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Penjelasan Tema
Theme Rationale
Driving Excellence
Shaping the Future
“Driving Excellence, Shaping the Future” mencerminkan ketangguhan Perseroan dalam menavigasi dinamika
pasar sepanjang tahun 2025. Di tengah volatilitas harga komoditas dan tantangan operasional, Perseroan
terus memperkuat keunggulan melalui akselerasi digitalisasi, pengelolaan lingkungan yang terintegrasi,
penguatan kapabilitas sumber daya manusia, serta peningkatan efisiensi alat berat. Upaya ini menjadi fondasi
bagi optimalisasi layanan dan produk yang adaptif terhadap perubahan, sekaligus mendukung keberlanjutan
kinerja jangka panjang.
Perseroan menegaskan arah pertumbuhan berkelanjutan melalui diversifikasi portofolio yang proaktif di
sektor mineral non-batubara dan energi terbarukan. Pembangunan ekosistem bisnis yang lebih hijau dan
berkelanjutan diwujudkan melalui peningkatan efisiensi energi, pengembangan inovasi ramah lingkungan,
penguatan kontribusi sosial, serta penerapan tata kelola yang transparan dan bertanggung jawab. Komitmen
terhadap prinsip lingkungan, sosial, dan tata kelola (ESG) terus diintegrasikan secara konsisten dalam seluruh
lini operasional.
Pengembangan sumber daya manusia dan penciptaan nilai tambah bagi seluruh pemangku kepentingan
menjadi pilar utama transformasi berkelanjutan United Tractors. Dengan mengoptimalkan kompetensi,
kolaborasi, dan budaya inovasi, Perseroan tetap optimis dalam menghadirkan solusi industri yang cerdas,
inklusif, dan berdaya saing, sekaligus memberikan dampak nyata bagi pembangunan Indonesia yang
berkelanjutan di masa depan.
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“Driving Excellence, Shaping the Future” reflects the Company’s resilience in navigating market dynamics in 2025. Amid commodity price volatility and operational challenges, the Company strengthened its competitive edge through accelerated digitalization, integrated environmental management, enhanced human capital capabilities, and improved heavy equipment efficiency, thereby establishing a foundation for optimizing adaptive services and products while supporting long-term performance sustainability. The Company has reaffirmed the direction of its sustainable growth through proactive portfolio diversification into non-coal minerals and renewable energy. The development of a greener and more sustainable business ecosystem is being advanced through improved energy efficiency, the development of environmentally friendly innovations, strengthened social contributions, and the implementation of transparent and responsible governance. Commitment to environmental, social, and governance (ESG) principles is embedded across all operational activities. Human capital development and value creation for stakeholders remain the core pillars of the Company's sustainable transformation. By optimizing competencies, collaboration, and a culture of innovation, the Company remains optimistic about delivering intelligent, inclusive, and competitive industrial solutions, while generating tangible impacts for Indonesia’s future sustainable development. PT United Tractors Tbk - 2025 Sustainability Report 1
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Daftar Isi
Table of Contents
98
ii Penjelasan Tema JEJAK LINGKUNGAN BERKELANJUTAN
Theme Rationale
Sustainable Environmental Footprint
2 Daftar Isi
Table of Contents 100 Kebijakan dan Strategi
Policy and Strategy
4
PEMBUKA
102 Ikhtisar Kinerja
Opening Performance Overview
6 Ikhtisar Keberlanjutan 103 Tata Kelola Manajemen Lingkungan
Sustainability Highlights Environmental Management Governance
14 Penghargaan dan Sertifikasi 107 Manajemen Energi dan Emisi
Awards and Certifications Energy and Emissions Management
26 Sambutan Presiden Direktur 120 Manajemen Limbah Padat
President Director’s Statement Solid Waste Management
127 Manajemen Air dan Air Limbah
34
TENTANG UNITED TRACTORS Water and Wastewater Management
About United Tractors
136 Manajemen Lahan dan Keanekaragaman Hayati
Land and Biodiversity Management
36 Sekilas Perusahaan
The Company at a Glance
142
KETAHANAN IKLIM
45 Skala Bisnis dan Bidang Usaha
Climate Resilience
Business Scale and Lines of Business
48 Kinerja Ekonomi 144 Membangun Ketahanan Iklim
Economic Performance Building Climate Resilience
146 Tata Kelola Iklim
54
KEBERLANJUTAN DI UNITED TRACTORS Climate Governance
Sustainability at United Tractors
148 Manajemen Risiko Iklim
Climate Risk Management
56 Strategi Keberlanjutan United Tractors
United Tractors Sustainability Strategy 151 Strategi Terkait Iklim
Climate-Related Strategy
62 Pencapaian Aspirasi Keberlanjutan 2030 Grup UT
UT Sustainability Performance Achievements 162 Metrik dan Target
Metrics and Targets
64 Penilaian Materialitas
Materiality Assessment
MENCIPTAKAN SUMBER DAYA MANUSIA
67 Keterlibatan Pemangku Kepentingan
Stakeholder Engagement 164 YANG UNGGUL
Developing High-Quality Human Capital
MEWUJUDKAN LINGKUNGAN KERJA
70 YANG AMAN DAN SEHAT
Creating a Safe and Healthy Work Environment
166 Kebijakan dan Strategi
Policy and Strategy
167 Ikhtisar Kinerja
72 Kebijakan dan Strategi Performance Overview
Policy and Strategy
168 Pengelolaan Sumber Daya Manusia
74 Ikhtisar Kinerja Human Capital Management
Performance Overview
176 Pengembangan Kompetensi dan Karier
74 Sistem Manajemen K3 Career and Competency Development
OHS Management System
186 Hubungan Industrial
80 Identifikasi Bahaya dan Penilaian Risiko Industrial Relations
Hazard Identification and Risk Assessment
190
83 Program Keselamatan Kerja DAMPAK POSITIF BAGI MASYARAKAT
Health Facilities and Promotion Positive Impact for Communities
88 Fasilitas dan Promosi Kesehatan
192 Kebijakan dan Strategi
Health Facilities and Promotion
Policy and Strategy
92 Sistem Manajemen Keselamatan Kontraktor
194 Ikhtisar Kinerja
Contractor Safety Management System
Performance Overview
93 Kinerja K3
OHS Performance
2 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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260
196 Program Pengembangan Masyarakat TENTANG LAPORAN KEBERLANJUTAN
Community Development Program
About the Sustainability Report
225 Pelibatan Masyarakat dan Evaluasi Program
Community Engagement and Program Evaluation 262 Pedoman dan Standar Pelaporan
Reporting Guidelines and Standards
228
TANGGUNG JAWAB KEPADA PELANGGAN 262 Periode dan Siklus Pelaporan
Responsibility to Customers Reporting Period and Cycle
263 Pernyataan Kembali
230 Kebijakan dan Strategi
Restatement
Policy and Strategy
263 Prinsip Pelaporan
231 Produk
Reporting Principles
Products
263 Batasan dan Ruang Lingkup Pelaporan
237 Layanan dan Kepuasan Pelanggan
Reporting Boundary and Scope
Customer Service and Satisfaction
266 Kriteria Pengumpulan dan Perhitungan Data
238 Pengadaan Berkelanjutan
Data Collection and Calculation Criteria
Sustainable Procurement
270 Kontribusi Perseroan Terhadap SDGs
MEMPERKUAT TATA KELOLA The Company’s Contribution to the SDGs
240 KEBERLANJUTAN
276
LAMPIRAN
Strengthening Sustainability Governance
Appendix
242 Tata Kelola Keberlanjutan
Sustainability Governance 277 Daftar Pengungkapan POJK 51/2017
POJK 51/2017 Disclosure List
248 Etika Bisnis
Business Ethics 281 Indeks Konten GRI
GRI Content Index
251 Keamanan dan Perlindungan Data Pribadi
Personal Data Security and Protection 293 Lembar Umpan Balik
Feedback Form
252 Kepatuhan Pajak
Tax Compliance
253 Kebijakan Publik
Public Policy
254 Manajemen Risiko
Risk Management
Sanggahan | Disclaimer
Laporan Keberlanjutan 2025 PT United Tractors Tbk, selanjutnya disebut “Laporan”, berisi data dan informasi bersifat material bagi para pemangku
kepentingan. Isi Laporan berasal dari analisis internal serta sumber dokumen dan narasumber yang dapat dipercaya. Laporan Keberlanjutan ini saling
melengkapi dengan Buku Laporan Tahunan 2025 PT United Tractors Tbk. Istilah “United Tractors”, "UT", "Grup UT", atau "Perseroan" yang digunakan di dalam
Laporan menekankan pada PT United Tractors Tbk.
Laporan Keberlanjutan ini berisi pernyataan-pernyataan yang beberapa di antaranya dapat dianggap sebagai pandangan masa depan (forward looking
statements), yang memiliki prospek risiko dan ketidakpastian, dan kenyataan yang terjadi mungkin dapat secara material berbeda dengan apa yang
terdapat dalam pernyataan.
The PT United Tractors Tbk 2025 Sustainability Report, hereinafter referred to as “Report”, contains material and information for stakeholders. The contents of this
Report originated from internal analysis as well as trustworthy documents and sources. This Sustainability Report is mutually complementary with Book of the
PT United Tractors Tbk 2025 Annual Report. The term "United Tractors", "UT", "UT Group", or the "Company" used in this Report emphasizes on PT United Tractors Tbk.
This Sustainability Report contains statements, some of which may be considered forward looking statements, which have the prospect of risk and uncertainty,
and their actual development may be materially different from that which is stated.
PT United Tractors Tbk - 2025 Sustainability Report 3
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Pembuka
Opening
4
01 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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Ikhtisar Keberlanjutan
6
Sustainability Highlights
Penghargaan dan Sertifikasi
14
Awards and Certifications
Sambutan Presiden Direktur
26
President Director’s Statement
PT United Tractors Tbk - 2025 Sustainability Report 5
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Pembuka
Ikhtisar Keberlanjutan
Sustainability Highlights
6 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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Opening
Ekonomi
Economy
SEOJK B.1
2025
177.6
Jumlah Aset Perseroan
Total of the Company’s Assets Rp
2023 2024
Triliun Trillion
Rp
153.7
Triliun Trillion
Rp
169.5
Triliun Trillion
Laba Bersih Perseroan 2025
The Company’s Net Income
2023 2024
Rp
14.8
Triliun Trillion
Rp
20.6
Triliun Trillion
Rp
19.5
Triliun Trillion
Pendapatan Bersih Perseroan 2025
The Company’s Net Revenue
2023 2024
Rp
131.3
Triliun Trillion
Rp
128.6
Triliun Trillion
Rp
134.4
Triliun Trillion
PT United Tractors Tbk - 2025 Sustainability Report 7
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Pembuka
Produk Ramah Lingkungan
Environmentally Friendly Products
SEOJK F.26
Komatsu PC950LC-11R
Ekskavator kelas 95 ton generasi terbaru dengan mengombinasikan mesin
SAA6D140E-7 dan kapasitas bucket 7 m3, dengan pilihan E Mode, P Mode, dan P+
Mode. Melalui konfigurasi tersebut, efisiensi bahan bakar dapat meningkat hingga
54% dibandingkan model sebelumnya.
A latest-generation 95-ton class excavator that combines the SAA6D140E-7 engine
with a 7 m³ bucket capacity and is equipped with E Mode, P Mode, and P+ Mode
options. Through this configuration, fuel efficiency can be improved by up to 54%
compared with the previous model.
Hydrogen Tower Lamp
Inovasi R&D Patria yang memanfaatkan kombinasi fuel cell 5 kW dan panel surya 3,5 kWp
untuk menyuplai energi ke lampu LED 4 x 500 Watt secara mandiri tanpa bergantung pada
diesel maupun jaringan listrik. Efisiensi fuel cell mencapai 45%, sekitar 15% lebih tinggi
dibandingkan tower lamp ICE yang berada di kisaran 30%.
An innovation developed by Patria’s R&D that utilizes a combination of a 5 kW fuel cell and a 3.5
kWp solar panel to supply power independently to four 500-watt LED lamps without relying on
diesel or grid electricity. The fuel cell achieves an efficiency of up to 45%, around 15% higher than
conventional ICE-based tower lamps, which typically operate at about 30%.
Komatsu Battery Forklift
Menggunakan lithium traction battery dengan waktu pengisian cepat hingga 2 jam
serta dilengkapi Battery Management System untuk pemantauan kinerja secara daring.
Teknologi ini menghasilkan penggunaan energi lebih efisien dan menekan konsumsi
listrik PLN.
Uses a lithium traction battery with fast charging of up to 2 hours and is equipped with a
Battery Management System for online performance monitoring. This technology enables
more efficient energy use and helps reduce electricity consumption from the grid.
Toyota Forklift Fuel Cell 70-8FBE18
Forklift berbahan bakar hidrogen pertama di Indonesia ini menandai babak baru transformasi
energi di sektor industri. Mengusung teknologi fuel cell tanpa emisi karbon langsung, inovasi ini
menawarkan alternatif yang lebih bersih dibandingkan forklift konvensional. Selain itu, pengisian
penuh hidrogen hanya memakan waktu 3 menit dan mampu dioperasikan selama 8 jam.
Indonesia’s first hydrogen-powered forklift marks a new chapter in the energy transformation
of the industrial sector. Equipped with fuel cell technology that produces no direct carbon
emissions, this innovation offers a cleaner alternative to conventional forklifts. In addition, a full
hydrogen refueling takes only about 3 minutes and enables up to 8 hours of operation.
8 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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Opening
Aspirasi Keberlanjutan 2030 UT
UT 2030 Sustainability Aspirations
SEOJK B.2, B.3
SDG 2025 2024* 2023*
Setara dengan
459.218,11 ton CO2eq penurunan
Penurunan Emisi Gas emisi gas rumah kaca dari
Rumah Kaca baseline 2019
12.03% 11.02% 10.21%
Greenhouse Gas Equivalent to 459,218.11 tons
Emissions Reduction of CO2eq greenhouse gas
emissions reduction from
2019 baseline
Setara dengan 24.330.507,41 GJ
Bauran Energi
bauran energi terbarukan
Terbarukan 36.17% 31.92% 30.43%
Equivalent to 24,330,507.41 GJ
Renewable Energy Mix
renewable energy mix
Setara dengan
1.285,62 Megaliter
Penurunan Intensitas pengurangan pengambilan air
Pengambilan Air dari baseline 2019
23.09% 14.81% 19.75%
Water Withdrawal Equivalent to
Intensity Reduction 1,285.62 Megaliters of water
withdrawal reduction from
2019 baseline
Setara dengan 40.349,94 ton
Limbah Padat Terolah limbah padat terolah
73.84% 68.44% 53.64%
Solid Waste Diverted Equivalent to 40,349.94 tons of
solid waste diverted
Tingkat Lost Time
Injury Frequency Rate
(LTI-FR) - 0.09 0.12 0.10
Lost Time Injury
Frequency Rate (LTI-FR)
Akumulasi jumlah penerima
Jumlah Penerima manfaat baru sejak 2021
Manfaat The accumulation of the 743,313 630,023 536,362
Total of Beneficiaries number of new beneficiaries
from 2021
Keterangan: Note:
- Angka penurunan emisi gas rumah kaca merupakan angka net emission - The greenhouse gas emission reduction figure represents net emissions,
yang diperoleh setelah dikurangi dari efisiensi energi, pemanfaatan calculated after accounting for energy efficiency, the use of renewable
energi terbarukan, serta pembelian REC dan kredit karbon. energy, and the purchase of RECs and carbon credits.
* Terdapat penyajian kembali karena karena adanya perbaikan metode * A restatement has been made due to improvements in calculation
perhitungan dan perluasan cakupan data. methodologies and the expansion of data scope.
PT United Tractors Tbk - 2025 Sustainability Report 9
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Pembuka
Lingkungan
Environment
SEOJK B.2
Pelestarian Keanekaragaman Hayati
Biodiversity Conservation
6 Lokasi
Locations
269,996 Pohon
Trees
yang Berhasil Ditanam pada Program
Program Pelestarian Keanekaragaman Trees Planting
Hayati yang dilakukan, di antaranya program
Planted through Trees Planting Program
Pembinaan Hutan Adat (RTH Hemaq Beniung)
(5.000 ha), Konservasi Hutan Mangrove di Pantai
Lamaru (0,5 ha), pembinaan Taman Hutan
Kampus IPB (0,09 ha), pembinaan area revegetasi
dan penghindaran deforestasi Gunung Arjuno
(500,7 ha) dan Taman Kanal Banjir Timur (3,94
5,563 ha
ha), serta konservasi flora dan fauna di Aek Pahu
Tapanuli Selatan (57,42 ha). GRI 304-2
The Biodiversity Conservation Programs
implemented include the Indigenous Forest Luas Area Konservasi atau Habitat
Development Program (RTH Hemaq Beniung) yang Dikelola Perseroan
(5,000 ha), mangrove forest
of Conservation or Habitat Area
conservation at Lamaru Beach
Managed by the Company
(0.5 ha), development of the IPB
Campus Forest Park (0.09 ha),
management of revegetation
areas and efforts to prevent
deforestation in Mount Arjuno
(500.7 ha) and the East Flood
Canal Park (3.94 ha), as well as
flora and fauna conservation in
Aek Pahu, South Tapanuli
(57.42 ha). GRI 304-2
10 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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Opening
Sosial
Social
SEOJK B.3
Pengembangan SDM
People’s Development
79,583
Partisipan UTSMART*
UTSMART Participants*
* Jumlah partisipan yang mengikuti
UT SMART di masing-masing modul, 1
peserta bisa mengikuti lebih dari 1 modul.
