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Page 1
Mempertahankan Pertumbuhan
melalui Ketangguhan
Sustaining Growth through Resilience
2025
LAPORAN TAHUNAN
ANNUAL REPORT
Page 2
Sanggahan dan Batasan Tanggung Jawab Disclaimer and Limitation of Liability Laporan Tahunan PT Astra International Tbk disusun The Annual Report of PT Astra International Tbk is berdasarkan ketentuan peraturan perundang-undangan prepared in accordance with applicable laws and yang berlaku, dan dengan memperhatikan prinsip- regulations, and with due regard to the principles of prinsip Tata Kelola Perusahaan yang Baik. Laporan Good Corporate Governance. This Annual Report can Tahunan ini dapat diunduh di situs web resmi Perseroan be downloaded from the Company's official website at yaitu www.astra.co.id. www.astra.co.id. Laporan Tahunan Astra berisi pernyataan-pernyataan The Astra Annual Report contains statements, data, serta data dan informasi, yang beberapa diantaranya and information, some of which may be considered dapat dianggap sebagai pandangan masa depan forward-looking statements and involve risks and (forward looking statements) dan memiliki prospek uncertainties, whereby actual results may differ risiko dan ketidakpastian, dimana kenyataan yang terjadi materially from those stated in the statements. mungkin dapat secara material berbeda dengan apa yang terdapat dalam pernyataan. Panduan Umum General Guidance Dalam Laporan Tahunan ini kata ‘Perseroan’ dan ‘Astra’ In this Annual Report, the words “the Company” and mengacu pada PT Astra International Tbk sebagai “Astra” refer to PT Astra International Tbk as the perusahaan induk. Adapun kata ‘Grup’ dan ‘Grup parent company. The words ‘Group’ and “Astra Group” Astra’ merujuk pada PT Astra International Tbk, anak refer to PT Astra International Tbk, its subsidiaries, perusahaan dan perusahaan afiliasinya. Adakalanya kata and its affiliates. The word “we” is sometimes used ‘kami’ digunakan sebagai kemudahan untuk menyebut for convenience to refer to PT Astra International Tbk PT Astra International Tbk secara umum. Seluruh in general. All financial information is presented in informasi keuangan disajikan dalam mata uang “Rupiah” Indonesian Rupiah in accordance with Indonesian sesuai dengan Standar Akuntansi Keuangan Indonesia. Financial Accounting Standards.
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Mempertahankan Pertumbuhan
melalui Ketangguhan
Sustaining Growth through Resilience
Di usia 68 tahun, Astra berdiri sebagai At 68 years of age, Astra stands as a
perusahaan dengan tujuh lini bisnis, company with seven business lines, more
lebih dari 300 anak perusahaan, ventura than 300 subsidiaries, joint ventures, and
bersama, dan entitas asosiasi, telah associated entities, has navigated the
menghadapi berbagai dinamika perubahan evolving dynamics and developments
dan perkembangan industri, yang turut across industries, which have brought new
memberikan tantangan dan peluang baru. challenges and opportunities.
Meski demikian, dengan portofolio bisnis Nevertheless, with a diverse business
yang beragam, posisi pasar yang kuat di portfolio, strong market positions across
berbagai bisnis inti, tata kelola yang baik, its core businesses, good corporate
alokasi modal yang disiplin, kolaborasi governance, disciplined capital allocation,
yang solid dalam ekosistem Grup, serta solid collaboration within the Group’s
penerapan nilai-nilai Catur Dharma, Astra ecosystem, and the consistent application
senantiasa dapat terus berkarya dan of Catur Dharma values, Astra continues
memberikan kontribusi yang bermakna to create and deliver meaningful
bagi Indonesia. contributions for Indonesia.
Kekuatan dari keberagaman bisnis ini The strength of Astra business diversity
juga menjadi akar yang kuat dalam also serves as a strong foundation in
menopang bisnis Astra yang resilient dan supporting business resiliency and
secara harmonis berkontribusi terhadap harmoniously contributing to the
kesejahteraan masyarakat Indonesia. community welfare across Indonesia.
Page 4
Kesinambungan Tema
Theme Continuity
2024 2023
Terus Tumbuh dengan Diversifikasi – Menuju Masa Depan melalui Pertumbuhan
Akselerasi Informasi Berkelanjutan
Growing Through Diversification – Shaping the Future through
Accelerating Information Sustainable Growth
Portofolio bisnis yang telah terdiversifikasi selama ini Mulai tahun 2023, peta jalan yang telah ditetapkan untuk
merupakan kunci yang mendorong pertumbuhan Astra masing-masing lini bisnis Grup Astra telah dilaksanakan
di tengah perubahan pasar yang dinamis sepanjang tahun dengan mengacu pada optimalisasi bisnis, penciptaan
2024. Dengan memperkuat bisnis inti dan memperluas dan penguatan nilai tambah serta pengembangan
portofolio bisnis, Astra berhasil menyeimbangkan ekosistem. Peta jalan tersebut disusun dengan
kinerja yang solid dengan keberlanjutan jangka memperhatikan perubahan berbagai elemen eksternal
panjang. Hal ini juga mencerminkan kemampuan Astra dan perubahan landscape serta mengintegrasikan
dalam beradaptasi dan bertransformasi. Didukung oleh Astra 2030 Sustainability Aspirations guna memastikan
ekosistem bisnis yang saling terhubung secara sinergis, pertumbuhan berkelanjutan dan relevansi Astra di masa
Astra terus mengoptimalkan sumber daya dan rantai mendatang - menuju visi Astra 2030 sebagai pride of
pasokan. Kami akan melanjutkan dan mengakselerasi the nation.
perjalanan transformasi ini dengan komitmen dan
dedikasi penuh untuk mewujudkan visi Sejahtera Starting in 2023, the roadmap that has been set for each
Bersama Bangsa. of Astra Group's business lines has been implemented
with reference to business optimization, the creation
Astra's diversified business portfolio has been key to and strengthening of added value, and ecosystem
its growth amid dynamic market changes throughout development. The roadmap was developed by taking
2024. By reinforcing its core businesses and expanding into account various external changes and changes
its business portfolio, Astra has successfully balanced in the landscape, as well as integrating Astra 2030
solid performance with long-term sustainability. This Sustainability Aspirations to ensure Astra's sustainable
also reflects Astra's ability to adapt and transform. growth and relevance in the future—towards Astra
Supported by a synergistically interconnected business 2030's vision as the pride of the nation.
ecosystem, Astra continues to optimize its resources
and supply chain. We will continue and accelerate this
transformation journey with full commitment and
dedication to realizing the vision of Prosperity for
the Nation.
2
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2022 Mempercepat Transisi, Perkuat Aksi & Perluas Dampak Accelerating Transition, Strengthening Action & Widening Impact Dalam evolusi perjalanan 65 tahunnya, Grup Astra memasuki tahun 2022 dengan pendekatan dan sikap yang optimis namun tetap waspada. Dengan penerapan nilai-nilai Catur Dharma secara konsisten dan tata kelola perusahaan yang baik, Astra tetap optimis dalam mencermati tantangan dan menghadapinya sebagai peluang untuk terus bertumbuh dan berkembang dengan lebih baik. Di tengah situasi pandemi COVID-19, perkembangan disrupsi teknologi dan bisnis model serta tekanan geopolitik, Grup memutuskan untuk meningkatkan perjalanan keberlanjutannya dengan menetapkan Astra 2030 Sustainability Aspirations, yang memuat aspirasi dan target terukur yang ingin dicapai Astra pada tahun 2030 di pilar Portfolio, People dan Public Contribution. Astra ingin menjadi bisnis yang lebih sustainable dan resilient , yang dapat berkontribusi dalam memperkuat ekonomi Indonesia serta mendukung masyarakat yang sejahtera dan inklusif. In its 65-year evolution, Astra Group entered 2022 with an optimistic yet cautious approach and attitude. With the consistent application of Catur Dharma values and good corporate governance, Astra has remained optimistic in observing challenges and facing them as opportunities to continue to grow and develop for the better. Amidst the COVID-19 pandemic, technological and business model disruptions, and geopolitical pressures, the Group decided to enhance its sustainability journey by establishing Astra 2030 Sustainability Aspirations, which contain measurable aspirations and targets that Astra aims to achieve by 2030 in the pillars of Portfolio, People, and Public Contribution. Astra aims to become a more sustainable and resilient business that can contribute to boosting Indonesia's economy and supporting a prosperous and inclusive society. ASTRA Laporan Tahunan 2025 Annual Report 3
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Daftar Isi
Table of Contents
Sanggahan dan Batasan Tanggung Jawab
Disclaimer and Limitation of Liability
54 Profil Perusahaan
Penjelasan Tema Company Profile
1 Theme Explanation
Tentang Astra
Kesinambungan Tema
56 About Astra
2 Theme Continuity
Perjalanan Astra
Tumbuh Bersama Indonesia
58 Astra's Journey
6 Growing with Indonesia
Motto, Cita-Cita, dan Filosofi Perusahaan
66 Motto, Aim, and Company Philosophy
10 Ikhtisar Visi dan Misi
67 Vision and Mission
Highlights
Segmen Usaha, Portofolio Produk dan Jasa
Ikhtisar Keuangan
68 Business Segments, Products and Services Portfolio
12 Financial Highlights Struktur Organisasi
Ikhtisar Saham
72 Organizational Structure
14 Stock Highlights Profil Dewan Komisaris
Aksi Korporasi Terkait Saham
76 Board of Commissioners Profile
15 Shares-Related Corporate Action Profil Direksi
Ikhtisar Obligasi
82 Board of Directors Profile
16 Bonds Highlights Komposisi Dewan Komisaris dan Direksi
Composition of the Board of Commissioners
Penghargaan dan Sertifikasi Tahun 2025
88 and Directors
16 2025 Awards and Certifications
Profil Komite-Komite
Peristiwa Penting
90 Committee Profiles
18 Significant Events
Struktur Grup Astra
92 Astra Group Structure
30 Laporan Manajemen Informasi Pemegang Saham
94 Shareholder Information
Management Report
Entitas Anak, Perusahaan Asosiasi,
Laporan Komisaris Perusahaan Ventura Bersama
33 Board of Commissioners’ Report 96 Subsidiaries, Associates, Joint Ventures
Dewan Komisaris Kronologi Pencatatan Saham
38 Board of Commissioners 104 Stock Listing Chronology
Laporan Direksi Kronologi Penerbitan
dan/atau Pencatatan Efek Lainnya
41 Board of Directors’ Report
Chronology of Issuance and/or Listing
Direksi 104 of Other Securities
50 Board of Directors
Obligasi, Sukuk, atau Obligasi Konversi
Tanggung Jawab Laporan Tahunan 2025 105 Bonds, Sukuk, or Convertible Bonds
52 Responsibility for Annual Report 2025
Informasi Lembaga/Profesi Penunjang Pasar Modal
Information on Capital Market Supporting
105 Institutions/Professions
Keanggotaan Asosiasi
106 Membership in Associations
Akses Informasi dan Situs Web Resmi
107 Access to Information and Official Website
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108 Penunjang Bisnis 330 Tata Kelola Perusahaan
Business Support Good Corporate Governance
Sumber Daya Manusia Struktur Corporate Governance Astra
110 Human Capital 333 Astra’s Corporate Governance Structure
Digitalisasi, Teknologi Informasi, Rapat Umum Pemegang Saham
dan Keamanan Siber 334 General Meeting of Shareholders
Digitalization, Information Technology,
Dewan Komisaris
116 and Cyber Security
343 Board of Commissioners
Direksi
130 Pembahasan dan 351 Board of Directors
Penilaian Kinerja Dewan Komisaris dan Direksi
Analisis Manajemen Performance Evaluation of the Board
Management Discussion and Analysis 357 of Commissioners and Board of Directors
Opsi Saham dan Kepemilikan Saham
Otomotif dan Mobilitas Dewan Komisaris dan Direksi
132 Automotive and Mobility Stock Option and Board of Commissioners
Grup Mobil
361 and Board of Directors Share Ownership
136 Automobile Group Komite-Komite Dewan Komisaris
Grup Sepeda Motor
362 Board of Commissioners’ Committees
163 Motorcycles Group Sekretaris Perusahaan
Produsen dan Penjual Komponen Otomotif
376 Corporate Secretary
168 Automotive Component Manufacturer and Trader Hubungan Investor
Produk dan Jasa Lainnya
379 Investor Relations
175 Other Products and Services Komunikasi Perusahaan
Mobilitas
381 Corporate Communications
179 Mobility Sistem Pengendalian Internal
Jasa Keuangan
388 Internal Control System
188 Financial Services Grup Internal Audit (GIA)
Pembiayaan
389 Group Internal Audit (GIA)
193 Financing Manajemen Risiko
Asuransi
393 Risk Management
216 Insurance Auditor Eksternal
Perbankan
401 External Auditor
226 Banking Budaya Perusahaan
Alat Berat, Pertambangan, Konstruksi, dan Energi
402 Corporate Culture
234 Heavy Equipment, Mining, Construction, and Energy Sistem Pelaporan Pelanggaran dan Kepatuhan Hukum
Agribisnis
403 Whistleblowing System and Legal Compliance
266 Agribusiness Kode Etik, Kebijakan Anti-Fraud dan Antikorupsi
Infrastruktur
404 Code of Conduct, Anti-Fraud and Anti-Corruption Policy
274 Infrastructure Implementasi Rekomendasi OJK mengenai
Pedoman Tata Kelola Perusahaan Terbuka
Teknologi Informasi
Implementation of OJK Recommendations on
284 Information Technology
407 Corporate Governance Guideline for Public Companies
Properti
292 Property
Inisiatif Bisnis Baru: Layanan Kesehatan 410 Tanggung Jawab Sosial
306 New Business Initiative: Healthcare
dan Lingkungan Perusahaan
Tinjauan Kinerja Keuangan
310 Financial Performance Overview Corporate Social and
Environment Responsibility
412 Laporan Keuangan
Financial Report
ASTRA Laporan Tahunan 2025 Annual Report 5
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Tumbuh
Bersama Indonesia
Growing with Indonesia
Astra telah melewati berbagai macam
kondisi sejak berdiri tahun 1957. Dengan
berpedoman pada filosofi Catur Dharma,
Astra berkomitmen untuk terus tumbuh
dan berkontribusi bagi Indonesia.
Astra has gone through various conditions
since its establishment in 1957. Guided
by the Catur Dharma philosophy, Astra
is committed to continuing to grow and
contribute to Indonesia.
68
Tahun Years
Berkontribusi untuk Indonesia
7
Divisi Bisnis
Business Divisions
Contributing for Indonesia
Tercatat di Bursa Sejak Tahun
Publicly Listed Since
1990
6
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Diversifikasi
Portofolio Bisnis
Diversified Business Portfolio
Diversifikasi bisnis menjadi salah
satu kunci keberlanjutan Grup Astra
selama 68 tahun berkontribusi untuk
Indonesia. Sinergi dalam ekosistem
dan fokus terhadap keberlanjutan
menjadi salah satu strategi utama
322
dalam menjaga keunggulan kompetitif
* di tengah kondisi yang dinamis.
Business diversification has been one
of the keys to Astra Group's business
Perusahaan sustainability during its 68 years of
contribution in Indonesia. Synergy
Companies within the ecosystem and a focus on
sustainability are key strategies in
maintaining a competitive advantage
amid dynamic conditions.
> 190,000
Karyawan di Seluruh Indonesia
*
* Termasuk induk perusahaan,
anak perusahaan, ventura bersama,
dan entitas asosiasi.
* Including the parent company, subsidiaries,
Employees all over Indonesia joint ventures, and associates.
ASTRA Laporan Tahunan 2025 Annual Report 7
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Divisi Bisnis
Business Division
Otomotif Mencakup solusi transportasi Posisi Pasar yang Kuat
terintegrasi, mulai dari
& Mobilitas manufaktur, distribusi, hingga
Strong Market Position
Automotive layanan purnajual. Memiliki posisi pasar yang kuat di
& Mobility Encompasses integrated industri mobil dan sepeda motor.
transportation solutions, Maintains a strong presence in the
ranging from manufacturing car and motorcycle market.
and distribution to after-sales
services.
Meliputi pembiayaan, Pemain Utama Industri
Jasa asuransi, dan perbankan,
Key Industry Player
Keuangan menghadirkan layanan
keuangan yang mudah diakses Merupakan pemain utama dalam pembiayaan
Financial Services
dan terpercaya. kendaraan mobil dan sepeda motor.
Includes financing, insurance, A key player in car and motorcycle financing.
and banking, provides
accessible and reliable
financial services.
Alat Berat, Menyediakan solusi alat berat, Pemain Signifikan di Industri
kontraktor penambangan, serta
Pertambangan, pertambangan mineral dan
Significant Industry Player
Konstruksi dan energi yang terintegrasi dan Pemain signifikan sebagai distributor
Energi berkelanjutan. alat berat dan kontraktor pertambangan.
Heavy Equipment, Provides integrated and A significant distributor of
sustainable solutions for heavy heavy equipment and mining contractor.
Mining, Construction
and Energy equipment, mining contractors,
and mineral and energy mining.
Agribisnis
Agribusiness
Mencakup pengelolaan
perkebunan kelapa sawit dan
produk turunannya, dengan
280.3K ha
tetap memperhatikan aspek Luas lahan tertanam
keberlanjutan. Total planted land
Covers palm oil plantation
management and its derivative
products, with a strong focus on
sustainability.
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Infrastruktur
Infrastructure
Menghadirkan solusi
konektivitas yang menopang
aktivitas perekonomian
396km
dari mulai jalan tol hingga Panjang ruas jalan tol
pelabuhan. Total toll road length
Provides connectivity solutions
that support economic
activities ranging from toll
roads to ports.
92
Menyediakan solusi digital,
Teknologi
layanan teknologi informasi,
Informasi hingga solusi dokumen.
Titik layanan di seluruh Indonesia
Information Provides digital solutions,
Service points in Indonesia
Technology information technology
services, and document
solutions.
Properti Mengembangkan residensial,
Property
komersial, serta gudang
modern yang menawarkan
91%
keunggulan fasilitas dan Okupansi gedung Menara Astra
Menara Astra building occupancy
desain.
Develops residential,
commercial, and modern
warehouse properties that
offer superior facilities and
design.
ASTRA Laporan Tahunan 2025 Annual Report 9
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Ikhtisar
Highlights
10
Page 13
Ikhtisar Keuangan Ikhtisar Obligasi
12 Financial Highlights 16 Bonds Highlights
Ikhtisar Saham Penghargaan dan Sertifikasi
14 Stock Highlights Tahun 2025
16 2025 Awards and Certifications
Aksi Korporasi Terkait Saham
15 Shares-Related Corporate Action Peristiwa Penting
18 Significant Events
ASTRA Laporan Tahunan 2025 Annual Report 11
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Ikhtisar Keuangan
Financial Highlights
Angka-angka pada seluruh tabel dan grafik dinyatakan dalam The figures in all tables and graphs are expressed in billions of
miliaran Rupiah dan menggunakan notasi bahasa Inggris Rupiah and use English notation unless otherwise specified.
kecuali disebutkan lain.
Uraian 2025 2024 8 2023 2022 2021 Description
Laporan Laba Rugi dan Penghasilan Komprehensif Lain Statement of Profit or Loss and Other Comprehensive Income
Pendapatan Bersih 323,392 328,480 316,565 301,379 233,485 Net Revenue
Laba Bruto 71,444 73,059 73,310 70,088 51,033 Gross Profit
Laba Tahun Berjalan 40,205 43,273 44,501 40,420 25,586 Profit for the Year
Laba yang Diatribusikan kepada: Profit Attributable to:
- Pemilik Entitas Induk 32,769 33,901 33,839 28,944 20,196 Owners of the Parent -
- Kepentingan Nonpengendali 7,436 9,372 10,662 11,476 5,390 Non-controlling Interests -
Penghasilan Komprehensif Comprehensive Income for the Year
Tahun Berjalan 39,665 45,851 43,672 45,945 27,781
Penghasilan Komprehensif yang Diatribusikan kepada: Comprehensive Income Attributable to:
- Pemilik Entitas Induk 32,463 35,408 33,418 32,191 21,755 Owners of the Parent -
- Kepentingan Nonpengendali 7,202 10,443 10,254 13,754 6,026 Non-controlling Interests -
Posisi Keuangan (Neraca) Financial Position (Balance Sheets)
Jumlah Aset 507,366 471,449 445,405 413,297 367,311 Total Assets
Aset Lancar 188,555 176,261 166,186 179,818 160,262 Current Assets
Aset Tidak Lancar 318,811 295,188 279,219 233,479 207,049 Non-Current Assets
Investasi pada Ventura Investments in Joint
Bersama dan Entitas Asosiasi 73,441 66,130 61,348 46,725 37,794 Ventures and Associates
Jumlah Liabilitas 216,554 199,445 194,981 169,577 151,696 Total Liabilities
Liabilitas Jangka Pendek 152,078 130,497 125,022 119,198 103,778 Current Liabilities
Liabilitas Jangka Panjang 64,476 68,948 69,959 50,379 47,918 Non-Current Liabilities
Jumlah Pinjaman 110,301 100,673 93,310 70,721 72,486 Total Borrowings
Jumlah Ekuitas 290,812 272,004 250,424 243,720 215,615 Total Equity
Ekuitas yang Dapat Diatribusikan Equity Attributable
kepada Pemilik Entitas Induk 228,906 213,676 198,640 192,142 172,053 to Owners of the Parent
Analisa Rasio dan Informasi Lain Ratio Analysis and Other Information
Modal Kerja Bersih1 31,168 31,869 32,975 28,407 22,081 Net Working Capital
1
Laba Bersih terhadap Aset 2
8% 9% 10% 10% 7% 2
Return on Assets
Laba Bersih terhadap Ekuitas 3
14% 16% 18% 17% 12% 3
Return on Equity
Marjin Laba Bruto 22% 22% 23% 23% 22% Gross Profit Margin
Marjin Laba Bersih 12% 13% 14% 13% 11% Net Profit Margin
Rasio Lancar (x) 1.2 1.4 1.3 1.5 1.5 Current Ratio (x)
Rasio Liabilitas terhadap Aset (x) 0.4 0.4 0.4 0.4 0.4 Liabilities to Assets Ratio (x)
Rasio Liabilitas terhadap Ekuitas (x) 0.7 0.7 0.8 0.7 0.7 Liabilities to Equity Ratio (x)
Saham Beredar (dalam jutaan) 40,214 40,484 40,484 40,484 40,484 Outstanding Share (in millions)
Laba per Saham (Rp) 4 810 837 836 715 499 4
Earnings per Share (Rp)
Nilai Aset Bersih per Saham (Rp) 5,692 5,278 4,907 4,746 4,250 Net Asset Value per Share (Rp)
Dividen Interim per Saham (Rp) 98 98 98 88 45 Interim Dividend per Share (Rp)
Dividen Final per Saham (Rp) 2925 308 421 552 194 Final Dividend per Share (Rp)
Rasio Utang Bersih terhadap Ekuitas6 N/A7 N/A7 N/A7 N/A7 N/A7 6
Net Debt to Equity Ratio
1. Piutang Usaha + Persediaan - Utang Usaha 1. Trade Receivables + Inventories - Trade Payables
2. Laba tahun berjalan/Aset 2. Profit for the year/Assets
3. Laba tahun berjalan/Ekuitas 3. Profit for the year/Equity
4. Laba yang Diatribusikan kepada Pemilik Entitas Induk/Jumlah Rata-Rata Tertimbang Saham Beredar 4. Profit Attributable to Owners of the Parent/Weighted Average Number of Outstanding Shares
5. Tergantung persetujuan pemegang saham pada Rapat Umum Pemegang Saham Tahunan 5. Subject to the approval of shareholders at Annual General Meeting of Shareholders in
bulan April 2026 April 2026
6. Utang Bersih tidak termasuk Jasa Keuangan/Ekuitas 6. Net Debt excludes Financial Services/Equity
7. N/A karena posisi kas bersih 7. N/A due to net cash position
8. Penyesuaian kembali sehubungan dengan penerapan PSAK 117: Kontrak Asuransi 8. Restated due to implementation of PSAK 117: Insurance Contracts
12 Ikhtisar Highlights
Page 15
Pendapatan Bersih (dalam miliar Rupiah) Laba yang Diatribusikan kepada Pemilik
Net Revenue (in billion Rupiah) Entitas Induk (dalam miliar Rupiah)
Profit Attributable to Owners of the Parent
(in billion Rupiah)
316,565 328,480 323,392
301,379
33,839 33,901 32,769
28,944
233,485
20,196
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
Jumlah Aset (dalam miliar Rupiah) Jumlah Ekuitas (dalam miliar Rupiah)
Total Assets (in billion Rupiah) Total Equity (in billion Rupiah)
507,366 290,812
471,449 272,004
250,424
243,720
215,615
445,405
413,297
367,311
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
Laba per Saham (dalam Rupiah) Dividen per Saham (dalam Rupiah)
Earnings per Share (in Rupiah) Dividend per Share (in Rupiah)
836 837 810 640
715
519
499 406 390*
552
421
239
308 292* Final
194
88 98 98 98 Interim
45
2021 2022 2023 2024 2025 2021 2022 2023 2024 2025
* Tergantung persetujuan pemegang saham pada Rapat Umum Tahunan bulan April 2026
Subject to the approval of shareholders at Annual General Meeting in April 2026
ASTRA Laporan Tahunan 2025 Annual Report 13
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Ikhtisar Saham
Stock Highlights
Pergerakan Harga dan Volume Perdagangan Saham Perseroan (ASII) di BEI
Price Movement and Trading Volume of the Company's Shares (ASII) on the IDX
Harga Volume
Price Volume
7,500 300,000,000
6,250 250,000,000
5,000 200,000,000
3,750 150,000,000
2,500 100,000,000
1,250 50,000,000
0 0
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2024 2025
Harga Penutupan Volume Perdagangan
Closing Price Trading Volume
Harga dan Volume Perdagangan Saham Perseroan (ASII) di BEI
Price and Trading Volume of the Company’s Shares (ASII) on the IDX
Triwulan Jumlah Saham Harga Saham Rata-rata Volume Kapitalisasi
Quarter Beredar (lembar Share Price Perdagangan Pasar (juta Rp)
saham) Harian (saham) Market
Total Outstanding Tertinggi (Rp) Terendah (Rp) Penutupan (Rp) Average Daily Capitalization
Shares (share) Highest (Rp) Lowest (Rp) Closing (Rp) Trading Volume (million Rp)
(share)
2025
I 40,483,553,140 4,960 4,530 4,920 34,258,328 199,179,081
II 40,483,553,140 4,940 4,430 4,500 54,426,635 182,175,989
III 40,483,553,140 5,900 4,450 5,775 42,305,528 233,792,519
IV 40,213,715,340 6,725 5,625 6,700 40,076,040 271,239,806
2024
I 40,483,553,140 5,700 4,930 5,150 77,108,955 208,492,600
II 40,483,553,140 5,275 4,290 4,460 77,686,938 180,558,640
III 40,483,553,140 5,275 4,380 5,050 58,993,786 204,444,200
IV 40,483,553,140 5,300 4,870 4,900 42,526,337 198,371,600
14 Ikhtisar Highlights
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Aksi Korporasi Terkait Saham Shares-Related Corporate Action Astra telah menyelesaikan program share buyback Astra has completed its share buyback program dengan nilai Rp2 triliun yang berlangsung dari amounting to Rp2 trillion, which was conducted from 3 November 2025 - 13 Januari 2026. Program ini bertujuan 3 November 2025 to 13 January 2026. The program untuk mendukung upaya Pemerintah dalam menjaga aimed to support the Government’s efforts to maintain stabilitas pasar modal Indonesia, serta dilaksanakan stability in the Indonesian capital market, and was sesuai dengan ketentuan yang berlaku, khususnya implemented in accordance with the prevailing Peraturan Otoritas Jasa Keuangan (POJK) No. 13/ regulations, in particular Financial Services Authority POJK.04/2023 tentang Pembelian Kembali Saham yang Regulation (POJK) No. 13/POJK.04/2023 on Share Dikeluarkan oleh Perusahaan Terbuka dalam Kondisi Buybacks by Public Companies under Significantly Pasar yang Berfluktuasi Secara Signifikan dan POJK Fluctuating Market Conditions and POJK No. 29/ No. 29/POJK.04/2023 tentang Pembelian Kembali Saham POJK.04/2023 on Share Buybacks by Public Companies. yang Dikeluarkan oleh Perusahaan Terbuka. Berikut merupakan rincian pelaksanaan share buyback The following table sets out the details of the share tersebut: buyback implementation: Keterangan Periode Buyback 1 Description Buyback Period 1 Periode Buyback | Buyback Period 3 November 2025 - 13 Januari | January 2026 Nilai Maksimum Buyback | Maximum Buyback Value Rp2 triliun | trillion Total Saham yang Dibeli Kembali | Total Shares Repurchased 305,213,900 lembar saham | shares Total Nilai Saham yang Dibeli Kembali | Total Value Shares Repurchased Rp2 triliun | trillion Dengan mempertimbangkan pelaksanaan share Considering the execution of the share buyback above, buyback di atas, berikut adalah pergerakan serta posisi the following table presents the movement and treasury saham treasuri Perseroan per 31 Desember 2025: shares position of the Company as at 31 December 2025: Keterangan Total Saham Description Total Shares Saham treasuri per 31 Desember 2024 Treasury shares as of 31 December 2024 0 Pergerakan saham treasuri selama tahun 2025 Treasury shares movement during 2025 269,837,800 Saham treasuri per 31 Desember 2025 Treasury shares as of 31 December 2025 269,837,800 Jumlah Saham Beredar Total Outstanding Shares 40,213,715,340 Jumlah Saham Ditempatkan dan Disetor Total Shares Issued and Paid Up 40,483,553,140 Suspensi atau Delisting Suspension or Delisting Selama tahun buku 2025, tidak terdapat suspensi During the 2025 financial year, there were no suspensions atau delisting dari Bursa Efek Indonesia terhadap or delistings from the Indonesia Stock Exchange perdagangan saham Astra. regarding Astra's stock trading. ASTRA Laporan Tahunan 2025 Annual Report 15
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Ikhtisar Obligasi
Bonds Highlights
Pada tahun 2025, Perseroan tidak menerbitkan obligasi In 2025, the Company did not issue bonds or other
maupun efek lainnya di luar saham. securities other than shares.
Penghargaan dan Sertifikasi Tahun 2025
2025 Awards and Certifications
Penghargaan Awards
Bulan Titel Penghargaan Ajang Pemberi Penghargaan
Month Award Title Event Awarding Organization
Mei | May Indonesia Public Relations Top Leader Indonesia Public Relations Warta Ekonomi
2025 for Inspiring Transformational Top Leaders 2025
Communication in Corporate Culture
and Social Impact Programs kategori
Manufaktur kepada Direktur Astra
Gita Tiffani Boer
Indonesia Public Relations Top Leader
2025 for Inspiring Transformational
Communication in Corporate Culture
and Social Impact Programs for
Manufacture category to Director of
Astra Gita Tiffani Boer
Mei | May Big Cap The Best Investor Trust InvestorTrust
Companies 2025
Juni | June Indonesia Excellence Good Corporate Indonesia Excellence Good Warta Ekonomi
Ethics in Advancing Governance Corporate Governance (GCG)
through Technology and Risk Conflict Awards 2025
Mitigation
Juli | July Best Communication Use of Digital The 5th ASEAN PR Excellence ASEAN Public Relations
Platform Gold Award Awards Network
September Biggest Company by Total Employees Fortune Indonesia FORTUNE Indonesia
100 Gala 2025
September Fortune Indonesia Top 100 Category Fortune Indonesia FORTUNE Indonesia
Industrials 100 Gala 2025
September Apresiasi Emiten dalam kategori Malam Apresiasi Emiten 2025 Tempo Media Group
Main Indeks, High Growth, & IDNFinancials
High Dividend and Big Market Cap
Appreciation for Issuers in
the Main Index, High Growth,
High Dividend, and Big Market
Cap categories
Oktober | October Waste Management Lestari Awards 2025 KG Media
Oktober | October The Best Public Company 2025 in The Best Public Company 2025 Warta Ekonomi
Multi‑sector Holdings for Valuable WartaEkonomi
Market Share
16 Ikhtisar Highlights
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Bulan Titel Penghargaan Ajang Pemberi Penghargaan
Month Award Title Event Awarding Organization
November Best First Steps on a Measurement AMEC Global Communication International Association
Journey, Bronze Award Effectiveness Awards 2025 for the Measurement and
Evaluation of Communication
(AMEC)
November Kategori Sustainable Synergy Indonesia Sustainable Synergy Plus Idea Komunika
(Multisector Holding) and SDGs Visionary Leader & Netralnews.com
Sustainable Synergy Category (Multi- Award 2025
sector Holding)
November Kategori Eco-Innovation ESG Appreciation 2025 B-Universe
Eco-Innovation Category
November Kategori Inspirasi Wirausaha Beritasatu Malam B-Universe
& Ekonomi Kreatif Apresiasi 2025
Entrepreneurial Inspiration
& Creative Economy Category
Desember | December Juara 1 Kategori Corporate PR Indonesia Public Relations Warta Ekonomi
Tema Umum Top Leaders 2025
1st Winner in the Corporate PR
Category (General Theme)
Sertifikasi Certifications
Sertifikasi dan Akreditasi Masa Berlaku
Certifications and Accreditations Validity Period
BCA Green Mark For Existing Non-Residential Buildings 2024 - 2027
Greenship For Neighborhood (Plan) 2023 - 2028 & 2024 - 2029
Green Toll Road 2025 - 2027
IATF 16949 Sistem Manajemen Mutu Industri Otomotif 2025 - 2028
Automotive Industry Quality Management System
ISO 9001 Sistem Manajemen Mutu 2025 - 2028
Quality Management System
ISO 14001 Sistem Manajemen Lingkungan 2025 - 2028
Environmental Management System
ISO 27001 Sistem Manajemen Keamanan Informasi 2020 - 2026
Information Security Management System
ISO 27701 Sistem Manajemen Informasi Privasi 2023 - 2026
Privacy Information Management System
ISO 45001 Sistem Manajemen Keselamatan dan Kesehatan Kerja 2025 - 2028
Occupational Health and Safety Management System
ISO 50001 Sistem Manajemen Energi 2025 - 2028
Energy Management System
ISPO Sistem Sertifikasi Perkebunan Kelapa Sawit Berkelanjutan Indonesia 2025 - 2030
Indonesia Sustainable Palm Oil
SMK3 Sistem Manajemen Keselamatan dan Kesehatan Kerja 2025 - 2028
Occupational Health and Safety Management System
ASTRA Laporan Tahunan 2025 Annual Report 17
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Peristiwa Penting
Significant Events
21 Januari | January 2025
Lima Desa Sejahtera Astra Raih Penghargaan di
ASEAN Tourism Awards 2025 | Five Astra Prosperous
Village Win Awards at the 2025 ASEAN Tourism Awards
Lima Desa Sejahtera Astra berhasil meraih penghargaan di ajang bergengsi
ASEAN Tourism Awards (ATA) 2025 yang berlangsung di Johor Bahru,
Malaysia. Penghargaan ini menjadi wujud pengakuan atas upaya kolektif
masyarakat desa setempat dalam mengelola potensi wisata berbasis
komunitas secara berkelanjutan. Kelima desa tersebut adalah Desa Wisata
Kaki Langit (Bantul, Yogyakarta), Desa Wisata Osing Kemiren (Banyuwangi,
Jawa Timur), Desa Wisata Sudaji (Buleleng, Bali), Desa Wisata Botubarani
(Bone Bolango, Gorontalo), dan Desa Wisata Iboih (Sabang, Aceh).
Five Astra Prosperous Village won awards at the prestigious 2025 ASEAN
Tourism Awards (ATA) held in Johor Bahru, Malaysia. These awards are a
recognition of the collective efforts of local village communities in managing
community-based tourism potential in a sustainable manner. The five
villages are Kaki Langit Tourism Village (Bantul, Yogyakarta), Osing Kemiren
Tourism Village (Banyuwangi, East Java), Sudaji Tourism Village (Buleleng,
Bali), Botubarani Tourism Village (Bone Bolango, Gorontalo), and Iboih
Tourism Village (Sabang, Aceh).
21 Februari | February 2025
HUT Ke-68 Astra: Bergerak Bersama untuk Hari Ini
dan Masa Depan Indonesia | Astra's 68th Anniversary:
Moving Together for Today and the Future of Indonesia
Memasuki usia ke 68 tahun, Astra menggaungkan tema “Bergerak Bersama
untuk Hari Ini dan Masa Depan Indonesia”, yang bermakna bahwa segala
kontribusi positif yang dilakukan Astra bersama dengan masyarakat
hingga hari ini bertujuan untuk mewujudkan masa depan Indonesia yang
berkelanjutan dan inklusif. Melengkapi momentum hari jadi, Astra juga
mendapatkan pengakuan dari Majalah TIME bekerja sama dengan Statista,
yang menobatkan Astra sebagai salah satu perusahaan terbaik di seluruh
Asia Pasifik untuk tahun 2025.
In its 68 th year, Astra echoed the theme “Moving Together for Indonesia's
Today and Tomorrow,” which means that all positive contributions made
by Astra together with the community to date are aimed at realizing
a sustainable and inclusive future for Indonesia. Complementing the
anniversary momentum, Astra also received recognition from TIME
Magazine in collaboration with Statista, which named Astra as one of the
best companies in the Asia Pacific region for 2025.
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25 Februari | February 2025 Desa Sejahtera Astra Purworejo Ekspor Coffee Wood dan Coconut Rope Dog Chew ke Eropa dan Amerika Serikat | Astra Prosperous Village Purworejo Exports Coffee Wood and Coconut Rope Dog Chew to Europe and the United States Desa Sejahtera Astra Purworejo melakukan ekspor produk mainan hewan Coffee Wood dan Coconut Rope Dog Chew ke Eropa dan Amerika Serikat senilai Rp35 miliar. Ekspor ini merupakan hasil kolaborasi Astra dengan Kementerian Perdagangan Republik Indonesia dan Kementerian Desa dan Pembangunan Daerah Tertinggal Republik Indonesia. Produk ekspor Desa Sejahtera Astra Purworejo diolah dari sumber daya lokal seperti kayu kopi sisa peremajaan dan sabut kelapa yang dibuat menjadi tali untuk mainan hewan yang berkualitas tinggi dan ramah lingkungan. Astra Prosperous Village Purworejo exported Coffee Wood and Coconut Rope Dog Chew animal toys to Europe and the United States worth Rp35 billion. This export is the result of collaboration between Astra and the Ministry of Trade of the Republic of Indonesia and the Ministry of Villages and Disadvantaged Regions of the Republic of Indonesia. The export products of Astra Prosperous Village Purworejo are processed from local resources such as coffee wood leftovers from rejuvenation and coconut fiber that can be made into ropes for high-quality and environmentally friendly animal toys. 6 Mei | May 2025 Astra dan Toyota Perkuat Kemitraan Strategis di Bisnis Mobil Bekas | Astra and Toyota Strengthen Strategic Partnership in Used Car Business Toyota Motor Asia (Singapore) Pte. Ltd. (“TMA”) membeli 40% saham di PT Astra Digital Mobil (“ADMO”), yang memiliki bisnis mobil bekas online- to-offline OLXmobbi. Setelah transaksi, Grup tetap memiliki kontrol atas ADMO dengan kepemilikan saham sebesar 60%. Kolaborasi ini memperkuat kemitraan antara Astra dan TMA yang telah terjalin selama ini, dan bertujuan untuk memodernisasi sektor mobil bekas dan memperluas akses pelanggan dalam mendapatkan kendaraan berkualitas dan layanan terkait lainnya di seluruh Indonesia. Toyota Motor Asia (Singapore) Pte. Ltd. (“TMA”) acquired 40% stake in Astra Digital Mobil (“ADMO”), which owns OLXmobbi, an online-to-offline used car business. Following the transaction, the Group retains a 60% controlling interest in ADMO. This collaboration strengthens the longstanding partnership between Astra and TMA and aims to modernise the used car market and enhance customer access to high-quality vehicles and other related services across Indonesia. ASTRA Laporan Tahunan 2025 Annual Report 19
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8 Mei | May 2025
RUPS Tahunan 2025 Astra | Astra 2025 Annual GMS
Astra mengadakan Rapat Umum Pemegang Saham Tahunan (RUPST) 2025,
yang antara lain menerima pengunduran diri Bapak Bambang Permadi
Soemantri Brodjonegoro sebagai Komisaris Independen Perseroan dan
Bapak Suparno Djasmin sebagai Direktur Perseroan, serta mengangkat
kembali Bapak John Raymond Witt dan Bapak Stephen Patrick Gore,
masing-masing sebagai Komisaris Perseroan. Selain itu, RUPST juga
menyetujui laporan tahunan (termasuk mengesahkan laporan keuangan)
dan menyetujui pembagian dividen untuk tahun buku 2024.
Astra held its 2025 Annual General Meeting of Shareholders (AGMS),
which, among other things, accept the resignations of Mr. Bambang Permadi
Soemantri Brodjonegoro as Independent Commissioner of the Company
and Mr. Suparno Djasmin as Director of the Company, as well as re-appoint
Mr. John Raymond Witt and Mr. Stephen Patrick Gore as Commissioner of
the Company, respectively. Additionally, the AGMS approved the annual
report (including ratifying the financial statements) and approved the
distribution of dividends for the 2024 financial year.
4 Juni | June 2025
Dukung Keberagaman dan Inklusivitas,
Astra Resmikan Komunitas Perempuan Astra
| Supporting Diversity and Inclusivity, Astra Launches the Astra
Women's Community
Dalam rangka mendukung keberagaman dan inklusivitas, Astra
meluncurkan komunitas Perempuan Astra dalam acara Astra Women
Community bertema “Beyond Diversity: Performing and Transforming
Diversity Towards Sustainability”. Komunitas Perempuan Astra akan menjadi
wadah pengembangan dan pemberdayaan kepemimpinan perempuan,
yang bertujuan untuk meningkatkan jumlah pemimpin perempuan di Astra
melalui berbagai inisiatif yang mendorong pengembangan karier, jaringan
profesional, dan kesejahteraan di Astra. Selain itu, komunitas ini juga
akan mendorong penerapan budaya kerja yang inklusif guna menciptakan
lingkungan yang mendukung work-life balance, serta mencegah diskriminasi
dan pelecehan di tempat kerja.
In order to support diversity and inclusivity, Astra launched the Astra Women's
Community at the Astra Women Community event with the theme “Beyond
Diversity: Performing and Transforming Diversity Towards Sustainability”.
The Astra Women's Community will be a forum for the development and
empowerment of female leadership, which aims to increase the number of
female leaders at Astra through various initiatives that encourage career
development, professional networking, and welfare at Astra. In addition,
this community will also encourage the implementation of an inclusive
work culture to create an environment that supports work-life balance and
prevents discrimination and harassment in the workplace.
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16 Juli | July 2025 Enam Inovasi Digital dari Pemenang Astranauts 2025 | Six Digital Innovations from the Winners of Astranauts 2025 Setelah melewati rangkaian tahap penjaringan, bimbingan dan presentasi final di hadapan dewan juri, Astranauts resmi menetapkan enam pemenang yang berinovasi dalam menciptakan solusi untuk mendukung penguatan ekosistem digital dan teknologi di Indonesia. Astranauts yang telah diinisiasi Astra sejak tahun 2022, merupakan kompetisi inovasi digital dan konferensi teknologi berskala nasional yang terbuka bagi startup dan mahasiswa dari seluruh Indonesia. Pada tahun pelaksanaan yang keempat ini, Astranauts 2025 diikuti oleh 2.186 peserta, dan terpilih 20 finalis yang mempresentasikan karyanya di depan dewan juri. After going through a series of selection stages, mentoring, and final presentations in front of the jury, Astranauts officially announced six winners who have innovated in creating solutions to support the strengthening of the digital and technology ecosystem in Indonesia. Astranauts, which was initiated by Astra in 2022, is a national-scale digital innovation competition and technology conference open to startups and students from all over Indonesia. In its fourth year, Astranauts 2025 was participated in by 2,186 participants, and 20 finalists were selected to present their work before the jury. 10 Agustus 2025 | August 2025 Festival Astra 2025 | Astra Festival 2025 Festival Astra 2025 yang diinisiasi untuk mendukung kolaborasi lintas komunitas yang suportif, inklusif, dan inspiratif resmi digelar pada 9-10 Agustus 2025 di Plaza Parkir Timur, Senayan, Jakarta. Melalui festival ini Astra mengajak mengajak masyarakat menjelajahi sudut inspiratif, yang terdiri dari Harmoni Kontribusi Astra sebagai showcase kontribusi sosial berkelanjutan Astra, Gelora Insan Astra sebagai perayaan kompetisi olahraga dan seni untuk Insan Astra, serta Semesta Berpesta sebagai panggung konser musik. Sebagai bagian dari rangkaian Festival Astra 2025, telah dilaksanakan Anugerah Harmoni Kontribusi Astra pada 8 Agustus 2025 di Catur Dharma Hall, Menara Astra, sebagai bentuk apresiasi kepada para tokoh dan komunitas binaan Astra yang telah berkontribusi nyata melalui inisiatif sosial berkelanjutan dalam kategori Kesehatan, Pendidikan, Lingkungan, dan Kewirausahaan. The Astra Festival 2025, initiated to support supportive, inclusive, and inspiring cross-community collaboration, officially took place on 9-10 August 2025, at the East Parking Plaza, Senayan, Jakarta. Through this festival, Astra invited the public to explore its inspirational corners, which consisted of Astra’s Harmony of Contribution as a showcase of Astra’s sustainable social contributions; Astra’s Spirit as a celebration of sports and arts competitions for Astra employees; and The Universe Celebrates as a music concert stage. As part of the Astra Festival 2025 series, the Astra Contribution Harmony Awards were held on 8 August 2025, at Catur Dharma Hall, Menara Astra, as a form of appreciation for Astra-supported figures and communities who have made tangible contributions through sustainable social initiatives in the categories of Health, Education, Environment, and Entrepreneurship. ASTRA Laporan Tahunan 2025 Annual Report 21
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13 Agustus | August 2025
Astra Dukung Penyelenggaraan Emergency Disaster
Reduction & Rescue Expo 2025 | Astra Supports the
Emergency Disaster Reduction & Rescue Expo 2025
Astra berpartisipasi dalam Emergency Disaster Reduction & Rescue Expo
(EDDR) 2025 yang diselenggarakan oleh Kementerian Koordinator Bidang
Pembangunan Manusia dan Kebudayaan Republik Indonesia. Selama tiga
hari pelaksanaan, EDDR menampilkan solusi inovatif dan teknologi canggih
dalam mitigasi dan penanganan bencana, sekaligus menjadi ajang kolaborasi
lintas sektor dalam memperkuat kesiapsiagaan nasional. Dalam kesempatan
ini Astra menampilkan berbagai inisiatif yang telah dijalankan melalui
program Nurani Astra Berbagi untuk Negeri, yang berfokus pada penguatan
kapasitas di tiga fase yaitu pra bencana, saat bencana, dan pasca bencana.
Astra participated in the Emergency Disaster Reduction & Rescue
Expo (EDDR) 2025 organized by the Coordinating Ministry for Human
Development and Culture of the Republic of Indonesia. During the three-
day event, EDDR showcased innovative solutions and advanced technologies
in disaster mitigation and management, while also serving as a platform for
cross-sector collaboration in strengthening national preparedness. On this
occasion, Astra presented various initiatives that have been implemented
through the Nurani Astra Berbagi untuk Negeri (Astra's Conscience Sharing
for the Country) program, which focuses on capacity building in three
phases: pre-disaster, during disaster, and post-disaster.
17 Agustus | August 2025
Upacara Peringatan HUT ke-80 Republik Indonesia
| Celebrating Indonesia's 80th Independence Day
Memperingati 80 tahun kemerdekaan Republik Indonesia, Astra
mengadakan upacara bendera di Menara Astra yang diikuti oleh Direksi dan
karyawan. Acara ini juga dilaksanakan oleh Grup Astra di berbagai wilayah
di Indonesia. Dalam kesempatan yang sama Astra juga meluncurkan aktivasi
digital di Instagram @satu_indonesia bertajuk “Indonesiaku, Kebanggaanku”,
yang mengajak masyarakat untuk menyuarakan kebanggaan terhadap
budaya, alam, dan kearifan lokal Indonesia yang beragam.
Commemorating 80 years of independence of the Republic of Indonesia,
Astra held a flag raising ceremony at Menara Astra, which was attended by
the Board of Directors and employees. This event was also held by Astra Group
in various regions in Indonesia. On the same occasion, Astra also launched
a digital activation on Instagram @satu_indonesia entitled “Indonesiaku,
Kebanggaanku” (My Indonesia, My Pride), which invites the public to voice
their pride in Indonesia's diverse culture, nature, and local wisdom.
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20 Agustus | August 2025 Groundbreaking Rumah Layak Huni Astra di Banyumas | Groundbreaking of Astra Decent Housing program in Banyumas Langkah nyata Astra untuk turut serta membangun Indonesia salah satunya diwujudkan melalui pembangunan 250 unit rumah layak huni, yang ditandai dengan groundbreaking di Desa Tunjung, Kecamatan Jatilawang, Banyumas, Jawa Tengah. Pembangunan 250 unit rumah layak huni gratis tersebut dilaksanakan di dua wilayah binaan Desa Sejahtera Astra, yaitu 165 unit di wilayah Banyumas, Jawa Tengah, dan 85 unit di wilayah Garut, Jawa Barat. Para penerima manfaat adalah masyarakat berpenghasilan rendah, khususnya petani dan warga di wilayah Desa Sejahtera Astra dan Hutan Karbon Astra. One of Astra's concrete steps to participate in developing Indonesia is through the construction of 250 Astra Decent Housing, marked by a groundbreaking ceremony in Tunjung Village, Jatilawang District, Banyumas, Central Java. The construction of 250 free decent housing was carried out in two areas under the guidance of Astra Prosperous Village, namely 165 units in the Banyumas area, Central Java, and 85 units in the Garut area, West Java. The beneficiaries were low-income communities, particularly farmers and residents in the Astra Prosperous Village & Astra Sustainable Forest area. 20 September 2025 Astra Berpartisipasi di Paviliun Indonesia di World Expo 2025 Osaka | Astra Participates in the Indonesian Pavilion at World Expo 2025 Osaka Partisipasi Astra di World Expo 2025 Osaka merupakan kelanjutan dari keterlibatan Astra sejak Expo 2010 di Shanghai, dilanjutkan dengan Expo 2015 di Milan, dan Expo 2020 di Dubai. Pada kesempatan ini, Produk Desa Sejahtera Astra serta produk UMKM Yayasan Astra-Yayasan Dharma Bhakti Astra turut dipamerkan. Sementara Yayasan Astra-Yayasan Pendidikan Astra Michael D. Ruslim berpartisipasi dalam pertunjukan kreasi nusantara. Astra’s participation in the 2025 Osaka World Expo marks a continuation of the company’s involvement, which began at the 2010 Shanghai Expo, followed by the 2015 Milan Expo and the 2020 Dubai Expo. On this occasion, Astra Prosperous Village products and products from the Astra Foundation-Dharma Bhakti Astra Foundation’s SMEs were also exhibited. Meanwhile, the Astra Foundation-Michael D. Ruslim Astra Education Foundation participated in the Nusantara creative showcase. ASTRA Laporan Tahunan 2025 Annual Report 23
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30 September 2025
Astra Perkuat Portofolio di Sektor Infrastruktur
Industri & Logistik | Strengthening its Portfolio
in the Industrial & Logistics Infrastructure Sector
Grup mengakuisisi 83,67% saham PT Mega Manunggal Property Tbk
(”MMP”), perusahaan pengembang properti industri dan logistik
yang tercatat di Bursa Efek Indonesia. Grup kemudian meningkatkan
kepemilikannya pada bulan Desember menjadi 91,44% setelah
penyelesaian penawaran tender wajib. Akuisisi ini merupakan bagian
dari strategi Grup untuk memanfaatkan pertumbuhan yang pesat atas
kebutuhan infrastruktur industri dan logistik di Indonesia.
The Group acquired an 83.67% stake in PT Mega Manunggal Property Tbk
(“MMP”), an industrial and logistics property developer listed on
the Indonesia Stock Exchange. The Group increased its interest to 91.44%
in December, following the completion of a mandatory tender offer.
This acquisition is part of the Group's strategy to capitalize on the rapid
growth in demand for industrial and logistics infrastructure in Indonesia.
10 Oktober | October 2025
Astra Dukung Indonesia International Sustainability
Forum 2025 | Astra Supports Indonesia International
Sustainability Forum 2025
Astra memperkuat komitmen terhadap pembangunan berkelanjutan
melalui partisipasi dalam Indonesia International Sustainability Forum
(ISF) 2025. Forum yang menjadi wadah kolaborasi lintas sektor ini diinisiasi
oleh Kementerian Koordinator Bidang Infrastruktur dan Pembangunan
Kewilayahan Republik Indonesia, Kementerian Investasi dan Hilirisasi/Badan
Koordinasi Penanaman Modal (BKPM) Republik Indonesia, dan Kamar
Dagang dan Industri (KADIN) Indonesia, untuk memperkuat kemitraan
dalam mewujudkan ekonomi berkelanjutan dan berdaya saing global.
Dukungan Astra dalam ISF 2025 juga diwujudkan melalui kehadiran booth
interaktif yang menampilkan berbagai produk dan inisiatif keberlanjutan
Grup Astra.
Astra strengthens its commitment to sustainable development through
its participation in the Indonesia International Sustainability Forum (ISF)
2025. This forum, which serves as a platform for cross-sector collaboration,
was initiated by the Coordinating Ministry for Infrastructure and Regional
Development of the Republic of Indonesia, the Ministry of Investment
and Downstream Industry/Investment Coordinating Board (BKPM) of the
Republic of Indonesia, and the Indonesian Chamber of Commerce and
Industry (KADIN) to strengthen partnerships in realizing a sustainable and
globally competitive economy. Astra's support for ISF 2025 is also manifested
through the presence of an interactive booth displaying various products
and sustainability initiatives of Astra Group.
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20 Oktober | October 2025 UMKM Binaan Astra Catat Nilai Transaksi Rp70,79 Miliar di Trade Expo Indonesia 2025 | Astra- assisted MSMEs Recorded Rp70.79 Billion in Transactions at Trade Expo Indonesia 2025 UMKM binaan Astra mencatat nilai transaksi sebesar Rp70,79 miliar (setara USD4,29 juta) dan menandatangani delapan Memorandum of Understanding (MoU) dalam ajang Trade Expo Indonesia (TEI) 2025 yang berlangsung di ICE BSD, Tangerang. Pencapaian ini merupakan hasil partisipasi 23 UMKM binaan yang difasilitasi Astra melalui program Desa Sejahtera Astra dan Yayasan Astra-Yayasan Dharma Bhakti Astra untuk memperluas jejaring ekspor serta memperkenalkan produk lokal unggulan ke pasar internasional. Astra-assisted MSMEs recorded a transaction value of Rp70.79 billion (equivalent to USD4.29 million) and signed eight Memoranda of Understanding (MoUs) at the Trade Expo Indonesia (TEI) 2025 event held at ICE BSD, Tangerang. This achievement is the result of the participation of 23 MSMEs facilitated by Astra through the Astra Prosperous Village program and the Astra-Dharma Bhakti Astra Foundation to expand export networks and introduce leading local products to the international market. 24 Oktober | October 2025 Kampung Berseri Astra Kemiren Terima Upgrade Programme of Best Tourism Villages dari UN Tourism 2025 | Kampung Berseri Astra Kemiren Receives Upgrade Programme of Best Tourism Villages from UN Tourism 2025 Kampung Berseri Astra Kemiren di Desa Wisata Adat Osing Kemiren, Kabupaten Banyuwangi, terpilih sebagai penerima Upgrade Programme of Best Tourism Villages dari UN Tourism 2025. Untuk mendapatkan pengakuan ini, Kampung Berseri Astra Kemiren bersaing dengan 270 desa wisata pendaftar dari 65 negara di dunia. Melalui Upgrade Programme, perwakilan Kampung Berseri Astra Kemiren akan mendapatkan pendampingan dari tim ahli UN Tourism untuk memperkuat berbagai aspek pengelolaan seperti tata kelola destinasi, pemberdayaan ekonomi masyarakat, digitalisasi promosi, serta strategi keberlanjutan lingkungan dan sosial. Kampung Berseri Astra Kemiren in the Osing Kemiren Traditional Tourism Village, Banyuwangi Regency, was selected as the recipient of the Upgrade Programme of Best Tourism Villages from UN Tourism 2025. To receive this recognition, Kampung Berseri Astra Kemiren competed with 270 tourist villages from 65 countries around the world. Through the Upgrade Program, representatives of Kampung Berseri Astra Kemiren will receive assistance from a team of UN Tourism experts to strengthen various aspects of management, such as destination management, community economic empowerment, digitalization of promotion, and environmental and social sustainability strategies. ASTRA Laporan Tahunan 2025 Annual Report 25
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5 November 2025
Lima Sosok Generasi Muda Terpilih Astra Terima
Apresiasi 16th SATU Indonesia Awards 2025 | Five Young
People Selected by Astra Received Recognition at the 16th SATU
Indonesia Awards 2025
Setelah melalui berbagai proses penjurian, Astra melalui 16th SATU
Indonesia Awards 2025 memberikan apresiasi kepada lima sosok pemuda
yang dinilai membawa kontribusi bagi masyarakat untuk mendukung
terciptanya kehidupan berkelanjutan pada bidang Kesehatan, Pendidikan,
Lingkungan, Kewirausahaan, dan Teknologi. Jumlah pendaftar Semangat
Astra Terpadu Untuk (SATU) Indonesia Awards pada tahun 2025 mencapai
17.708 pendaftar, atau meningkat 5,5% dari tahun sebelumnya.
After going through a rigorous judging process, Astra, through the 16th SATU
Indonesia Awards 2025, recognized five young people who were deemed to
have contributed to society by supporting the creation of sustainable living
in the fields of Health, Education, Environment, Entrepreneurship, and
Technology. The number of applicants for the SATU Indonesia Awards in
2025 reached 17,708, an increase of 5.5% from the previous year.
13 November 2025
Astra Dukung Paviliun Indonesia di COP30
| Astra Supports the Indonesian Pavilion at COP30
Astra mendukung Kementerian Lingkungan Hidup/Badan Pengendalian
Lingkungan Hidup Republik Indonesia dalam menampilkan Paviliun
Indonesia pada Conference of the Parties ke-30 (COP30) yang
diselenggarakan pada 10-21 November 2025 di Belem, Brasil. Paviliun
Indonesia yang mengusung tema “Accelerating Substantial Actions of Net
Zero Achievement through Indonesia High Integrity Carbon”, menampilkan
lebih dari 50 sesi yang mencakup dialog tingkat Menteri, CEO Talks, serta
forum Seller Meet Buyer yang mempertemukan penjual dan pembeli karbon.
Astra supported the Ministry of Environment/Environmental Control
Agency of the Republic of Indonesia in presenting the Indonesian Pavilion
at the 30 th Conference of the Parties (COP30) held on 10-21 November 2025,
in Belem, Brazil. The Indonesian Pavilion, with the theme “Accelerating
Substantial Actions of Net Zero Achievement through Indonesia High
Integrity Carbon,” featured more than 50 sessions, including ministerial-
level dialogues, CEO Talks, and a Seller Meet Buyer forum that brought
together carbon sellers and buyers.
26 Ikhtisar Highlights
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19 November 2025 RUPS Luar Biasa 2025 Astra | Astra 2025 Extraordinary GMS Rapat Umum Pemegang Saham Luar Biasa (RUPSLB) Astra menerima pengunduran diri Bapak John Raymond Witt dan Ibu Hsu Hai Yeh sebagai Komisaris Perseroan, serta Bapak Chiew Sin Cheok sebagai Direktur Perseroan. Selain itu, RUPSLB juga mengangkat Bapak Lincoln Lin Feng Pan dan Bapak Lee Liang Whye sebagai Komisaris Perseroan, dan Ibu Hsu Hai Yeh sebagai Direktur Perseroan. Astra Extraordinary General Meeting of Shareholders (GMS) accepted the resignations of Mr. John Raymond Witt and Ms. Hsu Hai Yeh as Commissioners of the Company, as well as Mr. Chiew Sin Cheok as Director of the Company. At the same time, the Extraordinary GMS also appointed Mr. Lincoln Lin Feng Pan and Mr. Lee Liang Whye as Commissioners of the Company, and Ms. Hsu Hai Yeh as Director of the Company. 30 November 2025 Astra Half Marathon 2025 “Together in Motion” Astra menyelenggarakan Astra Half Marathon 2025 yang diikuti lebih dari 5.000 peserta dalam tiga kategori utama 5K, 10K dan half marathon. Mengusung tema “Together in Motion”, ajang ini menghadirkan semangat kolaborasi yang mendorong peserta untuk terus bergerak dan memberi dampak berkelanjutan di kehidupan sehari-hari maupun di lintasan lari. Melalui kampanye “We Run, We Care, We Share”, sebagian hasil penjualan tiket Astra Half Marathon 2025 akan disumbangkan untuk membantu masyarakat terdampak bencana di Sumatra. Dalam acara ini Astra juga berkolaborasi dengan Rekosistem, dengan menerapkan sistem pemilahan dan pengolahan sampah terintegrasi yang dapat mengurangi jejak karbon. Astra held the Astra Half Marathon 2025, which was attended by more than 5,000 participants in three main categories: 5K, 10K, and half marathon. With the theme “Together in Motion”, this event promoted a spirit of collaboration that encouraged participants to keep moving and make a lasting impact in their daily lives and on the running track. Through the campaign “We Run, We Care, We Share”, a portion of the ticket sales from the Astra Half Marathon 2025 will be donated to assist communities affected by disasters in Sumatra. In this event, Astra also collaborates with Rekosistem, implementing an integrated waste sorting and processing system that reduces carbon footprint. ASTRA Laporan Tahunan 2025 Annual Report 27
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10 Desember | December 2025
Astra Salurkan Bantuan Penanganan Bencana
di Sumatra | Astra Distributed Disaster Relief Aid in Sumatra
Astra melalui Nurani Astra menyalurkan dukungan kemanusiaan untuk
membantu penanganan bencana banjir bandang dan tanah longsor di
wilayah Aceh, Sumatra Utara, dan Sumatra Barat. Nurani Astra mendirikan
12 posko bencana yang terdiri dari tiga posko di Aceh, delapan posko di
Sumatra Utara dan satu posko di Sumatra Barat. Lebih dari 16 ribu paket
sembako dan perlengkapan darurat telah didistribusikan untuk memenuhi
kebutuhan masyarakat di tiga provinsi tersebut. Pada saat yang sama Astra
juga memberikan 35 unit ambulans yang didistribusikan ke 10 provinsi di
Indonesia, dengan sembilan unit didistribusikan ke wilayah Sumatra.
Astra, through Nurani Astra, distributed humanitarian aid to help deal with
flash floods and landslides in Aceh, North Sumatra, and West Sumatra. Nurani
Astra established 12 disaster command posts, consisting of three posts in
Aceh, eight posts in North Sumatra, and one post in West Sumatra. More
than 16,000 food packages and emergency supplies have been distributed
to meet the needs of communities in the three provinces. At the same time,
Astra also provided 35 ambulances distributed to 10 provinces in Indonesia,
with nine units distributed to the Sumatra region.
29 Desember | December 2025
Astra Luncurkan Video Dokumenter Desa Sejahtera
Astra bersama Tokoh Penggerak Komunitas Desa
| Astra Launches Astra Prosperous Village Documentary Video
Featuring Village Community Leaders
Sepanjang tahun 2025, program kontribusi sosial Astra di empat pilar utama
yaitu kesehatan, pendidikan, lingkungan, dan kewirausahaan, terus berfokus
pada penguatan masyarakat desa. Program ini dirancang untuk memberikan
manfaat langsung, sekaligus memberikan dampak positif jangka panjang
bagi masyarakat desa di berbagai daerah di Indonesia. Keberlangsungan
program ini tidak terlepas dari dedikasi para tokoh penggerak komunitas
desa yang menjadi motor utama pemberdayaan di daerahnya. Seluruh cerita
para penggerak ini hadir dalam bentuk kisah dokumenter dalam enam
episode yang dapat disaksikan melalui YouTube SATU Indonesia.
Throughout 2025, Astra’s social contribution programs across four main
pillars health, education, environment, and entrepreneurship continued to
focus on strengthening rural communities. These programs are designed
to deliver direct benefits while also creating long-term positive impacts for
village communities across various regions in Indonesia. The sustainability of
these initiatives is closely supported by the dedication of community leaders
who serve as the main drivers of empowerment in their respective areas.
Their stories are presented in a six episode documentary series, which can be
viewed on the SATU Indonesia YouTube channel.
28 Ikhtisar Highlights
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ASTRA Laporan Tahunan 2025 Annual Report 29
Page 32
Laporan
Manajemen
Management Report
30
Page 33
Laporan Komisaris
33 Board of Commissioners’ Report
Dewan Komisaris
38 Board of Commissioners
Laporan Direksi
41 Board of Directors’ Report
Direksi
50 Board of Directors
Tanggung Jawab
Laporan Tahunan 2025
52 Responsibility for Annual Report 2025
ASTRA Laporan Tahunan 2025 Annual Report 31
Page 34
Page 35
Laporan Komisaris
Board of Commissioners’ Report
Diversifikasi portofolio usaha Grup tetap
menjadi faktor penting yang mendukung
ketahanan kinerja Grup. Selain itu, sinergi
dalam ekosistem dan fokus terhadap
keberlanjutan menjadi salah satu strategi
utama dalam menjaga stabilitas kinerja
di tengah berbagai dinamika.
The Group’s diversified portfolio remains
a key factor in supporting overall resilience of
the Group. Further, synergy within the ecosystem
and sustainability focus have been one of the Group’s
key strategies in maintaining performance stability
amid evolving conditions.
Prijono Sugiarto
Presiden Komisaris
President Commissioner
ASTRA Laporan Tahunan 2025 Annual Report 33
Page 36
2025 menjadi tahun yang penuh tantangan di The year 2025 proved to be a challenging one amid
tengah kondisi ketidakpastian global yang terus persistent global uncertainty. Prolonged geopolitical
berlanjut. Ketegangan dan konflik geopolitik yang tension, ongoing conflicts and uneven economic
berkepanjangan, serta kondisi perekonomian yang conditions across major regions continued to influence
tidak merata di berbagai kawasan utama dunia, terus global growth and purchasing power.
memengaruhi pertumbuhan ekonomi global dan
daya beli masyarakat.
Tantangan global ini juga berdampak pada kondisi These global challenges also affected Indonesia’s
ekonomi Indonesia. Meskipun aktivitas investasi tetap economic conditions. Indeed, investment activity
meningkat, jika dilihat dari total realisasi investasi continued to increase, with total realized investment
yang mencapai Rp1.931,2 triliun pada tahun 2025 reaching Rp1,931.2 trillion in 2025, representing a 12.7%
atau tumbuh 12,7% dari tahun sebelumnya, laju year-on-year growth. However, this pace moderated
pertumbuhan ini sesungguhnya melambat dibandingkan compared to the stronger 20.8% growth recorded
dengan pertumbuhan 20,8% pada tahun 2024 in 2024 (source: Ministry of Investment and Downstream
(sumber: Kementerian Investasi dan Hilirisasi). Hal ini Industry). This reflects a more cautious investment
mencerminkan sikap investor yang lebih berhati-hati di environment as global uncertainty persisted.
tengah ketidakpastian global yang masih berlanjut.
Walaupun pertumbuhan ekonomi nasional tetap Although the nation's economic growth remained
menunjukkan ketahanan, laju ekspansi berjalan resilient, expansion moderated as domestic consumption
moderat seiring melemahnya konsumsi domestik dan softened and investment activity remained subdued.
aktivitas investasi yang terbatas. Indonesia mencatatkan Indonesia recorded gross domestic product (GDP)
pertumbuhan Produk Domestik Bruto (PDB) yang hanya growth of only around 5%, reflecting the structural
sekitar 5%, mencerminkan tantangan struktural yang pressures faced by emerging economies in the current
dihadapi negara-negara berkembang dalam lingkungan global environment.
global saat ini.
Tantangan struktural tersebut dan tekanan These structural pressures, combined with the ongoing
makroekonomi yang terus berlangsung mengharuskan macroeconomic pressures, required the Group to
Grup untuk terus memperkuat aspek operasional continue strengthening its operation and strategies.
maupun strategis.
Pandangan atas Kinerja Direksi Overview of the Board
of Directors’ Performance
Dewan Komisaris mencermati bahwa kinerja Grup pada The Board of Commissioners observed that the Group’s
tahun 2025 mengalami sedikit penurunan dibandingkan performance in 2025 experienced a slight decline
tahun sebelumnya. Pendapatan bersih konsolidasian compared to the previous year. The Group recorded a
selama tahun 2025 mencapai Rp323,4 triliun, turun 2% decrease in net revenue to Rp323.4 trillion, while
2% dibandingkan tahun sebelumnya, sementara laba net income declined by 3% to Rp32.8 trillion compared
bersih Grup tercatat sebesar Rp32,8 triliun, turun 3% to 2024. The Board of Commissioners is of the view that
dibandingkan tahun 2024. Dewan Komisaris menilai the decline in operational and financial performance was
bahwa penurunan kinerja operasional dan keuangan primarily driven by external factors, including cyclical
tersebut terutama dipengaruhi oleh faktor eksternal, pressures amid weaker demand in several of the Group’s
termasuk tekanan siklis seiring melemahnya permintaan core businesses, as well as the continued normalization
pada sejumlah bisnis inti Grup, serta berlanjutnya of commodity prices.
normalisasi harga komoditas.
34 Laporan Manajemen Management Reports
Page 37
Dewan Komisaris menilai bahwa diversifikasi portofolio The Board of Commissioners considers the Group’s usaha Grup tetap menjadi faktor penting yang diversified portfolio to remain a key factor supporting mendukung ketahanan kinerja Grup, di tengah kondisi overall resilience amidst challenging situations. Astra’s yang penuh tantangan. Bisnis Astra yang beragam kini diverse businesses have evolved into a strong ecosystem. telah berkembang menjadi ekosistem yang kuat. Sinergi Synergy within the ecosystem and sustainability dalam ekosistem dan fokus terhadap keberlanjutan focus has become one of the Group’s key strategies menjadi salah satu strategi utama dalam menjaga for maintaining performance stability amid evolving stabilitas kinerja di tengah berbagai dinamika ekonomi. economic conditions. The Board of Commissioners Dewan Komisaris mengapresiasi keberhasilan Direksi views that the Board of Directors successfully dalam menavigasi berbagai dinamika, perubahan dan navigated various dynamics, changes and challenges tantangan sehingga Grup dapat bertahan dan melalui and therefore the Group is able to positively endures tahun 2025 dengan baik. and go through 2025. Pengawasan atas Perumusan Oversight of the Formulation and dan Penerapan Strategi Perusahaan Implementation of Corporate Strategy Sebagai bagian dari proses pengawasan, Dewan As part of its oversight responsibilities, the Board of Komisaris melakukan komunikasi rutin dengan Direksi Commissioners has maintained regular communication melalui proses pelaporan dan diskusi dalam rapat- with the Board of Directors through reporting processes rapat. Bersama Direksi, kami melakukan penelaahan and discussions in meetings. Together with the Board of atas kondisi usaha, makro, dan industri, agar dapat Directors, we reviewed business conditions, along with memberikan hasil terbaik bagi para pemangku macroeconomic and industry developments to provide kepentingan Grup. the best results for the Group’s stakeholders. Pada tahun 2025, Dewan Komisaris telah melakukan Throughout 2025, the Board of Commissioners has pengawasan pada implementasi strategi utama di lini implemented its oversight of core strategic initiatives usaha Grup, dengan mempertimbangkan dinamika across the Group’s business units, proactively adapting industri, kondisi makroekonomi, serta kebutuhan to industry shifts, macroeconomic trends, and long-term jangka panjang. Di tengah tekanan pasar dan objectives. Amidst market pressures and uncertainties, ketidakpastian, Astra memfokuskan pada ketahanan Astra focused on business model resilience and key model bisnis dan prioritas investasi, dengan tetap investment priorities, while maintaining the Company’s menjaga kesinambungan pertumbuhan Perseroan. sustainable growth. Selain itu, dalam proses tinjauan strategis yang dimulai Furthermore, in the strategic review process initiated oleh Direksi pada tahun 2025, Dewan Komisaris juga by the Board of Directors in 2025, the Board of memberikan nasihat dan masukan yang diperlukan, Commissioners also provided the guidance and input agar proses tinjauan strategis berjalan lancar dan necessary to support an effective review and outcomes memberikan hasil terbaik yang dapat mendorong that support the Group’s future growth. pertumbuhan Grup di masa depan. Sesuai Anggaran Dasar Perseroan, Pedoman Dewan In accordance with the Company’s Articles of Association, Komisaris dan Piagam Komite, Dewan Komisaris memiliki the Board of Commissioners’ Charter and Committee beberapa komite untuk membantu pelaksanaan Charters, the Board of Commissioners is supported by tugas Dewan Komisaris, yaitu Komite Audit, Komite several committees in carrying out its duties, namely the Nominasi dan Remunerasi, serta Komite Eksekutif. Audit Committee, the Nomination and Remuneration Dewan Komisaris menilai komite-komite tersebut Committee, and the Executive Committee. The Board telah menjalankan tugasnya dengan baik di sepanjang considers that these committees have carried out their tahun 2025. responsibilities effectively throughout 2025. ASTRA Laporan Tahunan 2025 Annual Report 35
Page 38
Pandangan atas Penerapan Views on the Implementation
Tata Kelola dan Keberlanjutan of Governance and Sustainability
Ketangguhan portofolio dan inisiatif pertumbuhan The resilience of Astra’s portfolio and the Group’s
Grup Astra ditopang oleh tata kelola yang dijalankan growth initiatives have been supported by
dengan disiplin. Kami terus menekankan pentingnya governance implemented with discipline. The Board of
penerapan tata kelola dalam proses bisnis sehari-hari, Commissioners consistently emphasizes the importance
yang dijalankan sesuai dengan filosofi Astra yaitu of sound governance practices in day-to-day business
Catur Dharma, terutama Astra GCG. processes, guided by Astra’s Catur Dharma philosophy,
particularly Astra GCG.
Di tahun 2025, Perseroan telah memperkuat pelaksanaan In 2025, the Company strengthened its implementation
tata kelola perusahaan yang baik dengan, antara lain of good corporate governance through several key
melakukan penguatan sosialisasi kode etik Astra (Astra initiatives. These included the strengthening of Astra
Code of Conduct), peninjauan beberapa kebijakan Code of Conduct socialization, reviewing certain
internal Perseroan dan Grup, serta peningkatan Company’s and Group’s internal policies, and improving
kualitas keterbukaan informasi dalam laporan tahunan. the quality of information disclosure in our annual
Pelaksanaan praktik tata kelola juga dilakukan report. Furthermore, our governance practices were
dengan penguatan aspek Environmental, Social, and elevated by deeply embedding Environmental, Social
Governance (ESG) dalam proses pengambilan keputusan and Governance (ESG) considerations into decision-
dan pengelolaan bisnis. making processes and business management.
Memperkuat Fondasi Strengthening the Foundation
Melalui Insan Astra Through Insan Astra
Astra terus memperkuat fondasi utama penopang Astra continues to reinforce one of the key pillars
kinerja jangka panjang, yaitu sumber daya manusia, supporting long-term performance, its people who play
yang memegang peranan krusial dalam mendukung a crucial role in sustaining the Group’s continued success.
keberhasilan yang berkelanjutan.
Pada tahun 2025, Grup memperkuat protokol suksesi In 2025, the Group strengthened leadership succession
kepemimpinan dengan memastikan setiap entitas anak protocols by ensuring that each subsidiary regularly
secara rutin mengidentifikasi dan mengembangkan identifies and develops potential future leaders on an
calon pemimpin masa depan setiap tahun. Di samping annual basis. In addition, ESG competency training was
itu, pelatihan kompetensi ESG diperluas ke seluruh expanded across all levels of Group’s management. The
tingkat manajemen Grup. Kewajiban untuk menerapkan requirement to implement workplace safety initiatives
inisiatif keselamatan kerja makin mendorong budaya has further strengthened a culture that prioritizes
yang mengutamakan perlindungan kesejahteraan employee well-being while reinforcing the Company’s
karyawan, sekaligus memperkuat ketahanan operational resilience.
operasional perusahaan.
36 Laporan Manajemen Management Reports
Page 39
Mewujudkan Kesejahteraan Bersama Realizing Shared Prosperity
Empat bidang kontribusi sosial Astra, yaitu kesehatan, Astra’s four pillars of social contribution, namely health,
pendidikan, lingkungan, dan kewirausahaan terus education, the environment and entrepreneurship,
mendorong terciptanya aktivitas sosial dan ekonomi continue to support the development of inclusive
yang inklusif. Berbagai program Astra pada tahun 2025 social and economic activities. In 2025, various Astra
telah memberikan manfaat bagi jutaan masyarakat initiatives benefited millions of Indonesians through
Indonesia, melalui SATU Indonesia Awards dan Desa programs such as SATU Indonesia Awards and Astra
Sejahtera Astra. Perluasan program perumahan Prosperous Village. The expansion of rural housing
pedesaan melalui dukungan program rumah layak initiatives through support for decent housing
huni juga makin menegaskan komitmen Astra dalam programs further demonstrates Astra’s commitment to
mendukung agenda pembangunan nasional Indonesia. supporting Indonesia’s national development agenda.
Pandangan atas Prospek Usaha Views on Business Prospects
Menuju tahun 2026, Dewan Komisaris akan terus Looking ahead to 2026, the Board of Commissioners
menjalankan peran pengawasan agar Grup tetap berada will continue to exercise its oversight role to ensure that
pada posisi yang kuat dalam menghadapi dinamika the Group remains well positioned to navigate industry
industri dan menangkap peluang pertumbuhan dynamics and capture long-term growth opportunities.
jangka panjang. Kami mendukung rencana Grup The Board of Commissioners supports the Group’s plan
untuk terus memperkuat portofolio melalui ekspansi to further strengthen its portfolio through measured
yang terukur ke area-area pertumbuhan baru seperti expansion into new growth areas, including investments
investasi di sektor kesehatan serta sektor industri in the healthcare sector as well as industrial and
dan logistik. Langkah ini melengkapi bisnis inti Grup, logistics-related sectors. These initiatives complement
sekaligus menciptakan nilai yang berkelanjutan bagi the Group’s core businesses while creating sustainable
pemegang saham. value for shareholders.
Dewan Komisaris menyampaikan apresiasi dan terima The Board of Commissioners extends its sincere
kasih yang tulus kepada para pemegang saham, appreciation to shareholders, employees, partners and
karyawan, mitra usaha, serta seluruh pemangku all stakeholders for their continued trust and support.
kepentingan atas kepercayaan dan dukungan yang
tidak pernah putus.
Jakarta, April 2026
Atas Nama Dewan Komisaris
On Behalf of the Board of Commissioners
PT Astra International Tbk
Prijono Sugiarto
Presiden Komisaris
President Commissioner
ASTRA Laporan Tahunan 2025 Annual Report 37
Page 40
Dewan Komisaris
Board of Commissioners
Lincoln Sri Indrastuti Apinont Prijono Muliaman
Lin Feng Pan Hadiputranto Suchewaboripont Sugiarto Darmansyah Hadad
Komisaris Komisaris Independen Komisaris Independen Presiden Komisaris Komisaris Independen
Commissioner Independent Commissioner Independent Commissioner President Commissioner Independent Commissioner
38 Laporan Manajemen Management Reports
Page 41
Benjamin Anthony John Stephen Benjamin Lee William Keswick Liddell Nightingale Patrick Gore Herrenden Birks Liang Whye Komisaris Komisaris Komisaris Komisaris Komisaris Commissioner Commissioner Commissioner Commissioner Commissioner ASTRA Laporan Tahunan 2025 Annual Report 39
Page 42
Page 43
Laporan Direksi
Board of Directors’ Report
Kemampuan Grup untuk bertahan dan
berkembang didukung oleh portofolio
bisnis yang terdiversifikasi, pengalaman
operasional puluhan tahun, komitmen
yang konsisten dalam menjaga kualitas
produk dan layanan, serta sinergi dalam
ekosistem Grup; yang semuanya dijalankan
dengan berpedoman pada filosofi Grup,
Catur Dharma, dan dengan etos kerja
hands-on yang fokus pada kecermatan
analisa, perencanaan yang tepat dan
eksekusi yang baik.
The Group's ability to endure and grow has been
underpinned by a diverse business portfolio, decades of
operational experience, unwavering efforts to maintain
product and service quality as well as synergies within
the Group’s ecosystem; all of which have been carried out
in adherence to the Group’s philosophy, Catur Dharma,
and with a hands-on work ethics that focus on prudent
analysis, proper planning and competent execution.
Djony Bunarto Tjondro
Presiden Direktur
President Director
ASTRA Laporan Tahunan 2025 Annual Report 41
Page 44
Menavigasi Lanskap Bisnis yang Navigating the Changing Business
Berubah dengan Ketangguhan Landscape with Resilience
Selama enam tahun terakhir, Astra telah melalui Over the past six years, Astra has navigated through
berbagai dinamika, perubahan dan tantangan. Pada various dynamics, changes, and challenges. In 2020,
tahun 2020, pandemi COVID-19 secara signifikan the COVID-19 pandemic severely disrupted both global
mendisrupsi perekonomian global maupun domestik and domestic economies, fundamentally altering the
dan mengubah lanskap bisnis secara keseluruhan. Dalam business landscape. Nearly all Astra Group business units
periode tersebut, hampir seluruh unit bisnis Grup Astra experienced decline in the midst of heightened concerns
mengalami penurunan di tengah meningkatnya over the health and safety of our people.
kekhawatiran terhadap kesehatan dan keselamatan
karyawan kami.
Pada tahun-tahun berikutnya, kondisi eksternal dan In the years that followed, external and internal
internal terus menguji ketahanan Grup. Fluktuasi harga conditions continued to test the Group's resilience.
komoditas, meningkatnya persaingan - khususnya dari Fluctuating commodity prices, intensifying competition
pelaku industri sektor otomotif dan alat berat asal - particularly from Chinese players in the automotive
Tiongkok - dan melemahnya daya beli masyarakat telah and heavy equipment sectors - and weakened consumer
memengaruhi dinamika pasar di bisnis inti kami. purchasing power have impacted market dynamics
across our core businesses.
Pada periode setelah dampak awal pandemi, Astra In the period following the initial impact of the
menyesuaikan prioritasnya dengan perubahan situasi pandemic, Astra’s priorities evolved in line with
yang terjadi. Fokus utama diarahkan pada penguatan changing circumstances. The immediate focus was
ketahanan, terutama dalam melindungi karyawan placed on resilience, safeguarding people, preserving
perusahaan, menjaga keberlangsungan operasional, operational continuity, and maintaining strict financial
dan menjaga disiplin keuangan yang ketat, dengan discipline, while ensuring that the Group’s fundamental
tetap memastikan sistem manajemen fundamental management system continued to be applied
Grup terus diterapkan secara konsisten di seluruh unit consistently across all business units. At the same time,
bisnis. Di sisi lain, Grup tetap jeli untuk mengeksplorasi the Grup remained vigilant to explore opportunities in
peluang guna menjaga pertumbuhan berkelanjutan. order to preserve sustainable growth.
Pada tahun 2022, setiap divisi di Grup Astra juga mulai In 2022, each division in Astra Group commenced a
melakukan peninjauan kembali untuk memetakan review to re-map the strategic position of each business
kembali posisi strategis setiap lini bisnis terhadap unit in the dynamic industrial landscape and ensure the
lanskap industri yang dinamis dan memastikan arah appropriate direction for transition and diversification
strategi transisi dan diversifikasi yang tepat. Peninjauan strategies. The review was carried out to ensure the
kembali ini dilakukan untuk memastikan keberlanjutan Group's sustainable growth in the short, medium, and
pertumbuhan Grup dalam jangka pendek, menengah long term.
dan panjang.
Seiring kondisi yang mulai kembali normal pada As conditions normalized in 2023 and 2024,
tahun 2023 dan 2024, Grup kian fokus pada penguatan the Group increasingly focused on positioning
posisi untuk masa depan, sekaligus menjalankan peta itself for the future while executing the strategic
jalan strategis yang telah disusun oleh masing-masing roadmaps that had been defined by each business
unit bisnis. Fase ini ditandai dengan optimalisasi unit. This phase was characterized by continued
berkelanjutan pada bisnis inti, disertai dengan optimization of core businesses alongside disciplined
investasi yang terukur di bisnis yang berdekatan dengan investment in adjacent and new businesses as well as
bisnis inti dan investasi di bisnis baru serta integrasi integration of Astra 2030 Sustainability Aspirations
Astra 2030 Sustainability Aspirations untuk mendukung to support long-term transformation. At the same
transformasi jangka panjang. Pada saat yang sama, time, Astra continued to navigate evolving consumer
Astra berhadapan dengan perubahan perilaku behavior, intensifying competition and pressures on
konsumen, persaingan yang kian ketat dan tekanan middle-income purchasing power.
terhadap daya beli masyarakat kelas menengah.
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Selama enam tahun terakhir, kami bersyukur Astra In the last six years, we are thankful that Astra has dapat terus menunjukkan ketangguhan. Merek Astra been able to continue to demonstrate its resilience. tetap menjadi pilihan utama masyarakat Indonesia. Astra brand remains top of mind among Indonesians. Kemampuan Grup untuk bertahan dan berkembang The Group's ability to endure and grow has been didukung oleh portofolio bisnis yang terdiversifikasi, underpinned by a diverse business portfolio, decades of pengalaman operasional puluhan tahun, komitmen operational experience, unwavering efforts to maintain yang konsisten dalam menjaga kualitas produk dan product and service quality and synergies within the layanan serta sinergi dalam ekosistem Grup, termasuk Group’s ecosystem, including solid collaboration with kolaborasi yang solid dengan para partner kami. Semua our partners. All of these have been carried out in itu dijalankan dengan berpedoman pada filosofi Grup, adherence the Group’s philosophy, Catur Dharma, and Catur Dharma, dan dijalankan dengan etos kerja hands- with a hands-on work ethics that focus on prudent on yang fokus pada kecermatan analisa, perencanaan analysis, proper planning and competent execution. yang tepat dan eksekusi yang baik. Selama periode tersebut, Astra tetap mencari peluang Throughout this period, Astra continued to pursue investasi strategis pada sektor-sektor dengan potensi opportunities in strategic investments in sectors with pertumbuhan jangka panjang yang kuat. Grup telah strong long-term growth potential. The Group has berekspansi ke area-area yang berdekatan dengan expanded into adjacent areas naturally connected to bisnis inti, seperti meningkatkan investasi di segmen its core capabilities, such as increasing its investments mobil bekas dan memperluas produk pembiayaan yang in used car segment and broadening product offerings ditawarkan (seperti pembiayaan multiguna, perbankan beyond traditional automotive financing (e.g. digital). Grup juga mengejar peluang pertumbuhan multipurpose financing, digital banking). The Group baru melalui investasi yang selektif di berbagai sektor, has also pursued new growth opportunities through seperti layanan kesehatan dan tambang mineral. selective investments in sectors such as healthcare Inisiatif-inisiatif ini mencerminkan komitmen Direksi and mineral mines. These initiatives reflect the Board dalam menyeimbangkan kinerja jangka pendek dengan of Directors’ commitment to balancing near-term transformasi jangka panjang. performance with long-term transformation. Pada tahun 2025, Produk Domestik Bruto Indonesia In 2025, Indonesia's Gross Domestic Product expanded meningkat 5,11%, namun, pertumbuhan ekonomi yang by 5.11%. However, this headline economic growth has ada, tidak serta merta tercermin di dalam perbaikan pola not necessarily reflected in an improved underlying konsumsi masyarakat. Terkait hal tersebut, kami melihat consumption pattern. In this context, we observed three terdapat tiga perkembangan makro yang penting dan key macro developments that impacted our businesses. berdampak pada bisnis kami. Yang pertama adalah daya beli kelas menengah yang First, a decline in middle-class purchasing power. The mengalami penurunan. Jumlah penduduk segmen kelas middle-class segment has contracted from 57.33 million menengah menyusut dari 57,33 juta orang (21,45% dari people (21.45% of the population) in 2019 to 47.85 million total populasi) pada tahun 2019, menjadi 47,85 juta (17.13%) in 2024. (source: BPS - Statistics Indonesia). orang (17,13%) pada tahun 2024. (sumber: Badan Pusat Statistik - BPS). Yang kedua adalah harga komoditas mengalami Second, commodity prices have normalized. Coal prices normalisasi. Harga batu bara stabil di kisaran settled into the USD100–110 per-tonne range, softening 100–110 Dolar AS per ton, yang berdampak pada the demand for heavy equipment in mining segments menurunnya permintaan alat berat dan bisnis-bisnis as well as other related businesses. This expected shift terkait. Perubahan harga yang telah diperkirakan ini marked a contrast to the elevated commodity price in menunjukkan perbandingan yang kontras dengan harga the prior years. komoditas yang tinggi pada tahun-tahun sebelumnya. Yang ketiga adalah tekanan terhadap nilai tukar, Third, currency pressure continued to be a challenge. yang tetap menjadi tantangan. Nilai tukar Rupiah The rupiah weakened from Rp16,162 per USD at the melemah dari Rp16.162 per Dolar AS pada akhir end of 2024 to Rp16,782 per USD at the end of 2025, tahun 2024 menjadi Rp16.782 per Dolar AS pada akhir impacting inflation from imported goods. tahun 2025. Hal ini berdampak pada inflasi harga barang-barang impor. ASTRA Laporan Tahunan 2025 Annual Report 43
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Perkembangan makro tersebut mengakibatkan These macro developments translated into softer
melemahnya penjualan mobil nasional, yang turun national car sales, which declined 7% year-on-year to
7% secara tahunan menjadi 804.000 unit pada 804,000 units in 2025, as well as further moderation
tahun 2025, serta perlambatan pada belanja modal dan in capital expenditure and economic activities across
aktivitas ekonomi di sektor berbasis komoditas. Untuk the commodity-based sector. To navigate these
menavigasi kondisi ini, Grup secara aktif dan rutin circumstances, the Group actively and regularly assesses
mengevaluasi permintaan pasar, fleksibilitas harga, dan market demand, pricing flexibility and maintain
menjaga dengan disiplin alokasi modal di sepanjang discipline in capital deployment throughout 2025.
tahun 2025.
Perumusan dan Pelaksanaan Strategi Strategy Formulation and Implementation
Dalam melakukan perencanaan terhadap strategi dan In planning the Company's business strategy and
eksekusi bisnis Perseroan menghadapi tahun 2025, implementation to face 2025, the formulation
perumusan dan pelaksanaan strategi bisnis Perseroan and implementation of the Company’s strategy
dilakukan secara terstruktur, menyeluruh dan were carried out in a structured, thorough, and
kolaboratif. Perencanaan strategi bisnis tersebut collaborative way. The planning for business strategy
dibahas dalam rapat Direksi pada kuartal ketiga was addressed in meetings of the Board of Directors
tahun 2024, didukung oleh arahan dan masukan dari in the third quarter of 2024, guided by input and
Dewan Komisaris terkait strategi jangka pendek dan direction from the Board of Commissioners, to establish
jangka panjang. short- and long-term strategies.
Hasil dari proses tersebut kemudian dituangkan The outcomes were subsequently articulated in the
dalam President Letter yang diterbitkan pada President's Letter issued in the fourth quarter of 2024,
kuartal keempat 2024. Surat ini memberikan panduan which set forth the general guidance for business units
umum bagi masing-masing unit bisnis dalam menyusun in developing their respective 2025 strategies and
strategi dan kebijakan tahun 2025. Presiden Direktur policies. The President Director and all Astra Directors
bersama seluruh Direksi Astra selanjutnya akan then communicated this direction internally through
mengomunikasikan arahan tersebut secara internal the Town Hall meeting held at the end of 2024, which
melalui kegiatan Town Hall yang diselenggarakan was attended by leaders, executives, division heads,
pada akhir tahun 2024 dan dihadiri oleh pimpinan, department heads and other key personnel responsible
para eksekutif, kepala divisi, kepala departemen, serta for formulating strategies within their respective
personel kunci lainnya yang bertanggung jawab dalam business units.
perumusan strategi di masing-masing unit bisnis.
Selain President Letter, hasil rapat juga dituangkan In addition to the President Letter, the results of
dalam penetapan target perusahaan untuk the meeting were also reflected in the setting of
tahun 2025. Dalam prosesnya, Perseroan melakukan company targets for 2025. In the process, the Company
evaluasi (corporate review) secara berkala sepanjang periodically conducted evaluations (corporate reviews)
tahun 2025, untuk memastikan bahwa strategi yang throughout 2025 to ensure that the established
ditetapkan telah berjalan dengan tepat. strategies had been implemented appropriately.
Proses corporate review dilakukan dengan The corporate review process was carried out by
mempertimbangkan sejumlah aspek, termasuk considering a number of aspects, including operations,
aspek operasional, keuangan, sumber daya manusia, finance, human resources, sustainability, and
keberlanjutan, dan kontribusi kepada masyarakat. contribution to society. The review was conducted
Tinjauan dilakukan dengan mempertimbangkan risiko by considering the risks and internal conditions of
dan kondisi internal masing-masing unit bisnis, serta each business unit, as well as developments in the
perkembangan kondisi perekonomian dan industri. economy and industry. A comprehensive analysis was
Analisis yang komprehensif dilakukan terhadap carried out on key business performance indicators as
indikator kinerja utama bisnis sebagai parameter untuk parameters to measure progress and identify areas
mengukur kemajuan dan mengidentifikasi area yang for improvement.
perlu diperbaiki.
Corporate review juga mencakup pengawasan dan Corporate review also included careful supervision and
evaluasi yang cermat, pemantauan yang aktif terhadap evaluation, active monitoring of business performance
kinerja dan eksekusi rencana bisnis, serta penilaian yang and plan execution, and timely assessments to obtain
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tepat waktu untuk memperoleh umpan balik. Adanya feedback. Feedback was used as input for strategy umpan balik akan menjadi masukan untuk penyesuaian adjustments, while ensuring that the strategy remains strategi, sekaligus memastikan bahwa strategi tetap aligned with the Company's vision. selaras dengan visi Perseroan. Untuk menghasilkan evaluasi yang komprehensif To ensure a comprehensive and thorough evaluation, dan mendalam, Direksi melakukan diskusi dengan the Board of Directors conducted discussions with Dewan Komisaris dan Komite-Komite di bawah the Board of Commissioners and the Board of Dewan Komisaris, yang akan memberikan masukan Commissioners' Committees, which would provide dan rekomendasi terhadap pelaksanaan strategi bisnis. input and recommendations on the implementation of Selain itu, peran Group Internal Audit (GIA) juga sangat business strategies. In addition, the role of the Group penting, untuk memastikan bahwa implementasi Internal Audit (GIA) was also very important to ensure strategi didukung oleh praktik manajemen risiko that the implementation of strategies was supported by yang kuat. strong risk management practices. Melalui rekomendasi yang diberikan oleh GIA, Direksi Through the recommendations provided by dapat menindaklanjuti temuan audit secara cepat, GIA, the Board of Directors could quickly follow memastikan kepatuhan terhadap ketentuan yang up on audit findings, ensured compliance with berlaku, serta menjaga keseimbangan kepentingan para applicable regulations, and maintained a balance of pemangku kepentingan. stakeholder interests. Kinerja Grup Astra 2025 Astra Group Performance in 2025 Kinerja Grup pada tahun 2025 mencerminkan The Group's performance in 2025 reflected both cyclical kombinasi dari tekanan yang siklis dan kekuatan pressures and the benefits of long-term portfolio diversifikasi portofolio jangka panjang, di tengah diversification against a backdrop of softer demand melemahnya permintaan di sejumlah bisnis inti Grup, in several core markets and ongoing commodity price serta berlanjutnya normalisasi harga komoditas. normalization. Consolidated net revenue for 2025 Pendapatan bersih konsolidasian selama tahun 2025 reached Rp323.4 trillion, a decline of 2% year-on- mencapai Rp323,4 triliun, turun 2% dibandingkan year. The Group net income was Rp32.8 trillion, 3% tahun sebelumnya. Laba bersih Grup tercatat sebesar below 2024. Rp32,8 triliun, turun 3% dibandingkan tahun 2024. Di bisnis otomotif, Grup menghadapi tekanan In the automotive business, the Group faced demand permintaan akibat kontraksi pasar mobil nasional, pressure due to a contraction in the national car market, khususnya pada segmen entry-level. Namun demikian, particularly in the entry-level segment. Nevertheless, penurunan kinerja di bisnis tersebut dapat dimitigasi the lower performance from this business was able to oleh kontribusi yang lebih tinggi dari bisnis sepeda be mitigated by higher contributions from motorcycle motor dan komponen. and component businesses. Divisi Jasa Keuangan terus membukukan pertumbuhan Financial Services division continued to record strong yang kuat, khususnya dari pembiayaan multiguna. growth particularly in multipurpose financing. Kinerja divisi Alat Berat, Pertambangan, Konstruksi, Heavy Equipment, Mining, Construction and Energy dan Energi menurun, terutama disebabkan oleh division performance declined, mainly due to penurunan kinerja pada bisnis jasa pertambangan dan weaker mining services and coal mining as a result penambangan batu bara, akibat dari kondisi cuaca dan of weather conditions and lower coal prices, partly harga batu bara yang lebih rendah. Namun, penurunan offset by higher contribution from gold mining. ini sebagian dapat diimbangi oleh kontribusi yang lebih tinggi dari pertambangan emas. Divisi Agribisnis diuntungkan oleh kenaikan harga crude Agribusiness division benefited from higher crude palm palm oil (CPO) serta peningkatan volume penjualan. oil (CPO) prices and increased sales volumes. Kontribusi divisi Infrastruktur meningkat, didukung Infrastructure division contribution improved supported oleh kenaikan tarif tol dan peningkatan volume lalu by higher toll tariffs and increased traffic volumes on lintas di jaringan jalan tol Grup. the Group’s toll road network. ASTRA Laporan Tahunan 2025 Annual Report 45
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Laba bersih divisi Teknologi Informasi meningkat, Information Technology division net income increased,
terutama disebabkan oleh peningkatan pendapatan primarily due to higher revenue from the IT solutions
dari bisnis solusi teknologi informasi serta perbaikan business and improved operating margins.
margin operasional.
Laba bersih divisi Properti meningkat signifikan, The property division’s net profit increased significantly,
terutama didorong oleh kontribusi dari aset gudang primarily driven by contributions from newly acquired
industri yang baru diakuisisi serta pengakuan goodwill industrial warehouse assets, as well as the recognition
negatif dari akuisisi PT Mega Manunggal Property Tbk. of negative goodwill from the acquisition of PT Mega
Manunggal Property Tbk.
Secara keseluruhan, capaian kinerja tersebut Overall, these performances reinforced the
memperkuat keyakinan Grup, bahwa diversifikasi Group's conviction that a targeted and prudent
yang terarah dan cermat di berbagai sektor dengan diversification across sectors with different
sensitivitas ekonomi yang beragam, mampu economic sensitivities enhances earnings stability
meningkatkan stabilitas laba di tengah berbagai over the cycle. The Group's continued strong
dinamika ekonomi. Kinerja Grup yang tetap solid performance demonstrated the resilience of
mencerminkan ketangguhan portofolio usaha Grup. the portfolio.
Memperkuat Fondasi untuk Strengthening the Foundation
Pertumbuhan Masa Depan for Future Growth
Pada tahun 2025, Grup telah melaksanakan sejumlah In 2025, the Group has undertaken several corporate
aksi korporasi untuk memperkuat prospek pertumbuhan actions to strengthen its long-term growth prospect.
jangka panjang. Setiap aksi korporasi dilakukan Each of the following actions was guided by the same
berlandaskan prinsip yang sama, yaitu memperkuat mesin principles: strengthening future growth engines,
pertumbuhan masa depan, meningkatkan ketahanan enhancing portfolio resilience and ensuring disciplined
portofolio, serta memastikan kedisiplinan alokasi modal. capital allocation.
Grup meningkatkan kepemilikan di Halodoc menjadi The Group increased its ownership in Halodoc
31,3% dan di PT Medikaloka Hermina Tbk (Hermina) to 31.3% and PT Medikaloka Hermina Tbk (Hermina)
menjadi 20,2%. Hingga akhir tahun 2025, total investasi to 20.2%. As of the end of 2025, the Group's total
Grup di sektor layanan kesehatan, termasuk Hermina, investment in the healthcare sector, including
Halodoc, dan Rumah Sakit Heartology, mencapai Hermina, Halodoc and Heartology Hospital, amounts
Rp8,6 triliun. Transaksi ini melanjutkan investasi awal to Rp8.6 trillion. These transactions build on the
Grup di Halodoc pada tahun 2021 dan Hermina pada Group’s initial investments in Halodoc in 2021 and
tahun 2022, yang mencerminkan komitmen jangka Hermina in 2022, reflecting a long-term commitment
panjang Grup dalam mengembangkan ekosistem layanan to developing a healthcare ecosystem. The Group aims
kesehatan. Grup berkeinginan untuk memiliki peran yang to play a meaningful role in Indonesia’s healthcare
signifikan dalam sektor kesehatan Indonesia, melalui sector by improving and expanding access to
peningkatan dan perluasan akses terhadap layanan quality healthcare.
kesehatan yang berkualitas.
Ke depannya, Grup akan terus mengejar peluang- Looking ahead, the Group will continue to
peluang yang sejalan dengan skala dan prioritas pursue opportunities that align with its scale and
strategis Grup. strategic priorities.
PT United Tractors Tbk (UT) melanjutkan diversifikasi PT United Tractors Tbk (UT) continued to diversify
portofolio bisnis dengan terus mengembangkan its business portfolio, developing further its gold
segmen pertambangan emas. Langkah ini akan mining segment. These actions enhanced UT to build
meningkatkan kemampuan UT untuk membangun a sustainable and balanced portfolio in the long run.
portofolio yang seimbang dan berkelanjutan dalam
jangka panjang.
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Grup juga memasuki sektor pergudangan modern The Group has also entered the modern warehousing untuk mendukung kebutuhan infrastruktur industri sector to support Indonesia’s growing industrial dan logistik Indonesia yang terus berkembang. Melalui and logistics infrastructure needs. Through PT Saka PT Saka Industrial Arjaya, Grup menjadi pemegang Industrial Arjaya, the Group became the controlling saham pengendali PT Mega Manunggal Property Tbk shareholder of PT Mega Manunggal Property Tbk and serta mengakuisisi dua aset pergudangan modern acquired majority interests in two additional modern lainnya. Investasi-investasi ini merupakan bagian dari warehousing assets. These investments form part of the strategi Grup untuk memanfaatkan pertumbuhan Group’s strategy to capitalize on Indonesia’s expanding kebutuhan infrastruktur dan logistik di Indonesia. infrastructure and logistics needs. Toyota Motor Asia (Singapore) Pte. Ltd. (TMA) Toyota Motor Asia (Singapore) Pte. Ltd. (TMA) invested menginvestasikan 40% saham di PT Astra Digital 40% in PT Astra Digital Mobil, which owns the leading Mobil, yang memiliki bisnis mobil bekas terkemuka, used car business OLXmobbi, while Astra holds the OLXmobbi. Astra memiliki 60% saham perusahaan remaining 60%. This collaboration strengthens the tersebut. Kolaborasi ini memperkuat kemitraan yang existing partnership between Astra and TMA and aims telah terjalin antara Astra dan TMA, dan bertujuan to modernize the used car sector and expand customer untuk memodernisasi sektor mobil bekas, serta access to quality used vehicles. memperluas akses masyarakat terhadap kendaraan bekas yang berkualitas. Astra dan UT mengumumkan program pembelian Astra and UT had announced share buyback kembali saham (share buyback), masing-masing programmes of up to Rp2 trillion each, which were dengan nilai hingga Rp2 triliun, yang telah diselesaikan completed in early 2026. Subsequently, Astra and UT pada awal tahun 2026. Selanjutnya, Astra dan have announced new share buyback programmes, of UT kembali mengumumkan program pembelian up to Rp2 trillion each. This reflects the management’s kembali saham baru dengan nilai masing-masing confidence in the Group's prospects and its ability to hingga Rp2 triliun. Program ini mencerminkan generate sustainable cash flows. keyakinan manajemen terhadap prospek Grup dan kemampuannya dalam menghasilkan arus kas yang berkelanjutan. Meningkatkan Tata Kelola Perusahaan Elevating Corporate Governance dan Keberlanjutan and Sustainability Direksi melanjutkan komitmen terhadap pencapaian The Board of Directors maintained its commitment to Astra 2030 Sustainability Aspirations. Hingga akhir the Astra 2030 Sustainability Aspirations. By the end of 2025, Grup telah berhasil menurunkan emisi gas rumah 2025 the Group had reduced greenhouse gas emissions kaca sebesar 18,15% dibandingkan dengan baseline 18.15% from the 2019 baseline, achieved a 48.42% tahun 2019, mencapai bauran energi terbarukan renewable-energy mix, lowered water-withdrawal sebesar 48,42%, menurunkan intensitas pengambilan intensity at least 7.5% and diverted 98.85% of solid air setidaknya sebesar 7,5%, serta mengalihkan 98,85% waste. On work health and safety implementation, limbah padat dari tempat pembuangan akhir. Dari sisi the lost-time injury frequency rate fell to 0.092 penerapan kesehatan dan keselamatan kerja, Grup (2024: 0.241). berhasil mencatat penurunan tingkat kecelakaan kerja yang mengakibatkan kehilangan waktu kerja (lost-time injury frequency rate) menjadi 0,092 (2024: 0,241). Direksi terus memperkuat penerapan Astra Good The Board of Directors continued to strengthen the Corporate Governance (GCG), yang berfungsi sebagai implementation of Astra Good Corporate Governance pedoman bagi seluruh insan Astra dalam bertindak (GCG), which serves as a guiding principle for Astra dan berperilaku yang mencerminkan filosofi Astra, employees to act and behave in a manner that reflects Catur Dharma. Astra GCG mencakup kode etik, piagam Astra's philosophy, Catur Dharma. Astra GCG encompasses Direksi dan Dewan Komisaris, peraturan internal, the code of conduct, Board of Directors and Board of kebijakan, serta standar prosedur operasional. Commissioner Charter, internal regulations, policies and ASTRA Laporan Tahunan 2025 Annual Report 47
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Grup secara konsisten menekankan pentingnya tata standard operating procedures. The Group consistently
kelola perusahaan yang sehat dan berintegritas. Praktik emphasizes the importance of maintaining sound
tata kelola Astra juga terus ditingkatkan melalui and integrity-based governance. Astra's governance
penguatan aspek Lingkungan, Sosial, dan Tata Kelola practices were further enhanced by strengthening
(Environmental, Social, and Governance /ESG) dalam Environmental, Social and Governance aspects in
operasional bisnis dan proses pengambilan keputusan. business operations and decision-making processes.
Sepanjang tahun 2025, Direksi secara berkelanjutan Throughout 2025, the Board of Directors continued
mendorong peningkatan GCG melalui berbagai to encourage GCG improvements through various
program sosialisasi dan internalisasi secara konsisten consistent socialization and internalization
kepada karyawan Astra. Penelaahan terhadap programs to Astra employees. Reviews of Astra’s
penerapan Astra GCG juga dilakukan secara rutin GCG implementation were also routinely conducted
untuk mengukur tingkat kepatuhan dan merumuskan to measure compliance and develop improvement
inisiatif perbaikan, dengan mempertimbangkan initiatives, taking into account constantly
regulasi, dan kondisi bisnis yang terus berkembang. changing standards, regulations and business
Sejumlah inisiatif peningkatan GCG yang dilaksanakan conditions. GCG improvements implemented in 2025
pada tahun 2025, antara lain, penguatan pelaksanaan included the strengthening of the implementation of
sosialisasi kode etik Astra (Astra Code of Conduct), Astra Code of Conduct socialization, reviewing the
peninjauan beberapa kebijakan internal Perusahaan certain Company's and Group's internal policies, and
dan Grup, serta peningkatan kualitas keterbukaan improving the quality of information disclosure in
informasi dalam laporan tahunan. annual reports.
Tinjauan Strategis Strategic Review
Direksi saat ini tengah melakukan tinjauan strategis The Board of Directors is currently undertaking a
(Strategic Review) yang komprehensif terhadap seluruh comprehensive strategic review across the Group’s
portofolio Grup. Tinjauan ini mengevaluasi setiap portfolio. The review assesses each business across
bisnis dari berbagai aspek, termasuk optimalisasi posisi multiple aspect, including strategic positioning
strategis masing-masing bisnis di dalam ekosistem within each unit business in the Group portfolio
portofolio Grup, potensi laba di masa depan serta imbal ecosystem, future earnings potential, as well as return
hasil investasi. on investments.
Tujuan utama dari tinjauan ini adalah untuk The principal objective of this review is to enhance
meningkatkan Total Shareholder Return (TSR) the Group’s Total Shareholder Return (TSR),
Grup, yang menekankan pada pencapaian TSR yang emphasizing on delivering TSR that is sustainable,
berkelanjutan, yang dilandasi oleh kinerja bisnis yang underpinned by strong business performance, balancing
kuat, menjaga keseimbangan antara pertumbuhan laba short, medium, and long-term profit growth and capital
jangka pendek, menengah, dan panjang, serta alokasi allocation. This exercise is expected to be completed
modal. Proses tinjauan strategis ini ditargetkan selesai in mid- 2026.
pada pertengahan tahun 2026.
Prospek ke Depan Future Outlook
Melangkah menuju tahun 2026, Astra tetap berhati- Looking to 2026, Astra remains cautiously optimistic
hati namun optimistis terhadap prospek bisnis ke about its business prospects. In the short term,
depan. Dalam jangka pendek, berbagai ketidakpastian global uncertainties, including an economic
global termasuk perlambatan ekonomi, ketegangan slowdown, geopolitical tensions and trade dynamics,
geopolitik, dan dinamika perdagangan masih could still impact demand and business activity.
berpotensi memengaruhi permintaan dan aktivitas Meanwhile, the recovery of domestic consumer
usaha. Sementara itu, pemulihan sentimen konsumen sentiment will be largely determined by economic
domestik akan sangat ditentukan oleh stabilitas stability and the direction of government policies.
ekonomi dan arah kebijakan pemerintah.
48 Laporan Manajemen Management Reports
Page 51
Dalam jangka panjang, prospek Grup tetap positif In the long term, the Group’s prospects remain
didukung oleh ketahanan portofolio bisnis yang positive, underpinned by the resilience of its diversified
beragam, posisi pasar yang kuat di berbagai bisnis inti, portfolio, strong market positions across core businesses
serta kedisiplinan alokasi modal. Kekuatan-kekuatan and disciplined capital allocation. These strengths
ini menjadi fondasi yang kokoh bagi Grup dalam provide a solid foundation for the Group to navigate
menghadapi berbagai siklus ekonomi dan menangkap economic cycles and capture sustainable growth
peluang pertumbuhan yang berkelanjutan dari opportunities over time.
waktu ke waktu.
Grup akan terus menjalankan prioritas strategis The Group will continue its strategic priorities:
Perusahaan, yaitu memperkuat dan mengoptimalkan strengthening and optimizing its core business,
bisnis inti, mengembangkan bisnis yang berdekatan developing businesses that are adjacent to its
dengan bisnis inti, serta berinvestasi pada sektor-sektor core business, and investing in new strategic area.
yang strategis. Direksi melihat potensi pertumbuhan The Board of Directors sees significant headroom
yang signifikan pada sektor layanan kesehatan, in healthcare, industrial and logistics infrastructure
infrastruktur industri dan logistik serta berbagai and potential natural-resource ventures. Future growth
peluang di bidang sumber daya alam yang potensial. will be financed pursuant to a disciplined capital
Seluruh pembiayaan untuk pertumbuhan pada masa management, strict performance monitoring and a
depan akan dilakukan dengan pengelolaan modal yang focus on operational efficiency.
disiplin, pemantauan kinerja yang ketat, serta berfokus
pada efisiensi operasional.
Penegasan Komitmen Reaffirmation of Commitment
Di tengah kondisi yang kompleks dan dinamis, Direksi In an increasingly complex and dynamic environment,
tetap berkomitmen untuk mendukung pertumbuhan the Board of Directors remains committed to
dan keberlanjutan Astra dalam jangka panjang. supporting Astra’s long-term growth and sustainability.
Sambil menunggu hasil akhir Strategic Review, Direksi Pending conclusions of the Strategic Review, we will
akan melanjutkan pelaksanaan strategi tahun 2026 pursue the 2026 strategy by continuing to balance
dengan tetap menyeimbangkan penciptaan nilai short, medium and long-term value creation for
jangka pendek, menengah, dan panjang bagi seluruh every stakeholder.
pemangku kepentingan.
Kami menyampaikan terima kasih kepada para We thank our shareholders, partners, other
pemegang saham, mitra usaha, seluruh pemangku stakeholders and, above all, every Insan Astra for
kepentingan, dan terutama kepada seluruh your dedication in working together to pursue Astra's
Insan Astra atas dedikasinya dalam bergerak bersama goal of becoming the Pride of the Nation. May God
mewujudkan cita-cita Astra untuk menjadi ”Pride of always bless all our steps and endeavor.
the Nation”. Semoga Tuhan senantiasa memberkati
seluruh langkah dan usaha kita.
Jakarta, April 2026
Atas Nama Direksi
On Behalf of the Board of Directors
PT Astra International Tbk
Djony Bunarto Tjondro
Presiden Direktur
President Director
ASTRA Laporan Tahunan 2025 Annual Report 49
Page 52
Direksi
Board of Directors
Rudy Henry Djony Santosa Gita
Wakil Presiden Direktur Tanoto Bunarto Tjondro Direktur Tiffani Boer
Vice President Director Direktur Presiden Direktur Director Direktur
Director President Director Director
50 Laporan Manajemen Management Reports
Page 53
FXL Kesuma Thomas Gidion Hsu Hamdani
Direktur Junaidi Alim. W Hasan Hai Yeh Dzulkarnaen Salim
Director Direktur Direktur Direktur Direktur
Director Director Director Director
ASTRA Laporan Tahunan 2025 Annual Report 51
Page 54
Tanggung Jawab Laporan Tahunan 2025
Responsibility for Annual Report 2025
Surat Pernyataan Anggota Dewan Komisaris dan Direksi tentang Tanggung Jawab atas Laporan Tahunan
PT Astra International Tbk Tahun 2025
Kami, yang bertanda tangan di bawah ini, menyatakan bahwa semua informasi material dalam Laporan Tahunan
PT Astra International Tbk tahun 2025 telah dimuat secara lengkap dan bertanggung jawab penuh atas kebenaran isi
Laporan Tahunan Perseroan.
Demikian pernyataan ini dibuat dengan sebenarnya.
Jakarta, April 2026
Dewan Komisaris
Board of Commissioners
Prijono Sugiarto
Presiden Komisaris
President Commissioner
Sri Indrastuti Hadiputranto Apinont Suchewaboripont Muliaman Darmansyah Hadad
Komisaris Independen Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner Independent Commissioner
Anthony John Liddell Nightingale Benjamin William Keswick Stephen Patrick Gore
Komisaris Komisaris Komisaris
Commissioner Commissioner Commissioner
Benjamin Herrenden Birks Lincoln Lin Feng Pan Lee Liang Whye
Komisaris Komisaris Komisaris
Commissioner Commissioner Commissioner
52 Laporan Manajemen Management Reports
Page 55
Statement of Members of the Board of Commissioners and the Board of Directors on Responsibility for
the Annual Report 2025 of PT Astra International Tbk
We, the undersigned, state that all material information in the Annual Report of PT Astra International Tbk
for the year 2025 is presented in its entirety and are fully responsible for the correctness of the contents of
the Annual Report.
This statement is made in all truthfulness.
Jakarta, April 2026
Direksi
Board of Directors
Djony Bunarto Tjondro
Presiden Direktur
President Director
Rudy Gidion Hasan Henry Tanoto
Wakil Presiden Direktur Direktur Direktur
Vice President Director Director Director
Santosa Gita Tiffani Boer FXL Kesuma
Direktur Direktur Direktur
Director Director Director
Hamdani Dzulkarnaen Salim Thomas Junaidi Alim. W Hsu Hai Yeh
Direktur Direktur Direktur
Director Director Director
ASTRA Laporan Tahunan 2025 Annual Report 53
Page 56
Profil
Perusahaan
Company Profile
54
Page 57
Tentang Astra Struktur Grup Astra
56 About Astra 92 Astra Group Structure
Perjalanan Astra Informasi Pemegang Saham
58 Astra's Journey 94 Shareholder Information
Motto, Cita-Cita, Entitas Anak,
dan Filosofi Perusahaan Perusahaan Asosiasi,
66 Motto, Aim, and Company Philosophy Perusahaan Ventura Bersama
96 Subsidiaries, Associates, Joint Ventures
Visi dan Misi
67 Vision and Mission Kronologi Pencatatan Saham
104 Stock Listing Chronology
Segmen Usaha,
Portofolio Produk dan Jasa Kronologi Penerbitan
Business Segments, Products dan/atau Pencatatan Efek Lainnya
68 and Services Portfolio Chronology of Issuance and/or
104 Listing of Other Securities
Struktur Organisasi
72 Organizational Structure Obligasi, Sukuk,
atau Obligasi Konversi
Profil Dewan Komisaris 105 Bonds, Sukuk, or Convertible Bonds
76 Board of Commissioners Profile
Informasi Lembaga/Profesi
Profil Direksi Penunjang Pasar Modal
82 Board of Directors Profile Information on Capital Market
105 Supporting Institutions/Professions
Komposisi Dewan Komisaris
dan Direksi Keanggotaan Asosiasi
Composition of the Board 106 Membership in Associations
88 of Commissioners and Directors
Akses Informasi
Profil Komite-Komite dan Situs Web Resmi
90 Committee Profiles 107 Access to Information and Official Website
ASTRA Laporan Tahunan 2025 Annual Report 55
Page 58
Tentang Astra
About Astra
Nama Perusahaan
Company Name
PT Astra International Tbk
Tanggal Pendirian
Date of Establishment
20 Februari | February 1957
Domisili
Domicile
Jakarta
56 Profil Perusahaan Company Profile
Page 59
Bidang Usaha Modal Dasar
Line of Business Authorized Capital
Perdagangan; industri; pertambangan; pengangkutan;
pertanian; pembangunan (konstruksi dan real estate)
Rp3,000,000,000,000
dan jasa (aktivitas profesional, ilmiah dan teknis, jasa terdiri dari 60.000.000.000 saham
informasi dan komunikasi); pengadaan listrik; treatment dengan nominal Rp50 per saham
dan pemulihan material sampah; serta aktivitas
consisting of 60,000,000,000 shares
penunjang kantor dan aktivitas penunjang usaha lainnya.
with a nominal value of Rp50 per share
Trading; industry; mining; transportation; agriculture;
construction (building development and real estate);
services (professional, scientific and technical activities; Modal Ditempatkan dan Disetor
information and communication services); procurement
of electricity; treatment and restoration of waste
Issued and Paid-Up Capital
material; and office supporting activities and other
business supporting activities. Rp2,024,177,657,000
terdiri dari 40.483.553.140 lembar saham
dengan nominal Rp50 per saham
consisting of 40,483,553,140 shares
with a nominal value of Rp50 per share
Dasar Hukum Pendirian
Legal Basis for Establishment
Akta Pendirian No. 67 tanggal 20 Februari 1957, dibuat
di hadapan Notaris Sie Khwan Djioe. Akta perubahan
terakhir, Akta No. 77 tanggal 30 April 2024, dibuat
di hadapan Notaris Aulia Taufani, S.H. Pencatatan di Bursa
Listing on the Stock Exchange
Deed of Incorporation No. 67 dated 20 February 1957,
drawn up before Notary Sie Khwan Djioe. The latest Saham Perseroan telah tercatat di Bursa Efek
amendment, Deed No. 77 dated 30 April 2024, Indonesia sejak 4 April 1990 dengan kode
drawn up before Notary Aulia Taufani, S.H. perdagangan ASII.
The Company's shares have been listed on the
Indonesia Stock Exchange since 4 April 1990,
under the trading code ASII.
Alamat Kantor Pusat
Headquarters Address
Menara Astra, 59 th Floor, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220, Indonesia
(62-21) 5084 3888
Corporate Communications: corcomm@ai.astra.co.id
Corporate Investor Relations: investor@ai.astra.co.id
www.astra.co.id
Media Sosial | Social Media
satu_indonesia PT Astra International Tbk satu_indonesia
satu indonesia satu_indonesia
ASTRA Laporan Tahunan 2025 Annual Report 57
Page 60
Perjalanan Astra
Astra's Journey
1957 1971 1973 1982
Perseroan memulai usaha • Perseroan mendirikan • Perseroan ditunjuk Perseroan mendirikan
sebagai perusahaan PT Federal Motor (sekarang sebagai agen tunggal PT Raharja Sedaya, sebagai
dagang. PT Astra Honda Motor) produk-produk Daihatsu. bisnis pertama di Divisi
sebagai pabrik perakitan Jasa Keuangan.
The Company began The Company is
sepeda motor Honda.
operations as a trading appointed as the sole The Company established
company. The Company established agent for Daihatsu PT Raharja Sedaya, the
PT Federal Motor (now products. first business in the
PT Astra Honda Motor) Financial Services Division.
1969 as a Honda motorcycle
assembly plant.
• Perseroan mendirikan
PT Multi Agro
Perseroan ditunjuk
• Perseroan bersama dengan
Corporation yang
mengelola divisi
1988
sebagai distributor
Toyota Motor Corporation agribisnis Astra.
kendaraan bermotor Perseroan mendirikan
(TMC) Jepang mendirikan
Toyota di Indonesia. The Company PT Suryaraya Cakrawala
ventura bersama PT Toyota
established PT Multi yang kemudian berganti
The Company is appointed - Astra Motor (TAM)
Agro Corporation, nama menjadi PT Astra
as the distributor of sebagai agen tunggal
which manages Astra's Agro Niaga, cikal bakal
Toyota motor vehicles in Toyota.
agribusiness division. PT Astra Agro Lestari Tbk
Indonesia.
The Company, together (Astra Agro).
with Toyota Motor
The Company established
1970
Corporation (TMC) of 1976 PT Suryaraya Cakrawala,
Japan, establishes a joint
later renamed PT Astra
venture, PT Toyota - Astra Perseroan mendirikan
• Perseroan ditunjuk Agro Niaga, the forerunner
Motor (TAM), as the sole PT Astra Graphia Tbk
sebagai distributor of PT Astra Agro Lestari Tbk
agent for Toyota. (Astragraphia) sebagai
tunggal sepeda motor (Astra Agro).
distributor mesin fotokopi
Honda di Indonesia.
Xerox di Indonesia.
The Company is 1972
appointed as the sole
The Company established
PT Astra Graphia Tbk
1989
distributor of Honda Perseroan mendirikan
(Astragraphia) as a
motorcycles in Indonesia. PT United Tractors Tbk (UT) Perseroan mendirikan
distributor of Xerox
yang mengelola usaha di Astra Education Training
• Perseroan mendapat photocopiers in Indonesia.
bidang perdagangan dan Centre yang kemudian
lisensi sebagai menjadi Astra Management
penyewaan alat berat.
distributor alat Development Institute
perkantoran Fuji Xerox The Company establishes 1977 (AMDI).
di Indonesia. PT United Tractors Tbk
(UT), which manages TAM meluncurkan mobil The Company established
The Company obtains a Astra Education Training
businesses in the field Toyota Kijang pertama
license as a distributor Centre, which later became
of trading and heavy sebagai cikal bakal mobil
of Fuji Xerox office Astra Management
equipment rental. keluarga utama yang
equipment in Indonesia. Development Institute
legendaris.
(AMDI).
TAM launched the first
Toyota Kijang car, which
became the forerunner of
the legendary family car.
1990
Perseroan melakukan
penawaran umum perdana
1979 atas 30 juta saham di BEI.
The Company conducted
Perseroan mendirikan
an initial public offering of
PT Daihatsu Indonesia
30 million shares on IDX.
(sekarang PT Astra Daihatsu
Motor).
The Company established
PT Daihatsu Indonesia (now
PT Astra Daihatsu Motor).
58 Profil Perusahaan Company Profile
Page 61
1991 2000 2002 2005
Perseroan mendirikan • Perseroan bersama BMW Perseroan bersama Daihatsu Perseroan melalui anak
PT Federal Adiwiraserasi AG Jerman merestrukturisasi Motor Corp., Jepang, usahanya, PT Astratel
yang mengelola bidang bisnis BMW di Indonesia. melakukan restrukturisasi Nusantara (sekarang PT Astra
usaha komponen dan Dengan restrukturisasi ini, bisnis Daihatsu di Indonesia. Tol Nusantara), bersama
menjadi cikal bakal PT Astra maka Perseroan menjadi Dengan restrukturisasi ini, Citigroup Financial Products
Otoparts Tbk (AOP). agen tunggal BMW melalui kepemilikan Perseroan di Inc, membeli 53,99% saham
PT Tjahja Sakti Motor yang PT Astra Daihatsu Motor PT Marga Mandalasakti
The Company established
100% sahamnya dimiliki (ADM) berubah dari 50% (MMS). Perusahaan ini
PT Federal Adiwiraserasi,
Perseroan, serta berperan menjadi 31,87%. merupakan operator jalan
which managed the
sebagai salah satu dealer tol Tangerang-Merak.
components business and The Company, together
BMW di Indonesia. Kepemilikan efektif Astra
became the forerunner of with Daihatsu Motor Corp.,
pada MMS sebesar 34%.
PT Astra Otoparts Tbk (AOP). The Company, together Japan, restructured Daihatsu's
with BMW AG Germany, business in Indonesia. With this The Company, through
restructured BMW's restructuring, the Company's its subsidiary PT Astratel
1995 business in Indonesia. With ownership in PT Astra Daihatsu Nusantara (now PT Astra Tol
this restructuring, the Motor (ADM) changed from Nusantara), together with
Perseroan mendirikan Company became the sole 50% to 31.87%. Citigroup Financial Products
Akademi Teknik Federal agent of BMW through Inc, purchased 53.99% of
(sekarang disebut dengan PT Tjahja Sakti Motor, the shares of PT Marga
Politeknik Manufaktur which is 100% owned by 2003 Mandalasakti (MMS). This
Astra) yang menyediakan the Company, and also acts company is the operator
pendidikan formal as one of BMW's dealers in • Perseroan bersama TMC of the Tangerang-Merak
tingkat diploma di bidang Indonesia. melakukan restrukturisasi toll road. Astra's effective
manufaktur. bisnis Toyota di Indonesia ownership in MMS is 34%.
• Konsorsium Cycle & Carriage melalui dua entitas bisnis,
The Company established Limited melalui proses yakni: PT Toyota Motor
the Federal Technical tender membeli 38,4% Manufacturing Indonesia
Academy (now known as saham Perseroan dari Badan (TMMIN) untuk bidang
the Astra Manufacturing Penyehatan Perbankan manufaktur (Perseroan: 5%,
Polytechnic), which Nasional (BPPN). TMC: 95%) dan TAM untuk
provides formal diploma-
The Cycle & Carriage Limited bidang distribusi (Perseroan:
level education in the field
consortium, through a 50%, TMC: 50%).
of manufacturing.
tender process, purchased The Company, together
38.4% of the Company's with TMC, restructured
shares from the Indonesian Toyota's business in
Bank Restructuring Agency Indonesia through two
(IBRA). business entities: PT Toyota
Motor Manufacturing
Indonesia (TMMIN) for
2001 manufacturing (Company:
5%, TMC: 95%) and TAM
Perseroan merestrukturisasi for distribution (The
bisnis sepeda motor dengan Company: 50%, TMC: 50%).
melebur PT Federal Motor
dan Honda Federal menjadi • Toyota berkolaborasi
PT Astra Honda Motor (AHM) dengan Daihatsu dengan
dengan komposisi saham 50:50 meluncurkan kendaraan
antara PT Astra International keluarga Toyota Avanza
Tbk dan Honda Motor dan Daihatsu Xenia yang
Company Ltd. Jepang. menjadi produk mobil
andalan keluarga Indonesia.
The Company restructured
its motorcycle business by Toyota collaborated with
merging PT Federal Motor Daihatsu to launch the
and Honda Federal into Toyota Avanza and Daihatsu
PT Astra Honda Motor Xenia family vehicles, which
(AHM) with a 50:50 share became the flagship cars for
composition between PT Astra Indonesian families.
International Tbk and Honda
Motor Company Ltd. Japan.
ASTRA Laporan Tahunan 2025 Annual Report 59
Page 62
2008 2012 2015
ADM memulai ekspor • PT Astra Tol Nusantara • AHM mulai mengekspor produk All New Honda BeAt eSP ke
kendaraan komersial jenis mengakuisisi 95% Filipina untuk memperluas pasar.
Gran Max ke Jepang dalam saham PT Marga
AHM began exporting the All New Honda BeAt eSP to the
bentuk CBU. Harjaya Infrastruktur,
Philippines to expand its market.
perusahaan yang
ADM began exporting Gran
memegang konsesi Jalan • ASTRA Infra mengumumkan pengambilalihan 25% saham
Max commercial vehicles to
Tol Jombang-Mojokerto. PT Trans Marga Jateng, operator jalan tol Semarang-Solo
Japan in CBU form.
PT Astra Tol Nusantara sepanjang 73km.
acquired 95% of the ASTRA Infra announced the acquisition of a 25% stake in PT
2009 shares in PT Marga Trans Marga Jateng, the operator of the 73km Semarang–Solo
Harjaya Infrastruktur, toll road.
Grup Astra meluncurkan the company that holds
“Semangat Astra Terpadu the concession for the • UT, bersama dengan Sumitomo Corporation dan Kansai Electric
Untuk (SATU) Indonesia” Jombang-Mojokerto Toll Power Co, Inc, telah menandatangani Perjanjian Pengikatan
yang menjadi payung Road. Jual Beli Listrik (PPA) dengan PLN untuk pengembangan
program bagi Grup Astra ekspansi proyek Tanjung Jati B pembangkit listrik tenaga uap
untuk seluruh kegiatan • Astra Toyota AGYA & unit 5 & 6, masing-masing memiliki kapasitas 1.000 MW, yang
kontribusi sosial (CSR) Astra Daihatsu AYLA, berlokasi di Jawa Tengah.
yang berkelanjutan Kebanggaan untuk
Indonesia, kolaborasi • UT, together with Sumitomo Corporation and Kansai Electric
perusahaan. Tujuannya
Astra International Power Co, Inc, signed a Power Purchase Agreement (PPA) with
adalah untuk membangun
- Toyota - Daihatsu PLN for the expansion of the Tanjung Jati B steam power plant
semangat kebangsaan
diluncurkan di Jakarta. project units 5 & 6, each with a capacity of 1,000 MW, located in
dan persatuan demi
Central Java.
pembangunan bangsa. Astra Toyota AGYA and
Astra Group launched Astra Daihatsu AYLA,
"Semangat Astra Terpadu Pride of Indonesia, a
collaboration between
2016
Untuk (SATU) Indonesia"
(Astra's Integrated Spirit for Astra International, • ASTRA Infra membeli 25% saham PT Trans Bumi Serbaraja,
Indonesia), which became Toyota, and Daihatsu, Badan Usaha Jalan Tol (BUJT) ruas tol Serpong - Balaraja
the umbrella program for was launched in Jakarta. sepanjang 30km.
Astra Group for all of the
ASTRA Infra acquired a 25% stake in PT Trans Bumi Serbaraja,
company's sustainable social
contribution (CSR) activities. 2013 the Toll Road Business Entity (BUJT) for the 30km Serpong-
Balaraja toll road section.
The goal was to build a spirit
of nationalism and unity Peletakan batu pertama • Mobil murah ramah lingkungan berkapasitas 7 orang, yaitu
for the sake of national Menara Astra, proyek Astra Toyota Calya dan Astra Daihatsu Sigra, diluncurkan dan
development. properti gedung mendapat sambutan yang baik di pasar otomotif diterima
perkantoran di kawasan oleh pasar dengan baik.
pusat bisnis Jakarta
Astra Toyota Calya and Astra Daihatsu Sigra, two
2010 dengan grade A dan
standar green building
environmentally friendly, seven-seater, affordable cars, were
launched and received a warm welcome in the automotive
Perseroan meningkatkan peringkat platinum.
market.
kepemilikan di Astra The company broke ground
Sedaya Finance (ACC) on the Astra Tower, a grade
menjadi 100% melalui A office building in Jakarta’s
akuisisi 47% saham central business district,
General Electric Services designed to meet platinum-
di ASF. rated green building
The Company increased its standards.
ownership in Astra Sedaya
Finance (ACC) to 100%
through the acquisition
of 47% of General Electric
Services' shares in ASF.
60 Profil Perusahaan Company Profile
Page 63
2017
• ASTRA Infra melaksanakan akuisisi awal 40% saham PT Baskhara Utama Sedaya (BUS), yang memegang kepemilikan 45% operator jalan tol
Cikopo-Palimanan sepanjang 116,8km yang telah beroperasi penuh, serta menyetujui secara bersyarat akuisisi terhadap sisa 60% saham.
Kemudian ASTRA Infra mengakuisisi sisa 60% saham BUS. Total biaya akuisisi kepemilikan Grup Astra atas BUS sekitar Rp5 triliun.
ASTRA Infra completed the initial acquisition of 40% of PT Baskhara Utama Sedaya (BUS) shares, which holds a 45% stake in the 116.8km
Cikopo-Palimanan toll road operator that is fully operational, and conditionally approved the acquisition of the remaining 60% of shares.
ASTRA Infra then acquired the remaining 60% of BUS shares. The total acquisition cost of Astra Group's ownership of BUS was around
Rp5 trillion.
• UT melalui PT Unitra Persada Energia memiliki 25% PT Bhumi Jati Power, yang akan mengembangkan dan mengoperasikan 2 (dua)
pembangkit listrik tenaga uap berkapasitas masing-masing sebesar 1.000 MW di Jawa Tengah. Proyek build, operate, and transfer
ini mulai beroperasi pada tahun 2022. PT Bhumi Jati Power adalah ventura bersama dengan Sumitomo Power Corporation dan
Kansai Electric Power.
UT, through PT Unitra Persada Energia, owns 25% of PT Bhumi Jati Power, which will develop and operate two 1,000 MW steam power
plants in Central Java. This build, operate, and transfer project is begun its operation since 2022. PT Bhumi Jati Power is a joint venture
with Sumitomo Power Corporation and Kansai Electric Power.
2018
• Perseroan melakukan investasi sebesar USD150 juta atau setara dengan Rp2 triliun untuk mengambil bagian saham baru yang diterbitkan
oleh PT Aplikasi Karya Anak Bangsa Gojek, sebuah perusahaan teknologi multi-platform Indonesia, yang menyediakan layanan yang
bervariasi dari transportasi dan pembayaran hingga jasa untuk pengantaran makanan, logistik dan layanan on demand lainnya.
The Company invested USD 150 million, equivalent to Rp2 trillion, to acquire new shares issued by PT Aplikasi Karya Anak Bangsa Gojek, an
Indonesian multi-platform technology company that provides various services ranging from transportation and payments to food delivery,
logistics, and other on-demand services.
• UT, melalui DTN, telah menyelesaikan akuisisi 95% kepemilikan saham PT Agincourt Resources. Setelah penyelesaian transaksi ini, 95%
saham PT Agincourt Resources dimiliki oleh DTN dan 5% sisanya dimiliki oleh PT Artha Nugraha Agung, perusahaan yang dimiliki oleh
pemerintah lokal.
UT, through DTN, has completed the acquisition of a 95% stake in PT Agincourt Resources. Following the completion of this transaction,
95% of PT Agincourt Resources' shares are owned by DTN and the remaining 5% are owned by PT Artha Nugraha Agung, a company owned
by the local government.
2019
• ASTRA Infra mengakuisisi 44,5% saham PT Jasamarga Surabaya Mojokerto, pemegang konsesi jalan tol Surabaya-Mojokerto.
ASTRA Infra acquired 44.5% of the shares in PT Jasamarga Surabaya Mojokerto, the concession holder for the Surabaya–Mojokerto
toll road.
• Politeknik Astra (ASTRAtech) melaksanakan groundbreaking pembangunan Kampus Polman Astra Delta Silicon yang berlokasi di
Kawasan Industri Delta Silicon II Cikarang, Kabupaten Bekasi, Jawa Barat, sebagai wujud komitmen Astra untuk memajukan pendidikan
vokasi di Indonesia.
Politeknik Astra (ASTRAtech) held a groundbreaking ceremony for the construction of the Polman Astra Delta Silicon Campus located
in the Delta Silicon II Industrial Estate in Cikarang, Bekasi Regency, West Java, as a manifestation of Astra's commitment to advancing
vocational education in Indonesia.
• Bersama Volvo Holding Sverige AB, Astra mendirikan PT UD Astra Motor Indonesia dengan masing-masing kepemilikan sebesar 50% yang
menjadi agen tunggal untuk produk UD Trucks.
Together with Volvo Holding Sverige AB, Astra established PT UD Astra Motor Indonesia, with each holding a 50% stake, as the sole agent
for UD Trucks products.
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2020
• ASTRA Infra berinvestasi di ruas tol JORR I W2N melalui penyelesaian proses akuisisi 100% saham di PT Jakarta Marga Jaya (JMJ), yang
dimiliki 51% oleh PT Jakarta Infrastruktur Propertindo (JIP) dan 49% saham milik PT Jaya Sarana Pratama (JSP). Dengan akuisisi ini,
ASTRA Infra memiliki 35% saham PT Marga Lingkar Jakarta (MLJ) yang merupakan Badan Usaha Jalan Tol (BUJT) Ruas Tol JORR I W2N,
serta berkontribusi dalam mendukung kemajuan infrastruktur dan mendorong pertumbuhan perekonomian Indonesia.
ASTRA Infra invested in the JORR I W2N toll road by completing the acquisition of 100% of shares in PT Jakarta Marga Jaya (JMJ),
which is 51% owned by PT Jakarta Infrastruktur Propertindo (JIP) and 49% owned by PT Jaya Sarana Pratama (JSP). With this
acquisition, ASTRA Infra owns 35% of PT Marga Lingkar Jakarta (MLJ), which is the Toll Road Business Entity (BUJT) for the JORR I W2N
Toll Road, and contributes to supporting infrastructure development and driving Indonesia's economic growth.
• Astra melalui PT Sedaya Multi Investama (SMI) mengakuisisi 49,99% saham di PT Astra Aviva Life (yang kemudian disebut PT Asuransi
Jiwa Astra) yang dikenal sebagai Astra Life dari Aviva International Holdings Limited (Aviva). Melalui transaksi ini, Astra Life dimiliki
99,99% oleh Astra secara langsung maupun tidak langsung.
Astra, through PT Sedaya Multi Investama (SMI), acquired 49.99% of the shares in PT Astra Aviva Life (later renamed PT Asuransi Jiwa
Astra), known as Astra Life, from Aviva International Holdings Limited (Aviva). Through this transaction, Astra Life is now 99.99%
owned by Astra, either directly or indirectly.
2021
• Grup berinvestasi sekitar USD5 juta di Sayurbox, suatu perusahaan platform e-commerce grocery farm-to-table dan distributor
produk segar.
The Group invested approximately USD 5 million in Sayurbox, an e-commerce grocery platform and distributor of fresh products.
• Grup berinvestasi sekitar USD35 juta di Halodoc, suatu perusahaan platform kesehatan berbasis online.
The Group invested approximately USD 35 million in Halodoc, an online health platform company.
• ASTRA Infra (melalui PT Jakarta Marga Jaya) mengakuisisi tambahan 14% saham milik PT Jasa Marga (Persero) Tbk di PT Marga
Lingkar Jakarta (MLJ), sehingga kepemilikan saham ASTRA Infra di MLJ meningkat menjadi 49%. MLJ merupakan Badan Usaha
Jalan Tol (BUJT) JORR I Ruas Ulujami-Kebon Jeruk.
ASTRA Infra (through PT Jakarta Marga Jaya) acquired an additional 14% of shares owned by PT Jasa Marga (the Company) Tbk in
PT Marga Lingkar Jakarta (MLJ), increasing ASTRA Infra's share ownership in MLJ to 49%. MLJ is the Toll Road Business Entity (BUJT)
for the Ulujami-Kebon Jeruk section of JORR I.
• Grup melalui PT Astra Digital Arta, meluncurkan AstraPay, aplikasi pembayaran digital untuk melengkapi layanan keuangan digital
dan menyediakan layanan pembayaran yang dapat juga digunakan di seluruh jaringan ritel Astra dan merchant non-Astra.
The Group, through PT Astra Digital Arta, launched AstraPay, a digital payment application that complements digital financial
services and provides payment services across Astra's retail network and non-Astra merchants.
• Grup melalui ASTRA Infra, mengakuisisi 49% saham di PT Jasamarga Pandaan Malang (JPM), operator ruas jalan tol
Pandaan-Malang.
The Group, through ASTRA Infra, acquired a 49% stake in PT Jasamarga Pandaan Malang (JPM), the operator of the Pandaan-
Malang toll road section.
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2022
• Grup mulai berinvestasi di PT Medikaloka Hermina Tbk (Hermina), salah satu rumah sakit terbesar di Indonesia, dengan kepemilikan
saham 7,45%.
The Group began investing in PT Medikaloka Hermina Tbk (Hermina), one of the largest hospitals in Indonesia, with a 7.45% stake.
• Grup berinvestasi di PT Arkora Hydro Tbk, sebuah perusahaan publik yang berfokus pada pembangkit listrik yang menggunakan
tenaga air, dengan kepemilikan saham 31,49%.
The Group invested in PT Arkora Hydro Tbk, a public company focused on hydroelectric power generation, with a 31.49% stake.
• Grup menyelesaikan proses akuisisi 49,56% saham di PT Bank Saqu Indonesia (dahulu: PT Bank Jasa Jakarta). Bersama dengan
WeLab Sky Limited (WeLab) yang juga memiliki 49,56% saham, Grup berencana untuk menjadikan Bank Saqu bank digital.
The Group completed the acquisition of a 49.56% stake in PT Bank Saqu Indonesia (formerly: PT Bank Jasa Jakarta). Together with WeLab
Sky Limited (WeLab), which also owns a 49.56% stake, the Group plans to transform Bank Saqu into a digital bank.
2023
• Astra membentuk perusahaan patungan dengan Equinix, Inc., salah satu perusahaan infrastruktur digital terbesar dunia, dengan
kepemilikan masing-masing sebesar 25% dan 75%. Perusahaan patungan tersebut akan mengembangkan data centre di Indonesia.
Astra formed a joint venture with Equinix, Inc., one of the world's largest digital infrastructure companies, with respective ownership of 25%
and 75%. The joint venture will develop data centers in Indonesia.
• Grup melalui PT Astra Land Indonesia, mengakuisisi 96,92% saham di PT Bhumi Prama Arjasa, pemilik Hotel Mandarin Oriental Jakarta
dan pemilik lahan premium seluas 1 (satu) hektar di kawasan di mana hotel tersebut berada. Total nilai transaksi sebesar USD85 juta.
Through PT Astra Land Indonesia, the Group acquired a 96.92% stake in PT Bhumi Prama Arjasa, owner of the Mandarin Oriental Hotel Jakarta
and a premium 1 (one) hectare plot of land in the area where the hotel is located. The total transaction value was USD85 million.
• Grup melalui PT Astra Digital Internasional, menambah investasi senilai USD100 juta di Halodoc, platform ekosistem kesehatan digital
terkemuka di Indonesia. Dengan demikian, total investasi Grup di Halodoc mencapai USD135 juta.
The Group, through PT Astra Digital Internasional, increased its investment in Halodoc, Indonesia's leading digital health ecosystem platform,
by USD 100 million. This brings the Group's total investment in Halodoc to USD 135 million.
• Grup telah menyelesaikan akuisisi PT Tokobagus, perusahaan yang mengoperasikan platform iklan baris terkemuka di Indonesia
dengan merek OLX. Dengan akuisisi ini, Grup memiliki 100% saham PT Tokobagus melalui PT Astra Digital Mobil sebesar 99,98% dan
PT Astra Digital Internasional sisanya sebesar 0,02%.
The Group has completed the acquisition of PT Tokobagus, the company that operates Indonesia's leading classifieds platform under the OLX
brand. With this acquisition, the Group owns 100% of PT Tokobagus' shares through PT Astra Digital Mobil (99.98%) and PT Astra Digital
Internasional (0.02%).
• Grup melalui UT, menyelesaikan transaksi pengambilan 19,99% saham di Nickel Industries Limited (NIC) dengan total nilai transaksi
sebesar AUD942,7 juta. NIC, perusahaan yang tercatat pada Australian Securities Exchange, merupakan perusahaan pertambangan
dan pengolahan nikel terintegrasi dengan aset utama berlokasi di Indonesia.
The Group, through UT, completed the acquisition of a 19.99% stake in Nickel Industries Limited (NIC) with a total transaction value of AUD
942.7 million. NIC, a company listed on the Australian Securities Exchange, is an integrated nickel mining and processing company with its main
assets located in Indonesia.
• Grup melalui UT, menyelesaikan akuisisi 70% kepemilikan di PT Stargate Pasific Resources (SPR), sebuah perusahaan pertambangan
nikel dan PT Stargate Mineral Asia (SMA), sebuah perusahaan pengolahan nikel, dengan nilai investasi sebesar Rp3,2 triliun,
dilanjutkan dengan akuisisi 66,7% kepemilikan di PT Anugerah Surya Pasific Resources, perusahaan induk yang memiliki 30% saham di
SPR dan SMA, dengan nilai investasi sebesar Rp1,6 triliun.
The Group, through UT, completed the acquisition of a 70% stake in PT Stargate Pasific Resources (SPR), a nickel mining company, and
PT Stargate Mineral Asia (SMA), a nickel processing company, with an investment value of IDR 3.2 trillion. followed by the acquisition of a
66.7% stake in PT Anugerah Surya Pasific Resources, the parent company that holds a 30% stake in SPR and SMA, with an investment value of
Rp1.6 trillion.
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2024
• Grup melalui UT, menyelesaikan akuisisi 20,2%
saham di PT Supreme Energy Rantau Dedap
(SERD), yang memiliki proyek panas bumi
yang beroperasi di Sumatera Selatan dengan
kapasitas saat ini sebesar 2 x 49 MW, dengan
nilai transaksi sebesar USD80,7 juta. Dengan
selesainya transaksi ini, total kepemilikan
langsung dan tidak langsung Grup di SERD
adalah 32,7%.
The Group, through UT, completed the
acquisition of a 20.2% stake in PT Supreme
Energy Rantau Dedap (SERD), which has
a geothermal project operating in South
Sumatra with a current capacity of 2 x 49 MW,
with a transaction value of USD 80.7 million.
With the completion of this transaction, the
Group's total direct and indirect ownership in
SERD is 32.7%.
• Grup telah menyelesaikan akuisisi 95,8%
saham Heartology Cardiovascular Hospital
dengan nilai investasi sebesar Rp643 miliar.
Heartology merupakan salah satu rumah
sakit spesialis jantung swasta terkemuka
di Indonesia yang berlokasi di Jakarta.
Investasi ini adalah bagian dari fokus ekspansi
Astra pada sektor kesehatan. Grup tetap
berkomitmen untuk memperluas portofolionya
di sektor kesehatan dan menciptakan sinergi
dengan ekosistem Astra yang luas.
The Group completed the acquisition of
95.8% of shares in Heartology Cardiovascular
Hospital with an investment value of
Rp643 billion. Heartology is one of the leading
private heart specialist hospitals in Indonesia,
located in Jakarta. This investment is part of
Astra's focus on expanding in the healthcare
sector. The Group remains committed to
expanding its portfolio in the healthcare
sector and creating synergies with Astra's
extensive ecosystem.
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2025
• Toyota Motor Asia (Singapore) Pte. Ltd. (“TMA”) membeli 40% saham di PT Astra Digital Mobil (“ADMO”),
yang memiliki bisnis mobil bekas online-to-offline OLXmobbi. Setelah transaksi, Grup tetap memiliki
kontrol atas ADMO dengan kepemilikan saham sebesar 60%. Kolaborasi ini memperkuat kemitraan
antara Astra dan TMA yang telah terjalin selama ini, dan bertujuan untuk memodernisasi sektor mobil
bekas dan memperluas akses pelanggan dalam mendapatkan kendaraan berkualitas dan layanan terkait
lainnya di seluruh Indonesia.
Toyota Motor Asia (Singapore) Pte. Ltd. (“TMA”) acquired 40% stake in Astra Digital Mobil (“ADMO”),
which owns OLXmobbi, an online-to-offline used car business. Following the transaction, the Group
retains a 60% controlling interest in ADMO. This collaboration strengthens the longstanding partnership
between Astra and TMA and aims to modernise the used car market and enhance customer access to
high-quality vehicles and other related services across Indonesia.
• Grup meningkatkan kepemilikannya di Halodoc dari 21,0% menjadi 31,3%. Halodoc merupakan
platform layanan kesehatan terkemuka di Indonesia. Selanjutnya, Grup meningkatkan kepemilikannya
di PT Medikaloka Hermina Tbk (“Hermina”) dari 7,39% di tahun 2024 menjadi 20,2%. Hermina merupakan
salah satu jaringan rumah sakit swasta terbesar di Indonesia.
The Group increased its ownership in Halodoc from 21.0% to 31.3%. Halodoc is the leading healthcare
platform in Indonesia. In addition, the Group increased its ownership in PT Medikaloka Hermina Tbk
(“Hermina”) from 7.39% in 2024 to 20.2%. Hermina is one of Indonesia’s largest private
hospital networks.
• Grup mengakuisisi 83,67% saham PT Mega Manunggal Property Tbk (”MMP”), perusahaan pengembang
properti industri dan logistik yang tercatat di Bursa Efek Indonesia. Grup kemudian meningkatkan
kepemilikannya menjadi 91,44% pada bulan Desember, setelah penyelesaian penawaran tender wajib.
The Group acquired an 83.67% stake in PT Mega Manunggal Property Tbk (“MMP”), an industrial and
logistics property developer listed on the Indonesia Stock Exchange. The Group increased its interest to
91.44% in December, following the completion of a mandatory tender offer.
• Astra telah menyelesaikan program share buyback dengan nilai Rp2 triliun yang berlangsung dari
3 November 2025 hingga 13 Januari 2026. Program tersebut dilaksanakan sesuai dengan peraturan
Otoritas Jasa Keuangan terkait pembelian kembali saham dalam kondisi pasar yang berfluktuasi
secara signifikan.
Astra has completed its share buyback program amounting to Rp2 trillion, which was conducted
from 3 November 2025 to 13 January 2026. The program was carried out in accordance with the
Financial Services Authority regulations concerning share repurchases under significantly fluctuating
market conditions.
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Motto, Cita-Cita, dan
Filosofi Perusahaan
Motto, Aim, and Company Philosophy
Moto | Motto
Per Aspera Ad Astra
Berjuang dan Menembus Segala Tantangan untuk Mencapai Bintang
Through Difficulties to Reach a Star
Cita-Cita | Aim
Sejahtera Bersama Bangsa
Prosper With The Nation
Filosofi Perusahaan | Corporate Philosophy
Catur Dharma
• Menjadi milik yang bermanfaat bagi bangsa dan negara.
To be an asset to the nation.
• Memberikan pelayanan terbaik kepada pelanggan.
To provide the best service to our customers.
• Menghargai individu dan membina kerja sama.
To respect individuals and promote teamwork.
• Senantiasa berusaha mencapai yang terbaik.
To continually strive for excellence.
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Visi dan Misi Vision and Mission Visi | Vision • Menjadi salah satu perusahaan dengan pengelolaan terbaik di Asia Pasifik dengan pertumbuhan yang berkelanjutan dan struktur keuangan yang solid. To be one of the best managed corporations in Asia Pacific with sustainable growth and solid financial structure. • Menjadi perusahaan yang intelligent dan agile yang berfokus pada karyawan, pelanggan dan masyarakat. To be an intelligent and agile corporation focusing on our people, customers and society. Misi | Mission Sejahtera bersama bangsa dengan memberikan nilai terbaik kepada para pemangku kepentingan. To prosper with the nation by providing the best value for our stakeholders. ASTRA Laporan Tahunan 2025 Annual Report 67
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Segmen Usaha, Portofolio Produk
dan Jasa
Business Segments, Products and Services Portfolio
Otomotif dan Mobilitas | Automotive and Mobility
Dalam bidang otomotif dan mobilitas, Grup Astra In the automotive and mobility sector, Astra
mengelola ekosistem otomotif mencakup kegiatan Group manages automotive ecosystem covering
manufaktur, distribusi, ritel, layanan purnajual, hingga manufacturing, distribution, retail, after-sales services,
produksi komponen otomotif. and automotive component production.
Kendaraan Roda Empat Kendaraan Roda Dua Produk & Mobilitas
Four wheeler Vehicles Two wheeler Vehicles Jasa Lainnya Mobility
• Toyota • Honda Other Products • PT Serasi Autoraya
• Lexus
& Services • PT Mobilitas Digital
Komponen • AstraWorld Indonesia (Moda)
• Daihatsu
Component • PT Astra
• Isuzu • PT Serasi Mitra Mobil
• PT Astra Otoparts Tbk Healthcare (OLXmobbi)
• UD Trucks
Indonesia
• PT Solusi Mobilitas Bangsa
• BMW
Jasa Keuangan | Financial Services
Sektor jasa keuangan Grup Astra menyediakan beragam Astra Group's financial services sector provides a wide
layanan yang meliputi pembiayaan konsumen dan range of services, including consumer and automotive
otomotif, asuransi, pembiayaan alat berat, uang financing, insurance, heavy equipment financing,
elektronik, modal ventura, pengelolaan dana pensiun, electronic money, venture capital, pension fund
serta layanan bank digital. management, and digital banking services.
Pembiayaan Mobil Asuransi Jiwa Perbankan
Car Financing Life Insurance Banking
• PT Astra Sedaya Finance • PT Asuransi Jiwa Astra • PT Bank Saqu Indonesia
• PT Toyota Astra Financial Services (Astra Life)
Uang Elektronik
Pembiayaan Sepeda Motor Asuransi Umum Electronic Money
Motorcycle Financing General Insurance • PT Astra Digital Arta
• PT Federal International Finance • PT Asuransi Astra Buana (AstraPay)
Pembiayaan Alat Berat
Heavy Equipment Financing
• PT Surya Artha Nusantara Finance
• PT Komatsu Astra Finance
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Alat Berat, Pertambangan, Konstruksi dan Energi |
Heavy Equipment, Mining, Construction, and Energy
Melalui divisi bisnis alat berat dan pertambangan, Grup Through its heavy equipment and mining business division,
Astra menjalankan layanan terintegrasi dari hulu ke hilir Astra Group provides integrated services from upstream to
serta memiliki sejumlah aset pertambangan strategis. downstream and owns a number of strategic mining assets.
Saat ini, Grup Astra juga memperluas bisnisnya ke sektor Currently, Astra Group is also expanding its business into
mineral non-batu bara seperti emas dan nikel, sekaligus non-coal minerals such as gold and nickel, while developing
mengembangkan portofolio energi terbarukan, a renewable energy portfolio, including solar, hydro, and
termasuk tenaga surya, hidro, dan panas bumi. Selain geothermal power. In addition, Astra Group is the exclusive
itu, Grup Astra merupakan distributor eksklusif untuk distributor for various well-known heavy equipment
berbagai merek alat berat ternama di Indonesia. brands in Indonesia.
Mesin Konstruksi Pertambangan Batu Bara Pertambangan Mineral Lainnya
Construction Machinery Coal Mining Other Mineral Mining
• PT United Tractors Tbk • PT Tuah Turangga Agung • PT Anugerah Surya Pasific Resources
• PT Traktor Nusantara • PT Stargate Pasific Resources
Pertambangan Emas
• PT Stargate Mineral Asia
Kontraktor Penambangan Gold Mining
Mining Contractor • PT Agincourt Resources Segmen Lainnya
• PT Pamapersada Nusantara • PT Sumbawa Jutaraya Other Segment
• PT Kalimantan Prima Persada • PT Acset Indonusa Tbk
• PT Energia Prima Nusantara
• PT Unitra Persada Energia
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Agribisnis | Agribusiness
Dalam bidang agribisnis, Grup Astra menjadi salah satu In the agribusiness sector, Astra Group is one of the
pemain utama di industri kelapa sawit nasional dengan major players in the national palm oil industry, with
kegiatan yang mencakup pengelolaan perkebunan, activities covering plantation management, harvesting,
pemanenan, dan pengolahan. Seluruh kegiatan and processing. All of these activities are carried out
tersebut dijalankan dengan mengedepankan prinsip with an emphasis on sustainability principles, including
keberlanjutan, termasuk tanpa deforestasi, konservasi zero deforestation, peatland conservation, and the
lahan gambut, serta perlindungan hak asasi manusia. protection of human rights.
Perkebunan Kelapa Sawit Pabrik Pengolahan Minyak Sawit Perdagangan Komoditas
Palm Oil Plantations Palm Oil Processing Plant Commodity Trading
• PT Astra Agro Lestari Tbk • PT Tanjung Sarana Lestari • Astra-KLK Pte. Ltd.
• PT Kreasijaya Adhikarya
Infrastruktur | Infrastructure
Grup Astra mengembangkan dan mengelola berbagai Astra Group develops and manages various key
infrastruktur utama, termasuk jalan tol operasional infrastructure projects, including 396km of operational
sepanjang 396km di berbagai wilayah Indonesia. toll roads in various regions of Indonesia.
Infrastruktur Umum Jalan Tol Pelabuhan Laut
Public Infrastructure Toll Roads Sea Ports
• PT Astra Tol Nusantara • PT Marga Mandalasakti • PT Pelabuhan Penajam
• PT Astra Nusa Perdana • PT Marga Trans Nusantara Banua Taka
• PT Marga Harjaya Infrastruktur
Solusi Infrastruktur
• PT Marga Lingkar Jakarta Infrastructure Solutions
• PT Trans Marga Jateng • ASTRA Infra Solutions
• PT Lintas Marga Sedaya
• PT Jasamarga Surabaya Mojokerto
• PT Jasamarga Pandaan Malang
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Teknologi Informasi | Information Technology
Pada sektor teknologi informasi, Grup Astra In the information technology sector, Astra Group
menyediakan berbagai solusi digital dan dokumen, provides various digital and document solutions,
termasuk percetakan serta jasa teknologi informasi. including printing and information technology services.
Solusi Dokumen Solusi Teknologi Informasi
Document Solutions Information Technology Solutions
• PT Astra Graphia Tbk • PT Astra Graphia Information Technology
• PT Astragraphia Xprins Indonesia
Properti | Property
Melalui divisi bisnis properti, Grup Astra Through its property business division, Astra Group
mengembangkan dan mengelola berbagai proyek develops and manages various residential and
residensial dan komersial di kawasan Jabodetabek. commercial projects in the Greater Jakarta area. In
Di samping itu, Grup Astra juga melakukan ekspansi ke addition, Astra Group has also expanded into the
bisnis pergudangan modern. modern warehousing business.
Komersial Residensial Industrial
Commercial Residential • PT Pratista Industrial Properti
• PT Menara Astra • PT Brahmayasa Bahtera • PT Saka Industrial Perkasa
• PT Samadista Karya • PT Astra Land Indonesia • PT Mega Manunggal Property Tbk
• PT Astari Marga Sarana • PT Asya Mandira Land
• PT Bhumi Prama Arjasa • PT Award Global Infinity
• PT Lazuli Karya Sarana
• PT Saka Surya Wisesa
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Struktur Organisasi
Organizational Structure
Board of Commissioners Executive Committee
President Commissioner: Prijono Sugiarto Chairman: Benjamin Herrenden Birks
Independent Commissioners: Sri Indrastuti Hadiputranto Members: Prijono Sugiarto
Apinont Suchewaboripont Djony Bunarto Tjondro
Muliaman Darmansyah Hadad Stephen Patrick Gore
Commissioners: Anthony John Liddell Nightingale Hsu Hai Yeh
Benjamin William Keswick Lincoln Lin Feng Pan
Stephen Patrick Gore Lee Liang Whye
Benjamin Herrenden Birks
Lincoln Lin Feng Pan
Lee Liang Whye
Audit Committee
Chairman: Sri Indrastuti Hadiputranto
Board of Directors Members: Jusuf Halim
Irhoan Tanudiredja
President Director: Djony Bunarto Tjondro Lee Liang Whye*
*
No voting rights
Vice President Director: Rudy
Directors: Gidion Hasan
Henry Tanoto
Santosa
Gita Tiffani Boer
Nomination and Remuneration Committee
FXL Kesuma
Chairman: Sri Indrastuti Hadiputranto
Hamdani Dzulkarnaen Salim
Thomas Junaidi Alim. W Members: Benjamin William Keswick
Hsu Hai Yeh Benjamin Herrenden Birks
Prijono Sugiarto
Lincoln Lin Feng Pan
Chief Executive Officer
Djony Bunarto Tjondro
Corporate Functions Chief
Corporate Human Capital Development Aloysius Budi Santoso
Group Audit & Risk Advisory Rajesh Punjabi
DIC: Djony Bunarto Tjondro Corporate Development Iswan Kosasih
Group Executive Management & Development Mariana Kokasih
Group Digital Strategy Paul Soegianto
Corporate Finance & Accounting Endro Wahyono
Corporate Planning Thomas Kae Jye Tan
DIC: Hsu Hai Yeh Group Treasury Andrew Ling
Corporate Investor Relation Maynard Priajaya Arif
Group Tax Ivan Budiarnawan
Corporate Affairs Boy Kelana Soebroto
DIC & Corporate Secretary: Gita Tiffani Boer
Group Legal Esterini Wahyudisheno
DIC: Santosa Corporate Information Systems & Technology Anastasia Krisnawati
Corporate Operations Chief Executive
Honda Sales Operation Robien Tony
DIC: Thomas Junaidi Alim. W
AstraWorld Kemas Henry Kurniawan
Toyota Sales Operation Anton Jimmi Suwandy
DIC: Henry Tanoto
Lexus Sales Operation Erwin Himawan
Daihatsu Sales Operation Fredy Handjaja
DIC: Gidion Hasan Isuzu Sales Operation Yohanes Pratama
UD Trucks Sales Operation Winarto Martono
DIC: Hamdani Dzulkarnaen Salim BMW Sales Operation Sanfrantis Tanu
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Board of Commissioners Executive Committee
Board of Directors Audit Committee
Chief Executive Officer Nomination and Remuneration Committee
Djony Bunarto Tjondro
Deputy Chief Executive Officer
Rudy
Group of Business PD/VPD
Astra Motor I
DIC: Thomas Junaidi Alim. W Thomas Junaidi Alim. W
Honda Motorcycle (AHM)
Astra Motor II
DIC: Henry Tanoto Henry Tanoto
Toyota (TAM)
Astra Motor III • Erlan Krisnaring Cahyono
ADM, IAMI • Anton Rusli
DIC: Gidion Hasan
Astra Logistic
Mohammad Farauk
SERA
Astra Motor III
IPPI, TSM, GM, FTI
DIC: Hamdani Dzulkarnaen Salim Hamdani Dzulkarnaen Salim
Astra Motor IV
Astra Component (AOP)
• Hugeng Gozali
• Siswadi
• Hendry C. Wong
DIC: Rudy
• Agus Prayitno
Astra Financial
• Maximiliaan Agatisianus
EIC: Siswadi SMI, FIF, ACC, TAFS, AAB, AJA, SANF,
• Nico Tahir
KAF, BSQ
• Wempy Kunto Wiambodo
• Christopher Pangestu
• Leka Madiadipoera*
Ad interim
*
• FXL Kesuma
Astra Heavy Equipment, Mining,
• Hendra Hutahean
DIC: FXL Kesuma Construction & Energy Value Chain
• Idot Supriadi
UT, PAMA, ACSET, TN
• David Raka Budi Nurcahya
Astra Infrastructure • Firman Yosafat Siregar
ATN, MMS • Billy P. Kadar
DIC: Santosa
Astra Information Technology
Hendrix Pramana
AG
Astra Agribusiness
EIC: Djap Tet Fa Djap Tet Fa
AAL
DIC: Rudy
Astra Property Wibowo Muljono
EIC: Djap Tet Fa
ASTRA Laporan Tahunan 2025 Annual Report 73
Page 76
Board of Commissioners Executive Committee
Board of Directors Audit Committee
Chief Executive Officer Nomination & Remuneration Committee
Djony Bunarto Tjondro
Deputy Chief Executive Officer
Rudy
Chief
DIC: Santosa Koperasi Astra International Agus Baskoro
DIC: Rudy
EIC: Siswadi Dana Pensiun Astra Agus
ChairiBaskoro
Pitono
Astra Foundations
Chief
Yayasan Pendidikan Astra
Gunawan Santoso Salim
Michael D. Ruslim
DIC: Gita Tiffani Boer
Yayasan Dharma Bhakti Astra Rahmat Samulo
DIC: Hamdani Dzulkarnaen Salim Yayasan Astra Bina Ilmu Erlan Krisnaring Cahyono
74 Profil Perusahaan Company Profile
Page 77
ASTRA Laporan Tahunan 2025 Annual Report 75
Page 78
Profil Dewan Komisaris
Board of Commissioners Profile
Prijono Sugiarto
Presiden Komisaris
President Commissioner
E NR
• Berkewarganegaraan Indonesia, lahir pada tahun 1960. Diangkat pertama kali sebagai Presiden Komisaris Perseroan berdasarkan keputusan
RUPS Tahunan tanggal 16 Juni 2020 dan saat ini menjabat berdasarkan keputusan RUPS Tahunan tanggal 19 April 2023.
An Indonesian citizen, born in 1960. He was first appointed as President Commissioner of the Company based on the resolution of the Annual
GMS on 16 June 2020 and currently holding the position based on the resolution of the Annual GMS on 19 April 2023.
• Beliau sebelumnya menjabat sebagai Presiden Direktur Perseroan dari tahun 2010 sampai 2020 dan Direktur Perseroan dari tahun 2001
sampai 2010. Saat ini, beliau juga menjabat sebagai, antara lain, Group Senior Advisor di Jardine Matheson Limited dan WeLab Holdings Limited
serta Direktur Schindler Lifts (Singapore) Pte. Ltd. Sebelum bergabung dengan Perseroan pada tahun 1990, beliau adalah Sales Engineering
Manager di Daimler-Benz Indonesia. Di Grup Astra, beliau pernah menjabat sebagai, antara lain, Presiden Komisaris PT United Tractors Tbk
(2005-2020), Presiden Komisaris PT Astra Honda Motor (2008-2020), Presiden Komisaris PT Pamapersada Nusantara (2007-2009), Wakil Presiden
Komisaris PT Federal International Finance (2007-2010), Presiden Komisaris PT Astra Agro Lestari Tbk (2010-2017), Wakil Presiden Komisaris
PT Toyota-Astra Motor (2010-2015), dan Wakil Presiden Komisaris PT Astra Tol Nusantara (2013-2015).
He previously served as President Director of the Company from 2010 until 2020, as well as Director of the Company from 2001 until 2010.
Currently, he also serves as Group Senior Advisor to Jardines Matheson Limited and WeLab Holdings Limited, as well as a Director of
Schindler Lifts (Singapore) Pte. Ltd. Prior to joining the Company in 1990, he was the Sales Engineering Manager at Daimler-Benz Indonesia.
In Astra Group, he had served as, among others, President Commissioner of PT United Tractors Tbk (2005-2020), President Commissioner
of PT Astra Honda Motor (2008-2020), President Commissioner of PT Pamapersada Nusantara (2007-2009), Vice President Commissioner of
PT Federal International Finance (2007-2010), President Commissioner of PT Astra Agro Lestari Tbk (2010-2017), Vice President Commissioner of
PT Toyota-Astra Motor (2010-2015), and Vice President Commissioner of PT Astra Tol Nusantara (2013-2015).
• Beliau menyandang gelar Dipl.-Ing. di bidang Teknik Mesin dari University of A. Sc. Konstanz, Jerman dan gelar Dipl.-Wirtschaftsing. di bidang
Administrasi Niaga dari University of A. Sc. Bochum, Jerman. Pada tahun 2014, beliau menerima penghargaan sebagai Asia Business Leader of
the Year dari CNBC.
He obtained a Dipl.-Ing. in Mechanical Engineering from the University of A. Sc. Konstanz, Germany, and a Dipl.-Wirtschaftsing. in Business
Administration from the University of A. Sc. Bochum, Germany. In 2014, he was awarded Asia Business Leader of the Year from CNBC.
• Beliau tidak memiliki hubungan Afiliasi dengan anggota Dewan Komisaris, anggota Direksi, maupun Pemegang Saham Pengendali Perseroan.
He does not have any Affiliate relationship with the Company’s Board of Commissioners, Board of Directors, nor the Controlling Shareholder.
• 'Afiliasi' merujuk pada pengertian Afiliasi sebagaimana dimaksud dalam Peraturan OJK No. 42/POJK.04/2020 tentang Transaksi Afiliasi dan Benturan Kepentingan.
‘Affiliate’ refers to the definition of Affiliate as referred to in OJK Regulation No. 42/POJK.04/2020 concerning Affiliate Transactions and Conflicts of Interest.
• 'Pemegang Saham Pengendali Perseroan' adalah sebagaimana disebutkan pada bagian "Struktur Kepemilikan Saham" di halaman 94 Laporan Tahunan ini.
‘Controlling Shareholder of the Company’ is as mentioned in the “Shareholding Structure” section on page 94 of this Annual Report.
Komite Audit Komite Eksekutif Komite Nominasi dan Remunerasi
A E NR
Audit Committee Executive Committee Nomination and Remuneration Committee
76 Profil Perusahaan Company Profile
Page 79
Sri Indrastuti Apinont
Hadiputranto Suchewaboripont
Komisaris Komisaris
Independen Independen
Independent Independent
Commissioner Commissioner
A NR
• Berkewarganegaraan Indonesia, lahir pada tahun 1943. • Berkewarganegaraan Thailand, lahir tahun 1961. Diangkat
Diangkat pertama kali sebagai Komisaris Independen pertama kali sebagai Komisaris Independen Perseroan
Perseroan berdasarkan keputusan RUPS Luar Biasa tanggal berdasarkan keputusan RUPS Tahunan tanggal 16 Juni 2020 dan
28 November 2017 yang pengangkatannya efektif per tanggal saat ini menjabat berdasarkan keputusan RUPS Tahunan tanggal
1 Januari 2018 dan saat ini menjabat berdasarkan keputusan 19 April 2023.
RUPS Tahunan tanggal 19 April 2023. A Thai citizen, born in 1961. He was first appointed as Independent
An Indonesian citizen, born in 1943. She was first appointed Commissioner of the Company based on the resolution of the
as Independent Commissioner of the Company based on the Annual GMS on 16 June 2020 and currently holding the position
resolution of the Extraordinary GMS on 28 November 2017, based on a resolution of the Annual GMS on 19 April 2023.
with the appointment effective on 1 January 2018 and currently
holding the position based on the resolution of the Annual GMS • Saat ini, beliau menjabat sebagai Executive Advisor of
on 19 April 2023. Manufacturing Group at Toyota Motor Asia (Thailand).
Sebelumnya, beliau pernah menjabat sebagai, antara lain Vice
• Saat ini, beliau juga menjabat sebagai Penasihat Senior Grup President Production Engineering Toyota Motor Asia Pacific
Gajah Tunggal, Presiden Komisaris Independen PT Mitra Engineering and Manufacturing (2005), Vice President Gateway
Adiperkasa Tbk, dan Direktur Utama PT Bali Turtle Island Plant Toyota Motor Thailand (TMT) (2007), Senior Vice President
Development (Kura Kura Bali). Beliau adalah Partner Pendiri dari Gateway, Samrong & Banpho Plants TMT (2009-2015), Direktur
firma hukum Hadiputranto, Hadinoto & Partners, anggota Baker TMT (2009-2018), Executive Vice President of Manufacturing,
& McKenzie International dan juga merupakan International Manufacturing Support and Quality Assurance TMT (2016),
Partner dari Baker & McKenzie selama lebih dari 20 tahun (1989- Direktur Toyota Auto Work (2016-2018), TDEM Executive Vice
2016). Beliau pernah menjabat sebagai anggota Dewan Komisaris President Corporate Planning (2019-2020) dan Engineering
Bursa Efek Indonesia (2001-2004), dan anggota Komite Disiplin Group (2020-2021) dan Executive Vice President Manufacturing
Anggota Bursa Efek Indonesia (2009-2013). Group TMA (2021-2025).
Presently, she is also Senior Advisor of Gajah Tunggal Group, He currently serves as Executive Advisor of Manufacturing Group
Independent President Commissioner of PT Mitra Adiperkasa Tbk, at Toyota Motor Asia (Thailand). Previously, he had served as,
and President Director of PT Bali Turtle Island Development among others, Vice President of Production Engineering at
(Kura Kura Bali). She was the Founding Partner of the law Toyota Motor Asia Pacific Engineering and Manufacturing (2005),
firm Hadiputranto, Hadinoto & Partners, a member of Baker & Vice President of the Gateway Plant at Toyota Motor Thailand
McKenzie International and served as an International Partner of (TMT) (2007), Senior Vice President of the Gateway, Samrong &
Baker & McKenzie for more than 20 years (1989-2016). She was a Banpho Plants at TMT (2009-2015), Director of TMT (2009-2018),
member of the Board of Commissioners of the Indonesia Stock Executive Vice President of Manufacturing, Manufacturing
Exchange (2001-2004), and a member of the Committee of Broker Support, and Quality Assurance at TMT (2016), Director of
Disciplinary of the Indonesia Stock Exchange (2009-2013). Toyota Auto Works (2016-2018), TDEM Executive Vice President
of Corporate Planning (2019- 2020) Engineering Group (2020-
• Beliau menyandang gelar Sarjana Hukum dari Universitas 2021) and Executive Vice President of Manufacturing Group at
Indonesia, Indonesia dan gelar Master of Law dari The University TMA (2021-2025).
of Washington, Amerika Serikat.
She obtained a Bachelor of Law from Universitas Indonesia, • Beliau menyandang gelar Bachelor of Engineering dari
Indonesia and Master of Law from The University of Chulalongkorn University, Thailand dan gelar Master of Business
Washington, USA. Administration dari Thammasat University, Thailand.
He obtained a Bachelor of Engineering from Chulalongkorn
• Beliau tidak memiliki hubungan Afiliasi dengan anggota University, Thailand, and a Master of Business Administration
Dewan Komisaris, anggota Direksi, maupun Pemegang Saham from Thammasat University, Thailand.
Pengendali Perseroan.
She does not have any Affiliate relationship with the • Beliau tidak memiliki hubungan Afiliasi dengan anggota
Company’s Board of Commissioners, Board of Directors, nor the Dewan Komisaris, anggota Direksi, maupun Pemegang Saham
Controlling Shareholder. Pengendali Perseroan.
He does not have any Affiliate relationship with the Company’s
• Sebagai Komisaris Independen, beliau telah membuat surat Board of Commissioners, Board of Directors, nor the
pernyataan independensi sesuai dengan ketentuan OJK. Controlling Shareholder.
As an Independent Commissioner, she has submitted a statement
letter of independence in compliance with OJK regulation. • Sebagai Komisaris Independen, beliau telah membuat surat
pernyataan independensi sesuai dengan ketentuan OJK.
As an Independent Commissioner, he has submitted a statement
letter of independence in compliance with OJK regulation.
ASTRA Laporan Tahunan 2025 Annual Report 77
Page 80
Muliaman Anthony
Darmansyah John Liddell
Hadad Nightingale
Komisaris Komisaris
Independen Commissioner
Independent
Commissioner
• Berkewarganegaraan Indonesia, lahir tahun 1960. Diangkat • Berkewarganegaraan Inggris, lahir pada tahun 1947. Diangkat
sebagai Komisaris Independen Perseroan berdasarkan keputusan pertama kali sebagai Komisaris Perseroan berdasarkan keputusan
RUPS Luar Biasa tanggal 14 Agustus 2023. RUPS Tahunan tanggal 30 Mei 2000 dan saat ini menjabat
An Indonesian citizen, born in 1960. He was appointed as berdasarkan keputusan RUPS Tahunan tanggal 19 April 2023.
Independent Commissioner of the Company in accordance with A British citizen, born in 1947. He was first appointed as
the resolution of the Extraordinary GMS on 14 August 2023. Commissioner of the Company in accordance with the resolution
of the Annual GMS on 30 May 2000 and currently holding
• Saat ini, beliau juga menjabat sebagai Wakil Ketua Dewan the position based on a resolution of the Annual GMS on
Pengawas Danantara Indonesia dan Komisaris Utama yang 19 April 2023.
merangkap sebagai Komisaris Independen PT Bank Syariah
Indonesia Tbk. Sebelumnya beliau pernah menjabat sebagai, • Saat ini, beliau menjabat sebagai Direktur Matheson & Co
antara lain Direktur di Direktorat Penelitian dan Pengaturan Limited dan Direktur Non-Eksekutif pada Vitasoy International
Perbankan Bank Indonesia (2005-2006), Deputi Gubernur Holdings Limited dan Shui On Land Limited. Beliau juga
Bank Indonesia dan Anggota Dewan Komisioner Lembaga merupakan Chairperson dari The Sailors Home and Missions to
Penjamin Simpanan (2006-2012), Anggota Basel Committee Seafarers di Hong Kong. Sebelumnya, beliau pernah menjabat
on Banking Supervision (BCBS) dan Financial Stability Board di perusahaan Grup Jardine Matheson Holdings, yaitu sebagai
(FSB) (2006-2017), Ketua Dewan Komisioner Otoritas Jasa Managing Director Jardine Matheson Holdings, Dairy Farm dan
Keuangan (2012-2017) dan Duta Besar Republik Indonesia untuk Hongkong Land serta Chairman di Jardine Cycle & Carriage (2006-
Swiss dan Liechtenstein (2018-Maret 2023). Beliau juga aktif 2012). Beliau juga pernah menjabat sebagai Direktur Jardine
mengajar sebagai Guru Besar di Fakultas Ekonomi & Bisnis, Matheson Holdings dan Hongkong Land (2002-2024). Beliau
Universitas Diponegoro. pernah menjadi anggota HKSAR Chief Executive's Council of
He currently also serves as Vice Chairman of Supervisory Board of Advisers on Innovation and Strategic Development dan anggota
Danantara Indonesia and President Commissioner concurrently Hong Kong University of Science and Technology Business School
serving as Independent Commissioner of PT Bank Syariah Advisory Council (2013-2023).
Indonesia Tbk. Previously, he has served as, among others, He is currently serving as the Director of Matheson & Co
Director of the Directorate of Banking Research and Regulation of Limited and the Independent Non-Executive Director of Vitasoy
Bank Indonesia (2005-2006), Deputy Governor of Bank Indonesia International Holdings Limited and Shui On Land Limited.
and Commissioner of Indonesia Deposit Insurance Corporation He is also the Chairperson of The Sailors Home and Missions
(2006-2012), Member of the Basel Committee on Banking to Seafarers in Hong Kong. Previously, he served in companies
Supervision (BCBS) and Financial Stability Board (FSB) (2006- within the Jardine Matheson Holdings Group, including as the
2017), Chairman of the Financial Services Authority (2012-2017), Managing Director of Jardine Matheson Holdings, Dairy Farm,
and Ambassador of the Republic of Indonesia to Switzerland and and Hongkong Land, as well as Chairman of Jardine Cycle &
Liechtenstein (2018-March 2023). He is also active as a Professor Carriage (2006-2012). He also served as the Director of Jardine
at the Faculty of Economics & Business, Universitas Diponegoro. Matheson Holdings and Hongkong Land (2002-2024). He was a
member of the HKSAR Chief Executive's Council of Advisers on
• Beliau menyandang gelar Sarjana Ekonomi dari Universitas Innovation and Strategic Development and a member of the
Indonesia, Indonesia, Master of Public Administration dari Hong Kong University of Science and Technology Business School
Harvard University, Amerika Serikat serta gelar PhD in Business Advisory Council (2013-2023).
and Economics dari Monash University, Australia.
He obtained a Bachelor of Economics from Universitas Indonesia, • Beliau lulus dari Cambridge, jurusan Klasik.
Indonesia, Master of Public Administration from Harvard He graduated from Cambridge with a degree in Classics.
University, USA, and a PhD in Business and Economics from
Monash University, Australia. • Beliau tidak memiliki hubungan Afiliasi dengan anggota
Dewan Komisaris, dan anggota Direksi Perseroan, namun
• Beliau tidak memiliki hubungan Afiliasi dengan anggota memiliki hubungan Afiliasi dengan Pemegang Saham
Dewan Komisaris, anggota Direksi, maupun Pemegang Saham Pengendali Perseroan.
Pengendali Perseroan. He does not have any Affiliate relationship with the
He does not have any Affiliate relationship with the Company’s Company's Board of Commissioners and Board of Directors,
Board of Commissioners, Board of Directors, nor the however he has an Affiliate relationship with the Company's
Controlling Shareholder. Controlling Shareholder.
• Sebagai Komisaris Independen, beliau telah membuat surat
pernyataan independensi sesuai dengan ketentuan OJK.
As an Independent Commissioner, he has submitted a statement
letter of independency in compliance with OJK regulation.
78 Profil Perusahaan Company Profile
Page 81
Benjamin Stephen
William Keswick Patrick Gore
Komisaris Komisaris
Commissioner Commissioner
NR E
• Berkewarganegaraan Inggris, lahir pada tahun 1972. Diangkat • Berkewarganegaraan Inggris, lahir pada tahun 1972. Diangkat
pertama kali sebagai Komisaris Perseroan berdasarkan keputusan pertama kali sebagai Komisaris Perseroan berdasarkan keputusan
RUPS Tahunan tanggal 23 Mei 2007 dan saat ini menjabat RUPS Tahunan tanggal 25 April 2019 dan saat ini menjabat
berdasarkan keputusan RUPS Tahunan tanggal 19 April 2023. berdasarkan keputusan RUPS Tahunan tanggal 8 Mei 2025.
A British citizen, born in 1972. He was first appointed as A British citizen, born in 1972. He was first appointed as
Commissioner of the Company in accordance with the resolution Commissioner of the Company in accordance with the resolution
of the Annual GMS on 23 May 2007 and currently holding of the Annual GMS on 25 April 2019 and currently holding the
the position based on a resolution of the Annual GMS on position based on a resolution of the Annual GMS on 8 May 2025.
19 April 2023.
• Saat ini, beliau menjabat di perusahaan Grup Jardine Matheson
• Saat ini, beliau menjabat sebagai Executive Chairman Jardine Holdings, yaitu sebagai Group Director dan Chief Investment
Matheson Holdings Limited sejak Januari 2019 dan Chairman Officer Jardine Matheson Limited, dan Group Director Jardine
Mandarin Oriental International Limited sejak 2013. Sejak Cycle & Carriage Limited. Beliau pernah menjabat sebagai Group
bergabung dengan Jardines pada tahun 1998, beliau telah Finance Director Jardine Cycle & Carriage Limited (2019-2022),
memegang sejumlah posisi eksekutif, termasuk Finance Director Chief Financial Officer Jardine Pacific dan Jardine Motors Group
dan kemudian menjadi Chief Executive Officer Jardine Pacific (2017-2019), Direktur Siam City Cement (2019-2024) dan Direktur
(2003-2007), serta Group Managing Director Jardine Cycle & Refrigeration Electrical Engineering Corporation (2019-2023).
Carriage (2007-2012). Sebelumnya, beliau menjabat sebagai Sebelumnya, beliau menjabat sebagai Managing Director, Head
Chairman Jardine Cycle & Carriage (2012-2024), DFI Retail dan of Mergers & Acquisitions and Corporate Finance, Asia (ex-
Hongkong Land (2013-2024). Beliau memimpin Sustainability Australia, ex-Japan) UBS AG’s Investment Bank Division (1993-
Leadership Council yang yang membentuk strategi keberlanjutan 2012) dan Managing Director, Head of Mergers & Acquisitions
Jardines serta menyelaraskan berbagai prioritasnya. dan Financial Sponsors Group, APAC pada Bank of America
He is currently serving as Executive Chairman of Jardine Merrill Lynch (2012-2017).
Matheson Holdings Limited since January 2019 and Chairman of Currently, he serves in companies within Jardine Matheson
Mandarin Oriental International Limited since 2013. Since joining Holdings Group as the Group Director and Chief Investment
Jardines in 1998, he has held a number of executive positions, Officer of Jardine Matheson Limited, and Group Director of
including Finance Director and then Chief Executive Officer of Jardine Cycle & Carriage. He had previously served as Group
Jardine Pacific (2003-2007), and Group Managing Director of Finance Director of Jardine Cycle & Carriage Limited (2019-2022),
Jardine Cycle & Carriage (2007-2012). He was previously Chairman Chief Financial Officer of Jardine Pacific and Jardine Motors
of Jardine Cycle & Carriage (2012-2024), DFI Retail (2013-2024), Group (2017-2019), Director of Siam City Cement (2019-2024)
and Hongkong Land (2013-2024). He chairs the Sustainability and Director of Refrigeration Electrical Engineering Corporation
Leadership Council which shapes Jardines’ sustainability strategy (2019-2023). Prior to that he was the Managing Director, Head
and align priorities. of Mergers & Acquisitions and Corporate Finance, Asia (ex-
Australia, ex-Japan) for UBS AG’s Investment Bank Division (1993-
• Beliau lulus dari Newcastle University, Britania Raya dengan 2012) and Managing Director, Head of Mergers & Acquisitions
gelar Sarjana Sains di bidang Agricultural Economics and and Financial Sponsors Group, APAC of Bank of America Merrill
Food Marketing. Beliau menyandang Master of Business Lynch (2012-2017).
Administration dari INSEAD, Prancis.
He graduated from Newcastle University, United Kingdom, with • Beliau menyandang gelar Bachelor of Arts (Honours) di bidang
a Bachelor of Science degree in Agricultural Economics and Food Politik, Filosofi dan Ekonomi, Oxford University, Britania Raya.
Marketing. He obtained a Master of Business Administration He obtained a Bachelor of Arts (Honours) in Politics, Philosophy,
from INSEAD, France. and Economics, Oxford University, United Kingdom.
• Beliau tidak memiliki hubungan Afiliasi dengan anggota • Beliau tidak memiliki hubungan Afiliasi dengan anggota
Dewan Komisaris dan anggota Direksi Perseroan, namun Dewan Komisaris dan anggota Direksi Perseroan, namun
memiliki hubungan Afiliasi dengan Pemegang Saham memiliki hubungan Afiliasi dengan Pemegang Saham
Pengendali Perseroan. Pengendali Perseroan.
He does not have any Affiliate relationship with the He does not have any Affiliate relationship with the
Company’s Board of Commissioners and Board of Directors; Company’s Board of Commissioners and Board of Directors;
however, he has an Affiliate relationship with the Company’s however, he has an Affiliate relationship with the Company’s
Controlling Shareholder. Controlling Shareholder.
ASTRA Laporan Tahunan 2025 Annual Report 79
Page 82
Benjamin Lincoln
Herrenden Birks Lin Feng Pan
Komisaris Komisaris
Commissioner Commissioner
E NR E NR
• Berkewarganegaraan Inggris, lahir pada tahun 1973. Diangkat • Berkewarganegaraan Hong Kong SAR, lahir pada tahun 1976.
pertama kali sebagai Komisaris Perseroan berdasarkan keputusan Diangkat sebagai Komisaris Perseroan berdasarkan keputusan
RUPS Tahunan tanggal 16 Juni 2020 dan saat ini menjabat RUPS Luar Biasa tanggal 19 November 2025.
berdasarkan keputusan RUPS Tahunan tanggal 19 April 2023. A Hong Kong SAR citizen, born in 1976. He was appointed
A British citizen, born in 1973. He was first appointed as as Commissioner of the Company based on the resolution
Commissioner of the Company in accordance with the resolution of the Extraordinary General Meeting of Shareholders on
of the Annual GMS on 16 June 2020 and currently holding 19 November 2025.
the position based on a resolution of the Annual GMS on
19 April 2023. • Saat ini, beliau menjabat sebagai CEO Jardine Matheson
Holdings Limited, Chair DFI Retail, dan Direktur Hongkong
• Saat ini, beliau menjabat di perusahaan Grup Jardine Matheson Land. Sebelumnya, beliau pernah menjabat sebagai Partner,
Holdings, yaitu sebagai Group Managing Director Jardine Co-Head Private Equity (2019-2025) dan Managing Director
Cycle & Carriage. Beliau juga merupakan Komisaris PT United (2016-2019) PAG, Chief Executive Officer – Greater China (2015-
Tractors Tbk dan Chairman dari MINDSET, lembaga non-profit 2016), Executive Director Commercial and Operations Leader
terdaftar Jardine Matheson Singapura. Beliau sebelumnya pernah for Hong Kong & Macau (2013-2015) Willis Towers Watson,
menjabat sebagai Chief Executive Officer IKEA Hong Kong Principal Advantage Partners (2007-2013), Executive Director/
(2008-2012), Chief Executive Officer Jardine Pacific (2012-2016), Senior Vice President GE Commercial Finance (2006-2007), dan
Chief Executive Officer Zung Fu Group (2016-2018) dan Chief Senior Engagement Manager McKinsey & Company (2001-2006).
Executive Officer Jardine International Motors (2019). He currently serves as CEO of Jardine Matheson Holdings Limited,
He currently serves within the Jardine Matheson Holdings Group Chair of DFI Retail, and Director of Hongkong Land. Previously,
as Group Managing Director of Jardine Cycle & Carriage. He is he had served as Partner, Co-Head Private Equity (2019-2025) and
also the Commissioner of PT United Tractors Tbk and Chairman Managing Director (2016-2019) of PAG, Chief Executive Officer
of MINDSET, a registered charity of Jardine Matheson in - Greater China (2015-2016), Executive Director of Commercial
Singapore. He previously served as Chief Executive Officer of and Operations Leader for Hong Kong & Macau (2013-2015) of
IKEA Hong Kong (2008- 2012), Chief Executive Officer of Jardine Willis Towers Watson, Principal of Advantage Partners (2007-
Pacific (2012-2016), Chief Executive Officer of Zung Fu Group 2013), Executive Director/Senior Vice President of GE Commercial
(2016-2018), and Chief Executive Officer of Jardine International Finance (2006-2007), and Senior Engagement Manager of
Motors (2019). McKinsey & Company (2001-2006).
• Beliau menyandang gelar Master of Arts (Honours) dari • Beliau menyandang gelar Bachelor of Arts in History & English
University of St.Andrews, Skotlandia dan menyelesaikan General dari Williams College, Amerika Serikat dan Juris Doctor dari
Management Program di Harvard Business School, Boston, Harvard Law School, Amerika Serikat.
Amerika Serikat. He obtained a Bachelor of Arts in History & English from Williams
He obtained a Master of Arts (Honours) from the University of College, USA and Juris Doctor from Harvard Law School, USA.
St.Andrews, Scotland, and completed the General Management
Program at Harvard Business School, Boston, USA. • Beliau tidak memiliki hubungan Afiliasi dengan anggota
Dewan Komisaris dan anggota Direksi Perseroan, namun
• Beliau tidak memiliki hubungan Afiliasi dengan anggota memiliki hubungan Afiliasi dengan Pemegang Saham
Dewan Komisaris dan anggota Direksi Perseroan, namun Pengendali Perseroan.
memiliki hubungan Afiliasi dengan Pemegang Saham He does not have any Affiliate relationship with the
Pengendali Perseroan. Company’s Board of Commissioners and Board of Directors;
He does not have any Affiliate relationship with the however, he has an Affiliate relationship with the Company’s
Company’s Board of Commissioners and Board of Directors; Controlling Shareholder.
however, he has an Affiliate relationship with the Company’s
Controlling Shareholder.
80 Profil Perusahaan Company Profile
Page 83
Lee Liang Whye
Komisaris
Commissioner
E A
• Berkewarganegaraan Malaysia, lahir pada tahun 1980. Diangkat
sebagai Komisaris Perseroan berdasarkan keputusan RUPS Luar
Biasa tanggal 19 November 2025.
A Malaysian Citizen, born in 1980. He was appointed as
Commissioner of the Company based on the resolution of the
Extraordinary GMS on 19 November 2025.
• Saat ini, beliau juga menjabat sebagai Group Finance Director
Jardine Cycle & Carriage Limited.
Currently, he also serves as Group Finance Director of Jardine
Cycle & Carriage Limited.
