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Growing with Purpose for Sustainable Healthcare Access Bertumbuh dengan Tujuan untuk Akses Kesehatan yang Berkelanjutan
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Daftar Isi
Kontribusi Enseval bagi
Insan dan Masyarakat
Enseval’s Contribution for
Table of Contents
People and Society
02
Kontribusi bagi Insan Enseval
50
Contribution for Enseval People
Ikhtisar Kinerja Keberlanjutan Kontribusi Enseval bagi Pelanggan
4 60
Sustainability Performance Highlights Enseval’s Contribution for Customers
Sambutan Direksi Kontribusi Enseval bagi Masyarakat
6 63
Message from the Board of Directors Enseval’s Contribution for Communities
Strategi Keberlanjutan
14
Sustainability Strategy
Dukungan terhadap Tujuan
Kontribusi Enseval
Pembangunan Berkelanjutan (TPB)
16
bagi Lingkungan
Support for the Sustainable Development Enseval’s Contribution for
Goals (SDGs)
Environmental
Pelibatan Pemangku Kepentingan
20 03
Stakeholders Engagement
Pengelolaan Perubahan Iklim
Topik Material 66
23 Climate Change Management
Material Topics
Pengelolaan Limbah
Tentang Enseval 69
28 Waste Management
About Enseval
Pengelolaan Air dan Efluen
70
Water and Effluent Management
Mendorong Keunggulan melalui Keanekaragaman Hayati
71
Biodiversity
Tata Kelola Keberlanjutan
Driving Excellence through
Sustainability Governance Profil Laporan
72
About the Report
01
Referensi POJK No. 51/POJK.03/2017
Tata Kelola Keberlanjutan
38 dan SEOJK No. 16/SEOJK.04/2021
Sustainability Governance 74
Reference to POJK No. 51/POJK.03/2017
Kontribusi Enseval pada Ekonomi and SEOJK No. 16/SEOJK.04/2021
41
Enseval’s Contribution in Economic
Indeks Isi Standar Global Reporting Initiative (GRI)
Global Reporting Initiative (GRI) Standards 78
Content Index
Lembar Umpan Balik
83
Feedback Form
Pernyataan
Disclaimer
Laporan Keberlanjutan ini memuat informasi terkait rencana, proyeksi, strategi, dan tujuan Perseroan yang bukan merupakan pernyataan fakta historis dan perlu
dipahami sebagai pernyataan mengenai masa depan berdasarkan hukum yang berlaku. Tidak ada jaminan bahwa hasil yang diantisipasi maupun diindikasikan
melalui pernyataan-pernyataan Perseroan mengenai masa depan akan tercapai. Laporan ini memuat kata “Perseroan”, “Enseval”, dan “Kami” yang mendefinisikan
PT Enseval Putera Megatrading Tbk.
Tabel dan grafik pada Laporan ini memaparkan data numerik dengan standar penulisan mengikuti kaidah bahasa Indonesia. Pemaparan numerik dalam teks
menggunakan standar kaidah Indonesia dan bahasa Inggris sesuai konteksnya.
This Sustainability Report contains information related to the Company’s plans, projections, strategies, and objectives that do not constitute historical facts and
should be interpreted as forward-looking statements in accordance with applicable law and regulations. Actual results may differ materially from those expressed
or implied in such forward-looking statements, and no assurance can be given that the anticipated results will be realized. In this report, the terms “the Company,”
“Enseval,” and “We” refer to PT Enseval Putera Megatrading Tbk.
Tables and graphs in this report present numerical data in accordance with Indonesian formatting conventions. Numerical disclosures within the text follow
Indonesian and English conventions, as appropriate to the context.
2 PT Enseval Putera Megatrading Tbk • Laporan Keberlanjutan 2025 Sustainability Report
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Growing with Purpose for Sustainable Healthcare Access
Growing with Purpose for Sustainable Healthcare Access
Bertumbuh dengan Tujuan untuk Akses Kesehatan yang Berkelanjutan
Enseval berkomitmen untuk bertumbuh secara terarah dan Enseval is committed to pursuing focused and purposeful
bermakna dalam memperluas akses layanan kesehatan growth in expanding access to sustainable healthcare
yang berkelanjutan di seluruh Indonesia. Pertumbuhan services across Indonesia. This growth extends beyond
yang dicapai bukan sekadar peningkatan skala bisnis, business scale, ensuring that each strategic initiative
tetapi memastikan setiap langkah strategis memberikan delivers tangible value to communities and supports the
manfaat nyata bagi masyarakat serta ekosistem kesehatan national healthcare ecosystem. Sustainable healthcare
nasional. Akses kesehatan yang berkelanjutan tidak hanya access requires not only timely and accurate product
menuntut ketepatan waktu dan ketepatan lokasi dalam distribution, but also effective management of economic,
distribusi produk, tetapi juga pengelolaan dampak ekonomi, environmental, social, and governance (ESG) impacts
lingkungan, sosial, serta tata kelola (LST) di seluruh proses throughout the value chain. Accordingly, Enseval continues
bisnis. Karena itu, Enseval terus memperkuat rantai pasok to strengthen its pharmaceutical supply chain, accelerate
farmasi, mengakselerasi digitalisasi operasional, dan operational digitalization, and enhance service quality
meningkatkan standar kualitas layanan untuk menciptakan standards to foster a more efficient, inclusive, and resilient
sistem distribusi yang lebih efisien, inklusif, dan tangguh. distribution system.
Pertumbuhan yang berorientasi pada tujuan ini diperkuat This goal-oriented growth is reinforced through collaboration
melalui kolaborasi dengan berbagai pemangku kepentingan, with various stakeholders, from principals and healthcare
mulai dari prinsipal, fasilitas layanan kesehatan, pemerintah, facilities to the government and local communities, to
hingga komunitas lokal untuk menghadirkan layanan provide more equitable, affordable, and reliable healthcare
kesehatan yang lebih merata, terjangkau, dan terpercaya. services. This collaborative approach not only broadens
Pendekatan kolaboratif tersebut tidak hanya memperluas service reach but also reinforces Enseval’s role in advancing
jangkauan layanan, tetapi juga memperkuat peran Enseval public health outcomes. By embedding sustainability as a
dalam meningkatkan kualitas kesehatan masyarakat. Dengan foundation for planning and decision-making, Enseval seeks
menempatkan keberlanjutan sebagai landasan perencanaan to achieve responsible growth while ensuring that healthcare
dan pengambilan keputusan, Enseval berkomitmen untuk services are remain accessible to all segments of society,
tumbuh secara bertanggung jawab sekaligus memastikan both now and in the future.
layanan kesehatan dapat diakses lebih luas oleh seluruh
lapisan masyarakat, baik saat ini maupun di masa mendatang.
Laporan Keberlanjutan 2025 Sustainability Report • PT Enseval Putera Megatrading Tbk 3
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Ikhtisar Kinerja Keberlanjutan
Sustainability Performance Highlights
Aspek Ekonomi
Economic Aspect [B.1]
Uraian Satuan
Description Unit
2025 2024 2023
Laba Tahun Berjalan
786.970 738.328 688.374
Current Year Profit
Rp Juta
Million Rp
Penjualan Neto
32.960.723 30.957.341 28.507.873
Net Sales
Penjualan Neto Berdasarkan Portofolio Produk
Net Sales Based on Product Portfolio
Barang Konsumsi
12.304.442 12.197.397 11.866.901
Consumer Products
Obat dengan Resep Dokter
11.682.789 10.456.680 9.194.652
Prescription Medicines
Obat Bebas
4.631.962 4.145.208 3.558.404
Non-Prescription Medicines
Bahan Baku untuk Dijual Rp Juta
2.453.495 2.390.950 2.237.275
Raw Materials for Sale Million Rp
Peralatan Kesehatan
1.736.014 1.640.642 1.506.210
Medical Devices
Jasa Pelayanan Kesehatan dan Pengangkutan
96.215 72.738 93.215
Health Care and Transportation Services
Obat Hewan dan Ternak
55.805 53.727 51.215
Veterinary Medicines
Pengadaan Barang dan Jasa yang Mendukung Keberlanjutan
Sustainable Procurement of Goods and Services
Penggunaan Palet Plastik Ramah Lingkungan
% 100 90 87,5
Environmentally-friendly Plastic Pallets Usage
Kerja Sama Relasi Operasional
Operational Partnerships
Jumlah Prinsipal
697 685 261
Total Principal
Perusahaan
Companies
Pelibatan Prinsipal Lokal
249 247 84
Engagement of Local Principals
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Growing with Purpose for Sustainable Healthcare Access
Aspek Lingkungan
Environmental Aspect [B.2]
Uraian Satuan
Description Unit
2025 2024 2023
Penggunaan Energi (Listrik)
63.256 63.504 61.415
Energy Usage (Electricity)
GJ
Konsumsi BBM
56.910 76.054 87.507
Fuel Consumption
Emisi GRK yang Dihasilkan
20.793 21.804 21.876
Generated GHG Emissions
Ton CO2e
Tonnes of CO2e
Pengurangan (Penambahan) Emisi GRK
1.011 72 (745)
Reduction (Addition) of GHG Emissions
Pengurangan (Penambahan) Limbah Non-B3*
kg (48) 226 -
Reduction (Addition) of Non-hazardous Waste*
Pengurangan (Penambahan) Efluen yang Dihasilkan
m3 (54.388) (17.875) (26.184)
Reduction (Addition) of Effluent Used
*Perseroan belum melakukan perhitungan limbah non-B3 pada 2022, sehingga pengurangan limbah pada 2023 belum dapat dihitung. Kemudian, pada 2025,
Perseroan bekerja sama dengan pihak ketiga dalam melakukan perhitungan limbah, sehingga terdapat penyesuaian perhitungan.
*The Company had not calculated non-hazardous waste in 2022; therefore, the waste reduction in 2023 could not be determined. Subsequently, in 2025, the
Company collaborated with a third party to conduct waste calculations, resulting in adjustments to the calculations.
Aspek Sosial
Social Aspect [B.3]
Uraian Satuan
Description Unit
2025 2024 2023
Jumlah Karyawan Orang
4.430 4.548 4.608
Number of Employees People
Rata-rata Jam Pelatihan
Average Training Hours Jam/Orang
• Karyawan Laki-laki/Male Employees Hours/People 11 10 15
• Karyawan Perempuan/Female Employees 13 11 15
Jumlah Kecelakaan Kerja
3 8 4
Number of Work Accidents
Kejadian
Accidents
Jumlah Kecelakaan Lalu Lintas
32 22 19
Number of Traffic Accidents
Realisasi Bantuan Masyarakat dan Beasiswa Rp Juta
129 127 317
Realization of Community Assistance and Scholarships Million Rp
Laporan Keberlanjutan 2025 Sustainability Report • PT Enseval Putera Megatrading Tbk 5
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Sambutan Direksi
Message from the Board of Director [D.1][2-22]
Para pemangku kepentingan yang terhormat, Dear estemeed stakeholders,
Tahun 2025 menjadi momentum bagi Enseval untuk The year 2025 marks a pivotal moment for Enseval to
bertumbuh secara terarah dalam memperluas akses pursue more strategic growth by expanding access to
layanan kesehatan di Indonesia melalui penguatan rantai healthcare services in Indonesia through strengthening its
pasok, optimalisasi teknologi, dan peningkatan standar supply chain, optimizing technology, and enhancing service
layanan yang mempertimbangkan kinerja ekonomi dan standards that consider both economic performance and
aspek lingkungan, sosial, dan tata kelola (LST). Enseval environmental, social, and governance (ESG) aspects.
meningkatkan efisiensi operasional dan kolaborasi dengan Enseval continues to improve operational efficiency and
para pemangku kepentingan guna menjaga keandalan strengthen collaboration with stakeholders to ensure the
integrated healthcare supply chain serta memperkuat reliability of its integrated healthcare supply chain, while
ketahanan sistem kesehatan nasional di tengah tingginya reinforcing the resilience of the national healthcare system
dinamika usaha. amid an increasingly dynamic business environment.
Kebijakan Merespons Tantangan Policies for Addressing Challenges
Memasuki 2025, Enseval menghadapi lanskap bisnis As it enters 2025, Enseval faces an increasingly complex
yang semakin kompleks akibat tekanan biaya logistik, business landscape driven by rising logistics costs, global
ketidakpastian rantai pasok global, serta meningkatnya supply chain uncertainties, and heightened operational
risiko operasional akibat perubahan iklim dan cuaca ekstrem. risks associated with climate change and extreme weather.
Kondisi ini menuntut pengelolaan risiko yang terintegrasi These conditions necessitate integrated risk management,
sekaligus menjaga keberlanjutan operasional sebagai while maintaining operational sustainability as part of
bagian dari strategi jangka panjang. Untuk merespons the Company’s long-term strategy. To address these
tantangan tersebut, Enseval menerapkan pengelolaan challenges, Enseval manages its business through pillar-
usaha melalui strategi berbasis pilar SEHAT dan KUAT, serta based strategies—SEHAT and KUAT—as well as the GISSIA
nilai inti GISSIA sebagai landasan pengambilan keputusan core values, which serve as the foundation for decision-
dan pelaksanaan operasional. making and operational execution.
Di tengah dinamika eksternal dan kebijakan nasional Amid evolving external dynamics and national policies in the
di sektor kesehatan dan industri, Perseroan terus healthcare and industrial sectors, the Company continues
memperkuat sistem distribusi yang adaptif dan to strengthen its adaptive and resilient distribution system
tangguh melalui optimalisasi perencanaan rantai pasok, through optimized supply chain planning, the adoption
pemanfaatan teknologi, serta peningkatan efisiensi. of technology, and enhanced efficiency. As government
Seiring meningkatnya investasi pemerintah dan penerapan investment increases and the Domestic Content Level
kebijakan Tingkat Komponen Dalam Negeri (TKDN), Enseval (TKDN) policy is implemented, Enseval continues to identify
mencermati peluang strategis untuk memperluas peran strategic opportunities to expand its role within the national
dalam ekosistem kesehatan nasional dan mendukung healthcare ecosystem and support more equitable access
akses layanan kesehatan yang lebih merata. to healthcare services.
6 PT Enseval Putera Megatrading Tbk • Laporan Keberlanjutan 2025 Sustainability Report
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Growing with Purpose for Sustainable Healthcare Access
Enseval memiliki peran utama
dalam menjaga kesediaan
rantai pasok produk
kesehatan untuk mendukung
kualitas layanan melalui
integrated healthcare supply
chain and services ecosystem
yang andal, adaptif, dan
berorientasi jangka panjang.
Enseval plays a key role in ensuring
the availability of the healthcare
supply chain to support service
quality through a reliable, adaptive,
and long-term-oriented integrated
healthcare supply chain and
services ecosystem.
Jos Iwan
Atmadjaja
Presiden Direktur
President Director
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Sepanjang 2025, Enseval mempercepat digitalisasi proses Throughout 2025, Enseval accelerated the digitization of
bisnis untuk menyederhanakan interaksi dengan pelanggan its business processes to streamline customer interactions
sekaligus meningkatkan efisiensi internal. Penerapan sistem while improving internal efficiency. The implementation
pembayaran digital serta digitalisasi transaksi dan faktur of digital payment systems, along with the digitization
pajak memungkinkan proses bertransaksi yang lebih cepat, of transactions and tax invoicing, enabled faster, more
akurat, dan transparan, sehingga memberikan pengalaman accurate, and more transparent transaction processes,
layanan yang lebih baik bagi pelanggan. Pada saat yang thereby enhancing the overall customer experience. At
sama, Perseroan memperkuat pengendalian operasional the same time, the Company strengthened its operational
melalui pemanfaatan Enseval Visual Analytics (EVA) dan controls through the use of Enseval Visual Analytics (EVA)
Control Tower yang menyediakan visibilitas rantai pasok and Control Tower, which provide real-time supply chain
secara real-time, mendukung pengambilan keputusan yang visibility, support more responsive decision-making, and
lebih responsif, serta memastikan keandalan distribusi help the reliability of healthcare product distribution across
produk kesehatan di seluruh jaringan usaha. its business network.
Strategi Merespons Tantangan Strategy for Addressing Challenges
Dalam menetapkan arah pencapaian target, Perseroan In setting the direction for achieving its targets, the
memfokuskan strategi pada penguatan fondasi bisnis Company focuses its strategy on strengthening its business
yang mampu menopang pertumbuhan berkelanjutan di foundation to support sustainable growth amid the evolving
tengah dinamika industri kesehatan. Prioritas diarahkan dynamics of the healthcare industry. Priorities are directed
pada peningkatan keandalan jaringan distribusi serta toward enhancing the reliability of distribution network, as
pengembangan layanan dan portofolio produk yang relevan well as developing services and a product portfolio that are
dengan kebutuhan pasar, termasuk melalui kerja sama aligned with market needs, including through collaboration
dengan prinsipal potensial dan pemanfaatan peluang pasar with potential principals and the prudent utilization
yang teridentifikasi secara terukur. Di sisi pengembangan of identified market opportunities. On the business
usaha, Perseroan juga mengembangkan kompetensi dan development front, the Company is also strengthening its
kapabilitas dalam menyediakan market access services, competencies and capabilities in delivering market access
guna menghadirkan solusi yang lebih komprehensif bagi services to provide more comprehensive solutions for all
seluruh mitra bisnis. business partners.
Sejalan dengan itu, Perseroan memperkuat peran In line with this, the Company continues to strengthen its
dalam rantai nilai industri kesehatan, baik melalui role within the healthcare industry value chain, both through
sinergi bisnis bahan baku di tingkat regional, maupun regional business synergies in raw material sourcing and by
peningkatan kapasitas produksi bahan baku farmasi increasing domestic production capacity for pharmaceutical
dalam negeri. Upaya tersebut didukung oleh peningkatan raw materials. These efforts are supported by enhancing
kompetensi manufaktur lokal untuk alat kesehatan dan local manufacturing capabilities for medical devices and
diagnostik yang memenuhi ketentuan TKDN, optimalisasi diagnostics that comply with TKDN requirements, optimizing
pemanfaatan teknologi digital untuk mendorong efisiensi the use of digital technology to drive efficiency and
dan produktivitas, pengembangan kompetensi sumber productivity, developing human capital, as well as improving
daya manusia, serta peningkatan efisiensi energi dan energy efficiency and reducing emissions. All these initiatives
pengurangan emisi. Seluruh inisiatif ini diarahkan untuk are directed toward strengthening operational excellence,
memperkuat operational excellence sekaligus mendukung while supporting broader public access to quality healthcare
perluasan akses masyarakat terhadap produk dan layanan products and services.
kesehatan yang berkualitas.
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Growing with Purpose for Sustainable Healthcare Access
Pencapaian Kinerja Keberlanjutan Sustainability Performance Achievements
Sepanjang 2025, Enseval mencatat kinerja ekonomi yang Throughout 2025, Enseval recorded resilient economic
resilien di tengah dinamika industri kesehatan, didukung performance amid the dynamics of the healthcare industry,
pertumbuhan penjualan neto sebesar 6,47% yang ditopang supported by a 6.47% growth in net sales driven by the
oleh segmen obat resep dan obat bebas. Perseroan terus prescription and non-prescription medicine segments. The
memperluas portofolio produk serta memperkuat kerja Company continues to expand its product portfolio and
sama dengan prinsipal guna menjaga relevansi produk dan strengthen partnerships with principals to ensure product
keberlanjutan pasokan di seluruh Indonesia. relevance and supply sustainability across Indonesia.
Dalam menghadapi tantangan perubahan iklim, Perseroan In addressing climate change challenges, the Company is
memperkuat ketahanan rantai pasok melalui langkah strengthening its supply chain resilience through phased
mitigasi bertahap, seperti efisiensi energi, pengurangan mitigation measures, including energy efficiency, emissions
emisi, pemanfaatan teknologi ramah lingkungan, reduction, the adoption of environmentally friendly
pengembangan kerja sama internasional, serta optimalisasi technologies, the development of international partnerships,
platform digital EMOS dan MOSTRANS. Penerapan and the optimization of the EMOS and MOSTRANS digital
digitalisasi pemesanan melalui platform EMOS menjadi platforms. The implementation of digital ordering through
pengungkit utama dengan menekan kebutuhan kunjungan the EMOS platform serves as a key enabler by reducing
fisik armada salesforce, sehingga berpotensi menghindari the need for physical visits by the salesforce, thereby
emisi karbon sebesar 81,41 ton CO₂e per tahun. Upaya ini potentially avoiding approximately of 81.41 tonnes of CO₂e
diperkuat melalui kelanjutan program elektrifikasi armada emissions per year. These efforts are reinforced through
distribusi, dengan pengoperasian 38 unit motor listrik the continuation of the distribution fleet electrification
hingga akhir 2025 yang berkontribusi pada penghindaran program, with 38 electric motorcycles in operation as of the
emisi sebesar 62,55 ton CO₂e per tahun. end of 2025, contributing to the avoidance of approximately
62.55 tonnes of CO₂e emissions per year.
Perseroan juga melanjutkan pemanfaatan sumber energi The Company also continued to utilize renewable energy
terbarukan melalui optimalisasi panel surya di fasilitas sources through the optimization of solar panels at its
operasional, dengan total energi yang dihasilkan mencapai operational facilities, generating a total of 3,573 GJ of energy
3,573 GJ dan penurunan emisi karbon sekitar 863,60 ton and reducing carbon emissions by approximately 863.60
CO 2e. Kami memperluas penggunaan palet plastik yang tonnes of CO2e. We expanded the use of more durable,
lebih tahan lama dan dapat digunakan berulang kali, reusable plastic pallets, thereby reducing our reliance on
sehingga mengurangi ketergantungan pada palet kayu dan wooden pallets and minimizing waste. As of the end of 2025,
mengurangi limbah. Hingga akhir 2025, penggunaan palet the use of plastic pallets has been fully implemented across
plastik telah 100% diterapkan di 3 distribution center dan 3 distribution centers and 48 operational branches, as part
48 cabang operasional sebagai bagian dari upaya efisiensi of its long-term efforts to enhance resource efficiency and
sumber daya dan pengurangan limbah jangka panjang. reduce waste.
Pada kinerja sosial, Enseval fokus pada pembangunan In terms of social performance, Enseval focuses on building
organisasi yang adaptif dan berdaya saing melalui an adaptive and competitive organization through talent
pengembangan talenta, penguatan budaya kerja, dan development, strengthening work culture, and delivering
kontribusi sosial. Fokus diarahkan pada peningkatan social contributions. The focus is directed toward enhancing
kesiapan sumber daya manusia guna mendukung kualitas human capital readiness to support service quality and
layanan dan ketahanan operasional di tengah perubahan operational resilience amid the evolving dynamics of the
industri kesehatan. healthcare industry.
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Upaya ini diwujudkan melalui ekosistem pembelajaran These efforts are supported by an integrated learning
terintegrasi di platform Planet Enseval serta didukung ecosystem through the Planet Enseval platform,
oleh New Employee Orientation Program bagi karyawan complemented by the New Employee Orientation Program
baru. Adapun rata-rata jam pelatihan mencapai 11 jam per for new hires. The average training hours reached 11 hours
orang untuk karyawan laki-laki dan 13 jam per orang untuk per employee for male employees and 13 hours per employee
karyawan perempuan. for female employees.
Di saat yang sama, Enseval menjaga komitmen terhadap At the same time, Enseval continues to uphold its
kesetaraan kesempatan dan keberagaman di lingkungan commitment to equal opportunity and diversity in the
kerja sebagai bagian dari penguatan budaya organisasi. workplace as part of strengthening organizational culture.
Hingga akhir 2025, proporsi karyawan perempuan As of the end of 2025, female employees represented
mencapai 19,6%, dengan keterwakilan di jajaran manajemen 19.6% of the workforce, with 33%. representation at the
sebesar 33%. Di luar lingkup internal, Enseval memperluas management level. Beyond its internal operations, Enseval
dampak sosial melalui program Tanggung Jawab Sosial continues to expand its social impact through Corporate
dan Lingkungan (TJSL) yang selaras dengan kebutuhan Social and Environmental Responsibility (CSER) programs
komunitas, termasuk dukungan pendidikan berupa aligned with community needs, including educational
beasiswa bagi 164 anak karyawan berprestasi sebagai support in the form of scholarships for 164 high-achieving
kontribusi jangka panjang Enseval. children of employees as part of its long-term contribution.