100%
The number of participants who take Cakupan Pelatihan
UTSMART in each module, one participant
can take more than one module. Training Coverage
2025
Deskripsi
Jenis Jumlah Rata-Rata Peningkatan
Description
Type Total Average Improvement
Pre-test Fase 10
56.37
Kualitas Peningkatan Pengetahuan Pre-test Phase 10
62.9%
Knowledge Improvement Quality Post-test Fase 10
91.87
Post-test Phase 10
Pre-Evaluasi Fase 70
61.22
Kualitas Peningkatan Skill Pre-Evaluation Phase 70
35.8%
Skill Enhancement Quality Post-Evaluasi Fase 70
83.16
Post-Evaluation Phase 70
PT United Tractors Tbk - 2025 Sustainability Report 11
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Pembuka
Pelatihan Karyawan
Employee Training
Keterangan Satuan
2025 2024 2023
Description Unit
Direksi
75 74 114
Directors
GM
77 108 114
GM
Manajer
536 530 573
Manager Peserta
Supervisor Participants
7,131 10,066 397
Supervisor
Staf
30,956 28,566 308
Staff
Total
38,775 39,344 1,506
Total
Total Jam Pelatihan Jam
1,297,802 1,484,107 1,588,497
Total Training Hours Hours
12 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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Opening
Tanggung Jawab Sosial Perusahaan
Corporate Social Responsibility
Pilar Pendidikan Pilar Kewirausahaan
Education Pillar Entrepreneurship Pillar
61,873 5,311
Penerima manfaat Penerima manfaat
Beneficiaries Beneficiaries
2,240 2,950
Sekolah Binaan Grup UT UMKM Binaan Grup UT Hasil Kolaborasi
Seluruh Jenjang dengan YDBA dan Kemenkop UKM RI
UT Group Fostered School at All Levels MSMEs Assisted by UT Group in collaboration with
YDBA and the Ministry of Cooperative and SMEs of the
Republic of Indonesia
Pilar Kesehatan Pilar Lingkungan
Health Pillar Environmental Pillar
35,330 10,776 131
Penerima manfaat Penerima manfaat Jumlah Sekolah
Beneficiaries Beneficiaries Adiwiyata
Binaan Grup UT
14,037 269,996
Adiwiyata Schools
Supported by the
UT Group
Kantong Darah yang Terkumpul Pohon pada Program
36
pada Program Donor Darah Grup UT Trees Planting
Blood Bags Collected through the UT Group Tree Planted through Tree
Blood Donation Program Planting Program
Proklim Grup UT
352 183
UT Group Proklim
Posyandu Binaan Grup UT di Area Bank Sampah
Cabang & Site UT Binaan Grup UT
Assisted Community Health Posts (Posyandu) Waste Banks Supported
under the UT Group across Branch and Site Areas by the UT Group
PT United Tractors Tbk - 2025 Sustainability Report 13
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Pembuka
Penghargaan dan Sertifikasi
Awards and Certifications
Penghargaan
Awards
Nama
Nama Penghargaan Penyelenggara
Perusahaan AHEMCE
Award Name Organizer
AHEMCE Company Name
PT United Tractors Tbk Peringkat #Star 5 pada TOP CSR Award 2025 TOP Business
#5 Star Rating in the TOP CSR Award 2025
• HR Asia Best Companies to Work for in Asia HR Asia dan Business Media
• HR Asia Sustainable Workplace Awards International
pada HR Asia Best Companies to Work for in Asia 2025 HR Asia and Business Media
International
• HR Asia Best Companies to Work for in Asia
• HR Asia Sustainable Workplace Awards
in the HR Asia Best Companies to Work for in Asia 2025
Indonesia DEI & ESG Awards 2025 PR Indonesia Group
• The Best Occupational Safety and Health Performance in Heavy First Indonesia
Equipment & Mining Sector
• The Best Safety Program, The Best Occupational Health
Excellence Program
• The Best Leadership on OHS Culture
pada Penghargaan OHS Asia’s Summit 2025
• The Best Occupational Safety and Health Performance in Heavy
Equipment & Mining Sector
• The Best Safety Program, The Best Occupational Health
Excellence Program
• The Best Leadership on OHS Culture
in the OHS Asia’s Summit 2025 Award
• Platinum Kategori Efisiensi Air dan Penurunan Beban Sucofindo
Pencemaran Air
• Platinum Kategori Pengurangan dan Pemanfaatan Limbah B3
pada Environmental and Social Innovation Awards (ENSIA) 2025
• Platinum Category for Water Efficiency and Reduction of
Water Pollution
• Platinum Category for Reduction and Utilization of
Hazardous Waste
in the Environmental and Social Innovation Awards (ENSIA) 2025
Eco-Innovation pada Apresiasi ESG 2025 Investor Daily Indonesia
Eco-Innovation in the ESG Appreciation 2025
14 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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Opening
Nama
Nama Penghargaan Penyelenggara
Perusahaan AHEMCE
Award Name Organizer
AHEMCE Company Name
PT United Tractors Tbk Program Sekolah Binaan United Tractors (SOBAT) pada CNN CNN Indonesia
Indonesia Awards 2025
Program Sekolah Binaan United Tractors (SOBAT) in the CNN
Indonesia Awards 2025
The Transformational Industrial Leader pada TOP CEO Indonesia IDNFinancials dan Metro TV
Awards 2025 IDNFinancials and Metro TV
The Transformational Industrial Leader in the TOP CEO Indonesia
Awards 2025
Analyst's Favorite Listed Company in the Industrials Sector pada Perkumpulan Analisis Efek
CSA Awards 2025 Indonesia (PAEI) dan CSA
Analyst's Favorite Listed Company in the Industrials Sector pada Community
CSA Awards 2025 Indonesian Securities Analysts
Association (PAEI) and CSA
Community
PT Agincourt Resources Juara 3 Kategori Community Health and Well-being pada Astra PT Astra International Tbk
Corporate Affairs Awards 2024
3rd Place of Community Health and Well-being Category in the Astra
Corporate Affairs Awards 2024
Bronze Award pada 4th Indonesia Diversity, Equality and Inclusion & PR Indonesia
Environmental, Social, and Governance Awards (IDEAS) 2025
Bronze Award in the 4th Indonesia Diversity, Equality and Inclusion &
Environmental, Social, and Governance Awards (IDEAS) 2025
Bintang Lima pada TOP CSR Awards 2025 Majalah Top Business
Five-Star in TOP CSR Awards 2025
• Juara 1 Piala Emas – Predikat The Best Captain dan Kategori High Indonesia Emergency Rescue
Angle Rescue & Technic (HART) Competition (IMERC)
• Juara 2 Piala Perak – Kategori Under Water Rescue & Recovery
(UWR)
pada Indonesia Emergency Rescue Competition (IMERC) 2025
• 1st Place of Gold Trophy – Best Captain and High Angle Rescue &
Technique (HART) Category
• 2nd Place of Silver Trophy – Underwater Rescue & Recovery (UWR)
Category
in the Indonesia Emergency Rescue Competition (IMERC) 2025
Tujuh Penghargaan pada Eco-Tech Pioneer and Sustainability Departemen Teknik Lingkungan,
Awards (EPSA) 2025 Universitas Diponegoro
Seven Awards in the Eco-Tech Pioneer and Sustainability Awards Department of Environmental
(EPSA) 2025 Engineering, Diponegoro
University
Silver Award Program Petani Milenial pada Anugerah BISRA 2025 Bisnis Indonesia Group
Silver Award for the Millennial Farmers Program in the BISRA Awards
2025
Penghargaan Subroto 2025 Kementerian ESDM
Subroto Awards 2025 Ministry of Energy and Mineral
Resources
PT United Tractors Tbk - 2025 Sustainability Report 15
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Pembuka
Nama
Nama Penghargaan Penyelenggara
Perusahaan AHEMCE
Award Name Organizer
AHEMCE Company Name
PT Agincourt Resources “Siaga, Sigap, Juara” ERT Sahala Bersinar pada Indonesia Rescue Kementerian Koordinator
Summit 2025 Bidang Pembangunan Manusia
“Siaga, Sigap, Juara” ERT Sahala Bersinar in the Indonesia Rescue dan Kebudayaan
Summit 2025 Coordinating Ministry for
Human Development and
Cultural Affairs
PT Kalimantan Prima Indonesia Green Awards 2025 The La Tofi School of CSR
Persada
• Platinum for Best in Indonesia Award The Pinnacle Group
• Platinum for Empowerment of Women Award International
• Gold for Best Community Program Award
• Gold for Excellence in Provision of Literacy and Education Award
• Silver for Best Environmental Excellence Award
pada The 17th Annual Global CSR & ESG Summit 2025
• Platinum for Best in Indonesia Award
• Platinum for Empowerment of Women Award
• Gold for Best Community Program Award
• Gold for Excellence in Provision of Literacy and Education Award
• Silver for Best Environmental Excellence Award
in the 17th Annual Global CSR & ESG Summit 2025
Indonesia Best Companies in HSE Implementation SWA Media Group
World Safety Organization Indonesia Safety Culture Award World Safety Organization
The HR Asia Best Companies to Work for in Asia Awards HR Asia
• Predikat Investment in People Enterprise Asia
• Predikat Health, Safety, and Well-being for All
pada The Asia Responsible Enterprise Awards (AREA) 2025
• Investment in People Award
• Health, Safety, and Well-being for All Award
in the Asia Responsible Enterprise Awards (AREA) 2025
Predikat Diamond dan Platinum pada TKMPN XXIX 2025 Wahana Kendali Mutu
Diamond and Platinum Awards in the TKMPN XXIX 2025
Proklim Lestari 2025 Kementerian Lingkungan Hidup
Ministry of Environment
PT Komatsu Bintang Empat pada TOP CSR Award 2025 TOP Business Magazine
Remanufacturing Asia Four-Star in the TOP CSR Awards 2025
The HR Asia Best Companies to Work for in Asia Awards HR Asia
Special Prize pada SC Convention FY2024 Japan Komatsu Ltd – Japan
Gold Prize pada QC Staff Convention 2025 Komatsu Ltd – Japan
PT Bhumi Jati Power Bintang Empat pada TOP CSR Awards 2025 TOP Business Magazine
Four-Star in the TOP CSR Awards 2025
Predikat Emas untuk Implementasi Sistem Manajemen Keamanan Markas Besar Kepolisian Negara
Obvitnas Republik Indonesia
Gold Award for the Implementation of the Obvitnas Security Indonesia National Police
Management System Headquarters
PT Energia Prima Penghargaan Efisiensi Energi Nasional (PEEN) Kementerian ESDM
Nusantara National Energy Efficiency Award (PEEN) Ministry of Energy and
Mineral Resources
Predikat Gold dan Diamond TKMPN
Gold and Diamond Awards
16 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
Page 19
Opening
Nama
Nama Penghargaan Penyelenggara
Perusahaan AHEMCE
Award Name Organizer
AHEMCE Company Name
PT Pamapersada Indonesia Best Workplace Awards 2025 HR Asia
Nusantara
Indonesia Rescue Summit 2025 Kementerian Koordinator
Bidang Pembangunan Manusia
dan Kebudayaan
Coordinating Ministry for
Human Development and
Cultural Affairs
PT Acset Indonusa Tbk Penghargaan Kecelakaan Nihil Dinas Tenaga Kerja dan
Zero Accident Award Transmigrasi Provinsi Banten
Manpower and Transmigration
Office of Banten Province
Yayasan Karya Bakti Penghargaan Diversity, Equality, and Inclusion Excellence pada Olahkarsa
United Tractors Indonesia Corporate Sustainability Award (ICSA)
Diversity, Equality, and Inclusion Excellence Award in the Indonesia
Corporate Sustainability Award (ICSA)
PT Bina Pertiwi • Gold pada Kategori Best Employer Branding Program Employee Experience Awards
• Silver pada Best Employee Advocacy Program 2025
• Silver pada Best Learning Culture Journey
pada HC Excellence Award 2024
• Gold for Best Employer Branding Program
• Silver for Best Employee Advocacy Program
• Silver for Best Learning Culture Journey
in the HC Excellence Award 2024
Platinum Award Kategori DMAIC pada Inovasi Opexcon Opexcon
Platinum Award for DMAIC Category in the Inovasi Opexcon
Corporate Sustainability Initiative Majalah SWA
PT Asmin Bara Bronang • Juara 1 Astra Friendly Company Kategori Entrepreneurship & PT Astra International Tbk
Economic Growth
• Juara 3 Astra Security Management System Kategori Security
Culture Ownership
• Juara 3 Astra Security Management System Kategori Optimal
Technology Utilization
pada Corporate Affair Awards 2025
• 1st Place of Astra Friendly Company for Entrepreneurship &
Economic Growth Category
• 3rd Place of Astra Security Management System for Security
Culture Ownership Category
• 3rd Place of Astra Security Management System for Optimal
Technology Utilization Category
in the Corporate Affair Awards 2025
Silver Best Community Program pada Global CSR & ESG Summit and The Pinnacle Group
Awards 2025 International
Silver for Best Community Program in the Global CSR & ESG Summit
and Awards 2025
Gold Kategori Economic Empowerment pada Indonesia Social Indonesia Social Responsibility
Responsibility Award (ISRA) Award (ISRA)
Gold for Economic Empowerment Category in Indonesia Social
Responsibility Award (ISRA)
PT United Tractors Tbk - 2025 Sustainability Report 17
Page 20
Pembuka
Nama
Nama Penghargaan Penyelenggara
Perusahaan AHEMCE
Award Name Organizer
AHEMCE Company Name
PT Asmin Bara Bronang • Silver Kategori Inovasi Lingkungan Penurunan Emisi PT Sucofindo (Persero)
• Gold Kategori Inovasi Lingkungan Pengelolaan Sampah
• Platinum Kategori Inovasi Pengelolaan Perlindungan
Keanekaragaman Hayati
pada Environmental & Social Innovation Awards (ENSIA) 2025
• Silver for Environmental Innovation for Emission Reduction
Category
• Gold for Environmental Innovation for Waste Management
Category
• Platinum for Biodiversity Protection Management Innovation
Category
in the Environmental & Social Innovation Awards (ENSIA) 2025
PT Suprabari Juara 1 Astra Friendly Company Kategori Conservation & Biodiversity PT Astra International Tbk
Mapanindo Mineral pada Corporate Affair Awards 2025
1st Place of Astra Friendly Company for Conservation & Biodiversity
Category in the Corporate Affair Awards 2025
Bronze Best Community Program pada Global CSR & ESG Summit The Pinnacle Group
and Awards 2025 International
Bronze for Best Community Program in the Global CSR & ESG
Summit and Awards 2025
• Platinum Kategori Biodiversity Conservation – Program Indonesia Social Responsibility
Konservasi Ekosistem Lahan Gambut Award (ISRA)
• Bronze Kategori Economic Empowerment – Program Budidaya
Perikanan Keramba
pada Indonesia Social Responsibility Award (ISRA)
• Platinum for Biodiversity Conservation Program – Peatland
Ecosystem Conservation Program
• Bronze for Economic Empowerment Category – Net Cage
Aquaculture Program
in the Indonesia Social Responsibility Award (ISRA)
• Gold – Inovasi Lingkungan Efisiensi Energi PT Sucofindo (Persero)
• Gold – Inovasi Lingkungan Pengelolaan Sampah
• Gold – Inovasi Sosial
• Silver – Inovasi Lingkungan Penurunan Emisi
• Platinum – Inovasi Lingkungan Efisiensi Air dan Penurunan Beban
Pencemaran Air
• Platinum – Inovasi Lingkungan Pengurangan dan Pemanfaatan
Limbah B3
• Platinum – Inovasi Pengelolaan Perlindungan Keanekaragaman
Hayati
pada Environmental & Social Innovation Awards (ENSIA) 2025
• Gold – Environmental Innovation in Energy Efficiency
• Gold – Environmental Innovation in Waste Management
• Gold – Social Innovation
• Silver – Environmental Innovation in Emission Reduction
• Platinum – Environmental Innovation in Water Efficiency and
Reduction of Water Pollution Load
• Platinum – Environmental Innovation in Reduction and Utilization
of B3 Waste
• Platinum – Biodiversity Protection Management Innovation
in the Environmental & Social Innovation Awards (ENSIA) 2025
Trophy Program Kampung Iklim Desa Pendreh (Desa Binaan SMM) Kementerian Lingkungan Hidup
Trophy for the Climate Village Program (Proklim) at Pendreh Village dan Kehutanan (KLHK)
(SMM Assisted Village) Ministry of Environment and
Forestry
18 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
Page 21
Opening
Nama
Nama Penghargaan Penyelenggara
Perusahaan AHEMCE
Award Name Organizer
AHEMCE Company Name
PT Suprabari Gold Award – Pemanfaatan Limbah Kotoran Hewan pada Indonesia Corporate Forum for CSR
Mapanindo Mineral SDGs Awards (ISDA) Development (CFCD)
Gold Award – Utilization of Animal Manure Waste in the Indonesia
SDGs Awards (ISDA)
PT Telen Orbit Prima Gold Kategori Health Quality Improvement pada Indonesia Social Indonesia Social Responsibility
Responsibility Award (ISRA) Award (ISRA)
Gold for Health Quality Improvement Category in the Indonesia
Social Responsibility Award (ISRA)
Best Small-Scale Coal Mining Company in Southeast Asia pada ASEAN Centre for Energy (ACE)
ASEAN Energy Awards
Best Small-Scale Coal Mining Company in Southeast Asia at the
ASEAN Energy Awards
Gold Award – Sumber Air Su Dekat: Peningkatan Kualitas dan Akses Corporate Forum for CSR
Air Bersih dan Minum bagi Masyarakat Desa Buhut Jaya Development (CFCD)
Gold Award – Sumber Air Su Dekat: Improving the Quality and
Access to Clean and Drinking Water for the Community of Buhut
Jaya Village
PT Tuah Turangga Agung Predikat Gold dan Platinum pada TKMPN XXIX PT Wahana Kendali Mutu &
Gold and Platinum Award in the TKMPN XXIX Asosiasi Manajemen Mutu dan
Produktivitas Indonesia (AMMPI)
PT Wahana Kendali Mutu
& Indonesian Quality and
Productivity Management
Association (AMMPI)
Platinum Award – Konservasi Ekosistem Lahan Gambut pada Corporate Forum for CSR
Indonesia SDGs Awards (ISDA) 2025 Development (CFCD)
Platinum Award – Peatland Ecosystem Conservation in the
Indonesia SDGs Awards (ISDA) 2025
PT United Tractors Pandu Indonesia Sustainability Award 2025 First Indonesia Magazine
Engineering
Sustainability Communication Award 2025 La Tofi School Social &
Responsibility
Predikat Platinum SSNT TKMPN
SSNT Platinum Award
PT Patria Maritim Perkasa 1st Best Participant of Solid Waste Management Project PT Astra International Tbk
Predikat Platinum pada TKMPN XXIX TKMPN
Platinum Award in the TKMPN XXIX
PT Patria Maritim Lines Juara 1 Group 4 pada Astra Awards 2025 PT Astra International Tbk
1st Place of Group 4 in the Astrea Awards 2025
Predikat Platinum dan Gold pada TKMPN XXIX TKMPN
Platinum and Gold Awards in the TKMPN XXIX
Informasi lebih rinci mengenai penghargaan dapat More detailed information regarding the awards can
dilihat di situs web United Tractors dan Laporan be found on the United Tractors website and in the
Tahunan. Annual Report.
PT United Tractors Tbk - 2025 Sustainability Report 19
Page 22
Pembuka
Sertifikasi
Certifications
Masa Berlaku
Nama Sertifikasi Nama Perusahaan/Cabang/Site/Plant Sertifikat Pemberi Sertifikat
Certification Name Company/Branch/Site/Plant Name Certification Issuer
Validity Period
ISO 14001:2015 PT United Tractors Tbk - Kantor Pusat |
2025-2029 LRQA Limited
Sistem Manajemen Lingkungan Head Office
Environmental Management System PT Acset Indonusa Tbk 2023-2026 TUV NORD
PT Acset Pondasi Indonusa - Kantor Pusat |
2023-2026 TUV NORD
Head Office
PT Bintai Kindenko Engineering Indonesia 2025-2028 KAN
PT Agincourt Resources 2023-2026 SGS
PT Energia Prima Nusantara - PLTU Pama 01 2025-2028 Sucofindo
PT United Tractors Pandu Engineering - Kantor PT Intertek SAI Global
2023-2026
Pusat | Head Office Indonesia
PT Patria Maritim Perkasa 2024-2027 Bureau Veritas
PT Pamapersada Nusantara - Site ABKL 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site JIEP 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site ARIA 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site ASMI 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BAYA 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BEKB 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BRCB 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BRCG 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BTSJ 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site INDO 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site KIDE 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site KPCB 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site KPCS 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site MTBU 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site SMMS 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site TCMM 2024-2027 PT TÜV SÜD Indonesia
PT Kalimantan Prima Persada 2024-2027 PT TÜV SÜD Indonesia
PT Asmin Bara Bronang - Kapuas Tengah 2023-2026 SGS
PT Suprabari Mapanindo Mineral - Barito Utara 2023-2026 SGS
PT Telen Orbit Prima - Kapuas Tengah 2023-2026 SGS
ISO 14064-1:2018 PT United Tractors Tbk - Kantor Pusat |
2024-2025 Mutuagung Lestari
Spesifikasi dengan Panduan di Head Office
Tingkat Organisasi untuk Kuantifikasi
dan Pelaporan Emisi dan Penyerapan
Tidak ada masa
Gas Rumah Kaca
berlaku
Specification with Guidance at the PT Pamapersada Nusantara - Site KIDE PT TÜV SÜD Indonesia
No expiration
Organization Level for Quantification
date
and Reporting of Greenhouse Gas
Emissions and Removals
20 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
Page 23
Opening
Masa Berlaku
Nama Sertifikasi Nama Perusahaan/Cabang/Site/Plant Sertifikat Pemberi Sertifikat
Certification Name Company/Branch/Site/Plant Name Certification Issuer
Validity Period
ISO 17025:2017
PT Asmin Bara Bronang - Kapuas Tengah 2022-2027 KAN
Persyaratan Umum untuk Kompetensi
Laboratorium Pengujian dan Kalibrasi
PT Telen Orbit Prima - Kapuas Tengah 2025-2029 KAN
General Requirements for the
Competence of Testing and
PT Suprabari Mapanindo Mineral - Barito Utara 2023-2028 KAN
Calibration Laboratories
ISO 27001:2022
Sistem Manajemen Keamanan
Informasi PT Agincourt Resources 2025-2028 SGS
Information Security
Management System
ISO 37001:2016
Sistem Manajemen Anti
PT Acset Indonusa Tbk 2023-2026 TUV NORD
Penyuapan (SMAP)
Anti-bribery Management System
ISO 45001 - EHS 2018 PT Acset Pondasi Indonusa - Kantor Pusat |
2023-2026 TUV NORD
Head Office
ISO 45001:2018 PT Pamapersada Nusantara - Site ABKL 2024-2027 PT TÜV SÜD Indonesia
Sistem Manajemen Kesehatan dan PT Pamapersada Nusantara - Site JIEP 2024-2027 PT TÜV SÜD Indonesia
Keselamatan Kerja
PT Pamapersada Nusantara - Site ARIA 2024-2027 PT TÜV SÜD Indonesia
Occupational Health and Safety
Management System PT Pamapersada Nusantara - Site ASMI 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BAYA 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BEKB 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BRCB 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BRCG 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BTSJ 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site INDO 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site KIDE 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site KPCB 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site KPCS 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site MTBU 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site SMMS 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site TCMM 2024-2027 PT TÜV SÜD Indonesia
PT Asmin Bara Bronang - Kapuas Tengah 2023-2026 SGS
PT Suprabari Mapanindo Mineral - Barito Utara 2023-2026 SGS
PT Telen Orbit Prima - Kapuas Tengah 2023-2026 SGS
PT United Tractors Tbk - Kantor Pusat |
2025-2029 LRQA Limited
Head Office
PT Acset Indonusa Tbk 2023-2026 TUV NORD
PT Bintai Kindenko Engineering Indonesia 2025-2028 KAN
PT Agincourt Resources 2023-2026 SGS
PT Energia Prima Nusantara - PLTU Pama 01 2025-2028 Sucofindo
PT United Tractors Pandu Engineering - Kantor PT Intertek SAI Global
2023-2026
Pusat | Head Office Indonesia
PT Patria Maritim Perkasa 2024-2027 Bureau Veritas
PT Kalimantan Prima Persada 2024-2027 PT TÜV SÜD Indonesia
PT United Tractors Tbk - 2025 Sustainability Report 21
Page 24
Pembuka
Masa Berlaku
Nama Sertifikasi Nama Perusahaan/Cabang/Site/Plant Sertifikat Pemberi Sertifikat
Certification Name Company/Branch/Site/Plant Name Certification Issuer
Validity Period
ISO 50001:2018 PT United Tractors Tbk - Kantor Pusat |
2026-2027 LRQA Limited
Sistem Manajemen Energi Head Office
Energy Management System PT Agincourt Resources 2025-2028 SGS
PT Energia Prima Nusantara - PLTU Pama 01 2025-2028 Sucofindo
PT Pamapersada Nusantara - Site JIEP 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site ABKL 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site ARIA 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site ASMI 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BAYA 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BEKB 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BRCB 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site INDO 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site KIDE 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site KPCS 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site MTBU 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site SMMS 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site TCMM 2024-2027 PT TÜV SÜD Indonesia
ISO 9001:2015 PT United Tractors Tbk - Kantor Pusat |
2025-2028 LRQA Limited
Sistem Manajemen Mutu Head Office
Quality Management System PT Acset Indonusa Tbk 2025-2029 TUV NORD
PT Acset Pondasi Indonusa - Kantor Pusat |
2023-2026 TUV NORD
Head Office
PT Bintai Kindenko Engineering Indonesia 2025-2028 KAN
PT Agincourt Resources 2025-2028 SGS
PT Energia Prima Nusantara - PLTU Pama 01 2025-2028 Sucofindo
PT United Tractors Pandu Engineering - PT Intertek SAI Global
2023-2026
Kantor Pusat | Head Office Indonesia
PT United Tractors Pandu Engineering
PT Intertek SAI Global
Production Plant 2 Division - 2023-2026
Indonesia
Jakarta Plant (RJKT)
PT United Tractors Pandu Engineering
PT Intertek SAI Global
Production Plant 2 Division - 2023-2026
Indonesia
Balikpapan Sudirman Plant (RBPS)
PT United Tractors Pandu Engineering
PT Intertek SAI Global
Production Plant 2 Division - 2023-2026
Indonesia
Balikpapan Mulawarman Plant (RBPM)
PT United Tractors Pandu Engineering
PT Intertek SAI Global
Production Plant 2 Division - 2023-2026
Indonesia
Timika Plant (RTMK)
PT Patria Maritime Lines 2024-2027 SAI Global
PT Triatra Sinergia Pratama 2023-2026 SGS
PT Pamapersada Nusantara - Site ABKL 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site JIEP 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site ARIA 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site ASMI 2024-2027 PT TÜV SÜD Indonesia
22 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
Page 25
Opening
Masa Berlaku
Nama Sertifikasi Nama Perusahaan/Cabang/Site/Plant Sertifikat Pemberi Sertifikat
Certification Name Company/Branch/Site/Plant Name Certification Issuer
Validity Period
ISO 9001:2015 PT Pamapersada Nusantara - Site BAYA 2024-2027 PT TÜV SÜD Indonesia
Sistem Manajemen Mutu PT Pamapersada Nusantara - Site BEKB 2024-2027 PT TÜV SÜD Indonesia
Quality Management System
PT Pamapersada Nusantara - Site BRCB 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BRCG 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site BTSJ 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site INDO 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site KIDE 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site KPCB 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site KPCS 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site MTBU 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site SMMS 2024-2027 PT TÜV SÜD Indonesia
PT Pamapersada Nusantara - Site TCMM 2024-2027 PT TÜV SÜD Indonesia
PT Kalimantan Prima Persada 2024-2027 PT TÜV SÜD Indonesia
PT Asmin Bara Bronang - Kapuas Tengah 2023-2026 SGS
PT Prima Multi Mineral - Banjarmasin 2023-2026 SGS
PT Suprabari Mapanindo Mineral - Barito Utara 2023-2026 SGS
PT Telen Orbit Prima - Kapuas Tengah 2023-2026 SGS
Sistem Manajemen Keselamatan dan Kementerian
PT United Tractors Tbk - Kantor Pusat |
Kesehatan Kerja (SMK3) 2024-2027 Ketenagakerjaan
Head Office
Occupational Health and Safety Ministry of Manpower
Management System
Kementerian
PT United Tractors Tbk - Balikpapan 2024-2027 Ketenagakerjaan
Ministry of Manpower
Kementerian
PT Acset Pondasi Indonusa - Kantor Pusat |
2024-2027 Ketenagakerjaan
Head Office
Ministry of Manpower
Kementerian
PT Patria Maritim Perkasa 2028 Ketenagakerjaan
Ministry of Manpower
Sistem Manajemen Keselamatan dan
Kesehatan Kerja (SMK3) Tingkat Awal
Kementerian
(64 Kriteria)
PT Bintai Kindenko Engineering Indonesia 2023-2026 Ketenagakerjaan
Occupational Health and Safety
Ministry of Manpower
Management System Initial Level
(64 Criteria)
Sistem Manajemen Keselamatan
dan Kesehatan Kerja (SMK3) Tingkat
Kementerian
Lanjutan (166 Kriteria)
PT Acset Indonusa Tbk 2023-2026 Ketenagakerjaan
Occupational Health and Safety
Ministry of Manpower
Management System Advanced Level
(166 Criteria)
Akreditasi PAMA Learning Center PT Pamapersada Nusantara - Kantor Pusat |
2023-2028 KA-LDP-ESDM
PAMA Learning Center Accreditation Head Office
Greenship Existing Building V.1.1. PT Pamapersada Nusantara - Kantor Pusat | Green Building
2023-2026
Level Platinum Head Office Council Indonesia
PT United Tractors Tbk - 2025 Sustainability Report 23
Page 26
Pembuka
Masa Berlaku
Nama Sertifikasi Nama Perusahaan/Cabang/Site/Plant Sertifikat Pemberi Sertifikat
Certification Name Company/Branch/Site/Plant Name Certification Issuer
Validity Period
International Ship and Port Facility PT Patria Maritim Perkasa - Kantor Pusat | 2028 Kementerian
Security (ISPS) Head Office Perhubungan,
Direktorat Jenderal
Perhubungan Laut,
Jakarta
Ministry of
Transportation,
Directorate General
of Sea Transportation,
Jakarta
International Safety Management PT Patria Maritime Lines 2022-2026 Direktorat Jenderal
Code (ISM Code) Perhubungan Laut
Directorate General
of Sea Transportation
Kriteria Implementasi Praktik PT Bina Pertiwi - Kantor Pusat | Head Office 2025-2027 Astra
Ke-HRD-an Astra
Astra HR Practices Implementation
Criteria
Sertifikat Greenship Gedung PT United Tractors Tbk - Kantor Pusat | 2023-2026 Green Building
Terbangun V.1.1 Head Office Council Indonesia
Greenship Certification for Existing
Building V.1.1
Sertifikat Greenship NZH V.1.0 PT United Tractors Tbk - Kantor Pusat | 2023-2027 Green Building
Greenship NZH Certificate V.1.0 Head Office Council Indonesia
24 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
Page 27
Opening PT United Tractors Tbk - 2025 Sustainability Report 25
Page 28
Pembuka
Sambutan Presiden Direktur
President Director’s Statement
SEOJK D.1 GRI 2-22
Keberlanjutan diposisikan sebagai elemen
strategis yang menyatu dalam arah bisnis
Perseroan. Selaras dengan visi dan misi
Perseroan untuk menciptakan manfaat bagi
para pemangku kepentingan, Perseroan
secara konsisten mendorong inovasi serta
penyesuaian strategi untuk merespons
perubahan global, termasuk risiko
Frans Kesuma
perubahan iklim. Presiden Direktur
President Director
Sustainability is a strategic element embedded in the
Company’s business direction. Therefore, in line with the
vision and mission to create value for all stakeholders,
the Company is driving innovation and strategic
adaptations to respond to global developments,
including climate change risks.
