WEGE is committed to managing the economic and social impacts of its business activities through high standards of corporate social responsibility, sustainable socio-economic development, respect for human values and human rights, sustainable and equitable local human resource development, and harmonious and inclusive relationships with stakeholders.
WEGE aligns its Human Capital strategy with the company’s business direction through planning that takes into account the RJPP, RKAP, organizational needs, and project priorities. This approach ensures that human resources management is focused, adaptive, and supports the sustainable achievement of the company’s goals.
WEGE manages organizational structure and workplace culture through strategic planning, the implementation of corporate values, and the evaluation of organizational effectiveness. This process fosters a productive and adaptable work environment that aligns with the company’s long-term goals.
WEGE conducts recruitment and selection in a systematic, objective, and job-based manner. This process is designed to ensure that the company secures talent that meets its qualification requirements, competency standards, and operational needs.
WEGE has implemented a performance management system to align the KPIs of the company, its business units, and individual employees. This system serves as the foundation for performance evaluations, employee development, and more measurable and accountable career decisions.
WEGE conducts learning and development programs based on competency requirements, assessment results, and performance evaluations. These programs aim to enhance employees’ capabilities so they can support business needs and industry developments.
WEGE manages talent, careers, and succession through potential mapping, individual development, talent pools, and successor readiness for strategic positions. This process supports leadership continuity and the organization’s readiness for the future.
WEGE manages compensation through remuneration and total reward policies that take into account regulations, performance, job grading, and company policies. This management approach is designed to support employee well-being, recognize performance, and ensure compliance with applicable regulations.
WEGE maintains harmonious labor relations through the implementation of collective bargaining agreements, bipartite communication, compliance with labor laws, and the orderly resolution of labor issues. This approach supports the creation of a conducive, fair, and sustainable work environment.
Diagram & Narrative — WEGE's integrated Human Capital Management System
The company has developed an integrated Human Capital Business Process by leveraging the SAP WIKA Gedung Human Capital Management System (HCMS) and Learning Management System (LMS) to support transparent, accountable, and well-documented human resources management that aligns with the organization’s strategies and needs.
Diagram & Narrative — WEGE recruitment process flow
WEGE implements a systematic, objective, and accountable employee recruitment and hiring process to support business continuity and operational effectiveness. Workforce planning is based on the Company’s Strategic Plan, Annual Budget Plan (RKAP), Annual Work Plan (RKP), and the needs of individual business units, ensuring that human resource allocation aligns with organizational priorities and project requirements.
The recruitment stages are carried out through a process of needs identification, candidate sourcing, administrative screening, psychological assessment, interviews, medical screening, training programs or job assignments, competency testing, and a hiring committee meeting as the basis for making hiring decisions. The entire process is conducted by prioritizing the principles of transparency, objectivity, accountability, and competency alignment.
Through a structured recruitment mechanism, WEGE ensures that the workforce fulfillment process is not only oriented toward operational needs but also supports the implementation of good corporate governance, talent development, and the creation of a professional and sustainable work environment. This approach is part of the Company’s commitment to building a human capital foundation that is adaptive, competent, and capable of supporting long-term business growth.
| Recruitment | 2025 | 2024 | 2023 | |
|---|---|---|---|---|
| Age Group | 18 - 30 | 0 | 0 | 0 |
| 31 - 40 | 0 | 0 | 0 | |
| 41 - 50 | 0 | 1 | 0 | |
| >50 | 0 | 0 | 0 | |
| Total | 0 | 1 | 0 | |
| Gender | Male | 0 | 1 | 0 |
| Female | 0 | 0 | 0 | |
| Total | 0 | 1 | 0 | |
| Work Area | Head Office | 0 | 0 | 0 |
| Marketing Division | 0 | 0 | 0 | |
| Operation Division | 0 | 0 | 0 | |
| Operation and Modular Division | 0 | 0 | 0 | |
| Operation and Concession Division | 0 | 1 | 0 | |
| Subsidiary | 0 | 0 | 0 | |
| Total | 0 | 1 | 0 | |
| by Type | Internal | 0 | 1 | 0 |
To ensure business continuity and operational effectiveness, WEGE implements a well-planned, objective, and transparent recruitment process. We ensure that every human capital need is always measured and directly integrated with the Company Work Plan and Budget (RKAP) as well as the Project Work Plan (RKP). Firmly grounded in the principles of Good Corporate Governance (GCG), WEGE guarantees that the entire recruitment process is conducted with full transparency.
WEGE implements an internal hiring process as part of its talent management strategy, providing internal employees with the opportunity to fill available positions based on their competencies, qualifications, and the organization’s needs.
| Management-Level | Number of employees |
|---|---|
| BOD - 1 | 8 |
| BOD - 2 | 23 |
| BOD - 3 | 115 |
| BOD - 4 | 153 |
| Total | 299 |
The turnover rate increased from 5.46% (2024) to 7.08% (2025). This trend was primarily driven by a surge in the number of employees who voluntarily resigned—a figure that more than doubled—rather than retirements. Occurring amid a phase of organizational restructuring and business transformation, this situation has prompted WIKA GEDUNG to strengthen its internal talent retention strategy.
