PJM Region 1 Net Profit Soars 171% on Efficiency Measures

Maritime economic dynamics remain fluctuant. Nevertheless, PT Pelindo Jasa Marimit (PJM) Region 1 has proven that revenue is not the only measure of financial health. As of May 2026, this subsidiary of Pelindo has successfully booked a net profit surge of up to 171% from its Corporate Work Plan and Budget (RKAP) targets, even though operating revenue was recorded at only 97% of the plan.

This success is the fruit of an aggressive cost-efficiency strategy that successfully protected company margins amidst operational pressures. In the maritime business, vessel call volumes are usually the primary determinant of performance. However, PJM Region 1 has demonstrated that there are other methods to reap profits.

PJM Corporate Secretary, Tubagus Patrick, revealed that the key to this success lies in a comprehensive cost intervention policy, where every expenditure item is periodically evaluated to ensure that every rupiah spent contributes directly to operational productivity. As a result, despite fluctuations in revenue, profitability remained well above target.

Regarding why revenue did not reach its full target, management confirmed a decline in vessel call volumes at several major ports, such as Belawan, Dumai, and the TUKS Tanjung Buton Pier, which significantly impacted income streams. On the other hand, several operational units emerged as extraordinary growth drivers. Pilotage and towage services in strategic routes such as the Siak River in Pekanbaru, Kuala Tanjung, Bintan, and Karimun recorded growth exceeding targets, driven by increased container ship traffic and the activity of large-scale vessels or mega-ships requiring high-value maritime services.

Not relying solely on growth in potential areas, PJM Region 1 also demonstrated precision in managing expenditures. As of May 2026, the company’s realised operating expenses absorbed only 90% of the provided budget allocation. According to Tubagus, this achievement resulted from policies to delay procurement programmes and the maintenance of non-urgent assets, as well as the optimisation of field operational costs without reducing safety and service standards.

In other words, cuts were made not in areas touching the public, but in cost areas deemed unproductive. Consequently, this budgetary discipline automatically boosted EBITDA to a very healthy position, making P_JM Region 1 one of the most resilient entities amidst national maritime business fluctuations.

Looking towards the remainder of 2026, PJM Region 1 does not intend to slow down. Management has established three main strategic pillars to maintain this positive trend: accelerating services in new potential points to increase pilotage volumes, strengthening strategic partnerships with stakeholders including the acceleration of new cooperation explorations, and maintaining cost efficiency to ensure year-end targets are achieved sustainably and are not merely seasonal.

“We have proven that amidst uncertainty, operational discipline is the key to sustainability. We will continue to maintain this momentum,” concluded Tubagus in a statement in Makassar.