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Daftar Isi
List of Contents
Ketahanan Bisnis dan Kinerja
Daftar Isi 2
Ekonomi44
List of Contents
Business Resilience and Economic
Ikhtisar Kinerja Keberlanjutan 4 Performance
Sustainability Performance Highlights
Menciptakan Dampak Ekonomi 46
Laporan Direksi 8
Creating Economic Impact
Report from the Board of Directors
Implikasi Finansial Akibat Perubahan Iklim 52
Financial Implications of Climate Change
Sekilas Tentang Astra Otoparts 16 Rantai Pasokan 53
Astra Otoparts Overview Supply Chain
Identitas Astra Otoparts 18
Astra Otoparts Identity
Tata Kelola Keberlanjutan 56
Profil Singkat 19 Sustainability Governance
Brief Profile
Struktur Tata Kelola Perusahaan 60
Visi, Misi, dan Nilai 21
Corporate Governance Structure
Vision, Mission, and Core Values
Penilaian terhadap Kinerja Dewan Komisaris
Struktur Organisasi 22
dan Direksi 64
Organizational Structure
Evaluation of the Performance of the Board of
Skala Usaha 26 Commissioners and the Board of Directors
Business Scale
Tata Kelola dalam Keberlanjutan 65
Produk, Layanan, dan Kegiatan Usaha 27 Governance of Sustainability
Products, Services, and Business Activities
Nominasi dan Remunerasi 66
Keanggotaan Asosiasi 28 Nomination and Remuneration
Association Memberships
Manajemen Risiko 68
Risk Management
Roadmap Keberlanjutan Astra Kode Etik Perusahaan 72
Otoparts30 Code of Conduct
Astra Otoparts Sustainability Antikorupsi dan Antigratifikasi 76
Roadmap Anti-Corruption and Anti-Gratification
Triple-P Roadmap Strategy 33 Sistem Pelaporan Pelanggaran 77
Triple-P Roadmap Strategy Whistleblowing System
Astra Otoparts 2030 Sustainability Aspirations 34
Astra Otoparts 2030 Sustainability Aspirations
Pengelolaan Lingkungan yang
Tantangan dalam Mewujudkan Keberlanjutan 37 Berkelanjutan80
Challenges in Advancing Sustainability Sustainable Environmental
Management
Sertifikasi dan Penghargaan 38
Certifications and Awards
Komitmen dan Kebijakan Lingkungan 83
Environmental Commitment and Policy
Optimalisasi Penggunaan Energi 86
Optimization of Energy Use
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Mengurangi Emisi Karbon 89 Pelindungan Hak Asasi dan Ketenagakerjaan 151
Reducing Carbon Emissions Human Rights and Labor Protection
Pengelolaan Air dan Air Limbah 93 Keselamatan dan Kesehatan Kerja 152
Water and Wastewater Management Occupational Health and Safety
Manajemen Limbah dan Daur Ulang 98 Hubungan Industrial 159
Waste Management and Recycling Industrial Relations
Pelestarian Keanekaragaman Hayati 100
Biodiversity Conservation
Mewujudkan Dampak Positif Bagi
Material Berkelanjutan 102 Masyarakat160
Sustainable Materials Delivering Positive Impact to
Kepatuhan terhadap Regulasi Lingkungan 103 Communities
Compliance with Environmental Regulations
Strategi CSR 162
CSR Strategy
Ketahanan dan Transisi Iklim 104 Program Kontribusi Sosial Astra Otoparts 166
Climate Resilience and Transition Astra Otoparts Social Contribution Programs
Bantuan Sosial dan Donasi 174
Tata Kelola 107
Social Assistance and Donations
Governance
Mekanisme Pengaduan dan Keluhan Masyarakat 175
Manajemen Risiko 110
Community Grievance and Complaint Mechanism
Risk Management
Strategi112
Strategy Kompas Tujuan Pembangunan
Metrik dan Target 122 Berkelanjutan176
Metrics and Targets Sustainable Development Goals
Compass
Menciptakan Nilai Produk yang
Bertanggung Jawab 124 Tentang Laporan 184
Creating Responsible Product Value About The Report
Komitmen terhadap Produk dan Layanan 126 Pendahuluan186
Commitment to Products and Services Introduction
Kualitas dan Keamanan Produk 127 Pelibatan Pemangku Kepentingan 188
Product Quality and Safety Stakeholder Engagement
Inovasi dan Pengembangan Produk 128 Manajemen Topik Material 192
Innovation and Product Development Management of Material Topics
Pemasaran Bertanggung Jawab 130
Responsible Marketing
Interaksi dan Kepuasan Pelanggan 131
Customer Engagement and Satisfaction
Lampiran 196
Appendix
Tumbuh Bersama Karyawan 132 Laporan Verifikasi Emisi GRK 196
Growing Together with Employees GHG Emissions Verification Report
Pengelolaan Sumber Daya Manusia dan Budaya Indeks Laporan 200
Kerja Inklusif 134 Report Index
Human Capital Management and an Inclusive Lembar Umpan Balik 215
Work Culture Feedback Form
Pengembangan Talenta 147
Talent Development
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Ikhtisar Kinerja Keberlanjutan
Sustainability Performance Highlights
Aspek Ekonomi [OJK B.1] Economic Aspect [OJK B.1]
Kuantitas Produk [TR-AP-000.A] Pendapatan Bersih
Product Quantity Net Revenue
198,653,816 Rp19.9
Produksi | Production Triliun | Trillion
Meningkat 5,4% dari tahun sebelumnya Meningkat 4,4% dari tahun sebelumnya
Increased by 5.4% from the previous year Increased by 4.4% from the previous year
Laba Bersih Pemasok Lokal
Net Incomes Local Supplier
Rp2.2 91.8%
Triliun | Trillion Meningkat 2,0% dari tahun sebelumnya
Increased by 2.0% from the previous year
Meningkat 8,4% dari tahun sebelumnya
Increased by 8.4% from the previous year
Produk Ramah Lingkungan (Astra Otopower)
Environmentally Friendly Products (Astra Otopower)
65 unit di 57 lokasi | 65 units in 57 locations
Jumlah meningkat 75,7% dari tahun sebelumnya
The number increased by 75.7% from the previous year
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Aspek Lingkungan [OJK B.2] Environment Aspect [OJK B.2]
Intensitas Energi Penggunaan Panel Surya
Energy Intensity Use of Solar Panels
0.0080 GJ/produk | GJ/product 14,191 GJ
Menurun 3,3% dari tahun sebelumnya Meningkat 150,7% dari tahun sebelumnya
Decreased by 3.3% from the previous year Increased by 150.7% from the previous year
Penggunaan Energi Terbarukan Intensitas Pengambilan Air
Use of Renewable Energy Water Withdrawal Intensity
356,182 GJ 0.0047 m /produk | m /product
3 3
Meningkat 30,1% dari tahun sebelumnya Menurun 6,0% dari tahun sebelumnya
Increased by 30.1% from the previous year Decreased by 6.0% from the previous year
Emisi yang Dihasilkan Timbulan Limbah Padat Limbah Cair
Emissions Generated Terolah Wastewater
Solid Waste Diverted
120,233 33,545,734 kg 289,368 m 3
Ton CO2eq
Meningkat 7,8% dari tahun Menurun 12,6% dari tahun
Menurun 11,5% dari tahun sebelumnya sebelumnya
sebelumnya Increased 7.8% from the Decreased by 12.6% from the
Decreased by 11.5% from previous year previous year
the previous year
Pelestarian Keanekaragaman Hayati | Biodiversity Conservation
• Penanaman 16.247 mangrove dan 1.726 pohon di berbagai lokasi di Provinsi Jawa Barat
• Program konservasi Owa Jawa dilaksanakan melalui kolaborasi multipihak
• Planting of 16,247 mangroves and 1,726 trees across various locations in West Java Province
• The Javan Gibbon conservation program was implemented through multi-stakeholder
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Aspek Sosial [OJK B.3] Social Aspect [OJK B.3]
Tingkat Pergantian Karyawan
Employee Turnover Rate
1.76% 2.69%
Laki-laki | Male Perempuan | Female
Menurun 8,3% dari tahun sebelumnya Menurun 11,2% dari tahun sebelumnya
Decreased 8.3% from previous year Decreased 11.2% from previous year
Jumlah Karyawan yang Mengikuti Pelatihan dan Pengembangan
Number of Employees Participating in Training and Development
23,776 Karyawan | Employees
Meningkat 2,5% dari tahun sebelumnya
Increased by 2.5% from the previous year
Rata-rata jam pelatihan per karyawan per tahun
Average training hours per employee per year
9.44 Jam | Hours
Meningkat 30,0% dari tahun sebelumnya
Increased by 30.0% from the previous year
Lost Time Injury Frequency Rate (LTIFR)
0.058 Rate
Menurun 3,3% dari tahun sebelumnya
Decreased by 3.3% from the previous year
Penerima Manfaat Baru
New Beneficiaries
3,096 Orang | People
Meningkat 2,6% dari tahun sebelumnya
Increased by 2.6% from the previous year
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Aspek Tata Kelola Governance Aspect
Tidak terdapat pelanggaran terkait kecurangan, Tidak terdapat insiden korupsi yang melibatkan
korupsi, atau tindakan lain yang melanggar etika karyawan dan mitra kerja
bisnis
No corruption incidents involving employees or
No violations related to fraud, corruption, or
business partners were reported
other breaches of business ethics were recorded
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Laporan Direksi [GRI 2-22] [OJK D.1]
Report from the Board of Directors
Hamdani Dzulkarnaen S.
Presiden Direktur
President Director
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“ Bagi kami, keberlanjutan merupakan fondasi strategis dalam menjaga
relevansi bisnis dan memastikan ketahanan jangka panjang. Di tengah
pergeseran tren industri otomotif, Perseroan mengintegrasikan prinsip
environmental, social, and governance (ESG) ke dalam pengembangan
portofolio, penerapan arah strategis, dan penguatan kapabilitas sumber
daya manusia. Integrasi prinsip keberlanjutan dalam aspek bisnis juga
memberikan dampak nyata terhadap kinerja usaha. Hal ini tercermin pada
kinerja keuangan Perseroan yang tetap resilien, dengan pendapatan dan laba
bersih yang kembali mencetak rekor baru selama empat tahun berturut-turut.
Integrasi ESG tidak hanya mendorong pertumbuhan yang bernilai tambah
dan selaras dengan tanggung jawab terhadap lingkungan dan masyarakat,
tetapi sekaligus memperkuat ketahanan bisnis di masa depan.”
For us, sustainability constitutes a strategic foundation in maintaining business relevance
and ensuring long-term resilience. Amid shifting trends in the automotive industry,
the Company integrates environmental, social, and governance (ESG) principles into
portfolio development, strategic direction, and the strengthening of human capital
capabilities. The integration of sustainability principles into business aspects has also
delivered tangible impacts on performance. This is reflected in the Company’s resilient
financial results, with revenue and net profit reaching new records for four consecutive
years. ESG integration not only drives value-accretive growth aligned with responsibility
“
toward the environment and society, but also reinforces long-term business resilience.
Para Pemangku Kepentingan yang Terhormat, Dear Esteemed Stakeholders,
Dengan penuh rasa syukur, kami menyampaikan With gratitude, we present the 2025 Sustainability
Laporan Keberlanjutan Astra Otoparts tahun 2025. Report of Astra Otoparts. Throughout 2025, we
Sepanjang tahun 2025, kami terus memperkuat integrasi continued to strengthen the integration of sustainability
keberlanjutan ke dalam strategi bisnis Perseroan. Di into the Company’s business strategy. Amid the
tengah dinamika industri otomotif, kami memandang dynamic landscape of the automotive industry, we view
keberlanjutan sebagai fondasi strategis untuk menjaga sustainability as a strategic foundation to safeguard
ketahanan usaha, relevansi bisnis, dan penciptaan nilai business resilience, maintain relevance, and create long-
jangka panjang. Fokus tersebut kami dorong melalui term value. This focus is advanced through strengthened
penguatan arah kebijakan, pengendalian risiko, dan policy direction, disciplined risk management, and
disiplin alokasi modal, sehingga tujuan keberlanjutan prudent capital allocation, ensuring that sustainability
terhubung langsung dengan kinerja Perseroan. objectives are directly linked to the Company’s overall
performance.
Sejalan dengan penerapan prinsip tata kelola In line with the implementation of good corporate
perusahaan yang baik, kami menegaskan bahwa governance principles, we reaffirm that sustainable
pembangunan berkelanjutan telah menjadi bagian development has become an integral component of
penting dari arah strategis Perseroan. Komitmen ini the Company’s strategic direction. This commitment is
tercermin dalam penyusunan kebijakan dan inisiatif reflected in the formulation of policies and key initiatives
utama yang mempertimbangkan dampak ekonomi, that consider economic, environmental, and social
lingkungan, dan sosial, termasuk penghargaan terhadap impacts, including respect for human rights, across
hak asasi manusia, di seluruh aktivitas operasional, rantai all operational activities, supply chain processes, and
pasok, serta hubungan bisnis Perseroan. Atas dasar business relationships. On this basis, we present the
tersebut, kami menyampaikan Laporan Keberlanjutan 2025 Sustainability Report of Astra Otoparts as a form of
Astra Otoparts Tahun 2025 sebagai bentuk akuntabilitas accountability to all stakeholders.
Perseroan kepada seluruh pemangku kepentingan.
Laporan Keberlanjutan | Sustainability Report 2025 PT Astra Otoparts Tbk 9
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Dinamika dan Tantangan Sustainability Dynamics and
Keberlanjutan [OJK E.5] Challenges [OJK E.5]
Sepanjang tahun 2025, kami menghadapi dinamika Throughout 2025, we faced dynamics in the domestic
industri otomotif domestik yang penuh tantangan automotive industry that were both challenging and
sekaligus memberikan peluang strategis bagi Perseroan. presented strategic opportunities for the Company.
Berdasarkan data Gaikindo, penjualan mobil nasional According to data from Gaikindo, national car sales
tahun 2025 mencapai 803.687 unit, menurun 7,2% in 2025 reached 803,687 units, a decrease of 7.2%
dibandingkan tahun 2024 yang mencapai 865.723 compared to 865,723 units in 2024, primarily due to
unit. Hal ini disebabkan adanya tekanan dari sisi demand and financing pressures. Meanwhile, based
permintaan dan pembiayaan. Menurut data AISI, on AISI data, two-wheeler sales increased by 1.3%
penjualan kendaraan roda dua tumbuh 1,3% menjadi to 6.4 million units, compared to 6.3 million units in
6,4 juta unit dibandingkan dengan tahun 2024 sebesar 2024, supported by daily mobility needs and broader
6,3 juta unit, ditopang kebutuhan mobilitas harian dan consumer base. At the same time, the electrification
basis konsumen yang lebih luas. Pada saat yang sama, trend has driven increased demand for xEV vehicle
tren elektrifikasi kendaraan mendorong peningkatan components and accelerated the development of the
permintaan terhadap komponen kendaraan xEV dan electric vehicle ecosystem.
mendorong pengembangan ekosistem kendaraan listrik.
Dari sisi ESG, tantangan semakin menguat seiring From an ESG perspective, challenges intensified in line
meningkatnya ekspektasi pemangku kepentingan with rising stakeholder expectations regarding emissions
terhadap penurunan emisi, efisiensi sumber daya, reduction, resource efficiency, responsible waste
pengolahan limbah yang bertanggung jawab, kepatuhan management, compliance with evolving standards,
terhadap standar yang terus berkembang, dan and the need for accurate sustainability performance
kebutuhan akurasi data kinerja keberlanjutan di seluruh data across all Group entities. These conditions require
entitas Grup. Kondisi ini menuntut penguatan penerapan strengthened implementation of sustainable business
kegiatan usaha berkelanjutan, khususnya dalam integrasi practices, particularly in integrating ESG considerations
pertimbangan ESG ke dalam perencanaan investasi dan into investment planning and budgeting, as well as
anggaran, serta penyediaan data yang andal dan akurat ensuring the availability of reliable and accurate data to
untuk mendukung pengambilan keputusan, manajemen support consistent decision-making, risk management,
risiko, dan pelaporan secara konsisten. and reporting.
Di segmen manufaktur, kami merespons tantangan In the manufacturing segment, we responded to these
tersebut dengan mengelola kapasitas produksi challenges by managing production capacity adaptively,
secara adaptif, meningkatkan otomasi dan digitalisasi, increasing automation and digitalization, implementing
menjalankan efisiensi operasional secara disiplin, disciplined operational efficiencies, and enhancing
serta memperkuat perencanaan berbasis permintaan, demand-based planning to ensure more precise
agar keputusan produksi lebih presisi. Pada saat yang production decisions. At the same time, we reinforced
bersamaan, kami juga turut memperkuat ketahanan business resilience by optimizing contributions from the
bisnis melalui optimalisasi kontribusi pada segmen trading segment, which continues to grow in line with
perdagangan yang masih terus bertumbuh seiring the increasing number of vehicles in operation.
dengan jumlah kendaraan yang beroperasi.
Seiring dengan perkembangan teknologi otomotif, tren In response to technological advancements, the xEV
kendaraan listrik xEV turut mendukung pertumbuhan trend has further supported the growth of Indonesia’s
ekosistem kendaraan listrik di Indonesia, pada segmen electric vehicle ecosystem. In the manufacturing
manufaktur, kami terus meningkatkan kontribusi dengan segment, we expanded our contribution by increasing
menambahkan jumlah produk yang dihasilkan, baik the number of products manufactured, including both
common parts maupun specific parts, untuk kendaraan common parts and specific parts for four-wheeler and
roda empat dan roda dua. Perseroan melakukan two-wheeler vehicles. The Company expanded the
perluasan ekosistem EV melalui penambahan jumlah EV ecosystem through the addition of Altro-branded
mesin charging bermerek Altro serta penguatan jaringan charging machines and the strengthening of the Astra
pengisian daya kendaraan listrik khusus roda empat Otopower electric vehicle charging network dedicated
bernama Astra Otopower. to four-wheeler vehicles.
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Sejalan dengan agenda ESG, kami secara konsisten Aligned with our ESG agenda, we consistently promote
mendorong penerapan prinsip keberlanjutan di seluruh the implementation of sustainability principles across all
lini usaha melalui penguatan tata kelola dan koordinasi business lines through strengthened governance and
lintas fungsi, mempercepat penguatan kompetensi, serta cross-functional coordination, accelerated competency
memastikan konsistensi dan kualitas data keberlanjutan development, and the assurance of consistency and
sebagai dasar pengambilan keputusan dan akuntabilitas quality of sustainability data as a basis for decision-
kinerja. Kami juga mengarahkan agar alokasi sumber making and performance accountability. We also ensure
daya, pengendalian biaya, dan prioritas investasi that resource allocation, cost control, and investment
mempertimbangkan dampak dan risiko ESG secara priorities incorporate measurable ESG impacts and risks,
terukur, serta memperkuat kesiapan data. supported by enhanced data readiness.
Implementasi Strategi Implementation of
Keberlanjutan Sustainability Strategy
Sepanjang periode pelaporan, kami menempatkan During the reporting period, sustainability served as
keberlanjutan sebagai landasan strategi untuk the foundation of our strategy to ensure that growth
memastikan pertumbuhan berjalan seiring dengan proceeds in parallel with environmental impact
pengelolaan dampak lingkungan, penguatan aspek management, social strengthening, and robust
sosial, dan penerapan tata kelola yang kuat. Pergeseran governance practices. Shifting trends in the automotive
tren di industri otomotif yang dipengaruhi elektrifikasi, industry driven by electrification, resource efficiency
tuntutan efisiensi sumber daya, dekarbonisasi, demands, decarbonization, and increasing expectations
serta meningkatnya ekspektasi terhadap praktik for labor and supply chain practices have encouraged
ketenagakerjaan dan rantai pasok mendorong us to deepen the integration of material issues into
kami memperluas integrasi isu material ke dalam portfolio development, operational transformation, and
pengembangan portofolio, transformasi operasional, organizational capability enhancement.
dan penguatan kapabilitas organisasi.
Kerangka strategi Triple-P Roadmap, yang mencakup The Triple-P Roadmap strategy framework,
Portfolio, People, dan Public Contribution, menjadi encompassing Portfolio, People, and Public
acuan Perseroan untuk mengintegrasikan isu material Contribution, serves as the Company’s reference in
ke dalam perencanaan, pelaksanaan, dan evaluasi integrating material issues into planning, implementation,
kinerja, termasuk komitmen Astra Net Zero Scope 1 dan and performance evaluation. This includes the Astra
2 pada 2050 serta Astra Otoparts 2030 Sustainability Net Zero Scope 1 and 2 commitment by 2050 and
Aspirations, seperti pengurangan emisi gas rumah kaca the Astra Otoparts 2030 Sustainability Aspirations,
cakupan 1 dan 2, peningkatan bauran energi terbarukan, covering greenhouse gas emissions reduction for Scope
pengurangan intensitas pengambilan air, daur ulang 1 and 2, increased renewable energy mix, reduced
dan recovery limbah padat, keselamatan dan kesehatan water withdrawal intensity, solid waste recycling and
kerja, pengembangan masyarakat, ketahanan model recovery, occupational health and safety, community
bisnis, dan tata kelola yang baik. development, business model resilience, and good
governance.
Implementasi strategi dijalankan melalui pendekatan Strategy implementation is executed through the
LEAP, yaitu Leverage Trading Business, Leverage Position LEAP approach: Leverage Trading Business; Leverage
as Preferred OEM Suppliers, Operational Excellence in Position as Preferred OEM Suppliers; Operational
All Aspects to become Lowest Cost Producer to Ensure Excellence in All Aspects to Become the Lowest Cost
Sustainability, Product-Based Instead of Process-Based, Producer to Ensure Sustainability; Product-Based
serta People Readiness & Organization Effectiveness. Instead of Process-Based; and People Readiness &
Kerangka ini menghubungkan kepemimpinan pasar, Organization Effectiveness. This framework connects
keunggulan operasional, percepatan inovasi, dan market leadership, operational excellence, innovation
efektivitas organisasi dengan mempertimbangkan aspek acceleration, and organizational effectiveness with ESG
ESG, serta mengarahkan optimalisasi seluruh sumber considerations, while directing disciplined and value-
daya Perseroan secara disiplin dan berorientasi nilai. oriented resource optimization.
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Selaras dengan tema strategi “Growth Thru In alignment with the strategic theme “Growth
Digitalization & Excellence”, digitalisasi dan Through Digitalization & Excellence,” digitalization
operational excellence ditempatkan sebagai dua and operational excellence are positioned as the two
pilar utama dalam pengembangan bisnis Perseroan, main pillars across the Company’s manufacturing
yaitu segmen manufaktur dan perdagangan. Pada and trading segments. In the trading segment, the
segmen perdagangan, Perseroan memperkuat posisi Company strengthens its position as a market leader
sebagai market leader melalui penguatan portofolio, through portfolio enhancement, sharper market
ketajaman strategi pasar, perluasan cakupan pasar, serta strategies, expanded market coverage, and reinforced
memperkuat strategi omnichannel yang dimiliki dengan omnichannel capabilities to ensure a seamless customer
terus mengupayakan seamless customer journey. journey. In the manufacturing segment, competitiveness
Sementara itu, pada segmen manufaktur, Perseroan is enhanced through consistent quality control, cost
meningkatkan daya saing dengan terus menjaga kualitas, efficiency, delivery precision (QCD) via routine
menekan biaya, memastikan ketepatan pengiriman performance evaluations, shopfloor management
(QCD) melalui evaluasi kinerja rutin, perbaikan proses improvements, defect reduction programs, cost-saving
di area produksi (shopfloor management), menekan initiatives, and the utilization of automation and digital
jumlah produk cacat, program penghematan biaya, factory systems to increase productivity and achieve the
serta pemanfaatan otomasi dan sistem digital pabrik lowest cost producer status.
demi meningkatkan produktivitas untuk menjadi the
lowest cost producer.
Pencapaian Kinerja 2025 Sustainability
Keberlanjutan 2025 Performance Highlights
Dari sisi kinerja, pada 2025 Perseroan mencatat In terms of financial performance, in 2025 the Company
pendapatan bersih sebesar Rp19,9 triliun, tumbuh recorded net revenue of Rp19.9 trillion, an increase of
4,4% dibandingkan 2024 sebesar Rp19,1 triliun. 4.4% compared to Rp19.1 trillion in 2024. The trading
Segmen perdagangan menyumbang pendapatan segment contributed Rp9.3 trillion in net revenue, up
bersih Rp9,3 triliun, meningkat 4,5% dari Rp8,9 triliun 4.5% from Rp8.9 trillion in 2024, while the automotive
pada 2024, sedangkan segmen manufaktur komponen component manufacturing segment recorded Rp10.6
otomotif membukukan pendapatan bersih Rp10,6 trillion, an increase of 4.2% from Rp10.1 trillion in
triliun, meningkat 4,2% dari Rp10,1 triliun pada tahun the previous year. In line with revenue growth, the
sebelumnya. Sejalan dengan kenaikan pendapatan Company’s net profit reached Rp2.2 trillion in 2025,
tersebut, laba bersih Perseroan pada 2025 mencapai representing an 8.4% increase compared to Rp2.0
Rp2,2 triliun, tumbuh 8,4% dibandingkan 2024 sebesar trillion in 2024.
Rp2,0 triliun.
Sejalan dengan mitigasi risiko dan perluasan sumber In parallel with risk mitigation and growth diversification,
pertumbuhan, Perseroan juga menjalankan diversifikasi the Company also pursued measured diversification
terukur ke sektor nonotomotif, termasuk alat kesehatan, into non-automotive sectors, including medical devices,
serta memperkuat portofolio komponen alat berat, while strengthening its portfolio of heavy equipment,
pertambangan, dan industri lainnya. Di tingkat regional, mining, and other industrial components. Regionally,
ekspansi diperkuat melalui pendirian entitas baru di expansion was reinforced through the establishment of
Filipina, yaitu Astra Otoparts Philippines, Inc. dan Astra new entities in the Philippines, namely Astra Otoparts
Visteon Philippines, Inc. Philippines, Inc. and Astra Visteon Philippines, Inc.
Pada aspek lingkungan, fokus diarahkan pada On the environmental front, focus was directed toward
efisiensi energi, modernisasi proses produksi, serta energy efficiency, production process modernization,
pengembangan komponen kendaraan xEV bernilai and the development of high value-added xEV
tambah tinggi, seperti Auxiliary Battery, Hybrid Damper, components such as Auxiliary Battery, Hybrid Damper,
Hose Cooling Inverter and Motor, serta Battery Case, Hose Cooling Inverter and Motor, and Battery Case,
yang didukung kapabilitas research and development supported by strong research and development
(R&D) untuk memenuhi standar kualitas global. Perseroan (R&D) capabilities to meet global quality standards.
juga memperkuat ekosistem elektrifikasi melalui jaringan The Company also strengthened the electrification
pengisian daya Astra Otopower dengan 65 unit di 57 ecosystem through the Astra Otopower charging
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lokasi, kolaborasi dengan PLN untuk pengembangan network, with 65 units across 57 locations, collaboration pole-mounted charger di Sumatra Barat dan Jawa Barat, with PLN to develop pole-mounted chargers in West serta peluncuran merek Altro untuk fasilitas pengisian Sumatra and West Java, and the launch of the Altro brand daya internal. Langkah ini memperkuat kesiapan for internal charging facilities. These initiatives enhance Perseroan dalam menangkap peluang elektrifikasi serta the Company’s readiness to capture electrification memastikan daya saing kualitas dan kepatuhan terhadap opportunities while maintaining competitiveness and standar teknis yang berkembang. compliance with evolving technical standards. Pada 2025, konsumsi energi terbarukan Grup Astra In 2025, renewable energy consumption across the Astra Otoparts tercatat sebesar 356.182,8 GJ, meningkat Otoparts Group reached 356,182.8 GJ, an increase 30,1% dibanding tahun 2024 sebesar 273.767,7 of 30.1% compared to 273,767.7 GJ in 2024. GHG GJ. Emisi GRK juga menurun 11,5%, dari 135.884,6 emissions decreased by 11.5%, from 135,884.6 tons ton CO2eq menjadi 120.233,4 ton CO2eq, yang CO₂eq to 120,233.4 tons CO₂eq, reflecting sustained mencerminkan kinerja pengelolaan dampak lingkungan improvement in environmental impact management. In yang terus dipantau dan ditingkatkan secara line with resource efficiency, the Company implemented berkelanjutan. Sejalan dengan efisiensi sumber daya, prudent and measured investment strategies, including Perseroan menerapkan strategi investasi terukur dan modifying existing plastic mold assets for large battery prudent, termasuk memodifikasi aset cetakan plastik production, enabling capacity increases without yang ada untuk produksi baterai berukuran besar, additional machinery investment. sehingga peningkatan kapasitas dapat dilakukan tanpa penambahan mesin baru. Pada aspek sosial dan penguatan organisasi, Perseroan From a social and organizational perspective, the melanjutkan investasi pada pengembangan kompetensi, Company continued to invest in competency penguatan sistem keselamatan kerja, serta program development, strengthen occupational safety kontribusi sosial yang menjangkau puluhan ribu systems, and implement social contribution programs penerima manfaat. Perseroan terus memperkuat reaching tens of thousands of beneficiaries. The Public program Public Contribution berbagai beragam Contribution program is reinforced through four fields: inisiatif yang berlandaskan empat bidang, yaitu Bidang Health Field, Education Field, Environmental Field, Kesehatan, Bidang Pendidikan, Bidang Lingkungan, and Entrepreneurship Field. Throughout 2025, CSR dan Bidang Kewirausahaan. Sepanjang 2025, realisasi expenditures amounted to Rp6.1 billion, distributed to biaya CSR mencapai Rp6,1 miliar dan disalurkan kepada 3,096 new beneficiaries, bringing the cumulative total 3.096 penerima manfaat baru dengan total penerima beneficiaries since 2019 to 81,338 individuals. manfaat dari 2019 sebanyak 81.338 orang. Pada aspek tata kelola, Perseroan menempatkan From a governance standpoint, the Company positions tata kelola perusahaan yang baik (good corporate good corporate governance (GCG) and sustainability governance/GCG) dan keberlanjutan sebagai as the primary foundation of operations by integrating landasan utama operasional dengan mengintegrasikan principles of transparency, accountability, responsibility, prinsip transparansi, akuntabilitas, tanggung jawab, independence, and fairness into ESG management and independensi, dan kewajaran ke dalam pengelolaan the LEAP framework to ensure long-term performance ESG serta kerangka LEAP untuk memastikan keberhasilan success. To reinforce governance implementation, kinerja jangka panjang. Untuk memperkuat penerapan the Company leverages digitalization by integrating tata kelola, Perseroan memanfaatkan digitalisasi dengan manufacturing processes, distribution, and internal mengintegrasikan proses manufaktur, distribusi, dan e-commerce platforms. This integration enhances platform e-commerce internal. Integrasi ini memperkuat end-to-end oversight, improves data traceability, pengawasan secara menyeluruh dari hulu ke hilir, and promotes transparency and accountability across meningkatkan ketertelusuran data, serta mendorong the supply chain. In parallel, the Company maintains transparansi dan akuntabilitas di sepanjang rantai pasok. disciplined investment practices through asset Selaras dengan penguatan tersebut, Perseroan juga optimization and selective capital expenditure, ensuring menerapkan disiplin investasi melalui optimalisasi aset growth remains aligned with risk profile and funding dan selektivitas belanja modal, sehingga pertumbuhan capacity. tetap sejalan dengan profil risiko dan kapasitas pendanaan. Laporan Keberlanjutan | Sustainability Report 2025 PT Astra Otoparts Tbk 13
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Efektivitas penguatan tata kelola tersebut tercermin dari The effectiveness of governance strengthening is
berbagai penghargaan dari berbagai pihak eksternal reflected in numerous external recognitions received
sepanjang 2025, antara lain Best Stock Award 2025 in 2025, including Best Stock Award 2025 (Mid Cap
(Kategori Mid Cap – Sektor Barang Konsumen Non- Category – Non-Primary Consumer Goods Sector),
Primer), KEHATI ESG Award 2025 (Emiten dengan KEHATI ESG Award 2025 (Issuer with Best Sustainability
Prinsip Keberlanjutan Terbaik), The 16th IICD Corporate Principles), The 16th IICD Corporate Governance Award
Governance Award (Top 50 Mid Capitalization (Top 50 Mid Capitalization Company), Primaniyarta
Company), Primaniyarta Award 2025 (Eksportir Produk Award 2025 (Best Manufacturing Exporter), and Top 5
Manufaktur Terbaik), serta Top 5 Indonesia Best Digital Indonesia Best Digital Innovation 2025 (Non-Financial).
Innovation 2025 (Nonfinancial). Berbagai capaian These achievements reaffirm our position as an industry
ini menegaskan posisi kami sebagai pelaku industri player that not only prioritizes profitability but is also
yang tidak hanya berfokus pada profitabilitas, tetapi supported by strong governance foundations and a
juga ditopang fondasi tata kelola yang kuat dan arah sustainability-oriented growth trajectory.
pertumbuhan yang berorientasi pada keberlanjutan.
Penutup Closing
Kami menegaskan kembali bahwa keberlanjutan We reaffirm that sustainability is an integral part of the
merupakan bagian penting dari strategi Perseroan Company’s strategy to create balanced long-term
untuk menciptakan nilai jangka panjang yang seimbang value for shareholders, employees, customers, business
bagi pemegang saham, karyawan, pelanggan, partners, communities, and the environment. This
mitra usaha, masyarakat, dan lingkungan. Laporan Report reflects our commitment to managing impacts
ini mencerminkan komitmen kami untuk mengelola responsibly, enhancing transparency, and strengthening
dampak secara bertanggung jawab, meningkatkan the Company’s contribution to sustainable development.
transparansi, dan memperkuat kontribusi Perseroan Going forward, we will continue to strengthen a relevant
terhadap pembangunan berkelanjutan. Ke depan, kami portfolio, enhance operational excellence, accelerate
akan terus memperkuat portofolio yang relevan, terus digitalization, and develop organizational capabilities
meningkatkan operational excellence, mempercepat to ensure the Company remains competitive and
digitalisasi, dan mengembangkan kapabilitas organisasi responsive to evolving stakeholder expectations.
agar Perseroan tetap kompetitif serta mampu menjawab
perubahan ekspektasi pemangku kepentingan.
Kami menyampaikan apresiasi kepada Dewan Komisaris, We extend our appreciation to the Board of
seluruh karyawan, dan para pemangku kepentingan atas Commissioners, all employees, and stakeholders for
kolaborasi dan kepercayaan yang terus terjaga. Dengan their continued collaboration and trust. With shared
komitmen bersama, kami optimis Astra Otoparts akan commitment, we are confident that Astra Otoparts will
terus tumbuh sebagai perusahaan yang berdaya saing, continue to grow as a competitive, adaptive company
adaptif, dan berkontribusi nyata bagi masa depan yang that delivers tangible contributions to a sustainable
berkelanjutan. future.
Jakarta, Maret 2026 | Jakarta, March 2026
Atas nama Direksi | On Behalf of The Board of Directors
Hamdani Dzulkarnaen S.
Presiden Direktur
President Director
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01
Sekilas Tentang Astra
Otoparts
Astra Otoparts Overview
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Identitas Astra Otoparts������������������������� 18
Astra Otoparts Identity
Profil Singkat������������������������������������������� 19
Brief Profile
Visi, Misi, dan Nilai���������������������������������� 21
Vision, Mission, and Core Values
Struktur Organisasi�������������������������������� 22
Organizational Structure
Skala Usaha�������������������������������������������� 26
Business Scale
Produk, Layanan, dan Kegiatan
Usaha�������������������������������������������������������27
Products, Services, and Business
Activities
Keanggotaan Asosiasi��������������������������� 28
Association Memberships
Laporan Keberlanjutan | Sustainability Report 2025 PT Astra Otoparts Tbk 17
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Identitas Astra Otoparts
Sekilas Tentang Astra Otoparts
Astra Otoparts Overview
Astra Otoparts Identity
Nama Perusahaan [GRI 2-1]
PT Astra Otoparts Tbk
Company Name
Tanggal Pendirian 20 September 1991
Date of Establishment September 20, 1991
Bidang Usaha Manufaktur, Perdagangan, dan Jasa Komponen Otomotif
Business Activities Manufacturing, Trading, and Services of Automotive Components
Jenis/Badan Hukum [GRI 2-1] Perseroan Terbatas
Legal Entity Type/Status Limited Liability Company
Perseroan awalnya didirikan dengan nama PT Federal Adiwiraserasi berdasarkan
Akta Pendirian No. 50 yang dibuat oleh Notaris Rukmasanti Hardjasatya, S.H.,
dan memperoleh pengesahan dari Kementerian Kehakiman Republik Indonesia
melalui Surat Keputusan No. C2-1326.HT.01.01.TH.92 tanggal 11 Februari 1992,
serta diumumkan dalam Lembaran Berita Negara No. 39 Tambahan No. 2208 pada
15 Mei 1992. Anggaran Dasar Perseroan telah mengalami beberapa perubahan,
dengan perubahan terakhir dituangkan dalam Akta Notaris No. 14 tanggal 12 April
Dasar Hukum Pendirian 2021 oleh Notaris Aulia Taufani, S.H.
Legal Basis of Establishment The Company was originally established under the name PT Federal Adiwiraserasi
pursuant to Deed of Establishment No. 50, drawn up before Notary Rukmasanti
Hardjasatya, S.H., and as approved by the Ministry of Justice of the Republic of
Indonesia through Decree No. C2-1326.HT.01.01.TH.92 dated February 11, 1992.
The establishment was subsequently published in State Gazette No. 39, Supplement
No. 2208 dated May 15, 1992. The Company’s Articles of Association have been
amended from time to time, with the latest amendment set forth in Notarial Deed
No. 14 dated April 12, 2021, drawn up before Notary Aulia Taufani, S.H.
Modal Dasar 10.000.000.000 saham
Authorized Capital 10,000,000,000 shares
Modal Ditempatkan dan Disetor Penuh 4.819.733.000 saham
Issued and Fully-paid Capital 4,819,733,000 shares
Komposisi Pemegang Saham per 31 • PT Astra International Tbk (80%) 3.855.786.337 saham
Desember 2025 [GRI 2-1] [OJK C.3] • Masyarakat (20%) 963.946.663 saham
Shareholding Composition as of • PT Astra International Tbk (80%) 3,855,786,337 shares
December 31, 2025 • Public (20%) 963,946,663 shares
Kode Saham
AUTO
Stock Code
Pencatatan di Bursa Saham PT Bursa Efek Indonesia (BEI)
Stock Exchange Listing Indonesia Stock Exchange (IDX)
Alamat Kantor Pusat [GRI 2-1] [OJK C.2]
Jl. Raya Pegangsaan Dua Km 2,2 Kelapa Gading, Jakarta 14250
Head Office Address
(62-21) 460-3550
Kontak (62-21) 460-3549
Contact contact@component.astra.co.id
www.astra-otoparts.com
Wilayah operasional Perseroan mencakup kantor pusat, kantor cabang, kantor
perwakilan, serta jaringan distribusi yang tersebar di berbagai kota besar di
Wilayah Operasional [GRI 2-1] [OJK C.3] Indonesia. Informasi lebih lengkap tersedia dalam Laporan Tahunan Perseroan.
[TR-AP-000.C]
Operational Areas The Company’s operational areas include its head office, branch offices,
representative offices, and distribution network located across major cities in
Indonesia. More detailed information is available in the Company’s Annual Report.
Perseroan mendirikan anak perusahaan baru di Filipina, Astra Otoparts Philippines
Inc. dan Astra Viseton Philippines Inc. Adapun Perseroan menambah 51 gerai
ritel dan berkolaborasi dengan PLN Enjiniring untuk menghadirkan pole mounted
Perubahan Signifikan [OJK C.6] charger.
Significant Changes The Company established two new subsidiaries in the Philippines, Astra Otoparts
Philippines Inc. and Astra Viseton Philippines Inc.. In addition, the Company
expanded its retail network by adding 51 new retail outlets and collaborated with
PLN Enjiniring to introduce pole-mounted electric vehicle chargers.
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Profil Singkat
Sekilas Tentang Astra Otoparts
Astra Otoparts Overview
Brief Profile
PT Astra Otoparts Tbk (“Perseroan”) adalah grup PT Astra Otoparts Tbk (“the Company”) is the largest
perusahaan komponen otomotif terbesar di Indonesia automotive components group in Indonesia, focusing on
yang berfokus pada produksi dan distribusi berbagai the manufacturing and distribution of a wide range of
suku cadang kendaraan bermotor, baik roda dua motor vehicle parts for two-wheeler and four-wheeler
maupun roda empat. Operasi Perseroan dimulai pada vehicles. The Company’s operations commenced in
1976 melalui pendirian PT Alfa Delta Motor, dan sejak itu 1976 with the establishment of PT Alfa Delta Motor, and
mengalami beberapa perubahan identitas hingga resmi since then it has undergone several identity changes
menggunakan nama PT Astra Otoparts Tbk pada 1998. before officially adopting the name PT Astra Otoparts
Tbk in 1998.
Perseroan menjalankan kegiatan usaha melalui The Company conducts its business activities through
dua segmen, yaitu manufaktur dan perdagangan. two segments, namely manufacturing and trading. The
Operasional Perseroan mencakup produksi dan Company’s operations encompass the production
distribusi suku cadang yang melayani pasar original and distribution of spare parts serving, namely original
equipment manufacturer (OEM) untuk pabrikan otomotif equipment manufacturer (OEM) for automotive
dan replacement equipment manufacturer (REM) atau manufactures and replacement equipment manufacturer
perdagangan untuk kebutuhan suku cadang pengganti. (REM) or trading for the aftermarket spare parts segment.
[GRI 2-6] [OJK C.4] [GRI 2-6] [OJK C.4]
Di segmen manufaktur, Perseroan memproduksi In the manufacturing segment, the Company produces
beragam komponen dan rakitan (assemblies) otomotif a wide range of automotive components and assemblies
untuk memenuhi kebutuhan pasar domestik maupun to meet both domestic and export market demand. The
ekspor. Perseroan juga menjalin kemitraan strategis Company also maintains strategic partnerships with
dengan berbagai merek global terkemuka, seperti leading global brands, such as Denso, Kayaba, Aisin,
Denso, Kayaba, Aisin, Akebono Brake, GS Yuasa Akebono Brake, GS Yuasa International, Pirelli, SKF,
International, Pirelli, SKF, Daido, dan lainnya untuk Daido, and others, to ensure high-quality standards and
memastikan standar kualitas serta inovasi produk yang continuous product innovation. [GRI 2-6] [OJK C.4]
berkelanjutan. [GRI 2-6] [OJK C.4]
Pada segmen perdagangan, Perseroan berperan In the trading segment, the Company plays a significant
penting dalam penyaluran suku cadang otomotif untuk role in distributing automotive spare parts for the
pasar pengganti di dalam maupun luar negeri. Didukung domestic and the international replacement market.
dengan jaringan distribusi yang luas, Astra Otoparts Supported by an extensive distribution network, Astra
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mengoperasikan 49 diler utama dan 27 kantor penjualan Otoparts operates 49 main dealers and 27 sales offices,
yang melayani lebih dari 15.000 toko pengecer di serving more than 15,000 retail outlets across Indonesia.
seluruh Indonesia. Pangsa pasar Perseroan juga telah The Company’s market expands to more than 50
Sekilas Tentang Astra Otoparts
Astra Otoparts Overview
meluas hingga lebih dari 50 negara di Asia, Afrika, countries across Asia, Africa, the Americas, Europe, and
Amerika, Eropa, dan Timur Tengah. [GRI 2-6] [OJK C.4] the Middle East. [GRI 2-6] [OJK C.4]
Untuk memperkuat pertumbuhan bisnis di industri To strengthen its business growth in the automotive
otomotif, Perseroan mengoperasikan Shop & Drive, industry, the Company operates Shop & Drive,
jaringan ritel komponen otomotif modern pertama di Indonesia’s first modern automotive component retail
Indonesia dengan model waralaba, yang berfokus pada network with a franchise model, focusing on the sale and
penjualan dan penyediaan fast-moving parts, termasuk provision of fast-moving parts, as well as fast services
juga layanan quick-service untuk kendaraan roda empat for four-wheeler vehicles, offering standardized service
dengan kualitas layanan terstandar dan layanan terkait. quality and related services. By the end of 2025, the
Hingga akhir 2025, Perseroan telah mengoperasikan Company operated 7 Super Shop & Drive outlets, 408
7 gerai Super Shop & Drive, 408 gerai Shop & Drive, Shop & Drive outlets, and 89 Shop & Bike outlets across
dan 89 gerai Shop & Bike di Pulau Jawa, Bali, Sumatra, Java, Bali, Sumatra, Kalimantan, Sulawesi, Maluku, and
Kalimantan, Sulawesi, Maluku, serta Papua. Selain itu, Papua. In addition, the Company also provides regular
Perseroan juga memberikan layanan perawatan berkala maintenance services for four-wheeler vehicles through
untuk melayani kendaraan roda empat melalui 40 gerai 40 Astra Otoservice outlets.
Astra Otoservice.
Perseroan juga mengelola 110 gerai Motoquick yang The Company also operated 110 Motoquick outlets
beroperasi di jaringan toko swalayan, seperti Alfamart, located in convenience store chains such as Alfamart,
Family Mart, dan Lawson. Layanan ini menyediakan Family Mart, and Lawson. This service provides battery,
penggantian aki, ban, dan pelumas untuk kendaraan tire, and lubricant replacement for two-wheeler
roda dua dengan memanfaatkan produk unggulan vehicles, utilizing the Company’s flagship products,
Perseroan, antara lain GS Astra, Aspira Premio, dan including GS Astra, Aspira Premio, and Federal. To
Federal. Guna memperluas jangkauan dan memudahkan further expand its reach and enhance customer access,
akses konsumen, Perseroan juga mengembangkan the Company also developed the e-commerce platform
platform e-commerce www.astraotoshop.com yang www.astraotoshop.com, offering a wide range of Astra
menawarkan berbagai produk serta layanan Astra Otoparts products.
Otoparts.
Diversifikasi usaha merupakan salah satu pendorong Business diversification is one of the Company’s primary
utama pertumbuhan Perseroan. Dalam perjalanannya, drivers of growth. Throughout its development, the
Perseroan membentuk sejumlah anak perusahaan dan Company has established a number of subsidiaries and
usaha patungan bersama produsen komponen otomotif joint ventures in collaboration with leading automotive
terkemuka dari berbagai negara, termasuk Amerika component manufacturers from various countries,
Serikat, China, Indonesia, Italia, Jepang, Jerman, Swedia, including the United States, China, Indonesia, Italy,
dan Taiwan, dengan mitra strategis seperti Aisin Seiki Japan, Germany, Sweden, and Taiwan, with strategic
Co., Ltd, Aisin Takaoka Co., Ltd, Akashi Kikai Seisakusho partners such as Aisin Seiki Co., Ltd, Aisin Takaoka Co.,
Co., Ltd, Akebono Brake Industry Co. Ltd., Aktiebolaget Ltd, Akashi Kikai Seisakusho Co., Ltd, Akebono Brake
SKF, Asano Gear Co., Ltd, Daido Steel Co., Ltd., Denso Industry Co. Ltd., Aktiebolaget SKF, Asano Gear Co.,
International Asia Pte.Ltd., DIC Corporation, Gemala Ltd, Daido Steel Co., Ltd., Denso International Asia
Grup, GS Yuasa International Ltd., Juoku Technology Pte.Ltd., DIC Corporation, Gemala Grup, GS Yuasa
Co., Ltd., Kayaba Corporation, Keihin Seimitsu Kogyo International Ltd., Juoku Technology Co., Ltd., Kayaba
Co., Ltd., Mahle Engine Component Japan Corp., Corporation, Keihin Seimitsu Kogyo Co., Ltd., Mahle
Metalart Corporation, Nippon Gasket Co., Ltd., Nittan Engine Component Japan Corp., Metalart Corporation,
Valve Company Limited, NTN Corporation, Pirelli Tyre Nippon Gasket Co., Ltd., Nittan Valve Company
S.p.A, Hangzhou Sunfun Chain, Co., Ltd, Toyoda Gosei Limited, NTN Corporation, Pirelli Tyre S.p.A, Hangzhou
Co., Ltd, Toyota Industries Corporation, Triputra Grup, Sunfun Chain, Co., Ltd, Toyoda Gosei Co., Ltd, Toyota
dan Visteon Corporation. Industries Corporation, Triputra Group, and Visteon
Corporation.
Sebagai grup usaha manufaktur dan perdagangan As the largest automotive component manufacturing
komponen otomotif terbesar di Indonesia yang berada and trading group in Indonesia under the auspices
di bawah naungan PT Astra International Tbk, salah of PT Astra International Tbk, one of the country’s
satu konglomerasi multisektor terkemuka di tanah air, leading multi-sector conglomerates, the Company
Perseroan secara konsisten mencatatkan pertumbuhan has consistently delivered strong performance growth
kinerja yang kuat melalui pengembangan produk dan through the development of innovative and highly
layanan yang inovatif serta memiliki daya saing tinggi. competitive products and services.
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Visi, Misi, dan Nilai [OJK C.1]
Sekilas Tentang Astra Otoparts
Astra Otoparts Overview
Vision, Mission, and Core Values
Visi dan Misi Vision and Mission
Visi | Vision
Menjadi supplier komponen otomotif kelas dunia, sebagai mitra usaha pilihan utama di Indonesia dengan
kemampuan engineering yang andal.
World class auto parts supplier, partner of choice in Indonesia with excellent engineering competence.
Misi | Mission
1. Mengembangkan industri komponen otomotif yang andal dan kompetitif, serta menjadi mitra strategis
bagi para pemain industri otomotif Indonesia dan dunia.
To develop a strong and competitive automotive components industry, and become a strategic partner
for domestic and global industry players.
2. Menjadi warga usaha yang bertanggung jawab dan memberikan kontribusi positif kepada para
pemangku kepentingan.
To be a responsible corporate citizen that provides positive contribution to stakeholders.
Nilai-nilai Astra Otoparts Astra Otoparts Core Values
Bertekad dan mampu Selalu mencari peluang Selalu mempunyai hasrat Bangga sebagai bagian
membuktikan apa untuk memberikan lebih yang menggebu-gebu dari Grup Astra Otoparts
yang diucapkan dan dari yang diharapkan untuk mencapai hasil dan berkomitmen untuk
diamanatkan sesuai pelanggan melalui yang lebih baik dari bertukar pikiran serta
dengan tugas-tugasnya usaha-usaha terbaik dan tuntutan kerja. saling membantu dalam
di Grup Astra Otoparts inovasi yang tiada henti usaha untuk mencapai
serta prinsip-prinsip dalam segala bidang. Consistently having keberhasilan bersama
good corporate relentless passion to demi keunggulan Grup
Consistently seeking achieve better results
governance (GCG). Astra Otoparts.
opportunities to provide than required.
more-than-customers’ Proud to be a part of
Committed and capable
expectation through the Astra Otoparts
to demonstrate what is
the best efforts and group and committed
declared and mandated
unceasing innovations in to sharing insights and
in accordance to the
all aspects. supporting others to
authorities in Astra
Otoparts Group achieve common success
and good corporate for Astra Otoparts
governance (GCG) Group excellence.
principles.
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Struktur Organisasi
Sekilas Tentang Astra Otoparts
Astra Otoparts Overview
Organizational Structure
SHAREHOLDERS
BOARD OF COMMISSIONERS
President Commissioner : Gidion Hasan
Independent Commissioner : Agus Tjahajana Wirakusumah
Independent Commissioner : Bambang Widjanarko E. S.
Independent Commissioner : Djangkep Budhi Santoso
Commissioner : Sudirman Maman Rusdi
Commissioner : Gunawan Geniusahardja
Commissioner : Thomas Junaidi Alim Wijaya
BOARD OF DIRECTORS
President Director : Hamdani Dzulkarnaen S.
Vice President Director : Yusak Kristian Solaeman
Director : Tujuh Martogi Siahaan
Director : Ronny Kusgianta
Director : Sophie Handili
Director : Abun Gunawan
Director : Prihatanto Agung Lesmono
Director : Andi Gunanto
PRESIDENT DIRECTOR
Hamdani Dzulkarnaen S.
VICE PRESIDENT DIRECTOR
Yusak Kristian Solaeman
DIRECTOR IN CHARGE
CORPORATE OPERATIONS
Domestic Operation EIC: Tujuh Martogi Siahaan *)
Retail Operation EIC: Indra Nugraha Wisuda
Tujuh Martogi Siahaan
International Operation EIC: Tujuh Martogi Siahaan *)
Marketing EIC: Indra Nugraha Wisuda *)
Andi Gunanto Nusametal EIC: Andi Gunanto
Engineering Development Center EIC: Aji Atmojo
Hamdani Dzulkarnaen Salim
Winteq EIC: Fadli Hari Purnomo
*) concurrent
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Sekilas Tentang Astra Otoparts
Astra Otoparts Overview
AUDIT COMMITTEE
Chairman : Djangkep Budhi Santoso
Member : • Wiwiek Dianawati Santoso
• Regina Okthory Sucianto
NOMINATION AND REMUNERATION COMMITTEE
Chairman : Bambang Widjanarko E. S.
Member : • Gidion Hasan
• Sudirman Maman Rusdi
CORPORATE FUNCTIONS
Corporate Internal Audit & Risk Management Herindra Veriawan
Hamdani Dzulkarnaen Salim
Corporate Planning & Strategy Yusak Kristian Solaeman *)
Corporate HC Development, IR & Security B. Nawang Wulan
Ronny Kusgianta HC Services, GA, Purchase, CSR & SHE Edwin Suhendra
Manufacturing Excellence/ISD Ronny Kusgianta *)
Corporate Accounting, Tax, & Treasury Sisca Iskandar
Corporate Financial Planning & Analysis Sophie Handili *)
Corporate Secretary & Legal Alberto Siahaan
Sophie Handili
Corporate Communication & Investor Relations Wisnu Wijaya
Corporate Information Technology & Business Process Management Sophie Handili *)
Shared Service Center Ratri Pudji Astuti
Abun Gunawan Key Account Management Abun Gunawan *)
Prihatanto Agung Lesmono Business Development Prihatanto Agung Lesmono *)
*) concurrent
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Struktur Organisasi
Sekilas Tentang Astra Otoparts
Astra Otoparts Overview
Organizational Structure
PRESIDENT DIRECTOR
Hamdani Dzulkarnaen S.
VICE PRESIDENT DIRECTOR
DIRECT COMPANIES
Yusak Kristian Solaeman
DIRECTOR IN CHARGE LINE OF BUSINESS EXECUTIVE IN CHARGE
PT Evoluzione Tyres EIC: Sigit Wibisiono
Manufacturing 1 PT Gemala Kempa Daya EIC: Ronny Kusgianta *)
Ronny Kusgianta PT Inti Ganda Perdana EIC: Ronny Kusgianta *)
PT Wahana Eka Paramitra EIC: Ronny Kusgianta *)
PT Aisin Indonesia EIC : FX Lilik Haryanto
PT AT Indonesia EIC : Ageng Setiawan
PT Federal Nittan Industries EIC : Syamsul Hidayat
Manufacturing 2 PT GS Battery EIC : Abun Gunawan *)
Abun Gunawan PT Kayaba Indonesia EIC: Nur Kholis Farchan
PT Pakoakuina EIC : Efendi
PT SKF Indonesia EIC : Handry Budiarto
PT Toyoda Gosei Indonesia EIC: Adiati lka Sitarasti
PT Akebono Brake Astra Indonesia EIC : Daniel Suryananta
Akebono Brake Astra Vietnam Co., Ltd. EIC: Daniel Suryananta *)
PT Autoplastik Indonesia EIC : Antonius Hasibuan
Manufacturing 3 PT Century Batteries Indonesia EIC : Andi Gunanto *)
Andi Gunanto PT FSCM Manufacturing Indonesia EIC : lan Aliansyah
PT Menara Terus Makmur EIC: Evi Sulistyorini
PT MetalArt Astra Indonesia EIC : Antonius R Sri Bimo
PT Nusa Keihin Indonesia EIC: Andi Gunanto *)
PT Astra Daido Steel Indonesia EIC: Nani Nurjani Sutarman
Manufacturing 4
PT DIC Astra Chemicals EIC: Subrono
Tujuh Martogi Siahaan
PT Federal Izumi Manufacturing EIC: Iwan Widiawan
PT Astra Juoku Indonesia EIC: Felix Rikantara
PT Astra Komponen Indonesia EIC: Prihatanto Agung Lesmono *)
Manufacturing 5 PT Astra Nippon Gasket Indonesia EIC : Henry Setiawan
Prihatanto Agung Lesmono Astra Otoparts Philippines Inc. EIC : Prihatanto Agung Lesmono *)
PT Astra Visteon Indonesia EIC: Donny Novanda
PT Denso Indonesia EIC Suryaningrum
PT TD Automotive Compressor Indonesia EIC : Susanti Dewi Pitanadi
PT Velasto Indonesia EIC: Dian Metias
Aftermarket & Trading PT Ardendi Jaya Sentosa EIC : Tujuh Martogi Siahaan *)
Tujuh Martogi Siahaan*) PT Senantiasa Makmur EIC : Tujuh Martogi Siahaan *)
*) Concurrent
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Sekilas Tentang Astra Otoparts
Astra Otoparts Overview
INDIRECT COMPANIES
DIRECTOR IN CHARGE LINE OF BUSINESS EXECUTIVE IN CHARGE
PT Akashi Wahana Indonesia EIC : Himindo Salimin
Manufacturing 1
PT Asano Gear Indonesia EIC : Ronny Kusgianta *)
Ronny Kusgianta PT Astra NTN Driveshaft Indonesia EIC : Ronny Kusgianta *)
PT Advics Manufacturing Indonesia EIC : Wibowo
PT Aisin Indonesia Automotive EIC : FX Lilik Haryanto *)
Manufacturing 2
PT Inkoasku EIC : Efendi*)
Abun Gunawan
PT Palingda Nasional EIC : Efendi *)
PT Topy Palingda Manufacturing Indonesia EIC : Efendi *)
Manufacturing 3
Superior Chain (Hangzhou) Co., Ltd. EIC : lan Aliansyah *)
Andi Gunanto
Astra Visteon Philippines Inc. EIC : Donny Novanda *)
Astra Visteon Vietnam Co., Ltd. EIC : Donny Novanda *)
PT Denso Sales Indonesia EIC : Suryaningrum *)
Manufacturing 5
PT Hamaden Indonesia Manufacturing EIC : Suryaningrum *)
Prihatanto Agung Lesmono PT Kreasi Mandiri Wintor Distributor &
EIC : Donny Novanda *)
PT Kreasi Mandiri Wintor Indonesia
*) Concurrent
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Skala Usaha [OJK C.3]
Sekilas Tentang Astra Otoparts
Astra Otoparts Overview
Business Scale
Keterangan Satuan
2025 2024 2023
Description Unit
Total Aset Rp Juta
Total Assets 22,615,479 21,030,018 19,613,043
Rp Million
Total Liabilitas Rp Juta
Total Liabilities 5,651,097 5,441,894 5,073,319
Rp Million
Total Ekuitas Rp Juta
Total Equity 16,964,382 15,588,124 14,539,724
Rp Million
Jumlah Karyawan Orang
Total Employees 30,051 30,517 31,655
People
Jumlah Pengguna Aplikasi Shop & Drive
Number of Shop & Drive Application Konsumen
296,420 263,000 156,579
Users Customer
Shop & Drive Gerai
Shop & Drive 408 390 374
Outlet
Super Shop & Drive Gerai
Super Shop & Drive 7 7 7
Outlet
Shop & Bike Gerai
Shop & Bike 89 70 50
Outlet
Astra Otoservice Gerai
Astra Otoservice 40 27 15
Outlet
Motoquick Gerai
Motoquick 110 109 112
Outlet
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Produk, Layanan, dan Kegiatan
Sekilas Tentang Astra Otoparts
Astra Otoparts Overview
Usaha [GRI 2-6] [OJK C.4]
Products, Services, and Business Activities
Berdasarkan Akta Anggaran Dasar No. 14 tanggal 12 Based on the Deed of Articles of Association No. 14
April 2021 yang disusun oleh Notaris Aulia Taufani, dated April 12, 2021, drawn up by Notary Aulia Taufani,
S.H., Perseroan menjalankan kegiatan usaha di bidang S.H., the Company conducts business activities in the
perdagangan, perindustrian, serta jasa dalam lingkup fields of trading, manufacturing, and services within the
aktivitas profesional, ilmiah, dan teknis, yang mencakup scope of professional, scientific, and technical activities,
antara lain: which include:
Perdagangan | Trading
1. Perdagangan besar (termasuk impor) suku cadang dan aksesoris mobil;
2. Perdagangan besar (termasuk impor) suku cadang sepeda motor dan aksesorisnya; dan
3. Sewa guna usaha tanpa hak opsi aset nonfinansial bukan karya hak cipta.
1. Wholesale trading (including import) of automobile spare parts and accessories;
2. Wholesale trading (including import) of motorcycle spare parts and accessories; and
3. Leasing of non-financial assets without option rights, excluding copyrighted works.
Perindustrian | Industry
1. Industri suku cadang dan aksesoris kendaraan bermotor roda empat atau lebih;
2. Industri komponen dan perlengkapan sepeda motor roda dua dan tiga;
3. Industri mesin dan perkakas mesin untuk pengerjaan logam; dan
4. Industri mesin dan perkakas mesin untuk pengerjaan bahan bukan logam dan kayu.
1. Industry of spare parts and accessories for four-wheeler or more motor vehicles;
2. Industry of components and equipment for two- and three-wheeler motorcycles;
3. Industry of machinery and machine tools for metalworking; and
4. Industry of machinery and machine tools for non-metal and wood processing.
Jasa (aktivitas profesional, ilmiah, dan teknis) | Services (professional, scientific, and technical activities)
1. Aktivitas konsultasi manajemen, termasuk aktivitas penyedia gabungan jasa administrasi kantor;
2. Penelitian dan pengembangan teknologi dan rekayasa;
3. Jasa pengujian laboratorium;
4. Aktivitas konsultasi bisnis dan broker bisnis; dan
5. Aktivitas profesional, ilmiah dan teknis lainnya yang tidak diklasifikasikan di tempat lain.
1. Management consulting activities, including the provision of combined office administrative
services;
2. Research and development in technology and engineering;
3. Laboratory testing services;
4. Business consulting and business brokerage activities; and
5. Other professional, scientific, and technical activities not elsewhere classified.
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Keanggotaan Asosiasi [GRI 2-28] [OJK C.5]
Sekilas Tentang Astra Otoparts
Astra Otoparts Overview
Association Memberships
Nama Asosiasi Status
Name of Association Status
Kamar Dagang dan Industri Indonesia (KADIN) Anggota
Indonesian Chamber of Commerce and Industry (KADIN) Member
Gabungan Industri Alat Mobil dan Motor (GIAMM) Anggota
Association of Automotive and Motorcycle Equipment Industries (GIAMM) Member
Gabungan Industri Kendaraan Bermotor Indonesia (GAIKINDO) Anggota
Association of Indonesian Automotive Industries (GAIKINDO) Member
Asosiasi Pengusaha Indonesia (APINDO) Anggota
Indonesian Employers Association (APINDO) Member
Asosiasi Produsen Alat Kesehatan Indonesia (ASPAKI) Anggota
Indonesian Medical Device Manufacturers Association (ASPAKI) Member
Indonesia Mold & Dies Industry Association (IMDIA) Anggota
Indonesia Mold & Dies Industry Association (IMDIA) Member
ASEAN Manufacturing Network Anggota
ASEAN Manufacturing Network Member
Asosiasi Emiten Indonesia (AEI) Anggota
Association of Indonesian Issuers (AEI) Member
Indonesian Corporate Secretary Association (ICSA) Anggota
Indonesian Corporate Secretary Association (ICSA) Member
Perhimpunan Hubungan Masyarakat Indonesia (Perhumas) Anggota
Indonesian Public Relations Association (Perhumas) Member
Asosiasi Pengusaha Pengisian Kendaraan Listrik Indonesia (APPKLI) Anggota
Indonesian Electric Vehicle Charging Entrepreneurs Association (APPKLI) Member
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Sekilas Tentang Astra Otoparts
Astra Otoparts Overview
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02
Roadmap Keberlanjutan
Astra Otoparts
Astra Otoparts Sustainability Roadmap
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Triple-P Roadmap Strategy ������������������ 33
Triple-P Roadmap Strategy
Astra Otoparts 2030 Sustainability
Aspirations��������������������������������������������� 34
Astra Otoparts 2030 Sustainability
Aspirations
Tantangan dalam Mewujudkan
Keberlanjutan������������������������������������������37
Challenges in Advancing Sustainability
Sertifikasi dan Penghargaan������������������ 38
Certifications and Awards
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Astra Otoparts menempatkan prinsip-prinsip Astra Otoparts regards sustainability principles as
keberlanjutan sebagai fondasi penting bagi ketangguhan a core foundation of its long-term resilience and
dan daya saing jangka panjang dalam industri competitiveness in the automotive components industry.
komponen otomotif. Kami berupaya menyeimbangkan We are committed to balancing business growth with
pertumbuhan bisnis dengan tanggung jawab terhadap environmental stewardship and social responsibility
Roadmap Keberlanjutan Astra Otoparts
Astra Otoparts Sustainability Roadmap
lingkungan dan masyarakat melalui penerapan prinsip by embedding ESG principles across our operations.
ESG di seluruh proses operasional. Pendekatan ini This approach enhances efficiency, fosters innovation,
mendorong efisiensi, inovasi, serta pengelolaan risiko and strengthens risk management, while ensuring that
yang lebih baik, sekaligus memastikan bahwa setiap every business activity delivers sustainable value to our
aktivitas bisnis memberikan nilai berkelanjutan bagi para stakeholders.
pemangku kepentingan.
Selaras dengan komitmen Grup Astra untuk mencapai In alignment with the Astra Group’s commitment to
Astra Net Zero Scope 1 & 2 pada tahun 2050, Astra achieving Astra Net Zero Scope 1 & 2 by 2050, Astra
Otoparts memperkuat transformasi menuju praktik Otoparts continues to strengthen its transformation
yang lebih rendah karbon, inklusif, dan berorientasi toward lower-carbon, more inclusive, and future-
masa depan. Komitmen tersebut diperkuat dengan oriented practices. This commitment is further reinforced
arah keberlanjutan grup yang semakin terstruktur untuk by the group’s increasingly structured sustainability
memastikan bahwa strategi bisnis berjalan sejalan direction, ensuring that business strategies remain
dengan perlindungan lingkungan dan kesejahteraan closely aligned with environmental protection and the
masyarakat. well-being of society.