• Sebelumnya, beliau pernah menjabat sebagai Chief Group
Audit & Risk Advisory PT Astra International Tbk (2022-2025),
Chief Financial Officer dan BD Director PT Astra Welab Digital
Arta (2018-2022), Group Managing Director Jardines Technology
Holdings (2014-2018), Corporate Finance Manager Jardine Pacific
(2012-2014), Group Business Development Director Accuron
Technologies (2010-2011), dan menjabat beberapa posisi
pada divisi Investments, Business Development, Production,
R&D dan Marketing Temasek Holdings dan Dornier Medtech
GmbH (2004-2009).
Previously, he had served as Chief of Group Audit & Risk Advisory
of PT Astra International Tbk (2022-2025), Chief Financial Officer
and BD Director of PT Astra Welab Digital Arta (2018-2022),
Group Managing Director of Jardines Technology Holdings (2014-
2018), Corporate Finance Manager of Jardine Pacific (2012-2014),
Group Business Development Director of Accuron Technologies
(2010-2011), and held various positions in Investments, Business
Development, Production, R&D and Marketing in Temasek
Holdings and Dornier Medtech GmbH (2004-2009).
• Beliau menyandang gelar Bachelor of Science in Electrical
Engineering dan Physics – Minors in Computer Science &
Technology dari University of Illinois, Urbana-Champaign,
Amerika Serikat, dan Master of Science, Major in Electrical
Engineering dari University of Illinois, Urbana-Champaign,
Amerika Serikat.
He obtained a Bachelor of Science in Electrical Engineering and
in Physics – Minors in Computer Science & Technology from
University of Illinois, Urbana-Champaign, USA, and a Master of
Science, Major in Electrical Engineering from University of Illinois,
Urbana Champaign, USA.
• Beliau memenuhi syarat sebagai Chartered Financial Analyst
(CFA) dari CFA Institute di Amerika Serikat.
He qualified as a Chartered Financial Analyst (CFA) from CFA
Institute, USA.
• Beliau tidak memiliki hubungan Afiliasi dengan anggota
Dewan Komisaris dan anggota Direksi Perseroan, namun
memiliki hubungan Afiliasi dengan Pemegang Saham
Pengendali Perseroan.
He does not have any Affiliate relationship with the
Company’s Board of Commissioners and Board of Directors;
however, he has an Affiliate relationship with the Company’s
Controlling Shareholder.
ASTRA Laporan Tahunan 2025 Annual Report 81
Page 84
Profil Direksi
Board of Directors Profile
Djony Bunarto Tjondro
Presiden Direktur
President Director
E
• Berkewarganegaraan Indonesia, lahir pada tahun 1964. Diangkat pertama kali sebagai Presiden Direktur Perseroan berdasarkan keputusan
RUPS Tahunan tanggal 16 Juni 2020 dan saat ini menjabat berdasarkan keputusan RUPS Tahunan tanggal 19 April 2023.
An Indonesian citizen, born in 1964. He was first appointed as President Director of the Company in accordance with the resolution of the
Annual GMS on 16 June 2020 and currently holding the position based on a resolution of the Annual GMS on 19 April 2023.
• Beliau sebelumnya menjabat sebagai Wakil Presiden Direktur Perseroan sejak 2019 dan Direktur Perseroan dari tahun 2015 sampai dengan 2019.
Beliau bergabung dengan Grup Astra pada tahun 1990 dan saat ini memegang beberapa jabatan di Grup Astra, antara lain, Presiden Komisaris
PT United Tractors Tbk, PT Toyota-Astra Motor, PT Astra Honda Motor, PT Pamapersada Nusantara dan PT Astra Digital Internasional.
He previously served as Vice President Director of the Company from 2019 and as Director of the Company from 2015 until 2019. He joined
Astra Group in 1990 and currently holds several positions, among others, President Commissioner of PT United Tractors Tbk, PT Toyota-Astra
Motor, PT Astra Honda Motor, PT Pamapersada Nusantara and PT Astra Digital Internasional.
• Sebelumnya, beliau menjabat sebagai, antara lain, Presiden Komisaris PT Astra Otoparts Tbk (2015-2018), Wakil Presiden Komisaris
PT Astra Daihatsu Motor dan PT Isuzu Astra Motor Indonesia (2016-2018), Komisaris PT Astra Sedaya Finance (2016-2020), PT Astra Agro
Lestari Tbk dan PT United Tractors Tbk (2017-2020), Presiden Direktur PT Astra Sedaya Finance (2009-2013), Wakil Presiden Direktur PT Astra
International Tbk (2019-2020), Direktur PT Astra International Tbk (2015-2019), dan Chief Executive PT Astra International Tbk – Daihatsu Sales
Operation (2013-2018).
Previously, he had served as, among others, President Commissioner of PT Astra Otoparts Tbk (2015-2018), Vice President Commissioner of
PT Astra Daihatsu Motor and PT Isuzu Astra Motor Indonesia (2016-2018), Commissioner of PT Astra Sedaya Finance (2016-2020), PT Astra
Agro Lestari Tbk and PT United Tractors Tbk (2017-2020), President Director of PT Astra Sedaya Finance (2009-2013), Vice President Director of
PT Astra International Tbk (2019-2020), Director of PT Astra International Tbk (2015-2019) and Chief Executive of PT Astra International Tbk –
Daihatsu Sales Operation (2013-2018).
• Beliau menyelesaikan pendidikannya di Fakultas Teknik (jurusan Teknik Mesin), Universitas Trisakti, Indonesia dan di Institut Pengembangan
Manajemen Indonesia (IPMI)/Monash Mt.Eliza Business School – Australia.
He completed his studies at the Faculty of Engineering (Mechanical Engineering), Universitas Trisakti, Indonesia, and Institut Pengembangan
Manajemen Indonesia (IPMI)/Monash Mt.Eliza Business School - Australia.
• Beliau tidak memiliki hubungan Afiliasi dengan anggota Dewan Komisaris, anggota Direksi, maupun Pemegang Saham Pengendali Perseroan.
He does not have any Affiliate relationship with the Company’s Board of Commissioners, Board of Directors, nor the Controlling Shareholder.
• 'Afiliasi' merujuk pada pengertian Afiliasi sebagaimana dimaksud dalam Peraturan OJK No. 42/POJK.04/2020 tentang Transaksi Afiliasi dan Benturan Kepentingan.
‘Affiliate’ refers to the definition of Affiliate as referred to in OJK Regulation No. 42/POJK.04/2020 concerning Affiliate Transactions and Conflicts of Interest.
• 'Pemegang Saham Pengendali Perseroan' adalah sebagaimana disebutkan pada bagian "Struktur Kepemilikan Saham" di halaman 94 Laporan Tahunan ini.
‘Controlling Shareholder of the Company’ is as mentioned in the “Shareholding Structure” section on page 94 of this Annual Report.
Komite Audit Komite Eksekutif Komite Nominasi dan Remunerasi
A E NR
Audit Committee Executive Committee Nomination and Remuneration Committee
82 Profil Perusahaan Company Profile
Page 85
Rudy Gidion Hasan
Wakil Direktur
Presiden Direktur Director
Vice
President Director
• Berkewarganegaraan Indonesia, lahir pada tahun 1971. Diangkat • Berkewarganegaraan Indonesia, lahir pada tahun 1972. Diangkat
sebagai Wakil Presiden Direktur Perseroan berdasarkan pertama kali sebagai Direktur Perseroan berdasarkan keputusan
keputusan RUPS Tahunan tanggal 8 Mei 2025. RUPS Tahunan tanggal 27 April 2016 dan saat ini menjabat
An Indonesian citizen, born in 1971. He was appointed as Vice berdasarkan keputusan RUPS Tahunan tanggal 19 April 2023.
President Director of the Company based on the resolution of the An Indonesian citizen, born in 1972. He was first appointed as the
Annual GMS on 8 May 2025. Director of the Company in accordance with the resolution of the
Annual GMS on 27 April 2016 and currently holding the position
• Saat ini, beliau juga menjabat sebagai, antara lain, Presiden based on a resolution of the Annual GMS on 19 April 2023.
Komisaris PT Sedaya Multi Investama, PT Federal International
Finance, dan PT Astra Sedaya Finance, Wakil Presiden Komisaris • Saat ini, beliau menjabat sebagai, antara lain, Presiden Komisaris
PT United Tractors Tbk, dan PT Toyota Astra Financial Services, PT Astra Otoparts Tbk, PT UD Astra Motor Indonesia, PT Serasi
Komisaris PT Pamapersada Nusantara, PT Astra Tol Nusantara, Autoraya, PT Isuzu Astra Motor Indonesia, PT Astra Digital Mobil,
PT Astra Nusa Perdana, PT Toyota-Astra Motor, PT Menara Astra, dan PT Jakarta Pakar Kardia; Wakil Presiden Komisaris PT Astra
PT Astra Daihatsu Motor dan PT Asuransi Astra Buana. Daihatsu Motor, serta Komisaris PT Astra Sedaya Finance,
Currently, he also serves as, among others, President PT Menara Astra, PT Medikaloka Hermina Tbk dan PT Polinasi
Commissioner of PT Sedaya Multi Investama, PT Federal Iddea Investama.
International Finance, and PT Astra Sedaya Finance, Vice President He also serves as, among others, President Commissioner of
Commissioner of PT United Tractors Tbk, and PT Toyota Astra PT Astra Otoparts Tbk, PT UD Astra Motor Indonesia, PT Serasi
Financial Services, Commissioner of PT Pamapersada Nusantara, Autoraya, PT Isuzu Astra Motor Indonesia, PT Astra Digital Mobil,
PT Astra Tol Nusantara, PT Astra Nusa Perdana, PT Toyota-Astra and PT Jakarta Pakar Kardia, Vice President Commissioner of
Motor, PT Menara Astra, PT Astra Daihatsu Motor, PT Asuransi PT Astra Daihatsu Motor, as well as Commissioner of PT Astra
Astra Buana. Sedaya Finance, PT Menara Astra, PT Medikaloka Hermina Tbk
and PT Polinasi Iddea Investama.
• Sebelumnya, beliau menjabat sebagai, antara lain, Direktur
PT Astra International Tbk (2024-2025), Presiden Direktur • Beliau bergabung di Grup Astra sejak tahun 1999 dan sebelumnya
PT Asuransi Astra Buana (2017-2023), Direktur Keuangan PT Astra beliau pernah menjabat sebagai Wakil Presiden Komisaris
Agro Lestari Tbk (2013-2017), Direktur Keuangan PT Asuransi PT United Tractors Tbk (2019-2024), Presiden Direktur PT United
Astra Buana (2009-2013), dan Chief Corporate Planning PT Astra Tractors Tbk (2015-2019), Presiden Komisaris PT Pamapersada
International Tbk (2007-2009). Sebelum bergabung dengan Nusantara (2016-2019) dan PT Tuah Turangga Agung (2014-2019).
Grup Astra, beliau pernah menjabat sebagai Investment Banking Sebelum bergabung dengan Grup Astra, beliau adalah Manajer
Manager di PT Trimegah Sekuritas Indonesia (2000). Corporate Finance di Grup Salim.
Previously, he had served as, among others, Director of PT Astra Prior to joining Astra Group, he had served as the Corporate
International Tbk (2024-2025), President Director of PT Asuransi Finance Manager at Salim Group. He joined Astra Group
Astra Buana (2017-2023), Finance Director of PT Astra Agro in 1999 and previously served as Vice President Commissioner
Lestari Tbk (2013-2017), Finance Director of PT Asuransi Astra of PT United Tractors Tbk (2019-2024), President Director of
Buana (2009-2013) and Chief Corporate Planning of PT Astra PT United Tractors Tbk (2015-2019), President Commissioner of
International Tbk (2007-2009). Prior to joining Astra Group, PT Pamapersada Nusantara (2016-2019), and PT Tuah Turangga
he had served as Investment Banking Manager of PT Trimegah Agung (2014-2019). Prior to joining Astra Group, he was the
Sekuritas Indonesia (2000). Corporate Finance Manager at Salim Group.
• Beliau menyandang gelar Sarjana Ekonomi dari Universitas • Beliau menyandang gelar Sarjana di bidang Keuangan dari
Trisakti, Indonesia dan Master of Applied Finance dari Melbourne Rogers State University, Oklahoma, Amerika Serika serta telah
University, Australia serta telah menyelesaikan Advanced menyelesaikan Advanced Management Program, INSEAD, Prancis.
Management Program, INSEAD, Prancis. He holds a Bachelor's degree in Finance from Rogers State
He obtained a Bachelor of Economy from Universitas Trisakti, University, Oklahoma, USA as well as completed an Advanced
Indonesia and a Master of Applied Finance from Melbourne Management Program, INSEAD, France.
University, Australia as well as completed an Advanced
Management Program, INSEAD, France. • Beliau tidak memiliki hubungan Afiliasi dengan anggota
Dewan Komisaris, anggota Direksi, maupun Pemegang Saham
• Beliau tidak memiliki hubungan Afiliasi dengan anggota Pengendali Perseroan.
Dewan Komisaris, anggota Direksi, maupun Pemegang Saham He does not have any Affiliate relationship with the Company’s
Pengendali Perseroan. Board of Commissioners, Board of Directors, nor the
He does not have any Affiliate relationship with the Company’s Controlling Shareholder.
Board of Commissioners, Board of Directors, nor the
Controlling Shareholder.
ASTRA Laporan Tahunan 2025 Annual Report 83
Page 86
Henry Tanoto Santosa
Direktur Direktur
Director Director
• Berkewarganegaraan Indonesia, lahir pada tahun 1970. Diangkat • Berkewarganegaraan Indonesia, lahir pada tahun 1966. Diangkat
pertama kali sebagai Direktur Perseroan berdasarkan keputusan pertama kali sebagai Direktur Perseroan berdasarkan keputusan
RUPS Tahunan tanggal 20 April 2017 dan saat ini menjabat RUPS Tahunan tanggal 25 April 2018 dan saat ini menjabat
berdasarkan keputusan RUPS Tahunan tanggal 19 April 2023. berdasarkan keputusan RUPS Tahunan tanggal 19 April 2023.
An Indonesian citizen born in 1970. He was first appointed as An Indonesian citizen, born in 1966. He was first appointed as
Director of the Company in accordance with the resolution of the Director of the Company in accordance with the resolution of the
Annual GMS on 20 April 2017 and currently holding the position Annual GMS on 25 April 2018 and currently holding the position
based on a resolution of the Annual GMS on 19 April 2023. based on a resolution of the Annual GMS on 19 April 2023.
• Saat ini, beliau juga menjabat sebagai, antara lain, Wakil Presiden • Saat ini beliau juga menjabat sebagai, antara lain Presiden
Direktur PT Toyota-Astra Motor, Presiden Komisaris PT Astra Komisaris PT Astra Agro Lestari Tbk, PT Astra Tol Nusantara,
Auto Digital serta Komisaris PT Serasi Autoraya dan PT Toyota PT Astra Nusa Perdana dan PT Astra Graphia Tbk serta Komisaris
Motor Manufacturing Indonesia. PT Astra Digital Internasional.
Currently, he also serves as, among others, Vice President Director Currently, he also serves as, among others, President Commissioner
of PT Toyota-Astra Motor, President Commissioner of PT Astra of PT Astra Agro Lestari Tbk, PT Astra Tol Nusantara, PT Astra
Auto Digital, as well as Commissioner of PT Serasi Autoraya and Nusa Perdana and PT Astra Graphia Tbk as well as Commissioner
PT Toyota Motor Manufacturing Indonesia. of PT Astra Digital Internasional.
• Beliau bergabung dengan Grup Astra sejak 1995 dan pernah • Beliau bergabung dengan Grup Astra tahun 1989 dan
menjabat sebagai, antara lain, Komisaris PT Sigap Prima Astrea sebelumnya pernah menjabat sebagai Direktur Keuangan
(2015-2016) dan Chief Marketing PT Astra International Tbk- PT Astra Agro Lestari Tbk (2007-2013) dan Presiden Direktur
Toyota Sales Operation (2013-2015). PT Asuransi Astra Buana (2014-2017).
He joined Astra Group in 1995 and he had served as Commissioner He joined Astra Group in 1989 and previously held the position
of PT Sigap Prima Astrea (2015-2016) and Chief of Marketing of as Finance Director of PT Astra Agro Lestari Tbk (2007-2013) and
PT Astra International Tbk-Toyota Sales Operation (2013-2015). President Director of PT Asuransi Astra Buana (2014-2017).
• Beliau menyandang gelar Sarjana Teknik Mesin dari Universitas • Beliau menyandang gelar Sarjana Sains Fisika dari Universitas
Trisakti, Indonesia dan Master of Applied Commerce dari Gadjah Mada, Indonesia.
University of Melbourne, Australia serta telah menyelesaikan He holds a Bachelor of Science (Physics) degree from Universitas
Advanced Management Program, INSEAD, Prancis. Gadjah Mada, Indonesia.
He obtained his Bachelor’s degree in Mechanical Engineering
from Universitas Trisakti, Indonesia, and a Master of Applied • Beliau tidak memiliki hubungan Afiliasi dengan anggota
Commerce from the University of Melbourne, Australia, as Dewan Komisaris, anggota Direksi, maupun Pemegang Saham
well as completed the Advanced Management Program at Pengendali Perseroan.
INSEAD, France. He does not have any Affiliate relationship with the Company’s
Board of Commissioners, Board of Directors, nor the
• Beliau tidak memiliki hubungan Afiliasi dengan anggota Controlling Shareholder.
Dewan Komisaris, anggota Direksi, maupun Pemegang Saham
Pengendali Perseroan.
He does not have any Affiliate relationship with the Company’s
Board of Commissioners, Board of Directors, nor the
Controlling Shareholder.
84 Profil Perusahaan Company Profile
Page 87
Gita Tiffani Boer FXL Kesuma
Direktur Direktur
Director Director
• Berkewarganegaraan Indonesia, lahir pada tahun 1966. Diangkat • Berkewarganegaraan Indonesia, lahir pada tahun 1962. Diangkat
pertama kali sebagai Direktur Perseroan berdasarkan keputusan pertama kali sebagai Direktur Perseroan berdasarkan keputusan
RUPS Tahunan tanggal 25 April 2018 dan saat ini menjabat RUPS Tahunan tanggal 25 April 2019 dan saat ini menjabat
berdasarkan keputusan RUPS Tahunan tanggal 19 April 2023. berdasarkan keputusan RUPS Tahunan tanggal 19 April 2023.
An Indonesian citizen, born in 1966. She was first appointed as An Indonesian citizen, born in 1962. He was first appointed as
Director of the Company in accordance with the resolution of the Director of the Company in accordance with the resolution of the
Annual GMS on 25 April 2018 and currently holding the position Annual GMS on 25 April 2019 and currently holding the position
based on a resolution of the Annual GMS on 19 April 2023. based on a resolution of the Annual GMS on 19 April 2023.
• Saat ini beliau juga menjabat sebagai, antara lain, Presiden • Saat ini, beliau juga menjabat sebagai, antara lain Presiden
Komisaris PT Arya Kharisma dan Komisaris PT United Tractors Tbk, Komisaris PT Acset Indonusa Tbk, PT Tuah Turangga Agung,
PT Astra Healthcare Indonesia serta PT Astra Sehat Nusantara. PT Energia Prima Nusantara, PT Komatsu Astra Finance, dan
Currently, she also serves as, among others, President PT Surya Artha Nusantara Finance, Komisaris PT Pamapersada
Commissioner of PT Arya Kharisma and Commissioner of Nusantara, dan PT Astra Tol Nusantara; serta Presiden Direktur
PT United Tractors Tbk, PT Astra Healthcare Indonesia as well as PT United Tractors Tbk.
PT Astra Sehat Nusantara. Currently, he also serves as President Commissioner of PT Acset
Indonusa Tbk, PT Tuah Turangga Agung, PT Energia Prima
• Beliau bergabung dengan Astra pada tahun 2011 dan sebelumnya Nusantara, PT Komatsu Astra Finance, and PT Surya Artha
pernah menjabat sebagai Chief Group General Counsel & Nusantara Finance, Commissioner of PT Pamapersada Nusantara,
Corporate Secretary Perseroan (2011-2018) dan Komisaris and PT Astra Tol Nusantara; as well as President Director of
PT Toyota-Astra Motor (2021-2025). Sebelum bergabung dengan PT United Tractors Tbk.
Grup Astra, beliau menjabat sebagai Partner di Firma Hukum
Mochtar Karuwin & Komar dengan fokus di bidang Korporasi, • Beliau memulai karirnya di Grup Astra sebagai Staf Engineering
Pasar Modal dan Keuangan (2003-2011). di PT United Tractors Tbk pada tahun 1992. Beliau pernah
She joined the Company in 2011 and previously held the position menduduki berbagai posisi di PT Pamapersada Nusantara dan
of Chief Group General Counsel & Corporate Secretary of the kemudian menjadi Presiden Direktur dari perusahaan tersebut
Company (2011-2018) and Commissioner of PT Toyota-Astra pada tahun 2013 sampai dengan 2023. Beliau juga pernah
Motor (2021-2025). Prior to joining Astra Group, she was a menjabat sebagai Presiden Komisaris PT Agincourt Resources.
Partner at Mochtar Karuwin & Komar Law Firm concentrating on He started his career in Astra Group at PT United Tractors Tbk
Corporate, Capital Market and Finance Area (2003-2011). in 1992 as an Engineering Staff. He held several positions in
PT Pamapersada Nusantara and became its President Director
• Beliau menyandang gelar Sarjana Hukum dari Universitas in 2013 until 2023. He also previously served as President
Indonesia, Indonesia dan gelar Master of Law dari American Commissioner of PT Agincourt Resources.
University, the Washington College of Law, Amerika Serikat.
She obtained her Bachelor of Law degree from Universitas • Beliau menyandang gelar Sarjana Teknik Sipil di Universitas
Indonesia, Indonesia and Magister of Law degree from American Parahyangan, Indonesia dan Magister Teknik Jalan Raya, dari
University, Washington College of Law, USA. Institut Teknologi Bandung, Indonesia.
He obtained his Bachelor of Civil Engineering from Universitas
• Beliau tidak memiliki hubungan Afiliasi dengan anggota Parahyangan, Indonesia, and Master of Highway Engineering
Dewan Komisaris, anggota Direksi, maupun Pemegang Saham from Institut Teknologi Bandung, Indonesia.
Pengendali Perseroan.
She does not have any Affiliate relationship with the • Beliau tidak memiliki hubungan Afiliasi dengan anggota
Company’s Board of Commissioners, Board of Directors, nor the Dewan Komisaris, anggota Direksi, maupun Pemegang Saham
Controlling Shareholder. Pengendali Perseroan.
He does not have any Affiliate relationship with the Company’s
Board of Commissioners, Board of Directors, nor the
Controlling Shareholder.
ASTRA Laporan Tahunan 2025 Annual Report 85
Page 88
Hamdani Thomas Junaidi
Dzulkarnaen Alim. W
Salim Direktur
Direktur Director
Director
• Berkewarganegaraan Indonesia, lahir pada tahun 1964. Diangkat • Berkewarganegaraan Indonesia, lahir pada tahun 1979. Diangkat
pertama kali sebagai Direktur Perseroan berdasarkan keputusan pertama kali sebagai Direktur Perseroan berdasarkan keputusan
RUPS Tahunan tanggal 20 April 2022 dan saat ini menjabat RUPS Tahunan tanggal 30 April 2024.
berdasarkan keputusan RUPS Tahunan tanggal 19 April 2023. An Indonesian citizen, born in 1979. He was first appointed
An Indonesian citizen, born in 1964. He was first appointed as as Director of the Company, in accordance with the resolution of
Director of the Company in accordance with the resolution of the the Annual GMS on 30 April 2024.
Annual GMS on 20 April 2022 and currently holding the position
based on a resolution of the Annual GMS on 19 April 2023. • Saat ini, beliau juga menjabat sebagai, antara lain, Wakil Presiden
Direktur Eksekutif PT Astra Honda Motor, Presiden Komisaris
• Saat ini, beliau juga menjabat sebagai, antara lain, Presiden PT Suryaraya Rubberindo Industries, PT Asuransi Astra Buana,
Direktur PT Astra Otoparts Tbk, Presiden Komisaris dan Komisaris PT Astra Otoparts Tbk, PT Federal International
PT AT Indonesia, PT Aisin Indonesia, PT Denso Indonesia, Finance, PT Musashi Auto Parts Indonesia, PT Astemo Bekasi
PT GS Battery, PT Gaya Motor, PT Inti Pantja Press Industri, Manufacturing dan PT Astra Digital Arta.
PT Fuji Technica Indonesia, PT Tjahja Sakti Motor, PT Kayaba Currently, he also serves as, among others, Executive Vice President
Indonesia dan PT Akebono Brake Astra Indonesia. Director of PT Astra Honda Motor, President Commissioner of
Currently, he also serves as, among others, President PT Suryaraya Rubberindo Industries, PT Asuransi Astra Buana, and
Director of PT Astra Otoparts Tbk, President Commissioner Commissioner of PT Astra Otoparts Tbk, PT Federal International
of PT AT Indonesia, PT Aisin Indonesia, PT Denso Indonesia, Finance, PT Musashi Auto Parts Indonesia, PT Astemo Bekasi
PT GS Battery, PT Gaya Motor, PT Inti Pantja Press Industri, Manufacturing, and PT Astra Digital Arta.
PT Fuji Technica Indonesia, PT Tjahja Sakti Motor, PT Kayaba
Indonesia and PT Akebono Brake Astra Indonesia. • Beliau memulai karirnya di Grup Astra sebagai Area Sales
Supervisor di PT Astra International Tbk - Daihatsu Sales
• Sebelumnya, beliau menjabat sebagai Wakil Presiden Direktur Operation pada tahun 2002. Beliau pernah menduduki berbagai
PT Astra Otoparts Tbk (April-Oktober 2013), Direktur PT Astra posisi senior di Divisi Sales PT Astra Honda Motor (2007-2017) dan
Honda Motor (2008-2013) dan Direktur PT FSCM Manufacturing menjadi Direktur Marketing PT Astra Honda Motor (2017-2023).
Indonesia (2002-2004). Beliau bergabung di Grup Astra He started his career in Astra Group as Area Sales Supervisor
sejak 1989. of PT Astra International Tbk - Daihatsu Sales Operation
Previously, he had served as Vice President Director of PT Astra in 2002. He had held various senior positions in the Sales Division
Otoparts Tbk (April-October 2013), Director of PT Astra Honda of PT Astra Honda Motor (2007-2017) and became Marketing
Motor (2008-2013) and Director of PT FSCM Manufacturing Director of PT Astra Honda Motor (2017-2023).
Indonesia (2002-2004). He started his career in Astra Group
in 1989. • Beliau menyandang menyandang gelar Sarjana Teknik
Industri dari Universitas Trisakti, Indonesia dan Master
• Beliau menyelesaikan pendidikan di Jurusan Teknik Mesin, of Business Administration dari NTU Berkeley – Wharton
Institut Teknologi Bandung, Indonesia dan Magister Manajemen, University, Singapura.
Universitas Indonesia, Indonesia. He obtained a Bachelor of Industrial Engineering from
He completed his studies at the Institut Teknologi Bandung, Universitas Trisakti, Indonesia and a Master of Business
Indonesia, majoring in Mechanical Engineering, and at Universitas Administration from NTU Berkeley – Wharton University,
Indonesia, Indonesia, for a Master of Management. Singapore.
• Beliau tidak memiliki hubungan Afiliasi dengan anggota • Beliau tidak memiliki hubungan Afiliasi dengan anggota
Dewan Komisaris, anggota Direksi, maupun Pemegang Saham Dewan Komisaris, anggota Direksi, maupun Pemegang Saham
Pengendali Perseroan. Pengendali Perseroan.
He does not have any Affiliate relationship with the Company’s He does not have any Affiliate relationship with the Company’s
Board of Commissioners, Board of Directors, nor the Board of Commissioners, Board of Directors, nor the
Controlling Shareholder. Controlling Shareholder.
86 Profil Perusahaan Company Profile
Page 89
Hsu Hai Yeh
Direktur
Director
E
• Berkewarganegaraan Hong Kong SAR, lahir pada tahun 1984.
Diangkat sebagai Direktur Perseroan berdasarkan keputusan
RUPS Luar Biasa tanggal 19 November 2025.
A Hong Kong SAR citizen, born in 1984. She was appointed
as Director of the Company based on the resolution of the
Extraordinary GMS on 19 November 2025.
• Saat ini, beliau juga menjabat sebagai Direktur Refrigeration
Electrical Engineering Corporation dan Komisaris
PT Pamapersada Nusantara.
Currently, she also serves as Director of Refrigeration
Electrical Engineering Corporation and Commissioner of
PT Pamapersada Nusantara.
• Sebelumnya, beliau pernah menjabat sebagai Komisaris PT Astra
International Tbk (2024-2025), Group Finance Director Jardine
Cycle & Carriage Limited (2022-2025), Chief Financial Officer
Jardine International Motors (2020-2022), Regional Finance
Director DFI IKEA Taiwan (2018-2020), Finance Director DFI
IKEA Taiwan (2016-2018), Corporate Finance Manager Jardine
Matheson Limited (2014-2015), Corporate Finance Manager
Jardine Cycle & Carriage Limited (2012-2013).
Previously, she had served as Commissioner of PT Astra
International Tbk (2024-2025), Group Finance Director of Jardine
Cycle & Carriage Limited (2022-2025), Chief Financial Officer
of Jardine International Motors (2020-2022), Regional Finance
Director of DFI IKEA Taiwan (2018-2020), Finance Director of DFI
IKEA Taiwan (2016-2018), Corporate Finance Manager of Jardine
Matheson Limited (2014-2015), Corporate Finance Manager of
Jardine Cycle & Carriage Limited (2012-2013).
• Beliau menyelesaikan Stanford Executive Program di Stanford
University Graduate School of Business, Amerika Serikat serta
menyandang gelar Certified Public Accountant dari American
Institute of Certified Public Accountant, Amerika Serikat dan
Bachelor of Science dari Stern School of Business in Finance & CPA
Accounting dari New York University, Amerika Serikat.
She completed the Stanford Executive Program at Stanford
University Graduate School of Business, USA as well as obtained
Certified Public Accountant from American Institute of Certified
Public Accountant, USA and Bachelor of Science from Stern
School of Business in Finance & CPA Accounting, from New York
University, USA.
• Beliau tidak memiliki hubungan Afiliasi dengan anggota
Dewan Komisaris, dan anggota Direksi Perseroan, namun
memiliki hubungan Afiliasi dengan Pemegang Saham
Pengendali Perseroan.
She does not have any Affiliate relationship with the
Company's Board of Commissioners and Board of Directors,
however she has an Affiliate relationship with the Company's
Controlling Shareholder.
ASTRA Laporan Tahunan 2025 Annual Report 87
Page 90
Komposisi Dewan Komisaris dan Direksi
Composition of the Board of Commissioners and Directors
Sepanjang 2025, terdapat perubahan susunan Throughout 2025, there were changes in the composition
Dewan Komisaris dan Direksi berdasarkan keputusan of the Board of Commissioners and Board of Directors
Rapat Umum Pemegang Saham Tahunan (RUPST) based on the resolution of the Annual General Meeting
pada 8 Mei 2025, yaitu menerima pengunduran diri of Shareholders (AGMS) on 8 May 2025, namely,
Bapak Bambang Permadi Soemantri Brodjonegoro accepted the resignation of Mr. Bambang Permadi
sebagai Komisaris Independen Perseroan dan Soemantri Brodjonegoro as Independent Commissioner
Bapak Suparno Djasmin sebagai Direktur Perseroan, of the Company and Mr. Suparno Djasmin as Director
mengangkat kembali Bapak John Raymond of the Company, reappointed Mr. John Raymond Witt
Witt dan Bapak Stephen Patrick Gore sebagai and Mr. Stephen Patrick Gore as Commissioner of
Komisaris Perseroan, menunjuk Bapak Rudy sebagai the Company, designated Mr. Rudy as Vice President
Wakil Presiden Direktur Perseroan, terhitung sejak Director of the Company, as of the closing of this AGMS
ditutupnya RUPST untuk masa jabatan sebagaimana for a term of office as stipulated in the Articles of
yang ditentukan oleh Anggaran Dasar Perseroan. Association of the Company.
Terhitung sejak ditutupnya RUPST untuk masa As of the closing of this AGMS for a term of office
jabatan sebagaimana yang ditentukan oleh Anggaran as stipulated in the Articles of Association of
Dasar Perseroan. the Company.
Terdapat perubahan susunan anggota Dewan There are changes in the composition of the Board of
Komisaris dan Direksi berdasarkan keputusan Rapat Commissioners and Board of Directors based on the
Umum Pemegang Saham Luar Biasa (RUPSLB) tanggal resolution of the Extraordinary General Meeting of
19 November 2025, yaitu: Shareholders (EGMS) on 19 November 2025, namely:
• Menerima pengunduran diri Bapak John Raymond • Accepted the resignation of Mr. John Raymond
Witt dan Ibu Hsu Hai Yeh dari jabatannya masing- Witt and Ms. Hsu Hai Yeh from their respective
masing sebagai Komisaris Perseroan, serta positions as Commissioners of the Company, as well
Bapak Chiew Sin Cheok dari jabatannya sebagai as Mr. Chiew Sin Cheok from his position as Director
Direktur Perseroan. of the Company.
• Mengangkat: • Appointed:
- Bapak Lincoln Lin Feng Pan sebagai Komisaris - Mr. Lincoln Lin Feng Pan as a Commissioner of
Perseroan; the Company;
- Bapak Lee Liang Whye sebagai Komisaris - Mr. Lee Liang Whye as a Commissioner of
Perseroan; dan the Company; and
- Ibu Hsu Hai Yeh sebagai Direktur Perseroan, - Ms. Hsu Hai Yeh as Director of the Company,
terhitung sejak ditutupnya RUPSLB untuk masa as of the closing of the EGMS for the term of office as
jabatan sebagaimana diatur dalam Anggaran stipulated in the Company's Articles of Association.
Dasar Perseroan.
88 Profil Perusahaan Company Profile
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Dengan demikian, komposisi Dewan Komisaris dan As a result, the composition of the Board of
Direksi Perseroan per 31 Desember 2025 adalah Commissioners and the Board of Directors of the
sebagai berikut: Company as of 31 December 2025 is as follows:
Dewan Komisaris | Board of Commissioners
Nama Jabatan
Name Position
Prijono Sugiarto Presiden Komisaris
President Commissioner
Sri Indrastuti Hadiputranto Komisaris Independen
Independent Commissioner
Apinont Suchewaboripont Komisaris Independen
Independent Commissioner
Muliaman Darmansyah Hadad Komisaris Independen
Independent Commissioner
Anthony John Liddell Nightingale Komisaris
Commissioner
Benjamin William Keswick Komisaris
Commissioner
Stephen Patrick Gore Komisaris
Commissioner
Benjamin Herrenden Birks Komisaris
Commissioner
Lincoln Lin Feng Pan Komisaris
Commissioner
Lee Liang Whye Komisaris
Commissioner
Direksi | Board of Directors
Nama Jabatan
Name Position
Djony Bunarto Tjondro Presiden Direktur
President Director
Rudy Wakil Presiden Direktur
Vice President Director
Gidion Hasan Direktur
Director
Henry Tanoto Direktur
Director
Santosa Direktur
Director
Gita Tiffani Boer Direktur
Director
FXL Kesuma Direktur
Director
Hamdani Dzulkarnaen Salim Direktur
Director
Thomas Junaidi Alim. W Direktur
Director
Hsu Hai Yeh Direktur
Director
ASTRA Laporan Tahunan 2025 Annual Report 89
Page 92
Profil Komite-Komite
Committee Profiles
Komite Audit Audit Committee
Ketua | Chairperson Sri Indrastuti Hadiputranto
Anggota | Member • Jusuf Halim
• Irhoan Tanudiredja
Anggota Khusus | Special Member Lee Liang Whye*
*Tidak memiliki hak suara | Does not have voting rights
Ibu Sri Indrastuti Hadiputranto dan Bapak Lee Liang Mrs. Sri Indrastuti Hadiputranto and Mr. Lee Liang
Whye juga menjabat sebagai anggota Dewan Komisaris Whye also serve as members of the Company's Board
Perseroan. Profil beliau dapat dilihat pada Profil of Commissioners. Their profiles can be viewed in the
Dewan Komisaris. Board of Commissioners Profile.
Jusuf Halim
Anggota
Member
• Berkewarganegaraan Indonesia dan lahir pada tahun 1956. Diangkat sebagai anggota Komite Audit berdasarkan Keputusan Sirkuler Dewan
Komisaris Perseroan pada 19 April 2023.
An Indonesian citizen and born in 1956. He was appointed as a member of the Audit Committee based on the Circular Resolution of the
Company's Board of Commissioners on 19 April 2023.
• Beliau menyandang gelar Sarjana Akuntansi dari Fakultas Ekonomi Universitas Indonesia, Magister Hukum Bisnis dari Universitas Pelita
Harapan, dan gelar Doktor Manajemen Stratejik dari Fakultas Ekonomi Universitas Indonesia, Indonesia.
He obtained a B.A. in Accounting from the Faculty of Economics, Universitas Indonesia, an M.B.L. from Pelita Harapan University, Indonesia,
and a D.B.A. in Strategic Management from the Faculty of Economics, Universitas Indonesia, Indonesia.
• Sebelumnya, beliau pernah menjabat sebagai Ketua Komite Standar Akuntansi Keuangan IAI (1994-1998), Partner Deloitte Tax Solution
(2003-2004), Ketua Dewan Penguji Ujian Sertifikasi Akuntan Publik IAI (2003-2006), Anggota Dewan Kehormatan Ikatan Komite Audit
Indonesia (2010-2016), Anggota Dewan Penasihat IAI (2014-2022), dan Anggota Majelis Kehormatan dan Kode Etik Badan Pemeriksa Keuangan
Republik Indonesia (2017-2020). Beliau juga pernah menjabat sebagai anggota Komite Audit di beberapa perusahaan di Indonesia. Saat ini,
beliau adalah Komisaris Independen PT Bank OCBC NISP Tbk serta Anggota Dewan Pengawas dan Anggota Dewan Penasihat Kompartemen
Akuntan Pajak Ikatan Akuntan Indonesia (IAI).
Previously, he had served as Chairman of the IAI Financial Accounting Standards Committee (1994-1998), Partner at Deloitte Tax Solution
(2003-2004), Chairman of the IAI Public Accountant Certification Examination Board (2003-2006), Member of the Honorary Council of
the Indonesian Audit Committee Association (2010-2016), Member of the IAI Advisory Council (2014-2022), and Member of the Honorary
Council and Code of Conduct of the Indonesian Audit Board (2017-2020). He also serves as a member of the Audit Committee at several
companies in Indonesia. Currently, he is an Independent Commissioner of PT Bank OCBC NISP Tbk as well as a Member of the Supervisory Board
and Member of the Advisory Board of the Tax Accountants Department of the Indonesian Institute of Accountants (IAI).
• Beliau memiliki sertifikasi profesional sebagai Chartered Accountant (CA), CPA (Aust), dan Certified Audit Committee, serta merupakan
Anggota IAI, Anggota Kehormatan IAPI, dan Charter Member LKDI. Beliau juga aktif sebagai pengajar di Fakultas Ekonomi dan Bisnis,
Universitas Indonesia, Indonesia.
He holds professional certifications as a Chartered Accountant (CA), CPA (Aust), and Certified Audit Committee, and is a Member of IAI,
an Honorary Member of IAPI, and a Charter Member of LKDI. He is also active as a lecturer at the Faculty of Economics and Business,
Universitas Indonesia, Indonesia.
90 Profil Perusahaan Company Profile
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Irhoan Tanudiredja
Anggota
Member
• Berkewarganegaraan Indonesia dan lahir pada tahun 1962. Diangkat sebagai anggota Komite Audit berdasarkan Keputusan Sirkuler Dewan
Komisaris Perseroan pada 8 Mei 2025.
An Indonesian citizen and born in 1962. He was appointed as a member of the Audit Committee based on the Circular Resolution of the
Company's Board of Commissioners on 8 May 2025.
• Beliau menyandang gelar Sarjana Akuntansi dari Fakultas Ekonomi Universitas Katolik Parahyangan.
He obtained a B.Acc. degree in Accounting from the Faculty of Economics, Parahyangan Catholic University.
• Sebelumnya, beliau pernah menjabat berbagai posisi pada PwC Indonesia (1998-2006), Partner PwC Indonesia – Assurance (Audit) Business
Leader & Client Service (2006-2009), Managing Partner PwC Indonesia & Client Service (2009-2020), dan Partner PwC Indonesia - Entrepreneur
& Private Business (EPB) Unit Leader & Client Service (2020-2023). Saat ini, beliau adalah Komisaris PT Batang Alum Industrie, Anggota Komite
Audit PT Vale Indonesia Tbk dan PT Telkom Indonesia (Persero) Tbk.
Previously, he had served in various positions at PwC Indonesia(1998-2006), Partner of PwC Indonesia – Assurance (Audit) Business Leader &
Client Service (2006-2009), Managing Partner of PwC Indonesia & Client Service (2009-2020), and Partner of PwC Indonesia - Entrepreneur &
Private Business (EPB) Unit Leader & Client Service (2020-2023). Currently, he is a Commissioner of PT Batang Alum Industrie, a Member of the
Audit Committee of PT Vale Indonesia Tbk and PT Telkom Indonesia (Persero) Tbk.
• Beliau merupakan Akuntan Publik bersertifikat dan anggota Institut Akuntan Publik Indonesia.
He is a certified public accountant and a member of the Indonesian Institute of Certified Public Accountants.
Komite Nominasi dan Remunerasi Nomination and Remuneration Committee
Ketua | Chairperson Sri Indrastuti Hadiputranto
Anggota | Member • Benjamin William Keswick
• Benjamin Herrenden Birks
• Prijono Sugiarto
• Lincoln Lin Feng Pan
Profil masing-masing anggota Komite Nominasi The profiles of each member of the Nomination and
dan Remunerasi tercantum di uraian Profil Remuneration Committee are listed in the Board of
Dewan Komisaris. Commissioners' Profile.
Komite Eksekutif Executive Committee
Ketua | Chairperson Benjamin Herrenden Birks
Anggota | Member • Prijono Sugiarto
• Djony Bunarto Tjondro
• Stephen Patrick Gore
• Hsu Hai Yeh
• Lincoln Lin Feng Pan
• Lee Liang Whye
Profil masing-masing anggota Komite Eksekutif The profiles of each member of the Executive Committee
tercantum di uraian Profil Dewan Komisaris dan Direksi. are listed in the Board of Commissioners and Board of
Directors profiles.
ASTRA Laporan Tahunan 2025 Annual Report 91
Page 94
Struktur Grup Astra
Astra Group Structure
Otomotif Jasa Keuangan Alat Berat, Pertambangan, Konstruksi
dan Mobilitas Financial Services dan Energi
Automotive and Mobility Heavy Equipment, Mining, Construction, and Energy
Pembiayaan Mobil
Kendaraan Roda Empat Car Financing Mesin Konstruksi Segmen Lainnya
Four Wheeler Vehicles • PT Astra Sedaya Finance Construction Machinery Other Segment
• PT Astra Daihatsu Motor (100%) • PT Traktor Nusantara (50%) • PT Acset Indonusa Tbk
(31,87%) • PT Toyota Astra Financial • PT United Tractors Tbk (91,17% dimiliki anak
• PT Isuzu Astra Motor Services (50%) (59,50%) perusahaan | 91.17% owned
Indonesia (50% dimiliki anak by subsidiary)
perusahaan | 50% owned Pembiayaan Sepeda Motor Kontraktor Penambangan • PT Energia Prima Nusantara
by subsidiary) Motorcycle Financing Mining Contractor (100% dimiliki anak
• PT Toyota-Astra Motor (50%) perusahaan | 100% owned
• PT Federal International • PT Kalimantan Prima by subsidiary)
Finance (100%) Persada (100% dimiliki anak
Kendaraan Roda Dua • PT Unitra Persada Energia
perusahaan | 100% owned
Two Wheeler Vehicles Pembiayaan Alat Berat (100% dimiliki anak
by subsidiary)
perusahaan | 100% owned
• PT Astra Honda Motor (50%) Heavy Equipment Financing • PT Pamapersada Nusantara by subsidiary)
• PT Komatsu Astra Finance (100% dimiliki anak
Komponen Indonesia (50% dimiliki anak perusahaan | 100% owned
Components perusahaan | 50% owned by subsidiary)
by subsidiary)
• PT Astra Otoparts Tbk (80%) Pertambangan Batu Bara
• PT Surya Artha Nusantara
Finance (60% dimiliki anak Coal Mining
Mobilitas
perusahaan | 60% owned • PT Tuah Turangga Agung
Mobility
by subsidiary) (100% dimiliki anak
• PT Mobilitas Digital perusahaan | 100% owned
Indonesia (50% dimiliki anak Asuransi Umum by subsidiary)
perusahaan | 50% owned by General Insurance
subsidiary) Pertambangan Emas
• PT Asuransi Astra Buana
• PT Serasi Autoraya (100%) Gold Mining
(95,70% dimiliki anak
• PT Serasi Mitra Mobil (100% perusahaan | 95.70% owned • PT Agincourt Resources
dimiliki anak perusahaan | by subsidiary) (95% dimiliki anak
100% owned by subsidiary) perusahaan | 95% owned
Asuransi Jiwa by subsidiary)
Produk dan Jasa Lainnya Life Insurance
Other Products and Services Pertambangan
• PT Asuransi Jiwa Astra
• PT Astra Digital Internasional (99,99%) Mineral Lainnya
(100%) Other Mineral Mining
• PT Astra Healthcare Uang Elektronik • PT Anugerah Surya Pacific
Indonesia (100%) Electronic Money Resources (66,67% dimiliki
• PT Astra Digital Arta anak perusahaan | 66.67%
(97,75% dimiliki anak owned by subsidiary)
perusahaan | 97.75% owned • PT Stargate Pasific Resources
by subsidiary) (90% dimiliki anak
perusahaan | 90% owned
Perbankan by subsidiary)
Banking • PT Stargate Mineral
Asia (90% dimiliki anak
• PT Bank Saqu Indonesia
perusahaan | 90% owned
(49,62% dimiliki anak
by subsidiary)
perusahaan | 49.62% owned
by subsidiary)
Catatan: Astra memiliki lebih dari 300 anak perusahaan, asosiasi dan ventura bersama. Perusahaan yang ditampilkan di atas adalah perusahaan utama Grup Astra berdasarkan
produk dan jasa yang disediakan. Pencantuman disusun berdasarkan abjad.
Note: Astra has more than 300 subsidiaries, associates, and joint ventures. The companies listed above are the main companies of Astra Group based on the products and services
they provide. The list is arranged alphabetically.
92 Profil Perusahaan Company Profile
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Agribisnis Infrastruktur Teknologi Informasi Properti
Agribusiness Infrastructure Information Technology Property
Perkebunan Kelapa Sawit Infrastruktur Umum Solusi Dokumen Komersial
Palm Oil Plantations General infrastructure Document Solutions Commercial
• PT Astra Agro Lestari Tbk • PT Astra Nusa Perdana • PT Astra Graphia Tbk • PT Astari Marga Sarana
(79,68%) (100%) (76,87%) (95% dimiliki anak
• PT Astra Tol Nusantara • PT Astragraphia Xprins perusahaan | 95% owned
Pabrik Pengolahan (100%) Indonesia (100% dimiliki by subsidiary)
Minyak Sawit anak perusahaan | 100% • PT Bhumi Prama Arjasa
Palm Oil Processing Plant Jalan Tol owned by subsidiary) (97,76% dimiliki anak
Toll Roads perusahaan | 97.76% owned
• PT Kreasijaya Adhikarya (50% Solusi Teknologi Informasi by subsidiary)
dimiliki anak perusahaan • PT Jasamarga Pandaan
| 50% owned by subsidiary) Information Technology • PT Menara Astra (100%)
Malang (49% dimiliki anak
Solutions • PT Samadista Karya (100%)
• PT Tanjung Sarana Lestari perusahaan | 49% owned
(100% dimiliki anak by subsidiary) • PT Astra Graphia Information
perusahaan | 100% owned Technology (100% dimiliki Residensial
• PT Jasamarga Surabaya
by subsidiary) Mojokerto (44,49% dimiliki anak perusahaan | 100% Residential
anak perusahaan | 44.49% owned by subsidiary)
• PT Astra Land Indonesia
Perdagangan Komoditas owned by subsidiary) (50% dimiliki anak
Commodity Trading • PT Lintas Marga Sedaya perusahaan | 50% owned
• Astra-KLK Pte, Ltd, (49% (55,01% dimiliki anak by subsidiary)
dimiliki anak perusahaan perusahaan | 55.01% owned • PT Asya Mandira Land
| 49% owned by subsidiary) by subsidiary) (99,99% dimiliki anak
• PT Marga Harjaya perusahaan | 99.99% owned
Infrastruktur (100% dimiliki by subsidiary)
anak perusahaan | 100% • PT Award Global Infinity
owned by subsidiary) (99,99% dimiliki anak
• PT Marga Lingkar Jakarta perusahaan | 99.99% owned
(49% dimiliki oleh anak by subsidiary)
perusahaan | 49% owned • PT Brahmayasa Bahtera
by subsidiary) (60%)
• PT Marga Mandalasakti • PT Lazuli Karya Sarana
(79,68% dimiliki anak (99,96% dimiliki anak
perusahaan | 79.68% owned perusahaan | 99.96% owned
by subsidiary) by subsidiary)
• PT Marga Trans Nusantara • PT Saka Surya Wisesa (51%
(40% dimiliki anak dimiliki anak perusahaan
perusahaan | 40% owned | 51% owned by subsidiary)
by subsidiary)
• PT Trans Marga Jateng Industrial
(40% dimiliki anak Industrial
perusahaan | 40% owned
by subsidiary) • PT Mega Manunggal
Property Tbk (91,44% dimiliki
Pelabuhan anak perusahaan | 91.44%
owned by subsidiary)
Port
• PT Pratista Industrial
• PT Pelabuhan Penajam Banua Properti (95% dimiliki anak
Taka (100% dimiliki anak perusahaan | 95% owned by
perusahaan | 100% owned subsidiary)
by subsidiary)
• PT Saka Industrial Perkasa
(100% dimiliki anak
perusahaan | 100% owned
by subsidiary)
ASTRA Laporan Tahunan 2025 Annual Report 93
Page 96
Informasi Pemegang Saham
Shareholder Information
Struktur Pemegang Saham | Shareholder Structure
Masyarakat | Public
(masing-masing | each <20%)
100%
Jardine Matheson Holdings Limited (Bermuda)
(Perusahaan Publik yang tercatat dengan primary listing di London dan secondary
listing di Bermuda dan Singapura | Public Company with primary listing in London
and secondary listing in Bermuda and Singapore)
100%*
Jardine Strategic Limited (Bermuda)
(Perusahaan tertutup | Private Company)
Masyarakat
Public
85.18%*
14.82%
(masing-masing | each <20%)
Jardine Cycle & Carriage Limited (Singapore)
Masyarakat lainnya (Perusahaan Publik yang tercatat di Singapura | Public Company listed in Singapore)
Other Public
50.11%
(masing-masing | each <5%)
49.22%
PT Astra International Tbk (Indonesia)
Saham Treasuri 0.67%
Treasury Shares (Perusahaan Publik yang tercatat di Indonesia | Public Company listed in Indonesia)
*Kepemilikan tidak langsung | Indirect shareholding
Jardine Cycle & Carriage Ltd. (JC&C) merupakan Jardine Cycle & Carriage Ltd. (JC&C) is the controlling
pemegang saham pengendali Perseroan dengan shareholder of the Company with a 50.11% shares.
kepemilikan sebesar 50,11% saham.
Komposisi Pemegang Saham Shareholder Composition
Termasuk Kepemilikan Including Ownership of 5%
yang Mencapai 5% atau Lebih or More
Pemegang Saham 31 Desember 2025 | 31 December 2025
Shareholders
Jumlah Saham Persentase Kepemilikan Saham
Total Shares Percentage of Share Ownership (%)
Jardine Cycle & Carriage Ltd 20,288,255,040 50.11
Masyarakat | Public 19,925,460,300 49.22
Saham Treasuri | Treasury shares 269,837,800 0.67
Jumlah | Total 40,483,553,140 100
94 Profil Perusahaan Company Profile
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Komposisi Kepemilikan Share Ownership Composition
Saham berdasarkan based on Shareholder Groups
Kelompok Pemegang Saham
No. Uraian 31 Desember 2024 31 Desember 2025
Description 31 December 2024 31 December 2025
Jumlah Jumlah Saham Kepemilikan Jumlah Jumlah Saham Kepemilikan
Investor Total Shares Ownership Investor Total Shares Ownership
Total (%) Total (%)
Investors Investors
Domestik | Domestic
1. Ritel | Retail 150,595 2,105,894,615 5.20 94,066 1,090,186,454 2.69
2. Korporasi
| Corporations 447 193,656,557 0.48 329 407,336,039 1.01
3. Reksadana
| Mutual Funds 272 747,393,487 1.85 255 774,533,272 1.91
4. Asuransi | Insurance 218 745,423,772 1.84 212 832,853,472 2.06
5. Yayasan | Foundation 195 1,844,326,512 4.56 149 1,804,531,712 4.46
6. Koperasi | Cooperative 16 24,373,630 0.06 10 22,804,030 0.06
7. Lain-lain | Others 1 8,000 0.00 1 8,000 0.00
Sub Total 151,744 5,661,076,573 13.98 95,022 4,932,252,979 12.19
Asing | Foreign
1. Ritel | Retail 419 8,198,710 0.02 373 5,728,110 0.01
2. Institusi | Institutions 1,159 34,814,277,857 86.00 1,251 35,545,572,051 87.80
Sub Total 1,578 34,822,476,567 86.02 1,624 35,551,300,161 87.81
Total 153,322 40,483,553,140 100.00 96,646 40,483,553,140 100.00
Komposisi Kepemilikan Saham Shareholding Composition
Berikut adalah komposisi pemegang saham Perseroan The following is the shareholders composition of the
per 31 Desember 2025: Company as of 31 December 2025:
Uraian Per 31 Desember 2025
Description As of 31 December 2025
Jumlah Saham Kepemilikan (%)
Total Shares Ownership (%)
Pemegang saham yang memiliki 5% atau lebih | Shareholders who own shares by 5% or more
1. Jardine Cycle & Carriage Ltd 20,288,255,040 50.11
Pemegang saham yang masing-masing memiliki kurang dari 5% | Shareholders who own shares by less than 5%
2. Djony Bunarto Tjondro
Presiden Direktur | President Director 9,530,000 0.02
3. Santosa
Direktur | Director 7,825,400 0.02
4. Anthony John Liddell Nightingale*
Komisaris | Commissioner 6,100,000 0.02
5. Gidion Hasan
Direktur | Director 6,065,000 0.01
6. Henry Tanoto
Direktur | Director 3,803,000 0.01
7. Prijono Sugiarto
Presiden Komisaris | President Commissioner 2,665,200 0.01
8. Gita Tiffani Boer
Direktur | Director 2,319,100 0.01
9. Hamdani Dzulkarnaen Salim
Direktur | Director 2,207,000 0.01
ASTRA Laporan Tahunan 2025 Annual Report 95
Page 98
Uraian Per 31 Desember 2025
Description As of 31 December 2025
Jumlah Saham Kepemilikan (%)
Total Shares Ownership (%)
10. FXL Kesuma
Direktur | Director 2,200,000 0.01
11. Benjamin Herrenden Birks**
Komisaris | Commissioner 1,700,000 0.00
12. Rudy
Wakil Presiden Direktur | Vice President Director 1,200,000 0.00
13. Thomas Junaidi Alim. W
Direktur | Director 745,400 0.00
14. Masyarakat lainnya (masing-masing di bawah 5%) | Other public (each less than 5%) 19,879,100,200 49.10
15. Jumlah saham beredar | Total outstanding shares 40,213,715,340 99.33
16. Saham treasuri | Treasury shares 269,837,800 0.67
Jumlah saham ditempatkan dan disetor penuh | Total shares issued and fully paid 40,483,553,140 100.00
* Seluruh saham dimiliki melalui perusahaan kustodian UBS | All shares are owned through a UBS custodian company
** Seluruh saham dimiliki melalui perusahaan kustodian HSBC | All shares are held through the custodian firm HSBC
Entitas Anak, Perusahaan Asosiasi,
Perusahaan Ventura Bersama
Subsidiaries, Associates, Joint Ventures
Sesuai informasi dalam Laporan Keuangan Perseroan According to the information in the Company's
Tahun Buku 2025, entitas anak langsung dan tidak Financial Statements for the 2025 Fiscal Year, the direct
langsung yang signifikan bagi Perseroan dan berstatus and indirect subsidiaries that are significant to the
operasional adalah sebagai berikut: Company and are operational are as follows:
Perusahaan Alamat
Companies Address
Otomotif dan Mobilitas | Automotive and Mobility
PT Astra Honda Motor Jl. Yos Sudarso Sunter I, Jakarta Utara
PT Suryaraya Rubberindo Industries Kawasan Industri Menara Permai, Jl. Narogong Raya Km 23.8, Cileungsi, Bogor
PT Toyota-Astra Motor Jl. Laksda Yos Sudarso, Sunter II – Jakarta 14330
PT Astra Auto Trust Jl. Yos Sudarso - Sunter II, Jakarta Utara
PT Tasti Anugerah Mandiri Jl. Gaya Motor Selatan No. 5, Sunter II, Jakarta Utara 14330
PT Astra Daihatsu Motor Jl. Gaya Motor III/5, Sunter II Jakarta Utara
PT Fuji Technica Indonesia KIIC Lot A-7, Tol Jakarta - Cikampek Km 47
PT Gaya Motor Jl. Gaya Motor III, Sunter II, Jakarta Utara
PT Inti Pantja Press Industri Jl. Kaliabang No. 1, Medan Satria Pd. Ungu, Bekasi
PT Isuzu Astra Motor Indonesia Gd. Isuzu 7th Floor, Jl. Danau Sunter Utara, Blok O-3 Kav. 30, Sunter II, Jakarta Utara
PT Pulogadung Pawitra Laksana Jl. Gaya Motor II No. 1, Sunter Jakarta Utara
PT Tjahja Sakti Motor Jl. Gaya Motor Selatan, Sunter Jakarta Utara
PT Astra Autoprima Jl. Gaya Motor Selatan No. 1, Sunter II, Jakarta Utara
PT UD Astra Motor Indonesia Jl. Danau Sunter Selatan Blok O/5, Sunter II Tanjung Priuk, Jakarta Utara 14350
96 Profil Perusahaan Company Profile
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Perusahaan Alamat
Companies Address
PT Aisin Indonesia East Jakarta Industrial Park (EJIP) Plot 5J, Cikarang Selatan, Bekasi, Jawa Barat 17550
PT Ardendi Jaya Sentosa Jl. Pegangsaan Dua Km 2.2, Kelapa Gading, Jakarta Utara 14250
PT Astra Daido Steel Indonesia Plant I: Jl. Kasir I, Ds. Pasir Jaya, Kec. Jatiuwung, Tangerang 15135; Plant II: Kawasan Industri Green
Land Cluster Batavia Blok AG/12, Cikarang, Bekasi Jawa Barat 17530
PT Astra Komponen Indonesia Jl. Raya Mayor Oking Jayaatmaja Km 2.2 No. 1, Karangasem Barat Citereup Jawa Barat 16810
PT Astra Nippon Gasket Indonesia Jl. Maligi III Lot N-1, Kawasan Industri KIIC Karawang Barat, Jawa Barat 41361
PT Astra Otoparts Tbk Jl. Pegangsaan Dua Km 2.2 Kelapa Gading, Jakarta Utara 14250
PT AT Indonesia Jl. Maligi III H 1-5, Kawasan Industri KIIC Tol Jakarta Cikampek Km 47, Karawang Jawa Barat 41361
PT Century Batteries Indonesia Jl. Raya Bekasi Km 25, Cakung, Jakarta Timur 13910
PT Denso Indonesia Plant I: Jl. Gaya Motor I No. 6, Sunter II, Jakarta Utara 14330; Plant II: Jl. Kalimantan Blok E 1-2,
Kawasan Industri MM2100, Cibitung, Jawa Barat 17520; Plant III: Jl. Selayar III Blok K No. 2, Kawasan
Industri MM2100, Cibitung, Jawa Barat 17845
PT DIC Astra Chemicals Jl. Pulobuaran Raya Blok-III DD 5-10, Kawasan Industri Pulo Gadung, Jakarta Timur 13930
PT Federal Izumi Manufacturing Komplek Industri Menara Permai, Jl. Narogong Raya Km 23.8, Cileungsi, Jawa Barat 16820
PT Federal Nittan Industries Jl. Halmahera Blok DD-9, Kawasan Industri MM2100, Cibitung, Jawa Barat 17520
PT FSCM Manufacturing Indonesia Plant I & II: Jl. Raya Pulogadung No. 30, Kawasan Industri Pulo Gadung, Jakarta Timur 13930;
Plant III: Jl. Raya Narogong Km. 15, Pangkalan 6, Cileungsi, Jawa Barat 16820; Plant IV: Jl. By Pass
Krian Km 26 No. 8, Krian, Sidoarjo, Jawa Timur 61262
PT Gemala Kempa Daya Jl. Raya Pegangsaan Dua Km. 1.6, Blok A1, Kelapa Gading, Jakarta Utara 14250
PT GS Battery Plant I: Jl. Laksamana Muda Yos Sudarso, Sunter I, Jakarta Utara 14330; Plant II: Kawasan Industri
Surya Cipta Swadaya, Jl. Surya Utama, Kav. 13 - 14, Teluk Jambe, Karawang, Jawa Barat 41361
PT Indokarlo Perkasa Jl. Raya Jakarta Bogor Km 47, Nanggewer Mekar, Bogor, Jawa Barat 16912
PT Inti Ganda Perdana Jl. Raya Pegangsaan Dua Km 1.6, Blok A1 Kelapa Gading, Jakarta Utara 14250
PT Kayaba Indonesia Jl. Jawa Blok II No. 4, Kawasan Industri MM2100, Cibitung, Jawa Barat 17520
PT Menara Terus Makmur Jl. Jababeka XI Blok H3 No. 12, Kawasan Industri Jababeka Cikarang, Jawa Barat 17530
PT Mobilitas Digital Indonesia United Tractor Head Office Wing Area 6th floor, Jl. Raya Bekasi Km 22 RT 007/RW 001
PT Nusa Keihin Indonesia Jl. Selayar II Blok D7 No. 1, Kawasan Industri MM2100, Cibitung, Jawa Barat 17520
PT Senantiasa Makmur Jl. Pegangsaan Dua Km 2.2, Kelapa Gading Jakarta Utara 14250
PT SKF Indonesia Jl. Inspeksi Cakung Drain, Cakung Barat Jakarta Timur 13910
PT Toyoda Gosei Safety Systems Jl. Raya Jakarta Bogor Km 47.5, Nanggewer Mekar, Bogor, Jawa Barat 16912
Indonesia
PT Akebono Brake Astra Indonesia Jl. Raya Pegangsaan Dua Km 1.6, Blok A4, Kelapa Gading, Jakarta Utara 14250
PT Wahana Eka Paramitra Jl. Raya Pegangsaan Dua Km 1.6, Blok A4 Kelapa Gading, Jakarta Utara 14250
PT Denso Sales Indonesia Jl. Gaya Motor I No. 6, Sunter II, Jakarta Utara 14330
PT Astra Visteon Indonesia Jl. Lanbau Kel. Karangasem Barat, Citereup, Jawa Barat 16810
PT TD Automotive Compressor Jl. Selayar IV Blok L-3, Kawasan Industri Bekasi Matra, Bekasi, Jawa Barat 17530
Indonesia
Akebono Brake Astra Vietnam Plot D-10 (RF-1a), Thang Long Industrial Park II Yen My District, Hung Yen Province, Vietnam
Co., Ltd.
Superior Chain (Hangzhou) Hangzhou Yuhang District, Cangqian Town, Gaoqiao Village, Tiongkok
Co., Ltd.
PT Evoluzione Tyres Jl. Raya Purwadadi - Kalijati, Dusun Kaliangbawang Desa Wanakerta, Subang, Jawa Barat 41261
PT Astra Juoku Indonesia Jl. Mitra Timur II Blok D No. 4-6, 51-53, Kawasan Industri Mitra Karawang, Karawang, Jawa Barat 17520
PT Autoplastik Indonesia Jl. Mitra Barat I Blok GB, Kawasan Industri Mitra Karawang Karawang, Jawa Barat 41361
PT Velasto Indonesia Kp. Nagrog No. 5 Kertamukti, Kec. Campaka Purwakarta, Jawa Barat 41181
PT Pakoakuina Jl. Gaya Motor Sunter II, Jakarta Utara 14250
PT Inkoasku Jl. Gaya Motor Sunter II, Jakarta Utara 14250
PT Palingda Nasional Jl. Gaya Motor Sunter II, Jakarta Utara 14250
PT Topy Palingda Manufacturing Jl. Surya Utama Kav. I-65A1, Kawasan Industri Suryacipta, Karawang, Jawa Barat 41361
Indonesia
PT MetalArt Astra Indonesia Jl. Harapan III Lot JJ-21, Kawasan Industri KIIC, Karawang, Jawa Barat 41361
PT Aisin Indonesia Automotive Jl. Harapan VII Lot LL 9 & 10, Kawasan Industri KIIC, Ciampel - Karawang, Jawa Barat
Astra Visteon Vietnam Co., Ltd. Phuc Yen Town Vinh Phúc, Hanoi, Vietnam
(Cong Ty TNHH Astra Visteon
Vietnam)
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Companies Address
PT Kreasi Mandiri Wintor Indonesia Plant I: Dukuh Jotang RT 010 RW 005, Kradenan Trucuk, Klaten Tel. (0272) 897239;
Plant II: Jl. Pahlawan Km 1,5, Citeureup, Bogor 16810 Indonesia
PT Toyoda Gosei Indonesia Jl. Raya Jakarta Bogor Km 47.5 RT 02 RW 03, Nanggewer, Cibinong, Bogor 16912
PT Astra NTN Driveshaft Indonesia Kawasan Industri Mitrakarawang, Jl. Mitra Raya IV Blok L-2, Desa Parungmulya, Karawang 41363
PT Bintang Pradipa Persada Jl. Gaya Motor Selatan I, Jakarta Utara
PT Kreasi Mandiri Wintor Jl. Pahlawan Km 1.5, Kp. Kambing, Citeureup, Kab.Bogor Jawa Barat
Distributor
PT Astra Inovasi Otomotif Jl. Gaya Motor III No. 3, Jakarta Utara
PT Tjahja Surya Motor Indonesia Jl. Gaya Motor Selatan No. 1, Sunter II, Jakarta Utara
PT Indonesia International Jl. Dewi Sartika 14, Cawang II, Jakarta Timur
Automotive Proving Ground
PT Astra Digital Mobil Altira Business Park Blok D01-02 Jl. Yos Sudarso Kav.85 Sunter, Jakarta
PT Serasi Mitra Mobil Gedung TRAC - Grha Sera, Jl. Mitra Sunter Boulevard C2, Kav. 90, Jakarta Utara
PT Astra Transportasi Indonesia Jl. Gaya Motor Raya No. 8 RT 010 RW 006 Sungai Bambu, Tanjung Priok, Jakarta Utara
PT Toyofuji Logistics Indonesia Graha Sera 7th Floor, Jl. Mitra Sunter, Boulevard C-2/90, Sunter JayaTanjung Priok, Jakarta Utara 14350
PT Solusi Mobilitas Bangsa Pasaraya Blok M, Gedung B Lantai 4, Jl. Iskandarsyah II No. 2 Melawai Jakarta Selatan
PT Balai Lelang Serasi Gedung TRAC - Graha Sera Jl. Mitra Sunter Boulevard C2, Kav. 90, Jakarta Utara
PT Daya Mitra Serasi Jl. Raya Condet No.15, Jakarta Timur
PT Harmoni Mitra Utama KBN Marunda, Jl. Pontianak Blok C2-01, Jakarta 14120
PT Serasi Autoraya Gedung TRAC - Grha Sera, Jl. Mitra Sunter Boulevard C2, Kav. 90, Jakarta Utara
PT Serasi Logistics Indonesia Jl. Pontianak Blok C2/01 KBN Marunda, Jakarta Utara 14120
PT Toyofuji Serasi Indonesia Gedung TRAC - Grha Sera, Jl. Mitra Sunter Boulevard C2, Kav. 90, Jakarta Utara
PT United Automobil Jl. Wonorejo Timur No. 99, Surabaya
Sembilanpuluh Utama
PT Serasi Shipping Indonesia Gedung TRAC - Grha Sera, Jl. Mitra Sunter Boulevard C2, Kav. 90, Jakarta Utara
Astra Otoparts Philippines Inc. Block 1 Unit 4, Filinvest Technology Park, Punta Ciudad De Calamba Township, City of Calamba,
Laguna 4027, Region IV-A (Calabarzon)
Astra Visteon Philippines Inc. Block 1 Unit 4, Filinvest Technology Park, Punta Ciudad De Calamba Township, City of Calamba,
Laguna 4027, Region IV-A (Calabarzon)
Jasa Keuangan | Financial Services
PT Sedaya Multi Investama Menara Astra, 57th Floor, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Astra Auto Finance Gedung ACC, Jl. T.B. Simatupang No. 90, Jakarta Selatan, 12530
PT Astra Mitra Ventura Jl. Gaya Motor I No. 10 Sunter II, Jakarta Utara
PT Astra Multi Finance Jl. TB. Simatupang Kav. 15, Cilandak Barat, Jakarta 12340
PT Astra Sedaya Finance Gedung ACC, Jl. T.B. Simatupang No. 90, Jakarta Selatan 12530
PT Asuransi Astra Buana Grha Asuransi Astra, Jl. T.B. Simatupang Kav. 15, Cilandak Barat, Jakarta Selatan 12440
PT Federal International Finance Jl. T.B. Simatupang Kav. 15, Cilandak Barat, Jakarta 12440
PT Komatsu Astra Finance United Tractors Head Office, Wing Area 6th Floor, Jl. Raya Bekasi Km 22, Cakung, Jakarta Timur 13910
PT Pratama Sadya Sadana Jl. RS Fatmawati No. 9, Gandaria Selatan, Cilandak Selatan, Jakarta Selatan
PT Sedaya Pratama Jl. RS Fatmawati No. 9, Gandaria Selatan, Cilandak Selatan, Jakarta Selatan
PT Cipta Sedaya Digital Indonesia Jl. Raya Barat Boulevard Blok XB No. 7, Kelapa Gading Barat, Kelapa Gading, Jakarta Utara
PT Stacomitra Graha Jl. Raya Barat Boulevard Blok XB No. 7, Kelapa Gading Barat, Kelapa Gading, Jakarta Utara
PT Surya Artha Nusantara Finance 18 Office Park 23 th Floor, Jl. T.B. Simatupang No. 18, Jakarta 12520
PT Swadharma Bhakti Sedaya Jl. Kwitang Raya No. 10, Jakarta Pusat, 10420
Finance
PT Toyota Astra Financial Services The Tower Building, 8 th and 9 th Floor, Jl. Jend. Gatot Subroto Kav. 12-13, Jakarta 12930
PT Garda Era Sedaya Jl. Gaya Motor Raya No. 8, Sunter II, Jakarta 14330
PT Asuransi Jiwa Astra Pondok Indah Office Tower 3, 10 th Floor, Jl. Sultan Iskandar Muda Kav. V-TA, Pondok Indah,
Jakarta Selatan 12310
PT Sharia Multifinance Astra Menara FIF 3rd Floor, Jl. T.B. Simatupang Kav. 15, Jakarta 12440
PT Surya Cakra Anugerah 18 Office Park 23 th Floor, Jl. T.B. Simatupang No. 18, Jakarta 12520
Nusantara
PT Astra WeLab Digital Arta Menara FIF, Lt. 16, Jl. T.B. Simatupang Kav. 15, Cilandak, Jakarta 12440
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Companies Address
PT Astra Digital Arta Menara FIF, Lt. 5, Jl. T.B. Simatupang Kav. 15, Cilandak, Jakarta 12440
PT Astra Integrasi Digital Menara Astra Lantai 57, Jl. Jend. Sudirman Kav. 5-6, Karet Tengsin, Tanah Abang, Jakarta Pusat 10220
PT Astra Auto Digital Menara Astra Lantai 57, Jl. Jend. Sudirman Kav. 5-6, Karet Tengsin, Tanah Abang, Jakarta Pusat 10220
PT Astra Kreasi Digital Menara Astra Lantai 57, Jl. Jend. Sudirman Kav. 5-6, Karet Tengsin, Tanah Abang, Jakarta Pusat 10220
PT Matra Graha Sarana Menara FIF, Jl. T.B. Simatupang Kav. 15, Lebak Bulus, Cilandak, Jakarta Selatan 12440
PT Bank Jasa Jakarta Jl. Tiang Bendera III Nomor 26-30, Roa Malaka, Tambora, Jakarta Barat, Indonesia
Alat Berat, Pertambangan, Konstruksi dan Energi | Heavy Equipment, Mining, Construction, and Energyb
PT Anugerah Gunung Mas Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Bina Pertiwi Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Kadya Caraka Mulia Jl. A. Yani Km 93, Desa Pulau Pinang, Kecamatan Bunuang, Kabupaten Patin
PT Kalimantan Prima Persada Jl. Rawa Gelam I No. 9, Kawasan Industri Pulogadung, Jakarta Timur 13930
PT Komatsu Remanufacturing Asia JI. Pulau Balang No. 99 RT 36, Kelurahan Karang Joang Kecamatan, Balikpapan Utara, Balikpapan,
Kalimantan Timur 76127
PT Multi Prima Universal Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Pama Indo Mining Jl. Rawa Gelam I No. 9, Kawasan Industri Pulogadung, Jakarta Timur 13930
PT Pamapersada Nusantara Jl. Rawa Gelam 1 No. 9, Jakarta Industrial Estate, Pulogadung, Jakarta Timur 13930
PT Patria Maritime Lines Jl. Jababeka XI Blok H 30-40, Kawasan Industri Jababeka, Cikarang 17530
PT Prima Multi Mineral Jl. Rawa Gelam I No. 9, Kawasan Industri Pulogadung, Jakarta Timur 13930
PT Swadaya Harapan Nusantara Ged. Traktor Nusantara, Jl. Pulo Gadung No. 32, KIP, Jakarta Timur
PT Telen Orbit Prima Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Traktor Nusantara Jl. Pulogadung No. 32, Kawasan Industri Pulogadung, Jakarta Timur 13930
PT Tuah Turangga Agung Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT United Tractors Pandu Jl. Jababeka XI Blok H 30-40, Kawasan Industri Jababeka, Cikarang 17530
Engineering
PT United Tractors Semen Gresik Desa Sumberarum, Kerek, Tuban, Jawa Timur 62356
PT United Tractors Tbk Jl. Raya Bekasi Km 22, Cakung, Jakarta Timur
UT Heavy Industry Pte Ltd 11 Tuas View Crescent, Multico Building, Singapore 637643
PT Andalan Multi Kencana Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Agung Bara Prima Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Asmin Bara Bronang Jl. Abdul Muis No. 50, 2nd Floor, Jakarta Pusat
PT Asmin Bara Jaan Jl. Abdul Muis No. 50, 2nd Floor, Jakarta Pusat
PT Universal Tekno Reksajaya Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Patria Maritime Industry Jl. Jababeka XI Blok H 30-40, Kawasan Industri Jababeka, Cikarang 17530
PT Duta Nurcahya Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Duta Sejahtera Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Borneo Berkat Makmur Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Patria Maritim Perkasa Kav. 20, Sungai Lekop, RT. 05 RW. 07, Sagulung, Batam
PT Tambang Supra Perkasa Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Piranti Jaya Utama Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Energia Prima Nusantara Jl. Rawagelam I No. 9, Kawasan Industri Pulogadung, Jakarta Timur 13930
PT Karya Supra Perkasa Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Acset Indonusa Tbk Jl. Majapahit No. 26, Petojo Selatan, Gambir, Jakarta 10160
PT Innotech Systems Jl. Majapahit No. 26, Petojo Selatan, Gambir, Jakarta 10160
PT Sacindo Machinery Jl. Abdul Muis No. 8, Lantai 4, Petojo Selatan, Gambir, Jakarta 10160
PT Aneka Raya Konstruksi Mesindo Jl. Majapahit No. 26, Petojo Selatan, Gambir, Jakarta 10160
PT ATMC Pump Services ACSET Building, Jl. Majapahit No. 26, Petojo Selatan, Gambir, Jakarta 10160
PT Bintai Kindenko Engineering Komp. Jembatan Lima Permai, Jl. KH. Moh. Mansyur No. 11, Blok D 8-9, Jakarta 10140
Indonesia
PT Sumbawa Jutaraya Gedung Prudential Tower, 27th Floor, Jl. Jend. Sudirman Kav. 79, Setiabudi, Jakarta Selatan 12910
PT Tambang Karya Supra Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
PT Danusa Tambang Nusantara Gedung PT Pamapersada Nusantara, Jl. Rawagelam I No. 9 Kawasan Industri Pulogadung,
Jakarta Timur, 13930
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Companies Address
PT Unitra Persada Energia Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
Turangga Resources Pte Ltd 11 Tuas View Crescent, Multico Building, Singapore 637643
PT Persada Tambang Mulia Jl. Rawa Gelam I No. 9, Kawasan Industri Pulo Gadung, Jakarta 13930
PT Acset Pondasi Indonusa ACSET Building, Jl. Majapahit No. 26, Petojo Selatan, Gambir, Jakarta 10160
PT Bhumi Jati Power Gedung Summitmas I Lt. 15, Jl. Jend. Sudirman, Kav. 61-62, Jakarta 35101
PT Patria Perikanan Lestari Jl. Raya Bekasi Km 22, Cakung, Jakarta 13910
Indonesia
PT Suprabari Mapamindo Mineral Jl. H. Agus Salim No. 65, Gondangdia, Menteng, Jakarta 5101
Unitra Power Pte. Ltd 11 Tuas View Crescent, Multico Building, Singapore 637643
PT Triatra Sinergia Pratama Jl. Raya Bekasi Km 22,Cakung, Jakarta Timur 13910
(d/h PT Universal Tekno Industri)
PT Bina Pertiwi Energi Jl. Raya Bekasi Km 22,Cakung, Jakarta Timur 13910
PT Ilthabi Energia Tenagahidro Kantor Taman A9, Kawasan Mega Kuningan, Jl. Dr. Ide Anak Agung Gde Agung Lot. 8.9/A9,
Kuningan Timur, Setiabudi, RT.8/RW.3, RT.8/RW.3, Kuningan, Kuningan Timur, Kota Jakarta Selatan,
Jakarta 12950
PT Redelong Hydro Energy Jl. Raya Bekasi Km 22, Cakung, Jakarta Timur 13910
PT Unitra Nusantara Persada Jl. Raya Bekasi Km 22, Cakung, Jakarta Timur 13910
Cipta Commodity Trading Pte Ltd Singapura
PT Agincourt Resources Wisma Pondok Indah 2 Suite 1201, Jl. Sultan Iskandar Muda Kav V-TA Pondok Indah - Jakarta 12310
PT Forsa Tirta Gora Lippo Puri Tower #09-01, St. Moritz Puri Indah, Jl. Puri Indah Raya Blok U1, Puri Indah, Jakarta 11610
PT Forsa Tirta Uway Lippo Puri Tower #09-01, St. Moritz Puri Indah, Jl. Puri Indah Raya Blok U1, Puri Indah, Jakarta 11610
PT Hidup Besai Kemu Lippo Puri Tower #09-01, St. Moritz Puri Indah, Jl. Puri Indah Raya Blok U1, Puri Indah, Jakarta 11610
PT Uway Energi Perdana Lippo Puri Tower #09-01, St. Moritz Puri Indah, Jl. Puri Indah Raya Blok U1, Puri Indah, Jakarta 11610
Aegis Energy Trading Pte Ltd 3 Church Street #25-01, Samsung Hub, Singapore, 49483
PT Persada Utama Infra Jl. Rawagelam I No. 9, Kawasan Industri Pulogadung, Jakarta Timur
PT Arkora Hydro Tbk 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arkora Sulawesi Selatan PT Arkora Sulawesi Selatan - 21st Floor Unit C & D, Office 8 Building Jl. Jend. Sudirman Kav. 52-53,
Lot 28, SCBD Jakarta 12190
PT Arkora Hidro Tenggara 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arjuna Hidro 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arkora Hidro Pasifik 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Tirta Energi Lestari 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arkora Guna Nergi 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Hydra Sulawesi 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Sulawesi Hidro Mandiri 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arkora Luwu Timur Mandiri 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arkora Pembangkitan Hijau 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arkora Tomoni Hydro 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Nosu Hydro 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arkora Tenaga Matahari 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arkora Hydro Sulawesi 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arkora Energi Baru 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arkora Atlantik 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arkora Hidronesia 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arkora Sulawesi Tenggara 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Tenggara Hidro 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Granif Konsultan 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Wana Rimba Nusantara Jl. Rawagelam I No. 9, Kawasan Industri Pulogadung, Jakarta Timur
PT Arkora Hydro Malili 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Arkora Energi Tanggamus 21st Floor Unit C & D, Office 8 Building, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190
PT Boven Rimba Persada Jl. Rawagelam I No.9, Kawasan Industri Pulogadung, Jakarta Timur
PT Khatulistiwa Rimba Persada Jl. Rawagelam I No.9, Kawasan Industri Pulogadung, Jakarta Timur
PT Pertiwi Nusantara Raya Jl. Rawagelam I No.9, Kawasan Industri Pulogadung, Jakarta Timur
100 Profil Perusahaan Company Profile
Page 103
Perusahaan Alamat Companies Address Nickel Industries Limited Nickel Industries Limited, Level 2, 66 Hunter Street, Sydney, NSW, 2000, Australia PT Arkora Hydro Kalimantan Treasury Tower, Level 9, Unit G-H, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190 PT Stargate Pasific Resources Gedung Equity Tower, Unit E Lantai 19, SCBD Lot 9, Senayan, Kebayoran Baru, Jakarta Selatan PT Stargate Mineral Asia Gedung Equity Tower, Unit E Lantai 19, SCBD Lot 9, Senayan, Kebayoran Baru, Jakarta Selatan PT Anugerah Surya Pasific Gedung Equity Tower, Unit E Lantai 19, SCBD Lot 9, Senayan, Kebayoran Baru, Jakarta Selatan Resources PT Jabar Environmental Solutions Jl. Raya Nagreg, Citaman, Nagreg, Kabupaten Bandung, Jawa Barat PT Supreme Energy Sriwijaya Gedung Equity Tower, Unit E Lantai 16, SCBD Lot 9, Senayan, Kebayoran Baru, Jakarta Selatan PT Supreme Energy Rantau Dedap Gedung Equity Tower, Unit E Lantai 16, SCBD Lot 9, Senayan, Kebayoran Baru, Jakarta Selatan PT Rajawali Sigi Lestari Pacific Century Place, Lantai 18, Unit 10A, SCBD Lot 10, Senayan, Kebayoran Baru, Jakarta Selatan PT Stargate Dua Pasific Resources Pacific Century Place, Lantai 18, Unit 10A, SCBD Lot 10, Senayan, Kebayoran Baru, Jakarta Selatan PT Lestarikan Bumi Papua Infiniti Office Belleza Bsa Lt. 1 Jl. Permata Hijau, Grogol Utara,Kebayoran Lama, Jakarta Selatan PT Bogor Serpong Infra Selaras The H Tower, Lt. 20, Jl. H.R. Rasuna Said, Setiabudi, Jakarta Selatan PT Arkora Energi Mandiri Treasury Tower, Level 9, Unit G-H, Jl. Jend. Sudirman Kav. 52-53, Lot 28 SCBD Jakarta 12190 Agribisnis | Agribusiness PT Agro Menara Rachmat Kalimantan Tengah PT Agro Nusa Abadi Sulawesi Tengah PT Astra Agro Lestari Tbk Jl. Pulo Ayang Raya Blok OR-1, Kawasan Industri Pulogadung, Jakarta Timur PT Bhadra Cemerlang Kalimantan Tengah PT Bhadra Sukses Sulawesi Barat PT Borneo Indah Marjaya Kalimantan Timur PT Cakradenta Agung Pertiwi Kalimantan Selatan PT Cakung Permata Nusa Kalimantan Selatan PT Cipta Agro Nusantara Sulawesi Tengah PT Cipta Narada Lestari Kalimantan Timur PT Eka Dura Perdana Riau PT Eka Dura Indonesia Riau PT Gunung Sejahtera Dua Indah Kalimantan Tengah PT Gunung Sejahtera Ibu Pertiwi Kalimantan Tengah PT Gunung Sejahtera Puti Pesona Kalimantan Tengah PT Gunung Sejahtera Raman Permai Kalimantan Tengah PT Gunung Sejahtera Yoli Makmur Kalimantan Tengah PT Karya Tanah Subur Aceh PT Karyanusa Ekadaya Kalimantan Timur PT Kimia Tirta Utama Riau PT Lestari Tani Teladan Sulawesi Tengah PT Letawa Sulawesi Barat PT Mamuang Sulawesi Barat PT Nirmala Agro Lestari Kalimantan Tengah PT Pandji Waringin Banten PT Pasangkayu Sulawesi Barat PT Perkebunan Lembah Bhakti Aceh PT Persada Bina Nusantara Abadi Kalimantan Tengah PT Persada Dinamika Lestari Kalimantan Selatan PT Rimbunan Alam Sentosa Sulawesi Tengah PT Sari Aditya Loka Jambi PT Sari Lembah Subur Riau PT Sawit Asahan Indah Riau PT Sukses Tani Nusasubur Kalimantan Timur PT Sawit Jaya Abadi Sulawesi Tengah PT Subur Abadi Plantations Kalimantan Timur ASTRA Laporan Tahunan 2025 Annual Report 101
Page 104
Perusahaan Alamat
Companies Address
PT Subur Agro Makmur Kalimantan Selatan
PT Sumber Kharisma Persada Kalimantan Timur
PT Surya Indah Nusantara Pagi Kalimantan Tengah
PT Suryaraya Lestari Sulawesi Barat
PT Tunggal Perkasa Plantations Riau
PT Waru Kaltim Plantation Kalimantan Timur
PT Tri Buana Mas Kalimantan Selatan
PT Tanjung Sarana Lestari Sulawesi Barat
ASTRA-KLK Pte Ltd Singapura
PT Palma Plantasindo Kalimantan Timur
PT Kreasijaya Adhikarya Dumai, Riau
PT Tanjung Bina Lestari Sulawesi Barat
PT Mitra Barito Gemilang Kalimantan Tengah
Infrastruktur | Infrastructure
PT Astra Tol Nusantara Menara Astra lantai 11, Jl. Jend. Sudirman Kav. 5-6, Karet Tengsin, Tanah Abang, Jakarta Pusat 10220
PT Indonesia Network Menara Astra lantai 11, Jl. Jend. Sudirman Kav. 5-6, Karet Tengsin, Tanah Abang, Jakarta Pusat 10220
PT Astra Nusa Perdana Menara Astra lantai 11, Jl. Jend. Sudirman Kav. 5-6, Karet Tengsin, Tanah Abang, Jakarta Pusat 10220
PT Marga Mandalasakti Karawaci Office Park, Blok H No. 66-68, Lippo Karawaci, Kec. Tangerang, Kota Tangerang, Banten 158
PT Marga Trans Nusantara Astra Biz Center Commercial Park Barat, Jl. BSD Raya Utama No.11, BSD, Pagedangan, Tangerang,
Banten 15339
PT Transutama Arya Sejahtera Menara Astra lantai 11, Jl. Jend. Sudirman Kav. 5-6, Karet Tengsin, Tanah Abang, Jakarta Pusat 10220
PT Marga Harjaya Infrastruktur Jl. Akses Toll, Pesantren, Tembelang, Santrean, Pesantren, Kec. Jombang, Kabupaten Jombang,
Jawa Timur 614
PT Pelabuhan Penajam Banua Taka Menara Astra lantai 11, Jl. Jend. Sudirman Kav. 5-6, Karet Tengsin, Tanah Abang, Jakarta Pusat 10220
PT Trans Marga Jateng Jl. Murbei I Barat No.1, Sumurboto, Banyumanik, Kota Semarang, Jawa Tengah 50269
PT Baskhara Utama Sedaya Menara Astra lantai 11, Jl. Jend. Sudirman Kav. 5-6, Karet Tengsin, Tanah Abang, Jakarta Pusat 10220
PT Lintas Marga Sedaya Menara Astra lantai 12, Jl. Jend. Sudirman Kav. 5-6, Karet Tengsin, Tanah Abang, Jakarta Pusat 10220
PT Jasamarga Surabaya Mojokerto Gedung Jasamarga Surabaya Mojokerto (JSM), Jl. Raya Taman, Plaza Tol Waru I & Ramp, Sidoarjo 61257
PT Jakarta Marga Jaya Gedung Thamrin City, Blok BT Lt. 1, Jl. Thamrin Boulevard, Kebon Melati, Tanah Abang, Jakarta 10230
PT Marga Lingkar Jakarta Graha Simatupang Tower 2B Lt. 2, Jl. TB Simatupang Kav 38, Jati Padang, Pasar Minggu, Jakarta 12540
PT Jasamarga Pandaan Malang Jl. Raya Karanglo, Malang, Jawa Timur 65153
Teknologi Informasi | Information Technology
PT Astra Graphia Tbk Jl. Kramat Raya No. 43, Jakarta Pusat, 10450
PT Astra Graphia Information Jl. Kramat Raya No. 43, Jakarta Pusat, 10450
Technology
PT Astragraphia Xprins Indonesia Jl. Kramat Raya No. 43, Jakarta Pusat, 10450
Properti | Property
PT Samadista Karya Jl. T.B. Simatupang Kav. 15, Lebak Bulus, Cilandak, Jakarta Selatan 12440
PT Brahmayasa Bahtera Menara Astra, Lt. 10, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Menara Astra Menara Astra, Lt. 10, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Astra Land Indonesia Menara Astra, Lt. 10, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Astra Modern Land Jakarta Garden City, Rukan Avenue Unit 8-015, Cakung, RT.11/RW.8 Cakung Timur, Cakung,
Kota Jakarta Timur, Jakarta 13910
PT Astra Land Logos Indonesia Menara Astra, Lt. 10, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Award Global Infinity TIFA Building, Jl. Kuningan Barat 1 No.26, RT.6/RW.1, Kuningan, Jakarta 12710
PT Astra Astari Sejahtera Menara Astra, Lt. 10, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Astari Marga Sarana Menara Astra, Lt. 10, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Lazuli Karya Sarana Jl. Suvarna Sutera Boulevard No. 19, Desa Wanakerta, Kecamatan Sindang Jaya,
Kabupaten Tangerang, Banten 15560
102 Profil Perusahaan Company Profile
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Perusahaan Alamat
Companies Address
PT Bhumi Prama Arjasa Jl. M.H. Thamrin Hotel Mandarin, Menteng Jakarta Pusat
PT Ruby Karya Sejahtera Cibubur Times Square Blok C1 Nomor 6 Kota Bekasi, Jawa Barat
PT Saka Industrial Arjaya Menara Astra, Lt. 10, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Saka Industrial Perkasa Menara Astra, Lt. 10, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Sada Logistik Pratista Menara Astra, Lt. 10, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Pratista Industrial Properti Menara Astra, Lt. 10, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Saka Surya Wisesa My Republic Plaza (d/h GOP 6), Lt. 3 Wing B11-12, Jl. Grand Boulevard BSD Green Office Park
BSD City, Desa/Kelurahan Sampora, Kec. Cisauk, Kab. Tangerang, Provinsi Banten, 15331
PT Pratista Industrial Properti Satu Menara Astra, Lt. 10, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Pratista Industrial Properti Dua Menara Astra, Lt. 10, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Sada Logistik Sriya Menara Astra, Lt. 10, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Mega Manunggal Property Tbk Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Mega Jaya Lestari Properti Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Mega Dharma Properti Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Mega Cakrawala Internusa Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
Properti
PT Mega Cahaya Properti Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Mega Tridaya Properti Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Mega Khatulistiwa Properti Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Manunggal Timur Properti Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Bukit Properti Logistik Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Intirub Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Manunggal Persada Properti Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Ace Dalle Mega Properti Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Hamparan Cipta Sejati Mayapada Tower Lantai 11, Jl. Jend. Sudirman Kav. 28, Kel. Karet, Kec. Setiabudi, Jakarta Selatan 12920
PT Subang Cakrawala Properti Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Subang Horison Properti Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Mega Properti Logistik Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
Nusantara
PT Mega Aruna Nusantara Properti Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Mega Buana Properti Logistik Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Indo Log One Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
PT Indo Log Advisory Grha Intirub Lantai 2, Jl. Cililitan Besar No. 454, Kebon Pala, Makasar, Jakarta Timur 13650
Lainnya | Miscellaneous
PT Arya Kharisma Jl. Gaya Motor Raya No. 8, Sunter II - Jakarta Utara
PT Astra Digital Internasional Altira Business Park Blok D01-02 Jl. Yos Sudarso Kav. 85 Sunter - Jakarta
PT Tokobagus Gedung TIFA Lantai 10, Jl. Kuningan Barat 1, No. 26, Jakarta Selatan, Jakarta
PT Polinasi Iddea Investama Gedung Mensa II Lt. 4, Jl. H.R. Rasuna Said Kav. B 34-35 Karet, Kuningan - Jakarta 12940
PT Equinix Indonesia Jkt WeWork Revenue Tower, Lantai 25, District 8, Jl. Jend. Sudirman Kav. 52-53, SCBD Lot 13, S
Jakarta Selatan
PT Astra Sehat Nusantara Menara Astra, Lt. 59, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Astra Healthcare Indonesia Menara Astra, Lt. 59, Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220
PT Tunas Era Asia Jl. Birah III No. 4, Rawa Barat, Kebayoran Baru, Jakarta 12180
PT Jakarta Pakar Kardia Jl. Birah III No. 4, Rawa Barat, Kebayoran Baru, Jakarta 12180
PT Medikaloka Hermina Tbk Jl. HBR Motik B.10 Kav. 4, Kelurahan Gunung Sahari Selatan, Kemayoran Baru, Jakarta Pusat, 10610
ASTRA Laporan Tahunan 2025 Annual Report 103
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Kronologi Pencatatan Saham
Stock Listing Chronology
Tahun Kebijakan/Aksi Korporasi
Year Policy/Corporate Action
1990 Penawaran Umum Perdana 30 juta saham, dengan nilai nominal Rp1.000 (dalam satuan Rupiah) per saham, harga penawaran
Rp14.850 (dalam satuan Rupiah) per saham | The Initial Public Offering comprises 30 million shares, each with a nominal value of
Rp1,000 (full Rupiah) and offered at Rp14,850 (full Rupiah) per share.
1994 Penawaran Umum Terbatas dengan Hak Memesan Efek Terlebih Dahulu atas 48.439.600 saham dengan harga Rp13.850
(dalam satuan Rupiah) per saham | Limited Public Offering with Preemptive Rights on 48,439,600 shares at a price of Rp13,850
(full Rupiah) per share.
Pembagian saham bonus yang berasal dari kapitalisasi tambahan modal disetor sejumlah Rp872 miliar atau setara dengan
871.912.800 saham | The company distributed bonus shares originating from additional paid-up capital of Rp872 billion, equivalent
to 871,912,800 shares.
1997 Konversi obligasi menjadi 280.837 saham yang dilakukan oleh sebagian pemegang obligasi konversi | Conversion of bonds into
280,837 shares by some convertible bond holders.
Pemecahan nilai nominal saham dari Rp1.000 (dalam satuan Rupiah) per saham menjadi Rp500 (dalam satuan Rupiah) per saham,
yang mengakibatkan kenaikan jumlah saham yang beredar menjadi 2.325.662.474 | The Company split the nominal value of shares
from Rp1,000 (full Rupiah) per share to Rp500 (full Rupiah) per share, increasing the number of shares outstanding to 2,325,662,474.
1999 Penerbitan 258.398.155 rights kepada para kreditur dan pemegang obligasi sehubungan dengan restrukturisasi utang, satu right
berhak untuk membeli satu saham Perseroan dengan harga Rp500 (dalam satuan Rupiah) per saham. Sejumlah 253.158.665 saham
telah diterbitkan sehubungan dengan pelaksanaan rights ini | The Company issued 258,398,155 rights to creditors and bondholders
in connection with debt restructuring, with one right entitling the holder to purchase one share of the Company at a price of
Rp500 (full Rupiah) per share. The Company issued a total of 253,158,665 shares in connection with the exercise of these rights.
Persetujuan atas kompensasi berbasis saham bagi karyawan dan eksekutif Perseroan sampai dengan 70 juta saham. Pada tanggal
jatuh tempo, sejumlah 64.754.000 saham telah diterbitkan sehubungan dengan eksekusi opsi saham karyawan tersebut | The
Company approves share-based compensation for employees and executives of up to 70 million shares. On the maturity date, the
Company issues 64,754,000 shares in connection with the exercise of these employee stock options.
2002 Penawaran Umum Terbatas dengan Hak Memesan Efek Terlebih Dahulu, 1.404.780.175 saham dengan harga Rp1.000 (dalam satuan
Rupiah) per saham | Limited Public Offering with Preemptive Rights, 1,404,780,175 shares at a price of Rp1,000 (full Rupiah) per share.
2012 Pemecahan nilai nominal saham dari Rp500 (dalam satuan Rupiah) menjadi Rp50 (dalam satuan Rupiah) per saham, yang mengubah
jumlah saham beredar dari 4.048.355.314 saham menjadi 40.483.553.140 saham | The Company completed a split of the nominal
value of shares from Rp500 (full Rupiah) to Rp50 (full Rupiah) per share, which changed the number of outstanding shares from
4,048,355,314 shares to 40,483,553,140 shares.
Kronologi Penerbitan
dan/atau Pencatatan Efek Lainnya
Chronology of Issuance and/or Listing of Other Securities
Perseroan tidak menerbitkan dan mencatatkan efek lainnya. The Company does not issue or list other securities.
104 Profil Perusahaan Company Profile
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Obligasi, Sukuk, atau Obligasi Konversi
Bonds, Sukuk, or Convertible Bonds
Perseroan tidak menerbitkan obligasi, sukuk atau The Company does not issue bonds, sukuk, or
obligasi konversi. convertible bonds.
Informasi Lembaga/Profesi Penunjang
Pasar Modal
Information on Capital Market Supporting Institutions/Professions
Akuntan Publik Public Accountant
Nama Kantor Akuntan Publik KAP Rintis, Jumadi, Rianto & Rekan
Name of Public Accounting Firm (anggota jaringan PricewaterhouseCoopers
| member of the PricewaterhouseCoopers network)
Alamat WTC 3
Address Jl. Jend. Sudirman Kav. 29-31, Jakarta 12920
Tel. (62-21) 5099 2901/3119 2901
Fax. (62-21) 5290 5555/5290 5050
Biro Administrasi Efek Share Registrar
Nama Lembaga PT Raya Saham Registra
Name of Institution
Alamat Plaza Sentral Building, 2nd Floor
Address Jl. Jend. Sudirman Kav. 47-48 Jakarta - 12930
Tel. (62-21) 252 5666
Fax. (62-21) 252 5028
ASTRA Laporan Tahunan 2025 Annual Report 105
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Keanggotaan Asosiasi
Membership in Associations
Nama Asosiasi | Association Name
Asosiasi Terkait Lini Bisnis Astra | Associations Related to Astra Business Lines
Asosiasi Asuransi Jiwa Indonesia | Indonesian Life Insurance Association (AAJI)
Asosiasi Asuransi Syariah Indonesia | Indonesia Sharia Insurance Association (AASI)
Asosiasi Asuransi Umum Indonesia | General Insurance Association of Indonesia (AAUI)
Asosiasi Industri Sepeda Motor Indonesia | Indonesian Motorcycle Industry Association (AISI)
Asosiasi Industri Teknologi Informasi | Information Technology Industry Association (AITI)
Asosiasi Jalan Tol Indonesia | Indonesia Toll Road Association (ATI)
Asosiasi Jasa Konstruksi Nasional | National Construction Services Association (GAPENSI)
Asosiasi Kontraktor Indonesia | Indonesian Contractors Association (AKI)
Asosiasi Logistik & Forwarder Indonesia | Indonesian Logistics & Forwarders Association (ALFI)
Asosiasi Pengadaan Pemeliharaan Perlengkapan Pegawai dan Kantor | Employee and Office Equipment Maintenance
Procurement Association
Asosiasi Pengusaha Komputer Indonesia | Indonesia Computer Entrepreneurs Association (APKOMINDO)
Asosiasi Perusahaan Jasa Pengiriman Ekspres Indonesia | Indonesia Express Delivery Service Company Association (ASPERINDO)
Asosiasi Perusahaan Pengadaan Komputer dan Telematika Indonesia | Indonesia Computer and Telematics Procurement Company
Association (ASPEKMI)
Asosiasi Perusahaan Perdagangan Barang, Distributor, Keagenan, dan Industri Indonesia | Indonesia Distributors, Agencies and Industrial
Goods Trade Association (ARDIN INDONESIA)
Asosiasi Perusahaan Rental Kendaraan Indonesia | Indonesia Vehicle Rental Company Association (ASPERKINDO)
Asosiasi Perusahaan Teknik Mekanikal Elektrikal (APTEK) Provinsi DKI Jakarta | Jakarta Mechanical and Electrical Engineering Company
Association (APTEK)
Forum Kemitraan Pembangunan Sosial Suku Anak Dalam (FKPSAD)/Orang Rimba Social Development Partnership Forum | Anak Dalam
Tribe Social Development Partnership Forum (FKPSAD)/Orang Rimba Social Development Partnership Forum
Gabungan Industri Alat Mobil dan Motor | Indonesian Automotive Parts & Components Industries Association (GIAMM)
Gabungan Industri Kendaraan Bermotor Indonesia | Association of Indonesia Automotive Industries (GAIKINDO)
Gabungan Perusahaan Kelapa Sawit Indonesia | Indonesia Palm Oil Association (GAPKI)
Himpunan Masyarakat Gambut Indonesia | Indonesia Peat Community Association (HGI)
Indonesian National Shipowners’ Association (INSA)
Konsorsium Genom Seluruh Indonesia | All Indonesian Genome Consortium
Palm Oil Genome Oil Project
Perhimpunan Agen Alat Berat Indonesia | Association of Indonesian Heavy Equipment Sole Agents (PAABI)
Persatuan Balai Lelang Indonesia | Indonesia Auction Center Association (PERBALI)
Persatuan Perusahaan Realestat Indonesia | Indonesia Real Estate Company Association (REI)
Asosiasi Pertambangan Batubara Indonesia | Indonesian Coal Mining Association (APBI))
Asosiasi Jasa Pertambangan Indonesia | Indonesian Mining Services Association (ASPINDO)
Asosiasi Produsen Alat Kesehatan Indonesia | Indonesian Medical Devices Manufacturers Association (ASPAKI)
Indonesia Mold & Dies Industry Association | Indonesia Mold & Dies Industry Association (IMDIA)
106 Profil Perusahaan Company Profile
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Nama Asosiasi | Association Name ASEAN Manufacturing Network Asosiasi Distributor Resmi Mesin Fotocopy Berwarna dan Mesin Multifungsi Berwarna | Indonesian Association of Authorized Distributors of Color Photocopiers and Color Multifunction Machines (ADMINKOM) Asosiasi Penyelenggara Jasa Internet Indonesia | Indonesian Internet Service Providers Association (APJII) Asosiasi Peranti Lunak Telematika Indonesia | Indonesian Telematics Software Association (ASPILUKI) Asosiasi Terkait Hal Umum dan Profesi | Associations Related to General & Professional Matters Asosiasi Emiten Indonesia | The Indonesian Issuers Association (AEI) Asosiasi Pengusaha Indonesia | Indonesian Employers Association (APINDO) Asosiasi Perusahaan Sahabat Anak Indonesia | Indonesian Association of Child Friendly Companies (APSAI) Ikatan Akuntan Indonesia | Institute of Indonesia Chartered Accountants (IAI) Indonesia Corporate Secretary Association (ICSA) Kamar Dagang dan Industri Indonesia | Indonesia Chamber of Commerce and Industry (KADIN) Perhimpunan Hubungan Masyarakat Indonesia | Indonesia Public Relations Association (PERHUMAS) Akses Informasi dan Situs Web Resmi Access to Information and Official Website Informasi mengenai Perseroan dapat diperoleh melalui: Information about the Company can be obtained through: Alamat Kontak Contact address Menara Astra, Lantai 59 Menara Astra, 59 th Floor Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220, Indonesia Jl. Jend. Sudirman Kav. 5-6, Jakarta 10220, Indonesia Tel: (62-21) 5084 3888 Tel: (62-21) 5084 3888 U.p. Attn. Corporate Communications Corporate Communications Corporate Investor Relations Corporate Investor Relations E-mail E-mail Corporate Communications: corcomm@ai.astra.co.id Corporate Communications: corcomm@ai.astra.co.id Corporate Investor Relations: investor@ai.astra.co.id Corporate Investor Relations: investor@ai.astra.co.id Perseroan juga telah menyediakan situs web resmi The Company has also provided an official website, www.astra.co.id, sebagai pusat informasi terkini sesuai www.astra.co.id, as a center for the latest information dengan ketentuan Otoritas Jasa Keuangan (OJK) in accordance with Financial Services Authority (OJK) Nomor 8/POJK.04/2015 mengenai Situs Web Emiten Regulation No. 8/POJK.04/2015 concerning Issuers' or atau Perusahaan Publik. Situs web Perseroan tersedia Public Companies' Websites. The Company's website is dalam bahasa Indonesia dan bahasa Inggris. available in Indonesian and English. ASTRA Laporan Tahunan 2025 Annual Report 107
Page 110
Penunjang
Bisnis
Business Support
108
Page 111
Sumber Daya Manusia
110 Human Capital
Digitalisasi, Teknologi Informasi,
dan Keamanan Siber
Digitalization, Information Technology,
116 and Cyber Security
ASTRA Laporan Tahunan 2025 Annual Report 109
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Sumber Daya Manusia
Human Capital
Astra Memperoleh
Penghargaan
Best Companies
to Work For dari
HR Asia Award 2025
Selama 8 Tahun
Berturut-turut
Astra Receives the
"Best Companies to
Work For" Award from
HR Asia Award 2025 for
8 Consecutive Years
Pengelolaan Sumber Daya Manusia Human Capital Management
Tahun 2025 menjadi momentum bagi Astra untuk The year 2025 has become a momentum for Astra to
memperkuat kesiapan organisasi dan human capital, strengthen its organizational readiness and human
agar mampu cepat beradaptasi di tengah dinamika capital, enabling it to adapt quickly amid business
bisnis. Perseroan telah menetapkan tujuh fokus dynamics. The Company established seven strategic
strategis pengelolaan sumber daya manusia (SDM) focuses for human resource management, which include
yang mencakup penyelarasan corporate values, aligning corporate values, developing leadership,
pengembangan kepemimpinan, peningkatan employee improving employee experience, digital transformation,
experience, transformasi digital, organizational agility, organizational agility, harmonious industrial relations,
hubungan industrial yang harmonis, serta inisiatif and diversity and inclusion initiatives.
keberagaman dan inklusi.
Filosofi perusahaan yaitu Catur Dharma, terus menjadi The company's philosophy, Catur Dharma, has continued
kompas yang menjadi panduan dan pembentuk karakter to be the compass that guides and shapes character in
dalam proses transisi dan transformasi SDM tersebut. the process of HR transition and transformation.
Fokus Pengelolaan Human Capital Astra Astra Human Capital Management Focus
Sejalan dengan arahan strategis Perseroan untuk In line with the Company's strategic direction to
menavigasi tantangan dan peluang di masa depan, navigate future challenges and opportunities,
pengelolaan human capital pada tahun 2025 difokuskan human capital management in 2025 focused on three
pada tiga pilar utama yang saling terkait: interrelated pillars:
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a. Penguatan Kepemimpinan Transformasional dan a. Strengthening Transformational Leadership & Pengembangan Talenta Masa Depan Developing Future-Ready Talents Fokus utama Perseroan adalah mempersiapkan The Company's main focus was to prepare leaders and pemimpin dan talenta yang tidak hanya tangguh talents who are not only resilient, but also capable of (resilient), tetapi juga mampu memimpin perubahan leading change amid uncertainty. This was realized di tengah ketidakpastian. Ini diwujudkan melalui through succession acceleration and leadership program akselerasi suksesi dan pengembangan development programs that are oriented towards kepemimpinan yang berorientasi pada data-driven data-driven decision making and organizational decision making dan organizational agility. Perseroan agility. The Company has committed to building berkomitmen untuk membangun kapasitas sumber human resource capacity that is ready to face future daya manusia yang siap menghadapi tantangan masa challenges and capable of driving core business depan dan mampu mendorong pertumbuhan bisnis growth and new business pillars. inti serta pilar-pilar bisnis baru. b. Akselerasi Transformasi Digital untuk Meningkatkan b. Accelerating Digital Transformation to Enhance Kapabilitas Organisasi Organizational Capabilities Untuk mendukung inovasi dan efektivitas, Perseroan To support innovation and effectiveness, the Company memprioritaskan transformasi digital di seluruh prioritized digital transformation across the entire spektrum human capital. Fokus ini mencakup spectrum of human capital. This focus included the implementasi People Analytics, pemanfaatan implementation of People Analytics, the utilization Generative-AI seperti employee assistant chatbot, of Generative-AI such as employee assistant chatbots, serta integrasi Astra Learning Ecosystem. Tujuannya and the integration of the Astra Learning Ecosystem. adalah untuk menciptakan proses yang lebih efisien, The goal was to create more efficient processes, memperkuat budaya pembelajaran yang adaptif, strengthen an adaptive learning culture, and improve dan meningkatkan kapabilitas organisasi secara overall organizational capabilities in the digital age. keseluruhan dalam menghadapi era digital. c. Pembentukan Budaya Kerja Berkelanjutan yang c. Fostering a Sustainable Work Culture Based on Berlandaskan Nilai-Nilai Perusahaan Corporate Values Perseroan percaya bahwa pertumbuhan jangka The Company believes that long-term growth stems panjang lahir dari fondasi budaya yang kuat from a strong and sustainable cultural foundation. dan berkelanjutan. Fokus ini menekankan pada This focus emphasized the deep internalization of internalisasi corporate values (Catur Dharma) corporate values (Catur Dharma) across all business secara mendalam di seluruh lini bisnis, peningkatan lines, improving the quality of the employee kualitas employee experience, serta penguatan experience, and strengthening diversity and inclusion inisiatif keberagaman dan inklusi. Dengan menjaga initiatives. By maintaining harmonious industrial hubungan industrial yang harmonis dan membangun relations and building an inclusive work environment, lingkungan kerja yang inklusif, Perseroan bertujuan the Company aims to create long-term value for its untuk menciptakan nilai jangka panjang bagi employees, the Company, and the nation. karyawan, Perseroan, dan bangsa. Kegiatan Pengelolaan Human Capital Astra Astra Human Capital Management Activities pada 2025 in 2025 Pada tahun 2025, Perseroan menjalankan pengelolaan In 2025, the Company implemented integrated and Human Capital secara terintegrasi dan strategis untuk strategic Human Capital management to ensure the memastikan kesiapan organisasi dalam menghadapi organization is ready to face increasingly complex dinamika bisnis yang semakin kompleks. Seluruh inisiatif business dynamics. All initiatives were designed to dirancang untuk memperkuat keselarasan corporate enhance the alignment of corporate values, leadership values, kualitas kepemimpinan, employee experience, quality, employee experience, digital capabilities, kapabilitas digital, kelincahan organisasi, hubungan organizational agility, harmonious industrial industrial yang harmonis, serta komitmen terhadap relations, and commitment to sustainability, diversity, keberlanjutan, keberagaman, dan inklusi. and inclusion. ASTRA Laporan Tahunan 2025 Annual Report 111
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a. Penyelarasan dan Pengukuran Corporate Values a. Alignment and Measurement of Corporate Values
Perseroan secara berkelanjutan memperkuat The Company has continuously enhanced the alignment
penyelarasan Catur Dharma di seluruh lini bisnis untuk of Catur Dharma across all business lines to ensure that
memastikan setiap entitas bergerak dalam arah yang every entity is moving in the same direction. This effort
sama. Upaya ini diwujudkan dengan menyelaraskan was realized by aligning Catur Dharma Key Behavior
Catur Dharma Key Behavior terhadap Operating with Operating Value Key Behavior in dozens of
Value Key Behavior di belasan anak perusahaan. Selain itu, subsidiaries. In addition, the Company has also compiled
Perseroan juga telah menyusun pedoman pengukuran comprehensive guidelines for measuring Catur Dharma
Catur Dharma Key Behavior yang komprehensif dan Key Behavior and has begun implementing these
memulai implementasi pengukurannya di beberapa measurements in several subsidiaries as pilot projects.
anak perusahaan sebagai proyek percontohan. This step was crucial for building a consistent and strong
Langkah ini krusial untuk membangun budaya kerja work culture.
yang konsisten dan berkarakter kuat.
b. Transformational Leadership b. Transformational Leadership
Untuk menyiapkan pemimpin masa depan yang mampu To prepare future leaders who are capable of
memimpin perubahan, Perseroan merancang program leading change, the Company has designed a
pengembangan dan suksesi yang berorientasi pada development and succession program oriented
transformational leadership. Puluhan talenta pada level towards transformational leadership. Dozens of
manajerial telah mengikuti program pengembangan talents at the managerial level have participated
intensif yang meliputi Financial Development Program in intensive development programs, including
(FDP), pertukaran karyawan (swap assignment), dan financial development programs (FDP), employee
apprenticeship. Perseroan juga melakukan pembaruan exchanges (swap assignments), and apprenticeships.
terhadap belasan program pengembangan karyawan The Company has also updated dozens of employee
agar selaras dengan kerangka Astra Transformational development programs to align with the Astra
Leadership, memastikan para pemimpin siap mengambil Transformational Leadership framework, ensuring
keputusan berbasis data dan menjaga keseimbangan that leaders are prepared to make data-driven
antara kinerja bisnis dengan pengembangan sumber decisions and maintain a balance between business
daya manusia. performance and human resource development.
c. Better Employee Experience c. Better Employee Experience
Perseroan berkomitmen tinggi untuk meningkatkan The company is highly committed to improving
kualitas pengalaman karyawan (employee experience). the quality of the employee experience. One of
Salah satu realisasi utamanya adalah penyelenggaraan the main realizations of this commitment was the
Gelora Insan Astra, sebuah ajang olahraga dan implementation of Gelora Insan Astra, a sports and
kesenian yang sukses melibatkan lebih dari 20.000 arts event that successfully involved more than 20,000
karyawan dari berbagai anak usaha sebagai partisipan employees from various subsidiaries as participants
maupun pendukung. Di samping itu, Perseroan juga and supporters. In addition, the Company has also
mengakselerasi implementasi proyek Employee Value accelerated the implementation of the Employee
Proposition (EVP) di sejumlah anak perusahaan untuk Value Proposition (EVP) project in a number of
terus membangun lingkungan kerja yang inklusif, subsidiaries to continue building an inclusive,
suportif, dan saling terhubung. supportive, and connected work environment.
d. Human Capital Digital Transformation d. Human Capital Digital Transformation
Pada tahun 2025, Perseroan secara signifikan In 2025, the Company significantly accelerated the
mengakselerasi adopsi Generative-AI (GenAI) di seluruh adoption of Generative-AI (GenAI) across the entire
spektrum Human Capital untuk meningkatkan efisiensi, spectrum of Human Capital to improve efficiency,
pendalaman analitis, dan dukungan keputusan analytical depth, and strategic decision support. This
strategis. Inisiatif ini diwujudkan melalui serangkaian initiative was realized through a series of integrated
inovasi terintegrasi, dimulai dengan pilot project innovations, starting with the LUNA pilot project,
LUNA , sebuah asisten karyawan berbasis GenAI untuk a GenAI-based employee assistant that provides
menyediakan akses mandiri terhadap regulasi independent access to company regulations,
perusahaan, serta implementasi Interactive Interview and the implementation of Interactive Interview
Video Engine (InVITEE) yang mengotomatiskan Video Engine (InVITEE), which automates initial
wawancara awal untuk standardisasi rekrutmen. interviews to standardize recruitment. Furthermore,
Lebih lanjut, kapabilitas GenAI diperkuat dalam GenAI capabilities are strengthened in the Talent
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Talent Information System (TIS) melalui rekomendasi Information System (TIS) through AI-based succession suksesi berbasis AI dan asisten People Review untuk recommendations and the People Review assistant to meningkatkan ketajaman evaluasi karyawan. Pada improve the accuracy of employee evaluations. At the saat yang sama, Perseroan meluncurkan Knowledge same time, the Company launched the Knowledge Management (KM) Assistant untuk memandu eksekusi Management (KM) Assistant to guide the execution kerangka kerja manajemen pengetahuan dan NEXA of the knowledge management framework and 1.0 untuk menganalisis hasil Employee Engagement NEXA 1.0 to analyze the results of the Employee Survey. Secara kolektif, portofolio inisiatif GenAI ini Engagement Survey. Collectively, this portfolio memanifestasikan komitmen Perseroan untuk tidak of GenAI initiatives manifested the Company's hanya mengoptimalkan proses operasional, tetapi juga commitment to not only optimize operational untuk memperkaya kapabilitas analitis dan maturitas processes, but also to enrich the organization's digital organisasi dalam mengelola aset sumber daya analytical capabilities and digital maturity in manusia yang paling krusial. managing its most crucial human resource assets. e. Organizational Agility e. Organizational Agility Untuk memastikan organisasi tetap kompetitif dan To ensure the organization remains competitive mampu merespons perubahan bisnis dengan cepat, and able to respond quickly to business changes, Perseroan secara aktif memperkuat organizational the Company actively strengthens its organizational agility. Sepanjang tahun 2025, telah dilaksanakan agility. Throughout 2025, organizational agility assessment kelincahan organisasi di sejumlah anak assessments were conducted in a number of perusahaan, yang hasilnya menjadi dasar untuk subsidiaries, the results of which formed the basis mengimplementasikan berbagai proyek strategis for implementing various strategic projects designed yang dirancang untuk meningkatkan kelincahan dan to improve agility and collaboration within Astra kolaborasi di perusahaan-perusahaan Grup Astra. Group companies. f. Hubungan Industrial yang Harmonis f. Harmonious Industrial Relations Perseroan terus menjaga hubungan industrial yang The Company continues to maintain harmonious harmonis sebagai kunci lingkungan kerja yang industrial relations as the key to a productive work produktif. Hal ini dilakukan melalui penilaian risiko environment. This has been done through comprehensive komprehensif berdasarkan Astra Industrial Relations risk assessments based on the Astra Industrial Relations Strategic Initiatives (AIRSI) di belasan anak usaha, serta Strategic Initiatives (AIRSI) in dozens of subsidiaries, as pelaksanaan survei iklim kerja (Conductive Working well as the implementation of a Conductive Working Climate Survey) di puluhan anak usaha. Hasil dari Climate Survey in dozens of subsidiaries. The results asesmen dan survei tersebut ditindaklanjuti secara of these assessments and surveys were followed up proaktif, diiringi dengan komunikasi dan kolaborasi proactively, accompanied by open communication yang terbuka bersama karyawan dan serikat pekerja. and collaboration with employees and labor unions. g. Inisiatif Keberlanjutan, Keberagaman, dan Inklusi g. Sustainability, Diversity, and Inclusion Initiatives Sebagai bagian dari komitmen membangun organisasi As part of its commitment to building a more inclusive yang lebih inklusif dan berkelanjutan, Perseroan and sustainable organization, the Company organized menyelenggarakan program Diversity for Leaders the Diversity for Leaders program to raise awareness untuk meningkatkan kesadaran para pemimpin among leaders about the importance of diversity mengenai pentingnya keberagaman dan inklusi. and inclusion. In addition, the Company initiated Selain itu, Perseroan menginisiasi pembentukan the formation of “Astra Women” (Astra Women "Perempuan Astra" (Astra Women Network), sebuah Network), a women's empowerment community that komunitas pemberdayaan perempuan yang kini now has thousands of members from more than 130 beranggotakan ribuan perempuan dari lebih dari companies in Astra Group. Throughout the year, this 130 perusahaan di Grup Astra. Sepanjang tahun, community has actively collaborated across sectors in komunitas ini aktif berkolaborasi lintas sektor dalam various forums, policy dialogues, and social actions berbagai forum, dialog kebijakan, serta aksi sosial, to strengthen women's leadership in support of the demi memperkuat kepemimpinan perempuan untuk sustainable development agenda. mendukung agenda pembangunan berkelanjutan. Penjelasan lebih lanjut terkait pelaksanaan program Further details regarding the implementation of pengelolaan human capital Astra, termasuk Astra's human capital management program, including pengembangan kompetensi, keberagaman dan competency development, diversity and inclusiveness, inklusivitas, serta aspek lainnya dapat dilihat pada and other aspects, can be found in the PT Astra ASTRA Laporan Tahunan 2025 Annual Report 113
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Laporan Keberlanjutan PT Astra International Tbk 2025 International Tbk 2025 Sustainability Report, which is
yang disajikan dalam buku terpisah. presented in a separate book.
Demografi Karyawan Employee Demographic
Jumlah Karyawan Berdasarkan Jenis Kelamin Total Employees by Gender
Jenis Kelamin | Gender 2024 2025
Pria | Male 179,775 174,618
Wanita | Female 20,299 21,403
Total 200,074 196,021
Jumlah Karyawan Berdasarkan Kelompok Usia Total Employees by Age Group
Kelompok Usia | Age Group 2024 2025
18–25 tahun | years 54,161 49,975
26–35 tahun | years 72,204 69,629
36–45 tahun | years 51,354 53,595
46–55 tahun | years 22,000 22,487
>55 tahun | years 355 335
Total 200,074 196,021
Jumlah Karyawan Berdasarkan Posisi Jabatan Total Employees by Position
2024 2025
Posisi Jabatan | Position
Pria | Male Wanita | Female Pria | Male Wanita | Female
Staff/Officer Level 158,475 15,187 153,260 15,952
Supervisor/Analyst Level 19,049 4,684 19,166 4,999
Manager Level 1,991 362 1,929 383
Executive Level 260 66 263 69
179,775 20,299 174,618 21,403
Total
200,074 196,021
Jumlah Karyawan Berdasarkan Tingkat Pendidikan Total Employees by Education Level
Tingkat Pendidikan | Education Level 2024 2025
SD/SMP | Elementary/Junior High 21,743 20,952
SMA/K | Senior High 127,818 123,635
Diploma 12,863 12,789
S-1 | Bachelor’s Degree 36,471 37,325
S-2/S-3 | Postgraduate Degree 1,179 1,320
Total 200,074 196,021
Jumlah Karyawan Berdasarkan Status Kepegawaian Total Employees by Employment Status
Status Kepegawaian | Employment Status 2024 2025
Permanen | Permanent 144,284 141,252
Kontrak | Contract 55,489 54,493
Ekspatriat | Expatriate 301 276
Total 200,074 196,021
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Kebijakan Kesehatan dan Keselamatan Kerja Occupational Health and Safety Policy
Bagi Astra, penerapan Kesehatan dan Keselamatan Kerja For Astra, the implementation of Occupational Health
(K3) adalah elemen mutlak dalam menjaga seluruh insan and Safety (OHS) is an absolute element in protecting
Astra dan mendukung keberlangsungan operasional. all Astra personnel and supporting operational
Dengan mengutamakan prinsip “People First, Safety by sustainability. By prioritizing the principle of "People
All for All”, Perseroan menekankan bahwa keselamatan First, Safety by All for All," the Company emphasizes
adalah prioritas utama baik bagi karyawan maupun that safety is a top priority for both employees and
para pemangku kepentingan Astra. Astra stakeholders.
Untuk memenuhi komitmen tersebut, Grup Astra To fulfill this commitment, Astra Group consistently
secara konsisten mematuhi peraturan terkait K3 yang complies with applicable OSH regulations,
berlaku termasuk Undang-Undang No. 1 Tahun 1970 including Law No. 1 of 1970 concerning Occupational
tentang Keselamatan Kerja yang mengatur tentang Safety, which regulates the obligations of workplace
kewajiban pimpinan tempat kerja dan pekerja dalam leaders and workers in implementing occupational
melaksanakan keselamatan kerja, serta Undang-Undang safety, as well as Law No. 17 of 2023 on Health.
No. 17 Tahun 2023 tentang Kesehatan. Perseroan juga The Company has also complied with the ISO 45001
telah mematuhi standar ISO 45001, yang memastikan standard, which ensures that every aspect of workplace
setiap aspek keselamatan di tempat kerja memenuhi safety meets global standards.
standar global.
Dalam rangka memperkuat penerapan keselamatan In order to strengthen the implementation of
dan kesehatan kerja di seluruh lini usaha, Perseroan occupational safety and health across all lines of
juga telah menetapkan Mandatory Key Action (MKA), business, the Company has also established Mandatory
kebijakan yang dirancang untuk memastikan bahwa Key Actions (MKAs), policies designed to ensure that
setiap perusahaan dalam Grup Astra telah menerapkan every company within Astra Group has implemented
langkah-langkah mitigasi dan meningkatkan kesiapsiagaan mitigation measures and improved preparedness in
dalam menghadapi situasi darurat. dealing with emergency situations.
Penerapan MKA juga selaras dengan arah Astra 2030 The implementation of MKA is also in line with
Sustainability Aspirations, khususnya komitmen menuju Astra's 2030 Sustainability Aspirations, particularly the
zero fatality dan penurunan Lost-Time Injury Frequency commitment to zero fatalities and a 60% reduction in the
Rate (LTIFR) hingga 60% pada tahun 2030. Di luar itu, Lost-Time Injury Frequency Rate (LTIFR) by 2030. Beyond
Perseroan terus memperkuat kompetensi K3 tenaga that, the Company continues to strengthen the OSH
kerja, memanfaatkan sistem monitoring, serta menjaga competencies of its workforce, utilize monitoring
budaya keselamatan sebagai bagian dari nilai budaya K3 systems, and maintain a culture of safety as part of
di seluruh aktivitas operasional. the OSH cultural values in all operational activities.
6 Area Mandatory Key Action | 6 Mandatory Key Action Area
Komitmen Manajemen Pelatihan Keselamatan, Sertifikasi/Lisensi,
1 4
Management Commitment dan Izin Kerja
Safety Training, Certification/License, and Work Permits
Kebijakan & Prosedur
2 Program Keselamatan
Policies & Procedures
5
Safety Programs
KPI Keselamatan, Penghargaan,
3
dan Sanksi Tinjauan, Pemantauan, Pelaporan dan Komunikasi
6
Safety KPIs, Rewards, and Sanctions Review, Monitoring, Reporting, and Communication
Informasi lebih lengkap terkait kebijakan dan More detailed information regarding Astra's OHS policies
pengelolaan K3 Astra tersaji pada Laporan Keberlanjutan and management is presented in the 2025 Sustainability
PT Astra International Tbk 2025. Report of PT Astra International Tbk.
ASTRA Laporan Tahunan 2025 Annual Report 115
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Digitalisasi, Teknologi Informasi,
dan Keamanan Siber
Digitalization, Information Technology, and Cyber Security
Digitalisasi Digitalization
Proses transformasi digital Astra pada 2025 banyak Astra's digital transformation process in 2025
dipengaruhi oleh pergerakan kecerdasan buatan was greatly influenced by the movement of
khususnya Generatif Artificial Intelligence (GenAI), artificial intelligence, particularly Generative Artificial
yang kini telah menjadi kebutuhan fundamental Intelligence (GenAI), which has now become a
bisnis. Bagi Astra, penerapan AI adalah kunci untuk fundamental business necessity. For Astra, the
meningkatkan efisiensi dan produktivitas, sekaligus application of AI is key to improving efficiency and
memperkuat kualitas layanan dan pengalaman productivity, while strengthening service quality and
belanja konsumen. consumer shopping experiences.
Perkembangan Ekonomi Digital Development of Digital Economy
di Indonesia in Indonesia
Perkembangan ekonomi digital Indonesia pada tahun Indonesia's digital economy in 2025 was more complex
2025 lebih kompleks dan sarat tantangan, didorong and challenging, driven by the shift of AI from an
oleh pergeseran AI dari sebuah inovasi menjadi digital innovation to a digital utility. AI will also be a key driver
utility. AI juga menjadi penggerak utama efisiensi, serta of efficiency, as well as a marker of digital maturity and
penanda digital maturity dan dominasi social commerce. the dominance of social commerce.
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Perusahaan-perusahaan di Indonesia kini telah mulai Companies in Indonesia have now begun to adopt mengadopsi AI secara masif, baik untuk layanan AI on a massive scale, whether for customer service, pelanggan, otomatisasi proses, hingga pemasaran yang process automation, or more personalized marketing. lebih personal. Fokus industri pun bergeser dari AI The industry's focus has also shifted from generic AI to generik menuju AI yang terspesialisasi dan terlokalisasi. specialized and localized AI. Langkah tersebut merupakan jawaban dari perubahan This move is a response to changes in Indonesian perilaku konsumen Indonesia, yang menuntut consumer behavior, which demands convenience and kemudahan dan pengalaman digital dalam berbelanja. a digital experience when shopping. The e-Conomy Laporan e-Conomy SEA 2025 yang dirilis oleh Google, SEA 2025 report released by Google, Temasek, Temasek, dan Bain & Company menulis bahwa and Bain & Company states that Indonesia's digital ekonomi digital Indonesia pada 2025 akan mencapai economy in 2025 reached USD100 billion in Gross USD100 miliar dalam Gross Merchandise Value (GMV), Merchandise Value (GMV), or a 14% growth from the atau tumbuh 14% dari tahun sebelumnya. previous year. Pencapaian tersebut menjadikan Indonesia kembali This achievement allows Indonesia to maintain its mempertahankan posisinya sebagai pemegang ekonomi position as the largest digital economy in Southeast digital terbesar di Asia Tenggara. Seluruh sektor utama Asia. All major sectors of Indonesia's digital economy ekonomi digital Indonesia mencatat pertumbuhan dua recorded double-digit growth, with e-commerce as digit, dengan e-commerce sebagai kontributor terbesar the largest contributor to national GMV. The value of terhadap GMV nasional. Nilai sektor ini diproyeksikan this sector is projected to grow by more than 14% to tumbuh lebih dari 14% menjadi USD71 miliar, USD71 billion, indicating significant growth. menunjukkan pertumbuhan yang signifikan. Kenaikan pesat terutama didorong oleh pertumbuhan This rapid increase was mainly driven by the growth video commerce yang mencatat lonjakan volume of video commerce, which recorded a 90% year-on- transaksi sebesar 90% year-on-year (YoY) hingga year (YoY) surge in transaction volume to 2.6 billion mencapai 2,6 miliar transaksi, serta jumlah penjual transactions, as well as a 75% YoY increase in the dan toko daring yang naik 75% YoY hingga mencapai number of sellers and online stores to 800 thousand. 800 ribu. Social commerce mendominasi model ritel Social commerce platforms dominate the digital retail digital, karena konsumen khususnya Gen Z, menyukai model, as consumers, especially Gen Z, prefer shopping tempat berbelanja yang juga menjadi sumber hiburan venues that also serve as a source of entertainment atau shoppertainment. or shoppertainment. Fokus Strategi Pengembangan Focus of Astra's Digitalization Digitalisasi Astra Development Strategy Di era AI-everything seperti saat ini, penerapan AI In today's era of AI-everything, the application of tentu menjadi hal yang krusial bagi Astra. Namun, Astra AI is certainly crucial for Astra. However, Astra is berkomitmen untuk memanfaatkan AI secara cermat committed to utilizing AI carefully and not simply dan tidak sekadar mengikuti tren. Dengan prinsip following trends. With the main principle of AI utama AI sebagai alat untuk menyelesaikan masalah as a tool to solve problems and create value for dan menciptakan nilai bagi bisnis, implementasi AI the business, the implementation of AI in the di Perseroan harus tetap memperhatikan kesiapan Company must still take into account technological teknologi, kebutuhan bisnis yang jelas, serta kapabilitas readiness, clear business needs, and human sumber daya manusia. resource capabilities. Dalam proses pelibatan AI, Astra berfokus kepada In the process of engaging AI, Astra focuses on the strategi berikut: following strategies: 1. Memperkuat kolaborasi lintas fungsi, antar 1. Strengthening cross-functional collaboration, unit bisnis, maupun dengan perusahaan between business units, and with global teknologi global technology companies Astra telah bekerja sama dengan perusahaan Astra has collaborated with global technology teknologi global seperti Alibaba Cloud, AWS, Google, companies such as Alibaba Cloud, AWS, Google, Merkle, Meta, dan Microsoft untuk mempercepat Merkle, Meta, and Microsoft to accelerate inovasi, meningkatkan agility, serta memperluas innovation, increase agility, and expand access to the akses teknologi terkini. latest technology. ASTRA Laporan Tahunan 2025 Annual Report 117
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2. Investasi di infrastruktur digital 2. Investing in digital infrastructure
Astra memperkuat pembangunan infrastruktur Astra is strengthening the development of
digital untuk menopang pusat data (data center), digital infrastructure to support data centers, as
sebagai pondasi strategis perjalanan transformasi a strategic foundation for Astra's future digital
digital Astra ke depan. transformation journey.
3. Membangun AI core competence di organisasi 3. Building AI core competence in the organization
Sejak tahun 2022 Perseroan telah membangun Since 2022, the Company has been building AI
AI core competence dengan menguji berbagai core competence by testing various AI models,
model AI, mengembangkan dan merilis berbagai developing and releasing various AI-based products,
produk berbasis AI, mempercepat pilot, melakukan accelerating pilots, conducting experiments,
eksperimen, mempersiapkan AI di atas infrastruktur preparing AI on enterprise-class infrastructure,
kelas enterprise, implementasi di berbagai unit implementing it in various business units, and
bisnis, serta memperkuat fondasi compute dan strengthening the compute foundation and
data governance. data governance.
4. Memanfaatkan AI untuk transformasi bisnis inti agar 4. Utilizing AI for core business transformation to
dapat meningkatkan efisiensi dan produktivitas increase efficiency and productivity
Perseroan telah memanfaatkan AI dalam The Company has utilized AI to support work
mendukung efisiensi proses kerja dan supply chain process efficiency and supply chain for inventory
untuk optimasi prediksi inventaris dan efisiensi prediction optimization and cost efficiency.
biaya. Selain itu, AI juga dimanfaatkan untuk In addition, AI is also used to enhance a more
meningkatkan pengalaman belanja konsumen personalized consumer shopping experience,
agar lebih personal, sehingga dapat meningkatkan thereby increasing conversion rates and
conversion rate dan efisiensi pemasaran. marketing efficiency.
Pelibatan AI merupakan bagian dari penerapan The involvement of AI is part of Astra's
strategi transformasi digital Astra yang berfokus pada digital transformation strategy, which focuses on
“Modernizing the Core”, “New Revenue Stream”, "Modernizing the Core," "New Revenue Stream,"
dan “Embracing Digital Economy”. Strategi yang and "Embracing Digital Economy." This strategy,
telah dijalankan sejak tahun 2019 tersebut, bertujuan which has been implemented since 2019, aims
memberikan manfaat dalam bentuk tambahan to provide benefits in the form of additional
pendapatan maupun penghematan biaya yang revenue and cost savings generated from
dihasilkan dari proses efisiensi unit bisnis melalui the efficiency of business units through the application
penerapan digitalisasi. of digitalization.
Di tengah kondisi yang cukup menantang, pada 2025 Amidst challenging conditions, in 2025 Astra's
sektor digital Astra tetap menunjukkan pertumbuhan digital sector will continue to show positive growth,
yang positif dengan mencatatkan manfaat bisnis recording a business impact of up to Rp20 trillion,
(business impact) hingga Rp20 triliun, yang didapatkan obtained from efficiency through the "Modernizing
dari efisiensi melalui inisiatif “Modernizing The Core” The Core" initiative amounting to Rp2 trillion, and
sebesar Rp2 triliun, dan penambahan pendapatan additional revenue of Rp18 trillion from the "New
sebesar Rp18 triliun dari inisiatif “New Revenue Stream”. Revenue Stream" initiative.
Inisiatif Digitalisasi Astra pada 2025 Astra’s Digitalization Initiatives in 2025
Beberapa inisiatif digitalisasi yang telah dijalankan Some of the digitization initiatives that Astra Group
Grup Astra pada 2025 antara lain: has implemented in 2025 include:
Modernizing the Core Modernizing the Core
• Alat Berat, Pertambangan, Konstruksi dan Energi • Heavy Equipment, Mining, Construction, and Energy
- United Tractors – Menerapkan Inventory - United Tractors – Implementing Inventory
Optimization atau optimalisasi inventaris berbasis Optimization based on data analytics and AI,
data analytics dan AI, yang dapat meningkatkan which can improve working capital efficiency.
efisiensi modal kerja.
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- Pamapersada Nusantara – Menerapkan Fleet - Pamapersada Nusantara – Implementing a Fleet
Management System atau sistem pengiriman Management System or automated vehicle
kendaraan otomatis, integrasi GPS, telematika, delivery system, GPS integration, telematics, and
dan sensor untuk pelacakan fleet. sensors for fleet tracking.
• Agribisnis • Agribusiness
- Astra Agro Lestari – Menerapkan Full to Full - Astra Agro Lestari – Implementing a Full to Full
System dengan Solar Efficiency atau implementasi System with Solar Efficiency or implementing
distribusi bahan bakar menggunakan sistem full fuel distribution using an integrated full to full
to full terintegrasi dengan Plant Information system with a Plant Information Management
Management System (PIMS) untuk meningkatkan System (PIMS) to improve diesel fuel efficiency.
efisiensi pemakaian solar.
• Infrastruktur • Infrastructure
- Astra Infra – Menerapkan Asset Maintenance - Astra Infra – Implement an Asset Maintenance
Platform atau platform untuk menunjang Platform or platform to support asset
pekerjaan pemeliharaan aset, baik yang bersifat maintenance work, both project-based and
proyek maupun rutin, guna meningkatkan kualitas routine, in order to improve service quality and
layanan serta pemenuhan standar SPM. meet SPM standards.
• Teknologi Informasi • Information Technology
- Astragraphia – Menerapkan iCare atau layanan - Astragraphia – Implementing iCare or digital
digital untuk memproses permintaan consumables services to process requests for consumables and
dan layanan (service request) yang dapat services (service requests) that can improve service
meningkatkan efektivitas dan respons layanan. effectiveness and responsiveness.
New Revenue Stream New Revenue Stream
• Otomotif dan Mobilitas • Automotive and Mobility
- AUTO2000 – Menerapkan Digiroom yang - AUTO2000 – Implementing a Digiroom that
memaksimalkan kanal online (web dan aplikasi) maximizes online channels (web and applications)
guna menjangkau pembeli secara daring. to reach buyers online.
- Astra Otoparts – Menerapkan Astra Otoshop B2B, - Astra Otoparts – Implementing Astra Otoshop
sebuah platform e-commerce untuk penjualan B2B, an e-commerce platform for selling two- and
suku cadang roda dua dan empat kepada four-wheeler spare parts to registered resellers.
reseller terdaftar.
- ADMO – Menerapkan OLXmobbi, sebuah - ADMO – Implementing OLXmobbi, an online
platform layanan online jual beli mobil bekas yang platform for buying and selling used cars that
menyediakan one stop solution dalam ekosistem provides a one-stop solution in the used car
pasar mobil bekas. market ecosystem.
• Jasa Keuangan • Financial Services
- FIFGroup – Menerapkan FIFGO, sebuah aplikasi - FIFGroup – Implementing FIFGO, a financing
layanan pembiayaan dari FIFGROUP yang service application from FIFGROUP that allows
memungkinkan pengguna mengelola semua users to manage all their financing needs
kebutuhan pembiayaan dalam satu genggaman, in one place, from searching for motorcycles,
dari mulai mencari motor, mengajukan applying for credit, checking limits, paying
kredit, cek limit, membayar cicilan, hingga installments, to filing complaints.
mengajukan pengaduan.
- ACC – Menerapkan ACCOne, aplikasi yang - ACC – Implementing ACCOne, an application
mengintegrasikan seluruh produk dan layanan that integrates all ACC products and services to
ACC untuk memastikan pengalaman end-to- ensure a seamless end-to-end experience for
end yang seamless bagi seluruh pelanggan, all customers, from application, acquisition, to
mulai dari tahap pengajuan, akuisisi, hingga financing management.
pengelolaan pembiayaan.
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- PT Bank Saqu Indonesia – Menerapkan Bank Saqu, - PT Bank Saqu Indonesia – Implementing
yaitu bank digital yang dirancang untuk para Bank Saqu, a digital bank designed for
solopreneur dan pelaku UMKM di Indonesia, yang solopreneurs and MSME players in Indonesia,
memungkinkan mereka mengelola keuangan which allows them to manage their finances
secara produktif dengan beberapa fitur unggulan, productively with several excellent features, such
seperti saku kredit, busposito, dan tabungmatic. as credit pockets, busposito, and tabungmatic.
• Properti • Property
- AstraProperty – Menerapkan MyAstraProperty, - AstraProperty – Implementing MyAstraProperty,
yaitu platform bagi pelanggan dan tenant yang a platform for customers and tenants that can be
dapat digunakan untuk pengelolaan operasional. used for operational management.
Embracing Digital Economy Embracing Digital Economy
• Astra Life – Halodoc • Astra Life – Halodoc
Digitalisasi layanan rawat jalan tanpa uang tunai, Cashless digitization of outpatient services, which
yang dapat meningkatkan efisiensi proses klaim dan can improve the efficiency of the claims process and
pengalaman pasien. patient experience.
• Daihatsu Sales Operation – Halodoc • Daihatsu Sales Operation – Halodoc
Transaksi klinik in-house berbasis digital untuk In-house digital-based clinic transactions to accelerate
mempercepat alur layanan kesehatan karyawan. the flow of employee healthcare services.
• Asuransi Astra – Halodoc • Asuransi Astra – Halodoc
Co-creation produk asuransi digital dengan Co-creation of digital insurance products by
mengintegrasikan layanan AAB dengan ekosistem integrating AAB services with the Halodoc
Halodoc untuk memberikan kemudahan akses dan ecosystem to provide easy access and
pengalaman pasien. patient experience.
• Moda – Paxel • Moda – Paxel
Penyediaan penyewaan kendaraan tanpa pengemudi Provision of driverless vehicle rentals by Moda
oleh Moda untuk mendukung jaringan mid-mile to support Paxel's mid-mile network, which can
Paxel, yang dapat meningkatkan efisiensi biaya dan improve cost efficiency and distribution speed.
kecepatan distribusi.
• Paxel – Halodoc • Paxel – Halodoc
Penyediaan layanan distribusi obat dari pedagang Provision of drug distribution services from
besar farmasi ke apotek dalam jaringan Halodoc, pharmaceutical wholesalers to pharmacies in the
untuk mempercepat proses logistik farmasi dan Halodoc network, to accelerate the pharmaceutical
meningkatkan efisiensi pengiriman. logistics process and improve delivery efficiency.
Pelibatan AI dalam Proses Bisnis Involving AI in Business Processes
Astra melakukan pendekatan jangka pendek dan jangka Astra takes a short-term and long-term approach to
panjang dalam pelibatan AI: AI engagement:
1. Jangka pendek (Performing) 1. Short term (Performing)
• AI dimanfaatkan untuk efisiensi dan produktivitas, • AI is utilized for efficiency and productivity,
seperti penggunaan GenAI untuk pembuatan such as the use of GenAI for content and video
konten dan video, serta eksplorasi Agentic creation, as well as the exploration of Agentic AI
AI untuk automasi proses internal. Hasilnya, for internal process automation. As a result, the
tim Digital Creative berhasil menghasilkan 30% Digital Creative team has managed to produce
output lebih banyak dengan jumlah resource yang 30% more output with the same amount of
sama dibandingkan tahun lalu. resources compared to last year.
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• Membuat produk digital berbasis AI yang telah • Creating AI-based digital products that have been
digunakan oleh beberapa unit bisnis Astra seperti: used by several Astra business units, such as:
- Driveview: Dashboard terintegrasi berbasis AI - Driveview: An AI-based integrated Dashboard
untuk memantau aktivitas digital marketing, to monitor digital marketing activities,
termasuk pengelolaan anggaran, pemantauan including budget management, monitoring the
performa setiap channel, dan analisis Return on performance of each channel, and analyzing
Investment (ROI). Return on Investment (ROI).
- SPLASH: Platform yang terintegrasi dengan AI - SPLASH: An AI-integrated platform for
untuk melakukan prediksi volume penjualan, predicting sales volume, mapping potential
memetakan peluang potensial untuk optimasi opportunities for supply chain optimization,
supply chain, membantu meningkatkan efisiensi and helping to improve the company's supply-
supply–demand perusahaan melalui kombinasi demand efficiency through a combination of
fitur prediksi penjualan, analisa data makro sales prediction features, macroeconomic data
ekonomi, serta analisa sentimen khusus untuk analysis, and sentiment analysis specific to the
sektor ekonomi. economic sector.
2. Jangka panjang ( Transforming) 2. Long term (Transforming)
Membangun fondasi strategis bagi langkah Astra Building a strategic foundation for Astra's next
selanjutnya, terutama dalam aspek data platform, steps, particularly in the areas of data platforms,
tata kelola (governance), dan pengembangan governance, and talent development through:
talenta melalui:
• Astra Digital Academy yang menjadi wadah • Astra Digital Academy, which serves as a forum
reskilling /upskilling karyawan terkait keahlian for employee reskilling/upskilling related to
digital; digital skills;
• Membangun core competence AI; dan • Building AI core competence; and
• Membentuk tim AI khusus untuk standarisasi dan • Forming a dedicated AI team for standardization
knowledge sharing terkait penerapan governance and knowledge sharing related to the
dan pengawasan pengembangan produk AI implementation of governance and oversight
di Astra, agar tetap selaras dengan strategi of AI product development at Astra, to ensure
bisnis Perseroan. alignment with the Company's business strategy.
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Produk Digital Baru New Digital Product
Sebagai bagian dari transformasi digital, sepanjang As part of its digital transformation, throughout
tahun 2025 Astra juga mengembangkan beberapa 2025 Astra is also developing several digital products
produk digital yang berpotensi menjadi sumber that have the potential to become new sources of
pendapatan baru, antara lain: revenue, including:
• Sentio • Sentio
Platform pemantauan media berbasis AI yang dibuat Platform AI-based media monitoring platform
untuk menganalisis sentimen publik secara akurat designed to accurately analyze public sentiment
dari berbagai sumber data, termasuk media sosial from various data sources, including social media
dan situs berita untuk membantu meningkatkan and news sites, to help improve brand reputation
reputasi merek dan strategi pemasaran. Produk ini and marketing strategies. This product is equipped
dilengkapi fitur AI untuk menghasilkan rangkuman with AI features to automatically generate summaries
dan pengelompokan topik sentimen secara otomatis, and group sentiment topics, as well as alerts that can
serta peringatan yang dapat disesuaikan dengan be customized to business needs.
kebutuhan bisnis.
• Doculazer • Doculazer
Platform berbasis AI untuk perusahaan yang An AI-based platform for companies that provides
menyediakan solusi pengelolaan dokumen sensitif secure management solutions for sensitive
secara aman, mendukung pembuatan ringkasan, documents, supports the creation of summaries, and
serta memfasilitasi pencarian informasi berdasarkan facilitates topic-based information searches from
topik dari berbagai jenis dokumen. various types of documents.
• Chativa • Chativa
Chatbot AI yang didukung oleh avatar AI interaktif, An AI chatbot supported by an interactive AI
yang menawarkan tingkat keamanan perusahaan avatar, offering enterprise-grade security and data
dan fleksibilitas data yang dapat dikustomisasi sesuai flexibility that can be customized to an organization's
kebutuhan organisasi. Platform ini dibangun di atas needs. This platform is built on an internally
LLM hasil pengembangan internal, yang mampu developed LLM, capable of interacting in Indonesian.
berinteraksi dalam bahasa Indonesia. Selain itu, Additionally, companies can build AI agents on top
perusahaan juga dapat membangun agen AI di atas of this LLM to ensure solutions aligned with business
LLM tersebut demi memastikan solusi yang selaras goals and needs.
dengan tujuan dan kebutuhan bisnis.
• Energia • Energia
Platform berbasis AI untuk memantau utilitas An AI-based platform for real-time monitoring of
gedung secara real-time dan melakukan optimalisasi building utilities and efficient energy optimization.
energi yang efisien.
• SPADA! • SPADA!
Platform kinerja penjualan dengan pencatatan A sales performance platform with automatic visit
kunjungan otomatis, validasi GPS, dan dokumen foto tracking, GPS validation, and photo documentation
untuk visibilitas tim secara real-time. for real-time team visibility.
Peluang dan Tantangan ke Depan Future Opportunities and Challenges
Astra telah melalui berbagai tantangan dalam proses Astra has faced various challenges in the process
penerapan transformasi digital sejak tahun 2019, of implementing digital transformation since 2019,
seperti infrastruktur dan peninggalan sistem lama such as infrastructure and legacy systems that
yang membutuhkan proses integrasi dengan biaya require costly integration processes, which are
tinggi serta proses yang tidak mudah dan waktu yang difficult and time-consuming. In addition, there is
lama. Selain itu, terdapat skill gap dalam hal kesiapan a skill gap in terms of human resource readiness
dan keahlian SDM. and expertise.
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Meski demikian, Perseroan melihat adanya peluang However, the Company sees opportunities in dari teknologi yang semakin customer friendly, technologies that are increasingly customer friendly, sehingga memudahkan pelanggan dalam berinteraksi making it easier for customers to interact and access dan mengakses layanan digital. Perseroan juga menilai digital services. The Company also sees an increase in adanya peningkatan literasi digital pelanggan yang customer digital literacy, with customers becoming more makin terbiasa dan nyaman menggunakan teknologi. accustomed to and comfortable with using technology. Untuk itu, ke depannya Astra akan terus mendorong To that end, Astra will continue to encourage eksplorasi dan adopsi teknologi guna memperkuat the exploration and adoption of technology core business, baik melalui peningkatan efisiensi to strengthen its core business, both through operasional melalui inisiatif “Modernizing the Core”, increasing operational efficiency via the "Modernizing maupun dengan menangkap peluang peningkatan the Core" initiative and by capturing opportunities to literasi digital pelanggan melalui inisiatif “New increase customer digital literacy through the "New Revenue Stream” yang akan mendatangkan potensi Revenue Stream" initiative, which will bring potential peningkatan pendapatan. revenue growth. Astra juga akan memperkokoh posisinya dalam Astra will also strengthen its position in the digital ekosistem digital melalui pembentukan fungsi khusus ecosystem through the establishment of a special yang berfungsi sebagai shared services bagi Grup, function that serves as shared services for the Group, sebagai salah satu cara untuk mempercepat adopsi as a way to accelerate digital adoption within the Group. digital di Grup. Di luar itu, Perseroan juga akan In addition, the Company will also accelerate cross- mengakselerasi inisiatif lintas unit bisnis, agar dapat business unit initiatives in order to deliver a stronger menghadirkan value proposition yang lebih kuat dan and more integrated value proposition for customers. terpadu bagi pelanggan. Penerapan Teknologi Implementation of Berbasis Inovasi Innovation-Based Technology Transformasi digital Astra semakin melaju, didukung Astra's digital transformation has continued to oleh infrastruktur TI yang kokoh dan sinergi strategis accelerate, supported by robust IT infrastructure and antara Corporate Information Systems dan Technology strategic synergy between Corporate Information (CIST) dengan Head Office Corporate Functions serta Systems and Technology (CIST) with Head Office Sales Operation. Kolaborasi ini menjadi motor penggerak Corporate Functions and Sales Operations. This yang memastikan setiap investasi teknologi dilakukan collaboration has been the driving force that ensures secara tepat sasaran dan efisien. Dengan fokus utama every technology investment is targeted and efficient. pada pengembangan teknologi digital inovatif untuk With a primary focus on developing innovative digital mendukung kebutuhan bisnis, penguatan keamanan technologies to support business needs, enhancing siber untuk melindungi aset perusahaan, serta inovasi cybersecurity to protect company assets, and continuous berkelanjutan, Astra secara konsisten berupaya innovation, Astra has consistently strived to achieve its mencapai visi strategisnya dan menjaga keunggulan strategic vision and maintain its competitive edge in the kompetitif di era digital. digital era. Sepanjang tahun 2025, CIST merealisasikan serangkaian Throughout 2025, CIST has implemented a series inisiatif strategis dan fundamental, yang mencakup of strategic and fundamental initiatives, including modernisasi core system, pengembangan aplikasi yang the modernization of core systems, the development berfokus pada alur pengalaman karyawan (employee of applications focused on the employee and journey) dan pelanggan, serta penerapan solusi customer journey, and the implementation of digital untuk mendukung kepatuhan kebijakan dan digital solutions to support policy compliance keberlanjutan. Untuk mendorong keberhasilan inisiatif and sustainability. To drive the success of these tersebut, CIST memanfaatkan teknologi kecerdasan initiatives, CIST has utilized artificial intelligence buatan (AI) seperti Machine Learning, Optical Character (AI) technologies such as Machine Learning, Optical Recognition (OCR), dan Generative AI. Pemanfaatan Character Recognition (OCR), and Generative AI. The teknologi ini tidak hanya mengakselerasi inovasi dan use of these technologies has not only accelerated transformasi proses bisnis, tetapi juga secara simultan innovation and business process transformation, but memperkuat keamanan informasi dan perlindungan also simultaneously improved information security and data pribadi. personal data protection. ASTRA Laporan Tahunan 2025 Annual Report 123
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Inisiatif TI pada 2025 2025 IT Initiatives
Transformasi digital Perseroan diwujudkan melalui The Company's digital transformation was realized
serangkaian inisiatif strategis di bidang Teknologi through a series of strategic initiatives in the field of
Informasi (TI), sebagai berikut: Information Technology (IT), as follows:
1. Sistem ERP/Core 1. ERP/Core System
• Penerapan SAP/4HANA untuk Dealer Otomotif • Implementation of SAP/4HANA for Automotive
Implementasi SAP S/4HANA mengakselerasi Dealers
transformasi digital dengan memperkuat daya The implementation of SAP S/4HANA has
saing dan efisiensi operasional dealer. Hingga accelerated digital transformation by boosting
tahun 2025, sistem ini telah terintegrasi penuh di the competitiveness and operational efficiency of
seluruh cabang ASMO3, sementara implementasi dealers. In 2025, this system was fully integrated
untuk seluruh cabang AUTO2000 ditargetkan across all ASMO3 branches, while implementation
rampung pada akhir tahun 2026. Digitalisasi for all AUTO2000 branches is targeted for
proses bisnis ini juga mencakup peningkatan completion by the end of 2026. The digitization
mobilitas frontliner dan pemanfaatan analisis data of these business processes have also included
untuk mendukung kebutuhan operasional serta increasing the mobility of frontliners and utilizing
penyusunan laporan bisnis yang strategis. data analysis to support operational needs and the
preparation of strategic business reports.
• Penerapan Dealer Management System berbasiskan • Implementation of a Microservices-based Dealer
Microservices untuk Dealer Sepeda Motor Management System for Motorcycle Dealers
Untuk memperkuat transformasi bisnis sepeda To accelerate the transformation of its motorcycle
motor, Perseroan menerapkan Network business, the Company implemented a Network
Management System (NMS) yang memanfaatkan Management System (NMS) that utilizes
fitur Geographic Information System (GIS) untuk Geographic Information System (GIS) features
analisis data guna meningkatkan peran strategis for data analysis to enhance the strategic role
main dealer. Upaya transformasi ini juga didukung of main dealers. This transformation effort
oleh "Project Autorefill", sebuah inisiatif yang was also supported by “Project Autorefill,” an
mentransformasi manajemen suku cadang dengan initiative that transforms spare parts management
mengotomatisasi rantai pasok dan menggunakan by automating the supply chain and using
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kecerdasan buatan (AI) untuk memproyeksikan artificial intelligence (AI) to accurately project
kebutuhan inventaris secara akurat, sehingga inventory needs, thereby significantly increasing
efisiensi operasional meningkat secara signifikan. operational efficiency.
• Penerapan Ekosistem Aplikasi Pendukung Head • Implementation of the Supporting Application
Office Corporate Function Ecosystem Head Office Corporate Function
Berkolaborasi erat, Divisi Teknologi Informasi (TI) Working closely together, the Information
dan Head Office Corporate Functions mendorong Technology (IT) Division and Head Office Corporate
modernisasi layanan melalui serangkaian inovasi Functions have been driving service modernization
strategis di berbagai area. Di bidang keuangan through a series of strategic innovations in various
diperkuat melalui AskCFA sebuah produk berbasis areas. In the financial sector, capabilities were
GenAI untuk mendukung operasional cabang serta strengthened through AskCFA, a GenAI-based
pemanfaatan machine learning untuk kepentingan product supporting branch operations, as well
konsultasi dan mengurangi risiko dalam as the use of machine learning for consultation
pencatatan. Sementara itu, di area Environment and to reduce risks in recording. Meanwhile, in
& Social Responsibility (ESR), dibangun ESG the Environment & Social Responsibility (ESR)
Data Platform sebagai basis data terpusat yang area, an ESG Data Platform has been developed
mempermudah pengambilan keputusan strategis as a centralized database that facilitates strategic
untuk Astra Group. Adapun di area Human decision making for Astra Group. In the area of
Capital, fokusnya adalah pada pengembangan Human Capital, the focus is on human resource
sumber daya manusia melalui aplikasi berbasis development through data-based applications
data seperti Talent Information System untuk such as the Talent Information System for
perencanaan suksesi, Lembaga Sertifikasi Profesi succession planning, the Professional Certification
(LSP) untuk meningkatkan kapabilitas karyawan, Institute (LSP) to improve employee capabilities,
serta InnovAstra untuk terus memupuk budaya and InnovAstra to continue fostering a culture of
inovasi yang berkelanjutan. sustainable innovation.
2. Teknologi Mobile 2. Mobile Technology
Untuk menyederhanakan proses bisnis dan To simplify business processes and increase
meningkatkan produktivitas, Perseroan mendigitalkan productivity, the Company digitized operations in
operasional di area frontliner dengan memanfaatkan the frontliner area by utilizing mobile and Generative
teknologi mobile dan Generative AI, sebuah inovasi AI technology, an innovation that supports real-time
yang mendukung pengambilan keputusan real-time and accurate resolution making while providing
dan akurat sekaligus memberikan fleksibilitas bagi flexibility for employees to serve customers
karyawan untuk melayani pelanggan dari mana pun. from anywhere.
Inisiatif ini diwujudkan melalui serangkaian aplikasi This initiative was realized through a series of
terintegrasi, seperti Reminder Service dan Mobile integrated applications, such as Reminder Service and
Service Advisor (MSA) untuk mengoptimalkan Mobile Service Advisor (MSA) to optimize after-sales
layanan purnajual, serta Sales Activity Management services, as well as Sales Activity Management (SAM)
(SAM) untuk mengefisiensikan proses penjualan dari to streamline the sales process from leads to vehicle
leads hingga penjualan unit kendaraan. unit sales.
Guna memperkuat fungsi pengawasan, manajemen To enhance supervisory functions, branch
cabang dan Head Office juga didukung oleh aplikasi management and the Head Office are also supported
Auto Intelligence untuk monitoring. Melengkapi by the Auto Intelligence application for monitoring.
ekosistem digital internal ini, Perseroan menghadirkan Complementing this internal digital ecosystem, the
Digiroom sebagai solusi digital terintegrasi bagi Company presented Digiroom as an integrated digital
pelanggan, yang memberikan kemudahan dalam solution for customers, which makes it easy to order
melakukan pemesanan kendaraan serta transaksi vehicles and conduct practical after-sales transactions
purnajual secara praktis melalui satu aplikasi seluler. through a single mobile application.
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3. Teknologi Customer Relationship Management 3. Customer Relationship Management (CRM)
(CRM) Technology
Untuk menciptakan pengalaman digital yang lebih To create a more personalized and integrated digital
personal dan terpadu, Perseroan memperkuat experience, the Company has improved its Customer
kapabilitas Customer Relationship Management Relationship Management (CRM) capabilities
(CRM) di seluruh ekosistem dealer Astra. Kunci dari across the Astra dealer ecosystem. The key to this
inisiatif ini adalah penerapan fitur Single ID yang initiative was the implementation of a Single ID
menyatukan seluruh interaksi pelanggan ke dalam feature that consolidates all customer interactions
satu profil komprehensif (Customer 360 View), into a single comprehensive profile (Customer 360
sehingga memungkinkan tingkat personalisasi yang View), enabling a deeper level of personalization
lebih mendalam (hyper-personalization). (hyper-personalization).
Upaya ini didukung oleh pembangunan ekosistem This effort was further supported by the development
teknologi yang saling terhubung, mulai dari platform of an interconnected technology ecosystem, ranging
digital untuk konsumen, aplikasi bagi front liner, from digital platforms for consumers, applications for
hingga dashboard analitik dan mesin automasi front liners, to analytical dashboards and marketing
pemasaran. Dilengkapi dengan fitur komunikasi automation engines. Equipped with real-time
real-time seperti Live Chat dan Live Call, keseluruhan communication features such as Live Chat and Live
arsitektur ini dirancang untuk menopang enam pilar Call, this entire architecture is designed to support
utama perjalanan pelanggan—dari akuisisi hingga the six main pillars of the customer journey—from
retensi—demi mewujudkan layanan yang lebih acquisition to retention—in order to deliver more
presisi, responsif, dan tanpa batas (seamless). precise, responsive, and seamless services.
4. Artificial Intelligence (AI) 4. Artificial Intelligence (AI)
Sebagai komitmen terhadap inovasi dan As part of its commitment to innovation and
pembangunan kapabilitas organisasi, Perseroan organizational capability building, the Company
secara berkelanjutan mengakselerasi adopsi has continuously accelerated the adoption of
teknologi AI untuk memperkuat operasional dan AI technology to reinforce its operations and
mendorong pengambilan keputusan berbasis data di encourage data-driven decision making across
berbagai lini. various lines.
Di tingkat Head Office, penerapan ini diwujudkan At the Head Office level, this implementation was
melalui beragam solusi cerdas yang meningkatkan realized through a variety of smart solutions that
efisiensi. Untuk fungsi korporat, hadir otomatisasi improve efficiency. For corporate functions, there
laporan audit (Ganessa) serta platform konsultasi is audit report automation (Ganessa) and a tax and
pajak dan akuntansi (Tania & AskCFA). Di bidang accounting consultation platform (Tania & AskCFA). In
SDM, inovasi AI diterapkan di seluruh siklus the field of human resources, AI innovation is applied
kepegawaian, mulai dari rekrutmen (InVITE) dan throughout the employment cycle, from recruitment
layanan informasi karyawan (LUNA), hingga analisis (InVITE) and employee information services (LUNA),
untuk perencanaan suksesi serta keterikatan to analysis for succession planning and employee
karyawan (NEXA). Seluruh upaya ini diperkuat oleh engagement (NEXA). All of these efforts are
Knowledge Management Assistant yang berfungsi reinforced by the Knowledge Management Assistant,
memusatkan pengelolaan pengetahuan di seluruh which serves to centralize knowledge management
grup Astra. across Astra group.
Sementara itu, pada operasional dealer sepeda motor, Meanwhile, in motorcycle dealer operations, the
aplikasi Smartstock hadir sebagai solusi berbasis Smartstock application is an AI-based solution
AI yang membantu fungsi Production Planning that assists with Production Planning and
and Inventory Control (PPIC). Dengan menganalisis Inventory Control (PPIC) functions. By analyzing
fluktuasi permintaan yang tidak normal, aplikasi abnormal demand fluctuations, this application
ini mampu memproyeksikan supply dan demand is able to project supply and demand more
secara lebih akurat. Melalui rekomendasi optimalnya, accurately. Through its optimal recommendations,
Smartstock secara efektif meminimalkan risiko dead Smartstock effectively minimizes the risk of dead
stock dan menjamin ketersediaan produk untuk stock and ensures product availability to meet
memenuhi permintaan pasar. market demand.
126 Penunjang Bisnis Business Support
Page 129
5. Disaster Recovery Plan 5. Disaster Recovery Plan Perseroan secara berkala memastikan kesiapannya The Company regularly ensures its readiness to deal dalam menghadapi situasi darurat melalui uji coba with emergency situations through disaster recovery pemulihan bencana atau Disaster Recovery Plan (DRP). trials or Disaster Recovery Plans (DRPs). This process Proses ini dirancang untuk memastikan bahwa seluruh is designed to ensure that all major risks have been risiko utama telah teridentifikasi dan dapat dikelola identified and can be effectively managed by the secara efektif oleh sistem TI. Sebagai bagian dari IT system. As part of business continuity control manajemen kontrol untuk keberlangsungan bisnis, management, all risk findings and management seluruh temuan risiko dan langkah pengelolaannya measures are reported regularly to the Board dilaporkan secara rutin kepada Direksi. of Directors. Guna mempercepat proses pemulihan data saat To accelerate the data recovery process in terjadi insiden, Perseroan telah menerapkan the event of an incident, the Company has teknologi Continuous Data Protection (CDP). implemented Continuous Data Protection (CDP) Teknologi ini secara spesifik melindungi data-data technology. This technology specifically protects kritikal dengan mengedepankan prinsip kehilangan critical data by promoting the principle of minimum data yang minimal (minimum data loss). data loss. Pada tahun 2025, uji coba DRP telah berhasil In 2025, the DRP trial was successfully conducted dilaksanakan selama satu bulan penuh di Disaster for a full month at the Disaster Recovery Center Recovery Center (DRC). Kegiatan komprehensif ini (DRC). This comprehensive activity involved melibatkan berbagai unit kerja serta mitra eksternal, various work units and external partners, mencakup pengalihan operasional ke DRC dan including the transfer of operations to the DRC koordinasi intensif untuk memastikan integrasi and intensive coordination to ensure optimal sistem berjalan optimal. Di samping itu, Perseroan system integration. In addition, the Company also juga menyelenggarakan pelatihan Table Top Exercise conducted a Table Top Exercise training for the Cyber untuk skenario Business Continuity Plan (BCP) Cyber Business Continuity Plan (BCP) scenario, which was yang diikuti oleh jajaran manajemen dari unit bisnis attended by management from the business and dan TI. IT units. 6. Pengembangan Kompetensi TI 6. IT Competency Development Untuk memperkuat kapabilitas SDM di bidang To improve human resource capabilities in the field of TI, Perseroan secara konsisten mengembangkan IT, the Company consistently develops competencies kompetensi melalui berbagai kegiatan. Upaya ini through various activities. These efforts are realized diwujudkan melalui program kolaboratif seperti through collaborative programs such as Astra Group IT Forum Astra Group, partisipasi aktif dalam forum IT Forum, active participation in strategic forums, strategis, hingga kontribusi sebagai narasumber and contributions as speakers at various prestigious dalam berbagai acara bergengsi, seperti Cybersecurity events, such as Cybersecurity Tenable on Tour 2025 Tenable on Tour 2025 dan Asia DevOps Conference. and the Asia DevOps Conference. Di samping itu, Perseroan juga berfokus pada In addition, the Company also focuses on nurturing pembinaan talenta-talenta baru untuk menjamin new talents to ensure organizational sustainability. keberlanjutan organisasi. Fokus ini diwujudkan This focus is realized by organizing intensive dengan menyelenggarakan program-program programs, such as the SAP Bootcamp for new intensif, seperti SAP Bootcamp bagi lulusan baru graduates and the GenAI Bootcamp for developers, dan GenAI Bootcamp untuk para developer, yang which aim to equip them with a comprehensive bertujuan membekali mereka dengan pemahaman understanding of the business in line with bisnis komprehensif selaras dengan nilai serta the company's values and operational standards. standar operasional perusahaan. ASTRA Laporan Tahunan 2025 Annual Report 127
Page 130
Keamanan Siber, Privasi Data, Cyber Security, Data Privacy,
Tata Kelola Governance
Sebagai wujud penerapan tata kelola TI, Astra As a form of IT governance implementation, Astra
menjalankan kebijakan dan prosedur yang solid untuk has implemented solid policies and procedures to
menjaga keamanan siber serta privasi data. Melalui maintain cybersecurity and data privacy. Through its
unit Cybersecurity serta Governance, Risk & Compliance Cybersecurity and Governance, Risk & Compliance
(GRC), Perseroan secara aktif mengelola, meninjau, (GRC) units, the Company actively manages, reviews,
dan memperkuat pengawasan informasi di seluruh and enhances information oversight across all lines of
lini perusahaan. the Company.
Beberapa upaya yang dilakukan Perseroan untuk Some of the efforts undertaken by the Company
memperkuat keamanan siber dan privasi data pada 2025 to bolster cybersecurity and data privacy in
antara lain: 2025 include:
1. Memperbarui Panduan Kebijakan Keamanan Informasi 1. Updating the Information Security Policy Guidelines
Perseroan menerbitkan panduan kebijakan The Company published updated information security
keamanan informasi yang telah diperbarui, yang policy guidelines, which serve as a reference for all
berfungsi sebagai acuan bagi seluruh karyawan employees in protecting the company's information
dalam melindungi aset informasi perusahaan dari assets from various threats.
berbagai ancaman.
2. Mengadakan Pertemuan Komite Keamanan Siber 2. Holding Regular Cybersecurity Committee Meetings
Secara Berkala
Komite Keamanan Siber menyelenggarakan The Cybersecurity Committee holds regular
pertemuan rutin setiap tiga bulan untuk membahas meetings every three months to discuss the latest
perkembangan terkini, berbagi pengetahuan, dan developments, share knowledge, and formulate
merumuskan strategi dalam menghadapi ancaman strategies to deal with dynamic cyber threats.
siber yang dinamis.
3. Panduan Penggunaan Generative Artificial 3. Generative Artificial Intelligence (GenAI) Usage
Intelligence (GenAI) Guidelines
Bekerja sama dengan Internal Audit, Risk In collaboration with Internal Audit, Risk
Management, dan Corporate Communications, Management, and Corporate Communications,
Divisi TI menyusun panduan penggunaan teknologi the IT Division has developed guidelines for
Generative Artificial Intelligence (GenAI). Panduan the use of Generative Artificial Intelligence
ini memberikan arahan yang jelas, termasuk prinsip (GenAI) technology. These guidelines provide clear
Do’s and Don’ts, untuk memastikan pemanfaatan directions, including Do's and Don'ts principles,
teknologi AI dilakukan secara aman dan to ensure that AI technology is used safely
bertanggung jawab. and responsibly.
Di samping inisiatif-inisiatif tersebut, Perseroan juga In addition to these initiatives, the Company
menerapkan serangkaian langkah pengamanan teknis has also implemented a comprehensive set
yang komprehensif. Upaya ini meliputi pemutakhiran of technical security measures. These efforts
teknologi secara rutin, pelaksanaan uji kerentanan include regular technology updates, periodic
dan penetration test secara berkala, serta peningkatan vulnerability and penetration tests, and employee
kesadaran karyawan melalui edukasi dan simulasi awareness-raising through education and phishing
phishing untuk memperkuat pertahanan siber dari simulations to proactively bolster cyber defenses
berbagai lini secara proaktif. across all lines.
128 Penunjang Bisnis Business Support
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Standar Keamanan Informasi Information Security dan Privasi Data and Data Privacy Standards Perseroan mempertahankan sertifikasi ISO 27001:2022 The Company has maintained ISO 27001:2022 dan ISO 27701:2019 sebagai bukti komitmennya pada and ISO 27701:2019 certifications as proof of its tata kelola keamanan informasi dan privasi data. commitment to information security and data privacy Untuk menjaga standar ini, pengelolaan informasi governance. To maintain these standards, information dijalankan melalui serangkaian kontrol ketat—meliputi management was carried out through a series of pengendalian akses, pencatatan, pemantauan, dan strict controls—including access control, logging, audit berkala. Proses ini bertujuan untuk menjamin monitoring, and periodic audits. This process was aimed kerahasiaan, integritas, serta ketersediaan informasi, to ensure the confidentiality, integrity, and availability sekaligus memastikan penggunaannya hanya untuk of information, while ensuring that it is only used for tujuan yang telah ditetapkan. specified purposes. Dalam rangka mendukung kepatuhan terhadap UU In order to support compliance with Law No. 27 No. 27 Tahun 2022 tentang Pelindungan Data Pribadi, of 2022 concerning Personal Data Protection, the Perseroan telah membentuk PDP Task Force. Tim Company has formed a PDP Task Force. This team is ini bertugas mendokumentasikan pemrosesan data tasked with documenting data processing through melalui Record of Processing Activity (RoPA), mengelola the Record of Processing Activity (RoPA), managing Pemberitahuan Privasi, dan memastikan pemenuhan Privacy Notices, and ensuring the fulfillment of data hak subjek data. Upaya kepatuhan ini juga mencakup subjects' rights. These compliance efforts also include pemantauan dan peningkatan sistem keamanan secara regular monitoring and improvement of security berkala, yang dilengkapi dengan Penilaian Dampak systems, supplemented by Data Protection Impact Perlindungan Data (DPIA) serta penerapan kewajiban Assessments (DPIA) and the implementation of kepatuhan bagi pihak ketiga yang relevan di seluruh compliance obligations for relevant third parties in all kegiatan operasional. operational activities. ASTRA Laporan Tahunan 2025 Annual Report 129
Page 132
Pembahasan
dan Analisis
Manajemen
Management Discussion
and Analysis
130
Page 133
Otomotif dan Mobilitas Alat Berat, Pertambangan,
132 Automotive and Mobility Konstruksi, dan Energi
Heavy Equipment, Mining,
Grup Mobil 234 Construction, and Energy
136 Automobile Group
Agribisnis
Grup Sepeda Motor 266 Agribusiness
163 Motorcycles Group
Infrastruktur
Produsen dan Penjual 274 Infrastructure
Komponen Otomotif
Automotive Component Teknologi Informasi
168 Manufacturer and Trader 284 Information Technology
Produk dan Jasa Lainnya Properti
175 Other Products and Services 292 Property
Mobilitas Inisiatif Bisnis Baru: Layanan
179 Mobility Kesehatan
306 New Business Initiative: Healthcare
Jasa Keuangan
188 Financial Services Tinjauan Kinerja Keuangan
310 Financial Performance Overview
Pembiayaan
193 Financing
Asuransi
216 Insurance
Perbankan
226 Banking
ASTRA Laporan Tahunan 2025 Annual Report 131
Page 134
Otomotif dan Mobilitas
Automotive and Mobility
0%
Rp 11.4
Laba Bersih
triliun
trillion
Pangsa Pasar | Market Share
Net Income Astra mempertahankan kepemimpinan
di pasar mobil dan motor melalui:
Kinerja yang relatif stabil terutama didorong • Portofolio merek yang kuat
kontribusi yang kuat dari bisnis sepeda • Jaringan distribusi yang luas
motor dan komponen, mengimbangi • Eksekusi yang disiplin
penjualan mobil yang lebih rendah di tengah
pelemahan pasar mobil nasional. Astra maintains its market leadership in
both cars and motorcycles market through:
A relatively stable performance mainly
• Strong brand portfolio
supported by stronger contributions from the
motorcycle and components businesses, despite • Extensive distribution network
lower car sales in a weak national market. • Disciplined execution
33,100
Mempercepat pertumbuhan
melalui pengembangan bisnis 21%
strategis yang selaras
Accelerating growth through strategic
business expansion adjacency sectors
unit mobil bekas
units used car sales
Akuisisi OLXmobbi memperkuat platform otomotif
baik online maupun offline, serta memperluas
31
jangkauan di pasar mobil bekas. Gerai OLXmobbi di 10 kota
The acquisition of OLXmobbi strengthens Astra’s digital- di Indonesia
to-offline automotive platform and expands its reach in
OLXmobbi outlets in 10 cities in Indonesia
the used car market.
132 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 135
Divisi otomotif dan mobilitas Grup Astra masih dapat mempertahankan
posisi pasar di tengah penurunan penjualan mobil nasional pada 2025. Hal ini
didukung antara lain oleh penjualan sepeda motor yang masih bertumbuh,
serta berbagai strategi bisnis Grup Astra untuk meningkatkan daya saing.
Astra Group's automotive and
mobility division was still able
to maintain its market position
Grup Mobil
amid a decline in national 14
Automobile Group
car sales in 2025. Supporting
factors included continued Grup Sepeda Motor
18
growth in motorcycle sales Motorcycles Group
and various Astra Group
Produsen dan Penjual Komponen Otomotif
business strategies to 25
Automotive Component Manufacturer and Trader
increase competitiveness.
Produk & Jasa Lainnya
29
Other Products and Services
Mobilitas
40
Mobility
ASTRA Laporan Tahunan 2025 Annual Report 133
Page 136
Tinjauan Industri Industry Overview
Sepanjang 2025, industri otomotif Indonesia Throughout 2025, Indonesia's automotive
terus menerus menghadapi tantangan, industry faced ongoing challenges,
terutama akibat melemahnya daya beli mainly due to weakening consumer
masyarakat. Segmen mobil, khususnya purchasing power. The car segment,
entry level, terdampak oleh penurunan particularly entry level, was affected by
daya beli kelas menengah. Sementara the decline in middle-class purchasing
itu, segmen kendaraan komersial masih power. Meanwhile, the commercial vehicle
mencatatkan pertumbuhan yang moderat segment recorded moderate growth
di tengah kehati-hatian perusahaan untuk amid companies’ cautious approach
berinvestasi. Persaingan industri semakin to investment. Industry competition
ketat, terutama dengan masuknya produsen has also intensified, particularly with
otomotif asal Tiongkok, khususnya pada the entry of Chinese automotive
segmen kendaraan elektrifikasi. manufacturers, especially in the electrified
vehicle segment.
Di sisi lain, segmen sepeda motor tetap On the other hand, the motorcycle segment
mencatat pertumbuhan, didorong oleh continued to grow, driven by government
program stimulus pemerintah yang stimulus programs that support consumer
mendukung daya beli konsumen di segmen purchasing power in the lower-middle
menengah ke bawah. Meskipun termasuk segment. Although considered a tertiary
kebutuhan tersier, sepeda motor tetap need, motorcycles remain a productive
menjadi solusi mobilitas yang produktif and economical mobility solution, both in
dan ekonomis, baik di perkotaan maupun urban areas and remote regions.
pelosok daerah.
Mempertahankan Pangsa Pasar Maintaining Market Share
Berdasarkan data Gabungan Industri Based on data from the Indonesian
Kendaraan Bermotor Indonesia (Gaikindo), Automotive Industry Association
pasar mobil nasional pada tahun 2025 (Gaikindo), the national car market in 2025
turun 7%, menjadi 804 ribu unit, dengan declined by 7% to 804 thousand units, with
komposisi penjualan antara mobil passenger cars and commercial vehicles
penumpang dan komersial masing-masing accounting for 74% and 26% of sales,
74% dan 26%. respectively.
Di tengah pelemahan pasar mobil nasional, Amidst the weakening of the national car
Grup Astra tetap mempertahankan market, Astra Group maintained its position
posisi sebagai pemimpin dengan pangsa as the leader with a 51% market share. This
pasar 51%. Pencapaian ini mencerminkan achievement reflects the strength of Astra
kekuatan brand equity merek-merek mobil Group's car brand equity, the support of
Grup Astra, dukungan jaringan penjualan an extensive sales and service network
dan layanan yang luas di seluruh Indonesia, throughout Indonesia, and the availability
serta ketersediaan solusi pembiayaan. of financing solutions.
Sementara itu, pasar sepeda motor Meanwhile, the national motorcycle
nasional pada tahun 2025 bertumbuh 1% market in 2025 grew by 1% to 6.4 million
menjadi 6,4 juta unit, didominasi oleh tipe units, dominated by scooters with a
skuter dengan kontribusi >90%, diikuti contribution >90%, followed by sports and
oleh tipe sport dan cub yang masing- cub types, which each contributed 3-4%.
masing menyumbang 3-4%. Pada periode During this period, Astra Group, through
tersebut, Grup Astra melalui sepeda motor Honda motorcycles, was able to maintain a
Honda dapat mempertahankan posisi market share of 78%.
pangsa pasar sebesar 78%.
134 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 137
Untuk pasar ekspor, Grup Astra berhasil For the export market, Astra Group mempertahankan pangsa pasar roda empat managed to maintain its four-wheeler di posisi 59%, seiring dengan peningkatan market share at 59%, with a 10% increase pasar ekspor nasional sebesar 10% menjadi in the national export market to 518 518 ribu unit dibandingkan tahun 2024. thousand units compared to 2024. The Pasar ekspor nasional untuk roda dua national export market for two-wheeler turun 5% menjadi 544 ribu unit, dengan declined by 5% to 544 thousand units, with peningkatan posisi pasar Grup Astra dari Astra Group's market position increasing 35% menjadi 41%. Hal ini menunjukkan from 35% to 41%. This demonstrates the ketahanan merek-merek otomotif Grup resilience of Astra Group's automotive Astra di tengah dinamika pasar global. brands amid global market dynamics. Memperkuat Roadmap Reinforcing Electrification Elektrifikasi Roadmap Pada tahun 2025, pemerintah Indonesia In 2025, the Indonesian government melanjutkan berbagai insentif untuk continued various incentives to support mendukung percepatan adopsi kendaraan the acceleration of Battery Electric Vehicle listrik atau Battery Electric Vehicle (BEV) adoption. These incentives include (BEV). Insentif tersebut antara lain tax reductions, such as government-borne berupa pengurangan pajak, termasuk VAT for BEVs meeting certain local content PPN ditanggung pemerintah untuk BEV requirements, as well as import incentives dengan tingkat kandungan lokal tertentu, for Completely Built Up (CBU) vehicles for serta pemberian insentif impor kendaraan automotive manufacturers committed Completely Built Up (CBU) bagi produsen to producing electric vehicles locally otomotif yang berkomitmen memproduksi in Indonesia. kendaraan listrik secara lokal di Indonesia. Kebijakan tersebut belum berdampak This policy has not had a direct impact langsung pada kinerja unit bisnis otomotif on the performance of Astra Group's dan mobilitas Grup Astra. Namun, hal automotive and mobility business unit. ini menjadi peluang strategis dalam However, this is a strategic opportunity to memperkuat roadmap elektrifikasi Grup strengthen Astra Group's electrification Astra, untuk menghadirkan berbagai roadmap, to provide a variety of electrified pilihan kendaraan elektrifikasi seperti vehicle options such as Hybrid Electric Hybrid Electric Vehicle (HEV), plug-in Vehicles (HEVs), plug-in Hybrid Electric Hybrid Electric Vehicle (PHEV), hingga BEV. Vehicles (PHEVs), and BEVs. Pasar kendaraan listrik nasional yang The national electric vehicle market, termasuk BEV, HEV, dan PHEV atau which includes BEVs, HEVs, and PHEVs or xEV meningkat 72% menjadi 172 ribu xEVs, increased by 72% to 172 thousand unit pada tahun 2025, atau 22% dari units in 2025, or 22% of the total national total pasar mobil nasional. Kenaikan car market. This increase was driven by ini didorong oleh insentif pemerintah government incentives that encourage yang mendorong penjualan model BEV, sales of BEV models, which accounted yang menyumbang 13% dari total pasar for 13% of the total national car market, mobil nasional, sementara HEV mencapai while HEVs accounted for 8%, indicating 8%, menunjukkan kesadaran konsumen Indonesian consumers' growing awareness Indonesia yang semakin tinggi terhadap of hybrid technology. Meanwhile, sales of teknologi hybrid. Sementara itu, penjualan electric motorcycle were still insignificant sepeda motor listrik masih belum signifikan compared to the total national dibandingkan dengan total pasar sepeda motorcycle market. motor nasional. ASTRA Laporan Tahunan 2025 Annual Report 135
Page 138
Posisi pasar
yang kuat
Strong market
position
di pasar mobil
domestik
in the domestic
car market
90% Grup Mobil
Komponen Automobile Group
lokal, dan
ratusan ribu
penciptaan Toyota
lapangan kerja Astra menghadirkan kendaraan merek Astra offers Toyota and Lexus vehicles
di seluruh rantai Toyota dan Lexus di Indonesia melalui in Indonesia through a joint venture
pasokan industri perusahaan ventura bersama antara between the Company and Toyota Motor
Perseroan dan Toyota Motor Corporation Corporation (TMC), Toyota Astra Motor
Local components, (TMC), Toyota Astra Motor (TAM), melalui (TAM), with equal 50% ownership. TAM
and hundreds of kepemilikan masing-masing sebesar serves as the sole brand holder agent,
thousands of jobs 50%. TAM merupakan agen pemegang importer, and distributor of Toyota and
created throughout merek, importir, dan distributor tunggal Lexus vehicles in Indonesia.
the industry's kendaraan Toyota dan Lexus di Indonesia.
supply chain
TAM didukung antara lain oleh Toyota Sales TAM is supported by, among others, Toyota
Operation (TSO/AUTO2000), yaitu divisi Sales Operation (TSO/AUTO2000), which is
operasional Astra sebagai salah satu dealer the operational division of Astra as one of
untuk penjualan mobil baru dan suku the dealers for new car sales, spare parts,
cadang serta layanan purnajual Toyota. and Toyota after-sales service.
Produk Products
TAM menghadirkan solusi mobilitas yang TAM offers innovative and inclusive
inovatif dan inklusif yang disesuaikan mobility solutions tailored to consumer
dengan kebutuhan konsumen melalui needs through a wide range of passenger
berbagai pilihan kendaraan penumpang and commercial vehicles, including Internal
dan komersial, mencakup teknologi Internal Combustion Engine (ICE) technology
Combustion Engine (ICE) dan kendaraan and electrified vehicles. As the adoption
elektrifikasi. Seiring meningkatnya adopsi of electrified vehicles increases in
kendaraan elektrifikasi di Indonesia, TAM Indonesia, TAM continues to support the
terus mendukung kebijakan pemerintah government's policy of reducing emissions
dalam pengurangan emisi menuju Net towards Net Zero Emission (NZE) by 2060
136 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 139
Zero Emission (NZE) pada 2060 dengan by offering a variety of BEV, PHEV, and
menghadirkan beragam model BEV, PHEV, HEV models, as well as introducing fuel cell
dan HEV, serta mulai memperkenalkan fuel electric vehicle (FCEV).
cell electric vehicle (FCEV).
Pemasaran dan Marketing and
≥ 360
Jaringan Layanan Service Network Outlet,
Dalam memasarkan produk, TAM memiliki In marketing its products, TAM has an
termasuk:
jaringan dealer yang luas untuk melayani extensive network of dealers to serve the Outlets, including:
kebutuhan konsumen di Indonesia. needs of consumers in Indonesia. TAM has
TAM juga telah mengembangkan sistem also developed an integrated communication
komunikasi dan penjualan terintegrasi
atau omnichannel, agar dapat melayani
and sales system, or omnichannel, to serve
customers more quickly and easily.
3
pelanggan dengan lebih cepat dan mudah. AUTO2000
Green outlets
Sebagai bagian dari dukungan terhadap As part of its support for the development
pengembangan kendaraan listrik nasional, of national electric vehicles, the Toyota
jaringan dealer Toyota juga telah
dilengkapi dengan fasilitas pengisian daya,
dealer network has also been equipped
with charging facilities, including the
31
termasuk ketersediaan ultra fast charger availability of ultra-fast chargers (UFC) in a Outlet AUTO2000
(UFC) di sejumlah lokasi. number of locations. dengan
Dari sisi purnajual, TAM telah memiliki In terms of after-sales, TAM has T-OPT, a pelayanan
T-OPT, yaitu merek suku cadang dengan brand of spare parts with affordable prices ekosistem EV
harga terjangkau dan kualitas terjamin. and guaranteed quality. T-OPT is here to terintegrasi
T-OPT hadir untuk melengkapi alternatif complement the spare parts alternatives AUTO 2000 Outlets
suku cadang pemilik mobil Toyota yang for Toyota car owners who have completed with EV ecosystem
telah menyelesaikan program service rutin the free routine service program, by integrated service
gratis, dengan menyediakan berbagai providing a variety of parts, especially fast
parts terutama fast moving parts yang moving parts that need routine replacement,
perlu penggantian rutin seperti air filter, such as air filters, brake pads, brake shoes,
brake pad, brake shoe, cabin air filter, oil cabin air filters, oil filters, wiper blades,
filter, wiper blade, v-belt, dan fuel filter. v-belts, and fuel filters.
Selain itu, TAM juga terus memperluas In addition, TAM continues to expand its
jaringan bengkel, termasuk di workshop network, including in rural and
area pedesaan dan terpencil, serta remote areas, and provides Toyota Home
menghadirkan layanan Toyota Home Service to improve customer access to
Service untuk mempermudah akses aftersales services.
pelanggan terhadap layanan purnajual.
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Layanan Digital TAM TAM Digital Services
• T-Intouch ( Telematics) • T-Intouch (Telematics)
118
Teknologi telematika yang menjadi solusi Telematics technology that provides an
integrasi untuk menghubungkan mobil integrated solution to connect cars with their
dengan pemiliknya melalui aplikasi mTOYOTA. owners through the mTOYOTA app.
Stasiun • mTOYOTA • mTOYOTA
Pengisian Daya: Aplikasi digital yang menyediakan A digital application that provides 24-hour
akses layanan 24 jam untuk seluruh service access for all Toyota customers,
Outlet Charging pelanggan Toyota, termasuk layanan darurat including a 24-hour emergency service
Station: 24 jam (Emergency Roadside Assistance). (Emergency Roadside Assistance).
• Toyota Interactive Virtual Assistant • Toyota Interactive Virtual Assistant
Toyota (TARRA) (TARRA)
Layanan asisten interaktif digital untuk Digital interactive assistant service to
Dealer mendukung akses layanan Toyota 24 jam support 24-hour access to Toyota services
melalui website Toyota Indonesia, Facebook via the Toyota Indonesia website, Facebook
113 outlet Messenger (ToyotaID) dan WhatsApp. Messenger (ToyotaID), and WhatsApp.
termasuk 3 Ultra
Fast Charging • Halobeng • Halobeng
(UFC) di | including Aplikasi konsultasi purnajual antara petugas An after-sales consultation application
3 Ultra Fast bengkel dan pelanggan. between repair shop staff and customers.
Charging (UFC) in: • Toyota Mobile Service • Toyota Mobile Service
- Semarang Layanan servis berkala dan perbaikan ringan Regular service and minor repairs that
- Yogyakarta kurang dari 1 jam yang difasilitasi oleh dealer take less than an hour, facilitated by Toyota
Toyota dalam bentuk kunjungan ke rumah dealers in the form of visits to customers'
- Aceh atau kantor pelanggan. homes or offices.
Rest Area Layanan Digital AUTO2000 AUTO2000 Digital Services
Lokasi | Locations • Digiroom • Digiroom
Sebuah platform digital dan solusi A digital platform and e-commerce solution
- KM 465 A (UFC)
ecommerce untuk memberikan layanan designed to provide customers with a
– Jawa Tengah | online terbaik kepada pelanggan seperti seamless online experience, covering
Central Java pada proses pembelian mobil baru, booking new car purchases, service bookings,
- KM 496 A (UFC) service, tracking, test drive, hingga trade- order tracking, test drives, and trade-ins.
– Jawa Timur in. AUTO2000 Digiroom dirancang untuk AUTO2000 Digiroom is developed to realize
mewujudkan “Life is Easy with AUTO2000” the promise of “Life is Easy with AUTO2000”
| East Java melalui pengalaman yang Dekat, Nyaman, by delivering a Close, Convenient, and
dan Lengkap. Comprehensive customer experience.
Mall
3 Lokasi
| Locations
- Gandaria City
(UFC) – Jakarta
- Mall of Indonesia
(UFC) – Jakarta
- 23 Paskal
Hyper Square
– Bandung
138 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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• Loyalty Program • Loyalty Program
Untuk meningkatkan pelayanan dan To enhance service quality and deliver
pengalaman terbaik kepada pelanggan, the best customer experience, AUTO2000
344
Program loyalty AUTO2000 menawarkan Loyalty Program offers a range of exclusive
berbagai benefit ekslusif. Beberapa di benefits. These include a tiered membership
antaranya adalah tiering loyalty customer system from Bronze to Platinum based on
dari Bronze hingga Platinum dengan basis accumulated transactions, opportunities
akumulasi transaksi, kesempatan memperoleh to earn Astrapoints that can be redeemed
Bengkel resmi
Astrapoints yang dapat ditukarkan menjadi for vouchers across various merchants via Toyota yang
voucher berbagai merchant di AstraPay, AstraPay, as well as gift vouchers accessible
hingga mendapatkan gift voucher melalui through the AUTO2000 Digiroom application.
terdapat di
aplikasi AUTO2000 Digiroom. 97% wilayah
• TASIA • TASIA Indonesia
Chatbot AUTO2000 yang dapat diakses The AUTO2000 chatbot that can be accessed Toyota authorized
kapan saja melalui situs auto2000.co.id, anytime via the auto2000.co.id website,
workshops across
aplikasi AUTO2000 Digiroom, serta the AUTO2000 Digiroom app, and WhatsApp.