| Turnover | 2025 | 2024 | 2023 | |
|---|---|---|---|---|
| Age Group | 18 - 30 | 10 | 6 | 5 |
| 31 - 40 | 11 | 6 | 10 | |
| 41 - 50 | 6 | 1 | 1 | |
| >50 | 7 | 15 | 15 | |
| Total | 34 | 28 | 31 | |
| Gender | Male | 30 | 23 | 29 |
| Female | 4 | 5 | 2 | |
| Total | 34 | 28 | 31 | |
| Work Area | Head Office | 12 | 4 | 6 |
| Marketing Division | 2 | 0 | 8 | |
| Operation Division | 10 | 1 | 5 | |
| Operation and Modular Division | 2 | 11 | 3 | |
| Operation and Concession Division | 5 | 7 | 4 | |
| Subsidiary | 3 | 5 | 3 | |
| Total | 34 | 28 | 31 | |
| Employee Turnover by Reason | Company Decision | 3 | 2 | 5 |
| Resignation | 23 | 11 | 10 | |
| Passed Away | 2 | - | 1 | |
| Normal Retirement | 4 | 15 | 15 | |
| Voluntary Retirement | 2 | - | - | |
| Total | 34 | 28 | 31 | |
| Turnover Rate | 7.08% | 5.46% | 5.72% | |
Human Capital Return on Investment (HCROI) is an indicator used by the Company to measure the effectiveness of investments in human capital in generating added value for the company. HCROI is calculated by comparing operating revenue, net of non-employee operating expenses, to total employee expenses. For the 2022–2025 period, the Company’s HCROI was recorded at 41.94 in 2022, 70.26 in 2023, 43.53 in 2024, and 12.61 in 2025. These changes in HCROI are in line with the dynamics of the Company’s business performance and cost structure during the reporting period, including changes in operating revenue as well as adjustments to operating expenses and costs.
| Year | Sales Revenue | Operational Expenses | Employee Expenses | HCROI |
|---|---|---|---|---|
| 2022 | 2.366.259.622.900 | 3.212.801.677 | 57.715.635.254 | 41,94 |
| 2023 | 3.979.714.569.719 | 16.453.915.553 | 57.219.115.014 | 70,26 |
| 2024 | 3.673.527.175.483 | 28.721.230.767 | 85.702.649.013 | 43,53 |
| 2025 | 1.623.555.133.947 | 48.611.695.150 | 135.634.008.603 | 12,61 |
WIKA’s total workforce of 460 employees, 55 (12%) are women, while 405 (88%) are men. The majority of employees are in the young working-age group between 25 and 45 years old, totaling 381 people (82.8% of the total).
Employee diversity is an essential part of strengthening WEGE's productive, inclusive, and sustainable work culture. Demographic data management based on age, employment status, and position level is used by the Company to ensure equal opportunities for every WEGE employee to grow and contribute according to their competencies and the organisation's needs.
| Description | 2025 | 2024 | 2023 | |
|---|---|---|---|---|
| Employees by Gender | Male | 405 | 440 | 460 |
| Female | 55 | 60 | 65 | |
| Employees by Position Level | Director | 5 | 5 | 5 |
| Manager | 81 | 80 | 82 | |
| Supervisor | 183 | 261 | 214 | |
| Staff | 191 | 154 | 224 | |
| Employees by Age | <25 | 0 | 0 | - |
| 25-35 | 220 | 257 | 283 | |
| 35-45 | 161 | 162 | 160 | |
| 46-55 | 78 | 80 | 76 | |
| >55 | 1 | 1 | 6 | |
| Employees by Education | S2 | 57 | 46 | 47 |
| S1 | 356 | 399 | 418 | |
| D3 | 42 | 52 | 57 | |
| SMA | 3 | 3 | 3 | |
| Employees by Region | Head Office | 353 | 243 | 233 |
| Project | 107 | 257 | 292 | |
| Position Level | 2025 | 2024 | 2023 | |||||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Male | Female | Male | Female | Male | Female | |||||||
| Total | (%) | Total | (%) | Total | (%) | Total | (%) | Total | (%) | Total | (%) | |
| Entry-level | 174 | 38 | 17 | 4 | 133 | 27 | 21 | 4 | 196 | 37 | 28 | 5 |
| Mid-level | 155 | 34 | 28 | 6 | 230 | 46 | 31 | 6 | 184 | 35 | 30 | 6 |
| Senior-level | 71 | 15 | 10 | 2 | 72 | 14 | 8 | 2 | 75 | 14 | 7 | 1 |
| Executive-level | 5 | 1 | 0 | 0 | 5 | 1 | 0 | 0 | 5 | 1 | 0 | 0 |
| Total | 405 | 88 | 55 | 12 | 440 | 88 | 60 | 12 | 460 | 88 | 65 | 12 |
| Revenue-Generating Function Level Management | 19 | 90 | 2 | 10 | - | - | - | - | - | - | - | - |
| STEM Function | 323 | 80 | 36 | 65 | - | - | - | - | - | - | - | - |
| Religion (All Employees) | Total | Percentage (%) |
|---|---|---|
| Islam | 437 | 95 |
| Protestant Christian | 16 | 3.5 |
| Catholic Christian | 6 | 1.3 |
| Hindu | 1 | 0.2 |
| Total | 460 | 100 |
.
| Religion by Management Level | Islam | Roman Catholic | Protestant Christian | Hinduism |
|---|---|---|---|---|
| BOD | 5 | 0 | 0 | 0 |
| BOD - 1 | 17 | 1 | 0 | 0 |
| BOD - 2 | 50 | 0 | 0 | 0 |
| BOD - 3 | 181 | 4 | 11 | 0 |
| Grand Total | 253 | 5 | 11 | 0 |
WEGE is committed to creating an inclusive, fair, and mutually respectful work environment by providing equal opportunities for all employees to grow and contribute optimally. This commitment is applied across all employment processes — from recruitment, placement, career development, and performance appraisal to the termination of employment — without distinction of gender, ethnicity, religion, race, social status, political views, physical condition, or other backgrounds.