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Triple-P Roadmap Strategy [GRI 2-24]
Triple-P Roadmap Strategy
Roadmap Keberlanjutan Astra Otoparts
Astra Otoparts Sustainability Roadmap
Sebagai landasan implementasi keberlanjutan, Astra As the foundation of its sustainability implementation,
Otoparts menerapkan strategi Triple-P Roadmap, Astra Otoparts adopts the Triple-P Roadmap
yang terdiri atas Portfolio, People, dan Public strategy, comprising Portfolio, People, and Public
Contribution. Melalui aspek Portfolio, Perseroan Contribution. Under the Portfolio pillar, the Company
berfokus pada pengembangan produk dan layanan focuses on developing innovative, competitive, and
yang inovatif, berdaya saing, serta ramah lingkungan. environmentally responsible products and services.
Pada aspek People, Perseroan mendorong terciptanya Through the People pillar, Astra Otoparts fosters a
lingkungan kerja yang aman, inklusif, dan mendukung safe and inclusive workplace that supports employee
pengembangan kapabilitas serta kesejahteraan capability development and overall well-being. With its
karyawan. Sementara itu, melalui Public Contribution, Public Contribution, Astra Otoparts plays an active role
Astra Otoparts berperan aktif dalam memberikan in delivering positive social and environmental impacts
dampak positif bagi masyarakat dan lingkungan melalui through a range of corporate social responsibility
berbagai program tanggung jawab sosial dan inisiatif programs and sustainability initiatives.
keberlanjutan.
Triple-P Roadmap Strategy
Triple-P Roadmap Strategy
Portfolio People Public Contribution
Kami bertransisi menuju Kami berkomitmen mewujudkan Kami memberdayakan dan
perusahaan yang lebih lingkungan kerja yang mendukung masyarakat demi
sustainable dan resilient guna beragam dan inklusif, dengan masa depan yang lebih baik
memberikan dampak positif mempertahankan talenta-talenta untuk semua.
kepada bumi dan iklimnya, bisnis terbaik Indonesia untuk sejahtera
kami, serta masyarakat. bersama bangsa. We empower and support
communities to build a better
We are transitioning toward a We are committed to fostering a future for all.
more sustainable and resilient diverse and inclusive workplace,
company to create a positive while attracting and retaining
impact on the planet and the Indonesia’s top talent to prosper
climate, our business, and the with the nation.
communities we serve.
Penerapan Triple-P ini memastikan integrasi aspek The implementation of the Triple-P framework ensures
keberlanjutan dari hulu hingga hilir dalam proses bisnis, the integration of sustainability considerations from
sekaligus membantu Astra Otoparts menyeimbangkan upstream to downstream across the Company’s business
pertumbuhan ekonomi, kesejahteraan sosial, dan processes, while enabling Astra Otoparts to balance
pelestarian lingkungan. [GRI 2-24] economic growth, social well-being, and environmental
stewardship. [GRI 2-24]
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Astra Otoparts 2030
Sustainability Aspirations
Roadmap Keberlanjutan Astra Otoparts
Astra Otoparts Sustainability Roadmap
[OJK A.1]
Astra Otoparts 2030 Sustainability Aspirations
Pada 2022, induk perusahaan, PT Astra International In 2022, the parent company, PT Astra International
Tbk, meluncurkan Astra 2030 Sustainability Aspirations Tbk, launched the Astra 2030 Sustainability Aspirations,
yang memuat 10 target aspirasi keberlanjutan sebagai which outline 10 sustainability aspiration targets to guide
panduan transisi Grup Astra menuju perusahaan yang the Astra Group’s transition toward a more sustainable,
lebih sustainable, tangguh, dan berorientasi masa depan resilient, and future-ready enterprise by 2030 and
pada tahun 2030 dan seterusnya. Sepuluh aspirasi ini beyond. These 10 aspirations are organized under three
dikelompokkan dalam tiga fokus utama yang selaras primary focus areas aligned with the Triple-P Roadmap
dengan struktur Triple-P Roadmap dan dilengkapi structure and are supported by measurable targets to
target terukur sebagai acuan implementasi di seluruh guide implementation across the Astra Group.
Grup Astra.
Aspirasi ini menegaskan komitmen Astra untuk These aspirations reaffirm Astra’s commitment to
menjaga keseimbangan antara pertumbuhan bisnis balancing business growth with climate action and
dan perlindungan terhadap iklim serta lingkungan environmental stewardship, while ensuring that the needs
hidup, sekaligus memastikan pemenuhan kebutuhan of the present generation are met without compromising
generasi masa kini tanpa mengurangi kapasitas generasi the ability of future generations to meet their own. These
mendatang. Aspirasi ini juga menekankan kontribusi aspirations also underscore Astra’s contribution to
Astra terhadap pertumbuhan dan ketahanan ekonomi national economic growth and resilience, as well as to
nasional serta pembangunan masyarakat yang inklusif inclusive and sustainable community development.
dan sejahtera.
Sebagai bentuk implementasi di tingkat Perseroan, At the company level, Astra Otoparts translates these
Astra Otoparts menerjemahkan aspirasi tersebut aspirations into action through the establishment of
melalui penetapan target, pelaksanaan program specific targets, collaborative program implementation,
bersama, dan pemantauan berkala atas komponen and periodic monitoring across key sustainability
utama keberlanjutan, yaitu GHG Reduction, components, namely GHG Reduction, Renewable
Renewable Energy, Water Intensity Reduction, Solid Energy, Water Intensity Reduction, Solid Waste
Waste Diverted, Business Model Resilience, Good Diverted, Business Model Resilience, Good Corporate
Corporate Governance, Employee Health & Safety, dan Governance, Employee Health & Safety, and Community
Community Development. Development.
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Astra Otoparts 2030 Sustainability Aspirations
Triple-P Inisiatif 2025
Target
Roadmap 2025 Initiatives
Roadmap Keberlanjutan Astra Otoparts
Astra Otoparts Sustainability Roadmap
Menurunkan emisi gas rumah • Program efisiensi energi
kaca (GRK) untuk Cakupan 1 • Pelaksanaan audit energi
dan 2 sebesar 30% dari tahun • Inspeksi dan perbaikan kebocoran kompresor
Portfolio
dasar 2019 • Elektrifikasi mesin dan forklift
Reduce Scope 1 and Scope • Energy efficiency programs
2 greenhouse gas (GHG) • Implementation of energy audits
emissions by 30% from the • Inspection and repair of compressor leakages
2019 baseline • Electrification of machinery and forklifts
34% bauran energi baru • Penggunaan biodiesel B35 dan B40
terbarukan untuk kegiatan • Pemakaian panel surya
operasional • Pembelian Renewable Energy Certificate (REC)
34% renewable energy mix in • Use of B35 and B40 biodiesel
operational activities • Utilization of solar panels
• Purchase of Renewable Energy Certificates (RECs)
Mengurangi intensitas • Reduce, reuse, dan recycle air
pengambilan air sebesar 15% • Digitalisasi dengan IoT
dari tahun 2019 • Pelaksanaan audit pemakaian air
Reduce water withdrawal • Reduce, reuse, and recycle water
intensity by 15% from the 2019 • Digitalization through IoT
baseline • Implementation of water usage audits
Daur ulang dan recovery • Pengurangan sampah
limbah padat mencapai hingga • Melakukan pemilahan sampah sesuai kategorinya
99% • Menjalankan circular economy untuk bahan metal dan baterai
Achieve 99% solid waste • Pengelolaan sampah plastik oleh bank sampah
recycling and recovery • Melakukan pengomposan untuk limbah organik
• Waste reduction
• Waste segregation by category
• Implementation of circular economy practices for metal and
battery materials
• Plastic waste management through waste banks
• Composting of organic waste
Meningkatkan ketahanan • Investasi pada ekosistem kendaraan listrik melalui Astra
model bisnis Otopower
Strengthen business model • Eksplorasi peluang bisnis baru pada industri nonotomotif
resilience • Investment in the electric vehicle ecosystem through Astra
Otopower
• Exploration of new business opportunities in non-automotive
industries
Tata kelola perusahaan yang • Menghubungkan penilaian ESG ke penilaian eksekutif
baik • Link ESG performance assessments to executive evaluations
Good corporate governance
Mencapai zero fatality • Penerapan Astra Behaviour Based Safety (BBS)
kecelakaan kerja dan • Penerapan Safety Golden Rules Astra Otoparts
menurunkan lost time injury • Pelatihan dan sertifikasi bagi penanggung jawab keselamatan
People frequency rate (LTIFR) hingga di seluruh Grup Astra Otoparts
0,3 • Pelatihan kesadaran keselamatan bagi para kontraktor
Achieved zero fatal work • Implementation of Astra Behavior-Based Safety (BBS)
accidents and reduce lost time • Implementation of Astra Otoparts’ Safety Golden Rules
injury frequency rate (LTIFR) • Training and certification for safety officers across the Astra
rate to 0.3 Otoparts Group
• Safety awareness training for contractors
Menjangkau 88.000 penerima • Program pengembangan masyarakat melalui empat pilar
manfaat kontribusi sosial Astra
Reach 88,000 beneficiaries • Community development programs implemented through
Public Astra’s four pillars of social contribution
Contribution
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Sebagai bagian dari penyempurnaan Astra Otoparts Astra Otoparts continuously refines its Astra Otoparts
2030 Sustainability Aspirations, Perseroan menyesuaikan 2030 Sustainability Aspirations to ensure alignment with
sejumlah target agar selaras dengan kondisi operasional operational conditions and the accuracy of measurement
dan akurasi metodologi pengukuran. Target bauran methodologies. The renewable energy mix target was
energi baru terbarukan disesuaikan menjadi 34% adjusted to 34%, taking into account the continued
Roadmap Keberlanjutan Astra Otoparts
Astra Otoparts Sustainability Roadmap
dengan mempertimbangkan dominasi gas alam serta dominance of natural gas and the limited availability of
keterbatasan teknologi pengganti yang efektif. Penyajian effective alternative technologies. The presentation of
indikator keselamatan kerja juga disempurnakan dengan occupational safety indicators was also improved by
mengubah pengukuran LTIFR dari persentase menjadi changing the LTIFR measurement from a percentage to
rasio aktual agar lebih akurat. Selain itu, indikator an actual ratio to provide more accurate reporting. In
pengelolaan air diubah dari pengurangan intensitas addition, the water management indicator was revised
penggunaan air menjadi pengurangan intensitas from a reduction in water use intensity to a reduction
pengambilan air agar pengukuran dampak lebih in water withdrawal intensity to ensure that impact
representatif terhadap ekstraksi air dari lingkungan. measurements more accurately reflect water extraction
from the environment.
Dengan penyesuaian tersebut, arah pencapaian With these adjustments, the Company’s sustainability
keberlanjutan Astra Otoparts tetap konsisten pada direction remains consistent with its long-term strategy.
strategi jangka panjang. Seluruh komponen Astra All components of the Astra Otoparts 2030 Sustainability
Otoparts 2030 Sustainability Aspirations diwujudkan Aspirations are implemented through measurable
dalam berbagai inisiatif terukur yang mendukung initiatives that support the Astra Net Zero Scope 1 and
komitmen Astra Net Zero Scope 1 & 2 pada tahun 2050. Scope 2 commitment by 2050.
Tujuan Jangka Panjang Penurunan Emisi Gas Rumah Kaca
Greenhouse Gas Emissions Reduction Long-Term Goal
ASTRA
Net Zer
SCOPE
BY 2050
Perjalanan Astra menuju Net Zero telah
dimulai. Bersama, membangun Indonesia
1&2 yang ramah iklim. Setiap langkah berarti.
Astra’s Journey to Net Zero is on.
Together, in the journey to build climate-
positive Indonesia. Every stride counts.
Seluruh kebijakan dan target yang tercantum pada All policies and targets outlined in the table also form
tabel tersebut juga menjadi bagian dari kontribusi Astra part of Astra Otoparts’ contribution to supporting
Otoparts dalam mendukung program pemerintah, government programs, particularly Presidential
khususnya Peraturan Presiden No. 59 Tahun 2017 tentang Regulation No. 59 of 2017 on the Implementation of the
Pelaksanaan Tujuan Pembangunan Berkelanjutan, Sustainable Development Goals, and are aligned with
serta sejalan dengan upaya pencapaian Sustainable efforts to achieve the Sustainable Development Goals
Development Goals (SDGs). (SDGs).
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Tantangan dalam Mewujudkan
Keberlanjutan
Roadmap Keberlanjutan Astra Otoparts
Astra Otoparts Sustainability Roadmap
[OJK E.5]
Challenges in Advancing Sustainability
Astra Otoparts secara konsisten mendorong penerapan Astra Otoparts consistently advances the integration of
prinsip keberlanjutan di seluruh lini usaha. Berlandaskan sustainability principles across all its business lines. Guided
Astra Otoparts 2030 Sustainability Aspirations, by the Astra Otoparts 2030 Sustainability Aspirations,
Perseroan berfokus pada realisasi aspirasi keberlanjutan the Company focuses on realizing sustainability
yang dirancang untuk memperkuat ketahanan Grup targets designed to strengthen the resilience of the
Astra Otoparts sekaligus memastikan keberlanjutan Astra Otoparts Group while safeguarding long-term
jangka panjang. sustainability.
Dalam perjalanan mencapai aspirasi tersebut, Perseroan In pursuing these aspirations, the Company has
menghadapi sejumlah tantangan yang memerlukan encountered several challenges that require continuous
kesiapan dan penyesuaian berkelanjutan. Selama tahun readiness and adaptive measures. During the reporting
pelaporan, tantangan utama yang muncul, antara lain, year, key challenges included varying levels of readiness
tingkat kesiapan yang bervariasi antar perusahaan, across subsidiaries, significant funding requirements,
kebutuhan pembiayaan yang terus meningkat, serta and supporting technologies that are still evolving and
teknologi pendukung yang masih berkembang dan not yet fully mature.
belum sepenuhnya matang.
Untuk merespons tantangan tersebut, Astra Otoparts To address these challenges, Astra Otoparts has adopted
mengadopsi langkah-langkah strategis yang bersifat practical and progressive strategic measures, including:
praktis dan progresif, antara lain:
1. Melakukan studi dan benchmark terkait teknologi 1. Conducting studies and benchmarking on emerging
baru untuk meningkatkan kapabilitas; technologies to enhance internal capabilities;
2. Mengadakan cost reduction program (CRP) untuk 2. Implementing a cost reduction program (CRP) across
seluruh Grup Astra Otoparts yang diharapkan the Astra Otoparts Group to encourage subsidiaries
memacu anak perusahaan untuk meningkatkan to strengthen their operational capabilities;
kapabilitas;
3. Memberikan seminar terkait industry 4.0, ESG, serta 3. Organizing seminars on industry 4.0, ESG, and CRP;
CRP; dan and
4. Kolaborasi dengan pihak eksternal yang mumpuni di 4. Collaborating with reputable external partners with
bidangnya. relevant expertise.
Melalui respons yang adaptif dan pendekatan yang terus Through adaptive responses and a continuously refined
disempurnakan, Astra Otoparts berupaya memastikan approach, Astra Otoparts strives to ensure that its
strategi keberlanjutan yang dijalankan tidak hanya sustainability strategy not only supports business growth
mendukung pertumbuhan bisnis, tetapi juga memberikan but also delivers tangible benefits to the environment
manfaat nyata bagi lingkungan dan masyarakat. Upaya and society. These efforts form the foundation for the
ini menjadi landasan bagi Perseroan untuk tumbuh Company’s sustainable growth while contributing
secara berkelanjutan sekaligus berkontribusi positif positively to responsible development.
terhadap pembangunan yang bertanggung jawab.
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Sertifikasi dan Penghargaan
Certifications and Awards
Roadmap Keberlanjutan Astra Otoparts
Astra Otoparts Sustainability Roadmap
Sertifikasi Certifications
Sejumlah anak perusahaan dalam Astra Otoparts telah Several subsidiaries of Astra Otoparts have implemented
mengimplementasikan berbagai sertifikasi yang relevan certifications relevant to their operational activities
dengan kegiatan operasional dan penerapan standar and the application of sustainability standards. The
keberlanjutan. Penerapan sertifikasi tersebut bervariasi implementation of these certifications varies across
antar entitas dan unit operasional. Berikut daftar sertifikasi entities and operational units. The following is a list of
yang terdapat di lingkungan Astra Otoparts. certifications within Astra Otoparts.
IATF 16949:2016 ISO 9001:2015 ISO 13485:2016
Mutu Mutu Mutu
Quality Quality Quality
SPPT SNI 4326:2013 SPPT SNI 0038:2009
Indonesian National Standard
(SNI) Mutu, aki untuk kendaraan Mutu, aki untuk kendaraan
bermotor kategori L bermotor roda empat atau lebih
Mutu Quality, batteries for category L Quality, batteries for four-wheeler
Quality motor vehicles or more motor vehicles
ISO 45001:2018 Sistem Manajemen Kesehatan Hazard Analysis and Critical
Keselamatan Kerja (SMK3) Control Points (HACCP)
Keselamatan dan kesehatan kerja Occupational Health and Safety
(K3) Management System (SMK3) Keselamatan dan kesehatan kerja
Occupational Health and Safety (K3)
(OHS) Keselamatan dan kesehatan kerja Occupational Health and Safety
(K3) (OHS)
Occupational Health and Safety
(OHS)
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ISO 14001:2015 Astra Green Company (AGC) PROPER
Roadmap Keberlanjutan Astra Otoparts
Astra Otoparts Sustainability Roadmap
Lingkungan Lingkungan, Keselamatan dan Lingkungan
Environment kesehatan kerja (LK3) Environment
Environment, Health and Safety
ISO 50001:2018 Astra Friendly Company (AFC) Authorized Economic Operator
(AEO)
Energi Sosial
Energy Social Keamanan
Security
Indi 4.0 National Lighthouse ISO 17025:2017
Mutu Mutu Mutu
Quality Quality Quality
China Compulsory Certification Bureau of Indian Standards (BIS) ECE
(CCC)
Mutu Mutu
Mutu Quality Quality
Quality
INMETRO Testing Laboratory Certification
Mutu Mutu
Quality Quality
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Penghargaan Awards
Nama Perusahaan/
Roadmap Keberlanjutan Astra Otoparts
Astra Otoparts Sustainability Roadmap
Cabang / Site / Plant Nama Penghargaan Pemberi Penghargaan Kategori
Company / Branch / Site / Award Name Awarding Institution Category
Plant Name
PT Astra Otoparts Tbk ESG Award Yayasan Kehati Best Listed Company
Kehati Foundation
PT Astra Otoparts Tbk Corporate Social Gubernur Jawa Barat Active Participation in CSR
Divisi Engineering Responsibility Governor of West Java Programs
Development
PT Astra Otoparts Tbk –
Engineering Develeopment
Center
PT Astra Otoparts Tbk INDI 4.0 Kementerian Perindustrian Smart Manufacturing
Divisi Nusametal RI
PT Astra Otoparts Tbk - Ministry of Industry of the
Nusametal Division Republic of Indonesia
PT Astra Otoparts Tbk Indonesia Corporate Brand TRAS N CO Indonesia & Corporate Milestone
Divisi Retail Champion 2025 Infobrand.id Compilation
PT Astra Otoparts Tbk -
Indonesia Digital Popular TRAS N CO Indonesia & Bengkel & Aksesoris Mobil
Retail Division
Brand Award Platinum Infobrand.id Auto Repair Shops & Car
Accessories
Youth Choice Award 2025 MarkPlus, Inc. & Autoshop
Marketeers
Brand For Good 2025 MarkPlus, Inc. & Best Social Marketing
Marketeers Campaign
Gold Champion 2025 MarkPlus, Inc. & Car Auto Repair Shop
Marketeers
PT Akashi Wahana Corporate Social Kementrian lingkungan Keberagaman Hayati
Indonesia Responsibility Konservasi hidup dan kehutanan Biodiversity
Anggrek Spesies Merapi (Taman Nasional Gunung
Corporate Social Merapi)
Responsibility Program for Ministry of Environment
the Conservation of Merapi and Forestry (Mount
Orchid Species Merapi National Park)
Partisipasi Program APINDO CSR
Penurunan & Pencegahan
Stunting Kabupaten
Karawang
Participation in the Stunting
Reduction and Prevention
Program in Karawang
Regency
Program Pembangunan Di Gubernur Jawa barat CSR
Provinsi Jawa Barat Tahun Governor of West Java
2024
West Java Provincial
Development Program
2024
Program CSR Atlit Difabel NPCI Prov. Jabar CSR
CSR Program for Para- NPCI West Java Province
Athletes
PT Akebono Brake Astra TOP CSR Awards 2025 Majalah TOP Business CSR
Indonesia TOP Business Magazine
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Nama Perusahaan/
Cabang / Site / Plant Nama Penghargaan Pemberi Penghargaan Kategori
Company / Branch / Site / Award Name Awarding Institution Category
Plant Name
Roadmap Keberlanjutan Astra Otoparts
Astra Otoparts Sustainability Roadmap
PT Astra Daido Steel Penghargaan Indonesia Kementerian Perindustrian Best Industrial Services
Indonesia Industrial Services Awards Ministry of Industry of the
2025 Republic of Indonesia
Indonesia Industrial
Services Awards 2025
PT Astra Juoku Indonesia Ucapan Terima Kasih Gubernur Jawa Barat CSR - Partisipasi Aktif
Partisipasi Aktif Dalam Governor of West Java Dalam Melaksanakan dan
Melaksanakan dan Melaporkan Kegiatan
Melaporkan Kegiatan Tanggung Jawab
Tanggung Jawab Sosial dan Sosial dan Lingkungan
Lingkungan Perusahaan di Perusahaan di Provinsi
Provinsi Jawa Barat tahun Jawa Barat tahun 2024
2024 CSR – Active Participation
Appreciation for in Implementing and
Active Participation Reporting Corporate
in Implementing and Social and Environmental
Reporting Corporate Responsibility Programs in
Social and Environmental West Java Province, 2024
Responsibility Programs in
West Java Province, 2024
Kontribusi dalam Gerakan Dinas Kehutanan Jawa CSR
Leuweung Hejo untuk Barat
Pelestarian Hutan dan West Java Forestry Office
Lingkungan se Kabupaten/
Kota di Jawa Barat
Contribution to the
Leuweung Hejo
Movement for Forest
and Environmental
Conservation Across
Regencies and Cities in
West Java
PT Astra Nippon Gasket CSR Gubernur Jabar Sosial
Indonesia Governor of West Java Social
PT Astra Visteon Indonesia Program CSR Gubernur Jawa Barat CSR
CSR Program Governor of West Java
PT AT Indonesia Mitra Perusahaan Jawa Pemprov Jawa Barat TJSLP Provinsi Jawa Barat
Barat West Java Provincial West Java Provincial TJSLP
West Java Corporate Government
Partner
Penghargaan Badan Riset Inovasi Konservasi Tanaman
Pengembangan Tanaman Nasional Langka
Langka National Research and Rare Plant Conservation
Rare Plant Development Innovation Agency
Award
Penghargaan Efisiensi Kementrian ESDM RI Manajemen Energi -
Energi Nasional Ministry of Energy and Special Submission
National Energy Efficiency Mineral Resources of the Energy Management –
Award Republic of Indonesia Special Submission
TKMPN Inovasi Asosiasi Manajemen Mutu Inovasi Lingkungan
Pengelolaan Limbah Cair dan Produktivitas Indonesia Environmental Innovation
TKMPN Wastewater Indonesian Quality and
Management Innovation Productivity Management
Award Association
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Nama Perusahaan/
Cabang / Site / Plant Nama Penghargaan Pemberi Penghargaan Kategori
Company / Branch / Site / Award Name Awarding Institution Category
Plant Name
Roadmap Keberlanjutan Astra Otoparts
Astra Otoparts Sustainability Roadmap
PT Century Batteries Penghargaan Kontribusi Pemerintah Provinsi Jawa Lingkungan
Indonesia Penanaman 6500 Barat Environmental
Mangrove West Java Provincial
Award for Contribution Government
to the Planting of 6,500
Mangroves
PT Denso Indonesia World Skills ASIA Taipei World Skills ASIA Industrial Control 2nd
2025 Winner
World Skills ASEAN Manila World Skills ASEAN Industrial Control 2nd
2025 Winner
International Conference in Japanese Scientists and Quality Control Circle -
Quality Engineers (JUSE) Gold
TJSL Program Gubernur Prov Jawa Barat CSR
Pembangunan Prov Jawa Governor of West Java
Barat
CSR Development
Program West Java
Province
PT Evoluzione Tyres Penghargaan CSR Jawa Pemerintah Provinsi Jawa Sustainability - CSR
Barat Barat
West Java CSR Award West Java Provincial
Government
Pengakuan RP3 oleh Mentri Kementrian PPPA Sustainability - CSR
PPPA Minister of Women’s
RP3 Recognition by the Empowerment and Child
Minister of Women’s Protection (PPPA)
Empowerment and Child
Protection (PPPA)
PT Federal Izumi Perusahaan Mitra CSR di Gubernur Jawa Barat CSR
Manufacturing Jawa Barat Governor of West Java
CSR Corporate Partner in
West Java
PT FSCM Manufacturing Kontribusi Gerakan Pemprov Jabar Dinas Lingkungan
Indonesia Leuweung Hejo Pelestarian Kehutanan Environmental
Hutan dan Lingkungan Se West Java Provincial
Kab/Kota di Jawa Barat Government Forestry
(Penanaman 250 Bibit Office
Pohon)
Contribution to the
Leuweung Hejo Forest
and Environmental
Conservation Movement
Across Regencies/Cities in
West Java (Planting of 250
Tree Seedlings)
PT Gemala Kempa Daya Penghargaan Program CSR Pemerintah Provinsi Jawa Sosial
CSR Program Award Barat Social
West Java Provincial
Government
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Nama Perusahaan/
Cabang / Site / Plant Nama Penghargaan Pemberi Penghargaan Kategori
Company / Branch / Site / Award Name Awarding Institution Category
Plant Name
Roadmap Keberlanjutan Astra Otoparts
Astra Otoparts Sustainability Roadmap
PT Inti Ganda Perdana Penghargaan Program Dinas Kehutanan Jawa Lingkungan
Penanaman Pohon Barat Environmental
Tree Planting Program West Java Forestry Office
Award
Penghargaan Program Dinas Kehutanan Jawa Lingkungan
Penanaman Pohon Barat Environmental
Tree Planting Program West Java Forestry Office
Award
Penghargaan Pelaksana Gubernur Jawa Barat Sosial
Program CSR di Kabupaten Governor of West Java Social
Karawang
CSR Program
Implementation Award in
Karawang Regency
PT Menara Terus Makmur Penanaman Mangrove Dinas Kehutanan Prov Jawa Lingkungan
Jawa Barat Barat Environmental
West Java Mangrove West Java Provincial
Planting Forestry Office
Penanaman Mangrove di UNESCO & Kelompok Lingkungan
Taman Geopark Ciletuh Masyarakat dan Konservasi Environmental
Mangrove Planting at Mandrajaya
Ciletuh Geopark Park UNESCO and the
Mandrajaya Community
and Conservation Group
PT Nusa Keihin Indonesia Penghargaan Partisipasi Gubernur Jawa Barat Penghargaan
Aktif Dalam Melaksanakan Governor of West Java Award
dan Melaporkan Kegiatan
Tanggung Jawab Sosial dan
Lingkungan Perusahaan di
Provinsi Jawa Barat
Award for Active
Participation in
Implementing and
Reporting Corporate
Social and Environmental
Responsibility Programs in
West Java Province
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03
Ketahanan Bisnis dan
Kinerja Ekonomi
Business Resilience and Economic
Performance
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Menciptakan Dampak Ekonomi������������ 46
Creating Economic Impact
Implikasi Finansial Akibat Perubahan
Iklim�������������������������������������������������������� 52
Financial Implications of Climate
Change
Rantai Pasokan��������������������������������������� 53
Supply Chain
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Menciptakan Dampak Ekonomi
Creating Economic Impact
Ketahanan Bisnis dan Kinerja Ekonomi
Business Resilience and Economic Performance
Memasuki 2025, kondisi perekonomian global masih Heading into 2025, the global economy continued to
bergerak dalam ketidakpastian akibat berlanjutnya tensi move amid heightened uncertainty, driven by ongoing
geopolitik, serta peristiwa lainnya yang mengakibatkan geopolitical tensions, and other events that have led to
supply chain disruption. Situasi tersebut menimbulkan supply chain disruptions. These conditions have created
tekanan dari sisi permintaan dan pembiayaan. Industri pressures on both demand and financing. The national
otomotif nasional tahun 2025 menghadapi tantangan automotive industry in 2025 continued to encounter
terutama di pasar kendaraan roda empat yang challenges, particularly in the four-wheeler market,
mengalami penurunan. which experienced a decline.
Berdasarkan data GAIKINDO, penjualan mobil nasional According to GAIKINDO data, Indonesia’s four-
tahun 2025 mencapai 803.687 unit, menurun 7,2% wheeler sales in 2025 reached 803,687 units, down
dibandingkan tahun 2024 yang mencapai 865.723 unit. 7.2% compared to 865,723 units in 2024. Meanwhile,
Sementara menurut data AISI, penjualan kendaraan roda according to AISI data, sales of two-wheeler grew by
dua tumbuh 1,3% menjadi 6,4 juta dibandingkan dengan 1.3% to 6.4 million units, compared to 6.3 million units in
tahun 2024 sebesar 6,3 juta, ditopang kebutuhan 2024, supported by daily mobility needs and a broader
mobilitas harian dan basis konsumen yang lebih luas. consumer base.
Di tengah tantangan tersebut, transisi menuju kendaraan Amid these challenges, the transition toward electric
listrik di Indonesia terus mengalami percepatan. vehicles in Indonesia continues to accelerate. Government
Dorongan regulasi pemerintah, meningkatnya regulatory support, growing environmental awareness,
kepedulian terhadap isu lingkungan, serta kemajuan and advancements in battery technology are key factors
teknologi baterai menjadi faktor utama yang strengthening the growth of the electric vehicle segment.
memperkuat pertumbuhan segmen kendaraan listrik. In response to these developments, Astra Otoparts, as
Melihat perkembangan ini, Astra Otoparts sebagai an automotive component company, has continued to
perusahaan komponen otomotif terus mengoptimalkan optimize operational excellence to maintain business
operational excellence untuk menjaga ketahanan resilience and expand growth opportunities. In 2025,
bisnis dan memperluas peluang pertumbuhan. Fokus the Company focused on delivering added value across
Perseroan pada 2025 adalah memberikan nilai tambah its supply chain ecosystem, strengthening relationships
bagi ekosistem rantai pasokan, memperkuat hubungan with stakeholders, and contributing to the advancement
dengan pemangku kepentingan, serta berkontribusi of Indonesia’s economic development.
terhadap penguatan perekonomian Indonesia.
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Strategi Bisnis Business Strategy
Dalam jangka panjang, Astra Otoparts tetap berfokus In the long-term, Astra Otoparts remains focused on
pada penerapan strategi LEAP sebagai pedoman implementing its LEAP strategy as a guiding framework
transformasi dan pengembangan usaha. Rincian strategi for business transformation and development. The details
tersebut disajikan pada tabel berikut: of this strategy are presented in the following table:
Ketahanan Bisnis dan Kinerja Ekonomi
Business Resilience and Economic Performance
Leverage Trading Business
L Perubahan cara transaksi konsumen akibat perkembangan teknologi telah membuat Astra Otoparts
berinovasi dengan terus mengembangkan platform digital www.astraotoshop.com yang bertujuan
untuk memperkuat customer journey demi meningkatkan service excellence bagi seluruh pelanggan
(B2B dan B2C). Selain itu, peningkatan bisnis trading melalui pengembangan product dan service
portfolio yang relevan dengan pasar, baik di sektor otomotif maupun nonotomotif juga menjadi upaya
yang terus dilakukan di tahun ini, baik untuk pasar dalam negeri dan luar negeri.
Technological advancements that have reshaped customer transaction behavior have prompted Astra
Otoparts to continuously innovate by further developing its digital platform, www.astraotoshop.com. This
platform is designed to strengthen the customer journey and enhance service excellence for all customers
(B2B and B2C). In addition, the enhancement of the trading business through the development of product
and service portfolios that are relevant to the market, in the automotive and non-automotive sectors in the
domestic and international markets, also remains an ongoing effort this year.
Leverage Position as Preferred OEM Supplier
Untuk menjadi pemasok pilihan utama, Astra Otoparts terus memperkuat positioning sehingga mampu
meningkatkan share of wallet. Hal ini dicapai melalui peningkatan kapabilitas pada aspek quality, cost,
and delivery (QCD) secara berkelanjutan. Upaya tersebut dilakukan baik melalui kolaborasi di dalam
Astra Ecosystem melalui inisiatif Astra Value Chain, maupun dengan membuka peluang kerja sama
yang lebih luas bersama pelanggan di luar Grup Astra. Sejalan dengan visi Astra Otoparts sebagai
pemasok komponen otomotif yang berdaya saing, Perseroan juga terus memperkuat perannya sebagai
basis produksi di tingkat regional. Sebagai bagian dari langkah tersebut, pada tahun ini, Astra Otoparts
meresmikan dua entitas anak baru di Filipina, yaitu Astra Otoparts Philippines Inc. dan Astra Visteon
Philippines Inc.
To become the preferred supplier, Astra Otoparts continues to strengthen its positioning to increase
share of wallet. This is pursued through ongoing improvements in Quality, Cost, and Delivery (QCD)
performance. The Company advances these efforts through collaboration within the Astra Ecosystem
under the Astra Value Chain initiative and by expanding partnerships with customers outside the Astra
Group. In line with its vision to be a competitive automotive components supplier, Astra Otoparts
continues to strengthen its role as a regional production base. As part of this strategy, in the current year
the Company established two new subsidiaries in the Philippines: Astra Otoparts Philippines Inc. and
Astra Visteon Philippines Inc.
Operational Excellence in All Aspects to Become the Lowest Cost Producer to Ensure
E Sustainability
Melakukan upaya-upaya untuk meningkatkan level operational excellence mulai dari cost reduction
A program, meningkatkan produktivitas melalui otomatisasi dan digitalisasi, memilih lini produk
yang memiliki margin baik, hingga melaksanakan program-program ESG yang bermanfaat bagi
keberlangsungan Perseroan. Melalui upaya tersebut, Astra Otoparts berkomitmen dalam meningkatkan
keunggulan operasional agar menjadi produsen dengan biaya terendah serta menjadi pilihan utama
konsumen karena unggul dari segi competitiveness dan quality.
Astra Otoparts undertakes initiatives to elevate its level of operational excellence, ranging from cost
reduction programs and productivity enhancements through automation and digitalization, to the
selection of product lines with strong margins and the implementation of ESG programs that support
long-term business sustainability. Through these initiatives, Astra Otoparts is committed to strengthening
its operational advantages to become a lowest-cost producer, while positioning itself as the preferred
choice for customers through superior competitiveness and product quality.
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Product Based Instead of Process Based
P Mengutamakan product based untuk memberikan added value bagi Astra Otoparts. Untuk itu, Astra
Otoparts selalu memprioritaskan product development dengan usaha sendiri atau dengan partnership.
Kami menyadari dengan kompetensi yang variatif, Perseroan dapat mencari peluang untuk tidak hanya
fokus pada satu sektor industri saja. Astra Otoparts akan terus mendukung anak perusahaan untuk
Ketahanan Bisnis dan Kinerja Ekonomi
Business Resilience and Economic Performance
melakukan diversifikasi bisnis di sektor nonotomotif. Selain itu, dalam menyambut tren elektrifikasi
otomotif, Perseroan juga tengah fokus mengembangkan komponen kendaraan listrik (xEV), baik melalui
Divisi Research & Development (R&D) maupun kolaborasi dengan berbagai mitra Perseroan.
Prioritizes a product-based approach to generate greater added value. Accordingly, Astra Otoparts
consistently places a strong emphasis on product development, whether through internal capabilities
or strategic partnerships. With its diverse competencies, the Company is well positioned to capture
opportunities beyond a single industry focus. Astra Otoparts continues to encourage its subsidiaries to
pursue business diversification into non-automotive sectors. In addition, in response to the accelerating
electrification trend in the automotive industry, the Company is intensifying the development of
electronic vehicle (xEV) components through its Research & Development (R&D) Division as well as
through collaborations with various strategic partners.
Astra Otoparts terus meningkatkan standar operational Astra Otoparts continues to enhance its operational
excellence dengan menerapkan prinsip quality, cost, and excellence standards by implementing the principles of
delivery (QCD) di seluruh proses operasional, menjaga quality, cost, and delivery (QCD) across all operational
ketahanan rantai pasok, serta memastikan spesifikasi processes, maintaining supply chain resilience, and
produk memenuhi kebutuhan pelanggan. Upaya ini ensuring that product specifications meet customer
didukung oleh dua divisi R&D, yaitu Divisi Engineering requirements. These efforts are supported by two
Development Center (EDC) yang bertanggung jawab R&D divisions, namely the Engineering Development
atas pengembangan produk, dan Divisi Workshop for Center Division (EDC), which is responsible for product
Industrial Equipment (WINTEQ) yang berfokus pada development, and the Workshop for Industrial Equipment
pengembangan proses otomatisasi dan penerapan Division (WINTEQ), which focuses on automation
teknologi industri 4.0. Melalui berbagai inisiatif tersebut, process development and the implementation of
Perseroan memastikan kapabilitas operasional yang Industry 4.0 technologies. Through these initiatives,
semakin efisien dan kompetitif. the Company strengthens its operational capabilities to
become increasingly efficient and competitive.
Pada tahun 2025, Astra Otoparts terus memprioritaskan In 2025, Astra Otoparts continued to prioritize
penguatan bisnis di segmen OEM serta segmen strengthening its business in the OEM segment and
aftermarket atau REM. Kedua segmen tersebut the aftermarket or REM segment. These two segments
dikembangkan secara seimbang dengan portofolio are developed in a balanced manner, supported by a
produk untuk kendaraan roda empat dan roda dua. comprehensive product portfolio for both four-wheeler
Selain melayani pasar dalam negeri, Perseroan juga and two-wheeler vehicles. In addition to serving the
melakukan ekspor untuk kebutuhan kawasan regional. domestic market, the Company also exports products to
meet demand across the region.
Astra Otoparts juga terus memperluas kehadirannya Astra Otoparts also continues to expand its presence
dalam ekosistem kendaraan listrik (xEV) melalui within the electric vehicle (xEV) ecosystem through
pengembangan berbagai komponen xEV serta layanan the development of various xEV components as
pengisian daya. Perseroan mengoperasikan fasilitas well as charging services. The Company operates
pengisian daya kendaraan listrik berbahan baterai electric vehicle charging station (EVCS) under the
(KLBB), yakni Astra Otopower yang kini mencakup 65 Astra Otopower brand, which currently comprises 65
unit pengisi daya yang tersebar di 57 lokasi di seluruh charging units deployed across 57 locations throughout
Indonesia. [OJK B.1] Indonesia. [OJK B.1]
Ke depan, Perseroan akan terus mengarahkan investasi Looking ahead, Astra Otoparts will continue to direct
untuk mempercepat otomatisasi dan digitalisasi di investments toward accelerating automation and
bidang manufaktur maupun perdagangan. Astra digitalization across both its manufacturing and trading
Otoparts berfokus pada peningkatan efisiensi melalui operations. The Company focuses on enhancing
optimalisasi portofolio produk, penyempurnaan proses, efficiency through portfolio optimization, process
serta perluasan penerapan otomasi dan teknologi digital. refinement, and the broader adoption of automation
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Selain sektor otomotif, Perseroan juga memperkuat and digital technologies. Beyond the automotive sector,
ekspansi ke industri nonotomotif, antara lain melalui The Company is also strengthening its expansion into
produksi berbagai perangkat kesehatan yang dijalankan non-automotive industries, including the production
oleh PT Astra Komponen Indonesia. of various medical devices carried out by PT Astra
Komponen Indonesia.
Ketahanan Bisnis dan Kinerja Ekonomi
Business Resilience and Economic Performance
Segmen Manufaktur Manufacturing Segment
Dalam merespons transformasi industri menuju era In response to the industry’s transition toward
elektrifikasi, Astra Otoparts memperkuat perannya electrification, Astra Otoparts has strengthened its role
melalui dua inisiatif utama, yakni memproduksi berbagai through two main initiatives: producing various xEV
komponen kendaraan xEV, baik common parts maupun components, both common parts and specific parts
specific parts, seperti Auxiliary Battery, Hybrid Damper, such as Auxiliary Battery, Hybrid Damper, Hose Cooling
Hose Cooling Inverter & Motor, hingga Battery Case Inverter & Motor, as well as Battery Case, and developing
dan pengembangan infrastruktur kendaraan listrik untuk electric vehicle infrastructure to meet customer needs.
memenuhi kebutuhan pelanggan.
Selain itu, Perseroan juga memperkuat strategi Furthermore, the Company strengthens its diversification
diversifikasi dengan memanfaatkan kompetensi strategy by leveraging its established competencies to
yang telah dikembangkan untuk memasuki sektor expand into non automotive sectors, including medical
nonotomotif, seperti alat kesehatan, komponen alat devices, heavy equipment components, and other
berat, dan sektor industri lainnya. Langkah ekspansi industrial applications. The expansion into the medical
ke bisnis alat kesehatan juga merupakan bagian dari devices business forms part of the Company’s support
dukungan Perseroan terhadap program pemerintah for government programs through the Ministry of Health,
melalui Kementerian Kesehatan, dengan menghadirkan delivering innovations that provide tangible benefits to
inovasi yang memberikan manfaat nyata bagi masyarakat. society.
Sejak tahun 2020, Astra Otoparts telah mengembangkan Since 2020, Astra Otoparts has developed a range of
berbagai produk alat kesehatan, seperti Ultrasonografi medical devices, including Ultrasonografi 4D (USG 4D),
4D (USG 4D), Blood Pressure Monitor, Patient Monitor Blood Pressure Monitor, Patient Monitor 7 Parameter,
7 Parameter, Electrocardiography (ECG) 12 Channel, Electrocardiography (ECG) 12 Channel, Digital Column
Digital Column Scale with Digital Height Measurement, Scale with Digital Height Measurement, Digital Flat
Digital Flat Scale & Digital Baby Scale, dan produk Scale & Digital Baby Scale, among other products.
lainnya. Berbagai alat kesehatan tersebut kini telah These medical devices are currently used in more than
digunakan di lebih dari 7.000 puskesmas dan 70 rumah 7,000 community health centers and 70 hospitals across
sakit di Indonesia. Indonesia.
Hingga tahun 2025, Astra Otoparts telah meluncurkan Through 2025, Astra Otoparts has launched 29 medical
29 produk alat kesehatan yang dirancang untuk device products designed to support healthcare
mendukung kebutuhan layanan kesehatan sekaligus service needs while promoting greater self reliance in
mendorong kemandirian industri alat kesehatan dalam the domestic medical device industry. In line with this
negeri. Sejalan dengan upaya tersebut, Perseroan juga effort, the Company continues to commercialize several
melanjutkan komersialisasi sejumlah produk yang telah products developed in previous years, including the
dikembangkan sebelumnya, termasuk tensimeter digital OMO Precisio TB 241 digital blood pressure monitor,
OMO Precisio TB-241 yang dihasilkan melalui kolaborasi produced in collaboration with PT Ka Dua Empat (KDE),
dengan PT Ka Dua Empat (KDE) atau Apotek K-24. also known as Apotek K 24.
Di sisi lain, Perseroan juga memperkuat ekosistem bisnis At the same time, the Company has strengthened the
alat kesehatan melalui kolaborasi dengan berbagai medical device business ecosystem through partnerships
mitra strategis di industri kesehatan, termasuk kerja with strategic players in the healthcare industry, including
sama dengan PT Darya-Varia Laboratoria Tbk. Melalui collaboration with PT Darya-Varia Laboratoria Tbk.
berbagai sinergi yang dilakukan, Astra Otoparts Through these initiatives, Astra Otoparts continues to
berupaya untuk terus mendorong pengembangan advance product innovation, enhance quality standards,
inovasi, peningkatan kualitas produk, serta perluasan and expand access to more affordable healthcare
akses terhadap solusi kesehatan yang lebih terjangkau solutions for the public.
bagi masyarakat.
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Segmen Perdagangan Trading Segment
Astra Otoparts menerapkan strategi omnichannel Astra Otoparts implements an omnichannel strategy to
dalam memasarkan produknya. Untuk penjualan daring marketing its products. For online sales, the Company
(online), Perseroan terus mengembangkan platform continues to develop the Astra Otoshop digital
digital Astra Otoshop yang melayani segmen business platform, which serves the business-to-business
Ketahanan Bisnis dan Kinerja Ekonomi
Business Resilience and Economic Performance
to business bagi mitra usaha serta business to consumer segment for business partners as well as the business-
bagi pelanggan. Sementara itu, penjualan luring (offline) to-consumer segment for customers. Meanwhile, offline
didukung oleh jaringan kantor cabang dan diler utama sales are supported by a network of branch offices and
yang tersebar di banyak kota, dengan memastikan main dealers across multiple cities, ensuring optimal
distribusi suku cadang pengganti tetap optimal. distribution of replacement parts.
Jaringan distribusi Astra Otoparts meliputi 49 diler Astra Otoparts’ distribution network comprises 49 main
utama, 27 kantor penjualan, lebih dari 15.000 toko dealers, 27 sales offices, and more than 15,000 retail
pengecer, dan tersebar ke lebih dari 50 negara. Hingga outlets, with market reach more than 50 countries.
akhir 2025, Perseroan juga mengelola 654 gerai ritel Throughout 2025, the Company also operated 654
yang terdiri dari berbagai Shop & Drive, Super Shop & retail outlets, including Shop & Drive, Super Shop &
Drive, Astra Otoservice, Shop & Bike, serta Motoquick. Drive, Astra Otoservice, Shop & Bike, and Motoquick.
Jaringan ini terus diperkuat untuk meningkatkan akses The network continues to be strengthened to expand
layanan dan mendekatkan produk kepada pelanggan di customer access and enhance service availability across
berbagai wilayah Indonesia. various regions in Indonesia.
Melalui jaringan tersebut, Perseroan memasarkan Through this network, the Company markets a wide
beragam produk otomotif dan komponen kendaraan range of automotive products and components for two-
untuk kendaraan roda dua, roda empat, dan kendaraan wheeler, four-wheeler, and commercial vehicles, as well
komersial, serta berbagai kebutuhan sektor industri. as products for various industrial applications. Supported
Dengan ragam produk yang luas dan jaringan distribusi by a broad product portfolio and a strong distribution
yang kuat, Perseroan terus berupaya memenuhi network, the Company continues to meet the needs of
kebutuhan pelanggan di seluruh wilayah Indonesia. customers across Indonesia.
Perseroan juga menerapkan delivery management The Company has also implemented a delivery
system (DMS) yang memungkinkan pelanggan management system (DMS), enabling customers to
memantau status pesanan melalui fitur pelacakan, track their order status through a dedicated tracking
sehingga proses distribusi menjadi lebih efisien dan feature, thereby enhancing distribution efficiency and
transparan. transparency.
Keterangan
2025 2024 2023
Description
Pengguna Aplikasi Shop & Drive | Shop & Drive Application Users 296,420 263,000 156,579
Gerai Shop & Drive | Shop & Drive Outlets 408 390 374
Gerai Super Shop & Drive | Super Shop & Drive Outlets 7 7 7
Gerai Shop & Bike | Shop & Bike Outlets 89 70 50
Gerai Astra Otoservice | Astra Otoservice Outlets 40 27 15
Gerai Motoquick | Motoquick Outlets 110 109 112
Kantor Penjualan | Sales Offices 27 27 27
Diler Utama | Main Dealers 49 46 25
Toko Pengecer | Retail Stores >15,000 >15,000 >15,000
Negara Tujuan Ekspor | Export Destination Countries >50 >50 >50
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Sebagai bentuk dukungan terhadap kebijakan As part of its support for the government’s electric vehicle
pemerintah mengenai kendaraan listrik, Astra Otoparts policy, Astra Otoparts introduced Astra Otopower, an
telah menghadirkan Astra Otopower, yaitu fasilitas electric vehicle charging facility specifically designed for
pengisian daya untuk kendaraan bermotor listrik battery electric vehicles (BEVs). This initiative forms part
berbasis baterai (KBLBB) yang dirancang khusus bagi of the Company’s commitment to particularly the shift
kendaraan listrik roda empat. Inisiatif ini menjadi bagian from oil fuel vehicles to electric vehicles, through the
Ketahanan Bisnis dan Kinerja Ekonomi
Business Resilience and Economic Performance
dari komitmen Perseroan dalam peralihan dari kendaraan development of an integrated BEV ecosystem. [OJK B.1]
berbahan bakar minyak menuju kendaraan listrik melalui
pengembangan ekosistem KBLBB yang terintegrasi. [OJK
B.1]
Target dan Realisasi Targets and Realization
Astra Otoparts terus menerapkan kebijakan dan Astra Otoparts continues to implement policies and
strategi bisnis yang selaras dengan target Perseroan. business strategies aligned with its established targets.
Sepanjang 2025, Perseroan mencatat kinerja yang Throughout 2025, the Company delivered improved
lebih baik dibandingkan tahun sebelumnya. Pencapaian performance compared to the previous year. This
tersebut didorong oleh penguatan operational achievement was driven by the strengthening of
excellence di seluruh lini usaha, khususnya melalui operational excellence across all business lines,
peningkatan produktivitas, efisiensi lewat program particularly through enhanced productivity, cost
pengurangan biaya, diversifikasi produk nonotomotif, efficiency initiatives, diversification into non-automotive
serta pengembangan ekosistem kendaraan listrik yang products, and the progressive development of the
semakin progresif. [GRI 3-3] electric vehicle ecosystem. [GRI 3-3]
Pada 2025, Perseroan membukukan pendapatan In 2025, the Company recorded net revenue of Rp19.9
bersih Rp19,9 triliun, meningkat 4,4% dibandingkan trillion, an increase of 4.4% compared to 2024. Net
2024. Sementara itu, laba bersih juga tumbuh 8,4% profit also grew by 8.4% year-on-year to Rp2.2 trillion.
dari tahun 2024 menjadi Rp2,2 triliun. Pertumbuhan This growth in revenue and net profit was supported by
pendapatan dan laba bersih ini didukung oleh penetrasi stronger market penetration, expansion of the product
pasar, penambahan portofolio produk, dan peningkatan portfolio, and continuous improvements in operational
kinerja operasional secara berkelanjutan, sekaligus performance, reflecting the resilience of the Company’s
mencerminkan resiliensi bisnis dan kekuatan fundamental business and the strength of its underlying fundamentals
dalam menjaga kinerja. [GRI 201-1] in maintaining performance. [GRI 201-1]
Untuk segmen manufaktur, Perseroan membukukan In the manufacturing segment, the Company recorded
pendapatan bersih sebesar Rp10,6 triliun, meningkat net revenue of Rp10.6 trillion, an increase of 4.2%
4,2% dibandingkan tahun sebelumnya. Pertumbuhan ini compared to the previous year. This growth was
didukung oleh penguatan portofolio produk, termasuk supported by the strengthening of the product portfolio,
kontribusi model kendaraan baru dari pelanggan OEM including contributions from new vehicle models
baik roda dua maupun roda empat, serta kinerja ekspor launched by OEM customers for both two-wheeler
yang tetap solid sepanjang tahun. [GRI 201-1] and four-wheeler vehicles, as well as solid export
performance throughout the year. [GRI 201-1]
Pada segmen perdagangan mencatatkan pendapatan Meanwhile, the trading segment recorded net revenue
bersih sebesar Rp9,3 triliun, meningkat 4,5% of Rp9.3 trillion, an increase of 4.5% compared to the
dibandingkan tahun sebelumnya. Pertumbuhan ini previous year. This growth was primarily driven by a
terutama didorong oleh penguatan pasar domestik, stronger domestic market, the launch of new products,
peluncuran produk baru, ekspansi jaringan ritel yang continued expansion of the retail network, and solid
berkelanjutan, serta kinerja ekspor yang tetap solid export performance throughout the year. [GRI 201-1]
sepanjang tahun. [GRI 201-1]
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Target dan Realisasi Pendapatan dan Laba 2025 [OJK F.2]
2025 Revenue and Profit Targets and Realization
Keterangan Target Realisasi
Description Target Realization
Pendapatan bersih Minimal sama dengan
Ketahanan Bisnis dan Kinerja Ekonomi
Business Resilience and Economic Performance
4.4%
Net revenue pertumbuhan ekonomi industri
Laba yang didistribusikan kepada pemilik entitas induk At a minimum, in line with
industry economic growth 8.4%
Profit attributable to owners of the parent entity
Sepanjang 2025, Perseroan tidak menerima dukungan Throughout 2025, the Company did not receive any
finansial dari pemerintah, termasuk pembebasan pajak, financial assistance from the government, including tax
subsidi, maupun bentuk insentif lainnya. [GRI 201-4] exemptions, subsidies, or other incentives. [GRI 201-4]
Informasi mengenai kinerja ekonomi Perseroan secara More detailed information regarding the Company’s
lebih rinci dapat dilihat pada dalam Laporan Keuangan economic performance can be found in the FY2025
tahun 2025. [GRI 201-1] Financial Statements. [GRI 201-1]
Implikasi Finansial Akibat
Perubahan Iklim [GRI 201-2] [OJK F.3]
Financial Implications of Climate Change
Astra Otoparts berkomitmen mengambil peran aktif Astra Otoparts is committed to taking an active role
dalam menghadapi tantangan perubahan iklim dan in addressing the challenges of climate change and
memberikan kontribusi positif bagi pembangunan contributing positively to national development.
nasional. Perseroan memahami bahwa perubahan iklim The Company recognizes that climate change has
berpotensi memengaruhi operasional manufaktur, the potential to affect its manufacturing operations,
sehingga upaya mitigasi dan adaptasi menjadi semakin making mitigation and adaptation efforts increasingly
penting. Sebagai langkah awal, Perseroan telah critical. As an initial step, the Company conducted a
melakukan kajian dampak perubahan iklim sesuai climate change impact assessment in accordance with
rekomendasi Task Force on Climate-Related Financial the recommendations of the Task Force on Climate-
Disclosures (TCFD). Penjelasan lebih rinci mengenai Related Financial Disclosures (TCFD). A more detailed
kajian tersebut dapat dilihat pada Bab Ketahanan dan explanation of this assessment is presented in the
Transisi Iklim di halaman 102. Climate Resilience and Transition Chapter on page 102.
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Rantai Pasokan [GRI 2-6]
Supply Chain
Ketahanan Bisnis dan Kinerja Ekonomi
Business Resilience and Economic Performance
Dalam menjaga keberlanjutan operasional dan kualitas In maintaining operational sustainability and product
produk, Astra Otoparts mengelola rantai pasokan secara quality, Astra Otoparts manages its supply chain in an
terintegrasi dengan memperhatikan aspek lingkungan integrated manner, taking into account environmental
dan sosial. Perseroan meyakini bahwa pengelolaan and social aspects. The Company believes that
pemasok yang bertanggung jawab merupakan elemen responsible supplier management is a critical element
penting dalam mendukung kelangsungan usaha, in supporting business continuity, risk control, and the
pengendalian risiko, serta efektivitas pelaksanaan effective implementation of its business continuity plan
business continuity plan (BCP). Oleh karena itu, (BCP). Accordingly, the principles of quality, cost, and
prinsip quality, cost, and delivery (QCD) diterapkan delivery (QCD) are consistently applied throughout
secara konsisten dalam seluruh proses pengadaan the procurement process as the foundation of supplier
sebagai dasar hubungan kerja sama dengan pemasok. relationships. Supply chain management is carried
Pengelolaan rantai pasokan dilaksanakan di bawah out under the oversight of the Board of Directors
pengawasan Direksi dan manajemen, dengan tanggung and Management, with clearly defined management
jawab manajemen yang ditetapkan secara jelas untuk responsibilities to ensure the effective implementation of
memastikan penerapan kebijakan berjalan efektif di policies across the entire value chain. [GRI 3-3]
seluruh rantai nilai. [GRI 3-3]
Pemasok Bahan Baku Produksi Pengiriman Pelanggan
Supplier Raw Material Production Delivery Customer
Manufaktur
Manufacture Pemasok Kemasan
Supplier Packaging
Pusat Distribusi
Pemasok Kemasan Pelanggan
Distribution
Supplier Packaging Customer
Center
Perdagangan Retailer, e-Commerce,
Main Dealer, Shop & Drive,
Trading
Shop & Bike, Motoquick,
Astra Otoservice, Export
Sejalan dengan pengelolaan pemasok yang bertanggung In line with its responsible supplier management
jawab, Astra Otoparts juga mendorong penguatan approach, Astra Otoparts also promotes local economic
ekonomi lokal melalui pemanfaatan pemasok lokal development through the use of local suppliers in
dalam kegiatan pengadaan. Perseroan memprioritaskan its procurement activities. The Company prioritizes
pemasok yang beroperasi di wilayah yang sama dengan suppliers operating in the same regions as its significant
lokasi operasional signifikan Perseroan, sepanjang operational locations, provided they meet the required
memenuhi standar QCD. Proporsi pengadaan kepada QCD standards. The proportion of procurement from
pemasok lokal dihitung berdasarkan jumlah mitra local suppliers is calculated based on the total number
pemasok lokal selama periode pelaporan sebagai of local supplier partners during the reporting period,
bagian dari komitmen Perseroan dalam memperkuat as part of the Company’s commitment to strengthening
ketahanan rantai pasokan dan memberikan kontribusi supply chain resilience and contributing positively to the
positif bagi perekonomian lokal. [GRI 204-1] local economy. [GRI 204-1]
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Proporsi Pengadaan kepada Pemasok Lokal [GRI 204-1]
Proportion of Procurement to Local Suppliers
Keterangan Jumlah
Description Amount
Proporsi mitra pemasok lokal dari keseluruhan mitra pemasok
91.8%
Ketahanan Bisnis dan Kinerja Ekonomi
Business Resilience and Economic Performance
Proportion of local suppliers from total suppliers
Sejalan dengan komitmen terhadap praktik pengadaan In line with its commitment to sustainable procurement
berkelanjutan, Astra Otoparts menerapkan kriteria practices, Astra Otoparts integrates environmental and
lingkungan dan sosial secara terintegrasi dalam proses social criteria into the selection process for new suppliers.
seleksi pemasok baru. Kriteria tersebut mencakup These criteria include compliance with applicable laws
kepatuhan terhadap peraturan perundang-undangan, and regulations; prevention of environmental pollution;
pencegahan pencemaran lingkungan hidup, efisiensi energy efficiency; water conservation; implementation
energi, penghematan air, penerapan standar kesehatan of occupational health and safety standards; fair labor
dan keselamatan kerja, praktik ketenagakerjaan yang practices; and adherence to human rights principles and
adil, serta kepatuhan terhadap prinsip hak asasi manusia, gender equality, including the prohibition of child labor.
kesetaraan gender, termasuk larangan mempekerjakan These requirements are formalized in integrity pacts and
karyawan di bawah umur. Ketentuan ini dituangkan legally binding partnership agreements with suppliers.
dalam pakta integritas dan perjanjian kerja sama yang Astra Otoparts consistently applies environmental and
bersifat mengikat secara hukum dengan pemasok. Astra social criteria in its supplier selection and evaluation
Otoparts terus menerapkan proses seleksi dan evaluasi processes as part of the initial procurement stage. [GRI
pemasok dengan menggunakan kriteria lingkungan dan 308-1, 414-1]
sosial sebagai bagian dari tahapan awal pengadaan. [GRI
308-1, 414-1]
Sebagai bagian dari pengelolaan risiko berkelanjutan, As part of its ongoing risk management efforts, the
Perseroan melakukan audit dan evaluasi pemasok secara Company conducts periodic supplier audits and
berkala. Hasil evaluasi tersebut ditindaklanjuti melalui evaluations. The results of these assessments are followed
keterlibatan aktif dengan pemasok melalui penyampaian up through active engagement with suppliers, including
umpan balik, permintaan rencana perbaikan, serta the provision of feedback, requests for corrective action
pendampingan implementasi tindakan korektif. Program plans, as well as assistance in the implementation of
pelatihan dan sosialisasi juga diberikan secara berkala corrective actions. Training and awareness programs are
kepada pemasok, termasuk pelatihan terkait standar also provided regularly to suppliers, including training
lingkungan, kesehatan dan keselamatan kerja, serta hak- on environmental standards, occupational health and
hak tenaga kerja. [GRI 308-2, 414-2] safety, and labor rights. [GRI 308-2, 414-2]
Apabila pemasok tidak menunjukkan komitmen If a supplier fails to demonstrate a commitment to
perbaikan atau gagal memenuhi standar yang ditetapkan improvement or does not meet the required standards
dalam jangka waktu yang disepakati, Perseroan dapat within the agreed timeframe, the Company may take
mengambil langkah tegas berupa pembatasan hingga firm measures, including restricting or terminating the
penghentian hubungan kerja sama. Pendekatan business relationship. This approach reflects Astra
ini mencerminkan komitmen Astra Otoparts dalam Otoparts’ commitment to upholding responsible supply
menegakkan praktik rantai pasokan yang bertanggung chain practices. [GRI 308-2, 414-2]
jawab. [GRI 308-2, 414-2]
Selain itu, Perseroan menyediakan saluran formal bagi In addition, the Company provides formal channels
pekerja di rantai pasokan untuk menyampaikan keluhan for workers within the supply chain to raise grievances
atau laporan terkait praktik ketenagakerjaan dan hak asasi or report concerns related to labor practices and
manusia, serta secara aktif terlibat dalam forum industri, human rights. The Company also actively participates
dialog dengan mitra usaha, dan kolaborasi dengan in industry forums, engages in dialogue with business
pemangku kepentingan eksternal untuk mendorong partners, and collaborates with external stakeholders
peningkatan praktik keberlanjutan di sepanjang rantai to promote continuous improvement in sustainability
pasokan. practices across its supply chain.
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Kinerja pengelolaan rantai pasokan, termasuk hasil Supply chain management performance, including
audit dan tindak lanjut perbaikan pemasok, dilaporkan audit results and supplier corrective action follow-
secara berkala kepada manajemen dan Direksi serta ups, is reported periodically to management and the
diungkapkan dalam laporan keberlanjutan. Perseroan Board of Directors and disclosed in the sustainability
belum menetapkan target dan tenggat waktu terkait report. The Company has not yet established specific
peningkatan kepatuhan pemasok terhadap standar targets and timelines related to improving supplier
Ketahanan Bisnis dan Kinerja Ekonomi
Business Resilience and Economic Performance
lingkungan dan sosial sebagai bagian dari upaya compliance with environmental and social standards
perbaikan berkelanjutan. Ke depan, Perseroan as part of its continuous improvement efforts. Going
berkomitmen memperkuat kolaborasi dengan pemasok forward, the Company is committed to strengthening
dalam mendorong pemenuhan kriteria lingkungan dan collaboration with suppliers to encourage the fulfillment
sosial. of environmental and social criteria.
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04
Tata Kelola
Keberlanjutan
Sustainability Governance
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Struktur Tata Kelola Perusahaan����������� 60
Corporate Governance Structure
Penilaian terhadap Kinerja Dewan
Komisaris dan Direksi����������������������������� 64
Evaluation of the Performance of the
Board of Commissioners and the Board of
Directors
Tata Kelola dalam Keberlanjutan���������� 65
Governance of Sustainability
Nominasi dan Remunerasi��������������������� 66
Nomination and Remuneration
Manajemen Risiko���������������������������������� 68
Risk Management
Kode Etik Perusahaan�����������������������������72
Code of Conduct
Antikorupsi dan Antigratifikasi������������� 76
Anti-Corruption and Anti-Gratification
Sistem Pelaporan Pelanggaran��������������77
Whistleblowing System
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Perseroan berkomitmen memperkuat penerapan tata The Company is committed to strengthening its good
kelola perusahaan yang baik guna memastikan setiap corporate governance (GCG) to ensure that every
keputusan mendukung keberlanjutan dan kinerja decision supports sustainability and optimal operational
operasional yang optimal. Prinsip-prinsip tata kelola performance. Governance principles are integrated
tersebut diintegrasikan dengan aspek ESG, sehingga with ESG aspects, serving as guidelines in strategy
menjadi pedoman dalam penyusunan strategi, formulation, program implementation, and evaluation to
pelaksanaan kegiatan, serta evaluasi program untuk promote long-term growth.
mendorong pertumbuhan jangka panjang.
Tata Kelola Keberlanjutan
Sustainability Governance
Dalam menjalankan bisnis yang berkelanjutan, Perseroan In conducting sustainable business, the Company places
menempatkan GCG sebagai fondasi utama, dengan GCG as its primary foundation by complying with
mematuhi ketentuan yang berlaku serta menjunjung applicable regulations and upholding integrity, ethics,
tinggi integritas, etika, dan budaya kerja yang positif. and a positive work culture. Through this approach,
Melalui pendekatan ini, setiap keputusan tidak hanya every decision is oriented not only toward achieving
berorientasi pada pencapaian kinerja terbaik, tetapi juga optimal performance but also toward creating value that
pada penciptaan nilai yang memberikan manfaat bagi benefits all stakeholders.
seluruh pemangku kepentingan.
Untuk mewujudkan komitmen tersebut, Perseroan To realize this commitment, the Company integrates
mengintegrasikan penerapan GCG di seluruh aktivitas, GCG across all its activities at the corporate level and
baik pada tingkat perusahaan maupun di seluruh entitas throughout its subsidiaries. This integration is guided
anak. Penerapan ini berlandaskan lima prinsip utama by five key principles that serve as the foundation for
yang menjadi pedoman dalam menjaga kualitas dan maintaining operational quality and sustainability, as
keberlanjutan operasional, yaitu: outlined below:
Prinsip Bentuk Penerapan
Principle Implementation
Transparansi • Menyusun serta menyampaikan rencana bisnis tahunan kepada publik;
Transparency • Menyampaikan laporan tahunan, laporan keberlanjutan, serta laporan keuangan
berkala, meliputi laporan tahunan, tengah tahunan, triwulanan, dan laporan lain yang
wajib dipublikasikan sebagai perusahaan terbuka; dan
• Menggunakan situs web Perseroan sebagai media penyampaian informasi bagi
pemegang saham dan pemangku kepentingan lainnya.
• Preparing and disclosing the annual business plan to the public;
• Publishing annual reports, sustainability reports, and periodic financial reports, including
annual, semi-annual, quarterly, and other mandatory disclosures as a public company;
and
• Utilizing the Company’s website as a medium for information disclosure to shareholders
and other stakeholders.
Akuntabilitas • Adanya pemisahan tugas dan wewenang yang tegas antara organ Perseroan, meliputi
Accountability Rapat Umum Pemegang Saham (RUPS), Dewan Komisaris, dan Direksi, beserta
penetapan ukuran kinerja masing-masing.
• Clear segregation of duties and authority among the Company’s governing bodies,
namely the General Meeting of Shareholders (GMS), the Board of Commissioners, and
the Board of Directors, including the establishment of performance measures for each
body.
Tanggung Jawab • Mematuhi Anggaran Dasar dan seluruh ketentuan peraturan perundang-undangan
Responsibility dalam menjalankan operasional Perseroan;
• Melaksanakan tanggung jawab sosial perusahaan secara konsisten; dan
• Memenuhi kewajiban, termasuk perpajakan dan keterbukaan informasi sesuai regulasi
pasar modal, secara tepat dan sesuai ketentuan.