Prospek Usaha Business Outlook
Prospek usaha Enseval ke depan menghadirkan peluang Enseval’s future business outlook presents both
sekaligus tantangan, seiring dengan meningkatnya opportunities and challenges, driven by the growing demand
kebutuhan masyarakat terhadap produk dan layanan for healthcare products and services. Amid intensifying
kesehatan. Di tengah persaingan yang semakin ketat dan competition and an increasingly open market, the Company
pasar yang semakin terbuka, Perseroan perlu terus bergerak must continue to operate in an integrated and adaptive
secara terintegrasi dan adaptif untuk mempertahankan manner to sustain its position as a leading healthcare
posisi sebagai distributor produk kesehatan terkemuka products distributor in Indonesia. At the same time, global
di Indonesia. Di sisi lain, ketidakpastian ekonomi global, economic uncertainty, regulatory policy changes, and
perubahan kebijakan, serta tensi geopolitik perlu diantisipasi. geopolitical tensions remain key factors to anticipate. These
Kondisi ini dapat mempengaruhi kelancaran rantai pasok, conditions may effect supply chain continuity, therefore,
sehingga Perseroan perlu terus memperkuat ketahanan the Company continues to strengthen its operational
operasional guna memastikan distribusi produk kesehatan resilience to ensure the reliable and sustainable distribution
tetap berjalan dengan baik dan berkesinambungan. of healthcare products.
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Growing with Purpose for Sustainable Healthcare Access
Apresiasi Appreciation
Kepercayaan yang diberikan oleh berbagai pihak menjadi The trust placed in the Company by our stakeholders has
kekuatan penting dalam perjalanan Enseval sepanjang been a key source of strength throughout Enseval’s journey
tahun. Atas nama Direksi, kami menyampaikan terima over the year. On behalf of the Board of Directors, we
kasih kepada Insan Enseval, para pelanggan, mitra usaha, would like to express our sincere appreciation to Enseval’s
dan seluruh pihak yang telah berperan dalam mendukung employees, customers, business partners, and all parties
pelaksanaan kegiatan usaha Enseval. Partisipasi tersebut who have contributed to the Company’s operations. This
memperkuat langkah Enseval untuk terus menjalankan support strengthens Enseval’s continued efforts to fulfill its
perannya dalam menghadirkan layanan kesehatan yang role in delivering healthcare services that are increasingly
semakin mudah dijangkau dan dapat diandalkan oleh accessible and reliable for the people of Indonesia.
masyarakat Indonesia.
Jakarta, 28 April 2026
Jos Iwan Atmadjaja
Presiden Direktur
President Director
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Surat Pernyataan Anggota Dewan Komisaris
dan Anggota Direksi tentang Tanggung
Jawab atas Laporan Keberlanjutan 2025
PT Enseval Putera Megatrading Tbk
Statement of the Board of Commissioners and the Board of
Directors Regarding Responsibility for the 2025 Sustainability
Report of PT Enseval Putera Megatrading Tbk
Kami yang bertanda tangan di bawah ini, menyatakan bahwa We, the undersigned, hereby declare that all information in
semua informasi dalam Laporan Keberlanjutan PT Enseval the Sustainability Report for PT Enseval Putera Megatrading
Putera Megatrading Tbk Tahun 2025 telah dimuat secara Tbk for the year 2025 has been presented in its entirety, and
lengkap dan bertanggung jawab penuh atas kebenaran isi that we assume full responsibility for the accuracy of the
Laporan Keberlanjutan Perseroan. contents of the Sustainability Report.
Jakarta, 28 April 2026
Dewan Komisaris | Board of Commissioners
Ronny Hadiana
Presiden Komisaris
President Commissioner
Sanadi Boenjamin Angelique Aryanto
Komisaris Komisaris
Commissioner Commissioner
Arianti Anaya Pre Agusta Suswantoro
Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner
12 PT Enseval Putera Megatrading Tbk • Laporan Keberlanjutan 2025 Sustainability Report
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Growing with Purpose for Sustainable Healthcare Access
Kami yang bertanda tangan di bawah ini, menyatakan bahwa We, the undersigned, hereby declare that all information in
semua informasi dalam Laporan Keberlanjutan PT Enseval the Sustainability Report for PT Enseval Putera Megatrading
Putera Megatrading Tbk Tahun 2025 telah dimuat secara Tbk for the year 2025 has been presented in its entirety, and
lengkap dan bertanggung jawab penuh atas kebenaran isi that we assume full responsibility for the accuracy of the
Laporan Keberlanjutan Perseroan. contents of the Sustainability Report.
Jakarta, 28 April 2026
Direksi | Board of Directors
Jos Iwan Atmadjaja
Presiden Direktur
President Director
Stanley Handiono Angkasa Budiyanto Bambang Phing Phing Lieana Kusmiantoro
Direktur Direktur Direktur
Director Director Director
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Strategi Keberlanjutan
Sustainability Strategy [A.1][2-22]
Untuk mendorong kontribusi nyata terhadap Tujuan To drive tangible contributions to the Sustainable
Pembangunan Berkelanjutan (TPB), PT Enseval Putera Development Goals (SDGs), PT Enseval Putera Megatrading
Megatrading Tbk mengembangkan kerangka keberlanjutan Tbk has established a sustainability framework built on
yang berlandaskan dua pilar: KUAT dan SEHAT. Pilar KUAT two pillars: KUAT and SEHAT. The KUAT pillar underpins
menjadi dasar penguatan kapasitas internal perusahaan, the strengthening of the Company’s internal capacity
melalui peningkatan kinerja ekonomi, sosial, dan lingkungan through consistent improvements in economic, social,
secara konsisten. Di sisi lain, pilar SEHAT merepresentasikan and environmental performance. Meanwhile, the SEHAT
upaya Perseroan dalam menjalin kolaborasi eksternal guna pillar reflects the Company’s efforts to foster external
menghadirkan solusi kesehatan yang berkelanjutan dan collaboration in delivering sustainable healthcare solutions
memberikan manfaat lebih luas bagi masyarakat. and generating broader benefits for society.
K
Keberagaman
Diversity
Menghargai keberagaman latar belakang agama, kepercayaan, budaya, suku, gender, sosial, dan lingkungan
dari segenap Insan Enseval, baik yang berada di lingkungan kantor pusat maupun di seluruh lokasi cabang-
cabang Enseval yang tersebar di seluruh penjuru Indonesia.
Respect the diversity of religion, belief, culture, ethnicity, gender, social, and environmental backgrounds of
each Enseval personnel, both in the head office and in every Enseval branch location throughout Indonesia.
U Upaya Terbaik
Best Efforts
Setiap Insan Enseval senantiasa berupaya yang terbaik untuk memberikan layanan prima, menciptakan
hubungan yang harmonis dengan seluruh pemangku kepentingan, serta menjaga kelestarian lingkungan.
Every Enseval personnel, at all times, tries their best to provide excellent service, create harmonious
relationships with all stakeholders, and protect environmental sustainability.
A Adaptif
Adaptive
Setiap insan Enseval dituntut untuk mampu beradaptasi dengan perubahan.
Every Enseval employee is required to be able to adapt to changes.
T Tindak
Follow Up
Tindakan yang senantiasa selaras dengan pola pikir yang sehat, kesadaran penuh, serta sesuai dengan norma etika.
Every Enseval employee is required to be able to adapt to changes.
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Growing with Purpose for Sustainable Healthcare Access
S Solutif & Inovatif
Solution & Innovative
Memberikan layanan jasa distribusi dan logistik produk kesehatan dengan cara-cara solutif dan inovatif.
Providing distribution and logistics services for health products in innovative and sustainable ways.
E Ekosistem Rantai Pasok
Supply Chain Ecosystem
Mengembangkan ekosistem rantai pasok produk kesehatan yang ramah lingkungan dan aman dengan
pemanfaatan teknologi informasi dan digitalisasi.
Developing an environmentally friendly and safe supply chain ecosystem for health products by utilizing
information technology and digitalization.
H Hidup Sehat
Healthy Life
Berkontribusi dalam meningkatkan kualitas hidup sehat masyarakat melalui produk kesehatan yang bermutu.
Contributing to the improvement of community health quality by providing quality health products.
A Aksesibilitas
Accessibility
Memperluas dan memperkuat jaringan distribusi untuk mempermudah akses masyarakat dalam mendapatkan
produk kesehatan yang berkualitas.
Expanding and strengthening the distribution network to facilitate public access to quality health products.
T
Tata Kelola Distribusi yang Baik
Good Distribution Governance
Proses distribusi produk kesehatan dilakukan dengan tata kelola terbaik sebagai bagian dari upaya menjaga
kualitas produk yang didistribusikan.
The distribution process of health products is carried out with absolute care with the aim of maintaining the
quality of the distributed products.
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Dukungan terhadap Tujuan
Pembangunan Berkelanjutan (TPB)
Support for the Sustainable Development Goals (SDGs)
Melalui Pilar KUAT dan SEHAT, Perseroan mendukung realisasi Through the KUAT and SEHAT Pillars, the Company supports
Tujuan Pembangunan Berkelanjutan (TPB), khususnya pada 9 the achievement of the SDGs, particularly the following nine
tujuan prioritas berikut: priority goals:
TPB 3: Kehidupan Sehat dan Sejahtera
SDG 3: Good Health and Well-being
Target 2025 | 2025 Target Realisasi | Realization Target 2026 | 2026 Target
1. Zero lost time injury. 1. 3 lost time injuries. 1. Zero lost time injuries.
2. 16 resertifikasi CDOB dan 2. 17 resertifikasi CDOB dan 1 2. 9 resertifikasi CDOB dan 1
1 pindah gudang. resertifikasi CDAKB. resertifikasi CDAKB.
3. Penambahan 5 cabang 3. Penambahan 3 cabang 3. Penambahan 1 cabang Apotek
Apotek Mitrasana baru. Apotek Mitrasana baru. Mitrasana dan 3 klinik baru.
1. Zero lost time injury. 1. 3 lost time injuries. 1. Zero lost time injuries.
2. 16 CDOB recertifications and 2. 17 CDOB recertifications and 1 2. 9 CDOB recertifications and 1
1 warehouse move. CDAKB recertifications. CDAKB recertifications.
3. Addition of 5 branches of 3. Addition of 3 branches of new 3. Addition of 1 branch of new
new Mitrasana Pharmacy. Mitrasana Pharmacy. Mitrasana Pharmacy and 3
new clinics.
Strategi Pencapaian Target | Target Achievement Strategy
1. Melakukan sosialisasi dan pelatihan K3 untuk meningkatkan 1. Conduct OHS training and awareness programs to foster a
awareness, sehingga menjadi budaya kerja dalam safety culture and mitigate workplace hazards.
memahami dan menanggulangi bahaya di area kerja.
2. Pengajuan ulang resertifikasi dan menyelesaikan 2. Re-submit for recertification and complete inspection
dokumen inspeksi atau Corrective Action and Preventive documentation, including Corrective Action and
Action (CAPA) tepat waktu sampai sertifikat terbit. Preventive Action (CAPA) in a timely manner until
certification is obtained.
3. Pelaksanaan sertifikasi oleh Badan Standarisasi terkait. 3. Undertake certification processes with the relevant
Standardization Bodies.
4. Memastikan pelaporan Sistem Jaminan Halal dan 4. Ensure reporting of the Halal Assurance System and
melakukan audit internal. conduct internal audits.
5. Mempertahankan kinerja di apotek yang sudah ada dan 5. Maintain performance across existing pharmacies while
mempercepat pembukaan outlet baru. accelerating the opening of new outlets.
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TPB 4: Pendidikan Berkualitas
SDG 4: Quality Education
Target 2025 | 2025 Target Realisasi | Realization Target 2026 | 2026 Target
1. Menambah jumlah pelatihan 1. Menambah 18 topik pelatihan bagi 1. Menambah jumlah pelatihan
15 topik pelatihan bagi setiap setiap karyawan dalam satu tahun. 15 topik pelatihan bagi setiap
karyawan dalam satu tahun. 2. Memberikan pelatihan terkait karyawan dalam satu tahun.
2. Mengadakan pelatihan terkait keberlanjutan sebanyak 11 kali 2. Mengadakan pelatihan terkait
keberlanjutan minimal 2 kali dalam dalam satu tahun. keberlanjutan minimal 2 kali dalam
satu tahun. 3. Mendukung pendidikan anak satu tahun.
3. Tetap mendukung pendidikan anak karyawan dengan memberikan 3. Tetap mendukung pendidikan anak
karyawan dengan memberikan beasiswa dan apresiasi kepada 164 karyawan dengan memberikan
beasiswa dan apresiasi untuk siswa-siswi terbaik. beasiswa dan apresiasi untuk
siswa-siswi terbaik. 1. Increase the number of trainings siswa-siswi terbaik.
1. Increase the number of trainings to 18 training topics for each 1. Increase the number of trainings
to 15 training topics for each employee in one year. to 15 training topics for each
employee in one year. 2. Organize sustainability-related employee in one year.
2. Organize sustainability-related training 11 times within one year. 2. Organize sustainability-related
training at least 2 times a year. 3. Supporting the education of training at least 2 times a year.
3. Continue to support the employees’ children by providing 3. Continue to support the
education of employees’ children scholarships and awards to 164 education of employees’ children
by providing scholarships and top students. by providing scholarships and
appreciation for the best students. appreciation for the best students.
Strategi Pencapaian Target | Target Achievement Strategy
1. Mengadakan pelatihan dengan menggunakan metode 1. Conducting training using in-class training and e-learning
in-class training dan e-learning. methods.
2. Memfasilitasi pelatihan terkait keberlanjutan. 2. Facilitated sustainability-related training.
3. Menyelenggarakan seleksi penerimaan beasiswa bagi 3. Organizing scholarship selection for employees’ children.
anak karyawan.
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TPB 5: Kesetaraan Gender & TPB 10: Berkurangnya Kesenjangan
SDG 5: Gender Equality & SDG 10: Reduced Inequality
Target 2025 | 2025 Target Realisasi | Realization Target 2026 | 2026 Target
1. Nihil kasus diskriminasi. 1. Nihil kasus diskriminasi. 1. Nihil kasus diskriminasi.
2. Persentase karyawan perempuan 2. Persentase karyawan perempuan 2. Persentase karyawan perempuan
mencapai 19%. mencapai 19,57%. mencapai 20%.
3. Persentase perempuan dalam 3. Persentase perempuan dalam 3. Persentase perempuan dalam
jajaran manajemen mencapai 25%. jajaran manajemen mencapai 33%. jajaran manajemen mencapai 35%.
1. Zero discrimination cases. 1. Zero discrimination cases. 1. Zero discrimination cases.
2. Percentage of female employees 2. Percentage of female employees 2. Percentage of female employees
reached 19%. reached 19.57%. reached 20%.
3. Percentage of women in 3. Percentage of women in 3. Percentage of women in
management reached 25%. management reached 33%. management reached 35%.
Strategi Pencapaian Target | Target Achievement Strategy
1. Memastikan proses rekrutmen tidak membeda- 1. Ensure that the recruitment process does not
bedakan jenis kelamin, latar belakang, maupun faktor discriminate against gender, background, or other
diskriminasi lainnya. discriminatory factors.
2. Menjamin kesempatan yang setara bagi seluruh karyawan. 2. Ensure equal opportunity for all employees.
TPB 7: Energi Bersih dan Terjangkau & TPB 13: Penanganan Perubahan Iklim
SDG 7: Clean and Affordable Energy & SDG 13: Addressing Climate Change
Target 2025 | 2025 Target Realisasi | Realization Target 2026 | 2026 Target
1. Penggunaan palet plastik sebesar 1. Penggunaan palet plastik Pengurangan konsumsi energi dan
100% di gudang cabang. mencapai 100% di gudang cabang. emisi sebesar 10%.
2. Pengurangan konsumsi energi dan 2. Pengurangan konsumsi energi Reducing energy consumption and
emisi sebesar 10%. sebesar 14% dan emisi sebesar 5%. emissions by 10%.
1. Use of plastic pallets at 100% in 1. Use of plastic pallets at 100% in
branch warehouses. branch warehouses.
2. Reducing energy consumption and 2. Reducing energy consumption by
emissions by 10%. 14% and emissions by 5%.
Strategi Pencapaian Target | Target Achievement Strategy
1. Penggunaan palet plastik bahan baku ramah lingkungan 1. Utilize environmentally friendly plastic pallets made from
dan berasal dari bahan plastik daur ulang. recycled materials.
2. Melaksanakan berbagai upaya pengurangan konsumsi 2. Implement initiatives to reduce energy consumption,
energi, khususnya BBM melalui penggunaan sepeda particularly fuel, through the use of electric motorcycles
motor listrik dan digital order. and digital ordering systems.
3. Pengelolaan produk retur dengan cara bioconversion 3. Manage returned products through bioconversion
(maggot). (maggot-based processing).
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TPB 8: Pekerjaan Layak dan Pertumbuhan Ekonomi
SDG 8: Decent Work and Economic Growth
Target 2025 | 2025 Target Realisasi | Realization Target 2026 | 2026 Target
1. Peningkatan pendapatan sebesar 1. Peningkatan pendapatan sebesar Mempertahankan kinerja
8-10%. 6,47%. pertumbuhan berkelanjutan.
2. Peningkatan laba sebesar 7-9%. 2. Peningkatan laba sebesar 6,59%. Maintain sustainable growth
1. 8-10% increase in revenue. 1. 6.47% increase in revenue. performance.
2. 7-9% increase in profit. 2. 6.59% increase in profit.
Strategi Pencapaian Target | Target Achievement Strategy
1. Pengembangan bisnis baru melalui kerja sama strategis. 1. New business development through strategic cooperation.
2. Penambahan portofolio produk melalui kerja sama 2. Addition of product portfolio through distribution
distribusi dengan new principal. cooperation with new principals.
3. Efisiensi operasional melalui penerapan lean logistic 3. Operational efficiency through the implementation of
dan moda transportasi yang lebih efisien. lean logistics and more efficient transportation modes.
TPB 9: Industri, Inovasi, dan Infrastruktur &
TPB 12: Konsumsi dan Produksi yang Bertanggung Jawab
SDG 9: Industry, Innovation, and Infrastructure &
SDG 12: Responsible Consumption and Production
Target 2025 | 2025 Target Realisasi | Realization Target 2026 | 2026 Target
1. 15.500 Channel Apotek 1. 15.300 Channel Apotek 1. 16.000 Channel Apotek
menggunakan digital payment menggunakan digital payment menggunakan digital payment
(MOSPAY). (MOSPAY). (MOSPAY).
2. Menyelesaikan pembangunan 2. Menyelesaikan pembangunan 2. Menyelesaikan pembangunan
fasilitas cool room di 9 cabang. fasilitas cool room di 9 cabang. fasilitas cool room di 3 cabang.
3. Meningkatkan penggunaan real time 3. Meningkatkan penggunaan real time 3. Meningkatkan penggunaan real time
data menggunakan Enseval Visual data menggunakan Enseval Visual data menggunakan Enseval Visual
Analytics (EVA) dan Control Tower. Analytics (EVA) dan Control Tower. Analytics (EVA) dan Control Tower.
1. 15,500 Pharmacy Channels using 1. 15,300 Pharmacy Channels using 1. 16,000 Pharmacy Channels using
digital payment (MOSPAY). digital payment (MOSPAY). digital payment (MOSPAY).
2. Completed the construction of cool 2. Completed the construction of cool 2. Completed the construction of cool
room facilities in 9 branches. room facilities in 9 branches. room facilities in 3 branches.
3. Increased use of real-time data 3. Increased use of real-time data 3. Increased use of real-time data
using Enseval Visual Analytics (EVA) using Enseval Visual Analytics (EVA) using Enseval Visual Analytics (EVA)
and Control Tower. and Control Tower. and Control Tower.
Strategi Pencapaian Target | Target Achievement Strategy
1. Melakukan integrasi pembayaran digital. 1. Integrating digital payment.
2. Membangun dengan pemenuhan kepatuhan terhadap 2. Building in compliance with applicable rules.
kaidah-kaidah yang berlaku.
3. Mengembangkan ekosistem teknologi sistem yang 3. Develop an integrated system technology ecosystem.
terintegrasi.
4. Membangun Control Tower di pusat untuk memantau 4. Built a Control Tower at headquarters to monitor the live
live operation cabang. operation of the branches.
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Pelibatan Pemangku Kepentingan
Stakeholder Engagement [E.4][2-29]
Enseval memandang pemangku kepentingan sebagai Enseval defines stakeholders as individuals or groups
pihak baik individu maupun kelompok yang memiliki that influence or have an interest in the Company’s
pengaruh atau kepentingan terhadap keberlangsungan operational sustainability and the achievement of its
operasional dan pencapaian sasaran perusahaan. Sejak objectives. Since 2019, the Company has conducted
2019, Perseroan telah melakukan pemetaan pemangku stakeholder mapping through a structured process,
kepentingan melalui proses yang terstruktur, dimulai dari beginning with a series of internal discussions with the
rangkaian diskusi internal bersama Direksi dan Manajer Board of Directors and managers to ensure accurate and
untuk memastikan identifikasi yang tepat dan menyeluruh. comprehensive identification.
Topik Utama dan Kebutuhan
Metode dan Frekuensi Pendekatan Respons dan Tindak Lanjut 2025
Pemangku Kepentingan
Approach Method and Frequency 2025 Response and Follow Up
Key Topics and Stakeholder Needs
Pemegang Saham
Shareholders
Minimal satu kali dalam setahun: • Penyampaian kinerja keuangan dan • Membuat Laporan Keuangan (diaudit),
• Rapat Umum Pemegang Saham operasional tahunan melalui Laporan Laporan Tahunan, Laporan Keberlanjutan,
(RUPS), RUPS Luar Biasa (RUPSLB) Keuangan (diaudit), Laporan Tahunan, dan Laporan Kinerja secara berkala.
sesuai kebutuhan. dan Laporan Keberlanjutan. • Merespons ketentuan pasar modal.
• Paparan Publik. • Pembagian dividen. • Memberikan solusi atas pertanyaan dari
• Menyampaikan kinerja Perseroan melalui • Keberlangsungan usaha yang Pemegang Saham.
Laporan Keuangan, Laporan Tahunan, dan berkelanjutan. • Peningkatan produktivitas dan efisiensi
Laporan Keberlanjutan. • Efisiensi biaya operasional. di segala lini.
• Penyampaian Keterbukaan Informasi. • Submitting annual financial and • Preparing Financial Reports (audited),
• Rapat dengan Pemegang Saham. operational performance through Annual Report, Sustainability Report, and
At least once a year: Financial Reports (audited), Annual Performance Reports on a regular basis.
• General Meeting of Shareholders (GMS), Reports, and Sustainability Reports. • Responding to capital market regulations.
Extraordinary GMS (EGMS) as needed. • Distributing dividends. • Providing solutions to questions from
• Public Expose. • Sustainable business continuity. Shareholders.
• Delivering the Company’s performance • Operational cost efficiency. • Increasing productivity and efficiency
through the Financial Report, Annual on all fronts.
Report, and Sustainability Report.
• Submission of Information Disclosure.
• Meeting with Shareholders.
Karyawan
Employees
• Employee gatherings setiap 1 tahun sekali. • Pendidikan dan pelatihan. • Memberikan pelatihan karyawan
• Evaluasi kerja setiap 6 bulan sekali. • Remunerasi dan peningkatan karier. melalui e-learning.
• Rapat Koordinasi setiap 1 bulan sekali. • Keselamatan dan kesehatan kerja (K3). • Mengadakan pertemuan berkala
• Koordinasi harian. • Jaminan pensiun dan kesehatan. disesuaikan dengan kebutuhan.
• Employee gatherings every 1 year. • Education and training. • Menerapkan dan memberikan pelatihan
• Evaluation of work every 6 months. • Remuneration and career advancement. K3 dalam operasional Perseroan.
• Coordination Meeting once a month. • Occupational health and safety (OHS). • Menerapkan Perjanjian Kerja Bersama (PKB)
• Daily coordination. • Pension and health insurance. bagi seluruh karyawan Perseroan.
• Provide employee training through
e-learning platforms.
• Conduct regular meetings tailored to
specific needs.
• Implement and deliver OHS training across
the Company’s operations.
• Implement the Collective Labor
Agreement (CLA) for all employees.