WhatsApp. Chatbot ini dapat memberikan This chatbot can provide information on 97% of Indonesia’s
informasi produk, servis, aksesoris, tracking products, services, accessories, order tracking, regions
order, hingga perhitungan simulasi and even car financing simulations.
pembiayaan mobil.
40
Jaringan
OtoXpert
untuk layanan
purnajual
OtoXpert networks
for after-sales service
20.3 ha
Fasilitas | Facility
Pre-Delivery
Center (PDC)
Ngoro Industrial
Park, Mojokerto
ASTRA Laporan Tahunan 2025 Annual Report 139
Page 142
291,566 Kinerja 2025 2025 Performance
251,954
Penurunan daya beli masyarakat, Declining purchasing power, the
pemberlakuan kebijakan opsen kendaraan implementation of additional tax for
bermotor di beberapa wilayah, serta vehicle in several regions (opsen), and
meningkatnya persaingan industri increased competition in the automotive
otomotif, khususnya dari produsen industry, particularly from Chinese
otomotif asal Tiongkok, menjadi beberapa automotive manufacturers, were some of
faktor yang memengaruhi kinerja TAM the factors affecting TAM's performance
pada tahun 2025. Sejalan dengan kondisi in 2025. In line with market conditions
pasar yang mengalami tekanan dan experiencing pressure and a slowdown
2024 2025 tren perlambatan, TAM turut mencatat trend, TAM also recorded a decline in
penurunan penjualan yang relatif sejalan sales that was relatively in line with
Penjualan dengan pergerakan industri. industry movements.
Domestik Toyota
Namun demikian, di tengah dinamika However, amid these dynamics, TAM has
& Lexus (unit) tersebut, TAM tetap mampu managed to maintain its market leadership
Toyota & Lexus mempertahankan posisi kepemimpinan position through the addition of an
pasar melalui penambahan line-up electrified vehicle lineup and GAZOO Racing
Domestic Sales (unit)
kendaraan elektrifikasi dan GAZOO Racing (GR), strengthening its network, improving
(GR), penguatan jaringan, peningkatan service quality, and implementing adaptive
kualitas layanan, serta strategi pemasaran marketing strategies, thereby remaining
37,693 yang adaptif, sehingga tetap relevan dan relevant and competitive within the
31,668 kompetitif di tengah lanskap industri. industry landscape.
Penghargaan 2025 Awards 2025
• Best After Sales Toyota-Astra Motor • Best After Sales Toyota-Astra Motor
CARVAGANZA CARVAGANZA
• Car Maker Industry Impact Product - • Car Maker Industry Impact Product -
Toyota Hilux Rangga Toyota Hilux Rangga
National Modificator & Aftermarket National Modificator & Aftermarket
2024 2025 Association Bekerjasama dengan Kementerian Association in collaboration with the Ministry
Perindustrian RI of Industry of the Republic of Indonesia
Penjualan • Toyota-Astra Motor - Best Companies • Toyota-Astra Motor - Best Companies
xEV Toyota To Work For in Asia To Work For in Asia
& Lexus (unit) HR ASIA HR ASIA
xEV Toyota &
Lexus Sales (unit)
140 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Ekosistem Solusi Mobilitas Comprehensive, Relevant, yang Komprehensif, Relevan, and Integrated Mobility dan Terintegrasi Solutions Ecosystem Dengan semangat “Toyota Ada untuk Indonesia”, With the spirit of “Toyota Ada untuk Indonesia” TAM menegaskan komitmennya untuk terus (Toyota is here for Indonesia), TAM affirms its memberikan kontribusi bagi pertumbuhan ekonomi commitment to continue contributing to national dan sosial nasional. Berbekal pengalaman lebih economic and social growth. With more than dari lima dekade di Indonesia, Toyota tidak hanya five decades of experience in Indonesia, Toyota fokus pada penyediaan produk kendaraan, namun not only focuses on providing vehicle products, but juga membangun ekosistem solusi mobilitas yang also builds a comprehensive and relevant mobility komprehensif dan relevan bagi kebutuhan masyarakat, solution ecosystem for the needs of the community, didukung oleh sistem yang terintegrasi dan inklusif supported by an integrated and inclusive system for all untuk semua pelanggan Toyota. Toyota customers. Melalui pemanfaatan komponen lokal yang signifikan, Through the significant use of local components, ekspor kendaraan ke berbagai negara, serta peran dalam vehicle exports to various countries, and its role in mendukung penciptaan lapangan kerja di Indonesia, supporting job creation in Indonesia, Toyota brings Toyota menghadirkan nilai tambah yang nyata bagi real added value to the national economy. In addition, perekonomian nasional. Selain itu, Toyota menyajikan Toyota offers a service ecosystem that includes sales, ekosistem layanan yang mencakup penjualan, servis, service, insurance, trade-ins, and financing, enabling it asuransi, trade-in hingga pembiayaan, sehingga to provide a total ownership experience that supports mampu memberikan total ownership experience yang increased customer loyalty. mendukung peningkatan loyalitas pelanggan. Memperkuat Loyalitas Pelanggan Boosting Customer Loyalty di Tengah Dinamika Pasar Amidst Market Dynamics Dalam menghadapi tantangan pelemahan daya beli In facing the challenge of weakening purchasing power, masyarakat, TAM memperkuat strategi Trade Cycle TAM has strengthened its Trade Cycle Management Management guna mendampingi pelanggan sepanjang strategy to accompany customers throughout the vehicle siklus kepemilikan kendaraan melalui ekosistem Toyota, ownership cycle through the Toyota ecosystem, from mulai dari pembelian hingga layanan purnajual yang purchase to credible and reliable after-sales service. kredibel dan terpercaya. TAM memperkuat ekosistemnya melalui inovasi layanan, TAM boosted its ecosystem through service innovation, perluasan jaringan, dan memperkuat digitalisasi agar network expansion, and enhanced digitalization to seluruh proses berjalan lebih mudah dan efisien, serta make all processes easier and more efficient, as well as menghasilkan output yang berkualitas. to produce quality output. Beberapa inisiatif yang dilakukan antara lain Some of the initiatives undertaken include developing mengembangkan strategi trade-in mobil bekas bekerja a used car trade-in strategy in collaboration with OLX, sama dengan OLX, menyediakan suku cadang alternatif providing alternative spare parts through T-Opt (2nd melalui T-Opt (2nd Brand Genuine Parts), layanan Brand Genuine Parts), 2nd Channel-OtoXpert workshop bengkel 2nd Channel-OtoXpert, serta memperkuat bisnis services, and reinforcing the accessories business with aksesoris dengan Toyota Customization Option (TCO). Toyota Customization Option (TCO). ASTRA Laporan Tahunan 2025 Annual Report 141
Page 144
TAM juga menawarkan pembiayaan fleksibel serta TAM also offers flexible financing and convenience-
layanan berbasis kenyamanan dengan memperkuat based services by strengthening its digital ecosystem.
ekosistem digital, antara lain melalui inisiatif Digital This includes the Digital Transformation (DI/DX)
Transformation (DI/DX) yang memberikan pengalaman initiative, which provides customers with a more
yang lebih praktis dan personal kepada pelanggan practical and personalized experience in terms of unit
dalam hal pemesanan unit, layanan purnajual, ordering, after-sales service, and trade-ins.
hingga trade-in.
Membangun Model dan Ekosistem Building Electrification Vehicle Model
Kendaraan Elektrifikasi and Ecosystem
Dalam menghadapi persaingan dengan pasar In facing competition in the electrified vehicle market,
kendaraan elektrifikasi, TAM tetap bersandar TAM has continued to rely on its Mobility for All strategy
pada strategi Mobility for All dengan pendekatan with a Multi-Pathway Strategy approach offering a
Multi-Pathway Strategy yang menawarkan berbagai variety of electrified vehicle options.
pilihan kendaraan elektrifikasi.
Sepanjang tahun 2025, TAM telah meluncurkan Throughout 2025, TAM has launched a variety of
beragam model elektrikasi baru seperti Camry Hybrid new electrified models such as the Camry Hybrid
EV, Corolla Cross Hybrid EV, dan Corolla Altis Hybrid EV EV, Corolla Cross Hybrid EV, and Corolla Altis Hybrid
GR Sport. Pada akhir tahun 2025, Toyota bZ4X, model EV GR Sport. At the end of 2025, the Toyota bZ4X,
BEV dari Toyota telah resmi diproduksi secara lokal Toyota’s BEV model, was officially produced locally
di Indonesia. in Indonesia.
Dengan “Hybrid EV untuk Semua”, TAM With “Hybrid EV for All,” TAM introduced the New
memperkenalkan New Veloz Hybrid EV di segmen Veloz Hybrid EV in the largest segment favored by
terbesar yang digemari oleh masyarakat Indonesia, Indonesians, the 7-seater MPV, to provide a more
MPV 7-seater, untuk menghadirkan pilihan kendaraan affordable Hybrid EV option so that more people can
Hybrid EV dengan harga yang lebih terjangkau, agar use it to accelerate the transition to carbon neutrality.
lebih banyak masyarakat yang dapat memanfaatkannya
untuk mempercepat transisi menuju netralitas karbon.
142 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Selain itu, TAM juga terus membangun ekosistem Beyond that, TAM has continued to build an electrified kendaraan elektrifikasi seperti memperluas jaringan vehicle ecosystem, such as expanding the charging charging station hingga memberikan tempat parkir station network and providing dedicated parking khusus di dealer dan area publik. Pada tahun 2025, spaces at dealerships and public areas. In 2025, Toyota Toyota tetap menjadi pemimpin pasar Hybrid EV, remained the leaders in the Hybrid EV market, with key dengan kontributor utama Kijang Innova Zenix Hybrid contributors including the Kijang Innova Zenix Hybrid EV, Yaris Cross Hybrid EV, dan Alphard Hybrid EV. EV, Yaris Cross Hybrid EV, and Alphard Hybrid EV. Rencana 2026 2026 Plans Prospek penjualan otomotif nasional pada 2026 The outlook for national automotive sales in 2026 is diperkirakan membaik, didukung meningkatnya minat expected to improve, supported by growing interest terhadap kendaraan elektrifikasi seiring kebijakan in electrified vehicles in line with government pemerintah yang mendukung teknologi kendaraan policies that support electrified vehicles technology. elektrifikasi. Momentum ini menjadi peluang bagi This momentum is an opportunity for TAM to TAM untuk memperkuat posisinya melalui perluasan strengthen its position by expanding its portfolio portofolio kendaraan elektrifikasi, khususnya kendaraan of electrified vehicles, particularly Hybrid EVs and Hybrid EV dan Battery EV, seiring proyeksi peningkatan Battery EVs, in line with the projected increase in the komposisi xEV di pasar nasional, dan berakhirnya composition of xEVs in the national market and the end insentif untuk tarif impor CBU BEV. Namun demikian, of tariff incentives for CBU BEVs. However, uncertainties ketidakpastian akibat kondisi geopolitik global saat arising from current global geopolitical conditions ini tetap menjadi risiko yang perlu dicermati, karena remain a risk to be monitored, as they may indirectly berpotensi memengaruhi penjualan domestik secara affect domestic sales. tidak langsung. Sejalan dengan hal tersebut, TAM juga akan memperkuat In this regard, TAM will also strengthen its service ekosistem layanan melalui digitalisasi, agar dapat terus ecosystem through digitalization to continue delivering memberikan pengalaman terbaik kepada pelanggan. the best customer experience. Additionally, human Di luar itu, optimalisasi SDM melalui pengembangan resource optimization through talent development and talenta dan budaya kerja inovatif juga akan terus an innovative work culture will be further enhanced to ditingkatkan, untuk memastikan Toyota tetap menjadi ensure Toyota remains a market leader and continues pemimpin pasar dan dapat terus berkontribusi pada contributing to the sustainability of the national keberlanjutan industri otomotif nasional. automotive industry. ASTRA Laporan Tahunan 2025 Annual Report 143
Page 146
264
Outlet
Daihatsu
Astra bersama Daihatsu Motor Co., Ltd. Astra, together with Daihatsu Motor
dan Toyota Tsusho Corporation mendirikan Co., Ltd. and Toyota Tsusho Corporation,
PT Astra Daihatsu Motor (ADM), yang established PT Astra Daihatsu Motor (ADM),
berperan sebagai agen pemegang merek which acts as the agent for Daihatsu brand
Daihatsu di Indonesia sekaligus basis in Indonesia as well as the main production
produksi utama untuk grup otomotif base for Daihatsu and Toyota automotive
Daihatsu dan Toyota di luar Jepang. groups outside Japan.
ADM didukung oleh divisi operasional ADM is supported by Astra's operational
Astra yaitu Daihatsu Sales Operation division, Daihatsu Sales Operation (DSO),
(DSO), sebagai distributor tunggal yang as the sole distributor providing sales and
menyediakan layanan penjualan dan after-sales services for Daihatsu products
purnajual untuk produk Daihatsu yang marketed in Indonesia.
dipasarkan di Indonesia.
Produk Products
Daihatsu menyediakan berbagai kendaraan Daihatsu offers a range of vehicles for
untuk segmen penumpang maupun both passenger and commercial segments,
komersial yang disesuaikan dengan tailored to the needs of the Indonesian
kebutuhan masyarakat Indonesia. Hingga market. As of the end of 2025, Daihatsu
akhir tahun 2025, Daihatsu memasarkan 10 marketed 10 vehicle models in Indonesia:
model kendaraan di Indonesia, yaitu Sigra, Sigra, Ayla, Terios, Xenia, Luxio, Sirion,
Ayla, Terios, Xenia, Luxio, Sirion, Rocky ICE, Rocky ICE, Rocky S-HEV, Gran Max Pick Up,
Rocky S-HEV, Gran Max Pick Up, dan Gran and Gran Max Minibus.
Max Minibus.
144
Page 147
Fasilitas Produksi Production Facilities
• Sunter Press Plant (Plant 1) • Sunter Press Plant (Plant 1)
• Karawang Engine Plant (Plant 2) • Karawang Engine Plant (Plant 2)
• Karawang Casting Plant (Plant 3)
• Sunter Assembly Plant (Plant 4)
• Karawang Casting Plant (Plant 3)
• Sunter Assembly Plant (Plant 4)
530,000
• Karawang Assembly Plant (Plant 5) • Karawang Assembly Plant (Plant 5) Unit Kapasitas
• Research & Development (R&D) Center: • Research & Development (R&D) Center: Produksi
styling & design studio, test facilities & styling & design studio, test facilities & Terpasang
course, engineering center course, engineering center
per Tahun
• Cibitung Parts Center • Cibitung Parts Center
Units Assembly
Production
Pemasaran dan Marketing and Capacity Annually
Jaringan Layanan Service Network
Daihatsu terus mengembangkan jaringan Daihatsu has continued to develop its
outlet dan platform omnichannel untuk network of outlets and omnichannel
memperluas jangkauan penjualan dan platforms to expand its sales and service
pelayanan kepada pelanggan. Kebutuhan reach to customers. Consumer needs are
konsumen juga didukung oleh berbagai
pilihan penjualan
yang terjangkau.
dan pembiayaan
also supported by a wide selection of
affordable sales and financing. 215
Bengkel Resmi
Layanan purnajual juga terus ditingkatkan, After-sales services have also continuously
Daihatsu
baik untuk kendaraan penumpang been improved, both for passenger
maupun komersial. Konsumen diberikan and commercial vehicles. Consumers Daihatsu Authorized
kemudahan akses ke seluruh bengkel dan are given easy access to all repair shops Repair Shop
gerai suku cadang yang tersebar di seluruh and spare parts outlets throughout
Indonesia, dengan harga yang lebih Indonesia, with more affordable prices and
terjangkau dan layanan yang prima. excellent service.
239
Armada
Daihatsu Mobile
Service (DMS)
Daihatsu Mobile
Service (DMS)
Armada
Rocky Hybrid All New Astra Daihatsu Ayla Astra Daihatsu Sigra
3,326
Gerai Suku
New Terios All New Xenia Gran Max Pick Up Cadang
Spare Part Outlets
ASTRA Laporan Tahunan 2025 Annual Report 145
Page 148
163,032 Kinerja 2025 2025 Performance
130,677 Pelemahan daya beli masyarakat, Weakening purchasing power, particularly
khususnya pada segmen kelas menengah among the lower-middle class segment,
ke bawah, menjadi salah satu tantangan was one of ADM’s main challenges
utama ADM sepanjang 2025. Kondisi ini throughout 2025. This condition had an
berdampak pada segmen pembeli mobil impact on first car buyers, who are the
pertama (first car buyer), yang merupakan main contributors to Daihatsu's sales.
kontributor utama penjualan Daihatsu.
Namun demikian, pada periode tersebut Nevertheless, during such period, Daihatsu
2024 2025 Daihatsu tetap mampu mempertahankan was able to maintain a market share of
pangsa pasar di kisaran 17%, sehingga around 17%, placing it second in the
Volume menempatkannya pada posisi kedua di domestic automotive market and marking
Penjualan pasar otomotif domestik dan mencatatkan its 17th consecutive year of achieving this
capaian tersebut untuk ke-17 kalinya position. Despite a decline in domestic
Domestik (unit) secara berturut-turut. Meskipun penjualan sales, Daihatsu’s performance in 2025
Domestic Sales domestik mengalami penurunan, kinerja continued to be supported by growing
Volume (unit) Daihatsu pada tahun 2025 tetap didukung export sales.
oleh pertumbuhan penjualan ekspor
yang meningkat.
124,848
110,334 Penghargaan 2025 Awards 2025
• Temu Karya Mutu dan Produktivitas • 29th National Quality and Productivity
Nasional XXIX 2025 Meeting 2025
5 diamond & 1 platinum 5 diamonds & 1 platinum
• The 12 All Daihatsu QCC Convention
th
• The 12th All Daihatsu QCC Convention
2025 – DMC 2025 – DMC
Juara 4 (5 Gold Medal, 5 Silver Medal & Best 4th Place (5 Gold Medals, 5 Silver Medals & Best
Plant Vehicle Category) Plant Vehicle Category)
• SATYA JKN Awards 2025 • SATYA JKN Awards 2025
2024 2025
Kategori Badan Usaha Swasta Terbaik Nasional Best National Private Enterprise (5,000-10,000
(Tenaga Kerja 5.000-10.000) – BPJS Kesehatan Employees) – BPJS Kesehatan
Volume
Penjualan
Penguatan Strategi untuk Strategic Reinforcements
Ekspor (unit) Mempertahankan Posisi Pasar to Maintain Market Position
Export Sales
Di tengah tantangan yang ada, Daihatsu Amidst these challenges, Daihatsu
Volume (unit)
terus menerapkan strategi yang berfokus continues to implement a strategy focused
pada upaya penetrasi “first car buyers on penetrating the market of first car
with a focus on maintaining the number 2 buyers with a focus on maintaining the
position in the market” melalui: number 2 position in the market through:
1. Product Strategy: Menyediakan produk 1. Product Strategy: Providing products
yang sesuai dengan karakter pasar that suit the characteristics of the
Indonesia dengan pasokan yang cukup Indonesian market with sufficient
dan operasional yang sehat; supply and sound operations;
2. Brand Strategy: Memperkuat merek 2. Brand Strategy: Strengthening the
Daihatsu sejalan dengan gaya hidup Daihatsu brand in line with the lifestyle
First Car Buyer; of First Car Buyers;
3. Ownership Strategy: Menanamkan 3. Ownership Strategy: Instilling Build In
Build In Quality di seluruh proses untuk Quality throughout the entire process
memastikan pengalaman peace of mind. to ensure a peace of mind experience.
146 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 149
Daihatsu melakukan kolaborasi, di antaranya dengan Daihatsu collaborates with various partners, among Astra Credit Companies (ACC), Asuransi Astra, dan others, Astra Credit Companies (ACC), Asuransi OLXmobbi untuk memberikan penawaran yang menarik Astra, and OLXmobbi to provide attractive offers bagi konsumen Daihatsu. for Daihatsu consumers. Inovasi yang Tepat Sasaran Targeted Innovations Untuk memenuhi kebutuhan pasar akan kendaraan To meet market demand for electric vehicles , ADM elektrifikasi, pada tahun 2025 ADM meluncurkan launched the competitively priced Daihatsu Rocky Daihatsu Rocky e-SMART Hybrid dengan harga yang e-SMART Hybrid in 2025. The Rocky Hybrid achieves fuel kompetitif. Rocky Hybrid mampu mencapai efisiensi efficiency of up to 34.8km/liter based on Japan's JC08 hingga 34,8km/liter berdasarkan metode pengujian (Japan Cycle 08) fuel efficiency testing method, and efisiensi bahan bakar di Jepang JC08 (Japan Cycle low emissions of 83 grams of CO2 /km, making it one 08), dan tingkat emisi yang rendah sebesar 83 gram of the lowest-emission hybrid vehicles in the compact CO2 /km, yang menjadikannya salah satu kendaraan SUV segment. hybrid dengan emisi terendah di segmen compact SUV. Selain itu, ADM juga menghadirkan berbagai inovasi Beyond that, ADM also presents various other product produk lainnya, seperti Rocky Limited Edition, Rocky innovations, such as the Rocky Limited Edition, Rocky Improvement, Gran Max Blind Van Automatic, serta Improvement, Gran Max Blind Van Automatic, and New New Sigra, yang dirancang untuk memenuhi berbagai Sigra, which are designed to meet the diverse needs kebutuhan pelanggan. of customers. Agar terus dapat menjawab kebutuhan pasar otomotif, To continue meeting the needs of the automotive pada Februari 2025 ADM membuka pabrik baru market, ADM opened a new factory at the Karawang di Karawang Assembly Plant (KAP) 2. Pabrik yang Assembly Plant (KAP) 2 in February 2025. This mengusung konsep sustainability manufacturing ini factory, which embraces the concept of sustainability menjadi fasilitas produksi ADM yang keenam, dan manufacturing, is ADM's sixth production facility and dibangun di atas lahan seluas lebih dari 26 hektar. was built on an area of more than 26 hectares. Memperluas Jangkauan Pasar Expanding Market Reach and dan Memperkuat Layanan Konsumen Strengthening Consumer Service Untuk memperluas jangkauan pasar, selain di wilayah In order to expand its market reach, in addition perkotaan, ADM juga memperkuat posisinya di pasar to urban areas, ADM has also strengthened its perdesaan dan wilayah terpencil. Dengan demikian, position in rural and remote areas. This has allowed Daihatsu dapat menjangkau konsumen dan pelaku Daihatsu to reach consumers and businesses in usaha di daerah pelosok yang membutuhkan kendaraan remote areas that need vehicles capable of handling tangguh untuk berbagai medan jalan di Indonesia. Indonesia's diverse road conditions. This move was Langkah ini juga menjadi salah satu strategi untuk also part of a strategy to compete with BEVs , which bersaing dengan kendaraan BEV yang saat ini lebih are currently more concentrated in large cities such as terkonsentrasi di kota besar seperti Jabodetabek. Greater Jakarta. Daihatsu juga terus berkomitmen untuk menjaga Daihatsu also has remained committed to maintaining loyalitas pelanggan, dengan menawarkan layanan customer loyalty by offering convenient services from kemudahan dari mulai pembelian, purnajual termasuk purchase, after-sales including service and maintenance, servis dan perawatan, hingga tukar tambah (trade in). to trade-in. In addition, Daihatsu has continued Selain itu, Daihatsu juga terus meningkatkan to improve its digital services to make it easier for layanan digital yang dapat mempermudah consumers to access them. jangkauan konsumen. ASTRA Laporan Tahunan 2025 Annual Report 147
Page 150
Layanan Digital Daihatsu Daihatsu Digital Services
• DaihatsuKu • DaihatsuKu
Aplikasi mobile yang menyediakan berbagai fitur untuk A mobile application that provides various features
mendukung layanan penjualan, mencakup informasi katalog to support sales services, including product catalog
produk, permintaan test drive, permintaan pembelian information, test drive requests, product purchase
produk, simulasi kredit, dan layanan purnajual seperti requests, credit simulations, and after-sales services such
booking service dengan jangkauan seluruh Indonesia. as booking services throughout Indonesia.
• Daihatsu Customer Authorized Website (DaiCast) • Daihatsu Customer Authorized Website (DaiCast)
Kanal digital berbasis website, www.astra-daihatsu.id atau The digital channel based on the website, www.astra-
DaiCast memiliki layanan penjualan yang lengkap, meliputi daihatsu.id or DaiCast, offers a complete range of sales
pembelian produk secara e-commerce, informasi katalog services, including e-commerce product purchases,
produk, permintaan test drive, permintaan pembelian product catalog information, test drive requests, product
produk, layanan purnajual, booking service untuk perawatan purchase requests, after-sales services, booking services
berkala dan general repair, layanan booking body and for periodic maintenance and general repairs, body and
paint untuk perbaikan bodi kendaraan, serta layanan home paint booking services for vehicle body repairs, and home
service dengan DMS bagi pelanggan yang ingin melakukan services with DMS for customers who wish to have their
perawatan kendaraan dari rumah. vehicles serviced at home.
• Chatbot & Virtual Live Agent • Chatbot & Virtual Live Agent
Layanan chatbot dan virtual live agent membantu menjawab The chatbot and virtual live agent services help answer
pertanyaan pelanggan seputar layanan penjualan, purnajual, customer questions about sales, after-sales service, marketing
informasi pemasaran, dan promosi kendaraan selama 24/7 information, and vehicle promotions 24/7 through the Daisy
melalui kanal Daisy (Astra Daihatsu Chatbot Assistant). channel (Astra Daihatsu Chatbot Assistant). Currently,
Saat ini, Daisy dapat diakses melalui aplikasi WhatsApp, Daisy can be accessed through the WhatsApp application,
DaihatsuKu, dan website DaiCast. DaihatsuKu, and the DaiCast website.
Rencana 2026 2026 Plans
Kondisi perekonomian yang berpotensi memengaruhi Economic conditions that could potentially affect
daya beli masyarakat masih akan menjadi faktor yang people's purchasing power will remain a factor
perlu diwaspadai pada tahun 2026 dan seterusnya. Selain to watch out for in 2026 and beyond. In addition,
itu, ketidakpastian akibat kondisi geopolitik global saat uncertainties arising from current global geopolitical
ini juga menjadi risiko yang perlu dipantau, karena conditions remain a risk to be monitored, as they may
dapat berdampak secara tidak langsung terhadap indirectly affect economic conditions and domestic
kondisi perekonomian dan permintaan domestik. demand. However, ADM remains confident in its
Namun demikian, ADM tetap yakin dengan strategi sustainable strategy that will continue to focus on
berkelanjutan yang akan terus fokus pada produk dan products and services that meet consumer needs.
layanan yang sesuai dengan kebutuhan konsumen.
148 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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113
Outlet
15
Gerai Purnajual
Isuzu
After Sales Outlet
Isuzu hadir di Indonesia melalui PT Isuzu Isuzu is present in Indonesia through
Astra Motor Indonesia (IAMI) yang PT Isuzu Astra Motor Indonesia (IAMI),
didirikan oleh Perseroan (melalui PT Arya which was established by the Company
Kharisma) dan Isuzu Motors Limited (IML) (through PT Arya Kharisma) and Isuzu
sebagai agen pemegang merek Isuzu, Motors Limited (IML) as the Isuzu brand
untuk melakukan kegiatan produksi dan agent, to carry out the production and
pemasaran kendaraan serta komponen marketing of Isuzu brand vehicles and
merek Isuzu di Indonesia.
IAMI didukung oleh Isuzu Sales Operation
components in Indonesia.
IAMI is supported by Isuzu Sales Operation
162
(ISO) yang berperan sebagai divisi operasional (ISO), which acts as Astra's operational Bengkel Isuzu
Astra untuk penjualan produk Isuzu. division for the sale of Isuzu products. Berjalan (BIB)
Mobile Isuzu Repair
Produk Product
IAMI menawarkan pilihan model kendaraan IAMI offers a selection of multi-purpose
niaga multi-guna atau komersial dalam dua or commercial vehicle models in two main
kategori utama yaitu Commercial Vehicle categories, namely Commercial Vehicles
(CV) dan Light Commercial Vehicle (LCV). (CV) and Light Commercial Vehicles (LCV).
2,097
Gerai Suku
Cadang
Spare Parts Outlet
Isuzu Vertical Core Cycle Concept Isuzu D-Max Isuzu Elf
Isuzu Giga Isuzu Mu-X Isuzu Traga
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Fasilitas Produksi Production Facilities
Kegiatan produksi dan perakitan Isuzu Isuzu's production and assembly activities
di Indonesia berada di Isuzu Karawang in Indonesia are located at the Isuzu
52,000 Plant (IKP). Karawang Plant (IKP).
Unit kapasitas Pemasaran dan Marketing and
produksi Jaringan Layanan Service Network
terpasang IAMI terus memperkuat jaringan pemasaran IAMI continues to strengthen its marketing
per tahun, dan distribusi melalui kombinasi kanal fisik and distribution network through a
dan digital. combination of physical and digital channels.
terdiri atas:
Units in annual Layanan Digital Isuzu Isuzu Digital Services
installed production
capacity, • Isuzu Contact Center • Isuzu Contact Center
Layanan contact center digital Isuzu Isuzu's integrated digital contact center
consisting of:
yang terintegrasi melalui WhatsApp, Call service via WhatsApp, Call Center, and E-mail
Center, dan E-mail untuk memberikan provides a seamless customer experience in
45,000
pengalaman pelanggan yang seamless dalam conveying needs, questions, and complaints,
menyampaikan kebutuhan, pertanyaan, dan as well as supporting quick problem resolution
keluhan, serta mendukung penyelesaian to improve customer satisfaction.
Unit per tahun masalah secara cepat guna meningkatkan
untuk tipe kepuasan pelanggan.
N-Series dan • Isuzu Command Center • Isuzu Command Center
P-Series Command Center berfungsi memantau dan The Command Center monitors and handles
Annual Unit for menangani kendala unit pelanggan secara customer unit issues in real time, making
N-Series and P-Series real-time, sehingga proses penanganan the handling process faster and easier, and
menjadi lebih cepat dan mudah serta mampu reducing vehicle downtime.
mengurangi downtime kendaraan.
7,000 • Isuzu Link • Isuzu Link
Perangkat telematik yang terpasang pada Telematics devices installed on Isuzu units
Unit per tahun unit Isuzu untuk memonitor utilisasi dan to monitor truck utilization and operational
untuk tipe kondisi operasional truk secara real time guna conditions in real time to improve customer
F-Series meningkatkan efisiensi dan produktivitas operational efficiency and productivity.
operasional pelanggan.
Annual Unit for
F-Series • MyIsuzuID • MyIsuzuID
Aplikasi mobile yang berperan sebagai A mobile application that acts as Isuzu
Isuzu Digital Partner bagi pelanggan Digital Partner for customers to access the
untuk mengakses informasi terkini dan latest information and facilitate vehicle
memudahkan pengelolaan unit kendaraan unit management through various online
melalui berbagai proses transaksi secara transaction processes, as well as find the
online, serta mengetahui lokasi jaringan location of the nearest Isuzu network.
Isuzu terdekat.
• iSalesforce & iMechanic • iSalesforce & iMechanic
Aplikasi mobile Isuzu untuk para frontliner The Isuzu mobile application for frontliners
(staf penjualan dan mekanik) yang berfungsi (sales staff and mechanics) serves to increase
untuk meningkatkan produktivitas kerja. work productivity. iSalesforce assists the
iSalesforce membantu tim sales dalam sales team in managing the sales funnel and
pengelolaan sales funnel dan perencanaan planning daily activities, while iMechanic is
aktivitas harian, sedangkan iMechanic used by the after-sales team to manage Isuzu
digunakan oleh tim after sales untuk Mobile Workshop (BIB) work orders quickly
mengelola work order Bengkel Isuzu Berjalan and efficiently.
(BIB) secara cepat dan efisien.
150 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 153
Kinerja 2025 2025 Performance 26,379
25,121
Sepanjang tahun 2025, IAMI membukukan Throughout 2025, IAMI posted lower sales
penjualan yang lebih rendah dibandingkan compared to the previous year due to
tahun sebelumnya seiring melemahnya weakening purchasing power and national
daya beli dan dinamika ekonomi nasional, economic dynamics, as well as increased
serta meningkatnya intensitas persaingan competition in the market. Nevertheless, the
di pasar. Kendati demikian, lini bisnis after-sales business line recorded positive
purnajual mencatat kinerja positif performance through increased spare
melalui peningkatan ketersediaan suku parts availability, expanded distribution
cadang, perluasan jaringan distribusi, dan networks, and more competitive price
penyesuaian harga yang lebih kompetitif. adjustments. Thus, after-sales services 2024 2025
Dengan demikian, layanan purnajual remain the mainstay of customer loyalty
tetap menjadi penopang utama loyalitas and business sustainability. Volume
pelanggan dan keberlanjutan bisnis. Penjualan
Kinerja ekspor IAMI pada 2025 mengalami IAMI's export performance in 2025 was Domestik (unit)
tekanan akibat kondisi geopolitik global under pressure due to global geopolitical Domestic Sales
dan meningkatnya persaingan di negara conditions and increased competition in Volume (unit)
tujuan. Untuk mengantisipasi hal tersebut, destination countries. To anticipate this,
IAMI memperkuat kolaborasi dengan Isuzu IAMI strengthened its collaboration with
Motors Limited Jepang guna menjajaki Isuzu Motors Limited Japan to explore
8,070 8,000
peluang ekspansi ke pasar baru, terutama opportunities for expansion into new
di kawasan Asia dan Amerika Tengah, markets, particularly in Asia and Central
sebagai upaya menjaga keberlanjutan America, in an effort to maintain the
kinerja ekspor ke depan. sustainability of export performance in
the future.
Penghargaan 2025 Awards 2025
• Top Brand Awards 2025 • Top Brand Awards 2025
Frontier Group Frontier Group
2024 2025
• 7 Penghargaan TKMPN (Temu Karya • 7 TKMPN (National Quality and
Mutu dan Produktivitas Nasional) Productivity Meeting) Awards
Volume
Wahana Kendali Mutu Wahana Kendali Mutu
Penjualan
• I-1GP LCV 2025 - Juara 3 • I-1GP LCV 2025 - 3rd Place Ekspor (CBU)
Isuzu Motors Limited Isuzu Motors Limited
Export Sales
Volume (CBU)
Memperkuat Ekosistem Strengthening Sales
Penjualan dan Layanan and Services Ecosystem
Pada tahun 2025, strategi IAMI berfokus In 2025, IAMI's strategy focused on
pada penguatan ekosistem bisnis melalui strengthening the business ecosystem
tiga pilar utama: through three main pillars:
1. Triple Action (Sales, Sparepart, Service), 1. Triple Action (Sales, Spare Parts,
untuk memperkuat ekosistem penjualan Service), to strengthen the sales and
dan layanan. service ecosystem.
2. Operational Excellence , untuk 2. Operational Excellence, to improve
meningkatkan efisiensi seluruh rantai efficiency across the entire value chain,
nilai mulai dari produksi hingga from production to customer service.
layanan pelanggan.
3. Digital Integration, untuk memperluas 3. Digital Integration, to expand the
digitalisasi proses internal maupun digitization of internal processes and
customer touch points. customer touch points.
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IAMI juga mengoptimalkan strategi pemasaran berbasis IAMI also optimized its customer-driven marketing
kebutuhan pelanggan dengan fokus pada segmen fleet strategy by focusing on the fleet and B2B segments,
dan B2B, khususnya di sektor logistik dan infrastruktur. particularly in the logistics and infrastructure sectors.
Pendekatan yang lebih personal, penguatan kanal A more personalized approach, strengthening digital
digital, serta peningkatan engagement pelanggan terus channels, and increasing customer engagement
dilakukan untuk memperkuat posisi merek Isuzu sebagai continued to be carried out to strengthen Isuzu's brand
“real partner real journey” yang memberi nilai tambah position as a "real partner real journey" that provides
bagi pelanggan. added value to customers.
Optimalisasi Rantai Pasok Supply Chain Optimization
Untuk menjaga harga tetap kompetitif dan memperkuat To maintain competitive pricing and strengthen
daya saing, IAMI melakukan optimalisasi rantai pasok, competitiveness, IAMI optimizes its supply chain,
menerapkan efisiensi biaya dan memperkuat layanan implements cost efficiencies, and strengthens after-
purnajual sebagai pilar loyalitas pelanggan. Upaya sales service as a pillar of customer loyalty. Efforts to
peningkatan ketersediaan suku cadang, penyesuaian improve spare parts availability, price adjustments,
harga, dan perluasan jaringan distribusi mendukung and distribution network expansion support the
pencapaian bisnis purnajual yang lebih baik. achievement of better after-sales business.
Rencana 2026 2026 Plans
IAMI memandang prospek industri kendaraan komersial IAMI views the outlook for the commercial vehicle
pada 2026 akan membaik dibandingkan 2025, didukung industry in 2026 as improving compared to 2025,
oleh pertumbuhan ekonomi domestik yang stabil dan supported by stable domestic economic growth
berlanjutnya kebutuhan kendaraan di sektor logistik, and continued demand for vehicles in the logistics,
transportasi, dan konstruksi, meskipun risiko dari transportation, and construction sectors, although
kondisi geopolitik global saat ini tetap perlu diwaspadai current global geopolitical conditions remain a risk to
karena berpotensi memengaruhi permintaan domestik. be monitored as they may affect domestic demand.
Ke depan, IAMI akan tetap berfokus pada strategi yang Going forward, IAMI will remain focused on customer-
berorientasi pada pelanggan, sekaligus memperkuat oriented strategies, while strengthening digital
transformasi digital pada proses penjualan, layanan transformation in sales processes, after-sales services,
purnajual, dan telematics untuk meningkatkan efisiensi and telematics to improve efficiency and added value
serta nilai tambah bagi pelanggan. for customers.
152
Page 155
3,000
Total Kapasitas
Terpasang
(unit per tahun)
Total Installed
Capacity
(units per year)
UD Trucks
Astra menjadi importir dan manufaktur Astra became an importer and
kendaraan merek UD Trucks setelah manufacturer of UD Trucks vehicles after
membentuk perusahaan ventura UD Astra forming a joint venture, UD Astra Motor
Motor Indonesia (UDAMI) bersama Indonesia (UDAMI), with UD Trucks Japan.
UD Trucks Japan.
Kegiatan penjualan UDAMI didukung oleh UDAMI's sales activities are supported by
UD Trucks Sales Operation (UDSO), yang UD Trucks Sales Operation (UDSO), which
merupakan divisi operasional Astra, dan is an operational division of Astra, and
PT United Tractors Tbk (UT). PT United Tractors Tbk (UT).
Produk Products
Untuk memenuhi kebutuhan sektor To meet the needs of the commercial
komersial, UDAMI menyediakan berbagai sector, UDAMI provides a range of
kendaraan niaga yang andal dan reliable, high-quality commercial
berkualitas, termasuk Quester Euro 5 vehicles, including the Quester Euro
dengan standar emisi di atas ketentuan 5, which exceeds the government's
minimum pemerintah. UDAMI juga minimum emission standards. UDAMI
menghadirkan truk dengan transmisi semi- also offers trucks with ESCOT semi-
automatic ESCOT pada varian mesin 11L automatic transmissions on 11L and 8L
dan 8L guna meningkatkan kenyamanan engine variants to improve driver comfort
dan kemudahan bagi pengemudi. and convenience.
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Fasilitas Produksi Production Facilities
16 Seluruh produk UDAMI yang dipasarkan
di Indonesia diimpor dalam bentuk
Completely Knocked Down (CKD) dan
All UDAMI products marketed in Indonesia
are imported in the form of Completely
Knocked Down (CKD) and Completely Built
Cabang Completely Built Up (CBU). Up (CBU).
Branches
Pemasaran dan Marketing and
Jaringan Layanan Service Network
UDAMI melalui UDSO terus mengoptimalkan UDAMI, through UDSO, continues to
jaringan layanan untuk menjangkau optimize its service network to reach new
konsumen baru. Selain mengembangkan customers. In addition to developing its
4 jaringan layanan offline, jaringan online
juga diperkuat sebagai bagian dari strategi
pemasaran, antara lain melalui penyediaan
offline service network, the online network
is also being strengthened as part of its
marketing strategy, including through the
Outlet UD 24/7 Technical Assistance & Emergency offering of UD 24/7 Technical Assistance
Service, My UD Fleet, UD Warranty, & Emergency Service, My UD Fleet,
UD Part Consignment, dan UD Certified UD Warranty, UD Part Consignment, and
Driver Training. UD Certified Driver Training.
Agar dapat meningkatkan pangsa pasar, To increase market share, UDSO
UDSO menerapkan diferensiasi layanan implements differentiated after-sales
35
purnajual, perhitungan Return on Truck services, calculates the Return on Truck
Investment atas kendaraan UD Trucks Investment for UD Trucks vehicles that
yang mampu menawarkan durabilitas offer longer durability and productivity
Armada Mobile dan produktivitas lebih lama dan dapat and can generate more profits for
menghasilkan lebih banyak keuntungan customers, and expands the scope of
Service bagi pelanggan, serta memperluas service coverage through Onsite Service.
Mobile Service Fleets cakupan layanan service melalui layanan di
tempat atau Onsite Service.
31
Layanan
di Tempat
Onsite Service
154 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Kinerja 2025 2025 Performance 1,960
Kinerja penjualan UD Trucks pada tahun UD Trucks’ sales performance in 1,627
2025 dipengaruhi oleh meningkatnya 2025 was influenced by intensifying
kompetisi di tengah pasar kendaraan competition in the commercial vehicle
komersial yang mencatatkan pertumbuhan market, which recorded limited growth.
terbatas. Pelemahan daya beli masyarakat Weaker purchasing power also affected
turut berdampak pada volume transportasi, transportation volumes, resulting in more
sehingga pertumbuhan permintaan moderate growth in demand for new
truk baru di berbagai sektor cenderung trucks across various sectors. In 2025,
moderat. Pada tahun 2025, UD Trucks UD Trucks received the Special Exhibition
meraih Special Exhibition Award pada Award at GIIAS 2025 as the visitors’ favorite 2024 2025
GIIAS 2025 sebagai kendaraan komersial commercial vehicle.
favorit pilihan pengunjung. Volume
Penjualan
Pelayanan Total Solution Total Solution Service Domestik (unit)
Di tengah kondisi yang cukup menantang, Amid challenging conditions, UDAMI is Domestic Sales
UDAMI berfokus untuk memperkuat focused on strengthening the position Volume (unit)
posisi UD Trucks dan mendukung of UD Trucks and supporting customers
pelanggan melalui model bisnis yang through a sustainable business model.
berkelanjutan. UDAMI menerapkan UDAMI is implementing a market
strategi penetrasi pasar dengan pelayanan penetration strategy with a total
total solution, melalui peningkatan solution service, by enhancing its after-
kekuatan purnajual yang menawarkan sales capabilities that offer affordable
jaminan pemeliharaan terjangkau dan maintenance guarantees tailored to
sesuai kebutuhan pelanggan. customer needs.
Dari sisi pengembangan produk, UDAMI In terms of product development,
juga terus berinovasi untuk menyediakan UDAMI continues to innovate to provide
produk yang dapat meningkatkan products that enhance driver comfort,
kenyamanan, keamanan dan kemudahan safety, and ease of driving, including
pengemudi dalam berkendara, termasuk the launch of 8L and 11L truck variants
peluncuran varian truk 8L dan 11L dengan with semi-automatic ESCOT transmissions.
transmisi semi-automatic ESCOT.
Di luar itu, inovasi seperti peningkatan Beyond that, innovations such as improved
pelayanan pelanggan, pemberian paket customer service, service packages,
servis, program pelatihan pengemudi, driver training programs, and digital
serta optimalisasi data digital juga terus data optimization are also being actively
digalakkan. Contoh inovasi tersebut promoted. For example, the utilization
seperti utilisasi UD Connected Services of UD Connected Services, which uses
yang menggunakan data dari truk (driving data from trucks (driving behavior, fuel
behaviour, fuel utilization, Fuel loss alert) utilization, fuel loss alert) and external data
dan data external (map) untuk melatih (maps) to train drivers in controlling trucks
pengemudi dalam mengendalikan truk efficiently and safely, thereby maximizing
dengan efisien dan aman, sehingga dapat customer costs.
memaksimalkan biaya pelanggan.
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Rencana 2026 2026 Plans
UDAMI memandang bahwa pada tahun 2026 UDAMI believes that in 2026, the national economy
perekonomian nasional akan bergerak lebih stabil, will be more stable, despite still facing a number
meskipun masih dibayangi sejumlah tantangan, of challenges, including increasingly fierce
termasuk persaingan yang semakin ketat dan competition and on going global geopolitical risks.
risiko geopolitik global yang terus berlanjut. Untuk To address these dynamics, UDAMI will continue to
menghadapi dinamika tersebut, UDAMI akan tetap focus on strengthening its internal fundamentals
berfokus pada penguatan fundamental internal and through collaboration with various parties,
dan kolaborasi dengan berbagai pihak, di antaranya among others are companies within Astra Group. In
perusahaan-perusahaan dalam Grup Astra. Selain addition, UDAMI will continue to prioritize product
itu, UDAMI akan terus memprioritaskan inovasi development innovation, improve customer service
pengembangan produk, peningkatan kualitas layanan quality, and optimize the use of digital data as part
pelanggan, serta optimalisasi pemanfaatan data digital of its strategy to maintain competitiveness and drive
sebagai bagian dari strategi untuk menjaga daya saing sustainable performance.
dan mendorong kinerja yang berkelanjutan.
156
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9
Pusat Penjualan
dan Purnajual
Terpadu
Integrated Sales
and After-Sales
Centers
BMW
Melalui BMW Sales Operations (BSO), Through BMW Sales Operations (BSO),
BMW Astra berperan sebagai salah satu BMW Astra acts as one of the dealers
dealer yang mendukung distributor that supports the sole distributor
tunggal PT BMW Indonesia dalam PT BMW Indonesia in carrying out
menjalankan kegiatan pemasaran dan marketing and sales activities for cars and
penjualan mobil serta layanan purnajual after-sales services in Indonesia.
di Indonesia.
Produk Products
BMW Astra menawarkan pilihan model BMW Astra offers a selection of BMW
kendaraan BMW untuk berbagai kalangan vehicle models for various groups of
penggemar otomotif premium di Indonesia. premium automotive enthusiasts in
Hingga akhir tahun 2025, BMW Astra telah Indonesia. At the end of 2025, BMW Astra
memasarkan 35 produk, termasuk empat has marketed 35 products, including four
produk baru. new products.
Pemasaran dan Marketing and
Jaringan Layanan Service Network
BMW Astra memiliki delapan outlet , BMW Astra has eight outlets, with
dengan dua outlet di Serpong dan Surabaya two outlets in Serpong and Surabaya
yang telah terpilih sebagai dealer resmi selected as an authorized BMW dealer
BMW yang memiliki sertifikasi khusus (M with a special certification (M Dealer)
Dealer) resmi untuk memperluas pasar dan to expand the market and attract new
menarik segmen pelanggan baru. customer segments.
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1,482 Kinerja 2025 2025 Performance
Pada 2025, kinerja BMW Astra turut In 2025, BMW Astra's performance
dipengaruhi oleh perlambatan ekonomi dan was affected by the economic slowdown
956
dinamika bisnis nasional yang berdampak and national business dynamics that
pada tingkat kepercayaan konsumen serta had an impact on consumer confidence
keputusan pembelian, termasuk di segmen and purchasing decisions, including
premium. Meskipun tidak secara langsung in the premium segment. Although
bergantung pada segmen pasar menengah not directly dependent on the middle
ke bawah, tekanan ekonomi yang lebih to lower market segments, broader
luas tetap memberikan pengaruh terhadap economic pressures still affected demand,
2024 2025 permintaan, sehingga menjadi tantangan posing challenges for sales growth
bagi pertumbuhan penjualan dan and business development throughout
Penjualan BMW pengembangan bisnis sepanjang tahun. the year.
Astra (unit)
BMW Astra Sales Optimalisasi Operasional dan Operational Optimization and
(unit) Strategi Pemasaran yang Efektif Effective Marketing Strategy
Sepanjang tahun 2025, BMW Astra Throughout 2025, BMW Astra has focused
berfokus pada penguatan fundamental on solidifying its business fundamentals
bisnis melalui optimalisasi dan efisiensi through optimization and efficiency across
di seluruh lini operasional, termasuk all operational lines, including increased
peningkatan produktivitas melalui productivity through efficiency programs
program efisiensi serta penekanan biaya and a reduction in non-productive costs.
non-produktif. Di sisi pemasaran, BMW On the marketing side, BMW Astra
Astra konsisten memperkuat positioning consistently reinforced its positioning
dan kehadiran merek melalui inisiatif and brand presence through more
branding yang lebih terukur, efektif, measurable, effective, and cost-efficient
dan berbiaya efisien, antara lain melalui branding initiatives, including the use
pemanfaatan platform digital dan of digital platforms and sinergize with
melakukan sinergi dengan ekosistem Astra. the Astra ecosystem.
Pada saat yang sama, reputasi BMW dan At the same time, the widespread
Astra yang telah dikenal luas menjadi reputation of BMW and Astra became
modal penting bagi BMW Astra untuk an important asset for BMW Astra in
menjaga kepercayaan pelanggan sekaligus maintaining customer trust while opening
membuka peluang pertumbuhan up opportunities for sustainable growth in
berkelanjutan ke depan. the future.
Rencana 2026 2026 Plans
Walaupun kondisi perekonomian pada Although the economic conditions in 2026
tahun 2026 diproyeksikan stabil, tantangan are projected to be stable, the challenge of
kompetisi khususnya dari sejumlah merek competition, especially from a number of
otomotif Tiongkok yang semakin agresif increasingly aggressive Chinese automotive
memasuki Indonesia juga menjadi faktor brands entering Indonesia, is also a factor
yang harus terus dicermati. that must continue to be monitored.
Oleh karena itu, industri otomotif Therefore, the automotive industry must
harus tetap berhati-hati, responsif, remain cautious, responsive, adaptive,
adaptif, serta berfokus pada penguatan and focused on strengthening business
fundamental bisnis untuk menjaga fundamentals to maintain stable growth.
stabilitas pertumbuhan. Dengan tetap By continuing to rely on the strength of
mengandalkan kekuatan nama Astra dan the Astra and BMW brands, BMW Astra
BMW, BMW Astra akan terus berfokus will continue to focus on strengthening
pada penguatan portofolio produk, its product portfolio, improving
peningkatan layanan, pemanfaatan services, utilizing technology, and
teknologi, dan kolaborasi strategis. strategic collaboration.
158 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 161
Lexus Lexus Sales Operation (LSO) berperan Lexus Sales Operation (LSO) acts as sebagai salah satu dealer Lexus yang one of the Lexus dealers that provides memberikan dukungan kepada Toyota support to Toyota Astra Motor (TAM) Astra Motor (TAM) sebagai agen tunggal as the sole agent holding the brand pemegang merek untuk kegiatan for Lexus marketing, sales, and pemasaran dan penjualan serta layanan after-sales services. purnajual Lexus. Produk Products LSO memasarkan berbagai model mobil LSO markets various Lexus car models to Lexus untuk konsumen segmen premium premium segment consumers in Indonesia. di Indonesia. Dengan menampilkan By showcasing the unique and exclusive keunggulan daya tarik brand yang unik appeal of the brand, Lexus vehicles dan eksklusif, produk Lexus dirancang are designed to deliver an amazing untuk memberikan amazing experience driving experience. dalam berkendara. Pemasaran dan Marketing and Jaringan Layanan Service Network LSO menawarkan kenyamanan layanan LSO offers optimal integrated sales and penjualan dan purnajual terpadu yang after-sales services in the Jakarta area, optimal di daerah Jakarta, dilengkapi equipped with a variety of personalized dengan berbagai layanan yang personal services and retention programs. In dan program retention. Selain itu, addition, customers can also maximize ASTRA Laporan Tahunan 2025 Annual Report 159
Page 162
pelanggan juga dapat memaksimalkan their access to services with digital
akses pelayanan dengan solusi layanan solutions available through the Lexus
digital yang tersedia melalui Lexus Reach Reach App and the Lexus Official Website,
App, dan Lexus Official Website yang telah which features a digital catalog, digital
dilengkapi dengan katalog digital, aplikasi applications, and social media.
digital, dan media sosial.
• Garansi • Warranty
Garansi 3 tahun, 5 tahun bebas biaya 3-year warranty, 5 years of free maintenance
perawatan dan suku cadang, dan 8 tahun and parts, and an 8-year warranty on all
garansi seluruh baterai kendaraan Lexus electrified vehicle batteries.
elektrifikasi Lexus.
• Lexus 24-hour Concierge Center • Lexus 24-hour Concierge Center
Sebagai roadside assistance selama 24 jam. As roadside assistance for 24 hours.
• Lexus Mobile Concierge Service (LMCS) • Lexus Mobile Concierge Service (LMCS)
Layanan purnajual terpadu untuk membantu Integrated after-sales service to assist
pelanggan Lexus dalam memenuhi kebutuhan Lexus customers in meeting their vehicle
perawatan kendaraan. maintenance needs.
• Electrified Lexus Mobile Concierge • Electrified Lexus Mobile Concierge
Service (E-LMCS) Service (E-LMCS)
Layanan purnajual terpadu untuk membantu Integrated after-sales services to assist Lexus
pelanggan Lexus dalam memenuhi kebutuhan customers with emergency needs for electric
darurat kendaraan listrik. vehicles.
• Lexus Fast Response (L-FAST) • Lexus Fast Response (L-FAST)
Tim teknisi profesional menggunakan A team of professional technicians use
kendaraan roda dua yang selalu siap siaga two-wheeler vehicles that are always on
memberikan bantuan layanan darurat bagi standby to provide emergency assistance to
pelanggan Lexus. Lexus customers.
• Layanan khusus lainnya seperti • Other Special Services like
Lexus Parking Privilege dan Lexus Parking Privilege and
Charging Network Charging Network
Tersedia di seluruh dealer Lexus dan beberapa Available at all Lexus dealers and several
pusat perbelanjaan ternama di Jakarta, well-known shopping centers in Jakarta,
Bandung, dan Surabaya, serta brand space Bandung, and Surabaya, as well as the brand
yaitu IMMERSION by Lexus yang berada di space IMMERSION by Lexus located at Menara
Menara Astra, Sudirman. Astra, Sudirman.
• Lexus Sunday Privilege • Lexus Sunday Privilege
Tersedia selama waktu CFD di IMMERSION by Available during CFD hours at IMMERSION
Lexus, Menara Astra. Menyediakan makanan by Lexus, Menara Astra. Providing curated
dan minuman, kemudahan parkir, dan leisure refreshment, hassle-free parking, and relaxing
space yang eksklusif untuk pelanggan Lexus. leisure space exclusively for Lexus owners.
• Aero Concierge 2.0 • Aero Concierge 2.0
Sebuah layanan airport assistance A seamless airport assistance service,
yang dirancang khusus untuk pemilik exclusively for Lexus Owners at Terminal 3,
Lexus di Terminal 3 Soekarno-Hatta Soekarno-Hatta International Airport.
International Airport.
160 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 163
Kinerja 2025 2025 Performance 1,038
LSO fokus pada konsumen premium. LSO focuses on premium consumers.
Meski ketidakpastian ekonomi awal 2025 Although economic uncertainty in early
membuat pembelian mobil mewah banyak 2025 caused many luxury car purchases 603
tertunda, dan persaingan dari produsen to be delayed, and competition from
Tiongkok serta tren kendaraan listrik Chinese manufacturers as well as the trend
murni semakin ketat, LSO tetap menjaga toward pure electric vehicles became
kinerjanya melalui inovasi layanan, jaringan increasingly fierce, LSO maintained its
yang kuat, dan strategi pemasaran yang performance through service innovation,
adaptif. Lexus, dengan kekuatan di segmen a strong network, and adaptive marketing
Hybrid EV, berhasil mempertahankan strategies. Lexus, with its strength in 2024 2025
posisi sebagai pemain terbesar kedua di the Hybrid EV segment, has successfully
pasar mobil mewah. maintained its position as the second- Penjualan LSO
largest player in the luxury car market. (unit)
LSO Sales (unit)
Penghargaan 2025 Awards 2025
• Dealer of the Year for 2025 • Dealer of the Year for 2025
Lexus Indonesia Lexus Indonesia
Penguatan Operational Boosting Operational
Excellence dan Excellence and
Customer Experience Customer Experience
Agar dapat memberikan pelayanan yang In order to provide faster service and
lebih cepat dan menjadi pilihan utama become the consumer's first choice, in
konsumen, pada tahun 2025 LSO berfokus 2025 LSO has focused on strengthening
pada penguatan operational excellence dan operational excellence and customer
customer experience melalui penerapan experience through the implementation
Customer Loyalty Management (CLM) of solid Customer Loyalty Management
yang solid, dengan strategi retention yang (CLM), supported by a retention strategy
berfokus pada Making Luxury Personal focused on Making Luxury Personal (MLP),
(MLP), meningkatkan kapasitas layanan increasing after-sales service capacity in
purnajual di area Jakarta, serta memperluas the Jakarta area, and expanding the Lexus
armada Lexus Mobile Concierge Service Mobile Concierge Service (LMCS) fleet.
(LMCS). Penerapan operational excellence The implementation of operational
ini dibuktikan dengan award Dealer of The excellence was evidenced by LSO receiving
Year yang diperoleh LSO pada tahun 2025. the Dealer of the Year award in 2025.
Selain itu, sejalan dengan preferensi In addition, in line with consumer
konsumen ke arah kendaraan yang lebih preferences for more environmentally
ramah lingkungan, TAM terus memperkuat friendly vehicles, TAM has continued to
segmen Hybrid EV dengan meluncurkan strengthen its Hybrid EV segment by
dua mobil hybrid baru yaitu Lexus LX700h launching two new hybrid cars, the Lexus
dan LC500h. Lexus juga menghadirkan LX700h and LC500h. Lexus also introduced
Lexus RZ500e, yang menjadi mobil the Lexus RZ500e, the first Lexus Battery
berteknologi Battery Electric Vehicle (BEV) Electric Vehicle (BEV) in Indonesia,
ASTRA Laporan Tahunan 2025 Annual Report 161
Page 164
Lexus pertama di Indonesia, yang dibekali dengan equipped with revolutionary Steer-by-Wire (SBW)
teknologi revolusioner Steer-by-Wire (SBW), sehingga technology that delivers faster response, high precision,
menghasilkan respons yang lebih cepat, presisi tinggi, and smoother maneuvering.
dan manuver yang lebih halus.
Rencana 2026 2026 Plans
Meski kondisi ekonomi diperkirakan lebih stabil pada Although economic conditions are expected to be more
2026, kecenderungan konsumen premium untuk stable in 2026, the tendency of premium consumers to
menahan pembelian, serta persaingan agresif dari hold back on purchases, as well as aggressive competition
produsen Tiongkok, terutama di segmen kendaraan from Chinese manufacturers, especially in the electrified
elektrifikasi, tetap menjadi faktor yang perlu vehicle segment, remain factors that LSO needs to be
diwaspadai oleh LSO. Menghadapi hal ini, LSO akan wary of. Faced with this, LSO will continue to focus on
terus fokus menghadirkan inovasi produk dan layanan delivering product and service innovations that provide
yang akan memberikan personalized luxury experience a personalized luxury experience to customers, while
kepada customer, sekaligus menjaga efisiensi di seluruh maintaining efficiency across all operational processes.
proses operasional.
162
Page 165
Posisi pasar
yang kuat
Strong market
position
Di pasar sepeda
motor nasional
In the national
motorcycle market
Grup Sepeda Motor
Motorcycles Group
1,698
Jaringan Penjual
Sales Network
Sepeda Motor Honda
Honda Motorcycles
Astra dan Honda Motor Co., Ltd Astra and Honda Motor Co. established
mendirikan ventura bersama PT Astra
Honda Motor (AHM), untuk menjalankan
kegiatan produksi dan pemasaran
a joint venture, PT Astra Honda Motor
(AHM), to carry out the production and
marketing of Honda motorcycles to meet
3,657
sepeda motor Honda dalam memenuhi market demand in Indonesia and for export Jaringan
kebutuhan pasar di Indonesia dan ekspor ke to various countries. Bengkel Resmi
berbagai negara.
Astra Honda
Operasional bisnis penjualan, suku cadang, The operations of Honda motorcycle, Authorized Service
dan layanan purnajual sepeda motor Honda sales, spare parts, and after-sales services Station (AHASS)
di Indonesia didukung oleh jaringan main in Indonesia are supported by a network
dealer, termasuk yang dikelola langsung of main dealers, including those managed
oleh divisi operasional Astra yaitu Honda directly by Astra's operational division,
Sales Operation (HSO/Astra Motor). Honda Sales Operation (HSO/Astra Motor).
Produk
AHM menawarkan pilihan produk sepeda
Products
AHM offers a selection of Honda motorcycles
8,483
motor Honda yang mengedepankan that prioritize technological innovation, Gerai Suku
keunggulan inovasi teknologi, kualitas superior quality, high performance, cost
terbaik, performa tinggi, ekonomis dan, efficiency, and competitive prices across
Cadang
harga bersaing di berbagai segmen. Hingga various segments. By the end of 2025, there Spare Parts Outlets
akhir tahun 2025, terdapat 39 model motor are 39 Honda motorcycle models available
ASTRA Laporan Tahunan 2025 Annual Report 163
Page 166
Honda yang tersedia di Indonesia, dengan in Indonesia, including popular brands
merek populer seperti Honda Beat, Scoopy, such as Honda Beat, Scoopy, Vario, PCX
Vario, PCX dan Stylo. and Stylo.
Secara berkelanjutan, AHM berkomitmen AHM is committed to continuously
5.8 untuk memproduksi sepeda motor yang
menjadi solusi mobilitas yang produktif
dan ekonomis, namun juga menerapkan
producing motorcycles that are productive
and economical mobility solutions,
but also apply carbon neutral technology
Juta Unit Total teknologi berbasis carbon neutral yang that minimizes exhaust emissions and
Kapasitas semakin minim emisi gas buang dan irit saves fuel.
per Tahun bahan bakar.
Million Units Total
Annual Capacity
Meningkatkan Keselamatan Berkendara | Improving Driving Safety
AHM secara konsisten melakukan kampanye untuk meningkatkan kesadaran keselamatan
dalam berkendara melalui gerakan #cari_aman, yang diselenggarakan bersama-sama dengan
seluruh main dealer dan jaringan dealer.
Kegiatan yang dilakukan meliputi pelatihan Safety Riding di fasilitas AHM Safety Riding &
6 Training Center yang terbesar di kawasan ASEAN. Kegiatan Safety Riding ini juga mendapat
dukungan dari seluruh Main Dealer melalui pembangunan beberapa Safety Riding Center di
sejumlah lokasi regional.
Fasilitas Produksi
AHM consistently conducts campaigns to raise awareness of driving safety through the #cari_aman
Production Facilities movement, which is organized in collaboration with all main dealers and dealer networks.
Activities include Safety Riding training at AHM's Safety Riding & Training Center, the largest facility
of its kind in the ASEAN region. These Safety Riding activities are also supported by all Main Dealers
through the establishment of several Safety Riding Centers in various regional locations.
Fasilitas Produksi Production Facilities
AHM mengelola fasilitas produksi sepeda AHM manages motorcycle production
motor yang berlokasi di Sunter, Pegangsaan, facilities located in Sunter, Pegangsaan,
Cikarang, Karawang, dan Deltamas, Cikarang, Karawang, and Deltamas,
dengan proses smart manufacturing yang with integrated smart manufacturing
terintegrasi dan menerapkan teknologi 4.0. processes and the application of Industry
Fasilitas produksi AHM telah berstandar 4.0 technology. AHM's production
global yang didukung oleh inisiatif facilities meet global standards, supported
penyempurnaan proses, inovasi, dan nilai by continuous process improvement,
tambah yang berkesinambungan. innovation, and added value initiatives.
164 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 167
Pemasaran dan Marketing and
Jaringan Layanan Service Network
Strategi pemasaran AHM berpusat pada AHM's marketing strategy focuses on
manajemen distribusi yang
dalam memenuhi kebutuhan pasar yang
dinamis, dengan menerapkan jaringan
unggul excellent distribution management
to meet dynamic market needs, by
implementing an effective and efficient
145
yang efektif dan efisien serta memastikan network and ensuring products and
Outlet “Wing
ketersediaan produk dan suku cadang. spare parts availability. With a focus on Dealers” untuk
Dengan fokus pada penciptaan nilai tambah creating valuable added-value offerings Segmen Premium
yang bermanfaat untuk konsumen (value- for consumers, AHM, together with
added offerings), AHM bersama jaringan its sales network and ecosystem, is “Wing Dealers” Outlet
dan ekosistem penjualan, berkomitmen committed to providing competitive, for Premium Segment
memberikan produk, purnajual, suku relevant, and unique products, after-sales
cadang dan layanan yang kompetitif, services, spare parts, and services to meet
relevan, dan unik untuk mewujudkan consumer needs over time, based on the
kebutuhan konsumen dari waktu ke waktu “Satu HATI” value.
berlandaskan nilai “Satu HATI”.
Penghargaan 2025 Awards 2025 11
• Rookie of the Year, Medium Skutik • Rookie of the Year, Medium Skutik
125cc, High Skutik 150-175cc, High 125cc, High Skutik 150–175cc, High
Outlet “Big
Retro Skutik, Sport Naked 150cc Retro Skutik, Sport Naked 150cc Wing” untuk
Otomotif Award Otomotif Award Motor Besar
• Motorcycle of the Year, The Best Value • Motorcycle of the Year, The Best Value “Big Wing” Outlets
AT Scooter & Retro 110-125cc, The Best AT Scooter & Retro 110–125cc, The Best for Big Motorcycles
Medium AT Scooter 125cc, The Best Medium AT Scooter 125cc, The Best
Large AT Scooter & Retro 150-160cc Large AT Scooter & Retro 150–160cc
Gridoto Award Gridoto Award
• Best Scooter, Best Touring, Best Booth • Best Scooter, Best Touring, Best Booth
Motorcycle, Pemenang Motor Terbaik Motorcycle
Indonesia International Motor Show Indonesia International Motor Show
• Best Public Relations for Automotive • Best Public Relations for Automotive
Motorku X
Category Category Aplikasi layanan
• Indonesia Best Workplace Awards for • Indonesia Best Workplace Awards for sepeda motor
Inclusive Culture and Passion Inclusive Culture and Passion Honda yang
• Industri Pendukung Keterserapan • Supporting Industry for Vocational School menyediakan
Lulusan SMK (SMK) Graduate Employment Absorption berbagai informasi
produk motor
dan suku cadang
atau pemesanan
layanan servis
di AHASS
A Honda motorcycle
service application
that provides various
information on
motorcycle products
and spare parts,
as well as service
reservations at AHASS
ASTRA Laporan Tahunan 2025 Annual Report 165
Page 168
4,939 4,979 Kinerja 2025 2025 Performance
Pertumbuhan otomotif roda dua The growth of the two-wheeler
dan kinerja AHM pada tahun 2025 automotive sector and AHM's performance
cenderung stabil, didukung oleh kondisi in 2025 tended to be stable, supported
perekonomian nasional yang mulai by the national economy, which began
membaik di semester kedua. Daya beli to improve in the second half of the
konsumen otomotif roda dua tetap terjaga year. The purchasing power of two-
berkat membaiknya industri komoditas, wheeler automotive consumers remained
2024 2025 pertanian, dan manufaktur, serta didukung stable thanks to the improvement
oleh stimulus pemerintah. in the commodities, agriculture, and
Volume Penjualan manufacturing industries, as well as
Domestik supported by government stimulus.
(ribu unit)
Namun demikian, pada tahun 2025 AHM However, in 2025, AHM still faced
Domestic Sales tetap menghadapi tantangan, termasuk challenges, including additional tax for
Volume (thousand unit) kebijakan opsen pajak kendaraan bermotor vehicle (opsen) in several provinces that
di beberapa provinsi yang berpotensi had the potential to affect purchasing
memengaruhi daya beli, serta fluktuasi power, as well as fluctuations in raw
223 biaya bahan baku yang dipengaruhi oleh material costs influenced by global
200 kondisi geopolitik global dan berdampak geopolitical conditions and impacting the
pada rantai pasok. supply chain.
Di tengah tantangan yang ada, pada 2025 Amid these challenges, in 2025 AHM
AHM kembali dapat mempertahankan has once again been able to maintain
kepemimpinan, mencerminkan keunggulan its leadership, reflecting AHM's
kompetitif dan keberhasilan AHM dalam competitive advantage and success
menjadikan sepeda motor Honda sebagai in making Honda motorcycles the top
2024 2025
top of mind masyarakat Indonesia. of mind for the Indonesian people.
Volume Profitabilitas juga tetap terjaga, Profitability has also been maintained,
didukung oleh optimalisasi komposisi supported by product mix optimization,
Penjualan Ekspor produk, pertumbuhan penjualan suku growth in spare parts sales, increased
CBU (ribu unit) cadang, peningkatan ekspor, dan program- exports, and cost efficiency programs.
program efisiensi biaya.
CBU Export Sales
Volume (thousand unit)
Mempertahankan Daya Saing Maintaining Competitive
dan Kepemimpinan Pasar Edge and Market Leadership
962
870 Agar dapat terus mempertahankan In order to maintain its market leadership,
kepemimpinan pasar, AHM memperkuat AHM has bolstered its manufacturing
produktivitas manufaktur dan supply productivity and supply chain resilience
chain resilience melalui penerapan digital through the implementation of digital
manufacturing 4.0, untuk menjaga daya manufacturing 4.0, thereby ensuring its
saing dan mendukung transisi menuju competitiveness and paving the way for a
bisnis yang lebih ramah karbon. transition to a more carbon-friendly business.
2024 2025 Di sisi produk dan pemasaran, AHM terus In terms of products and marketing, AHM
menghadirkan produk bernilai ekonomis has continued to offer economical products
Volume dengan kualitas tinggi, efisiensi konsumsi that are high in quality, fuel efficient, and
Penjualan Ekspor bahan bakar, serta biaya perawatan affordable to maintain. In addition, AHM
yang lebih terjangkau. Selain itu, AHM has enhanced the value of its products
CKD (ribu unit) memperkuat keunggulan nilai produk and services by forging partnerships
CKD Export Sales dan layanan melalui penguatan kemitraan with distribution networks and financing
Volume (thousand unit) dengan jaringan distribusi dan perusahaan companies to provide more accessible
pembiayaan untuk menghadirkan solusi solutions. AHM has also continued to
yang lebih mudah diakses. AHM juga improve its after-sales service, expand its
Sumber: Kementerian Perindustrian
Source: The Ministry of Industry
166 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 169
terus meningkatkan layanan purnajual, memperluas distribution network, and promote digitalization to jaringan distribusi, serta mendorong digitalisasi improve customer convenience and experience. untuk meningkatkan kenyamanan dan pengalaman pelanggan. Menjaga Relevansi dengan Konsumen Maintaining Relevance with Consumers Pulau Jawa masih menjadi pasar utama sepeda motor Java Island has remained Honda's main motorcycle Honda. Meski demikian, AHM melihat peluang market. However, AHM has seen growth opportunities pertumbuhan dari meningkatnya aktivitas ekonomi from increased economic activity outside Java di luar Pulau Jawa. Untuk memaksimalkan potensi Island. To maximize this potential, AHM, together tersebut, AHM bersama HSO dan main dealer lainnya with HSO and other main dealers, has reinforced memperkuat jaringan distribusi, layanan, strategi its distribution network, services, marketing pemasaran, dan produk berbasis pemahaman lokal dan strategies, and products based on local understanding dinamika di setiap wilayah. Pendekatan ini menjaga and dynamics in each region. This approach has pertumbuhan bisnis AHM secara nasional, sekaligus maintained AHM's national business growth memperbesar kontribusi AHM terhadap pembangunan while increasing AHM's contribution to regional ekonomi daerah. economic development. AHM juga melihat pentingnya mendekati populasi usia AHM has also recognized the importance of reaching muda produktif seperti Gen Z, guna menjaga permintaan out to the productive young population, such as Gen Z, pada segmen entry-level. Untuk menarik generasi in order to maintain demand in the entry-level segment. tersebut, AHM menerapkan strategi pemasaran yang To attract this generation, AHM has implemented a menggabungkan inovasi digital dan gaya hidup yang marketing strategy that combines digital innovation sesuai dengan aspirasi Gen Z, dengan mengoptimalkan and a lifestyle that matches the aspirations of Gen Z, by content creator serta format konten video yang dapat optimizing content creators and video content formats didistribusikan melalui platform media sosial seperti that can be distributed through social media platforms Instagram, TikTok, dan YouTube. such as Instagram, TikTok, and YouTube. Melihat pentingnya nilai sosial produk bagi Gen Z, AHM Recognizing the importance of a product's social value menjawab kebutuhan tersebut melalui produk dengan to Gen Z, AHM has addressed this need through products teknologi ramah lingkungan yang hemat bahan bakar featuring environmentally friendly technology that is dan memiliki emisi rendah. Dengan memahami karakter fuel-efficient and has low emissions. By understanding unik Gen Z, Honda berhasil mempertahankan posisi Gen Z's unique characteristics, Honda has successfully sebagai merek motor terdepan di Indonesia termasuk di maintained its position as the leading motorcycle brand kalangan generasi muda. in Indonesia, including among the younger generation. Rencana 2026 2026 Plans AHM meyakini bisnis otomotif roda dua masih AHM believes that the two-wheeler automotive akan tetap prospektif pada 2026, didukung oleh business will remain promising in 2026, supported by pertumbuhan ekonomi domestik, populasi usia muda domestic economic growth, a large productive young produktif yang besar, dan aktivitas pembangunan population, and regional development activities. daerah. Segmen skuter matik (skutik) masih akan The automatic scooter (skutik) segment will remain dominan, sementara adopsi motor listrik akan berjalan dominant, while the adoption of electric motorcycles bertahap dalam jangka panjang. Namun demikian, will proceed gradually in the long term. However, terdapat berbagai risiko yang perlu terus dicermati, various risks need to continue to be monitored, including termasuk ketidakpastian geopolitik global yang masih ongoing global geopolitical uncertainties in 2026. berlanjut pada tahun 2026. Ke depannya, AHM melihat peluang pertumbuhan Looking ahead, AHM sees new growth opportunities baru dari kebutuhan mobilitas produktif di berbagai from the need for productive mobility in various sektor, termasuk sektor logistik, Usaha Mikro Kecil sectors, including logistics, Micro, Small and Medium dan Menengah (UMKM) dan pertanian. Untuk dapat Enterprises (MSMEs), and agriculture. To capitalize on memanfaatkan peluang tersebut, AHM akan terus these opportunities, AHM will continue to focus on berfokus pada inovasi produk, dan melakukan sinergi product innovation and implement sinergy with the dengan ekosistem Astra. Astra ecosystem. ASTRA Laporan Tahunan 2025 Annual Report 167
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49
Perusahaan
yang terdiri dari:
Companies
consisting of:
14
Anak Perusahaan
Terkonsolidasi
Consolidated
Subsidiaries
Produsen dan Penjual
20
Ventura Bersama Komponen Otomotif
dan Entitas
Asosiasi Automotive Component Manufacturer and Trader
Joint Ventures and
Associated Entities
Astra Otoparts
15 PT Astra Otoparts Tbk (AOP) adalah anak PT Astra Otoparts Tbk (AOP) is an Astra
Entitas Investasi usaha Astra yang bergerak di bidang subsidiary company that engages in the
produksi dan distribusi suku cadang production and distribution of spare parts
Tidak Langsung
kendaraan bermotor roda dua dan roda for two-wheeler and four-wheeler motor
Indirect Investment empat, dengan segmen pasar terbesar vehicles, with the largest market segment
Entities pasar pabrikan otomotif atau Original being the automotive manufacturer market
Equipment for Manufacturer (OEM) or Original Equipment for Manufacturer
dan pasar suku cadang pengganti atau (OEM) and the replacement parts market
Replacement Market (REM). or Replacement Market (REM).
Bergerak di dua segmen bisnis: Operating in two business segments:
6 • Manufaktur
• Perdagangan
• Manufacturing
• Trade
Unit Bisnis Di segmen manufaktur, AOP merupakan In the manufacturing segment, AOP
pemasok utama bagi OEM yang is the main supplier for OEMs that
Business Units
menjalankan kegiatan manufaktur manufacture motor vehicles in Indonesia.
kendaraan bermotor di Indonesia. Selain In addition to meeting domestic
memenuhi kebutuhan domestik, AOP demand, AOP also exports to serve
juga melakukan ekspor untuk melayani the needs of OEMs in the region and
kebutuhan OEM di kawasan regional, serta has established production facilities,
membangun fasilitas produksi, seperti including one automotive component
satu perusahaan komponen otomotif di company in China, two in Vietnam, and
China, dua di Vietnam, dan dua di Filipina. two in the Philippines. Meanwhile, in
Sementara di segmen perdagangan, the trading segment, AOP serves more
168
Page 171
AOP melayani lebih dari 15.000 retailer, than 15,000 retailers, has 654 outlets
memiliki 654 outlet di seluruh Indonesia, throughout Indonesia, and exports
serta mengekspor produk ke lebih dari products to more than 50 countries.
65
50 negara.
Produk Products
Unit Astra
AOP melayani kebutuhan produk AOP serves the needs for components Otopower di:
komponen dan suku cadang untuk and spare parts for two-wheeler and four-
kendaraan bermotor roda dua, roda wheeler motor vehicles, as well as Units Astra
empat, hingga kendaraan niaga, baik commercial vehicles, both for ICE and xEV Otopower in:
57
untuk kendaraan ICE maupun xEV, dengan vehicles, with a product portfolio that
portofolio produk seperti electrical, includes electrical, engine, body, chassis,
engine, body dan chassis, tyre, serta power tires, and power train. Well-known Astra
train. Brand ternama Astra Otoparts Otoparts brands can be easily found Lokasi
dapat ditemui dengan mudah di seluruh throughout Indonesia, namely GS, Aspira,
Indonesia, yaitu GS, Aspira, Aspira Premio, Aspira Premio, Aspira Exposio, KYB, KYB Locations
Aspira Exposio, KYB, KYB Zeto, Federal, Zeto, Federal, Incoe, Ulti X, FIM, Akebono
Incoe, Ulti X, FIM, Akebono Brake, Pirelli, Brake, Pirelli, Shell Helix Astra, and
Shell Helix Astra, dan brand lainnya, other brands, some of which have been
di mana beberapa di antaranya telah distributed internationally.
terdistribusi hingga ke mancanegara.
• Indonesia • Indonesia
≥ 30
- Sepeda Motor: Honda, Yamaha, - Motorcycles: Honda, Yamaha, Suzuki, Jenis Alat
Suzuki, Kawasaki, TVS, EMI, United, Kawasaki, TVS, EMI, United, Polytron, Kesehatan
Polytron, dan lain-lain. etc.
Diproduksi
- Kendaraan Penumpang dan - Passenger and Commercial Vehicles:
Komersial: Toyota, Lexus, Daihatsu, Toyota, Lexus, Daihatsu, Isuzu,
Hingga Akhir 2025
Isuzu, UD Trucks, Honda, Nissan, UD Trucks, Honda, Nissan, Suzuki, Types of Health
Suzuki, Mitsubishi, Hyundai, Wuling, Mitsubishi, Hyundai, Wuling, Hino, Equipment are
Hino, Daimler Truck, dan lain-lain. Daimler Truck, etc.
Produced Until the
• Regional • Regional End of 2025
Honda Thailand, Honda Philippines, Honda Thailand, Honda Philippines,
Honda Vietnam, Yamaha Vietnam, Honda Vietnam, Yamaha Vietnam, JARINGAN PENJUALAN
Perodua Malaysia, Suzuki Thailand, Perodua Malaysia, Suzuki Thailand, NASIONAL
Volvo Thailand, dan lain-lain. Volvo Thailand, etc. NATIONAL SALES NETWORK
Diversifikasi Produk Product Diversification
Sejalan dengan tren industri otomotif In line with the trend of electrification in
berbasis elektrifikasi dan
mendukung ekosistem mobilitas yang
untuk
ramah lingkungan, AOP telah menyediakan
the automotive industry and to support
an environmentally friendly mobility
ecosystem, AOP has provided charging
27
infrastruktur pengisian daya Kendaraan infrastructure for Battery Electric Vehicles Kantor Penjualan
Bermotor Listrik Berbasis Baterai (KBLBB) (BEVs) in various locations in Indonesia,
Sales Offices
di berbagai lokasi di Indonesia, yang with the number continuing to increase
hingga akhir tahun 2025 jumlahnya until the end of 2025.
terus meningkat.
Memanfaatkan kapabilitas manufaktur Leveraging its strong manufacturing
dan distribusi yang kuat, AOP terus
mengakselerasi diversifikasi bisnis non-
otomotif dan meningkatkan kontribusi
and distribution capabilities, AOP
continues to accelerate the diversification
of its non-automotive businesses and
49
Dealer Utama
Main Dealers
ASTRA Laporan Tahunan 2025 Annual Report 169
Page 172
JARINGAN RITEL bagi pengembangan industri kesehatan increase its contribution to the
RETAIL NETWORK nasional dengan memproduksi produk development of the national healthcare
unggulan seperti Ultrasonografi 4D industry by producing leading products
(USG 4D), Blood Pressure Monitor, Patient such as 4D Ultrasound (4D USG), Blood
Monitor 7 Parameter, Electrocardiography Pressure Monitors, 7-Parameter Patient
(ECG) 12 Channel, Digital Column Scale Monitors, 12-Channel Electrocardiography
with Digital Height Measurement, (ECG) 12 Channel, Digital Column Scale
Digital Flat Scale & Digital Baby Scale, dan with Digital Height Measurement, Digital
408 lain-lain. Flat Scale & Digital Baby Scale, and others.
Outlet Fasilitas Produksi Production Facilities
Shop & Drive AOP berkomitmen menerapkan teknologi AOP is committed to implementing
Shop & Drive Outlets canggih dan perencanaan kapasitas advanced technology and production
produksi untuk mencapai tingkat capacity planning to achieve optimal
produktivitas dan struktur biaya yang productivity and cost structures. To support
optimal. Untuk mendukung keunggulan operational excellence and product
operasional dan pengembangan produk, development, AOP is supported by the
AOP didukung oleh dua divisi berikut: following two divisions:
1. Divisi Workshop for Industrial 1. Workshop for Industrial Equipment
7 Equipment (Winteq)
Peran: unit bisnis penyedia solusi
(Winteq) Division
Role: a business unit providing digital
Outlet Super digital, otomasi, dan rekayasa industri solutions, automation, and industrial
yang berfungsi untuk mendukung engineering that serves to support
Shop & Drive transformasi manufaktur melalui manufacturing transformation through
Super Shop & Drive implementasi Manufacturing Execution the implementation of Manufacturing
Outlets System (MES), Computerized Maintenance Execution System (MES), Computerized
Management System (CMMS), factory Maintenance Management System
simulation, industrial automation, energy (CMMS), factory simulation, industrial
management, dan solusi Industry 4.0 di automation, energy management, and
lingkungan AOP dan pelanggan eksternal. Industry 4.0 solutions within AOP and
external customers.
2. Divisi Engineering Development 2. Engineering Development Center
89 Center (EDC)
Peran: unit bisnis layanan engineering
(EDC) Division
Role: engineering services and technology
dan pengembangan teknologi yang development business unit that designs
Outlet
berfungsi untuk mendesain dan and develops products, conducts
Shop & Bike pengembangan produk, pengujian testing and validation, performs
Shop & Bike Outlets dan validasi, simulasi engineering/ engineering simulation/Computer-
Computer-Aided Engineering (CAE), Aided Engineering (CAE), manufactures
pembuatan dies & mold, serta dies & molds, and provides technical
dukungan teknis dan inovasi produk support and product innovation for all
bagi seluruh bisnis AOP. AOP businesses.
40
Outlet Astra
Otoservice
Astra Otoservice
170 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 173
Pemasaran dan Marketing and Outlets
Jaringan Layanan Service Network JARINGAN RITEL
RETAIL NETWORK
AOP memiliki jalur distribusi yang luas dan AOP has a wide and evenly distributed
tersebar merata di seluruh Indonesia. Di distribution channel throughout
pasar replacement market pada segmen Indonesia. In the replacement market in
perdagangan, AOP melayani lebih dari the trade segment, AOP serves more than
15.000 toko pengecer dan mengelola 15,000 retail stores and manages a modern
jaringan retail modern di seluruh Indonesia retail network throughout Indonesia
melalui Shop & Drive, Super Shop &
Drive, Astra Otoservice, Shop & Bike,
through Shop & Drive, Super Shop &
Drive, Astra Otoservice, Shop & Bike, 110
dan Motoquick. and Motoquick.
Outlet Motoquick
Sebagai penyedia one-stop automotive As a provider of one-stop automotive & Aspira
solution, AOP juga terus mengembangkan solutions, AOP also continues to
Motoquick
platform layanan belanja digital bernama develop a digital shopping platform
Astraotoshop.com sebagai bagian dari called Astraotoshop.com as part of Motoquick & Aspira
pendekatan omnichannel untuk melayani its omnichannel approach to serving Motoquick Outlets
pelanggan B2B dan B2C. Platform ini B2B and B2C customers. This platform
dilengkapi dengan berbagai fitur, termasuk is equipped with various features,
opsi pembayaran yang fleksibel serta including flexible payment options and
pelacakan pengiriman, guna mendukung delivery tracking, to support a seamless
pengalaman pelanggan yang seamless. customer experience.
Cakupan Area Layanan Service Area Coverage 65
Area layanan AOP mencakup Jawa, The service area coverage of AOP are Unit Astra
Sumatra, Bali, Kalimantan, Sulawesi, Jawa, Sumatra, Bali, Kalimantan, Sulawesi,
Maluku, dan Papua. Selain itu, untuk Maluku, dan Papua. and Papua. In adition,
Otopower,
memperkuat kehadiran di pasar global, to strengthen its presence in the global di 57 lokasi
AOP juga telah mengekspor produk hingga market, AOP has also exported products to
Units of Astra
ke 50 negara, terutama di kawasan Asia dan 50 countries, primarily in Asia and Africa,
Afrika, dan berencana terus menambah and plans to continue to add new export
Otopower
jumlah negara tujuan ekspor baru hingga destinations to this day. in 57 locations
hari ini.
> 500 ribu
thousand
Pengguna
Platform
AstraOtoshop
B2C
Users of
AstraOtoshop
Platform B2C
ASTRA Laporan Tahunan 2025 Annual Report 171
Page 174
19.9 Kinerja 2025 2025 Performance
19.1
Di tengah dinamika industri otomotif Amid the dynamic conditions of the national
nasional, pada tahun 2025 AOP mampu automotive industry, in 2025 AOP recorded
mencatat pertumbuhan kinerja yang performance growth that reached its
mencapai rekor tertinggi dalam empat highest level for four consecutive years.
tahun berturut-turut. Pencapaian This achievement was driven by stronger
tersebut didorong oleh penetrasi pasar, market penetration, expansion of the
penambahan portofolio produk (termasuk product portfolio (including electrification
komponen elektrifikasi), dan peningkatan components), as well as continuous
2024 2025
kinerja operasional secara berkelanjutan, improvements in operational performance,
yang sekaligus mencerminkan resiliensi reflecting its business resilience and strong
Pendapatan bisnis dan kekuatan fundamental dalam fundamentals in sustaining its performance.
(triliun Rupiah)
menjaga kinerja.
Revenue
(trillion Rupiah) Penghargaan 2025 Awards 2025
• Kehati ESG Award 2025 • Kehati ESG Award 2025
2.2 Emiten dengan Prinsip Keberlanjutan Terbaik Issuer with the Best Sustainability Principles
2.0
• Top 50 Mid Capitalization Company • Top 50 Mid Capitalization Company
The 16 IICD Corporate Governance Award
th
The 16th IICD Corporate Governance Award
• Primaniyarta Award 2025 • Primaniyarta Award 2025
Untuk eksportir produk manufaktur For manufacturing products exporter
Mengoptimalkan Core Business
Core Business Optimization
Demi mengoptimalkan core business In order to optimize its core business
2024 2025 dan memperkuat daya saing, AOP secara and strengthen its competitiveness,
konsisten mengimplementasikan strategi AOP consistently implements its LEAP
Laba Bersih LEAP dengan fokus inisiatif strategis strategy with a focus on the following
(triliun Rupiah) sebagai berikut: strategic initiatives:
Net Income 1. Mempertahankan posisi sebagai 1. Maintain its position as market leader
(trillion Rupiah) pemimpin pasar dengan memperkuat by strengthening its omnichannel and
strategi omnichannel dan ekspor, serta export strategies, as well as seeking to
mengupayakan peningkatan porsi grow the share of business from existing
bisnis dari pelanggan yang sudah ada customers and supply to new OEMs,
dan pasokan ke OEM baru termasuk di including in regional markets.
pasar regional.
2. Meningkatkan operational excellence 2. Improving operational excellence and
dan implementasi digital, termasuk digital implementation, including
optimalisasi strategi omnichannel optimizing the omnichannel strategy
melalui platform AstraOtoshop.com, through the AstraOtoshop.com
untuk memperkuat bisnis perdagangan. platform, to strengthen the trading
Pada segmen manufaktur melalui business. In the manufacturing segment,
penerapan Industry 4.0, peningkatan through the application of Industry 4.0,
upaya QCD level, serta pelaksanaan increasing QCD level efforts, and
berbagai inisiatif ESG yang sesuai dengan implementing various ESG initiatives in
kebutuhan bisnis demi memastikan line with business needs to ensure future
keberlanjutan bisnis ke depannya. business sustainability.
172 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 175
3. Mempercepat pengembangan produk dan 3. Accelerating product development and improving meningkatkan engineering capability untuk engineering capabilities to strengthen the component memperkuat portofolio komponen dari ICE hingga portfolio from ICE to electrification as a form of elektrifikasi sebagai bentuk adaptasi terhadap adaptation to automotive technology developments. perkembangan teknologi otomotif. AOP juga AOP is also developing diversification opportunities mengembangkan peluang diversifikasi ke sektor lain. into other sectors. 4. Memperkuat organisasi dan kesiapan Sumber Daya 4. Strengthening the organization and readiness of Manusia (SDM) agar selaras dengan kebutuhan bisnis human resources (HR) to align with business needs dan perkembangan teknologi. and technological developments. Sepanjang tahun 2025, AOP terus memperkuat brand Throughout 2025, AOP will continue to strengthen its equity melalui peningkatan kualitas dan inovasi produk brand equity through product quality and innovation hingga pemasaran terpadu khususnya di merek unggulan improvements and integrated marketing, particularly seperti GS Astra dan Aspira. AOP juga meningkatkan for leading brands such as GS Astra and Aspira. AOP will jaringan penjualan, distribusi, dan layanan purnajual, also expand its sales, distribution, and after-sales service dengan menambah 51 outlet baru di berbagai wilayah networks by adding 51 new outlets in various regions di Indonesia. in Indonesia. Mendorong Inovasi, Meningkatkan Kapasitas Encouraging Innovation, Improving Capacity Sejalan dengan arah industri otomotif yang menuju In line with the automotive industry's shift towards elektrifikasi, hingga 2025 AOP terus berinovasi pada electrification, AOP will continue to innovate in xEV komponen kendaraan xEV seperti hose cooling vehicle components such as hose cooling inverters & inverter & motor, hybrid damper, hingga battery motors, hybrid dampers, and battery cases that support case yang mendukung sistem pendinginan dan the cooling system and performance of electric vehicles performa kendaraan listrik. Selain itu, perusahaan until 2025. In addition, the company is also exploring juga menjajaki diversifikasi produk ke sektor lain product diversification into other sectors such as heavy seperti komponen alat berat, pertambangan, equipment, mining, and other industries. dan industri lainnya. Untuk mendukung berbagai rencana ke depan, di tahun To support its future plans, in 2025 AOP will make 2025 AOP melakukan berbagai investasi strategis seperti various strategic investments, such as automation and otomasi dan modernisasi peralatan produksi agar dapat modernization of production equipment, in order to meningkatkan produktivitas dan efisiensi energi. increase productivity and energy efficiency. AOP juga menambah kapasitas produksi, salah AOP is also increasing its production capacity, one of satunya dengan membangun pabrik baru di Filipina which is by building new factories in the Philippines, yaitu Astra Otoparts Philippines, Inc (AOPP) dan Astra namely Astra Otoparts Philippines, Inc (AOPP) and Visteon Philippines, Inc (AVP) sebagai bagian dari Astra Visteon Philippines, Inc (AVP) as part of its ekspansi regional. regiona expansion. ASTRA Laporan Tahunan 2025 Annual Report 173
Page 176
Rencana 2026 2026 Plans
Prospek bisnis AOP pada 2026 diperkirakan akan AOP's business prospects for 2026 are expected
bertumbuh, didorong oleh pergerakan sektor otomotif to grow, driven by movements in the national and
nasional dan regional, pengembangan kendaraan regional automotive sectors, the development of
listrik, serta permintaan dari pasar suku cadang. Namun electric vehicles, and demand from the aftermarket.
demikian, terdapat berbagai risiko yang perlu terus However, various risks remain to be closely monitored,
dipantau, termasuk kondisi geopolitik global yang including dynamic global geopolitical conditions with
dinamis dan berpotensi memengaruhi kinerja industri. implications for industry performance.
Agar dapat terus relevan dengan kebutuhan pasar, In order to remain relevant to market needs, AOP will
AOP akan memperkuat kapabilitas engineering dan strengthen its engineering capabilities and expand its
memperluas kolaborasi dengan prinsipal global, dengan collaboration with global principals, while continuing
tetap melanjutkan strategi efisiensi, otomasi dan its efficiency, automation, and digitization strategies
digitalisasi guna mencapai produktivitas yang lebih to achieve higher productivity. The company will
tinggi. Perusahaan juga akan terus mengeksplorasi also continue to explore non-automotive business
peluang bisnis non otom`otif termasuk di sektor opportunities, including in the healthcare sector,
kesehatan, komponen alat berat, dan solusi industri heavy equipment components, and technology-based
berbasis teknologi. industrial solutions.
Pada segmen pasar suku cadang, AOP akan memperkuat In the aftermarket segment, AOP will strengthen
strategi omnichannel dan memperluas jaringan modern its omnichannel strategy and expand its modern
retail agar produk semakin mudah diakses oleh retail network to make products more accessible to
konsumen, termasuk juga meningkatkan customer consumers, including enhancing customer engagement.
engagement. Selain itu, AOP akan memperluas pasar Additionally, AOP will expand its export markets by
ekspor dengan menambah tujuan negara baru. adding new destination countries.
174 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 177
Produk dan Jasa Lainnya Other Products and Services AstraWorld AstraWorld adalah unit bisnis pendukung AstraWorld is a support business unit that untuk memaksimalkan tingkat kepuasan aims to maximize customer satisfaction dan loyalitas pelanggan. Dengan konsep and loyalty. With its shared services shared services operation, Astraworld operation concept, AstraWorld provides memberikan manfaat efisiensi biaya dan cost efficiency and excellence in consumer keunggulan dalam hal layanan pendukung support services, acting as an emergency konsumen, baik sebagai sentra bantuan assistance center, a communication darurat, pusat komunikasi yang mengelola hub that manages product-related informasi terkait produk, program promosi information, promotional and marketing dan pemasaran, hingga menampung programs, and a platform for gathering suara konsumen. consumer feedback. Layanan Services AstraWorld menyediakan dua layanan AstraWorld provides two business services, bisnis, yaitu: namely: • Emergency Roadside Assistance (ERA) • Emergency Roadside Assistance (ERA) Layanan darurat untuk membantu mobil- Emergency services to assist Astra brand mobil merek Astra yaitu Toyota, Daihatsu, vehicles, namely Toyota, Daihatsu, Isuzu, Isuzu, dan BMW yang mengalami kendala and BMW, that experience problems or atau situasi darurat di jalan, seperti mogok, emergencies on the road, such as breakdowns, kunci tertinggal di dalam mobil, ban kempes, keys left inside the car, flat tires, and so on. dan sebagainya. ASTRA Laporan Tahunan 2025 Annual Report 175
Page 178
Layanan ini diberikan gratis sesuai syarat dan This service is provided free of charge in
ketentuan selama lima tahun sejak pembelian accordance with the terms and conditions
bagi kendaraan anggota AstraWorld atau for five years from the date of purchase
yang dibeli melalui dealer Astra. for AstraWorld member vehicles or those
purchased through Astra dealers.
Pelanggan dapat menghubungi ERA secara Customers can quickly contact ERA via
cepat melalui WhatsApp. WhatsApp.
Pemilik mobil dapat memperpanjang Car owners can extend their service
manfaat layanan dengan harga yang benefits at an affordable price through
terjangkau melalui program Emergency the Emergency Assistance Services (ESVI)
Assistance Services (ESVI) yang tersedia bagi program, which is available for vehicles
kendaraan dengan rentang usia lima hingga between five and ten years old.
sepuluh tahun.
• Contact Center • Contact Center
AstraWorld menawarkan fleksibilitas solusi AstraWorld offers flexible contact center
contact center dengan keunggulan sarana solutions with the advantage of omnichannel
omnichannel atau akses yang terintegrasi capabilities or integrated access between
antar channel untuk menjawab kebutuhan channels to respond to customer needs.
para pelanggan.
176 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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AstraWorld juga berperan sebagai mitra AstraWorld also acts as a partner in pelaksana program Customer Relationship implementing Astra's Customer Relationship Management (CRM) bagi Astra, seperti Management (CRM) program, such as melaksanakan survei pelanggan dan berbagai conducting customer surveys and various aktivitas lainnya dalam rangka mendapatkan other activities to obtain feedback. umpan balik. WhatsApp AstraWorld Roadside Assistance (ARA) 0895 38 1500 898 Roadside assistance 24-hours 1500898 Contact Center Telepon | Phone: 1 500 598 E-mail: customerservice@astraworld.com ASTRA Laporan Tahunan 2025 Annual Report 177
Page 180
Kinerja 2025 2025 Performance
Pada tahun 2025, AstraWorld mencatat kinerja yang In 2025, AstraWorld recorded positive performance,
positif, dengan peningkatan operasional extended with an increase in extended ERA operations and the
ERA dan penambahan jangkauan ke empat area baru addition of coverage to four new areas, namely Kisaran,
yaitu Kisaran, Jambi, Magelang, dan Batam. Kualitas Jambi, Magelang, and Batam. Service quality also
layanan juga terus membaik, dengan pencapaian continued to improve, with the Customer Satisfaction
Customer Satisfaction Score (CSAT) meningkat dari Score (CSAT) increasing compared to the previous year.
tahun sebelumnya.
Penguatan Layanan Service Strengthening
AstraWorld terus melakukan penguatan layanan AstraWorld continues to strengthen its services
melalui: through:
1. Peningkatan kualitas operasional dan standar layanan; 1. Enhancing operational quality and service standards;
2. Penguatan hubungan dengan pelanggan dan mitra 2. Strengthening relationships with customers and
bisnis; business partners;
3. Pengembangan layanan yang berorientasi pada 3. Developing services that are oriented toward
kebutuhan pelanggan; dan customer needs; and
4. Peningkatan kapabilitas sumber daya serta proses kerja. 4. Improving resource capabilities and work processes.
Upaya tersebut didukung oleh pengembangan sistem These efforts are supported by system development and
dan integrasi layanan guna meningkatkan efektivitas service integration to enhance operational effectiveness
operasional dan kualitas pengalaman pelanggan. and the quality of the customer experience.
Rencana 2026 2026 Plans
Seiring dengan perkembangan kebutuhan layanan In line with evolving customer service needs and digital
pelanggan dan akselerasi digital, AstraWorld akan terus acceleration, AstraWorld will continue to strengthen its
memperkuat kapabilitas layanan berbasis teknologi technology- and data-driven service capabilities.
dan data.
Ke depan, AstraWorld akan berfokus pada: Going forward, AstraWorld will focus on:
• Penguatan layanan berbasis digital; • Strengthening digital-based services;
• Peningkatan kualitas customer experience; • Enhancing customer experience quality;
• Penguatan hubungan dan retensi pelanggan; serta • Strengthening customer relationships and retention;
and
• Optimalisasi efisiensi operasional. • Optimizing operational efficiency.
178 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 181
31
Gerai OLXmobbi
di 10 kota
di Indonesia
OLXmobbi outlets
in 10 cities
in Indonesia
Mobilitas
Mobility
OLX & OLXmobbi
OLX terus berkembang menjadi platform OLX continues to grow as a leading digital
iklan baris digital dan juga pusat jual beli classifieds platform and also a hub for
mobil bekas secara offline dan online buying and selling used cars both offline
terkemuka di Indonesia. Sebagai bagian and online in Indonesia. As part of OLX,
dari OLX, Astra juga mengembangkan Astra has also developed OLXmobbi, which
OLXmobbi yang khusus bergerak di bidang specializes in the offline and online used
jual beli mobil bekas secara offline dan car trading sector, as well as a one-stop
online, sekaligus one stop solution dalam solution in the used car market ecosystem.
ekosistem pasar mobil bekas. Melalui Through OLXmobbi, customers can more
OLXmobbi, pelanggan semakin mudah easily buy and sell used cars both offline
dalam bertransaksi jual-beli mobil bekas and online.
secara offline maupun online.
Produk dan Jasa Products and Services
OLX telah lama menjadi solusi untuk OLX has long been the solution for
mempertemukan penjual dan pembeli connecting sellers and buyers by providing
dengan menghadirkan produk dan layanan digital classified ads for products and
iklan baris digital dalam berbagai kategori services in various categories, such as cars,
seperti mobil, motor, ponsel, komputer, motorcycles, mobile phones, computers,
peralatan rumah tangga, properti, hingga household appliances, property, job
lowongan kerja, dan jasa lainnya. vacancies, and other services.
Sementara OLXmobbi berfokus pada Meanwhile, OLXmobbi focuses on the
bisnis layanan jual beli mobil bekas secara business of buying and selling used cars both
offline dan online, dengan memanfaatkan offline and online, leveraging technology to
teknologi untuk menyediakan solusi terpadu provide integrated solutions that facilitate
yang melayani transaksi jual beli mobil bekas safe, convenient, easy, and fast transactions
dengan aman, nyaman, mudah dan cepat. for buying and selling used cars.
ASTRA Laporan Tahunan 2025 Annual Report 179
Page 182
33,139 Kinerja 2025 2025 Performance
27,313 Di tengah munculnya beragam pilihan Amidst the emergence of various new car
mobil dan motor baru dengan harga yang and motorcycle options at competitive
kompetitif, segmen mobil dan motor prices, the used car and motorcycle
bekas masih memiliki banyak peminat. segment still has many enthusiasts.
Pada platform OLX, pencarian iklan untuk On the OLX platform, ad searches for
kategori mobil dan motor bekas cukup the used car and motorcycle categories
mendominasi dengan persentase masing- dominate with 34% and 21% of the total
masing 34% dan 21% dari keseluruhan categories throughout 2025 based on
kategori sepanjang tahun berjalan 2025 active users.
2024 2025 berdasarkan active users.
Mobil Bekas Pada tahun 2025, OLX dan OLXmobbi In 2025, OLX and OLXmobbi recorded
(unit) mencatat peningkatan kinerja yang a significant increase in performance
signifikan dibandingkan tahun sebelumnya, compared to the previous year,
Used Car (unit) didorong oleh strategi ekspansi dan driven by the consistent expansion
kolaborasi yang konsisten, termasuk and collaboration strategies, including
penguatan kehadiran offline di berbagai strengthening their offline presence in
kota besar serta wilayah strategis di various major cities and strategic regions
Indonesia yang dapat memperluas in Indonesia, thereby expanding their
jangkauan dan meningkatkan kedekatan reach and improving the proximity of
layanan dengan konsumen. their services to consumers.
Penghargaan Awards
• “Gold Champion” in Service • “Gold Champion” in Service
& Automotive Platform & Automotive Platform
WOW Brand (MarkPlus, Inc) WOW Brand (MarkPlus, Inc)
• 7 Most Popular Brand of The Year • 7 Most Popular Brand of The Year
Kategori e-commerce, dari Jawa Pos Category e-commerce, from Jawa Pos
• IBBA Awards • IBBA Awards
Kategori Layanan Jual Beli Mobil Bekas Used Car Sales Service category Online
secara Online dan Offline and Offline
Optimalisasi Sinergi Synergy Optimization
untuk Peningkatan to Enhance Added Value
Nilai Tambah Pelanggan for Customers
Salah satu strategi OLX dan OLXmobbi One of OLX and OLXmobbi's strategies
dalam mempertahankan keunggulan in maintaining competitive advantage
kompetitif di tengah dinamika pasar amid market dynamics is to synergies
adalah dengan bersinergi dalam ekosistem within the Astra ecosystem, such as
Astra, seperti program trade-in, layanan trade-in programs, after-sales services,
purnajual, hingga penyediaan pembiayaan, and the provision of financing, insurance
asuransi dan garansi. and warranties.
Beberapa inovasi juga dilakukan, antara Some of the innovations carried out
lain dengan meluncurkan kategori barang include launching a free goods category
gratis dan fitur My Benefits dalam aplikasi and My Benefits feature in the OLX
OLX, mengembangkan halaman utama application, developing the OLX.co.id
OLX.co.id, serta melakukan ekspansi homepage, and expanding customer
touch point pelanggan melalui Shop-in- touch points through Shop-in-Shop in the
Shop di area TSO dan DSO. TSO and DSO areas.
180 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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OLXmobbi juga memperluas kerja sama dalam skema OLXmobbi has also expanded its cooperation in a trade- tukar tambah (trade-in) dengan jaringan dealer Toyota in scheme with Toyota and Daihatsu dealer networks. dan Daihatsu. Rencana 2026 2026 Plans Perekonomian Indonesia diperkirakan tetap stabil pada The Indonesian economy is expected to remain tahun 2026 dan berpotensi meningkatkan daya beli stable in 2026, which has the potential to increase masyarakat kelas menengah yang merupakan target the purchasing power of the middle class, which is the pasar mobil bekas. Agar dapat menjangkau lebih banyak target market for used cars. In order to reach more konsumen, OLXmobbi akan melakukan ekspansi ke consumers, OLXmobbi will expand to smaller cities in kota-kota kecil di Indonesia melalui penambahan gerai Indonesia by adding new outlets, points of sales, and baru, point of sales, dan Shop-in-Shop. shop-in-shops. Untuk memaksimalkan potensi bisnis, OLX juga tengah To maximize business potential, OLX is also exploring menjajaki ekspansi ke dalam kategori mobil baru, expansion into the new car category as a strategic step sebagai langkah strategis dalam memperkuat kemitraan to strengthen partnerships with Sole Brand Holders dengan Agen Tunggal Pemegang Merek dan optimalisasi and optimize direct sales channels. Through this dual- kanal penjualan langsung. Melalui strategi dual-channel channel strategy, OLX & OLXmobbi can increase ini, OLX & OLXmobbi dapat meningkatkan penetrasi its penetration of the new car market, acquire new pasar di segmen mobil baru, mengakuisisi pelanggan customers, and ensure stable and sustainable revenue baru, dan memastikan pertumbuhan pendapatan growth with the used car segment, thereby creating a yang stabil dan berkelanjutan dengan segmen mobil robust business diversification. bekas, sehingga dapat menciptakan diversifikasi bisnis yang tangguh. ASTRA Laporan Tahunan 2025 Annual Report 181
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SOLUSI
TRANSPORTASI
TRANSPORTATION
SOLUTIONS
> 37 ribu
thousand
Kendaraan
Operasional
Operational Vehicles
SERA
Astra menjalankan bisnis logistik melalui Astra operates its logistics business through
anak perusahaan PT Serasi Autoraya (SERA) its subsidiary PT Serasi Autoraya (SERA)
>5 ribu
thousand
yang berfokus pada tiga lini bisnis utama,
yaitu solusi transportasi, bisnis lelang,
which focuses on three main business lines,
namely transportation solutions, auction
dan jasa logistik, untuk pelanggan ritel business, and logistics services, for both
Pengemudi
maupun korporasi. retail and corporate customers.
Drivers
Solusi Transportasi Transportation Solutions
Layanan transportasi TRAC – Astra Rent TRAC – Astra Rent a Car transportation
a Car menyediakan layanan penyewaan services provide vehicle rental services for
kendaraan bagi pelanggan ritel dan retail and corporate customers, with a
27 korporasi, dengan pilihan kendaraan
penumpang (termasuk bus) maupun
komersial, durasi sewa yang fleksibel,
selection of passenger vehicles (including
buses) and commercial vehicles, flexible
rental periods, and driver options.
Cabang serta opsi penggunaan pengemudi. Reservations can be made through a
Branches Pemesanan dapat dilakukan melalui network of outlets and online platforms
jaringan outlet maupun platform online di throughout Indonesia.
seluruh Indonesia.
Bagi pelanggan korporasi, tersedia solusi For corporate customers, comprehensive
komprehensif untuk pengelolaan armada solutions are available for vehicle
kendaraan dan transportasi berbasis fleet management and information
36
teknologi informasi, yang mempermudah technology-based transportation, which
proses monitoring dan analisis terhadap facilitate the monitoring and analysis of
kegiatan yang berlangsung. ongoing activities.
Rental Outlet
Rental Outlet
31
Service Point
Service Point
182 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 185
Layanan transportasi yang dioperasikan Transportation services operated by TRAC BISNIS LELANG
oleh TRAC juga telah tersertifikasi are also certified under ISO 9001:2015 AUCTION BUSINESS
ISO 9001:2015 Sistem Manajemen Mutu, Quality Management System,
ISO 27001:2022 Sistem Manajemen ISO 27001:2022 Information Security
Keamanan Informasi, ISO 39001:2012 Management System, ISO 39001:2012
Sistem Manajemen Keselamatan Lalu Road Traffic Safety Management System,
Lintas, ISO 45001:2018 Sistem Manajemen ISO 45001:2018 Occupational Health
Kesehatan dan Keselamatan
dan Sistem Manajemen Keselamatan
Perusahaan Angkutan Umum.
Kerja, and Safety Management System, and
Public Transportation Company Safety
Management System.
> 30 ribu
thousand
Unit Penjualan
Layanan Digital: Digital Services:
Mobil
• TRACtoGo: aplikasi mobile untuk • TRACtoGo: a mobile application for easy
kemudahan pemesanan kendaraan; vehicle booking; Units Car Sold
• Astra Fleet Management Solution • Astra Fleet Management Solution
(AstraFMS): sistem yang membantu (AstraFMS): a system that helps
optimalisasi operasional armada optimize transportation fleet operations
transportasi bagi pelanggan. for customers.
Bisnis Lelang Auction Business
Bisnis lelang IBID menawarkan layanan The IBID auction business offers marketing
>6 ribu
thousand
solusi channel pemasaran untuk penjualan channel solutions for the sale of various
Unit Penjualan
berbagai produk otomotif seperti automotive products such as four-wheeler
kendaraan roda empat dan roda dua, serta and two-wheeler vehicles, as well as non- Sepeda Motor
produk non-otomotif seperti scrap, gadget automotive products such as scrap, gadgets Units Motorcycle
dan barang-barang umum lainnya melalui and other general goods through an
Sold
proses pelelangan. auction process.
10
Cabang
Branches
ASTRA Laporan Tahunan 2025 Annual Report 183
Page 186
JASA LOGISTIK IBID melakukan transaksi lelang online IBID conducts online auctions in real-
LOGISTIC SERVICE secara real-time yang memberikan time, providing easy access and more
kemudahan akses dan harga yang competitive prices for auction participants.
lebih kompetitif bagi peserta lelang. To ensure service quality, IBID's auction
Untuk menjamin kualitas layanan, business is certified under ISO 9001:2015
bisnis lelang IBID telah tersertifikasi Quality Management System and
ISO 9001:2015 Sistem Manajemen Mutu ISO 27001:2022 Information Security
dan ISO 27001:2022 Sistem Manajemen Management System.
17 Keamanan Informasi.
Cabang Jasa Logistik Logistic Service
Branches Jasa logistik SELOG menyediakan layanan SELOG logistics services provide
terintegrasi yang mencakup contract integrated services that include contract
logistics, shipping services, jasa layanan logistics, shipping services, courier
kurir, pengelolaan pergudangan, dan services, warehouse management, and
freight forwarding dengan keunggulan freight forwarding with the advantages
jaringan nasional dan armada operasional of a national network and a reliable
yang andal. operational fleet.
8 Dalam menjalankan bisnis jasa logistik,
SERA telah memiliki sertifikasi Certified
In running its logistics services business,
SERA has obtained ISO 9001:2015 Quality
Unit Vessel Operational Excellence ISO 9001:2015 Management System, ISO 14001:2015
Sistem Manajemen Mutu, ISO 14001:2015 Environmental Management System,
Units Vessel
Sistem Manajemen Lingkungan, ISO 39001:2012 Traffic Safety Management
ISO 39001:2012 Sistem Manajemen System, and ISO 45001:2018 Occupational
Keselamatan Lalu Lintas, ISO 45001:2018 Health and Safety Management System
Sistem Manajemen Kesehatan dan certifications, as well as PAS 99:2012
Keselamatan kerja, serta PAS 99:2012 Integrated Management, and Public
Manajemen Terintegrasi, dan Sistem Transportation Company Safety
> 1,200
Manajemen Keselamatan Perusahaan Management System.
Angkutan Umum.
Unit Truck
Units Truck
> 23
Hektar fasilitas
gudang dan
penyimpanan
Hectares of
warehouse and
storage facilities
184 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 187
Kinerja 2025 2025 Performance SERA mencatat pertumbuhan kinerja, didukung oleh SERA recorded growth in performance, supported by peningkatan performa di seluruh lini bisnis utama. improved performance across all major business lines. Bisnis solusi transportasi menunjukkan pertumbuhan The transportation solutions business showed growth in seiring peningkatan kendaraan yang dikelola, line with an increase in vehicles under management, the bisnis lelang mencatat kenaikan volume penjualan auction business recorded an increase in vehicle sales kendaraan, sementara bisnis jasa logistik mengalami volume, while the logistics services business experienced peningkatan kinerja yang didukung oleh bisnis trucking improved performance supported by the trucking and dan shipping. shipping businesses. Penghargaan Awards • Top Brand 2025 • Top Brand 2025 Dari Frontier Group dan Majalah Marketing From Frontier Group and Majalah Marketing • Service Quality Awards 2025 • Service Quality Awards 2025 Dengan predikat Diamond untuk kategori car rental With Diamond predicate for car rental category • Superbrands 2025 • Superbrands 2025 Untuk kategori car rental For car rental category • Corporate Image Award 2025 • Corporate Image Award 2025 Untuk kategori car rental For car rental category • Triple Platinum Indonesia Best Brand Award • Triple Platinum Indonesia Best Brand Award (IBBA) 2025 (IBBA) 2025 Dari SWA Media untuk kategori car rental From SWA Media for car rental category • Jakarta Investment Award 2025 • Jakarta Investment Award 2025 Dari Pemerintah Provinsi DKI Jakarta untuk SELOG dalam From the Provincial Government of DKI Jakarta to SELOG kategori Perusahaan Terbaik dalam Mewujudkan Investasi in the category of Best Company in Realizing Sustainable Berkelanjutan Tahun 2024 Investment in 2024 Mempertahankan Posisi Maintaining Position and dan Memperkuat Portofolio Inti Strengthening Core Portfolio Agar dapat mempertahankan kinerja dan unggul In order to maintain performance and excel amid di tengah persaingan, SERA tetap berfokus untuk competition, SERA remains focused on strengthening memperkuat portofolio inti, sekaligus mengoptimalkan its core portfolio while optimizing its ability to kemampuan dalam mencari peluang baru. SERA juga seek new opportunities. SERA also continues to terus meningkatkan sinergi di dalam ekosistem Astra enhance synergy within the Astra ecosystem as a sebagai daya saing dalam memberikan layanan terbaik competitive advantage in providing the best service bagi pelanggan. to customers. Fokus strategi SERA pada 2025 antara lain: SERA's strategic focus for 2025 includes: 1. Mempertahankan posisi sebagai market leader di 1. Maintaining its position as a market leader in B2B and B2B dan mengembangkan bisnis ke market B2C; expanding its business into the B2C market; 2. Meningkatkan operational excellence dan cost 2. Improving operational excellence and cost leadership; leadership; 3. Memberikan layanan terbaik bagi pelanggan; dan 3. Providing the best service to customers; and 4. Fokus dalam berinovasi serta membangun organisasi 4. Focusing on innovation and building an efficient yang efisien. organization. ASTRA Laporan Tahunan 2025 Annual Report 185
Page 188
Rencana 2026 2026 Plans
Pertumbuhan sektor e-commerce, peningkatan The growth of the e-commerce sector, improvements
infrastruktur, serta permintaan untuk layanan logistik in infrastructure, and demand for more integrated
yang lebih terintegrasi akan menjadi pendorong logistics services will drive the development of the
perkembangan industri transportasi dan logistik transportation and logistics industry in 2026 and
pada tahun 2026 dan seterusnya. SERA melihat beyond. SERA sees many opportunities that require
adanya banyak peluang yang membutuhkan inovasi continuous innovation to create the services that
berkelanjutan untuk menciptakan layanan yang customers need.
dibutuhkan pelanggan.
Dengan tetap berfokus pada penguatan portofolio inti By continuing to focus on strengthening its core
dan terus meningkatkan kualitas layanan, terutama portfolio and continue to improve service quality,
dalam pengembangan aplikasi TRACtoGo dan aplikasi particularly in the development of the TRACtoGo and
IBID. SERA juga akan mengembangkan integrasi IBID applications. SERA will also develop end-to-end
sistem end-to-end pada lini bisnis logistik SELOG untuk system integration in the SELOG logistics business
mengoptimalkan pairing-matching antara supply dan line to optimize pairing-matching between supply
demand. Langkah ini akan mendorong digitalisasi and demand. This step will drive comprehensive
layanan secara menyeluruh serta meningkatkan service digitalization and improve the ability to
kemampuan monitoring pencapaian Service Level monitor the achievement of customer Service Level
Agreement (SLA) pelanggan. Agreements (SLAs).
186 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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ASTRA Laporan Tahunan 2025 Annual Report 187
Page 190
Jasa Keuangan
Financial Services
Pembiayaan Konsumen Pembiayaan Alat Berat
Consumer Finance Heavy Equipment-
(dalam triliun Rupiah |
in trillion Rupiah)
focused Finance
(dalam triliun Rupiah |
9% 112.3 in trillion Rupiah)
106.7 5% 13.9
9.0 12.5 11%
Rp triliun
trillion
Laba Bersih
Net Income 2024 2025 2024 2025
Didorong oleh peningkatan kontribusi Astra Financial memiliki posisi yang baik untuk berekspansi di bisnis
dari bisnis pembiayaan konsumen yang selaras melalui penawaran solusi pembiayaan yang lebih luas
dengan nilai portofolio pembiayaan seperti pembiayaan mobil bekas dan multiguna.
yang meningkat.
Astra Financial is well positioned to expand into adjacency businesses
Due to higher contribution from and offer broad financing solutions, including used car and
consumer financing on larger loan multipurpose financing.
portfolios.
Strategi Pertumbuhan Astra Financial | Astra Financial Growth Strategy
Pembiayaan | Multifinance Asuransi | Insurance Perbankan | Banking
Mendorong diversifikasi Memperluas pertumbuhan Sinergi dengan ekosistem
produk multiguna dengan tetap di luar asuransi otomotif. Grup Astra untuk menjadi salah satu
mengedepankan manajemen risiko Expanding growth banking partner bagi Grup.
dan underwriting yang prudent . beyond auto insurance. Synergy with the ecosystem of
Driving diversification into Astra Group to become one of its
multipurpose financing products banking partner.
while maintaining prudent risk
management and underwriting.
188 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 191
Astra Financial yang mencakup unit bisnis pembiayaan, asuransi, dan
perbankan, terus menunjukkan kinerja yang tangguh didukung oleh
layanan prima kepada nasabah, dan pengelolaan risiko yang baik.
Astra Financial, which includes financing,
insurance, and banking business units,
continues to demonstrate strong performance
supported by excellent customer service, and
sound risk management.
Pembiayaan
179
Financing
Asuransi
202
Insurance
Perbankan
50
Banking
ASTRA Laporan Tahunan 2025 Annual Report 189
Page 192
Tinjauan Industri Industry Overview
Pembiayaan Financing
Pembiayaan Kendaraan Bermotor Automotive Financing
Tren penurunan penjualan otomotif, khususnya The downward trend in automotive sales, particularly
kendaraan roda empat, turut berimbas pada kinerja four-wheeler vehicles, has also impacted the
industri pembiayaan kendaraan bermotor tahun 2025. performance of the motor vehicle financing industry
Penyaluran pembiayaan mobil pada 2025 turun 13% in 2025. Car financing in 2025 fell by 13% compared to
dibandingkan tahun sebelumnya. Di sisi lain, pembiayaan the previous year. Meanwhile, two-wheeler financing
roda dua masih bertumbuh hingga 3% didukung oleh continued to grow by 3%, supported by an increase in
peningkatan pembiayaan sepeda motor bekas. used motorcycle financing.
Secara umum, sektor pembiayaan tetap menunjukkan In general, the financing sector continues to show
pertumbuhan yang positif didukung oleh diversifikasi positive growth, supported by portfolio diversification
portofolio dan pengelolaan risiko. Berdasarkan data and risk management. Based on data from the Financial
Otoritas Jasa Keuangan (OJK), piutang pembiayaan Services Authority (OJK), the financing receivables of
perusahaan pembiayaan tumbuh sebesar 0,6% financing companies grew by 0.6% in 2025, or reached
pada 2025, atau mencapai Rp506,5 triliun pada Rp506.5 trillion as of December 2025, mainly supported
Desember 2025, terutama didukung oleh peningkatan by an increase in working capital financing.
pembiayaan modal kerja.
Rasio Non-Performance Financing (NPF) gross The industry's gross Non-Performance Financing
industri terjaga di level 2,51% (per Desember 2025) (NPF) ratio remained at 2.51% (as of December 2025),
menunjukkan pengelolaan risiko kredit yang baik di indicating good credit risk management amid existing
tengah tantangan yang ada. Selain itu, rasio gearing challenges. In addition, the gearing ratio of financing
perusahaan pembiayaan berada di angka 2,18 kali companies stood at 2.18 times (as of December 2025),
(per Desember 2025), jauh di bawah batas maksimum well below the maximum limit of 10 times, indicating
10 kali, menunjukkan bahwa industri ini masih berada that the industry is still at a safe level of leverage.
dalam tingkat leverage yang aman.
Pembiayaan Alat Berat Heavy Equipment Financing
Sepanjang tahun 2025 industri pembiayaan alat berat Throughout 2025, the heavy equipment financing
menghadapi tantangan dari fluktuasi harga komoditas industry faced challenges from fluctuations in
khususnya batu bara, yang memengaruhi penjualan commodity prices, particularly coal, which affected
alat berat dan truk. Selain itu, ketidakpastian ekonomi sales of heavy equipment and trucks. In addition, global
global turut berdampak kepada pergerakan suku bunga economic uncertainty also had an impact on interest
dan kenaikan biaya (cost of fund). rate movements and increases in the cost of funds.
Selain itu, tekanan kompetisi termasuk dari sisi Beyond that, competitive pressures, including from the
penawaran harga, membuat perusahaan harus dapat supply side, require companies to determine the right
menentukan strategi pricing yang tepat, agar dapat pricing strategy in order to maintain competitiveness
mempertahankan daya saing dan relevansi terhadap and relevance to customer needs.
kebutuhan pelanggan.
190 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Asuransi Insurance
Pertumbuhan ekonomi Indonesia yang cukup stabil Indonesia's stable economic growth became the factor
menjadi faktor pendukung pertumbuhan industri that supported the growth of the insurance industry
asuransi umum pada 2025. Meski demikian, industri in 2025. However, the insurance industry also faced
asuransi umum juga menghadapi tantangan seperti challenges such as declining motor vehicle sales, which
penurunan penjualan kendaraan bermotor yang turut also affect automotive insurance performance.
mempengaruhi performa asuransi otomotif.
Berdasarkan data yang dipublikasikan Asosiasi Asuransi Based on data from the Indonesian General Insurance
Umum Indonesia (AAUI), pertumbuhan premi dari Association (AAUI), premium growth from the general
industri asuransi umum pada 2025 naik 5% menjadi insurance industry in 2025 rose 5% to Rp112.8 trillion
Rp112,8 triliun (2024: Rp107,7 triliun). Lini usaha asuransi (2024: Rp107.7 trillion). The property insurance
properti masih menjadi kontributor terbesar, diikuti segment remained the largest contributor, followed
oleh asuransi kendaraan bermotor, asuransi kredit, dan by motor vehicle insurance, credit insurance, and
asuransi kesehatan. health insurance.
Sementara itu, industri asuransi jiwa menunjukkan Meanwhile, the life insurance industry showed steady
penguatan yang stabil. Berdasarkan data Asosiasi growth. Based on data from the Indonesian Life Insurance
Asuransi Jiwa Indonesia (AAJI) yang dirangkum dari Association (AAJI) compiled from the performance
kinerja 58 perusahaan asuransi, hingga September of 58 insurance companies, as of September 2025, the
2025 total tertanggung industri asuransi jiwa mencapai total number of life insurance policyholders reached
151,56 juta orang. Pendapatan bruto industri hingga 151.56 million people. The industry's gross revenue as
September 2025 meningkat 1% menjadi Rp133,22 triliun. of September 2025 increased by 1% to Rp133.22 trillion.
Kenaikan ini menunjukkan tingginya kesadaran This increase indicates a high level of public awareness
masyarakat akan semakin pentingnya perlindungan of the growing importance of long-term protection.
jangka panjang. Tren saat ini juga menunjukkan Current trends also show consumer awareness of the
kesadaran konsumen akan pentingnya pemisahan importance of separating protection and investment
produk proteksi dan investasi, yang membuat products, which has led insurance companies to adjust
perusahaan asuransi melakukan penyesuaian bauran their product sales mix from investment-based products
penjualan produk dari produk berbasis investasi (Unit- (Unit-Linked) to protection products (Traditional).
Linked) ke produk proteksi (Tradisional).
Perbankan Banking
Industri perbankan nasional menghadapi tantangan The national banking industry faced the challenge
perlambatan pertumbuhan kredit, dari 10,39% pada of slowing credit growth, from 10.39% in 2024 to
2024 menjadi 9,69% pada 2025. Di sisi lain, likuiditas 9.69% in 2025. Moreover, the liquidity of the national
industri perbankan nasional mengalami percepatan banking industry has been experiencing accelerated
pertumbuhan dilihat dari peningkatan Dana Pihak growth as seen from the increase in Third Party Funds
Ketiga (”DPK”) sebesar 13,83% pada tahun 2025 (DPK) of 13.83% in 2025 (2024: 4.48%), and a decrease
(2024: 4,48%) dan juga tercermin dari penurunan in the Loan-to-Deposit Ratio ("LDR") to 85.35% in 2025.
Loan-to-Deposit Ratio (”LDR”) menjadi 85,35% pada
tahun 2025.
Di tengah tantangan yang ada, ketahanan industri Amidst the existing challenges, the banking industry's
perbankan tetap kuat yang tercermin dari posisi Capital resilience has remained strong, as reflected in the
Adequacy Ratio (”CAR”) yang tinggi di posisi 25,89% high Capital Adequacy Ratio ("CAR") position of 25.89%
pada 2025, dan risiko kredit yang rendah dari posisi NPL in 2025, and low credit risk from the gross NPL position
gross yang sebesar 2,05% pada 2025. of 2.05% in 2025.
ASTRA Laporan Tahunan 2025 Annual Report 191
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Untuk mendorong peningkatan pertumbuhan kredit, To encourage credit growth, throughout 2025 Bank
sepanjang tahun 2025 Bank Indonesia menetapkan Indonesia has set a policy of lowering the BI Rate
kebijakan penurunan suku bunga acuan BI Rate benchmark interest rate four times or 100 base
sebanyak empat kali atau sebesar 100 basis poin points to reach a level of 4.75%, as well as providing
hingga mencapai tingkat 4,75%, serta memberikan liquidity support through the implementation of
dukungan likuiditas melalui penerapan Kebijakan the Macroprudential Liquidity Policy ("KLM"). The
Likuiditas Makroprudensial ("KLM"). Pemerintah juga government has also injected Rp200 trillion in liquidity
menginjeksi likuiditas sebesar Rp200 triliun kepada into banks that are members of the Association of
bank-bank yang tergabung dalam Himpunan Bank Milik State-Owned Banks (Himbara) to increase liquidity and
Negara (Himbara) untuk meningkatkan likuiditas dan encourage credit expansion.
mendorong ekspansi kredit.
Di sisi lain, layanan digital juga terus menunjukkan Conversely, Digital banking services also continue to
pertumbuhan positif dilihat dari peningkatan transaksi show positive growth as seen in the increase in BI-FAST,
BI-FAST, digital payment , dan QRIS. Berdasarkan data digital payment, and QRIS transactions. Based on Bank
Bank Indonesia, volume transaksi BI-FAST meningkat Indonesia data, the volume of BI-FAST transactions
30% yoy mencapai 1.358,65 juta transaksi. Sementara increased by 30% yoy, reaching 1,358.65 million
transaksi pembayaran digital (digital payment) tumbuh transactions. Meanwhile, digital payment transactions
sebesar 39% yoy dengan 14,26 miliar transaksi, dan grew by 39% yoy with 14.26 billion transactions,
transaksi QRIS meningkat hingga 140% yoy, dengan and QRIS transactions increased by 140% yoy,
pengguna mencapai 59,53 juta dan merchants with users reaching 59.53 million and merchants
sebanyak 42,75 juta. reaching 42.75 million.
Kedepannya industri perbankan memiliki prospek Going forward, the banking industry has positive
pertumbuhan yang positif, seiring dengan solidnya growth prospects, in line with solid domestic economic
proyeksi ekonomi domestik. Bank Indonesia projections. Bank Indonesia projects national credit
memproyeksikan pertumbuhan kredit nasional pada growth in the range of 8–12% yoy in 2026, supported
kisaran 8–12% yoy pada 2026, didukung oleh penguatan by stronger domestic consumption and accommodative
konsumsi domestik serta kebijakan makroprudensial macroprudential policies to encourage credit
yang akomodatif guna mendorong penyaluran kredit distribution and maintain sufficient financial system
dan menjaga kecukupan likuiditas sistem keuangan. liquidity. In addition, the acceleration of digital services
Selain itu, akselerasi layanan digital akan memperkuat will strengthen the momentum of the national payment
momentum transformasi sistem pembayaran nasional system transformation and expand financial inclusion
dan memperluas inklusi keuangan melalui kanal digital. through digital channels. For the banking industry,
Bagi industri perbankan, khususnya bank digital, especially digital banks, the momentum of digital
momentum pertumbuhan transaksi digital tersebut transaction growth creates opportunities to continue to
menciptakan peluang untuk terus menumbuhkan grow their customer base, expand transactional services,
basis nasabah, memperluas layanan transaksional, strengthen their funding base, and enhance profitability
memperkuat basis pendanaan dan memperkuat in line with increased transaction activity, as well as
profitabilitas seiring dengan meningkatnya aktivitas optimize credit while remaining prudent.
transaksi, serta mengoptimalkan kredit dengan
tetap prudent.
192 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 195
Pembiayaan Financing PEMBIAYAAN KENDARAAN BERMOTOR AUTOMOTIVE FINANCING Grup Astra menyediakan dukungan Astra Group provides financial support finansial bagi konsumen otomotif for automotive consumers by offering dengan memberikan fasilitas pembiayaan affordable car financing facilities through kepemilikan mobil yang terjangkau Astra Credit Companies (ACC) and melalui Astra Credit Companies (ACC) dan Toyota Astra Financial Services (TAF), and Toyota Astra Financial Services (TAF), dan motorcycle financing through Federal pembiayaan sepeda motor melalui Federal International Finance (FIFGROUP). International Finance (FIFGROUP). Astra Credit Companies (ACC) Grup Astra Credit Companies (ACC) Astra Credit Companies (ACC) group membawahi tiga perusahaan pembiayaan, oversees three financing companies, yaitu PT Astra Sedaya Finance, namely PT Astra Sedaya Finance, PT Swadharma Bhakti Sedaya Finance, dan PT Swadharma Bhakti Sedaya Finance, and PT Astra Auto Finance. PT Astra Auto Finance. ASTRA Laporan Tahunan 2025 Annual Report 193
Page 196
Produk Products
Pembiayaan Konvensional Conventional Financing
76
• Pembelian kendaraan roda empat baru • Purchase of new and used four-wheeler
dan bekas berbagai merek vehicles of various brands
• Pembiayaan armada pelaku usaha • Fleet financing for business operators
Cabang • Fasilitas pendanaan dengan jaminan • Financing facilities with four-wheeler
Branches kendaraan roda empat vehicles as collateral
• Fasilitas pembiayaan properti • Property financing facilities
• Pembiayaan modal kerja • Working capital financing
• Pembiayaan fasilitas dana • Funding facility financing
Pembiayaan Syariah Sharia Financing
• Pembiayaan kendaraan baru dan bekas • Financing for new and used vehicles of
berbagai merek various brands
• Pembiayaan fasilitas dana syariah • Sharia-compliant financing facilities
• Pembiayaan perjalanan religi untuk haji • Financing for religious travel for Hajj
dan umrah and Umrah
ACC juga bermitra dengan Astra Mitra ACC also partners with Astra Mitra
Ventura dalam menawarkan fasilitas Ventura in offering joint financing facilities
pembiayaan joint financing bagi UMKM. for MSMEs.
Pemasaran dan Marketing and
Jaringan Layanan Service Network
ACC menawarkan produk melalui ACC offers products through its
jaringan cabang nasional dan jaringan national branch network and digital
pemasaran digital. marketing network.
Aceh
Sharia Branch
Medan
3 Branches Gorontalo
Sharia Branch
Bukittinggi
Sharia Branch
Jakarta
22 Branches
Surabaya
3 Branches
Bandung
3 Branches
Denpasar
2 Branches
Mataram
Sharia Branch
194 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 197
Layanan Digital Digital Service Eksternal External • ACC ONE • ACC ONE Akses terintegrasi untuk seluruh produk dan Integrated access to all ACC products and layanan ACC dalam satu platform. services on a single platform. • Yuna • Yuna Layanan bantuan digital dalam bentuk Digital assistance services in the form of chatbot & callbot yang terintegrasi dengan chatbots and callbots integrated with the website ACC ONE untuk menjawab berbagai ACC ONE website to respond to various kebutuhan pelanggan. customer needs. Internal Internal • ACCME • ACCME Aplikasi yang digunakan sebagai alat kerja Applications used as work tools to support dalam rangka mendukung kelancaran the smooth running of internal processes. proses internal. • Berijalan (Operation Center) • Berijalan (Operation Center) Unit operasi terpadu dan tersentralisasi Integrated and centralized operating unit to untuk meningkatkan kualitas pelayanan improve service quality and help accelerate serta membantu mempercepat proses the credit acquisition process. akuisisi kredit. ASTRA Laporan Tahunan 2025 Annual Report 195
Page 198
KOMPOSISI
PEMBIAYAAN
FINANCING COMPOSITION
56
53
2024 2025
Mobil Baru (%)
New Cars (%)
29
26
Kinerja 2025 2025 Performance
2024 2025
ACC tetap mencatatkan kinerja yang ACC continued to record positive
positif sepanjang tahun 2025, di tengah performance throughout 2025, amid
Mobil Bekas (%) tren pasar kendaraan roda empat a declining trend in the four-wheeler
yang menurun. ACC mampu menjaga vehicle market. ACC was able to maintain
Used Cars (%)
kinerja pembiayaan tetap sehat dengan healthy financing performance by
melakukan diversifikasi portofolio produk diversifying its product portfolio and
dan pengelolaan risiko yang prudent. implementing prudent risk management.
18 18 Dengan demikian, kualitas aset juga tetap As a result, asset quality remained strong
terjaga baik di sepanjang tahun 2025. throughout 2025.
Penghargaan 2025 2025 Awards
Sepanjang tahun 2025 ACC menerima Throughout 2025, ACC received 18 external
18 penghargaan eksternal, antara lain: awards, including:
• Infobank Multifinance Awards – • Infobank Multifinance Awards –
2024 2025 Kategori The Excellent Performance The Excellent Performance Multifinance
Multifinance Company Company Category
Lain-Lain (%) Infobank Infobank
Others (%)
• HR Asia Awards 2025 – • HR Asia Awards 2025 –
Kategori Asia Sustainable Workplace Asia Sustainable Workplace Awards
Awards 2025 2025 Category
HR Asia HR Asia
196 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 199
JUMLAH
PEMBIAYAAN
TOTAL FINANCING
207,879 210,339
2024 2025
Unit
Pembiayaan
(unit)
Units Financed (unit)
39.6 40.2
Menjaga Maintaining
Stabilitas Kinerja Performance Stability
Sepanjang tahun 2025 ACC menghadapi Throughout 2025, ACC faced the major
tantangan utama penurunan pasar challenge of a decline in the automotive
2024 2025
otomotif, yang memicu persaingan market, which triggered increasingly
yang semakin ketat dengan perusahaan fierce competition with other financing
Jumlah
pembiayaan lain khususnya perusahaan companies, especially those affiliated
pembiayaan yang terafiliasi dengan with banks. In addition, the trend of Pembiayaan
perbankan. Selain itu, tren pelemahan weakening purchasing power had the (triliun Rupiah)
daya beli masyarakat berpotensi potential to increase NPF. Amount Financed
meningkatkan NPF. (trillion Rupiah)
Untuk menjaga stabilitas kinerja dan To maintain performance stability
meningkatkan daya saing, ACC secara and enhance competitiveness, ACC
konsisten memperkuat diversifikasi consistently strengthened its portfolio
portofolio booking, melakukan akselerasi diversification, accelerated digital
transformasi digital, menerapkan transformation, implemented operational
optimalisasi efisiensi operasional, dan efficiency optimization, and conducted
melakukan prudent underwriting. prudent underwriting.
ASTRA Laporan Tahunan 2025 Annual Report 197
Page 200
PENDANAAN Memperkuat Pangsa Pasar Strengthening Market Share
FUNDING dan Meningkatkan Kehadiran and Increasing Presence
Di tengah tren penurunan penjualan Amidst the downward trend in new car
11.2
10.2 mobil baru, ACC memperkuat pangsa sales, ACC strengthened its market share in
pasar di pasar mobil bekas dan fasilitas the used car and financing facilities market
dana dengan menyediakan produk dan by providing competitive products and
fasilitas yang kompetitif. Selain itu, ACC facilities. In addition, ACC also developed
juga mengembangkan potensi bisnis di business potential outside of automotive
luar pembiayaan otomotif seperti fasilitas financing, such as product facilities for the
2024 2025
produk untuk pengembangan produk haji development of hajj and gold products.
Obligasi dan emas.
(triliun Rupiah) Sebagai upaya meningkatkan kenyamanan In an effort to improve customer
Bonds (trillion Rupiah) pelanggan, ACC berupaya mempercepat convenience, ACC has strived to accelerate
proses analisis dan persetujuan kredit the credit analysis and approval process
dibantu oleh layanan digital. Selain itu, with the help of digital services. In addition,
3.2
ACC juga menerapkan program loyalitas ACC has also implemented a customer
pelanggan untuk memperkuat retensi dan loyalty program to strengthen customer
keberlanjutan pelanggan. retention and sustainability.
0.9
ACC juga meningkatkan kehadiran di ACC has also increased its presence in
wilayah-wilayah yang memiliki potensi regions with high economic growth
2024 2025
pertumbuhan ekonomi tinggi, agar potential in order to expand its customer
dapat memperluas basis pelanggan dan base and drive sustainable financing
Sindikasi/
mendorong pertumbuhan portofolio portfolio growth. At the end of 2025,
Club Loan pembiayaan secara berkelanjutan. Hingga ACC has 36 Branch Office Locations
(triliun Rupiah) akhir tahun 2025, ACC telah memiliki (KSKC) in various regions in Indonesia.
Syndication/Club 36 titik Kantor Selain Kantor Cabang
Loan (trillion Rupiah) (KSKC) di berbagai wilayah di Indonesia.
19.5 Rencana 2026 2026 Plans
17.7
Industri pembiayaan pada 2026 The financing industry in 2026 is expected
diperkirakan masih dihadapkan to still face a number of challenges,
pada sejumlah tantangan, termasuk including the potential for an increase
potensi peningkatan rasio pembiayaan in the ratio of non-performing loans
bermasalah serta persaingan yang and increasingly fierce competition.
2024 2025
semakin ketat. Menghadapi kondisi Faced with these conditions, ACC will
tersebut, ACC akan terus fokus pada continue to focus on its main strategy
Pinjaman
strategi utamanya dengan meningkatkan by increasing product diversification
Bilateral diversifikasi produk dan memperkuat and strengthening prudent credit
(triliun Rupiah) manajemen risiko kredit yang prudent. risk management.
Bilateral Loans
(trillion Rupiah) ACC juga akan mengoptimalkan customer ACC will also optimize the customer
digital journey melalui ACC ONE dan digital journey through ACC ONE
berbagai kanal digital lainnya, sekaligus and various other digital channels,
12.8 memperkuat bisnis intinya melalui while strengthening its core business
11.2
peningkatan penetrasi pembiayaan by increasing automotive financing
otomotif, termasuk kendaraan listrik dan penetration, including electric and hybrid
hybrid, serta pengembangan produk vehicles, as well as developing non-
non-otomotif seperti pembiayaan haji automotive products such as hajj and
dan emas. gold financing.
2024 2025
Joint Finance
(triliun Rupiah)
Joint Finance
(trillion Rupiah)
198 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 201
42
Cabang
Branches
Toyota Astra Financial Services (TAF)
Toyota Astra Financial Services (TAF) Toyota Astra Financial Services (TAF)
merupakan perusahaan pembiayaan is a financing company established by
yang didirikan oleh Astra dan Toyota Astra and Toyota Financial Services
Financial Services Corporation untuk Corporation to provide financing support
memberikan dukungan pembiayaan bagi for automotive and multipurpose product
penjualan produk otomotif dan multiguna sales in Indonesia.
di Indonesia.
Produk Products
TAF berkomitmen menghadirkan solusi TAF is committed to providing
pembiayaan yang lengkap bagi pelanggan, comprehensive financing solutions for
dengan fokus pada pembiayaan customers, with a focus on conventional
kendaraan Toyota, Daihatsu, dan Lexus, and sharia financing for Toyota, Daihatsu,
baik konvensional maupun syariah. and Lexus vehicles. To strengthen
Untuk memperkuat portofolio, TAF juga its portfolio, TAF is also expanding
memperluas layanan melalui pembiayaan its services through multipurpose
multiguna, pembiayaan mobil bekas, serta financing, used car financing, and
sewa operasi. operating lease.
Pemasaran dan Marketing and
Jaringan Layanan Service Network
Layanan TAF tersedia di 42 cabang outlet TAF services are available at 42 branches
yang berlokasi di Jabodetabek, situs web, located in Greater Jakarta, on the website,
dan layanan digital TAF. and through TAF's digital services.
Layanan Fisik Physical Service
• Service Lounge • Service Lounge
Fasilitas ini dapat dinikmati pelanggan yang This facility is available to customers residing
berdomisili di Jakarta dengan jam layanan in Jakarta with flexible service hours and
yang fleksibel dan akses yang mudah. easy access.
ASTRA Laporan Tahunan 2025 Annual Report 199
Page 202
Layanan Digital Digital Service
• Flex • Flex
Cabang virtual berbasis mobile application A mobile application-based virtual branch
yang membantu pelanggan TAF dalam that helps TAF customers access various
mengakses berbagai layanan dan manfaat, services and benefits, including the Tomi
termasuk fitur video call Tomi Online Service Online Service (TOS) video call feature. This
(TOS). Aplikasi ini memberikan layanan online application provides a more personalized
yang lebih personal, dan telah terintegrasi online service and has been integrated with
dengan berbagai platform layanan jasa various financial service platforms from
keuangan dari Astra Financial. Astra Financial.
• DEAL • DEAL
Aplikasi yang mendukung staf sales pada An application that supports sales staff
jaringan dealer untuk memberikan pelayanan in the dealer network to provide services
yang berfokus pada kepuasan pelanggan. focused on customer satisfaction. This
Fitur ini bertujuan untuk mempermudah feature aims to simplify credit applications
aplikasi kredit serta meringkas waktu and summarize the credit approval process
proses persetujuan kredit sesuai time according to customer needs.
kebutuhan pelanggan.
200 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 203
Kinerja 2025 2025 Performance JUMLAH
PEMBIAYAAN
Kinerja TAF pada 2025 bertumbuh positif TAF's performance in 2025 has TOTAL FINANCING
didukung oleh produk dan layanan grown positively, supported by
yang kompetitif di tengah persaingan competitive products and services amid
pembiayaan mobil baru. TAF juga competition in new car financing. TAF 157,089 153,441
melakukan optimalisasi portofolio melalui has also optimized its portfolio by
penyediaan pembiayaan multiguna untuk providing multipurpose financing for cash,
dana tunai, modal kerja, sewa operasi dan working capital, operating leases, and
mobil bekas. used cars.
Penghargaan 2025 Awards 2025
Sepanjang tahun 2025 TAF menerima Throughout 2025, TAF received 17 external
2024 2025
17 penghargaan eksternal antara lain: awards, including:
• The Best Industry Marketing Champion • The Best Industry Marketing Champion
Unit
2025 for Multifinance Sector 2025 for Multifinance Sector Pembiayaan
Markplus Markplus Units Financed
• Indonesia GCG Award IX 2025 • Indonesia GCG Award IX 2025
(Gold Award B-Excellent-4 Stars) (Gold Award B-Excellent-4 Stars)
Economic Review Economic Review 41.2 39.2
• Indonesia’s Popular Digital Product • Indonesia’s Popular Digital Product
Award 2025 (Flex) Award 2025 (Flex)
The Iconomics Media The Iconomics Media
Memperkuat Strengthening
Diversifikasi Bisnis Business Diversification
2024 2025
Pada tahun 2025, TAF tetap berfokus In 2025, TAF remained focused on
pada penyediaan fasilitas pembiayaan providing financing facilities for Toyota, Jumlah
kendaraan merek Toyota, Daihatsu, dan Daihatsu, and Lexus vehicles. However,
Lexus. Meski demikian, diversifikasi bisnis business diversification into multipurpose
Pembiayaan
ke pembiayaan multiguna, kendaraan financing, used vehicles, and operational
(triliun Rupiah)
bekas, dan sewa operasi juga terus leasing has also continued to be enhanced Amount Financing
ditingkatkan untuk menyeimbangkan to offset the decline in new car sales. (trillion Rupiah)
penurunan penjualan mobil baru.
Agar dapat lebih optimal dalam memasarkan In order to optimize product marketing,
produk, TAF terus meningkatkan customer TAF has continued to increase
engagement melalui peningkatan customer engagement through service
layanan termasuk pelayanan berbasis improvements, including Flex mobile
mobile apps Flex. Dari sisi manajemen app-based services. In terms of credit
risiko kredit, TAF terus menerapkan risk management, TAF has continued to
sistem akuisisi yang cepat namun berhati- implement a fast but cautious acquisition
hati, dan meningkatkan kompetensi system and improve its competence in
pada pengelolaan piutang usaha, untuk managing receivables in order to maintain
menjaga rasio piutang bermasalah. the ratio of non-performing receivables.
ASTRA Laporan Tahunan 2025 Annual Report 201
Page 204
PENDANAAN
FUNDING
4.7
4.4
2024 2025
Obligasi & MTN
(triliun Rupiah)
Bonds & MTN Rencana 2026 2026 Plans
(trillion Rupiah)
Ke depan, selain berfokus pada pembiayaan Going forward, in addition to focusing
kendaraan baru, TAF akan mendorong on new vehicle financing, TAF will drive
pertumbuhan non-core business seperti growth in non-core businesses such as
25.8 25.8
pembiayaan multiguna untuk dana multipurpose financing for cash funds,
tunai, pembiayaan modal kerja, sewa working capital financing, operating
operasi, dan mobil bekas. Di luar itu, TAF leases, and used cars. Beyond that, TAF will
juga akan menjajaki peluang bisnis baru also explore new business opportunities
yang prospektif. with high growth potential.
Untuk mendukung rencana tersebut, TAF To support these plans, TAF will enhance
akan meningkatkan kerja sama dengan its collaboration with dealers and other
2024 2025 dealer dan mitra lainnya, termasuk bank, partners, including banks, insurance
perusahaan asuransi dan mitra bisnis companies, and other business partners.
Pinjaman lainnya. Perusahaan juga akan mendorong The company will also drive end-to-end
Bilateral digitalisasi proses bisnis secara end-to- digitalization of business processes and
(triliun Rupiah) end, dan melakukan optimalisasi aplikasi optimize digital applications to improve
digital untuk meningkatkan efisiensi dan efficiency and customer convenience.
Bilateral loans
(trillion Rupiah) kenyamanan pelanggan.
202 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 205
262
Kantor cabang
Branches
Federal International Finance (FIFGROUP) 400+
Federal International Finance (FIFGROUP) Federal International Finance (FIFGROUP) is
Titik layanan
merupakan unit usaha jasa keuangan Astra's financial services business unit that Service points
Astra yang menjalankan bisnis pembiayaan provides financing for Honda motorcycles.
sepeda motor Honda. Agar dapat In order to expand its consumer base,
memperluas basis konsumen, FIFGROUP FIFGROUP has diversified its business
melakukan diversifikasi portofolio bisnis portfolio by providing multi-product,
dengan menyediakan fasilitas pembiayaan multi-purpose, religious travel, and
multi produk, multiguna, perjalanan religi, productive microfinance facilities.
hingga pembiayaan mikro produktif.
Produk Products
FIFGROUP menyediakan fasilitas FIFGROUP provides financing facilities
pembiayaan sesuai kebutuhan dan according to consumer needs and
preferensi konsumen melalui skema preferences through conventional and
konvensional dan syariah. sharia schemes.
• FIFASTRA • FIFASTRA
Fasilitas pembiayaan sepeda motor yang Motorcycle financing facilities that include
mencakup pembiayaan sepeda motor Honda financing for new Honda motorcycles.
baru. FIFASTRA menjaga hubungan yang baik FIFASTRA maintains good relationships with
dengan dealer utama dan jaringan dealer major dealers and the Honda motorcycle
sepeda motor Honda. dealer network.
• SPEKTRA • SPEKTRA
Fasilitas pembiayaan multi produk yang Multi-product financing facilities that provide
merupakan rangkaian dukungan finansial a range of financial support for the purchase
untuk pembelian produk elektronik, of electronic products, household appliances,
peralatan rumah tangga, furnitur, gadget , furniture, gadgets, and lifestyle products.
dan produk lifestyle.
• DANASTRA • DANASTRA
Fasilitas pembiayaan multiguna. Multi-purpose financing facilities.
• AMITRA • AMITRA
Platform syariah yang berfokus pada A sharia platform focused on financing
pembiayaan perjalanan religi Haji dan Umrah. religious pilgrimages for Hajj and Umrah.
ASTRA Laporan Tahunan 2025 Annual Report 203
Page 206
• FINATRA • FINATRA
Fasilitas pembiayaan mikro produktif Productive microfinance facilities that provide
yang menjadi solusi bagi UMKM dalam solutions for MSMEs in developing their
mengembangkan usahanya. businesses.
Pemasaran dan Marketing and
Jaringan Layanan Service Network
FIFGROUP melakukan kegiatan FIFGROUP conducts its marketing activities
pemasarannya melalui platform through an omnichannel platform
omnichannel untuk meningkatkan kualitas to improve the quality of customer
interaksi dan transaksi pelanggan. interactions and transactions.
• FIFGO • FIFGO
Sebagai evolusi dari FIFGROUP Mobile As an evolution of FIFGROUP Mobile
Customer, aplikasi FIFGO hadir sebagai solusi Customer, the FIFGO app is a digital
digital yang mendukung seluruh perjalanan solution that supports the entire customer
pelanggan, mulai dari eksplorasi produk, journey, from product exploration and the
proses pembelian, penggunaan layanan, purchasing process to service usage and
hingga program loyalitas. loyalty programs.
• HALOFIF • HALOFIF
Layanan HALOFIF tersedia melalui: HALOFIF services is available through:
- Telepon: 1500-343 - Phone: 1500-343
- E-mail: halofif@fifgroup.astra.co.id - E-mail: halofif@fifgroup.astra.co.id
- Media sosial: @FIFCLUB (Facebook, - Social Media: @FIFCLUB (Facebook,
Instagram, TikTok & YouTube) Instagram, TikTok & YouTube)
Waktu operasional: Operating Times:
- Senin-Minggu 08.00-18:00 WIB - Monday-Sunday 08.00-18:00 WIB
- Virtual customer service FIONA: 24/7 - Virtual customer service FIONA: 24/7
• FIFGROUP Intelligent Personal Assistant • FIFGROUP Intelligent Personal Assistant
(FIONA) (FIONA)
Layanan pelanggan secara virtual dengan Virtual customer service with the help of
bantuan chatbot untuk memberikan chatbots to provide responsive information
informasi dan bantuan yang responsif bagi and assistance to customers via WhatsApp,
pelanggan melalui WhatsApp, Direct Message Instagram Direct Message, Telegram,
Instagram, Telegram, Facebook Messenger, Facebook Messenger, and websites.
dan situs web.
• Mesin Antrean Integrated Self Service • Integrated Self Service (ISS) Queue
(ISS) - FIONA SIAP Machine - FIONA SIAP
Mesin antrean di cabang FIFGROUP yang The queue machine at FIFGROUP branches
dapat mengatur customer journey di kantor can automatically manage the customer
cabang secara otomatis sesuai dengan journey at branch offices according to
layanan yang dipilih untuk mengefektifkan the selected service to optimize service
waktu layanan dan mempersingkat waktu time and shorten customer waiting time.
tunggu konsumen. Konsumen juga dapat Customers can also activate their FIFGROUP
mengaktifkan FIFGROUP Card (FGC) melalui Card (FGC) through this ISS machine.
mesin ISS ini.
204 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 207
Kinerja 2025 2025 Performance KONTRAK
PEMBIAYAAN
Segmen pembiayaan otomotif roda The two-wheeler automotive financing FINANCING CONTRACTS
dua masih bertumbuh positif di tengah segment has continued to grow positively
tekanan daya beli masyarakat dan amid pressure on people's purchasing
penurunan jumlah masyarakat kelas power and a decline in the middle class. 4.0 4.1
menengah. Sepeda motor tetap menjadi Motorcycles remain the best choice for
pilihan mobilitas terbaik yang efisien dan efficient and economical mobility for
ekonomis bagi masyarakat Indonesia, Indonesians, especially in active and
khususnya di wilayah perkotaan yang aktif densely populated urban areas.
dan padat penduduk.
Pada 2025 FIFGROUP membukukan kinerja In 2025, FIFGROUP recorded better
yang lebih baik dibandingkan tahun performance compared to the previous
sebelumnya, dengan tingkat NPF terjaga year, with an NPF level maintained at 1.5%, 2024 2025
di 1,5%, atau jauh dibawah standar well below the industry standard of 2.5%.
industri pembiayaan yang mencapai 2,5%. Nasabah Aktif
(juta)
Penghargaan 2025 2025 Awards Active Customers
(million)
Sepanjang tahun 2025 FIF menerima Throughout 2025, FIF received 43 external
43 penghargaan eksternal antara lain: awards, including:
• The Asset Triple A Awards • The Asset Triple A Awards 3.5 3.6
Best Sustainability Loan Indonesia Best Sustainability Loan Indonesia
• HR Asia Best Companies To Work 2025 • HR Asia Best Companies To Work 2025
• The Best of The Best Multifinance • The Best of The Best Multifinance
Company 2025 Company 2025
Infobank Multifinance Appreciation 2025 Infobank Multifinance Appreciation 2025
2024 2025
Mengoptimalkan Optimizing the Contribution
Kontribusi Lini Bisnis of Business Lines Unit
Agar dapat terus adaptif dengan In order to remain adaptive to the dynamics Pembiayaan
dinamika industri pembiayaan kendaraan of the motor vehicle financing industry and (juta unit)
bermotor dan perubahan perilaku changes in consumer behavior, FIFGROUP Units Financed
konsumen, FIFGROUP menerapkan has implemented a balanced portfolio (million units)
strategi portofolio yang seimbang dengan strategy by optimizing the contribution
mengoptimalkan kontribusi dari seluruh of all business lines. In 2025, FIFGROUP
lini bisnis. Pada tahun 2025, FIFGROUP has primarily focused on solidifying its 50.9
terutama berfokus memperkuat pondasi productive micro financing business 47.4
bisnis pembiayaan mikro produktif yang foundation, which was targeted to become
ditargetkan menjadi salah satu pendorong one of FIFGROUP's new revenue drivers.
pendapatan baru FIFGROUP.
2024 2025
Nilai
Pembiayaan
(triliun Rupiah)
Amount Financed
(trillion Rupiah)
ASTRA Laporan Tahunan 2025 Annual Report 205
Page 208
NILAI PEMBIAYAAN Salah satu kunci pertumbuhan kinerja One of the keys to FIFGROUP's
BERDASARKAN FIFGROUP adalah optimalisasi database performance growth are optimalization of
KATEGORI
internal dan proses analisis risiko yang internal database and careful risk analysis
AMOUNT FINANCED
BY CATEGORY berhati-hati. Selain itu, strategi ekspansi processes. In addition, network and
jaringan dan layanan menjadi salah satu service expansion strategies have become
30,447 prioritas utama, diantaranya dengan a top priority, including the addition
29,882
menambah 12 kantor cabang baru untuk of 12 new branch offices to increase
meningkatkan penetrasi pasar di wilayah market penetration in areas with high
2024 2025 dengan potensi pertumbuhan tinggi. growth potential.
Sepeda Motor Baru
(miliar Rupiah) Memperkuat Kolaborasi Bolstering Collaboration
New Motorcycle dan Sinergi and Synergy
(billion Rupiah)
Dari sisi pemasaran, FIFGROUP menerapkan From a marketing perspective, FIFGROUP
strategi yang berfokus pada optimalisasi has implemented a strategy that focuses
16,987 omnichannel yang terintegrasi, agar on optimizing integrated omnichannel,
14,118
pelanggan dapat berinteraksi melalui so that customers can interact through
kanal digital maupun non digital. Untuk both digital and non-digital channels.
2024 2025 melancarkan strategi tersebut, perusahaan To facilitate this strategy, the company
telah memperbarui platform digital has updated the FIFGO customer digital
Sepeda Motor Bekas pelanggan FIFGO agar dapat memberikan platform to provide greater convenience
(miliar Rupiah) kemudahan dan layanan yang lebih and more personalized services
Used Motorcycle personal kepada pelanggan. to customers.
(billion Rupiah)
1,846
1,649
2024 2025
Elektronik &
Perlengkapan
Rumah Tangga
(miliar Rupiah)
Electronic &
Household Appliances
(billion Rupiah)
931
650
2024 2025
Haji & Umrah
(miliar Rupiah)
Hajj & Umrah
(billion Rupiah)
933 917
2024 2025
Lainnya
(miliar Rupiah)
Other
(billion Rupiah)
206 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 209
Di luar itu, FIFGROUP juga terus Beyond that, FIFGROUP continues to PENDANAAN
memperkuat kolaborasi dan sinergi dengan strengthen collaboration and synergy with FUNDING
berbagai pihak, termasuk Grup Astra, various parties, including Astra Group
serta berkolaborasi dengan mitra kerja and collaborate with business partners
16.7 16.6
agar dapat menghadirkan produk dan to deliver relevant and value-added
layanan yang relevan dan bernilai tambah. products and services. In its Business-to-
6.2 8.2
Dalam strategi Business-to-Business (B2B), Business (B2B) strategy, the company has
perusahaan memperkuat kemitraan consolidated partnerships with dealers
dengan dealer dan toko melalui beragam and stores through a range of competitive
keuntungan kompetitif dan layanan. advantages and services.
2024 2025
Rencana 2026 2026 Plans
Pinjaman Luar Negeri
| Offshore Loan
Pada tahun 2026 dan seterusnya, In 2026 and beyond, the company will
Pinjaman Dalam Negeri
perusahaan akan terus mempertimbangkan continue consider of global geopolitical | Onshore Loan
dinamika geopolitik global yang dapat dynamics that could affect national
memengaruhi pertumbuhan ekonomi economic growth and people's purchasing Pinjaman Luar
nasional dan daya beli masyarakat, power, including in the two-wheeler & Dalam Negeri
termasuk pada sektor otomotif roda dua. automotive sector. (triliun Rupiah)
Untuk mempertahankan kepemimpinan di To maintain its leadership in the two- Offshore &
segmen pembiayaan roda dua, FIFGROUP wheeler financing segment, FIFGROUP will Onshore Loans
(trillion Rupiah)
akan memperkuat daya saing melalui boost its competitiveness by improving
peningkatan kualitas portofolio dan portfolio quality and risk management,
manajemen risiko, optimalisasi basis data optimizing its customer database, 22.9 24,8
pelanggan, penerapan strategi customer implementing a customer retention 8.6 10.3
retention, pemanfaatan jaringan bisnis strategy, utilizing its business network
sebagai point of sales, serta peningkatan as a point of sales, and improving human
sumber daya manusia sesuai kebutuhan. resources as needed.
2024 2025
Pinjaman Bank | Bank Loans
Obligasi | Bonds
Pinjaman Bank
& Obligasi
(triliun Rupiah)
Bank Loans & Bonds
(trillion Rupiah)
ASTRA Laporan Tahunan 2025 Annual Report 207
Page 210
PEMBIAYAAN ALAT BERAT
HEAVY EQUIPMENT FINANCING
Surya Artha Nusantara Finance (SANF)
PT Surya Artha Nusantara Finance PT Surya Artha Nusantara Finance (SANF) is
(SANF) adalah perusahaan pembiayaan a financing company established by Astra
yang didirikan oleh Grup Astra melalui Group through PT Sedaya Multi Investama
PT Sedaya Multi Investama (60%), (60%), Marubeni Corporation (35%), and
Marubeni Corporation (35%), dan PT Marubeni Indonesia (5%).
PT Marubeni Indonesia (5%).
Produk Products
SANF menyediakan solusi pembiayaan SANF offers financing solutions for
untuk pelanggan korporasi dan komersial, corporate and commercial customers,
mencakup pembiayaan alat berat, truk, covering heavy equipment, trucks, and
dan kebutuhan produktif lainnya. other productive needs.
Pemasaran dan Jaringan Marketing and Service
Layanan Network
SANF melayani pelanggannya melalui SANF serves its customers through a
jaringan kantor selain kantor cabang dan network of branch other than branch
layanan digital. offices and digital services.
208 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 211
Layanan Fisik: Physical Services: SANF memiliki jaringan pemasaran yang SANF has an extensive marketing network luas di berbagai wilayah strategis: Jakarta, across key strategic areas: Jakarta, Semarang, Surabaya, Medan, Pekanbaru, Semarang, Surabaya, Medan, Pekanbaru, Jambi, Palembang, Pontianak, Samarinda, Jambi, Palembang, Pontianak, Samarinda, Balikpapan, Banjarmasin dan Makassar. Balikpapan, Banjarmasin, and Makassar. Layanan Digital: Digital Services: SANFIND. Aplikasi mobile yang dilengkapi SANFIND. A mobile application that is fitur yang dapat memudahkan proses equipped with features that can facilitate akuisisi pembiayaan produktif sebagai the productive financing acquisition upaya untuk mencapai target “one-day process in an effort to achieve the target of disbursement process”. a “one-day disbursement process”. ASTRA Laporan Tahunan 2025 Annual Report 209
Page 212
PORTOFOLIO PIUTANG Kinerja 2025 2025 Performance
PEMBIAYAAN
BERDASARKAN Pada tahun 2025, SANF mencatatkan In 2025, SANF delivered positive
SEKTOR BISNIS
kinerja yang positif sejalan dengan performance driven by new financing
FINANCING RECEIVABLES
PORTFOLIO BY pertumbuhan pembiayaan baru, dengan growth, with asset quality remaining well-
BUSINESS SECTOR kualitas pembiayaan yang tetap terjaga dan managed and NPF ratios below regulatory
rasio NPF berada jauh di bawah ketentuan thresholds, reflecting disciplined credit risk
6 1 yang berlaku, mencerminkan pengelolaan management. Through adaptive financing
4
5 48 risiko kredit yang efektif. Melalui strategi strategies, SANF was able to maintain
pembiayaan yang adaptif, SANF mampu sustainable growth while supporting
2024 mempertahankan pertumbuhan yang financing needs in strategic sectors that are
20
(%) berkelanjutan sekaligus mendukung the focus of SANF's development.
kebutuhan pembiayaan pada sektor-
sektor strategis yang menjadi fokus
16 pengembangan SANF.
6 2
3 Penghargaan 2025 Awards 2025
6 45
Sepanjang tahun 2025 SANF menerima Throughout 2025, SANF received
2025 12 penghargaan eksternal, antara lain: 12 external awards, including:
(%)
• The Excellent Performance • The Excellent Performance
23 Multifinance Company Multifinance Company
(Asset Class 5 - Rp10 Triliun) (Asset Class 5 - Rp10 Trillion)
15 Infobank Infobank
Pertambangan Batu bara
Coal Mining
• Top 5 Best Financing Companies • Top 5 Best Financing Companies
Pertambangan Non Batu bara with Assets above Rp5 Triliun with Assets above Rp5 Trillion
Coal Mining
APPI (Asosiasi Perusahaan Pembiayaan APPI (Asosiasi Perusahaan Pembiayaan
Transportasi & Logistik
Transportation & Logistics Indonesia) Indonesia)
Pertanian
Agriculture
• Most Strategic Enterprise • Most Strategic Enterprise
Konstruksi
Construction in Regulatory Compliance in Regulatory Compliance
Kehutanan Hukum Online Hukum Online
Forestry
Industri & Lainnya
Industry & Others
Penguatan Portofolio Portfolio Enhancement
Sepanjang 2025, SANF menghadapi Throughout 2025, SANF faced challenges
JUMLAH
PEMBIAYAAN tantangan dari fluktuasi harga komoditas, from commodity price fluctuations,
TOTAL FINANCING khususnya batu bara, serta ketidakpastian particularly coal, as well as global economic
ekonomi global yang memengaruhi uncertainty that affected interest rates and
7.6 8.4 pergerakan suku bunga dan cost of fund. the cost of funds. Facing these conditions,
Menghadapi kondisi tersebut, SANF SANF implemented strategies focused
menerapkan strategi yang berfokus pada on enhancing its portfolio, developing
penguatan portofolio, pengembangan human resources, social contributions, and
2024 2025
SDM, kontribusi sosial, serta digitalisasi. digitalization.
Nilai Pembiayaan
(triliun Rupiah)
Financing Amount
(trillion Rupiah)
3,521 3,757
2024 2025
Unit Pembiayaan
Financing Unit
210 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 213
Dalam memperkuat portfolio bisnis, In strengthening its business portfolio, PENDANAAN
SANF fokus dalam pembiayaan alat berat SANF focuses on heavy equipment FUNDING
dengan pengoptimalan database dan financing by optimizing its database, while
memperluas diversifikasi pembiayaan truk, expanding the diversification of truck 6.0
pengembangan pembiayaan modal kerja, financing, developing working capital 5.7
pembiayaan mesin, serta pembiayaan financing, machinery financing, and
di sektor dan segmen baru. Selain itu, financing in new sectors and segments.
SANF meningkatkan sinergi dengan In addition, SANF enhanced its synergy
afiliasi, menerapkan strategi kebijakan with affiliates, implemented appropriate
harga yang tepat, serta mendiversifikasi pricing strategies, and diversified its 2024 2025
skema pendanaan agar selaras dengan financing schemes to align with market
kebutuhan pasar. Sejalan dengan itu, needs. In line with this, the reinforcement Pinjaman Dalam
penguatan kapabilitas SDM dan integrasi of human capital capabilities and digital Negeri (triliun Rupiah)
teknologi digital terus dilakukan untuk technology integration continues to be Onshore Loans
meningkatkan ketangguhan perusahaan carried out to increase the company's (trillion Rupiah)
dan kecepatan beradaptasi terhadap resilience and speed of adaptation to
dinamika industri. industry dynamics.
3.2 3.1
Untuk mendukung kinerja yang To support sustainable performance, 2.9
2.5
berkelanjutan, sinergi dengan ekosistem synergize across Astra Group’s ecosystem
Grup Astra menjadi salah satu strategi remains one of SANF’s strategies.
SANF.
Rencana 2026 2026 Plans
2024 2025
Di tengah kondisi global yang dinamis Amid dynamic and uncertain global Obligasi | Bonds
dan penuh ketidakpastian, pergerakan conditions, commodity price movements Pinjaman Bilateral | Bilateral Loan
harga komoditas masih akan terus menjadi will remain a focus for SANF in 2026.
Obligasi &
perhatian SANF pada 2026. SANF optimis SANF is optimistic about its performance
dengan prospek kinerjanya , seiring adanya prospects, given the opportunities arising
Pinjaman Bilateral
(triliun Rupiah)
peluang dari upaya pemerintah yang akan from government efforts that will focus on
Bonds &
berfokus pada sektor-sektor strategis strategic sectors such as infrastructure and
Bilateral Loans
seperti infrastruktur dan manufaktur. manufacturing. (trillion Rupiah)
Melalui optimalisasi inovasi teknologi, Through technological innovation
diversifikasi produk, serta strategi SANF optimization, product diversification,
untuk memaksimalkan portofolio non- and SANF's strategy to maximize its non-
batu bara seperti pembiayaan truk dan coal portfolio, such as truck financing
pembiayaan produktif, SANF optimis and productive financing, SANF is
dapat memanfaatkan peluang tersebut. optimistic that it can capitalize on
these opportunities.
ASTRA Laporan Tahunan 2025 Annual Report 211
Page 214
5
Kantor
Perwakilan
Representative
Offices
Komatsu Astra Finance (KAF)
PT Komatsu Astra Finance (KAF) merupakan PT Komatsu Astra Finance (KAF) is a joint
perusahaan patungan, yang didirikan venture, established by Astra Group
oleh Grup Astra melalui PT Sedaya Multi through PT Sedaya Multi Investama and
Investama dan Grup Komatsu melalui Komatsu Group through PT Komatsu
PT Komatsu Indonesia, dengan kepemilikan Indonesia, with equal 50% shareholdings.
saham masing-masing sebesar 50%.
Produk Products
KAF menyediakan berbagai fasilitas KAF provides various financing facilities
pembiayaan untuk mendukung penjualan to support the sale of Komatsu heavy
alat berat Komatsu di Indonesia, di equipment in Indonesia, including
antaranya adalah pembiayaan investasi investment financing such as financial
termasuk financial lease, sale and leases, sale and leaseback, and other
leaseback, dan pembiayaan lain yang financing approved by OJK. Not only
disetujui OJK. Tidak hanya berfokus pada focusing on heavy equipment sales, in an
penjualan alat berat, sebagai upaya dalam effort to increase new revenue streams,
meningkatkan aliran pendapatan baru, KAF also offers non-unit financing with
KAF juga menawarkan pembiayaan non- spare parts and heavy equipment support
unit dengan skema pembiayaan spare part product financing schemes through the
dan produk pendukung alat berat melalui Support Heavy Equipment Financing
program Support Heavy Equipment (SHEFIA) program, as well as through
Financing (SHEFIA), serta melalui skema working capital schemes specifically for top
working capital khususnya untuk top priority customers and existing customers.
priority pelanggan dan pelanggan yang This step is part of after-sales services
ada saat ini. Langkah ini menjadi bagian that support customer asset maintenance
dari layanan purnajual yang mendukung needs, by partnering with UT as the sole
kebutuhan perawatan aset pelanggan, distributor of Komatsu.
dengan bermitra bersama UT sebagai
distributor tunggal Komatsu.
212 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 215
Pemasaran dan Marketing and Jaringan Layanan Service Network KAF terus menjaga hubungan baik KAF continues to maintain good dengan pelanggan, baik dari segmen relationships with customers, both from korporasi maupun komersial melalui lima the corporate and commercial segments, jaringan kantor perwakilan yang berlokasi through five representative office di Pekanbaru, Surabaya, Balikpapan, networks located in Pekanbaru, Surabaya, Makassar, dan Jakarta. Balikpapan, Makassar, and Jakarta. ASTRA Laporan Tahunan 2025 Annual Report 213
Page 216
JUMLAH Kinerja 2025 2025 Performance
PEMBIAYAAN
AMOUNT FINANCING Sepanjang tahun 2025, KAF terus Throughout 2025, KAF has continued
mengoptimalkan penyaluran pembiayaan to optimize the distribution of Komatsu
produk Komatsu dan unit pendukung product financing and other supporting
331 lainnya melalui skema pembiayaan units through new unit financing
314
unit baru, sales and leaseback, serta schemes, sales and leaseback, as well as
pembiayaan non-unit seperti sparepart dan non-unit financing such as spare parts
working capital. Kontribusi pembiayaan and working capital. The contribution
unit meningkat dibandingkan tahun 2024, from unit financing increased compared
seiring dengan pertumbuhan pembiayaan with 2024, in line with a 50% growth in
dari segmen komersial sebesar 50%. financing from the commercial segment.
Di sisi lain, pembiayaan non-unit juga Meanwhile, non-unit financing also
mencatat pertumbuhan yang solid sebesar recorded solid growth of 58%, mainly
58%, khususnya dari basis pelanggan driven by KAF’s existing customer base.
2024 2025 eksisting KAF.
Jumlah Di tengah ketidakpastian industri Amid industry uncertainty throughout
sepanjang 2025, khususnya batu bara, KAF 2025, particularly in the coal sector,
Pembiayaan
menjaga kualitas aset pembiayaan tetap KAF maintained healthy financing asset
(juta Dolar AS)
sehat dengan rasio NPF sebesar 0,15% quality, with an NPF ratio of 0.15% in
Financing Amount pada tahun 2025, jauh di bawah rata-rata 2025, significantly below the industry
(millions USD)
industri pembiayaan, khususnya, sektor average, especially within the mining and
pertambangan dan penggalian. quarrying sector.
787 Penghargaan 2025 2025 Awards
657
Atas kinerja dan reputasi yang baik, Due to its excellent performance and
pada tahun 2025 KAF mendapatkan reputation, in 2025 KAF received the
penghargaan The Excellent Performance Excellent Performance Multifinance
Multifinance Company (untuk kategori Company award (for the category of total
total aset Rp5-10 triliun), melalui acara assets of Rp5-10 trillion) at the 21st Multi-
21st Multi-finance Awards Tahun 2025 finance Awards 2025 event organized
yang diselenggarakan oleh Infobank. by Infobank.
2024 2025
Diversifikasi Diversifying Financing
Unit Portofolio Pembiayaan Portfolio
Pembiayaan Dalam menghadapi tantangan industri In facing the challenges of the heavy
(unit) pembiayaan alat berat di 2025, khususnya equipment financing industry in 2025,
Financing Unit (unit) persaingan dengan merek alat berat particularly competition with other heavy
lain (termasuk merek Tiongkok), serta equipment brands (including Chinese
persaingan tingkat suku bunga dengan brands), as well as interest rate competition
multifinance dan pembiayaan alat berat with multifinance and other heavy
lainnya, KAF berfokus memperkuat equipment financing companies, KAF has
portofolio utama melalui pengelolaan focused on strengthening its main portfolio
kualitas aset yang prudent dan through prudent and comprehensive asset
komprehensif. quality management.
Selain itu, KAF juga melakukan diversifikasi In addition, KAF has also diversified its
portofolio pembiayaan, baik melalui financing portfolio, both through the
pengembangan pembiayaan unit sektor development of non-coal sector unit
non-batu bara, maupun penetrasi financing and the penetration of non-
produk pembiayaan non-unit seperti unit financing products such as spare
pembiayaan sparepart. parts financing.
214 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 217
Sepanjang tahun 2025 KAF memperkuat Throughout 2025, KAF has strengthened PENDANAAN
sinergi dengan Grup Astra, termasuk UT, its synergy with Astra Group, including FUNDING
dan Grup Komatsu Indonesia agar dapat UT, and Komatsu Group Indonesia in
mengoptimalkan fasilitas pendanaan order to optimize funding facilities and
dan mengeksplorasi new revenue explore new revenue streams, both 355
stream, baik melalui pengembangan through the development of financing 314
produk pembiayaan maupun diversifikasi products and the diversification of the
portofolio pembiayaan. financing portfolio.
Prinsip Kehati-hatian dan Prudential Principle and
Pengelolaan Risiko yang Terukur Measured Risk Management
Berbagai upaya peningkatan pembiayaan Various efforts to increase KAF financing
KAF dilakukan dengan tetap memperhatikan have been carried out while maintaining
prinsip kehati-hatian dan pengelolaan the principles of prudence and measured 2024 2025
risiko yang terukur, melalui pemantauan risk management, through continuous
berkelanjutan terhadap kinerja pembayaran monitoring of debtor payment performance, Ketersediaan
debitur, pemantauan kinerja proyek dimana monitoring of project performance where Fasilitas
unit pembiayaan bekerja, serta analisis the financing unit operates, and in-depth
mendalam terhadap kondisi ekonomi analysis of macroeconomic, industry, and
Pembiayaan
makro, industri, dan pasar komoditas. commodity market conditions. (juta Dolar AS)
Financing Facility
KAF juga megoptimalkan sinergi dengan KAF has also optimized synergies with
Availability
Komatsu Group Indonesia dengan Komatsu Group Indonesia by maximizing (millions USD)
memaksimalkan penggunaan Komatsu the use of the Komatsu Machine Tracking
Machine Tracking System (KOMTRAX) System (KOMTRAX) to monitor financing
untuk memonitor aset pembiayaan, assets, as well as using the Financial
serta menggunakan Sistem Layanan Information Service System (SLIK) from the
Informasi Keuangan (SLIK) dari OJK untuk OJK to ensure credit quality and debtor
memastikan kualitas kredit dan kinerja payment performance.
pembayaran debitur.
Rencana 2026 2026 Plans
Pada tahun 2026, KAF akan terus In 2026, KAF will continue to focus on
berfokus pada pengembangan lini bisnis developing both unit and non-unit
pembiayaan unit dan non-unit, seiring financing businesses, while closely
dengan pemantauan berkelanjutan monitoring conditions in the coal
terhadap kondisi industri batu bara dan and non-coal industries. KAF will also
non-batu bara. KAF juga akan terus continue to explore and optimize
mengeksplorasi serta mengoptimalkan available opportunities, particularly to
berbagai peluang, khususnya dalam increase portfolio penetration in non-
meningkatkan penetrasi portofolio coal sectors. KAF remains mindful of key
pada sektor non-batu bara. KAF tetap challenges, including commodity price
mewaspadai berbagai tantangan, volatility that may affect demand for
termasuk volatilitas harga komoditas heavy equipment, as well as intensifying
yang dapat memengaruhi permintaan competition. To maintain competitiveness,
alat berat serta meningkatnya intensitas KAF will strengthen asset management,
persaingan. Untuk menjaga daya saing, funding, and risk management, while
KAF akan memperkuat pengelolaan aset, enhancing synergies and collaboration
pendanaan, dan manajemen risiko, serta with various partners, including Astra
meningkatkan sinergi dan kolaborasi Group and Komatsu Group Indonesia.
dengan berbagai pihak termasuk Grup
Astra dan Grup Komatsu Indonesia.
ASTRA Laporan Tahunan 2025 Annual Report 215
Page 218
30
Kantor Cabang
Branch Offices
6
Garda Center
dan Unit
Layanan Asuransi
Garda Centers
and Service Units
Insurance
Asuransi Astra Buana (Asuransi Astra)
PT Asuransi Astra Buana (Asuransi Astra) PT Asuransi Astra Buana (Asuransi Astra) is
adalah unit usaha Astra yang bergerak di an Astra business unit engaged in general
bidang asuransi umum. insurance.
Produk Products
• Asuransi Kendaraan Bermotor • Automotive Insurance
• Asuransi Komersial • Commercial Insurance
• Asuransi Kesehatan • Health Insurance
Pemasaran dan Jaringan Marketing and Service
Layanan Network
Asuransi Astra melayani pelanggan melalui Asuransi Astra serves customers through
pendekatan omnichannel, dengan layanan an omnichannel approach, with offline
offline yang tersedia melalui kantor services available through branch offices,
cabang, jaringan agen, dan mitra strategis agent networks, and strategic partners
di seluruh Indonesia, serta layanan online throughout Indonesia, as well as online
yang dapat diakses melalui berbagai services accessible through various digital
platform digital seperti aplikasi garda platforms such as the Garda Mobile
mobile (myGarda dan Medcare) dan situs application (myGarda and Medcare) and
web gardaoto.com. the gardaoto.com website.
216 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 219
Asuransi Astra juga memiliki sistem Asuransi Astra also has an integrated
Business-to-Business (B2B) yang terintegrasi Business-to-Business (B2B) system with
dengan bengkel, perusahaan multifinance, workshops, multifinance companies, and
dan rumah sakit agar dapat melayani hospitals to serve customers efficiently,
nasabah dengan efisien, cepat, dan quickly, and easily. Customers can also
mudah. Nasabah juga dapat mengakses access myGarda and Medcare apps to
aplikasi myGarda dan Medcare untuk obtain services related to claims, policy
mendapatkan layanan terkait klaim, information, engagement, and more.
informasi polis, engagement , dan lainnya.
Beberapa fasilitas yang disediakan oleh A few facilities provided by Asuransi Astra
Asuransi Astra untuk para pelanggan: to its customers:
• Garda Siaga 24 jam • 24 Hours Garda Siaga
Layanan darurat dengan akses layanan Emergency services with access to towing
derek atau gendong kendaraan (Emergency or vehicle transport (Emergency Roadside
Roadside Assistance) dan bantuan mobil Assistance) and ambulance and paramedic
ambulans serta paramedis (Emergency assistance (Emergency Medical Assistance) for
Medical Assistance) untuk peserta Garda Garda Medika participants.
Medika.
• Garda Akses 24 jam • 24 Hours Garda Akses
Layanan contact center terintegrasi dengan Integrated contact center services with a
akses yang luas melalui: extensive access through:
• Call: 1500 112 • Call: 1500 112
• Click: asuransiastra.com • Click: asuransiastra.com
• WhatsApp: 08950 1 500 112 • WhatsApp: 08950 1 500 112
• SMS: 08118 500 112 • SMS: 08118 500 112
• Media sosial: Facebook, X, & Instagram • Social Media: Facebook, X, & Instagram
Garda Oto & Asuransi Astra Garda Oto & Asuransi Astra
• Aplikasi: Garda Mobile • Application: Garda Mobile
• myGarda • myGarda
All-in-one app untuk memenuhi kebutuhan An all-in-one application designed to meet
layanan asuransi pelanggan, mulai dari customers’ insurance service needs, ranging
pembelian polis, permintaan layanan darurat from policy purchases and emergency
hingga proses klaim. Penambahan fitur baru assistance requests to claims processing.
"virtual survey" memungkinkan pelanggan The introduction of the new ‘virtual survey’
melakukan pelaporan klaim tanpa harus feature enables customers to submit claims
datang ke cabang. remotely without the need to visit a branch.
• Medcare • Medcare
Aplikasi yang tersedia untuk masyarakat An application available to the general
umum dan dilengkapi berbagai fitur yang public, equipped with various features that
menunjang gaya hidup sehat, serta fitur support a healthy lifestyle, as well as exclusive
khusus bagi peserta Garda Medika seperti features for Garda Medika participants,
akses manfaat, data klaim, E-Claim, Express including access to benefits information,
Appointment , dan inovasi unggulan Express claims data, E-Claim, Express Appointment,
Discharge yang memungkinkan pasien rawat and the flagship Express Discharge
jalan pulang lebih cepat tanpa antre kasir innovation, which enables outpatient
dan farmasi. patients to return home more quickly without
queuing at the cashier or pharmacy.
• OtoSurvey • OtoSurvey
Aplikasi yang dapat membantu surveyor An application that can help surveyors
dalam meningkatkan kualitas pelayanan dan improve service quality and speed up the
mempercepat proses klaim. claims process.
ASTRA Laporan Tahunan 2025 Annual Report 217
Page 220
KOMPOSISI
PENDAPATAN
REVENUE COMPOSITION
24 37
%
39
Asuransi
Kendaraan
Bermotor
Garda Oto, Garda
Motor (Perlindungan
kendaraan bermotor)
Automotive
Insurance
• OtoSales • OtoSales
Garda Oto, Garda
Motor (Automotive Aplikasi yang dapat membantu para staf An application that can assist sales staff in the
Protection) penjualan dalam proses akuisisi untuk acquisition process to collect information on
melakukan pengumpulan informasi calon potential customers.
pelanggan.
Asuransi
Komersial • GardaOto.com • GardaOto.com
Asuransi Properti, Situs web yang ditujukan untuk pembelian A website dedicated to purchasing various
Asuransi Alat Berat, beragam asuransi digital dari Asuransi Astra, digital insurance products from Asuransi
Asuransi Marine Cargo, termasuk asuransi mobil Garda Oto, asuransi Astra, including Garda Oto car insurance,
Asuransi Marine Hull, kesehatan rawat jalan Garda Healthtech, Garda Healthtech outpatient health
dan Lainnya
asuransi perjalanan Garda Trip, asuransi insurance, Garda Trip travel insurance, Garda
Commercial kebakaran rumah Garda Home, dan asuransi Home home fire insurance, and Garda Me and
kecelakaan diri Garda Me dan Garda Edu. Garda Edu personal accident insurance.
Insurance
Property Insurance,
• Garda Medika Akses (GMA) • Garda Medika Akses (GMA)
Heavy Equipment
Insurance, Marine Portal web yang digunakan rumah sakit dan A web portal used by partner hospitals and
Cargo Insurance, klinik rekanan untuk memproses klaim rawat clinics to process inpatient and outpatient
Marine Hull Insurance, inap dan rawat jalan dengan praktis dan claims quickly and easily. GMA has also
and Others cepat. GMA juga dikembangkan dalam bentuk been developed in the form of GMA Client
GMA Client Information untuk membantu Information to assist corporate customers in
pelanggan korporasi dalam pengelolaan dan managing and monitoring membership data,
Asuransi pemantauan data keanggotaan, manfaat insurance benefits, and claims in real time.
Kesehatan asuransi, dan klaim berjalan secara real time.
Garda Medika,
Garda Healthtech • Risk Management Service • Risk Management Service
Layanan bagi pelanggan komersial untuk Services for commercial customers to conduct
Health Insurance melakukan analisis dan memberikan konsultasi analysis and provide risk management
Garda Medika, penanganan risiko bagi keberlanjutan usaha consulting for the sustainability of customers'
Garda Healthtech dan bisnis pelanggan. businesses and operations.
218 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 221
Kinerja 2025 2025 Performance 8.0
8.9
Tren penurunan penjualan mobil baru The downward trend in new car sales in
pada tahun 2025 turut memengaruhi 2025 has also affected Asuransi Astra's
kinerja Asuransi Astra, khususnya di performance, particularly in the automotive
segmen asuransi kendaraan bermotor. vehicle insurance segment. However,
Namun demikian, pada periode tersebut during this period, Asuransi Astra was still
Asuransi Astra tetap dapat membukukan able to record growth in performance and
pertumbuhan kinerja dan penguatan strengthen its market share, supported
2024 2025
pangsa pasar, didukung oleh diversifikasi by its diversification into the commercial
perusahaan di segmen asuransi and health insurance segments, as well Pendapatan
komersial dan kesehatan, serta kinerja as improved operational performance (triliun Rupiah)
operasional yang lebih baik dibandingkan compared to the previous year.
tahun sebelumnya. Revenue
(trillion Rupiah)
Triple-P Roadmap Triple-P Roadmap
1.5 1.6
Pada 2025, Asuransi Astra memperkuat In 2025, Asuransi Astra strengthened its
bisnis melalui penerapan strategi Triple-P business through the implementation
(3P) Roadmap yang berfokus pada of the Triple-P (3P) Roadmap strategy,
Portfolio Roadmap, People Roadmap, dan which focuses on the Portfolio Roadmap,
Public Contribution Roadmap. Strategi ini People Roadmap, and Public Contribution
mendorong pertumbuhan portofolio yang Roadmap. This strategy encourages
seimbang, sumber daya manusia yang agile balanced portfolio growth, agile and
dan adaptif, serta pelaksanaan program adaptive human resources, and the
kontribusi masyarakat yang bermanfaat. implementation of beneficial community 2024 2025
contribution programs.
Laba Bersih
Asuransi Astra terus menjaga pertumbuhan Asuransi Astra has continued to maintain (triliun Rupiah)
tiga segmen utama yaitu otomotif, growth in its three main segments, namely
komersial, dan kesehatan, dengan automotive, commercial, and health, by
Net Income
(trillion Rupiah)
menerapkan kebijakan underwriting dan implementing solid underwriting policies
struktur reasuransi yang solid, inovasi and reinsurance structures, product and
produk dan layanan, serta pengelolaan service innovation, and measured risk
profil risiko yang terukur. profile management. 20.7
18.2
Memperkuat Inovasi Layanan Enhancing Service Innovation
Untuk meningkatkan kenyamanan To improve customer comfort and
dan kepuasan pelanggan, perusahaan satisfaction, the company launched various
meluncurkan berbagai inovasi seperti innovations such as Express Discharge,
Express Discharge, yaitu layanan pertama the first service in Indonesia that allows
di Indonesia yang memungkinkan pasien outpatients to go home faster after
2024 2025
rawat jalan pulang lebih cepat setelah consultation without having to queue at
melakukan konsultasi tanpa harus antri di the cashier and pharmacy. Jumlah Aset
kasir dan farmasi. (triliun Rupiah)
Total Assets
(trillion Rupiah)
ASTRA Laporan Tahunan 2025 Annual Report 219
Page 222
Kemudian, dari asuransi kendaraan bermotor terdapat Then, from motor vehicle insurance, there is the Virtual
inovasi Virtual Survey, yaitu fitur terbaru dalam aplikasi Survey innovation, the latest feature in the myGarda
myGarda yang memungkinkan pelanggan melakukan application that allows customers to conduct online
survei kendaraan secara daring melalui video call dengan vehicle surveys via video call with the help of a surveyor.
bantuan surveyor. Inovasi ini membuat survei kendaraan This innovation makes vehicle surveys possible anywhere
dapat dilakukan dimanapun dan kapan saja. and anytime.
Penguatan pemasaran juga menjadi kunci pertumbuhan Enhanced marketing was also key to Asuransi Astra's
kinerja Asuransi Astra pada 2025, khususnya melalui performance growth in 2025, particularly through
relasi baik dengan Grup Astra maupun dengan pihak relationships and collaborations with the value chain
lainnya, serta peningkatan kualitas dan jenis layanan both within and outside Astra Group, as well as
untuk memenuhi kebutuhan pasar dengan lebih baik. improvements in the quality and types of services to
better meet market needs.
Rencana 2026 2026 Plans
Agar dapat menjaga pertumbuhan yang berkelanjutan, In order to maintain sustainable growth, in 2026
pada 2026 Asuransi Astra akan melanjutkan Asuransi Astra will continue to implement its Triple P
implementasi strategi Triple P (3P) Roadmap, yang telah (3P) Roadmap strategy, which has proven capable of
terbukti mampu menjaga stabilitas kinerja perusahaan. maintaining the company's performance stability.
Di tengah tren penurunan penjualan mobil baru, segmen Amid the declining trend in new car sales, Asuransi
kendaraan bermotor Asuransi Astra tetap mencatatkan Astra’s motor vehicle segment continued to record
pertumbuhan, didorong oleh peningkatan penetrasi growth, driven by increased penetration in new market
pada segmen pasar baru dan segmen mobil bekas. segments and the used car segment.
Untuk segmen komersial, Asuransi Astra melihat For the commercial segment, Asuransi Astra sees
peluang dari asuransi di sektor properti yang masih terus opportunities in insurance in the property sector, which
bertumbuh. Segmen kesehatan juga tetap menunjukkan continues to grow. The health segment also remains
potensi yang kuat, didukung oleh besarnya permintaan promising, given robust demand for health insurance
terhadap asuransi kesehatan serta tingginya inflasi and high medical cost inflation.
biaya kesehatan.