WEGE applies a Performance Management System (PMS) as a framework to assess, improve, and align employee performance with corporate objectives. The system is implemented in a tiered manner through a cascading performance system, from Corporate KPIs and Work Unit KPIs to Individual Work Programs/Individual KPIs. Through this mechanism, every work target can be cascaded clearly, measurably, and interconnectedly across the corporate, work-unit, and individual levels.
In addition to this tiered evaluation system, WEGE also implements a 360-degree feedback approach as part of its employee performance assessment process. Through this approach, employee performance is evaluated from various perspectives—including supervisors, coworkers, and subordinates—to provide a more comprehensive view of leadership behavior, collaboration, and work effectiveness, while also serving as a foundation for the continuous development and evaluation of employees.
To support ongoing performance communication, WEGE provides the MY WEGE platform as a tool for Coaching, Mentoring, and Counseling (CMC) between employees and their direct supervisors. Through this platform, employees can flexibly discuss their work progress, obstacles, and development needs without having to wait for the formal evaluation cycle conducted every six months.
Corporate performance is set through Corporate KPIs formulated based on shareholder aspirations. KPIs become the main direction for determining the company's annual strategic targets and serve as the basis for all work units in setting targets that support the achievement of corporate performance.
Work Unit KPIs are work targets cascaded from Corporate KPIs and set by the Board of Directors. These KPIs consist of mandatory KPIs as well as specific KPIs aligned with each work unit's objectives.
Individual Work Programs/Individual KPIs are prepared by employees together with their direct supervisors to support Work Unit KPIs and other tasks that support the company. The program consists of 7-15 initiatives, each weighted 5%-35%.
The Company implements various employee development programs to enhance competencies, strengthen leadership character, preserve cultural heritage, and prepare employees for the transition to retirement. These programs support the development of a highly capable, adaptable, and sustainability-oriented workforce.
The Satria Program is a cross-cultural leadership development program designed to cultivate effective, ethical, and adaptable leaders. Through character development, empathetic communication, social responsibility, environmental stewardship, and cultural immersion, the program equips participants with inclusive leadership competencies and a sustainability-oriented mindset.
A pre-retirement preparation program designed for employees approaching retirement to support a smooth transition from working life to retirement in a planned, independent, healthy, productive, and prosperous manner. The program generally includes mental and psychological preparation, financial planning, health management, entrepreneurship or other productive activities, strengthening family relationships, and developing a post-retirement activity plan.
The Company provides equal opportunities for all employees to develop their competencies through equitable training and learning programs. The implementation of these development programs is aligned with job requirements, required competencies, performance evaluation results, and the Company's development priorities. This ensures that all employees have fair and equal opportunities to enhance their knowledge, skills, and capabilities in supporting the achievement of the Company's performance objectives.
WEGE regularly conducts an Employee Engagement Survey (EES) to understand employees’ engagement levels, work experiences, and perceptions of the work environment and organizational support. The survey results are used as one of the foundations for evaluating and developing Human Capital programs, particularly in enhancing the employee experience, competency development, workplace relationships, and a positive and productive work environment.
In 2025, the Employee Engagement Survey (EES) recorded an engagement rate of 60%. Over the past four years, EES results were 76% in 2022, 76% in 2023, 73% in 2024, and 60% in 2025. This trend has drawn the Company’s attention and serves as the basis for identifying areas for improvement and strengthening Human Capital management programs that are more responsive to employees’ needs and experiences.
In its implementation, the EES explores various aspects of the employee experience, including company support, supervisor support, working relationships within the organization, perceptions of the work environment and atmosphere, employee development, and employees’ emotional well-being. Through these aspects, WEGE gains insights into the factors that influence employees’ comfort, positive experiences, and engagement at work.
The EES results were also analyzed through the Say, Stay, and Strive dimensions, which illustrate the extent to which employees have a positive perception of the company, a desire to remain with the company, and a drive to contribute their best. In 2025, each of these dimensions recorded a score of 65% for “Say,” 57% for “Stay,” and 64% for “Strive.” These survey results serve as input for the Company in determining priorities for improving and strengthening its human capital management programs.
To support a more comprehensive understanding of employee experience and well-being, the EES also explores aspects related to job satisfaction and employee happiness. Job satisfaction is primarily reflected through questions regarding the work environment and atmosphere that make employees feel comfortable and content at work, and is further supported by questions about company support, managerial support, workplace relationships, and employee development. Meanwhile, the aspect of happiness is explored through questions regarding employees’ general emotional state and well-being.
In the future, WEGE will continue to refine the scope of the EES, including by considering more explicit measurements of the “purpose” aspect—which relates to the meaning and purpose of work for employees—as well as “stress,” which relates to the level of pressure or emotional burden experienced while performing their jobs.
WEGE is committed to enhancing employee competencies through development programs that are planned, measurable, and aligned with business needs and the dynamics of the construction industry. In 2025, the average training hours reached 26.45 hours per employee, with 1,055 employees or 93% of staff participating in training programs. The average training duration was recorded at 23.56 hours for male employees and 20.62 hours for female employees.
Through leadership programs, digital training, collaboration-based learning, and the strengthening of Diversity, Equity & Inclusion (DEI) principles, WEGE fosters an adaptive, inclusive, and sustainable learning culture. This approach is part of the company strategy to strengthen employee capacity, prepare future talent, and support long-term productivity and competitiveness.
WEGE develops tiered leadership programs to prepare talent that is competent, has integrity, and is ready to face future business needs. The program supports leadership continuity and the strengthening of managerial capacity at every level of the organization.