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Topik Utama dan Kebutuhan
Metode dan Frekuensi Pendekatan Respons dan Tindak Lanjut 2025
Pemangku Kepentingan
Approach Method and Frequency 2025 Response and Follow Up
Key Topics and Stakeholder Needs
Pemerintah (Regulator)
Government (Regulators)
• Menyampaikan laporan sesuai • Uji emisi kendaraan. • Melakukan uji emisi semua
peraturan secara berkala. • Kepatuhan pada peraturan, kendaraan operasional sebanyak 4 kali/
• Mengikuti pertemuan yang diadakan termasuk peraturan lingkungan. tahun/kendaraan.
oleh Pemerintah (Regulator) minimal • Penerapan K3. • Memberikan laporan K3 sebanyak
1 kali setahun. • Kualitas produk. 1 bulan sekali.
• Submitting reports according to • Pembayaran pajak. • Telah memiliki berbagai sertifikasi produk.
regulations on a regular basis. • Vehicle emission test. • Pembayaran pajak sesuai ketentuan
• Participating in meetings held by • Regulatory compliance, including dan tepat waktu.
the Government (Regulator) at least environmental regulations. • Melaksanakan 3 kegiatan pemberdayaan
once a year. • Application of OHS. masyarakat melalui program TJSL.
• Product quality. • Conducting emissions testing on all
• Tax payments. operational vehicles four times a year
per vehicle.
• Submitting occupational safety and health
reports once a month.
• Holding various product certifications.
• Paying taxes in accordance with
regulations and on time.
• Carrying out 3 community empowerment
activities through the CSER program.
Pelanggan
Customers
• Pertemuan pelanggan setiap diperlukan. • Pendidikan dan pelatihan. • Melaksanakan penyuluhan melalui
• Memberikan edukasi kepada pelanggan • Permodalan pelanggan seminar online.
melalui webinar. (pembiayaan distribusi). • Menyelenggarakan sosialisasi
• Menyediakan sarana penyampaian • Penerapan pembayaran non-tunai kepada seluruh pelanggan mengenai
keluhan atau media informasi kepada dalam proses pembayaran. penerapan CDOB.
pelanggan melalui hotline 1500095, situs • Memastikan kualitas produk yang • Menyediakan layanan Enseval
www.enseval.com, dan media sosial yang didistribusikan kepada pelanggan Customer Care.
bisa diakses setiap saat. tetap terjaga. • Bekerja sama dengan lembaga keuangan
• Customer meeting whenever needed. • Adanya akses obat hingga ke daerah untuk menyediakan permodalan.
• Providing education to customers yang sulit dijangkau. • Menciptakan peluang bisnis dan
through webinars. • Adanya obat generik lebih terjangkau inovasi teknologi.
• Providing platforms for complaint • Pelayanan pelanggan. • Menerapkan manajemen mutu.
submission or information media to • Education and training. • Menyediakan akses jangkauan obat
customers through the hotline 1500095, • Customer financing untuk masyarakat.
the website www.enseval.com, and social (distribution financing). • Meningkatkan layanan melalui
media that can be accessed at any time. • Implementation of cashless payments pemanfaatan teknologi untuk menjaga
in the payment process. kualitas layanan agar tetap relevan
• Ensuring the quality of products dengan perkembangan zaman.
distributed to customers is maintained. • Menyelesaikan sebanyak 165 keluhan
• Availability of drug access to areas that yang disampaikan oleh pelanggan.
are difficult to reach. • Conducting educational sessions
• Availability of more affordable via online seminars
generic drugs. • Organizing outreach activities for all
• Customer service. customers regarding the implementation
of CDOB.
• Providing Enseval Customer Care services.
• Cooperating with financial institutions
to provide capital.
• Creating business opportunities and
technological innovations.
• Implementing quality management
• Providing access to medicines for
the public.
• Enhance services through the adoption
of technology to ensure service quality
remains aligned with evolving needs.
• Resolving 165 complaints submitted
by customers.
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Topik Utama dan Kebutuhan
Metode dan Frekuensi Pendekatan Respons dan Tindak Lanjut 2025
Pemangku Kepentingan
Approach Method and Frequency 2025 Response and Follow Up
Key Topics and Stakeholder Needs
Pengusaha Lokal
Local Entrepreneurs
Melakukan pendampingan secara berkala. • Memberdayakan pengusaha lokal • Membina hubungan baik dengan
Providing regular assistance. sebagai mitra untuk membantu proses melakukan kerja sama bisnis yang etis dan
distribusi produk. menguntungkan.
• Membuka lapangan kerja bagi • Pelaksanaan kegiatan engagement day
pengusaha lokal. oleh Enseval dan anak usaha.
• Empowering local entrepreneurs as • Fostering good relations by engaging
partners to assist the process of in ethical and profitable business
product distribution. partnerships.
• Creating jobs for local entrepreneurs. • Implementation of engagement day
activities by Enseval and its subsidiaries.
Prinsipal
Principal
• Mengadakan pertemuan secara berkala. • Hubungan kerja yang saling • Adanya kontrak kerja yang adil
• Layanan Enseval Visual Analytics (EVA) menguntungkan. dan transparan.
dapat diakses para prinsipal setiap saat. • Akses data dan informasi perkembangan • Penyediaan Enseval Visual Analytics (EVA)
• Holding regular meetings. bisnis. sebagai analytical tools untuk mengakses
• Enseval Visual Analytics (EVA) service that • Mutually beneficial business relationship. data dan informasi, serta memantau
can be accessed by principals at any time. • Data access and business development perkembangan proses bisnis Perseroan.
information. • Fair and transparent employment
contract.
• Provision of Enseval Visual Analytics
(EVA) as analytical tools to access data
and information, as well as monitor
the development of the Company’s
business processes.
Mitra Kerja (Bank, Akademisi, Asosiasi)
Partners (Banks, Academics, Associations)
• Mengadakan acara atau mengikuti • Pemilihan mitra kerja sesuai peraturan. • Menjajaki kerja sama yang saling
kegiatan secara berkala. • Kepatuhan pada peraturan. menguntungkan.
• Forum dan pengembangan kerja sama. • Kualitas layanan dan produk • Memberikan edukasi dan sosialisasi.
• Organizing events or participating in yang terpercaya. • Menyajikan data kinerja.
activities on a regular basis. • Selecting work partners according • Exploring mutually beneficial cooperation.
• Cooperation forum and development. to regulations. • Providing education and socialization.
• Regulatory compliance. • Presenting performance data.
• Trusted products and service quality.
Media
Media
Melaporkan kinerja dan komitmen • Kinerja • Menerbitkan Laporan Keberlanjutan
keberlanjutan setiap 1 tahun sekali. • Investasi dan Laporan Tahunan.
Reporting performance and sustainability • Kerja sama • Memberikan edukasi, informasi aktual,
commitments once a year. • Investment dan transparan.
• Performance • Publishing Sustainability Report
• Cooperation and Annual Report.
• Providing education as well as actual
and transparent information.
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Growing with Purpose for Sustainable Healthcare Access
Topik Material
Material Topics [3-1][3-2]
Daftar topik material ditetapkan melalui diskusi kelompok The list of material topics was determined through internal
terarah (Focus Group Discussion/FGD) internal yang focus group discussions (FGDs) involving stakeholder
melibatkan perwakilan pemangku kepentingan untuk representatives to ensure a focus on the most relevant
memastikan fokus pada isu paling relevan dan berdampak. and impactful issues. The results reflect the Company’s
Hasilnya mencerminkan prioritas strategis Perseroan dalam strategic priorities in supporting performance and sustainable
mendukung kinerja dan pembangunan berkelanjutan, dengan development, with adjustments to priorities compared to the
penyesuaian prioritas dibandingkan tahun sebelumnya sesuai previous year based on discussions with management.
diskusi dengan manajemen.
Keselamatan dan Kesehatan Pelanggan
Customer Health and Safety
Alasan Topik Material | Material Topic Rational [3-3] Dampak | Impact
1. Produk yang berkualitas sangat penting untuk menjaga Meningkatnya kepercayaan pelanggan,
kepuasan pelanggan. serta meningkatkan kinerja ekonomi.
2. Adanya sertifikasi CDOB, CDAKB, SMKPO, dan Jaminan Better confidence, as well as improved
Halal yang merupakan bentuk dari penerapan economic performance.
manajemen mutu.
1. Quality products are crucial to maintain customer
satisfaction.
2. CDOB, CDAKB, SMKPO, and Halal certification as a form
of quality management implementation.
Batasan Dampak | Impact Boundaries
Internal | Internal Eksternal | External
Karyawan Pelanggan, Prinsipal, Pemerintah (Regulator)
Employees Customers, Partners, Government (Regulators)
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01 02 03
Tata Kelola Berkelanjutan
Sustainable Governance
Alasan Topik Material | Material Topic Rational [3-3] Dampak | Impact
Tata kelola berkelanjutan menjadi topik material bagi 1. Peningkatan kualitas pengendalian internal, efektivitas
Perseroan karena berperan penting dalam memastikan manajemen risiko, serta kepatuhan terhadap ketentuan
setiap proses bisnis berjalan dengan transparan, patuh hukum dan standar industri.
terhadap regulasi, dan selaras dengan prinsip-prinsip 2. Meningkatnya integritas operasional, berkurangnya
keberlanjutan. Penerapan tata kelola yang kuat menciptakan potensi kerugian akibat fraud atau ketidakpatuhan,
landasan bagi pengambilan keputusan yang bertanggung serta terciptanya proses bisnis yang lebih transparan
jawab, pengelolaan risiko yang efektif, serta pencegahan dan akuntabel.
potensi pelanggaran yang dapat merugikan Perseroan dan 3. Memperkuat ketahanan perusahaan, meningkatkan daya
para pemangku kepentingan. saing, dan mendukung pencapaian tujuan keberlanjutan.
Sustainable governance is a material topic for the Company 1. Improved internal control quality, risk management
because it plays a crucial role in ensuring that all business effectiveness, and compliance with legal requirements
processes are conducted transparently, in compliance with and industry standards.
regulations, and in alignment with sustainability principles. 2. Enhanced operational integrity, reduced potential losses
The implementation of strong governance establishes a due to fraud or non-compliance, and created more
foundation for responsible decision-making, effective risk transparent and accountable business processes.
management, and the prevention of potential violations 3. Strengthening the company’s resilience, enhancing
that could harm the Company and its stakeholders. competitiveness, and supporting the achievement of
sustainability goals.
Batasan Dampak | Impact Boundaries
Internal | Internal Eksternal | External
Pemegang Saham, Karyawan Pemerintah
Shareholders, Employees Government
Energi dan Emisi
Energy and Emissions
Alasan Topik Material | Material Topic Rational [3-3] Dampak | Impact
1. Kegiatan usaha membutuhkan banyak energi yang Menurunnya emisi GRK, meningkatnya efisiensi.
perlu dikelola agar membantu menurunkan emisi gas Reduced GHG emissions, increased efficiencies.
rumah kaca (GRK).
2. Emisi adalah gas buang yang dapat menimbulkan
pemanasan global dan dalam jangka panjang, dapat
mempengaruhi kehidupan ekosistem yang akan
berdampak pada kegiatan usaha.
1. Business activities require energy management to
reduce greenhouse gas (GHG) emissions.
2. Emissions are exhaust gases resulting in global
warming and, in the long run, affecting ecosystems and
impacting business activities.
Batasan Dampak | Impact Boundaries
Internal | Internal Eksternal | External
Karyawan Pemerintah, Pengusaha Lokal, Mitra
Employees Government, Local Businesses, Partners
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Transformasi Digital dan Inovasi
Digital Transformation and Innovation
Alasan Topik Material | Material Topic Rational [3-3] Dampak | Impact
Dalam mendukung operasionalnya, Perseroan terus Memudahkan akses kesehatan melalui
berinovasi untuk bertransformasi ke arah digital melalui ketersediaan produk.
pengembangan teknologi digital. Facilitating health access through product availability.
To support its operations, the Company continues
to innovate, transforming itself digitally through the
development of digital technology.
Batasan Dampak | Impact Boundaries
Internal | Internal Eksternal | External
Pemegang Saham, Karyawan Pelanggan, Prinsipal, Pengusaha Lokal, Mitra
Shareholders, Employees Customers, Principals, Local Businesses, Partners
Akses Kesehatan
Access to Health
Alasan Topik Material | Material Topic Rational [3-3] Dampak | Impact
1. Kegiatan usaha berkontribusi langsung terhadap Meningkatkan pemerataan akses kesehatan
kemudahan akses kesehatan bagi masyarakat. bagi masyarakat.
2. Perlu adanya inovasi-inovasi yang dapat meningkatkan Improving equal access to healthcare for the public.
kemudahan akses kesehatan.
1. Business activities directly contribute to the public’s
easy access to health.
2. Innovations are necessary to increase the convenience
of health access.
Batasan Dampak | Impact Boundaries
Internal | Internal Eksternal | External
Karyawan Pelanggan, Masyarakat
Employees Customers, Communities
Pelatihan dan Pendidikan
Training and Education
Alasan Topik Material | Material Topic Rational [3-3] Dampak | Impact
Kompetensi sumber daya manusia (SDM) sangat diperlukan Meningkatnya kompetensi SDM.
dalam menjalankan kegiatan operasional. Increased HR competencies.
Human resources (HR) competency is vital in operational
activities.
Batasan Dampak | Impact Boundaries
Internal | Internal Eksternal | External
Karyawan Pelanggan, Pengusaha Lokal, Mitra
Employees Customers, Local Businesses, Partners
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01 02 03
Limbah
Waste
Alasan Topik Material | Material Topic Rational [3-3] Dampak | Impact
1. Pengurangan penggunaan kertas seiring perkembangan 1. Operasional Perseroan menjadi lebih efisien dan produktif
digitalisasi untuk menjalankan bisnis yang ramah melalui digitalisasi yang dijalankan oleh Perseroan.
lingkungan. 2. Mengurangi risiko kontaminasi pada produk yang
2. Peralihan penggunaan palet kayu menjadi 100% palet disimpan.
plastik untuk seluruh DC dan 48 cabang. 3. Mengurangi jumlah limbah kertas dan palet kayu,
1. Reducing the use of paper while performing digitalization sehingga operasional Perseroan menjadi lebih ramah
to run an environmentally friendly business. lingkungan.
2. Conversion from wooden pallets to plastic pallets 100% 1. A more efficient and productive operation through the
in all DCs and in 48 branches of the Company. Company’s digitalization process.
2. Reducing the risk of contamination of stored products.
3. Reducing the amount of waste paper and wooden pallets
to boost eco-friendly operation.
Batasan Dampak | Impact Boundaries
Internal | Internal Eksternal | External
Karyawan Pemerintah, Pengusaha Lokal, Mitra
Employees Government, Local Businesses, Partners
Kesetaraan dan Keberagaman
Diversity and Equality
Alasan Topik Material | Material Topic Rational [3-3] Dampak | Impact
Karyawan merupakan aset penting bagi Perseroan dalam 1. Menciptakan tempat kerja yang nyaman dan inklusif
memastikan operasional Perseroan yang baik. Perseroan yang membuat seluruh karyawan memperoleh perlakuan
menghargai keberagaman latar belakang agama, yang setara tanpa adanya diskriminasi, sehingga
kepercayaan, budaya, suku, gender, sosial, dan lingkungan menciptakan budaya positif serta meningkatkan
dari segenap Insan Enseval, baik yang berada di lingkungan produktivitas dan laba Perseroan.
kantor pusat maupun di seluruh lokasi cabang-cabang 2. Meningkatkan berbagai pengetahuan yang sangat luas
Enseval yang tersebar di seluruh penjuru Indonesia. dari latar belakang dan pengalaman karyawan, pendidikan,
Employees are vital assets that ensure the Company’s serta kemampuan atau bidang yang berbeda-beda.
operations are well-managed. The Company respects the 1. Creating a comfortable and inclusive workplace where all
diversity of religious beliefs, cultural, ethnic, gender, social, employees are treated equally, free from discrimination,
and environmental backgrounds of all Enseval employees, which in turn creates a positive culture and increases
both within the head office and at all Enseval branches the Company’s productivity and profits.
throughout Indonesia. 2. Broadening employees’ knowledge based on their
diverse backgrounds, experiences, education, skills, and
areas of expertise.
Batasan Dampak | Impact Boundaries
Internal | Internal Eksternal | External
Karyawan Pemerintah, Mitra
Employees Government, Partners
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01 02 03
Tentang Enseval
About Enseval
Profil Perseroan
Company Profile [C.2][2-1][2-6]
Nama Perusahaan Kepemilikan Saham (per 31 Desember 2025)
Name of Company Shareholders (as of December 31, 2025) [C.3]
PT Enseval Putera Megatrading Tbk PT Kalbe Farma Tbk : 91,98%
Publik | Public : 8,02%
Alamat Kantor Pusat
Head Office Address
Jl. Pulo Lentut No. 10
Kawasan Industri Pulo Gadung
Jakarta 13920, Indonesia
Telepon
Telephone
(62-21) 4682 2422
Faksimili
Facsimile
(62-21) 4609039
Surel
E-mail
investor.relations@enseval.com
Situs Web
Website
www.enseval.com
Status Badan Hukum
Legal Entity Status
Perseroan Terbatas Terbuka
Public Limited Liability Company
Pasar yang Dilayani
Markets Served
34 Provinsi di Indonesia melalui sebaran 48 cabang
34 Provinces in Indonesia through 48 branches
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Visi, Misi, dan Nilai Keberlanjutan
Sustainability Vision, Mission, and Values [C.1]
Saat ini, Enseval belum menetapkan visi dan misi yang secara Currently, Enseval has not established a vision and mission
khusus berfokus pada keberlanjutan. Namun, setiap insan specifically focused on sustainability. However, every
perusahaan tetap berupaya konsisten menjalankan praktik member of the company remains committed to consistently
bisnis berkelanjutan dengan berpedoman pada visi dan misi implementing sustainable business practices in accordance
korporat yang telah berlaku. with the existing corporate vision and mission.
Visi
Vision
Menjadi perusahaan jasa distribusi dan logistik yang
terintegrasi di bidang kesehatan melalui penyediaan
layanan yang prima, sumber daya manusia yang
kompeten, dan penggunaan teknologi digital.
To become a distribution and logistics services company integrated
in the health sector through providing excellence services, competent
human resources and the usage of digital technology.
Misi
Mission
Berkontribusi di dalam meningkatkan kualitas kesehatan
melalui ketersediaan produk.
Contribute to improve the quality of health through product availability.
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01 02 03
Nilai Inti
Core Value [F.1]
Enseval mengusung nilai inti perusahaan yang dikenal Enseval’s core values are known as GISSIA, which also reflects
dengan sebutan GISSIA, yang juga mencerminkan komitmen its commitment to sustainability. A more in-depth explanation
keberlanjutan perusahaan. Penjelasan lebih mendalam of GISSIA can be found in the Company’s business ethics,
mengenai GISSIA dapat ditemukan dalam materi etika bisnis which are accessible to employees through the Planet Enseval
Perseroan, yang dapat diakses oleh karyawan melalui portal internal portal (myplanet.enseval.com) and is also socialized
internal Planet Enseval (myplanet.enseval.com) dan juga regularly to all Enseval employees.
disosialisasikan secara rutin kepada seluruh karyawan Enseval.
g i
Giving the Best to Customers Integrity
Memberikan Pelayanan Terbaik kepada Pelanggan Integritas
Setiap insan Enseval senantiasa memenangkan hati Setiap insan Enseval senantiasa menjunjung tinggi nilai
pelanggan melalui layanan prima. kejujuran dalam berinteraksi dengan seluruh pemangku
Every Enseval’s personnel strives to win the customer’s kepentingan.
heart through service excellence. Every Enseval’s personnel values honesty in interacting with
all stakeholders.
s s
Striving for Excellence Strong Teamwork
Gigih untuk Mencapai yang Terbaik Kerja sama yang Kokoh
Setiap insan Enseval senantiasa berusaha secara maksimal Setiap insan Enseval mengutamakan kerja sama tim yang
untuk mencapai hasil yang terbaik melalui pelaksanaan kokoh dalam keragaman budaya dan suasana kerja yang
operasional yang unggul dan perbaikan berkesinambungan. menyenangkan untuk mencapai tujuan Perseroan.
Every Enseval’s personnel must strive to achieve the best Every Enseval’s personnel must uphold strong teamwork
results through conducting operational excellence and in a cultural variety and conducive working environment in
continuous improvements. pursuit of the organization’s goal.
i a
Innovation Agility
Inovasi Lincah
Setiap insan Enseval menerapkan inovasi dalam berbisnis Setiap insan Enseval percaya bahwa kemampuan
dengan memanfaatkan ilmu dan teknologi untuk beradaptasi secara cepat terhadap perubahan merupakan
memenangkan persaingan. keunggulan kompetitif untuk memenangkan persaingan.
Every Enseval’s personnel implements innovations by Every Enseval’s personnel trust that their ability to adapt
utilizing science and technology to win the competition. quickly to changes in a competitive advantage to win
the competition.
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Growing with Purpose for Sustainable Healthcare Access
Skala Usaha
Business Scale [C.3]
Jumlah Jumlah Jumlah
Karyawan Kantor Cabang Distribution Centers (DC)
Number of Number of Number of
Employees Branch Offices Distribution Centers (DC)
2025 2025 2025
4.430 48 3
Orang | People Kantor | Branches DC
2024 2024 2024
4.546 48 3
Orang | People Kantor | Branches DC
2023 2023 2023
4.608 48 3
Orang | People Kantor | Branches DC
Total Kapitalisasi Total Aset
Total Capitalization Total Assets
Total Liabilitas | Total Liabilities Total Ekuitas | Total Equity Total Aset | Total Assets
Rp Juta | Million Rp Rp Juta | Million Rp Rp Juta | Million Rp
5.266.390 3.909.755 3.658.019 7.866.184 7.577.641 7.297.830 13.132.575 11.487.397 10.955.849
2025 2024 2023 2025 2024 2023 2025 2024 2023
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Wilayah Operational
Operational Areas [C.3][2-1]
3 Distribution Center
25 Sales Office
48 Kantor Cabang
Branch Offices
24 Kantor Cabang Anak Perusahaan (TSJ)
Subsidiary Branch Offices (TSJ)
Produk, Layanan, dan Kegiatan Usaha yang Dijalankan
Products, Services, and Running Business Activities [C.4][2-6]
Jasa Kami
Our Services
Distribusi dan Penjualan Produk Jasa Pelayanan Kesehatan Pemasaran
Product Distribution and Sales Health Care Services Marketing
Logistik Solusi Digital
Logistics Digital Solutions
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Dengan dukungan jaringan distribusi yang luas, Perseroan
kini melayani lebih dari 200.000 outlet di berbagai wilayah
Indonesia. Operasional tersebut ditopang oleh tiga pusat
distribusi yang berlokasi di Jakarta, Cikarang, dan Surabaya
sebagai titik pengiriman utama. Dari ketiga pusat ini,
layanan diperkuat melalui keberadaan 48 cabang, 25 sales
offices (SO), serta 24 cabang operasional yang dikelola oleh
anak perusahaan, PT Tri Sapta Jaya (TSJ).
With an extensive distribution network, the Company now
serves more than 200,000 outlets across various regions
of Indonesia. These operations are supported by three
distribution centers located in Jakarta, Cikarang, and
Surabaya, which serve as the main shipping hubs. From
these three centers, services are further strengthened by 48
branches, 25 sales offices (SO), and 24 operational branches
managed by the subsidiary, PT Tri Sapta Jaya (TSJ).
