevansi strategi, Direksi secara In ensuring the relevance of its strategy, the Board of
konsisten menyelaraskan kebijakan dengan kebutuhan Directors consistently aligns its policies with the needs
pemangku kepentingan, termasuk pemegang saham, of stakeholders, including shareholders, customers,
pelanggan, mitra usaha, dan regulator. Pendekatan ini business partners, and regulators. This approach is
dijalankan melalui pemetaan stakeholder, kepatuhan implemented through stakeholder mapping, compliance
terhadap prinsip tata kelola perusahaan yang baik, serta with good corporate governance principles, and the
integrasi aspek keberlanjutan (ESG) dalam pengambilan integration of sustainability (ESG) aspects into strategic
keputusan strategis. Dengan demikian, strategi Perseroan decision-making. Thus, the Company’s strategy not only
tidak hanya mendorong kinerja finansial, tetapi juga drives financial performance but also strengthens its
memperkuat reputasi dan daya tahan jangka panjang. reputation and long-term resilience.
Untuk memastikan strategi dapat diterjemahkan menjadi To ensure that strategies can be translated into
kinerja nyata, Direksi mengawal implementasi melalui actual performance, the Board of Directors oversees
penetapan indikator kinerja utama (KPI), pengawasan implementation through the establishment of key
berbasis RKAP, serta koordinasi lintas fungsi yang disiplin. performance indicators (KPIs), RKAP-based monitoring,
Evaluasi dilakukan secara berkala untuk memastikan and disciplined cross-functional coordination. Evaluations
eksekusi tetap selaras dengan target, sekaligus are conducted periodically to ensure that execution
memungkinkan penyesuaian strategi secara cepat dalam remains in line with targets, while also enabling rapid
menghadapi perubahan kondisi pasar. strategy adjustments in response to changing market
conditions.
Analisis Kinerja Perseroan Tahun 2025 Company Performance Analysis for 2025
Tahun 2025 menunjukkan kemampuan Perseroan untuk The year 2025 demonstrates the Company’s ability to
tetap bertumbuh di tengah kondisi pasar yang menantang. continue growing amid challenging market conditions.
Total pendapatan mencapai Rp7,11 triliun, meningkat 7% Total revenue reached Rp7.11 trillion, an increase of 7%
dibandingkan tahun 2024 sebesar Rp Rp6,67 triliun. compared to Rp6.67 trillion in 2024. Although slightly
Meskipun sedikit di bawah target Rp7,21 triliun, capaian below the target of Rp7.21 trillion, this achievement
ini mencerminkan ketahanan model bisnis Perseroan reflects the resilience of the Company’s business model
dalam menghadapi tekanan ekonomi dan perubahan in facing economic pressures and changes in consumer
perilaku konsumen. Pertumbuhan ini terutama ditopang behavior. This growth was mainly supported by the strong
oleh kinerja kuat segmen pusat perbelanjaan yang terus performance of the shopping center segment, which
menjadi mesin utama pendapatan. continues to be the main driver of revenue.
Pendapatan mal tumbuh dua digit sebesar 14% Mall revenue grew by double digits, up 14% compared to
dibandingkan tahun sebelumnya, didukung oleh kontribusi the previous year, supported by the first full contribution
penuh pertama dari Pakuwon Mall Bekasi dan Pakuwon from Pakuwon Mall Bekasi and Pakuwon City Mall Phase 3.
City Mall Tahap 3. Perseroan juga memperkuat daya tarik The Company also strengthened its retail appeal through
ritel melalui pembukaan Park Shanghai dan revitalisasi the opening of Park Shanghai and the revitalization of the
Food Festival di Pakuwon City, yang meningkatkan Food Festival at Pakuwon City, which increased visitor
traffic dan engagement pengunjung. Meskipun proses traffic and engagement. Although the tenant repositioning
reposisi tenant dan renovasi konsep sempat menimbulkan process and concept renovation caused a temporary loss
kehilangan pendapatan sementara, langkah tersebut of revenue, these measures were strategic investments
merupakan investasi strategis untuk menjaga relevansi to maintain long-term relevance and competitiveness.
dan daya saing jangka panjang.
Di segmen hospitality , pertumbuhan sebesar 2% In the hospitality segment, growth of 2% reflects the
mencerminkan dampak kebijakan pembatasan kegiatan impact of hotel activity restrictions on occupancy and
hotel terhadap okupansi dan pendapatan F&B pada F&B revenue in the first half of the year. However, the
semester pertama. Namun, pembukaan tiga hotel baru opening of three new hotels Fairfield and Four Points
yaitu Fairfield dan Four Points di Bekasi serta Aloft in Bekasi and Aloft Surabaya will lay the foundation for
Surabaya menjadi fondasi pertumbuhan ke depan, future growth, with their contribution expected to become
dengan kontribusi yang diproyeksikan semakin terlihat more apparent in 2026.
pada 2026.
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Marketing sales tercatat Rp1,30 triliun, turun 16% Marketing sales were recorded at Rp1.30 trillion, down
dibandingkan tahun sebelumnya, sejalan dengan sikap 16% compared to the previous year, in line with the
kehati-hatian konsumen residensial di tengah kondisi cautious attitude of residential consumers amid market
pasar yang belum sepenuhnya pulih. Sementara itu, conditions that have not yet fully recovered. Meanwhile,
kinerja perkantoran masih berada di bawah target, office performance remained below target, influenced
dipengaruhi oleh pola kerja hybrid dan kompetisi yang ketat by hybrid work patterns and intense competition despite
meskipun pasokan baru terbatas. Secara keseluruhan, limited new supply. Overall, the Company’s strategy of
strategi Perseroan dalam memperkuat pengalaman strengthening the retail experience, optimizing assets, and
ritel, mengoptimalkan aset, serta menjaga momentum maintaining traffic momentum has enabled the Company
traffic memungkinkan Perseroan mempertahankan to sustain growth and maintain solid performance amid
pertumbuhan dan menjaga kinerja tetap solid di tengah a dynamic business environment.
lingkungan usaha yang dinamis.
Tantangan dan Mitigasi Tahun 2026 Challenges and Mitigation for 2026
Tahun 2026 menghadirkan tantangan nyata bagi The year 2026 presents real challenges for the Company,
Perseroan, baik dari tekanan makroekonomi maupun both from macroeconomic pressures and changes in
perubahan perilaku pasar. Ketidakpastian ekonomi market behavior. Global economic uncertainty, high
global, suku bunga yang masih tinggi, serta volatilitas interest rates, and Rupiah volatility affect purchasing
Rupiah memengaruhi daya beli dan keputusan investasi, power and investment decisions, especially in the
khususnya di segmen residensial. Di sisi ritel, konsumen residential segment. On the retail side, consumers are
semakin memprioritaskan pengalaman dan nilai dibanding increasingly prioritizing experience and value over mere
sekadar brand prestige, sehingga pusat perbelanjaan brand prestige, requiring shopping centers to continuously
dituntut untuk terus bertransformasi agar tetap relevan. transform in order to remain relevant. Operational cost
Tekanan biaya operasional, termasuk utilitas dan tenaga pressures, including utilities and labor, are also increasing
kerja, turut meningkatkan kebutuhan akan pengelolaan the need for more disciplined cash flow management.
arus kas yang lebih disiplin.
Secara operasional, Perseroan menghadapi tantangan Operationally, the Company faces challenges in increasing
dalam meningkatkan okupansi perkantoran, menjaga office occupancy, maintaining hotel performance amid
performa hotel di tengah pembatasan kegiatan government restrictions on activities, and achieving
pemerintah, serta mencapai target marketing sales marketing sales targets in a market that remains cautious.
dalam pasar yang masih berhati-hati. Proyek strategis Strategic projects such as the Pakuwon Mall Phase 5,
seperti extension Pakuwon Mall Phase 5, Kota Kasablanka Kota Kasablanka Phase 4 and Pakuwon Mall Semarang
Phase 4 dan Pakuwon Mall Semarang juga menghadirkan also present their own technical complexities, including
kompleksitas teknis tersendiri, termasuk kondisi tanah soil conditions that require a more mature construction
yang membutuhkan pendekatan konstruksi yang lebih approach.
matang.
Untuk merespons kondisi tersebut, Perseroan mengambil In response to these conditions, the Company took
langkah mitigasi yang terukur. Dari sisi keuangan, Direksi measured mitigation steps. From a financial perspective,
memperkuat struktur permodalan dan mengelola eksposur the Board of Directors strengthened the capital
valuta asing secara selektif guna menjaga stabilitas arus structure and selectively managed foreign exchange
kas. Pada aset komersial, Perseroan mengoptimalkan exposure to maintain cash flow stability. In terms of
tenant mix, memperkuat konsep experiential retail, serta commercial assets, the Company’s optimized tenant
meningkatkan aktivasi event untuk menjaga traffic. mix, strengthened the experiential retail concept, and
Strategi pemasaran hotel difokuskan pada segmen increased event activation to maintain traffic. The hotel
non-government dan korporasi, sementara di segmen marketing strategy is focused on the non-government
perkantoran disiapkan unit siap pakai untuk mempercepat and corporate segments, while in the office segment,
penyerapan ruang. ready-to-use units are being prepared to accelerate
space absorption.
Di segmen residensial, strategi penjualan disesuaikan In the residential segment, the sales strategy is adjusted
melalui pengembangan produk yang lebih relevan through the development of more relevant products and
dan skema pembayaran fleksibel. Untuk proyek flexible payment schemes. For development projects, the
pengembangan, Perseroan memperkuat perencanaan Company strengthens technical planning and coordination
teknis dan koordinasi guna memastikan kualitas dan to ensure quality and timely implementation. Through
ketepatan waktu pelaksanaan. Melalui penguatan struktur strengthening its financial structure, optimizing recurring
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keuangan, optimalisasi aset recurring income, serta income assets, and exercising disciplined cost control,
pengendalian biaya yang disiplin, Perseroan mampu the Company is able to maintain stable performance
menjaga stabilitas kinerja dan merespons tantangan and respond adaptively to challenges amid dynamic
secara adaptif di tengah kondisi pasar yang dinamis. market conditions.
Prospek Usaha Business Outlook
Memasuki tahun 2026, Perseroan melihat peluang Entering 2026, the Company sees growth opportunities
pertumbuhan yang tetap terbuka meskipun lingkungan remaining open despite the global environment still
global masih diwarnai ketidakpastian dan dinamika suku being marked by uncertainty and interest rate dynamics.
bunga. Stabilitas ekonomi domestik dan daya tahan Domestic economic stability and consumption resilience
konsumsi menjadi landasan bagi Perseroan untuk terus provide the foundation for the Company to continue
mendorong ekspansi secara terukur. Direksi optimis to drive measured expansion. The Board of Directors
bahwa dengan pendekatan yang adaptif dan berorientasi is optimistic that with an adaptive and value-oriented
nilai, Perseroan mampu memanfaatkan momentum pasar approach, the Company will be able to capitalize on
sekaligus memperkuat posisi sebagai pengembang market momentum while strengthening its position as
mixed-use terdepan. a leading mixed-use developer.
Fokus utama pertumbuhan diarahkan pada optimalisasi The main focus of growth is directed at optimizing existing
aset yang beroperasi serta peningkatan kualitas assets and improving the quality of retail destinations
destinasi ritel melalui upgrade mall , penyesuaian through mall upgrades, adjusting the tenant mix to be
tenant mix yang lebih experiential, dan penambahan more experiential, and adding tenants that encourage
tenant yang mendorong pembelian impulsif. Penguatan impulse purchases. Strengthening the trend-based
program pemasaran berbasis tren serta peningkatan marketing program and enhancing the visitor experience
pengalaman pengunjung diyakini akan menjadi katalis are believed to be catalysts for traffic and consumption
bagi pertumbuhan traffic dan konsumsi, sehingga growth, thereby strengthening the Company’s recurring
memperkuat kinerja pendapatan berulang Perseroan. revenue performance.
Di segmen residensial, Perseroan akan memanfaatkan In the residential segment, the Company will take
peluang dari insentif pemerintah seperti PPN Ditanggung advantage of government incentives such as Government-
Pemerintah (PPN DTP) melalui pengembangan produk Borne VAT (PPN DTP) through the development of
hunian dan komersial yang sesuai dengan kebutuhan residential and commercial products that meet market
pasar. Sementara itu, di segmen perkantoran dan needs. Meanwhile, in the office and hospitality segments,
hospitality, Perseroan akan memperkuat fleksibilitas the Company will strengthen the flexibility of its space
penawaran ruang dan fokus pada segmen korporasi offerings and focus on the Company and MICE segments
serta MICE untuk menangkap potensi permintaan yang to capture the potential of growing demand.
terus berkembang.
Perseroan juga akan mempercepat modernisasi aset The Company will also accelerate the modernization
dan pemanfaatan teknologi digital guna meningkatkan of assets and the utilization of digital technology to
efisiensi operasional dan pengalaman pelanggan. Dengan improve operational efficiency and customer experience.
strategi ekspansi selektif, peningkatan daya saing With a selective expansion strategy, increased asset
aset, serta pengelolaan risiko yang disiplin, Perseroan competitiveness, and disciplined risk management,
optimis dapat menjaga momentum pertumbuhan dan the Company is optimistic that it can maintain its
menciptakan nilai jangka panjang bagi seluruh pemangku growth momentum and create long-term value for all
kepentingan di tahun 2026. stakeholders in 2026.
Penerapan Tata Kelola Implementation of Governance
Direksi memastikan bahwa tata kelola perusahaan tidak The Board of Directors ensures that corporate governance
hanya berfungsi sebagai kerangka kepatuhan, tetapi not only functions as a compliance framework, but also
sebagai fondasi strategis dalam menjaga keberlanjutan as a strategic foundation in maintaining the Company’s
dan daya saing Perseroan. Penerapan prinsip GCG sustainability and competitiveness. The implementation
diintegrasikan secara langsung ke dalam proses bisnis, of GCG principles is directly integrated into business
pengambilan keputusan, dan standar operasional, processes, decision-making, and operational standards,
didukung oleh sistem pengendalian internal yang berlapis. supported by a multi-layered internal control system.
Dengan pengawasan Dewan Komisaris serta dukungan With the supervision of the Board of Commissioners
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Komite Audit dan Audit Internal yang independen, Direksi and the support of the independent Audit and Internal
memastikan bahwa tata kelola tidak berhenti pada Audit Committees , the Board of Directors ensures that
kebijakan, tetapi tercermin dalam praktik operasional governance does not stop at policy, but is reflected in
sehari-hari. daily operational practices.
Seiring dengan posisi Perseroan yang telah mencapai In line with the Company’s position, which has achieved
tingkat kepatuhan yang kuat dan tata kelola yang a strong level of compliance and structured governance,
terstruktur, fokus Direksi kini diarahkan pada peningkatan the Board of Directors is now focusing on improving the
efektivitas implementasi dan keterukuran hasil. effectiveness of implementation and the measurability
Pendekatan tata kelola terus ditransformasikan dari of results. The governance approach continues to be
sekadar defensif menjadi lebih forward-looking, dengan transformed from a purely defensive one to a more
mendorong transparansi strategis dan pemanfaatan data forward-looking one, promoting strategic transparency
sebagai dasar pengambilan keputusan. and the use of data as a basis for decision-making.
Direksi juga memperkuat praktik ESG sebagai bagian The Board of Directors also strengthens ESG practices
integral dari tata kelola, melalui peningkatan kualitas as an integral part of governance, through improving
pelaporan, pelaksanaan pelatihan etika secara berkala, the quality of reporting, conducting regular ethics
serta penguatan struktur pengawasan di tingkat Dewan training, and strengthening the supervisory structure
Komisaris. Keberadaan Whistleblowing System dan tindak at the Board of Commissioners level. The existence of a
lanjut atas temuan audit menjadi bagian dari komitmen Whistleblowing System and follow-up on audit findings
Perseroan untuk menjaga integritas dan akuntabilitas are part of the Company’s commitment to maintaining
dalam setiap aspek operasional. integrity and accountability in all aspects of its operations.
Selain itu, Direksi mengintegrasikan manajemen risiko In addition, the Board of Directors proactively integrates
secara proaktif dalam perencanaan dan pelaksanaan risk management into business strategy planning and
strategi bisnis. Risiko dan peluang usaha dikelola secara implementation. Business risks and opportunities are
sistematis melalui koordinasi lintas fungsi dengan managed systematically through cross-functional
dukungan Komite Audit dan Audit Internal, memastikan coordination with the support of the Audit Committee
bahwa Perseroan mampu menjaga stabilitas operasional and Internal Audit, ensuring that the Company is able
sekaligus merespons dinamika lingkungan usaha secara to maintain operational stability while responding to the
adaptif dan berkelanjutan. dynamics of the business environment in an adaptive
and sustainable manner.
Perubahan Komposisi Direksi Changes in the Composition of the Board
of Directors
Di tahun 2025 terdapat perubahan komposisi Direksi In 2025, there will be changes in the composition of the
Perseroan. Dengan demikian, komposisi Direksi per 31 Company’s Board of Directors. Thus, the composition
Desember 2025, yaitu: of the Board of Directors as of December 31, 2025, is
as follows:
Presiden Direktur : Alexander Stefanus Ridwan Suhendra
President Director
Direktur : Drs. Minarto
Director
Direktur : Wong Boon Siew Ivy
Director
Direktur : Sutandi Purnomosidi
Director
Direktur : Dra. Lauw, Syane Wahyuni Loekito
Director
Direktur : Lusiana
Director
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Apresiasi Appreciation
Kinerja yang dicapai Perseroan sepanjang tahun 2025 The Company’s performance throughout 2025 is a
merupakan wujud dari kolaborasi dan kerja sama yang manifestation of synergistic collaboration and cooperation
sinergis bersama pemegang saham, Dewan Komisaris, with shareholders, the Board of Commissioners,
entitas anak, karyawan, pelanggan, serta seluruh pihak subsidiaries, employees, customers, and all other parties
lainnya yang terlibat. Kami mengucapkan terima kasih involved. We would like to express our gratitude for all the
atas setiap dukungan dan kontribusi positif yang diberikan support and positive contributions given to the Company
kepada Perseroan sepanjang tahun ini. Kami berkomitmen throughout this year. We are committed to continuously
untuk senantiasa mengarahkan Perseroan menuju guiding the Company towards sustainable growth in
pertumbuhan yang berkelanjutan guna menciptakan order to create meaningful prosperity for all stakeholders.
kesejahteraan yang bermakna bagi seluruh pemangku
kepentingan.
Atas nama Direksi,
On behalf of the Board of Directors,
Alexander Stefanus Ridwan Suhendra
Presiden Direktur
President Director
Echo Lounge - Aloft Pakuwon City
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Direksi
Board of Directors
01 02 03
01 Alexander Stefanus 02 Drs. Minarto 03 Wong Boon Siew Ivy
Ridwan Suhendra Direktur Keuangan Direktur Pengembangan Usaha
Director of Finance Director of Business Development
Presiden Direktur
President Director
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04 05 06
04 Sutandi Purnomosidi 05 Dra. Lauw, Syane 06 Lusiana
Direktur Komersial – Surabaya Wahyuni Loekito Direktur Komersial - Jakarta
Director of Commercial - Surabaya Director of Commercial - Jakarta
Direktur Umum
Director of General Affairs
PT Pakuwon Jati | Annual Report 2025 47
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Surat Pernyataan Anggota Dewan
Komisaris dan Direksi tentang
Tanggung Jawab atas Laporan
Tahunan 2025 PT Pakuwon Jati Tbk
Statement of Members of Board of Commissioners
and Board of Directors on the Responsibility for
the 2025 Annual Report of PT Pakuwon Jati Tbk
Kami yang bertanda tangan di bawah ini menyatakan We, the undersigned, testify that all information in
bahwa semua informasi dalam Laporan Tahunan the Annual Report of PT Pakuwon Jati Tbk for 2025 is
PT Pakuwon Jati Tbk tahun 2025 telah dimuat secara presented in its entirety and we are fully responsible for
lengkap dan bertanggung jawab penuh atas kebenaran the correctness of the contents in the Annual Report as
isi Laporan serta Laporan Keuangan Perusahaan. well as Financial Statements of the Company.
Demikian pernyataan ini dibuat dengan sebenarnya. This statement is hereby made in all truthfulness.
Dewan Komisaris
Board of Commissioners
Dr. Dyah Pradnyaparamita Alexander Tedja Irene Tedja Ir. Richard Adisastra
Duarsa,MM. MSi
Komisaris Independen Presiden Komisaris Komisaris Komisaris
Independent Commissioner President Commissioner Commissioner Commissioner
Direksi
Board of Directors
Lusiana Alexander Stefanus Ridwan Wong Boon Siew Ivy
Direktur Suhendra Direktur
Director Presiden Direktur Director
President Director
Drs. Minarto Sutandi Purnomosidi Dra. Lauw, Syane
Direktur Direktur Wahyuni Loekito
Director Director Direktur
Director
48 PT Pakuwon Jati | Laporan Tahunan 2025
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Laporan Manajemen
Management Report
Guest Room - Aloft Pakuwon City
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Profil
Perusahaan
Company Profile
Melalui penguatan portofolio aset
terintegrasi dan strategi pengelolaan yang
berfokus pada pertumbuhan berkelanjutan,
PT Pakuwon Jati Tbk terus menjaga
resiliensi kinerja di tahun 2025 sekaligus
memposisikan diri untuk memperkokoh
posisinya sebagai penggerak pertumbuhan
properti nasional.
By strengthening its integrated asset portfolio
and executing a disciplined, sustainable
growth strategy, PT Pakuwon Jati Tbk
sustained resilient performance in 2025 while
reinforcing its position as a leading driver of
growth in Indonesia’s property sector.
50 PT Pakuwon Jati Tbk | Laporan Tahunan 2025
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PT Pakuwon Jati Tbk | Annual Report 2025 Porte Cochere - Fairfield Bekasi 51
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Informasi Umum dan Identitas
Perusahaan
General Information and Company Identity
Nama Perusahaan Bursa Efek Indonesia
Company Name Indonesia Stock Exchange (IDX)
PT Pakuwon Jati Tbk PWON
Tanggal Pendirian
Date of Establishment
20 September 1982
September 20, 1982
Tanggal Pencatatan Saham
Listing Date
9 Oktober 1989
October 9, 1989
Dasar Hukum Pendirian
Legal Basis of Establishment
Akta No. 281 tanggal 20
September 1982
Atrium - Pakuwon City Mall 3 Deed No. 281 dated September
20, 1982
Aset Liabilitas Ekuitas
Assets Liabilities Equity
Rp36.466 Miliar | Billion Rp9.843 Miliar | Billion Rp26.623 Miliar | Billion
Kepemilikan Saham Produk Usaha Jaringan Usaha
Share Ownership Business Product Business Network
Saham >5% | Shares >5% • Pengusahaan pusat 2 Kantor Pusat, 2 Township,
perkantoran, perbelanjaan dan 6 Superblok yang
PT Pakuwon Arthaniaga dan apartemen servis termasuk di dalamnya 6
68,68% • Perhotelan
• Residensial dan
Pusat Perkantoran, 11 Pusat
Perbelanjaan, 2 Apartemen
Perkantoran yang Dijual Servis, 25 Kondominium,
Saham <5% | Shares <5% dan 10 Hotel
• Offices, Shopping Center,
Masyarakat (masing- and Serviced Apartment 2 Head Office, 2 Townships,
masing <5%) | Public • Hospitality and 6 Superblocks includes
(Each <5%) • Residential and Office 6 Office Center, 11 Shopping
31,26% Building for Sale Centers, 2 Serviced
Apartments, 25 Condominiums,
PT Artisan Surya Kreasi and 10 Hotels
0,03%
Alexander Tedja
0,02%
PT Pakuwon Darma
0,01%
Ir. Richard Adisastra
0,00%
Wong Boon Siew Ivy
0,00%
52 PT Pakuwon Jati Tbk | Laporan Tahunan 2025
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Profil Perusahaan
Company Profile
Jumlah Karyawan Modal Dasar
Number of Employee Authorized Capital
3.478 Rp3.000.000.000.000,-
Laki-laki Perempuan atau 120.000.000.000 lembar saham
Male Female or 120.000.000.000 shares
2.405 1.073
Keanggotaan Asosiasi Modal Ditempatkan dan Disetor Penuh
Association Membership Issued and Fully Paid-up Capital
Rp1.203.990.060.000,-
AEI (Asosiasi Emiten Indonesia) sejak 9
Oktober 1989 sebagai anggota
AEI (Association of Indonesian Issuers) since atau 48.159.602.400 lembar saham
October 9, 1989 as a member or 48,159,602,400 shares
APINDO (Asosiasi Pengusaha Indonesia) sejak
1 Januari 1994
APINDO (The Indonesian Employers’
Association) since January 1, 1994
Wilayah Operasi
Operation Area
IKN
Superblok Pakuwon Nusantara*
(Landbank)
PT Pakuwon Nusantara Abadi
Surabaya
Batam
Tunjungan Plaza Four Points by Pakuwon Indah Royal Plaza
PT Pakuwon Jati PT Pakuwon Permai PT Dwijaya Manunggal
Superblok Pakuwon Batam*
Grand Pakuwon Township The Westin Surabaya PT Prima Cipta Konstruksi (PCK)
(Landbank)
PT Pakuwon Jati PT Pakuwon Permai
PT Cemerlang Indo Properti
Sheraton Surabaya Hotel & Towers Pakuwon Mall PT Prima Regensi Hotel
Semarang PT Pakuwon Jati PT Pakuwon Permai
Four Points Tunjungan Plaza Pakuwon Trade Center
PT Pakuwon Jati PT Pakuwon Permai
Superblok Pakuwon Semarang*
Pakuwon City Township Ascott Waterplace Surabaya
(Landbank)
PT Pakuwon Jati PT Permata Berlian Realty
PT Pakuwon Permai
Pakuwon City Mall
PT Pakuwon Jati
Hotel Aloft Pakuwon City
PT Pakuwon Jati
Jakarta
Gandaria City Somerset Berlian Jakarta
PT Artisan Wahyu PT Permata Berlian Realty
Sheraton Grand Jakarta Blok M Plaza
Gandaria City PT Pakuwon Sentosa Abadi Bali
PT Artisan Wahyu
Kota Kasablanka PT Centrum Utama Prima
PT Elite Prima Hutama
Solo Four Points Bali, Kuta
PT Pakuwon Jati
Pakuwon Mall Solo Baru
Greater Jakarta PT Pakuwon Permai
Yogyakarta
• Pakuwon Mall Bekasi
PT Grama Pramesi Siddhi Pakuwon Mall Jogja
• Hotel Fairfield PT Pakuwon Permai
PT Grama Pramesi Siddhi
Yogyakarta Marriott Hotel
• Four Points Bekasi
PT Pakuwon Permai
PT Grama Pramesi Siddhi
* Belum Beroperasional
Not Yet In Operational
Jakarta, Greater Jakarta, Surabaya, Bali, Yogyakarta, Solo, Semarang, Batam, IKN
Jakarta, Greater Jakarta, Surabaya, Bali, Yogyakarta, Solo, Semarang, Batam, IKN
Alamat
Address
Pakuwon City Mall, 5th Floor
Jl. Kejawan Putih Mutiara No. 17
Pakuwon City Surabaya 60112, Indonesia
Telepon : +62 31-99218800 Email : corpsec@pakuwon.com Website : www.pakuwonjati.com
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Riwayat Singkat Perusahaan
Brief History of Company
Lobby - Fairfield Bekasi
Sejarah Perusahaan Company History
PT Pakuwon Jati Tbk (yang selanjutnya disebut PT Pakuwon Jati Tbk (hereinafter referred to as “the
“Perusahaan” atau “Perseroan” atau “Pakuwon Jati” Company” or “Pakuwon Jati” or “We”) was established
atau “Kami”) didirikan di Surabaya pada tanggal 20 in Surabaya under Deed of Establishment No. 281 dated
September 1982 berdasarkan Akta Pendirian No. 281 September 20, 1982, by Notary Kartini Muljadi, SH in
oleh Notaris Kartini Muljadi, SH di Jakarta dan telah Jakarta and was approved by the Ministry of Justice of
disetujui oleh Kementerian Kehakiman Republik Indonesia the Republic of Indonesia based on Decree No. C2-308.
berdasarkan Surat Keputusan No. C2-308.HT.01.TH.83 HT.01. TH.83 dated January 17, 1983 and published in
tanggal 17 Januari 1983 dan diumumkan dalam Berita the State Gazette of the Republic of Indonesia No. 28
Negara Republik Indonesia No. 28 tanggal 8 April 1983, dated April 8, 1983, Supplement No. 420.
Tambahan No. 420.
Selama lebih dari empat dekade, Perseroan telah For more than four decades, the Company has established
berkiprah sebagai pengembang real estat terkemuka itself as a leading real estate developer by delivering
dengan menghadirkan berbagai mahakarya kelas dunia, various world-class masterpieces, making it an integral
serta menjadikannya sebagai bagian tak terpisahkan part of the Indonesian property industry. The Company’s
dari industri properti tanah air. Portofolio Perseroan portfolio is geographically diversified across several major
terdiversifikasi secara geografis di sejumlah kota utama cities in Indonesia, including Jakarta, Greater Jakarta,
di Indonesia, meliputi Jakarta, Greater Jakarta, Surabaya, Surabaya, Bali, Yogyakarta, Solo, Semarang, Batam, IKN.
Bali, Yogyakarta, Solo, Semarang, Batam, IKN.
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Profil Perusahaan
Company Profile
Perseroan menjalankan model bisnis yang terintegrasi The Company operates a vertically integrated business
secara vertikal di sepanjang rantai nilai real estate, model across the entire real estate value chain,
mencakup pengadaan lahan, pengembangan properti, encompassing land acquisition, property development,
pemasaran, dan manajemen operasional. Sebagai marketing, and operational management. As a pioneer
pelopor konsep Superblok di Indonesia, Perseroan of the Superblock concept in Indonesia, the Company
telah berhasil mengembangkan penataan ruang has successfully developed large-scale integrated
terpadu berskala besar mulai dari pusat perbelanjaan urban developments, including retail shopping centers,
ritel, kantor, kondominium dan hotel. offices, condominiums, and hotels.
Hingga saat ini, Pakuwon Group telah memiliki Currently, the Company has a business network
jaringan usaha berupa 2 Kantor Pusat, 2 Township, covering 2 Head Office, 2 Townships, and 6 Superblocks
dan 6 Superblok yang termasuk di dalamnya 6 Pusat which include 6 Office Centers, 11 Shopping Centers,
Perkantoran, 11 Pusat Perbelanjaan, 2 Apartemen 2 Serviced Apartments, 25 Condominiums, and 10
Servis, 25 Kondominium, dan 10 Hotel. Hotels.
Informasi Perubahan Nama Information of Name Change
Sejak berdiri hingga saat ini, Pakuwon Jati belum Since its establishment until this day, Pakuwon Jati
mengalami perubahan nama sehingga informasi has never changed its name. Thus, those information
tersebut tidak dapat disajikan. cannot be presented.
Sepanjang 2025, Pakuwon Jati
mencatatkan kinerja yang solid
sebagai refleksi fondasi bisnis
yang kuat dalam mendukung
pertumbuhan jangka panjang,
sekaligus menunjukkan
efektivitas strategi yang
terintegrasi dan responsif
terhadap dinamika pasar.
Throughout 2025, Pakuwon Jati
delivered solid performance as a
reflection of its strong business
foundation in supporting long-
term growth, while demonstrating
the effectiveness of its integrated
and responsive strategies amid
Facade - Fairfield Bekasi evolving market dynamics.
PT Pakuwon Jati Tbk | Annual Report 2025 55
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Reception - Fairfield Bekasi
Bidang Usaha
Line of Business
Kegiatan Usaha Berdasarkan Anggaran Business Activity Based on Articles of
Dasar Association
Ruang lingkup kegiatan Perusahaan adalah menjalankan The scope of the Company’s activities is to engage in
usaha dalam bidang: several business fields:
1. Pusat perbelanjaan 1. Shopping Center
2. Pusat perkantoran 2. Office Center
3. Hotel dan 3. Hotel and
4. Residensial 4. Residential
Sejak memulai melakukan kegiatan usaha pada Mei 1986, Since commencing its business operations in May 1986,
Perseroan telah menjalankan seluruh kegiatan usaha the Company has carried out all business activities as
seperti yang tertuang pada Pasal 3 Anggaran Dasar stipulated in Article 3 of the Company’s Articles of
Perusahaan, yang dijalankan melalui 3 (tiga) divisi, yaitu: Association, activities are conducted are conducted
through three (3) divisions, namely:
1. Divisi Komersial yang meliputi segmen persewaan 1. Commercial Division which includes the rental
pusat perbelanjaan ritel, perkantoran, dan apartemen segment for retail shopping centres, business
servis; centres, and serviced apartments;
2. Divisi Hospitality berupa hotel; serta 2. Hospitality Division in the form of hotels; and
3. Divisi Property Sales yang terdiri atas pengembangan 3. Property Sales Division, which consists of vertical
hunian/perkantoran vertikal (high-rise) dan horizontal (high-rise) and horizontal (landed) residential/
(landed). office development.
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Profil Perusahaan
Company Profile
Surabaya Royal Plaza
Solo Pakuwon Mall Solo
Baru
Yogyakarta Pakuwon Mall Jogja Bali FourPoints Kuta, Bali Surabaya Grand Pakuwon
Jakarta Somerset Berlian Yogyakarta Yogyakarta Marriott Pakuwon City
Jakarta Blok M Plaza
Hotel Apartemen Educity
Retail Mall Service Apartment Hotel Residential - Township
Superblok | Superblock
Kota Kasablanka Tunjungan City Pakuwon Mall Bekasi
Greater Jakarta
Retail Mall Kota Kasablanka Retail Mall Tunjungan Plaza Retail Mall Pakuwon Mall Bekasi
Office Kota Kasablanka Office Pakuwon Tower Apartment Amor & Bella Tower
Office 88 Pakuwon Center Dolce Vista Tower
Prudential Tower
Pakuwon Tower
Hotel Four Points Tunjungan
Apartment Angelo, Bella & Chianti Plaza Hotel Fairfield Bekasi
Tower Sheraton Surabaya Four Points Bekasi
Casa Grande Residence Hotel and Tower
Jakarta
Apartment One Icon Residence
TP Residence
Gandaria City Condominium Regensi
Retail Mall Gandaria City
Office Gandaria 8 Office Tower
Pakuwon Mall
Hotel Sheraton Grand Jakarta
Retail Mall Pakuwon Mall
Surabaya
Pakuwon Trade Center
Apartment Gandaria Heights
Hotel Four Points Pakuwon
Indah
The Westin
Apartment Orchard & Tanglin Tower
Anderson Tower
Benson Tower
La Riz Mansion
La Viz Mansion
Service Ascott Waterplace
Apartment
Pakuwon City Mall
Retail Mall Pakuwon City Mall
Apartment Amor Tower
Bella Tower
Hotel Aloft Hotel
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Produk dan Layanan Products and Services
Perusahaan menawarkan produk-produk yang secara In general, the Company offers products are grouped
garis besar dikelompokkan dalam 3 lini usaha yaitu: into 3 business lines, namely:
1. Pengusahaan Pusat Perkantoran, Perbelanjaan, dan 1. O f f i c e C e n t e r , S h o p p i n g C e n t e r s , a n d
Apartemen Servis; Serviced Apartment;
2. Perhotelan; 2. Hospitality;
3. Residensial dan Perkantoran yang Dijual. 3. Residential and Office Building for Sale.
Pengusahaan Pusat Perkantoran, Office Center, Shopping Center and
Perbelanjaan, dan Apartemen Servis Serviced Apartment
Pusat Perkantoran Pusat Perbelanjaan Apartemen Servis
Office Center Shopping Center Serviced Apartment
6 Pusat Perkantoran 11 Pusat Perbelanjaan 2 Apartemen Servis
6 Office Centers 11 Shopping Centers 2 Serviced Apartment
Luas Seluruh Lantai Luas Sewa Bersih Jumlah Kamar
Gross Floor Area (GFA) Net Leaseable Area Number of Room
155.000 m2 859.000 m2 286 kamar/rooms
Rata-rata Tingkat Okupansi Rata-rata Tingkat Okupansi Rata-rata Tingkat Okupansi
Average of Occupancy rate Average of Occupancy rate Average of Occupancy rate
74% 94% 60%
• Gandaria 8 Office, Jakarta • Gandaria City • Pakuwon • Somerset Berlian Jakarta
• Kota Kasablanka Office 88, Jakarta • Kota Trade Center • Ascott Waterplace Surabaya
• Prudential Tower, Jakarta Kasablanka • Royal Plaza
• Pakuwon Tower, Jakarta • Blok M Plaza • Pakuwon City
• Pakuwon Tower, Surabaya • Pakuwon Mall Mall
• Pakuwon Center, Surabaya Bekasi • Pakuwon Mall
• Tunjungan Jogja
Plaza • Pakuwon Mall
• Pakuwon Mall Solo Baru
Dari keenam pusat perkantoran tersebut, lima diantaranya Of the sixth Office Center, five are office buildings with
merupakan gedung perkantoran dengan skema kepemilikan strata-title ownership, in which most parts of the area are
strata-title, di mana sebagian luas area disewakan dan for lease while the rest are sold to the customers, while
sebagian dijual kepada customer. Sedangkan gedung the office buildings at Kota Kasablanka Prudential Tower
perkantoran Kota Kasablanka Prudential Tower disewakan are entirely for rental purposes. Profiles of tenants and
seluruhnya. Profil penyewa dan customer dari gedung customers of the Company’s office buildings are leading
perkantoran adalah perusahaan-perusahaan terkemuka companies from various business sectors, including
dari berbagai sektor usaha, meliputi sektor usaha sekuritas, securities, finance, insurance, telecommunication, and
keuangan, asuransi, telekomunikasi, dan berbagai jasa other professional services sectors.
profesional lain.
Perhotelan Hospitality
Perhotelan Jumlah Kamar Rata-rata Tingkat Okupansi
Hospitality Number of Room Average of Occupancy rate
10 Hotel
Hotels 2.621 kamar
rooms 64%
• Sheraton Surabaya Hotel and Towers (bintang 5 | 5 • Sheraton Grand Jakarta Gandaria City (bintang 5 | 5
star) star)
• Four Points by Sheraton, Tunjungan Plaza (bintang 4 • Marriott Hotel Yogyakarta (bintang 5 | 5 star)
| 4 star) • Four Points by Sheraton Bali, Kuta (bintang 4 | 4 star)
• Four Points by Sheraton, Pakuwon Mall (bintang 4 | 4 • Aloft Pakuwon City, Surabaya (bintang 4 | 4 star)
star) • Fairfield Bekasi (bintang 4 | 4 star)
• The Westin, Pakuwon Mall (bintang 5 | 5 Star) • Four Points Bekasi (bintang 4 | 4 star)
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Profil Perusahaan
Company Profile
Residensial dan Perkantoran yang Dijual Residential and Office Building for Sale
Kota Mandiri Luas
Township Area
2 Kota Mandiri
Township 1.100 hektar
• Pakuwon City di Surabaya Timur • Pakuwon City in East Surabaya
• Grand Pakuwon di Surabaya Barat • Grand Pakuwon in West Surabaya
Pengembangan kota mandiri mencakup komponen hunian The township development covers residential components
yang dibangun dan dikelola dalam bentuk klaster-klaster, built and managed in clusters, educational area, and
kawasan pendidikan, dan area komersial, dengan dukungan commercial area, with the support of infrastructure and
infrastruktur dan fasilitas penghuni yang berkelas. high-class residential facilities.
Apartemen Luas Seluruh Lantai
Apartment Gross Floor Area (GFA)
6 Kawasan Hunian Vertikal
High-rise Residential 882.000 m 2
25 Tower
Towers
• 1 (satu) tower Gandaria Heights (715 unit) di Superblok • 1 (one) Gandaria Heights Towers (715 units) in Gandaria
Gandaria City City Superblock
• 4 (empat) tower Casa Grande Residence (1.077 unit) dan • 4 (four) Casa Grande Towers (1,077 units) and 3 (three)
3 (tiga) tower apartemen Angelo, Bella dan Chianti (1.176 Angelo, Bella and Chanti Apartment Towers (1,176 units
unit) di Superblok Kota Kasablanka in Kota Kasablanka Superblock
• 1 (satu) tower TP Residence (272 unit) dan 1 (satu) tower • 1 (one) TP Residence tower (272 units), and 1 (one) One Icon
apartemen One Icon Residence (491 unit). apartment tower (491 units).
• 2 (dua) tower Orchard & Tanglin (1.916 unit), 1 (satu) tower • 2 (two) Orchard & Tanglin towers (1,916 units), 1 (one)
La Riz (453 unit), 1 (satu) tower Anderson (1.277 unit), 1 La Riz tower (453 units), 1 (one) Anderson tower (1,277
(satu) tower Benson (1.305 unit), dan 1 (satu) tower La units), 1 (0ne) Benson tower (1,305 units), and 1 (one) La
Viz (276 unit) di Superblok Pakuwon Mall. Viz tower (276 units) in Pakuwon Mall Superblock.
• 4 (empat) tower Educity (3.538 unit), 1 (satu) tower Amor • 4 (four) Educity tower (3.538 units), 1 (one) Amor Tower
(1.491 unit) dan 1 (satu) Tower Bella (882 unit) di EastCoast (1.491 units) and 1 (one) Bella Tower (882 units) at
Mansion yang berada di Superblok Pakuwon City Mall, EastCoast Mansion located in Superblock Pakuwon City
Kota mandiri Pakuwon City. Mall, Pakuwon City Township.
• 1 (satu) tower Amor (726 unit), 1 (satu) Tower Bella (777 • 1 (one) tower Amor (726 units), 1 (one) Tower Bella (777
unit) dan 1 Tower Dolce (299 unit) di Pakuwon Mall Bekasi units) and 1 Tower Dolce Vista (299 units) in Pakuwon
Mall Bekasi.
Seluruh produk properti kami ditujukan kepada pasar All of our products are aimed at the domestic market
dalam negeri (Indonesia) yaitu di Jakarta, Greater (Indonesia), covering Jakarta, Greater Jakarta and
Jakarta dan Surabaya dengan target konsumen yang Surabaya with a variety of target consumers, starting from
bervariasi, mulai dari masyarakat umum kelas premium, the premium public segment and corporate customers,
dan korporat, yang disesuaikan dengan masing-masing which are tailored to each of the Company’s products.
produk Perseroan. Jumlah penjualan produk Perseroan Number of the Company’s product sales in 2025, can
pada tahun 2025 dapat dilihat pada tabel di bawah ini. be seen in the table below.
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Volume Penjualan Produk
Product Sales Volume
Volume Penjualan Produk (Unit)
Product Sales Volume (Units)
Produk yang dijual | Product for Sale
Kondominium Perkantoran
Condominium Office
656 9
8
609
581
3
2023 2024 2025 2023 2024 2025
Tanah dan Rumah
Landplot and House
233
163
143
2023 2024 2025
Jumlah | Total
897
754
753
2023 2024 2025
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Profil Perusahaan
Company Profile
Volume Penjualan Produk
Product Sales Volume
Volume Penjualan Produk (Rp-Miliar)
Product Sales Volume (Rp-Billion)
Produk yang dijual | Product for Sale
Kondominium Perkantoran
Condominium Office
825 58
795 54
778
16
2023 2024 2025 2023 2024 2025
Tanah Kavling Rumah
Landplot House
698
42
456
449
20
8
2023 2024 2025 2023 2024 2025
Jumlah | Total
1.554
1.342 1.301
2023 2024 2025
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Jaringan Bisnis dan Wilayah Operasi
Business Network and Operating Area [C.3]
IKN
Superblok Pakuwon Nusantara*
(Landbank)
PT Pakuwon Nusantara Abadi
Batam
Superblok Pakuwon Batam*
(Landbank)
PT Cemerlang Indo Properti
Semarang
Superblok Pakuwon Semarang*
(Landbank)
PT Pakuwon Permai
Jakarta
Gandaria City Somerset Berlian Jakarta
PT Artisan Wahyu PT Permata Berlian Realty
Sheraton Grand Jakarta Blok M Plaza
Gandaria City PT Pakuwon Sentosa Abadi
PT Artisan Wahyu
Kota Kasablanka PT Centrum Utama Prima
PT Elite Prima Hutama
Solo
Pakuwon Mall Solo Baru
Greater Jakarta PT Pakuwon Permai
Yogyakarta
• Pakuwon Mall Bekasi
PT Grama Pramesi Siddhi Pakuwon Mall Jogja
• Hotel Fairfield PT Pakuwon Permai
PT Grama Pramesi Siddhi
Yogyakarta Marriott Hotel
• Four Points Bekasi
PT Pakuwon Permai
PT Grama Pramesi Siddhi
* Belum Beroperasional
Not Yet In Operational
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Profil Perusahaan
Company Profile
Surabaya
Tunjungan Plaza Four Points by Pakuwon Indah Royal Plaza
PT Pakuwon Jati PT Pakuwon Permai PT Dwijaya Manunggal
Grand Pakuwon Township The Westin Surabaya PT Prima Cipta Konstruksi (PCK)
PT Pakuwon Jati PT Pakuwon Permai
Sheraton Surabaya Hotel & Towers Pakuwon Mall PT Prima Regensi Hotel
PT Pakuwon Jati PT Pakuwon Permai
Four Points Tunjungan Plaza Pakuwon Trade Center
PT Pakuwon Jati PT Pakuwon Permai
Pakuwon City Township Ascott Waterplace Surabaya
PT Pakuwon Jati PT Permata Berlian Realty
Pakuwon City Mall
PT Pakuwon Jati
Hotel Aloft Pakuwon City
PT Pakuwon Jati
Bali
Four Points Bali, Kuta
PT Pakuwon Jati
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Visi-Misi dan Nilai-Nilai
Vision-Mission and Values
Visi Misi Perseroan telah dikaji dan disetujui oleh Dewan The Company’s Vision and Mission have been reviewed
Komisaris dan Direksi dan dinilai masih relevan dengan and approved by the Board of Commissioners and the
kondisi dan perkembangan usaha saat ini. Adapun Visi Board of Directors and are deemed relevant to the
Misi Perseroan adalah sebagai berikut: current business conditions and developments. The
Company’s Vision and Mission are as follows:
Visi Vision
Tumbuh Bersama
Pemegang Saham,
Together We Grow with our
Karyawan, Penyewa, shareholders, employees,
dan Pembeli. tenants and consumers.
Misi Mission
1. Menjadi pengembang pusat perbelanjaan 1. To become the leasing non-strata retail
retail non-strata yang terdepan di shopping centers developer in Indonesia
Indonesia
2. Mengembangkan superblok terbaik 2. To develop the best superblocks and
dan pengembang hunian berskala kota townships toward better living quality
mandiri untuk kualitas hidup yang lebih
baik
3. Menjadi tempat kerja terbaik dalam 3. To become the best working place in the
industri properti country’s property industry
4. Mengoptimalkan pengembalian investasi 4. To optimize the returns on investments
bagi penyewa dan pembeli for our tenants and buyers
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Profil Perusahaan
Company Profile
Nilai-Nilai Values
I C A R E
C Collaboration
Selalu bersemangat untuk membangun kerjasama
internal maupun eksternal serta menjaga hubungan
baik dengan customer.
Employees are always eager to build internal and
external collaboration and maintain good relations
with customers.
I Integrity A Agility
Memiliki tanggung jawab dalam
bekerja dengan bersikap jujur C Mampu menyesuaikan diri
terhadap perubahan strategi
serta menjaga kehormatan akan perusahaan dan bersikap
harkat dan martabat perusahaan. C proactive (tidak defensif) terhadap
Employees have responsibilities langkah-langkah perubahan yang
I A
to work honestly and maintain the diambil Perusahaan.
Company’s honor and dignity. I A Employees are able to adapt
to changes in the Company’s
I strategy and be proactive
(not defensive) regarding the
C A R E measures of the Company’s
change.
E
E R
R
E Excellence R Resilience
Selalu menjaga kualitas kerja, berpikir secara kreatif Memiliki ketangguhan untuk bangkit kembali,
& inovatif serta senantiasa menjaga prinsip perbaikan beradaptasi, dan pulih secara efektif dari tantangan
berkelanjutan agar menjadi pemimpin pasar. dan kesulitan, yang dihadapi.
Employees always strive to maintain the quality Employees have resilience to bounce back, adapt
of work by thinking creatively and innovatively to, and recover effectively from challenges and
and always maintain the principle of continuous difficult situations.
improvement to become a market leader.
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Struktur Organisasi
Organizational Structure
General Meeting of
Shareholders
President Director
Board of Commissioners
Alexander Stefanus Ridwan Suhendra
Corporate Secretary
Audit Commitee
Internal Audit Drs. Minarto
Bosse Gozali
Director of Director Director of Director of
Advisor to Board Director of Director of
Commercial of Commercial Business Investor
of Director General Affairs Finance
Jakarta Surabaya Development Relations Director
of Project
Dra. Lauw, Syane Sutandi Wong Boon Wong Boon
Lukas Rusli Lusiana Drs Minarto
Wahyuni Loekito Purnomosidi Siew Ivy Siew Ivy
General Corporate General General
Land Acquisition Senior General Commercial
Manager Finance Manager Manager
Department Manager Hotel Development
Commercial Department Finance Project
Hendie Santoso &
Saibun Widjaja Imelda Tedja Juliati Iskandar Fenny Fenny Paulus Lauw
Julie Wardana
General General
Manager Manager
Commercial Purchasing
Legal Department Finance Manager
Lili Muljadi Steviana. M.O
Human Resources Marketing Marketing Accounting
Department Manager Manager Manager
Operation Operation
Tax Manager
Manager Manager
Information
Technology
Engineering Engineering Manager
Manager Manager
Teddy Sakul
Purchasing
Manager
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Profil Perusahaan
Company Profile
Lime - Fairfield Bekasi
Lime Restaurant - Fairfield Bekasi
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Profil Dewan Komisaris
Board of Commissioners Profile
Alexander Tedja
Presiden Komisaris
President Commissioner
Periode Jabatan | Term of Office
2025-2028, Periode ke-12 | 12th Period
Kewarganegaraan | Nationality
Indonesia
Domisili | Domicile
Jakarta, Indonesia
Usia | Age
80 tahun | Years old
Riwayat Penunjukan Appointment History
Menjabat Presiden Komisaris Perseroan sejak 30 Juni 1998, Alexander Tedja has served as the Company ’s President
Alexander Tedja kembali ditunjuk sebagai Presiden Komisaris Commissioner since June 30, 1998, and reappointed as President
berdasarkan Keputusan RUPS Tahunan tanggal 25 Juni 2025 Commissioner based on the Resolution of the Annual GMS on
untuk periode kerja 2025-2028. June 25, 2025 for the 2025-2028 working period.
Pengalaman Kerja Work Experience
Sebelum terjun di dunia properti, Alexander Tedja memiliki Prior to join the Property Industry, Alexander Tedja has experience
pengalaman di bidang perfilman dan perbioskopan untuk in film and cinema industry at PT ISAE Film since 1972, PT Pan
PT ISAE film sejak tahun 1972, PT Pan Asiatic Film sejak Asiatic Film since 1991, and PT Menara Mitra Cinema Corp
1991, serta PT Menara Mitra Cinema Corp sejak 1977. Beliau since 1977. Prior to his appointment as the Company’s President
juga pernah menjabat sebagai Presiden Direktur Perseroan Commissioner, he served as the Company’s President Director
(1989-1998) sebelum akhirnya dipercaya sebagai Presiden in (1989-1998) before he holds the Company’s President
Komisaris Perseroan. Commissioner.
Rangkap Jabatan Concurrent Position
• Komisaris PT Dwijaya Manunggal • Commissioner of PT Dwijaya Manunggal
• Komisaris Utama PT Cemerlang Indo Properti • President Commissioner of PT Cemerlang Indo Properti
• Komisaris Utama PT Centrum Utama Prima • President Commissioner of PT Centrum Utama Prima
• Direktur PT Pakuwon Arthaniaga • Director of PT Pakuwon Arthaniaga
• Komisaris Utama PT Artisan Wahyu • President Commissioner of PT Artisan Wahyu
• Komisaris Utama PT Elite Prima Hutama • President Commissioner of PT Elite Prima Hutama
• Komisaris Utama PT Pakuwon Sentosa Abadi • President Commissioner of PT Pakuwon Sentosa Abadi
• Komisaris Utama PT Permata Berlian Realty • President Commissioner of PT Permata Berlian Realty
• Presiden Komisaris PT Pakuwon Darma • President Commissioner of PT Pakuwon Darma
• Komisaris Utama PT Artisan Surya Kreasi • President Commissioner of PT Artisan Surya Kreasi
• Presiden Komisaris PT Prima Regency Hotel (d/h. • President Commissioner of PT Prima Regency Hotel (formerly
PT Pakuwon Regensi) PT Pakuwon Regensi)
• Komisaris Utama PT Pakuwon Nusantara Abadi • President Commissioner of PT Pakuwon Nusantara Abadi
• Komisaris di PT Sarana Meditama Metropolitan Tbk • Commissioner of PT Sarana Meditama Metropolitan Tbk
(SAME) (SAME)
• Wakil Komisaris Utama PT Citraagung Tirta Jatim • Vice President Commissioner of PT Citraagung Tirta Jatim
Hubungan Afiliasi Affiliated Relations
Beliau memiliki hubungan afiliasi (hubungan keluarga) He is affiliated (by family) with another member of the Board of
dengan anggota Dewan Komisaris, yaitu Irene Tedja, dan Commissioners, namely Irene Tedja, and she is also affiliated (by
juga memiliki hubungan afiliasi (hubungan keluarga) dengan family) with the controlling shareholder
pemegang saham pengendali.
Kepemilikan Saham Shareholding
Memiliki saham di Perseroan secara langsung sebesar 0,02% Has shares in the Company directly of 0.02% and indirectly of
dan tidak langsung sebesar 38,12%. 38,12%.
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Profil Perusahaan
Company Profile
Ir. Richard Adisastra
Komisaris
Commissioner
Periode Jabatan | Term of Office
2025-2028, Periode ke-4 | 4th Period
Kewarganegaraan | Nationality
Indonesia
Domisili | Domicile
Surabaya, Indonesia
Usia | Age
72 tahun | Years old
Riwayat Penunjukan Appointment History
Sejak 1 Desember 2016, Ir. Richard Adisastra telah dipercaya Ir. Richard Adisastra has been trusted as the Company ’s
sebagai Komisaris Perseroan. Ini adalah kali keempat beliau Commissioner since December 1, 2016 and reappointed as
menduduki jabatan sebagai Komisaris Perseroan berdasarkan Commissioner for the fourth period based on the Resolution of the
Keputusan RUPS Tahunan tanggal 25 Juni 2025 untuk periode Annual GMS on June 25, 2025 for the 2025-2028 working period.
jabatan 2025-2028.
Pendidikan Education
Sarjana Teknik Sipil dari Universitas Sumatera Utara, Medan, Bachelor of Civil Engineering from North Sumatra University,
(1981). Medan, 1981.
Pengalaman Kerja Work Experience
Sebelum bergabung dengan Perseroan, Ir. Richard Adisastra Prior to join the Company Ir. Richard Adisastra has been
pernah berkarir di PT Cremona Mulia (1975-1977). Namun experienced in PT Cremona Mulia (1975-1977). But since 1984,
sejak tahun 1984, beliau bergabung dengan Perseroan dan he has joined to the Company and served as President Director
menduduki posisi Presiden Direktur (2005-2016). Beliau (2005-2016). He also has been serving as Board Advisory Program
juga pernah menjadi Advisory Board Program Studi Teknik of the Civil Engineering Study Program at University of Krisna
Sipil Universitas Kristen PETRA (2019-saat ini) dan sebagai PETRA (2019-present) and as Member of the management in PT
Anggota Pengurus Yayasan PT Widya Mandala (2017-2021). Widya Mandala foundation (2017-2021)
Rangkap Jabatan Concurrent Position
• Komisaris PT Pakuwon Darma • Commissioner of PT Pakuwon Darma
• Komisaris PT Pakuwon Permai • Commissioner of PT Pakuwon Permai
• Direktur Utama PT Artisan Surya Kreasi • President Director of PT Artisan Surya Kreasi
• Direktur PT Prima Regency Hotel (d/h. PT Pakuwon • Director of PT Prima Regency Hotel (formerly PT Pakuwon
Regensi) Regensi)
• Direktur Utama PT Dwijaya Manunggal • President Director of PT Dwijaya Manunggal
• Direktur PT Citraagung Tirta Jatim • Director of PT Citraagung Tirta Jatim
Hubungan Afiliasi Affiliated Relations
Beliau tidak memiliki hubungan afiliasi dengan Dewan He is not affiliated with the Board of Commissioners, the Board
Komisaris, Direksi, dan/atau pemegang saham pengendali. of Directors, and/or controlling shareholder.
Kepemilikan Saham Shareholding
Memiliki saham di Perseroan secara langsung sebesar 0,00% Has shares in the Company directly of 0.00% and has no indirect
dan tidak memiliki saham Perseroan secara tidak langsung. shares in the Company.
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Dr. Dyah
Pradnyaparamita
Duarsa,MM. MSi
Komisaris Independen | Independent
Commissioner
Periode Jabatan | Term of Office
2025-2028, periode ke-7 | 7th Period
Kewarganegaraan | Nationality
Indonesia
Domisili | Domicile
Bali, Indonesia
Usia | Age
67 tahun | Years old
Riwayat Penunjukan Appointment History
Sejak 23 Februari 2009, Dr. Dyah Pradnyaparamita Duarsa, Dr. Dyah Pradnyaparamita Duarsa, MM. Msi has appointed as the
MM. Msi telah ditunjuk sebagai Komisaris Independen Company’s Independent Commissioner since February 23, 2009
Perseroan. Ini adalah kali ketujuh beliau menduduki posisi and reappointed as Independent Commissioner for the seventh
sebagai Komisaris Independen berdasarkan Keputusan RUPS period based on the Resolution of the Annual GMS on June 25,
Tahunan tanggal 25 Juni 2025 untuk periode 2025-2028. 2025 for the 2025-2028 working period.
Pendidikan Education
Menyelesaikan studi S1, S2 serta S3 Program Studi She completed her undergraduate and postgraduate studies
Kedokteran dari Universitas Udayana (1985). and earned her Doctoral degree in Medical Study from Udayana
University (1985).
Pengalaman Kerja Work Experience
Memiliki pengalaman sebagai dosen di bidang kedokteran Has experience as a lecturer in Medicine since 1985.
sejak 1985.
Rangkap Jabatan Concurrent Position
Sampai dengan 31 Desember 2025, Dr. Dyah Pradnyaparamita As of December 31, 2025, Dr. Dyah Pradnyaparamita Duarsa, MM.
Duarsa, MM. Msi tidak memiliki rangkap jabatan apapun, Msi does not hold any concurrent positions, whether as a member
baik sebagai anggota Dewan Komisaris, Direksi atau jabatan of the Board of Commissioners, Directors or other positions.
lainnya.
Hubungan Afiliasi Affiliated Relations
Beliau tidak memiliki hubungan afiliasi dengan Dewan She is not affiliated with the Board of Commissioners, the Board
Komisaris, Direksi, dan/atau pemegang saham pengendali. of Directors, and/or controlling shareholder.
Kepemilikan Saham Shareholding
Tidak memiliki saham di Perseroan, baik secara langsung Has no shares in the Company, bothy directly and indirectly
maupun tidak langsung
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Profil Perusahaan
Company Profile
Irene Tedja
Komisaris
Commissioner
Periode Jabatan | Term of Office
2025-2028, periode ke-1 | 1st Period
Kewarganegaraan | Nationality
Singapore
Domisili | Domicile
Singapore
Usia | Age
49 tahun | Years old
Riwayat Penunjukan Appointment History
Irene Tedja ditunjuk sebagai Komisaris Perseroan untuk Irene Tedja has appointed as the Company’s Commissioner for
pertama kalinya berdasarkan Keputusan RUPS Tahunan the first period based on the Resolution of the Annual GMS on
tanggal 25 Juni 2025 untuk periode 2025-2028. June 25, 2025 for the 2025-2028 working period.
Pendidikan Education
Sarjana Sains dari University of Pennsylvania (1993 – 1997). Bachelor of Science from University of Pennsylvania (1993 – 1997).
Pengalaman Kerja Work Experience
Sebelum bergabung dengan Perseroan, Irene Tedja pernah Prior to join the Company, Irene Tedja has been experienced at
berkarir di J.P Morgan sebagai Investment Banking Analyst J.P Morgan as Investment Banking Analyst (1998-1999), However,
(1998 – 1999). Namun sejak tahun 2001, beliau bergabung since 2001, he joined the Company and held the position of Director
dengan Perseroan dan menduduki posisi Direktur (2001 – of PT Pakuwon Jati Tbk (2001 - 2016), Director of PT Pakuwon
2016). Beliau juga pernah menjadi Direktur di PT Pakuwon Permai (2003 - 2017), Commissioner of PT Artisan Surya Kreasi
Permai (2003 – 2017), sebagai Komisaris PT Artisan Surya (2014 - 2016), and Chief Executive Officer at Amitell Capital (2016
Kreasi (2014 – 2016) dan menjabat sebagai Chief Executive - present).
Officer di Amitell Capital (2016 – hingga saat ini).
Rangkap Jabatan Concurrent Position
Chief Executive Officer di Amitell Capital ( Sejak 2016). Chief Executive Officer at Amitell Capital (Since 2016).
Hubungan Afiliasi Affiliated Relations
Beliau memiliki hubungan afiliasi (hubungan keluarga) She is affiliated (by family) with another member of the Board of
dengan anggota Dewan Komisaris yaitu Alexander Tedja, Commissioners, namely Alexander Tedja, as well as she is also
serta juga memiliki hubungan afiliasi (hubungan keluarga) affiliated (by family) with the controlling shareholder.
dengan pemegang saham pengendali.
Kepemilikan Saham Shareholding
Memiliki saham tidak langsung sebesar 4,12% Has indirect shares in the Company of 4.12%.
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PERUBAHAN KOMPOSISI DEWAN CHANGES IN THE COMPOSITION OF THE
KOMISARIS TAHUN 2025 BOARD OF COMMISSIONERS IN 2025
Di tahun 2025, terdapat perubahan komposisi anggota In 2025, there were changes in the Board of Commissioners
Dewan Komisaris berdasarkan Keputusan RUPS Tahunan composition based on the resolutions of the AGMS No.
No 44 tanggal 25 Juni 2025, di mana RUPS mengangkat 44 dated June 25, 2025, where the GMS appointed Ms.
Sdr. Irene Tedja sebagai Komisaris Perseroan. Dengan Irene Tedja as the Company’s Commissioner. Thus, the
demikian, komposisi Komisaris Perseroan berubah, dari composition of the Company’s Commissioners changed
3 (tiga) orang anggota menjadi 4 (empat) orang anggota. from 3 (three) members to be 4 (four) members.
Meeting Room Prefunction - Four Points Bekasi
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Profil Perusahaan
Company Profile
Profil Direksi
Board of Directors Profile
Alexander Stefanus
Ridwan Suhendra
Presiden Direktur
President Director
Periode Jabatan | Term of Office
2025-2028, periode ke-4 | 4th Period
Kewarganegaraan | Nationality
Indonesia
Domisili | Domicile
Tangerang, Indonesia
Usia | Age
75 tahun | Years old
Tugas dan Tanggung Jawab Duties and Responsibilities
Bertanggung jawab atas koordinasi umum, serta Responsible for general coordination, as well as licensing
perizinan-perizinan dan dalam bidang hukum. and legal matters.
Riwayat Penunjukan Appointment History
Sejak 1 Desember 2016, Alexander Stefanus Ridwan Suhendra Alexander Stefanus Ridwan Suhendra has been appointed as
telah diangkat sebagai Presiden Direktur Perseroan. Ini the Company’s President Director since December 1, 2016 and
adalah kali keempat beliau menduduki jabatan sebagai reappointed as President Director for the fourth period based on
Presiden Direktur berdasarkan Keputusan RUPS Tahunan the Resolution of the Annual GMS on June 25, 2025 for the 2025-
tanggal 25 Juni 2025 untuk periode kerja 2025-2028. 2028 working period.
Pengalaman Kerja Work Experience
Alexander Stefanus Ridwan Suhendra memiliki pengalaman Alexander Stefanus Ridwan Suhendra has experience as Director
sebagai Direktur Perseroan sejak tahun 2007-2016, Direktur of the Company from 2007-2016, Director of PT Pakuwon Sentosa
di PT Pakuwon Sentosa Abadi sejak tahun 2000, Direktur Abadi since 2000 and Director of PT Permata Berlian Realty since
di PT Permata Berlian Realty sejak tahun 2003, dan Ketua 2003, and the Chairman of Indonesian Association of Shopping
Asosiasi Pengelola Pusat Belanja Indonesia. Center Management.
Rangkap Jabatan Concurrent Position
• Direktur Utama PT Cemerlang Indo Properti • President Director of PT Cemerlang Indo Properti
• Direktur Utama PT Artisan Wahyu • President Director of PT Artisan Wahyu
• Direktur Utama PT Elite Prima Hutama • President Director of PT Elite Prima Hutama
• Direktur Utama PT Pakuwon Sentosa Abadi • President Director of PT Pakuwon Sentosa Abadi
• Direktur Utama PT Centrum Utama Prima • President Director of PT Centrum Utama Prima
• Direktur Utama PT Permata Berlian Realty • President Director of PT Permata Berlian Realty
• Direktur Utama PT Grama Pramesi Siddhi • President Director of PT Grama Pramesi Siddhi
• Direktur PT Pakuwon Nusantara Abadi • Director of PT Pakuwon Nusantara Abadi
Hubungan Afiliasi Affiliated Relations
Beliau tidak memiliki hubungan afiliasi dengan Dewan He is not affiliated with the Board of Commissioners, the Board
Komisaris, Direksi, dan/atau pemegang saham pengendali. of Directors, and/or controlling shareholder.
Kepemilikan Saham Shareholding
Tidak memiliki saham di Perseroan, baik secara langsung Has no shares in the Company, bothy directly and indirectly.
maupun tidak langsung.
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Drs. Minarto
Direktur Keuangan
Director of Finance
Periode Jabatan | Term of Office
2025-2028, periode ke-9 | 9th Period
Kewarganegaraan | Nationality
Indonesia
Domisili | Domicile
Surabaya, Indonesia
Usia | Age
59 tahun | Years old
Tugas dan Tanggung Jawab Duties and Responsibilities
Bertanggung jawab atas keuangan dan financial Perseroan Responsible for the Company’s finance both for commercial and
baik untuk proyek komersial maupun proyek residensial. residential project.
Riwayat Penunjukan Appointment History
Sejak 22 Maret 2005, Drs. Minarto telah menjabat sebagai Drs. Minarto has served as the Company’s Director since March
Direktur Perseroan. Ini adalah kali kesembilan beliau 22, 2005 and reappointed as Director for the ninth period based
menduduki jabatan sebagai Direktur Perseroan berdasarkan on the Resolution of the Annual GMS on June 25, 2025 for the
Keputusan RUPS Tahunan tanggal 25 Juni 2025 untuk periode 2025-2028 working period.
kerja 2025-2028.
Pendidikan Education
• S1 Ekonomi dari Universitas Merdeka Malang • Bachelor of Economics from Merdeka University in Malang
• S2 University of Wales dengan gelar MBA pada tahun • Master’s degree from University of Wales with an MBA in 2013.
2013.
Pengalaman Kerja Work Experience
Sebelum bergabung dengan Perseroan, Drs. Minarto pernah Prior to join the Company, Drs. Minarto held position as Finance
menjabat sebagai Manajer Keuangan dan Administrasi untuk and Administration Manager for Dwi Satya Utama Group (1991-
Dwi Satya Utama Grup (1991-1995), serta menjabat sebagai 1995) and Finance Director for PT Keramik Diamond (2000-2004)
Direktur Keuangan untuk PT Keramik Diamond (2000- and join with the Company since 2004 with the position as Director.
2004). Namun sejak tahun 2004, beliau bergabung dengan
Perseroan dan menduduki berbagai posisi.
Rangkap Jabatan Concurrent Position
• Direktur PT Pakuwon Darma • Director of PT Pakuwon Darma
• Komisaris PT Artisan Wahyu • Commissioner of PT Artisan Wahyu
• Direktur PT Elite Prima Hutama • Director of PT Elite Prima Hutama
Hubungan Afiliasi Affiliated Relations
Beliau tidak memiliki hubungan afiliasi dengan Dewan He is not affiliated with the Board of Commissioners, the Board
Komisaris, Direksi, dan/atau pemegang saham pengendali. of Directors, and/or controlling shareholder.
Kepemilikan Saham Shareholding
Tidak memiliki saham di Perseroan, baik secara langsung Has no shares in the Company, bothy directly and indirectly.
maupun tidak langsung.
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Profil Perusahaan
Company Profile
Wong Boon Siew Ivy
Direktur Pengembangan Usaha
Director of Business Development
Periode Jabatan | Term of Office
2025-2028, periode ke-6 | 6th Period
Kewarganegaraan | Nationality
Singapore
Domisili | Domicile
Jakarta, Indonesia
Usia | Age
58 tahun | Years old
Tugas dan Tanggung Jawab Duties and Responsibilities
Bertanggung jawab atas pengembangan usaha Perseroan Responsible for the Company’s business development in Jakarta,
baik di Jakarta, Surabaya, dan daerah lainnya. Surabaya, and other areas.
Riwayat Penunjukan Appointment History
Sejak 29 Juni 2010, Wong Boon Siew Ivy telah menjabat Woong Boon Siew Ivy has served as the Company’s Director since
sebagai Direktur Perseroan. Ini adalah kali keenam beliau June 29, 2010 and reappointed as Director for the sixth period
menduduki posisi sebagai Direktur Perseroan berdasarkan based on the Resolution of the Annual GMS on June 25, 2025 for
Keputusan RUPS Tahunan tanggal 25 Juni 2025 untuk periode the 2025-2028 working period.
kerja 2025-2028.
Pendidikan Education
Bachelor of Arts dari University of London, (1990). Bachelor of Arts from University of London, 1990.
Pengalaman Kerja Work Experience
Berpengalaman di sektor properti selama puluhan tahun She has many decades of experience working in the property
dan memiliki pengalaman kerja sebagai Direktur Pemasaran sector and 5 years of experience as Marketing Director for Jakarta
untuk Jakarta Land Management selama 5 tahun. Land Management.
Rangkap Jabatan Concurrent Position
• Direktur PT Permata Berlian Realty • Director of PT Permata Berlian Realty
• Komisaris PT Cemerlang Indo Properti • Commissioner of PT Cemerlang Indo Properti
• Direktur PT Centrum Utama Prima • Director of PT Centrum Utama Prima
• Direktur PT Pakuwon Nusantara Abadi • Director of PT Pakuwon Nusantara Abadi
Hubungan Afiliasi Affiliated Relations
Beliau tidak memiliki hubungan afiliasi dengan Dewan She is not affiliated with the Board of Commissioners, the Board
Komisaris, Direksi, dan/atau pemegang saham pengendali. of Directors, and/or controlling shareholder.
Kepemilikan Saham Shareholding
Memiliki saham di Perseroan secara langsung sebesar 0,00% Has shares in the Company directly of 0.00% and has no indirect
dan tidak memiliki saham Perseroan secara tidak langsung shares in the Company
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Sutandi Purnomosidi
Direktur Komersial – Surabaya
Director of Commercial - Surabaya
Periode Jabatan | Term of Office
2025-2028, periode ke-5 | 5th Period
Kewarganegaraan | Nationality
Indonesia
Domisili | Domicile
Surabaya, Indonesia
Usia | Age
59 tahun | Years old
Tugas dan Tanggung Jawab Duties and Responsibilities
Bertanggung jawab atas operasional unit bisnis pusat Responsible for the shopping center’s operational business units
perbelanjaan yang berada di area Surabaya. in Surabaya.
Riwayat Penunjukan Appointment History
Sejak 25 Juni 2013, Sutandi Purnomosidi telah menjabat Sutandi Purnomosidi has served as the Company’s Director since
sebagai Direktur Perseroan. Ini adalah kali kelima beliau June 25, 2013 and reappointed as Director for the fifth period based
menduduki posisi sebagai Direktur Perseroan berdasarkan on the Resolution of the Annual GMS on June 25, 2025 for the
Keputusan RUPS Tahunan tanggal 25 Juni 2025 untuk periode 2025-2028 working period.
kerja 2025-2028.
Pendidikan Education
Sarjana Career Business College, Darlinghurst, Sydney, Bachelor’s degree from Career Business College, Darlinghurst,
Australia pada tahun 1992. Sydney, Australia in 1992.
Pengalaman Kerja Work Experience
Sebelum bergabung dengan Perseroan, beliau memiliki Prior to joining the Company, he has experienced as Financial
pengalaman sebagai Financial Consultant untuk PT Consultant for PT Southeast Asia Bank (1993-1995), Deputy Center
Southeast Asia Bank (1993-1995), Deputy Center Manager Manager for Procon Indah (1995-1996) and Deputy Center Manager
untuk Procon Indah (1995-1996), Deputy Center Manager for PT Summarecon Agung Tbk (1996-1998). In addition, he served
untuk PT Summarecon Agung Tbk (1996-1998), dan Center as Center Manager for Mall Kelapa Gading (1998-2001) and since
Manager untuk Mall Kelapa Gading (1998-2001). Sejak tahun 2001, he has joining to the Company and held various positions.
2001, beliau bergabung dengan Perseroan dan pernah
menjabat berbagai posisi.
Rangkap Jabatan Concurrent Position
• Direktur PT Pakuwon Darma • Director of PT Pakuwon Darma
• Direktur PT Pakuwon Permai • Director of PT Pakuwon Permai
Hubungan Afiliasi Affiliated Relations
Beliau tidak memiliki hubungan afiliasi dengan Dewan He is not affiliated with the Board of Commissioners, the Board
Komisaris, Direksi, dan/atau pemegang saham pengendali. of Directors, and/or controlling shareholder.
Kepemilikan Saham Shareholding
Tidak memiliki saham di Perseroan, baik secara langsung Has no shares in the Company, bothy directly and indirectly
maupun tidak langsung
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Profil Perusahaan
Company Profile
Dra. Lauw, Syane
Wahyuni Loekito
Direktur Umum
Director of General Affairs
Periode Jabatan | Term of Office
2025-2028, periode ke-4 | 4th Period
Kewarganegaraan | Nationality
Indonesia
Domisili | Domicile
Surabaya, Indonesia
Usia | Age
58 tahun | Years old
Tugas dan Tanggung Jawab Duties and Responsibilities
Bertanggung jawab atas hubungan dengan relasi Perseroan Responsible for relationship with all Company’s partners and
dan sumber daya manusia serta pengembangannya. human resources as well as it’s development.
Riwayat Penunjukan Appointment History
Sejak 1 Desember 2016, Dra. Lauw, Syane Wahyuni Loekito Dra. Lauw, Syane Wahyuni Loekito has served as the Company’s
telah menjabat sebagai Direktur Perseroan. Ini adalah kali Director since December 1, 2016 and reappointed as Director for
keempat beliau menduduki posisi sebagai Direktur Perseroan the fourth period based on the Resolution of the Annual GMS on
berdasarkan Keputusan RUPS Tahunan tanggal 25 Juni 2025 June 25, 2025 for the 2025-2028 working period.
untuk periode kerja 2025-2028.
Pendidikan Education
Sarjana Ekonomi dari Universitas Surabaya, 1992. Bachelor of Economics from University of Surabaya, 1992.
Pengalaman Kerja Work Experience
Memiliki pengalaman sebagai Komisaris PT Pakuwon Darma She has experienced as a Commissioner at PT Pakuwon Darma
(2008-2013), Direktur PT Pakuwon Darma (sejak 2013), (2008-2013), Director at PT Pakuwon Darma (since 2013) and at PT
Direktur PT Artisan Surya Kreasi (2013), Komisaris PT Bumi Artisan Surya Kreasi (2013), as Commissioner at PT Bumi Pranata
Pranata Laksana (sejak 2010) dan Komisaris PT Bina Persada Laksana (since 2010) and at PT Bina Persada Lestari (since 2016).
Lestari (sejak 2016).
Rangkap Jabatan Concurrent Position
• Presiden Direktur PT Pakuwon Permai • President Director of PT Pakuwon Permai
• Direktur Utama PT Jatibuana Puriperkasa • President Director of PT Jatibuana Puriperkasa
• Presiden Direktur PT Pakuwon Darma • President Director of PT Pakuwon Darma
• Direktur PT Artisan Surya Kreasi • Director of PT Artisan Surya Kreasi
• Komisaris PT Bina Persada Lestari • Commissioner of PT Bina Persada Lestari
• Direktur Utama PT Prima Cipta Konstruksi • President Director of PT Prima Cipta Konstruksi
Hubungan Afiliasi Affiliated Relations
Beliau tidak memiliki hubungan afiliasi dengan Dewan She is not affiliated with the Board of Commissioners, the Board
Komisaris, Direksi, dan/atau pemegang saham pengendali. of Directors, and/or controlling shareholder.
Kepemilikan Saham Shareholding
Tidak memiliki saham di Perseroan, baik secara langsung Has no shares in the Company, bothy directly and indirectly
maupun tidak langsung
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Lusiana
Direktur Komersial Jakarta
Director of Commercial Jakarta
Periode Jabatan | Term of Office
2025-2028, periode ke-1 | 1st Period
Kewarganegaraan | Nationality
Indonesia
Domisili | Domicile
Jakarta, Indonesia
Usia | Age
54 tahun | Years old
Tugas dan Tanggung Jawab Duties and Responsibilities
Bertanggung jawab atas operasional unit bisnis pusat Responsible for the shopping center’s operational business units
perbelanjaan yang berada di area Jakarta. in Jakarta.
Riwayat Penunjukan Appointment History
Lusiana ditunjuk sebagai Direktur Perseroan untuk pertama Lusiana has appointed as the Company’s Director for the first
kalinya berdasarkan Keputusan RUPS Tahunan tanggal 25 period based on the Resolution of the Annual GMS on June 25,
Juni 2025 untuk periode 2025-2028. 2025 for the 2025-2028 working period.
Pendidikan Education
Diploma Real Estate dari Universitas Tarumanagara Diploma in Real Estate from Tarumanagara University
Pengalaman Kerja Work Experience
Mengawali karirnya sebagai Finance Officer di PT Sriwijaya She began her career as a Finance Officer at PT Sriwijaya Pakuon
Pakuon Sejati (1990 - 1997), lalu beliau bergabung dengan Sejati (1990–1997), then joining with PT Elite Prima Hutama as
PT Elite Prima Hutama sebagai Promotion Manager Promotion Manager of Supermall Surabaya (2002–2004). She then
Supermall Surabaya (2002 - 2004), kemudian menjabat served as Promotion Manager of Metro Tanah Abang & Metro
sebagai Promotion Manager Metro Tanah Abang & Metro PIK at PT Rointa Ekajaya (2004–2008). She also held several
PIK di PT Rointa Ekajaya (2004 - 2008). Beliau juga pernah positions at PT Intiland Tbk, including Business Development
memiliki beberapa jabatan di PT Intiland Tbk, diantaranya General Manager of Whiz Hotel and Marketing Manager of Regatta
sebagai Business Development General Manager Whiz Hotel Apartment (2008–2011), as well as Marketing Manager of Pantai
dan Marketing Manager Apartemen Regatta (2008 - 2011), Mutiara & TSI (1997–2002). She then rejoined PT Elite Prima
Marketing Manager Pantai Mutiara & TSI (1997 - 2002). Beliau Hutama as General Manager of Kota Kasablanka (2012–2024).
kembali bergabung dengan PT Elite Prima Hutama sebagai
General Manager Kota Kasablanka (2012-2020).
Rangkap Jabatan Concurrent Position
• Direktur PT Elite Prima Hutama • Director PT Elite Prima Hutama
• Direktur Utama PT Pakuwon Nusantara Abadi • President Director PT Pakuwon Nusantara Abadi
• Direktur PT Cemerlang Indo Properti • Director PT Cemerlang Indo Properti
• Komisaris PT Centrum Utama Prima • Commissioner PT Centrum Utama Prima
• Direktur PT Grama Pramesi Siddhi • Director PT Grama Pramesi Siddhi
Hubungan Afiliasi Affiliated Relations
Beliau tidak memiliki hubungan afiliasi dengan Dewan She is not affiliated with the Board of Commissioners, the Board
Komisaris, Direksi, dan/atau pemegang saham pengendali. of Directors, and/or controlling shareholder.