WEGE encourages the improvement of digital competencies through training and access to online learning, including LinkedIn Learning and Wikademy. This program supports digital transformation, technology utilization, and employee readiness in facing changes in the way of working.
WEGE strengthens its learning culture through knowledge sharing, internal learning forums, cross-unit discussions, and Communities of Practice. This approach encourages the exchange of knowledge, experience, and best practices to improve collective capabilities.
WEGE applies the principles of equality and non-discrimination in the work environment to create an inclusive, fair, and mutually respectful culture. This program supports equal opportunities for all employees to grow and contribute optimally.
WEGE develops employee competencies through mandatory and optional training programs tailored to job levels, individual needs, and the results of the Training Need Analysis (TNA) from each work unit. The program is designed in a measurable way, taking into account objectives, targets, budget, and implementation timeframe so that employee development aligns with business priorities and organizational needs.
To support flexible and sustainable learning, WEGE leverages digital platforms such as LinkedIn Learning and Wikademy, the learning platform within the WIKA Group. Through these platforms, employees can more easily access digital, professional, leadership, and functional-skills development materials.
Employee development is carried out through various methods, including learning, coaching, mentoring, assignment, internship, short courses, skills assessment, external certification, and further education. This approach strengthens a learning culture that is adaptive, measurable, and relevant to the company needs.
WEGE organizes training and competency development programs to help employees adapt to technological changes, industry needs, and the transition toward low-carbon construction. The programs include, among others:
- Training on green buildings and sustainable construction;
- IFRS training and sustainability-related disclosures;
- Training and awareness on the use of artificial intelligence, including its application in safety aspects;
- Training on Sustainable Construction Using Tropical Engineered Wood, including Glulam and Cross-Laminated Timber technologies;
- Development of digital competencies and technology-based work systems.
Competency development programs can include permanent employees, contract employees, and even project workers depending on the needs of the function and job. Through this training, WEGE aims to reduce the risk of skill obsolescence and prepare the workforce to face changes in work methods, digitalization, automation, and the development of green construction technology.
WEGE develops employee learning programs that refer to the integrated training system at the corporate level, while also being tailored to business needs, job competencies, and internal development priorities. Through this approach, training is not only a learning activity but also part of the company strategy to strengthen employee capacity, talent readiness, and organizational competitiveness.
Training effectiveness is measured continuously through participant satisfaction levels, changes in work behavior, supervisor assessments, and the suitability of materials to work-unit needs. This measurement helps WEGE ensure that every development program delivers a real impact on improving employee competence, productivity, and contribution in supporting the achievement of corporate targets.
The results of training evaluations are used as the basis for refining materials, learning methods, and subsequent development plans. In this way, WEGE encourages the creation of a learning culture that is adaptive, measurable, and relevant to the future needs of the organization.
WEGE ensures that every development program remains relevant, measurable, and impactful for enhancing employee capacity and the sustainability of corporate performance.
WEGE reaffirms its commitment to upholding the principles of fairness and equality in its compensation system for all employees. The Company ensures that every employee receives wages, benefits, and compensation in a fair and transparent manner, free from any form of discrimination. There is no disparity in base salary or compensation between female and male employees across all of the Company’s operational regions.
WEGE is committed to providing fair wages to all employees by ensuring that the wages paid meet or exceed the relevant cost-of-living estimates and are sufficient to support the basic needs of employees and their families, including food, housing, clothing, healthcare, transportation, and education. To support this commitment, the Company periodically reviews its wage structure through compensation surveys conducted by salary survey consultant and benchmarking against comparable companies in the construction industry.
Furthermore, WEGE guarantees that the minimum wage for employees remains at a level that is always above the DKI Jakarta Provincial Minimum Wage (UMP), in accordance with applicable laws and regulations. This policy is based on the Decree of the Minister of Manpower and Transmigration No. 226 of 2000 regarding amendments to several articles in Minister of Manpower Regulation No. PER-01/MEN/1999 concerning the Minimum Wage.
WEGE periodically reviews its compensation structure by taking into account changes in the cost of living based on the results of a compensation survey conducted by salary survey consultant, as well as benchmarking with other companies in the construction industry. This review serves as one of the bases for the Board of Directors in setting and evaluating the income structure, which consists of fixed pay, grade allowances, and other income components.
Through this process, WEGE strives to ensure that the fixed income components, apart from bonuses and overtime pay, remain competitive and adequate to support employees and their families in meeting basic needs, including food, housing, clothing, healthcare, transportation, and education.
| Business Unit | Province | Minimum Wage | Entry-Level Salary | Percentage |
|---|---|---|---|---|
| WEGE | DKI Jakarta | 5.396.761 | 8.086.000 | 149,83% |
WEGE applies a remuneration system based on job value, duties and responsibilities, level or grade, as well as performance evaluation results. With this approach, gender is not a factor in determining salaries and remuneration, so both female and male employees have the same opportunity to receive rewards based on work of equal value.
The company also monitors the consistency of applying the remuneration structure through job evaluations and performance reviews. As a strengthening step, WEGE prepares benchmarking and gender pay equality analysis to support more structured and regular monitoring of the gender pay gap.