• Complying with the Articles of Association and all applicable laws and regulations in
conducting operations;
• Consistently implementing corporate social responsibility programs; and
• Fulfilling obligations, including taxation and capital market disclosure requirements, in a
timely and compliant manner.
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Prinsip Bentuk Penerapan
Principle Implementation
Independensi • Menghormati hak, kewajiban, peran, serta tanggung jawab masing-masing organ
Independence Perseroan;
• Pemegang saham dan Dewan Komisaris tidak diperkenankan melakukan intervensi
dalam pengelolaan Perseroan;
• Menghindari benturan kepentingan dalam setiap pengambilan keputusan;
• Transaksi yang mengandung potensi benturan kepentingan wajib memperoleh
Tata Kelola Keberlanjutan
Sustainability Governance
persetujuan terlebih dahulu dari Pemegang Saham Independen; dan
• Menerapkan kebijakan dan sistem yang dirancang untuk meminimalkan risiko benturan
kepentingan.
• Respecting the rights, obligations, roles, and responsibilities of each governing body;
• Prohibiting shareholders and the Board of Commissioners from intervening in operational
management;
• Avoiding conflicts of interest in decision-making;
• Requiring transactions with potential conflicts of interest to obtain prior approval from
independent shareholders; and
• Implementing policies and systems designed to minimize conflict-of-interest risks.
Keadilan dan • Pemegang saham memiliki hak untuk hadir dan memberikan suara dalam RUPS sesuai
Kesetaraan ketentuan yang berlaku;
Fairness and Equality • Seluruh mitra usaha diperlakukan secara adil dan transparan; dan
• Perseroan menyediakan lingkungan kerja yang aman dan kondusif bagi seluruh karyawan
sesuai kemampuan perusahaan dan ketentuan peraturan yang berlaku.
• Granting shareholders the right to attend and vote at the GMS in accordance with
regulations;
• Treating all business partners fairly and transparently; and
• Providing a safe and conducive working environment for all employees in line with the
Company’s capabilities and applicable regulations.
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Struktur Tata Kelola
Perusahaan [GRI 2-9, 2-11]
Corporate Governance Structure
Tata Kelola Keberlanjutan
Sustainability Governance
Struktur tata kelola Astra Otoparts mengacu pada Astra Otoparts’ governance structure refers to Law of
Undang-Undang Republik Indonesia No. 40 Tahun the Republic of Indonesia No. 40 of 2007 concerning
2007 tentang Perseroan Terbatas dan terdiri atas Limited Liability Companies and consists of primary
organ utama serta organ pendukung. Organ utama and supporting organs. The primary organs include
meliputi Rapat Umum Pemegang Saham (RUPS), Dewan the General Meeting of Shareholders (GMS), the
Komisaris, dan Direksi. Sementara itu, organ pendukung Board of Commissioners, and the Board of Directors.
yang berada di bawah pengawasan Dewan Komisaris Supporting organs under the supervision of the Board
mencakup Komite Audit serta Komite Nominasi dan of Commissioners include the Audit Committee and
Remunerasi. Di sisi operasional, Sekretaris Perusahaan the Nomination & Remuneration Committee. On the
dan Unit Audit Internal yang bertanggung jawab kepada operational side, the Corporate Secretary and the
Presiden Direktur berperan mendukung pelaksanaan Internal Audit Unit, both accountable to the President
tugas Direksi. Seluruh elemen ini bekerja secara sinergis Director, support the Board of Directors in carrying out
untuk memastikan penerapan prinsip GCG berjalan their duties. All elements work synergistically to ensure
secara efektif. effective implementation of GCG principles.
Rapat Umum Pemegang Saham
General Meeting of Shareholders
Dewan Komisaris Direksi
Board of Commissioners Board of Directors
Komite Audit Komite Nominasi & Remunerasi
Audit Committee Nomination & Remuneration Committee
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Rapat Umum Pemegang General Meeting of
Saham (RUPS) Shareholders (GMS)
Mengacu pada Undang-Undang Nomor 40 tahun 2007 Pursuant to Law No. 40 of 2007 concerning Limited
tentang Perseroan Terbatas (UUPT) Pasal 1 ayat (4), Rapat Liability Companies, Article 1 paragraph (4), the
Umum Pemegang Saham (RUPS) merupakan organ General Meeting of Shareholders (GMS) is the
Perseroan yang memegang kewenangan tertinggi, Company’s highest governing body, holding authority
Tata Kelola Keberlanjutan
Sustainability Governance
termasuk kewenangan yang tidak dilimpahkan kepada not delegated to the Board of Directors or the Board
Direksi atau Dewan Komisaris, sepanjang sesuai dengan of Commissioners, in accordance with laws and/or the
ketentuan peraturan perundang-undangan dan/atau Articles of Association. [GRI 2-11]
Anggaran Dasar. [GRI 2-11]
Sesuai UUPT dan Anggaran Dasar Perseroan, RUPS In accordance with the Law and the Company’s Articles
diselenggarakan dalam dua bentuk, yaitu RUPS Tahunan of Association, the GMS is conducted in two forms: the
dan RUPS Luar Biasa. RUPS Tahunan dilaksanakan secara Annual GMS and the Extraordinary GMS. The Annual
rutin setiap tahun, paling lambat enam bulan setelah GMS is held annually no later than six months after the
tahun buku berakhir, sedangkan RUPS Luar Biasa dapat end of the fiscal year, while the Extraordinary GMS
diselenggarakan sewaktu-waktu sesuai kebutuhan may be convened at any time as needed. Resolutions
Perseroan. Pengambilan keputusan diupayakan melalui are primarily adopted through deliberation to reach
musyawarah untuk mufakat; apabila mufakat tidak consensus; if consensus cannot be achieved, decisions
tercapai, keputusan ditetapkan melalui pemungutan are made through voting.
suara (voting).
Dewan Komisaris Board of Commissioners
Mengacu pada POJK No. 33/POJK.04/2014 tentang Referring to POJK No. 33/POJK.04/2014 concerning
Direksi dan Dewan Komisaris Emiten atau Perusahaan the Board of Directors and Board of Commissioners of
Publik, Dewan Komisaris merupakan organ utama tata Issuers or Public Companies, the Board of Commissioners
kelola Perseroan yang menjalankan fungsi pengawasan, is the Company’s primary governance body responsible
baik secara umum maupun khusus, sesuai ketentuan for oversight functions, both general and specific,
Anggaran Dasar. Dewan Komisaris juga memberikan in accordance with the Articles of Association. The
arahan, rekomendasi, dan nasihat kepada Direksi, serta Board of Commissioners also provides direction,
memastikan penerapan prinsip dan pedoman GCG di recommendations, and advice to the Board of Directors
seluruh kegiatan Perseroan. and ensures the implementation of GCG principles and
guidelines across all Company activities.
Dalam pelaksanaannya, Dewan Komisaris tidak The Board of Commissioners does not concurrently
merangkap sebagai eksekutif senior dan tidak terlibat serve as senior executives and is not involved in day-
dalam pengelolaan operasional Perseroan, sehingga to-day operational management. Therefore, there is no
tidak terdapat rangkap peran antara fungsi pengawasan overlap between supervisory and executive functions.
dan eksekutif. Perseroan menerapkan pemisahan yang The Company maintains a clear separation between
jelas antara fungsi pengawasan dan fungsi pengelolaan. oversight and management functions. Oversight is
Pengawasan dilaksanakan oleh Dewan Komisaris di carried out by the Board of Commissioners under
bawah kepemimpinan Presiden Komisaris, sedangkan the leadership of the President Commissioner, while
pengurusan Perseroan serta pengambilan keputusan management and daily operational decision-making are
operasional sehari-hari menjadi tanggung jawab Direksi the responsibility of the Board of Directors, led by the
yang dipimpin oleh Presiden Direktur. President Director.
Dewan Komisaris sekurang-kurangnya terdiri atas tiga The Board of Commissioners consists of at least three
(3) anggota, yaitu seorang Presiden Komisaris, seorang members: one President Commissioner, one or more
atau lebih Wakil Presiden Komisaris apabila diperlukan, Vice President Commissioners if necessary, and/or one
dan/atau seorang atau lebih Komisaris. Calon anggota or more Commissioners. Candidates may come from
Dewan Komisaris dapat berasal dari internal maupun internal or external parties and are nominated to the
eksternal Perseroan, dan diajukan oleh Dewan Komisaris GMS provided they meet the criteria stipulated in the
kepada RUPS sepanjang memenuhi kriteria yang Articles of Association. These criteria include relevant
ditetapkan dalam Anggaran Dasar. Kriteria tersebut competencies to support the Company’s current
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mencakup kompetensi yang relevan untuk mendukung and future business, as well as in the ESG expertise;
bisnis Perseroan saat ini maupun di masa mendatang dan professional and ethical work attitudes; the ability to
juga pada bidang ESG, serta sikap kerja yang profesional enhance value for shareholders and stakeholders; and
dan beretika guna meningkatkan nilai Perseroan bagi strong motivation to work collaboratively as a team to
pemegang saham serta pemangku kepentingan, serta achieve excellent performance.
motivasi yang tinggi untuk bekerja secara kolaboratif
sebagai tim dalam mencapai kinerja yang unggul.
Tata Kelola Keberlanjutan
Sustainability Governance
Komisaris Independen merupakan pihak yang berasal Independent Commissioners are individuals from
dari luar Perseroan dan memiliki peran khusus untuk outside the Company who represent the interests
mewakili kepentingan pemegang saham minoritas. Pada of minority shareholders. During the reporting year,
tahun pelaporan, Dewan Komisaris Perseroan berjumlah the Company’s Board of Commissioners consisted
7 (tujuh) orang, termasuk 3 (tiga) Komisaris Independen of seven members, including three Independent
yang merepresentasikan 42,9% dari total anggota Commissioners representing 42.9% of the total Board
Dewan Komisaris. Komposisi ini telah melampaui composition. This exceeds the minimum requirement of
ketentuan minimum sebagaimana diatur dalam Pasal 20 30% as stipulated in Article 20 paragraph (3) of POJK
ayat (3) POJK No. 33/POJK.04/2014, yaitu paling sedikit No. 33/POJK.04/2014. The Company ensures the
30%. Perseroan memastikan independensi Dewan independence of the Board of Commissioners through
Komisaris melalui keberadaan Komisaris Independen the appointment of Independent Commissioners
sesuai ketentuan yang berlaku, serta penerapan in accordance with applicable regulations and the
kebijakan pencegahan benturan kepentingan. [GRI 405-1] implementation of conflict-of-interest prevention
policies. [GRI 405-1]
Informasi lebih lanjut terkait struktur dan komposisi Further information on the structure and composition of
Dewan Komisaris dapat dilihat pada Laporan Tahunan the Board of Commissioners can be found in the 2025
2025. [GRI 2-9] Annual Report. [GRI 2-9]
Direksi Board of Directors
Mengacu pada POJK No. 33/POJK.04/2014 tentang Referring to OJK Regulation No. 33/POJK.04/2014
Direksi dan Dewan Komisaris Emiten atau Perusahaan concerning the Board of Directors and Board of
Publik, Direksi merupakan organ utama tata kelola Commissioners of Issuers or Public Companies, the
Perseroan yang bertanggung jawab penuh atas Board of Directors is the principal governance organ
pengurusan Perseroan untuk kepentingan Perseroan, of the Company, fully responsible for managing the
sesuai maksud dan tujuan Perseroan, serta mewakili Company in the best interests of the Company, in
Perseroan baik di dalam maupun di luar pengadilan accordance with its purposes and objectives, and
sebagaimana diatur dalam Anggaran Dasar. Setiap representing the Company both in and out of court as
anggota Direksi melaksanakan fungsi pengambilan stipulated in the Articles of Association. Each member
keputusan sesuai pembagian tugas dan kewenangan of the Board of Directors performs decision-making
masing-masing. Namun demikian, seluruh pelaksanaan functions in accordance with their respective duties
tugas tersebut tetap berada dalam kerangka tanggung and authorities. Nevertheless, all such duties are carried
jawab bersama (kolektif kolegial) Direksi. out within the framework of the collective collegial
responsibility of the Board of Directors.
Selama periode pelaporan, Perseroan memiliki Direksi During the reporting period, the Company’s Board of
yang terdiri dari 8 (delapan) orang, dengan komposisi Directors comprised 8 (eight) members, consisting of 7
7 (tujuh) laki-laki dan 1 (satu) perempuan. Dengan (seven) men and 1 (one) woman. Accordingly, female
demikian, keterwakilan perempuan dalam Direksi representation on the Board of Directors accounted for
mencapai 12,5% dari total anggota Direksi. Informasi 12.5% of the total members. Information regarding the
mengenai komposisi Direksi dan dasar pengangkatannya composition of the Board of Directors and the basis for
disajikan pada tabel berikut. [GRI 405-1] their appointment is presented in the following table. [GRI
405-1]
Informasi lebih lanjut terkait struktur dan komposisi Further information on the structure and composition of
Direksi dapat dilihat pada Laporan Tahunan 2025. [GRI the Board of Directors can be found in the 2025 Annual
2-9] Report. [GRI 2-9]
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Kehadiran Komisaris dan Attendance of Commissioners
Direksi dalam Rapat Dewan and Directors at Board
Meetings
Perseroan berkomitmen menjaga kualitas tata kelola The Company is committed to maintaining high standards
melalui partisipasi aktif Dewan Komisaris dan Direksi of governance through the active participation of the
dalam setiap rapat dewan. Tabel berikut menyajikan Board of Commissioners and the Board of Directors at
Tata Kelola Keberlanjutan
Sustainability Governance
jumlah rapat yang diselenggarakan serta rata-rata every board meeting. The following table presents the
tingkat kehadiran Direksi dan Komisaris sepanjang number of meetings held and the average attendance
periode pelaporan: rate of the Directors and Commissioners throughout the
reporting period:
Rata-rata Persentase Kehadiran
Direksi/Komisaris dalam Rapat
Jumlah Rapat
Dewan
Deskripsi Dewan
Average Attendance Percentage of
Description Number of Board
Directors/Commissioners at Board
Meetings
Meetings
Jumlah kehadiran Direksi ke rapat Dewan
6 100%
Directors’ attendance at Board meetings
Jumlah kehadiran Komisaris ke rapat Dewan
6 92.8%
Commissioners’ attendance at Board meetings
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Penilaian terhadap Kinerja
Dewan Komisaris dan Direksi [GRI 2-18]
Evaluation of the Performance of the Board of
Commissioners and the Board of Directors
Tata Kelola Keberlanjutan
Sustainability Governance
Penilaian terhadap Kinerja Evaluation of the Performance
Komisaris of the Board of Commissioners
Penilaian atas kinerja Dewan Komisaris dilakukan The performance evaluation of the Board of
oleh Komite Nominasi dan Remunerasi berdasarkan Commissioners is conducted by the Nomination and
prosedur dalam Kebijakan Evaluasi Direksi dan/atau Remuneration Committee based on the procedures set
Dewan Komisaris yang disahkan pada 23 Agustus 2017. forth in the Directors and/or Board of Commissioners
Evaluasi mencakup pelaksanaan fungsi pengawasan Evaluation Policy, approved on August 23, 2017.
atas kebijakan pengurusan dan jalannya Perseroan, The evaluation includes oversight of management
termasuk pemberian nasihat kepada Direksi untuk policies and the Company’s operations, including
mendukung pencapaian tujuan Perseroan, serta providing advice to the Board of Directors to support
penilaian atas pelaksanaan tugas khusus yang diberikan the achievement of corporate objectives, as well as
sesuai Anggaran Dasar dan/atau keputusan RUPS. assessing the implementation of specific duties assigned
Penilaian terhadap kinerja masing-masing anggota in accordance with the Articles of Association and/
Dewan Komisaris dilakukan melalui metode penilaian or resolutions of the General Meeting of Shareholders
mandiri serta pencapaian kinerja berdasarkan corporate (GMS). The performance of each member of the Board
letter attachment (CLA) yang memuat key performance of Commissioners is assessed through a self-assessment
indicators (KPI) utama, termasuk target Perseroan dan method and performance achievements based on the
capaian kinerja portofolio pada fungsi terkait maupun corporate letter attachment (CLA), which contains key
anak perusahaan. performance indicators (KPIs), including corporate
targets and portfolio performance achievements within
the relevant functions and subsidiaries.
Penilaian terhadap Kinerja Evaluation of the Performance
Direksi of the Board of Directors
Penilaian atas kinerja Direksi juga dilakukan oleh Komite The performance evaluation of the Board of Directors is
Nominasi dan Remunerasi dengan mengacu pada also conducted by the Nomination and Remuneration
Kebijakan Evaluasi Direksi dan/atau Dewan Komisaris Committee with reference to the Directors and/or Board
yang disahkan pada 23 Agustus 2017. Penilaian of Commissioners Evaluation Policy approved on August
mencakup efektivitas pelaksanaan tugas dan tanggung 23, 2017. The evaluation covers the effectiveness of each
jawab masing-masing anggota Direksi dalam mengelola Director in carrying out their duties and responsibilities
Perseroan sesuai Anggaran Dasar, serta pelaksanaan in managing the Company in accordance with the
hasil keputusan RUPS Tahunan dan pencapaian realisasi Articles of Association, as well as the implementation
rencana kerja Perseroan. Penilaian terhadap kinerja of resolutions of the Annual GMS and the realization
masing-masing anggota Direksi dilakukan melalui of the Company’s work plan. The performance of
penilaian mandiri dan evaluasi pencapaian berdasarkan each Director is assessed through self-assessment and
CLA yang mencakup KPI utama, termasuk target evaluation of achievements based on the CLA, which
Perseroan serta capaian kinerja portofolio pada fungsi includes key KPIs, corporate targets, and portfolio
dan/atau anak perusahaan yang berada dalam lingkup performance achievements within the functions and/or
tanggung jawab masing-masing anggota Direksi. subsidiaries under each Director’s responsibility.
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Tata Kelola dalam
Keberlanjutan [GRI 2-12, 2-13, 2-14] [OJK E.1]
Governance of Sustainability
Tata Kelola Keberlanjutan
Sustainability Governance
Perseroan telah menetapkan struktur tanggung jawab The Company has established a clear structure of
yang jelas dalam pengelolaan keberlanjutan dan responsibilities for sustainability management and
juga terkait isu-isu ESG. Pengawasan isu ESG berada ESG-related issues. Oversight of ESG matters is at
pada tingkat Direksi, dengan Direktur Keuangan dan the Board of Directors level, with the Finance Director
Direktur Personalia sebagai penanggung jawab utama and the Human Capital Director serving as the primary
pengelolaan dan pengawasan agenda ESG, termasuk persons responsible for managing and supervising the
persetujuan penerbitan laporan keberlanjutan. ESG agenda, including approval of the issuance of the
sustainability report.
Pembagian peran ini memastikan bahwa seluruh aspek This division of roles ensures that economic,
ekonomi, lingkungan, sosial, serta praktik pengadaan environmental, social, and sustainable procurement
dikelola secara terarah dan akuntabel. Direktur aspects are managed in a focused and accountable
Keuangan bertanggung jawab atas pengelolaan aspek manner. The Finance Director is responsible for
ekonomi, sedangkan Direktur Personalia memimpin managing economic aspects, while the Human Capital
pengelolaan aspek lingkungan, sosial, dan pengadaan Director leads the management of environmental, social,
berkelanjutan. Keduanya juga memiliki mandat untuk and sustainable procurement aspects. Both are also
melakukan pengawasan serta memberikan persetujuan mandated to oversee and approve the issuance of the
atas penerbitan laporan keberlanjutan. sustainability report.
Dalam konteks perubahan iklim, Direksi berperan In the context of climate change, the Board of Directors
sentral dalam mengoordinasikan implementasi agenda plays a central role in coordinating the implementation
iklim sebagai bagian dari prioritas keberlanjutan Astra of the climate agenda as part of Astra Otoparts’
Otoparts. Pembahasan isu sustainability dilakukan sustainability priorities. Sustainability issues are discussed
secara berkala dalam rapat triwulanan keberlanjutan, periodically in quarterly sustainability meetings, which
yang menjadi forum utama untuk meninjau strategi, serve as the primary forum for reviewing strategies,
menetapkan target, serta mengarahkan rencana kerja setting targets, and directing key sustainability work
utama keberlanjutan, termasuk agenda dan metrik plans, including climate-related agendas and metrics.
terkait perubahan iklim.
Sementara itu, Dewan Komisaris menjalankan fungsi Meanwhile, the Board of Commissioners performs its
pengawasan dengan memberikan arahan dan nasihat oversight function by providing direction and advice
kepada Direksi untuk memastikan pengelolaan to the Board of Directors to ensure that sustainability
keberlanjutan dan isu iklim dilaksanakan secara efektif and climate-related issues are managed effectively and
dan sesuai arah strategis Perseroan. Informasi lebih rinci aligned with the Company’s strategic direction. More
mengenai peran manajemen dalam mengelola risiko dan detailed information regarding management’s role
peluang terkait perubahan iklim dapat dilihat pada Bab in addressing climate-related risks and opportunities
Ketahanan dan Transisi Iklim. is presented in the Climate Resilience and Transition
Chapter.
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Nominasi dan Remunerasi [GRI 2-10]
Nomination and Remuneration
Tata Kelola Keberlanjutan
Sustainability Governance
Proses penunjukan anggota Dewan Komisaris dan The process of appointing members of the Board of
Direksi diawali dengan pengajuan calon, yang Commissioners and the Board of Directors begins with
kemudian melalui tahapan seleksi. Hasil seleksi tersebut the nomination of candidates, followed by a selection
disampaikan kepada pemegang saham utama untuk process. The results of the selection are submitted to
ditinjau. Selanjutnya, pemegang saham menetapkan the principal shareholders for review. Subsequently, the
susunan Dewan Komisaris dan Direksi melalui RUPS. shareholders determine the composition of the Board of
Commissioners and the Board of Directors through the
GMS.
Anggota Dewan Komisaris diangkat oleh RUPS untuk Members of the Board of Commissioners are appointed
masa jabatan sejak tanggal pengangkatan hingga by the GMS for a term of office commencing from the
penutupan RUPS Tahunan, tanpa mengurangi hak date of appointment until the closing of the Annual
RUPS untuk memberhentikan sewaktu-waktu, dengan GMS, without prejudice to the GMS’s right to dismiss
menyebutkan alasan setelah anggota Direksi yang them at any time, by stating the reasons therefor after
bersangkutan diberi kesempatan untuk membela diri the Board of Directors has been given the opportunity
dalam rapat tersebut. Masa jabatan anggota Dewan to defend themselves at the meeting. The term of
Komisaris dapat berakhir apabila yang bersangkutan office of a Commissioner may end if the individual
mengundurkan diri, tidak lagi memenuhi persyaratan resigns, no longer meets the requirements stipulated
sesuai ketentuan OJK maupun peraturan perundang- by OJK regulations or other applicable laws and
undangan lainnya yang berlaku, meninggal dunia, masa regulations, passes away, completes their term and is
jabatan berakhir dan tidak diangkat kembali, dinyatakan not reappointed, is declared bankrupt or placed under
pailit atau berada di bawah pengampuan berdasarkan guardianship by court decision, or is dismissed pursuant
putusan pengadilan, atau diberhentikan berdasarkan to a GMS resolution.
keputusan RUPS.
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Kebijakan Remunerasi Dewan Remuneration Policy for the
Komisaris dan Direksi Board of Commissioners and
the Board of Directors
Perumusan kebijakan remunerasi bertujuan memberikan The formulation of the remuneration policy aims
penghargaan yang sepadan dengan tanggung jawab to provide compensation commensurate with the
Tata Kelola Keberlanjutan
Sustainability Governance
setiap anggota Dewan Komisaris dan Direksi, serta responsibilities of each member of the Board of
mendorong pencapaian kinerja optimal. Komite Commissioners and the Board of Directors and to
Nominasi dan Remunerasi menyiapkan rekomendasi encourage optimal performance achievement. The
terkait remunerasi untuk disampaikan kepada Dewan Nomination and Remuneration Committee prepares
Komisaris dan selanjutnya diajukan ke RUPS Tahunan remuneration recommendations to be submitted to the
guna memperoleh persetujuan. Penetapan besaran serta Board of Commissioners and subsequently proposed to
struktur remunerasi bagi Dewan Komisaris dan Direksi the Annual GMS for approval. The amount and structure
ditentukan melalui keputusan RUPS Tahunan. [GRI 2-19, of remuneration for the Board of Commissioners and the
2-20, 2-21] Board of Directors are determined through a resolution
of the Annual GMS. [GRI 2-19, 2-20, 2-21]
Penetapan struktur dan besaran remunerasi The determination of the remuneration structure and
mempertimbangkan berbagai aspek, termasuk kondisi amount takes into account various aspects, including
pasar dan kapasitas finansial Perseroan. Bagi Dewan market conditions and the Company’s financial capacity.
Komisaris, remunerasi terdiri atas honorarium dan For the Board of Commissioners, remuneration consists
tunjangan, sementara bagi Direksi mencakup gaji, of honoraria and allowances, while for the Board of
tunjangan, fasilitas, serta insentif berbasis kinerja. [GRI 2-20] Directors it includes salary, allowances, facilities, and
performance-based incentives. [GRI 2-20]
Indikator Penetapan Remunerasi Dewan Komisaris dan Direksi
Indicators for Determining Remuneration of the Board of Commissioners and the Board of Directors
1 Strategi dan Tujuan Perusahaan | Corporate Strategy and Objectives
2 Pengembangan SDM | Human Capital Development
3 Pengendalian Internal | Internal Control
4 Pelaporan Keuangan | Financial Reporting
5 Upaya Menjaga Pertumbuhan Secara Keberlanjutan | Efforts to Maintain Sustainable Growth
6 Pelaksanaan Tata Kelola Perusahaan yang Baik | Implementation of Good Corporate Governance
7 Manajemen Risiko | Risk Management
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Manajemen Risiko [GRI 2-24] [OJK E.3]
Risk Management
Tata Kelola Keberlanjutan
Sustainability Governance
Astra Otoparts memahami bahwa setiap aktivitas Astra Otoparts recognizes that every operational activity
operasional dan kebijakan bisnis memiliki potensi risiko. and business policy carries potential risks. Therefore,
Oleh karena itu, Perseroan berkomitmen meminimalkan the Company is committed to minimizing any negative
dampak negatif yang dapat timbul, baik secara ekonomi, impacts that may arise, whether economic, social, or
sosial, maupun lingkungan, melalui penerapan sistem environmental, through its effective risk management
manajemen risiko yang efektif. system.
Melalui penerapan manajemen risiko, Perseroan Through its risk management practices, the Company
melakukan identifikasi, pengukuran, pemantauan, identifies, measures, monitors, and controls potential
dan pengendalian atas potensi risiko yang mungkin risks. Various methods are employed, including risk
terjadi. Beragam metode digunakan, termasuk risk assessments, business continuity planning, insurance
assessment, business continuity plan, insurance review, reviews, and the strengthening of a risk-aware culture.
dan penguatan budaya sadar risiko. Upaya ini bertujuan These efforts are intended to protect the Company and
melindungi Perseroan dan para pemangku kepentingan its stakeholders from potential losses.
dari potensi kerugian.
Perseroan telah mengidentifikasi sejumlah risiko utama The Company identified a number of key risks along
beserta langkah mitigasinya, serta melakukan peninjauan with their mitigation measures and reviewed its risk
atas penerapan sistem manajemen risiko sepanjang management system throughout 2025. A summary of
2025. Rangkuman informasi tersebut disajikan dalam this information is presented in below:
bagan terpisah di bawah ini:
Profil Risiko
Risk Profile
Jenis Risiko Deskripsi Langkah Mitigasi
No.
Type of Risk Description Mitigation Measures
1 Risiko Pasar Perlambatan ekonomi global maupun domestik Perseroan secara berkelanjutan mengelola proses
Market Risk berpotensi menekan daya beli masyarakat, produksi serta menjaga stabilitas rantai pasokan
penjualan ritel, serta penjualan kendaraan roda agar tetap selaras dengan kondisi pasar. Pada bisnis
empat dan roda dua beserta industri turunannya. perdagangan, efektivitas penjualan ditingkatkan
Selain itu, penetrasi produk-produk berharga melalui optimalisasi kanal digital, pengembangan
murah, terutama yang berasal dari Tiongkok, juga produk untuk segmen bawah (low segment),
berpotensi meningkatkan tingkat kompetisi dalam ekspansi jaringan ritel dan/atau penambahan gerai
penjualan ritel. baru, yang disertai dengan upaya penguatan efisiensi
Global and domestic economic slowdown may dan efektivitas proses yang dinilai memberikan
exert pressure on consumer purchasing power, dampak positif terhadap kinerja Perseroan.
retail sales, as well as four-wheelers and two- The Company continuously manages its production
wheelers sales and the related industries. In process and maintains supply chain stability to
addition, the penetration of low-priced products, ensure alignment with market conditions. In the
particularly those originating from China, may trading business, sales effectiveness is enhanced
intensify the competition in the retail market. through the optimization of digital channels, product
development for the lower segment, expansion of
the retail network and/or the addition of new outlets,
accompanied by the initiatives to strengthen process
efficiency and effectiveness, which are considered
to contribute a positive impact to the Company’s
performance.
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Jenis Risiko Deskripsi Langkah Mitigasi
No.
Type of Risk Description Mitigation Measures
2 Risiko Rantai Ketidakpastian geopolitik berpotensi Perseroan secara konsisten memantau pergerakan
Pasokan dan menimbulkan gangguan pada rantai pasokan harga, meningkatkan efisiensi biaya dan proses, serta
Harga Bahan serta fluktuasi harga bahan baku, yang pada mengelola kebutuhan bahan baku secara prudent.
Baku akhirnya dapat meningkatkan biaya logistik dan Kebijakan pengamanan pasokan bahan baku utama
Supply Chain operasional. juga diterapkan, termasuk penyesuaian internal
and Raw Geopolitical uncertainty may disrupt supply maupun eksternal apabila terjadi perubahan harga.
Tata Kelola Keberlanjutan
Sustainability Governance
Material Price chains and cause fluctuations in raw material The Company consistently monitors price movement
Risk price, which may ultimately increase logistics and increases cost and process efficiency, and prudently
operational costs. manages raw material requirements. Policies to
secure the supply of key raw materials are also
implemented, including internal and external
adjustments in the event of price changes.
3 Risiko Seiring dengan dinamika dan perubahan Perseroan secara aktif memantau perkembangan
Hubungan peraturan ketenagakerjaan, Perseroan perlu peraturan ketenagakerjaan serta menjaga komunikasi
Industrial menjaga hubungan yang harmonis dengan yang konstruktif dengan serikat pekerja. Diskusi
Industrial karyawan dan serikat pekerja. Gangguan secara berkala dilakukan untuk memahami berbagai
Relations Risk hubungan industrial berpotensi menghambat kepentingan serta menjaga keharmonisan hubungan
operasional Perseroan dalam jangka pendek serta dengan seluruh pemangku kepentingan.
berdampak pada citra Perseroan. The Company actively monitors development
In line with the dynamics and changes in labor in labor regulations and maintains constructive
regulations, the Company continues to maintain communication with labor unions. Regular
harmonious relationships with employees and discussions are conducted to understand various
labor unions. Disruptions in industrial relations interests and to maintain harmonious relationship
may hinder the Company’s short-term operations with all stakeholders.
and have the potential to affect the corporate
image.
4 Risiko Perseroan melakukan interaksi elektronik baik Perseroan memiliki kebijakan dan prosedur teknologi
Keamanan secara internal maupun eksternal dengan informasi yang komprehensif (termasuk keamanan
Siber pelanggan dan pemasok. Oleh karena itu, teknologi informasi), menerapkan berbagai
Cyber Security Perseroan menempatkan prioritas tinggi pada pengendalian teknologi, serta secara berkelanjutan
Risk penyediaan sistem dan infrastruktur teknologi meningkatkan kesadaran karyawan terkait
informasi yang aman dan andal. Gangguan pada keamanan siber melalui pelatihan, simulasi phishing,
sistem TI, khususnya yang berkaitan dengan risiko dan kampanye edukasi internal. Perseroan juga
peretasan seperti pencurian informasi, malware, melaksanakan vulnerability assessment, penetration
phishing, denial of service, dan ransomware, testing, dan patch management secara berkala guna
dapat mengakibatkan gangguan operasional, memastikan keandalan dan efektivitas pengamanan
penurunan kinerja, serta kerugian finansial. siber yang diterapkan.
The Company conducts electronic interaction The Company maintains comprehensive information
both internally and externally with customers technology policies and procedures (including IT
and suppliers. Accordingly, the Company security), implements various technological controls,
places a high priority on the availability of secure and continuously enhances employee awareness
and reliable information technology systems of cybersecurity through training programs,
and infrastructure. Disruptions to IT systems, phishing simulations, and internal awareness
particularly those related to cyber threats such campaigns. The Company also conducts periodic
as information theft, malware, phishing, denial- vulnerability assessments, penetration testing,
of-service attacks, and ransomware, may result in and patch management to ensure the reliability
operational disruptions, declining performance, and effectiveness of the cybersecurity measures
and financial losses. implemented.
5 Risiko Valuta Perubahan nilai tukar mata uang asing, khususnya Eksposur terhadap mata uang asing dikelola dalam
Asing Dolar Amerika Serikat (USD) dan Yen Jepang batasan yang telah ditetapkan, dilakukan analisis
Foreign (JPY), dapat berfluktuasi secara signifikan dan secara berkala, serta pelaksanaan lindung nilai
Exchange Risk berdampak terhadap profitabilitas Perseroan, (hedging) sesuai kebutuhan.
termasuk potensi kerugian selisih kurs. Exposure to foreign currencies is managed within
Fluctuations in foreign exchange rates, particularly prescribed limits, supported by periodic analysis
the United States Dollar (USD) and the Japanese and the implementation of hedging strategies as
Yen (JPY), may fluctuate significantly and affect necessary.
the Company’s profitability, including potential
foreign exchange losses.
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Jenis Risiko Deskripsi Langkah Mitigasi
No.
Type of Risk Description Mitigation Measures
6 Risiko Kegiatan usaha manufaktur berpotensi Perseroan menerapkan proses dan pengendalian
Kewajiban menghadapi risiko kualitas produk, termasuk kualitas produk yang komprehensif dari hulu
Produk cacat produk, yang dapat disebabkan oleh hingga hilir guna meminimalkan tingkat penolakan
Product Liability kesalahan manusia, kegagalan peralatan, maupun (rejection) pada produk jadi serta mendorong
Risk faktor lainnya. Kondisi tersebut dapat berdampak penerapan perbaikan berkelanjutan.
pada reputasi Perseroan serta meningkatkan The Company implements comprehensive product
Tata Kelola Keberlanjutan
Sustainability Governance
biaya operasional akibat klaim dan proses litigasi. quality processes and controls from upstream to
Manufacturing activities are exposed to product downstream to minimize finished product rejection
quality risks, including product defects, which and promote continuous improvement.
may arise from human error, equipment failure,
or other factors. Such conditions may adversely
affect the Company’s reputation and increase
operational costs due to claims and litigation.
7 Risiko Risiko keberlanjutan mencakup aspek ESG yang Perseroan berupaya mengintegrasikan praktik
Keberlanjutan menjadi perhatian utama Perseroan. Aspek keberlanjutan ke dalam seluruh kegiatan operasional
Sustainability lingkungan berkaitan dengan perubahan iklim, dengan memastikan kepatuhan terhadap peraturan
Risk penipisan sumber daya alam, pengelolaan polusi perundang-undangan di bidang lingkungan serta
dan limbah, serta isu lingkungan lainnya. Aspek memantau pelaksanaan pengelolaan lingkungan
sosial mencakup kesehatan dan keselamatan secara berkelanjutan. Selain itu, Perseroan mematuhi
kerja, pengembangan sumber daya manusia, peraturan ketenagakerjaan dan keselamatan kerja
serta dampak terhadap masyarakat. Sementara yang berlaku, serta secara rutin melakukan sosialisasi,
itu, aspek tata kelola berkaitan dengan penerapan pelatihan, dan pemantauan untuk menciptakan
tata kelola perusahaan yang baik. lingkungan kerja yang aman dan kondusif. Perseroan
Sustainability risk encompasses ESG aspects juga secara konsisten menerapkan prinsip tata kelola
remain to be the key concerns for the Company. perusahaan yang baik dalam setiap kegiatan usaha.
Environmental aspects relate to climate change, The Company strives to integrate sustainability
depletion of natural resources, pollution and practices into all operational activities by ensuring
waste management, and other environmental compliance with applicable environmental
issues. Social aspects include occupational regulations and continuously monitoring
health and safety, human capital development, environmental management implementation. In
and community impact. Governance aspects addition, the Company complies with prevailing
relate to the implementation of good corporate labor and occupational safety regulations and
governance practices. regularly conducts socialization, training, and
monitoring to create a safe and conducive working
environment. The Company consistently applies the
principles of good corporate governance across its
business activities.
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Tinjauan atas Efektivitas Sistem Manajemen Risiko
Review on the Effectiveness of the Risk Management System
Metode Pengelolaan
Risiko Hasil Tinjauan Tahun 2025
Risk Management Review Results for 2025
Method
Risk Assessment • Perseroan secara konsisten melaksanakan top risk assessment pada tingkat korporat setiap kuartal.
Tata Kelola Keberlanjutan
Sustainability Governance
• Melaksanakan kegiatan advisory atas pelaksanaan top risk assessment untuk seluruh entitas anak setiap
kuartal.
• Memfasilitasi pelaksanaan risk assessment atas risiko-risiko operasional di PT Astra Otoparts – Head
Office (Departemen Purchasing dan Divisi Shared Service Center).
• Memfasilitasi pelaksanaan risk assessment atas risiko siber di PT Denso Indonesia dan PT Astra Komponen
Indonesia.
• Memfasilitasi pelaksanaan risk and control self-assessment (RCSA) untuk depo dan sales office.
• The Company consistently conducts top risk assessments at the corporate level on a quarterly basis.
• Provide advisory services for the implementation of top risk assessments across all subsidiaries on a
quarterly basis.
• Facilitate risk assessments on operational risks at PT Astra Otoparts – Head Office (Purchasing Department
and Shared Service Center Division).
• Facilitate cybersecurity risk assessments at PT Denso Indonesia and PT Astra Komponen Indonesia.
• Facilitate the implementation of risk and control self-assessments (RCSA) for depots and sales offices.
Business Continuity • Memberikan pendampingan dalam pelaksanaan table top exercise di PT Denso Indonesia.
Management • Memberikan pendampingan dalam penyusunan business continuity plan (BCP) di PT TD Automotive
Compressor Indonesia.
• Menyusun BCP untuk platform e-commerce B2C PT Astra Otoparts Tbk.
• Provide assistance in the implementation of table top exercise at PT Denso Indonesia.
• Provide assistance in the preparation of Business Continuity Plan (BCP) at PT TD Automotive Compressor
Indonesia.
• Prepare a BCP for the B2C e-commerce platform of PT Astra Otoparts Tbk.
Insurance Review • Memutakhirkan data asuransi seluruh entitas dalam Grup Astra Otoparts pada portal asuransi.
• Update insurance data for all entities within the Astra Otoparts Group on the insurance portal.
Promoting Culture • Menyelenggarakan BCP Cyber Workshop bagi seluruh risk champion, tim TI, dan penanggung jawab
BCM di Astra Otoparts Group.
• Menyelenggarakan insurance workshop bagi para risk champion dan penanggung jawab asuransi di
Astra Otoparts Group.
• Menyelenggarakan forum Governance, Risk & Compliance (GRC) yang dihadiri oleh BOD Astra
Otoparts, EIC Astra Otoparts Group, para Division Head, risk champion, dan Controller Astra Otoparts
Group.
• Organize a BCP Cyber Workshop for all risk champions, IT teams, and BCM person-in-charge within the
Astra Otoparts Group.
• Organize an insurance workshop for risk champions and insurance person-in-charge within the Astra
Otoparts Group.
• Organize a Governance, Risk & Compliance (GRC) forum attended by the Astra Otoparts Board of
Directors, EIC of the Astra Otoparts Group, Division Heads, risk champions, and Controllers of the Astra
Otoparts Group.
Perseroan juga mendorong integrasi aspek iklim dalam The Company also promotes the integration of climate
proses bisnis dengan meningkatkan kapasitas manajemen aspects into business processes by enhancing the
dan karyawan terkait isu iklim serta memasukkan capacity of management and employees regarding
aspek tersebut ke dalam kerangka Manajemen Risiko climate issues and incorporating these aspects into
Perseroan. Astra Otoparts berkomitmen memanfaatkan the Company’s Risk Management framework. Astra
peluang dari transisi menuju ekonomi rendah karbon, Otoparts is committed to leveraging opportunities
serta membangun ketahanan iklim untuk menjaga arising from the transition to a low-carbon economy
kemampuan Perseroan dalam menciptakan nilai bagi and strengthening climate resilience to maintain the
para pemangku kepentingan. Penjelasan lebih lanjut Company’s ability to create value for stakeholders.
mengenai manajemen risiko iklim dapat dilihat pada Bab Further information regarding climate risk management
Ketahanan dan Transisi Iklim di halaman 102. is presented in the Climate Resilience and Transition
Chapter on page 102.
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Kode Etik Perusahaan [GRI 2-23, 2-24]
Code of Conduct
Tata Kelola Keberlanjutan
Sustainability Governance
Perseroan menempatkan etika sebagai landasan dalam The Company places ethics as the foundation of all
setiap aktivitas bisnis. Kode Etik Perseroan disusun business activities. The Company’s Code of Conduct is
mengacu pada prinsip-prinsip inti Perseroan dan Grup developed based on the Company’s and Astra Group’s
Astra, serta ditetapkan secara resmi dalam Peraturan core principles and is formally established in the Company
Perusahaan yang disusun oleh Direksi dan Dewan Regulations prepared by the Board of Directors and
Komisaris. Dokumen tersebut menjadi pedoman the Board of Commissioners. The document serves as
bagi seluruh manajemen dan karyawan, sekaligus guidance for all management and employees and is
dikomunikasikan kepada mitra bisnis melalui berbagai also communicated to business partners through various
saluran, antara lain pertemuan koordinasi, sosialisasi, channels, including coordination meetings, socialization
dan pencantuman ketentuan etika dalam dokumen kerja sessions, and the inclusion of ethical provisions in
sama. cooperation agreements.
Penerapan etika bisnis dikelola secara terstruktur dengan The Company’s business ethics is managed in a
pengawasan di tingkat Direksi. Direksi bertanggung structured manner under the supervision of the Board
jawab memastikan bahwa prinsip-prinsip etika of Directors as it is responsible for ensuring that ethical
diterapkan secara konsisten di seluruh entitas dan unit principles are consistently applied across all entities and
kerja, sekaligus melakukan penelaahan berkala terhadap business units, as well as for conducting periodic reviews
isu kepatuhan dan etika. Pemantauan atas tindak lanjut of compliance and ethical issues. Monitoring of follow-
temuan maupun indikasi pelanggaran dilakukan secara up actions on findings or indications of violations is
berkesinambungan sebagai bagian dari upaya menjaga carried out continuously as part of maintaining integrity,
integritas, akuntabilitas, dan kepercayaan terhadap accountability, and trust in the Company.
Perseroan.
Komitmen terhadap kejujuran, integritas, dan keadilan The commitment to honesty, integrity, and fairness is
tercermin dalam standar perilaku yang diharapkan reflected in the standards of conduct expected from
dari setiap insan Perseroan. Dalam setiap pengambilan every member of the Company. In all decision-making
keputusan dan interaksi bisnis, Perseroan menekankan processes and business interactions, the Company
pentingnya bertindak secara profesional, adil, dan emphasizes the importance of acting professionally,
bertanggung jawab, baik dalam hubungan internal fairly, and responsibly, both in internal relationships and
maupun dalam berinteraksi dengan pelanggan, mitra in engagements with customers, business partners, and
usaha, dan pemangku kepentingan lainnya. other stakeholders.
Untuk memastikan penerapan etika dapat berjalan secara To ensure operational implementation, the Code of
operasional, Kode Etik dilengkapi dengan berbagai Conduct is complemented by various supporting
pedoman dan ketentuan turunan. Pedoman tersebut guidelines and derivative provisions. These include
meliputi Etika Bisnis dan Etika Kerja yang dijabarkan dari Business Ethics and Work Ethics guidelines derived from
Filosofi Perusahaan dan Prinsip-prinsip Dasar Astra, dan the Company Philosophy and Astra’s Basic Principles,
dianut oleh organisasi usaha atau kelompok organisasi which are adopted by business organizations or
usaha, sebagai acuan untuk berhubungan dengan organizational groups as references in interacting with
lingkungannya, baik lingkungan internal maupun both internal and external environments.
eksternal.
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Pedoman Etika Bisnis Business Ethics Guidelines
Good Corporate Citizen
1. Perseroan secara konsisten menjalankan kewajibannya sebagai institusi bisnis sesuai dengan peraturan
perundangan yang berlaku.
2. Perseroan memilih dan menjalankan bisnis dengan cara yang sah, jujur, terbuka, bertanggung jawab, dan
Tata Kelola Keberlanjutan
Sustainability Governance
sesuai dengan norma moral dan sosial serta tidak merugikan masyarakat umum.
3. Perseroan membina dan melakukan hubungan baik dengan berbagai pihak dalam rangka berjejaring
(networking) seperti institusi, lembaga, LSM, dan asosiasi.
4. Perseroan peka dan peduli terhadap masalah sosial dan ekonomi yang terjadi di lingkungan khususnya dan
yang dihadapi bangsa pada umumnya.
5. Perseroan menjaga kelestarian lingkungan serta mengelola limbah sesuai dengan peraturan perundangan
yang berlaku.
6. Perseroan aktif berpartisipasi dalam berbagi pengalaman dan pengetahuan serta bersikap terbuka.
7. Perseroan dapat bermanfaat, diterima, dan didukung oleh masyarakat lingkungannya di manapun Perseroan
berada. Khusus kepada pemasok Usaha Kecil dan Menengah (UKM), Perseroan dapat memberikan
bimbingan teknis untuk menjaga/meningkatkan kualitas barang dan jasanya.
1. The Company consistently fulfills its obligations as a business institution in accordance with applicable laws
and regulations.
2. The Company selects and conducts business in a lawful, honest, transparent, and responsible manner, in
line with moral and social norms, and without harming the public interest.
3. The Company establishes and maintains good relationships with various parties for networking purposes,
including institutions, agencies, NGOs, and associations.
4. The Company is responsive and attentive to social and economic issues within its immediate environment
and the nation at large.
5. The Company preserves environmental sustainability and manages waste in accordance with applicable
laws and regulations.
6. The Company actively participates in sharing experience and knowledge and maintains an open attitude.
7. The Company strives to be beneficial, accepted, and supported by the surrounding community wherever
it operates. In particular, to Small and Medium Enterprise (SME) suppliers, the Company may provide
technical guidance to maintain or improve the quality of their goods and services.
Good Corporate Governance
1. Perseroan melaksanakan prinsip-prinsip GCG, yakni transparansi, akuntabilitas, tanggung jawab,
independensi serta keadilan, dan kesetaraan untuk meningkatkan kinerja Perseroan yang lebih baik
dengan tujuan akhir meningkatkan nilai pemangku kepentingan (stakeholder value).
2. Seluruh jajaran manajemen Perseroan memahami dan melaksanakan praktik GCG sebagai contoh perilaku
dan teladan bagi karyawan.
3. Perseroan menekankan pada pelaksanaan etika bisnis yang kuat dan konsisten untuk membentuk,
memelihara, dan membangun sikap perilaku manajemen dan karyawan yang terpuji.
4. Perseroan melaksanakannya secara efektif untuk meningkatkan nilai bagi pemegang saham (shareholder
value) serta melindungi hak-hak pemangku kepentingan lainnya.
5. Seluruh jajaran manajemen Perseroan menghindari timbulnya benturan kepentingan baik secara langsung
maupun tidak langsung, antara lain seperti melakukan transaksi orang dalam.
6. Komisaris dan Perseroan tidak diperkenankan memberi atau menerima segala bentuk imbalan dari pihak
yang bertransaksi atau berkepentingan baik langsung maupun tidak langsung.
7. Komisaris dan Perseroan menjaga keamanan dan kerahasiaan serta membatasi akses dari pihak yang tidak
berkepentingan atas data dan informasi Perseroan.
1. The Company implements the principles of GCG, namely transparency, accountability, responsibility,
independence, fairness, and equality, to enhance corporate performance and ultimately increase
stakeholder value.
2. All levels of management understand and implement GCG practices as examples of conduct and role
models for employees.
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3. The Company emphasizes strong and consistent business ethics implementation to build, maintain, and
develop commendable management and employee behavior.
4. The Company implements GCG effectively to increase shareholder value and protect the rights of other
stakeholders.
5. All levels of management avoid conflicts of interest, whether direct or indirect, including insider trading.
6. Commissioners and the Company are prohibited from giving or receiving any form of compensation from
parties engaged in transactions or having direct or indirect interests.
Tata Kelola Keberlanjutan
Sustainability Governance
7. Commissioners and the Company safeguard the security and confidentiality of Company data and
information and restrict access to unauthorized parties.
Tanggung jawab penerapan etika bisnis melekat pada Responsibility for implementing business ethics rests
manajemen di setiap unit kerja. Pimpinan unit berperan with management at each work unit. Unit leaders ensure
memastikan kepatuhan terhadap Kode Etik dalam compliance with the Code of Conduct in daily operational
aktivitas operasional sehari-hari, termasuk memastikan activities, including ensuring the effectiveness of internal
efektivitas pengendalian internal, menindaklanjuti controls, following up on findings, and managing ethical
temuan, serta mengelola risiko etika yang relevan risks relevant to their respective functions and activities.
dengan fungsi dan kegiatan masing-masing unit.
Sebagai bagian dari pengelolaan risiko dan kepatuhan, As part of risk and compliance management, the
Perseroan secara berkala melakukan risk assessment. Company periodically conducts risk assessment. This
Penilaian ini mencakup potensi benturan kepentingan, assessment includes potential conflicts of interest,
gratifikasi dan suap, fraud, pelanggaran kerahasiaan gratuities and bribery, fraud, breaches of information
informasi, serta risiko yang berkaitan dengan rantai pasok confidentiality, and risks related to the supply chain and
dan pihak ketiga. Hasil penilaian digunakan sebagai third parties. The results serve as a basis for strengthening
dasar untuk memperkuat pengendalian, menentukan controls, determining socialization priorities, and
prioritas sosialisasi, serta menyusun rencana perbaikan developing improvement plans in areas with higher risk
pada area dengan tingkat risiko yang lebih tinggi. levels.
Dalam rangka mencegah ketidakpatuhan, Perseroan To prevent non-compliance, the Company implements
menerapkan berbagai mekanisme pengendalian, antara various control mechanisms, including segregation of
lain pemisahan fungsi, prosedur persetujuan berjenjang, duties, tiered approval procedures, periodic audits and
audit dan pemantauan berkala, serta penerapan sanksi monitoring, and consistent enforcement of disciplinary
disiplin yang konsisten terhadap pelanggaran Kode Etik. sanctions for violations of the Code of Conduct. The
Perseroan juga menyediakan kanal pelaporan dugaan Company also provides a whistleblowing system
pelanggaran (whistleblowing system) yang menjamin channel that ensures the confidentiality of reporters and
kerahasiaan pelapor dan mendukung terciptanya supports a safe and responsible reporting culture.
budaya pelaporan yang aman dan bertanggung jawab.
Setiap laporan atau indikasi pelanggaran ditindaklanjuti Every report or indication of violation is followed
melalui proses klarifikasi dan investigasi sesuai ketentuan up through a clarification and investigation process
yang berlaku. Tindak lanjut ini mencakup penetapan in accordance with applicable provisions. Follow-
langkah korektif yang diperlukan, seperti perbaikan up actions include the determination of necessary
prosedur, penguatan pengendalian, serta penegakan corrective measures, such as procedural improvements,
disiplin, guna mencegah terulangnya pelanggaran strengthening of controls, and disciplinary enforcement,
serupa. to prevent recurrence of similar violations.
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Pedoman Etika Kerja Work Ethics Guidelines
Astra Otoparts menerapkan Pedoman Etika Kerja Astra Otoparts implements Work Ethics Guidelines
yang berfungsi memperkuat hubungan internal antara aimed at strengthening internal relationships between
karyawan dan perusahaan serta menciptakan lingkungan employees and the Company, as well as fostering a
kerja yang harmonis dan produktif. Kode Etik dan harmonious and productive work environment. The
Pedoman Etika Kerja diberlakukan di seluruh tingkatan Code of Conduct and Work Ethics Guidelines apply
Tata Kelola Keberlanjutan
Sustainability Governance
organisasi dan diimplementasikan dalam setiap kegiatan to all levels of the organization and are implemented
operasional sesuai kebijakan masing-masing unit. in every operational activity in accordance with the
Penerapan pedoman ini bertujuan mendorong perilaku policies of each respective unit. The implementation
positif di kalangan karyawan sehingga terbentuk budaya of these guidelines is intended to promote positive
kerja yang menjunjung etika, moral, dan kepatuhan behavior among employees and cultivate a work culture
terhadap peraturan. [OJK F.1] that upholds ethics, moral values, and compliance with
regulations. [OJK F.1]
Pedoman Etika Kerja memuat sejumlah ketentuan, di The Work Ethics Guidelines include provisions
antaranya: concerning:
• Sikap karyawan dalam Perseroan; • Employee conduct within the Company;
• Sikap karyawan dengan wewenang dan jabatannya • Employee conduct in relation to their authority and
di Perseroan; position within the Company;
• Hubungan karyawan dengan atasan dan dengan • Employee relationships with supervisors and
bawahannya; dan subordinates; and
• Hubungan karyawan dengan sesama karyawan. • Employee relationships with fellow employees.
Perseroan menyelenggarakan pelatihan/sosialisasi Kode The Company conducts periodic training and
Etik dan Etika Kerja secara berkala, termasuk pembekalan socialization programs on its Code of Conduct and Work
bagi karyawan baru serta refresher bagi karyawan yang Ethics, including orientation for new employees and
telah bekerja. Pelatihan ini diarahkan untuk memastikan refresher sessions for existing employees. These training
pemahaman atas standar perilaku. Sepanjang tahun programs are designed to ensure a clear understanding
pelaporan, Astra Otoparts tidak menerima laporan of expected standards of conduct. Throughout the
pelanggaran Kode Etik yang dilakukan oleh manajemen reporting year, Astra Otoparts did not receive any
maupun karyawan. reports of Code of Conduct violations committed by
management or employees.
Konflik Kepentingan [GRI 2-15] Conflict of Interest [GRI 2-15]
Sebagai bagian dari penerapan tata kelola perusahaan As part of implementing good corporate governance,
yang baik, Perseroan berkomitmen memberikan the Company is committed to providing equal treatment
perlakuan yang setara kepada seluruh pemegang saham to all shareholders regardless of the size of their share
tanpa membedakan besaran kepemilikan. Komitmen ownership. This commitment is realized through
ini diwujudkan melalui penyediaan informasi yang the provision of transparent, relevant, and timely
transparan, relevan, dan tepat waktu, serta pemenuhan information, as well as the fair fulfillment of corporate
hak-hak korporasi secara adil melalui mekanisme rights through corporate communication mechanisms
komunikasi perusahaan dan penyelenggaraan RUPS and the conduct of General Meetings of Shareholders
sesuai ketentuan yang berlaku. Perseroan juga (GMS) in accordance with applicable regulations. The
menerapkan kebijakan yang melarang Dewan Komisaris, Company also enforces a policy prohibiting members
Direksi, dan karyawan memanfaatkan informasi material of the Board of Commissioners, Board of Directors, and
yang belum tersedia bagi publik untuk kepentingan employees from using material non-public information
pribadi maupun pihak tertentu, termasuk praktik insider for personal gain or for the benefit of certain parties,
trading. including insider trading practices.
Untuk mencegah dan meminimalkan konflik To prevent and minimize conflicts of interest, the
kepentingan, Perseroan mewajibkan pengungkapan Company requires disclosure of any potential conflict
potensi benturan kepentingan dalam setiap proses of interest in every decision-making process, proper
pengambilan keputusan, mendokumentasikannya dalam documentation in meeting minutes, and the application
risalah rapat, serta menerapkan ketentuan abstain bagi of abstention provisions for parties with conflicts of
pihak yang memiliki konflik kepentingan. Ketentuan ini interest. These provisions include, among others,
mencakup antara lain situasi keanggotaan lintas dewan, situations involving cross-board memberships, share
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kepemilikan saham atau hubungan dengan pemasok ownership or relationships with suppliers or other
maupun pemangku kepentingan lain, keterkaitan stakeholders, affiliations with controlling shareholders,
dengan pemegang saham pengendali, serta transaksi and related-party transactions. These principles are
dengan pihak berelasi. Seluruh prinsip tersebut diperkuat reinforced through the Business Ethics and Work Ethics
melalui Pedoman Etika Bisnis dan Etika Kerja yang juga Guidelines, which also prohibit commissioners and
melarang komisaris dan manajemen memberikan atau management from giving or receiving any form of
menerima imbalan dari pihak yang memiliki hubungan compensation from parties engaged in transactions or
transaksi atau kepentingan dengan Perseroan. [GRI 2-15] having interests in the Company. [GRI 2-15]
Tata Kelola Keberlanjutan
Sustainability Governance
Antikorupsi dan Antigratifikasi
Anti-Corruption and Anti-Gratification
Astra Otoparts menolak secara tegas segala bentuk Astra Otoparts firmly rejects all forms of corruption,
korupsi, kolusi, dan nepotisme (KKN) serta gratifikasi collusion, and nepotism (KKN), as well as gratuities, in all
dalam seluruh aktivitas operasional. Komitmen ini diatur operational activities. This commitment is set out in the
dalam Kebijakan antisuap dan antikorupsi yang berlaku Company’s Anti-Bribery and Anti-Corruption Policy,
tanpa pengecualian bagi seluruh karyawan, termasuk which applies without exception to all employees,
larangan atas facilitating payment, serta disosialisasikan including a prohibition on facilitating payments, and
secara konsisten untuk mencegah tindakan yang is consistently socialized to prevent actions that could
merugikan perusahaan maupun negara. harm the Company or the state.
Sepanjang periode pelaporan, Astra Otoparts telah Throughout the reporting period, Astra Otoparts
mengomunikasikan ketentuan antikorupsi kepada has communicated its anti-corruption provisions to
karyawan. Perseroan juga menyampaikan ketentuan employees. The Company has also conveyed these
tersebut kepada mitra bisnis, sekaligus menegaskan provisions to its business partners, while reaffirming the
larangan gratifikasi, benturan kepentingan, suap, dan prohibition of gratuities, conflicts of interest, bribery, and
facilitating payment. facilitating payments.
Selain mitra bisnis, ketentuan antisuap dan antikorupsi In addition to business partners, anti-bribery and anti-
turut disosialisasikan kepada pihak/organisasi lain yang corruption provisions were also communicated to other
relevan, antara lain melalui klausul kontrak dan surat relevant parties or organizations through contractual
edaran. Sosialisasi ini dilakukan untuk menumbuhkan clauses and circular letters. This socialization initiative
budaya integritas, kejujuran, dan profesionalisme, was conducted to foster a culture of integrity, honesty,
termasuk penolakan terhadap hibah atau pemberian and professionalism, including the rejection of gifts
yang berpotensi memengaruhi kebijakan perusahaan or benefits that could influence Company policies or
atau menimbulkan konflik kepentingan. create conflicts of interest.
Pada tahun 2025, Perseroan tidak mencatat insiden In 2025, the Company recorded no substantiated
korupsi yang terbukti (nihil), sehingga tidak terdapat incidents of corruption (zero cases); therefore, there
karakter atau sifat insiden korupsi yang dikonfirmasi were no confirmed characteristics of corruption or
pada periode pelaporan. Dengan demikian, tidak ada incidents during the reporting period. Consequently,
insiden yang mengakibatkan pemberhentian atau sanksi there were no incidents resulting in employee termination
kepada karyawan karena korupsi, maupun pengakhiran or sanctions due to corruption, nor any termination or
atau tidak diperpanjangnya kontrak dengan mitra non-renewal of contracts with business partners. During
bisnis. Selama periode pelaporan, juga tidak terdapat the reporting period, there were also no public legal
kasus hukum terkait korupsi yang diajukan publik cases related to corruption filed against the Company
terhadap Perseroan maupun karyawannya (nihil), or its employees (zero cases), and therefore no court
sehingga tidak ada putusan atau penyelesaian kasus decisions or case settlements to report. Nevertheless,
yang perlu dilaporkan. Meski demikian, Perseroan tetap the Company continues to implement reporting,
menerapkan mekanisme pelaporan, investigasi, dan investigation, and enforcement mechanisms for any
penindakan atas setiap pelanggaran, dengan sanksi violations, with sanctions up to and including termination
hingga pemutusan hubungan kerja dan/atau proses of employment and/or legal proceedings in accordance
hukum sesuai ketentuan yang berlaku. with applicable regulations.
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Sistem Pelaporan
Pelanggaran [GRI 2-16, 2-26]
Whistleblowing System
Tata Kelola Keberlanjutan
Sustainability Governance
Astra Otoparts senantiasa memperkuat fungsi Astra Otoparts continuously strengthens its internal
pengawasan internal melalui penerapan Sistem oversight function through the implementation of
Pelaporan Pelanggaran (SPP) sebagai kanal bagi a Whistleblowing System (WBS) as a channel for
karyawan maupun pihak terkait untuk menyampaikan employees and related parties to report alleged
laporan atas dugaan pelanggaran atau kecurangan di violations or fraud within the Company. This system
lingkungan Perseroan. Sistem ini mengacu pada Surat refers to Board of Directors Decree No. 04/SKDIR/
Keputusan Direksi No. 04/SKDIR/POLICY/XI/2018 POLICY/XI/2018 concerning the Whistleblowing
tentang Sistem Pelaporan Pelanggaran (SPP) PT Astra System of PT Astra Otoparts Tbk and is designed to
Otoparts Tbk, dan dirancang agar setiap laporan dapat ensure that every report is processed and followed up in
diproses serta ditindaklanjuti secara adil, transparan, dan a fair, transparent, and accountable manner.
akuntabel.
Pedoman SPP memuat ketentuan utama mengenai The WBS Guidelines outline key provisions regarding
mekanisme, penyampaian informasi, dan tata cara reporting mechanisms, information submission, and
pelaporan pelanggaran, yang mencakup: procedures for handling violations, including:
a. Pengajuan pengaduan; a. Submission of complaints;
b. Investigasi; dan b. Investigation; and
c. Penutupan laporan. c. Closure of reports.
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Terkait mekanisme penyampaian SPP Perseroan, alur In relation to the Company’s WBS submission mechanism,
prosesnya ditampilkan pada bagan berikut: the process flow is presented in the following diagram:
Pelapor (whistleblower) membuat laporan Pelapor menghubungi
pelanggaran melalui sistem WBS. Tim KPP
Whistleblower creates a violation reports Whistleblower calls KPP
through WBS system team
Tata Kelola Keberlanjutan
Sustainability Governance
ya | yes
Pelapor Sistem WBS Tim KPP menelaah Apakah Tim KPP Tim KPP
menyampaikan menghasilkan informasi dan bukti melakukan menyampaikan
laporan lengkap nomor menyiapkan cukup investigasi pembaruan status
dengan bukti identifikasi unik laporan tertulis atas kuat? lanjutan dan tindak lanjut
pendukung The WBS system pengungkapan serta Is there melaporkan melalui sistem
Whistleblower generates rekomendasi tindak sufficient rencana WBS hingga
submits a report a unique lanjut evidence? investigasi status ditutup,
with complete identification KPP team examines kepada Direksi termasuk apabila
evidence number the information & (BOD) laporan ditolak
prepare written report Further KPP team informs
of disclosure and investigation by follow up status
recommendation for KPP Team and through WBS
follow up report to BOD on system until the
investigation plan status is closed,
including if the
report is rejected
tidak | no ya | yes
Tindak lanjut oleh Corp HR-IR: Ditolak/ Terbukti? Apabila
Pemutusan Hubungan Kerja Status Proven? dipandang
(PHK)/Gugatan hukum ditutup perlu fungsi
khusus, maka
Follow up by Corp HR-IR: Reject/
dibentuk tim Ad
Employment Termination/ Status
Hoc; jika tidak,
Law Suit Closed
hasil investigasi
dilaporkan
langsung kepada
Direksi (BOD)
If it is deemed
necessary to
have a special
function then an
Ad Hoc team will
be established, if
else then report
the investigation
result directly to
BOD
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Guna memastikan pelaksanaan SPP berjalan secara To ensure the WBS is implemented independently
independen dan tepercaya, Perseroan membentuk and credibly, the Company established a Special
Tim Khusus Pelaporan Pelanggaran (TKPP) berdasarkan Whistleblowing Team (TKPP) pursuant to Board of
Surat Keputusan Direksi No. 04/SK-DIR/POLICY/X/24 Directors Decree No. 04/SK-DIR/POLICY/X/24
tentang Pembentukan dan Penunjukan TKPP. Tim ini concerning the Establishment and Appointment of TKPP.
bertanggung jawab langsung kepada Direksi, menjaga This team reports directly to the Board of Directors,
kerahasiaan identitas pelapor, serta memberikan maintains the confidentiality of the whistleblower’s
perlindungan dari segala bentuk ancaman maupun identity, and provides protection against all forms of
Tata Kelola Keberlanjutan
Sustainability Governance
intimidasi. Dengan menjunjung prinsip konfidensial, threats or intimidation. By upholding the principles of
anonim, dan independen, Astra Otoparts memastikan confidentiality, anonymity, and independence, Astra
setiap pihak dapat menyampaikan laporan pelanggaran Otoparts ensures that all parties can submit reports safely
secara aman tanpa rasa khawatir. Selama tahun 2025, and without fear. Throughout 2025, the Company did
Perseroan tidak menerima laporan pelanggaran, not receive any whistleblowing reports. Accordingly,
sehingga jumlah masalah penting yang disampaikan the number of significant matters communicated to the
kepada badan tata kelola tertinggi adalah 0 (nihil) highest governance body was zero, and there were
dan tidak terdapat karakteristik masalah penting untuk no significant matters to disclose. Further information
dilaporkan. Informasi lebih lanjut mengenai mekanisme regarding the WBS mechanism is available in the Astra
SPP tersedia dalam Laporan Tahunan Astra Otoparts Otoparts 2025 Annual Report.
2025.