Distribusi dan Penjualan Produk
Product Distribution and Sales
Barang Konsumsi Obat dengan Resep Dokter Obat Bebas Alat Kesehatan
Consumer Goods Prescription Medicines Non-Prescription Medicines Medical Devices
Bahan Baku Obat Hewan dan Ternak Apotek dan Klinik
Raw Materials Veterinary Medicines Pharmacies and Clinics
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Keanggotaan Asosiasi
Association Membership [C.5][2-28]
Gabungan Perusahaan Farmasi Indonesia Gabungan Perusahaan Alat-Alat Kesehatan dan Laboratorium
Association of Indonesian Pharmaceutical Companies Association of Medical and Laboratory Equipment Companies
Pengurus dan Anggota Anggota
Management and Member Member
Himpunan Seminat Farmasi Distribusi Asosiasi Emiten Indonesia
Distribution Pharmacy Seminar Association Association of Indonesia Issuers
Anggota Anggota
Member Member
Asosiasi Pengusaha Indonesia Asosiasi Logistik & Forwarder Indonesia
The Indonesian Employers’ Association Indonesian Logistics and Forwarders Association
Anggota Anggota
Member Member
Asosiasi Pengusaha Pemasok Pasar Modern Indonesia
Indonesian Modern Market Supplier Association National Logistics Community
Pengurus dan Anggota Pengurus dan Anggota
Management and Member Management and Member
Women In Logistcic and Transport
Pengurus dan Anggota
Officer and Member
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Perubahan Signifikan
Significant Changes [C.6]
Selama periode pelaporan, terdapat perubahan signifikan yang During the reporting period, a significant change occurred,
terjadi, yakni adanya perubahan susunan Dewan Komisaris namely a change in the composition of the Company’s Board of
Perseroan sesuai hasil Rapat Umum Pemegang Saham yang Commissioners in accordance with the results of the General
dilaksanakan pada tanggal 21 Mei 2025 sebagai berikut: Meeting of Shareholders held on May 21, 2025, as follows:
Sebelum Jabatan Sesudah
Before Position After
Presiden Komisaris
Vidjongtius Ronny Hadiana
President Commissioner
Komisaris
Sanadi Boenjamin Sanadi Boenjamin
Commissioner
Komisaris
Angelique Aryanto Angelique Aryanto
Commissioner
Komisaris Independen
Lucky Surjadi Slamet Arianti Anaya
Independent Commissioner
Komisaris Independen
Pre Agusta Suswantoro Pre Agusta Suswantoro
Independent Commissioner
Informasi lebih lanjut mengenai perubahan susunan Dewan Komisaris maupun
perubahan signifikan lainnya dapat dilihat pada Laporan Tahunan Enseval 2025.
Further information regarding changes to the Board of Commissioners and other significant
changes can be found in Enseval’s 2025 Annual Report.
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Mendorong Keunggulan melalui Tata Kelola Keberlanjutan
01 Driving Excellence through Sustainability Governance
02 03
01
Mendorong
Keunggulan
melalui
Tata Kelola
Keberlanjutan
Driving Excellence through
Sustainability Governance
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Mendorong Keunggulan melalui Tata Kelola Keberlanjutan
01 Driving Excellence through Sustainability Governance
02 03
Tata Kelola Keberlanjutan
Sustainability Governance
Struktur Tata Kelola Board of Directors
Governance Structure [2-9]
Director in Charge
Corporate Secretary
& Investor Relations
Contributor Contributor Contributor
Head Office Distribution Center Branches
Untuk memastikan tata kelola yang efektif, Perseroan To ensure effective governance, the Company operates through
menjalankan tiga organ utama: Dewan Komisaris sebagai three main bodies: the Board of Commissioners, the supervisory
pengawas, Direksi sebagai pelaksana operasional, dan body; the Board of Directors, the operational body; and the
Rapat Umum Pemegang Saham (RUPS) sebagai pemegang General Meeting of Shareholders (GMS), the highest authority
kewenangan tertinggi dalam menetapkan keputusan for strategic decisions. In strengthening the sustainability
strategis. Dalam penguatan agenda keberlanjutan, agenda, the Board of Directors and the Board of Commissioners
Direksi dan Dewan Komisaris menunjuk Bapak Sugianto appointed Mr. Sugianto (Corporate Secretary and General
(Corporate Secretary serta General Manager Legal and Manager of Legal and Corporate Communication) to lead the
Corporate Communication) untuk memimpin koordinasi dan coordination and implementation of sustainability performance
implementasi kinerja keberlanjutan sesuai Keputusan Direksi in accordance with the Board of Directors’ Resolution No. L002/
No. L002/EPM/BOD/IX/2023, dengan dukungan Departemen EPM/BOD/IX/2023, with support from the Corporate Secretary
Corporate Secretary dan Investor Relations dalam and Investor Relations Department in monitoring and reporting.
pemantauan serta pelaporannya. Perseroan juga melakukan The Company also conducts monthly evaluations of the Board
evaluasi kinerja Direksi secara berkala setiap bulan guna of Directors’ performance to ensure the effectiveness of
memastikan efektivitas pengelolaan perusahaan. Adapun corporate management. Furthermore, the Board of Directors
Direksi dan Dewan Komisaris juga bertugas untuk mereviu and the Board of Commissioners are responsible for reviewing
dan menyetujui isi dari Laporan Keberlanjutan, termasuk and approving the content of the Sustainability Report,
topik material. [E.1][2-11][2-12][2-13][2-14][2-18] including material topics. [E.1][2-11][2-12][2-13][2-14][2-18]
Perseroan menekankan kepatuhan terhadap peraturan The Company emphasizes compliance with regulations and
dan ketentuan hukum, sekaligus menjunjung tinggi legal provisions while upholding responsibility, integrity,
tanggung jawab, integritas, rasa hormat, dan loyalitas, yang respect, and loyalty, which are practiced by all levels of
diterapkan oleh seluruh jajaran, termasuk Dewan Komisaris, the organization, including the Board of Commissioners,
Direksi, manajemen, dan karyawan. Perseroan memiliki the Board of Directors, management, and employees The
kebijakan antikorupsi dan gratifikasi di dalam Piagam Company has an anti-corruption and gratification policy
Etika Bisnis yang disosialisasikan kepada karyawan secara set out in its Code of Business Ethics, which is regularly
berkala, termasuk di dalam perjanjian dengan mitra usaha. communicated to employees and incorporated into
Perseroan juga telah memiliki sistem pelaporan pelanggaran agreements with business partners. The Company has also
(whistleblowing system/WBS) bagi karyawan dan pemangku established a whistleblowing system (WBS) that enables
kepentingan untuk menyampaikan dugaan pelanggaran employees and stakeholders to report suspected violations
secara adil, transparan, dan aman. in a fair, transparent, and secure manner.
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Selama 2025, tidak ada kasus korupsi dan transaksi benturan Throughout 2025, there were no incidents of corruption or
kepentingan yang terjadi, maupun laporan pelanggaran yang conflict-of-interest transactions, nor were there any reports
diterima melalui WBS. [2-15][2-16][2-23][2-24][205-1][205- of violations received through the WBS. [2-15][2-16][2-23][2-
2][205-3] 24][205-1][205-2][205-3]
Komitmen ini tercermin melalui perolehan penghargaan This commitment is reflected in the Company’s receipt
Top 50 Mid Capitalization Public Listed Company 2025 dari of the “Top 50 Mid-Capitalization Public Listed Company
Indonesian Institute for Corporate Directorship (IICD), yang 2025” award from the Indonesian Institute for Corporate
menegaskan konsistensi Enseval dalam menerapkan praktik Directorship (IICD), which underscores Enseval’s consistency
good corporate governance (GCG) yang berkelanjutan, in implementing sustainable, transparent, and accountable
transparan, dan akuntabel, sekaligus memperkuat pelayanan good corporate governance (GCG) practices, while
distribusi produk kesehatan yang aman dan terpercaya bagi strengthening the distribution of safe and reliable health
masyarakat. Pada 2025, Perseroan memberikan kesempatan products to the public. In 2025, the Company provided
bagi manajemen dan karyawan untuk mengikuti pelatihan opportunities for management and employees to participate
keberlanjutan, yang mencakup beberapa kegiatan berikut: in sustainability training, which included the following
[E.2][2-17][2-27] activities: [E.2][2-17][2-27]
Acara Tanggal Penyelenggara
Events Date Organizer
Sosialisasi Perdagangan Karbon Internasional
16 Januari | January 2025 IDX Carbon
International Carbon Trading Awareness Program
ACMF-ISSB Virtual Technical Training Workshop for Corporates 28 Mei | May 2025 IFRS Sustainability
Navigating Global Dynamics: The Resilience of
08 Juli | July 2025 KSEI
Indonesia’s Economic and Financial Systems
Leading Sustainability Initiatives with ESG Frameworks
10-11 Juli | July 2025 Olahkarsa
and Strategic Initiatives
GRI 102 & GRI 103: Climate Change and Energy Topic Standards 3 September 2025 IDX GRI AEI
ESG Talk Series #6 “IFRS S1 & S2: A Guide to
19 September 2025 AEI dan | and CESGS UNAIR
Reporting on Climate Risks and Impacts”
Indonesia Stock Exchange Workshop on IFRS IDX dan | and UN SSE, IFRS
23 September 2025
Sustainability Standards Foundation and World Bank's IFC
IDX Green Equity Designation Initiative 3 Oktober | October 2025 IDX, AEI & BATS
Strategizing for a Sustainable Future 14 Oktober | October 2025 Karisman Consulting & Presgo
ESG Morning Talk: A Guide to the Essentials of
16 Oktober | October 2025 CESGS UNAIR
Effective Sustainability Reporting
Seminar IDX-GRI-AEI: Human Rights Due Diligence 09 Desember | December 2025 IDX, GRI, & AEI
Informasi lebih lengkap mengenai ketua badan, mekanisme nominasi dan pemilihan
anggota tata kelola tertinggi, kebijakan serta prosedur penentuan remunerasi, beserta
rasio kompensasi total tahunan, tersedia dalam Laporan Tahunan Enseval 2025.
More detailed information regarding the chair of the board, the nomination and election
mechanisms for members of the highest governance body, policies and procedures for
determining compensation, as well as the annual total compensation ratio, is available in
Enseval’s 2025 Annual Report.
[2-10][2-19][2-20][2-21]
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01 Driving Excellence through Sustainability Governance
02 03
Manajemen Risiko
Risk Management [E.3][E.5]
Kelangsungan dan stabilitas operasional Perseroan sangat The Company’s operational continuity and stability are
bergantung pada penerapan manajemen risiko yang efektif. highly dependent on the implementation of effective
Berbagai risiko, baik finansial, operasional, sosial, maupun risk management. Various risks, including financial,
lingkungan diidentifikasi dan dikelola secara sistematis operational, social, and environmental, are systematically
untuk meminimalkan dampak negatif sekaligus membuka identified and managed to minimize negative impacts
peluang pertumbuhan berkelanjutan. Proses ini diawasi oleh and unlock opportunities for sustainable growth. This
Komite Manajemen Risiko, sementara sistem pengendalian process is overseen by the Risk Management Committee,
internal, termasuk Internal Control Effectiveness (ICE), while internal control systems, including Internal Control
membantu Perseroan mendeteksi risiko sejak dini dan Effectiveness (ICE), help the Company detect risks early
mengambil langkah proaktif guna menjaga stabilitas and take proactive steps to maintain operational stability
operasi serta memperkuat ketahanan jangka panjang. and strengthen long-term resilience.
Tren Industri Enseval Risiko Peluang dan Mitigasi Risiko
Enseval Industry Trends Risks Opportunity and Risk Mitigations
Pengelolaan Risiko gagal bayar • Sales Order Management (SAM) dilakukan menggunakan sistem, sehingga dapat
piutang dagang dari pelanggan ditinjau secara aktual sesuai kemampuan masing-masing pelanggan (limit credit).
Management of Risk of customer default • Bekerja sama dengan perbankan untuk fasilitas Distribution Financial (DF).
account receivables • Meninjau piutang pelanggan secara real time dengan memanfaatkan teknologi
informasi (TI) secara nasional.
• Diharapkan keberlangsungan bisnis pelanggan terjamin, sehingga pembayaran
piutang tepat waktu sesuai Term of Payment.
• Sales Order Management (SAM) is carried out using a system, so that it can be
monitored in real time according to the ability of each customer (credit limit).
• Working with banks for Distribution Financial (DF) facilities.
• Real-time monitoring of customer receivables by utilizing information technology
(IT) nationwide.
• It is expected that the continuity of the customer’s business is guaranteed, so that
the payment of receivables is on time according to the Term of Payment.
Pengelolaan • Risiko tidak optimalnya • Mengaplikasikan mekanisme Enterprise Resources Planning (ERP) dalam pemantauan
persediaan occupancy di gudang proses penyimpanan persediaan.
(penerimaan, • Risiko terjadinya bencana • Mengasuransikan stock dan aset kepada pihak asuransi.
penyimpanan, alam, kebakaran, dan • Pembentukan tim tanggap darurat (Unit Reaksi Cepat/URCE) yang bertanggung
distribusi) banjir (risiko fisik) jawab secara khusus terhadap penanggulangan bencana di Perseroan.
Inventory • Risk of non-optimal • Applying Enterprise Resources Planning (ERP) mechanisms in monitoring the
management occupancy in the inventory storage process.
(receiving, storage, warehouse • Insuring stock and assets with insurance companies.
distribution) • Risk of natural disasters, • Establishment of an emergency response team (Quick Reaction Unit/URCE)
fires, and floods specifically responsible for disaster management in the Company.
(physical risk)
Pengiriman produk Risiko produk yang • Kerja sama dengan pihak ketiga dengan mewajibkan vendor untuk mengasuransikan
menggunakan pihak dikirim rusak/hilang produk yang dikirim.
ketiga (vendor) Risk of damaged/ • Standarisasi proses seleksi dan evaluasi pihak ketiga.
Product deliveries using lost products • Cooperating with third parties by obligating vendors to insure the delivered products.
third-party (vendors) • Standardizing the selection and evaluation process of third parties.
courier services
Keamanan dan Adanya risiko • Memberikan pelatihan mengenai security awareness (pengelolaan kata sandi setiap
kerahasiaan data serangan siber 90 hari, serta penggunaan intranet dan perangkat lunak berlisensi).
Perseroan serta (phishing dan malware) • Mengenkripsi data yang diakses oleh publik.
pelanggan Risk of cyber attacks • Disaster Recovery untuk melindungi akses dan fungsi infrastruktur TI Perseroan.
Security and (phishing and malware) • Providing training on security awareness (password management every 90 days,
confidentiality the use of intranets, and licensed software).
of Company and • Encrypting publicly accessible data.
customer data • Implementing Disaster Recovery to protect access and function of the Company’s
IT infrastructure.
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Kontribusi Enseval pada Ekonomi
Enseval’s Contribution in Economic
Kinerja Perseroan pada 2025 menunjukkan tren positif pada The Company’s performance in 2025 showed a positive trend
penjualan neto, yang terutama didorong oleh peningkatan in net sales, driven primarily by increased sales of prescription
penjualan obat resep, alat kesehatan, dan produk konsumsi. drugs, medical devices, and consumer products. In the same
Di tahun yang sama, tidak terdapat penerimaan bantuan year, the Company received no financial or non-financial
finansial maupun non-finansial dari pihak pemerintah. [201-4] assistance from the government. [201-4]
Perbandingan Target dan Kinerja Ekonomi Enseval
Comparison of Enseval’s Economic Target and Performance [F.2][F.3]
Indikator Kinerja (Rp Juta) Realisasi 2025 Target 2025
Performance Indicators (Rp Million) 2025 Realization 2025 Target
Penjualan Neto
32.960.723 Mempertahankan kinerja
Net Sales
pertumbuhan berkelanjutan.
Maintain sustainable growth
Laba Tahun Berjalan
786.970 performance.
Current Year Profit
729,6 710,0
Investasi Proyek Kendaraan Listrik*
(38 unit motor listrik) (37 unit motor listrik)
Electric Vehicles (EV) Project Investment*
(38 electric motorcycles) (37 electric motorcycles)
*Merupakan nilai investasi dengan mekanisme sewa. | Represents an investment value under a leasing scheme.
Nilai Ekonomi Langsung Dihasilkan dan Didistribusikan
Direct Economic Value Generated and Distributed [201-1]
Uraian (Rp Juta)
Description (Rp Million) 2025 2024 2023
Nilai Ekonomi Langsung Dihasilkan
Direct Economic Value Generated
Penjualan Neto
I 32.960.723 30.957.341 28.507.873
Net Sales
II Tambahan
Addition
Keuntungan (Kerugian) Selisih Kurs Mata Uang Asing
(15.652) (10.474) (3.845)
Gains (Loss) on Foreign Exchange Differences
Pendapatan Bunga
12.204 18.282 12.349
Interest Income
Laba Penjualan Aset Tetap
7.778 5.063 6.103
Gain on Sales of Fixed Assets
Lain-lain – Bersih
35.292 20.651 25.320
Others – Net
Jumlah Nilai Ekonomi Langsung yang Dihasilkan (A)
33.000.345 30.990.863 28.068.295
Direct Economic Value Generated (A)
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Uraian (Rp Juta)
Description (Rp Million) 2025 2024 2023
Nilai Ekonomi Langsung Didistribusikan
Direct Economic Value Distributed
Biaya Karyawan
I 848.908 838.103 819.239
Employee Fees
Pembayaran untuk Penyedia Modal/Dana (Dividen dan Bunga Pinjaman)
II 489.927 456.722 555.271
Payments for Capital/Funds Providers (Dividends and Loan Interest)
Pembayaran kepada Pemerintah
III 275.635 264.687 250.970
Payments to Government
Investasi untuk Masyarakat (TJSL)
IV 236 157 274
Investments for Society (CSER)
Jumlah Nilai Ekonomi Langsung Didistribusikan (B)
1.614.706 1.559.669 1.625.754
Total Direct Economic Value Distributed (B)
Nilai Ekonomi Langsung yang Ditahan (A-B)
31.385.639 29.431.194 26.915.303
Direct Economic Value Retained (A-B)
Informasi lebih lengkap mengenai perbandingan antara target dan pencapaian kinerja
ekonomi tersedia dalam Laporan Tahunan Enseval 2025.
More detailed information regarding the comparison between economic performance
targets and achievements is available in Enseval’s 2025 Annual Report.
[F.2][F.3]
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Kinerja Ekonomi
Economic Performance
Uraian (Rp Juta)
Description (Rp Million) 2025 2024 2023
Distribusi dan Penjualan Barang Konsumsi
12.304.442 12.197.397 11.866.901
Distribution and Sales of Consumer Products
Distribusi dan Penjualan Obat dengan Resep Dokter
11.682.789 10.456.680 9.194.652
Distribution and Sales of Prescription Medicines
Distribusi dan Penjualan Obat Bebas
4.631.962 4.145.208 3.558.404
Distribution and Sales of Non-Prescription Medicines
Distribusi dan Penjualan Bahan Baku untuk Dijual
2.453.495 2.390.950 2.237.275
Distribution and Sales of Raw Materials for Sale
Distribusi dan Penjualan Peralatan Kesehatan
1.736.014 1.640.642 1.506.210
Distribution and Sales of Medical Equipment
Jasa Layanan Kesehatan dan Pengangkutan
96.215 72.738 93.215
Health Care and Transportation Services
Distribusi dan Penjualan Produk Obat Hewan dan Ternak
55.805 53.727 51.215
Distribution and Sales of Veterinary Medicines
Penjualan Neto
32.960.723 30.957.341 28.507.873
Net Sales
Laba Tahun Berjalan
786.970 738.328 688.374
Current Year Profit
Laba Komprehensif Tahun Berjalan
773.670 729.445 690.976
Comprehensive Income for the Year
Kontribusi Penjualan Berdasarkan Jenis Outlet
Sales Contribution Based on Outlet Types
Uraian (Rp Juta)
Description (Rp Million) 2025 2024 2023
Perdagangan Farmasi
61,29% 58,41% 55,06%
Pharmaceutical Trade
Perdagangan Umum
25,03% 27,11% 29,42%
General Trade
Perdagangan Modern
13,68% 11,48% 15,52%
Modern Trade
Jumlah
100,00% 100,00% 100,00%
Total
Dampak Finansial Akibat Perubahan Iklim
Financial Impact Due to Climate Change [201-2]
Perubahan iklim menjadi tantangan strategis bagi Perseroan Climate change poses a strategic challenge for the Company,
karena berpotensi mengganggu operasional melalui cuaca as it can disrupt operations through extreme weather, flooding,
ekstrem, banjir, atau bencana alam yang dapat menunda or other natural disasters, delaying distribution, disrupting
distribusi, mengganggu rantai pasok, serta meningkatkan supply chains, and increasing employee safety risks.
risiko keselamatan karyawan.
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02 03
Meski hingga akhir 2025 dampak finansial spesifiknya belum Although the specific financial impact has not yet been
dihitung, Perseroan telah menerapkan berbagai langkah calculated as of the end of 2025, the Company has
mitigasi sebagai bagian dari strategi operasional, seperti implemented various mitigation measures as part of its
efisiensi energi di pusat distribusi, pengurangan emisi operational strategy, such as energy efficiency at distribution
karbon, pemanfaatan teknologi ramah lingkungan, serta centers, carbon emission reduction, the use of environmentally
penggunaan kendaraan listrik. Upaya ini mencerminkan friendly technologies, and the adoption of electric vehicles.
komitmen Enseval dalam menjaga stabilitas bisnis sekaligus These efforts reflect Enseval’s commitment to maintaining
mendukung keberlanjutan akses layanan kesehatan di business stability while supporting the sustainability of
tengah tantangan perubahan iklim. healthcare access amid the challenges of climate change.
Rantai Pasok dan Inovasi
Supply Chain and Innovation [F.26][2-6]
Dalam pengelolaan produk dan layanan, Perseroan In managing its products and services, the Company views
menempatkan rantai pasokan sebagai fondasi utama the supply chain as the cornerstone for ensuring the smooth
untuk memastikan kelancaran distribusi bahan baku. Untuk distribution of raw materials. To strengthen supply stability
memperkuat stabilitas pasokan dan mempertahankan daya and maintain sustainable competitiveness, the Company
saing berkelanjutan, Perseroan membentuk joint venture established a joint venture, PT Global Starway Synergy Co.,
PT Global Starway Synergy Co., Ltd. di Shenzhen, Tiongkok. Ltd., in Shenzhen, China. This partnership not only provides
Kerja sama ini tidak hanya memberikan kepastian pasokan a more stable supply but also grants access to more
yang lebih stabil, tetapi juga membuka akses terhadap accurate and timely market information, thereby helping
informasi pasar yang lebih akurat dan tepat waktu, the Company understand global market dynamics, respond
sehingga membantu Perseroan memahami dinamika pasar to changing industry needs, and drive the development of
global, merespons perubahan kebutuhan industri, serta more innovative and competitive products and services.
mendorong pengembangan produk dan layanan yang lebih
inovatif dan kompetitif.
EMOS
Sejak dikembangkan pada 2016, EMOS menjadi fondasi Since its development in 2016, EMOS has become a key
penting dalam transformasi digital distribusi produk foundation for the digital transformation of healthcare
kesehatan di lingkungan Enseval. Platform Business-to- product distribution within the Enseval ecosystem. This
Business (B2B) ini mempermudah proses pemesanan Business-to-Business (B2B) platform simplifies the ordering
bagi berbagai pelanggan, mulai dari apotek, rumah sakit, process for a wide range of customers, from pharmacies,
klinik, toko obat, minimarket, toko perlengkapan bayi, hospitals, clinics, drugstores, and minimarkets to baby
hingga toko kelontong, sehingga kebutuhan produk supply stores and general stores, ensuring that healthcare
kesehatan dapat diakses secara cepat, praktis, dan products are accessible quickly, conveniently, and with
terjamin kualitasnya. Selain menyederhanakan transaksi, guaranteed quality. In addition to simplifying transactions,
EMOS juga menghadirkan pengelolaan pemesanan yang EMOS also offers more structured order management and
lebih terstruktur serta menyediakan wawasan pasar yang provides market insights that help industry players make
membantu pelaku industri mengambil keputusan yang more informed decisions.
lebih tepat.
Komitmen terhadap keamanan dan keandalan sistem The Company’s commitment to system security and
ditunjukkan melalui pendaftaran EMOS sebagai reliability is demonstrated through EMOS’s registration
Penyelenggara Sistem Elektronik di Kementerian Komunikasi as an Electronic System Operator with the Ministry of
dan Informatika serta perolehan sertifikasi ISO 27001:2022. Communication and Informatics, as well as the attainment of
ISO 27001:2022 certification.
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Pada 4 Februari 2025, EMOS juga memperoleh status On February 4, 2025, EMOS was also designated as “Under
“Dibina” dalam program Regulatory Sandbox 2024 yang Development” in the 2024 Regulatory Sandbox program
diselenggarakan Kementerian Kesehatan dan didukung organized by the Ministry of Health and supported by the
oleh Kedutaan Inggris Jakarta, setelah melalui rangkaian uji British Embassy in Jakarta. This designation followed a
kelayakan, mulai dari pendalaman model bisnis, uji skenario, series of assessments, including business model evaluation,
hingga live testing, dan dinilai aman, inklusif, memiliki tata scenario testing, and live testing, through which EMOS was
kelola yang baik, serta berkelanjutan. deemed secure, inclusive, well-governed, and sustainable.