26 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
Page 29
Opening Para Pemegang Saham yang Terhormat, Dear Valued Stakeholders, Sepanjang tahun 2025, Perseroan secara adaptif In 2025, the Company was adaptive in its response to merespons berbagai dinamika melalui penerapan various dynamics mainly through focused and robust strategi yang terarah dan solid. Perseroan memahami strategies. The Company recognized that declining bahwa melemahnya harga komoditas, ketidakpastian commodity prices, global uncertainty, political global, dinamika politik, serta persaingan yang makin developments, and intensifying competition were ketat turut membentuk lanskap bisnis yang penuh shaping a challenging business landscape. At the same tantangan. Selain itu, perkembangan kebijakan dan time, ongoing developments in policies and licensing perizinan terus memperkuat kesiapan dan ketangkasan frameworks further strengthened the Company’s Perseroan dalam menjalankan kegiatan bisnis. readiness and agility in doing business. Melihat berbagai dinamika tersebut, Perseroan In light of these conditions, the Company views 2025 as memaknai tahun 2025 sebagai perjalanan a valuable journey that sharpened the strategic vision berharga yang memperjelas visi strategis ke depan. going forward. This momentum has also provided Momentum ini sekaligus menjadi perwujudan tangible evidence that the transformation initiatives bahwa langkah transformasi yang telah dilakukan implemented have solidified the Company’s business mampu memperkokoh fondasi bisnis Perseroan foundations in a sustainable manner. secara berkelanjutan. Komitmen dan Strategi Keberlanjutan Commitment and Sustainability Strategy Selama perjalanan lebih dari lima dekade, Perseroan Over more than five decades, the Company has terus memperkuat ketahanan bisnis dalam improved its business resilience in responding merespons dinamika ekonomi global. Berbagai siklus to global economic trends, as various cycles of tantangan dan peluang telah membentuk fondasi challenges and opportunities have shaped an pertumbuhan jangka panjang yang adaptif dan adaptive and sustainable foundation for long-term berkelanjutan. Dalam merespons dinamika tersebut, growth. In navigating these dynamics, the Company Perseroan menegaskan komitmen untuk menjaga has reaffirmed its commitment to maintaining keseimbangan pencapaian kinerja bisnis dan a balance between business performance and keberlanjutan masa depan. future sustainability. Komitmen yang telah dibangun pada tahun Commitments established in the previous year sebelumnya dilanjutkan secara konsisten dengan were consistently carried forward with a focus on fokus pada penguatan ketahanan jangka panjang. strengthening long-term resilience, realized through Komitmen ini diwujudkan melalui diversifikasi the diversification of the mineral business portfolio to PT United Tractors Tbk - 2025 Sustainability Report 27
Page 30
Pembuka
portofolio bisnis mineral guna menjaga maintain a balanced contribution to revenue between
keseimbangan kontribusi pendapatan antara coal and non-coal businesses. In addition, the
bisnis batu bara dan non-batu bara. Selain itu, Company enhanced its sustainability performance
Perseroan meningkatkan kinerja keberlanjutan by implementing operational excellence across all
melalui penerapan operational excellence di seluruh business lines through the adoption and optimization
lini usaha dengan pemanfaatan dan optimalisasi of technology, including digitalization.
teknologi, termasuk digitalisasi.
Dalam kerangka yang lebih luas, keberlanjutan Within a broader framework, sustainability is a
diposisikan sebagai elemen strategis yang menyatu strategic element embedded in the Company’s
dalam arah bisnis Perseroan. Selaras dengan visi business direction. Therefore, in line with the vision
dan misi Perseroan untuk menciptakan manfaat and mission to create value for stakeholders,
bagi para pemangku kepentingan, Perseroan secara the Company is driving innovation and strategic
konsisten mendorong inovasi serta penyesuaian adaptations to respond to global developments,
strategi untuk merespons perubahan global, including climate change risks. This strategy has been
termasuk risiko perubahan iklim. Strategi ini diperkuat further reinforced through the establishment of UT’s
melalui pengesahan Aspirasi Keberlanjutan 2030 UT 2030 Sustainability Aspirations and the integration
dan pengintegrasiannya dengan target Astra Net with Astra Net Zero Scope 1 & 2 target by 2050.
Zero Scope 1 & 2 pada tahun 2050, sebagai pijakan
strategis dalam perjalanan keberlanjutan Perseroan.
Sebagai kerangka implementasi, Perseroan As an implementation framework, the Company
menerapkan Triple-P Roadmap sebagai strategi has adopted the Triple-P Roadmap as its long-term
keberlanjutan jangka panjang. Roadmap ini sustainability strategy to ensure that Environmental,
memastikan prinsip lingkungan, sosial, dan tata Social, and Governance (ESG) principles are
kelola (ESG) terintegrasi secara menyeluruh ke dalam comprehensively integrated into operational
operasional dan proses pengambilan keputusan activities and business decision-making processes,
bisnis, sehingga pelaksanaan keberlanjutan enabling sustainability implementation to be carried
berlangsung secara sistematis dan terukur di seluruh out in a systematic and measurable manner across
lini bisnis. all business lines.
Strategi tersebut selanjutnya diterjemahkan ke dalam The strategy has been translated into the United
Aspirasi Keberlanjutan 2030 UT yang mencakup Tractors Sustainability Aspirations 2030, which
10 inisiatif strategis pada tiga pilar utama, yaitu encompasses ten strategic initiatives across three
lingkungan, sosial, dan tata kelola. Seluruh inisiatif core pillars, namely ESG. All initiatives are supported
tersebut didukung oleh penanaman budaya by the cultivation of a sustainability-driven culture
keberlanjutan serta pengembangan kapabilitas and the continuous development of human capital
sumber daya manusia, agar prinsip keberlanjutan capabilities, ensuring that sustainability principles are
terinternalisasi sebagai bagian dari praktik kerja part of daily work practices.
sehari-hari.
Dengan kerangka yang terintegrasi, Perseroan optimis With this integrated framework in place, the Company
dapat terus menciptakan nilai jangka panjang yang is optimistic in its ability to create sustainable long-
berkelanjutan guna memperkuat ketahanan bisnis term value and strengthen business resilience while
sekaligus mengelola risiko dan peluang keberlanjutan maintaining a balanced approach to managing
secara seimbang. sustainability-related risks and opportunities.
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Opening
Peran dan Pengawasan Tata Kelola Governance Roles and Oversight
Dalam pelaksanaan strategi, Perseroan melakukan In implementing its strategy, the Company conducts
pemantauan dan evaluasi secara berkala sebagai regular monitoring and evaluation as a primary
instrumen utama untuk memastikan efektivitas mechanism to ensure the effective execution
penerapan strategi di seluruh lini bisnis. Evaluasi of strategic initiatives across all business lines.
dilaksanakan secara sistematis guna memastikan Evaluations are systematic, ensuring performance
setiap capaian kinerja dapat diukur secara objektif, achievements can be measured objectively, and the
sehingga arah strategis Perseroan tetap berada Company’s strategic direction remains aligned with
pada koridor target yang telah ditetapkan. established targets.
Direksi berperan aktif dalam mengarahkan The Board of Directors plays an active role in
pelaksanaan strategi melalui koordinasi lintas unit steering strategy execution through coordinated
usaha yang tersinergi, sekaligus memastikan setiap and synergized cross-business unit collaboration,
inisiatif strategis diterjemahkan secara konsisten ensuring each initiative is translated into measurable
ke dalam sasaran kinerja yang terukur. Dalam performance objectives. Within this framework, all
kerangka tersebut, seluruh inisiatif pada Aspirasi initiatives under UT 2030 Sustainability Aspirations
Keberlanjutan 2030 UT telah diintegrasikan ke dalam have been integrated into the Board of Directors’
key performance indicator (KPI) Direksi sebagai key performance indicators (KPIs) to reinforce
penguatan akuntabilitas. accountability.
Pada saat yang sama, komunikasi yang berkelanjutan Continuous communication with the Board of
dengan Dewan Komisaris senantiasa dijaga untuk Commissioners is also maintained to obtain
memperoleh pandangan strategis yang independen. independent perspectives. These processes are
Seluruh proses ini didukung oleh sistem pengendalian supported by robust internal control systems
internal dan evaluasi rutin, sehingga komitmen and regular evaluations, ensuring sustainability
keberlanjutan dijalankan secara konsisten dan commitments are implemented consistently and
adaptif di seluruh organisasi. adaptively across the organization.
Capaian Aspirasi Keberlanjutan 2030 UT Achievements of UT Sustainability
Aspirations 2030
Portfolio Roadmap Portfolio Roadmap
Melalui penerapan Portfolio Roadmap, Perseroan Through the implementation of the Portfolio
mencatatkan sejumlah capaian penting dalam Roadmap, the Company has recorded several key
mendukung Aspirasi Keberlanjutan 2030 UT. Pada achievements in support of UT 2030 Sustainability
tahun 2025, emisi gas rumah kaca (GRK) yang Aspirations. In 2025, greenhouse gas (GHG) emissions
dihasilkan pada proses operasional berhasil generated from operational processes were
ditekan sebesar 12,03% dibandingkan baseline reduced by 12.03% compared to the 2019 baseline,
2019, di mana capaian reduksi tahun 2024 sebesar improving from a reduction of 11.02% achieved in
11,02%. Sementara itu, bauran energi terbarukan 2024. In addition, the renewable energy mix reached
mencapai 24.330.507,41 GJ setara 36,17% dari total 24,330,507.41 GJ, equivalent to 36.17% of total energy
konsumsi energi. Pencapaian ini didukung oleh consumption. These achievements were supported
berbagai inisiatif efisiensi dan pemanfaatan energi by various efficiency initiatives and the utilization of
terbarukan, termasuk biofuel, solar panel, sertifikasi renewable energy, including biofuel, solar panels,
REC, forklift listrik, dan unit hibrida pada alat berat di REC certification, electric forklifts, and hybrid units for
area pertambangan. heavy equipment in mining areas.
PT United Tractors Tbk - 2025 Sustainability Report 29
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Pembuka
Selain itu, Perseroan mendorong pengembangan In addition, the Company continues to drive the
bisnis berkelanjutan melalui langkah-langkah strategis development of sustainable businesses through
yang mendukung percepatan transisi energi. strategic initiatives that support the acceleration of
Melalui PT Energia Prima Nusantara (EPN), Perseroan energy transition. Through PT Energia Prima Nusantara
mengakuisisi 80,16% saham PT Supreme Energy (EPN), the Company acquired an 80.16% equity stake
Sriwijaya (SES), perusahaan yang bergerak di bidang in PT Supreme Energy Sriwijaya (SES), a company
pengembangan energi panas bumi. Aksi ini juga engaged in geothermal energy development. This
diperkuat dengan peningkatan kepemilikan pada PT action was further strengthened by an increase
Supreme Energy Rantau Dedap (SERD), sehingga porsi in ownership in PT Supreme Energy Rantau Dedap
saham SERD secara langsung dan tidak langsung (SERD), resulting in a total of direct and indirect
mencapai 40,4%. shareholding of 40,4% in SERD.
Langkah-langkah strategis tersebut menjadi Strategic initiatives form part of the Company’s
bagian dari upaya Perseroan untuk mencapai efforts to strengthen business resilience by increasing
ketahanan bisnis dengan meningkatkan pendapatan non-coal revenue to 50%. This also reflects the
non-batu bara hingga 50%. Capaian ini sekaligus alignment of the diversification strategy, including
mencerminkan penyelarasan strategi diversifikasi the optimization of business opportunities in more
yang telah dijalankan, termasuk optimalisasi environmentally friendly sectors with sustainable
peluang bisnis pada sektor-sektor yang lebih long-term growth prospects.
ramah lingkungan dan memiliki prospek
pertumbuhan berkelanjutan.
Selain itu, Perseroan terus mengeksplorasi peluang The Company also continues to explore opportunities to
pengurangan emisi gas rumah kaca dari kegiatan reduce greenhouse gas emissions from its operational
operasional melalui pendekatan Nature-based activities through a Nature-Based Solutions (NBS)
Solutions (NBS), yang mencakup kegiatan revegetasi approach. These initiatives, which include forest
hutan di Gunung Arjuno oleh UT, serta bisnis PAMA revegetation activities at Mount Arjuno by UT, and
yang berfokus pada kegiatan pengelolaan hutan PAMA’s business focused on forest management
dan pelestarian lingkungan melalui PT Pertiwi activities and environmental conservation efforts
Nusantara Raya (PNR). Upaya ini dilakukan sebagai by PT Pertiwi Nusantara Raya (PNR), form part of
bagian dari komitmen Perseroan dalam mendukung the Company’s commitment to supporting climate
ketahanan iklim dan memastikan keberlanjutan resilience and long-term sustainability.
jangka panjang.
People Roadmap People Roadmap
Perseroan memandang bahwa sumber daya Human capital plays a critical role in supporting
manusia sebagai aset strategis yang berperan sustainability and driving business performance.
penting dalam mendukung keberlanjutan dan Accordingly, various initiatives foster a safe, healthy,
pencapaian kinerja bisnis. Oleh karena itu, berbagai inclusive, and conducive work environment for
inisiatif dilakukan untuk menciptakan lingkungan employee development. Strengthening of the
kerja yang aman, sehat, inklusif dan kondusif bagi occupational health and safety (OHS) management
pengembangan karyawan. Penguatan sistem system is carried out, among others, through the
manajemen keselamatan dan kesehatan kerja attainment of ISO 45001 certification and, in 2025, the
(K3) terus dilakukan, antara lain melalui perolehan Company recorded a lost-time injury (LTI) frequency
sertifikasi ISO 45001. Sepanjang tahun 2025, Perseroan rate of 0.09.
mencatat tingkat kecelakaan yang menyebabkan
hari hilang dengan nilai LTI rate sebesar 0.09.
30 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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Opening Pengembangan kapabilitas karyawan juga Employee capability development also remains a menjadi salah satu prioritas utama dalam strategi key priority. Through UTSMART, a comprehensive keberlanjutan Perseroan. Melalui UTSMART, program and integrated learning program, the Company pembelajaran yang komprehensif dan terintegrasi, provides 2,207 learning modules that are accessible Perseroan menyediakan 2.207 modul pembelajaran to all employees. In 2025, a total of 79,583 employees yang dapat diakses oleh seluruh karyawan. Pada participated in various training programs, tahun 2025, sebanyak 79.583 karyawan telah accumulating 1,297,802 total training hours. mengikuti berbagai program pelatihan dengan total 1.297.802 jam pelatihan. Perseroan menyadari bahwa sektor industri yang The Company recognizes that the industry in which digeluti masih didominasi oleh tenaga kerja laki- it operates remains predominantly male-dominated, laki. Namun demikian, Perseroan terus berkomitmen yet remains committed to strengthening diversity and memperkuat keberagaman dan inklusivitas di inclusivity. The total number of female employees, lingkungan kerja. Komitmen tersebut tecermin dari which reached 1,405, represents an increase of jumlah karyawan perempuan yang mencapai 8.75% compared to the previous year’s total of 1,292 1.405 orang, atau meningkat 8,75% dibandingkan employees. In addition, the Company has female tahun sebelumnya yang tercatat sebanyak 1.292 representation on the Board of Directors, underscoring orang. Selain itu, Perseroan juga memiliki perwakilan equal opportunity and diversity in leadership. perempuan pada jajaran Direksi, yang menegaskan komitmen terhadap kesetaraan kesempatan dan keberagaman dalam kepemimpinan. Public Contribution Roadmap Public Contribution Roadmap Melalui Public Contribution Roadmap, Perseroan Through the Public Contribution Roadmap, strong, terus membangun hubungan yang kuat, konstruktif, constructive, and sustainable relationships with dan berkelanjutan dengan masyarakat. Dalam communities are being built. In implementing its pelaksanaan program Corporate Social Responsibility Corporate Social Responsibility (CSR) programs, (CSR), Perseroan berpedoman pada lima pilar utama, the Company is guided by five core pillars, namely yaitu Pendidikan (UTFUTURE), Lingkungan (UTREES), Education (UTFUTURE), Environment (UTREES), Kewirausahaan (UTGROWTH), Kesehatan (UTCARE), Entrepreneurship (UTGROWTH), Health (UTCARE), and dan Tanggap Darurat Bencana (UTACTION). Seluruh Disaster Emergency Response (UTACTION). All of these inisiatif tersebut dirancang untuk menghadirkan initiatives are designed to deliver positive impacts dampak positif yang dapat dirasakan secara langsung that can be directly experienced by communities oleh masyarakat di berbagai wilayah Indonesia. across various regions in Indonesia. Kelima pilar tersebut menjadi kerangka utama The five pillars also serve as the primary framework dalam perencanaan dan implementasi setiap for the planning and implementation of all CSR program CSR. Sejak tahun 2021 hingga 2025, tercatat programs. From 2021 to 2025, a total of 743,313 sebanyak 743.313 orang menjadi penerima manfaat individuals benefited from the Company's CSR dari program CSR Perseroan. Capaian ini meningkat programs, representing an increase of 18% compared sebesar 18% dibandingkan tahun sebelumnya, yang with the previous year's 630,023 beneficiaries. mencatatkan 630.023 penerima manfaat. PT United Tractors Tbk - 2025 Sustainability Report 31
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Pembuka
Komitmen Perseroan dalam mendukung A commitment to supporting the development of
pengembangan generasi muda Indonesia juga Indonesia’s younger generation is being realized
diwujudkan melalui berbagai inisiatif di bidang through various education initiatives, including
pendidikan, antara lain UT School dan Sekolah Binaan UT School and UT Fostered School (SOBAT). As of
UT (SOBAT). Hingga tahun 2025, tercatat sebanyak 2025, a total of 1,726 schools have participated
1.726 sekolah telah berpartisipasi program tersebut. in these programs. In the same year, UT School
Pada tahun yang sama, UT School memperluas akses expanded access to education through the opening
pendidikan melalui pembukaan kelas baru program of a new class for the Heavy Equipment Mechanic
studi Mekanik Alat Berat di Kabupaten Kolaka. Inisiatif study program in Kolaka Regency. This is aimed at
ini diarahkan untuk membangun generasi muda developing a younger generation that is competent,
yang kompeten, profesional, serta memiliki daya professional, and competitive within the heavy
saing di industri alat berat. equipment industry.
Melangkah ke Depan Moving Forward
Komitmen Perseroan terhadap keberlanjutan terus The Company's commitment to sustainability
menunjukkan hasil nyata melalui berbagai capaian continues to deliver tangible results through
yang diraih secara konsisten. Beragam pencapaian consistently achieved milestones, reflecting optimism
ini mencerminkan optimisme Perseroan dalam in embedding sustainability practices as an
menanamkan praktik keberlanjutan sebagai bagian integral part of business activities. Throughout 2025,
integral dari aktivitas bisnis. Sepanjang tahun 2025, the Company received a number of recognitions at
Perseroan berhasil memperoleh sejumlah pengakuan both the national and global levels.
di tingkat nasional dan global.
Pada tingkat global, Perseroan menerima Globally, the Company received awards at the 17th
penghargaan pada ajang The 17th Annual Global CSR Annual Global CSR & ESG Summit 2025 in Vietnam
& ESG Summit 2025 di Vietnam dan International and the International Convention on Quality Control
Convention on Quality Control Circles (ICQCC) 2025 di Circles (ICQCC) 2025 in Taiwan. These achievements
Taiwan. Meskipun demikian, capaian sepanjang 2025 are not viewed as an end in themselves, but as a solid
tidak dipandang sebagai tujuan akhir, melainkan foundation that reinforces the Company’s resolve to
sebagai fondasi dan tonggak penting yang continue its sustainability journey with confidence
memperkuat langkah Perseroan untuk melanjutkan and optimism toward the future.
perjalanan keberlanjutan dengan keyakinan dan
optimisme menuju masa depan.
Seluruh capaian tersebut merupakan hasil dari All of these achievements are the result of a collective
komitmen kolektif dan kolaborasi yang terjalin commitment and close collaboration with various
erat dengan berbagai pemangku kepentingan, stakeholders, who continue to play an essential role in
yang senantiasa menjadi bagian penting dalam the Company’s sustainability journey.
perjalanan keberlanjutan Perseroan.
32 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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Opening
Atas nama Direksi, saya mengucapkan terima On behalf of the Board of Directors, I would like to
kasih kepada seluruh pemangku kepentingan atas express my sincere appreciation to all stakeholders for
dedikasi, kepercayaan, dan kolaborasi yang diberikan their dedication, trust, and collaboration throughout
sepanjang perjalanan keberlanjutan di tahun 2025. the Company’s sustainability journey in 2025. With your
Dengan dukungan yang berkelanjutan, Perseroan continued support, the Company remains optimistic
optimis mampu menghadapi berbagai tantangan in addressing future sustainability challenges,
keberlanjutan di masa depan, memperkokoh strengthening business resilience, and making a
ketahanan bisnis, dan memberikan kontribusi positif positive contribution to Indonesia’s future.
bagi masa depan Indonesia.
Salam hangat, Warm regards,
Atas Nama Direksi
On behalf of the Board of Directors
Frans Kesuma
Presiden Direktur
President Director
PT United Tractors Tbk - 2025 Sustainability Report 33
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Tentang
United Tractors
About United Tractors
34
02 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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Sekilas Perusahaan
36
The Company at Glance
Skala Bisnis dan Bidang Usaha
45
Business Scale and Lines of Business
Kinerja Ekonomi
48
Economic Performance
PT United Tractors Tbk - 2025 Sustainability Report 35
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Tentang United Tractors
Sekilas Perusahaan
The Company at a Glance
Perseroan senantiasa mengintegrasikan aspek
keberlanjutan ke dalam lini bisnis alat berat,
pertambangan, dan segmen lainnya.