Kepemilikan Saham Shareholding
Tidak memiliki saham di Perseroan, baik secara langsung Has no shares in the Company, bothy directly and indirectly
maupun tidak langsung
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Profil Perusahaan
Company Profile
PERUBAHAN KOMPOSISI DIREKSI TAHUN CHANGES IN THE COMPOSITION OF THE
2025 DIRECTORS IN 2025
Di tahun 2025, terdapat perubahan komposisi anggota In 2025, there were changes in the Board of Directors
Direksi berdasarkan Keputusan RUPS Tahunan No 44 composition based on the resolutions of the AGMS No.
tanggal 25 Juni 2025, di mana RUPS memutuskan 44 dated June 25, 2025, where the GMS resolved and
untuk mengubah susunan Direksi dengan komposisi approved the change in the composition of the Company’s
sebagaimana disebutkan di atas. Board of Directors to be as stated above.
Family Suite - Fairfield Bekasi
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Profil Sumber Daya Manusia
Profile of Human Resources
Live Event 3M+ - November 2025
Karyawan Perseroan di tahun 2025 ada sebanyak In 2025, the Company employed a total of 3,478
3.478 karyawan konsolidasian, meningkat sebesar consolidated employees, representing an increase of
5,3% dibandingkan dengan jumlah karyawan di tahun 5.3% compared to 3,303 employees in the previous year.
sebelumnya yang tercatat sebesar 3.303 karyawan. The following is demographic data for the Company’s
Berikut data demografi karyawan Perseroan berdasarkan employees based on gender, position level, age,
jenis kelamin, level jabatan, usia, jenjang pendidikan dan education level, and employment status.
status kepegawaian.
Pertumbuhan Jumlah Karyawan
Growth of Employees
Uraian
2025 2024* 2023*
Description
Jumlah Karyawan Perseroan 1.383 1.075 1.038
Total Company Employees
Jumlah Karyawan Entitas Anak 2.095 2.228 1.992
Total of Subsidiary Entity Employees
Jumlah 3.478 3.303 3.030
Total
*disajikan kembali | restated
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Profil Perusahaan
Company Profile
Pertumbuhan Jumlah Karyawan
Growth of Employees
3.478
3.303
3.030
2.228
2.095
1.992
1.038 1.383
1.075
2023 2024 2025
Karyawan Perseroan Karyawan Entitas Anak Karyawan Konsolidasian
Company’s Employees Subsidiary’s Employees Consolidated Employees
Komposisi Karyawan Berdasarkan Status Perusahaan dan Jenis Kelamin
Employee Composition Based on Company Status and Gender
Status 2025 2024 2023
Perusahaan Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
Company Status % % %
Male Female Total Male Female Total Male Female Total
Perseroan 923 460 1.383 40% 730 345 1.075 33% 726 312 1.038 34%
The Company
Entitas Anak 1.482 613 2.095 60% 1.602 626 2.228 67% 1.428 564 1.992 66%
Subsidiary
Jumlah 2.405 1.073 3.478 100% 2.332 971 3.303 100% 2.154 876 3.030 100%
Total
Komposisi Karyawan Berdasarkan Wilayah Kerja dan Jenis Kelamin
Employee Composition Based on Operating Area and Gender
2025 2024 2023
Wilayah Kerja
Operating Area Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
% % %
Male Female Total Male Female Total Male Female Total
Jakarta 914 372 1.286 37% 812 297 1.109 34% 830 303 1.133 37%
Semarang 3 - 3 - - - - - - - - -
Yogyakarta 184 67 251 7% 200 82 282 9% 192 72 264 9%
Solo 37 20 57 2% 36 18 54 2% 35 17 52 2%
Surabaya 1.064 513 1.577 45% 1.062 469 1.531 46% 974 405 1.379 46%
Bekasi 143 77 220 6% 163 79 242 7% 65 52 117 4%
Bali 60 24 84 2% 59 26 85 3% 58 27 85 3%
Jumlah 2.405 1.073 3.478 100% 2.332 971 3.303 100% 2.154 876 3.030 100%
Total
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Komposisi Karyawan Berdasarkan Tingkat Pendidikan dan Jenis Kelamin
Employee Composition Based on Education Level and Gender
2025 2024 2023
Pendidikan
Education Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
% % %
Male Female Total Male Female Total Male Female Total
S2 43 29 72 2% 48 29 77 2% 41 25 66 2%
Master
S1 654 596 1.250 36% 614 537 1.151 35% 515 503 1018 34%
Bachelor
D1, 2, 3 282 162 444 13% 250 153 403 12% 238 106 344 11%
Diploma
SD – SLTA 1.426 286 1.712 49% 1.420 252 1.672 51% 1.360 242 1.602 53%
Elementary –
Senior High School
Jumlah 2.405 1.073 3.478 100% 2.332 971 3.303 100% 2.154 876 3.030 100%
Total
Komposisi Karyawan Berdasarkan Rentang Usia dan Jenis Kelamin
Employee Composition Based on Age Group and Gender
2025 2024 2023
Rentang Usia
Age Range Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
% % %
Male Female Total Male Female Total Male Female Total
>55 tahun 93 31 124 4% 130 41 171 5% 140 28 168 6%
years old
45-54 tahun 466 120 586 17% 440 111 551 17% 433 98 531 18%
years old
35-44 tahun 748 239 987 28% 726 243 969 29% 675 241 916 30%
years old
25-34 tahun 935 500 1.435 41% 654 333 987 30% 579 303 882 29%
years old
18-24 tahun 163 183 346 10% 382 243 625 19% 327 206 533 18%
years old
Jumlah 2.405 1.073 3.478 100% 2.332 971 3.303 100% 2.154 876 3.030 100%
Total
Komposisi Karyawan Berdasarkan Level Jabatan dan Jenis Kelamin
Employee Composition Based on Position Level and Gender
2025 2024 2023
Level Jabatan
Position Level Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
% % %
Male Female Total Male Female Total Male Female Total
Executive Level 5 5 10 0% 6 3 9 0% 6 3 9 0%
Senior Level 251 161 412 12% 213 128 341 10% 191 111 302 10%
Mid-Level 620 258 878 25% 603 226 829 25% 527 224 751 25%
Entry Level 1.529 649 2.178 63% 1.510 614 2.124 64% 1.430 538 1.968 65%
Jumlah 2.405 1.073 3.478 100% 2.332 971 3.303 100% 2.154 876 3.030 100%
Total
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Profil Perusahaan
Company Profile
Komposisi Karyawan Berdasarkan Status dan Jenis Kelamin
Employee Composition Based on Status and Gender
2025 2024 2023
Status Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
% % %
Male Female Total Male Female Total Male Female Total
Karyawan Tetap 1.855 807 2.662 77% 1.745 631 2.376 72% 1.440 500 1.940 64%
Permanent
Employee
Karyawan Kontrak 550 266 816 23% 587 340 927 28% 714 376 1.090 36%
Contract Employee
Jumlah 2.405 1.073 3.478 100% 2.332 971 3.303 100% 2.154 876 3.030 100%
Total
Komposisi Karyawan Berdasarkan Jenis Kelamin
Employee Composition Based on Gender
2025 2024 2023
Jenis Kelamin
Gender Jumlah Jumlah Jumlah
% % %
Total Total Total
Pria 2.405 69% 2.332 71% 2.154 71%
Male
Wanita 1.073 31% 971 29% 876 29%
Female
Jumlah 3.478 100% 3.303 100% 3.030 100%
Total
Upacara Bendera 17 Agustus 2025 - Pakuwon City
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Komposisi Pemegang Saham
Composition of Shareholders
Masyarakat
PT Pakuwon (masing-masing PT Artisan Surya Wong Boon
Alexander Tedja PT Pakuwon Darma Ir. Richard Adisastra
Arthaniaga <5%) | Public (Each Kreasi Siew Ivy
<5%)
68,68% 31,26% 0,03% 0,02% 0,01% 0,00% 0,00%
Kepemilikan Saham Perseroan The Company’s Share Ownership
1 Januari 2025 31 Desember 2025
Jumlah Saham Jumlah Saham
Uraian (lembar) Nilai Saham (lembar) Nilai Saham
(%) (%)
Description Number of Par Value (Rp) Number of Par Value (Rp)
Shares (Share) Shares (share)
Nilai Nominal Rp25,- per saham
Par Value Rp25,- per share
Modal Dasar 120.000.000.000 3.000.000.000.000 120.000.000.000 3.000.000.000.000
Authorized Capital
Komposisi Pemegang Saham lebih dari 5%
Shareholding Composition more than 5%
PT Pakuwon 33.077.598.400 826.939.960.000 68,68% 33.077.598.400 826.939.960.000 68,68%
Arthaniaga
Komposisi Pemegang Saham Kurang dari 5%
Shareholding Composition less than 5%
Masyarakat | Public 15.050.761.660 376.269.041.500 31,26% 15.050.761.660 376.269.041.500 31,26%
(masing-masing di
bawah 5% | each
below 5%)
PT Artisan Surya 16.071.200 401.780.000 0,03% 16.071.200 401.780.000 0,03%
Kreasi
Alexander Tedja 10.608.000 265.200.000 0,02% 10.608.000 265.200.000 0,02%
(Presiden Komisaris
President
Commissioner)
PT Pakuwon Darma 3.432.100 85.802.500 0,01% 3.432.100 85.802.500 0,01%
Wong Boon Siew Ivy 1.000.000 25.000.000 0,00% 1.000.000 25.000.000 0,00%
(Direktur | Director)
Ir. Richard Adisastra 131.040 3.276.000 0,00% 131.040 3.276.000 0,00%
(Komisaris |
Commissioner)
Jumlah 48.159.602.400 1.203.990.060.000 100,00% 48.159.602.400 1.203.990.060.000 100,00%
Total
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Profil Perusahaan
Company Profile
Komposisi Pemegang Saham oleh Dewan Shareholding Composition by the Board of
Komisaris dan Direksi Commissioners and Board of Directors
Peraturan Otoritas Jasa Keuangan No. 4 Tahun 2024 The Financial Services Authority Regulation No. 4 of 2024
mewajibkan setiap anggota Dewan Komisaris dan Direksi is required each member of the Board of Commissioners
untuk melaporkan kepada Perseroan terkait kepemilikan and the Board of Directors to report their share ownership
atau perubahan kepemilikan saham mereka dalam waktu or any changes in such ownership within 3 working days
3 hari kerja setelah transaksi. Laporan ini kemudian akan after the transaction to the Company. The Company
disampaikan Perseroan kepada Otoritas Jasa Keuangan will then submit this report to the Financial Services
dalam waktu 5 hari kerja. Perseroan secara rutin Authority within 5 working days. The Company routinely
mengirimkan laporan bulanan terkait kepemilikan saham submits monthly reports on the share ownership of the
Dewan Komisaris dan Direksi melalui e-reporting kepada Board of Commissioners and the Board of Directors
Otoritas Jasa Keuangan dan Bursa Efek Indonesia. Berikut through e-reporting to the Financial Services Authority
informasi kepemilikan saham oleh Dewan Komisaris dan and the Indonesia Stock Exchange. The following is the
Direksi Perseroan. information on share ownership by the Company’s.
Per 1 Januari 2025 Per 31 Desember 2025
As of January 1, 2025 As of December 31, 2025
Kepemilikan Tidak
Kepemilikan Langsung Kepemilikan Tidak Langsung Kepemilikan Langsung
Langsung
Direct Ownership Indirect Ownership Direct Ownership
Nama dan Jabatan Indirect Ownership
Name and Position
Jumlah Jumlah Jumlah
Persentase Persentase Persentase Persentase
Saham Jumlah Saham Saham Saham
Kepemilikan Kepemilikan Kepemilikan Kepemilikan
(lembar) (lembar) (lembar) (lembar)
Percentage Percentage Percentage Percentage
Number Number of Number Number
Ownership Ownership Ownership Ownership
of Shares Shares (share) of Shares of Shares
(%) (%) (%) (%)
(share) (share) (share)
Dewan Komisaris
Board of Commissioners
Alexander Tedja 10.608.000 0,02% 24.808.198.800 51,51% 10.608.000 0,02% 18.358.067.112 38,12%
(Presiden
Komisaris
| President
Commissioner)
Dr. Dyah Nihil Nihil Nihil Nihil Nihil Nihil Nihil Nihil
Pradnyaparamita Nil Nil Nil Nil Nil Nil Nil Nil
Duarsa,MM. MSi
(Komisaris
Independen |
Independent
Commissioner)
Ir. Richard Adisastra 131.040 0,00% Nihil Nihil 131.040 0,00% Nihil Nihil
(Komisaris | Nil Nil Nil Nil
Commissioner)
Irene Tedja Nihil Nihil Nihil Nihil Nihil Nihil 1.984.655.904 4,12%
(Komisaris | Nil Nil Nil Nil Nil Nil
Commissioner)
Direksi
Board of Directors
A. Stefanus Nihil Nihil Nihil Nihil Nihil Nihil Nihil Nihil
Ridwan Suhendra Nil Nil Nil Nil Nil Nil Nil Nil
(Presiden Direktur |
President Director)
Sutandi Nihil Nihil Nihil Nihil Nihil Nihil Nihil Nihil
Purnomosidi Nil Nil Nil Nil Nil Nil Nil Nil
(Direktur | Director)
Wong Boon Siew 1.000.000 0,00% Nihil Nihil 1.000.000 0,00% Nihil Nihil
Ivy (Direktur | Nil Nil Nil Nil
Director)
Dra. Lauw, Syane Nihil Nihil Nihil Nihil Nihil Nihil Nihil Nihil
Wahyuni Loekito Nil Nil Nil Nil Nil Nil Nil Nil
(Direktur | Director)
Drs. Minarto Nihil Nihil Nihil Nihil Nihil Nihil Nihil Nihil
(Direktur | Director) Nil Nil Nil Nil Nil Nil Nil Nil
Lusiana Nihil Nihil Nihil Nihil Nihil Nihil Nihil Nihil
(Direktur | Director) Nil Nil Nil Nil Nil Nil Nil Nil
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Komposisi Pemegang Saham Berdasarkan Kepemilikan Lokal dan Asing
Composition of Shareholders Based on Local and Foreign Ownership
Jumlah Persentase
Jumlah Saham
Pemegang Persentase Kepemilikan Jumlah Modal Disetor
Status Pemegang Saham (lembar)
Saham Percentage Ownership Total Paid-up Capital
Shareholder Status Number of Shares
Number of (%) Percentage (Rp)
(share)
Shareholders (%)
Kepemilikan Lokal
Local Ownership
Individu - Domestik 50.917 98,56% 2.425.390.825 5,04% 60.634.770.625
Individual - Local
Institusi
Institution
Asuransi 85 0,16% 1.183.502.649 2,46% 29.587.566.225
Insurance
Reksadana 78 0,15% 1.233.261.393 2,56% 30.831.534.825
Mutualfund
Perseroan Terbatas 89 0,17% 33.194.516.308 68,93% 829.862.907.700
Limited Liability Company
Dana Pensiun 35 0,07% 200.765.672 0,42% 5.019.141.800
Pension Fund
Individual Foreign Kitas 41 0,08% 4.132.100 0,01% 103.302.500
Broker 25 0,05% 14.573.403 0,03% 364.335.075
Brokers
Yayasan 7 0,01% 48.568.800 0,10% 1.214.220.000
Foundation
Koperasi 5 0,01% 3.184.300 0,01% 79.607.500
Cooperative
Bank 5 0,01% 182.300 0,00% 4.557.500
Institusi 5 0,01% 6.551.700 0,01% 163.792.500
Institution
Sub Total 51.292 99,29% 38.314.629.450 79,56% 957.865.736.250
Kepemilikan Asing
Foreign Ownership
Individu 62 0,12% 8.847.600 0,02% 221.190.000
Individual
Institusi 304 0,59% 9.835.819.250 20,42% 245.895.481.250
Institution
Lain lain 1 0,00% 306.100 0,00% 7.652.500
Others
Sub Total 367 0,71% 9.844.972.950 20,44% 246.124.323.750
Total 51.659 100,00% 48.159.602.400 100,00% 1.203.990.060.000
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Profil Perusahaan
Company Profile
20 Pemegang Saham Terbesar
20 Largest Shareholders’ Composition
Jumlah Kepemilikan
Pemegang Saham Saham (Lembar) Persentase
No Status
Shareholder Total Share Ownership Percentage (%)
(Share)
1 PT Pakuwon Arthaniaga 33.077.598.400 68,68% Pengendali
Controlling
2 BNYM RE BNYMLB RE EMPLOYEES PROVIDENTFD 1.337.708.400 2,78% Publik
BOARD-2039927326 Public
3 NTC-PLATINUM ASIA FUND 724.784.985 1,50% Publik
Public
4 CITIBANK NEW YORK S/A GOVERNMENT OF NORWAY 408.685.500 0,85% Publik
- 16 Public
5 SSB G449 GOLDMAN SACHS FUNDS -2183965378 386.628.400 0,80% Publik
Public
6 JPMCB NA RE-VANGUARD TOTAL INTERNATIONAL 350.000.000 0,73% Publik
STOCK INDEX FUND Public
7 BBH BOSTON S/A PEAR TREE POLARIS FOREIGN VALUE 274.646.000 0,57% Publik
SMALL CAP FUND Public
8 PRUDENTIAL LIFE ASSURANCE - REF, PT 266.584.500 0,55% Publik
Public
9 JPMCB NA RE - VANGUARD EMERGING MARKETS 240.032.900 0,50% Publik
STOCK INDEX FUND Public
10 BNYM RE GOLDMAN SACHS TRUST-GS EMER MAR 230.526.500 0,48% Publik
EQ FUND-2039927836 Public
11 DB SPORE SES CLT A/C FOR PANGOLIN ASIA FUND- 216.016.700 0,45% Publik
864134001 Public
12 BBH LUXEMBOURG S/A FIDELITY FD SICAV-FID FDS 212.060.924 0,44% Publik
ASEAN FD Public
13 REKSA DANA SYARIAH HPAM EKUITAS SYARIAH 210.476.500 0,44% Publik
BERKAH Public
14 JPMBL SA RE - KDII - AFDELING DANICA PENSION - 204.936.700 0,43% Publik
AKTIER 2 Public
15 JPMCB NA RE-JPMORGAN ASEAN FUND 202.717.400 0,42% Publik
Public
16 BBH LUXEMBOURG S/A REDWHEEL FUNDS - 197.240.600 0,41% Publik
REDWHEEL NEXT GENERATION EMERGING MARKETS Public
EQUITY FUND
17 JPMSE LUX RE UCITS CLT RE-SCHRODER 192.061.467 0,40% Publik
INTERNATIONAL SELECTION FUND Public
18 SSB 2Q27 ISHARES CORE MSCI EMERGING MARKETS 167.759.800 0,35% Publik
ETF -2183966403 Public
19 SSB KG33 INVESCO EQV ASIA PACIFIC EQUITY FUND 167.278.200 0,35% Publik
-2183964609 Public
20 JPMCB NA RE-VANGUARD FIDUCIARY TRUST 162.466.800 0,34% Publik
COMPANY INSTITUTIONAL TOTAL INTERNATIONAL Public
STOCK MARKET IT II
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Informasi Pemegang Saham
Utama/Pengendali
Information of Major and/or Controlling Shareholder
PT Pakuwon Arthaniaga adalah pemegang saham PT Pakuwon Arthaniaga is a controlling shareholder
pengendali Perseroan yang didirikan pada tahun 1993 established in 1993 and domiciled at South Jakarta.
dan berdomisili di Jakarta Selatan. Pemegang saham Shareholders of PT Pakuwon Arthaniaga are Alexander
PT Pakuwon Arthaniaga adalah Alexander Tedja 55,5%, Tedja 55.5%, Helena Melinda Sujotomo 20.5%, Irene
Helena Melinda Sujotomo 20,5%, Irene Tedja 6% dan Tedja 6% and Leon Tedja 18%.
Leon Tedja 18%.
Adapun Ultimate Beneficiary Owner (UBO) atau entitas The Ultimate Beneficiary Owner (UBO) or the ultimate
pemilik akhir dari saham Perseroan adalah Alexander owner of the Company’s shares is Alexander Tedja.
Tedja.
Alexander Tedja Helena Melinda Irene Tedja Leon Tedja
Sujotomo
55,50% 20,50% 6% 18%
Alexander Tedja
0,02%
PT Pakuwon PT Artisan Surya Masyarakat Ir. Richard Adisastra
PT Pakuwon Darma
Arthaniaga Kreasi Public
0,00%
68,68% 0,01% 0,03% 31,26%
Wong Boon Siew Ivy
0,00%
PT Pakuwon Jati Tbk.
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Profil Perusahaan
Company Profile
Grand Ballroom - Four Points Bekasi
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Struktur Grup
Group Structure
1. Superblock Pakuwon
Mall Surabaya PT Pakuwon Jati Tbk
2. Pakuwon Mall Jogja
3. Pakuwon Mall Solo
Baru
4. Yogyakarta Marriott
Hotel
5. Superblock Pakuwon
Blok M Plaza Jakarta Semarang
PT Pakuwon PT Grama Pramesi PT Elite Prima PT Prima Cipta
Permai (67,13%) 49,50% Siddhi*** (50,50%) Hutama (99,99%) Konstruksi (99,90%)
Superblock Superblock
Pakuwon Mall Kota Kasablanka
PT Pakuwon PT Dwijaya Bekasi Jakarta
Sentosa Abadi* Manunggal*
(99,92%) (75,00%)
PT Permata Berlian
Realty**
(99,99%) Royal Plaza Surabaya
Ascott Waterplace
Surabaya
Somerset Berlian Jakarta
*) Kepemilikan tidak langsung melalui PT Pakuwon Permai.
**) Kepemilikan tidak langsung melalui PT Pakuwon Sentosa Abadi
***) Kepemilikan langsung melalui PT Pakuwon Jati Tbk sebesar 50,50% dan kepemilikan tidak langsung melalui
PT Pakuwon Permai sebesar 49,50%
****) Kepemilikan tidak langsung melalui PT Artisan Wahyu
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Profil Perusahaan
Company Profile
Projects:
1. Superblock Tunjungan Plaza (Central Surabaya)
2. Pakuwon City Township & Educity (East
Surabaya)
3. Superblock Pakuwon City Mall (East Surabaya)
4. Grand Pakuwon Township (West Surabaya)
5. Hotel Four Points Bali, Kuta
Superblock
Gandaria City Jakarta
PT Prima Regency
PT Pakuwon
PT Artisan Wahyu PT Centrum Utama Hotel (Previously
Nusantara Abadi
(83,33%) Prima (70,00%) PT Pakuwon
(99,99%)
Regensi) (99,99%)
PT Cemerlang
Indo Properti**** Superblock
(90,00%) Pakuwon IKN
Superblock
Pakuwon
Batam
*) Indirect Ownership through PT Pakuwon Permai Belum Beroperasi
**) Indirect Ownership through PT Pakuwon Sentosa Abadi Not yet in operation
***) Direct Ownership through PT Pakuwon Jati Tbk of 50.50% and Indirect Ownership through
PT Pakuwon Permai for 49.50%
****) Indirect Ownership through PT Artisan Wahyu
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Informasi Entitas Anak
dan/atau Entitas Asosiasi
Information on Subsidiary Entities
and/or Associated Entities
Sampai dengan 31 Desember 2025, Perseroan memiliki 12 As of December 31, 2025, the Company has 12 (twelve)
(dua belas) Entitas Anak dengan Kepemilikan Langsung Direct and Indirect Subsidiaries, namely:
dan Tidak Langsung, yaitu:
Tahun Berdiri
Nama Bidang Usaha Domisili
Establishment
Name Line of Business Domicile
Year
Kepemilikan Langsung
Direct Ownership
PT Artisan Wahyu (AW) Pengembang properti Gandaria City Jakarta 1994
Property Developer of Gandaria City
PT Elite Prima Hutama (EPH) Pengembang properti Kota Kasablanka Jakarta 2003
Property Developer of Kota Kasablanka
PT Prima Regency Hotel (PRH) (d/h PT Tidak aktif Surabaya 1997
Pakuwon Regensi (PR) ) Dormant
PT Grama Pramesi Siddhi (GPS) Pengembang properti Pakuwon Mall Bekasi Jakarta 2011
Property Developer of Pakuwon Mall Bekasi
PT Centrum Utama Prima (CUP) Pengembang property Jakarta 2007
Property Developer
PT Pakuwon Permai (PP) Pengembang properti Pakuwon Mall, Pakuwon Mall Surabaya 1995
Jogja dan Pakuwon Mall Solo Baru
Property Developer of Pakuwon Mall, Pakuwon Mall
Jogja and Pakuwon Mall Solo Baru
PT Pakuwon Nusantara Abadi (PNA) Pengembang Properti dan Hotel Jakarta 2023
Property and Hotel Developer
PT Prima Cipta Konstruksi (PCK) Konstruksi Surabaya 2024
Construction
Kepemilikan Tidak Langsung
Indirect Ownership
PT Dwijaya Manunggal (DJM) Pengembang properti Royal Plaza Surabaya 1989
Property Developer of Royal Plaza
PT Pakuwon Sentosa Abadi (PSA) Pengembang properti Blok M Plaza Jakarta 1987
Property Developer of Blok M Plaza
PT Permata Berlian Realty (PBR) Apartemen Servis Somerset dan Ascott Waterplace Jakarta 1994
Apartment Services Somerset and Ascott Waterplace
PT Cemerlang Indo Properti (CIP) Pengembang property Jakarta 2019
Property Developer
Keterangan:
• Saham PT Grama Pramesi Siddhi (GPS) dimiliki langsung oleh Perseroan sebesar 50,50% dan dimiliki tidak langsung melalui
PT Pakuwon Permai (PP) sebesar 49,50%
• Saham PT Dwijaya Manunggal (DJM) dimiliki tidak langsung melalui PT Pakuwon Permai (PP)
• Saham PT Pakuwon Sentosa Abadi (PSA) dimiliki tidak langsung melalui PT Pakuwon Permai (PP)
• Saham PT Permata Berlian Realty (PBR) dimiliki tidak langsung melalui PT Pakuwon Sentosa Abadi (PSA)
• Saham PT Cemerlang Indo Properti (CIP) dimiliki tidak langsung melalui PT Artisan Wahyu (AW)
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Profil Perusahaan
Company Profile
Tahun Tahun Kepemilikan Jumlah Aset (Rp-Miliar)
Beroperasi Penyertaan Ownership (%) Total Assets (Rp-Billion)
Status Operasi
Komersial Modal
Operating Status
Commencement Year of Equity 2025 2024 2025 2024
Year Participation
2010 2006 83,33% 83,33% 2.860 2.977 Beroperasi
Operating
2012 2001 99,99% 99,99% 5.600 6.102 Beroperasi
Operating
- 1997 99,99% 99,99% 2 2 Belum Beroperasi
Not Operating
2020 2012 50,50% 50,50% 2.442 2.107 Beroperasi
Operating
- 2013 70,00% 70,00% 617 618 Belum Beroperasi
Not Operating
2003 2015 67,13% 67,13% 8.950 8.305 Beroperasi
Operating
- 2023 99,99% 99,99% 51 25 Belum Beroperasi
Not Operating
2025 2024 99,90% 99,99% 76 25 Beroperasi
Operating
2006 2004 75,00% 75,00% 396 461 Beroperasi
Operating
1991 2004 99,92% 99,92% 757 655 Beroperasi
Operating
2007 2014 99,99% 99,99% 239 321 Beroperasi
Operating
- 2019 90,00% 90,00% 206 202 Belum Beroperasi
Not Operating
Remarks:
• Shares of PT Grama Pramesi Siddhi (GPS) direct owned by the Company is 50.50% and indirect owned by PT Pakuown Permai (PP) is 49.50%
• Shares of PT Dwijaya Manunggal (DJM) indirect owned by PT Pakuwon Permai (PP)
• Shares of PT Pakuwon Sentosa Abadi (PSA) indirect owned by PT Pakuwon Permai (PP)
• Shares of PT Permata Berlian Realty (PBR) indirect owned by PT Pakuwon Sentosa Abadi (PSA)
• Shares of PT Cemerlang Indo Properti (CIP) indirect owned by PT Artisan Wahyu (AW)
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Profil Entitas Anak
Profile of Subsidiary Entities
PT Artisan Wahyu (AW)
AW, berdiri berdasarkan Akta Notaris yang dibuat di AW, established under Notarial Deed Esther Mercia
hadapan Esther Mercia Sulaiman, S.H., No.186, tanggal Sulaiman, S.H., No.186, dated March 29, 1994, and started its
29 Maret 1994 dan mulai beroperasi sejak tahun 2010. AW operation since 2010. AW is engaged as property developer
bergerak di bidang pengembang properti Gandaria City. of Gandaria City. By the end of 2025, the composition of
Hingga akhir tahun 2025, komposisi pemegang saham AW’s shareholders is:
AW adalah:
• PT Pakuwon Jati Tbk 83,33%, • PT Pakuwon Jati Tbk 83.33%,
• PT Pakuwon Darma 16,67% • PT Pakuwon Darma 16.67%
PT Elite Prima Hutama (EPH)
EPH, berdiri berdasarkan Akta Notaris yang dibuat di EPH, established under Notarial Deed Tse Min Suhardi,
hadapan Tse min Suhardi, S.H., pengganti Rachmat S.H., replacement for Rachmat Santoso, S.H., No. 55, dated
Santoso, S.H., No. 55, tanggal 07 Februari 2003 dan mulai February 7, 2003, and started its operation since 2012. EPH
beroperasi sejak tahun 2012. EPH bergerak di bidang is engaged as property developer of Kota Kasablanka. By
pengembang properti Kota Kasablanka. Hingga akhir the end of 2025, the composition of EPH’s shareholders is:
tahun 2025, komposisi pemegang saham EPH adalah:
• PT Pakuwon Jati Tbk 99,99%, • PT Pakuwon Jati Tbk 99.99%,
• Alexander Tedja 0,01% • Alexander Tedja 0.01%
PT Prima Regency Hotel (PRH) (d/h PT Pakuwon Regensi (PR)
PRH, berdiri berdasarkan Akta Notaris Rika You Soo, S.H., PRH, established under Notarial Deed Rika You Soo, S.H.,
No.1, tanggal 7 Agustus 1997 dan belum beroperasi hingga No. 1, dated August 7, 1997, and still not operating yet
saat ini. Hingga akhir tahun 2025, komposisi pemegang until today. By the end of 2025, the composition of PRH’s
saham PRH adalah: shareholders is:
• PT Pakuwon Jati Tbk 99,99%, • PT Pakuwon Jati Tbk 99.99%,
• PT Pakuwon Darma 0,01% • PT Pakuwon Darma 0.01%
PT Grama Pramesi Siddhi (GPS)
GPS, berdiri berdasarkan Akta Notaris yang dibuat GPS, established under Notarial Deed Buntario Trigis
dihadapan Buntario Trigis Darmawa NG., S.H., S.E., M.H., Darmawa NG., S.H., S.E., M.H., No. 56, dated September 9,
No. 56, tanggal 9 September 2011 dan mulai beroperasi 2011, and started its operation since 2020. GPS is engaged
sejak tahun 2020. GPS bergerak di bidang pengembang as property developer of Pakuwon Mall Bekasi. By the end
properti Pakuwon Mall Bekasi. Hingga akhir tahun 2025, of 2025, the composition of GPS’s shareholders is:
komposisi pemegang saham GPS adalah:
• PT Pakuwon Jati Tbk 50,50%, • PT Pakuwon Jati Tbk 50.50%,
• PT Pakuwon Permai 49,50% • PT Pakuwon Permai 49.50%
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Profil Perusahaan
Company Profile
PT Centrum Utama Prima (CUP)
CUP, berdiri berdasarkan Akta Notaris Patricia Bunandi CUP, established under Notarial Deed Patricia Bunandi
Panggabean, S.H., No. 5, tanggal 8 Mei 2007 dan belum Panggabean, S.H., No. 5, dated May 8, 2007 and still not
beroperasi hingga saat ini. CUP bergerak di bidang operating yet until today. CUP is engaged in property
pengembang properti. Hingga akhir tahun 2025, komposisi development. By the end of 2025, the composition of
pemegang saham CUP adalah: CUP’s shareholders is:
• PT Pakuwon Jati Tbk 70,00%, • PT Pakuwon Jati Tbk 70.00%,
• PT Kalma Indocorpora 30,00% • PT Kalma Indocorpora 30.00%
PT Pakuwon Permai (PP)
PP, berdiri berdasarkan Akta Notaris Poerbaningsih Adi PP, established under Notarial Deed Poerbaningsih Adi
Warsito, S.H., No. 221, tanggal 30 Januari 1995 dan mulai Warsito, S.H., No. 221, dated January 30, 1995, and started
beroperasi sejak tahun 2003. PP bergerak di bidang its operation since 2003. PP is engaged as property
pengembang properti Pakuwon Mall. Hingga akhir tahun developer of Pakuwon Mall. By the end of 2025, the
2025, komposisi pemegang saham PP adalah: composition of PP’s shareholders is:
• PT Pakuwon Jati Tbk 67,13%, • PT Pakuwon Jati Tbk 67.13%,
• PT Pakuwon Darma 32,87% • PT Pakuwon Darma 32.87%
PT Pakuwon Nusantara Abadi (PNA)
PNA, berdiri berdasarkan Akta Notaris Buntario Tigris PNA, established under Notarial Deed Buntario Tigris
Darmawa, S.H., S.E., M.H., No. 29, tanggal 3 Oktober Darmawa, S.H., S.E., M.H., No. 29, dated October 3, 2023,
2023 dan belum beroperasi hingga saat ini. Hingga akhir and still not operating yet until today. By the end of 2025,
tahun 2025, komposisi pemegang saham PNA adalah: the composition of PNA’s shareholders is:
• PT Pakuwon Jati Tbk 99,996%, • PT Pakuwon Jati Tbk 99.996%,
• PT Elite Prima Hutama 0,004% • PT Elite Prima Hutama 0.004%
PT Prima Cipta Konstruksi (PCK)
PCK, berdiri berdasarkan Akta Notaris Anita Anggawidjaja, PCK, established under Notarial Deed Anita Anggawidjaja,
S.H., No. 47, tanggal 18 September 2024 dan mulai S.H., No. 47, dated September 18, 2024, and started its
beroperasi sejak tahun 2025. Hingga akhir tahun 2025, operation since 2025. By the end of 2025, the composition
komposisi pemegang saham PCK adalah: of PCK’s shareholders is:
• PT Pakuwon Jati Tbk 99,9%, • PT Pakuwon Jati Tbk 99.9%,
• Alexander Tedja 0,1% • Alexander Tedja 0.1%
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PT Dwijaya Manunggal (DJM)
DJM, berdiri berdasarkan Akta Notaris Soetjipto, S.H., DJM, established under Notarial Deed Soetjipto, S.H.,
No. 117, tanggal 16 Maret 1989 dan mulai beroperasi sejak No. 117, dated March 16, 1989, and started its operation
tahun 2006. DJM bergerak di bidang pengembang properti since 2006. DJM is engaged in the property developer
Royal Plaza. Hingga akhir tahun 2025, komposisi pemegang of Royal Plaza. By the end of 2025, the composition of
saham DJM adalah: DJM’s shareholders is:
• PT Pakuwon Permai 75,00%, • PT Pakuwon Permai 75.00%,
• PT Embong Malang Business Centre 25,00% • PT Embong Malang Business Centre 25.00%
PT Pakuwon Sentosa Abadi (PSA)
PSA, berdiri berdasarkan Akta Notaris James Herman PSA, established under Notarial Deed James Herman
Rahardjo, S.H., No. 70, tanggal 20 Februari 1987 dan mulai Rahardjo, S.H., No. 70, dated February 20, 1987, and
beroperasi sejak tahun 1991. PSA bergerak di bidang started its operation since 1991. PSA is engaged as
pengembang properti Blok M Plaza. Hingga akhir tahun property developer of Blok M Plaza. By the end of 2025,
2025, komposisi pemegang saham PSA adalah: the composition of PSA’s shareholders is:
• PT Pakuwon Permai 99,92%, • PT Pakuwon Permai 99.92%,
• Saibun Widjaja 0,04% • Saibun Widjaja 0.04%
• Sunarto Tinor 0,04% • Sunarto Tinor 0.04%
PT Permata Berlian Realty (PBR)
PBR, berdiri berdasarkan Akta Notaris Amrul Partomuan PBR, established under Notarial Deed Amrul Partomuan
Pohan, S.H., LLM, No. 124, tanggal 23 September 1994 Pohan, S.H., LLM, No. 124, dated September 23, 1994,
dan mulai beroperasi sejak tahun 2007. PBR bergerak di and started its operation since 2007. PBR is engaged in
bidang servis apartemen Somerset. Hingga akhir tahun Apartment Service Somerset. By the end of 2025, the
2025, komposisi pemegang saham PBR adalah: composition of PBR’s shareholders is:
• PT Pakuwon Sentosa Abadi 99,99%, • PT Pakuwon Sentosa Abadi 99.99%,
• Alexander Tedja 0,01% • Alexander Tedja 0.01%
PT Cemerlang Indo Properti (CIP)
CIP, berdiri berdasarkan Akta Notaris Buntario Tigris CIP, established under Notarial Deed Buntario Tigris
Darmawa, S.H., S.E., M.H., No. 41, tanggal 10 April 2019 Darmawa, S.H., S.E., M.H., No. 41, dated April 10, 2019,
dan belum beroperasi hingga saat ini. CIP bergerak di and still not operating yet until today. CIP is engaged in
bidang pengembang properti. Hingga akhir tahun 2025, property development. By the end of 2025, the composition
komposisi pemegang saham CIP adalah: of CIP’s shareholders is:
• PT Artisan Wahyu 90,00%, • PT Artisan Wahyu 90.00%,
• Eddy Hussy 10,00% • Eddy Hussy 10.00%
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Company Profile
Kronologi Pencatatan Saham
Chronology of Share Listing
Kronologi pencatatan saham Perseroan di Bursa Efek The chronology of the listing of the Company’s shares on
diuraikan dalam tabel berikut. the Stock Exchange is described in the following table.
Kronologi Pencatatan Saham Perseroan Chronology of Company’s Share Listing
Saham Baru Jumlah Saham
Tindakan Korporasi Tanggal Pencatatan (lembar) (lembar)
Corporate Action Date of Listing New Shares Total Shares
(share) (share)
Penawaran saham perdana 9 Oktober 1989 3.000.000 3.000.000
Initial Public Offering October 9, 1989
Pencatatan saham di Bursa Efek Jakarta dan Surabaya 9 Oktober 1989 17.000.000 20.000.000
Share listing in Jakarta and Surabaya Stock Exchange October 9, 1989
Penawaran Umum Terbatas dengan Hak Memesan Efek 1 Oktober 1991 50.000.000 70.000.000
Terlebih Dahulu October 1, 1991
Limited Public Offering with Pre-Emptive Rights
Pembagian saham bonus 24 Desember 1992 35.000.000 105.000.000
Distribution of bonus shares December 24, 1992
Penawaran Umum Terbatas dengan Hak Memesan Efek 18 Desember 1994 105.000.000 210.000.000
Terlebih dahulu December 18, 1994
Limited Public Offering with Pre-Emptive Rights
Pemecahan saham (1:2) 29 Januari 1996 210.000.000 420.000.000
Stock split (1:2) January 29, 1996
Konversi obligasi 21 Maret 2006 22.705.000 442.705.000
Bond Conversion March 21, 2006
Konversi obligasi 27 Maret 2006 224.295.000 667.000.000
Bond Conversion March 27, 2006
Konversi obligasi 8 Agustus 2006 876.577.000 1.543.577.000
Bond Conversion August 8, 2006
Pemecahan saham (1:5) 19 September 2007 6.174.308.000 7.717.885.000
Stock split (1:5) September 19, 2007
Pembagian saham bonus 3 Juli 2008 2.315.365.500 10.033.250.500
Distribution of bonus shares July 3, 2008
Penawaran Umum Terbatas dengan Hak Memesan Efek 15 Desember 2011 2.005.650.100 12.039.900.600
Terlebih Dahulu December 15, 2011
Limited Public Offering with Pre-Emptive Rights
Pencatatan Saham 4 April 2012 36.119.701.800 48.159.602.400
Share listing April 4, 2012
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Kronologi Pencatatan Efek Lainnya
Chronology of Other Securities Listing
Di tahun 2025, Perseroan tidak melakukan pencatatan In 2025, the Company did not list other securities than
efek selain saham yaitu berupa obligasi dan sukuk di shares in the form of Bond and sukuk on Indonesia Stock
Bursa Efek Indonesia. Exchange.
Informasi Kantor Akuntan Publik
Information of Public Accountant Firm
Berdasarkan RUPS Tahunan yang diselenggarakan pada Based on the Company’s Annual GMS, which was held on
25 Juni 2025, Perseroan menunjuk KAP berikut: June 25, 2025, the Company has appointed the following
Public Accounting Firm:
Nama KAP Kantor Akuntan Publik Liana Ramon Xenia & Rekan (Anggota Jaringan
Name of Public Accounting Firm (KAP) Deloitte Asia Pasifik dan Jaringan Deloitte)
Public Accountant Firm Liana Ramon Xenia & Rekan (Member of
Deloitte Asia Pacific Network and Deloitte Network)
Nama Akuntan Publik Alvin Ismanto
Name of Public Accountant
Dasar Penunjukkank Surat Penunjukkan No. 48/PJ-CS/IX/2025
Basis of Appointment Letter of Appointment No. 48/PJ-CS/IX/2025
Ruang Lingkup Jasa Mengaudit Laporan Keuangan Konsolidasian Perusahaan untuk
Scope of Services Tahun buku 2025.
Auditing the Company’s Consolidated Financial Statements for the
2025 fiscal year.
Jasa Lain yang Diberikan KAP Tidak ada jasa lain yang diberikan KAP selain jasa audit laporan
Other Services Provided by the Public Accounting Firm keuangan tahunan.
The Public Accounting Firm did not provide any services other than
the annual financial statement audit.
Berikut adalah KAP yang melakukan audit atas Laporan The following are KAP’s which was providing audit for
Keuangan konsolidasian Perseroan dalam 5 (lima) tahun the Company’s Consolidated Financial Statements in
terakhir: the last 5 (five) years:
Tahun Buku KAP No. Izin Akuntan Publik No. Izin
Fiscal Year PAF License Number Public Accountant License Number
2025 Kantor Akuntan Publik Liana Ramon Xenia & No. 432/ Alvin Ismanto AP.0566
Rekan (Anggota Jaringan Deloitte Asia Pasifik KM.1/2024
dan Jaringan Deloitte)
Public Accounting Firm Liana Ramon Xenia
& Rekan Member of the Deloitte Asia Pacific
network and the Deloitte network)
Kantor Akuntan Publik Tanubrata Sutanto Fahmi No. 298/MK/ Randie Harianto, AP. 1090
Bambang & Rekan SK/2025 CPA
Public Accounting Firm Tanubrata Sutanto Fahmi
Bambang & Rekan
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Company Profile
Tahun Buku KAP No. Izin Akuntan Publik No. Izin
Fiscal Year PAF License Number Public Accountant License Number
Kantor Akuntan Publik Paul Hadiwinata, Hidajat, No. 978/ Ady Putera Setyo AP. 1191
Arsono, Retno, Palilingan & Rekan KM.1/2017 Pribadi
Public Accounting Firm Paul Hadiwinata, Hidajat,
Arsono, Retno, Palilingan & Rekan
2024 Kantor Akuntan Publik Liana Ramon Xenia & No. 432/ Alvin Ismanto AP.0566
Rekan (Anggota Jaringan Deloitte Asia Pasifik KM.1/2024
dan Jaringan Deloitte)
Public Accounting Firm Liana Ramon Xenia
& Rekan Member of the Deloitte Asia Pacific
network and the Deloitte network)
2023 Kantor Akuntan Publik Imelda & Rekan (Anggota No. 308/ William AP.1089
Jaringan Deloitte Asia Pasifik dan Jaringan KM.1/2019 Tanuwijaya
Deloitte)
Public Accounting Firm Imelda & Rekan (Member
of the Deloitte Asia Pacific network and the
Deloitte network)
2022 Kantor Akuntan Publik Imelda & Rekan (Anggota No. 308/ Theodorus AP.1208
Jaringan Deloitte Asia Pasifik dan Jaringan KM.1/2019 Bambang Dwi K.A
Deloitte)
Public Accounting Firm Imelda & Rekan (Member
of the Deloitte Asia Pacific network and the
Deloitte network)
2021 Kantor Akuntan Publik Imelda & Rekan (Anggota No. 308/ Theodorus AP.1208
Jaringan Deloitte Asia Pasifik dan Jaringan KM.1/2019 Bambang Dwi K.A
Deloitte)
Public Accounting Firm Imelda & Rekan (Member
of the Deloitte Asia Pacific network and the
Deloitte network)
Lembaga/Profesi Penunjang
Pasar Modal
Capital Market Supporting Institutions/Professions
Akuntan Publik Public Accountant
Biaya
Periode Nama Kantor Akuntan Publik Alamat Jasa
Cost
Period Name of Public Accountant Firm Address Services
(Rp)
2025 Kantor Akuntan Publik Liana Ramon The Plaza Office Tower, Audit atas Laporan Rp4.176.000.000
Xenia & Rekan (Anggota Jaringan 32nd Floor, Jl. M.H. Thamrin Keuangan PT Pakuwon Jati
Deloitte Asia Pasifik dan Jaringan Kav. 28- 30, Menteng, Tbk dan Entitas
Deloitte) Jakarta 10350 Audit of Financial Statements
Public Accounting Firm Liana Ramon PT Pakuwon Jati Tbk and
Xenia & Rekan (Member of the Deloitte Subsidiaries
Asia Pacific network and the Deloitte
network)
Kantor Akuntan Publik Tanubrata Level 17, Prudential Tower, Audit atas Laporan Keuangan Rp60.000.000
Sutanto Fahmi Bambang & Rekan Jl. Jenderal Sudirman, Kav. PT Cemerlang Indo Properti
Public Accounting Firm Tanubrata 79, Jakarta, DKI Jakarta and PT Centrum Utama
Sutanto Fahmi Bambang & Rekan 12910 Prima
Audit of PT Cemerlang Indo
Properti and PT Centrum
Utama Prima
Kantor Akuntan Publik Paul Hadiwinata, UOB Plaza Lantai 30, Jl. Audit atas Laporan Keuangan Rp40.000.000
Hidajat, Arsono, Retno, Palilingan & M.H. Thamrin Lot 8-10, PT Prima Cipta Konstruksi
Rekan Kebon Melati, Tanah Abang Audit of Financial Statements
Public Accounting Firm Paul Hadiwinata, Jakarta PT Prima Cipta Konstruksi
Hidajat, Arsono, Retno, Palilingan &
Rekan
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www.pakuwonjati.com
Biaya
Periode Nama Kantor Akuntan Publik Alamat Jasa
Cost
Period Name of Public Accountant Firm Address Services
(Rp)
2024 Kantor Akuntan Publik Liana Ramon The Plaza Office Tower, A u d i t a t a s L a p o r a n Rp3.868.500.000
Xenia & Rekan (Anggota Jaringan 32nd Floor, Jl. M.H. Thamrin Keuangan PT Pakuwon Jati
Deloitte Asia Pasifik dan Jaringan Kav. 28- 30, Menteng, Tbk dan Entitas
Deloitte) Jakarta 10350 Audit of Financial Statements
Public Accounting Firm Liana Ramon PT Pakuwon Jati Tbk and
Xenia & Rekan (Member of the Deloitte Subsidiaries
Asia Pacific network and the Deloitte
network)
Kantor Akuntan Publik Gani Sigiro & Sampoerna Strategic Audit atas Laporan Keuangan Rp30.000.000
Handayani (Grant Thornton) Square, South Tower level PT Cemerlang Indo Properti
Public Accounting Firm Gani Sigiro & 25, Jl Jend. Sudirman Kav Audit of the Financial
Handayani (Grant Thornton) 45-46, Jakarta 12930. Statements of PT Cemerlang
Indo Properti
2023 Kantor Akuntan Publik Imelda & Rekan The Plaza Office Tower, Audit atas Laporan Rp3.872.000.000
(Anggota Jaringan Deloitte Asia Pasifik 32nd Floor, Jl. M.H. Thamrin Keuangan PT Pakuwon Jati
dan Jaringan Deloitte) Kav. 28- 30, Menteng, Tbk dan Entitas
Public Accounting Firm Imelda & Rekan Jakarta 10350 Audit of Financial Statements
(Member of the Deloitte Asia Pacific PT Pakuwon Jati Tbk and
network and the Deloitte network) Subsidiaries
Biro Administrasi Efek Securities Administration Bureau
Nama Biro
Biaya (Rp)
Periode Administrasi Efek Alamat Jasa
Cost (Rp)
Period Name of Securities Address Services
Administration Bureau
2025 PT Adimitra Jasa Korpora Rukan Kirana Boutique Office 66.610.000
Jl. Kirana Avenue III Blok F3 No. 5,
Kelapa Gading – Jakarta Utara, 14250
2024 PT Adimitra Jasa Korpora Rukan Kirana Boutique Office 66.610.000
Pencatatan saham
Jl. Kirana Avenue III Blok F3 No. 5,
Share listing
Kelapa Gading – Jakarta Utara, 14250
2023 PT Raya Saham Registra Gedung Plaza Central Lt.2 Jl Jend Sudirman 187.000.000
Kav 47-48 Jakarta 12930
Notaris Notary
Biaya (Rp)
Periode Nama Notaris Alamat Jasa
Cost (Rp)
Period Name of Notary Address Services
2025 Anita Anggawidjaja, SH Jl. Genteng Kali 77A, Genteng, Surabaya, 21.650.000
60275
2024 Kartika S.H., M.Kn Menara Imperium 9th Floor Unit C, Jl. HR Biaya penerbitan 27.750.000
Rasuna Said Kav. 1, Jakarta, 12980, RT. 1/ akta dan salinan
RW.6, Guntur, Setiabudi, South Jakarta City, akta RUPS Tahunan
Jakarta 12980 Issuance and copy
2023 Kartika S.H., M.Kn Menara Imperium 9th Floor Unit C, Jl. HR cost of company 27.750.000
Rasuna Said Kav. 1, Jakarta, 12980, RT. 1/ deed and GMS fee
RW.6, Guntur, Setiabudi, South Jakarta City,
Jakarta 12980
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Profil Perusahaan
Company Profile
Badan Pemeringkat Rating Agency
Nama Badan
Biaya (US$)
Periode Pemeringkat Alamat Jasa
Cost (US$)
Period Name of Rating Address Services
Agency
2025 Fitch 30 North Colonnade London E14GN 80.000
United Kingdom
Memberikan jasa
Standard & Poor’s 12 Marina Boulevard Level 23, #23-01 MBFC 92.000
pemeringkatan
Tower 3 Singapore 018982
Provide rating services
Moody’s 50 Raffles Place, #23-08 Singapore Land Tower 88.000
Singapore 048623
2024 Fitch 30 North Colonnade London E14GN 76.000
United Kingdom
Memberikan jasa
Standard & Poor’s 12 Marina Boulevard Level 23, #23-01 MBFC 90.000
pemeringkatan
Tower 3 Singapore 018982
Provide rating services
Moody’s 50 Raffles Place, #23-08 Singapore Land Tower 85.000
Singapore 048623
2023 Fitch 30 North Colonnade London E14GN 73.000
United Kingdom
Memberikan jasa
Standard & Poor’s 12 Marina Boulevard Level 23, #23-01 MBFC 87.000
pemeringkatan
Tower 3 Singapore 018982
Provide rating services
Moody’s 50 Raffles Place, #23-08 Singapore Land Tower 81.500
Singapore 048623
Superior King - Fairfield Bekasi
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Informasi Website Perseroan
Information on The Company’s Website
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Profil Perusahaan
Company Profile
Perseroan mengimplementasikan prinsip tata kelola The Company implements Good Corporate Governance
perusahaan yang baik (Good Corporate Governance) principles by complying with the Financial Services
dengan memenuhi Peraturan Otoritas Jasa Keuangan Authority Regulation (POJK) Number 8/POJK.04/2015
(POJK) Nomor 8/POJK.04/2015 tentang Situs Web Emiten concerning Issuer or Public Company Websites. The
atau Perusahaan Publik. Perseroan memiliki situs web Company has an official website www.pakuwonjati.com
(website) resmi www.pakuwonjati.com yang dapat which is accessible for stakeholders. The Company’s
diakses oleh para pemangku kepentingan. Situs web website contains the following information:
Perseroan memuat informasi sebagai berikut:
1. Perusahaan 1. Company
• Profil Perusahaan • Company Profile
• Nilai Perusahaan • Our Values
• Sejarah • History
• Manajemen • Management
• Struktur Organisasi • Organization Structure
• Struktur Kepemilikan • Ownership Structure
• Struktur Grup • Group Structure
• Lembaga Profesional • Professional Firm
• Penghargaan • Awards
2. Properti 2. Property
3. Berita 3. News
• Press Release • Press Release
• Berita Terbaru • Latest News
4. Hubungan Investor 4. Investor Relation
• Informasi Saham • Stock Information
• Annual Report • Annual Report
• Financial Statement • Financial Statement
• Company Update • Company Update
• Announcement • Announcement
• Kontak Hubungan Investor • Investor Relation Contact
• General Meetings of Shareholders • General Meetings of Shareholders
• Bonds Information • Bonds Information
• Dividend Information • Dividend Information
• Financial Highlight • Financial Highlight
5. Tata Kelola Perusahaan 5. Corporate Governance
• Tata Kelola Perusahaan • Corporate Governance
• Sekretaris Perusahaan • Corporate Secretary
6. Keberlanjutan 6. Sustainability
• Kebijakan • Policy
• Lingkungan • Environment
• Sosial • Social
• CSR • CSR
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www.pakuwonjati.com
Informasi Kontak
Contact Information
Surabaya (Head Office) Jakarta (Head Office)
Pakuwon City Mall, 5th Floor Gandaria 8 Office Tower 32nd Floor
JI. Kejawan Putih Mutiara No. 17 JI. Sultan Iskandar Muda No. 8, Kebayoran Lama,
Mulyorejo, Surabaya, Jawa Timur, Indonesia Jakarta Selatan, DKI Jakarta, Indonesia
Kode Pos / Postal Code: 60112 Kode Pos / Postal Code: 12240
Telp. / Phone: (031) 9921 8800 Telp. / Phone: (021) 2900 8000
JAKARTA
Kota Kasablanka
PT Elite Prima Hutama
Jl. Casablanca Raya Kav. 88, Tebet,
Jakarta Selatan, DKI Jakarta, Indonesia
Kode Pos / Postal Code: 12870
Telp. / Phone: (021) 8370 9888
www.kotakasablanka.co.id
Superblock Kota Kasablanka
Residential & Office
CasaGrande Residence 88 Office Tower Pakuwon Tower Jakarta
PT Elite Prima Hutama PT Elite Prima Hutama PT Elite Prima Hutama
Jl. Kasablanka Raya kav. 88, Jl. Kasablanka Raya kav. 88, Jl. Kasablanka Raya kav. 88, Jakarta Selatan
Jakarta Selatan Jakarta Selatan Jakarta 12870 Indonesia
Jakarta 12870 Indonesia Jakarta 12870 Indonesia Telp. / Phone: +62 21 83709888
Telp. / Phone: +62 21 83709888 Telp. / Phone: +62 21 83709888 website: www.kotakasablanka.co.id
website: http://casagranderesidence.co.id/
Prudential Tower
Angelo, Bella & Chianti Tower PT Elite Prima Hutama
PT Elite Prima Hutama Jl. Kasablanka Raya kav. 88, Jakarta Selatan
Jl. Kasablanka Raya kav. 88, Jakarta Selatan Jakarta 12870 Indonesia
Jakarta 12870 Indonesia Telp. / Phone: +62 21 83709888
Telp. / Phone: +62 21 83709888
website: www.casagranderesidence.co.id
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Profil Perusahaan
Company Profile
Gandaria City Sheraton Grand Jakarta
PT Artisan Wahyu PT Artisan Wahyu
Gandaria 8 Office Tower 32nd Floor Jl. Sultan Iskandar Muda No. 8,
Jl. Sultan Iskandar Muda No. 8, Kebayoran Lama, Jakarta Selatan,
Kebayoran Lama, DKI Jakarta, Indonesia
Jakarta Selatan, DKI Jakarta, Kode Pos / Postal Code: 12240
Indonesia Telp. / Phone: (021) 8063 0888
Kode Pos / Postal Code: 12240 www.sheratongrandjakartagandariacity.com
Telp. / Phone: (021) 2900 8000
www.gandariacity.co.id
Superblock Gandaria City
Residential & Office
Gandaria Heights Apartment Gandaria 8 Office Tower
PT Artisan Wahyu PT Artisan Wahyu
Gandaria 8 Office Tower 32nd Floor Gandaria 8 Office Tower 32nd Floor
Jl. Sultan Iskandar Muda No. 8 Gandaria, Jl. Sultan Iskandar Muda No. 8 Gandaria,
Kebayoran Lama, Jakarta Selatan Kebayoran Lama, Jakarta Selatan
Jakarta 12240 Indonesia Jakarta 12240 Indonesia
Telp. / Phone: +62 21 2900 8000 Telp. / Phone: +62 21 2900 8000
Somerset Berlian Jakarta Blok M Plaza
PT Permata Berlian Realty PT Pakuwon Sentosa Abadi
Permata Hijau, Jl Permata Berlian V, Plaza Blok M 7th Floor
Kebayoran Lama, Jakarta Selatan Jl. Bulungan No. 76, Kebayoran Lama,
DKI Jakarta, Indonesia Jakarta Selatan, DKI Jakarta, Indonesia
Kode Pos / Postal Code: 12210 Kode Pos / Postal Code: 12130
Telp. / Phone: (021) 5366 8888 Telp. / Phone: (021) 720 9288
www.discoverasr.com www.plazablokm.com
PT Cemerlang Indo Properti PT Centrum Utama Prima PT Pakuwon Nusantara Abadi
Gandaria 8 Office Tower 32nd Floor Gandaria 8 Office Tower 32nd Floor Gandaria 8 Office Tower 32nd Floor
Jl. Sultan Iskandar Muda No. 8, Jl. Sultan Iskandar Muda No. 8, Jl. Sultan Iskandar Muda No. 8,
Kebayoran Lama, Kebayoran Lama, Kebayoran Lama,
Jakarta Selatan, DKI Jakarta, Indonesia Jakarta Selatan, DKI Jakarta, Indonesia Jakarta Selatan, DKI Jakarta, Indonesia
Kode Pos / Postal Code: 12240 Kode Pos / Postal Code: 12240 Kode Pos / Postal Code: 12240
Telp. / Phone: (021) 2900 8000 Telp. / Phone: (021) 2900 8000 Telp. / Phone: (021) 2900 8000
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www.pakuwonjati.com
GREATER JAKARTA
Pakuwon Mall Bekasi
PT Grama Pramesi Siddhi
Jl. Raya Pekayon No.002
Pekayon Jaya, Kec. Bekasi Sel.,
Kota Bks, Jawa Barat 17148
Telp. / Phone: (021) 80609888
www.pakuwonmallbekasi.com
Four Points Bekasi
PT Grama Pramesi Siddhi
Jl. Raya Pekayon No.002, RT.001/
RW.001, Pekayon Jaya, Kec. Bekasi
Sel., Kota Bks, Jawa Barat 17148
Telp. / Phone: (021) 30142888
www.fourpointsbekasi.com
Superblock Pakuwon Mall Bekasi
Fairfield Bekasi Pakuwon Residence Bekasi
PT Grama Pramesi Siddhi PT Grama Pramsi Siddhi
Jalan Ahmad Yani Kav No 1, Bekasi, Pakuwon Mall Bekasi, Jl. Raya Pekayon No.002
Indonesia 17530 Ground Floor, RT.01, Pekayon Jaya, Kec. Bekasi
Telp. / Phone: +62 21-80616600 Sel., Kota Bks, Jawa Barat 17530
www.fairfieldbekasi.com
SURABAYA
Tunjungan Plaza Four Points Tunjungan Plaza
PT Pakuwon Jati PT Pakuwon Jati
Jl. Basuki Rakhmat No. 8-12 Jl. Embong Malang No. 25-31
Surabaya, Jawa Timur, Indonesia Surabaya, Jawa Timur, Indonesia
Kode Pos / Postal Code: 60261 Kode Pos / Postal Code: 60261
Telp. / Phone: (031) 531 1088 Telp. / Phone: (031) 1547 7488
www.tunjunganplaza.com www.fourpointssurabaya.com
Sheraton Surabaya Hotel & Towers
PT Pakuwon Jati
Jl. Embong Malang No. 25-31
Surabaya, Jawa Timur, Indonesia
Superblock Tunjungan City Kode Pos / Postal Code: 60261
Telp. / Phone: (031) 546 8000
www.sheratonsurabaya.com
Residential & Office
Pakuwon Tower Surabaya
One Icon Residence Condominium Regensi PT Pakuwon Jati
PT Pakuwon Jati PT Pakuwon Jati Pakuwon Tower #11-05 Tunjungan Plaza
Tunjungan Plaza 4, 1st floor Jl. Basuki Rachmat 8-12 Jl Embong Malang 21-31 Surabaya
(in front of H&M) Surabaya 60261 - Indonesia Telp. / Phone: 031-5327788
Embong Malang 7-12, Surabaya Telp. / Phone: +62 31 5311088
TP Residence Pakuwon Center Surabaya
PT Pakuwon Jati PT Pakuwon Jati
Pakuwon Tower #11-05 Tunjungan Plaza Tunjungan Plaza 4 #5th Floor-Unit 16-20
Jl Embong Malang 21-31 Jl Embong Malang 7-21
Surabaya 60261 Indonesia Surabaya 60261 Indonesia
Tel : +62 31 5327788 Tel : +62 31 5327788 or
08001725896 (toll free)
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Profil Perusahaan
Company Profile
Pakuwon Mall & Pakuwon Four Points Pakuwon Indah
Trade Center
PT Pakuwon Permai PT Pakuwon Permai
Jl. Puncak Indah Lontar No. 2 Jl. Raya Lontar No. 2
Wiyung, Surabaya, Jawa Timur, Wiyung, Surabaya, Jawa Timur,
Indonesia Indonesia
Kode Pos / Postal Code: 60123 Kode Pos / Postal Code: 60126
Telp. / Phone: (031) 739 3888 Telp. / Phone: (031) 9915 0000
www.pakuwonmall.com www.fourpointssurabayapakuwonindah.com
The Westin Surabaya
Superblock Pakuwon Mall
PT Pakuwon Permai
Jl. Raya Lontar No. 2
Wiyung, Surabaya, Jawa Timur, Indonesia
Kode Pos / Postal Code: 60126
Telp. / Phone: (031) 9915 0000
www.royalplazasurabaya.com
Residential
La Viz Mansion Anderson Tower Orchard & Tanglin Tower
PT Pakuwon Permai PT Pakuwon Permai PT Pakuwon Permai
Jl. Puncak Indah Lontar No. 2 Pakuwon Mall 1st floor unit 3 Jl. Puncak Indah Lontar No. 2
Surabaya 60123 Puncak Indah Lontar Timur no 2, Surabaya 60123
Indonesia Surabaya Barat Indonesia
Telp. / Phone: (031) 739 3888 Indonesia Telp. / Phone: (031) 739 3888
Telp. / Phone: (031) 739 3939
La Riz Mansion Benson Tower
PT Pakuwon Permai PT Pakuwon Permai
Jl. Lingkar Dalam Jl. Raya Lontar No.2, Jl. Puncak Indah Lontar No. 2
Lontar, Kec. Sambikerep, Surabaya, Jawa Kel. Lontar Kec. Sambikerep
Timur 60216 Surabaya 60216
031-7390211
Ascott Waterplace Surabaya Royal Plaza
PT Permata Berlian Realty PT Dwijaya Manunggal
Jl. Pakuwon Indah Lontar Timur Kav. 3-5 Jl. Ahmad Yani No. 16
Tower D1, Wiyung, Surabaya Surabaya, Jawa Timur, Indonesia
Jawa Timur, Indonesia Kode Pos / Postal Code: 60231
Kode Pos / Postal Code: 60126 Telp. / Phone: (031) 827 0866
Telp. / Phone: (031) 739 3001 www.royalplazasurabaya.com
www.discoverasr.com
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www.pakuwonjati.com
Pakuwon City Mall
PT Pakuwon Jati
Jl. Kejawan Putih Mutiara No. 17
Mulyorejo, Surabaya, Jawa Timur, Indonesia
Kode Pos / Postal Code: 60112
Telp. / Phone: (031) 5820 8788
www.pakuwoncitymall.com
Aloft Pakuwon City
PT Pakuwon Jati
Jalan Laguna Kejawan Putih Mutiara No 17B,
Surabaya, East Java, Indonesia, 60112
Telp. / Phone: +62 31-99211888
www.aloftsurabayapakuwoncity.com
Superblock Pakuwon City Mall
Amor & Bella Tower
PT Pakuwon Jati
Jl. Laguna Kejawan Putih Mutiara No. 17B,
Kelurahan Kejawan Putih Tambak, Kecamatan
Mulyorejo, Surabaya 60112
Telp. / Phone: 031-99218585
Pakuwon City Township Grand Pakuwon Township Educity Residence
PT Pakuwon Jati PT Pakuwon Jati PT Pakuwon Jati
Jl. Kejawan Putih Mutiara No. 9 Jl. Boulevard Raya Grand Pakuwon Kejawan Putih Mutiara, Kelurahan Kejawan
Mulyorejo, Surabaya, Jawa Timur, Indonesia Tandes, Surabaya, Jawa Timur, Indonesia Putih Tambak, Kecamatan Mulyorejo, Kota
Kode Pos / Postal Code: 60112 Kode Pos / Postal Code: 60185 Surabaya, Jawa Timur
Telp. / Phone: (031) 593 1818 Telp. / Phone: (031) 5190 8588 Kode Pos / Postal Code: 60112
www.pakuwon.com www.pakuwon.com
PT Prima Regency Hotel PT Prima Cipta Konstruksi
Jl. Basuki Rakhmat No. 8-12 Jl. Kejawan Putih Mutiara No. 17
Tegalsari, Surabaya, Jawa Timur, Indonesia Mulyorejo, Surabaya, Jawa Timur,
Kode Pos / Postal Code: 60261 Indonesia
Telp. / Phone: (031) 531 1088 Kode Pos / Postal Code: 60112
Telp. / Phone: (031) 5820 8788
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Profil Perusahaan
Company Profile
YOGYAKARTA
Pakuwon Mall Jogja Yogyakarta Marriott Hotel
Pakuwon Mall Jogja Yogyakarta Marriott Hotel
PT Pakuwon Permai PT Pakuwon Permai
JI. Ring Road Utara, Kaliwaru, JI. Ring Road Utara, Kaliwaru,
Condongcatur, Condongcatur
Depok, Sleman, D.I. Yogyakarta. Depok, Sleman, D.I. Yogyakarta.
Kode Pos / Postal Code: 55281 Kode Pos / Postal Code: 55283
Telp. / Phone: (0274) 2924095 Telp. / Phone: (0274) 6000888
www.pakuwonmalljogja.com www.marriottyogyakarta.com
SOLO
Pakuwon Mall Solo Baru
PT Pakuwon Permai
JI. Ir. Soekarno, Dusun Il, Madegondo
Grogol, Sukoharjo Jawa Tengah
Kode Pos / Postal Code: 57552
Telp. / Phone: (0271) 7890999
www.fourpointskuta.com
Pakuwon Mall Solo Baru
BALI
Four Points Bali, Kuta
PT Pakuwon Jati
Jl. Benesari, Banjar Pengabetan
Kec. Kuta, Kabupaten Badung, Bali
Kode Pos / Postal Code: 80361
Telp. / Phone: (0361) 8496606
www.fourpointskuta.com
Four Points Kuta
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Analisis dan Pembahasan
Manajemen
Management Analysis and Discussion
Kinerja Pakuwon Jati pada tahun 2025 mencerminkan
keberhasilan Perseroan dalam mengakselerasi
pertumbuhan yang berkelanjutan melalui optimalisasi
portofolio dan penguatan model bisnis berbasis
pendapatan berulang. Dengan fondasi aset yang matang
serta strategi pengembangan yang disiplin, Perseroan
mampu mendorong ekspansi nilai usaha sekaligus
memperkuat posisi kompetitif dalam lanskap industri
properti yang semakin selektif.
Pakuwon Jati’s performance in 2025 reflects the Company’s
success in accelerating sustainable growth through portfolio
optimization and strengthening its recurring income business
model. Supported by a mature asset base and disciplined
development strategy, the Company continues to expand its
enterprise value while strengthening its competitive position
in an increasingly selective property landscape.
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www.pakuwonjati.com
Tinjauan Ekonomi
Economic Review
Perekonomian global pada tahun 2025 bergerak dalam The global economy in 2025 entered a phase of
fase stabilisasi setelah periode pengetatan moneter yang stabilization following the monetary tightening period
berlangsung dalam beberapa tahun terakhir. IMF dan over the past few years. The IMF and OECD recorded
OECD mencatat pertumbuhan ekonomi dunia berada global economic growth at around 3.2% in 2025, reflecting
pada kisaran 3,2% pada tahun 2025, mencerminkan continued expansion at a more moderate pace. This
ekspansi yang tetap berlangsung namun dalam laju yang indicates that global economic activity remains on a
lebih moderat. Kondisi ini menunjukkan bahwa aktivitas growth trajectory despite trade fragmentation and
ekonomi global masih bertumbuh meskipun dihadapkan geopolitical uncertainties.
pada fragmentasi perdagangan dan ketidakpastian
geopolitik.
Pertumbuhan ekonomi di negara maju cenderung terbatas Economic growth in advanced economies remained
akibat normalisasi konsumsi dan investasi, sementara limited due to the normalization of consumption and
negara berkembang tetap menjadi penopang utama investment, while developing economies continued to
ekspansi global. World Bank menilai bahwa emerging serve as the primary drivers of global expansion. The
markets akan mencatat pertumbuhan di atas 4%, didukung World Bank noted that emerging markets are expected to
oleh permintaan domestik yang kuat dan investasi grow above 4%, supported by strong domestic demand
infrastruktur. Hal ini mengindikasikan pergeseran pusat and infrastructure investment. This trend signals a shift in
pertumbuhan ekonomi global ke kawasan berkembang. the center of global economic growth toward developing
regions.
Di tingkat regional, Asia tetap menjadi motor utama At the regional level, Asia continued to be the main engine
pertumbuhan ekonomi dunia. Kawasan ini diproyeksikan of global economic growth. The region is projected to
tumbuh lebih tinggi dibandingkan rata-rata global, grow above the global average, supported by domestic
ditopang oleh konsumsi domestik dan pembangunan consumption and sustainable development. East and
berkelanjutan. Negara-negara Asia Timur dan Asia South Asian economies recorded relatively solid growth,
Selatan mencatatkan pertumbuhan yang relatif solid, contributing to regional stability despite pressures in
menciptakan stabilitas ekonomi kawasan meskipun certain sectors such as property in China.
terdapat tekanan pada beberapa sektor seperti properti
di Tiongkok.
Grafik Pertumbuhan Ekonomi 2020-2025 (%)
Economic Growth for 2020-2025 (%)
7,4
5,3
6,3 5,0 5,0 5,0 5,0
4,5 4,6
4,4
3,7
3,5 3,2 3,2 3,2
2020 2021 2022 2023 2024 2025
(0,9)
(2,1) Global Regional (Emerging & Developing Asia) Indonesia
(3,1)
Sumber | Source: IMF, World Economic Outlook Database
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Analisis dan Pembahsan Manajemen
Management Analysis and Discussion
Kawasan Asia Tenggara juga menunjukkan ketahanan Southeast Asia also demonstrated resilience, supported
yang baik, didukung oleh peningkatan mobilitas by increased mobility and intra-regional trade activity.
masyarakat serta aktivitas perdagangan intra-kawasan. Stable domestic demand and ongoing infrastructure
Permintaan domestik yang stabil dan proyek infrastruktur projects remained key factors in sustaining regional
yang berlanjut menjadi faktor utama yang menjaga growth momentum.
momentum pertumbuhan regional.
Di tingkat nasional, perekonomian Indonesia tetap At the national level, Indonesia’s economy continued
menunjukkan daya tahan yang kuat. IMF dalam hasil to demonstrate strong resilience. The IMF, in its 2025
Article IV Consultation 2025 menilai bahwa pertumbuhan Article IV Consultation, assessed that Indonesia’s
ekonomi Indonesia tetap stabil di kisaran 5,0% pada 2025. economic growth remained stable at around 5.0% in
Sementara Badan Pusat Statistik (BPS) menyatakan, 2025. Meanwhile, Statistics Indonesia (BPS) reported that
ekonomi Indonesia tumbuh sebesar 5,11% pada tahun the economy grew by 5.11% in 2025, an increase from
2025, meningkat dibandingkan 5,03% pada tahun 2024. 5.03% in 2024. This growth was supported by sustained
Pertumbuhan ini ditopang oleh konsumsi rumah tangga household consumption and investment.
dan investasi yang tetap terjaga.
Stabilitas inflasi serta peningkatan aktivitas ekonomi turut Inflation stability and increased economic activity also
mendukung keberlanjutan pertumbuhan domestik. Sektor contributed to the continuity of domestic growth. The
jasa, perdagangan, serta aktivitas berbasis mobilitas services, trade, and mobility-related sectors were the
masyarakat menjadi kontributor utama ekspansi ekonomi main contributors to national economic expansion.
nasional.
Secara keseluruhan, kondisi ekonomi global, regional, dan Overall, global, regional, and national economic conditions
nasional pada tahun 2025 menunjukkan pola pertumbuhan in 2025 reflected stable yet selective growth. This
yang stabil namun selektif. Lingkungan ini mendorong environment encouraged businesses to adopt more
pelaku usaha untuk mengadopsi pendekatan investasi disciplined and efficiency-oriented investment
yang lebih disiplin dan berorientasi pada efisiensi.
Grafik Tren Pertumbuhan Ekonomi Indonesia (%)
Indonesian Economic Growth Trend Chart(%)
5,31 5,11
5,05
5,03
3,7
2020 2021 2022 2023 2024 2025
(2,07)
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Dinamika Industri Properti Property Industry Dynamics
Sejalan dengan perkembangan ekonomi global, industri In line with global economic developments, the
properti dunia pada tahun 2025 mengalami penyesuaian global property industry in 2025 has adjusted toward
menuju pertumbuhan yang lebih selektif. Lingkungan suku more selective growth. A relatively high interest rate
bunga yang masih relatif tinggi membuat pelaku industri environment has encouraged industry players to prioritize
mengedepankan pengelolaan portofolio dibandingkan portfolio management over aggressive expansion.
ekspansi agresif. Permintaan tetap tumbuh, namun Demand continues to grow, with a stronger focus on
dengan fokus pada kualitas aset dan lokasi strategis. asset quality and strategic locations.
Di beberapa negara maju, pasar properti komersial In several advanced economies, the commercial
mulai menunjukkan stabilisasi, terutama pada segmen property market has begun to stabilize, particularly in
ritel dan hospitality yang terdorong oleh meningkatnya the retail and hospitality segments driven by increased
mobilitas. Sementara itu, sektor hunian tetap didukung mobility. Meanwhile, the residential sector continues to
oleh kebutuhan demografis meskipun pertumbuhannya be supported by demographic needs, albeit with more
lebih moderat. moderate growth.
Pada tahun 2025, industri properti komersial di Indonesia In 2025, Indonesia’s commercial property industry
menunjukkan kinerja yang relatif stabil sejalan dengan demonstrated relatively stable performance in line with
terjaganya aktivitas ekonomi domestik. Bank Indonesia sustained domestic economic activity. Bank Indonesia,
dalam laporan Perkembangan Properti Komersial in its Commercial Property Development Report for the
Triwulan IV 2025 dari Bank Indonesia mencatat bahwa Fourth Quarter of 2025, noted that commercial property
pertumbuhan harga properti komersial cenderung stabil price growth remained stable on an annual basis, although
secara tahunan, meskipun pada beberapa wilayah dan certain regions and segments experienced moderation
segmen tertentu terjadi perlambatan seiring dengan due to demand dynamics and pricing adjustments by
dinamika permintaan pasar dan penyesuaian harga oleh market players.
pelaku usaha.
Grafik Perkembangan Indeks Harga Properti Komersial Total di Jakarta,
Bodetabek dan Surabaya 2020-2025
Development of Total Commercial Property Price Index in Jakarta, Bodetabek and Surabaya 2020-2025
104,00
103,00
102,00
101,00
100,00
99,00
98,00
97,00
96,00
95,00
94,00
2019 2020 2021 2022 2023 2024 2025 2026
Jakarta Bodebek Surabaya
Sumber | Source: Bank Indonesia
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Stabilitas tersebut didukung oleh konsumsi rumah tangga This stability was supported by resilient household
yang tetap kuat, meningkatnya mobilitas masyarakat, consumption, increased public mobility, and the continued
serta pemulihan aktivitas pariwisata dan perjalanan bisnis. recovery of tourism and business travel activities. In this
Dalam konteks ini, segmen retail komersial dan perhotelan context, the retail and hospitality segments remained
tetap menjadi pendorong utama kinerja industri properti the primary drivers of the commercial property sector,
komersial, khususnya di kota-kota besar seperti Jakarta particularly in major cities such as Jakarta and Surabaya,
dan Surabaya yang memiliki aktivitas ekonomi dan which exhibit strong economic activity and consumer
konsumsi yang tinggi. demand.
Di sektor pusat perbelanjaan ritel, permintaan In the retail sector, demand for retail space in 2025
terhadap ruang ritel pada tahun 2025 menunjukkan showed relatively positive development. Bank Indonesia
perkembangan yang relatif positif. Laporan Bank reported that commercial property prices and demand
Indonesia mengindikasikan bahwa kinerja harga dan continued to be supported by trade activities and
permintaan properti komersial masih didukung oleh household consumption, despite some adjustments
aktivitas perdagangan dan konsumsi masyarakat, across specific segments. Shopping centers have evolved
meskipun terdapat kecenderungan penyesuaian pada beyond traditional retail spaces into lifestyle destinations
beberapa segmen. Pusat perbelanjaan saat ini tidak that integrate dining, entertainment, recreation, and social
hanya berfungsi sebagai tempat berbelanja, tetapi activities. This trend has encouraged mall operators
juga berkembang menjadi destinasi gaya hidup yang to develop more diverse tenant mixes with a focus on
menggabungkan aktivitas kuliner, hiburan, rekreasi, serta enhancing visitor experience (experiential retail).
kegiatan sosial. Hal ini mendorong pengelola mal untuk
menghadirkan tenant mix yang semakin beragam dan
berfokus pada pengalaman pengunjung (experiential
retail).
Grafik Perkembangan Indeks Pasokan VS Permintaan Properti Komersial 2020-2025
Commercial Property Supply VS Demand Index Development Chart 2020-2025
107
106
105
104
103
102
101
100
99
2020 2021 2022 2023 2024 2025
Indeks Pasokan Indeks Permintaan
Demand Index Supply Index
Sumber | Source: Bank Indonesia
Pasar ritel modern di kota-kota besar seperti Jakarta dan The modern retail market in major cities such as Jakarta
Surabaya tetap menunjukkan tingkat hunian yang relatif and Surabaya maintained relatively stable occupancy
stabil. Permintaan ruang ritel yang terjaga, khususnya levels. Sustained demand for retail space, particularly in
pada pusat perbelanjaan premium dan kawasan komersial premium shopping centers and integrated commercial
terpadu, turut mendukung stabilitas tingkat okupansi. Di areas, supported occupancy stability. Meanwhile, limited
sisi lain, tambahan pasokan pusat perbelanjaan baru yang new supply of shopping centers also helped maintain a
relatif terbatas juga membantu menjaga keseimbangan balance between supply and demand in the retail market.
antara pasokan dan permintaan di pasar ritel modern.
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Pada segmen perhotelan, industri hotel menunjukkan tren In the hospitality segment, the hotel industry continued
pemulihan yang berkelanjutan, meskipun Bank Indonesia its recovery, although Bank Indonesia noted demand-
mencatat adanya dinamika pada sisi permintaan yang side dynamics that prompted operators to adjust pricing
mendorong pelaku usaha melakukan penyesuaian tarif strategies to remain competitive. Overall, increased
untuk menjaga daya saing. Secara umum, peningkatan domestic travel, MICE (Meeting, Incentive, Convention,
aktivitas perjalanan domestik, kegiatan MICE (Meeting, and Exhibition) activities, and national and international
Incentive, Convention, and Exhibition), serta berbagai events continued to support the growth of the hospitality
acara berskala nasional dan internasional tetap industry. Hotels integrated within commercial and retail
memberikan kontribusi terhadap pertumbuhan industri complexes have a competitive advantage by offering
perhotelan. Hotel yang terintegrasi dengan pusat convenient access to various lifestyle and entertainment
perbelanjaan dan kawasan komersial memiliki keunggulan facilities.
karena menawarkan kemudahan akses terhadap berbagai
fasilitas bagi para pengguna.