Informasi lebih detail mengenai Tata Kelola dapat dilihat pada Bab Tata Kelola Perusahaan Laporan Tahunan 2025
More detailed information on Governance can be found in the Corporate Governance Chapter of the 2025 Annual Report
[GRI 2-16, 2-18, 2-21, 2-25, 2-27] [TR-AP-520a.1]
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05
Pengelolaan
Lingkungan yang
Berkelanjutan
Sustainable Environmental Management
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Komitmen dan Kebijakan
Lingkungan������������������������������������������83
Environmental Commitment and Policy
Optimalisasi Penggunaan Energi������ 86
Optimization of Energy Use
Mengurangi Emisi Karbon����������������� 89
Reducing Carbon Emissions
Pengelolaan Air dan Air Limbah��������93
Water and Wastewater Management
Manajemen Limbah dan Daur
Ulang��������������������������������������������������� 98
Waste Management and Recycling
Pelestarian Keanekaragaman
Hayati�������������������������������������������������100
Biodiversity Conservation
Material Berkelanjutan���������������������� 102
Sustainable Materials
Kepatuhan terhadap Regulasi
Lingkungan���������������������������������������� 103
Compliance with Environmental
Regulations
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Isu lingkungan global seperti perubahan iklim, Global environmental issues such as climate change,
pencemaran sampah, kelangkaan air, dan tantangan waste pollution, water scarcity, and other ecological
ekologis lainnya semakin memengaruhi keseimbangan challenges are increasingly affecting the natural
alam serta menuntut industri untuk beroperasi dengan balance and demanding that industries operate more
lebih bertanggung jawab. Dampak tersebut juga responsibly. These impacts are also relevant to the
relevan bagi aktivitas manufaktur Perseroan yang dapat Company’s manufacturing activities, which may place
memberi tekanan pada sumber daya alam dan kualitas pressure on natural resources and environmental
lingkungan jika tidak dikelola dengan baik. Oleh karena quality if not properly managed. Therefore, structured
itu, pengelolaan lingkungan yang terstruktur menjadi environmental management is now a strategic necessity
kebutuhan strategis Perseroan agar pertumbuhan usaha for the Company to ensure that business growth remains
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
tetap selaras dengan prinsip pelestarian lingkungan. aligned with environmental preservation principles.
Menjawab tantangan tersebut, Astra Otoparts In response to these challenges, Astra Otoparts
mengintegrasikan prinsip keberlanjutan lingkungan integrates environmental sustainability principles into its
dalam praktik bisnisnya untuk meminimalkan dampak business practices to minimize any negative operational
operasional. Perseroan menekankan efisiensi energi, impacts. The Company emphasizes energy efficiency,
pengendalian emisi, pengelolaan air berkelanjutan, emission control, sustainable water management, and
dan pengurangan limbah melalui kebijakan, target, dan waste reduction through measurable environmental
program lingkungan yang terukur sesuai standar dan policies, targets, and programs in accordance with
regulasi. Upaya ini diperkuat dengan analisis risiko yang applicable standards and regulations. These efforts are
proaktif, peningkatan kapasitas internal, serta kolaborasi strengthened by proactive risk analysis, internal capacity
dengan pemangku kepentingan guna memastikan building, and collaboration with stakeholders to
operasi yang rendah karbon, tangguh, dan berkontribusi ensure low-carbon, resilient operations that contribute
positif bagi lingkungan. positively to the environment.
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Komitmen dan Kebijakan
Lingkungan [GRI 3-3]
Environmental Commitment and Policy
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Astra Otoparts menempatkan pelindungan lingkungan Astra Otoparts places environmental protection as a
sebagai upaya strategis dalam menjaga keberlanjutan strategic effort in maintaining long-term sustainability.
jangka panjang. Prinsip ini diwujudkan melalui upaya This principle is realized through initiatives to improve
peningkatan efisiensi penggunaan sumber daya alam the efficiency of natural resource and energy use,
energi, pengendalian dan penurunan emisi, peningkatan control and reduce emissions, increase the diversion rate
tingkat pengalihan limbah dari tempat pembuangan of waste from landfills, and strengthen environmental
akhir, serta penguatan kesadaran lingkungan di seluruh awareness across all organizational levels. All
lini organisasi. Seluruh kebijakan dan arah pengelolaan environmental management policies and directions
lingkungan ditetapkan dan disetujui oleh manajemen are established and approved by the Company’s
Perseroan, sehingga setiap langkah memiliki landasan management, ensuring that every initiative is grounded
tata kelola yang kuat. Komitmen tersebut diperkuat in strong governance. This commitment is reinforced
melalui pelaporan kinerja lingkungan secara berkala serta through periodic environmental performance reporting
pelibatan pemangku kepentingan untuk memastikan and stakeholder engagement to ensure alignment
keselarasan antara operasi Perseroan dan tujuan between the Company’s operations and its sustainability
keberlanjutannya. Melalui dialog terbuka, konsultasi, dan objectives. Through open dialogue, consultation,
kolaborasi dengan pemasok, mitra usaha, pemerintah, and collaboration with suppliers, business partners,
hingga komunitas. Perseroan memastikan bahwa setiap government institutions, and communities, the Company
kebijakan dan program lingkungan selaras dengan ensures that every environmental policy and program
kebutuhan dan harapan para pemangku kepentingan. aligns with stakeholder needs and expectations.
Untuk menjalankan komitmen tersebut, Astra Otoparts To fulfill this commitment, Astra Otoparts implements
mengimplementasikan sistem pengelolaan lingkungan a standardized environmental management system
yang terstandarisasi melalui penerapan Astra Green through the application of the Astra Green Company
Company (AGC) yang mengacu pada ISO 14001 Sistem (AGC), which refers to the ISO 14001, and Astra Green
Manajemen Lingkungan dan Astra Green Energy (AGEn) Energy (AGEn), which refers to the ISO 50001. These
yang mengacu pada ISO 50001 Sistem Manajemen standards strengthen the Company’s framework in
Energi. Kedua standar ini memperkuat kerangka kerja preventing pollution, improving energy efficiency, and
Perseroan dalam mencegah pencemaran, meningkatkan optimizing resource use. In addition, the Company
efisiensi energi, serta mengoptimalkan pemanfaatan implements various conservation programs, including
sumber daya. Selain itu, Perseroan menjalankan waste reduction and treatment, tree planting, and the
berbagai program konservasi, seperti pengurangan preservation of flora and fauna as tangible contributions
dan pengolahan limbah, penanaman pohon, serta to the environment.
pelestarian flora dan fauna sebagai kontribusi nyata
terhadap lingkungan.
Pada aspek tata kelola, Astra Otoparts menerapkan From a governance perspective, Astra Otoparts
Kebijakan Lingkungan, Keselamatan dan Kesehatan implements an integrated Environment, Occupational
Kerja, serta Energi (LK3) yang mencakup beberapa Health and Safety, and Energy Policy (LK3), which
aspek, di antaranya: includes:
1. Mencegah terjadinya pencemaran lingkungan, 1. Preventing environmental pollution, workplace
kecelakaan kerja, dan gangguan kesehatan; accidents, and occupational health disturbances;
2. Melakukan perbaikan kinerja lingkungan, energi, 2. Continuously improving environmental, energy,
keselamatan dan kesehatan kerja, serta tanggung occupational health and safety, and social
jawab sosial secara berkesinambungan; responsibility performance;
3. Melakukan konservasi dan efisiensi terhadap energi 3. Conserving and efficiently utilizing energy and
dan sumber daya alam (ESDA) serta pengembangan natural resources, as well as developing human
sumber daya manusia (SDM); resources;
4. Melakukan aktivitas dan komunikasi sosial 4. Conducting social activities and communication to
guna menumbuhkan kepercayaan pemangku foster stakeholder trust; and
kepentingan; dan
5. Mematuhi peraturan perundang-undangan yang 5. Complying with applicable laws and regulations.
berlaku.
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Pendekatan tersebut sejalan dengan Kebijakan Astra This approach aligns with Astra Policy, which aims to:
yang bertujuan untuk:
Menerapkan Astra Green Company (AGC) dengan target minimal peringkat Biru;
Implement Astra Green Company (AGC) with a minimum target rating of Blue;
Memastikan kepatuhan terhadap PROPER; serta
Ensure compliance with the PROPER program; and
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Meningkatkan efisiensi sumber daya alam dan energi serta menurunkan emisi gas rumah kaca (GRK) melalui
program Astra Green Energy (AGEn), yang mencakup produksi dan konsumsi yang berkelanjutan, efisiensi
energi, pemasangan panel surya, dan penanaman pohon.
Improve natural resource and energy efficiency while reducing greenhouse gas (GHG) emissions through
the Astra Green Energy (AGEn) program, which includes sustainable production and consumption, energy
efficiency initiatives, solar panel installation, and tree planting.
Komitmen lingkungan tersebut dipertegas melalui This approach aligns with Astra Otoparts 2030
Astra Otoparts 2030 Sustainability Aspirations, yang Sustainability Aspirations, which aims to:
mencakup:
Menurunkan emisi GRK untuk Cakupan 1 dan 2 sebesar 30% dari tahun dasar 2019.
Reducing Scope 1 and Scope 2 GHG emissions by 30% from the 2019 baseline year.
Meningkatkan bauran energi baru terbarukan (EBT) untuk kegiatan operasional hingga sebesar 34% dari
total konsumsi energi.
Increasing the share of renewable energy in operational activities to 34% of total energy consumption.
Mengurangi intensitas pengambilan air sebesar 15% dari tahun dasar 2019.
Reduced water withdrawal intensity by 15% compared to the 2019 baseline.
Daur ulang dan recovery limbah padat mencapai hingga 99%.
Achieving up to 99% recycling and recovery of solid waste.
Untuk menjaga akuntabilitas, Astra Otoparts memantau To maintain accountability, Astra Otoparts consistently
kinerja lingkungan secara konsisten melalui pengukuran monitors its environmental performance through
efisiensi energi, pengelolaan air, emisi, dan limbah. measurements of energy efficiency, water management,
Evaluasi berkala juga dilakukan melalui penilaian AGC emissions, and waste. Periodic evaluations are also
yang mengacu pada standar PROPER Kementerian conducted through the AGC assessment, which refers
Lingkungan Hidup dan Kehutanan. Penilaian tersebut, to the PROPER standards of the Ministry of Environment
mencakup aspek sistem manajemen, keselamatan, and Forestry. The assessment covers management
critical point environment, serta kepatuhan terhadap systems, safety, critical environmental points, and
regulasi. Pada tahun 2025, sebanyak 20 perusahaan regulatory compliance. In 2025, 20 Astra Otoparts
Grup Astra Otoparts meraih kategori Emas. Capaian Group companies achieved the Gold category.
ini, mencerminkan peningkatan nyata atas pelaksanaan This achievement reflects tangible improvement in
pengelolaan lingkungan yang bertanggung jawab. the implementation of responsible environmental
management.
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Hasil Penilaian Astra Green Company (AGC)
Astra Green Company (AGC) Assessment Results
Level 2025 2024 2023
Emas
Gold 20 19 14
Hijau
Green 8 6 7
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Biru
Blue 13 14 19
Merah
Red 0 0 0
Hitam
Black 0 0 0
20
Jumlah perusahaan Astra Otoparts Perusahaan
yang meraih kategori Emas pada Companies
tahun 2025
Total Astra Otoparts companies
achieving the Gold category in 2025 Meningkat | Increased by
5.3%
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Optimalisasi Penggunaan Energi
Optimization of Energy Use
Manajemen Energi Energy Management
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Astra Otoparts menempatkan pengelolaan energi Astra Otoparts prioritizes energy management as a
sebagai prioritas utama dalam upaya menurunkan key effort to reduce its carbon emissions and improve
emisi karbon dan meningkatkan efisiensi operasional. operational efficiency. As a manufacturer of automotive
Sebagai perusahaan manufaktur komponen otomotif, components, fossil energy use significantly contributes
penggunaan energi fosil memiliki kontribusi besar to emissions and climate change; therefore, energy
terhadap emisi dan perubahan iklim, sehingga conservation and reducing dependency on non-
penghematan energi dan pengurangan ketergantungan renewable sources are critical priorities. This commitment
pada sumber tidak terbarukan menjadi fokus penting. is realized through expanding renewable energy use and
Komitmen ini diwujudkan melalui perluasan penggunaan consistently implementing energy efficiency practices.
EBT dan penerapan praktik efisiensi energi secara [GRI 3-3]
konsisten. [GRI 3-3]
Pengelolaan energi dijalankan melalui sistem manajemen Energy management is implemented through a
energi yang terstruktur sesuai AGEn yang mengacu pada structured energy management system under AGEn,
ISO 50001 dan ISO 50002 untuk audit energi. Seluruh which refers to the ISO 50001 and ISO 50002 for
kebijakan dan program diarahkan untuk memastikan energy audits. All policies and programs are directed
pemanfaatan energi yang bertanggung jawab, efisien, toward ensuring responsible, efficient, and sustainable
dan berkelanjutan. [GRI 3-3] energy consumption. [GRI 3-3]
Koordinasi pengelolaan energi dilakukan melalui AGEn, Energy management coordination is conducted through
sebuah kerangka terpadu yang mencakup manajemen AGEn, an integrated framework encompassing energy
energi, konservasi, efisiensi operasional, serta management, conservation, operational efficiency,
pengembangan kapasitas internal. Setiap unit bisnis and internal capacity development. Each business unit
didorong untuk mengidentifikasi peluang penghematan is encouraged to identify savings opportunities and
dan penerapan perbaikan berkelanjutan. Untuk implement continuous improvements. To strengthen
memperkuat implementasinya, Astra Otoparts memiliki implementation, Astra Otoparts employs certified
tenaga profesional bersertifikasi sebagai auditor dan professionals as energy auditors and energy managers
manajer energi, dengan pengalaman dan kompetensi with strong technical expertise. This capability ensures
teknis yang kuat. Kapabilitas ini memastikan pengelolaan that energy management is conducted according to
energi berlangsung sesuai standar dan mendukung standards and supports supervision and acceleration of
pengawasan serta percepatan berbagai inisiatif efisiensi efficiency initiatives across operational facilities.
di seluruh fasilitas operasional.
Kinerja Efisiensi Energi Energy Efficiency
Performance
Sebagai wujud tanggung jawab dalam pengelolaan As part of its resource management responsibility,
sumber daya, Astra Otoparts melakukan pengukuran Astra Otoparts measures and records energy use
dan pencatatan konsumsi energi secara menyeluruh. comprehensively. This data serves as the basis for
Data ini digunakan sebagai dasar evaluasi efektivitas evaluating the effectiveness of energy-saving programs
program penghematan energi dan peningkatan efisiensi and improving operational efficiency.
operasional.
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Berdasarkan metodologi tersebut, total konsumsi energi Based on this methodology, the Company’s total energy
Perseroan selama tahun pelaporan disajikan sebagai consumption during the reporting year is presented as
berikut: [GRI 302-1] [TR-AP-130a.1] follows: [GRI 302-1] [TR-AP-130a.1]
Konsumsi Energi dan Bauran Energi [GRI 302-1, 302-3, 302-4, 302-5] [OJK F.6, F.7] [TR-AP-130a.1]
Energy Consumption and Energy Mix
Sumber Satuan
2025 2024* 2023*
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Source Unit
Sumber energi terbarukan | Renewable Energy Sources
Biofuel** | Biofuel** GJ 5,992.9 7,502.5 7,833.5
Listrik (REC) | Electricity (REC) GJ 335,998.8 260,603.8 204,546.7
Panel surya | Solar panels GJ 14,191.1 5,661.3 784.0
Total energi terbarukan
GJ 356,182.8 273,767.7 213,164.2
Total renewable energy
Sumber energi tidak terbarukan | Non-renewable Energy Sources
Listrik (non-REC)
GJ 318,555.1 385,705.5 452,906.5
Electricity (non-REC)
Liquefied petroleum gas (LPG)
GJ 2,319.9 2,404.9 2,404.3
Liquefied petroleum gas (LPG)
Biofuel (tidak terbarukan)
GJ 9,922.5 15,379.9 18,453.0
Biofuel (non-renewable)
Gas alam | Natural gas GJ 888,541.4 866,024.7 950,269.5
Petrol | Petrol GJ 7.251,8 8,852.3 8,695.9
Total energi tidak terbarukan
GJ 1,226,590.7 1,278,367.3 1,432,729.1
Total non-renewable energy
Total energi
GJ 1,582,773.5 1,552,134.9 1,645,893.3
Total energy
% bauran energi terbarukan
% 22.5% 17.6% 13.0%
% renewable energy mix
Intensitas energi GJ/produk
Energy intensity GJ/product 0.0080 0.0082 0.0091
Efisiensi absolut dibandingkan tahun Efisiensi intensitas dibandingkan tahun
2024 2024
Absolute efficiency compared to 2024 Intensity efficiency compared to 2024
2025 2025
2.0% -3.3%
Catatan | Notes:
*Terdapat penyajian kembali data | There is a restatement of data
**Perhitungan biofuel tahun 2025 menggunakan basis B40; tahun 2024 menggunakan B35; dan tahun 2023 menggunakan campuran B30 dan B35. |
Biofuel calculation basis: 2025 uses B40; 2024 uses B35; 2023 uses a B30 and B35 blend.
Keterangan | Notes:
• Data konsolidasi konsumsi energi menggunakan pendekatan operational control yang mencakup entitas induk dan anak perusahaan. | Consolidated
energy consumption data are prepared using an operational control approach, covering the parent entity and subsidiaries.
• Nilai negatif menunjukkan penurunan dari tahun sebelumnya. | Negative values indicate a decrease compared to the previous year.
• Renewable Energy Certificate (REC) sebagai bukti menggunakan listrik yang bersumber energi terbarukan. | Renewable Energy Certificates (RECs)
serve as evidence of electricity consumption sourced from renewable energy.
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82,415.1
Peningkatan penggunaan EBT tahun
2025 dibandingkan dengan tahun GJ
2024
Increase in renewable energy
utilization in 2025 compared to 2024
30.1%
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
0.00027
Penurunan intensitas energi tahun
2025 dibandingkan dengan tahun
2024
Decrease in energy intensity in 2025 GJ/produk | GJ/product
compared to 2024
3.3%
Inisiatif Efisiensi Energi [GRI 302- Energy Efficiency Initiatives
4, 302-5] [OJK F.7] [GRI 302-4, 302-5] [OJK F.7]
Sepanjang tahun pelaporan, berbagai program efisiensi Throughout the reporting year, various efficiency
diterapkan untuk mengoptimalkan penggunaan energi programs were carried out to optimize energy use and
dan mengurangi ketergantungan pada bahan bakar reduce reliance on fossil fuels. These initiatives included:
fosil. Upaya tersebut meliputi:
1. Optimasi penggunaan kompresor, dengan 1. Optimization of compressor usage by reducing
mengurangi kebocoran dan meminimalkan faktor leaks and minimizing triggering factors that cause
pemicu yang menyebabkan perubahan tekanan significant pressure fluctuations;
yang signifikan;
2. Efisiensi penggunaan gas dan listrik untuk sistem 2. Improved efficiency of gas and electricity use for
pemanas, dengan meminimalkan kehilangan panas heating systems by minimizing heat losses to the
ke udara; atmosphere;
3. Pengaturan listrik berbasis internet of things (IoT) 3. IoT-based electricity control through the use of
melalui penggunaan timer dan inverter; timers and inverters;
4. Penggantian peralatan lama dengan peralatan hemat 4. Replacement of obsolete equipment with energy-
energi; efficient equipment;
5. Substitusi bahan bakar solar dan LPG dengan gas 5. Substitution of diesel fuel and LPG with natural gas
alam dan listrik; and electricity;
6. Penggantian lampu TL (tube light) menjadi lampu 6. Replacement of fluorescent tube lights with LED
LED (light emitting diode); (light-emitting diode) lighting;
7. Sentralisasi pada sistem kompresor untuk 7. Centralization of compressor systems to improve
meningkatkan efisiensi; efficiency;
8. Modifikasi sistem pendingin pada mesin; 8. Modification of machine cooling systems;
9. Elektrifikasi mesin dan penggunaan forklift listrik; dan 9. Electrification of machinery and the use of electric
forklifts; and
10. Perbaikan alur logistik internal melalui rerouting. 10. Improvement of internal logistics flows through
rerouting.
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Mengurangi Emisi Karbon
Reducing Carbon Emissions
Manajemen Emisi [GRI 3-3] Emissions Management [GRI 3-3]
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Emisi GRK merupakan dampak dari aktivitas manufaktur Greenhouse gas (GHG) emissions are an impact of
dan menjadi fokus penting dalam mitigasi perubahan manufacturing activities and represent a key focus in
iklim. Pengendalian emisi dilakukan untuk memastikan climate change mitigation. Emission control is carried
kepatuhan regulasi, meningkatkan efisiensi sumber out to ensure regulatory compliance, enhance resource
daya, dan mendukung transisi menuju operasi rendah efficiency, and support the transition toward low-carbon
karbon. Astra Otoparts berkomitmen menurunkan emisi operations. Astra Otoparts is committed to reducing
dari sumber langsung (Cakupan 1) dan tidak langsung emissions from direct sources (Scope 1) and indirect
(Cakupan 2) melalui pengendalian konsumsi energi, sources (Scope 2) through energy consumption control,
peningkatan efisiensi proses, serta pemanfaatan energi improved process efficiency, and increased use of
terbarukan. renewable energy.
Pengelolaan emisi dijalankan secara terstruktur melalui Emissions management is implemented in a structured
kerangka AGEn, yang memastikan setiap unit bisnis manner through the AGEn framework, ensuring that each
mengintegrasikan strategi penurunan emisi ke dalam business unit integrates emission reduction strategies
operasionalnya. Pendekatan ini membantu memastikan into its operations. This approach supports consistent,
upaya pengurangan emisi berjalan konsisten, terukur, measurable emission reduction efforts aligned with Astra
dan selaras dengan target keberlanjutan Astra Otoparts. Otoparts’ sustainability targets.
Kinerja Penurunan Emisi GHG Emissions Reduction
GRK Performance
Astra Otoparts melakukan pemantauan dan pencatatan Astra Otoparts conducts regular monitoring and
emisi secara berkala untuk memastikan akurasi data recording of emissions to ensure data accuracy, which
yang menjadi dasar penyusunan langkah mitigasi di serves as the basis for mitigation planning at each facility.
setiap fasilitas. Proses ini mencakup inventarisasi GRK This process includes the inventory of Scope 1 and Scope
Cakupan 1 dan 2 untuk menghitung potensi pemanasan 2 GHG emissions to calculate global warming potential
global (global warming potential/GWP) dari CO₂, (GWP) from CO₂, CH₄, and N₂O, all of which are
CH₄, dan N₂O, yang seluruhnya dikonversi ke dalam converted into tons of CO₂ equivalent (tCO₂eq). Each
ton CO₂eq. Setiap unit operasional juga diwajibkan operational unit is also required to implement relevant
menerapkan tindakan pengendalian emisi yang relevan emission control measures and report progress as part of
dan melaporkan perkembangannya sebagai bagian dari environmental performance evaluations.
evaluasi kinerja lingkungan.
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Kinerja emisi GRK Cakupan 1 dan 2 Perseroan selama The Company’s Scope 1 and Scope 2 GHG emissions
periode pelaporan disajikan sebagai berikut: performance during the reporting period is presented
as follows:
Total Emisi GRK yang Dihasilkan Berdasarkan Cakupan 1 dan 2 [GRI 305-1, 305-2, 305-4, 305-5] [OJK F.11]
Total GHG Emissions by Scope 1 and Scope 2
Emisi Gas Rumah Kaca Satuan
2025 2024* 2023*
Greenhouse Gas Emissions Unit
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Pembakaran Bahan Bakar Stasioner
TCO2eq 45,439.8 44,339.4 48,652.2
Stationary Fuel Combustion
Pembakaran Bahan Bakar Mobile
TCO2eq 1,090.5 1,532.6 1,715.8
Mobile Fuel Combustion
Emisi Fugitif
TCO2eq 87.3 84.1 -
Fugitive Emissions
Emisi Cakupan 1
TCO2eq 46,617.6 45,956.1 50,368.0
Scope 1 Emission
Listrik
TCO2eq 73,615.8 89,928.5 105,859.9
Electricity
Emisi Cakupan 2
TCO2eq 73,615.8 89,928.5 105,859.9
Scope 2 Emission
Total Emisi
TCO2eq 120,233.4 135,884.6 156,227.9
Total Emissions
Intensitas Emisi TCO2eq/
Emission Intensity Prod 0.0006 0.0007 0.0009
Emisi Biogenik
Biogenic Emissions
Kategori Emisi Satuan
2025 2024 2023
Emission Category Unit
Biofuels (Bahan Bakar Stasioner)
TCO2eq 68.9 82.0 80.6
Biofuels (Stationary Combustion)
Biofuels (Bahan Bakar Mobile)
TCO2eq 347.0 438.6 462.9
Biofuels (Mobile Combustion)
Total Emisi Biogenik
TCO2eq 415.9 520.6 543.6
Total Biogenic Emissions
Catatan | Notes:
*Terdapat penyajian kembali data | There is a restatement of data
Keterangan | Notes:
• Data konsolidasi menggunakan pendekatan operational control yang mencakup entitas induk dan anak perusahaan. | Consolidated data use an
operational control approach covering the parent entity and its subsidiaries.
• Jenis GRK dalam perhitungan emisi mencakup jenis gas CO2 , CH4 , dan N2O yang berasal dari stationary combustions (sumber emisi tidak bergerak) dan
mobile combustion (sumber emisi bergerak) | GHG types included in the emission calculations comprise CO₂, CH₄, and N₂O originating from stationary
combustion and mobile combustion.
• Standar faktor konversi dan global warming potential (GWP) untuk perhitungan emisi menggunakan IPCC GHG Protocol Fifth Assessment Cycle (AR5),
Kementerian Energi dan Sumber Daya Mineral RI, Department for Environment, Food and Rural Affairs (DEFRA) Inggris dan United States Environmental
Protection Agency (USEPA). | Conversion factors and Global Warming Potential (GWP) standards for emission calculations refer to the IPCC GHG
Protocol Fifth Assessment Cycle (AR5), the Ministry of Energy and Mineral Resources of the Republic of Indonesia, the UK Department for Environment,
Food and Rural Affairs (DEFRA), and the United States Environmental Protection Agency (USEPA).
• Standar konversi listrik yang bersumber dari Perusahaan Listrik Negara (PLN) menggunakan faktor konversi dari Kementerian Energi dan Sumber Daya
Mineral RI tahun 2019, sesuai dengan grid JAMALI (Jakarta, Madura, Bali) sesuai lokasi operasional Astra Otoparts Group. Adapun, konversi listrik
yang dipasok oleh PT Cikarang Listrindo menggunakan intensitas emisi organisasi tersebut. | Electricity conversion factors for electricity supplied by
Perusahaan Listrik Negara (PLN) use the 2019 conversion factor issued by the Ministry of Energy and Mineral Resources of the Republic of Indonesia,
based on the JAMALI (Jakarta, Madura, Bali) grid in accordance with the operational locations of Astra Otoparts Group. Meanwhile, electricity supplied
by PT Cikarang Listrindo uses the emission intensity factor of that organization.
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• Perhitungan emisi biogenik dalam kajian ini hanya bersumber dari penggunaan bahan bakar biofuel, yang pada tahun 2025 didominasi oleh B40
dengan kandungan 40% Fatty Acid Methyl Ester (FAME). Emisi biogenik merupakan pelepasan senyawa organik yang mudah menguap (VOCs) serta
gas lainnya dari organisme hidup, seperti tanaman dan mikroorganisme, yang terjadi secara alami dan berperan dalam kimia atmosfer bumi. | Biogenic
emission calculations in this assessment are derived solely from biofuel use, which in 2025 was predominantly B40 containing 40% Fatty Acid Methyl
Ester (FAME). Biogenic emissions refer to the release of volatile organic compounds (VOCs) and other gases from living organisms, such as plants and
microorganisms, occurring naturally and playing a role in atmospheric chemistry.
15,651.2
Efisiensi absolut dibandingkan tahun 2024
Absolute efficiency compared to 2024
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Tons CO2eq
-11.5%
0.0001
Efisiensi intensitas dibandingkan tahun 2024
Intensity efficiency compared to 2024
Tons CO2 eq/Product
-16.1%
Penurunan Emisi Biogenik
Reduction in Biogenic Emissions
104.7
Tons CO2eq
-20.1%
Catatan | Notes:
*Nilai negatif menunjukkan penurunan dari tahun sebelumnya | Negative values indicate a decrease compared to the previous year
Hingga saat ini, inventarisasi emisi Cakupan 3 masih To date, the Scope 3 emissions inventory is still under
dalam tahap kajian internal untuk memastikan kesiapan internal review to ensure data readiness, methodological
data, metodologi, serta kesesuaian dengan karakteristik robustness, and alignment with the characteristics of
rantai nilai Astra Otoparts. [GRI 305-3] Astra Otoparts’ value chain. [GRI 305-3]
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Inisiatif Penurunan Emisi GHG Emission Reduction
GRK [GRI 305-5] [OJK F.12] Initiatives [GRI 305-5] [OJK F.12]
Dalam upaya menurunkan emisi GRK, Astra Otoparts To reduce GHG emissions, Astra Otoparts conducts
menjalankan serangkaian inisiatif yang difokuskan a series of initiatives focused on lowering fossil-based
pada pengurangan konsumsi energi berbasis fosil dan energy consumption and improving operational
peningkatan efisiensi operasional. Pendekatan ini tidak efficiency. This approach not only supports the
hanya mendukung target penurunan emisi Cakupan reduction targets for Scope 1 and Scope 2 emissions
1 dan 2, tetapi juga memperkuat langkah kami menuju but also strengthens our transition toward lower-carbon
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
operasi yang lebih rendah karbon. Sepanjang tahun operations. During the reporting year, the Company
pelaporan, Perseroan menginisiasi sejumlah upaya initiated several key efforts contributing to emission
utama yang berkontribusi pada penurunan emisi, antara reductions, including:
lain:
1. Peningkatan efisiensi peralatan dan utilitas; 1. Improving equipment and utility efficiency;
2. Elektrifikasi proses dan peralatan; 2. Electrification of processes and equipment;
3. Optimalisasi operasional; 3. Operational optimization;
4. Substitusi bahan bakar solar dan LPG dengan gas 4. Substituting diesel fuel and LPG with natural gas and
alam dan listrik; electricity;
5. Pemasangan panel surya dengan kapasitas 5,3 MWp 5. Installation of solar panels with a total capacity of 5.3
di berbagai entitas anak perusahaan; dan MWp across various subsidiaries; and
6. Pembelian REC untuk memastikan penggunaan 6. Purchase of Renewable Energy Certificates (REC) to
listrik terbarukan. ensure the use of renewable electricity.
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Pengelolaan Air dan Air Limbah
Water and Wastewater Management
Efisiensi Air [GRI 303-1] Water Efficiency [GRI 303-1]
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Air merupakan salah satu sumber daya dalam proses Water is a key resource in manufacturing processes and
manufaktur dan kegiatan operasional sehingga operational activities; therefore, its use must be managed
penggunaannya perlu dikelola secara efisien efficiently and responsibly. One of Astra Otoparts’
dan bertanggung jawab. Salah satu pendekatan sustainability approaches is to set a target of reducing
keberlanjutan Astra Otoparts adalah menetapkan target water withdrawal intensity by 15% and to encourage
pengurangan intensitas pengambilan air sebesar 15% increased recycled water use to reduce dependency on
serta mendorong peningkatan pemanfaatan air daur sources of fresh water. [GRI 3-3]
ulang untuk mengurangi ketergantungan pada sumber
air baru. [GRI 3-3]
Selain aspek operasional, ketersediaan air juga Beyond operational aspects, water availability also
memiliki dampak sosial bagi masyarakat sekitar. Oleh has social implications for surrounding communities.
karena itu, kebijakan konservasi air kami susun dengan Accordingly, our water conservation policy is designed
mempertimbangkan keberlanjutan sumber daya dan with due consideration of resource sustainability,
memastikan bahwa pengambilan air untuk kebutuhan ensuring that water withdrawals for production do not
produksi tidak mengurangi akses masyarakat terhadap reduce community access to clean water. [GRI 3-3]
air bersih. [GRI 3-3]
Sumber air bersih yang digunakan berasal dari pasokan Clean water sources are obtained from third-party
pihak ketiga dan air tanah yang diperoleh melalui sumur supply and groundwater extracted through artesian
bor. Ketersediaan air dijaga melalui sistem tandon wells. Water availability is maintained through storage
penyimpanan dan distribusi berbasis gravitasi maupun tank systems and gravity- or pump-based distribution
pompa, sehingga pasokan air tetap stabil dan dapat systems, ensuring stable supply to optimally meet
memenuhi kebutuhan operasional secara optimal. operational needs.
Astra Otoparts melakukan pemantauan secara berkala Astra Otoparts conducts regular monitoring of water
terhadap konsumsi dan pengambilan air untuk consumption and withdrawal to identify usage patterns,
mengidentifikasi pola penggunaan, menilai efektivitas assess the effectiveness of efficiency measures, and
upaya efisiensi, dan menyusun strategi konservasi develop more targeted conservation strategies. Water
yang lebih tepat sasaran. Pemantauan pengambilan withdrawal monitoring is conducted through billing
air dilakukan melalui tagihan dan meteran air. Kinerja records and water meters. Water performance during
penggunaan air selama periode pelaporan disajikan the reporting period is presented as follows:
sebagai berikut:
Pengambilan Air GRI 303-3] [OJKF.8]
Water Withdrawal
Keterangan Satuan
2025 2024* 2023*
Description Unit
Air tanah | Groundwater m3 163,938 196,298 154,398
Air dari pihak ketiga | Third-party water m3 767,024 737,973 827,948
Jumlah | Total m3 930,962 934,271 982,346
Catatan | Notes:
*Terdapat penyajian kembali data | There is a restatement of data
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Efisiensi absolut dibandingkan dengan tahun 2024 2025
Absolute efficiency compared to 2024 -0.4%
Catatan | Notes:
*Nilai negatif menunjukkan penurunan dari tahun sebelumnya. | Negative values indicate a decrease compared to the previous year.
Intensitas Pengambilan Air [GRI 303-3] [OJK F.8]
Water Withdrawal Intensity
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Keterangan Satuan
2025 2024* 2023*
Description Unit
Intensitas pengambilan air m3 /produk
Water withdrawal intensity m3 /product 0.0047 0.0050 0.0054
Catatan | Notes:
*Terdapat penyajian kembali data | There is a restatement of data
0.00030
Penurunan intensitas pengambilan air m3/produk
tahun 2025 dibandingkan dengan tahun m3/product
2024
Decrease in water withdrawal intensity
intensity in 2025 compared to 2024
6.0%
Perseroan melakukan berbagai inisiatif efisiensi air The Company implements various water efficiency
untuk menurunkan konsumsi air dan meningkatkan initiatives to reduce water consumption and increase
pemanfaatan air. Upaya ini difokuskan pada water utilization. These efforts focus on minimizing waste,
pengurangan pemborosan, optimalisasi proses produksi, optimizing production processes, and increasing water
serta peningkatan penggunaan kembali air di seluruh reuse across operational facilities. Initiatives include: [OJK
fasilitas operasional. Inisiatif yang dijalankan mencakup: F.8]
[OJK F.8]
1. Asesmen kebocoran instalasi, disertai perbaikan 1. Assessing installation leakages and conducting
untuk menjaga penggunaan air tetap optimal; repairs to maintain optimal water use
2. Mendaur ulang air proses produksi sehingga air 2. Recycling process water so that used water can be
bekas pemakaian dapat digunakan kembali dan reused rather than discharged directly into water
tidak langsung dibuang badan air; bodies;
3. Menerapkan smart water management untuk 3. Implementing smart water management systems to
memantau dan mengendalikan penggunaan air; monitor and control water use;
4. Proses daur ulang scrap aluminium, cast iron, dan 4. Recycling aluminum scrap, cast iron, and plastic
plastik dari sisa produksi membutuhkan air dalam waste from production residues, which requires less
jumlah lebih sedikit dibandingkan produksi bahan water compared to producing new materials from
baru dari sumber alami. Penerapan produksi natural sources. This cleaner production practice
bersih ini dilakukan dengan mengumpulkan involves collecting and compacting aluminum scrap
dan mengompaksi scrap aluminium hasil proses from machining processes for remelting into ingots,
machining untuk kemudian didaur ulang (remelting) as well as recycling cast iron and plastic scrap;
menjadi ingot, demikian pula pada scrap cast iron
dan scrap plastik;
5. Purifikasi cutting fluid (water coolant) menjadi yang 5. Purifying cutting fluid (water coolant) to make it
lebih jernih, sehingga dapat mengurangi limbah clearer, thereby significantly reducing cutting fluid
cutting fluida secara drastis; waste;
6. Kampanye penghematan air; dan 6. Conducting water conservation campaigns; and
7. Modifikasi mesin dan proses produksi untuk 7. Machining and production processes modification
mengurangi konsumsi air. to reduce water consumption.
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Penerapan Teknologi MQL
Implementation of MQL Technology
Reduksi
Reduction
100%
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Penggunaan Air Cairan Pendingin
Coolant
Penghematan Air
Water Savings
1,053 m 3
Per tahun
Annually
Efisiensi Air melalui Transformasi Proses Machining
Water Efficiency Through Machining Process Transformation
PT Astra Otoparts Tbk Divisi Nusametal menerapkan teknologi Minimum Quantity Lubrication (MQL) sebagai
metode pelumasan dan pendinginan yang lebih efisien pada proses machining. Teknologi ini menggunakan
volume pelumas yang sangat kecil yang disemprotkan secara presisi dalam bentuk kabut (aerosol lubricant)
langsung ke area kontak antara cutting tool dan benda kerja dengan bantuan udara bertekanan. Metode
ini mampu memberikan pelumasan yang efektif sehingga mengurangi gesekan serta panas selama proses
pemotongan. Melalui implementasi teknologi ini, Astra Otoparts berhasil menghilangkan 100% penggunaan
air sebagai cairan pendingin (coolant) pada proses machining serta mendukung proses produksi yang lebih
bersih dan efisien, dengan penghematan air mencapai 1.053 m³ per tahun.
PT Astra Otoparts Tbk Nusametal Division has implemented Minimum Quantity Lubrication (MQL)
technology as a more efficient lubrication and cooling method in the machining process. This technology
uses a very small volume of lubricant that is precisely sprayed in the form of an aerosol lubricant directly to the
contact area between the cutting tool and the workpiece, assisted by compressed air. This method provides
effective lubrication, thereby reducing friction and heat generation during the cutting process. Through the
implementation of this technology, Astra Otoparts has successfully eliminated 100% of water usage as a
cooling fluid (coolant) in the machining process, supporting a cleaner and more efficient production process
while achieving water savings of up to 1,053 m³ per year.
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Pengelolaan Efluen Effluent Management
Astra Otoparts mengelola air limbah secara terstruktur Astra Otoparts manages wastewater in a structured
untuk memastikan seluruh efluen yang dilepaskan ke manner to ensure that all effluent discharged into the
lingkungan memenuhi baku mutu yang ditetapkan environment complies with government-established
pemerintah. Air limbah yang dihasilkan dari kegiatan quality standards. Wastewater generated from
operasional dikelompokkan menjadi tiga jenis, yaitu operational activities is categorized into three types:
limbah cair domestik, industri, dan B3, masing-masing domestic wastewater, industrial wastewater, and
dengan mekanisme pengolahan yang berbeda agar hazardous wastewater (B3), each treated through
pengendalian pencemaran berlangsung efektif. [GRI 3-3] different mechanisms to ensure effective pollution
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
control. [GRI 3-3]
Pengelolaan limbah cair dilakukan melalui mekanisme Wastewater management is carried out through the
berikut: [GRI 303-2] [OJK F.14] following mechanisms: [GRI 303-2] [OJK F.14]
Limbah Cair Domestik | Domestic Wastewater
Limbah cair domestik berasal dari aktivitas kantin, pantry, serta toilet karyawan. Untuk menjamin
kualitas efluen, air limbah kantin terlebih dahulu dialirkan melalui grease trap guna memisahkan
minyak dan lemak sebelum diproses lebih lanjut di sewage treatment plant (STP). Limbah dari pantry
dan toilet dialirkan langsung ke STP untuk melalui proses pengolahan biologis dan kimia hingga
memenuhi baku mutu. Setelah dinyatakan aman, efluen dilepas ke saluran pembuangan sesuai
ketentuan yang berlaku.
Domestic wastewater originates from canteen, pantry, and employee restroom activities. To ensure
effluent quality, canteen wastewater first passes through a grease trap to separate oil and fat before
further treatment at the sewage treatment plant (STP). Wastewater from pantry and restrooms flows
directly to the STP for biological and chemical treatment processes until it meets quality standards.
Once declared compliant, the effluent is discharged into drainage channels in accordance with
applicable regulations.
Limbah Cair Industri | Industrial Wastewater
Limbah cair industri berasal dari air sisa proses manufaktur dan kegiatan pendukung produksi. Seluruh
limbah jenis ini diolah di instalasi pengolahan air limbah (IPAL) melalui proses sedimentasi, filtrasi, dan
pengolahan lanjutan untuk memastikan parameter kualitasnya berada di bawah baku mutu yang
ditetapkan pemerintah. Pada unit usaha yang berlokasi di kawasan industri, limbah yang telah diolah
juga dapat dialirkan ke IPAL kawasan sesuai regulasi setempat. Pemeriksaan baku mutu dilakukan
secara berkala untuk memastikan kesesuaian dengan standar nasional maupun standar kawasan.
Industrial wastewater originates from manufacturing processes and production-support activities. All
such wastewater is treated in a wastewater treatment plant (WWTP) through sedimentation, filtration,
and advanced treatment processes to ensure that quality parameters remain below government
regulatory standards. For business units located within industrial estates, treated wastewater may also
be discharged to the estate’s centralized WWTP in accordance with local regulations. Compliance
testing is conducted periodically to ensure alignment with national and estate standards.
Limbah Cair B3 | Hazardous Wastewater
Limbah cair B3 yang dihasilkan dari kegiatan operasional Astra Otoparts, baik berupa oli bekas
maupun limbah proses pabrik seperti air yang terkontaminasi zat kimia, dikelola melalui kerja sama
dengan pihak ketiga yang telah memiliki izin resmi pengelolaan limbah B3. Penanganan ini dilakukan
untuk memastikan seluruh limbah cair B3 tidak mencemari lingkungan dan diproses sesuai dengan
regulasi.
Hazardous wastewater generated from Astra Otoparts’ operations, including used oil and process
water contaminated with chemicals, is managed through licensed third-party service providers to
ensure proper handling and compliance with applicable regulations.
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Kinerja pembuangan limbah cair selama periode Wastewater discharge performance during the reporting
pelaporan ditampilkan dalam tabel berikut. period is presented in the following table.
Jumlah Limbah Cair yang Dihasilkan [GRI 303-4] [OJK F.13]
Total Wastewater Generated
Keterangan Satuan
2025 2024* 2023*
Description Unit
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Limbah cair industri
m3 234,181 276,200 248,641
Industrial wastewater
Limbah cair domestik
m3 52,193 51,272 77,699
Domestic wastewater
Limbah cair B3
m3 2,994 3,523 3,326
Hazardous wastewater
Jumlah | Total m3 289,368 330,995 329,667
Catatan | Notes:
*Terdapat penyajian kembali data | There is a restatement of data
Efisiensi absolut dibandingkan tahun 2024 2025
Absolute efficiency compared to 2024 -12.6%
Catatan | Notes:
*Nilai negatif menunjukkan penurunan dari tahun sebelumnya. | Negative values indicate a decrease compared to the previous year.
Intensitas Limbah Cair yang Dihasilkan
Wastewater Intensity
Keterangan Satuan
2025 2024* 2023
Description Unit
Intensitas Limbah Cair m3 /produk
Wastewater Intensity m3 /product 0.0015 0.0018 0.0018
Catatan | Notes:
*Terdapat penyajian kembali data | There is a restatement of data
Sebagai hasil dari upaya pengelolaan limbah yang As a result of consistent waste management efforts,
konsisten, volume limbah cair mengalami penurunan wastewater volume decreased by 12.6% compared
sebesar 12,6% dibandingkan tahun sebelumnya. to the previous year. This achievement demonstrates
Pencapaian ini menunjukkan efektivitas program the effectiveness of the waste control programs
pengendalian limbah yang dijalankan di seluruh fasilitas implemented across all Company operational facilities.
operasional.
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Manajemen Limbah dan Daur Ulang
Waste Management and Recycling
Kegiatan operasional Astra Otoparts menghasilkan Astra Otoparts’ operational activities generate waste
limbah dengan karakteristik berbeda yang perlu with varying characteristics that must be managed
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
dikelola secara bertanggung jawab untuk mencegah responsibly to prevent adverse environmental impacts.
dampak negatif terhadap lingkungan. Secara umum, In general, waste is categorized into non-hazardous solid
limbah tersebut dikategorikan menjadi limbah padat waste and hazardous solid waste (B3), each managed in
non-B3 dan limbah padat B3, masing-masing dengan accordance with applicable regulatory requirements.
mekanisme pengelolaan yang disesuaikan dengan [GRI 3-3, 306-1]
ketentuan peraturan perundang-undangan. [GRI 3-3, 306-1]
Berikut mekanisme pengelolaan limbah padat non-B3 The following outlines Astra Otoparts’ management
dan limbah padat B3 Astra Otoparts. [GRI 306-2] [OJK F.14] mechanisms for hazardous and non-hazardous solid
waste. [GRI 306-2] [OJK F.14]
Pengelolaan Limbah B3 | Hazardous Waste Management
Pengelolaan limbah padat B3 dilakukan berdasarkan karakteristik limbah dan mengacu pada
standar operasi prosedur (SOP) serta ketentuan Peraturan Pemerintah No. 22 Tahun 2021 tentang
Penyelenggaraan Perlindungan dan Pengelolaan Lingkungan Hidup. Limbah disimpan di tempat
penampungan sementara (TPS) yang berizin atau memenuhi persyaratan teknis penyimpanan
limbah B3, kemudian diserahkan kepada pengelola dan transporter B3 yang memiliki izin resmi. Jenis
limbah B3 yang ditangani mencakup sisa proses produksi, limbah utilitas, dan limbah dari kegiatan
pemeliharaan.
Hazardous solid waste (B3) is managed based on its characteristics and in accordance with the
Company’s standard operating procedures (SOPs) and Government Regulation No. 22 of 2021 on
Environmental Protection and Management. Waste is stored in licensed temporary storage facilities
(TPS) or facilities that meet technical hazardous waste storage requirements and subsequently
handed over to officially licensed hazardous waste transporters and processors. Types of hazardous
waste handled include production process residues, utility waste, and maintenance waste.
Pengelolaan Limbah Non-B3 | Non-Hazardous Waste Management
Pengelolaan limbah padat non-B3 dilakukan melalui sistem pemilahan dan penanganan yang
terstruktur. Limbah ditampung di TPS sebelum diangkut ke fasilitas pembuangan akhir oleh pihak
ketiga berizin. TPS dilengkapi tiga kategori pemilahan, yaitu sampah mudah terurai (hijau), daur
ulang (kuning), dan residu (abu-abu). Sampah organik dimanfaatkan sebagai bahan kompos dan
pakan ternak, sedangkan sampah daur ulang seperti kardus, botol plastik, dan kaleng disortir dan
kemudian dikirim kepada pihak ketiga untuk didaur ulang. Sedangkan, untuk sampah residu akan
dicacah untuk menjadi bahan bakar alternatif (refuse derived fuel).
Selain itu, kami menerapkan program pengurangan sampah plastik, pengurangan bungkus plastik,
dan pengelolaan sampah plastik bekerja sama dengan bank sampah binaan. Langkah ini dijalankan
untuk meminimalkan potensi pencemaran dan mendukung praktik pengelolaan limbah yang lebih
berkelanjutan.
Non-hazardous solid waste is managed through a structured segregation and handling system.
Waste is collected at temporary storage facilities before being transported to final disposal facilities
by licensed third parties. The storage facilities are equipped with three segregation categories:
biodegradable waste (green), recyclables (yellow), and residual waste (grey). Organic waste is
utilized as compost and animal feed, while recyclable waste such as cardboard, plastic bottles, and
cans is sorted and sent to third parties for recycling. Residual waste is shredded and processed into
alternative fuel (refuse-derived fuel/RDF).
In addition, we implement a plastic waste reduction program, reducing plastic packaging, and
managing plastic waste in collaboration with supported waste banks. These measures aim to minimize
pollution risks and promote more sustainable waste management practices.
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Untuk menilai efektivitas pengelolaan, Astra Otoparts To assess effectiveness, Astra Otoparts conducts regular
melakukan pemantauan jumlah timbulan limbah secara monitoring of total hazardous and non-hazardous solid
berkala, mencakup limbah padat B3 dan limbah padat waste generation. Waste management performance
non-B3. Informasi kinerja pengelolaan limbah selama during the reporting period is presented in the following
periode pelaporan disajikan pada tabel berikut: table:
Jumlah Limbah Padat yang Dihasilkan [GRI 306-3, 306-4, 306-5] [OJK F.13] [TR-AP-150a.1]
Total Solid Waste Generated
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Keterangan Satuan
2025 2024* 2023*
Description Unit
Limbah Padat B3 | Hazardous Solid Waste (B3)
Limbah padat B3 diverted
kg 20,496,578 17,614,691 19,032,972
Diverted hazardous solid waste
Limbah padat B3 disposed
kg 9,266 18,892 51,137
Disposed hazardous solid waste
Limbah Padat Non-B3 | Non-Hazardous Solid Waste
Limbah padat non-B3 diverted
kg 13,049,156 13,501,104 15,016,558
Diverted non hazardous solid waste
Limbah padat non-B3 disposed
kg 1,734,660 1,952,661 2,331,518
Disposed non hazardous solid waste
Total limbah | Total waste kg 35,289,660 33,087,348 36,432,185
Catatan | Notes:
*Terdapat penyajian kembali data | There is a restatement of data
Efisiensi dibandingkan tahun 2024 2025
Efficiency compared to 2024 6.7%
Intensitas Limbah Padat yang Dihasilkan [GRI 306-3] [OJK F.13] [TR-AP-150a.1]
Solid Waste Generated Intensity
Keterangan Satuan
2025 2024* 2023*
Water Source Unit
Intensitas limbah padat kg/produk
0.18 0.18 0.20
Solid waste intensity kg/product
Catatan | Notes:
*Terdapat penyajian kembali data | There is a restatement of data
Seiring dengan pertumbuhan produksi di tahun 2025, In line with production growth in 2025, total solid
timbulan limbah padat mengalami peningkatan. waste generation increased. Despite this increase, the
Meskipun terjadi peningkatan, rasio limbah per waste-to-production ratio remained stable, reflecting
unit produksi menunjukkan tren yang terjaga, the effectiveness of the Company’s waste management
mencerminkan efektivitas sistem pengelolaan limbah system. Astra Otoparts remains committed to optimizing
yang diterapkan. Astra Otoparts terus berkomitmen operational efficiency through the implementation of
untuk mengoptimalkan efisiensi operasional melalui circular economy principles, optimization of recycling
implementasi circular economy, optimalisasi kegiatan activities, and adoption of more efficient waste treatment
daur ulang, serta penerapan metode pengolahan limbah methods.
yang lebih efisien.
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Pelestarian Keanekaragaman
Hayati
Biodiversity Conservation
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Pelestarian keanekaragaman hayati menjadi bagian Biodiversity conservation is an essential component of
penting dalam menjaga keseimbangan ekosistem maintaining ecosystem balance and ensuring long-term
dan keberlanjutan lingkungan jangka panjang. Upaya environmental sustainability. Efforts to protect flora and
menjaga flora dan fauna di sekitar wilayah operasional fauna surrounding operational areas are regarded as a
dipandang sebagai tanggung jawab yang perlu responsibility, even though operations are not located
dijalankan meskipun lokasi kegiatan tidak berada within protected areas or regions with high biodiversity
di kawasan lindung atau area dengan sensitivitas sensitivity. This commitment is demonstrated through
biodiversitas tinggi. Komitmen tersebut diwujudkan various greening and environmental conservation
melalui berbagai inisiatif penghijauan dan pelestarian initiatives in areas surrounding operations. [OJK F.9]
lingkungan di area sekitar operasi. [OJK F.9]
Upaya Pelestarian Biodiversity Conservation
Keanekaragaman Hayati Initiatives
Program Penghijauan dan Pelestarian Greening and Flora Conservation
Flora [OJK F.10] Programs [OJK F.10]
Berbagai program penghijauan dijalankan untuk Various greening programs are being carried out to
memperkuat kualitas ekosistem lokal, mulai dari strengthen local ecosystem quality, ranging from tree
penanaman pohon hingga konservasi vegetasi bakau planting to mangrove and other native vegetation
dan flora lokal lainnya. Penanaman pohon berperan conservation. Tree planting plays a crucial role in
penting dalam meningkatkan penyerapan karbon, increasing carbon sequestration, reducing air pollution,
menurunkan polusi udara, mengurangi risiko erosi, minimizing erosion risks, and providing habitats for
serta menyediakan habitat bagi satwa liar. Inisiatif ini wildlife. These initiatives deliver sustainable benefits for
memberikan manfaat berkelanjutan bagi lingkungan dan the environment and surrounding communities.
masyarakat sekitar.
Hingga akhir tahun pelaporan, sebanyak 17.973 pohon By the end of the reporting year, a total of 17,973 trees
telah ditanam di Jawa Barat. Pohon-pohon tersebut were planted in West Java. These trees are maintained
dirawat secara berkelanjutan agar dapat memberikan continuously to ensure long-term contributions to
kontribusi jangka panjang terhadap penyerapan karbon carbon absorption and improved air quality.
dan peningkatan kualitas udara.
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Inisiatif Penanaman Pohon Tahun 2025
Tree Planting Initiatives in 2025
Jenis Pohon Lokasi Jumlah Pohon yang Ditanam
Tree Type Location Number of Trees Planted
Mangrove Cilamaya Wetan, Karawang, Jawa Barat 15,384
Cilamaya Wetan, Karawang, West Java
Ciemas, Sukabumi, Jawa Barat 463
Ciemas, Sukabumi, West Java
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Babelan, Bekasi, Jawa Barat 100
Babelan, Bekasi, West Java
Plered, Cirebon, Jawa Barat 300
Plered, Cirebon, West Java
Pohon trembesi/jenis pohon lainnya Jawa Barat 1,582
seperti tanaman buah, tanaman West Java
obat keluarga (TOGA), dan buah
langka Taman Siliwangi, Jawa Barat 30
Rain tree (Trembesi) and other Taman Siliwangi, West Java
species such as fruit trees, family
medicinal plants (TOGA), and rare Cikarang Selatan, Jawa Barat 5
fruits Cikarang Selatan,West Java
Cilamaya Wetan, Jawa Barat 20
Cilamaya Wetan, West Java
Tambun Selatan, Jawa Barat 89
Tambun Selatan, West Java
Jumlah Pohon | Total Trees 17,973
Konservasi Fauna Prioritas: Owa Jawa [OJK F.10] Komitmen terhadap pelestarian fauna diwujudkan
Priority Fauna Conservation: Javan Gibbon melalui kolaborasi dengan Sanggabuana Conservation
Foundation (SCF), BBKSDA Jawa Barat, Perum Perhutani,
dan Denharrahlat Kostrad Sanggabuana dalam program
konservasi owa jawa di Pegunungan Sanggabuana,
Karawang, Jawa Barat.
Commitment to fauna conservation is demonstrated
through collaboration with Sanggabuana Conservation
Foundation (SCF), the West Java Natural Resources
Conservation Agency (BBKSDA West Java), Perum
Perhutani, and Denharrahlat Kostrad Sanggabuana in the
Javan gibbon conservation program in the Sanggabuana
Mountains, Karawang, West Java.
Owa jawa merupakan primata endemik Pulau Jawa yang telah dikategorikan sebagai “terancam punah” oleh
International Union for Conservation of Nature (IUCN) Red List sejak 2008 akibat penurunan populasi dan hilangnya
habitat alami. Melalui Ekspedisi Owa Jawa Sanggabuana, dilakukan pendataan populasi, kelompok umur, preferensi
pakan, serta karakteristik habitat untuk menyusun rencana konservasi jangka panjang yang komprehensif.
Dalam kegiatan ini, Astra Otoparts memberikan dukungan berupa logistik, peralatan, dan perlengkapan kerja untuk
memastikan proses pendataan dapat berjalan efektif. Inisiatif ini mencerminkan kontribusi nyata terhadap pelestarian
biodiversitas Indonesia dan perlindungan spesies prioritas.
The Javan gibbon is an endemic primate species of Java Island that is categorized as “endangered” by the International
Union for Conservation of Nature (IUCN) Red List since 2008 due to population decline and habitat loss. Through
the Sanggabuana Javan Gibbon Expedition, data collection was conducted on population size, age groups, dietary
preferences, and habitat characteristics to develop a comprehensive long-term conservation plan.
In this initiative, Astra Otoparts provided logistical, equipment, and operational support to ensure the effectiveness of the
data collection process. This initiative reflects a tangible contribution to the conservation of Indonesia’s biodiversity and
the protection of priority species.
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Material Berkelanjutan [OJK F.5] [TR-AP-440a.1] [TR-AP-440b.2]
Sustainable Materials
Astra Otoparts memastikan bahwa setiap bahan Astra Otoparts ensures that all raw materials and
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
baku dan komponen yang digunakan dalam proses components used in production comply with applicable
produksi memenuhi regulasi dan standar lingkungan environmental regulations and standards, including
yang berlaku, termasuk kepatuhan terhadap ketentuan compliance with Substances of Concern (SoC-Free)
Substances of Concern (SoC-Free). Pemilihan material requirements. Material selection is conducted carefully,
dilakukan secara selektif dengan mengutamakan bahan prioritizing environmentally friendly, biodegradable
yang ramah lingkungan, mudah terurai, serta bebas materials that are free from hazardous heavy metals such
dari kandungan logam berbahaya seperti Pb, Hg, Cd, as Pb, Hg, Cd, Cr6+, PBB, and PBDE. This approach
Cr6+, PBB, dan PBDE. Pendekatan ini tidak hanya not only ensures product reliability but also minimizes
menjamin keandalan produk, tetapi juga meminimalkan environmental impact.
dampaknya terhadap lingkungan.
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Kepatuhan terhadap Regulasi
Lingkungan
Compliance with Environmental Regulations
Pengelolaan Lingkungan yang Berkelanjutan
Sustainable Environmental Management
Astra Otoparts menjalankan operasi dengan kepatuhan Astra Otoparts operates in compliance with all
terhadap seluruh regulasi lingkungan sebagai bagian environmental regulations as part of its sustainability
dari strategi keberlanjutan. Pemantauan rutin dan strategy. Regular monitoring and operational evaluations
evaluasi operasi dilakukan untuk memastikan setiap are conducted to ensure that each facility operates in
fasilitas beroperasi sesuai standar yang ditetapkan accordance with government standards. In managing
pemerintah. Dalam pengelolaan material berisiko, hazardous materials, the Company conducts preventive
Perseroan menerapkan prosedur pencegahan guna procedures to avoid spills of chemicals, oil, or fuel.
menghindari tumpahan bahan kimia, minyak, atau bahan Throughout 2025, there were no recorded spill incidents
bakar. Sepanjang tahun 2025 tidak tercatat insiden or environmental violations resulting in fines or monetary
tumpahan maupun pelanggaran ketentuan lingkungan sanctions. [GRI 3 3, 2-27] [OJK F.15, F.16]
yang berujung pada denda maupun sanksi moneter. [GRI
3 3, 2-27] [OJK F.15, F.16]
Sebagai wujud akuntabilitas, Astra Otoparts membuka As part of its accountability commitment, Astra Otoparts
saluran pengaduan bagi masyarakat untuk melaporkan provides grievance channels for communities to
potensi dampak lingkungan. Setiap laporan ditangani report potential environmental impacts. Each report
secara cepat dan bertanggung jawab. Hingga akhir is addressed promptly and responsibly. As of the end
tahun pelaporan, tidak terdapat pengaduan lingkungan of the reporting year, no environmental complaints
dari masyarakat, yang menunjukkan efektivitas upaya were received from the public, demonstrating the
pengelolaan dan mitigasi yang telah dijalankan. [OJK F.16] effectiveness of the management and mitigation efforts
undertaken. [OJK F.16]
Selain memastikan kepatuhan, Perseroan mengalokasikan In addition to ensuring compliance, the Company
anggaran khusus untuk pengelolaan lingkungan. allocates a dedicated budget for environmental
Pada 2025 total pengeluaran mencapai Rp14 miliar, management. In 2025, total expenditures reached IDR
digunakan untuk pemantauan kualitas lingkungan, 14 billion, allocated for environmental quality monitoring,
pemeliharaan fasilitas pengendalian dampak, pelatihan maintenance of impact control facilities, hazardous
material berisiko, serta penguatan kapasitas internal. [OJK material training, and strengthening internal capacity.
F.3, F.4] [OJK F.3, F.4]
Rp14
Dana pengelolaan lingkungan Astra Otoparts
tahun 2025
Astra Otoparts’ environmental management
fund in 2025 miliar | billion
Melalui kepatuhan regulasi, pengelolaan risiko material Through regulatory compliance, hazardous material
berbahaya, mekanisme pengaduan masyarakat, dan risk management, community grievance mechanisms,
alokasi anggaran lingkungan, Astra Otoparts terus and environmental budget allocation, Astra Otoparts
memperkuat kinerjanya dan memastikan bahwa continues to strengthen its performance and ensure that
kegiatan operasional Perseroan berjalan selaras dengan the Company’s operational activities remain aligned
tujuan keberlanjutan. with its sustainability objectives.
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06
Ketahanan dan Transisi
Iklim
Climate Resilience and Transition
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Tata Kelola �������������������������������������������� 107
Governance
Manajemen Risiko��������������������������������� 110
Risk Management
Strategi���������������������������������������������������112
Strategy
Metrik dan Target���������������������������������� 122
Metrics and Targets
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Ketahanan dan Transisi Iklim
Climate Resilience and Transition
Astra Otoparts memandang keberlanjutan dan tanggung Astra Otoparts views sustainability and environmental
jawab lingkungan sebagai elemen strategis dalam responsibility as strategic elements in maintaining long-
menjaga daya saing jangka panjang. Perubahan iklim term competitiveness. Climate change represents a
menjadi tantangan global yang menuntut respons cepat global challenge that demands prompt and measurable
dan terukur, termasuk bagi sektor industri manufaktur. responses, including from the manufacturing sector. Its
Dampaknya terhadap rantai pasok, proses produksi, impact on supply chains, production processes, and
dan stabilitas operasional mendorong kami untuk operational stability encourages us to strengthen both
memperkuat langkah mitigasi dan adaptasi. Karena itu, mitigation and adaptation measures. Accordingly,
Astra Otoparts secara konsisten menjalankan berbagai Astra Otoparts consistently implements various
upaya dekarbonisasi yang mendukung transisi nasional decarbonization initiatives that support the national
menuju ekonomi rendah karbon. transition toward a low-carbon economy.
Sebagai wujud komitmen, Astra Otoparts As a demonstration of its commitment, Astra Otoparts
mengungkapkan pengelolaan risiko dan peluang discloses the management of climate-related risks and
iklim dengan merujuk pada rekomendasi Task Force opportunities with reference to the recommendations of
on Climate-related Financial Disclosures (TCFD). the Task Force on Climate-related Financial Disclosures
Sejak 2022, Astra Otoparts telah menetapkan strategi (TCFD). Since 2022, the Company has established a
dekarbonisasi yang terintegrasi dengan visi iklim decarbonization strategy integrated with its climate
Perseroan dan selaras dengan Triple-P Roadmap, vision and aligned with the Triple-P Roadmap, covering
mencakup Portofolio, People, dan Public Contribution. Portfolio, People, and Public Contribution. This
Arah keberlanjutan ini diperkuat melalui Astra Otoparts sustainability direction is further reinforced through the
2030 Sustainability Aspirations serta komitmen grup Astra Otoparts 2030 Sustainability Aspirations and the
untuk mencapai net zero emissions Cakupan 1 dan 2 Group’s commitment to achieving net zero emissions for
pada 2050. Scope 1 and Scope 2 by 2050.
Penerapan TCFD membantu Perseroan memperkuat The implementation of TCFD strengthens the Company’s
ketahanan iklim dengan mengidentifikasi risiko transisi climate resilience by identifying transition and physical
dan risiko fisik, sekaligus memanfaatkan peluang yang risks while leveraging opportunities arising from industry
muncul dari perubahan industri. Pertimbangan iklim transformation. Climate considerations are integrated
diintegrasikan ke dalam proses bisnis melalui penguatan into business processes through enhanced management
kapasitas manajemen dan karyawan, serta penerapan and employee capacity, as well as the application
prinsip keberlanjutan dalam kerangka Manajemen of sustainability principles within the Company’s risk
Risiko Perusahaan. Ke depan, Astra Otoparts akan management framework. Going forward, Astra Otoparts
terus memperluas inisiatif iklim yang bernilai strategis, will continue to expand strategic climate initiatives, build
membangun ketahanan operasional, dan menciptakan operational resilience, and create long-term value for all
nilai jangka panjang bagi seluruh pemangku stakeholders.
kepentingan.
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Tata Kelola
Governance
Peran Dewan Komisaris dan The Role of the Board
Direksi terhadap Risiko dan of Commissioners and
Peluang Perubahan Iklim the Board of Directors in
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
Climate-Related Risks and
Opportunities
Perubahan iklim menjadi isu strategis yang mendapatkan Climate change is recognized as a strategic issue
perhatian serius dari manajemen Perseroan dan telah that receives serious attention from the Company’s
diintegrasikan ke dalam agenda pengambilan keputusan management and is integrated into decision-making
di tingkat Direksi dan Dewan Komisaris. Direksi agendas at both the Board of Directors and Board
bertanggung jawab mengoordinasikan implementasi of Commissioners levels. The Board of Directors is
agenda perubahan iklim sebagai bagian dari strategi responsible for coordinating the implementation of
keberlanjutan Perseroan. Pembahasan mengenai the climate change agenda as part of the Company’s
risiko, peluang, serta perkembangan program iklim sustainability strategy. Discussions on climate risks,
dilakukan secara konsisten melalui Rapat Direksi dan opportunities, and program developments are
forum keberlanjutan triwulanan. Melalui forum tersebut, conducted consistently through Board of Directors
manajemen menetapkan strategi, target, dan rencana meetings and quarterly sustainability forums. Through
kerja yang mencakup pengelolaan risiko fisik, risiko these forums, management establishes strategies,
transisi, serta indikator kinerja iklim lainnya. targets, and work plans covering the management of
physical risks, transition risks, and other climate-related
performance indicators.
Dewan Komisaris menjalankan fungsi pengawasan The Board of Commissioners performs its oversight
dengan memastikan bahwa aspek perubahan iklim function by ensuring that climate-related aspects are
terintegrasi dalam perencanaan jangka panjang. integrated into long-term planning. Additional oversight
Pengawasan tambahan dilakukan melalui Komite Audit is carried out through the Audit Committee and the
serta Komite Nominasi dan Remunerasi yang berada Nomination and Remuneration Committee under the
di bawah Dewan Komisaris, sehingga proses evaluasi, Board of Commissioners, ensuring that evaluation
pengendalian risiko, dan penerapan tata kelola terkait isu processes, risk control, and governance related to
iklim dapat berjalan secara menyeluruh dan akuntabel. climate issues are conducted comprehensively and
accountably.