The Company consistently integrates sustainability aspects into its heavy
equipment, mining, and other segments.
36 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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About United Tractors
PT United Tractors Tbk (selanjutnya disebut “United PT United Tractors Tbk (hereinafter referred to as
Tractors”, “UT”, “Grup UT” atau “Perseroan”) adalah “United Tractors,” “UT,” “UT Group,” or the “Company”)
perusahaan publik terkemuka di Indonesia serta anak is a leading publicly listed company in Indonesia
usaha PT Astra International Tbk (Astra) dengan fokus and a subsidiary of PT Astra International Tbk
usaha sebagai induk pada lini Astra Heavy Equipment, (Astra), operating as the holding company for
Mining, Construction, dan Energy (AHEMCE). Astra’s Heavy Equipment, Mining, Construction,
GRI 2-1 and Energy business line (AHEMCE).
GRI 2-1
Berawal sebagai perusahaan sederhana yang Starting in 1972 as a startup marketing a single
memasarkan satu merek alat berat pada tahun 1972, brand of heavy equipment, the Company has since
kini Perseroan telah berkembang sebagai salah satu grown into one of the leading players in Indonesia’s
pemain utama industri dalam negeri pada lima domestic industry across its five business pillars,
pilar bisnisnya, yaitu mesin konstruksi, kontraktor namely construction machinery, mining contracting,
penambangan, pertambangan, dan segmen lainnya. mining, and other segments. The Company has grown
Perseroan berkembang dengan menerapkan by implementing robust Environmental, Social, and
pengelolaan manajemen Lingkungan, Sosial, dan Governance (ESG) management practices, creating
Tata Kelola (ESG) yang kuat, memberikan nilai sustainable value for stakeholders while delivering
tambah yang berkelanjutan kepada para positive benefits to communities and the environment
pemangku kepentingan, serta memberi manfaat surrounding operational areas.
bagi masyarakat dan lingkungan di sekitar
wilayah operasional.
PT United Tractors Tbk - 2025 Sustainability Report 37
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Tentang United Tractors
Profil Perseroan
Company Profile
Nama Perusahaan
PT United Tractors Tbk
Company Name
Tanggal Pendirian 13 Oktober 1972
Date of Establishment October 13, 1972
Pencatatan di Bursa Pencatatan saham perdana di Bursa Efek Jakarta dan Bursa Efek Surabaya pada
Stock Exchange Listing tanggal 19 September 1989 dengan kode perdagangan saham “UNTR”
Initial public listing on the Jakarta Stock Exchange and the Surabaya Stock
Exchange on September 19, 1989, under the stock trading code “UNTR”
Dasar Hukum Keberadaan Perseroan didasarkan pada Akta Pendirian Nomor 69 Tanggal
Legal Basis 13 Oktober 1972, yang dibuat oleh Notaris Djojo Muljadi, S.H., Jakarta. Akta pendirian
ini telah disahkan oleh Menteri Kehakiman Republik Indonesia melalui Surat
Keputusan Nomor Y.A. 5/34/8 Tanggal 6 Februari 1973 dan diumumkan dalam
Lembaran Berita Negara Nomor 31, Tambahan Nomor 281 Tanggal 17 April 1973.
Anggaran Dasar Perseroan telah mengalami perubahan yang dilakukan secara
berkala. Perubahan terakhir tercantum dalam Akta Nomor 79 Tanggal 8 April 2022,
yang dibuat oleh Notaris Jose Dima Satria, S.H., M.Kn., Jakarta. Perubahan ini telah
mendapatkan persetujuan dan pemberitahuan penerimaan dari Menteri Hukum
dan Hak Asasi Manusia Republik Indonesia sesuai dengan surat No. AHU-0028206.
AH.01.02. Tahun 2022 pada tanggal 19 April 2022.
The Company was established pursuant to Deed of Establishment No. 69 dated
October 13, 1972, drawn up before Djojo Muljadi, S.H., Notary in Jakarta. The deed of
establishment was approved by the Minister of Justice of the Republic of Indonesia
under Decree No. Y.A. 5/34/8 dated February 6, 1973, and published in the State
Gazette of the Republic of Indonesia No. 31, Supplement No. 281, dated April 17, 1973.
The Company’s Articles of Association have been amended from time to time. The
most recent amendment is set forth in Deed No. 79 dated April 8, 2022, drawn up
before Jose Dima Satria, S.H., M.Kn., Notary in Jakarta. This amendment has been
approved and duly acknowledged by the Minister of Law and Human Rights of the
Republic of Indonesia pursuant to Letter No. AHU-0028206.AH.01.02.Year 2022 dated
April 19, 2022.
Modal Dasar 6.000.000.000 saham biasa, dengan nilai nominal Rp250 per saham
Authorized Capital 6,000,000,000 ordinary shares, with a nominal value of Rp250 per share
Model Ditempatkan dan Disetor Penuh
3,730,135,136 saham | shares
Issued and Fully Paid-Up Capital
Kepemilikan Saham
Share Ownership
SEOJK C.3 dalam unit
in units
PT Astra International Tbk
36.39%
Saham Tresuri
Treasury Share
2025
Masyarakat
Public
59.50%
4.11%
38 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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About United Tractors
Keanggotaan dalam Asosiasi Kantor Pusat
Membership in Associations Head Office
GRI 2-28 SEOJK C.5 GRI 2-3 SEOJK C.2
PT United Tractors Tbk
Jl. Raya Bekasi Km. 22, Cakung
Jakarta 13910, Indonesia
Asosisasi Emiten Perhimpunan Agen Tunggal Asosiasi Jasa Indonesia Corporate
Indonesia (AEI) Alat Berat Indonesia (PAABI) Pertambangan Indonesia Secretary Association
Indonesian Public
Listed Companies
Association of Indonesia
Heavy Equipment Sole
(ASPINDO)
Indonesian Mining Services
(ICSA)
Indonesia Corporate
: (62-21) 2457-9999
Association Agents (PAABI) Association (IMSA) Secretary Association (ICSA)
: (62-21) 460-0657, 460-0677,
460-0655
: ir@unitedtractors.com
: www.unitedtractors.com
Asosiasi Kamar Dagang dan Asosiasi Perusahaan Gabungan Industri
Pertambangan Batu Industri Indonesia Sahabat Anak Indonesia Kendaraan Bermotor
Bara Indonesia (APBI) (KADIN Indonesia) (APSAI) Indonesia (GAIKINDO)
Indonesian Coal Mining Indonesian Chamber of Indonesian Association Association of Indonesia
Association (ICMA) Commerce & Industry of Child-Friendly Automotive Industries
(KADIN Indonesia) Companies (IACFC) (GAIKINDO)
Skala Organisasi
Organizational Scale
GRI 2-1 SEOJK C.3
Deskripsi 2025 2024 2023 2022 2021 2020 Description
Perusahaan Parent
2,545 2,551 2,626 2,609 2,670 2,710 Company
Induk
Jumlah Total Total
Anak Subsidiaries
Karyawan 36,230 36,793* 34,391 30,073 26,448 26,614 Employees
Perusahaan
Total 38,775 39,344* 37,017 32,682 29,118 29,324 Total
Jumlah Number of
Negara 2 1 1 1 1 1 Countries of
(Indonesia Operation
Tempat & Australia) (Indonesia) (Indonesia) (Indonesia) (Indonesia) (Indonesia)
Beroperasi
Perusahaan Parent
1 1 1 1 1 1 Company
Jumlah Total Induk Number of
Operasi Operations
Entitas Subsidiaries
Anak dan/ and/or
76 109 105 90 61 66 Associate
atau Entitas
Entities
Asosiasi
Jumlah 79 110 106 91 62 67 Total
Pendapatan Net
131,300.8 134,427.0 128,593.3 123,607.5 79,460.5 60,346.8 Revenue
Bersih
Pendapatan Revenue
(Rp Miliar) (Rp Billion)
Beban Pokok Cost of
101,597.3 100,595.4 92,797.0 88,848.8 59,795.5 47,357.5 Revenue
Pendapatan
Jumlah Aset 177,637.3 169,480.6 153,753.1* 140,478.2 112,561.4 99,801.0 Total Assets
Jumlah Total
Kapitalitas 74,501.0 71,305.5 69,712.3* 50,964.4 40,738.6 36,653.8 Capitalization
Liabilitas Liabilities
(Rp Miliar) (Rp Billion)
Jumlah Total Equity
102,136.3 98,175.2 84,041.6* 89,513.8 71,822.8 63,147.1
Ekuitas
Keterangan | Notes:
* Terdapat penyajian kembali data menyesuaikan Laporan Keuangan
There is a restatement of certain data to align with the Financial Report
PT United Tractors Tbk - 2025 Sustainability Report 39
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Tentang United Tractors
Visi, Misi, & Budaya Perusahaan
Vision, Mission, & Corporate Culture
SEOJK C.1
Visi
Vision
Menjadi perusahaan kelas dunia berbasis
solusi di bidang alat berat, pertambangan,
dan energi, untuk menciptakan manfaat
bagi para pemangku kepentingan.
To be the world-class solution-driven company in
heavy equipment, mining, and energy for the benefit
of stakeholders.
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About United Tractors
Misi
Mission
Bertekad membantu pelanggan meraih keberhasilan
melalui pemahaman usaha yang komprehensif dan interaksi
berkelanjutan.
Aspire to assist the customer to become successful by
utilizing comprehensive understanding through continuous interaction.
Menciptakan peluang bagi insan Perusahaan untuk dapat
meningkatkan status sosial dan aktualisasi diri melalui kinerjanya.
Provide opportunities for the Company’s personnel to enhance their social
status and self-fulfillment based on their performance.
Menghasilkan nilai tambah yang berkelanjutan bagi para
pemangku kepentingan melalui tiga aspek berimbang dalam hal
ekonomi, sosial, dan lingkungan.
Create sustainable valueadded for stakeholders by striking a balance
between economic, social, and environmental aspects.
Memberi sumbangan yang bermakna bagi kesejahteraan bangsa.
Contribute to the nation’s prosperity.
Visi dan misi Perseroan telah dibahas dan disetujui oleh Dewan Komisaris dan Direksi.
The Company’s vision and mission have been discussed and approved by the Boardof Commissioners and Board of Directors.
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Tentang United Tractors
Visi
Nilai-nilai Inti
Vision
Core Values
Nilai-nilai inti United Tractors menjadi kompas bagi seluruh
karyawan dalam bekerja secara profesional dan mewakili Perseroan
di setiap lini usaha. Nilai tersebut dirancang selaras dengan filosofi
Catur Dharma, landasan budaya Grup Astra, yang menekankan
pentingnya memberikan manfaat bagi bangsa, menghadirkan
pelayanan terbaik bagi pelanggan, menghargai setiap individu,
membangun kolaborasi, serta terus berupaya meraih hasil terbaik.
Berlandaskan filosofi tersebut, Perseroan mengembangkan budaya
perusahaan bernama SOLUTION, yang merangkum delapan nilai
utama UT: Serve (Melayani), Organized (Terencana), Leading
(Terdepan), Uniqueness (Unik), Totality (Totalitas), Innovative
(Inovatif), Open-mind (Terbuka), dan Networking (Kerja Sama).
SOLUTION berfungsi sebagai karakter dan pedoman bagi seluruh
karyawan dalam berpikir, bersikap, dan bertindak dalam aktivitas
operasional sehari-hari, demi mendukung tercapainya visi dan
misi Perseroan.
The core values of United Tractors serve as a guiding compass
for all employees, shaping how they perform their duties
professionally and represent the Company across all business
activities. These values are aligned with Catur Dharma, the
foundational philosophy of the Astra Group, which encourages
employees to contribute positively to the nation, deliver
excellent service to customers, respect individuals and foster
teamwork, and continually strive for the highest standards.
Building on this philosophy, the Company established
its corporate culture known as SOLUTION, which
encompasses eight key UT values: Serve, Organized,
Leading, Uniqueness, Totality, Innovative, Open-mind, and
Networking. SOLUTION embodies the identity and behavioral
framework that guides employees in their daily thinking,
decision-making, and actions, ensuring alignment with the
Company’s vision and mission.
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About United Tractors
Serve
Memberikan pelayanan terbaik kepada pelanggan secara profesional dengan
sepenuh hati.
Providing the best service to customers professionally with full of passion.
Organized
Mengedepankan cara berpikir, bekerja, dan bekerja sama secara sistematis, disiplin,
menggunakan prinsip prioritas dan saling menghormati.
Put forward mindset, working, and cooperating in systematic manner, discipline using
priority principle and respect.
Leading
Selalu menjadi yang terdepan dan proaktif dalam memberikan solusi yang terbaik,
sehingga menjadi teladan, inspirasi, serta motivasi bagi lingkungannya.
Always leading and proactive in providing best solution, become role model, inspiration
and motivation to surrounding.
Uniqueness
Selalu memberikan solusi unik terbaik tanpa mengorbankan nilai Perseroan.
Always provides unique best solution without sacrificing the Company value.
Totality
Secara sadar dan penuh integritas melaksanakan tugas dan tanggung jawabnya
dengan memberikan solusi yang tuntas, lengkap, dan menyeluruh.
Consciously and full of integrity conducts duties and responsibilities by providing total,
complete, and thorough solution.
Innovative
Selalu menumbuhkembangkan gagasan baru, melakukan tindakan perbaikan yang
berkelanjutan, dan menciptakan lingkungan kondusif untuk berkreasi sehingga
memberikan nilai tambah bagi pemangku kepentingan.
Always grows new ideas, conducts continuous improvements, and creates conducive
surrounding to be creative so that provides added value to stakeholder.
Open-mind
Selalu menunjukkan keterbukaan hati, pikiran, sikap, dan perilaku untuk
mengembangkan potensi diri dan organisasi.
Always shows open heart, mind, attitude and behavior to develop self and
organization’s potency.
Networking
Selalu memperluas hubungan yang sinergis untuk meningkatkan nilai tambah melalui
kemitraan yang saling menguntungkan.
Always expands synergistic relationship to increase added value through
mutual partnership.
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Tentang United Tractors
Tagline Perusahaan Company Tagline
"Moving as One" merefleksikan filosofi United Tractors “Moving as One” reflects United Tractors’ interactional
dalam berinteraksi bisnis. Filosofi ini dirancang business philosophy, designed to strengthen the
untuk memperkuat citra Perseroan sebagai entitas Company’s image as a leading entity through its
yang unggul melalui produk, solusi teknis, dan— products, technical solutions, and, most importantly,
yang terpenting—hubungan kemitraan strategis strong strategic partnerships with customers and
yang kokoh dengan pelanggan dan pemangku other stakeholders. The Company has positioned
kepentingan lainnya. Perseroan memosisikan diri itself as a solution-oriented partner, requiring every
sebagai mitra yang berorientasi pada solusi, yang individual and internal unit to uphold solid teamwork
mensyaratkan setiap individu dan unit internal and a strong spirit of dedication. This fundamental
untuk menjunjung tinggi kerja tim yang solid dan principle aims to achieve optimal synergy and
semangat dedikasi. Prinsip fundamental ini bertujuan reliability in delivering solutions that realize mutually
mencapai sinergi optimal dan keandalan dalam beneficial objectives in every partnership.
penyediaan solusi, demi tercapainya tujuan yang
saling menguntungkan (mutual objectives) dalam
setiap kemitraan.
One Commitment One Spirit One Synergy
United Tractors United Tractors United Tractors bersinergi
berkomitmen menjadi berdedikasi melayani dengan pelanggan untuk
mitra tepercaya bagi pelanggan dengan membangun hubungan
pelanggan dengan sepenuh hati dan mutualisme dan
memberikan solusi dan mengutamakan keberhasilan bersama.
nilai tambah. kerja sama. United Tractors is
United Tractors is United Tractors is synergizing with
committed to be a dedicated in serving all customers to build mutual
reliable business partner customers wholeheartedly partnership and achieve
to customers by offering and embracing teamwork. shared success.
solutions and added value.
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About United Tractors
Skala Bisnis dan Bidang Usaha
Business Scale and Lines of Business
Peta Wilayah Operasional Grup UT UT Group Operational Area Map
SEOJK C.3 SEOJK C.3
Medan
Tarakan
Manado
Pekanbaru Samarinda
Padang Pontianak
Jambi Balikpapan Palu Sorong
Palembang Sampit Jayapura
Banjarmasin
Bandar Lampung Makassar
Jakarta
Semarang
Surabaya
Skala Bisnis Business Scale
GRI 2-1 SEOJK C.3 GRI 2-1 SEOJK C.3
Jumlah Aset Laba Bersih Beban Pokok
Total Assets Net Profit Cost of Revenue
Rp
177.6 Triliun
Trillion
Rp
14.8 Triliun
Trillion
Rp
101.6 Triliun
Trillion
Jumlah aset Perseroan naik 5% pada Jumlah laba bersih Perseroan turun 24% Jumlah beban pokok Perseroan naik 1%
tahun 2025 pada tahun 2025 pada tahun 2025
The Company’s total assets increased by The Company’s net profit decreased by The Company’s cost of revenue increased
5% in 2025 24% in 2025 by 1% in 2025.
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Tentang United Tractors
Ekuitas Liabilitas Pendapatan Bersih
Equity Liabilities Net Revenue
Rp
103.1 Triliun
Trillion
Rp
74.5 Triliun
Trillion
Rp
131.3 Triliun
Trillion
Jumlah ekuitas sebesar 58% dari Jumlah lialibilitas sebesar 42% dari Pendapatan bersih Perseroan turun 2%
total aset total aset pada tahun 2025
Total equity accounted for 58% of Total liabilities accounted for 42% of The Company's net revebue decreased by
total assets total assets 2% in 2025
Total Karyawan Perseroan Jaringan Distribusi dalam
Total Employees of the Lini Bisnis Mesin Konstruksi
Company Distribution Network in the
Construction Machinery
38,775
Business Line
• 20 kantor cabang | branch offices
• 10 kantor perwakilan |
Sebanyak 93% karyawan dari anak representative offices
perusahaan dan 7% di perusahaan induk - 9 kantor perwakilan di Indonesia |
representative offices in Indonesia
93% of employees are from subsidiaries,
- 1 kantor perwakilan di Australia |
while 7% are employed by the parent
representative offices in Australia
Company
• 21 site support | site support locations
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About United Tractors
Bidang Usaha Business Segments
GRI 2-6 SEOJK B.1, C.3, C.4 GRI 2-6 SEOJK B.1, C.3, C.4
Mesin Konstruksi Kontraktor Penambangan Pertambangan Batubara
Construction Machinery Mining Contracting Termal dan Metalurgi
Thermal and Metallurgical
Penjualan alat berat dan alat transportasi Menyediakan layanan komprehensif
dengan merek Komatsu, UD Trucks, Scania, untuk seluruh aspek produksi Coal Mining
BOMAG, dan Tadano. pertambangan. Melakukan perdagangan komoditas
Sales of heavy equipment and Provides comprehensive services covering batu bara berkalori menengah hingga
transportation equipment under all aspects of mining production. tinggi, untuk memasok pasar domestik
the Komatsu, UD Trucks, Scania, BOMAG, and dan ekspor.
Tadano brands. • Produksi batu bara 148 juta ton Engages in the trading of medium to
Coal production 148 million tons high-calorie coal commodities to serve
• Penjualan alat berat Komatsu 4.515 unit • Volume pemindahan tanah domestic and export markets.
Komatsu heavy equipment sales 1.100 juta bcm
4,515 units Overburden removal volume 1,100 • Volume penjualan batu bara termal
• Penjualan suku cadang dan jasa million bcm dan metalurgi 14,3 juta ton
pemeliharaan Rp11,3 triliun • Pendapatan bersih kontraktor Thermal and metallurgical coal sales
Spare parts sales and maintenance penambangn Rp54,1 triliun volume 14.3 million tons
services Rp11.3 trillion Net revenue from the mining • Pendapatan bersih pertambangan
• Pendapatan bersih mesin konstruksi contracting business Rp54.1 trillion batu bara termal dan metalurgi
Rp36,6 triliun • Kontribusi pada total pendapatan Rp24,2 triliun
Net revenue from the construction bersih konsolidasi Perseroan 41% Net revenue from the thermal and
machinery business Rp36.6 trillion Contribution to the Company’s total metallurgical coal mining business
• Kontribusi pada total pendapatan bersih consolidated net revenue 41% Rp24.2 trillion
konsolidasi Perseroan 28% • Kontribusi pada total pendapatan
Contribution to the Company’s total bersih konsolidasi Perseroan 18%
consolidated net revenue 28% Contribution to the Company’s total
consolidated net revenue 18%
Pertambangan Emas dan Segmen Lainnya: Industri
Mineral Lainnya Konstruksi dan Energi
Gold and Other Minerals Mining Other Segment: Construction and
Energy Industry
Melakukan kegiatan eksplorasi,
penambangan, dan pengolahan Melakukan jasa konstruksi terintegrasi dan
mineral emas. mengembangkan energi terbarukan ramah
Conducts exploration, mining, and lingkungan.
processing activities for gold minerals. Provide integrated construction services and
develops renewable and environmentally
• Penjualan setara emas 227 ribu ton friendly energy.
Gold equivalent sales 227 thousand tons
• Penjualan 2.062 ribu wmT bijih nikel, • Nilai kontrak baru yang diperoleh
1.360 ribu wmT bijih limonit, dan 702 ribu Rp1,7 triliun
wmT bijih saprolit Value of new contracts secured Rp1.7 trillion
Sales of 2,062 thousand wmT of nickel • Rooftop solar RV terpasang 30,2 MWp
ore, 1,360 thousand wmT of limonite ore, Installed rooftop solar PV capacity
and 702 thousand wmT of saprolite ore 30.2 MWp
• Pendapatan bersih pertambangan • Pendapatan segmen lainnya Rp2,4 triliun
emas dan mineral lainnya Rp14 triliun Revenue from the other segment
Net revenue from the gold and other Rp2.4 trillion
minerals mining business Rp14 trillion • Kontribusi pada total pendapatan bersih
• Kontribusi pada total pendapatan bersih konsolidasi Perseroan 2%
konsolidasi Perseroan 11% Contribution to the Company’s total
Contribution to the Company’s total consolidated net revenue 2%
consolidated net revenue 11%
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Tentang United Tractors
Kinerja Ekonomi
Economic Performance
Perseroan selaku perusahaan yang memiliki With coal-related operations, the Company faces
komoditas batu bara menghadapi risiko transisi energi energy transition risks, as reinforced by the Regulation
yang dipertegas melalui Peraturan Menteri ESDM No. 10 of the Minister of Energy and Mineral Resources No. 10
Tahun 2025 tentang Peta Jalan Transisi Energi Sektor of 2025 concerning the Roadmap for the Energy
Ketenagalistrikan. Sejalan dengan upaya mitigasi Transition in the Electricity Sector. In line with global
emisi global, Bank Dunia (2025) memproyeksikan emission mitigation efforts, the World Bank (2025)
harga komoditas secara keseluruhan akan menurun projects that overall commodity prices will decline
sekitar 12% pada tahun 2025. Tren ini tecermin by approximately 12% in 2025. This trend is being
dari penurunan harga batu bara acuan (HBA) reflected in the decline of Indonesia’s benchmark
di Indonesia, yang menurut Bloomberg Technoz coal price (HBA), which, according to Bloomberg
berada di kisaran US$100,97 per ton pada Juni 2025. Technoz, stood at approximately US$100.97 per ton
Tren ini secara langsung turut memengaruhi in June 2025 This trend has directly affected the
profitabilitas segmen usaha Perseroan. profitability of the Company’s business segments.