Pencapaian ini menegaskan peran EMOS sebagai inovasi This achievement underscores EMOS’s role as a digital
digital yang mendukung operasional bisnis sekaligus innovation that supports business operations while
berkontribusi pada pengembangan layanan kesehatan contributing to the advancement of more reliable digital
digital yang lebih terpercaya. health services.
Pada akhir 2025, jejaring EMOS semakin berkembang melalui kolaborasi dengan
lebih dari 50 distributor serta lebih dari 310 prinsipal yang mempercayakan produk
mereka pada platform ini. Jumlah pengguna yang memanfaatkan layanan EMOS
juga terus meningkat, mencapai lebih dari 100.000 pelanggan di seluruh Indonesia.
Informasi tambahan mengenai EMOS dan layanan yang tersedia dapat dilihat melalui
situs resmi di https://www.emos.id.
By the end of 2025, the EMOS network had expanded significantly through collaborations
with more than 50 distributors and over 310 principals who entrusted their products to
the platform. The number of users utilizing EMOS’s services also continued to grow,
reaching more than 100,000 customers across Indonesia. Additional information about
EMOS and its services is available on the official website at https://www.emos.id.
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02 03
MOSTRANS
MOSTRANS merupakan ekosistem logistik B2B yang MOSTRANS is a B2B logistics ecosystem that supports the
mendukung distribusi produk kesehatan di Indonesia distribution of healthcare products in Indonesia through the
melalui integrasi pengiriman darat, laut, dan udara dengan integration of land, sea, and air shipping with temperature-
pengelolaan suhu dari ambient hingga cold chain sesuai controlled management, from ambient to cold chain, in
standar CDOB dan CDAKB. Didukung teknologi pemantauan accordance with CDOB and CDAKB standards. Supported
dan koordinasi real time, platform ini memastikan distribusi by real-time monitoring and coordination technology,
berlangsung tepat waktu, transparan, dan memenuhi this platform ensures timely, transparent distribution that
standar mutu. Sepanjang 2025, MOSTRANS juga meets quality standards. Throughout 2025, MOSTRANS
memperkuat perannya di industri logistik melalui partisipasi is also strengthening its role in the logistics industry by
dalam berbagai seminar dan pameran nasional guna participating in various national seminars and exhibitions to
memperluas wawasan dan kolaborasi. expand its knowledge and foster collaboration.
Komitmen MOSTRANS dalam inovasi digital logistik MOSTRANS’ commitment to digital logistics innovation
ditunjukkan melalui partisipasinya dalam Supply Chain is evident through its participation in the 2025 Supply
Manager Summit 2025 yang diselenggarakan Bincang Chain Manager Summit, organized by Bincang Supply
Supply Chain dengan tema “Innovate, Sustain, Thrive”. Chain, with the theme “Innovate, Sustain, Thrive.” At this
Dalam forum ini, MOSTRANS menampilkan peran teknologi forum, MOSTRANS highlighted the role of technology in
dalam memperkuat distribusi produk kesehatan melalui strengthening the distribution of healthcare products
pemantauan armada secara real time, integrasi data, through real-time fleet monitoring, data integration, and
dan automasi proses. Inisiatif tersebut membantu mitra process automation. These initiatives help distributor
distributor merespons tantangan operasional dengan lebih partners respond to operational challenges more quickly,
cepat, sehingga rantai pasok kesehatan menjadi lebih making the healthcare supply chain more efficient,
efisien, transparan, dan adaptif. MOSTRANS dan Next Supply transparent, and adaptive. Additionally, MOSTRANS and
Chain Indonesia juga menyelenggarakan Mini Business Case Next Supply Chain Indonesia also organized the Mini
Competition – Supply Chain Youth Summit 2025 untuk Business Case Competition – Supply Chain Youth Summit
mendorong inovasi mahasiswa di bidang logistik. 2025 to encourage student innovation in logistics.
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MOSTRANS juga memperoleh berbagai prestasi dan Furthermore, MOSTRANS also received various accolades and
penghargaan selama 2025. MOSTRANS meraih Platinum awards throughout 2025. MOSTRANS won the Platinum Award
Award dengan predikat Very Excellent (5 Star) pada ajang with a “Very Excellent” (5-Star) rating at the 2025 Indonesia
Indonesia Logistic and Transport Award (ILTA) 2025 dari Logistics and Transport Award (ILTA) hosted by Economic
Economic Review untuk kategori Innovation in Logistics and Review in the category of “Innovation in Logistics and
Transportation Through Digital Transformation. MOSTRANS Transportation Through Digital Transformation.” MOSTRANS
juga meraih Winner of Innovation in ESG Award 2024 dalam also won the Winner of Innovation in ESG Award 2024 in
kategori Innovation in Sustainable Supply Chain and Business the category of Innovation in Sustainable Supply Chain and
Model pada ajang Anugerah Avirama Nawasena SBM ITB Business Model at the 2025 Anugerah Avirama Nawasena SBM
Award 2025. Penghargaan ini diberikan atas inovasi Cargo ITB Award. This award was given for the Cargo Consolidation
Consolidation yang meningkatkan efisiensi logistik sekaligus innovation, which improves logistics efficiency while reducing
mengurangi emisi karbon melalui optimalisasi pengiriman. carbon emissions through shipment optimization.
Hingga akhir tahun, MOSTRANS telah bermitra dengan lebih dari 75 shipper dan lebih dari 60
transporter, serta mengoperasikan lebih dari 1.500 armada truk yang mendukung distribusi ke
berbagai wilayah. Dari sisi kinerja, platform ini berhasil memproses lebih dari 96.000 pesanan.
Informasi lebih lengkap mengenai MOSTRANS dapat dilihat melalui situs resmi https://mostrans.
co.id maupun media sosial Perseroan.
As of the end of 2025, MOSTRANS had partnered with more than 75 shippers and over 60 transporters,
and was operating a fleet of more than 1,500 trucks supporting distribution to various regions. In
terms of performance, the platform successfully processed more than 96,000 orders. More detailed
information about MOSTRANS can be found on the official website https://mostrans.co.id or the
Company’s social media channels.
Pemenuhan Tingkat Komponen Dalam Negeri (TKDN)
Fulfillment of Domestic Content Level (TKDN)
Dalam mendukung kemandirian industri alat kesehatan In supporting the independence of the national medical
nasional, lini Peralatan Kesehatan menjadi fondasi bagi device industry, the Medical Devices segment serves
Perseroan dalam menyediakan layanan yang mencakup as a foundation for the Company in delivering services
pemasaran produk kesehatan dan diagnostik, penyediaan that include the marketing of healthcare and diagnostic
layanan hemodialisis terintegrasi, serta produksi alat products, the provision of integrated hemodialysis services,
kesehatan sesuai ketentuan Tingkat Kandungan Dalam and the manufacturing of medical devices in accordance
Negeri (TKDN). Kegiatan ini dijalankan melalui entitas anak with Domestic Content Level (TKDN) requirements. These
Perseroan, yaitu PT Enseval Medika Prima, PT Renalmed Tiara activities are carried out through the Company’s subsidiaries,
Utama, dan PT Forsta Kalmedic Global. namely PT Enseval Medika Prima, PT Renalmed Tiara Utama,
and PT Forsta Kalmedic Global.
Melalui PT Forsta Kalmedic Global, Perseroan telah Through PT Forsta Kalmedic Global, the Company has
menghasilkan berbagai produk alat kesehatan yang produced various medical devices that meet TKDN
memenuhi persyaratan TKDN, antara lain surgical suture, requirements, including surgical sutures, culture media,
culture media, mobile X-ray, ultrasound (USG) machine, serta mobile X-ray, ultrasound (USG) machines, and dialyzers,
dialyzer sebagai wujud kontribusi nyata dalam memperkuat as a tangible contribution to strengthening the domestic
industri alat kesehatan dalam negeri. medical device industry.
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Kontribusi Enseval bagi Insan dan Masyarakat
01 02 Enseval’s Contribution for People and Society
03
02
Kontribusi
Enseval bagi
Insan dan
Masyarakat
Enseval’s Contribution for
People and Society
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03
Kontribusi bagi Insan Enseval
Contribution for Enseval People
Insan Enseval merupakan pilar penting dalam mendukung Enseval’s employees are a key pillar in supporting the
keberlanjutan dan kinerja Perseroan. Melalui penguatan Company’s sustainability and performance. By enhancing
kompetensi, kesejahteraan, dan lingkungan kerja yang baik, their skills, well-being, and work environment, and guided by
serta berpedoman pada strategi keberlanjutan melalui pilar the sustainability strategy centered on the KUAT and SEHAT
KUAT dan SEHAT, Perseroan mendorong setiap karyawan pillars, the Company encourages every employee to continue
untuk terus berkembang dan berkontribusi optimal. growing and contributing to the fullest extent possible.
Keberagaman, Kesetaraan, dan Hak Asasi Manusia (HAM)
Diversity, Equality, and Human Rights [F.18][F.19][2-30][405-1][406-1]
Sebagai bagian dari komitmen keberlanjutan dalam As part of its sustainability commitment under the KUAT
pilar KUAT, Perseroan menerapkan prinsip keberagaman, pillar, the Company upholds the principles of diversity,
kesetaraan, dan penghormatan terhadap Hak Asasi Manusia equality, and respect for human rights across all business
(HAM) di seluruh lini usaha. Enseval menghargai perbedaan operations. Enseval respects differences in religion, belief,
agama, kepercayaan, budaya, suku, gender, serta latar culture, ethnicity, gender, and the social background of
sosial karyawan, dan menerapkan prinsip tersebut secara its employees and consistently applies these principles
konsisten mulai dari rekrutmen hingga pengembangan from recruitment through career development, including
karier, termasuk memberikan kesempatan yang setara providing equal opportunities for local talent in the areas
bagi talenta lokal di sekitar wilayah operasional. Perseroan surrounding its operations. The Company also ensures the
juga memastikan tidak adanya praktik diskriminasi, tenaga absence of discriminatory practices, child labor, or forced
kerja anak, maupun tenaga kerja paksa, serta menjamin labor, and guarantees the fulfillment of all employees’ rights.
pemenuhan hak seluruh karyawan. Hal ini dibuktikan This is evidenced by the absence of reported incidents of
dengan tidak adanya insiden diskriminasi atau pelanggaran discrimination or labor violations during 2025.
ketenagakerjaan yang dilaporkan selama 2025.
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Komposisi Karyawan
Employee Composition [2-7][405-1]
Hingga akhir 2025, Perseroan mempekerjakan 3.972 As of the end of 2025, the Company employed 3,972
karyawan, yang terdiri dari 3.227 laki-laki dan 745 permanent employees, comprising 3,227 male and 745
perempuan. Selain itu, Enseval juga didukung oleh 458 female. In addition, Enseval is supported by 458 contract
karyawan kontrak (pekerja alih daya/outsourcing) di kantor employee (outsourced workers) at its headquarters,
pusat, dengan komposisi 336 laki-laki dan 122 perempuan. comprising 336 male and 122 female. The outsourced
Adapun pekerja alih daya ini menempati posisi petugas workers occupy positions as warehouseman, drivers, and
gudang, supir, dan admin. [2-8] administrative staff. [2-8]
Komposisi Karyawan Berdasarkan Status Kepegawaian dan Jenis Kelamin
Employee Composition Based on Employment Status and Gender
2025 2024 2023
Status Kepegawaian Jenis Kelamin
Employment Status Gender Jumlah Jumlah Jumlah
% % %
Total Total Total
Laki-laki
3.227 81,24 3.269 81,28 3.310 71,83
Male
Karyawan Tetap Perempuan
Employee 745 16,82 753 16,56 759 16,47
Female
Total 3.972 89,66 4.022 88,47 4.069 88,30
Laki-laki
336 7,58 425 9,34 440 9,55
Male
Karyawan Kontrak Perempuan
Contract Employees 122 2,75 101 2,22 99 2,15
Female
Total 458 10,34 526 11,57 539 11,70
Jumlah Karyawan
4.430 100,00 4.548 100,00 4.608 100,00
Total Employee
Komposisi Karyawan Berdasarkan Kelompok Usia
Employee Composition Based on Age Group
2025 2024 2023
Kelompok Usia (Tahun)
Age Group (Years) Jumlah Jumlah Jumlah
% % %
Total Total Total
18 < 25 329 7,43 326 7,17 344 7,47
26 < 35 1.784 40,27 1.948 42,83 2.019 43,82
36 < 45 1.562 35,26 1.545 33,97 1.529 33,18
46 < 55 749 16,91 722 15,88 709 15,39
>55 6 0,14 7 0,15 7 0,15
Jumlah Karyawan
4.430 100,00 4.548 100,00 4.608 100,00
Total Employee
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Komposisi Karyawan Berdasarkan Tingkat Pendidikan
Employee Composition Based on Education Level
2025 2024 2023
Tingkat Pendidikan
Educational Level Jumlah Jumlah Jumlah
% % %
Total Total Total
Profesi
0 0,00 0 0,00 7 0,15
Professionals
Apoteker
109 2,46 96 2,11 89 1,93
Pharmacist
Doktor
1 0,02 1 0,02 0 0,00
Doctorate
Pascasarjana
36 0,81 34 0,75 41 0,89
Post Graduate
Sarjana
2.046 46,19 2.029 44,60 1.975 42,86
Bachelor’s
Diploma 1-3 659 14,88 688 15,13 702 15,23
Sekolah Menengah Atas dan Lainnya
1.579 35,64 1.700 37,39 1.794 38,93
High School and Others
Jumlah Karyawan
4.430 100,00 4.548 100,00 4.608 100,00
Total Employee
Komposisi Karyawan Berdasarkan Jabatan
Employee Composition Based on Position
2025 2024 2023
Tingkat Pendidikan
Educational Level Jumlah Jumlah Jumlah
% % %
Total Total Total
Staf
3.624 81,81 3.770 82,89 3.812 82,73
Staff
Officer/Supervisor
647 14,60 620 13,63 638 13,85
Officers/Supervisors
Manajer
127 2,87 124 2,73 123 2,67
Manager
Eksekutif
26 0,59 28 0,62 27 0,59
Executive
Komisaris dan Komite Audit
6 0,14 6 0,13 8 0,17
Commissionoers and Audit Committee
Jumlah Karyawan
4.430 100,00 4.548 100,00 4.608 100,00
Total Employee
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Komposisi Karyawan Berdasarkan Wilayah Penempatan
Employee Composition Based on Placement Area
2025 2024 2023
Tingkat Pendidikan
Educational Level Jumlah Jumlah Jumlah
% % %
Total Total Total
Bali 107 2,42 110 2,42 99 2,15
Jawa 2.816 63,57 2.858 62,84 2.915 63,19
Kalimantan 294 6,64 311 6,84 311 6,75
Nusa Tenggara 101 2,28 107 2,35 106 2,30
Papua 69 1,56 70 1,54 71 1,54
Sulawesi 246 5,55 257 5,65 252 5,47
Sumatra 797 17,99 835 18,36 857 18,60
Jumlah Karyawan
4.430 100,00 4.548 100,00 4.608 100,00
Total Employee
Rekrutmen dan Tingkat Perputaran Karyawan
Recruitment and Employee Turnover Rate [401-1]
Perseroan meningkatkan kualitas rekrutmen melalui The Company is enhancing the quality of its recruitment
pemanfaatan teknologi, antara lain aplikasi mobile dengan process by using technology, including a mobile app with
fitur self video interview dan Enseval Online Assessment a self-video interview feature and the Enseval Online
(EOA) sebagai alat penilaian psikologi dan teknikal untuk Assessment (EOA) as a psychological and technical
mengukur kompetensi serta kesesuaian kandidat dengan assessment tool to measure candidates’ competencies and
posisi yang dilamar. Inovasi ini mempercepat proses seleksi suitability for the positions they apply for. These innovations
sekaligus memperluas jangkauan pencarian talenta. accelerate the selection process while expanding the scope
Rekrutmen juga dilakukan secara internal serta job fair ke of talent sourcing. Recruitment is also conducted internally
berbagai kampus. as well as through job fairs at various universities.
Pada 2025, Enseval merekrut 230 karyawan baru, terdiri In 2025, Enseval hired 230 new employees, comprising 159
dari 159 laki laki dan 71 perempuan, sementara terdapat male and 71 female, while 414 employees left the Company
414 karyawan meninggalkan Perseroan sebagai bagian as part of workforce dynamics, resulting in an employee
dari dinamika tenaga kerja, sehingga tingkat perputaran turnover rate of 9.22%, a decrease of 5.92% compared to
karyawan tercatat 9,22%, menurun 5,92% dibandingkan the previous year. [401-1]
tahun sebelumnya. [401-1]
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Komposisi Karyawan Baru Berdasarkan Jenis Kelamin dan Kelompok Usia
New Employee Composition Based on Gender and Age Group
2025 2024 2023
Kelompok Usia (Tahun)
Age Group (Years) Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Male Female Male Female Male Female
18 < 25 67 51 151 66 148 52
26 < 35 92 18 409 57 333 52
36 < 45 0 2 89 3 67 0
46 < 55 0 0 31 4 16 2
>55 0 0 1 0 2 0
Jumlah Karyawan Baru
159 71 681 130 566 106
Total New Employee
Komposisi Karyawan Baru Berdasarkan Jenis Kelamin dan Wilayah Penempatan
New Employee Composition Based on Gender and Placement Area
2025 2024 2023
Wilayah Penempatan
Placement Area Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Male Female Male Female Male Female
Bali 2 1 24 7 18 2
Jawa 84 42 350 82 306 78
Kalimantan 15 4 75 11 50 6
Nusa Tenggara 3 0 16 2 23 2
Papua 3 4 18 1 10 4
Sulawesi 18 7 61 5 59 3
Sumatra 34 13 137 22 100 11
Jumlah Karyawan Baru
159 71 681 130 566 106
Total New Employee
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Kesejahteraan Karyawan
Employee Welfare
Remunerasi dan Tunjangan Karyawan
Employee Remuneration and Benefits [F.20][401-2][405-2]
Perseroan memastikan seluruh karyawan memperoleh The Company ensures that all employees receive fair
remunerasi yang adil dan bebas dari praktik diskriminatif. compensation free from discriminatory practices.
Penetapan kompensasi dilakukan berdasarkan pedoman Compensation is determined in accordance with the Human
Divisi Human Resources serta hasil evaluasi kinerja Resources Division’s guidelines and the results of each
masing-masing karyawan. Karyawan laki-laki maupun employee’s performance evaluation. Both male and female
perempuan menerima tingkat remunerasi yang setara, employees receive equal compensation, specifically at a 1:1
yakni rasio 1:1 terhadap upah minimum regional (UMR/UMP) ratio relative to the regional minimum wage (UMR/UMP) in
di provinsi tempat mereka bekerja. Selain itu, Perseroan the province where they work. In addition, the Company also
juga menyediakan berbagai tunjangan tambahan yang provides various additional benefits tailored to employment
disesuaikan dengan status kepegawaian untuk mendukung status to support the well-being of Enseval employees.
kesejahteraan Insan Enseval.
Fasilitas yang Diterima Karyawan Berdasarkan Status Kepegawaian
Facilities Received by Employees Based on Employment Status [401-2]
Bentuk Manfaat Karyawan Tetap Karyawan Kontrak
Benefit Form Permanent Employee Contract Employee
Asuransi Jiwa (BPJS Kesehatan) | Life Insurance (BPJS Kesehatan) Ada | Yes Ada | Yes
Perawatan Kesehatan | Health Care Ada | Yes Ada | Yes
Cuti Melahirkan | Parental Leave Ada | Yes Ada | Yes
Persiapan Masa Pensiun | Retirement Preparation Ada | Yes Tidak Ada | No
Kepemilikan Saham | Stock-based Option Tidak Ada | No Tidak Ada | No
Cuti Melahirkan
Maternity Leave [401-3]
Perseroan menyediakan hak cuti melahirkan bagi karyawan The Company provides maternity leave for female
perempuan selama 1,5 bulan sebelum dan 1,5 bulan employees for 1.5 months prior to and 1.5 months following
setelah melahirkan. Ketentuan cuti juga diberikan kepada childbirth. Male employees are also entitled to 2 days of
karyawan laki-laki berupa 2 hari cuti untuk mendampingi leave to accompany their spouses during childbirth or in the
istri yang melahirkan maupun mengalami keguguran. event of a miscarriage. Female employees who experience a
Untuk karyawan perempuan yang mengalami keguguran, miscarriage are entitled to 1.5 months of leave. Throughout
Perseroan memberikan cuti selama 1,5 bulan. Sepanjang 2025, a total of 46 female employees and 167 male
2025, terdapat 46 karyawan perempuan dan 167 karyawan employees utilized these leave entitlements, with 95.77%
laki-laki yang memanfaatkan hak cuti melahirkan tersebut, returning to work upon completion of their leave period.
dan 95,77% kembali bekerja setelah masa cuti berakhir.
Manfaat Pensiun
Retirement Benefits [201-3]
Perseroan menyediakan manfaat pensiun bagi seluruh The Company provides pension benefits to all permanent
karyawan tetap yang telah bekerja lebih dari satu employees who have been employed for more than one
tahun dan memasuki usia pensiun minimal 55 tahun. year and have reached the minimum retirement age of 55.
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Program tunjangan hari tua ini dikelola melalui skema iuran This retirement benefit program is managed through
program BPJS Ketenagakerjaan, dengan porsi kontribusi the BPJS Ketenagakerjaan contribution scheme, with a
sebesar 2% dari karyawan dan 4,24% dari Perseroan untuk contribution rate of 2% from the employee and 4.24% from
program Jaminan Hari Tua (JHT) dan sebesar 1% dari the Company for the Old Age Security (JHT) program, and
karyawan dan 2% dari Perseroan untuk program Jaminan 1% from the employee and 2% from the Company for the
Pensiun. Sepanjang 2025, sebanyak 49 karyawan yang Pension Security program. Throughout 2025, 49 employees
memasuki masa pensiun telah menerima manfaat pensiun who retired received pension benefits in accordance with
sesuai ketentuan yang berlaku. applicable regulations.