Sementara itu, pada segmen perkantoran, Bank Indonesia Meanwhile, in the office segment, Bank Indonesia
mencatat adanya perubahan pola permintaan yang observed changes in demand patterns driven by the shift
dipengaruhi oleh pergeseran preferensi ke arah model toward more flexible working arrangements, including
kerja yang lebih fleksibel, termasuk penggunaan co- the use of co-working spaces. This has resulted in more
working space. Kondisi ini menyebabkan permintaan selective demand for office space, with a preference for
ruang kantor menjadi lebih selektif, dengan fokus pada buildings that offer strategic locations, modern facilities,
gedung perkantoran yang memiliki lokasi strategis, and strong connectivity to transportation hubs and
fasilitas modern, serta konektivitas yang baik dengan commercial areas.
pusat transportasi dan kawasan komersial.
Pada sisi lain, sektor residensial tetap menjadi bagian On the other hand, the residential segment remains an
penting dalam pengembangan kawasan terpadu. integral component of integrated developments. Demand
Permintaan hunian di kawasan perkotaan masih didukung for urban housing continues to be supported by the
oleh pertumbuhan kelas menengah dan urbanisasi, growth of the middle class and urbanization, although
meskipun perkembangan harga cenderung tumbuh price growth remains relatively moderate and stable as
terbatas dan stabil sebagaimana tercermin dalam survei reflected in Bank Indonesia’s survey.
Bank Indonesia.
Dalam perkembangan industri properti modern, konsep In line with industry developments, the concept of
mixed-use development atau kawasan terpadu semakin mixed-use development continues to gain prominence.
menjadi tren utama. Model pengembangan yang Developments that integrate shopping malls, hotels,
menggabungkan pusat perbelanjaan, hotel, serviced serviced apartments, office spaces, and residential units
apartment, perkantoran, dan hunian residensial dalam within a single area create a synergistic ecosystem.
satu kawasan memungkinkan terciptanya ekosistem This not only enhances convenience for users but also
aktivitas yang saling mendukung. Hal ini tidak hanya generates sustainable foot traffic, thereby supporting
meningkatkan kenyamanan bagi pengguna kawasan, recurring income stability for commercial property
tetapi juga menciptakan arus pengunjung yang developers.
berkelanjutan sehingga mendukung stabilitas pendapatan
berulang bagi pengembang properti komersial.
Dalam konteks tersebut, model bisnis PT Pakuwon Jati Tbk In this context, the business model of PT Pakuwon
yang berfokus pada pengembangan kawasan superblok Jati Tbk, which focuses on integrated superblock
terintegrasi menempatkan Perseroan pada posisi yang developments, positions the Company strongly within the
kuat di industri properti komersial. Portofolio Perseroan commercial property industry. The Company’s portfolio,
yang didominasi oleh pusat perbelanjaan ritel dan hotel which is predominantly composed of retail malls and
menjadikan kedua segmen tersebut sebagai kontributor hotels, makes these segments the primary contributors
utama terhadap pendapatan berulang (recurring income). to recurring income. The performance of the Company’s
Kinerja pusat perbelanjaan dan hotel Perseroan terus malls and hotels continues to show positive growth,
menunjukkan pertumbuhan yang positif, sementara while the office and residential segments complement
segmen perkantoran dan residensial berperan sebagai and strengthen the integrated ecosystem.
pelengkap dalam memperkuat ekosistem kawasan
terpadu.
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Dengan kombinasi portofolio aset komersial yang With a strong commercial asset portfolio, strategic
kuat, lokasi strategis di kota-kota utama, serta konsep locations in major cities, and a well-established integrated
pengembangan kawasan terpadu, Pakuwon Jati development concept, Pakuwon Jati is well-positioned
memiliki posisi yang solid untuk memanfaatkan peluang to capitalize on long-term growth opportunities in
pertumbuhan industri properti komersial Indonesia dalam Indonesia’s commercial property industry.
jangka panjang.
Aspek Pemasaran Marketing Aspect
Sepanjang tahun 2025, dinamika pemasaran properti Throughout 2025, property marketing dynamics in Asia
di Asia menunjukkan pergeseran dari strategi berbasis reflected a shift from volume-driven expansion strategies
ekspansi volume menuju pendekatan yang lebih selektif toward more selective, value-based approaches. Demand
dan berbasis nilai. Permintaan properti residensial maupun for both residential and commercial properties continued
komersial tetap tumbuh di kota-kota utama Asia, namun to grow in major Asian cities, although consumer behavior
perilaku konsumen menjadi lebih rasional akibat faktor became more rational due to interest rate factors and
suku bunga dan kondisi pembiayaan. Hal ini mendorong financing conditions. This encouraged developers to
pengembang untuk tidak lagi hanya mengandalkan lokasi strengthen product differentiation, functional integration,
atau skala proyek, tetapi juga memperkuat diferensiasi and place-based experiences as key components of their
produk, integrasi fungsi, serta pengalaman kawasan marketing strategies.
sebagai bagian dari strategi pemasaran.
Di tingkat regional, tren pemasaran properti semakin At the regional level, property marketing trends
mengarah pada pengembangan kawasan terpadu increasingly focused on integrated developments (mixed-
(mixed-use dan township) yang mampu menciptakan use and townships) capable of creating ecosystems
ekosistem hidup, bekerja, dan beraktivitas dalam satu for living, working, and leisure within a single location.
lokasi. Konsep ini terbukti meningkatkan daya tarik proyek This concept has proven effective in enhancing project
sekaligus memperpanjang siklus nilai bagi konsumen appeal while extending value cycles for both consumers
dan investor. Pendekatan berbasis gaya hidup (lifestyle- and investors. Lifestyle-driven development has become
driven development) menjadi strategi utama dalam a central strategy in aligning property offerings with
meningkatkan relevansi produk terhadap perubahan evolving urban preferences.
preferensi masyarakat urban.
Di Indonesia, strategi pemasaran properti pada tahun In Indonesia, property marketing strategies in 2025
2025 juga mengalami penyesuaian, terutama properti also underwent adjustments, particularly within the
komersial, seiring dengan perubahan perilaku konsumen, commercial property segment, in response to changing
pemulihan aktivitas ekonomi, serta transformasi digital consumer behavior, economic recovery, and accelerated
dalam sektor properti. Bank Indonesia mencatat bahwa digital transformation. Bank Indonesia noted that demand
permintaan terhadap properti komersial tetap terjaga for commercial properties remained resilient, albeit with
meskipun pertumbuhannya cenderung moderat, sejalan moderate growth, in line with the stable Commercial
dengan stabilnya Indeks Harga Properti Komersial (IHPRK) Property Price Index (IHPRK) throughout the reporting
sepanjang tahun pelaporan. Kondisi ini mencerminkan period. This reflects a shift among industry players from
bahwa pelaku industri tidak hanya berfokus pada ekspansi, aggressive expansion toward optimizing marketing
tetapi juga pada optimalisasi strategi pemasaran untuk strategies to maintain occupancy levels and asset
menjaga tingkat hunian dan kinerja aset. performance.
Perseroan sebagai developer properti komersial berkonsep As a superblock-based commercial property developer,
superblok menerapkan strategi pemasaran yang berfokus the Company implements a marketing strategy focused
pada optimalisasi portofolio aset komersial, khususnya on optimizing its commercial asset portfolio, particularly
pusat perbelanjaan dan hotel sebagai kontributor utama shopping malls and hotels as primary contributors
pendapatan berulang (recurring income). Pendekatan to recurring income. This approach is supported by
ini dilakukan melalui penguatan posisi aset sebagai strengthening asset positioning within integrated
bagian dari kawasan superblok terintegrasi yang mampu superblock developments that enable synergies across
menciptakan sinergi antarsegmen usaha. business segments.
Di tahun 2025, strategi pemasaran Perseroan semakin In 2025, the Company’s marketing strategy increasingly
berorientasi pada pendekatan berbasis pengalaman emphasized an experience-driven approach and digital
(experience-driven marketing) dan integrasi kanal integration. In the retail segment, mall management
digital. Pada segmen ritel, pengelola pusat perbelanjaan focused on more selective tenant mix curation, prioritizing
mengedepankan strategi kurasi tenant mix yang lebih food and beverage (F&B), entertainment, and lifestyle
selektif dengan fokus pada sektor makanan dan tenants, which have proven to be key drivers of visitor
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minuman (F&B), hiburan, serta gaya hidup yang terbukti traffic. In addition, thematic events, loyalty programs, and
menjadi penggerak utama trafik pengunjung. Selain collaborations with well-known brands were implemented
itu, penyelenggaraan event tematik, program loyalitas to enhance the attractiveness of shopping centers as
pelanggan, serta kolaborasi dengan merek ternama lifestyle destinations.
menjadi bagian dari strategi untuk meningkatkan daya
tarik pusat perbelanjaan sebagai destinasi gaya hidup
(lifestyle destination).
Pemanfaatan teknologi digital juga menjadi bagian integral Digital technology has also become an integral part of
dalam strategi pemasaran Perseroan. Penggunaan the Company’s marketing strategy. The use of digital
platform digital, media sosial, serta analisis data pelanggan platforms, social media, and customer data analytics
memungkinkan penyusunan strategi pemasaran yang enables the development of more targeted and data-
lebih terarah dan berbasis data. Integrasi antara kanal driven marketing strategies. The integration of offline
pemasaran offline dan online (omnichannel) mendukung and online channels (omnichannel) supports improved
peningkatan keterlibatan pelanggan serta efektivitas customer engagement and enhances the effectiveness
kampanye pemasaran. of marketing campaigns.
Pada segmen perhotelan, strategi pemasaran difokuskan In the hospitality segment, marketing strategies focus
pada optimalisasi tingkat hunian melalui penerapan tarif on optimizing occupancy rates through dynamic pricing,
dinamis (dynamic pricing), segmentasi pasar yang lebih targeted market segmentation, and the utilization of
spesifik, serta pemanfaatan platform distribusi digital. digital distribution platforms. The recovery of domestic
Pemulihan aktivitas perjalanan domestik, peningkatan travel, growth in MICE (Meeting, Incentive, Convention,
kegiatan MICE, serta mobilitas masyarakat yang semakin and Exhibition) activities, and increased public mobility
meningkat menjadi faktor utama yang mendukung have been key drivers of accommodation demand.
permintaan layanan akomodasi. Integrasi hotel dengan The integration of hotels with shopping centers within
pusat perbelanjaan dalam kawasan superblok memberikan superblock developments provides a competitive
keunggulan kompetitif melalui penyediaan pengalaman advantage by delivering a seamless and integrated
yang terintegrasi bagi pelanggan. customer experience.
Perseroan juga mengoptimalkan sinergi antarsegmen The Company also optimizes cross-segment synergies
dalam kawasan terpadu untuk meningkatkan cross-traffic within its integrated developments to enhance cross-
dan utilisasi aset. Integrasi antara pusat perbelanjaan, traffic and asset utilization. The integration of shopping
hotel, apartemen servis, dan fasilitas pendukung lainnya centers, hotels, serviced apartments, and supporting
memungkinkan terciptanya arus pengunjung yang facilities enables the creation of sustained visitor flows,
berkelanjutan, yang pada akhirnya mendukung stabilitas ultimately supporting the stability of recurring income.
pendapatan berulang.
Pada segmen apartemen servis, strategi pemasaran In the serviced apartment segment, marketing strategies
difokuskan pada pemanfaatan permintaan hunian jangka are focused on capturing medium- to long-term demand
menengah hingga panjang dari segmen ekspatriat, pelaku from expatriates, business professionals, and highly
bisnis, dan individu dengan mobilitas tinggi. Pendekatan mobile individuals. The approach emphasizes flexible
pemasaran menitikberatkan pada fleksibilitas masa sewa, lease terms, service quality, and strategic locations
kualitas layanan, serta lokasi strategis yang terintegrasi integrated with commercial areas.
dengan kawasan komersial.
Sementara itu, pada segmen residensial, pemasaran Meanwhile, in the residential segment, marketing is
dilakukan secara selektif dengan menekankan pada conducted selectively, with an emphasis on product
diferensiasi produk, kualitas pengembangan, serta differentiation, development quality, and the advantages
keunggulan lokasi dalam kawasan terpadu. Permintaan of locations within integrated developments. Demand for
hunian di kawasan superblok tetap didukung oleh residential units within superblocks remains supported
preferensi masyarakat terhadap konsep hunian yang by consumer preferences for integrated living concepts
terintegrasi dengan pusat aktivitas dan fasilitas gaya that provide direct access to activity centers and lifestyle
hidup. facilities.
Secara keseluruhan, strategi pemasaran Perseroan pada Overall, the Company’s marketing strategy in 2025 is not
tahun 2025 tidak hanya berfokus pada peningkatan solely focused on increasing occupancy and sales, but also
tingkat hunian dan penjualan, tetapi juga pada penciptaan on creating long-term value through strengthening the
development ecosystem, optimizing asset performance,
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nilai jangka panjang melalui penguatan ekosistem and enhancing customer experience. This approach
kawasan, optimalisasi kinerja aset, serta peningkatan forms the foundation for the Company to maintain
pengalaman pelanggan. Pendekatan ini menjadi landasan competitiveness and capture growth opportunities
bagi Perseroan dalam mempertahankan daya saing dan amid the evolving dynamics of the commercial property
menangkap peluang pertumbuhan di tengah dinamika industry.
industri properti komersial yang terus berkembang.
Pangsa Pasar Market Share
Secara geografis, pangsa pasar properti komersial di Geographically, the commercial property market
Indonesia masih terkonsentrasi di kota-kota utama, in Indonesia remains concentrated in major cities,
khususnya Jakarta dan Surabaya, yang memiliki particularly Jakarta and Surabaya, which exhibit high
tingkat konsumsi masyarakat, aktivitas ekonomi, serta levels of consumer spending, economic activity, and
mobilitas yang tinggi. Pada pasar tersebut, segmen mobility. Within this market, the retail and hospitality
pusat perbelanjaan ritel dan perhotelan menjadi segments continue to serve as primary contributors, in
kontributor utama dalam struktur industri, seiring dengan line with the increasing demand for social, entertainment,
meningkatnya kebutuhan masyarakat terhadap ruang and lifestyle-oriented spaces in urban areas.
interaksi sosial, hiburan, dan gaya hidup perkotaan.
Dalam konteks tersebut, Perseroan memiliki posisi yang In this context, the Company holds a strong position
kuat sebagai salah satu pengembang properti komersial as one of the leading commercial property developers,
terkemuka dengan portofolio aset yang berlokasi di supported by a portfolio of assets strategically located
kawasan strategis dan terintegrasi dalam pengembangan and integrated within superblock developments. The
superblok. Perseroan secara konsisten memperkuat Company consistently strengthens its presence in
posisinya pada segmen pasar menengah atas hingga the upper-middle to premium market segment, which
premium, yang memiliki daya beli relatif stabil dan tingkat demonstrates relatively stable purchasing power and
ketahanan permintaan yang lebih baik terhadap dinamika greater resilience to economic fluctuations.
ekonomi.
Di Surabaya, Perseroan merupakan salah satu pemain In Surabaya, the Company is recognized as a key player
utama dalam pengembangan pusat perbelanjaan modern in the development of modern shopping centers and
dan kawasan terpadu, dengan portofolio aset yang integrated developments, with a portfolio of assets
memiliki tingkat kunjungan dan okupansi yang tinggi. that record high visitor traffic and occupancy rates.
Sementara itu, di Jakarta dan sekitarnya, Perseroan juga Meanwhile, in Jakarta and its surrounding areas, the
terus memperkuat eksistensinya melalui pengembangan Company continues to expand its presence through the
dan pengelolaan aset komersial yang terintegrasi dengan development and management of commercial assets
kawasan hunian dan perhotelan. integrated with residential and hospitality components.
Keunggulan kompetitif Perseroan tidak hanya terletak The Company’s competitive advantage lies not only in
pada kualitas aset, tetapi juga pada model pengembangan the quality of its assets, but also in its integrated mixed-
kawasan terpadu ( mixed-use development ) yang use development model, which enables the creation of
memungkinkan terciptanya ekosistem aktivitas yang a synergistic ecosystem. The integration of shopping
saling mendukung. Integrasi antara pusat perbelanjaan, centers, hotels, serviced apartments, and residential
hotel, apartemen servis, dan residensial dalam satu properties within a single development provides
kawasan memberikan nilai tambah yang signifikan dalam significant added value, enhancing asset attractiveness
meningkatkan daya tarik aset serta memperkuat posisi and strengthening the Company’s market position.
Perseroan di pasar.
Selain itu, kontribusi pendapatan berulang (recurring Furthermore, the contribution of recurring income from
income) dari pusat perbelanjaan, hotel, dan apartemen shopping centers, hotels, and serviced apartments
servis memberikan fondasi yang kuat bagi Perseroan provides a strong foundation for the Company to maintain
dalam mempertahankan dan memperluas pangsa pasar and expand its market share amid evolving industry
di tengah dinamika industri. Dengan strategi tersebut, dynamics. Through this strategy, the Company not only
Perseroan tidak hanya berfokus pada pertumbuhan focuses on short-term growth but also on strengthening
jangka pendek, tetapi juga pada penguatan posisi pasar its long-term market position through asset optimization
secara berkelanjutan melalui optimalisasi kinerja aset and integrated development.
dan pengembangan kawasan terpadu.
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Tinjauan Operasi Per Segmen Usaha
Operational Review Per Business Segment
Perseroan bergerak di industri properti yang terintegrasi The Company is engaged in vertical integrated property
secara vertikal di seluruh rantai nilai real estat mulai dari company throughout the real estate value chain starting
pengadaan tanah, pengembangan properti, pemasaran, from land acquisition, property development, marketing
dan manajemen operasional. Berdasarkan PSAK 5 tentang and operational management. Based on PSAK 5 regarding
Segmen Operasi, pengelompokkan segmen usaha Operating Segments, the Company’s business segments
Perseroan dibedakan berdasarkan kegiatan usaha yaitu: are classified into business activities, namely:
1. Pengusahaan Pusat Perbelanjaan, Perkantoran, dan 1. Shopping Center, Office, and Apartment Business,
Apartemen Servis, and Serviced Apartment,
2. Perhotelan, 2. Hospitality,
3. Residensial dan Perkantoran yang Dijual. 3. Residential and Office Building for Sale.
Untuk memberikan gambaran awal mengenai skala bisnis To provide an insight of the business scale of each
masing-masing segmen dan kontribusinya terhadap segment and its contribution to the Company, the
Perseroan, berikut disampaikan kontribusi masing-masing following is the contribution of each segment to the
segmen terhadap Pendapatan Usaha Perseroan. Company’s Operating Revenues.
Kenaikan/Penurunan
2025 2024
Increase/Decrease
Segmen Usaha Jumlah (Rp- Jumlah (Rp- Jumlah (Rp-
Business Segment Kontribusi Kontribusi Persentase
Miliar) Miliar) Miliar)
Contribution Contribution Percentage
Total (Rp- Total (Rp- Total (Rp-
(%) (%) (%)
Billion) Billion) Billion)
Pengusahaan Pusat 4.278 60 3.883 58 395 10
Perbelanjaan, Perkantoran dan
Apartemen Servis
Shopping Centers, Offices
Leasing, and Serviced
Apartments
Perhotelan 1.339 19 1.308 20 31 2
Hospitality
Residensial dan Perkantoran 1.494 21 1.480 22 15 1
yang Dijual
Residential and Office Building
for Sale
Pendapatan Usaha 7. 1 1 1 100 6.671 100 440 7
Operating Revenues
Di tahun 2025, Perseroan mencatatkan pendapatan In 2025, the Company recorded operating revenues of
usaha sebesar Rp7,11 triliun, meningkat 7% dibandingkan Rp7.11 trillion, representing an increase of 7% compared to
tahun 2024 sebesar Rp6,67 triliun, yang terdiri dari Rp6.67 trillion in 2024. The revenue composition consisted
60% pendapatan segmen usaha Pengusahaan Pusat of 60% from the Shopping Center, Office, and Serviced
Perbelanjaan, Perkantoran dan Apartemen Servis, 19% Apartment segment, 19% from the Hospitality segment,
pendapatan perhotelan dan 21% pendapatan segmen and 21% from the Residential dan Office Building.
Residensial dan Perkantoran.
Penyediaan Lahan Land Provision
Sepanjang tahun 2025, strategi pengelolaan land bank Throughout 2025, the Company’s land bank management
Perseroan mencerminkan pergeseran pendekatan strategy reflected a stronger emphasis on optimizing
dari ekspansi berbasis akuisisi menuju optimalisasi existing assets rather than expanding through new
aset yang telah dimiliki. Dalam mengevaluasi potensi land acquisitions. In assessing development priorities,
pengembangan, Perseroan tetap mempertimbangkan the Company considered key fundamentals such as
faktor fundamental seperti kesiapan infrastruktur, profil infrastructure readiness, market demand profile,
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permintaan pasar, konektivitas kawasan, serta kesesuaian area connectivity, and alignment with its integrated
dengan konsep pengembangan terpadu. Pendekatan development concept. This approach aims to ensure
ini bertujuan memastikan bahwa setiap pengembangan that each project is not only commercially viable but also
tidak hanya layak secara komersial, tetapi juga mampu capable of supporting sustainable cash flows through
mendukung keberlanjutan arus kas melalui integrasi the integration of residential, commercial, and hospitality
fungsi residensial, komersial, dan hospitality. components.
Hingga akhir tahun 2025, total cadangan lahan Perseroan As of the end of 2025, the Company’s total land bank
tercatat sekitar 521,7 hektar, yang dinilai memadai untuk was recorded at approximately 521.7 hectares, which
menopang pipeline pengembangan jangka panjang lebih is considered sufficient to support its long-term
dari 10 tahun. Tidak terdapat akuisisi lahan material baru development pipeline for more than 10 years. No material
sepanjang tahun berjalan, sehingga alokasi modal lebih land acquisitions were undertaken during the year,
difokuskan pada percepatan monetisasi proyek existing. allowing capital allocation to focus on accelerating the
Strategi ini mencerminkan upaya menjaga disiplin investasi monetization of existing projects. This strategy reflects
di tengah dinamika suku bunga dan ketidakpastian pasar, the Company’s commitment to maintaining investment
sekaligus memaksimalkan pengembalian dari land reserve discipline amid interest rate dynamics and market
yang telah dimiliki. uncertainties while maximizing returns from its existing
land reserves.
Struktur Land Bank Perseroan
Company Land Bank Structure
Kategori Lahan Deskripsi Lokasi Luasan
Land Category Description Location Area (Ha)
Lahan Telah Matang (Income Lahan yang telah dikembangkan menjadi Surabaya (Tunjungan City, 518,4
Generating Assets) proyek operasional dan menghasilkan Pakuwon Mall), Jakarta (Kota
Matured Land (Income pendapatan berulang seperti pusat Kasablanka, Gandaria City),
Generating Assets perbelanjaan, hotel, apartemen, perkantoran Yogyakarta dan Solo.
dan residential. Surabaya (Tunjungan City,
Land that has been developed into Pakuwon Mall), Jakarta (Kota
operational projects and generates recurring Kasablanka, Gandaria City),
income such as shopping centers, hotels, Yogyakarta and Solo
apartments offices and residential.
Lahan Dalam T a h a p Lahan yang sedang ditransformasikan Bekasi (Pakuwon Mall Bekasi), 6,6
Pengembangan Aktif menjadi proyek baru atau ekspansi Surabaya (Pakuwon Mall Phase
Land in Active Development superblok, termasuk proyek yang sedang 4, Pakuwon City Mall Phase 3).
berjalan atau dalam tahap konstruksi. Bekasi (Pakuwon Mall Bekasi),
Land which is being converted into a Surabaya (Pakuwon Mall Phase
new project or superblock expansion, 4, Pakuwon City Mall Phase 3).
including projects that are ongoing or under
construction.
Cadangan Lahan Tersedia Lahan strategis yang belum dikembangkan Surabaya (Township Pakuwon 515,1
(Future Development) dan disiapkan untuk pipeline jangka Panjang. City dan Grand Pakuwon),
Land Bank (Future Development) Strategic land that has not been developed Jakarta (Daan Mogot,
and is prepared for a long-term pipeline. Simatupang), Batam, Semarang,
Yogyakarta dan IKN.
Surabaya (Township Pakuwon
City and Grand Pakuwon),
Jakarta (Daan Mogot,
Simatupang), Batam, Semarang,
Yogyakarta and IKN.
Komposisi land bank tetap terkonsentrasi di koridor The Company’s land bank composition remains
pertumbuhan utama, khususnya Surabaya sebagai basis concentrated in key growth corridors, with Surabaya
pengembangan inti, serta Semarang dan Batam sebagai serving as the core development base, and Semarang
area ekspansi jangka menengah. Dengan struktur ini, and Batam positioned as medium-term expansion areas.
Perseroan memiliki fleksibilitas untuk menyesuaikan fase This structure provides flexibility to adjust development
pengembangan berdasarkan kondisi pasar, sehingga phases in line with market conditions, enabling optimal
dapat mengoptimalkan timing peluncuran proyek dan project launch timing while maintaining margin stability.
menjaga stabilitas margin.
Secara keseluruhan, strategi pengelolaan land bank di Overall, the land bank management strategy in 2025
tahun 2025 menunjukkan fokus pada efisiensi modal dan reflects a stronger emphasis on capital efficiency and
peningkatan produktivitas aset. Pertumbuhan tidak lagi asset productivity. Growth is no longer driven solely
semata bergantung pada penambahan lahan, melainkan by land acquisition, but increasingly by the Company’s
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pada kemampuan mengaktivasi cadangan lahan yang ada ability to activate its existing land reserves into projects
menjadi proyek yang menghasilkan arus kas berulang dan that generate recurring cash flows and enhance long-
meningkatkan nilai kawasan secara berkelanjutan. term area value.
Pengembangan Kawasan Township Development
Selama beberapa dekade terakhir, Perseroan secara Over the years, the Company has consistently developed
konsisten mengembangkan kawasan terpadu berskala large-scale integrated areas as the foundation of its
besar sebagai fondasi utama pertumbuhan usaha. business growth. This approach is implemented through
Pendekatan ini diwujudkan melalui konsep superblok, the superblock concept, which integrates retail, office,
yaitu pengembangan properti terintegrasi yang residential, and hospitality components within a single
menggabungkan fungsi ritel, perkantoran, hunian vertikal, ecosystem. This model not only creates new urban
serta hospitality dalam satu ekosistem. Konsep tersebut activity hubs but also strengthens the Company’s
tidak hanya menciptakan pusat aktivitas urban baru, recurring income base.
tetapi juga memungkinkan terbentuknya arus pendapatan
berulang yang lebih stabil.
Hingga saat ini, Perseroan telah mengoperasikan Currently, the Company operates several major
sejumlah kawasan superblok utama di Jakarta, Greater superblocks across Jakarta, Greater Jakarta, and
Jakarta, dan Surabaya, yang menjadi pilar pertumbuhan Surabaya, which serve as key growth drivers and
sekaligus kontributor utama recurring income. Ke depan, contributors to recurring income. Looking ahead, the
Perseroan tengah mempersiapkan pengembangan Company is preparing the next generation of superblock
superblok generasi berikutnya di Semarang dan Batam, developments in Semarang and Batam, spanning
yang direncanakan berdiri di atas lahan sekitar 22,7 ha approximately 22.7 ha and 12.4 ha. These initiatives
dan 12,4 ha. Proyek-proyek ini diharapkan memperluas are expected to expand the Company’s geographic
jejak geografis Perseroan sekaligus memperkuat strategi footprint while reinforcing its integrated destination-
ekspansi berbasis destinasi terpadu. based expansion strategy.
Dengan pengembangan berkelanjutan di kota-kota Through continued development in emerging growth
pertumbuhan baru, Perseroan tidak hanya melanjutkan cities, the Company is not only maintaining the superblock
model superblok sebagai diferensiasi utama, tetapi juga model as a key differentiator but also adapting it to meet
mengadaptasinya untuk menjawab dinamika kebutuhan evolving urban needs that are increasingly integrated
urban modern yang semakin terintegrasi dan berbasis and experience-driven.
pengalaman.
Pengembangan Kawasan Perseroan
The Company’s Development Area
Telah Beroperasi Belum Beroperasi
Operated Not Yet Operated
Greater
Jakarta Surabaya Yogyakarta Solo Bali Batam Semarang IKN
Jakarta
• Superblock • Superblock • Superblock • Retail Mall • Retail Mall • Hotel (Four • Superblock • Superblock • Superblock
Kota Pakuwon Tunjungan (Pakuwon (Pakuwon Points by Batam Semarang Pakuwon
Kasablanka Mall Bekasi City Mall Jogja) Mall Solo Sheraton Nusantara
• Superblock • Superblock • Hotel Baru) Bali, Kuta)
Gandaria Pakuwon (Yogyakarta
City Mall Marriott
• Retail Mall • Retail Mall Hotel)
(Blok M (Royal Plaza)
Plaza) • 2 Townships
• Serviced (Grand
apartment Pakuwon,
(Somerset Pakuwon
Berlian) City)
• Superblock
Pakuwon
City Mall
Pengusahaan Pusat Perbelanjaan, Shopping Center, Office and Apartment
Perkantoran, dan Apartemen Servis Business Segments
Hingga tahun 2025, portofolio pusat perbelanjaan As of 2025, the Company’s retail portfolio continues to
Perseroan terus berkembang sebagai pilar utama expand as a key pillar in supporting recurring income while
pendapatan berulang dan penguatan ekosistem strengthening the superblock ecosystem. Total retail
superblock. Total luas area ritel Perseroan mencapai net leasable area reached approximately 859,000 sqm
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sekitar 859.000 m², mencakup jaringan pusat perbelanjaan across Jakarta, Greater Jakarta, Surabaya, Yogyakarta,
di Jakarta, Greater Jakarta, Surabaya, Yogyakarta, dan and Solo. In Jakarta, the Company operates major assets
Solo. Aset utama di Jakarta meliputi Gandaria City, Kota including Gandaria City, Kota Kasablanka, and Blok M
Kasablanka, dan Blok M Plaza, sementara ekspansi di Plaza, while Pakuwon Mall Bekasi has strengthened
Greater Jakarta diperkuat oleh Pakuwon Mall Bekasi operational contributions in Greater Jakarta. In Surabaya,
yang mulai memberikan kontribusi operasional penuh. Di the Company manages Tunjungan Plaza, Pakuwon Mall,
Surabaya, Perseroan mengoperasikan Tunjungan Plaza, Pakuwon Trade Center, Royal Plaza, and Pakuwon City
Pakuwon Mall, Pakuwon Trade Center, Royal Plaza, serta Mall. The presence of Pakuwon Mall Jogja and Pakuwon
Pakuwon City Mall. Kehadiran Pakuwon Mall Jogja dan Mall Solo Baru further expands regional reach and
Pakuwon Mall Solo Baru melengkapi jaringan regional reinforces the Company’s positioning as an integrated
yang memperkuat positioning Perseroan sebagai operator destination-based retail operator in major Indonesian
ritel berbasis destinasi di berbagai kota utama Indonesia.. cities.
Di segmen perkantoran, Perseroan mengelola ruang In the office segment, the Company manages
kerja modern seluas sekitar 155.000 m² yang terintegrasi approximately 155,000 sqm of modern office space
dalam kawasan superblok premium di Jakarta dan integrated within premium superblock developments in
Surabaya. Portofolio ini mencakup Gandaria 8 Office, Kota Jakarta and Surabaya. The portfolio includes Gandaria 8
Kasablanka Office 88, Prudential Tower serta Pakuwon Office, Kota Kasablanka Office 88, Prudential Tower and
Tower di Jakarta, dan Pakuwon Tower serta Pakuwon Pakuwon Tower in Jakarta, as well as Pakuwon Tower and
Center di kawasan Tunjungan Plaza Surabaya. Model Pakuwon Center within the Tunjungan Plaza complex in
kepemilikan yang mengombinasikan strata-title dan Surabaya. The ownership structure, combining strata-
leasing memberikan fleksibilitas monetisasi aset sekaligus title and leasing schemes, provides flexibility in asset
menjaga stabilitas pendapatan sewa jangka panjang. monetization while ensuring long-term rental income
Basis penyewa didominasi oleh perusahaan nasional stability. The tenant base—dominated by national and
dan multinasional di sektor keuangan, telekomunikasi, multinational corporations in finance, telecommunications,
teknologi, serta jasa profesional, yang memperkuat kualitas technology, and professional services—further supports
pendapatan dan daya tahan okupansi di tengah dinamika income quality and occupancy resilience.
pasar perkantoran.
Sebagai bagian dari strategi integrasi hospitality dalam As part of the integrated hospitality strategy within mixed-
ekosistem mixed-use, Perseroan juga mengoperasikan use developments, the Company also operates serviced
serviced apartment melalui Ascott Waterplace Surabaya apartments through Ascott Waterplace Surabaya within
di kawasan Pakuwon Mall serta Somerset Berlian Jakarta, Pakuwon Mall and Somerset Berlian Jakarta, totaling
dengan total kapasitas sekitar 286 kamar. Kehadiran 286 rooms. These short-stay accommodations not
fasilitas hunian jangka pendek ini tidak hanya melengkapi only complement the superblock ecosystem but also
fungsi kawasan superblok, tetapi juga meningkatkan enhance inter-segment synergy by increasing foot traffic,
sinergi antar-segmen usaha melalui penguatan traffic, visitor duration, and overall economic activity within the
durasi kunjungan, serta aktivitas ekonomi dalam kawasan. developments.
Jakarta Greater Jakarta Surabaya Yogyakarta Solo
Pusat Perbelanjaan
Shopping Centers
• Kota Kasablanka • Pakuwon Mall Bekasi • Tunjungan Plaza • Pakuwon Mall Jogja • Pakuwon Mall Solo
• Gandaria City • Pakuwon Mall Baru
• Blok M Plaza • Pakuwon Trade
Center
• Royal Plaza
• Pakuwon City Mall
Area Perkantoran
Office Area
• Gandaria 8 Office - • Pakuwon Tower - -
• Kota Kasablanka • Pakuwon Center
Office 88
• Prudential Tower
• Pakuwon Tower
Apartemen Servis
Serviced Apartments
Somerset Berlian - Ascott Waterplace - -
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Kinerja Operasional dan Keuangan Operational and Financial Performance
Komposisi pendapatan Perseroan terdiri atas 79% The Company’s revenues composition consisted of 79%
pendapatan recurring dan 21% pendapatan development. recurring income and 21% development income.
2025 2024
Uraian Jumlah Jumlah
Description (Rp-Miliar) Komposisi (%) (Rp-Miliar) Komposisi (%)
Total Composition (%) Total Composition (%)
(Rp-Billion) (Rp-Billion)
Pendapatan Recurring 5.617 79 5.191 78
Recurring Revenue
Pendapatan Development 1.494 21 1.480 22
Development Revenue
Jumlah 7.111 100 6.671 100
Total
Grafik Pendapatan Recurring (Rp-Miliar)
Chart of Recurring Revenue (Rp-Billion)
3.363
2.990
2.760
2.371
3,7
1.620 1.308 1.339
1.168 915
741 893
858
641
6,3 7,4
444
236
2020 2021 2022 2023 2024 2025
Hotel Other Operating evenue Rental And Service Charge
Pada tahun 2025, segmen pusat perbelanjaan Perseroan In 2025, the retail segment remained the primary contributor
tetap menjadi kontributor utama dengan pengelolaan area to the Company’s operational performance, managing a
sewa sekitar 809.000 m² dan tingkat okupansi rata-rata total leasable area of approximately 809.000 sqm with an
sebesar 94%, mencerminkan ketahanan portofolio ritel average occupancy rate of 94%. This achievement reflects
di tengah perubahan perilaku konsumen serta strategi the resilience of the Company’s retail portfolio amid shifting
kurasi tenant yang semakin berbasis pengalaman. Di consumer behavior, as well as the effectiveness of tenant
segmen perkantoran, Perseroan mencatat penjualan curation strategies increasingly focused on experiential
strata-title sebesar 501 m² dan penyewaan ruang offerings. Within the office segment, the Company recorded
kantor mencapai 101.000 m² hingga akhir tahun, dengan strata-title sales of 501 sqm and office leasing of 101.000 sqm
tingkat okupansi sekitar 65%, meskipun pasar masih by year-end, with an occupancy rate of approximately 65%.
dipengaruhi tren hybrid working dan tingkat kompetisi Performance remained stable despite market challenges
yang tinggi. Secara keseluruhan, kinerja operasional driven by hybrid working trends and heightened competition.
kedua segmen tersebut tetap memberikan kontribusi Overall, the operational performance of both segments
positif terhadap pendapatan berulang Perseroan di continued to contribute positively to the Company’s recurring
tahun 2025, sebagaimana tercermin dalam komposisi income throughout 2025, as reflected in the composition of
pendapatan usaha yang disajikan pada tabel berikut. operating revenue presented in the following table.
Pendapatan (Rp-Miliar) Pertumbuhan Persentase
Uraian Revenue (Rp-Billion) (Rp-Miliar) Percentage
Description
2025 2024 Growth (Rp-Billion) (%)
Sewa Ruangan 2.289 2.020 269 13
Space Rental
Jasa Pemeliharaan 999 891 108 12
Service Charge
Apartemen Servis 75 80 (4) (6)
Service Apartment
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Pendapatan (Rp-Miliar) Pertumbuhan Persentase
Uraian Revenue (Rp-Billion) (Rp-Miliar) Percentage
Description
2025 2024 Growth (Rp-Billion) (%)
Pendapatan Usaha Lainnya 915 893 22 2
Other Revenues
Jumlah 4.278 3.884 394 10
Total
Profitabilitas Profitability
Sepanjang tahun 2025, profitabilitas pada segmen Throughout 2025, profitability within the shopping mall,
Pengusahaan Pusat Perbelanjaan, Perkantoran, dan office, and serviced apartment segments remained stable,
Apartemen Servis tetap terjaga seiring dengan upaya supported by the Company’s ongoing efforts to enhance
Perseroan dalam mengoptimalkan kinerja operasional operational efficiency and adapt business strategies to
serta menyesuaikan strategi terhadap dinamika pasar evolving market dynamics across each business line. The
di masing-masing lini usaha. Berikut rincian tingkat following presents the profitability details of the shopping
profitabilitas segmen Pengusahaan Pusat Perbelanjaan, mall, office, and serviced apartment segments.
Perkantoran, dan Apartemen Servis.
Pendapatan (Rp-Miliar) Pertumbuhan Persentase
Uraian Revenue (Rp-Billion) (Rp-Miliar) Percentage
Description
2025 2024 Growth (Rp-Billion) (%)
Pendapatan 4.278 3.883 395 10
Revenue
Hasil Segmen 2.514 2.321 208 9
Segment Results
Margin Laba Kotor (%) 59 60 (1) (2)
Gross Profit Margin (%)
Perhotelan Hospitality
Hingga tahun 2025, Perseroan terus memperkuat portofolio As of 2025, the Company continues to strengthen its
hospitality sebagai bagian dari strategi pengembangan hospitality portfolio as part of its superblock development
superblok melalui pengoperasian jaringan hotel berbintang strategy through the operation of a network of star-rated
yang terintegrasi dengan kawasan mixed-use. Selain hotels integrated within mixed-use developments. In
hotel-hotel yang telah beroperasi sebelumnya di Surabaya, addition to the hotels previously operating in Surabaya,
Jakarta, Yogyakarta, dan Bali, pada tahun 2025 Perseroan Jakarta, Yogyakarta, and Bali, the Company inaugurated
juga meresmikan Fairfield by Marriott Bekasi, Four Fairfield by Marriott Bekasi, Four Points by Sheraton
Points by Sheraton Bekasi dan Aloft Hotel Pakuwon City Bekasi and Aloft Hotel Pakuwon City Mall Surabaya in
Mall Surabaya sehingga total portofolio hospitality kini 2025, bringing the total hospitality portfolio to 10 hotels.
mencakup 10 hotel.
Jakarta Greater Jakarta Surabaya Yogyakarta Bali
• S h e r a t o n G r a n d • Fairfield by Marriott • Sheraton Surabaya • M a r r i o t t H o t e l • F o u r P o i n t s b y
Jakarta Gandaria Bekasi(bintang 4 | 4 Hotel dan Towers (bintang 5 | 5 Star) Sheraton Bali, Kuta
City (bintang 5 | 5 Star) Tunjungan City (bintang 4 | 4 Star)
Star) • Four Points by (bintang 5 | 5 Star)
Sheraton Bekasi • F o u r Points
(bintang 4 | 4 Star) Tunjungan Plaza
(bintang 4 | 4 Star)
• Four Points Pakuwon
Mall (bintang 4 | 4
Star)
• The Westin Pakuwon
Mall (bintang 5 | 5
Star)
• Aloft Hotel Pakuwon
City, Surabaya
(bintang 4 | 4 Star)
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Kinerja Operasional dan Keuangan Operational and Financial Performance
Di tahun 2025, total kapasitas hotel Perseroan mencapai In 2025, the Company’s total hotel capacity reached
2.621 kamar, terdiri dari hotel bintang 5 sebanyak 1.192 2,621 rooms, comprising 1,192 rooms in five-star hotels
kamar dengan tingkat okupansi rata-rata sekitar 52,3% with an average occupancy rate of around 52.3%, and
dan hotel bintang 4 sebanyak 1.429 kamar dengan 1.429 rooms in four-star hotels with an occupancy rate of
tingkat okupansi sekitar 54,6%. Secara keseluruhan, approximately 54,6%. Overall, total occupied room nights
jumlah kamar tersewa sepanjang periode pelaporan during the reporting period amounted to approximately
mencapai sekitar 1.403 kamar, mencerminkan kontribusi 1.403 rooms, reflecting the stable contribution of the
yang stabil dari segmen hospitality terhadap pendapatan hospitality segment to recurring income, while enhancing
berulang serta perannya dalam memperkuat daya tarik the attractiveness and activity within the Company’s
dan aktivitas kawasan mixed-use Perseroan. mixed-use developments.
Pendapatan (Rp-Miliar) Pertumbuhan Persentase
Uraian Revenue (Rp-Billion) (Rp-Miliar) Percentage
Description
2025 2024 Growth (Rp-Billion) (%)
Pendapatan kamar hotel 755 697 58 8
Revenues from hotel rooms
Pendapatan F&B Hotel 426 451 (25) (6)
Revenues from hotel’s F&B
Pendapatan lain-lain 158 160 (1) (1)
Other Revenuees
Jumlah 1,339 1,308 31 2
Total
Profitabilitas Profitability
Segmen hospitality tetap menunjukkan kinerja The hospitality segment maintained stable profitability
profitabilitas yang terjaga sepanjang tahun 2025, throughout 2025, supported by consistent occupancy
didukung oleh stabilitas tingkat okupansi dan kontribusi levels and contributions from the addition of new room
dari penambahan kapasitas kamar baru di kawasan capacity within the Company’s superblock developments.
superblock Perseroan. Pertumbuhan pendapatan Operational revenue growth was balanced by disciplined
operasional diimbangi dengan pengelolaan biaya yang cost management, allowing hotel operating margins
disiplin, sehingga margin laba usaha segmen hotel tetap to remain at a healthy level. Overall, this profitability
berada pada tingkat yang sehat. Secara keseluruhan, performance underscores the strategic role of the
kinerja profitabilitas ini mencerminkan peran strategis hospitality segment as one of the key pillars of recurring
segmen hospitality sebagai salah satu pilar pendapatan income supporting the Company’s cash flow resilience
berulang yang mendukung ketahanan arus kas Perseroan amid evolving dynamics in the hospitality industry.
di tengah dinamika industri perhotelan. Berikut rincian The following presents the profitability details of the
tingkat profitabilitas segmen hospitality. hospitality segment.
Pendapatan (Rp-Miliar) Pertumbuhan Persentase
Uraian Revenue (Rp-Billion) (Rp-Miliar) Percentage
Description
2025 2024 Growth (Rp-Billion) (%)
Pendapatan 1.339 1.308 31 2
Revenue
Hasil Segmen 614 588 26 4
Segment Results
Margin Laba Kotor (%) 46 45 1 2
Gross Profit Margin (%)
Residensial dan Perkantoran yang Dijual Residential and Office Building for Sale
Segmen residensial Perseroan terus dikembangkan The Company’s residential segment continues to be
melalui portofolio hunian vertikal yang terintegrasi developed through a portfolio of vertical residential
dalam kawasan superblok di Jakarta, Surabaya, dan properties integrated within superblock developments in
Bekasi. Hingga tahun 2025, Perseroan mengelola Jakarta, Surabaya, and Bekasi. As of 2025, the Company
berbagai proyek apartemen yang tersebar di Gandaria manages various apartment projects located in Gandaria
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Analisis dan Pembahsan Manajemen
Management Analysis and Discussion
City, Kota Kasablanka, Tunjungan Plaza, Pakuwon Mall, City, Kota Kasablanka, Tunjungan Plaza, Pakuwon Mall,
Pakuwon City, serta Pakuwon Mall Bekasi, dengan total Pakuwon City, and Pakuwon Mall Bekasi, comprising
puluhan tower dan ribuan unit yang menjadi bagian dozens of towers and thousands of units as part of its
dari ekosistem mixed-use . Proyek-proyek seperti mixed-use ecosystem. Projects such as Casa Grande
Casa Grande Residence, EastCoast Mansion , Educity Residence, EastCoast Mansion , Educity Residence,
Residence , Pakuwon Mal Mansion serta Pakuwon Bekasi Pakuwon Mal Mansion also Pakuwon Bekasi Residence
Residence menunjukan pendekatan pengembangan yang reflect a development approach that integrates residential
berorientasi pada integrasi hunian dengan pusat aktivitas functions with commercial and lifestyle hubs, enhancing
komersial dan gaya hidup, sehingga meningkatkan daya the attractiveness of each area while supporting recurring
tarik kawasan dan mendukung pembentukan recurring traffic within the superblocks.
traffic di dalam superblok.
Di sisi lain, Perseroan juga memperkuat strategi In addition, the Company continues to strengthen its
pengembangan hunian horizontal melalui konsep horizontal residential development through township
township yang dijalankan di Pakuwon City (Surabaya concepts implemented in Pakuwon City (East Surabaya)
Timur) dan Grand Pakuwon (Surabaya Barat). Kedua and Grand Pakuwon (West Surabaya). These self-
kota mandiri tersebut dikembangkan secara bertahap sustained townships are being developed progressively
melalui klaster-klaster residensial yang terintegrasi through residential clusters integrated with educational,
dengan fasilitas pendidikan, komersial, dan infrastruktur commercial, and supporting infrastructure facilities,
pendukung, sehingga menciptakan lingkungan hunian creating sustainable living environments while expanding
yang berkelanjutan sekaligus memperluas basis the Company’s long-term growth base beyond the
pertumbuhan jangka panjang Perseroan di luar segmen apartment segment.
apartemen.
Jakarta Greater Jakarta Surabaya
• Kawasan Superblok Kota Kasablanka | • Kawasan Superblok Bekasi | Bekasi • Kawasan Superblok Tunjungan City |
Kota Kasablanka Superblock Area Superblock Area Tunjungan City Superblock Area
4 Tower Casa Grande Residence 1 Tower Amor 1 Tower TP Residence
1 Tower Angelo 1 Tower Bella 1 Tower One Icon Residence
1 Tower Bella 1 Tower Dolce Vista 1 Tower Condominium Regensi
1 Tower Chianti • Kawasan Superblock Pakuwon Mall |
• Kawasan Superblok Gandaria City | Pakuwon Mall Superblock Area
Gandaria City Superblock Area 1 Tower Orchad
1 Tower Gandaria Heights 1 Tower Tanglin
1 Tower La Riz
1 Tower Anderson
1 Tower Benson
1 Tower La Viz
• Kawasan Superblok Pakuwon City Mall
| Pakuwon City Mall Superblock Area
1 Tower Amor
1 Tower Bella
• Kawasan Kota Mandiri Pakuwon City |
Pakuwon City Township Area
4 Tower Educity
Kinerja Operasional dan Keuangan Operational and Financial Performance
Pada segmen Residential dan Perkantoran yang Dijual, In the Residential and Office Building for Sale segment,
Perseroan mencatat penjualan sebesar 133 unit rumah, the Company recorded sales of 133 housing units, 3 office
3 unit perkantoran, 609 unit kondominium, serta 10 unit units, 609 condominium units, and 10 land plots during
tanah kavling sepanjang periode pelaporan. Selain itu, the reporting period. In addition, the Company holds an
Perseroan juga memiliki cadangan lahan (land bank) undeveloped land bank of approximately 521.7 hectares,
seluas sekitar 521,7 hektare yang belum dikembangkan, which will be utilized for future project development
yang akan dimanfaatkan untuk pengembangan proyek- or marketed as land plots and residential properties.
proyek mendatang maupun dipasarkan dalam bentuk These activities contributed to the performance of the
tanah kavling dan hunian. Aktivitas tersebut berkontribusi Residential and Office Building for Sale segment as
terhadap pencapaian kinerja segmen Residential dan reflected in the following table.
Perkantoran yang Dijual sebagaimana tercermin dalam
tabel berikut.
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Tabel Segmen Usaha Residensial dan Perkantoran yang Dijual
Table of Business Activities in Segment Residential and Office Building for Sale
Pendapatan (Rp-Miliar) Pertumbuhan
Uraian Persentase
Revenue (Rp-Billion) (Rp-Miliar)
Description Percentage
Growth (Rp-
2025 2024 (%)
Billion)
Kavling tanah Pakuwon City 26 16 10 62
Pakuwon City land lots
Kavling tanah Grand Pakuwon - 6 (6) (100)
Grand Pakuwon land lots
Rumah Pakuwon City 242 328 (86) (26)
Pakuwon City residential
Rumah Grand Pakuwon 173 353 (180) (51)
Grand Pakuwon residential
Apartemen Amor Surabaya 13 14 (1) (6)
Surabaya Amor Apartment
Apartemen Bella Surabaya 219 150 69 46
Surabaya Bella Apartment
Kondominium TP Residence & One Icon 110 73 37 50
TP Residence & One Icon Concominium
Perkantoran Pakuwon Tower Surabaya 9 11 (1) (12)
Surabaya Pakuwon Tower Office
Kondominium Orchard & Tanglin - 1 (1) (100)
Orchard & Tanglin Condominium
Kondominium La Riz 2 5 (3) (57)
La Riz Condominium
Kondominium Anderson 4 18 (14) (76)
Anderson Concominium
Kondominium Benson 4 29 (25) (85)
Benson Condominium
Kondominium La Viz 44 122 (78) (64)
La Viz Condominium
Kondominium Somerset 5 10 (4) (46)
Somerset Condominium
Kondominium Gandaria Height 6 - 6 -
Gandaria Height Condominium
Kondominium Casa Grande Residence 3 - 3 -
Residance Casa Grande Condominium
Kondominium Angelo & Bella 65 90 (26) (28)
Angelo & Bella Condominium
Kondominium Chianti 17 92 (75) (81)
Chianti Condominium
Perkantoran Pakuwon Tower Jakarta 32 70 (38) (54)
Jakarta Pakuwon Tower Office
Apartemen Amor Bekasi 343 67 276 414
Bekasi Amor Apartment
Apartemen Bella Bekasi 159 - 159 -
Bekasi Bella Apartment
Apartemen Dolce Vista Bekasi 17 27 (10) (38)
Dolce Vista Bekasi Apartment
Jumlah 1.494 1.480 8 1
Total
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Management Analysis and Discussion
Profitabilitas Profitability
Segmen Residensial dan Perkantoran yang Dijual The Residential and Office Building for Sale segment
menunjukkan kinerja profitabilitas yang relatif terjaga relatively stable profitability throughout 2025, supported
sepanjang tahun 2025, sejalan dengan pendekatan by a more selective development approach and disciplined
pengembangan yang lebih selektif dan disiplin dalam project cost management. Amid residential market
pengelolaan biaya proyek. Meskipun dinamika pasar dynamics influenced by purchasing power sensitivity and
residensial masih dipengaruhi sensitivitas daya beli dan financing conditions, the Company was able to maintain
pembiayaan, Perseroan tetap mampu menjaga margin margins through product optimization, strategic utilization
melalui optimalisasi produk, pemanfaatan land bank of its land bank, and effective control of operating
secara strategis, serta pengendalian beban operasional. expenses. The following presents the profitability details
Berikut rincian tingkat profitabilitas segmen Residensial of the Residential and Office Building for Sale.
dan Perkantoran yang Dijual.
Pendapatan (Rp-Miliar) Pertumbuhan Persentase
Segmen Geografis Revenue (Rp-Billion) (Rp-Miliar) Percentage
Geographical Segment
2025 2024 Growth (Rp-Billion) (%)
Marketing 1.301 1.554 (253) (16)
Sales
Pendapatan 1.494 1.480 18 0
Revenue
Hasil Segmen 816 878 (62) (7)
Segment Results
Margin Laba Kotor (%) 55 59 (4) (7)
Gross Profit Margin (%)
Segmen Geografis Geographical Segment
Kegiatan operasional bisnis Perseroan tersebar di The Company’s business operation activities spread
beberapa wilayah, yaitu Jakarta, Greater Jakarta, across several areas, namely Jakarta, Greater Jakarta,
Surabaya, Yogyakarta, Solo dan Bali. Berikut jumlah Surabaya, Yogyakarta, Central Java and Bali. The following
pendapatan konsolidasian berdasarkan segmen shows the concolidated revenues by geographical
geografis: segment:
Pendapatan berdasarkan segmen geografis
Revenue from geographical segment
Pendapatan (Rp-Miliar) Pertumbuhan Persentase
Segmen Geografis Revenue (Rp-Billion) (Rp-Miliar) Percentage
Geographical Segment
2025 2024 Growth (Rp-Billion) (%)
Surabaya 3.408 3.546 (138) (4)
Jakarta 2.216 2.412 (196) (8)
Greater Jakarta 828 112 716 641
Jawa Tengah 569 518 51 10
Central Java
Bali 90 84 7 8
Jumlah 7.111 6.671 440 7
Total
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Kinerja Keuangan
Financial Performance
Pembahasan kinerja keuangan dalam Laporan Tahunan The financial performance discussion in this Annual
ini disusun berdasarkan Laporan Keuangan konsolidasian Report is based on the Company’s consolidated Financial
Perseroan untuk periode yang berakhir pada 31 Desember Statements for the periods ended December 31, 2025
2025 dan 2024, yang telah disusun sesuai dengan Standar and 2024, which have been prepared in accordance
Akuntansi Keuangan yang berlaku di Indonesia. Laporan with the Indonesian Financial Accounting Standards.
Keuangan tersebut telah diaudit oleh Kantor Akuntan The Financial Statements have been audited by Public
Publik Liana Ramon Xenia & Rekan dan memperoleh opini Accounting Firm Liana Ramon Xenia & Rekan and received
wajar dalam semua hal yang material. an unqualified opinion in all material respects.
Berikut disajikan Laporan Posisi Keuangan PT Pakuwon Presented below is the Statement of Financial Position
Jati Tbk per 31 Desember 2025, beserta kinerja keuangan of PT Pakuwon Jati Tbk as of December 31, 2025, along
dan arus kas untuk tahun yang berakhir pada tanggal with the financial performance and cash flows for the
tersebut. year then ended.
Laporan Posisi Keuangan Statement of Financial Position
Tabel Laporan Posisi Keuangan Konsolidasian 2025 dan 2024
Table of Consolidated Statement of Financial Position for 2025 and 2024
Pendapatan (Rp-Miliar)
Uraian Revenue (Rp-Billion) Pertumbuhan Persentase
Description (Rp-Miliar) Percentage
Growth (Rp-Billion) (%)
2025 2024
Aset Lancar 11.142 14.819 (3.677) (25)
Current Assests
Aset Tidak Lancar 25.324 20.552 4.722 23
Non-Current Assets
Jumlah Aset 36.466 35.371 1.095 3
Total Assets
Liabilitas Jangka Pendek 3.162 3.108 54 2
Current Liabilities
Liabilitas Jangka Panjang 6.681 7.522 (841) (11)
Non-Current Liabilities
Jumlah Liabilitas 9.843 10.629 (786) (7)
Total Liabilities
Jumlah Ekuitas 26.623 24.742 1.991 8
Totak Equity
Jumlah Liabilitas dan Ekuitas 36.466 35.371 1.095 3
Total Liabilities and Equity
Jumlah Aset Total Assets
Pada akhir tahun 2025, total aset Perseroan tercatat As of the end of 2025, the Company’s total assets
sebesar Rp36,47 triliun, meningkat 3% dibandingkan amounted to Rp36.47 trillion, representing an increase
tahun 2024 sebesar Rp35,37 triliun. Perubahan ini of 3% compared to Rp35.37 trillion in 2024. This change
terutama dipengaruhi oleh kenaikan aset keuangan was primarily influenced by an increase in other financial
lainnya. assets.
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Management Analysis and Discussion
Jumlah Aset Lancar Current Assets
Aset lancar Perseroan pada tahun 2025 tercatat sebesar Current assets in 2025 were recorded at Rp11.14 trillion,
Rp11,14 triliun, menurun 25% dibandingkan tahun 2024 reflecting a decrease of 25% from Rp14.82 trillion in 2024.
sebesar Rp14,82 triliun. Pergerakan aset lancar terutama The movement in current assets was mainly driven by
dipengaruhi oleh penurunan kas dan setara kas, yang a decrease in cash and cash equivalents, which were
dialihkan ke aset keuangan lainnya. reallocated to other financial assets.
Jumlah Aset Tidak Lancar Non-Current Assets
Aset tidak lancar pada tahun 2025 tercatat sebesar Non-current assets in 2025 amounted to Rp25.32 trillion,
Rp25,32 triliun, meningkat 23% dibandingkan tahun reflecting an increase of 23% compared to Rp20.55
2024 sebesar Rp20,55 triliun. Perubahan ini terutama trillion in 2024. This change was primarily attributable
disebabkan oleh kenaikan aset keuangan lainnya. to an increase in other financial assets.
Jumlah Liabilitas Total Liabilities
Total liabilitas Perseroan per 31 Desember 2025 tercatat As of 31 December 2025, total liabilities were recorded
sebesar Rp9,84 triliun, menurun 7% dibandingkan tahun at Rp9.84 trillion, reflecting a decrease of 7%compared
2024 sebesar Rp10,63 triliun. Perubahan liabilitas to Rp10.63 trillion in 2024. The change in liabilities was
terutama dipengaruhi oleh pembayaran sebagian utang mainly influenced by the partial repayment of Global
Global Bond senilai Rp1,08 triliun. Bonds of Rp1.08 trillion.
Liabilitas Jangka Pendek Current Liabilities
Liabilitas jangka pendek pada tahun 2025 tercatat sebesar Current liabilities in 2025 amounted to Rp3.16 trillion,
Rp3,16 triliun, meningkat 2% dibandingkan tahun 2024 representing an increase of 2% compared to Rp3.11 trillion
sebesar Rp3,11 triliun. Kenaikan ini terutama dipengaruhi in 2024. This movement was mainly driven by unearned
oleh kenaikan Pendapatan diterima dimuka yang akan revenue that will be recognized within one year.
direalisasikan dalam 1 tahun.
Liabilitas Jangka Panjang Non-Current Liabilities
Liabilitas jangka panjang pada tahun 2025 tercatat Non-current liabilities in 2025 were recorded at Rp6.68
sebesar Rp6,68 triliun, menurun 11% dibandingkan tahun trillion, representing a decrease of 11% compared
2024 sebesar Rp7,52 triliun. Perubahan ini terutama to Rp7.52 trillion in 2024. This change was primarily
dipengaruhi oleh pembayaran sebagian utang Global influenced by the partial repayment of Global Bonds of
Bond senilai Rp1,08 trilliun. Rp1.08 trillion.
Jumlah Ekuitas Total Equity
Jumlah ekuitas Perseroan pada akhir tahun 2025 tercatat Total equity as of the end of 2025 amounted to Rp26.62
sebesar Rp26,62 triliun, meningkat 8% dibandingkan tahun trillion, representing an increase of 8% compared to
2024 sebesar Rp24,74 triliun. Perubahan ekuitas terutama Rp24.74 trillion in 2024. The change in equity was mainly
dipengaruhi oleh kenaikan laba perusahaan tahun 2025. influenced by the Company’s profit growth in 2025.
Laporan Laba/Rugi Statement of Profit/Loss
Tabel Laporan Laba/Rugi dan Penghasilan Komprehensif Lain Konsolidasian 2025 dan 2024
Table of Consolidated Statement of Profit or Loss and Other Comprehensive Income for 2025 and 2024
Pendapatan (Rp-Miliar)
Uraian Revenue (Rp-Billion) Pertumbuhan Persentase
Description (Rp-Miliar) Percentage
Growth (Rp-Billion) (%)
2025 2024
Pendapatan 7. 1 1 1 6.671 434 7
Revenues
Beban Pokok Pendapatan 3.167 2.902 247 9
Cost Revenues
Laba Bruto 3.944 3.769 187 5
Gross Profit
Laba Bersih Tahun Berjalan 2.758 2.422 396 16
Profit for the Year
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Tabel Laporan Laba/Rugi dan Penghasilan Komprehensif Lain Konsolidasian 2025 dan 2024
Table of Consolidated Statement of Profit or Loss and Other Comprehensive Income for 2025 and 2024
Pendapatan (Rp-Miliar)
Uraian Revenue (Rp-Billion) Pertumbuhan Persentase
Description (Rp-Miliar) Percentage
Growth (Rp-Billion) (%)
2025 2024
Jumlah Laba Komprehensif 2.801 2.386 502 21
Total Comprehensive Income
Laba per Saham – Dasar (dalam rupiah 48,72 43,08 5,64 13
penuh)
Earnings per Share – Basic (in full amount
Rupiah)
Pendapatan Revenue
Pada tahun 2025, Perseroan membukukan pendapatan In 2025, the Company recorded revenue of Rp7.11 trillion,
sebesar Rp7,11 triliun, meningkat 7% dibandingkan tahun 2024 representing an increase of 7% compared to Rp6.67
sebesar Rp6,67 triliun. Perubahan ini terutama dipengaruhi trillion in 2024. This change was primarily influenced by
oleh kenaikan pendapatan retail mall sebesar 14%. a 14% increase in retail shopping center revenue.
Beban Pokok Pendapatan Cost of Revenue
Beban pokok pendapatan pada tahun 2025 tercatat Cost of revenue in 2025 amounted to Rp3.17 trillion,
sebesar Rp3,17 triliun, meningkat 9% dibandingkan tahun reflecting an increase of 9% compared to Rp2.90 trillion
2024 sebesar Rp2,90 triliun. Pergerakan ini antara lain in 2024. This movement was influenced by higher retail
dipengaruhi oleh kenaikan biaya retail mall seiring dengan mall operating costs in line with revenue growth.
kenaikan pendapatannya.
Laba Bruto Gross Profit
Laba bruto Perseroan pada tahun 2025 tercatat sebesar Gross profit in 2025 was recorded at Rp3.94 trillion,
Rp3,94 triliun, meningkat 5% dibandingkan tahun 2024 representing an increase of 5% compared to Rp3.77
sebesar Rp3,77 triliun. Perubahan ini mencerminkan trillion in 2024. This change is in line with the increase
sejalan dengan kenaikan pendapatannya. in revenue.
Laba Bersih Tahun Berjalan Profit for the Year
Perseroan membukukan laba bersih tahun berjalan sebesar The Company recorded profit for the year of Rp2.76 trillion
Rp2,76 triliun pada tahun 2025, meningkat 14% dibandingkan in 2025, representing an increase of 14% compared to
tahun 2024 sebesar Rp2,42 triliun. Kinerja ini dipengaruhi Rp2.42 trillion in 2024. This performance was influenced by
oleh kenaikan nilai pasar dari investasi reksadana. an increase in the market value of mutual fund investments.
Laba Komprehensif Comprehensive Income
Jumlah laba komprehensif pada tahun 2025 tercatat Total comprehensive income in 2025 amounted to
sebesar Rp2,80 triliun, meningkat 17% dibandingkan Rp2.80 trillion, representing an increase of 17% compared
tahun 2024 sebesar Rp2,39 triliun. Perubahan ini terutama to Rp2.39 trillion in 2024. This change was primarily
dipengaruhi oleh oleh kenaikan nilai pasar dari investasi influenced by an increase in the market value of mutual
reksadana dan saham. fund and equity investments.
Spongebob Squarepants - Pakuwon Mall Jogja
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Management Analysis and Discussion
Laporan Arus Kas Cash Flow Statement
Tabel Laporan Arus Kas Konsolidasian 2025 dan 2024
Table of Consolidated Statement of Cash Flows for 2025 and 2024
Uraian Pendapatan (Rp-Miliar) Pertumbuhan Persentase
Description Revenue (Rp-Billion) (Rp-Miliar) Percentage
2025 2024 Growth (Rp-Billion) (%)
Penerimaan Kas dari Pelanggan - Bersih 6.941 6.893 48 1
Cash Received from Customers
Kas yang dihasilkan dari Operasi 2.852 3.175 (322) (10)
Cash generated from operations
Kas Bersih Diperoleh dari Aktivitas Operasi 3.029 3.354 (325) (10)
Net cash provided by operating activities
Kas Bersih digunakan untuk Aktivitas (4.981) (1.409) (3.643) 272
Investasi
Net cash used in investing activities
Kas Bersih Diperoleh Dari (Digunakan (2.013) (389) (1.552) 337
untuk) aktivitas Pendanaan
Net cash provided by (used in) financing
activities
Kenaikan (Penurunan) Bersih Kas dan (3.964) 1.556 (5.520) (355)
Setara Kas
Net increase (decrease) in cash and cash
equivalents
Pengaruh perubahan kurs mata uang asing 4 15 (11) (71)
Effect of foreign exchange rate changes
Kas dan Setara Kas Awal Tahun 9.204 7.633 1.571 21
Cash and cash equivalents at beginning
of the year
Kas dan Setara Kas Akhir Tahun 5.186 9.154 (3.968) (43)
Cash and cash equivalents at end of the year
Arus Kas dari Aktivitas Operasi Cash Flow from Operating Activities
Arus kas bersih dari aktivitas operasi pada tahun 2025 Net cash flow from operating activities in 2025 amounted
tercatat sebesar Rp3,03 triliun, menurun 10% dibandingkan to Rp3.03 trillion, representing a decrease of 10%
tahun 2024 sebesar Rp3,35 triliun. Perubahan ini antara lain compared to Rp3.35 trillion in 2024. This change was
dipengaruhi oleh kenaikan pembayaran kas ke kontraktor. influenced by higher cash payments to contractors.
Arus Kas dari Aktivitas Investasi Cash Flow from Investing Activities
Arus kas bersih yang digunakan untuk aktivitas investasi Net cash flow used for investing activities in 2025
pada tahun 2025 tercatat sebesar Rp4,98 triliun, amounted to Rp4.98 trillion, representing an increase
meningkat 272% dibandingkan tahun 2024 sebesar of 272% compared to Rp1.41 trillion in 2024. This change
Rp1,41 triliun. Perubahan ini terutama disebabkan oleh was primarily attributable to cash outflows allocated to
pengeluaran kas untuk dipindahkan ke aset keuangan other financial assets such as bonds and mutual funds.
lainnya ( obligasi & reksadana).
Arus Kas dari Aktivitas Pendanaan Cash Flow from Financing Activities
Arus kas bersih yang digunakan untuk aktivitas Net cash flow from used in financing activities in 2025
pendanaan pada tahun 2025 tercatat sebesar Rp2,01 amounted to Rp2.01 trillion, representing an increase of
triliun, meningkat 337% dibandingkan tahun 2024 sebesar 337% compared to Rp389 billion in 2024. This movement
Rp389 miliar. Pergerakan ini dipengaruhi oleh pembayaran was influenced by the partial repayment of Global Bonds
sebagian utang Global Bond dan pembayaran deviden. and dividend payments.
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Kemampuan Membayar Utang dan
Tingkat Kolektibilitas Piutang
Ability to Pay Debt and Receivables Collectibility
Kemampuan Membayar Utang Ability to Pay Debt
Evaluasi atas kemampuan Perseroan dalam memenuhi The Company’s ability to meet its financial obligations is
kewajiban keuangan dilakukan melalui analisis sejumlah evaluated through the analysis of key financial indicators,
indikator keuangan utama, antara lain rasio likuiditas, including liquidity, solvency, and profitability ratios. These
solvabilitas, dan rentabilitas. Ketiga rasio tersebut ratios provide a comprehensive view of the Company’s
memberikan gambaran menyeluruh mengenai posisi financial position in meeting short-term obligations while
keuangan Perseroan, baik dalam memenuhi kewajiban maintaining sustainable capital structure and profitability.
jangka pendek maupun menjaga keberlanjutan struktur
permodalan dan profitabilitas.
Rasio Likuiditas Liquidity Ratio
Rasio likuiditas mencerminkan kemampuan Perseroan The liquidity ratio reflects the Company’s ability to meet
dalam memenuhi kewajiban jangka pendek yang jatuh short-term obligations due within an operating cycle.
tempo dalam satu periode operasional. Pada tahun 2025, In 2025, the Company maintained an adequate level
tingkat likuiditas Perseroan tetap berada dalam kondisi of liquidity, as reflected in its cash ratio and current
yang memadai, sebagaimana tercermin dari rasio kas dan ratio, demonstrating the Company’s ability to sustain
rasio lancar yang menunjukkan kemampuan Perseroan sufficient current assets to meet its short-term liabilities,
dalam menjaga kecukupan aset lancar untuk memenuhi as presented in the following table.
kewajiban lancarnya, sebagaimana disajikan pada tabel
berikut.
Kenaikan/Penurunan
Uraian 2025 2025
Increase/Decrease
Description (x) (x)
(%)
Rasio Kas 1,64 2,96 (45)
Cash Ratio
Rasio Lancar 3,52 4,77 (26)
Current Ratio
Di tahun 2025, rasio kas Perseroan mencerminkan In 2025, the Company’s cash ratio reflected a well-
posisi likuiditas yang tetap terjaga, dengan tingkat maintained liquidity position at 1.64 times (x), representing
rasio sebesar 1,64 kali (x), menurun 45% dibandingkan a decrease of 45% compared to 2.96 times (x) in the
tahun sebelumnya sebesar 2,96 kali (x). Sementara itu, previous year. Meanwhile, the current ratio was recorded
rasio lancar tercatat sebesar 3,52 kali (x), lebih rendah at 3.52 times (x), lower than 4.77 times (x) in the prior
dibandingkan 4,77 kali (x) pada tahun sebelumnya. year. This movement indicates that the Company
Penurunan ini menunjukkan bahwa Perseroan memiliki maintained sufficient capacity to meet its short-term
kapasitas yang memadai dalam memenuhi kewajiban obligations through the availability of current assets.
jangka pendeknya melalui ketersediaan aset lancar.
Solvabilitas Solvency
Selain likuiditas, kemampuan Perseroan dalam memenuhi In addition to liquidity, the Company’s ability to meet
kewajiban jangka panjang juga tercermin melalui rasio long-term obligations is reflected through its solvency
solvabilitas. Rasio ini menggambarkan sejauh mana ratios. These ratios illustrate the extent to which the
struktur permodalan Perseroan mampu menopang Company’s capital structure supports its liabilities.
kewajiban yang dimiliki. Pengukuran solvabilitas dilakukan Solvency is measured through the Debt to Asset Ratio
melalui rasio liabilitas terhadap aset (Debt to Asset Ratio/ (DAR) and Debt to Equity Ratio (DER) as key indicators
DAR) serta rasio liabilitas terhadap ekuitas (Debt to Equity in assessing the Company’s leverage level.
Ratio/DER) sebagai indikator utama dalam menilai tingkat
leverage Perseroan.
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Analisis dan Pembahsan Manajemen
Management Analysis and Discussion
Tabel Kemampuan Membayar Utang Jangka Panjang
Table of Solvency
Kenaikan/Penurunan
Uraian 2025 2025
Increase/Decrease
Description (x) (x)
(%)
Rasio liabilitas terhadap Aset 0,15 0,18 (16)
Debt to Asset Ratio
Rasio liabilitas terhadap ekuitas 0,21 0,26 (19)
Debt to Equity Ratio
Di tahun 2025, posisi rasio DAR Perseroan dan DER In 2025, the Company’s Debt to Asset Ratio (DAR)
Perseroan mengalami perubahan dari tahun lalu, yaitu and Debt to Equity Ratio (DER) experienced changes
sebesar 0,15 kali (x) dan 0,21 kali (x) yang mengindikasikan compared to the previous year, recorded at 0.15 times
Perseroan masih memiliki kemampuan yang baik dalam (x) and 0.21 times (x), respectively. This indicates that
mengelola aset dan memenuhi kewajibannya. the Company continues to demonstrate a strong ability
to manage its assets and meet its obligations.
Rasio Rentabilitas Profitability Ratio
Rasio rentabilitas merupakan perangkat untuk mengetahui Profitability ratio is a tool to determine the company’s
kemampuan perusahaan dalam menghasilkan keuntungan ability to generate profits in a certain period. This is
pada satu periode tertentu yang dihitung dengan calculated by measuring the net profit margin, the rate
mengukur marjin laba bersih, tingkat pengembalian aset, of return on assets, and the rate of return on equity. In
serta tingkat pengembalian ekuitias. Di 2025, posisi rasio 2025, the position for the Company’s profitability ratios
rentabilitas Perseroan tercermin pada tabel berikut: were reflected in the table below:
Kenaikan/Penurunan
Uraian 2025 2025
Increase/Decrease
Description (%) (%)
(%)
Rasio laba bersih terhadap total aset 7,56 6,85 10
Return on Assets
Rasio rasio laba bersih terhadap ekuitas 10,36 9,79 6
Return on Equity
Di tahun 2025, rasio laba bersih terhadap total aset In 2025, the Company’s net profit to total assets ratio
Perseroan sebesar 7,56%, sementara rasio laba bersih was recorded at 7.56%, while the net profit to equity ratio
terhadap ekuitas Perseroan sebesar 10,36%. Kedua rasio stood at 10.36%. Both ratios improved compared to the
tersebut menunjukkan peningkatan dibandingkan tahun previous year, reflecting the Company’s enhanced ability
sebelumnya, yang mencerminkan kemampuan Perseroan to generate returns from its assets and equity.
yang semakin baik dalam menghasilkan imbal hasil atas
aset dan ekuitas yang dikelola.
Peringkat Utang Credit Rating
Di tahun 2025 peringkat Utang Perseroan stabil dengan In 2025, the Company’s credit rating has stable with the
rincian sebagai berikut: following details:
Peringkat Utang
2025 2024
Credit Rating
S&P BB+/Stable BB+/Stable
Moody’s Ba1/Stable Ba1/Stable
Fitch BB+/Stable BB+/Stable
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Kolektabilitas Piutang Receivables Collcetivity
Untuk memantau efektivitas pengelolaan piutang, To monitor the effectiveness of receivables management,
Perseroan melakukan evaluasi atas kolektabilitas melalui the Company evaluates collectibility through an aging
analisis umur piutang. Profil umur piutang bervariasi analysis of receivables. The aging profile varies across
antar unit usaha, sejalan dengan karakteristik produk business units, in line with the characteristics of the
yang ditawarkan. Segmen landed residential, misalnya, products offered. The landed residential segment
umumnya memiliki siklus penagihan yang lebih singkat generally has a shorter collection cycle compared to
dibandingkan segmen apartemen, mengingat durasi the apartment segment, given the relatively shorter
pembangunan perumahan relatif lebih pendek. Sementara construction period for housing projects. Meanwhile, the
itu, segmen persewaan pusat perbelanjaan cenderung retail leasing segment tends to exhibit faster receivable
menunjukkan umur piutang yang lebih cepat karena sifat turnover due to the short-term and recurring nature of
kontrak sewa yang berjangka pendek dan berulang. lease contracts. The following presents the aging profile
Berikut disajikan rincian umur piutang usaha Perseroan of the Company’s trade receivables that have not been
yang belum mengalami penurunan nilai, termasuk impaired, including a comparison between 2025 and
perbandingan antara tahun 2025 dan 2024. 2024.
Umur Piutang Usaha yang Belum Diturunkan Nilainya Tahun 2025-2024
Age of Trade Accounts Receivable Not Impaired in 2025–2024
Dalam miliar rupiah
In billion rupiah
Uraian
2025 2024
Description
Belum jatuh tempo | Not yet due 105,4 52,5
Sudah jatuh tempo
Past due
1-30 hari | days 34,5 71,2
31-60 hari | days 4,0 10,0
61-90 hari | days 0,8 1,8
91-180 hari | days 0,9 1,4
181-360 hari | days 0,2 1,3
Lebih dari 360 hari 1,6 2,6
More than 360 days
Jumlah 147,5 140,8
Total
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Analisis dan Pembahsan Manajemen
Management Analysis and Discussion
Struktur Modal dan Kebijakan
Manajemen atas Struktur Modal
Capital Structure and Management Policy
on Capital Structure
Rincian Struktur Modal Details of Capital Structure
Struktur permodalan Perseroan disusun dari kombinasi The Company’s capital structure consists of a combination
kas dan setara kas, pinjaman, serta komponen ekuitas of cash and cash equivalents, borrowings, and equity
yang meliputi modal ditempatkan, tambahan modal components, including issued capital, additional paid-in
disetor, penghasilan komprehensif lain, saldo laba, capital, other comprehensive income, retained earnings,
dan kepentingan non-pengendali. Komposisi tersebut and non-controlling interests. This composition reflects
mencerminkan keseimbangan antara sumber pendanaan a balance between internal and external funding sources
internal dan eksternal dalam mendukung kegiatan usaha. in supporting business activities.
Evaluasi terhadap struktur modal dilakukan secara The capital structure is periodically evaluated to ensure
berkala untuk memastikan efektivitas pendanaan serta funding effectiveness and to maintain the Company’s
menjaga nilai perusahaan di mata investor. Berikut value in the eyes of investors. The following presents
disajikan komposisi struktur modal Perseroan pada tahun the Company’s capital structure in 2025 along with its
2025 beserta perbandingannya dengan tahun 2024. comparison to 2024.
Tabel Struktur Modal Perseroan
Table of The Company’s Capital Structure
Persentase Persentase
Uraian 2025 2024
Percentage Percentage
Description (Rp) (Rp)
(%) (%)
Kas dan setara kas 5.186 14 9.154 26
Cash and cash equivalents
Liabilitas Jangka Pendek 3.162 9 3.108 9
Current Liabilities
Liabilitas Jangka Panjang 6.681 18 7.522 21
Non-Current Liabilities
Total Liabilitas 9.843 27 10.629 30
Total Liabilities
Total Ekuitas 26.623 73 24.742 70
Total Equity
Total Modal Perseroan 36.466 100 35.371 100
Total the Company’s Capital
Struktur modal Perseroan pada 2025 didominasi oleh The Company’s capital structure in 2025 was dominated
Ekuitas sebesar 73%, dan Liabilitas sebesar 27%. by Equity of 73% and Liabilities of 27% Meanwhile Cash
Sementara komposisi Kas dan Setara Kas sebesar 14%. ad Cash equivakents amunted to 14%.
Kebijakan Manajemen atas Struktur Modal Management Policy on Capital Structure
dan Dasar Pemilihannya and Basis for Selection
Dalam pengelolaan permodalan, Perseroan In managing its capital, the Company emphasizes a
mengedepankan keseimbangan antara tingkat utang dan balance between debt and equity to support business
ekuitas guna mendukung keberlanjutan usaha sekaligus sustainability while creating added value for shareholders.
menciptakan nilai tambah bagi pemegang saham. This approach takes into account funding cost efficiency
Pendekatan ini dilakukan dengan mempertimbangkan and the associated risk profile.
efisiensi biaya pendanaan serta profil risiko yang dihadapi.
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Direksi secara berkala melakukan evaluasi terhadap The Board of Directors regularly evaluates the capital
struktur permodalan untuk memastikan komposisi structure to ensure that the funding composition remains
pendanaan tetap berada pada tingkat yang optimal. at an optimal level. Through this policy, the Company
Melalui kebijakan tersebut, Perseroan berupaya menjaga seeks to maintain financial stability while maximizing
stabilitas keuangan sekaligus memaksimalkan nilai long-term corporate value.
perusahaan dalam jangka panjang.
Ikatan Material untuk Investasi Barang Material Commitment for Capital
Modal Expenditure
Berdasarkan Peraturan Otoritas Jasa Keuangan No. 17/ Based on the Financial Services Authority Regulation No.
POJK.04/2020 tentang Transaksi Material dan Perubahan 17/POJK.04/2020 concerning Material Transactions and
Kegiatan Usaha, Pasal 3 ayat (1) menyatakan bahwa suatu Changes in Business Activities, Article 3 paragraph (1) states
transaksi dikategorikan sebagai transaksi material apabila that a transaction is categorized as a material transaction if its
nilainya mencapai 20% atau lebih dari ekuitas Perusahaan value reaches 20% or more of the equity of a Public Company.
Terbuka. Hingga akhir tahun 2025, Perseroan tidak As of the end of 2025, the Company did not conduct any
melakukan transaksi material terkait investasi barang modal. material transactions related to capital expenditure.