In addition to base pay, WEGE provides various allowances and benefits for both permanent and contract employees, including position allowances, year-end bonuses, leave, insurance, health services, retirement planning, bonuses, stock ownership, maternity leave, and performance recognition programs. Through this policy, WEGE strengthens its commitment to equality, well-being, and an inclusive work environment.
| Types of Allowances | Permanent Employees | Contract Employees |
|---|---|---|
| Position Allowance | ||
| Religious Holiday Allowance | ||
| Vacation Pay | ||
| Life Insurance | ||
| Health Care | ||
| People with Disabilities | ||
| Preparing for Retirement | ||
| Stoke Ownership | ||
| Bonus | ||
| Maternity Leave | ||
| Achievement Recognition Program |
| Description | Gender | 2025 | 2024 | 2023 |
|---|---|---|---|---|
| Number of Employees Eligible For Maternity Leave | Male | 405 | 440 | 460 |
| Female | 55 | 60 | 65 | |
| Number of Employees Taking Maternity Leave | Male | 24 | 0 | 7 |
| Female | 2 | 2 | 2 | |
| Number of Employees Who Returned to Work During The Reporting Period After Their Maternity Leave Ended | Male | 24 | 0 | 7 |
| Female | 2 | 2 | 0 | |
| Percentage of Employees Who Take Maternity Leave And Return To Work | Male | 100% | 100% | 100% |
| Female | 100% | 100% | 100% |
Besides enrolling employees in the BPJS Health and BPJS Employment programs, WEGE provides additional protection through health insurance outside the government-mandated programs. The company also implements an Individual Health Program, including condition monitoring and the use of health benefits after medical check-ups.
Other social protections include pension programs, social assistance, and various welfare facilities aimed at supporting employee health, financial security, and quality of life.
WEGE supports the use of child-care facilities available through the WIKA Holding network as part of its efforts to create a family-friendly workplace. This support helps employees maintain a balance between their professional responsibilities and their family roles.
WEGE supports access to basic healthcare services for employees through healthcare facilities within the WIKA Holding group, as part of its commitment to creating a healthy, responsive workplace that cares about the well-being of its workers.
WEGE conducts periodic health examinations, or Medical Check-Ups (MCUs), for prospective employees and current employees in accordance with company policies. These examinations may include general, specialized, or specific MCUs based on job risks and employees’ health needs.
WEGE supports the use of lactation rooms available within the WIKA Holding environment as a way to support female employees, particularly nursing mothers. These facilities help create a more inclusive, comfortable, and family-friendly work environment.
In addition to coverage through BPJS Kesehatan and BPJS Ketenagakerjaan, WEGE provides supplemental health coverage in accordance with company policies. This support enhances employees’ access to healthcare services and welfare benefits.
WEGE offers selected employees the opportunity to pursue further education in line with the organization’s needs. This program aims to strengthen strategic competencies and support the company’s talent readiness for the future.
WEGE provides support to employees who pursue further education on their own through a study leave program in accordance with company policies. This support is part of our efforts to develop employees’ competencies and enhance their capabilities.
WEGE supports the development of young talent through an internship program as part of an effort to introduce participants to the professional world and strengthen the talent pipeline. This program provides a practical learning environment for students and recent graduates to gain an understanding of the needs of the construction industry.
WEGE runs a well-being program to support employees’ physical and mental health and work-life balance. The program includes stress management support, health education, mental wellness coaching, and initiatives that foster a supportive work environment.
WEGE promotes a healthy lifestyle through sports, recreational activities, gatherings, and hobby groups tailored to the capabilities and needs of each work unit. This program supports employees’ physical fitness, camaraderie, and work-life balance.
WEGE provides rest corners across several work areas as dedicated spaces for employees to take short breaks and recharge between activities. These facilities support employee comfort, well-being, and productivity.
As a form of appreciation for employee dedication and loyalty, WEGE provides gold as an incentive to employees who have served the Company for 25 years. This recognition program reflects the Company's appreciation for employees' long-term contributions in supporting WEGE's business growth and sustainability, while also serving as an effort to build a work culture that values commitment and enhances the retention of quality human resources within the Company.
WEGE places employee well-being as an important part of building a healthy, safe, inclusive, and productive work environment. This commitment is reflected through various well-being programs, health services, supporting facilities, and initiatives that help employees maintain a balance between work, personal health, and family responsibilities.
As part of its support for physical and mental health, WEGE provides an Employee Assistance Program (EAP) as a support service for employees facing personal or professional challenges, including work-related stress, family issues, and mental health concerns. This program is strengthened through psychological support, mental development activities, health education sessions, and internal campaigns to foster a more supportive and caring work environment.
The company also provides regular health services and sports activities to encourage a healthy lifestyle and improve employee fitness. In addition, WEGE offers family benefits, including maternity leave for female employees, paternity leave for employees whose spouses give birth, and leave to accompany sick family members.
As part of these family benefits, WEGE provides maternity leave for female employees for 14 weeks for the birth of their first child and 12 weeks for subsequent children, as well as paternity leave for male employees whose partners give birth, for 5 working days. Through this policy, WEGE strives to ensure that every employee has sufficient time to support the birth process and the early stages of child-rearing, while also supporting employees’ dual roles as professionals and family members.
To support employees in balancing their professional and family roles, WEGE provides supporting facilities such as adequate lactation rooms and other workplace facilities. Through these initiatives, WEGE strives to create a caring, balanced, and sustainable work ecosystem, enabling employees to perform optimally while maintaining their own well-being and that of their families.
WEGE manages working hours, break times, and holidays based on the Collective Labor Agreement (CLA). Normal working hours are set for five days a week, Monday to Friday, with eight hours per day or 40 hours per week. Working hours can be adjusted according to the needs of each unit, including implementing a three-shift system with eight hours per shift. In emergencies, force majeure, or other specific conditions, the Company can also apply a Work From Anywhere (WFA) mechanism following the established policy. WFA is implemented as part of WEGE’s flexible working arrangements to support productivity, work effectiveness, and a balance between operational requirements and employee needs, subject to work schedules, unit requirements, and supervisor approval.
