As a company that has managed the Grissik\u2013Duri pipeline network since\n2002 and the Grissik\u2013Singapore pipeline since 2004, and for more than\ntwo decades has maintained the reliability of natural gas transportation\ninfrastructure for both domestic and export needs, PT Transportasi Gas\nIndonesia (TGI) continues to strengthen that trust by implementing\nGovernance, Risk and Compliance (GRC). GRC is no longer positioned\nmerely as a defensive compliance function.<\/p>\n
This was conveyed by TGI President Director Ahmad Cahyadi during the\njudging of the TOP GRC Awards held online in Jakarta on Thursday\n(27\/8\/2026). Also present at the judging were DH RMCG Akbar Tanjung, GCG\nOfficer Riani Puspasari, RMCG Assistant Hafiz Daniswara, and CSR SH\nRelation Officer Yossy Meidi.<\/p>\n
According to Ahmad Cahyadi, GRC has developed into a strategic driver\nthat strengthens organisational resilience while creating competitive\nadvantage.<\/p>\n
\u201cOne of the emphases is cross-sector alignment, namely synergising\nbusiness development plans with shareholder aspirations and the group\u2019s\nbusiness portfolio, developing the business through collaboration with\nstrategic partners, and strengthening employee capabilities through an\nagile mindset, cross-functional collaboration, coaching and feedback,\u201d\nsaid Ahmad Cahyadi.<\/p>\n
To implement GRC, TGI uses the Three Lines Model. The first line is\ncarried out by each department, which is responsible for ensuring a\nconducive control environment, implementing GRC policies and risk\nmanagement, considering risk factors in every decision and action, and\nexecuting internal controls effectively.<\/p>\n
The second line is carried out by the Corporate Secretary, RMCG,\nLegal and HSSE, which develop and monitor the overall implementation of\nGovernance, Risk and Compliance. Meanwhile, the third line is carried\nout by Internal Audit through review and evaluation of the design and\nimplementation of internal controls, while ensuring the first and second\nlines operate as expected.<\/p>\n
In facing risks and supporting the company\u2019s sustainability\nsystematically and innovatively, TGI has built risk management to create\na proactive culture. The framework includes the Corporate Risk\nManagement Manual, the HSSE\u2013HEMP Manual, and security risk assessment\nprocedures. In addition, there are ICT Policy and Cyber Security, risk\ncapacity and appetite, a corporate risk management application,\nHAZOP\/HAZID, risk taxonomy, risk maturity measurement, and Risk Based\nAudit & Budgeting.<\/p>\n
The company also integrates this with the technical characteristics\nof the gas industry through, for example, the Pipeline Integrity\nManagement System (PIMS) and Facility Integrity Management System\n(FIMS). All of these approaches demonstrate that GRC at TGI is\ntranslated into risks that genuinely confront business operations.<\/p>\n
Understanding that digital transformation is an important part of\nsupporting GRC, TGI ensures the availability of reliable communication\nnetworks. In addition, it provides an internal portal that is easily\naccessible to employees for company information and documents, ICT\nequipment, electronic data security, cyber risk mitigation, backup data\ncentre and network storage systems, and officially licensed software.\nICT personnel support is also available at both head office and regional\nlevels.<\/p>\n
Furthermore, digitalisation has also entered business processes and\noperational supervision. TGI uses PIMS, FIMS, CGOLS (Compliance &\nGovernance Application), HRIS-Greatday, E-Procurement and SMART as\napplications for internal and external correspondence. The ICT system\nhas also been developed to support monitoring of project activities\nthrough CCTV that can be monitored remotely. The company has even begun\ndeveloping Agentic AI to assist with risk measurement.<\/p>\n
To build awareness and compliance across all levels, from the Board\nof Commissioners, Board of Directors, employees to other related\nparties, TGI also implements Good Corporate Governance (GCG). The\nimplementation of GCG is supported by various governance instruments.\nThese include the Board Manual, GCG Manual, Anti-Bribery Management\nSystem ISO 37001, procedures for giving and receiving gifts, and a Code\nof Conduct for employees.<\/p>\n
The implementation of GCG is also strengthened through monitoring of\nthe Whistleblowing System, management of reports according to SLA,\nmonitoring of regulatory developments, and GCG assessments. These\nassessments refer to, among others, the Minister of State-Owned\nEnterprises Decree SK-16\/S.MBU\/2012 and the ASEAN Corporate Governance\nScorecard (ACGS). In addition, in the area of internal control, TGI\nimplements Internal Control over Financial Reporting (ICOFR).<\/p>\n
TGI positions ESG as a strategic investment to maintain long-term\nbusiness resilience. This commitment is articulated through the\nSustainability Focus and Roadmap 2025\u20132033, formulated with direct\nleadership from the Board of Directors and Board of Commissioners. This\nroadmap serves as a guide to achieving clear and measurable\nsustainability targets.<\/p>\n
One reflection of this commitment is the sustainability of\nlow-emission operations. In 2025, TGI recorded operational emissions of\n54,274 tonnes of CO\u2082, or 94% of the estimate. On the future business\ndevelopment side, the company signed a Heads of Agreement for Biomethane\nwith buyers and suppliers on 15 December 2025 and is developing the\nBangkanai Pipeline project.<\/p>\n
\u201cThese initiatives demonstrate TGI\u2019s efforts to prepare the business\nfor entering more environmentally friendly energy developments,\u201d said\nAhmad Cahyadi.<\/p>\n
Many achievements have been recorded through the implementation of\nGRC at TGI, covering safety, environment, customers, finance and\ncorporate performance. In 2025, the company recorded zero fatalities\nwith 2,122,094 safe working hours in 2025, or more than 34 million\ncumulative safe working hours. The customer satisfaction index reached\n91.48, which falls into the very satisfied category.<\/p>\n
Revenue was recorded at USD143.86 million, up 14.65% from target,\nwhile net profit reached USD71.62 million, up 28.99% from target. Across\nthe four Balanced Scorecard perspectives\u2014Shareholder, Customer, Internal\nProcess, and Learning & Growth\u2014TGI achieved a final KPI score of\n106.12%.<\/p>\n
On the governance side, TGI successfully maintained a \u2018Very Good\u2019\nrating in the 2025 GCG assessment using SK-16 BUMN, ACGS and PUGKI. The\ncompany also maintained ISO 9001:2015, ISO 37001:2016, ISO 45001:2018\nand ISO 14001:2015 certifications. In addition, its environmental\nmanagement commitment received recognition through PROPER Biru for the\nJabung Compressor Station and PERCA Biru for the Panaran Station from PT\nPertamina (Persero).<\/p>\n
\u201cReflecting on all these achievements, the success of TGI\u2019s GRC is\nnot merely about successfully meeting rules or obtaining certifications,\nbut when governance, risk and compliance are connected to infrastructure\nreliability, occupational safety, customer satisfaction, efficiency,\nsustainability and financial results,\u201d concluded Ahmad Cahyadi.<\/p>", "url": "https:\/\/jawawa.id\/newsitem\/grc-not-just-compliance-tgi-proves-its-impact-on-business-performance-1788003918", "image": "" }, "sponsor": "Okusi Associates", "sponsor_url": "https:\/\/okusiassociates.com" }