220 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Asuransi Jiwa Astra (Astra Life) PT Asuransi Jiwa Astra (Astra Life) adalah PT Asuransi Jiwa Astra (Astra Life) is perusahaan penyedia asuransi jiwa yang a life insurance provider owned by dimiliki oleh PT Astra International Tbk PT Astra International Tbk, PT Sedaya bersama PT Sedaya Multi Investama, dan Multi Investama, and Koperasi Astra Koperasi Astra International. International. Produk Products Astra Life menawarkan lini produk Astra Life offers a wide and comprehensive asuransi yang luas dan komprehensif bagi range of insurance products for individual nasabah individu dan korporasi, mencakup and corporate customers, covering life, perlindungan jiwa, kecelakaan, kesehatan accident, health, and critical illness dan penyakit kritis, serta Produk Asuransi protection, as well as Investment-Linked Yang Dikaitkan Dengan Investasi (PAYDI). Insurance Products (PAYDI). Products are Produk tersedia dalam pilihan skema available in conventional or sharia schemes. konvensional atau syariah. Nasabah individu yang dilayani Astra Life Individual customers served by Astra mencakup nasabah bank, perusahaan Life include bank customers, financing pembiayaan, telemarketing, dan digital, companies, telemarketing, and digital dengan lini produk proteksi jiwa dan customers, with flexible life and health kesehatan yang fleksibel sesuai kebutuhan protection product lines tailored to each masing-masing individu. individual's needs. Astra Life juga melayani nasabah kumpulan Astra Life also serves group customers from dari nasabah korporasi, meliputi karyawan corporate customers, including employees beserta keluarga mereka, dengan pilihan and their families, with a selection of life produk perlindungan jiwa, kesehatan insurance, employee health insurance, and karyawan, serta dana pensiun. pension fund products. Produk Astra Life dapat dibayarkan secara Astra Life products can be paid periodically berkala maupun sekaligus. Berbagai or in a lump sum. Various additional pilihan asuransi tambahan (rider) juga insurance options (riders) can also be added dapat ditambahkan untuk melengkapi to complement the protection required perlindungan yang dibutuhkan nasabah. by customers. ASTRA Laporan Tahunan 2025 Annual Report 221
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Pemasaran dan Marketing and
Jaringan Layanan Service Network
Bancassurance Bancassurance
Jalur distribusi melalui kemitraan Distribution channels through partnership
dengan Bank Permata yang memfasilitasi with Bank Permata facilitate product
penawaran produk dan layanan untuk and service offerings for a wide range
segmen dan kebutuhan yang luas mulai of segments and needs, from wealth
dari wealth management, protection, management, protection, and borrowing
borrower, hingga day-to-day banking to day-to-day banking for PermataBank
untuk nasabah PermataBank. customers.
Ekosistem Astra Astra Ecosystem
Jalur distribusi melalui kemitraan dengan Distribution channels through partnerships
perusahaan pembiayaan Astra dengan with Astra financing companies with
jangkauan distribusi secara nasional. nationwide distribution coverage. In
Secara paralel, Astra Life melakukan parallel, Astra Life is developing digital
pengembangan proyek kolaborasi digital touch points collaboration projects with
touch points dengan beberapa perusahaan several financing companies.
pembiayaan.
Jalur Digital Digital Channel
• MyAstra Life • MyAstra Life
Aplikasi layanan nasabah Astra Life Astra Life's customer service application
yang memungkinkan nasabah untuk that allows customers to access policy
mengakses data polis, pengajuan klaim, data, submit claims, use the e-card
fitur e-card, melihat dana investasi pada feature, view investment funds in
polis PAYDI, serta informasi penting PAYDI policies, and other important
lainnya termasuk rumah sakit rekanan, information including partner hospitals,
program promosi, dan katalog produk promotional programs, and a complete
yang lengkap. product catalog.
• iLoveLife.co.id - Direct to Consumer • iLoveLife.co.id - Direct to Consumer
Produk asuransi online yang dihadirkan Online insurance products designed
untuk nasabah generasi milenial for millennial customers, offering
dengan mengusung fleksibilitas, flexibility, great value protection,
nilai perlindungan yang besar, premi affordable premiums, and an easy
terjangkau, dan proses pembelian yang purchasing process.
mudah.
• Digital Affinity - Business to Business • iLoveLife.co.id - Direct to Consumer
to Consumer
Bisnis kemitraan digital yang Digital partnership businesses
dikembangkan melalui kolaborasi developed through collaboration with
bersama berbagai perusahaan berbasis various technology-based companies,
teknologi, mencakup berbagai produk covering a range of new products and
dan channel baru bersama Moxa, channels with Moxa, Asuransi Astra, and
Asuransi Astra, dan Bank Saqu. Bank Saqu.
222 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Direct Channel Direct Channel Pada jalur distribusi direct , Astra Life In the direct distribution channel, Astra menargetkan leads dari berbagai mitra Life targets leads from various internal and internal dan eksternal. external parties. Business Group Channel Business Group Channel Astra Life menghadirkan perlindungan Astra Life provides health, life, and pension kesehatan, jiwa, maupun dana pensiun protection for corporate group/collective bagi nasabah korporasi grup/kumpulan customers through the e-card feature melalui fitur e-card yang tersedia dalam available in the MyAstraLife app. Customers aplikasi MyAstraLife. Nasabah juga can also enjoy online consultation and dapat menikmati online consultation medicine reimbursement through the dan medicine reimbursement melalui HaloDoc app. aplikasi HaloDoc. ASTRA Laporan Tahunan 2025 Annual Report 223
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3.5 3.8 Kinerja 2025 2025 Performance
Kinerja keuangan Astra Life pada tahun Astra Life’s financial performance in 2025
2025 menunjukkan hasil yang baik. Langkah showed positive results. This structured
terstruktur Astra Life dalam melakukan approach to portfolio management
pengelolaan portofolio turut memperkuat strengthened the quality of its business
kualitas fundamental bisnis dan fundamentals and supported the
mendukung pencapaian kinerja yang solid. achievement of solid performance. In
Seiring dengan strategi tersebut, indikator line with this strategy, the key indicators
2024 2025 utama perusahaan juga menunjukkan also showed positive developments,
perkembangan positif, tercermin dari reflected in an increase in the number of
Jumlah bertambahnya jumlah tertanggung. insured customers.
Tertanggung
(juta) Penghargaan 2025 2025 Awards
Number of
Sepanjang tahun 2025 Astra Life menerima Throughout 2025, Astra Life received
Insured Persons
(million) 14 penghargaan eksternal, antara lain: 14 external awards, including:
• Marketeers Youth Choice Award 2025 • Marketeers Youth Choice Award 2025,
kategori Life Insurance peringkat Gold Gold rank in Life Insurance category
Marketeers Marketeers
• Digital Channel Customer Experience • Digital Channel Customer Experience
Award predikat Mostly Happy Customers Award; Mostly Happy Customers
Majalah Marketing Majalah Marketing
• Top 20 Financial Institution 2025 • Top 20 Financial Institution 2025
kategori Asuransi Jiwa Bermodal Life Insurance category with paid up
Sendiri RP250 Miliar sampai dengan capital of IDR 250 billion to less than
kurang dari Rp1 Triliun Rp1 trillion
The Finance member of Infobank Media Group The Finance member of Infobank Media Group
Pertumbuhan dan Sustainable Growth
Profitabilitas Berkelanjutan and Profitability
Menatap masa depan, Astra Life telah Looking ahead, Astra Life has formulated its
merumuskan strategi 2026–2028 yang 2026–2028 strategy centered on three key
berfokus pada tiga pilar utama untuk pillars to ensure the Company continues to
memastikan perusahaan terus tumbuh dan grow and deliver long-term value:
memberikan manfaat jangka panjang:
1. Memperkuat Fondasi Bisnis Inti (Defend 1. Strengthening the Core Business
& Protect): Foundation (Defend & Protect):
Menjaga pengembangan bisnis yang Sustaining existing business
telah berjalan melalui upaya penguatan development by reinforcing the
jalur distribusi Bancassurance dan Bancassurance distribution channel and
mendorong pertumbuhan bisnis secara driving stable and sustainable growth of
stabil dan berkesinambungan. the business.
2. Memacu Mesin Pertumbuhan Baru 2. Accelerating New Growth Engines:
(Growth Engine): Expanding protection coverage through
Memperluas jangkauan perlindungan synergy and collaboration with various
melalui sinergi dan kolaborasi dengan parties, as well as establishing new
berbagai pihak, serta menjalin strategic partnerships.
kemitraan strategis baru.
224 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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3. Transformasi Layanan ( Transform): 3. Service Transformation (Transform): Kami terus berinovasi untuk mengoptimalkan Continuing innovation to optimize the MyAstraLife platform MyAstraLife dan memperluas kemitraan platform and expand B2B partnerships. Through B2B. Melalui transformasi digital, kami terus digital transformation, the Company enhances meningkatkan standar layanan sembari mengelola service standards while effectively managing cost struktur biaya secara efektif serta meningkatkan structures and increasing penetration in the direct penetrasi pada segmen direct channel. channel segment. Penyesuaian Bauran Produk Product Mix Adjustment Sebagai bagian dari pengembangan produk, pada 2025 As part of product development, in 2025 Astra Life Astra Life melakukan penyesuaian bauran penjualan adjusted its product sales mix from investment- produk, dari produk berbasis investasi (Unit-Linked) ke based products (Unit-Linked) to protection products produk proteksi (Tradisional). Langkah ini sejalan dengan (Traditional). This step is in line with trends in the tren dalam industri asuransi jiwa seiring peningkatan life insurance industry as consumer awareness of kesadaran konsumen akan pemisahan produk proteksi the separation between protection and investment dan investasi. products increases. Perubahan fokus ke produk tradisional mengubah The shift in focus to traditional products changed bauran produk Tradisional vs Unit-Linked Astra Life Astra Life's Traditional vs. Unit-Linked product mix to menjadi 64:36 dari tahun sebelumnya 45:55. Untuk 64:36 from 45:55 in the previous year. To strengthen its memperkuat lini produk tradisional, pada tahun 2025 traditional product line, in 2025 the company launched perusahaan meluncurkan beberapa produk proteksi several new protection products such as Critical Illness baru seperti Critical Illness Return on Premiums (ROP) Return on Premiums (ROP) & Critical Illness Non ROP, & Critical Illness Non ROP, AVA iLife Protection, Asli AVA iLife Protection, Asli Proteksi Masa Depanku. Proteksi Masa Depanku. Produk dengan Nilai Tambah Products With Added Value Astra Life juga memastikan untuk selalu memenuhi Astra Life also ensures that it always meets customer kebutuhan nasabah dengan menawarkan produk needs by offering relevant, affordable protection proteksi yang relevan, terjangkau dan memberikan products that provide the best benefits. In addition, the manfaat terbaik. Selain itu, platform layanan nasabah customer service platform is constantly being improved, juga selalu ditingkatkan, salah satunya dengan one example being the refinement of the end-to-end menyempurnakan alur penjualan digital end-to-end di digital sales flow on the iLovelife.co.id website. situs web iLovelife.co.id. Rencana 2026 2026 Plans Astra Life melihat prospek bisnis pada 2026 dan Astra Life sees business prospects in 2026 and beyond seterusnya akan tetap positif didukung oleh potensi as remaining positive, supported by Indonesia's huge pasar Indonesia yang besar dan peningkatan kesadaran market potential and increased public awareness of masyarakat akan pentingnya proteksi. Agar tetap the importance of protection. To remain competitive, kompetitif, Astra Life akan melanjutkan strategi yang Astra Life will continue the strategy implemented in telah diterapkan pada 2025, dengan fokus penguatan 2025, focusing on strengthening its product portfolio portofolio produk dan peningkatan layanan melalui and improving services through digital transformation. transformasi digital. Ke depannya, Astra Life melihat peluang yang sangat Looking ahead, Astra Life sees tremendous besar dari akses ke basis nasabah dalam ekosistem di opportunities from access to its customer base within dalam dan di luar Grup Astra. Hal ini akan menjadi kunci and outside Astra Group ecosystem. This will be key untuk memperkuat kolaborasi dan menjajaki kemitraan to strengthening collaboration and exploring new baru dalam mendukung pertumbuhan kinerja Astra Life partnerships to support Astra Life's sustainable growth. secara berkelanjutan. ASTRA Laporan Tahunan 2025 Annual Report 225
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Perbankan
Banking
PT Bank Saqu Indonesia
Grup Astra melalui PT Sedaya Multi Astra Group, through PT Sedaya Multi
Investama (SMI) bersama Welab Sky Investama (SMI) together with Welab Sky
Limited (WeLab), menjadi pemegang saham Limited (WeLab), has become a shareholder
PT Bank Saqu Indonesia (dh. PT Bank Jasa of PT Bank Saqu Indonesia (formerly
Jakarta) (“Bank Saqu”) untuk mendorong PT Bank Jasa Jakarta) (“Bank Saqu”) to
produktivitas, kesuksesan finansial dan drive productivity, financial success, and
memajukan Indonesia. advance Indonesia.
Segmen & Produk Segment & Products
1. Retail 1. Retail
Untuk mengoptimalkan layanan terhadap To optimize services for retail customers,
nasabah retail, Bank Saqu mengembangkan Bank Saqu has developed digital banking
layanan digital. Aplikasi Bank Saqu dapat services. Bank Saqu application is available
diunduh melalui AppStore dan Google for download on the App Store and
Play Store dengan proses pembukaan Google Play Store, offering a simple and
rekening yang mudah dan cepat. Bank Saqu fast account opening process. Bank Saqu
mengembangkan produk dan layanan develops innovative products and
yang inovatif, khususnya bagi segmen ritel services, especially for the retail segment
dan solopreneur. and solopreneurs.
Dengan membuka rekening Bank Saqu, By opening a Bank Saqu account, customers
nasabah dapat mengakses fitur-fitur can access excellent features, including:
unggulan, di antaranya:
226 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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• Tabungmatic: Sebuah program untuk • Tabungmatic: A program that
membulatkan nilai transaksi yang automatically rounds up the value
dilakukan melalui metode QRIS, of transactions made through QRIS,
Kartu Debit, dan Layanan Pembelian/ Debit Cards, and Purchase/Bill Payment
Pembayaran Tagihan ke nilai yang telah
ditentukan oleh Bank secara otomatis
guna membantu nasabah untuk
Services to an amount determined by
the Bank, in order to help customers
accumulate funds more easily. The
1
mengumpulkan dana dengan mudah. rounded-up funds will be credited to
Kantor Pusat
Dana yang dibulatkan akan masuk ke the Saku Booster. Head Office
Saku Booster.
• Saku Booster: Saku untuk mengumpulkan • Saku Booster: A pocket for collecting
reward yang diperoleh nasabah setelah rewards that customers earn after
berpartisipasi dalam berbagai program participating in various programs
yang tersedia di aplikasi. Saku ini akan available in the application. It becomes
aktif setelah nasabah menyelesaikan active once the customer has completed
seluruh tahapan proses pembukaan
rekening digital. Dari waktu ke waktu,
all stages of the digital account opening
process. From time to time, the Bank 2
Bank dapat mengkreditkan dana ke dalam may credit into this pocket through
saku ini melalui program-program yang programs that are subject to the Bank’s
Perluasan
tunduk pada syarat dan ketentuan Bank terms and conditions and applicable Kantor Pusat
serta peraturan perundang undangan laws and regulations.
Head office
yang berlaku.
Expansion
• Busposito: Produk simpanan pertama • Busposito: The first-in-Indonesia savings
di Indonesia yang memanfaatkan product that harnesses the power of
kekuatan komunitas, di mana tingkat community, where the interest rate
bunga meningkat seiring bertambahnya increases as the number of participants
jumlah peserta. Jumlah penempatan grows. The minimum placement amount
11
minimum adalah Rp100.000. is Rp100,000.
• Saku Kredit: Produk atau layanan kredit • Saku Kredit: Standby credit products
siap-pakai yang memberikan akses that give eligible Saku Kredit customers Kantor Cabang
fleksibel terhadap dana alternatif bagi flexible access to alternative funds,
nasabah Saku Kredit yang memenuhi including Cash Loan, Pay in Installments,
Pembantu
syarat, termasuk Pinjaman Tunai, Bayar Convert to Installments, and Pay Later. Sub-branch Office
dengan Cicilan, Ubah Transaksi menjadi
Cicilan, dan Bayar Nanti (Pay Later).
• Set Target: Fitur yang memungkinkan • Set Target: A feature that lets customers
nasabah membuat target dana set savings targets in Saku Nabung, with
tertentu pada Saku Nabung, dengan or without a target date. This feature
atau tanpa menentukan tanggal also provides calculation simulations
pencapaian (target date). Fitur ini juga to estimate target achievement and
menyediakan simulasi perhitungan recommend suitable Scheduled Savings
untuk membantu nasabah menentukan amounts and frequency.
estimasi tanggal pencapaian target,
serta mengatur frekuensi dan nominal
Nabung Terjadwal sesuai dengan target
yang diinginkan.
ASTRA Laporan Tahunan 2025 Annual Report 227
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• Undang Teman: Fitur ini dirancang • Undang Teman: This feature is designed
untuk menyederhanakan kolaborasi to simplify financial collaboration,
finansial, memungkinkan nasabah untuk enabling customers to save or support
menabung atau mendukung usaha joint ventures with friends and family in
>3.2
bersama dengan teman dan keluarga a more structured and convenient way.
secara lebih terstruktur dan praktis.
Nasabah 2. Bisnis 2. Business
(juta orang)
Sebagai wujud komitmen Bank Saqu As a manifestation of Bank Saqu's
Customers dalam menyediakan layanan perbankan commitment to providing comprehensive
(million people) yang komprehensif termasuk bagi pelaku banking services, including for business
usaha, Bank Saqu terus meningkatkan actors, Bank Saqu continues to improve
kapabilitas bisnis yang telah ada melalui its existing business capabilities through
digitalisasi. Upaya ini diwujudkan melalui digitalization. This effort is realized
pengembangan Bank Saqu Bisnis (BSB), through the development of Bank Saqu
yang merupakan platform digital berbasis Bisnis (BSB), which is an online portal/web-
online portal/web yang mempermudah based digital platform that makes it easier
nasabah melakukan berbagai transaksi for customers to conduct various business
bisnis dan mengelola keuangan secara real transactions and manage their finances in
time, efisien, aman, dan daring. real time, efficiently, securely, and online.
Bank Saqu Bisnis menghadirkan layanan Bank Saqu Bisnis offers (i) Cash
(i) Cash Management Services dengan Management Services with features such
fitur transfer dana, pembayaran tagihan, as fund transfers, bill payments, payroll
payroll management, pembayaran pajak, management, tax payments, virtual
virtual account , dan lainnya; (ii) Supply accounts, and others; (ii) Supply Chain
Chain Financing (SCF) dengan fasilitas Financing (SCF) with short-term payment
pembayaran jangka pendek berbasis facilities based on invoices or purchase
invoice atau purchase order untuk orders to optimize cash flow, accelerate
mengoptimalkan arus kas, mempercepat fund disbursement, and strengthen
pencairan dana, dan memperkuat rantai the business supply chain; and other
pasok bisnis; dan layanan pendukung supporting services to meet the transaction
lainnya untuk memenuhi kebutuhan and financial management needs of
transaksi dan pengelolaan keuangan business customers.
nasabah bisnis.
Di sisi lain, Bank Saqu tetap memperkuat On the other hand, Bank Saqu continues
layanan perbankan konvensional to strengthen its conventional banking
sebagai bagian dari komitmen untuk services as part of its commitment
menghadirkan solusi keuangan yang to delivering comprehensive financial
komprehensif, khususnya untuk Usaha solutions, particularly for Micro, Small, and
Mikro, Kecil, dan Menengah (UMKM). Medium Enterprises (MSMEs). The funding
Produk pendanaan yang ditawarkan products offered include current accounts
meliputi giro dan giro premium untuk and premium current accounts to support
mendukung kebutuhan transaksi dan customers’ transaction needs and liquidity
pengelolaan likuiditas nasabah, serta management, as well as various financing
berbagai produk pembiayaan seperti products such as working capital loans,
kredit modal kerja, kredit investasi, dan investment loans, and consumer loans
kredit konsumtif yang dirancang untuk designed to support business growth while
mendukung pertumbuhan usaha sekaligus meeting customers’ financial needs.
memenuhi kebutuhan finansial nasabah.
228 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Pemasaran dan Marketing and Jaringan Layanan Service Network Layanan digital Bank Saqu dirancang untuk Bank Saqu's digital services are designed meningkatkan interaksi dengan nasabah, to improve customer interaction, facilitate mempermudah akses informasi, serta access to information, and provide a more menyediakan saluran pengaduan yang practical channel for complaints. Customers lebih praktis. Nasabah dapat mengakses can access these services through the layanan ini melalui fitur chat pada chat feature on the Bank Saqu app, social aplikasi Bank Saqu, media sosial, contact media, contact center, e-mail, and various center, e-mail, dan berbagai platform other digital platforms. digital lainnya. Selain memanfaatkan kanal digital, Bank In addition to utilizing digital channels, Saqu juga menjalankan operasinya melalui Bank Saqu also operates through a network jaringan kantor yang mencakup kantor of offices that includes its head office pusat di Jakarta, dua perluasan kantor in Jakarta, two head office extensions, pusat, serta kantor cabang pembantu and branch offices spread across Jakarta, yang tersebar di wilayah Jakarta, Bogor, Bogor, and Tangerang. dan Tangerang. ASTRA Laporan Tahunan 2025 Annual Report 229
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6,300 Kinerja 2025 2025 Performance
5,067
Di tahun 2025, Bank Saqu mencatat kinerja In 2025, Bank Saqu recorded positive
positif dengan pertumbuhan aset yang performance with significant asset growth.
signifikan. Kinerja tersebut terutama This performance was mainly supported
didukung dari peningkatan Dana Pihak by an increase in Third Party Funds (DPK)
Ketiga (DPK) yang dihimpun oleh Bank collected by Bank Saqu in 2025, which
Saqu pada 2025 yang tumbuh 37% Year- grew 37% Year-on-Year (YoY), reflecting
on-Year (YoY), mencerminkan keberhasilan Bank Saqu's success in building its
2024 2025
Bank Saqu dalam membangun reputasi, reputation, increasing customer trust, and
Jumlah Kredit meningkatkan kepercayaan nasabah, strengthening product propositions that
(miliar Rupiah) dan memperkuat proposisi produk yang are relevant to customer needs.
relevan dengan kebutuhan nasabah.
Total Credit
(billion Rupiah) Sejalan dengan peningkatan Dana Pihak In line with the increase in Third Party Funds
Ketiga (DPK), penyaluran kredit Bank (DPK), Bank Saqu's credit distribution also
juga mencatat pertumbuhan sebesar 24% recorded a growth of 24% Year-on-Year
Year-on-Year (YoY) yang didukung oleh (YoY), supported by an increase in Indirect
8,779
peningkatan kredit Indirect Financing Financing credit with strategic partners,
dengan mitra strategis, pertumbuhan kredit credit growth in the Relationship Banking
6,407
pada segmen Relationship Banking, dan segment, and an increase in digital loan
peningkatan penyaluran pinjaman digital. distribution. During this period, Bank Saqu
Pada periode tersebut Bank Saqu juga also recorded a low Non-Performing Loan
dapat mencatat tingkat Non Performing (NPL) ratio of 1.10%, demonstrating good
Loan (NPL) bruto yang rendah sebesar risk management and the application of
1,10%, yang menunjukkan pengelolaan prudent principles in lending.
2024 2025 risiko dan penerapan prinsip kehati-hatian
yang baik dalam menyalurkan kredit.
Jumlah
Bank Saqu juga dapat mempertahankan Bank Saqu was also able to maintain strong
Dana Pihak permodalan yang kuat, yang tercermin capital, as reflected in the Capital Adequacy
Ketiga (DPK) dari rasio kecukupan modal atau Capital Ratio (CAR) which was maintained at
(miliar Rupiah) Adequacy Ratio (CAR) terjaga di posisi 102.96%, demonstrating the strength of
Total Third Party 102,96%, menunjukkan kekuatan the capital and the commitment of Bank
Funds (DPK) permodalan dan komitmen pemegang Saqu's shareholders in supporting future
(billion Rupiah) saham Bank Saqu dalam mendukung business expansion.
ekspansi bisnis di masa mendatang.
15,380 Penghargaan 2025 2025 Awards
• Infobank Award 2025 - The Best Bank • Infobank Award 2025 - The Best Bank
13,108 with Digital Service in Conventional with Digital Service in Conventional
Bank KBMI 2 – Aset < Rp50 Triliun Bank KBMI 2 – Asset < Rp50 Trillion
Infobank Infobank
• The Digital Banker Award 2025 – • The Digital Banker Award 2025 –
Best Digital CX Account Opening & Best Digital CX Account Opening &
Onboarding (Highly Acclaimed) Onboarding (Highly Acclaimed)
2024 2025
The Digital Banker The Digital Banker
Jumlah Aset • Marketeer’s Editor Choice Awards 2025 • Marketeer’s Editor Choice Awards 2025
(miliar Rupiah) Creative Brand of The Year Creative Brand of The Year
Total Assets Marketeer’s Marketeer’s
(billion Rupiah)
230 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Menyeimbangkan Pertumbuhan Balancing Growth and Risk Mitigation dan Mitigasi Risiko Industri perbankan nasional menghadapi tantangan The national banking industry faced the challenge perlambatan pertumbuhan kredit pada tahun 2025. of slowing credit growth in 2025. On the other hand, Di sisi lain, likuiditas perbankan nasional meningkat national banking liquidity increased as seen from the dilihat dari pertumbuhan DPK dan penurunan Loan- growth of third-party funds and the decline in the Loan- to-Deposit Ratio (LDR). Selain itu, layanan perbankan to-Deposit Ratio (LDR). In addition, digital banking digital semakin menjadi tuntutan masyarakat yang services are increasingly in demand by the public who menginginkan kemudahan dan kecepatan dalam want convenience and speed in transactions, as seen bertransaksi, dilihat dari pertumbuhan transaksi QRIS, from the growth of QRIS, BI-FAST, and mobile and BI-FAST, serta transaksi aplikasi mobile dan internet. internet application transactions. Di tengah dinamika perekonomian sepanjang tahun Amid the economic dynamics throughout 2025, 2025, Bank Saqu berhasil menjaga pertumbuhan bisnis Bank Saqu successfully maintained business growth dan ketahanan kinerja melalui penguatan fondasi and operational resilience by strengthening the Digital Banking dan Relationship Banking. Pencapaian foundations of Digital Banking and Relationship Banking. ini didukung kolaborasi antara Grup Astra dan WeLab This achievement was supported by the collaboration yang menghadirkan keunggulan komplementer berupa between Astra Group and WeLab, which brings jangkauan luas ekosistem Astra serta know-how together complementary strengths in the form of Astra’s operasional bank digital dan teknologi WeLab. Seluruh extensive ecosystem reach and WeLab’s operational upaya tersebut didukung oleh penerapan manajemen know-how in digital banking and technology. All of risiko yang kuat, sehingga Bank Saqu mampu these efforts are supported by the implementation of menciptakan nilai tambah berkelanjutan bagi seluruh strong risk management, enabling Bank Saqu to create pemangku kepentingan. sustainable added value for all stakeholders. Bank Saqu berkomitmen untuk memperkuat fondasi Bank Saqu is committed to reinforcing its business bisnis melalui akselerasi layanan digital bagi segmen foundation by accelerating digital services for the retail retail dan bisnis, melalui pengembangan fitur-fitur and business segments through the development of inovatif untuk memenuhi kebutuhan nasabah yang innovative features to meet the evolving needs of its terus berkembang. Selain mengembangkan layanan customers. In addition to developing Bank Saqu's digital digital Bank Saqu untuk nasabah retail, Bank Saqu services for retail customers, the Bank also supports juga mendukung pemenuhan kebutuhan dan the fulfillment of business needs and development, pengembangan bisnis khususnya bagi UMKM dengan especially for MSMEs, by developing Bank Saqu mengembangkan layanan digital Bank Saqu Bisnis Bisnis (BSB) digital services with services including (BSB) dengan layanan meliputi Cash Management Cash Management Services (CMS) and Supply Chain Services (CMS) dan Supply Chain Financing (SCF). Financing (SCF). Selain itu, Bank Saqu terus memperkuat inovasi digital, Furthermore, Bank Saqu continues to enhance digital keamanan dan keandalan sistem teknologi, dan sinergi innovation, system security and reliability, and synergy dengan ekosistem Grup Astra dan WeLab. Seluruhnya with Astra Group and WeLab ecosystem. All of this is dilakukan dengan menerapkan manajemen risiko, done by implementing measurable risk management, kepatuhan, dan pengendalian internal yang terukur. compliance, and internal controls. Mendukung Literasi dan Inklusi Keuangan Supporting Financial Literacy and Inclusion Dengan berbagai inovasi produk pada layanan, Bank With various product innovations in its services, Bank Saqu terus berkomitmen untuk meningkatkan literasi Saqu remains committed to improving financial literacy dan inklusi keuangan dengan menjangkau lebih banyak and inclusion by reaching more customers in various nasabah di berbagai wilayah. Selain itu, sepanjang tahun regions. In addition, throughout 2025, Bank Saqu 2025 Bank Saqu juga mengadakan berbagai kegiatan held various activities and collaborations with various dan kolaborasi dengan berbagai mitra strategis untuk strategic partners to support financial literacy and mendukung literasi dan inklusi keuangan, antara lain inclusion, including through the Bank Saqu Solopreneur melalui Bank Saqu Solopreneur Academy 2025 dan Academy 2025 and an educational campaign titled kampanye edukatif bertajuk Good Gesture. Good Gesture. ASTRA Laporan Tahunan 2025 Annual Report 231
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Bank Saqu Solopreneur Academy 2025 merupakan The Bank Saqu Solopreneur Academy 2025 was an
sebuah inisiatif yang bertujuan untuk mendukung initiative that aims to support sustainable business
pertumbuhan bisnis berkelanjutan di sektor industri growth in the creative industry sector through
kreatif melalui edukasi, mentoring, dan jejaring education, mentoring, and collaborative networking.
kolaboratif. Program ini diperluas ke Surabaya, This program was expanded to Surabaya, Bandung, and
Bandung, dan Jakarta untuk menjangkau lebih banyak Jakarta to reach more creative solopreneurs in various
solopreneur kreatif di berbagai wilayah. Inisiatif ini regions. This initiative was supported by various relevant
didukung oleh berbagai produk dan fitur Bank Saqu and easily accessible Bank Saqu products and features,
yang relevan dan mudah diakses, seperti Tabungmatic, such as Tabungmatic, Busposito, Undang Teman, and
Busposito, Undang Teman, dan Saku Kredit, guna Saku Kredit, to help manage micro-business finances in
membantu pengelolaan keuangan usaha mikro secara a more structured and sustainable manner.
lebih terstruktur dan berkelanjutan.
Good Gesture merupakan inisiatif Bank Saqu yang Good Gesture was a Bank Saqu initiative that stems
berangkat dari keyakinan bahwa literasi keuangan from the belief that financial literacy is the right of
adalah hak setiap individu dan harus dapat diakses every individual and must be accessible to all, including
secara inklusif, termasuk bagi penyandang disabilitas, people with disabilities, especially the Deaf. Through
khususnya Teman Tuli. Melalui pendekatan berbasis an approach based on sign language, expression, and
bahasa gerak, ekspresi, dan narasi visual, inisiatif visual narratives, this initiative provides universal
ini menghadirkan edukasi finansial yang universal and empathetic financial education. Developed in
dan empatik. Dikembangkan melalui kolaborasi collaboration with Astra Digital, the Deaf community,
dengan Astra Digital, komunitas Teman Tuli, serta and the winners of the 2025 Solopreneur Academy,
pemenang Solopreneur Academy 2025, Good Gesture Good Gesture produced Artificial Intelligence (AI)-
menghasilkan video berbasis Artificial Intelligence based videos designed to reach a wide audience as
(AI) yang dirancang untuk menjangkau masyarakat part of Bank Saqu's sustainable strategy to promote
secara luas sebagai bagian dari strategi berkelanjutan financial inclusion.
Bank Saqu dalam mendorong inklusi keuangan.
Rencana 2026 2026 Plans
Bank Saqu memandang prospek industri perbankan Bank Saqu views the outlook for Indonesia's banking
Indonesia akan positif di tengah pemulihan ekonomi industry as positive amid global economic recovery and
global dan kebijakan moneter yang diproyeksikan lebih projected looser monetary policy. Increasing technology
longgar. Tingkat adopsi teknologi yang kian tinggi, serta adoption and greater internet penetration in various
peningkatan penetrasi internet di berbagai wilayah, regions will drive changes in consumer behavior and
akan mendorong perubahan perilaku masyarakat dan make digital banking services increasingly important.
membuat layanan perbankan berbasis digital menjadi
semakin penting.
Ini adalah momentum penting bagi Bank Saqu untuk This is an important moment for Bank Saqu to strengthen
memperkuat posisi sebagai bank digital pilihan, its position as the digital bank of choice, particularly in
khususnya di segmen Solopreneur, UMKM, dan the Solopreneur, MSME, and productive community
masyarakat produktif. Untuk dapat menghadapi segments. To be able to face various challenges ahead
berbagai tantangan ke depan dan menangkap and capture business opportunities, Bank Saqu will
peluang bisnis, Bank Saqu akan memperkuat kapasitas enhance its capacity in several strategic aspects, such
dalam beberapa aspek strategis, seperti memastikan as ensuring strong capital, channeling credit prudently
permodalan tetap kuat, menyalurkan kredit secara with a focus on portfolio growth in sectors that have
232 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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prudent dengan fokus pertumbuhan portofolio proven to be more resilient and have growth prospects, pada sektor-sektor yang terbukti lebih resilient dan optimizing the funding structure through low-cost fund memiliki prospek bertumbuh, mengoptimalkan struktur raising (CASA), ensuring the reliability of information pendanaan melalui penghimpunan dana murah (CASA), technology systems, reinforcing risk management, and memastikan keandalan sistem teknologi informasi, accelerating the synergy between Astra Group and memperkuat manajemen risiko, dan mengakselerasi WeLab as a catalyst for sustainable business growth, sinergi Grup Astra dan WeLab sebagai katalis enabling Bank Saqu to increase its competitiveness amid pertumbuhan bisnis yang berkelanjutan, sehingga rapidly changing economic dynamics. Bank Saqu dapat meningkatkan daya saing di tengah dinamika ekonomi yang cepat berubah. Setelah membangun fondasi pertumbuhan yang solid After building a solid foundation for growth in 2025, pada 2025, Bank Saqu yakin telah berada di arah yang Bank Saqu is confident that it is on the right track to tepat untuk mencapai profitabilitas yang berkelanjutan, achieve sustainable profitability, in order to create long- guna menciptakan nilai tambah jangka panjang bagi term added value for stakeholders. pemangku kepentingan. ASTRA Laporan Tahunan 2025 Annual Report 233
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Alat Berat, Pertambangan,
Konstruksi, dan Energi
Heavy Equipment, Mining, Construction,
and Energy
Ikhtisar Operasional | Operational Highlights
24%
Rp 9.1
Laba Bersih
triliun
trillion
4,515 unit
units
Penjualan Alat Berat Komatsu
Komatsu Heavy Equipment Sales
2%
Net Income
Penurunan kinerja dari jasa pertambangan
dan pertambangan batu bara, yang sebagian
1,100 juta bcm
million bcm
10%
diimbangi oleh kinerja pertambangan emas. Volume Pemindahan Tanah
Lower results in mining services and coal mining Overburden Removal Volume
were partly offset by gold mining.
Sebagai bagian dari strategi diversifikasi
14.3 juta ton
million tonnes 9%
jangka panjang, UT memperluas Volume Penjualan Batu Bara
portofolio usahanya, antara lain ke Coal Sales Volume
bisnis mineral non-batu bara.
As part of its long-term diversification
227
strategy, UT is expanding its portfolio,
among others into non-coal mineral. ribu ons
thousand ounces 2%
Penjualan Setara Emas
Gold Equivalent Sales
234 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Segmen bisnis alat berat, pertambangan, konstruksi, dan energi Grup Astra terus berekspansi dan menjajaki peluang bisnis baru yang prospektif, untuk mendukung pertumbuhan jangka panjang. Astra Group's heavy equipment, mining, construction, and energy business segments continue to expand and explore new business opportunities that are promising, to support long-term growth. ASTRA Laporan Tahunan 2025 Annual Report 235
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Tinjauan Industri 2025 2025 Industry Review
Industri Alat Berat Heavy Equipment Industry
Pada tahun 2025, pasar alat berat di Indonesia In 2025, the heavy equipment market in Indonesia
menunjukkan dinamika yang dipengaruhi oleh exhibited dynamics driven by developments in
perkembangan sektor konstruksi, pertambangan, the construction, mining, and national infrastructure
dan pembangunan infrastruktur nasional. Indonesia sectors. Indonesia remained the largest heavy
tetap menjadi pasar alat berat terbesar di Asia equipment market in Southeast Asia, with estimated
Tenggara, dengan estimasi volume mencapai sekitar volume reaching approximately 21.7 thousand units.
21,7 ribu unit. Permintaan terutama didorong oleh Demand was primarily supported by infrastructure
proyek infrastruktur, aktivitas pertambangan, serta projects, mining activities, and the development of
pengembangan kawasan industri di berbagai wilayah. industrial estates across various regions.
Implementasi Undang-Undang Minerba tahun 2025, The implementation of the 2025 Mineral and Coal
perubahan perizinan, serta struktur royalti yang baru Mining Law, changes in licensing, and a new royalty
juga memberikan dampak terhadap struktur biaya structure also had an impact on the cost structure and
dan perencanaan investasi pelaku usaha tambang. investment planning of mining companies. This has
Hal ini menyebabkan terjadinya penundaan dan led to delays and adjustments by companies in their
penyesuaian pelaku usaha atas investasi alat berat di investments in heavy equipment in the mining sector.
sektor pertambangan.
Industri Batu Bara Coal Industry
Harga batu bara pada tahun 2025 mengalami Coal prices in 2025 declined due to weakening demand
penurunan, disebabkan oleh melemahnya permintaan from major consumer countries such as China and
dari negara konsumen utama seperti Tiongkok dan India. This situation was caused by a slowdown in
India. Kondisi ini terjadi karena perlambatan aktivitas manufacturing activity and these countries' focus on
industri manufaktur dan fokus negara-negara tersebut transitioning to New and Renewable Energy (NRE).
dalam transisi ke Energi Baru Terbarukan (EBT).
Di sisi lain, peningkatan produksi dari beberapa negara On the other hand, increased production from several
pengekspor membuat pasokan global mengalami exporting countries led to a global oversupply,
oversupply, sehingga turut menekan harga. Berdasarkan which has also put pressure on prices. Based on data
data Global New Castle Index (GCNI), harga rata-rata from the Global New Castle Index (GCNI), the average
batu bara dunia pada tahun 2025 tercatat USD108,25 world coal price in 2025 was recorded at USD108.25
per ton, turun 13% dibandingkan periode yang sama per tonne, down 13% compared to the same period
tahun 2024. in 2024.
Beberapa kebijakan pemerintah di tahun 2025 juga Several government policies in 2025 have also
memberikan pengaruh terhadap industri batu bara impacted the national coal industry. Changes to
nasional. Perubahan mekanisme patokan dasar ekspor the basic export benchmark mechanism for the Coal
Harga Batu Bara Acuan (HBA) yang harus diperbarui Reference Price (HBA), which must be updated twice
dua kali per bulan, dapat meningkatkan volatilitas a month, could increase price volatility and trigger sales
harga dan menyebabkan penyesuaian kontrak contract adjustments. In addition, the application of
penjualan. Selain itu, penerapan tarif royalti progresif progressive royalty rates through new regulations could
melalui regulasi yang baru juga dapat menambah also increase production costs. Amidst various industry
biaya produksi. Di tengah berbagai tantangan industri, challenges, coal still plays a strong role as one of the
batu bara masih memiliki peran yang kuat sebagai salah main energy sources.
satu sumber energi utama.
236 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Industri Emas Gold Industry Dinamika global yang terjadi akibat ketegangan Global dynamics resulting from geopolitical tensions geopolitik dari konflik bersenjata dan perang dagang caused by armed conflicts and trade wars between antar negara besar, mengakibatkan ketidakpastian major countries have led to global macroeconomic makroekonomi global yang membuat investor terus uncertainty, prompting investors to continue seeking mencari aset lindung nilai (safe havens) seperti emas. safe haven assets such as gold. This situation has Kondisi ini mendorong harga emas dunia hingga pushed the global price of gold to its highest level of mencapai level tertinggi di kisaran USD4.300/oz around USD4,300/oz as of October 2025. per Oktober 2025. Sejalan dengan meningkatnya harga emas, di In line with the increase in gold prices, domestically, dalam negeri, Pemerintah Indonesia menetapkan the Indonesian government has established a new kebijakan baru berupa penyesuaian tarif royalti policy in the form of an adjustment to the gold royalty emas dari sebelumnya 10% menjadi 16%, sebagai rate from the previous 10% to 16%, as an effort upaya optimalisasi penerimaan negara dari sektor to optimize state revenue from the precious minerals pertambangan mineral berharga. Langkah ini dapat mining sector. This step will put pressure on the margins memberi tekanan terhadap margin dan profitabilitas and profitability of gold mining companies. perusahaan pertambangan emas. Kendati demikian, stabilitas makro di dalam negeri yang Nevertheless, domestic macroeconomic stability, didukung oleh fokus pemerintah terhadap penguatan supported by the government's focus on strengthening iklim investasi dan hilirisasi mineral akan menciptakan the investment climate and mineral downstreaming will lingkungan yang kondusif bagi sektor pertambangan creates a conducive environment for the gold mining emas untuk terus mempertahankan performa yang solid. sector to continue maintaining solid performance. Industri Nikel Nickel Industry Tahun 2025 masih menjadi periode yang menantang The year 2025 remains a challenging period for the bagi industri nikel, ditandai dengan kondisi oversupply nickel industry, marked by conditions of oversupply yang terus menekan harga. Harga rata-rata kontrak that continue to put pressure on prices. The average nikel utama di London Metal Exchange (LME) mencapai price of major nickel contracts on the London Metal USD15.203 per ton, turun dibandingkan tahun Exchange (LME) reached USD15,203 per tonne, down sebelumnya USD16.849. from USD16,849 in the previous year. Oversupply nikel pada beberapa waktu terakhir The recent oversupply of nickel is due to demand terjadi karena pertumbuhan permintaan yang growth that has not met expectations. The global tidak sesuai ekspektasi. Perlambatan ekonomi economic slowdown and the weakening of the property global dan melemahnya sektor properti khususnya sector, particularly in China, have led to a decline in di Tiongkok, mendorong penurunan permintaan demand for stainless steel, which accounts for 60% of stainless steel yang menyerap 60% konsumsi nikel global nickel consumption. The adoption of electric global. Adopsi mobil listrik yang dianggap akan vehicles (EVs), which was expected to drive demand mendorong permintaan nikel, juga berjalan lambat di for nickel, has also been slow in some countries. beberapa negara. Hingga akhir tahun 2025, Indonesia masih menjadi Until the end of 2025, Indonesia has remained the penyumbang terbesar pasokan nikel dunia sebesar 60%. largest contributor to global nickel supply at 60%. Sebagai respons terhadap kondisi pasokan nikel global In response to the global oversupply of nickel, the yang berlebih, Kementerian Energi dan Sumber Daya Ministry of Energy and Mineral Resources (ESDM) has Mineral (ESDM) menetapkan kuota produksi bijih nikel set a national nickel ore production quota of around nasional sekitar 200 juta ton pada 2025, lebih rendah 200 million tonnes in 2025, lower than the previous dibandingkan tahun sebelumnya 271 juta ton. year's 271 million tonnes. ASTRA Laporan Tahunan 2025 Annual Report 237
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Industri Energi Baru dan Terbarukan Renewable Energy Industry
Peran Energi Baru dan Terbarukan (EBT) diperkirakan The role of New and Renewable Energy (NRE) is expected
akan terus meningkat, seiring cadangan energi to continue to increase, as fossil energy reserves become
fosil yang kian terbatas. Analisis dari International increasingly limited. An analysis by the International
Renewable Energy Agency (IRENA) memperkirakan, Renewable Energy Agency (IRENA) estimates that
potensi EBT Indonesia dapat mencapai 3.692 gigawatt, Indonesia's RE potential could reach 3,692 gigawatts,
termasuk dari tenaga surya, angin, air, biomassa, panas including from solar, wind, water, biomass, geothermal,
bumi, dan arus laut. Meski memiliki potensi yang sangat and ocean currents. Despite this enormous potential,
besar, kapasitas EBT yang terpasang di Indonesia masih Indonesia's installed RE capacity is still very low, at only
sangat minim yaitu baru sekitar 10,5 GW atau 0,3% dari around 10.5 GW or 0.3% of the total potential.
total potensi.
Melihat kondisi ini, Pemerintah Indonesia melalui In view of this situation, the Indonesian government,
Rencana Umum Ketenagalistrikan Nasional (RUKN), through the National Electricity General Plan (RUKN),
menargetkan proyeksi bauran EBT Indonesia pada 2026 has set a target for Indonesia's EBT mix to reach 16.4%
akan mencapai 16,4%, dan terus meningkat hingga by 2026 and continue to increase to 29.4% by 2034.
29,4% pada 2034.
Rencana tersebut telah mulai diwujudkan melalui This plan has begun to be realized through the Electricity
Rencana Usaha Penyediaan Tenaga Listrik (RUPTL) Supply Business Plan (RUPTL) of the State Electricity
Perusahaan Listrik Negara (PLN) untuk periode 2025- Company (PLN) for the 2025-2034 period, which places
2034, yang menempatkan EBT sebagai prioritas utama EBT as the top priority in Indonesia's energy mix to
bauran energi Indonesia untuk mendukung target support the 2060 Net Zero Emission (NZE) target.
Net Zero Emission (NZE) 2060. Porsi EBT ditargetkan The share of EBT is targeted to reach 75% of new power
mencapai 75% dari tambahan kapasitas pembangkit plant capacity additions by 2033.
baru sampai tahun 2033.
Peningkatan peran EBT juga akan membuka potensi The increased role of EBT will also open up the potential
pengembangan teknologi dan industri baru berbasis for the development of new EBT-based technologies
EBT. Seperti, pembangkit listrik energi surya, sistem and industries. These include solar power plants,
penyimpanan energi, industri energi laut, turbin angin, energy storage systems, marine energy industries, wind
bioenergy, dan kendaraan listrik. turbines, bioenergy, and electric vehicles.
Industri Konstruksi Construction Industry
Kondisi perekonomian Indonesia yang relatif stabil Indonesia's relatively stable economic conditions have
turut menopang konsumsi domestik dan keberlanjutan supported domestic consumption and the sustainability
pembangunan infrastruktur pemerintah. Permintaan of government infrastructure development. Demand
terhadap proyek infrastruktur publik, industrial estate, for public infrastructure projects, industrial estates,
rumah sakit, pembangunan fasilitas data center, hospitals, data center facilities, and renewable energy
dan energi terbarukan terus meningkat, mendorong continues to increase, driving opportunities for
peluang bagi perluasan portofolio industri konstruksi. expansion in the construction industry portfolio.
Pemerintah Indonesia telah menetapkan anggaran The Indonesian government has set an infrastructure
pembangunan infrastruktur sebesar Rp400,3 triliun development budget of IDR400.3 trillion in the
dalam RAPBN 2025. Anggaran tersebut akan digunakan 2025 Draft State Budget. The budget will be used to
untuk mendukung infrastruktur konektivitas (jalan, support connectivity infrastructure (roads, bridges,
jembatan, transportasi), membangun infrastruktur transportation), build education, health, food
pendidikan, kesehatan, pangan, dan energi. and energy.
238 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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PT United Tractors Tbk Kegiatan usaha Grup Astra di bidang mesin Astra Group's business activities konstruksi, kontraktor penambangan, in construction machinery, mining pertambangan (batu bara, emas dan contractors, mining (coal, gold, and other mineral lainnya), dan segmen lainnya minerals), and other segments are carried dijalankan oleh PT United Tractors Tbk (UT) out by PT United Tractors Tbk (UT) and its dan anak usahanya. Per akhir tahun 2025, subsidiaries. As of the end of 2025, Astra Grup Astra memegang 59,5% saham UT. Group holds a 59.5% stake in UT. SEGMEN MESIN KONSTRUKSI CONSTRUCTION MACHINERY SEGMENT Segmen mesin konstruksi berfokus pada The construction machinery segment penjualan alat berat dan kendaraan focuses on the sale of heavy equipment transportasi yang dapat mendukung and transportation vehicles that can kegiatan usaha pelanggan di berbagai support customer business activities in sektor, seperti pertambangan, perkebunan, various sectors, such as mining, plantations, konstruksi, kehutanan, material handling, construction, forestry, material handling, dan transportasi. and transportation. Segmen ini dijalankan oleh UT beserta This segment is operated by UT and its anak usahanya, yaitu PT Bina Pertiwi (BP), subsidiaries, namely PT Bina Pertiwi (BP), UT Heavy Industry (S) Pte. Ltd. (UTHI), UT Heavy Industry (S) Pte. Ltd. (UTHI), PT United Tractors Pandu Engineering PT United Tractors Pandu Engineering (UTPE), dan PT Triatra Sinergia Pratama (UTPE), and PT Triatra Sinergia Pratama (TRIATRA). (TRIATRA). ASTRA Laporan Tahunan 2025 Annual Report 239
Page 242
Produk dan Layanan Products and Services
UT merupakan distributor tunggal alat UT has been the sole distributor of Komatsu
berat Komatsu di Indonesia sejak tahun heavy equipment in Indonesia since 1973.
1973. Seiring menguatnya basis pelanggan As its customer base has grown and
dan kebutuhan akan produk-produk yang demand for products that support field
dapat mendukung pekerjaan lapangan dan and other industrial work has increased,
industrial lainnya, UT juga menyediakan UT also supplies products from Tadano
produk-produk dari Tadano (crane), Bomag (cranes), Bomag (vibratory rollers), Scania
(vibratory roller), Scania (bus dan truk), dan (buses and trucks), and UD Trucks.
UD Trucks.
Pelayanan yang diberikan UT meliputi The services provided by UT include
konsultasi solusi investasi aset alat consulting on heavy equipment asset
berat sejak tahap perencanaan investment solutions from the planning
hingga penggunaan mesin di lapangan, stage to the use of machinery in the field,
serta diferensiasi dukungan layanan as well as comprehensive after-sales service
purnajual yang menyeluruh. UT juga support. UT also provides maintenance
menyediakan layanan perawatan dan and repair services, training services
pemeliharaan, jasa pelatihan untuk for operators and mechanics, as well as
operator dan mekanik, serta jasa remanufacturing and reconditioning
remanufaktur, dan rekondisi alat berat. services for heavy equipment.
UT Command Center UT Command Center
UT Command Center memberikan The UT Command Center provides support
dukungan terhadap aktivitas operasional for operational activities at branches and
di cabang dan site terutama pada layanan sites, especially for after-sales services.
purnajual. Pelayanan menjadi lebih cepat Service delivery has become faster and
dan tepat karena dipantau oleh kantor more accurate, as operations are monitored
pusat melalui monitoring dashboard by the head office through an integrated
yang terintegrasi. monitoring dashboard.
240 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Guaranteed Product Support (GPS) Guaranteed Product Support (GPS) Mendukung kelancaran bisnis pelanggan Supporting the smooth running of melalui kemudahan garansi purnajual customers' businesses through easy after- untuk setiap pembelian produk-produk sales warranty for every purchase of UT UT, mencakup pengiriman suku cadang, products, including the delivery of spare penyediaan mekanik, dan perawatan mesin parts, provision of mechanics, and regular secara berkala yang seluruhnya dilengkapi machine maintenance, all equipped with dengan fitur On-Time-In-Full. the On-Time-In-Full feature. UT Call 1500 072 UT Call 1500 072 Call center yang dapat diakses 24/7. Call center that can be accessed 24/7. UT Connect UT Connect UT Connect menawarkan akses yang cepat UT Connect offers quick and easy access dan mudah untuk melakukan pemesanan to order parts and monitor customer suku cadang dan memantau kinerja alat equipment performance in real time. berat pelanggan secara real-time. Pemasaran dan Marketing and Jaringan Penjualan Service Network Dalam memasarkan produknya, UT berfokus In marketing its products, UT focuses on pada peningkatan sales coverage dan increasing sales coverage and product kualitas product support dengan tetap support quality while taking into account mempertimbangkan berbagai faktor kehati- various factors of prudence in conducting hatian dalam melakukan transaksi. UT transactions. UT continuously optimizes senantiasa mengoptimalkan nilai tambah the added value of its products and services produk dan layanan bagi pelanggan, for customers, such as long unit lifetime, seperti masa pakai (lifetime) unit yang more efficient maintenance costs, and panjang, biaya perawatan yang lebih efisien, full support for after-sales service, which dan dukungan penuh terhadap layanan is carried out through the expertise and purnajual, yang dilakukan melalui keahlian use of various UT assets such as application dan penggunaan berbagai aset UT seperti engineers and operator instructors. application engineer dan instructor operator. ASTRA Laporan Tahunan 2025 Annual Report 241
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4,420 4,515 Kinerja 2025 2025 Performance
Meskipun menghadapi persaingan yang Despite intensifying competition, the
semakin ketat, segmen alat berat mencatat machinery construction segment recorded
peningkatan penjualan alat berat Komatsu, an increase in Komatsu equipment
khususnya dari sektor kehutanan dan sales, particularly from the forestry and
perkebunan. Namun demikian, pendapatan plantation sectors. However, revenue from
2024 2025 segmen ini menurun, terutama akibat this segment declined, mainly due to lower
penurunan penjualan alat berat Komatsu sales of large-sized Komatsu equipment
Penjualan Alat berukuran besar serta berkurangnya as well as reduced revenue from parts
Berat Komatsu pendapatan dari suku cadang dan layanan. and services.
(unit)
Komatsu Heavy Strategi Berkelanjutan Sustaining Performance
Equipment Sales di Tengah Dinamika Pasar Amid Market Dynamics
(unit)
Pada tahun 2025, strategi Segmen Mesin In 2025, the Construction Machinery
Konstruksi difokuskan untuk menjaga Segment’s strategy is focused on
kinerja yang berkelanjutan di tengah maintaining sustainable performance
11.7 11.3
dinamika pasar serta perubahan arah amid market dynamics and shifts in
kebijakan pembangunan nasional. national development priorities. UT
UT menempatkan peningkatan nilai places enhancing customer value as a
bagi pelanggan sebagai prioritas key priority by delivering comprehensive
utama dengan menghadirkan solusi solutions, not only in unit sales but
yang komprehensif, tidak hanya pada also in optimizing the lifecycle of
2024 2025 penjualan unit, tetapi juga pada heavy equipment.
optimalisasi siklus hidup alat berat.
Pendapatan
Dalam menghadapi persaingan yang Amid intensifying competition, UT
Suku Cadang semakin intensif, UT terus memperkuat continues to strengthen its after-sales
dan Jasa layanan purnajual melalui program services through planned maintenance
Pemeliharaan perawatan terencana, ketersediaan suku programs, reliable spare parts availability,
(triliun Rupiah) cadang yang terjamin, serta dukungan and integrated technical support across
teknis yang terintegrasi di seluruh its service network. In addition, the
Parts and Service jaringan layanan. Selain itu, pemanfaatan utilization of digital technology and
Revenue teknologi digital dan data operasional operational data is further optimized
(trillion Rupiah)
dioptimalkan untuk membantu pelanggan to help customers improve equipment
meningkatkan utilisasi alat, menekan utilization, reduce operating costs, and
biaya operasional, serta menjaga ensure long-term reliability.
37.3 36.6 keandalan unit dalam jangka panjang.
Rencana 2026 2026 Plans
Berdasarkan proyeksi harga komoditas Based on projections of relatively stable
yang relatif stabil, pelaku usaha commodity prices, business players are
diperkirakan akan semakin selektif dalam expected to become more selective in
2024 2025
mengambil keputusan investasi, termasuk making investment decisions, including
Pendapatan dalam pembelian alat berat. Di tengah the purchase of heavy equipment. Amid
pasar yang cenderung menurun serta a softening market and the increasing
Bersih Segmen meningkatnya ekspansi produsen asal expansion of Chinese manufacturers,
Alat Berat Tiongkok, tingkat persaingan diperkirakan competition is expected to intensify.
(triliun Rupiah) semakin ketat. Menyikapi kondisi tersebut, In response, UT adopts a more holistic
Construction
Machinery Net
Revenue
(trillion Rupiah)
242 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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UT mengedepankan pendekatan yang lebih holistik approach by focusing on delivering added value
dengan menitikberatkan pada pemberian nilai tambah through integrated solutions, rather than competing
melalui solusi menyeluruh, alih-alih bersaing melalui on price. Strengthening customer relationships through
harga. Penguatan hubungan dengan pelanggan superior services, enhanced product support quality,
melalui layanan unggul, peningkatan kualitas product close collaboration with principals, and the utilization
support, serta kolaborasi erat dengan principal dan of advanced technology are key to maintaining
pemanfaatan teknologi terkini menjadi kunci dalam competitiveness and differentiation.
menjaga daya saing dan diferensiasi di pasar.
Di sisi lain, UT terus mendorong pengembangan bisnis At the same time, UT continues to drive sustainable
secara berkelanjutan, termasuk melalui penambahan business development, including expanding product
varian produk, khususnya di segmen small machine, guna offerings, particularly in the small machine segment,
memperluas penetrasi pasar. Peluang pertumbuhan to deepen market penetration. Growth opportunities
juga didukung oleh berbagai inisiatif pemerintah, are also supported by various government initiatives,
seperti program swasembada pangan, pengembangan such as food self-sufficiency programs, food estate
food estate, proyek konstruksi, serta penguatan sektor development, construction projects, and the
kehutanan, yang berpotensi mendorong permintaan strengthening of the forestry sector, which are expected
alat berat dan layanan terkait dalam jangka panjang. to drive demand for heavy equipment and related
services over the longer term.
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SEGMEN KONTRAKTOR PENAMBANGAN
MINING CONTRACTING SEGMENT
PT Pamapersada Nusantara (PAMA)
Segmen kontraktor penambangan Grup The mining contracting segment of
Astra dijalankan oleh PT Pamapersada Astra Group is run by PT Pamapersada
Nusantara (PAMA) beserta anak usaha Nusantara (PAMA) along with its
PT Kalimantan Prima Persada (KPP) dan subsidiaries PT Kalimantan Prima Persada
PT Pama Indo Mining (PIM). (KPP) and PT Pama Indo Mining (PIM).
Produk dan Layanan Products and Services
PAMA menawarkan layanan terkait aspek PAMA offers services related to mining
produksi pertambangan yang mencakup: production aspects, including: mining
desain dan implementasi penambangan, design and implementation, preliminary
penilaian awal dan studi kelayakan, assessments and feasibility studies,
pembangunan infrastruktur dan fasilitas construction of mining infrastructure
244 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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tambang, pemindahan overburden and facilities, overburden removal and dan penanganan limbah, eksplorasi, waste management, exploration, hauling, pengangkutan (hauling), barging, barging, mine/facility expansion, reclamation perluasan tambang/fasilitas, reklamasi dan and revegetation, and marketing. revegetasi, serta pemasaran. Fasilitas dan Facilities and Kapasitas Produksi Production Capacity Hingga akhir tahun 2025 PAMA memiliki At the end of 2025, PAMA has a fleet of 5.006 unit armada alat berat yang 5,006 heavy equipment units that are dapat diandalkan di berbagai kondisi reliable in various mining conditions. pertambangan. ASTRA Laporan Tahunan 2025 Annual Report 245
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1,217 Kinerja 2025 2025 Performance
1,100
Penurunan permintaan batu bara dari Declining demand for coal from major
negara konsumen utama seperti India dan consumer countries such as India and
Tiongkok telah memberikan tekanan pada China has put pressure on the national
industri batu bara nasional dan berdampak coal industry and affected PAMA’s
pada kinerja PAMA secara keseluruhan. overall performance. In addition, PAMA’s
Selain itu, kinerja PAMA juga terdampak performance was impacted by heavy
oleh curah hujan yang tinggi serta rainfall alongside reduced stripping
penurunan stripping ratio pada beberapa ratios for some customer contracts.
2024 2025 kontrak pelanggan. Meskipun demikian, Nevertheless, PAMA remains one of the
PAMA tetap menjadi salah satu pemimpin leading companies in the coal mining
Pengupasan pasar di industri kontraktor pertambangan contracting industry.
Lapisan Tanah batu bara.
(juta bcm)
Over Burden Removal Mendorong Kinerja Driving Efficient and
(million bcm)
Operasional Efisien dan Competitive Operational
Berdaya Saing Performance
58.0 Dalam kondisi industri yang cukup In a challenging industry environment,
54.1
menantang, PAMA terus menerapkan PAMA has continued to implement
operational excellence sebagai landasan operational excellence as the foundation
strategi perusahaan yang berfokus pada of its corporate strategy, focusing
optimalisasi sumber daya, peningkatan on optimizing resources, increasing
produktivitas alat dan tenaga kerja, serta equipment and labor productivity,
pengendalian biaya untuk mendorong and controlling costs to drive efficient
kinerja operasional yang efisien. operational performance.
Beberapa inisiatif strategis yang dilakukan Some of PAMA's strategic initiatives
2024 2025 PAMA mencakup: included:
a. Efisiensi sumber daya, baik alat a. Resource efficiency, both in terms of
Pendapatan maupun orang. equipment and people.
Bersih b. Perencanaan dan eksekusi kegiatan b. Planning and execution of good mining
Kontraktor pengelolaan tambang yang baik melalui management activities through the
Penambangan penerapan Good Mining Practices. application of Good Mining Practices.
(triliun Rupiah) c. Melakukan program cost efficiency c. Implementing cost efficiency
di seluruh aspek, dengan penekanan programs in all aspects, with a strong
Mining Contracting
kuat pada continuous research and emphasis on continuous research and
Net Revenue
development. development.
(trillion Rupiah)
d. Pemanfaatan teknologi tepat guna d. Utilization of appropriate technology
dan digitalisasi, termasuk implementasi and digitalization, including the
big data untuk mendukung berbagai implementation of big data to
inisiatif peningkatan produktivitas support various initiatives to increase
dan efisiensi biaya produksi, serta productivity and production cost
memfasilitasi pengambilan keputusan efficiency, as well as facilitate quick
dan respons bisnis yang cepat. decision-making and business response.
246 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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e. Fleksibilitas unit didukung oleh perencanaan e. Unit flexibility supported by disciplined maintenance pemeliharaan dan perbaikan yang disiplin untuk and repair planning to enhance equipment meningkatkan ketersediaan peralatan dan availability and extend asset life. memperpanjang umur aset. f. Pengembangan perilaku positif karyawan, program f. Development of positive employee behavior, Safety, Safety, Health, and Environment (SHE) Leadership, Health, and Environment (SHE) Leadership programs, dan pengendalian aktivitas berisiko tinggi untuk and control of high-risk activities to achieve mencapai nol insiden. zero incidents. g. Pengembangan kepemimpinan dan kompetensi g. Development of leadership and employee karyawan melalui manajemen talenta yang competencies through structured talent terstruktur serta pembelajaran di tempat kerja management and on-the-job learning. (on-the-job learning). Peningkatan Keselamatan Kerja Occupational Safety Improvement PAMA juga terus mengembangkan beberapa inovasi PAMA has also continued to develop several innovations, termasuk adopsi teknologi yang mendukung kinerja including the adoption of technologies that support operasional. Pada tahun 2025, PAMA mengaplikasikan operational performance. In 2025, PAMA applied Mine teknologi Mine Image Recognition (MIR), sebuah Image Recognition (MIR) technology, a high-precision teknologi high precision GPS untuk memantau posisi GPS technology to monitor the position and movement dan pergerakan unit alat berat maupun dump truck di of heavy equipment and dump trucks in mining areas in area pertambangan secara real time. real time. Dengan akurasi yang presisi, MIR dapat memberikan With its high accuracy, MIR can provide automatic peringatan otomatis kepada operator dan pengawas warnings to operators and field supervisors about lapangan atas potensi kecelakaan, tabrakan, dan potential accidents, collisions, and unsafe behavior. pencegahan perilaku tidak aman. Implementasi ini This implementation is important in improving work penting dalam peningkatan keselamatan kerja, dan safety and operational efficiency in mining areas. sekaligus efisiensi operasional di area tambang. Rencana 2026 2026 Plans Di tengah dinamika ekonomi global dan nasional, Amidst global and national economic dynamics, industri pertambangan ke depan masih akan the mining industry will continue to be affected dipengaruhi oleh volatilitas harga komoditas dan by commodity price volatility and changes in perubahan kebijakan energi. Usaha yang bergerak energy policy. Businesses engaged in coal mining pada coal mining services, diproyeksikan akan terus services are projected to continue to grow until meningkat hingga tahun 2030, dan menurun sejalan 2030, and then decline in line with Indonesia's coal dengan proyeksi produksi batu bara Indonesia. production projections. PAMA meyakini batu bara masih akan dibutuhkan PAMA believes that coal will still be needed as long selama EBT belum mencapai tingkat ekonomis yang as NRE has not reached the expected economic level. diharapkan. Namun demikian, untuk mengurangi However, in order to reduce dependence on coal, PAMA ketergantungan pada batu bara, PAMA juga akan fokus will also focus on expanding into other mineral projects berekspansi pada proyek mineral lain seperti tambang such as nickel, gold, copper, iron ore, and lithium mines. nikel, emas, tembaga, bijih besi, dan lithium. ASTRA Laporan Tahunan 2025 Annual Report 247
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1,850
ton/jam
tonne/hour (tph)
Kapasitas
Crushing Plant
Crushing
Plant Capacity
1,000
ton/jam
tonne/hour (tph) SEGMEN PERTAMBANGAN
Kapasitas MINING SEGMENT
Washing Plant
Washing
Plant Capacity Batu Bara Coal
Lini bisnis pertambangan dan perdagangan Astra Group's coal mining and
batu bara Grup Astra dijalankan oleh trading business line is operated by
PT Turangga Resources. PT Turangga Resources.
Profil Turangga Resources Turangga Resources Profile
62 • Operasional:
1. Konsensi pertambangan batu bara di
• Operations:
1. Coal mining concessions in Central
juta ton/tahun Kalimantan Tengah dan Kalimantan Kalimantan and South Kalimantan.
million tonne/ year Selatan.
2. Perusahaan perdagangan batu bara 2. Coal trading companies in Jakarta,
Kapasitas di Jakarta, Kalimantan Selatan, dan South Kalimantan, and Singapore.
Hauling Road Singapura.
Hauling Road Anak Perusahaan dan Perusahaan Ventura: Subsidiaries and Venture Companies:
Capacity 1. Memiliki PT Prima Multi Mineral (PMM) 1. Owns PT Prima Multi Mineral (PMM),
yang menjalankan bisnis perdagangan which operates a coal trading business,
batu bara, dan PT Turangga Resources and PT Turangga Resources Pte. Ltd,
Pte.Ltd yang berkedudukan di based in Singapore.
Singapura.
248 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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PORT STOCKPILE
PARING LAHUNG
2.7
juta ton
million tonne
Kapasitas
Stockpile
Stockpile Capacity
8.7
juta/tahun
million/year
Kapasitas
2. Bersama ITOCHU mendirikan 2. Together with ITOCHU, established Loading
perusahaan ventura bersama Cipta a joint venture company, Cipta Coal
Coal Trading Pte.Ltd. (Singapura) untuk Trading Pte.Ltd. (Singapore), for the sale Loading Capacity
penjualan batu bara kokas. of coking coal.
3. Bersama Sumitomo Corporation 3. Together with Sumitomo Corporation,
mendirikan Aegis Energy Trading Pte. established Aegis Energy Trading Pte.
Ltd. (Singapura) sebagai perusahaan Ltd. (Singapore) as a thermal coal
trading batu bara termal. trading company.
Produk Products
Turangga Resources mengoptimalkan Turangga Resources optimizes its thermal
operasi tambang batu bara termal melalui coal mining operations through PT Asmin
PT Asmin Bara Bronang (ABB) dan PT Telen Bara Bronang (ABB) and PT Telen Orbit
Orbit Prima (TOP), serta satu tambang Prima (TOP), as well as one metallurgical
batu bara metalurgi melalui PT Suprabari coal mine through PT Suprabari Mapanindo
Mapanindo Mineral (SMM). Batu bara Mineral (SMM). The metallurgical coal
metalurgi yang dihasilkan Turangga produced by Turangga Resources is
Resources tergolong Semi-hard Coking classified as Semi-hard Coking Coal (SHCC),
Coal (SHCC) yang banyak digunakan di which is widely used in the steel industry.
industri baja.
ASTRA Laporan Tahunan 2025 Annual Report 249
Page 252
INTERMEDIATE Pemasaran dan Marketing and
STOCKPILE
TELUK TIMBAU Jaringan Layanan Service Network
Turangga Resources melakukan Turangga Resources trades in medium to
perdagangan komoditas batu bara high-calorie coal commodities, both from
berkalori menengah hingga tinggi, baik its own mines and through purchases
hasil produksi dari tambang milik sendiri from third parties, for the domestic and
1.7 maupun melalui pembelian dari pihak
ketiga, untuk pasar domestik dan ekspor.
Selain melayani pasar domestik, Turangga
export markets. In addition to serving the
domestic market, Turangga Resources also
serves the export market to three main
juta ton
million tonne Resources juga melayani pasar ekspor ke export destinations, namely Japan, India,
tiga negara tujuan ekspor utama yaitu and China.
Kapasitas Jepang, India, dan Tiongkok.
Stockpile
Stockpile Capacity
10.9
juta ton/tahun
million tonne/year
Kapasitas
Loading
Loading Capacity
4.7
juta ton/tahun
million tonne/year
Kapasitas
Unloading
Unloading Capacity
7
juta ton/tahun
million tonne/year
Kapasitas
Floating Loading
Facility (FLF)
Floating Loading
Facility (FLF) Capacity
250 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Kinerja 2025 2025 Performance 14.3
13.1
2.8
Penurunan harga batu bara sejak akhir The decline in coal prices since the end
3.0
tahun 2024, turut berimbas kepada of 2024 has contributed to a decline in
3.7
UT Owned Coal: 11.6
penurunan pendapatan Turangga Turangga Resources' revenue in 2025.
3.2
UT Owned Coal: 10.1
Resources pada tahun 2025. Meski However, coal sales volume has increased,
7.8
demikian, volume penjualan batu bara supported by export sales.
6.9
menunjukkan peningkatan didukung oleh
penjualan ekspor.
2024 2025
Penghargaan 2025 2025 Awards
Batu Bara Termal
Thermal Coal
• Asean Energy Awards • Asean Energy Awards
Batu Bara Metalurgi
Best Small-Scale Coal Mining in Company in Best Small-Scale Coal Mining in Company in Metallurgical Coal
Southeast Asia Southeast Asia Perdagangan Batu Bara
Coal trading
• International Convention on Quality • International Convention on Quality
Control Circle (ICQCC) 2025 Control Circle (ICQCC) 2025 Volume
Gold Award Gold Award Penjualan Batu
• Global CSR & ESG Summit and Awards • Global CSR & ESG Summit and Awards
Bara (juta ton)
2025 2025 Coal Sales Volume
Silver and Bronze Best for Community Silver and Bronze Best for Community (million tonne)
Program Program
26.0
Menjaga Kualitas Maintaining Quality 24.2
dan Memaksimalkan and Maximizing
Strategi Harga Price Strategy
Turangga Resources terus melanjutkan Turangga Resources continues to
upayanya untuk mencapai target jangka advance its long-term target of
panjang, yaitu penjualan batu bara achieving 15 million tonnes of coal sales
sebesar 15 juta ton dan perdagangan and 10 million tonnes in coal trading
batu bara sebesar 10 juta ton, dengan by optimizing its strategy to realize
mengoptimalkan strategi untuk the company’s broader vision. Digital 2024 2025
mewujudkan visi perusahaan yang lebih transformation remains a key pillar, enabling
luas. Transformasi digital tetap menjadi greater efficiency, process measurement, Pendapatan
pilar utama, memungkinkan peningkatan data-driven decision-making, and
Pertambangan
efisiensi, pengukuran proses, pengambilan improved global competitiveness.
keputusan berbasis data, dan daya saing Batu Bara
global yang lebih baik. (triliun Rupiah)
Coal Mining Net
Untuk mendukung kinerja yang To support sustainable performance,
Revenue
berkelanjutan, perusahaan fokus pada the company focuses on maintaining
(trillion Rupiah)
pemeliharaan kualitas batu bara dan coal quality and maximizing pricing
maksimalisasi harga melalui Customer through effective Customer Relationship
Relationship Management (CRM) Management (CRM) to secure premium
yang efektif untuk mendapatkan prices. Ongoing efforts in product
harga premium. Upaya berkelanjutan innovation, market penetration, and
dalam inovasi produk, penetrasi pasar, the search for new buyers have allowed
dan pencarian pembeli baru telah Turangga Resources to expand its
memungkinkan Turangga Resources presence, successfully opening new
memperluas kehadirannya, dengan markets in South Korea, Taiwan, Japan,
berhasil membuka pasar baru di Korea and Malaysia in 2025 with the launch of its
Selatan, Taiwan, Jepang, dan Malaysia MidCV 5800 GAR product.
pada tahun 2025 melalui peluncuran
produk MidCV 5800 GAR.
ASTRA Laporan Tahunan 2025 Annual Report 251
Page 254
Rencana 2026 2026 Plans
Harga batu bara diproyeksikan masih akan berfluktuasi Coal prices are projected to continue fluctuating
pada 2026, seiring berlanjutnya dinamika geopolitik in 2026, amid global geopolitical dynamics that
global yang memengaruhi harga komoditas. continue to affect commodity prices. Facing this
Menghadapi kondisi ini, Turangga Resources telah situation, Turangga Resources is prepared to anticipate
bersiap untuk melakukan antisipasi melalui optimalisasi this through production optimisation and efficiency
produksi dan penerapan efisiensi. Situasi ini juga akan implementation. This situation will also require
menuntut Turangga Resources untuk memaksimalkan Turangga Resources to maximise sales at optimal prices,
penjualan dengan harga yang optimal, sehingga so that sales pricing strategies must be carefully and
penetapan strategi harga penjualan harus dilakukan measuredly determined.
secara cermat dan terukur.
252 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 255
Emas Gold Segmen pertambangan emas Grup Astra Astra Group's gold mining segment is dikelola oleh PT Agincourt Resources managed by PT Agincourt Resources (PTAR) dan PT Sumbawa Jutaraya (SJR). (PTAR) and PT Sumbawa Jutaraya (SJR). PT Agincourt Resources (PTAR) PT Agincourt Resources (PTAR) • Mengoperasikan tambang emas • Operating the Martabe gold mine in Martabe di Tapanuli Selatan, Sumatera South Tapanuli, North Sumatra since Utara sejak tahun 2012, dengan kontrak 2012, with a contract until 2042. kerja hingga 2042. • Sumber daya mineral sebesar • Mineral resources of 6.1 million ounces 6,1 juta ons emas dan 59 juta ons perak. of gold and 59 million ounces of silver. PT Sumbawa Jutaraya (SJR) PT Sumbawa Jutaraya (SJR) • Beroperasi di Pulau Sumbawa, Nusa • Operating on Sumbawa Island, West Tenggara Barat dan telah memulai Nusa Tenggara, and scheduled to produksi pada 2024. commence production in 2024. • Satu-satunya pabrik pengolahan emas • The only gold processing plant in yang mengolah Ore jenis Sulphide di Indonesia that processes sulphide ore. Indonesia. Produk Products Hasil produksi adalah batangan logam The result of production is mixed gold campuran emas dan perak (dore bullion) and silver metal bars (dore bullion), which yang kemudian dilebur dan dimurnikan di are then smelted and refined at PT Aneka PT Aneka Tambang (Persero) Tbk (ANTAM) Tambang (Persero) Tbk (ANTAM) to untuk pemisahan kandungan emas separate the gold and silver content. dan perak. ASTRA Laporan Tahunan 2025 Annual Report 253
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Fasilitas dan Kapasitas Facilities and Production
Produksi Capacity
Hingga akhir tahun 2025 PTAR melakukan At the end of 2025, PTAR conducted
kegiatan eksploitasi di tiga pit terbuka, exploitation activities in three open pits,
yakni Pit Purnama (dibuka tahun 2011), namely the Purnama Pit (opened in 2011),
Pit Barani (dibuka tahun 2016), dan the Barani Pit (opened in 2016), and the
Pit Ramba Joring (dibuka tahun 2017). Bijih Ramba Joring Pit (opened in 2017). The
emas diproses di pabrik Carbon-In-Leach gold ore is processed in a conventional
(CIL) konvensional. Carbon-In-Leach (CIL) plant.
Area produksi didukung oleh sejumlah The production area is supported by
prasarana termasuk jalan angkut, fasilitas a number of infrastructure facilities,
penampungan tailing, tangki penyimpanan including transport roads, tailings storage
air baku, bendungan pengendali sedimen, facilities, raw water storage tanks,
instalasi pengolahan air, switchyard, fuel sediment control dams, water treatment
depot, workshop, dan warehouse. PTAR installations, switchyards, fuel depots,
juga memiliki laboratorium analisis dan workshops, and warehouses. PTAR also
infrastruktur pendukung seperti panel has an analysis laboratory and supporting
surya, gudang kapur, pabrik pengolahan infrastructure such as solar panels, a lime
limbah minyak, fasilitas pemilahan limbah, warehouse, an oil waste treatment plant,
kantor, kamp perumahan, serta filtration a waste sorting facility, offices, housing
plant yang berfungsi mengubah wet tailing camps, and a filtration plant that converts
menjadi dry tailing. wet tailings into dry tailings.
Sementara SJR pada tahun 2025 telah Meanwhile, SJR has made improvement
melakukan upaya improvement untuk efforts in 2025 to pursue installed
mengejar kapasitas produksi terpasang production capacity after commencing
setelah memulai tahap awal operasi untuk initial operations for mining and ramping
penambangan dan ramp up Ore Processing up the Ore Processing Plant (OPP) in 2024.
Plant (OPP) di tahun 2024.
Pabrik pengolahan Ore jenis Sulphide The Sulphide Ore Processing Plant is still in
(Sulphide Plant) masih dalam tahap the commissioning stage for the Flotation
commissioning untuk pabrik flotasi Plant, with plans to commission the
(Flotation Plant), dengan rencana Fluidized Bed Reactor (FBR) Plant and Acid
proses commissioning Fluidize Bed Plant in the fourth quarter of 2026.
Reactor (FBR) Plant dan Acid Plant pada
kuartal empat 2026.
254 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Pemasaran dan Marketing and Jaringan Layanan Service Network Hasil butiran emas (kemurnian 99,99%) The company's gold (99.99% purity) dan perak (kemurnian 99,95%) perusahaan and silver (99.95% purity) granules are seluruhnya diekspor ke Singapura untuk exported entirely to Singapore for sale on dijual di pasar logam mulia internasional. the international precious metals market. PTAR langsung menjual produk kepada PTAR sells its products directly to buyers pembeli tanpa menggunakan mediator without using intermediaries or subsidiaries atau anak perusahaan untuk memfasilitasi to facilitate sales, where sales are made penjualan, dimana penjualan dilakukan on a spot basis based on negotiations secara spot berdasarkan negosiasi antara between PTAR and buyers with reference PTAR dan pembeli dengan mengacu pada to market prices. harga pasar. Untuk menjaga kualitas, seluruh produk To maintain quality, all PTAR products PTAR berasal dari refinery emas dan perak originate from gold and silver refineries bersertifikat internasional London Bullion certified by the London Bullion Market Market Association (LBMA). Association (LBMA). ASTRA Laporan Tahunan 2025 Annual Report 255
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232 227 Kinerja 2025 2025 Performance
Ketidakpastian makroekonomi global Global macroeconomic uncertainty
sepanjang 2025 mendorong investor throughout 2025 drove investors toward
mencari aset safe haven seperti emas, safe-haven assets such as gold, pushing the
sehingga harga emas dunia naik signifikan, global gold price up significantly, exceeding
melewati 4.000/oz Dolar AS. Kenaikan USD4,000/0z. The increase in gold prices
harga emas ini memberikan dampak positif had a positive impact on the performance
pada kinerja segmen pertambangan emas of UT’s gold and other minerals mining
dan mineral lainnya di UT, meskipun terjadi segment, despite a slight decline in gold
2024 2025 sedikit penurunan volume penjualan emas. sales volume.
Volume
Penghargaan 2025 2025 Awards
Penjualan Setara
• PROPER Hijau dari Kementerian • PROPER Green Rating from the
Emas (ribu ton) Lingkungan Hidup dan Kehutanan Ministry of Environment and Forestry
Gold Equivalent (KLHK), yang mencerminkan komitmen (KLHK), reflecting PTAR's commitment
Sales Volume PTAR dalam pengelolaan lingkungan to environmental management
(thousand tonne) yang melampaui standar (beyond beyond compliance.
compliance).
• Subroto Award dari Kementerian Energi • Subroto Award from the Ministry of
14.0 dan Sumber Daya Mineral (ESDM), yang Energy and Mineral Resources (ESDM),
merupakan penghargaan tertinggi the highest recognition granted by the
dari Kementerian ESDM atas kinerja di ministry for performance in the energy
9.9
sektor energi dan pertambangan. and mining sector.
Penguatan Enhancing
Operational Excellence Operational Excellence
Kinerja PTAR pada 2025 didukung oleh PTAR’s 2025 performance was supported
2024 2025
strategi yang menitikberatkan pada by a strategy focused on strengthening
penguatan operational excellence operational excellence across all
Pendapatan di seluruh lini operasional, meliputi operations, including improving mining
peningkatan efisiensi proses tambang and production process efficiency, cost
Bersih
dan produksi, pengendalian biaya, serta control, and productivity optimization.
Pertambangan optimalisasi produktivitas. Beberapa Key initiatives included the continuation
Emas inisiatif utama yang dijalankan antara of the Martabe Phase 2 program with the
(triliun Rupiah) lain kelanjutan program Martabe Phase construction of a dry stack tailings facility,
2 dengan pembangunan fasilitas dry as well as feasibility studies and sulfide
Gold Mining Net
stack tailing, serta studi kelayakan dan mineral processing to underpin long-term
Revenue pengolahan mineral sulfida sebagai dasar operational sustainability.
(trillion Rupiah)
keberlanjutan operasi jangka panjang.
PTAR juga menerapkan strategi All-In PTAR also implemented an All-In
Sustaining Cost (AISC) untuk menjaga Sustaining Cost (AISC) strategy to
daya saing di tengah dinamika harga maintain competitiveness amid volatile
emas, sambil mempertahankan efisiensi gold prices, while sustaining operational
operasional dan stabilitas volume efficiency and stable sales volumes.
penjualan. PTAR tetap berkomitmen PTAR remains committed to maintaining
256 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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menjaga kualitas emas sesuai standar LBMA dan gold quality in accordance with LBMA standards and memperkuat hubungan dengan pelanggan serta mitra strengthening relationships with customers and trading dagang untuk menjaga permintaan dan penjualan. partners to support demand and sales. Rencana 2026 2026 Plans Memasuki tahun 2026, kondisi geopolitik dan At the onset of 2026, global geopolitical and makroekonomi global diperkirakan akan tetap tidak macroeconomic conditions are expected to remain pasti, terus memengaruhi harga komoditas, termasuk uncertain, continuing to affect commodity prices, emas. Dalam situasi yang dinamis ini, PTAR dan SJR including gold. In this dynamic environment, PTAR akan tetap berpegang pada strategi fundamental and SJR will continue to adhere to their fundamental untuk menjaga struktur biaya yang kompetitif dan strategies to maintain a competitive cost structure and menerapkan operational excellence. implement operational excellence. ASTRA Laporan Tahunan 2025 Annual Report 257
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Nikel Nickel
Bisnis pertambangan nikel Grup Astra Astra Group’s nickel mining business
terdiri atas Stargate Pacific Resources comprises majority-owned Stargate Pacific
(SPR) yang dimiliki secara mayoritas dan Resources (SPR) and 20.1%-owned Nickel
Nickel Industries Limited (NIC) dengan Industries Limited (NIC), an integrated
kepemilikan sebesar 20,1%, sebuah nickel company.
perusahaan nikel terintegrasi.
SPR merupakan perusahaan tambang nikel SPR is a nickel mining company located
yang berlokasi di Konawe Utara, Sulawesi in North Konawe, Southeast Sulawesi.
Tenggara. Sementara NIC merupakan Meanwhile, NIC is an integrated nickel
perusahaan pertambangan dan pengolahan mining and processing company with its
nikel terintegrasi dengan aset utama yang main assets located in or near the Indonesia
berlokasi di dalam atau dekat dengan Morowali Industrial Park (IMIP) in Sulawesi
Indonesia Morowali Industrial Park (IMIP), and the Indonesia Weda Bay Industrial Park
Sulawesi dan Indonesia Weda Bay Industrial (IWIP) in Halmahera.
Park (IWIP), Halmahera.
258 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Kinerja 2025 2025 Performance 1,975
2,062
1,360
Kinerja bisnis nikel SPR pada tahun 2025 SPR’s nickel business performance
1,282
mengalami tekanan akibat kelebihan in 2025 was under pressure due to
pasokan global dan penurunan harga global oversupply and declining
nikel dunia. Seluruh penjualan bijih nickel prices. All nickel ore sales were
nikel difokuskan ke pasar domestik. directed to the domestic market. SPR
SPR menitikberatkan pada pengendalian focused on cost control, optimizing
702
693
biaya, optimalisasi jarak angkut, serta hauling distances, and strengthening
penguatan kontrol kualitas bijih untuk ore quality control to maintain
menjaga keberlanjutan kinerja. sustainable performance. 2024 2025
Saprolite
Limonite
Peningkatan Operasional Operational Improvement
Penjualan
Di tengah kondisi penurunan harga Amidst declining nickel prices, SPR
(ribu wmt)
nikel, SPR tetap berfokus untuk menjaga remains focused on maintaining product
ketersediaan produk dan konsistensi availability and consistent nickel ore Sales
kualitas bijih nikel. SPR juga menerapkan quality. SPR is also implementing cost (thousand wmt)
efisiensi biaya dan peningkatan operasional, efficiency and operational improvements,
diantaranya dengan meningkatkan including increasing distance efficiency,
efisiensi jarak/distance, control grade production grade control, and coordinating
atas produksi, dan koordinasi sampling ore sampling with buyers.
pengambilan ore dengan pembeli.
Pada 2025 SPR juga melakukan In 2025, SPR has also developed its
pengembangan infrastruktur digital digital infrastructure by launching the
dengan meluncurkan Enterprise Resource STARGO Enterprise Resource Planning
Planning (ERP) STARGO, yang mencakup (ERP) system, which includes Human
sistem Human Capital Management, Capital Management, Maintenance, Sales,
Maintenance, Sales, Inventory, Purchasing, Inventory, Purchasing, and Accounting
dan Accounting. Penerapan STARGO akan systems. The implementation of STARGO
membuat proses operasional SPR berjalan makes SPR's operational processes more
dengan lebih efisien dan terukur. efficient and measurable.
Rencana 2026 2026 Plans
Untuk bisnis pertambangan nikel yang For SPR’s nickel mining business, the focus
dijalankan SPR, fokus diarahkan pada is on increasing reserves and accelerating
peningkatan cadangan serta percepatan the development of smelter facilities to
pembangunan fasilitas smelter agar dapat enable a more meaningful contribution to
segera memberikan kontribusi yang lebih SPR’s revenue in the near term.
signifikan terhadap pendapatan SPR.
Ke depan, kegiatan pertambangan dan Looking ahead, the nickel mining and
pengolahan nikel ditargetkan memiliki processing operations are targeted
daya saing yang kuat, terutama melalui to achieve strong competitiveness,
keunggulan struktur biaya per ton. particularly through a cost-efficient
Dengan pendekatan tersebut, bisnis ini structure on a per-tonne basis. With
diharapkan dapat berada pada kelompok this approach, the business is expected
Tier-1 atau setidaknya Tier-2 dalam kurva to position itself within the Tier-1, or at
cash cost, sehingga tetap tangguh dalam least Tier-2, segment of the cash cost
menghadapi potensi penurunan harga curve, thereby remaining resilient against
komoditas di masa mendatang. potential declines in commodity prices
in the future.
ASTRA Laporan Tahunan 2025 Annual Report 259
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SEGMEN LAINNYA
OTHER SEGMENTS
Industri Konstruksi Construction Industry
Segmen Industri Konstruksi Grup Astra Astra Group's Construction Industry
dijalankan oleh PT Acset Indonusa Tbk segment is operated by PT Acset
(ACSET). Indonusa Tbk (ACSET).
Profil ACSET ACSET Profile
• Anak usaha dari United Tractors (87,69%). • Subsidiary of United Tractors (87.69%).
• Memiliki 7 Anak Perusahaan dan • Has 7 subsidiaries and joint ventures.
Ventura Bersama.
• Bergerak di bidang usaha Mekanikal, • Engaged in the mechanical, electrical,
Elektrikal, dan Plumbing (MEP), layanan and plumbing (MEP) business, pump
pompa (pump service), penyewaan services, passenger hoist and tower
passenger hoist dan tower crane, crane rentals, heavy equipment rentals
penyewaan dan penjualan alat berat, and sales, foundation work, dredging,
pekerjaan pondasi, pengerukan, dan and reclamation.
reklamasi.
Produk Products
• Pengerjaan Pondasi • Foundation Work
Pengerjaan pondasi berdiameter besar Construction of large-diameter
(hingga 2,5m), deep bored piles (100m) foundations (up to 2.5m), deep bored
dan dinding diafragma, hingga meliputi piles (100m) and diaphragm walls,
pengerjaan ground engineering dan soil including ground engineering and
improvement untuk merestrukturisasi soil improvement to restructure poor
kondisi tanah yang kurang baik. soil conditions.
260 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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• MEP • MEP Jasa mekanikal, elektrikal, dan Mechanical, electrical, and plumbing plumbing. services. • Jasa Konstruksi • Construction Services Jasa kontraktor untuk berbagai proyek Contractor services for various premium bangunan gedung berkualitas premium. quality building projects. • Jasa Penunjang Konstruksi • Construction Support Services Jasa penunjang konstruksi yang Construction support services including meliputi sistem formwork , penyewaan, formwork systems, rental services, passenger hoist dan tower crane, serta passenger hoists, tower cranes, and concrete pumping. concrete pumping. • Perdagangan • Trading Penyediaan peralatan proyek konstruksi Supply of construction equipment in berbentuk penjualan alat berat, the form of heavy equipment sales, meliputi stationery concrete pump, including stationary concrete pumps, mobile concrete pump, passenger hoist , mobile concrete pumps, passenger drilling rig, crawler crane, dan tower hoists, drilling rigs, crawler cranes, and crane, hingga jasa perawatan terhadap tower cranes, along with maintenance peralatan-peralatan tersebut sebagai services for such equipment as after- layanan purnajual. sales support. ASTRA Laporan Tahunan 2025 Annual Report 261
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Kinerja 2025 2025 Performance
Pada tahun 2025, ACSET mengerjakan beberapa In 2025, ACSET worked on several projects focusing
proyek yang berfokus pada pengembangan kawasan on industrial estate development, infrastructure,
industrial, infrastruktur, transportasi, dan proyek- transportation, and data center projects, including:
proyek data center, antara lain: Jalan Tol Probolinggo Probolinggo – Banyuwangi Toll Road Package 2 and 3,
– Banyuwangi paket 2 dan 3, Pembangunan Jalan Tol Pembangunan Jalan Tol Jakarta – Cikampek II Selatan
Jakarta – Cikampek II Selatan Paket II Ruas Sukaragam – Paket II Ruas Sukaragam – Sukabungan; and Arumaya
Sukabungan; dan Arumaya Office Tower. Office Tower.
Meningkatkan Kualitas Konstruksi Improving Construction Quality
dan Solusi Digital and Digital Solutions
Sepanjang tahun 2025, ACSET menghadapi berbagai Throughout 2025, ACSET faced business challenges
tantangan bisnis, termasuk kenaikan biaya material dan including rising material costs and intense competition.
persaingan yang ketat. ACSET memitigasi tantangan ACSET mitigated these challenges through long-
tersebut melalui strategi kontrak jangka panjang, term contracting strategies, improved engineering
peningkatan kualitas rekayasa, serta peningkatan quality, and increased adoption of digital solutions.
adopsi solusi digital. Beberapa inisiatif utama juga Some key initiatives are implemented by the company,
dilakukan perusahaan meliputi penerapan performance including an SAP-based performance dashboard to
dashboard berbasis SAP untuk memantau key monitor project key performance indicators (KPI) in
performance indicators (KPI) proyek secara real time, real time, price prediction tools to enhance tender and
penggunaan alat prediksi harga untuk meningkatkan project budgeting accuracy, and collaboration with
akurasi tender dan penganggaran proyek, serta technology partners on modular construction and
kolaborasi dengan mitra teknologi konstruksi dalam digital engineering. ACSET also strengthened project
penerapan metode modular dan rekayasa digital. risk management through enhanced project controls
ACSET juga memperkuat manajemen risiko proyek and early warning systems.
melalui peningkatan pengendalian proyek dan sistem
peringatan dini.
Rencana 2026 2026 Plans
ACSET melihat peluang di sektor konstruksi tetap positif, ACSET sees construction opportunities remaining
didorong oleh perkembangan di sektor teknologi, positive, driven by developments in technology,
energi, dan infrastruktur transportasi. Pertumbuhan energy, and transportation infrastructure. Growth
akan didukung oleh proyek publik, industri, serta proyek will be supported by public, industrial, and design
design & build. Untuk menangkap peluang tersebut, & build projects. To capture these opportunities,
ACSET akan memperkuat kapabilitas konstruksi modular ACSET will enhance modular construction and
dan digital twin, memperkuat kemitraan teknologi, digital twin capabilities, strengthen technology
berekspansi ke proyek konstruksi data center dan partnerships, expand into data center and high-demand
proyek konstruksi industri dengan permintaan tinggi, industrial projects, and develop AI-based project
serta mengembangkan solusi pengendalian proyek control solutions.
berbasis AI.
262 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Energi Energy Sebagai bagian dari strategi ekspansi As part of its business expansion and dan diversifikasi usaha, sejak tahun 2017 diversification strategy, since 2017 Astra Grup Astra telah memasuki sektor energi Group has entered the energy sector melalui UT. Langkah awal dimulai dengan through UT. The first step began with keikutsertaan UT di dalam konsorsium UT's participation in the PT Bhumi Jati PT Bhumi Jati Power (BJP) yang terdiri dari Power (BJP) consortium, which consists of Sumitomo Corporation (50%), UT (25%) Sumitomo Corporation (50%), UT (25%) and dan The Kansai Electric Power Co.Inc. The Kansai Electric Power Co. Inc. (25%), to (25%), untuk membangun PLTU Jawa-4 build the Jawa-4 coal-fired power plant (Tanjung Jati B Unit 5 dan 6) 2x1.000 MW. (Tanjung Jati B Units 5 and 6) 2x1,000 MW. PLTU yang berlokasi di Jepara, Jawa Tengah Located in Jepara, Central Java, the power tersebut telah beroperasi secara komersial plant has been in commercial operation sejak akhir tahun 2022. since the end of 2022. Hingga akhir tahun 2025 UT terus Until the end of 2025, UT has continued to mengembangkan sektor energi, khususnya develop the energy sector, particularly green ke bisnis energi hijau, sebagai langkah energy, as part of the energy transition and transisi energi dan transformasi Grup transformation of Astra Group towards Astra menuju bisnis non-batu bara. non-coal businesses. The development of Pengembangan bisnis Energi Baru Astra Group's New and Renewable Energy Terbarukan (EBT) Grup Astra dikelola oleh (EBT) business is managed by PT Energia PT Energia Prima Nusantara (EPN). Prima Nusantara (EPN). Kolaborasi Strategis EBT Business Bisnis EBT Strategic Collaboration Bisnis Energi Terbarukan Renewable Energy Business • Pembangkit Listrik Tenaga Surya (PLTS) • Solar Power Plant (PLTS) EPN telah melakukan instalasi Rooftop EPN has been installing rooftop solar PV Solar PV sejak tahun 2018, dengan total systems since 2018, with a total capacity kapasitas mencapai 27,6 MWp per akhir of 27.6 MWp by the end of 2025. tahun 2025. ASTRA Laporan Tahunan 2025 Annual Report 263
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• Pembangkit Listrik Tenaga Air (PLTA) • Direct-flow Hydroelectric Power Plant
Aliran-sungai-langsung (PLTA)
EPN mengoperasikan PLTA Besai Kemu EPN operates the Besai Kemu
di Lampung dengan kapasitas 7,0 MW hydroelectric power plant in Lampung
melalui PT Uway Energi Perdana. with a capacity of 7.0 MW through
Perusahaan kemudian melakukan PT Uway Energi Perdana. The company
investasi pada PT Arkora Hydro Tbk then invested in PT Arkora Hydro Tbk
(ARKO) dengan kepemilikan saham (ARKO) with a 31.49% stake. At the
sebesar 31,49%. Hingga akhir tahun end of 2025, ARKO has operated three
2025, ARKO mengoperasikan tiga PLTA run-of-river hydropower plants with a
aliran-sungai-langsung dengan total total capacity of 27.4 MW and is in the
kapasitas 27,4 MW dan dalam tahap construction phase of a hydropower
konstruksi pembangunan PLTA dengan plant with a capacity of 5.4 MW, which
kapasitas 5,4 MW, yang dijadwalkan is scheduled to begin commercial
akan mulai beroperasi secara komersial operations in 2025.
pada tahun 2025.
• Pembangkit Listrik Tenaga Panas Bumi • Geothermal Power Plant (PLTP)
(PLTP)
EPN melalui PT Supreme Energy Rantau EPN, through PT Supreme Energy Rantau
Dedap (SERD) telah mengoperasikan Dedap (SERD), has been operating a
PLTP yang berlokasi di Sumatera Selatan geothermal power plant located in
dengan kapasitas terpasang sebesar South Sumatra with an installed capacity
91,2 MW. of 91.2 MW.
• Waste to Energy atau Pembangkit • Waste to Energy or Waste Power Plant
Listrik Tenaga Sampah (PLTSa) (PLTSa)
EPN bersama Sumitomo Corporation EPN, together with Sumitomo
dan Kanadevia Corporation mendirikan Corporation and Kanadevia Corporation,
perusahaan patungan PT Jabar established a joint venture company,
Environmental Solution untuk PT Jabar Environmental Solution,
membangun PLTSa di Legok Nangka, to build a PLTSa in Legok Nangka,
Jawa Barat, melalui skema Kerjasama West Java, through a Public-Private
Pemerintah dan Badan Usaha (KPBU). Partnership (PPP) scheme.
• Microbial Fuel Cells • Microbial Fuel Cells
EPN telah melakukan fase studi EPN has conducted a research and
pengembangan (research & development phase on Microbial Fuel
development) terhadap Microbial Fuel Cells with a capacity of 250 kVA, which
Cells sebesar 250 kVA yang diharapkan is expected to provide electrical energy
mampu memberikan efisiensi efficiency through environmentally
energi listrik melalui sumber energi friendly microbial energy sources.
mikroorganisme yang ramah lingkungan.
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Kinerja dan Strategi 2025 2025 Performance and Strategy Pada 2025, segmen Energi mencatat peningkatan In 2025, the Energy segment delivered improved kinerja secara tahunan, didorong oleh produksi listrik performance year-on-year, driven by higher electricity yang lebih tinggi, kinerja yang lebih baik pada sejumlah production, stronger performance at selected entitas, ekspansi portofolio, pipeline proyek energi entities, portfolio expansion, a growing renewable terbarukan yang semakin besar, serta inisiatif efisiensi. project pipeline, and efficiency initiatives. This Kinerja ini didukung oleh pertumbuhan portofolio, was supported by portfolio growth, subsidiary peningkatan kinerja anak usaha, serta transformasi performance enhancement, and digital and operational digital dan operasional, termasuk penguatan platform transformation, including the enhancement of the 1-EPN sebagai dashboard proyek terintegrasi dan 1-EPN Platform as a single integrated project dashboard pengembangan sistem integrasi data real-time berbasis and the development of an event-driven real-time event yang menghubungkan data pelanggan, proyek, data integration system across customers, projects, dan anggaran. and budgets. Rencana 2026 2026 Plans Pemerintah Indonesia menargetkan porsi energi The Indonesian government targets a renewable terbarukan dalam bauran pembangkit listrik sebesar energy share of 16.4% by 2026, rising to 28% by 2030, 16,4% pada 2026 dan meningkat menjadi 28% pada aligned with PLN’s RUPTL 2025–2034, which prioritizes 2030, sejalan dengan RUPTL PLN 2025–2034 yang renewables for 75% of new capacity additions. EPN memprioritaskan energi terbarukan sebagai 75% dari views this as an opportunity to expand its renewable tambahan kapasitas pembangkit baru. EPN melihat power portfolio and will pursue opportunities and ini sebagai peluang untuk memperluas portofolio strategic partnerships with the government and pembangkit berbasis energi terbarukan dan akan other developers. menjajaki peluang serta kemitraan strategis dengan pemerintah dan pengembang lainnya. ASTRA Laporan Tahunan 2025 Annual Report 265
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Agribisnis
Agribusiness
28%
Rp 1.2 triliun
trillion
Ikhtisar Operasional | Operational Highlights
Laba Bersih
Net Income
Didukung oleh:
280.3K
Luas Lahan Tertanam
hektar
hectares
Total Planted Area
• Peningkatan volume penjualan dan harga jual
• Kinerja ekspor yang solid meskipun di
tengah ketidakpastian geopolitik
Supported by:
• Higher sales volumes and selling prices 208.1K hektar
hectares 72.3K hektar
hectares
• Solid export performance despite Inti Plasma
geopolitical uncertainty Nucleus
Meningkatkan Tiga Pilar Produktivitas
Produktivitas
Three Pillars of Productivity
Increasing Productivity
Peremajaan Kembali Keunggulan Innovasi Teknologi & IoT
Replanting Innovation Excellence Technology & IoT
Meningkatkan
produktivitas lahan guna Solusi usia perkebunan Produktivitas Operation Center
mendukung pertumbuhan yang menua yang berkelanjutan di Astra Agro
berkelanjutan dan kinerja Address aging plantations Sustainable productivity Operation Center of Astra Agro
keuangan jangka panjang
• Meningkatkan • Bibit unggul tahan • Sistem Pemantauan
Enhancing plantation replanting menjadi Ganoderma | Ganoderma Berbasis Drone | Drone
productivity to support 5.000 ha | Increased - Resilient Varieties Monitoring System
sustainable growth replanting to 5,000 ha
• Pupuk organik ASTEMIC • GPS tracking
and long-term financial | ASTEMIC organic
performance fertilizer
266 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Pada tahun 2025, kinerja divisi agribisnis Grup meningkat didukung oleh harga minyak kelapa sawit (CPO) yang lebih tinggi serta peningkatan penjualan produk CPO dan produk turunannya dibandingkan tahun sebelumnya. Selain itu, penerapan teknologi dan digitalisasi turut meningkatkan keunggulan operasional dan produktivitas. In 2025, the Group's agribusiness division performance improved supported by higher crude palm oil (CPO) prices and increased sales of CPO products and derivatives compared with the previous year. In addition, the adoption of technology and digitalisation contributed to improved operational excellence and productivity. ASTRA Laporan Tahunan 2025 Annual Report 267
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Tinjauan Industri Industry Overview
Permintaan CPO terus meningkat didukung oleh Global demand for CPO continues to increase,
pertumbuhan populasi dan konsumsi di beberapa supported by population growth and consumption in
negara besar seperti India dan Tiongkok. Meski several large countries such as India and China. However,
demikian, selama beberapa tahun terakhir industri CPO in recent years, the CPO industry has experienced
mengalami tantangan stagnasi produksi yang terjadi challenges of stagnant production due to extreme
karena kondisi cuaca ekstrem yang mengakibatkan weather conditions that have reduced crop productivity,
produktivitas tanaman menurun, hingga usia tanaman as well as the aging profile of plantations.
yang menua.
Berdasarkan data Oil World, persediaan CPO global pada Based on Oil World data, global CPO supplies
awal tahun 2025 tercatat sebesar 12,83 juta ton, turun at the beginning of 2025 were recorded at
13% dibandingkan awal tahun 2024 yang mencapai 12.83 million tonnes, down 13% compared to the
14,76 juta ton. Peningkatan konsumsi domestik beginning of 2024, which reached 14.76 million tonnes.
Indonesia turut memperketat pasokan global. Kondisi ini An increase in Indonesia’s domestic consumption has
berkontribusi terhadap penguatan harga rata-rata CPO also tightened global supply. This condition contributed
CIF Rotterdam sepanjang tahun 2025 yang meningkat to the strengthening of the average CPO CIF Rotterdam
sebesar 13% dibandingkan dengan tahun sebelumnya price throughout 2025, which increased by 13% to
hingga mencapai USD1.222/ton. USD1,222/tonne, compared to the previous year.
Di dalam negeri, peningkatan konsumsi CPO terutama Domestically, the increase in CPO consumption was
didorong oleh implementasi biodiesel 40% campuran mainly driven by the implementation of 40% palm
sawit (B40). Menurut data Gabungan Pengusaha oil biodiesel blend (B40). According to data from the
Kelapa Sawit Indonesia (GAPKI), kebijakan mandatori Indonesian Palm Oil Association (GAPKI), the mandatory
kenaikan bauran solar dan minyak kelapa sawit tersebut policy to increase the blend of diesel and palm oil has
mendorong konsumsi CPO domestik tumbuh 5%, driven domestic CPO consumption to grow by 5% to
mencapai 18,5 juta ton hingga September 2025. 18.5 million tonnes by September 2025.
Untuk menjaga pasokan dan stabilitas harga minyak To maintain the supply and price stability of palm
kelapa sawit di dalam negeri, pemerintah tetap oil in the country, the government continues to
memberlakukan kebijakan Domestic Market Obligation enforce the Domestic Market Obligation (DMO) and
(DMO) dan Domestic Price Obligation (DPO) yang Domestic Price Obligation (DPO) policies, which require
membuat perusahaan harus memenuhi DMO dengan companies to fulfill the DMO by using the DPO set by
menggunakan DPO yang telah ditetapkan pemerintah the government in order to obtain export rights. This
untuk mendapatkan hak ekspor. Kebijakan ini policy maintains domestic availability but restricts
menjaga ketersediaan domestik, namun memperketat export volumes.
volume ekspor.
268 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 271
Astra Agro Lestari Segmen bisnis agribisnis Grup Astra Astra Group's agribusiness segment is dikelola oleh PT Astra Agro Lestari Tbk managed by PT Astra Agro Lestari Tbk (Astra Agro), dengan kepemilikan saham (Astra Agro), with a 79.7% shareholding. sebesar 79,7%. Bisnis Utama Main Business • Perkebunan Kelapa Sawit • Palm Oil Plantations Inti & Plasma Nucleus & Plasma • Pembelian Tandan Buah Segar (TBS) • FFB (Fresh Fruits Bunch) Purchasing pihak ketiga from third parties • Produksi Perkebunan untuk Pasar Lokal • Plantation Production for Local and dan Ekspor Export Markets - CPO - CPO - Inti Sawit/PKO - Palm Oil Kernel/PKO • Perdagangan CPO • CPO trading • Sektor Hilir/Produk Turunan Minyak • Downstream/CPO Derivatives for Sawit untuk Pasar Ekspor Export Market - RBDPO - RBDPO - Stearin - Stearin - Olein - Olein - PFAD - PFAD - RBDPKO - RBDPKO - PKFAD - PKFAD • Pencampuran Pupuk • Fertilizer Blending Perkebunan internal & program kemitraan Internal use & partnership program of local dengan petani smallholders ASTRA Laporan Tahunan 2025 Annual Report 269
Page 272
KONTRIBUSI EKSPOR Negara Tujuan Ekspor Export Destination Countries
EXPORT CONTRIBUTION
Tiongkok, Korea Selatan, India, Bangladesh, China, South Korea, India, Bangladesh,
Pakistan dan Filipina. Pakistan, and the Philippines.
36%
Kalimantan Tengah
Central Kalimantan Kalimantan Timur
East Kalimantan
Aceh
dari Total Sulawesi Barat
Penjualan Riau
West Sulawesi
of Total Sales
TOTAL LAHAN Jambi Kalimantan Tengah
TERTANAM Central Kalimantan
Sulawesi Tengah
BERDASARKAN Central Sulawesi
LOKASI
TOTAL PLANTED AREA
BY LOCATION
17
37 Perkebunan Pabrik Penyulingan Pabrik Pencampuran Pupuk
Plantations Mills Refineries Fertilizer Blending Plant
%
Fasilitas Produksi Production Facilities
46
Sumatera
Kalimantan
Sulawesi
TOTAL LAHAN
TERTANAM
BERDASARKAN
KEPEMILIKAN
TOTAL PLANTED AREA
BY OWNERSHIP
280.3K ha 400 ton per hari 3,000
26
Luas Lahan Tertanam | tonnes per day ton per hari
Area of Cultivated Land Total Pengolahan Minyak | tonnes per day
Inti Sawit
Total Pengolahan
1,345 Total Palm Kernel Oil Minyak Sawit
% Processing
ton per hari Total Palm Oil Processing
74 | tonnes per day 208.1 K ha
Total Kapasitas
570 ton per hari
Inti
Kernel Crusher | tonnes per day
Kernel
Inti | Nucleus Kernel Crusher’s Total Pabrik
Total Capacity Pencampuran Pupuk
Plasma 1,655 ton per jam
Total Fertilizer
| tonnes per hour Blending Plants
Total Kapasitas CPO Mill
CPO Mill’s Total Capacity
270 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 273
Kinerja 2025 2025 Performance 1,472
Kinerja Astra Agro pada tahun 2025 secara Astra Agro recorded improved 1,148
keseluruhan meningkat dibandingkan performance in 2025 compared with the
tahun sebelumnya, terutama didukung previous year, primarily driven by higher
oleh peningkatan volume penjualan dan sales volumes and higher selling prices.
harga jual yang lebih tinggi. Di tengah Amid unstable geopolitical conditions,
kondisi geopolitik yang belum stabil, export performance also remained solid.
kinerja ekspor juga tetap solid. Hal ini This led to an increase in the company's
mendorong peningkatan laba bersih net incomeof 28% compared to the 2024 2025
perusahaan hingga 28% dibandingkan previous year.
tahun sebelumnya. Laba Bersih
(miliar Rupiah)
Meningkatkan Increasing Net Income
(billion Rupiah)
Produktivitas Tanaman Crop Productivity
Keterbatasan lahan dan usia tanaman Land limitations and aging crops are
yang menua adalah salah satu tantangan among the main challenges facing the 1,198
1,125
utama industri agribisnis di Indonesia. agribusiness industry in Indonesia.
Oleh karena itu, peremajaan kembali Therefore, replanting has become
(replanting) menjadi fokus strategi Astra the focus of Astra Agro's strategy to
Agro dalam meningkatkan produktivitas increase crop productivity. In 2025, Astra
tanaman. Pada tahun 2025, Astra Agro Agro carried out a replanting program with
menjalankan program replanting dengan a realized area of 5,080 hectares (ha), and
realisasi sebesar 5.080 hektare (ha), dan is expected to increase in the coming years.
diharapkan akan meningkat di tahun-
tahun mendatang. 2024 2025
Astra Agro melakukan replanting Astra Agro conducted replanting using Produksi Minyak
menggunakan bibit unggul dan memakai high-quality seeds and organic fertilizers
pupuk organik yang berfungsi untuk that served to increase crop productivity
Kelapa Sawit
meningkatkan produktivitas tanaman while preserving the environment. (ribu ton)
sekaligus melestarikan lingkungan. To support this, Astra Agro has also CPO Production
Untuk mendukung hal tersebut, Astra developed high-quality seeds that (thousand tonnes)
Agro mengembangkan bibit unggul yang were resistant to Ganoderma disease
resisten terhadap penyakit Ganoderma, and used internally produced organic
dan menggunakan pupuk organik buatan fertilizers called Astra Efficient Microbes 1,761
internal bernama Astra Efficient Microbes (ASTEMIC). 1,554
(ASTEMIC).
Perusahaan juga menerapkan teknologi The company also applied technology
dan Internet of Things (IoT) sebagai and the Internet of Things (IoT) to
pendukung efektivitas dan produktivitas, support effectiveness and productivity,
seperti penggunaan Drone Monitoring such as the use of a Drone Monitoring
System (DMS) untuk memantau System (DMS) to monitor plantation
2024 2025
operasional perkebunan secara real time, operations in real time, the use of GPS
penggunaan GPS tracker untuk pekerja trackers for maintenance workers,
Penjualan
rawat (upkeep), pemanen, dan transport, harvesters, and transport, and the
serta implementasi Operation Centre in implementation of an Operation Center Minyak Kelapa
Agritech (OCA) untuk mengolah big data in Agritech (OCA) to process big data Sawit & Produk
dengan lebih cepat. more quickly.
Turunannya
(ribu ton)
CPO & its
Derivaties Sales
(thousand tonnes)
ASTRA Laporan Tahunan 2025 Annual Report 271
Page 274
Menyeimbangkan Kinerja Bisnis Balancing Business Performance
dan Keberlanjutan and Sustainability
Sejalan dengan Kebijakan Keberlanjutan In line with the Company’s Sustainability
5,080 ha Perusahaan sejak tahun 2015 dan
dikembangkan lebih luas lagi melalui
Astra Agro Sustainability Aspirations
Policy established in 2015 and further
strengthened through Astra
Sustainability Aspirations 2030, Astra
Agro
Luas area 2030, Astra Agro terus berkomitmen Agro remains committed to conducting
replanting untuk menjalankan bisnis dengan business with a focus on sustainability.
mengedepankan aspek keberlanjutan. After innovating Astemic organic fertilizer,
pada 2025
Setelah melakukan inovasi pupuk organik Astra Agro also has a Methane Capture
Area of replanting Astemic, Astra Agro juga memiliki fasilitas facility that serves to reduce greenhouse
in 2025 Methan Capture yang berfungsi untuk gas (GHG) generated from the company's
mereduksi Gas Rumah Kaca (GRK) yang operations. By 2025, the use of Methane
dihasilkan dari operasional perusahaan. Capture has reduced GHG by up to
Pada tahun 2025, penggunaan Methan 70.3 ktonne CO2eq.
Capture telah mereduksi GRK hingga
70,3 kton CO2eq.
Selain itu, dalam praktiknya perusahaan Beyond that, in practice, the company
juga terus menerapkan berbagai praktik has also continued to implement various
keberlanjutan seperti pengelolaan tanah sustainability practices such as soil and water
dan air, konservasi keanekaragaman management, biodiversity conservation,
hayati, menerapkan kebijakan non- implementing a non-deforestation policy,
deforestation, konservasi lahan gambut, peatland conservation, and creating
hingga menciptakan hubungan yang inclusive relationships with smallholders
inklusif dengan petani dan mitra kerja. and partners.
Penghargaan 2025 2025 Awards
• The Best Corporate Emission Reduction • The Best Corporate Emission Reduction
Transparency Awards 2025 Transparency Awards 2025
Warta Ekonomi Warta Ekonomi
• Anugerah Ekonomi Hijau (Apresiasi • Green Economy Award (Appreciation
atas Komitmen Penurunan Emisi GRK for Commitment to Reducing GHG
Sektor Perkebunan) Emissions in the Plantation Sector)
Detikcom Detikcom
• The Best Sustainability & Resilience Mid Cap • The Best Sustainability & Resilience Mid Cap
Indonesian Institute for Corporate Indonesian Institute for Corporate
Directorship (IICD) Directorship (IICD)
272 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 275
Rencana 2026 2026 Plans Astra Agro melihat, ke depannya permintaan kelapa Astra Agro sees that palm oil demand will continue sawit tetap akan meningkat seiring pertumbuhan to increase in line with economic growth, which ekonomi yang meningkatkan permintaan, terutama will drive demand, especially for biofuel. However, untuk kebutuhan akan bahan bakar nabati. Meski commodity price fluctuations, regulatory changes, demikian, fluktuasi harga komoditas, perubahan global geopolitical dynamics and sustainability issues regulasi, dinamika geopolitik global dan isu will remain factors to watch out for. keberlanjutan masih akan menjadi beberapa faktor yang perlu diwaspadai. Astra Agro akan terus berfokus pada peningkatan Astra Agro will continue to focus on increasing produktivitas tanaman, serta melakukan inovasi crop productivity and conducting research-based berbasis riset di bidang agronomi, agar dapat innovations in agronomy to support long-term mendukung kinerja dalam jangka panjang. Selain performance. In addition, Astra Agro will also itu, Astra Agro juga akan memperkuat pemanfaatan strengthen the use of integrated technology and teknologi dan digitalisasi yang terintegrasi di seluruh digitalization throughout its operational chain, rantai operasional, khususnya untuk pengembangan particularly for the development of IoT and mobile penggunaan IoT dan aplikasi mobile dalam applications in field operations. operasional lapangan. ASTRA Laporan Tahunan 2025 Annual Report 273
Page 276
Infrastruktur
Infrastructure
Mendorong Nilai Jangka Panjang | Driving Long-term Value
• Operasional yang Unggul
| Operational Excellence
24% Memperkuat pemanfaatan teknologi dan standar QCD untuk
meningkatkan keandalan layanan dan efisiensi operasional
1.3
tanpa mengurangi kualitas layanan kepada pelanggan.
Leveraging technology and QCD standards to enhance
Rp triliun
trillion
service reliability and operational efficiency without
compromising quality.
• Ekspansi Strategis | Strategic Expansion
Laba Bersih Berekspansi secara selektif dengan menerapkan investasi
Net Income yang disiplin dan kemitraan strategis.
Expanding selectively through disciplined investments
and strategic partnerships.
Didorong oleh kenaikan tarif dan
peningkatan volume kendaraan
• Optimalisasi Biaya & Pembiayaan
Due to increased tariffs and higher
traffic volume | Cost & Funding Optimization
Memperkuat ketahanan finansial melalui pengelolaan biaya
yang disiplin dan optimalisasi struktur pembiayaan.
Strengthening financial resilience through cost discipline
and optimized funding structure.
Jaringan Jalan Tol yang Luas di Pulau Jawa
Extensive Toll Road Network Across Java
Total panjang Fokus pada smart & predictive maintenance dan
efisiensi biaya tanpa mengurangi kualitas serta
jalan tol 396km optimalisasi struktur pendanaan terus menjadi
yang tersebar pendorong utama untuk pertumbuhan bisnis
Astra Infra yang berkelanjutan.
di 8 konsesi
Focused on smart and predictive maintenance,
A total toll road length of cost efficiency without compromising quality,
396km across 8 concessions and funding structure optimization, Astra Infra
continues to drive sustainable growth.
274 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 277
Divisi infrastruktur mencatat kinerja yang positif pada tahun 2025, terutama didukung
oleh peningkatan pendapatan jalan tol yang didukung oleh pertumbuhan ekonomi
domestik yang stabil.
The infrastructure sector recorded positive performance in 2025, primarily supported by higher toll road
revenues driven by stable domestic economic growth.
Tinjauan Industri Industrial Overview
Sektor infrastruktur tetap menjadi salah satu pilar The infrastructure sector remains one of the
pertumbuhan ekonomi nasional yang penting, untuk di important pillars of national economic growth,
daerah-daerah, baik di kawasan industri, pemukiman, supporting regional development in industrial,
maupun komersial, melalui penyediaan layanan logistik residential, and commercial areas through the provision
dan peningkatan konektivitas antar ruas jalan tol. of logistics services and improved connectivity between
toll roads.
Dari sisi bisnis jalan tol, mobilitas pengguna jalan tol From the toll road business perspective, sustained
yang terjaga serta integrasi konektivitas ruas tol Jakarta toll road traffic and the continued connectivity
Outer Ring Road (JORR) II, terus memberikan kontribusi integration of the Jakarta Outer Ring Road (JORR) II
dalam peningkatan kinerja divisi bisnis infrastruktur have contributed to the improved performance of Astra
Grup Astra. Group’s infrastructure business division.
ASTRA Laporan Tahunan 2025 Annual Report 275
Page 278
30%
Kontribusi
ASTRA Infra di
jaringan jalan
tol Trans-Jawa
ASTRA Infra’s
contribution from
the Trans-Java toll
road network
ASTRA Infra
Bisnis infrastruktur Grup Astra dikelola Astra Group's infrastructure business
oleh ASTRA Infra melalui dua perusahaan is managed by ASTRA Infra through two
sub-holding: sub-holding companies:
• PT Astra Tol Nusantara (ATN): • PT Astra Tol Nusantara (ATN):
Mengoperasikan bisnis infrastruktur Operates the toll road infrastructure
jalan tol business
• PT Astra Nusa Perdana (ANP): • PT Astra Nusa Perdana (ANP):
Mengoperasikan bisnis infrastruktur Operates the logistics infrastructure
logistik business
PT Astra Tol Nusantara PT Astra Nusa Persada
KUNCIRAN SERPONG
KEBONJERUK ULUJAMI
SEMARANG SOLO
SURABAYA MOJOKERTO
PANDAAN MALANG
276 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 279
396km
Jalan tol
operasional di
pulau Jawa
Operational toll
roads in Java island
Produk dan Layanan Products and Services
Segmen Infrastruktur Jalan Tol Toll Road Infrastructure Segment
Per akhir tahun 2025, ATN memiliki aset By the end of 2025, ATN has toll road
infrastruktur jalan tol melalui delapan hak infrastructure assets through eight
konsesi jalan tol yang telah menjalankan toll road concessions that are already
kegiatan komersial. Dari total 396km in commercial operation. Of the total
panjang jalan tol, 18,8km berada pada 396km of toll roads, 18.8km are located
jaringan Jalan Tol Lingkar Luar Jakarta. on the Jakarta Outer Ring Road network.
Sisanya melayani pulau Jawa yang terdiri The remainder serves the island of Java,
dari 338,7km (sekitar 30% dari keseluruhan consisting of 338.7km (approximately 30%
panjang jaringan tol Trans Jawa), dan of the total length of the Trans Java toll
38,5km merupakan bagian dari jaringan road network), and 38.5km is part of the
di luar Trans Jawa. network outside Trans Java.
Segmen Infrastruktur Logistik Logistic Infrastructure Segment
ANP mengelola bisnis infrastruktur ANP manages ASTRA Infra's industrial
industri ASTRA Infra melalui pelabuhan infrastructure business through the Eastkal
laut Eastkal dan pusat logistik yang seaport and logistics center located in
berlokasi di Penajam, Kalimantan Timur. Penajam, East Kalimantan. Eastkal covers
Eastkal memiliki luas sebesar 95ha yang an area of 95ha located 1km from the
terletak 1km dari tepi laut, terlindung coast, sheltered by Balikpapan Bay, which
Teluk Balikpapan, yang menyediakan provides port services for business partners
layanan pelabuhan bagi mitra bisnis in various industrial sectors, among others,
di berbagai sektor industri, antara lain oil and gas and mining.
sektor minyak dan gas serta pertambangan.
Kegiatan operasional Eastkal terintegrasi Eastkal's operational activities are
dengan pelayanan kepabeanan pada Pusat integrated with customs services at Bonded
Logistik Berikat (PLB) yang tersebar di Logistics Centers (PLB) spread across three
tiga lokasi, yaitu Penajam dan Kariangau locations, namely Penajam and Kariangau
di Kalimantan Timur serta Jakarta, in East Kalimantan and Jakarta, placing
yang menempatkan Eastkal pada jalur Eastkal on a strategic international
perdagangan internasional yang strategis. trade route.
ASTRA Laporan Tahunan 2025 Annual Report 277
Page 280
Infrastruktur Jalan Tol
1. PT Marga Mandalasakti 2. PT Marga Trans Nusantara
Trans Jawa Tangerang – Merak Lingkar Luar Jakarta (JORR) Kunciran – Serpong
Jakarta Outer Ring Road (JORR) Kunciran - Serpong
79.7% Pendapatan Jalan Tol
Toll Road Revenue
40.0% Pendapatan Jalan Tol
Toll Road Revenue
Kepemilikan oleh dalam miliar Rupiah Kepemilikan oleh dalam miliar Rupiah
Owned by ASTRA Infra in billions Rupiah Owned by ASTRA Infra in billions Rupiah
1,642 521
1,533 451
Panjang | Length: 72.5km Panjang | Length: 11.1km (2 seksi | sections)
Konsesi | Concession: 2059 Konsesi | Concession: 2052
Operasional | Operational: 1996 2024 2025 Operasional | Operational: 2019 2024 2025
3. PT Marga Lingkar Jakarta 4. PT Lintas Marga Sedaya
Lingkar Luar Jakarta (JORR) Ulujami – Kebon Jeruk Trans Jawa Cikopo – Palimanan
Jakarta Outer Ring Road (JORR) Ulujami - Kebon Jeruk
49.0% Pendapatan Jalan Tol
Toll Road Revenue
55.0% Pendapatan Jalan Tol
Toll Road Revenue
Kepemilikan oleh dalam miliar Rupiah Kepemilikan oleh dalam miliar Rupiah
Owned by ASTRA Infra in billions Rupiah Owned by ASTRA Infra in billions Rupiah
349 352 2,211
Panjang | Length: 7.7km (2 seksi | sections)
1,982
Konsesi | Concession: 2044 Panjang | Length: 116.8km
Operasional | Operational: Konsesi | Concession: 2045
S1: 2013, S2: 2014 2024 2025 Operasional | Operational: 2015 2024 2025
8
Merak
1 4 5 SEMARANG SOLO
Tangerang Cikampek
3 Jakarta Palimanan 6 SURABAYA MOJOKERTO
KEBONJERUK ULUJAMI Padalarang
Konsesi
Bogor Kanci
Pajagan
Sukabumi Pemalang Semarang
Bandung
Concessions KUNCIRAN SERPONG
2 Batang
Solo
Surabaya
Mojokerto Gempol
Ngawi
Pasuruan Probolinggo
Jombang
Pandaan
Malang Banyuwangi
8
Jalan tol yang dioperasikan Astra Infra 6
Toll road operated by Astra Infra PANDAAN MALANG
5. PT Trans Marga Jateng 6. PT Marga Harjaya Infrastruktur
Trans Jawa Semarang – Solo Trans Jawa Jombang – Mojokerto
Jakarta Outer Ring Road (JORR) Ulujami - Kebon Jeruk
40.0% Pendapatan Jalan Tol
Toll Road Revenue
100.0% Pendapatan Jalan Tol
Toll Road Revenue
Kepemilikan oleh dalam miliar Rupiah Kepemilikan oleh dalam miliar Rupiah
Owned by ASTRA Infra in billions Rupiah Owned by ASTRA Infra in billions Rupiah
1,091 1,113 547
Panjang | Length: 72.6km (2 seksi | sections) Panjang | Length: 40.5km (4 seksi | sections)
533
Konsesi | Concession: 2060 Konsesi | Concession: 2055
Operasional | Operational: Operasional | Operational: S1: 2014,
S1: 2011, S2: 2014, S3: 2017, S4-S5: 2018 2024 2025 S2: 2017, S3: 2016, S4: 2018 2024 2025
7. PT Jasamarga Surabaya Mojokerto 8. PT Jasamarga Pandaan Malang
Trans Jawa Surabaya – Mojokerto Trans Jawa Pandaan – Malang
44.5% Pendapatan Jalan Tol
Toll Road Revenue
49.0% Pendapatan Jalan Tol
Toll Road Revenue
Kepemilikan oleh dalam miliar Rupiah Kepemilikan oleh dalam miliar Rupiah
Owned by ASTRA Infra in billions Rupiah Owned by ASTRA Infra in billions Rupiah
650 373 387
Panjang | Length: 36.3km (4 seksi | sections)
610 Panjang | Length: 38.5km (2 seksi | sections)
Konsesi | Concession: 2049 Konsesi | Concession: 2052
Operasional | Operational: Operasional | Operational:
S1A: 2011, S1B, 2, 3: 2017, S4: 2016 2024 2025 S1,2,3,4: 2019, S5: 2020 2024 2025
278 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
Page 281
Infrastruktur Logistik
2
3
1
4
1. Pelabuhan Eastkal Penajam 2. Pusat Logistik Berikat 4. Pusat Logistik Berikat
Eastkal Penajam Port Bonded Logistics Center Bonded Logistics Center
PT Pelabuhan Penajam Banua Taka Eastkal (Penajam Kalimantan) Jakarta (Cakung – Cilincing)
100% • 76,500m water
2
• 6,000m2 open yard
• 8,979m2 open yard • 500m2 roofing storage area
Kepemilikan oleh
Owned by ASTRA Infra • 1,250m2 warehouse
Fasilitas | Facility:
Kemampuan layanan industri hulu migas 3. Pusat Logistik Berikat
Upstream oil and gas industry service capabilities Bonded Logistics Center
Luas Area | Area Size: 95 Ha Eastkal (Penajam Kalimantan)
Infrastruktur Utama | Main infrastructures: • 674m2 open yard
• 2 Jetty: total length 203m • 1,770m2 warehouse
• 16 Gudang: total area 17,192m2
• 6 Open: total area 42,100m2
• 2 buah LMP: total area 3,600m2
• LCT ramp
• Pengelolaan Limbah Berbahaya | Hazardous
Waste Management
80,394
62,051
Penanganan Kargo
(m3 ton)
Cargo Handling
(m3 tonnes)
2024 2025
ASTRA Laporan Tahunan 2025 Annual Report 279
Page 282
1,258 Kinerja 2025 2025 Performance
1,013 ASTRA Infra mencatatkan peningkatan ASTRA Infra recorded a higher net income
kontribusi laba bersih pada tahun 2025, contribution in 2025, supported by
didukung oleh pertumbuhan lalu lintas growth in average daily traffic and daily
harian rata-rata dan pendapatan tol toll revenue of 2% and 8%, respectively,
harian masing-masing sebesar 2% dan compared to the previous year. This traffic
8% dibandingkan tahun sebelumnya. growth was in line with the rising mobility
Pertumbuhan lalu lintas tersebut seiring of toll road users, both from commuter
dengan meningkatnya aktivitas mobilisasi and logistics activities, particularly along
2024 2025 pengguna jalan tol, baik dari sisi komuter the Tangerang–Merak, Cikopo–Palimanan,
dan aktivitas logistik, khususnya pada ruas Jombang–Mojokerto, and Kunciran–
Kontribusi Tangerang–Merak, Cikopo–Palimanan, Serpong toll roads, which significantly
Laba Bersih Jombang–Mojokerto, serta ruas Kunciran– benefited from improved connectivity
(miliar Rupiah) Serpong, yang secara signifikan memperoleh through the Jakarta Outer Ring Road
manfaat dari peningkatan konektivitas (JORR 2).
Net Income Jakarta Outer Ring Road (JORR 2).
Contribution
(billion Rupiah) Peningkatan kinerja juga didukung The improved performance was
oleh perbaikan operasional serta also underpinned by operational
inisiatif pendanaan yang efektif melalui enhancements and effective funding
refinancing dan percepatan pembayaran initiatives, including refinancing and
utang sepanjang tahun 2025. Selain itu, accelerated debt repayments during
penyesuaian tarif yang diberlakukan pada 2025. In addition, tariff adjustments
tiga ruas jalan tol, yaitu Tangerang–Merak implemented on three toll road sections,
pada April 2025, Kunciran–Serpong pada namely Tangerang–Merak in April 2025,
Mei 2025, serta Pandaan–Malang pada Kunciran–Serpong in May 2025, and
Juni 2025, turut berkontribusi terhadap Pandaan–Malang in June 2025, further
pertumbuhan pendapatan. contributed to revenue growth.
Penghargaan 2025 Awards 2025
• Green Toll Road Certified Gold • Green Toll Road Certified Gold
Untuk Marga Harjaya Infrastruktur (MHI) dari For Marga Harjaya Infrastruktur (MHI) from
Green Product Council Indonesia (GPCI) Green Product Council Indonesia (GPCI)
• Gold Safety Culture • Gold Safety Culture
dan Best ESG Communication and Best ESG Communication
Dari World Safety Organization dan Indonesia From World Safety Organization and
DEI & ESG (IDEAS) Indonesia DEI & ESG (IDEAS)
• SMK3 Certified (Gold) • SMK3 Certified (Gold)
Dari Kemenaker RI untuk Marga Mandalasakti From the Ministry of Labor for Marga
(MMS) dan Lintas Marga Sedaya (LMS) Mandalasakti (MMS) and Lintas Marga
Sedaya (LMS)
• Penghargaan Zero Accident • Zero Accident Award
Dari Disnaker Kabupaten, Provinsi, dan From the District, Provincial, and National
Nasional untuk Pelabuhan Penajam Banua Manpower Offices for Penajam Banua Taka
Taka (PPBT) Port (PPBT)
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Menerapkan Operational Excellence Implementing Operational Excellence Pada tahun 2025, ASTRA Infra melanjutkan penerapan In 2025, ASTRA Infra has continued to implement its strategi utama yang berfokus pada: main strategy, which focuses on: • Meningkatkan kualitas layanan bagi pelanggan • Improving service quality for customers through melalui operational excellence, pengembangan operational excellence, resource development, sumber daya dan inovasi and innovation ASTRA Infra terus berupaya meningkatkan kinerja ASTRA Infra has continued to strive to improve its operasional dengan memastikan pemenuhan standar operational performance by ensuring compliance Quality, Cost, Delivery (QCD), kepatuhan terhadap with Quality, Cost, Delivery (QCD) standards and peraturan yang berlaku untuk dapat mencapai applicable regulations in order to achieve the best kinerja terbaik. Selain itu, pengoptimalan teknologi performance. In addition, optimizing technology as sebagai salah satu backbone dari operasional one of the backbone of ASTRA Infra’s operations ASTRA Infra untuk mendorong efisiensi proses serta to drive process efficiency and improve service meningkatkan kualitas layanan kepada pelanggan. quality to customers. To achieve this strategy, the Guna mencapai strategi tersebut, penerapan siklus implementation of the Plan, Do, Check, and Action Plan, Do, Check, and Action di semua tingkatan level cycle at all levels of the organization has been carried organisasi dilakukan secara konsisten. out consistently. • Melanjutkan ekspansi strategis yang sesuai dengan • Continuing strategic expansion in line with kriteria investasi dan selaras dengan Tujuan investment criteria and in harmony with Sustainable Pembangunan Berkelanjutan Development Goals ASTRA Infra secara proaktif melakukan identifikasi ASTRA Infra has proactively identified potential potensi penambahan portofolio strategis yang additions to its strategic portfolio that have high memiliki prospek tinggi dengan pendekatan berbasis prospects using a prudent approach to ensure prinsip kehati-hatian untuk memastikan kelayakan feasibility and optimize return on investment. dan optimalisasi tingkat pengembalian investasi. In addition to seeking strategic expansion Selain mencari peluang ekspansi strategis, ASTRA opportunities, ASTRA Infra has also continued Infra juga terus memperkuat aset yang dimiliki to strengthen its existing assets by managing dengan mengelola bisnis terkait. adjacent businesses. • Meningkatkan efektivitas pendanaan dan value • Improving funding effectiveness and value-added added activity activities ASTRA Infra secara konsisten terus mengoptimalkan ASTRA Infra has consistently optimized cost pengelolaan biaya sebagai prioritas utama dengan management as a top priority by implementing menerapkan cost management pada level operasional cost management at the operational level without tanpa mengurangi upaya memberikan pelayanan compromising its efforts to provide the best service terbaik serta peningkatan efektivitas pendanaan. and improve funding effectiveness. This has included Termasuk di dalamnya upaya pengurangan bahkan efforts to reduce and even eliminate non-value- eliminasi aktivitas non-value added sehingga setiap added activities so that every activity was able to be aktivitas dapat dilakukan secara efektif dan efisien. carried out effectively and efficiently. Untuk mendukung keunggulan operasional, To support operational excellence, the company perusahaan menerapkan berbagai inovasi, termasuk has implemented various innovations, including akselerasi digital di seluruh unit bisnis perusahaan. digital acceleration across all of its business units. Contohnya, penggunaan traffic counting sensor dan Examples include the use of traffic counting sensors operational dashboard yang dapat meningkatkan and operational dashboards that can increase the produktivitas monitoring traffic , inspeksi, dan proses productivity of traffic monitoring, inspection, and toll administrasi jalan tol. Terkait dengan bisnis pelabuhan, road administration processes. In relation to the port ASTRA Infra menerapkan SMART Shore base untuk business, ASTRA Infra has implemented SMART Shore mendukung predictive maintenance dan real time base to support predictive maintenance and real-time data collection. data collection. ASTRA Laporan Tahunan 2025 Annual Report 281
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Kontribusi laba bersih dari bisnis yang semakin solid The increasingly solid contribution to net profit has
mencerminkan hasil nyata dari strategi ekspansi di sektor reflected the tangible results of the toll road sector
jalan tol yang telah dijalankan lebih dari dua dekade expansion strategy that has been implemented for
lalu, dan diharapkan dapat memberikan kontribusi more than two decades, and is expected to make an
yang semakin berarti terhadap kinerja Grup Astra di increasingly significant contribution to Astra Group's
masa mendatang. performance in the future.
Rencana 2026 2026 Plans
ASTRA Infra menilai kondisi pada tahun 2026 masih ASTRA Infra assesses that conditions in 2026 will
akan dinamis dilihat dari ketidakpastian ekonomi global remain dynamic given the global economic uncertainty
yang berpotensi memengaruhi kondisi perekonomian that could potentially affect the national economy.
nasional. Meski demikian, ASTRA Infra masih melihat However, ASTRA Infra still sees significant business
peluang bisnis yang besar di sektor infrastruktur, dilihat opportunities in the infrastructure sector, given the
dari perkembangan kawasan industri, pemukiman, dan development of industrial, residential, and commercial
komersial yang membutuhkan logistik dan konektivitas areas that require logistics and connectivity between
antar ruas jalan tol. toll roads.
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Ke depannya, ASTRA Infra berupaya untuk tetap Going forward, ASTRA Infra aims to remain kompetitif dalam menjawab kebutuhan pasar yang competitive in responding to evolving market terus berkembang dengan berfokus pada pencapaian needs by focusing on achieving sustainable growth. pertumbuhan yang berkelanjutan. Upaya ini This effort is supported through a cost leadership didukung melalui strategi cost leadership, optimalisasi strategy, optimization of refinancing, accelerated refinancing, percepatan pembayaran utang, serta debt repayment, and disciplined financial management pengelolaan kondisi keuangan secara disiplin dengan with a strong emphasis on efficiency in capital menekankan efisiensi dalam alokasi belanja modal dan expenditure allocation and operating costs. ASTRA biaya operasional. ASTRA Infra juga terus mendorong Infra also continues to promote operational excellence, keunggulan operasional, pengembangan portofolio, portfolio development, the adoption of advanced penerapan teknologi terkini, serta pengembangan technologies, and the development of infrastructure proyek infrastruktur yang memperhatikan aspek projects that take environmental and social lingkungan dan sosial. considerations into account. ASTRA Laporan Tahunan 2025 Annual Report 283
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Teknologi Informasi
Information Technology
Solusi Bisnis yang
33 %
Memberi Nilai Tambah
208
Value Added Business Solutions
Rp miliar
billion
• Solusi Dokumen
Laba Bersih Document Solutions
Solusi dokumen end-to-end
Net Income End-to-end document solution
Solusi graphic communications dengan kemampuan AI
Ditopang oleh: Graphic communications solution with AI capabilities
• pendapatan yang lebih tinggi dari
bisnis Solusi Teknologi Informasi
• margin operasional yang lebih baik • Solusi TI
Due to: IT Solutions
• higher revenue from its information
Layanan Profesional IT yang berfokus pada IT Managed
technology solutions business
Services & IT Operation Services, Business Application
• improved operating margin Services, Cybersecurity Services, Cloud Services,
dan IT Infrastructure Solutions
IT Professional Services focusing on IT Managed
Services and IT Operation Services, Business Application
Services, Cybersecurity Services, Cloud Services,
and IT Infrastructure Solutions
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Melalui unit bisnis Teknologi Informasi, Grup Astra terus mengembangkan inisiatif baru di bidang percetakan, teknologi, dan transformasi digital yang dibutuhkan oleh bisnis di masa kini. Through its Information Technology business unit, Astra Group continues to develop new initiatives in printing, technology, and digital transformation needed by businesses today. Tinjauan Industri Industry Overview Pencetakan dokumen masih akan menjadi hal yang Document printing is still necessary in business, even dibutuhkan dalam bisnis, meskipun telah telah terjadi though there has been a shift towards digitization. peralihan ke digitalisasi. Proses transisi ke digitalisasi The transition to digitization also opens up juga membuka peluang bisnis di area lain seperti business opportunities in other areas such as digital layanan digital document , e-document management , document services, e-document management, and hingga cloud printing. cloud printing. Penerapan digitalisasi pun mendorong pemanfaatan The implementation of digitization also encourages teknologi seperti Artificial Intelligence (AI), Internet the use of technologies such as Artificial Intelligence of Things (IoT), dan keamanan siber (cybersecurity). (AI), Internet of Things (IoT), and cybersecurity. Dengan meningkatnya aktivitas digital, perusahaan With the rise of digital activity, companies will akan semakin membutuhkan solusi berbasis cloud, big increasingly need solutions based on cloud, big data data analytics, dan IoT. analytics, and IoT. Ancaman cybersecurity yang semakin tinggi juga akan The rising threat of cybersecurity will also drive meningkatkan permintaan terkait solusi keamanan demand for data security solutions, cybersecurity data, layanan cybersecurity, dan regulasi perlindungan services, and data protection regulations. This will data. Hal ini akan mendorong peningkatan pasar IT encourage growth in the IT services market in the services dalam beberapa tahun mendatang. coming years. ASTRA Laporan Tahunan 2025 Annual Report 285
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Astragraphia
Bisnis Grup Astra di bidang teknologi Astra Group's business in information
informasi atau Information Technology technology is run by PT Astra Graphia Tbk
(IT) dijalankan oleh PT Astra Graphia Tbk (Astragraphia), a subsidiary of Astra
(Astragraphia), anak perusahaan Astra International with a 76.9% shareholding.
International dengan kepemilikan
saham 76,9%.
Astragraphia menghadirkan solusi end-to- Astragraphia provides end-to-end document
end dokumen mulai dari kebutuhan cetak solutions ranging from personal and
personal, perkantoran, graphic art , hingga office printing needs, graphic art,
managed print services, serta menyediakan to managed print services, as well as
solusi teknologi informasi khususnya providing information technology solutions,
digital services. particularly digital services.
Produk dan Layanan Products and Services
Bisnis Astragraphia mencakup: Astragraphia's business includes:
• Solusi Dokumen • Document Solutions
Meliputi Office Solutions, Business Covering Office Solutions, Business
Solutions, dan Graphic Communications. Solutions, and Graphic Communications.
• Solusi Teknologi Informasi • Information Technology Solutions
Berfokus pada portofolio IT services. Focusing on the IT services portfolio.
Segmen Solusi Dokumen Document Solutions Segment
Bisnis segmen Solusi Dokumen dijalankan The Document Solutions segment is
melalui kemitraan eksklusif dengan operated through an exclusive partnership
FUJIFILM Business Innovation, yang with FUJIFILM Business Innovation, covering
mencakup seluruh aspek siklus dokumen all aspects of the document cycle from
mulai dari input , digital document input, digital document management, to
management, hingga document output. document output.
Portofolio Solusi Dokumen mencakup: The Document Solutions portfolio includes:
• Office Solutions • Office Solutions
Layanan yang menawarkan solusi pintar Services that offer smart document
pengelolaan dokumen untuk segmen management solutions for the office
perkantoran dengan berbagai produk segment with a range of key products
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utama seperti perangkat multifungsi such as multifunction devices or atau MultiFunction Device (MFD), MultiFunction Devices (MFDs), laser printer laser dengan kategori Single printers in the Single Function Printer Function Printer (SFP), dan Multi- (SFP) and Multi-Function Printer (MFP) Function Printer (MFP) termasuk bahan categories, including consumables. habis pakai (consumables). • Business Solutions • Business Solutions Layanan yang menawarkan solusi Services that offer comprehensive komprehensif mencakup layanan solutions covering Managed Print Managed Print Services, Document Services, Document Outsourcing & Outsourcing & Communication Services, Communication Services, Business Business Process Services, Print Process Services, Print Management, Management, Workflow Management, Workflow Management, Data Capture, Data Capture, solusi berbasis cloud, hingga cloud-based solutions, and Document sistem pengelolaan dokumen atau Management Systems (DMS). Document Management System (DMS). • Graphic Communications • Graphic Communications Layanan yang menghadirkan teknologi Services that deliver best-in-class percetakan produksi terbaik di kelasnya, production printing technology, ranging mulai dari solusi Pre-Press, Press, dan from Pre-Press, Press, and Post-Press Post-Press (finishing solution). (finishing solution) solutions. Segmen Solusi Information Technology Teknologi Informasi Solutions Segment Di bawah pengelolaan PT Astra Graphia Under the management of PT Astra Graphia Information Technology (AGIT), segmen Information Technology (AGIT), the Solusi Teknologi Informasi menyediakan Information Technology Solutions segment layanan digital terpadu yang mencakup provides integrated digital services covering Digital Strategy, Digital ICT Foundation Digital Strategy, Digital ICT Foundation (Next Generation Infrastructure, Enterprise (Next Generation Infrastructure, Enterprise Business Application, dan Managed Services Business Application, and Managed & Managed Operation), serta Digital Services & Managed Operation), as well Platform. AGIT juga mengembangkan as Digital Platform. AGIT also continues portofolio layanan keamanan siber to develop its Cybersecurity Services (Cybersecurity Services) untuk membantu portfolio to help customers anticipate pelanggan dalam mengantisipasi serangan the increasing prevalence of cyber threats. siber yang kian marak. Pemasaran dan Marketing and Jaringan Layanan Service Network Astragraphia mengelola jaringan layanan Astragraphia manages both offline and secara offline maupun online di seluruh online service networks throughout Indonesia. Penjualan dilakukan secara Indonesia. Sales are conducted directly langsung dan tidak langsung melalui mitra and indirectly through business partners, usaha, reseller, dan system integrator pada resellers, and system integrators in beberapa portofolio. several portfolios. Untuk menghadirkan pengalaman To provide a better digital experience, the digital yang lebih baik, perusahaan company optimizes the use of websites, mengoptimalkan penggunaan situs social media, and digital marketing web, media sosial, dan aktivitas digital activities as channels of communication marketing sebagai saluran komunikasi with customers, including through dengan pelanggan, termasuk melalui iklan advertisements and campaigns on various dan kampanye di berbagai platform digital. digital platforms. ASTRA Laporan Tahunan 2025 Annual Report 287
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31
Kantor Cabang
Branch Offices
Kantor Pusat Kantor Cabang Titik Layanan
92 Head Office Branch Office Service Point
Titik Layanan
Service Points
E-Mail Website Halo Astragraphia
info@astragraphia.co.id www.astragraphia.co.id 1500 345
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Kinerja 2025 2025 Performance 3.0
2.8
Pada tahun 2025, segmen Solusi Dokumen In 2025, the Document Solutions segment
mengalami tekanan, seiring melambatnya experienced pressure as print volume
pertumbuhan volume cetak karena growth slowed due to government budget
penghematan anggaran pemerintah dan cuts and an economic slowdown at the
perlambatan ekonomi di awal tahun. beginning of the year. At the same time,
Di saat yang sama, adopsi transformasi the adoption of digital transformation in
digital di lingkungan perkantoran terus the office environment continued to grow,
bertumbuh, meski belum sepenuhnya although it did not completely replace the 2024 2025
menggantikan kebutuhan dokumen fisik. need for physical documents.
Pendapatan
Untuk menjawab dinamika tersebut, In response to these dynamics, (triliun Rupiah)
Astragraphia terus menghadirkan solusi Astragraphia continues to deliver
dokumen yang efisien, terintegrasi, efficient, integrated, and value-added
Revenue
(trillion Rupiah)
dan bernilai tambah, termasuk melalui document solutions, including through
pendekatan colorization yang didukung a colorization approach supported by
teknologi berbasis AI. Sementara itu, AI-based technology. Meanwhile, the
segmen Solusi Teknologi Informasi Information Technology Solutions segment 271
mencatatkan pertumbuhan yang didorong recorded growth driven by increasing
oleh meningkatnya permintaan layanan demand for IT services, alongside the 205
teknologi informasi, seiring dengan development of new capabilities in
pengembangan kapabilitas baru di bidang cybersecurity and cloud.
cybersecurity dan cloud.
Mendorong Pengembangan Driving Value-Added
Solusi Bernilai Tambah Solution Development
2024 2025
Agar dapat mendorong pertumbuhan In order to drive sustainable performance
kinerja yang berkelanjutan, Astragraphia growth, Astragraphia has enhanced
Laba Bersih
memperkuat strategi utama the following key strategies:
(miliar Rupiah)
sebagai berikut:
a. Mengoptimalkan keuntungan melalui a. Optimizing profits by enhancing its core
Net Income
(billion Rupiah)
penguatan bisnis inti khususnya businesses, particularly in the areas of
di area Solusi Dokumen dan Solusi Document Solutions and Information
Teknologi Informasi; Technology Solutions;
b. Memperkuat kapabilitas layanan dan b. Reinforcing service capabilities and
daya saing di bidang percetakan dan competitiveness in the fields of printing
teknologi digital; and digital technology;
c. Meningkatkan fokus bisnis di layanan c. Increasing business focus on professional
profesional teknologi informasi information technology services for
untuk segmen usaha solusi teknologi the information technology solutions
informasi; business segment;
d. Memperkuat kompetensi sumber daya d. Improving human resource
manusia untuk tetap relevan dengan competencies to remain relevant
kebutuhan bisnis dan meningkatkan to business needs and increase
produktivitas; productivity;
ASTRA Laporan Tahunan 2025 Annual Report 289
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e. Memperkuat kontribusi sosial yang berfokus pada e. Strengthening social contributions focused
empat pilar yaitu kesehatan, pendidikan, lingkungan, on four pillars, namely health, education, the
dan kewirausahaan untuk pengembangan environment, and entrepreneurship for sustainable
masyarakat yang berkelanjutan. community development.
Fokus utama Astragraphia di tahun 2025 adalah Astragraphia's main focus in 2025 was to provide
memberikan solusi yang relevan dengan kebutuhan solutions that are relevant to customer needs. Some of
pelanggan. Beberapa upaya yang dilakukan antara lain the efforts made include implementing a colorization
melakukan pendekatan colorization, mempertahankan approach, maintaining competitive prices, and
harga yang kompetitif, serta menjaga kualitas produk maintaining product and services quality.
dan layanan.
Astragraphia juga mendorong pengembangan solusi Astragraphia also encouraged the development of
bernilai tambah yang selaras dengan kebutuhan value-added solutions that were in line with customer
digitalisasi pelanggan, termasuk integrasi antara digitization needs, including integration between
perangkat dan layanan (managed services), serta solusi devices and managed services, as well as smart
dokumen cerdas. document solutions.
Di tengah menurunnya kebutuhan cetak, Astragraphia Amid declining printing demand, Astragraphia has
menerapkan strategi diversifikasi pendapatan implemented a revenue diversification strategy by
melalui penguatan lini Business Solutions dan layanan reinforcing its Business Solutions line and digital-
berbasis digital. Astragraphia memperluas portofolio based services. Astragraphia has expanded its solution
solusi seperti document management , customer portfolio to include document management, customer
communication management, dan managed services communication management, and managed services
yang terintegrasi dengan perangkat infrastruktur integrated with customers' IT infrastructure devices.
IT pelanggan.
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Astragraphia juga menerapkan berbagai inovasi di Astragraphia has also implemented various segmen Solusi Dokumen, seperti peningkatan solusi innovations in the Document Solutions segment, such Digital Document Automation serta solusi dokumen as enhancements in Digital Document Automation berbasis AI. and AI-based document solutions. Astragraphia juga mendorong penggunaan dokumen Astragraphia has also encouraged the use of color berwarna dengan memperkuat penetrasi dan documents by increasing the penetration and installation pemasangan mesin printer berwarna khususnya of color printers, particularly in the commercial print di segmen commercial print dan photo. Di luar itu, and photo segments. In addition, Astragraphia has also Astragraphia juga memperluas penetrasi ke industri expanded its penetration into the creative industry kreatif melalui inovasi packaging yang membidik through packaging innovations targeting the Micro, segmen Usaha Mikro, Kecil, dan Menengah (UMKM) Small and Medium Enterprises (MSME) as well as serta e-commerce. e-commerce segments. Solusi Teknologi Informasi melalui AGIT, memfokuskan Information Technology Solutions through AGIT strategi pada penguatan bisnis yang ada saat ini serta focused its strategy on enhancing existing businesses pengembangan solusi digital yang berkelanjutan. and developing sustainable digital solutions. The Fokus utama diarahkan pada peningkatan kapabilitas main focus remained on improving IT Professional IT Professional Services, khususnya IT Managed Services Services capabilities, particularly IT Managed Services dan IT Operation Services, Business Application and IT Operation Services, Business Application Services, Cybersecurity Services, Cloud Services, dan Services, Cybersecurity Services, Cloud Services, and IT Infrastructure Solutions. IT Infrastructure Solutions. Rencana 2026 2026 Plans Ke depannya, Astragraphia menilai industri percetakan Going forward, Astragraphia believes that the dokumen masih akan diperlukan, meskipun terjadi document printing industry will still be needed, despite pergeseran ke digitalisasi. Permintaan pencetakan the shift towards digitization. Demand for physical fisik akan diimbangi dengan peningkatan kebutuhan printing will be offset by an increase in demand for terhadap layanan digital seperti digital document digital services such as digital document management, management, e-document solutions, cloud printing, e-document solutions, cloud printing, and managed dan managed print services. print services. Agar tetap kompetitif, perusahaan akan berfokus untuk To remain competitive, the company will focus on memperkuat penetrasi print berwarna (color market) increasing its penetration of the color market and serta IT services. IT services. ASTRA Laporan Tahunan 2025 Annual Report 291
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Properti
Property
Berekspansi ke Sektor
Industrial & Logistik
Expanding into Industrial & Logistics Sector
224% Astra Property terus memperluas portofolio industrial
dan memperkuat ekosistemnya melalui akuisisi strategis
719
dan pengembangan logistik untuk menangkap peluang
pertumbuhan jangka panjang.
Rp miliar
billion
Astra Property continues to expand its industrial
portfolio, strengthening its ecosystem through strategic
acquisitions and logistics developments to capture
long-term growth opportunities.
Laba Bersih
Net Income Akuisisi Strategis | Strategic Acquisition
Terutama didukung oleh:
• Mengakuisisi mayoritas saham MMP
Memperkuat platform properti industri logistik dan posisi
• Kontribusi dari aset-aset gudang industri
pasar Astra Property melalui pengelolaan aset MMP
yang baru diakuisisi dengan total NLA sebesar 546 ribu m².
• Pengakuan goodwill negatif dari akuisisi
PT Mega Manunggal Property Tbk Acquired majority stake in MMP — Strengthening Astra
(MMP) Property’s industrial logistics platform and market
position through the management of MMP assets with
a total NLA of 546 thousand m².
Mainly driven by:
• Contribution from its newly acquired • Mengakusisi aset yang telah beroperasi -
industrial warehouse assets Cikarang Logistics Park 1 & 2
• The recognition of negative goodwill Total area lahan mencapai 17,3 hektar. Skala operasional
from acquisition of PT Mega Manunggal dan basis penyewa yang sudah langsung terbentuk.
Property Tbk (MMP) Acquired operating assets - Cikarang Logistics Park 1 & 2
— 17.3 hectares total land area. Immediate operational
scale and tenant base.
Rencana Pengembangan | Development Pipeline
Cibinong Logistics Hub
Seluas 9 hektar, dengan kapasitas yang dapat
disewakan mencapai 81.486m2
Target penyelesaian pada 2027. Didesain dengan konsep
green-building.
9 hectares with 81,486m² rental capacity — Completion
target in 2027. Designed with a green-building concept.
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Pada tahun 2025, Astra Property melakukan ekspansi ke bidang pergudangan modern sebagai bagian dari upaya diversifikasi bisnis, melengkapi portofolio yang sebelumnya berfokus pada residensial dan komersial. In 2025, Astra Property expanded into the modern warehousing segment as part of its business diversification efforts, complementing its portfolio which had previously focused on residential and commercial properties. ASTRA Laporan Tahunan 2025 Annual Report 293
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Tinjauan Industri Industry Overview
Sektor properti Indonesia pada 2025 menunjukkan The Indonesian property sector in 2025 showed a
tren positif dengan pertumbuhan yang moderat. positive trend with moderate growth. In the office
Pada pasar perkantoran, khususnya di Jakarta, market, particularly in Jakarta, market trends have
tren pasar telah menunjukkan pemulihan moderat shown a moderate recovery after the pandemic,
pascapandemi, meskipun tekanan kelebihan pasokan although excess supply pressures continue to
masih memperketat kompetisi antar gedung dan intensify competition between buildings and affect
memengaruhi tingkat okupansi. occupancy rates.
Di sisi lain, sektor industri dan logistik menunjukkan On the other hand, the industrial and logistics
pertumbuhan yang solid dan memberikan kontribusi sectors were showing solid growth and contributing
yang signifikan terhadap pertumbuhan sektor properti. significantly to the growth of the property sector. This
Sektor ini mencatat pertumbuhan rata-rata 9% sector has recorded an average growth of 9% per year
per tahun dalam beberapa terakhir, didukung oleh in recent years, supported by increased investment
peningkatan investasi dan perkembangan infrastruktur and rapid infrastructure development.
yang pesat.
Sementara itu, pada segmen residensial, kebijakan Meanwhile, in the residential segment, the
pemerintah berupa pemberian insentif PPN untuk government's policy of providing VAT incentives for
rumah tapak dan satuan rumah susun dengan harga jual landed houses and apartment units with a maximum
maksimal Rp5 miliar turut memberikan dampak positif selling price of Rp5 billion has also had a positive
terhadap penjualan. Pada segmen residensial menengah impact on sales. In the middle to upper residential
hingga atas (middle to upper), permintaan menunjukkan segment, demand showed a relatively stable
tren yang relatif stabil, didukung oleh minat trend, supported by investor and end-user buyer
investor dan pembeli end-user yang mengutamakan interest in strategic locations, building quality, and
lokasi strategis, kualitas bangunan, serta fasilitas integrated development facilities such as integrated
pengembangan terpadu seperti integrated township townships and mixed-use developments. This condition
dan mixed‑use development. Kondisi ini diperkuat oleh was reinforced by the trend of preference for residences
tren preferensi terhadap hunian dengan konsep hidup with a healthy living concept, green spaces, and access
sehat, ruang hijau, dan akses ke fasilitas komersial to commercial facilities and public transportation,
serta transportasi publik, yang menjadi fokus sejumlah which is the focus of a number of large developers,
pengembang besar termasuk Astra Property dalam including Astra Property, in developing premium
mengembangkan proyek‑proyek residensial premium. residential projects.
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Astra Property Astra Property merupakan perusahaan Astra Property is a property pengembang, manajemen, dan investasi development, management, and di sektor properti yang memiliki portofolio investment company with an integrated terpadu dan terdiversifikasi. and diversified portfolio. Produk dan Layanan Products and Services Astra Property fokus mengembangkan Astra Property focuses on developing a portofolio yang mencakup segmen portfolio across commercial, industrial komersial, industrial, dan residensial. and residential. Astra Property works with Astra Property bekerja sama dengan renowned architects and contractors to arsitek dan kontraktor ternama untuk ensure design excellence, product quality, memastikan keunggulan desain, kualitas and timely handovers, as reflected in the produk, serta proses serah terima yang development of premium projects such as tepat waktu, seperti tercermin pada Menara Astra, Anandamaya Residences, pengembangan proyek‑proyek premium Asya, The Arumaya, Altea BLVD, and seperti Menara Astra, Anandamaya Ammaia Ecoforest. In addition, Astra Residences, Asya, The Arumaya, Altea Property has also begun entering the BLVD, dan Ammaia Ecoforest. Selain modern warehouse business through itu, Astra Poperty juga mulai memasuki PT Pratista Industrial Properti and PT Mega bisnis pergudangan modern melalui Manunggal Property Tbk (MMP), while PT Pratista Industrial Properti dan PT Mega developing Cibinong Logistics Hub. Manunggal Property Tbk (MMP), serta mengembangkan Cibinong Logistics Hub. ASTRA Laporan Tahunan 2025 Annual Report 295
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Pemasaran dan Marketing and
Jaringan Layanan Service Network
Platform digital Astra Property dirancang The Astra Property digital platform is
untuk memberikan pengalaman yang designed to provide convenient and
nyaman dan praktis bagi pelanggan dan practical experience for customers and
penghuni dalam melakukan transaksi serta residents in conducting transactions and
mengakses layanan terintegrasi di seluruh accessing integrated services at properties
properti yang dikelola Astra Property. managed by Astra Property. These digital
Layanan digital ini mencakup aplikasi services include the Astra Property Sales
Astra Property Sales dan My AstraProperty and My AstraProperty applications, which
yang berfungsi sebagai alat penjualan yang serve as efficient sales tools, as well as
efisien, serta dashboard manajemen yang a dashboard that helps the property
membantu tim pengelola properti dalam management team monitor and evaluate
memantau dan mengevaluasi kinerja performance in real time.
secara real time.
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Kinerja 2025 2025 Performance Secara keseluruhan kinerja Astra Property menunjukkan Overall, Astra Property's performance showed positive pertumbuhan yang positif baik dari sisi keuangan growth in both financial and operational terms. This maupun operasional. Pertumbuhan kinerja keuangan financial performance growth was primarily driven by ini didorong terutama oleh segmen industrial menyusul the industrial segment, following the acquisition of two akuisisi dua aset pergudangan di Cikarang Logistics Park warehouse assets in Cikarang Logistics Park as well as serta akuisisi MMP, yang merupakan pemain utama di the acquisition of MMP, a major player in the modern sektor pergudangan modern di Indonesia sehingga warehousing sector in Indonesia, thereby expanding memperluas portofolio properti industri dan logistik its modern industrial and logistics property portfolio modern serta memperkuat ekosistem properti terpadu and strengthening its integrated property ecosystem in di kawasan industri strategis. strategic industrial areas. Dari segmen komersial, kontribusi Menara Astra In the commercial segment, Menara Astra's terus bertumbuh positif dengan kenaikan okupansi contribution continued to grow positively with gedung mencapai 91%. Sementara itu, kebijakan an increase in building occupancy reaching 91%. pemerintah berupa pemberian insentif PPN untuk Meanwhile, the government's policy of providing rumah tapak dan satuan rumah susun dengan harga VAT incentives for landed houses and apartment units jual maksimal Rp5 miliar, turut memberikan dampak with a maximum selling price of Rp5 billion also had positif terhadap penjualan di proyek Asya dan a positive impact on sales at the Asya and Arumaya Arumaya Residences. Residences projects. Kinerja operasional Astra Property yang solid juga Astra Property's solid operational performance can dapat dilihat dari kemampuan perusahaan untuk also be seen from the company's ability to maintain mempertahankan Customer Satisfaction Index (CSI) its Customer Satisfaction Index (CSI) above the target diatas target, yaitu ±90%, menunjukkan komitmen of ±90%, demonstrates the company's commitment to perusahaan terhadap kualitas produk dan layanan yang consistent and sustainable product and service quality. konsisten serta berkelanjutan. ASTRA Laporan Tahunan 2025 Annual Report 297
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Portofolio Properti | Property Portfolio
Komersial | Commercial
1 2
1 Menara Astra 2 Arumaya Financial Center
Jakarta Pusat | Central Jakarta Jakarta Selatan | South Jakarta
Kepemilikan Astra International 100% Kepemilikan Astra International 100%
Ownership Ownership
Fasilitas • Convention hall (1.000 orang | people) Fasilitas • Terdapat tiga lantai ruang ritel yang didesain
Facilities Facilities untuk memenuhi kebutuhan F&B (food &
• 3 lantai ruang ritel yang didesain untuk
beverages) dilengkapi dengan area ritel outdoor
memenuhi kebutuhan F&B (food & beverages) | 3
| Three levels of retail space are designed to cater
floors of retail space designed to meet F&B (food to F&B (food and beverage) needs, complemented
& beverages) needs by an outdoor retail area
• Gedung perkantoran premium | Premium office • Gedung perkantoran Grade A | Grade A Office
building Building
• Berada pada kawasan terpadu The Arumaya
Sertifikasi • Berstandar International Grade A Office dengan dengan konsep mixed use | Located within
Certifications Green Mark Platinum yang ditetapkan oleh BCA the integrated The Arumaya area, with a
(Building & Construction Authority) Singapura | mixed-use concept
International Grade A Office standard with Green
Mark Platinum certification from Singapore's Sertifikasi Greenship New Building Design Recognition Gold
Building & Construction Authority (BCA) Certifications Level - GBCI
• ISO 9001 (Sistem Manajemen Mutu | Quality
Management System) 23 33,485m2 0.6 ha
• ISO 14001 (Sistem Manajemen Lingkungan | Jumlah Lantai Net Leasable Area Area Pengembangan
Environmental Management System) Perkantoran | Net Leasable | Development Area
• ISO 45001 (Sistem Manajemen Kesehatan dan | Office Floors Area
Keselamatan Kerja | Occupational Health and Safety
Management System)
47 91%
Lantai | floors Tingkat Hunian | Occupancy Rate
72,517m2 1.1 ha
Net Leasable Area Area Pengembangan
| Net Leasable Area | Development Area
298 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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3 4
5
Lokasi | Location
3 Menara FIF & Grha Asuransi Astra
Jakarta Selatan | South Jakarta
Kepemilikan Astra International 100%
Ownership
Fasilitas Berada pada kawasan terpadu The Arumaya
Facilities dengan konsep mixed use | Located in the
integrated area of The Arumaya with a mixed-use
concept
18 100% Jakarta
Menara FIF (MFIF) MFIF & GAA
Jumlah Lantai Perkantoran Tingkat Hunian | Occupancy Rate
| Office Floors
8 20,835m2
Grha Asuransi Astra (GAA) Net Leasable Area
Jumlah Lantai Perkantoran | Net Leasable Area Jawa Tengah
| Office Floors
4 Hotel Mandarin Oriental Jakarta 5 Resta Pendopo Km 456
Jakarta Pusat | Central Jakarta Tol Semarang - Solo Km 456
Kepemilikan Astra Land Indonesia 98% Kepemilikan Astra Astari Sejahtera 95%, Sarana Pembangunan
Ownership Ownership Jawa Tengah | Central Java Development Agency
5%
Fasilitas Konferensi dan bisnis dengan penawaran kamar
Facilities hotel yang beragam, pilihan F&B, serta fasilitas Fasilitas Pelayanan jalan tol yang komprehensif, termasuk
lainnya | Conferences and business with a variety of Facilities sarana ibadah dengan kapasitas 400 orang |
hotel room offers, F&B options, and other facilities Comprehensive toll road services, including a place
of worship with a capacity of 400 people
0.9 ha 272
Area Pengembangan | Development Jumlah Kamar | Total 3.3 ha 5,117m2 84%
Area Rooms Area Pengembangan Net Leasable Area Tingkat Hunian
| Development Area | Net Leasable | Occupancy Rate
Area
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Portofolio Properti | Property Portfolio
Residensial | Residential
1 2
1 Anandamaya Residences
Jakarta Pusat | Central Jakarta
Kepemilikan Astra International 60%, Hongkong Land 40%
Ownership
Fasilitas • 1 luxury tower
Facilities • 2 premium towers
Sertifikasi Greenship Neighbourhood Gold Level - GBCI
Certifications
47 44 1.3 ha
Lantai | Floors Lantai | Floors Area Pengembangan |
(Tower 1) (Tower 2 & 3) Development Area
2 Arumaya Residences Lokasi | Location
Jakarta Selatan | South Jakarta
Kepemilikan Astra International 60%, Hongkong Land 40%
Ownership
Fasilitas • Satu gedung apartemen dan satu exclusive
Facilities townhouse (Garden Villa) | One apartment
building and one exclusive townhouse
(Garden Villa)
• Berada pada kawasan terpadu The Arumaya
dengan konsep mixed use | Located in the
integrated area of The Arumaya with a mixed-use
concept
Tangerang
Jakarta
23 296 59 Bekasi
Jumlah Lantai Gedung Unit Apartemen Unit Villa
Apartemen | Apartment Floors | Apartment Units | Villa Units
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3 4
3 Asya
Jakarta Timur | East Jakarta
5
Kepemilikan Astra Land Indonesia 100%
Ownership
Fasilitas Kompleks komersial dan area ruang terbuka untuk
Facilities publik | Commercial complex and public open space
area
Sertifikasi Greenship Neighbourhood Gold Level - GBCI
Certifications
67 ha 6 75%
Area Pengembangan | Proyek Rumah Tapak | Tingkat
Development Area Cluster Penjualan
Kumulatif |
1 15 tahun | years Cumulative Sales
Kompleks Komersial | Periode Pengembangan | Rate
Commercial Complex Development Period
4 Altea BLVD 5 Ammaia Ecoforest
Bekasi Tangerang
Kepemilikan Astra Land Indonesia 75%, Sinarmas Land 25% Kepemilikan Astra Land Indonesia 100%
Ownership Ownership
Fasilitas Area residensial dan komersial dengan konsep Fasilitas Ruang terbuka untuk publik | Open space for public
Facilities view sungai yang terbentang sepanjang 2,5km Facilities
| Residential and commercial area with a 2.5km
river view Sertifikasi Greenship Neighbourhood Gold Level - GBCI
Certifications
Sertifikasi Greenship Neighbourhood Platinum Level - GBCI
Certifications
50 ha 12 tahun | years
Area Pengembangan | Periode Pengembangan |
75 ha 76% 11 tahun | years Development Area Development Period
Area Tingkat Penjualan Periode
Pengembangan | Kumulatif | Pengembangan |
Development Area Cumulative Sales Rate Development Period
ASTRA Laporan Tahunan 2025 Annual Report 301
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Portofolio Properti | Property Portfolio
Industrial
1
1 Mega Manunggal Property 2 Cikarang Logistics Park 1
Jakarta Timur | East Jakarta, Bekasi, Bogor, Bekasi
Depok, Gresik, Surabaya
Kepemilikan Saka Industrial Arjaya 95%
Kepemilikan Saka Industrial Arjaya 91.44% Ownership
Ownership
Fasilitas • Tiga gudang satu lantai | 3 one-story warehouses
Fasilitas Gudang logistik modern yang dirancang untuk Facilities • 100 lot parkir untuk truk kontainer 40 kaki | 100
Facilities memenuhi kebutuhan pengguna multi-tenant yang parking lots for 40 foot container trucks
menginginkan fasilitas logistik yang fleksibel, efisien, • Fasilitas kantor & karyawan | Office & employee
serta memiliki akses yang mudah dan strategis dekat facilities
dengan kawasan industri | A modern logistics
warehouse designed to meet the needs of multi-
tenant users who want flexible, efficient logistics 68,153m2 100%
facilities with easy and strategic access close to Net Leasable Area Tingkat Hunian
industrial areas.
| Net Leasable Area | Occupancy Rate
Sertifikasi • ISO 9001 (Sistem Manajemen Mutu | Quality
Certifications Management System)
• ISO 14001 (Sistem Manajemen Lingkungan
| Environmental Management System)
13 96%
Gudang Beroperasi | Operating Tingkat Hunian | Occupancy
Warehouses Rate
546,000m2 643,000m2
Net Leasable Area Land Bank Tersedia
| Net Leasable Area | Available Land Bank
302 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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2
3
3 Cikarang Logistics Park 2 Lokasi | Location
Bekasi
Kepemilikan Saka Industrial Arjaya 95%
Ownership
Fasilitas • Dua gudang satu lantai | 2 one-story warehouses
Facilities • 48 lot parkir untuk truk kontainer 40 kaki
| 48 parking lots for 40 foot container trucks
• Fasilitas kantor & karyawan | Office & employee
facilities
40,318m2 91%
Net Leasable Area Tingkat Hunian Depok
Jakarta
| Net Leasable Area | Occupancy Rate Bogor Bekasi
Surabaya
4 Cibinong Logistics Hub Gresik
Bogor
Kepemilikan Saka Industrial Arjaya 99.99%
Ownership
Fasilitas • Satu gudang dua lantai | 1 two-story warehouse
Facilities • Fasilitas kantor & karyawan | Office & employee
facilities
81,486m2 Q4 2027
Net Leasable Area Completion Time
| Net Leasable Area (tahun | year)
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Memperkuat Properti Industri Strengthening Industrial and
dan Logistik Logistics Properties
Diversifikasi portofolio dan pengembangan yang Portfolio diversification and sustainable development
berkelanjutan merupakan salah satu kunci pencapaian are key to Astra Property's performance. After
kinerja Astra Property. Setelah mengembangkan developing the residential and commercial segments,
segmen residensial dan komersial, pada tahun 2025, in 2025, Astra Property cemented its position as a
Astra Property menegaskan posisi sebagai pengelola modern industrial and logistics property manager by
properti industri dan logistik modern dengan acquiring a majority stake in MMP.
mengakuisisi mayoritas saham MMP.
Akuisisi MMP yang merupakan salah satu pemain The acquisition of MMP, one of the major players
utama bisnis properti industri dan logistik, akan in the industrial and logistics property business,
memperkuat ekosistem properti industri Grup Astra, will boost Astra Property's industrial property
setelah sebelumnya Astra Property mengakuisisi ecosystem, following Astra Property's previous
Cikarang Logistics Park 1&2. Dua aset pergudangan acquisition of Cikarang Logistics Park 1&2. The two
yang diakuisisi tersebut memiliki total luas lahan warehouse assets acquired have a total land area
hingga 17,3 hektar. of 17.3 hectares.
Astra Property juga tengah mengembangkan fasilitas Astra Property is also developing a modern warehousing
pergudangan modern bernama Cibinong Logistics facility called Cibinong Logistics Hub (CLH) in Cibinong,
Hub (CLH) di Cibinong, Bogor, yang akan menjadi Bogor, which will be one of the largest logistics areas
salah satu kawasan logistik terbesar dengan luas lahan with a land area of 9 hectares and a rental capacity of
9 hektar dan kapasitas sewa hingga 81.486m². Proyek up to 81,486m². The project, designed with modern
yang dirancang dengan fitur modern dan prinsip green features and green building principles, is targeted for
building ini, ditargetkan selesai pada tahun 2027. completion in 2027.
Grup Astra menggalakkan ekspansi portofolio industrial Astra Group has been promoting the expansion of
karena melihat potensi pertumbuhan yang besar its industrial portfolio because it sees great growth
dari sektor ini. Pada 2025, tingkat okupansi gudang potential in this sector. In 2025, the warehouse occupancy
di Indonesia meningkat menjadi 94%, menunjukkan rate in Indonesia increased to 94%, indicating a recovery
pemulihan dari tekanan oversupply yang pernah from the oversupply pressure that once existed in this
terjadi di sektor ini. Pasokan kumulatif gudang di sector. The cumulative supply of warehouses in Greater
Jabodetabek mencapai 3,2 juta m², dengan Cikarang Jakarta reached 3.2 million m², with Cikarang as the
sebagai pusat logistik utama yang menyumbang 45% main logistics center contributing 45% of national
permintaan gudang nasional. warehouse demand.
Peningkatan Nilai dan Daya Tarik Kawasan Enhancing the Value and Attractiveness
of the Area
Di luar segmen industri, kinerja Astra Property di Outside the industrial segment, Astra Property's
segmen lainnya juga terus berkembang. Pada tahun performance in other segments has also continued
2025, tingkat hunian Menara Astra terus meningkat to grow. In 2025, the occupancy rate of Menara Astra
hingga 91%. Pembangunan kawasan perkantoran increased to 91%, demonstrating the attractiveness
premium The Arumaya di Jakarta Selatan yang terdiri of premium office assets in Jakarta's CBD. The
dari apartemen Arumaya Residences serta gedung construction of The Arumaya integrated development
perkantoran Menara FIF, Grha Asuransi Astra, dan in South Jakarta, consisting of the Arumaya Residences
Arumaya Financial Center, diperkirakan akan selesai apartment complex and the Menara FIF office building,
pada 2026, sebagai bagian dari penguatan portofolio Grha Asuransi Astra, and the Arumaya Financial Center
komersial perusahaan. is expected to be completed in 2026, as part of the
company's strengthening commercial portfolio.
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Agar tetap kompetitif, Astra Property melakukan To remain competitive, Astra Property has developed pengembangan ekosistem pendukung kawasan yang a supporting ecosystem for the area that focuses on berfokus pada peningkatan kenyamanan penghuni enhancing resident comfort and increasing the value serta peningkatan nilai dan daya tarik kawasan, seperti and appeal of the area, such as providing educational menghadirkan fasilitas edukasi, konsep F&B, dan facilities, F&B concepts, and sports areas. kawasan olah raga. Astra Property juga menawarkan properti dengan Astra Property has also offered properties that apply penerapan prinsip keberlanjutan seperti green building sustainability principles such as green buildings and solar dan program panel surya di beberapa cluster residensial. panel programs in several residential clusters. By the end Hingga akhir tahun 2025, hampir seluruh proyek of 2025, almost all of Astra Property's residential projects residensial Astra Property telah mendapatkan sertifikasi have obtained Greenship Neighborhood certification, Greenship Neighbourhood, mencerminkan komitmen reflecting the company's commitment to sustainable perusahaan terhadap pengelolaan aspek lingkungan environmental and social management. dan sosial yang berkelanjutan. Rencana 2026 2026 Plans Secara umum, industri properti pada tahun 2026 In general, the property industry in 2026 is projected to diproyeksikan masih akan dipengaruhi oleh berbagai still be affected by various macroeconomic challenges tantangan makro ekonomi yang dapat berdampak pada that could impact a decline in people's purchasing penurunan daya beli masyarakat. Kondisi ini mendorong power. These conditions are encouraging the market to pasar bersikap lebih berhati-hati dalam pengeluaran, be more cautious in spending, suppressing residential menekan transaksi residensial, serta menunda ekspansi transactions, and delaying expansion in the commercial di sektor komersial dan industrial, sehingga persaingan and industrial sectors, thereby intensifying competition antar pengembang semakin ketat. among developers. Menghadapi kondisi tersebut, Astra Property akan Faced with these conditions, Astra Property will berfokus pada inovasi dan penyempurnaan operasional, focus on innovation and operational improvements, memperkuat portofolio yang dimiliki, serta memperluas strengthening its existing portfolio, and expanding kemitraan strategis. Perusahaan juga akan melanjutkan strategic partnerships. The company will also continue ekspansi di sektor dengan potensi pertumbuhan tinggi its expansion in sectors with high growth potential, such seperti pergudangan modern dan infrastruktur logistik, as modern warehousing and logistics infrastructure, yang sejalan dengan penguatan ekosistem properti dan in line with strengthening Astra Group's property and komersial Group Astra. commercial ecosystem. ASTRA Laporan Tahunan 2025 Annual Report 305
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Inisiatif Bisnis Baru:
Layanan Kesehatan
New Business Initiative:
Healthcare
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Komitmen Astra di Sektor Kesehatan
Astra’s Commitment in the Healthcare Sector
Kepemilikan saham per akhir tahun 2025
Share Ownership as of end of 2025
PT Medikaloka Hermina Tbk PT Polinasi Iddea Investama PT Jakarta Pakar Cardia
20.2 %
31.3 % 95.8 %
ASTRA Laporan Tahunan 2025 Annual Report 307
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Kebutuhan akan layanan kesehatan yang komprehensif The demand for comprehensive healthcare services
terus meningkat di Indonesia, seiring pertumbuhan continues to grow in Indonesia, in line with population
populasi, peningkatan standar hidup, dan perubahan growth, improved living standards, and demographic
demografi masyarakat. Meskipun digitalisasi telah changes. Although digitalization has expanded access
memperluas akses dan memperkaya model layanan and enriched healthcare service models, structural
kesehatan, tantangan struktural masih terlihat pada challenges remain in terms of medical infrastructure
kapasitas infrastruktur medis, integrasi layanan, serta capacity, service integration, and cost efficiency of
efisiensi biaya perawatan, yang menuntut pendekatan care, which require a long-term approach and a well-
jangka panjang dan ekosistem yang terkelola managed ecosystem.
dengan baik.
Astra memandang layanan kesehatan sebagai sektor Astra views healthcare as a strategic sector that is aligned
strategis yang selaras dengan aspirasi pertumbuhan with the Group's long-term growth aspirations. Through
jangka panjang Grup. Melalui pendekatan investasi yang a measured and disciplined investment approach, Astra
terukur dan disiplin, Astra secara bertahap membangun is gradually building its presence across the healthcare
kehadiran di sepanjang rantai nilai layanan kesehatan, value chain, from digital healthcare platforms, general
mulai dari platform layanan kesehatan digital, rumah and specialist hospitals, health insurance, to the
sakit umum dan spesialis, asuransi kesehatan, hingga development of medical devices.
pengembangan alat kesehatan.
Upaya ini ditujukan untuk membangun ekosistem These efforts are aimed at building an integrated
layanan kesehatan yang terintegrasi, meningkatkan healthcare ecosystem, improving service quality and
kualitas dan efisiensi layanan, serta mendukung efficiency, and supporting the availability of increasingly
ketersediaan layanan kesehatan yang semakin affordable healthcare services, while creating
terjangkau, sekaligus menciptakan nilai berkelanjutan sustainable value for stakeholders.
bagi para pemangku kepentingan.
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Langkah ekspansi Astra di sektor penyedia jasa Astra's expansion in the healthcare provider sector began kesehatan dimulai sejak tahun 2021 melalui investasi in 2021 through a strategic investment in the Halodoc strategis di platform layanan kesehatan digital Halodoc, digital healthcare platform, which was then reinforced yang kemudian diperkuat dengan kepemilikan saham by the acquisition of a stake in Hermina Hospital in 2022. di Rumah Sakit Hermina di tahun 2022. Sebagai In an effort to provide healthcare services focused on upaya untuk menyediakan layanan kesehatan yang the treatment of critical illnesses, Astra also acquired berfokus pada penanganan penyakit kritis, Astra juga Heartology Hospital, one of the largest private cardiac mengakuisisi Rumah Sakit Heartology, salah satu pusat service centers in Indonesia, located in Jakarta. layanan jantung swasta terbesar di Indonesia yang berlokasi di Jakarta. Komitmen Astra di sektor kesehatan diperkuat dengan Astra's commitment to the healthcare sector is reinforced pengembangan komponen alat kesehatan merek GRIN, by the development of GRIN brand medical devices, yang dilakukan melalui PT Astra Otoparts Tbk (AOP). carried out through PT Astra Otoparts Tbk (AOP). By Hingga akhir tahun 2025, AOP telah memproduksi lebih the end of 2025, AOP will have produced more than 30 dari 30 alat kesehatan. medical devices. Ke depan, Astra akan terus menjajaki peluang di sektor In the future, Astra will continue to explore kesehatan sebagai bagian dari komitmen jangka panjang opportunities in the healthcare sector as part of its long- untuk membangun ekosistem layanan kesehatan yang term commitment to building an inclusive, efficient, inklusif, efisien, berkualitas, serta terjangkau oleh high-quality, and affordable healthcare ecosystem for masyarakat Indonesia. the Indonesian people. ASTRA Laporan Tahunan 2025 Annual Report 309
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Tinjauan Kinerja Keuangan
Financial Performance Overview
Pada tahun 2025, Grup beroperasi di kondisi yang lebih In 2025, the Group operated in a more challenging
menantang, ditandai dengan penurunan harga batu environment, marked by softer coal prices and a
bara dan pasar mobil yang melemah. Namun demikian, subdued car market. However, Astra’s diversified
portofolio Astra yang terdiversifikasi tetap menunjukkan portfolio continued to demonstrate resilience. Improved
ketahanan. Peningkatan kontribusi dari segmen usaha contributions from other business segments helped
lainnya membantu mengimbangi tekanan tersebut, offset the downside, while the Group maintained solid
sementara Grup tetap menjaga arus kas yang solid. cash flow generation.
Pada saat yang sama, Grup terus melanjutkan inisiatif At the same time, the Group advanced its strategic
strategis melalui investasi yang selektif dan terukur initiatives through selective and measured investments
guna mendukung pertumbuhan jangka panjang to support sustainable long-term growth.
yang berkelanjutan.
Berikut ini adalah pembahasan yang terperinci The following is a detailed discussion of the Group’s
mengenai kinerja keuangan Grup Astra untuk tahun financial performance for the financial year 2025
buku 2025 dibandingkan tahun buku 2024. Tinjauan compared with financial year 2024. The financial
keuangan ini disusun berdasarkan Laporan Keuangan review is made on the basis of the Consolidated
Konsolidasian PT Astra International Tbk dan Entitas Financial Statements of PT Astra International Tbk and
Anak untuk tahun yang berakhir 31 Desember 2025 dan Subsidiaries for the years ended 31 December 2025
2024, yang telah diaudit oleh Kantor Akuntan Publik and 2024, audited by Public Accounting Firm
Rintis, Jumadi, Rianto & Rekan (anggota jaringan firma Rintis, Jumadi, Rianto & Rekan (a member of the
PricewaterhouseCoopers) dengan opini wajar dalam PricewaterhouseCoopers network) with a fair opinion in
semua hal yang material. all material respects.
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Kinerja Keuangan Komprehensif Comprehensive Financial Performance
Laporan Posisi Keuangan Konsolidasian Consolidated Statements of Financial Position
Aset Assets
Aset Lancar Current Assets
Pada tahun 2025, aset lancar meningkat sebesar In 2025, current assets increased 7% from Rp176.3 trillion
7% dari Rp176,3 triliun pada tahun 2024 menjadi in 2024 to Rp188.6 trillion. The increase was primarily
Rp188,6 triliun. Peningkatan tersebut terutama driven by a 17% rise in financing receivables to
disebabkan oleh peningkatan piutang pembiayaan Rp51.0 trillion and a 9% increase in cash and cash
sebesar 17% menjadi Rp51,0 triliun dan kas & setara kas equivalents to Rp52.6 trillion.
sebesar 9% menjadi Rp52,6 triliun.
Aset Tidak Lancar Non-Current Assets
Pada tahun 2025, aset tidak lancar meningkat In 2025, non-current assets increased 8% from
8% dari Rp295,2 triliun pada tahun 2024 menjadi Rp295.2 trillion in 2024 to Rp318.8 trillion. The increase
Rp318,8 triliun. Peningkatan tersebut terutama was mainly driven by an 11% rise in investments
didorong oleh kenaikan investasi pada ventura bersama in joint ventures and associates to Rp73.4 trillion,
dan entitas asosiasi sebesar 11% menjadi Rp73,4 triliun, a 98% increase in investment properties to
peningkatan properti investasi sebesar 98% menjadi Rp14.7 trillion, and a 6% increase in fixed assets
Rp14,7 triliun, serta kenaikan aset tetap sebesar 6% to Rp83.8 trillion.
menjadi Rp83,8 triliun.
Laporan Posisi Keuangan Konsolidasian (Rp miliar) Per 31 Desember Perubahan
Consolidated Statement of Financial Position (Rp billion) As at 31 December Change
2025 2024* Rp %
Aset Lancar | Current Assets
Kas & Setara Kas | Cash & Cash Equivalents 52,621 48,439 4,182 9%
Piutang Usaha – bersih | Trade Receivables - net 27,822 26,918 904 3%
Piutang Pembiayaan – bersih | Financing Receivables - net 50,952 43,693 7,259 17%
Persediaan | Inventories 36,215 37,771 (1,556) -4%
Aset Lancar Lainnya | Other Current Assets 20,945 19,440 1,505 8%
Jumlah Aset Lancar | Total Current Assets 188,555 176,261 12,294 7%
Aset Tidak Lancar | Non-current Assets
Piutang Usaha – bersih | Trade Receivables - net 78 18 60 333%
Piutang Pembiayaan – bersih | Financing Receivables - net 45,746 43,829 1,917 4%
Persediaan | Inventories 6,291 6,228 63 1%
Investasi pada Ventura Bersama & Entitas Asosiasi | Investments in
Joint Ventures & Associates 73,441 66,130 7,311 11%
Properti Investasi | Investment Properties 14,680 7,420 7,260 98%
Tanaman Produktif – bersih | Bearer Plants - net 7,385 7,465 (80) -1%
Aset Tetap – bersih | Fixed Assets - net 83,766 78,734 5,032 6%
Properti Pertambangan – bersih | Mining Properties - net 14,809 15,712 (903) -6%
Hak Konsesi – bersih | Concession Rights - net 9,509 9,289 220 2%
Goodwill dan Aset Takberwujud Lainnya | Goodwill and Other
Intangible Assets 8,801 8,775 26 0%
Aset Tidak Lancar Lainnya | Other Non-current Assets 54,305 51,588 2,717 5%
Jumlah Aset Tidak Lancar | Total Non-current Assets 318,811 295,188 23,623 8%
Jumlah Aset | Total Assets 507,366 471,449 35,917 8%
*Penyesuaian kembali sehubungan dengan penerapan PSAK 117: Kontrak Asuransi | Restated due to implementation of PSAK 117: Insurance Contracts
ASTRA Laporan Tahunan 2025 Annual Report 311
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Jumlah Aset Total Assets
Jumlah aset meningkat sebesar 8% dari Rp471,4 triliun Total assets increased 8% from Rp471.4 trillion at the
pada akhir tahun 2024 menjadi Rp507,4 triliun pada end of 2024 to Rp507.4 trillion as at 31 December 2025,
31 Desember 2025, sesuai tabel di atas. as set out in the table above.
Kas dan Setara Kas Cash and Cash Equivalents
Jumlah kas dan setara kas meningkat 9% dari Cash and cash equivalents increased 9% from
Rp48,4 triliun pada akhir tahun 2024 menjadi Rp48.4 trillion at the end of 2024 to Rp52.6 trillion at
Rp52,6 triliun pada 31 Desember 2025, mencerminkan 31 December 2025, reflecting a solid cash position
posisi kas yang tetap solid di tengah kondisi operasional amid challenging operating conditions in several of the
yang menantang pada beberapa bisnis Grup. Group’s businesses.
Piutang Usaha Trade Receivables
Piutang usaha sedikit meningkat dari Rp26,9 triliun Trade receivables slightly increased from Rp26.9 trillion
pada akhir tahun 2024 menjadi Rp27,9 triliun. in 2024 to Rp27.9 trillion.
Piutang Pembiayaan Financing Receivables
Piutang pembiayaan naik 10% dari Rp87,5 triliun pada Financing receivables increased by 10% from
akhir tahun 2024 menjadi Rp96,7 triliun. Rp87.5 trillion at the end of 2024 to Rp96.7 trillion.
Portofolio piutang pembiayaan, terutama berhubungan The Group’s financing receivables portfolio primarily
dengan pembiayaan mobil, sepeda motor dan alat relates to car, motorcycle and heavy equipment
berat untuk mendukung antara lain merek-merek yang loans to support brands distributed by Astra,
didistribusikan oleh Astra seperti Toyota, Daihatsu including Toyota, Daihatsu and Isuzu in the car
dan Isuzu untuk segmen mobil, Honda untuk segmen segment, Honda in the motorcycle segment and
sepeda motor dan Komatsu untuk segmen alat berat. Komatsu in the heavy equipment segment. All loans
Seluruh pembiayaan mobil, sepeda motor dan alat berat for financing cars, motorcycles and heavy equipment
dijamin dengan kendaraan maupun alat berat yang are collateralized against such financed vehicles or
dibiayai tersebut. heavy equipment.
Penyisihan piutang ragu-ragu untuk piutang The provision for doubtful financing receivables
pembiayaan pada tanggal 31 Desember 2025 as at 31 December 2025 was Rp5.4 trillion, compared
sejumlah Rp5,4 triliun, dibandingkan Rp5,5 triliun with Rp5.5 trillion as at 31 December 2024, a decrease
pada tanggal 31 Desember 2024, turun sebesar 2%. of 2%. As a percentage of total financing receivables,
Secara persentase dari total piutang pembiayaan, total the provision level decreased from 5.9% to 5.3%.
penyisihan menurun dari 5,9% menjadi 5,3%.
Persediaan Inventories
Persediaan menurun sebesar 3% dari Rp44,0 triliun Inventories decreased by 3% from Rp44.0 trillion
pada akhir tahun 2024 menjadi Rp42,5 triliun pada at the end of 2024 to Rp42.5 trillion at the end
akhir tahun 2025, terutama dari bisnis otomotif & of 2025, mainly from the Group's automotive &
mobilitas Grup. mobility business.
Aset Lancar Lainnya Other Current Assets
Aset lancar lainnya sedikit meningkat menjadi Other current assets saw a slight increase to
Rp20,9 triliun. Rp20.9 trillion.