During WFA, employees remain required to comply with working-hour provisions, maintain availability during working hours, record attendance through My WEGE, and comply with information security and work discipline requirements. Through this arrangement, WEGE ensures that coordination, communication, performance targets, and business continuity remain effectively maintained.
To support accurate monitoring of working hours, employee attendance and check-in times are recorded through the My WEGE app and the Human Capital Management System (HCMS), accessible via mobile devices or the website. This recording helps the Company monitor attendance and ensure working hours are followed according to applicable regulations.
Work done outside normal working hours or on official holidays is considered overtime. It must be based on operational needs and first get approval from a supervisor through an Overtime Work Order. To maintain employee health and well-being, overtime is limited to a maximum of three hours per day and 14 hours per week. (PKB WEGE 2025–2026, Chapter VIII, Article 44)
Employees who do not receive grade allowances are entitled to overtime pay according to the applicable laws and regulations, based on the calculation rules set out in the PKB. Overtime compensation may also be given in the form of other allowances according to applicable regulations. Additionally, for employees who work more than three hours of continuous overtime and miss their meal time, the Company provides overtime meals as part of employee welfare. (PKB WEGE 2025–2026, Chapter VIII, Article 45)
Attendance data is integrated into a dashboard that provides information on absenteeism rates, tardiness, and employees' average working hours, both at the corporate and business unit levels. This dashboard supports more accurate, transparent, and efficient monitoring while serving as a basis for evaluating employee discipline and enabling data-driven decision-making.
The Company has implemented an online attendance system via the MyWEGE app as the official means of recording employee attendance. The implementation of this digital system supports administrative efficiency, improves the accuracy of attendance data, and facilitates real-time attendance monitoring.
Employee annual leave entitlements are recorded and tracked through the Human Capital Management System (HCMS) platform. This system allows both employees and the company to clearly see leave entitlements, usage, and remaining leave. Annual leave can be used up until June of the following year. WEGE also provides long leave or extra leave every five years of service, which can be used as rest time or compensated according to company policies. This tracking helps the company encourage employees to use their leave and maintain a work-life balance.
WEGE regularly communicates with employee representatives through the Bipartite Cooperation Institution and the Employee Union. Meetings are held at least three times a year and can be conducted anytime if there are labor issues that need to be discussed.
Discussions in this forum cover developments in labor regulations, company conditions, employee rights and welfare, working conditions, resolution of personnel issues, as well as the drafting and evaluation of Collective Labor Agreements. This forum serves as a platform for dialogue between management and employees to create a harmonious industrial relationship.
SEKAR WIKA Gedung serves as an employee representative body of PT Wijaya Karya Bangunan Gedung Tbk, playing a role in fostering harmonious, open, and constructive industrial relations between employees and the company. Through SEKAR, employee aspirations can be communicated in a more structured manner, enabling communication, collaboration, and the resolution of employment-related matters to run effectively in accordance with the principles of fairness, compliance, and sustainable corporate governance.
As part of its commitment to healthy employment relations, SEKAR WIKA Gedung also supports the creation of a conducive work environment through dialogue, coordination, and an active role in bridging the interests of employees and the company. This role is important in maintaining a balance between the fulfillment of employee rights, business continuity, and the achievement of the company’s long-term organizational objectives.
In 2024, SEKAR WIKA Gedung held a National Conference as an organizational forum to establish the management structure for the 2024–2026 period. The management structure consists of the Central Executive Board and Branch Executive Boards representing the Head Office, project areas, concessions, and modular business units, ensuring that employee representation reaches various work units and operational areas of the company. By the end of 2025, SEKAR WIKA Gedung represents 100% of WEGE employees, and all employees or 100% of WEGE workers are covered under the Collective Labor Agreement. This agreement regulates employee rights and responsibilities, working conditions, welfare, dispute resolution, and the mechanisms of industrial relations between the company and the workers.
To strengthen transparency and representation in industrial relations, the management structure of SEKAR WIKA Gedung for the 2024–2026 period is presented in a structured manner through the Central Executive Board and Branch Executive Boards. This structure reflects the role of each representative in supporting coordination, communication, and the channeling of employee aspirations across the company’s various work areas.
WEGE is committed to upholding human rights in a fair and transparent manner by ensuring that employees’ rights are protected under the Collective Labor Agreement (CLA) and by fostering an inclusive work environment.
WEGE is committed to upholding human rights in all its operations by ensuring that the fundamental rights of every individual are respected and protected through Collective Bargaining Agreements (CBAs). The company actively prevents all forms of discrimination and harassment, and is committed to developing phased human rights mitigation and remediation measures to address potential risks in the workplace.
The company is currently continuing to strengthen its human rights management framework and is preparing to develop a structured due diligence mechanism to evaluate human rights protections in line with responsible business practices, as reflected in the following report.
Based on the results of the Human Rights Due Diligence process and monitoring through the Whistleblowing System, PT Wijaya Karya Bangunan Gedung Tbk (WEGE) states that throughout 2025, no actual human rights incidents or violations were identified—whether directly caused by or involving the Company—in its operations or supply chain.
Consequently, no remedial actions were required during this period. The Company continues to maintain its readiness through the Whistleblowing System, which is accessible to all stakeholders, to ensure that any potential human rights impacts in the future can be identified, addressed, and remedied in a transparent, accountable, and timely manner.