Investasi Barang Modal yang Direalisasikan Realization of Capital Expenditure in The
Dalam Tahun Buku Terakhir Last Fiscal Year
Perseroan melakukan investasi barang modal untuk The Company carries out capital goods investment to
mendukung kelancaran aktivitas operasional. Rincian support the smooth operation of its business activities.
realisasi investasi barang modal Perseroan disajikan The details of the Company’s realization of capital goods
sebagai berikut. investment are presented as follows.
2025 2024
Jenis Barang Modal Tujuan
(Rp-Miliar) (Rp-Miliar)
Type of Capital Goods Objective
(Rp-Billion) (Rp-Billion)
Akuisisi Lahan Operasional 24 252
Land Acquisition Operational
Properti investasi Operasional 88 606
Investment property Operational
Aset Tetap Operasional 377 251
Fixed Asset Operational
Aset Real Estat Operasional 724 691
Real Estate Assets Operational
Jumlah Investasi Barang Modal 1.213 1.801
Total Capital Expenditure
Target, Realisasi dan Proyeksi [F.2] Target, realization and Projection [F.2]
2025 Pencapaian
(Rp-Miliar) Realisasi terhadap
(Rp-Billion) Proyeksi 2026 (Rp-
Target 2025
Uraian Miliar)
2025 Realization
Description 2026 Projection
Target Realisasi Achievement to
(Rp-Billion)
Realization Target
(%)
Aset 37.812 36.466 96 38.742
Assets
Pendapatan 7.207 7. 1 1 1 99 7.615
Revenues
Beban Pokok Pendapatan 3.279 3.167 97 3.355
Cost of Revenues
Laba Bruto 3.928 3.944 100 4.260
Gross Profit
Laba Bersih Tahun Berjalan 2.570 2.758 107 2.770
Profit for the Year
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Analisis dan Pembahsan Manajemen
Management Analysis and Discussion
2025 Pencapaian
(Rp-Miliar) Realisasi terhadap
(Rp-Billion) Proyeksi 2026 (Rp-
Target 2025
Uraian Miliar)
2025 Realization
Description 2026 Projection
Target Realisasi Achievement to
(Rp-Billion)
Realization Target
(%)
Jumlah Laba Komprehensif 2.525 2.801 111 2.777
Total Comprehensive Income
Marketing Sales 1.500 1.301 87 1.536
Imbal Hasil Aset (%) 6,8% 7,60% 111 7,2%
Return on Assets (ROA) (%)
EBITDA 3.961 3.708 94 4.028
Struktur Modal
Capital Structure
Kas dan setara kas 9.768 5.186 53 4.745
Cash and cash equivalents
Liabilitas Jangka Pendek 3.603 3.162 88 3.277
Current Liabilities
Liabilitas Jangka Panjang 7.528 6.681 89 6.803
Non-Current Liabilities
Total Liabilitas 11.132 9.843 88 10.080
Total Liabilities
Total Ekuitas 26.610 26.623 100 28.670
Total Equity
Kebijakan Deviden Kebijakan dividen ke depan mengacu pada Keputusan Rapat Umum Pemegang Saham (RUPS) yang
Dividend Policy didasarkan pada peraturan perundang-undangan yang berlaku
The dividend policy moving forward will be based on resolutions made by the General Meeting of
Shareholders (GMS), in compliance with laws and regulations
Analisa Perbandingan Target dan Realisasi 2025 Comparison Analysis of Target and
2025 Realization
Aset Assets
Realisasi jumlah aset Perseroan pada tahun 2025 tercatat The realization of total assets in 2025 amounted to
sebesar Rp36,47 triliun, atau setara dengan 96% dari Rp37.81 trillion, equivalent to 96% of the RKAP target of
target RKAP yang ditetapkan sebesar Rp37,81 triliun. Rp37.81 trillion. This achievement was influenced by an
Tingkat pencapaian ini dipengaruhi oleh kenaikan aset increase in other financial assets.
keuangan lainnya.
Pendapatan Revenue
Pendapatan Perseroan pada tahun 2025 terealisasi In 2025, the Company’s revenue reached Rp7.11 trillion,
sebesar Rp7,11 triliun, atau sebesar 99% dari target equivalent to 99% of the RKAP target of Rp7.21 trillion.
RKAP yang ditetapkan sebesar Rp7,21 triliun. Perbedaan The variance between realization and target was mainly
antara realisasi dan target antara lain disebabkan oleh due to government restrictions on gatherings in hotels
tidak tercapainya pendapatan karena di triwulan 1 ada during the first quarter of 2025.
himbaun untuk tidak mengadakan meeting untuk instransi
pemerintah di hotel.
Beban Pokok Pendapatan Cost of Revenue
Di tahun 2025, Beban Pokok Pendapatan terealisasi senilai Cost of revenue in 2025 was realized at Rp3.17 trillion or
Rp3,17 triliun atau 97% dari target RKAP yang senilai 97% of the RKAP target of Rp3.28 trillion. This shortfall
Rp3,28 triliun. Tidak tercapainya target ini dikarenakan is in line with the decline in hotel operational activities
berkurangnya beban di hotel karena pendapatan hotel due to less than satisfactory hotel revenue performance.
tidak tercapai.
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Laba Bruto Gross Profit
Laba bruto pada 2025 tercatat sebesar Rp3,94 triliun atau Gross profit in 2025 amounted to Rp3.94 trillion,
setara dengan 100% dari target RKAP sebesar Rp3,93 equivalent to 100% of the RKAP target of Rp3.93 trillion.
triliun. Perbedaan capaian ini antara lain disebabkan oleh The difference in achievement was influenced by higher-
realisasi pendapatan retail mall lebih tinggi dari target. than-target retail shopping center revenues.
Laba Bersih Tahun Berjalan Net Profit for the Year
Laba bersih tahun berjalan di tahun 2025 terealisasi Net profit for the year in 2025 was realized at Rp2.76
sebesar Rp2,76 triliun atau 107% dari target RKAP yang trillion or 107% of the RKAP target of Rp2.57 trillion. The
sebesar Rp2,57 triliun. Tercapainya target ini dikarenakan achievement of this target was due to an increase in the
realisasi kenaikan nilai market untuk investasi obligasi. market value of bond investments.
Jumlah Laba Komprehensif Total Comprehensive Income
Realisasi jumlah laba komprehensif Perseroan pada Total comprehensive income in 2025 amounted to Rp2.80
tahun 2025 tercatat sebesar Rp2,80 triliun, atau sebesar trillion, equivalent to 111% of the RKAP target of Rp2.53
111% dari target RKAP sebesar Rp2,53 triliun. Kondisi ini trillion. This condition was influenced by increase in
dipengaruhi oleh kenaikan pendapatan, realisasi kenaikan revenue, realization of market value gains on bond and
nilai market untuk investasi obligasi dan saham. stock investments.
Marketing Sales Marketing Sales
Tahun 2025, realisasi marketing sales senilai Rp1,30 triliun In 2025, marketing sales were realized at Rp1.30 trillion or
atau 87% dari target RKAP yang senilai Rp1,50 triliun. 87% of the RKAP target of Rp1.50 trillion. This achievement
Pencapaian target ini dikarenakan realisasi kenaikan nilai was driven by an increase in the market value of bond
market untuk investasi obligasi dan saham. and equity investments.
Imbal Hasil Aset Return on Assets
Imbal Hasil Aset Perseroan di tahun 2025 terealisasi Return on Assets in 2025 was realized at7.60% or 111% of
sebesar 7,60% atau 111% dari target RKAP yang sebesar the RKAP target of 6.80%. The achievement of this target
6,80%. Tercapainya target ini dikarenakan kenaikan aset was influenced by an increase in other financial assets.
keuangan lainnya.
EBITDA EBITDA
Pada tahun 2025, realisasi EBITDA Perseroan sebesar In 2025, EBITDA was realized at 3.71 trillion or 94% of
Rp3,71 triliun atau 94% dari target RKAP yang mencapai the RKAP target of Rp3.94 trillion. The target was not
Rp3,94 triliun. Tingkat pencapaian ini antara lain achieved because the failure to achieve the 2025 revenue
dipengaruhi oleh tidak tercapainya target pendapatan target.
tahun 2025.
Struktur Modal Capital Structure
Tahun 2025, realisasi struktur modal Perseroan sebesar In 2025, the Company’s capital structure realization
Rp38,74 triliun, terdiri dari Liabilitas Rp9,84 triliun dan amounted to Rp38.74 trillion, comprising Rp9.84 trillion
Ekuitas Rp26,62 triliun, atau 100% dari target RKAP. in Liabilities and Rp26.62 trillion in Equity, equivalent to
Tercapainya target ini disebabkan kenaikan laba perusahaan 100% of the RKAP target. The achievement of this target
karena kenaikan nilai pasar investasi obligasi dan saham. was driven by increased profitability driven by the higher
market value of bond and equity investments.
Kebijakan Dividen Dividend Policy
Kebijakan dividen Perseroan ditetapkan melalui keputusan The Company’s dividend policy is determined through
Rapat Umum Pemegang Saham (RUPS) dengan tetap resolutions of the General Meeting of Shareholders
mempertimbangkan keseimbangan antara distribusi (GMS), taking into account the balance between
kepada pemegang saham dan kebutuhan pendanaan shareholder returns and funding requirements for
untuk pengembangan usaha. business development.
Berdasarkan keputusan Rapat Umum Pemegang Saham Based on the resolution of the Annual General Meeting of
Tahunan (RUPST) yang diselenggarakan pada tanggal Shareholders (AGMS) held on 30 June 2025, shareholders
30 Juni 2025, Pemegang Saham menyetujui pembagian approved the distribution of cash dividends derived from
dividen tunai yang berasal dari laba bersih tahun buku the net profit for the 2024 financial year amounting to
2024 sebesar Rp13 (tiga belas Rupiah) per saham, dengan Rp13 (thirteen Rupiah) per share, with a total dividend
total nilai dividen sekitar Rp626 miliar, setara dengan value of approximately Rp626 billion, equivalent to around
sekitar 26% dari laba bersih tahun 2024. 26% of the 2024 net profit.
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Analisis dan Pembahsan Manajemen
Management Analysis and Discussion
Adapun jadwal pelaksanaan pembagian dividen tunai The schedule for the cash dividend distribution is as
tersebut adalah sebagai berikut: follows:
1. Cum Dividen di Pasar Reguler dan Negosiasi: 4 Juli 1. Cum Dividend in the Regular and Negotiated Markets:
2025 July 4, 2025
2. Ex Dividen di Pasar Reguler dan Negosiasi : 7 Juli 2. Ex Dividend in the Regular and Negotiated Markets
2025 : July 7, 2025
3. Cum Dividen di Pasar Tunai : 8 Juli 2025 3. Cum Dividend in the Cash Market : July 8, 2025
4. Ex Dividen di Pasar Tunai : 9 Juli 2025 4. Ex Dividend in the Cash Market : July 9, 2025
5. Tanggal Daftar Pemegang Saham yang berhak atas 5. Recording Date for shareholders entitled to cash
dividen tunai (Recording Date) : 8 Juli 2025 dividends : July 8, 2025
6. Tanggal Pembayaran Dividen Tunai : 30 Juli 2025 6. Cash Dividend Payment Date : July 30, 2025
Pembagian dividen ini mencerminkan komitmen Perseroan The dividend distribution reflects the Company’s
untuk memberikan nilai tambah kepada pemegang saham, commitment to delivering value to shareholders while
sekaligus tetap menjaga kapasitas pendanaan guna maintaining sufficient funding capacity to support
mendukung pengembangan usaha secara berkelanjutan. sustainable business development.
Berikut informasi pelaksanaan pembagian dividen selama The following is information on the implementation of
3 (tiga) tahun buku terakhir: dividend distribution for the last 3 (three) fiscal years:
Uraian Tahun Buku 2024 Tahun Buku 2023 Tahun Buku 2022
Description 2024 Fiscal Year 2023 Fiscal Year 2022 Fiscal Year
Laba Bersih (Rp-Miliar) 2.422 2.382 1.831
Net Profit (Rp-Billion)
Dividen
Dividend
Jumlah Saham (lembar saham) 48.159.602.400 48.159.602.400 48.159.602.400
Total Share (sheet)
Dividen per Saham (Rp) 13 9 6,5
Dividend per Share (Rp)
Nilai DIviden Kas yang Dibayarkan 626.074.831.200 433.436.421.600 313.037.415.600
(Rp)
Amount of Distributed Cash Dividend
(Rp)
Rasio Pembayaran Dividen 25,8% 20,6% 20,3%
Dividend Payout Ratio (%)
Tanggal Pengumuman 30 Juni 2025 14 Juni 2024 4 Juli 2023
Announcement Date June 30, 2025 June 14, 2024 July 4, 2023
Tanggal Pembayaran 30 Juli 2025 10 Juli 2024 27 Juli 2023
Payment Date July 30, 2025 July 10, 2024 July 27, 2023
Realisasi Penggunaan Dana Hasil Realization of Use of Proceeds from Public
Penawaran Umum Offering
Berdasarkan Peraturan Otoritas Jasa Keuangan No. 30/ Based on the Financial Services Authority Regulation
POJK.05/2015 tentang Laporan Realisasi Penggunaan No. 30/POJK.05/2015 on Report on the Realization of
Dana Hasil Penawaran Umum, Perseroan wajib Use of Proceeds from Public Offering, the Company is
melaporkan dana dan hasil penawaran umum perdana required to report the fund and proceeds from the initial
saham kepada regulator. public offering activity to the regulator.
Perseroan melakukan penawaran saham perdana umum The Company conducted its Initial Public Offering in 1989,
pada tahun 1989 dan seluruh dana hasil penawaran and all proceeds from the offering have been fully utilized
saham telah digunakan seluruhnya oleh Perseroan dan and reported to the regulator. Accordingly, information
telah dilaporkan ke regulator sehingga informasi tersebut regarding the use of proceeds is no longer presented
tidak dapat disajikan di laporan ini.. in this report.
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Ikatan dan Fakta Material yang Terjadi Material Information and Facts Subsequent
Setelah Tanggal Laporan Akuntan to the Date of the Financial Statements
Di sepanjang tahun 2025, tidak terdapat peristiwa atau Throughout 2025, there were no material events that
fakta material yang terjadi setelah tanggal laporan occurred after the reporting date that could significantly
keuangan yang dapat memengaruhi secara signifikan affect the Company’s financial position, results of
posisi keuangan, kinerja usaha, maupun arus kas operations or cash flows.
Perseroan.
Informasi Material Mengenai Investasi, Material Information on Investment,
Ekspansi, Divestasi, Penggabungan/ Expansion, Divestment, Business Merger/
Peleburan usaha, Akuisisi, Restrukturisasi Consolidation, Acquisition, and Debt/
Utang Modal Capital Restructuring
Sepanjang tahun 2025, Perseroan tidak melakukan Throughout 2025, the Company did not undertake any
Investasi, Ekspansi, Divestasi, Penggabungan/Peleburan corporate actions in the form of investment, expansion,
usaha, Akuisisi, Restrukturisasi Utang Modal divestment, merger or consolidation, acquisition, or debt
and capital restructuring.
Informasi Transaksi Material yang Material Transactions Containing Conflict
Mengandung Benturan Kepentingan atau of Interest or Trasactions with affiliates/
Transaksi dengan Pihak Afiliasi/Pihak Related Parties
Berelasi
Sepanjang tahun 2025, Perseroan tidak melakukan Throughout 2025, the Company did not perform any
transaksi yang mengandung benturan kepentingan. transactions containing conflicts of interest.
Informasi dengan Pihak Afiliasi Information on Transaction with Affiliated
Parties
Sepanjang tahun 2025, Perseroan melakukan transaksi Throughout 2025, the Company engaged in transactions
dengan pihak afiliasi dalam rangka mendukung kegiatan with affiliated parties to support its operational activities
operasional dan pengembangan usaha. Transaksi and business development. These transactions were
tersebut dilakukan berdasarkan prinsip kewajaran dan conducted on an arm’s length basis and were not
tidak dikategorikan sebagai transaksi material maupun classified as material transactions nor as transactions
transaksi yang mengandung benturan kepentingan. involving conflicts of interest.
Informasi Transaksi dengan Pihak Berelasi Information on Transaction with Related
Parties.
Informasi terkait transaksi dengan pihak-pihak berelasi, Information related to transactions with related parties,
sifat hubungan, serta jenis transaksi yang dilakukan nature of relationship, and types of transactions carried
Perseroan dengan pihak-pihak berelasi tersebut out by the Company with the related parties is described
diungkapkan pada catatan No. 34 Laporan Keuangan in thenote No. 34 to the Company’s Consolidated Financial
Konsolidasian Perseroan. Statements.
Transaksi Pihak Berelasi yang Transactions with Related Parties
Menghasilkan Pendapatan Usaha dan Generating Operating Revenue and
Dijalankan secara Rutin, Berulang dan/atau Executed Routinely, Regularly, and/or
Berkelanjutan Continuously
Seluruh transaksi dengan pihak berelasi yang dilakukan All related party transactions undertaken by the
Perseroan sepanjang tahun 2025 tidak sepenuhnya Company throughout 2025 were not solely conducted
merupakan kegiatan usaha yang bertujuan menghasilkan for revenue-generating purposes, although some were
pendapatan, meskipun sebagian di antaranya dijalankan carried out on a routine, recurring, and/or ongoing
secara rutin, berulang, dan/atau berkelanjutan. Oleh basis. Accordingly, these related party transactions are
karena itu, transaksi pihak berelasi dipandang sebagai regarded as operational mechanisms in managing the
mekanisme operasional dalam pengelolaan kegiatan Group’s business and financial activities, implemented
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usaha dan keuangan Grup yang dilaksanakan berdasarkan in accordance with the arm’s length principle.
prinsip kewajaran usaha (arm’s length principle). .
Kewajaran Transaksi Fairness of Transaction
Perseroan memastikan dalam setiap transaksi yang The Company ensures that every transaction made does
dilakukan tidak memiliki tujuan yang berpotensi melanggar not have a purpose that potentially violates applicable
ketentuan yang berlaku, termasuk tidak menimbulkan laws and regulations, including not causing a conflict of
benturan kepentingan bagi Perseroan maupun Pemegang interest for the Company and the majority or minority
Saham mayoritas ataupun minoritas. of shareholders.
Seluruh transaksi Perseroan telah memenuhi Peraturan All the Company’s transaction has complied with Financial
Otoritas Jasa Keuangan No.17/POJK.04/2020 tentang Services Authority Regulation No. 17/POJK.04/2020 on
Transaksi Material dan Perubahan Kegiatan Usaha dan Material Transactions and Changes in Business Activities
Peraturan Otoritas Jasa Keuangan No. 42/POJK.04/2020 and Financial Services Authority Regulation No. 42/
tentang Transaksi Afiliasi dan Transaksi Benturan POJK.04/2020 on Affiliated Transactions and Conflict
Kepentingan. of Interest Transactions.
Pernyataan Dewan Komisaris dan Direksi Statement of the Board of Commissioners
atas Transaksi and Board of Directors on the Transactions
Dewan Komisaris, Direksi, dan Komite Audit telah The Board of Commissioners, Board of Directors, and
memastikan transaksi dengan pihak berelasi dilakukan Audit Committee have ensured that transactions with
dengan wajar dan telah dilaksanakan sesuai dengan related parties are carried out fairly and in accordance
praktik bisnis yang berlaku secara umum serta telah with the generally accepted business practices and
memenuhi prinsip transaksi yang wajar (Arm’s Length comply with the Arm’s Length Principle.
Principle).
Transaksi Pihak Berelasi yang Transactions with Related Parties
Membutuhkan Persetujuan dari Pemegang Requiring Approval from Independent
Saham Independen Shareholders
Tidak terdapat transaksi dengan pihak berelasi yang The Company ddi not conduct transaction with related
dilakukan Perseroan yang membutuhkan persetujuan parties requiring approval from Independent Shareholders.
dari Pemegang Saham Independen.
Ikatan dan Perjanjian Penting Commitmens and Significant Agreement
Di tahun 2025, Perseroan memiliki beberapa ikatan dan In 2025, the Company has several commitments and
perjanjian penting terkait dengan kerjasama operasional. significant agreement related to operating collaboration.
Rincian ikatan dan perjanjian penting diungkapkan Details of transactions with related parties are disclosed
dalam catatan No. 36 Laporan Keuangan Konsolidasian in Note No. 36 to the Company’s Consolidated Financial
Perseroan Statements.
Perubahan Peraturan Perundang- Amendments to Laws and Regulations that
undangan yang Berpengaruh signifikan have Impact on the Company
Terhadap Perseroan.
Pada tahun 2025, tidak terdapat aturan baru yang In 2025, there were no new regulations issued by the
diterbitkan oleh regulator yang memiliki dampak terhadap regulators that had an impact on the Company.
Perseroan.
Perubahan Kebijakan Akuntansi Changes in Accounting Policy
Pada tahun 2025, tidak ada perubahan kebijakan IIn 2025, there were no changes in accounting policies
akuntansi yang diterbitkan oleh regulator yang memiliki issued by regulators that impacted the Company.
dampak terhadap Perseroan.
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Informasi Kelangsungan Usaha Information on Business Continuity
Sepanjang tahun 2025, Perseroan menilai bahwa Throughout 2025, the Company assessed that its
kelangsungan usaha tetap terjaga dengan didukung oleh business continuity remained well maintained, supported
fundamental bisnis yang solid, struktur permodalan yang by strong business fundamentals, a sound capital
sehat, serta kontribusi pendapatan berulang dari segmen ritel, structure, and recurring income contributions from the
perkantoran, dan hospitality. Stabilitas arus kas operasional retail, office, and hospitality segments. Stable operational
serta keberlanjutan pengembangan proyek menjadi faktor cash flows and ongoing project developments were key
utama yang memperkuat kemampuan Perseroan dalam factors strengthening the Company’s ability to sustain
menjalankan aktivitas usaha secara berkesinambungan di its operations amid evolving dynamics in the property
tengah dinamika industri properti. Berdasarkan evaluasi industry. Based on management’s evaluation, there were
manajemen, tidak terdapat indikasi ketidakpastian material no indications of material uncertainties that could affect
yang dapat mempengaruhi kemampuan Perseroan untuk the Company’s ability to continue its operations in the
melanjutkan usahanya di masa mendatang. future.
Doraemon Spring Festival - Pakuwon City Mall
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Tinjauan Teknologi
Technology Review
Teknologi dan sistem informasi semakin mengambil peran Technology and information systems are increasingly
yang penting dalam strategi pengembangan bisnis yang playing an important role in the Company’s business
dijalankan Perseroan. Hal ini sejalan dengan program development strategy. This is in line with the digitalisation
digitalisasi yang dikembangkan Perseroan beberapa program developed by the Company in recent years to
tahun terakhir untuk menciptakan operasi yang lebih create more effective and efficient operations.
efektif dan efisien.
Pakuwon Jati telah memiliki kebijakan TI yang menjadi Pakuwon Jati already has an IT policy as outlines the
pedoman dan prosedur bagi Perseroan untuk melindungi guidelines and procedures for the Company to protect
aset TI perusahaan. Kebijakan yang diterapkan di our company’s IT assets. The Company implements the
perusahaan antara lain sebagai berikut: following IT policies:
1. Kebijakan Penggunaan yang Dapat Diterima: 1. Acceptable Use Policy:
Semua karyawan harus menandatangani kebijakan All employees must sign an acceptable use policy
penggunaan yang dapat diterima untuk memastikan to ensure that they understand the acceptable
bahwa mereka memahami penggunaan sumber daya use of company IT resources. This policy will cover
TI perusahaan yang dapat diterima. Kebijakan ini akan issues such as acceptable websites, software, and
mencakup masalah seperti situs web yang dapat diterima, restriction not to download and use unauthorized
perangkat lunak, dan larangan untuk tidak mengunduh software.
dan menggunakan perangkat lunak yang tidak sah.
2. Keamanan Data: 2. Data Security:
Semua karyawan harus mematuhi kebijakan keamanan All employees must adhere to strict data security
data yang ketat untuk melindungi data sensitif perusahaan. policies to protect the company’s sensitive data.
3. Perangkat Seluler: 3. Mobile Devices:
Semua perangkat seluler harus diamankan dengan kode All mobile devices must be secured with a passcode
sandi dan enkripsi. Perangkat yang hilang atau dicuri and encryption. Lost or stolen devices must be
harus segera dilaporkan ke Departemen TI. reported to the IT department immediately.
4. Akses Jarak Jauh: 4. Remote Access:
Akses jarak jauh ke data dan sistem perusahaan harus Remote access to company data and systems must
dilakukan melalui VPN yang aman. Karyawan tidak boleh be done through a secure VPN. Employees must not
menggunakan jaringan publik yang tidak aman untuk use unsecured public networks to access company
mengakses data perusahaan. data.
5. Pencadangan Data: 5. Data Backup:
Semua data perusahaan harus dicadangkan secara All company data must be backed upregularly to
teratur untuk memastikan bahwa kehilangan data ensure that data loss is minimized in the event of
diminimalkan jika terjadi bencana. a disaster.
Melalui kebijakan TI tersebut, Pakuwon Jati memastikan By those IT policy, the Company ensures the security
keamanan dan integritas aset TI Perseroan. Semua and integrity of our IT assets. All employees must adhere
karyawan harus mematuhi kebijakan ini untuk melindungi to these policies to protect the company’s sensitive data
data sensitif perusahaan dan mencegah ancaman dunia and prevent cyber threats.
maya.
Kebijakan Privasi Data dan Informasi Data and Information Privacy Policy
Perseroan berkomitmen untuk menjaga dan melindungi The Company is committed to maintaining and protecting
hak privasi atas data yang digunakan Perseroan dalam the right to privacy regarding data used by the Company
kegiatan operasionalnya. Hal ini tertuang dalam kebijakan in its operational activities. This is stipulated in the
privasi terkait data dan informasi yang dimiliki Pakuwon Company’s policy regarding to data and information
Jati. Kebijakan privasi data dan informasi Perseroan privacy. The Company’s data and information privacy
memiliki prinsip sebagai berikut: policy has the following principles:
1. Mengakui dan menghormati hak privasi atas data, baik 1. Recognize and respect the right to privacy regarding
yang berupa data pribadi maupun data perusahaan data, whether in the form of personal data or company
data
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2. Perusahaan atau karyawan hanya memperoleh serta 2. The company or employee only obtains and uses
menggunakan data, baik data pribadi maupun data data, both personal data and company data, for
perusahaan untuk tujuan yang relevan atau terkait purposes that are relevant or related to certain
dengan kegiatan tertentu, seperti untuk transaksi activities, such as for buying/ selling transactions,
jual/beli, untuk akses website, dan tujuan lain yang for website access, and other purposes approved
disetujui oleh pemilik data. by the data owner.
3. Perusahaan atau kar yawan akan menjaga 3. The company or employees will maintain the
kerahasiaan data, baik data pibadi pelanggan maupun confidentiality of data, both customer personal data
data perusahaan untuk digunakan sesuai dengan and company data, to be used in accordance with
kepentingan dan tujuannya. their interests and objectives.
4. Perusahaan atau karyawan adalah pemilik tunggal 4. The company or employee is the sole owner of the
data dan tidak akan menjual, menukar atau data and will not sell, exchange or show the data
memperlihatkan data tersebut kepada pihak manapun to any party without the consent of the Company
tanpa persetujuan Perusahaan atau pelanggan. or customer.
5. Perusahaan berhak memenuhi permintaan pembukaan 5. The company has the right to fulfill requests for
data pribadi pelanggan untuk keperluan proses disclosure of customer personal data for the purposes of
penegakan hukum yang relevan dan sesuai dengan relevant law enforcement processes and in accordance
kebutuhan penegakan hukum atas permintaan yang sah with law enforcement needs upon legitimate requests
dari aparat penegak hukum atau untuk keperluan lain from law enforcement officials or for other purposes
atas permintaan dari otoritas negara yang berwenang upon request from competent state authorities in
sesuai ketentuan perundangan yang berlaku. accordance with applicable statutory provisions.
6. Perusahaan akan menyimpan data pribadi pelanggan 6. The company will store customer personal data or
atau data perusahaan sesuai ketentuan retensi arsip company data in accordance with archive retention
berdasarkan kelaziman dan peraturan perundang- provisions based on applicable laws and regulations.
undangan yang berlaku.
7. Perusahaan akan memusnahkan data pribadi 7. The company will destroy customer personal
pelanggan berdasarkan permintaan kecuali data upon request unless otherwise specified in
ditentukan lain sesuai ketentuan perundang- accordance with applicable statutory provisions.
undangan yang berlaku.
Adapun cakupan dari kebijakan privasi ini adalah The scope of this privacy policy is regarding collection
mengenai pengumpulan informasi, penyimpanan informasi of information, storage of data information, biometric
data, data biometrik, penyimpanan data biometrik, data, storage of biometric data, use of data information,
penggunaan informasi data, keamanan informasi data, security of data information, changes to privacy policies,
peruahan kebijakan privasi, pengakuan dan persetujuan, acknowledgment and consent, use of data on the website
penggunaan data di website dan kontak Perusahaan. and Company contacts.
Strategi Pengelolaan TI Tahun 2025 IT Management Strategy In 2025
Strategi pengelolaan TI sepanjang tahun 2025 mencakup During 2025, the Company implemented strategy for
beberapa inisiatif di bawah ini: IT Management which covered the following initiatives:
1. Peningkatan infrastruktur jaringan internet dengan 1. Improved internet network infrastructure by providing
menyediakan back-up internet dengan SLA 99.8. internet back-up with SLA 99.8.
2. Peningkatan security jaringan dengan instalasi 2. Increasing network security by installing adequate
Firewall yang memadai dan penggunaan anti-virus firewalls and using reliable anti-virus. Where the
yang reliable. Dimana kepastian firewall dan antivirus firewall and antivirus are always updated.
selalu terupdate.
3. Migrasi secara bertahap ERP system dan aplikasi 3. Gradual migration of ERP systems and other
pendukung lainnya ke Cloud. supporting applications to the cloud.
4. Mendukung proses digitalisasi di antaranya: 4. Support the digitization process, including:
a. Update pengembangan digitalisasi ERP yang ada a. Updating the existing ERP digitalization
development
b. Pengembangan sistem digital approval, b. Developing a digital approval system, including
diantaranya Perjanjian kerjasama (PKS) cooperation agreements (PKS)
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c. Pengembangan HR system c. Developing an HR system
d. Digitalisasi cara perpanjangan perijinan d. Digitizing the permit renewal process
e. Pengembangan program penagihan vendor dan e. Developing a vendor billing and payment program
pembayarannya vendor melalui program payment through a vendor payment portal.
vendor portal.
f. Menyusun pengembangan potensi digitalisasi f. Developing a digitalization potential deve
Biaya Pengelolaan IT IT Management Costs
Di sepanjang tahun 2025, Perseroan telah mengeluarkan Throughout 2025, the Company has spent Rp16.80 billion
biaya untuk IT sebesar Rp16,80 miliar, meningkat dari on IT, an increase from last year’s Rp16.20 billion.
tahun lalu sebesar Rp16,20 miliar.
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Tata Kelola Perusahaan
yang Baik
Good Corporate Governance
Pakuwon Jati menerapkan tata kelola perusahaan
yang kuat sebagai fondasi keberlanjutan
bisnis, memastikan setiap proses pengambilan
keputusan dijalankan secara transparan,
akuntabel, dan berorientasi pada penciptaan nilai
jangka panjang.
Pakuwon Jati upholds strong corporate governance
as a foundation for business sustainability, ensuring
that every decision-making process is conducted
transparently, accountably, and with a long-term
value creation focus.
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Komitmen Penerapan Tata Kelola
Perusahaan yang Baik
Commitment of Good Corporate
Governance Implementation
Perseroan berkomitmen untuk menerapkan prinsip- The Company is committed to consistently and
prinsip Good Corporate Governance (GCG) secara sustainably implementing the principles of Good
konsisten dan berkelanjutan sebagai landasan utama Corporate Governance (GCG) as the primary foundation
dalam menjalankan kegiatan usaha dan menciptakan in conducting its business activities and creating long-
nilai jangka panjang bagi seluruh pemangku kepentingan. term value for all stakeholders.
Penerapan GCG merupakan bagian yang tidak terpisahkan The implementation of GCG is an integral part of the
dari strategi Perseroan dalam menjaga keberlanjutan Company’s strategy to maintain business sustainability,
usaha, meningkatkan kepercayaan investor dan mitra enhance investor and business partner confidence,
bisnis, serta memastikan kepatuhan terhadap seluruh and ensure compliance with all applicable laws and
ketentuan peraturan perundang-undangan yang berlaku, regulations, particularly those issued by the Financial
khususnya ketentuan Otoritas Jasa Keuangan (OJK) dan Services Authority (OJK) and capital market regulations
peraturan pasar modal di Indonesia. in Indonesia.
Perseroan meyakini bahwa penerapan GCG yang The Company believes that effective GCG implementation
efektif akan memperkuat sistem pengendalian internal, will strengthen the internal control system, risk
manajemen risiko, serta kualitas pengambilan keputusan management, and the quality of decision-making at all
di seluruh tingkat organisasi. Komitmen ini diwujudkan levels of the organization. This commitment is realized
melalui struktur tata kelola yang jelas, pemisahan fungsi through a clear governance structure, the segregation
dan kewenangan antara Rapat Umum Pemegang Saham, of functions and authorities among the General Meeting
Dewan Komisaris, dan Direksi, serta dukungan komite- of Shareholders, the Board of Commissioners, and the
komite di bawah Dewan Komisaris dan Direksi guna Board of Directors, as well as the support of committees
memastikan efektivitas pengawasan dan pengambilan under the Board of Commissioners and Directors to
keputusan yang objektif. ensure effective oversight and objective decision-making.
Selain itu, Perseroan secara berkelanjutan melakukan In addition, the Company continuously evaluates and
evaluasi dan penyempurnaan terhadap kebijakan, improves its corporate governance policies, guidelines,
pedoman, dan praktik tata kelola perusahaan agar and practices to ensure alignment with regulatory
senantiasa selaras dengan perkembangan regulasi, developments, best practices, as well as evolving
praktik terbaik (best practices), serta dinamika bisnis business dynamics and risks faced by the Company.
dan risiko yang dihadapi.
Dengan penerapan GCG yang kuat dan konsisten, Through the strong and consistent implementation of
Perseroan berupaya menjaga integritas, reputasi, dan GCG, the Company strives to maintain the integrity,
keberlanjutan usaha Perseroan, sekaligus memberikan reputation, and sustainability of the Company’s business,
kontribusi positif bagi pertumbuhan ekonomi, lingkungan, while also making a positive contribution to sustainable
dan masyarakat secara berkelanjutan. economic growth, the environment, and society.
Tujuan Penerapan GCG Objective of GCG Implementation
Perseroan secara konsisten dan berkesinambungan The Company consistently and continuously implements
menerapkan Tata Kelola Perusahaan yang Baik dengan Good Corporate Governance with the aim of:
tujuan untuk:
1. Mengoptimalkan nilai Perusahaan bagi pemangku 1. Optimizing the Company’s value for stakeholders,
kepentingan khususnya pembeli dan penyewa especially buyers and building tenants.
gedung.
2. Meningkatkan pengelolaan Perseroan secara 2. Improving the management of the Company in a
profesional, efektif dan efisien. professional, effective and efficient manner.
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Tata Kelola Perusahaan yang Baik
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3. Meningkatkan kepatuhan Organ Perseroan agar 3. Increasing the compliance of the Company’s organs
dalam membuat keputusan dan menjalankan so that in making decisions and carrying out actions
tindakan dilandasi pada etika yang tinggi, kepatuhan they can be based on high ethics, compliance
terhadap perundang-undangan, dan kesadaran atas with laws and regulations, and awareness of the
tanggung jawab sosial Perseroan terhadap pemangku Company’s social responsibility towards stakeholders
kepentingan maupun kelestarian lingkungan. and environmental sustainability.
4. Mewujudkan Perseroan yang lebih sehat, dapat 4. Realizing a healthier, more reliable, trustworthy and
diandalkan, amanah dan kompetitif. competitive Company.
5. Meningkatkan kontribusi Perseroan dalam 5. Increasing the Company’s contribution to the
perekonomian nasional. national economy.
Dasar Hukum Penerapan GCG Legal Basis of GCG Practices
Perseroan menerapkan GCG berdasarakan peraturan The Company implements GCG based on the following
dan perundang-undangan dan peraturan berikut: laws and regulations:
Peraturan
No.
Regulations
1. Undang-Undang Republik Indonesia No. 40 Tahun 2007 tentang Perseroan Terbatas sebagaimana telah diubah terakhir
dengan UU No. 6 Tahun 2023;
Law of the Republic of Indonesia No. 40 of 2007 concerning Limited Liability Companies as last amended by Law No. 6
of 2023.
2. Undang-Undang Republik Indonesia No. 8 Tahun 1995 tentang Pasar Modal sebagaimana telah diubah dengan UU No. 4
Tahun 2023 (UU P2SK).
Law of the Republic of Indonesia No. 8 of 1995 concerning Capital Markets as amended by Law No. 4 of 2023 (P2SK Law).
3. Peraturan Otoritas Jasa Keuangan (POJK) dan Surat Edaran Otoritas Jasa Keuangan (SEOJK), antara lain:
1. POJK No. 33/POJK.04/2014 tentang Direksi dan Dewan Komisaris Emiten Atau Perusahaan Publik.
2. POJK No. 34/POJK.04/2014 tentang Komite Nominasi dan Remunerasi Emiten atau Perusahaan Publik.
3. POJK No. 35/POJK.04/2014 tentang Sekretaris Perusahaan Emiten atau Perusahaan Publik.
4. POJK No. 21/POJK.04/2015 tentang Penerapan Pedoman Tata Kelola Perusahaan Terbuka.
5. POJK No. 55/POJK.04/2015 tentang Pembentukan dan Pedoman Pelaksanaan Kerja Komite Audit.
6. POJK No. 56/POJK.04/2015 tentang Pembentukan dan Pedoman Penyusunan Piagam Unit Audit Internal.
7. POJK No. 15/POJK.04/2020 tentang Rencana dan Penyelenggaraan Rapat Umum Pemegang Saham Perusahaan Terbuka.
8. POJK Nomor 4 Tahun 2024 tentang Laporan Kepemilikan atau Setiap Perubahan Kepemilikan Saham Perusahaan
Terbuka dan Laporan Aktivitas Menjaminkan Saham Perusahaan Terbuka.
9. POJK Nomor 14 Tahun 2025 tentang Pelaksanaan Rapat Umum Pemegang Saham, Rapat Umum Pemegang Obligasi,
dan Rapat Umum Pemegang Sukuk Secara Elektronik.
10. SEOJK No. 32/SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan Terbuka.
Regulation of the Financial Services Authority (POJK) and Financial Services Authority Circular Letter (SEOJK), as follows:
1. POJK No. 33/POJK.04/2014 on the Board of Directors and Board of Commissioners of Issuers or Public Companies.
2. POJK No. 34/POJK.04/2014 on the Nomination and Remuneration Committee for Issuers or Public Companies.
3. POJK No. 35/POJK.04/2014 on Corporate Secretary of Issuers or Public Companies.
4. POJK No. 21/POJK.04/2015 on Implementation of Corporate Governance Guidelines for Public Company.
5. POJK No. 55/POJK.04/2015 concerning the Establishment and Working Implementation Guidelines for Audit Committee.
6. POJK No. 56/POJK.04/2015 concerning the Establishment and Guidelines for Drafting an Internal Audit Unit Charter.
7. POJK No. 15/POJK.04/2020 concerning the Plan and Holding of the General Meeting of Shareholders of a Public
Companies.
8. POJK Nomor 4 Tahun 2024 concerning Reports on Ownership or Any Changes in Ownership of Shares of Public
Companies and Reports on Pledge Activities of Shares of Public Companies.
9. POJK 14/2025 concerning the electronic holding of General Meeting of Shareholders, General Meeting of Bondholers,
and General Meeting of Sukukholders.
10. SEOJK No. 32/SEOJK.04/2015 regarding Governance Guidelines for Public Companies
4. Anggaran Dasar Perseroan.
The Company’s Articles of Association.
5. Peraturan Internal Perseroan (mencakup didalamnya kebijakan- kebijakan Perseroan mengenai GCG).
The Company Internal Regulations (including the Company’s policies regarding GCG).
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Penerapan Prinsip GCG Implementation of GCG Principles
Perseroan menerapkan tata kelola perusahaan yang The Company implements good corporate governance
baik dengan menjunjung tinggi lima prinsip utama by upholding the five main principles of GCG,
GCG, yaitu transparansi, akuntabilitas, responsibilitas, namely transparency, accountability, responsibility,
independensi, dan kewajaran (fairness) dalam setiap independence, and fairness, in every aspect of the
aspek pengelolaan Perseroan. Kelima prinsip tersebut Company’s management. These five principles are
diwujudkan melalui pengelolaan Perseroan yang manifested through ethical, accountable, and transparent
beretika, akuntabel, transparan, dan berorientasi pada corporate management that is oriented toward long-term
keberlanjutan jangka Panjang, sesuai dengan Pedoman sustainability, in accordance with the General Guideline
Umum Governansi Korporat Indonesia (PUG-KI) yang For Indonesian Corporate Governance (PUG-KI) issued
dikeluarkan oleh Komite Nasional Kebijakan Governansi by the Governance Policy National Committee (KNKG).
(KNKG). Penerapan GCG dilakukan secara konsisten dan The implementation of GCG is carried out consistently
berkelanjutan sebagai bagian dari komitmen Perseroan and sustainably as part of the Company’s commitment to
dalam menciptakan nilai jangka panjang serta menjaga creating long-term value and maintaining the stakeholder
kepercayaan para pemangku kepentingan. trust.
Berikut penerapan GCG di Perseroan berlandaskan pada The following describes the implementation of GCG
empat prinsip GCG menurut PUG-KI (KNKG): within the Company based on the four GCG principles
under PUG-KI (KNKG):
Prinsip Perilaku Beretika
Principle Ethical Conduct
Uraian Perseroan menjunjung tinggi nilai-nilai etika, integritas, dan profesionalisme dalam seluruh aktivitas
Description usaha serta hubungan dengan para pemangku kepentingan.
The Company upholds ethical values, integrity, and professionalism in all business activities and
stakeholder relationships.
Penerapan 1. Penetapan dan penerapan Kode Etik Perusahaan yang mengatur perilaku Direksi, Dewan Komisaris,
Implementation dan seluruh karyawan;
2. Pencegahan dan pengelolaan benturan kepentingan dalam setiap proses pengambilan keputusan;
3. Penerapan Whistleblowing System (WBS) sebagai sarana pelaporan dugaan pelanggaran etika
dan hukum secara aman dan rahasia;
4. Sosialisasi nilai-nilai etika dan kepatuhan secara berkelanjutan di lingkungan Perseroan.
1. Establishment and enforcement of a Code of Conduct applicable to the Board of Directors, Board
of Commissioners, and all employees;
2. Prevention and management of conflicts of interest in decision-making processes;
3. Implementation of a Whistleblowing System (WBS) to enable secure and confidential reporting
of ethical and legal violations;
4. Continuous dissemination of ethical values and compliance awareness across the Company.
Prinsip Akuntabilitas
Principle Accountability
Uraian Perseroan menerapkan kejelasan fungsi, struktur, sistem, serta pertanggungjawaban organ perusahaan
Description agar pengelolaan Perseroan dapat berjalan secara efektif dan efisien.
The Company ensures clear functions, structures, authorities, and accountability of its corporate
organs to enable effective and efficient management.
Penerapan 1. Pemisahan peran dan tanggung jawab yang jelas antara Rapat Umum Pemegang Saham, Dewan
Implementation Komisaris, dan Direksi;
2. Penyusunan piagam kerja (charter) bagi organ Perseroan dan komite pendukung di bawah Dewan
Komisaris dan Direksi;
3. Penerapan sistem pengendalian internal, audit internal, serta manajemen risiko untuk mendukung
pencapaian tujuan Perseroan;
4. Evaluasi kinerja Direksi dan Dewan Komisaris secara berkala.
1. Clear separation of roles and responsibilities among the General Meeting of Shareholders, the
Board of Commissioners, and the Board of Directors;
2. Ratification of charters for the Company’s governing bodies and the support of committees under
the Board of Commissioners and Directors;
3. Implementation of internal control systems, internal audit, and risk management processes;
4. Periodic performance evaluation of the Board of Directors and Board of Commissioners
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Prinsip Perilaku Beretika
Principle Ethical Conduct
Prinsip Transparansi
Principle Transparency
Uraian Perseroan menyediakan informasi yang material dan relevan secara terbuka, tepat waktu, dan akurat
Description kepada para pemangku kepentingan sesuai dengan ketentuan peraturan perundang-undangan.
The Company provides material and relevant information to stakeholders in an open, timely, and
accurate manner in compliance with applicable laws and regulations.
Penerapan 1. Penyampaian laporan keuangan, laporan tahunan, dan laporan keberlanjutan secara berkala
Implementation sesuai ketentuan OJK dan Bursa Efek Indonesia;
2. Pelaksanaan keterbukaan informasi atas kejadian atau fakta material;
3. Penyediaan informasi yang memadai kepada pemegang saham dalam pelaksanaan RUPS;
4. Pemanfaatan situs web Perseroan sebagai sarana komunikasi dan keterbukaan informasi.
1. Regular disclosure of financial statements, annual reports, and sustainability reports in accordance
with OJK and Indonesia Stock Exchange regulations;
2. Disclosure of material information and facts to the public;
3. Provision of adequate information to shareholders in the conduct of the General Meeting of
Shareholders;
4. Utilization of the Company’s website as a communication and disclosure platform.
Prinsip Keberlanjutan
Principle Sustainability
Uraian Perseroan mengintegrasikan prinsip keberlanjutan dalam strategi dan kegiatan usaha dengan
Description memperhatikan aspek ekonomi, sosial, dan lingkungan hidup.
The Company integrates sustainability principles into its business strategies and operations by
considering economic, social, and environmental aspects.
Penerapan 1. Pengelolaan risiko dan peluang usaha yang memperhatikan dampak jangka panjang terhadap
Implementation keberlanjutan Perseroan;
2. Pelaksanaan tanggung jawab sosial dan lingkungan (TJSL) yang terstruktur dan berkelanjutan;
3. Kepatuhan terhadap peraturan lingkungan hidup serta penerapan praktik operasional yang
ramah lingkungan;
4. Peningkatan nilai jangka panjang bagi pemegang saham dan pemangku kepentingan lainnya.
1. Managing business risks and opportunities with due consideration of long-term sustainability
impacts;
2. Implementing a structured and sustainable corporate social and environmental responsibility
programs;
3. Compliance with environmental regulations and implementing environmentally responsible
operational practices;
4. Creating long-term value for shareholders and other stakeholders.
CSR Mangrove Planting - Hotel Portfolio Surabaya
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Peningkatan dan Penguatan
GCG tahun 2025
GCG Enhancement and Strengthening in 2025
Sepanjang tahun 2025, Perseroan secara berkelanjutan Throughout 2025, the Company continue to improve
melakukan peningkatan dan penguatan penerapan and strengthen the implementation of GCG as part of
GCG sebagai bagian dari komitmen Perseroan dalam its commitment to maintaining integrity, enhancing the
menjaga integritas, meningkatkan kualitas pengelolaan quality of corporate management, and supporting long-
perusahaan, serta mendukung keberlanjutan usaha term business sustainability.
jangka panjang.
Upaya penguatan GCG tersebut dilaksanakan dengan These GCG strengthening efforts are implemented in
mengacu pada PUG-KI, ketentuan OJK, serta praktik accordance to the PUG-KI, OJK regulations, as well as
terbaik tata kelola perusahaan yang berlaku bagi applicable best practices in corporate governance for
perusahaan terbuka. Berikut upaya peningkatan dan public companies. The Company’s initiatives to enhance
penguatan GCG di Perseroan di sepanjang tahun 2025: and strengthen GCG throughout 2025, include:
1. Pembentukan Komite Keberlanjutan & ESG 1. Establishment of Sustainability & ESG Committee
2. Pelaksanaan Implementation of Corporate Social 2. I m p l e m e n t a t i o n o f C S R ( C o r p o r a t e
Responsibility (CSR) Social Responsibility)
3. Menanamkan prinsip GCG melalui pertemuan, forum 3. Embedding GCG principles through meetings,
diskusi maupun pelatihan daring discussion forums, and online training
Atas upaya-upaya tersebut, Perseroan berhasil meraih As a result of these efforts, the Company successfully
penghargaan dari Indonesian Institute for Corporate received an award from the Indonesian Institute for
Directorship (IICD) sebagai Most Improved Corporate Corporate Directorship (IICD) as Most Improved Corporate
Governance, Big Cap. Governance, Big Cap.
Pada tahun 2025, peringkat MSCI ESG Perseroan In 2025, the Company’s MSCI ESG Rating improved from
meningkat dari BB menjadi BBB. Peningkatan ini BB to BBB. This reflects strengthened performance in
mencerminkan penguatan kinerja dalam praktik sustainability practices, corporate governance, and the
keberlanjutan, tata kelola perusahaan, serta pengelolaan management of environmental and social pillars.
aspek lingkungan dan sosial.
Most Improved Corporate Governance, Big Cap - IICD
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Struktur dan Kerangka GCG
GCG Structure and Framework
Struktur GCG GCG Structure
RUPS
GMS
Dewan Komisaris Direksi
Board of Commissioners Directors
Komite Audit Departemen Audit Internal Sekertaris Perusahaan Komite Keberlanjutan & ESG
Audit Committee Internal Audit Department Corporate Secretary Sustainability & ESG Committee
Akuntan Publik
Public Accountant
Berdasarkan Undang-Undang Nomor 40 tahun 2007 Referring to Law No. 40 of 2007 concerning Limited
Tentang Perseroan Terbatas sebagaimana telah diubah Liability Companies as last amended by Law No. 6 of 2023,
terakhir dengan UU No. 6 Tahun 2023, organ Perseroan the Company organs of consist of the General Meeting of
terdiri dari Rapat Umum Pemegang Saham (“RUPS”), Shareholders (“GMS”), the Board of Commissioners, and
Dewan Komisaris, dan Direksi sebagai badan tata kelola the Board of Directors as the higest governance body.
tertingi.
Setiap organ memiliki pedoman yang mengatur tugas Each corporate organ has its own guidelines that regulate
dan wewenangnya masing-masing secara independen its respective duties and authorities independently, in
sesuai dengan Anggaran Dasar Perseroan dan peraturan accordance with the Company’s Articles of Association
perundang-undangan yang berlaku. and the applicable laws and regulations.
Kerangka GCG GCG Framework
Kerangka GCG Perseroan mencakup pedoman, kebijakan The Company’s GCG framework includes the guidelines,
dan prosedur yang mengatur jalannya Perseroan, seperti policies, and procedures that regulate the Company’s
board charter, kode etik, peraturan internal, dan kebijakan operations, including the Board Charter, Code of Ethics,
internal yang dapat dilihat di https://www.pakuwonjati. internal regulations, and internal policies that can be
com/id/page-groups/2/gcg. found at https://www.pakuwonjati.com/id/page-groups/2/
gcg.
Perseroan berkomitmen untuk terus meningkatkan The Company is committed to continuously enhancing
penerapan GCG melalui penguatan kebijakan dan the corporate governance practices by strengthening
prosedur internal, serta penguatan sosialisasi GCG. internal policies and standard operating procedures, as
well as strengthening GCG socialization.
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Rapat Umum Pemegang Saham (RUPS)
General Meeting of Shareholders (GMS)
Pemegang Saham Shareholders
Pemegang saham merupakan pemangku kepentingan Shareholders are the Company’s primary stakeholders
utama Perseroan yang memiliki peran strategis dalam who playing a strategic role in determining the direction
menentukan arah kebijakan dan keberlanjutan usaha and sustainability of the Company. The Company is
Perusahaan. Perseroan berkomitmen untuk melindungi committed to protecting shareholders’ rights and ensuring
hak-hak pemegang saham serta memastikan perlakuan fair and equitable treatment for all shareholders, including
yang adil dan setara bagi seluruh pemegang saham, minority shareholders.
termasuk pemegang saham minoritas.
Pemegang saham Perseroan terdiri dari entitas bisnis dan The Company’s shareholders consists of business
individu, termasuk pendiri, Manajemen (Dewan Komisaris entity and individual, including founders, Managemenr
dan Direksi) dan masyarakat yang kepemilikannya di (Board of Commissioners and Directors), and public with
bawah 5%. shareholding under 5%.
Hak Pemegang Saham Shareholders’ Rights
Perseroan menjamin pemenuhan hak-hak pemegang The Company ensures the fulfillment of shareholders’
saham sebagaimana diatur dalam Anggaran Dasar rights as stipulated in the Company’s Articles of
Perseroan dan ketentuan peraturan perundang-undangan Association and applicable laws and regulations.
yang berlaku. Hak pemegang saham antara lain meliputi: Shareholders’ rights include:
1. Menghadiri, menyampaikan pendapat, dan 1. Attending, expressing opinions, and voting at the
memberikan suara dalam Rapat Umum Pemegang General Meeting of Shareholders (GMS);
Saham (RUPS);
2. Memperoleh informasi yang relevan dan material 2. Receiving timely, transparent, and material
mengenai Perseroan secara tepat waktu information regarding the Company;
dan transparan;
3. Menerima pembagian dividen dan manfaat ekonomi 3. Receiving dividends and other economic benefits in
lainnya sesuai dengan keputusan RUPS; accordance with GMS resolutions;
4. Memperoleh perlakuan yang setara sesuai dengan 4. Receiving equal treatment in accordance with the
klasifikasi saham yang dimiliki; class of shares held;
5. Mengajukan pertanyaan dan memperoleh penjelasan 5. Submitting questions and obtaining explanations
dari Direksi dan/atau Dewan Komisaris dalam RUPS. from the Board of Directors and/or the Board of
Commissioners at the GMS.
Wewenang Pemegang Saham Shareholders’ Authorities
Pemegang saham menjalankan kewenangannya melalui Shareholders exercise their authorities through the
RUPS sebagai organ tertinggi dalam struktur tata kelola GMS as the highest governing body of the Company.
Perseroan. Wewenang pemegang saham antara lain: Shareholders’ authorities include:
1. Mengangkat dan memberhentikan anggota Dewan 1. Appointing and dismissing members of the Board of
Komisaris dan Direksi; Commissioners and Directors;
2. Menyetujui laporan tahunan dan pengesahan laporan 2. Approving the annual report and ratifying the
keuangan Perseroan; Company’s financial statements;
3. Menetapkan penggunaan laba bersih, termasuk 3. Determining the allocation of net profit, including
pembagian dividen; dividend distribution;
4. Menyetujui perubahan Anggaran Dasar serta tindakan 4. Approving amendments to the Articles of Association
korporasi material sesuai ketentuan peraturan and material corporate actions in accordance with
perundang-undangan; applicable regulations;
5. Memberikan persetujuan atas agenda-agenda 5. Approving other strategic matters within the GMS’
strategis lainnya sesuai kewenangan RUPS. authorities.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Tanggung Jawab Pemegang Saham Shareholders’ Responsibilities
Selain hak dan wewenang, pemegang saham juga memiliki In addition to their rights and authorities, shareholders
tanggung jawab untuk mendukung penerapan tata kelola also have responsibilities in supporting good corporate
perusahaan yang baik dan keberlanjutan Perseroan. governance and the Company’s sustainability.
Tanggung jawab pemegang saham antara lain: Shareholders’ responsibilities include:
1. Menggunakan hak-haknya secara bertanggung jawab 1. Exercising their rights responsibly according to
dan sesuai dengan peraturan perundang-undangan; applicable laws and regulations;
2. Menghormati hak dan kepentingan pemegang 2. R e s p e c t i n g t h e r i g h t s a n d i n t e r e s t s o f
saham lainnya; other shareholders;
3. Tidak menyalahgunakan pengaruh atau kekuasaan 3. Refraining from abusing influence or power for
untuk kepentingan pribadi atau kelompok tertentu; personal or group interests;
4. Mendukung penerapan prinsip GCG dalam 4. Supporting the implementation of GCG principles in
pengelolaan Perseroan. the management of the Company.
Perlakuan Setara kepada Pemegang Equal Treatment of Shareholders
Saham
Perseroan berkomitmen untuk memberikan perlakuan The Company is committed to provide fair and equal
yang adil dan setara kepada seluruh pemegang saham treatment to all shareholders, regardless of background,
tanpa membedakan latar belakang, jumlah kepemilikan, number of shares owned or their status. This is in line
maupun status kepemilikan saham. Hal ini sesuai with the Company’s Fair Treatment of Shareholders Policy
dengan Kebijakan Perlakuan Adil terhadap Pemegang which can be accessed at https://www.pakuwonjati.
Saham yang dapat diakses di https://www.pakuwonjati. com/id/pages/74/policy-on-equitable-treatment-of-
com/id/pages/74/policy-on-equitable-treatment-of- shareholders.
shareholders.
Kebijakan perlakuan setara tersebut diwujudkan melalui: This policy is implemented through:
1. Pemberian hak suara yang setara sesuai dengan 1. Equal voting rights in accordance with the type and
jenis dan klasifikasi saham; class of shares held;
2. Perlindungan terhadap hak-hak pemegang 2. Protection of minority shareholders’ rights;
saham minoritas;
3. Pelaksanaan RUPS secara transparan, tertib, dan 3. Implementation of transparent and orderly GMS in
sesuai ketentuan yang berlaku; compliance with applicable regulations;
4. Pencegahan praktik benturan kepentingan dan 4. Prevention of conflicts of interest and transactions
transaksi yang merugikan pemegang saham tertentu. that may disadvantage to certain shareholders.
Keterbukaan Informasi kepada Pemegang Infromation Disclosure to Shareholders
Saham
Perseroan memastikan bahwa seluruh pemegang saham The Company ensures that all shareholders have equal
memperoleh akses yang setara terhadap informasi access to material and relevant information regarding the
material dan relevan mengenai Perseroan. Kebijakan Company. This information disclosure policy includes:
keterbukaan informasi tersebut meliputi:
1. Penyampaian laporan keuangan, laporan tahunan, 1. Regular publication of financial statements, annual
dan laporan keberlanjutan secara berkala; reports, and sustainability reports;
2. Pengungkapan kejadian atau fakta material secara 2. Timely disclosure of material events or facts
tepat waktu sesuai ketentuan OJK dan Bursa in accordance with OJK and Indonesia Stock
Efek Indonesia; Exchange regulations;
3. Penyediaan informasi dan materi RUPS secara 3. Provision of adequate information and materials prior
memadai sebelum pelaksanaan RUPS; to the GMS;
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4. Pemanfaatan situs web resmi Perseroan dan saluran 4. Utilization of the Company’s official website and other
komunikasi lainnya sebagai sarana penyampaian communication channels to disseminate information
informasi kepada pemegang saham dan investor. to shareholders and investors.
Penyelenggaraan RUPS Implementation of the GMS
RUPS merupakan organ tata kelola perusahaan tertinggi di GMS is the Company’s highest corporate governance
Perseroan yang berperan sebagai wadah para Pemegang organ of the Company, serving as a forum for
Saham untuk mengambil keputusan-keputusan strategis Shareholders to make strategic decisions based on the
berdasarkan ketentuan Anggaran Dasar Perseroan dan Company’s Articles of Association and prevailing laws
Peraturan Perundang-undangan yang berlaku. Keputusan and regulations. Decisions made at the GMS are fair and
yang diambil dalam RUPS dilakukan secara wajar dan transparent and are based on the Company’s short-,
transparan dan didasari oleh kepentingan jangka pendek, medium-, and long-term interests.
menengah dan panjang Perseroan.
Dasar Hukum Legal Basis
Dasar hukum pelaksanaan RUPS Perseroan mengacu The legal basis for the implementation of the Company’s
pada beberapa peraturan sebagai berikut: GMS refers to several regulations as follows:
1. Undang-undang No. 40 Tahun 2007 tentang 1. Law No. 40 of 2007 concerning Limited Liability
Perseroan Terbatas sebagaimana telah diubah Companies as last amended by Law No. 6 of 2023.
terakhir dengan UU No. 6 Tahun 2023.
2. POJK No. 15/POJK.04/2020 tentang Rencana dan 2. POJK No. 15/POJK.04/2020 concerning the Plan
Penyelenggaraan Rapat Umum Pemegang Saham and Implementation of the General Meeting of
Perusahaan Terbuka. Shareholders of Public Companies.
3. POJK No. 16/POJK.04/2020 tentang Pelaksanaan 3. POJK No. 16/POJK.04/2020 concerning the
Rapat Umum Pemegang Saham Perusahaan Terbuka Implementation of Electronic General Meeting of
Secara Elektronik. Shareholders of Public Companies.
4. Anggaran Dasar Perseroan. 4. Articles of Association of the Company.
Jenis RUPS Types of GMS
RUPS dibedakan menjadi 2 (dua) kategori, yaitu RUPS GMS is divided into 2 (two) categories, namely Annual
Tahunan (“RUPST”) dan RUPS Luar Biasa (“RUPSLB”) GMS (“AGMS”) and Extraordinary GMS (“EGMS”). GMS is
yang diselenggarakan sesuai dengan ketentuan Anggaran held in accordance with the provisions of the Company’s
Dasar Perseroan. Articles of Association.
Tahapan Penyelenggaraan RUPS Procedures of GMS
Tahapan penyelenggaraan RUPS di Perseroan mengacu The procedures of organizing GMS in the Company refers
pada Anggaran Dasar dan Peraturan Otoritas Jasa to the Articles of Association and Financial Services
Keuangan No. 15/POJK.04/2020. Tahapan tersebut Authority Regulation No. 15/POJK.04/2020. These
diungkapkan sebagai berikut. procedures are described as follows.
RUPS 2025 at The Westin Surabaya
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Sehubungan dengan diterbitkannya Peraturan Otoritas Following the issuance of Financial Services Authority
Jasa Keuangan (POJK) No. 14 Tahun 2025 tentang Regulation (POJK) No. 14 of 2025 concerning the
Pelaksanaan Rapat Umum Pemegang Saham, Rapat Umum Electronic Implementation of General Meetings of
Pemegang Obligasi, dan Rapat Umum Pemegang Sukuk Shareholders, Bondholders Meetings, and Sukuk Holders
Secara Elektronik, Perseroan memandang pemanfaatan Meetings, the Company views the utilization of electronic
sarana elektronik dalam penyelenggaraan RUPS sebagai platforms in conducting the GMS as a positive step to
langkah positif untuk meningkatkan efisiensi, efektivitas, enhance efficiency, effectiveness, and shareholder
serta akses partisipasi pemegang saham. participation.
Sejalan dengan regulasi tersebut, Perseroan berkomitmen In line with the regulation, the Company is committed to
bahwa penyelenggaraan RUPS di masa mendatang akan conducting future GMS in accordance with POJK No. 14 of
mengacu pada ketentuan POJK No. 14 Tahun 2025, 2025, including the use of electronic systems to support
termasuk dalam pemanfaatan sistem elektronik guna the implementation of GMS in a transparent, orderly, and
mendukung pelaksanaan RUPS yang transparan, tertib, compliant manner with applicable laws and regulations.
dan sesuai dengan peraturan perundang-undangan yang
berlaku.
Pelaksanaan RUPS Tahun 2025 Implementation of the GMS in 2025
Pada tahun 2025, Perseroan menyelenggarakan satu In 2025, the Company held once meeting, namely AGMS
kali rapat yaitu RUPST yang diselenggarakan pada 25 held on June 25, 2025 at The Westin Surabaya Jl. Raya
Juni 2025 di The Westin Surabaya Jl. Raya Lontar No.2, Lontar No.2, Lontar, Sambikerep, Surabaya, East Java
Lontar, Sambikerep, Surabaya, Jawa Timur 60216, dengan 60216, with the following procedures:
tahapan pelaksanaan sebagai berikut:
Tahapan Pelaksanaan RUPS Tahunan: Procedures of the Annual GMS
Uraian Tangal Media Penyampaian
Description Date Delivery Channel
Pemberitahuan 08 Mei 2025 Surat No.21/PJ-CS/V/2025 perihal Pemberitahuan Rencana RUPS Tahunan 2025
Notification May 08, 2025 Letter No. 21/PJ-CS/V/2025 regarding Notification of Planning for the 2025
AGMS
Pengumuman 19 Mei 2025 Situs Sarana Pelaporan Elektronik (SPE) dengan Surat No. 23/PJ-CS/V/2025
Announcement Perbaikan dan 26/PJ-CS/V/2025, situs Web Bursa Efek Indonesia, eAsy.KSEI, dan situs
23 Mei 2025 web Perseroan
May 19, 2025 revised Website of Electronic Reporting Facility (SPE) with Letter No. 23/PJ-CS/V/2025
May 23, 2025 and 26/PJ-CS/V/2025, Indonesia Stock Exchange Website, eAsy.KSEI, and
Company’s website
Pemanggilan 03 Juni 2025 Situs Sarana Pelaporan Elektronik (SPE) dengan Surat No. 29/PJ-CS/V/2025,
Invitation June 03, 2025 situs Web Bursa Efek Indonesia, eAsy.KSEI, dan situs web Perseroan
Website of Electronic Reporting Facility (SPE) with Letter No. 29/PJ-CS/V/2025,
Indonesia Stock Exchange Website, eAsy.KSEI, and Company’s website
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Uraian Tangal Media Penyampaian
Description Date Delivery Channel
Penyampaian 30 Juni 2025 Situs Sarana Pelaporan Elektronik (SPE) Terintegrasi Emiten Publik dengan
Ringkasan Risalah June 30, 2025 Surat No. 34/PJ-CS/V/2025 yang disampaikan kepada Otoritas Jasa Keungan
RUPS dan Bursa Efek Indonesia melalui situs web Perseroan
Submission of Integrated Electronic Reporting Facility of Public Issuers through Letter No.
Summary of GMS 34/PJ-CS/V/2025 submitted to Financial Services Authority and Indonesia
Minutes Stock Exchange and through Company’s website
Penyampaian Risalah/ 16 Juli 2025 Situs Sarana Pelaporan Elektronik (SPE) Terintegrasi Emiten Publik dengan
Berita Acara RUPS July 16, 2025 Surat No. 42/PJ-CS/V/2025 yang disampaikan kepada Otoritas Jasa Keungan
Submission of Minutes/ dan Bursa Efek Indonesia melalui situs web Perseroan
Deeds of GMS Integrated Electronic Reporting Facility of Public Issuers through Letter No.
42/PJ-CS/V/2025 submitted to Financial Services Authority and Indonesia
Stock Exchange and through Company’s website
Kehadiran RUPS Tahunan Attendance at Annual GMS
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Presiden Komisaris : Alexander Tedja Presiden Direktur : Alexander Stefanus Ridwan
President Commissioner President Director Suhendra
Komisaris : Ir. Richard Adisastra Direktur : Sutandi Purnomosidi
Commissioner Director
Komisaris Independen : Dr. Dyah Pradnyaparamita Direktur : Eiffel Tedja
Indeoendent Duarsa, MM. Msi Director
Commissioner
Direktur : Wong Boon Siew Ivy
Director
Direktur : Dra. Lauw, Syane Wahyuni
Director Loekito
Direktur : Drs. Minarto
Director
Pemegang Saham Pihak Independen
Shareholders Independent Parties
Pemegang Saham yang hadir atau diwakili sebanyak • Notaris Anita Anggawidjaja, SH (Notaris/ Notary)
42.664.750.395 saham atau mewakili 88,59% dari total saham • Alvin Ismanto (Akuntan Publik/ Public Accountant)
yang telah dikeluarkan dan disetor penuh oleh Perseroan. • PT Admira Jasa Korpora (Biro Administrasi Efek/ Securities
Administration Bureau)
The Meeting was attended by or represented by shareholders
holding a total of 42,664,750,395 shares, equivalent to 88.59%
of the total hares issued and fully paid by the Company.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Berikut Keputusan RUPST di Tahun 2025: The following are the AGMS resolutions in 2025:
Rapat Umum Pemegang Saham Tahunan (RUPST)
Annual General Meeting of Shareholders (AGMS)
Mata Acara Pertama
1st Agenda
Persetujuan Laporan Tahunan dan Laporan Keuangan Tahunan Approval the Company’s Annual Report and Financial Statement
Keputusan RUPS
GMS Resolutions
Mata Acara Pertama 1st Agenda
Persetujuan Laporan Tahunan dan Laporan Keuangan Tahunan Approval the Company’s Annual Report and Financial Statement
1. Menyetujui untuk menerima dan mengesahkan Laporan 1. Approved to accept and ratify Board of Directors Accountability
Pertanggungjawaban Direksi mengenai kegiatan dan Report regarding the activities and operations of the Company
jalannya Perusahaan yang telah dilakukan untuk tahun for the financial year ended on December 31, 2024.
buku yang berakhir pada tanggal 31 Desember 2024.
2. Menyetujui untuk menerima dan mengesahkan Laporan 2. Approved to accept and ratify Board of Commissioners
Tugas Pengawasan Dewan Komisaris mengenai kegiatan Supervisory Report on the activities and implementation of
dan pelaksanaan jalannya Perusahaan oleh Direksi untuk the Companys operations by Board of Directors for the financial
tahun buku yang berakhir pada tanggal 31 Desember 2024. year ended on December 31, 2024.
3. Menyetujui untuk menerima dan mengesahkan Laporan 3. Approved to accept and ratify the Financial Statements audited
Keuangan yang telah diaudit oleh Akuntan Publik untuk by a Public Accountant for the financial year ended December
tahun buku yang berakhir pada tanggal 31 Desember 2024. 31, 2024.
4. Menyetujui untuk memberikan pembebasan dan pelepasan 4. Approved to grant a release and discharge (acquit et de charge)
tanggung jawab (acquit et de charge) kepada seluruh to all members of Board of Directors for their management
anggota Direksi untuk tindakan-tindakan kepengurusan actions and to Board of Commissioners for their supervisory
dan Dewan Komisaris Perseroan untuk tindakan-tindakan actions they carried out during the financial year ended
pengawasan yang telah mereka lakukan selama tahun buku December 31, 2024.
yang berakhir pada tanggal 31 Desember 2024.
Mata Acara Kedua
2nd Agenda
Persetujuan Penggunaan Laba Bersih Approval the use of net profit
Keputusan RUPS
GMS Resolutions
Menyetujui dan menetapkan penggunaan Laba Bersih Approved and determine the use of the Company’s Net Profit
Perseroan tahun buku yang berakhir pada tanggal 31 for the financial year ended December 31, 2024, which has
Desember 2024 yang telah disahkan dalam acara pertama been ratified in the first agenda of the Annual GMS, whereby
RUPS Tahunan, dimana Perseroan telah memperoleh laba the Company has obtained a net profit of Rp2,421,707,853,000
bersih sebesar Rp2.421.707.853.000 (dua triliun empat (two trillion four hundred twenty-one billion seven hundred seven
ratus dua puluh satu miliar tujuh ratus tujuh juta delapan million eight hundred fifty-three thousand Rupiah). Of the net
ratus lima puluh tiga ribu Rupiah). Dari laba bersih tersebut profit attributable to the parent entity of Rp2,074,731,029,000
yang dapat diatribusikan kepada entitas induk sebesar (two trillion seventy-four billion seven hundred thirty-one million
Rp2.074.731.029.000 (dua triliun tujuh puluh empat miliar twenty-nine thousand Rupiah), was approved to be used as
tujuh ratus tiga puluh satu juta dua puluh sembilan ribu Rupiah) follows:
disahkan untuk dipergunakan sebagai berikut:
1. Dibagikan sebagai dividen tunai kepada Para Pemegang 1. Distributed as cash dividends to the Shareholders with a
Saham dengan nilai masing-masing sebesar masing- value of Rp13 (thirteen Rupiah) per share or a total of
masing sebesar Rp13 (tiga belas Rupiah) per saham atau Rp 626,074,831,200 (six hundred twenty-six billion seventy-
total seluruhnya sebesar Rp626.074.831.200 (enam ratus four million eight hundred thirty-one thousand two hundred
dua puluh enam miliar tujuh puluh empat juta delapan ratus Rupiah).
tiga puluh satu ribu dua ratus Rupiah).
2. Memberikan kuasa dan kewenangan kepada Direksi 2. To grant power and authority to Board of Directors of the
Perseroan untuk pada saatnya nanti melaksanakan Company to distribute the final dividend at a later date with the
pembagian dividen final dengan mekanisme dan tata cara mechanism and procedures for payment of the final dividend
pembayaran dividen final sesuai ketentuan yang berlaku. in accordance with applicable regulations.
3. Menyisihkan dana sebesar Rp1.000.000.000 (satu miliar 3. To allocate Rp1,000,000,000 (one billion Rupiah) as a reserve
Rupiah) sebagai dana cadangan sebagaimana ditentukan fund in accordance with Article 70 of Law No. 40 of 2007
pada Pasal 70 Undang-undang No. 40 Tahun 2007 tentang concerning Limited Liability Companies as last amended by
Perseroan Terbatas sebagaimana telah diubah terakhir Law No. 6 of 2023.
dengan UU No. 6 Tahun 2023.
4. Sisa dari Laba Bersih tersebut akan dimasukkan sebagai 4. The remaining balance of the Net Profit will be included as
laba yang ditahan retained earnings.
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Rapat Umum Pemegang Saham Tahunan (RUPST)
Annual General Meeting of Shareholders (AGMS)
Mata Acara Ketiga
3rd Agenda
Persetujuan Pengangkatan Kembali/Perubahan Susunan Approval the Reappointment/Changes in the Composition of Board
Direksi. of Directors.
Keputusan RUPS
GMS Resolutions
1. Mengangkat anggota Dewan Komisaris dan Direksi 1. Appointed of Company’s members of Board of Commissioners
Perseroan untuk periode masa jabatan tahun 2025 sampai and Board of Directors for the term of office 2025 until the
dengan penutupan Rapat Umum Pemegang Saham pada closing of the General Meeting of Shareholders in 2028, as
tahun 2028 adalah sebagai berikut: follows:
Direksi
Board of Directors
Presiden Direktur : Alexander Stefanus Ridwan Suhendra
President Director
Direktur : Sutandi Purnomosidi
Director
Direktur : Wong Boon Siew Ivy
Director
Direktur : Dra. Lauw, Syane Wahyuni Loekito
Director
Direktur : Drs. Minarto
Director
Direktur : Lusiana
Director
Dewan Komisaris
Board of Commissioners
Presiden Komisaris : Alexander Tedja
President Commissioner
Komisaris : Ir. Richard Adisastra
Commissioner
Komisaris (Independen) : Dr. Dyah Pradnyaparamita Duarsa, MM. MSi.
Commissioner (Independent)
Komisaris : Irene Tedja
Commissioner
2. Memberi kuasa kepada Direksi dengan hak untuk 2. Granted power and authority to Board of Directors, with the
memindahkannya kepada pihak lain, untuk menyatakan right to delegate such power to another party, to declare and
dan menegaskan kembali keputusan Rapat ini dalam restate the resolutions of this Meeting in a separate notarial
sebuah akta tersendiri di hadapan Notaris yang berwenang, deed before an authorized Notary, and to subsequently report
kemudian melaporkan dan/atau memberitahukan and/or notify and register the resolutions of this Meeting
serta mendaftarkan hasil keputusan Rapat ini kepada with the Ministry of Law and Human Rights of the Republic of
Departemen Hukum dan Hak Asasi Manusia Republik Indonesia and other relevant authorities, to take any and all
Indonesia dan instansi-instansi terkait lainnya serta actions necessary deemed and useful in accordance with the
melakukan segala tindakan yang dianggap perlu dan applicable laws and regulations to implement the resolutions
berguna sesuai dengan peraturan perundang-undangan of this Meeting, nothing is excluded.
yang berlaku untuk melaksanakan keputusan Rapat ini,
tidak ada yang dikecualikan.
Mata Acara Keempat
4th Agenda
Penetapan Remunerasi (gaji/honorarium, fasilitas dan Determination of Remuneration (salary/honorarium, facilities and
tunjangan) untuk Tahun Buku yang berakhir pada tanggal 31 allowances) for the financial year ending December 31st, 2025,
Desember 2025 bagi Direksi dan Dewan Komisaris Perseroan. for the Board of Directors and the Board of Commissioners.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Rapat Umum Pemegang Saham Tahunan (RUPST)
Annual General Meeting of Shareholders (AGMS)
Keputusan RUPS
GMS Resolutions
1. Menyetujui untuk melimpahkan wewenang dan kuasa 1. Approved to delegate authority and power to the Company’s
kepada Dewan Komisaris Perseroan untuk menetapkan Board of Commissioners to determine the amount of
besaran Remunerasi (gaji/honorarium, fasilitas dan Remuneration (salary/honorarium, facilities and allowances)
tunjangan) untuk Tahun Buku yang berakhir pada tanggal for the Financial Year ending on December 31, 2025 for the
31 Desember 2025 bagi Direksi dan Dewan Komisaris Company’s Directors and Board of Commissioners.
Perseroan.
2. Memberikan kewenangan kepada Dewan Komisaris 2. Authorized Board of Commissioners to take all actions
untuk melakukan segala tindakan yang diperlukan untuk necessary to carry out the remuneration function as regulated
menjalankan fungsi remunerasi sebagaimana diatur dalam in the applicable laws and regulations.
peraturan perundang-undangan yang berlaku.
Mata Acara Kelima
5th Agenda
Persetujuan Penunjukkan Akuntan Publik dan/atau Kantor Approval to appoint a public accountant and/or public accounting
Akuntan Publik. firm
Menyetujui untuk mendelegasikan wewenang kepada Dewan Approved to delegate authority to the Company’s Board of
Komisaris Perseroan untuk menunjuk Akuntan Publik dan/atau Commissioners to appoint a Public Accountant and/or Public
Kantor Akuntan Publik guna mengaudit Laporan Keuangan Accounting Firm to audit the Company’s Financial Report for the
Perseroan untuk tahun buku yang akan berakhir pada tanggal financial year ending on December 31, 2025 with the minimum
31 Desember 2025 dengan kriteria sekurang-kurangnya criteria as folows:
sebagai berikut:
1. terdaftar pada Otoritas Jasa Keuangan (OJK). 1. registered with the Financial Services Authority (OJK).
2. profesional dan mempunyai pengalaman sebagai Akuntan 2. professional and have experience as a Public Accountant and/
Publik dan/atau Kantor Akuntan Publik pada perusahaan or Public Accounting Firm in a public company.
terbuka.
3. mempunyai afiliasi dengan Kantor Akuntan Publik dalam 3. has an affiliation with the Public Accounting Firm on an
skala internasional. international scale.
Realisasi Hasil RUPST Tahun 2025 Realization of the 2025 AGMS Resolutions
Sampai dengan akhir tahun 2025, seluruh keputusan By the end of 2025, all resolutions of the AGMS for the
RUPST Tahun Buku 2024 telah dilaksanakan oleh 2024 Fiscal Year have been implemented by management,
manajemen, diantaranya: including:
1. Pembagian dividen yang telah dilaksanakan pada 1. Dividend distribution on July 30, 2025.
tanggal 30 Juli 2025.
2. Perubahan manajemen Perseroan (Dewan Komisaris 2. Changes in the Company’s management (Board of
dan Direksi) telah diaktakan berdasarkan Akta Commissioners and Board of Directors) have been
Pernyataan Keputusan Rapat Umum Tahunan Para documented in the Deed of Statement of Resolution
Pemegang Saham Nomor 9 tanggal 02 Juli 2025 of the Annual General Meeting of Shareholders
oleh oleh Notaris Anita Anggawidjaja, SH, notaris di Number 9 dated July 2, 2025, drawn up by Notary
Surabaya dan pemberitahuan perubahan susunan Anita Anggawidjaja, SH, Notary in Surabaya, and
tersebut telah diterima oleh Menteri Hukum Republik this changes have been received by the Minister
Indonesia melalui Surat AHU-AH.01.09-0308479 of Law of the Republic of Indonesia through Letter
tanggal 09 Juli 2025. AHU-AH.01.09-0308479 dated July 9, 2025.
3. Dewan Komisaris Perseroan telah menentukan 3. The Company’s Board of Commissioners has
honorarium dan tunjangan lainnya bagi anggota determined the honorarium and other benefits for
Direksi dan anggota Dewan Komisaris Perseroan. members of the Company’s Board of Directors and
the Board of Commissioners.
4. Dewan Komisaris telah menunjuk Kantor Akuntan 4. The Board of Commissioners has appointed a Public
Publik Liana Ramon Xenia & Rekan dengan Akuntan Accountant Firm Liana Ramon Xenia & Rekan with a
Publik Alvin Ismanto berdasarkan Surat Keputusan public Accountant Alvin Ismanto based on the Board
Dewan Komisaris tanggal 12 September 2025. of Commissioner’s Decree dated September 12, 2025.
