PT Pelabuhan Indonesia (Pelindo), Integrated Risk Governance
PT Pelabuhan Indonesia (Pelindo) is Indonesia's state-owned port operator. Its 2024 annual report describes a state-owned group with a two tier governance structure in which a Board of Commissioners supervises a Board of Directors, both appointed in accordance with Indonesian state owned enterprise regulations (Pelindo, 2025a). In 2024 its governance framework reflected its status as a Persero (state owned enterprise) under Indonesian corporate governance standards.
On 1 October 2021, Pelindo I, III and IV merged into Pelindo II, which was renamed PT Pelabuhan Indonesia (Persero). In 2024 the Board of Commissioners was supported by an Audit Committee, a GCG and Risk Management Monitoring Committee, a Nomination and Remuneration Committee, and an Integrated Governance Committee (Pelindo, 2025a). This consolidation brought Indonesia's major ports into one company, including Tanjung Priok (Jakarta), Tanjung Perak (Surabaya), Makassar, and Semarang. Risk treatment plans for all of the company's major risks were monitored every month against targets (Pelindo, 2025a).
Pelindo's Board of Directors has made climate change and sustainability one of its main policy priorities (Pelindo, 2025b). Since the 2008 Shipping Law, Pelindo has acted as a port operator and port service provider rather than a port authority, and it runs terminals through sub holdings for container, non-container, logistics, and marine services.
The 2024 annual report records delegated authority for the Board of Commissioners to approve reallocations of up to 10 percent of each investment program or item, provided the total investment value does not change (Pelindo, 2025a).
Transferability
Pelindo shows how a state-owned port group can organize risk oversight across a national network. DMC governments that consolidate ports into one company can give the supervisory board dedicated committees for audit and for risk management, so risk oversight has a clear home. Monthly monitoring of treatment plans for major risks keeps action on track between board meetings. Clear limits on delegated authority, such as caps on budget reallocations between investment items, keep investment decisions within agreed controls as the group grows.
Sources
All information used for this case study was based on publicly available resources.