WEGE provides an open and easily accessible complaint mechanism for customers and stakeholders to submit complaints, feedback, or reports of alleged violations related to the company’s services. Every report is handled objectively and accountably through a proper process of verification, follow-up, and resolution, while maintaining the confidentiality of the reporter. This commitment is part of WEGE’s efforts to strengthen service quality, trust, and stakeholder satisfaction.
The complaint handling process is conducted in a structured manner, beginning with the receipt of a report by the WBS Point of Contact (PIC) with an SLA of 1x24 hours, followed by review by the Compliance Team and initial verification by each, with an SLA of 1 day. If supporting evidence is available, the report will be classified based on the type of case and forwarded to the investigation process with an SLA of 1–90 calendar days, the results are then processed through key conclusions, the Ethics Council, recommendations, and ultimately a decision by Senior Management/the Board of Directors, with a follow-up SLA of 3 days for each step.
WEGE places Occupational Health, Safety, and Environment (OHSE) as a key priority in creating a decent, safe, healthy, and productive work environment. The implementation of K3L is carried out comprehensively across all business lines, including at the corporate, division, and project levels, and applies to employees, project workers, contractors, subcontractors, suppliers, and other parties involved in WEGE’s business activities.
WEGE’s OHSE implementation refers to relevant national regulations and international standards, including the Construction Safety Management System, the Occupational Health and Safety Management System in accordance with Government Regulation No. 50 of 2012, ISO 45001:2018 on Occupational Health and Safety Management Systems, ISO 14001:2015 on Environmental Management Systems, and ISO 50001:2018 on Energy Management Systems. This commitment is further strengthened through internal policies and procedures, including the OHS Policy, Stop Work Authority, SMK3L guidelines, high-risk work permit procedures, SHE Plan, PPE standards, working-at-height safety, electrical installation safety, and the safe operation of lifting equipment and tower cranes.
K3L management is implemented through a tiered structure involving the Quality, Safety, Health and Environment Division at the corporate level, the QSHE function at the division level, and the Safety, Health & Environment function at the project level. WEGE also conducts regular monitoring and evaluation through internal audits, QSHE Kick-Off Meetings, QSHE clinics, QSHE monitoring, QSHE Patrol, and QSHE Coordination Meetings.
Through a structured and sustainable OHSE system, WEGE encourages the active involvement of all employees and business partners in achieving zero work accidents, preventing occupational diseases, reducing fire risks, and maintaining compliance with applicable laws and regulations. This commitment forms part of WEGE’s efforts to build a safe, healthy, compliant, and sustainable work culture that supports the continuity of the company’s operations.
There was a change in the basis for calculating NLTI (Non-Lost Time Injury) in 2025. In 2024 and the preceding years, NLTI was calculated in accordance with the applicable provisions of the Minister of Manpower Regulation (Permenaker). Meanwhile, starting in 2025, the Company adjusted its NLTI calculation methodology to align with the standards established by State-Owned Enterprises (SOEs/BUMN). This change was made to align the measurement methodology with the SOE standards used as a reference for occupational safety and health performance. Consequently, there is a difference in the basis of calculation between the periods prior to 2025 and those starting in 2025.
The decline in the Lost Time Injury (LTI) rate indicates improved effectiveness in the implementation of Occupational Safety and Health (OSH/K3) programs within the Company. This improvement was supported by strengthened prevention programs and increased employee awareness of workplace safety risks, including:
Working at Height Training to enhance employee competency and promote safe work practices, as well as thematic K3 programs and the Bi-Weekly Safety Program to increase safety awareness and strengthen risk control in the workplace.
Implementation of Work Instruction (IK) for Mental Health Measurement as part of a more comprehensive K3 approach. This program aims to identify and monitor employees’ psychological conditions that may potentially affect concentration, productivity, and safety at work.
Through the strengthening of these programs, the Company continues to foster a strong safety culture, proactively identify and control risks, and promote a safe and healthy working environment. These efforts contribute to the reduction of LTI incidents and the continuous improvement of the Company’s K3 performance.
| Category | 2025 | 2024 | 2023 |
|---|---|---|---|
| Minor Injury | 2 | 5 | 8 |
| Temporarily Unable to Work (SMTB) | 1 | 0 | 1 |
| Fatal/Passed Away | 0 | 0 | 0 |
| Indicator | 2025 | 2024 | 2023 | 2022 |
|---|---|---|---|---|
| Severity Rate | 0 | 0 | 0 | 0 |
| Frequency Rate (NLTI) | 0 | 0 | 0 | 0 |
| Frequency Rate (LTI) | 0 | 0 | 0 | 0 |
| Accident-Free Work Hours | 956.800 | 1.040.000 | 10.92.000 | 1.160.640 |
| Indicator | 2025 | 2024 | 2023 | 2022 |
|---|---|---|---|---|
| Severity Rate | 0.08 | 0 | 0.36 | 0 |
| Frequency Rate (NLTI) | 0.02 | 0.17 | 0.42 | 0.54 |
| Frequency Rate (LTI) | 0.02 | 0 | 0.05 | 0 |
| Accident-Free Work Hours | 14.478.472 | 29.672.550 | 19.240.450 | 27.976.064 |
WEGE prioritizes Occupational Safety, Health, and Environmental Protection (K3L) in all its operational activities. Through the implementation of a structured K3 management system, the company strives to create a safe, healthy, productive, and sustainable work environment for all workers, including employees, contract workers, outsourced personnel, and other stakeholders in the workplace.
WEGE implements integrated OHS practices through safety communication, employee participation, hazard reporting, and the promotion of a safe work culture across all operational areas. Forums such as the QHSE Patrol, QHSE Induction, SHE Morning Talk, Toolbox Meeting, and QSHE Training serve as platforms to enhance employees’ understanding of workplace risks and preventive measures. In 2025, WEGE recorded 0 fatal accidents and 0 cases of work-related illnesses, reflecting the company’s commitment to safeguarding worker safety and health.