Keputusan RUPS Tahun Sebelumnya Resolutions of the Previous GMS
Di tahun 2024, Perseroan telah menyelenggarakan RUPST In 2024, the Company’s held AGMS on June 12, 2024,
pada 12 Juni 2024, dengan keputusan RUPS sebagai with the following GMS Resolutions:
berikut:
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Rapat Umum Pemegang Saham Tahunan (RUPST)
Annual General Meeting of Shareholders (AGMS)
Mata Acara Pertama
1st Agenda
Persetujuan Laporan Tahunan dan Laporan Keuangan Tahunan. Approval the Company’s Annual Report and Financial Statement.
Keputusan RUPS
GMS Resolutions
1. Menyetujui untuk menerima dan mengesahkan Laporan 1. Approved to accept and ratify Board of Directors
Pertanggungjawaban Direksi mengenai kegiatan dan jalannya Accountability Report regarding the activities and operations
Perusahaan yang telah dilakukan untuk tahun buku yang of the Company for the financial year ended on December
berakhir pada tanggal 31 Desember 2023. 31, 2023.
2. Menyetujui untuk menerima dan mengesahkan Laporan 2. Approved to accept and ratify Board of Commissioners
Tugas Pengawasan Dewan Komisaris mengenai kegiatan Supervisory Report on the activities and implementation
dan pelaksanaan jalannya Perusahaan oleh Direksi untuk of the Companys operations by Board of Directors for the
tahun buku yang berakhir pada tanggal 31 Desember 2023. financial year ended on December 31, 2023.
3. Menyetujui untuk menerima dan mengesahkan Laporan 3. Approved to accept and ratify the Financial Statements
Keuangan yang telah diaudit oleh Akuntan Publik untuk tahun audited by a Public Accountant for the financial year ended
buku yang berakhir pada tanggal 31 Desember 2023. December 31, 2023.
4. Menyetujui untuk memberikan pembebasan dan pelepasan 4. Approved to grant a release and discharge (acquit et de
tanggung jawab (acquit et de charge) kepada seluruh charge) to all members of Board of Directors for their
anggota Direksi untuk tindakan-tindakan kepengurusan management actions and to Board of Commissioners for
dan Dewan Komisaris Perseroan untuk tindakan-tindakan their supervisory actions they carried out during the financial
pengawasan yang telah mereka lakukan selama tahun buku year ended December 31, 2023.
yang berakhir pada tanggal 31 Desember 2023.
Mata Acara Kedua
2nd Agenda
Menyetujui dan menetapkan penggunaan Laba Bersih Perseroan Approved and determine the use of the Companys Net Profit for
tahun buku yang berakhir pada tanggal 31 Desember 2023 the financial year ended December 31, 2023, which has been
yang telah disahkan dalam acara pertama RUPS Tahunan, ratified in the first agenda of the Annual General Meeting of
dimana Perseroan telah memperoleh laba bersih sebesar Shareholders, whereby the Company has obtained a net profit
Rp2.381.869.254.000 (dua triliun tiga ratus delapan puluh satu of Rp2,381,869,254,000 (two trillion three hundred eighty-one
miliar delapan ratus enam puluh sembilan juta dua ratus lima billion eight hundred sixty-nine million two hundred fifty-four
puluh empat ribu Rupiah). Dari laba bersih tersebut yang dapat thousand Rupiah). Of the net profit attributable to the parent
diatribusikan kepada entitas induk sebesar Rp2.105.210.332.000 entity of Rp2,105,210,332,000 (two trillion one hundred five
(dua triliun seratus lima miliar dua ratus sepuluh juta tiga ratus billion two hundred ten million three hundred thirty-two thousand
tiga puluh dua ribu Rupiah) untuk dipergunakan sebagai berikut: Rupiah), was approved to be used as follows:
1. Dibagikan sebagai dividen tunai kepada Para Pemegang 1. Distributed as cash dividends to the Shareholders
Saham dengan nilai masing-masing sebesar masing- with a value of Rp9 (nine Rupiah) per share or a total of
masing sebesar Rp9 (sembilan Rupiah) per saham atau total Rp433,436,421,600 (four hundred thirty-three billion four
seluruhnya sebesar Rp433.436.421.600 (empat ratus tiga hundred thirty-six million fourt hundred twenty-one thousand
puluh tiga miliar empat ratus tiga puluh enam juta empat six hundred Rupiah.
ratus dua puluh satu ribu enam ratus Rupiah).
2. Memberikan kuasa dan kewenangan kepada Direksi 2. To grant power and authority to Board of Directors of the
Perseroan untuk pada saatnya nanti melaksanakan Company to distribute the final dividend at a later date with
pembagian dividen final dengan mekanisme dan tata cara the mechanism and procedures for payment of the final
pembayaran dividen final sesuai ketentuan yang berlaku. dividend in accordance with applicable regulations.
3. Menyisihkan dana sebesar Rp1.000.000.000 (satu miliar 3. To allocate Rp1,000,000,000 (one billion Rupiah) as a reserve
Rupiah) sebagai dana cadangan sebagaimana ditentukan fund in accordance with Article 70 of Law No. 40 of 2007
pada Pasal 70 Undang-undang No. 40 Tahun 2007 tentang concerning Limited Liability Companies as last amended by
Perseroan Terbatas sebagaimana telah diubah terakhir Law No. 6 of 2023.
dengan UU No. 6 Tahun 2023. 4. The remaining balance of the Net Profit will be included as
4. Sisa dari Laba Bersih tersebut akan dimasukkan sebagai retained earnings.
laba yang ditahan.
Mata Acara Ketiga
3rd Agenda
Penetapan Remunerasi (gaji/honorarium, fasilitas dan tunjangan) Determination of Remuneration (salary/honorarium, facilities and
untuk Tahun Buku yang berakhir pada tanggal 31 Desember allowances) for the financial year ending December 31st, 2024,
2024 bagi Direksi dan Dewan Komisaris Perseroan. for the Board of Directors and the Board of Commissioners.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Rapat Umum Pemegang Saham Tahunan (RUPST)
Annual General Meeting of Shareholders (AGMS)
Keputusan RUPS
GMS Resolutions
1. Menyetujui untuk melimpahkan wewenang dan kuasa kepada 1. Approved to delegate authority and power to the Company’s
Dewan Komisaris Perseroan untuk menetapkan besaran Board of Commissioners to determine the amount of
Remunerasi (gaji/honorarium, fasilitas dan tunjangan) untuk Remuneration (salary/honorarium, facilities and allowances)
Tahun Buku yang berakhir pada tanggal 31 Desember 2024 for the Financial Year ending on December 31, 2024 for the
bagi Direksi dan Dewan Komisaris Perseroan. Company’s Directors and Board of Commissioners.
2. Memberikan kewenangan kepada Dewan Komisaris 2. Authorized Board of Commissioners to take all actions
untuk melakukan segala tindakan yang diperlukan untuk necessary to carry out the remuneration function as
menjalankan fungsi remunerasi sebagaimana diatur dalam regulated in the applicable laws and regulations.
peraturan perundang-undangan yang berlaku.
Mata Acara Keempat
4th Agenda
Persetujuan Penunjukkan Akuntan Publik dan/atau Kantor Approval to appoint a public accountant and/or public accounting
Akuntan Publik firm
Keputusan RUPS
GMS Resolutions
Menyetujui untuk mendelegasikan wewenang kepada Dewan Approved to delegate authority to the Company’s Board of
Komisaris Perseroan untuk menunjuk Akuntan Publik dan/atau Commissioners to appoint a Public Accountant and/or Public
Kantor Akuntan Publik guna mengaudit Laporan Keuangan Accounting Firm to audit the Company’s Financial Report for the
Perseroan untuk tahun buku yang akan berakhir pada tanggal financial year ending on December 31, 2024 with the minimum
31 Desember 2024 dengan kriteria sekurang-kurangnya sebagai criteria as folows:
berikut:
1. terdaftar pada Otoritas Jasa Keuangan (OJK). 1. registered with the Financial Services Authority (OJK).
2. profesional dan mempunyai pengalaman sebagai Akuntan 2. professional and have experience as a Public Accountant
Publik dan/atau Kantor Akuntan Publik pada perusahaan and/or Public Accounting Firm in a public company.
terbuka.
3. mempunyai afiliasi dengan Kantor Akuntan Publik dalam 3. has an affiliation with the Public Accounting Firm on an
skala internasional. international scale.
Realisasi Hasil RUPST Tahun 2024 Realization of the 2024 Annual GMS
Resolutions
Sampai dengan akhir tahun 2024, seluruh keputusan By the end of 2024, all resolutions of the AGMS for the
RUPST Tahun Buku 2023 telah dilaksanakan oleh 2023 Fiscal Year have been implemented by management,
manajemen, diantaranya: including:
1. Pembagian dividen yang telah dilaksanakan pada 1. Dividend distribution on July 10, 2024.
tanggal 10 Juli 2024.
2. Dewan Komisaris Perseroan telah menentukan 2. The Company’s Board of Commissioners has
honorarium dan tunjangan lainnya bagi anggota determined the honorarium and other benefits for
Direksi dan anggota Dewan Komisaris Perseroan members of the Company’s Board of Directors and
untuk tahun buku 2024. the Board of Commissioners for the 2024 financial
year.
3. Dewan Komisaris telah menunjuk Kantor Akuntan 3. The Board of Commissioners has appointed Public
Publik Liana Ramon Xenia & Rekan (Anggota Accounting Firm Liana Ramon Xenia & Partners
Jaringan Deloitte Asia Pasifik dan Jaringan Deloitte) (Member of Deloitte Asia Pacific and Deloitte
dengan Akuntan Publik Alvin Ismanto berdasarkan Network) with Public Accountant Alvin Ismanto based
Surat Keputusan Dewan Komisaris tanggal 27 on the Decree of the Board of Commissioners dated
September 2024. September 27, 2024.
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Dewan Komisaris
Board of Commissioners
Dalam penerapan tata kelola perusahaan yang baik, In the implementation of good corporate governance, the
Dewan Komisaris memiliki peran utama dalam mengawasi Board of Commissioners plays a key role in overseeing
kebijakan dan pengelolaan Perseroan yang dijalankan the policies and management activities carried out by
oleh Direksi. Sebagai salah satu organ utama dalam the Board of Directors. As one of the Company’s main
struktur Perseroan, Dewan Komisaris bertanggung jawab organs, the Board of Commissioners is responsible for
memastikan bahwa setiap keputusan dan operasional ensuring that all corporate decisions and operations
Perseroan telah sesuai dengan prinsip-prinsip GCG serta align with GCG principles and comply with applicable
peraturan perundangundangan yang berlaku. Hal ini laws and regulations. This oversight is carried out by
dilakukan oleh Dewan Komisaris dengan memberikan providing strategic direction to the Board of Directors
arahan-arahan kepada Direksi melalui mekanisme- through mechanisms outlined in the Company’s Articles
mekanisme yang ditetapkan dalam Anggaran Dasar dan of Association and relevant legal frameworks.
peraturan perundang-undangan yang berlaku.
Dasar Hukum Legal Basis
Dasar pengangkatan Dewan Komisaris: Basis of appointment of the Board of Commissioners:
1. Undang-Undang No. 40 Tahun 2007 tentang 1. Law No. 40 of 2007 concerning Limited Liability
Perseroan Terbatas sebagaimana telah diubah Companies as last amended by Law No. 6 of 2023.
terakhir dengan UU No. 6 Tahun 2023.
2. Anggaran Dasar Perseroan. 2. Articles of Association of the Company.
3. POJK No. 33/POJK.04/2014 tentang Direksi dan 3. POJK No. 33/POJK.04/2014 concerning Directors
Dewan Komisaris Emiten Atau Perusahaan Publik. and Board of Commissioners of Issuers or
Public Companies.
Pedoman Kerja Dewan Komisaris Board Manual of Commissioners
Dewan Komisaris Perseroan telah memiliki Piagam Dewan The Company’s Board of Commissioners has established
Komisaris (Board Manual) yang ditetapkan pada tanggal a Board of Commissioners Charter (Board Manual), which
16 Desember 2022 dan masih berlaku hingga saat ini. was enacted on December 16, 2022 and remains valid to
Piagam ini menjadi acuan dalam melaksanakan tugas, date. This Charter serves as a guideline for carrying out
tanggung jawab dan wewenangnya untuk mengawasi the duties, responsibilities, and authorities of the Board
jalannya usaha sekaligus memenuhi kepentingan para of Commissioners in supervising the Company’s business
pemangku kepentingan. operations while also protecting the stakeholder interests.
Untuk mengetahui lebih lengkap mengenai piagam Dewan For more detailed information regarding the Board of
Komisaris, dapat dilihat pada situs web Perseroan di Commissioners Charter, please refer to the Company’s
link berikut: https://www.pakuwonjati.com/id/pages/72/ website at the following link: https://www.pakuwonjati.
guidelines-for-board-of-directors-and-board-of- com/id/pages/72/guidelines-for-board-of-directors-and-
commissioners. board-of-commissioners.
Tugas dan Tanggung Jawab Dewan Board of Commissioners’ Roles and
Komisaris Responsibilities
Berdasarkan Piagam Dewan Komisaris yang dapat Based on Board of Commissioners Charter which can
dilihat pada https://www.pakuwonjati.com/id/pages/72/ be seen at https://www.pakuwonjati.com/id/pages/72/
guidelines-for-board-of-directors-and-board-of- guidelines-for-board-of-directors-and-board-of-
commissioners, tugas dan tanggung jawab Dewan commissioners, the Board of Commissioners’ roles and
Komisaris adalah sebagai berikut: responsibilities are as follows:
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Tugas Dewan Komisaris Board of Commissioners’ Roles
1. Dewan Komisaris bertugas melakukan pengawasan 1. The Board of Commissioners supervises and is
dan bertanggung jawab atas pengawasan terhadap responsible for the supervision of management
kebijakan pengurusan, jalannya pengurusan pada policies, the general running of the Company, both in
umumnya, baik mengenai Perseroan maupun usaha terms of the Company and its business, and provides
Perseroan, dan memberi nasihat kepada Direksi. advice to the Board of Directors.
2. Anggota Dewan Komisaris wajib melaksanakan tugas 2. Each member must perform their duties and
dan tanggung jawab sebagaimana dimaksud dalam responsibilities with good faith, full responsibility,
ayat di atas dengan itikad baik, penuh tanggung and caution.
jawab dan kehati-hatian.
3. Dalam rangka mendukung efektivitas pelaksanaan 3. To support the effectiveness of their duties, the
tugas dan tanggung jawabnya Dewan Komisaris wajib Board of Commissioners is required to form an Audit
membentuk Komite Audit dan dapat membentuk Committee and may form other committees.
komite lainnya.
4. Dewan Komisaris wajib melakukan evaluasi terhadap 4. The Board of Commissioners must evaluate the
kinerja komite yang membantu pelaksanaan tugas performance of the committees supporting their
dan tanggung jawabnya setiap akhir tahun buku. duties at the end of each fiscal year.
Tanggung Jawab Dewan Komisaris Board of Commissioners’ Responsibilities
1. Setiap anggota Dewan Komisaris bertanggung 1. Each member is jointly and severally liable for losses
jawab secara tanggung renteng atas kerugian suffered by the Company due to errors or negligence
Perseroan yang disebabkan oleh kesalahan in carrying out their duties.
atau kelalaian anggota Dewan Komisaris dalam
menjalankan tugasnya.
2. A n g g o t a D e w a n K o m i s a r i s t i d a k d a p a t 2. A member shall not be held liable for such losses if
dipertanggungjawabkan atas kerugian Perseroan they can prove:
apabila dapat membuktikan:
a. Pengawasan dilakukan dengan itikad baik dan a. Supervision is carried out in good faith and
kehati-hatian untuk kepentingan perseroan with due care for the interests of the company
sesuai maksud dan tujuan perseroan. in accordance with the company’s objectives
and purposes.
b. Tidak mempunyai kepentingan pribadi baik b. They do not have a personal interest, either
langsung maupun tidak langsung atas tindakan directly or indirectly, in the actions of the Board
Direksi yang merugikan perseroan. of Directors that are detrimental to the company.
c. Telah memberikan nasihat kepada Direksi c. They have provided advice to the Board
untuk mencegah timbul atau berlanjutnya of Directors to prevent the occurrence or
kerugian tersebut. continuation of such losses.
Wewenang Dewan Komisaris Board of Commissioners’ Authorities
1. Dewan Komisaris berwenang memberhentikan 1. Has the authority to temporarily dismiss members of
sementara anggota Direksi dengan menyebutkan the Board of Directors, stating the reasons.
alasannya.
2. Dewan Komisaris dapat melakukan tindakan 2. May assume management duties in special situations
pengurusan Perseroan dalam keadaan tertentu untuk for a limited period.
jangka waktu tertentu.
3. Wewenang sebagaimana dimaksud dalam point 3. The authority as stated in point 2 is stipulated in the
2 ditetapkan berdasarkan anggaran dasar atau articles of association or a decision of the General
keputusan RUPS. Meeting of Shareholders (GMS).
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Pembagian Tugas Dewan Komisaris Segregation of Board of Commissioners
Duties
Dewan Komisaris menetapkan pembagian tugas dan The Board of Commissioners independently establishes
tanggung jawab secara mandiri di antara anggota. Fokus segregation of duties and responsibilities among members.
pengawasan setiap anggota disesuaikan dengan peran The supervision focus of each member is adjusted to the
sebagai Ketua Komite Penunjang Dewan Komisaris, role as Chairman of Supporting Committee of Board of
berdasarkan kompetensi dan pengalaman masing- Commissioners, based on respective competence and
masing untuk memastikan efektivitas pengawasan dan experience to ensure effectiveness of supervision and
kelancaran tata kelola perusahaan. smooth corporate governance.
Pendelegasian Wewenang Dewan Komisaris Delegation of the Board of Commissioners
Authority
Pendelegasian wewenang oleh seorang anggota Delegation of authority given by a member of the Board
Dewan Komisaris kepada anggota Dewan Komisaris of Commissioners to other members of the Board of
lainnya dilakukan melalui surat kuasa khusus sesuai Commissioners is carried out through a special power of
kebutuhan. Meski demikian, pendelegasian ini tidak attorney for such purpose. This delegation of authority
mengurangi tanggung jawab kolektif Dewan Komisaris does not abdicate the responsibility of the Board of
atas pelaksanaan tugasnya. Selama tahun 2025, tidak ada Commissioners collectively. During 2025, there were
pendelegasian wewenang oleh seorang anggota Dewan no delegation of authority by a member of the Board
Komisaris kepada anggota Dewan Komisaris lainnya. of Commissioners to other members of the Board of
Commissioners.
Keanggotaan Dewan Komisaris Membership of the Board of Commissioners
Di tahun 2025, anggota Dewan Komisaris Perseroan In 2025, the Company’s Board of Commissioners consisted
terdiri dari empat orang anggota, termasuk diantaranya of four members, including Independent Commissioner.
adalah Komisaris Independen. Jumlah ini telah memenuhi This composition is in line with the provisions of POJK
ketentuan Peraturan OJK No. 33/POJK.04/2014 tentang No. 33/POJK.04/2014 on the Board of Directors and
tentang Direksi dan Dewan Komisaris untuk Emiten atau Board of Commissioners of Issuers or Public Companies
Perusahaan Publik (“POJK No. 33”). (“POJK No. 33”)
Persyaratan Keanggotaan Membership Requirements
Dalam menentukan anggota Dewan Komisaris, Perseroan In appointing members of the Board of Commissioners,
memiliki persyaratan seperti yang tertuang dalam Piagam the Company has specific requirements that stipulated
Dewan Komisaris, https://www.pakuwonjati.com/id/ in the Board Manual of Commissioners, https://www.
pages/72/guidelines-for-board-of-directors-and-board- pakuwonjati.com/id/pages/72/guidelines-for-board-of-
of-commissioners. directors-and-board-of-commissioners.
Masa Jabatan Term of Office
Anggota Dewan Komisaris diangkat oleh RUPS untuk Members of the Board of Commissioners are appointed
jangka waktu 3 (tiga) tahun sejak tanggal RUPS yang by the GMS for a period of 3 (three) years from the date
mengangkat mereka dan berakhir pada saat ditutupnya of the GMS that appointed them and until the closing
RUPS tahunan ketiga yang diselenggarakan setelah of the 3rd (third) AGMS as held after the appointment
pengangkatan tersebut dan dapat diangkat kembali, tanpa and may be re-appointed, without prejudice to the
mengurangi hak dari RUPS untuk memberhentikannya right of the GMS to dismiss it at any time by taking into
setiap waktu dengan memperhatikan ketentuan peraturan account the provisions applicable rules and regulations.
dan perundang-undangan yang berlaku. Dalam hal Dewan If members of the Board of Commissioners is appointed
Komisaris untuk mengisi posisi yang kosong (karena to replace a vacant position (either by termination or
pemberhentian atau hal lainnya), maka ia akan menjalani otherwise), then he/she shall serve the remaining term
sisa masa jabatan dari posisi kosong kecuali RUPS of the vacant position, unless GMS determine otherwise.
menentukan lain. Untuk Komisaris Independen yang telah For Independent Commissioners who have served for
menjabat selama dua periode dapat diangkat kembali two terms may be reappointed on condition that they
dengan syarat memberikan pernyataan independensi. provide a statement of independence
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Komposisi Dewan Komisaris Composition of the Board of
Commissioners
Adapun komposisi anggota Dewan Komisaris Perseroan The composition of the Company’s Board of
per 31 Desember 2025, sebagai berikut: Commissioners as of December 31, 2025, is as follows:
Nama Jabatan Dasar Pengangkatan Masa Jabatan Periode ke
Name Position Basis of Appointment Term of Office Period to
Alexander Tedja Presiden Komisaris Keputusan RUPS Tahunan 2025 - 2028 12
President Commissioner tanggal 25 Juni 2025
Annual GMS Resolution on
June 25, 2025
Ir. Richard Adisastra Komisaris Keputusan RUPS Tahunan 2025 - 2028 4
Commissioner tanggal 25 Juni 2025
Annual GMS Resolution on
June 25, 2025
Dr. Dyah Pradnyaparamita Komisaris Independen Keputusan RUPS Tahunan 2025 - 2028 7
D., MM., MSi Independent tanggal 25 Juni 2025
Commissioner Annual GMS Resolution on
June 25, 2025
Irene Tedja Komisaris Keputusan RUPS Tahunan 2025 - 2028 1
Commissioner tanggal 25 Juni 2025
Annual GMS Resolution on
June 25, 2025
Komisaris Independen Independent Commissioner
Komisaris Independen merupakan anggota Dewan An Independent Commissioner is a member of the Board
Komisaris yang tidak memiliki hubungan keuangan, of Commissioners who has no financial, managerial,
kepengurusan, kepemilikan saham dan atau hubungan share ownership, and/or family relationship with other
keluarga dengan anggota Dewan Komisaris, anggota members of the Board of Commissioners, members of
Direksi dan atau pemegang saham pengendali atau the Board of Directors, the controlling shareholders,
dengan Perseroan yang mungkin menghalangi atau or the Company, which may hinder or interfere with
menghambat posisinya untuk bertindak independen their ability to act independently in accordance with
sesuai dengan prinsip-prinsip GCG. Komisaris Independen the principles of GCG. Independent Commissioners are
bertanggung jawab untuk melakukan pengawasan responsible for carrying out their supervisory role with a
dengan mengedepankan independensi. Penunjukan strong emphasis on independence. The appointment of
Komisaris Independen sesuai dengan ketentuan yang Independent Commissioners complies with the provisions
diatur dalam POJK No. 33. set forth in POJK No. 33.
Persayaratan Requirement
Berdasarkan POJK No. 33, persyaratan Komisaris Pursuant to POJK No. 33, the requirements for an
Independen adalah diantaranya: Independent Commissioner include:
1. Bukan merupakan orang yang bekerja atau 1. Not a person who works or has the authority
mempunyai wewenang dan tanggung jawab untuk and responsibility to plan, lead, control, or
merencanakan, memimpin, mengendalikan, atau supervise the company’s activities within the
mengawasi kegiatan perusahaan dalam waktu 6 last 6 (six) months, except for reappointment as
(enam) bulan terakhir, kecuali untuk pengangkatan Independent Commissioner.
kembali sebagai Komisaris Independen.
2. Tidak mempunyai saham baik langsung maupun tidak 2. Does not own shares either directly or indirectly in
langsung pada Perusahaan. the Company.
3. Tidak mempunyai hubungan usaha baik langsung 3. Does not have a business relationship either
maupun tidak langsung yang berkaitan dengan directly or indirectly related to the Company’s
kegiatan usaha Perusahaan. business activities.
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4. Tidak mempunyai hubungan afiliasi dengan 4. Has no affiliation with the Company, members
Perusahaan, anggota Dewan Komisaris, anggota of the Board of Commissioners, members of the
Direksi, atau Pemegang Saham Pengendali Board of Directors, or Controlling Shareholders of
Perusahaan. the Company.
Pernyataan Independensi Independency Statement
Dr. Dyah Pradnyaparamita D., MM., MSi telah menjabat Dr. Dyah Pradnyaparamita D., MM., MSi has served as
sebagai Komisaris Independen 7(tujuh) periode berturut- Independent Commissioner for 7 (seven) consecutive
turut dan telah menandatangani surat pernyataan periodS and has signed an Independent Statement.
Independen.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Rapat Dewan Komisaris
Kebijakan Rapat Dewan Komisaris
Kebijakan rapat Dewan Komisaris dapat dilihat di Pedoman
Kerja Dewan Komisaris, https://www.pakuwonjati.com/
id/pages/72/guidelines-for-board-of-directors-and-
board-of-commissioners, di mana Dewan Komisaris wajib
mengadakan rapat internal paling kurang 1 (satu) kali
dalam 2 (dua) bulan, rapat gabungan bersama Direksi
secara berkala paling kurang 1 (satu) kali dalam 4 (empat)
bulan, dan rapat dengan agenda tentang Nominasi dan/
atau Remunerasi diselenggarakan secara berkala paling
kurang 1 (satu) kali dalam 4 (empat) bulan.
Board of Commissioners Meeting
Board of Commissioners Meeting Policy
The Board of Commisioners meeting policy can be seen
on the Board Manual of Commissioners, https://www.
pakuwonjati.com/id/pages/72/guidelines-for-board-of-
directors-and-board-of-commissioners, where is the
Board of Commissioners is required to convene internal
meetings on a regular basis at least 1 (one) time in every
2 (two) months, the regular joint meeting with Directors at
least 1 (one) time every 4 months, and meeting concerning
Nomination and/or Remuneration must be held regularly
at least once every four (4) months.
Lime - Four Points Bekasi
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Frekuensi rapat dan tingkat kehadiran Dewan Komisaris
dalam internal, rapat Dewan Komisaris bersama Direksi The frequency of meetings and the attendance rate of
dan tingkat kehadiran anggota Dewan Komisaris dalam the Board of Commissioners at Board of Commissioners
rapat tersebut termasuk kehadiran dalam RUPS, adalah meetings, joint meetings with the Board of Directors, and
sebagai berikut: participation in the GMS are as follows:
Rapat Internal Dewan Komisaris
Board of Commissioners Internal Meeting
Jabatan
Nama
Position Jumlah Tingkat
Name Jumlah Rapat
Kehadiran Kehadiran
Number of
Total Attendance
meetings
Attendance Rate
Alexander Tedja Presiden Komisaris 6 6 100%
President Commissioner
Ir. Richard Adisastra Komisaris 6 6 100%
Commissioner
Dr. Dyah Pradnyaparamita D., Komisaris Independen 6 6 100%
MM., MSi Independent Commissioner
Irene Tedja** Komisaris 3 3 100%
Commissioner
*) Perseroan tidak menyelenggarakan RUPSLB pada tahun 2025
**) Irene Tedja efektif menjabat sebagai Komisaris Perseroan per 25 Juni 2025
*) The Company did not hold the Extraordinary GMS in 2025
**) Irene Tedja officially served as Commissioner of the Company since June 25, 2025.
Agenda Rapat
Meeting Agenda
Rapat Internal Komisaris
Tanggal Rapat Agenda Rapat
Meeting Date Meeting Agenda
20 Januari 2025 Kerangka pengawasan kepada Direksi atas jalannya operasional perusahaan selama 2025
January 20, 2025 Supervisory framework to Board of Directors regarding the company’s operational activities during 2025
18 Maret 2025 1. Pengawasan kepada Direksi atas jalannya operasional perusahaan Kuartal I 2025
March 18, 2025 2. Tender Offer
1. Supervision to Board of Directors reagrding the company’s operations in the first quarter of 2025
2. Tender Offer
25 Juni 2025 1. RUPSTahunan
June 25, 2025 2. Pengangkatan Komite Audit periode 2025 - 2028
1. Annual GMS
2. Appointmnet the Audit Committee for 2025-2028 period
28 Juli 2025 1. Pengawasan lanjutan kepada Direksi atas jalannya operasional perusahaan Kuartal II
July 28, 2025 2. Habitat for Humanity
1. Continued supervision to Board of Directors regarding the company’s operations in the second
quarter.
2. Habitat for Humanity
12 September 2025 1. Pengawasan lanjutan kepada Direksi atas jalannya operasional perusahaan Kuartal III
September 12, 2025 2. Penunjukan Akuntan Publik dan Kantor Akuntan Publik untuk laporan keuangan tahun buku 2025
1. Continued supervision to Board of Directors regarding the company’s operations in the third quarter.
2. Appointment of a Public Accountant and Public Accounting Firm for the 2025 financial statements
18 Desember 2025 Pengawasan lanjutan kepada Direksi atas jalannya operasional perusahaan Kuartal IV 2025
December 18, 2025 Continued supervision to Board of Directors regarding the company’s operational progress in the
fourth quarter of 2025
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Rapat Dewan Komisaris
dengan Direksi RUPS
Board of Commissioners Meeting GMS
with the Board of Directors
Jumlah Kehadiran Kehadiran Jumlah
Jumlah Rapat Tingkat Tingkat
Kehadiran RUPST RUPSLB* Kehadiran
Number of Kehadiran Kehadiran
Total Attendance in Attendance in Total
meetings Attendance Rate Attendance Rate
Attendance AGMS EGMS Attendance
6 6 100% 1 - 1 100%
6 6 100% 1 - 1 100%
6 6 100% 1 - 1 100%
2 2 100% 0 - 0 0%
Rapat Gabungan Komisaris dan Direksi
Tanggal Rapat Agenda Rapat
Meeting Date Meeting Agenda
20 Maret 2025 Pembahasan Laporan Direksi dan Laporan Keuangan Kuartal I Tahun 2025
March 20, 2025 Discussion of the Board of Directors’ Report and Financial Report for the First Quarter of 2025
28 April 2025 1. Pembahasan Rencana Aksi Korporasi Tender Offer
April 28, 2025 2. Agenda RUPS Tahunan 2025
1. Discussion of the Company Action Plan for Tender Offer
2. Agenda for the 2025 Annual GMS
27 Mei 2025 Laporan Direksi atas hasil pelaksanaan Aksi Korporasi Tender Offer
May 27, 2025 Board of Directors’ Report on the Results of Tender Offer
25 Juni 2025 1. Penetapkan gaji dan tunjangan bagi Anggota Direksi dan Anggota Dewan Komisaris Perseroan
June 25, 2025 2. RUPS Tahunan 2025
1. Determination of salaries and allowances for members of the Company’s Board of Directors
and Commissioners
2. 2025 Annual GMS
14 Agustus 2025 Pembahasan Laporan Direksi dan Laporan Keuangan Kuartal II Tahun 2025
August 14, 2025 Discussion of the Board of Directors’ Report and Financial Report for the Second Quarter of 2025
19 Desember 2025 1. Pembahasan Laporan Direksi dan Laporan Keuangan Kuartal III Tahun 2025
December 19, 2025 2. Forecast Laporan Keuangan Konsolidasi Tahun 2025
1. Discussion of the Board of Directors’ Report and Financial Report for the Third Quarter of 2025
2. Forecast of the 2025 Consolidated Financial Statements
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Pelatihan Dewan Komisaris Board of Commissioners Training
Kebijakan Policy
Kebijakan pelatihan Dewan Komisaris dapat dilihat di Policy for Board of Commissioners training can be seen
Pedoman Kerja Dewan Komisaris, https://www.pakuwonjati. at the Board Manual of Commissioners, https://www.
com/id/pages/72/guidelines-for-board-of-directors-and- pakuwonjati.com/id/pages/72/guidelines-for-board-
board-of-commissioners, dimana Perseroan mendorong of-directors-and-board-of-commissioners, where
Dewan Komisaris untuk mengikuti program pendidikan the Company encourages members of the Board of
profesi yang berkelanjutan atau berkesinambungan. Program Commissioners to participate in ongoing professional
pengembangan ini bertujuan untuk memberikan informasi education. These programs aim to provide updated
terkini mengenai bisnis perusahaan dan kebijakannya serta information on the Company’s business and policies
berbagi pengetahuan sesuai kapabilitasnya yang dapat and share knowledge according to their capabilities to
menunjang pelaksanaan tugas pengawasannya. support their supervisory duties.
Pelaksanaan Implementation
Perseroan mengadakan pelatihan bagi Dewan Komisaris, The Company conducted training programs for the Board
termasuk program orientasi/pengenalan Perseroan bagi of Commissioners, including an orientation/induction
anggota Komisaris baru yang dilakukan guna memberikan program for new members. This program is designed to
pemahaman mengenai tugas dan tanggung jawab sebagai provide a comprehensive understanding of their roles
anggota Dewan Komisaris agar dijalankan dengan and responsibilities to ensure effective execution of their
sebaik-baiknya. Program pengenalan diberikan dalam duties. The orientation is delivered through presentations,
bentuk presentasi, pertemuan, kunjungan ke fasilitas meetings, site visits to the Company’s facilities, and other
Perseroan atau program lainnya. Di tahun 2025, Perseroan relevant programs. In 2025, the Company conducted
melaksanakan program pengenalan kepada Komisaris an induction program for new members of the Board of
baru, yaitu Irene Tedja. Berikut pelatihan Dewan Komisaris Commissioners, namely Mrs. Irene Tedja. The following
di tahun 2025: training programs for the Board of Commissioners were
conducted in 2025:
Nama dan Jabatan Materi Pendidikan/Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Training/Education Material Place/Date Organizer
Alexander Tedja Advancing Corporate Environmental Initiatives 25 April 2025 ICSA
Presiden Komisaris through Natural Climate Solutions April 25, 2025
President Commissioner
Emtek ESG Leadership Forum 2025, featuring Jakarta, 2 Desember EMTEK
the session "SPK 2027: Redefining Corporate 2025
Reporting for a Sustainable Future" Jakarta, December 2,
2025
Ir. Richard Adisastra Communication Evaluation: Measuring the 24 April 2025 ICSA
Komisaris Impact of Communications to Stakeholders April 24, 2025
Commissioner
Generative AI Engineering Mastermind 25 - 26 Oktober 2025 By Outskill
October 25 -26, 2025
Dr. Dyah Pradnyaparamita Menavigasi Tantangan ESG melalui Penguatan 18 Maret 2025 ICSA
Duarsa, MM, Msi Kebijakan Good Corporate Governance March 18, 2025
Komisaris Independen Navigating ESG Challenges through
Independent Commissioner Strengthening Good Corporate Governance
Policies
Langkah Awal dalam Membangun Inisiatif 26 Maret 2025 ICSA
ESG: Panduan Praktis untuk Perusahaan March 26, 2025
Getting Started with ESG Initiatives: A
Practical Guide for Companies
Irene Tedja Merger & Acquisitions: Strategy, Execution 26 Desember 2025 Ikatan Akuntan
Komisaris and Post Management December 26, 2025 Indonesia (IAI)
Commissioner
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Kinerja Dewan Komisaris Performance of the Board of Commissioners
Di tahun 2025, Dewan Komisaris Perseroan telah In 2025, the Company’s Board of Commissioners has
melaksanakan tugas dan tanggung jawabnya sesuai implemented his roles and responsibilities, according to
dengan Pedoman Kerja Dewan Komisaris, di antaranya the Board Manual of Commissioners including:
adalah sebagai berikut:
Uraian Tugas
Realisasi Tahun 2025
Description of Duties
2025 Realization
Dewan Komisaris bertugas melakukan pengawasan dan Dewan Komisaris telah melakukan tugas pengawasan melalui
bertanggung jawab atas pengawasan terhadap kebijakan penyelenggaraan rapat, baik rapat internal maupun rapat gabungan
pengurusan, jalannya pengurusan pada umumnya, baik yang dihadiri oleh seluruh anggota Dewan Komisaris. Pengawasan
mengenai Perseroan maupun usaha Perseroan, dan memberi Dewan Komisaris juga dilakukan dengan menyampaikan saran
nasihat kepada Direksi. mengenai pengembangan bisnis dan strategi serta mitigasi risiko,
melalui berbagai laporan, termasuk Laporan Pengawasan Dewan
The Board of Commissioners supervises and is responsible Komisaris. Di tahun 2025, Dewan Komisaris telah membuat laporan
for the supervision of management policies, the general Pengawasan Dewan Komisaris telah diserahkan dalam RUPS
running of the Company, both in terms of the Company and Tahunan pada 25 Juni 2025.
its business, and provides advice to the Board of Directors.
Selain itu, Dewan Komisaris juga telah Dewan Komisaris telah
memberikan persetujuan tertulis mengenai:
1. Rancangan Rencana Kerja dan Anggaran Perusahaan (RKAP).
2. Rencana RUPS Tahun Buku 2024 yang dilaksanakan pada 25
Juni 2025.
3. Pelaksanaan Tender Offer
The Board of Commissioners has carried out his supervisory duties
through convening meeting, both internal and joint meetings, which
attended by the entire Board of Commissioners. Supervision by
the Board of Commissioners also includes providing advice on
business development and strategy as well as risk mitigation,
through various reports, including the Board of Commissioners’
Supervisory Report. In 2025, the Board of Commissioners prepared
the Board of Commissioners’ Supervisory Report was submitted
at the Annual GMS on June 25, 2025.
In addition, the Board of Commissioners has also provided written
approval for:
1. The draft Company Work Plan and Budget (RKAP).
2. The planned General Meeting of Shareholders for Fiscal Year
2024, which was held on June 25, 2025.
3. Tender Offer Implementation
Membentuk Komite Audit dan komite-komite lainnya guna Hingga akhir tahun 2025, Dewan Komisaris Perseroan telah
mendukung efektifitas pelaksanaan tugas. membentuk Komite Audit.
Establish the Audit Committee and other Committees to By the end of 2025, the Board of Commissioners has established
support the effectiveness of their duties. the Audit Committee.
Melakukan evaluasi terhadap kinerja komite-komite Dewan Komisaris telah melakukan evaluasi atas kinerja Komite
Evaluating the Committee performances Audit dan menyatakan Komite Audit telah menjalankan tugas dan
tanggung jawabnya dengan baik.
The Board of Commissioners has evaluated the Audit Committee
performances and stated, the Audit Committee has conducted its
roles and responsibilities properly.
Melakukan evaluasi terhadap kinerja Direksi Dewan Komisaris telah melakukan evaluasi atas kinerja Direksi
Evaluating the Board of Directors performances dan menyatakan, Direksi Perseroan telah menjalankan tugas dan
tanggung jawabnya dengan baik.
The Board of Commissioners has evaluated the Board of Directors
performances and stated, the Board of Directors has conducted
its roles and responsibilities properly.
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Penilaian Kinerja Dewan Komisaris [G-4] Performance Assessment of the Board of
Commissioners [G-4]
Kebijakan Policy
Kebijakan Penilaian Kinerja terhadap Dewan Komisaris Policy concerning performance assessment to the Board
tertuang dalam Pedoman Kerja Dewan Komisaris dan of Commissioners is stipulated in the Board Manual of
Direksi, https://www.pakuwonjati.com/id/pages/72/ Commissioners and Directors, https://www.pakuwonjati.
guidelines-for-board-of-directors-and-board-of- com/id/pages/72/guidelines-for-board-of-directors-
commissioners. Kebijakan tersebut menyatakan Dewan and-board-of-commissioners. This policy stated
Komisaris melakukan pengukuran dan penilaian terhadap that the Board of Commissioners conducts collective
kinerja Dewan Komisaris secara kolegial berdasarkan performance assessments in accordance with POJK
POJK No. 21/POJK.04/2015 dan SEOJK No. 32/SEOJK.04/ No. 21/POJK.04/2015 and SEOJK No. 32/SEOJK.04/2015.
2015.
Pelaksanaan penilaian kinerja oleh Dewan Komisaris Implementation of performance assessment by the
Perseroan akan dilakukan dengan mengacu kepada Company’s Board of Commissioners will be carried out
prosedur berikut ini: by referring to the following proceudres:
1. Dewan Komisaris menetapkan indikator kinerja 1. The Board of Commissioners sets key performance
utama berdasarkan kriteria yang ditetapkan, meliputi indicators based on determined criteria, such as
efektivitas pengawasan dan dukungan terhadap supervisory effectiveness and support for good
penerapan tata kelola perusahaan yang baik corporate governance implementation within
di Perseroan. the Company.
2. Dewan Komisaris melakukan penilaian mandiri 2. The Board of Commissioners conducts self-
atas kinerja: assessment for:
a. setiap anggota Dewan Komisaris; dan a. Each members of the Board of Commussioners;
b. Dewan Komisaris sebagai unit kolegial, and
berdasarkan kriteria yang direkomendasikan oleh b. Board of Commissioners as a collegial unit, based
Komite Nominasi dan Remunerasi. on recommended criteria from the Nomination
and Remuneration Committee.
3. Rapat Umum Pemegang Saham Tahunan 3. The Annual General Meeting of Shareholders
menilai kinerja Dewan Komisaris berdasarkan evaluates the Board of Commissioners performance
Laporan Tahunan. based on the Annual Report.
Kriteria Penilaian Assessment Criteria
Kriteria penilaian kinerja Dewan Komisaris adalah: Criteria of performance assessment for the Board of
Commissioners are as follows:
1. Pelaksanaan tugas dan fungsi masing-masing 1. Execution of each Commissioner’s duties
Komisaris; and functions;
2. Kepatuhan Perseroan terhadap peraturan; 2. Company’s compliance with regulations;
3. Praktik GCG yang dijalankan oleh Dewan Komisaris; 3. GCG practices implemented by the Board
of Commissioners;
4. Tingkat kehadiran masing-masing anggota Dewan 4. Attendance rate for each member of the Board of
Komisaris dalam rapat dan rapat dengan Komite- Commissioner in meeting and meeting with the
komite di bawah Dewan Komisaris; dan Committees under the Board of Commissioners; and
5. Keterlibatan setiap Komisaris dalam tugas-tugas 5. I n v o l v e m e n t o f e a c h C o m m i s s i o n e r i n
khusus. special assignments.
Pihak yang Melakukan Penilaian Assessors
Penilaian Dewan Komisaris dilakukan melalui self- The Board of Commissioners Assessment is conducted
assessment, di mana masing-masing anggota Dewan by self-assessment, where each member of the Board
Komisaris melakukan penilaian sendiri atas kinerja Dewan of Commissioners conducts self-assessment for their
Komisaris. performances.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Hasil Penilaian Assessment Result
Pada tahun 2025, penilaian kinerja Dewan Komisaris In 2025, the performance assessment of the Board
telah dilakukan dan menunjukkan bahwa masing-masing of Commissioners has been carried out and showed
anggota telah menjalankan tugas dan tanggung jawabnya that each member have carried out their duties and
dengan baik dan telah memberikan kontribusi kepada responsibilities properly and have contributed to the
Perseroan melalui pandangan, masukan dan nasihat Company through views, inputs and advice presented in
yang dikemukakan baik dalam rapat maupun melalui meetings as well as through letters and recommendations.
surat-surat dan rekomendasi.
Penilaian Kinerja Komite Penunjang Dewan Performance Assessment for Supporting
Komisaris Committee of the Board of Commissioners
Setiap tahun, Dewan Komisaris melakukan evaluasi The Board of Commissioners annually evaluates the
terhadap kinerja anggota Komite Penunjang Dewan performance of members of the Board of Commissioners’
Komisaris. Penilaian ini dilakukan baik secara individual Supporting Committee. This assessment is carried out
maupun secara kolektif dengan menggunakan metode both individually and collectively utilizing assessment
evaluasi dalam suatu sistem yang ditetapkan dalam procedures in line with the Board of Commissioners’
Keputusan Dewan Komisaris. Hasil evaluasi kinerja Decision. The results of the performance assessment
anggota Komite Penunjang Dewan Komisaris menjadi of members of the Board of Commissioners’ Supporting
bahan penilaian untuk perpanjangan masa kerja anggota Committee become assessment material for the
Komite Penunjang Dewan Komisaris untuk tahun extension of the service duration of members of the
berikutnya. Board of Commissioners’ Supporting Committee for the
following year.
Penilaian di antaranya meliputi kehadiran dalam rapat, The assessment includes attendance at meetings, the
kemampuan bekerja sama dan berkomunikasi secara ability to work together and communicate actively among
aktif sesama anggota Komite, integritas, kemampuan Committee members, integrity, the ability to understand
memahami visi misi dan rencana strategis Perusahaan, the Company’s vision and mission and strategic plan, as
serta kualitas atas saran/rekomendasi yang diberikan well as the quality of the suggestions/recommendations
terkait program kerja masing-masing Komite Penunjang given regarding the work program of each Supporting
Dewan Komisaris. Committee of the Board of Commissioners.
Dalam melaksanakan tugas dan tanggung jawabnya, In carrying out its duties and responsibilities, the Board
Dewan Komisaris didukung oleh 1 (satu) Komite, yaitu of Commissioners is supported by 1 (one) Committees,
Komite Audit. Komite Audit membantu Dewan Komisaris which are the Audit Committee. The Audit Committee
dalam rangka mendukung efektivitas pelaksanaan assists the Board of Commissioners in order to support
tugas dan fungsi pengawasan atas hal-hal yang terkait the effectiveness of the implementation of duties and
dengan laporan keuangan, termasuk terkait rekomendasi supervisory functions on matters related to financial
pengangkatan, pergantian dan pelaksanaan tugas dan statements, including recommendations for appointment,
tanggung jawab fungsi audit internal dan eksternal serta replacement and implementation of duties and
kepatuhan terhadap peraturan perundang-undangan responsibilities of internal and external audit functions as
yang berlaku. well as compliance with prevailing laws and regulations.
Hasil Penilaian Assessment Result
Dewan Komisaris berpendapat bahwa kinerja Komite The Board of Commissioners is of the opinion that both
Audit telah berjalan efektif di tahun 2025. Penilaian Dewan the Audit Committee performed effectively in 2025. The
Komisaris berdasarkan beberapa pertimbangan sebagai Board based its opinion on the following considerations:
berikut:
Komite Audit menyelesaikan rencana kerjanya untuk The Audit Committee completed its work plan for 2025,
tahun 2025, memberikan saran dan rekomendasi provided any additional advice and recommendations
tambahan yang diminta oleh Dewan Komisaris dan requested by the Board and followed up on all the Board’s
menindaklanjuti semua rekomendasi Dewan Komisaris. recommendations. The Board of Commissioners was
Dewan Komisaris merasa puas bahwa Komite Audit telah satisfied that the Audit Committee provided adequate
memberikan keyakinan yang memadai atas efektivitas assurance of the effective Company’s financial reporting,
pelaporan keuangan, manajemen risiko, pengendalian, risk management, controls, and compliance.
dan kepatuhan Perseroan.
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Direksi
Directors
Direksi merupakan organ utama Perseroan yang The Board of Directors is the Company’s primary organ,
bertanggung jawab penuh atas pengelolaan perusahaan holding full responsibility for managing the Company
serta memastikan penerapan tata kelola yang baik di and ensuring the implementation of good corporate
seluruh lini bisnis. Dalam menjalankan tugasnya, Direksi governance across all business operations. In performing
tidak hanya memastikan kepatuhan terhadap regulasi their duties, the Board of Directors not only ensures
dan prinsip tata kelola yang berlaku, tetapi juga menjalin compliance with relevant governance regulations and
hubungan sinergis dengan Dewan Komisaris guna principles, but also fosters synergistic relationships
memastikan efektivitas pengawasan yang transparan dan with the Board of Commissioners to ensure transparent
akuntabel. Selain itu, Direksi berperan dalam merumuskan and accountable oversight. Additionally, the Board of
strategi bisnis serta mengelola dampak ekonomi, Directors plays a pivotal role in formulating business
lingkungan, dan sosial, dengan menyeimbangkan strategies and managing the economic, environmental,
ketiga aspek tersebut demi keberlanjutan operasional and social impacts of the Company, balancing these
Perseroan. three aspects to ensure sustainability of the Company’s
operations.
Dasar Hukum Legal Basis
1. Undang-Undang No. 40 Tahun 2007 tentang 1. Law No. 40 of 2007 concerning Limited Liability
Perseroan Terbatas sebagaimana telah diubah Companies as last amended by Law No. 6 of 2023.
terakhir dengan UU No. 6 Tahun 2023.
2. Anggaran Dasar Perseroan. 2. Articles of Association of the Company.
3. POJK No. 33/POJK.04/2014 tentang Direksi dan 3. POJK No. 33/POJK.04/2014 concerning Directors
Dewan Komisaris Emiten Atau Perusahaan Publik. and Board of Commissioners of Issuers or
Public Companies.
Pedoman Kerja Direksi Board Manual of Directors
Direksi Perseroan telah memiliki Piagam Direksi (Board The Company’s Board of Directors has established
Manual) yang ditetapkan tanggal 16 Desember 2022 dan a Board of Directors Charter (Board Manual), dated
masih berlaku hingga saat ini. Piagam ini menjadi acuan December 16, 2022 and remains valid to date. This
dalam melaksanakan tugas dan tanggung jawabnya Charter serves as a guideline for carrying out its duties
mengelola kegiatan usaha Perseroan agar kinerja Direksi and responsibilities in managing the Company’s business
dapat terkoordinasi dengan baik. activities, allowing the Board of Directors’ performance
to be properly coordinated.
Untuk mengetahui lebih lengkap mengenai piagam Direksi, For more detailed information regarding the Board of
dapat dilihat pada situs web Perseroan di link berikut: Directors Charter, please refer to the Company’s website
https://www.pakuwonjati.com/id/pages/72/guidelines- at the following link: https://www.pakuwonjati.com/id/
for-board-of-directors-and-board-of-commissioners. pages/72/guidelines-for-board-of-directors-and-board-
of-commissioners.
Tugas dan Tanggung Jawab Direksi Board of Directors’ Roles and Responsibilities
Berdasarkan Piagam Direksi yang dapat dilihat pada Based on Board of Directors Charter which can be seen
https://www.pakuwonjati.com/id/pages/72/guidelines- at https://www.pakuwonjati.com/id/pages/72/guidelines-
for-board-of-directors-and-board-of-commissioners, for-board-of-directors-and-board-of-commissioners,
tugas dan tanggung jawab Direksi adalah sebagai berikut: the Board of Directors’ roles and responsibilities are as
follows:
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Tugas Direksi Board of Directors’ Roles
1. Mematuhi anggaran dasar dan peraturan perundang- 1. Comply with the articles of association and applicable
undangan yang berlaku serta wajib melaksanakan laws and regulations and implement the principles
prinsip-prinsip GCG. of GCG.
2. Menjalankan kepengurusan Perseroan sesuai dengan 2. Manage the Company in accordance with the articles
anggaran dasar dan peraturan perundang-undangan of association and applicable laws and regulations,
yang berlaku, termasuk anak perusahaan Perseroan. including its subsidiaries.
3. Menyelenggarakan RUPS Tahunan dan RUPS lainnya. 3. Organize the Annual GMS and other GMS as required.
4. Membuat daftar Pemegang Saham, Daftar Khusus, 4. Prepare the Shareholder Register, Special Register,
Risalah RUPS dan Risalah Rapat. Minutes of GMS, and Meeting Minutes.
5. Menyelenggarakan Rapat Direksi. 5. Conduct Board of Directors’ Meetings.
6. Apabila diperlukan dapat membentuk komite-komite 6. If needed, establish committees to support the
guna mendukung efektifitas pelaksanaan tugas dan effective execution of their duties and responsibilities
tanggungjawabnya dan mengevaluasi kinerja komite- and evaluate the performance of those committees
komite tersebut pada setiap akhir tahun buku. at the end of each fiscal year.
7. Direksi wajib melaksanakan tugasnya untuk 7. Carry out their duties to manage the Company
mengurus/mengelola Perseroan dengan itikad baik, in good faith, with full responsibility, and without
penuh tanggung jawab, dan tidak memiliki benturan conflicts of interest.
kepentingan
Tanggung Jawab Direksi Board of Directors’ Responsibilities
1. Setiap anggota Direksi bertanggung jawab secara 1. Each member of the Board of Directors is jointly and
tanggung renteng atas kerugian Perseroan yang severally liable for losses suffered by the Company
disebabkan oleh kesalahan atau kelalaian anggota due to errors or negligence in performing their duties.
Direksi dalam menjalankan tugasnya.
2. Anggota Direksi tidak dapat dipertanggungjawabkan 2. A member of the Board of Directors is not liable for
atas kerugian Perseroan apabila dapat membuktikan : such losses if they can prove:
a. Kerugian tersebut bukan karena kesalahan a. The loss was not due to their error or negligence;
atau kelalaiannya;
b. Telah melakukan pengurusan dengan itikad baik, b. They managed the Company in good faith,
penuh tanggung jawab, dan kehati-hatian untuk responsibly, and carefully in the interests and in
kepentingan dan sesuai dengan maksud dan accordance with the pruposes of the Company;
tujuan Perseroan;
c. Tidak mempunyai benturan kepentingan baik c. They had no conflict of interest, directly or
langsung maupun tidak langsung atas tindakan indirectly, in the management actions that led
pengawasan yang mengakibatkan kerugian; dan to the loss; and
d. Telah mengambil tindakan untuk mencegah d. They took action to prevent the loss or
timbul atau berlanjutnya kerugian tersebut. its continuation.
Wewenang Direksi Board of Directors’ Authorities
1. Direksi berwenang menjalankan pengurusan 1. The Board of Directors has the authority to manage
sebagaimana dimaksud dalam Pasal 12 POJK No. the Company as stipulated in Article 12 of POJK No.
33 sesuai dengan kebijakan yang dipandang tepat, 33, in line with policies deemed appropriate and
sesuai dengan maksud dan tujuan yang ditetapkan aligned with the purposes and objectives set out in
dalam anggaran dasar. the articles of association.
2. Direksi berwenang mewakili Perseroan di dalam dan 2. The Board of Directors has the authority to represent
di luar pengadilan. the Company both in and out of court.
Pembagian Tugas Direksi Segregation of Board of Directors Duties
Kebijakan mengenai pembagian tugas dan tanggung The policy regarding the allocation of duties and
jawab masing-masing anggota Direksi dapat dilihat pada responsibilities for each member of the Board of Directors
kontrak kerja dari masing-masing Direktur, di mana selain can be found in the employment contract of each Director,
bertanggung jawab secara kolektif, tiap-tiap anggota whereby, in addition to being collectively responsible,
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Direksi memiliki tugas dan tanggung jawab sebagai each member of the Board of Directors has the following
berikut: individual duties and responsibilities:
Nama
Jabatan Tugas dan Tanggung Jawab
Name
Position Duties and Responsibilities
A. Stefanus Ridwan Suhendra Presiden Direktur 1. Bertanggung jawab untuk mewakili Perseroan baik di
President Director dalam atau di luar pengadilan bersama seorang anggota
Direksi lainnya;
2. Melakukan koordinasi dengan seluruh anggota Direksi
lainnya; dan
3. Bertanggung jawab atas perizinan-perizinan dan dalam
bidang hukum.
1. Act as the Company’s representation inside or outside the
court with another Board of Directors member;
2. Coordinate with all Board of Directors members; and
3. Responsible for permits and legal issues.
Drs. Minarto Direktur Keuangan Bertanggung jawab atas keuangan dan financial Perseroan
Director of Finance baik untuk proyek komersial maupun proyek residensial;
Responsible for the Company’s finance both for commercial
and residential projects;
Wong Boon Siew Ivy Direktur Pengembangan Usaha Melakukan pengembangan usaha Perseroan baik di Jakarta,
Director of Business Development Surabaya dan daerah lainnya.
Ensuring the Company’s business development in Jakarta,
Surabaya, and other area.
Direktur Hubungan Investor Menjalin hubungan dengan para investor baik yang telah
Director of Investor Relation ada maupun pihak ketiga yang mempunyai potensi untuk
menjadi investor.
Build relationships with the investors, both existing investors
and third parties who have the potentials to become investors
Dra. Lauw, Syane Wahyuni Direktur Umum 1. Menjalin hubungan dengan relasi Perseroan;
Loekito Director of General Affair 2. Bertanggung jawab atas perijinan-perijinan dan dalam
bidang hukum (untuk wilayah Surabaya); dan
3. Bertanggung jawab terhadap sumber daya manusia
karyawan Perseroan dan pengembangannya
1. Build relationship with all Company’s partners;
2. Responsible for any permit and legal matter (for Surabaya
area); and
3. Responsible for the Company’s employees and employee
development.
Sutandi Purnomosidi Direktur Komersial -Surabaya Bertanggung jawab terhadap operasional unit bisnis pusat
Director of Commercial - Surabaya perbelanjaan yang berada di area Surabaya.
Responsible for the shopping center’s operational business
units in Surabaya.
Lusiana Direktur Komersial - Jakarta Bertanggung jawab terhadap operasional unit bisnis pusat
Director of Commercial -Jakarta perbelanjaan yang berada di area Jakarta.
Responsible for the shopping center’s operational business
units in Jakarta.
Keanggotaan Direksi Membership of the Board of Directors
Di tahun 2025, anggota Direksi Perseroan berjumlah enam In 2025, the Company’s Board of Directors consisted of
orang anggota, yang terdiri dari seorang Presiden Direktur six members, comprising one President Director and five
dan lima orang Direktur. Jumlah ini telah memenuhi Directors. This composition is in line with the provisions
ketentuan POJK No. 33. of POJK No. 33.
Persyaratan Keanggotaan Membership Requirements
Dalam menentukan anggota Direksi, Perseroan memiliki In appointing members of the Board of Directors, the
persyaratan seperti yang tertuang dalam Piagam Direksi, Company has specific requirements that stipulated in
https://www.pakuwonjati.com/id/pages/72/guidelines- the Board Manual of Directors, https://www.pakuwonjati.
for-board-of-directors-and-board-of-commissioners. com/id/pages/72/guidelines-for-board-of-directors-and-
board-of-commissioners.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Masa Jabatan Term of Office
Anggota Direksi diangkat oleh RUPS untuk jangka waktu 3 Members of the Board of Directors are appointed by the
(tiga) tahun sejak tanggal RUPS yang mengangkat mereka GMS for a period of 3 (three) years from the date of the
dan berakhir pada saat ditutupnya RUPS tahunan ketiga GMS that appointed them and until the closing of the
yang diselenggarakan setelah pengangkatan tersebut 3rd (third) AGMS as held after the appointment and may
dan dapat diangkat kembali, tanpa mengurangi hak dari be re-appointed, without prejudice to the right of the
RUPS untuk memberhentikannya setiap waktu dengan GMS to dismiss it at any time by taking into account the
memperhatikan ketentuan peraturan dan perundang- provisions applicable rules and regulations. If members
undangan yang berlaku. Dalam hal Direksi untuk mengisi of the Board of Directors is appointed to replace a vacant
posisi yang kosong (karena pemberhentian atau hal position (either by termination or otherwise), then he/she
lainnya), maka ia akan menjalani sisa masa jabatan dari shall serve the remaining term of the vacant position,
posisi kosong kecuali RUPS menentukan lain. unless GMS determine otherwise.
Komposisi Direksi Composition of The Board of Directors
Adapun komposisi anggota Direksi Perseroan per 31 The composition of the Company’s Board of Directors
Desember 2025, sebagai berikut: as of December 31, 2025, is as follows:
Nama Jabatan Dasar Pengangkatan Masa Jabatan Periode ke
Name Position Basis of Appointment Term of Office Period to
A. Stefanus Ridwan Suhendra Presiden Direktur Keputusan RUPS Tahunan 2025 - 2028 4
President Director tanggal 25 Juni 2025
Annual GMS Resolution on
June 25, 2025
Drs. Minarto Direktur Keputusan RUPS Tahunan 2025 - 2028 9
Director tanggal 25 Juni 2025
Annual GMS Resolution on
June 25, 2025
Wong Boon Siew Ivy Direktur Keputusan RUPS Tahunan 2025 - 2028 6
Director tanggal 25 Juni 2025
Annual GMS Resolution on
June 25, 2025
Sutandi Purnomosidi Direktur Keputusan RUPS Tahunan 2025 - 2028 5
Director tanggal 25 Juni 2025
Annual GMS Resolution on
June 25, 2025
Dra. Lauw, Syane Wahyuni Direktur Keputusan RUPS Tahunan 2025 - 2028 4
Loekito Director tanggal 25 Juni 2025
Annual GMS Resolution on
June 25, 2025
Lusiana Direktur Keputusan RUPS Tahunan 2025 - 2028 1
Director tanggal 25 Juni 2025
Annual GMS Resolution on
June 25, 2025
Rapat Direksi Board of Directors Meeting
Kebijakan Rapat Direksi Board of Directors Meeting Policy
Kebijakan rapat Direksi dapat dilihat di Pedoman Kerja The Board of Directors meeting policy can be seen on
Direksi, https://www.pakuwonjati.com/id/pages/72/ the Board Manual of Directors, https://www.pakuwonjati.
guidelines-for-board-of-directors-and-board-of- com/id/pages/72/guidelines-for-board-of-directors-
commissioners, di mana Direksi wajib mengadakan rapat and-board-of-commissioners, where is the Board of
internal paling kurang 1 (satu) kali dalam setiap bulan, Directors is required to convene internal meetings on a
rapat gabungan bersama Dewan Komisaris secara berkala regular basis at least 1 (one) time in every months, and
paling kurang 1 (satu) kali dalam 4 (empat) bulan. the regular joint meeting with Board of Commissioner
at least 1 (one) time every 4 months.
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Frekuensi rapat dan tingkat kehadiran Direksi dalam rapat The frequency of meetings and the attendance rate of
the Board of Directors at Board of Directors meetings,
internal, rapat Direksi bersama Dewan Komisaris dan
joint meetings with the Board of Commissioners, and
tingkat kehadiran anggota Direksi dalam rapat tersebut
participation in the GMS are as follows:
termasuk kehadiran dalam RUPS, adalah sebagai berikut:
Rapat Internal Direksi
Board of Directors Internal Meeting
Jabatan
Nama
Position
Name Jumlah Rapat
Jumlah Kehadiran Tingkat Kehadiran
Number of
Total Attendance Attendance Rate
meetings
A. Stefanus Ridwan Suhendra Presiden Direktur 14 14 100%
President Director
Sutandi Purnomosidi Direktur 14 14 100%
Director
Wong Boon Siew Ivy Direktur 14 14 100%
Director
Drs. Minarto Direktur 14 14 100%
Director
Dra. Lauw, Syane Wahyuni Loekito Direktur 14 14 100%
Director
Lusiana** Direktur 7 7 100%
Director
*) Perseroan tidak menyelenggarakan RUPSLB pada tahun 2025
**) Lusiana efektif menjabat sebagai Direktur Perseroan per 25 Juni 2025
*) The Company did not hold the Extraordinary GMS in 2025
**) Lusiana officially served as Director of the Company on June 25, 2025.
Agenda Rapat Direksi Board of Director’s Meeting Agenda
Tanggal Rapat Agenda Rapat
Date of Meeting Meeting Agenda
23 Januari 2025 1. Corporate Social Responsibility (CSR)
January 23, 2025 2. Digitalization Project
3. Performance Management
26 Februari 2025 1. Performance Management 2024 and 2025
February 26, 2025 2. Pembaharuan Struktur Organisasi Jakarta
1. Performance Management 2024 and 2025
2. Update of the Jakarta Organizational Structure
17 Maret 2025 1. Project Focus
March 17, 2025 2. Implementasi Corporate Social Responsibility (CSR)
1. Project Focus
2. Corporate Social Responsibility (CSR) Implementation
15 April 2025 1. Pembahasan mengenai rencana Tender Offer
April 15, 2025 2. Agenda RUPS Tahunan 2025
1. Discussion on the Tender Offer Plan
2. 2025 Annual General Meeting of Shareholders (AGMS) Agenda
22 Mei 2025 1. Laporan atas hasil pelaksanaan Tender Offer
May 22, 2025 2. Persiapan pelaksanaan RUPS Tahunan 2025
1. Report on Tender Offer Results
2. Preparation for the 2025 Annual General Meeting of Shareholders (AGMS)
4 Juni 2025 1. Pembaharuan Struktur Organisasi Jakarta & Surabaya
June 4, 2025 2. Corporate Culture Training
3. Project Management Seminar
4. P3SRS Tunjungan Plaza Preparation
1. Update of the Jakarta and Surabaya Organizational Structure
2. Corporate Culture Training
3. Project Management Seminar
4. P3SRS Tunjungan Plaza Preparation
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Rapat Direksi
dengan Dewan Komisaris RUPS
Board of Directors Meeting GMS
with the Board of Commissioners
Jumlah Kehadiran Kehadiran Jumlah
Jumlah Rapat Tingkat Tingkat
Kehadiran RUPST RUPSLB* Kehadiran
Number of Kehadiran Kehadiran
Total Attendance in Attendance in Total
meetings Attendance Rate Attendance Rate
Attendance AGMS EGMS Attendance
6 6 100% 1 - 1 100%
6 6 100% 1 - 1 100%
6 6 100% 1 - 1 100%
6 6 100% 1 - 1 100%
6 6 100% 1 - 1 100%
2 2 100% 0 - 0 0%
Tanggal Rapat Agenda Rapat
Date of Meeting Meeting Agenda
25 Juni 2025 RUPS Tahunan 2025
June 25, 2025 The 2025 Annual GMS
18 Juli 2025 1. Struktur Organisasi Jakarta dan Surabaya
July 18, 2025 2. Standarisasi dokumen atau format
3. Rencana Groundbreaking Pakuwon Mall Semarang
1. Jakarta and Surabaya Organizational Structure
2. Document or Format Standardization
3. Groundbreaking Plan of Pakuwon Mall Semarang
11 Agustus 2025 1. Jakarta's Overview
August 11, 2025 2. Laporan Semester Mal Jakarta
3. Surabaya's Overview
4. Laporan Semester Mal Surabaya and Jogja
1. Jakarta’s Overview
2. Semester Report of Jakarta Mall
3. Surabaya’s Overview
4. Semester Report of Surabaya and Jogja Mall
22 September 2025 Budget Assumptions 2026
September 22, 2025
1 Oktober 2025 Laporan periode Januari - Agustus 2025
October 1, 2025 1. Pakuwon Residences Bekasi
2. Kota Kasablanka High Rise
3. Office Jakarta
4. Surabaya Landed and High Rise
5. Jakarta & Surabaya Residential Financial Recap
Periodic Report of January – August 2025:
1. Pakuwon Residences Bekasi
2. Kota Kasablanka High Rise
3. Office Jakarta
4. Surabaya Landed and High Rise
5. Jakarta & Surabaya Residential Financial Recap
24 November 2025 Service Charge dan Promo Levy
November 24, 2025 Service Charge and Promo Levy
PT Pakuwon Jati Tbk | Annual Report 2025 183
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Tanggal Rapat Agenda Rapat
Date of Meeting Meeting Agenda
17 Desember 2025 Mall Budget & Business Plan 2026
December 17, 2025 Mall Budget & Business Plan 2026
18 Desember 2025 Residential & Highrise Budget & Business Plan 2026
December 18, 2025 Residential & Highrise Budget & Business Plan 2026
Pelatihan Direksi Board of Directors Training
Kebijakan Policy
Kebijakan pelatihan Direksi dapat dilihat di Pedoman Policy for Board of Directors training can be seen at the
Kerja Direksi, https://www.pakuwonjati.com/id/pages/72/ Board Manual of Directors, https://www.pakuwonjati.
guidelines-for-board-of-directors-and-board-of- com/id/pages/72/guidelines-for-board-of-directors-
commissioners, dimana Perseroan mendorong Direksi and-board-of-commissioners, where the Company
untuk mengikuti program pendidikan profesi yang encourages members of the Board of Directors to
berkelanjutan atau berkesinambungan. Program participate in ongoing professional education. These
pengembangan ini bertujuan untuk memberikan informasi programs aim to provide updated information on the
terkini mengenai bisnis perusahaan dan kebijakannya Company’s business and policies and share knowledge
serta berbagi pengetahuan sesuai kapabilitasnya yang according to their capabilities to support their duties.
dapat menunjang pelaksanaan tugasnya.
Pelaksanaan Implementation
Perseroan mengadakan pelatihan bagi Direksi, The Company conducted training programs for the
termasuk program orientasi/pengenalan Perseroan bagi Board of Directors, including an orientation/induction
anggota Direksi baru yang dilakukan guna memberikan program for new members. This program is designed to
pemahaman mengenai tugas dan tanggung jawab sebagai provide a comprehensive understanding of their roles
anggota Direksi agar dijalankan dengan sebaik-baiknya. and responsibilities to ensure effective execution of their
Program pengenalan diberikan dalam bentuk presentasi, duties. The orientation is delivered through presentations,
pertemuan, kunjungan ke fasilitas Perseroan atau program meetings, site visits to the Company’s facilities, and other
lainnya. Di tahun 2025, Perseroan tidak melaksanakan relevant programs. In 2025, the Company did not conduct
program pengenalan kepada Direksi baru, dikarenakan an induction program for new members of the Board of
Lusiana telah bekerja dengan Perseroan sejak tahun Directors, because Mrs. Lusiana have been working with
2012. Berikut pelatihan Direksi di tahun 2025: the Company since 2012. The following training programs
for the Board of Directors were conducted in 2025:
Nama dan Jabatan Materi Pendidikan/Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Training/Education Material Place/Date Organizer
Alexander Stefanus Anggota P3RSI teriak Tarif Air Bersih Rumah Bidakara Jakarta, 06 P 3 R S I (Persatuan
Ridwan Suhendra Susun Disamakan Dengan Gedung Bertingkat Februari 2025 Perhimpunan Penghuni Rumah
(Presiden Direktur Komersial. Bidakara Jakarta, February Susun Indonesia)
President Director) 06, 2025
Members of P3RSI Protest: Clean Water Tariffs P3RSI (Association of
for Flats Equated to Commercial High-Rise Indonesian Apartment Owners
Buildings. and Residents)
MUNAS PHRI XVIII Tahun 2025 "Menyatukan Bogor, 10 - 11 Februari Badan Pimpinan Pusat
Tekad Dan Daya Menjadikan Pariwisata 2025 Perhimpunan Hotel dan
Sebagai Prioritas Pembangunan Nasional. Bogor, February 10 – 11, Restoran Indonesia (BPP
2025 PHRI)
The 18th PHRI National Congress (MUNAS
PHRI XVIII) 2025 Central Executive Board of
“Uniting Determination and Strength to Make the Indonesian Hotel and
Tourism a National Development Priority” Restaurant Association (BPP
PHRI)
Seminar “Navigating Through 2025: New Retail Hotel Tentrem Jakarta, 20 Asosiasi Pengelola Pusat
Landscape” & MUNAS APPBI Februari 2025 Belanja Indonesia (APPBI)
Tentrem Hotel, Jakarta,
February 20, 2025 APPBI (Indonesian Shopping
Center Association)
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Nama dan Jabatan Materi Pendidikan/Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Training/Education Material Place/Date Organizer
CASC 2025 (Council of Asian Shopping Center) Fairmont Jakarta, 24-26 APPBI (Asosiasi Pengelola
Conference : “Creating Engaging Experience: September 2025 Pusat Belanja Indonesia)
Attracting and Retaining Shoppers” Fairmont Jakarta,
September 24 – 26, 2025 APPBI (Indonesian Shopping
Center Association)
Menggerakkan UMKM lewat Dana Transfer The Ritz-Carlton Jakarta, Investortrust.id
ke Daerah. 23 Oktober 2025
The Ritz-Carlton Jakarta,
Empowering MSMEs through Regional Transfer October 23, 2025
Funds.
Economic Outlook : Tahun 2026, Tahun The Ritz-Carlton Jakarta, Investortrust.id
Ekspansi. 05 November 2025
The Ritz-Carlton Jakarta,
Economic Outlook: 2026, a Year of Expansion November 05, 2025
Seminar “Menyambut Rojali 2.0 - Grand Hyatt Jakarta, 25 APPBI DKI Jakarta
Rombongan Jadi Beli” Strategi Pusat November 2025
Belanja dan Pemprov DKI menjawab Grand Hyatt Jakarta,
era digital & Sosial Retail JagaJakarta November 25, 2025
#RetailBangkit# SinergiDKI# DigitalLifestyle
# 101mallappbidki’ Musyawarah Daerah APPBI
DKI Jakarta 2025.
Seminar “Welcoming Rojali 2.0 – Rombongan
Jadi Beli’” Strategies of Shopping Centers
and the DKI Jakarta Provincial Government
in Responding the Digital & Social Retail Era
#JagaJakarta #RetailBangkit #SinergiDKI
#DigitalLifestyle #101mallappbidki 2025 DKI
Jakarta APPBI Regional Conference.
RAKERNAS 2025 (Rapat Kerja Nasional): Jakarta, 03 - 04 Desember DPP REI (Dewan Pengurus
“Mengatasi Hambatan dan Tantangan 2025 Pusat Real Estat Indonesia
Penyerapan Perumahan dalam Rangka Jakarta, December 03 –
Menyukseskan Program 3 juta Rumah”. 04, 2025 DPP REI (Central Executive
Board of the Indonesian Real
RAKERNAS 2025 (National Working Meeting): Estate Association)
“Overcoming Barriers and Challenges in
Housing Absorption to Support the Success
of the 3 Million Homes Program”.
Woong Boon Siew Mandiri Investment Forum 2025 Corporate Day Fairmont Jakarta, 13 Mandiri Sekuritas
Ivy (Direktur Februari 2025
Director) Fairmont Jakarta, February
13, 2025
Meet & Greet Pakuwon Jati CGSI Jakarta, 27 Februari 2025 CGSI
Jakarta, February 27, 2025
One ASEAN Summit 2025 C o n v e n t i o n C e n t r e UBS
Singapore, 04 Maret 2025
Convention Centre
S i n g a p o r e , M a r c h 0 4,
2025
21st Citic CLSA Asean Forum Grand Hyatt Bangkok, 11 CLSA
Maret 2025
Grand Hyatt Bangkok,
March 11, 2025
Citi 2025 Macro & Pan-Asia Investor Ritz Carlton Singapore, 29 Citi
Conference Mei 2025
Ritz Carlton Singapore,
May 29, 2025
Closed - Door Meeting Stockbit with Surabaya, 22 Agustus Stockbit
PT Pakuwon Jati Tbk (PWON) 2025
Surabaya, August 22,
2025
Deutsche Bank Credit Connect 2025 Grand Hyatt Jakarta, 26 Deutsche Bank
Agustus 2025
Grand Hyatt Jakarta,
August 26, 2025
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Nama dan Jabatan Materi Pendidikan/Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Training/Education Material Place/Date Organizer
Pangolin Asia Fund 2025 Westin Surabaya, 08 Pangolin
September 2025
Westin Surabaya,
September 08, 2025
CITIC CLSA Investors’ Forum Grand Hyat Hongkong, CITIC CLSA
9-12 September 2025
Grand Hyat Hongkong,
September 9-12, 2025
Lusiana (Direktur Jakarta Investment Festival (JIF) 2025 Jakarta, 24 Juli 2025 Provinsi DKI Jakarta & Dinas
Director) Networking Night Jakarta, July 24, 2025 Penanaman Modal dan
Pelayanan Terpadu Satu Pintu
(DPMPTSP)
DKI Jakarta Provincial
Government & One-Stop
Integrated Investment and
Services Agency (DPMPTSP)
Optimalisasi Peran REI DKI Jakarta dalam Jakarta, 7 Agustus 2025 DPD REI DKI Jakarta
Mewujudkan Pengadaan Hunian Layak di Jakarta, August 7, 2025
Perkotaan
Optimizing the Role of REI DKI Jakarta in
Realizing Adequate Housing Provision in Urban
Areas
Sosialisasi Kredit Program Perumahan Balai Agung DKI Jakarta, DPD REI DKI Jakarta &
17 September 2025 Kementerian Perumahan dan
Socialization of the Housing Loan Program Balai Agung DKI Jakarta, Kawasan Permukiman (PKP)
September 17, 2025
Council of Asian Shopping Centers (CASC) Fairmont Jakarta, 24-26 Asosiasi Pengelola Pusat
2025 September 2025 Belanja Indonesia
Fairmont Jakarta,
September 24-26, 2025
Drs. M i n a r t o Internal Engagement: Bridging the Generation Zoom Meeting, 16 Januari ICSA
(Direktur Gap 2025
Director) Online through Zoom
Meeting, January 16, 2025
Pengenalan & Pemahaman Atas Penerapan Zoom Meeting, 22 Januari Asosiasi Emiten Indonesia
PMK 131 Tahun 2024 2025 (AEI) dan Direktorat Jenderal
Online through Zoom Pajak (DJP)
Introduction and Understanding of the Meeting, January 22, 2025
Implementation of Minister of Finance Indonesian Issuers
Regulation (PMK) No. 131 of 2024 Association (AEI) and the
Directorate General of Taxes
of the Republic of Indonesia
Climate Risk Management & Scenario Analysis Zoom Meeting, 25 Februari Asosiasi Emiten Indonesia
dalam Perbankan 2025 (AEI) dan BATS Consulting
Online through Zoom
Climate Risk Management & Scenario Analysis Meeting, February 25, Indonesian Public Listed
in Banking 2025 Companies Association (AEI)
and BATS Consukting
Penerapan PMK 136 Tahun 2024 "Tentang Zoom Meeting, 27 Februari Asosiasi Emiten Indonesia
Pengenaan Pajak Minimum Global Berdasarkan 2025 (AEI) dan Direktorat Jenderal
Kesepakatan Internasional" Online through Zoom Pajak RI
Meeting, Februar y 27,
Implementation of Minister of Finance 2025 Indonesian Public Listed
Regulation (PMK) No. 136 of 2024 on the Companies Association (AEI)
Imposition of Global Minimum Tax Based on and the Directorate General
International Agreement of Taxes of the Republic of
Indonesia
Anti Bribery Management System Zoom Meeting, 3 Juni Premysis
2025
Online through Zoom
Meeting, June 3, 2025
186 PT Pakuwon Jati Tbk | Laporan Tahunan 2025
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Nama dan Jabatan Materi Pendidikan/Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Training/Education Material Place/Date Organizer
Penerapan PMK 118 Tahun 2024 Tentang Tata Zoom Meeting, 11 Juni ICSA
Cara Pembetulan, Keberatan, Pengurangan, 2025
Penghapusan, dan Pembatalan di Bidang Online through Zoom
Perpajakan Meeting, June 11, 2025
Implementation of Minister of Finance
Regulation (PMK) No. 118 of 2024 on Procedures
for Corrections, Objections, Reductions,
Eliminations, and Cancellations in the Taxation
sector
Sutandi Purnomosidi "Navigating Through 2025 New Retail Hotel Tentrem Jakarta, 20 APPBI (Asosiasi Pengelola
(Direktur Landscape" Seminar & Musyawarah Nasional Februari 2025 Pusat Belanja Indonesia)
Director) (Munas) APPBI 2025 Tentrem Hotel, February APPBI (Indonesian Shopping
Navigating Through 2025 New Retail 20, 2025 Center Association)
Landscape Seminar & APPBI 2025 National
Meeting
Sosialisasi & Pra Audit Standar Minimum Tunjungan Plaza lantai 7, BNPT (Badan Nasional
Pengamanan sesuai Peraturan BNPT Nomor 3 16 Juni 2025 Penanggulangan Terorisme)
Tahun 2020 pada Pusat Belanja Pakuwon Group Tunjungan Plaza 7th Floor, B N P T ( N a t i o n a l
Surabaya June 16, 2025 Counterterrorism Agency)
Socialization and Pre-Audit of Minimum
Security Standards in accordance with BNPT
Regulation No. 3 of 2020 at Pakuwon Group
Shopping Centers Surabaya
Resiliensi & Adaptif di Tengah Kebijakan Baru Zoom Meeting, 19 Juli Association of Hospitality
Industri Pariwisata 2025 Leader Indonesia
Resilience and Adaptation Amid New Policies Zoom Meeting, July 19,
in the Tourism Industry 2025
CASC 2025 (Council of Asian Shopping Center) Fairmont Jakarta, 24-26 APPBI (Asosiasi Pengelola
Conference : 'Creating Engaging Experience: September 2025 Pusat Belanja Indonesia)
Attracting and Retaining Shoppers' Fairmont Jakarta, APPBI (Indonesian Shopping
September 24-26, 2025 Center Association)
Next-Generation Intelligent Robotics Embodied Z o o m M e e t i n g , 1 9 Badan Riset dan Inovasi
Intelligence, Adaptive Mobility System and Digital November 2025 Nasional
Twin Innovation Zoom Meeting, November National Research and
19, 2025 Innovation Agency
Dra. Lauw Syane Corporate Culture Specialist Workshop for Zoom Meeting, 22 Januari Tim Jakarta Consulting Group
Wahyuni Loekito Corporate Culture Implementation 2025 Jakarta Consulting Group
(Direktur Zoom Meeting, January Team
Director) 22, 2025
Proses Penerbitan Persetujuan Lingkungan Four Points Tunjungan Dr. Ir. Ika Bagus Priyambada,
Environmental Approval Issuance Process Plaza Hotel, 27 September S.T., M.Eng - PT Tumbuh Jaya
2025 Semarang
Four Points Tunjungan
Plaza Hotel, September
27, 2025
Masterclass Innovation for Sustainable Zoom Meeting, 24 Oktober Intihub
Business Growth 2025
Zoom Meeting, October
24, 2025
Modernisasi Layanan Informasi Pertanahan Zoom Meeting, 30 Oktober BPSDM ATR BPN
Land Information Service Modernization 2025
Zoom Meeting, October
30, 2025
Webinar P2K3 Permenaker No 13 Tahun 2025 Z o o m M e e t i n g , 2 7 PT Ajisaka Nusa Ilmu
P2K3 Webinar – Minister of Manpower Desember 2025
Regulation No.13 of 2025 Zoom Meeting, December
27, 2025
PT Pakuwon Jati Tbk | Annual Report 2025 187
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Kinerja Direksi Performance of The Board of Directors
Di tahun 2025, Direksi Perseroan telah melaksanakan In 2025, the Company’s Board of Directors has
tugas dan tanggung jawabnya sesuai dengan Pedoman implemented his roles and responsibilities, according
Kerja Direksi, di antaranya adalah sebagai berikut: to the Board Manual of Directors including:
Uraian Tugas Realisasi Tahun 2025
Description of Duties 2025 Realization
Menjalankan kepengurusan Perseroan sesuai dengan anggaran Direksi telah melakukan tugas pengelolaan Perusahaan dengan
dasar dan peraturan perundang-undangan yang berlaku, mematuhi anggaran dasar serta peraturan dan perundang-
termasuk anak perusahaan Perseroan. undangan yang berlaku. Hal ini dapat dilihat dari Laporan
Tahunan dan Laporan Keuangan Perseroan.