Pelatihan dan Pengembangan
Employee Training and Development [F.22][404-1][404-2]
Karyawan merupakan elemen kunci dalam menjaga kualitas Human resources are a key element in maintaining the quality
produk dan layanan Perseroan, sehingga Enseval secara of the Company’s products and services; therefore, Enseval
konsisten menyediakan berbagai program pengembangan consistently provides various competency development
kompetensi melalui pelatihan tatap muka dan pembelajaran programs through in-person training and online learning
daring di platform internal Planet Enseval yang mencakup on the internal Planet Enseval platform, covering general
pengetahuan umum, soft skill, technical skill, kualitas, dan K3, knowledge, soft skills, technical skills, quality, and OHS,
serta didukung New Employee Orientation Program (NEOP) bagi as well as a New Employee Orientation Program (NEOP)
karyawan baru. Sepanjang 2025, total pelatihan mencapai for new hires. Throughout 2025, total training hours
lebih dari 50 ribu jam dengan rata-rata 11 jam per orang exceeded 50,000, with an average of 11 hours per male
bagi karyawan laki laki dan 13 jam per orang bagi karyawan employee and 13 hours per female employee. Additionally,
perempuan. Selain itu, Perseroan menerapkan evaluasi kinerja the Company conducts performance evaluations for all
bagi seluruh karyawan tetap dua kali setahun menggunakan permanent employees twice a year using the balanced
metode balanced scorecard sebagai dasar pengembangan scorecard method as the basis for career development and
karier dan penyesuaian remunerasi, dengan tingkat partisipasi compensation adjustments, with a 100% participation rate,
100% atau sebanyak 3.972 karyawan pada 2025, serta involving 3,972 employees in 2025, and granted promotions
memberikan promosi jabatan kepada 279 karyawan laki laki to 279 male employees and 38 female employees as part
dan 38 karyawan perempuan sebagai bagian dari kebutuhan of organizational needs and performance evaluation
organisasi dan hasil evaluasi kinerja. [404-3] outcomes. [404-3]
Jumlah Jam Pelatihan dan Rata-rata Jam Pelatihan
Total Training Hours and Average Training Hours [404-1]
2025 2024 2023
Uraian Satuan
Description Unit Laki-laki Perempuan Laki-laki Perempuan Laki-laki Perempuan
Male Female Male Female Male Female
Jumlah Program Pelatihan Program
85 83 99
Number of Training Programs Programs
Jumlah Peserta Pelatihan Orang
4.728 968 3.829 873 3.823 862
Number of Training Participants People
Jumlah Jam Pelatihan Jam
50.369 12.517 39.553 9.227 56.160 12.867
Number of Training Hours Hours
Rata-rata Jam Pelatihan per
Jam/Orang
Karyawan per Tahun
Hours/ 11 13 10 11 15 15
Average Training Hours per
Person
Employee per Year
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Keselamatan dan Kesehatan Kerja (K3)
Occupational Health and Safety (OHS) [F.21][403-1][403-5][403-8]
Perseroan berkomitmen untuk menghadirkan lingkungan The Company is committed to providing a safe, decent, and
kerja yang aman, layak, dan nyaman bagi seluruh karyawan comfortable work environment for all employees through
melalui penerapan Sistem Manajemen Keselamatan dan the implementation of the Occupational Health and Safety
Kesehatan Kerja (SMK3) yang wajib dipatuhi oleh karyawan, Management System (OHSMS), which must be adhered
mitra kerja, maupun prinsipal. Pengelolaan aspek K3 to by employees, business partners, and principals. OHS
dilaksanakan oleh Departemen/Unit Quality Health & Safety, management is carried out by the Quality Health & Safety
yang juga bertanggung jawab dalam melakukan evaluasi Department/Unit, which is also responsible for evaluating
penerapan SMK3. Enseval telah mengantongi sertifikasi ISO the implementation of the OHSMS. Enseval has obtained ISO
45001:2018 sebagai bukti penerapan sistem manajemen 45001:2018 certification as proof of the implementation of
K3 yang terstandarisasi. Seluruh upaya ini diarahkan untuk a standardized OHS management system. All these efforts
meminimalkan risiko kecelakaan kerja, mencegah penurunan are aimed at minimizing the risk of workplace accidents,
produktivitas, serta menjaga motivasi karyawan. Untuk preventing a decline in productivity, and maintaining
memperkuat budaya K3, Perseroan menyelenggarakan employee motivation. To strengthen the OHS culture, the
berbagai pelatihan luring maupun daring (e-learning), antara Company conducts various in-person and online (e-learning)
lain pelatihan keselamatan berkendara, penggunaan alat training programs, including training on safe driving, the use
pemadam kebakaran, dan penggunaan hydrant. Pada 2025, of fire extinguishers, and the use of fire hydrants. By 2025,
pelatihan K3 secara e-learning diikuti oleh 3.619 karyawan. 3,619 employees had participated in e-learning OHS training.
Identifikasi dan Mitigasi Risiko
Risk Identification and Mitigation [403-2][403-7]
Enseval mengelola potensi risiko dan bahaya yang terkait Enseval manages potential risks and hazards associated
dengan kegiatan operasionalnya melalui proses identifikasi with its operational activities through a systematic process
serta pengelompokan risiko secara sistematis. Langkah of risk identification and categorization. This approach
ini memungkinkan Perseroan mengenali berbagai potensi enables the Company to identify various potential hazards
bahaya yang dapat muncul selama aktivitas operasional that may arise during operational activities and to
dan menyiapkan upaya mitigasi yang tepat untuk implement appropriate mitigation measures to minimize
meminimalkan dampaknya. their impact.
Identifikasi dan Mitigasi Risiko atau Bahaya Risks and Hazards Identification and Mitigation
Jenis Risiko Cakupan Wilayah Mitigasi Risiko
Risk Type Coverage Area Risk Mitigation
Risiko Lalu Lintas
Traffic Risk
Risiko penilangan ataupun kecelakaan lalu Jalan raya • Memberikan pembekalan mengenai mengemudi aman (safety
lintas yang ditimbulkan karena faktor berikut: Roadways driving) kepada para petugas kemudi.
• Kelalaian pengemudi (mengantuk, • Memasang satelit navigasi dan penentuan posisi atau global
kurang awas, berkecepatan tinggi, dan positioning system (GPS) di setiap kendaraan angkut dan
sebagainya). operasional yang juga memiliki sistem pelacak kecepatan (speed
• Mekanikal alat transportasi, baik truk kargo tracking system).
pengangkut barang ataupun motor listrik. • Memeriksa kondisi kesehatan kendaraan secara rutin.
Risk of traffic ticket or accident caused by • Memeriksa kelengkapan dokumen kendaraan ataupun pengemudi.
the following factors: • Providing safety driving training to drivers.
• Driver negligence (drowsiness, lack of • Installing navigation and positioning satellites or global positioning
attention, high speed, etc.). system (GPS) in every transport and operational vehicle that also
• Mechanical means of transportation, has a speed tracking system.
either cargo trucks carrying goods or • Performing routine inspection of vehicle condition.
electric motors. • Verifying the completeness of vehicle or driver documents.
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Jenis Risiko Cakupan Wilayah Mitigasi Risiko
Risk Type Coverage Area Risk Mitigation
Kecelakaan Kerja Ruangan Terbuka
Open Space Work Accidents
Dapat ditimbulkan karena faktor keamanan • Ruangan terbuka • Memberikan pelatihan terkait keamanan dalam berkegiatan di
pada saat melakukan pengangkutan atau luar gedung ruang terbuka dan pengangkutan.
pemindahan barang dari truk kargo dan/ • Area parkir • Memasang rambu atau sign K3 untuk membatasi risiko potensi
atau motor listrik seperti: terjepit, terhimpit, kendaraan pada bahaya yang timbul dari sebuah proses pengangkutan/
tertimpa, tertusuk, dan risiko lainnya. saat melakukan pemindahan barang.
Possibly due to safety factors when pengangkutan atau • Providing education related to safety in open space activities and
transporting or moving goods from cargo pemindahan barang transportation.
trucks and/or electric motors such as: • Open space outside • Installing OHS signs to limit the risk of potential hazards arising
crushing, trapping, puncturing, and other the building from a transportation/moving process.
hazards. • Vehicle parking
area when
transporting or
moving goods
Kecelakaan Kerja Ruangan Tertutup
Closed Space Work Accidents
Dapat ditimbulkan karena faktor keamanan • Ruang kerja kantor • Memberikan pelatihan terkait keamanan dalam berkegiatan di
pada saat bekerja dalam ruang kantor, ruang • Ruang ruang tertutup dan pengangkutan.
penyimpanan, ataupun gudang seperti risiko penyimpanan • Menggunakan peralatan penanganan material (material handle
tersetrum, terjepit, terhimpit, tertimpa, vakum atau ruang equipment) yang telah memiliki izin operator dari Kementerian
terjatuh dari ketinggian, dan risiko lainnya. penyimpanan Ketenagakerjaan.
Possibly due to safety factors when working dingin (cool room) • Memberikan pelatihan pengoperasian kendaraan forklift.
in an office, storage room, or warehouse • Gudang • Melakukan sertifikasi ISO 45001 untuk setiap DC Perseroan.
such as risk of electric shock, crushing, • Office workspace • Providing training related to safety in confined space activities
falling from a height, and other risks. • Vacuum storage and transportation.
room or cool room • Using material handling equipment that has an operator’s license
• Warehouse from the Ministry of Manpower.
• Providing training on the operation of forklift vehicles.
• Conducting ISO 45001 certification for each DC of the Company.
Kebakaran
Fire
Dapat ditimbulkan karena beberapa faktor • Ruang kerja kantor • Memasang alat deteksi kebakaran (detektor asap, panas, dan gas)
diantaranya: korsleting listrik, reaksi kimia, • Gudang di seluruh area.
penyimpanan barang yang salah, Heating, • Kendaraan • Menyediakan alat pemadam api (APAR) dan hydrant yang mudah
Ventilation, and Air Conditioning (HVAC), • Office workspace diakses.
human error, kesengajaan maupun akibat • Warehouse • Membuat jalur evakuasi yang jelas dan memastikan semua
bencana alam. • Vehicles karyawan memahami prosedur evakuasi.
Possibly due to several factors including: • Melakukan simulasi kebakaran secara berkala untuk memastikan
electrical short circuit, chemical reaction, kesiapan seluruh karyawan.
incorrect storage of goods, Heating, Ventilation, • Berkoordinasi dengan pemadam kebakaran setempat untuk
and Air Conditioning (HVAC), human errors, inspeksi rutin dan pelatihan.
intentional or due to natural disasters. • Installing fire detection devices (smoke, heat, and gas detectors)
in all areas.
• Providing accessible fire extinguishers and hydrants.
• Establishing clear evacuation routes and ensuring all employees
understand evacuation procedures.
• Conducting regular fire simulations to ensure the readiness of all
employees.
• Coordinating with the local fire department for regular inspections
and training.
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Layanan Kesehatan Kerja
Work-related Health Services [403-3][403-6]
Untuk menjaga kesehatan karyawan, Enseval memanfaatkan To maintain employee health, Enseval utilizes the digital
aplikasi digital “Me Check” sebagai sarana pemantauan application “Me Check” as a tool for daily health monitoring
harian kondisi kesehatan karyawan operasional gudang, of warehouse operational employees, complemented by
yang dilengkapi dengan pemeriksaan langsung berupa direct examinations such as weekly blood pressure and body
pengukuran tekanan darah dan suhu tubuh setiap minggu temperature checks conducted by healthcare personnel.
oleh petugas kesehatan. Perseroan juga menyediakan The Company also provides annual Medical Check Up (MCU)
fasilitas Medical Check Up (MCU) tahunan bagi karyawan, services for employees, with 251 participants in 2025 and
dengan partisipasi 251 karyawan pada 2025 dan tanpa no reported cases of occupational diseases. In addition,
temuan penyakit akibat kerja (PAK). Selain itu, Enseval Enseval supports the needs of female employees through
mendukung kebutuhan karyawan perempuan melalui the provision of lactation rooms and enhances accessibility
penyediaan ruang laktasi serta meningkatkan aksesibilitas for persons with disabilities by providing ramps. As of 2025,
bagi penyandang disabilitas melalui penyediaan ramp. 13 out of 48 buildings have been equipped with disability-
Hingga 2025, sebanyak 13 dari 48 gedung telah dilengkapi friendly facilities. Other occupational health services include
fasilitas ramah difabel. Layanan kesehatan kerja lainnya vaccination programs, vitamin injections, and additional
mencakup penyediaan vaksinasi, suntik vitamin, serta healthcare services offered through special programs for
layanan kesehatan lainnya melalui program khusus bagi employees and their families.
karyawan dan keluarga karyawan.
Kinerja Keselamatan Kerja
Occupational Safety Performance [403-9][403-10]
Pada 2025, Perseroan berhasil mempertahankan kinerja In 2025, the Company maintained a strong occupational
keselamatan kerja, yang terbukti dengan tidak adanya safety performance, with no recorded fatal accidents or
kecelakaan fatal maupun penyakit akibat kerja (PAK). work-related illnesses. This achievement was supported by
Pencapaian ini didukung oleh penerapan prosedur the disciplined implementation of safety procedures, regular
keselamatan yang disiplin, pemantauan kondisi operasional monitoring of operational conditions, and heightened
secara berkala, serta peningkatan kewaspadaan seluruh employee awareness of potential hazards. The Company
karyawan terhadap potensi bahaya. Berbagai program also continued to implement various OHS awareness and
sosialisasi dan edukasi terkait K3 juga terus dilakukan untuk training programs to further strengthen a safety culture
memastikan budaya keselamatan semakin mengakar di across the workplace.
lingkungan kerja.
Kecelakaan Kerja Work-related Accidents
Uraian Satuan Target 2025
Description Unit 2025 Target
2025 2024 2023
1 Ringan
0 2 1 1
Minor
Sedang
0 1 5 3
Moderate
Berat
Kasus 0 0 2 0
Serious
Cases
Fatal 0 0 0 0
Total Kecelakaan Kerja
0 3 8 4
Total Work Accidents
2 Total Kecelakaan Lalu Lintas
0 32 22 19
Total Traffic Accidents
3 Frequency Rate* 0 0,31 0,89 0,47
%
4 Severity Rate* 0 0,83 0,56 5,00
Keterangan | Note:
*Perhitungan frequency rate dan severity rate tidak termasuk data kecelakaan lalu lintas.
*Calculation of frequency rate and severity rate excluding traffic accident data.
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Kontribusi Enseval bagi Insan dan Masyarakat
01 02 Enseval’s Contribution for People and Society
03
Kontribusi Enseval bagi Pelanggan
Enseval’s Contribution for Customers
Produk dan Layanan yang Berkualitas
Quality Products and Services
Enseval memastikan seluruh konsumen menerima layanan Enseval ensures that all customers receive services that are
setara, adil, transparan, dan tanpa diskriminasi, sekaligus equitable, fair, transparent, and non-discriminatory, while
membuka ruang bagi penilaian, kritik, keluhan, dan providing accessible channels for evaluation, feedback,
masukan sebagai penerapan pelayanan yang bertanggung complaints, and suggestions as part of its commitment to
jawab. Sepanjang 2025, seluruh (100%) produk dan layanan responsible service delivery. Throughout 2025, all (100%)
telah memenuhi ketentuan peraturan yang berlaku tanpa products and services have complied with applicable
adanya insiden ketidakpatuhan, didukung berbagai regulations, with no recorded incidents of non-compliance.
sertifikasi seperti CDOB, CDAKB, CPAKB, Sistem Jaminan This performance is supported by certifications including
Halal, serta penerapan ISO 9001:2015 dan ISO 13485:2016 CDOB, CDAKB, CPAKB, the Halal Assurance System, as well
yang memperkuat jaminan mutu distribusi dan produksi. as the implementation of ISO 9001:2015 and ISO 13485:2016,
Selain itu, seluruh (100%) produk telah melalui evaluasi which strengthen quality assurance across distribution
menyeluruh dengan informasi kemasan yang lengkap dan and production processes. In addition, all (100%) products
transparan mengenai manfaat, bahan baku, serta potensi underwent comprehensive evaluation, with complete
efek samping, sehingga tidak adanya pelanggaran terkait and transparent packaging information covering product
pelabelan, komunikasi pemasaran, maupun penarikan benefits, materials, and potential side effects. As a result,
kembali produk pada 2025. [F.17][F.27][F.28][F.29][416-1] there were no reported incidents related to labeling,
[416-2][417-1][417-2][417-3] marketing communications, or product recalls in 2025.
[F.17][F.27][F.28][F.29][416-1][416-2][417-1][417-2][417-3]
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Kepuasan Pelanggan
Customer Satisfaction [F.30]
Enseval secara konsisten melaksanakan survei kepuasan Enseval consistently conducts customer satisfaction
pelanggan sebagai bagian dari upaya menjaga dan surveys as part of its efforts to maintain and improve the
meningkatkan kualitas pelayanan produk maupun jasa. quality of its products and services. In addition to surveys,
Selain survei, Perseroan juga menerima berbagai bentuk the Company receives various forms of customer feedback
evaluasi dari pelanggan terkait aspek keamanan, kepuasan, on safety, satisfaction, and the fulfillment of their needs.
dan pemenuhan kebutuhan mereka. Penilaian tersebut This feedback is categorized into three main areas: the
diklasifikasikan ke dalam tiga aspek utama, yaitu proses ordering process, delivery, and billing (collection). In 2025,
pemesanan, pengiriman, serta penagihan (collection). Pada survey results showed that the customer satisfaction rate
2025, hasil survei menunjukkan tingkat kepuasan pelanggan stood at 86.96% in the “Very Satisfied” category, up from
berada pada angka 86,96% dengan kategori “Sangat Puas”, 80.21% in 2024.
meningkat dari 2024 yang sebesar 80,21%.
Mekanisme Pengaduan Pelanggan
Customer Complaint Mechanism
Untuk memastikan setiap keluhan ditangani secara efektif, To ensure that every complaint is handled effectively,
Enseval mengelola pengaduan melalui sistem terintegrasi Enseval manages complaints through an integrated system
yang dikelola oleh Enseval Customer Care (ECC). Setiap operated by Enseval Customer Care (ECC). Each incoming
laporan yang masuk akan diklasifikasikan berdasarkan report is classified into categories such as information
kategori seperti layanan informasi atau layanan pengaduan services or complaint services so that it can be forwarded
agar dapat diteruskan kepada departemen yang relevan. to the relevant department. Throughout 2025, ECC handled
Sepanjang 2025, ECC menangani 85 laporan pengaduan 85 customer complaint reports consisting of complaints
pelanggan yang terdiri dari pengaduan terkait informasi related to product information (8.24%), delivery (89.41%),
produk (8,24%), pengiriman (89,41%), dan layanan lainnya and other services (2.35%), down from 165 reports in
(2,35%), menurun dari 165 laporan pada tahun sebelumnya the previous year, reflecting the Company’s improved
yang mencerminkan peningkatan kualitas layanan dan service quality and the effectiveness of its continuous
efektivitas perbaikan berkelanjutan Perseroan. Seluruh improvement efforts. All (100%) of these reports were
(100%) laporan tersebut berhasil ditindaklanjuti dan successfully followed up and resolved, with no public
diselesaikan, tanpa adanya pengaduan masyarakat terkait complaints regarding environmental or social performance
aspek kinerja lingkungan maupun sosial pada periode yang aspects during the same period. [F.16][F.24][2-26]
sama. [F.16][F.24][2-26]
Mekanisme Pengaduan Pelanggan dan Masyarakat Customer and Community Complaints Mechanism
Cabang-cabang
Layanan Pelanggan Enseval Branches
Enseval Customer Care
Sekretaris Perusahaan
Corporate Secretary
Layanan Hubungan Investor
Keluhan
Services Investor Relations
Complaint
Verifikasi Hukum
Telepon | Phone
Verification Legal
WhatsApp
Email
Instagram Pengermbangan
Bisnis
Business Development
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Kontribusi Enseval bagi Insan dan Masyarakat
01 02 Enseval’s Contribution for People and Society
03
Penyediaan Layanan Pelanggan Provision of Customer Care
Departemen Penanggung
Jawab Langsung (Salesforce) 2.000+ salesforce yang tersebar di seluruh Indonesia.
Department in Charge 2,000+ salesforces spread throughout Indonesia.
(Salesforces)
• Virtual Assistant: Enseval Sahabat Anda (ELSA), dapat diakses pada layanan
daring Enseval (Situs Web atau Aplikasi).
• Hotline: Enseval Customer Care (ECC) 1500095, dapat diakses selama 24/7.
Layanan untuk Pelanggan • Layanan WhatsApp: +62 895-3515-00095
Services for Customers • Virtual Assistant: Your Friend Enseval (ELSA), can be accessed on Enseval’s
online services (Website or Application).
• Hotline: Enseval Customer Care (ECC) 1500095, accessible 24/7.
• WhatsApp Services: +62 895-3515-00095
Enseval Visual Analytics (EVA), berupa alat analisis berbasis business
intelligence (BI) untuk memudahkan akses data dan informasi, serta
Layanan untuk Prinsipal memantau perkembangan proses bisnis.
Services for Principals Enseval Visual Analytics (EVA), a business intelligence (BI) based analysis tool to
facilitate access to data and information, as well as monitor the development of
business processes.
Keamanan Data dan Privasi Pelanggan
Data Security and Customer Privacy
Enseval menempatkan keamanan dan perlindungan data Enseval prioritizes data security and protection, recognizing
sebagai prioritas utama, mengingat bahwa pengelolaan that secure data management is both an essential
data yang aman merupakan kebutuhan esensial sekaligus requirement and part of the company’s responsibility. To
bagian dari tanggung jawab perusahaan. Untuk memperkuat strengthen defenses against cyber threats, the Company
pertahanan terhadap ancaman siber, Perseroan telah has implemented Multi-Factor Authentication (MFA) to
mengimplementasikan Multi-Factor Authentication (MFA) ensure that access to internal systems remains secure.
guna memastikan akses ke sistem internal tetap terjaga. Additionally, an ISO 27001:2022-based Information Security
Selain itu, Sistem Manajemen Keamanan Informasi (SMKI) Management System (ISMS) has been actively maintained
berbasis ISO 27001:2022 telah dijalankan secara aktif throughout 2025 as part of efforts to strengthen information
sepanjang 2025 sebagai bagian dari penguatan tata kelola security governance. Through these initiatives, there were
keamanan informasi. Melalui berbagai upaya tersebut, tidak no complaints or incidents involving privacy breaches or
terdapat pengaduan maupun insiden terkait pelanggaran customer data leaks in 2025. [418-1]
privasi atau kebocoran data pelanggan selama 2025. [418-1]
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Kontribusi Enseval bagi Masyarakat
Enseval’s Contribution for Communities [F.23][F.25][2-25]
Kegiatan Enseval berada di perkotaan, yang tidak Enseval’s operations are primarily located in urban areas and
berdekatan dengan masyarakat adat, sehingga tidak are not in close proximity to indigenous communities, and
mengganggu hak-hak mereka. Namun demikian, tentunya therefore do not directly impact their rights. Nevertheless,
operasional Enseval dapat memberikan dampak negatif The Company recognizes that its operations may generate
melalui emisi yang dihasilkan. Kami terus berupaya juga negative environmental impacts, including emissions.
untuk memberikan dampak positif bagi masyarakat We also seek to create positive social value through the
melalui pelaksanaan program Tanggung Jawab Sosial dan implementation of its Corporate Social and Environmental
Lingkungan (TJSL). Pada 2025, Enseval melaksanakan Responsibility (CSER) programs. In 2025, Enseval carried
tiga kegiatan TJSL dengan total realisasi sebesar Rp236,1 out three CSER initiatives with a total realization of Rp236.1
juta. Seluruh inisiatif tersebut dirancang untuk menjawab million. These initiatives were designed to address the needs
kebutuhan masyarakat di sekitar area operasional, sehingga of communities surrounding our operational areas, enabling
manfaatnya dapat dirasakan secara lebih tepat sasaran. more targeted and effective delivery of benefits.
Kegiatan TJSL
CSER Activities
Pada 2025, Perseroan melaksanakan berbagai kegiatan In 2025, the Company carried out various social initiatives
sosial yang berfokus pada dukungan pendidikan serta focused on supporting education and demonstrating care for
kepedulian terhadap kelompok rentan. Salah satu inisiatif vulnerable groups. One of the initiatives implemented was the
yang dijalankan adalah Beasiswa Prestasi Enseval 2025 2025 Enseval Achievement Scholarship, which was awarded
yang diberikan kepada 164 anak karyawan senilai Rp128,5 to 164 children of employees at the elementary, junior high,
juta dari jenjang SD, SMP, hingga SMA yang memiliki prestasi and senior high school levels who demonstrated academic
akademik maupun non-akademik. Selain itu, Perseroan juga and non-academic achievements, with a total value of
menyalurkan bantuan sosial kepada sejumlah lembaga sosial Rp128.5 million. In addition, the Company also provided social
sebagai wujud kepedulian terhadap masyarakat, antara lain assistance to several social institutions as a form of concern
bantuan sebesar Rp30 juta diberikan kepada Panti Asuhan for the community, including a donation of Rp30 million to the
Agape, Rp50 juta kepada Yayasan Onkologi Anak Indonesia Agape Orphanage, Rp50 million to the Indonesian Pediatric
untuk mendukung anak-anak yang tengah menjalani Oncology Foundation to support children undergoing cancer
perawatan kanker, serta bantuan kebutuhan anak senilai treatment, and assistance for children’s needs amounting
Rp20 juta kepada Yayasan Balita Tunas Bangsa. Seluruh to Rp20 million to the Balita Tunas Bangsa Foundation. All of
bantuan tersebut merupakan hasil donasi dari karyawan di these contributions were sourced from employee donations
berbagai unit kerja Perseroan di seluruh Indonesia. across various units of the Company throughout Indonesia.
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Kontribusi Enseval bagi Lingkungan
01 02 03 Enseval’s Contribution for Environmental
03
Kontribusi
Enseval bagi
Lingkungan
Enseval’s Contribution for
Environmental
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Kontribusi Enseval bagi Lingkungan
01 02 03 Enseval’s Contribution for Environmental
Pengelolaan Perubahan Iklim
Climate Change Management
Sebagai perusahaan distribusi dan logistik kesehatan, As a healthcare distribution and logistics company, Enseval
Enseval menyadari bahwa perubahan iklim dapat recognizes that climate change can impact operational
memengaruhi keberlanjutan operasional dan ketahanan sustainability and supply chain resilience. Therefore,
rantai pasok. Oleh karena itu, Perseroan terus memperkuat the Company continues to strengthen its efforts to
langkah untuk mengurangi emisi dan menjalankan kegiatan reduce emissions and implement more environmentally
yang lebih ramah lingkungan. friendly practices.