Investasi pada Ventura Bersama dan Entitas Asosiasi Investments in Joint Ventures and Associates
Ventura bersama yang material milik Grup adalah Astra The material joint venture of the Group is Astra
Honda Motor, dengan kepemilikan efektif 50,00%, Honda Motor with an effective ownership interest of
sedangkan entitas asosiasi Grup yang material adalah 50.00%, while the material associate of the Group is
Astra Daihatsu Motor dengan kepemilikan efektif Astra Daihatsu Motor, with an effective ownership
312 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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sebesar 31,87%. Total investasi pada ventura bersama interest of 31.87%. Total investments in joint ventures dan entitas asosiasi naik 11% dari Rp66,1 triliun pada and associates increased 11% from Rp66.1 trillion in tahun 2024 menjadi Rp73,4 triliun, terutama akibat 2024 to Rp73.4 trillion, primarily due to additional penambahan investasi pada sektor kesehatan di investments in the healthcare sector, particularly in PT Medikaloka Hermina Tbk dan PT Polinasi Iddea PT Medikaloka Hermina Tbk and PT Polinasi Iddea Investama (Halodoc). Investama (Halodoc). Properti Investasi Investment Properties Properti investasi, yang berupa tanah dan bangunan Investment properties, which represent land and yang dimiliki untuk sewa operasi, meningkat 98% buildings held for operating lease, increased 98% dari Rp7,4 triliun menjadi Rp14,7 triliun pada akhir from Rp7.4 trillion to Rp14.7 trillion at the end of tahun 2025, terutama didorong oleh akuisisi PT Mega 2025, primarily driven by the acquisition of PT Mega Manunggal Property Tbk, pengembang properti Manunggal Property Tbk, an industrial and logistics industri dan logistik. property developer. Tanaman Produktif Bearer Plants Tanaman produktif yang terkait kegiatan operasional Bearer plants, which relate to the agribusiness agribisnis menurun sebesar 1% dari Rp7,5 triliun menjadi operations, decreased by 1% from Rp7.5 trillion to Rp7,4 triliun pada akhir tahun 2025. Rp7.4 trillion at the end of 2025. Aset Tetap Fixed Assets Aset tetap meningkat 6% dari Rp78,7 triliun pada Fixed assets increased 6% from Rp78.7 trillion at akhir tahun 2024 menjadi Rp83,8 triliun, terutama the end of 2024 to Rp83.8 trillion, mainly driven by disebabkan oleh penambahan bangunan dan alat additions to buildings and transportation equipment pengangkutan di bisnis alat berat, pertambangan, in the heavy equipment, mining, construction, and konstruksi dan energi. energy businesses. Properti Pertambangan Mining Properties Properti pertambangan terutama terdiri dari konsesi Mining properties mainly comprised contractual pertambangan yang dimiliki oleh anak usaha UT untuk rights held by subsidiaries of UT to mine coal, gold menambang cadangan batu bara, emas dan nikel di and nickel reserves in a number of concession sejumlah wilayah konsesi, yang akan berakhir pada areas, which will expire at various dates through waktu yang berbeda-beda hingga 2044. Properti 2044. Mining properties decreased by 6% from pertambangan menurun 6% dari Rp15,7 triliun menjadi Rp15.7 trillion to Rp14.8 trillion at the end of 2025, Rp14,8 triliun pada akhir tahun 2025, seiring dengan in line with the recognition of the current year’s pengakuan beban amortisasi tahun berjalan. amortisation expense. Hak Konsesi Concession Rights Hak konsesi merupakan hak pengusahaan jalan tol Concession rights are toll road concession rights yang memberikan hak kepada pemegang konsesi untuk that grant the holder the right to receive toll menerima pembayaran tol dari pengguna jalan dengan payments from users in consideration for the financing mempertimbangkan pendanaan dan pembangunan and construction of the infrastructure. Toll road infrastruktur jalan. Konsesi jalan tol yang dimiliki oleh concession rights, which are held by subsidiaries anak perusahaan Marga Harjaya Infrastruktur (yang Marga Harjaya Infrastruktur (which holds the 41km memegang konsesi atas jalan tol Jombang-Mojokerto Jombang-Mojokerto toll road concession) and sepanjang 41km) dan Marga Mandalasakti (yang Marga Mandalasakti (which holds the 72km Tangerang- memegang konsesi atas jalan tol Tangerang-Merak Merak toll road concession), will expire in 2055 sepanjang 72km) akan berakhir masing-masing pada and 2059, respectively. Concession rights increased tahun 2055 dan tahun 2059. Hak konsesi meningkat 2% from Rp9.3 trillion to Rp9.5 trillion at the end of 2% dari Rp9,3 triliun menjadi Rp9,5 triliun pada akhir 2025 related to a lane widening at the Tangerang-Merak tahun 2025 terkait dengan pelebaran lajur pada jalan tol toll road. Tangerang-Merak. ASTRA Laporan Tahunan 2025 Annual Report 313
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Aset Tidak Lancar Lainnya Other Non-current Assets
Aset tidak lancar lainnya terdiri dari piutang lain-lain Other non-current assets, which consist of other
tidak lancar, investasi lain-lain, pajak dibayar dimuka, noncurrent receivables, other investments, prepaid
aset pajak tangguhan dan aset lain-lain, meningkat taxes, deferred tax assets and other assets, increased
5% dari Rp51,6 triliun pada akhir tahun 2024 menjadi 5% from Rp51.6 trillion at the end of 2024 to
Rp54,3 triliun. Rp54.3 trillion.
Liabilitas dan Ekuitas Liabilities and Equity
Liabilitas Jangka Pendek Current Liabilities
Liabilitas jangka pendek naik 17% dari Rp130,5 triliun Current liabilities increased 17% from Rp130.5 trillion
pada akhir tahun 2024 menjadi Rp152,1 triliun. at the end of 2024 to Rp152.1 trillion. The largest
Komponen terbesar dari liabilitas jangka pendek adalah components of current liabilities were loans and
pinjaman dan utang usaha. trade payables.
Liabilitas Jangka Panjang Non-current Liabilities
Liabilitas jangka panjang turun 6% dari Rp68,9 triliun Non-current liabilities decreased by 6% from
pada akhir tahun 2024 menjadi Rp64,5 triliun. Sebagian Rp68.9 trillion at the end of 2024 to Rp64.5 trillion.
besar dari liabilitas jangka panjang adalah utang jangka Long-term debt, which accounted for the majority of
panjang, yang utamanya berkaitan dengan usaha jasa non-current liabilities, predominantly related to Astra
keuangan Grup Astra. Group's financial services businesses.
Jumlah Liabilitas Total Liabilities
Pada akhir tahun 2025, jumlah liabilitas sebesar At the end of 2025, total liabilities stood at
Rp216,6 triliun, naik 9% dari Rp199,4 triliun pada Rp216.6 trillion, a 9% increase from Rp199.4 trillion as at
tanggal 31 Desember 2024. 31 December 2024.
Ekuitas Equity
Jumlah ekuitas meningkat 7% dari Rp272,0 triliun Total equity increased 7% from Rp272.0 trillion at
pada akhir tahun 2024 menjadi Rp290,8 triliun pada the end of 2024 to Rp290.8 trillion at the end of
akhir tahun 2025. Kenaikan jumlah ekuitas terutama 2025. The increase in total equity was primarily
berasal dari peningkatan laba ditahan sebesar 8% attributable to an 8% increase in retained earnings to
menjadi Rp218,9 triliun dari Rp202,6 triliun pada akhir Rp218.9 trillion from Rp202.6 trillion at the end of 2024.
tahun 2024.
Tabel berikut menggambarkan posisi liabilitas dan The following table describes the position of liabilities
ekuitas Grup: and equity of the Group:
Laporan Posisi Keuangan Konsolidasian (Rp miliar) Per 31 Desember Perubahan
Consolidated Statement of Financial Position (Rp billion) As at 31 December Change
2025 2024* Rp %
Liabilitas Jangka Pendek | Current Liabilities
Pinjaman Jangka Pendek | Short-term Borrowings 21,001 11,824 9,177 78%
Utang Usaha | Trade Payables 39,238 39,066 172 0%
Bagian Jangka Pendek dari Utang Jangka Panjang | Current Portion of
Long-term Debt 48,324 37,757 10,567 28%
Liabilitas Jangka Pendek Lainnya | Other Current Liabilities 43,515 41,850 1,665 4%
Jumlah Liabilitas Jangka Pendek | Total Current Liabilities 152,078 130,497 21,581 17%
Liabilitas Jangka Panjang | Non-current Liabilities
Utang Jangka Panjang - neto | Long-term Debt - net 40,976 51,092 (10,116) -20%
Liabilitas Jangka Panjang Lainnya | Other Non-current Liabilities 23,500 17,856 5,644 32%
Jumlah Liabilitas Jangka Panjang | Total Non-current Liabilities 64,476 68,948 (4,472) -6%
*Penyesuaian kembali sehubungan dengan penerapan PSAK 117: Kontrak Asuransi | Restated due to implementation of PSAK 117: Insurance Contracts
314 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Laporan Posisi Keuangan Konsolidasian (Rp miliar) Per 31 Desember Perubahan
Consolidated Statement of Financial Position (Rp billion) As at 31 December Change
2025 2024* Rp %
Jumlah Liabilitas | Total Liabilities 216,554 199,445 17,109 9%
Jumlah Ekuitas | Total Equity 290,812 272,004 18,808 7%
Jumlah Liabilitas dan Ekuitas | Total Liabilities and Equity 507,366 471,449 35,917 8%
*Penyesuaian kembali sehubungan dengan penerapan PSAK 117: Kontrak Asuransi | Restated due to implementation of PSAK 117: Insurance Contracts
Pinjaman Jangka Pendek Short-term Borrowings
Pinjaman jangka pendek meningkat 78% dari Short term borrowings increased 78% from
Rp11,8 triliun pada akhir tahun 2024 menjadi Rp11.8 trillion at the end of 2024 to Rp21.0 trillion,
Rp21,0 triliun, terutama terkait bisnis otomotif & mainly due to Astra Group's automotive & mobility and
mobilitas serta jasa keuangan Grup Astra. financial services businesses.
Utang Usaha Trade Payables
Utang usaha, yang sedikit meningkat menjadi Trade payables, which increased slightly to Rp39.2 trillion,
Rp39,2 triliun, sebagian besar merupakan utang usaha largely comprised amounts owing by UT (including
UT (termasuk utang kepada Grup Komatsu yang dijamin amounts owing to the Komatsu Group which were secured
dengan letter of credit), serta utang pembelian mobil, by letters of credit), as well as amounts owing from cars,
sepeda motor, bahan baku dan barang terkait dengan motorcycles, raw materials and finished units purchases
kegiatan usaha otomotif Grup. from the Group’s automotive business activities.
Pinjaman Jangka Panjang Long-term Debt
Utang jangka panjang, termasuk porsi yang akan Long-term debt, inclusive of the current portion,
jatuh tempo dalam waktu satu tahun, naik 1% dari increased 1% from Rp88.8 trillion to Rp89.3 trillion at
Rp88,8 triliun menjadi Rp89,3 triliun pada akhir tahun the end of 2025. Of the total amount, 45% (2024: 47%)
2025. Dari jumlah tersebut, 45% (2024: 47%) adalah were bilateral loans from banks, 26% (2024: 28%) were
pinjaman bilateral dari bank, 26% (2024: 28%) adalah syndicated bank loans, 26% (2024: 23%) were bonds,
pinjaman sindikasi bank, 26% (2024: 23%) adalah while the rest were non-bank loans and lease liabilities.
obligasi dan sisanya adalah pinjaman dari pihak selain The Company does not guarantee the repayment of debt
bank dan liabilitas dari sewa. Perseroan tidak menjamin of any of its subsidiaries, joint ventures and associates.
pelunasan surat utang anak perusahaan, ventura
bersama, maupun entitas asosiasi.
Laporan Laba Rugi dan Penghasilan Consolidated Statement of Profit or Loss
Komprehensif Lain Konsolidasian and Other Comprehensive Income
Laporan Laba Rugi dan Penghasilan Komprehensif Lain Untuk tahun yang berakhir Perubahan
Konsolidasian (Rp miliar) 31 Desember Change
Consolidated Statements of Profit or Loss For the years ended
and Other Comprehensive Income (Rp billion) 31 December
2025 2024* Rp %
Pendapatan Bersih | Net Revenue 323,392 328,480 (5,088) -2%
Beban Pokok Pendapatan | Cost of Revenue (251,948) (255,421) 3,473 -1%
Laba Bruto | Gross Profit 71,444 73,059 (1,615) -2%
Beban Usaha | Operating Expense (32,779) (30,659) (2,120) 7%
Penghasilan Bunga | Interest Income 3,655 3,289 366 11%
Biaya Keuangan | Finance Costs (3,734) (3,808) 74 -2%
Kerugian Selisih Kurs – bersih | Foreign Exchange Losses - net (70) (532) 462 -87%
Bagian atas Hasil Bersih Ventura Bersama dan Entitas Asosiasi
| Share of Results of Joint Ventures and Associates 9,618 10,291 (673) -7%
Pendapatan Lain Lain – bersih | Other Income - net 1,154 1,361 (207) -15%
*Penyesuaian kembali sehubungan dengan penerapan PSAK 117: Kontrak Asuransi | Restated due to implementation of PSAK 117: Insurance Contracts
ASTRA Laporan Tahunan 2025 Annual Report 315
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Laporan Laba Rugi dan Penghasilan Komprehensif Lain Untuk tahun yang berakhir Perubahan
Konsolidasian (Rp miliar) 31 Desember Change
Consolidated Statements of Profit or Loss For the years ended
and Other Comprehensive Income (Rp billion) 31 December
2025 2024* Rp %
Laba Sebelum Pajak Penghasilan | Profit Before Income Tax 49,288 53,001 (3,713) -7%
Beban Pajak Penghasilan | Income Tax Expenses (9,083) (9,728) 645 -7%
Laba Tahun Berjalan | Profit for the Year 40,205 43,273 (3,068) -7%
Laba yang diatribusikan kepada | Profit Attributable to:
Pemilik Entitas Induk | Owners of the Parent 32,769 33,901 (1,132) -3%
Kepentingan Nonpengendali | Non-controlling Interests 7,436 9,372 (1,936) -21%
Penghasilan Komprehensif Lain, setelah pajak | Other Comprehensive
Income, net of tax (540) 2,578 (3,118) NA
Jumlah Penghasilan Komprehensif Tahun Berjalan
| Total Comprehensive Income for the Year 39,665 45,851 (6,186) -13%
Laba per Saham (dalam satuan Rupiah) | Earnings per Share
(in full Rupiah) 810 837 (27) -3%
*Penyesuaian kembali sehubungan dengan penerapan PSAK 117: Kontrak Asuransi | Restated due to implementation of PSAK 117: Insurance Contracts
Pendapatan Bersih Net Revenue
Pendapatan bersih konsolidasian Grup untuk tahun The Group’s consolidated net revenue for 2025
2025 menurun 2% dari Rp328,5 triliun menjadi decreased 2% from Rp328.5 trillion to Rp323.4 trillion.
Rp323,4 triliun.
Tabel berikut menyajikan data kontribusi pendapatan The table below presents a breakdown of the revenue
dari masing-masing lini bisnis. Pendapatan bersih contributions from each business line. Net revenue by
per segmen usaha adalah pendapatan bersih setelah business activity represents a post-elimination figure.
eliminasi. Pembahasan lebih rinci terkait lini bisnis Grup A more detailed discussion on the performance of the
dapat dilihat pada sub-bagian Tinjauan Bisnis, setelah Group’s business lines is provided under the Business
sub-bagian ini. Review sub-section, following this sub-section.
Pendapatan Bersih (Rp miliar) Untuk tahun yang berakhir Perubahan
Net Revenue (Rp billion) 31 Desember Change
For the years ended 31 December
2025 2024* %
Otomotif & Mobilitas | Automotive & Mobility 124,404 135,630 -8%
Jasa Keuangan | Financial Services 33,281 30,433 9%
Alat Berat, Pertambangan, Konstruksi, dan Energi | Heavy Equipment,
Mining, Construction, and Energy 130,846 133,876 -2%
Agribisnis | Agribusiness 28,655 21,815 31%
Infrastruktur | Infrastructure 3,163 3,145 1%
Teknologi Informasi | Information Technology 2,096 2,390 -12%
Properti | Property 947 1,191 -20%
Pendapatan Bersih | Net Revenue 323,392 328,480 -2%
*Penyesuaian kembali sehubungan dengan penerapan PSAK 117: Kontrak Asuransi | Restated due to implementation of PSAK 117: Insurance Contracts
Beban Pokok Pendapatan Cost of Revenue
Beban pokok pendapatan tahun 2025 turun 1% dari Cost of revenue in 2025 decreased 1% from
Rp255,4 triliun menjadi Rp251,9 triliun, seiring dengan Rp255.4 trillion to Rp251.9 trillion, in line with a decline
pendapatan yang menurun. in revenue.
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Laba Bruto dan Marjin Laba Bruto Gross Profit and Gross Margin Laba bruto Grup turun 2% menjadi Rp71,4 triliun pada The Group’s gross profit decreased 2% to tahun 2025. Marjin laba bruto Grup menurun sedikit Rp71.4 trillion in 2025. The Group’s gross margin dari 22,2% pada tahun 2024 menjadi 22,1%. decreased from 22.2% in 2024 to 22.1%. Beban Usaha Operating Expenses Beban penjualan meningkat 6% dari Rp11,1 triliun pada Selling expenses increased 6% from Rp11.1 trillion in tahun 2024 menjadi Rp11,7 triliun. Beban umum dan 2024 to Rp11.7 trillion. General and administrative administrasi meningkat 7% dari Rp19,6 triliun pada expenses increased 7% from Rp19.6 trillion in 2024 tahun 2024 menjadi Rp21,0 triliun. Hal ini sejalan dengan to Rp21.0 trillion, in line with the Group’s increased meningkatnya aktivitas operasional Grup. operational activities. Bagian atas Hasil Bersih Ventura Bersama Share of Results of Joint Ventures dan Entitas Asosiasi and Associates Grup mencatatkan 7% penurunan bagian atas hasil The Group recorded a 7% decrease in share of results bersih ventura bersama dan entitas asosiasi dari of joint ventures and associates from Rp10.3 trillion to Rp10,3 triliun menjadi Rp9,6 triliun, terutama disebabkan Rp9.6 trillion, mainly due to lower contribution from oleh penurunan kontribusi dari Nickel Industries Limited. Nickel Industries Limited. Laba Tahun Berjalan Profit for the Year Laba tahun berjalan Grup selama tahun 2025 tercatat The Group’s profit for 2025 was Rp40.2 trillion, a 7% sebesar Rp40,2 triliun, turun 7% dibandingkan decrease compared to Rp43.3 trillion recorded in 2024. Rp43,3 triliun yang dibukukan selama tahun 2024. Laba yang Diatribusikan kepada Pemilik Entitas Induk Profit Attributable to Owners of the Parent Pada tahun 2025, Grup mencetak laba yang dapat In 2025, the Group recorded profit attributable to diatribusikan kepada pemilik entitas induk sebesar owners of the parent of Rp32.8 trillion, a 3% decrease Rp32,8 triliun, turun 3% dibandingkan Rp33,9 triliun compared to Rp33.9 trillion in 2024. pada tahun 2024. Penghasilan Komprehensif Lain Other Comprehensive Income dan Jumlah Penghasilan Komprehensif and Total Comprehensive Income Total penghasilan komprehensif menurun sebesar Total comprehensive income declined by 13% from 13% dari Rp45,9 triliun pada tahun 2024 menjadi Rp45.9 trillion in 2024 to Rp39.7 trillion in 2025. The Rp39,7 triliun pada tahun 2025. Total penghasilan comprehensive income consists of profit for the year komprehensif ini terdiri dari laba tahun berjalan of Rp40.2 trillion, partially offset by a debit balance sebesar Rp40,2 triliun, yang sebagian diimbangi oleh of other comprehensive income (OCI) of Rp540 billion, saldo debit atas penghasilan komprehensif lain (OCI) compared with a credit balance of OCI of Rp2.6 trillion sebesar Rp540 miliar, dibandingkan dengan saldo in 2024, mainly due to changes in the fair value of the kredit OCI sebesar Rp2,6 triliun pada tahun 2024, yang effective portion of cash flow hedges. terutama disebabkan oleh perubahan nilai wajar atas bagian efektif dari lindung nilai arus kas. Laba per Saham Earnings per Share Laba dasar dan dilusian per saham pada tahun 2025 Earnings per share, both basic and diluted, in 2025 was adalah sebesar Rp810, lebih rendah 3% dibandingkan Rp810, 3% lower compared to Rp837 in 2024. tahun 2024, yaitu Rp837. ASTRA Laporan Tahunan 2025 Annual Report 317
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Tinjauan Bisnis Business Review
Berikut ini adalah pembahasan kinerja keuangan Grup The following is a discussion of the Group’s financial
berdasarkan aktivitas bisnis untuk pada tahun 2025. performance by business activity in 2025.
Laba bersih yang diatribusikan kepada pemegang saham Net income attributable to Astra’s shareholders by
Astra berdasarkan divisi bisnis untuk periode dua tahun business division for the past two years is set out in the
terakhir disajikan pada tabel berikut: table below:
Laba Bersih berdasarkan Segmen (Rp miliar) Untuk tahun yang berakhir Perubahan
Net Income by Operating Segments (Rp billion) 31 Desember Change
For the years ended 31 December
2025 2024** %
Otomotif & Mobilitas | Automotive & Mobility 11,365 11,401 0%
Jasa Keuangan | Financial Services 8,952 8,200 9%
Alat Berat, Pertambangan, Konstruksi, dan Energi | Heavy Equipment,
Mining, Construction, and Energy 9,095 11,995 -24%
Agribisnis | Agribusiness 1,172 914 28%
Infrastruktur | Infrastructure 1,258 1,013 24%
Teknologi Informasi | Information Technology 208 156 33%
Properti | Property 719 222 224%
Laba Bersih* | Net Income* 32,769 33,901 -3%
* Laba yang diatribusikan kepada pemilik entitas induk | Profit attributable to owners of the parent
** Laba bersih Jasa Keuangan 2024 telah disesuaikan kembali sehubungan dengan penerapan PSAK 117: Kontrak Asuransi | 2024 Financial Services net income was
restated following the implementation of PSAK 117: Insurance Contracts
Otomotif & Mobilitas Automotive & Mobility
Pada tahun 2025, pendapatan bersih dari usaha otomotif In 2025, net revenue from the Group’s automotive
dan mobilitas Grup mencapai Rp124,4 triliun, turun 8% businesses amounted to Rp124.4 trillion, a 8% decrease
dari Rp135,6 triliun pada tahun 2024. Pendapatan bersih from Rp135.6 trillion in 2024. Net revenue from the
dari otomotif memberikan kontribusi sebesar 39% Group’s automotive businesses contributed 39% of the
dari total pendapatan bersih Grup untuk tahun 2025 Group’s total net revenue in 2025 (2024: 41%).
(2024: 41%).
Laba bersih divisi otomotif & mobilitas Grup relatif The Group’s automotive & mobility division net profit
stabil sebesar Rp11,4 triliun, terutama didukung oleh remained stable at Rp11.4 trillion, primarily supported
kinerja bisnis sepeda motor dan komponen, meskipun by the performance of the motorcycle and components
volume penjualan mobil lebih rendah di tengah businesses, despite lower car sales volumes amidst a
lemahnya pasar nasional. weak national market.
Pada tahun 2025, penjualan mobil nasional mencapai In 2025, national car sales reached 804,000 units,
804.000 unit, turun 7% dibandingkan tahun 2024. down 7% compared to 2024. Astra’s car sales fell 15%
Penjualan mobil Astra menurun 15% menjadi to 409,000 units. Despite intensified competition,
409.000 unit. Meskipun persaingan semakin ketat, Astra Astra continued to lead the market with a market share
tetap memimpin pasar dengan pangsa pasar sebesar 51%. of 51%.
Penjualan sepeda motor nasional meningkat 1% The wholesale market for motorcycles increased 1% to
menjadi 6,4 juta unit pada tahun 2025. Penjualan Astra 6.4 million units in 2025. Astra Honda Motor’s domestic
Honda Motor di pasar domestik lebih tinggi 1% menjadi sales increased 1% to 5.0 million units, with a stable
5,0 juta unit, dengan pangsa pasar yang stabil di 78%. market share at 78%.
Bisnis komponen otomotif Grup yang dikelola Astra The Group’s automotive components business under
Otoparts mencatatkan peningkatan laba bersih sebesar Astra Otoparts reported an 18% increase in net income
18% dari Rp1,5 triliun menjadi Rp1,8 triliun, dengan from Rp1.5 trillion to Rp1.8 trillion, driven by higher
peningkatan kontribusi dari semua segmen. contributions across all segments.
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Bisnis solusi transportasi dan logistik Grup, PT Serasi The Group’s transportation and logistics solutions Autoraya mencatat jumlah unit kontrak meningkat 3% business, PT Serasi Autoraya, saw contract units rise 3% menjadi 28.400 unit. to 28,400 units. Bisnis mobil bekas Grup, OLXmobbi, mencatat penjualan The Group’s used car business, OLXmobbi, achieved 33.100 unit, meningkat 21% dibandingkan dengan sales of 33,100 units, up 21% compared to the tahun lalu. previous year. Jasa Keuangan Financial Services Bisnis jasa keuangan Grup mencatat pendapatan bersih The Group’s financial services business recorded net sebesar Rp33,3 triliun, naik 9% dari Rp30,4 triliun revenue of Rp33.3 trillion, up 9% from Rp30.4 trillion in pada tahun 2024. Pendapatan bersih dari bisnis jasa 2024. Net revenue from the financial services business keuangan memberikan kontribusi sebesar 10% terhadap contributed 10% to the Group’s net revenue in 2025 pendapatan bersih Grup pada tahun 2025 (2024: 9%). (2024: 9%). Laba bersih divisi jasa keuangan Grup lebih tinggi 9% Net income from the Group’s financial services dari Rp8,2 triliun menjadi Rp9,0 triliun pada tahun division increased 9% from Rp8.2 trillion to 2025. Hal ini terutama disebabkan oleh peningkatan Rp9.0 trillion in 2025. This was mainly due to kontribusi dari bisnis pembiayaan konsumen dengan higher contributions from consumer finance on nilai portofolio pembiayaan yang meningkat. larger portfolios. Kontribusi laba bersih dari perusahaan pembiayaan The net income contribution from the Group’s car- mobil Grup meningkat 3% dari Rp2,4 triliun menjadi focused finance companies increased by 3% from Rp2,5 triliun dan kontribusi laba bersih dari Federal Rp2.4 trillion to Rp2.5 trillion, while the net income International Finance yang fokus pada pembiayaan contribution from the Group’s motorcycle-focused sepeda motor meningkat 5% dari Rp4,4 triliun menjadi finance company, Federal International Finance, Rp4,7 triliun. Secara keseluruhan, bisnis pembiayaan increased by 5% from Rp4.4 trillion to Rp4.7 trillion. konsumen Grup mengalami peningkatan nilai The Group’s consumer finance businesses saw a 5% pembiayaan sebesar 5% menjadi Rp112,3 triliun. increase in new amounts financed to Rp112.3 trillion. Kontribusi laba bersih dari unit usaha pembiayaan alat The net income contribution from the Group’s heavy berat Grup naik sebesar 5% dari Rp213 miliar menjadi equipment-focused finance operations increased by Rp223 miliar. Total pembiayaan naik 11% menjadi 5% from Rp213 billion to Rp223 billion. The amount Rp13,9 triliun. financed increased by 11% to Rp13.9 trillion. Asuransi Astra Buana, perusahaan asuransi umum General insurance company Asuransi Astra Grup, mencatat peningkatan laba bersih sebesar Buana reported an 9% increase in net income 9% dari Rp1,5 triliun menjadi Rp1,6 triliun, terutama from Rp1.5 trillion to Rp1.6 trillion, mainly due disebabkan oleh peningkatan pendapatan underwriting to higher underwriting income and investment dan hasil investasi. Perusahaan asuransi jiwa Grup, income. The Group’s life insurance company, Asuransi Astra Life, mencatatkan peningkatan laba bersih Jiwa Astra, reported an increase in net income to menjadi Rp126 miliar. Rp126 billion. Alat Berat, Pertambangan, Konstruksi dan Energi Heavy Equipment, Mining, Construction, and Energy Divisi alat berat, pertambangan, konstruksi dan energi The heavy equipment, mining, construction and mencatat pendapatan bersih sebesar Rp130,8 triliun energy division recorded net revenue of Rp130.8 trillion pada tahun 2025, turun 2% dari Rp133,9 triliun pada in 2025, down 2% from Rp133.9 trillion in 2024. This tahun 2024. Jumlah ini merupakan 40% dari pendapatan represented 40% of the Group’s net revenue in 2025 bersih Grup untuk tahun 2025 (2024: 41%). (2024: 41%). Laba bersih Grup alat berat, pertambangan, konstruksi Net income from the Group’s heavy equipment, mining, dan energi menurun 24% dari Rp12,0 triliun menjadi construction and energy division decreased by 24% Rp9,1 triliun. Penurunan kinerja dari bisnis jasa from Rp12.0 trillion to Rp9.1 trillion. Lower results in penambangan dan pertambangan batu bara diimbangi mining services and coal mining were partly offset by sebagian oleh bisnis pertambangan emas. strong performance in gold mining. ASTRA Laporan Tahunan 2025 Annual Report 319
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Pada bisnis mesin konstruksi, penjualan alat berat In the construction machinery business, Komatsu
Komatsu naik 2% menjadi 4.500 unit, didorong heavy equipment sales increased 2% to 4,500 units.
oleh peningkatan permintaan dari semua sektor. Pamapersada Nusantara, which provides mining
Pamapersada Nusantara, yang memberikan jasa contracting services to mine concession owners
penambangan kepada pemilik tambang di Indonesia, in Indonesia, recorded 10% lower overburden
mencatatkan pengupasan lapisan tanah yang lebih removal at 1.1 billion bank cubic metres, due to heavy
rendah 10% menjadi 1,1 miliar bank cubic metres, rainfall in the first half of 2025 and reduced stripping
disebabkan oleh curah hujan yang lebih tinggi serta ratios for some customer contracts.
penurunan stripping ratio sebagian kontrak pelanggan.
Anak perusahaan UT di bidang pertambangan batu bara UT’s coal mining subsidiaries recorded own coal
melaporkan penjualan batu bara dari tambang miliknya sales volume of 11.6 million tonnes, including
sebesar 11,6 juta ton (termasuk 3,7 juta ton batu bara 3.7 million tonnes of metallurgical coal. Total coal
metalurgi). Total penjualan batu bara, termasuk dari sales volume including third party coal increased
pihak ketiga, meningkat 9% menjadi 14,3 juta ton, 9% to 14.3 million tonnes but revenue declined
namun pendapatan menurun disebabkan oleh harga due to lower coal prices. UT’s gold mining business
batu bara yang lebih rendah. Bisnis pertambangan emas reported 2% lower gold sales at 227,000 oz but
UT melaporkan penurunan penjualan emas sebesar 2% benefitted from higher gold prices.
menjadi 227.000 ons namun diuntungkan oleh harga
emas yang lebih tinggi.
Bisnis pertambangan nikel UT terdiri dari PT Stargate UT's nickel businesses comprise majority-owned
Pasific Resources (“SPR”), yang mayoritas sahamnya Stargate Pasific Resources (“SPR”), and 20.01%-owned
dimiliki oleh UT, serta Nickel Industries Limited (“NIC”) Nickel Industries Limited (“NIC”). UT recognised equity
yang 20,01% dimiliki oleh UT. Sehubungan dengan income from NIC for the 12-months period in arrears
perbedaan waktu rilis kinerja NIC, UT membukukan based on NIC’s results from the last quarter of 2024
bagian laba bersih NIC untuk periode 12 bulan up to the first 9 months of 2025.
berdasarkan rilis kinerja NIC sejak kuartal akhir 2024
sampai dengan 9 bulan pertama tahun 2025.
Agribisnis Agribusiness
Divisi agribisnis mencatat peningkatan pendapatan The Group’s agribusiness division reported 31% higher
bersih sebesar 31% dari Rp21,8 triliun menjadi net revenue from Rp21.8 trillion to Rp28.7 trillion. The
Rp28,7 triliun. Divisi agribisnis menyumbangkan 9% agribusiness division accounted for 9% of the Group’s
terhadap pendapatan bersih Grup pada tahun 2025 net revenue in 2025 (2024: 7%).
(2024: 7%).
Laba bersih dari bisnis ini tercatat meningkat 28% dari Net income from this business increased by 28% from
Rp914 miliar menjadi Rp1,2 triliun, dengan volume Rp914 billion to Rp1.2 trillion, with a 13% increase in
penjualan CPO dan produk turunannya lebih tinggi 13% sales volumes of CPO and its derivative products to
menjadi 1,8 juta ton, didukung oleh harga CPO yang 1.8 million tonnes, supported by higher CPO prices.
lebih tinggi.
Infrastruktur Infrastructure
Pendapatan bersih dari bisnis infrastruktur Grup Net revenue from the Group’s infrastructure businesses
mencapai Rp3,2 triliun, naik 1% dari Rp3,1 triliun pada amounted to Rp3.2 trillion, a 1% increase from
tahun 2024. Segmen ini berkontribusi sebesar 1% Rp3.1 trillion in 2024. This segment accounted for 1% of
terhadap pendapatan bersih Grup pada tahun 2025 the Group’s net revenue in 2025 and 2024.
dan 2024.
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Segmen infrastruktur Grup mencatat peningkatan laba The Group’s infrastructure division reported a 24% bersih sebesar 24% dari Rp1,0 triliun pada tahun 2024 increase in net income from Rp1.0 trillion in 2024 to menjadi Rp1,3 triliun. Rp1.3 trillion. Grup memiliki konsesi 396km jalan tol yang telah The Group has interests in 396km of operational toll beroperasi di sepanjang jalan tol Trans Jawa dan lingkar roads along the Trans-Java network and in the Jakarta luar Jakarta. Pendapatan jalan tol harian tercatat Outer Ring Road. Daily toll revenue increased by 8% meningkat sebesar 8% pada tahun 2025. in 2025. Teknologi Informasi Information Technology Pendapatan bersih dari teknologi informasi menurun Net revenue from the Group’s information technology 12% dari Rp2,4 triliun menjadi Rp2,1 triliun pada decreased by 12% from Rp2.4 trillion to Rp2.1 trillion tahun 2025. Bisnis teknologi informasi memberikan in 2025. The information technology businesses kontribusi sebesar 1% terhadap pendapatan bersih contributed 1% of the Group’s net revenue in 2025 Grup pada tahun 2025 dan 2024. and 2024. Laba bersih divisi teknologi informasi Grup Net income from the Group’s information technology mencatat peningkatan 33% dari Rp156 miliar menjadi division increased by 33% from Rp156 billion to Rp208 miliar pada tahun 2025, terutama disebabkan Rp208 billion in 2025, mainly due to higher revenue oleh pendapatan yang lebih tinggi dari bisnis solusi from its information technology solutions business and teknologi informasi serta peningkatan marjin usaha. improved operating margin. Properti Property Pendapatan bersih dari segmen properti Grup Net revenue from the Group’s property segment menurun 20% dari Rp1,2 triliun menjadi Rp947 miliar decreased by 20% from Rp1.2 trillion to Rp947 billion pada tahun 2025. Segmen bisnis ini menyumbangkan in 2025. This segment accounted for less than 1% of kurang dari 1% terhadap pendapatan bersih Grup pada the Group’s net revenue both in 2025 and 2024. The tahun 2025 dan 2024. Divisi properti Grup melaporkan Group’s property division reported an increase in net peningkatan laba bersih sebesar Rp222 miliar menjadi income from Rp222 billion to Rp179 billion in 2025, Rp719 miliar pada tahun 2025, yang disebabkan oleh driven by contribution from its newly acquired industrial pengakuan goodwill negatif dari akuisisi PT Mega warehouse assets, PT Mega Manunggal Property Tbk Manunggal Property Tbk dan aset-aset gudang industri and the recognition of negative goodwill from yang baru diakuisisi. this acquisition. Arus Kas Konsolidasian Consolidated Cash Flows Secara umum, Grup mampu mempertahankan arus kas Overall, the Group was able to maintain solid cash yang solid di tengah kondisi bisnis yang menantang, flow amid challenging business conditions, while dengan tetap menjaga disiplin operasional dan efisiensi continuing to uphold operational discipline and di seluruh divisi bisnis. Pada saat yang sama, Grup terus efficiency across its business divisions. At the same melanjutkan inisiatif strategis melalui investasi yang time, the Group advanced its strategic initiatives selektif guna mendukung pertumbuhan jangka panjang through selective investments to support sustainable yang berkelanjutan. long-term growth. Arus Kas Bersih dari Aktivitas Operasi Net Cash Flows from Operating Activities Arus kas bersih yang diperoleh dari aktivitas operasi Net cash flows from operating activities in 2025 were pada tahun 2025 adalah Rp44,7 triliun, relatif stabil Rp44.7 trillion, relatively stable compared to the dibandingkan tahun sebelumnya di tengah kondisi previous year amid challenging operating conditions in operasional beberapa bisnis Grup yang menantang. several of the Group’s businesses. ASTRA Laporan Tahunan 2025 Annual Report 321
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Arus Kas Bersih dari Aktivitas Investasi Net Cash Flows from Investing Activities
Arus kas bersih yang digunakan untuk aktivitas investasi Net cash flows used in investing activities in 2025
tahun 2025 adalah Rp21,3 triliun, dibandingkan dengan were Rp21.3 trillion, compared with Rp13.0 trillion in
Rp13,0 triliun pada tahun 2024. Hal ini terutama 2024. This was primarily driven by higher investment,
disebabkan oleh peningkatan investasi, disertai accompanied by relatively stable capital expenditure
belanja modal yang relatif stabil dibandingkan tahun compared to the previous year. The increase in
sebelumnya. Peningkatan investasi tersebut berkaitan investment was related to the Group’s various strategic
dengan berbagai inisiatif strategis Grup sepanjang initiatives throughout 2025, among others in modern
tahun 2025, antara lain pada bisnis pergudangan modern warehousing businesses and healthcare.
dan layanan kesehatan.
Arus Kas Bersih dari Aktivitas Pendanaan Net Cash Flows from Financing Activities
Arus kas bersih yang digunakan untuk aktivitas Net cash flows used in financing activities in 2025
pendanaan pada tahun 2025 adalah Rp19,7 triliun, were Rp19.7 trillion, a decrease from Rp25.0 trillion
menurun dari Rp25,0 triliun pada tahun 2024, in 2024, mainly due to lower dividend payments
terutama disebabkan oleh pembayaran dividen yang compared to the previous year.
lebih rendah dibandingkan tahun lalu.
Posisi Kas Cash Position
Pada akhir tahun 2025, posisi kas Grup adalah At the end of 2025, the balance of the Group’s
Rp52,6 triliun (2024: Rp48,4 triliun). cash and cash equivalents was Rp52.6 trillion
(2024: Rp48.4 trillion).
Kemampuan Membayar Utang Capacity to Pay Debts
Likuiditas Liquidity
Grup mempertahankan likuiditas yang sehat secara The Group consistently maintains sound liquidity
konsisten dan memiliki jumlah aset yang memadai levels and had sufficient assets to cover its liabilities
untuk memenuhi semua liabilitas sepanjang 2025. throughout 2025. Liquidity level as measured by the
Tingkat likuiditas Grup, yang terlihat dari rasio lancar, Group’s current ratio was lower at 1.2 times, compared
turun menjadi 1,2 kali dibandingkan dengan tahun to 1.4 times in 2024.
2024, yaitu 1,4 kali.
Solvabilitas Solvency
Pada 2025, Grup mampu menjaga posisi keuangan yang In 2025, the Group was able to maintain a strong
kuat untuk memenuhi seluruh kewajiban pinjaman. financial position to cover all its debt obligations. The
Gearing ratio Grup termasuk jasa keuangan pada Group’s gearing ratio including financial services at the
tahun 2025 adalah 0,20, dibandingkan dengan 0,19 end of 2025 was 0.20, compared with 0.19 at the end
pada akhir tahun 2024. of 2024.
Kolektibilitas Piutang Collectability of Receivables
Grup mencatat rata-rata periode penagihan piutang Group recorded a relatively stable average of
usaha tahun 2025 dan 2024 relatif stabil, yaitu receivable days in 2025 and 2024, which was 31 days.
31 hari. Grup secara konsisten menerapkan kebijakan The Group consistently applies a robust account
piutang usaha yang cermat, dengan didukung oleh receivables policy, which is supported by periodic
proses pemantauan secara berkala terhadap kualitas reviews of credit quality and customers’ ability to meet
kredit dan kemampuan pelanggan untuk memenuhi their obligations.
kewajiban mereka.
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Struktur Modal, Kebijakan Struktur Capital Structure, Capital Policy Modal dan Kebijakan Keuangan and Treasury Policy Kebijakan Struktur Modal Capital Structure Policy Secara keseluruhan, kebijakan pendanaan Grup disusun Overall, the Group’s funding policy is designed untuk memastikan adanya keseimbangan antara ekuitas to keep an appropriate balance between equity dan utang, baik jangka pendek maupun jangka panjang, and debt, both short and long-term, to give agar memberikan keleluasaan dalam pengembangan flexibility to develop the business. The Group bisnis. Grup secara rutin menelaah dan mengelola regularly reviews its capital structure to ensure it is struktur permodalan untuk memastikan struktur modal appropriate, taking into consideration future capital dan hasil pengembalian ke pemegang saham yang requirements and capital efficiency of the Group, optimal, dengan mempertimbangkan kebutuhan modal prevailing and projected profitability, projected masa depan dan efisiensi modal Grup, profitabilitas saat operating cash flows, projected capital expenditure, ini dan yang akan datang, proyeksi arus kas operasi, and projected strategic investment opportunities. proyeksi belanja modal dan proyeksi peluang investasi In order to maintain or adjust the capital structure, yang strategis. Dalam rangka mempertahankan atau the Group may adjust the amount of dividend menyesuaikan struktur modal, Grup dapat menyesuaikan paid to shareholders, issue new shares or sell assets jumlah dividen yang dibayarkan kepada para pemegang to reduce debt. saham, mengeluarkan saham baru atau menjual aset untuk mengurangi utang. Struktur Modal Capital Structure Grup memonitor modal berdasarkan rasio gearing The Group monitors capital on the basis of konsolidasian. Rasio gearing dihitung dengan membagi the Group’s gearing ratio. The gearing ratio is utang bersih dengan total ekuitas. Grup tidak memiliki calculated as net debt divided by total equity. kebijakan yang ditetapkan untuk rasio utang bersih The Group does not have a defined consolidated terhadap ekuitas secara konsolidasi. Grup juga secara net debt to equity policy. The Group separately terpisah memonitor utang bersih konsolidasian dari monitors the gearing of non-financial services perusahaan non-jasa keuangan dan perusahaan jasa companies and gearing of financial services companies keuangan menimbang perusahaan jasa keuangan given that the Group’s financial services companies beroperasi dengan tingkat leverage yang tinggi operate with higher levels of leverage than the Group’s dibandingkan dengan perusahaan non-jasa keuangan. non-financial services companies. Kas bersih, tidak termasuk anak perusahaan jasa Net cash at 31 December 2025, excluding the Group's keuangan Grup, mencapai Rp7,2 triliun pada financial services subsidiaries, was Rp7.2 trillion, 31 Desember 2025, dibandingkan Rp8,0 triliun pada compared to Rp8.0 trillion at 31 December 2024. Net akhir tahun 2024. Utang bersih anak perusahaan jasa debt within the Group's financial services subsidiaries keuangan Grup mencapai Rp64,9 triliun, dibandingkan grew to Rp64.9 trillion at 31 December 2025, from dengan Rp60,2 triliun pada 31 Desember 2024, didorong Rp60.2 trillion at the end of 2024, driven by growth in oleh pertumbuhan bisnis pembiayaan konsumen. the group’s consumer finance businesses. Kebijakan Keuangan Treasury Policy Kegiatan bisnis Grup menghadapi berbagai macam The Group’s business activities are exposed to various risiko: risiko pasar (termasuk risiko nilai tukar mata risks: market risk (including foreign exchange risk, uang asing, risiko tingkat bunga dan risiko harga), interest rate risk and price risk), credit risk and liquidity risiko kredit serta risiko likuiditas. Kebijakan keuangan risk. The Group’s treasury policies are designed to Grup dirancang untuk mengurangi dampak keuangan mitigate the financial impact of fluctuations in interest dari fluktuasi tingkat suku bunga dan nilai tukar serta rates and exchange rates and to minimize potential meminimalisir potensi kerugian yang dapat berdampak adverse effects on the Group's financial position. pada posisi keuangan Grup. ASTRA Laporan Tahunan 2025 Annual Report 323
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Grup mengelola risiko keuangan dengan menggunakan The Group manages its exposure to financial risk
berbagai instrumen. Tujuan utamanya adalah untuk using a variety of instruments. The main objectives
membatasi risiko yang timbul dari valuta asing dan are to limit foreign exchange and interest rate risks
tingkat suku bunga agar dapat memberikan tingkat and to provide a degree of certainty related to costs.
kepastian biaya. Dana yang dimiliki Grup dikelola untuk The investment of the Group’s cash resources is managed
meminimalisir risiko dan meningkatkan imbal hasil. so as to minimize risk while seeking to enhance yield.
Informasi lebih lanjut mengenai manajemen risiko Further information on financial risk management
keuangan dapat dilihat pada Catatan 34 atas Laporan is contained within the Notes of the Consolidated
Keuangan Konsolidasian. Financial Statements under Note 34.
Komitmen Belanja Barang Modal Capital Expenditure Commitments
Per tanggal 31 Desember 2025, Grup telah memiliki As of 31 December 2025, the Group had entered into
komitmen untuk belanja barang modal sejumlah commitments for capital expenditure of Rp1.4 trillion.
Rp1,4 triliun. Sumber pendanaan untuk transaksi Funding sources for these commitments will be through
tersebut berasal dari sumber internal dan pendanaan internal and external funding. Further information on
eksternal. Informasi lebih lanjut mengenai komitmen significant capital commitments are contained within
yang signifikan dapat dilihat pada Catatan 36 atas the Notes of the Consolidated Financial Statements
Laporan Keuangan Konsolidasian. under Note 36.
Realisasi Belanja Barang Modal Realization of Capital Expenditure
dan Investasi and Investments
Pada tahun 2025, Grup mencatat belanja modal In 2025, the Group reported capital expenditure of
sebesar Rp18,5 triliun, yang sebagian besar Rp18.5 trillion, the majority of which was allocated
dialokasikan untuk pembelian aset tetap guna for the purchase of fixed assets to support the
mendukung bisnis alat berat, pertambangan, heavy equipment, mining, construction, and energy
konstruksi dan energi. Sementara itu, realisasi investasi businesses. Meanwhile, the realization of investments
selama tahun tersebut mencapai Rp13,2 triliun, during the year was Rp13.2 trillion, excluding
tidak termasuk investasi efek-efek dari perusahaan investments in marketable securities in the Group's
asuransi Grup. insurance companies.
Peristiwa Setelah Periode Pelaporan Subsequent Events
Pada bulan Januari 2026, Astra telah menyelesaikan In January 2026, Astra completed an initial Rp2 trillion
program share buyback dengan nilai Rp2 triliun. share buyback program. Subsequently, Astra
Selanjutnya, Astra melakukan program share conducted a further share buyback program, which
buyback lanjutan, yang telah diselesaikan pada was completed on 25 February 2026 with a total
25 Februari 2026, dengan nilai keseluruhan value of Rp685 billion. Under these programs, the
Rp685 miliar. Pada program tersebut, saham telah shares have been repurchased in accordance with
dibeli kembali sesuai dengan peraturan Otoritas Jasa the Financial Services Authority regulation related
Keuangan terkait pembelian kembali saham dalam to share buybacks under significantly fluctuating
kondisi pasar yang berfluktuasi secara signifikan. market conditions.
Program-program ini mencerminkan keyakinan manajemen These programs reflect management’s confidence
terhadap prospek Grup dan kemampuannya dalam in the Group’s prospects and ability to generate
menghasilkan arus kas yang berkelanjutan, serta sustainable cash flow, as well as supporting
mendukung pemerintah dalam menjaga stabilitas the government in maintaining stability of the
pasar modal. capital market.
324 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Pada bulan Februari 2026, Grup menyelesaikan 100% In February 2026, the Group completed the 100% akuisisi PT Arafura Surya Alam, perusahaan tambang acquisition of PT Arafura Surya Alam, a gold mining emas yang berlokasi di Sulawesi Utara. company located in North Sulawesi. Prospek 2026 2026 Prospect Ke depan, meskipun beberapa bisnis kami diperkirakan Looking ahead, while some of our businesses masih akan menghadapi tantangan, kami mengantisipasi are expected to continue facing challenges, adanya perbaikan secara bertahap dalam sentimen we anticipate a gradual improvement in overall konsumen secara keseluruhan. Didukung oleh consumer sentiment. Supported by its diversified portofolio yang terdiversifikasi serta posisi pasar yang portfolio and strong market positions across key kuat di berbagai sektor utama, Astra berada dalam sectors, Astra is well positioned to navigate evolving posisi yang baik untuk menghadapi dinamika pasar yang market dynamics. terus berkembang. Grup akan terus memprioritaskan keunggulan The Group will continue to prioritise operational operasional, pengelolaan risiko yang pruden, serta excellence, prudent risk management, and alokasi modal yang disiplin. Dengan didukung oleh disciplined capital allocation. Backed by a strong neraca keuangan yang kuat dan ketahanan finansial balance sheet and solid financial resilience, yang solid, Astra tetap berkomitmen untuk menciptakan Astra remains committed to delivering sustainable long- nilai jangka panjang yang berkelanjutan bagi seluruh term value for all stakeholders. pemangku kepentingan. Strategi Pemasaran dan Penjualan Sales and Marketing Strategy Pembahasan lebih lanjut terkait aspek pemasaran More detailed discussions related to the marketing dan penjualan produk dan jasa layanan disajikan and sales of products and services are provided secara terpisah pada laporan Tinjauan Bisnis dalam separately in the Business Review reports in this Laporan Tahunan ini. Annual Report. Dividen Dividends Kebijakan Dividen Dividend Policy Perseroan secara konsisten mendistribusikan kepada The Company has consistently distributed to its pemegang saham dividen tunai dari laba bersih shareholders cash dividends from net income after tax. setelah pajak. Perseroan tidak menerapkan kebijakan The Company does not apply a defined dividend payout pembayaran dividen tertentu dan dividen yang policy, and the amount of dividends paid out takes dibagikan mempertimbangkan kondisi keuangan, into consideration the financial condition, profitability, profitabilitas dan kebutuhan kas untuk menunjang and cash requirements for business operations kegiatan operasional dan investasi. and investment. Manajemen Perseroan akan mengajukan usulan jumlah The Company’s management proposes the amount of dividen untuk mendapatkan persetujuan RUPS Tahunan. dividends to be approved by the Annual GMS. Provided Dengan ketentuan bahwa posisi keuangan Perseroan that the Company’s financial position allows, and the memungkinkan dan Dewan Komisaris menyetujui, maka Board of Commissioners approves, the Company’s manajemen Perseroan dapat memutuskan pembagian management may exercise an interim dividend payout dividen interim sebagai bagian dari dividen tahunan as part of the final dividend to be determined in the yang akan ditetapkan pada RUPS Tahunan berikutnya. Annual GMS for the following year. ASTRA Laporan Tahunan 2025 Annual Report 325
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Pengajuan dan Pembayaran Dividen Dividend Proposal and Payout
Dividen final sebesar Rp292 per saham (2024: Rp308 A final dividend of Rp292 per share (2024: Rp308
per saham) akan diusulkan pada Rapat Umum Pemegang per share) will be proposed at the Annual General
Saham Tahunan Perseroan pada bulan April 2026. Meeting of Shareholders of the Company to be
Dividen final yang akan diusulkan tersebut, bersama held in April 2026. The proposed final dividend,
dengan dividen interim sebesar Rp98 per saham together with the interim dividend of Rp98 per share
(2024: Rp98 per saham) yang dibagikan pada bulan (2024: Rp98 per share) distributed in October 2025, will
Oktober 2025, akan menjadikan total dividen yang bring the total dividend for 2025 to Rp390 per share
diusulkan untuk tahun 2025 menjadi Rp390 per saham (2024: Rp406 per share), representing a dividend
(2024: Rp406 per saham), yang mencerminkan rasio payout ratio of 48%.
pembayaran dividen sebesar 48%.
Dividen 2025 2024
Dividends
Jenis Dividen | Type of Dividend Tunai | Cash Tunai | Cash
Jumlah Pembayaran Dividen (Rp triliun) | Total Dividend Paid Out (Rp trillion) 15.7 16.4
Dividen Interim (Rp triliun) | Interim Dividend (Rp trillion) 4.0 4.0
Dividen Tahunan (Rp triliun) | Final Dividend (Rp trillion) 11.7* 12.4
Jumlah Laba Bersih (Rp triliun) | Total Net Income (Rp trillion) 32.8 33.9
Rasio Dividen | Payout Ratio 48%* 48%
Jumlah Per Saham | Per Share amounts
Jumlah Dividen (Rp) | Total Dividend (Rp) 390 406
Dividen Interim (Rp) | Interim Dividend (Rp) 98 98
Dividen Tahunan (Rp) | Final Dividend (Rp) 292 308
Tanggal Pembayaran | Payment Date
Dividen Interim | Interim Dividend 31 Oktober 2025 31 Oktober 2024
| 31 October 2025 | 31 October 2024
Dividen Tahunan | Final Dividend Diusulkan dalam RUPST
23 April 2026 | Proposed in 8 Mei 2025 | 8 May 2025
AGMS 23 April 2026
* Bergantung pada jumlah saham beredar pada saat tanggal terakhir perdagangan dengan hak dividen | Depends on the number of shares outstanding on the last
trading date with dividend rights.
Kepemilikan Saham bagi Karyawan Employees Stock Ownership Program
(ESOP) (ESOP)
Pada tahun 2025, Grup tidak memiliki program opsi In 2025, the Group did not have any employees stock
saham karyawan. ownership program.
Realisasi Dana Hasil Penawaran Umum Realization of Public Offering Proceeds
Pada tahun 2025, Perseroan tidak melakukan penawaran In 2025, the Company did not conduct any public
umum. Namun, beberapa anak perusahaan Astra offering. However, several Astra subsidiaries have
memiliki obligasi yang diterbitkan melalui penawaran outstanding bonds issued through public offerings
umum di Indonesia. Kewajiban pelaporan terkait dengan in Indonesia. Reporting obligations related to the use
penggunaan dana hasil penawaran umum dilaksanakan of proceeds are made by the respective companies as
oleh masing-masing perusahaan terkait, sesuai dengan required by the relevant regulating authorities.
ketentuan yang ditetapkan oleh pihak regulator.
326 Analisis dan Pembahasan Manajemen Management Discussion and Analysis
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Investasi, Ekspansi dan Divestasi Investment, Expansion and Divestment
• Grup menjalin kemitraan dengan Toyota, di mana • The Group entered into a partnership with Toyota,
Toyota Motor Asia (Singapore) Pte. Ltd. (“TMA”) where Toyota Motor Asia (Singapore) Pte. Ltd.
mengakuisisi 40% kepemilikan di PT Astra Digital (“TMA”) acquired a 40% stake in PT Astra Digital
Mobil (“ADMO”). ADMO merupakan pemilik Mobil (“ADMO”). ADMO owns OLXmobbi, a leading
OLXmobbi, bisnis mobil bekas berbasis online- online-to-offline used car business. The partnership
to-offline terkemuka. Kemitraan dengan TMA with TMA enables further access to high-quality
memungkinkan akses pelanggan yang lebih luas di vehicles, financing, insurance and aftersales for
seluruh Indonesia terhadap kendaraan berkualitas customers across Indonesia.
tinggi, pembiayaan, asuransi, serta layanan purnajual.
• Grup mengakuisisi 83,67% saham PT Mega • The Group acquired an 83.67% stake in PT Mega
Manunggal Property Tbk (”MMP”), perusahaan Manunggal Property Tbk (“MMP”), an industrial and
pengembang properti industri dan logistik yang logistics property developer listed on the Indonesia
tercatat di Bursa Efek Indonesia. Grup kemudian Stock Exchange. The Group increased its interest to
meningkatkan kepemilikannya menjadi 91,44% pada 91.44% in December, following the completion of a
bulan Desember, setelah penyelesaian penawaran mandatory tender offer.
tender wajib.
• Grup meningkatkan kepemilikannya di PT Polinasi • The Group increased its ownership in PT Polinasi Iddea
Iddea Investama ("Halodoc") dari 21,0% menjadi Investama ("Halodoc") from 21.0% to 31.3%. Halodoc
31,3%. Halodoc merupakan platform layanan is the leading healthcare platform in Indonesia.
kesehatan terkemuka di Indonesia. Selanjutnya, Grup In addition, the Group increased its ownership in
meningkatkan kepemilikannya di PT Medikaloka PT Medikaloka Hermina Tbk (“Hermina”) from 7.39%
Hermina Tbk (“Hermina”) dari 7,39% di tahun 2024 in 2024 to 20.2%. Hermina is one of Indonesia’s
menjadi 20,2%. Hermina merupakan salah satu largest private hospital networks.
jaringan rumah sakit swasta terbesar di Indonesia.
Transaksi Pihak Berelasi Related Party Transactions
(Transaksi Afiliasi) (Affiliated Transactions)
Guna memastikan transaksi pihak berelasi (transaksi In order to ensure related party transactions (affiliated
afiliasi) Perseroan dijalankan secara wajar dan sesuai transactions) of the Company are conducted fairly and
dengan praktik bisnis yang berlaku umum (arms in line with common business practice (arms length), the
length), Perseroan mengacu pada Peraturan OJK No. 42/ Company refers to OJK Regulation No. 42/POJK.04/2020
POJK.04/2020 tentang Transaksi Afiliasi dan Benturan on the Affiliated Transaction and Conflict of Interest
Kepentingan (“POJK 42”), Anggaran Dasar Perseroan, (“POJK 42”), the Company’s Articles of Association,
dan PSAK 224 tentang "Pengungkapan Pihak-pihak and PSAK 224 regarding "Related Party Disclosures".
yang Berelasi." Selain itu, Perseroan juga mengacu pada In addition, the Company also refers to the internal
prosedur internal, yang antara lain melibatkan Dewan procedures, which among others involve the Board of
Komisaris dan/atau Komite Audit Perseroan terkait Commissioners and/ or Audit Committee of the Company
transaksi afiliasi tertentu. related to certain affiliated transactions.
ASTRA Laporan Tahunan 2025 Annual Report 327
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Atas transaksi afiliasi yang dilakukan sepanjang tahun For affiliated transactions carried out throughout 2025
2025, sesuai dengan POJK 42, Perseroan telah: in line with POJK 42, the Company has:
(i) melakukan keterbukaan informasi kepada (i) published public disclosure through the Company’s
masyarakat melalui situs web Perseroan dan website and Indonesia Stock Exchange’s website
situs web Bursa Efek Indonesia (yang salinannya (the copy of which has been reported to OJK); or
disampaikan ke OJK); atau
(ii) melaporkan kepada OJK; atau (ii) report to OJK; or
(iii) mengungkapkan dalam Catatan 32 Laporan (iii) disclosed in Note 32 section of the Consolidated
Keuangan Konsolidasian Perseroan. Financial Statements of the Company.
Transaksi Material yang Material Transactions
Mengandung Benturan Kepentingan with Conflicts of Interests
Pada tahun 2025, tidak terdapat transaksi yang bersifat In 2025, there were no material transactions with
material dan mengandung Benturan Kepentingan di Conflicts of Interests within the Company.
lingkungan Perusahaan.
Perubahan Peraturan Perundangan Changes in Law and Regulations
Pada tahun 2025, tidak terdapat perubahan peraturan In 2025, there were no changes in law or regulations
perundangan yang mempunyai dampak signifikan that have had a significant impact on the Group.
terhadap Grup.
Perubahan Kebijakan dan Changes in Accounting Standards
Standar Akuntansi and Policies
Penerapan standar akuntansi baru dan revisi yang The adoption of the new and revised accounting
berlaku efektif pada tahun 2025 tidak menimbulkan standards that were effective from 2025 did not
dampak yang material terhadap laporan keuangan have a material impact on the Group’s consolidated
konsolidasian Grup. financial statements.
Informasi lebih lanjut tentang penerapan standar Further information on the adoption of new and revised
akuntansi baru dan revisi, serta perubahan kebijakan accounting standards, and changes in accounting policy
akuntansi dapat dilihat pada Catatan 2 atas Laporan is contained within the Notes of the Consolidated
Keuangan Konsolidasian. Financial Statements under Note 2.
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ASTRA Laporan Tahunan 2025 Annual Report 329
Page 332
Tata Kelola
Perusahaan
Good Corporate Governance
Struktur Corporate Governance
Astra
333 Astra’s Corporate Governance Structure
Rapat Umum Pemegang Saham
334 General Meeting of Shareholders
Dewan Komisaris
343 Board of Commissioners
Direksi
351 Board of Directors
Penilaian Kinerja
Dewan Komisaris dan Direksi
Performance Evaluation of the Board
357 of Commissioners and Board of Directors
330
Page 333
Opsi Saham dan Kepemilikan Sistem Pelaporan Pelanggaran
Saham Dewan Komisaris dan Kepatuhan Hukum
dan Direksi Whistleblowing System
Stock Option and Board of 403 and Legal Compliance
Commissioners and Board of Directors
361 Share Ownership Kode Etik, Kebijakan Anti-Fraud
dan Antikorupsi
Komite-Komite Dewan Komisaris Code of Conduct, Anti-Fraud
362 Board of Commissioners’ Committees 404 and Anti-Corruption Policy
Sekretaris Perusahaan Implementasi Rekomendasi OJK
376 Corporate Secretary mengenai Pedoman Tata Kelola
Perusahaan Terbuka
Hubungan Investor Implementation of OJK Recommendations
379 Investor Relations on Corporate Governance Guideline
407 for Public Companies
Komunikasi Perusahaan
381 Corporate Communications
Sistem Pengendalian Internal
388 Internal Control System
Grup Internal Audit (GIA)
389 Group Internal Audit (GIA)
Manajemen Risiko
393 Risk Management
Auditor Eksternal
401 External Auditor
Budaya Perusahaan
402 Corporate Culture
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Penerapan tata kelola perusahaan yang efektif Effective corporate governance implementation
merupakan salah satu aspek fundamental bagi Astra is one of the fundamental aspects for Astra in
dalam menavigasi berbagai dinamika, perubahan navigating various dynamics, changes and challenges
dan tantangan agar Astra dapat terus tumbuh to ensure Astra can continue to grow sustainably
secara berkelanjutan dan memberikan manfaat and provide benefits to its shareholders, community
kepada para pemegang saham, masyarakat serta and stakeholders.
pemangku kepentingannya.
Komitmen terhadap penerapan praktik tata kelola The commitment to implementing good corporate
perusahaan yang baik tercermin dalam strategi governance practices is reflected in the Company's
Perseroan, yaitu Triple-P Roadmap (Portfolio Roadmap, strategy, namely the Triple-P Roadmap (Portfolio
People Roadmap, dan Public Contribution Roadmap), Roadmap, People Roadmap, and Public Contribution
yang telah diperkuat dengan integrasi Astra 2030 Roadmap), which has been reinforced by the integration
Sustainability Aspirations, dimana Astra Good of Astra 2030 Sustainability Aspirations, in which Astra
Corporate Governance (GCG) merupakan key enabler Good Corporate Governance (GCG) is the key enabler in
dalam menjalankan strategi tersebut. Astra GCG executing the strategy. Astra GCG is a guiding principle
merupakan panduan bagi insan Astra dalam bersikap for Astra employees to act and behave in an appropriate
dan berperilaku secara pantas, sesuai dengan filosofi manner, reflecting Astra’s philosophy, Catur Dharma.
Astra, Catur Dharma. Astra GCG mencakup kode etik, Astra GCG encompasses Code of Conduct, board
board charters, peraturan internal, kebijakan internal charters, internal regulations, internal policies and
dan prosedur standar operasi. standard operating procedures.
Kami senantiasa memperkuat praktik tata kelola We continuously improve governance practices of the
perusahaan untuk mendukung pengambilan Company to support better decision-making, better
keputusan yang lebih baik, kinerja yang lebih baik, dan performance and sustainable growth. Throughout 2025,
pertumbuhan berkelanjutan. Sepanjang tahun 2025, Astra implemented various initiatives to strengthen its
Astra melakukan berbagai inisiatif penguatan praktik corporate governance practices, including:
tata kelola perusahaan, antara lain:
a) Memperkuat pelaksanaan sosialisasi kode etik Astra a) Strengthening the implementation of Astra Code
(Astra Code of Conduct) melalui pengembangan of Conduct socialization through the development
platform e-learning yang dilengkapi dengan materi of an e-learning platform equipped with more
pembelajaran yang lebih interaktif dan meningkatkan interactive learning materials and improving
pemantauan terhadap tingkat pemahaman peserta awareness monitoring of the participants through
(awareness monitoring) melalui penyusunan the preparation of questionnaires that are more
kuesioner yang lebih relevan dengan kondisi terkini. relevant to current conditions.
b) Melakukan peninjauan dan penyempurnaan b) Reviewing and refining internal policies, such as
terhadap kebijakan internal, antara lain terkait policy related to authority limits.
batasan kewenangan.
c) Memperkuat kebijakan dan prosedur internal terkait c) Enhancing internal policies and procedures related
pelindungan data pribadi, serta melaksanakan to personal data protection, as well as implementing
awareness program melalui pelaksanaan Personal an awareness program through the Personal Data
Data Protection Conference; dan Protection Conference; and
d) Melakukan peningkatan kualitas pengungkapan d) Enhancing the quality of information disclosure in the
informasi dalam Laporan Tahunan Perseroan. Annual Report.
332 Tata Kelola Perusahaan Good Corporate Governance
Page 335
Struktur Corporate Governance Astra
Astra’s Corporate Governance Structure
General Meeting of Shareholders
Elect & Dismiss Directors and Commissioners
The Board of Commissioners (BOC) The Board of Directors (BOD)
Supervise & Advice BOD Manage the Company
Audit NRC Executive Corp Corp Corp
Committee Committee Committee Functions Operations Business
Oversight: Recommend to • Review Group’s • Group Audit
BOC/determine: (i) financial & & Risk Advisory
• Methodology
operational • Corporate
& Process • Nomination of
performance Secretary
of Financial Director and
and (ii) budget,
Reporting Commissioner • Corporate
strategy &
• Risk Management • Structures, Investor Relations
outlook
• Audit & Policies & • Other Functions
• Review Matters
Compliance Remuneration
requiring BOC’s
of Director and
approval &
Commissioner
other significant
matters
Sebagai perseroan terbatas yang didirikan berdasarkan As a limited liability company established under the laws
hukum negara Republik Indonesia, Perseroan memiliki of the Republic of Indonesia, the Company consists of
3 (tiga) organ perusahaan, yang terdiri dari: 3 (three) corporate bodies:
• Rapat Umum Pemegang Saham • General Meeting of Shareholders
• Dewan Komisaris • Board of Commissioners
• Direksi • Board of Directors
Setiap organ memiliki tugas dan wewenangnya masing- Each corporate body has distinct duties and
masing dan independen dalam menjalankan tugas dan authorities and operates independently according to
wewenangnya sesuai dengan Anggaran Dasar Perseroan the Company’s Articles of Association and applicable
dan peraturan perundangan yang berlaku. laws and regulations.
Rapat Umum Pemegang Saham, pada dasarnya, The General Meeting of Shareholders serves as a
merupakan wadah bagi para pemegang saham untuk forum for shareholders to elect members of the Board
menentukan anggota Direksi dan Dewan Komisaris of Directors and the Board of Commissioners, ratify
Perseroan, mengesahkan laporan keuangan tahunan, annual financial statements, approve the annual report,
menyetujui laporan tahunan, menetapkan penggunaan allocate net income, and approve changes to the Articles
laba bersih, serta menyetujui perubahan anggaran of Association or any restructuring of the Company.
dasar dan restrukturisasi Perseroan.
Dewan Komisaris menjalankan fungsi pengawasan, The Board of Commissioners is responsible for oversight,
sedangkan Direksi bertugas menjalankan while the Board of Directors manages the Company.
kepengurusan Perseroan.
ASTRA Laporan Tahunan 2025 Annual Report 333
Page 336
Rapat Umum Pemegang Saham
General Meeting of Shareholders
Rapat Umum Pemegang Saham (RUPS) Perseroan The General Meeting of Shareholders (GMS) has
memiliki wewenang yang tidak diberikan kepada authorities that are not assigned to the Board of
Dewan Komisaris dan Direksi, dengan batasan yang Commissioners or the Board of Directors, as specified in
ditentukan dalam peraturan perundang-undangan applicable laws, regulations, and the Company’s Articles
dan/atau Anggaran Dasar Perseroan. of Association.
Wewenang tersebut mencakup pengambilan keputusan These authorities include decision-making for the
terhadap hal-hal sebagai berikut: following matters:
• Persetujuan atas laporan tahunan dan pengesahan • Approval of annual report and ratification of the
laporan Dewan Komisaris serta laporan keuangan Board of Commissioners’ report and the Company’s
tahunan Perseroan; annual financial statements;
• Penggunaan laba bersih Perseroan; • Utilization of the Company’s net profit;
• Pengangkatan dan pemberhentian anggota Dewan • Appointment and dismissal of members of the Board
Komisaris dan Direksi, serta penetapan remunerasi of Commissioners and the Board of Directors as well
anggota Dewan Komisaris dan Direksi; as determination of the remuneration of members
of the Board of Commissioners and the Board
of Directors;
• Penggabungan, peleburan, atau pemisahan Perseroan; • Mergers, consolidations and spin off of the Company;
• Perubahan Anggaran Dasar Perseroan; dan/atau • Amendments to the Company’s Articles of Association;
and/or
• Rencana Perseroan untuk melakukan transaksi yang • The Company’s plan to carry out transactions
melebihi nilai tertentu dan/atau transaksi yang exceeding a certain threshold and/or conflict of
mengandung benturan kepentingan. interests’ transactions.
RUPS Perseroan terdiri dari RUPS Tahunan dan The Company’s GMS consists of the Annual GMS and the
RUPS Luar Biasa. RUPS Tahunan wajib diselenggarakan Extraordinary GMS. The Annual GMS must be held every
setiap tahun, paling lambat 6 (enam) bulan setelah year, no later than 6 (six) months after the closing of the
ditutupnya tahun buku atau sesuai dengan ketentuan Company’s fiscal year or in accordance with applicable
yang berlaku, sedangkan RUPS Luar Biasa dapat diadakan regulations. The Extraordinary GMS may be held at any
sewaktu-waktu berdasarkan kebutuhan Perseroan. time based on the Company’s needs.
Sesuai dengan peraturan Otoritas Jasa Keuangan Pursuant to Financial Services Authority (OJK)
(OJK), pemegang saham secara sendiri-sendiri atau regulations, the shareholders, whether individually
bersama-sama yang mewakili sekurang-kurangnya or jointly representing at least 1/10 of the total shares
1/10 dari jumlah seluruh saham Perseroan atau Dewan of the Company or the Board of Commissioners, may
Komisaris dapat meminta Direksi untuk memanggil request the Board of Directors to call and convene an
dan menyelenggarakan RUPS Luar Biasa. Permintaan Extraordinary GMS. The request must be made in writing
tersebut harus disampaikan secara tertulis kepada to the Board of Directors of the Company, setting out the
Direksi Perseroan dengan menyebutkan hal-hal yang matters to be discussed as well as the reasons thereof
ingin dibicarakan disertai alasannya dan memenuhi and must comply with other provisions as stipulated in
ketentuan-ketentuan lain sebagaimana disyaratkan the Articles of Association of the Company.
dalam Anggaran Dasar Perseroan.
Secara umum, RUPS Perseroan dapat dilangsungkan In general, the Company’s GMS can be held if it is
apabila dihadiri oleh pemegang saham yang mewakili attended by shareholders that represent more than half
lebih dari setengah bagian dari jumlah seluruh saham of the total shares issued by the Company. The GMS seeks
yang dikeluarkan oleh Perseroan. Semua keputusan to arrive at decisions based on consensus. In the event
RUPS diusahakan untuk diambil berdasarkan that a decision cannot be reached through consensus,
334 Tata Kelola Perusahaan Good Corporate Governance
Page 337
musyawarah untuk mufakat. Dalam hal keputusan decisions will be taken based on an affirmative vote
berdasarkan musyawarah untuk mufakat tidak tercapai, from more than 50% of the shares with voting rights
maka keputusan diambil berdasarkan suara setuju lebih present at the GMS.
dari 50% bagian dari seluruh saham dengan hak suara
yang hadir dalam RUPS.
Persyaratan kuorum dan pemungutan suara RUPS Different and more rigorous quorum and voting
yang berbeda dan lebih tinggi berlaku dalam hal requirements apply in the event that the GMS aims to
RUPS mengambil keputusan untuk menyetujui hal-hal make decisions on certain matters such as approving a
tertentu, seperti penggabungan dan/atau peleburan merger and/or consolidation of the Company. Provisions
Perseroan. Ketentuan mengenai hal-hal terkait RUPS regarding matters pertaining to the GMS are set out in
diatur dalam Anggaran Dasar Perseroan. the Company’s Articles of Association.
RUPS Tahunan 2025 2025 Annual GMS
Perseroan menyelenggarakan RUPS Tahunan 2025 pada The Company held its 2025 Annual GMS on 8 May 2025,
tanggal 8 Mei 2025 di Menara Astra, Jakarta Pusat, at Menara Astra, Central Jakarta, with 80.903% of
dengan tingkat kehadiran pemegang saham sebesar shareholders in attendance. In this GMS, the Company
80,903%. Dalam RUPS ini, Perseroan diwakili oleh was represented by the Board of Directors and the Board
Direksi dan Dewan Komisaris. RUPS dihadiri oleh seluruh of Commissioners. The GMS was attended by the entire
anggota Direksi Perseroan dan 8 (delapan) anggota Board of Directors and 8 (eight) members of the Board
Dewan Komisaris Perseroan. of Commissioners.
Pelaksanaan perhitungan suara pada RUPS Tahunan The counting of votes at the 2025 Annual GMS was
2025 dilakukan oleh pihak independen yang ditunjuk carried out by independent parties appointed by
oleh Perseroan, yaitu Notaris Aulia Taufani S.H. dan the Company, namely Notary Aulia Taufani S.H. and
PT Raya Saham Registra, sebagai Biro Administrasi PT Raya Saham Registra, as the Company’s share
Efek Perseroan. Keputusan RUPS Tahunan 2025 registrar. The resolutions from the 2025 Annual
dipublikasikan di situs web Perseroan, situs web BEI, GMS were announced on the Company's, IDX's, and
dan situs web KSEI tanggal 8 Mei 2025, sesuai dengan KSEI's website on 8 May 2025, in accordance with
ketentuan yang berlaku. applicable regulations.
RUPS Tahunan 2025 tersebut pada intinya memutuskan The 2025 Annual GMS primarily resolved the
hal-hal sebagai berikut: following matters:
Mata Acara Keputusan RUPS Tahunan 2025
Agenda 2025 Annual GMS Resolutions
Mata Acara Pertama Menyetujui dan menerima baik Laporan Tahunan untuk tahun buku 2024, termasuk mengesahkan
First Agenda Laporan Tugas Pengawasan Dewan Komisaris Perseroan, serta mengesahkan Laporan Keuangan
Konsolidasian Perseroan dan Entitas Anak untuk tahun buku 2024 yang telah diaudit oleh Kantor
Akuntan Publik Rintis, Jumadi, Rianto & Rekan sebagaimana dimuat dalam laporan mereka tanggal
27 Februari 2025 dengan pendapat wajar dalam semua hal yang material.
Dengan disetujuinya Laporan Tahunan dan disahkannya Laporan Tugas Pengawasan Dewan Komisaris
Perseroan dan Laporan Keuangan Konsolidasian Perseroan dan Entitas Anak tersebut, semua anggota
Dewan Komisaris dan Direksi Perseroan diberikan pelunasan dan pembebasan tanggung-jawab
sepenuhnya (acquit et decharge) atas tindakan pengawasan dan pengurusan yang mereka lakukan
selama tahun buku 2024, sejauh tindakan-tindakan tersebut tercermin dalam Laporan Tahunan dan
Laporan Keuangan Konsolidasian Perseroan dan Entitas Anak tahun buku 2024.
Approve and accept the Annual Report for financial year 2024, including ratify the Board of
Commissioners Supervision Report and ratify the Consolidated Financial Statements of the Company
and Subsidiaries for financial year 2024, which has been audited by the Public Accountant Firm Rintis,
Jumadi, Rianto & Rekan as stated in their report dated 27 February 2025 rendering the opinion of fairly
stated in all material respects.
With the approval of the Annual Report and the ratification of the Board of Commissioners Supervision
Report and the Consolidated Financial Statements of the Company and Subsidiaries, grant full
release and discharge (acquit et decharge) to all members of the Board of Commissioners and Board
of Directors of the Company for their respective supervision and management actions taken during
financial year 2024, to the extent those actions are reflected in the Annual Report and Consolidated
Financial Statements of the Company and Subsidiaries for financial year 2024.
ASTRA Laporan Tahunan 2025 Annual Report 335
Page 338
Mata Acara Keputusan RUPS Tahunan 2025
Agenda 2025 Annual GMS Resolutions
Mata Acara Kedua Menyetujui penggunaan laba bersih konsolidasian Perseroan untuk tahun buku yang berakhir pada
Second Agenda tanggal 31 Desember 2024 sebesar Rp34.050.817.178.504 sebagai berikut:
a. (1) sebesar Rp16.436.322.574.840 atau Rp406 setiap saham dibagikan sebagai dividen tunai,
termasuk di dalamnya dividen interim sebesar Rp98 setiap saham atau seluruhnya berjumlah
Rp3.967.388.207.720 yang telah dibayarkan pada tanggal 31 Oktober 2024, sehingga sisanya sebesar
Rp12.468.934.367.120 atau Rp308 setiap saham akan dibayarkan pada tanggal 5 Juni 2025 kepada
Pemegang Saham Perseroan yang namanya tercatat dalam Daftar Pemegang Saham Perseroan pada
tanggal 22 Mei 2025 pukul 16.00 WIB; (2) memberikan wewenang kepada Direksi Perseroan untuk
melaksanakan pembagian dividen tersebut dan untuk melakukan semua tindakan yang diperlukan.
Pembayaran dividen akan dilakukan dengan memperhatikan ketentuan-ketentuan pajak, Bursa
Efek Indonesia dan ketentuan pasar modal lainnya yang berlaku; dan
b. sisanya sebesar Rp17.614.494.603.664 dibukukan sebagai laba ditahan Perseroan.
Approve the consolidated net profit of the Company for financial year ending as at 31 December 2024
amounting to Rp34,050,817,178,504 to be appropriated as follows:
a. (1) an amount of Rp16,436,322,574,840 or Rp406 per share to be distributed as cash dividend, which
includes interim dividend of Rp98 per share or a total of Rp3,967,388,207,720 which has been paid
on 31 October 2024, as such the remaining in the amount of Rp12,468,934,367,120 or Rp308 per
share will be paid on 5 June 2025 to the Company’s Shareholders whose names are registered in the
Company’s Register of Shareholders on 22 May 2025 at 16:00 Western Indonesian Time; (2) authorize
the Board of Directors of the Company to carry out the dividend distribution and to do all necessary
actions. The dividend payment will be made with due observance to the prevailing tax, Indonesia
Stock Exchange and other Capital Market regulations; and
b. the remaining, an amount of Rp17,614,494,603,664 to be recorded as retained earnings of
the Company.
Mata Acara Ketiga 1. Menerima pengunduran diri Bapak Bambang Permadi Soemantri Brodjonegoro sebagai Komisaris
Third Agenda Independen Perseroan dan Bapak Suparno Djasmin sebagai Direktur Perseroan;
2. Mengangkat kembali:
a. Bapak John Raymond Witt sebagai Komisaris Perseroan;
b. Bapak Stephen Patrick Gore sebagai Komisaris Perseroan;
3. Menunjuk Bapak Rudy sebagai Wakil Presiden Direktur Perseroan;
terhitung sejak ditutupnya Rapat untuk masa jabatan sebagaimana yang ditentukan oleh Anggaran
Dasar Perseroan.
Sehingga, susunan anggota Dewan Komisaris dan Direksi Perseroan berubah menjadi sebagai berikut:
Dewan Komisaris Perseroan:
Presiden Komisaris : Prijono Sugiarto
Komisaris Independen : Sri Indrastuti Hadiputranto
Komisaris Independen : Apinont Suchewaboripont
Komisaris Independen : Muliaman Darmansyah Hadad
Komisaris : Anthony John Liddell Nightingale
Komisaris : Benjamin William Keswick
Komisaris : John Raymond Witt
Komisaris : Stephen Patrick Gore
Komisaris : Benjamin Herrenden Birks
Komisaris : Hsu Hai Yeh
terhitung sejak ditutupnya Rapat ini sampai dengan Rapat Umum Pemegang Saham Tahunan 2026
Perseroan, kecuali untuk: (i) Bapak John Raymond Witt dan Bapak Stephen Patrick Gore sampai
dengan Rapat Umum Pemegang Saham Tahunan 2028 Perseroan, serta (ii) Ibu Hsu Hai Yeh sampai
dengan Rapat Umum Pemegang Saham Tahunan 2027 Perseroan.
Direksi Perseroan:
Presiden Direktur : Djony Bunarto Tjondro
Wakil Presiden Direktur : Rudy
Direktur : Chiew Sin Cheok
Direktur : Gidion Hasan
Direktur : Henry Tanoto
Direktur : Santosa
Direktur : Gita Tiffani Boer
Direktur : FXL Kesuma
Direktur : Hamdani Dzulkarnaen Salim
Direktur : Thomas Junaidi Alim. W
terhitung sejak ditutupnya Rapat ini sampai dengan Rapat Umum Pemegang Saham Tahunan
2026 Perseroan.
336 Tata Kelola Perusahaan Good Corporate Governance
Page 339
Mata Acara Keputusan RUPS Tahunan 2025
Agenda 2025 Annual GMS Resolutions
Sehubungan dengan perubahan susunan anggota Dewan Komisaris dan Direksi Perseroan tersebut,
memberikan kuasa dengan hak substitusi kepada Direksi atau Corporate Secretary Perseroan
untuk menyatakan kembali seluruh maupun sebagian keputusan Rapat ke dalam akta notaris dan
selanjutnya memberitahukan susunan anggota Dewan Komisaris dan/atau Direksi Perseroan tersebut,
kepada Kementerian Hukum Republik Indonesia maupun instansi-instansi Pemerintah lainnya,
serta melakukan segala tindakan yang diperlukan sesuai dengan ketentuan peraturan perundang-
undangan yang berlaku.
1. Accept the resignations of Mr. Bambang Permadi Soemantri Brodjonegoro as Independent
Commissioner of the Company and Mr. Suparno Djasmin as Director of the Company;
2. Re-appoint:
a. Mr. John Raymond Witt as Commissioner of the Company;
b. Mr. Stephen Patrick Gore as Commissioner of the Company;
3. Designate Mr. Rudy as Vice President Director of the Company;
as of the closing of the Meeting for a term of office as stipulated in the Articles of Association
of the Company.
Therefore, the composition of members of the Board of Commissioners and Board of Directors of
the Company will change and become as follows:
Board of Commissioners of the Company:
President Commissioner : Prijono Sugiarto
Independent Commissioner : Sri Indrastuti Hadiputranto
Independent Commissioner : Apinont Suchewaboripont
Independent Commissioner : Muliaman Darmansyah Hadad
Commissioner : Anthony John Liddell Nightingale
Commissioner : Benjamin William Keswick
Commissioner : John Raymond Witt
Commissioner : Stephen Patrick Gore
Commissioner : Benjamin Herrenden Birks
Commissioner : Hsu Hai Yeh
as of the closing of this Meeting until the 2026 Annual General Meeting of Shareholders of the
Company, except for: (i) Mr. John Raymond Witt as well as Mr. Stephen Patrick Gore until the 2028
Annual General Meeting of Shareholders of the Company, as well as (ii) Ms. Hsu Hai Yeh until the 2027
Annual General Meeting of Shareholders of the Company.
Board of Directors of the Company:
President Director : Djony Bunarto Tjondro
Vice President Director : Rudy
Director : Chiew Sin Cheok
Director : Gidion Hasan
Director : Henry Tanoto
Director : Santosa
Director : Gita Tiffani Boer
Director : FXL Kesuma
Director : Hamdani Dzulkarnaen Salim
Director : Thomas Junaidi Alim. W
as of closing of this Meeting until the 2026 Annual General Meeting of Shareholders of the Company.
In connection with such change of the members of the Board of Commissioners and Board of Directors of
the Company, grant a power of attorney with substitution right to the Board of Directors or Corporate
Secretary of the Company to restate part or entire part of the Meeting resolutions in notarial deed and
subsequently notify the composition of the Board of Commissioners and/or Board of Directors of the
Company to the Ministry of Law of the Republic of Indonesia as well as other government agencies,
and to do all required actions in compliance with the provision of the prevailing regulations.
Mata Acara Keempat 1. Menetapkan total honorarium untuk seluruh anggota Dewan Komisaris Perseroan maksimum
Fourth Agenda sejumlah Rp2 miliar gross per bulan, mulai berlaku terhitung sejak 8 Mei 2025 hingga penutupan
Rapat Umum Pemegang Saham Tahunan 2026, dan memberikan wewenang kepada Presiden
Komisaris untuk menetapkan pembagian jumlah honorarium tersebut di antara para anggota
Dewan Komisaris Perseroan, dengan memperhatikan pendapat dari Komite Nominasi dan
Remunerasi Perseroan; serta
2. Memberikan wewenang kepada Dewan Komisaris Perseroan untuk menetapkan gaji dan
tunjangan anggota Direksi Perseroan, dengan memperhatikan kebijakan Komite Nominasi dan
Remunerasi Perseroan.
ASTRA Laporan Tahunan 2025 Annual Report 337
Page 340
Mata Acara Keputusan RUPS Tahunan 2025
Agenda 2025 Annual GMS Resolutions
1. Determine that the total honorarium for the entire members of the Board of Commissioners
of the Company will be in the maximum amount of Rp2 billion gross per month, effective as of
8 May 2025 until the closing of the 2026 Annual General Meeting of Shareholders, and authorize
the President Commissioner to determine the distribution of such honorarium amount among the
members of the Board of Commissioners of the Company, with due observance to the opinion of the
Nomination and Remuneration Committee of the Company; and
2. Authorize the Board of Commissioners to determine the salary and benefit of the members of
the Board of Directors of the Company with due observance to the policy of the Nomination and
Remuneration Committee of the Company.
Mata Acara Kelima 1. Menunjuk KAP Rintis, Jumadi, Rianto & Rekan, firma anggota jaringan PricewaterhouseCoopers
Fifth Agenda sebagai Kantor Akuntan Publik dan Bapak Buntoro Rianto sebagai Akuntan Publik, untuk melakukan
audit Laporan Keuangan Perseroan untuk tahun buku 2025;
2. Memberikan wewenang kepada Dewan Komisaris Perseroan untuk menunjuk setiap penggantinya
apabila Akuntan Publik tersebut oleh karena sebab apapun tidak dapat melaksanakan tugasnya,
sesuai dengan ketentuan yang berlaku; dan
3. Memberikan wewenang kepada Direksi Perseroan untuk menetapkan jumlah honorarium dan
persyaratan lainnya sehubungan dengan penunjukan Kantor Akuntan Publik dan Akuntan Publik
tersebut, sesuai dengan ketentuan yang berlaku.
1. Appoint KAP Rintis, Jumadi, Rianto & Rekan, a member firm of PricewaterhouseCoopers
network, as Public Accountant Firm and Mr. Buntoro Rianto as Public Accountant of the Company,
to conduct audit of the Financial Statements of the Company for financial year 2025;
2. Authorize the Board of Commissioners of the Company to appoint any replacement if the
Public Accountant for whatever reason is unable to complete his duties, in accordance with
applicable laws and regulations; and
3. Authorize the Board of Directors of the Company to determine the honorarium and other terms
and conditions of the appointment of such Public Accountant Firm and Public Accountant, in
accordance with applicable laws and regulations.
Realisasi Hasil RUPS Tahunan 2025 Realization on the Resolutions
of 2025 Annual GMS
Sampai dengan tahun 2025, seluruh keputusan Until the end of 2025, all resolutions made at the 2025
RUPS Tahunan 2025 yang perlu ditindaklanjuti oleh Annual GMS that require action by the Company’s
manajemen Perseroan telah dilaksanakan, termasuk management have been carried out, including the
pembayaran dividen final kepada Pemegang Saham payment of the final dividend to the Company’s
Perseroan yang dilaksanakan pada 5 Juni 2025. Shareholders, which was made on 5 June 2025.
RUPS Luar Biasa 2025 Extraordinary GMS 2025
Perseroan menyelenggarakan RUPS Luar Biasa 2025 The Company held its 2025 Extraordinary GMS on
pada tanggal 19 November 2025 di Menara Astra, 19 November 2025 at Menara Astra, Central Jakarta,
Jakarta Pusat, dengan tingkat kehadiran pemegang with shareholders attendance of 83,066%. In this GMS,
saham sebesar 83,066%. Dalam RUPS Luar Biasa 2025, the Company was represented by the Board of Directors
Perseroan diwakili oleh Direksi dan Dewan Komisaris. and Board of Commissioners. The GMS was attended by
RUPS Luar Biasa 2025 dihadiri oleh 9 (sembilan) anggota 9 (nine) members of the Board of Directors and 5 (five)
Direksi dan 5 (lima) anggota Dewan Komisaris. members of the Board of Commissioners.
Pelaksanaan perhitungan suara pada RUPS Luar The counting of votes at the 2025 Extraordinary
Biasa 2025 dilakukan oleh pihak independen GMS was carried out by independent parties
yang ditunjuk oleh Perseroan, yaitu Notaris Aulia appointed by the Company, i.e. Notary Aulia
Taufani S.H. dan PT Raya Saham Registra, sebagai Taufani S.H. and PT Raya Saham Registra, as the
Biro Administrasi Efek Perseroan. Keputusan RUPS Company’s share registrar. The 2025 Extraordinary
Luar Biasa 2025 dipublikasikan di situs web Perseroan, GMS resolutions were announced on the websites
situs web Bursa Efek Indonesia dan situs web KSEI of the Company, the Indonesia Stock Exchange and
tanggal 19 November 2025, sesuai dengan ketentuan KSEI on 19 November 2025 in accordance with the
yang berlaku. applicable regulations.
338 Tata Kelola Perusahaan Good Corporate Governance
Page 341
RUPS Luar Biasa 2025 tersebut pada intinya memutuskan The 2025 Extraordinary GMS mainly resolved the
hal-hal sebagai berikut: following matters:
Mata Acara 1. Menerima pengunduran diri Bapak John Raymond Witt dan Ibu Hsu Hai Yeh, masing-masing
Agenda sebagai Komisaris Perseroan dan Bapak Chiew Sin Cheok sebagai Direktur Perseroan.
2. Mengangkat:
a) Bapak Lincoln Lin Feng Pan sebagai Komisaris Perseroan;
b) Bapak Lee Liang Whye sebagai Komisaris Perseroan;
c) Ibu Hsu Hai Yeh sebagai Direktur Perseroan;
terhitung sejak ditutupnya Rapat ini untuk masa jabatan sebagaimana yang ditentukan oleh Anggaran
Dasar Perseroan.
Sehingga, susunan anggota Dewan Komisaris dan Direksi Perseroan berubah menjadi sebagai berikut:
Dewan Komisaris Perseroan:
Presiden Komisaris : Prijono Sugiarto
Komisaris Independen : Sri Indrastuti Hadiputranto
Komisaris Independen : Apinont Suchewaboripont
Komisaris Independen : Muliaman Darmansyah Hadad
Komisaris : Anthony John Liddell Nightingale
Komisaris : Benjamin William Keswick
Komisaris : Stephen Patrick Gore
Komisaris : Benjamin Herrenden Birks
Komisaris : Lincoln Lin Feng Pan
Komisaris : Lee Liang Whye
terhitung sejak ditutupnya Rapat sampai dengan Rapat Umum Pemegang Saham Tahunan 2026
Perseroan, kecuali untuk Bapak Stephen Patrick Gore, Bapak Lincoln Lin Feng Pan dan Bapak Lee Liang
Whye sampai dengan Rapat Umum Pemegang Saham Tahunan 2028 Perseroan.
Direksi Perseroan:
Presiden Direktur : Djony Bunarto Tjondro
Wakil Presiden Direktur : Rudy
Direktur : Gidion Hasan
Direktur : Henry Tanoto
Direktur : Santosa
Direktur : Gita Tiffani Boer
Direktur : FXL Kesuma
Direktur : Hamdani Dzulkarnaen Salim
Direktur : Thomas Junaidi Alim. W
Direktur : Hsu Hai Yeh
terhitung sejak ditutupnya Rapat sampai dengan Rapat Umum Pemegang Saham Tahunan
2026 Perseroan.
Sehubungan dengan perubahan susunan anggota Dewan Komisaris dan Direksi Perseroan tersebut,
memberikan kuasa dengan hak substitusi kepada Direksi atau Corporate Secretary Perseroan untuk
menyatakan kembali seluruh maupun sebagian keputusan Rapat ke dalam akta notaris dan selanjutnya
memberitahukan susunan anggota Dewan Komisaris dan/atau Direksi Perseroan kepada Kementerian
Hukum Republik Indonesia maupun instansi-instansi Pemerintah lainnya, serta melakukan segala
tindakan yang diperlukan sesuai dengan ketentuan peraturan perundang-undangan yang berlaku.
1. Accept the resignations of Mr. John Raymond Witt and Ms. Hsu Hai Yeh, respectively as Commissioner
of the Company and Mr. Chiew Sin Cheok as Director of the Company;
2. Appoint:
a) Mr. Lincoln Lin Feng Pan as Commissioner of the Company;
b) Mr. Lee Liang Whye as Commissioner of the Company;
c) Ms. Hsu Hai Yeh as Director of the Company;
as of the closing of the Meeting for a term of office as stipulated in the Articles of Association of
the Company.
Therefore, the composition of members of the Board of Commissioners and Board of Directors of
the Company will change and become as follows:
ASTRA Laporan Tahunan 2025 Annual Report 339
Page 342
Board of Commissioners of the Company:
President Commissioner : Prijono Sugiarto
Independent Commissioner : Sri Indrastuti Hadiputranto
Independent Commissioner : Apinont Suchewaboripont
Independent Commissioner : Muliaman Darmansyah Hadad
Commissioner : Anthony John Liddell Nightingale
Commissioner : Benjamin William Keswick
Commissioner : Stephen Patrick Gore
Commissioner : Benjamin Herrenden Birks
Commissioner : Lincoln Lin Feng Pan
Commissioner : Lee Liang Whye
as of the closing of the Meeting until the 2026 Annual General Meeting of Shareholders of the
Company, except for Mr. Stephen Patrick Gore, Mr. Lincoln Lin Feng Pan and Mr. Lee Liang Whye until
the 2028 Annual General Meeting of Shareholders of the Company.
Board of Directors of the Company:
President Director : Djony Bunarto Tjondro
Vice President Director : Rudy
Director : Gidion Hasan
Director : Henry Tanoto
Director : Santosa
Director : Gita Tiffani Boer
Director : FXL Kesuma
Director : Hamdani Dzulkarnaen Salim
Director : Thomas Junaidi Alim. W
Director : Hsu Hai Yeh
as of the closing of the Meeting until the 2026 Annual General Meeting of Shareholders of the Company.
In connection with such change of the members of the Board of Commissioners and Board of Directors of
the Company, grant a power of attorney with substitution right to the Board of Directors or Corporate
Secretary of the Company to restate part or entire part of the Meeting resolutions in notarial deed
and subsequently notify the composition of the Board of Commissioners and/or the Board of Directors
of the Company to the Ministry of Law of the Republic of Indonesia as well as other government
agencies, and to do all required actions in compliance with the provision of the prevailing regulations.
Realisasi Hasil RUPS Luar Biasa 2025 Realization on the Resolutions
of 2025 Extraordinary GMS
Sampai akhir tahun 2025, keputusan RUPS Luar Biasa Until the end of 2025, resolutions made in the 2025
2025 yang perlu ditindaklanjuti oleh manajemen Extraordinary GMS that require the Company’s
Perseroan telah dilaksanakan. management actions have been carried out.
RUPS Tahunan 2024 2024 Annual GMS
Perseroan menyelenggarakan RUPS Tahunan 2024 pada The Company held its 2024 Annual GMS on
tanggal 30 April 2024 di Menara Astra, Jakarta Pusat, 30 April 2024, at Menara Astra, Central Jakarta, with
dengan tingkat kehadiran pemegang saham sebesar 84.108% of shareholders in attendance. The Company
84,108%. Dalam RUPS ini, Perseroan diwakili oleh was represented at the GMS by the entire Board
Direksi dan Dewan Komisaris. RUPS dihadiri oleh seluruh of Directors and 8 (eight) members of the Board
anggota Direksi Perseroan dan 8 (delapan) anggota of Commissioners.
Dewan Komisaris Perseroan.
Pelaksanaan perhitungan suara pada RUPS Tahunan The counting of votes at the 2024 Annual GMS was
2024 dilakukan oleh pihak independen yang ditunjuk carried out by independent parties appointed by the
oleh Perseroan, yaitu Notaris Aulia Taufani S.H. dan Company, namely Notary Aulia Taufani S.H. and PT Raya
PT Raya Saham Registra, sebagai Biro Administrasi Saham Registra, as the Company’s share registrar.
Efek Perseroan.
Keputusan RUPS Tahunan 2024 dipublikasikan di The resolutions from the 2024 Annual GMS were
situs web Perseroan, situs web BEI, dan situs web announced on the Company's, IDX's, and KSEI's
KSEI tanggal 30 April 2024, sesuai dengan ketentuan website on 30 April 2024, in accordance with
yang berlaku. applicable regulations.
340 Tata Kelola Perusahaan Good Corporate Governance
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RUPS Tahunan 2024 tersebut pada intinya memutuskan The 2024 Annual GMS primarily resolved the
hal-hal sebagai berikut: following matters:
Mata Acara Pertama Menyetujui perubahan Anggaran Dasar Perseroan, termasuk studi kelayakan atas penambahan
First Agenda kegiatan usaha Perseroan.
Approve the amendment of the Articles of Association of the Company, including the feasibility study
of the additional business activities of the Company.
Mata Acara Kedua Menyetujui dan menerima baik Laporan Tahunan untuk tahun buku 2023, termasuk mengesahkan
Second Agenda Laporan Tugas Pengawasan Dewan Komisaris Perseroan, serta mengesahkan Laporan Keuangan
Konsolidasian Perseroan dan Entitas Anak untuk tahun buku 2023 yang telah diaudit oleh Kantor
Akuntan Publik Tanudiredja, Wibisana, Rintis & Rekan sebagaimana dimuat dalam laporan mereka
tanggal 27 Februari 2024 dengan pendapat wajar dalam semua hal yang material.
Dengan disetujuinya Laporan Tahunan dan disahkannya Laporan Tugas Pengawasan Dewan Komisaris
Perseroan dan Laporan Keuangan Konsolidasian Perseroan dan Entitas Anak tersebut, semua anggota
Dewan Komisaris dan Direksi Perseroan diberikan pelunasan dan pembebasan tanggung-jawab
sepenuhnya (acquit et de charge) atas tindakan pengurusan dan pengawasan yang mereka lakukan
selama tahun buku 2023, sejauh tindakan-tindakan tersebut tercermin dalam Laporan Tahunan dan
Laporan Keuangan Konsolidasian Perseroan dan Entitas Anak tahun buku 2023.
Approve and accept the Annual Report for financial year 2023, including ratify the Board of
Commissioners Supervision Report and the Consolidated Financial Statements of the Company and
Subsidiaries for financial year 2023, which has been audited by the Public Accountant Firm Tanudiredja,
Wibisana, Rintis & Rekan as stated in their report dated 27 February 2024 rendering the opinion of
fairly stated in all material respects.
With the approval of the Annual Report and the ratification of the Board of Commissioners Supervision
Report and the Consolidated Financial Statements of the Company and Subsidiaries, grant full release
and discharge (acquit et de charge) to all members of the Board of Commissioners and Board of
Directors of the Company for their respective management and supervision actions taken during
financial year 2023, to the extent those actions are reflected in the Annual Report and Consolidated
Financial Statements of the Company and Subsidiaries for financial year 2023.
Mata Acara Ketiga Menyetujui penggunaan laba bersih konsolidasian Perseroan untuk tahun buku yang berakhir pada
Third Agenda tanggal 31 Desember 2023 sebesar Rp33.839.170.942.738 sebagai berikut:
a. (1) sebesar Rp21.010.964.079.660 atau Rp519 setiap saham dibagikan sebagai dividen tunai,
termasuk di dalamnya dividen interim sebesar Rp98 setiap saham atau seluruhnya berjumlah
Rp3.967.388.207.720 yang telah dibayarkan pada tanggal 31 Oktober 2023, sehingga sisanya sebesar
Rp17.043.575.871.940 atau Rp421 setiap saham akan dibayarkan pada tanggal 30 Mei 2024 kepada
Pemegang Saham Perseroan yang namanya tercatat dalam Daftar Pemegang Saham Perseroan
pada tanggal 15 Mei 2024 pukul 16.00 WIB;
(2) memberikan wewenang kepada Direksi Perseroan untuk melaksanakan pembagian dividen
tersebut dan untuk melakukan semua tindakan yang diperlukan. Pembayaran dividen akan
dilakukan dengan memperhatikan ketentuan-ketentuan pajak, Bursa Efek Indonesia dan ketentuan
pasar modal lainnya yang berlaku; dan
b. sisanya sebesar Rp12.828.206.863.078 dibukukan sebagai laba ditahan Perseroan.
Approve the consolidated net profit of the Company for financial year ending as at 31 December 2023,
amounting to Rp33,839,170,942,738 to be appropriated as follows:
a. (1) an amount of Rp21,010,964,079,660 or Rp519 per share to be distributed as cash dividend,
which include an interim dividend of Rp98 per share or a total of Rp3,967,388,207,720 which
has been paid on 31 October 2023, as such the remaining in the amount of Rp17,043,575,871,940
or Rp421 per share will be paid on 30 May 2024, to the Company’s Shareholders whose names
were registered in the Company’s Register of Shareholders on 15 May 2024, at 16:00 Western
Indonesian Time;
(2) authorize the Board of Directors of the Company to carry out the dividend distribution and to
do all necessary actions. The dividend payment will be made with due observance to the prevailing
tax, Indonesia Stock Exchange and other Capital Market regulations; and
b. the remaining, an amount of Rp12,828,206,863,078 to be recorded as retained earnings of
the Company.
Mata Acara Keempat Menerima pengunduran diri Bapak Johannes Loman sebagai Direktur Perseroan.
Fourth Agenda Mengangkat:
1. Bapak Bambang Permadi Soemantri Brodjonegoro sebagai Komisaris Independen Perseroan;
2. Ibu Hsu Hai Yeh sebagai Komisaris Perseroan;
3. Bapak Rudy sebagai Direktur Perseroan;
4. Bapak Thomas Junaidi Alim. W sebagai Direktur Perseroan,
terhitung sejak ditutupnya RUPS Tahunan 2024 untuk masa jabatan sebagaimana yang ditentukan
oleh Anggaran Dasar Perseroan, sehingga dengan demikian susunan anggota Dewan Komisaris dan
Direksi Perseroan berubah menjadi sebagai berikut:
ASTRA Laporan Tahunan 2025 Annual Report 341
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Dewan Komisaris Perseroan:
Prijono Sugiarto : Presiden Komisaris
Sri Indrastuti Hadiputranto : Komisaris Independen
Apinont Suchewaboripont : Komisaris Independen
Bambang Permadi Soemantri Brodjonegoro : Komisaris Independen
Muliaman Darmansyah Hadad : Komisaris Independen
Anthony John Liddell Nightingale : Komisaris
Benjamin William Keswick : Komisaris
John Raymond Witt : Komisaris
Stephen Patrick Gore : Komisaris
Benjamin Herrenden Birks : Komisaris
Hsu Hai Yeh : Komisaris
terhitung sejak ditutupnya RUPS Tahunan 2024 sampai dengan RUPS Tahunan 2026 Perseroan, kecuali
untuk: (i) Bapak John Raymond Witt serta Bapak Stephen Patrick Gore sampai dengan RUPS Tahunan
2025 Perseroan, dan (ii) Bapak Bambang Permadi Soemantri Brodjonegoro serta Ibu Hsu Hai Yeh
sampai dengan RUPS Tahunan 2027 Perseroan.
Direksi Perseroan:
Djony Bunarto Tjondro : Presiden Direktur
Suparno Djasmin : Direktur
Chiew Sin Cheok : Direktur
Gidion Hasan : Direktur
Henry Tanoto : Direktur
Santosa : Direktur
Gita Tiffani Boer : Direktur
FXL Kesuma : Direktur
Hamdani Dzulkarnaen Salim : Direktur
Rudy : Direktur
Thomas Junaidi Alim. W : Direktur
terhitung sejak ditutupnya RUPS Tahunan 2024 sampai dengan RUPS Tahunan 2026 Perseroan.
Accept the resignation of Mr. Johannes Loman as a Director of the Company.
Appoint:
1. Mr. Bambang Permadi Soemantri Brodjonegoro as an Independent Commissioner of the Company;
2. Ms. Hsu Hai Yeh as a Commissioner of the Company;
3. Mr. Rudy as a Director of the Company;
4. Mr. Thomas Junaidi Alim. W as a Director of the Company,
as of the closing of 2024 Annual GMS for a term of office as stipulated in the Articles of Association
of the Company, therefore, the composition of the members of the Board of Commissioners and the
Board of Directors of the Company will change and be as follows:
Board of Commissioners of the Company:
Prijono Sugiarto : Presiden Komisaris
Sri Indrastuti Hadiputranto : Komisaris Independen
Apinont Suchewaboripont : Komisaris Independen
Bambang Permadi Soemantri Brodjonegoro : Komisaris Independen
Muliaman Darmansyah Hadad : Komisaris Independen
Anthony John Liddell Nightingale : Komisaris
Benjamin William Keswick : Komisaris
John Raymond Witt : Komisaris
Stephen Patrick Gore : Komisaris
Benjamin Herrenden Birks : Komisaris
Hsu Hai Yeh : Komisaris
as of the closing of the 2024 Annual GMS until the 2026 Annual GMS of the Company, except for:
(i) Mr. John Raymond Witt as well as Mr. Stephen Patrick Gore until the 2025 Annual GMS of the
Company, and (ii) Mr. Bambang Permadi Soemantri Brodjonegoro and Ms. Hsu Hai Yeh until the 2027
Annual GMS of the Company.
Board of Directors of the Company:
Djony Bunarto Tjondro : Presiden Direktur
Suparno Djasmin : Direktur
Chiew Sin Cheok : Direktur
Gidion Hasan : Direktur
Henry Tanoto : Direktur
Santosa : Direktur
Gita Tiffani Boer : Direktur
FXL Kesuma : Direktur
Hamdani Dzulkarnaen Salim : Direktur
Rudy : Direktur
Thomas Junaidi Alim. W : Direktur
as of closing of 2024 Annual GMS until the 2026 Annual GMS of the Company.
342 Tata Kelola Perusahaan Good Corporate Governance
Page 345
Mata Acara Kelima 1. Menetapkan total honorarium untuk seluruh anggota Dewan Komisaris Perseroan maksimum
Fifth Agenda sejumlah Rp2 miliar gross per bulan, mulai berlaku terhitung sejak 1 Mei 2024 hingga penutupan
RUPS Tahunan 2025, dan memberikan wewenang kepada Presiden Komisaris untuk menetapkan
pembagian jumlah honorarium tersebut di antara para anggota Dewan Komisaris Perseroan,
dengan memperhatikan pendapat dari Komite Nominasi dan Remunerasi Perseroan; serta
2. Memberikan wewenang kepada Dewan Komisaris Perseroan untuk menetapkan gaji dan
tunjangan anggota Direksi Perseroan, dengan memperhatikan kebijakan Komite Nominasi dan
Remunerasi Perseroan.
1. Determine that the total honorarium for the entire Board of Commissioners of the Company will
be in the maximum amount of Rp2 billion gross per month, effective as of 1 May 2024, until the
closing of the 2025 Annual GMS, and authorize the President Commissioner to determine the
distribution of such honorarium amount among the members of the Board of Commissioners of the
Company, with due observance to the opinion of the Nomination and Remuneration Committee of
the Company; and
2. Authorize the Board of Commissioners to determine the salary and benefit of the members of
the Board of Directors of the Company with due observance to the policy of the Nomination and
Remuneration Committee of the Company.
Mata Acara Keenam 1. Menunjuk Kantor Akuntan Publik Rintis, Jumadi, Rianto & Rekan, anggota jaringan firma
Sixth Agenda PricewaterhouseCoopers, sebagai Kantor Akuntan Publik dan Bapak Eddy Rintis sebagai Akuntan
Publik, untuk melakukan audit Laporan Keuangan Perseroan untuk tahun buku 2024.
2. Memberikan wewenang kepada Dewan Komisaris Perseroan untuk menunjuk setiap penggantinya
apabila Akuntan Publik tersebut oleh karena sebab apapun tidak dapat melaksanakan tugasnya,
sesuai dengan ketentuan yang berlaku.
3. Memberikan wewenang kepada Direksi Perseroan untuk menetapkan jumlah honorarium dan
persyaratan lainnya sehubungan dengan penunjukan Kantor Akuntan Publik dan Akuntan Publik
tersebut, sesuai dengan ketentuan yang berlaku.
1. Appoint Public Accounting Firm Rintis, Jumadi, Rianto & Rekan, a member of the
PricewaterhouseCoopers network of firm, as the public accountant firm and Mr. Eddy Rintis as the
public accountant of the Company, to conduct an audit of the Financial Statements of the Company
for financial year 2024.
2. Authorize the Board of Commissioners of the Company to appoint a replacement if the public
accountant for whatever reason is unable to complete his duties, in accordance with applicable
laws and regulations.
3. Authorize the Board of Directors of the Company to determine the honorarium and other terms and
conditions of the appointment of such Public Accountant Firm and Public Accountant, in accordance
with applicable laws and regulations.
Realisasi Hasil RUPS Tahunan 2024 Realization on the Resolutions
of 2024 Annual GMS
Sampai dengan akhir tahun 2024, seluruh keputusan Until the end of 2024, all resolutions made at the 2024
RUPS Tahunan 2024 yang perlu ditindaklanjuti oleh Annual GMS that require action by the Company’s
manajemen Perseroan telah dilaksanakan, termasuk management have been carried out, including the
pembayaran dividen final kepada Pemegang Saham payment of the final dividend to the Company’s
Perseroan yang dilaksanakan pada tanggal 30 Mei 2024. Shareholders, which was made on 30 May 2024.
Dewan Komisaris
Board of Commissioners
Dewan Komisaris Perseroan mengawasi kebijakan The Board of Commissioners oversees the management
kepengurusan yang ditetapkan oleh Direksi, serta policies established by the Board of Directors and also
mengawasi dan memberikan nasihat kepada Direksi provides advice to the Board of Directors in managing
dalam menjalankan kepengurusan sesuai dengan the business in accordance with the Company’s Board
Pedoman Dewan Komisaris Perseroan, Anggaran Dasar, of Commissioners Charter, Articles of Association, and
dan peraturan perundang-undangan yang berlaku, prevailing rules and regulations, while giving due regard
serta dengan memperhatikan prinsip-prinsip GCG. to GCG principles.
ASTRA Laporan Tahunan 2025 Annual Report 343
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Pedoman Dewan Komisaris Board of Commissioners Charter
Perseroan memiliki Pedoman Dewan Komisaris yang The Company maintains a Board of Commissioners
bertujuan untuk memberikan arahan bagi Dewan Charter, which is designed to provide guidelines for
Komisaris dalam melaksanakan tugas pengawasannya. the Board of Commissioners in performing its oversight
Pedoman Dewan Komisaris tersebut disusun duties. The Charter is prepared in compliance with
berdasarkan Undang-Undang Perseroan Terbatas, Company Law, Capital Market Law, OJK regulations,
Undang-Undang Pasar Modal, peraturan OJK, peraturan IDX regulations, and the Company’s Articles
BEI, dan Anggaran Dasar Perseroan. of Association.
Pedoman Dewan Komisaris tersebut mencakup The Board of Commissioners Charter covers, among
antara lain pedoman mengenai tugas dan other things, the duties and authorities of the Board
wewenang Dewan Komisaris, pembatasan rangkap of Commissioners, restrictions on concurrent positions,
jabatan, tata cara rapat Dewan Komisaris, dan Board of Commissioners’ meeting procedures, and Board
pertanggungjawaban Dewan Komisaris. Pedoman of Commissioners’ accountability. The complete Board
Dewan Komisaris tersebut dapat diunduh secara lengkap of Commissioners Charter can be fully downloaded from
pada situs web Perseroan. the Company’s website.
Tugas dan Tanggung Jawab Board of Commissioners Duties
Dewan Komisaris and Responsibilities
Tugas dan tanggung jawab Dewan Komisaris secara The duties of the Board of Commissioners in general
umum meliputi: include the following:
1. Memberikan tanggapan dan rekomendasi 1. Providing feedback and recommendations on the
atas rencana kerja tahunan Perseroan yang Company’s annual work plan as proposed by the
diajukan Direksi; Board of Directors;
2. Melakukan pengawasan dan memberikan nasihat 2. Monitoring and providing advice to the Board
kepada Direksi mengenai risiko bisnis Perseroan of Directors on business risks and management’s
dan upaya-upaya manajemen dalam menerapkan efforts to implement internal controls;
pengendalian internal;
3. Melakukan pengawasan dan memberikan nasihat 3. Monitoring and providing advice to the Board of
kepada Direksi mengenai penyusunan dan Directors regarding the preparation and disclosure
pengungkapan laporan keuangan berkala; of periodic financial statements;
4. Memberikan persetujuan atas pembagian 4. Giving approval on the distribution of the
dividen interim; interim dividend;
5. Mempertimbangkan keputusan Direksi yang 5. Considering the decisions of the Board of
memerlukan persetujuan Dewan Komisaris Directors that require the approval of the Board of
berdasarkan Anggaran Dasar; Commissioners under the Articles of Association;
6. Melakukan pengawasan atas pelaksanaan 6. Monitoring the implementation of GCG principles in
prinsip-prinsip GCG dalam kegiatan-kegiatan the Company’s business activities;
usaha Perseroan;
7. Memberikan laporan mengenai pelaksanaan 7. Providing a report on the implementation
tugas pengawasan dan pemberian nasihat yang of its supervisory and advisory duties in the
dilakukannya dalam laporan tahunan; annual report;
8. Menelaah dan menyetujui laporan tahunan; 8. Reviewing and approving the annual report;
9. Melaksanakan fungsi nominasi dan remunerasi; 9. Performing nomination and remuneration
dan functions; and
10. Dalam keadaan tertentu, menyelenggarakan 10. Under certain circumstances, convening the Annual
RUPS Tahunan dan RUPS Luar Biasa sesuai dengan GMS and Extraordinary GMS in accordance with the
Anggaran Dasar Perseroan dan peraturan Company’s Articles of Association, relevant laws
perundangan yang terkait. and regulations.
344 Tata Kelola Perusahaan Good Corporate Governance
Page 347
Dalam menjalankan tugas dan tanggung jawabnya, The Board of Commissioners carries out its duties and
Dewan Komisaris melakukannya dengan itikad baik, responsibilities in good faith, with full responsibility and
penuh tanggung jawab dan kehati-hatian untuk prudence to serve the interests of the Company and due
kepentingan Perseroan dan dengan memperhatikan regard for the interests of the Company’s stakeholders.
kepentingan para pemangku kepentingan Perseroan.
Presiden Komisaris bertindak sebagai juru bicara dari The President Commissioner acts as the spokesperson
Dewan Komisaris dan menjadi penghubung utama for the Board of Commissioners and serves as the
(main contact) bagi Dewan Komisaris dengan pihak lain. main contact for the Board of Commissioners in
communicating with other parties.
Dewan Komisaris Perseroan telah membentuk The Board of Commissioners of the Company has
3 (tiga) komite khusus untuk membantu pelaksanaan established 3 (three) special committees to assist in
tugasnya, yaitu: the implementation of its duties, namely:
1. Komite Audit; 1. Audit Committee;
2. Komite Nominasi dan Remunerasi; dan 2. Nomination and Remuneration Committee; and
3. Komite Eksekutif. 3. Executive Committee.
Komisaris Independen Independent Commissioner
Berdasarkan peraturan yang berlaku, Perseroan Regulations require that the Company fulfill its
wajib memiliki Komisaris Independen yang berjumlah representation of Independent Commissioners at no
sedikitnya 30% dari jumlah seluruh anggota less than 30% of the entire membership of the Board
Dewan Komisaris. of Commissioners.
Perseroan memiliki 3 (tiga) Komisaris Independen dari The Company currently has 3 (three) Independent
total 10 (sepuluh) anggota Dewan Komisaris Perseroan Commissioners out of a total of 10 (ten) members on the
atau 30% dari jumlah seluruh anggota Dewan Board of Commissioners, thereby accounting for 30% of
Komisaris Perseroan. the Company’s entire Board of Commissioners.
Keberadaan Komisaris Independen bertujuan untuk Independent Commissioners are established to promote
mendorong terciptanya lingkungan kerja yang lebih a more objective and fair working environment
objektif dan wajar dengan memperhatikan berbagai by considering the various interests of Company
kepentingan para pemangku kepentingan. Kebijakan stakeholders. The Company’s policies related to criteria
Perseroan terkait kriteria independensi Komisaris for an Independent Commissioner refer to the provisions
mengacu pada ketentuan yang telah ditetapkan oleh set forth by OJK, which are as follows:
OJK, yaitu:
1. Berasal dari luar Perseroan; 1. Originating from outside the Company;
2. Tidak mempunyai saham Perseroan, baik langsung 2. Not owning any shares of the Company, either directly
maupun tidak langsung; or indirectly;
3. Tidak mempunyai hubungan afiliasi dengan 3. Not affiliated with the Company, members of the
Perseroan, anggota Dewan Komisaris, anggota Board of Commissioners, members of the Board of
Direksi, atau pemegang saham utama Perseroan; dan Directors, or main shareholders of the Company; and
4. Tidak memiliki hubungan usaha baik langsung 4. Having no direct or indirect business relationship
maupun tidak langsung yang berkaitan dengan related to the Company’s business activities.
kegiatan usaha Perseroan.
Setiap Komisaris Independen Perseroan telah membuat Each Independent Commissioner of the Company has
surat pernyataan independensi sesuai dengan declared his or her independence in accordance with
ketentuan OJK. OJK regulations.
ASTRA Laporan Tahunan 2025 Annual Report 345
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Komposisi dan Masa Jabatan Composition and Term of Office
Dewan Komisaris of the Board of Commissioners
Anggota Dewan Komisaris diangkat oleh RUPS The members of the Board of Commissioners are
untuk jangka waktu terhitung sejak tanggal yang appointed by the GMS for a period commencing from
ditentukan oleh RUPS yang mengangkat mereka the date determined by the GMS that appoints them
sampai penutupan RUPS Tahunan yang ketiga setelah until the closing of the third Annual GMS after the date
tanggal pengangkatan tersebut. Anggota Dewan of such appointment. A Board of Commissioners member
Komisaris yang masa jabatannya telah berakhir dapat whose term of office has expired may be reappointed by
diangkat kembali oleh RUPS. the GMS.
Berdasarkan peraturan OJK, Komisaris Independen Based on OJK regulations, an Independent
yang telah menjabat selama 2 (dua) periode masa Commissioner who has served 2 (two) consecutive
jabatan dapat diangkat kembali sepanjang Komisaris terms of office may be reappointed on the condition
Independen tersebut menyatakan pada RUPS bahwa that the Independent Commissioner declares his or her
dirinya tetap independen sesuai dengan ketentuan independence to the GMS, pursuant to applicable laws
yang berlaku. and regulations.
Berdasarkan keputusan RUPS Luar Biasa 2025 yang Based on the 2025 Extraordinary GMS
dimuat dalam Akta No. 65 tanggal 19 November 2025 resolutions contained in Deed No. 65 dated
yang dibuat oleh Notaris Aulia Taufani, S.H., 19 November 2025, drawn up by Notary Aulia
susunan anggota Dewan Komisaris Perseroan adalah Taufani, S.H., the composition of the Company's Board
sebagai berikut: of Commissioners is as follows:
Nama Jabatan Masa Jabatan
Name Position Term of Office
Prijono Sugiarto Presiden Komisaris 2023 - 2026
President Commissioner
Sri Indrastuti Hadiputranto Komisaris Independen 2023 - 2026
Independent Commissioner
Apinont Suchewaboripont Komisaris Independen 2023 - 2026
Independent Commissioner
Muliaman Darmansyah Hadad Komisaris Independen 2023 - 2026
Independent Commissioner
Anthony John Liddell Nightingale Komisaris 2023 - 2026
Commissioner
Benjamin William Keswick Komisaris 2023 - 2026
Commissioner
Stephen Patrick Gore Komisaris 2025 - 2028
Commissioner
Benjamin Herrenden Birks Komisaris 2023 - 2026
Commissioner
Lincoln Lin Feng Pan Komisaris 2025 - 2028
Commissioner
Lee Liang Whye Komisaris 2025 - 2028
Commissioner
Sesuai dengan praktik GCG dan untuk memastikan In accordance with GCG practices and to ensure
independensi pengambilan keputusan, masing-masing independence during the decision-making process, no
anggota Dewan Komisaris Perseroan tidak memiliki member of the Board of Commissioners has a family
hubungan keluarga dengan Komisaris lainnya dan/atau relationship with any other Commissioners and/or
Direktur Perseroan. Directors of the Company.
346 Tata Kelola Perusahaan Good Corporate Governance
Page 349
Keberagaman Komposisi Diversity in the Board of
Dewan Komisaris Commissioners Composition
Anggota Dewan Komisaris yang menjabat saat ini The existing Board of Commissioners members
telah mewakili keberagaman komposisi dari sisi usia, have represented a diverse composition in terms of
keahlian, pengalaman kerja, dan latar belakang age, expertise, work experience, and educational
pendidikan yang diperlukan untuk memastikan background, which are necessary to ensure the effective
efektivitas pelaksanaan fungsi pengawasan terhadap implementation of the Board of Commissioners'
pengelolaan Perseroan yang diemban oleh Dewan mandated duties in overseeing the Company’s
Komisaris. Selain itu, Perseroan memiliki Astra 2030 management. In addition, the Company has adopted
Sustainability Aspirations, di mana salah satunya Astra 2030 Sustainability Aspirations, one of which states
Perseroan mendukung keberagaman dan inklusivitas di that the Company supports diversity and inclusivity at
setiap level eksekutif, Direksi, Dewan Komisaris, dengan each executive level, Board of Directors, and Board of
fokus pada gender. Commissioners, with a focus on gender.
Profil lengkap anggota Dewan Komisaris Perseroan The full profile of the members of the Board of
dapat dilihat pada bagian “Profil Perseroan”, sub Commissioners of the Company is available in the
bagian Profil Dewan Komisaris pada halaman 76-81 section “Company Profile,” under the sub-section of
Laporan Tahunan ini. Board of Commissioners Profile on pages 76-81 of this
Annual Report.
Rapat Dewan Komisaris Board of Commissioners’ Meeting
Berdasarkan ketentuan dalam peraturan OJK dan In accordance with OJK regulations and the Company’s
Anggaran Dasar Perseroan, rapat Dewan Komisaris Articles of Association, the Board of Commissioners’
wajib diadakan secara berkala paling kurang meetings shall be held periodically, at least 1 (once)
1 (satu) kali dalam setiap 2 (dua) bulan. Dewan Komisaris every 2 (two) months. The Board of Commissioners
juga dapat mengadakan rapat tambahan bilamana may also hold additional meetings whenever
dipandang perlu. deemed necessary.
Sepanjang tahun 2025, Dewan Komisaris Perseroan In 2025, the Board of Commissioners of the Company
telah mengadakan Rapat Dewan Komisaris sebanyak held 6 (six) Board of Commissioners meetings. The Board
6 (enam) kali. Dewan Komisaris telah mengadakan rapat of Commissioners also held the required joint meetings
bersama dengan Direksi sebagaimana dipersyaratkan. with the Board of Directors. The meetings of the Board
Dalam rapat-rapat Dewan Komisaris tersebut telah of Comissioners discussed, among other topics, the
dibahas, antara lain, rencana kerja Perseroan, kinerja Company’s work plan, the Company’s performance, the
Perseroan, laporan Komite Audit (yang meliputi laporan Audit Committee reports (including financial statements,
keuangan, internal audit, manajemen risiko dan perkara internal audit, risk management, and legal case reports),
hukum), kondisi ekonomi makro dan usulan keputusan macroeconomics conditions and the proposed agenda
untuk diajukan dalam RUPS Tahunan serta RUPS Luar for the 2025 Annual and Extraordinary GMS. The
Biasa 2025 Perseroan. Berikut adalah tingkat kehadiran following table provides information on the Board of
anggota Dewan Komisaris dalam rapat: Commissioners attendance at the meetings:
Nama Jabatan Tingkat Kehadiran
Name Position Attendance Level
Prijono Sugiarto Presiden Komisaris 100.00%
President Commissioner
Sri Indrastuti Hadiputranto Komisaris Independen 100.00%
Independent Commissioner
Apinont Suchewaboripont Komisaris Independen 66.67%
Independent Commissioner
Muliaman Darmansyah Hadad Komisaris Independen 83.33%
Independent Commissioner
ASTRA Laporan Tahunan 2025 Annual Report 347
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Nama Jabatan Tingkat Kehadiran
Name Position Attendance Level
Anthony John Liddell Nightingale Komisaris 100.00%
Commissioner
Benjamin William Keswick Komisaris 83.33%
Commissioner
Stephen Patrick Gore Komisaris 100.00%
Commissioner
Benjamin Herrenden Birks Komisaris 100.00%
Commissioner
Lincoln Lin Feng Pan Komisaris 100.00%
Commissioner
Lee Liang Whye Komisaris 100.00%
Commissioner
Dewan Komisaris dapat juga mengambil keputusan The Board of Commissioners may also adopt a valid
yang sah tanpa mengadakan rapat, yaitu pengambilan resolution without holding a meeting, which is done by
keputusan secara sirkuler, jika semua anggota Dewan way of a circular resolution if all members of the Board of
Komisaris telah diberitahu secara tertulis mengenai Commissioners have been notified in writing, have given
usulan yang diajukan dan semua anggota Dewan their approval in writing the proposal, and have signed
Komisaris memberikan persetujuan mengenai usulan the resolutions. In 2025, the Board of Commissioners
yang diajukan secara tertulis dengan menandatangani issued 8 (eight) circular resolutions.
keputusan tersebut. Pada 2025, Dewan Komisaris
menerbitkan 8 (delapan) keputusan secara sirkuler.
Pelaksanaan Tugas Dewan Komisaris Implementation of the
Board of Commissioners Duties
Pada 2025, Dewan Komisaris telah melaksanakan tugas- In 2025, the Board of Commissioners performed, among
tugas sebagai berikut: others, the following tasks:
1. Melakukan penelaahan dan memberikan persetujuan 1. Reviewing and approving the Company’s work plan
atas rencana kerja Perseroan tahun 2025 yang for 2025 as submitted by the Board of Directors.
disampaikan oleh Direksi.
2. Melakukan penelaahan secara berkala dan 2. On a regular basis reviewing and providing
memberikan rekomendasi dan nasihat kepada recommendation and advice to the Board of Directors
Direksi atas kinerja Perseroan. on the Company’s performance.
3. Melakukan penelaahan secara berkala dan 3. On a regular basis reviewing and providing guidance
memberikan arahan kepada Komite Audit atas to the Audit Committee concerning reports submitted
laporan yang disampaikan oleh Komite tersebut. by the Committee.
4. Melakukan penelaahan dan memberikan 4. Reviewing and approving the distribution of the
persetujuan atas pembagian dividen interim Company’s interim dividends in 2025.
Perseroan tahun 2025.
5. Memberikan persetujuan atas perubahan susunan 5. Approving the changes to the composition of the
Komite Audit. Audit Committee.
6. Melakukan penelaahan dan memberikan persetujuan 6. Reviewing and approving the Company's plan to
atas rencana Perseroan melakukan pembelian implement shares buyback.
kembali saham.
7. Melakukan penelaahan dan memberikan persetujuan 7. Reviewing and approving proposed capital injections
atas rencana penyertaan modal di anak perusahaan. into the Company's subsidiary.
348 Tata Kelola Perusahaan Good Corporate Governance
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Pelatihan Dewan Komisaris Board of Commissioners Training Dalam rangka memastikan tugas dan tanggung jawab In order to ensure that the duties and responsibilities anggota Dewan Komisaris dilaksanakan secara efektif of the members of the Board of Commissioners are dan efisien serta sejalan dengan perkembangan bisnis carried out effectively, efficiently and in line with terkini, Perseroan meyakini peningkatan kompetensi the latest business developments, the Company believes anggota Dewan Komisaris perlu dilakukan secara that it is necessary to enhance the competencies berkelanjutan. Perseroan memiliki kebijakan untuk of the members of the Board of Commissioners on peningkatan kapabilitas anggota Dewan Komisaris a continuous basis. The Company has a policy to yang tercantum dalam Kebijakan Nominasi dan enhance the capability of the Board of Commissioners’ Remunerasi Perseroan. Salah satu kegiatan untuk members as stipulated in the Company’s Nomination peningkatan kapabilitas tersebut adalah dengan and Remuneration Policy. One of the capability mengikutsertakan Dewan Komisaris dalam program enhancements is by participation of the Board of pengembangan yang bertujuan antara lain untuk Commissioners in development programs which aim, memberikan informasi terkini mengenai bisnis dan among others, to provide the latest information on kebijakan-kebijakan Perseroan. Kegiatan lain adalah the Company’s business and policies. Another activity berbagi pengetahuan sesuai kapabilitasnya terkait is information sharing based on their respective materi-materi yang dapat menunjang pelaksanaan capabilities to support their oversight duties. tugas pengawasannya. Pada tahun 2025, anggota Dewan Komisaris telah In 2025, members of the Board of Commissioners mengikuti program pelatihan (termasuk melalui participated in the following programs (including via webinar), antara lain sebagai berikut: webinars), among others: Tanggal Nama Kegiatan Tempat Date Event Name Place 9 Januari 2025 Navigating the Dealmaking Landscape: M&A & Cap Markets Trends Virtual 9 January 2025 13 Januari 2025 Cybersecurity Awareness Training (2025) Q1 Virtual 13 January 2025 13 Januari 2025 Elections, Conflicts & Competition: Geopolitics & The World Order Virtual 13 January 2025 15 Januari 2025 Transpacific Entrepreneurial Conference Hong Kong 15 January 2025 17 Januari 2025 Asian Outlook Presentations Singapore 17 January 2025 20-24 Januari 2025 World Economic Forum 2025 Switzerland 20-24 January 2025 13 Februari 2025 Economic Outlook Series 2025: Navigating the Serpent’s Singapore 13 February 2025 4 April 2025 Impact of the April 2 US Tariff Announcements Virtual 4 April 2025 14 April 2025 Deepfake Awareness: Recognizing and Preventing Deepfake Threats Virtual 14 April 2025 14 April 2025 Generative AI: Seeing Through the Deception Virtual 14 April 2025 15 April 2025 EICN SG: Regional Strategic Forecast - with a Deep Dive on China’s Outlook Virtual 15 April 2025 15 April 2025 Ground Zero in Asia - Insights on Trump’s Tariff Shake-Up Virtual 15 April 2025 22 April 2025 Transforming Indonesia: Redefining Growth, Reimagining Future Indonesia 22 April 2025 ASTRA Laporan Tahunan 2025 Annual Report 349
Page 352
Tanggal Nama Kegiatan Tempat
Date Event Name Place
27 Mei 2025 NPAP Community of Practice and Kick-off Study of Plastic Pollution Indonesia
27 May 2025 and Biodiversity
18 Juni 2025 Arbitration Practices: Insights from the SIAC Rules 2025 Indonesia
18 June 2025 and Indonesian Developments
9 Juli 2025 Seminar Ekonomi Makro: Menavigasi Tantangan & Peluang Ekonomi Indonesia
9 July 2025 Indonesia dalam mewujudkan Pertumbuhan Grup Astra yang berkelanjutan
3 September 2025 Cybersecurity Awareness Training (2025) Q3 Singapore
3 September 2025
8 Oktober 2025 EICN SG: Regional Strategic Forecast with The EIU's Asia economist Virtual
8 October 2025 Alex Holmes
8-10 Oktober 2025 Milken Summit 2025 Singapore
8-10 October 2025
13 Oktober 2025 Singapore Institute of Directors Programme Virtual
13 October 2025
29 Oktober 2025 Market Outlook on Commodities Virtual
29 October 2025
30 Oktober 2025 Cybersecurity Awareness Training (2025) Q4 Singapore
30 October 2025
3 November 2025 2025 Your Role: Internet Security and You Hong Kong
3 November 2025
10 November 2025 Managing Your Digital Footprint Virtual
10 November 2025
28 November 2025 Barclays Asia Forum 2025 Virtual
28 November 2025
5 Desember 2025 Update on US Geopolitical Risk – Implication for Markets Hong Kong
5 December 2025
Program Orientasi Orientation Program
untuk Komisaris Baru for New Commissioners
Sesuai Piagam Dewan Komisaris Perseroan, setiap According to the Company's Board of Commissioners
anggota Dewan Komisaris yang baru diangkat wajib Charter, all newly appointed Board members
mengikuti program orientasi Perseroan. Program must attend the Company's orientation program.
orientasi dilaksanakan guna memberikan pemahaman The program is intended to give an understanding
mengenai nilai dan budaya Astra, Astra Management of Astra's values and culture, Astra Management
System, bisnis grup Astra secara holistik, serta Astra System, overall business of Astra group, and Astra
Code of Conduct. Code of Conduct.
Berdasarkan keputusan RUPS Luar Biasa 2025, Pursuant to the resolution of the 2025 Extraordinary
Perseroan telah mengangkat 2 (dua) anggota Dewan GMS, the Company has appointed 2 (two) new members
Komisaris baru, yaitu Bapak Lincoln Lin Feng Pan to the Board of Commissioners: Mr. Lincoln Lin Feng Pan
dan Bapak Lee Liang Whye. Program orientasi bagi and Mr. Lee Liang Whye. An orientation program for
kedua anggota Dewan Komisaris baru tersebut akan the two new members of the Board of Commissioners
dilaksanakan pada tahun 2026. will be held in 2026.
350 Tata Kelola Perusahaan Good Corporate Governance
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Penilaian Kinerja Komite Performance Assessment
di Bawah Dewan Komisaris of Committees under
the Board of Commissioners
Guna mendukung pelaksanaan tugas dan tanggung To support the execution of duties and responsibilities,
jawabnya, Dewan Komisaris telah membentuk 3 (tiga) the Board of Commissioners has formed 3 (three)
Komite, yakni Komite Audit, Komite Nominasi dan committees: the Audit Committee, the Nomination
Remunerasi, serta Komite Eksekutif. Penilaian terhadap and Remuneration Committee, and the Executive
kinerja komite-komite tersebut di atas dilakukan oleh Committee. The performance evaluation by these
Dewan Komisaris secara keseluruhan. committees is conducted by the Board of Commissioners
as a whole.
Sebagaimana diatur dalam Pedoman Dewan Komisaris, Pursuant to the Board of Commissioners Charter,
Dewan Komisaris melakukan evaluasi dan penilaian the Board performs an annual evaluation and
tahunan atas pelaksanaan tugas dari seluruh komite- assessment of the implementation of duties by all
komite tersebut. Kriteria penilaian komite-komite three committees. The assessment criteria applied to
tersebut didasarkan pada pelaksanaan tugas dan the committees refer to the execution of duties and
tanggung jawab selama tahun berjalan sebagaimana responsibilities during the current year, as stipulated in
diatur dalam pedoman atau piagam masing-masing the committee charter and other internal policies issued
komite serta kebijakan internal Perseroan. by the Company.
Sepanjang tahun 2025, Dewan Komisaris menilai In 2025, the Board of Commissioners assessed that
bahwa pelaksanaan tugas oleh Komite Audit, Komite the performance of duties by the Audit Committee,
Nominasi dan Remunerasi, serta Komite Eksekutif the Nomination and Remuneration Committee, and
Perseroan, telah dilaksanakan dengan baik sesuai the Executive Committee throughout the year has
dengan kriteria yang ditetapkan. been satisfactorily fulfilled in accordance with the
established criteria.
Direksi
Board of Directors
Direksi Perseroan memimpin dan mengelola Perseroan The Board of Directors of the Company leads and
untuk kepentingan Perseroan sesuai dengan maksud manages the Company in the interest of the Company,
dan tujuan Perseroan, Pedoman Direksi, Anggaran in accordance with the purpose and objectives of the
Dasar, dan peraturan perundangan yang berlaku, serta Company, the Company’s Board of Directors Charter,
dengan memperhatikan prinsip-prinsip GCG. Articles of Association, and applicable laws and
regulations with due regard to the principles of GCG.
Pedoman Direksi Board of Directors Charter
Perseroan memiliki Pedoman Direksi yang bertujuan The Company has a Board of Directors Charter to
untuk memberikan arahan bagi Direksi dalam provide guidance to the Board of Directors in carrying
melaksanakan tugas kepengurusan mereka. Pedoman out its management duties. These guidelines are
Direksi Perseroan tersebut disusun berdasarkan Undang- compiled based on Company Law, Capital Market Law,
Undang Perseroan Terbatas, Undang-Undang Pasar regulations of the OJK and the IDX, the Company’s
Modal, peraturan-peraturan OJK dan BEI, Anggaran Articles of Association, as well as GCG principles.
Dasar Perseroan, serta prinsip-prinsip GCG.
ASTRA Laporan Tahunan 2025 Annual Report 351
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Pedoman Direksi mencakup, antara lain, tugas The Board of Directors Charter includes, among others,
dan wewenang Direksi, standar etika Direktur, the duties and authorities, code of conduct, limitations
pembatasan rangkap jabatan, rapat Direksi, dan on holding concurrent positions, meetings and
pertanggungjawaban Direksi. Pedoman Direksi dapat accountability of the Board of Directors. The full version
diunduh secara lengkap pada situs web Perseroan. of Board of Directors Charter can be downloaded from
the Company’s website.
Tugas, Tanggung Jawab, Duties, Responsibilities
dan Ruang Lingkup Pekerjaan and Scope of Work
Secara kolektif, tugas-tugas Direksi meliputi, antara lain: The collective duties of the Board of Directors include,
but are not limited to:
• Menyusun visi, misi, dan nilai-nilai serta rencana • Formulating the Company’s vision, mission, and
strategis Perseroan dalam bentuk rencana korporasi values, as well as strategic plans in the form of
dan rencana kerja; corporate plans and work plans;
• Menetapkan struktur organisasi Perseroan dengan • Establishing the Company’s organizational structure,
rincian tugas setiap divisi dan unit usaha; detailing the duties of each division and business unit;
• Mengendalikan dan mengembangkan sumber daya • Controlling and developing the Company’s resources
yang dimiliki Perseroan secara efektif dan efisien; effectively and efficiently;
• Membentuk sistem pengendalian internal dan • Establishing the Company’s internal control and risk
manajemen risiko Perseroan; management systems;
• Mengelola dan melaksanakan tanggung jawab sosial • Managing and implementing the Company’s social
dan lingkungan Perseroan; and environmental responsibilities;
• Mengelola dan memelihara daftar pemegang saham • Maintaining the Company’s share register and
dan daftar khusus; special registers;
• Menyusun dan menyediakan laporan keuangan • Preparing and providing the Company’s periodic
berkala dan laporan tahunan Perseroan; financial reports and annual reports;
• Menyusun dan menyampaikan kepada publik • Preparing and disclosing the required material
informasi material yang disyaratkan; dan information to the public; and
• Menyelenggarakan RUPS Tahunan dan RUPS Luar • Organizing Annual GMS and Extraordinary GMS in
Biasa sesuai dengan Anggaran Dasar Perseroan dan accordance with the Company’s Articles of Association
peraturan perundangan yang terkait. and relevant regulations.
Direksi menjalankan tugas kepengurusan Perseroan The Board of Directors carries out the management
dengan itikad baik, penuh tanggung jawab dan duties of the Company in good faith, with full
kehati-hatian untuk kepentingan Perseroan dan responsibility and prudence for the benefit of
dengan memperhatikan kepentingan para pemangku the Company, considering the interests of the
kepentingan Perseroan. Company’s stakeholders.
Presiden Direktur bertindak sebagai juru bicara dari The President Director acts as the spokesperson for the
Direksi dan menjadi penghubung utama (main contact) Board of Directors and serves as the main contact for the
bagi Direksi dengan pihak lain. Presiden Direktur dapat Board with external parties. The President Director may
menunjuk seorang Direktur lainnya untuk menjadi juru appoint another Director to act as spokesperson for the
bicara Direksi. Board of Directors.
Selain menjalankan peran secara kolektif dalam In addition to the collective duties of the Board of
mengelola Perseroan, setiap anggota Direksi juga Directors in managing the Company, each Director
memiliki ruang lingkup pekerjaan sebagaimana also has a specific scope of work as described in the
digambarkan pada bagian “Struktur Organisasi” di “Organizational Structure” section on page 72-74 of this
halaman 72-74 Laporan Tahunan ini. Annual Report.
352 Tata Kelola Perusahaan Good Corporate Governance
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Komposisi dan Board of Directors Composition
Masa Jabatan Direksi and Term of Office
Direktur Perseroan diangkat oleh RUPS untuk jangka The Company’s Directors are appointed by the GMS
waktu terhitung sejak tanggal yang ditentukan for a period commencing from the date determined
oleh RUPS yang mengangkat mereka sampai by the GMS that appoints them until the closing of the
penutupan RUPS tahunan yang ketiga setelah tanggal third Annual GMS after the date of such appointment.
pengangkatan tersebut. Seorang Direktur yang masa A Director whose term of office has expired may be
jabatannya telah berakhir dapat diangkat kembali reappointed by the GMS.
oleh RUPS.
Berdasarkan keputusan RUPS Luar Biasa 2025 yang Based on the resolution of the 2025 Extraordinary GMS
dimuat dalam Akta No. 65 tanggal 19 November 2025 set out in Deed No. 65 dated 19 November 2025, drawn
dibuat oleh Notaris Aulia Taufani, S.H., susunan Direksi up by Notary Aulia Taufani, S.H., the composition of the
Perseroan per 31 Desember 2025 adalah sebagai berikut: Company’s Board of Directors is as follows:
Nama Jabatan Masa Jabatan
Name Position Term of Office
Djony Bunarto Tjondro Presiden Direktur 2023 - 2026
President Director
Rudy Wakil Presiden Direktur 2025 - 2026
Vice President Director
Gidion Hasan Direktur 2023 - 2026
Director
Henry Tanoto Direktur 2023 - 2026
Director
Santosa Direktur 2023 - 2026
Director
Gita Tiffani Boer Direktur 2023 - 2026
Director
FXL Kesuma Direktur 2023 - 2026
Director
Hamdani Dzulkarnaen Salim Direktur 2023 - 2026
Director
Thomas Junaidi Alim. W Direktur 2024 - 2026
Director
Hsu Hai Yeh Direktur 2025 - 2026
Director
Keberagaman Komposisi Direksi Diversity in Board of
Directors Composition
Anggota Direksi yang menjabat saat ini telah mewakili The existing members of the Board of Directors represent
keberagaman komposisi dari sisi usia, keahlian, a diverse composition in terms of age, expertise, work
pengalaman kerja dan latar belakang pendidikan yang experience, and educational background, which is
diperlukan untuk memastikan efektivitas pengelolaan necessary to ensure the effective implementation of
dan kepengurusan Perseroan secara efektif oleh management duties by the Board members in their
anggota Direksi sesuai bidangnya. Selain itu, Perseroan respective areas. In addition, the Company has adopted
memiliki Astra 2030 Sustainability Aspirations, di mana the Astra 2030 Sustainability Aspirations, one of which
salah satunya Perseroan mendukung keberagaman dan states that the Company supports diversity and inclusivity
inklusivitas di setiap level eksekutif, Direksi, Dewan at every executive level, the Board of Directors, and the
Komisaris, dengan fokus pada gender. Board of Commissioners, focusing on gender.
ASTRA Laporan Tahunan 2025 Annual Report 353
Page 356
Profil lengkap anggota Direksi Perseroan dapat dilihat The full profile of the members of the Board of Directors
pada bagian “Profil Perusahaan”, sub-bagian Profil is available in the "Company Profile" section, sub-section
Direksi di halaman 82-87 Laporan Tahunan ini. of the Board of Directors Profile, on page 82-87 of this
Annual Report.
Rapat Direksi Board of Directors Meetings
Berdasarkan ketentuan dalam peraturan OJK dan In accordance with OJK regulations and the Company’s
Anggaran Dasar Perseroan, rapat Direksi wajib diadakan Articles of Association, the Board of Directors meetings
secara berkala paling kurang 1 (satu) kali dalam setiap are held periodically, at least 1 (once) every month.
bulan. Direksi juga dapat menyelenggarakan rapat The Board of Directors may also hold additional meetings
tambahan bilamana dipandang perlu. whenever deemed necessary.
Pada tahun 2025, Direksi telah mengadakan Rapat In 2025, the Board of Directors held 42 (forty two)
Direksi sebanyak 42 (empat puluh dua) kali. Direksi Board of Directors meetings. The Board of Directors
juga telah mengadakan rapat bersama dengan Dewan also held the required joint meetings with the Board of
Komisaris sebagaimana dipersyaratkan. Dalam rapat- Commissioners. The meetings of the Board of Directors
rapat Direksi telah dibahas, antara lain: covered discussion on, among others:
1. Kinerja keuangan dan operasional Astra dan Grup 1. Financial and operational performance of Astra and
secara berkala; the Group on a regular basis;
2. Usulan pemberian atau perolehan pinjaman; 2. Proposal for granting or obtaining a loan;
3. Usulan transaksi-transaksi yang signifikan 3. Proposed significant transactions (including
(termasuk investasi); investments);
4. Kinerja Astra Sustainability Framework; 4. Performance of the Astra Sustainability Framework;
5. Usulan nominasi Direktur atau Komisaris anak 5. Proposed nominations of Directors or Commissioners
perusahaan Perseroan; of the Company’s subsidiaries;
6. Usulan agenda RUPS Tahunan dan RUPS Luar Biasa 6. Proposed agenda for the Company’s 2025 Annual
Perseroan tahun 2025; dan GMS and Extraordinary GMS; and
7. Usulan dividen final dan dividen interim Perseroan. 7. Proposal for the Company’s final and interim dividends.
Nama Jabatan Tingkat Kehadiran
Name Position Attendance Level
Djony Bunarto Tjondro Presiden Direktur 100.00%
President Director
Rudy Wakil Presiden Direktur 97.62%
Vice President Director
Gidion Hasan Direktur 95.24%
Director
Henry Tanoto Direktur 92.86%
Director
Santosa Direktur 100.00%
Director
Gita Tiffani Boer Direktur 100.00%
Director
FXL Kesuma Direktur 85.71%
Director
Hamdani Dzulkarnaen Salim Direktur 95.86%
Director
Thomas Junaidi Alim. W Direktur 92.86%
Director
Hsu Hai Yeh Direktur 75.00%
Director
354 Tata Kelola Perusahaan Good Corporate Governance
Page 357
Direksi dapat juga mengambil keputusan yang sah The Board of Directors may also adopt a valid
tanpa mengadakan Rapat Direksi (secara sirkuler), jika resolution without holding a meeting, which is by way
semua anggota Direksi telah diberitahu secara tertulis of a circular resolution, if all members of the Board of
mengenai usulan yang diajukan dan semua anggota Directors have been notified in writing and have given
Direksi memberikan persetujuan mengenai usulan yang their written approval to the proposal. In 2025, the
diajukan tersebut secara tertulis. Pada tahun 2025, Board of Directors issued 2 (two) circular resolutions.
terdapat 2 (dua) keputusan sirkuler yang diterbitkan
oleh Direksi.
Pelatihan Direksi Board of Directors Training
Dalam rangka memastikan tugas dan tanggung jawab In order to ensure that the duties and responsibilities
anggota Direksi dilaksanakan secara efektif dan efisien of the Board of Directors are carried out effectively and
serta sejalan dengan perkembangan bisnis terkini, efficiently and in line with current business developments,
Perseroan meyakini peningkatan kompetensi anggota the Company believes in the continuous enhancement
Direksi perlu dilakukan secara berkelanjutan. of the Board of Directors members competencies.
Perseroan memiliki kebijakan untuk meningkatkan It is the Company’s policy to enhance the capabilities
kapabilitas anggota Direksi yang tercantum dalam of the Board of Directors as outlined in the Nomination
Kebijakan Nominasi dan Remunerasi. Salah satu and Remuneration Policy. One of the capability
kegiatan peningkatan kapabilitas tersebut adalah enhancements is by participation of the Board of
dengan mengikutsertakan Direksi dalam program Directors in development programs which aim, among
pengembangan yang bertujuan antara lain untuk others, to provide information on the latest local and
memberikan informasi mengenai kondisi terkini global business conditions in order to assess future
mengenai bisnis secara lokal dan global dalam challenges affecting the Company’s sustainability.
rangka mengantisipasi tantangan masa depan untuk
keberlangsungan Perseroan.
Pada tahun 2025, anggota Direksi telah mengikuti In 2025, the Board of Directors members participated in
program pelatihan (termasuk melalui webinar) antara training programs (including webinars) among others
lain sebagai berikut: as follows:
Tanggal Nama Kegiatan Tempat
Date Event Name Venue
13-15 Januari 2025 Biodiversity Workshop Indonesia
13-15 January 2025
21 Januari 2025 CEO Sharing on Personal Data Protection Indonesia
21 January 2025
22 Januari 2025 Kelangsungan Bisnis 2025: Pendekatan Risiko Hukum dan Indonesia
22 January 2025 Manajemen Kepatuhan
4 Februari 2025 Arah Kebijakan OJK 2025 & Strategi Pertumbuhan Ekonomi Pemerintah Baru Indonesia
4 February 2025
11 Februari 2025 Pertemuan Tahunan Industri Jasa Keuangan 2025: Penguatan Sektor Indonesia
11 February 2025 Jasa Keuangan yang Stabil dan Inklusif untuk Mendukung Program
Prioritas Nasional
28 Februari 2025 Seminar Insight Into 2025 Trends: Macro Economy and Trends in Automotive Indonesia
28 February 2025
3 Maret 2025 Innovating Cost-efficient Manufacturing for a Greener Future Indonesia
3 March 2025
18 Maret 2025 EV Update Full Year 2024 Virtual
18 March 2025
ASTRA Laporan Tahunan 2025 Annual Report 355
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Tanggal Nama Kegiatan Tempat
Date Event Name Venue
27 Maret 2025 Global Investment Summit - New Networks Connecting the Global Economy Hong Kong
27 March 2025
23 April 2025 Expert Sharing: Indonesia
23 April 2025 • Tariff and trade war - and implications on auto players
• Perspectives on customer back business model, especially with digital and
AI applications
• Viewpoint on EV
6 Mei 2025 Seminar Nasional: Will Trade War Create Financial Turmoil Indonesia
6 May 2025
15 Mei 2025 Client Council 2025 - Better Informed, Better Advised, Better Decisions Singapore
15 May 2025
16 Mei 2025 Seminar - Indonesian Healthcare Industry Virtual
16 May 2025
26-27 Mei 2025 World Osaka Expo 2025: Designing Future Society for Our Lives Japan
26-27 May 2025
28 Mei 2025 2025 Macro & Pan-Asia Regional Conference 2025 Singapore
28 May 2025
23 Juni 2025 Sharing Macro Economic & Automotive Market Virtual
23 June 2025
9 Juli 2025 Seminar Ekonomi Makro 2025: Menavigasi Tantangan & Peluang Ekonomi Indonesia
9 July 2025 Indonesia dalam Mewujudkan Pertumbuhan Grup Astra yang Berkelanjutan
10 Juli 2025 Strategi & Solusi: Mengintegrasikan Contingency Plan & Incident Response Indonesia
10 July 2025 untuk Meningkatkan Ketahanan Perusahaan Asuransi
7 Oktober 2025 Seminar Ekonomi Makro 2025 – AHM: Securing the Future of 2W: Balancing Indonesia
7 October 2025 Risk and Opportunities, amidst Economic Headwind
3 November 2025 Sustainability Leadership Council Meeting Hong Kong
3 November 2025
26 November 2025 Automotive Outlook Year 2026 and Prospecting of Sustainable Growth Indonesia
26 November 2025 of Indonesia Automotive Industry
Program Orientasi untuk Direktur Baru Orientation Program for New Director
Sesuai Piagam Direksi Perseroan, setiap anggota According to the Company's Board of Directors
Direksi yang baru diangkat wajib mengikuti program Charter, all newly appointed Board members must
orientasi Perseroan. attend the Company's orientation program.
Berdasarkan keputusan RUPS Luar Biasa Tahun 2025, Pursuant to the resolution of the 2025 Extraordinary
Perseroan mengangkat Ibu Hsu Hai Yeh sebagai Direktur GMS, the Company appointed Ms. Hsu Hai Yeh as a
Perseroan. Beliau sebelumnya merupakan Komisaris Director of the Company. She previously served as
Perseroan dan telah mengikuti program orientasi a Commissioner of the Company and completed the
bagi Direktur dan Komisaris pada tahun 2024. Dengan orientation program for Directors and Commissioners
demikian, Perseroan tidak melaksanakan program in 2024. Consequently, the Company did not conduct
orientasi untuk Direktur baru pada tahun 2025. an orientation program for new Directors in 2025.
356 Tata Kelola Perusahaan Good Corporate Governance
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Penilaian Kinerja Komite Performance Evaluation of
di Bawah Direksi Committees under Board of Directors
Perseroan tidak memiliki komite yang mendukung The Company presently has no committees established
pelaksanaan tugas Direksi. to assist the Board of Directors in its performance
of duties.
Penilaian Kinerja Dewan Komisaris
dan Direksi
Performance Evaluation of the Board of Commissioners
and Board of Directors
Prosedur dan Pihak yang Procedures and the Assessor
Melakukan Penilaian Kinerja of Performance Evaluation
Komite Nominasi dan Remunerasi melakukan penilaian The Nomination and Remuneration Committee
tahunan terhadap kinerja Dewan Komisaris dan Direksi conducts an annual evaluation of both the Board of
secara kolektif dan individual dengan menggunakan Commissioners and the Board of Directors, assessing
metode penilaian yang berlaku di Perseroan. Pada them collectively and individually through the methods
tahun 2025, Komite Nominasi dan Remunerasi telah applicable within the Company. In 2025, the Committee
menerapkan penilaian mandiri (self-assessment) bagi introduced a self-assessment process for each Board
masing-masing anggota Direksi atas kinerja Direksi Member regarding the overall performance of the
secara keseluruhan dan bagi anggota Dewan Komisaris Board of Directors, as well as for Board Commissioners
atas kinerja Dewan Komisaris secara keseluruhan. concerning the overall performance of the Board of
Masing-masing Direktur dan Komisaris melakukan Commissioners. Each Director and Commissioner also
penilaian mandiri terhadap kinerjanya setiap tahun. performs an independent evaluation of their own
performance each year.
Kriteria Penilaian Kinerja Evaluation Criteria
Dalam melakukan penilaian kinerja, Komite Nominasi In conducting the performance evaluation, the
dan Remunerasi menggunakan kriteria yang telah Nomination and Remuneration Committee adopts the
ditentukan bagi anggota Dewan Komisaris dan Direksi. criteria established for the Board of Commissioners and
Kriteria tersebut adalah sebagai berikut: the members of the Board of Directors. The criteria are
as follows:
ASTRA Laporan Tahunan 2025 Annual Report 357
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Dewan Komisaris Board of Commissioners
Kriteria penilaian kinerja Dewan Komisaris mencakup: The Board of Commissioners' performance evaluation
criteria include:
1. Pelaksanaan tugas pengawasan atas kebijakan 1. The implementation of supervisory duties over
pengurusan dan jalannya pengurusan pada umumnya management policies and the general management
baik mengenai Perseroan maupun usaha Perseroan implementation, both concerning the Company
yang dijalankan oleh Direksi, dan itself and the business activities run by the Board of
Directors, and
2. Pemberian saran kepada Direksi sehubungan 2. The provision of advice to the Board of Directors in
kepentingan pencapaian tujuan Perseroan. order to achieve the Company’s objectives.
Penilaian juga mencakup evaluasi terhadap pelaksanaan The assessment also includes the evaluation of the
tugas khusus yang diberikan sesuai Anggaran Dasar specifically assigned duties in accordance with the
dan/atau berdasarkan keputusan RUPS. Articles of Association and/or GMS resolutions.
Direksi Board of Directors
Kriteria penilaian kinerja Direksi mencakup: Performance evaluation criteria for the Board of
Directors include:
1. Pelaksanaan tugas dan tanggung jawab masing- 1. Conduct of duties and responsibilities of each Board
masing anggota Direksi dalam mengelola Perseroan of Directors member in managing the Company in
sesuai Anggaran Dasar Perseroan dan ruang accordance with the Company’s Articles of Association
lingkup pekerjaannya; and their scope of work;
2. Pencapaian dari rencana kerja Perseroan; dan 2. Achievement of the Company’s work plan; and
3. Pelaksanaan hasil keputusan RUPS. 3. Implementation of GMS resolutions.
Nominasi dan Remunerasi Nomination and Remuneration
Dewan Komisaris dan Direksi of the Board of Commissioners
and Board of Directors
Perseroan memiliki Komite Nominasi dan Remunerasi The Company has the Nomination and Remuneration
yang berfungsi untuk membantu Dewan Komisaris Committee that is established to assist the Board of
dalam melaksanakan tugas dan fungsi pengawasan Commissioners in carrying out its oversight duties
terkait nominasi dan remunerasi anggota Direksi dan and functions pertaining to the nomination and
Dewan Komisaris. remuneration of the members of the Board of Directors
and the Board of Commissioners.
Kebijakan Nominasi Nomination Policy
Komite Nominasi dan Remunerasi bertanggung jawab The Nomination and Remuneration Committee is
memberikan rekomendasi kepada Dewan Komisaris responsible for providing recommendations to the
mengenai komposisi jabatan Direksi dan Dewan Board of Commissioners regarding the composition of
Komisaris serta menyusun kebijakan yang dibutuhkan the Board of Directors and the Board of Commissioners,
dalam proses nominasi tersebut. Kebijakan nominasi ini as well as formulating the policies required for the
meliputi kriteria serta prosedur nominasi. nomination process. Nomination policies include the
criteria and procedures related to nominations.
Kriteria nominasi disusun dengan mempertimbangkan Nomination criteria are prepared with due regard to
kompetensi dan karakter calon anggota Direksi dan the competencies and character of the candidates for
Dewan Komisaris yang selaras dengan kebutuhan the Board of Directors and the Board of Commissioners,
bisnis Perseroan serta kriteria lainnya sesuai peraturan which align with the needs of the company’s business
perundang-undangan terkait, antara lain: and other criteria stipulated in related laws and
regulations, among others:
358 Tata Kelola Perusahaan Good Corporate Governance
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1. Mempunyai akhlak, moral dan integritas yang baik 1. Possessing good character, morals, and integrity, and
serta cakap melakukan perbuatan hukum; being capable of carrying out legal actions;
2. Dalam 5 (lima) tahun sebelum pengangkatan dan 2. Within the 5 (five) years prior to appointment and
selama menjabat: during the term of office:
a. tidak pernah dinyatakan pailit; a. Has not been declared bankrupt;
b. tidak pernah menjadi anggota Direksi dan/atau b. Has not served as a member of the Board of Directors
anggota Dewan Komisaris yang dinyatakan bersalah and/or the Board of Commissioners indicted for
menyebabkan suatu perusahaan dinyatakan pailit; causing a company to be declared bankrupt;
c. tidak pernah dihukum karena melakukan tindak c. Has not been indicted or punished for criminal acts
pidana yang merugikan keuangan negara dan/ resulting in state financial losses and/or related to
atau yang berkaitan dengan sektor keuangan; the financial services sector;
3. Berkomitmen untuk mematuhi peraturan perundang- 3. Committed to complying with applicable laws and
undangan; dan regulations; and
4. Memiliki pengetahuan dan/atau keahlian di bidang 4. Possessing knowledge and/or expertise in the field
yang dibutuhkan Perseroan. required by the Company.
Terkait dengan prosedur nominasi, Komite Nominasi In relation to the nomination procedure, the Nomination
dan Remunerasi mengidentifikasi dan memberikan and Remuneration Committee selects and provides
rekomendasi dan usulan mengenai calon anggota Direksi recommendations and input on the candidates qualified
dan anggota Dewan Komisaris kepada Dewan Komisaris for the Board of Directors and Board of Commissioners
untuk diajukan dalam RUPS. Dalam memberikan usulan, members and submit it to the Board of Commissioners
Komite Nominasi dan Remunerasi mengutamakan for proposal to the GMS. In providing input, the
penentuan calon anggota Direksi dan Dewan Komisaris Nomination and Remuneration Committee set priority
dari internal Astra. Jika diperlukan, Komite Nominasi to seek and select candidates for the Board of Directors
dan Remunerasi juga dapat melibatkan perusahaan and Board of Commissioners from internal of Astra.
pencarian profesional atau melakukan seleksi dari When necessary, the Nomination and Remuneration
eksternal Astra untuk mendapatkan calon anggota Committee may also involve a professional headhunting
Direksi dan Dewan Komisaris yang sesuai dengan agency or seek external sources outside Astra to select
kebutuhan bisnis dan kriteria Perseroan. candidates for the Board of Directors and Board of
Commissioners members that are deemed qualified to
meet the Company’s business needs.
Prosedur dan Pelaksanaan Remunerasi Remuneration Procedures and Implementation
Perseroan memiliki kebijakan remunerasi di setiap The Company adopts a remuneration policy for each
level organisasi untuk memberikan penghargaan organizational level to reward employees according to
sesuai dengan jabatan dan insentif untuk mendorong their positions and to provide incentives that encourage
pencapaian hasil kinerja yang terbaik. Kebijakan tersebut the best performance results. The policy is also used
juga diterapkan dalam menentukan remunerasi Dewan to determine the remuneration for the Board of
Komisaris dan Direksi, di mana secara umum remunerasi Commissioners and the Board of Directors. In general,
ditentukan dengan memperhatikan: remuneration is determined by considering:
(i) remunerasi yang berlaku pada industri lain dengan (i) remuneration applicable to other industries
kegiatan usaha dan/atau skala usaha sejenis with similar business activities and/or scales as
dari Perseroan; the Company;
(ii) tugas, tanggung jawab dan wewenang serta (ii) duties, responsibilities, and authorities that
target dan kinerja masing-masing anggota Dewan correlate with the targets and performance of each
Komisaris dan Direksi; dan member of the Board of Commissioners and the
Board of Directors; and
(iii) keseimbangan tunjangan yang bersifat tetap dan (iii) balance of fixed and variable benefits, which also
bersifat variabel, di mana secara keseluruhan tetap considers the Company’s capabilities and overall
mempertimbangkan kemampuan Perseroan dan market conditions.
kondisi pasar.
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Pada tahap awal proses penetapan remunerasi, Komite At the initial stage of determining remuneration, the
Nominasi dan Remunerasi menyusun rekomendasi dan Nomination and Remuneration Committee prepares
usulan terkait remunerasi anggota Dewan Komisaris recommendations and proposals for the remuneration
dan Direksi. Usulan remunerasi tersebut kemudian of the members of the Board of Commissioners and
disampaikan kepada Dewan Komisaris, untuk the Board of Directors. The proposed remuneration is
selanjutnya diajukan kepada RUPS Tahunan untuk then submitted to the Board of Commissioners to be
dimintakan persetujuan. subsequently presented to the Annual GMS for approval.
RUPS menetapkan remunerasi Dewan Komisaris dan The GMS resolves the remuneration for the Board of
Direksi. RUPS dapat memberikan kuasa kepada Dewan Commissioners and the Board of Directors. The GMS
Komisaris untuk menentukan remunerasi anggota may authorize the Board of Commissioners to determine
Direksi dengan mempertimbangkan kebijakan dari the remuneration for the members of the Board of
Komite Nominasi dan Remunerasi. RUPS dapat juga Directors while giving due observance to the policy
menetapkan remunerasi untuk seluruh anggota Dewan of the Nomination and Remuneration Committee.
Komisaris dan memberikan wewenang kepada Presiden The GMS may also determine the total remuneration
Komisaris untuk menetapkan pembagian remunerasi amount for all members of the Board of Commissioners
tersebut di antara para anggota Dewan Komisaris, and authorize the President Commissioner to allocate
dengan memperhatikan pendapat Komite Nominasi dan the distributed amount among the members of the
Remunerasi Perseroan. Board of Commissioners, considering the opinions of the
Nomination and Remuneration Committee.
Struktur Remunerasi Board of Commissioners and Board
Dewan Komisaris dan Direksi of Directors Remuneration Structure
Struktur remunerasi Direksi terdiri atas gaji, tantiem The Board of Directors' remuneration structure
dan tunjangan lainnya. Sementara itu, struktur comprises salary, bonus, and other allowances. While
remunerasi Dewan Komisaris terdiri dari honorarium the Board of Commissioners remuneration structure
dan tunjangan lainnya. comprises an honorarium and other allowances.
Struktur remunerasi untuk periode tahun 2025/2026 The Board of Commissioners' remuneration structure
bagi Dewan Komisaris mengacu pada hasil keputusan for the period of 2025/2026 is based on the resolutions
RUPS Tahunan 2025 tanggal 8 Mei 2025, yaitu pemberian of the 2025 Annual GMS on 8 May 2025, which granted
honorarium kepada Dewan Komisaris yang secara an honorarium to the Board of Commissioners in a
keseluruhan maksimum sejumlah Rp2 miliar (gross) maximum amount of Rp2 billion (gross) per month,
per bulan, mulai berlaku terhitung sejak 8 Mei 2025 effective 8 May 2025, until the closing of the 2026
hingga penutupan RUPS Tahunan 2026. Annual GMS.
RUPS Tahunan tersebut juga memberikan wewenang The Annual GMS also granted authority to the
kepada Presiden Komisaris untuk menetapkan President Commissioner to determine the distribution
pembagian jumlah honorarium tersebut di antara para of this honorarium amount among the members of
anggota Dewan Komisaris, dengan memperhatikan the Board of Commissioners of the Company, with due
pendapat dari Komite Nominasi dan Remunerasi observance of the opinions of the Nomination and
Perseroan. Selanjutnya, RUPS Tahunan 2025 memberikan Remuneration Committee of the Company. Further, the
wewenang kepada Dewan Komisaris untuk menetapkan 2025 Annual GMS provided the authority to the Board of
jumlah gaji dan tunjangan bagi anggota Direksi, Commissioners of the Company to determine the salary
dengan memperhatikan kebijakan Komite Nominasi dan and benefits of the members of the Board of Directors
Remunerasi Perseroan. with due observance of the policy of the Nomination
and Remuneration Committee of the Company.
360 Tata Kelola Perusahaan Good Corporate Governance
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Pada tahun 2025, jumlah remunerasi yang diterima In 2025, the amount of remuneration received by
oleh anggota Dewan Komisaris dan Direksi Perseroan the members of the Board of Commissioners and
dan 227 anak perusahaan (2024: 208 anak perusahaan) the Board of Directors of the Company and 227
yang terkonsolidasi, atau sebanyak 270 orang (2024: 208) consolidated subsidiaries, representing
(2024: 284 orang), adalah sebesar Rp1,5 triliun 270 individuals (2024: 284 individuals), was Rp1.5 trillion
(2024: Rp1,7 triliun). Remunerasi terdiri dari imbalan kerja (2024: Rp1.7 trillion). This remuneration is composed
jangka pendek sebesar Rp1,4 triliun (2024: Rp1,6 triliun), of short-term employee benefits amounting to
dan imbalan pasca-kerja serta imbalan jangka panjang Rp1.4 trillion (2024: Rp1.6 trillion) and post-employment
lainnya sebesar Rp76 miliar (2024: Rp68 miliar). benefits and other long-term benefits amounting to
Rp76 billion (2024: Rp68 billion).
Opsi Saham dan Kepemilikan Saham
Dewan Komisaris dan Direksi
Stock Option and Board of Commissioners and Board of Directors
Share Ownership
Opsi Saham Stock Option
Pada tahun 2025, Perseroan tidak menyelenggarakan In 2025, the Company did not offer a stock option
program opsi saham bagi manajemen maupun program for management or employees of the Company.
karyawan Perseroan.
Kepemilikan Saham Board of Commissioners and
Dewan Komisaris dan Direksi Board of Directors Share Ownership
Dalam rangka memenuhi ketentuan dalam UU No. 40 In compliance with the provisions of Law No. 40 of 2007
Tahun 2007 tentang Perseroan Terbatas sebagaimana concerning Limited Liability Companies as amended,
diubah, UU No. 8 Tahun 1995 tentang Pasar Modal Law No. 8 of 1995 concerning the Capital Market as
sebagaimana diubah dan POJK No. 4 Tahun 2024 tentang amended, and POJK No. 4 of 2024 concerning Ownership
Laporan Kepemilikan atau Setiap Perubahan Kepemilikan Reports or Any Changes in Ownership of Public Company
Saham Perusahaan Terbuka dan Laporan Aktivitas Shares and Reports on Pledging Activities for Public
Menjaminkan Saham Perusahaan Terbuka, Perseroan Company Shares, the Company applies a policy that,
memiliki kebijakan yang antara lain mewajibkan Direksi among other things, requires the Board of Directors
dan Dewan Komisaris untuk melaporkan kepemilikan and Board of Commissioners to provide reports on their
sahamnya di Perseroan. share ownership in the Company.
Dalam hal terdapat perubahan informasi kepemilikan In the event that there is a change in share ownership
saham dari informasi yang telah dilaporkan sebelumnya, information from previously reported, said members
anggota Direksi atau Dewan Komisaris wajib of the Board of Directors/Board of Commissioners are
menyampaikan perubahan tersebut kepada Perseroan required to report such change to the Company no later
paling lambat 3 (tiga) hari kerja sejak terjadinya than 3 (three) business days following the occurrence of
perubahan dimaksud. the change.
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Komite-Komite Dewan Komisaris
Board of Commissioners’ Committees
Dalam menjalankan tugas dan tanggung jawab In carrying out its duties, the Board of Commissioners
pengawasan, Dewan Komisaris Perseroan didukung is supported by the Audit Committee, the
oleh tiga Komite di Bawah Dewan Komisaris yaitu: Nomination and Remuneration Committee, and the
Komite Audit, Komite Nominasi dan Remunerasi, serta Executive Committee.
Komite Eksekutif.
Komite Audit Audit Committee
Dewan Komisaris membentuk Komite Audit The Board of Commissioners establishes the Company's
Perseroan berdasarkan POJK No. 55 Tahun 2015 Audit Committee based on POJK No. 55 of 2015
tentang Pembentukan dan Pedoman Pelaksana Kerja concerning the Establishment and Implementation
Komite Audit. Guidelines of the Audit Committee.
Komite Audit adalah komite yang dibentuk oleh The Audit Committee is a committee established
dan bertanggung jawab kepada Dewan Komisaris by and accountable to the Board of Commissioners
dalam membantu melaksanakan tugas dan fungsi to assist in carrying out the duties and functions of
Dewan Komisaris. the Board of Commissioners.
Piagam Komite Audit Audit Committee Charter
Komite Audit memiliki Piagam Komite Audit sebagai The Audit Committee has an Audit Committee
dasar pelaksanaan tugas dan tanggung jawabnya. Charter as the basis for carrying out its duties and
Piagam tersebut telah ditinjau terakhir kali oleh responsibilities. The charter was last reviewed by the
Grup Internal Audit (GIA) pada Februari 2026. Group Internal Audit (GIA) on February 2026. The Charter
Isi Piagam Komite Audit antara lain mencakup peran outlines the Audit Committee's roles, responsibilities,
dan tanggung jawab, wewenang, masa jabatan, tata authority, term of office, meeting procedures, and Code
cara penyelenggaraan rapat, serta kode etik Komite of Conduct. All members of the Audit Committee must
Audit. Seluruh anggota Komite Audit wajib mematuhi comply with and carry out their duties in accordance
dan melaksanakan tugas sesuai dengan Piagam with the Audit Committee Charter.
Komite Audit.
Peran dan Tanggung Jawab Roles and Responsibilities
Berdasarkan Piagam Komite Audit, peran dan tanggung Pursuant to the Audit Committee Charter, the roles and
jawab Komite Audit antara lain meliputi: responsibilities of the Audit Committee include, but are
not limited to:
Peran Roles
Peran Komite Audit adalah melaksanakan pengawasan The role of the Audit Committee is to oversee the
atas hal-hal berikut: following matters:
1. Laporan Keuangan - kredibilitas dan objektivitas 1. Financial Statements - ensuring the credibility and
laporan keuangan Perseroan yang akan diterbitkan objectivity of the Company’s financial statements
untuk pihak eksternal dan badan pengawas, published to external parties and regulatory
termasuk penindaklanjutan keluhan dan/atau bodies, as well as following up on complaints and/
catatan ketidakwajaran terhadap laporan selama or irregularities in the reports during the Audit
periode pengkajian Komite Audit; Committee review period;
362 Tata Kelola Perusahaan Good Corporate Governance
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2. Manajemen Risiko dan Pengendalian Internal - 2. Risk Management and Internal Control - evaluating
kecukupan proses untuk mengidentifikasi dan the adequacy of processes to identify and mitigate
memitigasi risiko keuangan dan bisnis; financial and business risks;
3. Kegiatan Asurans - rencana dan hasil kegiatan 3. Assurance Activities - reviewing the plans and results
yang dilaksanakan oleh GIA, Auditor Eksternal, dan of activities undertaken by the GIA, the external
penyedia jasa asurans lainnya untuk menilai risiko auditor, and other assurance providers to assess
utama telah tercakup dan dievaluasi secara memadai whether key risks have been adequately covered and
dalam pelaksanaan tugas mereka; evaluated in the conduct of their duties;
4. Objektivitas dan Independensi – objektivitas dan 4. Objectivity and Independence - examining the
independensi Auditor Internal dan Auditor Eksternal; objectivity and independence of the internal and
5. Aspek Hukum - proses dan pelaporan kasus hukum external auditors;
signifikan yang terdapat di lingkungan Grup 5. Legal Aspects - The process and reporting of
Astra; dan significant legal cases within Astra Group; and
6. Kepatuhan terhadap peraturan dan undang-undang 6. Compliance with relevant laws and regulations, as
terkait, serta Kode Etik Perseroan. well as the Company’s Code of Conduct.
Tanggung Jawab Responsibilities
Komite Audit memiliki tanggung jawab pelaporan The Audit Committee’s reporting responsibilities
sebagai berikut: consist of:
1. Menyampaikan laporan tertulis kepada Dewan 1. Providing a written report to the Board of
Komisaris sedikitnya satu kali setiap kuartal yang Commissioners at least once every quarter detailing
berisi rincian kegiatan Komite Audit, rekomendasi the Committee’s activities, recommendations for
untuk tindak lanjut, dan paparan hal-hal signifikan follow-up, and presenting significant matters that
yang perlu diketahui oleh Dewan Komisaris; the Board of Commissioners needs to be aware of;
2. Memberikan rekomendasi kepada Dewan Komisaris 2. Providing recommendations to the Board of
mengenai penunjukan Auditor Eksternal dengan Commissioners regarding the appointment of the
mempertimbangkan cakupan pekerjaan dan External Auditor by considering, among other things,
independensi. Komite Audit juga akan mengkaji biaya the scope of work and independence. The Audit
jasa audit eksternal yang diajukan oleh manajemen Committee reviews the fees for external audit services
dan mengemukakan temuan ketidakwajaran kepada proposed by management and presents any findings
Dewan Komisaris; of irregularities to the Board of Commissioners;
3. Memastikan bahwa Direksi telah mengambil 3. Ensuring that the Board of Directors has taken
langkah-langkah yang tepat terkait isu-isu yang appropriate measures concerning the issues noted in
dijabarkan dalam laporan Komite Audit sebelumnya the previous Audit Committee’s report and reporting
dan melaporkan ketidaksesuaian signifikan dari significant non-conformities committed by related
pihak terkait untuk menindaklanjuti hal-hal tersebut parties to the Board of Commissioners for follow-up
kepada Dewan Komisaris; dan on those matters; and
4. Menyiapkan laporan untuk disertakan ke dalam 4. Preparing a report to be included in the Company’s
Laporan Tahunan Perseroan berisi rincian kegiatan Annual Report disclosing the detail of Committee’s
Komite Audit yang mengungkap antara lain: activities, which include, among other things:
a. Pelanggaran signifikan terhadap peraturan dan a. Significant breaches of regulations and
undang-undang yang berlaku; prevailing laws;
b. Kesalahan signifikan atau pengungkapan yang b. Significant errors or unusual disclosures in the
tidak wajar dalam laporan keuangan; financial statements;
c. Ketidakcukupan sistem manajemen risiko atau c. Inadequate risk management systems or
pengendalian internal; internal controls;
ASTRA Laporan Tahunan 2025 Annual Report 363
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d. Kurang memadainya independensi Auditor d. Impaired independence of the External or
Eksternal atau Internal; Internal Auditor;
e. Perbedaan pendapat yang signifikan antara e. Significant disagreements between Management
Manajemen dan Auditor Eksternal; and the External Auditor;
f. Setiap hal yang berpotensi menjadi konflik f. Any potentially significant conflict of interest
kepentingan yang signifikan yang diidentifikasi identified by the Audit Committee during the
oleh Komite Audit selama periode pengkajiannya; assessment period; and
dan
g. Penyediaan Laporan Khusus kepada Dewan g. Submission of a Special Report to the Board of
Komisaris sebagaimana diperlukan. Commissioners as required.
Selain itu, Komite Audit juga melaksanakan arahan In addition, the Audit Committee also implements
yang ditetapkan oleh Dewan Komisaris sesuai dengan the directives set by the Board of Commissioners in
ketentuan peraturan yang berlaku, khususnya peraturan accordance with applicable regulations, particularly OJK
OJK dan BEI. and IDX regulations.
Komposisi dan Masa Jabatan Composition and Term of Office
Komite Audit of the Audit Committee
Komite Audit Perseroan terdiri dari 4 (empat) orang The Company’s Audit Committee comprises 4 (four)
anggota, yaitu seorang ketua, 2 (dua) anggota, dan members, one chairman, 2 (two) members, and 1 (one)
1 (satu) anggota khusus yang tidak memiliki hak suara. special member with no voting rights. The Chairman of
Ketua Komite Audit merupakan seorang Komisaris the Audit Committee is an Independent Commissioner.
Independen. Berikut adalah komposisi Komite Audit The composition of the Audit Committee as of
per 31 Desember 2025: 31 December 2025:
Nama Jabatan Dasar Hukum Pengangkatan Masa Jabatan
Name Position Legal Basis of Appointment Term of Office
Sri Indrastuti Hadiputranto Ketua Keputusan Sirkuler Dewan Komisaris 2023 - 2026
Chairman tanggal 19 April 2023
Circular Resolution of the Board of
Jusuf Halim Anggota
Commissioners dated 19 April 2023
Member
Irhoan Tanudiredja Anggota Keputusan Sirkuler Dewan Komisaris 2025 - 2028
Member tanggal 8 Mei 2025
Circular Resolution of the Board of
Commissioners dated 8 May 2025
Lee Liang Whye* Anggota Khusus Keputusan Sirkuler Dewan Komisaris 2025 - 2028
Special Member tanggal 19 November 2025
Circular Resolution of the Board of
Commissioners dated 19 November 2025
* Anggota khusus, tidak memiliki hak suara | Special members, no voting rights
364 Tata Kelola Perusahaan Good Corporate Governance
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Profil Komite Audit Audit Committee Profile
Profil lengkap anggota Komite Audit dapat The full profile of the members of the Audit Committee
dilihat pada bagian “Profil Perusahaan”, sub- is available under the section “Company Profile”,
bagian Profil Komite-Komite di halaman 90-91 Laporan subsection Committees Profile on page 90-91 of this
Tahunan ini. Annual Report.
Independensi Komite Audit Audit Committee Independence
Perseroan memastikan independensi Komite The Company ensures the independence of the
Audit melalui penunjukan Komisaris Independen Audit Committee by appointing an Independent
sebagai Ketua, serta anggota lainnya yang memiliki Commissioner as Chairperson and selecting other
kompetensi dan pengalaman yang relevan di bidang members with relevant expertise and experience in
keuangan dan tata kelola. Seluruh anggota Komite finance and governance. All members of the Audit
Audit juga berkomitmen untuk selalu menjaga Committee are also committed to maintaining
integritas dan independensi sesuai peraturan yang integrity and independence in accordance with
berlaku. Penerapan ini sejalan dengan ketentuan applicable regulations. This implementation is in line
independensi dalam POJK No. 55/POJK.04/2015 with the independence provisions in POJK No. 55/
tentang Pembentukan dan Pedoman Pelaksanaan Kerja POJK.04/2015 concerning the Establishment and
Komite Audit. Implementation Guidelines for the Audit Committee.
Rapat Komite Audit Audit Committee Meeting
Sesuai ketentuan dalam Piagam Komite Audit, Komite Pursuant to the Audit Committee Charter, the Audit
Audit wajib mengadakan rapat rutin sekurang- Committee shall convene regular meetings at least
kurangnya 1 (satu) kali setiap kuartal, serta dapat 1 (one) time each quarter and may hold additional
menyelenggarakan rapat tambahan jika diperlukan. meetings as deemed necessary. The Audit Committee
Komite Audit juga dapat menyelenggarakan rapat may also hold special meetings to discuss specific
khusus guna melaksanakan pembahasan masalah issues. In 2025, the Audit Committee conducted 6 (six)
tertentu. Sepanjang tahun 2025, Komite Audit telah meetings, with the following attendance rates:
melaksanakan 6 (enam) kali rapat dengan tingkat
kehadiran sebagai berikut:
Nama Jabatan Tingkat Kehadiran
Name Position Attendance Rate
Sri Indrastuti Hadiputranto Ketua
Chairman 100.00%
Jusuf Halim Anggota
Member 100.00%
Irhoan Tanudiredja Anggota
Member 100.00%
Lee Liang Whye *
Anggota Khusus
Special Member 100.00%
* Anggota khusus, tidak memiliki hak suara | Special members, no voting rights
ASTRA Laporan Tahunan 2025 Annual Report 365
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Pelatihan Komite Audit Audit Committee Training
Komite Audit aktif berpartisipasi dalam berbagai The Audit Committee actively participates in various
program pelatihan dan pendidikan untuk training and education programs to enhance its
mengembangkan kompetensi dan meningkatkan competencies and continually improve its qualifications.
kualifikasinya secara berkelanjutan. Berikut adalah The following are the activities undertaken by the Audit
kegiatan yang diikuti oleh Komite Audit sepanjang Committee throughout 2025:
tahun 2025:
Tanggal Nama Kegiatan Tempat
Date Event Name Place
13 Februari 2025 Stories and Challenges of IFRS1 and IFRS2 Implementation Virtual
13 February 2025
17 Februari 2025 Health Safety Workshop Hong Kong
17 February 2025
4 Maret 2025 UBS One ASEAN Summit 2025 ft Global Macro Forum Singapore
4 March 2025
11 Maret 2025 21st CITIC CLSA ASEAN Forum 2025 Thailand
11 March 2025
13 Maret 2025 Generative AI in Accounting: The Opportunity and Impact Virtual
13 March 2025
22 April 2025 Transforming Indonesia: Redefining Growth, Reimagining Future Indonesia
22 April 2025
23 Mei 2025 Future-Proofing Economies: The Strategic Role of Accountants in Indonesia
23 May 2025 Turbulence Times
27 Mei 2025 NPAP Community of Practice and Kick-off Study of Plastic Pollution Indonesia
27 May 2025 and Biodiversity".
28 Mei 2025 Standar Audit (SA) 315 (revisi): Pengidentifikasian dan Penilaian Risiko Indonesia
28 May 2025 Kesalahan Penyajian Material
11 Juni 2025 Update PSAK Terkini dalam Penyusunan Laporan Keuangan Indonesia
11 June 2025
18 Juni 2025 Arbitration Practices: Insights from the SIAC Rules 2025 Indonesia
18 June 2025 and Indonesian Developments
9 Juli 2025 Seminar Ekonomi Makro: Menavigasi Tantangan & Peluang Ekonomi Indonesia
9 July 2025 Indonesia dalam mewujudkan Pertumbuhan Grup Astra yang berkelanjutan
14 Juli 2025 Penerapan ISAK 335: Penyajian Laporan Keuangan Entitas Indonesia
14 July 2025 Berorientasi Nonlaba
17 Juli 2025 Cybersecurity Outlook: Threat Intelligence Response and Insurance Insight Indonesia
17 July 2025
19 Agustus 2025 Macquire 16th ASEAN Conference Singapore
19 August 2025
3 September 2025 EICN SG: Regional Strategic Forecast Singapore
3 September 2025
7 Oktober 2025 Update Transfer Pricing Documentation Indonesia
7 October 2025
8 Oktober 2025 Singapore Institute of Directors Programme Singapore
8 October 2025
13 Oktober 2025 PPL - Aspek Audit dan Implementasi AI dalam Proses M&A Indonesia
13 October 2025
366 Tata Kelola Perusahaan Good Corporate Governance
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Tanggal Nama Kegiatan Tempat Date Event Name Place 10 November 2025 Astra CoreTax Update Virtual 10 November 2025 7 November 2025 ANZ & Signum Global Present: Update on US Geopolitical Risk - Implication Singapore 7 November 2025 for Markets 3 Desember 2025 Resilient, Sustainable, and Future Ready-Beyond Numbers, Building the Indonesia 3 December 2025 Golden Future 3 Desember 2025 BofA Securities ASEAN Conference Singapore 3 December 2025 8 Desember 2025 Penerapan SAK Entitas Privat dan Penyusunan Laporan Keuangan Perusahaan Indonesia 8 December 2025 19 Desember 2025 Economic Outlook - Breaking the Barrier: Indonesia’s Road to 8% Growth Virtual 19 December 2025 ASTRA Laporan Tahunan 2025 Annual Report 367
Page 370
Laporan Komite Audit Laporan Komite Audit
Sepanjang tahun 2025, Komite Audit telah membantu Throughout 2025, the Audit Committee assists
Dewan Komisaris dalam melaksanakan pengawasan the Board of Commissioners in supervising
terhadap pelaporan keuangan, audit internal, financial reporting, internal audits, risk management,
manajemen risiko, kepatuhan terhadap peraturan compliance with laws and regulations, handling of
perundang-undangan, penanganan masalah hukum significant legal issues, and external audits.
yang signifikan, serta audit eksternal.
Peran dan tanggung jawab Komite Audit diatur di The role and responsibilities of the Audit Committee
dalam Piagam Komite Audit yang ditinjau ulang are stipulated in the Audit Committee Charter,
secara berkala oleh Perseroan, sebagai bentuk which the Company periodically reviews to
penyesuaian terhadap peraturan terkini dan ensure compliance with the latest regulations and
rekomendasi praktik terbaik. best-practice recommendations.
Pada tahun 2025, Komite Audit telah melaksanakan In 2025, the Audit Committee performed its duties and
tugas dan tanggung jawabnya sebagai berikut: responsibilities as follows:
• Mengkaji dan membahas laporan keuangan • Reviewed and discussed the Company's consolidated
konsolidasi Perseroan dengan Manajemen setiap financial statements with Management on a
triwulan untuk tahun buku 2025; quarterly basis for the 2025 fiscal year;
• Mengevaluasi pemberian jasa audit untuk tahun • Evaluated the provision of audit services for the
buku 2024, termasuk mengadakan sesi khusus 2024 fiscal year, including holding a special session
dengan auditor eksternal untuk mendiskusikan hasil with external auditors to discuss the audit results
audit dan kualitas proses tinjauan yang dilakukan and the quality of the review process conducted by
oleh auditor eksternal; external auditors;
• Memberikan rekomendasi mengenai penunjukan • Providing recommendations regarding the appointment
auditor eksternal untuk tahun buku 2025; of external auditors for the 2025 fiscal year;
• Mengkaji dan membahas strategi audit eksternal • Reviewing and discussing external audit strategies
serta hasil audit eksternal; and external audit results;
• Mengawasi rencana kerja dan laporan dari GIA • Overseeing the work plans and reports of GIA
dan GRA; and GRA;
• Mengkaji dan membahas rencana audit dan temuan • Reviewing and discussing audit plans and significant
audit yang signifikan dengan audit internal serta audit findings with Internal Audit and monitoring
memantau penerapan rekomendasi audit. Temuan the implementation of audit recommendations. Key
utama atas audit internal anak perusahaan juga findings from the internal audit of subsidiaries are
disampaikan kepada Komite Audit; also submitted to the Audit Committee;
• Mengkaji dan membahas hal-hal yang berkaitan • Review and discuss matter related to climate risk;
dengan risiko atas perubahan iklim;
• Mengkaji dan membahas hal-hal yang berkaitan • Review and discuss matter related to end user
dengan panduan pengguna atas penerapan guideline Gen AI implementation;
Generative Artificial Intelligence (GenAI);
• Mengkaji dan membahas hal-hal yang berkaitan • Review and discuss matters related to the Company's
dengan kepatuhan Perusahaan terhadap peraturan compliance with applicable laws and regulations;
perundang-undangan yang berlaku;
• Meninjau dan membahas perkara hukum dan litigasi • Reviewing and discussing significant legal and
yang bersifat signifikan yang melibatkan Perusahaan; litigation matters involving the Company;
• Mengkaji dan membahas isu terkait kecelakaan kerja; • Review and discuss issues related to workplace
accidents;
368 Tata Kelola Perusahaan Good Corporate Governance
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• Mengkaji dan membahas isu terkait isu siber; dan • Review and discuss issues related to cyber issues; and
• Menghadiri forum Komite Audit yang • Attending Audit Committee forums held as a
diselenggarakan sebagai media untuk berbagi medium for knowledge sharing among Audit
pengetahuan antar Komite Audit dalam Grup Astra. Committees within Astra Group.
Selama pelaksanaan kegiatan tersebut di atas, During the implementation of these activities,
Manajemen selalu memberikan tanggapan dan management consistently provided adequate responses
penjelasan yang memadai. and explanations.
Selain kegiatan-kegiatan di atas, Komite Audit juga In addition to the above activities, the Audit
mengadakan pertemuan informal dengan Kepala Committee also held informal meetings with the
Grup Internal Audit untuk tindak lanjut dan diskusi Head of Internal Audit Group for follow-up and
sesuai kebutuhan. Komite Audit juga telah mengkaji discussion as needed. The Audit Committee has also
Piagam Internal Audit dan Piagam Komite Audit, serta reviewed the Internal Audit Charter and the Audit
berpandangan bahwa perubahan yang dilakukan pada Committee Charter and concludes that the changes
dokumen tersebut masih sesuai dengan peraturan to these documents remain in accordance with
yang berlaku. applicable regulations.
Sri Indrastuti Hadiputranto
Ketua Komite Audit
Chairman of Audit Committee
Jusuf Halim Irhoan Tanudiredja Lee Liang Whye*
Anggota Komite Audit Anggota Komite Audit Anggota Komite Audit
Member of Audit Committee Member of Audit Committee Member of Audit Committee
* Anggota khusus, tidak memiliki hak suara | Special members, no voting rights
ASTRA Laporan Tahunan 2025 Annual Report 369
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Komite Nominasi dan Remunerasi Nomination and
Remuneration Committee
Berdasarkan POJK No. 34 Tahun 2014 tentang Komite In accordance with POJK No. 34 of 2014 concerning the
Nominasi dan Remunerasi Emiten atau Perusahaan Nomination and Remuneration Committee of Issuers
Publik, Perseroan membentuk Komite Nominasi dan or Public Companies, the Company has established a
Remunerasi untuk membantu pelaksanaan tugas dan Nomination and Remuneration Committee to assist in
fungsi pengawasan Dewan Komisaris terkait dengan fulfilling the duties and supervisory functions of the
sistem nominasi dan remunerasi bagi anggota Direksi Board of Commissioners regarding the nomination
dan Dewan Komisaris. and remuneration system for members of the Board of
Directors and the Board of Commissioners.