GRI 3-3, 201-2 SEOJK E.5 GRI 3-3, 201-2 SEOJK E.5
Menghadapi kondisi pasar yang transformatif, In response to transformative market conditions,
resiliensi strategis menjadi kunci utama untuk strategic resilience has become a critical imperative
memastikan Perseroan tetap adaptif dan kompetitif. to ensure the Company remains adaptive and
Penurunan permintaan batu bara dan tekanan harga competitive. Declining coal demand and sustained
yang berkelanjutan menuntut Perseroan untuk segera price pressures require the prompt formulation
merumuskan dan menerapkan strategi mitigasi risiko and implementation of robust risk mitigation
yang kuat, sekaligus mengembangkan peluang strategies, while simultaneously developing new
bisnis baru sebagai penyeimbang. Perubahan global business opportunities as a counterbalance. Rapid
yang cepat meliputi dinamika ekonomi, percepatan global changes, including economic dynamics,
teknologi, serta tuntutan inovasi lingkungan menuju accelerated technological advancements, and
energi bersih menekankan urgensi transisi ini. Tujuan increasing demands for environmental innovation
fundamental Perseroan adalah memperkokoh toward clean energy, underscore the urgency
daya tahan korporat (corporate resilience) dalam of this transition. The Company’s fundamental
menghadapi perubahan pasar, menjaga dan objective is to strengthen corporate resilience in
meningkatkan nilai bagi pemegang saham dalam navigating market shifts, safeguard and enhance
jangka panjang, serta memperluas posisi pasar long-term shareholder value, and expand its market
dengan tetap memastikan keberlanjutan operasional position, while ensuring operational sustainability
dan mendukung pertumbuhan jangka panjang yang and supporting responsible long-term growth.
bertanggung jawab.
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About United Tractors Strategi Portfolio Roadmap Portfolio Roadmap Strategy SEOJK E.3, F.26 SEOJK E.3, F.26 Guna menjamin resiliensi dan keberlanjutan bisnis, To ensure business resilience and sustainability, Perseroan menetapkan Strategi Portfolio Roadmap the Company has established a Portfolio Strategy yang didukung oleh 3 (tiga) landasan utama, Roadmap supported by 3 (three) main pillars, namely yaitu (1) identifikasi peluang usaha baru dengan (1) identification of new business opportunities aligned perkembangan tren industri dan prinsip-prinsip with evolving industry trends and sustainability keberlanjutan; (2) peningkatan kontribusi optimal dari principles; (2) enhancement of optimal contributions setiap lini bisnis dalam menciptakan nilai tambah from each business line in generating sustainable yang berkesinambungan; dan (3) pengaturan added value; and (3) management of a balanced keseimbangan antara aspek pendapatan, tingkat approach among revenue generation, profitability profitabilitas, dan penguasaan persentase pasar levels, and market share to ensure competitive and untuk menjamin pertumbuhan yang kompetitif stable growth. dan stabil. Komitmen ini tertuang dalam Aspirasi Keberlanjutan This commitment is articulated in the UT 2030 UT 2030, yang memuat target Perseroan untuk Sustainability Aspirations, which set the Company’s mencapai 50% total pendapatan dari bisnis non- target of generating 50% of total revenue from non- batu bara. Transisi menuju portofolio yang seimbang coal businesses. The transition toward a balanced tidak hanya terbatas pada lini usaha, tetapi juga portfolio extends beyond business lines and is further diperkuat dengan integrasi praktik ESG. Pendekatan strengthened through the integration of ESG practices. holistik ini dirancang untuk memperkuat ketahanan This holistic approach is designed to enhance the bisnis Perseroan dalam jangka panjang sekaligus Company’s long-term business resilience while menghasilkan dampak positif signifikan bagi delivering meaningful, positive impacts for the lingkungan dan masyarakat luas. environment and society. Diversifikasi Komoditas Non-Batu Bara Non-Coal Commodity Diversification Sebagai bagian dari strategi jangka panjangnya, As part of its long-term strategy, United Tractors United Tractors telah melakukan diversifikasi has diversified its portfolio by adding gold and portofolio dengan menambahkan komoditas other mineral commodities. Over the long term, this emas dan mineral lain ke dalam jajaran bisnisnya. initiative is expected not only to strengthen financial Dalam jangka panjang, inisiatif ini tidak hanya stability but also to create growth opportunities akan memperkuat stabilitas keuangan, tetapi juga driven by increasing demand for raw materials from menciptakan peluang pertumbuhan yang dipicu the automotive, construction, and technology sectors. oleh lonjakan permintaan material baku dari sektor United Tractors is pursuing non-coal diversification otomotif, konstruksi, dan teknologi. United Tractors through subsidiaries, including PT Agincourt melakukan diversifikasi non-batu bara melalui anak Resources, PT Sumbawa Jutaraya, PT Stargate usahanya, di antaranya PT Agincourt Resources, Pasific Resource, and Nickel Industries Limited. PT Sumbawa Jutaraya, PT Stargate Pasific Resource, dan Nickel Industries Limited. Diversifikasi Energi Terbarukan Renewable Energy Diversification Sejak 2018, United Tractors melakukan diversifikasi Since 2018, United Tractors has diversified its portofolio ke sektor energi terbarukan melalui anak portfolio into the renewable energy sector through usahanya, yaitu PT Energia Prima Nusantara (EPN). its subsidiary, PT Energia Prima Nusantara (EPN). Pada tahun 2024, EPN aktif sebagai distributor dan In 2024, EPN was actively involved as a distributor kontraktor pemasangan sistem panel surya atap, and installation contractor for rooftop solar panel termasuk pelanggan EPN Grup Astra maupun systems, including EPN's customers of the Astra Group PT United Tractors Tbk - 2025 Sustainability Report 49
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Tentang United Tractors
selain Grup Astra. EPN juga berkolaborasi dengan and outside the Astra Group. EPN also collaborating
PT Kalimantan Prima Persada untuk membangun with PT Kalimantan Prima Persada to develop a solar
pembangkit listrik tenaga surya (PLTS) berkapasitas power plant with a capacity of 369.36 kWp in East
369,36 kWp di Kutai Timur, Kalimantan Timur. Kutai, East Kalimantan.
EPN juga melakukan investasi di PT Arkora Hydro Tbk EPN has also invested in PT Arkora Hydro Tbk (31.49%),
(31,49%) yang mengoperasikan tiga PLTA dengan which operates three run-of-river hydropower
aliran sungai langsung (run-of-river hydro power plants, and in PT Supreme Energy Rantau Dedap
plants) dan PT Supreme Energy Rantau Dedap (40.4%) in a geothermal project in South Sumatra
(40,4%) pada proyek panas bumi di Sumatera Selatan with an installed capacity of 91.2 MW.
dengan kapasitas terpasang sebesar 91,2 MW.
37.6 MWp 34.9 MWp
Total kapasitas solar PV atap yang telah dipasang Total kapasitas Pembangkit Listrik Tenaga Air
pada 2018–2025 (PLTA) dengan aliran sungai langsung terpasang
Total installed rooftop solar PV capacity in 2018–2025 sepanjang 2018 hingga 2025
Total installed capacity of installed Run-of-River
Hydro Power Plants (PLTA) along 2018 until 2025
Perseroan berkomitmen untuk memperluas The Company is committed to expanding
investasi pada pembangkit listrik tenaga air dengan investments in run-of-river hydropower plants, as
aliran sungai langsung, serta teknologi energi bersih well as other clean energy technologies such as
lainnya, seperti geotermal, PLTS terapung (floating geothermal, floating solar PV, and waste-to-energy,
solar), dan waste-to-energy (limbah menjadi in line with its support for national decarbonization
energi), yang sejalan dengan dukungan perusahaan efforts and the expansion of a sustainable
terhadap upaya dekarbonisasi nasional dan business portfolio.
perluasan portofolio bisnis berkelanjutan.
Tabel Pengembangan Energi Terbarukan Table of Renewable Energy Development
Proyek Kapasitan Terpasang Kepemilikan Status
Project Installed Capacity Ownership Status
PLTA Besai Kemu 7 MW Owned* Beroperasi | Operating
PLTA Cikopo 2 7.4 MW PT Arkora Hydro Tbk** Beroperasi | Operating
PLTA Tomasa 10 MW PT Arkora Hydro Tbk** Beroperasi | Operating
PLTA Koro Yaentu 10 MW PT Arkora Hydro Tbk** Beroperasi | Operating
PLTA Kukusan 2 5.4 MW PT Arkora Hydro Tbk** Konstruksi | Constructing
PLTMH Kalipelus 0.5 MW PT Bina Pertiwi Energi*** Beroperasi | Operating
PLTMH Tomoni 10 MW PT Arkora Hydro Tbk** Konstruksi | Constructing
*Dimiliki PT Energia Prima Nusantara, 100% saham dimiliki UT *Owned by PT Energia Prima Nusantara, with 100% of shares held by UT
**Dimiliki PT Arkora Hydro Tbk, 31,49% saham dimiliki UT **Owned by PT Arkora Hydro Tbk, with 31.49% of shares held by UT
***Dimiliki PT Energia Prima Nusantara sebesar 99,9% ***Owned by PT Energia Prima Nusantara, with a 99.9% ownership interest
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About United Tractors Pendalaman Strategi ESG: Peluncuran Nature ESG Strategy Deep Dive: Launch of Nature Based Based Solutions (NBS) Solutions (NBS) Demi mendukung dekarbonisasi, Perseroan To support decarbonization, the Company has mengambil aksi korporasi sebagai langkah strategis undertaken corporate actions as a strategic step dalam mencapai Astra Net Zero Emissions Scope toward achieving Astra Net Zero Emissions Scope 1 1 & Scope 2 pada Tahun 2050 melalui insiatif solusi & Scope 2 by 2050 through Nature Based Solutions berbasis alam (Nature Based Solutions/NBS). Inisiatif (NBS) initiatives. These initiatives are carried out by UT ini dilakukan oleh UT melalui inisiatif revegetasi lahan through land revegetation projects at Mount Arjuno, di Gunung Arjuno, dan PAMA melalui bisnis yang and by PAMA through businesses focused on forest berfokus pada kegiatan pengelolaan hutan dan management and environmental preservation via pelestarian lingkungan melalui PT Pertiwi Nusantara PT Pertiwi Nusantara Raya (PNR). Raya (PNR). Pencapaian Portfolio Roadmap Portfolio Roadmap Achivement Sepanjang tahun 2025, Perseroan berhasil In 2025, the Company recorded consolidated revenue membukukan pendapatan konsolidasi sebesar of Rp131.3 trillion, representing an decrease of 2% from Rp131,3 triliun, turun 2% dari Rp134,4 triliun pada Rp134.4 trillion in 2024. Net profit of Rp14.8 trillion, decline tahun 2024. Laba bersih sebesar Rp14,8 triliun, turun by 24% from Rp19.5 trillion in the previous year. The 24% dari Rp19,5 triliun pada tahun sebelumnya. Company’s consolidated revenue was generated from Pendapatan konsolidasi Perseroan berasal the Mining Contracting segment, which decreased dari segmen Kontraktor Penambangan yang by 7% to Rp54.1 trillion, the Construction Machinery menurun sebesar 7% menjadi Rp54,1 triliun, dari segment, which decreased by 2% to Rp36.6 trillion, the Mesin Konstruksi menurun sebesar 2% menjadi Gold and Other Minerals segment, which increased by Rp36,6 triliun, dan dari Emas dan Mineral Lainnya 41% to Rp14 trillion, and the Thermal and Metallurgical meningkat sebesar 41% menjadi Rp14 triliun, serta Coal Mining segment, which decreased by 7% to dari Pertambangan Batu Bara Termal dan Metalurgi Rp24.2 trillion. In addition, during 2025, the Company menurun sebesar 7% menjadi Rp24,4 triliun. Selain received no financial assistance from the government, itu, selama tahun 2025, Perseroan tidak menerima including tax amnesty programs, subsidies, royalty bantuan finansial dari pemerintah, baik dalam relief, or other financial incentives. bentuk pajak pengampunan, subsidi, keringanan GRI 201-4 SEOJK B.1 royalti, ataupun insentif finansial lainnya. GRI 201-4 SEOJK B.1 Perseroan berpegang teguh pada komitmen The Company remains firmly committed to bisnis berkelanjutan melalui implementasi inisiatif sustainable business practices through the diversifikasi portofolio. Strategi ini bertujuan untuk implementation of portfolio diversification menyeimbangkan kontribusi pendapatan dari initiatives, to balance revenue contributions from segmen yang rentan (exposure) terhadap batu segments with higher exposure to thermal coal bara termal dengan segmen yang memiliki prospek against segments with long-term growth prospects pertumbuhan jangka panjang (non-batubara (non-thermal coal). The Company reaffirms that termal). Perseroan menegaskan bahwa investasi new investments, including acquisitions, will be baru dalam bentuk akuisisi akan diprioritaskan pada prioritized toward non-thermal coal segments to segmen non-batubara termal. Upaya strategis not only strengthen the Company’s resilience to ini tidak hanya meningkatkan ketahanan bisnis market volatility but also reinforce its operational Perseroan terhadap gejolak pasar, tetapi juga foundation grounded in ESG principles. menguatkan pondasi operasional yang didasarkan pada prinsip ESG. PT United Tractors Tbk - 2025 Sustainability Report 51
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Tentang United Tractors
Kinerja Usaha
Business Performance
SEOJK B.1, F.2, F.3
Deskripsi Satuan 2025 2024 2023 Unit Description
Pendapatan Rp Miliar 131,300.8 134,427.0 128,583.3 Rp Billion Revenue
Laba Bruto Rp Miliar 29,703.5 33,831.6 35,786.2 Rp Billion Gross Profit
Laba Bersih* Rp Miliar 14,810.4 19,531.2 20,661.8 Rp Billion Net Profit*
* Laba setelah pajak yang diatribusikan kepada pemilik entitas induk.
* Profit attributable to owners of the parent entity, net of tax.
Kinerja Ekonomi
Economic Performance
GRI 201-1 SEOJK B.1
Deskripsi Satuan 2025 2024 2023 Unit Description
Nilai Ekonomi yang Dihasilkan Economic Value Generated
Pendapatan Operating
Rp Miliar 131,300.8 134,426.9 128,583.3 Rp Billion
Usaha Revenue
Pendapatan
Rp Miliar 2,480.9 2,611.7 2,094.7 Rp Billion Other Income
Lain-lain
Total Nilai Total Economic
Ekonomi yang Rp Miliar 133,536.1 137,038.7 130,677.9 Rp Billion Value
Dihasilkan Generated
Nilai Ekonomi yang Didistribusikan Economic Value Distributed
Total Biaya Total Operating
Rp Miliar 110,728.2 108,491.1 100,078.2 Rp Billion
Operasional Costs
Gaji dan Employee
Fasilitas Rp Miliar 13,583.8 12,831.0 11,362.7 Rp Billion Wages and
Karyawan Benefits
Biaya Dana Cost of Funds
Rp Miliar 2,625.8 2,650.6 1,879.4 Rp Billion (Interest
(beban bunga) Expense)
Pembayaran
Dividends Paid
Dividen kepada Rp Miliar 7,987.9 8,422.2 27,039.0 Rp Billion
to Investors
Investor
Social
Investasi Sosial Investment
Rp Miliar 955.2 867.7 804.5 Rp Billion
(biaya CSR) (CSR
Expenditure)
Total Nilai Total Economic
Ekonomi yang Rp Miliar 113,354.0 111,141.7 101,957.6 Rp Billion Value
Didistribusikan Distributed
Laba Sebelum Profit Before
Pajak = Nilai Tax =
Ekonomi yang Economic
Value
Dihasilkan Rp Miliar 20,182.2 25,897.1 28,720.3 Rp Billion
Generated
- Nilai − Economic
Ekonomi yang Value
Didistribusikan Distributed
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About United Tractors PT United Tractors Tbk - 2025 Sustainability Report 53
Page 56
Keberlanjutan di
United Tractors
Sustainability at
United Tractors
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Strategi Keberlanjutan United Tractors
56
United Tractors Sustainability Strategy
Pencapaian Kinerja Keberlanjutan UT
62
UT Sustainability Performance Achievements
Penilaian Materialitas
64
Materiality Assessment
Pelibatan Pemangku Kepentingan
67
Stakeholder Engagement
PT United Tractors Tbk - 2025 Sustainability Report
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Keberlanjutan di United Tractors
Strategi Keberlanjutan United Tractors
United Tractors Sustainability Strategy
SEOJK A.1, F.1 GRI 2-22, 2-23, 2-24
Strategi keberlanjutan United Tractors pada 2025
difokuskan pada penguatan Triple-P Roadmap
(Portfolio, People, dan Public Contribution) yang
terintegrasi dalam seluruh operasional Perseroan.
Inisiatif ini menargetkan percepatan dekarbonisasi
dan diversifikasi bisnis non-batu bara guna mencapai
Aspirasi Keberlanjutan 2030 UT secara terukur.
United Tractors' sustainability strategy for 2025 focuses on strengthening
the integrated Triple-P Roadmap (Portfolio, People, Public Contribution)
across all of the Company's operations. This initiative aims to accelerate
decarbonization and diversify non-coal businesses in order to achieve
measurable UT 2030 Sustainability Aspirations.
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Komitmen fundamental Perseroan untuk berkontribusi The Company’s fundamental commitment, to actively
aktif pada kesejahteraan nasional dan menjadi contribute to national prosperity and to be a source
kebanggaan Indonesia menjadi landasan dalam of pride for Indonesia, serves as the foundation for
merumuskan seluruh strategi Environment, Social, dan the Company’s Environment, Social, and Governance
Governance (ESG) Perseroan. Upaya ini diwujudkan (ESG) strategies. This is in alignment with the UT
selaras dengan Aspirasi Keberlanjutan UT 2030 untuk 2030 Sustainability Aspirations, which aim to create
menciptakan dampak positif yang komprehensif bagi a comprehensive and positive impact on climate,
iklim, bisnis, dan kesejahteraan masyarakat dengan business, and community welfare through the Triple-P
Triple-P Roadmap sebagai strategi pemenuhan Roadmap as the strategic framework for achieving
aspirasi. Dengan demikian, keberlanjutan bukan these aspirations. Accordingly, sustainability is not
hanya tujuan yang ingin dicapai, tetapi juga menjadi merely a goal to be achieved, but a foundation for the
fondasi yang memastikan kontribusi positif Perseroan Company’s positive contributions to society and the
terhadap masyarakat dan lingkungan sekitarnya. environment.
Triple-P Roadmap Triple-P Roadmap
Strategi keberlanjutan jangka panjang Perseroan The Company’s long-term sustainability strategy is
diimplementasikan melalui Triple-P Roadmap (Portfolio implemented through the Triple-P Roadmap (Portfolio
Roadmap, People Roadmap, and Public Contribution Roadmap, People Roadmap, and Public Contribution
Roadmap) yang sejalan dengan perusahaan induk Roadmap), aligned with the Astra 2030 Sustainability
yaitu Astra 2030 Sustainability Aspirations. Melalui Aspirations, ensuring that all ESG elements are fully
roadmap ini, Perseroan memastikan bahwa seluruh integrated into every aspect of operations and
elemen ESG terintegrasi penuh ke dalam setiap aspek business growth.
operasional dan pertumbuhan bisnis.
Portfolio People Public Contribution
Roadmap Roadmap Roadmap
Komitmen Mempertahankan dan meningkatkan Tatanan baru sumber daya Menjaga sinergi konsisten antara
Keberlanjutan keunggulan pasar dengan manusia dalam menghadapi keunggulan operasional dan
memperkuat sektor pertambangan lanskap bisnis baru. praktik berkelanjutan melalui
Sustainability
dan meningkatkan penerobosan New human capital architecture pengelolaan sistem yang
Commitments produk di sektor pertanian, bijaksana dan kolaborasi AHEMCE.
for new business landscape.
kehutanan, dan konstruksi. Uphold consistent synergy
Retain and improve market between operational excellence
leadership by securing mining and sustainable practices through
sector and boosting product prudent system management
penetration in agriculture, forestry, and AHEMCE collaboration.
and construction sector.
Meningkatkan keunggulan
operasional untuk mempertahankan
ketahanan bisnis.
Improve operational excellence to
maintain business resilience.
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Keberlanjutan di United Tractors
Aspirasi Keberlanjutan 2030 UT UT 2030 Sustainability Aspirations
Sebagai wujud komitmen strategis untuk mencapai As a manifestation of its strategic commitment
bisnis yang lebih tangguh dan berkelanjutan, to achieving a more resilient and sustainable
United Tractors menetapkannya dalam Aspirasi business, United Tractors has established the UT 2030
Keberlanjutan 2030 UT. Aspirasi ini berperan sebagai Sustainability Aspirations. These aspirations serve as
panduan utama Perseroan dalam berkomitmen the Company’s primary guide in delivering the three
menciptakan dampak positif yang komprehensif key pillars of climate, business performance, and
pada tiga pilar penting, yaitu iklim, kinerja bisnis, dan community welfare to support the achievement of
kesejahteraan masyarakat untuk mencapai target long-term goals.
jangka panjang.
Lingkungan Environment
1. Menurunkan emisi gas rumah kaca Perseroan 1. Reduce the Company's Scope 1 and 2 greenhouse
Cakupan 1 dan 2 sebesar 30%. gas emissions by 30%.
2. Mencapai bauran energi terbarukan sebesar 22% 2. Achieve a renewable energy mix of 22% to support
untuk mendukung kegiatan operasional. operational activities.
3. Mengelola intensitas pengambilan air mengacu 3. Manage water withdrawal intensity for each
pada masing-masing kategori unit usaha. business unit category.
4. Mengolah limbah padat dengan tingkat pengalihan 4. Manage solid waste with waste diverted rate up
hingga 62%. to 62%.
Sosial Social
1. Mendukung keberagaman, kesetaraan, dan 1. Support employee diversity, equality, and
inklusivitas karyawan. inclusiveness.
2. Mencapai zero fatality tenaga kerja dan Lost Time 2. Achieve zero worker fatalities and maintain a Lost
Injury (LTI) sebesar 0,093. Time Injury (LTI) rate of 0.093.
3. Menjangkau 750.000 penerima manfaat melalui 3. Reaching 750,000 beneficiaries through community
program pengembangan masyarakat. development programs.
Tata Kelola Governance
1. Mencapai ketahanan bisnis dengan meningkatkan 1. Achieve business resilience by increasing non-coal
pendapatan non-batu bara hingga 50%. revenue by up to 50%.
2. Mendukung keberagaman dan inklusivitas di level 2. Support diversity and inclusion at the executive level.
eksekutif.
3. Terus memperkuat tata kelola perusahaan dengan 3. Continue to strengthen corporate governance in
standar internasional. line with international standards.
Tujuan Pembangunan Berkelanjutan (SDGs) Sustainable Development Goals (SDGs) as
sebagai Kompas Menuju Keberlanjutan the Compass Toward Sustainability
Perseroan menetapkan Tujuan Pembangunan The Company has adopted the Sustainable
Berkelanjutan (SDGs) sebagai agenda sentral dalam Development Goals (SDGs) in implementing the
mengimplementasikan Aspirasi Keberlanjutan UT 2030 Sustainability Aspirations, realized through
2030 UT. Komitmen ini diwujudkan melalui berbagai various integrated programs aligned with global
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Sustainability at United Tractors
program yang terintegrasi dan selaras dengan Tujuan goals across three main frameworks: the Portfolio
Global pada tiga kerangka utama: Portfolio Roadmap, Roadmap, the People Roadmap, and the Public
People Roadmap, dan Public Contribution Roadmap. Contribution Roadmap.
Bersama entitas Grup dan Yayasan, Perseroan Together with Group entities and Foundations, the
mendukung 17 Tujuan Pembangunan Berkelanjutan, Company supports all 17 SDGs, both directly and
baik secara langsung maupun tidak langsung. indirectly. The Company has prioritized 11 global goals
Perseroan memprioritaskan 11 tujuan global as its main focus, based on programs assessed to
sebagai fokus utama, yang ditetapkan berdasarkan deliver the most significant positive contributions
program-program yang dinilai mampu memberikan toward achieving these global targets.
kontribusi positif paling signifikan terhadap
pencapaian target global tersebut.