Pengelolaan Energi dan Emisi
Energy and Emission Management
Enseval berkomitmen mengelola konsumsi energi secara Enseval is committed to managing energy consumption
bertanggung jawab serta meminimalkan emisi yang responsibly and minimizing emissions generated by its
dihasilkan dari kegiatan operasional. Kebijakan pengelolaan operations. Energy and emissions management policies
energi dan emisi diatur dalam SOP operasional yang are outlined in operational SOPs covering the use of two
mencakup penggunaan dua sumber energi utama, yaitu primary energy sources: electricity for office operations
listrik untuk mendukung aktivitas perkantoran dan bahan and petroleum fuels such as gasoline, diesel, and dex for
bakar minyak seperti bensin, solar, serta dex untuk kegiatan distribution activities. To ensure consistent and accurate
distribusi. Untuk memastikan pengukuran yang konsisten measurements, Enseval applies a GHG emissions calculation
dan akurat, Enseval menerapkan metodologi perhitungan methodology aligned with international standards.
emisi GRK yang mengacu pada standar internasional.
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Emisi Cakupan 1 dihitung dengan mengonversi biaya Scope 1 emissions are calculated by converting fuel costs
bahan bakar menjadi volume penggunaan berdasarkan into usage volumes based on type, then mapping them to
jenisnya, kemudian dipetakan ke kendaraan operasional operational vehicles using IPCC emission factors. Meanwhile,
menggunakan faktor emisi IPCC. Sementara itu, emisi Scope 2 emissions are calculated by converting electricity
Cakupan 2 dihitung dengan mengonversi data pembayaran payment data into energy consumption in kWh at business-
listrik menjadi konsumsi energi dalam kWh sesuai tarif listrik class electricity rates, then multiplying by the emission
golongan bisnis dan mengalikannya dengan faktor emisi factor set by the Ministry of Energy and Mineral Resources.
yang ditetapkan oleh Kementerian ESDM.
Pada periode pelaporan, total konsumsi energi Perseroan During the reporting period, the Company’s total energy
mencapai 120.166 GJ atau menurun 13,90% dibandingkan consumption reached 120,166 GJ, representing a decrease
tahun sebelumnya, yang menghasilkan emisi GRK sebesar of 13.90% compared to the previous year, resulting in
20.793 ton CO₂e. Hingga akhir 2025, perhitungan tersebut GHG emissions of 20,793 tonnes of CO₂e. As of the end of
belum mencakup emisi dari luar operasional Perseroan, 2025, these calculations do not yet include emissions from
termasuk emisi zat perusak ozon, NOx, SOx, maupun emisi outside the Company’s operations, such as ozone-depleting
udara signifikan lainnya. [302-2][305-3][305-6][305-7] substances, NOx, SOx, or other significant air emissions.
[302-2][305-3][305-6][305-7]
Penggunaan Energi dan Emisi yang Dihasilkan
Energy Consumption and Emission Generated [F.6][F.11][302-1][302-3][305-1][305-2][305-4]
Uraian Satuan
Description Unit
2025 2024 2023
kWh 17.571.197 17.639.967 17.059.789
Penggunaan Energi Listrik
Electricity Usage
GJ 63.206 63.504 61.415
Liter 1.819.350 2.140.526 2.489.766
Konsumsi BBM
Fuel Consumption
GJ 56.910 76.054 87.507
Total Penggunaan Energi
GJ 120.166 139.558 148.922
Total Energy Usage
Emisi Cakupan 1 (BBM)
4.753 5.680 6.486
Emission Scope 1 (Fuel)
Emisi Cakupan 2 (Listrik) Ton CO2e 16.040 16.125 15.390
Emission Scope 2 (Electricity) Tonnes of CO2e
Emisi GRK yang Dihasilkan (Cakupan 1 dan 2)
20.793 21.804 21.876
Generated GHG Emissions (Scope 1 and 2)
Penjualan Neto Rp Juta
32.960.723 30.957.341 28.507.873
Net Sales Million Rp
Intensitas Energi GJ/Rp Juta
0,0036 0,0045 0,0052
Energy Intensity GJ/Million Rp
Ton CO2e/
Intensitas Emisi Rp Juta
0,000631 0,000704 0,000767
Emissions Intensity Tonnes of CO2e/
Million Rp
Keterangan | Note:
Perhitungan konsumsi BBM mencakup 1 kantor pusat dan 48 kantor cabang. Sementara perhitungan konsumsi listrik mencakup 1 kantor pusat, 3 DC, dan 48 kantor cabang.
Fuel consumption calculation covers 1 head office and 48 branch offices. While the calculation of electricity consumption includes 1 head office, 3 DCs, and 48 branch offices.
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01 02 03 Enseval’s Contribution for Environmental
Upaya Pengurangan Energi dan Emisi
Energy and Emission Reduction Efforts [F.7][F.12][302-4][302-5][305-5]
Enseval terus melakukan berbagai inisiatif untuk Enseval continues to implement initiatives to improve
meningkatkan efisiensi energi dan mengelola emisi dari energy efficiency and manage emissions from its operations,
kegiatan operasional, baik di fasilitas kantor maupun both at its office facilities and in its distribution processes.
proses distribusi. Upaya ini dilakukan secara bertahap These efforts are being carried out in phases to promote
guna mendukung penggunaan energi yang lebih efisien more efficient energy use and mitigate the climate change
serta memitigasi dampak perubahan iklim dari aktivitas impacts of the Company’s activities. The initiatives include:
Perseroan. Upaya yang dilakukan antara lain:
1. Operasional Kantor 1. Office Operational
• Optimalisasi lampu LED di seluruh fasilitas • Optimization of LED lighting throughout the
Perseroan, termasuk gudang cabang, kantor pusat, Company’s facilities, including branch warehouses,
dan kantor cabang, guna meningkatkan efisiensi the headquarters, and branch offices, to improve
penggunaan energi. energy efficiency.
• Pemasangan panel surya pada salah satu • Installation of solar panels at one of the distribution
distribution center serta gudang salah satu anak centers and a warehouse of one of the subsidiaries,
perusahaan, PT Global Chemindo Megatrading yang PT Global Chemindo Megatrading, generating 3,573
menghasilkan energi terbarukan sebesar 3.573 GJ GJ of renewable energy and reducing emissions by
dan menurunkan emisi hingga 863,6 ton CO₂e. 863.6 tonnes of CO₂e.
2. Proses Distribusi 2. Distribution Process
• Memastikan kelayakan armada operasional dengan • Ensuring the operational readiness of the fleet by
menggunakan kendaraan yang telah memenuhi using vehicles that have passed the Motor Vehicle
persyaratan Uji Kendaraan Bermotor (KIR). Inspection (KIR).
• Melakukan pemeriksaan rutin kendaraan untuk • Conducting routine vehicle inspections to ensure
menjaga emisi gas buang tetap sesuai batas yang exhaust emissions remain within the limits outlined
ditetapkan dalam Permen LHK No. 5 Tahun 2006. in the Ministry of Environment and Forestry
Regulation No. 5 of 2006.
• Mendorong elektrifikasi armada pengiriman melalui • Promoting the electrification of the delivery fleet
penggunaan 38 unit motor listrik di 8 cabang, through the use of 38 electric motorcycles across 8
sehingga berpotensi menghindari emisi sekitar branches, with the potential to avoid approximately
62,55 ton CO₂e per tahun. 62.55 tonnes of CO₂e emissions per year.
• Mengoptimalkan platform digital EMOS untuk • Optimizing the EMOS digital platform to encourage
mendorong pemesanan daring dan mengurangi online ordering and reduce the mobility of the salesforce
mobilitas armada salesforce, dengan potensi fleet, with the potential to avoid approximately 81.41
penghindaran emisi sekitar 81,41 ton CO₂e per tahun. tonnes of CO₂e emissions per year.
Perbandingan Penggunaan Energi Sebelum dan Setelah Menggunakan Motor Listrik
(per Kendaraan per Tahun)
Comparison of Energy Use Before and After the Use of Electric Motorcycle (per Vehicle per Year)
Sebelum Elektrifikasi Setelah Elektrifikasi
Before Electrification After Electrification
Emisi yang
Emisi yang Dihasilkan
Konsumsi BBM Biaya Dihasilkan Konsumsi BBM Biaya
(Ton CO2e/Motor)
(GJ/Motor) (Rp/Motor) (Ton CO2e/Motor) (GJ/Motor) (Rp/Motor)
Generated Emissions
Fuel Consumption Cost Generated Emissions Fuel Consumption Cost
(Tonnes of CO2e/
(GJ/Motorcycle) (Rp/Motorcycle) (Tonnes of CO2e/ (GJ/Motorcycle) (Rp/Motorcycle)
Motorcycle)
Motorcycle)
30,78 Rp9.000.000 2,08 3,12 Rp1.300.000 0,43
Melalui elektrifikasi 38 unit armada motor pengiriman, Through the electrification of 38 delivery motorcycle units,
Perseroan telah berhasil menghindari penciptaan emisi the Company has successfully avoided generating carbon
karbon sebesar 62,55 ton CO₂e/tahun. emissions amounting to 62.55 tonnes of CO₂e per year.
68 PT Enseval Putera Megatrading Tbk • Laporan Keberlanjutan 2025 Sustainability Report
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Pengelolaan Limbah
Waste Management [F.13][F.14][306-1][306-2][306-3][306-4][306-5]
Enseval memastikan seluruh aktivitas distribusi dijalankan Enseval ensures that all distribution activities are carried out
secara bertanggung jawab dengan mengelola limbah non-B3 responsibly by managing non-hazardous waste, including
seperti sampah organik, plastik, kertas, kaca, logam, dan organic waste, plastic, paper, glass, metal, and residual
residu melalui pemilahan sejak sumber dan kerja sama waste, through segregation at the source and collaboration
dengan pihak ketiga yang kompeten. Limbah tersebut with competent third parties. The waste is subsequently
kemudian diproses lebih lanjut di Material Recovery Facility processed at a Material Recovery Facility (MRF), where it
(MRF) untuk dipilah dan dimanfaatkan kembali melalui is sorted and further utilized through recycling or other
daur ulang atau pengolahan lainnya, dengan seluruh treatment methods, with all processes systematically
proses terdokumentasi secara sistematis untuk menjamin documented to ensure transparency and effectiveness.
transparansi dan efektivitas. Secara khusus, limbah makanan Specifically, food waste is processed through the cultivation
diolah melalui budidaya larva black soldier fly (BSF) sebagai of black soldier fly (BSF) larvae for animal feed, garden waste
pakan ternak, limbah taman dijadikan kompos dengan is converted into compost using the open windrow method,
metode open windrow, dan limbah anorganik dipilah, dipres, and inorganic waste is sorted, compacted, and distributed to
serta disalurkan ke mitra daur ulang. recycling partners.
Perseroan juga mendorong pemanfaatan kembali limbah The Company also promotes waste reutilization through
melalui proses daur ulang sesuai dengan jenis materialnya. recycling processes based on material type. Plastic waste
Limbah plastik seperti PET, HDPE, LDPE, dan PP, serta logam such as PET, HDPE, LDPE, and PP, as well as metals like
seperti aluminium dan baja, diproses menjadi bahan baku aluminum and steel, are processed into secondary raw
sekunder yang dapat digunakan kembali dalam berbagai materials that can be reused in various products. Meanwhile,
produk. Sementara itu, limbah kertas dan karton didaur ulang paper and cardboard waste are recycled into new paper
menjadi produk kertas baru, dan limbah organik dimanfaatkan products, and organic waste is converted into compost and
menjadi kompos serta larva BSF, sehingga memberikan nilai BSF larvae, thereby creating added value while reducing the
tambah sekaligus mengurangi jumlah limbah yang berakhir amount of waste sent to landfills. Residual waste that cannot
di tempat pembuangan akhir. Sementara limbah residu yang be recycled is processed using Refuse-Derived Fuel (RDF)
tidak dapat didaur ulang melalui teknologi Refuse Derived Fuel technology to produce alternative fuels such as biomass.
(RDF) untuk diolah menjadi bahan bakar alternatif seperti Throughout 2025, the total amount of hazardous and non-
biomassa. Sepanjang 2025, total limbah B3 dan non-B3 hazardous waste generated at the Head Office and the Rawa
yang dihasilkan di Kantor Pusat dan Distribution Center Rawa Gelam Distribution Center reached 144,280 kg.
Gelam mencapai 144.280 kg.
Untuk menekan volume limbah, Enseval To reduce waste volume, Enseval has implemented several
mengimplementasikan sejumlah inisiatif digital yang digital initiatives that directly minimize reliance on paper.
secara langsung mengurangi ketergantungan pada kertas. The transition from physical documents to e-SP and
Peralihan dokumen fisik menuju e-SP, e-invoice, serta e-invoices, along with the use of handheld devices in stock
penggunaan handheld device dalam kegiatan stock opname opname activities, has resulted in savings of up to 621 reams,
memungkinkan penghematan hingga 621 rim atau setara equivalent to 1.55 tons of paper. The implementation of digital
1,55 ton kertas. Penerapan faktur pajak digital melalui EMOS tax invoices through EMOS and MOSPAY further supports
dan MOSPAY turut mendukung efisiensi ini dan berkontribusi this efficiency and contributes to an emissions reduction of
pada pengurangan emisi sekitar 4,04 ton CO₂e. Selain approximately 4.04 tonnes of CO₂e. In addition, to reduce
itu, guna menekan limbah plastik sekali pakai, Perseroan single-use plastic waste, the Company, together with Kalbe
bersama Kalbe Sustainable Journey melanjutkan Program Sustainable Journey, continued the #GregetPlastik Program,
#GregetPlastik yang mendorong karyawan untuk membawa encouraging employees to bring personal items such as
peralatan pribadi seperti tumbler, alat makan stainless, tote tumblers, stainless steel utensils, tote bags, and lunch boxes
bag, dan kotak makan guna meminimalkan penggunaan to minimize plastic usage in daily activities.
plastik dalam aktivitas sehari-hari.
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Kontribusi Enseval bagi Lingkungan
01 02 03 Enseval’s Contribution for Environmental
Penggunaan Palet Plastik
Use of Plastic Pallets [F.5]
Perseroan terus meningkatkan standar keberlanjutan The Company continues to enhance sustainability
dalam operasional logistiknya, salah satunya melalui standards across its logistics operations, including
penggunaan palet plastik sebagai pengganti palet kayu. through the adoption of plastic pallets as a replacement
Transisi yang dimulai sejak 2016 ini dipilih karena palet for wooden pallets. Initiated in 2016, this transition was
plastik menawarkan durabilitas lebih tinggi, mudah undertaken as plastic pallets offer greater durability,
dibersihkan, serta mendukung praktik penyimpanan yang ease of cleaning, and support more hygienic and
lebih higienis dan ramah lingkungan. Hingga akhir 2025, environmentally friendly storage practices. As of the end
seluruh (100%) Pusat Distribusi dan 48 cabang Enseval of 2025, all (100%) Distribution Centers and 48 Enseval
telah menggunakan palet plastik secara penuh, sehingga branches have fully adopted plastic pallets, resulting in no
tidak adanya pembelian palet plastik. additional procurement of plastic pallets.
Pengelolaan Air dan Efluen
Water and Effluent Management [F.8][F.13][303-5]
Sepanjang 2025, total penggunaan air dari seluruh unit Throughout 2025, the total water consumption across all of
operasional Perseroan tercatat sebesar 184.749 m³. Enseval the Company’s operational units reached 184,749 m³. Enseval
mengelola kebutuhan air untuk kegiatan operasional manages its operational water needs through supplies
melalui pasokan dari sumur yang dikelola secara mandiri sourced from self-managed wells and water utilities provided
dan layanan perusahaan air minum (PAM) milik pemerintah by both government-owned and private drinking water
maupun swasta. Seluruh air yang digunakan akan berakhir companies (PAM). All water used is ultimately discharged
sebagai efluen, sehingga volume konsumsi sebanding as effluent, resulting in consumption volumes equivalent
dengan jumlah air buangan. Sebagai bagian dari efisiensi to wastewater output. As part of efforts to improve water
pengelolaan air, sejak 2013, Enseval mengembangkan management efficiency, since 2013 Enseval has developed a
sistem penampungan air hujan (rainwater harvesting) yang rainwater harvesting system, which is currently implemented
kini diterapkan di dua kantor cabang, satu DC, serta entitas in two branch offices, one distribution center, and its
anak PT Global Chemindo Megatrading. Air hujan yang subsidiary, PT Global Chemindo Megatrading. The collected
tertampung diolah melalui sistem sirkulasi ramah lingkungan rainwater is treated through an environmentally friendly
untuk dimanfaatkan sebagai sumber air operasional. circulation system and reused as an operational water source.
Kapasitas Tampung Rainwater Harvesting System
Rainwater Harvesting System Capacity
Lokasi Jumlah (Tangki) Kapasitas Tangki (Liter) Kapasitas Total (Liter)
Location Amount (Tanks) Tank Capacity (Liters) Total Capacity (Liters)
DC Cikarang 4 90.000 360.000
Subsidiaries 2 8.000 & 16.000 24.000
Kantor Cabang Pontianak
2 2.000 4.000
Pontianak Branch Office
Kantor Cabang Balikpapan
1 1.200 1.200
Balikpapan Branch Office
70 PT Enseval Putera Megatrading Tbk • Laporan Keberlanjutan 2025 Sustainability Report
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Growing with Purpose for Sustainable Healthcare Access
Keanekaragaman Hayati
Biodiversity [F.1][F.4][F.9][F.10][304-1]
Pada 2025, Enseval mengalokasikan biaya pengelolaan In 2025, Enseval allocated an environmental management
lingkungan sebesar Rp422 juta yang digunakan untuk budget of Rp422 million, which was utilized for water and
pengelolaan air dan limbah, pemeliharaan taman, serta wastewater management, landscape maintenance, and
kegiatan pendukung lainnya terkait pengelolaan lingkungan. other supporting environmental management activities. All
Seluruh operasional Perseroan berada di kawasan industri of the Company’s operations are located in industrial and
dan area komersial yang tidak berdekatan dengan wilayah commercial areas and are not adjacent to conservation
konservasi atau area dengan nilai keanekaragaman hayati areas or areas of high biodiversity value, therefore, they do
tinggi sehingga tidak memberikan dampak langsung not directly impact protected ecosystems. Nevertheless,
terhadap ekosistem yang dilindungi. Meski demikian, the Company continues to promote environmental
Perseroan tetap menumbuhkan budaya peduli lingkungan awareness through greening initiatives, including the
melalui kegiatan penghijauan serta melanjutkan ongoing maintenance of tree seedlings planted in three
pemeliharaan bibit pohon yang telah ditanam pada tiga green open spaces in the previous year.
lokasi ruang terbuka hijau pada tahun sebelumnya.
Pada Oktober 2025, dalam rangka peringatan 52 tahun In October 2025, in commemoration of Enseval’s 52nd
berdirinya Enseval, Perseroan melaksanakan penanaman anniversary, the Company carried out the planting of
92 pohon di Kawasan Hutan Kota JIEP, Pulogadung, Jakarta 92 trees at the JIEP Urban Forest Area, Pulogadung, East
Timur, yang terdiri dari 35 pohon tabebuya, 17 pohon Jakarta, consisting of 35 tabebuya trees, 17 spatodea trees,
spatodea, dan 40 pohon mahoni. and 40 mahogany trees.
Laporan Keberlanjutan 2025 Sustainability Report • PT Enseval Putera Megatrading Tbk 71
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Kontribusi Enseval bagi Lingkungan
01 02 03 Enseval’s Contribution for Environmental
Profil Laporan
Report Profile
Laporan Keberlanjutan ini menyajikan rangkuman kinerja This Sustainability Report presents a summary of Enseval’s
ekonomi, sosial, lingkungan, dan tata kelola Enseval sepanjang economic, social, environmental, and governance
periode 1 Januari–31 Desember 2025. Penerbitannya performance for the period January 1–December 31, 2025.
dilakukan secara tahunan, dengan laporan sebelumnya It is published annually, with the previous report released
dirilis pada 22 April 2024. Dalam penyusunan laporan, on April 22, 2024. In preparing this report, Enseval complies
Enseval mengikuti ketentuan POJK No. 51/POJK.03/2017, with the provisions of POJK No. 51/POJK.03/2017 and SEOJK
SEOJK No. 16/SEOJK.04/2021, serta menggunakan Standar No. 16/SEOJK.04/2021, and uses the Global Reporting
Global Reporting Initiative (GRI) dengan pendekatan “with Initiative (GRI) Standards with a “with reference” approach
reference” sebagai acuan. Pada periode pelaporan, tidak as a guideline. During the reporting period, there were no
adanya penyajian kembali. [2-2][2-4] restatements. [2-2][2-4]
Laporan Keberlanjutan 2025 ini belum melalui proses This 2025 Sustainability Report has not undergone an
verifikasi (assurance) oleh lembaga independen. Meski assurance process by an independent institution. However,
demikian, seluruh data dan informasi yang tercantum all data and information contained herein have been verified
telah melalui proses verifikasi internal dan telah disetujui internally and approved by the Board of Directors before
oleh Direksi sebelum dipublikasikan. Penyajian data publication. The financial data presented in this report is
keuangan dalam laporan ini merupakan hasil konsolidasi the result of the consolidation of all subsidiaries, each of
dari seluruh anak perusahaan, yang masing-masing laporan whose financial statements has been audited by a Public
keuangannya telah diaudit oleh Kantor Akuntan Publik Accounting Firm (KAP). The subsidiaries included in the
(KAP). Anak perusahaan yang termasuk dalam cakupan scope of consolidation are: PT Tri Sapta Jaya, PT Millenia
konsolidasi meliputi: PT Tri Sapta Jaya, PT Millenia Dharma Dharma Insani, PT Enseval Medika Prima, PT Global Chemindo
Insani, PT Enseval Medika Prima, PT Global Chemindo Megatrading, PT Renalmed Tiara Utama, PT Emos Global
Megatrading, PT Renalmed Tiara Utama, PT Emos Global Digital, PT Mostrans Global Digilog, PT Global Karsa Medika, PT
Digital, PT Mostrans Global Digilog, PT Global Karsa Forsta Kalmedic Global, and PT Mitra Ananda Megadistrindo.
Medika, PT Forsta Kalmedic Global, dan PT Mitra Ananda [G.1][2-5]
Megadistrindo. [G.1][2-5]
72 PT Enseval Putera Megatrading Tbk • Laporan Keberlanjutan 2025 Sustainability Report
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Growing with Purpose for Sustainable Healthcare Access
Tanggapan terhadap Umpan Balik
Laporan Keberlanjutan Tahun Sebelumnya
Responses to Feedback on the Previous Year’s Sustainability Report [G.3]
Kami menghargai setiap kritik, saran, dan tanggapan yang We appreciate all feedback, suggestions, and responses
diberikan oleh para pemangku kepentingan terhadap provided by stakeholders regarding Enseval’s 2024
Laporan Keberlanjutan Enseval 2024. Adapun saran yang Sustainability Report. The key input received highlighted the
diterima adalah untuk memberikan penjelasan kinerja LST need for more comprehensive disclosure of ESG performance.
yang lebih komprehensif. Masukan tersebut menjadi dasar This feedback has served as a basis for enhancing the clarity
bagi kami untuk meningkatkan kejelasan dan kelengkapan and completeness of information in this report, particularly in
informasi, khususnya terkait inisiatif digitalisasi, inovasi, relation to digitalization initiatives, innovation, and emissions
serta metode perhitungan emisi. Memasuki penyusunan calculation methodologies. As we prepare the 2025
Laporan Keberlanjutan 2025, kami kembali mengundang Sustainability Report, we once again invite stakeholders to
pemangku kepentingan untuk menyampaikan pertanyaan submit questions and feedback through the feedback form
maupun umpan balik melalui lembar umpan balik di bagian provided at the end of this report or via:
akhir laporan ini atau melalui:
Kontak terkait Keberlanjutan
Contact Regarding the Report [2-3]
Sugianto
Corporate Secretary
Gedung Enseval | Enseval Building
Jl. Pulo Lentut No. 10, Kawasan Industri Pulo Gadung, Jakarta 13920, Indonesia
Telp. | Phone: (62-21) 4682 2422 | Faks | Fax: (62-21) 4609039
Website: www.enseval.com
E-mail: investor.relations@enseval.com
Laporan Keberlanjutan 2025 Sustainability Report • PT Enseval Putera Megatrading Tbk 73
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01 02 03
Referensi POJK No. 51/POJK.03/2017
dan SEOJK No. 16/SEOJK.04/2021
POJK No. 51/POJK.03/2017 and SEOJK No. 16/SEOJK.04/2021 References
[G.4]
Indikator Halaman
No.