Manage the Company in accordance with the articles of
association and applicable laws and regulations, including its Di tahun 2025, Direksi telah mengeluarkan 5 (lima) Keputusan
subsidiaries. Direksi terkait dengan Keputusan strategis di bidang
keuangan, pengembangan, operasional, sumber daya manusia,
keberlanjutan, pemasaran dan CSR. Selain itu, Direksi juga telah
melakukan beberapa tindakan yang memerlukan persetujuan
tertulis dari Dewan Komisaris, diantaranya:
1. Rancangan Rencana Kerja dan Anggaran Perusahaan (RKAP)
tahun 2025.
2. Rencana RUPS Tahun Buku 2024 yang dilaksanakan pada
25 Juni 2025.
3. Pelaksanaan Tender Offer.
Board of Directors has managed the Company by complying with
the articles of association and applicable laws and regulations.
It can be seen in the Company’s Annual Report and Financial
Statement.
In 2025, Board of Directors has issued 5 (five) Director’s
Decree regarding to strategic decision in finance, development,
operations, human resources, sustainability, marketing and
CSR. In addition, the Board of Directors has also undertaken
sevral actions that required written approval from the Board of
Commissioners, including:
1. The draft Company Work Plan and Budget (RKAP) for the
year 2025.
2. The planned General Meeting of Shareholders for Fiscal Year
2024, which was held on June 25, 2025.
3. Implementation of Tender Offer
Menyelenggarakan RUPS Tahunan dan RUPS lainnya. Hingga akhir tahun 2025, Direksi telah menyelenggarakan satu
Organize the Annual GMS and other GMS. kali RUPS yaitu RUPS Tahunan yang diselenggarakan pada 25
Juni 2025.
By the end of 2025, Borad of Directors held one GMS namely
Annual GMS on June 25, 2025.
Membuat daftar Pemegang Saham, Daftar Khusus, Risalah Direksi telah melaksanakan tugas ini dan informasi mengenai
RUPS dan Risalah Rapat. pemegang saham, risalah RUPS dan risalah rapat telah
Prepare the Shareholder Register, Special Register, Minutes of dipublikasikan di situs web Perseroan dan dapat diunduh di
GMS and Meeting Minutes. link berikut: https://www.pakuwonjati.com/id/investor-relation.
Board of Directors has conducted this roles and the information
regarding shareholders, Minutes of GMS and Meeting Minutes
has been published at the Company’s website that can be
downloaded at the following link: https://www.pakuwonjati.
com/id/investor-relation.
Menyelenggarakan Rapat Direksi. Direksi telah menyelenggarakan rapat internal Direksi sebanyak
Conduct the Board of Directors’ Meetings 14 kali rapat di sepanjang tahun 2025 dan rapat gabungan
dengan Dewan Komisaris sebanyak 6 kali rapat. Seluruh anggota
Direksi mengikuti rapat tersebut.
Board of Directors has organized 14 internal meetings throughout
2025 and 6 joint meetings with the Board of Commissioners.
The entire Board of Directors attended these meetings.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Penilaian Kinerja Direksi [G-4] Performance Assessment of The Board of
Directors [G-4]
Kebijakan Policy
Kebijakan Penilaian Kinerja terhadap Direksi tertuang Policy concerning performance assessment to the
dalam Pedoman Kerja Dewan Komisaris dan Direksi, Board of Directors is stipulated in the Board Manual of
https://www.pakuwonjati.com/id/pages/72/guidelines- Commissioners and Directors, https://www.pakuwonjati.
for-board-of-directors-and-board-of-commissioners. com/id/pages/72/guidelines-for-board-of-directors-
Kebijakan tersebut menyatakan pengukuran dan penilaian and-board-of-commissioners. This policy stated that
terhadap kinerja Direksi, baik secara kolegial dan individu the assessment and evaluation to Board of Directors
dilakukan oleh Dewan Komisaris sesuai dengan POJK No. performance, either collectively and individually, is
21/POJK.04/2015 dan SEOJK No. 32/SEOJK.04/2015. conducted by the Board of Commissioners, according
to POJK No. 21/POJK.04/2015 and SEOJK No. 32/
SEOJK.04/2015.
Kinerja Direksi dinilai berdasarkan Key Performance The Board of Directors performance is assessed based
Indicator (KPI) korporat yang ditetapkan. KPI Direksi on established corporate Key Performance Indicators
secara kolegial merupakan KPI Presiden Direktur, yang (KPIs). The Board of Directors’ collegial KPI are the
selanjutnya diturunkan kepada masing-masing anggota President Director’s KPIs, which are then derived to
Direksi sesuai dengan tugas, fungsi dan tanggung jawab each member of the Board of Directors in accordance
anggota Direksi tersebut dalam lingkup direktorat yang with the duties, functions and responsibilities within the
dipimpinnya. Dengan demikian, setiap anggota Direksi directorate they lead. Therefore, each Director will align
akan menyelaraskan sasaran/inisiatifnya dari direktorat their goals/initiatives from the directorate they lead and
yang dipimpinnya dan mengukur kinerjanya melalui measure their performance through their individual KPIs
KPI individu masing-masing anggota Direksi untuk to contribute or support the company’s strategic goals.
memberikan kontribusi atau mendukung sasaran-sasaran
strategi perusahaan.
Evaluasi atas pencapaian hasil KPI Direksi akan dilakukan Evaluation of the Board of Directors’ KPI achievement will
oleh Dewan Komisaris berdasarkan kajian data yang be conducted by the Board of Commissioners based on
dibandingkan dengan target yang telah disepakati. a data review compared with agreed-upon targets. The
Capaian KPI Tahunan akan disampaikan kepada Pemegang Annual KPI achievement will be presented to Shareholders
Saham dalam RUPST Perseroan. Selanjutnya Direksi at the Company’s AGMS. Furthermore, the Board of
akan mendapatkan penilaian dari pemegang saham Directors will get an assessment from shareholders based
berdasarkan kajian data yang dibandingkan dengan on a data review compared with the targets agreed upon
target yang telah disepakati pada Kontrak Manajemen. in the Management Contract.
Kriteria Penilaian Assessment Criteria
Pelaksanaan penilaian kinerja Direksi Perseroan dilakukan The performance assessment of the Company’s Board
dengan mengacu kepada kriteria berikut ini: of Directors is carried out by refering to the following
criterias:
1. Memimpin, mengelola, dan mengendalikan Perseroan 1. Leading, managing, and controlling the Company in
sesuai dengan tujuan Perseroan; accordance with the Company’s objectives;
2. Melakukan upaya untuk meningkatkan efisiensi dan 2. Make efforts to improve efficiency and the
efektivitas Perseroan; effectiveness of the Company;
3. Mengendalikan, memelihara dan mengelola 3. Controlling, maintaining and managing the
aset Perseroan; Company’s assets;
4. Menyusun rencana kerja tahunan yang memuat 4. Prepare an annual work plan containing the
anggaran tahunan Perseroan dan wajib diajukan Company’s annual budget and must be submitted
kepada Dewan Komisaris untuk mendapatkan to the Board of Commissioners for approval before
persetujuan sebelum awal tahun buku berikutnya. the beginning of the next financial year.
Pihak yang Melakukan Penilaian Assessors
Penilaian Direksi dilakukan berdasarkan KPI Direksi yang The Board of Directors’ assessment is carried out based
telah ditetapkan Perusahaan, di mana KPI masing-masing on the Board of Directors’ KPIs that have been determined
anggota Direksi dinilai oleh Dewan Komisaris. by the Company, where the KPIs of each member of
the Board of Directors are assessed by the Board of
Commissioners.
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Hasil Penilaian Assessment Result
Pada tahun 2025, telah dilakukan penilaian kinerja Direksi In 2025, a collegial performance assessment of the Board
secara kolegial dan kinerja masing-masing anggota of Directors has been carried out and the performance of
Direksi sesuai dengan ketentuan yang berlaku. each Director in accordance with prevailing regulations.
Hasil Penilaian kinerja Direksi menunjukkan bahwa Result of the Board of Directors’ performance assessment
masing-masing anggota Direksi telah menjalankan shows that all members of the Board of Directors have
tugas dan tanggung jawabnya dengan baik dan telah carried out their duties and responsibilities properly and
memberikan kontribusi kepada Perseroan sesuai dengan have contributed to the Company in accordance with the
rencana kerja dan KPI yang diberikan. work plans and KPIs provided.
Penilaian Kinerja Komite Di Bawah Direksi Performance Assessment for Committees
Under Board of Directors
Pada tahun 2025, Perseroan telah membentuk Komite In 2025, the Company established a Sustainability &
Keberlanjutan & ESG yang berada di bawah Direksi ESG Committee under the Board of Directors as part of
sebagai bagian dari penguatan tata kelola berkelanjutan strengthening sustainable governance and integrating ESG
dan integrasi ESG dalam proses pengambilan keputusan considerations into strategic decision-making processes.
strategis. Meskipun demikian, hingga akhir tahun However, as of the end of the reporting year, the Board of
pelaporan Direksi belum dapat melakukan penilaian Directors has not been able to evaluate the performance
terhadap kinerja Komite Keberlanjutan & ESG karena of the Sustainability & ESG Committee as it was only
komite tersebut baru di bentuk pada 24 Januari 2025. established in January 24, 2025. Therefore, performance
Dengan demikian, informasi penilaian kinerja Komite di assessment information of the Committee under the Board
bawah Direksi tidak dapat disajikan dalam laporan ini. of Directors cannot yet be presented in this report.
Lobby Bella Tower - Pakuwon Residence Bekasi
190 PT Pakuwon Jati Tbk | Laporan Tahunan 2025
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Keterbukaan Informasi Dewan
Komisaris dan Direksi
Information Disclosure of The Board
of Commissioners and Directors
Informasi Kepemilikan Saham Dewan Information on Share Ownership of the
Komisaris dan Direksi Board of Commissioners and Directors
Kebijakan Policy
Kebijakan terkait pengungkapan informasi kepemilikan The Company’s policy on the disclosure of share
saham Dewan Komisaris dan Direksi Perseroan mengacu ownership of the Board of Commissioners and Board
pada POJK No. 11/POJK.04/2017 tentang Laporan of Directors refers to the provisions of Financial Services
Kepemilikan atau Setiap Perubahan Kepemilikan Saham Authority Regulation (POJK) No. 11/POJK.04/2017 on
Perusahaan Terbuka yang telah disesuaikan berdasarkan the Reporting of Share Ownership or Any Changes in
POJK No. 4 Tahun 2024 tentang Laporan Kepemilikan Share Ownership of Public Companies, as amended by
atau Setiap Perubahan Kepemilikan Saham Perusahaan POJK No. 4 of 2024 concerning the Reporting of Share
Terbuka dan Aktivitas Menjaminkan Saham Perusahaan Ownership or Any Changes in Share Ownership of Public
Terbuka, maka setiap anggota Dewan Komisaris dan Companies and the Pledging of Public Company Shares.
Direksi diwajibkan untuk menyampaikan informasi kepada In accordance with this regulation, each member of
Perseroan mengenai kepemilikan dan setiap perubahan the Board of Commissioners and Board of Directors is
kepemilikannya atas saham Perseroan paling lambat 5 required to report to the Company any ownership or
(lima) hari kerja setelah terjadinya transaksi. Kemudian, changes in ownership of the Company’s shares no later
Perseroan wajib menyampaikan laporan kepada OJK than 5 (five) working days after the transaction occurs.
atas transaksi tersebut selambat-lambatnya 5 (lima) hari Subsequently, the Company must submit a report to
kerja sejak terjadi transaksi. the OJK regarding the transaction no later than 5 (five)
working days from the date of the transaction.
Pelaksanaan Implementation
Perseroan telah melaksanakan kebijakan terkait The Company has implemented a policy regarding the
pengungkapan informasi kepemilikan saham Direksi disclosure of share ownership by members of the Board
dan Dewan Komisaris dengan melaporkan laporan of Directors and Board of Commissioners by submitting
kepemilikan saham Perseroan setiap bulan ke regulator monthly reports on the Company’s share ownership
dan mengunggahnya di website IDX. Selain itu, informasi to the regulator and publishing this information on the
mengenai kepemilikan saham Direksi dan Dewan IDX website. In addition, information regarding the
Komisaris juga telah diungkapkan di halaman 84 pada share ownership of Board of Directors and Board of
Bab Profil Perusahaan. Commissioners has also been disclosed on page 84 in
the Company Profile chapter.
Independensi Dewan Komisaris dan Direksi Independency of the Board of Commissioners
and Directors
Perseroan memastikan seluruh anggota Dewan Komisaris The Company ensures that the entire Board of
dan Direksi melaksanakan tugas dan tanggung jawab Commissioners and Directors members carry out the
secara independen. Independensi Dewan Komisaris duties and responsibilities independently. Board of
dan Direksi dapat dilihat pada keterbukaan informasi Commissioners and Directors independence can be
mengenai rangkap jabatan, hubungan afiliasi dan seen in the disclosure information regarding concurrent
pengelolaan benturan kepentingan yang dijelaskan di position, affiliated relationships and management of
bawah ini: conflict of interest as explained below:
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Rangkap Jabatan Concurrent Position
Perseroan memastikan anggota Dewan Komisaris dan The Company ensures that members of the Board of
Direksi memperhatikan dan tunduk pada ketentuan terkait Commissioners and Directors pay attention to and comply
rangkap jabatan sesuai dengan POJK No. 33 di mana with the provisions related to the concurrent positions
anggota Dewan Komisaris dan Direksi dapat memiliki in accordance with POJK No. 33, where members of the
jabatan lebih dari satu, sesuai fungsi-fungsi berikut: Board of Commissioners and Directors may hold more
than one position, according to the following functions:
Dewan Komisaris Board of Commissioners
1. Untuk Komisaris Non-Independen diperbolehkan 1. For Non-Independent Commissioner may hold
merangkap sebagai anggota Direksi paling banyak concurrent positions as members of the Board of
pada 1 (satu) dan anggota Dewan Komisaris paling Directors in at most 1 (one) and members of the
banyak 2 (dua) pada emiten atau perusahaan publik Board of Commissioners in at most 2 (two) at other
lain, kecuali Komisaris Independen dilarang memiliki Issuers or Public Companies, unless the Independent
rangkap jabatan sebagai Direksi dan Dewan Komisaris Commissioner is prohibited to hold concurrent
pada Emiten atau Perusahaan Publik lain; positions as the Board of Directors and Commissioner
2. Untuk Komisaris Independen, diperbolehkan at other Issuers or Public Companies;
merangkap jabatan sebagai Komisaris Independen 2. For Independent Commissioner may hold concurrent
paling banyak 2 (dua) di Emiten atau Perusahaan positions as Independent Commissioner in at most 2
Publik lain; (two) at other Issuers or Public Companies;
3. anggota Dewan Komisaris, baik yang Independen 3. Member of the Board of Commissioners, Independent
maupun Non-Independen dapat merangkap sebagai or Not-Independent may hold concurrent position
anggota komite paling banyak pada 5 (lima) komite as member of the committee in at most 5 (five)
di emiten atau perusahaan publik lain. committees at other Issuers or Public Companies.
Direksi Board of Directors
1. Anggota Direksi paling banyak pada 1 (satu) Emiten 1. Member of the Board of Directors in at most 1 (one)
atau Perusahaan Publik lain; another issuers or public companies;
2. Anggota Dewan Komisaris paling banyak pada 3 2. Member of the Board of Commissioners in at most 3
(tiga) Emiten atau Perusahaan Publik lain; dan/atau; (three) another issuers or public companies; and/or
3. Anggota komite paling banyak pada 5 (lima) komite 3. Member of committee in at most 5 (five) issuer or
di Emiten atau Perusahaan Publik lain. public companies.
Berikut informasi rangkap jabatan Dewan Komisaris dan The following is information on the concurrent positions
Direksi Perseroan di tahun 2025: of the Company’s Board of Commissioners and Directors
in 2025:
Kepengurusan pada Perusahaan/Institusi Lain
Management of Other Companies/ Institutions
Nama Sebagai Anggota Sebagai Anggota
Name Dewan Komisaris Direksi Jabatan Lainnya
As a Member of the As a Member of the Other Positions
Board of Commissioners Board of Directors
Dewan Komisaris
Board of Commissioners
Alexander Tedja
Presiden Komisaris
President Commissioner
Ir. Richard Adisastra
Komisaris
Commissioner
Dr. Dyah Pradnyaparamita Duarsa, MM. MSi
Komisaris Independen
Independent Commissioner
Irene Tedja
Komisaris
Commissioner
Direksi
Board of Directors
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Kepengurusan pada Perusahaan/Institusi Lain
Management of Other Companies/ Institutions
Nama Sebagai Anggota Sebagai Anggota
Name Dewan Komisaris Direksi Jabatan Lainnya
As a Member of the As a Member of the Other Positions
Board of Commissioners Board of Directors
Alexander Stefanus Ridwan Suhendra
Presiden Direktur
President Director
Drs. Minarto
Direktur
Director
Lusiana
Direktur
Director
Wong Boon Siew Ivy
Direktur
Director
Sutandi Purnomosidi
Direktur
Director
Dra. Lauw, Syane Wahyuni Loekito
Direktur
Director
Hubungan Afiliasi Dewan Komisaris dan Affiliated Relationships of the Board of
Direksi Commissioners and Directors
Hubungan afiliasi adalah hubungan yang dimiliki Direksi, Affiliated Relations shall mean relationship between the Board
Dewan Komisaris dan Pemegang Saham Utama dan/atau of Directors, Board of Commissioners and Main/Controlling
Pengendali Perseroan dalam bentuk: Shareholders of the Company, either in the form of:
1. Hubungan keluarga karena perkawinan dan keturunan 1. Family relationship due to marriage and descent to
sampai derajat kedua baik horizontal maupun vertikal. the second degree either horizontal or vertical.
2. Hubungan kepengurusan atau pengelolaan pada 2. Management or oversight relationship with Main/
Pemegang Saham Utama/ Pengendali Controlling Shareholder.
3. Hubungan kepemilikan saham masing-masing 3. Share ownership by each member of the Board of
anggota Direksi dan Dewan komisaris pada Pemegang Directors and Board of Commissioners to the Main/
Saham Utama dan/atau Pengendali Perseroan Controlling Shareholders as legal entity.
sebagai badan hukum.
Berikut adalah hubungan afiliasi Dewan Komisaris dan The following is affiliated relationships of the Company’s
Direksi Perseroan per 31 Desember 2025: Board of Commissioners and Directors as of December
31, 2025:
Hubungan Keluarga Dengan Hubungan Keuangan Dengan
Family Relations With Financial Relations With
Pemegang Pemegang
Dewan Dewan
Nama Direksi Saham Direksi Saham
Komisaris Komisaris
Name Board of Pengendali Board of Pengendali
Board of Board of
Directors Controlling Directors Controlling
Commissioners Commissioners
Shareholder Shareholder
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No
Dewan Komisaris
Board of Commissioners
Alexander Tedja
Presiden Komisaris
President Commissioner
Ir. Richard Adisastra
Komisaris
Commissioner
Dr. Dyah Pradnyaparamita
Duarsa, MM. MSi
Komisaris Independen
Independent Commissioner
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Hubungan Keluarga Dengan Hubungan Keuangan Dengan
Family Relations With Financial Relations With
Pemegang Pemegang
Dewan Dewan
Nama Direksi Saham Direksi Saham
Komisaris Komisaris
Name Board of Pengendali Board of Pengendali
Board of Board of
Directors Controlling Directors Controlling
Commissioners Commissioners
Shareholder Shareholder
Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak Ya Tidak
Yes No Yes No Yes No Yes No Yes No Yes No
Irene Tedja
Komisaris
Commissioner
Direksi
Board of Directors
Alexander Stefanus Ridwan
Suhendra
Presiden Direktur
President Director
Drs. Minarto
Direktur
Director
Lusiana
Direktur
Director
Wong Boon Siew Ivy
Direktur
Director
Sutandi Purnomosidi
Direktur
Director
Dra. Lauw, Syane Wahyuni
Loekito
Direktur
Director
Pengelolaan Benturan Kepentingan Management of Conflict of Interest
Perseroan belum memiliki kebijakan khusus mengenai The Company has no specific policy regarding
pengelolaan benturan kepentingan. Meskipun begitu, management of conflicts of interest. However, to maintain
untuk menjaga independensi dan profesionalisme, setiap independence and professionalism, all members of the
anggota Dewan Komisaris dan Direksi harus memiliki Board of Commissioners and Directors must have the
etika sebagai berikut: following ethics:
Dewan Komisaris Board of Commissioners
1. Seorang Komisaris harus menghindari dirinya 1. A Commissioner must avoid himself in a position
pada posisi di mana kepentingan pribadinya where his personal interests may conflict with his
dapat bertentangan dengan kewajibannya obligations to the Company.
terhadap Perusahaan.
2. Seorang Komisaris yang memiliki benturan 2. A Commissioner who has a conflict of interest or
kepentingan atau potensi benturan kepentingan potential conflict of interest with the Company must
dengan Perusahaan wajib segera melapor kepada immediately report to the President Commissioner
Presiden Komisaris dan kepada anggota Dewan and to other members of the Board of Commissioners
Komisaris lainnya dan harus menyediakan semua and must provide all relevant information in the
informasi yang relevan dalam laporan tersebut. report. The President Commissioner must also
Presiden Komisaris juga harus memberikan informasi- provide information relating to conflicts of interest
informasi yang berkaitan dengan konflik kepentingan to the Board of Directors.
kepada Direksi. 3. A transaction in which a commissioner has a conflict
3. Suatu transaksi di mana seorang Komisaris memiliki of interest must obtain approval of the Board
benturan kepentingan harus mendapat persetujuan of Commissioners, and meet the requirements
Dewan Komisaris, dan memenuhi persyaratan required in accordance with applicable regulations
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
yang diminta sesuai dengan peraturan yang regarding affiliated parties and/or conflict of
berlaku terkait pihak terafiliasi dan/atau transaksi interest transactions.
benturan kepentingan.
4. Komisaris yang memiliki benturan kepentingan tidak 4. A Commissioner who has a conflict of interest may
boleh dilibatkan dalam proses pengambilan keputusan not be involved in the decision-making process
yang berkaitan dengan konflik yang dimilikinya. related to his conflict.
Direksi Board of Directors
1. Setiap anggota Direksi setiap waktu harus 1. All members of the Board of Directors at all times
menghindari berada dalam posisi di mana kepentingan must avoid being in a position where their personal
pribadinya dapat berbenturan dengan tugasnya interests may conflict with his duties in the Company.
dalam Perseroan.
2. Setiap anggota Direksi wajib segera melaporkan 2. All members of the Board of Directors must
kepada Presiden Direktur dan anggota Direksi immediately report to the President Director and
lainnya setiap benturan kepentingan atau potensi other members of the Board of Directors any conflict
benturan kepentingan dengan Perseroan dan wajib of interest or potential conflict of interest with the
menyediakan seluruh informasi yang relevan dalam Company and must provide all relevant information
laporan tersebut. in the report.
3. Direktur yang memiliki benturan kepentingan tidak 3. Directors who have a conflict of interest may not be
boleh terlibat dalam proses pengambilan keputusan involved in the decision-making process on matters
terhadap hal yang terdapat benturan kepentingan that have a conflict of interest against them.
terhadap dirinya.
Setiap anggota Dewan Komisaris dan Direksi wajib Each member of the Board of Commissioners and
menjunjung tinggi prinsip integritas, dan mengutamakan Direstors is required to uphold the integrity principle, and
kepentingan perusahaan di atas kepentingan pribadi. prioritizing the company interest before personal interest.
Anggota Dewan Komisaris dan Direksi juga telah Members of the Board of Commissioners and Directors
menandatangani Pernyataan Komitmen/Pakta Integritas have also signed a Statement of Commitment/Integrity
yang mencerminkan kesungguhan dalam menjaga Pact reflecting sincerity in maintaining professionalism
profesionalisme sebagai landasan pengelolaan operasional. as the basis of operational management.
Kebijakan Pengunduran Diri Dewan Policy Regarding Resignation of the Board
Komisaris dan Direksi Apabila Terlibat of Commissioners and Directors if Involved
Kejahatan Keuangan in Financial Crimes
Perseroan menjunjung tinggi prinsip integritas, kepatuhan The Company upholds the principles of integrity, legal
hukum, dan perilaku beretika dalam penerapan tata kelola compliance, and ethical conduct in the implementation of
perusahaan yang baik. Sehubungan dengan hal tersebut, good corporate governance. Accordingly, the Company
Perseroan menetapkan kebijakan bahwa setiap anggota adopts a policy whereby any member of the Board of
Dewan Komisaris dan/atau Direksi wajib mengundurkan Commissioners and/or the Board of Directors is required
diri apabila yang bersangkutan terbukti atau secara sah to resign if he or she is proven or legally declared to be
dinyatakan terlibat dalam kejahatan keuangan. involved in a financial crime.
Yang dimaksud dengan kejahatan keuangan antara Financial crimes include, but are not limited to, fraud,
lain meliputi, namun tidak terbatas pada, tindak pidana embezzlement, corruption, money laundering, financial
penipuan, penggelapan, korupsi, pencucian uang, statement manipulation, insider trading, or other
manipulasi laporan keuangan, insider trading, atau financial-related criminal acts that may cause losses to
tindak pidana lain di bidang keuangan yang merugikan the Company, shareholders, and/or other stakeholders.
Perseroan, pemegang saham, dan/atau pemangku
kepentingan lainnya.
Pengunduran diri tersebut dilakukan sebagai bentuk Such resignation serves as a form of moral and legal
tanggung jawab moral dan hukum, serta untuk menjaga responsibility and aims to safeguard the Company’s
independensi, reputasi, dan kepercayaan publik terhadap independence, reputation, and public trust. The
Perseroan. Pengunduran diri wajib disampaikan secara resignation must be submitted in writing to the Company
tertulis kepada Perseroan dan diproses sesuai dengan and processed in accordance with the Company’s Articles
ketentuan Anggaran Dasar dan peraturan perundang- of Association and applicable laws and regulations.
undangan yang berlaku.
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Keberagaman Dewan Board of Diversity
Komposisi Dewan Komisaris dan Direksi Perseroan The composition of Board of Commissioners and Board
ditetapkan dengan memperhatikan prinsip keberagaman, of Directors of the Company is set by considering the
mencakup pendidikan, pengalaman, usia, dan jenis diversity principle on the education, experience, age, and
kelamin. Keberagaman ini mendukung pengambilan gender. This diversity support the strategic decision-
keputusan strategis serta efektivitas pengawasan dan making, as well as effectiveness of supervision and
pengelolaan Perseroan. Company management.
Jenis Manajemen Perusahaan Jumlah Pihak Independen
Laki-laki Perempuan
Types of The Company’s Number of Independent
Male Female
Management Party
Dewan Komisaris 2 2 1
Board of Commissioners
Direksi 3 3 0
Directors
Nominasi dan Remunerasi Dewan Nomination and Remuneration of the Board
Komisaris dan Direksi of Commissioners and Directors
Perseroan menerapkan kebijakan nominasi, remunerasi, The Company implements transparent nomination,
dan evaluasi kinerja yang transparan guna memastikan remuneration, and performance evaluation policies to
bahwa badan tata kelola Perseroan memiliki kompetensi, ensure that the Company’s governance bodies possess
integritas, dan pengalaman yang memadai dalam adequate competence, integrity, and experience in
menjalankan fungsi pengawasan dan pengelolaan carrying out their supervisory and management functions.
perusahaan.
Sesuai dengan ketentuan peraturan perundang-undangan In accordance with the prevailing laws and regulations,
yang berlaku, Anggaran Dasar Perseroan, serta kebijakan the Company’s Articles of Association, and the Company’s
internal Perseroan, fungsi nominasi dan remunerasi internal policies, the nomination and remuneration
di Perseroan dijalankan oleh Dewan Komisaris. Oleh functions are carried out by the Board of Commissioners.
karena itu, Perseroan tidak memiliki Komite Nominasi Therefore, the Company does not have a Nomination and
dan Remunerasi. Dalam menjalankan fungsi tersebut, Remuneration Committee. In performing this function,
Dewan Komisaris melakukan penelaahan dan memberikan the Board of Commissioners reviews and provides
rekomendasi terkait kebijakan nominasi dan remunerasi recommendations regarding nomination and remuneration
bagi anggota Dewan Komisaris dan Direksi. policies for members of the Board of Commissioners and
the Board of Directors.
Kebijakan Nominasi Nomination Policy
Kebijakan nominasi terkait Dewan Komisaris dan Direksi The nomination policy relating to the Company’s Board
Perseroan tertuang dalam Pedoman Kerja Dewan of Commissioners and Board of Directors is stipulated in
Komisaris dan Direksi, yang mengacu pada Anggaran the Board Manual of Commissioners and Directors, which
Dasar, POJK No. 33, serta peraturan lainnya yang berlaku. refers to the Articles of Association, POJK No. 33, as well
as other applicable regulations.
Kebijakan tersebut memuat mengenai fungsi nominasi This policy establishes the nomination function carried
yang dijalankan oleh Dewan Komisaris Perseroan, dibantu out by the Company’s Board of Commissioners, assisted
oleh Komite Nominasi dan Remunerasi hingga akhirnya by the Nomination and Remuneration Committee, with
diputuskan di dalam RUPS. the final decision made through the GMS.
Prosedur Nominasi Nomination Procedures
Berdasarkan Pedoman Kerja Dewan Komisaris dan Direksi, Based on the Board Manual of Commissioners and
fungsi nominasi Dewan Komisaris dan Direksi dijalankan Directors, the nomination function for the Board of
oleh Dewan Komisaris. Dalam melaksanakan fungsi Commissioner and Directors is carried out by the Board of
Nominasi, Dewan Komisaris wajib melakukan prosedur Commissioners. In carrying out the Nomination function,
sebagai berikut: the Board of Commissioners is obliged to carry out the
following procedures:
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
1. Menyusun komposisi dan proses Nominasi anggota 1. arrange the composition and nomination process
Direksi dan/atau anggota Dewan komisaris; of members of the Board of Directors and/or Board
of Commissioners;
2. Menyusun kebijakan dan kriteria yang dibutuhkan 2. prepare policies and criteria required in the
dalam proses Nominasi calon anggota Direksi dan/ nomination process for prospective members of the
atau anggota Dewan komisaris; Board of Directors and/or members of the Board
of Commissioners;
3. Membantu pelaksanaan evaluasi atas kinerja anggota 3. assist in evaluating the performance of members of
Direksi dan/atau anggota Dewan Komisaris; the Board of Directors and/or members of the Board
of Commissioners;
4. Menyusun program pengembangan kemampuan 4. prepare a program to develop the capabilities of
anggota Direksi dan/atau anggota Dewan Komisaris; members of the Board of Directors and/or members
dan of the Board of Commissioners; and
5. Menelaah dan mengusulkan calon yang memenuhi 5. review and propose candidates who meet the
syarat sebagai anggota Direksi dan/atau anggota requirements as members of the Board of Directors
Dewan Komisaris kepada Dewan Komisaris untuk and/or members of the Board of Commissioners
disampaikan kepada RUPS. to the Board of Commissioners to be submitted to
the GMS.
Kebijakan Suksesi Direksi Board of Directors Succession Policy
Kebijakan suksesi Direksi merupakan bagian dari upaya Board of Directors succession policy is part of the
menjaga kesinambungan kepemimpinan, stabilitas commitment to ensuring leadership continuity, operational
operasional, dan keberlanjutan usaha Perseroan. stability, and long-term business sustainability. This policy
Kebijakan ini bertujuan untuk memastikan tersedianya aims to ensure the availability of qualified, competent,
calon Direksi yang kompeten, berintegritas, dan sesuai and high-integrity candidates aligned with the Company’s
dengan kebutuhan strategis Perseroan. strategic needs.
Kebijakan Suksesi Direksi Perseroan dilakukan oleh The Company’s Board of Directors Succession Policy is
Dewan Komisaris. Dalam menjalankan fungsi nominasi carried out by the Board of Commissioners. In performing
dan suksesi Direksi, Dewan Komisaris memperhatikan the Board of Directors nomination and succession
prinsip objektivitas, independensi, dan transparansi function, the Board of Commissioners upholds the
dengan mempertimbangkan antara lain: principles of objectivy, independence, and transparency
by taking consideration, among others:
1. Kebutuhan organisasi dan strategi jangka panjang 1. The Company’s organizational needs and long-term
Perseroan; strategic direction;
2. Kompetensi, integritas, rekam jejak, dan pengalaman 2. Candidates’ competencies, integrity, track record,
calon Direksi; and experience;
3. Kepatuhan terhadap ketentuan peraturan perundang- 3. Compliance with applicable capital market laws
undangan di bidang pasar modal; and regulations;
4. Keberagaman keahlian dan kesinambungan 4. Diversity of expertise and leadership continuity.
kepemimpinan.
Dewan Komisaris secara berkala melakukan evaluasi The Board of Commissioners periodically evaluates the
terhadap kinerja dan komposisi Direksi untuk performance and composition of the Board of Directors
mengidentifikasi kebutuhan suksesi, baik dalam to identify succession needs, whether for replacement,
rangka penggantian, pengangkatan kembali, maupun reappointment, or appointment of additional Directors.
penambahan anggota Direksi.
Kebijakan Remunerasi Remuneration Policy
Kebijakan remunerasi terkait Dewan Komisaris dan The remuneration policy relating to the Company’s Board
Direksi Perseroan tertuang dalam Pedoman Kerja Dewan of Commissioners and Board of Directors is stipulated in
Komisaris dan Direksi, yang mengacu pada Anggaran the Board Manual of Commissioners and Directors, which
Dasar, Peraturan Otoritas Jasa Keuangan No. 34/ refers to the Articles of Association, Financial Services
POJK.04/2014 tentang Komite Nominasi dan Remunerasi Authority Regulation No. 34/POJK.04/2014 concerning the
Emiten atau Perusahaan Publik serta peraturan lainnya Nomination and Remuneration Committee of Issuers or
yang berlaku. Public Companies, as well as other applicable regulations.
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Kebijakan tersebut memuat mengenai fungsi remunerasi This policy establishes the remuneration function carried
yang dijalankan oleh Dewan Komisaris Perseroan, dibantu out by the Company’s Board of Commissioners, assisted
oleh Komite Nominasi dan Remunerasi hingga akhirnya by the Nomination and Remuneration Committee, with
diputuskan di dalam RUPS. the final decision made through the GMS.
Prosedur Remunerasi Remuneration Procedures
Dalam melaksanakan fungsi Remunerasi, Dewan Komisaris In carrying out the Remuneration function, the Board
wajib melakukan prosedur sebagai berikut: of Commissioners is obliged to carry out the following
procedures:
1. Menyusun struktur Remunerasi bagi anggota Direksi 1. Develop the remuneration structure for members of
dan/atau anggota Dewan Komisaris dapat berupa : the Board of Directors and/or Board of Commissioners,
gaji, honorarium, insentif, dan/atau tunjangan yang which may consist of salaries, honorarium, incentives,
bersifat tetap dan/atau variabel. and/or allowances that are fixed and/or variable.
2. Menyusun kebijakan atas Remunerasi bagi anggota 2. Formulating remuneration policies for members of the
Direksi dan/atau anggota Dewan Komisaris harus Board of Directors and/or the Board of Commissioners
memperhatikan : must consider, among others:
a. Remunerasi yang berlaku pada kegiatan a. Remuneration applicable to the Company’s
usaha Perusahaan; business activities;
b. Tugas, tanggung jawab, dan wewenang anggota b. Each Borad of Directors and/or Commissioners
Direksi dan/atau anggota Dewan Komisaris roles, responsibilities and authorities in achieving
dikaitkan dengan pencapaian tujuan dan of the Company’s goals and performances;
kinerja Emiten;
c. Target kinerja dan hasil kinerja masing-masing c. Performance targets and achievements from
anggota Direksi dan/atau anggota Dewan each member of the Board of Directors and/or
Komisaris; dan Commissioners; and
d. Keseimbangan tunjangan antara yang bersifat d. B a l a n c e b e t w e e n f i x e d a n d v a r i a b l e
tetap dan bersifat variabel. allowance components.
3. Menyusun besaran atas Remunerasi bagi anggota 3. Determine the amount of remuneration for members
Direksi dan/atau anggota Dewan Komisaris. of the Board of Directors and/or Commissioners.
Indikator Penetapan Remunerasi Remuneration Determination Indicators
Dalam menentukan struktur dan besaran remunerasi In determining the structure and amount of remuneration
Dewan Komisaris dan Direksi, Perseroan melalui Dewan for the Board of Commissioners and Board of Directors,
Komisaris selalu mempertimbangkan indikator atau the Company through the Board of Commissioners always
kriteria berikut ini: considers the following indicators or criteria:
1. Skala usaha; 1. Scale of business;
2. Kompetensi dan kinerja; 2. Competence and performance;
3. Kompleksitas usaha; 3. Complexity of business;
4. Tingkat inflasi; 4. Inflation rate;
5. Kondisi dan kemampuan keuangan Perseroan; dan 5. The Company’s financial condition and capability; and
6. Faktor-faktor lain yang relevan, serta tidak boleh 6. Other relevant factors, and adheres to laws
bertentangan dengan peraturan perundang- and regulations.
undangan.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Struktur Remunerasi Remuneration Structure
Struktur remunerasi Direksi dan Dewan Komisaris terdiri Remunerartion structure of the Board of Directors and
dari: the Board of Commissioners consists of:
Honorarium | Honorarium Honorarium | Honorarium
Gaji | Salary Gaji | Salary
Bonus, tunjangan dan fasilitas lainnya dalam Bonus, tunjangan dan fasilitas lainnya dalam
bentuk non natura | Bonuses, Allowances and bentuk non natura | Bonuses, Allowances and
other facilities in the form of non nature other facilities in the form of non nature
Besaran Remunerasi Dewan Komisaris dan Remuneration Amounts for the Board of
Direksi Commissioners and Board of Directors
Dalam miliar Rupiah/in billions Rupiah
Uraian
2025 2024 2023
Description
Dewan Komisaris
Board of Commissioners
Remunerasi 17,2 16,4 15,4
Remuneration
Tunjangan 3,4 3,6 3,2
Allowances
Direksi
Board of Directors
Remunerasi 36,9 32,9 28,3
Remuneration
Tunjangan 14,7 13,3 19,6
Allowances
Jumlah 72,2 66,3 66,6
Total
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Organ Pendukung Dewan Komisaris
Organs Under the Board of Commissioners
Dewan Komisaris dilengkapi dengan organ pendukung The Board of Commissioners is equipped with supporting
yang berperan penting dalam memperkuat pelaksanaan organs that play an important role in strengthening the
fungsi pengawasan dan memastikan kelancaran implementation of supervisory functions and ensuring the
tugasnya, yaitu Komite Audit yang dipimpin oleh Komisaris smooth running of its duties, namely Audit Committee led by
Independen, berfokus pada penerapan prinsip-prinsip tata Independent Commissioner, focusing on the implementation
kelola yang baik dan transparansi. Organ pendukung ini of good governance principles and transparency. This
bekerja secara profesional untuk mendukung efektivitas organ works professionally to support the effectiveness
pengawasan yang dilakukan oleh Dewan Komisaris. of supervision conducted by the Board of Commissioners.
Komite Audit Audit Committee
Dalam struktur tata kelola, Komite Audit merupakan organ In the governance structure, the Audit Committee
pendukung yang dimiliki Dewan Komisaris sebagai komite serves as a supporting organ to the Board of
independen yang berperan dalam mendukung Dewan Commissioners, acting as an independent committee
Komisaris dalam menjalankan fungsi pengawasan. Komite that assists in overseeing the Company’s operations.
Audit bertanggung jawab untuk memastikan transparansi The Audit Committee is responsible for ensuring the
dan akurasi laporan keuangan, menilai kecukupan sistem transparency and accuracy of financial reporting,
pengendalian internal, serta mengawasi pengelolaan evaluating the adequacy of the internal control system,
risiko perusahaan secara efektif sekaligus melakukan overseeing effective risk management, and assessing
evaluasi terhadap kinerja auditor internal dan eksternal the performance of both internal and external auditors to
guna memastikan kualitas serta integritas proses audit. guarantee the quality and integrity of the audit process.
Dasar Hukum Legal Basis
1. Undang-undang No. 40 tahun 2007 tentang 1. Law No. 40 of 2007 concerning Limited Liability
Perseroan Terbatas sebagaimana telah diubah Companies as last amended by Law No. 6 of 2023;
terakhir dengan UU No. 6 Tahun 2023;
2. Surat Edaran OJK No. 32/SEOJK.04/2015 tentang 2. FSA Circular Letter No. 32/SEOJK.04/2015 concerning
Pedoman Tata Kelola Perusahaan Terbuka; Guideline for Public Company Governance;
3. Peraturan OJK No. 55/POJK.04/2015 tentang 3. The Financial Services Authority (OJK) Regulation
Pembentukan dan Pedoman Pelaksanaan Kerja No. 55/POJK.04/2015 dated 23 December 2015 on
Komite Audit; Establishment and Implementation Guidelines of the
Audit Committee;
4. Peraturan Bursa Efek Indonesia No. I-A; 4. Indonesia Stock Exchange Regulation No. I-A;
5. Anggaran Dasar Perusahaan. 5. The Company’s Articles of Association;
Pedoman Kerja Komite Audit Audit Committee Charter
Komite Audit telah memiliki Pedoman Kerja yang disusun The Audit Committee has had an Audit Committee Charter
dan ditetapkan dengan Keputusan Dewan Komisaris yang which has been prepared and stipulated under the Decision
bertujuan sebagai pedoman untuk menjalankan tugas of the Board of Commissioners that is intended to be the
dan tanggung jawab sebagaii Komite Audit, sehingga guidance for Audit Committee to perform its duties and
dapat bekerja secara independen, objektif, mandiri dan responsibilities, and to work independently, objectives,
transparan. Piagam Komite Audit Perseroan disusun self-reliant and transparent. The Audit Committee Charter
berdasarkan Peraturan OJK No. 55/POJK.04/2015 dan was prepared based on POJK No. 05/04/2015 and this
ditinjau kembali secara berkala untuk menyesuaikan committee charter is reviewed periodically to comply
dengan ketentuan yang berlaku. Pedoman Kerja Komite with applicable regulations. The Audit Committee Charter
Audit dapat diakses di https://www.pakuwonjati.com/id/ can be accessed at https://www.pakuwonjati.com/id/
pages/52/internal-audit-audit-committee. pages/52/internal-audit-audit-committee.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Tugas dan Tanggung Jawab Roles and Responsibilities
Berdasarkan Pedoman Kerja, tugas dan tanggung jawab Based on the Charter, the Company’s Audit Committee
Komite Audit Perusahaan adalah sebagai berikut: roles and responsibilities are as follows:
1. Melakukan penelaahan atas informasi keuangan 1. To review financial information that will be announced
yang akan dilaporkan Perseroan kepada publik to the public and authorities, such as financial
dan pihak otoritas antara lain laporan keuangan, statements, projections and other on financial reports;
proyeksi, dan laporan lainnya terkait dengan informasi
keuangan Perseroan;
2. Melakukan penelaahan atas ketaatan terhadap 2. To review compliance with laws and regulations
peraturan perundang-undangan yang berhubungan relating to the company’s activities;
dengan kegiatan Perseroan;
3. Memberikan pendapat independen dalam hal terjadi 3. To provide independent opinion in case of different
perbedaan pendapat antara manajemen dan Akuntan arguments between the management and accountant
atas jasa yang diberikannya; for their services;
4. Memberikan rekomendasi kepada Dewan Komisaris 4. To provide recommendation to the board of
mengenai penunjukan Kantor Akuntan Publik yang commissioners on the appointment of public
didasarkan pada independensi, ruang lingkup accounting firm based on independency, assignment
penugasan, dan imbalan jasa; scope and employee benefits;
5. Melakukan penelaahan atas pelaksanaan pemeriksaan 5. To review the implementation of audits by internal
oleh auditor internal dan mengawasi pelaksanaan auditors and carrying out follow-up actions by the
tindak lanjut oleh Direksi atas temuan auditor internal; board of directors on the findings of internal auditors;
6. Melakukan penelaahan terhadap aktivitas 6. To review risk management activities performed by
pelaksanaan manajemen risiko yang dilakukan the board of directors;
oleh Direksi;
7. Menelaah pengaduan yang berkaitan dengan proses 7. To review complaints on the company’s accounting
akuntansi dan pelaporan Perseroan; and reporting process;
8. Menelaah dan memberikan saran kepada Dewan 8. To review and provide advices to the board of
Komisaris terkait dengan adanya potensi benturan commissioners regarding to potential conflicts of
kepentingan; dan interest; and
9. Menjaga kerahasiaan dokumen, data, dan 9. To maintain confidentiality of the company’s
informasi Perseroan. documents, data, and information.
Keanggotaan Komite Audit Membership of The Audit Committee
Struktur keanggotaan Membership Structure
Pada tahun 2025, anggota Komite Audit Perseroan In 2025, the Company’s Audit Committee consisted of
berjumlah 3 (tiga) orang anggota yang terdiri dari Ketua three (3) members, comprising a Chairman from the
yang berasal dari Komisaris Independen dan 2 (dua) Independent Commissioner and two (2) members from
anggota dari pihak independen. Struktur ini sejalan independent parties. This structure is in accordance with
dengan Piagam Komite Audit. the Audit Committee Charter
Persyaratan Requirements
Berdasarkan Peraturan Otoritas Jasa Keuangan (POJK) Based on Financial Services Authority (POJK) Number
Nomor 55/POJK.04/2015, persyaratan anggota Komite 55/POJK.04/2015, the requirement for members of the
Audit adalah: Audit Committee is as follows:
1. Memiliki integritas yang tinggi, kemampuan, 1. Possess high integrity, capability, knowledge, and
pengetahuan dan pengalaman yang memadai sesuai adequate experience in accordance with their field
dengan bidang pekerjaannya dan latar belakang of work and academic background and communicate
pendidikannya, serta mampu berkomunikasi dengan well;
baik;
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2. Memahami laporan keuangan, bisnis perusahaan 2. Having an ability to understand financial reports, the
khususnya yang terkait dengan layanan jasa atau business activities, especially related with services
kegiatan usaha Perseroan, proses audit, manajemen or any other business activities of the Company,
risiko dan peraturan perundang-undangan di bidang audit processes, risk management and legislation
pasar modal dan peraturan perundang-undangan regulations in the area of capital market and other
lainnya; regulatory matters;
3. Mematuhi Kode Etik yang ditetapkan oleh Perseroan; 3. Comply with the Code of Ethics established by the
Company;
4. Memiliki paling sedikit satu anggota yang berlatar 4. At least one member has an education background
belakang pendidikan dan keahlian di bidang akuntansi and expertise in finance and/or accounting; and at
dan/atau keuangan, dan paling kurang satu anggota least one member with an expertise in law or capital
dengan keahlian dibidang hukum atau pasar modal; market;
5. Bukan merupakan orang yang bekerja atau 5. An individual who is not employed or possess the
mempunyai wewenang dan tanggung jawab untuk authority and responsibility to plan, direct, control
merencanakan, memimpin, mengendalikan atau or supervise the Company’s activities within the
mengawasi kegiatan Perseoran dalam waktu 6 past 6 (six) months, except for reappointment as
(enam) bulan terakhir, kecuali untuk pengangkatan the Company’s Independent Commissioner in the
kembali sebagai Komisaris Independen Perseroan following period;
pada periode berikutnya;
6. Tidak memiliki saham baik langsung maupun tidak 6. Owns no shares, either directly or indirectly of the
langsung pada Perseroan; Company;
7. Tidak mempunyai hubungan Afiliasi dengan 7. Has no Affiliation with the Company, members of
Perseroan, anggota Dekom, anggota Direksi atau the Board of Commissioners, members of the Board
Pemegang Saham Utama Perseroan; of Directors or Major Shareholder of the Company;
8. Bukan merupakan orang dalam Kantor Akuntan Publik, 8. Should not be a partner or staff of an Accounting
Kantor Konsultan Hukum, Kantor Jasa Penilai Publik Firm, Legal Firm, Office of Appraisal Services or
atau pihak lain yang sedang atau telah memberikan other parties who are or have been providing service
jasa assurance audit, non assurance I audit atau jasa assurance/audit, non assurance/audit or appraisal
penilai dan/atau jasa konsultasi lain kepada Perseroan services and I or other advisory services to the
dan anak perusahaan dalam waktu 6 (enam) bulan Company and its subsidiaries within the past 6 (six)
terakhir sebelum pengangkatan; months prior to appointment;
9. Tidak mempunyai hubungan usaha baik langsung 9. Has no business relations, either directly or indirectly
maupun tidak langsung yang berkaitan dengan related to the business activities of the Company
kegiatan usaha Perseroan dan anak perusahaan dari and its subsidiaries, members of the Board of
Perseroan, anggota Dekom, anggota Direksi atau Commissioners, Directors, or Principal Shareholders;
Pemegang Saham Utama Perseroan;
10. Bukan anggota Direksi Perseroan atau emiten atau 10. Should not be a member of the Company’s Directors
Perusahaan publik lain. or other Issuers or Public Companies.
Masa Jabatan Term of Offices
Anggota Komite Audit ditunjuk dan diberhentikan oleh Members of the Audit Committee are appointed and
Dewan Komisaris. Pengangkatan dan pemberhentian dimissed by the Board of Commissioners. The Company
anggota Komite dilaporkan kepada OJK selambat- shall report to OJK no later than 2 (two) working days after
lambatnya 2 (dua) hari kerja setelah pengangkatan dan/ such appointment and/or dismissal. Any appointments
atau pemberhentian Komite dilakukan. Pengangkatan and/or dismissals of the Committee shall be posted
dan/atau pemberhentian Komite wajib dimuat dalam on the Company Website and/or the Indonesian Stock
Iaman (website) Perseroan dan/atau Iaman (website) Exchange’s website page.
Bursa Efek Indonesia.
Masa tugas anggota Komite tidak boleh lebih lama dari The Audit Committee cannot exceed the term length of
masa jabatan Dewan Komisaris sebagaimana diatur dalam the Board of Commissioners as stipulated in the Articles
Anggaran Dasar dan dapat dipilih kembali hanya untuk of Association and may be re-elected for an additional
satu periode berikutnya. Masa tugas anggota Komite yang consecutive term only. The term of the committee
diangkat diantara masa jabatan Dewan Komisaris akan member appointed along with Board of Commissioners
berakhir bersamaan dengan berakhimya masa jabatan term shall expire simultaneously with the expiration of
Dewan Komisaris tersebut. the term of Board of Commissioners.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Rangkap Jabatan Concurrent Position
Ketua Komite hanya diperbolehkan menjabat sebagai The Chairman of the Committee may serve as Chairman
Ketua pada 1 (satu) komite lainnya. only 1 (one) other committee.
Komposisi Komite Audit Composition of The Audit Committee
Adapun komposisi anggota Komite Audit Perseroan per Composition of the Company’s Audit Committee as of
31 Desember 2025, sebagai berikut: December 31, 2025 is as follows:
Jabatan Komite
Nama Jabatan di Perusahaan Audit Dasar Pengangkatan Masa Jabatan
Name Position in the Company Position in the Basis of Appointment Term of Office
Committee
Dr. Dyah Pradnyaparamita Komisaris Independen Ketua Surat Keputusan Dewan 2025 - 2028
Duarsa, M.M., M.Si. Independent Commissioner Chairman Komisaris 25 Juni 2025
Board of Commissioners
Decree dated Juni 25, 2025
Pradhono SE.Ak, CPA., CA., Pihak Independen Anggota Surat Keputusan Dewan 2025 - 2028
MSi. Independent Party Member Komisaris 25 Juni 2025
Board of Commissioners
Decree dated Juni 25, 2025
Ridwan Halim SE., MCL Pihak Independen Anggota Surat Keputusan Dewan 2025 - 2028
Independent Party Member Komisaris 25 Juni 2025
Board of Commissioners
Decree dated Juni 25, 2025
Pofil Komite Audit Audit Committee Profiles
Dr. Dyah Pradnyaparamita Duarsa, M.M., M.Si.
Ketua (Komisaris Independen)
Chairman (Independent Commissioner)
Kewarganegaraan | Nationality Domisili | Domicile
Indonesia Bali, Indonesia
Usia | Age Masa Jabatan | Term of Office
2025-2028
67 tahun | Years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Surat Keputusan Dewan Komisaris 25 Juni 2025 Board of Commissioners Decree dated June 25, 2025
Profil lengkap Beliau dapat dilihat pada Profil Dewan Komisaris Her full profile can be found in the Board of Commissioners’
di bab Profil Perusahaan dalam Laporan Tahunan ini. Profiles section in the Company Profile chapter of this Annual
Report.
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Pradhono SE.Ak, CPA., CA., MSi.
Anggota (Pihak Independen)
Member (Independent Party)
Kewarganegaraan | Nationality Domisili | Domicile
Indonesia Surabaya, Indonesia
Usia | Age Masa Jabatan | Term of Office
2025-2028
57 tahun | Years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Surat Keputusan Dewan Komisaris 25 Juni 2025 Board of Commissioners Decree dated June 25, 2025
Pendidikan Education
• Sarjana Ekonomi, jurusan Akuntansi, Universitas Airlangga, • Bachelor of Economics, majoring in Accounting, Airlangga
Surabaya, Jawa Timur (1993) University, Surabaya, East Java (1993)
• Magister Sains, Universitas Airlangga, Surabaya, Jawa • Master of Sains, Airlangga University, Surabaya, East
Timut (2004) Java (2004)
Pengalaman Kerja Work Experience
• Deputi Managing Partner di KAP Teramihardja, Pradhono • Deputy Managing Partner in KAP Teramihardja, Pradhono
& Chandra (2011—sekarang) & Chandra (2011—present)
• Partner di KAP Tjahjadi, Pradhono & Teramihardja (2008- • Partner in KAP Tjahjadi, Pradhono & Teramihardja (2008-
2011) 2011)
• Partner di KAP Pradhono & Setijawati (2004-2008) • Partner in KAP Pradhono & Setijawati (2004-2008)
• Partner di KAP Pradhono BAP (2001 - 2003) • Partner in KAP Pradhono BAP (2001 - 2003)
• Partner di KAP Adi Wirawan & Rekan (2001-2003) • Partener in KAP Adi Wirawan & Rekan (2001-2003)
• Accounting & Tax Manager di National Shipping Company • Accounting & Tax Manager in National Shipping Company
(1998-2000), (1998-2000),
• Associate Manager di Prasetio, Utomo & Co, Arthur • Associate Manager in Prasetio, Utomo & Co, Arthur
Andersen (1992-1997). Andersen (1992-1997).
Rangkap Jabatan Concurrent Position
• Deputy Managing Partner di KAP Teramihardja, Pradhono • Deputy Managing Partner at KAP Teramihardja, Pradhono
& Chandra (2011 - saat ini) & Chandra (2011 - present)
• Komisaris Independen PT Multi Spunindo Jaya Tbk (2023 • Independent Commissioner of PT Multi Spunindo Jaya
- saat ini) Tbk (2023 - present)
• Komite Audit PT Prime Agri Resources Tbk (dahulu • Audit Committee of PT Prime Agri Resources Tbk (formerly
PT Sampoerna Agro Tbk) (2022 - saat ini) PT Sampoerna Agro Tbk) (2022 - present)
Sertifikasi Certification
Certified Public Accountant - IAPI dan Chartered Accountant Certified Public Accountant - IAPI and Chartered Accountant
Ridwan Halim SE., MCL
Anggota (Pihak Independen)
Member (Independent Party)
Kewarganegaraan | Nationality Domisili | Domicile
Indonesia Surabaya, Indonesia
Usia | Age Masa Jabatan | Term of Office
2025-2028
51 tahun | Years old
Dasar Hukum Pengangkatan Legal Basis of Appointment
Surat Keputusan Dewan Komisaris 25 Juni 2025 Board of Commissioners Decree dated June 25, 2025
Pendidikan Education
• Magister Hukum Komersial, Universitas Melnourne, • Master of Commercial Law, Melnourne University,
Australia (2005) Australia (2005)
• Sarjana Ekonomi, jurusan Akuntansi, Universitas Katolik • Bachelor of Economics, majoring in Accounting, University
Widya Mandala, Surabaya, Jawa Timur (1998) of Katolik Widya Mandala, Surabaya, East Java (1998)
• Diploma Perpajakan, Universitas Airlangga, Surabaya, • Diploma in Taxing, Airlangga University, Surabaya, East
Jawa Timur (1999) Java (1999)
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Pengalaman Kerja Work Experience
• Staff auditor di KAP Hanny, Wolfrey & Rekan, Surabaya, • Auditor Staff in KAP Hanny, Wolfrey & Rekan, Surabaya,
Jawa Timur (1998) East Java (1998)
• Konsultan strategi pajak di PB & Co, Surabaya, Jawa Timur • Consultant for tax strategy in PB & Co, Surabaya, East
(2002) Java (2002)
• Manajer Pajak di Ernst & Young, Surabaya, Jawa Timur • Tax Manager in Ernst & Young, Surabaya, East Java (2003)
(2003)
• Partner di Pentatrust (2005 - sekarang) • Partner in Pentatrust (2005 - present)
• Komisaris Independen di PT Sekawan Intipratama Tbk • Independent Commissioner of PT Sekawan Intipratama
(2010) Tbk (2010)
• Dosen S1 Akuntansi di Universitas Kristen Petra (2015) • Lecture for Accounting major in University of Kristen
Petra (2015)
• Dosen Magister Akuntansi di Universitas Surabaya (2017 • Lecture for Accounting post graduate in Surabaya
- sekarang) University (2017 - present)
Rangkap Jabatan Concurrent Position
• Partner di Pentatrust (2005 - sekarang) • Partner in Pentatrust (2005 - present)
• Dosen Magister Akuntansi di Universitas Surabaya (2017 • Lecture for Accounting post graduate in Surabaya
- sekarang) University (2017 - present)
Sertifikasi Certification
Konsultan Pajak Tingkat C Level C Tax Consultant
Pernyataan Independensi Independence Statement
Komite Audit melaksanakan fungsi dan tugasnya secara The Audit Committee carries out its functions and duties
profesional dan independen, tanpa campur tangan dari professionally and independently, without interference
pihak manapun yang tidak sesuai dengan peraturan from any party that is not in accordance with laws and
perundang-undangan. regulations.
Perseroan memastikan seluruh anggota Komite Audit The Company ensures that all members of its Audit
Perseroan telah memenuhi kualifikasi independensi, Committee meet the independence qualifications as
sesuai dengan yang dipersyaratkan oleh OJK dan required by the OJK and applicable laws and regulations.
ketentuan dari peraturan dan perundangan yang berlaku. This is evidenced by the competence, experience, and
Hal ini dapat dilihat dari latar belakang kompetensi, knowledge of each Audit Committee member, enabling
pengalaman dan pengetahuan yang dimiliki oleh masing- the Audit Committee to effectively perform its oversight
masing anggota Komite Audit, sehingga Komite Audit functions and provide professional and independent
Perseroan dapat melaksanakan tugas pengawasan dan opinions to the Board of Commissioners.
pemberian pendapat yang professional dan independen
kepada Dewan Komisaris.
Berikut ini adalah tabel pengungkapan independensi dari The following table shows the independence of each
masing-masing anggota komite: member of the committee:
Dr. Dyah
Pradnyaparamita Pradhono SE.Ak, Ridwan Halim SE.,
Pernyataan Independensi
Duarsa, CPA., CA., MSi. MCL
M.M., M.Si.
Bukan merupakan orang dalam Kantor Akuntan Publik, Kantor
Konsultan Hukum, Kantor Jasa Penilai Publik atau pihak lain yang
memberi jasa asuransi, jasa non asuransi, jasa penilai dan/atau
jasa konsultasi lain kepada Perseroan dalam waktu 6 (enam) bulan
terakhir;
Not a person in the Public Accountant Firm, Legal Consultant
Firm, Public Appraisal Service Office or other parties who provide
insurance services, non-insurance services, appraisal services
and/or other consulting services to the Company within the last
6 (six) months;
Bukan merupakan orang yang bekerja atau mempunyai
wewenang dan tanggung jawab untuk merencanakan, memimpin,
mengendalikan, atau mengawasi kegiatan Perseroan dalam waktu
6 (enam) bulan terakhir (kecuali Komisaris Independen);
Not a person who works or has the authority and responsibility to
plan, lead, control, or supervise the Company's activities within
the last 6 (six) months (except for Independent Commissioners);
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Dr. Dyah
Pradnyaparamita Pradhono SE.Ak, Ridwan Halim SE.,
Pernyataan Independensi
Duarsa, CPA., CA., MSi. MCL
M.M., M.Si.
Tidak mempunyai saham langsung maupun tidak langsung di
Perseroan;
Does not have direct or indirect shares in the Company;
Keluarga tidak mempunyai saham langsung maupun tidak langsung
di Perseroan;
The family has neither direct nor indirect shares in the Company;
Tidak mempunyai hubungan Afiliasi dengan anggota Dewan
Komisaris, anggota Direksi, atau Pemegang Saham Utama
Perseroan;
Has no affiliation with members of the Board of Commissioners,
members of the Board of Directors, or Major Shareholders of the
Company;
Tidak mempunyai hubungan usaha baik langsung maupun tidak
langsung yang berkaitan dengan kegiatan usaha Perseroan;
Does not have a business relationship either directly or indirectly
related to the Ciompany’s business activities;
Tidak menjabat sebagai pengurus partai politik dan/atau calon/
anggota legislatif dan/atau merupakan calon atau menjabat sebagai
kepala/wakil kepala pemerintahan daerah;
Does not serve as an administrator of a political party and/or
candidate/member of the legislature and/or is a candidate or serves
as the head/deputy head of local government;
Tidak memiliki jabatan lain yang dapat menimbulkan benturan
kepentingan terkait dengan jabatan di Perseroan.
Do not have other positions that can cause conflicts of interest
related to positions in the Company.
Keterangan: = memenuhi = Tidak memenuhi
Descriptio n: = comply =Not Comply
Rapat Komite Committee Meetings
Kebijakan Policy
Kebijakan rapat Komite Audit tertuang dalam Piagam The Audit Committee’s meeting policy is stipulated
Komite Audit yang mengatur rapat Komite Audit dilakukan in the Audit Committee Charter, which regulates that
paling sedikit 1 (satu) kali dalam 3 (tiga) bulan dan setiap Audit Committee meetings are held at least once every
waktu bila dipandang perlu. Rapat Komite Audit dapat three (3) months and at any time as deemed necessary.
diselenggarakan apabila dihadiri oleh lebih dari 1/2 (satu Audit Committee meetings can be held if attended by
per dua) jumlah anggota dan dipimpin oleh Ketua Komite more than 1/2 (one half) of the number of members
Audit atau anggota senior Komite Audit apabila Ketua and chaired by the Chairman of the Audit Committee or
berhalangan hadir. senior members of the Audit Committee if the Chairman
is unable to attend.
Rapat dapat diadakan secara fisik dan non fisik melalui Meetings can be held physically and non-physically
teleconference, video conference atau fasilitas media through teleconference, video conference or other
elektronik lainnya. Jika dipandang perlu, Komite Audit electronic media facilities. If deemed necessary, the
dapat mengundang pihak manajemen yang terkait dengan Audit Committee may invite management related to the
materi rapat untuk hadir dalam rapat Komite Audit. meeting material to attend the Audit Committee meeting.
Pelaksanaan Implementation
Sepanjang tahun 2025, Komite Audit telah Throughout 2025, the Audit Committee held 4 (four) Audit
menyelenggarakan rapat Komite Audit sebanyak 4 Committee meetings, with details as follows:
(empat) kali, dengan rincian sebagai berikut:
Nama Jabatan Jumlah rapat Jumlah Kehadiran Tingkat Kehadiran
Name Position Number of Meeting Number of Attendance Attendance Rate
Dr. Dyah Pradnyaparamita Duarsa, Ketua 4 4 100%
MM, Msi Chairman
Pradhono SE.Ak, CPA., CA., MSi. Anggota 4 4 100%
Member
Ridwan Halim SE., MCL Anggota 4 4 100%
Member
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Pelatihan Komite Audit Audit Committee Training
Selama tahun 2025, Komite Audit Perseroan telah Throughout 2025, the Company’s Audit Committee
mengikuti program pelatihan sebagai berikut: participated in the following training programs:
Nama dan Jabatan Materi Pendidikan/Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Training/Education Material Place/Date Organizer
Dr. Dyah Pradnyaparamita Peran Perusahaan Publik dalam Keuangan Zoom Meeting, 13 Maret 2025 Asosiasi Emiten
Duarsa, MM, Msi Berkelanjutan: Memahami Taksonomi untuk Online through Zoom Meeting, Indonesia (AEI)
(Ketua | Chairman) Keuangan Berkelanjutan Indonesia Versi 2 March 13, 2025 Indonesian Public
The Role of Public Companies in Sustainable Listed Companies
Finance: Understanding Indonesia’s Association (AEI)
Sustainable Finance Taxonomy Version 2
Peserta Halal Bihalal & Sharing Session Form Hotel Mercure Surabaya, 16 Asosiasi Emiten
E020 Decoded: Strategi ESG & Emisi GRK April 2025 Indonesia (AEI) dan PT
Untuk Eksekutif Perusahaan Tercatat Mercure Hotel, Surabaya, April Jumbo Megah Perkasa
Participants of Halal Bihalal & Sharing Session 16, 2025 Indonesian Public Listed
Form E020 Decoded: ESG Strategy & GRK Companies Association
Emissions for Listed Company Executives (AEI) and PT Jumbo
Megah Perkasa
Mendalami Perubahan Iklim dan Pasar Zoom Meeting, 09 Juli 2025 Institut Akuntan Publik
Karbon : Regulasi, Insentif dan Strategi Pajak Online through Zoom Meeting, Indonesia (IAPI)
Karbon di Indonesia July 09, 2025 Indonesian Institute
Deepening Insights into Climate Change and of C e r ti fi e d Publ i c
Carbon Markets: Regulations, Incentives, and Accountants (IAPI)
Carbon Tax Strategies in Indonesia
Bringing AI Technology to Bear Zoom Meeting, 30 September Asean Federation of
2025 Accountants
Online through Zoom Meeting,
September 30, 2025
Manajemen Risiko & Pengelolaan Strategis Zoom Meeting, 16 Oktober Ikatan Konsultan Pajak
Coretax System : Withholding Tax Dalam 2025 Indonesia (IKPI) Pusat
Transaksi Bisnis (Berdasarkan PER-11/ Online through Zoom Meeting, Indonesian Tax
PJ/2025 & Peraturan Pendukung Lainnya) October 16, 2025 C o n s u l t a n t s
Risk Management & Strategic Governance Association (IKPI)
of the Coretax System: Withholding Tax in Center
Business Transactions (Based on PER-11/
PJ/2025 and Other Supporting Regulations)
Pradhono SE.Ak, CPA., Perbedaan SAK Entitas Privat vs SAK ETAP Zoom Meeting, 11 Februari Institut Akuntan Publik
CA., MSi. Serta Overview Atas SAK EMKM 2025 Indonesia (IAPI)
(Anggota | Member) Differences Between SAK for Private Entities Online through Zoom Meeting, Indonesian Institute
and SAK ETAP, as well as an Overview of February 11, 2025 of C e r ti fi e d Publ i c
SAK EMKM Accountants (IAPI)
Big Data for Accounting & Business Made Zoom Meeting, 22 Februari Ikatan Akuntan
Easy Using Power BI, DuckDB & Parquet Files 2025 Indonesia (IAI)
Online through Zoom Meeting, I n s t i t u t e o f
February 22, 2025 Indonesia Chartered
Accountants (IAI)
Strategi Efektif Dalam Penyelesaian Surat Zoom Meeting, 24 April 2025 Ikatan Akuntan
Permintaan Penjelasan Atas Data dan/atau Online through Zoom Meeting, Indonesia (IAI)
Keterangan (SP2DK) Bagi Wajib Pajak Orang April 24, 2025 I n s t i t u t e o f
Pribadi dan Badan Indonesia Chartered
Effective Strategies for Responding to Accountants (IAI)
Request for Data and/or Information
Clarification (SP2DK) for Individual and
Corporate Taxpayers
Sinkronisasi Pajak dan Usaha : PMK 74/2024 Zoom Meeting, 05 Juli 2025 Institut Akuntan Publik
dan PMK 79/2024 Dalam CKPN dan KSO Online through Zoom Meeting, Indonesia (IAPI)
Tax and Business Synchronization: PMK July 05, 2025 Indonesian Institute
74/2024 and PMK 79/2024 in Allowance of C e r ti fi e d Publ i c
for Impairment Losses (CKPN) and Joint Accountants (IAPI)
Operations (KSO)
Penerapan ISAK 335: Penyajian Laporan Zoom Meeting, 14 Juli 2025 Institut Akuntan Publik
Keuangan Entitas Berorientasi Non Laba Online through Zoom Meeting, Indonesia (IAPI)
Implementation of ISAK 335: Presentation of July 14, 2025 Indonesian Institute
Financial Statements of Non-Profit Entities of C e r ti fi e d Publ i c
Accountants (IAPI)
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Nama dan Jabatan Materi Pendidikan/Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Training/Education Material Place/Date Organizer
Temuan-Temuan Hasil Pemeriksaan KAP Zoom Meeting, 16 Juli 2025 Institut Akuntan Publik
Tahun 2024 oleh PPPK -PPL Wajib PPPK Online through Zoom Meeting, Indonesia (IAPI)
– Surabaya July 16, 2025 Indonesian Institute
Findings from the 2024 Audit Results of of C e r ti fi e d P ubl i c
the Public Accounting Firm (KAP) by PPPK Accountants (IAPI)
– Mandatory PPL PPPK, Surabaya
PPL IAPI-OJK Sektor Pasar Modal Aspek Hotel Santika Surabaya, 10 Institut Akuntan Publik
Akuntansi & Audit Terkait Reksa Dana Oktober 2025 Indonesia (IAPI)
Termasuk Reksa Dana Syariah Santika Hotel, Surabaya, Indonesian Institute
IAPI PPL–OJK Capital Market Sector: October 10, 2025 of C e r ti fi e d P ubl i c
Accounting & Auditing Aspects Related to Accountants (IAPI)
Mutual Funds, Including Sharia Mutual Funds
Ridwan Halim SE., MCL I m p l e m e n t a s i & S t r a t e g i E f e k t i f : Zoom Meeting, 26 Mei 2025 Ikatan Konsultan Pajak
(Anggota | Member) P e n g u r a n g a n / P e n g h a p u s a n S a n k s i Online through Zoom Meeting, Indonesia (IKPI) Pusat
Administrasi, Pengurangan/Pembatalan May 26, 2025 Indonesian Tax
Surat Ketetapan Pajak dan Surat Tagihan C o n s u l t a n t s
Pajak Association (IKPI)
Effective Implementation & Strategies: Center
Reduction/Elimination of Administrative
Sanctions, Reduction/Cancellation of Tax
Assessment Notices and Tax Collection
Letters
Manajemen Perpajakan dan Strategi Zoom Meeting, 27 Mei 2025 Ikatan Konsultan Pajak
Implementasi di Sektor Jasa (Bagian 1): Jasa Online through Zoom Meeting, Indonesia (IKPI) Pusat
Rumah Sakit, Jasa Freight Forwarding, Jasa May 27, 2025 Indonesian Tax
Perhotelan dan Jasa E-Commerce Di Era C o n s u l t a n t s
Coretax Association (IKPI)
Tax Management and Implementation Center
Strategies in the Services Sector (Part
1): Hospital Services, Freight Forwarding
Services, Hospitality Services, and
E-Commerce Services in the Coretax Era
Ketentuan Pelaporan dan Pembetulan SPT Zoom Meeting, 14 Juni 2025 Ikatan Konsultan Pajak
PPN serta Faktur Pajak sesuai Per 11 Tahun Online through Zoom Meeting, Indonesia (IKPI) Pusat
2025 June 14, 2025 Indonesian Tax
Provisions on Reporting and Correction of C o n s u l t a n t s
VAT Returns and Tax Invoices in accordance Association (IKPI)
with PER-11 of 2025 Center
Mencari Keadilan Melalui Upaya Hukum Zoom Meeting , 13 Oktober Ikatan Konsultan Pajak
Keberatan dan Banding 2025 Indonesia (IKPI) Pusat
Seeking Justice Through Legal Remedies of Online through Zoom Meeting, Indonesian Tax
Objection and Appeals October 13, 2025 C o n s u l t a n t s
Association (IKPI)
Center
Aspek Akuntansi & Perpajakan Koperasi Zoom Meeting , 15 Oktober Ikatan Konsultan Pajak
Simpan Pinjam (Sesuai Sak Entitas Privat, 2025 Indonesia (IKPI) Pusat
Permenkop & Peraturan Perpajakan Terbaru) Online through Zoom Meeting, Indonesian Tax
Accounting & Taxation Aspects of Savings October 15, 2025 C o n s u l t a n t s
and Loan Cooperatives (In Accordance Association (IKPI)
with SAK for Private Entities, Ministry of Center
Cooperatives Regulations, and the Latest
Tax Regulations)
Optimalisasi AI Untuk Produktivitas Kerja: Zoom Meeting, 18 November Ikatan Konsultan Pajak
Khusus Bidang Perpajakan Dan Akuntansi 2025 Indonesia (IKPI) Pusat
Optimizing AI for Work Productivity: Focused Online through Zoom Meeting, Indonesian Tax
on Taxation and Accounting November 30, 2025 C o n s u l t a n t s
Association (IKPI)
Center
Manajemen Fasilitas Pajak Penghasilan dan Zoom Meeting, 22 November Ikatan Konsultan Pajak
Mekanisme Pengisian di SPT PPh Badan 2025 Indonesia (IKPI) Pusat
Coretax Online through Zoom Meeting, Indonesian Tax
Management of Income Tax Facilities and November 22, 2025 C o n s u l t a n t s
Reporting Mechanisms in the Company Association (IKPI)
Income Tax Return (SPT PPh Badan) under Center
Coretax
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Laporan Singkat Pelaksanaan Kegiatan Brief Report on the Implementation of
Komite Audit Audit Committee Activities
Sepanjang tahun 2025, Komite Audit Perseroan telah Throughout 2025, the Company’s Audit Committee has
melaksanakan tugas dan tanggung jawabnya sesuai carried out its roles and responsibilities based on the
dengan Piagam Komite Audit, ketentuan Peraturan Audit Committee Charter, provision of OJK Regulation,
OJK, serta prinsip GCG. Komite Audit berperan dalam and GCG principles. The Audit Committee assists the
membantu Dewan Komisaris melakukan pengawasan Board of Commissioners in overseeing the financial
terhadap proses pelaporan keuangan, sistem reporting process, internal control systems, risk
pengendalian internal, manajemen risiko, fungsi audit management, internal and external audit functions, as
internal dan eksternal, serta kepatuhan terhadap well as compliance with laws and regulations.
peraturan perundang-undangan.
Dalam menjalankan fungsinya, Komite Audit In performing its role, the Audit Committee held periodic
menyelenggarakan rapat secara berkala dan melakukan meetings and discussed various key aspects related to
pembahasan atas berbagai aspek penting yang berkaitan the Company’s management and operations.
dengan pengelolaan Perseroan.
Kegiatan utama Komite Audit selama tahun 2025 meliputi The main activities of the Audit Committee during 2025
antara lain: included, among others:
1. Menelaah laporan keuangan triwulanan dan tahunan 1. Reviewing quarterly and annual financial statements
sebelum disampaikan kepada Dewan Komisaris untuk prior to submission to the Board of Commissioners
memastikan kewajaran, keandalan, dan kepatuhan to ensure fairness, reliability, and compliance with
terhadap standar akuntansi serta peraturan applicable accounting standards and regulations;
yang berlaku;
2. Menelaah efektivitas sistem pengendalian internal 2. Reviewing the effectiveness of the Company’s
dan manajemen risiko Perseroan; internal control and risk management systems;
3. Melakukan evaluasi terhadap pelaksanaan fungsi 3. Evaluating the performance of the Internal Audit
Audit Internal, termasuk pelaksanaan rencana kerja function, including the implementation of the audit
audit dan tindak lanjut atas temuan audit; work plan and follow-up on audit findings;
4. Menelaah penunjukan, independensi, dan kinerja 4. Reviewing the appointment, independence,
Auditor Eksternal serta ruang lingkup audit performance, and scope of work of the
yang dilakukan; External Auditor;
5. Memantau kepatuhan Perseroan terhadap peraturan 5. Monitoring the Company’s compliance with
perundang-undangan di bidang pasar modal dan capital market regulations and other relevant laws
ketentuan lainnya yang relevan; and regulations;
6. Membahas pengaduan atau laporan yang berkaitan 6. Reviewing complaints or reports related to the financial
dengan proses pelaporan keuangan dan pengendalian reporting process and internal controls, including
internal, termasuk yang disampaikan melalui those submitted through the Whistleblowing System.
mekanisme Whistleblowing System.
Komite Audit senantiasa menyampaikan hasil pengawasan The Audit Committee regularly reports the results of
dan rekomendasi kepada Dewan Komisaris sebagai bahan its oversight and provides recommendations to the
pertimbangan dalam pengambilan keputusan. Melalui Board of Commissioners to support informed decision-
pelaksanaan tugas tersebut, Komite Audit berkontribusi making. Through these activities, the Audit Committee
dalam meningkatkan kualitas tata kelola perusahaan contributes to enhancing corporate governance practices
serta menjaga integritas dan transparansi pengelolaan and safeguarding the integrity and transparency of the
Perseroan. Company’s management.
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Organ Pendukung Direksi
Organs Under the Board of Directors
Sekretaris Perusahaan Corporate Secretary
Fungsi Sekretaris Perusahaan dibentuk dalam rangka The Corporate Secretary’s role is to act as a liaison officer
sebagai pejabat penghubung (Liaison Officer) dalam in communicating with stakeholders, as well as to ensure
berkomunikasi dengan pemangku kepentingan, serta that all of the Company’s operational activities align with
memastikan seluruh aktivitas operasional Perseroan the good corporate governance principles. This is in line
selaras dengan prinsip tata kelola perusahaan yang baik. with POJK No. 35/POJK.04/2014 concerning the Corporate
Hal ini sejalan dengan POJK No. 35/POJK.04/2014 tentang Secretary of Issuers or Public Companies.
Sekretaris Perusahaan Emiten atau Perusahaan Publik.
Dasar Hukum Legal Basis
Peraturan Otoritas Jasa Keuangan No. 35/POJK.04/2014 Financial Services Authority Regulation No. 35/
tentang Sekretaris Perusahaan Emiten atau Perusahaan POJK.04/2014 concerning Corporate Secretary of Issuers
Publik. or Public Companies.