Prioritas Priority
Sasaran global di mana Perseroan
memberikan kontribusi melalui
Prioritas Priority
kegiatan tanggung jawab sosial
Sasaran global di mana Perseroan dan pengembangan masyarakat.
memberikan dampak positif yang Global targets where the Company
signifikan melalui aktivitas, produk, contributes through social
dan jasa Perseroan. responsibility and community
Global targets where the Company development programs.
delivers significant positive impact
through its activities, products,
and services.
Prioritas Priority
Sasaran global di mana Perseroan
memiliki potensi dampak risiko
terhadap pencapaian SDGs akibat
kegiatan usaha, serta inisiatif yang
dilakukan untuk meminimalkan
dampak tersebut.
Global targets where the Company
has potential risk impacts on
SDG achievement arising from
its business activities, along with
initiatives undertaken to mitigate
these impacts.
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Peluang dan Tantangan Keberlanjutan Sustainability Opportunities and Challenges
Dalam kerangka target Net Zero Emissions (NZE) 2060, Within the Net Zero Emissions 2060 target, Indonesia
Indonesia berada di garis depan aksi iklim global stands at the forefront of global climate action and is
dan mengambil berbagai langkah transformatif undertaking various transformative measures toward
menuju masa depan yang lebih hijau. Target ini a greener future. This target has been strengthened by
diperkuat dengan pengajuan Second Nationally the submission of the Second Nationally Determined
Determined Contribution (SNDC) pada Oktober 2025, Contribution (SNDC) in October 2025, which seeks
yang berupaya menyelaraskan jalur dekarbonisasi to align the national decarbonization pathway with
nasional dengan skenario pemanasan 1,5oC global the global 1.5°C warming scenario. This includes
melalui upaya pemerintah meningkatkan bauran the government’s efforts to increase the renewable
energi terbarukan hingga 27–33% pada 2035, dan energy mix to 27–33% by 2035 and to achieve an
emission peak pada 2038. Sejalan dengan visi emissions peak by 2038. In line with this vision, the Just
tersebut, kerangka Just Energy Transition Partnership Energy Transition Partnership (JETP) framework, with
(JETP), yang progresnya dilaporkan pada tahun progress reported in 2025, calls for an accelerated
2025, menuntut percepatan dan lebih ambisius and more ambitious transition toward an equitable,
terhadap transisi energi yang berkeadilan, inklusif, inclusive, and transparent energy transition, while
dan transparan, sekaligus mengatasi tantangan tata also addressing carbon governance challenges.
kelola karbon.
Sebagai pelaku industri yang sangat bergantung As a company operating in an industry highly
pada komoditas dan alat berat, transisi menuju dependent on commodities and heavy equipment,
ekonomi rendah karbon menghadirkan tantangan the transition toward a low-carbon economy
yang kompleks bagi Perseroan. Risiko yang muncul presents complex challenges. Key risks include the
antara lain potensi stranded assets serta tekanan potential for stranded assets and increasing pressure
akibat obsolesensi teknologi. Namun demikian, from technological obsolescence. At the same time,
transisi ini juga mendatangkan peluang besar untuk this transition creates significant opportunities to
merevitalisasi model bisnis melalui adaptasi dan revitalize the business model through continuous
inovasi berkelanjutan. Sebagai respons strategis adaptation and sustainable innovation. In response
terhadap dinamika makro tersebut dan untuk to these macro dynamics and to ensure long-term
memastikan ketahanan bisnis jangka panjang, business resilience, the Company has adopted and
Perseroan mengadopsi serta mengintegrasikan integrated ESG principles comprehensively across its
prinsip-prinsip ESG secara menyeluruh dalam strategy and operations.
strategi dan operasionalnya.
Implementasi ESG yang mendalam ini tidak hanya ESG implementation is not only key to the Company’s
menjadi kunci keberlanjutan Perseroan, tetapi juga sustainability, but also reflects a commitment aligned
mencerminkan komitmen yang selaras dengan filosofi with the philosophy of its majority shareholder,
pemegang saham utama, PT Astra International Tbk PT Astra International Tbk (Astra), which has targeted
(Astra), yang menargetkan Astra Net Zero Scope 1 & 2 Astra Net Zero Scope 1 & 2 by 2050. In synergy with
pada tahun 2050. Bersinergi dengan entitas Grup, strategi the Group, this strategy translates into accelerated
ini diterjemahkan menjadi percepatan diversifikasi bisnis business diversification toward renewable energy, the
ke sektor energi baru terbarukan (EBT), sektor mineral, mineral sector, and technological transformation in
dan transformasi teknologi untuk pengelolaan konsumsi energy consumption management, adoption of clean
energi, mengadopsi solusi energi bersih, serta efisiensi energy solutions, and operational efficiency across all
operasional di seluruh lini bisnis. business lines.
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Sustainability at United Tractors Dalam hal diversifikasi bisnis, Perseroan menetapkan In terms of business diversification, the Company target kontribusi bisnis non-batu bara, yakni has set a target for the contribution of non-coal mencapai 50% dari total portofolio pada tahun 2030. businesses to reach 50% of the total portfolio by 2030. Upaya ini memperkuat nilai bagi para pemegang This strengthens value for shareholders, supports saham, mendukung komitmen nasional dalam national commitments in addressing climate change, menghadapi perubahan iklim, dan berkontribusi and contributes to the achievement of the SDGs. pada pencapaian SDGs. Selain memperkuat ketahanan portfolio bisnis, In addition to strengthening its business portfolio Perseroan turut menjalankan berbagai inisiatif resilience, the Company also implements various terhadap perlindungan dan pemulihan lingkungan initiatives for environmental protection and restoration sebagai upaya menghadapi tantangan perubahan as part of its efforts to address climate change iklim, salah satunya melalui rehabilitasi lingkungan di challenges, including environmental rehabilitation lahan kritis di Gunung Arjuno, Kota Batu, Jawa Timur. of degraded land on Mount Arjuno, Batu City, East Program ini merupakan respons terhadap penurunan Java. This program is responding to the decline in fungsi lahan hutan sekaligus berkontribusi pada forest land function and contributes to ecosystem pemulihan ekosistem melalui pengelolaan lahan restoration through the management of 567 ha of seluas 567 ha dengan jenis pohon MPTS (Multi Purpose land planted with Multi Purpose Tree Species (MPTS). Tree Species). Selain berkontribusi pada pemulihan Beyond ecosystem recovery, the environmental ekosistem, program rehabilitasi lingkungan ini rehabilitation program also creates opportunities to juga membuka peluang untuk mendukung upaya support GHG emission reduction efforts, in line with pengurangan emisi gas rumah kaca (GRK), sejalan the commitment to achieving Net Zero Emissions dengan komitmen Perseroan dalam mencapai (NZE) Scope 1 and 2 by 2050. In 2024, the Company’s target Net Zero Emissions (NZE) Cakupan 1 dan 2 climate mitigation program was officially registered di 2050. Pada tahun 2024, program pengendalian through the issuance of a National Registry System iklim Perseroan telah terdaftar dengan penerbitan (SRN) number. This publication further supports the Nomor Sistem Registri Nasional (SRN). Penerbitan validation of the Company’s mitigation efforts in ini turut melengkapi validasi atas aksi mitigasi forest areas whose permits are still under review by Perseroan di kawasan hutan yang perizinannya the Ministry of Environment as part of the process masih dalam tahap verifikasi oleh Kementerian to obtain a Greenhouse Gas Emission Reduction Lingkungan Hidup dalam rangka memperoleh Surat Certificate (SPE-GRK). This initiative enables the Pengurangan Emisi Gas Rumah Kaca (SPE-GRK). opportunity to obtain official Emission Reduction Langkah ini membuka peluang untuk memperoleh Certificates as formal recognition of the Company's Sertifikat Pengurangan Emisi secara resmi sebagai contribution to reducing GHG emissions. bentuk pengakuan atas kontribusi Perseroan dalam SEOJK F.10 menurunkan emisi GRK. SEOJK F.10 PT United Tractors Tbk - 2025 Sustainability Report 61
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Pencapaian Kinerja Keberlanjutan UT
UT Sustainability Performance Achievements
Beberapa metrik yang selaras dengan Aspirasi Several metrics aligned with the UT 2030 Sustainability
Keberlanjutan UT 2030 telah memiliki target kuantitatif, Aspirations have been assigned quantitative targets.
dengan pencapaian kinerja keberlanjutan pada The sustainability performance achievements in 2025
tahun 2025 sebagai berikut. are as follows:
Reduksi Emisi Gas Rumah Kaca (GRK)3 Bauran Energi Terbarukan
Greenhouse Gas (GHG) Emissions Reduction3 Renewable Energy Mix
Target 2030 Target 2030
2030 Target 2030 Target
30% 22%
Penurunan emisi GRK Bauran energi terbarukan
GHG emissions reduction Renewable energy mix
Pencapaian Pencapaian
Achievement Achievement
2025 2025
12.03% 36.17%
2024* 2023* 2024* 2023*
11.02% 10.21% 31.92% 30.43%
Penurunan Intensitas Pengambilan Air4 Limbah Padat Terolah
Water Withdrawal Intensity Reduction4 Solid Waste Diverted
Target 2030
2030 Target
Target 2030
2030 Target
Reduksi intensitas
pengambilan air berdasarkan
masing-masing lini bisnis2 62%
Reduction in water withdrawal Limbah padat terolah
intensity by business line2 Solid waste diverted
Pencapaian1 Pencapaian
Achievement1 Achievement
2025 2025
23.09% 73.84%
2024* 2023* 2024* 2023*
14.81% 19.75% 68.44% 53.64%
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Cedera Kehilangan Waktu Kerja (LTI) Penerima Manfaat
Lost Time Injury Beneficiaries
Target 2030
Target 2030 2030 Target
2030 Target
750,000
0.093 Jumlah penerima
rate manfaat akumulatif
Cumulative beneficiaries
Pencapaian Pencapaian
Achievement Achievement
2025 2025
0.09 743,313
2024* 2023* 2024* 2023*
0.12 0.10 630,023 536,362
Catatan: Notes:
1. Angka penurunan emisi gas rumah kaca merupakan angka net 1. The greenhouse gas emission reduction figure represents net emissions,
emissions yang diperoleh setelah dikurangi dari efisiensi energi, calculated after accounting for energy efficiency, the use of renewable
pemanfaatan energi terbarukan, serta pembelian REC dan kredit karbon. energy, and the purchase of RECs and carbon credits.
2. Perhitungan intensitas air didasarkan pada tahun baseline 2019, 2. Water intensity reduction are calculated based on the 2019 baseline
sedangkan capaian intensitas air yang disajikan adalah perhitungan year, while the reported water intensity achievement represents the
konsolidasi grup Perseroan berdasarkan konsumsi air tanpa air hujan consolidated calculation of the Company’s Group based on water
dibandingkan dengan driver berupa revenue secara konsolidasi consumption excluding rainwater compared to the driver, with
grup Perseroan. consolidated Group revenue used as the driver.
3. Perhitungan reduksi emisi didasarkan pada tahun baseline 2019. 3. Emissions reduction are calculated based on the 2019 baseline year.
4. Perhitungan target intensitas air tahun 2030 disesuaikan dengan 4. The 2030 water intensity target calculation is adjusted to production
produksi di setiap lini bisnis grup Perseroan sebagai driver. levels in each business line within the Company’s Group, which serve as
the driver.
* Terdapat penyajian kembali karena karena adanya perbaikan metode * A restatement has been made due to improvements in calculation
perhitungan dan perluasan cakupan data. methodologies and the expansion of data scope.
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Penilaian Materialitas
Materiality Assessment
Proses Penentuan Topik Material Material Topic Determination Process
GRI 3-1 GRI 3-1
Perseroan menjalankan proses penilaian materialitas The Company conducts an ESG materiality
ESG sesuai dengan Standar GRI 2021, dengan assessment in accordance with the GRI Standards
menerapkan prinsip Materialitas Ganda (Double 2021, applying the principle of Double Materiality
Materiality Assessment). Melalui pendekatan ini, Assessment. Through this approach, the Company
Perseroan menilai materialitas dari dua perspektif assesses materiality from two perspectives:
berbeda, yaitu:
Inside-Out (Impact Materiality) Outside-In (Financial Materiality)
Penilaian dampak Perseroan (positif maupun negatif) Evaluasi bagaimana isu keberlanjutan eksternal
terhadap lingkungan dan masyarakat, baik secara (misalnya perubahan iklim atau kebijakan) dapat
langsung maupun tidak langsung, sepanjang rantai nilai memengaruhi kinerja finansial Perseroan, termasuk arus
dalam jangka pendek, menengah, dan panjang. kas, biaya modal, dan akses terhadap pendanaan.
Assessing the Company's impact on the environment Evaluating how sustainability issues, such as climate
and society, whether positive or negative, in the short, change or environmental regulatory, can affect the
medium, or long-term. This includes direct and indirect Company's financial performance, including cash flow,
impacts across the value chain, such as on workers, cost of capital, and access to funding.
customers, or ecosystems.
Topik-topik material dipilih melalui proses penilaian Material topics are selected through the materiality
materialitas dengan langkah-langkah sebagai berikut: assessment process with the following steps:
Prioritas Dampak
1 2 3 4
Pemahaman Konteks Identifikasi Dampak Asesmen yang Paling Signifikan
Organisasi Aktual dan Potensial Signifikansi Dampak untuk Pelaporan
Understand the Identify Actual and Impact Significance Prioritization of the
Organizational Context Potential Impacts Assessment Most Significant Impact
for Reporting
1. Pemahaman Konteks Organisasi 1. Understand the Organizational Context
Perseroan mengidentifikasi seluruh aktivitas The Company identifies all activities and
dan relasi bisnis yang berpotensi baik yang business relationships that may either influence
memengaruhi maupun yang dipengaruhi oleh topik- or be influenced by key sustainability topics,
topik keberlanjutan utama, termasuk pemangku including stakeholders. This process is facilitated
kepentingan. Proses ini difasilitasi melalui Focus through Focus Group Discussion (FGDs) involving
Group Discussion (FGD) yang melibatkan perwakilan representatives from relevant units, strategic
unit terkait, pimpinan fungsi strategis serta pihak- function leaders, and parties who understand
pihak yang memahami risiko dan peluang sustainability risks and opportunities across the
keberlanjutan dalam rantai nilai Perseroan. Company’s value chain.
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Sustainability at United Tractors 2. Identifikasi Dampak Aktual dan Potensial 2. Identify Actual and Potential Impacts Selanjutnya, Perseroan melaksanakan analisis The Company subsequently conducts an analysis to untuk mengidentifikasi dampak aktual dan identify actual and potential impacts on economic, potensial pada aspek ekonomi, lingkungan, dan environmental, and social aspects arising from all sosial dari seluruh aktivitas dan relasi bisnis. activities and business relationships. The analysis is Bahan pertimbangan berasal dari sumber data based on both internal and external data sources, internal dan eksternal, termasuk dampak-dampak including impacts defined in the GRI Standards yang telah didefinisikan dalam Global Reporting and relevant sustainability reporting regulations. Initiative (GRI) Standards serta regulasi pelaporan The identification process also considers the keberlanjutan yang relevan. Selain itu, proses Company’s performance and achievements in identifikasi dampak turut mempertimbangkan managing economic, environmental, and social kinerja dan capaian Perseroan dalam pengelolaan issues, as well as input from external stakeholders. isu ekonomi, lingkungan, dan sosial, serta masukan dari pemangku kepentingan eksternal. Analisis dilakukan dengan meninjau seluruh The analysis reviews all types of negative and jenis dampak negatif dan positif, baik yang telah positive impacts, whether already occurring terjadi (aktual) maupun yang berpotensi terjadi (actual) or potentially occurring, including those (potensial), termasuk yang muncul di sepanjang arising throughout the Company’s supply chain rantai pasok dan hubungan bisnis Perseroan. Pada and business relationships. In the reporting period, periode pelaporan ini, Perseroan belum melakukan the Company did not conduct a comprehensive identifikasi komprehensif atas dampak Perseroan identification of its impacts on Human Rights. terhadap Hak Asasi Manusia. 3. Asesmen Signifikansi Dampak 3. Impact Significance Assessment Tahap ini bertujuan menetapkan skala prioritas This stage aims to determine priorities through dengan memanfaatkan analisis kuantitatif both quantitative and qualitative analysis, dan kualitatif, yang didukung oleh konsultasi supported by intensive consultation with internal intensif dengan pemangku kepentingan internal dan external stakeholders. The assessment of dan eksternal. Penilaian signifikansi dampak impact significance considers the severity and mempertimbangkan tingkat keparahan dan likelihood of impacts, in accordance with GRI 3. kemungkinan terjadinya suatu dampak, sebagaimana disyaratkan dalam GRI 3. 4. Prioritas Dampak yang Paling Signifikan 4. Prioritization of the Most Significant Impacts untuk Pelaporan for Reporting Penentuan prioritas selanjutnya dilakukan sebagai The subsequent prioritization process is essential, langkah yang esensial untuk memandu Perseroan as it guides the Company in determining effective dalam menetapkan tindakan mitigasi yang efektif mitigation actions to address identified impacts, atas dampak yang telah diidentifikasi, sekaligus while definitively establishing the material topics to menetapkan secara definitif topik-topik material yang be disclosed in the Sustainability Report. akan diungkapkan dalam laporan keberlanjutan. Melalui asesmen signifikansi dampak, Perseroan Through the impact significance assessment, the mengidentifikasi beberapa topik material yang Company identifies several material topics that memiliki pengaruh paling besar terhadap have the most significant influence on business keberlangsungan perusahaan. Penetapan ini sustainability. This determination integrates dilakukan dengan mengintegrasikan masukan stakeholder input and both internal and external pemangku kepentingan dan perspektif para stakeholder perspectives within the assessment pemangku kepentingan internal dan eksternal PT United Tractors Tbk - 2025 Sustainability Report 65
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Keberlanjutan di United Tractors
dalam proses penilaian. Seluruh topik material yang process. All prioritized material topics are
telah diprioritaskan selanjutnya disahkan oleh Direksi subsequently approved by the Board of Directors and
sebagai fokus strategis utama dalam perencanaan established as the Company's strategic focus in the
serta pelaporan keberlanjutan Perseroan. Company’s sustainability planning and reporting.
GRI 2-14 GRI 2-14
Hasil Double Materiality Assessment Results of the Double Materiality Assessment
GRI 3-2 GRI 3-2
Perseroan pertama kali menetapkan topik The Company first established ESG material topics
material ESG pada tahun 2022 melalui proses in 2022 through materiality assessment. In 2024, the
penilaian materialitas. Pada tahun 2024, Perseroan Company updated the ESG material topics through
memperbarui penetapan topik material ESG melalui a double materiality assessment, resulted in ten (10)
double materiality assessment yang menghasilkan ESG material topics, consistent with those identified
sepuluh (10) topik material ESG, konsisten dengan in 2022.
hasil penetapan tahun 2022.
Pada tahun 2025, Perseroan tidak melakukan In 2025, the Company did not conduct a reassessment
peninjauan kembali (reassessment) sebab seluruh because all previously identified ESG material topics
topik material ESG yang telah ditetapkan sebelumnya remain relevant. Accordingly, there were no changes
masih relevan, sehingga tidak terdapat perubahan to the list of ESG material topics compared to the
terhadap daftar topik material ESG dibandingkan previous year.
tahun sebelumnya.
High
GHG Emissions
Employee Health & Safety
Water
Waste
Employee Diversity Community
Energy Development
Business Model Resilience
BOD Diversity
Business Impact
Mgmt. of the Legal & Regulatory Environment Ecological Impact
Supply Chain Management Data Security
Business Ethics
Labor Practices
Product Design & Lifecycle Management Costumer Privacy
Product Quality & Safety
Competitive Behaviour Air Quality
Material Sourcing Efficiency
Physical Impact of Climate Change
Critical Incident Risk Management
Systemic Risk ESG Transparency Reporting
Management Selling Practices & Product Labelling Access & Affordability
Customer Welfare
Market Opportunities
High
Importance to society
Environment Social Governance High Materiality Higher Materiality Highest Materiality
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Sustainability at United Tractors
Pelibatan Pemangku Kepentingan
Stakeholder Engagement
GRI 2-29 SEOJK E.4
Perseroan menyadari pentingnya keterlibatan The Company recognizes the importance of
pemangku kepentingan guna menjaga dampak stakeholder engagement in sustaining long-term
positif jangka panjang dalam menghadapi positive impact while addressing future challenges.
tantangan ke depan. Berdasarkan analisis terhadap Based on an analysis of stakeholder power, influence,
kekuatan, pengaruh, legitimasi, serta signifikansi legitimacy, and the significance of sustainability
isu keberlanjutan, Perseroan telah menetapkan issues, the Company has identified seven (7) key
tujuh (7) kelompok pemangku kepentingan utama. stakeholder groups. The list of key stakeholders and
Daftar pemangku kepentingan kunci serta strategi specific engagement strategies implemented by the
keterlibatan spesifik yang diimplementasikan oleh Company are outlined as follows:
Perseroan diuraikan sebagai berikut: GRI 2-24
GRI 2-24
Pelibatan Pemangku Kepentingan
Stakeholder Engagement
Kelompok Pemangku
Pendekatan yang Dilakukan Tujuan Pelibatan Topik yang Diangkat
Kepentingan
Approach Purpose of Engagement Topics Discussed
Stakeholder Groups
Pelanggan • Interaksi dengan kantor perwakilan Memahami kebutuhan • Layanan purnajual
Customer dan karyawannya pelanggan serta • Dukungan produk
• Situs web Perseroan memastikan persyaratan
• Produk yang efisien dan efektif
pelanggan terpenuhi
• Call center • Opsi pembiayaan
dalam setiap produk
• Media sosial dan jasa, termasuk • Suku cadang
• Iklan penyediaan layanan
• Opsi remanufacturing
purnajual yang prima.
• Temu pelanggan
• Hubungan masyarakat dan media
• Survei kepuasan pelanggan
• Interaction with representative offices To understand customer • After-sales service
and their employees needs and ensure • Product support
• Company website customer requirements
• Efficient and effective products
are met across all
• Call center • Financing options
products and services,
• Social media including the delivery • Spare parts
• Advertisement of excellent
• Remanufacturing options
after-sales service.
• Customer gatherings
• Public and media relations
• Customer satisfaction survey
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Keberlanjutan di United Tractors
Kelompok Pemangku
Pendekatan yang Dilakukan Tujuan Pelibatan Topik yang Diangkat
Kepentingan
Approach Purpose of Engagement Topics Discussed
Stakeholder Groups
Karyawan • Induksi dan orientasi karyawan Melibatkan karyawan • Remunerasi dan
Employee • Program pengembangan secara aktif dalam manfaat karyawan
kepemimpinan pengembangan • Proses rekrutmen
karakter, meningkatkan
• Survei keterikatan karyawan • Pengembangan karier
keterikatan, serta
• Kegiatan karyawan termasuk bersama-sama • Pengalaman kerja
olahraga dan rekreasi, roadshow, menciptakan
perlombaan, dan pameran kesejahteraan.