Pedoman Komite Nominasi Nomination and Remuneration
dan Remunerasi Committee Charter
Sesuai dengan ketentuan peraturan OJK, Perseroan In accordance with OJK regulations, the Company issued
telah menerbitkan Pedoman Komite Nominasi dan a Nomination and Remuneration Committee Charter in
Remunerasi pada bulan Desember 2015 dan telah December 2015 as published in the Company’s website.
dipublikasikan dalam situs web Perseroan. Pedoman The Charter was prepared to provide guidelines to
tersebut disusun untuk memberikan arahan kepada the Nomination and Remuneration Committee and its
Komite Nominasi dan Remunerasi dan anggotanya members in carrying out its roles and responsibilities.
dalam menjalankan tugas dan tanggung jawabnya.
Tugas dan Tanggung Jawab Komite Nominasi Duties and Responsibilities of the
dan Remunerasi Nomination and Remuneration Committee
Sesuai dengan pedomannya, tugas dan tanggung According to the Charter, the duties and responsibilities
jawab Komite Nominasi dan Remunerasi adalah of the Nomination and Remuneration Committee are
sebagai berikut: as follows:
Fungsi Nominasi Nomination Function
1. Memberikan rekomendasi kepada dan/atau 1. Providing recommendations to and/or assisting the
membantu Dewan Komisaris mengenai: Board of Commissioners concerning:
a. Komposisi jabatan Direksi dan Dewan Komisaris; a. The composition of the Board of Directors and the
Board of Commissioners;
b. Kebijakan dan kriteria yang dibutuhkan dalam b. The policies and criteria required in the nomination
proses nominasi anggota Direksi dan anggota process for the members of the Board of Directors
Dewan Komisaris; and the Board of Commissioners;
c. Kebijakan evaluasi kinerja bagi anggota Direksi c. The performance evaluation policy for the
dan Dewan Komisaris; dan members of the Board of Directors and the Board
of Commissioners; and
d. Program pengembangan untuk anggota Direksi d. The development program for the members of the
dan Dewan Komisaris. Board of Directors and the Board of Commissioners.
2. Membantu Dewan Komisaris melakukan penilaian 2. Assisting the Board of Commissioners in evaluating
kinerja anggota Direksi dan Dewan Komisaris the performance of the members of the Board of
berdasarkan kriteria yang telah ditetapkan; Directors and the Board of Commissioners based on
pre-established criteria;
3. Memberikan usulan calon yang memenuhi syarat 3. Providing input on candidates qualified as members
sebagai anggota Direksi dan Dewan Komisaris of the Board of Directors and the Board of
kepada Dewan Komisaris untuk disampaikan kepada Commissioners to the Board of Commissioners for
RUPS untuk mendapatkan persetujuan. further submission to the GMS for its approval.
370 Tata Kelola Perusahaan Good Corporate Governance
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Fungsi Remunerasi Remuneration Function
1. Memberikan rekomendasi kepada dan/atau 1. Providing recommendations to and/or assisting the
membantu Dewan Komisaris mengenai kebijakan, Board of Commissioners concerning the remuneration
struktur, dan besaran remunerasi bagi anggota policy, structure, and amount for members of the
Direksi dan Dewan Komisaris. Board of Directors and the Board of Commissioners.
2. Membantu Dewan Komisaris dalam melakukan 2. Assisting the Board of Commissioners in evaluating
penilaian kesesuaian remunerasi yang diterima the appropriateness of remuneration received by
masing-masing anggota Direksi dan Dewan Komisaris each member of the Board of Directors and the Board
terkait dengan kinerja mereka. of Commissioners in relation to their performance.
Komposisi dan Masa Jabatan Composition and Term of Office
Anggota Komite Nominasi of the Nomination and Remuneration
dan Remunerasi Committee Members
Komite Nominasi dan Remunerasi Perseroan terdiri The Company's Nomination and Remuneration
dari 5 (lima) orang anggota, yaitu seorang ketua Committee consists of 5 (five) members: a chairman
dan 4 (empat) anggota. Ketua Komite Nominasi dan and 4 (four) members. The Chairman of the
Remunerasi merupakan seorang Komisaris Independen. Nomination and Remuneration Committee is an
Berikut adalah komposisi Komite Nominasi dan Independent Commissioner. Below is the composition
Remunerasi per 31 Desember 2025: of the Nomination and Remuneration Committee as of
31 December 2025:
Nama Jabatan Dasar Hukum Pengangkatan Masa Jabatan
Name Position Legal Basis of Appointment Term of Office
Sri Indrastuti Hadiputranto Ketua Keputusan Sirkuler Dewan Komisaris 2023 - 2026
Chairperson tanggal 19 April 2023
Circular Resolution of the Board of
Benjamin William Keswick Anggota
Commissioners dated 19 April 2023
Member
Benjamin Herrenden Birks Anggota
Member
Prijono Sugiarto Anggota Keputusan Sirkuler Dewan Komisaris 2025 - 2026
Member tanggal 8 Mei 2025
Circular Resolution of the Board of
Commissioners dated 8 May 2025
Lincoln Lin Feng Pan Anggota Keputusan Sirkuler Dewan Komisaris 2025 - 2028
Member tanggal 19 November 2025
Circular Resolution of the Board of
Commissioners dated 19 November 2025
Profil Komite Nominasi Nomination and Remuneration
dan Remunerasi Committee Profile
Seluruh anggota Komite Nominasi dan Remunerasi All members of the Nomination and Remuneration
juga menjabat sebagai anggota Dewan Komisaris. Committee also serve on the Board of Commissioners.
Oleh sebab itu, profil anggota Komite Nominasi dan The profiles of the Nomination and Remuneration
Remunerasi dapat dilihat pada bab “Profil Perusahaan”, Committee members can be found in the chapter
sub-bagian “Profil Dewan Komisaris” di halaman 76-81 “Company Profile," sub-section “Board of Commissioners
dalam Laporan Tahunan ini. Profile” on page 76-81 of this Annual Report.
ASTRA Laporan Tahunan 2025 Annual Report 371
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Independensi Komite Nominasi Independence of Nomination and
dan Remunerasi Remuneration Committee Members
Seluruh anggota Komite Nominasi dan Remunerasi All members of the Nomination and Remuneration
Perseroan memiliki integritas dan kemampuan, Committee of the Company adequately possess the
pengetahuan dan pengalaman yang memadai untuk integrity and ability, knowledge and experience
melaksanakan tugas dan tanggung jawab sebagai to perform the duties and responsibilities of the
anggota Komite Nominasi dan Remunerasi. Nomination and Remuneration Committee.
Rapat Komite Nominasi Nomination and Remuneration
dan Remunerasi Committee Meetings
Sesuai dengan peraturan OJK dan Pedoman Komite In accordance with OJK regulations and the Nomination
Nominasi dan Remunerasi, rapat Komite Nominasi dan and Remuneration Committee Charter, meetings of
Remunerasi diselenggarakan secara berkala paling the Nomination and Remuneration Committee shall be
kurang 1 (satu) kali dalam 4 (empat) bulan. Selama held periodically at least 1 (once) every 4 (four) months.
tahun 2025, Komite Nominasi dan Remunerasi telah During 2025, the Nomination and Remuneration
melaksanakan 3 (tiga) kali rapat dengan tingkat Committee held 3 (three) meetings, with an attendance
kehadiran anggota Komite Nominasi dan Remunerasi rate as follows:
dalam rapat sebagai berikut:
Nama Jabatan Tingkat Kehadiran
Name Position Attendance Rate
Sri Indrastuti Hadiputranto Ketua
Chairperson 100.00%
Benjamin William Keswick Anggota
Member 100.00%
Benjamin Herrenden Birks Anggota
Member 100.00%
Prijono Sugiarto Anggota
Member 100.00%
Lincoln Lin Feng Pan Anggota
Member 100.00%
Program Pelatihan Komite Nominasi Nomination and Remuneration Committee
dan Remunerasi Training Programs
Komite Nominasi dan Remunerasi mengikuti berbagai The Nomination and Remuneration Committee
program pelatihan dan pendidikan dalam rangka participated in several training and education
pengembangan kompetensi untuk menunjang programs in competence development to support the
pelaksanaan tugas-tugasnya. Program pelatihan Komite implementation of its duties. The Nomination and
Nominasi dan Remunerasi dapat dilihat pada bagian Remuneration Committee Training Programs are set out
“Pelatihan Dewan Komisaris” di halaman 349-350 in the “Board of Commissioners Training” section on
Laporan Tahunan ini. page 349-350 of this Annual Report.
372 Tata Kelola Perusahaan Good Corporate Governance
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Pelaksanaan Tugas Komite Nominasi Implementation of the Duties of the
dan Remunerasi Nomination and Remuneration Committee
Selama tahun 2025, Komite Nominasi dan Remunerasi In 2025, the Nomination and Remuneration Committee
telah melaksanakan tugas dan tanggung jawabnya performed its duties and responsibilities in accordance
sesuai dengan Pedoman Komite, antara lain with its Charter as follows:
sebagai berikut:
1. Mengidentifikasi dan mengusulkan calon yang 1. Identified and nominated candidates for the Board of
memenuhi syarat sebagai anggota Direksi; Directors who met the requirements;
2. Menyepakati total remunerasi Dewan Komisaris; 2. Agreed on the total remuneration for the Board
of Commissioners;
3. Mengidentifikasi program pengembangan untuk 3. Identified a development program for members of
anggota Direksi; dan the Board of Directors;
4. Melakukan penilaian kinerja terhadap 4. Conducted performance appraisals of the members
anggota Direksi dan Dewan Komisaris dengan of the Board of Directors and the Board of
mengkoordinasikan pelaksanaan penilaian mandiri Commissioners by coordinating the implementation
(self-assessment) atas masing-masing anggota of self-assessments for each member of the Board of
Direksi dan Dewan Komisaris. Directors and the Board of Commissioners.
Suksesi Direksi Succession of the Board of Directors
Dalam rangka memastikan keberlanjutan bisnis In order to ensure the sustainability of the Company’s
Perseroan, kesinambungan proses regenerasi business, the continuous leadership regeneration
kepemimpinan di Perseroan merupakan hal yang terus process is a constant priority for the Company.
menjadi perhatian Perseroan.
Sejalan dengan hal tersebut, Komite Nominasi dan Accordingly, the Nomination and Remuneration
Remunerasi bertugas untuk menyusun, menelaah, dan Committee is responsible for preparing, reviewing
mengusulkan perencanaan suksesi anggota Direksi and proposing the succession planning for the Board
dengan memperhatikan antara lain kriteria kompetensi, of Directors members by taking into account, among
profesionalitas, etika kerja dan prinsip strive for others, the criteria of competence, professionalism,
excellence yang dibutuhkan oleh Perseroan guna work ethics and strive-for-excellence principles required
meningkatkan nilai Perseroan terhadap pemegang by the Company to enhance the Company’s value to
saham dan pemangku kepentingan lainnya. Kriteria shareholders and other stakeholders. These criteria serve
tersebut merupakan acuan bagi Komite Nominasi dan as a reference for the Nomination and Remuneration
Remunerasi dalam melakukan identifikasi calon yang Committee in identifying qualified Board of Directors
memenuhi syarat sebagai anggota Direksi (baik dari candidates (selected internally or externally), in
kalangan internal maupun dari eksternal), melakukan evaluating their performance and in preparing the
evaluasi kinerja Direksi, serta menyusun program necessary leadership development programs.
pengembangan kepemimpinan yang diperlukan.
Komite Eksekutif Executive Committee
Komite Eksekutif Perseroan merupakan Komite yang The Board of Commissioners formed an Executive
dibentuk oleh Dewan Komisaris dan bertugas untuk Committee to assist with its duties and oversight role
membantu Dewan Komisaris dalam melaksanakan related to the business performance and initiatives of
fungsi pengawasannya terhadap perkembangan Astra Group.
inisiatif dan kinerja bisnis Grup Astra.
ASTRA Laporan Tahunan 2025 Annual Report 373
Page 376
Tugas dan Tanggung Jawab Duties and Responsibilities of
Komite Eksekutif the Executive Committee
Komite Eksekutif mengemban sejumlah tugas dan The Executive Committee is tasked with, among
tanggung jawab berikut ini: other things:
a. Memberikan rekomendasi dan/atau pendapat a. Providing recommendations and/or opinions
mengenai keputusan dan kebijakan bisnis yang pertaining to business decisions and policies taken by
diambil oleh Direksi dan perlu mendapatkan the Board of Directors that require submission to the
persetujuan Dewan Komisaris sesuai dengan Board of Commissioners for approval based on the
Anggaran Dasar Perseroan; Company’s Articles of Association;
b. Memberikan rekomendasi dan/atau pendapat b. Providing recommendations and/or opinions
atas usulan bisnis dan/atau kebijakan tertentu concerning certain business proposals and/or policies
sebagaimana ditetapkan oleh Dewan Komisaris dan/ as determined by the Board of Commissioners and/or
atau sebagaimana diusulkan oleh Direksi; proposed by the Board of Directors;
c. Menelaah dan memberikan pendapat/nasihat c. Reviewing and providing opinions and
kepada Direksi sehubungan dengan kinerja recommendations to the Board of Directors regarding
keuangan dan operasional; financial and operational performance;
d. Menelaah dan memberikan pendapat/nasihat d. Reviewing and providing opinions and
kepada Direksi sehubungan dengan strategi usaha recommendations to the Board of Directors regarding
dan outlook; dan business strategy and outlook; and
e. Tugas-tugas lain yang ditentukan dan/atau e. Performing other tasks assigned and/or delegated by
didelegasikan oleh Dewan Komisaris. the Board of Commissioners.
Komposisi dan Masa Jabatan Composition and Term of Office
Anggota Komite Eksekutif for Executive Committee Members
Komite Eksekutif Perseroan terdiri dari 7 (tujuh) orang The Company's Executive Committee is composed of
anggota, yaitu seorang ketua dan 6 (enam) anggota. 7 (seven) members: one chairman and 6 (six) members.
Ketua Komite Eksekutif merupakan seorang Komisaris. The Chairman of the Executive Committee is a
Berikut adalah komposisi Komite Eksekutif: Commissioner. The following is the composition of the
Executive Committee:
Nama Jabatan Dasar Hukum Pengangkatan Masa Jabatan
Name Position Legal Basis of Appointment Term of Office
Benjamin Herrenden Birks Ketua Keputusan Sirkuler Dewan Komisaris 2024-2026
Chairman tanggal 22 Juli 2024
Circular Resolution of the Board of
Commissioners dated 22 July 2024
Prijono Sugiarto Anggota Keputusan Sirkuler Dewan Komisaris 2023-2026
Member tanggal 19 Desember 2023
Circular Resolution of the Board of
Djony Bunarto Tjondro Anggota
Commissioners dated 19 April 2023
Member
Stephen Patrick Gore Anggota Keputusan Sirkuler Dewan Komisaris 2025-2028
Member tanggal 8 Mei 2025
Circular Resolution of the Board of
Commissioners dated 8 May 2025
Hsu Hai Yeh Anggota Keputusan Sirkuler Dewan Komisaris 2024-2027
Member tanggal 30 April 2024
Circular Resolution of the Board of
Commissioners dated 30 April 2024
Lincoln Lin Feng Pan Anggota Keputusan Sirkuler Dewan Komisaris 2025-2028
Member tanggal 19 November 2025
Circular Resolution of the Board of
Lee Liang Whye Anggota
Commissioners dated 19 November 2025
Member
374 Tata Kelola Perusahaan Good Corporate Governance
Page 377
Profil Komite Eksekutif Executive Committee Profile
Seluruh anggota Komite Eksekutif juga merangkap All members of the Executive Committee also serve as
sebagai anggota Dewan Komisaris atau Direksi. Oleh either members of the board of commissioners or Board
sebab itu, profil anggota Komite Eksekutif dapat dilihat of Directors. The profiles of the Executive Committee
pada bab "Profil Perusahaan", sub-bagian "Profil Dewan members can be found in the chapter "Company Profile,"
Komisaris" dan “Profil Direksi” di halaman 76-87 dalam sub-section 'Board of Commissioners Profile' and ‘Board
Laporan Tahunan ini. of Directors’ on page 76-87 of this Annual Report.
Rapat Komite Eksekutif Executive Committee Meetings
Komite Eksekutif mengadakan rapat secara berkala The Executive Committee holds its meetings at
paling kurang sekali dalam sebulan, dan dapat least once a month and may convene additional
mengadakan rapat tambahan jika dibutuhkan. meetings if deemed necessary. In 2025, the Executive
Sepanjang tahun 2025, Komite Eksekutif telah Committee held 12 (twelve) meetings, with the following
melaksanakan 12 (dua belas) kali rapat dengan tingkat attendance levels:
kehadiran sebagai berikut:
Nama Jabatan Tingkat Kehadiran
Name Position Attendance Rate
Benjamin Herreden Birks Ketua
Chairman 100.00%
Prijono Sugiarto Anggota
Member 100.00%
Djony Bunarto Tjondro Anggota
Member 100.00%
Stephen Patrick Gore Anggota
Member 100.00%
Hsu Hai Yeh Anggota
Member 58.00%
Lincoln Lin Feng Pan Anggota
Member 100.00%
Lee Liang Whye Anggota
Member 100.00%
Program Pelatihan Komite Eksekutif Executive Committee Training Programs
Komite Eksekutif mengikuti berbagai program The Executive Committee participated in several
pelatihan dan pendidikan dalam rangka pengembangan training and education programs in competence
kompetensi untuk menunjang pelaksanaan tugas- development to support the implementation of its
tugasnya. Program pelatihan Komite Eksekutif dapat duties. Executive Committee Training Programs are set
dilihat pada bagian “Pelatihan Dewan Komisaris” di out in the “Board of Commissioners Training” section on
halaman 349-350 dan bagian “Pelatihan Direksi” di page 349-350 and “Board of Directors Training” section
halaman 355-356 Laporan Tahunan ini. on page 355-356 of this Annual Report.
ASTRA Laporan Tahunan 2025 Annual Report 375
Page 378
Pelaksanaan Tugas Komite Eksekutif Implementation of Executive Committee Duties
Sepanjang tahun 2025, Komite Eksekutif telah In 2025, the Executive Committee implemented
melaksanakan hal-hal sebagai berikut: the following:
1. Memberikan konsultasi dan saran kepada Direksi atas 1. Provided consultation and recommendations to the
keputusan strategis, arah organisasi serta hal-hal Board of Directors concerning strategic decisions,
bisnis seperti perencanaan strategi, kebijakan, usulan organizational targets, and other business matters,
investasi, serta pengelolaan risiko; dan such as strategic planning, policies, proposed
investments, and risk management; and
2. Mengkaji kinerja Perseroan serta masing-masing 2. Reviewed the performance of the Company and each
segmen bisnisnya secara berkala. business unit on a regular basis.
Sekretaris Perusahaan
Corporate Secretary
Sesuai kepatuhan terhadap POJK No. 35 Tahun 2014 In accordance with POJK No. 35 of 2014 concerning
tentang Sekretaris Perusahaan Emiten atau Perusahaan Corporate Secretary of Issuers or Public Companies,
Publik, Perseroan memiliki Sekretaris Perusahaan untuk the Company has appointed a Corporate
mendukung pelaksanaan tata kelola perusahaan yang Secretary to facilitate transparent and effective
transparan dan optimal. corporate governance.
Profil Sekretaris Perusahaan Corporate Secretary Profile
Gita Tiffani Boer Gita Tiffani Boer
Warga negara Indonesia, berdomisili di Jakarta. Menjabat Indonesian citizen, domiciled in Jakarta. She has been
sebagai Sekretaris Perusahaan sejak tanggal 1 Juli 2011, serving as Corporate Secretary since 1 July 2011, based
berdasarkan penunjukan sesuai Surat Keputusan Direksi on appointment pursuant to the Board of Directors
tertanggal 26 Juni 2011. Pada April 2018, beliau diangkat Decree dated 26 June 2011. In April 2018, she was
menjadi anggota Direksi Perseroan. Sebelumnya, beliau appointed as a member of the Company’s Board of
bekerja di kantor konsultan hukum Mochtar Karuwin Directors. Previously, she worked at Mochtar Karuwin
Komar sejak tahun 1989-2011, dengan posisi terakhir Komar law firm from 1989-2011, with the last position as
sebagai Partner. Beliau meraih gelar sarjana hukum dari Partner. She obtained her law degree from the Faculty
Fakultas Hukum, Universitas Indonesia pada tahun 1990 of Law, University of Indonesia in 1990 and a Master of
dan gelar Magister Hukum dari Washington College of Law degree from Washington College of Law, American
Law, American University pada tahun 1993. University in 1993.
Beliau juga menjabat sebagai salah satu anggota She also serves as a member of the Company's Board
Direksi Perseroan per April 2018. Profil lengkap beliau of Directors as of April 2018. Her complete profile
dapat dilihat pada bab “Profil Perusahaan”, sub- can be found in the chapter “Company Profile,"
bagian “Profil Direksi” di halaman 85 dalam Laporan sub-section “Board of Directors Profile” on page 85 of
Tahunan ini. this Annual Report.
Tugas dan Tanggung Jawab Duties and Responsibilities
Sesuai ketentuan OJK, Sekretaris Perusahaan antara In accordance with OJK regulations, the Corporate
lain bertugas mengikuti perkembangan pasar modal Secretary is assigned to, among others, keep abreast
khususnya peraturan perundang-undangan yang with the developments in capital market, particularly
berlaku di bidang pasar modal dan memberikan the prevailing capital market laws and regulations,
masukan kepada Direksi dan Dewan Komisaris untuk and to provide input to the Board of Directors and the
376 Tata Kelola Perusahaan Good Corporate Governance
Page 379
mematuhi ketentuan perundang-undangan di bidang Board of Commissioners in complying with those same
pasar modal. prevailing laws and regulations.
Sekretaris Perusahaan juga bertugas membantu Direksi The Corporate Secretary is also in charge of assisting
dan Dewan Komisaris dalam melaksanakan tata kelola the Board of Directors and Board of Commissioners
perusahaan yang meliputi: in the implementation of corporate governance,
which includes:
1. keterbukaan informasi kepada masyarakat, 1. Providing disclosure of information to the public,
termasuk ketersediaan informasi tertentu pada including the availability of certain information on
situs web Perseroan; the Company’s website;
2. penyampaian laporan kepada OJK dan/atau BEI 2. Timely submission of reports to the OJK and/or IDX;
secara tepat waktu;
3. penyelenggaraan dan dokumentasi RUPS; 3. Organizing and documenting the GMS;
4. penyelenggaraan dan dokumentasi rapat Direksi dan 4. Organizing and documenting the meetings of the
Dewan Komisaris; Board of Directors and the Board of Commissioners;
5. pelaksanaan program orientasi bagi Direktur dan 5. Implementing the orientation program for new
Komisaris baru Perseroan; dan Directors and Commissioners of the Company; and
6. bertindak sebagai penghubung antara Perseroan 6. Acting as a liaison between the Company and its
dan pemegang saham, OJK, bursa, dan pemangku shareholders, OJK, the IDX, and other stakeholders.
kepentingan lainnya.
Pelatihan Sekretaris Perusahaan Corporate Secretary Training Program
Divisi Sekretaris Perusahaan Perseroan mengikuti The Company’s Corporate Secretary attended various
berbagai program, antara lain, pelatihan dan programs, among others, training and education
pendidikan dalam rangka pengembangan kompetensi programs in order to develop the competence to
untuk menunjang pelaksanaan tugas-tugasnya. support the conduct of her duties. In 2025, the
Pada tahun 2025, Divisi Sekretaris Perusahaan telah Corporate Secretary participated in, among others,
mengikuti program-program (termasuk melalui the following programs (including through webinars):
webinar), antara lain sebagai berikut:
Tanggal Nama Kegiatan Tempat
Date Event Name Place
22 Januari 2025 Webinar Sosialisasi ESG Reporting Virtual
22 January 2025
6 Februari 2025 Sosialisasi POJK Nomor 45 Tahun 2024 tentang Pengembangan dan Virtual
6 February 2025 Penguatan Emiten dan Perusahaan Publik
27 Februari 2025 Praktik Pelindungan Data Pribadi Melalui Integrasi ROPA dan DPIA Indonesia
27 February 2025
3 Maret 2025 Dialog Bersama Pelaku Pasar Modal Indonesia
3 March 2025
18 Maret 2025 Sosialisasi Penyelenggaraan Annual Report Award (ARA) 2024 Indonesia
18 March 2025
27 Mei 2025 Sosialisasi Penggunaan eASY.KSEI Indonesia
27 May 2025
4 Juli 2025 Forum Kolaborasi Perusahaan Tercatat dengan Anggota Bursa Efek Calon Indonesia
4 July 2025 Pilot Liquidity Provider Saham
24 Oktober 2025 PRIVATE (Privacy Talks for Excellence) 2025 Indonesia
24 October 2025
17 Desember 2025 Implikasi Kebijakan Pemeriksaan Substantif dan Konfirmasi Pemegang Saham Indonesia
17 December 2025 terhadap Praktik Hukum Korporasi di Indonesia
19 Desember 2025 Sosialisasi Kewajiban Penyampaian Laporan Kepemilikan Saham atau Indonesia
19 December 2025 Setiap Perubahan Kepemilikan Saham serta Laporan Aktivitas Menjaminkan
Saham Secara Elektronik
ASTRA Laporan Tahunan 2025 Annual Report 377
Page 380
Pelaksanaan Tugas Implementation of
Sekretaris Perusahaan Corporate Secretary Duties
Pada tahun 2025, Sekretaris Perusahaan telah In 2025, the Corporate Secretary performed the
melaksanakan tugas-tugas antara lain sebagai berikut: following duties:
1. Menyelenggarakan dan mengadministrasikan RUPS 1. Organized and administered the Annual GMS
Tahunan pada tanggal 8 Mei 2025 dan RUPS Luar on 8 May 2025 and Extraordinary GMS on
Biasa pada tanggal 19 November 2025; 19 November 2025;
2. Menyelenggarakan dan mengadministrasikan rapat 2. Organized and managed meetings for the Company's
Direksi dan Dewan Komisaris Perseroan; Board of Directors and Board of Commissioners;
3. Memperkuat pelaksanaan sosialisasi Astra Code of 3. Strengthening the implementation of Astra Code
Conduct melalui pengembangan e-learning yang of Conduct socialization through the development
dilengkapi dengan materi pembelajaran yang lebih of an e-learning platform equipped with more
interaktif dan meningkatkan pemantauan terhadap interactive learning materials and improving
tingkat pemahaman peserta (awareness monitoring) awareness monitoring of the participants through
melalui penyusunan kuesioner yang lebih relevan the preparation of questionnaires that are more
dengan kondisi terkini; relevant to current conditions;
4. Melakukan berbagai inisiatif penguatan praktik tata 4. Implementing various initiatives to strengthen
kelola perusahaan, antara lain: corporate governance practices, including:
• Melakukan peninjauan dan penyempurnaan • Reviewing and refining internal policies, such as
terhadap kebijakan internal, antara lain terkait policy related to authority limits;
batasan kewenangan;
• Memperkuat kebijakan dan prosedur internal terkait • Enhancing internal policies and procedures
pelindungan data pribadi, serta melaksanakan related to personal data protection, as well as
awareness program melalui pelaksanaan Personal implementing an awareness program through the
Data Protection Conference; dan Personal Data Protection Conference; and
• Melakukan peningkatan kualitas pengungkapan • Enhancing the quality of information disclosure in
informasi dalam Laporan Tahunan Perseroan. the Annual Report.
5. Melakukan keterbukaan informasi terkait kegiatan 5. Disclosed information related to specific corporate
korporasi tertentu, termasuk pembagian dividen activities, including the distribution of the Company's
final dan dividen interim Perseroan, pembelian final and interim dividends, shares buyback
kembali saham serta transaksi afiliasi tertentu; as well as certain affiliated transactions;
6. Melaksanakan administrasi daftar pemegang 6. Managed the shareholder list and special list
saham dan daftar khusus dengan bekerja sama in collaboration with the designated stock
dengan biro administrasi saham yang ditunjuk. administration bureau.
378 Tata Kelola Perusahaan Good Corporate Governance
Page 381
Hubungan Investor Investor Relations Astra berkomitmen untuk terus mengembangkan Astra is committed to continuously developing an proses komunikasi dua arah yang efektif antara effective two-way communication process between Perseroan dan komunitas investasi, termasuk the Company and the investment community, including pemegang saham, investor potensial, analis serta shareholders, potential investors, analysts and capital media pasar modal, berdasarkan ketentuan peraturan market media, and capital market media, in accordance pasar modal Indonesia. Astra telah mengembangkan with the provisions of Indonesian capital market kerangka kerja hubungan investor yang komprehensif regulations. Astra has established a comprehensive serta rencana engagement yang bertujuan memperkuat investor relations framework and engagement plan komunikasi dengan pemegang saham. Rencana ini aimed at enhancing communication with shareholders. difokuskan untuk meningkatkan pemahaman investor This plan focuses on improving investor understanding terhadap bisnis dan strategi Astra, membangun of Astra's business and strategy, nurturing long- hubungan jangka panjang, serta menjaga akurasi term relationships, and ensuring accurate market ekspektasi pasar. Kebijakan Hubungan Investor Astra expectations. Astra's Investor Relations Policy is available tersedia di situs web resmi Perseroan di www.astra.co.id. on the Company's official website (www.astra.co.id). Tugas dan Tanggung Jawab Duties and Responsibilities Corporate Investor Relations (Corporate IR) Corporate Investor Relations (Corporate IR) is bertanggung jawab atas penyebaran informasi responsible for disseminating financial, business, keuangan, bisnis, strategi dan hukum kepada pemangku strategic, and legal information to stakeholders, kepentingan, termasuk investor dan calon investor including existing and potential institutional and retail korporat dan ritel, analis keuangan, pialang saham, investors, financial analysts, stockbrokers, regulatory badan pengatur, dan media keuangan. bodies, and financial media. Sebagian dari tanggung jawab utama Corporate IR Some of the main responsibilities of Corporate IR are to: adalah sebagai berikut: 1. Memantau persepsi pasar dan potensi isu serta 1. Monitor market perception and potential issues memastikan manajemen selalu mendapatkan while ensuring management stays informed with informasi terkini. the latest updates. 2. Mendukung fungsi Sekretaris Perusahaan untuk 2. Support the Corporate Secretary function in mengelola proses pengungkapan informasi managing the Company's disclosure process in Perseroan sesuai prinsip keterbukaan yang diatur accordance the continuous disclosure principles set oleh OJK dan BEI. by OJK and the IDX. 3. Mengoordinasikan persiapan dan penyebaran bahan 3. Coordinate the preparation and dissemination of the informasi material dan non-material Perseroan Company's material and non-material information bagi komunitas investor dan publik, yang terdiri for the investor community and the public, which dari, antara lain, laporan tahunan dan informasi includes, among others, the Annual Report and kinerja keuangan dan operasional kuartalan yang quarterly financial and operational performance dapat diakses di situs web Perseroan pada bagian information that can be accessed on the Company’s Hubungan Investor. website, in the Investor Relations section. ASTRA Laporan Tahunan 2025 Annual Report 379
Page 382
Astra secara aktif berinteraksi dengan investor Astra actively engages with institutional and retail
institusional dan ritel melalui pertemuan rutin yang investors through regular meetings aimed at fostering
bertujuan untuk membangun komunikasi langsung, direct communication, collecting feedback, and
mengumpulkan masukan, dan menangani berbagai addressing concerns. As the Company’s shareholders
isu. Pemegang saham Perseroan tersebar di seluruh are widely spread across various continents, in order
dunia. Untuk memberikan informasi terkini atas kinerja to provide the latest information on the Company’s
Perseroan, Corporate IR rutin berpartisipasi dalam performance, Corporate IR regularly participates in
konferensi investor dan melakukan non-deal roadshows investor conferences and conducts non-deal roadshows
untuk investor-investor di kawasan Amerika Utara, for investors in North America, Europe, and Asia.
Eropa, dan Asia.
Sepanjang 2025, Astra aktif berpartisipasi dalam Throughout 2025, Astra actively participated in various
berbagai pertemuan dengan investor, termasuk one- investor engagements, including one-on-one and
on-one dan group meetings, serta melalui konferensi, group meetings, as well as conferences, roadshows,
roadshows, conference call dan site tour. Astra juga conference calls and site tours. Astra also hosted post-
mengadakan post-results briefing, earnings calls, dan results briefings, earnings calls, and Analyst Days
Analyst Day yang dihadiri oleh analis dari berbagai attended by analysts from various securities firms. As
sekuritas. Sebagai bagian dari keterbukaan informasi, part of its commitment to transparency, the Company's
Paparan Publik Perseroan diselenggarakan secara virtual Public Expose was conducted virtually, with broad
dengan partisipasi luas dari komunitas investasi dan participation from the investment community and
media pasar modal. Seluruh kegiatan ini didukung oleh capital market media. These activities were supported
jajaran manajemen utama, termasuk Presiden Direktur, by key management members, including the President
Direktur Keuangan, Direktur yang mengawasi bisnis Director, Finance Director, Directors overseeing major
utama serta tim Corporate IR. businesses and the Corporate IR team.
Selain menyediakan akses korporasi bagi investor, Beyond providing corporate access for investors, the
tim Corporate IR secara proaktif berkolaborasi Corporate IR team actively collaborates with sell-side
dengan analis riset ekuitas sell-side, menjalin diskusi equity analysts, fostering continuous discussions to
berkelanjutan guna memahami sentimen pasar dan isu- stay aligned with market sentiment and key concerns.
isu utama. Selain itu, Direksi Astra secara rutin menerima Additionally, Astra’s Board of Directors receives regular
pembaruan mengenai pandangan analis, kinerja saham, updates on analyst insights, stock performance, and
serta komposisi pemegang saham melalui laporan shareholder composition through structured monthly
bulanan dan triwulanan yang terstruktur. and quarterly reports.
Situs web Perseroan dirancang untuk memfasilitasi The Company’s website is intended to facilitate
komunikasi dan interaksi dengan pemangku communication and engagement with external
kepentingan eksternal, termasuk pelanggan, pemegang stakeholders, including customers, shareholders,
saham, dan investor. Berbagai informasi korporasi and investors. Essential corporate materials, such
penting, seperti laporan keuangan, presentasi investor, as financial results, investor presentations, and
dan pembaruan operasional, tersedia di bagian operational updates, are readily accessible in the
Hubungan Investor pada situs web tersebut. Investor Relations section of the website.
380 Tata Kelola Perusahaan Good Corporate Governance
Page 383
Komunikasi Perusahaan
Corporate Communications
Divisi Komunikasi Perusahaan (Corporate Communications) The Corporate Communications Division manages the
menjalankan fungsi pengelolaan arus informasi serta flow of information and communication between
komunikasi antara Perseroan dengan seluruh pemangku the Company and all stakeholders, both internal and
kepentingan, baik internal maupun eksternal. Divisi ini external. This division is tasked with maintaining the
bertugas menjaga citra dan reputasi Perseroan melalui Company's image and reputation through effective and
komunikasi yang efektif dan terstruktur. structured communication.
Komunikasi dalam lingkup internal difokuskan pada Internal communications strengthen relationships
penguatan hubungan dengan seluruh karyawan with all employees of Astra Group, Astra Foundations
Grup Astra, Yayasan Astra, dan Koperasi Astra. and Astra Cooperative (Koperasi Astra). External
Sementara di lingkup eksternal, komunikasi diarahkan communications build relationships with various
untuk membangun relasi dengan berbagai pemangku stakeholders, including the mass media, government,
kepentingan, termasuk media massa, pemerintah, associations, and the general public.
asosiasi, dan publik secara luas.
Dengan pendekatan yang kolaboratif dan inovatif, With a collaborative and innovative approach, the
Divisi Corporate Communications memiliki peran Corporate Communications Division plays a strategic
strategis dalam memastikan hubungan Perseroan role in ensuring the Company's relationships with all
dengan seluruh pemangku kepentingan berjalan stakeholders run effectively. The goal is to ensure that
efektif. Tujuannya agar pesan utama atau key messages the Company's key messages are conveyed clearly and
Perseroan dapat tersampaikan dengan jelas dan are easy to understand.
mudah dipahami.
Untuk mendukung efektivitas fungsinya, Divisi To support the effectiveness of its functions, the
Corporate Communications mengelola berbagai Corporate Communications Division manages various
kanal komunikasi baik konvensional maupun digital. conventional and digital communication channels.
Hal tersebut tidak hanya mendukung transparansi This not only supports transparency and information
dan penyebaran informasi, namun juga memastikan dissemination, but also ensures that the needs of
kebutuhan para pemangku kepentingan terpenuhi stakeholders are met in accordance with applicable
sesuai regulasi dan standar etika yang berlaku. regulations and ethical standards.
Sebagai bagian dari upaya memastikan seluruh program As part of its efforts to ensure that all communication
komunikasi berjalan efektif dan memberikan nilai programs run effectively and provide value to
bagi Perseroan, Divisi Corporate Communications juga the Company, the Corporate Communications Division
menerapkan sistem komunikasi Astra Communications also implements a communication system, namely
Management System (ACMS) serta kerangka evaluasi the Astra Communications Management System (AMCS)
yaitu Integrated Evaluation Framework dari International and evaluation framework, namely the Integrated
Association for the Measurement and Evaluation of Evaluation Framework from the International
Communication (AMEC). Association for the Measurement and Evaluation of
Communication (AMEC).
Kerangka evaluasi ini memungkinkan pengukuran This evaluation framework enables a more structured
yang lebih terstruktur terhadap dampak setiap inisiatif measurement of the impact of each communication
komunikasi, sehingga hasilnya dapat mendukung initiative, so that the results can support decision-
pengambilan keputusan serta peningkatan kualitas making and improve the quality of communication
komunikasi kepada seluruh pemangku kepentingan. with all stakeholders.
ASTRA Laporan Tahunan 2025 Annual Report 381
Page 384
Komunikasi Internal Internal Communications
Divisi Corporate Communications mengelola sistem The Corporate Communications Division manages
komunikasi internal yang didukung oleh 21 person an internal communication system supported by
in charge (PIC) Komunikasi Divisi Astra Head Office, 21 persons in charge (PIC) of Communications at
418 PIC Corporate Communications Grup Astra, Astra Head Office, 418 PICs at Astra Group Corporate
33 Koordinator Wilayah (Korwil) Grup Astra, dan Communications, 33 Astra Group Regional Coordinators
dua Koordinator Kawasan Grup Astra. Jaringan serta (Korwil), and two Astra Group Area Coordinators.
infrastruktur yang dibangun secara luas ini bertujuan This extensive network and infrastructure aims to
untuk memfasilitasi kemudahan jangkauan akses insan facilitate easy access for Astra personnel who carry out
Astra yang menjalankan operasional bisnis di seluruh business operations throughout Indonesia.
pelosok di Indonesia.
Perseroan menerapkan sistem komunikasi internal The company implements an internal communication
melalui berbagai kanal komunikasi. Sejak Agustus 2024, system through various communication channels.
layanan jejaring Viva Engage telah aktif digunakan Since August 2024, the Viva Engage network service
sebagai saluran komunikasi internal karyawan. has been actively used as an internal communication
Perseroan juga rutin menerbitkan Astramagz secara channel for employees. The company also regularly
digital melalui astramagz.astra.co.id. Astramagz telah publishes Astramagz digitally through astramagz.astra.
hadir sejak Oktober 1972 dengan nama Majalah Astra, co.id. Astramagz has been around since October 1972
kemudian pada Agustus 2020 dilakukan re-branding under the name Majalah Astra, in August 2020 it was
menjadi Astramagz. rebranded to Astramagz.
Selain itu, Perseroan juga memiliki Astranet In addition, the Company also has Astranet, which
yang dikelola bersama divisi Corporate Human is jointly managed by the Corporate Human Capital
Capital Development (CHCD) dan Corporate Development (CHCD) and Corporate Information System
Information System and Technology (CIST) yang and Technology (CIST) divisions, which serve to convey
berfungsi untuk menyampaikan informasi terkait information related to the Company's developments.
perkembangan Perseroan.
Divisi Corporate Communications juga bertanggung The Corporate Communications division formulates
jawab atas penyusunan strategi, konsep serta communication strategies, concepts, and evaluations,
evaluasi komunikasi, termasuk pengembangan materi and develops communication materials such as
komunikasi seperti poster, brosur, banner, serta konten posters, brochures, banners, and electronic and
elektronik dan digital. digital content.
Salah satu agenda tahunan yang dikelola bersama One of the annual agendas managed jointly by the
divisi Corporate Investor Relations (CIR) dan Divisi Corporate Investor Relations (CIR) and Environment &
Environment & Social Responsibility (ESR) adalah Social Responsibility (ESR) divisions is the publication
publikasi Laporan Tahunan dan Laporan Keberlanjutan of the Annual Report and Sustainability Report as a
sebagai bentuk pemenuhan kepatuhan terhadap form of compliance with capital market regulations
regulasi pasar modal dan tanggung jawab kepada and responsibility to Astra's stakeholders.
pemangku kepentingan Astra.
Sinergi untuk Memperkuat Synergy to Strengthen
Jaringan Komunikasi Internal Internal Communication Networks
Divisi Corporate Communications menjalin koordinasi Corporate Communications Division works closely
erat dengan 33 Korwil Grup Astra dan dua Koordinator with 33 Astra Group Regional Coordinators and
Kawasan Grup Astra di seluruh Indonesia. Sinergi ini two Astra Group Area Coordinators throughout
memperkuat jaringan komunikasi dengan berbagai Indonesia. This synergy strengthens the communication
pemangku kepentingan dan mendorong pelaksanaan network with stakeholders and encourages the
program komunikasi yang efektif di berbagai daerah. implementation of effective communication programs
in various regions.
382 Tata Kelola Perusahaan Good Corporate Governance
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Astra telah memberikan penghargaan kepada Korwil Astra has been awarding the best Astra Group Regional
Grup Astra terbaik sejak tahun 2014 berdasarkan tiga Coordinators since 2014 based on three assessment
kriteria penilaian, yaitu kemampuan keorganisasian, criteria: organizational capabilities, sustainable social
kontribusi sosial berkelanjutan, dan komunikasi. Pada contributions, and communication. In 2025, the award
tahun 2025, penghargaan diberikan kepada Korwil is given to Astra Group Regional Coordinators Bali,
Grup Astra Bali, Medan, Balikpapan, Semarang, Medan, Balikpapan, Semarang, and Banjarmasin.
dan Banjarmasin.
Korwil juga memiliki peran untuk menjalankan program Astra Group Regional Coordinators also play a role in
kontribusi sosial berkelanjutan Astra di wilayah masing- implementing Astra's sustainable social contribution
masing. Dalam menjalankan tugasnya, Korwil dibantu programs in their respective regions. In carrying out
oleh Perwakilan Wilayah (Perwil) yang terdiri dari their duties, Regional Coordinators are assisted by
para penerima apresiasi SATU Indonesia Awards yang Regional Representatives (Perwil), who are recipients of
membantu menghubungkan Korwil dengan para tokoh the SATU Indonesia Awards and help connect Regional
penggerak Desa Sejahtera Astra. Coordinators with leaders of Astra's Prosperous
Village program.
Manajemen Astra juga berperan aktif dalam komunikasi Astra's management also plays an active role in internal
internal melalui pertemuan Town Hall, yang menjadi communications through Town Hall meetings, which
sarana interaksi langsung antara Manajemen inti dan serve as a means of direct interaction between core
karyawan, termasuk kepala departemen dan personil management and employees, including department
kunci Grup Astra di berbagai wilayah di Indonesia. heads and key personnel of Astra Group in various
Forum dua arah ini diselenggarakan secara virtual regions in Indonesia. This two-way forum is held
dua kali dalam setahun, yang bertujuan memperkuat virtually twice a year, with the aim of strengthening
komunikasi antara Manajemen dan karyawan. communication between Management and employees.
Perseroan juga memiliki Forum Komunikasi The Company also has an Astra Group Communication
Grup Astra yang menjadi wadah bagi karyawan untuk Forum, which serves as a platform for employees
menyuarakan aspirasinya. Forum ini berkontribusi to voice their aspirations. This forum contributes to
menciptakan tanggapan positif dari karyawan, generating positive responses from employees, while
sekaligus menumbuhkan gagasan yang bermanfaat fostering ideas that are beneficial to the Company's
bagi kemajuan Perseroan. Pada tahun 2025, Forum progress. In 2025, the Astra Group Communication
Komunikasi Grup Astra diadakan sebanyak 11 kali. Forum was held 11 times.
Sertifikasi Kompetensi Komunikasi
Communication Competency Certification
Sejak 2017, Perseroan telah memiliki lisensi dari Badan Since 2017, the Company has been licensed by the National
Nasional Sertifikasi Profesi (BNSP) untuk mendirikan Professional Certification Agency (BNSP) to establish its own
Lembaga Sertifikasi Profesi (LSP) sendiri bernama LSP Astra. Professional Certification Agency (LSP) called LSP Astra.
Melalui LSP Astra, karyawan dapat melaksanakan sertifikasi Through LSP Astra, employees can obtain competency
kompetensi sesuai bidang profesinya—meliputi sumber certification in their respective professional fields—including
daya manusia, lingkungan dan tanggung jawab sosial, human resources, environment and social responsibility,
keamanan perusahaan, serta komunikasi perusahaan— corporate security, and corporate communications—as part
sebagai bagian dari upaya penguatan kapabilitas SDM di of efforts to strengthen human resource capabilities across
seluruh Grup Astra. Astra Group.
Selaras dengan komitmen tersebut, sejak 2018 Divisi In line with this commitment, since 2018 the Corporate
Corporate Communications telah menerapkan Astra Communications Division has implemented the Astra
Communications Management System (ACMS), Communications Management System (ACMS), an
yaitu sistem penilaian untuk mengukur efektivitas assessment system to measure the effectiveness of
delapan klaster kompetensi komunikasi di Grup Astra. eight communication competency clusters within
Berdasarkan kerangka ACMS, Perseroan menyelenggarakan Astra Group. Based on the ACMS framework, the
sertifikasi kompetensi komunikasi di tingkat individu yang Company conducts individual communication competency
dilakukan oleh 19 asesor tersertifikasi Badan Nasional certification through 19 assessors certified by the National
Sertifikasi Profesi (BNSP), serta asesmen perusahaan yang Professional Certification Agency (BNSP), as well as company
didukung oleh 27 asesor dari Grup Astra setiap tahun. assessments supported by 27 assessors from Astra Group
Hingga tahun 2025, sebanyak 170 personil komunikasi Astra each year. By 2025, a total of 170 Astra communication
telah tersertifikasi dan 40 perusahaan Grup Astra telah personnel will have been certified and 40 Astra Group
mengikuti asesmen ACMS. companies will have participated in the ACMS assessment.
ASTRA Laporan Tahunan 2025 Annual Report 383
Page 386
Aktivasi Brand Digital Activation
Astra terus membangun pendekatan komunikasi Astra continues to develop a dynamic and adaptive
yang dinamis dan adaptif melalui berbagai inisiatif communication approach through various initiatives
yang dapat memperkuat keterlibatan audiens dan that strengthen audience engagement and expand
memperluas jangkauan pesan ke masyarakat, di the reach of its message to the public, including
antaranya melalui aktivasi brand. Upaya aktivasi brand activation. Brand activation efforts utilise
brand dijalankan melalui pemanfaatan kanal digital, digital channels and social media, foster creative
media sosial, kolaborasi kreatif, pelibatan generasi collaborations, engage the younger generation, and
muda, dan penyelenggaraan ajang apresiasi publik organise continued public appreciation events.
yang berkesinambungan.
Pada tahun 2025, Divisi Corporate Communications In 2025, the Corporate Communications Division uploaded
telah mengunggah konten pada akun media content to Astra's social media accounts, including
sosial Astra, meliputi YouTube (satu Indonesia), YouTube (satu Indonesia), TikTok (satu_indonesia),
TikTok (satu_indonesia), Instagram (satu_indonesia), Instagram (satu_indonesia), X (satu_indonesia),
X (satu_indonesia), LinkedIn (PT Astra International Tbk), LinkedIn (PT Astra International Tbk), and Facebook
dan Facebook (Semangat Astra Terpadu). Secara (Semangat Astra Terpadu). Overall, the social media
keseluruhan, performa media sosial tersebut mencapai performance reached 43,863,538 impressions (total
43.863.538 impressions (jumlah total konten dilihat) dan number of content views) and 6,347,853 reach (number
6.347.853 reach (jumlah akun unik yang terjangkau), of unique accounts reached), and recorded an average
serta mencatat rata-rata engagement rate sebesar engagement rate of 8.49%, calculated based on the
8,49%, dihitung berdasarkan platform Instagram dan X. Instagram and X platforms.
Media Sosial Astra
Astra’s Social Media
43,863,538
satu indonesia satu_indonesia Impression
8.49%
PT Astra International Tbk Semangat Astra Terpadu Engagement Rate
Sejak tahun 2020, Divisi Corporate Communications Since 2020, the Corporate Communications Division
juga telah membentuk Astra Youth Squad (AYS), has formed the Astra Youth Squad (AYS) to represent
sebagai representasi Perseroan yang aktif di media the Company on Astra's social media and to actively
sosial Astra, sekaligus aktif menjadi host di acara host internal and external events. Comprising 29 Astra
internal maupun eksternal. Beranggotakan 29 insan employees under the age of 35 from various Astra Group
Astra berusia di bawah 35 tahun dari berbagai companies, AYS presents contemporary perspectives
perusahaan Grup Astra, AYS berperan menghadirkan through inspirational content.
perspektif kekinian melalui konten inspiratif.
384 Tata Kelola Perusahaan Good Corporate Governance
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Guna memperluas eksposur brand, Divisi Corporate To expand brand exposure, The Corporate
Communications melakukan berbagai kegiatan Communications Division regularly conducts various
berkelanjutan dengan publik secara luas. activities sustainably with public at large.
Pada tahun 2025, kegiatan aktivasi brand juga dilakukan In 2025, brand activation activities will also be carried
melalui rangkaian 16th SATU Indonesia Awards 2025. out through a series of events for the 16th SATU
Yang terdiri dari pameran imersif bertajuk Galeri SATU Indonesia Awards 2025. These include an immersive
Indonesia, Challenge Bergerak Bersama dalam rangka exhibition titled Galeri SATU Indonesia, the Bergerak
HUT-68 Astra, dan peluncuran kolaborasi Cenderamata Bersama Challenge (Move Together Challenge) in
Astra dengan dengan brand lokal binaan Yayasan Astra commemoration of Astra's 68 th anniversary, and the
yaitu Sepiring Indonesia. launch of the Astra Merchandise collaboration with
Sepiring Indonesia, a local brand under the guidance of
the Astra Foundation.
ASTRA Laporan Tahunan 2025 Annual Report 385
Page 388
Sebagai apresiasi terhadap kontribusi masyarakat As an appreciation for the community's contribution
dalam menyebarkan inspirasi positif, Divisi Corporate in spreading positive inspiration, the Corporate
Communications juga mengadakan ajang tahunan Communications Division also holds the annual Astra
Lomba Foto Astra dan Anugerah Pewarta Astra. Photo Competition and Astra Journalist Award.
Pada 2025 kompetisi ini mengangkat tema “Satukan In 2025, the competition carries the theme "Unite,
Gerak, Terus Berdampak” yang bertujuan mengajak Continue to Make an Impact," which aims to encourage
masyarakat Indonesia untuk bergerak bersama dan the Indonesian people to move together and share
berbagi inspirasi lewat karya yang menunjukkan inspiration through works that show a positive impact
dampak positif untuk hari ini dan masa depan. for today and the future.
Lomba Foto Astra 2025 yang memasuki tahun The 2025 Astra Photo Competition, now in its 17th year,
penyelenggaraan ke 17, sukses menjaring 4.417 peserta successfully attracted 4.417 participants with a total of
dengan keseluruhan jumlah foto terkumpul mencapai 20.444 photos collected. Meanwhile, the 2025 Astra
20.444 foto. Sementara itu, Anugerah Pewarta Astra Journalist Award, which has been held for 11 years, was
2025 yang telah diadakan selama 11 tahun, diikuti participated in by 707 participants with 3.381 articles
oleh 707 peserta dengan artikel terkumpul hingga collected during the 18 Juni – 18 November 2025 period.
3.381 artikel selama periode 18 Juni – 18 November 2025.
Komunikasi dengan Media Massa Communications with Mass Media
Divisi Corporate Communications memastikan bahwa The Corporate Communications Division ensures that
setiap informasi mengenai Perseroan dapat disampaikan all information regarding the Company is conveyed
secara akurat dan bertanggung jawab oleh media yang accurately and responsibly by the media, which acts as a
menjadi penghubung arus informasi kepada publik. conduit for information to the public.
Pendekatan ini sejalan dengan penerapan praktik GCG, This approach is in line with the implementation of
khususnya dalam memastikan proses komunikasi yang GCG practices, particularly in ensuring transparent,
transparan, berkelanjutan, dan bertanggung jawab sustainable, and responsible communication processes
kepada seluruh pemangku kepentingan termasuk with all stakeholders, including through the mass media.
melalui media massa.
Guna mendukung hal tersebut, Divisi Corporate To support this, The Corporate Communications Division
Communications menyelenggarakan berbagai program organizes various communication programs with the
komunikasi dengan media massa, mencakup kegiatan mass media, including activities to present the company's
pemaparan kinerja perusahaan yang melibatkan performance involving Astra's Board of Directors, such
Direksi Astra seperti Konferensi Pers Public Expose dan as the Public Expose Press Conference and Astra Group
Grup Astra seperti Astra Media Day yang diikuti oleh such as Astra Media Day, which is attended by industry
wartawan industri dan wartawan pasar modal, serta journalists and capital market journalists, as well as
Workshop Lingkungan Astra. Selain itu, Manajemen the Astra Environment Workshop. In addition, the
Perseroan juga aktif merespons pertanyaan dari media Company's management actively responds to questions
terkait aksi korporasi, kinerja perusahaan, dan informasi from the media regarding corporate actions, company
material lainnya yang perlu diketahui publik. performance, and other material information that needs
public disclosure.
Divisi Corporate Communications juga rutin Corporate Communications Division also regularly
mendistribusikan informasi mengenai perkembangan distributes information on the development and
dan kinerja Grup Astra melalui siaran pers, antara performance of Astra Group through press releases,
lain data realisasi penjualan mobil, laporan keuangan including car sales data, quarterly financial reports,
triwulanan, keterbukaan informasi, informasi kinerja information disclosure, corporate performance
korporasi, dan kegiatan kontribusi sosial berkelanjutan information, and other Astra sustainable social
Astra lainnya. Selain dikirimkan secara langsung contribution activities. In addition to being sent directly
melalui e-mail kepada media massa, informasi tersebut via e-mail to mass media, this information is also
juga dipublikasikan dalam situs web Perseroan published on the Company's website www.astra.co.id
www.astra.co.id dan situs web BEI. and the IDX website.
386 Tata Kelola Perusahaan Good Corporate Governance
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Kegiatan Hubungan Media (Media Relations) 2025 Jumlah (x)
Media Relations Activities in 2025 Total (x)
Siaran pers melalui situs web Perseroan 73 press releases
Press release through the Company’s website
Konferensi pers (daring dan luring) 5 Press Conferences
Press conference (online and offline)
Media gathering Presiden Direktur Astra beserta anggota Direksi lainnya 1 Media Gathering
Media gathering with Astra’s President Director as well as other members of the Board of Directors
Hubungan dengan Pemerintah, Relations with Government,
Asosiasi, dan Komunitas Associations, and Communities
Astra melalui Divisi Corporate Communications terus Astra, through its Corporate Communications Division,
berupaya menjalin komunikasi dan kolaborasi dengan continues to strive to establish communication and
seluruh pemangku kepentingan eksternal, termasuk collaboration with all external stakeholders, including
pemerintah, asosiasi dan komunitas. Hal tersebut the government, associations, and communities. This
diwujudkan melalui partisipasi Astra dalam berbagai is realized through Astra's participation in various
aktivitas pemerintah pada tahun 2025, khususnya government activities in 2025, particularly those that
yang mendukung keberlanjutan di sektor sosial, support sustainability in the social, environmental, and
lingkungan, dan ekonomi seperti: World Expo Osaka economic sectors, such as: World Expo Osaka 2025,
2025, International Sustainability Forum (ISF) 2025, International Sustainability Forum (ISF) 2025, COP30
COP30 Belém, Brazil, 5th Multilateral Naval Exercise Belém, Brazil, 5th Multilateral Naval Exercise (MNEK)
(MNEK) “Komodo” 2025, Gelar Batik Nusantara (GBN) “Komodo” 2025, Gelar Batik Nusantara (GBN) 2025,
2025, Perayaan Hari Anak Nasional 2025, dan Peringatan National Children's Day Celebration 2025, and Mother's
Hari Ibu 2025. Day Commemoration 2025.
Untuk meningkatkan peran Astra di dalam industri, To enhance Astra's role in the industry, the Company
Perseroan juga aktif dalam berbagai asosiasi, khususnya is also active in various associations, particularly
yang terkait dengan bisnis inti Grup Astra seperti those related to Astra Group's core businesses such
otomotif dan mobilitas, alat berat, konstruksi, jalan tol as automotive and mobility, heavy equipment,
dan lain-lain. Daftar keanggotaan asosiasi yang diikuti construction, toll roads, and others. The list of
oleh Perseroan dapat dilihat pada bab Profil Perusahaan associations of which the Company is a member can be
di halaman 106-107 dalam Laporan Tahunan ini. found in the Company Profile section on page 106-107
of this Annual Report.
Dalam menjalankan program kontribusi sosial In implementing its sustainable social contribution
berkelanjutan, Astra memperluas jangkauan penerima program, Astra has expanded its reach by integrating
manfaat dengan mengintegrasikan para penerima SATU Indonesia Awards recipients into Astra's
apresiasi SATU Indonesia Awards ke dalam program sustainable social contribution programs, such as Astra
kontribusi sosial berkelanjutan Astra seperti Desa Prosperous Villages, Astra Berseri Villages and Astra
Sejahtera Astra, Kampung Berseri Astra, dan Yayasan Foundations. By 2025, there will be 150 Collaborative
Astra. Hingga tahun 2025, terdapat 150 Program Aksi Action Programs that have been implemented and have
Kolaborasi yang telah dijalankan dan telah menjangkau reached 135 villages in 21 provinces spread across five
135 desa di 21 provinsi yang tersebar di lima pulau major islands in Indonesia.
besar Indonesia.
SATU Indonesia Awards adalah penghargaan tahunan The SATU Indonesia Awards are Astra's annual awards
Astra terhadap generasi muda yang mendukung for the young generation who support the creation
terciptanya kehidupan berkelanjutan melalui bidang of sustainable living through the fields of health,
kesehatan, pendidikan, lingkungan, kewirausahaan, education, environment, entrepreneurship, and
dan teknologi. Informasi lebih lanjut terkait technology. Further information regarding Astra's
pengembangan komunitas Astra dapat dilihat pada community development can be found in Astra's
Laporan Keberlanjutan Astra. Sustainability Report.
ASTRA Laporan Tahunan 2025 Annual Report 387
Page 390
Sistem Pengendalian Internal
Internal Control System
Dalam tatanan bisnis Perseroan, Direksi bertanggung In the Company's business structure, the Board of
jawab atas proses pengendalian internal. Perseroan Directors is responsible for maintaining the Company's
telah menerapkan sistem pengendalian internal, internal control process. The Company adopts an
termasuk pengendalian keuangan dan operasional, internal control system, including financial and
yang memenuhi kerangka pengendalian yang diakui operational controls that conform to the internationally
secara internasional oleh The Committee of Sponsoring accepted standards of the Committee of Sponsoring
Organizations of the Treadway Commission (COSO). Organizations of the Treadway Commission (COSO).
Tujuan pengendalian internal dalam Perseroan adalah The objectives of internal control within the Company
sebagai berikut: are as follows:
1. Tujuan Operasional: Pengendalian internal dirancang 1. Operational objectives: Internal control improves
untuk meningkatkan efisiensi dan efektivitas the efficiency and effectiveness of the Company's
operasional Perseroan, termasuk untuk membantu operations, helps the Company achieve its financial
Perseroan mencapai tujuan keuangan dan objectives, and protects the Company's assets.
melindungi aset Perseroan.
2. Tujuan Pelaporan: Pengendalian internal yang 2. Reporting objectives: internal control ensures that
bertujuan agar laporan keuangan dan nonkeuangan the Company's financial and non-financial reports
Perseroan, memenuhi prinsip keandalan, comply with reliability, timeliness, transparency, and
ketepatan waktu dan transparansi, serta prinsip other principles required by regulators, generally
lainnya yang disyaratkan oleh regulator, standar accepted accounting standards, or the Company's
akuntansi yang diakui secara umum, atau kebijakan internal policies.
internal Perseroan.
3. Tujuan Kepatuhan: Pengendalian internal yang 3. Compliance objectives: Internal controls improve
bertujuan untuk meningkatkan kepatuhan Perseroan the Company’s compliance with applicable laws and
terhadap peraturan dan perundang-undangan regulations that are relevant to the Company.
yang berlaku dan relevan bagi Perseroan.
Untuk mencapai tujuan pengendalian internal To effectively achieve internal control objectives,
secara efektif, Perseroan menerapkan prinsip-prinsip the Company applies control principles that include
pengendalian yang mencakup control environment , control environment, risk assessment, control
risk assessment, control activities, information - activities, information - communication, and monitoring
communication, serta proses monitoring, pada semua processes across all lines of the company.
lini dalam perusahaan.
Dalam implementasinya, sistem pengendalian In its implementation, the Company's control
Perseroan menerapkan konsep Three Lines Model, system applies the concept of Three Lines Model,
dimana Manajemen bertugas menjalankan sistem whereby Management is tasked with implementing
pengendalian internal dan pengawasan perusahaan an adequate internal control and company supervision
yang memadai pada lini pertama. system in the first line.
Kemudian, lini berikutnya yaitu fungsi manajemen risiko Secondly, the next line that comprises of the risk
dan pengendali lain yang mengukur tingkat risiko dan management function and other controllers, who
pengendalian, melakukan pemantauan secara berkala measure risk and control levels and conduct periodic
terhadap jalannya fungsi pengendalian. Selanjutnya, monitoring of control activities. Then, in the third line,
pada lini ketiga, Audit Internal memberikan keyakinan Internal Audit provides reasonable assurance on the
yang wajar atas efektivitas tata kelola, manajemen effectiveness of governance, risk management, and
risiko, dan pengendalian melalui pemeriksaan audit. control through audit examinations.
388 Tata Kelola Perusahaan Good Corporate Governance
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Grup Internal Audit (GIA)
Group Internal Audit (GIA)
Grup Internal Audit (GIA) memiliki peran penting Group Internal Audit (GIA) has a significant role as the
sebagai lini ketiga dalam mendukung operasional sistem third line of defense in supporting the implementation
pengendalian dan pengelolaan risiko yang baik. of a strong control system and risk management.
Piagam Audit Internal Internal Audit Charter
Dalam melaksanakan tugasnya, GIA berpedoman pada GIA adheres to the Internal Audit Charter, last revised
Piagam Audit Internal yang telah ditinjau terakhir on February 2026, while carrying out its duties. The
kali pada Februari 2026. Piagam Audit Internal dibuat Internal Audit Charter is prepared in accordance
sesuai ketentuan POJK Nomor 56/POJK.04/2015 with POJK Number 56/POJK.04/2015 concerning the
tentang Pembentukan dan Pedoman Penyusunan Establishment and Guidelines for the Preparation
Piagam Audit Internal yang mengatur mengenai tata of the Internal Audit Charter, which regulates the
laksana audit internal serta menjalankan tugas dan implementation of internal audits and the execution of
tanggung jawabnya. duties and responsibilities.
Piagam Audit Internal secara lengkap dapat dilihat pada The complete Internal Audit Charter is available
situs web Perseroan - bagian Tata Kelola Perusahaan. on the Company's website, under the Corporate
Governance section.
Tanggung Jawab dan Kedudukan GIA Duties and Position of GIA
GIA merupakan bagian dari struktur pengendalian GIA is part of the Company's internal control
internal Perseroan yang berperan sebagai mitra utama structure that acts as a key partner and consultant
dan konsultan bagi Manajemen dalam menerapkan to Management in implementing proactive risk
manajemen risiko yang proaktif, melindungi dan management, protecting and creating business value
menciptakan nilai bisnis bagi Grup Astra, baik melalui for Astra Group, both through insurance activities
kegiatan asurans maupun konsultasi yang independen and independent and objective consulting. Audit
dan obyektif. Kegiatan audit dilaksanakan dengan activities are carried out using a risk-based approach,
pendekatan berbasis risiko (risk-based audit), which is aligned with the Company's strategy and
yang diselaraskan dengan strategi Perseroan dan international standards.
standar internasional.
Dalam struktur organisasi Perseroan, GIA bertanggung Within the Company's organizational structure,
jawab langsung kepada Presiden Direktur. Pimpinan GIA reports directly to the President Director. The
atau Kepala GIA ditunjuk oleh Presiden Direktur Head of GIA is appointed by the President Director
dengan persetujuan Dewan Komisaris. Sejak Juni 2025 with the approval of the Board of Commissioners.
kepemimpinan GIA dijabat oleh Rajesh Punjabi Since June 2025, Rajesh Punjabi has served as the
berdasarkan Surat Keputusan Direksi No. 015/ Head of GIA based on Board of Directors Resolution
DIR/V/2025 tanggal 19 Mei 2025, untuk menggantikan No. 015/DIR/V/2025 dated 19 May 2025, to replace
Lee Liang Whye yang menjabat sejak 2021. Lee Liang Whye who has served in position since 2021.
GIA berkoordinasi dengan Komite Audit dalam GIA coordinates with the Audit Committee to assist the
membantu fungsi pengawasan Dewan Komisaris. Dalam supervisory function of the Board of Commissioners.
prosesnya, GIA akan menyampaikan hasil dari aktivitas During the process, GIA submits the results of its
asurans dan konsultasi pengendalian internal ke dalam assurance and internal control consulting activities in
laporan audit internal yang disampaikan kepada Direksi internal audit reports to the Board of Directors and the
dan Komite Audit secara berkala. Rapat rutin dan khusus Audit Committee on a regular basis. Regular and special
akan diadakan dengan Direksi, Dewan Komisaris, dan/ meetings are held with the Board of Directors, Board of
atau Komite Audit apabila diperlukan untuk membahas Commissioners, and/or the Audit Committee, as needed,
isu audit sekurang-kurangnya empat kali dalam setahun. to discuss audit issues at least four times a year.
ASTRA Laporan Tahunan 2025 Annual Report 389
Page 392
Di tingkat Grup, Perseroan menerapkan sistem audit At the Group level, the Company implements an
internal yang terintegrasi dan komprehensif sesuai integrated and comprehensive internal audit system in
kedudukan dalam tatanan bisnis. Unit Audit Internal accordance with its position in the business structure.
pada masing-masing anak perusahaan bertanggung The Internal Audit Unit at each subsidiary reports to
jawab kepada Direksi anak perusahaan tersebut dan the Board of Directors of the subsidiary and coordinates
juga berkoordinasi dengan GIA di kantor pusat. with GIA at the head office.
Profil Kepala GIA Profile of Head of GIA
Rajesh Punjabi Rajesh Punjabi
Warga negara Singapura, lahir pada tahun 1975 dan A Singaporean citizen, born in 1975 and resides in
berdomisili di Jakarta. Beliau menjabat berdasarkan Jakarta. He is appointed based on the Board of Directors’
Surat Keputusan Direksi No. 015/DIR/V/2025 tertanggal Resolution No. 015/DIR/V/2025 dated 19 May 2025,
19 Mei 2025 dan efektif pada 1 Juni 2025. Sebelumnya, effective as of 1 June 2025. One of the strategic positions
beliau menjabat sebagai Group Audit and Risk he held was as Group Audit and Risk Management
Management Director di DFI Retail Group (bagian dari Director at DFI Retail Group (part of Jardine Matheson)
Jardine Matheson) periode Mei 2021 – Mei 2025 di from May 2021 to May 2025 in Hong Kong. He earned
Hong Kong. Beliau menyelesaikan pendidikan sarjana di his Bachelor’s degree in Accounting from Nanyang
jurusan Akuntansi di Nanyang Technological University Technological University in 1999. He holds professional
pada tahun 1999. Beliau memperoleh sertifikasi certifications as a Chartered Accountant (2007),
profesional Chartered Accountant (2007), Chartered Chartered Financial Analyst (2010), Certified Internal
Financial Analyst (2010), Certified Internal Auditor Auditor (2016), Certified Fraud Examiner (2019), and
(2016), Certified Fraud Examiner (2019) dan Certified Certified Information Systems Auditor (2022).
Information System Auditor (2022).
Personalia GIA GIA Personnel
Pada 31 Desember 2025, jumlah personil GIA adalah As of 31 December 2025, there are 63 (sixty-three)
63 (enam puluh tiga) personil dengan komposisi GIA personnel, with the following composition:
sebagai berikut:
Jabatan Jumlah Personil
Position Total Personnel
Manajerial | Managerial (Chief, Division Head, Department Head) 9
Auditor 50
Administrator 4
Total 63
Kualifikasi dan Sertifikasi Qualification and Certification
Seluruh personel GIA melakukan berbagai pelatihan, All GIA personnel engage in continuous training,
pengembangan kompetensi, dan sertifikasi secara competency development, and certification to
berkelanjutan untuk menjaga standar kualitas hasil uphold the highest quality standards in internal
audit internal terbaik demi mendukung kemajuan audit results that foster the Company's business
bisnis Perseroan. Program pelatihan disusun secara growth. The training programs aim to equip auditors
terstruktur untuk membekali tenaga auditor dengan with the essential skills and experience necessary to
keahlian dan pengalaman yang memadai agar dapat conduct the audit process effectively in line with the
menjalankan proses audit dengan optimal sesuai Company's requirements. The certification process
kebutuhan Perseroan. Proses sertifikasi dilaksanakan is designed to ensure the consistency and alignment
untuk memenuhi tuntutan konsistensi dan keselarasan of the Company's auditor capabilities with national
kemampuan auditor Perseroan dengan standar profesi and international professional standards for internal
390 Tata Kelola Perusahaan Good Corporate Governance
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auditor internal bertaraf nasional dan internasional. auditors. The certification programs held as of Program sertifikasi yang telah diperoleh hingga the end of 2025 include: tahun 2025 adalah: Nama Sertifikasi Jumlah Personil Certification Name Total Personnel Indonesia Internal Audit Practitioner (IAP) 24 Pra-Qualified Internal Auditor (Pra-QIA/Managerial) & Qualified Internal Auditor (QIA) 9 Certified Information System Auditor (CISA) 4 Certified Ethical Hacker (CEH) 4 ISO 27001 Lead Auditor 4 Certified Data Scientist Specialist (CDSS) 4 Certified Internal Auditor (CIA) 3 Control Objectives for Information and Related Technologies (COBIT) 2 Certified Sustainability Reporting Assurer (CSRA) 2 Certified Fraud Examiner (CFE) 1 Certified Hacking Forensic Investigator (CHFI) 1 Kegiatan GIA pada Tahun 2025 GIA Activities in 2025 Pada tahun 2025, kegiatan dan pelaksanaan tugas yang In 2025, GIA's activities and tasks include: dilakukan oleh GIA antara lain: Portofolio Portfolio 1. Kegiatan untuk membantu Manajemen dalam 1. Activities that support management in ensuring the memastikan efektivitas pengendalian internal effectiveness of internal control through assurance melalui kegiatan asurans dan konsultasi, termasuk and consulting activities, including collaborative kegiatan audit bersama dengan fungsi Internal Audit audit efforts with the Internal Audit function in pada unit usaha. business units. 2. GIA bekerja sama dengan pihak Internal Audit 2. GIA collaborates with the Internal Audit functions di setiap unit usaha Perseroan dan menyusun across each of the Company’s business units and rencana kerja yang selaras dengan profile risiko prepares a work plan aligned with the Company’s utama (top risk) perusahaan dengan melibatkan key risk profile (top risks), involving relevant Manajemen terkait. Rencana kerja wajib disetujui management. The work plan must be approved by oleh Direksi dan Komite Audit. the Board of Directors and the Audit Committee. 3. Pelaksanaan Audit IT untuk memastikan efektivitas 3. Conducted IT Audits to assess the effectiveness of pengendalian internal pada sistem informasi internal controls within the Company's information Perseroan, terutama yang berhubungan dengan system, especially those associated with managing penanganan risiko siber, termasuk aktivitas cyber cyber risks. This encompasses activities such as security assessment, pengujian penetrasi sistem cybersecurity assessments, system penetration dan pelaksanaan program untuk meningkatkan testing, and initiatives designed to raise employee kesadaran karyawan terkait serangan phishing di awareness about phishing attacks within the lingkup Perseroan dan unit usaha. Company and its operational units. 4. Untuk meningkatkan efektivitas dan efisiensi 4. To enhance the effectiveness and efficiency of kegiatan audit, GIA melanjutkan implementasi audit activities, GIA continued to implement its sistem Governance, Risk and Compliance (GRC) di Governance, Risk, and Compliance (GRC) system Perseroan dan beberapa unit usaha. Penggunaan across the Company and several business units. sistem tersebut dapat memfasilitasi integrasi antara This system promotes integration among the lines lines of defense. of defense. 5. Melanjutkan penggunaan data analytics tools untuk 5. Continued to utilize data analytics tools to improve meningkatkan efisiensi dan efektivitas audit cabang. the efficiency and effectiveness of branch audits. ASTRA Laporan Tahunan 2025 Annual Report 391
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6. Melakukan aktivitas audit di unit usaha yang 6. Performed audit activities in business units
berkaitan dengan pengumpulan dan pelaporan concerning ESG data collection and reporting.
data ESG.
7. Dalam upaya mendukung aspirasi zero fatalities 7. To support Astra Group's goal of zero fatalities,
di Grup Astra, GIA berkolaborasi dengan fungsi GIA collaborated with the Environment and Social
Environment and Social Responsibility dalam Responsibility functions to conduct audits that
melakukan audit untuk memastikan implementasi ensure the execution of internal controls related to
pengendalian internal dalam aspek keselamatan workplace safety across all business units.
kerja di unit usaha.
Sumber Daya Manusia Human Resources
1. Meningkatan kompetensi para Auditor dilakukan 1. Enhancing auditor competence is achieved through a
melalui program pengembangan yang terstruktur structured development program that encompasses
mencakup aspek kemampuan teknis dan non-teknis both technical and non-technical skills necessary
untuk melakukan kegiatan audit yang selaras dengan for conducting audit activities aligned with the
Competency Framework yang telah disusun dan established Competency Framework and future
kebutuhan bisnis di masa yang akan datang. business requirements.
2. Menjalankan Audit and Risk Development Program 2. Implemented an Audit and Risk Development
yang bertujuan untuk program pengembangan fresh Program designed to prepare recent graduates for
graduate sebelum menjalankan peran sebagai Junior their roles as Junior Auditors at Astra Group.
Auditor di Grup Astra.
3. Melanjutkan program Cyber Security Pentest Lab 3. Continued the Cyber Security Pentest Lab program as
sebagai platform pengembangan kompetensi cyber a competency development platform of cybersecurity
security untuk Auditor IT. skills for IT Auditors.
4. Optimalisasi platform e-learning dengan menetapkan 4. Optimize the e-learning platform by setting
topik pembelajaran wajib di setiap level sesuai mandatory learning topics at each level according
kebutuhan kompetensi, guna memperkuat budaya to competency requirements, in order to strengthen
belajar berkelanjutan dan meningkatkan kapabilitas a culture of continuous learning and improve staff
staf secara terstruktur. capabilities in a structured manner.
5. Program asistensi untuk mendukung pembentukan 5. Conducted an assistance program to support the
dan pengembangan fungsi Audit Internal di berbagai establishment and growth of Internal Audit functions
unit usaha Perseroan. across various Company business units.
6. GIA juga memiliki peranan dalam meningkatkan risk 6. GIA also plays a role in enhancing risk and control
and control awareness kepada pihak first dan second awareness for the first and second lines. Some of
lines. Beberapa aktivitas yang dilakukan, antara the activities undertaken include expanding the use
lain, perluasan utilisasi continuous monitoring tool of continuous monitoring tools by the second line
oleh second line of defense Sales Operation, rapat of defense of Sales Operations, conducting routine
koordinasi rutin dengan Manajemen Cabang dan coordination meetings with Branch Management
Kantor Pusat Sales Operation, serta mendukung and the Sales Operation Head Office, and supporting
pelatihan lain yang relevan. other relevant training initiatives.
7. Sebagai bagian dari komitmen untuk menjalankan 7. As part of its commitment to continuous
perbaikan terus-menerus, GIA menghasilkan improvement, GIA developed several innovations
beberapa inovasi perbaikan pada proses di for process enhancement within the division.
internal divisi.
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Kontribusi terhadap Masyarakat Contribution to Society Dalam rangka memberikan kontribusi atas To help advance the Internal Audit profession in pengembangan profesi Internal Audit di Indonesia, Indonesia, GIA conducts comparative studies with GIA berpartisipasi dalam pelaksanaan studi banding various companies outside the organization and bagi beberapa perusahaan di luar Perseroan dan regularly hosts discussions related to Internal Audit at memberikan menyelenggarakan sharing terkait professional forums. Internal Audit di forum profesional. Evaluasi terhadap Efektivitas Evaluation of the Effectiveness Sistem Pengendalian Internal of the Internal Control System GIA membantu Manajemen Perseroan dalam GIA assists the Company in ensuring that corporate memastikan fungsi pengendalian perusahaan, control functions, including financial and operational termasuk pengendalian keuangan dan operasional controls, are well coordinated so that each function terkoordinasi dengan baik sehingga masing-masing can operate optimally. GIA also provides assurance fungsi dapat berjalan optimal. GIA juga memberikan and consulting services to stakeholders in accordance jasa asurans dan konsultasi yang mengacu kepada with the standards of the Institute of Internal Auditors standar Institute of Internal Auditors (IIA) kepada (IIA). In carrying out these responsibilities, GIA applies para pemangku kepentingan. Untuk tugas ini, GIA a relevant and significant risk-based approach across menerapkan pendekatan risiko (risk-based approach) the respective areas. yang relevan dan signifikan pada area tersebut. Dalam struktur GIA juga terdapat fungsi Quality The GIA structure also includes a Quality Assurance Assurance yang berperan melakukan kajian dan function, which is responsible for reviewing and memastikan bahwa seluruh proses audit telah ensuring that all audit processes are carried out dijalankan secara efektif, efisien, dan memadai sesuai effectively, efficiently, and adequately in accordance standar profesi internasional yang berlaku. with applicable international professional standards. Manajemen Risiko Risk Management Jajaran Manajemen Perseroan menjalankan proses The Company's management team carries out the risk manajemen risiko secara kolektif dan terstruktur. Setiap management process collectively and in a structured unit kerja bertanggung jawab melakukan proses tata manner. Each work unit is responsible for implementing kelola risiko secara berkelanjutan, mulai dari proses a continuous risk management process, ranging from identifikasi, evaluasi, mitigasi, dan monitoring, sesuai identification, evaluation, mitigation, and monitoring, wewenang yang melekat pada masing-masing unit, in accordance with the authority vested in each unit, termasuk isu signifikan atas pengendalian internal. including significant issues related to internal control. Untuk memastikan penerapan kerangka kerja Enterprise To ensure the effective implementation of the Enterprise Risk Management (ERM) berjalan efektif, Grup Risk Risk Management (ERM) framework, the Group Risk Advisory (GRA) sebagai lini kedua bertugas memberikan Advisory (GRA) as the second line of defense provides arahan dan konsultasi kepada Manajemen sebagai lini guidance and consultation to Management as the first pertama, sesuai profil risiko dan kebutuhan masing- line in accordance with the risk profile and needs of masing bisnis. GRA juga menelaah berbagai risiko each business. GRA also reviews the various key risks utama yang diidentifikasi oleh unit-unit bisnis, termasuk identified by business units, including potential internal potensi isu pengendalian internal, lalu menyusun control issues, and compiles a consolidated report on laporan konsolidasi risiko utama yang disampaikan key risks, which is submitted to the Board of Directors kepada Direksi dan Komite Audit secara berkala. and the Audit Committee on a regular basis. ASTRA Laporan Tahunan 2025 Annual Report 393
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Kerangka dan Mitigasi Risiko Risk Framework and Mitigation
Sepanjang tahun 2025, Perseroan telah mengidentifikasi Throughout 2025, the Group has identified several
sejumlah risiko utama di Grup yang berpotensi memiliki key risks that have potential impact to business
dampak terhadap operasional bisnis, serta merumuskan operations and formulated mitigation measures aimed
langkah mitigasi yang bertujuan mengendalikan at controlling the effects of these risks.
dampak dari risiko yang dihadapi.
Mengidentifikasi dan Menilai Risiko Identifying and Assessing Risks
GRA memantau beberapa risiko utama unit GRA periodically monitors key risks across business units.
bisnis secara berkala. Setiap risiko potensial yang Potential risks are aligned with the Astra Risk Library
teridentifikasi disesuaikan dengan Risk Library Astra (Risk Taxonomy) and analyzed using both top-down
(Taksonomi Risiko) dan dianalisa melalui pendekatan and bottom-up approaches to develop a comprehensive
top-down dan bottom-up untuk mendapatkan profil Group risk profile, assessed, including significant internal
risiko Grup yang menyeluruh, termasuk penilaian control issues.
terhadap isu pengendalian internal yang signifikan.
Penilaian risiko dilakukan dengan mengukur tingkat Risk assessment is carried out by measuring
kemungkinan (likelihood) dan dampaknya (impact) ke the likelihood and impact in the short term (≤12 months)
depan, dalam jangka waktu pendek (≤12 bulan) dan and medium term (1–3 years). The assessment of
jangka waktu menengah (1-3 tahun). Penilaian atas the risk level has taken into account the Company's
tingkat risiko (risk level) telah mempertimbangkan risk tolerance.
toleransi risiko Perseroan.
Sebagai bagian dari komitmen terhadap ketahanan As part of its commitment to long-term resilience/
jangka panjang/keberlanjutan, GRA mengintegrasikan sustainability, GRA integrates climate change risk aspects
aspek risiko perubahan iklim dalam kerangka into Astra Group's risk management framework. Climate
manajemen risiko Grup Astra. Risiko perubahan iklim change risk is a key risk driver that is monitored every
sebagai driver dari risiko utama yang dipantau setiap semester through the climate change risk register
semester melalui climate change risk register (CRR). Hasil (CRR). The results of the identification and assessment
identifikasi dan penilaian atas risiko perubahan iklim of climate change risks are presented in the Astra
tersebut disajikan dalam Laporan Keberlanjutan Astra. Sustainability Report.
Proses Mengelola Risiko Risk Management Process
Sebagai bagian dari penerapan manajemen risiko di As part of the implementation of risk management
seluruh Grup, Perseroan menilai risiko melalui proses across the Group, the Company assesses risk through
yang terstruktur dan berkesinambungan. Setiap a structured and continuous process. Each stage
tahapan dirancang untuk memastikan bahwa potensi is designed to ensure that potential risks can be
risiko dapat diidentifikasi, dianalisis, dan dimitigasi identified, analyzed, and mitigated appropriately
dengan tepat agar sejalan dengan profil risiko dan in line with the Company's risk profile and
tujuan strategis Perseroan. strategic objectives.
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Hasil penilaian risiko pada tingkat grup kemudian The results of risk assessments at the Group level are
ditindaklanjuti dengan respons risiko yang sesuai then followed up with appropriate risk responses
dan diklasifikasikan menurut jenisnya berdasarkan and classified by type based on Enterprise Risk
Enterprise Risk Management (ERM), yaitu mengurangi, Management (ERM), namely reducing, transferring,
mengalihkan, menghindari atau menerima. Perseroan avoiding, or accepting. The Company also ensures
juga memastikan seluruh unit bisnis memiliki mitigasi that all business units have adequate mitigation
yang memadai. measures in place.
Profil Risiko Risk Profile
Hasil seluruh proses manajemen risiko (mengidentifikasi, The results of the entire risk management process
menilai, mitigasi dan memantau) dituangkan dalam (identifying, assessing, mitigating, and monitoring)
pelaporan profil risiko utama Grup Astra. Kemudian are outlined in Astra Group’s main risk profile report.
hasilnya dilaporkan dan didiskusikan secara berkala The results are then reported and discussed periodically
dengan Direksi dan Komite Audit. Profil risiko Grup Astra with the Board of Directors and the Audit Committee.
antara lain: Astra Group’s risk profile includes:
a. Risiko Jangka Waktu Pendek (≤12 bulan) a. Short-Term Risk (≤12 months)
Risiko Utama Langkah Mitigasi Tingkat Risiko
Main Risks Mitigation Efforts Risk Level
1. Risiko Makroekonomi dan Geopolitik | Macroeconomic and Geopolitical Risk
Meningkatnya ketegangan geopolitik • Mengembangkan strategi pemasaran dan pemantauan Tinggi
global, tekanan pada konsumsi rumah kinerja secara rutin berdasarkan produk, lokasi dan High
tangga serta defisit fiskal yang melebar, segmentasi konsumen;
dapat berdampak terhadap prospek • Melakukan scenario dan sensitivity analysis
perekonomian Indonesia. • Melakukan optimalisasi efisiensi biaya dan operating
Heightened geopolitical tensions, expense; dan
pressured household consumption, • Memperkuat ekosistem Grup Astra.
and widening fiscal deficit may adversely
• Developing marketing strategies and monitoring
affect Indonesia’s economic outlook.
performance on a regular basis based on products,
locations, and consumer segmentation;
• Conducting scenario and sensitivity analysis
• Optimizing cost efficiency and operating expenses; and
• Strengthening Astra Group ecosystem.
2. Risiko Regulasi & Kebijakan | Regulation & Policy Risk
Perubahan regulasi & kebijakan yang dapat • Melakukan monitoring dan uji kepatuhan secara rutin Tinggi
berdampak pada bisnis Perseroan. serta melanjutkan komitmen Grup Astra untuk mematuhi High
Changes in regulations and policies that regulasi yang berlaku yang diterbitkan oleh regulator.
may impact the Company's business. • Peningkatan efektivitas komunikasi dengan seluruh
pemangku kepentingan.
• Membentuk task force dan melakukan penyesuaian
strategi sehubungan dengan perubahan regulasi.
• Conducting regular monitoring and compliance tests
and continuing Astra Group's commitment to complying
with applicable regulations issued by regulators.
• Improving the effectiveness of communication with all
stakeholders.
• Forming a task force and adjusting strategies in response
to regulatory changes.
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Risiko Utama Langkah Mitigasi Tingkat Risiko
Main Risks Mitigation Efforts Risk Level
3. Risiko Kompetisi | Competition Risk
Kompetisi semakin meningkat dalam • Melakukan koordinasi dengan principals. Tinggi
beberapa industri di mana Perseroan berada, • Memperkuat retensi pelanggan. High
khususnya dalam hal produk dan harga. • Meningkatkan efektivitas penjualan dan customer engagement.
Competition is intensifying in several • Melakukan monitoring terhadap kondisi pasar.
industries in which the Company operates,
• Coordinate with principals.
particularly in terms of products and prices.
• Strengthen customer retention.
• Improve sales effectiveness and customer engagement.
• Monitor market conditions.
4. Risiko Siber | Cyber Risk
Pertumbuhan ekosistem digital dan • Menyusun dan menerapkan Astra Cyber Security Menengah
kecerdasan buatan (AI) meningkatkan Framework , Astra Group Information Security Policy Moderate
paparan terhadap serangan siber yang Guidelines, GenAI Guidelines.
dapat menyebabkan terganggunya proses • Security Operation Center (SOC) yang melakukan
operasional, kebocoran data, menurunnya monitoring terhadap ancaman siber, pengamanan
reputasi, dan kepercayaan konsumen. pertukaran data, dan transaksi di seluruh sistem dalam
The growth of the digital ecosystem perusahaan.
and artificial intelligence (AI) increases • Melakukan peningkatan terhadap cyber awareness
exposure to cyber attacks that can cause melalui training, program teknikal dan learning
operational disruptions, data leaks, damage platforms.
to reputation, and loss of consumer trust. • Business Continuity Plan (BCP) terhadap skenario cyber.
• Melakukan cyber risk assessment.
• Develop and implement Astra's Cyber Security
Framework, Astra Group's Information Security Policy
Guidelines, and GenAI Guidelines.
• Security Operation Center (SOC) that monitors cyber
threats, secures data exchange, and transactions across
all systems within the company.
• Enhancing cyber awareness through training, technical
programs, and learning platforms.
• Business Continuity Plan (BCP) for cyber scenarios.
• Conducting cyber risk assessments.
b. Risiko Jangka Waktu Menengah (1-3 tahun) b. Medium-Term Risks (1-3 years)
Perseroan mengidentifikasi risiko emerging yang The Company identifies emerging risks that are
diprediksi dapat berdampak dalam jangka waktu predicted to have an impact in the medium term.
menengah. Pemantauan secara berkala terhadap Regular monitoring of developments ensures that
perkembangan issue dilakukan untuk memastikan plans are in place in order to prevent or mitigate
terdapat rencana penanganan guna mencegah atau the impact of these risks. The risk ranking order
mengurangi dampak risikonya. Urutan peringkat is prioritized by considering the most crucial
risiko diprioritaskan dengan mempertimbangkan uncertainties that will affect the Group at least in the
kondisi ketidakpastian paling krusial yang akan next 1-3 years.
mempengaruhi Grup setidaknya dalam 1-3 tahun
ke depan.
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Risiko Emerging Langkah Mitigasi
Emerging Risks Mitigation Efforts
1. Risiko Transformasi Strategis | Strategic Transformation Risk
Kecepatan inovasi disruptif dan perubahan model bisnis 1. Membentuk struktur tata kelola proyek untuk memperkuat
yang pesat melampaui kemampuan dalam melakukan Project Management Office (PMO).
transformasi dan mengelola dan identifikasi peluang 2. Melakukan due diligence dan stress testing atas
baru secara efektif. Perkembangan teknologi yang investasi Perusahaan.
advanced, seperti: 3. Inovasi berkelanjutan yang berfokus pada pemanfaatan
• Machine learning dan generative artificial intelligence ekosistem untuk memberikan nilai kepada pelanggan.
(genAI). 4. Perencanaan strategis portofolio produk dan ekspansi ke
• Baterai dan ekosistem electric vehicle seperti charging sektor baru.
dan recycling 5. Kolaborasi Grup Astra dalam menjalankan inisiatif sesuai
• Daya pemrosesan yang tinggi (misalnya, perangkat dengan perencanaan strategis.
keras komputasi kuantum dan layanan berbasis cloud. 6. Pengembangan keterampilan sesuai dengan
Berpotensi menurunkan posisi keunggulan persaingan kemampuan digital.
Perseroan.
1. Establish a project governance structure to strengthen the
The rapid pace of disruptive innovation and changes in Project Management Office (PMO).
business model exceed the ability to transform, manage, 2. Conduct due diligence and stress testing on the Company’s
and identify new opportunities effectively. Advanced investments.
technological developments such as:
3. Sustainable innovation focuses on utilizing ecosystems to
• Machine learning and generative artificial intelligence provide value to customers.
(genAI).
4. Strategic planning of product portfolios.
• Batteries and electric vehicle ecosystems such as
5. Collaboration within Astra Group in implementing
charging and recycling.
digitalization initiatives in accordance with
• High processing power (i.e., Quantum computing strategic planning.
hardware and cloud-based service).
6. Development of skills in line with digital capabilities.
Has the potential to lower the Company’s competitive
advantage.
2. Risiko Sumber Daya Manusia | Human Resources Risk
A. Strategi kesiapan yang belum memadai dalam 1. Strategi dan program SDM yang efektif untuk mengelola
pengelolaan perekrutan, retensi karyawan. moral dan sentimen karyawan termasuk menciptakan
Permintaan dan persaingan yang tinggi di seluruh lingkungan kerja yang beragam, setara, dan inklusif.
industri untuk berbagai keahlian, perubahan perilaku 2. SDM melalui pengembangan dan peningkatan
karyawan, kondisi daya beli yang menurun serta keterampilan dan pelatihan sesuai dengan kebutuhan
tekanan ekonomi semakin menantang. Perusahaan (terutama keterampilan terkait teknologi),
B. Tantangan dalam kompetensi dan keahlian. talent management , dan perekrutan.
Kebutuhan atas kapabilitas karyawan yang terus 3. Mulai melakukan penilaian terhadap pemberlakuan
berkembang serta ketergantungan terhadap teknologi pengaturan sistem kerja yang fleksibel seperti flextime.
(contoh: genAI). 1. Effective HR strategies and programs manage employee
A. Inadequate preparedness strategies in recruitment and morale and sentiment by creating a diverse, equitable, and
employee retention management. inclusive work environment.
High demand and competition across industries for 2. HR strategies develop and enhance skills through training
various skills, changes in employee behavior, declining (especially technology-related skills), talent management,
purchasing power, and economic pressures are and recruitment.
increasingly challenging. 3. Begin assessing the implementation of flexible work
B. Challenges in competencies and skills. arrangements such as flextime.
The need for continuously developing employee
capabilities and dependence on technology (e.g., genAI).
3. Risiko Teknologi | Technology Risk
Penggunaan Teknologi yang Tidak Tepat 1. Meningkatkan kesadaran dan pendidikan terkait
Penerapan teknologi canggih (misalnya, Kecerdasan implementasi Gen-AI melalui workshop dan Risk Alert.
Buatan) yang semakin luas dapat menyebabkan 2. Menetapkan pedoman pengguna akhir GenAI, kesadaran
penyebaran disinformasi melalui deepfakes dan hoaks, risiko, dan daftar periksa risiko dan pengendalian AI.
yang memperkuat penyebaran informasi yang salah 1. Increase awareness and education related to Gen-AI
dalam konten digital. Hal ini dapat meningkatkan risiko implementation through workshops and Risk Alert.
reputasi, bencana buatan manusia, dan risiko geopolitik.
2. Established GenAI end user guidelines, risk awareness and
Inappropriate Use of Technology Advancement AI risk & control checklist.
The increasing adoption of advanced technologies
(e.g., Artificial Intelligence) tools may lead to the
disinformation through deepfakes and hoaxes which
amplifies misinformation in digital content leading to
higher of reputational risk, man-made disaster, and
geopolitical risks.
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Personil GRA GRA Personnel
Pada tahun 2025, GRA didukung oleh In 2025, GRA was supported by 16 (sixteen) personnel,
16 (enam belas) personil yang terdiri dari 3 (tiga) consisting of 3 (three) personnel from Chief, Division
personil lapisan manajerial (Chief, Division Head, Head, Department Head managerial levels and
Department Head) dan 13 (tiga belas) personil sebagai 13 (thirteen) personnel as Risk Analysts.
Risk Analyst.
Pelatihan dan Sertifikasi Training and Certification
Personil GRA terus memperkuat kompetensi dengan GRA personnel continue to strengthen their
mengikuti berbagai program pelatihan dan sertifikasi competencies by participating in various training and
untuk meningkatkan efektivitas proses manajemen certification programs to improve the effectiveness
risiko Perseroan. Program pelatihan disusun secara of the Company's risk management processes. The
terstruktur agar seluruh personil dapat memiliki training programs are structured so that all personnel
keahlian dan pengalaman yang memadai dalam proses can acquire adequate skills and experience in the risk
pengelolaan risiko. management process.
Di samping itu, proses sertifikasi juga dilakukan Further, the certification process is also carried out
untuk meningkatkan kemampuan dan kompetensi to improve the capabilities and competencies of the
tim manajemen risiko Perseroan agar sesuai dengan Company's risk management team in order to comply
standar profesi manajemen risiko bertaraf nasional with national and international risk management
dan internasional. professional standards.
Nama Sertifikasi Jumlah Personil
Certification Name Total Personnel
Certified Risk Management Officer (CRMO) 6
Certified Risk Management Professional (CRMP) 6
Business Continuity Management Certified Professional (BCMCP) 3
Certified Sustainability Reporting Specialist (CSRS) 1
Certified Data Protection Officer (CDPO) 1
Kegiatan GRA pada Tahun 2025 GRA Activities in 2025
Pelaksanaan tugas GRA pada tahun 2025 adalah The implementation of GRA tasks in 2025 is as follows:
sebagai berikut:
Portofolio Portfolio
1. Kegiatan untuk membantu Manajemen dalam 1. Activities to assist Management in ensuring the
memastikan efektivitas manajemen risiko melalui effectiveness of risk management through advisory
kegiatan advisory dan konsultasi, termasuk kegiatan and consulting activities, including joint review
peninjauan bersama dengan fungsi risk management activities with the risk management function in
pada unit usaha. business units.
2. GRA membahas rencana kerja manajemen risiko di 2. GRA discusses the risk management work plan in the
unit usaha Perseroan. Company's business units.
3. Untuk meningkatkan efektivitas dan efisiensi proses 3. To improve the effectiveness and efficiency of the
pelaporan manajemen risiko, GRA melanjutkan risk management reporting process, GRA continues
implementasi sistem GRC di Perseroan dan beberapa to implement the GRC system in the Company and
unit usaha. several business units.
4. Dalam rangka kepatuhan terhadap regulasi, yaitu 4. In order to comply with regulations, namely the
UU Pelindungan Data Pribadi yang berlaku efektif Personal Data Protection Law that has become
di Oktober 2024, GRA berkolaborasi dengan tim IT, effective since October 2024, GRA is collaborating
398 Tata Kelola Perusahaan Good Corporate Governance
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Legal, operasional baik di level Perseroan maupun with IT, Legal, and operational teams at both the Grup, dalam implementasi atas UU tersebut. Upaya Company and Group levels to implement the law. ini juga mencakup penyelenggaraan PDP conference These efforts also include organizing a PDP conference sebagai forum koordinasi dan peningkatan awareness as a forum for coordination and awareness raising di lingkungan Grup. within the Group. 5. Sejalan dengan kerangka kerja keberlanjutan 5. In line with the Company's sustainability framework Perseroan terkait isu perubahan iklim, GRA bekerja related to climate change issues, GRA collaborates sama dengan fungsi Environment and Social with the Environment and Social Responsibility Responsibility di Perseroan dan beberapa unit function at the Company and several business units usaha dalam memperkuat tata kelola, penyusunan to strengthen governance; prepare guidelines and guidelines dan pelaksanaan kegiatan advisory terkait implementation of advisory activities related to pengelolaan data ESG (ESG data management) ESG data management for several business units; ke beberapa unit usaha, persiapan implementasi prepare for the implementation of International International Financial Reporting Standards (IFRS) S1 Financial Reporting Standards (IFRS) S1 and S2; and dan S2, serta digitalisasi proses pengumpulan dan digitize the ESG data collection and reporting process. pelaporan data ESG. 6. Dalam rangka mewujudkan aspirasi zero fatalities 6. To realize Astra Group's zero-fatality Grup Astra, GRA berkolaborasi dengan fungsi aspiration, GRA collaborates with the Company's Environment and Social Responsibility di Perseroan Environment and Social Responsibility function and dan beberapa unit usaha untuk memperkuat tata several business units to strengthen governance, kelola, meningkatkan awareness melalui berbagai improve awareness through various initiatives (such inisiatif (antara lain safety forum), melaksanakan as safety forum), implement advisory activities to kegiatan advisory kepada unit usaha, serta business units, and reinforce internal control in memperkuat pengendalian internal dalam aspek occupational safety. keselamatan kerja. 7. Aktivitas utama lainnya seperti incident response, 7. Other key activities such as incident response, Merger & Acquisition integration guideline, cyber Merger & Acquisition integration guidelines, and risk assessment. cyber risk assessment. Sumber Daya Manusia Human Resources 1. Peningkatan kompetensi para Risk Analyst dilakukan 1. GRA improves the competency of Risk Analysts melalui program pengembangan yang terstruktur through a structured development program that mencakup aspek kemampuan teknikal dan covers technical and non-technical aspects of risk nonteknikal untuk melakukan kegiatan manajemen management, aligns with the Competency Matrix, risiko yang selaras dengan Competency Matrix yang and supports future business needs. telah disusun dan kebutuhan bisnis di masa yang akan datang. 2. Menjalankan Audit and Risk Development Program 2. Implement the Audit and Risk Development Program yang bertujuan untuk program pengembangan fresh to prepare fresh graduates before they assume the graduate sebelum menjalankan peran sebagai Junior role of Junior Risk Analyst at Astra Group. Risk Analyst di Grup Astra. 3. Mengembangkan platform e-learning sebagai media 3. Develop an e-learning platform to provide a more pembelajaran yang lebih fleksibel dan mudah diakses. flexible and accessible learning medium. 4. Melakukan program sharing session untuk 4. Conduct assistance programs to support the mendukung pembentukan dan pengembangan fungsi establishment and development of risk management manajemen risiko di berbagai unit bisnis Perseroan. functions in various business units of the Company. 5. GRA juga memiliki peranan dalam meningkatkan risk 5. GRA also plays a role in increasing risk and control and control awareness kepada pihak first dan second awareness for the first and second lines. Activities lines. Beberapa aktivitas yang dilakukan, antara lain, include holding discussion forums on specific risks, mengadakan forum diskusi terkait risiko spesifik, publishing articles related to risk and control for penerbitan artikel terkait risiko dan kontrol untuk the Company's business units, and supporting other lingkup unit usaha Perseroan, serta mendukung relevant training. pelatihan lain yang relevan. ASTRA Laporan Tahunan 2025 Annual Report 399
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Kontribusi terhadap Masyarakat Contribution to Society
Dalam rangka memberikan kontribusi atas To contribute to the development of the risk
pengembangan profesi risk management di Indonesia, management profession in Indonesia, GRA participates
GRA berpartisipasi dalam pelaksanaan studi banding in comparative studies for several companies outside
bagi beberapa perusahaan di luar Perseroan dan the Company and regularly organizes risk management
secara rutin menyelenggarakan sharing terkait sharing sessions.
manajemen risiko.
Evaluasi Efektivitas Evaluation of Risk
Manajemen Risiko Management Effectiveness
Perseroan menerapkan evaluasi pengelolaan risiko The Company conducts periodic risk management
secara berkala di seluruh fungsi dan unit bisnis. evaluations across all functions and business units.
Pembahasan pengelolaan manajemen risiko juga Risk management discussions are also included in
masuk ke dalam rapat Dewan Komisaris dan Direksi, Board of Commissioners and Board of Directors
menunjukkan komitmen Manajemen top level dalam meetings, demonstrating the commitment of top-level
memastikan efektivitas penerapan manajemen risiko. management to ensuring the effective implementation
of risk management.
Pada tahun 2024, external consultant telah melakukan In 2024, an external consultant conducted a
review atas penerapan Enterprise Risk Management comprehensive review of the Company's Enterprise
(ERM) Perseroan secara menyeluruh. Menindaklanjuti Risk Management (ERM) implementation. Following up
hasil review tersebut, GRA secara berkelanjutan on the results of the review, GRA continuously made
melakukan perbaikan sebagai bagian dari implementasi improvements as part of the implementation of the
rekomendasi yang diberikan. recommendations provided.
Pada tahun 2025 Dewan Komisaris melalui Komite In 2025, the Board of Commissioners through the Audit
Audit telah meninjau penilaian risiko, khususnya atas Committee reviewed risk assessments, particularly those
risiko-risiko utama yang dapat berdampak luas pada related to major risks that could have a broad impact
Perseroan. Pada periode tersebut, Perseroan juga telah on the Company. During this period, the Company
menerapkan pengendalian internal dan mengevaluasi also implemented internal controls and evaluated the
tindakan mitigasi yang diambil. Laporan konsolidasi mitigation measures taken. Consolidated reports on
risiko utama disampaikan dan ditelaah oleh Komite major risks are submitted to and reviewed by the Audit
Audit secara berkala. Committee on a regular basis.
Pernyataan Direksi dan Statement of the Board of Directors
Dewan Komisaris tentang and Board of Commissioners regarding
Kecukupan Sistem Pengendalian the Adequacy of the Internal Control
Internal dan Manajemen Risiko and Risk Management System
Berdasarkan hasil penelaahan atas laporan audit Based on the results of a review of the internal audit
internal dan laporan manajemen risiko tahun 2025 report and risk management report for 2025 submitted
yang dilaporkan oleh GIA dan GRA, Direksi dan by GIA and GRA, the Board of Directors and Board of
Dewan Komisaris menilai bahwa sistem pengendalian Commissioners assess that the Company's internal
internal dan sistem manajemen risiko yang dimiliki oleh control and risk management systems are adequate and
Perseroan telah berjalan secara memadai dan efektif effective in protecting the Company's interests.
untuk melindungi kepentingan Perseroan.
Dewan Komisaris dan Direksi juga berkomitmen untuk The Board of Commissioners and the Board of
tetap menjadikan pengelolaan manajemen risiko Directors are also committed to continuallymake risk
dan pengendalian internal sebagai prioritas utama management and internal control a top priority in the
dalam proses bisnis, dengan mengkomunikasikannya business process, communicating this regularly through
secara berkala melalui rapat Dewan Komisaris meetings of the Board of Commissioners and the Board
dan Direksi. of Directors.
400 Tata Kelola Perusahaan Good Corporate Governance
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Keamanan Teknologi Informasi Information Technology Security Perseroan memiliki prosedur internal yang mengatur The Company has internal procedures to regulate proses penanganan dan tata kelola terkait keamanan handling and governance related to information teknologi informasi. Prosedur internal tersebut dibuat technology security. These internal procedures are agar Perseroan dapat mengambil langkah-langkah applied so that the Company can take preemptive antisipatif untuk memitigasi risiko yang berkaitan measures to mitigate related risks. Several mitigation dengan keamanan teknologi informasi. Beberapa upaya efforts carried out by the Company include to: mitigasi yang dilakukan Perseroan, antara lain: 1. Menerapkan dan memperbarui sistem pengamanan 1. Implement and regularly update information informasi secara rutin dengan berbasiskan teknologi security systems based on the latest technology to terkini untuk mengantisipasi dan mencegah ancaman anticipate and prevent cybersecurity threats such cyber security terkini seperti ransomware; as ransomware; 2. Mengidentifikasi celah keamanan dan melaksanakan 2. Identify security gaps and perform routine uji kerentanan (vulnerability assessment) secara rutin vulnerability assessments, including penetration tests termasuk penetration test atas sistem dan aplikasi of systems and applications by both internal and third baik oleh internal dan pihak ketiga; dan parties; and 3. Meningkatkan employee awareness melalui poster, 3. Increase employee awareness through posters, e-mail, forum komunikasi kebijakan dan prosedur, e-mails, policy and procedure communication forums, learning management system, dan melakukan learning management systems, and conduct phishing phishing test minimal 2 (dua) kali setahun. tests at least twice a year. Selain itu, Perseroan juga mengacu pada prinsip-prinsip In addition, the Company refers to principles in sesuai standar internasional keamanan informasi, yaitu accordance with international information technology ISO/IEC 27001 (Sistem Manajemen Keamanan Informasi) security standards, ISO/IEC 27001 (Information dan telah memperoleh sertifikasi ISO 27001 sejak Technology Management System) and has obtained tahun 2020. ISO 27001 certification since 2020. Auditor Eksternal External Auditor Laporan Tahunan yang diajukan oleh manajemen The Annual Report submitted by the Company's Perseroan sebagai pertanggungjawaban pengurusan management to the Annual GMS includes the audited Perseroan kepada RUPS Tahunan mencakup laporan financial statements from a Public Accounting Firm keuangan yang telah diaudit oleh Kantor Akuntan Publik (KAP). As an independent External Auditor, a KAP must (KAP). Sebagai Auditor Eksternal yang independen, KAP carry out its audit tasks according to the standards wajib melaksanakan tugas audit berdasarkan standar established by the Indonesian Institute of Public audit yang ditetapkan oleh Institut Akuntan Publik Accountants (IAPI) to ensure sufficient confidence that Indonesia (IAPI) untuk memperoleh keyakinan yang the consolidated financial statements are free from memadai bahwa laporan keuangan konsolidasian bebas material misstatements. dari salah saji yang material. Pada RUPS Tahunan tanggal 8 Mei 2025, para At the Annual GMS on 8 May 2025, the Company's pemegang saham Perseroan telah menunjuk KAP shareholders appointed KAP Rintis, Jumadi, Rianto & Rintis, Jumadi, Rianto & Rekan, anggota jaringan firma Rekan, members of the PricewaterhouseCoopers firm PricewaterhouseCoopers, untuk melakukan audit network, to audit the Company's consolidated financial laporan keuangan konsolidasian Perseroan tahun statements for the 2025 fiscal year and provide several buku 2025 dan beberapa jasa lainnya yang disepakati. other agreed-upon services. Below are the services Berikut adalah jasa yang disediakan oleh KAP beserta offered by KAP along with the costs incurred by the biaya yang dikeluarkan Grup untuk setiap jasa group for each service provided: yang diberikan: ASTRA Laporan Tahunan 2025 Annual Report 401
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Jenis Jasa Total Biaya (Rp miliar)
Type of Services Total Cost (Rp billion)
2025 2024
Jasa Audit atas Laporan Keuangan
Financial Statement Audit Services 136 130
Jasa Prosedur yang Disepakati
Agreed-Upon Procedures Services 4 2
Jasa Konsultasi Pajak
Tax Consulting Services 3 3
Jasa Lainnya
Other Services 14 27
Nama KAP KAP Rintis, Jumadi, Rianto & Rekan (anggota jaringan firma PricewaterhouseCoopers)
Name of KAP KAP Rintis, Jumadi, Rianto & Rekan (a member of the PricewaterhouseCoopers network)
Alamat WTC 3
Address Jl. Jend. Sudirman Kav. 29-31, Jakarta 12920
Tel. (62-21) 5099 2901/3119 2901
Fax. (62-21) 5290 5555/5290 5050
Nama Akuntan Publik Buntoro Rianto, S.E., Ak., CPA (periode penugasan pertama)
Name of Public Accountant Buntoro Rianto, S.E., Ak., CPA (first assignment period)
Periode Penugasan Tahun buku 2025
Audit Period 2025 financial year
Budaya Perusahaan
Corporate Culture
Perseroan memiliki sejarah dan budaya perusahaan yang The Company has a notable history and a strong
kuat dengan filosofi Catur Dharma yang diwariskan corporate culture based on its Catur Dharma philosophy,
oleh pendiri Perseroan. Seiring berjalannya waktu dan which was inherited from the Company’s founder.
perkembangan Perseroan menjadi salah satu grup usaha As the Company grows and emerges as one of the
nasional terbesar di tanah air, nilai-nilai luhur tersebut country’s largest corporations, Catur Dharma continues
terus berfungsi sebagai perekat ikatan pada perusahaan to be a binding legacy that unites all the companies
yang tergabung dalam Grup Astra, dengan didukung under Astra Group, supported by its unique Astra
Sistem Manajemen Astra yang unik untuk meraih Management System to enable sustainable growth.
pertumbuhan yang berkelanjutan.
Penerapan budaya korporasi Perseroan berdasarkan Implementing a corporate culture based on
nilai-nilai Catur Dharma, pada dasarnya menuntut Catur Dharma principles essentially requires
komitmen, integritas, dedikasi, dan kompetensi yang commitment, integrity, dedication, and strong
unggul. Dengan demikian, setiap insan Astra dapat competencies. By embodying these qualities, all of
memberikan pelayanan terbaik bagi konsumen, Astra employees can offer the best service to customers,
kerja sama yang erat, dan sikap menghargai setiap establish teamwork, and foster deep respect among
individu serta pencapaian kinerja terbaik. Sosialisasi every individual to achieve optimal performance.
dan internalisasi budaya perusahaan dimulai sejak The socialization and internalization of the corporate
pertama kali karyawan bergabung dengan Perseroan culture begin when employees join the Company,
melalui program orientasi karyawan, sedangkan delivered through employee orientation programs,
penerapan di seluruh jenjang organisasi terus while its dissemination across organizations is
dievaluasi dan ditingkatkan secara berkesinambungan. continually evaluated and improved.
402 Tata Kelola Perusahaan Good Corporate Governance
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Dengan mencerminkan kesetaraan sikap dan perilaku By reflecting equality in attitude and behavior berdasarkan Catur Dharma, diharapkan seluruh insan according to Catur Dharma, it is expected that all Astra dapat tumbuh menjadi pribadi yang bermanfaat Astra employees will develop into individuals who bagi bangsa dan negara. Perseroan juga konsisten positively contribute to the nation and the state. The meningkatkan efektivitas pemahaman dan menerapkan Company also continuously enhances the effectiveness budaya perusahaan dalam lingkup Grup Astra yang of understanding and implementing corporate culture terus bertumbuh besar dan luas. Program penguatan throughout Astra Group, which continues to expand terhadap sikap-sikap dasar dan pengembangan nilai- significantly. The program is designed to reinforce nilai perusahaan dilakukan secara berkala bersama foundational attitudes and promote corporate values and internalisasi dan sosialisasi secara bertahap kepada is held periodically, alongside ongoing internalization seluruh insan Astra. and socialization among all Astra employees. Sistem Pelaporan Pelanggaran dan Kepatuhan Hukum Whistleblowing System and Legal Compliance Sistem Pelaporan Pelanggaran Whistleblowing System Penyampaian dan Penanganan Submission and Handling Laporan Pelanggaran of Violation Reports Perseroan memiliki unit-unit kerja yang bertugas The Company has the GIA as the working units dalam menjalankan fungsi pengawasan dan that are assigned to perform monitoring and pemeriksaan melalui GIA, yang menjalankan auditing functions, and operating a working mekanisme kerja untuk menerima laporan pelanggaran mechanism to receive reports on violations to kode etik Perseroan yang berindikasi adanya the Company’s code of conduct that indicates fraud. penyimpangan (fraud). Laporan pelanggaran kode etik Other violation reports are submitted to the Chief lainnya disampaikan kepada Chief Corporate Human Corporate Human Capital Development and Chief Capital Development dan Chief Group Legal. Group Legal. Perseroan akan melakukan penelaahan atas laporan dan The Company will review the report and take the mengambil tindakan-tindakan yang diperlukan. Selain necessary measures. In addition, the Company will itu, Perseroan akan melakukan tindakan perbaikan make corrective actions deemed necessary to prevent yang dianggap perlu guna mencegah terjadinya similar violations from occurring. pelanggaran yang sama. Kepatuhan Hukum Legal Compliance Perseroan memiliki divisi Group Legal yang berfungsi The Company has a Group Legal division that manages untuk menangani kepentingan Perseroan dari sisi the interests of the Company in legal matters and hukum dan menjaga kepatuhan Perseroan terhadap maintains the Company’s compliance with prevailing peraturan dan perundangan yang berlaku. laws and regulations. Perkara Penting yang Dihadapi Legal Issues Pada tahun 2025, Perseroan, Entitas Anak, anggota In 2025, the Company, its subsidiaries, and members of Dewan Komisaris dan/atau Direksi Perseroan tidak the Board of Commissioners and/or Board of Directors of terlibat dalam sengketa hukum di pengadilan yang the Company were not involved in any legal proceedings membawa dampak material bagi Perseroan. in court that are considered material to the Company. ASTRA Laporan Tahunan 2025 Annual Report 403
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Sanksi Administratif Administrative Sanctions
Sepanjang tahun 2025, Perseroan, anggota Dewan In 2025, the Company, members of the Board of
Komisaris dan/atau Direksi Perseroan tidak menerima Commissioners, and/or the Board of Directors of
sanksi administratif dari otoritas pasar modal maupun the Company, did not receive any administrative
otoritas berwenang lainnya yang berpotensi berdampak sanctions from the capital market authorities or other
terhadap kinerja keuangan Perseroan. authorities that could potentially impact the Company’s
financial performance.
Isu-Isu Signifikan Significant Issues
Tidak terdapat isu signifikan yang dihadapi Perseroan There were no significant issues encountered by the
pada tahun 2025, yang dapat berdampak negatif Company in 2025 that could potentially negatively
terhadap kemampuan Perseroan dalam melanjutkan impact the Company’s ability to continue its business in
usahanya sesuai dengan rencana strategis yang accordance with its established strategic plan.
telah ditetapkan.
Pemberian Dana untuk Kegiatan Politik Funding for Political Involvement
Astra memiliki kebijakan untuk tidak memberikan Astra has a policy of no financial contributions to
kontribusi dana terkait kegiatan politik. Oleh karenanya, political activities. As such, no financial contribution
tidak ada kontribusi pemberian dana terkait kegiatan was made by Astra in 2025 related to political activities.
politik yang dilakukan Astra pada tahun 2025.
Berdasarkan Pedoman Kebijakan Donasi dalam Based on the Donation Policy Guidelines in the
Astra Code of Conduct, Astra memprioritaskan Astra Code of Conduct, Astra prioritizes donations in
pemberian donasi di bidang atau kegiatan yang terkait the areas of or related to natural disasters, education,
dengan bencana alam, pendidikan, kesehatan dan health, and environmental protection.
lingkungan hidup.
Kode Etik, Kebijakan Anti-Fraud
dan Antikorupsi
Code of Conduct, Anti-Fraud and Anti-Corruption Policy
Kode Etik Code of Conduct
Kode etik Perseroan, yaitu Astra Code of Conduct, The Company’s code of conduct is represented by the
merupakan bagian dari Astra GCG yang disusun Astra Code of Conduct, which is part of Astra GCG and
berlandaskan filosofi Perseroan, Catur Dharma, is structured based on Catur Dharma as the Company’s
khususnya, nilai Catur Dharma yang pertama dan philosophy, particularly the first and foremost value
utama, yakni “Menjadi Milik yang Bermanfaat bagi of Catur Dharma, which is “To be an Asset to the
Bangsa dan Negara”, dengan memperhatikan prinsip- Nation", with due observance to good corporate
prinsip tata kelola perusahaan yang baik. governance principles.
Astra Code of Conduct dikembangkan sejak 1985 Astra Code of Conduct has been developed since 1985
dan senantiasa ditelaah kembali untuk memastikan and was continually reviewed to make adjustments
kesesuaiannya dengan perkembangan peraturan dan in line with current regulatory developments
praktik-praktik yang berlaku. and practices.
404 Tata Kelola Perusahaan Good Corporate Governance
Page 407
Astra Code of Conduct memuat hal-hal sebagai berikut: The Astra Code of Conduct sets forth the
following matters:
1. Etika Bisnis dan Etika Kerja, yaitu pedoman bagi: 1. Business Ethics and Work Ethics, which represent
guidelines for:
i. Perseroan (termasuk Direktur, Komisaris, dan i. The Company (including Directors, Commissioners,
karyawan Perseroan) dalam berhubungan dengan and Employees of the Company) in interacting
lingkungannya, baik lingkungan internal maupun with its surroundings, both internal and external
eksternal; dan and
ii. Direktur, Komisaris, dan Karyawan Perseroan ii. Directors, Commissioners, and Employees of the
dalam bersikap, berperilaku, dan berhubungan Company in behaving, acting, and interacting with
dengan pihak-pihak di dalam Perseroan. other internal parties within the Company.
2. Pedoman Sekretaris Perusahaan 2. Corporate Secretary Guidelines
3. Pedoman Audit dan Manajemen Risiko 3. Audit and Risk Management Guidelines
4. Pedoman Securities Dealing Rules 4. Securities Dealing Rules
Peraturan pasar modal melarang Komisaris, Direktur, Capital market regulations prohibit Commissioners,
karyawan emiten untuk membeli atau menjual Directors, and employees of an issuer from buying or
efek emiten, kecuali jika memenuhi persyaratan selling the securities of such issuer unless they meet
sebagaimana diatur dalam peraturan tersebut. the requirements set forth in the regulations. These
Pedoman ini dibuat untuk melindungi Komisaris, rules are established to protect the Commissioners,
Direktur, karyawan, dan Perseroan dari potensi Directors, employees of such issuer, and Issuer itself
pelanggaran atas ketentuan perundangan tersebut. from potential violations of the law.
5. Pedoman Benturan Kepentingan 5. Conflict of Interest Guidelines
Pedoman ini memuat prinsip-prinsip yang harus The guidelines contain the principles to be adhered to
diperhatikan dalam hal Perseroan hendak melakukan in the event that the Company proposes to undertake
transaksi dengan pihak terkait, antara lain: (i) harus transactions with related parties, including: (i) they
dilakukan dengan persyaratan yang lazim dan must be conducted under commonly acceptable and
harga yang wajar tanpa merugikan Perseroan; fair pricing terms and conditions without potential
(ii) diperiksa terlebih dahulu oleh Grup Legal loss or harm to the company; (ii) they are subject
Perseroan untuk memastikan kepatuhan terhadap to preliminary review by the Group Legal of the
peraturan perundang-undangan yang berlaku; dan company to ensure compliance with applicable rules
(iii) mendapatkan persetujuan pemegang saham and regulations; and (iii) obtaining approval from
independen apabila diperlukan. independent shareholders whenever necessary.
6. Kebijakan Donasi 6. Donation Policy
Astra Code of Conduct secara lengkap dapat diunduh The full version of the Astra Code of Conduct can be
pada situs web Perseroan. downloaded from the Company’s website.
Sosialisasi Kode Etik Socialization of the Code of Conduct
Sejak tahun 2015, sosialisasi Astra Code of Conduct Since 2015, socialization of Astra Code of Conduct have
telah dilakukan baik di level pusat maupun lini-lini bisnis been conducted, both at the head office and across
dan operasional. operational and business lines.
Pada tahun ini, Perseroan memperkuat program This year, the Company strengthened its socialization
sosialisasi tersebut melalui pengembangan platform program by developing the Astra Code of Conduct
e-learning Astra Code of Conduct yang dilengkapi e-learning platform, which is equipped with more
dengan materi pembelajaran yang lebih interaktif interactive and easy-to-understand learning materials.
dan mudah dipahami. Selain itu, Perseroan juga In addition, the Company also improved its monitoring
meningkatkan pemantauan tingkat pemahaman of participants' level of understanding (awareness
(awareness monitoring) peserta melalui penyusunan monitoring) by developing questionnaires that are more
kuesioner yang lebih relevan dengan kondisi terkini. relevant to current conditions.
ASTRA Laporan Tahunan 2025 Annual Report 405
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Kepatuhan dan Sanksi Pelanggaran Compliance and Sanction on Breach
Kode Etik of Code of Conduct
Secara keseluruhan, Astra Code of Conduct In general, Astra’s Code of Conduct has been well
telah dilaksanakan dengan baik oleh Perseroan. implemented by the Company. Irregularities committed
Penyimpangan yang dilakukan akan dikenakan will be subject to sanctions in accordance with
sanksi sesuai dengan kebijakan Perseroan yang Company policy.
telah ditetapkan.
Kebijakan Anti-Fraud dan Antikorupsi Anti-Fraud and Anti-Corruption Policy
Perseroan dengan tegas menolak tindakan curang The Company firmly stands against fraud and
(fraud) dan korupsi. Hal ini tercermin dalam Kebijakan corruption. This commitment is reflected in the
Anti-Fraud & Anti-Corruption Perseroan. Kebijakan Company’s Anti-Fraud & Anti-Corruption Policy. The
tersebut berlaku bagi seluruh karyawan, Direksi, Policy applies to all employees and members of the
dan Dewan Komisaris Astra dan dimaksudkan untuk Board of Directors and Board of Commissioners of the
memberikan panduan terkait upaya pencegahan Company and to provide guidance regarding efforts to
tindakan curang (fraud) dan korupsi, yaitu setiap prevent fraud and corruption, which are actions taken
tindakan untuk memperkaya diri sendiri atau pihak to benefit oneself or third parties that is detrimental
lain yang berakibat merugikan keuangan Perseroan to the finances of the Company and/or the state, along
dan/atau negara, serta tindakan-tindakan lain yang with other actions that violate existing anti-corruption
bertentangan dengan peraturan perundang-undangan laws, including facilitating payment. Socialization of this
pemberantasan tidak pidana korupsi, termasuk policy has been carried out to operational employees of
facilitating payment. Kebijakan ini telah disosialisasikan the Company.
kepada karyawan operasional Perseroan.
Pelanggaran terhadap kebijakan ini dapat dikenakan Non-compliance to this policy may be subject to
sanksi-sanksi, antara lain berupa tindakan disipliner sanctions, among others in form of disciplinary action by
oleh Perseroan, pemutusan hubungan kerja, dan/atau the Company, termination of employment, and/or legal
proses hukum, baik secara pidana maupun perdata, proceedings, both criminal and civil, in accordance with
sesuai peraturan yang berlaku. applicable regulations.
Dalam rangka penegakan kebijakan ini, setiap karyawan In enforcing this policy, employees may submit
Perseroan dapat memberikan informasi/laporan information/report regarding violation or alleged
mengenai pelanggaran atau dugaan pelanggaran violation of the policy by providing said information/
kebijakan dengan menyampaikan informasi/laporan report to their immediate supervisor, the supervisor
tersebut kepada atasan langsung atau atasan dari to their supervisor, Chief Corporate Human Capital
atasan langsung atau Chief Corporate Human Capital Development or Chief Group Legal Astra.
Development atau Chief Group Legal Astra.
406 Tata Kelola Perusahaan Good Corporate Governance
Page 409
Implementasi Rekomendasi OJK
mengenai Pedoman Tata Kelola
Perusahaan Terbuka
Implementation of OJK Recommendations on Corporate Governance
Guideline for Public Companies
No. Rekomendasi Status
Recommendation Status
1.1 Perusahaan Terbuka memiliki cara atau prosedur teknis pengumpulan Diterapkan
suara (voting) baik secara terbuka maupun tertutup yang mengedepankan Implemented
independensi, dan kepentingan pemegang saham.
Public companies have technical procedures for collecting votes, both openly and
confidentially, that prioritize independence and the interests of shareholders.
1.2 Seluruh anggota Direksi dan anggota Dewan Komisaris Perusahaan Terbuka Pada RUPST 2025, seluruh anggota
hadir dalam RUPS Tahunan. Direksi dan 8 (delapan) anggota
All members of the Board of Directors and members of the Board of Dewan Komisaris hadir dalam Rapat.
Commissioners of Public Companies are present at the Annual GMS. At the 2025 Annual GMS, all
members of the Board of Directors
and 8 (eight) members of the Board
of Commissioners were present at
the meeting.
1.3 Ringkasan risalah RUPS tersedia dalam Situs Web Perusahaan Terbuka paling Diterapkan
sedikit selama 1 (satu) tahun. Implemented
A summary of the minutes of the General Meeting of Shareholders is available
on the Public Company's website for at least 1 (one) year.
2.1 Perusahaan Terbuka memiliki suatu kebijakan komunikasi dengan pemegang Diterapkan
saham atau investor. Implemented
The Public Company has a communication policy with shareholders or investors.
2.2 Perusahaan Terbuka mengungkapkan kebijakan komunikasi Perusahaan Diterapkan
Terbuka dengan pemegang saham atau investor dalam Situs Web. Implemented
Public companies disclose their communication policy with shareholders or
investors on their website.
3.1 Penentuan jumlah anggota Dewan Komisaris mempertimbangkan kondisi Diterapkan
Perusahaan Terbuka. Implemented
The determination of the number of members of the Board of Commissioners
takes into account the conditions of the Public Company.
3.2 Penentuan komposisi anggota Dewan Komisaris memperhatikan keberagaman Diterapkan
keahlian, pengetahuan, dan pengalaman yang dibutuhkan. Implemented
The determination of the composition of the Board of Commissioners takes into
account the diversity of expertise, knowledge, and experience required.
4.1 Dewan Komisaris mempunyai kebijakan penilaian sendiri (self-assessment) Diterapkan
untuk menilai kinerja Dewan Komisaris. Implemented
The Board of Commissioners has its own self-assessment policy to evaluate the
performance of the Board of Commissioners.
4.2 Kebijakan penilaian mandiri untuk menilai kinerja Dewan Komisaris, Diterapkan
diungkapkan melalui Laporan Tahunan Perusahaan Terbuka. Implemented
The self-assessment policy for evaluating the performance of the Board of
Commissioners is disclosed in the Annual Report of the Public Company.
ASTRA Laporan Tahunan 2025 Annual Report 407
Page 410
No. Rekomendasi Status
Recommendation Status
4.3 Dewan Komisaris mempunyai kebijakan terkait pengunduran diri anggota Diterapkan
Dewan Komisaris apabila terlibat dalam kejahatan keuangan. Implemented
The Board of Commissioners has a policy regarding the resignation of members
of the Board of Commissioners if they are involved in financial crimes.
4.4 Dewan Komisaris atau Komite yang menjalankan fungsi Nominasi Diterapkan
dan Remunerasi menyusun kebijakan suksesi dalam proses Nominasi Implemented
anggota Direksi.
The Board of Commissioners, or the committee that performs the nomination
and remuneration function, formulates a succession policy for nominating
members of the Board of Directors.
5.1 Penentuan jumlah anggota Direksi mempertimbangkan kondisi Perusahaan Diterapkan
Terbuka serta efektivitas dalam pengambilan keputusan. Implemented
The determination of the number of the Board of Directors takes into account
the conditions of the Public Company and the effectiveness of decision-making.
5.2 Penentuan komposisi anggota Direksi memperhatikan, keberagaman keahlian, Diterapkan
pengetahuan, dan pengalaman yang dibutuhkan. Implemented
The determination of the composition of the Board of Directors takes into
account the diversity of skills, knowledge, and experience required.
5.3 Anggota Direksi yang membawahi bidang akuntansi atau keuangan memiliki Diterapkan
keahlian dan/atau pengetahuan di bidang akuntansi. Implemented
Members of the Board of Directors overseeing accounting or finance have
expertise and/or knowledge in the field of accounting.
6.1 Direksi mempunyai kebijakan penilaian mandiri (self-assessment) untuk menilai Diterapkan
kinerja Direksi. Implemented
The Board of Directors has a self-assessment policy to evaluate the performance
of the Board of Directors.
6.2 Kebijakan penilaian sendiri (self-assessment) untuk menilai kinerja Direksi Diterapkan
diungkapkan melalui laporan tahunan Perusahaan Terbuka. Implemented
The self-assessment policy for evaluating the performance of the Board of
Directors is disclosed in the annual report of the Public Company.
6.3 Direksi mempunyai kebijakan terkait pengunduran diri anggota Direksi apabila Diterapkan
terlibat dalam kejahatan keuangan. Implemented
The Board of Directors has a policy regarding the resignation of Board members
if they are involved in financial crimes.
7.1 Perusahaan Terbuka memiliki kebijakan untuk mencegah terjadinya Diterapkan
insider trading. Implemented
Public companies have policies in place to prevent insider trading.
7.2 Perusahaan Terbuka memiliki kebijakan antikorupsi dan anti-fraud. Diterapkan
Public Companies have anti-corruption and anti-fraud policies. Implemented
408 Tata Kelola Perusahaan Good Corporate Governance
Page 411
No. Rekomendasi Status
Recommendation Status
7.3 Perusahaan Terbuka memiliki kebijakan tentang seleksi pemasok atau vendor. Diterapkan
Public Companies have a policy on the selection of suppliers or vendors. Implemented
Perusahaan Terbuka memiliki kebijakan tentang peningkatan kemampuan Perseroan tidak memiliki kebijakan
pemasok atau vendor. tersebut mengingat Perseroan
Public Companies have policies regarding the improvement of supplier or bergerak di bidang perdagangan.
vendor capabilities. The Company does not have such a
policy, considering that the Company
is engaged in trading.
7.4 Perusahaan Terbuka memiliki kebijakan tentang pemenuhan hak-hak kreditur. Diterapkan
Public Companies have a policy on fulfilling the rights of creditors. Implemented
7.5 Perusahaan Terbuka memiliki kebijakan sistem whistleblowing. Diterapkan
Public Companies have a whistleblowing system policy. Implemented
7.6 Perusahaan Terbuka memiliki kebijakan pemberian insentif jangka panjang Struktur remunerasi Direksi dan
kepada Direksi dan karyawan. karyawan yang berlaku saat ini dinilai
Public Companies have a policy of providing long-term incentives to the Board telah mampu mendukung kinerja
of Directors and employees. Direksi dan karyawan yang akan
memberikan dampak jangka panjang
bagi kinerja Perseroan.
The current remuneration structure
for the Board of Directors and
employees is considered capable of
supporting the performance of the
Board of Directors and employees,
which will have a long-term impact
on the Company's performance.
8.1 Perusahaan Terbuka memanfaatkan penggunaan teknologi informasi secara Diterapkan
lebih luas selain Situs Web sebagai media keterbukaan informasi. Implemented
Public companies utilize information technology more broadly than just
websites as a medium for information disclosure.
8.2 Laporan Tahunan Perusahaan Terbuka mengungkapkan pemilik manfaat Diterapkan
akhir dalam kepemilikan saham Perusahaan Terbuka paling sedikit 5% Implemented
(lima persen), selain pengungkapan pemilik manfaat akhir dalam kepemilikan
saham Perusahaan Terbuka melalui pemegang saham utama dan pengendali.
The Annual Report of Public Companies discloses the ultimate beneficial owners
of at least 5% (five percent) of the shares of Public Companies, in addition to
disclosing the ultimate beneficial owners of shares in Public Companies through
major shareholders and controllers.
ASTRA Laporan Tahunan 2025 Annual Report 409
Page 412
Tanggung
Jawab Sosial
dan Lingkungan
Perusahaan
Corporate Social and
Environment Responsibility
410
Page 413
Atas dasar kepatuhan terhadap POJK No. 51/ Under the FSA Regulation No. 51/POJK.03/2017
POJK.03/2017 tentang Penerapan Keuangan concerning the Implementation of Sustainable
Berkelanjutan Bagi Lembaga Jasa Keuangan, Finance for Financial Service Institutions, Issuers,
Emiten, dan Perusahaan Publik dan SEOJK No. 16 and Public Companies and the FSA Circular
/SEOJK.04/2021 tentang Bentuk dan Isi Laporan Letter No. 16/SEOJK.04/2021 concerning the
Tahunan, Perseroan juga menerbitkan sebuah Form and Content of the Annual Report,
Laporan Keberlanjutan. Laporan ini diterbitkan the Company also published a Sustainability
dalam buku yang terpisah dari Laporan Report. The report is published independently
Tahunan, namun merupakan bagian yang tidak from the Annual Report but is indivisible
terpisahkan dengan Laporan Tahunan. Laporan from the Annual Report itself. The Company’s
Keberlanjutan Perseroan memuat informasi- Sustainability Report elaborates comprehensive
informasi yang elaboratif dan komprehensif information on the Company’s Corporate
mengenai program Tanggung Jawab Sosial Social and Environment Responsibility (CSR)
dan Lingkungan (TJSL) Perseroan. Oleh sebab programs. Therefore, this Annual Report no
itu, Laporan Tahunan ini tidak lagi memuat longer discloses any information about CSR. The
informasi mengenai TJSL. Laporan Tahunan Company’s Annual Report and Sustainability
dan Laporan Keberlanjutan Perseroan tersedia Report are available in 2 (two) languages
dalam 2 (dua) bahasa dan dapat diunduh secara and can be downloaded in digital version at
digital di www.astra.co.id. www.astra.co.id.
ASTRA Laporan Tahunan 2025 Annual Report 411
Page 414
Laporan Keuangan
Financial Report
PT Astra International Tbk
dan Entitas Anak
and Subsidiaries
Laporan Keuangan Konsolidasian
Consolidated Financial Statements
31 Desember 2025 dan 2024
31 December 2025 and 2024
412
Page 415
ASTRA Laporan Tahunan 2025 Annual Report 413
Page 416
Page 417
Page 418
Page 419
Page 420
Page 421
Page 422
Page 423
Page 424
Page 425
Page 426
Page 427
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF
KONSOLIDASIAN FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 AS AT 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
Catatan/
Notes 2025 2024*)
ASET ASSETS
Aset lancar Current assets
Kas dan setara kas 4 52,621 48,439 Cash and cash equivalents
Investasi lain-lain 5 1,365 808 Other investments
Piutang usaha, setelah dikurangi Trade receivables, net of
penyisihan penurunan nilai sebesar provision for impairment
1.351 (2024: 773): of 1,351 (2024: 773):
- Pihak berelasi 6, 32g 3,296 2,650 - Related parties
- Pihak ketiga 6 24,526 24,268 - Third parties
Piutang pembiayaan, setelah dikurangi 7 50,952 43,693 Financing receivables, net of
penyisihan penurunan nilai provision for impairment
sebesar 3.029 (2024: 2.948) of 3,029 (2024: 2,948)
Piutang lain-lain, setelah dikurangi Other receivables, net of
penyisihan penurunan nilai provision for impairment
sebesar 548 (2024: 510): of 548 (2024: 510):
- Pihak berelasi 8, 32i 838 856 - Related parties
- Pihak ketiga 8 2,446 2,947 - Third parties
Persediaan 9 36,215 37,771 Inventories
Pajak dibayar dimuka 10a 7,382 5,872 Prepaid taxes
Aset lain-lain 8,914 8,957 Other assets
Jumlah aset lancar 188,555 176,261 Total current assets
Aset tidak lancar Non-current assets
Piutang usaha, setelah dikurangi Trade receivables, net of
penyisihan penurunan nilai sebesar provision for impairment
4 (2024: 2): of 4 (2024: 2):
- Pihak berelasi 6, 32g - 18 - Related parties
- Pihak ketiga 6 78 - - Third parties
Piutang pembiayaan, setelah dikurangi 7 45,746 43,829 Financing receivables, net of
penyisihan penurunan nilai provision for impairment
sebesar 2.416 (2024: 2.583) of 2,416 (2024: 2,583)
Piutang lain-lain, setelah dikurangi Other receivables, net of
penyisihan penurunan nilai provision for impairment
sebesar 107 (2024: 104): of 107 (2024: 104):
- Pihak berelasi 8, 32i 2,492 2,542 - Related parties
- Pihak ketiga 8 611 870 - Third parties
Persediaan 9 6,291 6,228 Inventories
Pajak dibayar dimuka 10a 4,526 4,789 Prepaid taxes
Investasi pada ventura bersama 11 73,441 66,130 Investments in joint ventures
dan entitas asosiasi and associates
Investasi lain-lain 5 24,682 21,240 Other investments
Aset pajak tangguhan 10d 7,779 6,644 Deferred tax assets
Properti investasi 12 14,680 7,420 Investment properties
Tanaman produktif, setelah dikurangi 13 7,385 7,465 Bearer plants, net of
akumulasi depresiasi dan accumulated depreciation
penurunan nilai 4.899 and impairment of 4,899
(2024: 4.585) (2024: 4,585)
Aset tetap, setelah dikurangi 14 83,766 78,734 Fixed assets, net of
akumulasi depresiasi dan accumulated depreciation
penurunan nilai sebesar 107.526 and impairment of 107,526
(2024: 101.114) (2024: 101,114)
Properti pertambangan, setelah 15 14,809 15,712 Mining properties, net of
dikurangi akumulasi depresiasi accumulated depreciation
dan penurunan nilai sebesar and impairment of 18,708
18.708 (2024: 18.134) (2024: 18,134)
Hak konsesi, setelah 16 9,509 9,289 Concession rights, net of
dikurangi akumulasi amortisasi accumulated amortisation
sebesar 1.341 (2024: 1.159) of 1,341 (2024: 1,159)
Goodwill 6,427 6,340 Goodwill
Aset takberwujud lainnya 2,374 2,435 Other intangible assets
Aset lain-lain 14,215 15,503 Other assets
Jumlah aset tidak lancar 318,811 295,188 Total non-current assets
JUMLAH ASET 507,366 471,449 TOTAL ASSETS
*)
Disajikan kembali (lihat Catatan 2a). *)
Restated (refer to Note 2a).
Catatan atas laporan keuangan konsolidasian merupakan bagian yang tidak The accompanying notes form an integral part of these
terpisahkan dari laporan keuangan konsolidasian. consolidated financial statements.
Halaman - 1 - Page
Page 428
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF
KONSOLIDASIAN FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 AS AT 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
Catatan/
Notes 2025 2024*)
LIABILITAS LIABILITIES
Liabilitas jangka pendek Current liabilities
Pinjaman jangka pendek 17a, 17d 21,001 11,824 Short-term borrowings
Utang usaha: Trade payables:
- Pihak berelasi 18, 32j 5,587 5,158 - Related parties
- Pihak ketiga 18 33,651 33,908 - Third parties
Liabilitas lain-lain: Other liabilities:
- Pihak berelasi 19, 32k 191 104 - Related parties
- Pihak ketiga 19 19,824 19,029 - Third parties
Utang pajak 10b 3,557 3,446 Taxes payable
Akrual 20 16,096 15,697 Accruals
Provisi 285 409 Provisions
Liabilitas imbalan kerja 21 1,213 846 Employee benefit obligations
Pendapatan ditangguhkan: Unearned income:
- Pihak berelasi 22, 32l 66 40 - Related parties
- Pihak ketiga 22 2,283 2,279 - Third parties
Bagian jangka pendek dari Current portion of long-term debt:
utang jangka panjang:
- Pinjaman bank dan pinjaman 17b, 17d 35,386 28,055 - Bank loans and other loans
lain-lain
- Surat utang 17c, 17d 12,103 8,747 - Debt securities
- Liabilitas sewa 17d 835 955 - Lease liabilities
Jumlah liabilitas jangka pendek 152,078 130,497 Total current liabilities
Liabilitas jangka panjang Non-current liabilities
Liabilitas lain-lain: Other liabilities:
- Pihak berelasi 19, 32k 54 52 - Related parties
- Pihak ketiga 19 6,647 2,136 - Third parties
Liabilitas pajak tangguhan 10d 5,150 5,420 Deferred tax liabilities
Provisi 1,353 1,243 Provisions
Liabilitas imbalan kerja 21 9,954 8,735 Employee benefit obligations
Pendapatan ditangguhkan: Unearned income:
- Pihak berelasi 22, 32l 43 - - Related parties
- Pihak ketiga 22 299 270 - Third parties
Utang jangka panjang, setelah Long-term debt, net of current
dikurangi bagian jangka pendek: portion:
- Pinjaman bank dan pinjaman 17b, 17d 28,441 38,484 - Bank loans and other loans
lain-lain
- Surat utang 17c, 17d 11,410 11,708 - Debt securities
- Liabilitas sewa 17d 1,125 900 - Lease liabilities
Jumlah liabilitas jangka panjang 64,476 68,948 Total non-current liabilities
Jumlah liabilitas 216,554 199,445 Total liabilities
EKUITAS EQUITY
Modal saham: Share capital:
- Modal dasar - 60.000.000.000 - Authorised - 60,000,000,000
saham dengan nilai nominal Rp50 shares with par value of Rp50
(dalam satuan Rupiah) per saham (full Rupiah) per share
- Modal ditempatkan dan disetor 23 2,024 2,024 - Issued and fully paid -
penuh - 40.483.553.140 saham biasa 40,483,553,140 ordinary shares
Tambahan modal disetor 24 1,139 1,139 Additional paid-in capital
Saham treasuri 23 (1,762) - Treasury shares
Saldo laba: Retained earnings:
- Dicadangkan 26 425 425 - Appropriated
- Belum dicadangkan 218,512 202,202 - Unappropriated
Komponen ekuitas lainnya 8,568 7,886 Other reserves
Ekuitas yang diatribusikan 228,906 213,676 Equity attributable to
kepada pemilik entitas induk owners of the parent
Kepentingan nonpengendali 27 61,906 58,328 Non-controlling interests
Jumlah ekuitas 290,812 272,004 Total equity
JUMLAH LIABILITAS DAN EKUITAS 507,366 471,449 TOTAL LIABILITIES AND EQUITY
*)
Disajikan kembali (lihat Catatan 2a). *)
Restated (refer to Note 2a).
Catatan atas laporan keuangan konsolidasian merupakan bagian yang tidak The accompanying notes form an integral part of these
terpisahkan dari laporan keuangan konsolidasian. consolidated financial statements.
Halaman - 2 - Page
Page 429
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF PROFIT OR
KOMPREHENSIF LAIN KONSOLIDASIAN LOSS AND OTHER COMPREHENSIVE INCOME
UNTUK TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
Catatan/
Notes 2025 2024*)
Pendapatan bersih 28 323,392 328,480 Net revenue
Beban pokok pendapatan 29 (251,948) (255,421) Cost of revenue
Laba bruto 71,444 73,059 Gross profit
Beban penjualan 29 (11,744) (11,065) Selling expenses
Beban umum dan administrasi 29 (21,035) (19,594) General and administrative expenses
Penghasilan bunga 3,655 3,289 Interest income
Biaya keuangan (3,734) (3,808) Finance costs
Kerugian selisih kurs, bersih (70) (532) Foreign exchange losses, net
Penghasilan lain-lain, bersih 30 1,154 1,361 Other income, net
Bagian atas hasil bersih ventura bersama 11 9,618 10,291 Share of results of joint ventures
dan entitas asosiasi and associates
Laba sebelum pajak penghasilan 49,288 53,001 Profit before income tax
Beban pajak penghasilan 10c (9,083) (9,728) Income tax expenses
Laba tahun berjalan 40,205 43,273 Profit for the year
Penghasilan komprehensif lain: Other comprehensive income:
Pos-pos yang tidak akan direklasifikasi Items that will not be reclassified
ke laba rugi to profit or loss
Revaluasi aset tetap 14 2 160 Revaluation of fixed assets
Pengukuran kembali atas liabilitas 21 107 89 Remeasurements of post-
imbalan pascakerja employment benefit obligations
Pengukuran kembali atas kontrak (70) 18 Remeasurements of insurance and
asuransi dan reasuransi reinsurance contracts
Bagian penghasilan komprehensif 11 48 (74) Share of other comprehensive
lain dari ventura bersama dan income of joint ventures
entitas asosiasi and associates
Pajak penghasilan terkait 10d (21) (18) Related income tax
66 175
Pos-pos yang akan direklasifikasi Items that will be reclassified
ke laba rugi to profit or loss
Selisih kurs karena penjabaran laporan 1,364 1,650 Exchange difference on translation
keuangan dalam valuta asing of financial statements in
foreign currencies
Perubahan nilai wajar investasi lain-lain 663 (202) Fair value changes of other
investments
Lindung nilai arus kas (3,774) 18 Cash flow hedges
Bagian penghasilan komprehensif 11 326 937 Share of other comprehensive
lain dari ventura bersama dan income of joint ventures
entitas asosiasi and associates
Pajak penghasilan terkait 10d 815 - Related income tax
(606) 2,403
Penghasilan komprehensif lain (540) 2,578 Other comprehensive income
tahun berjalan, setelah pajak for the year, net of tax
*)
Disajikan kembali (lihat Catatan 2a). *)
Restated (refer to Note 2a).
Catatan atas laporan keuangan konsolidasian merupakan bagian yang tidak The accompanying notes form an integral part of these
terpisahkan dari laporan keuangan konsolidasian. consolidated financial statements.
Halaman - 3 - Page
Page 430
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF PROFIT OR
KOMPREHENSIF LAIN KONSOLIDASIAN LOSS AND OTHER COMPREHENSIVE INCOME
UNTUK TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
Catatan/
Notes 2025 2024*)
Laba tahun berjalan (saldo dipindahkan 40,205 43,273 Profit for the year (balance
dari halaman sebelumnya) carried forward from previous
page)
Penghasilan komprehensif lain (540) 2,578 Other comprehensive income
tahun berjalan, setelah pajak for the year, net of tax
(saldo dipindahkan dari halaman (balance carried forward from
sebelumnya) previous page)
Jumlah penghasilan komprehensif 39,665 45,851 Total comprehensive income
tahun berjalan for the year
Laba yang diatribusikan kepada: Profit attributable to:
Pemilik entitas induk 32,769 33,901 Owners of the parent
Kepentingan nonpengendali 7,436 9,372 Non-controlling interests
40,205 43,273
Penghasilan komprehensif yang Comprehensive income
diatribusikan kepada: attributable to:
Pemilik entitas induk 32,463 35,408 Owners of the parent
Kepentingan nonpengendali 7,202 10,443 Non-controlling interests
39,665 45,851
Laba per saham - dasar dan dilusian 33 810 837 Earnings per share - basic and
(dalam satuan Rupiah) diluted (full Rupiah)
*)
Disajikan kembali (lihat Catatan 2a). *)
Restated (refer to Note 2a).
Catatan atas laporan keuangan konsolidasian merupakan bagian yang tidak The accompanying notes form an integral part of these
terpisahkan dari laporan keuangan konsolidasian. consolidated financial statements.
Halaman - 4 - Page
Page 431
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
UNTUK TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah) (Expressed in billions of Rupiah)
PT ASTRA INTERNATIONAL Tbk
Diatribusikan kepada pemilik entitas induk/Attributable to owners of the parent
DAN ENTITAS ANAK/AND SUBSIDIARIES
Selisih kurs karena
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN penjabaran laporan Perubahan CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
UNTUK TAHUN YANG BERAKHIR keuangan dalam nilai wajar Diatribusikan
FOR THE YEARS ENDED
Tambahan valuta asing/ investasi lain- kepada
31 DESEMBER 2025 DAN 2024 Saldo laba/ 31 DECEMBER 2025 AND 2024
modal Revaluasi Exchange difference lain/ kepentingan
(Dinyatakan dalam miliaran Rupiah) Retained earnings (Expressed in billions of Rupiah)
Modal disetor/ Saham aset tetap/ on translation of Fair value Lindung nilai nonpengendali/
saham/ Additional treasuri/ Belum Revaluation financial statements changes of arus kas/ Attributable to Jumlah
Catatan/ Share paid-in Diatribusikan
Treasury Dicadangkan/ kepada pemilik entitas
dicadangkan/ induk/Attributable
of fixed to owners of the
in foreign parent
other Cash flow Lain-lain/ Jumlah/ non-controlling ekuitas/
Notes capital capital shares Appropriated Unappropriated assets currencies investments hedges Others Total interests Total equity
Selisih kurs karena
penjabaran laporan Perubahan
Saldo 1 Januari 2024 2,024 1,139 - 425 188,572 2,340 keuangan dalam 3,415 (221)
nilai wajar 406 540 198,640 51,784
Diatribusikan 250,424 Balance at 1 January 2024
Tambahan valuta asing/ investasi lain- kepada
Penyesuaian sehubungan dengan 2a - - - Saldo
- laba/ 643 - - - - - 643 (2) 641 Adjustments in relation to
modal Revaluasi Exchange difference lain/ kepentingan
penerapan PSAK 117 Retained earnings implementation of PSAK 117
Modal disetor/ Saham aset tetap/ on translation of Fair value Lindung nilai nonpengendali/
saham/ Additional treasuri/ Belum Revaluation financial statements changes of arus kas/ Attributable to Jumlah
Saldo 1 Januari 2024 setelah Catatan/ 2,024
Share 1,139 Treasury- Dicadangkan/
paid-in 425 189,215
dicadangkan/ 2,340
of fixed in foreign 3,415 other (221) Cash flow 540
406 Lain-lain/ 199,283
Jumlah/ 51,782
non-controlling 251,065
ekuitas/ Balance at 1 January 2024
penyesuaian Notes capital capital shares Appropriated Unappropriated assets currencies investments hedges Others Total interests Total equity after adjustments
Penghasilan komprehensif tahun - - - - 33,998 124 1,403 (194) 77 - 35,408 10,443 45,851 Comprehensive income for the year
Saldo 1 Januari 2024 2,024 1,139 - 425 188,572 2,340 3,415 (221) 406 540 198,640 51,784 250,424 Balance at 1 January 2024
berjalan
Penyesuaian sehubungan dengan 2a - - - - 643 - - - - - 643 (2) 641 Adjustments in relation to
Penerbitan saham kepada - - - - - - - - - (4) (4) 242 238 Issuance of shares to non-controlling
penerapan PSAK 117 implementation of PSAK 117
kepentingan nonpengendali interests
Saldo 1 Januari 2024 setelah 2,024 1,139 - 425 189,215 2,340 3,415 (221) 406 540 199,283 51,782 251,065 Balance at 1 January 2024
Akuisisi entitas anak - - - - - - - - - - - 36 36 Acquisition of subsidiaries
penyesuaian after adjustments
Dividen 25 - - - - (21,011) - - - - - (21,011) (4,175) (25,186) Dividend
Penghasilan komprehensif tahun - - - - 33,998 124 1,403 (194) 77 - 35,408 10,443 45,851 Comprehensive income for the year
berjalan
Saldo 1 Januari 2025 2,024 1,139 - 425 202,202 2,464 4,818 (415) 483 536 213,676 58,328 272,004 Balance at 1 January 2025
Penerbitan saham kepada - - - - - - - - - (4) (4) 242 238 Issuance of shares to non-controlling
Penghasilan komprehensif tahun - - - - 32,727 2 1,168 650 (2,084) - 32,463 7,202 39,665 Comprehensive income for the year
kepentingan nonpengendali interests
berjalan
Akuisisi entitas anak - - - - - - - - - - - 36 36 Acquisition of subsidiaries
Perubahan kepemilikan pada - - - - - - - - - 1,027 1,027 637 1,664 Changes of interests in subsidiaries
entitas anak
Dividen 25 - - - - (21,011) - - - - - (21,011) (4,175) (25,186) Dividend
Akuisisi entitas anak - - - - - - - - - - - 1,061 1,061 Acquisition of subsidiaries
Saldo 1 Januari 2025 2,024 1,139 - 425 202,202 2,464 4,818 (415) 483 536 213,676 58,328 272,004 Balance at 1 January 2025
Penerbitan saham kepada - - - - - - - - - - - 412 412 Issuance of shares to non-controlling
Penghasilan komprehensif tahun - - - - 32,727 2 1,168 650 (2,084) - 32,463 7,202 39,665 Comprehensive income for the year
kepentingan nonpengendali interests
berjalan
Dividen 25 - - - - (16,436) - - - - - (16,436) (4,082) (20,518) Dividend
Perubahan kepemilikan pada - - - - - - - - - 1,027 1,027 637 1,664 Changes of interests in subsidiaries
entitas anak
Pembelian saham treasuri 23 - - (1,762) - - - - - - - (1,762) - (1,762) Purchase of treasury shares
Akuisisi entitas anak - - - - - - - - - - - 1,061 1,061 Acquisition of subsidiaries
Pembelian saham treasuri oleh - - - - - - - - - (65) (65) (1,646) (1,711) Purchase of treasury shares by
entitas anak
Penerbitan saham kepada - - - - - - - - - - - 412 412 subsidiary
Issuance of shares to non-controlling
kepentingan nonpengendali interests
Pelepasan entitas anak - - - - 19 - - - - (19) - (9) (9) Disposal of subsidiaries
Dividen 25 - - - - (16,436) - - - - - (16,436) (4,082) (20,518) Dividend
Lain-lain - - - - - - - - - 3 3 3 6 Others
Pembelian saham treasuri 23 - - (1,762) - - - - - - - (1,762) - (1,762) Purchase of treasury shares
Saldo 31 Desember 2025 2,024 1,139 (1,762) 425 218,512 2,466 5,986 235 (1,601) 1,482 228,906 61,906 290,812 Balance at 31 December 2025
Pembelian saham treasuri oleh - - - - - - - - - (65) (65) (1,646) (1,711) Purchase of treasury shares by
entitas anak subsidiary
Pelepasan entitas anak - - - - 19 - - - - (19) - (9) (9) Disposal of subsidiaries
Lain-lain - - - - - - - - - 3 3 3 6 Others
Saldo 31 Desember 2025 2,024 1,139 (1,762) 425 218,512 2,466 5,986 235 (1,601) 1,482 228,906 61,906 290,812 Balance at 31 December 2025
Catatan atas laporan keuangan konsolidasian merupakan bagian yang tidak terpisahkan dari laporan keuangan konsolidasian. The accompanying notes form an integral part of these consolidated financial statements.
Halaman - 5 - Page
Catatan atas laporan keuangan konsolidasian merupakan bagian yang tidak terpisahkan dari laporan keuangan konsolidasian. The accompanying notes form an integral part of these consolidated financial statements.
Page 432
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH FLOWS
UNTUK TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah) (Expressed in billions of Rupiah)
2025 2024
Arus kas dari aktivitas operasi: Cash flows from operating activities:
Penerimaan dari pelanggan 391,747 398,366 Receipts from customers
Pembayaran kepada pemasok, termasuk (304,763) (308,885) Payments to suppliers, including
pembayaran bunga dari segmen payment of interest from
jasa keuangan financial services segment
Pembayaran kepada karyawan (26,287) (26,344) Payments to employees
Penerimaan dari aktivitas operasi lainnya 3,234 3,121 Receipts from other operating activities
Pembayaran untuk aktivitas operasi lainnya (13,483) (13,392) Payments for other operating activities
Kas yang dihasilkan dari operasi 50,448 52,866 Cash generated from operations
Penghasilan bunga yang diterima 3,182 2,906 Interest income received
Pembayaran pajak: Payments of tax:
Pajak penghasilan badan (11,820) (12,933) Corporate income tax
Pajak lainnya (928) (789) Other tax
Penerimaan dari kelebihan pembayaran pajak: Receipts of tax refunds:
Pajak penghasilan badan 1,001 947 Corporate income tax
Pajak lainnya 2,811 2,032 Other tax
Arus kas bersih yang diperoleh dari 44,694 45,029 Net cash flows provided from
aktivitas operasi operating activities
Arus kas dari aktivitas investasi: Cash flows from investing activities:
Penambahan aset tetap (16,487) (15,697) Additions of fixed assets
Penambahan investasi lain-lain, (8,505) (4,644) Additions of other investments,
termasuk investasi yang dilakukan oleh including investments made by
perusahaan asuransi dalam Grup insurance companies within the Group
sebesar 4.828 (2024: 4.584) of 4,828 (2024: 4,584)
Pembelian entitas anak, setelah dikurangi (4,728) (169) Purchase of subsidiaries, net of
kas milik entitas anak yang diperoleh cash of subsidiaries acquired
sebesar 157 (2024: 574) of 157 (2024: 574)
Penambahan investasi pada ventura bersama (4,672) (2,326) Additions of investments in joint ventures
dan entitas asosiasi and associates
Penambahan aset lain-lain (987) (824) Additions of other assets
Penambahan tanaman produktif (483) (529) Additions of bearer plants
Penambahan aset takberwujud lainnya (470) (1,282) Additions of other intangible assets
Penambahan piutang lain-lain kepada (312) (757) Additions of other receivables from
pihak berelasi related parties
Penambahan properti investasi (37) (32) Additions of investment properties
Penambahan kas yang dibatasi penggunaannya - (247) Additions of restricted cash
Dividen kas yang diterima 10,015 9,850 Cash dividends received
Penjualan dan penerimaan pelunasan 2,832 2,720 Sale and proceeds from other
investasi lain-lain investments
Penurunan piutang lain-lain kepada 1,213 376 Reduction of other receivables from
pihak berelasi related parties
Penjualan entitas anak, setelah dikurangi 561 - Sale of subsidiaries, net of
kas milik entitas anak yang dikeluarkan cash of subsidiaries disposed
sebesar 23 (2024: nihil) of 23 (2024: nil)
Penjualan aset tetap 556 510 Sale of fixed assets
Penurunan kas yang dibatasi penggunaannya 247 - Reduction of restricted cash
Penjualan entitas asosiasi - 4 Sale of investment in associate
Penjualan aset takberwujud lainnya - 1 Sale of other intangible assets
Penjualan properti investasi - 1 Sale of investment properties
Arus kas bersih yang digunakan untuk (21,257) (13,045) Net cash flows used in
aktivitas investasi investing activities
Catatan atas laporan keuangan konsolidasian merupakan bagian yang The accompanying notes form an integral part of these consolidated
tidak terpisahkan dari laporan keuangan konsolidasian. financial statements.
Halaman - 6 - Page
Page 433
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH FLOWS
UNTUK TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah) (Expressed in billions of Rupiah)
2025 2024
Arus kas dari aktivitas pendanaan: Cash flows from financing activities:
Pelunasan pinjaman jangka pendek (286,316) (165,684) Repayments of short-term borrowings
Pelunasan utang jangka panjang (53,010) (44,894) Repayments of long-term debt
Dividen kas yang dibayarkan kepada (16,426) (20,998) Cash dividends paid to the Company’s
pemegang saham Perseroan shareholders
Dividen kas yang dibayarkan kepada (4,082) (4,175) Cash dividends paid to non-controlling
kepentingan nonpengendali interests
Pembayaran biaya keuangan (3,656) (3,887) Payments of finance costs
Pembelian saham treasuri (1,762) - Purchase of treasury shares
Pembelian saham treasuri oleh (1,711) - Purchase of treasury shares by subsidiary
entitas anak
Penerimaan pinjaman jangka pendek 295,038 169,947 Proceeds from short-term borrowings
Penerimaan utang jangka panjang 50,115 44,487 Proceeds from long-term debt
Perubahan kepemilikan pada entitas anak 1,676 - Changes of interest in subsidiaries
Penerbitan saham kepada kepentingan 413 238 Issuance of shares to non-controlling
nonpengendali interests
Arus kas bersih yang digunakan untuk (19,721) (24,966) Net cash flows used in
aktivitas pendanaan financing activities
Kenaikan bersih kas dan setara kas 3,716 7,018 Net increase in cash and
cash equivalents
Kas dan setara kas pada awal tahun 48,439 41,136 Cash and cash equivalents at
beginning of year
Dampak perubahan kurs terhadap 466 285 Effect of exchange rate differences
kas dan setara kas cash and cash equivalents
Kas dan setara kas pada akhir tahun 52,621 48,439 Cash and cash equivalents at
end of year
Catatan atas laporan keuangan konsolidasian merupakan bagian yang The accompanying notes form an integral part of these consolidated
tidak terpisahkan dari laporan keuangan konsolidasian. financial statements.
Halaman - 7 - Page
Page 434
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. INFORMASI UMUM 1. GENERAL INFORMATION
a. Pendirian dan informasi lainnya a. Establishment and other information
PT Astra International Tbk (“Perseroan”) PT Astra International Tbk (the “Company”)
didirikan dan memulai kegiatan usahanya was established and started its
pada tahun 1957 dengan nama business activities in 1957 as
PT Astra International Incorporated. Pada PT Astra International Incorporated.
tahun 1990, Perseroan mengubah namanya In 1990, the Company changed its name to
menjadi PT Astra International Tbk. PT Astra International Tbk.
Perseroan berdomisili di Jakarta Pusat, The Company is domiciled in Central
Indonesia, dengan kantor pusat di Jakarta, Indonesia, with its head office at
Menara Astra, Jl. Jend. Sudirman Kav. 5-6 Menara Astra, Jl. Jend. Sudirman Kav. 5-6
Karet Tengsin, Tanah Abang, DKI Jakarta. Karet Tengsin, Tanah Abang, DKI Jakarta.
Ruang lingkup kegiatan Perseroan seperti The scope of the Company’s activities as
yang tertuang dalam Anggaran Dasarnya set out in its Articles of Association is to
adalah perdagangan, industri, engage in trading, industry, mining,
pertambangan, pengangkutan, pertanian, transportation, agriculture, construction
pembangunan (konstruksi dan real estat), (building development and real estate),
jasa (aktivitas profesional, ilmiah dan teknis, services (professional, scientific and
jasa informasi dan komunikasi), pengadaan technical activities; information and
listrik, treatment dan pemulihan material communication services), procurement of
sampah, serta aktivitas penunjang kantor electricity, treatment and restoration of
dan aktivitas penunjang usaha lainnya. waste material, as well as office supporting
Ruang lingkup kegiatan utama entitas anak, activities and other business supporting
ventura bersama dan entitas asosiasi activities. The scope of the main activities
meliputi manufaktur, perakitan dan of its subsidiaries, joint ventures and
penyaluran mobil, sepeda motor berikut associates include the manufacturing,
suku cadangnya, penjualan dan penyewaan assembly and distribution of automobiles,
alat berat, konstruksi, pertambangan dan motorcycles and related spare parts, heavy
jasa terkait, pengembangan perkebunan, equipment sales and rentals, construction,
energi, jasa keuangan, infrastruktur, logistik, mining and related services, development
teknologi informasi dan properti. of plantations, energy, financial services,
infrastructure, logistics, information
technology and property.
b. Anggaran Dasar b. Articles of Association
Perseroan didirikan dengan Akta Notaris The Company was established by Notarial
Sie Khwan Djioe No. 67 tanggal 20 Februari Deed No. 67 of Sie Khwan Djioe dated
1957 dan disahkan oleh Menteri Kehakiman 20 February 1957 and approved by the
Republik Indonesia dalam Surat Keputusan Minister of Justice of the Republic of
No. J.A.5/53/5 tanggal 1 Juli 1957. Indonesia in Decision Letter No. J.A.5/53/5
dated 1 July 1957.
Anggaran Dasar Perseroan telah The Company's Articles of Association have
mengalami beberapa kali perubahan. been amended several times. The latest
Perubahan terakhir sebagaimana amendment is as stated in the Notarial
dinyatakan dalam Akta Notaris Aulia Deed of Aulia Taufani, S.H., No. 77 dated
Taufani, S.H., No. 77 tanggal 30 April 2024, 30 April 2024, which has been approved
dan telah mendapatkan persetujuan by the Minister of Law and Human
Menteri Hukum dan Hak Asasi Rights of the Republic of Indonesia and
Manusia Republik Indonesia dan dicatat recorded in the Legal Entity Administration
dalam Sistem Administrasi Badan System based on Decision Letter
Hukum, berdasarkan Surat Keputusan No. AHU-0027654.AH.01.02.TAHUN 2024
No. AHU-0027654.AH.01.02.TAHUN 2024 dated 13 May 2024.
tanggal 13 Mei 2024.
Halaman - 8 - Page
Page 435
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
c. Perubahan struktur permodalan c. Changes in capital structure
Tahun/
Kebijakan/Tindakan Perusahaan Policies/Corporate actions
Year
Penawaran Umum Perdana 30 juta saham, 1990 Initial Public Offering of 30 million shares,
dengan nilai nominal Rp1.000 (dalam with a par value of Rp1,000 (full Rupiah)
satuan Rupiah) per saham, harga per share, offering price of Rp14,850 (full
penawaran Rp14.850 (dalam satuan Rupiah) per share.
Rupiah) per saham.
Penawaran Umum Terbatas dengan Hak 1994 Limited Public Offering with pre-emptive
Memesan Efek Terlebih Dahulu atas rights of 48,439,600 shares at the price of
48.439.600 saham dengan harga Rp13.850 Rp13,850 (full Rupiah) per share.
(dalam satuan Rupiah) per saham.
Pembagian saham bonus yang berasal dari Distribution of bonus shares from the
kapitalisasi tambahan modal disetor capitalisation of additional paid-in capital
sejumlah Rp872 miliar atau setara dengan amounting to Rp872 billion, equivalent to
871.912.800 saham. 871,912,800 shares.
Konversi obligasi menjadi 280.837 saham 1997 Conversion of bonds into 280,837 shares
yang dilakukan oleh sebagian pemegang by certain convertible bondholders.
obligasi konversi.
Pemecahan nilai nominal saham dari Changes in par value from Rp1,000 (full
Rp1.000 (dalam satuan Rupiah) per saham Rupiah) per share to Rp500 (full Rupiah)
menjadi Rp500 (dalam satuan Rupiah) per per share, increasing the number of
saham, yang mengakibatkan kenaikan shares issued to 2,325,662,474.
jumlah saham yang beredar menjadi
2.325.662.474.
Penerbitan 258.398.155 rights kepada para 1999 The issuance of 258,398,155 rights to
kreditur dan pemegang obligasi creditors and bondholders in relation to
sehubungan dengan restrukturisasi utang, a debt restructuring, one share of the
satu right berhak untuk membeli satu Company for every right held at the price
saham Perseroan dengan harga Rp500 of Rp500 (full Rupiah) per share.
(dalam satuan Rupiah) per saham. 253,158,665 shares were issued as
Sejumlah 253.158.665 saham telah a result of the rights exercised.
diterbitkan sehubungan dengan
pelaksanaan rights ini.
Persetujuan atas kompensasi berbasis Approval for stock-based compensation
saham bagi karyawan dan eksekutif for the Company's employees and
Perseroan sampai dengan 70 juta saham. executives up to 70 million shares. As at
Pada tanggal jatuh tempo, sejumlah the expiry date, 64,754,000 shares had
64.754.000 saham telah diterbitkan been issued as a result of employee
sehubungan dengan eksekusi opsi saham stock options exercised.
karyawan tersebut.
Penawaran Umum Terbatas dengan 2002 Limited Public Offering in respect of a
Hak Memesan Efek Terlebih Dahulu, rights issue with pre-emptive rights,
1.404.780.175 saham dengan harga 1,404,780,175 shares at the price of
Rp1.000 (dalam satuan Rupiah) per saham. Rp1,000 (full Rupiah) per share.
Pemecahan nilai nominal saham dari 2012 Changes in par value from Rp500
Rp500 (dalam satuan Rupiah) menjadi (full Rupiah) to Rp50 (full Rupiah) per
Rp50 (dalam satuan Rupiah) per saham, share, changing the number of issued
yang mengubah jumlah saham beredar shares from 4,048,355,314 shares to
dari 4.048.355.314 saham menjadi 40,483,553,140 shares.
40.483.553.140 saham.
Seluruh saham Perseroan telah dicatatkan All of the Company's issued shares are
pada Bursa Efek Indonesia. listed on the Indonesia Stock Exchange.
Halaman - 9 - Page
Page 436
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
d. Struktur Grup d. The Group structure
Entitas anak langsung dan tidak langsung The Company’s direct and significant
yang signifikan dari Perseroan adalah indirect subsidiaries are as follows:
sebagai berikut:
Dimulainya
kegiatan
komersial/
Commence- Persentase Jumlah aset
ment of kepemilikan efektif/ (sebelum eliminasi)/
commercial Effective percentage Total assets
operations of ownership (before elimination)
2025 2024 2025 2024
OTOMOTIF DAN MOBILITAS/
AUTOMOTIVE AND MOBILITY
PT Astra Otoparts Tbk a) 1991 80.00 80.00 22,615 21,030
PT Serasi Autoraya a) b) 1990 100.00 100.00 8,033 7,647
PT Astra Digital Internasional a) 2018 100.00 100.00 7,068 5,845
PT Astra Healthcare Indonesia a) 2024 100.00 100.00 6,866 1,149
PT Arya Kharisma 1988 100.00 100.00 2,083 2,074
PT Inti Pantja Press Industri 1990 89.36 89.36 1,364 1,306
PT Tjahja Sakti Motor a) 1962 100.00 100.00 1,122 1,467
PT Pulogadung Pawitra Laksana a) 1980 100.00 100.00 855 833
PT Fuji Technica Indonesia 1996 59.63 59.63 587 577
PT Gaya Motor 1970 100.00 100.00 530 550
PT Astra Auto Trust a) 2016 100.00 100.00 336 281
PT Astra Transportasi Indonesia b) 2019 100.00 100.00 314 300
PT Astra Autoprima 2013 100.00 100.00 73 74
PT Astra Multi Trucks Indonesia c) 1984 - 75.00 - 12
JASA KEUANGAN/FINANCIAL SERVICES
PT Federal International Finance 1989 100.00 100.00 51,878 45,681
PT Sedaya Multi Investama a) 1989 100.00 100.00 46,225 43,727 d)
PT Astra Sedaya Finance 1983 100.00 100.00 42,265 41,129
PT Asuransi Astra Buana 1981 95.70 95.70 20,745 18,153 d)
PT Surya Artha Nusantara Finance 1985 60.00 60.00 7,731 7,237
PT Asuransi Jiwa Astra 1990 99.99 99.99 6,743 6,758 d)
PT Garda Era Sedaya a) 1998 100.00 100.00 4,335 4,027
PT Swadharma Bhakti Sedaya Finance 1986 100.00 100.00 1,345 1,289
PT Sedaya Pratama a) 1993 100.00 100.00 978 888
PT Astra Multi Finance 1991 100.00 100.00 843 873
PT Matra Graha Sarana 2013 100.00 100.00 629 615
PT Cipta Sedaya Digital Indonesia 1990 100.00 100.00 223 219
PT Sharia Multifinance Astra 2019 100.00 100.00 218 197
PT Astra Mitra Ventura 1992 99.85 99.85 180 177
a) Dan entitas anak. a) And subsidiary/subsidiaries.
b) Sebelumnya disajikan pada segmen Infrastruktur dan b) Previously presented in Infrastructure and Logistics
Logistik. segment.
c) Divestasi pada tahun 2025. c) Divested in 2025.
d) Disajikan kembali (lihat Catatan 2a) d) Restated (refer to Note 2a)
Halaman - 10 - Page
Page 437
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
d. Struktur Grup (lanjutan) d. The Group structure (continued)
Dimulainya
kegiatan
komersial/
Commence- Persentase Jumlah aset
ment of kepemilikan efektif/ (sebelum eliminasi)/
commercial Effective percentage Total assets
operations of ownership (before elimination)
2025 2024 2025 2024
ALAT BERAT, PERTAMBANGAN,
KONSTRUKSI DAN ENERGI/
HEAVY EQUIPMENT, MINING,
CONSTRUCTION AND ENERGY a)
PT United Tractors Tbk b) 1973 59.50 59.50 177,637 169,481
PT Pamapersada Nusantara b) 1993 59.50 59.50 102,429 98,412
PT Agincourt Resources 2012 56.52 56.52 18,222 16,703
PT Acset Indonusa Tbk b) c) 1995 54.25 52.18 3,306 2,812
AGRIBISNIS/AGRIBUSINESS
PT Astra Agro Lestari Tbk b) 1995 79.68 79.68 27,047 28,793
INFRASTRUKTUR/
INFRASTRUCTURE
PT Astra Tol Nusantara b) 1996 100.00 100.00 24,308 23,422
PT Marga Mandalasakti 1990 79.68 79.68 5,152 4,891
PT Marga Harjaya Infrastruktur 2014 100.00 100.00 4,464 4,652
PT Astra Nusa Perdana b) 1992 100.00 100.00 469 492
TEKNOLOGI INFORMASI/
INFORMATION TECHNOLOGY
PT Astra Graphia Tbk b) 1975 76.87 76.87 3,119 2,948
PROPERTI/PROPERTY
PT Menara Astra b) 2014 100.00 100.00 27,225 17,282
PT Mega Manunggal Property Tbk b) d) 2012 91.43 - 6,619 -
PT Samadista Karya 2008 100.00 100.00 1,383 1,306
PT Brahmayasa Bahtera e) 1990 60.00 60.00 725 761
a) Memperhitungkan pembelian kembali saham PT United a) Taking into account the share buyback of PT United
Tractors Tbk sampai dengan 31 Desember 2025, maka Tractors Tbk until 31 December 2025, the effective
persentase kepentingan efektif Grup (lihat definisi interest percentage of the Group (refer to definition of
“Grup” pada Catatan 2) pada PT United Tractors Tbk, “Group” on Note 2) in PT United Tractors Tbk,
PT Pamapersada Nusantara, PT Agincourt Recources PT Pamapersada Nusantara, PT Agincourt Recources
dan PT Acset Indonusa Tbk per 31 Desember 2025 and PT Acset Indonusa Tbk as of 31 December 2025
masing-masing adalah 62,12%, 62,12%, 59,01% dan is 62.12%, 62.12%, 59.01% and 56.64%, respectively
56,64% (2024: 61,11%, 61,11%, 58,05% dan 53,59%), (2024: 61.11%, 61.11%, 58.05% and 53.59%,
lihat Catatan 3b(ii) dan 27. respectively), refer to Notes 3b(ii) and 27.
b) Dan entitas anak. b) And subsidiary/subsidiaries.
c) Peningkatan kepemilikan efektif Grup terkait c) Increase in effective ownership of the Group’s due to
pengambilan kepentingan nonpengendali atas acquisition of non-controlling interest of PT Acset
PT Acset Indonusa Tbk pada Mei 2025. Indonusa Tbk in May 2025.
d) Diakuisi pada tahun 2025, lihat Catatan 3a(ii). d) Acquired in 2025, refer to Note 3a(ii).
e) Termasuk divisi yang menangani area komersial, yang e) Including a division that concentrates on commercial
sepenuhnya dimiliki Grup. area which is fully owned by the Group.
Seluruh entitas anak langsung dan tidak All direct subsidiaries and significant
langsung yang signifikan berdomisili di indirect subsidiaries are domiciled in
Indonesia. Indonesia.
Halaman - 11 - Page
Page 438
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
d. Struktur Grup (lanjutan) d. The Group structure (continued)
Jardine Cycle & Carriage Ltd merupakan Jardine Cycle & Carriage Ltd is the
pemegang saham pengendali Perseroan controlling shareholder of the Company as
karena memiliki 50,11% saham Perseroan it owns 50.11% of the Company’s shares
(lihat Catatan 23). Jardine Cycle & Carriage (refer to Note 23). Jardine Cycle & Carriage
Ltd adalah perusahaan yang didirikan di Ltd is a company incorporated in Singapore
Singapura dan entitas anak dari Jardine and a subsidiary of Jardine Matheson
Matheson Holdings Ltd, perusahaan yang Holdings Ltd, a company incorporated in
didirikan di Bermuda. Bermuda.
e. Dewan Komisaris, Direksi, Komite Audit e. Board of Commissioners, Board of
dan Karyawan Directors, Audit Committees and
Employees
Susunan anggota Dewan Komisaris, Direksi The members of the Company's Board of
dan Komite Audit Perseroan adalah sebagai Commissioners, Board of Directors and
berikut: Audit Committees are as follows:
2025 2024
Dewan Komisaris Board of Commissioners
Presiden Komisaris Prijono Sugiarto Prijono Sugiarto President Commissioner
Komisaris Independen: Sri Indrastuti Hadiputranto Sri Indrastuti Hadiputranto Independent Commissioners:
Apinont Suchewaboripont Apinont Suchewaboripont
Muliaman Darmansyah Hadad Bambang Permadi Soemantri
Brodjonegoro
Muliaman Darmansyah Hadad
Komisaris: Anthony John Liddell Nightingale Anthony John Liddell Nightingale Commissioners:
Benjamin William Keswick Benjamin William Keswick
Stephen Patrick Gore John Raymond Witt
Benjamin Herrenden Birks Stephen Patrick Gore
Lincoln Lin Feng Pan Benjamin Herrenden Birks
Lee Liang Whye Hsu Hai Yeh
Direksi Board of Directors
Presiden Direktur Djony Bunarto Tjondro Djony Bunarto Tjondro President Director
Wakil Presiden Direktur Rudy - Vice President Director
Direktur: Gidion Hasan Suparno Djasmin Directors:
Henry Tanoto Chiew Sin Cheok
Santosa Gidion Hasan
Gita Tiffani Boer Henry Tanoto
FXL Kesuma Santosa
Hamdani Dzulkarnaen Salim Gita Tiffani Boer
Thomas Junaidi Alim. W FXL Kesuma
Hsu Hai Yeh Hamdani Dzulkarnaen Salim
Rudy
Thomas Junaidi Alim. W
Komite Audit Audit Committees
Ketua Sri Indrastuti Hadiputranto Bambang Permadi Soemantri Chairman
Brodjonegoro
Anggota: Jusuf Halim Sri Indrastuti Hadiputranto Members:
Irhoan Tanudiredja Jusuf Halim
Anggota Khusus *) Lee Liang Whye Hsu Hai Yeh Special Member *)
*) *)
Anggota khusus, tidak memiliki hak suara. Special member, does not have voting rights.
Halaman - 12 - Page
Page 439
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. INFORMASI UMUM (lanjutan) 1. GENERAL INFORMATION (continued)
e. Dewan Komisaris, Direksi, Komite Audit e. Board of Commissioners, Board of
dan Karyawan (lanjutan) Directors, Audit Committees and
Employees (continued)
Pada tanggal 31 Desember 2025, Perseroan As at 31 December 2025, the Company and
dan entitas anak memiliki 133.667 karyawan its subsidiaries had 133,667 employees
(2024: 135.410 karyawan) – tidak diaudit. (2024: 135,410 employees) – unaudited.
Jumlah karyawan termasuk ventura bersama The number of employees including
dan entitas asosiasi, pada tanggal joint ventures and associates, as at
31 Desember 2025 adalah 196.021 karyawan 31 December 2025 was 196,021 employees
(2024: 200.074 karyawan) – tidak diaudit. (2024: 200,074 employees) – unaudited.
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
Laporan keuangan konsolidasian, Perseroan dan The consolidated financial statements of the
entitas anak (“Grup”) disusun berdasarkan Company and its subsidiaries (the “Group”)
Standar Akuntansi Keuangan, yang mencakup have been prepared in accordance with
Pernyataan dan Interpretasi yang dikeluarkan Financial Accounting Standards, which include
oleh Dewan Standar Akuntansi Keuangan Ikatan Statements and Interpretations issued by the
Akuntan Indonesia (DSAK IAI) dan diotorisasi Financial Accounting Standards Board of the
oleh Direksi pada tanggal 26 Februari 2026. Institute of Indonesia Chartered Accountants
(DSAK IAI) and were authorised by the Board of
Directors on 26 February 2026.
Berikut ini adalah kebijakan akuntansi yang Presented below are the material accounting
material yang diterapkan dalam penyusunan policies adopted in preparing the consolidated
laporan keuangan konsolidasian. financial statements.
a. Dasar penyusunan laporan keuangan a. Basis of preparation of the consolidated
konsolidasian financial statements
Laporan keuangan konsolidasian disusun The consolidated financial statements have
berdasarkan konsep harga perolehan, been prepared on the basis of historical
kecuali seperti yang dinyatakan pada cost, except as disclosed in Notes 2j, 2k
Catatan 2j, 2k dan 2r serta menggunakan and 2r and also using the accruals basis,
dasar akrual (accruals basis), kecuali untuk except in the consolidated statements of
laporan arus kas konsolidasian dan apabila cash flows and if otherwise stated.
dinyatakan lain.
Laporan arus kas konsolidasian disusun The consolidated statements of cash flows
menggunakan metode langsung dengan are prepared using the direct method by
mengelompokkan arus kas ke dalam aktivitas classifying cash flows on the basis of
operasi, investasi dan pendanaan. Untuk operating, investing and financing activities.
tujuan ini, kas dan setara kas disajikan For these purposes, cash and cash
setelah dikurangi dengan cerukan (jika ada). equivalents are shown net of bank
overdrafts (if any).
Halaman - 13 - Page
Page 440
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
a. Dasar penyusunan laporan keuangan a. Basis of preparation of the consolidated
konsolidasian (lanjutan) financial statements (continued)
Standar baru dan efektif pada tahun 2025 New and effective standard in 2025
Standar baru yang berlaku efektif sejak The new standard which has been effective
1 Januari 2025 dan berdampak terhadap since 1 January 2025 and has an impact to
laporan keuangan konsolidasian adalah the consolidated financial statements is
PSAK 117: Kontrak Asuransi yang mencakup PSAK 117: Insurance Contracts, covering
pengakuan, pengukuran, penyajian dan recognition, measurement, presentation and
pengungkapan. disclosure.
Grup telah melakukan penyesuaian laporan The Group has made adjustments to the
posisi keuangan dan laporan laba rugi pada statements of financial position and
31 Desember 2024 sebagai bagian dari statements of profit or loss as of
penerapan PSAK 117. 31 December 2024 as part of PSAK 117
implementation.
Tabel berikut meringkas dampak penerapan The following table summarises the
PSAK 117 pada laporan posisi keuangan impacts of implementing PSAK 117 on
pada 31 Desember 2024: the statements of financial position as of
31 December 2024:
Dilaporkan
sebelumnya/ Disajikan
As previously Penyesuaian/ kembali/
reported Adjustments Restated
ASET ASSETS
Aset lancar Current assets
Piutang usaha 27,702 (784) 26,918 Trade receivables
Piutang lain-lain 5,666 (1,863) 3,803 Other receivables
Aset lain-lain 6,980 1,977 8,957 Other assets
Aset tidak lancar Non-current assets
Aset pajak tangguhan 6,637 7 6,644 Deferred tax assets
Aset takberwujud lainnya 3,332 (897) 2,435 Other intangible assets
Aset lain-lain 15,419 84 15,503 Other assets
LIABILITAS LIABILITIES
Liabilitas jangka pendek Current liabilities
Utang usaha 40,047 (981) 39,066 Trade payables
Liabilitas lain-lain 16,611 2,522 19,133 Other liabilities
Pendapatan ditangguhkan 6,666 (4,347) 2,319 Unearned income
Liabilitas jangka panjang Non-current liabilities
Liabilitas lain-lain 213 1,975 2,188 Other liabilities
Pendapatan ditangguhkan 1,423 (1,153) 270 Unearned income
EKUITAS EQUITY
Saldo laba 202,116 511 202,627 Retained earnings
Kepentingan nonpengendali 58,331 (3) 58,328 Non-controlling interests
Laporan posisi keuangan konsolidasian per The consolidated statements of financial
1 Januari 2024 tidak disajikan, karena position on 1 January 2024 is not
dampak penerapan PSAK 117 tidak material. presented, as the impact on the adoption of
PSAK 117 is not material.
Halaman - 14 - Page
Page 441
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
a. Dasar penyusunan laporan keuangan a. Basis of preparation of the consolidated
konsolidasian (lanjutan) financial statements (continued)
Standar baru dan efektif pada tahun 2025 New and effective standard in 2025
(lanjutan) (continued)
Tabel berikut meringkas dampak penerapan The following table summarises the
PSAK 117 pada laporan laba rugi untuk impacts of implementing PSAK 117 on
tahun yang berakhir pada tanggal the statements of profit or loss for the year
31 Desember 2024: ended 31 December 2024:
Dilaporkan
sebelumnya/ Disajikan
As previously Penyesuaian/ kembali/
reported Adjustments Restated
Pendapatan bersih 330,920 (2,440) 328,480 Net revenue
Beban pokok pendapatan (257,363) 1,942 (255,421) Cost of revenue
Beban penjualan (11,349) 284 (11,065) Selling expenses
Beban umum dan administrasi (20,006) 412 (19,594) General and administrative
expenses
Penghasilan bunga 3,348 (59) 3,289 Interest income
Penghasilan lain-lain, bersih 1,658 (297) 1,361 Other income, net
Beban pajak penghasilan (9,735) 7 (9,728) Income tax expenses
Selain yang diuraikan di atas, tidak ada Other than as detailed above, there is no
dampak lain terhadap laporan keuangan other impact to the Group’s consolidated
konsolidasian Grup setelah penerapan financial statements upon adoption of the
standar tersebut. standard.
Berikut ini adalah standar baru dan revisi Presented below are the new and revised
yang telah diterbitkan serta relevan dengan standards that have been issued and are
Grup, yang akan berlaku efektif pada tahun relevant to the Group, which will be effective
2026 - 2027: in 2026 - 2027:
- PSAK 107 - Amendemen/Amendment 2024 : Instrumen Keuangan: Pengungkapan, tentang
Klasifikasi dan Pengukuran Instrumen Keuangan/
Financial Instruments: Disclosures, related to
Classification and Measurement of Financial
Instruments
- PSAK 109 - Amendemen/Amendment 2024 : Instrumen Keuangan, tentang Klasifikasi dan
Pengukuran Instrumen Keuangan/Financial
Instruments, related to Classification and
Measurement of Financial Instruments
- PSAK 118 : Penyajian dan Pengungkapan dalam Laporan
Keuangan/Presentation and Disclosure in
Financial Statements
- PSAK 338 - Amendemen/Amendment 2025 : Kombinasi Bisnis Entitas Sepengendali/Business
Combinations under Common Control
- PSAK 413 : Penurunan Nilai, tentang Aset Keuangan Syariah/
Impairment, related to Sharia Financial Assets
Grup sedang mempelajari dampak yang The Group is evaluating the possible impact
mungkin timbul atas penerbitan standar of the issuance of these financial
akuntansi keuangan tersebut. accounting standards.
Halaman - 15 - Page
Page 442
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
b. Prinsip-prinsip konsolidasi b. Principles of consolidation
Laporan keuangan konsolidasian meliputi The consolidated financial statements
laporan keuangan Perseroan dan entitas include the financial statements of the
anak. Company and its subsidiaries.
Entitas anak adalah suatu entitas dimana Subsidiaries are entities over which the
Grup memiliki pengendalian. Grup Group has control. The Group controls an
mengendalikan entitas lain ketika Grup entity when the Group has power, is
memiliki kekuasaan, terekspos atau memiliki exposed or has rights to variable returns
hak atas imbal hasil variabel dari from its involvement with the entity and has
keterlibatannya dengan entitas dan memiliki the ability to affect those returns. In
kemampuan untuk mempengaruhi imbal hasil determining whether the Group has power,
tersebut. Dalam menentukan apakah Grup the Group also considers potential voting
memiliki kekuasaan, Grup juga rights. The purchase method of accounting
mempertimbangkan adanya hak suara is used to account for the acquisition of
potensial. Metode akuisisi digunakan untuk subsidiaries by the Group. The cost of an
mencatat akuisisi entitas anak oleh Grup. acquisition includes the fair value at the
Biaya perolehan termasuk nilai wajar imbalan acquisition date of any contingent
kontinjensi pada tanggal akuisisi. consideration.
Dalam kombinasi bisnis yang dilakukan In a business combination achieved in
secara bertahap, Grup mengukur kembali stages, the Group remeasures its previously
kepemilikan ekuitas yang dimiliki sebelumnya held interest at its fair value on the
pada nilai wajar tanggal akuisisi dan acquisition date and recognises the
mengakui keuntungan atau kerugian yang resulting gains or losses in profit or loss.
dihasilkan dalam laba rugi.
Perubahan dalam bagian kepemilikan entitas Changes in a parent’s ownership interest in
induk pada entitas anak yang tidak a subsidiary that do not result in loss of
mengakibatkan hilangnya pengendalian control are accounted for as equity
dicatat sebagai transaksi ekuitas. Ketika transactions. When control over a previous
pengendalian atas entitas anak hilang, subsidiary is lost, any remaining interest in
bagian kepemilikan yang tersisa di entitas the entity is remeasured at fair value and
tersebut diukur kembali pada nilai wajarnya the resulting gains or losses are recognised
dan keuntungan atau kerugian yang in profit or loss.
dihasilkan diakui dalam laba rugi.
Seluruh transaksi, saldo, keuntungan dan All material intercompany transactions,
kerugian intra kelompok usaha yang belum balances, unrealised surpluses and deficits
direalisasi dan material telah dieliminasi. on transactions within the Group are
eliminated.
Kepentingan nonpengendali merupakan Non-controlling interests represent the
proporsi atas hasil usaha dan aset bersih proportion of the results and net assets of
entitas anak yang tidak diatribusikan kepada subsidiaries not attributable to the Group.
Grup.
Halaman - 16 - Page
Page 443
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
b. Prinsip-prinsip konsolidasi (lanjutan) b. Principles of consolidation (continued)
Grup mengakui kepentingan nonpengendali The Group recognises any non-controlling
pada pihak yang diakuisisi sebesar bagian interest in the acquiree at the non-
proporsional kepentingan nonpengendali controlling interest’s proportionate share of
atas aset bersih pihak yang diakuisisi. the acquiree’s net assets. Non-controlling
Kepentingan nonpengendali disajikan di interest is reported as equity in the
ekuitas dalam laporan posisi keuangan consolidated statements of financial
konsolidasian, terpisah dari ekuitas pemilik position, separated from the owner of the
entitas induk. parent's equity.
Hasil usaha entitas anak dimasukkan atau The results of subsidiaries are included or
dikeluarkan di dalam laporan keuangan excluded in the consolidated financial
konsolidasian masing-masing sejak tanggal statements from their effective dates of
efektif akuisisi atau tanggal pelepasan. acquisition or disposal respectively.
Kebijakan akuntansi yang digunakan dalam The accounting policies adopted in
penyusunan laporan keuangan konsolidasian preparing the consolidated financial
ini telah diterapkan secara konsisten, kecuali statements have been consistently applied,
jika dinyatakan lain. unless otherwise stated.
c. Penjabaran mata uang asing c. Foreign currency translation
Pos-pos dalam laporan keuangan setiap Items included in the financial statements of
entitas di dalam Grup diukur dengan each of the Group’s entities are measured
menggunakan mata uang dari lingkungan using the currency of the primary economic
ekonomi utama di mana entitas beroperasi environment in which the entity operates
(“mata uang fungsional”). (“the functional currency”).
Mata uang fungsional Perseroan dan The functional currency of the Company
sebagian besar dari entitas anak adalah and most of the subsidiaries is Rupiah. The
Rupiah. Laporan keuangan konsolidasian consolidated financial statements are
disajikan dalam mata uang Rupiah. presented in Rupiah.
Transaksi dalam mata uang asing dijabarkan Foreign currency transactions are translated
ke dalam mata uang Rupiah dengan into Rupiah using the exchange rates
menggunakan kurs yang berlaku pada prevailing at the dates of the transactions.
tanggal transaksi. Aset dan liabilitas moneter Foreign currency monetary assets and
dalam mata uang asing dijabarkan ke dalam liabilities are translated into Rupiah at the
mata uang Rupiah dengan menggunakan rates of exchange prevailing at the end of
kurs yang berlaku pada akhir periode the reporting period.
pelaporan.