Struktur dan Kedudukan Sekretaris Structure and Position of The Corporate
Perusahaan Secretary
Sekretaris Perusahaan diangkat berdasarkan keputusan The Corporate Secretary is appointed by decision of Board
Direksi. Dalam struktur organisasi Perseroan, Sekretaris of Directors. Under the Company’s organization structure,
Perusahaan bertanggung jawab kepada Presiden Direktur. the Corporate Secretary is responsible to the President
Sekretaris Perusahaan dapat dirangkap oleh seorang Director. The Corporate Secretary may be concurrent by
anggota Direksi Perseroan. Sekretaris Perusahaan member of the Board of Director. The Company Secretary
dilarang merangkap jabatan apapun di perusahaan is prohibited to any others concurrent in the other public
publik lain. company.
Pengangkatan Sekretaris Perusahaan wajib dilaporkan The appointment of Corporate Secretary shall be reported
kepada OJK dan diumumkan kepada publik melalui situs to OJK and announced to public through Company’s and
web Perseroan dan Bursa selambat-lambatnya dua 2 IDX official website at latest 2 (two) working days after
(dua) hari kerja setelah pengangkatan. the appointment.
Berikut bagan struktur Sekretaris Perusahaan di Below is the structure chart of corporate secretary in the
Perseroan: Company:
Board of Commissioners
Presiden Direktur
President Director
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Profil Sekretaris Perusahaan Corporate Secretary Profile
Drs. Minarto
Sekretaris Perusahaan
Corporate Secretary
Profil Drs. Minarto sebagai Sekretaris Perusahaan sekaligus Drs. Minarto’s profile as Corporate Secretary and Director
Direktur Perseroan dapat dilihat pada Profil Direksi of the Company can be seen in the Company’s Board of
Perusahaan pada Bab Profil Perusahaan dalam Laporan Directors Profile in the Company Profile Chapter of this
Tahunan ini. Annual Report.
Tugas dan Tanggung Jawab Sekretaris Corporate Secretary Roles and
Perusahaan Responsibilities
Tugas dan tanggung jawab Sekretaris Perusahaan adalah: Corporate Secretary’s roles and responsibilities are:
1. Menjalankan peran sebagai pintu informasi bagi 1. Carry out his role as informant for the Stakeholders;
pemangku kepentingan Perseroan;
2. Memfasilitasi rapat-rapat Pemegang Saham, Dewan 2. Facilitate meetings for the Shareholders, Board of
Komisaris, dan Direksi, sesuai ketentuan dalam Commissioners and Board of Directors based on the
Anggaran Dasar; articles of association;
3. Bertanggung jawab atas penyebarluasan informasi 3. Be responsible for the dissemination of official
resmi mengenai Perseroan kepada para pemangku information on the Company to the shareholders and
kepentingan, sekaligus menjadi pejabat penghubung has the role as a link with capital market authority;
dengan otoritas pasar modal;
4. Menfasilitasi komunikasi yang efektif antara Dewan 4. Facilitate effective communication between the Board
Komisaris dan Direksi; serta of Commissioners and Board of Directors; and
5. M e m p e r s i a p k a n r a p a t D i r e k s i , t e r m a s u k 5. Prepare the Board of Directors meetings, including
mendistribusikan materi agenda sebelum the distribution of agenda before meeting, organize
rapat, mengorganisasi dan mengoordinasi and coordinate the GMS, Public Expose, roadshow,
pelaksanaan RUPS, Paparan Publik, roadshow, administrate the process and document filing,
mengadministrasikan proses serta penyimpanan including Board of Directors’ minutes of meeting,
dokumen, termasuk risalah rapat Direksi, buku share listing and agreement with other parties.
pencatatan saham, dan perjanjian dengan pihak lain.
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Pelatihan Sekretaris Perusahaan Corporate Secretary Training
Selama tahun 2025, Sekreatris Perusahaan telah Throughout 2025, the Corporate Secretary has been
mengikuti program pelatihan sebagai berikut: participated in the following training programs:
Nama dan Jabatan Materi Pendidikan/Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Training/Education Material Place/Date Organizer
Drs. Minarto Pendalaman POJK No.29/POJK.04/2016 tentang Zoom Meeting, 22 Januari ICSA
Sekretaris Perusahaan Laporan Tahunan Emiten atau Perusahaan Publik 2025
Corporate Secretary dan Pendalaman POJK No.51/POJK.03/2017 tentang Online through Zoom
Penerapan Keuangan Berkelanjutan bagi Lembaga Meeting, January 22, 2025
Jasa Keuangan, Emiten, dan Perusahaan Publik
In-depth Study of POJK No.29/POJK.04/2016 on
Annual Reports of Issuers or Public Companies and
In-depth Study of POJK No.51/POJK.03/2017 on the
Implementation of Sustainable Finance for Financial
Services Institutions, Issuers, and Public Companies
Pendalaman POJK No. 14/POJK.04/2022 Tentang Zoom Meeting, 18 Februari ICSA
Penyampaian Laporan Keuangan Berkala Emiten 2025
Atau Perusahaan Publik Online through Zoom
In-depth Study of POJK No.14/POJK.04/2022 on Meeting, Februar y 18,
Submission of Periodic Financial Statement for Issuer 2025
or Public Companies
ESG Disclosure: Peran Corporate Secretary dalam Zoom Meeting, 24 Februari ICSA
Penyampaian ESG Metrics melalui SPE-IDXnet 2025
ESG Disclosure: Corporate Secretary Role in ESG Online through Zoom
Metrics Submission through SPE-IDXnet Meeting, February 24,
2025
Corporate Reputation in the Digital Era: Strategies Zoom Meeting, 26 Februari ICSA
to Build Investor Trust Confirmation 2025
Online through Zoom
Meeting, February 26,
2025
Peran Perusahaan Publik dalam Keuangan Zoom Meeting, 13 Maret Asosiasi Emiten
Berkelanjutan: Memahami Taksonomi untuk 2025 Indonesia (AEI)
Keuangan Berkelanjutan Indonesia Versi 2 Online through Zoom Indonesian Public
The Role of Public Companies in Sustainable Finance: Meeting, March 13, 2025 Listed Companies
Understanding Indonesia’s Sustainable Finance Association (AEI)
Taxonomy Version 2
Peran Corporate Secretary dalam Mendorong Zoom Meeting, 17 Maret ICSA
Governansi, Manajemen Risiko, dan Kepatuhan 2025
(GRK) yang Baik Online through Zoom
Corporate Secretary Role in Promoting Good Meeting, March 17, 2025
Governance, Risk Management, and Compliance
(GRC)
Menavigasi Tantangan ESG melalui Penguatan Zoom Meeting, 18 Maret ICSA
Kebijakan Good Corporate Governance 2025 | Online through
Navigating ESG Challenges through Good Corporate Zoom Meeting, March 18,
Policies 2025
Pendalaman Peraturan Otoritas Jasa Keuangan Zoom Meeting, 15 Mei ICSA
Nomor 29 Tahun 2023 tentang Pembelian Kembali 2025
Saham Yang Dikeluarkan Oleh Perusahaan Terbuka Online through Zoom
In-Depth Study of Financial Services Authority Meeting, May 15, 2025
Regulation (OJK) Number 29 of 2023 on the Buyback
of Shares Issued by Public Companies
Pendalaman Peraturan Otoritas Jasa Keuangan Zoom Meeting, 17 Juni ICSA
Nomor 14 Tahun 2019 tentang Perubahan atas 2025
Peraturan Otoritas Jasa Keuangan Nomor 32 Tahun Online through Zoom
2015 tentang Penambahan Modal Perusahaan Meeting, June 17, 2025
Terbuka Dengan Memberikan Hak Memesan Efek
Terlebih Dahulu
In-Depth Study of Financial Services Authority
Regulation (OJK) Number 14 of 2019 on Amendments
to OJK Regulation Number 32 of 2015 Regarding
Capital Increases in Public Companies through
Preemptive Rights
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Nama dan Jabatan Materi Pendidikan/Pelatihan Tempat/Tanggal Penyelenggara
Name and Position Training/Education Material Place/Date Organizer
Pendalaman Peraturan Otoritas Jasa Keuangan Zoom Meeting, 29 Juli ICSA
Nomor 4 Tahun 2024 tentang Laporan Kepemilikan 2025
atau Setiap Perubahan Kepemilikan Saham Online through Zoom
Perusahaan Terbuka dan Laporan Aktivitas Meeting, July 29, 2025
Menjaminkan Saham Perusahaan Terbuka
In-Depth Study of Financial Services Authority
Regulation (OJK) No. 4 of 2024 on Reporting of
Share Ownership or any changes to the share
ownership, and the reporting of Share Pledging
Activities at the Public Companies
Penerapan dan Pemahaman POJK Nomor 14 Tahun Zoom Meeting, 31 Juli Asosiasi Emiten
2025 Tentang Pelaksanaan Rapat Umum Pemegang 2025 Indonesia (AEI)
Saham, Rapat Umum Pemegang Obligasi, dan Rapat Online through Zoom dan Otoritas Jasa
Umum Pemegang Sukuk Secara Elektronik Meeting, July 31, 2025 Keuangan (OJK)
Implementing and Understanding of POJK Number Indonesian Public
14 of 2025 on the Electronic holding of General Listed Companies
Meetings of Shareholders, Bondholders, and Sukuk Association (AEI)
Holders and Financial
Services Authority
(OJK)
Kesiapan Emiten Perusahaan Publik Dalam Gedung OJK Surabaya, 27 Asosiasi Emiten
Menghadapi Gejolak Ekonomi Global dan Agustus 2025 Indonesia
Pengaruhnya bagi Pasar Modal Indonesia & OJK Building, Surabaya, Indonesian Public
Pendalaman POJK Nomor 14 Tahun 2025 dan August 27, 2025 Listed Companies
Efektifitas Pemanfaatan Teknologi Dalam Penerapan Association (AEI)
POJK Nomor 14 Tahun 2025 and
Readiness of Issuers and Public Company in Facing
Global Economic Turmoil and Its Impact on the
Indonesian Capital Market & In-depth Review of
POJK Number 14 of 2025 and the Effectiveness of
Technology Utilization in Implementing POJK Number
14 of 2025
Diseminasi Penyempurnaan dan Pemanfaatan Zoom Meeting, 05 Kementerian
Klasifikasi Baku Lapangan Usaha Indonesia (KBLI) Desember 2025 Koordinator Bidang
Tahun 2025 Online through Zoom Perekonomian
Dissemination of the Refinement and Utilization Meeting, December 05, Republik Indonesia
of the 2025 Indonesian Standard Industrial 2025 Coordinating
Classification (KBLI) Ministry for
Economic Affairs
of the Republic of
Indonesia
Sosialisasi Kewajiban Penyampaian Laporan Mooz Hotel Surabaya, 17 Asosiasi Emiten
Kepemilikan atau Setiap Perubahan Kepemilikan Desember 2025 Indonesia
Saham serta Laporan Aktivitas Menjaminkan Saham Mooz Hotel, Surabaya, Indonesian Public
Secara Elektronik December 17, 2025 Listed Companies
Socialization of the Obligation to Submit Reporting Association (AEI)
of Share Ownership or any changes to the share and
ownership and the reporting of share pledging
activities Electronically
Sosialisasi Kewajiban Penyampaian Laporan Zoom Meeting, 19 Otoritas Jasa
Kepemilikan atau Setiap Perubahan Kepemilikan Desember 2025 Keuangan
Saham serta Laporan Aktivitas Menjaminkan Saham Online through Zoom Financial Services
Secara Elektronik Meeting, December 19, Authority
Socialization of the Obligation to Submit Reporting 2025
of Share Ownership or any changes to the share
ownership and the reporting of share pledging
activities Electronically
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Pelaksanaan Tugas Sekretaris Perusahaan Implementation of Corporate Secreatry
Roles
Di sepanjang tahun 2025, Sekretaris Perusahaan telah Throughout 2025, the Corporate Secretary has carried
melaksanakan kegiatan-kegiatan dan tanggung jawabnya out the following activities and responsibilities:
sebagai berikut:
1. Memfasilitasi Rapat Pemegang Saham, Dewan 1. Facilitating the Shareholders, Board of Commissioner
Komisaris dan Direks diantaranya: and Director Meeting, among others:
a. Menyusun agenda, materi, dan notulen Rapat a. Preparing agendas, materials, and minutes of
Umum Pemegang Saham (RUPS) serta rapat the General Meeting of Shareholders (GMS) and
Dewan Komisaris dan Rapat Direksi; Board of Commissioner and Director meetings;
b. Menyampaikan undangan RUPS dan rapat Dewan b. Subtmitting invitations for GMS and Board
Komisaris dan/atau Direksi sesuai ketentuan of Commissioner and/or Director meetings
regulasi; accordinng to regulations;
c. Memastikan dokumentasi dan tindak lanjut c. Ensuring proper documentation and follow-up
keputusan rapat tersimpan dan terlaksana of meeting resolutions.
dengan baik.
2. Melakukan Keterbukaan dan Publikasi Informasi, 2. Conducting Information Disclosure and Publication,
diantaranya dengan: among others:
a. Menyampaikan informasi material dan rutin a. Submitting material and routine information to
kepada OJK dan Bursa Efek Indonesia; OJK and the Indonesia Stock Exchange;
b. Memelihara situs web Perseroan sebagai sarana b. Maintaining the Company’s website as a
komunikasi dan transparansi kepada pemegang communication and transparency platform for
saham, investor, dan publik; shareholders, investors, and the public;
c. Menyusun dan mendistribusikan laporan tahunan, c. Preparing and distributing annual reports,
laporan keberlanjutan, dan siaran pers secara sustainability reports, and press releases in a
tepat waktu. timely manner.
3. Kepatuhan terhadap Peraturan, diantaranya: 3. Regulatory Compliance, among others:
a. Memastikan Perseroan mematuhi ketentuan a. Ensuring the Company complies with capital
peraturan pasar modal, keterbukaan informasi, market regulations, disclosure information, and
dan peraturan terkait lainnya; other relevant regulations;
b. Membantu Dewan Komisaris dan Direksi dalam b. Assisting the Board of Commissioners and
memahami dan menindaklanjuti perubahan Directors in understanding and following up on
regulasi yang relevan. relevant regulatory changes.
4. Hubungan Investor dan Pemangku Kepentingan, 4. Investor and Stakeholder Relations, among others:
diantaranya dengan:
a. Menjalin komunikasi aktif dengan pemegang a. Maintaining active communication with
saham, analis, dan investor; shareholders, analysts, and investors;
b. Menyampaikan informasi yang jelas dan b. Providing clear and transparent information
transparan mengenai kinerja dan strategi regarding the Company’s performances and
Perseroan; strategies;
c. Menampung dan menindaklanjuti pertanyaan c. Receiving and addressing questions or feedback
maupun masukan dari pemangku kepentingan. from stakeholders.
Departemen Audit Internal Internal Audit Department
Departemen Audit Internal adalah bagian penting The Internal Audit Department is a vital component of
dalam struktur organisasi perusahaan yang memiliki the Company’s organizational structure, tasked with
peran memberikan pandangan independen dan objektif providing an independent and objective perspective of
terkait aktivitas operasional perusahaan. Direksi telah the Company’s operational activities. Established by the
membentuk Departemen Audit Internal untuk membantu Board of Directors, the Internal Audit Unit supports better
Direksi dalam memastikan pengelolaan Perseroan management of the Company by offering assurance as
menjadi lebih baik dengan memberikan keyakinan, serta well as independent and objective consultation in creating
konsultasi yang bersifat independen dan obyektif dalam and maintaining value that aligns with stakeholder
menciptakan dan menjaga nilai yang selaras dengan interests. To ensure independence and objectivity, the
kepentingan pemangku kepentingan. Untuk memastikan Internal Audit Unit reports functionally to the President
independensi dan objektivitas, Departemen Audit Internal
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
secara fungsional melapor kepada Presiden Direktur dan Director and to the Board of Commissioners through the
kepada Dewan Komisaris melalui Komite Audit. Audit Committee.
Dasar Hukum Legal Basis
Peraturan Otoritas Jasa Keuangan No. 56/ Financial Services Authority Regulation No. 56/
POJK.04/2015 tentang Pembentukan dan Pedoman POJK.04/2015 on the Establishment and Guidelines
Penyusunan Piagam Unit Audit Internal. for Internal Audit Charter.
Piagam Audit Internal Internal Audit Charter
Departemen Audit Internal Perseroan telah memiliki The Company’s Audit Internal Department has established
Piagam Audit Internal yang telah disahkan oleh Direksi Internal Audit Charter which was approved by the Board
pada 2 September 2022 dan dapat diakses di https:// of Directors on September 2, 2022 and can be accessed
www.pakuwonjati.com/id/pages/52/internal-audit-audit- at https://www.pakuwonjati.com/id/pages/52/internal-
committee. audit-audit-committee.
Tugas dan Tanggung Jawab Roles and Responsibilities
1. Melaksanaan rencana kerja tahunan; 1. To implement the annual work plan;
2. Melaksanakan pemeriksaan sesuai dengan system 2. To carry out audits in accordance with the Company’s
pemeriksaan pengendalian internal Perseroan; internal control audit system;
3. Mengoordikasikan kegiatan pemeriksaan dengan 3. To coordinate audit activities with the President
Presiden Direktur tentang pencapaian tujuan Director regarding the achievement of audit
pemeriksaan dan tujuan Perseroan; objectives and company objectives;
4. Menyusun laporan audit untuk disampaikan kepada 4. Develop an audit report to submit to President
Presiden Direktur dan Dewan Komisaris serta Director and Bord of Commissioners and follow up
menindaklanjuti temuan hasil audit. the audit findings;
5. Tindak lanjut temuan audit dilaporkan oleh bagian 5. Follow up the audit findings will be reported to the
audit internal dan dikonsolidasikan dengan Komite Audit Committee to ensure that the management
Audit untuk memastikan bahwa tindakan yang tepat has taken the correct measures.
telah diambil dan dilaksanakan oleh manajemen.
Keanggotaan Audit Internal Membership of Internal Audit
Struktur Keanggotaan Membership Structure
Departemen Audit Internal Perseroan dipimpin oleh The Company’s Internal Audit Department is led by a
seorang Kepala Departemen dan 4 (empat) orang staf Department Head and 4 (four) internal auditor staff. In
auditor internal. Dalam pelaksanaan tugas dan tanggung carrying out its duties and responsibilities, the Internal
jawabnya, Departemen Audit Internal bertanggung jawab Audit Department reports directly to the President
secara langsung kepada Presiden Direktur. Director.
Persyaratan Requirements
Berdasarkan POJK No. 56/POJK.04/2015, seorang auditor Based on POJK No. 56/POJK.04/2015, an internal auditor
internal dalam Departemen Audit Internal wajib memenuhi in Internal Audit Department shall met the following
persyaratan sebagai berikut: requirements:
1. memiliki integritas dan perilaku yang profesional, 1. Have a professional, independent, fair, and objective
independen, jujur, dan objektif dalam integrity and conduct in performing his or her duties;
pelaksanaan tugasnya;
2. memiliki pengetahuan dan pengalaman mengenai 2. Have the knowledge and experience on audit
teknis audit dan disiplin ilmu lain yang relevan dengan technique and other relevant disciplines for his or
bidang tugasnya; her duties;
3. memiliki pengetahuan tentang peraturan perundang- 3. Have the knowledge in capital market regulations
undangan di bidang Pasar Modal dan peraturan and other relevant regulations;
perundang-undangan terkait lainnya;
4. memiliki kecakapan untuk berinteraksi dan 4. Have the capability to effectively interact and
berkomunikasi baik lisan maupun tertulis communicate both verbally and in writing;
secara efektif;
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5. mematuhi standar profesi yang dikeluarkan oleh 5. Comply with the professional standard issued by the
asosiasi Internal Audit; Institute of Internal Auditors (as elaborared below);
6. mematuhi kode etik Internal Audit; 6. Comply with the code of ethics of an Internal Auditor;
7. menjaga kerahasiaan informasi dan/atau data 7. Maintain confidentiality of the Company’s information
Perseroan terkait dengan pelaksanaan tugas dan and/or data related to the performance of the Internal
tanggung jawab Internal Audit kecuali diwajibkan Audit Unit’s duties and responsibilities except as
berdasarkan peraturan perundang-undangan atau required by the law or court’s stipulations/decisions;
penetapan atau putusan pengadilan;
8. memahami prinsip tata kelola perusahaan yang baik 8. Understand the good corporate governance and risk
dan manajemen risiko; dan management principles;
9. bersedia meningkatkan pengetahuan, keahlian, 9. Be willing to improve his or her professional
dan kemampuan profesionalismenya secara terus- knowledge, expertise and skills on a continued basis.
menerus.
Prosedur Pengangkatan dan Pemberhentian Procedure of Appointment and Dismissal
Kepala Depertemen Audit Internal diangkat dan The Internal Audit Department Head is appointed and
diberhentikan langsung oleh Presiden Direktur melalui dismissed by the President Director with the Board of
persetujuan Dewan Komisaris. Berikut alur pengangkatan Commissioners’ approval. The following is procedure of
dan pemberhentian Kepala Departemen Audit Internal. appointment and dismissal for Internal Audit Department
Head.
Alur Pengangkatan/Pemberhentian Kepala Departemen Audit Internal
Flow of Appointment/Dismissal of Head of Internal Audit Department
Penyampaian usulan Dewan Komisaris Penetapan Menyampaikan laporan
pengangkatan/ memberikan pengangkatan/ mengenai pengangkatan/
pemberhentian Kepala persetujuan dengan pemberhentian melalui pemberhentian Kepala
Departemen Audit mempertimbangkan Surat Keputusan Direksi. Departemen Audit
Internal kepada Dewan rekomendasi Komite Internal kepada OJK.
Komisaris melalui Komite Audit. Decision of the
Audit. Appointment/Dismissal by Submit a Report of the
The Board of the Decree of the Board of Appointment/Dismissal of
Submission of Proposed Commissioners gives Directors. Internal Audit Division Head
Appointment/Dismissal approval by considering the to the OJK.
of Internal Audit Division recommendation of the Audit
Head to the Board of Committee.
Commissioners through
Audit Committee.
Struktur Organisasi Organizational Structure
Dewan Komisaris
Board of Commissioners
Komite Audit
Audit Committee
Presiden Direktur
President Director
Departemen Audit Internal
Internal Audit Department
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Profil Kepala Audit Internal Head of Internal Audit Profile
Bosse Gozali
Kepala Unit Audit Internal
Head of Internal Audit Unit
Kewarganegaraan | Nationality
Indonesia
Usia | Age
66 tahun | Years old
Riwayat Pendidikan Education History
Sarjana Ekonomi jurusan Akuntansi dari Universitas Surabaya Bachelor of Economics majoring in Accounting from Surabaya
(1994). University (1994).
Pengalaman Kerja Work Experience
• Berpengalaman kerja sebagai partner pada KAP Kreston • Has experience as a partner at KAP Kreston Indonesia
Indonesia (1983 -sekarang) (1983-present)
• Berpengalaman kerja sebagai Konsultan di PT Handal • Has experience as a Consulting at PT Handal Wahana
Wahana Raya (2017 -sekarang) Raya (2017-present)
Rangkap Jabatan Concurrent Position
• Partner pada KAP Kreston Indonesia (1983 -sekarang) • Has experience as a partner at KAP Kreston Indonesia
(1983-present)
• Konsultan di PT Handal Wahana Raya (2017 -sekarang) • Consulting at PT Handal Wahana Raya (2017-present)
Kode Etik Auditor Internal Internal Auditor Code of Conducts
Perseroan memiliki kode etik auditor internal yangn The Company has internal auditor code of conducts
mengacu pada Kode Etik dari The Institute of Internal refers to the Code of Conducts of The Institute of
Auditors yang memuat standar perilaku sebagai pedoman Internal Auditors which contains standards of conduct
bagi seluruh Auditor Internal dalam menjalankan praktik as guidelines for all Internal Auditors in carrying out
audit internal. internal audit practices.
Integritas Objektivitas Kerahasiaan Kompetensi
Integrity Objectivity Concealment/Confidentiality Competence
Menunjukkan kejujuran, Tidak melakukan kegiatan Bersikap hati-hati Melaksanakan setiap
obyektivitas, dan yang dapat berpotensi/ dan bijaksana dalam penugasan dengan
Kesungguhan dalam menimbulkan konflik menggunakan informasi menggunakan
melaksanakan tugas, dengan kepentingan yang diperoleh, selalu pengetahuan, keahlian,
serta taat hukum dan etika Perusahaan, tidak menjaga kerahasiaan pengalaman, dan
Perusahaan. menerima sesuatu dalam data dan informasi terkait kompetensi profesional
bentuk apapun dari auditee dengan pelaksanaan yang dimiliki, senantiasa
Demonstrate honesty, dan pihak lain yang terkait tugasnya serta tidak meningkatkan kompetensi
objectivity, and sincerity in dengan pekerjaan audit, menggunakan informasi serta efektivitas dan
carrying out duties, as well as mengungkapkan semua untuk keuntungan pribadi kualitasnya secara
obeying the law and ethics of fakta penting dan material atau kelompok yang dapat berkelanjutan.
the Company. serta tidak menutupi menimbulkan kerugian
adanya praktik-praktik Perusahaan. Carry out each assignment
yang melanggar hukum using their knowledge,
Be careful and prudent expertise, experience, and
Not doing activities that can in using the information professional competence,
potentially/cause conflict with obtained, always maintain always improving
the Company’s interests, not the confidentiality of data their competence and
accepting anything in any form and information related effectiveness and quality on
from the auditee and other to the implementation of an ongoing basis.
parties related to audit work, its duties and do not use
disclosing all important and information for personal
material facts and not covering or group benefits
up the existence of unlawful that can cause losses to
practices. the Company.
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Program Kerja Work Programs
Metodologi Audit Audit Methodology
Departemen Audit Internal telah menyusun Program Kerja Internal Audit Department has prepared the Annual
Pengawasan Tahunan melalui metodologi audit berbasis Supervisory Work Program using a risk-based audit
risiko (risk based audit) yang digunakan sejak tahap methodology, which is applied from the annual
perencanaan audit tahunan, pelaksanaan audit, hingga audit planning stage through audit implementation
pelaporan. Penilaian risiko dilakukan secara menyeluruh, and reporting. The risk assessment is conducted
mencakup unit kerja di kantor pusat maupun unit bisnis. comprehensively, covering both head office and business
units.
Di tahun 2025, kegiatan audit yang telah dilakukan oleh In 2025, the audit activities carried out by the Internal
Departemen Audit Internal adalah sebagai berikut: Audit Department were as follows:
1. Audit Keuangan 1. Financial Audit
a. Pemeriksaan atas laporan keuangan triwulanan a. E x a m i n a t i o n o f q u a r t e r l y a n d a n n u a l
dan tahunan; financial statements;
b. Penilaian kepatuhan terhadap standar akuntansi, b. Assessment of compliance with accounting
peraturan OJK, dan prosedur internal. standards, OJK regulations, and
2. Audit Operasional dan Proses Bisnis internal procedures.
a. Evaluasi efektivitas proses bisnis utama maupun 2. Operational and Business Process Audit
bisnis lainnya yang dijalankan oleh Perseroan; a. Evaluation of the effectiveness of core business
processess and other business which conducted
by the Company;
b. Penilaian pengendalian operasional, penggunaan b. Assessment of operational controls, asset
aset, dan pengelolaan biaya; utilization, and cost management;
c. Identifikasi potensi risiko operasional dan c. Identification of operational risks and
rekomendasi perbaikan. recommendations for improvement.
3. Audit Kepatuhan dan Regulasi 3. Compliance and Regulatory Audit
a. Penilaian kepatuhan terhadap ketentuan pasar a. Assessment of compliance with capital market
modal, hukum, dan peraturan internal; regulations, laws, and internal policies;
b. Pemeriksaan dokumen kontrak, lisensi, dan izin b. Review of relevant contracts, licenses,
yang relevan. and permits.
4. Audit Sistem Informasi dan Teknologi 4. Information Systems and Technology Audit
a. Evaluasi kontrol atas sistem informasi dan a. Evaluation of IT system controls and data security;
keamanan data;
b. Penilaian efektivitas prosedur backup, recovery, b. Assessment of backup, recovery, and access
dan pengendalian akses. control procedures.
5. Audit Program dan Proyek Strategis 5. Strategic Programs and Projects Audit
a. Peninjauan pelaksanaan proyek pembangunan, a. Review the implementation of construction
investasi, dan program strategis lainnya; projects, investments, and other
strategic programs;
b. Menilai kesesuaian antara pelaksanaan dengan b. Assess alignment of execution with planning,
perencanaan, anggaran, dan kebijakan Perseroan. budgets, and Company policies.
Rapat Departemen Audit Audit Department Meeting
Sejalan dengan regulasi yang berlaku, Departemen Audit Align with the applicable regulations, Internal Audit
Internal wajib mengadakan rapat secara berkala maupun Department is required to perform regular and/or
insidentil dengan Direksi, Dewan Komisaris, dan/atau incidental meetings with the Board of Directors, Board of
Komite Audit. Rapat tersebut, antara lain membahas Commissioners and/or Audit Committee. These meetings,
tentang hasil temuan Departemen Audit Internal maupun among others, discuss the Internal Audit Department’s
koordinasi terkait dengan rencana audit. findings and coordinate audit planning.
Sepanjang tahun 2025, Departemen Audit Internal Throughout 2025, The Company’s Internal Audit
Perseroan telah menyelenggarakan dan mengikuti rapat Department held 3 (three) meetings with the Board
sebanyak 3 (tiga) kali dengan Direksi dan 2 (dua) kali of Directors and 2 (two) meetings with the Board of
dengan Dewan Komisaris dan Komite Audit. Commissioner and Audit Committee.
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Tata Kelola Perusahaan yang Baik
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Pelatihan Departemen Audit Internal Training of Internal Audit Department
Selama tahun 2025, Departemen Audit Internal telah Throughout 2025, the Internal Audit Department has
mengikuti program pelatihan sebagai berikut: been participated in the following training programs:
Materi Pendidikan/
Nama dan Jabatan Tempat/Tanggal Penyelenggara
No Pelatihan
Name and Position Place/Date Organizer
Training/Education Material
1 Teddy Sakul ( Senior Manager Internal Control and Auditing Zoom 30 Januari 2025 lnstitut Akuntan Publik
IAS For Fraud Prevention and O n l i n e t h r o u g h Z o o m Indonesia (IAPI)
IAS Manager Senior ) Detection Meeting, Januari 20, 2025 Indonesian Institute of
Certified Public Accountants
Kartika Surya C ( IAS Manager ) (IAPI)
Sri lndrastuti ( IAS Manager )
Yeni Novilia
Laurencia Stefhannie ( Staff )
Welliyanto Chandra ( staff )
2 Teddy Sakul ( Senior Manager F r a u d Audit a n d Hotel Lumire Jakarta , 03 - KOKEK Consulting
IAS Investigation Training 04 Juni 2025
IAS Manager Senior ) Lumire Hotel, Jakarta, Juni
03 – 04, 2025
Kartika Surya C ( IAS Manager )
Yeni Novilia
3 Kartika Surya C ( IAS Manager ) Self Leadership untuk PLC , 4 Agustus 2025 Brigjen TNI Dr Singgih
m e n i n g k a t k a n k i n e r j a PLC, August 4, 2025 Pambudi & dr Danang
Sri lndrastuti ( IAS Manager ) Karyawan Baskoro M.Psi Psikolog
Self Leadership to improving
Employee performance
4 Sri lndrastuti ( IAS Manager ) Training of Trainer PLC , 25 Oktober 2025 Iman N. Bajuasijadji, SH.,
PLC, October 25, 2025 MM., CHRGM., CHRM.,
CODM., CRM., CBSCP.,
CPHR., CPLP., CG., CCP.,
COOP.
5 Teddy Sakul ( Senior Manager Google Work Space (google zoom 12 November 2025 IT Pakuwon bekerjasama
IAS Sheet) dan Gemini Al untuk Online through Zoom dengan Google
IAS Manager Senior ) analisa datanya Meeting, November 12, IT Pakuwon in collaboration
Google Work Space (google 2025 with Google
Kartika Surya C ( IAS Manager ) Sheet) and AI Gemini for
data analyzing
Sri lndrastuti ( IAS Manager )
Yeni Novilia
Laurencia Stefhannie ( Staff )
Welliyanto Chandra ( staff )
6 Teddy Sakul ( Senior Manager Materi Sosialisasi Pengisian Zoom , 11 Desember 2025 PB Taxand Surabaya
IAS SPT Tahunan PPh Orang O n l i n e t h r o u g h Z o o m
IAS Manager Senior ) Pribadi melalui Sistem Meeting, December 11, 2025
Coretax
Kartika Surya C ( IAS Manager ) Socialization Material on
Filing Annual Individual
Sri lndrastuti ( IAS Manager ) Income Tax (PPh) through
the Coretax System
Yeni Novilia
Laurencia Stefhannie ( Staff )
Welliyanto Chandra ( staff )
Laporan Pelaksanaan Tugas Report of Duties Implementation
Di sepanjang tahun 2025, Departemen Audit Internal Throughout 2025, the Internal Audit Department has
telah melaksanakan kegiatan-kegiatan dan tanggung carried out the following activities and responsibilities:
jawabnya sebagai berikut:
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No. Surat Penugasan Judul Penugasan Periode Penugasan
No
Letter of Assigment Assignment Subject Assignment Period
1 002/DOF-PJ/I/2025 Update SOP Commercial atas hasil Januari - Mei 2025
audit 2024 beserta Sosialisasi January – May 2025
perubahannya
Update Commercial SOP based on
2024 audit result and socialization of
changes
2 001/IAS-IM/V/2025 Audit Sertifikat Tanah 19 Mei - 22 Juli 2025
Landed Certificate Audit Mei 19 – July 22, 2025
3 020/DOF-PJ/VII/2025 T r a i n i n g P e n g e n a l a n S O P k e 1 Juli 2025
Engineering July 1, 2025
Introduction to SOP Training for
Engineering
4 021/DOF-PJ/VII/2025 Training SOP Landed Housing 15 Juli 2025
Training SOP Landed Housing July 15, 2025
5 001/IA/VII/25 Audit terkait vendor Purchasing Juli 2025
Audit related to Purchasing Vendors July 2025
6 005/DOF-PJ/II/2025 SOP Sistem Manajemen Keselamatan Agustus 2025 - saat ini (masih on
dan Kesehatan Kerja progress)
SOP of Occupational Health and Safety August 2025 - present (still in progress)
Management System
7 023/DOF-PJ/VIII/2025 SOP PCK Agustus 2025 - saat ini (masih on
SOP PCK progress)
August 2025 - present (still in progress)
8 001/IA/VIII/25 Audit Engineering (FCU) Blok M Agustus - September 2025
Audit Engineering (FCU) Blok M August - September 2025
9 001/IA/IX/25 Audit Engineering (FCU) Kota September 2025
Kasablanka
Audit Engineering (FCU) Kota
Kasablanka
10 002/IA/IX/25 Audit Library September 2025
Audit Library
11 003/IA/IX/25 Audit Engineering (FCU) Gandaria City September 2025
Audit Engineering (FCU) Gandaria City
12 004/IA/IX/25 Audit data BGB periode tahun 2024 September 2025
Apartement
BGB data audit for Apartments in the
2024 period
13 024/DOF-PJ/IX/2025 SOP Landed Housing Pengerjaan SOP Project
SOP Landed Housing Preparation of Project SOI
14 026/DOF-PJ/X/2025 SOP Badan Pengelola Lingkungan Pengerjaan Sop Badan Pengelola
Environmental Management Division Lingkungan
SOP Preparation of Preparation of
Environmental Management Division
SOP
15 003/IA/X/25 Audit Land Acquisition Dan Permit Oktober 2025
Land Acquisition and Licensing Audit October 2025
16 004/IA/X/25 Audit data base customer CGR periode Oktober 2025
tahun 2025 untuk program BGB October 2025
CGR customer database audit in the
2025 period for BGB program
17 004/IA/XI/25 Audit GPS Marketing Strata (SOP, November 2025
database potensial buyer dan existing
buyer di aplikasi next)
GPS Marketing Strata Audit (SOP,
database of potential and existing
buyers in the next application)
18 005/IA/XI/25 Audit EPH Marketing Strata (SOP, November - Desember 2025
database potensial buyer dan existing November - December 2025
buyer di aplikasi next)
EPH Marketing Strata Audit (SOP,
database of potential and existing
buyers in the next application
19 001/IA/XII/25 Audit Receptionist Lt 32 Desember 2025
Audit Receptionist, 32nd Floor December 2025
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Komite Keberlanjutan & ESG Sustainability & ESG Committee
Perseroan membentuk Komite Keberlanjutan & ESG The Company established the Sustainability & ESG
pada 24 Januari 2025 sebagai bagian dari komitmen Committee at beginning of January 24, 2025 as part
Perseroan dalam memperkuat integrasi prinsip of its commitment to strengthening the integration of
keberlanjutan ke dalam strategi dan operasional bisnis. sustainability principles into its business strategy and
Komite ini berperan untuk membantu kerja Direksi dalam operations. This Committee supports the Board of
mengarahkan kebijakan serta inisiatif yang berkaitan Directors in guiding policies and initiatives related to
dengan aspek lingkungan, sosial, dan tata kelola (ESG), environmental, social, and governance (ESG) aspects,
sekaligus memastikan bahwa pertimbangan keberlanjutan while ensuring that sustainability considerations are
menjadi bagian dari proses pengambilan keputusan yang embedded in long-term decision-making processes.
berorientasi jangka panjang.
Pedoman Kerja Work Guidelines
Perseroan telah memiliki Piagam Komite Keberlanjutan & The Company has established a Sustainability & ESG
ESG yang disahkan pada tanggal 24 Januari 2025 sebagai Committee Charter, ratified on 24 January 2025, as a
landasan dan pedoman dalam memastikan integrasi prinsip foundation and guideline to ensure the integration of
keberlanjutan ke dalam strategi, operasional, manajemen sustainability principles into the Company’s strategy,
risiko, serta proses pengambilan keputusan Perseroan. operations, risk management, and decision-making
Piagam ini mengatur tujuan, struktur, dan mekanisme processes. The Charter outlines the purpose, structure,
kerja Komite yang terdiri atas tiga bidang utama, yaitu and working mechanisms of the Committee, which
Iklim dan Lingkungan, Sumber Daya Manusia (SDM) dan consists of three main areas: Climate and Environment,
Kesehatan dan Keselamatan Kerja (K3), serta Corporate Human Resources (HR) and Occupational Health and
Social Responsibility (CSR), dengan kepemimpinan berada Safety (OHS), and Corporate Social Responsibility
di bawah Direktur Keuangan. Dalam pelaksanaannya, Komite (CSR), under the leadership of the Finance Director. In
Keberlanjutan & ESG bertanggung jawab dalam menetapkan its implementation, the Sustainability & ESG Committee
arah strategis, target, dan roadmap keberlanjutan, serta is responsible for setting the strategic direction,
memastikan efektivitas implementasi program dan kinerja targets, and sustainability roadmap, as well as ensuring
ESG secara berkala, termasuk pengelolaan risiko dan the effectiveness of ESG program implementation
peluang terkait perubahan iklim. Piagam ini juga mengatur and performance on an ongoing basis, including the
mekanisme rapat, pengambilan keputusan, serta pelaporan management of climate-related risks and opportunities.
kepada Direksi dan Dewan Komisaris guna memastikan The Charter also governs meeting procedures, decision-
akuntabilitas dan transparansi dalam pelaksanaan making processes, and reporting to the Board of Directors
keberlanjutan. and the Board of Commissioners to ensure accountability
and transparency in sustainability implementation.
Tugas dan Tanggung Jawab Duties and Responsibilities
Dalam menjalankan mandatnya, Komite Keberlanjutan In carrying out its mandate, the Sustainability & ESG
& ESG bertanggung jawab untuk memastikan integrasi Committee is responsible for ensuring the integration
prinsip ESG ke dalam strategi bisnis, operasional, of ESG principles into the Company’s business strategy,
manajemen risiko, serta pengambilan keputusan operations, risk management, and decision-making
Perseroan. Pembagian tugas dan kewenangan masing- processes. The roles and responsibilities of each function
masing fungsi adalah sebagai berikut: are as follows:
1. Ketua Komite
Ketua Komite berperan sebagai pengarah strategis 1. Committee Chair
dan pengambil keputusan utama dalam pelaksanaan The Committee Chair acts as the strategic lead
agenda keberlanjutan Perseroan, dengan and primary decision-maker in implementing the
tanggung jawab: Company’s sustainability agenda, with responsibilities
a. Menetapkan arah kebijakan, strategi, target, to:
roadmap, serta standar kinerja keberlanjutan a. Establish sustainability policies, strategies,
termasuk aspek perubahan iklim dan transisi targets, roadmaps, and performance standards,
menuju ekonomi rendah karbon. including climate-related aspects and the
b. M e m a s t i k a n i n t e g r a s i a s p e k E S G k e transition to a low-carbon economy.
dalam perencanaan strategis dan rencana b. Ensure the integration of ESG aspects into the
kerja Perseroan. Company’s strategic planning and business plans.
c. Mengawasi efektivitas implementasi program
keberlanjutan dan melakukan evaluasi berkala c. Oversee the effectiveness of sustainability
atas pencapaian target. program implementation and conduct periodic
d. Memberikan arahan perbaikan ( corrective evaluations of target achievement.
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action) atas deviasi atau risiko yang berpotensi d. Provide corrective actions for any deviations
menghambat pencapaian target ESG. or risks that may hinder the achievement of
e. Melaporkan perkembangan implementasi ESG targets.
keberlanjutan kepada Direksi dan/atau Dewan e. Report the progress of sustainability
Komisaris sesuai mekanisme dan tata kelola implementation to the Board of Directors and/
yang berlaku. or the Board of Commissioners in accordance
2. Bidang Iklim dan Lingkungan with applicable governance mechanisms.
Bidang ini bertanggung jawab atas pengelolaan dan 2. Climate and Environment Division
pengendalian dampak lingkungan Perseroan, dengan This division is responsible for managing and
ruang lingkup tugas: controlling the Company’s environmental impacts,
a. Menyusun indikator kinerja utama sektor with the following scope of responsibilities:
lingkungan, termasuk namun tidak terbatas pada a. Develop key performance indicators for
emisi gas rumah kaca, efisiensi energi, pengelolaan environmental aspects, including but not limited
limbah, dan penggunaan sumber daya. to greenhouse gas emissions, energy efficiency,
b. Menetapkan target jangka pendek, menengah, dan waste management, and resource utilization.
panjang sesuai regulasi serta standar nasional dan b. Establish short-, medium-, and long-term targets
internasional yang relevan. in line with applicable regulations and relevant
c. Mengidentifikasi dan mengelola risiko serta peluang national and international standards.
terkait perubahan iklim. c. Identify and manage climate-related risks
d. Melaksanakan program mitigasi dan adaptasi and opportunities.
perubahan iklim. d. Implement climate change mitigation and
e. Melakukan sosialisasi internal serta konsultasi adaptation programs.
dengan pemangku kepentingan terkait kebijakan e. Conduct internal socialization and stakeholder
dan kinerja lingkungan. consultations regarding environmental policies
f. Menyusun kajian strategis guna meningkatkan and performance.
ESG Rating dan reputasi Perseroan dalam f. Develop strategic studies to enhance ESG ratings
aspek lingkungan. and the Company’s environmental reputation.
3. Bidang SDM dan K3 3. HR and OHS Division
Bidang ini bertanggung jawab atas pengelolaan aspek This division is responsible for managing social and
sosial dan ketenagakerjaan, dengan tugas: labor-related aspects, with responsibilities to:
a. Menyusun indikator dan target kinerja sektor sosial, a. Develop indicators and targets for social
termasuk aspek ketenagakerjaan, keberagaman performance, including employment, diversity
dan inklusi, pengembangan kompetensi, serta and inclusion, competency development, and
perlindungan hak pekerja. employee rights protection.
b. Memastikan implementasi sistem K3 berjalan sesuai b. Ensure the implementation of OHS systems in
peraturan perundang-undangan. compliance with applicable regulations.
c. Melakukan identifikasi dan mitigasi risiko c. Identify and mitigate social risks that may impact
sosial yang berpotensi berdampak terhadap the Company’s operations.
operasional Perseroan.
d. Melaksanakan program peningkatan kompetensi, d. Implement programs to enhance competencies,
kesejahteraan, serta budaya kerja berkelanjutan. employee welfare, and a sustainable work culture.
e. Melakukan sosialisasi dan komunikasi kepada e. Conduct communication and engagement with
karyawan serta pemangku kepentingan terkait employees and stakeholders regarding social
kebijakan sosial dan K3. and OHS policies.
f. Menyusun kajian strategis guna meningkatkan ESG f. Develop strategic studies to improve ESG ratings
Rating pada aspek sosial. in social aspects.
4. Bidang CSR 4. CSR Division
Bidang CSR berfokus pada kontribusi sosial Perseroan The CSR Division focuses on the Company’s social
di luar aktivitas bisnis inti, dengan tanggung jawab: contributions beyond its core business activities,
a. Menyusun strategi dan program tanggung with responsibilities to:
jawab sosial yang selaras dengan visi a. Develop CSR strategies and programs aligned
keberlanjutan Perseroan. with the Company’s sustainability vision.
b. Menetapkan indikator dan target pencapaian b. Establish performance indicators and targets in
program CSR sesuai regulasi dan accordance with regulations and rating standards.
standar pemeringkatan.
c. Melaksanakan 5 (lima) pilar program CSR yaitu c. Implement the five CSR pillars: Pakuwon Peduli
Pakuwon Peduli Berbagi, Masyarakat, Pendidikan, Berbagi, Community, Education, Environment,
Lingkungan, dan Sehat Bersama. and Sehat Bersama.
d. Memastikan efektivitas, transparansi, serta d. Ensure the effectiveness, transparency, and
akuntabilitas pelaksanaan program CSR. accountability of CSR program implementation.
e. Melakukan evaluasi dampak (impact assessment) e. Conduct impact assessments of CSR programs.
atas program CSR.
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f.
Menyusun kajian strategis untuk meningkatkan f. Develop strategic studies to enhance ESG ratings
ESG Rating serta memperkuat reputasi dan and strengthen the Company’s reputation and
kepercayaan publik terhadap Perseroan. public trust.
5. Mengevaluasi pencapaian kinerja keberlanjutan 5. Conducting periodic evaluations of sustainability
secara berkala serta memberikan rekomendasi performance and providing recommendations for
perbaikan guna meningkatkan efektivitas program improvement to enhance the effectiveness of ESG
ESG Perseroan. program implementation.
6. Mendorong peningkatan ESG Rating serta reputasi 6. Promoting improvements in the Company’s ESG Rating
keberlanjutan Perseroan melalui penguatan and sustainability reputation through strengthened
kebijakan, program, dan komunikasi dengan policies, programs, and stakeholder engagement.
pemangku kepentingan.
Jika diperlukan, pelaksanaan tugas tersebut didukung The implementation of these duties is supported
oleh fungsi atau bidang kerja terkait yang mencakup by relevant functions or working areas covering
pengelolaan aspek lingkungan dan perubahan iklim, environmental and climate management, human capital
pengelolaan sumber daya manusia dan keselamatan kerja, and occupational health and safety management, as well
serta pelaksanaan program corporate social responsibility as corporate social responsibility programs.
(CSR).
Susunan Komite Keberlanjutan & ESG Composition of the Sustainability & ESG
Committee
Anggota Komite Keberlanjutan & ESG diangkat The members of the Sustainability & ESG Committee were
berdasarkan Keputusan Direksi pada tanggal 24 Januari appointed based on Board of Directors Decree dated
2025 dengan susunan sebagai berikut. January 24, with the following composition.
Nama Jabatan
Name Position
Drs. Minarto Ketua/Chairman
Djohari Tatang Anggota (Bidang Iklim dan Lingkungan)
Member (Climate and Environment Sector)
Julie Wardhana Anggota (Bidang Iklim dan Lingkungan)
Member (Climate and Environment Sector)
Agustius Anggota (Bidang SDM dan K3)
Member (HR and OHS Sector)
Iful Novianto Anggota (Bidang SDM dan K3)
Member (HR and OHS Sector)
Lusiana Anggota (Bidang CSR)
Member (CSR Sector)
Fenny Anggota (Bidang CSR)
Member (CSR Sector)
(SDM),
Agustius
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Rapat Komite Committee Meeting
Kebijakan Policy
Komite Keberlanjutan & ESG menyelenggarakan rapat The Sustainability & ESG Committee convenes meetings
secara berkala sekurang-kurangnya 1 (satu) kali setiap on a regular basis at least once every three months, or
3 (tiga) bulan atau sewaktu-waktu apabila diperlukan as needed upon the request of Committee members.
atas permintaan anggota komite. Rapat dipimpin oleh Meetings are chaired by the Committee Chair or a
Ketua Komite atau pihak yang ditunjuk dan keputusan designated member, and decisions are made through
diambil berdasarkan musyawarah untuk mufakat atau deliberation to reach consensus or, where necessary,
melalui mekanisme pemungutan suara sesuai ketentuan through a voting mechanism in accordance with
yang berlaku, guna memastikan pengambilan keputusan applicable provisions, ensuring effective and accountable
yang efektif dan akuntabel. decision-making.
Pelaksanaan Implementation
Selama tahun 2025, Komite Keberlanjutan & ESG telah Throughout 2025, the Sustainability & ESG Committee
melaksanakan 5 (lima) kali rapat, sebagaimana disajikan conducted 5 (five) meetings, as presented in the table
pada tabel berikut: below:
Rapat Komite Keberlanjutan & ESG Meeting of the Sustainability & ESG
Committee
Tanggal Rapat Tempat Agenda Rapat Peserta
Meeting date Venue Meeting Agenda Participant
17 Februari 2025 Zoom Meeting • Kerangka dan timeline penyelesaian Sertifikasi Sistem • Minarto
February 17, 2025 Manajemen Keselamatan dan Kesehatan Kerja (SMK3) • Djohari Tatang
• Pilar dan roadmap CSR • Julie Wardhana
• Framework and timeline for the completion of • Agustius
Occupational Health and Safety Management System • Iful Novianto
(SMK3) certification • Lusiana
• CSR pillars and roadmap • Fenny
7 Mei 2025 Zoom Meeting Rencana pengaktifan Solar Panel di Hotel Four Points Kuta • Minarto
May 7, 2025 Plan to activate solar panels at Four Points Kuta Hotel • Djohari Tatang
• Julie Wardhana
• Agustius
• Iful Novianto
• Lusiana
• Fenny
24 Juli 2025 Zoom Meeting Rencana pelaksanaan Habitat for Humanity (Gresik dan • Minarto
July 24, 2025 Bogor) • Djohari Tatang
Plan to implement Habitat for Humanity programs (Gresik • Julie Wardhana
and Bogor) • Agustius
• Iful Novianto
• Lusiana
• Fenny
27 Agustus 2025 Pakuwon Learning Center Project Alignment dan Timeline Implementasi Software Emisi • Minarto
August 27, 2025 (PLC) & Zoom Meeting Project alignment and implementation timeline of emissions • Djohari Tatang
software • Julie Wardhana
• Agustius
• Iful Novianto
• Lusiana
• Fenny
19 Desember 2025 Zoom Meeting Evaluasi roadmap tahun 2025 dan Rencana Kerja & Anggaran • Minarto
December 19, 2025 Biaya tahun 2026: • Djohari Tatang
• Bidang Iklim & Lingkungan • Julie Wardhana
• Bidang SDM & K3 • Agustius
• Bidang CSR • Iful Novianto
Evaluation of the 2025 roadmap and the 2026 Work Plan • Lusiana
and Budget: • Fenny
• Climate & Environment Division
• Human Resources & Occupational Health and Safety
(OHS) Division
• CSR Division
Laporan Pelaksanaan Tugas Komite Report on the Implementation of Duties of
Keberlanjutan dan ESG Sustainability & ESG Committee
Sepanjang periode pelaporan, Komite Keberlanjutan & Throughout the reporting period, the Sustainability & ESG
ESG telah menjalankan fungsi pengarah dan koordinatif Committee has carried out its directive and coordination
dalam mendukung integrasi prinsip keberlanjutan di functions in supporting the integration of sustainability
lingkungan Perseroan, antara lain melalui: principles within the Company, including through:
1. M e l a k u k a n p e m b a h a s a n a w a l m e n g e n a i 1. Conducting preliminary discussions on the development
arah pengembangan kebijakan dan strategi direction of the Company’s sustainability policies
keberlanjutan Perseroan. and strategies.
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2. Mengidentifikasi isu-isu keberlanjutan yang 2. Identifying sustainability issues relevant to the Company’s
relevan dengan kegiatan usaha Perseroan serta business activities as well as developments in sustainability
perkembangan standar keberlanjutan di industri. standards within the industry.
3. Memberikan masukan kepada manajemen terkait 3. Providing input to management regarding the integration
integrasi prinsip ESG dalam kegiatan operasional of ESG principles into the Company’s operational
dan pengelolaan risiko Perseroan. activities and risk management.
4. Mengkaji berbagai inisiatif keberlanjutan yang telah 4. Reviewing sustainability initiatives implemented by the
dijalankan Perseroan sebagai bagian dari penguatan Company as part of strengthening ESG implementation.
implementasi ESG.
5. Mendukung upaya peningkatan transparansi dan 5. Supporting efforts to enhance transparency
pelaporan kinerja keberlanjutan Perseroan kepada and sustainability performance reporting to the
para pemangku kepentingan. Company’s stakeholders.
Pelatihan Komite Keberlanjutan Training of Sustainability & ESG Committee
Perseroan menetapkan kebijakan pengembangan The Company implements a competency development
kompetensi bagi anggota Komite Keberlanjutan & ESG policy for members of the Sustainability & ESG Committee
sebagai bagian dari upaya memperkuat efektivitas as part of its efforts to enhance the effectiveness of their
pelaksanaan fungsi dan tanggung jawab dalam roles and responsibilities in sustainability management.
pengelolaan keberlanjutan. Pelatihan yang diikuti The training programs attended cover topics relevant to
mencakup topik-topik relevan dengan aspek ESG, ESG aspects, including regulatory developments, best
termasuk perkembangan regulasi, praktik terbaik, serta practices, and strategic issues such as climate change
isu strategis seperti perubahan iklim dan keberlanjutan and sustainable business. Throughout 2025, Committee
bisnis. Sepanjang tahun 2025, anggota Komite telah members participated in various training programs, as
mengikuti berbagai program pelatihan yang dirangkum summarized in the table below:
pada tabel berikut:
Peserta Materi Pelatihan/Pendidikan Tempat/Tanggal Penyelenggara
Participant Education/Training Material Date/Place Organizer
• Minarto Menavigasi Tantangan ESG melalui Penguatan Kebijakan Zoom Meeting, 18 Maret 2025 ICSA
• Djohari Tatang Good Corporate Governance Zoom Meeting, March 18, 2025
• Julie Wardhana Navigating ESG Challenges through Strengthened Good
• Agustius Corporate Governance Policies
• Iful Novianto
Langkah Awal dalam Membangun Inisiatif ESG: Panduan Zoom Meeting, 26 Maret 2025 ICSA
• Lusiana
Praktis untuk Perusahaan Zoom Meeting, March 26, 2025
• Fenny
Initial Steps in Building ESG Initiatives: A Practical Guide
for Companies
Advancing Corporate Environmental Initiatives through Zoom Meeting, 25 April 2025 ICSA
Natural Climate Solutions Zoom Meeting, April 25, 2025
Advancing Corporate Environmental Initiatives through
Natural Climate Solutions
Program Komite: Committee Programs:
1. Bidang Iklim dan Lingkungan - Pengaktifan Solar 1. Climate Change and Environment - Activation of
Panel Four Points Kuta pada bulan Juni 2025 dan Solar Panels at Four Points Kuta Hotel in June 2025
perolehan sertifikasi Green Building terhadap properti and obtaining Green Building certification for the
Perseroan yaitu Gandaria City dengan area tersertifikasi Company’s properties, namely Gandaria City with a
226.633m2, Pakuwon Mall 2 dengan area tersertifikasi certified area of 226,633m2, Pakuwon Mall 2 with a
232.878m2, Four Point Tunjungan Plaza dengan area certified area of 232,878m2, Four Point Tunjungan
tersertifikasi 20.622m2, Four Point Kuta dengan area Plaza with a certified area of 20,622m2, Four Point
tersertifikasi 17.130m2, Marriott Hotel Yogja dengan Kuta with a certified area of 17,130m2, Marriott Hotel
area tersertifikasi 68.513m2 dan Sheraton Gandaria Yogja with a certified area of 68,513m2 and Sheraton
Jakarta dengan area tersertifikasi 43.524m2. Gandaria Jakarta with a certified area of 43,524m2.
2. Bidang SDM dan K3 - Sistem manajemen keselamatan 2. Human Resources and Occupational Health and
dan kesehatan kerja Perseroan memperoleh tingkat Safety (OHS) - The Company’s Occupational Health
penilaian penerapan “Baik” dari Lembaga Audit SMK3 and Safety Management System (SMK3) received a
“Good” rating from the SMK3 Audit Institution.
3. Bidang CSR - Pelaksanaan 5 (lima) pilar program CSR 3. CSR - The implementation of 5 (five) CSR program
secara berkelanjutan pillars on a continuous basis.
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Sistem Pengendalian Internal
Internal Control System
Sistem pengendalian internal adalah mekanisme dan Internal control system is a mechanism and process
proses yang dirancang untuk membantu perusahaan designed to help the Company achieve its operational
mencapai tujuan operasional, memastikan keandalan objectives, ensure the reliability of financial reporting,
pelaporan keuangan, dan mematuhi kebijakan serta and comply with applicable policies and regulations.
peraturan yang berlaku. Sistem ini melibatkan seluruh This system involves all levels of the organization, from
tingkatan organisasi, mulai dari karyawan hingga Direksi, employees to the Board of Directors, in order to minimize
guna meminimalkan risiko, mendukung operasional risks, support efficient and secure operations, and ensure
yang efisien dan aman, serta memastikan perlindungan the protecting of assets as well as the stakeholder trusts.
terhadap aset dan kepercayaan pemangku kepentingan.
Perseroan secara aktif mengembangkan dan memperkuat The Company actively develops and strengthens its
sistem pengendalian internal sesuai dengan Pedoman internal control system in accordance with GCG Guidelines
GCG dan standar internasional yang diakui, seperti and internationally recognized standards, such as the
kerangka kerja yang dirumuskan oleh Committee of framework established by Committee of Sponsoring
Sponsoring Organizations of the Treadway Commission Organizations of the Treadway Commission (COSO).
(COSO). Dalam implementasinya, Dewan Komisaris dan In its implementation, the Board of Commissioners and
Direksi berperan dalam pengawasan dan evaluasi untuk Directors play a role in supervision and evaluation to
memastikan proses bisnis berjalan sesuai dengan prinsip ensure that business processes are carried out in line
GCG. with GCG principles.
Kesesuaian Sistem Pengendalian Internal Conformity of Internal Control System with
dengan COSO COSO
Berdasarkan ketentuan COSO, implementasi pengendalian In accordance with the COSO framework, implementation
internal di Perseroan bertujuan untuk mendukung of the Company’s internal control is intended to support
kebutuhan operasional, pelaporan, dan kepatuhan. operational, reporting, and compliance objectives.
Tujuan operasional difokuskan pada efektivitas dan Operational objectives focus on the effectiveness and
efisiensi kegiatan bisnis. Tujuan pelaporan terkait efficiency of business activities. Reporting objectives
penyusunan laporan keuangan yang andal, tepat waktu, relate to the preparation of reliable, timely, and
dan transparan sesuai standar yang berlaku. Sementara transparent financial statements in accordance with
itu, tujuan kepatuhan menitikberatkan pada kepatuhan applicable standards. Meanwhile, compliance objectives
terhadap hukum dan peraturan. emphasize compliance to laws and regulations.
Adapun unsur pengendalian internal sesuai dengan The elements of internal control according to COSO
kerangka COSO meliputi: framework consist of:
1. Lingkungan pengendalian; 1. Control environment;
2. Penilaian risiko; 2. Risk Assessment;
3. Aktivitas pengendalian; 3. Control Activities;
4. Informasi dan komunikasi; serta 4. Information and Communication; and
5. Kegiatan pemantauan. 5. Monitoring Activities.
Perseroan menerapkan kelima unsur tersebut dalam The Company implements these five elements in its
proses bisnis melalui 5 komponen utama, yaitu: business processes through five main components,
namely:
1. Pengawasan oleh manajemen dan budaya 1. Management oversight and control culture;
pengendalian;
2. Identifikasi dan penilaian risiko; 2. Risk identification and assessment;
3. Kegiatan pengendalian dan pemisahan fungsi; 3. Control activities and segregation of duties;
4. Sistem akuntansi, informasi, dan komunikasi; dan 4. Accounting, information and communication systems;
and
5. Kegiatan pemantauan dan tindakan koreksi 5. Monitoring Activities and corrective actions to
penyimpangan/ kelemahan. identify deviations and/or weakness.
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Sistem pengendalian internal Perseroan dirancang untuk The Company’s internal control system is designed
memastikan ketepatan data akuntansi, meningkatkan to ensure the accuracy of accounting data, enhance
efisiensi operasional, dan menjamin kepatuhan terhadap operational efficiency, and ensure compliance with
kebijakan serta peraturan yang berlaku. Komite Audit applicable policies and regulations. The Audit Committee
bertugas memantau dan mengevaluasi penerapan is responsible for monitoring and evaluating the
pengendalian internal agar sistem berjalan efektif implementation of internal controls to ensure that the
dan mampu memitigasi risiko di seluruh lingkungan system operates effectively and is capable to mitigates
perusahaan. risks across the Company’s operations.
Dalam menjalankan tanggung jawab tersebut, Komite In carrying out these responsibilities, the Audit Committee
Audit melakukan berbagai aktivitas yang mencakup: undertakes various activities, including:
1. Analisis atas setiap risiko korporasi dan pelaksanaan 1. Analysis of each company risk and its management
manajemen risiko oleh Direksi; implementation by the Board of Directors;
2. Evaluasi Rencana Kerja dan pelaksanaan audit 2. Evaluation the Internal Audit Work Plan and
internal; implementations;
3. Pengkajian atas status pelaksanaan rekomendasi 3. Review the implementation status of significant
yang signifikan mengenai pengendalian internal yang recommendations related to internal control as
disampaikan auditor internal dan eksternal; conveyed by internal and external auditors;
4. Penelaahan informasi keuangan yang akan 4. Review the published financial information by the
dipublikasikan oleh Perseroan, yakni Laporan Company, including Financial Statements, financial
Keuangan, proyeksi keuangan, dan informasi projections, and other financial information through
keuangan lainnya melalui berbagai kegiatan, seperti: various activities, such as:
a. Menelaah Laporan Keuangan Interim untuk a. Review the Interim Financial Statements
memastikan laporan tersebut sudah wajar, to ensure that such statements are fairly
mencerminkan hasil bisnis yang nyata, dan presented, reflect the actual business results,
fluktuasi yang signifikan, jika ada, selaras dengan and that any significant fluctuations, if any, are
kondisi industri dan perekonomian secara umum; in line with industry conditions and the overall
economic environment;
b. Memahami isu-isu signifikan yang berkaitan dengan b. Understand significant issues related to reporting
pelaporan dan akuntansi, termasuk peraturan dan and accounting, including the latest regulations
pernyataan terbaru dari ahli/profesional yang dapat and statements issued by relevant experts/
diterapkan di Perseroan, dan secara material dapat professionals that are applicable to the Company
memengaruhi Laporan Keuangan; and may materially affect the Financial Statement;
c. Melakukan penelaahan untuk memastikan auditor c. Conduct a review to ensure that the external
eksternal melaksanakan pemeriksaan yang auditor performs an adequate audit in accordance
memadai dengan: with applicable standards and regulations:
» Menelaah ruang lingkup pekerjaan audit, » Review the scope of audit work, including
termasuk staffing , jadwal, dan lingkup staffing, schedule, and the extent of audit
pengujian; testing;
» Memantau untuk memastikan pemeriksaan » Monitoring to ensure that audit examinations
telah dilakukan dengan objektif, sesuai have been conducted objectively and in
standar audit yang berlaku; accordance with applicable auditing standards;
d. Menelaah kepatuhan Perseroan terhadap peraturan d. Review the Company’s compliance with capital
perundang-undangan pasar modal dan peraturan market laws and regulations as well as other
perundang-undangan lain yang berlaku serta applicable laws and regulations that impact the
memiliki dampak pada kegiatan Perseroan, dengan: Company’s operations, by:
» Memahami peraturan perundang-undangan » Understanding laws and regulations that
yang memiliki dampak signifikan pada significantly impact the Company’s operations,
kegiatan Perseroan, menelaah sistem dan and review systems and procedures to ensure
prosedur untuk memastikan kepatuhan the Company’s compliance with applicable
Perseroan terhadap peraturan perundang- laws and regulations;
undangan yang berlaku;
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» Menelaah isu hukum dan peraturan yang » Reviewing legal and regulatory issues
dilaporkan oleh Penasihat Hukum Perusahaan, reported by the Company’s Legal Counsel,
Auditor Eksternal, Auditor Internal, dan External Auditor, Internal Auditor, and Investor
Divisi Hubungan Investor, serta isu-isu yang Relations Division, as well as issues published
dipublikasikan pada surat kabar atau media in newspapers or other media; and
lainnya; serta
5. Melakukan penelaahan dan melaporkan kepada 5. Review and report to the Board of Commissioners
Dewan Komisaris terkait pengaduan yang diterima regarding complaints received related to the
soal perusahaan, serta kemudian menyampaikan Company, and subsequently submit recommendations
rekomendasinya pada Dewan Komisaris, dalam hal to the Board of Commissioners relating to the good
pelaksanaan tata kelola perusahaan yang baik dan corporate governance implementation, as well as
melakukan peninjuan atas pelaksanaan tanggung review the performance of responsibilities related
jawab sehubungan dengan pengelolaan pencatatan to the management of financial recordkeeping,
keuangan, sistem internal audit, laporan eksternal, internal audit systems, external reporting, external
fungsi audit eksternal, dan proses kegiatan usaha audit functions, and the Company’s business
Perseroan serta kepatuhan terhadap hukum dan processes, including compliance with applicable
kebijakan perusahaan serta perundang-undangan laws, regulations, and Company policies.
yang berlaku.
Tinjauan Atas Efektivitas Sistem Review The Effectiveness of Internal
Pengendalian Internal Control System
Pada tahun 2025, Departemen Audit Internal Perseroan In 2025, the Company’s Internal Audit Department has
telah melaksanakan evaluasi pengendalian internal carried out internal control evaluation which includes
yang mencakup audit operasional dan pengendalian operational audit and control of the Financial Statements,
atas Laporan Keuangan, dengan melibatkan Dewan by involving the Board of Commissioners and Board of
Komisaris dan Direksi. Hasil evaluasi menunjukkan Directors. The evaluation results show that the Company’s
bahwa sistem pengendalian internal Perseroan berjalan internal control system have run effectively, as proven with
efektif, sebagaimana dibuktikan melalui opini wajar tanpa the unqualified opinion from the independent auditor on
pengecualian dari auditor independen atas Laporan the Company’s Financial Statements. This evaluation have
Keuangan Perseroan. Evaluasi ini memberikan keyakinan provided confidence for the management, Shareholders,
kepada manajemen, Pemegang Saham, dan pemangku and other stakeholders on the achievement of business
kepentingan lainnya mengenai pencapaian tujuan dan objectives and continuity. The Company is committed
keberlanjutan usaha. Perseroan berkomitmen untuk terus to keep improving the effectiveness of this system to
meningkatkan efektivitas sistem ini guna mendukung ensure target achievement in the future.
pencapaian target di masa mendatang.
Pernyataan Kecukupan Pengendalian Statement of Adequacy of Internal Control
Internal
Perseroan berkomitmen memastikan sistem pengendalian The Company is committed to ensure that the adequacy
internal yang diterapkan telah memadai dalam mendukung of internal control system to support the achievement
pencapaian tujuan bisnis dan kepatuhan terhadap of business objectives and regulatory compliance. The
regulasi. Direksi bertanggung jawab atas penerapan Board of Directors is responsible for implementing this
sistem ini, sementara Dewan Komisaris, dengan dukungan system, while the Board of Commissioners, supported
Komite Audit, mengawasi dan memastikan bahwa setiap by Audit Committee, is monitoring and ensuring that all
aktivitas berjalan sesuai prinsip tata kelola yang baik dan of the activities are running in accordance with the good
regulasi yang berlaku. governance principle and applicable regulations.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Manajemen Risiko
Risk Management
Perseroan memandang manajemen risiko sebagai fondasi The Company views risk management as important
penting dalam menjaga stabilitas dan memastikan foundation in maintaining stability and ensuring business
keberlanjutan usaha. Melalui pendekatan yang continuity. With a structured approach, every potential
terstruktur, setiap potensi risiko diidentifikasi dan dikelola risk is identified and managed in an integrated manner in
secara terintegrasi di seluruh lini bisnis. Komitmen ini the entire business lines. This commitment reflects the
mencerminkan upaya Perseroan dalam menghadapi Company’s efforts in facing the challenges, mitigating
tantangan, memitigasi risiko, dan memaksimalkan peluang the risks, and maximizing opportunities to support the
untuk mendukung pencapaian visi dan misi perusahaan. achievement of company’s vision and mission.
Gambaran Umum General Overview
Sistem manajemen risiko diterapkan secara terintegrasi The risk management system is implemented in an
di seluruh lini bisnis untuk mengidentifikasi, mengelola, integrated manner in the entire business lines to identify,
dan memitigasi berbagai risiko yang dapat memengaruhi manage, and mitigate various risks that may impact the
kinerja dan keberlanjutan usaha. Langkah ini tidak hanya business’ performance and sustainability. This measure
berfokus pada perlindungan aset perusahaan, tetapi not only focus on the protection of company assets, but
juga membuka peluang untuk meningkatkan efisiensi also opens up opportunities to improve the efficiency and
dan daya saing di tengah dinamika pasar. competitiveness amidst the market dynamics.
Manajemen bertanggung jawab memastikan setiap The management is responsible to ensure that every
risiko dipantau dan dievaluasi secara berkala, sehingga risk is monitored and evaluated periodically, allowing the
kebijakan yang diambil selalu relevan dengan kondisi policies taken to be constantly relevant with the current
terkini. Proses ini dilakukan secara sistematis dengan conditions. This process is carried out systematically by
melibatkan seluruh unit kerja, yang memungkinkan risiko involving all of the work units, allowing faster identification
diidentifikasi lebih cepat dan mitigasi dilakukan secara of the risks and the mitigation is carried out effectively.
efektif.
Integrasi ESG ke dalam Manajemen Risiko Integration of ESG into Enterprise Risk
Perusahaan Management
Perseroan memandang bahwa isu Environmental, Social, The Company considers Environmental, Social, and
and Governance (ESG) merupakan bagian integral Governance (ESG) issues to be an integral part of
dari pengelolaan risiko perusahaan dan berpengaruh enterprise risk management and to have a significant
signifikan terhadap keberlanjutan usaha jangka panjang. impact on long-term business sustainability. Accordingly,
Oleh karena itu, Perseroan telah mengintegrasikan the Company has integrated ESG risk management into
pengelolaan risiko ESG ke dalam kerangka Manajemen its Enterprise Risk Management (ERM) framework to
Risiko Perusahaan atau Enterprise Risk Management ensure that all material risks, including sustainability-
(ERM) guna memastikan seluruh risiko material, termasuk related risks, are systematically identified, managed,
risiko keberlanjutan, teridentifikasi, dikelola, dan dimitigasi and mitigated.
secara sistematis.
Integrasi ESG ke dalam ERM dilakukan dengan ESG integration into ERM is carried out by aligning material
menyelaraskan isu-isu ESG material ke dalam kategori ESG issues with the Company’s strategic, operational,
risiko strategis, operasional, kepatuhan, dan reputasi. compliance, and reputational risk categories. This process
Proses ini dimulai dari penilaian materialitas ESG yang begins with an ESG materiality assessment that considers
mempertimbangkan dampak terhadap kinerja keuangan, the impact on financial and operational performance,
operasional, serta kepentingan pemangku kepentingan. as well as stakeholder interests. Material ESG issues
Isu ESG yang bersifat material selanjutnya dimasukkan are subsequently incorporated into the Company’s risk
ke dalam risk register perusahaan dan dikelola sesuai register and managed in accordance with the applicable
dengan kebijakan manajemen risiko yang berlaku. risk management policies.
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Perseroan juga menetapkan risk appetite dan risk The Company has also established risk appetite and
tolerance atas risiko ESG tertentu, khususnya yang risk tolerance for specific ESG risks, particularly those
berkaitan dengan kepatuhan hukum, keselamatan related to legal compliance, occupational health and
kerja, etika bisnis, dan dampak lingkungan. Untuk safety, business ethics, and environmental impacts. To
memastikan efektivitas pengelolaan risiko ESG, Perseroan ensure the effectiveness of ESG risk management, the
menetapkan Key Risk Indicators (KRI) yang dipantau Company has defined Key Risk Indicators (KRIs) that are
secara berkala dan terintegrasi dengan indikator kinerja regularly monitored and integrated with management’s
utama manajemen. key performance indicators.
Pengawasan atas risiko ESG dilakukan secara berlapis ESG risk supervision is conducted through a multi-layered
melalui manajemen dan Dewan Komisaris, sehingga governance structure involving management and the
memastikan bahwa risiko keberlanjutan menjadi bagian Board of Commissioners, ensuring that sustainability
dari proses pengambilan keputusan strategis, termasuk risks are embedded in the Company’s strategic decision-
dalam pengembangan proyek, investasi, dan kerja sama making processes, including project development,
dengan mitra bisnis. Dengan pendekatan ini, Perseroan investments, and partnerships with business partners.
tidak hanya memitigasi risiko ESG, tetapi juga menciptakan Through this approach, the Company not only mitigates
nilai jangka panjang bagi seluruh pemangku kepentingan. ESG-related risks but also creates long-term value for
all stakeholders.
Identifikasi Risiko Risk Identification
Dampak ke Enterprise Mitigasi / Pengelolaan Prioritas
Kelompok Level
Deskripsi Risiko Value / Keuangan Risiko Mitigasi
Risiko Risiko
Risk Description Impact to Enterprise Value Mitigation / Risk Mitigation
Risk Group Risk Level
/ Financial Management Priorities
Strategis Perubahan kondisi makro Penurunan kinerja pusat Diversifikasi portofolio Tinggi Tinggi
Strategic ekonomi dan daya beli perbelanjaan serta dan penguatan High High
masyarakat perlambatan penjualan pendapatan berulang
Changes in macroeconomic properti residensial Portfolio diversification
conditions and consumer Decline in shopping mall and strengthening of
purchasing power performance and slowdown recurring income
in residential property sales
Operasional Keterlambatan proyek Biaya tambahan, denda Manajemen proyek Sedang- Tinggi
Operational konstruksi dan gangguan keterlambatan, kerugian berbasis KPI, kontrak Tinggi High
rantai pasok pendapatan penalti, monitoring rantai Medium -
Construction project delays Additional fees, late fees, pasok High
and supply chain disruptions lost of revenue KPI-based project
management, penalty
contracts, supply chain
monitoring
Keuangan Fluktuasi suku bunga, nilai Penurunan arus kas, Pengelolaan kas & Sedang- Tinggi
Financial tukar, piutang macet kenaikan biaya modal hutang, hedging, Tinggi High
Fluctuations in interest Decrease in cash flows, manajemen kredit Medium -
rates, exchange rates, non- increase in capital cost Cash & liabilities High
performing loans management, hedging,
credit management
Legal & Perubahan regulasi dan Penundaan pengembangan Pemantauan regulasi Sedang Sedang
Kepatuhan perizinan proyek dan peningkatan dan koordinasi intensif Medium Medium
Legal & Changes in regulations and biaya kepatuhan dengan otoritas terkait
Compliance licensing Delays in project Regulatory monitoring
development and increased a n d i n t e n s i v e
compliance costs coordination with
relevant authorities
Legal & Sengketa hukum Potensi kerugian finansial Penguatan fungsi Sedang Sedang
Kepatuhan Legal dispute dan risiko reputasi legal dan penyelesaian Medium Medium
Legal & Potential financial losses sengketa secara proaktif
Compliance and reputational risk Strengthening the legal
function and proactive
dispute resolution
ESG – Emisi GRK, limbah konstruksi, Biaya mitigasi, denda Efisiensi energi, Sedang Sedang
Lingkungan efisiensi energi regulasi, reputasi Pengelolaan limbah Medium Medium
ESG – GHG emissions, construction Mitigation costs, regulatory Energy efficiency, Waste
Environment waste, energy efficiency fines, reputation management
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Dampak ke Enterprise Mitigasi / Pengelolaan Prioritas
Kelompok Level
Deskripsi Risiko Value / Keuangan Risiko Mitigasi
Risiko Risiko
Risk Description Impact to Enterprise Value Mitigation / Risk Mitigation
Risk Group Risk Level
/ Financial Management Priorities
ESG – Sosial Kesehatan & keselamatan Biaya kompensasi, litigasi, Program K3, konsultasi Sedang Sedang
ESG – Social kerja, dampak sosial proyek reputasi buruk masyarakat, CSR terarah Medium Medium
Occupational Health & Safety, Compensation costs, OHS program, community
Social impact of the project litigation, bad reputation consultation, targeted
CSR
ESG – Tata Kepatuhan terhadap prinsip Penurunan kepercayaan Penerapan GCG secara Sedang Sedang
Kelola GCG dan transparansi investor dan risiko reputasi konsisten dan peningkatan Medium Medium
ESG – Compliance with GCG Decline in investor transparansi
Governance principles and transparency confidence and reputational Consistent implementation
risk of GCG and increased
transparency
Risiko Iklim – Banjir, hujan ekstrem, panas Kerusakan aset, kenaikan Penilaian risiko fisik, Sedang- Tinggi
Fisik ekstrem biaya operasional, gangguan desain adaptif proyek, Tinggi High
Climate Risk – Flood, extreme rain, extreme proyek asuransi risiko bencana Medium -
Physic heat Asset damage, increase in Physical risk assessment, High
operational costs, project adaptive project design,
disruption disaster risk insurance
Risiko Iklim – Perubahan regulasi karbon, Kenaikan biaya operasional, Adaptasi desain & Sedang Sedang
Transisi carbon pricing , bangunan investasi tambahan, konstruksi hijau, Medium Medium
Climate Risk – hijau, preferensi pasar rendah penurunan permintaan monitoring regulasi,
Transition karbon Increase in operating costs, diversifikasi portfolio
Changes in carbon additional investment, Transition risk
regulations, carbon pricing, decreased demand assessment, green
green buildings, low carbon design & construction
market preferences adaptation, regulatory
monitoring, portfolio
diversification
Tinjauan atas Efektivitas Sistem Review of the Effectiveness of Risk
Manajemen Risiko Management
Efektivitas pelaksanaan manajemen risiko diwujudkan The effectiveness of risk management implementation is
melalui komitmen Perseroan untuk melaksanakan demonstrated through the Company’s commitment to fully
prinsip tata kelola dan sistem pengendalian internal applying governance principles and an internal control
secara menyeluruh. Perseroan menerapkan strategi system. The Company applies a comprehensive risk
mitigasi risiko secara komprehensif yang melibatkan mitigation strategy that specifically involves operational
unit operasional secara khusus. units.
Pada tahun 2025, sistem manajemen risiko yang In 2025, the Company’s risk management system has
diterapkan Perseroan telah berjalan cukup efektif been operating effectively and efficiently by continuously
dan efisien dengan secara berkelanjutan memitigasi mitigating potential risks. The Company’s management
risiko yang kemungkinan timbul. Manajemen Perseroan consistently ensures compliance and, together with
selalu menjalankan kepatuhan dan bersama seluruh all units, implements standard operating procedures
unit melaksanakan standar prosedur operasional serta while fostering awareness among guests and other
membangun tingkat kesadaran setiap insan Perseroan stakeholders regarding the risk mitigation strategies
dan pemangku kepentingan lainnya atas penerapan in place.
strategi yang dirancang untuk memitigasi risiko.