• Pengiriman pesan internal melalui
konferensi video, surel, intranet, dan
buletin berkala
• Employee induction and orientation To actively engage • Employee remuneration
• Leadership development programs employees in character and benefits
development, enhance • Recruitment process
• Employee engagement survey
engagement, and jointly
• Employee activities including • Career development
foster well-being.
sports and recreation, roadshows, • Work experience
competitions, and exhibitions
• Internal communications via video
conference, e-mail, intranet, and
periodic newsletters
Pemerintah • Regulasi terkait kegiatan usaha Berperan aktif sebagai • Kepatuhan terhadap peraturan
Government • Laporan kepatuhan dan laporan warga negara yang dan perundangan
korporasi lainnya baik dalam setiap aspek • Transparansi dan
kepatuhan dan menjadi informasi terkini
• Pertemuan koordinasi
mitra pembangunan di
• Program masyarakat terpadu • Peluang keterlibatan dalam
seluruh Indonesia.
program CSR
• Kegiatan kolaboratif
• Antikorupsi dan etika bisnis
• Regulations related to To play an active role as • Compliance with applicable
business activities a responsible corporate laws and regulations
• Compliance reports and other citizen in all aspects • Transparency and up-to- date
corporate reports of compliance and to information
act as a development
• Coordination meeting • Engagement opportunities in
partner across Indonesia.
• Integrated community programs CSR programs
• Collaborative activities • Anti-corruption and
business ethics
Pemegang Saham • Pengumuman kinerja kuartalan Menerapkan prinsip tata • Kinerja keuangan
dan Investor • Pertemuan dengan investor, analis, kelola yang menjunjung • Informasi terkini dan akurat
Shareholders dan manajer investasi akuntabilitas dan terkait aksi korporasi serta
and Investors transparansi atas kinerja arah strategis
• Partisipasi dalam investor roadshow
Perseroan, sekaligus
• Konferensi • Perkembangan dan status
menyelaraskan aspirasi
kinerja non-keuangan
• Rapat Umum Pemegang Saham pemegang saham,
Tahunan (RUPST) termasuk komitmen ESG
jangka panjang.
• Laporan Tahunan
• Quarterly performance To apply governance • Financial performance
announcements principles of • Accurate and up-to-date
• Meetings with investors, analysts and accountability and information on corporate
investment managers transparency in the actions and strategic direction
Company’s performance,
• Participation in investor roadshows • Progress and status of non-
while aligning
• Conferences financial performance
shareholder aspirations,
• Annual General Meeting of including long-term
Shareholders (AGMS) ESG commitments.
• Annual Report
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Sustainability at United Tractors
Kelompok Pemangku
Pendekatan yang Dilakukan Tujuan Pelibatan Topik yang Diangkat
Kepentingan
Approach Purpose of Engagement Topics Discussed
Stakeholder Groups
Media • Konferensi pers Menyediakan informasi • Kinerja keuangan
Media • Media Executives Gathering kinerja Perseroan kepada • Informasi terkini dan akurat
publik dan pemangku terkait aksi korporasi dan
• Workshop untuk jurnalis
kepentingan. arah strategis
• Distribusi siaran pers
• Perkembangan dan status
• Wawancara media
kinerja non-keuangan
• Kunjungan media
• Program kemitraan dan
kolaborasi media
• Apresiasi media
• Media meet-up
• Kuis media
• Press conference To provide information • Financial performance
• Media Executives Gathering on the Company's • Accurate information and up-
performance to the to-date on corporate actions
• Journalists’ workshop
public and stakeholders. and strategic directions
• Press release distribution
• Progress and status of
• Media interviews
non-financial performance
• Media visits
• Media partnership and
collaboration program
• Media appreciation
• Media meet-up
• Media quizzes
Mitra Kerja dan • Kerja sama Membangun • Proses tender yang transparan
Pemasok • Forum evaluasi mitra kerja berkala hubungan yang saling • Pengawasan dan evaluasi
Partners and Supplier menguntungkan dan kinerja yang adil, transparan,
mendorong kemitraan dan wajar
yang memberikan nilai
• Evaluasi kinerja
tambah bagi rantai
nilai Perseroan. • Penghargaan dan penerapan
penalti yang adil
• Cooperation To build mutually • Transparent tender process.
• Periodic partner evaluation forum beneficial relationships • Fair, transparent, and
and encourage reasonable supervision and
partnerships that performance evaluation
create value across the
• Performance evaluation
Company’s value chain.
• Fair rewards and penalty
implementation
Organisasi • Kegiatan dan program bersama Melakukan kolaborasi • Pengembangan program dan
Nirlaba dan • Situs website Perseroan dalam pengembangan status kemajuan CSR
Masyarakat Umum dan pemberdayaan • Kesempatan bekerja sama
• Kegiatan CSR
Non-Profit masyarakat serta dalam program CSR
Organization and mendukung pencapaian
• Informasi kegiatan korporasi
Public at Large target SDGs melalui
program CSR Perseroan. • Budaya dan reputasi
• Joint activities and programs To collaborate in • CSR program development and
community development progress status
• Company website
and empowerment • Opportunities to collaborate in
• CSR activities
while supporting CSR programs
the achievement of
• Information on
SDGs targets through
corporate activities
the Company’s
CSR programs. • Culture and reputation
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Mewujudkan
Lingkungan
Kerja yang Aman
dan Sehat
Creating a Safe
and Healthy Work
Environment
04
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PT United Tractors Tbk
Page 73
Kebijakan dan Strategi Program Keselamatan Kerja
72 83
Policy and Strategy Occupational Safety Programs
Ikhtisar Kinerja Fasilitas dan Promosi Kesehatan
74 88
Performance Overview Health Facilities and Promotion
Sistem Manajemen K3 Sistem Manajemen Keselamatan Kontraktor
74 92
OHS Management System Contractor Safety Management System
Identifikasi Bahaya dan Penilaian Risiko Kinerja K3
80 93
Hazard Identification and Risk Assessment OHS Performance
PT United
Laporan Tractors Tbk
Keberlanjutan - 2025
2025 Sustainability
Sustainability Report
Report 71
Page 74
Mewujudkan Lingkungan Kerja yang Aman dan Sehat
Kebijakan dan Strategi
Policy and Strategy
Keselamatan dan kesehatan kerja (K3) akan selalu
menjadi nilai dan prioritas utama yang tertanam dalam
budaya K3 di seluruh lini bisnis Perseroan. Budaya kerja
aman diimplementasikan secara terintegrasi kepada
karyawan, mitra kerja, dan kontraktor melalui tiga pilar
Portfolio, People, dan Public Contribution, serta diperkuat
oleh kebijakan K3 di seluruh entitas operasional.
Occupational health and safety (OHS) will always remain a core value and
top priority embedded within the OHS culture across all the Company's
business lines. A safe working culture is implemented in an integrated
manner for employees, business partners, and contractors through three
main pillars, namely Portfolio, People, and Public Contribution, and is
reinforced by OHS policies applied across all operational entities.
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Creating a Safe and Healthy Work Environment
United Tractors memprioritaskan keselamatan Occupational health and safety (OHS) is grounded in
dan kesehatan kerja (K3), yang berakar pada United Tractors commitment to respect and protect
komitmen untuk melindungi hak asasi manusia di human rights across all operations and to provide a
seluruh operasi dan menciptakan lingkungan kerja safe and healthy working environment. The Company
aman dan sehat. Perseroan mendorong budaya promotes an integrated safety culture among all
keselamatan yang terintegrasi kepada seluruh pihak, stakeholders, including employees, business partners,
termasuk karyawan, mitra kerja, dan kontraktor, and contractors, to ensure compliance and shared
untuk memastikan kepatuhan dan tanggung jawab accountability. This commitment is embedded across
bersama. Komitmen tersebut diimplementasikan the Company’s strategies through three core pillars,
secara menyeluruh dalam setiap strategi Perseroan namely Portfolio, People, and Public Contribution.
melalui tiga pilar utama, yaitu Portfolio, People, dan Furthermore, the Company has established an OHS
Public Contribution. Lebih lanjut, Perseroan telah policy as a guiding framework to enhance occupational
menetapkan kebijakan K3 sebagai acuan dalam health and safety performance across all operational
meningkatkan K3 di seluruh lini operasional, termasuk lines, including subsidiaries and associated entities.
entitas anak dan entitas asosiasi. SEOJK F.21 GRI 3-3, 403-1
SEOJK F.21 GRI 3-3, 403-1
Kebijakan K3 United Tractors
United Tractors Occupational OHS Policy
Memenuhi peraturan Menerapkan sistem Menetapkan standar keselamatan sesuai regulasi, mengendalikan
perundangan dan manajemen untuk risiko operasional, meningkatkan kompetensi dan partisipasi
persyaratan terkait memberikan nilai tambah pekerja, menjamin kesiapsiagaan darurat, serta mendorong
aspek K3 dan kepada Perseroan, kepemimpinan aktif dalam memberikan teladan dan pengawasan,
keamanan. karyawan, masyarakat, sekaligus mencegah kecelakaan kerja, penyakit akibat kerja,
Comply with all dan pemangku kejadian akibat penyakit tenaga kerja, dan kejadian berbahaya
applicable regulations, kepentingan lainnya. lainnya melalui penerapan Golden Rules, Behavior Based Safety
and requirements Implement management (BBS), dan program keselamatan dan kesehatan kerja.
related to OHS and systems that create added Establish safety standards in accordance with regulations, control operational
security. value for the Company, risks, enhance worker competence and participation, ensure emergency
employees, communities, and preparedness, and promote active leadership through role modeling
other stakeholders. and supervision, while preventing work-related accidents, work-related
illnesses, workforce health incidents, and other hazardous events through
the implementation of Golden Rules, Behavior-Based Safety (BBS), and
occupational health and safety programs.
Melaksanakan program kesehatan kerja yang komprehensif Melaksanakan kegiatan operasional berlandaskan
melalui pemeriksaan berkala, promosi gaya hidup sehat, excellent business process yang ditunjang inovasi dan
serta upaya pencegahan dan penanggulangan penyakit perbaikan berkelanjutan melalui pelaksanaan PDCA
menular dan penyalahgunaan narkoba, disertai perlindungan (Plan-Do-Check-Action) secara konsisten.
bagi kelompok rentan dan penerapan kebijakan fit to work. Conduct operational activities based on excellent business
Implement comprehensive occupational health programs through processes supported by innovation and continuous improvement
periodic medical examinations, promotion of healthy lifestyles, and through the consistent application of the PDCA (Plan-Do-Check-
prevention and control of communicable diseases and substance Act) cycle.
abuse, accompanied by protection for vulnerable groups and the
application of fit-to-work policies.
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Mewujudkan Lingkungan Kerja yang Aman dan Sehat
Ikhtisar Kinerja
Performance Overview
SEOJK B.3
Biaya K3
OHS Cost
2025
Lost-Time Injury
Rp
320.80
miliar
billion Frequency Rate (LTI-FR) -
2024 2023 Karyawan (Rate)
Rp
318.57 Rp
161.26 Lost-Time Injury Frequency Rate
miliar billion miliar billion (LTI-FR) - Employee (Rate)
2025
0.10
2024 2023
0.12 0.10
Fatality Rate -
Karyawan (Rate)
Fatality Rate -
Employee (Rate)
2025
0.01
2024 2023
0.00 0.03
Sistem Manajemen K3
OHS Management System
GRI 403-1
United Tractors menerapkan Sistem Manajemen United Tractors implements an Occupational Health
Keselamatan dan Kesehatan Kerja (SMK3) sebagai and Safety Management System (OHSMS) as an integral
bagian integral dari pengelolaan risiko operasional part of the Company’s operational risk management,
perusahaan yang diterapkan kepada seluruh applying to all employees as well as business partners
karyawan serta mitra kerja yang aktivitas kerja dan/ whose work activities and/or workplaces are under
atau tempat kerjanya berada di bawah kendali the Company’s control. The system aims to ensure
Perseroan. Implementasi sistem ini dilakukan untuk compliance with applicable laws and regulations, in
memenuhi ketentuan peraturan perundang- particular Government Regulation No. 50 of 2012 on the
undangan yang berlaku, khususnya Peraturan Occupational Health and Safety Management System
Pemerintah No. 50 Tahun 2012 tentang Sistem (OHSMS), as well as other relevant occupational
Manajemen Keselamatan dan Kesehatan Kerja health and safety regulations at the national and
(SMK3), serta regulasi keselamatan dan kesehatan sectoral levels.
kerja lainnya yang relevan di tingkat nasional
dan sektoral.
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Creating a Safe and Healthy Work Environment
Selain memenuhi kepatuhan terhadap peraturan In addition to complying with applicable laws and
perundangan yang berlaku, Perseroan juga regulations, the Company adopts internationally
mengadopsi standar dan pedoman manajemen recognized risk management standards and guidelines,
risiko yang diakui secara internasional, yaitu ISO including ISO 45001:2018 on Occupational Health and
45001:2018 tentang Occupational Health and Safety Safety Management Systems, as well as the Astra
Management System, serta kriteria Astra Green Green Company (AGC) criteria as internal standards
Company (AGC) sebagai standar internal Grup of the Astra Group. For business lines operating in
Astra. Untuk lini bisnis yang beroperasi di area mineral and coal mining areas, the Mining Safety
pertambangan mineral dan batu bara, Perseroan Management System (SMKP) is in place in accordance
menerapkan Sistem Manajemen Keselamatan with the Decree of the Minister of Energy and Mineral
Pertambangan (SMKP) sesuai dengan Keputusan Resources No. 1827 K/30/MEM/2018 concerning the
Menteri ESDM No. 1827 K/30/MEM/2018 mengenai Guidelines for the Implementation of Good Mining
Pedoman Pelaksanaan Kaidah Teknik Pertambangan Practices. In the electricity sector, the Company applies
yang Baik (Good Mining Practice). Sementara itu, the Electrical Safety Management System (SMK2),
pada sektor ketenagalistrikan Perseroan menerapkan while in the maritime sector the Company implements
Sistem Manajemen Keselamatan Ketenagalistrikan the International Safety Management (ISM) Code, to
(SMK2), dan pada sektor maritim menerapkan ensure occupational health and safety management
International Safety Management (ISM) Code, that is aligned with the specific risk characteristics of
guna memastikan pengelolaan keselamatan dan each business line.
kesehatan kerja yang sesuai dengan karakteristik GRI 403-1
risiko masing-masing lini bisnis.
GRI 403-1
Cakupan penerapan sistem manajemen K3 yang The scope of the Company’s OHS management system
diterapkan oleh Perseroan meliputi seluruh aktivitas covers all core and supporting operational activities
operasional utama dan pendukung yang dilakukan across all work locations, including the head office,
di seluruh lokasi kerja, baik di kantor pusat, job job sites, and other operational areas. The system is
site, maupun area operasional lainnya. Sistem designed to ensure that all potential occupational
ini dirancang untuk memastikan bahwa seluruh hazards and safety risks are systematically identified,
potensi bahaya dan risiko keselamatan kerja dapat assessed, and controlled, while also ensuring
diidentifikasi, dinilai, dan dikendalikan secara consistent implementation of safety standards for all
sistematis, serta memastikan konsistensi penerapan workers, including employees and business partners,
standar keselamatan bagi seluruh pekerja, baik within the Company’s operational control.
karyawan dan mitra kerja, yang berada dalam GRI 403-1
lingkup kendali operasional perusahaan.
GRI 403-1
100%
Karyawan dan Kontraktor di Entitas Anak
dan Entitas Asosiasi telah Tercakup dalam
Kebijakan K3 yang berlaku di
masing-masing entitas, sejalan
dengan prinsip K3 Perseroan.
Of Employees and Contractors at Subsidiaries and
Associated Entities are Covered by the Applicable
OHS policies of each entity, in alignment with the
Company’s OHS principles.
GRI 403-8
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Mewujudkan Lingkungan Kerja yang Aman dan Sehat
Tata Kelola K3 OHS Governance
GRI 403-2 GRI 403-2
United Tractors mengembangkan struktur tanggung United Tractors has established a clear structure
jawab yang jelas dalam pengelolaan K3, mulai dari of responsibilities for OHS management, from
tingkat manajemen hingga seluruh pekerja, termasuk management level to all workers, including non-
pekerja non-karyawan yang aktivitas kerja dan/atau employee workers whose activities and/or workplaces
tempat kerjanya berada di bawah kendali Perseroan. are under the Company’s control. The Board of Directors
Direksi memegang peran krusial melalui penetapan plays a critical role through the establishment of the
visi, misi, nilai-nilai Perseroan, serta kebijakan K3 yang Company’s vision, mission, values, and OHS policies
selaras dengan prinsip keberlanjutan. Perseroan aligned with sustainability principles. The Company is
bertanggung jawab untuk memastikan proses responsible for ensuring that hazard identification and
identifikasi bahaya dan penilaian risiko K3 dilakukan OHS risk assessments are conducted systematically
secara sistematis, baik untuk aktivitas rutin maupun for both routine and non-routine activities, including
non-rutin, termasuk aktivitas berisiko tinggi, pekerjaan high-risk activities, contractor work, changes in
kontraktor, perubahan proses kerja, serta kondisi work processes, and emergency conditions. These
darurat. Proses tersebut mengacu pada prinsip processes are guided by the hierarchy of risk controls,
hierarki pengendalian risiko, mulai dari eliminasi ranging from hazard elimination and substitution to
bahaya, substitusi, rekayasa teknis, pengendalian engineering controls, administrative controls, and the
administratif, hingga penggunaan alat pelindung diri. use of personal protective equipment.
Dalam menjalankan proses tersebut, Perseroan In carrying out the process, the company ensures
memastikan ketersediaan sumber daya yang memadai, the availability of adequate resources, including the
termasuk kompetensi personel yang melakukan competence of personnel responsible for hazard
identifikasi bahaya dan penilaian risiko melalui identification and risk assessment through training,
pelatihan, sertifikasi, dan penunjukan personel yang certification, and the appointment of authorized
berwenang, serta memastikan kualitas dan konsistensi personnel, as well as the quality and consistency
proses melalui prosedur terdokumentasi, metodologi of the process through documented procedures,
standar, dan verifikasi berkala oleh fungsi K3. Efektivitas standardized methodologies, and periodic verification
proses dievaluasi melalui audit, pemantauan kinerja, by the HSE function, with process effectiveness
dan umpan balik dari inspeksi maupun investigasi evaluated through audits, performance monitoring,
insiden. Hasil dari proses identifikasi bahaya, penilaian and feedback from inspections and incident
risiko, serta investigasi insiden digunakan sebagai dasar investigations. The results are used as the basis for
untuk mengevaluasi efektivitas sistem manajemen K3 evaluating the effectiveness of the OHS management
dan mendorong perbaikan berkelanjutan, termasuk system and for driving continuous improvement,
pembaruan prosedur kerja, peningkatan pengendalian including updates to work procedures, enhancements
risiko, dan penguatan budaya keselamatan di seluruh to risk controls, and the strengthening of safety culture
rantai nilai bisnis Perseroan. across the Company’s business value chain.
Sementara itu, Direksi melaksanakan fungsi Meanwhile, the Board of Directors also oversees
pengawasan atas penerapan K3 melalui pelaporan periodic OHS performance reports submitted by
kinerja K3 yang disampaikan oleh Divisi Corporate the Corporate Communications and Sustainability
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Creating a Safe and Healthy Work Environment Communications and Sustainability (CCS) secara (CCS) Division. These reports cover OHS performance periodik. Pelaporan tersebut mencakup hasil monitoring results, trends in incidents and occupational pemantauan kinerja K3, tren insiden dan kecelakaan accidents, the effectiveness of risk controls, follow-up kerja, efektivitas pengendalian risiko, tindak lanjut actions from OHS audits and inspections, as well as the hasil audit dan inspeksi K3, serta status implementasi status of corrective and incident prevention program program perbaikan dan pencegahan insiden. implementation. To strengthen oversight functions, the Sebagai penguatan fungsi pengawasan, Direksi Board of Directors also conducts on-site monitoring turut melakukan pemantauan lapangan guna to directly assess the effectiveness of implementation memastikan efektivitas implementasi serta kinerja K3 and occupational safety and health performance in secara langsung di area operasional. operational areas. Lebih lanjut, implementasi K3 di seluruh entitas Furthermore, the implementation of OHS across all Perseroan dikoordinasikan dan diawasi oleh Divisi Company entities is coordinated and supervised CCS. Perseroan membentuk Panitia Pembina by the CCS Division. The Company has established Keselamatan dan Kesehatan Kerja (P2K3) di setiap Occupational Health and Safety Committees (P2K3) unit kerja yang dipimpin oleh manajemen puncak at each work unit, led by unit top management and unit dan melibatkan perwakilan pekerja. P2K3 involving employee representatives. The P2K3 identifies berperan aktif dalam melakukan identifikasi bahaya workplace hazards, conducting safety inspections and di tempat kerja, melaksanakan inspeksi dan observasi observations, and ensure worker participation in OHS keselamatan, serta memastikan keterlibatan pekerja risk management. dalam pengelolaan risiko K3. Perseroan menyediakan berbagai mekanisme The Company provides various mechanisms for bagi pekerja untuk melaporkan kondisi tidak aman, workers to report unsafe conditions, workplace bahaya kerja, maupun situasi berisiko, baik melalui hazards, or risky situations, including direct reporting pelaporan langsung kepada atasan, P2K3, maupun to supervisors, the P2K3, or internal reporting systems sistem pelaporan internal yang tersedia di masing- available at each work unit, and ensures that all such masing unit kerja. Perseroan menjamin bahwa reports can be submitted without fear of sanctions or seluruh laporan tersebut dapat disampaikan tanpa retaliation and enforces a non-retaliation policy as rasa takut terhadap sanksi atau tindakan balasan, part of its commitment to worker protection. serta menegakkan kebijakan jaminan keamanan pelaporan sebagai bagian dari komitmen terhadap perlindungan pekerja. Perseroan juga menetapkan kebijakan dan prosedur The Company has also established policies and yang memungkinkan pekerja untuk menghentikan procedures that enable workers to stop work or remove atau menjauhkan diri dari situasi kerja yang diyakini themselves from situations they reasonably believe berpotensi menyebabkan cedera atau gangguan may cause injury or adverse health effects, without kesehatan, tanpa konsekuensi negatif terhadap negative consequences to their employment status. status pekerjaan mereka. Hak untuk menghentikan The right to stop unsafe work is widely communicated pekerjaan yang tidak aman tersebut dikomunikasikan through safety induction programs, periodic training, secara luas melalui program induksi keselamatan, and standard operating procedures within each work pelatihan berkala, serta prosedur operasional unit. Any work stoppage taken for safety reasons must standar di masing-masing unit kerja. Setiap tindakan be followed up with a report to a supervisor or the HSE penghentian pekerjaan karena alasan keselamatan function for risk evaluation and the determination of wajib ditindaklanjuti dengan pelaporan kepada control measures before work resumes. atasan atau fungsi K3 untuk dilakukan evaluasi risiko dan penetapan langkah pengendalian sebelum pekerjaan dilanjutkan. PT United Tractors Tbk - 2025 Sustainability Report 77
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Mewujudkan Lingkungan Kerja yang Aman dan Sehat
Dalam hal ini, Perseroan memastikan bahwa pekerja In this regard, the Company ensures that employees
yang menggunakan hak tersebut dilindungi dari exercising this right are protected from disciplinary
tindakan disipliner atau bentuk pembalasan lainnya. action or any form of retaliation.
Sebagai tindak lanjut, Perseroan melakukan proses As a follow-up, the Company conducts investigations
penyelidikan melalui investigasi atas setiap kejadian, of each incident, accident, or near miss to identify
insiden, maupun hampir celaka (near miss) untuk root causes, reassess associated hazards and risks,
mengidentifikasi akar penyebab, menilai kembali and determine corrective and preventive actions in
bahaya dan risiko yang terkait, serta menetapkan accordance with the hierarchy of risk controls. The
tindakan korektif dan preventif dengan mengacu pada results of these investigations serve as key inputs for
hierarki pengendalian risiko. Hasil investigasi tersebut strengthening the OHS management system and
menjadi masukan utama dalam penguatan sistem continuously improving safety performance across all
manajemen K3 dan peningkatan kinerja keselamatan Company entities.
secara berkelanjutan di seluruh entitas Perseroan.