Keuntungan dan kerugian selisih kurs yang Foreign exchange gains and losses
timbul dari penyelesaian transaksi dalam resulting from the settlement of foreign
mata uang asing dan dari penjabaran aset currency transactions and from the
dan liabilitas moneter dalam mata uang asing translation of monetary assets and liabilities
diakui di dalam laba rugi, kecuali apabila denominated in foreign currencies are
ditangguhkan di dalam ekuitas sebagai recognised in profit or loss, except when
lindung nilai arus kas yang memenuhi syarat recognised in equity as qualifying cash flow
dan yang termasuk dalam biaya pinjaman hedges and those included in borrowing
yang terkait secara langsung dengan aset costs that directly relate to qualifying assets,
kualifikasian, lihat Catatan 2k, 2l, 2m, 2n dan refer to Notes 2k, 2l, 2m, 2n and 2o.
2o.
Halaman - 17 - Page
Page 444
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
c. Penjabaran mata uang asing (lanjutan) c. Foreign currency translation (continued)
Untuk tujuan konsolidasi, laporan posisi For the purpose of consolidation, the
keuangan entitas anak yang menggunakan statements of financial position of
mata uang selain Rupiah dijabarkan subsidiaries reporting in currencies other
berdasarkan kurs yang berlaku pada akhir than Rupiah are translated using exchange
periode pelaporan dan hasilnya dijabarkan rates prevailing at the end of the reporting
ke dalam Rupiah dengan kurs rata-rata period and the results are translated into
selama periode berjalan. Selisih kurs yang Rupiah at the average exchange rates for
dihasilkan diakui pada penghasilan the periods. The resulting exchange
komprehensif lainnya dalam laporan laba rugi differences are recognised in other
dan penghasilan komprehensif lain comprehensive income in the consolidated
konsolidasian dan diakumulasikan dalam statements of profit or loss and other
ekuitas di dalam cadangan selisih kurs comprehensive income and accumulated in
karena penjabaran laporan keuangan dalam equity under the exchange difference on
valuta asing. translation of financial statements in foreign
currencies reserve.
Kurs utama yang digunakan, berdasarkan The main exchange rates used, based on
kurs tengah yang diterbitkan Bank Indonesia, the mid rates published by Bank Indonesia,
adalah sebagai berikut (dalam satuan are as follows (full Rupiah):
Rupiah):
2025 2024
Dolar Amerika Serikat (“USD”) 16,782 16,162 United States Dollars (“USD”)
Yen Jepang (“JPY”) 108 102 Japanese Yen (“JPY”)
d. Kas, setara kas dan deposito d. Cash, cash equivalents and deposits
Kas dan setara kas mencakup kas, simpanan Cash and cash equivalents include cash on
yang sewaktu-waktu bisa dicairkan dan hand, deposits held at call with banks and
investasi likuid jangka pendek lainnya. other short-term highly liquid investments.
Deposito berjangka dan call deposits dengan Time and call deposits with original
jatuh tempo lebih dari tiga bulan sejak maturities over three months and have
tanggal penempatan dan memiliki risiko significant risk of changes in value are
perubahan nilai yang signifikan disajikan included within “Other investments”.
dalam “Investasi lain-lain”.
Kas dan deposito berjangka yang dibatasi Cash and time deposits which are restricted
penggunaannya, disajikan sebagai bagian in use, are classified as part of “Other
dari “Aset lain-lain”. assets”.
e. Piutang usaha dan piutang lain-lain e. Trade and other receivables
Piutang usaha dan piutang lain-lain pada Trade and other receivables are recognised
awalnya diakui sebesar nilai wajar dan initially at fair value and subsequently
selanjutnya diukur pada biaya perolehan measured at amortised cost using the
diamortisasi dengan menggunakan metode effective interest method, except where the
suku bunga efektif, kecuali jika efek effect of discounting would be immaterial,
diskontonya tidak material, setelah dikurangi less provision for impairment of receivables.
penyisihan penurunan nilai piutang.
Halaman - 18 - Page
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PT ASTRA INTERNATIONAL Tbk
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CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
e. Piutang usaha dan piutang lain-lain e. Trade and other receivables (continued)
(lanjutan)
Penyisihan penurunan nilai piutang diukur Provision for impairment of receivables are
berdasarkan kerugian kredit ekspektasian measured based on expected credit losses
dengan melakukan penelaahan atas by reviewing the collectibility of individual or
kolektibilitas saldo secara individual atau collective balances in a lifetime of trade
kolektif sepanjang umur piutang usaha receivables using simplified approach with
menggunakan pendekatan yang considering the forward-looking information
disederhanakan dengan mempertimbangkan at the end of the reporting period. Impaired
informasi yang bersifat forward-looking yang receivables will be written-off during the
dilakukan pada akhir periode pelaporan. period in which they are determined to be
Piutang yang telah diturunkan nilainya akan not collectible.
dihapus pada saat piutang tersebut tidak
tertagih.
f. Piutang pembiayaan konsumen dan f. Consumer financing receivables and
piutang sewa pembiayaan finance lease receivables
Piutang pembiayaan konsumen dan piutang Consumer financing receivables and
sewa pembiayaan pada awalnya diakui finance lease receivables are recognised
sebesar nilai wajar ditambah dengan biaya initially at fair value plus transaction costs
transaksi dan selanjutnya diukur pada and subsequently measured at amortised
biaya perolehan diamortisasi dengan cost using the effective interest method,
menggunakan metode suku bunga efektif, less provision for impairment of receivables.
setelah dikurangi penyisihan penurunan nilai
piutang.
Piutang pembiayaan konsumen disajikan Consumer financing receivables are shown
sebesar jumlah piutang setelah dikurangi net of unearned interest income and
pendapatan bunga ditangguhkan dan provision for impairment of receivables.
penyisihan penurunan nilai piutang.
Piutang sewa pembiayaan disajikan sebesar Finance lease receivables are shown as the
piutang sewa pembiayaan ditambah dengan finance lease receivables plus the
nilai sisa yang terjamin pada akhir masa guaranteed residual values at the end of the
sewa pembiayaan, dikurangi dengan lease period, net of unearned finance lease
pendapatan sewa pembiayaan yang income, security deposits and provision for
ditangguhkan, simpanan jaminan dan impairment of receivables.
penyisihan penurunan nilai piutang.
Penyisihan penurunan nilai piutang diukur Provision for impairment of receivables are
berdasarkan kerugian kredit ekspektasian measured based on expected credit loss by
dengan melakukan penelaahan atas reviewing the overall collectibility balances
kolektibilitas saldo secara keseluruhan using the three stages model approach, with
menggunakan pendekatan three stages considering the forward-looking information
model, dengan mempertimbangkan informasi at the end of the reporting period. Impaired
yang bersifat forward-looking yang dilakukan receivables will be written-off when they are
pada akhir periode pelaporan. Piutang yang overdue for more than 150 days or
telah diturunkan nilainya akan dihapus determined to be not collectible.
setelah menunggak lebih dari 150 hari atau
pada saat piutang tersebut tidak tertagih.
Halaman - 19 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
f. Piutang pembiayaan konsumen dan f. Consumer financing receivables and
piutang sewa pembiayaan (lanjutan) finance lease receivables (continued)
Piutang pembiayaan konsumen dan piutang Consumer financing receivables and
sewa pembiayaan yang jatuh tempo dalam finance lease receivables with maturities
waktu 12 bulan atau kurang setelah periode within 12 months or less after the reporting
pelaporan diklasifikasikan sebagai aset period are classified as current assets.
lancar. Piutang pembiayaan konsumen dan Consumer financing receivables and
piutang sewa pembiayaan yang jatuh tempo finance lease receivables with maturities
lebih dari 12 bulan setelah periode pelaporan more than 12 months after the reporting
diklasifikasikan sebagai aset tidak lancar. period are classified under non-current
assets.
Entitas anak yang bergerak dalam segmen Financial service segments’ subsidiaries
jasa keuangan mengadakan perjanjian enter into joint financing agreements with
pembiayaan bersama dengan beberapa bank banks where the credit risk is borne in
dimana risiko kredit ditanggung bersama accordance with their portion (without
sesuai dengan porsinya masing-masing recourse). Joint financing receivables are
(without recourse). Piutang pembiayaan presented on a net basis in the consolidated
bersama disajikan secara bersih di laporan statements of financial position. Consumer
posisi keuangan konsolidasian. Pendapatan financing income and interest expenses
pembiayaan konsumen dan beban bunga related to joint financing are presented on a
yang terkait dengan pembiayaan bersama net basis in profit or loss.
disajikan secara bersih di laba rugi.
g. Piutang dari jaminan kendaraan g. Receivables from collateral vehicles
Ketika kendaraan yang dijaminkan ditarik When collateral vehicles are repossessed
karena terjadi wanprestasi atas perjanjian due to default on the financing agreement,
pembiayaan, piutang pembiayaan konsumen the consumer financing receivables are
direklasifikasi menjadi piutang dari jaminan reclassified as receivables from collateral
kendaraan. Piutang dari jaminan kendaraan vehicles. Receivables from collateral
dinyatakan pada nilai tercatat piutang vehicles are stated at the carrying value of
pembiayaan dikurangi penyisihan penurunan financing receivables deducted for
nilai pasar atas kendaraan yang dijaminkan impairment in market value of the collateral
tersebut. Grup memfasilitasi pelanggan untuk vehicles. The Group facilitates the customer
menjual kendaraan yang dijaminkan dengan to sell the collateral vehicles under fiducia
fidusia untuk keperluan penyelesaian arrangement for the purpose of recovering
piutang. Kelebihan hasil penjualan setelah the outstanding receivables. Any excess of
dikurangi saldo piutang yang tersisa akan proceeds from the sale after deducting the
dikembalikan kepada pelanggan. outstanding receivables will be refunded to
the customer.
Halaman - 20 - Page
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PT ASTRA INTERNATIONAL Tbk
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CATATAN ATAS NOTES TO
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
h. Persediaan h. Inventories
Persediaan dinyatakan dengan nilai yang Inventories are stated at the lower of cost or
lebih rendah antara harga perolehan dan nilai net realisable value. Cost is generally
realisasi bersih. Harga perolehan pada determined by the weighted average
umumnya ditentukan dengan menggunakan method for finished goods, work-in-progress
metode rata-rata tertimbang untuk barang and spare parts, except for certain
jadi, barang dalam penyelesaian dan suku subsidiaries for which cost is determined by
cadang, kecuali pada entitas anak tertentu, the “first-in, first-out” method or the “specific
yang ditentukan dengan menggunakan identification” method for units of heavy
metode ”masuk pertama, keluar pertama” equipment, work-in-progress of heavy
atau metode “identifikasi khusus” untuk unit equipment, used vehicle and real estate.
alat berat, alat berat dalam proses, The cost of finished goods and work-in-
kendaraan bekas dan real estat. Harga progress comprise of raw materials, labour
perolehan barang jadi dan barang dalam and an appropriate proportion of directly
penyelesaian terdiri dari biaya bahan baku, attributable fixed and variable overheads.
tenaga kerja serta alokasi biaya overhead Net realisable value is the estimated selling
yang dapat diatribusi secara langsung baik price in the ordinary course of business,
yang bersifat tetap maupun variabel. Nilai less an estimation of the cost of completion
realisasi bersih adalah estimasi harga and selling expenses.
penjualan dalam kegiatan usaha biasa,
dikurangi estimasi biaya penyelesaian dan
beban penjualan.
Persediaan real estat merupakan rumah dan Real estate inventory consists of landed
gedung apartemen dalam pembangunan dan houses and apartment buildings under
tersedia untuk dijual. Biaya pengembangan construction and available for sale. Real
real estat dikapitalisasi sebagai persediaan estate development costs are capitalised as
real estat yang terdiri dari biaya pra- real estate inventory which consist of pre-
perolehan, biaya perolehan tanah, biaya acquisition costs, land acquisition costs,
langsung proyek, biaya-biaya yang dapat project direct costs, costs that are directly
diatribusikan secara langsung ke aktivitas attributable to real estate development
pengembangan real estat dan biaya activities and borrowing costs. Capitalised
pinjaman. Biaya yang dikapitalisasi costs are allocated to each real estate unit
dialokasikan ke setiap unit real estat secara proportionately to the saleable lots. The cost
proporsional dengan area yang dijual. Biaya of inventory property is recognised in profit
persediaan properti diakui dalam laba rugi or loss at the costs incurred on the property
sebesar biaya yang timbul atas properti yang sold. Expenses which are not related to the
terjual. Biaya yang tidak terkait dengan development of real estate assets are
pengembangan aset real estat dibebankan expensed to profit or loss when incurred.
ke laba rugi saat terjadi.
Tanah untuk pengembangan terdiri dari biaya Land for development consists of pre-
pra-perolehan dan biaya perolehan tanah, acquisition and acquisition cost of land, and
dan akan dipindahkan ke persediaan real will be transferred to real estate inventory at
estat pada saat pengembangan tanah the time land development commences.
dimulai.
Termasuk dalam persediaan bahan baku Included within inventory raw material is
adalah bijih emas dan nikel yang merupakan gold ore and nickel ore which represents
bijih yang telah diekstraksi dan menunggu ore that has been extracted and is awaiting
proses lebih lanjut. further processing.
Halaman - 21 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
i. Investasi pada ventura bersama dan i. Investments in joint ventures and
entitas asosiasi associates
Ventura bersama adalah suatu entitas Joint ventures are entities that the Group
dimana Grup memiliki pengendalian bersama jointly controls with one or more other
dengan satu venturer atau lebih. Entitas venturers. Associates are entities over
asosiasi adalah suatu entitas dimana Grup which the Group exercises significant
memiliki pengaruh signifikan. Investasi pada influence. Investments in joint ventures and
ventura bersama dan entitas asosiasi dicatat associates are accounted for using the
dengan menggunakan metode ekuitas. equity method.
Goodwill yang diidentifikasikan pada saat Goodwill identified on acquisition of shares
akuisisi saham ventura bersama dan entitas of joint ventures and associates is disclosed
asosiasi, disajikan sebagai bagian dari as a part of investments in joint ventures
investasi pada ventura bersama dan entitas and associates.
asosiasi.
Bagian Grup atas laba atau rugi dan The Group’s share of post-acquisition profit
penghasilan komprehensif lain dari ventura or loss and other comprehensive income
bersama dan entitas asosiasi setelah akuisisi are recognised in profit or loss and other
diakui pada laba rugi dan penghasilan comprehensive income, with a
komprehensif lain, diikuti dengan corresponding adjustment to the carrying
penyesuaian pada jumlah tercatat value of the investment. Dividends received
investasinya. Dividen yang diterima dari from the joint ventures and associates are
ventura bersama dan entitas asosiasi diakui recognised as a reduction in the carrying
sebagai pengurang jumlah tercatat investasi. value of the investment.
Jika bagian Grup atas kerugian adalah sama When the Group’s share of losses equals or
dengan atau melebihi jumlah tercatat exceeds its carrying amount of the
investasinya, Grup menghentikan pengakuan investment, the Group does not recognise
bagian kerugiannya, kecuali Grup memiliki further losses, unless it has incurred
kewajiban atau melakukan pembayaran atas obligations or made payments on behalf of
nama ventura bersama dan entitas asosiasi. the joint ventures and associates.
Jika kepemilikan saham pada ventura If the ownership interest in a joint venture
bersama atau entitas asosiasi berkurang or an associate is reduced but joint control
namun pengendalian bersama atau or significant influence is retained, only
pengaruh signifikan dipertahankan, hanya a proportion of the amounts that were
sebagian proporsional dari jumlah yang telah previously recognised in other
diakui sebelumnya dalam pendapatan comprehensive income are reclassified to
komprehensif lain yang direklasifikasi ke laba profit or loss, or retained earnings, in
rugi, atau saldo laba, sesuai dengan pola accordance with the pattern required for the
yang dipersyaratkan atas pelepasan aset disposal of related assets or liabilities.
atau liabilitas yang terkait.
Halaman - 22 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
j. Investasi pada instrumen ekuitas dan j. Investments in equity and debt
utang instruments
Grup mengklasifikasi investasi menjadi dua The Group classifies its investments into
kategori berikut: two following categories:
1. Diukur pada nilai wajar, melalui 1. Measured at fair value, either through
penghasilan komprehensif lain atau other comprehensive income or through
melalui laba rugi; dan profit or loss; and
2. Diukur pada biaya perolehan diamortisasi. 2. Measured at amortised cost.
Klasifikasi tersebut berdasarkan model bisnis The classification is based on the Group’s
Grup dan karakteristik arus kas kontraktual. business model and the contractual cash
flows characteristics.
Investasi pada instrumen ekuitas diukur pada Investments in equity instruments are
nilai wajar dan diakui pada laba rugi. measured at fair value and recognised in
profit or loss.
Dividen dari investasi pada instrumen ekuitas Dividends from equity investments
diakui pada saat diumumkan dan dicatat securities are recognised when declared
pada laba rugi. and recorded in profit or loss.
Investasi pada instrumen utang yang Investments in debt instruments which meet
memenuhi dua kondisi berikut, diukur pada both of the following conditions, are
nilai wajar melalui penghasilan komprehensif measured at fair value through other
lain: comprehensive income:
• Dimiliki untuk mendapatkan arus kas • Held to collect contractual cash flows
kontraktual dan untuk dijual; dan and for sale; and
• Arus kas yang dihasilkan semata-mata • The cash flows are arising from solely
berasal dari pembayaran pokok dan payments of principal and interest on the
bunga dari jumlah pokok terutang. principal amount outstanding.
Pada saat pelepasan, akumulasi laba/rugi Upon disposal, the accumulated
yang sebelumnya diakui dalam penghasilan gains/losses previously recognised in other
komprehensif lain direklasifikasi ke laba rugi. comprehensive income are reclassified to
profit or loss.
Sedangkan investasi pada instrumen utang Meanwhile, investments in debt instruments
yang memenuhi dua kondisi berikut, diukur which meet both of the following conditions,
pada biaya perolehan diamortisasi: are measured at amortised cost:
• Dimiliki untuk mendapatkan arus kas • Held to collect contractual cash flows till
kontraktual hingga jatuh tempo; dan maturity; and
• Arus kas yang dihasilkan semata-mata • The cash flows are arising from solely
berasal dari pembayaran pokok dan payments of principal and interest on the
bunga dari jumlah pokok terutang. principal amount outstanding.
Keuntungan/kerugian yang timbul dari Any gains/losses arising on derecognition is
penghentian pengakuan diakui pada laba recognised in profit or loss.
rugi.
Halaman - 23 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
j. Investasi pada instrumen ekuitas dan j. Investments in equity and debt
utang (lanjutan) instruments (continued)
Pada tanggal akhir periode pelaporan, Grup At the end of the reporting period, the Group
mengevaluasi kerugian kredit ekspektasian assesses the expected credit losses with
dengan mempertimbangkan informasi yang considering the forward-looking information
bersifat forward-looking terhadap investasi associated with investments which
yang diukur pada nilai wajar melalui measured at fair value through other
penghasilan komprehensif lain dan biaya comprehensive income and amortised cost.
perolehan diamortisasi. Investasi tersebut The investments are impaired when one or
mengalami penurunan nilai ketika satu atau more events that have a detrimental impact
lebih peristiwa yang memiliki dampak on the estimated future cash flows have
merugikan atas estimasi arus kas masa occurred. Any impairment is recognised in
depan telah terjadi. Penurunan nilai tersebut profit or loss.
diakui dalam laba rugi.
k. Properti investasi k. Investment properties
Properti investasi merupakan tanah atau Investment properties represent land or
bangunan yang dimiliki untuk sewa operasi buildings held for operating lease, rather
dan tidak digunakan maupun dijual dalam than for use or sale in the ordinary course of
kegiatan operasi. Properti investasi juga business. Investment property also includes
termasuk properti yang masih dalam proses property that is being constructed or
konstruksi atau pembangunan untuk developed for future use as investment
penggunaan di masa yang akan datang property.
sebagai properti investasi.
Properti investasi dicatat sebesar nilai wajar Investment properties are stated at fair
yang mencerminkan kondisi pasar yang value which reflects market conditions
ditentukan oleh penilai independen. which is determined by independent
Perubahan dalam nilai wajar dicatat pada appraiser. Changes in fair value are
laba rugi (lihat Catatan 2m). Properti recorded in the profit or loss (refer to Note
investasi dalam penyelesaian diukur sebesar 2m). Investment properties under
biaya perolehan sampai nilai wajarnya dapat construction are measured at cost until the
diukur secara andal atau proses konstruksi fair value becomes reliably measurable or
selesai, mana yang lebih awal. the construction is completed, whichever is
earlier.
l. Tanaman produktif l. Bearer plants
Tanaman produktif merupakan tanaman Bearer plants comprise immature plantations
belum menghasilkan dan tanaman and mature plantations that are used and
menghasilkan yang digunakan dan expected to bear agricultural produce for
diharapkan menghasilkan produk agrikultur more than one period.
untuk jangka waktu lebih dari satu periode.
Tanaman belum menghasilkan dinyatakan Immature plantations are stated at
sebesar harga perolehan yang meliputi biaya acquisition cost which includes costs incurred
persiapan lahan, penanaman, pemupukan for field preparation, planting, fertilising and
dan pemeliharaan, kapitalisasi biaya pinjaman maintenance, capitalisation of borrowing
yang digunakan untuk membiayai costs incurred on loans used to finance the
pengembangan tanaman belum menghasilkan development of immature plantations and an
dan biaya tidak langsung lainnya yang allocation of other indirect costs based on
dialokasikan berdasarkan luas hektar planted hectares.
tertanam.
Halaman - 24 - Page
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
l. Tanaman produktif (lanjutan) l. Bearer plants (continued)
Pada saat tanaman sudah menghasilkan, When the plantations are mature, the
akumulasi harga perolehan tersebut accumulated costs are reclassified to mature
direklasifikasi ke tanaman menghasilkan. plantations. Depreciation of mature
Depresiasi tanaman menghasilkan dimulai plantations commences in the year when the
pada tahun dimana tanaman tersebut plantations are mature using the straight-line
menghasilkan, dengan menggunakan metode method over the estimated useful life of 20
garis lurus selama taksiran masa manfaat years.
ekonomis yaitu 20 tahun.
Umur manfaat ditelaah pada setiap tanggal Useful lives are reviewed at each balance
neraca dan jika perlu disesuaikan dengan sheet date and adjusted, if appropriate, to
menyertakan beberapa aspek termasuk setiap incorporate several aspects including any
dampak potensial yang timbul dari perubahan potential impacts arising from climate
iklim. change.
m. Aset tetap dan depresiasi m. Fixed assets and depreciation
Aset tetap diakui sebesar harga perolehan, Fixed assets are stated at cost, less
dikurangi dengan akumulasi depresiasi dan accumulated depreciation and impairment.
penurunan nilai. Aset tetap yang dimiliki Fixed assets which were directly owned by
langsung oleh Grup, kecuali tanah dan aset the Group, except land and assets under
dalam penyelesaian, disusutkan sampai construction, are depreciated to their
dengan nilai sisanya dengan menggunakan residual value using the straight-line
metode garis lurus, berdasarkan estimasi method, based on the estimated useful lives
masa manfaat aset tetap sebagai berikut: of the fixed assets as follows:
Tahun/Years
Bangunan dan fasilitasnya 2 - 40 Building and leasehold improvement
Mesin dan peralatan 2 - 25 Machinery and equipment
Alat berat 4-8 Heavy equipment
Alat pengangkutan 2 - 25 Transportation equipment
Perabot dan peralatan kantor 2 - 10 Furniture and office equipment
Alat pengangkutan yang disewakan 4-8 Transportation equipment for lease
Peralatan kantor yang disewakan 2-5 Office equipment for lease
Alat berat yang disewakan 3 Heavy equipment for lease
Tanah tidak disusutkan. Land is not depreciated.
Akumulasi biaya konstruksi bangunan, The accumulated costs of the construction
pemasangan mesin dan alat berat of building and the installation of machinery
dikapitalisasi sebagai “Aset dalam and heavy equipment are capitalised as
penyelesaian”. Biaya-biaya tersebut “Assets under construction”. These costs
direklasifikasi ke akun aset tetap pada saat are reclassified to the fixed asset accounts
proses konstruksi atau pemasangan selesai. when the construction or installation is
Depresiasi mulai dibebankan pada saat aset completed. Depreciation is charged from the
tersebut siap untuk digunakan. date when assets are ready for use.
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2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
m. Aset tetap dan depresiasi (lanjutan) m. Fixed assets and depreciation (continued)
Biaya-biaya setelah pengakuan awal aset Subsequent costs are included in the
diakui sebagai bagian dari nilai tercatat aset assets’ carrying amount or recognised as a
atau sebagai aset yang terpisah, separate asset, as appropriate, only when it
sebagaimana seharusnya, hanya apabila is probable that future economic benefits
kemungkinan besar Grup akan mendapatkan associated with the item will flow to the
manfaat ekonomis di masa depan berkenaan Group and the cost of the item can be
dengan aset tersebut dan biaya perolehan measured reliably. Amounts in respect of
aset dapat diukur dengan andal. Nilai dari replaced parts are derecognised. All other
komponen yang diganti akan dihapuskan. repairs and maintenance are charged to
Biaya perbaikan dan pemeliharaan profit or loss during the period in which they
dibebankan ke dalam laba rugi selama are incurred.
periode dimana biaya-biaya tersebut terjadi.
Atas setiap perolehan hak atas tanah, Grup For each landright procured, the Group
menganalisa fakta atas masing-masing hak analyses the facts of each landright to
atas tanah untuk menentukan penerapan determine the appropriate accounting
akuntansi yang tepat. Jika perolehan hak treatment. If the landrights procured are
atas tanah secara substansi menyerupai substantially similar to land purchase, and
pembelian tanah, dan menyebabkan results in the transfer of land ownership
pengalihan kepemilikan hak atas tanah rights to the Group, the landrights are
kepada Grup, maka hak atas tanah classified as fixed assets.
diklasifikasikan sebagai aset tetap.
Jika hak atas tanah tersebut tidak secara If the landrights do not effectively provide
efektif memberikan pengendalian atas aset control of the underlying assets, but only
pendasar, melainkan hanya memberikan hak give the rights to use the underlying assets,
untuk menggunakan aset pendasar, maka the Group applies the accounting treatment
Grup menerapkan perlakuan akuntansi of these transactions as leases, refer to
atas transaksi tersebut sebagai sewa, lihat Note 2ab.
Catatan 2ab.
Nilai residu, umur manfaat aset dan metode The assets’ residual values, useful lives and
depresiasi ditelaah dan jika perlu depreciation method are reviewed and
disesuaikan, pada akhir periode pelaporan adjusted if appropriate, at the end of the
dengan menyertakan beberapa aspek reporting period to incorporate several
termasuk setiap dampak potensial yang aspects including any potential impacts
timbul dari perubahan iklim. arising from climate change.
Apabila aset tetap dilepas, maka nilai tercatat When fixed assets are disposed, the
dihentikan pengakuannya dan keuntungan carrying value is derecognised and the
atau kerugian yang dihasilkan dari pelepasan resulting gains or losses on the disposal of
aset tetap diakui dalam laba rugi. fixed assets is recognised in profit or loss.
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2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
m. Aset tetap dan depresiasi (lanjutan) m. Fixed assets and depreciation (continued)
Transfer aset tetap ke, atau dari, properti Transfers of fixed assets to, or from,
investasi dilakukan ketika terdapat investment properties shall be made when
perubahan penggunaan. Untuk transfer aset there is a change in usage. For a transfer
dari properti investasi ke aset tetap, biaya from investment properties to fixed assets,
perolehan dicatat sebesar nilai wajar pada the fixed assets' deemed cost shall be its
tanggal perubahan penggunaan (lihat fair value at the date of change in use (refer
Catatan 2k). Untuk transfer dari aset tetap ke to Note 2k). For a transfer from fixed assets
properti investasi, aset tetap dicatat sebesar to investment properties, the fixed assets
nilai wajar pada tanggal transfer dan are recorded at fair value at the date of
keuntungan atau kerugian yang timbul transfer and any revaluation gain or loss is
karena revaluasi tersebut dicatat sebagai accounted for as an other comprehensive
penghasilan komprehensif lainnya dan income and accumulated under the
diakumulasikan sebagai surplus atau revaluation surplus or deficit in equity.
pengurangan revaluasi pada ekuitas.
n. Properti pertambangan n. Mining properties
Properti pertambangan teridentifikasi yang Identifiable mining properties acquired in
diperoleh melalui suatu kombinasi bisnis a business combination are initially
pada awalnya diakui sebagai aset sebesar recognised as assets at their fair value.
nilai wajarnya. Properti pertambangan Mining properties are stated at cost less
disajikan sebesar harga perolehan dikurangi accumulated depreciation and impairment.
dengan akumulasi depresiasi dan penurunan The value of mining properties is
nilai. Nilai dari properti pertambangan ini depreciated using the units of production
disusutkan menggunakan metode unit method from the date of the commencement
produksi sejak awal operasi komersial of commercial operations. The depreciation
perusahaan. Depresiasi tersebut dihitung is calculated based on estimated mineable
berdasarkan estimasi cadangan. Perubahan reserves. Changes in estimated reserves
dalam estimasi cadangan dilakukan secara are accounted for, on a prospective basis,
prospektif, dimulai sejak periode terjadinya from the beginning of the period in which the
perubahan. change occurs.
Umur manfaat ditelaah pada setiap tanggal Useful lives are reviewed at each balance
neraca dan jika perlu disesuaikan dengan sheet date and adjusted, if appropriate, to
menyertakan beberapa aspek termasuk setiap incorporate several aspects including any
dampak potensial yang timbul dari perubahan potential impacts arising from climate
iklim. change.
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(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
o. Hak konsesi o. Concession rights
Hak konsesi merupakan hak pengusahaan Concession rights are operating rights for toll
jalan tol berdasarkan perjanjian konsesi jasa. roads under service concession
Hak konsesi jalan tol diakui sebesar nilai arrangements. Toll road concession rights
wajar dari imbalan yang diterima atau yang are stated at the fair value of consideration
akan diterima atas jasa konstruksi yang telah received or receivable for the construction
diberikan, termasuk margin konstruksi, services delivered, which include any
dikurangi dengan akumulasi amortisasi dan construction margin, less accumulated
penurunan nilai. Hak konsesi jalan tol amortisation and impairment. Toll road
diamortisasi menggunakan metode unit concession rights are amortised using the
produksi (jumlah kendaraan) sejak jalan tol units of production (volume of traffic) method
siap digunakan. Amortisasi tersebut dihitung from the date of toll roads are ready for use.
berdasarkan estimasi jumlah kendaraan. The amortisation is calculated based on
Perubahan dalam estimasi jumlah kendaraan estimated volume of traffic. Changes in
dilakukan secara prospektif, dimulai sejak estimated volume of traffic are accounted
periode terjadinya perubahan. for, on a prospective basis, from the
beginning of the period in which the change
occurs.
p. Goodwill p. Goodwill
Goodwill merupakan selisih lebih biaya Goodwill represents the excess of the cost
perolehan atas kepemilikan Grup terhadap of an acquisition over the fair value of the
nilai wajar aset neto teridentifikasi entitas Group’s share of the net identifiable assets
anak, ventura bersama atau entitas asosiasi of the acquired subsidiary, joint venture or
pada tanggal akuisisi. Kepentingan associate at the effective date of acquisition.
nonpengendali diukur pada proporsi Non-controlling interests are measured at
kepemilikan kepentingan nonpengendali atas their proportionate share of the net
aset neto teridentifikasi pada tanggal akuisisi. identifiable assets at the acquisition date. If
Jika biaya perolehan lebih rendah dari nilai the cost of acquisition is less than the fair
wajar aset neto yang diperoleh, perbedaan value of the net assets acquired, the
tersebut diakui langsung dalam laba rugi. difference is recognised directly in profit or
loss.
Goodwill yang diakui atas akuisisi entitas Goodwill recognised on acquisition of a
anak diuji penurunan nilainya setiap tahun subsidiary is tested for impairment annually
dan ketika terdapat indikasi penurunan nilai. and whenever there is an indication of
Goodwill dialokasikan pada setiap unit impairment. Goodwill is allocated to cash-
penghasil kas atau kelompok unit penghasil generating units or groups of cash-
kas untuk tujuan uji penurunan nilai. generating units for the purpose of
impairment testing.
Goodwill yang diakui atas akuisisi ventura Goodwill recognised on acquisition of a joint
bersama atau entitas asosiasi disajikan di venture or associate is included in the
dalam investasi pada ventura bersama dan investment in joint venture and associate
entitas asosiasi dan selanjutnya diuji and subsequently tested for impairment as
penurunan nilainya sebagai suatu aset a single asset along with its investment,
tunggal bersama dengan investasinya, lihat refer to Note 2i.
Catatan 2i.
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kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
p. Goodwill (lanjutan) p. Goodwill (continued)
Apabila investasi pada entitas anak, ventura When the investment in a subsidiary, joint
bersama atau entitas asosiasi dilepas, maka venture or associate is disposed, the
nilai tercatat investasi dan nilai tercatat carrying amount of the investment and the
goodwill yang terkait dihentikan carrying amount of associated goodwill are
pengakuannya dan keuntungan atau derecognised and the resulting gains or
kerugian yang dihasilkan dari pelepasan losses on the disposal of the investment are
investasi diakui dalam laba rugi. recognised in profit or loss.
q. Penurunan nilai aset nonkeuangan q. Impairment of non-financial assets
Aset tetap dan aset tidak lancar lainnya, Fixed assets and other non-current assets,
termasuk aset takberwujud, selain goodwill, including intangible assets, other than
ditelaah untuk mengetahui apakah telah goodwill, are reviewed for impairment
terjadi penurunan nilai bilamana terdapat whenever events or changes in
kejadian atau perubahan keadaan yang circumstances indicate that the carrying
mengindikasikan bahwa nilai tercatat aset amount may not be recoverable. An
tersebut tidak dapat terpulihkan. Kerugian impairment loss is recognised for the
akibat penurunan nilai diakui sebesar selisih amount by which the carrying amount of the
antara nilai tercatat aset dengan jumlah asset exceeds its recoverable amount.
terpulihkan dari aset tersebut.
Jumlah terpulihkan atas sebuah aset adalah Recoverable amount of an asset is the
nilai yang lebih tinggi antara nilai wajar higher of its fair value less costs of disposal,
dikurangi biaya pelepasan, dengan nilai and its value in use. For the purposes of
pakai. Dalam rangka mengukur penurunan assessing impairment, assets are grouped
nilai, aset dikelompokkan hingga unit terkecil at the lowest levels for which there are
yang menghasilkan arus kas terpisah. separately identifiable cash flows.
Pada tanggal pelaporan, aset nonkeuangan, At the reporting date, impaired non-financial
selain goodwill, yang telah mengalami assets, other than goodwill, are reviewed for
penurunan nilai ditelaah untuk menentukan possible reversal of the impairment.
apakah terdapat kemungkinan pemulihan Recoverable amount is immediately
penurunan nilai. Jumlah terpulihkan langsung recognised in profit or loss, but not in
diakui dalam laba rugi, tetapi tidak boleh excess of any accumulated impairment loss
melebihi akumulasi rugi penurunan nilai yang previously recognised.
telah diakui sebelumnya.
r. Instrumen keuangan derivatif r. Derivative financial instruments
Grup hanya melakukan kontrak instrumen The Group only enters into derivative
keuangan derivatif untuk melindungi financial instrument contracts in order to
eksposur yang mendasarinya (“underlying”). hedge underlying exposures. Derivative
Instrumen keuangan derivatif diukur sebesar financial instruments are recognised at their
nilai wajarnya. fair values.
Metode pengakuan keuntungan atau The method of recognising the resulting
kerugian yang timbul tergantung dari apakah gains or losses depends on whether the
derivatif tersebut dimaksudkan sebagai derivative is designated as a hedging
instrumen lindung nilai untuk tujuan instrument for accounting purposes and the
akuntansi dan sifat dari item yang dilindung nature of the item being hedged. The Group
nilai. Grup menentukan derivatif sebagai designates derivatives as hedges of the
lindung nilai atas risiko suku bunga dan nilai interest rate and foreign exchange rate risk
tukar mata uang asing sehubungan dengan associated with a recognised liability and
liabilitas yang diakui serta lindung nilai atas hedges of the price risk of commodity (cash
risiko harga komoditas (lindung nilai atas flow hedges).
arus kas).
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kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
r. Instrumen keuangan derivatif (lanjutan) r. Derivative financial instruments
(continued)
Perubahan nilai wajar derivatif yang Changes in the fair value of derivatives that
ditetapkan dan memenuhi kriteria lindung are designated and qualify as cash flow
nilai atas arus kas untuk tujuan akuntansi, hedges for accounting purposes and that
bagian efektifnya diakui di penghasilan are effective, are recognised in other
komprehensif lain, sedangkan bagian yang comprehensive income, while the ineffective
tidak efektif diakui langsung pada laba rugi. portion is recognised immediately in profit or
loss.
Ketika instrumen derivatif tersebut When a hedging instrument expires, or
kadaluarsa atau tidak lagi memenuhi kriteria when a hedge no longer meets the criteria
lindung nilai untuk tujuan akuntansi, maka for hedge accounting, the cumulative gains
keuntungan atau kerugian kumulatif di or losses in equity are recognised in profit or
ekuitas diakui pada laba rugi. Jumlah loss. Amounts accumulated in equity are
akumulasi dalam ekuitas dibebankan ke laba recycled to profit or loss in the periods when
rugi ketika unsur yang dilindungi nilainya the hedged item affects profit or loss.
mempengaruhi laba rugi.
Perubahan nilai wajar derivatif yang tidak Changes in the fair value of derivatives that
memenuhi kriteria lindung nilai untuk tujuan do not meet the criteria for hedge
akuntansi diakui pada laba rugi. accounting purposes are recorded in profit
or loss.
Nilai wajar instrumen keuangan derivatif The fair value of derivative financial
diklasifikasikan sebagai aset atau liabilitas instruments are classified as a non-current
tidak lancar jika sisa jatuh tempo instrumen asset or liability if the remaining maturities
keuangan derivatif lebih dari 12 bulan. of the derivative financial instruments are
greater than 12 months.
Pengukuran nilai wajar atas interest rate The fair value measurements of interest rate
swaps, cross currency swaps, kontrak swaps, cross currency swaps, forward
berjangka valuta asing dan kontrak foreign exchange contracts and commodity
komoditas dihitung berdasarkan tingkat suku contracts were calculated by reference to
bunga pasar, kurs valuta asing dan harga observable market interest rates, foreign
pasar komoditas yang dapat diobservasi. exchange rates and market price of
commodity.
s. Utang usaha s. Trade payables
Utang usaha pada awalnya diakui sebesar Trade payables are initially measured at fair
nilai wajar dan selanjutnya diukur pada biaya value and subsequently measured at
perolehan diamortisasi dengan menggunakan amortised cost using the effective interest
metode suku bunga efektif, kecuali jika efek method, except where the effect of
diskontonya tidak material. discounting would be immaterial.
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2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
t. Kontrak asuransi t. Insurance Contracts
Kontrak asuransi adalah kontrak yang Insurance contracts are contracts under
membuat Grup menanggung risiko asuransi which the Group accepts significant
yang signifikan. Kontrak reasuransi adalah insurance risk. Reinsurance contracts are
kontrak yang dimiliki oleh Grup di mana risiko contracts held by the Group in which
asuransi yang signifikan terkait kontrak significant insurance risk related to
asuransi yang mendasarinya dialihkan kepada underlying insurance contracts are
pihak lain. transferred to other parties.
Pada pengakuan awal, kontrak asuransi On initial recognition, insurance contracts
diukur sebagai total dari: are measured as the total of:
a. arus kas pemenuhan (“FCF”), yang a. the Fulfilment Cash Flows (“FCF”),
meliputi penyesuaian untuk mencerminkan adjusted to reflect the time value of
nilai waktu uang dan risiko keuangan money and the associated financial
terkait, serta penyesuaian risiko untuk risks, and a risk adjustment for non-
risiko nonkeuangan; dan financial risk; and
b. margin jasa kontraktual (“CSM”). b. the Contractual Service Margin (“CSM”).
FCF merupakan estimasi kini atas arus kas The FCF are the current estimates of the
masa depan dalam batas kontrak yang future cash flows within the contract
diharapkan diterima Grup dari premi dan boundary that the Group expects to collect
pembayaran untuk klaim, manfaat dan beban, from premiums and pay out for claims,
yang disesuaikan untuk mencerminkan waktu benefits and expenses, adjusted to reflect
dan ketidakpastian arus kas tersebut. the timing and the uncertainty of those
amounts.
CSM adalah komponen dari jumlah tercatat The CSM is a component of the carrying
aset atau liabilitas kontrak asuransi yang amount of the insurance contract asset or
merupakan laba yang belum diakui, yang liability representing the unearned profit that
akan diakui seiring pemberian jasa di masa the Group will recognise as it provides
depan. insurance contract services in the future.
Setelah pengakuan awal, jumlah tercatat Subsequently, the carrying amount at each
kontrak asuransi pada setiap tanggal reporting date is the sum of:
pelaporan merupakan penjumlahan dari: a. the Liability for Remaining Coverage
a. liabilitas atas sisa masa pertanggungan (“LRC”), which comprises:
(“LRC”), yang terdiri dari: - the FCF that relate to services that
- FCF terkait jasa yang akan diberikan will be provided under the contracts in
sesuai kontrak di masa mendatang; dan future periods; and
- sisa CSM pada tanggal tersebut - any remaining CSM at that date
b. liabilitas atas kejadian klaim (“LIC”) b. the Liability for Incurred Claims (“LIC”)
mencakup arus kas pemenuhan untuk includes the fulfilment cash flows for
klaim dan beban yang telah terjadi namun incurred claims and expenses that have
belum dibayar, termasuk klaim yang terjadi not yet been paid, including claims that
namun belum dilaporkan (“IBNR”). have been Incurred But Not yet
Reported (“IBNR”).
Halaman - 31 - Page
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2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
u. Provisi u. Provisions
Provisi diakui apabila Grup mempunyai Provisions are recognised when the Group
kewajiban kini (baik bersifat hukum maupun has a present obligation (legal as well as
konstruktif) sebagai akibat peristiwa masa lalu constructive) as a result of past events and
dan besar kemungkinan penyelesaian it is more likely than not that an outflow of
kewajiban tersebut mengakibatkan arus keluar resources embodying economic benefits will
sumber daya dan kewajiban tersebut dapat be required to settle the obligation and a
diestimasi dengan andal. reliable estimate of the amount of the
obligation can be made.
Provisi diukur sebesar nilai kini dari estimasi Provisions are measured at the present
terbaik manajemen atas pengeluaran yang value of management’s best estimate of the
diperlukan untuk menyelesaikan liabilitas kini expenditure required to settle the present
pada akhir periode pelaporan. Tingkat obligation at the end of the reporting period.
diskonto digunakan untuk menentukan nilai The discount rate used to determine the
kini dan risiko yang terkait dengan kewajiban. present value incorporates the risks specific
Peningkatan provisi seiring dengan to the liability. The increase in the provision
berjalannya waktu diakui sebagai biaya due to the passage of time is recognised as
keuangan. finance costs.
v. Pinjaman v. Borrowings
Pada saat pengakuan awal, pinjaman diakui Borrowings are initially recognised at fair
sebesar nilai wajar, dikurangi dengan biaya- value, net of transaction costs incurred.
biaya transaksi yang terjadi. Selanjutnya, Subsequently, borrowings are stated at
pinjaman diukur pada biaya perolehan amortised cost using the effective interest
diamortisasi dengan menggunakan metode method.
suku bunga efektif.
Biaya pinjaman yang dapat diatribusikan Borrowing costs, which are directly
secara langsung dengan akuisisi atau attributable to the acquisition or construction
konstruksi aset kualifikasian, dikapitalisasi of qualifying assets, are capitalised until the
hingga aset tersebut selesai secara asset is substantially completed. All other
substansial. Biaya pinjaman lainnya diakui borrowing costs are recognised in profit or
sebagai beban dalam laba rugi pada periode loss in the period in which they are incurred.
terjadinya.
Pinjaman diklasifikasikan sebagai liabilitas Borrowings are classified under current
jangka pendek kecuali jika Grup memiliki liabilities unless the Group has discretion
diskresi dan niat untuk memperpanjang and intention to roll-over as required by the
sesuai persyaratan perjanjian dan akan jatuh agreements and their maturities are more
tempo dalam waktu lebih dari 12 bulan than 12 months after the reporting period.
setelah periode pelaporan.
w. Imbalan kerja w. Employee benefits
Imbalan kerja jangka pendek Short-term employee benefits
Imbalan kerja jangka pendek diakui pada Short-term employee benefits are
saat terutang kepada karyawan. recognised when accrued to the employees.
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(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
w. Imbalan kerja (lanjutan) w. Employee benefits (continued)
Imbalan pascakerja Post-employment benefits
Grup memiliki program pensiun imbalan pasti The Group has defined benefit and defined
dan iuran pasti. contribution pension plans.
Program pensiun imbalan pasti adalah A defined benefit pension plan is a pension
program pensiun yang menetapkan jumlah plan that defines an amount of pension that
imbalan pensiun yang akan diterima oleh will be received by the employee on
karyawan pada saat pensiun, yang biasanya becoming entitled to a pension, which
tergantung pada beberapa faktor, seperti usually depends on factors, such as age,
umur, masa kerja dan jumlah kompensasi years of service and compensation (Dana
(Dana Pensiun Astra 1 - DPA 1). Pensiun Astra 1 - DPA 1).
Program pensiun iuran pasti adalah program Defined contribution plans are pension
pensiun dimana Grup akan membayar iuran plans under which the Group pay fixed
tetap kepada sebuah entitas terpisah (Dana contributions into a separate entity (Dana
Pensiun Astra 2 - DPA 2). Pensiun Astra 2 - DPA 2).
Grup diharuskan menyediakan imbalan The Group is required to provide a minimum
pensiun minimum yang diatur dalam pension benefit as stipulated in the
undang-undang, yang merupakan liabilitas regulations, which represents an underlying
imbalan pasti. Jika imbalan pensiun sesuai defined benefit obligation. If the pension
dengan undang-undang lebih besar dari benefits based on regulations are higher
program pensiun yang ada, selisih tersebut than those based on the existing pension
diakui sebagai bagian dari liabilitas imbalan plan, the difference is recorded as part of
pensiun. the overall pension benefits obligation.
Liabilitas imbalan pensiun merupakan nilai The pension benefit obligation is the present
kini liabilitas imbalan pasti pada akhir periode value of the defined benefit obligation at the
pelaporan dikurangi dengan nilai wajar aset end of the reporting period less the fair
program. Liabilitas imbalan pasti dihitung value of plan assets. The defined benefit
setiap tahun oleh aktuaris independen obligation is calculated annually by an
dengan menggunakan metode projected unit independent actuary using the projected unit
credit, dimana imbalan program diatribusikan credit method, in which the benefit under the
pada periode jasa yang menghasilkan plan is attributed to the periods of service
imbalan. that generate benefit.
Nilai kini liabilitas imbalan pasti ditentukan The present value of the defined benefit
dengan mendiskontokan estimasi arus kas di obligation is determined by discounting the
masa depan dengan menggunakan imbal estimated future cash outflows using the
hasil obligasi pemerintah jangka panjang yield at end of the reporting period of long-
pada akhir periode pelaporan dalam mata term government bonds denominated in
uang Rupiah sesuai dengan mata uang Rupiah in which the benefits will be paid and
dimana imbalan tersebut akan dibayarkan that have terms to maturity similar to the
dan yang memiliki jangka waktu yang sesuai related pension obligation.
dengan liabilitas imbalan pensiun yang
bersangkutan.
Pengukuran kembali yang timbul dari Remeasurements arising from experience
penyesuaian dan perubahan dalam asumsi- adjustments and changes in actuarial
asumsi aktuarial langsung diakui seluruhnya assumptions are directly recognised in other
melalui penghasilan komprehensif lainnya. comprehensive income. The balance of
Akumulasi saldo pengukuran kembali accumulated remeasurements is reported in
dilaporkan di saldo laba. retained earnings.
Halaman - 33 - Page
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
w. Imbalan kerja (lanjutan) w. Employee benefits (continued)
Imbalan pascakerja (lanjutan) Post-employment benefits (continued)
Biaya jasa lalu yang timbul dari amendemen Past service costs arising from amendment
atau kurtailmen program diakui sebagai or curtailment programs are recognised as
beban dalam laba rugi pada saat terjadinya. expense in profit or loss when incurred.
Perseroan dan beberapa entitas anak The Company and certain subsidiaries also
memberikan imbalan pascakerja lainnya, provide other post-employment benefits,
seperti uang pisah, cuti masa persiapan such as separation pay, retirement
pensiun dan uang penghargaan. Imbalan preparation leave and service pay. The
berupa uang pisah, dibayarkan kepada separation pay benefit is paid to employees
karyawan yang mengundurkan diri secara who voluntarily resign, subject to a minimum
sukarela, setelah memenuhi minimal masa number of years of service. Entitlement to
kerja tertentu. Cuti masa persiapan pensiun retirement preparation leave vests typically
umumnya diberikan tiga atau enam bulan three or six months before retirement. The
sebelum memasuki usia pensiun. Imbalan service pay benefit vests when the
berupa uang penghargaan diberikan apabila employees reach their retirement age.
karyawan bekerja hingga mencapai usia These benefits are accounted for using the
pensiun. Imbalan ini dihitung dengan same methodology as for the defined benefit
menggunakan metodologi yang sama pension plan.
dengan metodologi yang digunakan dalam
perhitungan program pensiun imbalan pasti.
Imbalan kerja jangka panjang lainnya Other long-term employee benefits
Imbalan kerja jangka panjang lainnya seperti Other long-term employee benefits such as
cuti berimbalan jangka panjang dan long service leave and jubilee awards are
penghargaan jubilee dihitung dengan calculated using the projected unit credit
menggunakan metode projected unit credit method and discounted to present value.
dan didiskontokan ke nilai kini. Imbalan ini These benefits are accounted for using the
dihitung dengan menggunakan metodologi same methodology as for the defined benefit
yang sama dengan metodologi yang pension plan, except for remeasurements
digunakan dalam perhitungan program which are recognised in profit or loss.
pensiun imbalan pasti, kecuali untuk
pengukuran kembali yang diakui pada laba
rugi.
x. Saham x. Shares
Saham biasa diklasifikasikan sebagai Ordinary shares are classified as equity.
ekuitas.
Tambahan biaya yang secara langsung Incremental costs directly attributable to the
terkait dengan penerbitan saham atau opsi issue of new shares or options, net of tax,
baru, setelah dikurangi pajak, disajikan pada are shown in equity as a deduction from the
bagian ekuitas sebagai pengurang jumlah proceeds.
yang diterima dari penerbitan saham atau
opsi tersebut.
Halaman - 34 - Page
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(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
y. Saham treasuri y. Treasury shares
Imbalan yang dibayarkan, termasuk setiap The consideration paid, including any
biaya tambahan yang dapat diatribusikan directly attributable incremental costs (net of
secara langsung (setelah pajak penghasilan), income taxes), is deducted from equity
dikurangkan dari ekuitas ketika Perseroan when the Company re-purchase the
membeli kembali modal saham Perseroan. Company's share capital. In the
Dalam laporan keuangan konsolidasian, consolidated financial statements, interests
kepemilikan Perseroan atas instrumen in the Company equity instruments are
ekuitas milik Perseroan disajikan sebagai presented as treasury shares.
saham treasuri.
z. Pengakuan pendapatan dan beban z. Revenue and expense recognition
Dalam menentukan pengakuan pendapatan, In determining revenue recognition, the
Grup melakukan analisa transaksi melalui Group performs analysis of transaction
lima langkah analisa berikut: through the following five steps of
1. Mengindentifikasi kontrak dengan assessment:
pelanggan, dengan kriteria sebagai 1. Identify contracts with customers with
berikut: certain criteria as follows:
- Kontrak telah disetujui oleh pihak- - The contract has been agreed by the
pihak terkait dalam kontrak; parties involved in the contract;
- Grup bisa mengidentifikasi hak dari - The Group can identify the rights of
pihak-pihak terkait dan jangka waktu relevant parties and the term of
pembayaran dari barang atau jasa payment for the goods or services to
yang akan dialihkan; be transferred;
- Kontrak memiliki substansi - The contract has commercial
komersial; dan substance; and
- Besar kemungkinan Grup akan - It is probable that the Group will
menerima imbalan atas barang atau receive benefits for the goods or
jasa yang dialihkan. services transferred.
2. Mengidentifikasi kewajiban pelaksanaan 2. Identify the performance obligations in
dalam kontrak, untuk menyerahkan the contract, to transfer goods or
barang atau jasa yang bersifat dapat services which are distinguishable to
dibedakan ke pelanggan. the customer.
3. Menentukan harga transaksi, setelah 3. Determine the transaction price, net of
dikurangi diskon, retur, insentif discounts, returns, sales incentives,
penjualan, pajak penjualan barang luxury sales tax, value added tax and
mewah, pajak pertambahan nilai dan export duty, which an entity expects to
pungutan ekspor, yang berhak diperoleh be entitled in exchange for transferring
suatu entitas sebagai kompensasi atas promised goods or services to a
diserahkannya barang atau jasa yang customer.
dijanjikan ke pelanggan.
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(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
z. Pengakuan pendapatan dan beban z. Revenue and expense recognition
(lanjutan) (continued)
4. Mengalokasikan harga transaksi 4. Allocate the transaction price to each
terhadap setiap kewajiban pelaksanaan performance obligation on the basis of
dengan menggunakan dasar harga jual the selling prices of each goods or
dari setiap barang atau jasa yang services promised in the contract.
dijanjikan di kontrak.
5. Mengakui pendapatan ketika kewajiban 5. Recognise revenue when performance
pelaksanaan telah dipenuhi (sepanjang obligation is satisfied (over time or at
waktu atau pada waktu tertentu). point in time).
Aset kontrak diakui apabila kewajiban A contract asset is recognised when
pelaksanaan yang telah dipenuhi melebihi performance obligation satisfied is more
pembayaran yang dilakukan oleh pelanggan. than the payments by the customer. A
Liabilitas kontrak diakui ketika pembayaran contract liability is recognised when the
yang dilakukan oleh pelanggan melebihi payments by the customer are more than
kewajiban pelaksanaan yang telah dipenuhi. the performance obligation satisfied. The
Liabilitas kontrak akan direalisasi menjadi contract liability will be recognised as
pendapatan ketika kewajiban pelaksanaan revenue when the performance obligation
telah dipenuhi. Aset kontrak disajikan dalam has been satisfied. Contract assets are
“Piutang usaha” dan liabilitas kontrak presented under “Trade receivables” and
disajikan dalam “Utang usaha”, “Liabilitas contract liabilities are presented under
lain-lain” dan “Pendapatan ditangguhkan”. “Trade payables”, “Other liabilities” and
“Unearned income”.
Kriteria tertentu juga harus terpenuhi untuk The specific criteria also must be met for
setiap aktivitas Grup seperti yang dijelaskan each of the Group’s activities as described
di bawah. below.
Pendapatan dari penjualan barang diakui Revenue from the sale of goods is
pada saat pengendalian atas barang telah recognised when the control of goods has
berpindah kepada pelanggan. been transferred to the customer.
Pendapatan jasa diakui pada saat pelanggan Revenue from the rendering of services is
menerima dan mengonsumsi manfaat dari recognised when the customer has received
jasa tersebut. and consumed benefit from the services.
Pendapatan dari pembiayaan konsumen dan Revenue from consumer financing and
sewa pembiayaan diakui sesuai dengan finance leases are recognised over the term
jangka waktu kontrak berdasarkan metode of the respective contracts using the
suku bunga efektif. effective interest method.
Pendapatan dari kontrak asuransi Revenue from insurance contracts
merupakan bagian imbalan yang diharapkan represents the portion of consideration that
menjadi hak Grup atas jasa yang telah the Group expects to be entitled to in
diberikan. exchange for those services.
Pendapatan dari jasa konstruksi diakui Revenue from construction services are
dengan metode persentase penyelesaian recognised based on the percentage of
berdasarkan kemajuan fisik proyek pada completion method, determined using
tanggal pelaporan. physical progress of the projects at the
reporting date.
Halaman - 36 - Page
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
z. Pengakuan pendapatan dan beban z. Revenue and expense recognition
(lanjutan) (continued)
Pendapatan jasa operasi dan pemeliharaan Revenue relating to operation and
atas perjanjian konsesi jasa diakui pada saat maintenance service under service
pelanggan menerima dan mengonsumsi concession arrangements is recognised
manfaat dari jasa tersebut. when the customer has received and
consumed benefit from the services.
Pendapatan dari penjualan real estat diakui Revenue from the sale of real estate is
pada saat pengendalian atas real estat telah recognised when the control of real estate
dialihkan kepada pelanggan. has been transferred to customers.
Beban diakui pada saat terjadinya, dengan Expenses are recognised as incurred on an
menggunakan dasar akrual. accruals basis.
aa. Perpajakan aa. Taxation
Beban pajak penghasilan terdiri dari pajak The income tax expense comprises current
penghasilan kini dan pajak penghasilan and deferred income tax. Tax is recognised
tangguhan. Pajak tersebut diakui dalam laba in profit or loss, except to the extent that it
rugi, kecuali apabila pajak tersebut terkait relates to items recognised to other
dengan transaksi atau kejadian yang diakui ke comprehensive income or directly to equity.
penghasilan komprehensif lain atau langsung
ke ekuitas.
Pajak penghasilan kini dihitung dengan The current income tax is calculated using
menggunakan tarif pajak dan undang-undang tax rates and tax laws that have been
perpajakan yang berlaku pada tanggal enacted at the reporting date. Current tax
pelaporan. Aset dan liabilitas pajak kini diukur assets and liabilities are measured at the
sebesar nilai yang diharapkan dapat amount expected to be recovered or paid.
terpulihkan atau dibayar.
Manajemen secara berkala mengevaluasi Management periodically evaluates
ketentuan yang diambil dalam Surat positions taken in tax returns with respect to
Pemberitahuan Pajak sehubungan dengan situations in which the applicable tax
situasi dimana peraturan pajak yang berlaku regulation is subject to interpretation. It
membutuhkan penafsiran. Hal ini establishes a provision, where appropriate,
menentukan jumlah provisi yang diperlukan on the basis of the amounts expected to be
yang sesuai dengan jumlah yang diharapkan paid to the tax authorities.
akan dibayarkan kepada otoritas pajak.
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
aa. Perpajakan (lanjutan) aa. Taxation (continued)
Pajak penghasilan tangguhan diakui dengan Deferred income tax is provided using the
menggunakan balance sheet liability method, balance sheet liability method, for tax losses
untuk rugi pajak belum dikompensasi dan carried forward and for all temporary
untuk semua perbedaan temporer antara differences arising between the tax bases of
dasar pengenaan pajak atas aset dan liabilitas assets and liabilities and their carrying
dengan nilai tercatatnya di masing-masing amount for each entity. Deferred tax shall
perusahaan. Semua perbedaan temporer be recognised for all taxable temporary
kena pajak diakui sebagai pajak tangguhan, differences, except to the extent that the
kecuali perbedaan temporer kena pajak yang deferred tax arises from the initial
berasal dari pengakuan awal goodwill, recognition of goodwill, the initial recognition
pengakuan awal aset atau liabilitas dari of an asset or liability in a transaction which
transaksi yang bukan kombinasi bisnis serta is not a business combination and also the
pengakuan awal aset atau liabilitas pada initial recognition of an asset or liability in a
waktu transaksi tidak mempengaruhi laba transaction which at the time of the
akuntansi dan laba kena pajak. transaction affects neither accounting profit
nor taxable profit.
Pajak penghasilan tangguhan ditentukan Deferred income tax is determined using tax
dengan menggunakan tarif pajak yang rates that have been enacted or
berlaku atau secara substansi telah substantially enacted as at the reporting
diberlakukan pada tanggal pelaporan dan date and are expected to be applied when
diharapkan berlaku pada saat aset pajak the related deferred tax asset is realised or
tangguhan direalisasi atau liabilitas pajak the deferred tax liability is settled.
tangguhan diselesaikan.
Aset pajak tangguhan diakui apabila besar Deferred tax assets are recognised to the
kemungkinan jumlah penghasilan kena pajak extent that it is probable that future taxable
di masa mendatang akan memadai untuk profit will be available against which the
dikompensasi dengan perbedaan temporer deductible temporary differences and tax
yang dapat dikurangkan dan rugi pajak yang losses carried forward can be utilised.
masih dapat dimanfaatkan.
ab. Sewa ab. Leases
Pada tanggal permulaan kontrak, Grup At inception of a contract, the Group
menilai apakah kontrak merupakan, atau assesses whether a contract is, or contains
mengandung sewa. Suatu kontrak a lease. A contract is, or contains, a lease if
merupakan, atau mengandung sewa, jika the contract conveys the right to control the
kontrak tersebut memberikan hak untuk use of an asset for a period of time in
mengendalikan penggunaan aset selama exchange for consideration.
jangka waktu tertentu untuk dipertukarkan
dengan imbalan.
Halaman - 38 - Page
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(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
ab. Sewa (lanjutan) ab. Leases (continued)
(i) Grup merupakan pihak penyewa (i) The Group as the lessee
Grup menyewa aset tetap tertentu dengan The Group leases certain fixed assets by
mengakui aset hak-guna dan liabilitas recognising the right-of-use assets and
sewa. Aset hak-guna diakui sebesar biaya lease liabilities. The right-of-use assets
perolehan, dikurangi dengan akumulasi are stated at cost, less accumulated
depresiasi dan penurunan nilai. Aset hak- depreciation and impairment. Right-of-
guna disusutkan selama jangka waktu use assets are depreciated over the
yang lebih pendek antara umur manfaat shorter of the useful life of the assets or
aset atau masa sewa. Aset hak-guna the lease term. Right-of-use assets are
disajikan sebagai bagian dari “Aset tetap”. classified as part of “Fixed assets”.
Liabilitas sewa diukur pada nilai kini Lease liabilities are measured at the
pembayaran sewa yang belum dibayar. present value of the lease payments that
Setiap pembayaran sewa dialokasikan are not paid. Each lease payment is
antara porsi pelunasan liabilitas dan biaya allocated between the liability portion and
keuangan. Liabilitas sewa disajikan finance cost. Lease liabilities are
sebagai liabilitas jangka panjang kecuali classified in long-term liabilities except for
untuk bagian yang jatuh tempo dalam those with maturities within 12 months or
waktu 12 bulan atau kurang yang less which are included in current
disajikan sebagai liabilitas jangka pendek. liabilities. The interest element of the
Unsur bunga dalam biaya keuangan finance cost is charged to profit or loss
dibebankan ke laba rugi selama masa over the lease period so as to produce a
sewa yang menghasilkan tingkat suku constant rate of interest on the remaining
bunga konstan atas saldo liabilitas. balance of the liability.
Grup tidak mengakui aset hak-guna dan The Group does not recognise right-of-
liabilitas sewa untuk: use assets and lease liabilities for:
- sewa jangka pendek yang memiliki - short-term leases that have a lease
masa sewa 12 bulan atau kurang; term of 12 months or less; or
atau - leases with low-value assets.
- sewa yang asetnya bernilai-rendah.
Pembayaran yang dilakukan untuk sewa Payments made under those leases are
tersebut dibebankan ke laba rugi dengan charged to profit or loss on a straight-line
dasar garis lurus selama masa sewa. basis over the period of the lease.
(ii) Grup merupakan pihak pemberi sewa (ii) The Group as the lessor
Sebagai pihak pemberi sewa, Grup As a lessor, the Group classifies each of
mengklasifikasi masing-masing sewanya its leases as either an operating lease or
baik sebagai sewa operasi atau sewa a finance lease.
pembiayaan.
Pendapatan sewa dari sewa operasi Rental income from operating leases is
diakui dengan dasar garis lurus selama recognised on a straight-line basis over
masa sewa. Lihat Catatan 2m dan 14 the lease term. Refer to Notes 2m and 14
atas sewaan untuk sewa operasi. on assets leased out under operating
lease.
Lihat Catatan 2f dan 2z untuk sewa Refer to Notes 2f and 2z for financing
pembiayaan. lease.
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(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
(lanjutan) (continued)
ac. Laba per saham ac. Earnings per share
Laba per saham dasar dihitung dengan Basic earnings per share is calculated by
membagi laba yang dapat diatribusikan dividing profit attributable to owners of the
kepada pemilik entitas induk dengan jumlah parent by the weighted average number of
rata-rata tertimbang saham biasa yang ordinary shares outstanding during the year.
beredar pada tahun yang bersangkutan.
Pada tanggal 31 Desember 2025 dan 2024, As at 31 December 2025 and 2024, there
tidak ada efek yang berpotensi menjadi were no existing instruments which could
saham biasa. Oleh karena itu, laba per result in the issue of further ordinary shares.
saham dilusian sama dengan laba per saham Therefore, diluted earnings per share is
dasar. equivalent to basic earnings per share.
ad. Dividen ad. Dividends
Pembagian dividen final diakui sebagai Final dividend distributions are recognised
liabilitas ketika dividen tersebut disetujui as a liability when the dividends are
Rapat Umum Pemegang Saham Perseroan. approved in the Company’s General
Pembagian dividen interim diakui sebagai Meeting of Shareholders. Interim dividend
liabilitas ketika dividen disetujui berdasarkan distributions are recognised as a liability
keputusan rapat Direksi dan persetujuan when the dividends are approved by a
Dewan Komisaris telah diperoleh serta sudah Board of Directors’ resolution, approval has
diumumkan kepada publik. been obtained from the Board of
Commissioners and a public announcement
has been made.
ae. Transaksi dengan pihak-pihak berelasi ae. Transactions with related parties
Grup melakukan transaksi dengan pihak- The Group enters into transactions with
pihak berelasi sebagaimana didefinisikan related parties as defined in PSAK 224:
dalam PSAK 224: Pengungkapan Pihak- Related Party Disclosures. All significant
pihak Berelasi. Seluruh transaksi dan saldo transactions and balances with related
yang signifikan dengan pihak-pihak berelasi parties are disclosed in the notes to the
diungkapkan dalam catatan atas laporan consolidated financial statements, refer to
keuangan konsolidasian, lihat Catatan 32. Note 32.
af. Pelaporan segmen af. Segment reporting
Segmen operasi dilaporkan dengan cara Operating segments are reported in a
yang konsisten dengan pelaporan internal consistent manner with the internal
yang diberikan kepada pengambil keputusan reporting provided to the chief operating
operasional. Pengambil keputusan decision-maker. The chief operating
operasional bertanggung jawab untuk decision-maker is responsible for allocating
mengalokasikan sumber daya, menilai resources, assessing performance of the
kinerja segmen operasi dan membuat operating segments and making strategic
keputusan strategis. decisions.
Halaman - 40 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. KOMBINASI BISNIS DAN TRANSAKSI 3. SIGNIFICANT BUSINESS COMBINATIONS
DENGAN KEPENTINGAN NONPENGENDALI AND TRANSACTIONS WITH NON-
YANG SIGNIFIKAN CONTROLLING INTERESTS
a. Kombinasi bisnis a. Business combinations
Pada tahun 2025, kombinasi bisnis yang In 2025, the business combinations
dilakukan oleh Grup adalah sebagai berikut: performed by the Group are as follows:
(i) Akuisisi PT Pratista Industrial Properti (i) Acquisition of PT Pratista Industrial
Satu dan PT Pratista Industrial Properti Properti Satu and PT Pratista
Dua Industrial Properti Dua
Pada bulan Maret 2025, Grup melalui In March 2025, the Group through
PT Pratista Industrial Properti, entitas PT Pratista Industrial Properti, an
anak tidak langsung yang 95% sahamnya indirect subsidiary whose shares are
dimiliki melalui PT Menara Astra, 95% owned through PT Menara Astra,
mengakuisisi masing-masing 100% acquired 100% shares of PT ESR
saham PT ESR Indonesia Properties Indonesia Properties One, currently
One, sekarang bernama PT Pratista known as PT Pratista Industrial
Industrial Properti Satu (“PIPS”), dan Properti Satu (“PIPS”), and PT ESR
PT ESR Indonesia Properties Two, Indonesia Properties Two, currently
sekarang bernama PT Pratista Industrial known as PT Pratista Industrial
Properti Dua (“PIPD”), keduanya Properti Dua (“PIPD”), respectively, both
perusahaan yang bergerak di industri companies operating in warehousing
pergudangan. industry.
Berikut merupakan tabel yang The following table summarises the
merangkum harga perolehan yang purchase consideration paid for the
dibayar untuk mengakuisisi PIPS dan acquisition of PIPS and PIPD:
PIPD:
Kas dan setara kas 26 Cash and cash equivalents
Properti investasi 1,275 Investment properties
Aset lainnya 14 Other assets
Liabilitas lainnya (63) Other liabilities
Aset bersih 1,252 Net assets
Goodwill 25 Goodwill
Jumlah harga perolehan 1,277 Total purchase consideration
Dikurangi: Less:
Kas dan setara kas yang diperoleh 26 Cash and cash equivalents acquired
Arus kas keluar atas akuisisi 1,251 Cash outflow from acquisition
Sejak akuisisi, PIPS dan PIPD telah Since acquisition, PIPS and PIPD have
memberikan pendapatan dan kontribusi contributed net revenue and profit to
laba bersih kepada Grup masing-masing the Group amounting to Rp78 billion and
sebesar Rp78 miliar dan Rp53 miliar. Rp53 billion, respectively.
Halaman - 41 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. KOMBINASI BISNIS DAN TRANSAKSI 3. SIGNIFICANT BUSINESS COMBINATIONS
DENGAN KEPENTINGAN NONPENGENDALI AND TRANSACTIONS WITH NON-
YANG SIGNIFIKAN (lanjutan) CONTROLLING INTERESTS (continued)
a. Kombinasi bisnis (lanjutan) a. Business combinations (continued)
(ii) Akuisisi PT Mega Manunggal (ii) Acquisition of PT Mega Manunggal
Property Tbk Property Tbk
Pada bulan September 2025, Grup In September 2025, the Group through
melalui PT Saka Industrial Arjaya (“SIA”), PT Saka Industrial Arjaya (“SIA”), an
entitas anak tidak langsung melalui indirect subsidiary through PT Menara
PT Menara Astra, mengakuisisi 83,67% Astra, acquired 83.67% shares of
saham PT Mega Manunggal Property Tbk PT Mega Manunggal Property Tbk
(“MMP”), perusahaan pengembang dan (“MMP”), a logistics property developer
penyedia properti logistik. and provider.
Berikut merupakan tabel yang The following table summarises the
merangkum harga perolehan yang purchase consideration paid for the
dibayar untuk mengakuisisi MMP: acquisition of MMP:
Kas dan setara kas 131 Cash and cash equivalents
Properti investasi 5,721 Investment properties
Investasi pada entitas asosiasi 425 Investments in associates
Aset lainnya 202 Other assets
Utang jangka panjang (1,600) Long-term debt
Liabilitas lainnya (193) Other liabilities
Aset bersih 4,686 Net assets
Kepentingan nonpengendali (875) Non-controlling interests
Jumlah harga perolehan 3,811 Total purchase consideration
Dikurangi: Less:
Kas dan setara kas yang diperoleh 131 Cash and cash equivalents acquired
Pembayaran yang masih ditangguhkan 240 Deferred consideration
3,440
Keuntungan dari pembelian (464) Gain on bargain purchase
Arus kas keluar atas akuisisi 2,976 Cash outflow from acquisition
Sejak akuisisi, MMP telah memberikan Since acquisition, MMP has contributed
pendapatan dan kontribusi laba bersih net revenue and profit to the Group
kepada Grup masing-masing sebesar amounting to Rp90 billion and Rp13
Rp90 miliar dan Rp13 miliar. billion, respectively.
Sebagai lanjutan dari akuisisi MMP, pada As a continuation of the acquisition
bulan Desember 2025, Grup melalui SIA, of MMP, in December 2025, the Group
mengakuisisi tambahan 7,76% saham through SIA, acquired an additional
MMP dari kepentingan nonpengendali 7.76% shares of MMP from non-
dengan jumlah harga perolehan sebesar controlling interest with a total purchase
Rp311 miliar. Transaksi ini menyebabkan consideration of Rp311 billion. As
total kepemilikan efektif Grup di MMP a result of this transaction, the Group’s
meningkat dari 83,67% menjadi 91,43%. total effective ownership in MMP
increased from 83.67% to 91.43%.
Tujuan kedua transaksi ini adalah untuk The objective of these transactions is for
mengembangkan bisnis dan investasi Grup di business development and investment of
bidang properti. the Group’s property business.
Halaman - 42 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. KOMBINASI BISNIS DAN TRANSAKSI 3. SIGNIFICANT BUSINESS COMBINATIONS
DENGAN KEPENTINGAN NONPENGENDALI AND TRANSACTIONS WITH NON-
YANG SIGNIFIKAN (lanjutan) CONTROLLING INTERESTS (continued)
a. Kombinasi bisnis (lanjutan) a. Business combinations (continued)
Pada tahun 2024, kombinasi bisnis signifikan In 2024, the significant business
yang dilakukan oleh Grup adalah sebagai combination performed by the Group is as
berikut: follows:
Akuisisi Heartology Cardiovascular Acquisition of Heartology Cardiovascular
Hospital Hospital
Pada bulan Oktober 2024, Grup melalui In October 2024, the Group through
PT Astra Sehat Nusantara, entitas anak tidak PT Astra Sehat Nusantara, an indirect
langsung, menyelesaikan akuisisi 95,79% subsidiary, completed the acquisition
saham PT Tunas Era Asia, perusahaan of 95.79% shares of PT Tunas Era Asia,
induk dari Heartology Cardiovascular a holding company of Heartology
Hospital dengan total harga perolehan Cardiovascular Hospital with total purchase
sebesar Rp643 miliar. Akuisisi ini adalah consideration of Rp643 billion. This
bagian dari fokus ekspansi Grup pada sektor acquisition is part of the Group's expansion
kesehatan dan menciptakan sinergi dengan in the healthcare sector and creating
ekosistem Grup yang luas. synergies with the Group's extensive
ecosystem.
b. Transaksi dengan kepentingan b. Significant transactions with non-
nonpengendali yang signifikan controlling interests
(i) Perubahan kepemilikan atas PT Astra (i) Change in ownership of PT Astra
Digital Mobil Digital Mobil
Pada bulan April 2025, Grup melalui In April 2025, the Group, through
PT Astra Digital Internasional (“ADI”), PT Astra Digital Internasional (“ADI”),
entitas anak langsung, bersama Toyota a direct subsidiary, together with Toyota
Motor Asia (Singapore) Pte. Ltd. (“TMA”), Motor Asia (Singapore) Pte. Ltd.
memperkuat kemitraan strategis dan (“TMA”), strengthened their strategic
memperluas kolaborasi di bisnis mobil partnership and expanded collaboration
bekas di Indonesia melalui kemitraan di in the used car business in Indonesia
PT Astra Digital Mobil (“ADMO”), entitas through partnership in PT Astra Digital
anak langsung dari ADI, yang menaungi Mobil (“ADMO”), a direct subsidiary
olx.co.id dan OLXmobbi. TMA membeli of ADI, houses the olx.co.id and
40% kepemilikan saham di ADMO OLXmobbi. TMA has acquired 40%
dengan total nilai transaksi sebesar shares in ADMO, with a total transaction
USD120 juta (setara dengan Rp2,0 value of USD120 million (approximately
triliun). Setelah transaksi ini terjadi, ADI to Rp2.0 trillion). Following this
tetap memiliki pengendalian atas ADMO transaction, ADI retained control over
dengan kepemilikan saham sebesar 60%. ADMO with a 60% shares ownership.
Laba sebesar Rp1,0 triliun yang timbul The gain of Rp1.0 trillion resulting from
dari transaksi ini telah dicatatkan pada this transaction has been recorded to
bagian ekuitas. equity.
Halaman - 43 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. KOMBINASI BISNIS DAN TRANSAKSI 3. SIGNIFICANT BUSINESS COMBINATIONS
DENGAN KEPENTINGAN NONPENGENDALI AND TRANSACTIONS WITH NON-
YANG SIGNIFIKAN (lanjutan) CONTROLLING INTERESTS (continued)
b. Transaksi dengan kepentingan b. Significant transactions with non-
nonpengendali yang signifikan (lanjutan) controlling interests (continued)
(ii) Pembelian kembali saham oleh (ii) Shares buyback by PT United
PT United Tractors Tbk Tractors Tbk
Selama tahun 2025, PT United Tractors During 2025, PT United Tractors Tbk
Tbk (“UT”), entitas anak langsung, (“UT”), a direct subsidiary, repurchased
melakukan pembelian kembali atas 59,080,100 shares amounting to Rp1.7
59.080.100 lembar saham senilai Rp1,7 trillion (refer to Notes 1d and 27).
triliun (lihat Catatan 1d dan 27).
4. KAS DAN SETARA KAS 4. CASH AND CASH EQUIVALENTS
2025 2024
Kas 122 137 Cash on hand
Bank 35,677 29,522 Cash in bank
Deposito berjangka dan call deposits 16,822 18,780 Time and call deposits
52,621 48,439
Halaman - 44 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)
a. Bank/Cash in bank
2025 2024
Pihak berelasi/Related party (lihat Catatan/refer to Note 32f):
PT Bank Saqu Indonesia (dahulu/formerly: PT Bank Jasa Jakarta) 565 230
Pihak ketiga/Third parties:
Rupiah:
PT Bank Rakyat Indonesia (Persero) Tbk 4,052 1,772
PT Bank Permata Tbk 3,833 2,995
PT Bank Mandiri (Persero) Tbk 3,675 3,405
PT Bank Negara Indonesia (Persero) Tbk 2,528 1,963
PT Bank OCBC NISP Tbk 2,394 565
PT Bank Central Asia Tbk 1,767 1,850
PT Bank CIMB Niaga Tbk 1,561 1,675
PT Bank SMBC Indonesia Tbk 1,334 1,464
PT Bank ANZ Indonesia 905 1,023
PT Bank Syariah Indonesia Tbk 801 605
PT Bank UOB Indonesia 525 348
PT Bank DBS Indonesia 489 254
Citibank NA 342 485
MUFG Bank Ltd 254 60
Standard Chartered Bank 240 493
PT Bank Danamon Indonesia Tbk 131 106
PT Bank Mizuho Indonesia 91 82
PT Bank ICBC Indonesia 43 60
PT Bank Maybank Indonesia Tbk 19 254
PT Bank Bukopin Tbk 1 104
PT Bank CTBC Indonesia - 175
Lain-lain (masing-masing di bawah Rp50 miliar)/ 217 136
Others (below Rp50 billion each)
25,202 19,874
Mata uang asing/Foreign currencies:
PT Bank Mandiri (Persero) Tbk 1,952 2,488
PT Bank Negara Indonesia (Persero) Tbk 1,641 879
PT Bank Rakyat Indonesia (Persero) Tbk 1,531 633
PT Bank Permata Tbk 855 735
PT Bank OCBC NISP Tbk 744 922
PT Bank SMBC Indonesia Tbk 608 443
Standard Chartered Bank 543 510
PT Bank Danamon Indonesia Tbk 459 552
PT Bank Central Asia Tbk 350 12
PT Bank CIMB Niaga Tbk 280 668
PT Bank UOB Indonesia 239 245
PT Bank ANZ Indonesia 202 88
MUFG Bank Ltd 186 82
Citibank NA 156 191
Sumitomo Mitsui Banking Corporation 54 101
PT Bank DBS Indonesia 31 68
JP Morgan Chase Bank 1 720
Lain-lain (masing-masing di bawah Rp50 miliar)/ 78 81
Others (below Rp50 billion each)
9,910 9,418
Jumlah pihak ketiga/Total third parties 35,112 29,292
Jumlah bank/Total cash in bank 35,677 29,522
Halaman - 45 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)
b. Deposito berjangka dan call deposits/Time and call deposits
2025 2024
Pihak berelasi/Related party (lihat Catatan/refer to Note 32f)
PT Bank Saqu Indonesia (dahulu/formerly: PT Bank Jasa Jakarta) 1,089 560
Pihak ketiga/Third parties:
Rupiah
PT Bank Danamon Indonesia Tbk 1,787 465
PT Bank Mandiri (Persero) Tbk 1,346 816
PT Bank Syariah Indonesia Tbk 1,292 835
PT Bank Rakyat Indonesia (Persero) Tbk 1,262 2,441
PT Bank Maybank Indonesia Tbk 1,252 1,672
PT Bank DBS Indonesia 1,041 268
PT Bank Negara Indonesia (Persero) Tbk 928 614
PT Bank Permata Tbk 722 1,398
PT Bank Mega Tbk 694 507
PT Bank Pan Indonesia Tbk 612 1,405
PT BTPN Syariah Tbk 511 242
PT Bank Panin Dubai Syariah Tbk 407 364
PT Bank OCBC NISP Tbk 384 494
PT Bank SMBC Indonesia Tbk 379 1,440
PT Bank CIMB Niaga Tbk 231 495
PT Bank CTBC Indonesia 211 16
PT Bank ICBC Indonesia 185 136
PT Bank Central Asia Tbk 139 129
PT Bank HSBC Indonesia 116 30
MUFG Bank Ltd 79 99
PT Bank BCA Syariah 66 -
PT Bank Mizuho Indonesia 60 81
PT Bank Bukopin Tbk 50 50
PT Bank UOB Indonesia 31 119
PT Bank ANZ Indonesia - 170
Lain-lain/Others 24 31
13,809 14,317
Mata uang asing/Foreign currencies:
PT Bank Rakyat Indonesia (Persero) Tbk 508 1,679
PT Bank Danamon Indonesia Tbk 387 379
PT Bank OCBC NISP Tbk 337 582
PT Bank Maybank Indonesia Tbk 186 218
MUFG Bank Ltd 140 142
PT Bank Mizuho Indonesia 122 100
PT Bank Negara Indonesia (Persero) Tbk 119 676
PT Bank SMBC Indonesia Tbk 51 65
Lain-lain (masing-masing di bawah Rp50 miliar)/ 74 62
Others (below Rp50 billion each)
1,924 3,903
Jumlah pihak ketiga/Total third parties 15,733 18,220
Jumlah deposito berjangka dan call deposits/Total time and call deposits 16,822 18,780
Halaman - 46 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
4. KAS DAN SETARA KAS (lanjutan) 4. CASH AND CASH EQUIVALENTS (continued)
c. Informasi lainnya c. Other information
Informasi lainnya sehubungan dengan kas Other information relating to cash and cash
dan setara kas adalah sebagai berikut: equivalents are as follows:
• Tingkat suku bunga tahunan atas • Annual interest rate throughout the
deposito berjangka (≥ 1 bulan) year of time deposits (≥ 1 month) were
sepanjang tahun adalah sebagai berikut: as follows:
2025 2024
Rupiah 2.25% - 6.60% 2.25% - 6.50% Rupiah
Mata uang asing 3.75% - 4.55% 3.00% - 4.50% Foreign currencies
• Pada tanggal 31 Desember 2025, kas • As at 31 December 2025, cash and
dan setara kas Grup dalam penyimpanan cash equivalents of the Group at
dan dalam perjalanan diasuransikan premises and in transit were covered by
terhadap risiko kehilangan dengan nilai insurance against loss amounting to
pertanggungan sebesar Rp519 miliar Rp519 billion (2024: Rp516 billion),
(2024: Rp516 miliar), yang menurut which management believes is
pendapat manajemen cukup untuk adequate to cover losses which may
menutupi kerugian yang mungkin timbul. arise.
Lihat Catatan 37 untuk rincian saldo dalam Refer to Note 37 for details of balances in
mata uang asing. foreign currencies.
5. INVESTASI LAIN-LAIN 5. OTHER INVESTMENTS
Rincian investasi lain-lain yang dimiliki Grup Details of other investments owned by the
adalah sebagai berikut: Group are as follows:
2025 2024
Investasi pada instrumen ekuitas 4,340 6,143 Equity investments at fair value
yang diukur pada nilai wajar through profit or loss
melalui laba rugi
Investasi pada instrumen utang 18,707 15,905 Debt investments at fair value
yang diukur pada nilai wajar through other
melalui penghasilan comprehensive income
komprehensif lain
Investasi pada instrumen utang 3,000 - Debt investments at amortised
yang diukur pada biaya cost
perolehan diamortisasi
Jumlah investasi lain-lain 26,047 22,048 Total other investments
Bagian lancar (1,365) (808) Current portion
Bagian tidak lancar 24,682 21,240 Non-current portion
Pada tanggal 31 Desember 2025, termasuk As at 31 December 2025, included within the
dalam jumlah tersebut di atas terutama atas above amounts mainly from investments in
investasi efek-efek yang dilakukan oleh marketable securities made by insurance
perusahaan-perusahaan asuransi dalam Grup companies within the Group amounting to
sebesar Rp18,8 triliun (2024: Rp16,1 triliun). Rp18.8 trillion (2024: Rp16.1 trillion).
Halaman - 47 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
5. INVESTASI LAIN-LAIN (lanjutan) 5. OTHER INVESTMENTS (continued)
Pada bulan September 2025, PT Astra In September 2025, PT Astra Healthcare
Healthcare Indonesia, entitas anak langsung Indonesia, a direct subsidiary of the Company,
Perseroan, mengakuisisi 10,18% saham acquired a 10.18% stake in PT Medikaloka
PT Medikaloka Hermina Tbk (“HEAL”), Hermina Tbk (“HEAL”), the company that
perusahaan yang mengoperasikan rumah sakit operates Hermina Hospitals in Indonesia.
Hermina di Indonesia. Dengan akuisisi ini, Through this acquisition, the Group's effective
kepemilikan efektif Grup di HEAL meningkat ownership in HEAL increased to 20.18% and
menjadi 20,18% dan diklasifikasikan sebagai was classified as investment in associate (refer
investasi pada entitas asosiasi (lihat to Note 11b).
Catatan 11b).
Investasi pada instrumen utang yang diukur pada Debt investments at amortised cost represent
biaya perolehan diamortisasi merupakan obligasi bonds which have a fixed interest rate with
dengan tingkat bunga tetap yang memiliki jangka maturities between 5 and 7 years from issuance
waktu antara 5 sampai dengan 7 tahun sejak date.
tanggal penerbitan.
Nilai wajar atas instrumen utang diukur The fair value of debt investment is measured
menggunakan hierarki pengukuran Tingkat 3 using the measurement hierarchy Level 3 (refer
(lihat Catatan 34). to Note 34).
Lihat Catatan 37 untuk rincian saldo dalam mata Refer to Note 37 for details of balances in
uang asing. foreign currencies.
Pengukuran nilai wajar atas investasi lain-lain The fair value measurements of other
ditentukan sebagai berikut: investments are determined on the following
bases:
2025 2024
Harga kuotasian dalam pasar aktif 20,075 19,328 Quoted prices in active markets
Teknik penilaian lainnya berdasarkan 5,972 2,720 Other valuation techniques using
input yang tidak dapat diobservasi unobservable inputs
26,047 22,048
Untuk tahun yang berakhir pada tanggal For the year ended 31 December 2025, the total
31 Desember 2025, keuntungan bersih atas nilai net gain on fair value of Rp14 billion has been
wajar sebesar Rp14 miliar telah direklasifikasikan reclassified from equity to the current year profit
dari ekuitas ke laporan laba rugi tahun berjalan or loss (2024: net loss of Rp52 million).
(2024: kerugian bersih sebesar Rp52 juta).
Halaman - 48 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
6. PIUTANG USAHA 6. TRADE RECEIVABLES
2025 2024*)
Pihak berelasi (lihat Catatan 32g): Related parties (refer to Note 32g):
Piutang usaha: Trade receivables:
Rupiah 2,329 2,019 Rupiah
Mata uang asing 742 484 Foreign currencies
Tagihan bruto kepada pemberi kerja: Gross amount due from customers:
Rupiah 225 165 Rupiah
3,296 2,668
Pihak ketiga: Third parties:
Piutang usaha: Trade receivables:
Rupiah 21,858 21,955 Rupiah
Mata uang asing 2,588 1,496 Foreign currencies
Tagihan bruto kepada pemberi kerja: Gross amount due from customers:
Rupiah 1,208 1,298 Rupiah
Mata uang asing 305 294 Foreign currencies
25,959 25,043
Jumlah piutang usaha, kotor 29,255 27,711 Total trade receivables, gross
Penyisihan penurunan nilai (1,355) (775) Provision for impairment
27,900 26,936
Bagian lancar (27,822) (26,918) Current portion
Bagian tidak lancar 78 18 Non-current portion
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Tagihan bruto kepada pemberi kerja berasal dari Gross amount due from customers results from
pekerjaan kontrak yang dilakukan kepada pihak contract services which are not yet billed. The
pemberi kerja namun belum ditagihkan. Nilai dari value of due from customers represents the
tagihan bruto merupakan selisih antara difference between the revenue recognised
pendapatan yang diakui berdasarkan metode based on percentage of completion method and
persentase penyelesaian dan termin yang ditagih. the progress billings.
Lihat Catatan 34(ii)a untuk analisa risiko kredit Refer to Note 34(ii)a for credit risk analysis of
piutang usaha. trade receivables.
Mutasi penyisihan penurunan nilai piutang adalah The movements of the provision for impairment
sebagai berikut: of receivables are as follows:
2025 2024*)
Pada awal tahun 775 1,676 At beginning of year
Penambahan penyisihan, bersih 596 71 Increase in provision, net
Penghapusan (18) (975) Written-off
Penyesuaian selisih kurs 2 3 Foreign exchange adjustment
Pada akhir tahun 1,355 775 At end of year
Bagian lancar (1,351) (773) Current portion
Bagian tidak lancar 4 2 Non-current portion
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Halaman - 49 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
6. PIUTANG USAHA (lanjutan) 6. TRADE RECEIVABLES (continued)
Manajemen berkeyakinan bahwa penyisihan Management believes that the provision for
penurunan nilai piutang tersebut cukup untuk impairment of receivables is adequate to cover
menutupi kerugian dari tidak tertagihnya piutang losses on non-collectible trade receivables.
usaha.
Pada tanggal 31 Desember 2025 dan 2024, tidak As at 31 December 2025 and 2024, there were
ada piutang usaha yang dijaminkan untuk no trade receivable pledged as collateral for
pinjaman. borrowings.
Lihat Catatan 37 untuk rincian saldo dalam mata Refer to Note 37 for details of balances in
uang asing. foreign currencies.
7. PIUTANG PEMBIAYAAN 7. FINANCING RECEIVABLES
2025 2024
Piutang pembiayaan konsumen 85,144 76,633 Consumer financing receivables
Piutang sewa pembiayaan 11,554 10,889 Finance lease receivables
96,698 87,522
Bagian lancar (50,952) (43,693) Current portion
Bagian tidak lancar 45,746 43,829 Non-current portion
a. Piutang pembiayaan konsumen a. Consumer financing receivables
2025 2024
Piutang pembiayaan konsumen, Consumer financing receivables,
kotor: gross:
Pembiayaan sendiri 110,531 100,643 Direct financing
Pembiayaan bersama 17,418 14,759 Joint financing
127,949 115,402
Pembiayaan bersama, bagian (14,150) (11,839) Joint financing, amount
yang dibiayai pihak lain financed by other parties
Bagian Grup 113,799 103,563 The Group's portion
Dikurangi: Less:
Bagian Grup atas pendapatan The Group's portion on unearned
pembiayaan konsumen yang income on consumer financing:
belum diakui:
Pembiayaan sendiri (22,296) (20,733) Direct financing
Pembiayaan bersama (1,433) (1,230) Joint financing
(23,729) (21,963)
90,070 81,600
Penyisihan penurunan nilai (4,926) (4,967) Provision for impairment
85,144 76,633
Bagian lancar (44,513) (37,706) Current portion
Bagian tidak lancar 40,631 38,927 Non-current portion
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
7. PIUTANG PEMBIAYAAN (lanjutan) 7. FINANCING RECEIVABLES (continued)
a. Piutang pembiayaan konsumen (lanjutan) a. Consumer financing receivables
(continued)
Piutang pembiayaan konsumen kotor yang Gross consumer financing receivables
diklasifikasikan menurut tahun jatuh tempo classified according to year of maturity are as
adalah sebagai berikut: follows:
2025 2024
Dalam 1 tahun 61,834 53,794 Within 1 year
1 sampai 5 tahun 51,965 49,769 Between 1 and 5 years
113,799 103,563
Piutang pembiayaan konsumen bersih, Net consumer financing receivables, before
sebelum penyisihan penurunan nilai piutang, provision for impairment of receivables,
yang diklasifikasikan menurut tahun jatuh classified according to year of maturity are as
tempo adalah sebagai berikut: follows:
2025 2024
Dalam 1 tahun 47,256 40,345 Within 1 year
1 sampai 5 tahun 42,814 41,255 Between 1 and 5 years
90,070 81,600
Informasi lainnya sehubungan dengan piutang Other information relating to consumer
pembiayaan konsumen adalah sebagai financing receivables are as follows:
berikut:
- Piutang pembiayaan konsumen terutama - The consumer financing receivables
berhubungan dengan pembiayaan primarily related to motor vehicle and
kendaraan bermotor dan alat berat. heavy equipment financing.
- Tingkat suku bunga efektif per tahun atas - The effective annual interest rates of new
piutang pembiayaan konsumen baru selama consumer financing receivables during
tahun 2025 dalam Rupiah berkisar antara 2025 for Rupiah ranged from 7.0% to
7,0% hingga 45,6% (2024: berkisar antara 45.6% (2024: ranged from 7.0% to 45.9%).
7,0% hingga 45,9%).
- Secara umum, piutang pembiayaan - The consumer financing receivables are
konsumen dijamin dengan Bukti Pemilikan generally secured by the Motor Vehicle
Kendaraan Bermotor dari kendaraan Ownership Certificates of the vehicle
bermotor yang dibiayai oleh Grup. financed by the Group.
- Pada tanggal 31 Desember 2025, piutang - As at 31 December 2025, consumer
pembiayaan konsumen sejumlah Rp107 financing receivables amounting to Rp107
miliar (2024: Rp290 miliar) dijaminkan untuk billion (2024: Rp290 billion) were pledged
pinjaman, lihat Catatan 17a dan 17b. as collateral for loans, refer to Notes 17a
and 17b.
Halaman - 51 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
7. PIUTANG PEMBIAYAAN (lanjutan) 7. FINANCING RECEIVABLES (continued)
b. Piutang sewa pembiayaan b. Finance lease receivables
2025 2024
Piutang sewa pembiayaan, kotor 13,430 12,761 Finance lease receivables, gross
Nilai sisa yang terjamin 4,526 4,179 Guaranteed residual values
Simpanan jaminan (4,526) (4,179) Security deposits
Pendapatan sewa pembiayaan (1,357) (1,308) Unearned finance lease income
ditangguhkan
12,073 11,453
Penyisihan penurunan nilai (519) (564) Provision for impairment
11,554 10,889
Bagian lancar (6,439) (5,987) Current portion
Bagian tidak lancar 5,115 4,902 Non-current portion
Jangka waktu kontrak sewa pembiayaan yang The period of finance lease contracts
diberikan oleh Grup adalah sebagai berikut: distributed by the Group are as follows:
Periode sewa
pembiayaan
(dalam tahun)/
Lease period
(in years)
Kendaraan bermotor 2-5 Motor vehicles
Mesin dan peralatan 1-2 Machinery and equipment
Alat berat 3-5 Heavy equipment
Simpanan jaminan dari penyewa akan Security deposits from lessees will be applied
digunakan untuk melunasi harga jual aset against the selling price of the leased assets
yang disewakan pada akhir masa sewa jika at the end of the lease term if the lessee
penyewa menggunakan hak opsinya untuk exercises the option to purchase the assets.
membeli aset tersebut. Jaminan tersebut akan The deposits will be refunded to the lessee if
dikembalikan kepada penyewa jika hak opsi the purchase option is not exercised.
tidak digunakan.
Piutang sewa pembiayaan kotor yang Gross finance lease receivables classified
diklasifikasikan menurut tahun jatuh temponya according to year of maturity are as follows:
adalah sebagai berikut:
2025 2024
Dalam 1 tahun 7,643 7,181 Within 1 year
1 sampai 5 tahun 5,787 5,580 Between 1 and 5 years
13,430 12,761
Piutang sewa pembiayaan bersih, sebelum Net finance lease receivables, before
penyisihan penurunan nilai piutang, yang provision for impairment of receivables,
diklasifikasikan menurut tahun jatuh temponya classified according to year of maturity are
adalah sebagai berikut: as follows:
2025 2024
Dalam 1 tahun 6,725 6,296 Within 1 year
1 sampai 5 tahun 5,348 5,157 Between 1 and 5 years
12,073 11,453
Halaman - 52 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
7. PIUTANG PEMBIAYAAN (lanjutan) 7. FINANCING RECEIVABLES (continued)
b. Piutang sewa pembiayaan (lanjutan) b. Finance lease receivables (continued)
Informasi lainnya sehubungan dengan piutang Other information relating to finance lease
sewa pembiayaan adalah sebagai berikut: receivables are as follows:
- Tingkat suku bunga efektif per tahun atas - The effective annual interest rates of new
piutang sewa pembiayaan baru selama finance lease receivables during 2025 for
tahun 2025 dalam Rupiah berkisar antara Rupiah ranged from 7.0% to 35.0%
7,0% hingga 35,0% (2024: berkisar antara (2024: ranged from 7.0% to 28.0%).
7,0% hingga 28,0%).
- Pada tanggal 31 Desember 2025 dan - As at 31 December 2025 and 2024, there
2024, tidak ada piutang sewa pembiayaan were no finance lease receivables
yang dijaminkan untuk pinjaman. pledged as collateral for loans.
- Lihat Catatan 37 untuk rincian saldo dalam - Refer to Note 37 for details of balances in
mata uang asing. foreign currencies.
- Piutang sewa pembiayaan bersih dari pihak- - Net finance lease receivables from
pihak berelasi pada tanggal 31 Desember related parties as at 31 December 2025
2025 adalah sebesar Rp63 miliar (2024: was Rp63 billion (2024: Rp66 billion),
Rp66 miliar), lihat Catatan 32h. refer to Note 32h.
Grup mengukur penyisihan penurunan nilai The Group measured the provision for
piutang pembiayaan dengan menggunakan impairment of financing receivables using a
pendekatan three-stages. Pendekatan three- three-stages approach. The three-stages
stages mengkategorikan piutang menjadi approach categorises receivables into
performing (“Stage 1”), underperforming performing (“Stage 1”), underperforming
(“Stage 2”) dan non-performing (“Stage 3”). (“Stage 2”) and non-performing (“Stage 3”).
Piutang pembiayaan dikategorikan sebagai Stage Financing receivables are categorised as
2 ketika telah jatuh tempo selama 30 hari atau Stage 2 when they are past due for 30 days or
terdapat pengalaman piutang yang menunggak, there have been experience of receivables
Stage 3 ketika telah jatuh tempo lebih dari 90 hari being overdue, Stage 3 when they are past due
atau debitur kemungkinan besar tidak dapat for more than 90 days or where the debtors are
membayar dengan terjadinya satu atau lebih unlikely to pay on the occurence of one or more
kejadian yang teramati yang memiliki dampak observable events that have a detrimental
merugikan terhadap estimasi arus kas masa impact on the estimated future cash flows,
depan, selain itu maka dikategorikan sebagai otherwise they are categorised as Stage 1.
Stage 1.
Mutasi penyisihan penurunan nilai untuk piutang The movements of provision for impairment of
pembiayaan adalah sebagai berikut: financing receivables are as follows:
2025
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Pada awal tahun 2,047 2,503 981 5,531 At beginning of year
Penambahan 182 1,049 432 1,663 Increase in
penyisihan, bersih provision, net
Penghapusan - (1,057) (692) (1,749) Written-off
Reklasifikasi antar stages (279) (95) 374 - Reclassification between
stages
Pada akhir tahun 1,950 2,400 1,095 5,445 At end of year
Bagian lancar (959) (1,403) (667) (3,029) Current portion
Bagian tidak lancar 991 997 428 2,416 Non-current portion
Halaman - 53 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
7. PIUTANG PEMBIAYAAN (lanjutan) 7. FINANCING RECEIVABLES (continued)
2024
Jumlah/
Stage 1 Stage 2 Stage 3 Total
Pada awal tahun 2,812 1,796 1,016 5,624 At beginning of year
Penambahan/(pemulihan) 798 960 (173) 1,585 Increase/(recovery) in
penyisihan, bersih provision, net
Penghapusan - (897) (781) (1,678) Written-off
Reklasifikasi antar stages (1,563) 644 919 - Reclassification between
stages
Pada akhir tahun 2,047 2,503 981 5,531 At end of year
Bagian lancar (1,086) (1,314) (548) (2,948) Current portion
Bagian tidak lancar 961 1,189 433 2,583 Non-current portion
Manajemen berkeyakinan bahwa penyisihan Management believes that the provision for
penurunan nilai piutang pembiayaan tersebut impairment of financing receivables is adequate
cukup untuk menutupi kerugian dari tidak to cover losses on non-collectible financing
tertagihnya piutang pembiayaan. receivables.
Lihat Catatan 34(ii)b untuk analisa risiko kredit Refer to Note 34(ii)b for credit risk analysis of
piutang pembiayaan. financing receivables.
8. PIUTANG LAIN-LAIN 8. OTHER RECEIVABLES
2025 2024*)
Pihak berelasi (lihat Catatan 32i) 3,330 3,398 Related parties (refer to Note 32i)
Pihak ketiga 3,712 4,431 Third parties
7,042 7,829
Penyisihan penurunan nilai (655) (614) Provision for impairment
6,387 7,215
Rincian piutang lain-lain berdasarkan sifatnya Details of other receivables by nature are as
adalah sebagai berikut: follows:
2025 2024*)
Pinjaman kepada pihak berelasi 2,654 2,837 Loans to related parties
Piutang dari jaminan kendaraan 750 688 Receivables from collateral vehicles
Pinjaman karyawan 561 592 Loans to employees
Aset derivatif 305 658 Derivative assets
Lain-lain 2,772 3,054 Others
7,042 7,829
Penyisihan penurunan nilai (655) (614) Provision for impairment
6,387 7,215
Bagian lancar (3,284) (3,803) Current portion
Bagian tidak lancar 3,103 3,412 Non-current portion
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Manajemen berkeyakinan bahwa penyisihan Management believes that the provision for
penurunan nilai piutang tersebut cukup untuk impairment of receivables is adequate to cover
menutupi kerugian dari tidak tertagihnya piutang. losses on non-collectible receivables.
Halaman - 54 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
8. PIUTANG LAIN-LAIN (lanjutan) 8. OTHER RECEIVABLES (continued)
a. Pinjaman karyawan a. Loans to employees
Perseroan dan entitas anak tertentu The Company and certain subsidiaries
memberikan pinjaman kepada karyawannya provide vehicle loans to their employees.
untuk membeli kendaraan bermotor. These loans are repaid in instalments
Pinjaman ini dilunasi secara angsuran through deductions from monthly salaries.
melalui pemotongan gaji bulanan.
b. Aset dan liabilitas derivatif b. Derivative assets and liabilities
2025
Aset Liabilitas
Jumlah derivatif b)/ derivatif b) c)/
nosional a)/ Derivative Derivative
Notional amount a) assets b) liabilities b) c)
Instrumen Instruments
Lindung nilai arus kas: Cash flow hedges:
Kontrak berjangka valuta USD 136,040,367 18 7 Forward foreign
asing exchange contracts
Cross currency swaps USD 856,125,438 284 44 Cross currency swaps
Kontrak komoditas d) - - 3,555 Commodity contracts d)
Lindung nilai arus kas yang Cash flow hedges that
tidak memenuhi kriteria do not meet hedge
hedge accounting: accounting criteria:
Kontrak berjangka valuta USD 88,085,679 3 - Forward foreign
asing JPY 248,397,334 - - exchange contracts
305 3,606
Bagian lancar (128) (15) Current portion
Bagian tidak lancar 177 3,591 Non-current portion
2024
Aset Liabilitas
Jumlah derivatif b)/ derivatif b) c)/
nosional a)/ Derivative Derivative
Notional amount a) assets b) liabilities b) c)
Instrumen Instruments
Lindung nilai arus kas: Cash flow hedges:
Kontrak berjangka valuta USD 71,699,841 12 2 Forward foreign
asing exchange contracts
Interest rate swaps USD 1,333,334 - - Interest rate swaps
Cross currency swaps USD 774,645,837 646 25 Cross currency swaps
Lindung nilai arus kas yang Cash flow hedges that
tidak memenuhi kriteria do not meet hedge
hedge accounting: accounting criteria:
Kontrak berjangka valuta USD 99,235,510 - 34 Forward foreign
asing JPY 1,101,444,024 - 1 exchange contracts
658 62
Bagian lancar (338) (43) Current portion
Bagian tidak lancar 320 19 Non-current portion
a) Dalam satuan penuh. a) In full amount.
b) Diukur dengan hirarki pengukuran nilai wajar Tingkat 2 - b) Measured by fair value measurement hierarchy Level 2
(“transaksi pasar yang dapat diobservasi”). - (“observable current market transactions”).
c) Liabilitas derivatif disajikan sebagai liabilitas lain-lain c) Derivative liabilities are presented under other liabilities
(lihat Catatan 19). (refer to Note 19).
d) Terkait dengan kontrak zero-cost collar untuk penjualan d) Related to zero-cost collar contract for sales of gold.
emas.
Untuk tahun yang berakhir pada tanggal For the year ended 31 December 2025, the
31 Desember 2025, keuntungan nilai wajar gain on fair value recognised in
yang diakui dalam laba rugi sebesar consolidated profit or loss amounted to
Rp39 miliar (2024: kerugian Rp46 miliar). Rp39 billion (2024: losses Rp46 billion).
Halaman - 55 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
8. PIUTANG LAIN-LAIN (lanjutan) 8. OTHER RECEIVABLES (continued)
b. Aset dan liabilitas derivatif (lanjutan) b. Derivative assets and liabilities
(continued)
Pada tanggal 31 Desember 2025 tingkat As at 31 December 2025 the fixed interest
suku bunga tetap sehubungan dengan rates relating to interest rate swaps for
interest rate swaps untuk Rupiah berkisar Rupiah ranged from 5.3% to 7.1% and for
antara 5,3% hingga 7,1% dan untuk mata foreign currencies are nil (2024: for Rupiah
uang asing sebesar nihil (2024: untuk Rupiah ranged from 5.5% to 8.2% and for foreign
berkisar antara 5,5% hingga 8,2% dan untuk currencies are 2.0%).
mata uang asing sebesar 2,0%).
Informasi lain mengenai aset dan liabilitas Other information relating to derivative
derivatif pada tanggal 31 Desember 2025 assets and liabilities as at 31 December
adalah sebagai berikut: 2025 are as follows:
Pihak dalam kontrak/Counterparties Jadwal penyelesaian/Settlement schedule
PT Bank UOB Indonesia Januari/January 2026 - Maret/March 2026
PT Bank Mandiri (Persero) Tbk Januari/January 2026 - Juni/June 2026
PT Bank ANZ Indonesia Januari/January 2026 - Maret/March 2027
PT Bank Danamon Indonesia Tbk Januari/January 2026 - Agustus/August 2027
Standard Chartered Bank Januari/January 2026 - April 2028
PT Bank CIMB Niaga Tbk Januari/January 2026 - Juni/June 2028
MUFG Bank Ltd Januari/January 2026 - Juli/July 2028
PT Bank Rakyat Indonesia (Persero) Tbk Februari/February 2026
PT Bank Maybank Indonesia Tbk Februari/February 2026 - Mei/May 2028
PT Bank BNP Paribas Indonesia Mei/May 2026 - Desember/December 2028
PT Bank Permata Tbk November 2026 - Juni/June 2028
PT Bank DBS Indonesia Mei/May 2027 - September 2028
Australian & New Zealand Banking Group Ltd Januari/January 2028 - Desember/December 2032
Bank of America NA Januari/January 2028 - Desember/December 2032
The Hongkong & Shanghai Banking Corporation Limited Januari/January 2028 - Desember/December 2032
Morgan Stanley Capital Group (Singapore) Pte Januari/January 2028 - Desember/December 2032
PT Bank Mizuho Indonesia Mei/May 2028
9. PERSEDIAAN 9. INVENTORIES
2025 2024
Barang jadi 27,178 29,200 Finished goods
Real estat dan tanah untuk 8,561 8,392 Real estate and land for
pengembangan development
Barang habis pakai 2,620 2,001 Consumable goods
Suku cadang 2,246 2,185 Spare parts
Bahan baku 1,839 1,912 Raw materials
Barang dalam penyelesaian 704 934 Work-in-progress
Lain-lain 477 401 Others
43,625 45,025
Penyisihan penurunan nilai (1,119) (1,026) Provision for impairment
42,506 43,999
Bagian lancar (36,215) (37,771) Current portion
Bagian tidak lancar 6,291 6,228 Non-current portion
Manajemen berkeyakinan bahwa penyisihan yang Management believes that the provision
dibentuk cukup untuk menutupi kerugian established is adequate to cover losses due to
penurunan nilai persediaan. the decline in the value of inventories.
Pada tanggal 31 Desember 2025 dan 2024, tidak As at 31 December 2025 and 2024, there were
ada persediaan yang dijaminkan untuk pinjaman. no inventories pledged as collateral for
borrowings.
Halaman - 56 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
9. PERSEDIAAN (lanjutan) 9. INVENTORIES (continued)
Pada tanggal 31 Desember 2025, persediaan As at 31 December 2025, the inventories of the
Grup telah diasuransikan terhadap risiko Group were covered by insurance against loss
kebakaran dan risiko lainnya dengan nilai by fire and other risks amounting to Rp22.2
pertanggungan sebesar Rp22,2 triliun trillion (2024: Rp22.6 trillion) which management
(2024: Rp22,6 triliun) yang menurut pendapat believes is adequate to cover losses which may
manajemen cukup untuk menutup kerugian yang arise.
mungkin timbul.
Mutasi penyisihan penurunan nilai persediaan The movements in the provision for impairment of
adalah sebagai berikut: inventory are as follows:
2025 2024
Pada awal tahun 1,026 854 At beginning of year
Penambahan penyisihan, bersih 105 185 Increase in provision, net
Penghapusan (12) (13) Written-off
Pada akhir tahun 1,119 1,026 At end of year
10. PERPAJAKAN 10. TAXATION
a. Pajak dibayar dimuka a. Prepaid taxes
2025 2024
Perseroan The Company
Pajak penghasilan badan 222 236 Corporate income tax
Pajak Penjualan Barang Mewah 117 62 Luxury Sales Tax
339 298
Entitas anak Subsidiaries
Pajak penghasilan badan 4,029 2,866 Corporate income tax
Pajak Pertambahan Nilai 7,540 7,497 Value Added Tax
11,569 10,363
11,908 10,661
Bagian lancar (7,382) (5,872) Current portion
Bagian tidak lancar 4,526 4,789 Non-current portion
Halaman - 57 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
10. PERPAJAKAN (lanjutan) 10. TAXATION (continued)
a. Pajak dibayar dimuka (lanjutan) a. Prepaid taxes (continued)
Pajak dibayar dimuka merupakan kelebihan Prepaid taxes represent overpayments of
bayar pajak penghasilan badan dan pajak corporate income tax and other taxes
lainnya yang belum diperiksa oleh Direktorat which have not been audited by the
Jenderal Pajak (“DJP”) serta pembayaran Directorate General of Tax (“DGT”) and
atas surat ketetapan pajak yang diterima payments of tax assessments received by
oleh Grup, dimana Grup telah mengajukan the Group, for which the Group has
keberatan ke DJP dan banding ke submitted objections to the DGT and
Pengadilan Pajak. Status dari pajak dibayar appeals to the Tax Court. The status of the
dimuka adalah sebagai berikut: prepaid taxes are as follows:
2025 2024
Belum/sedang diperiksa 10,663 9,244 Not yet audited/in progress of
being audited
Keberatan dan banding 1,245 1,417 Objections and appeals
11,908 10,661
b. Utang pajak b. Taxes payable
2025 2024
Perseroan The Company
Pajak penghasilan: Income taxes:
Pasal 21, 22, 23, 26 dan 4(2) 139 228 Articles 21, 22, 23, 26 and 4(2)
Pajak Pertambahan Nilai 127 216 Value Added Tax
266 444
Entitas anak Subsidiaries
Pajak penghasilan: Income taxes:
Pasal 25/29 2,022 1,859 Articles 25/29
Pasal 15, 21, 22, 23, 26 dan 4(2) 881 829 Articles 15, 21, 22, 23, 26 and 4(2)
Pajak Pertambahan Nilai 361 253 Value Added Tax
Pajak Penjualan Barang Mewah 19 38 Luxury Sales Tax
Pajak lainnya 8 23 Other taxes
3,291 3,002
3,557 3,446
Halaman - 58 - Page
Page 485
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
10. PERPAJAKAN (lanjutan) 10. TAXATION (continued)
c. (Beban)/manfaat pajak penghasilan c. Income tax (expenses)/benefits
2025 2024*)
Perseroan The Company
Kini (395) (398) Current
Tangguhan 65 (77) Deferred
(330) (475)
Entitas anak Subsidiaries
Kini (9,408) (9,822) Current
Tangguhan 655 569 Deferred
(8,753) (9,253)
Konsolidasian Consolidated
Kini (9,803) (10,220) Current
Tangguhan 720 492 Deferred
(9,083) (9,728)
Rekonsiliasi antara beban pajak penghasilan The reconciliation between consolidated
konsolidasian dan hasil perhitungan teoritis income tax expenses and the theoretical tax
laba sebelum pajak penghasilan amount on consolidated profit before
konsolidasian adalah sebagai berikut: income tax is as follows:
2025 2024*)
Laba konsolidasian sebelum 49,288 53,001 Consolidated profit before
pajak penghasilan income tax
Bagian atas hasil bersih (9,618) (10,291) Share of results of joint ventures
ventura bersama dan entitas and associates
asosiasi
39,670 42,710
Pajak dihitung pada tarif pajak (8,675) (9,358) Tax calculated at applicable tax
yang berlaku rates
Penghasilan bukan obyek pajak 1,363 1,607 Income not subject to tax
Beban yang tidak dapat dikurangkan (1,338) (1,656) Non-deductible expenses
Kerugian pajak yang tidak diakui pada (270) (274) Unrecognised tax loss during
tahun berjalan for the year
Lain-lain (163) (47) Others
Beban pajak penghasilan (9,083) (9,728) Consolidated income tax expenses
konsolidasian
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Halaman - 59 - Page
Page 486
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
10. PERPAJAKAN (lanjutan) 10. TAXATION (continued)
c. (Beban)/manfaat pajak penghasilan c. Income tax (expenses)/benefits
(lanjutan) (continued)
Rekonsiliasi antara laba sebelum pajak The reconciliation between profit before
Perseroan dengan penghasilan kena pajak income tax of the Company and the
Perseroan untuk tahun yang berakhir pada Company’s taxable income for the years
tanggal 31 Desember 2025 dan 2024 adalah ended 31 December 2025 and 2024 are as
sebagai berikut: follows:
2025 2024*)
Laba konsolidasian sebelum 49,288 53,001 Consolidated profit before
pajak penghasilan income tax
Dikurangi laba sebelum pajak (40,863) (43,570) Less profit before income tax -
penghasilan - entitas anak subsidiaries
Disesuaikan dengan jurnal 11,791 12,705 Adjusted for consolidation
eliminasi konsolidasi elimination
Laba sebelum pajak 20,216 22,136 Profit before income tax
penghasilan Perseroan of the Company
Penyesuaian pajak: Tax adjustments:
Pendapatan dividen (18,986) (19,918) Dividend income
Penghasilan kena pajak final, bersih (221) (284) Income subject to final tax, net
Pelayanan purna jual (135) (220) After sales service
Penyesuaian nilai wajar investasi 393 140 Fair value adjustments on investments
Beban imbalan kerja 254 321 Employee benefit expenses
Iklan dan promosi 146 (90) Advertising and promotion
Insentif dealer 20 93 Dealer incentives
Lain-lain 187 147 Others
(18,342) (19,811)
Penghasilan kena pajak Perseroan 1,874 2,325 Taxable income of the Company
Beban pajak penghasilan kini 395 398 Current income tax expenses
Perseroan of the Company
Pembayaran pajak dimuka (475) (482) Prepayment of income taxes
Perseroan of the Company
Lebih bayar pajak penghasilan (80) (84) Overpayment income tax
Perseroan of the Company
Beban pajak penghasilan kini 9,408 9,822 Current income tax expenses
entitas anak of subsidiaries
Pembayaran pajak dimuka (7,386) (7,963) Prepayment of income taxes
entitas anak of subsidiaries
Utang pajak penghasilan 2,022 1,859 Income tax payable
entitas anak of subsidiaries
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Dalam laporan keuangan konsolidasian ini, In these consolidated financial
jumlah penghasilan kena pajak didasarkan statements, the amount of taxable income
atas perhitungan sementara, karena is based on preliminary calculations, as
Perseroan belum menyampaikan Surat the Company has not yet submitted its
Pemberitahuan Tahunan pajak penghasilan corporate income tax returns
badan.
Halaman - 60 - Page
Page 487
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
10. PERPAJAKAN (lanjutan) 10. TAXATION (continued)
d. Aset dan liabilitas pajak tangguhan d. Deferred tax assets and liabilities
2025
Selisih kurs
karena
(Dibebankan)/ penjabaran
dikreditkan laporan keuangan
ke penghasilan dalam valuta
Dikreditkan/ komprehensif lain/ asing/Exchange
Pada awal (dibebankan)/ (Charged)/ difference on
tahun *)/ ke laba rugi/ credited translation of Entitas anak Pada akhir
At Credited/ to other Reklasifikasi/ financial baru/ tahun/
beginning (charged) comprehensive Reclassi- statements in New subsi- At end of
of year *) to profit or loss income Fications foreign currencies diaries year
Aset pajak tangguhan Deferred tax assets of
Perseroan: the Company:
Akrual dan provisi 411 50 - - - - 461 Accruals and provisions
Liabilitas imbalan kerja 303 54 (12) - - - 345 Employee benefit
obligations
Aset tetap 147 (7) - - - - 140 Fixed assets
Penghasilan 80 (26) - - - - 54 Deferred income
ditangguhkan
Penyesuaian nilai wajar - - 3 - - - 3 Fair value adjustment on
dari lindung nilai cash flow hedge
arus kas
Penyesuaian nilai wajar (100) - - - - - (100) Fair value adjustment on
atas investasi lain-lain other investments
Lain-lain 22 (6) - - - - 16 Others
Aset pajak tangguhan 863 65 (9) - - - 919 Deferred tax assets
Perseroan, bersih of the Company, net
Aset/(liabilitas) pajak Deferred tax assets/
tangguhan entitas (liabilities) of
anak: subsidiaries:
Liabilitas imbalan kerja 1,799 292 (9) - (1) 4 2,085 Employee benefit
obligations
Akrual dan provisi 879 (28) - - 3 - 854 Accruals and provisions
Penyesuaian nilai wajar 8 (8) 827 - - - 827 Fair value adjustment on
dari lindung nilai cash flow hedge
arus kas
Penghasilan 219 (9) - - - - 210 Deferred income
ditangguhkan
Aset tetap (127) 327 - - (20) - 180 Fixed assets
Rugi pajak 154 (44) - - - - 110 Tax losses
Properti pertambangan (3,614) 295 - - (84) - (3,403) Mining properties
Penyesuaian nilai wajar (221) (75) (15) - - - (311) Fair value adjustment on
atas investasi lain-lain other investments
Penyesuaian nilai wajar (315) 19 - - - - (296) Fair value adjustment on
saat akuisisi acquisitions
Lain-lain 1,579 (114) - - 12 (23) 1,454 Others
Aset/(liabilitas) pajak 361 655 803 - (90) (19) 1,710 Deferred tax assets/
tangguhan entitas (liabilities) of
anak, bersih subsidiaries, net
Aset pajak 5,781 243 811 9 11 5 6,860 Deferred tax assets of
tangguhan entitas subsidiaries, net
anak, bersih
Liabilitas pajak (5,420) 412 (8) (9) (101) (24) (5,150) Deferred tax liabilities of
tangguhan entitas subsidiaries, net
anak, bersih
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Halaman - 61 - Page
Page 488
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
10. PERPAJAKAN (lanjutan) 10. TAXATION (continued)
d. Aset dan liabilitas pajak tangguhan d. Deferred tax assets and liabilities
(lanjutan) (continued)
2024*)
Selisih kurs
karena
(Dibebankan)/ penjabaran
dikreditkan laporan keuangan
ke penghasilan dalam valuta
(Dibebankan)/ komprehensif lain/ asing/Exchange
Pada awal dikreditkan (Charged)/ difference on
tahun/ ke laba rugi/ credited translation of Entitas anak Pada akhir
At (Charged)/ to other Reklasifikasi/ financial baru/ tahun/
beginning credited comprehensive Reclassi- statements in New subsi- At end of
of year to profit or loss income Fications foreign currencies diaries year
Aset pajak tangguhan Deferred tax assets of
Perseroan: the Company:
Akrual dan provisi 426 (15) - - - - 411 Accruals and provisions
Liabilitas imbalan kerja 252 52 (1) - - - 303 Employee benefit
obligations
Aset tetap 162 (15) - - - - 147 Fixed assets
Penghasilan 121 (41) - - - - 80 Deferred income
ditangguhkan
Penyesuaian nilai wajar (99) (1) - - - - (100) Fair value adjustment on
atas investasi lain-lain other investments
Lain-lain 79 (57) - - - - 22 Others
Aset pajak tangguhan 941 (77) (1) - - - 863 Deferred tax assets
Perseroan, bersih of the Company, net
Aset/(liabilitas) pajak Deferred tax assets/
tangguhan entitas (liabilities) of
anak: subsidiaries:
Liabilitas imbalan kerja 1,590 223 (17) - 2 1 1,799 Employee benefit
obligations
Akrual dan provisi 875 (6) - - - 10 879 Accruals and provisions
Penghasilan 184 35 - - - - 219 Deferred income
ditangguhkan
Rugi pajak 182 (28) - - - - 154 Tax losses
Penyesuaian nilai wajar 2 10 (4) - - - 8 Fair value adjustment on
dari lindung nilai cash flow hedge
arus kas
Properti pertambangan (3,760) 280 - - (115) (19) (3,614) Mining properties
Penyesuaian nilai (287) 19 - - - (47) (315) Fair value adjustment
wajar saat akuisisi on acquisitions
Penyesuaian nilai wajar (160) (65) 4 - - - (221) Fair value adjustment on
atas investasi lain-lain other investments
Aset tetap (136) 26 - - (14) (3) (127) Fixed assets
Lain-lain 1,576 75 - - (4) (68) 1,579 Others
Aset/(liabilitas) pajak 66 569 (17) - (131) (126) 361 Deferred tax assets/
tangguhan entitas (liabilities) of
anak, bersih subsidiaries, net
Aset pajak 5,426 373 (29) (1) 5 7 5,781 Deferred tax assets of
tangguhan entitas subsidiaries, net
anak, bersih
Liabilitas pajak (5,360) 196 12 1 (136) (133) (5,420) Deferred tax liabilities of
tangguhan entitas subsidiaries, net
anak, bersih
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Halaman - 62 - Page
Page 489
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
10. PERPAJAKAN (lanjutan) 10. TAXATION (continued)
d. Aset dan liabilitas pajak tangguhan d. Deferred tax assets and liabilities
(lanjutan) (continued)
Pada tanggal 31 Desember 2025, aset As at 31 December 2025, deferred tax
pajak tangguhan sebesar Rp1,3 triliun assets of Rp1.3 trillion (2024: Rp963 billion)
(2024: Rp963 miliar) yang timbul dari rugi arising from unused tax losses of Rp5.7
pajak yang tidak dapat dikompensasi trillion (2024: Rp4.4 trillion) have not been
sebesar Rp5,7 triliun (2024: Rp4,4 triliun) recognised in the consolidated financial
tidak diakui dalam laporan keuangan statements. The unused tax losses will
konsolidasian. Rugi pajak tersebut akan expire over several tax years up to 2030.
kadaluarsa pada beberapa tahun pajak
sampai dengan tahun 2030.
e. Administrasi e. Administration
Undang-undang perpajakan Indonesia The taxation laws of Indonesia require that
mengatur bahwa masing-masing perusahaan each company in the Group submits tax
dalam Grup menghitung, menetapkan dan returns on the basis of self-assessment.
membayar sendiri besarnya jumlah pajak
yang terutang.
Berdasarkan perundang-undangan yang Under prevailing regulations, the Director
berlaku, Direktur Jenderal Pajak dapat General of Tax may assess or amend taxes
menetapkan atau mengubah kewajiban pajak within five years from the time tax becomes
dalam jangka waktu lima tahun sejak saat due.
terutangnya pajak.
f. Surat ketetapan pajak f. Tax assessments
Pada tahun 2025 dan 2024, Grup telah In 2025 and 2024, the Group has received a
menerima beberapa surat ketetapan pajak number of tax assessments for various tax
untuk berbagai tahun pajak. years.
Pada tanggal 31 Desember 2025 dan 2024, As at 31 December 2025 and 2024,
jumlah ketetapan pajak yang masih dalam the amount of tax assessments in the
proses keberatan dan banding adalah process of objection and appeal were as
sebagai berikut: follows:
2025 2024
Pajak penghasilan badan 933 810 Corporate income tax
Pajak lainnya 312 607 Other taxes
1,245 1,417
Halaman - 63 - Page
Page 490
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
10. PERPAJAKAN (lanjutan) 10. TAXATION (continued)
g. Tarif pajak g. Tax rates
Perusahaan terbuka yang memenuhi syarat- Publicly listed entities which comply with
syarat tertentu berhak memperoleh certain requirements are entitled to a 3% tax
penurunan tarif pajak penghasilan sebesar rate reduction from the applicable tax rates.
3% dari tarif pajak penghasilan yang berlaku. For the tax year 2025, the Company
Untuk tahun pajak 2025, Perseroan complied with these requirements and has
memenuhi syarat-syarat tersebut dan telah therefore applied the lower tax rate.
menerapkan tarif pajak yang lebih rendah.
Peraturan Menteri Keuangan No. PMK-136 The Minister of Finance Regulation
Tahun 2024 (”PMK-136”) telah disahkan di No. PMK-136 Year 2024 (“PMK-136”) was
Indonesia, yurisdiksi di mana perusahaan enacted in Indonesia, the jurisdiction in
didirikan, dan mulai berlaku pada which the company is incorporated, and
1 Januari 2025. Pelaporan pertama adalah came into effect from 1 January 2025.
untuk tahun pajak yang berakhir pada The first filing is for the fiscal year ended
31 Desember 2025, akan jatuh tempo pada 31 December 2025 which will be due by
30 Juni 2027. Peraturan ini disusun agar 30 June 2027. The regulation is designed
sejalan dengan ketentuan aturan model to be aligned with the Organisation for
Organisation for Economic Co-operation Economic Co-operation and Development
and Development (“OECD”) Pilar Dua. (“OECD”) Pillar Two model rules.
Grup berada dalam lingkup aturan model The Group is within the scope of the OECD
OECD Pilar Dua dan menerapkan Pillar Two model rules and applied the
pengecualian dalam pengakuan serta exception to recognising and disclosing
pengungkapan informasi mengenai aset information about deferred tax assets and
dan liabilitas pajak tangguhan yang terkait liabilities relating to Pillar Two income
dengan pajak penghasilan Pilar Dua mulai taxes from 1 January 2025.
1 Januari 2025.
Grup telah melakukan penilaian atas The Group has performed an assessment
potensi eksposur Grup terhadap pajak of the Group’s potential exposure to Pillar
penghasilan Pilar Dua. Two income taxes.
Berdasarkan penilaian tersebut, sebagian Based on the assessment, most of the
besar entitas dalam Grup beroperasi pada entities in the Group operate in jurisdiction
yurisdiksi yang memiliki tarif pajak efektif di that have an effective tax rate above 15%.
atas 15%. Manajemen berkeyakinan bahwa Management believes that there is no
tidak terdapat dampak yang signifikan pada significant impact in the related income tax
beban pajak penghasilan terkait. expenses.
11. INVESTASI PADA VENTURA BERSAMA DAN 11. INVESTMENTS IN JOINT VENTURES AND
ENTITAS ASOSIASI ASSOCIATES
2025 2024
Investasi pada ventura bersama 40,192 39,909 Investments in joint ventures
Investasi pada entitas asosiasi 33,249 26,221 Investments in associates
73,441 66,130
Halaman - 64 - Page
Page 491
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
11. INVESTASI PADA VENTURA BERSAMA DAN 11. INVESTMENTS IN JOINT VENTURES AND
ENTITAS ASOSIASI (lanjutan) ASSOCIATES (continued)
a. Investasi pada ventura bersama a. Investments in joint ventures
Ventura bersama yang material terhadap The material joint venture of the Group is
Grup adalah PT Astra Honda Motor (“AHM”) PT Astra Honda Motor (“AHM”) with effective
dengan kepemilikan efektif 50,00%. AHM ownership of 50.00%. AHM is conducting
bergerak dalam bidang manufaktur business activities in the manufacturing of
kendaraan bermotor roda dua merek Honda Honda motorcycles in Indonesia.
di Indonesia.
Ringkasan laporan posisi keuangan AHM Summarised statements of financial position
pada tanggal 31 Desember 2025 dan 2024 of AHM as at 31 December 2025 and 2024
serta rekonsiliasinya dengan jumlah tercatat and the reconciliation with the carrying
atas kepentingan Grup pada ventura amount of the Group’s interest in the joint
bersama adalah sebagai berikut: venture are as follows:
2025 2024
Kas dan setara kas 14,217 15,879 Cash and cash equivalents
Aset lancar lainnya 8,346 8,019 Other current assets
Jumlah aset lancar 22,563 23,898 Total current assets
Aset tidak lancar 13,821 13,693 Non-current assets
Jumlah aset 36,384 37,591 Total assets
Liabilitas jangka pendek (17,775) (18,854) Current liabilities
Liabilitas jangka panjang (2,945) (2,532) Non-current liabilities
Jumlah liabilitas (20,720) (21,386) Total liabilities
Aset bersih 15,664 16,205 Net assets
% kepemilikan efektif 50.00 50.00 % of effective ownership
Bagian Grup atas aset bersih 7,832 8,103 The Group's share of the net assets
ventura bersama of joint venture
Goodwill 4 4 Goodwill
Penyesuaian metode ekuitas (237) (175) Equity method adjustment
Jumlah tercatat 7,599 7,932 Total carrying value
Halaman - 65 - Page
Page 492
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
11. INVESTASI PADA VENTURA BERSAMA DAN 11. INVESTMENTS IN JOINT VENTURES AND
ENTITAS ASOSIASI (lanjutan) ASSOCIATES (continued)
a. Investasi pada ventura bersama (lanjutan) a. Investments in joint ventures (continued)
Ringkasan laporan laba rugi dan penghasilan Summarised statement of profit or loss and
komprehensif lain AHM untuk tahun yang other comprehensive income of AHM for the
berakhir pada 31 Desember 2025 dan 2024 years ended 31 December 2025 and 2024
adalah sebagai berikut: are as follows:
2025 2024
Pendapatan bersih 101,950 97,193 Net revenue
Depresiasi dan amortisasi (1,398) (1,280) Depreciation and amortisation
Penghasilan bunga 910 826 Interest income
Beban pajak penghasilan (2,825) (2,572) Income tax expenses
Laba tahun berjalan 10,880 10,080 Profit for the year
Penghasilan komprehensif lain 34 (53) Other comprehensive income for
tahun berjalan, setelah pajak the year, net of tax
Jumlah penghasilan komprehensif 10,914 10,027 Total comprehensive income for
tahun berjalan the year
Dividen yang diterima oleh Grup 5,728 4,518 Dividend received by the Group
Berikut adalah rangkuman mutasi Below is a movement summary of the
kepentingan Grup pada ventura bersama: Group’s interests in joint ventures:
2025
Bagian atas penghasilan komprehensif/
Share of comprehensive income
Penghasilan
Nilai tercatat komprehensif
investasi/ lain/Other
Carrying value Hasil bersih/ comprehensive Jumlah/
of investment Result income Total
PT Astra Honda Motor 7,599 5,378 17 5,395
Lain-lain/Others a) 32,593 3,032 (49) 2,983
40,192 8,410 (32) 8,378
2024
Bagian atas penghasilan komprehensif/
Share of comprehensive income
Penghasilan
Nilai tercatat komprehensif
investasi/ lain/Other
Carrying value Hasil bersih/ comprehensive Jumlah/
of investment Result income Total
PT Astra Honda Motor 7,932 4,956 (27) 4,929
Lain-lain/Others a) 31,977 3,299 33 3,332
39,909 8,255 6 8,261
a)
Kepentingan Grup pada ventura bersama lainnya a)
The Group’s interests in a number of individually
yang jumlahnya tidak material secara individual, lihat immaterial joint ventures, refer to Note 32a(ii).
Catatan 32a(ii).
Halaman - 66 - Page
Page 493
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
11. INVESTASI PADA VENTURA BERSAMA DAN 11. INVESTMENTS IN JOINT VENTURES AND
ENTITAS ASOSIASI (lanjutan) ASSOCIATES (continued)
b. Investasi pada entitas asosiasi b. Investments in associates
Entitas asosiasi yang material terhadap Grup The material associate of the Group is
adalah PT Astra Daihatsu Motor (“ADM”) PT Astra Daihatsu Motor (“ADM”) with
dengan kepemilikan efektif 31,87%. ADM effective ownership of 31.87%. ADM is
bergerak dalam manufaktur kendaraan involved in the manufacturing of Daihatsu
bermotor roda empat merek Daihatsu dan and other brand names car motor vehicles in
lainnya di Indonesia. Indonesia.
Ringkasan laporan posisi keuangan ADM Summarised statements of financial position
pada tanggal 31 Desember 2025 dan 2024 of ADM as at 31 December 2025 and 2024
serta rekonsiliasinya dengan jumlah tercatat and the reconciliation with the carrying
atas kepentingan Grup pada entitas asosiasi amount of the Group’s interest in the
adalah sebagai berikut: associate are as follows:
2025 2024
Aset lancar 16,580 15,445 Current assets
Aset tidak lancar 7,935 9,442 Non-current assets
Jumlah aset 24,515 24,887 Total assets
Liabilitas jangka pendek (8,784) (9,118) Current liabilities
Liabilitas jangka panjang (1,874) (1,763) Non-current liabilities
Jumlah liabilitas (10,658) (10,881) Total liabilities
Aset bersih 13,857 14,006 Net assets
% kepemilikan efektif 31.87 31.87 % of effective ownership
Bagian Grup atas aset bersih 4,416 4,464 The Group's share of the net assets
entitas asosiasi of associate
Penyesuaian metode ekuitas (16) (21) Equity method adjustment
Jumlah tercatat 4,400 4,443 Total carrying value
Ringkasan laporan laba rugi dan penghasilan Summarised statements of profit or loss and
komprehensif lain ADM untuk tahun yang other comprehensive income of ADM for the
berakhir pada 31 Desember 2025 dan 2024 years ended 31 December 2025 and 2024
adalah sebagai berikut: are as follows:
2025 2024
Pendapatan bersih 60,011 64,112 Net revenue
Laba tahun berjalan 3,034 3,444 Profit for the year
Penghasilan komprehensif lain 64 (8) Other comprehensive income for
tahun berjalan, setelah pajak the year, net of tax
Jumlah penghasilan komprehensif 3,098 3,436 Total comprehensive income for
tahun berjalan the year
Dividen yang diterima oleh Grup 1,034 1,419 Dividend received by the Group
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DAN ENTITAS ANAK/AND SUBSIDIARIES
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LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
11. INVESTASI PADA VENTURA BERSAMA DAN 11. INVESTMENTS IN JOINT VENTURES AND
ENTITAS ASOSIASI (lanjutan) ASSOCIATES (continued)
b. Investasi pada entitas asosiasi (lanjutan) b. Investments in associates (continued)
Berikut adalah rangkuman kepentingan Grup Below is a summary of the Group’s interests
pada entitas asosiasi: in associates:
2025
Bagian atas penghasilan komprehensif/
Share of comprehensive income
Penghasilan
Nilai tercatat komprehensif
investasi/ lain/Other
Carrying value Hasil bersih/ comprehensive Jumlah/
of investment Result income Total
PT Astra Daihatsu Motor 4,400 971 20 991
Lain-lain/Others a) 28,849 b) 237 386 623
33,249 1,208 406 1,614
2024
Bagian atas penghasilan komprehensif/
Share of comprehensive income
Penghasilan
Nilai tercatat komprehensif
investasi/ lain/Other
Carrying value Hasil bersih/ comprehensive Jumlah/
of investment Result income Total
PT Astra Daihatsu Motor 4,443 1,098 (2) 1,096
Lain-lain/Others a) 21,778 938 859 1,797
26,221 2,036 857 2,893
a)
Kepentingan Grup pada entitas asosiasi lainnya a)
The Group’s interests in a number of individually
yang jumlahnya tidak material secara individual, lihat immaterial associates, refer to Note 32a(ii).
Catatan 32a(ii).
b)
Termasuk reklasifikasi dari investasi lain-lain (lihat b)
Including reclassification from other investments (refer to
Catatan 5), nilai investasi pada HEAL sebesar Rp5,4 Note 5), the investment in HEAL amounting to Rp5.4
triliun. trillion.
12. PROPERTI INVESTASI 12. INVESTMENT PROPERTIES
2025 2024
Pada awal tahun 7,420 7,137 At beginning of year
Entitas anak baru (lihat Catatan 3a) 6,996 - New subsidiaries (refer to Note 3a)
Penambahan 69 42 Additions
Pengurangan (32) (28) Disposals
Penyesuaian nilai wajar *) 46 13 Fair value adjustments *)
Reklasifikasi 181 256 Reclassifications
Pada akhir tahun 14,680 7,420 At end of year
*) Diukur dengan hirarki pengukuran nilai wajar Tingkat 2 – *) Measured by fair value measurement hierarchy Level 2 –
(“transaksi pasar yang dapat diobservasi”) dan Tingkat 3 – (“observable current market transactions”) and Level 3 –
(“transaksi pasar yang tidak dapat diobservasi”). (“non-observable current market transactions”).
Seluruh properti investasi yang dimiliki oleh Grup All investment properties owned by the Group
berada di Indonesia. are located in Indonesia.
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
12. PROPERTI INVESTASI (lanjutan) 12. INVESTMENT PROPERTIES (continued)
Penilaian atas nilai wajar properti investasi pada The valuation to determine the fair value of
31 Desember 2025 adalah berdasarkan hasil the Group’s investment properties as at
penilai independen yang telah terdaftar di 31 December 2025 is based on the results of
Otoritas Jasa Keuangan, yang sebagian besar independent appraisers registered with the
dilakukan oleh KJPP Ruky, Safrudin & Rekan, Financial Services Authority, mostly performed
sebagaimana tertera dalam laporan tertanggal by KJPP Ruky, Safrudin & Rekan, as stated in
15 Januari 2026. the report dated 15 January 2026.
Pada tanggal 31 Desember 2025, properti As at 31 December 2025, investment properties
investasi dengan nilai tercatat sejumlah Rp4,1 with a carrying value of Rp4.1 trillion were
triliun dijaminkan untuk pinjaman bank, lihat pledged as collateral for bank loans, refer to
Catatan 17b. Note 17b.
Pada tanggal 31 Desember 2025, properti As at 31 December 2025, investment properties
investasi selain tanah yang dimiliki oleh Grup other than land of the Group are covered by
telah diasuransikan terhadap risiko kebakaran insurance against loss from fire and other risks
dan risiko lainnya dengan nilai pertanggungan amounting to Rp6.1 trillion (2024: Rp3.5 trillion)
sebesar Rp6,1 triliun (2024: Rp3,5 triliun) yang which management believes is adequate to
menurut pendapat manajemen cukup untuk cover losses which may arise.
menutup kerugian yang mungkin timbul.
13. TANAMAN PRODUKTIF 13. BEARER PLANTS
2025
Pada awal Pada akhir
tahun/ tahun/
At beginning Penambahan/ Pengurangan/ Reklasifikasi/ At end of
of year Additions Disposals Reclassifications year
Harga perolehan Acquisition cost
Tanaman menghasilkan 10,618 - (280) 556 10,894 Mature plantations
Tanaman belum menghasilkan 1,432 514 - (556) 1,390 Immature plantations
12,050 514 (280) - 12,284
Akumulasi depresiasi Accumulated depreciation
dan penurunan nilai and impairment
Tanaman menghasilkan (4,585) (515) 201 - (4,899) Mature plantations
Nilai tercatat 7,465 7,385 Carrying value
2024
Pada awal Pada akhir
tahun/ tahun/
At beginning Penambahan/ Pengurangan/ Reklasifikasi/ At end of
of year Additions Disposals Reclassifications year
Harga perolehan Acquisition cost
Tanaman menghasilkan 10,040 - (47) 625 10,618 Mature plantations
Tanaman belum menghasilkan 1,500 557 - (625) 1,432 Immature plantations
11,540 557 (47) - 12,050
Akumulasi depresiasi Accumulated depreciation
dan penurunan nilai and impairment
Tanaman menghasilkan (4,130) (500) 45 - (4,585) Mature plantations
Nilai tercatat 7,410 7,465 Carrying value
Seluruh depresiasi tanaman menghasilkan All depreciation of mature plantations has been
dialokasikan ke beban pokok produksi. allocated to cost of production.
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
13. TANAMAN PRODUKTIF (lanjutan) 13. BEARER PLANTS (continued)
Pada tanggal 31 Desember 2025 dan 2024, tidak As at 31 December 2025 and 2024, there were
ada tanaman produktif yang dijaminkan untuk no bearer plants pledged as collateral for
pinjaman. borrowings.
Dengan pertimbangan asas manfaat dan biaya With due consideration of the benefit and costs
asuransi, serta tersebarnya perkebunan di of insurance, as well as the location of the
berbagai wilayah, dibandingkan dengan plantation that is spread over various regions,
kemungkinan terjadinya risiko kebakaran, wabah against the risk of fire, outbreaks of disease and
penyakit dan risiko lainnya, maka seluruh other risks, all of the immature plantations and
tanaman belum menghasilkan dan tanaman mature plantations are not insured.
menghasilkan tidak diasuransikan.
Selama tahun 2025, biaya pinjaman yang During 2025, borrowing cost capitalised to
dikapitalisasi ke tanaman belum menghasilkan immature plantations amounting to Rp7 billion
sebesar Rp7 miliar (2024: Rp10 miliar) dengan (2024: Rp10 billion) with average capitalisation
rata-rata tingkat kapitalisasi sebesar 7,9% rates of 7.9% (2024: 7.6%).
(2024: 7,6%).
14. ASET TETAP 14. FIXED ASSETS
2025
Revaluasi/
Pada awal (Penurunan
tahun/ Entitas anak nilai)/ Pada akhir
At beginning Penambahan/ Pengurangan/ baru/New Reklasifikasi/ Revaluation/ tahun/
of year Additions Disposals subsidiaries Reclassifications (Impairment) At end of year
Harga perolehan Acquisition cost
Kepemilikan langsung: Directly owned:
Tanah 13,847 418 (12) - 113 - 14,366 Land
Bangunan dan fasilitasnya 31,828 817 (171) 3 3,273 2 35,752 Building and leasehold improvement
Mesin dan peralatan 33,384 1,000 (482) - 1,781 - 35,683 Machinery and equipment
Alat berat 58,025 3,549 (4,315) - 2,034 - 59,293 Heavy equipment
Alat pengangkutan 7,391 1,305 (306) 1 547 - 8,938 Transportation equipment
Perabot dan peralatan kantor 8,166 882 (257) 14 51 - 8,856 Furniture and office equipment
Aset yang disewakan: Assets for lease:
Alat pengangkutan 8,459 2,115 - - (1,692) - 8,882 Transportation equipment
Peralatan kantor 2,332 136 (79) - (37) - 2,352 Office equipment
Alat berat 1,123 116 (56) - (38) - 1,145 Heavy equipment
Aset dalam penyelesaian: Assets under construction:
Bangunan 2,023 1,741 (1) - (1,584) - 2,179 Building
Mesin dan peralatan 6,737 5,601 (16) - (4,270) - 8,052 Machinery and equipment
Alat berat 1,707 1,541 - - (2,078) - 1,170 Heavy equipment
Aset hak-guna: Right-of-use assets:
Tanah dan bangunan 1,619 417 (370) - 7 - 1,673 Land and building
Mesin 2 - (2) - - - - Machinery
Alat pengangkutan 1,264 373 (531) - - - 1,106 Transportation equipment
Alat berat 1,941 757 (850) - (3) - 1,845 Heavy equipment
179,848 20,768 (7,448) 18 (1,896) 2 191,292
Akumulasi depresiasi Accumulated depreciation
dan penurunan nilai and impairment
Kepemilikan langsung: Directly owned:
Tanah (69) - - - - - (69) Land
Bangunan dan fasilitasnya (18,025) (1,964) 100 (1) (6) - (19,896) Building and leasehold improvement
Mesin dan peralatan (22,686) (2,486) 469 - (668) 5 (25,366) Machinery and equipment
Alat berat (41,467) (5,781) 4,207 - 684 (10) (42,367) Heavy equipment
Alat pengangkutan (4,252) (655) 268 (1) (53) - (4,693) Transportation equipment
Perabot dan peralatan kantor (6,432) (797) 227 (11) 13 - (7,000) Furniture and office equipment
Aset yang disewakan: Assets for lease:
Alat pengangkutan (3,017) (1,258) - - 1,173 7 (3,095) Transportation equipment
Peralatan kantor (2,036) (167) 79 - 23 - (2,101) Office equipment
Alat berat (665) (225) 56 - 52 - (782) Heavy equipment
Aset hak-guna: Right-of-use assets:
Tanah dan bangunan (834) (368) 345 - 9 - (848) Land and building
Mesin (2) - 2 - - - - Machinery
Alat pengangkutan (773) (375) 528 - - - (620) Transportation equipment
Alat berat (856) (684) 850 - 1 - (689) Heavy equipment
(101,114) (14,760) 7,131 (13) 1,228 2 (107,526)
Nilai buku bersih 78,734 83,766 Net book value
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DAN ENTITAS ANAK/AND SUBSIDIARIES
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
14. ASET TETAP (lanjutan) 14. FIXED ASSETS (continued)
2024
Revaluasi/
Pada awal (Penurunan
tahun/ Entitas anak nilai)/ Pada akhir
At beginning Penambahan/ Pengurangan/ baru/New Reklasifikasi/ Revaluation/ tahun/
of year Additions Disposals subsidiaries Reclassifications (Impairment) At end of year
Harga perolehan Acquisition cost
Kepemilikan langsung: Directly owned:
Tanah 13,416 269 (20) 240 (214) 156 13,847 Land
Bangunan dan fasilitasnya 29,988 1,080 (150) 143 763 4 31,828 Building and leasehold improvement
Mesin dan peralatan 29,597 1,799 (464) 86 2,366 - 33,384 Machinery and equipment
Alat berat 55,446 4,338 (4,147) - 2,388 - 58,025 Heavy equipment
Alat pengangkutan 6,435 500 (390) 1 845 - 7,391 Transportation equipment
Perabot dan peralatan kantor 7,449 850 (167) 18 16 - 8,166 Furniture and office equipment
Aset yang disewakan: Assets for lease:
Alat pengangkutan 7,925 1,693 - - (1,159) - 8,459 Transportation equipment
Peralatan kantor 2,231 139 (30) - (8) - 2,332 Office equipment
Alat berat 963 156 (9) - 13 - 1,123 Heavy equipment
Aset dalam penyelesaian: Assets under construction:
Bangunan 1,294 1,465 (3) - (733) - 2,023 Building
Mesin dan peralatan 5,875 4,385 (8) - (3,515) - 6,737 Machinery and equipment
Alat berat 2,197 1,604 - - (2,094) - 1,707 Heavy equipment
Aset hak-guna: Right-of-use assets:
Tanah dan bangunan 1,361 527 (263) - (6) - 1,619 Land and building
Mesin 1 1 - - - - 2 Machinery
Alat pengangkutan 1,291 315 (339) - (3) - 1,264 Transportation equipment
Alat berat 2,212 650 (638) - (283) - 1,941 Heavy equipment
167,681 19,771 (6,628) 488 (1,624) 160 179,848
Akumulasi depresiasi Accumulated depreciation
dan penurunan nilai and impairment
Kepemilikan langsung: Directly owned:
Tanah (69) - - - - - (69) Land
Bangunan dan fasilitasnya (16,569) (1,712) 138 (9) 127 - (18,025) Building and leasehold improvement
Mesin dan peralatan (20,781) (2,167) 454 (11) (46) (135) (22,686) Machinery and equipment
Alat berat (39,976) (5,379) 4,114 - (226) - (41,467) Heavy equipment
Alat pengangkutan (3,968) (598) 320 - (6) - (4,252) Transportation equipment
Perabot dan peralatan kantor (5,880) (716) 165 (3) 2 - (6,432) Furniture and office equipment
Aset yang disewakan: Assets for lease:
Alat pengangkutan (2,622) (1,207) - - 822 (10) (3,017) Transportation equipment
Peralatan kantor (1,889) (182) 30 - 5 - (2,036) Office equipment
Alat berat (560) (188) 3 - 80 - (665) Heavy equipment
Aset hak-guna: Right-of-use assets:
Tanah dan bangunan (736) (360) 258 - 4 - (834) Land and building
Mesin (1) (1) - - - - (2) Machinery
Alat pengangkutan (677) (437) 338 - 3 - (773) Transportation equipment
Alat berat (1,066) (695) 633 - 272 - (856) Heavy equipment
(94,794) (13,642) 6,453 (23) 1,037 (145) (101,114)
Nilai buku bersih 72,887 78,734 Net book value
Penambahan aset tetap terdiri dari: Additions to fixed assets consist of:
2025 2024
Perolehan 19,743 18,187 Acquisitions
Pindahan dari uang muka 496 1,029 Transfer from advance payments
Selisih kurs karena penjabaran laporan 529 555 Exchange difference on translation of
keuangan dalam valuta asing financial statements in foreign
currencies
20,768 19,771
Rincian keuntungan pelepasan aset tetap yang Details of gains from the disposal of fixed assets
dimiliki langsung oleh Grup adalah sebagai which were directly owned by the Group are as
berikut: follows:
2025 2024
Harga jual 555 981 Proceeds
Nilai tercatat (289) (164) Carrying value
266 817
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
14. ASET TETAP (lanjutan) 14. FIXED ASSETS (continued)
Depresiasi dialokasikan sebagai berikut: Depreciation was allocated as follows:
2025 2024
Beban pokok pendapatan 12,372 11,293 Cost of revenue
Beban penjualan 327 355 Selling expenses
Beban umum dan administrasi 1,745 1,653 General and administrative expenses
Tanaman belum menghasilkan 31 28 Immature plantations
Selisih kurs karena penjabaran laporan 285 313 Exchange difference on translation
keuangan dalam valuta asing of financial statements in foreign
currencies
14,760 13,642
Tanah dimiliki berdasarkan Sertifikat Hak Guna Land is held under “Hak Guna Bangunan” and
Bangunan dan Hak Guna Usaha dengan masa “Hak Guna Usaha” titles, which will expire
berlaku yang akan berakhir antara tahun 2026 between 2026 and 2099. The land rights are
sampai 2099. Hak atas tanah tersebut dapat renewable.
diperbaharui.
Tidak ada perbedaan yang signifikan antara nilai There is no significant difference between the
wajar dan nilai tercatat aset tetap selain tanah. fair value and carrying amount of fixed assets
Nilai wajar tanah berdasarkan hirarki nilai wajar other than land. The fair values of the land
Tingkat 2 (“transaksi pasar yang dapat based on fair value hierarchy Level 2
diobservasi”) pada tanggal 31 Desember 2025 (“observable current market transactions”) as at
adalah sebesar Rp59,3 triliun (2024: Rp57,9 31 December 2025 is Rp59.3 trillion (2024:
triliun). Penilaian atas nilai wajar tanah adalah Rp57.9 trillion). The valuation to determine the
berdasarkan hasil penilaian oleh penilai fair value of the land is based on the appraisal
independen yang terdaftar di Otoritas Jasa results of independent appraisers registered
Keuangan atau berdasarkan data pasar yang with the Financial Services Authority or based
telah disesuaikan dengan perubahan Nilai Jual on the market data adjusted with change of the
Objek Pajak setempat dari objek yang sejenis. Sale Value of the Tax Object from similar
objects.
Pada tanggal 31 Desember 2025, harga As at 31 December 2025, the acquisition cost of
perolehan aset tetap yang telah disusutkan fixed assets which have been fully depreciated
penuh namun masih digunakan adalah sebesar but are still being used amounting to Rp58.3
Rp58,3 triliun (2024: Rp56,5 triliun). trillion (2024: Rp56.5 trillion).
Persentase penyelesaian sebagian besar The percentage of completion of the majority of
bangunan, mesin dan alat berat dalam building, machinery and heavy equipment
penyelesaian pada 31 Desember 2025 rata-rata under construction as at 31 December 2025 is,
di atas 13% (2024: rata-rata di atas 26%). on average, above 13% (2024: on average
Sebagian besar aset dalam penyelesaian above 26%). Most of the assets under
diperkirakan akan selesai pada tahun 2026. constructions are estimated to be completed in
2026.
Pada tanggal 31 Desember 2025, aset tetap As at 31 December 2025, certain fixed assets
tertentu dengan nilai tercatat sejumlah Rp194 with a carrying value of Rp194 billion
miliar (2024: Rp423 miliar) dijaminkan untuk (2024: Rp423 billion) were pledged as collateral
pinjaman lain-lain, lihat Catatan 17b. for other loans, refer to Notes 17b.
Halaman - 72 - Page
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
14. ASET TETAP (lanjutan) 14. FIXED ASSETS (continued)
Pada tanggal 31 Desember 2025, aset tetap As at 31 December 2025, certain fixed assets of
tertentu yang dimiliki oleh Grup telah the Group are covered by insurance against loss
diasuransikan terhadap risiko kebakaran dan by fire and other risks amounting to Rp124.0
risiko lainnya dengan nilai pertanggungan trillion (2024: Rp119.1 trillion), which
sebesar Rp124,0 triliun (2024: Rp119,1 triliun), management believes is adequate to cover
yang menurut pendapat manajemen cukup untuk losses which may arise.
menutup kerugian yang mungkin timbul.
Manajemen berpendapat bahwa penyisihan Management is of the view that the provision for
penurunan nilai tercatat aset tetap tersebut sudah impairment of fixed assets is sufficient.
mencukupi.
15. PROPERTI PERTAMBANGAN 15. MINING PROPERTIES
2025
Selisih kurs karena
penjabaran laporan
keuangan dalam
Pada awal valuta asing/
tahun/ Exchange difference Pelepasan Pada akhir
At on translation of entitas anak/ tahun/
beginning Penambahan/ financial statements Disposal of At end of
of year Additions in foreign currencies subsidiary year
Harga perolehan 33,846 - 735 (1,064) 33,517 Acquisition cost
Akumulasi depresiasi (10,428) (1,337) (279) - (12,044) Accumulated depreciation
Akumulasi penurunan (7,706) - (22) 1,064 (6,664) Accumulated impairment
nilai
Nilai tercatat 15,712 14,809 Carrying value
2024
Selisih kurs karena
penjabaran laporan
keuangan dalam
Pada awal valuta asing/
tahun/ Exchange difference Pelepasan Pada akhir
At on translation of entitas anak/ tahun/
beginning Penambahan/ financial statements Disposal of At end of
of year Additions in foreign currencies subsidiary year
Harga perolehan 32,962 - 884 - 33,846 Acquisition cost
Akumulasi depresiasi (8,735) (1,266) (427) - (10,428) Accumulated depreciation
Akumulasi penurunan (7,680) - (26) - (7,706) Accumulated impairment
nilai
Nilai tercatat 16,547 15,712 Carrying value
Berikut adalah rincian properti pertambangan The following are the details of mining properties
Grup: of the Group:
2025 2024
Penambangan nikel 5,362 5,609 Nickel mining
Penambangan emas *) 5,057 5,448 Gold mining *)
Penambangan batubara 4,390 4,655 Coal mining
14,809 15,712
*) Pada November 2025, Siklon Senyar menyebabkan banjir bandang dan *) In November 2025, Cyclone Senyar caused flash floods and landslides in
tanah longsor pada beberapa wilayah Sumatera, termasuk Aceh, Sumatera several regions of Sumatera, including Aceh, North Sumatera, and West
Utara, dan Sumatera Barat. Pada Desember 2025, operasi penambangan Sumatera. In December 2025, mining operations at PT Agincourt
di PT Agincourt Resources (“PTAR”) dihentikan sementara waktu (lihat Resources (“PTAR”) were temporarily halted (refer to Note 36h).
Catatan 36h).
Pada tanggal 31 Desember 2025, nilai tercatat dari Unit Penghasil Kas As at 31 December 2025, the carrying value of the gold mining cash
(“UPK”) penambangan emas PTAR sebesar USD0,9 miliar atau setara generating unit (“CGU”) of PTAR amounted to USD0.9 billion or
dengan Rp14,8 triliun. Berdasarkan pengujian penurunan nilai, nilai tercatat equivalent to Rp14.8 trillion. Based on the impairment testing performed,
UPK PTAR dapat dipulihkan. Nilai terpulihkan ditentukan dengan the PTAR CGU carrying value is recoverable. The recoverable amount is
menggunakan asumsi-asumsi utama, termasuk prakiraan harga emas, determined using key assumptions, including the gold price forecast, the
tingkat diskonto setelah pajak dan estimasi waktu dimulainya kembali post-tax discount rate and the estimated timing for the resumption of
kegiatan operasi penambangan. mining operations.
Halaman - 73 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
15. PROPERTI PERTAMBANGAN (lanjutan) 15. MINING PROPERTIES (continued)
Grup memiliki properti pertambangan di berbagai The Group has mining properties in specified
wilayah konsesi. Konsesi-konsesi pertambangan concession areas. Mining concessions will
tersebut akan berakhir pada waktu yang berbeda- expire at various dates as determined by
beda sebagaimana ditentukan dalam Perjanjian existing Coal Contract of Work, Mining Business
Karya Pengusahaan Penambangan Batubara, Ijin License (coal, gold and nickel) and Contract of
Usaha Pertambangan (batubara, emas dan nikel) Work (gold), which are between 2026 up to
dan Kontrak Karya (emas) yang masih berlaku, 2044.
yaitu antara tahun 2026 sampai dengan 2044.
Seluruh depresiasi properti pertambangan All depreciation of mining properties has been
dialokasikan ke beban pokok pendapatan. allocated to cost of revenue.
Pada tanggal 31 Desember 2025, manajemen As at 31 December 2025, management believes
berkeyakinan bahwa penyisihan penurunan nilai that the provision for impairment in the value of
properti pertambangan cukup untuk menutupi mining properties is adequate to cover any
kerugian penurunan nilai properti pertambangan. losses from the impairment of mining properties.
16. HAK KONSESI 16. CONCESSION RIGHTS
2025
Pada awal tahun/ Penambahan/ Pada akhir tahun/
At beginning of year Additions At end of year
Harga perolehan 10,448 403 10,851 Acquisition cost
Akumulasi amortisasi (1,159) (183) (1,342) Accumulated amortisation
Nilai tercatat 9,289 9,509 Carrying value
2024
Pada awal tahun/ Penambahan/ Pada akhir tahun/
At beginning of year Additions At end of year
Harga perolehan 10,076 372 10,448 Acquisition cost
Akumulasi amortisasi (1,006) (153) (1,159) Accumulated amortisation
Nilai tercatat 9,070 9,289 Carrying value
Hak konsesi merupakan hak pengusahaan jalan Concession rights are toll road concession rights
tol yang dimiliki oleh PT Marga Harjaya which are held by PT Marga Harjaya
Infrastruktur dan PT Marga Mandalasakti, entitas Infrastruktur and PT Marga Mandalasakti,
anak tidak langsung, masing-masing berlaku indirect subsidiaries, which are valid until 2055
sampai dengan tahun 2055 dan 2059. and 2059, respectively.
Seluruh amortisasi hak konsesi jalan tol All amortisation of toll road concession rights
dialokasikan ke beban pokok pendapatan. has been allocated to cost of revenue.
Pada tanggal 31 Desember 2025, jalan tol dan As at 31 December 2025, toll roads and certain
peralatan tertentu lainnya yang dimiliki oleh Grup other equipments of the Group are covered by
telah diasuransikan terhadap risiko kerusakan insurance against damage and other risks
dan risiko lainnya dengan nilai pertanggungan amounting to Rp7.7 trillion (2024: Rp6.9 trillion),
sebesar Rp7,7 triliun (2024: Rp6,9 triliun), yang which management believes is adequate to
menurut pendapat manajemen cukup untuk cover losses which may arise.
menutup kerugian yang mungkin timbul.
Halaman - 74 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PINJAMAN 17. BORROWINGS
a. Pinjaman jangka pendek a. Short-term borrowings
2025 2024
Pinjaman bank 18,351 11,824 Bank loans
Pinjaman sindikasi 2,500 - Syndicated loan
Pinjaman dari pihak selain bank 150 - Non-bank loan
21,001 11,824
Dana yang diperoleh dari pinjaman jangka The funds received from short-term
pendek digunakan untuk modal kerja dan borrowings are used for working capital and
pendanaan kegiatan umum. Debitur general corporate funding. The borrowers
diwajibkan memenuhi kewajiban tertentu, are required to comply with certain
antara lain batasan rasio keuangan. Grup covenants, such as financial ratio
telah memenuhi batasan-batasan yang covenants. The Group has complied with
diwajibkan dalam perjanjian pinjaman. the covenants required in the loan
agreements.
(i) Pinjaman bank (i) Bank loans
2025 2024
Kreditur/Lenders
Pihak ketiga/Third parties
Rupiah
PT Bank Mandiri (Persero) Tbk 5,641 2,671
MUFG Bank Ltd 4,306 2,255
Citibank NA 895 50
PT Bank Mizuho Indonesia 765 -
Deutsche Bank AG 650 -
PT Bank ANZ Indonesia 614 126
Standard Chartered Bank 438 165
PT Bank SMBC Indonesia Tbk 407 2,276
PT Bank OCBC NISP Tbk 340 224
PT Bank HSBC Indonesia 260 100
PT Bank Nationalnobu Tbk 175 -
PT Bank CIMB Niaga Tbk 150 1,130
PT Bank Central Asia Tbk 75 27
PT Bank Syariah Indonesia Tbk 60 -
PT Bank Permata Tbk 41 212
PT Bank Pan Indonesia Tbk 12 150
PT Bank Danamon Indonesia Tbk - 402
PT Bank Maybank Indonesia Tbk - 95
Lain-lain (masing-masing di bawah Rp50 miliar)/ 74 -
Others (below Rp50 billion each)
14,903 9,883
Mata uang asing/Foreign currencies
PT Bank CIMB Niaga Tbk 1,992 -
MUFG Bank Ltd 640 160
PT Bank HSBC Indonesia 399 -
PT Bank ANZ Indonesia 336 557
PT Bank UOB Indonesia 81 -
Citibank NA - 945
PT Bank Danamon Indonesia Tbk - 279
3,448 1,941
Jumlah/Total 18,351 11,824
Halaman - 75 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PINJAMAN (lanjutan) 17. BORROWINGS (continued)
a. Pinjaman jangka pendek (lanjutan) a. Short-term borrowings (continued)
(i) Pinjaman bank (lanjutan) (i) Bank loans (continued)
Informasi lain mengenai pinjaman bank Other information relating to short-term
jangka pendek pada tanggal bank loans as at 31 December 2025
31 Desember 2025 adalah sebagai are as follows:
berikut:
Jadwal pembayaran/ Tingkat bunga*)/
Kreditur/Lenders Repayment schedule Interest rates*)
PT Bank Mandiri (Persero) Tbk Beberapa cicilan di tahun/several instalments in 2026 JIBOR + 0.10%
3.95% - 6.40%
MUFG Bank Ltd Beberapa cicilan di tahun/several instalments in 2026 JIBOR + 0.40% - 0.45%
4.42% - 6.70%
PT Bank CIMB Niaga Tbk Beberapa cicilan di tahun/several instalments in 2026 3.50% - 6.29%
PT Bank ANZ Indonesia Beberapa cicilan di tahun/several instalments in 2026 4.90% - 6.95%
Citibank NA Beberapa cicilan di tahun/several instalments in 2026 4.59% - 6.20%
PT Bank Mizuho Indonesia Beberapa cicilan di tahun/several instalments in 2026 JIBOR + 0.80% - 1.75%
4.55% - 4.60%
PT Bank HSBC Indonesia Beberapa cicilan di tahun/several instalments in 2026 5.25% - 6.55%
Deutsche Bank AG 2 Januari/January 2026 4.60%
Standard Chartered Bank Beberapa cicilan di tahun/several instalments in 2026 4.70% - 7.15%
PT Bank SMBC Indonesia Tbk Beberapa cicilan di tahun/several instalments in 2026 JIBOR + 1.70% - 2.50%
5.70% - 5.95%
PT Bank OCBC NISP Tbk 30 Januari/January 2026 JIBOR + 2.25%
PT Bank Nationalnobu Tbk Beberapa cicilan di tahun/several instalments in 2026 3.70% - 6.25%
PT Bank UOB Indonesia 1 Februari/February 2026 5.75% - 7.10%
PT Bank Central Asia Tbk Beberapa cicilan di tahun/several instalments in 2026 4.60% - 7.00%
PT Bank Syariah Indonesia Tbk 1 Januari/January 2026 7.12%
PT Bank Permata Tbk 1 Januari/January 2026 5.90%
PT Bank Pan Indonesia Tbk Beberapa cicilan di tahun/several instalments in 2026 6.60%
*)
Lihat Catatan 34(i) untuk informasi mengenai *)
Refer to Note 34(i) for information regarding
reformasi acuan suku bunga mengambang. floating interest rate benchmark reform.
Pada tanggal 31 Desember 2025, As at 31 December 2025, short-term
pinjaman jangka pendek sejumlah borrowings amounting to Rp138 billion
Rp138 miliar (2024: Rp378 miliar) (2024: Rp378 billion) are secured by
dijamin dengan piutang pembiayaan consumer financing receivables, refer to
konsumen, lihat Catatan 7a. Note 7a.
(ii) Pinjaman sindikasi (ii) Syndicated loan
Pada tanggal 31 Desember 2025, As at 31 December 2025, the Group’s
pinjaman sindikasi Grup yang syndicated loan, which was
didenominasikan dalam USD adalah denominated in USD was amounted
sebesar USD149 juta atau setara to USD149 million or equivalent
dengan Rp2,5 triliun, dengan PT Bank to Rp2.5 trillion, with PT Bank
DBS Indonesia sebagai facility agent. DBS Indonesia as facility agent.
Pinjaman sindikasi ini memiliki tingkat It has an annual interest rate of
bunga per tahun Term SOFR + 0,77% Term SOFR + 0.77% and is due on
dan akan jatuh tempo pada 30 Januari 30 January 2026.
2026.
Halaman - 76 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PINJAMAN (lanjutan) 17. BORROWINGS (continued)
a. Pinjaman jangka pendek (lanjutan) a. Short-term borrowings (continued)
(iii) Pinjaman dari pihak selain bank (iii) Non-bank loans
Pinjaman Grup dari pihak selain bank The Group’s non-bank loan as at
pada tanggal 31 Desember 2025 31 December 2025 amounting to
sebesar Rp150 miliar kepada Lembaga Rp150 billion to Lembaga Pembiayaan
Pembiayaan Ekspor Indonesia, akan Ekspor Indonesia, will be due on
jatuh tempo pada 1 Agustus 2026 1 August 2026 with annual interest rate
dengan tingkat bunga per tahun 6,02%. at 6.02%.
b. Pinjaman bank dan pinjaman lain-lain b. Long-term bank loans and other loans
jangka panjang
2025 2024
Pinjaman bank 40,522 41,509 Bank loans
Pinjaman sindikasi 22,962 24,628 Syndicated loans
Pinjaman dari pihak selain bank 343 402 Non-bank loans
63,827 66,539
Bagian jangka pendek (35,386) (28,055) Current portion
Bagian jangka panjang 28,441 38,484 Non-current portion
Dana yang diperoleh dari pinjaman bank dan The funds received from long-term bank
pinjaman lain-lain jangka panjang digunakan loans and other loans are used for working
untuk modal kerja, pendanaan umum, capital, general funding, loan refinancing
pembiayaan kembali pinjaman dan and financing.
pembiayaan.
Halaman - 77 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PINJAMAN (lanjutan) 17. BORROWINGS (continued)
b. Pinjaman bank dan pinjaman lain-lain b. Long-term bank loans and other loans
jangka panjang (lanjutan) (continued)
(i) Pinjaman bank (i) Bank loans
2025
Jumlah pokok Ekuivalen Rp/Rp equivalent
mata uang asing
dalam jutaan/
Principal amount Jangka Jangka
of foreign Jumlah/ pendek/ panjang/
currency in millions Total Current Non-current
Kreditur/Lenders
Pihak ketiga/Third parties
Rupiah
PT Bank Mandiri (Persero) Tbk - 8,406 4,071 4,335
PT Bank Pan Indonesia Tbk - 7,025 3,861 3,164
Standard Chartered Bank - 5,641 4,543 1,098
PT Bank Negara Indonesia - 5,146 1,357 3,789
(Persero) Tbk
PT Bank Central Asia Tbk - 3,619 2,849 770
PT Bank UOB Indonesia - 1,581 30 1,551
PT Bank Syariah Indonesia Tbk - 1,010 251 759
PT Bank Rakyat Indonesia - 884 644 240
(Persero) Tbk
PT Bank SBI Indonesia - 575 200 375
PT Bank Mizuho Indonesia - 500 500 -
PT Bank Shinhan Indonesia - 454 137 317
PT Bank HSBC Indonesia - 375 167 208
PT Bank DBS Indonesia - 297 67 230
PT Bank Muamalat Indonesia - 277 144 133
PT Bank Maybank Indonesia Tbk - 238 109 129
PT Bank SMBC Indonesia Tbk - 210 46 164
PT Bank CIMB Niaga Tbk - 174 3 171
PT Bank Panin Dubai Syariah Tbk - 139 96 43
PT Bank BCA Syariah - 111 67 44
Lain-lain/Others - 10 10 -
36,672 19,152 17,520
Mata uang asing/Foreign currencies
PT Bank Rakyat Indonesia USD 120 2,014 2,014 -
(Persero) Tbk
PT Bank ANZ Indonesia USD 42 704 606 98
PT Bank Mizuho Indonesia USD 38 630 252 378
PT Bank Danamon Indonesia Tbk USD 13 213 128 85
Australian & New Zealand USD 7 124 124 -
Banking Group Ltd
Mizuho Bank Ltd USD 7 112 112 -
Oversea-Chinese Banking USD 3 53 53 -
Corporation Ltd
3,850 3,289 561
Jumlah/Total 40,522 22,441 18,081
Halaman - 78 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PINJAMAN (lanjutan) 17. BORROWINGS (continued)
b. Pinjaman bank dan pinjaman lain-lain b. Long-term bank loans and other loans
jangka panjang (lanjutan) (continued)
(i) Pinjaman bank (lanjutan) (i) Bank loans (continued)
2024
Jumlah pokok Ekuivalen Rp/Rp equivalent
mata uang asing
dalam jutaan/
Principal amount Jangka Jangka
of foreign Jumlah/ pendek/ panjang/
currency in millions Total Current Non-current
Kreditur/Lenders
Pihak berelasi/Related party
(lihat Catatan/refer to Note 32m)
Rupiah
PT Bank Saqu Indonesia (dahulu/ - 40 40 -
formerly: PT Bank Jasa Jakarta)
Pihak ketiga/Third parties
Rupiah
PT Bank Mandiri (Persero) Tbk - 10,353 3,411 6,942
PT Bank Pan Indonesia Tbk - 8,076 4,591 3,485
PT Bank Central Asia Tbk - 5,943 3,291 2,652
PT Bank Negara Indonesia - 4,367 670 3,697
(Persero) Tbk
Standard Chartered Bank - 4,144 4,111 33
PT Bank Rakyat Indonesia - 1,362 1,061 301
(Persero) Tbk
PT Bank SMBC Indonesia Tbk - 445 150 295
PT Bank DBS Indonesia - 363 67 296
PT Bank Maybank Indonesia Tbk - 320 177 143
PT Bank Panin Dubai Syariah Tbk - 217 98 119
PT Bank Syariah Indonesia Tbk - 216 22 194
PT Bank BCA Syariah - 178 67 111
PT Bank CIMB Niaga Tbk - 175 9 166
PT Bank Shinhan Indonesia - 111 111 -
PT Bank Muamalat Indonesia - 111 67 44
Lain-lain (masing-masing di bawah - 81 74 7
Rp50 miliar)/Others (below Rp50
billion each)
36,462 17,977 18,485
Mata uang asing/Foreign currencies
PT Bank Rakyat Indonesia USD 120 1,939 - 1,939
(Persero) Tbk
PT Bank SMBC Indonesia Tbk USD 50 808 808 -
PT Bank ANZ Indonesia USD 48 779 100 679
Mizuho Bank Ltd USD 43 693 584 109
Oversea-Chinese Banking USD 22 350 336 14
Corporation Ltd
Australian & New Zealand USD 13 208 88 120
Banking Group Ltd
PT Bank Permata Tbk USD 13 206 206 -
PT Bank Mizuho Indonesia USD 1 24 24 -
5,007 2,146 2,861
Jumlah/Total 41,509 20,163 21,346
Halaman - 79 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PINJAMAN (lanjutan) 17. BORROWINGS (continued)
b. Pinjaman bank dan pinjaman lain-lain b. Long-term bank loans and other loans
jangka panjang (lanjutan) (continued)
(i) Pinjaman bank (lanjutan) (i) Bank loans (continued)
Informasi lain mengenai pinjaman bank Other information relating to bank loans
pada tanggal 31 Desember 2025 adalah as at 31 December 2025 are as follows:
sebagai berikut:
Jadwal pembayaran/ Tingkat bunga *)/
Kreditur/Lenders Repayment schedule Interest rates *)
PT Bank Mandiri (Persero) Tbk Beberapa cicilan/several instalments (2026 - 2028) JIBOR + 0.15% - 1.00%
5.75% - 7.15%
PT Bank Pan Indonesia Tbk Beberapa cicilan/several instalments (2026 - 2028) 5.60% - 7.05%
Standard Chartered Bank Beberapa cicilan/several instalments (2026 - 2029) IndONIA + 2.90%
4.76% - 6.15%
PT Bank Negara Indonesia Beberapa cicilan/several instalments (2026 - 2037) JIBOR + 1.00%
(Persero) Tbk 6.00% - 6.78%
PT Bank Central Asia Tbk Beberapa cicilan/several instalments (2026 - 2028) JIBOR + 1.00%
5.95% - 7.35%
PT Bank Rakyat Indonesia Beberapa cicilan/several instalments (2026 - 2028) Term SOFR + 1.00%
(Persero) Tbk 6.25% - 6.70%
PT Bank UOB Indonesia Beberapa cicilan/several instalments (2026 - 2029) JIBOR + 1.50%
PT Bank Mizuho Indonesia Beberapa cicilan/several instalments (2026 - 2028) Term SOFR + 0.95%
4.60% - 5.25%
PT Bank Syariah Indonesia Tbk Beberapa cicilan/several instalments (2026 - 2031) 5.90% - 9.50%
PT Bank ANZ Indonesia Beberapa cicilan/several instalments (2026 - 2028) Term SOFR + 0.77% - 1.00%
PT Bank SBI Indonesia Beberapa cicilan/several instalments (2026 - 2028) 5.77% - 5.80%
PT Bank Shinhan Indonesia Beberapa cicilan/several instalments (2026 - 2029) 6.30% - 6.80%
PT Bank HSBC Indonesia Beberapa cicilan/several instalments (2026 - 2028) 6.90%
PT Bank DBS Indonesia Beberapa cicilan/several instalments (2026 - 2028) 6.90% - 7.00%
PT Bank Muamalat Indonesia Beberapa cicilan/several instalments (2026 - 2028) 6.50%
PT Bank Maybank Indonesia Tbk Beberapa cicilan/several instalments (2026 - 2029) 6.80% - 7.15%
PT Bank Danamon Indonesia Tbk Beberapa cicilan/several instalments (2026 - 2027) Term SOFR + 0.46%
7.15% - 7.30%
PT Bank SMBC Indonesia Tbk Beberapa cicilan/several instalments (2026 - 2028) JIBOR + 1.00% - 2.50%
PT Bank CIMB Niaga Tbk Beberapa cicilan/several instalments (2026 - 2030) 7.25%
PT Bank Panin Dubai Syariah Tbk Beberapa cicilan/several instalments (2026 - 2027) JIBOR + 1.50%
6.35% - 6.50%
Australian & New Zealand Beberapa cicilan di tahun/several instalments in 2026 Term SOFR + 0.85%
Banking Group Ltd
Mizuho Bank Ltd Beberapa cicilan di tahun/several instalments in 2026 Term SOFR + 0.65%
PT Bank BCA Syariah Beberapa cicilan/several instalments (2026 - 2027) 7.05%
Oversea-Chinese Banking Beberapa cicilan di tahun/several instalments in 2026 Term SOFR + 0.95%
Corporation Ltd
*)
Lihat Catatan 34(i) untuk informasi mengenai *)
Refer to Note 34(i) for information regarding
reformasi acuan suku bunga mengambang. floating interest rate benchmark reform.
Sesuai dengan beberapa perjanjian As specified by the loan agreements,
pinjaman, debitur diwajibkan memenuhi the borrowers are required to comply
kewajiban-kewajiban tertentu seperti with certain covenants, such as
batasan rasio keuangan. Grup telah financial ratio covenants. The Group
memenuhi batasan-batasan yang has complied with the covenants
diwajibkan dalam perjanjian pinjaman. required in the loan agreements.
Halaman - 80 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PINJAMAN (lanjutan) 17. BORROWINGS (continued)
b. Pinjaman bank dan pinjaman lain-lain b. Long-term bank loans and other loans
jangka panjang (lanjutan) (continued)
(ii) Pinjaman sindikasi (ii) Syndicated loans
2025
Jumlah pokok Ekuivalen Rp/Rp equivalent
mata uang asing
dalam jutaan/
Principal amount Jangka Jangka
of foreign Jumlah/ pendek/ panjang/
currency in millions Total Current Non-current
Facility agents
Rupiah
PT Bank Central Asia Tbk - 6,188 2,063 4,125
PT Bank Mandiri (Persero) Tbk - 2,218 1,272 946
Bank Of China Limited - 1,345 1,345 -
PT Bank Negara Indonesia - 1,054 239 815
(Persero) Tbk
10,805 4,919 5,886
Mata uang asing/Foreign currencies
The Hongkong and Shanghai USD 193 3,235 2,343 892
Banking Corporation Ltd
Oversea-Chinese Banking USD 172 2,880 2,880 -
Corporation Ltd
CTBC Bank Co Ltd USD 170 2,846 1,119 1,727
Bank of China Limited USD 140 2,356 979 1,377
China CITIC Bank USD 18 308 112 196
International Limited
PT Bank HSBC Indonesia USD 12 196 196 -
PT Bank SMBC Indonesia Tbk USD 10 168 168 -
Sumitomo Mitsui Banking USD 10 168 168 -
Corporation
12,157 7,965 4,192
Jumlah/Total 22,962 12,884 10,078
2024
Jumlah pokok Ekuivalen Rp/Rp equivalent
mata uang asing
dalam jutaan/
Principal amount Jangka Jangka
of foreign Jumlah/ pendek/ panjang/
currency in millions Total Current Non-current
Facility agents
Rupiah
PT Bank Central Asia Tbk - 8,251 2,063 6,188
PT Bank Mandiri (Persero) Tbk - 2,210 429 1,781
10,461 2,492 7,969
Mata uang asing/Foreign currencies
The Hongkong and Shanghai USD 343 5,523 2,413 3,110
Banking Corporation Ltd
Oversea-Chinese Banking USD 318 5,143 106 5,037
Corporation Ltd
PT Bank HSBC Indonesia USD 109 1,762 1,573 189
PT Bank DBS Indonesia USD 59 956 956 -
Bank of China Limited USD 19 301 133 168
PT Bank SMBC Indonesia Tbk USD 15 241 80 161
Sumitomo Mitsui Banking USD 15 241 80 161
Corporation
14,167 5,341 8,826
Jumlah/Total 24,628 7,833 16,795
Halaman - 81 - Page
Page 508
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PINJAMAN (lanjutan) 17. BORROWINGS (continued)
b. Pinjaman bank dan pinjaman lain-lain b. Long-term bank loans and other loans
jangka panjang (lanjutan) (continued)
(ii) Pinjaman sindikasi (lanjutan) (ii) Syndicated loans (continued)
Informasi lain mengenai pinjaman Other information relating to syndicated
sindikasi pada tanggal 31 Desember loans as at 31 December 2025 are as
2025 adalah sebagai berikut: follows:
Jadwal pembayaran/ Tingkat bunga *)/
Facility agents Repayment schedule Interest rates *)
PT Bank Central Asia Tbk Beberapa cicilan/several instalments (2026 - 2028) JIBOR + 1.05%
Bank Of China Limited Beberapa cicilan/several instalments (2026 - 2028) Term SOFR + 0.70% - 0.79%
6.00%
The Hongkong & Shanghai Banking Beberapa cicilan/several instalments (2026 - 2027) Term SOFR + 0.70% - 0.79%
Corporation Limited
Oversea-Chinese Banking Beberapa cicilan/several instalments (2026 - 2027) Term SOFR + 0.70% - 0.95%
Corporation Ltd
CTBC Bank Co Ltd Beberapa cicilan/several instalments (2026 - 2028) Term SOFR + 0.70% - 0.79%
PT Bank Mandiri (Persero) Tbk Beberapa cicilan/several instalments (2026 - 2030) JIBOR + 1.20%
6.50%
PT Bank Negara Indonesia (Persero) Tbk Beberapa cicilan/several instalments (2026 - 2030) JIBOR + 0.50%
China CITIC Bank Beberapa cicilan/several instalments (2026 - 2028) Term SOFR + 0.70%
International Limited
PT Bank HSBC Indonesia Beberapa cicilan di tahun/several instalments in 2026 Term SOFR + 0.75% - 0.81%
PT Bank SMBC Indonesia Tbk 15 Februari/February 2026 Term SOFR + 1.55%
Sumitomo Mitsui Banking Corporation 15 Februari/February 2026 Term SOFR + 1.55%
*)
Lihat Catatan 34(i) untuk informasi mengenai *)
Refer to Note 34(i) for information regarding
reformasi acuan suku bunga mengambang. floating interest rate benchmark reform.
Sesuai dengan perjanjian pinjaman, As specified by the loan agreements,
debitur diwajibkan memenuhi the borrowers are required to comply
kewajiban-kewajiban tertentu seperti with certain covenants, such as
batasan rasio keuangan. Grup telah financial ratio covenants. The Group
memenuhi batasan-batasan yang has complied with the covenants
diwajibkan dalam perjanjian pinjaman. required in the loan agreements.
(iii) Pinjaman dari pihak selain bank (iii) Non-bank loans
2025
Ekuivalen Rp/Rp equivalent
Jangka Jangka
Jumlah/ pendek/ panjang/
Total Current Non-current
Kreditur/Lenders
Pihak berelasi/Related party
(lihat Catatan/refer to Note 32m)
Rupiah
PT Komatsu Astra Finance 208 30 178
Pihak ketiga/Third parties
Rupiah
PT Sarana Multi Infrastruktur 119 25 94
PT Mizuho Leasing Indonesia 16 6 10
Jumlah/Total 343 61 282
Halaman - 82 - Page
Page 509
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PINJAMAN (lanjutan) 17. BORROWINGS (continued)
b. Pinjaman bank dan pinjaman lain-lain b. Long-term bank loans and other loans
jangka panjang (lanjutan) (continued)
(iii) Pinjaman dari pihak selain bank (iii) Non-bank loans (continued)
(lanjutan)
2024
Ekuivalen Rp/Rp equivalent
Jangka Jangka
Jumlah/ pendek/ panjang/
Total Current Non-current
Kreditur/Lenders
Pihak berelasi/Related party
(lihat Catatan/refer to Note 32m)
Rupiah
PT Komatsu Astra Finance 238 30 208
Pihak ketiga/Third parties
Rupiah
PT Sarana Multi Infrastruktur 143 24 119
PT Mizuho Leasing Indonesia 21 5 16
Jumlah/Total 402 59 343
Informasi lain mengenai pinjaman dari Other information relating to non-bank
pihak selain bank pada tanggal loans as at 31 December 2025 are as
31 Desember 2025 adalah sebagai follows:
berikut:
Jadwal pembayaran/ Tingkat bunga/
Kreditur/Lenders Repayment schedule Interest rates
PT Komatsu Astra Finance Beberapa cicilan/several instalments (2026 - 2032) 9.50%
PT Sarana Multi Infrastruktur Beberapa cicilan/several instalments (2026 - 2029) JIBOR + 1.32%
PT Mizuho Leasing Indonesia Beberapa cicilan/several instalments (2026 - 2028) 9.10% - 9.60%
Sesuai dengan perjanjian pinjaman, debitur As specified by the loan agreements, the
diwajibkan memenuhi kewajiban-kewajiban borrowers are required to comply with
tertentu seperti batasan rasio keuangan. certain covenants, such as financial ratio
Grup telah memenuhi batasan-batasan yang covenants. The Group has complied with
diwajibkan dalam perjanjian pinjaman. the covenants required in the loan
agreements.
Pada tanggal 31 Desember 2025, pinjaman As at 31 December 2025, long-term bank
bank dan pinjaman lain-lain jangka panjang loans and other loans amounting to Rp1.9
sejumlah Rp1,9 triliun (2024: Rp597 miliar) trillion (2024: Rp597 billion) were secured
dijamin dengan piutang pembiayaan by consumer financing receivables, other
konsumen, piutang lain-lain, properti receivables, investment properties and fixed
investasi dan aset tetap, lihat Catatan 7a, 8, assets, refer to Notes 7a, 8, 12 and 14.
12 dan 14.
Halaman - 83 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PINJAMAN (lanjutan) 17. BORROWINGS (continued)
c. Surat utang c. Debt securities
Rincian dari surat utang adalah sebagai Details of debt securities are as follows:
berikut:
2025
Jangka Jangka
Peringkat/ Jumlah/ pendek/ panjang/
Rating Total Current Non-current
Obligasi Berkelanjutan V Astra Sedaya Finance AAA(id) 7 - 7
Tahun 2022 dengan Tingkat Bunga Tetap Tahap V a)
Obligasi Berkelanjutan VI Astra Sedaya Finance AAA(id) 1,972 1,972 -
Tahun 2023 dengan Tingkat Bunga Tetap Tahap I a)
Obligasi Berkelanjutan VI Astra Sedaya Finance AAA(id) 751 690 61
Tahun 2023 dengan Tingkat Bunga Tetap Tahap II a)
Obligasi Berkelanjutan VI Astra Sedaya Finance AAA(id) 1,359 - 1,359
Tahun 2024 dengan Tingkat Bunga Tetap Tahap III a)
Obligasi Berkelanjutan VI Astra Sedaya Finance AAA(id) 1,360 - 1,360
Tahun 2024 dengan Tingkat Bunga Tetap Tahap IV a)
Obligasi Berkelanjutan VI Astra Sedaya Finance AAA(id) 2,474 1,495 979
Tahun 2025 dengan Tingkat Bunga Tetap Tahap V a)
Obligasi Berkelanjutan VII Astra Sedaya Finance idAAA 945 487 458
Tahun 2025 dengan Tingkat Bunga Tetap Tahap I b)
Obligasi Berkelanjutan VII Astra Sedaya Finance idAAA 1,965 298 1,667
Tahun 2025 dengan Tingkat Bunga Tetap Tahap II b)
Obligasi Berkelanjutan V Federal International Finance idAAA 1,964 1,964 -
Tahun 2023 dengan Tingkat Bunga Tetap Tahap V b)
Obligasi Berkelanjutan VI Federal International Finance idAAA 433 433 -
Tahun 2023 dengan Tingkat Bunga Tetap Tahap I b)
Obligasi Berkelanjutan VI Federal International Finance idAAA 251 251 -
Tahun 2023 dengan Tingkat Bunga Tetap Tahap II b)
Obligasi Berkelanjutan VI Federal International Finance idAAA 839 - 839
Tahun 2024 dengan Tingkat Bunga Tetap Tahap III b)
Obligasi Berkelanjutan VI Federal International Finance idAAA 1,226 - 1,226
Tahun 2024 dengan Tingkat Bunga Tetap Tahap IV b)
Obligasi Berkelanjutan VI Federal International Finance idAAA 2,342 1,639 703
Tahun 2025 dengan Tingkat Bunga Tetap Tahap V b)
Obligasi Berkelanjutan VII Federal International Finance AAA(id) 440 111 329
Tahun 2025 dengan Tingkat Bunga Tetap Tahap I a)
Obligasi Berkelanjutan VII Federal International Finance AAA(id) 2,411 1,468 943
Tahun 2025 dengan Tingkat Bunga Tetap Tahap II a)
Obligasi Berkelanjutan IV SAN Finance Tahun 2023 idAA+ 999 799 200
dengan Tingkat Bunga Tetap Tahap II b)
Obligasi Berkelanjutan IV SAN Finance Tahun 2024 AA+(id) 499 - 499
dengan Tingkat Bunga Tetap Tahap III a)
Obligasi Berkelanjutan V SAN Finance Tahun 2025 AA+(id) 1,276 496 780
dengan Tingkat Bunga Tetap Tahap I a)
Jumlah/Total 23,513 12,103 11,410
a) Berdasarkan peringkat dari/Based on rating by PT Fitch Ratings Indonesia.
b) Berdasarkan peringkat dari/Based on rating by PT Pemeringkat Efek Indonesia (Pefindo).
Halaman - 84 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PINJAMAN (lanjutan) 17. BORROWINGS (continued)
c. Surat utang (lanjutan) c. Debt securities (continued)
2024
Jangka Jangka
Peringkat/ Jumlah/ pendek/ panjang/
Rating Total Current Non-current
Obligasi Berkelanjutan V Astra Sedaya Finance idAAA 1,871 1,871 -
Tahun 2022 dengan Tingkat Bunga Tetap Tahap IV a)
Obligasi Berkelanjutan V Astra Sedaya Finance AAA(id) 379 372 7
Tahun 2022 dengan Tingkat Bunga Tetap Tahap V b)
Obligasi Berkelanjutan VI Astra Sedaya Finance idAAA 1,972 - 1,972
Tahun 2023 dengan Tingkat Bunga Tetap Tahap I a)
Obligasi Berkelanjutan VI Astra Sedaya Finance AAA(id) 765 - 765
Tahun 2023 dengan Tingkat Bunga Tetap Tahap II b)
Obligasi Berkelanjutan VI Astra Sedaya Finance AAA(id) 2,304 947 1,357
Tahun 2024 dengan Tingkat Bunga Tetap Tahap III b)
Obligasi Berkelanjutan VI Astra Sedaya Finance AAA(id) 2,544 1,184 1,360
Tahun 2024 dengan Tingkat Bunga Tetap Tahap IV b)
Obligasi Berkelanjutan V Federal International Finance idAAA 668 668 -
Tahun 2022 dengan Tingkat Bunga Tetap Tahap III a)
Obligasi Berkelanjutan V Federal International Finance idAAA 625 625 -
Tahun 2022 dengan Tingkat Bunga Tetap Tahap IV a)
Obligasi Berkelanjutan V Federal International Finance idAAA 1,962 - 1,962
Tahun 2023 dengan Tingkat Bunga Tetap Tahap V a)
Obligasi Berkelanjutan VI Federal International Finance idAAA 433 - 433
Tahun 2023 dengan Tingkat Bunga Tetap Tahap I a)
Obligasi Berkelanjutan VI Federal International Finance idAAA 250 - 250
Tahun 2023 dengan Tingkat Bunga Tetap Tahap II a)
Obligasi Berkelanjutan VI Federal International Finance idAAA 1,922 1,083 839
Tahun 2024 dengan Tingkat Bunga Tetap Tahap III a)
Obligasi Berkelanjutan VI Federal International Finance idAAA 2,495 1,250 1,245
Tahun 2024 dengan Tingkat Bunga Tetap Tahap IV a)
Obligasi Berkelanjutan IV SAN Finance Tahun 2022 idAA 549 549 -
dengan Tingkat Bunga Tetap Tahap I a)
Obligasi Berkelanjutan IV SAN Finance Tahun 2023 idAA 999 - 999
dengan Tingkat Bunga Tetap Tahap II a)
Obligasi Berkelanjutan IV SAN Finance Tahun 2024 AA(id) 717 198 519
dengan Tingkat Bunga Tetap Tahap III b)
Jumlah/Total 20,455 8,747 11,708
a) Berdasarkan peringkat dari/Based on rating by PT Pemeringkat Efek Indonesia (Pefindo).
b) Berdasarkan peringkat dari/Based on rating by PT Fitch Ratings Indonesia.