Dengan struktur tata kelola yang kuat, Astra Otoparts With a strong governance structure, Astra Otoparts
memastikan bahwa risiko dan peluang perubahan iklim ensures that climate-related risks and opportunities
menjadi bagian dari pertimbangan strategis Perseroan are incorporated into strategic considerations, thereby
serta mendukung ketahanan bisnis dan pencapaian supporting business resilience and the achievement of
tujuan keberlanjutan jangka panjang. long-term sustainability goals.
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Peran Manajemen dalam Management’s Role in
Mengelola dan Mengakses Managing and Overseeing
Risiko dan Peluang Terkait Climate-Related Risks and
Perubahan Iklim Opportunities
Manajemen berperan penting dalam mengintegrasikan Management plays a crucial role in integrating climate-
risiko dan peluang perubahan iklim ke dalam related risks and opportunities into Astra Otoparts’
operasi Astra Otoparts. Direktur Penanggung Jawab operations. The Director in Charge of Sustainability (DIC
Keberlanjutan (DIC Sustainability) memimpin koordinasi Sustainability) leads the coordination of Sustainability
implementasi Aspirasi Keberlanjutan di seluruh unit, Aspirations implementation across all units, including
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
termasuk inisiatif mitigasi dan adaptasi iklim, dengan climate mitigation and adaptation initiatives, with
dukungan Audit Internal dan Manajemen Risiko. support from Internal Audit and Corporate Risk
Kolaborasi ini memastikan setiap fungsi memahami, Management. This collaboration ensures that each
mengidentifikasi, dan menindaklanjuti risiko serta function understands, identifies, and appropriately
peluang iklim secara tepat. addresses climate-related risks and opportunities.
Melalui koordinasi lintas fungsi tersebut, pertimbangan Through cross-functional coordination, climate
iklim terintegrasi dalam proses perencanaan, considerations are embedded in planning processes,
pengendalian risiko, dan evaluasi kinerja, sehingga risk control, and performance evaluation, ensuring
strategi yang dijalankan tetap selaras dengan kebijakan that strategies carried out remain aligned with Astra
dan tujuan jangka panjang Astra Otoparts. Otoparts’ long-term policies and objectives.
Struktur Tata Kelola Iklim Astra Otoparts
Astra Otoparts Climate Governance Structure
Dewan Komisaris
Board of Commissioner
Dewan Direksi
Board of Director
Komite Nominasi dan
Direktur Penanggung
Komite Audit Remunerasi
Jawab
Audit Committee Nomination and Remuneration Director in Charge
Committee
Audit Internal dan
Manajemen Risiko
Perusahaan
Corporate Internal Audit and
Risk Management
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Pengembangan Kapasitas Climate Capacity Building
Iklim
Peningkatan kompetensi internal terus dilakukan melalui Internal competencies are continuously enhanced
program pengembangan kapasitas bagi Direksi dan through capacity-building programs for the Board
karyawan di berbagai fungsi. Pelatihan ini dirancang of Directors and employees across various functions.
untuk memperkuat pemahaman mengenai isu-isu These training programs are designed to strengthen
iklim, termasuk penghitungan emisi GRK, implementasi understanding of climate-related issues, including
rekomendasi TCFD, pengembangan inisiatif greenhouse gas (GHG) emissions calculation,
dekarbonisasi, hingga pemanfaatan energi terbarukan. implementation of TCFD recommendations,
development of decarbonization initiatives, and the use
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
of renewable energy.
Program Pelatihan Terkait Perubahan Iklim [GRI 2-17] [OJK E.2]
Climate-Related Training Programs
Program Pelatihan Topik Level Manajemen
Training Program Topic Management Level
ESG Masterclass Aspek dasar perubahan iklim seputar tren iklim di Direksi Astra Otoparts
lingkup global, nasional, dan sektoral, aspek iklim Astra Otoparts Board of
dalam topik-topik material ESG, kerangka kerja Directors
dan standar terkait iklim.
Fundamental aspects of climate change, including
global, national, and sectoral climate trends;
climate aspects within material ESG topics; and
relevant climate frameworks and standards.
Astra Sustainability Memahami isu-isu terkait iklim dan inisiatif untuk Kepala Divisi/General
Leadership Program mengatasinya. Manager
Understanding climate-related issues and initiatives Division Heads/General
to address them. Managers
Sustainability Seasonal Pelatihan mendalam mengenai aksi iklim yang Manajer/Supervisor/
Course for ESG Champion mencakup penghitungan emisi GRK, strategi Penanggung Jawab
dekarbonisasi, dan carbon offsetting. implementasi ESG
In-depth training on climate action, including GHG Managers/Supervisors/ESG
emissions calculation, decarbonization strategies, Implementation Officers
and carbon offsetting.
AOP Exhibition 2025 Tren sustainability dan energi hijau Direksi Astra Otoparts
Sustainability Forum Sustainability trends and green energy. Astra Otoparts Board of
Directors
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Manajemen Risiko
Risk Management
Mengidentifikasi dan Menilai Identifying and Assessing
Risiko Terkait Iklim Climate-Related Risks
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
Perubahan iklim dipandang sebagai sumber risiko baru Climate change is regarded as a new source of risk
yang dapat memengaruhi keberlanjutan operasional that may affect operational sustainability in the short
dalam jangka pendek maupun jangka panjang. Untuk itu, and long-term. Risk identification and assessment
proses identifikasi dan penilaian risiko dilakukan melalui are therefore conducted through the Company’s
kerangka manajemen risiko Perseroan. Setiap pemilik risk management framework. Each risk owner initially
risiko terlebih dahulu mengidentifikasi potensi dampak identifies potential impacts before they are designated
sebelum ditetapkan sebagai risiko utama di tingkat as key risks at the Group level. This approach refers to
kelompok. Pendekatan yang digunakan mengacu pada a combination of ISO 31000 and the COSO process
kombinasi ISO 31000 dan alur proses COSO, sehingga flow, ensuring that analysis is conducted systematically
analisis dilakukan secara sistematis dan terstandarisasi. and in a standardized manner.
Proses Identifikasi dan Penilaian Risiko Astra Otoparts
Astra Otoparts Risk Identification and Assessment Process
Identifikasi Risiko Profil Risiko Prioritas Risiko Penilaian Risiko
Risk Identification Risk Profiling Risk Prioritization Risk Assessment
Tahap identifikasi mencakup pemetaan risiko dan The identification stage includes mapping risks and
peluang yang kemudian diprioritaskan berdasarkan opportunities, which are then prioritized based on their
dampaknya terhadap kelangsungan bisnis, tingkat impact on business continuity, urgency, likelihood of
urgensi, probabilitas kejadian, serta keparahan potensi occurrence, and severity of potential consequences.
dampak. Relevansi terhadap aspek operasional juga Relevance to operational aspects is also a key
menjadi pertimbangan penting dalam penentuan consideration in determining priority. Following the
prioritas. Setelah proses seleksi awal, DIC Sustainability initial selection process, DIC Sustainability oversees and
mengawasi dan memberikan persetujuan atas daftar approves the list of priority risks and opportunities.
risiko dan peluang prioritas tersebut.
Hasil analisis skenario iklim selanjutnya diintegrasikan The results of the climate scenario analysis are
ke dalam sistem manajemen risiko Perseroan untuk subsequently integrated into the Company’s risk
memastikan bahwa risiko terkait perubahan iklim dapat management system to ensure that climate-related risks
dikelola secara lebih efektif. Dengan mempertimbangkan are managed more effectively. In light of evolving climate
dinamika iklim yang terus berkembang, evaluasi dynamics, evaluations are conducted periodically, and
dilakukan secara berkala, dan setiap perkembangan significant developments are disclosed through the
signifikan disampaikan melalui laporan keberlanjutan annual sustainability report.
tahunan.
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Proses Pengelolaan Risiko Climate-Related Risk
Terkait Iklim Management Process
Strategi pengendalian risiko perubahan iklim disusun Climate risk control strategies are formulated based on
berdasarkan hasil evaluasi menyeluruh terhadap comprehensive evaluations of risks and opportunities
risiko dan peluang yang diidentifikasi melalui analisis identified through climate scenario analysis. This
skenario iklim. Pendekatan ini membantu Astra Otoparts approach enables Astra Otoparts to understand
memahami potensi dampak, termasuk eksposur potential impacts, including financial exposure arising
keuangan yang dapat timbul dari risiko fisik maupun from physical and transition risks in the shift toward a
risiko transisi dalam peralihan menuju ekonomi rendah low-carbon economy.
karbon.
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
Berdasarkan hasil penilaian tersebut, tindakan Based on these assessments, risk management actions
pengelolaan risiko ditetapkan sesuai kerangka respons are determined in accordance with the enterprise risk
risiko dalam enterprise risk management (ERM), yang management (ERM) response framework, which includes
mencakup empat kategori utama: menghindari risiko, four main categories: risk avoidance, risk reduction, risk
mengurangi dampak, mengalihkan risiko, atau menerima transfer, or risk acceptance with appropriate mitigation
risiko dengan strategi mitigasi yang tepat. Penetapan strategies. Responses are established by considering
respons dilakukan dengan mempertimbangkan tingkat the level of materiality and relevance to operational
materialitas dan relevansinya terhadap keberlanjutan sustainability.
operasional.
Selain langkah mitigasi, kami juga menjajaki In addition to mitigation measures, the Company also
peluang yang muncul dari agenda iklim, termasuk explores opportunities arising from the climate agenda,
pengembangan produk dan layanan rendah emisi serta including the development of low-emission products
penguatan proses penghitungan emisi karbon. Upaya ini and services and the enhancement of carbon emissions
menjadi bagian penting dalam memastikan tercapainya calculation processes. These efforts are essential to
target iklim dan meningkatkan ketahanan Astra Otoparts achieving climate targets and strengthening Astra
terhadap dinamika perubahan iklim ke depan. Otoparts’ resilience to future climate dynamics.
Mengintegrasikan Risiko- Integrating Climate-
risiko Terkait Perubahan Related Risks into the Risk
Iklim ke Dalam Kerangka Management Framework
Manajemen Risiko
Upaya pengelolaan risiko iklim mulai diperkuat melalui Efforts to manage climate risks have been strengthened
integrasi risiko perubahan iklim ke dalam Sistem through the integration of climate change risks into the
Manajemen Risiko (Risk Management System/RMS). Risk Management System (RMS). Initial steps focus on
Langkah awal difokuskan pada risiko iklim fisik yang physical climate risks that may affect operations and
berpotensi memengaruhi operasional dan rantai pasok, supply chains, thereby incorporating climate issues into
sehingga isu iklim kini dimasukkan sebagai bagian dari the Company’s strategic risk category.
kategori risiko strategis Perseroan.
Pada tahun 2025, terdapat tiga risiko keberlanjutan In 2025, three priority sustainability risks were identified:
prioritas yang diidentifikasi, yaitu penurunan penjualan declining sales due to the market shift from internal
akibat pergeseran pasar dari internal combustion engine combustion engine (ICE) vehicles to electric vehicles
(ICE) ke electric vehicle (EV), peningkatan biaya energi (EVs); increased energy costs affecting operational
yang berdampak pada biaya operasional, serta potensi expenses; and potential damage or loss of production
kerusakan atau kehilangan aset produksi akibat banjir, assets due to flooding, extreme rainfall, or storms in
hujan ekstrem, atau badai di sekitar area pabrik. factory areas.
Integrasi risiko iklim ke dalam RMS ini memperkuat The integration of climate risks into the RMS enhances
kesiapan Astra Otoparts dalam menghadapi dinamika Astra Otoparts’ readiness to address climate dynamics
iklim sekaligus memastikan keberlanjutan operasional while ensuring operational continuity and long-term
dan daya saing bisnis dalam jangka panjang. business competitiveness.
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Strategi
Strategy
Risiko dan Peluang Terkait Climate-Related Risks and
Iklim Opportunities
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
Perubahan iklim mendorong peningkatan frekuensi dan Climate change has led to increased frequency and
intensitas cuaca ekstrem yang berpotensi mengancam intensity of extreme weather events that may threaten
operasi, aset, dan kesejahteraan karyawan. Di sisi lain, operations, assets, and employee well-being. At the
dinamika kebijakan, teknologi, dan kondisi sosial- same time, evolving policies, technologies, and socio-
ekonomi terkait aksi iklim terus berkembang dan economic conditions related to climate action create
menciptakan risiko sekaligus peluang bagi industri both risks and opportunities for the manufacturing
manufaktur. Menyadari hal tersebut, Astra Otoparts industry. In response, Astra Otoparts has strengthened
memperkuat proses identifikasi dan manajemen risiko its climate risk and opportunity identification and
serta peluang iklim dengan merujuk pada pedoman management processes by referring to TCFD guidelines.
TCFD. Pendekatan ini memastikan kesiapan Astra This approach ensures preparedness in addressing
Otoparts dalam menghadapi risiko iklim sekaligus climate risks while capturing opportunities arising from
menangkap peluang dari transisi menuju ekonomi the transition to a low-carbon economy.
rendah karbon.
Proses identifikasi dilakukan secara kolaboratif dengan The identification process is conducted collaboratively,
melibatkan karyawan lintas fungsi dan tingkat senioritas. involving employees across functions and seniority
Hasil dari diskusi internal dipadukan dengan analisis levels. The results of internal discussions are combined
kuantitatif dan kualitatif untuk menyusun daftar risiko dan with quantitative and qualitative analyses to develop a list
peluang iklim yang kemudian dikategorikan berdasarkan of climate-related risks and opportunities, categorized
jangka waktu: by time horizon:
1. Jangka pendek (≤ 5 tahun).
2. Jangka menengah (5–15 tahun). 1. Short-term (≤ 5 years).
3. Jangka panjang (> 15 tahun). 2. Medium-term (5–15 years).
3. Long-term (> 15 years).
Risiko dan peluang yang dikategorikan sebagai prioritas, Risks and opportunities categorized as priorities are
berwarna hijau, dianalisis lebih lanjut menggunakan further analyzed using physical and transition risk
skenario risiko fisik dan risiko transisi untuk menilai scenarios to assess their potential business impact. The
potensi dampak terhadap bisnis. Seluruh proses ini entire process is overseen by the Board of Directors,
berada dalam pengawasan Direksi, sehingga strategi ensuring that the Company’s climate strategy remains
iklim Perseroan tetap selaras dengan visi keberlanjutan aligned with its sustainability vision and long-term
dan rencana pertumbuhan jangka panjang. growth plans.
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Risiko/
Pendorong
Peluang Jangka Solusi Mitigasi dan
yang
(R/P) Potensi Dampak Waktu Adaptasi
Diprioritaskan
Risk/ Potential Impact Time Mitigation and
Prioritized
Opportunity Horizon Adaptation Measures
Driver
(R/P)
Fisik | Physical
Akut | Acute
R Hujan/ banjir Dampak terhadap biaya/pendapatan Jangka • Tergabung dalam
yang ekstrem operasional pendek ke proses manajemen
Extreme rainfall/ • Kenaikan biaya premi asuransi terkait panjang risiko (misalnya,
flooding kegiatan manufaktur dan penjualan. Short to pemetaan kerentanan,
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
• Gangguan akses lokasi akibat banjir di long term identifikasi respons,
jalan dan jalur transportasi serta tanah pemantauan).
longsor, yang dapat menghambat mobilitas • Membentuk Komite
karyawan serta proses pengiriman barang. Pengawas K3 dan tim
• Penurunan produktivitas operasional dan tanggap darurat.
manufaktur, seperti terganggunya aktivitas • Mengembangkan
bongkar muat. rencana mitigasi
bencana dan
Dampak terhadap rantai pasokan hulu dan rencana tanggap
rantai nilai hilir darurat (contoh:
• Curah hujan ekstrem dapat mengganggu saluran komunikasi,
proses serta jadwal pengiriman ekspor dan pemantauan insiden,
impor. evakuasi lokal,
• Perpindahan material atau limbah berbahaya dan pengawasan
ke luar lokasi akibat kondisi cuaca ekstrem. kebijakan).
• Memperluas cakupan
Hilangnya/gangguan produktivitas tenaga asuransi untuk
kerja bangunan mesin dan
• Karyawan perlu menangani dampak banjir pengiriman barang.
di tempat tinggal mereka, sehingga dapat • Integrate into the risk
menyebabkan hilangnya waktu kerja atau management process
penurunan produktivitas. (e.g., vulnerability
mapping, response
Impact on operational costs/revenue identification, and
• Increased insurance premium costs related monitoring).
to manufacturing and sales activities. • Establish an
• Restricted site access due to flooding on Occupational
roads and transportation routes, as well as Health and Safety
landslides, potentially disrupting employee (OHS) Supervisory
mobility and product deliveries. Committee and
• Decline in operational and manufacturing emergency response
productivity, such as disruptions in loading teams.
and unloading activities. • Develop disaster
mitigation and
Impact on upstream supply chain and emergency
downstream value chain response plans (e.g.,
• Extreme rainfall may disrupt export and communication
import processes and delivery schedules. channels, incident
• Movement of materials or hazardous waste monitoring, local
off-site due to extreme weather conditions. evacuation, and
policy oversight).
Loss/disruption of workforce productivity: • Expand insurance
• Employees may need to address flood coverage for
impacts at their residences, resulting in lost buildings, machinery,
working hours or reduced productivity. and goods in transit.
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Risiko/
Pendorong
Peluang Jangka Solusi Mitigasi dan
yang
(R/P) Potensi Dampak Waktu Adaptasi
Diprioritaskan
Risk/ Potential Impact Time Mitigation and
Prioritized
Opportunity Horizon Adaptation Measures
Driver
(R/P)
Kronis | Chronic
P Hujan Dampak terhadap biaya/pendapatan Jangka Percontohan sistem
Rainfall operasional pendek ke pemanenan dan
• Implementasi sistem pemanenan dan panjang penyaringan air hujan dan
penyaringan air hujan untuk kebutuhan Short to memantau penghematan
konsumsi air. long term air domestik.
Pilot rainwater harvesting
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
Impact on operational costs/revenue and filtration systems and
• Implementation of rainwater harvesting and monitor domestic water
filtration systems for water consumption savings.
needs.
R Peningkatan Hilangnya produktivitas tenaga kerja/ Jangka • Memantau pemakaian
suhu dalam dampaknya terhadap biaya/pendapatan pendek ke air, konsumsi energi,
jangka panjang operasional panjang dan meningkatkan
Long-term • Potensi kekeringan air dan peningkatan Short to upaya pengurangan
temperature biaya listrik untuk sistem pendingin udara long term konsumsi air terutama
increase di gudang, fasilitas produksi, dan area di daerah rawan
penyimpanan. kekeringan.
• Memantau insiden
Hilangnya/gangguan produktivitas tenaga terkait kasus /
kerja/EHS kecelakaan akibat
• Kenaikan suhu dapat berdampak pada kepanasan.
kesehatan karyawan, yang berujung pada Monitor water
menurunnya produktivitas. usage and energy
consumption, and
Loss of workforce productivity/impact on enhance water
operational costs/revenue: reduction efforts,
• Potential water scarcity and increased particularly in
electricity costs for air conditioning in drought-prone areas.
warehouses, production facilities, and Monitor heat-related
storage areas. incidents/accidents.
Loss/disruption of workforce productivity/
EHS:
• Rising temperatures may affect employee
health, leading to reduced productivity.
Transisi | Transition
Kebijakan dan Hukum | Policy and Legal
R Kebijakan Dampak terhadap biaya energi Jangka • Pelibatan proaktif
energi nasional • Fluktuasi harga listrik dan gas alam pendek ke dan opsi pemantauan
pemerintah menyebabkan peningkatan biaya panjang penelitian, termasuk
Government operasional. Short to efisiensi untuk
national energy long term mengurangi
policies Dampak pada rantai pasokan hulu penggunaan energi.
• Peralihan ke kendaraan listrik memengaruhi • Meneliti dan
produksi kendaraan berbahan bakar fosil. memperluas pasar
ekosistem kendaraan
Impact on energy costs listrik.
• Fluctuations in electricity and natural gas • Proactive
prices leading to increased operational engagement and
costs. research monitoring,
including efficiency
Impact on upstream supply chain initiatives to reduce
• Shift to electric vehicles affects fossil fuel- energy use.
based vehicle production. • Research and expand
the electric vehicle
ecosystem market.
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Risiko/
Pendorong
Peluang Jangka Solusi Mitigasi dan
yang
(R/P) Potensi Dampak Waktu Adaptasi
Diprioritaskan
Risk/ Potential Impact Time Mitigation and
Prioritized
Opportunity Horizon Adaptation Measures
Driver
(R/P)
Teknologi | Technology
R Efisiensi melalui Dampak terhadap biaya operasional/ Menengah • Penggunaan armada
otomatisasi dan pendapatan dan dampak terhadap biaya Medium kendaraan hibrida.
teknologi energi term • Menggunakan
Efficiency • Penggunaan kendaraan beremisi rendah kompresor dan motor
through dapat menurunkan biaya operasional serta produksi yang lebih
automation and pengeluaran bahan bakar. hemat energi.
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
technology • Memanfaatkan
Dampak terhadap biaya energi pencahayaan alami
• Otomatisasi dan digitalisasi dapat dan mengganti lampu
mengurangi biaya operasional. menjadi LED.
• Peningkatan efisiensi peralatan pengolahan • Melakukan proses
membantu menekan biaya operasional. transportasi hemat
• Pemanfaatan energi terbarukan energi, yaitu metode
berkontribusi pada pengurangan emisi serta “Karakuri”).
biaya penggunaan listrik. • Melakukan
elektrifikasi pada
Impact on operational costs/revenue and mesin untuk
energy mengurangi biaya
• Use of low-emission vehicles may reduce dan emisi.
operational and fuel expenses. • Pemasangan
solar panel untuk
Impact on energy costs mengurangi biaya
• Automation and digitalization may lower dan emisi.
operating costs. • Mengumpulkan dan
• Improved processing equipment efficiency menganalisa data
helps reduce operating costs. energi.
• Renewable energy utilization contributes • Utilize hybrid vehicle
to emission reductions and lower electricity fleets.
expenses. • Use energy-efficient
compressors and
production motors.
• Maximize natural
lighting and replace
lamps with LEDs.
• Implement
energy-efficient
transportation
processes (e.g.,
“Karakuri” method).
• Electrify machinery
to reduce costs and
emissions.
• Install solar panels
to reduce costs and
emissions.
• Collect and analyze
energy data.
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Risiko/
Pendorong
Peluang Jangka Solusi Mitigasi dan
yang
(R/P) Potensi Dampak Waktu Adaptasi
Diprioritaskan
Risk/ Potential Impact Time Mitigation and
Prioritized
Opportunity Horizon Adaptation Measures
Driver
(R/P)
Pasar | Market
R/P Pasar baru untuk Dampak terhadap biaya/ pendapatan Pendek/ • Penelitian terhadap
kendaraan listrik operasional menengah produk dan
dan layanan • Potensi aliran pendapatan baru dari Short/ permintaan pasar.
kendaraan penjualan komponen kendaraan listrik. Medium • Diversifikasi untuk
New markets for • Peluang pendapatan tambahan melalui term meningkatkan
electric vehicles penyediaan stasiun pengisian kendaraan penjualan produk
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
and vehicle listrik. komponen kendaraan
services • Perbedaan pasar global dalam aksi iklim listrik.
dapat menyebabkan ketidaksesuaian jenis • Meningkatkan
kendaraan dan bahan bakar yang digunakan penyediaan stasiun
dengan kondisi pasar di Indonesia. pengisian kendaraan
listrik.
Impact on operational costs/revenue: • Research on products
• Potential new revenue streams from electric and market demand.
vehicle component sales. • Diversification to
• Additional revenue opportunities through increase electric
electric vehicle charging station provision. vehicle component
• Differences in global climate action may sales.
create misalignment between vehicle/fuel • Expand electric
types and Indonesian market conditions. vehicle charging
station provision.
Reputasi | Reputation
R/P Reputasi dapat Dampak terhadap belanja modal Menengah • Memperkuat
rusak jika bisnis • Peningkatan pengawasan dari pemangku Medium transparansi dengan
tidak sejalan kepentingan terhadap upaya keberlanjutan term melakukan publikasi
dengan harapan dapat memengaruhi akses terhadap laporan keberlanjutan
pemangku modal atau meningkatkan biaya modal jika setiap tahunnya.
kepentingan Perseroan gagal menunjukkan komitmen • Menetapkan dan
Reputational yang memadai. mengkomunikasikan
risk if business komitmen iklim yang
practices are jelas dan konsisten,
not aligned with Impact on capital expenditure termasuk target
stakeholder • Increased stakeholder scrutiny of pengurangan emisi
expectations sustainability efforts may affect access to jangka menengah
capital or raise the cost of capital if adequate dan panjang selaras
commitment is not demonstrated. dengan strategi
bisnis.
• Strengthen
transparency through
annual sustainability
report publication.
• Establish and
communicate clear
and consistent
climate commitments,
including medium-
and long-term
emission reduction
targets aligned with
business strategy.
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Risiko/
Pendorong
Peluang Jangka Solusi Mitigasi dan
yang
(R/P) Potensi Dampak Waktu Adaptasi
Diprioritaskan
Risk/ Potential Impact Time Mitigation and
Prioritized
Opportunity Horizon Adaptation Measures
Driver
(R/P)
Dampak terhadap biaya/pendapatan
operasional
• Kurangnya strategi iklim yang ambisius
dapat menimbulkan persepsi negatif di
masyarakat, berpotensi menyebabkan
hilangnya pelanggan dan penurunan
pendapatan.
• Produktivitas tenaga kerja dapat menurun
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
atau biaya tenaga kerja meningkat jika
karyawan lebih memilih bekerja di Perseroan
dengan komitmen keberlanjutan yang lebih
kuat.
• Ketidaksesuaian antara kebijakan internal
dengan tantangan perubahan iklim dapat
menghambat efektivitas dalam mengelola
risiko dan peluang bisnis.
Dampak terhadap biaya/pendapatan dan
belanja modal
• Kesempatan untuk meningkatkan reputasi
Perseroan dengan menyelaraskan strategi
bisnis dengan ekspektasi pelanggan dan
pemegang saham terkait transparansi dan
pengurangan emisi.
Impact on operational costs/revenue
• Lack of an ambitious climate strategy
may create negative public perception,
potentially leading to customer loss and
reduced revenue.
• Workforce productivity may decline or
labor costs increase if employees prefer
companies with stronger sustainability
commitments.
• Misalignment between internal policies and
climate challenges may hinder effective risk
and opportunity management.
Impact on costs/revenue and capital
expenditure
• Opportunity to enhance corporate
reputation by aligning business strategy
with customer and shareholder expectations
regarding transparency and emission
reductions.
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Analisis Skenario Iklim Climate Scenario Analysis
Astra Otoparts telah menganalisis skenario untuk Astra Otoparts has analyzed scenarios to understand
memahami risiko dan peluang utama terkait perubahan key climate-related risks and opportunities under
iklim berdasarkan berbagai kemungkinan kondisi di masa various possible future conditions. The analysis covers
depan. Analisis mencakup risiko fisik seperti peningkatan physical risks, such as rising temperatures, changing
suhu, perubahan pola curah hujan, dan intensitas cuaca rainfall patterns, and increasing intensity of extreme
ekstrem, serta faktor sosio-ekonomi seperti perubahan weather events, as well as socio-economic factors,
bauran energi dan pergeseran permintaan terhadap including shifts in the energy mix and demand for low-
produk rendah karbon. carbon products.
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
Sebagai bagian dari strategi keberlanjutan, risiko dan As part of its sustainability strategy, climate-related
peluang perubahan iklim diidentifikasi dan dikategorikan risks and opportunities are identified and categorized
sesuai pedoman TCFD, meliputi: in accordance with the recommendations of the TCFD,
including:
• Akut, misalnya cuaca ekstrem dan bencana alam; • Acute, such as extreme weather and natural disasters;
• Kronis, misalnya kenaikan suhu jangka panjang; • Chronic, such as long-term temperature rise;
• Kebijakan dan hukum, misalnya regulasi karbon; • Policy and legal, such as carbon regulations;
• Teknologi, misalnya inovasi energi terbarukan dan • Technology, such as renewable energy innovation
efisiensi produksi; and production efficiency;
• Pasar, misalnya perubahan permintaan konsumen • Market, such as shifts in consumer demand and
dan tren industri); serta industry trends; and
• Reputasi, misalnya persepsi publik dan pemangku • Reputation, such as public and stakeholder
kepentingan terhadap aksi iklim Perseroan. perceptions of the Company’s climate actions.
Analisis dilakukan menggunakan tiga jenis skenario The analysis applies three main scenarios with projections
utama dengan proyeksi hingga tahun 2030 dan 2050, to 2030 and 2050, based on global references such
berdasarkan referensi global seperti Intergovernmental as the Intergovernmental Panel on Climate Change
Panel on Climate Change (IPCC) dan skenario Network (IPCC) and the Network for Greening the Financial
for Greening the Financial System (NGFS), serta System (NGFS) scenarios, complemented by qualitative
dilengkapi kajian literatur kualitatif khusus Indonesia. literature reviews specific to Indonesia. Findings from
Temuan dari skenario global juga dibandingkan dengan global scenarios are compared with government
proyeksi pemerintah untuk memastikan relevansi pada projections to ensure relevance to the national context.
konteks nasional.
Untuk risiko dan peluang fisik, Astra Otoparts mengacu For physical risks and opportunities, Astra Otoparts
pada pendekatan Shared Socio-economic Pathway refers to the Shared Socio-economic Pathway (SSP)
(SSP) dan Representative Concentration Pathway (RCP) and Representative Concentration Pathway (RCP)
dari IPCC. Pendekatan ini memberikan gambaran approaches developed by the IPCC. These frameworks
mengenai bagaimana perubahan demografi, kebijakan illustrate how demographic changes, global policies,
global, dan kondisi ekonomi dapat memengaruhi and economic conditions may influence exposure to
eksposur risiko fisik yang berdampak pada operasional physical risks affecting the Company’s operations and
dan aset Perseroan. assets.
Sementara itu, analisis transisi menggunakan skenario Meanwhile, transition analysis utilizes scenarios
NGFS yang dikembangkan berdasarkan jalur IPCC developed by the NGFS, which are based on pathways
dan model institusi global seperti Potsdam Institute for from the IPCC and models developed by global
Climate Impact Research serta International Institute institutions such as the Potsdam Institute for Climate
for Applied System Analysis (IIASA). Skenario ini Impact Research and the International Institute for
memberikan pandangan mengenai dinamika kebijakan, Applied Systems Analysis (IIASA). These scenarios
perkembangan teknologi energi bersih, serta perubahan provide insights into policy dynamics, clean energy
ekonomi yang memengaruhi industri manufaktur technology developments, and economic changes
otomotif. affecting the automotive manufacturing industry.
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Melalui pendekatan berbasis skenario ini, Astra Otoparts Through this scenario-based approach, Astra Otoparts
dapat merumuskan strategi mitigasi dan adaptasi yang formulates more robust mitigation and adaptation
lebih tangguh dalam menghadapi risiko iklim, sekaligus strategies in addressing climate risks, while also
memanfaatkan peluang dari transisi menuju ekonomi capturing opportunities arising from the transition to
rendah karbon. Tiga jenis skenario iklim yang digunakan a low-carbon economy. The three climate scenarios
dalam analisis dikategorikan berdasarkan tingkat used in the analysis are categorized based on projected
pemanasan global pada tahun 2100 dan mencakup global warming levels by 2100 and include assessments
penilaian untuk risiko fisik maupun risiko transisi. of both physical and transition risks.
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
Skenario Iklim yang Digunakan dalam Analisis
Climate Scenarios Used in the Analysis
Pemanasan di Bawah 2°C Pemanasan 2°C hingga 3°C Pemanasan Lebih dari 3°C
Aksi Iklim Agresif Kebijakan dan Target Saat Ini Aksi Iklim Terbatas
Below 2°C Warming Aggressive 2°C–3°C Warming Above 3°C Warming Limited
Climate Action Current Policies and Targets Climate Action
Skenario ini merupakan skenario Skenario ini merupakan skenario Skenario ini merupakan skenario
rendah emisi yang mewakili emisi sedang hingga tinggi yang emisi tinggi yang mewakili dasar
skenario pengurangan emisi mewakili kebijakan yang tertunda bagaimana emisi global akan
yang agresif untuk memenuhi dan berbeda yang mengakibatkan berkembang jika pemerintah dan
Perjanjian Paris, yang ditandai penurunan emisi secara lambat. pasar tidak melakukan perubahan
dengan kolaborasi global Emisi dibatasi berdasarkan terhadap kebijakan dan investasi
Deskripsi | Description
antara pemerintah, masyarakat, kebijakan yang ada dan komitmen rendah karbon yang ada. Skenario
dan industri untuk mendorong yang diumumkan, termasuk ini tidak sejalan dengan Perjanjian
dekarbonisasi secara cepat. kontribusi yang ditentukan secara Paris mengenai pemanasan di
Kebijakan yang ketat dan inovasi nasional, tetapi gagal memenuhi bawah 2°C pada tahun 2100.
teknologi membantu mencapai target Perjanjian Paris.
net zero sebelum tahun 2050.
A high-emission scenario
A low-emission scenario A moderate- to-high-emission representing continued global
representing aggressive emission scenario reflecting delayed and emissions growth if governments
reductions aligned with the Paris fragmented policies that result and markets do not significantly
Agreement, characterized by in gradual emission reductions. alter existing policies and low-
strong global collaboration among Emissions are constrained carbon investment patterns. This
governments, communities, based on existing policies and scenario is not aligned with the
and industries to accelerate announced commitments, Paris Agreement objective of
decarbonization. Stringent policies including nationally determined limiting warming to below 2°C
and technological innovation contributions (NDCs), but fall by 2100.
enable the achievement of net short of the Paris Agreement
zero before 2050. targets.
Analisa | Analysis
Fisik: SSP1-2.6/RCP4.5
Transisi: NGFS Net Zero 2050 Transisi: Kebijakan NGFS Terkini Fisik: SSP5-8.5/RCP8.5
Physical: SSP1-2.6/RCP4.5 Transition: NGFS Current Policies Physical: SSP5-8.5/RCP8.5
Transition: NGFS Net Zero 2050
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Analisis Skenario Fisik Physical Scenario Analysis
Analisis skenario fisik dilakukan untuk mengukur potensi A physical scenario analysis is conducted to assess
dampak finansial yang dapat ditimbulkan oleh bencana potential financial impacts arising from climate-related
alam terkait iklim maupun perubahan kondisi iklim natural disasters and extreme climate conditions. The
yang ekstrem. Tujuan analisis ini adalah meningkatkan objective of this analysis is to strengthen business climate
ketahanan iklim bisnis dengan memahami risiko fisik yang resilience by understanding physical risks that may affect
berpotensi memengaruhi operasional Astra Otoparts Astra Otoparts’ long-term operations.
dalam jangka panjang.
Skenario disusun dengan fokus pada proyeksi tahun The scenarios focus on projections for 2030 and 2050
2030 dan 2050 menggunakan data iklim dari IPCC. using climate data from the IPCC. This approach
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
Pendekatan ini memberikan wawasan lebih dalam provides deeper insights into physical climate risks and
mengenai risiko iklim fisik dan memperkuat kesiapan enhances the Company’s preparedness to address
Perseroan dalam menghadapi dinamika iklim pada masa future climate dynamics. The analysis covers the entire
mendatang. Analisis mencakup seluruh portofolio dan portfolio and prioritizes two key themes: chronic climate
memprioritaskan dua tema utama, yaitu risiko iklim kronis risks and acute climate risks.
dan risiko iklim akut.
Analisis Skenario Transisi Transition Scenario Analysis
Analisis skenario transisi dilakukan untuk memahami Transition scenario analysis is conducted to understand
risiko dan peluang yang timbul seiring perubahan risks and opportunities arising from policy changes,
kebijakan, perkembangan teknologi, dinamika pasar, technological advancements, market dynamics, and
serta ekspektasi pemangku kepentingan terhadap stakeholder expectations regarding sustainability
praktik keberlanjutan. Risiko transisi ini mencerminkan practices. These transition risks reflect systemic changes
perubahan sistemik yang berpotensi memengaruhi arah that may influence the long-term direction of the
strategi bisnis dalam jangka panjang. Company’s business strategy.
Penilaian dilakukan berdasarkan dua skenario NGFS The assessment is based on two NGFS scenarios with
dengan jangka waktu 2030 dan 2050, menggunakan time horizons of 2030 and 2050, using four transition
empat tema risiko transisi sesuai kerangka TCFD, yaitu risk themes in accordance with the recommendations of
kebijakan dan hukum, teknologi, pasar, dan reputasi. the Task Force on Climate-related Financial Disclosures
Karena keempat tema tersebut saling terkait, analisis (TCFD): policy and legal, technology, market, and
dilakukan secara menyeluruh. Sebagai contoh, upaya reputation. As these four themes are interconnected, the
memanfaatkan peluang pasar dapat dipengaruhi analysis is conducted comprehensively. For example,
oleh ketersediaan teknologi, atau justru menimbulkan efforts to capture market opportunities may depend
konsekuensi reputasi di mata pemangku kepentingan. on technology availability or may generate reputational
implications among stakeholders.
Selain itu, analisis skenario transisi juga merujuk pada In addition, the transition scenario analysis refers to
Long-Term Strategy for Low Carbon and Climate Indonesia’s Long-Term Strategy for Low Carbon and
Resilience (LTS-LCCR) sebagai bagian dari acuan teknis Climate Resilience (LTS-LCCR) as part of the technical
dalam proses penilaian. reference framework in the assessment process.
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Melaporkan Ketahanan Astra Reporting Astra Otoparts’
Otoparts terhadap Bahaya Resilience to Physical and
dan Pemicu Fisik dan Transisi Transition Climate Hazards
Iklim and Drivers
Kajian skenario iklim memberikan pemahaman lebih Climate scenario assessments provide deeper insight
mendalam mengenai ketahanan strategi Perseroan into the resilience of the Company’s strategy under
dalam menghadapi berbagai kemungkinan kondisi iklim various potential future climate conditions. The Triple-P
pada masa depan. Triple-P Roadmap menjadi landasan Roadmap serves as a key foundation for strengthening
penting dalam memperkuat kesiapan Astra Otoparts Astra Otoparts’ preparedness for transition risks,
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
menghadapi risiko transisi, khususnya melalui diversifikasi particularly through diversification of alternative fuel
portofolio kendaraan berbahan bakar alternatif dan and clean energy vehicle portfolios. The Company’s
energi bersih. Jumlah tenaga kerja yang besar juga substantial workforce is also a strategic consideration,
menjadi pertimbangan strategis, karena hasil skenario as scenario outcomes provide insights into how climate
memberikan wawasan mengenai bagaimana perubahan change may affect employee health, well-being, and
iklim dapat memengaruhi kesehatan, kesejahteraan, dan productivity.
produktivitas karyawan.
Hasil analisis skenario menyoroti area prioritas yang perlu The results of the scenario analysis highlight priority areas
diperkuat untuk meningkatkan ketahanan iklim Astra to be strengthened to enhance Astra Otoparts’ climate
Otoparts pada tahun 2025 dan seterusnya, antara lain: resilience from 2025 onward, including:
1. Memprioritaskan pertumbuhan organik maupun 1. Prioritizing organic and inorganic growth from
anorganik dari peluang pendapatan dalam revenue opportunities supporting the electric
mendukung ekosistem kendaraan listrik; vehicle ecosystem;
2. Mengurangi ketergantungan pada bahan bakar 2. Reducing dependence on fossil fuels through solar
fosil melalui instalasi panel surya, pembelian energi panel installation, renewable energy procurement,
terbarukan, serta langkah efisiensi energi dan bahan and energy and fuel efficiency measures;
bakar;
3. Mengembangkan proyek percontohan di lini bisnis 3. Developing pilot projects within specific business
tertentu untuk transisi bahan bakar, penerapan lines for fuel transition, implementation of
teknologi dekarbonisasi, dan pembangunan decarbonization technologies, and development of
infrastruktur ketahanan yang mendukung mitigasi resilience infrastructure to support risk mitigation and
risiko serta pertukaran pengetahuan; knowledge sharing;
4. Memperkuat kolaborasi dan berbagi praktik terbaik 4. Strengthening collaboration and sharing best
di seluruh unit bisnis untuk menghadapi risiko iklim, practices across business units to address climate
mengurangi emisi, dan meningkatkan ketahanan risks, reduce emissions, and enhance operational
operasional; resilience;
5. Meningkatkan ketersediaan dan kualitas data iklim 5. Improving the availability and quality of climate
serta emisi, termasuk penguatan sistem digital dan and emissions data, including strengthening
tata kelola data, untuk mendukung pemantauan digital systems and data governance, to support
kinerja, pelaporan berbasis TCFD, serta evaluasi performance monitoring, TCFD-based reporting,
efektivitas strategi adaptasi dan mitigasi; and evaluation of adaptation and mitigation
effectiveness;
6. Membangun kapabilitas dan kesadaran internal 6. Building internal capabilities and awareness related
terkait risiko iklim, melalui pengembangan to climate risks through management and operational
kompetensi manajemen dan operasional, sehingga competency development, enabling proactive
organisasi lebih siap merespons perubahan responses to policy, market, and environmental
kebijakan, pasar, dan kondisi lingkungan secara changes; and
proaktif; dan
7. Melakukan keterlibatan aktif dengan para pemangku 7. Actively engaging stakeholders to understand
kepentingan untuk memahami kebutuhan mereka their needs and to grow and progress together
serta tumbuh dan berkembang bersama dalam in the transition toward a more sustainable and
proses transisi menuju perusahaan yang lebih environmentally responsible company.
berkelanjutan dan ramah lingkungan.
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Metrik dan Target
Metrics and Targets
Emisi Gas Rumah Kaca Greenhouse Gas Emissions
Sebagai bagian dari pengukuran kinerja iklim, Astra As part of climate performance measurement, Astra
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
Otoparts menginventarisasi emisi GRK secara berkala Otoparts periodically inventories greenhouse gas
untuk Cakupan 1 dan 2. Penghitungan emisi dilakukan (GHG) emissions for Scope 1 and Scope 2. Emissions
menggunakan metodologi yang konsisten dan are calculated using consistent and standardized
terstandarisasi, sehingga hasilnya dapat digunakan untuk methodologies to ensure that results can be used to
menilai efektivitas inisiatif dekarbonisasi serta memantau evaluate the effectiveness of decarbonization initiatives
kemajuan terhadap target penurunan emisi jangka and monitor progress toward long-term emission
panjang. Informasi lebih lanjut mengenai kinerja emisi reduction targets. Further information on GHG
GRK dapat dilihat pada Bab Pengelolaan Lingkungan emissions performance can be found in the Sustainable
yang Berkelanjutan di halaman 78. Environmental Management Chapter on page 78.
Ringkasan Metrik dan Target Summary of Climate Metrics
Iklim and Targets
Metrik dan target keberlanjutan Astra Otoparts Astra Otoparts’ sustainability metrics and targets
dirumuskan berdasarkan Astra Otoparts 2030 are formulated based on the Astra Otoparts 2030
Sustainability Aspirations serta Triple-P Roadmap. Sustainability Aspirations and the Triple-P Roadmap.
Kedua kerangka tersebut menjadi landasan utama These frameworks serve as the primary foundation
dalam menetapkan arah dekarbonisasi dan memastikan for establishing the Company’s decarbonization
Perseroan mampu beradaptasi dengan dinamika industri direction and ensuring adaptability to future industry
pada masa depan. Setiap pilar aspirasi memiliki peran dynamics. Each aspiration pillar plays a strategic role
strategis dan dilengkapi target serta inisiatif pendukung and is supported by specific targets and initiatives to
untuk memperkuat pencapaian tujuan iklim Astra strengthen the achievement of Astra Otoparts’ climate
Otoparts. objectives.
Kemajuan Dekarbonisasi Decarbonization Progress
Astra Otoparts berhasil menurunkan emisi sebesar 11,5% Astra Otoparts achieved a 11.5% reduction in emissions
dibandingkan tahun 2024. Pencapaian ini menjadi compared to 2024. This achievement serves as a
dasar bagi Perseroan untuk terus memantau kemajuan foundation for the Company to continue monitoring
penurunan emisi dari waktu ke waktu guna mencapai emission reduction progress over time in pursuit of the
Astra Otoparts 2030 Sustainability Aspirations. Astra Otoparts 2030 Sustainability Aspirations.
Meskipun emisi GRK merupakan metrik utama dalam Although GHG emissions are the primary metric for
menilai progres iklim, Astra Otoparts juga menetapkan assessing climate progress, Astra Otoparts has also
sejumlah metrik pendukung yang selaras dengan strategi established several supporting metrics aligned with its
dekarbonisasi operasional. Metrik tersebut tidak hanya operational decarbonization strategy. These metrics
mencerminkan upaya pengurangan emisi, tetapi juga reflect emission reduction efforts while also creating
membuka potensi efisiensi biaya melalui penggunaan potential cost efficiencies using renewable energy
energi terbarukan seperti panel surya. sources such as solar panels.
Informasi lebih lanjut mengenai penggunaan energi Further information on the use of renewable energy
terbarukan Astra Otoparts dapat dilihat pada Bab by Astra Otoparts can be found in the Sustainable
Pengelolaan Lingkungan yang Berkelanjutan di halaman Environmental Management chapter on page 78.
78.
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Komitmen iklim tersebut tertuang dalam Astra Otoparts These climate commitments are articulated in the Astra
2030 Sustainability Aspirations. Ke depan, Perseroan Otoparts 2030 Sustainability Aspirations. In the future,
akan memperkuat tata kelola iklim dengan membangun the Company will strengthen climate governance by
proses yang lebih sistematis untuk mengidentifikasi, establishing more systematic processes to identify,
menilai, mengelola, dan mengintegrasikan risiko iklim assess, manage, and integrate climate risks into its risk
ke dalam kerangka manajemen risiko. Pendekatan ini management framework. This approach ensures that
memastikan bahwa kebijakan dan strategi bisnis terus business policies and strategies remain aligned with
sejalan dengan prinsip keberlanjutan serta mampu sustainability principles and responsive to evolving
merespons dinamika iklim yang terus berkembang. climate dynamics.
Astra Otoparts juga berkomitmen untuk melaporkan Astra Otoparts is also committed to reporting its climate
kinerja iklimnya sesuai kerangka global yang diakui, performance in accordance with globally recognized
Ketahanan dan Transisi Iklim
Climate Resilience and Transition
termasuk rekomendasi TCFD. Pada periode mendatang, frameworks, including the recommendations of the Task
Perseroan akan mengintegrasikan temuan analisis Force on Climate-related Financial Disclosures (TCFD).
skenario dan rencana adaptasi ke dalam proses In the upcoming period, the Company will integrate
perencanaan, serta secara berkala meninjau dan scenario analysis findings and adaptation plans into its
menyempurnakan metrik maupun target iklim agar planning processes and will periodically review and
sejalan dengan risiko dan peluang yang teridentifikasi. refine its climate metrics and targets to ensure alignment
with identified risks and opportunities.
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07
Menciptakan
Nilai Produk yang
Bertanggung Jawab
Creating Responsible Product Value
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Komitmen terhadap Produk dan
Layanan��������������������������������������������������126
Commitment to Products and Services
Kualitas dan Keamanan Produk������������ 127
Product Quality and Safety
Inovasi dan Pengembangan Produk���� 128
Innovation and Product Development
Pemasaran Bertanggung Jawab�����������130
Responsible Marketing
Interaksi dan Kepuasan Pelanggan�������131
Customer Engagement and Satisfaction
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Menciptakan Nilai Produk yang Bertanggung Jawab
Creating Responsible Product Value
Astra Otoparts terus memperkuat inovasi sebagai Astra Otoparts continues to strengthen as the foundation
fondasi untuk menghadirkan produk yang aman, efisien, for delivering products that are safe, efficient, and highly
dan berdaya saing tinggi. Pemanfaatan teknologi competitive. The adoption of advanced manufacturing
manufaktur mutakhir, otomatisasi, serta digitalisasi technologies, automation, and digitalization enables
memungkinkan pengembangan komponen yang lebih the development of more precise and competitive
presisi dan berdaya saing, sekaligus memastikan setiap components, while ensuring that each product remains
produk selaras dengan dinamika kebutuhan pelanggan aligned with evolving customer needs and industry
dan perkembangan industri. developments.
Komitmen terhadap Produk dan
Layanan
Commitment to Products and Services
Astra Otoparts memahami bahwa pelanggan Astra Otoparts recognizes that customers play a vital role
memegang peranan penting dalam membangun in building a sustainable business ecosystem. The trust
ekosistem bisnis yang berkelanjutan. Kepercayaan dan and loyalty established with customers are serve as key
loyalitas yang terbentuk menjadi pendorong utama drivers of long-term growth. Accordingly, the Company
pertumbuhan jangka panjang. Oleh karena itu, Perseroan is committed to delivering high-quality products and
berkomitmen menghadirkan produk berkualitas tinggi reliable services. Astra Otoparts has implemented
dan layanan yang andal. Astra Otoparts menerapkan digitalization across its operations and production
digitalisasi dalam operasional dan proses produksi untuk processes to enhance precision, efficiency, and product
meningkatkan presisi, efisiensi, dan kualitas produk. quality. Each product is developed through processes
Setiap produk dikembangkan melalui proses yang that ensure safety, quality, and alignment with customer
memastikan aspek keamanan, kualitas, dan kesesuaian needs and developments in the automotive industry.
dengan kebutuhan pelanggan serta perkembangan The Company also maintains service consistency by
industri otomotif. Perseroan juga menjaga konsistensi ensuring that all customers receive equitable access to
pelayanan dengan memastikan seluruh pelanggan product services. [OJK F.17]
memperoleh akses layanan produk yang setara. [OJK F.17]
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Kualitas dan Keamanan Produk
Product Quality and Safety
Astra Otoparts telah menetapkan Kebijakan Kualitas dan Astra Otoparts Product Quality and Safety Policy is
Keselamatan Produk sebagai komitmen utama untuk a core commitment to ensuring that every product
memastikan setiap produk yang dihasilkan aman, andal, manufactured is safe, reliable, and compliant with
dan sesuai dengan standar yang berlaku. Ketiga prinsip applicable standards. These three principles form the
ini menjadi fondasi seluruh proses produksi, mulai dari foundation of all production processes, from the design
tahap perancangan hingga pascaproduksi. Setiap stage through post-production. Each product is subject
produk menjalani rangkaian pengujian, penilaian risiko, to a series of rigorous testing, risk assessments, and
Menciptakan Nilai Produk yang Bertanggung Jawab
Creating Responsible Product Value
serta pengendalian mutu yang ketat sesuai dengan quality control processes in accordance with ISO 9001,
ISO 9001, IATF 16949, Standar Nasional Indonesia IATF 16949, and the Indonesian National Standard (SNI).
(SNI). Sejak tahap desain, produk dievaluasi dari segi From the design stage, products are evaluated for their
dampaknya terhadap kesehatan dan keselamatan impact on user health and safety to ensure compliance
pengguna untuk memastikan pemenuhan persyaratan with technical requirements, applicable regulations,
teknis, regulasi, serta standar mutu yang disepakati and quality standards agreed with customers prior to
dengan pelanggan terpenuhi sebelum dipasarkan. [GRI commercialization. [GRI 3-3, 416-1] [OJK F.27]
3-3, 416-1] [OJK F.27]
Kepatuhan terhadap standar tersebut dijaga melalui Compliance with these standards is maintained through
penerapan sistem evaluasi keamanan dan keselamatan the implementation of a product safety evaluation
produk sebagai bagian integral dari pengendalian mutu. system as an integral part of quality control. This system
Sistem ini bertujuan untuk memastikan bahwa produk is designed to ensure that products are used safely and
digunakan secara aman serta memiliki kualitas dan deliver consistent quality and reliability. Astra Otoparts
keandalan yang konsisten. Astra Otoparts menetapkan establishes several product safety objectives as part
sejumlah tujuan dalam aspek keselamatan produk of its commitment to quality, including minimizing or
sebagai bagian dari komitmen Perseroan terhadap eliminating customer claims, improving external audit
kualitas, yaitu meminimalkan hingga meniadakan results, and ensuring full compliance with all relevant
klaim pelanggan, meningkatkan capaian hasil audit safety standards. The consistent implementation of this
eksternal, serta memastikan kepatuhan penuh terhadap system is reflected in the absence of non-compliance
seluruh standar keselamatan yang relevan. Konsistensi incidents related to product health and safety, as well
penerapan sistem ini tecermin dari tidak adanya insiden as the absence of product recalls resulting from safety
ketidakpatuhan terkait kesehatan dan keselamatan concerns or manufacturing defects throughout the
produk, serta tidak adanya penarikan produk (product reporting year. [GRI 416-2] [OJK F.28, F.29] [TR-AP-250a.1]
recall) akibat aspek keselamatan maupun cacat produksi
sepanjang tahun pelaporan. [GRI 416-2] [OJK F.28, F.29] [TR-AP-
250a.1]
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Inovasi dan Pengembangan
Produk [OJK F.3, F.26]
Innovation and Product Development
Inovasi menjadi fondasi penting bagi Astra Otoparts Innovation serves as a key foundation for Astra Otoparts
dalam menjaga daya saing dan relevansi produk di in maintaining product competitiveness and relevance
tengah perubahan teknologi dan kebutuhan pasar. amid evolving technologies and shifting market
Menciptakan Nilai Produk yang Bertanggung Jawab
Creating Responsible Product Value
Seluruh proses pengembangan dijalankan dengan demands. All development processes are conducted
standar mutu yang ketat sesuai ISO 9001 dan IATF under stringent quality standards in accordance with
16949, serta didukung penerapan teknologi mutakhir, ISO 9001 and IATF 16949, and are supported by
otomatisasi, dan digitalisasi untuk mewujudkan produksi the adoption of advanced technologies, automation,
yang lebih presisi, efisien, dan adaptif terhadap tuntutan and digitalization to enable more precise, efficient,
Industri 4.0. [GRI 3-3] and adaptive production in line with Industry 4.0
requirements. [GRI 3-3]
Sebagai bagian dari komitmen terhadap keberlanjutan, As part of its commitment to sustainability, the Company
Perseroan memastikan bahwa setiap inovasi yang ensures that every innovation developed systematically
dikembangkan secara sistematis mempertimbangkan incorporates environmental considerations and serves
aspek lingkungan dan menjadi landasan dalam as a foundation for sustainable product development.
pengembangan produk berkelanjutan. Untuk To strengthen innovation and achieve the Company’s
memperkuat inovasi dan mencapai target Perseroan, targets, Astra Otoparts has two main divisions that play
Astra Otoparts memiliki dua divisi utama yang berperan strategic roles:
strategis:
Divisi Workshop for Industrial Equipment (WINTEQ)
Workshop for Industrial Equipment Division
Penyedia solusi digital, otomasi, dan rekayasa industri yang berfungsi untuk mendukung transformasi
manufaktur melalui implementasi Manufacturing Execution System (MES), Computerized
Maintenance Management System (CMMS), factory simulation, industrial automation, energy
management, dan solusi industry 4.0 di lingkungan Astra Otoparts dan pelanggan eksternal.
Provider of digital solutions, automation, and industrial engineering that supports manufacturing
transformation through the implementation of Manufacturing Execution Systems (MES), Computerized
Maintenance Management Systems (CMMS), factory simulation, industrial automation, energy
management, and industry 4.0 solutions within Astra Otoparts and external customers.
Divisi Engineering Development Center (EDC)
Engineering Development Center Division
Layanan engineering dan pengembangan teknologi yang berfungsi untuk mendesain dan
pengembangan produk, pengujian dan validasi, simulasi engineering / Computer-Aided
Engineering (CAE), pembuatan dies & mold, serta dukungan teknis dan inovasi produk bagi seluruh
bisnis Astra Otoparts.
Engineering services and technology development that support product design and development,
testing and validation, engineering simulation / Computer-Aided Engineering (CAE), dies and
mold manufacturing, as well as technical support and product innovation across all Astra Otoparts
business units.
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Sebagai wujud implementasi strategi inovasi, Perseroan As a manifestation of its innovation strategy, the
terus menghadirkan berbagai terobosan yang Company continues to introduce various breakthroughs
memberikan nilai tambah bagi pemangku kepentingan. that create added value for stakeholders. Some of the
Beberapa inovasi utama yang telah dikembangkan key innovations that have been developed include:
antara lain:
Astra Otopower Komponen kendaraan listrik Diversifikasi produksi ke alat
Astra Otopower dan hybrid (xEV) kesehatan
Electric and hybrid vehicle Diversification into medical
components devices
Menciptakan Nilai Produk yang Bertanggung Jawab
Creating Responsible Product Value
Jaringan pengisian kendaraan Beragam komponen penting Memperluas portofolionya ke
bermotor listrik berbasis baterai untuk kendaraan xEV, baik untuk industri alat kesehatan dengan
(KBLBB) tersedia di gedung common parts maupun specific menghadirkan produk baru
perkantoran, pusat perbelanjaan, parts, kini telah diproduksi, seperti ultrasonography 4D,
hunian, rest area tol, dan berbagai mulai dari disc wheel, driveshaft, digital column scale and digital
lokasi strategis lainnya, dengan auxiliary battery, hose cooling height measurement dan baby
65 unit di 57 lokasi di Indonesia. inverter & motor, battery case, incubator.
dan EV battery box.
A battery electric vehicle (BEV) Expanded its portfolio into the
charging network available A wide range of critical medical device sector with the
at office buildings, shopping components for xEV, including introducing new products such
centers, residential areas, toll road common parts and specific as 4D ultrasonography systems,
rest areas, and other strategic parts were produced, such as digital column scales and digital
locations, with 65 units across 57 disc wheel, driveshafts, auxiliary height measurement, and baby
locations in Indonesia. batteries, hose cooling inverter incubators.
& motor, battery cases, and EV
battery box.
Untuk memperluas dampak inovasi, Astra Otoparts To broaden the innovation impact, Astra Otoparts
aktif berpartisipasi dalam berbagai inisiatif multipihak actively participates in various multi-stakeholder
yang melibatkan pemangku kepentingan dan forum initiatives involving key stakeholders and relevant
industri yang relevan. Inisiatif tersebut difokuskan pada industry forums. These initiatives are focused on
pengembangan produk inovatif, transformasi digital, dan innovative product development, digital transformation,
teknologi rendah karbon. Pendekatan ini memastikan and low-carbon technologies. This approach ensures
setiap inovasi tidak hanya memenuhi kebutuhan that each innovation not only addresses customer needs
pelanggan, tetapi juga mendukung keberlanjutan but also supports environmental sustainability and
lingkungan dan penguatan industri otomotif nasional. strengthens the national automotive industry.
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Pemasaran Bertanggung Jawab
Responsible Marketing
Penyampaian informasi yang jelas dan terpercaya Clear and reliable information delivery is an essential
menjadi bagian penting dalam menjaga keselamatan, part of safeguarding customer safety, comfort, and
kenyamanan, dan pengalaman pelanggan. Oleh overall experience. Accordingly, Astra Otoparts
karena itu, Astra Otoparts memastikan bahwa seluruh ensures that all product-related information is provided
informasi terkait produk disediakan secara lengkap dan comprehensively and made easily accessible through
mudah diakses melalui kanal resmi, seperti situs web, official channels, including the corporate website,
lokapasar (marketplace) terverifikasi, media sosial, dan verified marketplaces, social media platforms, and
Menciptakan Nilai Produk yang Bertanggung Jawab
Creating Responsible Product Value
layanan pelanggan. Setiap materi komunikasi disusun customer service. All communication materials are
dengan prinsip akurasi dan transparansi, termasuk developed based on principles of accuracy and
edukasi mengenai cara membedakan produk asli transparency, including guidance on how to distinguish
untuk meminimalkan risiko barang imitasi. Komitmen genuine products to minimize the risk of counterfeit
ini memastikan pelanggan memperoleh informasi yang goods. This commitment ensures that customers receive
tepat sebelum mengambil keputusan pembelian. [GRI 3-3] accurate and relevant information prior to making
purchasing decisions. [GRI 3-3]
Sebagai langkah perlindungan tambahan, Perseroan As an additional safeguard, the Company provides
memberikan panduan kepada publik untuk memverifikasi guidance to the public on verifying product authenticity
keaslian produk melalui saluran resmi berikut: through the following official channels:
• GS Astra Solution Center, yaitu layanan resmi GS • GS Astra Solution Center, the official GS Astra service
ASTRA yang menyediakan pusat informasi dan platform that provides information and assistance
bantuan terkait aki kendaraan, didukung oleh call related to automotive batteries, supported by the
center milik jaringan retail Shop & Drive 15-000- Shop & Drive retail network call center (15-000-15)
15 serta jaringan bengkel yang siap membantu and an authorized workshop network ready to assist
pelanggan dalam menangani permasalahan aki. customers in addressing battery-related concerns.
• GS Astra Smart, yakni penanda identitas jaringan • GS Astra Smart, an official distributor network
distributor resmi yang menjual produk GS Astra asli identifier that designates authorized outlets selling
sehingga pelanggan dapat memperoleh produk genuine GS Astra products, ensuring customers
berkualitas dengan jaminan keaslian. receive quality products with guaranteed
authenticity.
• Edukasi masyarakat, yaitu penyampaian informasi • Public education, which provide information on
mengenai keunggulan dan cara memastikan keaslian product advantages and guidance on verifying
produk melalui situs web resmi dan beragam authenticity through the official website and various
platform media sosial. social media platforms.
Transparansi informasi diperkuat melalui penyediaan Information transparency is reinforced through
spesifikasi produk, petunjuk penggunaan, peringatan comprehensive and easily accessible product
potensi bahaya, serta informasi mengenai dampak specifications, usage instructions, potential hazard
lingkungan dan sosial produk. Selain itu, disampaikan warnings, and proper disposal guidelines. This
pula panduan penanganan yang mencakup batas information is available through the following channels:
kapasitas penumpukan, cara penyimpanan, hingga tata [GRI 417-1] [OJK F.28]
cara pembuangan. Seluruh informasi tersebut disajikan
secara lengkap dan mudah diakses melalui kemasan
produk dan kanal informasi sebagai berikut: [GRI 417-1] [OJK
F.28]
• www.astra-otoparts.com • @aspiraastra • @kybastraid
• www.astraotoshop.com • @aspirapremio • @astraotoshop
• www.shopanddrive.com • @aspiraexposio • @astraotoservice
• @federal_parts • @shopanddrive
• Aspira Astra • @ultix.astra • @shopandbike
• GS Astra • @incoeastraid • @motoquick
• AstraOtoshop • @gsastraid
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Sepanjang tahun pelaporan, tidak terdapat insiden Throughout the reporting year, there were no incidents
ketidakpatuhan terkait informasi, pelabelan, maupun of non-compliance related to product information,
aktivitas pemasaran. Hal ini memperkuat konsistensi labeling, or marketing activities. This underscores the
Perseroan dalam menjaga integritas komunikasi produk. Company’s consistent commitment to maintaining the
[GRI 417-2, 417-3] integrity of its product communications. [GRI 417-2, 417-3]
Untuk meningkatkan kenyamanan pelanggan, Astra To enhance customer convenience, Astra Otoparts
Otoparts menghadirkan www.astraotoshop.com provides www.astraotoshop.com as its official
sebagai platform e-commerce resmi yang memudahkan e-commerce platform, enabling customers to
pelanggan memperoleh suku cadang asli bergaransi conveniently and securely purchase genuine spare parts
dengan cara yang lebih praktis dan aman. Melalui with warranty coverage. Through this platform, customers
platform ini, pelanggan dapat melakukan pembelian can make purchases while accessing installation service
sekaligus memperoleh opsi layanan pemasangan yang options available across Astra Otoparts’ retail network,
dapat dilakukan di jaringan ritel Astra Otoparts, seperti including Shop & Drive, Shop & Bike, Astra Otoservice,
Menciptakan Nilai Produk yang Bertanggung Jawab
Creating Responsible Product Value
Shop & Drive, Shop & Bike, Astra Otoservice, dan and Motoquick. For four-wheeler vehicle maintenance
Motoquick. Untuk kebutuhan perawatan kendaraan needs, Astra Otoservice is also available to deliver
roda empat, layanan Astra Otoservice turut tersedia professional and standardized services, ensuring optimal
guna menghadirkan servis yang profesional dan vehicle performance. Through this integrated approach,
terstandarisasi sehingga performa kendaraan tetap customers benefit from easier, safer, and more consistent
terjaga secara optimal. Melalui pendekatan ini, access across all service points.
pelanggan memperoleh akses yang lebih mudah, aman,
dan konsisten di seluruh titik layanan.
Interaksi dan Kepuasan Pelanggan
Customer Engagement and Satisfaction
Astra Otoparts berkomitmen untuk menjaga kepuasan Astra Otoparts is committed to maintaining customer
pelanggan sebagai bagian penting dari keberlanjutan satisfaction as a key element of sustaining long-term
hubungan jangka panjang. Upaya ini diwujudkan relationships. This commitment is reflected through
melalui berbagai langkah yang memastikan pelanggan various initiatives designed to ensure that customers
memperoleh pengalaman yang konsisten dan receive a consistent and high-quality experience,
berkualitas, antara lain: [GRI 3-3] including: [GRI 3-3]
1. Menyediakan informasi produk yang jelas, lengkap, 1. Providing clear, comprehensive, and easily
dan mudah diakses, sehingga pelanggan dapat accessible product information, enabling customers
mempertimbangkan manfaat dan risiko sebelum to assess benefits and risks prior to making decisions;
mengambil keputusan;
2. Mengutamakan aspek keamanan, kesehatan, dan 2. Prioritizing product safety, health, and quality
kualitas produk demi memastikan setiap komponen to ensure that each component complies with
memenuhi standar yang berlaku; applicable standards;
3. Menyediakan saluran penanganan keluhan 3. Offering responsive and professional complaint-
yang responsif dan profesional untuk menjawab handling channels to address inquiries and resolve
pertanyaan serta menyelesaikan permasalahan customer concerns; and
pelanggan; dan
4. Melindungi kerahasiaan dan privasi data pelanggan, 4. Safeguarding the confidentiality and privacy
sejalan dengan komitmen Perseroan dalam menjaga of customer data, in line with the Company’s
kepercayaan publik. commitment to maintaining public trust.