WEGE systematically conducts hazard identification, risk assessment, and risk control for every work activity. Control measures are implemented through safe work practices, inspections, the use of personal protective equipment, special supervision, and the application of standard procedures. Special attention is given to high-risk work such as electrical work, work at heights, scaffolding, lifting and transport equipment, hot work, excavation, manual handling, and the handling of hazardous and toxic materials.
WEGE identifies hazards across all work activities through Hazard Identification, Risk Assessment, and Risk Determining Control (HIRARDC) and Job Safety Analysis (JSA). This system enables the company to systematically identify potential hazards in every task on a construction project, assess the associated risk levels, and implement control measures in accordance with the risk control hierarchy.
To ensure that potential hazards are properly identified and risks are effectively controlled throughout the construction process, WEGE conducts regular inspections and oversight through QSHE monitoring, QSHE clinics, 360-degree inspections, Root Cause Analysis (RCA), inspections of lifting and handling equipment, inspections of auxiliary equipment, Permits to Work, and QSHE patrols as part of its internal inspection activities on-site.
WEGE has established an accident investigation procedure; every workplace incident within WEGE must be recorded, reported, and analyzed to identify the root cause of the incident. The results of the investigation are used as the basis for developing corrective and preventive actions to ensure that similar incidents do not recur. This process strengthens accountability, fosters shared learning, and promotes the continuous improvement of the occupational health and safety (OHS) system.
WEGE conducts ongoing occupational health and safety (OHS) training to enhance workers’ competencies in accordance with the level of occupational risk. The training program includes general OHS training as well as specialized training, such as first aid, electrical safety, working at heights, lifting and transport equipment, scaffolding, hot work, manual handling, excavation work, hazardous materials handling, and certification as a Junior Construction OHS Specialist.
WEGE provides occupational health and safety (OHS) support resources and health facilities such as first aid kits, emergency clinics, emergency response equipment, personal protective equipment (PPE), evacuation routes, safety signs, and OHS communication tools. The company also implements employee health programs through periodic health checkups, counseling, ergonomics awareness sessions, nutrition education, sports activities, BPJS Health coverage, and health insurance. By 2025, more than 90% of employees will undergo a Medical Check-Up (MCU), and the company will conduct three health talk sessions and ergonomics training.
To prioritize and integrate action plans with measurable targets to address occupational safety and health (OSH) risks, WEGE conducts Incident & Near-Miss Analyses and Evaluations of the Effectiveness of Administrative Controls. In response to the evaluation results, WEGE has developed and begun implementing strategic improvement measures for the current year and the future through Strengthening Safety Leadership at the Supervisor Level, Digitization of Reporting and Inspections, and a Safety Mental Health program. We provide a reporting system for workers to report work-related hazards and dangerous situations encountered through direct reporting to supervisors or OSH officers at the worksite, as well as a digital reporting system via an internal app.
WEGE monitors OHS performance through indicators such as workplace accidents, severity levels, accident frequency, accident-free work hours, and data on work-related illnesses. In 2025, WEGE recorded 2 minor incidents, 1 incident resulting in temporary incapacity to work (SMTB), and 0 fatal incidents. OSH performance is also monitored through accident-free working hours, which totaled 956.800 working hours for employees and 14.478.472 working hours for contractors. The results of this evaluation serve as the basis for improving risk control and strengthening a safety culture on an ongoing basis.
At WEGE, the safety of all workers, including business partners, is a top priority. Every prospective vendor and subcontractor is screened through the Contractor Quality Safety Management System (CQSMS) before a project begins to ensure their professional competence and adherence to occupational health and safety (HSE) standards that align with WEGE’s system. This commitment is consistently enforced on-site and applies to all parties, from subcontractor management to foremen and workers. Through the comprehensive implementation of safety standards, WEGE strives to create a safe work environment so that every worker can complete their tasks and return home safely.
WEGE prioritizes customer satisfaction as a key indicator of service quality improvement and project success. Through the Customer Satisfaction Index (CSI), the company regularly measures customer perceptions of product quality, timeliness, responsiveness, communication, and post-project service. The survey results serve as the basis for performance evaluation, continuous improvement, and the strengthening of long-term relationships with customers built on trust and professionalism.
WEGE implements Customer Relationship Management (CRM) as an integrated approach to ensure every interaction with customers. From the initial stages through post-construction, we focus on a single goal: creating customer satisfaction and ensuring its sustainability. Supported by the implementation of measurable Service Level Agreements (SLAs), WEGE guarantees responsive, timely, and high-quality service at every phase of the project. Through synergy, WEGE’s CRM not only maintains relationships but also transforms them into sustainable strategic partnerships. Moreover, WEGE has provided confirmation to the customer regarding the receipt of the complaint through the documented Minutes of Arrangement, ensuring proper acknowledgment, traceability, and follow-up of the reported concern
WEGE measures the impact of its CSR/TJSL programs through an integrated impact measurement approach that combines Social Return on Investment (SROI) and the Community Satisfaction Index (IKM). This approach is used to assess the social value generated from each program investment while also understanding the level of satisfaction and acceptance among beneficiary communities.
The measurement results show that WEGE’s CSR/TJSL programs generate social benefits that exceed the costs incurred, supported by positive community satisfaction levels. Through this evaluation, WEGE strengthens transparency, accountability, and continuous improvement in managing impact-driven social programs.