Indicators Page(s)
Strategi Keberlanjutan
Sustainability Strategy
Penjelasan Strategi Keberlanjutan
A.1 14
Explanation of Sustainability Strategy
Ikhtisar Kinerja Aspek Keberlanjutan
Summary of Sustainability Aspect Performance
Aspek Ekonomi
B.1 4
Economic Aspects
Aspek Lingkungan Hidup
B.2 5
Environmental Aspects
Aspek Sosial
B.3 5
Social Aspects
Profil Perusahaan
Company Profile
Visi, Misi, dan Nilai Keberlanjutan
C.1 29
Vision, Mission, and Values of Sustainability
Alamat Perusahaan
C.2 28
Company Address
Skala Usaha
C.3 28, 31-32
Business Scale
Produk, Layanan, dan Kegiatan Usaha yang Dijalankan
C.4 32
Products, Services, and Business Activities
Keanggotaan pada Asosiasi
C.5 34
Membership of Association
Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan
C.6 35
Significant Changes in Issuers and Public Companies
Penjelasan Direksi
The Board of Directors' Explanation
Penjelasan Direksi
D.1 6-11
The Board of Directors' Explanation
Tata Kelola Keberlanjutan
Sustainability Governance
Penanggung Jawab Penerapan Berkelanjutan
E.1 38
Responsible Party related to Sustainability
Pengembangan Kompetensi Terkait Berkelanjutan
E.2 39
Competency Development related to Sustainability
Penilaian Risiko atas Penerapan Berkelanjutan
E.3 40
Risk Assessment of the Implementation of Sustainable
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Indikator Halaman
No.
Indicators Page(s)
Hubungan dengan Pemangku Kepentingan
E.4 20
Stakeholder Engagement
Permasalahan terhadap Penerapan Berkelanjutan
E.5 40
Problems Encountered on Sustainability
Kinerja Keberlanjutan
Sustainability Performance
Kegiatan Membangun Budaya Keberlanjutan
F.1 30, 71
Building a Sustainability Culture
Kinerja Ekonomi
Economic Performance
Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau
Investasi, Pendapatan dan Laba Rugi
F.2 41, 42
Comparison of Targets to Performance of Production, Portfolio, Financing Targets, or
Investments, Revenue, as well as Profit and Loss
Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada
Instrumen Keuangan atau Proyek yang Sejalan dengan Keuangan Berkelanjutan
F.3 41, 42
Comparison of Target to Performance of Portfolio, Financing Target, or Investments
in Financial Instruments or Projects in line with the Sustainability Implementation
Kinerja Lingkungan Hidup
Environmental Performance
Aspek Umum
General Aspects
Biaya Lingkungan Hidup
F.4 71
Environmental Costs
Aspek Material
Material Aspects
Penggunaan Material yang Ramah Lingkungan
F.5 70
Usage of Environmentally Friendly Materials
Aspek Energi
Energy Aspects
Jumlah dan Intensitas Energi yang Digunakan
F.6 67
Amount and Intensity of Energy Consumed
Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan
F.7 68
Efforts and Achievement for Energy Efficiency and Renewable Energy Usage
Aspek Air
Water Aspects
Penggunaan Air
F.8 70
Water Consumption
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01 02 03
Indikator Halaman
No.
Indicators Page(s)
Aspek Keanekaragaman Hayati
Biodiversity Aspects
Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau
Memiliki Keanekaragaman Hayati
F.9 71
Impacts from Operational Areas that are Near or Located in Conservation Areas or
Have Biodiversity
Usaha Konservasi Keanekaragaman Hayati
F.10 71
Biodiversity Conservation Efforts
Aspek Emisi
Emission Aspects
Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya
F.11 67
Amount and Intensity of Emissions Generated by Type
Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan
F.12 68
Efforts and Achievements Made for Emission Reduction
Aspek Limbah dan Efluen
Waste and Effluent Aspects
Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis
F.13 69-70
Amount of Waste and Effluent Generated by Type
Mekanisme Pengelolaan Limbah dan Efluen
F.14 69
Waste and Effluent Management Mechanism
Tumpahan yang Terjadi (jika ada) Tidak Relevan
F.15
Occurring Spills (if any) Not Relevant
Aspek Pengaduan Terkait Lingkungan Hidup
Complaints Related to the Environment Aspects
Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan
F.16 61
Amount and Material of Environmental Complaints Received and Resolved
Kinerja Sosial
Social Performance
Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara
F.17 kepada Konsumen 60
Commitment to Provide Services on Equal Products and/or Services to Consumers
Aspek Ketenagakerjaan
Employment Aspect
Kesetaraan Kesempatan Bekerja
F.18 50
Equal Employment Opportunity
Tenaga Kerja Anak dan Tenaga Kerja Paksa
F.19 50
Child Labor and Forced Labor
Upah Minimum Regional
F.20 55
Regional Minimum Wage
Lingkungan Bekerja yang Layak dan Aman
F.21 57
Decent and Safe Work Environment
Pelatihan dan Pengembangan Kemampuan Pegawai
F.22 56
Employee Capability Training and Development
Aspek Masyarakat
Community Aspect
Dampak Operasi terhadap Masyarakat Sekitar
F.23 63
Impact of Operations on Surrounding Communities
Pengaduan Masyarakat
F.24 61
Community Complaints
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL)
F.25 63
Corporate Social Responsibility (CSR)
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Indikator Halaman
No.
Indicators Page(s)
Tanggung Jawab Pengembangan Produk/Jasa Berkelanjutan
Responsibility for Sustainable Product/Service Development
Inovasi dan Pengembangan Produk/Jasa Berkelanjutan
F.26 44
Innovation and Development of Sustainable Products/Services
Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Pelanggan
F.27 60
Products/Services That Have Been Evaluated for Safety for Customers
Dampak Produk/Jasa
F.28 60
Product/Service Impact
Jumlah Produk yang Ditarik Kembali
F.29 60
The Number of Products Withdrawn
Survei Kepuasan Pelanggan terhadap Produk dan/atau Jasa Berkelanjutan
F.30 61
Customer Satisfaction Survey on Sustainable Products and/or Services
Lain-lain
Others
Verifikasi Tertulis dari Pihak Independen (jika ada)
G.1 72
Written Verification from Independent Parties (if any)
Lembar Umpan Balik
G.2 83
Feedback Form
Tanggapan terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya
G.3 73
Responses to Previous Year’s Sustainability Report Feedback
Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/
POJK.03/2017 tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa
Keuangan, Emiten, dan Perusahaan Publik
G.4 74-77
List of Disclosures According to Financial Services Authority Regulation Number
51/POJK.03/2017 concerning Implementation of Sustainable Finance for Financial
Services Institutions, Issuers, and Public Companies
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01 02 03
Indeks Isi Standar GRI
GRI Standards Content Index
Pernyataan Penggunaan Statement of Use
PT Enseval Putera Megatrading Tbk telah melaporkan PT Enseval Putera Megatrading Tbk has reported the
informasi yang terdapat dalam indeks konten GRI ini untuk information cited in this GRI content index for the period
periode 1 Januari sampai dengan 31 Desember 2025 dengan January 1 to December 31, 2025 with reference to the GRI
mengacu pada Standar GRI. Standards.
GRI 1 yang Digunakan GRI 1 Used
GRI 1: Fondasi 2021 GRI 1: Foundation 2021
Standar GRI Indikator Pengungkapan Lokasi (Halaman)
GRI Standards Indicators Disclosure Location (Pages)
Pengungkapan Umum
General Disclosures
GRI 2 Detail organisasi
Pengungkapan 2-1 28, 32
Organizational details
Umum 2021
General Disclosures 2021 Entitas yang disertakan
2-2 72
Entities included
Periode pelaporan, frekuensi, dan kontak
2-3 73
Reporting period, frequency, and contact point
Pengungkapan kembali informasi
2-4 72
Restatements of information
Jaminan (assurance) eksternal
2-5 72
External assurance
Aktivitas, rantai nilai, dan hubungan bisnis lainnya
2-6 28, 32
Activities, value chain and other business relationships
Karyawan
2-7 51
Employees
Pekerja bukan karyawan
2-8 51
Workers who are not employees
Struktur dan komposisi tata kelola
2-9 38
Governance structure and composition
Nominasi dan seleksi badan tata kelola tertinggi
2-10 39
Nomination and selection of the highest governance body
Ketua badan tata kelola tertinggi
2-11 38
Chair of the highest governance body
Peran badan kelola tertinggi dalam mengawasi dampak manajemen
2-12 Role of the highest governance body in overseeing the 38
management of impacts
Delegasi tanggung jawab untuk pengelolaan dampak
2-13 38
Delegation of responsibility for managing impacts
Peran badan tata kelola tertinggi dalam pelaporan keberlanjutan
2-14 38
Role of the highest governance body in sustainability reporting
78 PT Enseval Putera Megatrading Tbk • Laporan Keberlanjutan 2025 Sustainability Report
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Standar GRI Indikator Pengungkapan Lokasi (Halaman)
GRI Standards Indicators Disclosure Location (Pages)
Konflik kepentingan
2-15 39
Conflicts of interest
Komunikasi masalah penting
2-16 39
Communication of critical concerns
GRI 2 Pengetahuan kolektif badan tata kelola tertinggi
Pengungkapan 2-17 39
Collective knowledge of the highest governance body
Umum 2021
General Evaluasi kinerja badan tata kelola tertinggi
2-18 38
Disclosures 2021 Evaluation of the performance of the highest governance body
Kebijakan remunerasi
2-19 39
Remuneration policies
Proses penetapan remunerasi
2-20 39
Process to determine remuneration
Rasio total kompensasi tahunan
2-21 39
Annual total compensation ratio
Pernyataan tentang strategi pembangunan berkelanjutan
2-22 6, 14
Statement on sustainable development strategy
Komitmen kebijakan
2-23 39
Policy commitments
Menanamkan komitmen kebijakan
2-24 39
Embedding policy commitments
Proses untuk Memperbaiki Dampak Negatif
2-25 63
Processes to Remediate Negative Impacts
Mekanisme untuk Mencari Nasihat dan Mengemukakan Masalah
2-26 61
Mechanisms for Seeking Advice and Raising Concerns
Kepatuhan pada hukum dan regulasi
2-27 39
Compliance with laws and regulations
Keanggotaan dalam asosiasi
2-28 34
Membership associations
Pelibatan pemangku kepentingan
2-29 20-22
Approach to stakeholder engagement
Perjanjian perundingan bersama
2-30 50
Collective bargaining agreements
Topik Material
Material Topics
GRI 3 Proses menentukan topik material
Topik Material 2021 3-1 23
Process to determine material topics
Material Topic 2021
Daftar topik material
3-2 23
List of material topics
Pengelolaan topik material
3-3 23-26
Management of material topics
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01 02 03
Standar GRI Indikator Pengungkapan Lokasi (Halaman)
GRI Standards Indicators Disclosure Location (Pages)
Standar Topik
Topic Standards
GRI 201 Nilai ekonomi langsung yang dihasilkan dan didistribusikan
Kinerja Ekonomi 2016 201-1 41
Direct economic value generated and distributed
Economic
Performance 2016 Implikasi finansial akibat perubahan iklim
201-2 43-44
Financial implications due to climate change
Kewajiban program pensiun manfaat pasti dan program pensiun lainnya
201-3 55-56
Defined benefit plan obligations and other retirement plans
Bantuan finansial yang diterima dari pemerintah
201-4 41
Financial assistance received from government
GRI 205 Operasi-operasi yang dinilai memiliki risiko terkait korupsi
Antikorupsi 2016 205-1 39
Operations assessed for risks related to corruption
Anti-corruption 2016
Komunikasi dan pelatihan tentang kebijakan dan prosedur antikorupsi
205-2 Communication and training about anti-corruption policies and 39
procedures
Insiden korupsi yang terbukti dan tindakan yang diambil
205-3 39
Confirmed incidents of corruption and actions taken
GRI 302 Konsumsi energi dalam organisasi
Energi 2016 302-1 67
Energy consumption in the organization
Energy 2016
Konsumsi energi di luar organisasi
302-2 67
Energy consumption outside of the organization
Intensitas energi
302-3 67
Energy intensity
Pengurangan konsumsi energi
302-4 68
Reduction of energy consumption
Pengurangan pada energi yang dibutuhkan untuk produk dan jasa
302-5 68
Reduction in energy requirements of products and services
GRI 303
Konsumsi air
Air dan Efluen 2018 303-5 70
Water consumption
Water and Effluents 2018
GRI 304 Lahan operasi berdekatan dengan kawasan lindung dan memiliki
Keanekaragaman nilai keanekaragaman hayati tinggi
304-1 71
Hayati 2016 Operation sites adjacent to protected areas and areas of high
Biodiversity 2016 biodiversity value
GRI 305 Emisi GRK (Cakupan 1) langsung
Emisi 2016 305-1 67
Direct (Scope 1) GHG emissions
Emissions 2016
Emisi GRK (Cakupan 2) tidak langsung
305-2 67
Indirect (Scope 2) GHG emissions
Emisi GRK (Cakupan 3) tidak langsung lainnya
305-3 67
Other indirect (Scope 3) GHG emissions
Intensitas emisi GRK
305-4 67
GHG emissions intensity
Pengurangan emisi GRK
305-5 68
Reduction of GHG emissions
Emisi zat perusak ozon (ODS)
305-6 67
Emissions of ozone-depleting substances (ODS)
Nitrogen oksida (NOx), sulfur oksida (SOx), dan emisi udara
305-7 signifikan lainnya 67
Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant
80 PT Enseval Putera Megatrading Tbk • Laporan Keberlanjutan 2025 Sustainability Report
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Standar GRI Indikator Pengungkapan Lokasi (Halaman)
GRI Standards Indicators Disclosure Location (Pages)
GRI 306 Timbulan limbah dan dampak yang signifikan terkait limbah
Limbah 2020 306-1 69
Waste generation and significant waste-related impacts
Waste 2020
Pengelolaan dampak yang signifikan terkait limbah
306-2 69
Management of significant waste-related impacts
Timbulan limbah
306-3 69
Waste generated
Limbah yang dialihkan dari pembuangan akhir
306-4 69
Waste diverted from disposal
Limbah yang dikirimkan ke pembuangan akhir
306-5 69
Waste directed to disposal
GRI 401 Perekrutan karyawan baru dan pergantian karyawan
Kepegawaian 2016 401-1 53
New employee hires and employee turnover
Employment 2016
Tunjangan yang diberikan kepada karyawan purnawaktu yang tidak
diberikan kepada karyawan pada kurun waktu tertentu atau
401-2 paruh waktu 55
Benefits provided to full-time employees that are not provided to
temporary or part-time employees
Cuti melahirkan
401-3 55
Parental leave
GRI 403 Sistem manajemen kesehatan dan keselamatan kerja
Keselamatan dan 403-1 57
Occupational health and safety management system
Kesehatan Kerja 2018
Occupational Health and Pengidentifikasian bahaya, penilaian risiko, dan investigasi insiden
403-2 57
Safety 2018 Hazard identification, risk assessment, and incident investigation
Layanan kesehatan kerja
403-3 59
Occupational health services
Pelatihan pekerja mengenai keselamatan dan kesehatan kerja
403-5 57
Worker training on occupational health and safety
Peningkatan kualitas kesehatan pekerja
403-6 59
Promotion of worker health
Pencegahan dan mitigasi dampak dari keselamatan dan kesehatan
kerja yang secara langsung terkait hubungan bisnis
403-7 57
Prevention and mitigation of occupational health and safety
impacts directly linked by business relationships
Pekerja yang tercakup dalam sistem manajemen keselamatan dan
kesehatan kerja
403-8 57
Workers covered by an occupational health and safety
management system
Kecelakaan kerja
403-9 59
Work-related injuries
Penyakit akibat kerja
403-10 59
Work-related ill health
GRI 404 Rata-rata jam pelatihan per tahun per karyawan
Pelatihan dan 404-1 56
Average hours of training per year per employee
Pendidikan 2016
Training and Program untuk meningkatkan keterampilan karyawan dan program
Education 2016 bantuan peralihan
404-2 56
Programs for upgrading employee skills and transition assistance
programs
Persentase karyawan yang menerima tinjauan rutin terhadap
kinerja dan pengembangan karier
404-3 56
Percentage of employees receiving regular performance and career
development reviews
Laporan Keberlanjutan 2025 Sustainability Report • PT Enseval Putera Megatrading Tbk 81
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01 02 03
Standar GRI Indikator Pengungkapan Lokasi (Halaman)
GRI Standards Indicators Disclosure Location (Pages)
GRI 405 Keanekaragaman badan tata kelola dan karyawan
Keanekaragaman dan 405-1 50-51
Diversity of governance bodies and employees
Kesempatan Setara 2016
Diversity and Equal Rasio gaji pokok dan remunerasi perempuan dibandingkan laki-laki
405-2 55
Opportunity 2016 Ratio of basic salary and remuneration of women to men
GRI 406
Insiden diskriminasi dan tindakan perbaikan yang dilakukan
Non-diskriminasi 2016 406-1 50
Incidents of discrimination and corrective actions taken
Non-discrimination 2016
GRI 416 Penilaian dampak kesehatan dan keselamatan dari berbagai
Keselamatan dan kategori produk dan jasa
416-1 60
Kesehatan Pelanggan 2016 Assessment of the health and safety impacts of product and
Customer Health and service categories
Safety 2016
Insiden ketidakpatuhan sehubungan dengan dampak kesehatan
dan keselamatan dari produk dan jasa
416-2 60
Incidents of non-compliance concerning the health and safety
impacts of products and services
GRI 417 Persyaratan untuk pelabelan dan informasi produk dan jasa
Pemasaran dan 417-1 60
Requirements for product and service information and labeling
Pelabelan 2016
Marketing and Insiden Ketidakpatuhan terkait informasi dan pelabelan produk
Labeling 2016 dan jasa
417-2 60
Incidents of non-compliance concerning product and service
information and labeling
Insiden ketidakpatuhan terkait komunikasi pemasaran
417-3 60
Incidents of non-compliance concerning marketing communications
GRI 418 Pengaduan yang berdasar mengenai pelanggaran terhadap privasi
Privasi Pelanggan pelanggan dan hilangnya data pelanggan
418-1 62
Customer Privacy 2016 Substantiated complaints concerning breaches of customer
privacy and losses of customer data
82 PT Enseval Putera Megatrading Tbk • Laporan Keberlanjutan 2025 Sustainability Report
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Lembar Umpan Balik
Feedback Form
[G.2]
Laporan Keberlanjutan 2025 PT Enseval Putera The 2025 Sustainability Report of PT Enseval Putera
Megatrading Tbk merupakan laporan yang memberikan Megatrading Tbk is a report that provide an overview of
gambaran atas kinerja keuangan dan keberlanjutan. financial and sustainability performance. We expect input,
Kami mengharapkan masukan, kritik, dan saran dari criticism, and suggestions from you.
Bapak/Ibu/Saudara.
Profil Responden Golongan Pemangku Kepentingan
Respondent Profile Stakeholder Group
Nama Lengkap (bila berkenan) Pemegang Saham Media Lain-lain, sebutkan
Name (if you wish) Shareholders Others, please state:
Pelanggan Pengusaha Lokal
Institusi/Perusahaan Customers Local Entrepreneur
Institution/Company
Karyawan Prinsipal
Employees Principal
Surel
E-mail
Pemerintah (Regulator) Mitra Kerja (Bank, Akademisi, Asosiasi)
Government (Regulators) Partners (Banks, Academics, Associations)
Apakah Laporan ini mudah dimengerti?
Is this report is easy to understand?
Tidak Setuju Netral Setuju
Disagree Neutral Agree
Apakah laporan ini sudah menggambarkan informasi aspek material Perseroan, baik dari sisi positif dan negatif?
Has this report described the material aspects of the Company, both in positive and negative terms?
Tidak Setuju Netral Setuju
Disagree Neutral Agree
Menurut Anda, aspek material apa yang paling penting? (Nilai 1 = paling tidak penting, hingga 5 = sangat penting)
What material aspects are most important to you? (Value 1 = least important, until 5 = most important)
• Keselamatan dan Kesehatan Pelanggan • Transformasi Digital • Pelatihan dan Pendidikan
Customer Health and Safety dan Inovasi Training and Education
Digital Transformation
• Tata Kelola Keberlanjutan and Innovation • Limbah
Sustainability Governance Waste
• Akses Kesehatan
• Energi dan Emisi Access to Health • Kesetaraan dan Keberagaman
Energy and Emissions Diversity and Equality
Silakan kemukakan pendapat dan saran Anda tentang laporan ini.
Please provide your suggestions and comments on this report. Mohon kirimkan kembali lembar umpan balik kepada:
Please send feedback form back to:
Sugianto
Corporate Secretary
Gedung Enseval | Enseval Building
Jl. Pulo Lentut No. 10, Kawasan Industri Pulo Gadung,
Jakarta 13920, Indonesia
Telp. | Phone (62-21) 4682 2422
E-mail: investor.relations@enseval.com
Laporan Keberlanjutan 2025 Sustainability Report • PT Enseval Putera Megatrading Tbk 83
Page 84
PT Enseval Putera Megatrading Tbk Jl. Pulo Lentut No. 10 Kawasan Industri Pulo Gadung Jakarta 13920, Indonesia Telp. | Phone : (021) 4682 2422 (Hunting) Faks | Fax : (021) 460 9039 www.enseval.com
Names mentioned 56 people and organisations named in the text · linked when the evidence is strong
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org
PT Enseval
p.12 ×2
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PT Enseval Putera
p.14
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org
Standarisasi
p.16
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org
Kepemilikan Saham (per 31 Desember 2025)
· Nama Perusahaan
p.28
unresolved
org
Legal Entity Status Perseroan Terbatas Terbuka Public Limited Liability
p.28
unresolved
org
PT Tri Sapta Jaya
p.33 ×4
unresolved
org
Indonesia Stock Exchange
p.39
unresolved
org
PT Global Starway Synergy Co.
p.44 ×2
unresolved
org
Kementerian Komunikasi
p.44
unresolved
org
Kementerian Kesehatan
p.45
unresolved
org
Ministry of Health
p.45
unresolved
org
PT Enseval Medika Prima
p.47 ×3
unresolved
org
PT Renalmed Tiara
p.47
unresolved
org
PT Forsta Kalmedic Global.
p.47 ×3
unresolved
org
PT Renalmed Tiara Utama
p.47 ×3
unresolved
org
PT Forsta Kalmedic Global. Melalui
p.47
unresolved
org
Ministry of Manpower.
p.58
unresolved
org
Departemen Penanggung Jawab Langsung
p.62
unresolved
org
Yayasan Onkologi Anak Indonesia
p.63
unresolved
org
Yayasan Balita Tunas Bangsa. Seluruh
p.63
unresolved
org
Ministry of Energy and Mineral Resources.
p.67
unresolved
org
Kementerian ESDM.
p.67
unresolved
org
PT Global Chemindo Megatrading
p.68 ×3
unresolved
org
Ministry of Environment and Forestry Regulation
p.68
unresolved
org
PT Global Chemindo Megatrading. Air
p.70
unresolved
org
PT Millenia
p.72
unresolved
org
PT Millenia Dharma
p.72
unresolved
org
PT Global Chemindo Insani
p.72
unresolved
org
PT Global Chemindo
p.72
unresolved
org
PT Emos Global Megatrading
p.72
unresolved
org
PT Emos Global
p.72
unresolved
org
PT Mostrans Global Digilog
p.72 ×2
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org
PT Global Karsa Medika
p.72
unresolved
org
PT Global Karsa
p.72
unresolved
org
PT Mitra Ananda Megadistrindo. Medika
p.72
unresolved
org
PT Mitra Ananda
p.72
unresolved
org
Financial Services Authority
p.77
unresolved
org
Megatrading Tbk
p.83
unresolved
—
Netral
p.83 ×2
unresolved
—
Neutral
p.83 ×2
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