Untuk memperkuat interaksi dengan pelanggan, To strengthen customer engagement, the Company
Perseroan menyediakan berbagai kanal komunikasi provides various responsive communication channels to
yang responsif untuk menampung pertanyaan maupun accommodate product-related inquiries and complaints,
keluhan terkait produk, meliputi: including:
Pada tahun pelaporan, tingkat kepuasan pelanggan tercatat sebesar:
Call Center Shop & Drive 15-000-15 During the reporting year, the customer satisfaction score was recorded at:
Email cs.shopanddrive@component.astra.co.id
8.0
yang mencerminkan kepercayaan pelanggan serta efektivitas pendekatan
Media sosial dan aplikasi seluler layanan yang diberikan. [OJK F.30]
Social media and mobile applications reflecting customer trust and the effectiveness of the service approach
implemented. [OJK F.30]
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08
Tumbuh Bersama
Karyawan
Growing Together with Employees
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Pengelolaan Sumber Daya Manusia
dan Budaya Kerja Inklusif��������������������� 134
Human Capital Management and an
Inclusive Work Culture
Pengembangan Talenta������������������������ 147
Talent Development
Pelindungan Hak Asasi dan
Ketenagakerjaan������������������������������������151
Human Rights and Labor Protection
Keselamatan dan Kesehatan Kerja������� 152
Occupational Health and Safety
Hubungan Industrial�����������������������������159
Industrial Relations
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Pengelolaan Sumber Daya
Manusia dan Budaya Kerja Inklusif
Human Capital Management and an Inclusive Work
Culture
Sebagai perusahaan yang bergerak di sektor As an automotive company, Astra Otoparts recognizes
otomotif, Astra Otoparts memandang pentingnya the importance of developing adaptive and innovative
mengembangkan sumber daya manusia (SDM) yang human capital in response to rapid and dynamic market
Tumbuh Bersama Karyawan
Growing Together with Employees
adaptif dan inovatif dalam menghadapi perkembangan developments. The year 2025 presented both challenges
pasar yang cepat dan dinamis. Tahun 2025 menjadi and opportunities to further strengthen our human
tahun yang penuh tantangan, tetapi juga penuh peluang capital foundation. We continued the implementation
untuk memperkuat fondasi kami di bidang SDM. Kami of our Human Capital Roadmap, focusing on fostering
melanjutkan implementasi Human Capital Roadmap an inclusive work culture, reinforcing our commitment
dengan fokus pada peningkatan budaya kerja yang to enhancing productivity through competency
inklusif, memperkuat komitmen untuk meningkatkan development aligned with evolving industry needs,
produktivitas melalui pengembangan kompetensi untuk building a more efficient organization, and strengthening
memenuhi kebutuhan industri yang terus berkembang, harmonious industrial relations. We believe that
membangun organisasi yang lebih efisien, serta through this approach, our employees can reach their
memperkuat hubungan industrial yang harmonis. Kami full potential, make meaningful contributions to the
percaya bahwa dengan pendekatan ini, karyawan Company’s success, and create a positive impact on
dapat berkembang secara maksimal, memberikan society. [GRI 3-3]
kontribusi yang berarti untuk kesuksesan Perseroan, dan
menciptakan dampak positif bagi masyarakat. [GRI 3-3]
Perekrutan Karyawan Baru dan New Employee Recruitment
Pergantian Karyawan [GRI 401-1] and Employee Turnover [GRI 401-1]
Pada tahun 2025, Astra Otoparts terus berkomitmen In 2025, Astra Otoparts remained committed to
untuk mendukung pertumbuhan organisasi dengan supporting organizational growth by strengthening
memperkuat organisasi melalui proses rekrutmen its workforce through a selective, competency-based
yang selektif dan berbasis pada kompetensi. Sebagai recruitment process. As part of our human capital
bagian dari strategi pengembangan SDM, kami berhasil development strategy, we recruited 4,295 new
merekrut 4.295 karyawan baru sepanjang tahun ini. employees during the year, Our recruitment process is
Proses rekrutmen kami difokuskan untuk menarik talenta designed to attract top talent capable of contributing to
terbaik yang mampu berkontribusi terhadap inovasi the Company’s innovation and long-term sustainability,
dan keberlanjutan Perseroan, serta memastikan bahwa while ensuring that diversity and inclusion remain
keberagaman dan inklusi tetap menjadi prioritas dalam priorities at every stage of the selection process. We also
setiap tahap seleksi. Selain itu, kami memastikan setiap ensure that all candidates are provided with equal and
kandidat mendapatkan kesempatan yang sama dan adil. fair opportunities. [GRI 3-3]
[GRI 3-3]
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Jumlah Karyawan Baru Berdasarkan Gender
Number of New Employees by Gender
Gender Jumlah Karyawan Baru | Number of New Employees
Gender
2025 2024
Laki-laki | Male 3,721 3,736
Perempuan | Female 574 626
Jumlah | Total 4,295 4,362
Astra Otoparts juga memantau tingkat pergantian Astra Otoparts also monitors employee turnover as
karyawan sebagai bagian dari evaluasi keberlanjutan part of its evaluation of workforce sustainability and
tenaga kerja dan efektivitas pengelolaan SDM. the effectiveness of human capital management. This
Tumbuh Bersama Karyawan
Growing Together with Employees
Informasi ini membantu Perseroan memahami dinamika information enables the Company to better understand
ketenagakerjaan dan mengidentifikasi faktor yang workforce dynamics and identify factors influencing
memengaruhi retensi, sehingga langkah-langkah retention, allowing for more targeted initiatives to
peningkatan pengalaman kerja dan penguatan program enhance the employee experience and strengthen
pengembangan karyawan dapat dirancang secara lebih development programs. Through this approach, we
terarah. Melalui pendekatan ini, kami berupaya menjaga strive to maintain workforce stability and ensure the
stabilitas tenaga kerja dan memastikan keberlanjutan continuity of competencies across all operational units.
kompetensi di seluruh unit operasional.
Tingkat Pergantian Karyawan Berdasarkan Gender
Employee Turnover Rate by Gender
Gender | Gender
Keterangan Satuan
Description Unit 2025 2024
L|M P|F L|M P|F
Tingkat Pergantian Karyawan
% 1.76 2.69 1.92 3.03
Employee Turnover Rate
Karyawan yang Mengundurkan Diri Karyawan
Employee Resigned Employee 473 91 526 105
L= Laki-laki | P= Perempuan
M= Male | F= Female
Jumlah Pergantian Karyawan
Total Employee Turnover
Keterangan
2025 2024 2023
Description
Mengundurkan Diri
Resignation 564 631 996
Pensiun
Retirement 327 253 229
Meninggal Dunia
Death 31 21 38
Jumlah
Total 922 905 1,263
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Kesetaraan Kesempatan Kerja Equal Employment
[OJK F.18]
Opportunity [OJK F.18]
Astra Otoparts terus berkomitmen untuk menciptakan Astra Otoparts remains committed to fostering an
lingkungan kerja yang inklusif, menghargai inclusive, values diversity in workplace, and uphold
keberagaman, dan menjunjung tinggi prinsip hak asasi human rights principles. This commitment is reflected
manusia (HAM). Komitmen ini tecermin dalam kebijakan in the Company’s policies, which are implemented
Perseroan yang diterapkan dan disosialisasikan kepada and communicated to all employees, ensuring that the
seluruh karyawan, memastikan bahwa Perseroan Company respects all races, ethnicities, religions, and
menghormati berbagai ras, suku, agama, atau latar other backgrounds. [GRI 3-3]
belakang lainnya. [GRI 3-3]
Kami terus berusaha memastikan prinsip kesetaraan We continuously strive to ensure that the principle of
kesempatan kerja diterapkan di seluruh tahapan proses equal employment opportunity is applied across all stages
kerja, mulai dari rekrutmen, pengembangan kompetensi, of the employment lifecycle, including recruitment,
Tumbuh Bersama Karyawan
Growing Together with Employees
remunerasi, kesejahteraan, keselamatan dan kesehatan competency development, remuneration, employee
kerja, penghargaan, pengaturan jam kerja, program welfare, occupational health and safety, recognition,
pensiun, hingga kebebasan berpendapat. Seluruh working hour arrangements, retirement programs, and
inisiatif tersebut diterapkan secara konsisten di seluruh freedom of expression. These initiatives are consistently
lini bisnis Perseroan. Astra Otoparts berkomitmen untuk implemented across all the Company business lines.
terus menjaga hubungan yang harmonis antarkaryawan Astra Otoparts is committed to maintaining harmonious
dan memastikan tidak ada tindakan diskriminasi yang employee relations and ensuring that the workplace
terjadi di tempat kerja. [GRI 3-3] is free of no any discriminatory practices occur in the
workplace. [GRI 3-3]
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Bersama Astra Otoparts, Keberagaman Jadi Kekuatan
Together with Astra Otoparts, Diversity Becomes Strength
Astra Otoparts menegaskan
komitmennya terhadap keberagaman
dan inklusivitas melalui pelaksanaan
AOP Women’s Day dengan tema
“Embracing Diversity for Better
Performance and Reach New Height”
yang dilaksanakan pada 17 Juni 2025.
Acara ini menjadi momentum penting
untuk memberi ruang refleksi, inspirasi,
dan penguatan bagi kaum perempuan
di lingkungan Perseroan.
Tumbuh Bersama Karyawan
Growing Together with Employees
Acara ini melibatkan berbagai kegiatan, seperti diskusi panel, sesi inspiratif, dan lokakarya yang membahas topik-topik
penting seperti kepemimpinan perempuan, keseimbangan peran, serta pentingnya menjaga kesehatan fisik dan mental
untuk menunjang kesuksesan karier. Kegiatan ini diikuti 84 karyawan dari berbagai latar belakang, yang memberikan
ruang bagi semua untuk berpartisipasi dalam percakapan yang memperkuat nilai-nilai keberagaman.
Dengan langkah ini, Astra Otoparts tidak hanya mendorong inklusivitas di dalam Perseroan, tetapi juga memperkuat
budaya yang menghargai keberagaman sebagai kekuatan utama. Hal ini memastikan bahwa setiap individu, terlepas
dari gender atau latar belakang, memiliki kesempatan yang setara untuk tumbuh dan berkontribusi.
Astra Otoparts reaffirmed its commitment to diversity and inclusivity through the hosting of AOP Women’s Day under
the theme “Embracing Diversity for Better Performance and Reaching New Heights,” held on June 17, 2025. The event
served as an important platform to foster reflection, inspiration, and empowerment for women across the Company.
The event featured a series of activities, including panel discussions, inspirational sessions, and workshops addressing
key topics such as women’s leadership, role balance, and the importance of maintaining physical and mental well-
being to support career success. The programs were attended by 84 employees from diverse backgrounds, providing
an inclusive platform for open dialogue that reinforces the Company’s diversity values.
Through this initiative, Astra Otoparts not only promotes inclusivity within the organization but also strengthens a culture
that recognizes diversity as a core strength. This ensures that every individual, regardless of gender or background, has
equal opportunities to grow and contribute.
Komposisi Organ Tata Kelola Governance Body
Composition
Pada 2025, perempuan yang menduduki posisi Direksi In 2025, one woman served on the Board of Directors,
berjumlah satu orang, atau sekitar 12,5% dari total representing approximately 12.5% of the total members
anggota Direksi. Kesempatan yang setara ini didukung of Board of Directors. This equal opportunity is supported
oleh berbagai program pengembangan talenta dan by various talent development programs and diversity
inisiatif keberagaman yang dirancang untuk memastikan initiatives designed to ensure that competence, rather
bahwa kompetensi, bukan gender atau latar belakang, than gender or background, remains the primary basis
menjadi dasar utama dalam proses penempatan for placement and promotion decisions. To strengthen
dan promosi. Untuk memperkuat efektivitas inisiatif the effectiveness of diversity initiatives, Astra Otoparts
keberagaman, Astra Otoparts menetapkan tanggung assigns oversight responsibilities at both the managerial
jawab pengawasan pada level manajerial dan Direksi. and Board levels. This structure ensures that diversity
Struktur ini memastikan bahwa kebijakan keberagaman policies are not merely declarative in nature, but are
tidak hanya bersifat deklaratif, tetapi dijalankan dan actively implemented and monitored. [GRI 3-3]
dipantau secara aktif. [GRI 3-3]
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Komposisi Organ Tata Kelola Berdasarkan Usia [GRI 405-1]
Composition of Governance Bodies by Age
2025 2024
Usia Dewan Komisaris Direksi Dewan Komisaris Direksi
Age Board of Board of Board of Board of
Commissioners Directors Commissioners Directors
45 - 55 tahun | 45 - 55 years 2 6 2 5
≥55 tahun | ≥55 years 5 2 6 3
Jumlah | Total 7 8 8 8
*Data terkait tata kelola PT Astra Otoparts Tbk | The data related to the governance of PT Astra Otoparts Tbk
Tumbuh Bersama Karyawan
Growing Together with Employees
Komposisi Organ Tata Kelola Berdasarkan Gender [GRI 405-1]
Composition of Governance Bodies by Gender
2025 2024
Gender Dewan Komisaris Direksi Dewan Komisaris Direksi
Gender Board of Board of Board of Board of
Commissioners Directors Commissioners Directors
Laki-laki | Male 7 7 8 7
Perempuan | Female 0 1 0 1
Jumlah | Total 7 8 8 8
*Data terkait tata kelola PT Astra Otoparts Tbk | The data related to the governance of PT Astra Otoparts Tbk
Komposisi Dewan Komisaris Berdasarkan Status Jabatan [GRI 405-1]
Composition of the Board of Commissioners by Position Status
Status Jabatan
2025 2024
Position
Independen | Independent 3 3
Nonindependen | Non-Independent 4 5
Jumlah | Total 7 8
*Data terkait tata kelola PT Astra Otoparts Tbk | The data related to the governance of PT Astra Otoparts Tbk
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Komposisi Karyawan [OJK C.3] [GRI Employee Composition [OJK C.3]
2-7, 405-1] [GRI 2-7, 405-1]
Hingga tahun 2025, jumlah karyawan mencapai 30.051 As of 2025, the total number of employees reached
orang, menurun sebesar 1,5 % dibandingkan dengan 30,051, representing a 1.5% decrease compared to
total karyawan pada tahun sebelumnya yang berjumlah 30,517 employees in the previous year. The employee
30.517 karyawan. Perhitungan komposisi karyawan composition is calculated using a centrally managed
dilakukan menggunakan sistem administrasi SDM human resources administration system, ensuring the
yang dikelola secara terpusat, sehingga memastikan consistency and accuracy of the reported information. In
konsistensi dan keakuratan informasi yang dilaporkan. this report, the total number of employees is presented
Dalam pelaporan ini, jumlah karyawan dihitung based on individual headcount as of the end of the
berdasarkan individu (headcount) pada akhir periode reporting period. [GRI 3-3]
pelaporan. [GRI 3-3]
Jumlah Karyawan pada tahun 2025
Tumbuh Bersama Karyawan
Growing Together with Employees
Total Number of Employees in 2025
30,051
Jumlah Karyawan Tetap
Total Permanent Employees
19,350
(64%)
Jumlah Karyawan Kontrak
Total Contract Employees
10,701
(36%)
Komposisi Karyawan Berdasarkan Gender
Employee Composition by Gender
Gender
2025 2024 2023
Gender
Laki-laki | Male 26,707 27,084 28,146
Perempuan | Female 3,344 3,433 3,509
Jumlah | Total 30,051 30,517 31,655
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Komposisi Karyawan Berdasarkan Jenjang Jabatan
Employee Composition by Position Level
Jenjang Jabatan
2025 2024 2023
Position Level
Eksekutif (6–7) | Executive (6–7) 107 133 154
Manajer (5) | Manager (5) 339 366 374
Staf (4) | Staff (4) 2,545 2,561 2,559
Pekerja (0–3) | Worker (0–3) 27,060 27,457 28,568
Jumlah | Total 30,051 30,517 31,655
Tumbuh Bersama Karyawan
Growing Together with Employees
Komposisi Karyawan Berdasarkan Usia
Employee Composition by Age
Usia
2025 2024 2023
Age
>55 tahun | years 60 78 75
46–55 tahun | years 4,324 4,097 3,804
36–45 tahun | years 7,779 7,523 7,477
26–35 tahun | years 8,231 8,938 9,700
18–25 tahun | years 9,657 9,881 10,599
Jumlah | Total 30,051 30,517 31,655
Komposisi Karyawan Berdasarkan Tingkat Pendidikan
Employee Composition by Education Level
Tingkat Pendidikan
2025 2024 2023
Education Level
S-2 dan/atau S-3 | Master’s Degree (S-2) and/
or Doctoral Degree (S-3) 122 118 110
S-1 | Bachelor’s Degree (S-1) 2,996 3,038 3,069
D-3 | Diploma (D-3) 1,863 1,879 1,902
SMA | Senior High School 24,753 25,127 26,194
SD dan/atau SMP | Elementary and/or Junior
High School 317 355 380
Jumlah | Total 30,051 30,517 31,655
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Komposisi Karyawan Berdasarkan Masa Kerja
Employee Composition by Years of Service
Masa Kerja
2025 2024 2023
Years of Service
>30 tahun | years 821 899 631
25–30 tahun | years 2,410 2,043 2,097
20–25 tahun | years 3,434 3,525 3,460
15–20 tahun | years 2,436 2,507 2,673
10–15 tahun | years 6,430 6,259 6,050
5–10 tahun | years 2,559 3,268 4,230
Tumbuh Bersama Karyawan
Growing Together with Employees
0–5 tahun | years 11,961 12,016 12,514
Jumlah | Total 30,051 30,517 31,655
Komposisi Karyawan Berdasarkan Status Karyawan
Employee Composition by Employment Status
Status Karyawan
2025 2024* 2023*
Employment Status
Karyawan Tetap | Permanent Employee 19,350 19,828 20,522
Karyawan Kontrak | Contract Employee 10,701 10,689 11,133
Jumlah | Total 30,051 30,517 31,655
* Terdapat penyajian kembali data.
* There is a restatement of data.
Komposisi Karyawan Berdasarkan Status dan Gender
Employee Composition by Status and Gender
2025 2024 2023
Keterangan
Description Tetap Tidak Tetap Tetap Tidak Tetap Tetap Tidak Tetap
Permanent Non Permanent Permanent Non Permanent Permanent Non Permanent
Laki-laki | Male 17,856 8,851 18,332 8,752 19,025 9,121
Perempuan | Female 1,494 1,850 1,496 1,937 1,495 2,012
Jumlah | Total 19,350 10,701 19,828 10,689 20,522 11,133
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Komposisi Pekerja Bukan Karyawan [GRI 2-8]
Composition of Non-Employee Workers
Keterangan 2025 2023
Description L|M P|F L|M P|F
Alih Daya
Outsource 3,874 177 3,708 166
L= Laki-laki | P= Perempuan
M= Male | F= Female
Komposisi Karyawan Berdasarkan Status dan Wilayah Kerja
Employee Composition by Status and Work Area
Tumbuh Bersama Karyawan
Growing Together with Employees
2025 2024 2023
Keterangan
Description Tetap Tidak Tetap Tetap Tidak Tetap Tetap Tidak Tetap
Permanent Non Permanent Permanent Non Permanent Permanent Non Permanent
Dalam Negeri | Domestic
Bekasi 6,672 3,658 6.843 3.801 6,983 4.036
Bogor 1,519 545 1,579 514 1,949 572
Jakarta 5,078 2,837 5,230 2,426 5,349 2,330
Karawang 5,912 3,564 6,015 3,832 6,103 4,075
Luar Negeri | Overseas
China 38 - 39 - 36 -
Vietnam 131 973 122 116 102 120
Jumlah
Total 19,350 10,701 19,828 10.689 20,522 11,133
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Komposisi Berdasarkan Level Jabatan dan Gender
Composition by Position Level and Gender
2025
Laki-laki | Male Perempuan | Female
307 95 32 12
1.1% 0.4% 1.0% 0.4%
2,032 24,273 513 2.787
7.6% 90.9% 15.3% 83.3%
Tumbuh Bersama Karyawan
Growing Together with Employees
26,707 3,344
100% 100%
Level Awal | Entry Level Level Awal | Entry Level
Level Menengah | Mid-Level Level Menengah | Mid-Level
Level Senior | Senior Level Level Senior | Senior Level
Level Eksekutif | Executive Level Level Eksekutif | Executive Level
2024
Laki-laki | Male Perempuan | Female
333 118 33 15
1.2% 0.4% 1.0% 0.4%
2,059 24,574 502 2,883
7.6% 90.8% 14.6% 84.0%
27,084 3,433
100% 100%
Level Awal | Entry Level Level Awal | Entry Level
Level Menengah | Mid-Level Level Menengah | Mid-Level
Level Senior | Senior Level Level Senior | Senior Level
Level Eksekutif | Executive Level Level Eksekutif | Executive Level
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Komposisi Berdasarkan Rentang Usia, Level Jabatan, dan Gender
Composition by Age Group, Position Level, and Gender
2025
Tingkat Jabatan | Position Level Jumlah
Usia Karyawan
Age Level Awal Level Menengah Level Senior Level Eksekutif Number of
Entry Level Mid-Level Senior Level Executive Level Employees
L|M P|F L|M P|F L|M P|F L|M P|F
18-25 tahun | years 7,659 1,763 154 81 0 0 0 0 9,657
26-35 tahun | years 6,627 569 732 282 17 2 2 0 8,231
36–45 tahun | years 6,497 354 700 109 99 9 10 1 7,779
46-55 tahun | years 3,483 100 445 41 177 19 52 7 4,324
Tumbuh Bersama Karyawan
Growing Together with Employees
>55 tahun | years 7 1 1 0 14 2 31 4 60
Jumlah | Total 24,273 2,787 2,032 513 307 32 95 12 30,051
L= Laki-laki | P= Perempuan
M= Male | F= Female
2024
Tingkat Jabatan | Position Level Jumlah
Usia Karyawan
Age Level Awal Level Menengah Level Senior Level Eksekutif Number of
Entry Level Mid-Level Senior Level Executive Level Employees
L|M P|F L|M P|F L|M P|F L|M P|F
18-25 tahun | years 7,750 1,894 155 82 0 0 0 0 9,881
26-35 tahun | years 7,179 617 869 263 6 1 3 0 8,938
36–45 tahun | years 6,321 286 672 108 113 11 11 1 7,523
46-55 tahun | years 3,294 101 375 32 206 18 64 7 4,097
>55 tahun | years 10 5 5 0 10 1 41 6 78
Jumlah | Total 24,554 2,903 2,076 485 335 31 119 14 30,517
L= Laki-laki | P= Perempuan
M= Male | F= Female
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Remunerasi dan Hak Karyawan Remuneration and Employee
Rights
Astra Otoparts memahami bahwa kesejahteraan Astra Otoparts recognizes that employee well-being
karyawan adalah salah satu faktor penting yang is a key factor in supporting optimal performance and
mendukung kinerja optimal dan keberhasilan jangka the Company’s long-term success. Accordingly, we
panjang Perseroan. Untuk itu, kami merancang sistem have designed a remuneration system that is fair and
remunerasi yang adil dan kompetitif, baik untuk karyawan competitive for both permanent and non-permanent
tetap maupun tidak tetap. Sistem ini didasarkan pada employees. The system is based on several key criteria,
beberapa kriteria utama, termasuk kinerja individu, including individual performance, position level,
jabatan, kompetensi, serta masa kerja, dengan competencies, and years of service, while upholding
mengutamakan prinsip kesetaraan tanpa diskriminasi the principle of equality without discrimination based on
berdasarkan gender, ras, agama, atau golongan sosial. gender, race, religion, or other social backgrounds. [GRI
[GRI 3-3] 3-3]
Tumbuh Bersama Karyawan
Growing Together with Employees
Kami berkomitmen untuk menjaga kesetaraan dalam We are committed to maintaining pay equity by ensuring
hal remunerasi, dengan memastikan bahwa setiap that employees in comparable positions with equivalent
karyawan yang memiliki posisi dan kompetensi yang competencies receive equal remuneration, regardless
setara menerima remunerasi yang sama, terlepas dari of gender or other backgrounds. In addition, we fully
gender atau latar belakang lainnya. Selain itu, kami comply with prevailing minimum wage regulations
senantiasa mengikuti peraturan yang berlaku mengenai across Indonesia and ensures that all employees, both
upah minimum di berbagai wilayah Indonesia, dan permanent and non permanent, receive salaries above
memastikan bahwa semua karyawan kami, baik yang the prevailing Provincial Minimum Wage (UMP),
tetap maupun tidak tetap, menerima gaji di atas Upah Regency/Municipal Minimum Wage (UMK), Provincial
Minimum Provinsi (UMP), Upah Minimum Kabupaten/ Sectoral Minimum Wage (UMSP), or Regency/
Kota (UMK), Upah Minimum Sektoral Provinsi (UMSP), Municipal Sectoral Minimum Wage (UMSK) in each area
atau Upah Minimum Sektoral Kabupaten/Kota (UMSK) of operation. [GRI 202-1] [OJK F.20]
yang berlaku di tempat kami beroperasi. [GRI 202-1] [OJK F.20]
Selain gaji pokok, Perseroan menyediakan berbagai In addition to base salary, the Company provides various
fasilitas tambahan untuk mendukung kesejahteraan additional benefits to support employee well-being,
karyawan, meliputi tunjangan, jaminan sosial including allowances, social security coverage (BPJS
(BPJS Ketenagakerjaan dan BPJS Kesehatan), serta Employment and BPJS Health), and periodic medical
pemeriksaan kesehatan rutin sebagai bagian dari paket check-ups as part of a comprehensive benefits package.
kesejahteraan yang menyeluruh. Kami juga memberikan We also offer a pension program to support employees’
program pensiun yang mendukung keamanan finansial long-term financial security. Furthermore, the Company
di masa depan. Selain itu, kami juga menyediakan provides scholarships for children of high-achieving
beasiswa untuk anak-anak karyawan yang berprestasi, employees as part of our commitment to supporting
sebagai bentuk dukungan terhadap pendidikan dan their education and family development. [GRI 201-3, 401-2,
perkembangan keluarga mereka. [GRI 201-3, 401-2, 404-2] 404-2]
Selain itu, untuk memastikan keseimbangan antara In addition, to promote a healthy work-life balance,
kehidupan kerja dan pribadi, kami menyediakan fasilitas we provide facilities such as sports areas, on-site health
seperti ruang olahraga, klinik kesehatan, serta ruang clinics, and lactation rooms equipped with medical
laktasi yang dilengkapi dengan fasilitas medis. Semua ini amenities. These initiatives are designed to foster a
kami sediakan untuk menciptakan lingkungan kerja yang supportive work environment that enhances the overall
mendukung kesehatan, kebahagiaan, dan produktivitas health, well-being, and productivity of our employees.
karyawan kami secara keseluruhan. [OJK F.21] [OJK F.21]
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Cuti Melahirkan dan Memiliki Parental Leave [GRI 401-3]
Anak [GRI 401-3]
Sebagai upaya untuk mendukung keseimbangan As part of our commitment to supporting work-life
antara kehidupan kerja dan keluarga, serta memenuhi balance and assisting employees in welcoming a new
kebutuhan karyawan dalam menyambut anggota family member, Astra Otoparts provides maternity
keluarga baru, Astra Otoparts menyediakan fasilitas cuti leave for female employees and paternity leave for
melahirkan bagi karyawan perempuan dan cuti untuk male employees who wish to accompany their spouses
karyawan laki-laki yang ingin mendampingi istrinya saat during childbirth. In 2025, 103 female employees
melahirkan. Pada tahun 2025, 103 karyawan perempuan utilized maternity leave, while 990 male employees
memanfaatkan cuti melahirkan, sementara 990 karyawan took paternity leave to accompany their spouses during
laki-laki mengambil cuti untuk mendampingi istrinya saat childbirth. [GRI 3-3]
melahirkan. [GRI 3-3]
Tumbuh Bersama Karyawan
Growing Together with Employees
Keterangan
2025 2024
Description
Jumlah karyawan laki-laki yang mengambil cuti mendampingi istri melahirkan
Total number of male employees who took paternity leave to accompany 990 605
their wives during childbirth
Jumlah karyawan perempuan yang mengambil cuti melahirkan
Total number of female employees who took maternity leave 103 89
Astra Otoparts terus memastikan bahwa seluruh Astra Otoparts remains committed to ensuring that
karyawan yang mengambil cuti melahirkan, memiliki all employees who take parental leave may to work
kesempatan untuk kembali bekerja tanpa hambatan without barriers and receive adequate support during
dan mendapatkan dukungan yang memadai dalam their transition. During the 2025 reporting period, 87
proses transisinya. Sepanjang periode 2025 tercatat 87 female employees (84.5%) and 964 male employees
karyawan perempuan (84,5%) dan 964 karyawan laki- (97.4%) remained employed and continued working
laki (97,4%) telah bekerja secara produktif selama 12 productively for 12 months after completing maternity
bulan terhitung sejak menyelesaikan cuti melahirkan dan leave and paternity leave.
cuti mendampingi istri melahirkan.
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Pengembangan Talenta
Talent Development
Pelatihan dan Pengembangan Training and Competency
Kompetensi [OJK F.22] Development [OJK F.22]
Astra Otoparts memandang pengembangan talenta Astra Otoparts views talent development as a
sebagai fondasi penting untuk menjaga daya saing dan fundamental pillar in maintaining competitiveness and
keberlanjutan bisnis. Sejalan dengan dinamika industri long-term business sustainability. In response to the
otomotif yang semakin kompetitif, Astra Otoparts increasingly competitive dynamics of the automotive
Tumbuh Bersama Karyawan
Growing Together with Employees
memastikan setiap karyawan memiliki kesempatan industry, Astra Otoparts ensures that every employee
untuk meningkatkan keahlian teknis, kemampuan is provided with opportunities to enhance technical
kepemimpinan, serta kompetensi yang relevan dengan expertise, leadership capabilities, and competencies
kebutuhan organisasi. [GRI 3-3] aligned with the organization’s needs. [GRI 3-3]
Untuk mendukung terciptanya lingkungan kerja yang To support the creation of a high-quality work
berkualitas, peningkatan pemahaman mengenai environment, strengthening awareness and
keberagaman dan inklusi menjadi bagian dari agenda understanding of diversity and inclusion is an integral
pengembangan SDM. Melalui berbagai sesi awareness, part of our human capital development agenda. Through
diskusi terarah, serta panduan praktik, kami mendorong various awareness sessions, focused discussions, and
budaya kerja yang aman, saling menghargai, dan practical guidelines, we foster a workplace culture that
bebas dari diskriminasi, sehingga kolaborasi lintas latar is safe, respectful, and free from discrimination, enabling
belakang dapat berlangsung secara optimal. effective collaboration across diverse backgrounds.
Sepanjang 2025, Astra Otoparts menyelenggarakan Throughout 2025, Astra Otoparts conducted a range
berbagai program pelatihan, baik secara internal maupun of internal and external training programs aligned
eksternal, yang dirancang sesuai visi-misi Perseroan dan with the Company’s vision and mission as well as the
arah pengembangan Grup Astra. Program-program strategic direction of the Astra Group. These programs
ini mencakup pelatihan teknis, nonteknis, program covered technical and non-technical training, thematic
tematik hingga Quality Control Circle (QCC). Materi programs, and Quality Control Circle (QCC) initiatives.
pembelajaran disusun berdasarkan perkembangan The learning materials were developed in consideration
industri, kebutuhan unit kerja, serta standar kompetensi of industry developments, business unit needs, and
yang ditetapkan Astra sebagai perusahaan induk. the competency standards established by Astra as the
Kami juga memastikan seluruh karyawan mendapatkan parent company. We also ensured that all employees
kesempatan pengembangan sesuai ketentuannya. receive development opportunities according to the
provisions.
Pelatihan dan Pengembangan Kompetensi
Training and Competency Development
Keterangan Satuan
2025
Description Unit
Jumlah peserta program pelatihan dan pengembangan Orang
Total participants in training and development programs 23,776
People
Jumlah peserta program pelatihan internal Orang
Total participants in internal training programs 17,216
People
Jumlah peserta program pelatihan eksternal Orang
Total participants in external training programs 6,581
People
Jumlah peserta Astra Leadership Development Program (ALDP) Orang
Total participants in the Astra Leadership Development Program (ALDP) 354
People
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Keterangan Satuan
2025
Description Unit
Jumlah peserta program Seasonal Program Orang
Total participants in the Seasonal Program 127
People
Jumlah peserta program Pengembangan Expert Orang
Total participants in the Expert Development Program 604
People
Jumlah jam pelatihan yang diberikan kepada karyawan Jam
Total training hours delivered to employees 283,802
Hours
Rata-rata jam pelatihan per karyawan per tahun Jam
Average training hours per employee per year 9.44
Hours
Jumlah modul pada VLC untuk program teknis, nonteknis, tematik, dan QCC
Total modules available on VLC for technical, non-technical, thematic, and QCC Modul
120
programs Modules
Tumbuh Bersama Karyawan
Growing Together with Employees
Pelatihan dan Pengembangan Kompetensi Berdasarkan Gender dan Level Jabatan [GRI 404-1]
Training and Competency Development by Gender and Position Level
2025 2024*
Rata-rata Jam Rata-rata Jam
Jumlah Jumlah
Jumlah Pelatihan Jumlah Pelatihan
Karyawan yang Karyawan yang
Keterangan Jam per Peserta Jam per Peserta
Mengikuti Mengikuti
Description Pelatihan Pelatihan Pelatihan Pelatihan
Pelatihan Pelatihan
Total Average Total Average
Total Employees Total Employees
Training Training Hours Training Training Hours
Participating in Participating in
Hours per Training Hours per Training
Training Training
Participant Participant
Berdasarkan Jenis Kelamin | By Gender
Laki-laki
21,909 255,833 11.68 21,449 209,205 9.75
Male
Perempuan
1,867 27,969 14.98 1,741 26,998 15.51
Female
Berdasarkan Level Jabatan | By Position Level
Eksekutif
127 783 6.16 112 1,064 9.50
Executive
Manajer
672 11,514 17.13 617 14,154 22.94
Manager
Staf
3,173 66,031 20.81 3,105 63,364 20.41
Staff
Pekerja
19,804 205,474 10.38 19,356 157,622 8.14
Worker
* Terdapat penyajian kembali data.
* There is a restatement of data.
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Selain penyelenggaraan pelatihan formal, kami juga In addition to formal training programs, we strengthened
memperkuat pembelajaran berbasis pengalaman experiential learning through a structured coaching
melalui coaching program. Dalam program ini, program. Under this initiative, leaders mentor employees
pimpinan yang lebih berpengalaman membimbing or emerging talent in developing competence and
karyawan atau talenta muda dalam pengembangan leadership. This approach accelerates knowledge
kompetensi maupun kepemimpinan. Pendekatan ini transfer, creates space for more personalized discussions,
membantu mempercepat proses transfer pengetahuan, and enhances employees’ readiness to take on greater
memberikan ruang diskusi yang lebih personal, serta responsibilities in the future.
mendukung kesiapan karyawan dalam menjalankan
peran yang lebih besar pada masa mendatang.
Sebagai bagian dari komitmen Perseroan dalam As part of the Company’s commitment to supporting
mendukung kesejahteraan karyawan secara the long-term well-being of its employees, Astra
berkelanjutan, Astra Otoparts menyediakan program Otoparts provides a retirement preparation program
pembekalan bagi karyawan yang akan memasuki masa for employees approaching retirement. This program
pensiun. Program ini dilaksanakan dengan mengacu is implemented in reference to the Dana Pensiun Astra
Tumbuh Bersama Karyawan
Growing Together with Employees
pada Dana Pensiun Astra (DPA), yang dirancang untuk (DPA) framework and is designed to assist employees
membantu karyawan mempersiapkan masa transisi dari in preparing for the transition from active employment
kehidupan kerja menuju masa pensiun secara lebih to retirement in a more planned and productive manner.
terencana dan produktif.
Melalui program ini, karyawan memperoleh berbagai Through this program, employees receive various forms
pembekalan yang bertujuan meningkatkan kesiapan of guidance aimed at enhancing their readiness for
dalam menghadapi masa pensiun, baik dari sisi retirement, including aspects related to life planning,
perencanaan kehidupan, pengelolaan keuangan, financial management, and personal preparedness
maupun kesiapan pribadi dalam menjalani fase in navigating a new phase of life. The program also
kehidupan yang baru. Program ini juga memberikan provides insights into potential post-retirement activities
wawasan mengenai berbagai pilihan aktivitas yang that enable employees to remain active, independent,
dapat dilakukan setelah pensiun agar karyawan tetap and productive. [GRI 404-2]
dapat menjalani kehidupan yang aktif, mandiri, dan
produktif. [GRI 404-2]
Perseroan memandang masa pensiun sebagai fase The Company recognizes retirement as an important life
kehidupan yang perlu dipersiapkan secara matang. stage that requires careful preparation. Therefore, this
Oleh karena itu, program ini diharapkan dapat program is expected to help employees build financial,
membantu karyawan membangun kesiapan finansial, social, and mental readiness. This initiative also reflects
sosial, dan mental. Inisiatif ini juga menjadi bagian dari the Company’s efforts to support employee well-being
upaya Perseroan untuk memastikan keberlanjutan not only during their period of employment but also
kesejahteraan karyawan tidak hanya selama masa kerja, after the completion of their service in Astra Otoparts.
tetapi juga setelah menyelesaikan masa pengabdiannya.
Sebagai bagian dari pengelolaan pengembangan karier, As part of career development management, Astra
Astra Otoparts memastikan bahwa karyawan tetap Otoparts ensures that employees continue to receive
memperoleh evaluasi kinerja secara berkala. Penilaian regular performance evaluations. These assessments
ini menjadi dasar untuk mengidentifikasi kebutuhan serve as the basis for identifying development needs,
pengembangan, peluang promosi, serta penyelarasan promotion opportunities, and alignment between
kemampuan individu dengan kebutuhan organisasi. individual capabilities and organizational requirements.
Pada tahun 2025, 19.350 karyawan tetap atau 100% In 2025, 19,350 permanent employees, representing
dari total tenaga kerja tetap, telah menerima evaluasi 100% of the total permanent workforce, received regular
rutin tersebut sebagai bagian dari komitmen Perseroan performance evaluations as part of the Company’s work
untuk menyediakan proses penilaian karya. [GRI 404-3] assessment process. [GRI 404-3]
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Pengembangan Kompetensi Sustainability Competency
Keberlanjutan [GRI 2-17] [OJK E.2] Development [GRI 2-17] [OJK E.2]
Astra Otoparts menjadikan pengembangan kompetensi Astra Otoparts sees sustainability competency
keberlanjutan sebagai bagian penting dari peningkatan development as a key component of strengthening
kapabilitas organisasi. Program ini ditujukan bagi organizational capabilities. This program is designed for
Direksi dan seluruh karyawan dengan fokus pada aspek the Board of Directors and all employees, with a focus
keselamatan dan kesehatan kerja (K3), pengelolaan on occupational health and safety (OHS), environmental
lingkungan, tanggung jawab sosial, serta pemahaman management, social responsibility, and a comprehensive
prinsip-prinsip keberlanjutan secara menyeluruh. Topik- understanding of sustainability principles. These topics
topik ini dianggap esensial karena berkaitan langsung are considered essential, as they are directly linked to
dengan kepatuhan regulasi, keberlanjutan operasional, regulatory compliance, operational continuity, and
dan tuntutan industri terhadap praktik bisnis yang increasing industry expectations for responsible business
bertanggung jawab. practices.
Tumbuh Bersama Karyawan
Growing Together with Employees
Pengembangan kompetensi dilakukan melalui Competency development is delivered through a
kombinasi pelatihan, seminar, kursus daring, serta sesi combination of training sessions, seminars, online
berbagi pengetahuan yang dijalankan secara berkala. courses, and regular knowledge-sharing forums.
Pendekatan ini memungkinkan Direksi dan karyawan This approach enables the Board of Directors and
memperoleh pemahaman yang lebih terstruktur employees to gain a more structured understanding of
mengenai standar keselamatan, pengelolaan dampak safety standards, environmental impact management,
lingkungan, dan praktik keberlanjutan yang relevan and sustainability practices relevant to the Company’s
bagi operasional Perseroan. Selain itu, materi pelatihan operations. In addition, the training materials incorporate
mencakup aspek yang lebih terintegrasi seperti more integrated topics, such as the interlinkage between
keterkaitan antara isu lingkungan dan K3 sehingga environmental issues and OHS, allowing participants to
peserta dapat memahami hubungan keduanya dalam better understand how these aspects are connected
konteks kerja sehari-hari. within their daily responsibilities.
Jenis Pelatihan Total Peserta Jumlah Hari Pelatihan
Types of Training Total Participants Total Training Days
K3 | OHS 1,970 256
Lingkungan | Environment 118 58
Lingkungan & K3 | Environment & OHS 1,324 16
Corporate Social Responsibility (CSR)
Corporate Social Responsibility (CSR) 21 20
Sustainability | Sustainability 78 30
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Pelindungan Hak Asasi dan
Ketenagakerjaan
Human Rights and Labor Protection
Hak Asasi Manusia Human Rights
Astra Otoparts tetap berkomitmen untuk menjaga Astra Otoparts remains committed to maintaining a work
lingkungan kerja yang menghormati martabat setiap environment that respects the dignity of every individual
individu serta terus memantau potensi risiko agar praktik while continuously monitoring potential risks to ensure
Tumbuh Bersama Karyawan
Growing Together with Employees
HAM berjalan konsisten di seluruh lini operasional. that human rights practices are consistently implemented
Sepanjang tahun 2025, tidak terdapat laporan maupun across all operational lines. Throughout 2025, there were
pengaduan dari karyawan terkait dugaan pelanggaran no reports or complaints from employees regarding
hak asasi manusia. Hasil ini mencerminkan efektivitas alleged human rights violations. This result reflects the
kebijakan dan mekanisme pengawasan yang berlaku, effectiveness of the Company’s policies and oversight
termasuk jalur pelaporan internal yang memungkinkan mechanisms, including internal reporting channels
karyawan menyampaikan keluhan secara aman dan that enable employees to raise concerns in a safe and
rahasia. confidential manner.
Pekerja Anak dan Pekerja Child Labor and Forced
Paksa [OJK F.19] Labor [OJK F.19]
Astra Otoparts berkomitmen untuk mematuhi peraturan Astra Otoparts is committed to complying with applicable
ketenagakerjaan yang berlaku, termasuk ketentuan labor regulations, including provisions on the minimum
mengenai usia minimum pekerja. Sesuai dengan Pasal working age. In accordance with Article 68 of Law
68 Undang-Undang Nomor 13 Tahun 2013 tentang No. 13 of 2003 on Manpower, we established policies
Ketenagakerjaan, kami telah menetapkan kebijakan to ensure that only individuals who meet the minimum
yang memastikan hanya pekerja yang memenuhi syarat age requirements are employed by the Company. This
usia minimum yang dipekerjakan di Perseroan. Kebijakan policy is also extended to all our business partners,
ini juga diterapkan kepada seluruh mitra kerja kami, and its implementation is periodically evaluated by the
dan evaluasi terhadap penerapannya dilakukan secara relevant departments to ensure consistent compliance.
berkala oleh departemen terkait untuk memastikan
kepatuhan yang konsisten.
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Mekanisme Pengaduan Employee Grievance
Karyawan Mechanism
Mekanisme pengaduan karyawan dirancang untuk The employee grievance mechanism is designed to
membantu penyelesaian isu ketenagakerjaan secara facilitate the prompt and progressive resolution of
cepat dan bertahap, dengan memastikan setiap keluhan labor-related issues, ensuring that every complaint
ditangani melalui proses yang adil dan dapat ditelusuri. is addressed through a fair and traceable process. In
Selain melalui whistleblowing system, karyawan juga addition to the whistleblowing system, employees may
dapat menyampaikan pengaduan kepada atasan also submit complaints to their direct supervisors as
langsung sebagai bagian dari mekanisme internal yang part of the internal mechanism governed by Company
diatur dalam Peraturan Perusahaan. Kedua jalur ini Regulations. Both channels provide clear guidance for
memberikan panduan yang jelas bagi karyawan dalam employees to raise workplace concerns and ensure
menyampaikan permasalahan di lingkungan kerja dan appropriate follow-up actions.
memastikan tindak lanjut yang sesuai.
Tumbuh Bersama Karyawan
Growing Together with Employees
Pada tahun 2025, tidak terdapat laporan pengaduan In 2025, there were no employee complaints submitted
dari karyawan melalui mekanisme pelaporan yang telah through the reporting process established by the
disediakan Perseroan. Hasil ini mencerminkan efektivitas Company. This outcome reflects the effectiveness of
saluran komunikasi internal yang terjaga dengan baik, well-maintained internal communication, as well as the
sebagaimana mekanisme pengaduan yang diatur consistent implementation of the grievance procedures
dalam kebijakan Perseroan dan telah dijalankan secara set out in the Company’s policies.
konsisten.
Keselamatan dan Kesehatan
Kerja [OJK F.21]
Occupational Health and Safety
Sistem Manajemen K3 [GRI 403-1, OHS Management System [GRI
GRI 403-8] 403-1, GRI 403-8]
Penerapan keselamatan dan kesehatan kerja (K3) The implementation of occupational health and safety
dijalankan melalui Sistem Manajemen K3 (SMK3) yang (OHS) is carried out through an OHS Management
telah diselaraskan dengan Peraturan Pemerintah Nomor System (SMK3) aligned with Government Regulation
50 Tahun 2012 dan standar internasional ISO 45001. No. 50 of 2012 and the international standard ISO
Sistem ini menjadi kerangka utama dalam mengelola 45001. This system serves as the primary framework
risiko keselamatan di seluruh unit operasional, mulai dari for managing safety risks across all operational units,
proses identifikasi bahaya, penilaian dan pengendalian covering hazard identification, risk assessment and
risiko, hingga evaluasi berkala terhadap efektivitas control, and periodic evaluation of implementation
penerapannya. Pendekatan ini memastikan bahwa effectiveness. This approach ensures that all operational
seluruh kegiatan operasional mempertimbangkan aspek activities consistently and systematically incorporate
keselamatan secara konsisten dan terukur, termasuk safety considerations, including the Company’s long-
komitmen jangka panjang Perseroan untuk mencapai term commitment to achieving zero workplace fatalities
zero fatality kecelakaan kerja dan penurunan tingkat lost and a reduction in the lost time injury frequency rate
time injury frequency rate (LTIFR) hingga 0,3 pada tahun (LTIFR) up to 0.3 on 2030. [GRI 3-3] [OJK F.1]
2030. [GRI 3-3] [OJK F.1]
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Sistem Manajemen K3 Jumlah Perusahaan Sertifikat
OHS Management System Number of Companies Certificate
Berdasarkan PP 50 Tahun 2012 Sistem Manajemen K3
Based on Government Regulation No. 50 of 2012 11
OHS Management System
Berdasarkan ISO 45001:2018 ISO 45001:2018
Based on ISO 45001:2018 20
ISO 45001:2018
Kebijakan Dasar [GRI 3-3, GRI 403-1] Fundamental Policy [GRI 3-3, GRI 403-1]
Astra Otoparts menetapkan kebijakan dan prosedur Astra Otoparts’ OHS policies and procedures are
K3 yang berlaku bagi karyawan, kontraktor, dan mitra applicable to employees, contractors, and business
kerja di area Perseroan. Kebijakan ini menjadi pedoman partners operating within the Company’s premises.
Tumbuh Bersama Karyawan
Growing Together with Employees
utama untuk memastikan seluruh aktivitas Perseroan Through the integration of safety, occupational health,
berlangsung aman, patuh regulasi, dan mendukung environmental protection, and energy efficiency aspects
keberlanjutan operasional, dengan pengintegrasian into the Company’s Environmental, Health, Safety, and
aspek keselamatan, kesehatan kerja, pelindungan Energy Management System, these policies serve as the
lingkungan, dan efisiensi energi dalam Sistem primary guidelines to ensure that all Company activities
Manajemen Lingkungan, Keselamatan, Kesehatan Kerja, are conducted safely, in compliance with regulations,
dan Energi. [GRI 3-3] and in support of operational sustainability. [GRI 3-3]
Melalui kebijakan ini, Astra Otoparts menegaskan Through its policies, Astra Otoparts affirms its
komitmen untuk mencegah kecelakaan, penyakit akibat commitment to preventing workplace accidents, work-
kerja, serta potensi pencemaran lingkungan. Pendekatan related illnesses, and potential environmental pollution.
ini dilakukan dengan memastikan ketersediaan peralatan This commitment is fulfilled by ensuring the availability
keselamatan yang sesuai standar, pemantauan kondisi of safety equipment that meets applicable standards,
kerja secara berkala, serta dokumentasi dan evaluasi conducting regular workplace condition monitoring,
rutin terhadap setiap pembaruan kebijakan. Perseroan and carrying out routine documentation and evaluation
menekankan bahwa penerapan K3 merupakan of policy updates. The Company emphasizes that OHS
tanggung jawab bersama seluruh individu dalam implementation is a shared responsibility of all individuals
organisasi, termasuk mitra kerja dan kontraktor yang within the organization, including business partners and
beroperasi di lingkungan Perseroan. contractors operating in the Company’s environment.
Pendekatan ini selaras dengan komitmen Astra Otoparts This approach aligns with Astra Otoparts’ commitment
terhadap pencegahan kecelakaan dan penyakit akibat to preventing workplace accidents and work-related
kerja, termasuk target jangka panjang menuju zero illnesses, including its long-term target of achieving zero
accident. accident.
Selain itu, kebijakan dasar ini mendorong perbaikan In addition, this foundational policy encourages
berkelanjutan dengan membuka ruang bagi continuous improvement by providing space for input
masukan dan penyempurnaan yang diperlukan untuk and necessary refinements to enhance the management
meningkatkan pengelolaan K3, lingkungan, energi, dan of OHS, the environment, energy, and social
tanggung jawab sosial, sejalan dengan prinsip-prinsip responsibility, in line with the principles established in
yang ada dalam Kebijakan Lingkungan, Keselamatan the Environmental, Occupational Health and Safety, and
dan Kesehatan Kerja, serta Energi (LK3). Melalui sistem Energy Policy (EHS). Through this system, Astra Otoparts
ini, Astra Otoparts dapat terus mengidentifikasi peluang can continuously identify improvement opportunities
perbaikan dan memastikan implementasi yang lebih and ensure more effective implementation of OHS
efektif terhadap kebijakan K3 dan pengelolaan dampak policies and environmental impact management, in
lingkungan, sesuai dengan standar yang berlaku. accordance with applicable standards.
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Melalui kebijakan tersebut, kami menegaskan komitmen Through this policy, we reaffirm our commitment to
untuk mencegah kecelakaan dan penyakit akibat preventing workplace accidents and work-related
kerja, serta meminimalkan potensi dampak lingkungan. illnesses, while minimizing potential environmental
Komitmen ini diwujudkan dengan memastikan impacts. This commitment is implemented by ensuring
ketersediaan fasilitas keselamatan yang memenuhi the availability of safety facilities that meet applicable
standar, termasuk alat pemadam api ringan (APAR), standards, including portable fire extinguishers (APAR),
smoke detector, fire sprinkler, hidran, kotak P3K, jalur smoke detectors, fire sprinklers, hydrants, first aid kits,
evakuasi, dan perlengkapan keselamatan lainnya yang evacuation routes, and other safety equipment that are
dipasang serta dipantau secara berkala di seluruh installed and regularly monitored across all work areas.
area kerja. Penyediaan fasilitas ini dilengkapi dengan The provision of these facilities is supported by ongoing
pemantauan kondisi kerja dan evaluasi rutin terhadap workplace condition monitoring and routine evaluations
efektivitas kebijakan. to assess the effectiveness of the policy implementation.
Penerapan Standar Alat Pelindung Diri (APD)
Tumbuh Bersama Karyawan
Growing Together with Employees
Implementation of Personal Protective Equipment (PPE) Standards
Alat Pelindung Diri
Personal Protective Equipment
Posisi
Position Sepatu Helm Kacamata Full Body
Sarung Tangan
Safety Safety Safety Harness
Gloves
Safety Shoes Safety Shoes Safety Glasses Full Body Harness
Keamanan
Security
Urusan Umum
General Affairs
Kurir
Courier
Operasional
Pergudangan dan
Penanganan Material
Warehouse Operations
and Material Handling
Penelitian dan
Pengembangan (R&D)
Research and
Development (R&D)
Operasional Produksi /
Manufaktur
Production /
Manufacturing
Operations
Pemeliharaan dan
Rekayasa Teknik
Maintenance and
Engineering Activities
Selain itu, Astra Otoparts secara aktif menilai berbagai In addition, Astra Otoparts actively assesses various OHS
risiko K3 dan mengidentifikasi potensi bahaya yang risks and identifies potential hazards considered most
dianggap paling relevan di lingkungan operasional. relevant within its operational environment. The results
Hasil identifikasi tersebut menjadi dasar penyusunan of this identification process is the basis for developing
langkah-langkah mitigasi yang telah dipersiapkan untuk mitigation measures designed to control such risks.
mengendalikan risiko tersebut.
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Identifikasi Risiko K3 [GRI 403-2, GRI 403-7]
Identification of OHS Risk
Keterangan Langkah Mitigasi
Description Mitigation Measures
Gempa Bumi Pembaruan berkala struktur organisasi tanggap darurat (Tim Evakuasi, Tim Tanggap
Earthquake Darurat, dan Tim Medis), pelaksanaan simulasi evakuasi secara periodik, serta penyediaan
jalur evakuasi dan titik kumpul yang jelas.
Periodic updates to the emergency response organizational structure (Evacuation Team,
Emergency Response Team, and Medical Team), regular evacuation drills, and the
provision of clear evacuation routes and assembly points.
Banjir (gangguan Imbauan untuk menggunakan sepatu bot dan selalu membersihkan/mencuci bagian tubuh
kesehatan) dari air banjir.
Flood (health disruption) Advisories to wear boots and to clean/wash body parts exposed to floodwater.
Banjir (kerusakan aset) Penyimpanan dokumen penting dan peralatan kritikal pada area aman atau lebih
Tumbuh Bersama Karyawan
Growing Together with Employees
Flood (asset damage) tinggi, pemantauan kondisi drainase, serta penyusunan rencana tanggap darurat untuk
perlindungan aset dan operasional.
Storage of important documents and critical equipment in safe or elevated areas,
monitoring of drainage conditions, and the development of emergency response plans
for asset and operational protection.
Tumpahan solar dan Pemeriksaan berkala terhadap tangki dan sistem penyimpanan bahan bakar, ketersediaan
kebocoran tangki spill kit dan peralatan pengendalian tumpahan, serta pembentukan Tim Penanggulangan
penampungan solar Tumpahan Limbah B3.
Diesel spill and leakage Periodic inspection of fuel tanks and storage systems, availability of spill kits and spill
from diesel storage tanks control equipment, and the establishment of a Hazardous Waste Spill Response Team.
Makanan basi, tercemar, Pelaksanaan inspeksi berkala terhadap vendor makanan/katering, penerapan standar
dan kedaluwarsa higiene dan sanitasi pangan, serta pengawasan terhadap penyimpanan dan masa berlaku
Spoiled, contaminated, makanan.
and expired food Regular inspection of food/catering vendors, implementation of food hygiene and
sanitation standards, and supervision of food storage and expiration dates.
Kebakaran Penyediaan dan pemeliharaan sistem proteksi kebakaran APAR, hydrant, alarm kebakaran,
Fire dan sistem deteksi asap), inspeksi rutin fasilitas proteksi kebakaran, pelatihan pemadaman
kebakaran bagi karyawan, serta pelaksanaan simulasi keadaan darurat secara berkala.
Provision and maintenance of fire protection systems (fire extinguishers, hydrants, fire
alarms, and smoke detection systems), routine inspections of fire protection facilities, fire-
fighting training for employees, and the implementation of regular emergency drills.
Korsleting listrik / Inspeksi dan pemeliharaan berkala instalasi listrik, penggunaan peralatan listrik sesuai
kegagalan instalasi listrik standar keselamatan, pengendalian penggunaan beban listrik berlebih, serta pemasangan
Electrical short circuit sistem proteksi seperti MCB/ELCB dan grounding yang memadai.
/ electrical installation Periodic inspection and maintenance of electrical installations, use of electrical equipment
failure in accordance with safety standards, control of excessive electrical load usage, and the
installation of protection systems such as MCB/ELCB and adequate grounding.
Partisipasi dan Sosialisasi K3 OHS Participation and
[GRI 403-4]
Awareness [GRI 403-4]
Partisipasi pekerja dalam penerapan K3 menjadi bagian Employee participation in the implementation of OHS
penting untuk memastikan keselamatan dapat dijalankan is essential to ensure that safety practices are carried
secara menyeluruh di seluruh area operasi. Astra out comprehensively across all operational areas. Astra
Otoparts membentuk Panitia Pembina Keselamatan Otoparts has established the Occupational Health
dan Kesehatan Kerja (P2K3) dan Safety Komite Astra and Safety Steering Committee (P2K3) and the Astra
Otoparts Group sebagai forum kolaboratif untuk Otoparts Group Safety Committee as collaborative
mengidentifikasi isu K3, memberikan masukan, serta forums to identify OHS issues, provide input, and review
meninjau langkah perbaikan yang diperlukan. the necessary corrective actions.
Partisipasi ini diperkuat melalui berbagai kegiatan This participation is further strengthened through various
sosialisasi, kampanye keselamatan, dan forum internal awareness programs, safety campaigns, and internal
yang ditujukan bagi seluruh karyawan dan mitra kerja. forums aimed at all employees and business partners.
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Program sosialisasi dilaksanakan secara rutin dan Awareness initiatives are conducted regularly through
mencakup berbagai mekanisme. Pada tahun 2025, multiple mechanisms. In 2025, OHS awareness initiatives
inisiatif sosialisasi K3 mencakup: included:
1. Safety Forum Astra Otoparts 2025; 1. Astra Otoparts Safety Forum 2025;
2. Kampanye Bulan K3 Nasional 2025 Astra Otoparts; 2. Astra Otoparts National OHS Month Campaign
2025;
3. Penguatan Kepemimpinan Keselamatan dan 3. Strengthening Occupational Health and Safety
Kesehatan Kerja (K3) bagi Pimpinan Produksi; dan (OHS) Leadership for Production Leaders; and
4. Sosialisasi 12 Safety Golden Rules Astra Otoparts. 4. Dissemination of Astra Otoparts’ 12 Safety Golden
Rules.
Pelatihan K3 [GRI 403-5] OHS Training [GRI 403-5]
Pelatihan K3 diselenggarakan untuk memastikan OHS training is conducted to ensure that all employees
seluruh pekerja memahami risiko keselamatan serta understand safety risks and appropriate preventive
Tumbuh Bersama Karyawan
Growing Together with Employees
tindakan pencegahan yang tepat. Program ini bertujuan measures. The program aims to enhance employees’
meningkatkan kemampuan karyawan dalam mengenali ability to identify hazards, use PPE, and respond
bahaya, menggunakan APD, dan merespons kondisi effectively to emergency situations, thereby maintaining
darurat, sehingga keselamatan kerja dapat dijaga di workplace safety across all operational lines.
setiap lini operasional.
Pelaksanaan pelatihan dilakukan dengan menyusun The training programs are conducted by developing
materi berdasarkan ketentuan regulasi dan kebutuhan training materials based on regulatory requirements and
operasional Perseroan. Pembekalan diberikan secara the Company’s operational needs. Training is delivered
rutin dalam bentuk sesi kelas, sosialisasi di area kerja, regularly in the form of classroom sessions, on-site
serta praktik lapangan agar seluruh karyawan dapat briefings, and practical field exercises to ensure that
mengaplikasikan prinsip keselamatan sesuai situasi kerja employees can apply safety principles in accordance
masing-masing. with their respective work environments.
Pada tahun 2025, program pelatihan K3 yang In 2025, Astra Otoparts conducted various OHS training
diselenggarakan Astra Otoparts, di antaranya: programs, including:
1. Contractor Safety Management System (CSMS); 1. Contractor Safety Management System (CSMS);
2. Behavior Based Safety (BBS); 2. Behavior-Based Safety (BBS);
3. Safety Leadership Development untuk pimpinan/ 3. Safety Leadership Development for operational
manajer operasional; leaders/managers;
4. Pelatihan penggunaan APAR & keselamatan 4. Fire extinguisher usage and safe driving training for
berkendara untuk karyawan; employees;
5. Pelatihan standar keselamatan untuk kontraktor; dan 5. Safety standards training for contractors; and
6. Safety-Shop Floor Management. 6. Safety-Shop Floor Management.
Tingkat Kecelakaan Kerja [GRI 403-9] Work Accident Rate [GRI 403-9]
Pemantauan tingkat kecelakaan kerja dilakukan untuk Monitoring of work accident rates is conducted to assess
melihat sejauh mana penerapan K3 mampu melindungi the extent to which OHS practices protect employees
pekerja dan menjaga lingkungan kerja tetap aman. and maintain a safe working environment. Evaluations
Evaluasi dilakukan melalui pencatatan insiden dan are carried out through incident recording and key
indikator keselamatan utama seperti frequency rate (FR) safety indicators, such as the frequency rate (FR) and
dan severity rate (SR), sehingga Perseroan dapat menilai severity rate (SR), enabling the Company to consistently
kondisi keselamatan secara konsisten. assess safety performance.
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Dalam periode pelaporan, FR tercatat menurun dari During the reporting period, the FR decreased from
0,060 pada tahun sebelumnya menjadi 0,058. 0.060 in the previous year to 0.058. This improvement
Penurunan ini mencerminkan konsistensi Perseroan reflects the Company’s consistent efforts to strengthen
dalam memperkuat langkah-langkah pencegahan yang preventive measures, including occupational health and
telah diterapkan, termasuk program pelatihan K3, audit safety (OHS) training programs, periodic audits, and
berkala, dan penguatan disiplin K3. Namun demikian, reinforced safety discipline across operations. However,
SR meningkat dari 0,120 menjadi 0,292. Peningkatan the SR increased from 0.120 to 0.292. The rise was
ini terutama dipengaruhi oleh bertambahnya jumlah primarily driven by a higher number of lost workdays
hari hilang akibat kecelakaan yang terjadi selama resulting from workplace incidents during the reporting
periode pelaporan. Meskipun frekuensi kejadian period. Although the frequency of incidents declined,
menurun, Perseroan memandang hasil ini sebagai the Company views this outcome as an important
pengingat penting untuk terus meningkatkan efektivitas reminder to further enhance the effectiveness of its risk
pengendalian risiko, khususnya dalam mencegah control measures, particularly in preventing accidents
kecelakaan. that may lead to more serious impacts.
Tumbuh Bersama Karyawan
Growing Together with Employees
Tingkat Frekuensi dan Keparahan Insiden
Frequency and Severity Rates of Incidents
Keterangan
2025 2024 2023
Description
Frequency Rate 0.058 0.060 0.060
Severity Rate 0.292 0.120 0.120
Catatan | Notes:
*Tingkat Frequency dan Severity Rate menggunakan perhitungan per 1.000.000 jam kerja.
*The Frequency Rate and Severity Rate are calculated per 1,000,000 working hours.
Jumlah Kejadian Kecelakaan
Number of Accident Cases
Keterangan
2025 2024 2023
Description
Fatal | Fatal 0 0 0
Berat | Major 1 1 1
Ringan | Minor 20 14 23
Jumlah | Total 21 15 24
Jumlah Hari Hilang
Number of Lost Days
Keterangan
2025 2024 2023
Description
Fatal | Fatal 0 0 0
Berat | Major 5 2 2
Ringan | Minor 0 0 0
Jumlah | Total 5 2 2
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Identifikasi Jenis Penyakit Akibat Kerja 2025 [GRI 403-10]
Identification of Types of Work-Related Illnesses in 2025
Jenis-Jenis Penyakit Jumlah Kasus
Akibat Kerja Langkah-Langkah Mitigasi pada 2025
Types of Work-Related Mitigation Measures Number of Cases
Illnesses in 2025
Myalgia Penggunaan kursi yang sesuai dan pelaksanaan stretching
Use of ergonomically appropriate seating and implementation of 0
stretching exercises
Carpal Tunnel Penyesuaian desain peralatan dan meja kerja agar sesuai dengan
Syndrome prinsip ergonomi, pengaturan waktu kerja dan waktu istirahat untuk
Carpal Tunnel mengurangi aktivitas berulang pada pergelangan tangan, serta
Syndrome pemberian edukasi kepada karyawan mengenai teknik kerja yang
aman. 0
Tumbuh Bersama Karyawan
Growing Together with Employees
Adjustments to the design of equipment and workstations in
accordance with ergonomic principles, the arrangement of working
and rest periods to reduce repetitive wrist movements, and the
provision of employee education on safe working techniques.
ISPA Pemantauan kualitas udara di lingkungan kerja secara berkala,
penerapan standar kebersihan dan sanitasi area kerja, serta sosialisasi
kepada karyawan mengenai penerapan perilaku hidup bersih dan
sehat untuk mencegah gangguan saluran pernapasan.
Periodic monitoring of air quality in the workplace, implementation 0
of workplace cleanliness and sanitation standards, and employee
awareness programs on clean and healthy living practices to
prevent respiratory disorders.