Pada 31 Desember 2025, semua surat utang As at 31 December 2025, all debt securities
telah dicatatkan di Bursa Efek Indonesia dan are listed on the Indonesia Stock Exchange
diterbitkan dalam mata uang Rupiah. and denominated in Rupiah.
Halaman - 85 - Page
Page 512
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PINJAMAN (lanjutan) 17. BORROWINGS (continued)
c. Surat utang (lanjutan) c. Debt securities (continued)
Informasi lain mengenai surat utang pada Other information relating to debt securities
tanggal 31 Desember 2025 adalah sebagai as at 31 December 2025 are as follows:
berikut:
Pokok
obligasi/
Utang obligasi/ Bonds Wali amanat/ Jadwal pembayaran/ Tingkat bunga/
Bonds principal Trustee Repayment schedule Interest rates
Obligasi Berkelanjutan V Astra Sedaya 7 PT Bank Rakyat 26 Agustus/August 2027 6.50%
Finance Tahun 2022 dengan Tingkat Indonesia (Persero) Tbk
Bunga Tetap Tahap V
Obligasi Berkelanjutan VI Astra Sedaya 1,973 PT Bank Rakyat 6 Juli/July 2026 6.00%
Finance Tahun 2023 dengan Tingkat Indonesia (Persero) Tbk
Bunga Tetap Tahap I
Obligasi Berkelanjutan VI Astra Sedaya 811 PT Bank Rakyat Beberapa pembayaran/ 6.40% - 6.45%
Finance Tahun 2023 dengan Tingkat Indonesia (Persero) Tbk Several payments (2026 - 2028)
Bunga Tetap Tahap II
Obligasi Berkelanjutan VI Astra Sedaya 1,546 PT Bank Rakyat Beberapa pembayaran/ 6.55% - 6.65%
Finance Tahun 2024 dengan Tingkat Indonesia (Persero) Tbk Several payments (2027 - 2029)
Bunga Tetap Tahap III
Obligasi Berkelanjutan VI Astra Sedaya 1,416 PT Bank Rakyat 2 Oktober/October 2027 6.70%
Finance Tahun 2024 dengan Tingkat Indonesia (Persero) Tbk
Bunga Tetap Tahap IV
Obligasi Berkelanjutan VI Astra Sedaya 2,500 PT Bank Rakyat Beberapa pembayaran/ 6.45% - 6.75%
Finance Tahun 2025 dengan Tingkat Indonesia (Persero) Tbk Several payments (2026 - 2028)
Bunga Tetap Tahap V
Obligasi Berkelanjutan VII Astra Sedaya 1,000 PT Bank Rakyat Beberapa pembayaran/ 6.15% - 6.65%
Finance Tahun 2025 dengan Tingkat Indonesia (Persero) Tbk Several payments (2026 - 2028)
Bunga Tetap Tahap I
Obligasi Berkelanjutan VII Astra Sedaya 2,000 PT Bank Rakyat Beberapa pembayaran/ 5.40% - 5.90%
Finance Tahun 2025 dengan Tingkat Indonesia (Persero) Tbk Several payments (2026 - 2030)
Bunga Tetap Tahap II
Obligasi Berkelanjutan V Federal 1,965 PT Bank Rakyat 24 Februari/February 2026 6.80%
International Finance Tahun 2023 Indonesia (Persero) Tbk
Tahap V
Obligasi Berkelanjutan VI Federal 434 PT Bank Rakyat 11 Juli/July 2026 6.00%
International Finance Tahun 2023 Indonesia (Persero) Tbk
Tahap I
Obligasi Berkelanjutan VI Federal 251 PT Bank Rakyat 16 November 2026 6.75%
International Finance Tahun 2023 Indonesia (Persero) Tbk
Tahap II
Obligasi Berkelanjutan VI Federal 891 PT Bank Rakyat 2 April 2027 6.55%
International Finance Tahun 2024 Indonesia (Persero) Tbk
Tahap III
Obligasi Berkelanjutan VI Federal 1,248 PT Bank Rakyat 6 September 2027 6.90%
International Finance Tahun 2024 Indonesia (Persero) Tbk
Tahap IV
Obligasi Berkelanjutan VI Federal 2,500 PT Bank Rakyat Beberapa pembayaran/ 6.40% - 6.70%
International Finance Tahun 2025 Indonesia (Persero) Tbk Several payments (2026 - 2028)
Tahap V
Obligasi Berkelanjutan VII Federal 500 PT Bank Rakyat Beberapa pembayaran/ 6.15% - 6.55%
International Finance Tahun 2025 Indonesia (Persero) Tbk Several payments (2026 - 2028)
Tahap I
Obligasi Berkelanjutan VII Federal 2,500 PT Bank Rakyat Beberapa pembayaran/ 5.85% - 6.15%
International Finance Tahun 2025 Indonesia (Persero) Tbk Several payments (2026 - 2028)
Tahap II
Obligasi Berkelanjutan IV SAN Finance 1,150 PT Bank Rakyat Beberapa pembayaran/ 7.00% - 7.25%
Tahun 2023 dengan Tingkat Bunga Indonesia (Persero) Tbk Several payments (2026 - 2028)
Tetap Tahap II
Obligasi Berkelanjutan IV SAN Finance 550 PT Bank Rakyat 20 Juni/June 2027 7.00%
Tahun 2024 dengan Tingkat Bunga Indonesia (Persero) Tbk
Tetap Tahap III
Obligasi Berkelanjutan V SAN Finance 1,353 PT Bank Rakyat Beberapa pembayaran/ 6.25% - 6.75%
Tahun 2025 dengan Tingkat Bunga Indonesia (Persero) Tbk Several payments (2026 - 2028)
Tetap Tahap I
Halaman - 86 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PINJAMAN (lanjutan) 17. BORROWINGS (continued)
c. Surat utang (lanjutan) c. Debt securities (continued)
Pada tanggal 31 Desember 2025, tidak ada As at 31 December 2025, there were no
surat utang yang dijamin. bonds that were secured.
Dana yang diperoleh dari penerbitan surat The funds received from issue of debt
utang digunakan untuk tujuan modal kerja securities are used for working capital
dan penerbit harus mempertahankan purposes and issuers must maintain certain
sejumlah rasio keuangan tertentu. Grup financial ratios. The Group has complied
telah memenuhi batasan-batasan yang with the covenants required in the
diwajibkan dalam perjanjian. agreements.
d. Informasi lainnya d. Other information
Mutasi pinjaman adalah sebagai berikut: The movements in borrowings are as follows:
2025
Pinjaman bank
dan pinjaman
lain-lain jangka
Pinjaman jangka panjang/ Liabilitas
pendek/ Long-term bank sewa/
Short-term loans and Surat utang/ Lease Jumlah/
borrowings other loans Debt securities liabilities Total
Pada awal tahun 11,824 66,539 20,455 1,855 100,673 At beginning of year
Arus kas: Cash flow:
Penerimaan pinjaman 295,038 38,334 11,781 - 345,153 Proceeds from borrowings
Pelunasan pinjaman (286,316) (42,743) (8,800) (1,467) (339,326) Repayments of borrowings
Perubahan nonkas: Non-cash movements:
Penyesuaian selisih kurs 50 120 - - 170 Foreign exchange
adjustment
Perolehan aset tetap - - - 1,547 1,547 Acquisition of fixed assets
dengan liabilitas sewa under lease liabilities
Akuisisi entitas anak 187 1,545 - 55 1,787 Acquisition of subsidiaries
Lainnya 218 32 77 (30) 297 Others
Pada akhir tahun 21,001 63,827 23,513 1,960 110,301 At end of year
2024
Pinjaman bank
dan pinjaman
lain-lain jangka
Pinjaman jangka panjang/ Liabilitas
pendek/ Long-term bank sewa/
Short-term loans and Surat utang/ Lease Jumlah/
borrowings other loans Debt securities liabilities Total
Pada awal tahun 6,613 65,663 19,051 1,983 93,310 At beginning of year
Arus kas: Cash flow:
Penerimaan pinjaman 169,947 34,347 10,140 - 214,434 Proceeds from borrowings
Pelunasan pinjaman (165,684) (34,498) (8,777) (1,619) (210,578) Repayments of borrowings
Perubahan nonkas: Non-cash movements:
Penyesuaian selisih kurs 33 324 - 1 358 Foreign exchange
adjustment
Perolehan aset tetap - - - 1,492 1,492 Acquisition of fixed assets
dengan liabilitas sewa under lease liabilities
Akuisisi entitas anak - 558 - 7 565 Acquisition of subsidiaries
Lainnya 915 145 41 (9) 1,092 Others
Pada akhir tahun 11,824 66,539 20,455 1,855 100,673 At end of year
Halaman - 87 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
18. UTANG USAHA 18. TRADE PAYABLES
2025 2024*)
Pihak berelasi (lihat Catatan 32j): Related parties (refer to Note 32j):
Rupiah 5,564 5,127 Rupiah
Mata uang asing 23 31 Foreign currencies
5,587 5,158
Pihak ketiga: Third parties:
Rupiah 32,651 30,380 Rupiah
Mata uang asing 1,000 3,528 Foreign currencies
33,651 33,908
39,238 39,066
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Utang usaha berasal dari pembelian barang dan Trade payables arise from the purchases of
jasa. goods and services.
Utang usaha kepada pihak ketiga pada tanggal Trade payables to third parties as at
31 Desember 2025 termasuk utang kepada grup 31 December 2025 include payables to
Komatsu sebesar USD6,3 juta dan Rp20,0 triliun, Komatsu group amounting USD6.3 million and
secara total setara dengan Rp20,1 triliun Rp20.0 trillion, equivalent to a total of Rp20.1
(2024: USD82,1 juta dan Rp15,2 triliun, secara trillion (2024: USD82.1 million and Rp15.2
total setara dengan Rp16,6 triliun) yang trillion, equivalent to a total of Rp16.6 trillion)
dijaminkan dengan letters of credit, dan tidak which are secured by letters of credit, with no
terdapat perubahan substansial atas syarat utang change on the substance of trade payables to
usaha kepada pemasok dan bank sebagai supplier and the bank as principal.
prinsipal.
Lihat Catatan 37 untuk rincian saldo dalam mata Refer to Note 37 for details of balances in
uang asing. foreign currencies.
Halaman - 88 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
19. LIABILITAS LAIN-LAIN 19. OTHER LIABILITIES
2025 2024*)
Utang kontrak asuransi: Insurance contract liabilities:
- Estimasi nilai kini arus kas 11,363 10,951 - Estimates of present value
masa depan of future cash flows
- Margin jasa kontraktual 2,819 2,586 - Contractual service margin
- Penyesuaian risiko nonkeuangan 645 560 - Risk adjustment for non-financial risks
Uang jaminan pembelian dari pelanggan 4,334 3,949 Purchase guarantees from
dan uang muka penjualan customers and sales advances
Liabilitas derivatif (lihat Catatan 8b) 3,606 62 Derivative liabilities (refer to Note 8b)
Utang iklan dan promosi 437 461 Advertising and promotion payable
Pembelian entitas anak yang masih 309 67 Deferred acquisition of subsidiaries
ditangguhkan
Utang dividen 117 149 Dividend payable
Utang pembelian aset tetap 94 78 Fixed assets acquisition payable
Utang distribusi, gudang dan 55 83 Distribution, warehousing and
pengepakan packaging payable
Utang pembiayaan bersama 48 56 Joint financing payable
Lain-lain 2,889 2,319 Others
26,716 21,321
Bagian jangka pendek (20,015) (19,133) Current portion
Bagian jangka panjang 6,701 2,188 Non-current portion
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Liabilitas lain-lain kepada pihak-pihak berelasi Other liabilities to related parties as at
pada tanggal 31 Desember 2025 adalah 31 December 2025 was Rp245 billion
sebesar Rp245 miliar (2024: Rp156 miliar), (2024: Rp156 billion), refer to Note 32k.
lihat Catatan 32k.
20. AKRUAL 20. ACCRUALS
2025 2024
Biaya produksi 3,498 3,211 Production cost
Iklan dan promosi 1,758 1,544 Advertising and promotion
Komisi penjualan 1,594 1,535 Sales commissions
Imbalan kerja 1,572 1,456 Employee benefits
Distribusi, gudang dan pengepakan 1,075 964 Distribution, warehousing and
packaging
Royalti dan kewajiban lain 681 880 Royalty and other obligations
kepada Pemerintah to the Government
Bunga 567 548 Interest
Jasa tenaga ahli 511 555 Professional fees
Perbaikan dan pemeliharaan 489 363 Repair and maintenance
Layanan purna jual 236 322 After sales service
Sewa 199 163 Rent
Pelatihan 108 107 Training
Utilitas 105 92 Utilities
Lain-lain 3,703 3,957 Others
16,096 15,697
Lihat Catatan 37 untuk rincian saldo dalam mata Refer to Note 37 for details of balances in
uang asing. foreign currencies.
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
21. LIABILITAS IMBALAN KERJA 21. EMPLOYEE BENEFIT OBLIGATIONS
2025 2024
Imbalan pascakerja 6,494 5,787 Post-employment benefits
Imbalan kerja jangka panjang lainnya 4,673 3,794 Other long-term employee benefits
11,167 9,581
Bagian jangka pendek (1,213) (846) Current portion
Bagian jangka panjang 9,954 8,735 Non-current portion
Sebagian besar liabilitas imbalan kerja dihitung Most of the employee benefit obligations are
oleh Kantor Konsultan Aktuaria Halim dan Rekan, valued by Kantor Konsultan Aktuaria Halim dan
aktuaris independen. Rekan, independent actuary.
Imbalan pascakerja Post-employment benefits
Liabilitas imbalan pascakerja yang diakui di The post-employment benefit obligations
laporan posisi keuangan konsolidasian adalah recognised in the consolidated statements of
sebagai berikut: financial position are as follows:
2025 2024
Nilai kini kewajiban DPA 1 183 275 Present value of obligation DPA 1
Nilai wajar aset program (173) (265) Fair value of plan assets
10 10
Nilai kini kewajiban di luar DPA 1 6,484 5,777 Present value of obligation
outside DPA 1
6,494 5,787
Halaman - 90 - Page
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CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
21. LIABILITAS IMBALAN KERJA (lanjutan) 21. EMPLOYEE BENEFIT OBLIGATIONS
(continued)
Imbalan pascakerja (lanjutan) Post-employment benefits (continued)
Mutasi liabilitas imbalan pascakerja adalah The movements of post-employment benefit
sebagai berikut: liabilities are as follows:
2025
Nilai kini Nilai kini
kewajiban kewajiban Liabilitas imbalan
DPA 1/ Nilai wajar aset diluar DPA 1/ pascakerja/
Present value program/ Present value Post-employment
of obligation Fair value of Jumlah/ of obligation benefit
DPA 1 plan assets Total outside DPA 1 obligations
Pada awal tahun 275 (265) 10 5,777 5,787 At beginning of year
Selisih kurs karena - - - 8 8 Exchange difference on
penjabaran laporan translation of financial
keuangan dalam statements in foreign
valuta asing currencies
Entitas anak baru - - - 17 17 New subsidiaries
Biaya jasa kini 18 - 18 656 674 Current service cost
Beban/(penghasilan) bunga 14 (26) (12) 376 364 Interest expense/(income)
Biaya jasa lalu - - - 117 117 Past service cost
Keuntungan kurtailmen - - - (4) (4) Gain on curtailment
Pengukuran kembali: Remeasurements:
- Imbal hasil atas aset - 7 7 - 7 - Return on plan assets,
program, tidak termasuk excluding amounts
jumlah dalam beban/ included in interest
penghasilan bunga expense/income
- Perubahan dalam asumsi - - - 3 3 - Change in demographic
demografis assumptions
- Perubahan dalam asumsi - - - (12) (12) - Change in financial
keuangan assumptions
- Penyesuaian pengalaman (1) - (1) (92) (93) - Experience adjustment
kewajiban on obligation
- Perubahan dampak batas (12) - (12) - (12) - Change in asset ceiling,
atas aset, tidak termasuk excluding amounts
jumlah dalam beban included in interest
bunga expense
Iuran pekerja 1 (1) - - - Employee’s contributions
Imbalan yang dibayar (112) 112 - (362) (362) Benefits paid
Pada akhir tahun 183 (173) 10 6,484 6,494 At end of year
Bagian jangka pendek (552) Current portion
Bagian jangka panjang 5,942 Non-current portion
Halaman - 91 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
21. LIABILITAS IMBALAN KERJA (lanjutan) 21. EMPLOYEE BENEFIT OBLIGATIONS
(continued)
Imbalan pascakerja (lanjutan) Post-employment benefits (continued)
2024
Nilai kini Nilai kini
kewajiban kewajiban Liabilitas imbalan
DPA 1/ Nilai wajar aset diluar DPA 1/ pascakerja/
Present value program/ Present value Post-employment
of obligation Fair value of Jumlah/ of obligation benefit
DPA 1 plan assets Total outside DPA 1 obligations
Pada awal tahun 388 (365) 23 5,316 5,339 At beginning of year
Selisih kurs karena - - - 10 10 Exchange difference on
penjabaran laporan translation of financial
keuangan dalam statements in foreign
valuta asing currencies
Entitas anak baru - - - 4 4 New subsidiaries
Biaya jasa kini 8 - 8 549 557 Current service cost
Beban/(penghasilan) bunga 21 (16) 5 343 348 Interest expense/(income)
Biaya jasa lalu - - - (10) (10) Past service cost
Keuntungan kurtailmen (1) - (1) 2 1 Gain on curtailment
Pengukuran kembali: Remeasurements:
- Imbal hasil atas aset - (1) (1) - (1) - Return on plan assets,
program, tidak termasuk excluding amounts
jumlah dalam beban/ included in interest
penghasilan bunga expense/income
- Perubahan dalam asumsi - - - 59 59 - Change in demographic
demografis assumptions
- Perubahan dalam asumsi 1 - 1 (67) (66) - Change in financial
keuangan assumptions
- Penyesuaian pengalaman (5) - (5) (73) (78) - Experience adjustment
kewajiban on obligation
- Perubahan dampak batas (3) - (3) - (3) - Change in asset ceiling,
atas aset, tidak termasuk excluding amounts
jumlah dalam beban included in interest
bunga expense
Iuran pemberi kerja - (17) (17) - (17) Employer’s contributions
Iuran pekerja 2 (2) - - - Employee’s contributions
Imbalan yang dibayar (136) 136 - (356) (356) Benefits paid
Pada akhir tahun 275 (265) 10 5,777 5,787 At end of year
Bagian jangka pendek (356) Current portion
Bagian jangka panjang 5,431 Non-current portion
Durasi rata-rata tertimbang dari liabilitas program The weighted average duration of the defined
pensiun imbalan pasti pada tanggal 31 Desember benefit pension obligation as at 31 December
2025 adalah 16 tahun. 2025 is 16 years.
Analisis jatuh tempo yang diharapkan dari Expected maturity analysis of undiscounted
liabilitas imbalan pensiun yang tidak pension benefit obligations are as follows:
didiskontokan adalah sebagai berikut:
2025 2024
Kurang dari satu tahun 662 465 Less than a year
Antara satu dan dua tahun 363 351 Between one and two years
Antara dua dan lima tahun 1,527 1,644 Between two and five years
Lebih dari lima tahun 64,920 69,277 Beyond five years
67,472 71,737
Halaman - 92 - Page
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
21. LIABILITAS IMBALAN KERJA (lanjutan) 21. EMPLOYEE BENEFIT OBLIGATIONS
(continued)
Imbalan pascakerja (lanjutan) Post-employment benefits (continued)
Asumsi aktuarial pokok yang digunakan adalah The principal actuarial assumptions used are as
sebagai berikut: follows:
2025 2024
Tingkat diskonto 6.00% - 6.75% 7.00% Discount rate
Tingkat kenaikan gaji di masa datang 6.00% 6.50% Future salary increases
Sensitivitas liabilitas pensiun imbalan pasti untuk The sensitivity of the defined benefit pension
perubahan asumsi aktuarial pokok pada tanggal obligation to changes in the principal actuarial
31 Desember 2025 adalah sebagai berikut: assumptions as at 31 December 2025 are as
follows:
Dampak pada kewajiban imbalan pasti/
Impact on defined benefit obligation
Dampak kenaikan Dampak penurunan
asumsi terhadap asumsi terhadap
imbalan imbalan
((turun)/naik)/ (naik/(turun))/
Impact of increase Impact of decrease
Perubahan in assumption to in assumption to
asumsi/Change benefits ((decrease)/ benefits (increase/
in assumption increase) (decrease))
Tingkat diskonto 1.00% (722) 876 Discount rate
Tingkat kenaikan gaji 1.00% 1,026 (798) Future salary increases
di masa datang
Analisa sensitivitas di atas didasarkan pada The above sensitivity analysis is based on a
perubahan atas satu asumsi aktuarial, sedangkan change in an assumption while holding all other
asumsi lainnya dianggap konstan. Dalam assumptions constant. In practice, this is
praktiknya, hal ini jarang terjadi, perubahan unlikely to occur, changes in some of the
beberapa asumsi mungkin saling berkorelasi. assumptions may be correlated. The sensitivity
Perhitungan sensitivitas tersebut menggunakan is calculated using the same method (projected
metode yang sama (projected unit credit). unit credit).
Aset program terdiri dari: Plan assets comprise the following:
2025 2024
Utang obligasi pemerintah 100 132 Government bonds
Utang obligasi perusahaan 54 84 Corporate bonds
Instrumen ekuitas - 26 Equity instruments
Lain-lain 19 23 Others
173 265
Aset program pada tanggal 31 Desember 2025 Plan assets as at 31 December 2025 include
termasuk investasi di obligasi beberapa entitas investments in bonds of certain subsidiaries,
anak, yang mempunyai nilai wajar sejumlah with a fair value of Rp35 billion (2024: Rp69
Rp35 miliar (2024: Rp69 miliar). billion).
Halaman - 93 - Page
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
21. LIABILITAS IMBALAN KERJA (lanjutan) 21. EMPLOYEE BENEFIT OBLIGATIONS
(continued)
Imbalan pascakerja (lanjutan) Post-employment benefits (continued)
Melalui program pensiun imbalan pasti, Grup Through its defined benefits pension plans, the
terekspos beberapa risiko seperti volatilitas aset Group is exposed to a number of risks such as
dan perubahan imbal hasil obligasi, sebagai assets volatility and changes in bonds yields, as
berikut: follows:
Volatilitas aset Asset volatility
Liabilitas program dihitung menggunakan tingkat The plan liabilities are calculated using a
diskonto yang merujuk kepada tingkat imbal hasil discount rate set with reference to government
obligasi pemerintah, jika imbal hasil aset program bond yields. If plan assets underperform this
lebih rendah, maka akan menghasilkan defisit yield, this will create a deficit. The Group’s
program. Program pensiun imbalan pasti Grup defined benefit pension plans manage both
mengelola instrumen ekuitas maupun instrumen equity and bond instruments which are
hutang yang diharapkan dapat menghasilkan expected to generate returns that match with
imbal hasil yang sesuai dengan karakteristik the volatility characteristic and short-term and
volatilitas dan risiko jangka pendek maupun long-term risk.
jangka panjang.
Perubahan imbal hasil obligasi Changes in bond yields
Penurunan imbal hasil obligasi pemerintah akan A decrease in government bond yields will
meningkatkan liabilitas program, walaupun hal ini increase plan liabilities, although this will be
akan saling hapus secara sebagian dengan partially offset by an increase in the value of the
kenaikan dari nilai obligasi program yang dimiliki. plan’s bond holdings.
Grup memastikan bahwa posisi investasi telah The Group ensures that the investment
diatur dalam kerangka asset-liability matching positions are managed within an asset-liability
(“ALM”) yang telah disusun untuk mencapai hasil matching (“ALM”) framework that is developed
jangka panjang yang sejalan dengan liabilitas to achieve long-term returns that are in line with
pada program pensiun imbalan pasti. Dalam the obligation in defined benefit pension plans.
kerangka ALM, tujuan Grup adalah untuk Within this ALM framework, the Group’s
menyesuaikan aset-aset dan liabilitas pensiun objective is to match assets and the pension
dengan berinvestasi pada portofolio yang obligations by investing in a well-diversified
terdiversifikasi dengan baik dalam menghasilkan portfolio that generates sufficient risk-adjusted
tingkat pengembalian yang optimal, dengan returns.
mempertimbangkan tingkat risikonya.
Investasi pada program telah terdiversifikasi Investment across the plans are well-diversified,
dengan baik, sehingga kinerja buruk satu such that the failure of any single investment
investasi tidak akan memberikan dampak would not have a material impact on the overall
material bagi seluruh kelompok aset. level of assets.
Halaman - 94 - Page
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
21. LIABILITAS IMBALAN KERJA (lanjutan) 21. EMPLOYEE BENEFIT OBLIGATIONS
(continued)
Imbalan kerja jangka panjang lainnya Other long-term employee benefits
Mutasi liabilitas imbalan kerja jangka panjang The movements of other long-term employee
lainnya yang diakui pada laporan posisi benefit obligations recognised in the
keuangan konsolidasian adalah sebagai berikut: consolidated statements of financial position are
as follows:
2025 2024
Pada awal tahun 3,794 2,906 At beginning of year
Jumlah yang dibebankan pada 1,402 1,287 Expenses charged in
laba rugi profit or loss
Selisih kurs karena penjabaran 2 1 Exchange difference on translation
laporan keuangan dalam of financial statements in
valuta asing foreign currencies
Imbalan yang dibayarkan (525) (400) Benefits paid
Pada akhir tahun 4,673 3,794 At end of year
Bagian jangka pendek (661) (490) Current portion
Bagian jangka panjang 4,012 3,304 Non-current portion
Jumlah yang diakui pada laba rugi adalah The amounts recognised in profit or loss are as
sebagai berikut: follows:
2025 2024
Biaya jasa kini 671 570 Current service cost
Biaya bunga 222 184 Interest expense
Pengukuran kembali bersih 510 534 Net remeasurements recognised
yang diakui selama tahun berjalan during the year
Biaya jasa lalu (1) (1) Past service cost
1,402 1,287
Lainnya Others
Dalam menentukan perhitungan kewajiban In determining the calculation of the employee
imbalan kerja karyawan, Grup memperhatikan benefit obligations, the Group considers the
undang-undang yang berlaku dan Perjanjian prevailing regulations and the Collective Labor
Kerja Bersama/Peraturan Perusahaan. Agreement/Company Regulations.
22. PENDAPATAN DITANGGUHKAN 22. UNEARNED INCOME
2025 2024*)
Pendapatan jasa 1,636 1,717 Service revenue
Lain-lain 1,055 872 Others
2,691 2,589
Bagian jangka pendek (2,349) (2,319) Current portion
Bagian jangka panjang 342 270 Non-current portion
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Pendapatan ditangguhkan kepada pihak berelasi Unearned income to related parties as at
pada tanggal 31 Desember 2025 adalah 31 December 2025 was Rp109 billion
sebesar Rp109 miliar (2024: Rp40 miliar), lihat (2024: Rp40 billion), refer to Note 32l.
Catatan 32l.
Halaman - 95 - Page
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
23. MODAL SAHAM DAN SAHAM TREASURI 23. SHARE CAPITAL AND TREASURY SHARES
Susunan pemegang saham berdasarkan catatan The shareholders composition based on records
yang dibuat oleh PT Raya Saham Registra, biro maintained by PT Raya Saham Registra, a
administrasi efek, adalah sebagai berikut: share administrator, is as follows:
2025
Persentase
kepemilikan/
Jumlah saham/ Percentage
Number of of Jumlah/
shares ownership Amount
Jardine Cycle & Carriage Ltd 20,288,255,040 50.11% 1,015 Jardine Cycle & Carriage Ltd
Djony Bunarto Tjondro 9,530,000 0.02% - Djony Bunarto Tjondro
(Presiden Direktur) (President Director)
Santosa (Direktur) 7,825,400 0.02% - Santosa (Director)
Anthony John Liddell Nightingale 6,100,000 0.02% - Anthony John Liddell Nightingale
(Komisaris) *) (Commissioner) *)
Gidion Hasan (Direktur) 6,065,000 0.01% - Gidion Hasan (Director)
Henry Tanoto (Direktur) 3,803,000 0.01% - Henry Tanoto (Director)
Prijono Sugiarto 2,665,200 0.01% - Prijono Sugiarto
(Presiden Komisaris) (President Commissioner)
Gita Tiffani Boer (Direktur) 2,319,100 0.01% - Gita Tiffani Boer (Director)
Hamdani Dzulkarnaen Salim 2,207,000 0.01% - Hamdani Dzulkarnaen Salim
(Direktur) (Director)
FXL Kesuma (Direktur) 2,200,000 0.01% - FXL Kesuma (Director)
Benjamin Herrenden Birks 1,700,000 0.00% - Benjamin Herrenden Birks
(Komisaris) **) (Commissioner) **)
Rudy (Wakil Presiden Direktur) 1,200,000 0.00% - Rudy (Vice President Director)
Thomas Junaidi Alim. W 745,400 0.00% - Thomas Junaidi Alim. W
(Direktur) (Director)
Masyarakat lain (masing-masing 19,879,100,200 49.10% 1,009 Other public (each less than 5%)
di bawah 5%)
Jumlah saham beredar 40,213,715,340 99.33% 2,024 Total outstanding shares
Saham treasuri 269,837,800 0.67% - Treasury shares
Jumlah saham ditempatkan dan 40,483,553,140 100.00% 2,024 Total shares issued and fully paid
disetor penuh
2024
Persentase
kepemilikan/
Jumlah saham/ Percentage
Number of of Jumlah/
shares ownership Amount
Jardine Cycle & Carriage Ltd 20,288,255,040 50.11% 1,015 Jardine Cycle & Carriage Ltd
Djony Bunarto Tjondro 6,370,000 0.02% - Djony Bunarto Tjondro
(Presiden Direktur) (President Director)
Anthony John Liddell Nightingale 6,100,000 0.02% - Anthony John Liddell Nightingale
(Komisaris) *) (Commissioner) *)
Santosa (Direktur) 5,224,300 0.01% - Santosa (Director)
Gidion Hasan (Direktur) 4,565,000 0.01% - Gidion Hasan (Director)
Suparno Djasmin (Direktur) 4,474,300 0.01% - Suparno Djasmin (Director)
Henry Tanoto (Direktur) 2,853,000 0.01% - Henry Tanoto (Director)
Hamdani Dzulkarnaen Salim 2,207,000 0.01% - Hamdani Dzulkarnaen Salim
(Direktur) (Director)
Gita Tiffani Boer (Direktur) 1,089,100 0.00% - Gita Tiffani Boer (Director)
FXL Kesuma (Direktur) 1,000,000 0.00% - FXL Kesuma (Director)
Masyarakat lain (masing-masing 20,161,415,400 49.80% 1,009 Other public (each less than 5%)
di bawah 5%)
Jumlah saham ditempatkan dan 40,483,553,140 100.00% 2,024 Total shares issued and fully paid
disetor penuh
*) *)
Seluruh saham dimiliki melalui perusahaan kustodian UBS. All shares are owned through a UBS custodian company.
**) **)
Seluruh saham dimiliki melalui perusahaan kustodian HSBC. All shares are owned through a HSBC custodian company.
Halaman - 96 - Page
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31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
23. MODAL SAHAM DAN SAHAM TREASURI 23. SHARE CAPITAL AND TREASURY SHARES
(lanjutan) (continued)
Pada tahun 2025, Perseroan mengumumkan In 2025, the Company announced a program to
program pembelian kembali saham Perseroan repurchase the Company’s shares for a
dengan jumlah maksimal sebesar Rp2,0 triliun. maximum amount of Rp2.0 trillion. This program
Program ini telah selesai pada Januari 2026. was completed in January 2026. Subsequently,
Selanjutnya, Perseroan mengumumkan tahap the Company announced a further tranche of its
berikutnya dari program pembelian kembali share repurchase program of up to Rp2.0 trillion
saham Perseroan hingga Rp2,0 triliun, yang from 19 January to 25 February 2026.
berlangsung dari 19 Januari hingga 25 Februari
2026.
24. TAMBAHAN MODAL DISETOR 24. ADDITIONAL PAID-IN CAPITAL
2025 dan/
and 2024
Selisih antara pembayaran yang diterima 1,099 Excess of proceeds over par value, net
dengan nilai nominal, bersih
Rights yang habis masa berlakunya 2 Expired rights
Kompensasi berbasis saham karyawan 5 Expired employee share-based
yang habis masa berlakunya compensation
Selisih nilai transaksi restrukturisasi 33 Difference in value of restructuring
entitas sepengendali transaction under common control
1,139
25. DIVIDEN 25. DIVIDENDS
Dividen final sebesar Rp292 per saham akan A final dividend of Rp292 per share will be
diusulkan dalam Rapat Umum Pemegang Saham proposed at the Annual General Meeting of
Tahunan Perseroan pada bulan April 2026. Shareholders of the Company to be held in April
Dividen final yang akan diusulkan tersebut 2026. The proposed final dividend, together with
beserta dividen interim Rp98 per saham atau the interim dividend of Rp98 per share or in total
seluruhnya berjumlah kurang lebih Rp4,0 triliun approximately Rp4.0 trillion that had been paid
yang telah dibayarkan pada tanggal 31 Oktober on 31 October 2025, will bring the total dividend
2025, akan menjadikan total dividen pada tahun for 2025 to Rp390 per share.
2025 sebesar Rp390 per saham.
Pada Rapat Umum Pemegang Saham Tahunan At the Company’s Annual General Meeting
Perseroan tanggal 8 Mei 2025, pemegang saham of Shareholders held on 8 May 2025, the
telah menyetujui pembagian dividen tunai untuk Shareholders approved the distribution of
tahun 2024 sebesar Rp406 (dalam satuan a cash dividend for 2024 of Rp406 (full Rupiah)
Rupiah) per saham atau seluruhnya berjumlah per share or in total approximately Rp16.4
kurang lebih Rp16,4 triliun, termasuk di dalamnya trillion, which included an interim dividend of
dividen interim sebesar Rp98 (dalam satuan Rp98 (full Rupiah) per share or in total Rp4.0
Rupiah) per saham atau seluruhnya berjumlah trillion which was paid on 31 October 2024. The
Rp4,0 triliun dan telah dibayarkan pada tanggal remaining Rp308 (full Rupiah) per share or in
31 Oktober 2024. Sisanya sebesar Rp308 (dalam total Rp12.4 trillion was paid on 5 June 2025.
satuan Rupiah) per saham atau seluruhnya
berjumlah Rp12,4 triliun telah dibayarkan pada
tanggal 5 Juni 2025.
Halaman - 97 - Page
Page 524
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
25. DIVIDEN (lanjutan) 25. DIVIDENDS (continued)
Pada Rapat Umum Pemegang Saham Tahunan At the Company’s Annual General Meeting of
Perseroan tanggal 30 April 2024, pemegang Shareholders held on 30 April 2024, the
saham telah menyetujui pembagian dividen tunai Shareholders approved the distribution of a
untuk tahun 2023 sebesar Rp519 (dalam satuan cash dividend for 2023 of Rp519 (full Rupiah)
Rupiah) per saham atau seluruhnya berjumlah per share or in total approximately Rp21.0
kurang lebih Rp21,0 triliun, termasuk di dalamnya trillion, which included an interim dividend of
dividen interim sebesar Rp98 (dalam satuan Rp98 (full Rupiah) per share or in total Rp4.0
Rupiah) per saham atau seluruhnya berjumlah trillion which was paid on 31 October 2023. The
Rp4,0 triliun dan telah dibayarkan pada tanggal remaining Rp421 (full Rupiah) per share or in
31 Oktober 2023. Sisanya sebesar Rp421 (dalam total Rp17.0 trillion was paid on 30 May 2024.
satuan Rupiah) per saham atau seluruhnya
berjumlah Rp17,0 triliun telah dibayarkan pada
tanggal 30 Mei 2024.
26. SALDO LABA DICADANGKAN 26. APPROPRIATED RETAINED EARNINGS
Berdasarkan Undang-undang Perseroan Under Indonesian Company Law, companies
Terbatas, perusahaan diharuskan untuk are required to set up a statutory reserve
membuat penyisihan cadangan wajib hingga amounting to at least 20% of the company’s
sekurang-kurangnya 20% dari jumlah modal yang issued and paid up capital.
ditempatkan dan disetor penuh.
Saldo laba dicadangkan Perseroan pada tanggal The balance of the appropriated retained
31 Desember 2025 dan 2024 adalah sebesar earnings reserve of the Company as at
Rp425 miliar atau 21% dari modal yang 31 December 2025 and 2024 amounting to
ditempatkan dan disetor penuh Perseroan. Rp425 billion or 21% of the Company’s issued
and paid up capital.
27. KEPENTINGAN NONPENGENDALI 27. NON-CONTROLLING INTERESTS
Rincian kepentingan nonpengendali atas ekuitas Details of non-controlling interests in the equity
entitas anak yang dikonsolidasi adalah sebagai of consolidated subsidiaries are as follows:
berikut:
2025 2024a)
PT United Tractors Tbk 42,399 41,375
PT Astra Agro Lestari Tbk 5,389 5,161
PT Astra Otoparts Tbk 4,414 4,090
Lain-lain/Others b) 9,704 7,702
Jumlah/Total 61,906 58,328
a)
Disajikan kembali (lihat Catatan 2a). a)
Restated (refer to Note 2a).
b)
Kepentingan nonpengendali atas ekuitas entitas anak yang b)
The non-controlling interests in a number of individually
jumlahnya tidak material secara individual (lihat Catatan 1d). immaterial subsidiaries’ equity (refer to Note 1d).
Setelah pembelian kembali saham PT United Following the shares buyback in PT United
Tractors Tbk (“UT”), maka jumlah saham UT yang Tractors Tbk (“UT”), the number of outstanding
beredar pada tanggal 31 Desember 2025 shares of UT decreased as at 31 December
mengalami penurunan dan mengakibatkan 2025 and resulted in an increase of the
kenaikan kepentingan efektif atas ekuitas dari effective interest of each shareholder of
masing-masing pemegang saham UT, termasuk UT, including the Group, refer to Notes 1d
Grup, lihat Catatan 1d dan 3b(ii). and 3b(ii).
Halaman - 98 - Page
Page 525
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
27. KEPENTINGAN NONPENGENDALI (lanjutan) 27. NON-CONTROLLING INTERESTS (continued)
Berikut adalah ringkasan informasi keuangan Set out below is the summarised financial
entitas anak dari Grup yang memiliki kepentingan information for the Group’s material subsidiaries
nonpengendali yang material terhadap Grup. that have non-controlling interests that are
material to the Group.
Ringkasan laporan posisi keuangan: Summarised statements of financial position:
2025
PT United Tractors Tbk PT Astra Agro Lestari Tbk PT Astra Otoparts Tbk
Aset Assets
Aset lancar 72,141 8,663 9,974 Current assets
Aset tidak lancar 105,496 18,384 12,641 Non-current assets
Jumlah aset 177,637 27,047 22,615 Total assets
Liabilitas Liabilities
Liabilitas jangka pendek (53,213) (2,000) (4,523) Current liabilities
Liabilitas jangka panjang (21,288) (889) (1,128) Non-current liabilities
Jumlah liabilitas (74,501) (2,889) (5,651) Total liabilities
Kepentingan nonpengendali (5,362) (602) (1,276) Non-controlling interests
Aset bersih 97,774 23,556 15,688 Net assets
2024
PT United Tractors Tbk PT Astra Agro Lestari Tbk PT Astra Otoparts Tbk
Aset Assets
Aset lancar 69,979 8,434 8,884 Current assets
Aset tidak lancar 99,502 20,359 12,146 Non-current assets
Jumlah aset 169,481 28,793 21,030 Total assets
Liabilitas Liabilities
Liabilitas jangka pendek (45,302) (3,238) (4,482) Current liabilities
Liabilitas jangka panjang (26,003) (2,353) (960) Non-current liabilities
Jumlah liabilitas (71,305) (5,591) (5,442) Total liabilities
Kepentingan nonpengendali (5,228) (560) (1,216) Non-controlling interests
Aset bersih 92,948 22,642 14,372 Net assets
Ringkasan laporan laba rugi dan penghasilan Summarised statements of profit or loss and
komprehensif lain: other comprehensive income:
2025
PT United Tractors Tbk PT Astra Agro Lestari Tbk PT Astra Otoparts Tbk
Pendapatan bersih 131,301 28,655 19,907 Net revenue
Laba tahun berjalan 15,177 1,538 2,348 Profit for the year
Penghasilan komprehensif lain (750) 34 41 Other comprehensive
tahun berjalan, setelah pajak income for the year,
net of tax
Jumlah penghasilan komprehensif 14,427 1,572 2,389 Total comprehensive
tahun berjalan income for the year
Jumlah penghasilan komprehensif 389 67 148 Total comprehensive
yang diatribusikan kepada income attributable
kepentingan nonpengendali to the subsidiaries
entitas anak non-controlling interests
Dividen yang dibayarkan (500) (25) (88) Dividend paid to
kepada kepentingan the subsidiaries
nonpengendali entitas anak non-controlling interests
Halaman - 99 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
27. KEPENTINGAN NONPENGENDALI (lanjutan) 27. NON-CONTROLLING INTERESTS (continued)
2024
PT United Tractors Tbk PT Astra Agro Lestari Tbk PT Astra Otoparts Tbk
Pendapatan bersih 134,427 21,815 19,074 Net revenue
Laba tahun berjalan 20,119 1,187 2,183 Profit for the year
Penghasilan komprehensif lain 2,468 (44) (90) Other comprehensive
tahun berjalan, setelah pajak income for the year,
net of tax
Jumlah penghasilan komprehensif 22,587 1,143 2,093 Total comprehensive
tahun berjalan income for the year
Jumlah penghasilan komprehensif 769 38 143 Total comprehensive
yang diatribusikan kepada income attributable
kepentingan nonpengendali to the subsidiaries
entitas anak non-controlling interests
Dividen yang dibayarkan (344) (28) (133) Dividend paid to
kepada kepentingan the subsidiaries
nonpengendali entitas anak non-controlling interests
Ringkasan laporan arus kas: Summarised statements of cash flows:
2025
PT United Tractors Tbk PT Astra Agro Lestari Tbk PT Astra Otoparts Tbk
Arus kas bersih yang diperoleh 27,143 4,211 1,944 Net cash flows provided
dari aktivitas operasi from operating activities
Arus kas bersih yang (digunakan (13,446) (782) 132 Net cash flows (used in)/
untuk)/diperoleh dari provided from investing
aktivitas investasi activities
Arus kas bersih yang digunakan (12,470) (3,963) (1,172) Net cash flows used in
untuk aktivitas pendanaan financing activities
Kenaikan bersih 1,227 (534) 904 Net increase in cash and
kas dan setara kas cash equivalents
Kas dan setara kas pada 25,093 3,236 3,613 Cash and cash equivalents
awal tahun at beginning of year
Dampak perubahan kurs 251 54 13 Effect of exchange rate
terhadap kas dan setara kas differences on cash
and cash equivalents
Kas dan setara kas pada 26,571 2,756 4,530 Cash and cash equivalents
akhir tahun at end of year
2024
PT United Tractors Tbk PT Astra Agro Lestari Tbk PT Astra Otoparts Tbk
Arus kas bersih yang diperoleh 30,045 3,379 1,533 Net cash flows provided
dari aktivitas operasi from operating activities
Arus kas bersih yang (digunakan (14,203) (941) 379 Net cash flows (used in)/
untuk)/diperoleh dari provided from investing
aktivitas investasi activities
Arus kas bersih yang digunakan (9,468) (1,326) (1,060) Net cash flows used in
untuk aktivitas pendanaan financing activities
Kenaikan bersih 6,374 1,112 852 Net increase in cash and
kas dan setara kas cash equivalents
Kas dan setara kas pada 18,597 2,090 2,743 Cash and cash equivalents
awal tahun at beginning of year
Dampak perubahan kurs 122 34 18 Effect of exchange rate
terhadap kas dan setara kas differences on cash
and cash equivalents
Kas dan setara kas pada 25,093 3,236 3,613 Cash and cash equivalents
akhir tahun at end of year
Informasi di atas adalah nilai sebelum eliminasi The information above is the amount before
antar perusahaan. inter-company eliminations.
Halaman - 100 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
28. PENDAPATAN BERSIH 28. NET REVENUE
2025 2024*)
Penjualan barang 216,481 219,694 Sales of goods
Jasa dan sewa 73,629 78,353 Services and rental
Jasa keuangan 33,282 30,433 Financial services
323,392 328,480
Pihak berelasi (lihat Catatan 32b) (27,942) (27,549) Related parties (refer to Note 32b)
Pihak ketiga 295,450 300,931 Third parties
Tidak ada pendapatan dari pelanggan individu No revenue earned from individual customers
yang melebihi 10% dari jumlah pendapatan exceeded 10% of total net revenue.
bersih.
Rincian pendapatan Grup dari kontrak dengan Details of the Group’s revenue from contracts
pelanggan dan sumber lainnya, adalah sebagai with customers and other sources, are as
berikut: follows:
2025 2024*)
Pendapatan dari kontrak dengan Revenue from contracts with
pelanggan diselesaikan: customers recognised:
Pada waktu tertentu 224,537 229,463 At point in time
Sepanjang waktu 60,254 63,051 Over time
284,791 292,514
Pendapatan dari sumber lainnya: Revenue from other sources:
Pendapatan dari jasa keuangan **) 33,282 30,433 Revenue from financial services **)
Pendapatan sewa 5,319 5,533 Rental income
38,601 35,966
323,392 328,480
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
**) **)
Termasuk pendapatan dari asuransi sebesar Rp10,3 triliun (2024: Rp9,0 Include revenue from insurance amounted to Rp10.3 trillion (2024: Rp9.0
triliun). trillion).
a. Saldo kontrak a. Contract balances
Rincian aset dan liabilitas kontrak adalah Details of contract assets and liabilities are
sebagai berikut: as follows:
2025 2024
Aset kontrak *) Contract assets *)
Pihak berelasi 225 165 Related parties
Pihak ketiga 1,513 1,592 Third parties
Jumlah aset kontrak kotor 1,738 1,757 Total contract assets, gross
Penyisihan penurunan nilai (357) (72) Provision for impairment
1,381 1,685
Liabilitas kontrak **) Contract liabilities **)
Pihak berelasi 208 86 Related parties
Pihak ketiga 4,682 4,032 Third parties
4,890 4,118
*) Disajikan dalam “Piutang usaha”. *) Presented under “Trade receivables”.
**) Disajikan dalam “Utang usaha”, “Liabilitas lain-lain” dan **) Presented under “Trade payables”, “Other liabilities” and
“Pendapatan ditangguhkan”. “Unearned income”.
Halaman - 101 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
28. PENDAPATAN BERSIH (lanjutan) 28. NET REVENUE (continued)
a. Saldo kontrak (lanjutan) a. Contract balances (continued)
Pada tanggal 31 Desember 2025, jumlah As at 31 December 2025, the total contract
aset kontrak di atas terutama atas kontrak assets above were mainly derived from
dari PT Acset Indonusa Tbk, entitas anak contracts of PT Acset Indonusa Tbk, an
tidak langsung, terkait dengan kegiatan indirect subsidiary, related to its business in
usahanya di bidang konstruksi. Sementara construction. Meanwhile, the contract
itu, jumlah liabilitas kontrak terutama terkait liabilities were mainly related to the Group’s
dengan kegiatan usaha otomotif Grup. automotive business.
b. Pendapatan yang berasal dari kontrak b. Revenue recognised in relation to
liabilitas contract liabilities
Pendapatan Grup yang diakui pada tahun Revenue of the Group recognised in 2025
2025, yang berasal dari kontrak liabilitas relating to carried-forward contract liabilities
tahun sebelumnya sebesar Rp2,4 triliun amounted to Rp2.4 trillion (2024: Rp3.9
(2024: Rp3,9 triliun). trilion).
c. Pendapatan dari kontrak dengan c. Revenue expected to be recognised on
pelanggan yang akan diakui di masa yang unsatisfied contracts with customers
akan datang
Tabel berikut menunjukkan estimasi jumlah The following table shows the timing of
pendapatan Grup yang akan diakui di masa estimated revenue of the Group to be
yang akan datang, yang berasal dari recognised on unsatisfied performance
kewajiban pelaksanaan yang belum dipenuhi obligations at 31 December 2025 and 2024
pada 31 Desember 2025 dan 2024 atas related to the contracts with expected
kontrak-kontrak dengan perkiraan durasi duration of more than one year, in
lebih dari satu tahun, sesuai dengan accordance with the practical expedient on
pertimbangan praktis pada PSAK 115: PSAK 115:
2025 2024
Dalam 1 tahun 3,374 3,608 Within 1 year
Antara 1 dan 2 tahun 672 1,036 Within 1 and 2 years
Antara 2 dan 3 tahun 241 517 Within 2 and 3 years
Antara 3 dan 4 tahun 309 100 Within 3 and 4 years
Antara 4 dan 5 tahun 63 38 Within 4 and 5 years
Lebih dari 5 tahun 89 59 Beyond 5 years
4,748 5,358
Halaman - 102 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
29. KARAKTERISTIK
\ BEBAN BERDASARKAN 29. EXPENSES BY NATURE
SIFATNYA
Karakteristik beban berdasarkan sifatnya untuk Significant expenses by nature of cost of
beban pokok pendapatan, beban penjualan, revenue, selling expenses, general and
beban umum dan administrasi yang signifikan administrative expenses are as follows:
adalah sebagai berikut:
2025 2024*)
Beban pokok bahan baku, barang jadi 180,487 185,425 Cost of raw materials, finished goods
dan barang habis pakai yang digunakan and consumables used
Beban imbalan kerja 27,975 26,845 Employee benefit expenses
Depresiasi dan amortisasi 17,871 16,696 Depreciation and amortisation
Perbaikan dan perawatan 12,413 13,440 Repairs and maintenance
Beban jasa asuransi 7,936 7,228 Insurance service expenses
Distribusi, gudang dan perjalanan dinas 6,189 6,472 Distribution, warehousing and travelling
Jasa tenaga ahli 6,170 5,977 Professional fees
Royalti 4,731 4,042 Royalty
Biaya keuangan dari segmen jasa 4,599 4,168 Finance costs from financial services
keuangan segment
Utilitas 2,455 2,930 Utilities
Penyisihan penurunan nilai piutang 2,323 1,693 Provision for impairment of receivables
Iklan dan promosi 1,583 1,549 Advertising and promotion
Beban sewa 1,494 1,457 Rent expenses
Kerugian atas penjualan piutang dari 1,046 979 Loss from disposal of receivables
jaminan kendaraan from collateral vehicles
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Tidak ada pembelian dari pemasok pihak ketiga No purchases from individual third party
individu yang melebihi 10% dari jumlah suppliers exceeded 10% of total net revenue.
pendapatan bersih.
Lihat Catatan 32c untuk rincian pembelian dan Refer to Note 32c for details of purchases and
pembayaran barang dan jasa dari pihak-pihak payments of goods and services from related
berelasi. parties.
30. PENGHASILAN LAIN-LAIN, BERSIH 30. OTHER INCOME, NET
2025 2024*)
Penghasilan administrasi atas 1,233 1,163 Administration income on vehicles
kendaraan bermotor
Keuntungan atas pelepasan entitas anak 568 - Gain on disposal of subsidiary
Keuntungan dari pembelian entitas anak 464 - Gain on bargain purchase of
subsidiary
Penghasilan komisi 383 393 Commission income
Keuntungan atas penjualan aset tetap 337 381 Gain on sale of fixed assets
Kerugian penurunan nilai investasi (866) - Loss on impairment of investment
pada ventura bersama in joint ventures
Beban keuangan asuransi (667) (329) Insurance finance expenses
Kerugian penurunan nilai beban (166) (301) Loss on impairment of deferred
eksplorasi dan pengembangan exploration and development
tangguhan expenditures
Kerugian penurunan nilai aset tetap (3) (135) Loss on impairment of fixed assets
(Beban)/penghasilan lain-lain, bersih (129) 189 Other (expenses)/income, net
1,154 1,361
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Halaman - 103 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
31. INFORMASI SEGMEN 31. SEGMENT INFORMATION
Informasi mengenai segmen operasi Grup adalah Details of the Group’s operating segments are
sebagai berikut: as follows:
2025
Otomotif
dan Alat berat,
mobilitas/ Jasa pertambangan, Teknologi Jumlah
Automotive keuangan/ konstruksi dan informasi/ eliminasi/
and Financial energi/ Agribisnis/ Infrastruktur/ Information Properti/ Total Konsolidasian/
mobility services HEMCE a) Agribusiness Infrastructure technology Property elimination Consolidated
Pendapatan bersih 125,658 33,447 131,301 28,655 3,165 2,991 1,132 (2,957) 323,392 Net revenue
Beban pokok (110,576) (14,138) (101,597) (24,023) (1,420) (2,266) (463) 2,535 (251,948) Cost of revenue
pendapatan
Laba bruto 15,082 19,309 29,704 4,632 1,745 725 669 (422) 71,444 Gross profit
Beban penjualan (6,359) (3,196) (1,598) (529) (6) (140) (71) 155 (11,744) Selling expenses
Beban umum dan (6,972) (5,953) (6,040) (1,685) (250) (300) (393) 558 (21,035) General and administrative
administrasi expenses
Penghasilan bunga 667 1,261 1,244 280 62 84 150 (93) 3,655 Interest income
Biaya keuangan (470) (18) (2,626) (139) (491) (5) (41) 56 (3,734) Finance costs
Keuntungan/(kerugian) 6 - (116) 44 - (4) - - (70) Foreign exchange
selisih kurs, bersih gains/(losses), net
Penghasilan/(beban) 1,915 (493) (140) (298) 25 (18) 417 (254) 1,154 Other income/(expenses),
lain-lain, bersih net
Bagian atas hasil bersih 8,831 423 (209) (78) 644 - 7 - 9,618 Share of results of
ventura bersama joint ventures
dan entitas asosiasi and associates
Laba sebelum pajak 12,700 11,333 20,219 2,227 1,729 342 738 - 49,288 Profit before income tax
penghasilan
Beban pajak (799) (2,212) (5,005) (689) (302) (71) (5) - (9,083) Income tax expenses
penghasilan
Laba tahun berjalan 11,901 9,121 15,214 1,538 1,427 271 733 - 40,205 Profit for the year
Laba yang dapat Profit attributable to:
diatribusikan kepada:
Pemilik entitas 11,365 8,952 9,095 1,172 1,258 208 719 - 32,769 - Owners of the
induk parent
Kepentingan 536 169 6,119 366 169 63 14 - 7,436 - Non-controlling
nonpengendali interests
11,901 9,121 15,214 1,538 1,427 271 733 - 40,205
Depresiasi dan 3,033 811 12,120 1,433 235 191 48 - 17,871 Depreciation and
amortisasi amortisation
Pengeluaran modal b) 2,321 612 14,192 782 19 18 520 - 18,464 Capital expenditure b)
Jumlah aset 72,245 134,780 160,413 26,714 11,397 3,119 27,960 (2,703) 433,925 Total assets
Investasi pada 32,108 8,756 17,611 333 13,283 - 1,350 - 73,441 Investments in joint
ventura bersama ventures and associates
dan entitas asosiasi
Jumlah aset 104,353 143,536 178,024 27,047 24,680 3,119 29,310 (2,703) 507,366 Consolidated total
konsolidasian assets
Jumlah liabilitas 37,209 91,311 74,501 2,889 9,089 1,027 3,231 (2,703) 216,554 Consolidated total
konsolidasian liabilities
Utang bersih/(kas 669 64,898 (7,787) (2,741) 6,412 (1,829) (1,942) - 57,680 Net debt/(net cash)
bersih)
a)
Heavy equipment, mining, construction and energy.
b)
Disajikan menggunakan dasar kas. Jika memperhitungkan akuisisi aset yang disewakan dan hak konsesi, maka jumlah pengeluaran modal adalah
sebesar Rp21,3 triliun./Presented on a cash basis. If taking into account acquisition of assets for lease and concession right, the total capital
expenditure amounted to Rp21.3 trillion.
Halaman - 104 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
31. INFORMASI SEGMEN (lanjutan) 31. SEGMENT INFORMATION (continued)
2024
Otomotif
dan Alat berat,
mobilitas a)/ Jasa pertambangan, Teknologi Jumlah
Automotive keuangan b)/ konstruksi dan informasi/ eliminasi/
and Financial energi/ Agribisnis/ Infrastruktur a)/ Information Properti/ Total Konsolidasian/
mobility a) services b) HEMCE c) Agribusiness Infrastructure a) technology Property elimination Consolidated
Pendapatan bersih 136,864 30,663 134,427 21,815 3,147 2,814 1,372 (2,622) 328,480 Net revenue
Beban pokok (121,291) (12,977) (100,595) (18,474) (1,477) (2,165) (784) 2,342 (255,421) Cost of revenue
pendapatan
Laba bruto 15,573 17,686 33,832 3,341 1,670 649 588 (280) 73,059 Gross profit
Beban penjualan (6,388) (2,991) (1,056) (520) (6) (142) (88) 126 (11,065) Selling expenses
Beban umum dan (6,958) (5,535) (5,594) (1,162) (206) (304) (322) 487 (19,594) General and administrative
administrasi expenses
Penghasilan bunga 647 1,143 1,150 211 45 66 137 (110) 3,289 Interest income
Biaya keuangan (349) (18) (2,651) (265) (576) (5) - 56 (3,808) Finance costs
Keuntungan/(kerugian) 17 - (540) (8) - - (1) - (532) Foreign exchange
selisih kurs, bersih gains/(losses), net
Penghasilan/(beban) 1,740 (192) 125 129 (63) (7) (92) (279) 1,361 Other income/(expenses),
lain-lain, bersih net
Bagian atas hasil bersih 8,709 346 693 (19) 562 - - - 10,291 Share of results of
ventura bersama joint ventures
dan entitas asosiasi and associates
Laba sebelum pajak 12,991 10,439 25,959 1,707 1,426 257 222 - 53,001 Profit before income tax
penghasilan
Beban pajak (1,023) (2,104) (5,779) (520) (251) (52) 1 - (9,728) Income tax expenses
penghasilan
Laba tahun berjalan 11,968 8,335 20,180 1,187 1,175 205 223 - 43,273 Profit for the year
Laba yang dapat Profit attributable to:
diatribusikan kepada:
Pemilik entitas 11,401 8,200 11,995 914 1,013 156 222 - 33,901 - Owners of the
induk parent
Kepentingan 567 135 8,185 273 162 49 1 - 9,372 - Non-controlling
nonpengendali interests
11,968 8,335 20,180 1,187 1,175 205 223 - 43,273
Depresiasi dan 2,815 842 11,200 1,391 200 208 40 - 16,696 Depreciation and
amortisasi amortisation
Pengeluaran modal d) 2,094 1,422 13,674 939 19 19 197 - 18,364 Capital expenditure d)
Jumlah aset 71,232 124,342 151,658 28,383 10,988 2,948 18,898 (3,130) 405,319 Total assets
Investasi pada 25,886 8,372 18,198 410 12,833 - 431 - 66,130 Investments in joint
ventura bersama ventures and associates
dan entitas asosiasi
Jumlah aset 97,118 132,714 169,856 28,793 23,821 2,948 19,329 (3,130) 471,449 Consolidated total
konsolidasian assets
Jumlah liabilitas 27,942 86,239 71,305 5,591 9,491 1,023 984 (3,130) 199,445 Consolidated total
konsolidasian liabilities
(Kas bersih)/utang (6,197) 60,185 (5,024) (18) 7,005 (1,584) (2,133) - 52,234 (Net cash)/net debt
bersih
a)
Lihat Catatan 1d./Refer to Note 1d.
b)
Disajikan kembali (lihat Catatan 2a)./Restated (refer to Note 2a).
c)
Heavy equipment, mining, construction and energy.
d)
Disajikan menggunakan dasar kas. Jika memperhitungkan akuisisi aset yang disewakan dan hak konsesi, maka jumlah pengeluaran modal adalah
sebesar Rp20,7 triliun./Presented on a cash basis. If taking into account acquisition of assets for lease and concession right, the total capital
expenditure amounted to Rp20.7 trillion.
Halaman - 105 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. INFORMASI MENGENAI PIHAK BERELASI 32. RELATED PARTY INFORMATION
Dalam kegiatan usahanya, Grup mengadakan In the normal course of business, the Group
transaksi dengan pihak-pihak berelasi, terutama engages in transactions with related parties,
meliputi transaksi-transaksi penjualan, pembelian primarily consisting of sales, purchases and
dan transaksi keuangan lainnya. other financial transactions.
a. Sifat hubungan a. Nature of relationships
Rincian sifat hubungan dengan pihak-pihak Details of the nature of relationships with
berelasi adalah sebagai berikut: related parties are as follows:
i. Entitas anak langsung dan tidak i. Direct and indirect subsidiaries
langsung
Lihat Catatan 1d untuk rincian entitas Refer to Note 1d for details of the
anak langsung dan tidak langsung yang Company’s direct and significant
signifikan dari Perseroan. indirect subsidiaries.
ii. Ventura bersama dan entitas asosiasi ii. Direct and indirect joint ventures and
langsung dan tidak langsung associates
Ventura bersama dan entitas asosiasi The Company’s direct and indirect
langsung dan tidak langsung yang joint ventures and associates which
memiliki transaksi dengan Grup adalah have transactions with the Group are
sebagai berikut: as follows:
Aegis Energy Trading Pte Ltd PT Kayaba Indonesia
Astra-KLK Pte Ltd PT Komatsu Astra Finance
Cipta Commodity Trading Pte Ltd PT Komatsu Remanufacturing Asia
PT Aisin Indonesia PT Kreasijaya Adhikarya
PT Akebono Brake Astra Indonesia PT Lintas Marga Sedaya
PT Arkora Hydro Tbk PT Marga Lingkar Jakarta
PT Astra Daihatsu Motor PT Marga Trans Nusantara
PT Astra Honda Motor PT MetalArt Astra Indonesia
PT Astra Juoku Indonesia PT Mobilitas Digital Indonesia
PT Astra Nippon Gasket Indonesia PT Solusi Mobilitas Bangsa
PT Astra Visteon Indonesia PT Supreme Energy Rantau Dedap
PT AT Indonesia PT Supreme Energy Sriwijaya *)
PT Bank Saqu Indonesia PT Tasti Anugerah Mandiri
(dahulu/formerly: PT Bank Jasa Jakarta) PT Toyoda Gosei Indonesia
PT Bhumi Jati Power PT Toyofuji Logistic Indonesia
PT Denso Indonesia PT Toyota Astra Financial Services
PT Evoluzione Tyres PT Toyota-Astra Motor
PT GS Battery PT Traktor Nusantara
PT Hengjaya Mineralindo PT Trans Marga Jateng
PT Inti Ganda Perdana PT UD Astra Motor Indonesia
PT Isuzu Astra Motor Indonesia PT United Tractors Semen Gresik
PT Jasamarga Pandaan Malang Superior Chain (Hangzhou) Co Ltd
*) Pada bulan Juni 2025, Grup melalui PT Energia Prima Nusantara, *) In June 2025, the Group through PT Energia Prima Nusantara, an
entitas anak tidak langsung dari PT United Tractors Tbk, indirect subsidiary of PT United Tractors Tbk, increased its
meningkatkan kepemilikan di PT Supreme Energy Sriwijaya ownership in PT Supreme Energy Sriwijaya (“SES”), therefore the
(“SES”), sehingga Grup memperoleh pengendalian atas SES Group gains control over SES with effective ownership of 80.2%.
dengan kepemilikan efektif sebesar 80,2%.
Halaman - 106 - Page
Page 533
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. INFORMASI MENGENAI PIHAK BERELASI 32. RELATED PARTY INFORMATION (continued)
(lanjutan)
a. Sifat hubungan (lanjutan) a. Nature of relationships (continued)
ii. Ventura bersama dan entitas asosiasi ii. Direct and indirect joint ventures and
langsung dan tidak langsung (lanjutan) associates (continued)
Entitas anak dari entitas asosiasi adalah Subsidiary of associate is as follows:
sebagai berikut:
Melalui/Through PT Denso Indonesia : PT Denso Sales Indonesia
iii. Ventura bersama langsung dan tidak iii. Direct and indirect joint ventures of the
langsung dari induk perusahaan Company’s immediate holding
langsung Perseroan: company:
PT Surya Sudeco
PT Tunas Dwipa Matra
PT Tunas Mobilindo Perkasa
iv. Entitas anak tidak langsung dari iv. Indirect subsidiary of the Company’s
pemegang saham utama Perseroan: main shareholder:
Mandarin Oriental Holdings BV
v. Personil manajemen kunci v. Key management personnel
Personil manajemen kunci Grup adalah Key management personnel of the
anggota Dewan Komisaris dan Direksi Group are members of the Board of
Perseroan dan entitas anak. Commissioners and Board of Directors
of the Company and subsidiaries.
vi. Program imbalan pascakerja vi. Post-employment benefit plans
Dana Pensiun Astra 1
Dana Pensiun Astra 2
Halaman - 107 - Page
Page 534
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. INFORMASI MENGENAI PIHAK BERELASI 32. RELATED PARTY INFORMATION (continued)
(lanjutan)
b. Pendapatan bersih b. Net revenue
Rincian pendapatan bersih yang diperoleh Details of net revenue earned from related
dari pihak-pihak berelasi adalah sebagai parties are as follows:
berikut:
2025 2024*)
% **) Rp % **) Rp
PT Astra Honda Motor 1.48 4,794 1.36 4,449
Aegis Energy Trading Pte Ltd 1.22 3,941 1.59 5,249
PT Kreasijaya Adhikarya 0.90 2,947 0.67 2,198
Astra-KLK Pte Ltd 0.83 2,687 0.69 2,262
Cipta Commodity Trading Pte Ltd 0.82 2,639 0.75 2,475
PT Astra Daihatsu Motor 0.76 2,461 0.83 2,725
PT Bhumi Jati Power 0.58 1,886 0.47 1,557
PT Toyota-Astra Motor 0.43 1,380 0.34 1,109
PT Tunas Dwipa Matra 0.37 1,184 0.34 1,115
PT Tunas Mobilindo Perkasa 0.33 1,073 0.48 1,584
PT Hengjaya Mineralindo 0.12 396 - -
PT Isuzu Astra Motor Indonesia 0.12 385 0.12 389
PT Lintas Marga Sedaya 0.11 345 0.25 822
PT Kayaba Indonesia 0.08 251 0.06 185
PT Toyota Astra Financial Services 0.07 217 0.06 187
PT Inti Ganda Perdana 0.06 209 0.05 179
PT Mobilitas Digital Indonesia 0.05 172 0.04 131
PT United Tractors Semen Gresik 0.03 108 0.05 147
PT Astra Visteon Indonesia 0.03 108 0.03 85
PT Trans Marga Jateng 0.03 89 0.02 65
PT Traktor Nusantara 0.02 76 0.02 50
PT Denso Indonesia 0.02 73 0.03 83
PT Akebono Brake Astra Indonesia 0.02 63 0.02 69
PT Denso Sales Indonesia 0.02 53 0.02 51
PT Surya Sudeco 0.02 50 0.01 49
PT Marga Lingkar Jakarta 0.01 43 0.01 27
PT GS Battery 0.01 39 0.00 12
PT Solusi Mobilitas Bangsa 0.01 36 0.02 60
PT Marga Trans Nusantara 0.01 29 0.01 40
PT UD Astra Motor Indonesia 0.01 28 0.01 18
PT Aisin Indonesia 0.01 23 0.01 28
PT Jasamarga Pandaan Malang 0.01 19 0.00 6
PT Bank Saqu Indonesia 0.01 18 0.00 15
PT Toyoda Gosei Indonesia 0.01 17 0.00 15
PT Komatsu Remanufacturing Asia 0.00 13 0.00 16
Lain-lain (masing-masing di bawah Rp15 miliar)/ 0.03 90 0.03 97
Others (below Rp15 billion each)
Jumlah/Total 8.64 27,942 8.39 27,549
*) Disajikan kembali (lihat Catatan 2a). *) Restated (refer to Note 2a).
**) % terhadap jumlah pendapatan bersih. **) % of total net revenue.
Halaman - 108 - Page
Page 535
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. INFORMASI MENGENAI PIHAK BERELASI 32. RELATED PARTY INFORMATION (continued)
(lanjutan)
c. Pembelian dan pembayaran barang dan c. Purchases and payments of goods and
jasa services
Rincian pembelian dan pembayaran barang Details of purchases and payments of
dan jasa dari pihak-pihak berelasi adalah goods and services from related parties are
sebagai berikut: as follows:
2025 2024
% *) Rp % *) Rp
PT Astra Honda Motor 10.76 30,645 10.08 28,840
PT Toyota-Astra Motor 10.21 29,069 12.56 35,921
PT Astra Daihatsu Motor 5.16 14,702 6.31 18,045
PT Isuzu Astra Motor Indonesia 1.60 4,547 1.64 4,689
PT GS Battery 0.92 2,609 0.96 2,733
PT UD Astra Motor Indonesia 0.55 1,568 0.63 1,812
PT Evoluzione Tyres 0.17 495 0.19 576
PT Denso Sales Indonesia 0.10 294 0.12 346
PT Tasti Anugerah Mandiri 0.08 234 0.06 164
PT Kayaba Indonesia 0.07 210 0.05 143
PT Tunas Dwipa Matra 0.06 165 0.06 165
Superior Chain (Hangzhou) Co Ltd 0.02 65 0.02 61
PT Traktor Nusantara 0.02 60 0.03 95
PT Akebono Brake Astra Indonesia 0.02 47 0.01 36
Cipta Commodity Trading Pte Ltd 0.02 46 0.03 75
PT MetalArt Astra Indonesia 0.02 44 0.02 45
PT Astra Juoku Indonesia 0.01 37 0.01 41
PT Astra Nippon Gasket Indonesia 0.01 24 0.01 25
PT AT Indonesia 0.01 21 0.01 23
PT Toyofuji Logistic Indonesia 0.01 19 0.01 38
Lain-lain (masing-masing di bawah Rp15 miliar)/ 0.01 36 0.02 45
Others (below Rp15 billion each)
Jumlah/Total 29.83 84,937 32.83 93,918
*) % terhadap jumlah beban pokok pendapatan, beban penjualan, *) % of total cost of revenue, selling, general and administrative
umum dan administrasi. expenses.
Halaman - 109 - Page
Page 536
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. INFORMASI MENGENAI PIHAK BERELASI 32. RELATED PARTY INFORMATION (continued)
(lanjutan)
d. Penghasilan bunga dan biaya keuangan d. Interest income and finance costs
Rincian penghasilan bunga dan biaya Details of interest income and finance
keuangan dari pihak-pihak berelasi adalah costs from related parties are as follows:
sebagai berikut:
Penghasilan bunga/Interest income 2025 2024
% *)
Rp % *)
Rp
PT Bhumi Jati Power 3.86 141 5.23 172
PT Supreme Energy Rantau Dedap 1.83 67 0.85 28
PT Bank Saqu Indonesia 1.42 52 0.82 27
PT Komatsu Astra Finance 0.44 16 0.67 22
Lain-lain (masing-masing di bawah Rp15 miliar)/ 0.88 32 0.67 22
Others (below Rp15 billion each)
Jumlah/Total 8.43 308 8.24 271
*) % terhadap jumlah penghasilan bunga. *) % of total interest income.
Biaya keuangan/Finance costs 2025 2024
% *)
Rp % *)
Rp
PT Komatsu Astra Finance 1.82 68 1.18 45
Lain-lain/Others - - 0.03 1
Jumlah/Total 1.82 68 1.21 46
*) % terhadap jumlah biaya keuangan. *) % of finance cost.
e. Penghasilan komisi e. Commission income
2025 2024
% *) Rp % *) Rp
PT Toyota-Astra Motor 7.97 92 1.76 24
PT Isuzu Astra Motor Indonesia 7.63 88 10.29 140
Jumlah/Total 15.60 180 12.05 164
*) % terhadap jumlah penghasilan lain-lain, bersih. *) % of other income, net.
f. Kas dan setara kas f. Cash and cash equivalents
Pada tanggal 31 Desember 2025, kas dan As at 31 December 2025, cash and cash
setara kas meliputi saldo bank, deposito equivalents include bank balance, time and
berjangka dan call deposits pada PT Bank call deposits in PT Bank Saqu Indonesia
Saqu Indonesia sejumlah Rp1,7 triliun atau amounted to Rp1.7 trillion or 0.33% of total
0,33% dari jumlah aset (2024: Rp790 miliar assets (2024: Rp790 billion or 0.17% of
atau 0,17% dari jumlah aset). total assets).
Halaman - 110 - Page
Page 537
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. INFORMASI MENGENAI PIHAK BERELASI 32. RELATED PARTY INFORMATION (continued)
(lanjutan)
g. Piutang usaha g. Trade receivables
Piutang usaha dari pihak-pihak berelasi Trade receivables from related parties are
adalah sebagai berikut: as follows:
2025 2024
Rupiah:
PT Astra Honda Motor 637 689
PT Bhumi Jati Power 369 212
PT Astra Daihatsu Motor 335 384
PT Lintas Marga Sedaya 188 170
PT Hengjaya Mineralindo 186 -
PT Kreasijaya Adhikarya 174 166
PT Toyota-Astra Motor 159 178
PT Mobilitas Digital Indonesia 94 29
PT Isuzu Astra Motor Indonesia 89 64
PT United Tractors Semen Gresik 39 28
PT Trans Marga Jateng 39 -
PT Inti Ganda Perdana 34 24
PT Surya Sudeco 34 4
PT Kayaba Indonesia 27 23
PT Astra Visteon Indonesia 26 9
PT Marga Lingkar Jakarta 20 -
PT Toyota Astra Financial Services 12 64
PT Akebono Brake Astra Indonesia 9 15
PT Komatsu Astra Finance 4 16
Lain-lain (masing-masing di bawah Rp15 miliar)/ 79 109
Others (below Rp15 billion each)
2,554 2,184
Mata uang asing/Foreign currencies:
Aegis Energy Trading Pte Ltd 421 370
Astra-KLK Pte Ltd 217 -
Cipta Commodity Trading Pte Ltd 104 112
Lain-lain/Others - 2
742 484
Jumlah/Total 3,296 2,668
Persentase terhadap jumlah aset/Percentage to total assets 0.65% 0.57%
h. Piutang sewa pembiayaan h. Financing lease receivables
Piutang sewa pembiayaan bersih dari pihak- Net financing lease receivables from related
pihak berelasi adalah sebagai berikut: parties are as follows:
2025 2024
PT Astra Honda Motor 60 59
Lain-lain/Others 3 7
Jumlah/Total 63 66
Persentase terhadap jumlah aset/Percentage to total assets 0.01% 0.01%
Halaman - 111 - Page
Page 538
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. INFORMASI MENGENAI PIHAK BERELASI 32. RELATED PARTY INFORMATION (continued)
(lanjutan)
i. Piutang lain-lain i. Other receivables
Piutang lain-lain dari pihak-pihak berelasi Other receivables from related parties are
adalah sebagai berikut: as follows:
2025 2024
Rupiah:
PT Arkora Hydro Tbk 227 81
PT Astra Daihatsu Motor 218 91
PT Komatsu Astra Finance 199 390
PT Astra Honda Motor 128 131
PT Evoluzione Tyres 86 81
PT Toyota-Astra Motor 46 18
PT Aisin Indonesia 44 59
PT Isuzu Astra Motor Indonesia 43 105
PT UD Astra Motor Indonesia 32 35
PT Lintas Marga Sedaya 15 13
Lain-lain (masing-masing di bawah Rp15 miliar)/ 70 66
Others (below Rp15 billion each)
1,108 1,070
Mata uang asing/Foreign currencies:
PT Supreme Energy Rantau Dedap 1,142 457
PT Bhumi Jati Power 1,076 1,798
PT Supreme Energy Sriwijaya - 66
Lain-lain/Others 4 7
2,222 2,328
Jumlah/Total 3,330 3,398
Persentase terhadap jumlah aset/Percentage to total assets 0.66% 0.72%
Semua piutang lain-lain tidak dikenakan All other receivables are non-interest
bunga, kecuali piutang dari: bearing, except receivables from:
Mata uang/ Tingkat bunga per tahun/
Debitur/Debtors Currency Interest rate per annum
PT Arkora Hydro Tbk IDR 7.75% - 9.50%
PT Komatsu Astra Finance IDR 5.00% - 6.75%
PT Evoluzione Tyres IDR JIBOR 3M + 1.75%
PT Aisin Indonesia IDR 7.22%
PT Supreme Energy Rantau Dedap USD 8.00%
PT Bhumi Jati Power USD 10.00%
Halaman - 112 - Page
Page 539
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. INFORMASI MENGENAI PIHAK BERELASI 32. RELATED PARTY INFORMATION (continued)
(lanjutan)
j. Utang usaha j. Trade payables
Utang usaha kepada pihak-pihak berelasi Trade payables to related parties are as
adalah sebagai berikut: follows:
2025 2024
Rupiah:
PT Astra Honda Motor 2,895 2,301
PT Astra Daihatsu Motor 1,008 1,182
PT Toyota-Astra Motor 679 499
PT GS Battery 436 437
PT Isuzu Astra Motor Indonesia 252 352
PT UD Astra Motor Indonesia 101 138
PT Komatsu Remanufacturing Asia 37 41
PT Tasti Anugerah Mandiri 28 47
PT Denso Sales Indonesia 27 28
PT Kayaba Indonesia 26 18
PT Traktor Nusantara 20 16
PT MetalArt Astra Indonesia 8 15
Lain-lain (masing-masing di bawah Rp15 miliar)/ 47 53
Others (below Rp15 billion each)
5,564 5,127
Mata uang asing/Foreign currencies:
Superior Chain (Hangzhou) Co Ltd 22 31
Cipta Commodity Trading Pte Ltd 1 -
Jumlah/Total 5,587 5,158
Persentase terhadap jumlah liabilitas/Percentage to total liabilities 2.58% 2.59%
k. Liabilitas lain-lain k. Other liabilities
Liabilitas lain-lain kepada pihak-pihak Other liabilities to related parties are as
berelasi adalah sebagai berikut: follows:
2025 2024
Rupiah
PT Astra Honda Motor 111 59
PT Toyota Astra Financial Services 31 14
PT Toyota-Astra Motor 1 18
Lain-lain (masing-masing di bawah Rp15 miliar)/ 43 5
Others (below Rp15 billion each)
186 96
Mata uang asing/Foreign currencies:
Mandarin Oriental Holdings BV 54 52
Lain-lain/Others 5 8
59 60
Jumlah/Total 245 156
Persentase terhadap jumlah liabilitas/Percentage to total liabilities 0.11% 0.08%
Halaman - 113 - Page
Page 540
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. INFORMASI MENGENAI PIHAK BERELASI 32. RELATED PARTY INFORMATION (continued)
(lanjutan)
l. Pendapatan ditangguhkan l. Unearned income
Pendapatan ditangguhkan kepada pihak- Unearned income to related parties are as
pihak berelasi adalah sebagai berikut: follows:
2025 2024
Rupiah
PT Toyota-Astra Motor 61 -
PT Astra Daihatsu Motor 17 17
Lain-lain (masing-masing di bawah Rp15 miliar)/ 31 23
Others (below Rp15 billion each)
Jumlah/Total 109 40
Persentase terhadap jumlah liabilitas/Percentage to total liabilities 0.05% 0.02%
m. Pinjaman bank, pinjaman lain-lain dan m. Long-term bank loans, other loans and
liabilitas sewa jangka panjang lease liabilities
Pinjaman bank, pinjaman lain-lain dan Long-term bank loans, other loans and lease
liabilitas sewa jangka panjang kepada pihak- liabilities to related parties are as follows:
pihak berelasi adalah sebagai berikut:
2025 2024
PT Komatsu Astra Finance 751 780
PT Bank Saqu Indonesia - 40
Lain-lain (masing-masing di bawah Rp15 miliar)/ 12 19
Others (below Rp15 billion each)
Jumlah/Total 763 839
Persentase terhadap jumlah liabilitas/Percentage to total liabilities 0.35% 0.42%
Lihat Catatan 17b untuk informasi lain Refer to Note 17b for other information
mengenai pinjaman bank dan pinjaman lain- relating to above long-term bank loans and
lain di atas. other loans.
n. Program imbalan pascakerja n. Post-employment benefit plans
Grup menyediakan program dana pensiun The Group provides post-employment
untuk karyawan melalui Dana Pensiun Astra benefit plans for its employees through Dana
1 dan Dana Pensiun Astra 2. Jumlah Pensiun Astra 1 and Dana Pensiun Astra 2.
pembayaran yang dilakukan Grup adalah The total payments made by the Group are
sebagai berikut: as follows:
2025 2024
% *) Rp % *) Rp
Dana Pensiun Astra 1 0.03 8 0.08 21
Dana Pensiun Astra 2 3.05 855 3.09 830
Jumlah/Total 3.08 863 3.17 851
*) % terhadap beban imbalan kerja. *) % of employee benefit expenses.
Halaman - 114 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. INFORMASI MENGENAI PIHAK BERELASI 32. RELATED PARTY INFORMATION (continued)
(lanjutan)
o. Kompensasi personil manajemen kunci o. Key management personnel compensation
2025 2024
Imbalan kerja jangka pendek 1,405 1,638 Short-term employee benefits
Imbalan pascakerja dan 76 68 Post-employment benefits and other
jangka panjang lainnya long-term employee benefits
1,481 1,706
Jumlah personil manajemen kunci pada Total key management personnel in 2025
tahun 2025 adalah 270 orang (2024: 284 are 270 personnel (2024: 284 personnel) -
orang) - tidak diaudit. unaudited.
33. LABA PER SAHAM 33. EARNINGS PER SHARE
Laba per saham dasar dihitung dengan membagi Basic earnings per share is calculated by
laba yang diatribusikan kepada pemilik entitas dividing profit attributable to the owners of the
induk dengan jumlah rata-rata tertimbang saham parent by the weighted average number of
biasa yang beredar pada periode bersangkutan. ordinary shares outstanding during the period.
2025 2024*)
Laba per saham: Earnings per share:
Laba yang diatribusikan kepada 32,769 33,901 Profit attributable to the owners
pemilik entitas induk of the parent
Rata-rata tertimbang jumlah 40,451 40,484 Weighted average number of
saham biasa yang beredar - ordinary shares outstanding -
dasar dan dilusian (dalam jutaan) basic and diluted (in million)
Laba per saham - dasar dan 810 837 Earnings per share - basic and
dilusian (dalam satuan Rupiah) diluted (full Rupiah)
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
34. MANAJEMEN RISIKO KEUANGAN 34. FINANCIAL RISK MANAGEMENT
Berbagai aktivitas Grup menyebabkan Grup The Group’s activities are exposed to a variety
terekspos terhadap berbagai macam risiko of financial risks: market risk (including foreign
keuangan: risiko pasar (termasuk risiko nilai tukar exchange risk, interest rate risk and price risk),
mata uang asing, risiko tingkat bunga dan risiko credit risk and liquidity risk. The Group’s
harga), risiko kredit serta risiko likuiditas. treasury policies are designed to mitigate the
Kebijakan keuangan Grup dimaksudkan untuk financial impact of fluctuations in interest rates
mengurangi dampak keuangan dari fluktuasi and foreign exchange rates and to minimise
tingkat bunga dan nilai tukar mata uang asing potential adverse effects on the Group’s
serta meminimalisir potensi kerugian yang dapat financial risk.
berdampak pada risiko keuangan Grup.
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Kebijakan keuangan Grup menggunakan The Group’s treasury policy uses derivative
instrumen keuangan derivatif, terutama interest financial instruments, principally interest rate
rate swaps dan cross currency swaps untuk swaps and cross currency swaps, to manage
mengelola aset dan liabilitas Grup, serta tidak the Group’s assets and liabilities, and not to
mengizinkan adanya transaksi derivatif untuk enter into derivative transactions for speculative
tujuan spekulatif. Nilai nosional dan nilai wajar purposes. The notional amounts and fair values
dari instrumen keuangan derivatif disajikan pada of derivative financial instruments are disclosed
Catatan 8b. in Note 8b.
Faktor-faktor risiko keuangan Financial risk factors
(i) Risiko pasar (i) Market risk
Risiko nilai tukar mata uang asing Foreign exchange risk
Grup terekspos risiko nilai tukar mata uang The Group is exposed to foreign exchange
asing yang terutama timbul dari aset dan risk arising primarily from recognition of
liabilitas moneter yang diakui dalam mata monetary assets and liabilities which are
uang yang berbeda dengan mata uang denominated in a currency that is not
fungsional entitas yang bersangkutan. the entity’s functional currency. These
Sebagian dari risiko ini dikelola exposures are managed partly by using
menggunakan lindung nilai natural yang natural hedges that arise from monetary
berasal dari aset dan liabilitas moneter dalam assets and liabilities in the same foreign
mata uang asing yang sama. currency.
Pinjaman dalam mata uang asing diharuskan Foreign currency borrowings are required to
untuk di-swap menjadi mata uang fungsional be swapped into the entity’s functional
perusahaan dengan menggunakan cross currency using cross currency swaps except
currency swaps kecuali jika pinjaman dalam where the foreign currency borrowings are
mata uang asing tersebut dibayar dengan repaid with operational cash flows
arus kas yang berasal dari kegiatan generated in the same foreign currency.
operasional yang menghasilkan mata uang The purpose of these hedges is to mitigate
asing yang sama. Tujuan dari aktivitas the impact of movements in foreign
lindung nilai ini untuk mengantisipasi dampak exchange rates on assets and liabilities and
perubahan nilai tukar mata uang asing the profit or loss of the Group.
terhadap aset dan liabilitas serta laba rugi
Grup.
Pada tanggal 31 Desember 2025 dan 2024, As at 31 December 2025 and 2024, net
aset dan liabilitas moneter bersih Grup monetary assets and liabilities of the Group
terutama diatribusikan dari USD (lihat are primarily attributable to USD (refer to
Catatan 37 untuk aset dan liabilitas moneter Note 37 for net monetary assets and
bersih dalam mata uang asing). Pada tanggal liabilities denominated in foreign
31 Desember 2025, apabila USD menguat/ currencies). As at 31 December 2025, if the
melemah sebesar 10% terhadap Rupiah USD had strengthened/weakened by 10%
dengan asumsi variabel lainnya tidak against Rupiah with all other variables held
mengalami perubahan, maka laba setelah constant, the profit after tax of the Group
pajak Grup akan naik/turun sebesar would increase/decrease by Rp948 billion
Rp948 miliar (2024: Rp477 miliar), hal ini (2024: Rp477 billion), arising mainly from
terutama diakibatkan keuntungan/kerugian foreign exchange gains/losses taken to
selisih kurs yang dicatat di laba rugi. profit or loss.
Halaman - 116 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Faktor-faktor risiko keuangan (lanjutan) Financial risk factors (continued)
(i) Risiko pasar (lanjutan) (i) Market risk (continued)
Risiko tingkat bunga Interest rate risk
Grup terekspos risiko tingkat suku bunga The Group is exposed to interest rate risk
yang berasal dari perubahan tingkat bunga through the impact of rate changes on
atas aset dan liabilitas yang dikenakan interest bearing assets and liabilities. These
bunga. Risiko ini pada umumnya dikelola exposures are managed mainly through the
dengan menggunakan interest rate swaps use of interest rate swaps, which have the
untuk mengkonversi pinjaman dengan tingkat economic effect of converting borrowings
bunga mengambang menjadi tingkat bunga from floating rate to fixed rate. The Group’s
tetap. Kebijakan Grup untuk perusahaan di policy is to maintain at least 40%-60% of its
luar jasa keuangan adalah menjaga agar gross borrowings with a maturity up to five
minimum 40%-60% dari total pinjamannya years, exclusive of the financial services
dengan jatuh tempo sampai dengan lima companies, in fixed rate instruments.
tahun, merupakan pinjaman dengan tingkat
suku bunga tetap.
Perusahaan jasa keuangan pada umumnya The financial services companies borrow
memperoleh pinjaman dengan tingkat bunga predominantly at a variable rate which is
mengambang yang harus dikonversikan converted to fixed rate by the use of interest
menjadi pinjaman dengan tingkat bunga rate swaps. The borrowings expose the
tetap melalui mekanisme interest rate swaps. Group to fair value interest rate risk, which
Pinjaman ini menyebabkan Grup terekspos are offset by financing receivables held at a
terhadap risiko nilai wajar atas tingkat bunga, fixed rate. The borrowings generally have
dimana risiko ini disalinghapus dengan the same tenor with the financing
piutang pembiayaan dengan suku bunga receivables.
tetap. Pinjaman ini umumnya memiliki tenor
yang sama dengan piutang pembiayaannya.
Profil pinjaman Grup setelah The Group’s borrowings profile after taking
memperhitungkan transaksi lindung nilai into account hedging transactions are as
adalah sebagai berikut: follows:
2025 2024
Pinjaman dengan tingkat suku 68,410 71,197 Fixed interest rate borrowings
bunga tetap
Pinjaman dengan tingkat suku 41,891 29,476 Floating interest rates borrowings
bunga mengambang
110,301 100,673
Apabila tingkat suku bunga atas pinjaman If interest rates on floating interest rate
dengan tingkat suku bunga mengambang borrowings had been 100 basis points
lebih tinggi atau lebih rendah 100 basis poin higher/lower with all other variables held
dengan asumsi variabel lainnya tidak constant, the Group’s profit after tax for the
mengalami perubahan, maka laba setelah year would have decreased/increased by
pajak Grup untuk tahun berjalan akan Rp168 billion (2024: Rp142 billion) and the
turun/naik sebesar Rp168 miliar (2024: hedging reserve would have increased/
Rp142 miliar) dan cadangan lindung nilai decreased by Rp120 billion (2024: Rp138
akan naik/turun sebesar Rp120 miliar (2024: billion) as a result of fair value changes to
Rp138 miliar) sebagai hasil dari perubahan cash flow hedges.
nilai wajar dari lindung nilai atas arus kas.
Halaman - 117 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Faktor-faktor risiko keuangan (lanjutan) Financial risk factors (continued)
(i) Risiko pasar (lanjutan) (i) Market risk (continued)
Risiko tingkat bunga (lanjutan) Interest rate risk (continued)
Analisa sensitivitas ditentukan dengan The sensitivity analysis has been
mengasumsikan bahwa perubahan tingkat determined assuming that the change in
suku bunga telah terjadi pada tanggal posisi interest rates had occurred at the balance
keuangan dan telah diperhitungkan dalam sheet date and had been applied to the
perhitungan eksposur atas risiko tingkat suku exposure to interest rate risk for both
bunga baik untuk instrumen keuangan derivative and non-derivative financial
derivatif maupun non-derivatif yang dimiliki instruments in existence at that date.
pada tanggal tersebut.
Perubahan dari tingkat suku bunga pasar Changes in market interest rates affect the
mempengaruhi beban bunga dari instrumen interest expense of non-derivative financial
keuangan non-derivatif dengan tingkat suku instruments with variable-interest rate, the
bunga variabel, pembayaran bunga tersebut interest payments of which are not
tidak dikategorikan sebagai item lindung nilai designated as hedged items of cash flow
atas arus kas terhadap risiko tingkat suku hedges against interest rate risks. As a
bunga. Oleh karenanya, hal tersebut consequence, they are included in the
termasuk dalam perhitungan sensitivitas atas sensitivity calculation of profit after tax.
laba setelah pajak.
Perubahan tingkat suku bunga pasar atas Changes in market interest rates of financial
instrumen keuangan yang ditetapkan sebagai instruments that were designated as
instrumen lindung nilai dalam lindung nilai hedging instruments in a cash flow hedge to
atas arus kas untuk melindungi fluktuasi hedge payment fluctuations resulting from
pembayaran yang disebabkan oleh interest rate movements, affect the hedging
pergerakan tingkat suku bunga, reserves and are therefore taken into
mempengaruhi cadangan lindung nilai dan consideration in the equity-related
dengan demikian termasuk dalam sensitivity calculations.
perhitungan sensitivitas yang berhubungan
dengan ekuitas.
Sehubungan dengan adanya reformasi Following the floating interest rate
acuan suku bunga mengambang, acuan suku benchmark reform, the reference rates of
bunga JIBOR sudah dihentikan setelah JIBOR has been discontinued after
31 Desember 2025. Grup telah menelaah 31 December 2025. The Group has made
dan berdiskusi dengan para kreditur serta assesments and discussions with creditors
sudah melakukan transisi atas seluruh and has transitioned all the loans by
kontrak pinjaman di Desember 2025. Suku December 2025. The alternative interest
bunga alternatif yang digunakan Grup dalam rate used by the Group in the transition
transisi dari JIBOR adalah Compounded from JIBOR is the Compounded IndONIA
IndONIA (Indonesia Overnight Index (Indonesia Overnight Index Average). For
Average). Sebagai informasi tambahan, additional information, several loans in
beberapa kontrak pinjaman di entitas anak subsidiaries with interest periods agreed
yang periode bunganya telah disepakati upon before 31 December 2025, continue
sebelum tanggal 31 Desember 2025, masih to use JIBOR stated in the initial agreement
menggunakan JIBOR yang tercantum dalam until the next interest payment schedule,
perjanjian awal sampai dengan jadwal refer to Note 17.
pembayaran bunga selanjutnya, lihat
Catatan 17.
Halaman - 118 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Faktor-faktor risiko keuangan (lanjutan) Financial risk factors (continued)
(i) Risiko pasar (lanjutan) (i) Market risk (continued)
Risiko harga Price risk
Grup terekspos risiko harga yang berasal The Group is exposed to security price risk
dari investasi pada instrumen utang dan from investments in debt and equity
ekuitas yang dicatat sebesar nilai wajar. instruments which carried at fair value.
Grup tidak melakukan lindung nilai terhadap The Group does not hedge its investments
investasi pada instrumen utang dan ekuitas. in debt and equity instruments. The
Kinerja investasi pada instrumen utang dan performance of the Group’s investments in
ekuitas dimonitor secara periodik, bersamaan debt and equity instruments are monitored
dengan pengujian relevansi instrumen periodically, together with a regular
investasi tersebut terhadap rencana strategis assessment of their relevance to the
jangka panjang Grup. Rincian investasi Group’s long term strategic plans. Details of
pada instrumen tersebut disajikan dalam the Group’s investments in these
Catatan 5. instruments are set out in Note 5.
Pada tanggal 31 Desember 2025, apabila As at 31 December 2025, if the price of
harga atas investasi lain-lain 30% lebih other investments had been 30%
tinggi/lebih rendah dengan asumsi variabel higher/lower with all other variables held
lainnya tidak mengalami perubahan, maka constant, the Group’s profit after tax and
laba setelah pajak dan komponen ekuitas other reserves would have increased/
lain Grup akan naik/turun masing-masing decreased by Rp1.1 trillion and Rp5.4
sebesar Rp1,1 triliun dan Rp5,4 triliun (2024: trillion, respectively (2024: Rp1.7 trillion and
masing-masing sebesar Rp1,7 triliun dan Rp4.6 trillion, respectively). The sensitivity
Rp4,6 triliun). Analisa sensitivitas ditentukan analysis has been determined based on
berdasarkan ekspektasi wajar dari fluktuasi a reasonable expectation of possible
nilai yang mungkin terjadi selama 12 bulan valuation volatility over the next 12 months.
ke depan.
Grup juga terekspos risiko harga komoditas The Group is also exposed to commodity
yang berasal dari perubahan harga price risk, arising from changes in
komoditas terutama minyak kelapa sawit, commodity prices, primarily crude palm oil,
batubara, emas dan nikel. Untuk kepentingan coal, gold and nickel. Hedging of the price
strategis tertentu, aktivitas lindung nilai risk of commodity can be undertaken for
terhadap risiko harga komoditas dapat certain strategic reasons by entering into
dilakukan melalui transaksi forward contract a forward contract to sell the commodity
untuk penjualan komoditas di masa depan at a fixed price at a future date.
pada tingkat harga tertentu.
Halaman - 119 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Faktor-faktor risiko keuangan (lanjutan) Financial risk factors (continued)
(ii) Risiko kredit (ii) Credit risk
Grup memiliki risiko kredit yang terutama The Group is exposed to credit risk primarily
berasal dari simpanan di bank, investasi from deposits in banks, investment
dalam bentuk efek, kredit yang diberikan securities, credit exposures given to
kepada pelanggan, serta piutang lain-lain customers and other receivables (including
(termasuk aset derivatif). Grup mengelola derivative assets). The Group manages
risiko kredit yang terkait dengan simpanan di credit risk exposures from its deposits in
bank, investasi dalam bentuk efek dan aset banks, investment securities and derivative
derivatif dengan memonitor reputasi, credit assets by monitoring reputation, credit
ratings dan menekan risiko agregat dari ratings and limiting the aggregate risk from
masing-masing pihak dalam kontrak. any individual counterparty.
Terkait dengan eksposur kredit atas piutang In respect of credit exposures of trade
usaha kepada pelanggan, Grup melakukan receivables due from customers, the Group
analisa kredit dan menetapkan batasan kredit assesses the potential customer’s credit
konsumen sebelum penerimaan konsumen quality and sets credit limits before
baru. Batasan kredit ini ditinjau secara accepting any new customers. These limits
berkala. are reviewed periodically.
Terkait dengan kredit yang diberikan kepada In respect of credit exposures given to
pelanggan yang berasal dari aktivitas customers that arise from financing
pembiayaan, Grup menerapkan kebijakan activities, the Group applies prudent credit
pemberian kredit berdasarkan prinsip kehati- acceptance policies, performs ongoing
hatian, memonitor portofolio kredit secara credit portfolio monitoring as well as
berkesinambungan dan melakukan manages the collection of financing
pengelolaan penagihan angsuran atas receivables in order to minimise the credit
piutang pembiayaan untuk meminimalisir risk exposure.
risiko kredit.
Eksposur maksimum atas risiko kredit The maximum exposure to credit risk is
tercermin dari nilai tercatat setiap aset represented by the carrying amount of each
keuangan setelah dikurangi dengan financial asset in the consolidated
penyisihan penurunan nilai piutang pada statements of financial position after
laporan posisi keuangan konsolidasian, yaitu deducting any provision for impairment of
sebagai berikut: receivables are as follows:
2025 2024*)
Kas dan setara kas 52,499 48,302 Cash and cash equivalents
Investasi lain-lain 26,047 22,048 Other investments
Piutang usaha 27,900 26,936 Trade receivables
Piutang pembiayaan 96,698 87,522 Financing receivables
Piutang lain-lain 6,362 7,196 Other receivables
209,506 192,004
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
a. Piutang usaha a. Trade receivables
Rata-rata periode kredit atas penjualan The average credit period on sale of
barang dan jasa bervariasi untuk seluruh goods and services varies among the
bisnis Grup, namun tidak lebih dari Group businesses, but is not more than
60 hari, kecuali untuk piutang terkait 60 days, except for receivables related
dengan jasa konstruksi dan piutang tidak to construction services and non-
lancar. current receivables.
Halaman - 120 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Faktor-faktor risiko keuangan (lanjutan) Financial risk factors (continued)
(ii) Risiko kredit (lanjutan) (ii) Credit risk (continued)
a. Piutang usaha (lanjutan) a. Trade receivables (continued)
Umur piutang usaha adalah sebagai The ageing of trade receivables is as
berikut: follows:
2025
Tingkat
kerugian kredit
ekspektasian/ Jumlah
Expected credit tercatat/
loss rate Carrying
(%) amount
Belum jatuh tempo 1-4 20,493 Not yet overdue
Lewat jatuh tempo: Overdue:
01 - 30 hari 1-7 4,137 01 - 30 days
31 - 60 hari 1-7 1,406 31 - 60 days
Lebih dari 60 hari ≥5 3,219 Over 60 days
Jumlah piutang usaha, kotor 29,255 Total trade receivables, gross
Penyisihan penurunan nilai (1,355) Provision for impairment
27,900
2024*)
Tingkat
kerugian kredit
ekspektasian/ Jumlah
Expected credit tercatat/
loss rate Carrying
(%) amount
Belum jatuh tempo 1-2 19,712 Not yet overdue
Lewat jatuh tempo: Overdue:
01 - 30 hari 1-4 4,703 01 - 30 days
31 - 60 hari 1-4 1,947 31 - 60 days
Lebih dari 60 hari ≥6 1,349 Over 60 days
Jumlah piutang usaha, kotor 27,711 Total trade receivables, gross
Penyisihan penurunan nilai (775) Provision for impairment
26,936
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Halaman - 121 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Faktor-faktor risiko keuangan (lanjutan) Financial risk factors (continued)
(ii) Risiko kredit (lanjutan) (ii) Credit risk (continued)
b. Piutang pembiayaan b. Financing receivables
Sebagian besar periode pinjaman untuk Most of the loan for financing
piutang pembiayaan berkisar 6 sampai receivables period ranges from 6 to 60
dengan 60 bulan. months.
Tabel berikut ini menyajikan piutang The following table presents financing
pembiayaan berdasarkan pendekatan receivables based on three stages
three stages: approach:
2025 2024
Stage 1 72,847 68,180 Stage 1
Stage 2 27,534 23,317 Stage 2
Stage 3 1,762 1,556 Stage 3
Jumlah piutang pembiayaan, 102,143 93,053 Total financing receivables, gross
kotor
Penyisihan penurunan nilai (5,445) (5,531) Provision for impairment
96,698 87,522
(iii) Risiko likuiditas (iii) Liquidity risk
Pengelolaan risiko likuiditas dilakukan antara Prudent liquidity risk management includes
lain dengan memonitor profil jatuh tempo managing the profile of borrowing maturities
pinjaman dan sumber pendanaan, menjaga and funding sources, maintaining sufficient
saldo kecukupan kas dan surat berharga, cash and marketable securities, and
serta memastikan tersedianya pendanaan ensuring the availability of funding from an
berdasarkan kecukupan fasilitas kredit yang adequate amount of committed credit
mengikat. Kemampuan Grup untuk mendanai facilities. The Group’s ability to fund its
kebutuhan pinjamannya dilakukan dengan borrowing requirements is managed by
cara mempertahankan sumber pendanaan maintaining diversified funding sources with
yang terdiversifikasi, menjaga ketersediaan adequate committed funding lines from high
fasilitas pinjaman yang mengikat dari quality lenders and by monitoring rolling
pemberi pinjaman yang andal serta terus short-term forecasts of the Group’s cash
memonitor perkiraan posisi kas dan utang and gross debt on the basis of expected
yang dimiliki Grup dalam jangka pendek cash flows. In addition, long-term cash flows
berdasarkan perkiraan arus kas. Selain itu, are projected to assist with the Group’s
dilakukan proyeksi arus kas jangka panjang long-term debt financing plans.
untuk membantu Grup dalam merencanakan
kebutuhan pendanaan dalam jangka
panjang.
Halaman - 122 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Faktor-faktor risiko keuangan (lanjutan) Financial risk factors (continued)
(iii) Risiko likuiditas (lanjutan) (iii) Liquidity risk (continued)
Tabel di bawah ini menganalisa arus kas The table below analyses the Group’s
kontraktual yang tidak didiskontokan dari undiscounted contractual cash flow from
liabilitas keuangan Grup berdasarkan periode financial liabilities which is grouped based
yang tersisa pada tanggal laporan posisi on the remaining period at the balance
keuangan sampai dengan tanggal jatuh sheet date to the contractual maturity dates.
tempo kontraktual.
2025
Antara
tiga dan
Antara Antara empat Antara Jumlah kas
satu dan dua dan tahun/ empat dan yang tidak
Satu dua tahun/ tiga tahun/ Within lima tahun/ Lebih dari didiskontokan/
tahun/ Within one Within two three Within four lima tahun/ Total
Within one and two and three and four and five Beyond undiscounted
year years years years years five years cashflows
Utang usaha (39,238) - - - - - (39,238) Trade payables
Instrumen derivatif (9,198) (3,391) (1,375) - - - (13,964) Derivative financial
keuangan - kotor instruments - gross
Instrumen derivatif - - (654) (656) (1,036) (1,209) (3,555) Derivative financial
keuangan - bersih instruments - net
Akrual (16,096) - - - - - (16,096) Accruals
Pinjaman*) (74,092) (21,874) (13,618) (4,877) (2,236) (2,210) (118,907) Borrowings*)
Liabilitas keuangan (3,685) (258) (2) (10) (1) (155) (4,111) Other financial
lainnya liabilities
Jumlah (142,309) (25,523) (15,649) (5,543) (3,273) (3,574) (195,871) Total
2024**)
Antara
tiga dan
Antara Antara empat Antara Jumlah kas
satu dan dua dan tahun/ empat dan yang tidak
Satu dua tahun/ tiga tahun/ Within lima tahun/ Lebih dari didiskontokan/
tahun/ Within one Within two three Within four lima tahun/ Total
Within one and two and three and four and five Beyond undiscounted
year years years years years five years cashflows
Utang usaha (39,066) - - - - - (39,066) Trade payables
Instrumen derivatif (7,404) (3,600) (996) (49) - - (12,049) Derivative financial
keuangan - kotor instruments - gross
Instrumen derivatif 22 - - - - - 22 Derivative financial
keuangan - bersih instruments - net
Akrual (15,697) - - - - - (15,697) Accruals
Pinjaman*) (54,906) (32,710) (15,520) (4,279) (2,412) (1,356) (111,183) Borrowings*)
Liabilitas keuangan (2,976) (2) (11) (8) (7) (38) (3,042) Other financial
lainnya liabilities
Jumlah (120,027) (36,312) (16,527) (4,336) (2,419) (1,394) (181,015) Total
*) Termasuk biaya keuangan di masa yang akan datang. *) Includes future finance costs.
**) Disajikan kembali (lihat Catatan 2a). **) Restated (refer to Note 2a).
Pengelolaan modal Capital management
Tujuan Grup ketika mengelola modal adalah The Group’s objectives when managing capital
untuk mempertahankan kelangsungan usaha are to safeguard the Group’s ability to continue
Grup serta memaksimalkan manfaat bagi as a going concern whilst seeking to maximise
pemegang saham dan pemangku kepentingan benefits to shareholders and other stakeholders.
lainnya.
Halaman - 123 - Page
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PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Pengelolaan modal (lanjutan) Capital management (continued)
Grup secara aktif dan rutin menelaah dan The Group actively and regularly reviews and
mengelola struktur permodalan untuk manages its capital structure to ensure optimal
memastikan struktur modal dan hasil capital structure and shareholder returns, taking
pengembalian ke pemegang saham yang into consideration the future capital
optimal, dengan mempertimbangkan kebutuhan requirements and capital efficiency of the Group,
modal masa depan dan efisiensi modal Grup, prevailing and projected profitability, projected
profitabilitas saat ini dan yang akan datang, operating cash flows, projected capital
proyeksi arus kas operasi, proyeksi belanja expenditures and projected strategic investment
modal dan proyeksi peluang investasi yang opportunities. In order to maintain or adjust the
strategis. Dalam rangka mempertahankan atau capital structure, the Group may adjust the
menyesuaikan struktur modal, Grup dapat amount of dividend paid to shareholders, issue
menyesuaikan jumlah dividen yang dibayarkan new shares or sell assets to reduce debt.
kepada para pemegang saham, mengeluarkan
saham baru atau menjual aset untuk mengurangi
utang.
Grup memonitor modal berdasarkan rasio The Group monitors capital on the basis of the
gearing konsolidasian. Rasio gearing dihitung Group’s consolidated gearing ratio. The gearing
dengan membagi utang bersih dengan total ratio is calculated as net debt divided by total
ekuitas. Utang bersih dihitung dengan equity. Net debt is calculated as total borrowings
mengurangkan jumlah pinjaman dengan kas dan less cash and cash equivalents.
setara kas.
Rasio gearing pada tanggal 31 Desember 2025 The gearing ratio as at 31 December 2025 and
dan 2024 adalah sebagai berikut: 2024 are as follows:
2025 2024*)
Jumlah pinjaman 110,301 100,673 Total borrowings
Kas dan setara kas (52,621) (48,439) Cash and cash equivalents
Utang bersih 57,680 52,234 Net debt
Jumlah ekuitas 290,812 272,004 Total equity
Rasio gearing konsolidasian 20% 19% Consolidated gearing ratio
*) *)
Disajikan kembali (lihat Catatan 2a). Restated (refer to Note 2a).
Grup juga secara terpisah memonitor utang The Group also separately monitors the
bersih konsolidasian dari perusahaan non-jasa consolidated net debt of non-financial services
keuangan dan perusahaan jasa keuangan companies and financial services companies
menimbang perusahaan jasa keuangan given the Group’s financial services companies
beroperasi dengan tingkat leverage yang lebih operate with higher levels of leverage than
tinggi dibandingkan dengan perusahaan non-jasa the Group’s non-financial services companies.
keuangan. Jumlah utang bersih pada tanggal The amount of net debt as at 31 December 2025
31 Desember 2025 dan 2024 terdiri dari: and 2024 are as follows:
2025 2024
Kas bersih perusahaan non-jasa (7,218) (7,951) Net cash of non-financial services
keuangan companies
Utang bersih perusahaan jasa 64,898 60,185 Net debt of financial services
keuangan companies
57,680 52,234
Halaman - 124 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Nilai wajar instrumen keuangan Fair values of financial instruments
Untuk instrumen keuangan yang diukur pada nilai For financial instruments that are measured at
wajar pada tanggal posisi keuangan, pengukuran fair value at balance sheet date, the
nilai wajarnya diungkapkan dengan tingkatan corresponding fair value measurements are
hirarki pengukuran nilai wajar sebagai berikut: disclosed by level of following fair value
measurement hierarchy:
a) Harga kuotasian (tidak disesuaikan) dalam a) Quoted prices (unadjusted) in active
pasar aktif untuk aset atau liabilitas yang markets for identical assets or liabilities
identik (“harga yang tersedia di pasar yang (“quoted price in active markets”) - Level 1.
aktif”) - Tingkat 1.
b) Input selain harga kuotasian dalam pasar b) Inputs other than quoted prices in active
aktif yang dapat diobservasi untuk aset atau markets that are observable for the asset or
liabilitas, baik secara langsung atau secara liability, either directly or indirectly
tidak langsung (“transaksi pasar yang dapat (“observable current market transactions”) -
diobservasi”) - Tingkat 2. Level 2.
Untuk instrumen keuangan yang tidak For financial instruments with no quoted
mempunyai harga pasar, estimasi atas nilai market price, a reasonable estimate of the
wajar efek-efek ditetapkan dengan mengacu fair value is determined by reference to the
pada nilai wajar instrumen lain yang current market value of another instrument
substansinya sama atau dihitung which substantially has the same
berdasarkan arus kas yang didiskonto characteristic or calculated based on the
dengan tingkat suku bunga pasar yang expected cash flows discounted by the
relevan. relevant market rates.
c) Input untuk aset atau liabilitas yang bukan c) Inputs for the asset and liability that are not
berdasarkan pada data pasar yang dapat based on observable market data (“non-
diobservasi (“transaksi pasar yang tidak observable current market transactions”) -
dapat diobservasi”) - Tingkat 3. Level 3.
Pengungkapan nilai wajar dari aset keuangan The disclosure of fair value for financial
yang diukur dengan hirarki nilai wajar assets measured by Level 3 fair value
Tingkat 3 menggunakan teknik analisis arus hierarchy using the discounted cash flow
kas yang didiskonto berdasarkan tingkat suku analysis technique applying the retail
bunga kredit ritel pada akhir tahun, lending rate at end of the year, while for the
sementara untuk liabilitas keuangan, financial liabilities, the effective interest rate
digunakan tingkat suku bunga efektif terakhir applicable in the latest utilisation of long-
yang berlaku untuk utang jangka panjang. term debt was applied.
Untuk investasi pada obligasi yang dinilai For investments in bonds valued using
menggunakan teknik penilaian berdasarkan techniques based on significant
input signifikan yang tidak dapat diobservasi unobservable inputs (Level 3), the Group
(Tingkat 3), Grup menangguhkan selisih defers the difference between the fair value
antara nilai wajar pada saat pengakuan awal at initial recognition and the transaction
dan harga transaksi. Setelah pengakuan price. Subsequent to the initial recognition,
awal, selisih tersebut dibebankan ke laba rugi the difference is charged to profit or loss
seiring dengan perubahan pada faktor-faktor following changes in relevant factors
terkait termasuk jangka waktu obligasi. including the tenor of the bonds.
Halaman - 125 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. MANAJEMEN RISIKO KEUANGAN (lanjutan) 34. FINANCIAL RISK MANAGEMENT (continued)
Nilai wajar instrumen keuangan (lanjutan) Fair values of financial instruments
(continued)
Nilai wajar aset dan liabilitas keuangan, beserta The fair values of financial assets and liabilities,
nilai tercatatnya, adalah sebagai berikut: together with the carrying amounts, are as
follows:
2025 2024*)
Nilai tercatat/ Nilai wajar **)/ Nilai tercatat/ Nilai wajar **)/
Carrying Fair Carrying Fair
value value **) value value **)
Aset keuangan: Financial assets:
Kas dan setara kas 52,621 52,621 48,439 48,439 Cash and cash equivalents
Investasi lain-lain 26,047 25,413 22,048 22,048 Other investments
Piutang usaha 27,900 27,900 26,936 26,936 Trade receivables
Piutang pembiayaan 96,698 88,372 87,522 79,640 Financing receivables
Piutang lain-lain 6,362 6,260 7,196 7,083 Other receivables
209,628 200,566 192,141 184,146
Liabilitas keuangan: Financial liabilities:
Pinjaman jangka pendek (21,001) (21,001) (11,824) (11,824) Short-term borrowings
Utang usaha (39,238) (39,238) (39,066) (39,066) Trade payables
Liabilitas lain-lain (7,513) (7,513) (3,243) (3,243) Other liabilities
Akrual (16,096) (16,096) (15,697) (15,697) Accruals
Utang jangka panjang: Long-term debt:
Pinjaman bank dan (63,827) (62,938) (66,539) (65,923) Bank loans and
pinjaman lain-lain other loans
Surat utang (23,513) (22,999) (20,455) (20,395) Debt securities
Liabilitas sewa (1,960) (1,960) (1,855) (1,855) Lease liabilities
(173,148) (171,745) (158,679) (158,003)
*) Disajikan kembali (lihat Catatan 2a). *) Restated (refer to Note 2a).
**) Diukur dengan hirarki pengukuran nilai wajar Tingkat 3, kecuali aset dan **) Measured by fair value measurement hierarchy Level 3, except for
liabilitas derivatif, dan surat utang diukur dengan hirarki pengukuran nilai derivative assets and liabilities, and debt securities measured by fair
wajar Tingkat 2, serta kas dan setara kas dan beberapa investasi lain-lain value measurement hierarchy Level 2, and cash and cash equivalents
diukur dengan hirarki pengukuran nilai wajar Tingkat 1. and certain other investments measured by fair value measurement
hierarchy Level 1.
Nilai wajar aset dan liabilitas keuangan jangka The fair value of current financial assets and
pendek mendekati nilai tercatatnya, karena liabilities approximates their carrying amount, as
dampak dari diskonto tidak signifikan. the impact of discounting is not significant.
35. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 35. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING JUDGEMENTS
Estimasi dan pertimbangan yang digunakan Estimates and judgements used in preparing the
dalam penyusunan laporan keuangan consolidated financial statements are continually
konsolidasian terus dievaluasi berdasarkan evaluated and are based on historical
pengalaman historis dan faktor lainnya, termasuk experience and other factors, including
ekspektasi dari peristiwa masa depan yang expectations of future events that are believed
diyakini wajar. Hasil aktual dapat berbeda dengan to be reasonable. Actual results may differ from
jumlah yang diestimasi. these estimates.
Halaman - 126 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 35. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
Estimasi, asumsi dan pertimbangan yang The estimates, assumptions and judgements that
memiliki pengaruh signifikan terhadap jumlah have significant effect on the carrying amounts of
tercatat aset dan liabilitas diungkapkan di bawah assets and liabilities are disclosed below.
ini.
Akuisisi entitas anak, ventura bersama dan Acquisitions of subsidiaries, joint ventures
entitas asosiasi and associates
Proses awal atas akuisisi entitas anak, ventura The initial process on the acquisition of
bersama dan entitas asosiasi melibatkan subsidiaries, joint ventures and associates
identifikasi dan penentuan nilai wajar yang akan involves identifying and determining the fair
dialokasikan untuk aset, liabilitas dan liabilitas values to be assigned to the identifiable assets,
kontinjensi yang dapat diidentifikasi dari entitas liabilities and contingent liabilities of the acquired
yang diakuisisi. Nilai wajar aset tetap, properti entities. The fair values of fixed assets, mining
pertambangan, hak konsesi, aset takberwujud properties, concession rights, intangible assets
dan tanaman produktif ditentukan oleh penilai and bearer plants are determined by independent
independen dengan mengacu pada harga pasar valuers by reference to market prices or present
atau nilai sekarang dari arus kas bersih yang value of expected net cash flows from the assets.
diharapkan dari aset tersebut. Setiap perubahan Any changes in the assumptions used and
dalam asumsi dan estimasi yang digunakan estimates made in determining the fair values,
dalam menentukan nilai wajar serta kemampuan and management’s ability to measure reliably the
manajemen untuk mengukur secara andal contingent consideration of the acquired entity
imbalan kontinjensi entitas yang diakuisisi akan will impact the carrying amount of these assets
berdampak pada jumlah tercatat dari aset dan and liabilities.
liabilitas ini.
Depresiasi dan amortisasi Depreciation and amortisation
Manajemen menentukan estimasi masa manfaat, Management determines the estimated useful
beban depresiasi dan beban amortisasi dari lives, related depreciation and amortisation
tanaman produktif, aset tetap, properti charges for the Group’s bearer plants, fixed
pertambangan dan hak konsesi yang dimiliki assets, mining properties and concession rights.
Grup.
Manajemen menggunakan cadangan batubara, Management uses the coal, gold and nickel
emas dan nikel sebagai dasar untuk reserves as the basis to depreciate its mining
menyusutkan properti pertambangan. Estimasi properties. Estimated coal, gold and nickel
cadangan batubara, emas dan nikel akan reserves will be impacted by such as coal, gold
dipengaruhi antara lain oleh kualitas batubara, and nickel qualities, commodity prices, exchange
emas dan nikel, harga komoditas, nilai tukar mata rates and production costs. Changes in
uang dan biaya produksi. Perubahan asumsi assumptions will impact the depreciation rate of
akan berdampak pada tarif depresiasi atas the mining properties.
properti pertambangan.
Manajemen menggunakan estimasi jumlah Management uses the estimated traffic volume
kendaraan sebagai dasar untuk mengamortisasi as the basis to amortise its concession rights.
hak konsesi. Estimasi jumlah kendaraan ditelaah Estimated traffic volume is periodically reviewed
secara periodik berdasarkan historis jumlah based on historical traffic volume and estimated
kendaraan dan estimasi laju pertumbuhan jumlah growth rate of traffic volume.
kendaraan.
Manajemen akan menyesuaikan beban Management will revise the depreciation and
depresiasi dan amortisasi jika masa manfaatnya amortisation charge where useful lives are
berbeda dari estimasi sebelumnya atau different to those previously estimated, or it will
manajemen akan menghapusbukukan atau write off or write down technically obsolete or
melakukan penurunan nilai atas aset yang secara non-strategic assets that have been abandoned
teknis telah usang atau aset non-strategis yang or sold.
dihentikan penggunaannya atau dijual.
Halaman - 127 - Page
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DAN ENTITAS ANAK/AND SUBSIDIARIES
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LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 35. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
Kerugian penurunan nilai piutang usaha Impairment losses of trade receivables
Grup menelaah portofolio piutang usaha untuk The Group reviews its trade receivables portfolios
mengevaluasi kerugian penurunan nilai pada to assess impairment at reporting date. The
tanggal pelaporan. Grup menentukan kerugian Group determines the impairment losses of trade
penurunan nilai piutang usaha dengan receivables by considering significant financial
mempertimbangkan beberapa faktor, yaitu difficulties of the debtor, probability that the
kesulitan keuangan yang signifikan dari debitur, debtor will enter bankruptcy, financial
kemungkinan debitur mengalami pailit, reorganisation, default or delinquency in payment
reorganisasi keuangan yang dilakukan oleh and forecasts of economic conditions. An
debitur, wanprestasi atau tunggakan allowance for impairment is made based on the
pembayaran, serta perkiraan atas kondisi estimated irrecoverable amount determined by
ekonomi. Penyisihan penurunan nilai dibuat reference to past default experience and increase
berdasarkan estimasi jumlah yang tidak dapat of risk in expected credit loss in the future.
terpulihkan yang ditentukan dari rekam jejak
tunggakan masa lalu dan risiko peningkatan
kerugian kredit ekspektasian di masa depan.
Kerugian penurunan nilai piutang pembiayaan Impairment losses of financing receivables
Grup menelaah portofolio piutang pembiayaan The Group reviews its financing receivables
untuk mengevaluasi kerugian penurunan nilai portfolios to assess impairment at reporting date.
pada tanggal pelaporan. Dalam menentukan In determining whether an impairment loss
apakah kerugian penurunan nilai harus dicatat should be recorded in profit or loss, the Group
dalam laba rugi, Grup melakukan penilaian makes judgements as to whether there is
apakah terdapat bukti obyektif mengenai objective evidence of impairment that the
penurunan nilai dimana saldo piutang tidak dapat outstanding receivables will not be collected
tertagih berdasarkan ketentuan awal. Kesulitan according to the original terms of receivables.
keuangan yang signifikan dari debitur, Significant financial difficulties of the debtor,
kemungkinan debitur mengalami pailit, probability that the debtor will enter bankruptcy,
reorganisasi keuangan yang dilakukan oleh financial reorganisation, historical restructuring,
debitur, rekam jejak restrukturisasi, wanprestasi default or delinquency in payment and forecasts
atau tunggakan pembayaran, serta perkiraan of economic conditions are considered indicators
atas kondisi ekonomi dipertimbangkan sebagai that the debtor is impaired. An allowance for
indikator penurunan nilai piutang. Penyisihan impairment is made based on the estimated
penurunan nilai dibuat berdasarkan estimasi irrecoverable amount determined by reference to
jumlah yang tidak dapat terpulihkan yang past default experience and historical
ditentukan dari rekam jejak tunggakan dan restructuring as well as increase of risk in
restrukturisasi masa lalu serta risiko peningkatan expected credit loss in the future. Future cash
kerugian kredit ekspektasian di masa depan. flows in a group of receivables that are
Arus kas masa depan dari kelompok piutang collectively evaluated for impairment, are
yang penurunan nilainya dievaluasi secara estimated on the basis of historical loss
kolektif, diestimasi berdasarkan kerugian historis experience for receivables with credit risk
yang pernah dialami atas piutang yang memiliki characteristics similar to those in the group and
karakteristik risiko kredit yang sama dengan estimation of expected credit loss in the future.
karakteristik risiko kredit tersebut dan estimasi Meanwhile, future cash flows of receivables that
kerugian kredit ekspektasian di masa depan. are individually evaluated for impairment, are
Sedangkan arus kas masa depan dari piutang estimated based on management’s consideration
yang penurunan nilainya dievaluasi secara of the debtors’ financial situation and the net
individu, diestimasi berdasarkan pertimbangan realisable value of any underlying collateral. The
manajemen atas situasi keuangan debitur dan methodology and assumptions used are
nilai realisasi bersih dari setiap agunan. Metode reviewed regularly.
dan asumsi yang digunakan ditelaah secara
berkala.
Halaman - 128 - Page
Page 555
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 35. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
Penurunan nilai aset nonkeuangan Impairment of non-financial assets
Grup melakukan tes penurunan nilai setiap tahun The Group tests annually whether goodwill
untuk goodwill. Aset nonkeuangan lainnya suffered any impairment. Other non-financial
ditelaah untuk penurunan nilai apabila terdapat assets are reviewed for impairment whenever
kejadian atau perubahan keadaan yang events or changes in circumstances indicate that
mengindikasikan bahwa jumlah tercatat aset the carrying amount of the asset exceeds its
melebihi jumlah terpulihkan. Jumlah terpulihkan recoverable amount. The recoverable amount of
suatu aset atau unit penghasil kas ditentukan an asset or a cash generating unit is determined
berdasarkan yang lebih tinggi antara nilai wajar based on the higher of its fair value less costs of
dikurangi biaya pelepasan, dengan nilai pakai, disposal, and its value in use, calculated on the
yang dihitung berdasarkan asumsi dan estimasi basis of management’s assumptions and
manajemen. Perubahan asumsi penting, estimates. Changing the key assumptions,
termasuk jumlah estimasi cadangan batubara, including the amount of estimated coal, gold and
emas dan nikel, asumsi tingkat diskonto atau nickel reserves, the discount rates or the growth
tingkat pertumbuhan dalam proyeksi arus kas, rate assumptions in the cash flow projections,
asumsi harga batubara, emas dan nikel, dapat coal, gold and nickel price assumptions, could
mempengaruhi perhitungan nilai pakai secara materially affect the value-in-use calculations.
material.
Perpajakan Taxation
Grup beroperasi di bawah peraturan perpajakan The Group operates under the tax regulations in
di Indonesia. Pertimbangan yang signifikan Indonesia. Significant judgement is required in
diperlukan untuk menentukan provisi pajak determining the provision for income taxes and
penghasilan dan pajak pertambahan nilai. value added taxes. Where the final tax outcome
Apabila keputusan final atas pajak tersebut of these matters is different from the amounts
berbeda dari jumlah yang pada awalnya dicatat, that were initially recorded, such differences will
perbedaan tersebut akan dicatat di laba rugi pada be recorded in profit or loss in the period in which
periode dimana hasil tersebut dikeluarkan. such determination is made.
Liabilitas imbalan kerja Employee benefit obligations
Nilai kini liabilitas imbalan kerja tergantung pada The present value of the employee benefit
sejumlah faktor yang ditentukan dengan obligations depends on a number of factors that
menggunakan asumsi aktuaria. Asumsi yang are determined by using actuarial assumptions.
digunakan dalam menentukan biaya bersih untuk The assumptions used in determining the net
pensiun menggunakan dasar yang selaras, cost for pensions are based on a compatible
termasuk tingkat kenaikan gaji di masa datang basis, including the future salary increases which
yang didasari pada asumsi tingkat inflasi jangka is based on the long-term inflation rate
panjang, tingkat pengembalian jangka panjang assumption, expected long-term rate of return on
yang diharapkan atas aset program dan tingkat plan assets and the discount rate. Any changes
diskonto. Setiap perubahan dalam asumsi ini in these assumptions will impact the carrying
akan berdampak pada nilai tercatat liabilitas amount of employee benefit obligations.
imbalan kerja.
Asumsi penting lainnya untuk liabilitas imbalan Other key assumptions for employee benefit
kerja sebagian didasarkan pada kondisi pasar obligations are based in part on current market
saat ini. conditions.
Halaman - 129 - Page
Page 556
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 35. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
Sewa Leases
Aset hak-guna dan liabilitas sewa yang timbul Right-of-use assets and lease liabilities arising
dari sewa awalnya diukur pada nilai kini from leases are initially measured at the present
pembayaran sewa di tanggal permulaan kontrak, value of the lease payments at inception of a
yang didiskontokan menggunakan suku bunga contract, discounted using the interest rates
implisit pada sewa, atau apabila suku bunga implicit in the leases, or if that rate cannot be
tersebut tidak dapat ditentukan, Grup determined, the Group uses the incremental
menggunakan suku bunga pinjaman inkremental. borrowing rate.
Grup menentukan jangka waktu sewa sesuai The Group determines the lease terms with any
dengan periode selama adanya opsi dan periods covered by an option and reasonable
kepastian yang wajar untuk memperpanjang atau certainty to extend or terminate the lease. The
menghentikan sewa. Grup mempertimbangkan Group considers all relevant factors that support
semua faktor relevan yang mendukung keputusan an economic decision to extend the lease.
ekonomis untuk memperpanjang sewa.
Penentuan nilai wajar aset keuangan Determination of fair values of financial
assets
Ketika nilai wajar aset keuangan yang dicatat When the fair value of financial assets recorded
dalam laporan posisi keuangan tidak dapat in the statements of financial position cannot be
diambil dari pasar aktif, nilai wajar ditentukan derived from active markets, the fair value is
dengan teknik penilaian, lihat Catatan 34. determined using valuation techniques, refer to
Perubahan dalam asumsi yang digunakan dalam Note 34. Changes in assumptions used in the
teknik penilaian tersebut dapat mempengaruhi valuation technique could affect the fair value of
nilai wajar dari instrumen keuangan. the financial instruments.
36. PERJANJIAN-PERJANJIAN PENTING, 36. SIGNIFICANT AGREEMENTS, COMMITMENTS
KOMITMEN, DAN KONTINJENSI AND CONTINGENCIES
a. Perjanjian pengusahaan jalan tol a. Toll road concession rights agreements
Grup melalui PT Marga Mandalasakti The Group through PT Marga Mandalasakti
(“MMS”) dan PT Marga Harjaya Infrastruktur (“MMS”) and PT Marga Harjaya Infrastruktur
(“MHI”), keduanya merupakan entitas anak (“MHI”), which are indirect subsidiaries,
tidak langsung, masing-masing entered into Toll Road Concession Rights
menandatangani Perjanjian Pengusahaan Agreements with the Indonesian Toll Road
Jalan Tol ruas Tangerang - Merak dan ruas Authority for the Tangerang - Merak and
Jombang - Mojokerto dengan Badan Jombang - Mojokerto toll roads respectively.
Pengatur Jalan Tol.
MMS dan MHI berkewajiban untuk MMS and MHI are required to conduct toll
melaksanakan pengusahaan jalan tol yang road business which includes funding,
meliputi kegiatan pendanaan, perencanaan technical planning, construction and
teknik, pelaksanaan konstruksi dan reconstruction, broadening and adding
rekonstruksi, pelebaran atau penambahan lanes, in addition to the operation and
lajur, pengoperasian dan pemeliharaan jalan maintenance of the toll roads.
tol.
Halaman - 130 - Page
Page 557
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
36. PERJANJIAN-PERJANJIAN PENTING, 36. SIGNIFICANT AGREEMENTS, COMMITMENTS
KOMITMEN, DAN KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
a. Perjanjian pengusahaan jalan tol (lanjutan) a. Toll road concession rights agreements
(continued)
Pemerintah Republik Indonesia memberikan The Government of the Republic of
wewenang kepada MMS dan MHI untuk Indonesia granted an authority to MMS and
memungut tarif tol dari pengguna jalan tol. MHI to collect toll tariffs from the toll road
Tarif tol yang berlaku ditetapkan oleh Menteri users. The prevailing toll tariff is determined
Pekerjaan Umum Republik Indonesia. by the Minister of Public Works of the
Perusahaan pengusaha jalan tol berhak Republic of Indonesia. Toll companies have
untuk memperoleh penyesuaian tarif tol the right to obtain adjustment on toll tariffs
setiap dua tahun sekali berdasarkan laju every two years based on the inflation rate
inflasi yang ditetapkan oleh Badan Pusat quoted by Central Bureau of Statistics.
Statistik.
Pada tanggal 31 Desember 2025, MMS dan As at 31 December 2025, MMS and MHI
MHI mempunyai komitmen sehubungan had capital commitments amounting to
dengan belanja barang modal sebesar Rp8 billion (2024: Rp363 billion).
Rp8 miliar (2024: Rp363 miliar).
b. Perjanjian lisensi, bantuan teknis, royalti, b. Licensing, technical assistance, royalty,
merek dagang, keagenan, distribusi dan trademark, dealership, distributorship and
pelayanan purna jual after sales service agreements
Perseroan dan entitas anak tertentu saat ini The Company and certain subsidiaries have
mempunyai berbagai perjanjian lisensi, existing licensing, technical assistance,
bantuan teknis, royalti, merek dagang, royalty, trademark, dealership,
keagenan, distribusi dan pelayanan purna distributorship and after sales service
jual dengan para pemberi lisensi berikut: agreements with the following licensors:
Otomotif dan mobilitas/Automotive and mobility
- Automobile Peugeot, France - Kumi Kasei Co Ltd, Japan - PT Astra Honda Motor
- Bridgestone Corporation - Magna International Japan Inc - PT BMW Indonesia
- BMW AG, Germany - MAHLE Engine Component - PT Isuzu Astra Motor Indonesia
- Daido Kogyo Co Ltd, Japan Japan Corp, Japan - PT Toyota-Astra Motor
- Fuji Technica & Miyazu Inc,Japan - MetalArt Corp, Japan - PT UD Astra Motor Indonesia
- GS Yuasa International Ltd, - Mitsubishi Fuso Truck & Bus - Saitama Kiki Co Ltd, Japan
Japan Corp, Japan - Topy Industries Ltd, Japan
- Kawasaki Industrial Co Ltd, Japan - PT Astra Daihatsu Motor - Toyoda Gosei Co Ltd, Japan
Alat berat dan pertambangan/Heavy equipment and mining
- BOMAG GmbH & Co OHG, - PT Komatsu Marketing & - Scania CV Aktiebolag, Sweden
Germany Support Indonesia - Tadano Asia Pte Ltd, Singapore
- Komatsu Ltd, Japan - PT UD Astra Motor Indonesia
Teknologi informasi/Information technology
- Fujifilm Business Innovation Asia - Fujifilm Business Innovation - PT Fujifilm Indonesia
Pacific Pte Ltd, Singapore Corp, Japan
Halaman - 131 - Page
Page 558
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
36. PERJANJIAN-PERJANJIAN PENTING, 36. SIGNIFICANT AGREEMENTS, COMMITMENTS
KOMITMEN, DAN KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
c. Perkebunan plasma c. Plasma plantations
Sesuai dengan kebijakan Pemerintah In accordance with Indonesian Government
Indonesia, hak guna usaha untuk regulations, the nucleus company is granted
perkebunan diberikan apabila perusahaan plantation land rights if the nucleus
inti bersedia mengembangkan areal company develops plantations for local
perkebunan untuk petani plasma lokal, plasma farmers, as well as developing its
disamping mengembangkan perkebunan own plantations.
miliknya sendiri.
Pendanaan perkebunan plasma tersebut The funded plasma plantations are secured
dijamin dengan tanah dan tanaman by the land and the plasma plantation
perkebunan plasma termasuk semua aset including all assets located on the
yang berada di atasnya dan piutang plantations and future receivables from
penjualan buah dari kebun plasma di masa sales of the plasma crops.
mendatang.
Pada saat mulai menghasilkan sesuai Upon maturity of the plantations in
dengan kriteria yang ditentukan oleh accordance with certain criteria required by
Pemerintah, perkebunan plasma akan the Government, the plasma plantations will
dialihkan kepada petani plasma, dimana be transferred to the plasma farmers, who
petani plasma berkewajiban untuk menjual are obliged to sell their harvest to the Group
hasil panennya kepada Grup guna to repay the funded plasma plantations via
mengangsur pendanaan perkebunan plasma deductions from sales proceeds.
tersebut melalui pemotongan dari hasil
penjualan.
d. Fasilitas kredit d. Credit facilities
Perseroan dan beberapa entitas anak The Company and certain subsidiaries have
tertentu memiliki fasilitas kredit berupa credit facilities which consist of bank loans,
pinjaman bank, jaminan bank dan letters of bank guarantees and letters of credit.
credit. Fasilitas kredit yang belum digunakan The Company and subsidiaries had
oleh Perseroan dan entitas anak pada available unused credit facilities as at
tanggal 31 Desember 2025 sejumlah 31 December 2025 amounting to Rp94.5
Rp94,5 triliun (2024: Rp86,9 triliun), termasuk trillion (2024: Rp86.9 trillion), including an
sejumlah Rp6,2 triliun (2024: Rp10,6 triliun) amount of Rp6.2 trillion (2024: Rp10.6
merupakan fasilitas atas pengaturan trillion) were facilities for supplier financing
pembiayaan pemasok Perseroan dan arrangements of the Company and several
beberapa entitas anak dengan bank. subsidiaries with banks.
e. Komitmen sewa operasi – Grup sebagai e. Operating lease commitments – the
pihak pemberi sewa Group company as lessor
Grup menyewakan beberapa jenis aset tetap The Group leases out various fixed assets
dan properti investasi di bawah perjanjian and investment properties under non-
sewa operasi yang tidak dapat dibatalkan. cancellable operating lease agreements.
Halaman - 132 - Page
Page 559
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
36. PERJANJIAN-PERJANJIAN PENTING, 36. SIGNIFICANT AGREEMENTS, COMMITMENTS
KOMITMEN, DAN KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
e. Komitmen sewa operasi – Grup sebagai e. Operating lease commitments – the
pihak pemberi sewa (lanjutan) Group company as lessor (continued)
Jumlah piutang sewa minimum yang akan The future minimum lease receivables
diterima di masa datang yang berasal dari under non-cancellable operating leases
kontrak sewa operasi yang tidak dapat contracted at the reporting date, but not
dibatalkan tetapi belum diakui sebagai recognised as receivables, are as follows:
piutang pada tanggal pelaporan, adalah
sebagai berikut:
2025 2024
Dalam 1 tahun 1,324 989 Within 1 year
1 sampai 5 tahun 1,769 962 Between 1 and 5 years
Lebih dari 5 tahun 186 58 Beyond 5 years
3,279 2,009
f. Komitmen sewa – Grup sebagai pihak f. Lease commitments – the Group
penyewa company as lessee
Grup menyewa beberapa jenis aset tetap di The Group leases various fixed assets
bawah perjanjian sewa operasi yang tidak under non-cancellable operating lease
dapat dibatalkan. agreements.
Pada tanggal 31 Desember 2025, jumlah As at 31 December 2025, the future
utang sewa minimum yang akan dibayar minimum lease payables which will be paid
dalam 1 tahun, yang berasal dari kontrak in 1 year, under non-cancellable operating
sewa operasi yang tidak dapat dibatalkan leases but not recognised as payables at
tetapi belum diakui sebagai utang pada the reporting date amounting to Rp16 billion
tanggal pelaporan adalah sebesar (2024: Rp10 billion).
Rp16 miliar (2024: Rp10 miliar).
g. Komitmen pembelian barang modal g. Capital commitments
Kontrak pembelian barang modal Consolidated capital expenditure contracted
konsolidasian pada tanggal 31 Desember as at 31 December 2025 excluding
2025 diluar hak konsesi jalan tol (lihat concession rights (refer to Note 36a) and
Catatan 36a) dan pengembangan properti property development amounting to Rp906
adalah sejumlah Rp906 miliar (2024: Rp1,0 billion (2024: Rp1.0 trillion).
triliun).
Pada tanggal 31 Desember 2025, Grup As at 31 December 2025, the Group had
mempunyai komitmen kontraktual atas contractual capital commitments related to
pembelian barang modal sehubungan property development amounting to Rp447
dengan pengembangan properti sebesar billion (2024: Rp671 billion).
Rp447 miliar (2024: Rp671 miliar).
Halaman - 133 - Page
Page 560
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
36. PERJANJIAN-PERJANJIAN PENTING, 36. SIGNIFICANT AGREEMENTS, COMMITMENTS
KOMITMEN, DAN KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
h. Penjelasan terkait izin PT Agincourt h. Consideration in respect to PT Agincourt
Resources (“PTAR”) Recource’s (“PTAR”) license
Pada tanggal 20 Januari 2026, Menteri On 20 January 2026, the Minister of the
Sekretariat Negara mengeluarkan siaran State Secretariat issued a press release
pers yang mengumumkan pencabutan izin announcing the revocation of the business
usaha dari 28 perusahaan. PTAR termasuk licences of 28 companies. PTAR was
dalam daftar tersebut. Hingga saat ini, PTAR among those listed. To date, PTAR has not
belum menerima pemberitahuan tertulis yet received any official written notification
resmi terkait pencabutan izin tersebut. regarding the revocation of the license.
Selanjutnya, pada tanggal 11 Februari 2026, Subsequently, on 11 February 2026,
Menteri Energi dan Sumber Daya Mineral the Minister of Energy and Mineral
menyampaikan di media bahwa berdasarkan Resources announced in the media that,
arahan Presiden Republik Indonesia, based on the direction of the President of
Pemerintah akan melakukan evaluasi the Republic of Indonesia, the Government
mengenai izin PTAR, dan dalam hal tidak will conduct an evaluation regarding license
ditemukan pelanggaran maka hak-hak of PTAR, where no violations are found,
investor akan dipulihkan; sebaliknya, apabila investors’ rights will be restored; conversely,
ditemukan pelanggaran, sanksi akan if violations are identified, sanctions will be
dikenakan secara proporsional. imposed proportionately.
Manajemen berkeyakinan bahwa PTAR telah Management believes that PTAR has
mematuhi peraturan perundang-undangan complied with relevant laws and regulations,
yang berlaku dalam menjalankan usahanya. in carrying out its activities.
Sehubungan dengan hal tersebut di atas, In connection with the above, there was no
tidak terdapat dampak yang material significant impact on the Group’s
terhadap laporan keuangan Grup untuk consolidated financial statements for the
tahun yang berakhir pada 31 Desember year ended 31 December 2025.
2025.
Halaman - 134 - Page
Page 561
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
37. ASET ATAU LIABILITAS MONETER BERSIH 37. NET MONETARY ASSETS OR LIABILITIES
DALAM MATA UANG ASING DENOMINATED IN FOREIGN CURRENCIES
Grup memiliki aset dan liabilitas dalam mata uang The Group has assets and liabilities denominated
asing dengan rincian sebagai berikut (dalam in foreign currencies as follows (in full amounts,
satuan penuh, kecuali jumlah setara Rupiah): except Rupiah equivalent):
2025
Jumlah setara
Lain-lain *)/ Rupiah/
USD JPY Others *) Rp Equivalent
Aset Assets
Kas dan setara kas 702,081,570 138,026,016 2,635,053 11,841 Cash and cash equivalents
Piutang usaha 214,513,806 20,819,520 948,427 3,618 Trade receivables
Piutang lain-lain 135,408,770 - 40,860 2,273 Other receivables
Investasi lain-lain 13,890,935 - - 233 Other investments
Aset lain-lain 31,645,999 - 132,611 533 Other assets
1,097,541,080 158,845,536 3,756,951 18,498
Liabilitas Liabilities
Pinjaman jangka pendek (354,426,874) - - (5,948) Short-term borrowings
Utang usaha (42,758,722) (1,968,781,340) (5,606,651) (1,023) Trade payables
Liabilitas lain-lain (6,246,759) (28,627,796) (168,455) (111) Other liabilities
Akrual (3,685,049) (13,671,119) (150,230) (65) Accruals
Utang jangka panjang (953,782,662) - (369,068) (16,013) Long-term debt
(1,360,900,066) (2,011,080,255) (6,294,404) (23,160)
Liabilitas bersih (263,358,986) (1,852,234,719) (2,537,453) (4,662) Net liabilities
Liabilitas yang dilindung 992,165,805 - - 16,651 Liabilities hedged
nilai
Aset/(liabilitas) bersih 728,806,819 (1,852,234,719) (2,537,453) 11,989 Net assets/(liabilities)
setelah lindung nilai after hedge
Dalam ekuivalen Rupiah 12,231 (199) (43) 11,989 Rupiah equivalent
(dalam miliaran) (in billions)
2024
Jumlah setara
Lain-lain *)/ Rupiah/
USD JPY Others *) Rp Equivalent
Aset Assets
Kas dan setara kas 812,922,599 660,002,091 7,544,633 13,327 Cash and cash equivalents
Piutang usaha 138,471,297 146,927,890 562,319 2,262 Trade receivables
Piutang pembiayaan 700,982 - - 11 Financing receivables
Piutang lain-lain 156,470,938 - 1,007 2,530 Other receivables
Investasi lain-lain 14,287,798 - - 232 Other investments
Aset lain-lain 29,843,158 - - 483 Other assets
1,152,696,772 806,929,981 8,107,959 18,845
Liabilitas Liabilities
Pinjaman jangka pendek (120,096,098) - - (1,941) Short-term borrowings
Utang usaha (187,620,256) (2,946,569,740) (13,898,126) (3,559) Trade payables
Liabilitas lain-lain (7,149,090) (402,880) (187,073) (120) Other liabilities
Akrual (88,748,194) (9,329,290) (84,514) (1,438) Accruals
Utang jangka panjang (1,186,427,220) - - (19,174) Long-term debt
(1,590,040,858) (2,956,301,910) (14,169,713) (26,232)
Liabilitas bersih (437,344,086) (2,149,371,929) (6,061,754) (7,387) Net liabilities
Liabilitas yang dilindung 846,345,678 - - 13,679 Liabilities hedged
nilai
Aset/(liabilitas) bersih 409,001,592 (2,149,371,929) (6,061,754) 6,292 Net assets/(liabilities)
setelah lindung nilai after hedge
Dalam ekuivalen Rupiah 6,610 (220) (98) 6,292 Rupiah equivalent
(dalam miliaran) (in billions)
*) *)
Aset dan liabilitas dalam mata uang asing lainnya disajikan dalam jumlah Assets and liabilities denominated in other foreign currencies are
yang setara dengan USD dengan menggunakan kurs pada akhir periode presented as USD equivalents using the exchange rate prevailing at end
pelaporan. of the reporting period.
Apabila aset dan liabilitas dalam mata uang asing If assets and liabilities in foreign currencies as at
pada tanggal 31 Desember 2025 dijabarkan 31 December 2025 had been translated using
dengan menggunakan kurs tengah mata uang the mid rates as at the date of this report, the
asing pada tanggal laporan ini, maka aset bersih total net foreign currency assets of the Group
dalam mata uang asing Grup setelah after taking into account the hedging
memperhitungkan transaksi lindung nilai akan transactions would increase by approximately
naik sekitar Rp34 miliar. Rp34 billion.
Halaman - 135 - Page
Page 562
PT ASTRA INTERNATIONAL Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
CATATAN ATAS NOTES TO
LAPORAN KEUANGAN KONSOLIDASIAN THE CONSOLIDATED FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
38. INFORMASI TAMBAHAN UNTUK LAPORAN 38. SUPPLEMENTARY INFORMATION FOR
ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH
FLOWS
Aktivitas signifikan yang tidak mempengaruhi Significant activities not affecting cash flows:
arus kas:
2025 2024
Perolehan aset tetap secara kredit 1,951 1,983 Acquisition of fixed assets through
dan liabilitias sewa payables and lease liabilities
39. PERISTIWA SETELAH PERIODE PELAPORAN 39. SUBSEQUENT EVENT
Pemenuhan perjanjian Jual Beli Bersyarat Fulfillment Conditional Sale and Purchase
untuk pembelian saham PT Arafura Surya Agreement for the purchase of
Alam PT Arafura Surya Alam shares
Pada tanggal 11 Februari 2026, Grup melalui On 11 February 2026, the Group through
PT Danusa Tambang Nusantara, anak PT Danusa Tambang Nusantara, an indirect
perusahaan tidak langsung melalui subsidiary of PT United Tractors Tbk, has
PT United Tractors Tbk, telah melakukan fulfilled a Conditional Sale and Purchase
pemenuhan Perjanjian Jual Beli Bersyarat untuk Agreement for the purchase of PT Arafura
pembelian saham PT Arafura Surya Alam Surya Alam shares with the total consideration
dengan nilai transaksi sebesar USD540 juta, atau of USD540 million or equivalent to Rp9.1 trillion.
setara dengan Rp9,1 triliun.
40. INFORMASI KEUANGAN TAMBAHAN 40. SUPPLEMENTARY FINANCIAL
INFORMATION
Informasi keuangan tambahan pada halaman 137 The supplementary financial information on
sampai dengan halaman 141 adalah informasi pages 137 to 141 represents financial
keuangan PT Astra International Tbk (entitas information of PT Astra International Tbk
induk saja) pada tanggal 31 Desember 2025 dan (parent entity only) as at 31 December 2025
2024 dan untuk tahun yang berakhir pada tanggal and 2024 and for the years ended 31 December
31 Desember 2025 dan 2024, yang menyajikan 2025 and 2024, which presents the Company’s
investasi Perseroan pada entitas anak investments in subsidiaries under the cost
berdasarkan metode biaya dan bukan dengan method, as opposed to the consolidation
metode konsolidasi serta investasi Perseroan method and investments in joint ventures and
pada ventura bersama dan entitas asosiasi associate under the cost method, as opposed to
berdasarkan metode biaya dan bukan dengan the equity method.
metode ekuitas.
Halaman - 136 - Page
Page 563
INFORMASI KEUANGAN TAMBAHAN/SUPPLEMENTARY FINANCIAL INFORMATION
PT ASTRA INTERNATIONAL Tbk
ENTITAS INDUK SAJA/PARENT ENTITY ONLY
LAPORAN POSISI KEUANGAN STATEMENTS OF FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 AS AT 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2025 2024
ASET ASSETS
Aset lancar Current assets
Kas dan setara kas 3,171 4,116 Cash and cash equivalents
Piutang usaha, setelah dikurangi Trade receivables, net of provision
penyisihan penurunan nilai sebesar for impairment of 1 (2024: 1):
1 (2024: 1):
- Pihak berelasi 804 737 - Related parties
- Pihak ketiga 2,290 2,401 - Third parties
Piutang lain-lain, setelah dikurangi Other receivables, net of provision
penyisihan penurunan nilai for impairment of 2 (2024: 2):
sebesar 2 (2024: 2):
- Pihak berelasi 491 440 - Related parties
- Pihak ketiga 71 40 - Third parties
Persediaan 10,514 11,119 Inventories
Pajak dibayar dimuka 142 153 Prepaid taxes
Pembayaran dimuka lainnya 249 232 Other prepayments
Jumlah aset lancar 17,732 19,238 Total current assets
Aset tidak lancar Non-current assets
Piutang lain-lain - pihak ketiga 72 80 Other receivables - third parties
Pajak dibayar dimuka 197 145 Prepaid taxes
Investasi pada entitas anak, 72,342 59,892 Investments in subsidiaries,
ventura bersama dan joint ventures and associate
entitas asosiasi
Investasi lain-lain 3,241 3,634 Other investments
Aset pajak tangguhan 919 863 Deferred tax assets
Properti investasi 622 701 Investment properties
Aset tetap, setelah dikurangi 16,037 15,697 Fixed assets, net of accumulated
akumulasi depresiasi sebesar depreciation of 6,368
6.368 (2024: 5.900) (2024: 5,900)
Aset takberwujud lainnya 536 496 Other intangible assets
Aset lain-lain 290 257 Other assets
Jumlah aset tidak lancar 94,256 81,765 Total non-current assets
JUMLAH ASET 111,988 101,003 TOTAL ASSETS
Halaman - 137 - Page
Page 564
INFORMASI KEUANGAN TAMBAHAN/SUPPLEMENTARY FINANCIAL INFORMATION
PT ASTRA INTERNATIONAL Tbk
ENTITAS INDUK SAJA/PARENT ENTITY ONLY
LAPORAN POSISI KEUANGAN STATEMENTS OF FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 AS AT 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah, (Expressed in billions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2025 2024
LIABILITAS LIABILITIES
Liabilitas jangka pendek Current liabilities
Pinjaman jangka pendek 9,721 1,321 Short-term borrowings
Utang usaha: Trade payables:
- Pihak berelasi 4,822 4,406 - Related parties
- Pihak ketiga 645 659 - Third parties
Liabilitas lain-lain: Other liabilities:
- Pihak berelasi 161 130 - Related parties
- Pihak ketiga 2,899 2,535 - Third parties
Utang pajak 266 444 Taxes payable
Akrual 4,355 4,224 Accruals
Liabilitas imbalan kerja 233 143 Employee benefit obligations
Pendapatan ditangguhkan: Unearned income:
- Pihak berelasi 33 21 - Related parties
- Pihak ketiga 252 355 - Third parties
Bagian jangka pendek dari 57 62 Current portion of long-term
liabilitas sewa lease liabilities
Jumlah liabilitas jangka pendek 23,444 14,300 Total current liabilities
Liabilitas jangka panjang Non-current liabilities
Liabilitas imbalan kerja 1,583 1,455 Employee benefit obligations
Pendapatan ditangguhkan: Unearned income:
- Pihak berelasi 43 - - Related parties
- Pihak ketiga 110 142 - Third parties
Liabilitas sewa jangka panjang, setelah 367 392 Long-term lease liabilities, net of
dikurangi bagian jangka pendek current portion
Jumlah liabilitas jangka panjang 2,103 1,989 Total non-current liabilities
Jumlah liabilitas 25,547 16,289 Total liabilities
EKUITAS EQUITY
Modal saham: Share capital:
- Modal dasar - 60.000.000.000 - Authorised - 60,000,000,000
saham dengan nilai nominal Rp50 shares with par value of Rp50
(dalam satuan Rupiah) per saham (full Rupiah) per share
- Modal ditempatkan dan disetor 2,024 2,024 - Issued and fully paid -
penuh - 40.483.553.140 saham biasa 40,483,553,140 ordinary shares
Tambahan modal disetor 1,106 1,106 Additional paid-in capital
Saham treasuri (1,762) - Treasury shares
Saldo laba: Retained earnings:
- Dicadangkan 425 425 - Appropriated
- Belum dicadangkan 82,781 79,279 - Unappropriated
Komponen ekuitas lainnya 1,867 1,880 Other reserves
Jumlah ekuitas 86,441 84,714 Total equity
JUMLAH LIABILITAS DAN EKUITAS 111,988 101,003 TOTAL LIABILITIES AND EQUITY
Halaman - 138 - Page
Page 565
INFORMASI KEUANGAN TAMBAHAN/SUPPLEMENTARY FINANCIAL INFORMATION
PT ASTRA INTERNATIONAL Tbk
ENTITAS INDUK SAJA/PARENT ENTITY ONLY
LAPORAN LABA RUGI DAN STATEMENTS OF PROFIT OR LOSS AND
PENGHASILAN KOMPREHENSIF LAIN OTHER COMPREHENSIVE INCOME
UNTUK TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah) (Expressed in billions of Rupiah)
2025 2024
Pendapatan bersih 96,188 108,249 Net revenue
Beban pokok pendapatan (86,548) (97,738) Cost of revenue
Laba bruto 9,640 10,511 Gross profit
Beban penjualan (5,141) (5,298) Selling expenses
Beban umum dan administrasi (4,519) (4,701) General and administrative expenses
Penghasilan bunga 231 322 Interest income
Biaya keuangan (244) (119) Finance costs
Keuntungan selisih kurs, bersih 2 1 Foreign exchange gains, net
Penghasilan dividen 18,986 19,918 Dividend income
Penghasilan lain-lain, bersih 1,261 1,502 Other income, net
Laba sebelum pajak penghasilan 20,216 22,136 Profit before income tax
Beban pajak penghasilan (330) (475) Income tax expenses
Laba tahun berjalan 19,886 21,661 Profit for the year
Penghasilan komprehensif lain: Other comprehensive income:
Pos-pos yang tidak akan direklasifikasi Items that will not be reclassified
ke laba rugi to profit or loss
Pengukuran kembali atas liabilitas 64 7 Remeasurements of post-
imbalan pascakerja employment benefit obligations
Pajak penghasilan terkait (12) (1) Related income tax
52 6
Pos-pos yang akan direklasifikasi Items that will be reclassified
ke laba rugi to profit or loss
Lindung nilai arus kas (16) - Cash flow hedges
Pajak penghasilan terkait 3 - Related income tax
(13) -
Penghasilan komprehensif lain 39 6 Other comprehensive income
tahun berjalan, setelah pajak for the year, net of tax
Jumlah penghasilan komprehensif 19,925 21,667 Total comprehensive income
tahun berjalan for the year
Halaman - 139 - Page
Page 566
INFORMASI KEUANGAN TAMBAHAN/SUPPLEMENTARY FINANCIAL INFORMATION
PT ASTRA INTERNATIONAL Tbk
INFORMASI KEUANGAN TAMBAHAN/SUPPLEMENTARY
ENTITAS FINANCIAL
INDUK SAJA/PARENT ENTITY ONLY INFORMATION
PT ASTRA INTERNATIONAL Tbk
LAPORAN PERUBAHAN EKUITAS ENTITAS INDUK SAJA/PARENT ENTITY ONLY STATEMENTS OF CHANGES IN EQUITY
UNTUK TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
LAPORAN
(DinyatakanPERUBAHAN
dalam miliaranEKUITAS
Rupiah) STATEMENTS OF CHANGES
(Expressed in billionsIN
of EQUITY
Rupiah)
UNTUK TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah) Tambahan Saldo laba/Retained earnings (Expressed in billions of Rupiah)
modal
disetor/ Revaluasi Lindung nilai
Additional
Tambahan Belum aset tetap/ arus kas/ Jumlah
Saldo laba/Retained earnings
Modal saham/ paid-in
modal Saham treasuri/ Dicadangkan/ dicadangkan/ Revaluation of Cash flow ekuitas/
Share capital capital
disetor/ Treasury shares Appropriated Unappropriated fixed assets hedges
Lindung nilai Total equity
Revaluasi
Additional Belum aset tetap/ arus kas/ Jumlah
Saldo 1 Januari 2024 2,024
Modal saham/ 1,106
paid-in Saham treasuri/- 425
Dicadangkan/ 78,623
dicadangkan/ 1,880
Revaluation of Cash flow - 84,058
ekuitas/ Balance at 1 January 2024
Share capital capital Treasury shares Appropriated Unappropriated fixed assets hedges Total equity
Penghasilan komprehensif tahun berjalan - - - - 21,667 - - 21,667 Comprehensive income for the year
Saldo 1 Januari 2024 2,024 1,106 - 425 78,623 1,880 - 84,058 Balance at 1 January 2024
Dividen - - - - (21,011) - - (21,011) Dividend
Penghasilan komprehensif tahun berjalan - - - - 21,667 - - 21,667 Comprehensive income for the year
Saldo 1 Januari 2025 2,024 1,106 - 425 79,279 1,880 - 84,714 Balance at 1 January 2025
Dividen - - - - (21,011) - - (21,011) Dividend
Penghasilan komprehensif tahun berjalan - - - - 19,938 - (13) 19,925 Comprehensive income for the year
Saldo 1 Januari 2025 2,024 1,106 - 425 79,279 1,880 - 84,714 Balance at 1 January 2025
Dividen - - - - (16,436) - - (16,436) Dividend
Penghasilan komprehensif tahun berjalan - - - - 19,938 - (13) 19,925 Comprehensive income for the year
Pembelian saham treasuri - - (1,762) - - - - (1,762) Purchase of treasury shares
Dividen - - - - (16,436) - - (16,436) Dividend
Saldo 31 Desember 2025 2,024 1,106 (1,762) 425 82,781 1,880 (13) 86,441 Balance at 31 December 2025
Pembelian saham treasuri - - (1,762) - - - - (1,762) Purchase of treasury shares
Saldo 31 Desember 2025 2,024 1,106 (1,762) 425 82,781 1,880 (13) 86,441 Balance at 31 December 2025
Halaman - 140 - Page
Halaman - 140 - Page
Page 567
INFORMASI KEUANGAN TAMBAHAN/SUPPLEMENTARY FINANCIAL INFORMATION
PT ASTRA INTERNATIONAL Tbk
ENTITAS INDUK SAJA/PARENT ENTITY ONLY
LAPORAN ARUS KAS STATEMENTS OF CASH FLOWS
UNTUK TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam miliaran Rupiah) (Expressed in billions of Rupiah)
2025 2024
Arus kas dari aktivitas operasi: Cash flows from operating activities:
Penerimaan dari pelanggan 97,819 108,659 Receipts from customers
Pembayaran kepada pemasok (85,092) (95,797) Payments to suppliers
Pembayaran kepada karyawan (4,780) (5,000) Payments to employees
Penerimaan dari aktivitas operasi lainnya 826 717 Receipts from other operating activities
Pembayaran untuk aktivitas operasi lainnya (4,872) (5,132) Payments for other operating activities
Kas yang dihasilkan dari operasi 3,901 3,447 Cash generated from operations
Penghasilan bunga yang diterima 198 252 Interest income received
Pembayaran pajak: Payments of tax:
Pajak penghasilan badan (509) (603) Corporate income tax
Pajak lainnya (59) (57) Other tax
Penerimaan dari kelebihan pembayaran pajak: Receipts of tax refunds:
Pajak penghasilan badan 128 - Corporate income tax
Pajak lainnya 64 96 Other tax
Arus kas bersih yang diperoleh dari 3,723 3,135 Net cash flows provided from
aktivitas operasi operating activities
Arus kas dari aktivitas investasi: Cash flows from investing activities:
Dividen kas yang diterima 18,986 19,919 Cash dividends received
Penerimaan piutang lain-lain dari 500 - Receipt of other receivables from
pihak berelasi related party
Penjualan aset tetap 71 77 Sale of fixed assets
Penjualan investasi pada entitas anak 9 - Sale of investment in subsidiary
Penambahan investasi pada entitas anak (12,454) (2,061) Additions of investments in subsidiaries
Penambahan aset tetap (938) (874) Additions of fixed assets
Penambahan piutang lain-lain kepada (500) - Additions of other receivables from
pihak berelasi related party
Penambahan aset takberwujud lainnya (234) (234) Additions of other intangible assets
Arus kas bersih yang diperoleh dari 5,440 16,827 Net cash flows provided from
aktivitas investasi investing activities
Arus kas dari aktivitas pendanaan: Cash flows from financing activities:
Pelunasan pinjaman jangka pendek (29,610) (5,736) Repayments of short-term borrowings
Dividen kas yang dibayarkan (16,426) (20,998) Cash dividends paid
Pembayaran untuk pembelian saham treasuri (1,762) - Payment for purchase of treasury shares
Pembayaran biaya keuangan (178) (70) Payments of finance costs
Pelunasan liabilitas sewa (123) (148) Repayments of lease liabilities
Penerimaan pinjaman jangka pendek 37,989 6,045 Proceeds from short-term borrowings
Arus kas bersih yang digunakan untuk (10,110) (20,907) Net cash flows used in
aktivitas pendanaan financing activities
Penurunan bersih kas dan (947) (945) Net decrease in cash and
setara kas cash equivalents
Kas dan setara kas pada awal tahun 4,116 5,060 Cash and cash equivalents at
beginning of year
Dampak perubahan kurs terhadap 2 1 Effect of exchange rate differences
kas dan setara kas on cash and cash equivalents
Kas dan setara kas pada akhir tahun 3,171 4,116 Cash and cash equivalents at end
of year
Halaman - 141 - Page
Page 568
Halaman ini sengaja dikosongkan This page is intentionally lef t blank
Page 569
Page 570
PT Astra International Tbk Head Office Menara Astra, Lantai 59 Jl. Jend. Sudirman Kav. 5-6 Jakarta 10220, Indonesia Telp: (+62-21) 5084 3888 www.astra.co.id 2025 LAPORAN TAHUNAN ANNUAL REPORT
Names mentioned 571 people and organisations named in the text · linked when the evidence is strong
unresolved
person
Ventura Bersama
· Komisaris
p.6
unresolved
person
Kronologi Pencatatan
· Komisaris
p.6
unresolved
person
Komite-Komite
· Komisaris
p.7 ×2
unresolved
org
Financial Services Authority
p.17 ×5
unresolved
org
Indonesia Stock Exchange
p.17 ×8
unresolved
org
Kementerian Perdagangan Republik Indonesia dan Kementerian Desa
p.21
unresolved
org
Ministry of Villages
p.21
unresolved
org
Pte. Ltd.
p.21 ×8
unresolved
org
PT Astra Digital Mobil
p.21 ×8
unresolved
person
Stephen Patrick Gore
· Commissioner
p.22 ×20
unresolved
org
Kementerian Koordinator Bidang Pembangunan Manusia dan Kebudayaan Republik Indonesia. Selama
p.24
unresolved
org
Yayasan Astra-Yayasan Dharma Bhakti Astra
p.25 ×2
unresolved
org
Yayasan Astra-Yayasan Pendidikan Astra Michael D. Ruslim
p.25
unresolved
org
Kementerian Koordinator Bidang Infrastruktur dan Pembangunan Kewilayahan Republik Indonesia
p.26
unresolved
org
Kementerian Investasi dan Hilirisasi
p.26 ×2
unresolved
org
Koordinasi Penanaman Modal
p.26
unresolved
org
Ministry of Investment and Downstream Industry
p.26
unresolved
org
Kementerian Lingkungan Hidup
p.28
unresolved
org
Pengendalian Lingkungan Hidup Republik Indonesia
p.28
unresolved
org
Ministry of Environment
p.28
unresolved
person
Lincoln Lin Feng Pan
· Komisaris
p.29 ×15
unresolved
org
Ministry of Investment and Downstream
p.36
unresolved
org
Pusat Statistik
p.45
unresolved
org
PT Saka
p.49
unresolved
org
PT Astra Digital
p.49
unresolved
person
Tanoto
· Wakil Presiden Direktur
p.52 ×3
unresolved
person
Vice
· Direktur
p.52 ×4
unresolved
person
Notary Aulia Taufani
p.59 ×3
unresolved
org
PT Federal Motor
p.60 ×4
unresolved
org
PT Raharja Sedaya
p.60 ×2
unresolved
org
PT Astra Honda Motor
p.60 ×16
unresolved
org
PT Multi Agro
p.60
unresolved
org
Toyota Motor Corporation
p.60
unresolved
org
PT Suryaraya Cakrawala
p.60 ×2
unresolved
org
PT Toyota
p.60 ×3
unresolved
org
PT Multi
p.60
unresolved
org
Agro Corporation
p.60
unresolved
org
PT Astra
· Laporan Tahunan 2025 Annual Report
p.60 ×15
unresolved
org
PT Daihatsu Indonesia
p.60 ×2
unresolved
org
PT Astra Daihatsu Motor
p.60 ×10
unresolved
org
PT Federal Adiwiraserasi
p.61 ×2
unresolved
org
PT Astratel
p.61 ×2
unresolved
org
Citigroup Financial Products Otoparts Tbk
p.61
unresolved
org
PT Tjahja Sakti Motor
p.61 ×5
unresolved
org
PT Marga Mandalasakti
p.61 ×4
unresolved
org
Daihatsu Motor Corp.
p.61
unresolved
org
PT Astra Daihatsu
p.61
unresolved
org
PT Astra Tol
p.61
unresolved
org
PT Marga Politeknik Manufaktur
p.61
unresolved
org
PT Toyota Motor
p.61
unresolved
org
Carriage Limited
p.61 ×15
unresolved
org
Bank Restructuring Agency
p.61
unresolved
org
PT Toyota Motor Manufacturing Indonesia
p.61 ×2
unresolved
org
Toyota Avanza Tbk
p.61
unresolved
org
Ltd.
p.61
unresolved
org
Honda Motor Company Ltd.
p.61
unresolved
org
PT Astra Tol Nusantara
p.62 ×13
unresolved
org
PT Marga AHM
p.62
unresolved
org
PT Trans Marga Jateng
p.62 ×4
unresolved
org
PT Marga
p.62
unresolved
org
Sumitomo Corporation
p.62 ×2
unresolved
org
PT Trans Bumi Serbaraja
p.62 ×2
unresolved
org
PT Baskhara Utama Sedaya
p.63 ×3
unresolved
org
PT Unitra Persada Energia
p.63 ×4
unresolved
org
Sumitomo Power Corporation
p.63 ×2
unresolved
org
PT Aplikasi Karya Anak Bangsa Gojek
p.63 ×2
unresolved
org
PT Agincourt Resources. Setelah
p.63
unresolved
org
PT Artha Nugraha Agung
p.63 ×2
unresolved
org
PT Agincourt Resources. Following
p.63
unresolved
org
PT Jasamarga Surabaya Mojokerto
p.63 ×4
unresolved
org
PT UD Astra Motor Indonesia
p.63 ×5
unresolved
org
PT Jakarta Marga Jaya
p.64 ×5
unresolved
org
PT Jakarta Infrastruktur Propertindo
p.64 ×2
unresolved
org
PT Jaya Sarana Pratama
p.64 ×2
unresolved
org
PT Marga Lingkar
p.64 ×7
unresolved
org
PT Sedaya Multi Investama
p.64 ×5
unresolved
org
PT Astra Aviva Life
p.64 ×2
unresolved
org
PT Asuransi Jiwa Astra
p.64 ×5
unresolved
org
Aviva International Holdings Limited
p.64 ×2
unresolved
org
PT Astra Digital Arta
p.64 ×7
unresolved
org
PT Jasamarga Pandaan Malang
p.64 ×4
unresolved
org
WeLab Sky Limited
p.65 ×2
unresolved
org
Bank Saqu
p.65 ×2
unresolved
org
PT Astra Land Indonesia
p.65 ×4
unresolved
org
PT Bhumi Prama Arjasa
p.65 ×4
unresolved
org
PT Astra Digital Internasional
p.65 ×8
unresolved
org
PT Tokobagus
p.65 ×5
unresolved
org
Nickel Industries Limited
p.65 ×4
unresolved
org
PT Anugerah Surya Pasific Resources
p.65 ×3
unresolved
org
PT Mobilitas Digital Komponen
p.70
unresolved
org
PT Serasi Mitra Mobil
p.70 ×3
unresolved
org
PT Solusi Mobilitas Bangsa
p.70 ×2
unresolved
org
PT Toyota Astra Financial Services
p.70 ×3
unresolved
org
PT Asuransi Astra Buana
p.70 ×9
unresolved
org
PT Traktor Nusantara
p.71 ×3
unresolved
org
PT Stargate Pasific Resources Pertambangan Emas
p.71
unresolved
org
PT Stargate Mineral Asia Kontraktor Penambangan
p.71
unresolved
org
PT Kalimantan Prima Persada
p.71 ×2
unresolved
org
PT Unitra Persada Energia ASTRA
p.71
unresolved
org
PT Tanjung Sarana Lestari
p.72 ×3
unresolved
org
Astra-KLK Pte. Ltd.
p.72
unresolved
org
PT Kreasijaya Adhikarya Infrastruktur
p.72
unresolved
org
PT Pelabuhan Penajam
p.72
unresolved
org
PT Astra Nusa Perdana
p.72 ×6
unresolved
org
PT Marga Trans Nusantara
p.72 ×3
unresolved
org
PT Marga Harjaya Infrastruktur Solusi Infrastruktur
p.72
unresolved
org
PT Lintas Marga Sedaya
p.72 ×3
unresolved
org
PT Astra Graphia Information Technology
p.73
unresolved
org
PT Astragraphia Xprins Indonesia Properti
p.73
unresolved
org
PT Pratista Industrial Properti
p.73 ×2
unresolved
org
PT Menara Astra
p.73 ×7
unresolved
org
PT Brahmayasa Bahtera
p.73 ×3
unresolved
org
PT Samadista Karya
p.73 ×3
unresolved
org
PT Astari Marga Sarana
p.73 ×3
unresolved
org
PT Asya Mandira Land
p.73 ×2
unresolved
org
PT Award Global Infinity
p.73 ×3
unresolved
org
PT Lazuli Karya Sarana
p.73 ×3
unresolved
org
PT Saka Surya Wisesa ASTRA
p.73
unresolved
org
Koperasi Astra International
p.76
unresolved
org
Dana Pensiun Astra
p.76
unresolved
org
Yayasan Pendidikan Astra Gunawan Santoso Salim Michael D.
p.76
unresolved
org
Yayasan Dharma Bhakti Astra
p.76
unresolved
org
Yayasan Astra Bina Ilmu
p.76
unresolved
org
Jardine Matheson Limited
· Chairman
p.78 ×4
unresolved
org
WeLab Holdings Limited
p.78 ×2
unresolved
org
PT Toyota-Astra Motor
p.78 ×10
unresolved
org
Jardines Matheson Limited
p.78
unresolved
org
Vice President Gateway Adiperkasa Tbk
p.79
unresolved
org
PT Bali Turtle Island
p.79
unresolved
org
Hadinoto & Partners
p.79 ×2
unresolved
person
Planning
· Komisaris
p.79
unresolved
org
PT Bali Turtle Island Development
p.79
unresolved
org
Bank Indonesia
p.80 ×4
unresolved
org
Holdings Limited
p.80
unresolved
org
Shui On Land Limited
p.80 ×2
unresolved
org
PT Bank Syariah
p.80
unresolved
org
Indonesia Tbk.
p.80
unresolved
org
International Holdings Limited
p.80
unresolved
org
Indonesia Deposit Insurance Corporation
p.80
unresolved
org
Investment Matheson Holdings Limited
p.81
unresolved
org
Group Director Jardine Mandarin Oriental International Limited
p.81
unresolved
org
Financial Officer Jardine Pacific
· Director
p.81
unresolved
org
Refrigeration Electrical Engineering Corporation
p.81 ×3
unresolved
org
Bank Division
p.81 ×2
unresolved
org
Matheson Holdings Limited
p.81
unresolved
org
Jardine Matheson Mandarin Oriental International Limited
p.81
unresolved
org
CEO Jardine Matheson Holdings Limited
p.82
unresolved
org
PT United
p.82
unresolved
org
Tractors Tbk
p.82 ×2
unresolved
org
Jardine Matheson Holdings Limited
p.82 ×2
unresolved
person
Managing
· Chairman
p.82
unresolved
org
PT Astra Welab Digital Arta
p.83 ×3
unresolved
org
Dornier Medtech GmbH
p.83 ×2
unresolved
org
PT Astra Digital Internasional. He
p.84
unresolved
org
PT Isuzu Astra Motor Indonesia
p.84 ×5
unresolved
org
PT Serasi
p.85
unresolved
org
PT Jakarta Pakar Kardia
p.85 ×3
unresolved
org
PT Polinasi
p.85
unresolved
org
PT Federal
p.85
unresolved
org
PT Toyota Astra
p.85 ×3
unresolved
org
PT Serasi Financial Services
p.85
unresolved
org
PT Astra Astra Buana.
p.85
unresolved
org
PT Polinasi Iddea Investama.
p.85 ×2
unresolved
org
PT United Astra Buana
p.85
unresolved
org
Pamapersada International Tbk
p.85 ×2
unresolved
org
Corporate International Tbk
p.85
unresolved
org
PT Astra Agro
p.85
unresolved
org
Vice President Commissioner Lestari Tbk
p.85
unresolved
org
PT Asuransi Astra
p.85
unresolved
org
PT Tuah Turangga
p.85
unresolved
org
PT Astra Digital Internasional. Currently
p.86
unresolved
org
PT Astra Auto Digital
p.86 ×2
unresolved
org
PT Sigap Prima Astrea
p.86 ×2
unresolved
org
PT Astra International Tbk-Toyota Sales Operation
p.86
unresolved
org
PT Arya Kharisma
p.87 ×3
unresolved
org
PT Astra Healthcare Indonesia
p.87 ×3
unresolved
org
PT Astra Sehat Nusantara.
p.87 ×3
unresolved
org
PT Pamapersada
p.87
unresolved
org
PT Surya Artha
p.87
unresolved
org
PT Agincourt Resources. Partner
p.87
unresolved
org
PT Agincourt Resources. University
p.87
unresolved
person
Salim
· Direktur
p.88
unresolved
org
PT Suryaraya Rubberindo Industries
p.88 ×3
unresolved
org
PT Federal International
p.88 ×3
unresolved
org
PT AT Indonesia
p.88 ×3
unresolved
org
PT Aisin Indonesia
p.88 ×3
unresolved
org
PT Denso Indonesia
p.88 ×3
unresolved
org
PT Musashi Auto Parts Indonesia
p.88 ×2
unresolved
org
PT Astemo Bekasi
p.88 ×2
unresolved
org
PT GS Battery
p.88 ×3
unresolved
org
PT Gaya Motor
p.88 ×3
unresolved
org
PT Inti Pantja Press Industri
p.88 ×3
unresolved
org
PT Fuji Technica Indonesia
p.88 ×3
unresolved
org
PT Kayaba
p.88
unresolved
org
PT Akebono Brake Astra Indonesia.
p.88 ×3
unresolved
org
PT Kayaba Indonesia
p.88 ×2
unresolved
person
Operation
· Wakil Presiden Direktur
p.88 ×3
unresolved
org
PT FSCM Manufacturing
p.88 ×2
unresolved
org
Sales Division Otoparts Tbk
p.88
unresolved
org
PT Astra Honda
p.88
unresolved
org
PT Pamapersada Nusantara. Currently
p.89
unresolved
org
Corporate Finance Manager Jardine Matheson Limited
p.89
unresolved
person
Apinont Suchewaboripont
· Komisaris Independen
p.91 ×7
unresolved
person
Muliaman Darmansyah Hadad
· Komisaris Independen
p.91 ×7
unresolved
person
Anthony John Liddell Nightingale
· Komisaris
p.91 ×5
unresolved
person
Benjamin William Keswick
· Komisaris
p.91 ×5
unresolved
person
Benjamin Herrenden Birks
· Komisaris
p.91 ×21
unresolved
person
Chairperson
· Ketua
p.92 ×3
unresolved
person
Whye
· Komisaris
p.92
unresolved
org
Pemeriksa Keuangan Republik Indonesia
p.92
unresolved
org
PT Batang Alum Industrie
p.93 ×2
unresolved
org
PT Toyota Astra Financial
p.94
unresolved
org
PT Isuzu Astra Motor
p.94
unresolved
org
PT Kalimantan Prima
p.94
unresolved
org
PT Tuah Turangga Agung Mobility
p.94
unresolved
org
PT Mobilitas Digital
p.94
unresolved
org
PT Anugerah Surya Pacific Indonesia
p.94
unresolved
org
PT Astragraphia Xprins
p.95
unresolved
org
PT Bhumi Prama Arjasa Palm Oil Processing Plant
p.95
unresolved
org
PT Kreasijaya Adhikarya
p.95 ×2
unresolved
org
PT Jasamarga Pandaan
p.95
unresolved
org
PT Astra Graphia Information
p.95 ×2
unresolved
org
PT Jasamarga Surabaya
p.95
unresolved
org
PT Astra Land Indonesia Perdagangan Komoditas
p.95
unresolved
org
PT Marga Harjaya
p.95
unresolved
org
PT Saka Surya Wisesa
p.95 ×2
unresolved
org
PT Pratista Industrial
p.95
unresolved
org
PT Pelabuhan Penajam Banua
p.95
unresolved
org
Jardine Strategic Limited
p.96
unresolved
org
PT Astra Auto Trust
p.98
unresolved
org
PT Tasti Anugerah Mandiri
p.98
unresolved
org
PT Pulogadung Pawitra Laksana
p.98
unresolved
org
PT Astra Autoprima
p.98
unresolved
org
PT Ardendi Jaya Sentosa
p.99
unresolved
org
PT Astra Daido Steel Indonesia
p.99
unresolved
org
PT Astra Komponen Indonesia
p.99
unresolved
org
PT Astra Nippon Gasket Indonesia
p.99
unresolved
org
PT Century Batteries Indonesia
p.99
unresolved
org
PT DIC Astra Chemicals
p.99
unresolved
org
PT Federal Izumi Manufacturing
p.99
unresolved
org
PT Federal Nittan Industries
p.99
unresolved
org
PT FSCM Manufacturing Indonesia
p.99
unresolved
org
PT Gemala Kempa Daya
p.99
unresolved
org
PT Inti Ganda Perdana
p.99
unresolved
org
PT Menara Terus Makmur
p.99
unresolved
org
PT Mobilitas Digital Indonesia
p.99
unresolved
org
PT Nusa Keihin Indonesia
p.99
unresolved
org
PT Senantiasa Makmur
p.99
unresolved
org
PT SKF Indonesia
p.99
unresolved
org
PT Toyoda Gosei Safety Systems
p.99
unresolved
org
PT Wahana Eka Paramitra
p.99
unresolved
org
PT Denso Sales Indonesia
p.99
unresolved
org
PT Astra Visteon Indonesia
p.99
unresolved
org
PT TD Automotive Compressor
p.99
unresolved
org
Vietnam Co., Ltd.
p.99
unresolved
org
Tiongkok Co., Ltd.
p.99
unresolved
org
PT Evoluzione Tyres
p.99
unresolved
org
PT Astra Juoku Indonesia
p.99
unresolved
org
PT Autoplastik Indonesia
p.99
unresolved
org
PT Velasto Indonesia
p.99
unresolved
org
PT Pakoakuina
p.99
unresolved
org
PT Inkoasku
p.99
unresolved
org
PT Palingda Nasional
p.99
unresolved
org
PT Topy Palingda Manufacturing
p.99
unresolved
org
PT MetalArt Astra Indonesia
p.99
unresolved
org
PT Aisin Indonesia Automotive
p.99
unresolved
org
Jawa Barat Astra Visteon Vietnam Co., Ltd.
p.99
unresolved
org
PT Kreasi Mandiri Wintor Indonesia
p.100
unresolved
org
PT Toyoda Gosei Indonesia
p.100
unresolved
org
PT Astra NTN Driveshaft Indonesia
p.100
unresolved
org
PT Bintang Pradipa Persada
p.100
unresolved
org
PT Kreasi Mandiri Wintor
p.100
unresolved
org
PT Astra Inovasi Otomotif
p.100
unresolved
org
PT Tjahja Surya Motor Indonesia
p.100
unresolved
org
PT Indonesia International
p.100
unresolved
org
PT Astra Transportasi Indonesia
p.100
unresolved
org
PT Toyofuji Logistics Indonesia
p.100
unresolved
org
PT Balai Lelang Serasi
p.100
unresolved
org
PT Daya Mitra Serasi
p.100
unresolved
org
PT Harmoni Mitra Utama
p.100
unresolved
org
PT Serasi Logistics Indonesia
p.100
unresolved
org
PT Toyofuji Serasi Indonesia
p.100
unresolved
org
PT United Automobil
p.100
unresolved
org
PT Serasi Shipping Indonesia
p.100
unresolved
org
Utara Astra Otoparts Philippines Inc.
p.100
unresolved
org
Astra Visteon Philippines Inc.
p.100
unresolved
org
PT Astra Auto Finance
p.100
unresolved
org
PT Astra Mitra Ventura
p.100
unresolved
org
PT Astra Multi Finance
p.100
unresolved
org
PT Pratama Sadya Sadana
p.100
unresolved
org
PT Sedaya Pratama
p.100
unresolved
org
PT Cipta Sedaya Digital Indonesia
p.100
unresolved
org
PT Stacomitra Graha
p.100
unresolved
org
PT Swadharma Bhakti Sedaya
p.100
unresolved
org
PT Garda Era Sedaya
p.100
unresolved
org
PT Sharia Multifinance Astra
p.100
unresolved
org
PT Surya Cakra Anugerah
p.100
unresolved
org
PT Astra Integrasi Digital
p.101
unresolved
org
PT Astra Kreasi Digital
p.101
unresolved
org
PT Matra Graha Sarana
p.101
unresolved
org
PT Anugerah Gunung Mas
p.101
unresolved
org
PT Kadya Caraka Mulia
p.101
unresolved
org
PT Komatsu Remanufacturing Asia
p.101
unresolved
org
PT Pama Indo Mining
p.101
unresolved
org
PT Prima Multi Mineral
p.101
unresolved
org
PT Swadaya Harapan Nusantara
p.101
unresolved
org
PT Telen Orbit Prima
p.101
unresolved
org
PT United Tractors Pandu
p.101
unresolved
org
PT United Tractors Semen Gresik
p.101
unresolved
org
Timur UT Heavy Industry Pte Ltd
p.101
unresolved
org
PT Asmin Bara Jaan
p.101
unresolved
org
PT Patria Maritime Industry
p.101
unresolved
org
PT Duta Nurcahya
p.101
unresolved
org
PT Duta Sejahtera
p.101
unresolved
org
PT Borneo Berkat Makmur
p.101
unresolved
org
PT Tambang Supra Perkasa
p.101
unresolved
org
PT Piranti Jaya Utama
p.101
unresolved
org
PT Sacindo Machinery
p.101
unresolved
org
PT ATMC Pump Services
p.101
unresolved
org
PT Bintai Kindenko Engineering
p.101
unresolved
person
KH. Moh. Mansyur
p.101
unresolved
org
PT Tambang Karya Supra
p.101
unresolved
org
PT Persada Tambang Mulia
p.102
unresolved
org
PT Acset Pondasi Indonusa
p.102
unresolved
org
PT Patria Perikanan Lestari
p.102
unresolved
org
PT Suprabari Mapamindo Mineral
p.102
unresolved
org
Unitra Power Pte. Ltd
p.102
unresolved
org
PT Universal Tekno Industri
p.102
unresolved
org
PT Ilthabi Energia Tenagahidro
p.102
unresolved
person
Dr. Ide Anak Agung Gde Agung Lot.
p.102
unresolved
org
PT Redelong Hydro Energy
p.102
unresolved
org
PT Unitra Nusantara Persada
p.102
unresolved
org
Cipta Commodity Trading Pte Ltd
p.102
unresolved
org
PT Persada Utama Infra
p.102
unresolved
org
PT Arkora Hidro Tenggara
p.102
unresolved
org
PT Arjuna Hidro
p.102
unresolved
org
PT Arkora Hidro Pasifik
p.102
unresolved
org
PT Tirta Energi Lestari
p.102
unresolved
org
PT Arkora Guna Nergi
p.102
unresolved
org
PT Hydra Sulawesi
p.102
unresolved
org
PT Sulawesi Hidro Mandiri
p.102
unresolved
org
PT Arkora Luwu Timur Mandiri
p.102
unresolved
org
PT Arkora Pembangkitan Hijau
p.102
unresolved
org
PT Arkora Tomoni Hydro
p.102
unresolved
org
PT Arkora Tenaga Matahari
p.102
unresolved
org
PT Arkora Hydro Sulawesi
p.102
unresolved
org
PT Arkora Energi Baru
p.102
unresolved
org
PT Arkora Atlantik
p.102
unresolved
org
PT Arkora Hidronesia
p.102
unresolved
org
PT Arkora Sulawesi Tenggara
p.102
unresolved
org
PT Tenggara Hidro
p.102
unresolved
org
PT Granif Konsultan
p.102
unresolved
org
PT Wana Rimba Nusantara
p.102
unresolved
org
PT Arkora Energi Tanggamus
p.102
unresolved
org
PT Boven Rimba Persada
p.102
unresolved
org
PT Khatulistiwa Rimba Persada
p.102
unresolved
org
PT Arkora Hydro Kalimantan
p.103
unresolved
org
PT Anugerah Surya Pasific
p.103
unresolved
org
PT Jabar Environmental Solutions
p.103
unresolved
org
PT Rajawali Sigi Lestari
p.103
unresolved
org
PT Bogor Serpong Infra Selaras
p.103
unresolved
org
PT Arkora Energi Mandiri
p.103
unresolved
org
PT Agro Menara Rachmat
p.103
unresolved
org
PT Agro Nusa Abadi
p.103
unresolved
org
PT Bhadra Cemerlang
p.103
unresolved
org
PT Bhadra Sukses
p.103
unresolved
org
PT Borneo Indah Marjaya
p.103
unresolved
org
PT Cakradenta Agung Pertiwi
p.103
unresolved
org
PT Cakung Permata Nusa
p.103
unresolved
org
PT Cipta Agro Nusantara
p.103
unresolved
org
PT Cipta Narada Lestari
p.103
unresolved
org
PT Eka Dura Perdana
p.103
unresolved
org
PT Eka Dura Indonesia
p.103
unresolved
org
PT Gunung Sejahtera Dua Indah
p.103
unresolved
org
PT Gunung Sejahtera Ibu Pertiwi
p.103
unresolved
person
Pertiwi
p.103
unresolved
org
PT Gunung Sejahtera Puti Pesona
p.103
unresolved
org
PT Gunung Sejahtera Raman Permai
p.103
unresolved
org
PT Gunung Sejahtera Yoli Makmur
p.103
unresolved
org
PT Karya Tanah Subur
p.103
unresolved
org
PT Karyanusa Ekadaya
p.103
unresolved
org
PT Kimia Tirta Utama
p.103
unresolved
org
PT Letawa
p.103
unresolved
org
PT Mamuang
p.103
unresolved
org
PT Nirmala Agro Lestari
p.103
unresolved
org
PT Pandji Waringin
p.103
unresolved
org
PT Pasangkayu
p.103
unresolved
org
PT Perkebunan Lembah Bhakti
p.103
unresolved
org
PT Persada Bina Nusantara Abadi
p.103
unresolved
org
PT Persada Dinamika Lestari
p.103
unresolved
org
PT Rimbunan Alam Sentosa
p.103
unresolved
org
PT Sari Aditya Loka
p.103
unresolved
org
PT Sari Lembah Subur
p.103
unresolved
org
PT Sawit Asahan Indah
p.103
unresolved
org
PT Sukses Tani Nusasubur
p.103
unresolved
org
PT Sawit Jaya Abadi
p.103
unresolved
org
PT Subur Abadi Plantations
p.103
unresolved
org
PT Subur Agro Makmur
p.104
unresolved
org
PT Sumber Kharisma Persada
p.104
unresolved
org
PT Surya Indah Nusantara Pagi
p.104
unresolved
org
PT Suryaraya Lestari
p.104
unresolved
org
PT Tunggal Perkasa Plantations
p.104
unresolved
org
PT Waru Kaltim Plantation
p.104
unresolved
org
PT Tri Buana Mas
p.104
unresolved
org
Sulawesi Barat ASTRA-KLK Pte Ltd
p.104
unresolved
org
PT Palma Plantasindo
p.104
unresolved
org
PT Tanjung Bina Lestari
p.104
unresolved
org
PT Mitra Barito Gemilang
p.104
unresolved
org
PT Transutama Arya Sejahtera
p.104
unresolved
org
PT Marga Harjaya Infrastruktur
p.104
unresolved
org
PT Pelabuhan Penajam Banua Taka
p.104
unresolved
org
PT Astragraphia Xprins Indonesia
p.104
unresolved
org
PT Astra Modern Land
p.104
unresolved
org
PT Astra Land Logos Indonesia
p.104
unresolved
org
PT Astra Astari Sejahtera
p.104
unresolved
person
H. Thamrin Hotel Mandarin
p.105
unresolved
org
PT Ruby Karya Sejahtera
p.105
unresolved
org
PT Sada Logistik Pratista
p.105
unresolved
org
PT Pratista Industrial Properti Satu
p.105
unresolved
org
PT Pratista Industrial Properti Dua
p.105
unresolved
org
PT Sada Logistik Sriya
p.105
unresolved
org
PT Mega Jaya Lestari Properti
p.105
unresolved
org
PT Mega Dharma Properti
p.105
unresolved
org
PT Mega Cakrawala Internusa
p.105
unresolved
org
PT Mega Cahaya Properti
p.105
unresolved
org
PT Mega Tridaya Properti
p.105
unresolved
org
PT Mega Khatulistiwa Properti
p.105
unresolved
org
PT Manunggal Timur Properti
p.105
unresolved
org
PT Bukit Properti Logistik
p.105
unresolved
org
PT Intirub
p.105
unresolved
org
PT Manunggal Persada Properti
p.105
unresolved
org
PT Ace Dalle Mega Properti
p.105
unresolved
org
PT Hamparan Cipta Sejati
p.105
unresolved
org
PT Subang Cakrawala Properti
p.105
unresolved
org
PT Subang Horison Properti
p.105
unresolved
org
PT Mega Properti Logistik
p.105
unresolved
org
PT Mega Aruna Nusantara Properti
p.105
unresolved
org
PT Mega Buana Properti Logistik
p.105
unresolved
org
PT Indo Log One
p.105
unresolved
org
PT Indo Log Advisory
p.105
unresolved
org
PT Equinix Indonesia Jkt
p.105
unresolved
org
PT Tunas Era Asia
p.105
unresolved
org
Rintis
p.107 ×3
unresolved
org
Rianto & Rekan
p.107 ×7
unresolved
—
Share Registrar
· Biro Administrasi Efek
p.107
unresolved
org
PT Raya Saham Registra Name
p.107
unresolved
org
PT Raya Saham Registra
p.337 ×5
unresolved
org
Kementerian Hukum Republik Indonesia
p.339 ×2
unresolved
—
Designate Mr. Rudy
· Vice President Director
p.339
unresolved
org
Ministry of Law
p.339 ×2
unresolved
person
Buntoro Rianto
· Akuntan Publik
p.340 ×2
unresolved
org
Rintis & Rekan
p.343 ×2
unresolved
org
Kantor Akuntan Publik Rintis
p.345
unresolved
person
Eddy Rintis
p.345 ×2
unresolved
person
Pedoman
· Komisaris
p.345 ×3
unresolved
person
Keberadaan
· Komisaris Independen
p.347
unresolved
person
Taufani
p.348
unresolved
person
Masing-masing
· Direktur
p.359
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