Pernyataan Direksi dan/atau Dewan Statement of the Board of Directors and/or
Komisaris atau Komite Audit Atas Commissioners or Audit Committee on The
Kecukupan Sistem Manajemen Risiko Adequancy of Risk Management System
Direksi dan Dewan Komisaris, melalui Komite Audit, secara The Board of Directors and Board of Commissioners,
konsisten memantau dan mengevaluasi pelaksanaan sistem through the Audit Committee, consistently monitor and
manajemen risiko setiap tahun. Berdasarkan hasil evaluasi, evaluate the implementation of the risk management system
Direksi dan/atau Dewan Komisaris menilai bahwa sistem every year. Based on the evaluation results, the Board of
manajemen risiko Perseroan telah berjalan efektif dan sesuai Directors and/or Board of Commissioners determined the
dengan ketentuan yang berlaku. Direksi dan Dewan Komisaris Company’s risk management system has run effectively and
menegaskan komitmennya untuk mempertahankan kinerja in line with the applicable provisions. The Board of Directors
ini guna memastikan keberlanjutan usaha Perseroan di masa and Board of Commissioners affirm their commitment to
mendatang. maintain this performance to ensure Company’s business
continuity in the future
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Perkara Hukum
Legal Cases
Sampai dengan 31 Desember 2025, Perseroan dan entitas As of December 31, 2025, the Company and its
anak tidak menghadapi perkara hukum penting yang subsidiaries are not facing any significant legal cases
bersifat material bagi Perseroan. Begitu pula dengan ada that are material to the Company. Likewise, no members
anggota Dewan Komisaris dan Direksi Perseroan tidak of the Board of Commissioners or the Board of Directors
ada yang sedang menghadapi permasalahan hukum, are currently facing any legal issues, whether civil or
baik perdata maupun pidana. criminal.
Sanksi Administrasi
Administrative Sanctions
Sampai dengan 31 Desember 2025, Perseroan tidak As of December 31, 2025, the Company did not receive
mendapati sanksi administrasi dari regulator. any administrative sanctions from the regulator.
Atrium - Pakuwon Mall Bekasi
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Akses Informasi dan Data Perseroan
Access to Company Information and Data
Perseroan memastikan pengelolaan dan akses informasi The Company ensures the management and access
serta data perusahaan dilakukan secara transparan dan of company’s information and data is carried out
aman. Informasi terkait profil perusahaan, produk dan jasa, transparently and securely. Information related to
laporan keuangan, dan aktivitas korporasi dapat diakses company profile, products and services, financial
oleh pemangku kepentingan melalui situs web resmi statements, and corporate action are accessible by the
di https://www.pakuwonjati.com. Selain itu, informasi stakeholders via official website https://www.pakuwonjati.
tambahan juga dapat diperoleh dengan menghubungi com. Additional information can also be obtained by
kantor pusat Perseroan di alamat berikut. contacting the Company’s head office directly at the
following address.
JAKARTA SURABAYA
Gandaria 8 Office Tower 32nd Floor Pakuwon City Mall 5th Floor
Jl. Sultan Iskandar Muda 8 Jl. Kejawan Putih Mutiara No. 17
Jakarta Selatan 12240, Indonesia Pakuwon City Surabaya 60112, Indonesia
Telp. +62 21 2900 8000 Telp. +62 31 9921 8800
SOCIAL MEDIA
Facebook : https://www.facebook.com/pt.pakuwonjati/
Youtube : https://www.youtube.com/PakuwonGroupSurabaya
Instagram : https://www.instagram.com/pakuwonjati/
LinkedIn : https://www.linkedin.com/company/pakuwon-group/
Korespondensi dan Laporan Berkala Correspondence and Periodic Reports
Perseroan menyusun dan melaporkan informasi keuangan The Company prepares and reports financial and
dan non-keuangan secara transparan kepada Pemegang nonfinancial information transparently to the Shareholders,
Saham, pemangku kepentingan, dan lembaga terkait stakeholders, and related institutions in line with the
sesuai ketentuan Transparansi Kondisi Keuangan. provisions of Transparency of Financial Conditions. These
Laporan ini disampaikan tepat waktu, akurat, dan lengkap, reports are submitted in timely, accurate, and complete
mencakup: manner, including:
1. R U P S ; M e d i a p e n g a m b i l a n k e p u t u s a n 1. GMS; The Company’s highest decision-making media.
tertinggi Perusahaan.
2. Laporan Tahunan; Perseroan menyajikan Laporan 2. Annual Report; The Company presents Annual
Tahunan dan Laporan Keuangan yang diterbitkan Reports and Financial Statements published in
dalam dua Bahasa, baik dalam bentuk fisik maupun bilingual, both in physical and soft files.
soft file.
3. Website; 3. Website;
4. Melalui situs www.pakuwonjati.com yang mengacu 4. Through www.pakuwonjati.com website which refers
pada POJK No. 8/POJK.04/2015. to POJK No. 8/POJK.04/2015.
5. Penyampaian press release sebanyak 11 kali. 5. Submission of Press Release as much as 11 times.
6. Mengirimkan laporan secara berkala ke Otoritas Jasa 6. Submission of periodic financial reports to the
Keuangan dan Bursa Efek Indonesia. Financial Services Authority and Indonesia
Stock Exchange.
7. Investor Relation; Investor, analis dan pemegang 7. Investor Relations; Investors, analysts and
saham dapat menghubungi Hubungan Investor secara shareholders may contact Investor Relations directly
langsung dengan mengirimkan surat elektronik ke: by emailing to: investorrelations@pakuwon.com.
investorrelations@pakuwon.com.
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Tata Kelola Teknologi Informasi
Governance of Information Technology
Perseroan telah memiliki kebijakan Teknologi Informasi The Company has established robust Information
(TI) yang kuat yang dapat memastikan keamanan dan Technology (IT) policies to ensure the security and
integritas data dan sistem. Kebijakan TI menjadi pedoman integrity of data and systems. These IT policies serve as
dan prosedur bagi Perseroan untuk melindungi aset TI guidelines and procedures for the Company in protecting
perusahaan. its information technology assets.
Kebijakan yang diterapkan di perusahaan antara lain The Company implements the following IT policies:
sebagai berikut:
1. Kebijakan Penggunaan yang Dapat Diterima: 1. Acceptable Use Policy: All employees must sign an
Semua karyawan harus menandatangani kebijakan acceptable use policy to ensure that they understand
penggunaan yang dapat diterima untuk memastikan the acceptable use of company IT resources. This
bahwa mereka memahami penggunaan sumber daya policy will cover issues such as acceptable websites,
TI perusahaan yang dapat diterima. Kebijakan ini akan software, and restriction not to download and use
mencakup masalah seperti situs web yang dapat unauthorized software.
diterima, perangkat lunak, dan larangan untuk tidak
mengunduh dan menggunakan perangkat lunak yang
tidak sah.
2. Keamanan Data: Semua karyawan harus mematuhi 2. Data Security: All employees must adhere to strict
kebijakan keamanan data yang ketat untuk melindungi data security policies to protect the company’s
data sensitif perusahaan. sensitive data.
3. Perangkat Seluler: Semua perangkat seluler harus 3. Mobile Devices: All mobile devices must be secured
diamankan dengan kode sandi dan enkripsi. with a passcode and encryption. Lost or stolen devices
Perangkat yang hilang atau dicuri harus segera must be reported to the IT department immediately.
dilaporkan ke Departemen TI.
4. Akses Jarak Jauh: Akses jarak jauh ke data dan sistem 4. Remote Access: Remote access to company data
perusahaan harus dilakukan melalui VPN yang aman. and systems must be done through a secure VPN.
Karyawan tidak boleh menggunakan jaringan publik Employees must not use unsecured public networks
yang tidak aman untuk mengakses data perusahaan. to access company data.
5. Pencadangan Data: Semua data perusahaan harus 5. Data Backup: All company data must be backed
dicadangkan secara teratur untuk memastikan bahwa upregularly to ensure that data loss is minimized in
kehilangan data diminimalkan jika terjadi bencana. the event of a disaster.
Semua karyawan Perseroan wajib mematuhi kebijakan All employees must adhere to these policies to protect
di atas untuk melindungi data sensitif perusahaan dan the company’s sensitive data and prevent cyber threats.
mencegah ancaman dunia maya.
Kebijakan Privasi Data dan Informasi Data and Information Privacy Policy
Komitmen Perseroan dalam menjaga dan melindungi hak The Company’s commitment to safeguarding and
privasi atas data dan informasi pelanggan dan karyawan protecting the data and information privacy rights of
diwujudkan melalui kebijakan privasi terkait data dan customer and employee is manifested through its data
informasi. Kebijakan privasi data dan informasi Perseroan and information privacy policy. The Company’s data
memiliki prinsip sebagai berikut: and information privacy policy is based on the following
principles:
1. Mengakui dan menghormati hak privasi atas data, baik 1. Recognize and respect the right to privacy regarding
yang berupa data pribadi maupun data perusahaan data, whether in the form of personal data or
company data
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
2. Perusahaan atau karyawan hanya memperoleh serta 2. The company or employee only obtains and uses
menggunakan data, baik data pribadi maupun data data, both personal data and company data, for
perusahaan untuk tujuan yang relevan atau terkait purposes that are relevant or related to certain
dengan kegiatan tertentu, seperti untuk transaksi activities, such as for buying/selling transactions,
jual/beli, untuk akses website, dan tujuan lain yang for website access, and other purposes approved
disetujui oleh pemilik data. by the data owner.
3. Perusahaan atau karyawan akan menjaga kerahasiaan 3. The company or employees will maintain the
data, baik data pribadi pelanggan maupun data confidentiality of data, both customer personal data
perusahaan untuk digunakan sesuai dengan and company data, to be used in accordance with
kepentingan dan tujuannya. their interests and objectives.
4. Perusahaan atau karyawan adalah pemilik tunggal 4. The company or employee is the sole owner of the
data dan tidak akan menjual, menukar atau data and will not sell, exchange or show the data
memperlihatkan data tersebut kepada pihak manapun to any party without the consent of the Company
tanpa persetujuan Perusahaan atau pelanggan. or customer.
5. Perusahaan berhak memenuhi permintaan pembukaan 5. The company has the right to fulfill requests for
data pribadi pelanggan untuk keperluan proses disclosure of customer personal data for the
penegakan hukum yang relevan dan sesuai dengan purposes of relevant law enforcement processes
kebutuhan penegakan hukuman atas permintaan and in accordance with law enforcement needs upon
yang sah dari aparat penegak hukum atau untuk legitimate requests from law enforcement officials
keperluan lain atas permintaan dari otoritas negara or for other purposes upon request from competent
yang berwenang sesuai ketentuan perundangan state authorities in accordance with applicable
yang berlaku. statutory provisions.
6. Perusahaan akan menyimpan data pribadi pelanggan 6. The company will store customer personal data or
atau data perusahaan sesuai ketentuan retensi arsip company data in accordance with archive retention
berdasarkan kelaziman dan peraturan perundang- provisions based on applicable laws and regulations.
undangan yang berlaku.
7. Perusahaan akan memusnahkan data pribadi 7. The company will destroy customer personal
pelanggan berdasarkan permintaan kecuali data upon request unless otherwise specified in
ditentukan lain sesuai ketentuan perundang- accordance with applicable statutory provisions.
undangan yang berlaku.
Cakupan dari kebijakan privasi ini adalah mengenai The scope of this privacy policy is regarding collection
pengumpulan informasi, penyimpanan informasi of information, storage of data information, biometric
data, data biometrik, penyimpanan data biometrik, data, storage of biometric data, use of data information,
penggunaan informasi data, keamanan informasi data, security of data information, changes to privacy policies,
perubahan kebijakan privasi, pengakuan dan persetujuan, acknowledgment and consent, use of data on the website
penggunaan data di website dan kontak Perusahaan. and Company contacts.
CSR Berbuka Bersama Anak Yatim - Pakuwon Mall Jogja
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Kode Etik
Code of Conduct
Perseroan memiliki kode etik yang mengatur standar The Company has a Code of Conduct that regulates
etika, nila-nilai, serta prinsip yang harus diterapkan oleh ethical standards, values, and principles that must be
insan Perseroan sehingga dapat menjadi acuan bagi upheld by the Company’s personnel, which serves as
insan Perseroan dalam melaksanakan aktivitas bisnis a guideline for them in carrying out business activities
serta dalam hal berhubungan dengan para Pemangku as well as in their interactions with Stakeholders.
Kepentingan. Kode Etik Perseroan dapat dilihat di situs The Company’s Code of Conduct is available on the
web Perseroan, https://www.pakuwonjati.com/id/ Company’s website, https://www.pakuwonjati.com/id/
pages/15/code-of-conduct. pages/15/code-of-conduct.
Ruang lingkup Kode Etik Scope of Code of Conduct
Kode Etik Perseroan berlaku bagi seluruh level organisasi The Company’s Code of Conducts applies to all levels of
meliputi Dewan Komisaris, Direksi dan seluruh karyawan. the organization, including the Board of Commissioners,
the Board of Directors, and all employees
Pokok-pokok Kode Etik Key Principles of Code of Conduct
Secara garis besar isi pedoman Perilaku Pakuwon Jati In general, the contents of the Pakuwon Jati code of
antara lain mengatur: conduct include:
1. Visi, Misi, Nilai-Nilai Perusahaan, Tujuan Kode Etik 1. Vision, Mission, Corporate Values, Objectives of the
dan Ruang Lingkup Kode Etik; Code of Conduct and Scope of the Code of Conduct;
2. Kepatuhan dan Manajemen Risiko; 2. Compliance and Risk Management;
3. Menciptakan Lingkungan Kerja yang Kondusif (yang 3. Creating a Favorable Work Environment (which
meliputi Perlakuan Adil kepada Seluruh Karyawan, includes Fair Treatment to All Employees, mutual
saling menghargai dan menghormati sesama, saling respect and respect for others, mutual transparency &
terbuka & percaya, menjaga privasi & rahasia individu, trust, maintaining individual privacy & confidentiality,
loyal & bertanggung jawab, menghindari terjadinya loyal & responsible, avoiding conflicts of interest,
konflik kepentingan, dan lain sebagainya); and so forth);
4. Hubungan dengan Pemegang Saham, Pelanggan 4. Relationships with Shareholders, Customers and
dan Pemangku Kepentingan lainnya (yang meliputi other Stakeholders (which includes Relationships
Hubungan dengan Pelanggan, Hubungan dengan with Customers, Relationships with Associates,
Rekanan, Hubungan dengan Regulator, Penyuapan Relationships with Regulators, Bribery and
dan Korupsi, Pemberian dan Penerimaan Hadiah, dan Corruption, Gift Giving and Acceptance, and Anti-
Anti Pencucian Uang); Money Laundering);
5. Penegakkan Kode Etik (yang meliputi Peran dan 5. Enforcement of the Code of Conduct (which includes
Tanggung Jawab, Pelanggaran Terhadap Kode Etik). Roles and Responsibilities, Violations of the Code
of Conduct).
Sosialisasi Kode Etik Socialization of Code of Conduct
Perseroan mengadakan berbagai acara untuk The Company conducts various activities to socialize
mensosialisasikan kode etik kepada seluruh pekerja di the Code of Conducts to all employees at various
berbagai level manajemen. Langkah ini dilakukan untuk management levels. This initiative is carried out to ensure
memastikan kode etik Perseroan telah dipahami oleh that the Company’s Code of Conducts is well understood
seluruh pekerja. by all employees.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Penegakan Kode Etik Enforcement of Code of Conduct
Sebagai upaya penegakan kode etik, Perseroan To enforce the Code of Conducts, the Company imposes
memberlakukan sanksi atas tindakan pelanggaran sanctions for any violations of the Code of Conducts.
kode etik. Sanksi tersebut akan dikenakan sesuai bobot Such sanctions are imposed in accordance with the
pelanggarannya dan disesuaikan dengan kebijakan dan severity of the violation and also being adjusted to
peraturan perusahaan yang berlaku. applicable company policies and regulations.
Selama tahun 2025, tidak terdapat pelanggaran atas During 2025, there were no violations of the Company’s
Pedoman Perilaku Perseroan dan sanksi diberikan kepada Code of Conduct and sanctions are given to employees
pegawai yang melanggar sesuai dengan peraturan yang who violate in accordance with applicable regulations.
berlaku.
Prize Draw, Shop Til You Win - Blok M Plaza
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Pengadaan Barang dan Jasa
Goods and Services Procurement
Pengadaan barang/jasa adalah proses memperoleh Procurement of goods and services is the process to
barang atau jasa melalui metode tertentu guna mencapai acquire goods or services through specific methods to
kesepakatan terkait spesifikasi, harga, dan waktu. reach agreements on the specification, price, and delivery
Perseroan mengelola rantai pasokan melalui kebijakan time. The Company manages its supply chain through
pengadaan yang menitikberatkan kualitas, ketepatan procurement policy that focus on quality, timeliness, and
waktu, dan efisiensi proses sesuai dengan peraturan process efficiency in accordance with the applicable
yang berlaku. Selain mempertimbangkan harga dan regulations. In addition to considering price and quality,
kualitas, Perseroan juga mulai mempertimbangkan the Company also considers environmental and social
dampak lingkungan, sosial, dan aspek keberlanjutan impacts, as well as other sustainability aspects, in its
lainnya dalam proses pengadaan. Hal ini dilakukan procurement process. This is carried out as part of the
sebagai komitmen Perseroan pada keberlanjutan dengan Company’s commitment to sustainability through the
menerapkan prinsip Green Procurement dalam seluruh implementation of Green Procurement principles across
proses pengadaan barang dan jasa. all goods and services procurement activities.
Tata Cara atau Prosedur Pengadaan Procedures for Goods and Services
Barang dan Jasa Procurement
Prosedur pengadaan barang dan jasa yang dilakukan The Company implements procedures of goods and
Perseroan, diuraikan sebagai berikut: services procurement as described below.
Pengadaan Barang Pengadaan Jasa
Good Procurement Services Procurement
Mulai Proses Mulai Proses
Process Started Process Started
Proses pengadaan barang diawali oleh Purchasing Manager, Proses pengadaan jasa diawali oleh Purchasing Manager,
yang menerima dan meninjau dokumen SPPB dari user, kemudian menerima dan meninjau SPPJ/SPPT dari user, serta menunjuk
menunjuk staf pengadaan untuk memprosesnya. staf pengadaan.
The goods procurement process begins with the Purchasing Services procurement starts with the Purchasing Manager, who
Manager, who receives and reviews SPPB from the user, and receives and reviews SPPJ/SPPT from the user and assigns staff.
assigns the purchasing staff to process it.
Verifikasi Dokumen Verifikasi dan Review
Document Verification Verification and Review
Purchasing Staff memeriksa SPPB. Jika dokumen sesuai, proses Staf pengadaan memeriksa dokumen SPPJ/SPPT dan meminta
berlanjut; jika tidak, staf meminta revisi kepada user. revisi dari user jika diperlukan.
Purchasing Staff checks the SPPB. If documents are complete, Purchasing staff checks SPPJ/SPPT and requests revisions from
the process continues; if not, revision is requested from the user. users if needed.
Briefing dan Permintaan Penawaran Estimasi Biaya dan Internal Meeting
Briefing and Vendor Offers Cost Estimation and Internal Meeting
Setelah dokumen sesuai, staf pengadaan melakukan briefing Untuk proyek berskala besar, staf membuat estimasi biaya
dan survei, serta meminta penawaran dari vendor. konstruksi dan mengadakan internal meeting sebelum
melanjutkan ke tahap tender.
Once documents are verified, purchasing staff conducts briefing
and surveys, then requests offers from vendors. For large-scale projects, staff prepares cost estimates and
organizes internal meetings before proceeding to tender.
Penentuan Urgensi Tender/Seleksi Vendor
Urgency Assessment Tender/Vendor Selection
Jika pengadaan bersifat urgent, staf membuat CS manual dan Pengadaan jasa bernilai >Rp300 juta atau berskala besar melalui
dikirim ke user untuk diajukan persetujuan dan dilanjutkan tender yang dilakukan oleh GM Purchasing atau Purchasing
dengan Pembuatan Surat Konfirmasi penunjukan yg diberikan Manager.
ke Vendor.
Services procurement valued over Rp300 million or large-
When procurement is urgent, staff prepares CS manuals and scale goes through a tender conducted by GM Purchasing or
sends to user for approval and followed by the creation of a Purchasing Manager.
confirmation letter of appointment given to the vendor.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Pengadaan Barang Pengadaan Jasa
Good Procurement Services Procurement
Negosiasi dan Penetapan Vendor Pembuatan dan Pemrosesan CS/E-SPK
Negotiation and Vendor Selection CS/E-SPK Processing
Staf melakukan negosiasi harga dan syarat kontrak, serta Staf memproses E-SPK di ERP, mengirim ke vendor dan user,
memilih vendor berdasarkan evaluasi. serta membuat BAST di ERP. Konfirmasi E-SPK dilakukan ke
vendor.
Staff negotiates prices and contract terms and selects vendors
based on evaluation. Staff processes E-SPK in ERP, sends it to vendors and users,
and creates BAST in ERP. Vendor confirmation is performed.
Skala Besar/Tender Koordinasi dan Revisi
Large-Scale Tender Process Coordination and Revision
Jika pengadaan bernilai besar, staf meminta review harga dan Jika terdapat kendala atau perlu revisi, staf melakukan koordinasi
biaya ke Cost Control Project dan Finance Controller. Proses dengan warehouse, user, dan vendor, serta melakukan reused
tender dilakukan oleh GM Purchasing atau Purchasing Manager atau revisi E-SPK.
sesuai nilai pengadaan
For large-scale procurement, staff requests price and cost When has obstacles or need to be revised, staff will coordinate
review from Cost Control Project and Finance Controller. with warehouse, users, and vendors, and performs E-SPK reuse
Tender is conducted by GM Purchasing or Purchasing Manager or revision.
depending on procurement value.
Pembuatan dan Pemrosesan CS/E-PO Penyelesaian/Pembatalan
Contract Sheet/E-PO Processing Completion/Cancellation
Staf membuat CS (Canvas Sheet) manual atau memproses E-PO Jika SPK dibatalkan, prosedur pembatalan PO dan SPK dijalankan
di ERP, lalu mengirim ke vendor dan user. sesuai ketentuan, dan proses pengadaan dinyatakan selesai.
Staff creates manual CS or processes E-PO in ERP, then sends If SPK is canceled, PO and SPK cancellation procedures are
it to vendors and users. carried out, and the procurement process is completed.
Konfirmasi dan Monitoring
Confirmation and Monitoring
Konfirmasi E-PO dilakukan ke vendor. Staf memonitor PO sesuai
jadwal pengiriman dan melakukan koordinasi jika ada revisi
atau kendala.
E-PO confirmation is sent to vendors. Staff monitors delivery
schedules and coordinates revisions or obstacles if any.
Penerimaan Barang
Goods Receipt
Barang diterima di gudang setelah diverifikasi, dan proses
pengadaan selesai.
Goods are received at the warehouse after verification,
completing the procurement process.
Pembatalan PO/SPK
PO/SPK Cancellation
Jika PO/SPK dibatalkan, prosedur pembatalan dijalankan sesuai
ketentuan.
If PO/SPK is canceled, cancellation procedures are implemented
accordingly.
Spongebob Squarepants - Pakuwon Mall Jogja
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Kebijakan Anti Penyuapan dan Korupsi
Anti-Bribery and Corruption Policy
Perseroan memiliki komitmen untuk mencegah The Company is committed to preventing corrupt practices
praktik korupsi di lingkungan Perseroan. Komitmen ini within the Company. This commitment is realized through
dilaksanakan dengan menerapkan kebijakan anti korupsi the implementation of an anti-corruption policy, which
yang dapat mengakses kebijakan anti korupsi di website can be accessed on the Company’s website, https://
Perseroan, https://www.pakuwonjati.com/id/pages/71/ www.pakuwonjati.com/id/pages/71/anti-corruption-and-
anti-corruption-and-anti-fraud-policy. anti-fraud-policy.
Kebijakan tersebut memuat jenis-jenis tindakan yang This policy outlines the types of actions that are classified
dikategorikan sebagai korupsi serta sanksinya. as corruption, along with the applicable sanctions.
Sosialisasi Kebijakan Anti-Korupsi Dissemination of Anti-Corruption Policy
Perseroan menunjukkan dukungan terhadap gerakan The Company shows support for anti-corruption
anti-korupsi melalui sosialisasi secara tatap muka serta movement through face-to-face socialization and
pemasangan poster dan spanduk di setiap unit kerja. installation of posters or banners in each work unit. As
Sebagai bentuk komitmen lebih lanjut, Perseroan telah further commitment, the Company has implemented WBS
mengimplementasikan WBS yang memfasilitasi pelaporan to facilitate reporting of indication of violation, including
indikasi pelanggaran, termasuk dugaan tindak pidana allegation of corruption act.
korupsi.
Pelatihan Anti-Korupsi Anti-Corruption Training
Dalam rangka meningkatkan kesadaran insan Perseroan In order to increase employees’ awareness of corruption
terhadap korupsi dan meningkatkan operasional and to promote healthy, cleand and corruption-free
bisnis yang sehat dan bersih dari korupsi, Perseroan business operations, the Company conducts periodic
menyelenggarakan pelatihan secara berkala kepada training for all employees.
seluruh karyawan.
Sanksi Apabila Terindikasi Melakukan Sanctions if Indicated to Committing
Tindakan Korupsi Corruption Acts
Perseroan berkomitmen untuk memberikan sanksi tegas The Company is committed to provide strict punishment
bagi setiap karyawan yang terbukti melakukan tindakan for any employee proven to commit corruption act. The
korupsi. Sanksi tersebut meliputi: sanction including:
1. Pemberhentian tidak dengan hormat; serta 1. Dismissal with dishonor; and
2. Proses hukum sesuai dengan peraturan yang berlaku 2. Legal process in accordance with the applicable
di wilayah Republik Indonesia. regulations in the Republic of Indonesia.
Pada tahun 2025, Perseroan tidak menerima laporan In 2025, the Company received no report related to
terkait dugaan tindak korupsi. alleged corruption act.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Kebijakan Perusahaan untuk Memenuhi
Hak-Hak Kreditur
Policy on Fulfillment of Creditor Rights
Dalam rangka penerapan tata kelola perusahaan yang baik Following the requirement of good corporate governance
sebagaimana disyaratkan melalui POJK 21/POJK.04/2015, as stipulated in POJK 21/POJK.04/2015, the Company has
Perseroan telah menyusun Kebijakan Perusahaan untuk prepared Company Policy on Fulfillment the Creditor’s
Memenuhi Hak Kreditur (“Kebijakan”). Perseroan berharap Rights (the “Policy”). The Company is expecting that
bahwa Kebijakan tersebut dapat menjadi pedoman bagi the Policy will act as guidance for the Company and its
Perseroan dan entitas anak dalam melakukan pinjaman subsidiaries on obtaining a loan from a third party and
dari pihak ketiga dan pemenuhan atas hak- hak kreditur. to protect the creditor’s rights.
Perseroan harus mempertimbangkan faktor-faktor berikut The Company shall consider the following factors before
ini sebelum mendapatkan fasilitas pinjaman dari pihak obtaining a loan facility from a third party, among others:
ketiga, antara lain:
1. Mematuhi kewajiban Perseroan sesuai dengan 1. Complying with applicable laws and regulations as
undang-undang dan peraturan yang berlaku well as maintaining necessary licenses which are
termasuk mempertahankan izin-izin yang diperlukan required by the Company and its subsidiaries to
Perseroan dan entitas anak dalam menjalankan conduct their business activities;
kegiatan usahanya;
2. Mematuhi ketentuan dalam Anggaran Dasar 2. Complying with the provisions on the Articles of
Perseroan, seperti persetujuan dari Dewan Komisaris/ Association, such as to obtain approval from the
para Pemegang Saham; Board of Commissioners/Shareholders;
3. Memperhatikan hak-hak kreditur dalam perjanjian 3. Respecting the rights of the creditors on loans; and
pinjaman yang telah ada; dan
4. Memastikan kondisi keuangan Perseroan dalam 4. Ensuring the financial conditions is in a healthy
kondisi yang sehat dengan memelihara Rasio atas condition by maintaining the Ratio on Net Debt
Utang Bersih terhadap EBITDA yang Berjalan dan to Running EBITDA and the Debt Services
Debt Services Coverage Ratio. Coverage Ratio.
Kebijakan ini diharapkan dapat menjaga kepercayaan para This Policy is intended to maintain trust from our creditors,
kreditur, investor, dan pemangku kepentingan terhadap investors and stakeholders and to address their rights.
Perseroan sekaligus memenuhi hak-hak mereka.
Playground - Pakuwon Residence Bekasi
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Program Kepemilikan Saham oleh
Karyawan dan/atau Manajemen
Employee/Management Share Ownership Program
Perseroan saat ini belum memiliki program kepemilikan The Company currently does not implement an Employee/
saham oleh karyawan dan/atau manajemen (Employee/ Management Stock Ownership Program. This decision
Management Stock Ownership Program ). Hal ini reflects the Company’s prevailing remuneration policy,
mempertimbangkan kebijakan remunerasi yang berlaku, which prioritizes short-term incentives in the form of
di mana Perseroan lebih mengutamakan pemberian annual performance-based bonuses and allowances
insentif jangka pendek berupa bonus tahunan berbasis based on Key Performance Indicators (KPI), which have
Key Performance Indicators (KPI) serta tunjangan kinerja, been considered effective in driving the performance of
yang dinilai telah efektif dalam mendorong kinerja Direksi the Board of Directors and employees.
dan karyawan.
Ke depan, Perseroan akan mempertimbangkan penerapan Going forward, the Company will consider the
program kepemilikan saham oleh karyawan dan/atau implementation of an Employee/Management Stock
manajemen dengan memperhatikan perkembangan Ownership Program by taking into account business
usaha, kebutuhan Perseroan, serta praktik tata kelola developments, the Company’s needs, and prevailing
perusahaan yang berlaku. good corporate governance practices.
Sistem Pelaporan Pelanggaran
Whistleblowing System
Perseroan telah membangun sistem pelaporan The Company has built a Whistleblowing System (“WBS”)
pelanggaran atau Whistleblowing System (“WBS”) sejak since December 15, 2021 which functions as a means to
15 Desember 2021 yang berfungsi sebagai sarana untuk prevent, reveal suspected violations or fraudulent acts
mencegah, mengungkapkan dugaan pelanggaran atau that occur in the Company.
tindak kecurangan yang terjadi dalam Perusahaan.
Perseroan mendorong karyawan, pemasok, distributor The Company encourages employees, suppliers,
serta seluruh mitra bisnis Perseroan untuk melaporkan distributors, and all business partners of the Company
pelanggaran atau dugaan pelanggaran yang terjadi di to report any violations or suspected violations within
Perseroan kepada Perseroan melalui sarana WBS. the Company through the Company through WBS.
Tujuan Sistem Pelaporan Pelanggaran Objective of Whistleblowing System
1. Menyediakan cara penyampaian informasi penting 1. Provide a means of delivering important and critical
dan kritis bagi Perseroan kepada pihak yang harus information for the Company to those who must
segera menanganinya secara aman; immediately handle it safely;
2. Mendorong pencegahan untuk melakukan 2. Encourage prevention of violations, by increasing
pelanggaran, dengan semakin meningkatnya willingness to report violations, due to trust in an
kesediaan untuk melaporkan terjadinya pelanggaran, effective reporting system;
karena kepercayaan terhadap system pelaporan
yang efektif;
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
3. Sebagai mekanisme deteksi dini (early warning 3. As an early warning system for possible problems
system) atas kemungkinan terjadinya masalah akibat resulting from a violation;
suatu pelanggaran;
4. Menyediakan kesempatan untuk menangani masalah 4. Provide opportunities to handle violations internally
pelanggaran secara internal terlebih dahulu, first, before they escalate into public violations;
sebelum meluas menjadi masalah pelanggaran yang
bersifat publik;
5. Mengurangi risiko yang dihadapi Perseroan, akibat 5. Reduce the risks faced by the Company, resulting
dari pelanggaran baik dari segi keuangan, operasi, from violations in terms of finance, operations, law,
hukum, keselamatan kerja, dan reputasi; occupational safety, and reputation;
6. Mengurangi biaya dalam menangani akibat dari 6. Reduce costs in dealing with the consequences
terjadinya pelanggaran; of violations;
7. Meningkatnya reputasi Perseroan di mata pemangku 7. Increase the Company’s reputation in the eyes of
kepentingan ( stakeholders ), regulator, dan stakeholders, regulators, and the public; and
masyarakat umum; dan
8. Memberikan masukan kepada Perseroan untuk 8. Provide input to the Company to look further
melihat lebih jauh area kritikal dan proses kerja yang into critical areas and work processes that have
memiliki kelemahan pengendalian internal, serta untuk weaknesses in internal control, as well as to design
merancang tindakan perbaikan yang diperlukan. necessary corrective actions.
Ruang Lingkup Sistem Pelaporan Scope of Whistleblowing Systesm
Pelanggaran
Cakupan pelanggaran dalam Sistem Pelaporan The scope of violations covered by the Whistleblowing
Pelanggaran adalah perbuatan atau perilaku yang tidak System includes actions or behaviors that are inconsistent
sesuai dengan kebijakan, etika dan tata nilai Perseroan with the Company’s policies, ethics, and values, which
sehingga menyebabkan kerugian material maupun non- may result in material or non-material losses, as follows:
material sebagai berikut:
1. Korupsi 1. Corruption
2. Suap/Gratifikasi 2. Bribes/gratuities
3. Pemerasan 3. Extortion
4. Pencurian/penggelapan/penipuan 4. Theft/embezzlement/fraud
5. Penyalahgunaan jabatan/kewenangan 5. Misuse of position/authority
6. Pelanggaran terhadap peraturan Perseroan 6. Violation of company regulations
Sistem Pelaporan Pelanggaran Perseroan tidak The Company’s Violation Reporting System does not
mencakup/tidak menerima laporan atas tindakan di luar cover/does not accept reports on actions other than
yang tercantum pada butir di atas. those listed in point above.
Media Pelaporan Reporting Channels
Perseroan menyediakan media pelaporan sebagai wadah The Company provides reporting channels as a means
untuk menyampaikan laporan yang ditujukan kepada: to submit reports addressed to:
Via Website
Formulir online: wbs.pakuwonjati.com
atau melalui surat ke:
Jakarta Surabaya
Tim Pengelola Laporan WBS PT Pakuwon Jati Tbk Tim Pengelola Laporan WBS PT Pakuwon Jati Tbk
Gedung Perkantoran Gandaria 8, lantai 32 Pakuwon City Mall Lantai 5,
Jl. Sultan Iskandar Muda (Arteri Pondok Indah) Jl. Kejawan Putih Mutiara No. 17, Surabaya
Kebayoran Lama, Jakarta Selatan
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Prosedur Pelaporan Reporting Procedures
Perseroan telah memiliki kebijakan whistleblowing The Company has established a Whistleblowing System
system yang didalamnya memuat prosedur dan policy, which outlines the reporting procedures and
mekanisme pelaporan. Kebijakan whistleblowing system mechanisms. The Whistleblowing System policy
Perseroan dapat diunduh di https://pakuwonjati.com/ can be downloaded at https://pakuwonjati.com/
upload/2022/04/6249cccf03710-sistem-pelaporan- upload/2022/04/6249cccf03710-sistem-pelaporan-
pelanggar.pdf. pelanggar.pdf.
Perlindungan bagi Pelapor Protection for Whistlebolwers
Perseroan memberikan jaminan perlindungan bagi The Company provides protection guarantees for
whistleblower dengan ketentuan sebagai berikut: whistleblower under the following provisions:
1. Perseroan menjamin akan melakukan proses/ 1. The Company guarantees that it will process/follow
tindak lanjut atas laporan pengaduan atas dugaan up on reports of complaints of alleged violations
pelanggaran dengan mengedepankan asas praduga by prioritizing the principles of presumption of
tidak bersalah dan kerahasiaan termasuk atas bukti- innocence and confidentiality, including the attached
bukti akurat yang dilampirkan. accurate evidence.
2. Perseroan akan menjamin kerahasiaan terhadap 2. The Company will guarantee the confidentiality of
identitas pelapor maupun pihak-pihak yang the identity of the whistleblower and the parties who
mempunyai keterkaitan dengan pelaporan have a connection with the alleged violation report.
dugaan pelanggaran.
3. Perseroan menjamin perlindungan terhadap pelapor 3. The Company guarantees protection of the
dari segala bentuk ancaman, intimidasi, ataupun whistleblower from all forms of threats, intimidation,
tindakan tidak menyenangkan dari siapapun, termasuk or unpleasant actions from anyone, including the
dari pihak-pihak yang melakukan pelanggaran. party(s) who commit the violation.
4. Kerahasiaan terhadap identitas dan perlindungan 4. Confidentiality of the identity and protection of the
terhadap Pelapor tersebut juga berlaku bagi para Whistleblower also applies to the parties carrying
pihak yang melaksanakan Investigasi maupun pihak- out the Investigation and the parties providing
pihak yang memberikan informasi terkait dengan information related to the complaint report.
laporan pengaduan tersebut.
5. Ketentuan-ketentuan kerahasiaan dan perlindungan 5. The provisions on confidentiality and protection for
terhadap Pelapor tersebut akan tetap berlaku selama the Whistleblower will remain in effect provided that
Pelapor menjaga kerahasiaan pelanggaran yang the Whistleblower maintains the confidentiality of the
diadukan kepada siapapun dan pihak manapun, violation that is reported to anyone and any party,
dengan cara, bentuk dan kondisi apapun, dan tidak/ in any way, form and condition, and is not/has not
belum menjadi konsumsi publik baik sebelum atau become public consumption either before or after
setelah laporan pengaduan. the complaint report.
Pengelola WBS WBS Handler
Perseroan membentuk tim khusus untuk menerima The Company has established a dedicated team to
dan mengumpulkan data pengaduan. Pengaduan yang receive and collect complaint reports. Each complaint will
diterima akan dikelola berdasarkan jenis pelanggaran be managed based on the type of violation identified and
yang telah ditetapkan, dan ditangani oleh tim terkait. handled by the relevant teams. In accordance with the
Berdasarkan kebijakan WBS, kewenangan penanganan WBS policy, the authority to handle reports is exercised
laporan akan dilakukan sesuai dengan jenjang pihak- in line with the level or hierarchy of the offending party,
pihak yang melakukan pelanggaran, yaitu: as follows:
1. Pengaduan atas pelanggaran yang dilakukan oleh 1. Complaints about violations committed by the
karyawan Perusahaan, akan ditangani oleh Team Company employees will be handled by the
Pengelola Laporan WBS. Whistleblowing Team.
2. Pengaduan atas pelanggaran yang berkaitan dan/ 2. Complaints about violations related to and/or by
atau dilakukan mitra kerja maka akan dikenakan partners will be subject to the provisions as stated
ketentuan sebagaimana tertuang dalam kontrak. in the contract. If it is related to criminal law, it will
Apabila terkait dengan tindak hukum pidana akan be forwarded to the authority.
diteruskan kepada pihak yang berwajib.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
3. Pengaduan atas pelanggaran yang berkaitan dan/ 3. Complaints about violations related to and/or
atau dilakukan oleh anggota Direksi Perusahaan akan committed by the Company’s Board of Directors
ditindaklanjuti oleh Direksi dan Dewan Komisaris members will be followed up by the Company’s Board
Perusahaan. of Directors and Board of Commissioners.
4. Pengaduan/penyingkapan pelanggaran yang 4. Complaints/disclosure of violations related to
berkaitan dan atau dilakukan oleh anggota Dewan and or committed by the Company’s Board of
Komisaris Perusahaan akan ditindaklanjuti oleh Commissioners members will be followed up
Dewan Komisaris dan Pemegang Saham Utama/ by the Board of Commissioners and Majority/
Pengendali. Controlling Shareholders.
Sosialisasi WBS WBS Dissemination
Perseroan terus mengkomunikasikan informasi terkait The Company continues to communicate information
sistem pelaporan melalui platform internal yang ada, related the reporting system through existing internal
seperti e-mail blast agar dapat menjangkau seluruh platforms, such as email blasts, in order to reach all
karyawan. employees.
Sanksi Bagi Pelanggar Sanction for Violators
Perseroan akan memberikan sanksi pada setiap pelaporan The Company will impose sanctions on any reporting that
yang terbukti melanggar kebijakan atau aturan Perseroan. is proven to violate the Company’s policies or regulations.
Sanksi yang dikenakan akan disesuaikan dengan jenis The sanctions imposed will be adjusted to the type of
pelanggaran. violation.
Jumlah Pengaduan Number of Complaints
Selama tahun 2025, Perseroan menerima 1 (satu) laporan During 2025, the Company received 1 (one) report
melalui meia WBS, namun laporan tersebut bukan through the Whistleblowing System (WBS); however, the
termasuk kategori atau ruang lingkup pengaduan WBS. report did not fall within the defined category or scope
Berikut laporan yang masuk melalui WBS: of complaints under the WBS mechanism. The following
is the report received through the WBS:
Pelaporan Whistleblowing System Tahun 2025
2025 Whistleblowing System Report
Tanggal
Kejadian
Tanggal Pengaduan Terlapor Jenis Pengaduan Uraian Singkat Pelanggaran
Pelanggaran
No Date of Complaint Reported Party Type of Complaint Description of Violation
Date of Violation
Incident
1. 22 Maret 2025 Security Pakuwon Lain-lain 22 Maret 2025 Security melakukan teguran ke
March 22, 2025 Mall Others March 22, 2025 pengunjung mall dengan cara
yang kurang sopan.
Security reprimanded a mall
visitor in an impolite manner.
Kids Pool - Pakuwon Residence Bekasi
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Pemberian Dana untuk Kegiatan Sosial,
Politik dan Lainnya
Funding for Social, Political, and Other Activities
Perseroan melarang adanya transaksi pemberian dana The Company prohibits any transaction of granting
yang berhubungan dengan kegiatan politik. Seluruh dana funds related to political activities. All funds channeled
yang disalurkan kepada pihak-pihak berkepentingan to relevant parties are ensured to have gone through
dipastikan telah melalui proses review dan tidak a review process and do not conflict with internal
bertentangan dengan kebijakan internal serta sudah policies and are in accordance with applicable laws and
sesuai dengan perundang-undangan yang berlaku. regulations. This policy is implemented to maintain the
Kebijakan ini diterapkan untuk menjaga independensi independence and professionalism of all elements of
dan profesionalisme seluruh unsur Perseroan. the Company.
Kebijakan Anti Pencucian Uang
Anti-Money Laundering Policy
Komitmen Perseroan untuk menerapkan prinsip-prinsip The Company’s commitment to implementing GCG
GCG salah satunya dilakukan dengan menerapkan principles is carried out by implementing the prevention of
pencegahan tindakan anti Pencucian Uang di lingkungan Anti-Money Laundering practices within the Company. The
Perusahaan. Perseroan melarang tegas tindakan Company strictly prohibits any form of money laundering
pencucian uang di dalam kegiatan bisnis Perseroan. Oleh in all of its business activities and operations. Therefore,
karena itu, Perseroan membuat kebijakan anti pencucian the Company has established an Anti-Money Laundering
uang yang menjadi pedoman insan Perseroan dalam Policy as a guideline for all Company personnel in
menjalankan bisnis Perusahaan. Kebijakan anti pencucian conducting business activities responsibly, transparently,
uang dapat dilihat di https://www.pakuwonjati.com/id/ and in compliance with applicable laws and regulations.
pages/57/anti-money-laundering-policy. The Anti-Money Laundering Policy can be accessed on
the Company’s official website, https://www.pakuwonjati.
com/id/pages/57/anti-money-laundering-policy.
Kebijakan tersebut, memuat tindakan Perseroan dalam The policy outlines the Company’s measures to prevent
mencegah terjadinya Pencucian Uang di lingkungan the Money Laundering within the Company, which
Perusahaan, yaitu dengan cara antara lain: include, among others:
1. Melaporkan semua transaksi antara Perusahaan 1. Timely and consistently report every transaction
dengan pihak ketiga sesuai dengan kriteria between the Company and third parties as per the
pelaporan yang ditetapkan PPATK secara tepat waktu criteria set by the Indonesian Financial Transaction
dan konsisten. Reports and Analysis Center (“PPATK”).
2. Mencantumkan klausula anti pencucian uang 2. Include anti-money laundering clauses in agreements
dalam perjanjian antara Perusahaan dengan pihak between the Company and third parties, along with
ketiga berikut sanksi yang diterapkan apabila pihak provisions on sanctions that may be imposed if the
ketiga melakukan atau terkait dengan perbuatan third party is proven to have committed or be involved
pencucian uang. in money laundering.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
3. Melakukan identifikasi dan verifikasi atas data/ 3. Identify and verify all documents from buyers or
dokumen Pembeli/Penyewa properti milik Perusahaan. lessees on the Company’s properties.
4. Melakukan identifikasi dan verifikasi atas data/ 4. Identify and verify all documents from Company’s
dokumen mitra usaha/pemasok yang melakukan vendors and suppliers.
pekerjaan untuk kepentingan usaha Perusahaan.
5. Melakukan pengendalian dan mitigasi risiko pencucian 5. Control and mitigate the risk of money laundering
uang berdasarkan faktor risiko kepada pihak ketiga from Companies’ suppliers, vendors, and tenants.
pengguna jasa atau mitra usaha atau pemasok.
6. Melakukan pengawasan secara aktif dan penilaian 6. Doing active supervision and performance evaluation
kinerja secara berkala atas tugas dan tanggungjawab periodically on tasks and responsibilities on all
seluruh komponen Perusahaan. components of the Company.
7. Melakukan audit internal secara berkala di lingkungan 7. Doing internal audit periodically within the Company
Perusahaan yang melibatkan seluruh aspek. that involves all aspects of the Company
Praktik Bad Governance
Bad Governance Practices
Sepanjang tahun 2025, Perseroan memastikan tidak ada Throughout 2025, the Company ensures that there were
penerapan praktik tata kelola perusahaan yang buruk no bad corporate governance practices in the Company,
pada lingkup Perseroan, seperti antara lain yang terkait such as:
dengan:
1. Pencemaran lingkungan; 1. Environmental pollution;
2. Pelanggaran hukum; 2. Violation of law;
3. Ketidakpatuhan terhadap kewajiban pajak; 3. Non-compliance with tax obligations;
4. Pelanggaran terhadap hak-hak karyawan; dan 4. Violation of employee rights; and
5. Ketidaksesuaian pelaporan keuangan dengan 5. Discrepancies in financial reporting with
peraturan yang berlaku. applicable regulations.
Children Playground - TP Residence
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Penilaian GCG Berdasarkan
Ketentuan OJK
GCG Assessment Based on OJK Provision
Dalam menjalankan kepengurusan Perseroan, Perseroan In carrying out the management of the Company, the
telah mematuhi, menjalankan, dan menerapkan Company consistently complies with, implements,
rekomendasi-rekomendasi yang dikeluarkan oleh and refers to the recommendations issued by OJK as
OJK sebagaimana tertuang dalam SEOJK No. 32/ stipulated in OJK Circular Letter No. 32/SEOJK.04/2015
SEOJK.04/2015 tentang Pedoman Tata Kelola Perusahaan concerning Guidelines for Corporate Governance of
Terbuka, antara lain sebagai berikut: Public Companies, including the following:
Aspek Prinsip Rekomendasi Keterangan
Aspect Principle Recommendation Remarks
Hubungan Perseroan Terbuka M e n i n g k a t k a n nilai Perseroan Terbuka memiliki Terpenuhi
dengan Pemegang Saham penyelenggaraan Rapat Umum cara atau prosedur teknis Complied
dalam Menjamin Hak-hak Pemegang Saham (RUPS) pengumpulan suara (voting)
Pemegang Saham baik secara terbuka maupun
Increase the value of holding tertutup yang mengedepankan
Relationship between Public a G e n e r a l M e e t i n g o f independensi dan kepentingan
Company and Shareholders Shareholders (GMS). pemegang saham.
in guaranteeing the Rights of
Shareholders Public companies should have
technical means or procedures
for voting, both open and
closed, which prioritize
independence and interests of
shareholders.
Seluruh anggota Direksi dan Terpenuhi
anggota Dewan Komisaris Complied
Perseroan Terbuka hadir dalam
RUPS Tahunan
All members of the Board of
Directors and the Board of
Commissioners of the Public
Company attend the Annual
GMS.
Ringkasan risalah RUPS tersedia Terpenuhi
dalam situs web Perseroan Complied
Terbuka paling sedikit selama
1 tahun.
Minutes of the GMS are
available on the Company's
Website for at least 1 year.
Meningkatkan kualitas Perseroan terbuka memiliki Terpenuhi
komunikasi Perseroan Terbuka suatu kebijakan komunikasi Complied
dengan pemegang saham atau dengan pemegang saham atau
investor. investor.
Improve the Quality of
Com m u ni c a ti on b et we e n Public Company has a
Public Company and Communication Policy with
Shareholders or Investors. Shareholders or investors.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Aspek Prinsip Rekomendasi Keterangan
Aspect Principle Recommendation Remarks
Perseroan Terbuka Terpenuhi
mengungkapkan kebijakan Complied
komunikasi Perseroan Terbuka
dengan Pemegang Saham atau
investor dalam situs web.
Public Company discloses the
communication policy between
the Company and shareholders
or investors in the website.
Fungsi dan Peran Dewan Memperkuat keanggotaan Penentuan jumlah Terpenuhi
Komisaris keanggotaan dan komposisi anggota Dewan Komisaris Complied
Dewan Komisaris. mempertimbangkan kondisi
Functions and Roles of the Perseroan Terbuka.
Board of Commissioners Strengthen membership and
composition of the Board of Determination of the number
Commissioners. of members of the Board of
Commissioners must consider
the condition of the Public
Company.
Penentuan komposisi anggota Terpenuhi
Dewan Komisaris memerhatikan Complied
keragaman keahlian,
pengetahuan, dan pengalaman
yang dibutuhkan.
Determination of the
composition of members of
the Board of Commissioners
must consider the diversity
of expertise, knowledge and
experience needed.
Meningkatkan kualitas Dewan Komisaris mempunyai Terpenuhi
pelaksanaan tugas dan kebijakan penilaian sendiri/ Complied
tanggung jawab Dewan internal ( self - assessment )
Komisaris. untuk menilai kinerja Dewan
Komisaris.
Improve the quality of
implementation of Board of The Board of Commissioners
Commissioners' duties and has a self-assessment policy
responsibilities to evaluate performance of the
Board of Commissioners.
Kebijakan penilaian sendiri Terpenuhi
(self-assessment) untuk menilai Complied
kinerja Dewan Komisaris,
diungkapkan melalui laporan
tahunan Perseroan Terbuka.
The self-assessment policy to
evaluate the performance of
the Board of Commissioners is
disclosed in the Annual Report
of the Public Company.
Dewan Komisaris mempunyai Terpenuhi
kebijakan terkait pengunduran Complied
diri anggota Dewan Komisaris
apabila terlibat dalam kejahatan
keuangan.
The Board of Commissioners
has a policy concerning
resignation of Board of
Commissioners members if
involved in financial crimes.
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Aspek Prinsip Rekomendasi Keterangan
Aspect Principle Recommendation Remarks
Dewan Komisaris atau komite
yang menjalankan fungsi
nominasi dan remunerasi
menyusun kebijakan suksesi
dalam proses nominasi anggota
Direksi.
The Board of Directors or the
committee that carry out the
Nomination and Remuneration
function formulate succession
policies in the Nomination
process of Board of Directors
members.
Fungsi dan Peran Direksi Memperkuat anggota dan Penentuan jumlah anggota Terpenuhi
komposisi Direksi. Direksi mempertimbangkan Complied
Functions and Roles of the kondisi Perseroan Terbuka serta
Board of Directors Strengthen membership and efektivitas dalam pengambilan
composition of the Board of keputusan.
Directors.
Determination of the number
of members of the Board
of Directors must consider
the condition of the Public
Company and the effectiveness
of decision making.
Penentuan komposisi anggota Terpenuhi
DIreksi memerhatikan Complied
keragaman keahlian,
pengetahuan, dan pengalaman
yang dibutuhkan.
Determination of the
composition of members of
the Board of Directors must
consider the diversity of
expertise, knowledge and
experience needed.
Anggota Direksi yang Terpenuhi
membawahi bidang akuntansi Complied
atau keuangan memiliki keahlian
dan/atau pengetahuan di
bidang akuntansi.
Members of the Board
of Directors in charge of
accounting or finance should
have expertise and/or
knowledge in accounting.
M e n i n g k a t k a n k u a l i t a s Direksi mempunyai kebijakan Terpenuhi
pelaksanaan tugas dan p e n i l a i a n s e n d i r i ( s e l f - Complied
tanggung jawab Direksi. assessment ) untuk menilai
kinerja Direksi.
Improve the quality of
implementation of Board The Board of Directors has
o f D i r e c t o r s ’ d u t i e s a n d a self-assessment policy to
responsibilities. evaluate the performance of
the Board of Directors.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
Aspek Prinsip Rekomendasi Keterangan
Aspect Principle Recommendation Remarks
Kebijakan penilaian sendiri Terpenuhi
(self-assessment) untuk menilai Complied
kinerja Direksi, diungkapkan
melalui laporan tahunan
Perseroan Terbuka.
The self-assessment policy to
evaluate the performance of
the Board of Directors must be
disclosed in the Annual Report
of the Public Company.
Direksi mempunyai kebijakan Terpenuhi
terkait pengunduran diri Complied
anggota Direksi apabila terlibat
dalam kejahatan keuangan.
The Board of Directors
has a policy concerning
the resignation of Board of
Directors members if involved
in financial crimes.
P a r t i s i p a s i P e m a n g k u Meningkatkan aspek Tata Perseroan Terbuka memiliki Terpenuhi
Kepentingan Stakeholder Kelola Perusahaan melalui kebijakan untuk mencegah Complied
Participation p a r t i s i p a s i p e m a n g k u terjadinya insider trading.
kepentingan
Public companies should have
Improve aspects of Corporate a policy to prevent insider
G o v e r n a n c e t h r o u g h trading.
stakeholder participation.
Perseroan Terbuka memiliki Terpenuhi
kebijakan anti-korupsi dan/atau Complied
penyelewengan/fraud.
Public Companies must have
an anti-corruption and/or fraud
policy.
Perseroan Terbuka memiliki Terpenuhi
kebijakan tentang seleksi Complied
dan peningkatan kemampuan
pemasok atau vendor.
Public companies must have a
policy concerning the selection
and upgrade of suppliers or
vendors.
Perseroan Terbuka memiliki Terpenuhi
kebijakan tentang pemenuhan Complied
hak-hak kreditur.
Public Company has a policy
concerning the fulfillment of
creditor rights.
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Aspek Prinsip Rekomendasi Keterangan
Aspect Principle Recommendation Remarks
Perseroan Terbuka Terpenuhi
memiliki kebijakan sistem Complied
whistleblowing.
Public Companies must have a
whistleblowing system policy.
Perseroan Terbuka memiliki Kebijakan ini telah
kebijakan pemberian insentif diungkapkan di halaman 240
jangka panjang kepada Direksi pada Laporan Tahunan ini
dan karyawan. This policy has been.
disclosed on page 240 of this
Public companies have a Annual Report.
policy in providing long-term
incentives to Directors and
Employees.
Keterbukaan Informasi Meningkatkan Pelaksanaan P e r s e r o a n Terbuka Terpenuhi
Information Disclosure Keterbukaan me manfaatkan te knologi Complied
informasi secara lebih luas
I n f o r m a s i I m p r o v e t h e selain situs web sebagai media
Implementation of Information keterbukaan informasi.
Disclosure
Public companies must
utilize the use of information
technology more widely than
merely a website as a medium
of information disclosure.
Laporan tahunan Perseroan Terpenuhi
Terbuka mengungkapkan Complied
pemilik manfaat akhir dalam
kepemilikan saham Perseroan
Terbuka paling sedikit
5%, selain pengungkapan
pemilik manfaat akhir dalam
kepemilikan Perseroan Terbuka
melalui pemegang saham utama
dan pengendali.
Public Company's Annual
Report must disclose the owner
of the final benefit in Public
Company share ownership of
at least 5%, in addition to the
disclosure of the owner of
the final benefit in the Public
Company through the main and
controlling shareholders.
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Tata Kelola Perusahaan yang Baik
Good Corporate Governance
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Tanggung Jawab Sosial
Perusahaan
Corporate Social Responsibility
Pakuwon Jati memandang keberlanjutan
dan tanggung jawab sosial sebagai
bagian integral dari pertumbuhan usaha,
dengan terus menghadirkan inisiatif yang
memberikan nilai bagi masyarakat sekaligus
mendukung pembangunan kawasan yang
berkelanjutan.
Pakuwon Jati views sustainability and social
responsibility as an integral part of business
growth, consistently advancing initiatives
that create value for the community while
supporting sustainable area development.
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Kinerja Keberlanjutan
PT Pakuwon Jati Tbk 2025
PT Pakuwon Jati Tbk Sustainability Performance 2025
PT Pakuwon Jati Tbk meyakini bahwa penerapan PT Pakuwon Jati Tbk believes that sustainability is an
keberlanjutan merupakan bagian integral dari strategi integral part of the Company’s business strategy to create
bisnis Perseroan dalam menciptakan nilai jangka panjang long-term value for shareholders and stakeholders.
bagi pemegang saham dan pemangku kepentingan. In conducting its business activities, the Company
Dalam menjalankan kegiatan usahanya, Perseroan consistently strives to balance economic performance
senantiasa berupaya menyeimbangkan kinerja ekonomi with environmental and social responsibilities, in line with
dengan tanggung jawab terhadap lingkungan dan sosial, the principles of Good Corporate Governance (GCG) and
sejalan dengan prinsip Tata Kelola Perusahaan yang Baik applicable laws and regulations.
(Good Corporate Governance/GCG) serta ketentuan
peraturan perundang-undangan yang berlaku.
Landasan Hukum Legal Basis
1. Peraturan Otoritas Jasa Keuangan No. 51 Tahun 1. Financial Services Authority Regulation No. 51 of
2017 tentang Penerapan Keuangan Berkelanjutan 2017 on the Implementation of Sustainable Finance
Bagi Lembaga Jasa Keuangan, Emiten, dan for Financial Services Institutions, Issuers, and
Perusahaan Publik. Public Companies.
2. Undang-Undang No. 13 Tahun 2003 tentang 2. Law No. 13 of 2003 on Manpower.
Ketenagakerjaan.
3. Undang-Undang No. 40 Tahun 2007 tentang 3. Law No. 40 of 2007 on Limited Liability Companies
Perseroan Terbatas sebagaimana telah diubah as last amended by Law No. 6 of 2023.
terakhir dengan UU No. 6 Tahun 2023.
4. Peraturan Pemerintah No. 47 Tahun 2012 tentang 4. Government Regulation No. 47 of 2012 on Social
Tanggung Jawab Sosial dan Lingkungan and Environmental Responsibility of Limited
Perseroan Terbatas. Liability Company.
5. Surat Edaran OJK No. 16 Tahun 2021 tentang 5. Circular Letter of OJK No. 16 of 2021 regarding Form
Bentuk dan Isi Laporan Tahunan Emiten atau and Content of Annual Report for Issuer or Public
Perusahaan Publik. Company
Sepanjang tahun 2025, Perseroan terus memperkuat Throughout 2025, the Company continued to strengthen
implementasi praktik keberlanjutan melalui pengelolaan the implementation of sustainability practices through
dampak lingkungan, peningkatan kontribusi sosial, serta effective environmental impact management, enhanced
penguatan tata kelola yang transparan dan akuntabel. social contributions, and the reinforcement of transparent
Berbagai inisiatif dan kinerja keberlanjutan yang and accountable governance. The sustainability initiatives
dilaporkan mencerminkan komitmen Perseroan untuk and performance disclosed reflect the Company’s
mendukung pembangunan berkelanjutan, meningkatkan commitment to supporting sustainable development,
ketahanan usaha, serta memastikan keberlangsungan strengthening business resilience, and ensuring
operasional yang bertanggung jawab di tengah dinamika responsible and sustainable operations amid the dynamic
industri properti. property industry.
Informasi mengenai kinerja keberlanjutan Perseroan Information on Company’s sustainability performance is
secara komprehensif diungkapkan di dalam Laporan comprehensively disclosed in the Sustainability Report
Keberlanjutan yang disajikan terpisah dari Laporan which is presented separately from the Annual Report.
Tahunan.
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Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Kinerja Ekonomi
Economic Performance
Kinerja Ekonomi Satuan
2025 2024 2023
Economic Performance Unit
Kinerja Keuangan
Financial Performance
Pendapatan Rp-Miliar 7.111 6.671 6.200
Revenues Rp-Billion
Laba Bersih Tahun Berjalan Rp-Miliar 2.758 2.422 2.382
Profit for the Year Rp-Billion
Jumlah Laba Komprehensif Rp-Miliar 2.801 2.386 2.378
Total Comprehensive Income Rp-Billion
Jumlah Aset Rp-Miliar 36.466 35.371 32.711
Total Assets Rp-Billion
Jumlah Liabilitas Rp-Miliar 9.843 10.629 9.915
Total Liabilities Rp-Billion
Jumlah Ekuitas Rp-Miliar 26.623 24.742 22.795
Total Equity Rp-Billion
Jumlah Properti yang Beroperasional
Number of Property Operations
Pusat perkantoran Tower 6 6 6
Office Center
Pusat perbelanjaan Mall 11 11 10
Shopping Center
Apartemen Servis Tower 2 2 2
Serviced Appartment
Kondominium Tower 25 23 23
Condominium
Kota Mandiri Township 2 2 2
Township
Hotel Hotel 10 7 7
Produk Ramah Lingkungan
Eco-Friendly Products
Lampu LED Pcs 29.346 32.768 37.252
LED Lamps
Portofolio bangunan hijau|Green Building Portfolio Bangunan 14 8 4
Building
Total Luas Area Gedung Bangunan Hijau M2 1.238.587 629.287 304.483
Total Green Building Area
Bangunan Menggunakan Solar Panel Bangunan 5 4 2
Building Uses Solar Panels Building
Total Daya Solar Panel| Total Installed Capacity kWp 1.875,81 1.718,61 649,10
of Solar Panels
PT Pakuwon Jati Tbk | Annual Report 2025 257
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Kinerja Ekonomi
Economic Performance
Kinerja Ekonomi Satuan
2025 2024 2023
Economic Performance Unit
Jumlah Tenaga Kerja Lokal Orang 3.476 3.302 3.029
Number of Local Employees People
Persentase Pemasok Lokal % 99,87 99,65 99,67
Percentage of Local Suppliers
Kinerja Lingkungan
Environmental Performance
Kinerja Lingkungan Satuan
2025 2024 2023
Environmental Performance Unit
Jumlah Pengambilan Air m3 4.182.784 3.802.662 4.073.960
Total Water Intake
Air Permukaan m3 70.180 93.235 95.506
Surface Water
Air Tanah m3 539.387 449.518 426.296
Ground Water
PDAM m3 3.573.217 3.353.144 3.647.664
Penghematan Air dari Air Daur Ulang m3 1.242.721 1.019.823 1.178.269
Water saving and recycle
Rp-Miliar 6,86 5,39 6,48
Rp-Billion
Penggunaan Energi Tak Terbarukan
Non Renewablw Energy Consumption
BBM Gigajoule 13.133 11.327 410.530
Fuels
Listrik dari PLN Gigajoule 1.851.736 1.730.913 1.659.561
PLN Electricity
LPG Gigajoule 100.670 68.690 166.545
LNG Gigajoule 94.206 74.726 60.412
Total Penggunaan Energi Tak Terbarukan Gigajoule 2.059.745 1.885.656 2.297.148
Number of Non Renewable Energy Consumption
Intensitas Energy Gigajoule/m2 0,49 0,46 0,65
Energy Intensity
Penggunaan Energi Terbarukan
Renewable Energy Consumption
Energi Tenaga Surya kWp 1.876 1.719 649
Solar Energy
kWh 2.157.706 1.989.586 568.708
Gigajoule 7.057 6.452 1.337
Total Penggunaan Energi Terbarukan Gigajoule 7.057 6.452 1.337
Number of Renewable Energy Consumption
Intensitas Energi Gigajoule/m2 0,73 0,72 0,43
Energy Intensity
Total Penggunaan Energi Gigajoule 2.066.803 1.892.108 2.298.485
Number of Energy Consumption
Intensitas Energi Gigajoule/m2 0,49 0,46 0,65
Energy Intensity
Penghematan Energi Gigajoule 33.373 7.241 9.843
Energy Savings
Rp-Miliar 10,80 2,34 3,19
Rp-Billion
258 PT Pakuwon Jati Tbk | Laporan Tahunan 2025
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Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Kinerja Lingkungan
Environmental Performance
Kinerja Lingkungan Satuan
2025 2024 2023
Environmental Performance Unit
Emisi dari aktivitas bisnis Perusahaan TonCO2eq 634.798 626.583 569.035
Emission from Business Activities
Nilai Penghematan Emisi TonCO2eq 8.065 1.750 710
Value of Emission Savings
Intensitas Emisi TonCO2eq/m2 0,1509 0,1522 0,1549
Emission Intensity
Volume Limbah B3 Kg 33.013 47.769 19.014
Volume of Hazardous Waste
Volume Limbah Padat Non B3 Kg 30.362.443 27.159.180 30.141.763
Volume of Non-Hazardous Waste
Jumlah Limbah yang Dihasilkan Kg 30.395.456 27.206.949 30.160.778
Total Waste Generated
Penambahan (Pengurangan) Volume Limbah B3 Kg (14.756) 28.755 (172.639)
Increase (Decrease) Hazardous Waste Volume
Pelestarian Keanekaragaman Hayati
Biodiversity Conservation
Area ruang terbuka hijau M2 130.562 123.199 108.273
Urban green space area
Kinerja Sosial
Social Performance
Kinerja Sosial Satuan
2025 2024 2023
Social Performance Unit
Jumlah Karyawan Orang 3.478 3.303 3.030
Number of Employees People
Jumlah Karyawan Wanita Orang 1.073 971 876
Number of Female Employees People
Jumlah Pelatihan Pelatihan 221 286 235
Number of Training Training
Jumlah Karyawan yang Mendapat Pelatihan Orang 2.795 1.983 1.980
Number of Employees Received Training People
Biaya Pelatihan Rp-Juta 3.650 2.748 2.690
Training Cost Rp-Million
Jumlah Jam Pelatihan Jam 59.074 73.354 114.134
Total Training Hours Hour
Rata-rata Jam Pelatihan Jam/Orang 21,14 36,99 57,64
Average Training Hours Hour/Employee
Tingkat Perputaran Karyawan % 13% 10% 13%
Employee Turnover Rate
Jumlah Kegiatan CSR Kali 65 85 51
Number of CSR Activities Times
Jumlah Dana CSR Rp-Juta 19.319 5.017 4.773
Number of CSR Cost Rp-Million
Jumlah Penerima Manfaat Orang 33.562 6.879 6.155
Number of Beneficiaries People
Tingkat Frekuensi Cedera yang Tercatat Kali 23 31 21
Recordable Injury Frequency Rate Times
PT Pakuwon Jati Tbk | Annual Report 2025 259
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Laporan Keuangan
Financial Statement
260 PT Pakuwon Jati Tbk | Laporan Tahunan 2025
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Corporate Social Responsibility
PT Pakuwon Jati Tbk | Annual Report 2025 357
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www.pakuwonjati.com 358 PT Pakuwon Jati Tbk | Laporan Tahunan 2025
Names mentioned 223 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Financial Services Authority
p.2 ×12
unresolved
org
PT Pakuwon Jati Tbk’s
p.3 ×3
unresolved
org
PT Pakuwon Permai. Plaza III
p.4 ×2
unresolved
person
Organ Pendukung
· Komisaris
p.7
unresolved
org
Kantor Akuntan Publik Information
p.7 ×2
unresolved
org
Indonesia Stock Exchange
· Company Name
p.16 ×4
unresolved
org
PT Artisan Surya Kreasi
p.16 ×9
unresolved
org
PT Pakuwon Darma
p.16 ×24
unresolved
org
PT Elite Prima Hutama
p.20 ×22
unresolved
org
PT Pakuwon Sentosa Abadi
p.20 ×18
unresolved
org
PT Grama Pramesi Siddhi
p.20 ×20
unresolved
org
PT Pakuwon Permai
p.22 ×41
unresolved
org
Pusat Statistik
p.28
unresolved
person
Dr. Dyah Pradnyaparamita Duarsa
p.32 ×11
unresolved
person
Duarsa
· Komisaris
p.35 ×2
unresolved
org
Bank Indonesia
p.37 ×2
unresolved
org
Bank Indonesia’s
p.37
unresolved
org
Bank Indonesia. Stabilitas
p.37
unresolved
person
Dra. Lauw
p.43 ×10
unresolved
person
Ridwan Suhendra
· Direktur
p.46
unresolved
person
Ir. Richard Adisastra Duarsa
p.48 ×2
unresolved
org
PT Pakuwon Nusantara Abadi Surabaya Batam Tunjungan Plaza
p.53
unresolved
org
PT Dwijaya Manunggal Superblok Pakuwon Batam
p.53
unresolved
org
PT Prima Cipta Konstruksi
p.53 ×6
unresolved
org
PT Cemerlang Indo Properti Sheraton Surabaya Hotel
p.53
unresolved
org
PT Prima Regensi Hotel Semarang
p.53
unresolved
org
PT Pakuwon Permai Four Points Tunjungan Plaza
p.53 ×2
unresolved
org
PT Pakuwon Permai Superblok Pakuwon Semarang
p.53
unresolved
org
PT Permata Berlian Realty
p.53 ×16
unresolved
org
PT Pakuwon Permai Pakuwon City Mall
p.53
unresolved
org
PT Pakuwon Jati Hotel Aloft Pakuwon City
p.53 ×2
unresolved
org
PT Pakuwon Jati Jakarta Gandaria City
p.53
unresolved
org
PT Artisan Wahyu
p.53 ×19
unresolved
org
PT Permata Berlian Realty Sheraton Grand
p.53 ×2
unresolved
org
PT Artisan Wahyu Kota Kasablanka
p.53 ×2
unresolved
org
PT Centrum Utama Prima
p.53 ×13
unresolved
org
PT Elite Prima Hutama Solo
p.53
unresolved
org
PT Pakuwon Jati Pakuwon Mall Solo Baru Greater
p.53
unresolved
org
PT Pakuwon Permai Yogyakarta
p.53 ×2
unresolved
org
PT Grama Pramesi Siddhi Yogyakarta Marriott Hotel
p.53 ×2
unresolved
person
Notary Kartini Muljadi
p.54 ×2
unresolved
org
Ministry of Justice
p.54
unresolved
org
Kementerian Kehakiman Republik Indonesia
p.54
unresolved
org
PT Pakuwon Nusantara Abadi Batam Superblok Pakuwon Batam
p.62
unresolved
org
PT Cemerlang Indo Properti Semarang Superblok Pakuwon Semarang
p.62
unresolved
org
PT Pakuwon Permai Jakarta Gandaria City
p.62
unresolved
org
PT Elite Prima Hutama Solo Pakuwon Mall Solo
p.62
unresolved
org
PT Dwijaya Manunggal Grand Pakuwon Township
p.63
unresolved
org
PT Pakuwon Permai Sheraton Surabaya Hotel
p.63
unresolved
org
PT Prima Regensi Hotel
p.63
unresolved
org
PT Pakuwon Permai Pakuwon City Township
p.63
unresolved
org
PT Permata Berlian Realty Pakuwon City Mall
p.63
unresolved
org
PT Pakuwon Jati Bali Four Points Bali
p.63
unresolved
person
Drs. Minarto Bosse Gozali
p.66
unresolved
person
General Affairs
· Director
p.66
unresolved
person
Drs Minarto Wahyuni Loekito
p.66
unresolved
org
PT ISAE Film
p.68
unresolved
org
PT ISAE
p.68
unresolved
org
PT Pan Asiatic Film
p.68
unresolved
org
PT Menara Mitra Cinema Corp
p.68 ×2
unresolved
org
PT Dwijaya Manunggal
p.68 ×9
unresolved
org
PT Cemerlang Indo Properti
p.68 ×16
unresolved
org
PT Prima Regency Hotel
p.68 ×6
unresolved
org
PT Pakuwon Regensi
p.68 ×4
unresolved
org
PT Pakuwon Nusantara Abadi
p.68 ×10
unresolved
org
PT Citraagung Tirta Jatim
p.68 ×4
unresolved
org
PT Cremona Mulia
p.69 ×2
unresolved
org
PT Anggota Pengurus Yayasan
p.69
unresolved
org
PT Widya Mandala
p.69
unresolved
person
MM. Duarsa
p.70
unresolved
org
PT Artisan Surya Kreasi Permai
p.71
unresolved
org
PT Pakuwon Sentosa
p.73
unresolved
person
Abadi
· Direktur
p.73
unresolved
org
PT Keramik Diamond
p.74 ×2
unresolved
org
PT Southeast Asia Bank
p.76
unresolved
org
PT Bumi Pranata Pranata Laksana
p.77
unresolved
org
PT Bina Persada
p.77
unresolved
org
PT Bina Persada Lestari
p.77 ×3
unresolved
org
PT Jatibuana Puriperkasa
p.77 ×2
unresolved
org
PT Sriwijaya
p.78
unresolved
org
PT Sriwijaya Pakuon Pakuon Sejati
p.78
unresolved
org
PT Rointa Ekajaya
p.78 ×2
unresolved
org
Intiland Tbk
p.78 ×4
unresolved
org
PT Elite Prima Marketing Manager Pantai Mutiara
p.78
unresolved
person
Ir. Richard Adisastra Arthaniaga
p.84
unresolved
person
Dr. Dyah
p.85
unresolved
person
Nil Duarsa
p.85
unresolved
person
Ir. Richard Adisastra PT Pakuwon Darma Arthaniaga
· Direktur
p.88 ×34
unresolved
org
PT Pakuwon Darma Arthaniaga
p.88
unresolved
org
PT Grama Pramesi
p.90
unresolved
org
PT Elite Prima
p.90
unresolved
org
PT Prima Cipta Permai
p.90
unresolved
org
PT Dwijaya
p.90
unresolved
org
PT Prima Regency
p.91
unresolved
org
PT Centrum Utama
p.91
unresolved
org
PT Pakuown Permai
p.93
unresolved
person
Esther Mercia Sulaiman
p.94
unresolved
person
Suhardi
p.94
unresolved
person
Rachmat Santoso
p.94
unresolved
person
Akta Notaris Rika You Soo
p.94
unresolved
person
Notarial Deed Rika You Soo
p.94
unresolved
person
Buntario Trigis Darmawa NG.
p.94 ×2
unresolved
person
Notarial Deed Patricia Bunandi Panggabean
p.95
unresolved
person
Panggabean
p.95
unresolved
org
PT Kalma Indocorpora
p.95 ×2
unresolved
person
Notarial Deed Poerbaningsih Adi Warsito
p.95
unresolved
person
Warsito
p.95
unresolved
person
Notarial Deed Buntario Tigris Darmawa
p.95 ×2
unresolved
person
Darmawa
p.95 ×2
unresolved
person
Notarial Deed Anita Anggawidjaja
p.95 ×5
unresolved
person
Akta Notaris Soetjipto
p.96
unresolved
person
Notarial Deed Soetjipto
p.96
unresolved
org
PT Embong Malang Business Centre
p.96 ×2
unresolved
person
Notarial Deed James Herman Rahardjo
p.96
unresolved
person
Rahardjo
p.96
unresolved
person
Notarial Deed Amrul Partomuan Pohan
p.96
unresolved
person
Pohan
p.96
unresolved
org
Kantor Akuntan Publik Liana Ramon Xenia & Rekan
p.98
unresolved
org
Kantor Akuntan Publik Liana Ramon Xenia
p.98 ×3
unresolved
org
Public Accountant Firm Liana Ramon Xenia & Rekan
p.98
unresolved
org
Public Accounting Firm Liana Ramon Xenia & Rekan
p.98 ×2
unresolved
org
Kantor Akuntan Publik Tanubrata Sutanto Fahmi
p.98
unresolved
org
Bambang & Rekan
p.98
unresolved
org
Public Accounting Firm Tanubrata Sutanto Fahmi Bambang & Rekan
p.98
unresolved
org
Kantor Akuntan Publik Paul Hadiwinata
p.99
unresolved
org
Palilingan & Rekan
p.99 ×3
unresolved
org
Kantor Akuntan Publik Imelda & Rekan
p.99 ×4
unresolved
org
Kantor Akuntan Publik Imelda
p.99 ×4
unresolved
org
Public Accounting Firm Imelda & Rekan
p.99 ×3
unresolved
org
Kantor Akuntan Publik Liana Ramon
p.99 ×2
unresolved
org
Xenia & Rekan
p.99 ×4
unresolved
person
H. Thamrin
p.99 ×3
unresolved
org
PT Pakuwon Jati Deloitte Asia Pasifik
p.99 ×2
unresolved
org
Kantor Akuntan Publik Tanubrata
p.99
unresolved
org
Sutanto Fahmi Bambang & Rekan
p.99
unresolved
org
PT Cemerlang Indo Properti Public Accounting Firm Tanubrata
p.99
unresolved
org
PT Centrum Utama Sutanto Fahmi Bambang & Rekan
p.99
unresolved
org
PT Centrum Utama Sutanto Fahmi Bambang
p.99
unresolved
org
PT Centrum Utama Prima Kantor Akuntan Publik Paul
p.99
unresolved
person
H. Thamrin Lot
p.99
unresolved
org
PT Prima Cipta Konstruksi Rekan
p.99
unresolved
org
PT Prima Cipta Konstruksi Hidajat
p.99
unresolved
org
Kantor Akuntan Publik Gani Sigiro
p.100
unresolved
org
PT Cemerlang Indo Properti Public Accounting Firm Gani
p.100
unresolved
org
Entitas Public Accounting Firm Imelda & Rekan
p.100
unresolved
org
Securities Administration Bureau
· Biro Administrasi Efek
p.100
unresolved
org
PT Adimitra Jasa Korpora
p.100 ×2
unresolved
org
PT Raya Saham Registra
p.100
unresolved
person
Notary
· Notaris
p.100
unresolved
person
Kartika S.H.
p.100 ×2
unresolved
org
Pemeringkat
p.101
unresolved
org
Biaya
p.101
unresolved
org
PT Artisan Wahyu Gandaria
p.105 ×2
unresolved
org
PT Pakuwon Sentosa Abadi Permata Hijau
p.105
unresolved
org
PT Pakuwon Nusantara Abadi Gandaria
p.105
unresolved
org
PT Grama Pramsi Siddhi
p.106
unresolved
org
PT Pakuwon Jati Pakuwon Tower
p.106
unresolved
org
PT Pakuwon Permai JI. Ring Road Utara
p.109
unresolved
org
PT Pakuwon Permai JI. Ir. Soekarno
p.109
unresolved
—
ddi not conduct transaction with related
p.143
unresolved
—
parties requiring approval from Independent Shareholders.
p.143
unresolved
—
Commitmens and Significant Agreement
p.143
unresolved
org
In 2025, the Company has several commitments
p.143
unresolved
org
in Note No. 36 to the Company’s Consolidated Financial
p.143
unresolved
—
have Impact on
p.143
unresolved
—
regulators that had an impact on
p.143
unresolved
—
Changes in Accounting Policy
p.143
unresolved
—
issued by regulators that impacted
p.143
unresolved
org
Departemen Audit Internal
p.155
unresolved
—
berkomitmen untuk melindungi
p.156
unresolved
—
hak-hak pemegang saham serta memastikan perlakuan
p.156
unresolved
org
individu, termasuk pendiri, Manajemen
p.156
unresolved
—
masyarakat yang kepemilikannya di
p.156
unresolved
—
menjamin pemenuhan hak-hak
p.156
unresolved
—
ketentuan peraturan perundang-undangan
p.156 ×2
unresolved
—
4. Memperoleh perlakuan yang setara sesuai
p.156
unresolved
—
dan/atau
p.156
unresolved
—
menjalankan kewenangannya melalui
p.156
unresolved
—
5. Memberikan persetujuan atas agenda-agenda
p.156
unresolved
person
Loekito
· Director
p.160
unresolved
org
PT Admira Jasa Korpora
p.160
unresolved
org
Ministry of Law and Human Rights
p.162
unresolved
org
Departemen Hukum dan Hak Asasi Manusia Republik
p.162
unresolved
org
Menteri Hukum Republik
p.163
unresolved
org
Public Publik Liana Ramon Xenia & Rekan
p.163 ×2
unresolved
org
Accountant Firm Liana Ramon Xenia & Rekan
p.163
unresolved
org
Accounting Firm Liana Ramon Xenia & Partners
p.165
unresolved
person
Accounting Firm Liana Ramon Xenia
· Anggota
p.165
unresolved
person
Pedoman Kerja
· Komisaris
p.166
unresolved
person
Manual
· Komisaris
p.166 ×2
unresolved
person
Piagam
· Komisaris
p.166
unresolved
person
Segregation
· Komisaris
p.168
unresolved
person
Pendelegasian Wewenang
· Komisaris
p.168
unresolved
person
Keanggotaan
· Komisaris
p.168
unresolved
person
Membership
· Komisaris
p.168
unresolved
person
Annual GMS Resolution
· Commissioner
p.169
unresolved
person
Independency Statement Dr. Dyah Pradnyaparamita D.
· Direktur
p.170 ×13
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