Layanan Kesehatan Health Services
Layanan kesehatan kerja disediakan untuk memastikan Occupational health services are provided so that
setiap karyawan mendapatkan dukungan medis yang every employee receives adequate medical support
memadai selama menjalankan aktivitas operasional, while carrying out operational activities, particularly
terutama dalam menangani kecelakaan kerja atau in addressing workplace accidents or work-related
penyakit akibat kerja. Layanan ini mencakup pemeriksaan illnesses. These services include routine medical check-
kesehatan rutin, akses ke klinik kami, fasilitas pertolongan ups, access to our clinics, first aid facilities, and a network
pertama, serta jaringan rumah sakit rekanan di berbagai of partner hospitals across various regions. Throughout
wilayah. Sepanjang tahun 2025, layanan kesehatan ini 2025, these health services were used by employees,
dimanfaatkan oleh karyawan, baik untuk pemeriksaan both for periodic examinations and other medical
berkala maupun kebutuhan penanganan medis treatment needs. To maintain service quality, Astra
lainnya. Untuk menjaga mutu layanan, Astra Otoparts Otoparts implements standard operating procedures,
menerapkan standar operasional, menempatkan deploys competent medical personnel, and ensures
tenaga medis yang kompeten, dan mengelola data secure management of health data. Access to these
kesehatan secara aman. Akses layanan difasilitasi melalui services is facilitated through Company clinics and health
ketersediaan klinik dan petugas kesehatan selama jam officers during working hours, enabling employees to
kerja, sehingga karyawan dapat memperoleh dukungan conveniently receive medical support. [GRI 403-3]
medis dengan mudah. [GRI 403-3]
Selain layanan terkait pekerjaan, Perseroan memfasilitasi In addition to work-related services, the Company
akses karyawan ke pelayanan kesehatan umum melalui facilitates employees’ access to general healthcare
manfaat asuransi, jaringan rumah sakit rekanan, serta through insurance benefits, a network of partner
dukungan obat untuk kebutuhan medis yang bukan hospitals, and medication support for non-work-related
akibat kerja. Astra Otoparts juga menyediakan program medical needs. Astra Otoparts also provides voluntary
peningkatan kesehatan yang bersifat sukarela, termasuk health promotion programs, including health education,
edukasi kesehatan, pemeriksaan tambahan, dan layanan additional medical check-ups, and mental health support
dukungan kesehatan mental untuk membantu karyawan services to help employees manage non-occupational
mengelola risiko kesehatan yang tidak terkait pekerjaan. health risks. [GRI 403-6]
[GRI 403-6]
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Hubungan Industrial [GRI 2-30]
Industrial Relations
Astra Otoparts memfokuskan hubungan industrial Astra Otoparts focuses its industrial relations efforts on
pada terciptanya interaksi kerja yang konstruktif, saling fostering constructive and mutually respectful working
menghargai, dan sesuai ketentuan ketenagakerjaan. interactions in compliance with applicable labor
Perseroan mendukung hak karyawan untuk berserikat regulations. The Company upholds employees’ rights
dan menyampaikan pendapat, sebagaimana diatur to freedom of association and expression, as stipulated
dalam Undang-Undang Nomor 21 Tahun 2000 tentang under Law No. 21 of 2000 concerning Labor Unions/
Serikat Pekerja/Serikat Buruh. Landasan ini memastikan Trade Unions. This foundation ensures that every
setiap karyawan memiliki ruang untuk berpartisipasi employee may participate in employment-related
Tumbuh Bersama Karyawan
Growing Together with Employees
dalam proses kekaryawanan secara terbuka dan processes openly and responsibly. [GRI 3-3]
bertanggung jawab. [GRI 3-3]
Sebagai wujud implementasinya, komunikasi antara As part of its implementation, communication between
manajemen dan karyawan salah satunya difasilitasi management and employees is facilitated, one of which
melalui Ikatan Karyawan Astra Otoparts (IKAO). is through the Astra Otoparts Employees Association
Organisasi ini berperan sebagai jembatan dialog yang (IKAO). This organization serves as a dialogue bridge,
membantu menyampaikan aspirasi serta menjaga conveying employee aspirations and maintaining
transparansi dalam proses pengambilan keputusan transparency in employment-related decision-making
terkait kekaryawanan. Selain fungsi hubungan processes. In addition to its industrial relations function,
industrial, IKAO juga mendukung pengembangan IKAO supports the development of employees’
minat dan bakat karyawan dan forum diskusi yang interests and talents and discussion forums that
memungkinkan pertukaran perspektif serta memperkuat enable the exchange of perspectives and strengthen
inklusi di lingkungan kerja. Melalui IKAO dan forum workplace inclusion. Through IKAO and the Bipartite
LKS Bipartit, pertemuan rutin diselenggarakan untuk Cooperation Institution forum, regular meetings are held
membahas isu-isu operasional, menyelesaikan to discuss operational matters, resolve differing views,
perbedaan pandangan, dan mendorong terciptanya and promote solutions that are mutually understood.
solusi yang dipahami kedua belah pihak. Pendekatan This approach allows for more responsive interaction
ini membuat interaksi antara manajemen dan karyawan between management and its employees. Furthermore,
berlangsung lebih responsif. Selain itu, Astra Otoparts Astra Otoparts also makes sure that any operational
memastikan bahwa setiap perubahan operasional yang changes that may affect employees are communicated
dapat memengaruhi karyawan disampaikan melalui through clear notification mechanisms in accordance
mekanisme pemberitahuan yang jelas dan sesuai with applicable regulations. [GRI 407-1]
ketentuan yang berlaku. [GRI 407-1]
Hubungan industrial yang harmonis menjadi fondasi A harmonious industrial relationship serves as a strong
yang kuat bagi keberlanjutan operasional Perseroan dan foundation for the sustainability of the Company’s
mendukung produktivitas karyawan, yang tercermin operations and supports employee productivity,
dalam efektivitas komunikasi yang terjaga serta which is reflected in the effectiveness of maintained
komitmen bersama untuk menghadirkan lingkungan communication and a shared commitment to creating a
kerja yang kondusif, aman, dan saling menghargai. conducive, safe, and respectful work environment.
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09
Mewujudkan Dampak
Positif Bagi Masyarakat
Delivering Positive Impact to
Communities
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Strategi CSR������������������������������������������162
CSR Strategy
Program Kontribusi Sosial
Astra Otoparts��������������������������������������166
Astra Otoparts Social Contribution
Programs
Bantuan Sosial dan Donasi������������������� 174
Social Assistance and Donations
Mekanisme Pengaduan dan
Keluhan Masyarakat������������������������������ 175
Community Grievance and Complaint
Mechanism
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Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
Astra Otoparts meyakini bahwa keberhasilan bisnis harus Astra Otoparts believes that business success must
sejalan dengan peningkatan kesejahteraan masyarakat go hand in hand with advancing community well-
dan pelestarian lingkungan tempat kami beroperasi. being and preserving the environment in which we
Prinsip ini menjadi dasar bagi berbagai inisiatif sosial dan operate. This principle underpins the various social and
lingkungan yang dijalankan sepanjang tahun, sejalan environmental initiatives implemented throughout the
dengan pilar Public Contribution dari Astra Otoparts year, in alignment with the Public Contribution pillar of
2030 Sustainability Aspirations. Pada tahun 2025, the Astra Otoparts 2030 Sustainability Aspirations. In
Perseroan menargetkan 2.000 penerima manfaat baru 2025, the Company targeted the distribution of benefits
setiap tahun yang tersalurkan melalui program CSR. [GRI to 2,000 new beneficiaries each year through its CSR
3-3] programs. [GRI 3-3]
Strategi CSR
CSR Strategy
Setiap program CSR yang dilaksanakan dirancang Each CSR program is carefully designed based on the
dengan saksama berdasarkan kebutuhan nyata yang actual needs of surrounding communities so that every
ada di masyarakat sekitar demi memastikan bahwa initiative delivers tangible, sustainable, and relevant
inisiatif yang diambil dapat memberikan manfaat benefits. This approach is reflected in a series of programs
nyata, berkelanjutan, dan relevan. Pendekatan tersebut focused on improving quality of life, supporting local
diwujudkan melalui rangkaian program yang difokuskan economic development, strengthening access to basic
untuk meningkatkan kualitas hidup masyarakat, services, and preserving the environment around our
mendukung ekonomi lokal, memperkuat akses layanan operational areas through Astra’s four fields of social
dasar, serta menjaga kelestarian lingkungan di sekitar contribution. [OJK F.25]
area operasi melalui empat bidang kontribusi sosial
Astra. [OJK F.25]
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Bidang Pendidikan Bidang Kesehatan Bidang Lingkungan Bidang Kewirausahaan
Education Field Health Field Environmental Field Entrepreneurship Field
Meningkatkan kualitas Memperkuat pemberdayaan Meningkatkan kesadaran Mendukung
pendidikan melalui posyandu, layanan lingkungan dengan kegiatan pengembangan UMKM
dukungan kepada sekolah kesehatan gratis, serta pelestarian alam, seperti dan penguatan kapasitas
binaan, PAUD, Sekolah upaya pencegahan stunting penanaman mangrove, penyandang disabilitas
Adiwiyata, serta sekolah untuk meningkatkan pohon dan buah langka. melalui pendampingan
vokasi, dan penyediaan perbaikan gizi masyarakat. Program pemberdayaan usaha serta penyediaan
fasilitas pendidikan yang lingkungan masyarakat fasilitas yang mendorong
lebih baik. melalui PROKLIM serta pertumbuhan ekonomi
aktivitas konservasi owa lokal.
jawa sebagai perlindungan
hewan langka.
Enhancing the quality of Strengthening community Raising environmental Supporting the
Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
education through support health empowerment awareness through development MSMEs and
for foster schools, Adiwiyata through support for conservation initiatives strengthening the capacity
Schools, early childhood integrated health service including mangrove of persons with disabilities
education centers (PAUD), posts (posyandu) and planting and rare fruit, through business mentoring
and vocational schools, prevention initiatives such green space management. and providing facilities
as well as the provision as stunting prevention, to Community environmental that foster local economic
of improved educational enhance the nutritional empowerment program growth.
facilities. improvement of the through PROKLIM and
community. javan gibbon conservation
activities as protection for
endangered animals.
Astra Otoparts juga memastikan bahwa setiap aktivitas Astra Otoparts also ensures that every activity
yang dijalankan meminimalkan dampak negatif conducted minimizes potential negative impacts on
terhadap masyarakat. Kami secara aktif mengidentifikasi communities. We proactively identify and manage
dan mengelola potensi risiko yang dapat merugikan risks from the Company’s activities that may negatively
masyarakat, seperti dampak sosial atau ekonomi yang affect communities, including social or economic
timbul dari perubahan operasional atau kegiatan impacts arising from operational changes. This is carried
Perseroan. Langkah ini dilakukan dengan melibatkan out by engaging local stakeholders in the planning
pemangku kepentingan setempat dalam proses and evaluation processes to ensure that any potential
perencanaan dan evaluasi program untuk memastikan negative impacts are mitigated and that the benefits
bahwa dampak negatif dapat diminimalkan dan manfaat delivered are optimized. [GRI 3-3, 413-2]
yang diberikan lebih optimal. [GRI 3-3, 413-2]
Sebagai bagian dari komitmen tanggung jawab sosial, As part of its social responsibility commitment, Astra
Astra Otoparts menjalankan sejumlah program CSR Otoparts implements a range of CSR programs that
yang tidak hanya fokus pada masyarakat langsung, not only focus on direct community beneficiaries but
tetapi juga mendukung ekonomi lebih luas di lingkungan also support broader economic multiplier effects within
sekitar. Program‑program CSR ini mencakup dukungan surrounding areas. These CSR initiatives include support
terhadap pelaku usaha mikro, kecil, dan menengah for micro, small, and medium enterprises (MSMEs),
(UMKM), pelatihan keterampilan, pemberdayaan tenaga skills development training, workforce empowerment,
kerja, serta kemitraan dengan pemasok lokal. Melalui and partnerships with local suppliers. Through these
upaya ini, Perseroan secara langsung mendukung efforts, the Company directly contributes to job
penciptaan lapangan kerja baru, memperkuat daya creation, strengthens local economic competitiveness,
saing ekonomi lokal, dan memperluas kesempatan and expands economic opportunities for communities
ekonomi bagi komunitas di sekitar area operasional. around its operational areas.
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Dampak dari program CSR ini terasa tidak hanya saat The impact of these CSR programs extends beyond the
pelaksanaan, tetapi juga dalam jangka panjang. Melalui period of implementation and creates long-term value.
peningkatan pendapatan masyarakat, stabilitas ekonomi Through the increased community income, stronger
lokal, munculnya ekosistem bisnis pendukung, serta local economic stability, the emergence of supporting
peningkatan kapasitas sumber daya manusia, Astra business ecosystems, and enhanced human capital
Otoparts membantu memperkuat ketahanan ekonomi capacity, Astra Otoparts helps strengthen community
masyarakat dan mendukung pertumbuhan inklusif, economic resilience and promote inclusive growth. As
sehingga kontribusi sosial Astra Otoparts bertransformasi a result, Astra Otoparts’ social contribution evolve into
menjadi nilai bersama untuk masyarakat dan lingkungan. shared value for communities and the environment. [GRI
[GRI 203-1, 203-2] [OJK F.23] 203-1, 203-2] [OJK F.23]
Astra Otoparts memastikan bahwa program CSR Astra Otoparts ensures the CSR programs generate
yang dijalankan memberikan dampak positif yang sustainable positive impact by adhering to the Astra
berkelanjutan dengan mengikuti pedoman Astra Friendly Company (AFC) guidelines. These guidelines
Friendly Company (AFC). Pedoman ini menjadi acuan act as a framework for designing and evaluating each
dalam merancang dan mengevaluasi setiap kegiatan CSR initiative to ensure it is well-structured and delivers
CSR agar lebih terarah dan memberi manfaat jangka long-term benefits. AFC covers various aspects, ranging
Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
panjang. AFC mencakup berbagai aspek, mulai dari from management systems that reflect the Company’s
sistem manajemen yang mencerminkan nilai-nilai sustainability values to impact measurement based on
keberlanjutan Perseroan hingga pengukuran dampak community feedback and achieved outcomes. The
program berdasarkan masukan dari masyarakat dan hasil evaluation process is conducted regularly using a star-
yang tercapai. Proses evaluasi dilakukan secara rutin, based rating system to indicate the level of program
dengan menggunakan penilaian berbasis bintang untuk success. The higher the star rating achieved, the greater
menunjukkan tingkat keberhasilan program. Makin the benefits experienced by the community. [GRI 3-3]
tinggi tingkat bintang yang diterima, berarti makin besar
manfaat yang dirasakan oleh masyarakat. [GRI 3-3]
Penilaian Kinerja AFC di Grup Astra Otoparts
AFC Performance Assessment within the Astra Otoparts Group
Level 2025 2024 2023
Bintang 5 | 5 Stars 20 16 9
Bintang 4 | 4 Stars 18 16 22
Bintang 3 | 3 Stars 3 5 4
Bintang 2 | 2 Stars 1 0 0
Bintang 1 | 1 Star 0 0 0
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Realisasi Biaya CSR (Rp)
CSR Expenditure Realization (Rp)
Bidang
2025 2024 2023
Field
Bidang Pendidikan
2,027,152,502 2,085,511,696 1,078,720,000
Education Field
Bidang Lingkungan
795,590,150 982,966,938 582,978,000
Environmental Field
Bidang Kesehatan
558,249,449 916,571,138 527,136,000
Health Field
Bidang Kewirausahaan
176,776,772 150,260,685 155,535,000
Entrepreneurship Field
Donasi Lainnya
2,565,587,040 1,841,206,601 1,627,510*
Other Donations
Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
Jumlah
6,123,355,913 5,976,517,058 2,345,996,510*
Total
Catatan | Notes:
* Terdapat penyajian kembali data.
* There is a restatement of data.
Penerima Manfaat Berkelanjutan Kegiatan Kontribusi Sosial Astra Otoparts (Orang)
Ongoing Beneficiaries of Astra Otoparts’ Social Contribution (People)
Keterangan
2025 2024 2023
Description
Penerima Manfaat Binaan Berkelanjutan
22,993 23,579 21,771
Ongoing Beneficiaries
Penerima Manfaat Baru Kegiatan Kontribusi Sosial Astra Otoparts 2025 (Orang)
2025 New Beneficiaries of Astra Otoparts’ Social Contribution (People)
Keterangan
2025 2024 2023
Description
Penerima Manfaat Baru
3,096 3,017 2,802
New Beneficiaries
Akumulasi Penerima Manfaat Baru
Hingga 2025 78,242 75,225 72,423
Beneficiaries Accumulation as of 2025
Total Penerima Manfaat Hingga
2025 81,338 78,242 75,225
Total Beneficiaries as of 2025
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Program Kontribusi Sosial
Astra Otoparts [GRI 413-1] [OJK. F.25]
Astra Otoparts Social Contribution Programs
Bidang Pendidikan | Education Field
Astra Otoparts percaya bahwa pendidikan adalah Astra Otoparts believe that education is the key to
Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
kunci untuk membuka peluang dan menciptakan masa unlocking opportunities and building a better future.
depan yang lebih baik. Bidang Pendidikan hadir dengan The Education Field is designed to ensure that children
tujuan untuk memastikan setiap anak dan remaja di and youth in communities surrounding our operational
sekitar wilayah operasional kami mendapatkan akses ke areas have access to quality education.
pendidikan yang berkualitas.
Astra Otoparts menjalankan program Bidang Pendidikan Through its Education Field, Astra Otoparts collaborates
dengan bekerja sama dengan sekolah-sekolah lokal with local schools and educational institutions to provide
dan lembaga pendidikan untuk menyediakan fasilitas improved learning facilities. This approach delivers
belajar yang lebih baik. Pendekatan ini memastikan relevant educational support and generates a positive
bahwa pendidikan yang diberikan relevan dan dapat impact on surrounding communities.
memberikan dampak positif bagi komunitas sekitar.
Kegiatan CSR di Bidang Pendidikan 2025
2025 CSR Activities in the Education Field
Nama Program Deskripsi Kegiatan dan Pelaksanaan Hasil/Dampak
Program Name Activity Description and Implementation Results/Impact
SMK BISA SMK BISA binaan: Fostered SMK BISA: • Penerima Manfaat
1. SMK Dinamika Pembangunan 1 1. SMK Dinamika Berkelanjutan:
Jakarta Pembangunan 1 Jakarta 1.848 orang
2. SMK Negeri 2 Kota Bekasi 2. SMK Negeri 2 Kota Bekasi • Penerima manfaat
3. SMK Cikarang Selatan 3. SMK Cikarang Selatan baru: 750 orang
4. SMK Cikarang Barat 4. SMK Cikarang Barat • Ongoing
5. SMK Negeri 1 Campaka 5. SMK Negeri 1 Campaka Beneficiaries: 1,848
6. SMK Negeri 1 Cibatu 6. SMK Negeri 1 Cibatu people
7. SMK PGRI 20 Jakarta 7. SMK PGRI 20 Jakarta • New beneficiaries:
8. SMK 1 Triple J 8. SMK 1 Triple J 750 people
9. SMK 2 Triple J 9. SMK 2 Triple J
10. SMK Ash Shoheh 1 10. SMK Ash Shoheh 1
11. SMK Muhammadiyah 2 Cileungsi 11. SMK Muhammadiyah 2
Cileungsi
12. SMK Negeri 1 Gunung Putri 12. SMK Negeri 1 Gunung Putri
13. SMK Panca Karya 13. SMK Panca Karya
14. SMK Plus Pelita Nusantara 14. SMK Plus Pelita Nusantara
15. SMK Raden Umar Said 15. SMK Raden Umar Said
16. SMK Sapta Marga 16. SMK Sapta Marga
17. SMK Negeri 2 Cibinong 17. SMK Negeri 2 Cibinong
18. SMK Galileo 18. SMK Galileo
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Nama Program Deskripsi Kegiatan dan Pelaksanaan Hasil/Dampak
Program Name Activity Description and Implementation Results/Impact
PAUD PAUD binaan: Fostered PAUD: • Penerima Manfaat
1. PAUD Nusa Indah 1 Telaga Murni 1. PAUD Nusa Indah 1 Telaga Berkelanjutan: 433
Murni orang
2. PAUD Dahlia RW 02 2. PAUD Dahlia RW 02 • Penerima manfaat
3. PAUD Mulya Jaya 3. PAUD Mulya Jaya baru: 88 orang
4. PAUD Dahlia 6 4. PAUD Dahlia 6 • Ongoing
5. PAUD Melati 1 5. PAUD Melati 1 Beneficiaries: 433
6. PAUD Mutiara 6. PAUD Mutiara people
7. PAUD Ra-Attaqwa II 7. PAUD Ra-Attaqwa II • New beneficiaries:
8. PAUD Eha Indah 8. PAUD Eha Indah 88 people
9. PAUD Karya Ibu 9. PAUD Karya Ibu
10. PAUD Nusa Indah 2 10. PAUD Nusa Indah 2
11. PAUD Kiddy Ar Rahma 11. PAUD Kiddy Ar Rahma
12. PAUD Permata Hati 12. PAUD Permata Hati
Sekolah Sekolah Adiwiyata binaan: Fostered Adiwiyata schools: • Penerima Manfaat
Adiwiyata 1. SD Negeri 1 Karawang Wetan 1. SD Negeri 1 Karawang Berkelanjutan:
Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
Adiwiyata School Wetan 3.321 orang
2. SD Negeri 1 Kalangsari 2. SD Negeri 1 Kalangsari • Penerima manfaat
3. SMP Negeri 02 Telukjambe Timur 3. SMP Negeri 02 Telukjambe baru: 1.962 orang
4. SMA Negeri 06 Tambun Selatan Timur • Ongoing
5. SD Negeri Palumbonsari 4 4. SMA Negeri 06 Tambun Beneficiaries: 3,321
6. SMA Negeri 1 Cikarang Selatan Selatan people
5. SD Negeri Palumbonsari 4 • New beneficiaries:
6. SMA Negeri 1 Cikarang 1,962 people
Selatan
Program Berbagai bantuan yang bertujuan Various forms of support • Penerima Manfaat
Pendidikan memperkuat akses, kualitas, dan aimed at strengthening access, Berkelanjutan:
Lainnya kesiapan siswa menghadapi dunia quality, and students’ readiness 3.643 orang
Other Education kerja, berupa: to enter the workforce • Ongoing
Programs 1. Pemberian sarana pendidikan including: Beneficiaries:
(tas, perlengkapan tulis, AC 1. Provision of educational 3,643 people
stand, dll.) supplies (school bags,
stationery, standing AC units,
etc.).
2. Beasiswa khusus pendidikan 2. Scholarships for integrated
terpadu education programs.
3. Penyediaan sarana dan prasarana 3. Provision of learning facilities
pembelajaran, termasuk fasilitas and infrastructure, including
ruang serbaguna multipurpose hall facilities.
4. Program Development Intern 4. Development of a College
College Program.
5. Praktik kerja lapangan (PKL) / 5. Student internships (PKL/
PRAKERIN dan kunjungan industri PRAKERIN) and industrial
visits.
6. Pengawasan uji kompetensi siswa 6. Supervision of student
competency assessments.
7. Seminar budaya industri dan 7. Industrial culture seminars
materi Basic HR and Basic HR materials.
8. Pelatihan budaya kerja dan 5R 8. Work culture training and 5R
awareness awareness programs.
9. Safety Riding Awareness Training 9. Safety Riding Awareness
Training.
10. Sharing knowledge terkait 10. Knowledge-sharing
kebutuhan industri, khususnya sessions on industry needs,
manufaktur particularly in manufacturing.
11. Kegiatan literasi seperti lomba 11. Literacy initiatives, such as
story telling dan donasi 400 buku storytelling competitions and
the donation of 400 books.
12. Program sosial pendidikan untuk 12. Educational social programs
anak yatim dari sekolah binaan for orphans from foster
schools.
13. Program Indonesia Ayo Aman 13. The Indonesia Ayo Aman
Berlalu Lintas (IAABL) Berlalu Lintas (IAABL)
program
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Bidang Kesehatan | Health Field
Bidang Kesehatan berfokus pada program untuk The Health Field focuses on programs aimed at
meningkatkan kesejahteraan masyarakat dengan improving community well-being by enhancing access
memberikan akses yang lebih baik terhadap pelayanan to healthcare services. As we believe that good health
kesehatan. Program ini bertujuan untuk memastikan is the foundation for a high quality life, this initiative is
bahwa setiap individu, terutama di sekitar area designed to help everyone, particularly those in the
operasional, memiliki kesempatan untuk hidup sehat dan communities surrounding our operational areas, become
sejahtera. Kami percaya bahwa kesehatan adalah dasar healthy and prosperous life.
dari kualitas hidup yang baik.
Program Bidang Kesehatan dijalankan dengan The Health Field program actively supports local
memberikan dukungan fasilitas kesehatan lokal bagi healthcare facilities and involving medical professionals
masyarakat. Kami juga mengadakan berbagai inisiatif and volunteers working collaboratively to deliver
untuk meningkatkan kesadaran tentang pentingnya pola accessible healthcare services to the community. We
hidup sehat, serta mengedukasi masyarakat tentang also conduct various initiatives to raise awareness of
Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
pencegahan penyakit. Program ini juga melibatkan the importance of healthy lifestyles and to educate
tenaga medis dan relawan yang bekerja sama untuk communities on disease prevention.
memberikan pelayanan kesehatan yang mudah diakses
oleh masyarakat.
Kegiatan CSR di Bidang Kesehatan 2025
2025 CSR Activities in the Health Field
Nama Program Deskripsi Kegiatan dan Pelaksanaan Hasil/Dampak
Program Name Activity Description and Implementation Results/Impact
Posyandu Posyandu binaan dengan program Fostered integrated health • Penerima Manfaat
Integrated Health bantuan berupa: post programs with support Berkelanjutan:
Post initiatives: 7.074 orang
1. Pemberian Makanan Tambahan 1. Supplementary Feeding • Ongoing
Program Beneficiaries: 7,074
2. Penyediaan sarana prasarana 2. Provision of facilities and people
dan layanan konsultasi tumbuh services for child development
kembang anak bekerja sama consultations in collaboration
dengan bidan puskesmas with local community health
setempat center midwives
3. Program Bayi Sehat 3. Healthy Baby Program
4. Program Intervensi stunting 4. Stunting intervention program
“Gasing Frozen” “Gasing Frozen”
5. Intervensi Balita Bawah Garis 5. Intervention program for
Merah (BGM) underweight toddlers (BGM)
6. Sosialisasi kesehatan dan 6. Health awareness sessions
dukungan alat kesehatan and provision of medical
equipment support
7. Pemeriksaan kesehatan harian, 7. Daily health check-
edukasi tuberkulosis (TBC), ups and education on
human immunodeficiency virus tuberculosis (TBC), human
(HIV), stunting immunodeficiency virus (HIV),
and stunting
8. Posyandu Integrasi Layanan 8. Integrated Health Post primary
Primer (ILP) health services
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Nama Program Deskripsi Kegiatan dan Pelaksanaan Hasil/Dampak
Program Name Activity Description and Implementation Results/Impact
Program tematik Program Tematik: Thematic Programs: • Penerima Manfaat
Thematic 1. MCU & donasi bantuan alat 1. MCU and donation of Berkelanjutan:
program rumah tangga household equipment 4.495 orang
2. Memberikan alat foging dan 2. Provision of fogging • Penerima Manfaat
foging equipment and fogging Baru: 159 orang
3. Sunatan massal 3. Mass circumcision program • Ongoing
4. Penilaian Kader Posyandu 4. Assessment of fostered Beneficiaries:
Binaan Integrated Health Post cadres 4,495 people
5. Program Bapak Asuh 5. Foster Father Program • New beneficiaries:
6. Program Wheelchair 6. Wheelchair program 159 people
7. Program Sosialisasi Puskesmas 7. Socialization program on
Ramah Anak Child-Friendly Community
Health Center
8. Pemeriksaan dan pengobatan 8. Free medical check-ups and
gratis treatment
9. Seminar kesehatan melalui 9. Health seminar through Child-
puskesmas pelayanan ramah Friendly Puskesmas and PPA
Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
anak dan PPA services
10. Pembuatan septic tank 10. Construction of a septic tank
11. Pemeriksaan mata gratis 11. Free eye examination
12. Pembayaran BPJS bagi lansia 12. Payment of BPJS
dan warga tidak mampu selama contributions for elderly and
1 tahun underprivileged residents for
one year
13. Seminar tentang HIV AIDS 13. HIV/AIDS seminar
14. Pemberian kursi roda untuk anak 14. Provision of a wheelchair for a
disabilitas child with disabilities
15. Seminar kesehatan ibu dari anak 15. Health seminar for mothers of
disabilitas children with disabilities
16. Edukasi kesehatan pola hidup 16. Clean and Healthy Lifestyle
bersih dan sehat (PHBS) (PHBS) education
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Bidang Lingkungan | Environmental Field
Astra Otoparts berkomitmen untuk menjaga kelestarian Astra Otoparts is committed to preserving the
lingkungan dan mendukung keberlanjutan alam melalui environment and supporting long-term ecological
Bidang Lingkungan. Program ini bertujuan untuk sustainability through the Environmental Field. This
mengurangi dampak negatif terhadap lingkungan, program reduces negative environmental impacts,
melestarikan ekosistem, dan meningkatkan kesadaran conserve ecosystems, and raise public awareness of
masyarakat akan pentingnya menjaga bumi untuk the importance of protecting the planet for future
generasi mendatang. generations.
Astra Otoparts menginisiasi berbagai kegiatan Astra Otoparts initiates various environmental
pelestarian lingkungan dengan melibatkan masyarakat conservation activities by actively engaging local
dalam kegiatan ini untuk menumbuhkan rasa tanggung communities to foster a shared sense of responsibility in
jawab bersama dalam menjaga lingkungan. Program protecting the environment. The program includes active
ini termasuk partisipasi aktif dalam Program Kampung participation in the Climate Village Program (PROKLIM),
Iklim (PROKLIM), yang berfokus pada pengelolaan which focuses on community-based environmental
Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
lingkungan hidup berbasis masyarakat. Selain itu, kami management. In addition, we conduct reforestation and
juga melaksanakan penghijauan dan budidaya tanaman plant cultivation initiatives to improve air quality, prevent
untuk memperbaiki kualitas udara, mencegah erosi, dan erosion, and support biodiversity. All of these activities
mendukung keberagaman hayati. Semua kegiatan ini are carried out continuously with regular evaluations
dijalankan secara berkelanjutan, dengan evaluasi rutin to ensure their effectiveness in reducing environmental
untuk memastikan keberhasilan dalam mengurangi impacts and increasing public awareness.
dampak lingkungan dan meningkatkan kesadaran
masyarakat.
Kegiatan CSR di Bidang Lingkungan 2025
2025 CSR Activities in the Environmental Field
Nama Program Deskripsi Kegiatan dan Pelaksanaan Hasil/Dampak
Program Name Activity Description and Implementation Results/Impact
Penanaman Sepanjang 2025, Astra Otoparts Throughout 2025, Astra Otoparts • Penerima Manfaat
pohon melakukan penanaman mangrove conducted mangrove planting Berkelanjutan:
Tree planting dilakukan di beberapa lokasi: activities in several areas: 221 orang
1. Cilamaya Wetan, Karawang, 1. Cilamaya Wetan, Karawang, • Pohon Tertanam:
Jawa Barat; West Java; 17.973 pohon
2. Ciemas, Sukabumi, Jawa Barat; 2. Ciemas, Sukabumi, West Java; • Ongoing
3. Babelan, Bekasi, Jawa Barat; dan 3. Babelan, Bekasi, West Java; and Beneficiaries: 221
4. Plered, Cirebon, Jawa Barat. 4. Plered, Cirebon, West Java. people
• Trees Planted:
Selain itu, Astra Otoparts juga In addition, Astra Otoparts carried 17,973 trees
melakukan penanaman pohon out the planting of trembesi trees
trembesi/jenis pohon lainnya seperti and other types of vegetation,
tanaman buah, tanaman obat including fruit trees, family medicinal
keluarga (TOGA), dan buah langka plants (TOGA), and rare fruit
dilakukan di: species, in various locations:
1. Taman Siliwangi, Jawa Barat; 1. Taman Siliwangi, West Java;
2. Cikarang Selatan, Jawa Barat; 2. Cikarang Selatan, West Java;
3. Cilamaya Wetan, Jawa Barat; 3. Cilamaya Wetan, West Java; and
dan
4. Tambun Selatan, Jawa Barat. 4. South Tambun, West Java.
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Nama Program Deskripsi Kegiatan dan Pelaksanaan Hasil/Dampak
Program Name Activity Description and Implementation Results/Impact
KBA & Bank KBA binaan Grup Astra Otoparts Fostered KBA under Astra Otoparts • Penerima Manfaat
Sampah Grup mencakup: Group: (Jumlah Pengurus
Astra Otoparts 1. KBA Asri Pratama (Bekasi) 1. KBA Asri Pratama (Bekasi) Bank Sampah dan
KBA & Waste 2. KBA Dahlia Sejahtera (Jakarta) 2. KBA Dahlia Sejahtera (Jakarta) Nasabah): 1.255
Bank of Astra 3. KBA Bintang Alam (Karawang) 3. KBA Bintang Alam (Karawang) orang
Otoparts Grup 4. KBA Muara Baru (Karawang) 4. KBA Muara Baru (Karawang) • Beneficiaries
5. KBA Duta Mekar (Bogor) 5. KBA Duta Mekar (Bogor) (Total of
Waste Bank
Dimana di beberapa Kampung In several of the fostered Berseri Administrators
Berseri Astra (KBA) Binaan juga Astra Village (KBA), there is also and Customers):
terdapat pembinaan terhadap bank mentoring provided to the waste 1,255 people
sampah. banks.
Pada penilaian PROKLIM, terdapat Under the national PROKLIM
dua KBA binaan yang sudah assessment, two fostered KBAs have
mencapai tingkat utama pada level achieved the primary level at the
nasional, yaitu: national level, namely:
Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
1. KBA Dahlia Sejahtera 1. KBA Dahlia Sejahtera
2. KBA Bintang Alam 2. KBA Bintang Alam
Perseroan melakukan dukungan The Company provided
pembinaan KBA menuju PROKLIM development support to KBA
melalui kegiatan: toward the PROKLIM program
through the following activities:
1. Adaptasi 1. Adaptation
2. Mitigasi 2. Mitigation
Komponen dalam Aksi Adaptasi Components of Climate
Pengendalian Iklim: Adaptation Actions:
1. Pengendalian kekeringan, 1. Drought, flood, and landslide
banjir, dan longsor control
• Pemanenan air hujan; • Rainwater harvesting;
• Peresapan air; • Water infiltration;
• Penghematan • Water usage conservation;
penggunaan air;
• Sarana dan prasarana • Flood and landslide control
pengendali banjir dan infrastructure;
longsor;
• Rancang bangunan • Adaptive design and
adaptif; construction;
• Terasering (jika • Terracing (if on hilly
permukaan perbukitan); terrain);
• Struktur perlindungan • Coastal protection
pantai (alami dan buatan); structures (natural and
dan artificial); and
• Relokasi permukiman. • Relocation of settlements.
2. Peningkatan ketahanan 2. Strengthening food security
pangan
• Pola tanam adaptif; • Climate-adaptive
• Sistem irigasi; cropping patterns;
• Sistem pertanian terpadu; • Irrigation systems;
• Penganekaragaman • Integrated farming
tanaman pangan; dan systems;
• Urban farming. • Crop diversification; and
• Urban farming.
3. Pengendalian penyakit terkait 3. Climate-related disease control
iklim • Vector control;
• Pengendalian vektor; • Community-based total
• Sanitasi total berbasis sanitation; and
masyarakat; dan • Clean and healthy lifestyle
• Pola hidup bersih dan practices (PHBS).
sehat (PHBS).
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Nama Program Deskripsi Kegiatan dan Pelaksanaan Hasil/Dampak
Program Name Activity Description and Implementation Results/Impact
Komponen dalam Aksi Mitigasi Components of Climate
Pengendalian Iklim Mitigation Actions
1. Pengelolaan limbah padat dan 1. Solid waste and wastewater
cair management
• Penerapan prinsip Reduce, • Implementation of the
Reuse, Recycle (3R) Reduce, Reuse, Recycle (3R)
penguatan bank sampah principles and strengthening
of waste banks
• Pengelolaan sampah • Organic waste management
organik (eco enzyme, (eco enzyme, composting,
kompos, dan biokonversi and bioconversion using
dengan black soldier fly black soldier fly (BSF)
(BSF)
2. Penggunaan energi baru 2. Use of renewable energy,
terbarukan (EBT), konservasi, energy conservation, and
dan penghematan energi efficiency
Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
• Penggunaan EBT dan • Utilization of renewable
konservasi energi; energy and energy
conservation measures;
• Pengurangan sumber energi • Reduction of non-
non-EBT; dan renewable energy sources
utilization; and
• Penghematan energi. • Energy-savings.
3. Melakukan budidaya pertanian 3. Low-GHG emission
rendah emisi GRK agricultural practices
• Penggunaan pupuk organik. • Use of organic fertilizers.
4. Meningkatkan dan/atau 4. Increasing and/or maintaining
mempertahankan tutupan vegetation cover
vegetasi
• Peningkatan tutupan • Expanding vegetation
vegetasi; dan cover; and
• Mempertahankan tutupan • Preserving vegetation cover.
vegetasi.
Konservasi 1. Konservasi Owa Jawa 1. Javan Gibbon Conservation • Penerima Manfaat
keanekaragaman 2. Konservasi Rusa Timor 2. Timor Deer Conservation Berkelanjutan: 91
hayati 3. Konservasi Gajah Lampung 3. Lampung Elephant Conservation orang
(biodiversity) 4. Konservasi Tanaman Langka 4. Rare Plant Conservation at • Ongoing
Biodiversity Kebun Raya Kuningan Kuningan Botanical Garden Beneficiaries: 91
Conservation 5. Konservasi Anggrek Merapi 5. Merapi Orchid Conservation people
Pelatihan CSR di Bidang Lingkungan 2025
CSR Training in the Environmental Field 2025
Jumlah Jam
Jumlah Peserta (Orang)
Nama Program Jenis Pembinaan Pelatihan (Jam)
Number of Participants
Program Name Type of Mentoring Total Training
(People)
Hours (Hours)
Pelatihan PROKLIM KBA Muara
Baru, Karawang Sosialisasi
11 38
PROKLIM Training for the KBA Socialization
Muara Baru, Karawang
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Bidang Kewirausahaan | Entrepreneurship Field
Bidang Kewirausahaan berfokus pada pemberdayaan The Entrepreneurship Field focuses on community
ekonomi masyarakat, khususnya bagi pelaku UMKM economic empowerment, particularly for MSME actors
serta difabel. Program ini bertujuan untuk memberikan and those with disabilities. The program is designed to
kesempatan kepada mereka untuk mengembangkan provide opportunities for them to grow their businesses,
usaha, meningkatkan keterampilan, dan memperluas enhance their skills, and expand their economic networks,
jaringan ekonomi agar dapat berkontribusi lebih enabling them to contribute more significantly to the local
besar pada perekonomian lokal. Program Bidang economy. Entrepreneurship Field involves collaboration
Kewirausahaan ini melibatkan kolaborasi dengan mitra with local partners to support entrepreneurs in accessing
lokal untuk membantu pelaku usaha mengakses pasar, markets, improving product quality, and managing their
meningkatkan kualitas produk, dan mengelola bisnis businesses more efficiently.
dengan lebih efisien.
Kegiatan CSR di Bidang Kewirausahaan 2025
Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
2025 CSR Activities in the Entrepreneurship Field
Nama Program Deskripsi Kegiatan dan Pelaksanaan Hasil/Dampak
Program Name Activity Description and Implementation Results/Impact
UMKM UMKM binaan dengan program Fostered MSMEs supported • Penerima Manfaat
MSMEs bantuan berupa: through assistance programs, Berkelanjutan: 527
including: orang
1. Pendampingan UMKM; 1. MSMEs mentoring; • Penerima Manfaat
2. Pelatihan UMKM; dan 2. MSMEs training; and Baru: 68 orang
3. Pemberian sarana & prasarana 3. Provision of facilities and • Ongoing
UMKM. infrastructure for MSMEs. Beneficiaries: 527
people
• New Beneficiaries:
68 people
UMKM difabel UMKM binaan dengan program Fostered MSMEs supported • Penerima Manfaat
MSMEs with bantuan berupa: through assistance programs, Berkelanjutan: 85
Disabilities including: orang
1. Pendampingan UMKM; 1. MSMEs mentoring; • Penerima Manfaat
2. Pelatihan UMKM; dan 2. MSMEs training; and Baru: 69 orang
3. Pemberian sarana & prasarana 3. Provision of facilities and • Ongoing
UMKM. infrastructure for MSMEs. Beneficiaries: 85
people
• New Beneficiaries:
69 people
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Bantuan Sosial dan Donasi
Social Assistance and Donations
Di samping empat bidang utama CSR, Astra Otoparts In addition to its four main CSR fields, Astra Otoparts
juga berkomitmen memberikan kontribusi kepada remains committed to contributing to society through
masyarakat melalui berbagai kegiatan sosial dan various social and humanitarian initiatives. On a regular
kemanusiaan. Secara konsisten maupun dalam situasi basis as well as in specific circumstances, we provide
tertentu, kami memberikan bantuan sosial kepada social assistance to those in need, including donations.
mereka yang membutuhkan, seperti pemberian donasi.
Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
Kegiatan CSR di Bidang Sosial dan Donasi 2025
2025 CSR Activities in Social Assistance and Donations
Nama Program Deskripsi Kegiatan dan Pelaksanaan Hasil/Dampak
Program Name Activity Description and Implementation Results/Impact
Pemberian Pemberian sembako untuk Distribution of basic food packages • 750 paket
Sembako masyarakat pra sejahtera di to underprivileged communities in sembako di
Basic Food Kelurahan Pegangsaan Dua, Kelapa Pegangsaan Dua Village, Kelapa distribusikan
Assistance Gading Gading. • 750 of food
packages
distributed
Donasi Pemberian hewan qurban yang Provision of sacrificial animals to the • 20 ekor kambing
Donations diberikan ke wilayah : following areas: di donasikan
1. Jakarta Utara 1. North Jakarta • 20 goats donated
2. Cakung 2. Cakung
3. Cibitung 3. Cibitung
4. Cikarang 4. Cikarang
5. Subang 5. Subang
6. Semarang 6. Semarang
7. Sidoarjo 7. Sidoarjo
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Mekanisme Pengaduan dan
Keluhan Masyarakat [OJK F.24]
Community Grievance and Complaint Mechanism
Astra Otoparts menyediakan saluran komunikasi terbuka Astra Otoparts provides open communication channels
bagi masyarakat untuk menyampaikan pengaduan, for communities to submit complaints, grievances,
keluhan, atau masukan terkait dengan kegiatan or feedback related to the Company’s operational
operasional Perseroan. Setiap keluhan yang diterima activities. Every complaint received is carefully reviewed
akan didengar dan ditindaklanjuti dengan serius, serta and addressed with due attention, and resolved in a fair
diselesaikan secara baik dan transparan. and transparent manner.
Mewujudkan Dampak Positif Bagi Masyarakat
Delivering Positive Impacts to Communities
Pada tahun 2025, Astra Otoparts tidak menerima In 2025, Astra Otoparts did not receive any complaints
keluhan atau pengaduan dari masyarakat terkait dengan or grievances from the community related to the
kegiatan operasional Perseroan. Hal ini mencerminkan Company’s operational activities. This reflects the
efektivitas komunikasi dan upaya kami dalam menjaga effectiveness of our communication efforts and our
hubungan yang baik dengan masyarakat serta commitment to maintaining positive community relations
menjalankan operasional yang minim dampak negatif. while conducting operations with minimal negative
impacts.
Sebagai bagian dari komitmen Astra Otoparts terhadap As part of Astra Otoparts’ commitment to open
komunikasi terbuka, Perseroan menyediakan mekanisme communication, the Company provides an effective
pengaduan yang efektif. Inisiatif ini bertujuan untuk grievance mechanism. This initiative aims to build
membangun hubungan yang positif dengan masyarakat, positive relationships with the community, ensuring that
memastikan setiap keluhan didengar dan ditangani every complaint is heard and addressed promptly.
dengan cepat.
Jl. Raya Pegangsaan Dua Km 2,2
Masyarakat dapat menghubungi melalui kontak Kelapa Gading-Jakarta 14250
berikut untuk menyampaikan keluhan atau masukan.
The community can contact us through the following (62-21) 460-3550
details to submit complaints or feedback.
contact@component.astra.co.id
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10
Kompas Tujuan
Pembangunan
Berkelanjutan
Sustainable Development Goals
Compass
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Sepanjang 2025, berbagai inisiatif yang dijalankan Throughout 2025, various initiatives implemented
Astra Otoparts di bidang ekonomi, lingkungan, by Astra Otoparts across the areas of economic
pengembangan produk dan layanan, sumber daya performance, environmental management, product and
manusia, serta pemberdayaan masyarakat berkontribusi service development, human capital, and community
langsung pada pencapaian Tujuan Pembangunan empowerment contributed directly to the achievement
Berkelanjutan (SDGs). Setiap program dirancang untuk of the Sustainable Development Goals (SDGs). Each
mendukung pertumbuhan bisnis yang bertanggung program is designed to support responsible business
jawab, mengurangi dampak lingkungan, meningkatkan growth, reduce environmental impact, enhance product
keselamatan dan kualitas produk, memperkuat safety and quality, strengthen employee competencies,
kompetensi karyawan, serta memberikan nilai tambah and create added value for communities surrounding the
bagi komunitas di sekitar wilayah operasi. Melalui Company’s operational areas. Through this approach,
pendekatan ini, perseroan memastikan bahwa kontribusi the Company ensures that its sustainability contributions
keberlanjutan tidak berdiri sendiri, melainkan saling do not stand alone, but rather reinforce one another in
mendukung dalam menciptakan dampak yang lebih generating broader and more meaningful impacts for
luas dan relevan bagi pemangku kepentingan maupun stakeholders and national development.
pembangunan nasional.
Bidang Kebijakan dan Kegiatan
SDG
Kompas Tujuan Pembangunan Berkelanjutan
Sustainable Development Goals Compass
Field Policy and Activity
Ekonomi • Proporsi pengadaan kepada pemasok lokal sebesar 91,8% memperkuat
Economic ekonomi domestik dan menciptakan multiplier effect di daerah operasional.
• Ekspansi 51 jaringan/gerai ritel dan distribusi yang membuka peluang ekonomi
lokal.
• A total of 91.8% of procurement allocated to local suppliers strengthens the
domestic economy and creates a multiplier effect in operational areas.
• The expansion of 51 retail and distribution networks/outlets opens local
economic opportunities.
• Pengguna aplikasi Shop & Drive meningkat dari 12,7%, dibanding tahun
sebelumnya, memperkuat transformasi digital dan engagement pelanggan.
• Ekspansi ekspor ke lebih dari 50 negara menjaga daya saing global dan
memperkuat kontribusi pasar internasional.
• Diversifikasi ke sektor nonotomotif, termasuk melalui peluncuran 29 produk
alat kesehatan sepanjang tahun 2025, turut memperluas sumber pendapatan
dan mendukung ketahanan bisnis Perseroan.
• Shop & Drive application users increases by 12.7% compared to the previous
year, strengthening digital transformation and customer engagement.
• Export expansion to more than 50 countries maintains global competitiveness
and strengthens contribution to international markets.
• Diversification into non-automotive sectors, including the launch of 29 medical
device products throughout 2025, has further expanded the Company’s
revenue streams and strengthened its overall business resilience.
• Pengembangan 65 unit Astra Otopower di 57 lokasi memperluas infrastruktur
kendaraan listrik nasional.
• Penerapan otomatisasi, digitalisasi, serta dukungan oleh Divisi EDC dan
WINTEQ meningkatkan efisiensi dan kapabilitas industri 4.0.
• Peresmian dua entitas baru di Filipina memperkuat basis produksi regional.
• The development of 65 Astra Otopower units across 57 locations expands the
national electric vehicle infrastructure.
• The implementation of automation and digitalization, supported by the EDC
and WINTEQ Division enhances efficiency and Industry 4.0 capabilities.
• The inauguration of two new entities in the Philippines strengthens the regional
production base.
• Audit dan evaluasi pemasok secara berkala disertai rencana perbaikan dan
pendampingan.
• Penerapan pakta integritas dan larangan pekerja anak dalam rantai pasok.
• Regular supplier audits and evaluations are conducted, accompanied by
corrective plans and assistance.
• Implementation of an integrity pact and a prohibition on child labor within the
supply chain.
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Bidang Kebijakan dan Kegiatan
SDG
Field Policy and Activity
• Kemitraan dengan PT Ka Dua Empat (Apotek K-24) dalam komersialisasi
produk alat kesehatan.
• Keterlibatan aktif dalam forum industri dan dialog multipihak untuk penguatan
ekosistem otomotif nasional.
• Pengelolaan rantai pasok secara kolaboratif dengan pemasok lokal dan
internasional.
• Partnership with PT Ka Dua Empat (Apotek K-24) in the commercialization of
medical device products.
• Active participation in industry forums and multi-stakeholder dialogues to
strengthen the national automotive ecosystem.
• Collaborative supply chain management with local and international suppliers.
Lingkungan • Pengendalian limbah cair dan emisi udara dengan melakukan pengujian
Environmental berkala untuk memastikan kualitas tetap di bawah baku mutu.
• Sistem LK3 mencegah pencemaran lingkungan yang berpotensi berdampak
pada kesehatan masyarakat.
• Control of wastewater and air emissions through periodic testing to ensure
quality remains below regulatory standards.
• The HSE management system prevents environmental pollution that could
Kompas Tujuan Pembangunan Berkelanjutan
Sustainable Development Goals Compass
potentially impact public health.
• Pengurangan intensitas pengambilan air sebesar 6,0% dibandingkan tahun
sebelumnya.
• Daur ulang air proses produksi.
• Pengelolaan limbah cair domestik dan industri melalui STP dan IPAL sebelum
dilepas ke lingkungan.
• 6.0% reduction in water withdrawal intensity compared to the previous year.
• Recycling of processed water.
• Treatment of domestic and industrial wastewater through STP and WWTP
prior to discharge into the environment.
• Bauran energi terbarukan meningkat 30,1% dari tahun sebelumnya,
menunjukkan percepatan transisi energi bersih.
• Kapasitas panel surya terpasang mencapai 5,3 MWp, mendukung pengurangan
emisi jangka panjang.
• The renewable energy mix increases by 30.1% compared to the previous year,
demonstrating an acceleration of the clean energy transition.
• Installed solar panel capacity reaches 5.3 MWp, supporting long-term
emissions reduction.
• Implementasi Astra Green Energy (AGEn) sebagai kerangka manajemen
energi dan penurunan emisi.
• Elektrifikasi proses produksi dan penggunaan forklift listrik.
• Integrasi IoT dalam pengaturan konsumsi listrik dan efisiensi operasional.
• Implementation of Astra Green Energy (AGEn) as a framework for energy
management and emissions reduction.
• Electrification of production processes and the use of electric forklifts.
• Integration of IoT in managing electricity consumption and operational
efficiency.
• Program penghijauan dan penanaman 17.973 mangrove dan pohon buah
langka di berbagai lokasi di Provinsi Jawa Barat.
• Pengelolaan limbah berbasis pemilahan (organik, daur ulang, residu).
• Konversi sampah residu menjadi refuse derived fuel (RDF).
• Greening program and planting of 17,973 mangrove trees and rare fruit trees
across various locations in West Java Province.
• Waste management based on segregation (organic, recyclable, and residual
waste).
• Conversion of residual waste into refuse-derived fuel (RDF).
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Bidang Kebijakan dan Kegiatan
SDG
Field Policy and Activity
• Implementasi circular economy melalui pemanfaatan scrap aluminium, cast
iron, dan plastik.
• Kebijakan no single use plastic dan kerja sama bank sampah.
• Kepatuhan Substances of Concern (SoC-Free) pada material produksi.
• Pengelolaan limbah dilakukan 100% sesuai PP No. 22/2021 tanpa insiden
pelanggaran lingkungan.
• Implementation of a circular economy through the use of aluminum scrap, cast
iron, and plastic.
• No single-use plastic policy and collaboration with waste banks.
• Compliance with Substances of Concern (SoC-Free) requirements in
production materials.
• 100% waste management compliance with Government Regulation No.
22/2021, with no environmental violation incidents.
• Total emisi GRK Cakupan 1 dan 2 menurun 11,5% dari tahun sebelumnya.
• Total Scope 1 and 2 GHG emissions decreased by 11,5% compared to the
previous year.
• Penanaman 16.247 mangrove di berbagai lokasi di Provinsi Jawa Barat.
Kompas Tujuan Pembangunan Berkelanjutan
Sustainable Development Goals Compass
• Planting of 16,247 mangroves across various locations in West Java Province.
• Kolaborasi dengan pemerintah dan pemangku kepentingan dalam PROPER
dan Astra Green Company (AGC).
• Kemitraan konservasi Owa Jawa bersama SCF, BBKSDA, Perhutani, dan
Kostrad.
• Keterlibatan pemasok dan mitra dalam penerapan standar lingkungan dan
efisiensi energi.
• Alokasi Rp14 miliar untuk penguatan pengelolaan lingkungan.
• Collaboration with government and stakeholders in the PROPER program and
Astra Green Company (AGC).
• Conservation partnership for the Javan gibbon with SCF, BBKSDA, Perhutani,
and Kostrad.
• Engagement of suppliers and partners in implementing environmental and
energy efficiency standards.
• Allocation of Rp14 billion to strengthen environmental management.
Tanggung Jawab • Digitalisasi operasional dan platform e-commerce (www.astraotoshop.com)
Produk dan meningkatkan efisiensi distribusi dan akses pasar.
Layanan • Ekspansi jaringan Astra Otopower dan layanan Shop & Drive memperluas
Product aktivitas ekonomi berbasis otomotif dan aftermarket.
and Service • Operational digitalization and the e-commerce platform (www.astraotoshop.
Responsibility com) enhance distribution efficiency and market access.
• Expansion of the Astra Otopower network and Shop & Drive services broadens
automotive and aftermarket-based economic activities.
• Implementasi ISO 9001 dan IATF 16949 memastikan standar mutu dan
keselamatan produk.
• Pengembangan 250 produk xEV mempercepat transisi industri otomotif
menuju kendaraan rendah emisi, sekaligus memperluas portofolio inovatif
yang mendukung keberlanjutan.
• Implementation of ISO 9001 and IATF 16949 ensures product quality and
safety standards.
• Development of 250 xEV products accelerates the automotive industry’s
transition toward low-emission vehicles, while expanding an innovative
portfolio that supports sustainability.
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Bidang Kebijakan dan Kegiatan
SDG
Field Policy and Activity
• Pengembangan komponen kendaraan listrik dan hibrida mendukung transisi
menuju mobilitas rendah karbon.
• Integrasi aspek lingkungan dalam riset dan pengembangan untuk menekan
dampak karbon produk sepanjang siklus hidupnya.
• Penerapan otomatisasi dan efisiensi mesin guna menurunkan konsumsi energi
dan emisi operasional.
• Development of electric and hybrid vehicle components supports the transition
to low-carbon mobility.
• Integration of environmental considerations into research and development to
reduce product carbon impact throughout its life cycle.
• Implementation of automation and machine efficiency improvements to
reduce energy consumption and operational emissions.
Sumber Daya • Penerapan sistem remunerasi yang adil dan kompetitif, dengan upah di atas
Manusia UMP/UMK.
Human Capital • Penyediaan program pensiun untuk mendukung keamanan finansial jangka
panjang karyawan.
• Beasiswa bagi anak karyawan sebagai dukungan kesejahteraan keluarga.
• Implementation of a fair and competitive remuneration system, with wages
Kompas Tujuan Pembangunan Berkelanjutan
Sustainable Development Goals Compass
above the applicable provincial/regional minimum wage.
• Provision of pension programs to support employees’ long-term financial
security.
• Scholarships for employees’ children as part of family welfare support.
• Penyediaan fasilitas kantin dan pengawasan konsumsi untuk memastikan
keamanan pangan di lingkungan kerja.
• Provision of canteen facilities and food consumption monitoring to ensure
workplace food safety.
• Implementasi SMK3 sesuai PP No. 50 Tahun 2012 dan ISO 45001.
• Layanan kesehatan kerja, pemeriksaan rutin, serta dukungan kesehatan mental.
• Program sosialisasi K3 dan pelatihan keselamatan (BBS, CSMS, Safety
Leadership).
• Implementation of an SMK3 in accordance with Government Regulation No.
50 of 2012 and ISO 45001.
• Occupational health services, routine medical examinations, and mental health
support.
• OHS awareness programs and safety training (BBS, CSMS, Safety Leadership).
• Prinsip kesetaraan kesempatan kerja tanpa diskriminasi gender.
• AOP Women’s Day sebagai penguatan kepemimpinan perempuan.
• Cuti melahirkan dan cuti pendampingan bagi karyawan laki-laki.
• Perempuan menduduki posisi Direksi dan berbagai level manajerial.
• Principle of equal employment opportunity without gender discrimination.
• AOP Women’s Day as an initiative to strengthen women’s leadership.
• Maternity leave and paternity leave for male employees.
• Women hold positions at the Board of Directors level and across various
managerial levels
• Kebebasan berserikat melalui IKAO dan LKS Bipartit.
• Tidak terdapat sengketa hubungan industrial sepanjang 2025.
• Komitmen terhadap larangan pekerja anak dan kerja paksa di seluruh rantai
pasok.
• Freedom of association through IKAO and the Bipartite Cooperation Institution.
• No industrial relations disputes recorded throughout 2025.
• Commitment to prohibiting child labor and forced labor across the entire
supply chain.
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Bidang Kebijakan dan Kegiatan
SDG
Field Policy and Activity
• Pengembangan talenta melalui pelatihan teknis, nonteknis, QCC, dan
program kepemimpinan.
• Coaching program untuk percepatan transfer pengetahuan dan kesiapan
suksesi.
• Pengembangan kompetensi keberlanjutan (K3, lingkungan, CSR,
sustainability).
• Talent development through technical and non-technical training, QCC, and
leadership programs.
• Coaching programs to accelerate knowledge transfer and succession
readiness.
• Development of sustainability competencies (OHS, environment, CSR,
sustainability).
• Kebijakan antidiskriminasi dan penghormatan HAM di seluruh lini organisasi.
• Pemantauan komposisi karyawan berdasarkan gender, usia, dan level jabatan.
• Mekanisme pengaduan yang aman dan transparan tanpa laporan diskriminasi.
• Akses pelatihan dan pengembangan yang setara bagi seluruh karyawan.
• Anti-discrimination policy and respect for human rights across all levels of the
organization.
Kompas Tujuan Pembangunan Berkelanjutan
Sustainable Development Goals Compass
• Monitoring of employee composition based on gender, age, and position
level.
• A secure and transparent grievance mechanism with no reported cases of
discrimination.
• Equal access to training and development opportunities for all employees.
Masyarakat • Pemberian makanan tambahan melalui Posyandu untuk meningkatkan gizi
Community anak-anak dan mengurangi stunting.
• Pengobatan gratis untuk masyarakat prasejahtera, termasuk pemberian kursi
roda bagi anak difabel dan layanan kesehatan di wilayah terdampak.
• Penyuluhan kesehatan mengenai pola hidup bersih dan sehat (PHBS),
pencegahan penyakit HIV/AIDS, hingga peningkatan kesehatan ibu dari anak
difabel.
• Bantuan sosial dan donasi kesehatan bagi masyarakat yang membutuhkan
• Pemberdayaan UMKM, termasuk UMKM difabel, sebagai upaya untuk
meningkatkan pendapatan masyarakat melalui pelatihan usaha, pendampingan,
dan penyediaan modal usaha.
• Providing supplementary food through Integrated Health Post to improve
children’s nutrition and reduce stunting.
• Free medical treatment for underprivileged communities, including providing
wheelchairs for children with disabilities and healthcare services in affected
areas.
• Health education on clean and healthy lifestyle (PHBS), HIV/AIDS prevention,
and improving the health of mothers with disabled children.
• Social assistance and health donations for communities in need.
• Empowering MSMEs, including those owned by people with disabilities, as an
effort to increase community income through business training, coaching, and
providing capital.
• Penguatan layanan kesehatan melalui Posyandu dan pemeriksaan kesehatan
gratis.
• Penyuluhan tentang pencegahan penyakit (TBC, HIV/AIDS, stunting).
• Pemberian fasilitas kesehatan, seperti alat kesehatan untuk masyarakat.
• Program pencegahan stunting dan intervensi kesehatan bagi balita.
• Strengthening healthcare services through Integrated Health Post and
providing free health check-ups.
• Health education on disease prevention (TB, HIV/AIDS, stunting).
• Providing healthcare facilities, such as medical equipment, for the community.
• Stunting prevention programs and health interventions for toddlers.
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Bidang Kebijakan dan Kegiatan
SDG
Field Policy and Activity
• Program SMK BISA pada 18 SMK untuk meningkatkan keterampilan dan
kesiapan kerja siswa.
• Pembinaan PAUD dan sekolah Adiwiyata untuk pendidikan lingkungan yang
berkualitas.
• Penyediaan fasilitas pendidikan, seperti beasiswa, alat tulis, dan pelatihan
keterampilan kerja.
• Program literasi, termasuk lomba storytelling dan donasi 400 buku.
• SMK BISA programs in 18 SMK to enhance students’ skills and work readiness.
• Development of PAUD and Adiwiyata schools for quality environmental
education.
• Providing educational facilities, such as scholarships, stationery, and work skills
training.
• Literacy programs, including storytelling competitions and the donation of
400 books.
• Pembuatan septic tank di daerah-daerah yang membutuhkan.
• Peningkatan fasilitas sanitasi berbasis masyarakat.
• Edukasi mengenai pola hidup bersih dan sehat (PHBS).
• Construction of septic tanks in areas that need them.
Kompas Tujuan Pembangunan Berkelanjutan
Sustainable Development Goals Compass
• Improvement of community-based sanitation facilities.
• Education on clean and healthy lifestyle (PHBS).
• Program pemberdayaan UMKM untuk mendorong ekonomi inklusif.
• Pemberdayaan penyandang disabilitas melalui pelatihan usaha dan akses
pasar.
• Bantuan sosial bagi kelompok rentan dan difabel.
• Empowerment program for MSMEs to promote inclusive economy.
• Empowerment of people with disabilities through business training and market
access.
• Social assistance for vulnerable groups and people with disabilities.
• Penanaman 17.973 pohon di berbagai lokasi untuk mitigasi perubahan iklim
dan peningkatan tutupan vegetasi.
• Pengelolaan sampah dengan prinsip 3R untuk mengurangi emisi karbon.
• Penggunaan EBT untuk mengurangi ketergantungan pada energi fosil dan
menurunkan emisi GRK.
• Budidaya pertanian rendah emisi GRK dengan penggunaan pupuk organik
dan teknik pertanian ramah lingkungan.
• Planted 17,973 trees in various locations for climate change mitigation and
increasing vegetation cover.
• Waste management using the principles of 3R to reduce carbon emissions.
• Use of NRE to reduce dependence on fossil fuels and lower GHG emissions.
• Low-GHG emission agricultural practices with the use of organic fertilizers
and environmentally friendly farming techniques.
• Konservasi fauna berupa Owa Jawa, Rusa Timor, dan Gajah Lampung
• Konservasi flora berupa tanaman langka dan Anggrek Merapi.
• Penghijauan melalui penanaman pohon untuk mencegah erosi, memulihkan
ekosistem, dan mendukung keanekaragaman hayati.
• Fauna conservation, including Javan Gibbon, Timor Deer, and Lampung
Elephants.
• Flora conservation, including rare plants and Merapi Orchids.
• Reforestation through tree planting to prevent erosion, restore ecosystems,
and support biodiversity.
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11
Tentang Laporan
About The Report
184 PT Astra Otoparts Tbk Laporan Keberlanjutan | Sustainability Report 2025
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Pendahuluan������������������������������������������186
Introduction
Pelibatan Pemangku Kepentingan�������188
Stakeholder Engagement
Manajemen Topik Material�������������������192
Management of Material Topics
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Pendahuluan
Introduction
Tentang Laporan
About The Report
Sebagai wujud transparansi dan akuntabilitas dalam As part of our commitment to transparency and
menjalankan prinsip keberlanjutan, PT Astra Otoparts accountability in implementing sustainability principles,
Tbk kembali merilis Laporan Keberlanjutan untuk PT Astra Otoparts Tbk issued this 2025 Sustainability
tahun 2025. Laporan ini memberikan gambaran Report to present our commitments, policies, strategies,
tentang komitmen, kebijakan, strategi, serta kinerja performance, and achievements in managing
dan pencapaian kami dalam mengelola aspek-aspek sustainability aspects from January 1, 2025 to December
keberlanjutan sepanjang tahun 2025, mulai periode 1 31, 2025.
Januari 2025 hingga 31 Desember 2025.
Laporan ini mencerminkan komitmen PT Astra Otoparts This report reflects PT Astra Otoparts Tbk’s commitment
Tbk dalam mendukung pencapaian Sustainable to supporting the achievement of the Sustainable
Development Goals (SDGs), serta upaya Perseroan Development Goals (SDGs) and to creating long-
untuk menciptakan nilai jangka panjang bagi seluruh term value for all stakeholders. Our commitment is
pemangku kepentingan. Komitmen ini diwujudkan realized through the Astra Otoparts 2030 Sustainability
melalui Astra Otoparts 2030 Sustainability Aspirations, Aspirations, implemented under the Triple-P Roadmap:
yang diimplementasikan dalam Triple-P Roadmap: Portfolio Roadmap, People Roadmap, and Public
Portfolio Roadmap, People Roadmap, dan Public Contribution Roadmap. These three roadmaps
Contribution Roadmap. Ketiga roadmap ini mencakup encompass various environmental, social, economic, and
berbagai inisiatif di bidang lingkungan, sosial, governance initiatives aimed at ensuring sustainability
ekonomi, dan tata kelola, yang bertujuan memastikan across all aspects of PT Astra Otoparts Tbk’s operations.
keberlanjutan dalam setiap aspek operasional dari PT
Astra Otoparts Tbk.
Data keuangan terkait kinerja Perseroan telah Financial data related to the Company’s performance
diverifikasi melalui audit laporan keuangan oleh auditor has been verified through an independent audit of the
independen. Data emisi GRK tahun 2025 dalam laporan financial statements. The 2025 GHG emissions data
ini juga telah diverifikasi secara independen oleh pihak disclosed in this report has also been independently
eksternal sesuai dengan standar ISO 14064-3:2019. [GRI verified by an external party in accordance with ISO
2-5] [OJK G.1] 14064-3:2019. [GRI 2-5] [OJK G.1]
186 PT Astra Otoparts Tbk Laporan Keberlanjutan | Sustainability Report 2025
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Dalam laporan ini, demi mempermudah pembaca In this report, for ease of reference, the terms “the
memahami isi dokumen, istilah “Perseroan”, “Astra Company,” “Astra Otoparts,” or “we” are used
Otoparts”, atau “kami” digunakan sebagai pengganti PT interchangeably to refer to PT Astra Otoparts Tbk.
Astra Otoparts Tbk.
Periode Pelaporan [GRI 2-3] 1 Januari - 31 Desember 2025
Reporting Period January 1 – December 31, 2025
Tanggal Publikasi Laporan 27 Maret 2025
Sebelumnya March 27, 2025
Date of Previous Report Publication
Siklus Pelaporan [GRI 2-3] Setiap tahun
Reporting Cycle Annually
Cakupan Laporan [GRI 2-2] • Informasi mengenai aspek keuangan, produk dan layanan, aspek kontribusi
Scope of the Report sosial, dan sumber daya manusia mencakup data konsolidasi seluruh anak
perusahaan Astra Otoparts.
• Informasi mengenai aspek lingkungan dan Keselamatan dan Kesehatan
Kerja (K3) hanya mencakup Astra Otoparts dan anak perusahaan yang
dikonsolidasikan berdasarkan operational control.
• Information on financial aspects, products and services, social contributions, and
Tentang Laporan
About The Report
human resources covers consolidated data of all Astra Otoparts subsidiaries.
• Information on environmental aspects and Occupational Health and Safety
(OHS) covers Astra Otoparts and subsidiaries consolidated based on
operational control.
Standar yang Digunakan • Surat Edaran Otoritas Jasa Keuangan No. 16/SEOJK.04/2021
Standards Applied • Global Reporting Initiatives (GRI) Standards 2021 dengan sesuai (in
accordance)
• Sustainability Accounting Standards Board (SASB)
• Financial Services Authority Circular Letter No. 16/SEOJK.04/2021
• Global Reporting Initiative (GRI) Standards 2021 – in accordance
• Sustainability Accounting Standards Board (SASB)
Pernyataan Kembali [GRI 2-4] Dalam rangka meningkatkan kualitas, keakuratan, dan komparabilitas informasi
Restatements dan data yang dipublikasikan, Astra Otoparts melakukan penyempurnaan
metodologi serta kriteria pengumpulan dan perhitungan data. Sebagai hasilnya,
dilakukan penyesuaian (restatement) terhadap beberapa data sebagai berikut:
To enhance the quality, accuracy, and comparability of the information and data
disclosed, Astra Otoparts refined its methodology as well as the criteria for data
collection and calculation. As a result, certain data have been restated as follows:
1. Konsumsi energi 1. Energy consumption
2. Emisi GRK 2. GHG emissions
3. Pengambilan air 3. Water withdrawal
4. Limbah padat 4. Solid waste
5. Limbah cair 5. Wastewater
6. Jam kerja 6. Working hours
7. Komposisi organ tata kelola 7. Governance bodies composition
8. Komposisi karyawan 8. Employees composition
9. Pelatihan dan pengembangan 9. Training and competency
kompetensi development
10. Target Astra Otoparts 2030 10. Targets of Astra Otoparts 2030
Sustainability Aspirations Sustainability Aspirations
11. Realisasi biaya CSR 11. CSR Expenditure Realization
Tanggapan Umpan Balik Laporan Tidak terdapat umpan balik dari laporan sebelumnya
Keberlanjutan Tahun Sebelumnya [OJK There was no feedback received on the previous report.
G.3]
Response to Feedback on the Previous
Year’s Sustainability Report
Pusat Informasi dan Umpan Balik [GRI Jl. Raya Pegangsaan Dua Km 2,2 Kelapa Gading, Jakarta 14250
2-3] Jl. Raya Pegangsaan Dua Km 2,2 Kelapa Gading, Jakarta 14250
Information and Feedback Center
(62-21) 460-3550
(62-21) 460-3549
contact@component.astra.co.id
www.astra-otoparts.com
Laporan Keberlanjutan | Sustainability Report 2025 PT Astra Otoparts Tbk 187
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Pelibatan Pemangku
Kepentingan [GRI 2-29] [OJK E.4]
Stakeholder Engagement
Pelibatan pemangku kepentingan merupakan bagian Stakeholder engagement is an integral part of the
penting dari penerapan tata kelola keberlanjutan Company’s sustainability governance. Astra Otoparts
Perseroan. Astra Otoparts secara konsisten mengelola consistently manages communication and engagement
komunikasi dan keterlibatan dengan pemangku with key stakeholders to uphold the principles of
kepentingan kunci sebagai upaya untuk memastikan transparency, accountability, and sustainability. These
kepatuhan terhadap prinsip transparansi, akuntabilitas, stakeholders include employees, customers, government
dan keberlanjutan. Pemangku kepentingan tersebut authorities, suppliers, investors, and communities
mencakup karyawan, pelanggan, pemerintah, pemasok, surrounding the operational areas.
investor, serta masyarakat di sekitar wilayah operasional.
Tentang Laporan
About The Report
Melalui mekanisme pelibatan yang terstruktur, Perseroan Through structured engagement mechanisms, the
mengidentifikasi harapan, kebutuhan, serta isu yang Company identifies stakeholder expectations, needs,
relevan bagi pemangku kepentingan. Masukan yang and relevant issues. The feedback obtained serves as a
diperoleh menjadi dasar dalam penyusunan dan evaluasi basis for the formulation and evaluation of sustainability
kebijakan serta program keberlanjutan agar tetap selaras policies and programs to ensure alignment with
dengan ketentuan regulasi dan standar pelaporan yang applicable regulations and reporting standards. Regular
berlaku. Pelaksanaan pertemuan berkala, kolaborasi meetings, program collaborations, and discussion
program, dan forum diskusi dilakukan untuk memastikan forums are conducted to ensure effective engagement
proses pelibatan berjalan efektif dan mendukung and to support the achievement of the Company’s
pencapaian tujuan keberlanjutan Perseroan. sustainability objectives.
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Pendekatan Keterlibatan Pemangku Kepentingan
Stakeholder Engagement Approach
Pemangku
Pendekatan Topik Utama Respon Astra Otoparts
Kepentingan
Approach Key Topics Astra Otoparts’ Response
Stakeholder
Karyawan: • Kegiatan kerja • Kesejahteraan • Memberikan remunerasi,
Merupakan aset setiap hari karyawan tunjangan, dan fasilitas yang
berharga yang • Pendidikan dan • Jaminan keselamatan memadai
perlu dikelola dan pelatihan dan kesehatan kerja • Memberikan Jaminan Asuransi
dikembangkan guna • Pertemuan berkala • Pelatihan dan Kesehatan & Keselamatan (BPJS)
meningkatkan daya • Kegiatan-kegiatan pengembangan • Memberikan kesempatan yang
saing Perseroan yang melibatkan • Jenjang karier sama untuk mengikuti program
Employees: karyawan • Employee welfare pelatihan dan pengembangan
Valuable assets that • Daily work • Occupational health guna menciptakan SDM yang
must be effectively activities and safety assurance unggul
managed and • Education and • Training and • Memberikan kesempatan yang
developed to enhance training development terbuka bagi karyawan yang
the Company’s • Regular meetings • Career progression berprestasi untuk menapaki
competitiveness • Employee jenjang karier yang lebih tinggi
engagement • Providing competitive
activities remuneration, benefits, and
Tentang Laporan
About The Report
facilities
• Providing health and
employment insurance coverage
(BPJS)
• Offering equal opportunities
to participate in training and
development programs to
cultivate high-quality human
capital
• Providing open and merit-
based career advancement
opportunities for high-
performing employees
Pemegang Saham/ • Rapat Umum • Kinerja keuangan dan • Menyampaikan informasi kinerja
Investor: Pemegang Saham prospek bisnis perusahaan secara transparan
Merupakan pemangku (RUPS) • Strategi pertumbuhan dan tepat waktu
kepentingan yang • Paparan publik dan ekspansi usaha • Menyelenggarakan RUPS dan
memiliki pengaruh (public expose) • Pengelolaan risiko dan forum komunikasi investor secara
signifikan terhadap • Laporan tahunan keberlanjutan bisnis berkala
Perseroan dan laporan • Implementasi ESG dan • Memperkuat praktik tata kelola
Shareholders/ keberlanjutan dampaknya terhadap perusahaan yang baik
Investors: • Pertemuan Nilai Perusahaan • Mengintegrasikan strategi
Stakeholders who have dengan investor • Financial Performance keberlanjutan dalam rencana
a significant influence dan institutional and Business Outlook bisnis jangka panjang
on the Company investor • Growth and Business • Menyediakan kanal komunikasi
• Keterbukaan Expansion Strategy bagi investor untuk memperoleh
informasi melalui • Risk Management and informasi dan menyampaikan
situs web Business Sustainability masukan
• General Meeting • ESG Implementation • Provide transparent and timely
of Shareholders and Its Impact on information on corporate
(GMS) Corporate Value performance
• Public Expose • Conduct regular GMS and
• Annual Report investor communication forums
and Sustainability • Strengthen good corporate
Report governance practices
• Meetings with • Integrate sustainability strategies
Investors and into long-term business planning
Institutional • Provide communication
Investors channels for investors to access
• Disclosure of information and submit feedback
Information via the
Company Website
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Pemangku
Pendekatan Topik Utama Respon Astra Otoparts
Kepentingan
Approach Key Topics Astra Otoparts’ Response
Stakeholder
Pemasok dan Mitra • Komunikasi saat • Standar kualitas produk • Transparansi prosedur kerja
Kerja: proses tender dan layanan sama, memberi peluang yang
Kelompok pemangku • Supplier gathering • Transparansi dan etika sama atas dasar kemampuan dan
kepentingan yang dan forum bisnis kualitas
menunjang kelancaran kemitraan • Kepatuhan terhadap • Mengintegrasikan kriteria ESG
operasional dan • Audit dan evaluasi regulasi dan standar dalam seleksi dan evaluasi
kegiatan usaha pemasok perusahaan pemasok
Suppliers and • Communication • Keberlanjutan rantai • Mendorong kolaborasi inovasi
Business Partners: during the tender pasok (lingkungan, dan efisiensi dalam rantai pasok
A stakeholder group process sosial, K3) • Transparency in partnership
that supports the • Supplier gatherings • Product and service procedures, providing equal
smooth execution and partnership quality standards opportunities based on
of the Company’s forums • Business transparency capability and quality
operations and • Supplier audits and and ethics • Integrate ESG criteria into
business activities evaluations • Compliance with supplier selection and evaluation
regulations and • Promote innovation and
corporate standards efficiency collaboration within
• Supply chain the supply chain
sustainability
Tentang Laporan
About The Report
(environmental, social,
and occupational
health & safety)
Pelanggan: • Komunikasi sehari- • Kualitas dan keamanan • Memberikan garansi terhadap
Perseroan hari dilakukan produk kualitas produk
menempatkan melalui outlet, • Kemudahan • Menyediakan sarana informasi
pelanggan bengkel resmi, call mendapatkan produk melalui situs Perseroan dan
sebagai pemangku center, dan media beserta informasi layanan belanja daring
kepentingan yang sosial terkait • Tersedianya layanan call center
sangat penting • Survei kepuasan • Pelayanan pelanggan • Providing warranties on product
dalam menjaga pelanggan tahunan • Product quality and quality
keberlangsungan dan • Daily safety • Providing information channels
pertumbuhan usaha communication • Ease of access to through the Company’s website
Customers: conducted through products and related and online shopping services
The Company outlets, authorized information • Availability of call center services
positions customers workshops, call • Customer service
as a highly important centers, and social
stakeholder group in media
maintaining business • Annual customer
continuity and growth satisfaction surveys
Masyarakat: • Hubungan secara • Dampak nyata yang • Kegiatan CSR meliputi
Masyarakat di sekitar informal dengan positif melalui kegiatan pendidikan, kesehatan,
maupun secara luas masyarakat CSR pemberdayaan masyarakat,
merupakan pihak yang • Komunikasi pada • Pemberdayaan lingkungan.
berpotensi menerima saat pelaksanaan masyarakat • Penyerapan tenaga kerja sekitar
dampak dari kegiatan kegiatan CSR • Tangible positive Perseroan
Perseroan • Acara bersama impacts through CSR • Kerja sama pemberdayaan usaha
Community: lainnya dengan activities kecil masyarakat
Local communities and masyarakat • Community • CSR activities covering
the broader public • Informal empowerment education, healthcare,
who may potentially engagement with community empowerment, and
be affected by the the community environmental.
Company’s operations • Communication • Absorption of local workforce
during CSR surrounding the Company’s
activities operations
• Other joint • Collaboration in empowering
community events local small businesses
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Pemangku
Pendekatan Topik Utama Respon Astra Otoparts
Kepentingan
Approach Key Topics Astra Otoparts’ Response
Stakeholder
Institusi Pendidikan: • Program kerja • Peluang kerja dan kerja • Memberikan kesempatan kerja
Pemangku sama melalui praktik praktik dan perekrutan karyawan
kepentingan yang program SMK • Employment • Providing internship
bekerja sama dalam Binaan dan kerja and internship opportunities and employee
meningkatkan praktik opportunities recruitment
kapasitas usaha melalui • Partnership
peluang kerja programs
Educational implemented
Institutions: through the
Stakeholders that Fostered
collaborate with the Vocational High
Company to enhance School initiative
business capacity and internship
through employment
opportunities
Pemerintah: • Pertemuan dan • Kepatuhan terhadap • Pemenuhan kewajiban terhadap
Merupakan pemangku komunikasi saat regulasi yang berlaku seluruh regulasi Pemerintah/
kepentingan utama pemenuhan dan • Kontribusi bagi Pemerintah Daerah
karena berperan sosialisasi peraturan pembangunan • Ikut berpartisipasi dalam
Tentang Laporan
About The Report
sebagai regulator dan seperti perizinan berkelanjutan, baik mewujudkan pembangunan
pengatur kebijakan dan pelaporan dalam aspek ekonomi, berkelanjutan, di antaranya
kegiatan usaha secara berkala sosial, dan lingkungan melalui penyerapan tenaga
Government: • Kegiatan bersama • Compliance with kerja, pembayaran pajak,
A key stakeholder as it terkait kegiatan applicable regulations pemberdayaan UMKM,
serves as the regulator sosial dan • Contributions pelaksanaan kegiatan CSR,
and policymaker lingkungan (CSR) to sustainable kegiatan usaha yang ramah
governing business • Meetings and development across lingkungan
activities communications economic, social, and • Fulfillment of obligations in
during regulatory environmental aspects accordance with all central/
compliance and regional government regulations
the dissemination • Active participation in advancing
of regulations, such sustainable development,
as licensing and including through employment
periodic reporting generation, tax contributions,
• Joint activities MSME empowerment,
related to social implementation of CSR
and environmental programs, and environmentally
initiatives (CSR) friendly business
Media: • Siaran pers dan • Kinerja perusahaan dan • Menyampaikan informasi
Kelompok pemangku media briefing perkembangan bisnis perusahaan secara terbuka,
kepentingan yang • Konferensi pers • Inovasi produk dan akurat, dan tepat waktu
membantu Perseroan • Publikasi melalui layanan • Menyediakan akses informasi
dalam menyebarkan website dan • Implementasi melalui siaran pers dan kanal
informasi kepada kanal media sosial keberlanjutan dan ESG komunikasi resmi
publik perusahaan • Tanggung jawab sosial • Mengkomunikasikan inisiatif
Media: • Press releases and perusahaan keberlanjutan dan kinerja
A stakeholder media briefings • Corporate perusahaan secara transparan
group that supports • Press conferences performance and • Provide company information
the Company • Publications via business developments openly, accurately, and in a
in disseminating company website • Product and service timely manner
information to the and social media innovation • Provide access to information
public channels • Sustainability and ESG through press releases and
implementation official communication channels
• Corporate social • Communicate sustainability
responsibility (CSR) initiatives and corporate
performance transparently
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Manajemen Topik Material [GRI 3-1, 3-2]
Management of Material Topics
Dalam upaya untuk memenuhi prinsip transparansi dan In upholding the principles of transparency and
akuntabilitas pada laporan keberlanjutan, Perseroan accountability in this sustainability report, the Company
melakukan penilaian materialitas untuk menemukan conducted a materiality assessment to identify topics
topik-topik yang berdampak besar terhadap aspek that have significant impacts across economic and
ekonomi dan ESG. Proses ini menjadi landasan dalam ESG aspects. This process is the foundation for the
menyusun laporan keberlanjutan 2025, yang memuat preparation of the 2025 sustainability report, which
isu-isu paling relevan dengan arah strategi Perseroan highlights the issues most relevant to the Company’s
dan harapan para pemangku kepentingan. strategic direction and stakeholders’ expectations.
Pada tahun pelaporan, Perseroan juga melakukan During the reporting year, the Company conducted
peninjauan kembali (reassessment) untuk memastikan a reassessment to ensure that the list of material topics
bahwa daftar topik material tetap relevan dengan remains relevant to business developments and the
perkembangan bisnis dan konteks keberlanjutan terkini. current sustainability context. The determination of
Tentang Laporan
About The Report
Penentuan topik material dilakukan dengan mengacu material topics was carried out in accordance with the
pada Global Reporting Initiative (GRI) Standards Global Reporting Initiative (GRI) Standards through a
melalui tahapan yang terstruktur. Dalam proses tersebut, structured process. During the process, the Company
Perseroan mempertimbangkan standar global, regulasi considered global standards, applicable regulations,
yang berlaku, lembaga pemeringkatan ESG, serta ESG rating agencies, and developments in the
dinamika industri otomotif. Berdasarkan proses ini, automotive industry and then identified 12 material
Perseroan mengidentifikasi 12 topik material yang topics as priorities.
menjadi prioritas.
Astra Otoparts menerapkan pendekatan double Astra Otoparts applies a double materiality assessment
materiality assessment dalam peninjauan proses approach in reviewing its materiality process. This
materialitas. Pendekatan ini digunakan untuk menilai approach is used to assess the significance of each
signifikansi setiap topik material dari sisi dampaknya material topic in terms of its impact on the Company’s
terhadap Perseroan serta terhadap lingkungan dan value and performance, as well as on the environment
masyarakat. Melalui pendekatan ini, setiap topik material and society. In this way, each material topic is evaluated
dievaluasi berdasarkan dua aspek penilaian utama based on the following two key assessment aspects.
sebagai berikut.
Impact Materiality Financial Materiality
Menilai dampak dari pengelolaan topik material Menilai dampak suatu risiko dari topik material
terhadap lingkungan dan masyarakat sekitar untuk yang dapat memengaruhi kegiatan bisnis Astra
memahami sejauh mana kegiatan dan pengelolaan Otoparts. Risiko yang dimaksud berkaitan dengan
Perseroan menimbulkan dampak, baik positif aspek penting Perseroan, seperti reputasi,
maupun negatif, terhadap keberlanjutan lingkungan operasional, dan kinerja finansial (outside-in).
dan penghidupan masyarakat (inside-out).
Assessing the risks arising from material topics
Assessing the impacts of managing material topics that may affect Astra Otoparts’ business activities.
on the environment and surrounding communities These risks relate to key aspects of the Company,
to understand the extent to which the Company’s including reputation, operations, and financial
activities and management practices generate performance (outside-in).
positive or negative effects on environmental
sustainability and community livelihoods (inside-out).
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Penilaian topik material dimulai dengan penyebaran Material topic assessment starts with stakeholder
kuesioner kepada para pemangku kepentingan questionnaires to gather their views and priorities
untuk memahami pandangan serta prioritas mereka on material issues. The results of the material topic
terkait topik-topik material. Hasil penilaian topik assessment were subsequently reviewed by the Board
material selanjutnya ditinjau oleh Direksi untuk of Directors to ensure alignment with the Company’s
memastikan keselarasan dengan strategi bisnis, prioritas business strategy, sustainability priorities, and risks. This
keberlanjutan, serta risiko Perseroan. Proses ini menjadi process is an integral part of strategic decision-making
bagian penting dalam pengambilan keputusan strategis to support the integration of sustainability.
yang mendukung implementasi keberlanjutan secara
terintegrasi.
Berdasarkan tinjauan Direksi dan reassessment, Based on the Board’s review and reassessment,
beberapa topik material mengalami penyesuaian agar several material topics were refined to better reflect
lebih relevan dengan fokus keberlanjutan Perseroan. the Company’s sustainability focus. The key changes
Perubahan utama mencakup: [GRI 3-2] include: [GRI 3-2]
Perubahan Topik Material | Changes to Material Topics
Pengembangan Masyarakat memperluas cakupan dengan menggabungkan Dampak Ekonomi Tidak
Langsung, sehingga mencerminkan kontribusi Perseroan secara menyeluruh terhadap pemberdayaan
masyarakat dan pembangunan ekonomi lokal.
Tentang Laporan
About The Report
Community development, with an expanded scope through the integration of Indirect Economic
Impact, to comprehensively reflect the Company’s contribution to community empowerment and local
economic development.
Berdasarkan proses tersebut, berikut matriks dan daftar Based on this process, the following matrix and list
topik material beserta relevansinya dengan Astra of material topics, including their relevance to Astra
Otoparts 2030 Sustainability Aspirations. Otoparts 2030 Sustainability Aspirations, are presented
below.
Matriks Materialitas
Materiality Matrix
Legenda | Legend:
Portfolio Roadmap
higher
People Roadmap
8
Public Contribution Roadmap
Topik Material | Materiality Topic:
1 Keselamatan dan Kesehatan Kerja |
1
Occupational Health and Safety
4
2 Energi | Energy
6.7 3 Perubahan Iklim dan Emisi | Climate
6 2 Change and Emissions
Impact Materiality
7 3
10 5 4 Hubungan Industrial | Industrial
11
Relations
12
5 Produk yang Bertanggung Jawab |
8 Responsible Product
9
6 Limbah | Waste
5.4 Ketahanan Model Bisnis dan Kinerja
7
Ekonomi | Business Model Resilience
and Economic Performance
8 Ketenagakerjaan | Employment
9 Praktik Pengadaan | Procurement
Practice
4.1 10 Pengembangan Masyarakat |
4.1 5.4 6.7 8 Community Development
11 Air dan Efluen | Water and Effluent
Financial Materiality 12 Pendidikan, Pelatihan, dan
higher Pengembangan Karir | Education,
Training, and Career Development
Top Material Highly Material Material Topics
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Daftar Topik Material [GRI 3-2, 3-3] List of Material Topics [GRI 3-2, 3-3]
Daftar Topik
Triple-P Material Mengapa Topik ini Material
Roadmap List of Material Why This Topic Is Material
Topics
Portfolio Produk yang Upaya Perseroan dalam memastikan produk dan komponen otomotif yang
Roadmap Bertanggung dihasilkan memenuhi standar keselamatan, kualitas, dan ramah lingkungan,
Jawab termasuk melalui inovasi desain, efisiensi material, dan kepatuhan terhadap
Responsible regulasi produk keberlanjutan.
Product The Company’s efforts to ensure that its automotive products and components
meet safety, quality, and environmental standards include design innovation,
material efficiency, and compliance with applicable sustainability product
regulations.
Praktik Pengadaan Penerapan praktik pengadaan yang bertanggung jawab dilakukan dengan
Procurement mempertimbangkan aspek transparansi, keberlanjutan, serta kepatuhan
Practice pemasok terhadap standar lingkungan, sosial, dan etika bisnis melalui klausul
dalam kontrak kerja sama. Perseroan juga memprioritaskan pemasok lokal guna
mendukung pertumbuhan ekonomi dan rantai pasok yang berkelanjutan.
The implementation of responsible procurement practices considers
transparency, sustainability, and suppliers’ compliance with environmental,
Tentang Laporan
About The Report
social, and business ethics standards through clauses incorporated into
partnership agreements. The Company also prioritizes local suppliers to support
economic growth and a sustainable supply chain.
Perubahan Iklim Pengelolaan emisi gas rumah kaca dan adaptasi terhadap perubahan iklim
dan Emisi melalui efisiensi energi, pengendalian emisi dari proses produksi, serta
Climate Change penerapan teknologi ramah lingkungan di seluruh fasilitas operasional untuk
and Emissions mendukung target Perseroan.
Management of greenhouse gas emissions and climate change adaptation
through energy efficiency initiatives, emission control from production
processes, and the adoption of environmentally friendly technologies across all
operational facilities to support the Company’s targets.
Limbah Pengelolaan limbah padat dan cair, baik B3 dan non-B3, dari aktivitas produksi
Waste dengan prinsip 3R, serta penerapan sistem pengelolaan limbah sesuai dengan
peraturan lingkungan yang berlaku.
Management of solid and liquid waste, both B3 and non-B3, generated from
production activities in accordance with the 3R principles, as well as the
implementation of waste management systems in compliance with applicable
environmental regulations.
Ketahanan Model Upaya menjaga ketahanan model bisnis dan kinerja ekonomi melalui diversifikasi
Bisnis dan Kinerja produk dan efisiensi operasional, manajemen risiko rantai pasok, dan inovasi
Ekonomi untuk menghadapi dinamika pasar otomotif, sekaligus menjaga daya saing dan
Business Model mendukung pertumbuhan jangka panjang Perseroan.
Resilience Efforts to maintain the business model resilience and economic performance
and Economic through product diversification and operational efficiency, supply chain risk
Performance management, and innovation to address dynamics in the automotive market,
while sustaining competitiveness and supporting the Company’s long-term
growth.
Air dan Efluen Penggunaan air secara efisien dan pengelolaan air limbah hasil proses produksi
Water and Effluent agar memenuhi baku mutu lingkungan, serta penerapan inisiatif konservasi air di
fasilitas produksi.
Efficient water use and management of wastewater from production processes
to ensure compliance with environmental quality standards, as well as
implementation of water conservation initiatives across production facilities.
Energi Perseroan melakukan optimalisasi konsumsi energi dengan meningkatkan
Energy efisiensi dan bauran EBT untuk mendukung efisiensi operasional serta
pengurangan emisi karbon.
The Company optimizes energy consumption by improving efficiency and
increasing the NRE mix to support operational efficiency and reduce carbon
emissions.
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Daftar Topik
Triple-P Material Mengapa Topik ini Material
Roadmap List of Material Why This Topic Is Material
Topics
People Keselamatan dan Penerapan sistem manajemen keselamatan dan kesehatan kerja (K3) untuk
Roadmap Kesehatan Kerja mencegah kecelakaan dan penyakit akibat kerja, serta membangun budaya
Occupational keselamatan di seluruh lini produksi sesuai dengan standar dan peraturan yang
Health and Safety berlaku.
The implementation of an occupational health and safety (OHS) management
system aims to prevent workplace accidents and occupational illnesses, and
foster a strong safety culture across all production lines in compliance with
applicable standards and regulations.
Pendidikan, Pengembangan kompetensi karyawan melalui pendidikan, pelatihan teknis
Pelatihan, dan dan nonteknis, serta penyediaan jalur karier yang jelas untuk mendukung
Pengembangan keberlanjutan SDM.
Karir Employee competency development is carried out through education, technical
Education, and non-technical training, and the provision of clear career pathways to
Training, support sustainable human capital.
and Career
Development
Ketenagakerjaan Perseroan memprioritaskan pengelolaan kepegawaian yang adil dan transparan,
Tentang Laporan
About The Report
Employment serta penerapan prinsip keberagaman dan inklusi tanpa diskriminasi berdasarkan
gender, usia, maupun latar belakang.
The Company prioritizes fair and transparent human capital management, as well
as the implementation of diversity and inclusion principles without discrimination
based on gender, age, or background.
Hubungan Penerapan hubungan industrial yang harmonis melalui komunikasi terbuka
Industrial antara manajemen dan karyawan, penyelesaian perselisihan secara adil, serta
Industrial Relations kepatuhan terhadap ketentuan ketenagakerjaan yang berlaku. Perseroan juga
menjamin hak karyawan untuk menyampaikan pendapat dan berserikat tanpa
diskriminasi, sehingga tercipta hubungan kerja yang kondusif.
The Company fosters harmonious industrial relations through open
communication between management and employees, fair dispute resolution,
and compliance with applicable labor regulations. The Company also
safeguards employees’ rights to express their views and to associate freely
without discrimination, thereby fostering a conducive working relationship.
Public Pengembangan Pelaksanaan program tanggung jawab sosial dan lingkungan Perseroan
Contribution Masyarakat difokuskan pada pemberdayaan masyarakat sekitar pabrik dan peningkatan
Roadmap Community keterlibatan masyarakat sekitar pabrik melalui penyerapan tenaga kerja lokal,
Development pengembangan ekonomi, serta inisiatif CSR.
The implementation of the Company’s social and environmental responsibility
programs focuses on empowering communities surrounding its factories and
enhancing local engagement through local employment absorption, economic
development, and CSR initiatives.
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Laporan Verifikasi Emisi GRK [GRI 2-5] [OJK G.1]
GHG Emissions Verification Report
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Indeks Laporan
Report Index
Indeks Isi Standar GRI GRI Content Index
Pernyataan Penggunaan PT Astra Otoparts Tbk telah melaporkan informasi yang dikutip dalam indeks Standar GRI
Statement of use untuk periode 1 Januari hingga 31 Desember 2025 sesuai dengan Standar GRI.
PT Astra Otoparts Tbk has reported information quoted in the GRI Standards index for
the period January 1 to December 31, 2025, in accordance with GRI Standards.
GRI 1 yang Digunakan GRI 1: Landasan 2021
GRI 1 Used GRI 1: Foundation 2021
Pengungkapan Hal yang Tidak Dicantumkan
Standar GRI Disclosure Halaman Omission
GRI Standard Page Persyaratan Alasan Penjelasan
Requirement(s) Reason Explanation
Pengungkapan Umum | General Disclosure
GRI 2: 2-1 Nama perusahaan 18
Pengungkapan Organization details
Umum 2021
GRI 2: General 2-2 Entitas yang termasuk dalam 187
Disclosure 2021 pelaporan keberlanjutan
organisasi
Entities included in the
organization’s sustainability
reporting
2-3 Periode pelaporan, frekuensi, dan 187, 216
titik kontak
Reporting period, frequency and
contact point
2-4 Penyajian kembali informasi 187
Restatement of Information
2-5 Assurance oleh pihak eksternal 186, 196-
External assurance 199
2-6 Aktivitas, rantai pasok, dan 19-20,
hubungan bisnis lainnya 27, 53
Activities, value chain and other
business relationships
2-7 Karyawan 139-144
Employees
2-8 Pekerja yang bukan karyawan 142
Workers who are not employees
2-9 Struktur tata kelola 60-63
Governance structure and
composition
2-10 Nominasi dan seleksi badan tata 66-67
kelola tertinggi
Nomination and selection of the
highest governance body
2-11 Ketua badan tata kelola tertinggi 60-61
Chair of the highest governance
body
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Pengungkapan Hal yang Tidak Dicantumkan
Standar GRI Disclosure Halaman Omission
GRI Standard Page Persyaratan Alasan Penjelasan
Requirement(s) Reason Explanation
2-12 Peran badan tata kelola tertinggi 65
dalam mengawasi pengelolaan
dampak
Role of the highest governance
body in overseeing the
management of impacts
2-13 Delegasi tanggung jawab untuk 65
mengelola dampak
Delegation of responsibility for
managing impacts
2-14 Peran badan tata kelola tertinggi 65
dalam pelaporan keberlanjutan
Role of the highest governance
body in sustainability reporting
2-15 Konflik kepentingan 75-76
Conflict of interest
2-16 Mengkomunikasikan hal-hal kritis 77-79
Communication of critical concern
2-17 Pengetahuan kolektif badan tata 109, 150
kelola tertinggi
Collective knowledge of the
highest governance body
2-18 Evaluasi kinerja badan tata kelola 64, 79
tertinggi
Evaluation of the performance of
the highest governance body
2-19 Kebijakan remunerasi 67
Remuneration policies
2-20 Proses untuk menentukan 67
remunerasi
Process to determine
remuneration
2-21 Rasio kompensasi total tahunan 67,79
Annual total compensation ratio
2-22 Pernyataan tentang strategi 8-14
pembangunan berkelanjutan
Statement on sustainable
development strategy
2-23 Komitmen kebijakan 72-74
Policy commitments
2-24 Menanamkan komitmen kebijakan 33, 68-
Embedding policy commitments 71, 72-74
2-25 Proses untuk memulihkan dampak 79
negatif
Processes to remediate negative
impacts
2-26 Mekanisme untuk mendapatkan 77-79
saran dan meningkatkan isu
Mechanism for seeking advice
and raising concern
2-27 Kepatuhan terhadap hukum dan 79, 103
peraturan
Compliance with laws and
regulations
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Pengungkapan Hal yang Tidak Dicantumkan
Standar GRI Disclosure Halaman Omission
GRI Standard Page Persyaratan Alasan Penjelasan
Requirement(s) Reason Explanation
2-28 Keanggotaan asosiasi 28
Membership associations
2-29 Pendekatan keterlibatan 188-191
pemangku kepentingan
Approach to stakeholder
engagement
2-30 Perjanjian perundingan kolektif 159
Collective bargaining agreements
Topik Material | Material Topic
GRI 3: Topik 3-1 Proses untuk menentukan topik 192-195
Material 2021 material
GRI 3: Material Process to determine material
Topic 2021 topics
3-2 Daftar topik material 192-195
List of material topics
Kinerja Ekonomi | Economic Performance
GRI 3: Topik 3-3 Pengelolaan terhadap topik 51, 145
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 201: Kinerja 201-1 Nilai ekonomi langsung yang 51-52
Ekonomi 2016 dihasilkan dan didistribusikan
GRI 201: Direct economic value generated
Economic and distributed
Performance
2016 201- Implikasi finansial serta risiko 52
2 dan peluang lain akibat dari
perubahan iklim
Financial implications and other
risks and opportunities resulting
from climate change
201- Kewajiban program pensiun 145
3 manfaat pasti dan program
pensiun lainnya
Obligations of defined benefit
pension plans and other pension
plans
201- Bantuan finansial yang diterima 52
4 dari pemerintah
Financial assistance received from
the government
GRI 3: Topik 3-3 Pengelolaan terhadap topik 145
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 202: 202- Rasio standar upah karyawan 145
Keberadaan 1 entry-level berdasarkan jenis
Pasar 2016 kelamin terhadap upah minimum
GRI 202: Market regional
Presence 2016 Standard ratio of entry-level
employee wages by gender to
regional minimum wage
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Pengungkapan Hal yang Tidak Dicantumkan
Standar GRI Disclosure Halaman Omission
GRI Standard Page Persyaratan Alasan Penjelasan
Requirement(s) Reason Explanation
202- Proporsi manajemen senior yang - Proporsi Informasi Perseroan
2 berasal dari masyarakat setempat manajemen belum saat ini
Proportion of senior management senior yang tersedia sedang
from the local community berasal dari Information dalam tahap
masyarakat unavailable memastikan
setempat bahwa
Proportion informasi
of senior terkait dapat
management disediakan
from the local dalam
community laporan yang
akan datang
The
Company is
currently in
the process
of ensuring
that the
relevant
information
can be
provided in
future reports
GRI 3: Topik 3-3 Pengelolaan terhadap topik 163
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 203: 203- Investasi infrastruktur dan 164
Dampak Ekonomi 1 dukungan layanan
Tidak Langsung Investment in infrastructure and
2016 support services
GRI 203: Indirect
Economic 203- Dampak ekonomi tidak langsung 164
Impacts 2016 2 yang signifikan
Significant indirect economic
impacts
GRI 3: Topik 3-3 Pengelolaan terhadap topik 53
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 204: Praktik 204- Proporsi pengeluaran untuk 53-54
Pengadaan 2016 1 pemasok lokal
GRI 204: Proportion of spending on local
Procurement suppliers
Practices 2016
Kinerja Lingkungan | Environmental Performance
GRI 3: Topik 3-3 Pengelolaan terhadap topik 86
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 302: Energi 302- Konsumsi energi dalam organisasi 87
2016 1 Energy consumption within the
GRI 302: Energy organization
2016
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Pengungkapan Hal yang Tidak Dicantumkan
Standar GRI Disclosure Halaman Omission
GRI Standard Page Persyaratan Alasan Penjelasan
Requirement(s) Reason Explanation
302- Konsumsi energi di luar organisasi - Konsumsi Informasi Perseroan
2 Energy consumption outside the energi di luar belum saat ini
organization organisasi tersedia sedang
Energy Information dalam tahap
consumption unavailable memastikan
outside the bahwa
organization informasi
terkait dapat
disediakan
dalam
laporan yang
akan datang
The
Company is
currently in
the process
of ensuring
that the
relevant
information
can be
provided in
future reports
302- Intensitas energi 87
3 Energy intensity
302- Pengurangan konsumsi energi 87-88
4 Reduction in energy consumption
302- Pengurangan pada energi yang 87-88
5 dibutuhkan untuk produk dan jasa
Reduction in energy required for
products and services
GRI 3: Topik 3-3 Pengelolaan terhadap topik 93, 96
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 303: Air dan 303- Interaksi dengan air sebagai 93
Efluen 2018 1 sumber daya bersama
GRI 303: Water Interaction with water as a shared
and Effluent 2018 resource
303- Manajemen dampak yang 96
2 berkaitan dengan pembuangan air
Management of impacts related to
water discharge
303- Pengambilan air 93-94
3 Water withdrawal
303- Pembuangan air 97
4 Water discharge
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Pengungkapan Hal yang Tidak Dicantumkan
Standar GRI Disclosure Halaman Omission
GRI Standard Page Persyaratan Alasan Penjelasan
Requirement(s) Reason Explanation
303- Konsumsi air - Konsumsi air Informasi Perseroan
5 Water consumption Water belum saat ini
consumption tersedia sedang
Information dalam tahap
unavailable memastikan
bahwa
informasi
terkait dapat
disediakan
dalam
laporan yang
akan datang
The
Company is
currently in
the process
of ensuring
that the
relevant
information
can be
provided in
future reports
GRI 3: Topik 3-3 Pengelolaan terhadap topik 89
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 305: Emisi 305- Emisi GRK (Cakupan 1) langsung 90-91
2016 1 Direct GHG emissions (Scope 1)
GRI 305:
Emissions 2016 305- Emisi energi GRK (Cakupan 2) 90-91
2 tidak langsung
Indirect GHG emissions from
energy use (Scope 2)
305- Emisi GRK (Cakupan 3) tidak - Emisi GRK Informasi Perseroan
3 langsung lainnya (Cakupan 3) belum masih
Other indirect GHG emissions tidak langsung tersedia dalam fase
(Scope 3) lainnya Information melakukan
Other unavailable inventarisasi
indirect GHG emisi GRK
emissions cakupan 3
(Scope 3) The
Company
is still in the
process of
conducting
a Scope
3 GHG
emissions
inventory
305- Intensitas emisi GRK 90-91
4 GHG emission intensity
305- Pengurangan emisi GRK 90-92
5 GHG emission reduction
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Pengungkapan Hal yang Tidak Dicantumkan
Standar GRI Disclosure Halaman Omission
GRI Standard Page Persyaratan Alasan Penjelasan
Requirement(s) Reason Explanation
305- Emisi zat perusak ozon (ODS) - Emisi zat Informasi Perseroan
6 Ozone-depleting substances perusak ozon belum masih
(ODS) emissions (ODS) tersedia dalam fase
Ozone- Information melakukan
depleting unavailable inventarisasi
substances emisi ODS
(ODS) The
emissions Company
is still in the
process of
conducting
an ODS
emissions
inventory
305- Nitrogen oksida (NOX), sulfur - Nitrogen Informasi Perseroan
7 oksida (SOX), dan emisi udara oksida (NOX), belum saat ini masih
signifikan lainnya sulfur oksida tersedia dalam tahap
Nitrogen oxides (NOX), sulfur (SOX), dan Information inventarisasi
oxides (SOX), and other significant emisi udara unavailable emisi udara
air emissions signifikan lainnya
lainnya The
Nitrogen Company
oxides is currently
(NOX), sulfur still in the
oxides (SOX), process of
and other conducting
significant air an inventory
emissions of other air
emissions
GRI 3: Topik 3-3 Pengelolaan terhadap topik 98
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 306: Limbah 306- Timbulan limbah dan dampak 98
2020 1 signifikan terkait limbah
GRI 306: Waste Waste generation and significant
2020 impacts related to waste
306- Pengelolaan dampak yang 98
2 signifikan terkait limbah
Management of significant
impacts related to waste
306- Timbulan limbah 99
3 Waste generation
306- Limbah yang dialihkan dari 99
4 pembuangan akhir
Waste diverted from final disposal
306- Limbah yang dikirimkan ke 99
5 pembuangan akhir
Waste disposed of in final disposal
GRI 3: Topik 3-3 Pengelolaan terhadap topik 53
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
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Pengungkapan Hal yang Tidak Dicantumkan
Standar GRI Disclosure Halaman Omission
GRI Standard Page Persyaratan Alasan Penjelasan
Requirement(s) Reason Explanation
GRI 308: 308- Seleksi pemasok baru dengan 54
Penilaian 1 menggunakan kriteria lingkungan
Lingkungan Selection of new suppliers using
Pemasok 2016 environmental criteria
GRI 308:
Supplier 308- Dampak lingkungan negatif dalam 54
Environmental 2 rantai pasokan dan tindakan yang
Assessment 2016 telah diambil
Negative environmental impacts in
the supply chain and actions taken
Kinerja Sosial | Social Performance
GRI 3: Topik 3-3 Pengelolaan terhadap topik 134, 145,
Material 2021 material 146
GRI 3: Material Management of material topics
Topic 2021
GRI 401: 401-1 Perekrutan karyawan baru dan 134-135
Kepegawaian pergantian karyawan
2016 Recruitment of new employees
GRI 401: and employee turnover
Employment
2016 401- Tunjangan yang diberikan kepada 145
2 karyawan purnawaktu yang tidak
diberikan kepada karyawan
sementara atau paruh waktu
Benefits provided to full-time
employees that are not provided
to temporary or part-time
employees
401- Cuti melahirkan 146
3 Maternity leave
GRI 3: Topik 3-3 Pengelolaan terhadap topik 152, 153
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 403: 403- Sistem manajemen keselamatan 152-154
Keselamatan dan 1 dan kesehatan kerja
Kesehatan Kerja Occupational health and safety
2018 management system
GRI 403:
Occupational 403- Identifikasi bahaya, penilaian 155
Health and Safety 2 risiko, dan investigasi insiden
2018 Hazard identification, risk
assessment, and incident
investigation
403- Layanan kesehatan kerja 158
3 Occupational health services
403- Partisipasi, konsultasi, dan 155-156
4 komunikasi pekerja tentang
kesehatan dan keselamatan kerja
Worker participation, consultation,
and communication on
occupational health and safety
403- Pelatihan bagi pekerja mengenai 156
5 keselamatan dan kesehatan kerja
Training for workers on
occupational safety and health
403- Peningkatan kualitas kesehatan 158
6 pekerja
Improvement of workers’ health
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Pengungkapan Hal yang Tidak Dicantumkan
Standar GRI Disclosure Halaman Omission
GRI Standard Page Persyaratan Alasan Penjelasan
Requirement(s) Reason Explanation
403- Pencegahan dan mitigasi dampak 155
7 dari keselamatan dan kesehatan
kerja yang secara langsung terkait
hubungan bisnis
Prevention and mitigation of
impacts from occupational safety
and health that are directly related
to business relationships
403- Pekerja yang tercakup dalam 152-153
8 sistem manajemen kesehatan dan
keselamatan kerja
Workers covered by the
occupational health and safety
management system
403- Kecelakaan kerja 156-157
9 Workplace accidents
403- Penyakit akibat kerja 158
10 Occupational diseases
GRI 3: Topik 3-3 Pengelolaan terhadap topik 147
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 404: 404- Rata-rata jam pelatihan per tahun 148
Pendidikan dan 1 per pegawai
Pelatihan 2016 Average hours of training per year
GRI 404: per employee
Education and
Training 2016 404- Program untuk meningkatkan 145, 149
2 keterampilan karyawan dan
program bantuan peralihan
Programs to enhance employee
skills and transition assistance
programs
404- Persentase karyawan yang 149
3 menerima tinjauan rutin terhadap
kinerja dan pengembangan karier
Percentage of employees
receiving regular performance
reviews and career development
GRI 3: Topik 3-3 Pengelolaan terhadap topik 137, 139
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI: 405: 405- Keanekaragaman badan tata 62, 138,
Keanekaragaman 1 kelola dan karyawan 139-144
dan Kesempatan Diversity of governance bodies
Kerja and employees
GRI: 405:
Diversity and
Employment
Opportunities
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Pengungkapan Hal yang Tidak Dicantumkan
Standar GRI Disclosure Halaman Omission
GRI Standard Page Persyaratan Alasan Penjelasan
Requirement(s) Reason Explanation
405- Rasio gaji pokok dan remunerasi - Rasio gaji Informasi Perseroan
2 perempuan dibandingkan laki-laki pokok dan belum saat ini
Ratio of basic salary and remunerasi tersedia sedang
remuneration of women perempuan Information dalam tahap
compared to men dibandingkan unavailable memastikan
laki-laki bahwa
Ratio of basic informasi
salary and terkait dapat
remuneration disediakan
of women dalam
compared to laporan yang
men akan datang
The
Company is
currently in
the process
of ensuring
that the
relevant
information
can be
provided in
future reports
GRI 3: Topik 3-3 Pengelolaan terhadap topik 159
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 407: 407- Operasi dan pemasok di mana 159
Kebebasan 1 hak atas kebebasan berserikat dan
Berserikat dan perundingan kolektif mungkin
Perundingan berisiko
Kolektif Operations and suppliers where
GRI 407: the right to freedom of association
Freedom of and collective bargaining may be
Association at risk
and Collective
Bargaining
GRI 3: Topik 3-3 Pengelolaan terhadap topik 162, 163
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 413: 413-1 Operasi dengan keterlibatan 166-174
Masyarakat Lokal masyarakat lokal, penilaian
GRI 413: Local dampak, dan program
Communities pengembangan
Operations with local community
involvement, impact assessments,
and development programs
413- Operasi yang secara aktual dan 163
2 yang berpotensi memiliki dampak
negatif signifikan terhadap
masyarakat lokal
Operations that actually and
potentially have significant
negative impacts on local
communities
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Pengungkapan Hal yang Tidak Dicantumkan
Standar GRI Disclosure Halaman Omission
GRI Standard Page Persyaratan Alasan Penjelasan
Requirement(s) Reason Explanation
GRI 3: Topik 3-3 Pengelolaan terhadap topik 53
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 414: 414-1 Seleksi pemasok baru dengan 54
Penilaian Sosial menggunakan kriteria sosial
Pemasok Selection of new suppliers using
GRI 414: Social social criteria
Assessment of
Suppliers 414- Dampak sosial negatif dalam rantai 54
2 pasokan dan tindakan yang telah
diambil
Negative social impacts in the
supply chain and actions taken
GRI 3: Topik 3-3 Pengelolaan terhadap topik 127
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 416: 416-1 Penilaian dampak kesehatan 127
Kesehatan dan dan keselamatan dari berbagai
Keselamatan kategori produk dan jasa
Pelanggan 2016 Assessment of the health and
GRI 416: safety impacts of different
Customer Health categories of products and
and Safety 2016 services
416- Insiden ketidakpatuhan 127
2 sehubungan dengan dampak
kesehatan dan keselamatan dari
produk dan jasa
Incidents of non-compliance
related to the health and safety
impacts of products and services
GRI 3: Topik 3-3 Pengelolaan terhadap topik 130
Material 2021 material
GRI 3: Material Management of material topics
Topic 2021
GRI 417: 417-1 Persyaratan untuk pelabelan dan 130
Pemasaran dan informasi produk dan jasa
Pelabelan Requirements for labeling and
GRI 417: information on products and
Marketing and services
Labeling
417- Insiden ketidakpatuhan terkait 131
2 informasi dan pelabelan produk
dan jasa
Incidents of non-compliance
related to information and labeling
of products and services
417- Insiden ketidakpatuhan terkait 131
3 komunikasi pemasaran
Incidents of non-compliance
related to marketing
communications
210 PT Astra Otoparts Tbk Laporan Keberlanjutan | Sustainability Report 2025
Page 211
Daftar Pengungkapan Sesuai List of Disclosure Based on
POJK No. 51/POJK.03/2017 POJK No. 51/POJK.03/2017
dan SEOJK No.16/ and SEOJK No.16/
POJK.04/2021 [OJK G.4] POJK.04/2021 [OJK G.4]
No. Indeks Pengungkapan Halaman
Index No. Disclosure Page
Pengungkapan Umum | General Disclosure
A.1 Penjelasan strategi keberlanjutan 34-36
Explanation of sustainability strategy
Ikhtisar Kinerja Aspek Keberlanjutan | Overview of Sustainability Performance
B.1 Aspek ekonomi 4, 48, 51
Economic aspects
B.2 Aspek lingkungan hidup 5
Environmental aspects
B.3 Aspek sosial 6
Social aspects
Profil Perusahaan | Company Profile
C.1 Visi, misi, dan nilai keberlanjutan 21
Vision, mission, and sustainability values
C.2 Alamat perusahaan 18
Company address
C.3 Skala usaha: 18, 26, 139-
a. Total aset atau kapitalisasi dan total kewajiban; 144
b. Jumlah karyawan menurut jenis kelamin, jabatan, usia, pendidikan, dan status
ketenagakerjaan;
c. Nama pemegang saham dan persentase kepemilikan saham; dan
d. Wilayah operasional
Business scale:
a. Total assets or capitalization and total liabilities;
b. Number of employees by gender, position, age, education, and employment
status;
c. Names of shareholders and percentage of share ownership; and
d. Operational area.
C.4 Produk, layanan, dan kegisatan usaha yang dijalankan 19-20, 27
Products, services, and business activities
C.5 Keanggotaan pada asosiasi 28
Membership in associations
C.6 Perubahan emiten dan perusahaan publik yang bersifat signifikan 18
Significant changes in issuers and public companies
Penjelasan Direksi | Director Explanation
D.1 Penjelasan direksi 8-14
Director explanation
Tata Kelola Keberlanjutan | Sustainability Governance
E.1 Penanggung jawab penerapan keuangan berkelanjutan 65
Person responsible for sustainable finance implementation
E.2 Pengembangan kompetensi terkait keuangan berkelanjutan 109, 150
Development of competencies related to sustainable finance
E.3 Penilaian risiko atas penerapan keuangan berkelanjutan 68-71
Risk assessment of sustainable finance implementation
Laporan Keberlanjutan | Sustainability Report 2025 PT Astra Otoparts Tbk 211
Page 212
No. Indeks Pengungkapan Halaman
Index No. Disclosure Page
E.4 Hubungan dengan pemangku kepentingan 190-193
Relationships with stakeholders
E.5 Permasalahan terhadap penerapan keuangan berkelanjutan 10-11, 37
Issues related to sustainable finance implementation
Kinerja Keberlanjutan | Sustainability Performance
F.1 Kegiatan membangun budaya keberlanjutan 75, 152
Activities to build a culture of sustainability
Kinerja Ekonomi | Economic Performance
F.2 Perbandingan target dan kinerja produksi, portofolio, target pembiayaan, atau 52
investasi, pendapatan dan laba rugi
Comparison of targets and performance of production, portfolio, financing targets, or
investments, revenue and profit and loss
F.3 Perbandingan target dan kinerja portofolio, target pembiayaan, atau investasi pada 52, 103, 128-
instrumen keuangan atau proyek yang sejalan dengan keuangan berkelanjutan 129
Comparison of targets and performance of portfolio, financing targets, or investments
in financial instruments or projects in line with sustainable finance
Kinerja Lingkungan Hidup | Environmental Performance
F.4 Biaya lingkungan hidup 103
Environmental costs
Aspek Material | Material Aspects
F.5 Penggunaan material yang ramah lingkungan 102
Use of environmentally friendly materials
Aspek Energi | Energy Aspects
F.6 Jumlah dan intensitas energi yang digunakan 87-88
Amount and intensity of energy used
F.7 Upaya dan pencapaian efisiensi energi dan penggunaan energi terbarukan 88
Efforts and achievements in energy efficiency and renewable energy use
Aspek Air | Water Aspects
F.8 Penggunaan air 93-94
Water use
Aspek Keanekaragaman Hayati | Biodiversity Aspects
F.9 Dampak dari wilayah operasional yang dekat atau berada di daerah konservasi atau 100
memiliki keanekaragaman hayati
Impact of operational areas that are close to or located in conservation areas or have
biodiversity
F.10 Usaha konservasi keanekaragaman hayati 100-101
Biodiversity conservation efforts
Aspek Emisi | Emissions Aspects
F.11 Jumlah dan intensitas emisi yang dihasilkan berdasarkan jenisnya 100-101
Amount and intensity of emissions generated by type
F.12 Upaya dan pencapaian pengurangan emisi yang dilakukan 92
Efforts and achievements in emission reduction
Aspek Limbah dan Efluen | Waste and Effluent Aspects
F.13 Jumlah limbah dan efluen yang dihasilkan berdasarkan jenis 97, 99
Amount of waste and effluent generated by type
F.14 Mekanisme pengelolaan limbah dan efluen 96
Waste and effluent management mechanisms
F.15 Tumpahan yang terjadi 103
Spills that have occurred
212 PT Astra Otoparts Tbk Laporan Keberlanjutan | Sustainability Report 2025
Page 213
No. Indeks Pengungkapan Halaman
Index No. Disclosure Page
Aspek Pengaduan Terkait Lingkungan Hidup | Environmental Complaints Aspects
F.16 Jumlah dan materi pengaduan lingkungan hidup yang diterima dan diselesaikan 103
Number and subject matter of environmental complaints received and resolved
Kinerja Sosial | Social Performance
F.17 Komitmen untuk memberikan layanan atas produk dan/ atau jasa yang setara kepada 126
konsumen
Commitment to providing services for products and/or services that are equivalent to
consumers
Aspek Ketenagakerjaan | Employment Aspects
F.18 Kesetaraan kesempatan bekerja 136
Equal employment opportunities
F.19 Tenaga kerja anak dan tenaga kerja paksa 151
Child labor and forced labor
F.20 Upah minimum regional 145
Regional minimum wage
F.21 Lingkungan bekerja yang layak dan aman 145, 152-158
Decent and safe working environment
F.22 Pelatihan dan pengembangan kemampuan pekerja 147-149
Training and development of workers’ skills
Aspek Masyarakat | Community Aspects
F.23 Dampak operasi terhadap masyarakat sekitar 164
Impact of operations on surrounding communities
F.24 Pengaduan masyarakat 175
Community complaints
F.25 Kegiatan tanggung jawab sosial lingkungan (TJSL) 162-165, 166-
Environmental social responsibility (ESR) activities 174
Tanggung Jawab Pengembangan Produk/ Jasa Berkelanjutan
Responsibility for Sustainable Product/Service Development
F.26 Inovasi dan pengembangan produk/jasa keuangan berkelanjutan 128-129
Innovation and development of sustainable financial products/services
F.27 Produk/jasa yang sudah dievaluasi keamanannya bagi pelanggan 127
Products/services that have been evaluated for customer safety
F.28 Dampak produk/jasa 127, 130
Impact of products/services
F.29 Jumlah produk yang ditarik kembali 127
Number of products recalled
F.30 Survei kepuasan pelanggan terhadap produk dan/atau jasa keuangan berkelanjutan 131
Customer satisfaction survey on sustainable financial products and/or services
Lain-lain | Others
G.1 Verifikasi tertulis dari pihak independen 186, 196-199
Written verification from an independent party
G.2 Lembar umpan balik 215
Feedback sheet
G.3 Tanggapan terhadap umpan balik laporan keberlanjutan tahun sebelumnya 187, 216
Response to feedback on the previous year’s sustainability report
G.4 Daftar pengungkapan sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/ 211
POJK.03/2017
List of disclosures in accordance with Financial Services Authority Regulation Number
51/POJK.03/2017
Laporan Keberlanjutan | Sustainability Report 2025 PT Astra Otoparts Tbk 213
Page 214
Daftar Pengungkapan Sesuai Disclosure List in accordance
Sustainability Accounting with the Sustainability
Standard Board (SASB) Accounting Standards Board
(SASB)
Kode Pengungkapan Halaman
Code Disclosure Page
Topik & Metrik Pengungkapan Keberlanjutan | Sustainability Disclosure Topics & Metrics
TR-AP-130a.1: 1. Total energi yang dikonsumsi, 87-88
Manajemen Energi 2. Persentase listrik dari jaringan dan
TR-AP-130a.1: Energy 3. Persentase energi terbarukan
Management 1. Total energy consumed,
2. Percentage grid electricity, and
3. Percentage renewable.
TR-AP-150a.1: 1. Total jumlah limbah dari manufaktur, 99
Manajemen Limbah 2. Persentase limbah berbahaya,
TR-AP-150a.1: Waste 3. Persentase didaur ulang.
Management 1. Total amount of waste from manufacturing,
2. Percentage hazardous,
3. Percentage recycled.
TR-AP-250a.1: Keamanan Jumlah kendaran yang ditarik kembali (recall) 127
Produk Number of vehicles recalled
TR-AP-250a.1: Product
Safety
TR-AP-410a.1: Desain Pendapatan dari produk yang dirancang Perseroan saat ini sedang dalam tahap
untuk Efisiensi Bahan untuk meningkatkan efisiensi bahan bakar atau memastikan bahwa informasi terkait dapat
Bakar mengurangi emisi disediakan dalam laporan yang akan datang
TR-AP-410a.1: Design for Revenue from products designed to increase The Company is currently in the process of
Fuel Efficiency fuel efficiency or reduce emissions ensuring that the relevant information can be
provided in future reports
TR-AP-440a.1: Uraian pengelolaan risiko yang terkait dengan 102
Pengadaan Material penggunaan material kritis
TR-AP-440a.1: Material Description of the management of risks
Sourcing associated with the use of critical materials
TR-AP-440b.1: Efisiensi Persentase produk yang dijual yang dapat Perseroan saat ini sedang dalam tahap
Material didaur ulang memastikan bahwa informasi terkait dapat
TR-AP-440b.1: Material Percentage of products sold that are recyclable disediakan dalam laporan yang akan datang
Efficiency The Company is currently in the process of
ensuring that the relevant information can be
provided in future reports
TR-AP-440b.2: Efisiensi Persentase bahan input dari konten daur ulang 102
Material atau manufaktur ulang
TR-AP-440b.2: Material Percentage of input materials from recycled or
Efficiency remanufactured content
TR-AP-520a.1: Perilaku Total nilai kerugian moneter akibat proses 79
Persaingan Usaha hukum terkait regulasi anti-persaingan
TR-AP-520a.1: Total amount of monetary losses as a result
Competitive Behaviour of legal proceedings associated with anti-
competitive behaviour regulations
Metrik Aktivitas | Activity Metric
TR-AP-000.A: Jumlah komponen yang diproduksi 4
Number of parts produced
TR-AP-000.B: Berat komponen yang diproduksi Perseroan saat ini sedang dalam tahap
Weight of parts produced memastikan bahwa informasi terkait dapat
disediakan dalam laporan yang akan datang
The Company is currently in the process of
ensuring that the relevant information can be
provided in future reports
TR-AP-000.C: Luas area pabrik manufaktur 18
Area of manufacturing plants
214 PT Astra Otoparts Tbk Laporan Keberlanjutan | Sustainability Report 2025
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Lembar Umpan Balik [OJK G.2]
Feedback Form
Astra Otoparts menyambut baik segala saran, kritik, masukan, Astra Otoparts welcomes suggestions, feedback, input, and
dan rekomendasi mengenai Laporan Keberlanjutan Astra 2025 recommendations regarding the Astra 2025 Sustainability
sebagai upaya untuk meningkatkan kualitas laporan di masa Report as part of its effort to enhance the quality of future
depan. Untuk pertanyaan atau informasi lebih lanjut mengenai reporting. For questions or further information about this report,
laporan ini, silahkan pilih salah satu kelompok pemangku please select the stakeholder group that best represents you:
kepentingan yang paling mewakili anda:
Pegawai | Employees Contractor/Sub-contractor Konsumen | Customers
Investor/Financial Analyst/Shareholder Regulator | Regulators NGO | NGOs
Media Student/Academics Others
Bagaimana penilaian Anda terhadap laporan ini:
Please rate the report for:
1= Buruk sampai dengan 5= Sangat Baik
Parameter 1 being POOR up to 5 being EXCELLENT
Parameter
1 2 3 4 5
Dapat memenuhi kebutuhan informasi yang Anda butuhkan
Meeting your information needs
Konten yang lengkap | Content completeness
Transparan | Transparency
Jelas dan mudah dimengerti | Clarity and easy to understand
Kemudahan dalam mencari informasi tertentu
Ease in finding information
Keseluruhan laporan | Overall Report
Laporan ini terdiri dari bagian-bagian berikut:
The report has these following sections:
Apakah Anda Apakah Bagian ini Memuat
Parameter Mengakses Bagian Ini? Informasi yang Relevan dan
Section Did you access this Mencukupi?
section? Is it useful/insightful?
Ikhtisar Kinerja Keberlanjutan | Sustainability Performance
Strategi Keberlanjutan | Sustainability Strategy
Profil Perusahaan | Company Profile
Penjelasan Direksi | Director Explanation
Tata Kelola Keberlanjutan | Sustainability Governance
Kinerja Ekonomi | Economic Performance
Kinerja Lingkungan | Environmental Performance
Kinerja SDM | Human Resources Performance
Kinerja Sosial Masyarakat | Community Performance
Kinerja Tanggung Jawab Produk | Product Responsibility
Laporan Keberlanjutan | Sustainability Report 2025 PT Astra Otoparts Tbk 215
Page 216
Mohon untuk memberikan saran/usulan/komentar Anda atas laporan ini:
Please provide your advice/suggestions/comments for this report:
Apa yang menjadi perhatian utama bagi Anda mengenai performa keberlanjutan kami?
Does the report address your main concerns about our sustainability performance?
Mohon jelaskan | Please elaborate
Apa saran Anda untuk perbaikan laporan ini ke depan?
How could we improve this report in the future?
Mohon jelaskan | Please elaborate
Pertanyaan dan informasi lebih lanjut mengenai laporan Questions and further information regarding this report
ini dapat ditujukan kepada: [GRI 2-3] [OJK G.3] may be directed to: [GRI 2-3] [OJK G.3]
PT Astra Otoparts Tbk
Jl. Raya Pegangsaan Dua Km 2,2 Kelapa Gading, Jakarta 14250
(62-21) 460-3550
(62-21) 460-3549
contact@component.astra.co.id
www.astra-otoparts.com
Terima kasih atas partisipasi Anda | Thank you for your participation
216 PT Astra Otoparts Tbk Laporan Keberlanjutan | Sustainability Report 2025
Page 217
Halaman ini sengaja dikosongkan | This page is intentionally left blank Laporan Keberlanjutan | Sustainability Report 2025 PT Astra Otoparts Tbk 217
Page 218
Names mentioned 135 people and organisations named in the text · linked when the evidence is strong
unresolved
org
PT Federal Adiwiraserasi
p.18 ×2
unresolved
org
Kementerian Kehakiman Republik Indonesia
p.18
unresolved
person
Notary Rukmasanti Hardjasatya
p.18 ×2
unresolved
org
Ministry of Justice
p.18
unresolved
person
Notary Aulia Taufani
p.18 ×3
unresolved
org
Indonesia Stock Exchange
p.18
unresolved
org
Astra Otoparts Philippines Inc.
p.18 ×5
unresolved
org
Astra Viseton Philippines Inc.
p.18 ×2
unresolved
org
PT Alfa Delta Motor
p.19 ×2
unresolved
org
Aisin Takaoka Co., Ltd
p.20
unresolved
org
Aisin Seiki Co., Ltd
p.20
unresolved
org
Akebono Brake Industry Co. Ltd.
p.20
unresolved
org
Akashi Kikai Seisakusho Co., Ltd
p.20
unresolved
org
Asano Gear Co., Ltd
p.20
unresolved
org
Daido Steel Co., Ltd.
p.20 ×2
unresolved
org
Industry Co. Ltd.
p.20
unresolved
org
International Asia Pte.Ltd.
p.20
unresolved
org
DIC Corporation
p.20 ×2
unresolved
org
GS Yuasa International Ltd.
p.20
unresolved
org
GS Yuasa Co., Ltd.
p.20
unresolved
org
Kayaba Corporation
p.20
unresolved
org
Juoku Technology Co., Ltd.
p.20
unresolved
org
Kayaba Co., Ltd.
p.20
unresolved
org
Mahle Engine Component Japan Corp.
p.20
unresolved
org
Keihin Seimitsu Kogyo Co., Ltd.
p.20
unresolved
org
Mahle Metalart Corporation
p.20
unresolved
org
Nippon Gasket Co., Ltd.
p.20 ×2
unresolved
org
Engine Component Japan Corp.
p.20
unresolved
org
Metalart Corporation
p.20
unresolved
org
Valve Company Limited
p.20
unresolved
org
NTN Corporation
p.20 ×2
unresolved
org
Hangzhou Co., Ltd
p.20
unresolved
org
Toyota Industries Corporation
p.20
unresolved
org
Toyoda Gosei Co., Ltd
p.20
unresolved
org
Visteon Corporation
p.20 ×2
unresolved
org
Industries Corporation
p.20
unresolved
org
PT Evoluzione Tyres
p.24 ×2
unresolved
org
PT Gemala Kempa Daya
p.24 ×2
unresolved
org
PT Inti Ganda Perdana
p.24 ×2
unresolved
org
PT Wahana Eka Paramitra
p.24
unresolved
org
PT Aisin Indonesia
p.24
unresolved
org
PT AT Indonesia
p.24 ×2
unresolved
org
PT Federal Nittan Industries
p.24
unresolved
org
PT GS Battery
p.24
unresolved
org
PT Kayaba Indonesia
p.24
unresolved
org
PT Pakoakuina
p.24
unresolved
org
PT SKF Indonesia
p.24
unresolved
org
PT Toyoda Gosei Indonesia
p.24
unresolved
org
PT Akebono Brake Astra Indonesia
p.24
unresolved
org
Daniel Suryananta Akebono Brake Astra Vietnam Co., Ltd.
p.24
unresolved
org
PT Autoplastik Indonesia
p.24
unresolved
org
PT Century Batteries Indonesia
p.24
unresolved
org
PT FSCM Manufacturing Indonesia
p.24
unresolved
org
PT Menara Terus Makmur
p.24 ×2
unresolved
org
PT MetalArt Astra Indonesia
p.24
unresolved
org
PT Nusa Keihin Indonesia
p.24 ×2
unresolved
org
PT Astra Daido Steel Indonesia
p.24
unresolved
org
PT DIC Astra Chemicals
p.24
unresolved
org
PT Federal Izumi Manufacturing
p.24
unresolved
org
PT Astra Juoku Indonesia
p.24 ×2
unresolved
org
PT Astra Komponen Indonesia
p.24 ×4
unresolved
org
PT Astra Nippon Gasket Indonesia
p.24
unresolved
org
PT Astra Visteon Indonesia
p.24 ×2
unresolved
org
PT Denso Indonesia
p.24 ×5
unresolved
org
PT TD Automotive Compressor Indonesia
p.24 ×3
unresolved
org
PT Velasto Indonesia
p.24
unresolved
org
PT Ardendi Jaya Sentosa
p.24
unresolved
org
PT Senantiasa Makmur
p.24
unresolved
org
PT Akashi Wahana Indonesia
p.25
unresolved
org
PT Asano Gear Indonesia
p.25
unresolved
org
PT Astra NTN Driveshaft Indonesia
p.25
unresolved
org
PT Advics Manufacturing Indonesia
p.25
unresolved
org
PT Aisin Indonesia Automotive
p.25
unresolved
org
PT Inkoasku
p.25
unresolved
org
PT Palingda Nasional
p.25
unresolved
org
PT Topy Palingda Manufacturing Indonesia
p.25
unresolved
org
Andi Gunanto Astra Visteon Philippines Inc.
p.25
unresolved
org
Astra Visteon Vietnam Co., Ltd.
p.25
unresolved
org
PT Denso Sales Indonesia
p.25
unresolved
org
PT Hamaden Indonesia Manufacturing
p.25
unresolved
org
PT Kreasi Mandiri Wintor Distributor
p.25
unresolved
org
PT Kreasi Mandiri Wintor Indonesia
p.25
unresolved
org
Yayasan Kehati
p.40
unresolved
org
Kementerian Perindustrian
p.40 ×2
unresolved
org
Ministry of Industry
p.40 ×2
unresolved
org
PT Akashi Wahana
p.40
unresolved
org
Ministry of Environment
p.40 ×2
unresolved
org
PT Akebono Brake Astra
p.40
unresolved
org
PT Astra Daido Steel
p.41
unresolved
org
PT Astra Nippon Gasket
p.41
unresolved
org
Riset Inovasi
p.41
unresolved
org
Ministry of Energy
p.41
unresolved
org
PT Century Batteries
p.42
unresolved
org
Pemerintah Provinsi Jawa
p.42 ×3
unresolved
org
Minister of Women’s RP
p.42
unresolved
org
Minister of Women’s
p.42
unresolved
org
PT Federal Izumi
p.42
unresolved
org
PT FSCM Manufacturing
p.42
unresolved
org
Astra Visteon Philippines Inc.
p.47 ×2
unresolved
org
PT Astra Komponen Indonesia. Ketahanan Bisnis
p.49
unresolved
org
Ministry of Health
p.49
unresolved
org
Kementerian Kesehatan
p.49
unresolved
org
PT Ka Dua Empat
p.49 ×2
unresolved
person
GMS
· Komisaris
p.61
unresolved
person
Committee
· Komisaris
p.64
unresolved
org
Departemen Purchasing dan Divisi Shared Service Center
p.71
unresolved
org
PT Denso Indonesia. Management
p.71
unresolved
org
PT Astra
p.77
unresolved
org
Otoparts Tbk
p.77
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