Komunikasi dan Konsultasi K3 OHS Communication and Consultation
GRI 403-4 GRI 403-4
P2K3 terdiri dari perwakilan manajemen dan The P2K3 comprises representatives from management
pekerja di setiap unit kerja, dengan komposisi yang and employees at each work unit, reflecting key
mewakili fungsi operasional serta risiko kerja utama. operational functions and principal workplace risks.
P2K3 dibentuk sesuai dengan ketentuan peraturan The P2K3 is established in accordance with applicable
perundang-undangan yang berlaku dan memiliki laws and regulations and holds a formal mandate as
mandat formal sebagai forum partisipasi dan a forum for participation and consultation between
konsultasi antara manajemen dan pekerja dalam management and workers in the development,
pengembangan, penerapan, pemantauan, dan implementation, monitoring, and evaluation of policies
evaluasi kebijakan serta implementasi SMK3. and the implementation of the OHSMS.
Tanggung Jawab P2K3
Responsibilities of the P2K3
Memantau pelaksanaan
dan efektivitas tindak
Mengidentifikasi dan lanjut atas insiden, temuan
membahas isu serta inspeksi, dan hasil audit K3.
risiko keselamatan Monitor the implementation and
dan kesehatan kerja. effectiveness of follow-up actions
Identify and discuss related to incidents, inspection
occupational health and findings, and OHS audit results.
safety issues and risks.
Memberikan rekomendasi
atas tindakan perbaikan Menjadi sarana penyampaian
dan tindakan pencegahan aspirasi, masukan, dan konsultasi
kepada manajemen. pekerja terkait K3.
Provide recommendations to Serve as a channel for workers to convey
management on corrective and concerns, feedback, and consultation
preventive measure actions. related to occupational health and safety.
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Creating a Safe and Healthy Work Environment Dalam menjalankan fungsinya, P2K3 memiliki The P2K3 is authorized to issue recommendations that kewenangan untuk memberikan rekomendasi K3 require mandatory follow-up by the relevant units yang bersifat wajib ditindaklanjuti oleh unit terkait, and to participate in management decision-making serta menjadi bagian dari proses pengambilan processes related to risk control and improvements in keputusan manajemen yang berkaitan dengan OHS performance. pengendalian risiko dan peningkatan kinerja K3. Rapat P2K3 diselenggarakan secara berkala, minimal P2K3 meetings are held at least once during a defined satu kali dalam satu periode tertentu serta dapat period, and may be held at any time in the event of dilaksanakan sewaktu-waktu apabila terdapat serious incidents, significant potential hazards, or OHS insiden serius, potensi bahaya signifikan, atau isu issues requiring immediate attention. The results of K3 yang memerlukan penanganan segera. Hasil these meetings are documented and communicated rapat didokumentasikan dan dikomunikasikan to relevant parties as a basis for follow-up actions and kepada pihak terkait sebagai dasar tindak lanjut dan continuous improvement. perbaikan berkelanjutan. Perseroan mengupayakan agar seluruh kelompok The Company endeavors to ensure that all worker groups pekerja pada unit kerja utama terwakili dalam P2K3. within its main work units are represented on the P2K3. Namun demikian, dalam kondisi tertentu, tidak seluruh However, under certain conditions, not all workers can be pekerja dapat terwakili secara langsung, seperti directly represented, such as workers in limited numbers, pekerja dengan jumlah terbatas, pekerja dengan workers with non-permanent work arrangements, or pola kerja tidak tetap, atau kontraktor dan mitra kerja contractors and business partners operating at locations yang berada di lokasi dengan karakteristik pekerjaan with specific work characteristics. The absence of direct spesifik. Ketidakterwakilan langsung ini disebabkan representation is due to considerations of organizational oleh pertimbangan efektivitas organisasi dan skala effectiveness and operational scale. Nevertheless, the operasional. Meskipun demikian, Perseroan tetap Company endeavors to ensure the involvement of these memastikan keterlibatan kelompok pekerja tersebut worker groups through alternative OHS communication melalui mekanisme komunikasi dan konsultasi and consultation mechanisms, including representation K3 alternatif, seperti perwakilan supervisor, forum by supervisors, toolbox meetings, incident reporting toolbox meeting, mekanisme pelaporan insiden, serta mechanisms, and regular coordination with service koordinasi rutin dengan perusahaan penyedia jasa. providers. Perseroan menyediakan mekanisme pelaporan dan The Company provides reporting mechanisms and P2K3 forum rapat P2K3 yang dapat dimanfaatkan oleh meeting forums that can be utilized by individuals to report setiap individu untuk melaporkan insiden, potensi incidents, potential hazards, or to submit improvement bahaya, maupun menyampaikan saran perbaikan. suggestions. These mechanisms are accessible to all Mekanisme ini dapat diakses oleh seluruh pekerja, workers, including contractors and business partners termasuk kontraktor dan mitra kerja yang aktivitas whose work activities and/or workplaces are under kerja dan/atau tempat kerjanya berada di bawah the Company’s operational control, and serve as two- kendali operasional Perseroan, dan menjadi sarana way communication channels between workers and komunikasi dua arah antara pekerja dan manajemen management on OHS matters. terkait isu keselamatan dan kesehatan kerja. Selain melalui P2K3, Perseroan memastikan akses In addition to engagement through the P2K3, the terhadap informasi K3 bagi seluruh pekerja melalui Company ensures access to OHS information for all program induksi keselamatan bagi pekerja baru dan workers through safety induction programs for new setiap individu yang memasuki area kerja. Induksi employees and for all individuals entering work areas. keselamatan mencakup informasi mengenai bahaya Safety inductions cover information on workplace dan risiko kerja, prosedur keselamatan, penggunaan hazards and risks, safety procedures, the use of alat pelindung diri, serta hak dan kewajiban pekerja personal protective equipment, and workers’ rights and dalam penerapan K3. Seluruh pekerja juga dilibatkan obligations in the implementation of OHS. All workers PT United Tractors Tbk - 2025 Sustainability Report 79
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Mewujudkan Lingkungan Kerja yang Aman dan Sehat
secara aktif dalam berbagai kegiatan K3, antara lain are also actively involved in various OHS activities,
melalui inspeksi rutin, forum diskusi kelompok, pelatihan including routine inspections, group discussion forums,
keselamatan, dan simulasi tanggap darurat. Keterlibatan safety training, and emergency response simulations.
ini memastikan bahwa masukan tenaga kerja digunakan This involvement ensures that workforce input is directly
secara langsung dalam penyempurnaan pengendalian incorporated into the enhancement of risk controls and
risiko dan penerapan SMK3 di tempat kerja. the implementation of the OHSMS at the workplace.
Sebagai bagian dari proses evaluasi berkelanjutan, As part of a continuous evaluation process, the Company
Perseroan secara berkala menilai efektivitas sistem periodically assesses the effectiveness of its OHS system
K3 dan tingkat kepatuhan terhadap standar serta and the level of compliance with safety standards and
prosedur keselamatan melalui kegiatan inspeksi, procedures through inspections, observations, and
observasi, dan audit yang disesuaikan dengan audits tailored to the risk levels of each work unit.
tingkat risiko masing-masing unit kerja.
Pelaporan Insiden Incident Reporting
Perseroan mewajibkan seluruh individu, termasuk All individuals, including non-employee workers under
pekerja non-karyawan yang berada di bawah its operational control, are required to report incidents,
kendali operasional Perseroan, untuk melaporkan unsafe acts, and unsafe conditions through the available
insiden, tindakan tidak aman, maupun kondisi tidak digital reporting platforms. These reports serve as the
aman melalui platform digital yang tersedia. Laporan basis for root cause identification and the planning
tersebut digunakan sebagai dasar identifikasi of corrective and preventive actions. To enhance
akar penyebab dan perencanaan tindakan organizational learning, the Company disseminates
perbaikan serta pencegahan. Untuk meningkatkan lessons learned from each serious incident across all
pembelajaran organisasi, Perseroan melakukan operational areas as part of its continuous improvement
sosialisasi lesson learned atas setiap insiden serius ke efforts in occupational health and safety performance.
seluruh area operasional sebagai bagian dari upaya
peningkatan berkelanjutan kinerja keselamatan dan
kesehatan kerja.
Identifikasi Bahaya dan Penilaian Risiko
Hazard Identification and Risk Assessment
GRI 403-2, 403-7
Proses identifikasi bahaya dan penilaian risiko di The hazard identification and risk assessment process
seluruh lini operasional merupakan langkah krusial across all operational lines is a critical element in
dalam membangun sistem keselamatan kerja. establishing a robust occupational safety system.
Berbasiskan proses bisnis dan rantai nilai, Perseroan Based on business processes and the value chain, the
menyusun Job Safety Analysis (JSA), Identifikasi Company has developed a Job Safety Analysis (JSA),
Bahaya dan Penilaian Risiko (IBPR), dan Health Risk Hazard Identification and Risk Assessment (HIRA),
Assessment (HRA) untuk mengidentifikasi bahaya and Health Risk Assessment (HRA) to identify inherent
inheren, termasuk risiko keselamatan dan kesehatan hazards, including occupational health and safety
kerja yang timbul dari aktivitas operasional Perseroan risks arising from operational activities as well as from
maupun dari keterlibatan kontraktor, vendor, dan the involvement of contractors, vendors, and other
mitra kerja lainnya, serta menetapkan langkah- business partners, and to determine appropriate
langkah mitigasi yang sesuai. mitigation measures.
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Creating a Safe and Healthy Work Environment Perseroan secara berkala melakukan evaluasi The Company periodically conducts evaluations of terhadap Identifikasi Bahaya dan Penilaian Risiko Hazard Identification and Risk Assessment (HIRA). (IBPR). Evaluasi tersebut dilaksanakan oleh masing- These evaluations are carried out by each installation masing instalasi dan ditinjau oleh pimpinan tertinggi and reviewed by the highest-ranking leader at each pada setiap titik instalasi bersama Safety Officer. installation point together with the Safety Officer. Selanjutnya, hasil evaluasi tersebut dikonsolidasikan Subsequently, the evaluation results are consolidated oleh Tim Risk pada tingkat perusahaan hingga by the Risk Team at the company level up to the tingkat Perseroan. Proses evaluasi dilakukan melalui corporate level. The evaluation process is conducted berbagai mekanisme, antara lain inspeksi lapangan, through several mechanisms, including field peninjauan terhadap kebijakan dan prosedur kerja, inspections, reviews of policies and work procedures, kajian atas hasil asesmen sistem manajemen, assessments of management system results, and serta evaluasi terhadap hasil insiden melalui evaluations of incident outcomes through investigation proses investigasi yang mengacu pada hierarki processes that refer to the hierarchy of risk control. pengendalian risiko. Evaluasi berkala ini bertujuan These periodic evaluations aim to ensure that changes untuk memastikan bahwa perubahan proses kerja, in work processes, technologies, or execution methods, teknologi, maupun metode pelaksanaan baik yang whether carried out by employees or contractors dilakukan oleh karyawan maupun kontraktor telah have been appropriately identified, assessed, and diidentifikasi risikonya dan dikendalikan secara adequately controlled through preventive and memadai dengan upaya preventif dan mitigasi mitigation measures in accordance with the hierarchy melalui hierarki kontrol pengendalian bahaya of hazard controls, ranging from elimination and mulai dari eliminasi, substitusi, pengendalian substitution to engineering controls, administrative teknis (engineering control), administratif, hingga controls, and the use of personal protective equipment. penggunaan alat pelindung diri. Selain itu, Perseroan In addition, the Company implements a Behavior- juga memiliki program Behavior-Based Safety (BBS) Based Safety (BBS) program that enables all workers untuk mengidentifikasi bahaya yang dapat dilakukan to identify hazards when observing situations or work oleh setiap pekerja saat melihat situasi atau kondisi conditions that may potentially lead to accidents. kerja yang berpotensi mengakibatkan kecelakaan. Melalui evaluasi IBPR, Perseroan mengidentifikasi Through HIRA evaluations, the Company identifies jenis-jenis pekerjaan dengan risiko tinggi, di types of high-risk work activities, including confined antaranya pekerjaan di ruang terbatas, pekerjaan work, hot work, and work at height. dengan panas, dan pekerjaan di ketinggian. Sebagai langkah mitigasi, Perseroan menerapkan As a mitigation measure, the Company implements kebijakan pengendalian akses kerja bagi seluruh a work access control policy for all employees, karyawan, kontraktor, vendor, dan pemasok yang contractors, vendors, and suppliers operating at the bekerja di lokasi operasional Perseroan. Kebijakan ini Company’s operational sites. This policy includes mencakup persyaratan pengajuan identitas, izin masuk requirements for identity submission, work area access area kerja, serta penerapan sistem perizinan kerja authorization, and the implementation of a work permit (work permit) yang diwajibkan untuk seluruh pekerjaan system that is mandatory for all high-risk activities. berisiko tinggi guna memastikan bahwa pekerjaan The system ensures that work is carried out only by hanya dilakukan oleh personel yang kompeten, telah competent personnel, following risk assessments, and melalui penilaian risiko, dan memenuhi standar in compliance with the safety standards established keselamatan yang ditetapkan Perseroan. by the Company. PT United Tractors Tbk - 2025 Sustainability Report 81
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Mewujudkan Lingkungan Kerja yang Aman dan Sehat
Jenis Pekerjaan yang Mewajibkan Perizinan Kerja (Work Permit)
Types of Work Requiring Work Permits
Excavating Work Permit Confined Space Work Permit High Work Permit
untuk pekerjaan penggalian dengan untuk pekerjaan di dalam ruang/area untuk pekerjaan di area
kedalaman lebih dari satu meter. sempit, terbatas, dan tertutup yang dengan ketinggian
for excavation activities with a depth hanya dapat diakses oleh personel di atas 1,8 meter
exceeding one meter. berwenang dan memiliki risiko, seperti yang berpotensi
kadar oksigen rendah, uap/gas menimbulkan bahaya
berbahaya, dan mekanisme lainnya. dan risiko jatuh.
for work performed in confined, restricted, or for work conducted
enclosed spaces accessible only to authorized at heights above 1.8
personnel and presenting risks meters that pose
such as low oxygen levels, potential fall hazards and
hazardous vapors or gases, and associated risks.
other related hazards.
Lifting Work Permit Scaffolding Permit Hot Work Permit
untuk pekerjaan pengangkatan untuk penggunaan untuk pekerjaan dengan api/panas
menggunakan crane. scaffolding sejak di luar area fabrikasi yang dilakukan
for lifting operations proses penyusunan, di lingkungan kerja Perseroan.
using cranes. pemakaian, hingga for hot work involving
pembongkaran. flames or heat
for the use of scaffolding, conducted outside
including erection, designated fabrication
use, and dismantling areas within the
activities. Company’s work
environment.
Program Tanggap Darurat Emergency Response Program
Perseroan mengelola rencana tanggap darurat The Company manages an Emergency Response Plan
(Emergency Response Plan/ERP) untuk mengatasi (ERP) to address potential situations through cross-
potensi keadaan darurat dengan membentuk functional Emergency Response Teams and relevant
Emergency Response Team lintas fungsi dan contractor personnel to ensure coordinated and
melibatkan personel kontraktor terkait untuk effective responses.
memastikan koordinasi dan efektivitas penanganan
kondisi darurat.
ERP diperbarui secara berkala apabila terdapat The ERP is updated periodically in the event of
perubahan operasi, temuan risiko baru, atau hasil operational changes, the identification of new risks,
evaluasi pascakejadian, dan disusun selaras or post-incident evaluation results, and developed in
dengan standar Astra Security Management System alignment with the latest Astra Security Management
(ASMS) terbaru, dan merujuk pada ISO 31000:2018 System (ASMS) standards, referring to ISO 31000:2018
- Manajemen Risiko - Pedoman serta terintegrasi - Risk Management - Guidelines, and integrated with
dengan Business Continuity Plan (BCP) Perseroan. the Company’s Business Continuity Plan (BCP). United
ERP United Tractors dirancang secara efisien untuk Tractors’ ERP is designed to efficiently address and
mengatasi dan mengelola krisis, kondisi darurat, atau manage crises, emergency conditions, or unforeseen
bencana yang tidak terduga. Perseroan membentuk disasters. The Company establishes Emergency
tim tanggap darurat (emergency response team) Response Teams to optimize ERP implementation and
untuk mengoptimalkan penyelenggaraan ERP dan to ensure a coordinated and effective response during
memastikan respons yang terkoordinasi dan efektif emergency situations.
selama keadaan darurat.
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Creating a Safe and Healthy Work Environment
Sistem ERP United Tractors
United Tractors ERP System
1. Program emergency drill secara berkala. 2. Program pelatihan.
Periodic emergency drill programs. Training programs.
Pada tahun 2025, Perseroan telah melaksanakan In 2025, the Company carried out various ERP activities,
berbagai kegiatan ERP, di antaranya Simulasi including a High Angle Rescue Technique (HART)
Evakuasi Korban di Ketinggian (High Angle evacuation simulation conducted by the Company’s
Rescue Technique/HART) yang dilaksanakan ERT in collaboration with its subsidiaries at the United
oleh ERT Perseroan, berkolaborasi bersama anak Tractors Head Office. In addition, the Company
perusahaan di Kantor Pusat United Tractors. Selain collaborated with the Indonesian National Armed Forces
itu, Perseroan berkolaborasi dengan TNI dan (TNI) and the Indonesian National Police (POLRI) in the
POLRI dalam pelaksanaan simulasi penanganan implementation of a social disaster response simulation.
bencana sosial. Pada November 2025, Perseroan In November 2025, the Company also conducted a
juga melaksanakan simulasi penanganan bencana natural disaster response simulation at the Surabaya
alam di Cabang Surabaya berkolaborasi dengan Branch, in collaboration with the Surabaya Regional
Badan Penanggulangan Bencana Daerah (BPBD) Disaster Management Agency (BPBD Surabaya),
Surabaya, TNI dan POLRI di wilayah Ring 1 Instalasi TNI, and POLRI within the Ring 1 area of the Surabaya
Cabang Surabaya. Branch facilities.
Program Keselamatan Kerja
Occupational Safety Programs
GRI 403-5
Perseroan mengembangkan program K3 OHS programs are created based on the results of risk
berdasarkan hasil identifikasi risiko dan evaluasi identification and performance evaluations, ranging
kinerja, mulai dari hasil penilaian sistem manajemen from management system assessments to accident
hingga statistik kecelakaan, sebagai upaya mitigasi statistics, as part of efforts to mitigate risks and enhance
risiko sekaligus peningkatan kinerja K3. Program OHS performance. These programs are designed in
ini disusun sesuai dengan profil risiko masing- accordance with the risk profiles of each activity and
masing aktivitas dan entitas, mencakup penguatan entity, and include the strengthening of policies and
kebijakan dan prosedur, peningkatan pengetahuan procedures, enhancement of safety knowledge and
dan budaya keselamatan, serta penguatan sarana culture, as well as improvements to facilities through
melalui perbaikan peralatan dan digitalisasi. equipment upgrades and digitalization. The programs
Program keselamatan kerja ini ditujukan bagi are intended for both employees and non-employee
karyawan dan non-karyawan untuk mendorong workers to promote compliance with OHS standards,
kepatuhan terhadap standar K3, meningkatkan enhance supervisory effectiveness, and strengthen
efektivitas pengawasan, dan memperkuat kesadaran safety awareness across the Company’s work
keselamatan di seluruh lingkungan kerja Perseroan. environment.
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Mewujudkan Lingkungan Kerja yang Aman dan Sehat
Program Keselamatan Kerja
Occupational Safety Programs
Program Behavior-Based Program Fatigue Program Safety
Safety (BBS) Smartwatch Mandatory Training
Behavior-Based Safety Fatigue Smartwatch Safety Mandatory
(BBS) Program Program Training Program
yaitu program untuk meningkatkan yaitu program pemantauan yaitu program pelatihan bagi
keselamatan kerja dengan berfokus jam istirahat operator light duty seluruh karyawan menggunakan
pada perilaku pekerja yang dinilai (LD) trucks dan high duty (HD) media daring yang dapat diakses
mempunyai andil terhadap trucks melalui smartwatch dan kapan pun untuk meningkatkan
timbulnya kecelakaan kerja. smartbrand yang terhubung kompetensi karyawan melalui
dengan aplikasi khusus. pelatihan dengan materi terkait
a program aimed at improving
Pemantauan ini bertujuan Job Safety Analysis (JSA),
workplace safety by focusing
memastikan bahwa setiap operator prosedur Lockout-Tagout (LOTO),
on worker behaviors that are
telah cukup istirahat sebelum mulai slinging lifting, power tools, dan
considered contributing factors to
bekerja kembali. defensive driving.
occupational accidents.
a program that monitors rest a training program for all employees
periods of light duty (LD) and delivered through online platforms
heavy duty (HD) truck operators that can be accessed at any time,
through smartwatches and smart designed to enhance employee
bands connected to a dedicated competence through training
application. This monitoring ensures modules on Job Safety Analysis (JSA),
that operators have sufficient rest Lockout-Tagout (LOTO) procedures,
before resuming work. slinging and lifting, power tools, and
defensive driving.
Program Contractor Safety Program Safety Program GPS Tracking
Management System (CSMS) Patrol Competition GPS Tracking Program
Contractor Safety Safety Patrol
Management System Competition Program
(CSMS) Program
pada seluruh lini bisnis Perseroan, dilakukan untuk mendorong adalah program yang
mencakup pelatihan, pengawasan, peserta membangun kepedulian mengintegrasikan titik-titik rambu
dan evaluasi kinerja kontraktor kepada rekan kerja agar tetap batas kecepatan ke dalam sistem
di bidang K3. Pelaksanaan CSMS bekerja dalam kondisi aman serta pelacakan GPS pada unit truk LD
terdiri dari enam tahapan, yaitu meningkatkan budaya saling dan HD guna mengatur kecepatan
risk assessment, pre-qualification, memberikan masukan ketika rekan unit dan meminimalkan insiden
selection, pre-job activity, kerja melakukan perilaku tidak akibat overspeed.
work-in-progress, dan aman atau menghadapi kondisi
a program that integrates speed limit
final evaluation. tidak aman.
markers into the GPS tracking system
across all of the Company’s business conducted to encourage participants of LD and HD truck units to regulate
lines, covering contractor training, to build awareness and care for vehicle speed and minimize incidents
supervision, and performance co-workers’ safety, promote safe caused by overspeeding.
evaluation in the area of OHS. CSMS working conditions, and strengthen
implementation consists of six stages, a culture of mutual feedback when
namely risk assessment, unsafe behaviors or unsafe conditions
pre-qualification, selection, are observed.
pre-job activities, work-in-progress
monitoring, and final evaluation.
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Creating a Safe and Healthy Work Environment
Program Integrasi Satelit Program Prevention Risk Program Driving
dan Ground-Based Radar Hand dan Finger Injury Monitoring System (DMS)
Satellite Integration and Prevention Risk Hand and Driving Monitoring
Ground-Based Radar Finger Injury Program System (DMS) Program
Program
yaitu program integrasi teknologi untuk menurunkan jumlah untuk menekan angka kejadian
satelit radar dan ground- kecelakaan yang terkait berbahaya di area tambang,
based radar yang bertujuan cedera tangan dan jari dengan khususnya yang diakibatkan oleh
mengidentifikasi perubahan memperkuat program-program overspeed dan fatigue. Program
kecil pada permukaan yang yang sudah ada melalui ini memantau aktivitas operator
dapat mengindikasikan potensi pendekatan Man, Method, secara langsung melalui kamera
longsor dan memungkinkan and Machine. CCTV yang terpasang di kabin unit
tindakan pencegahan yang operasional (dump truck dan light
aimed at reducing hand and finger
tepat untuk mengurangi risiko vehicle). Aktivitas setiap operator
injury incidents by strengthening
kecelakaan tambang. yang terekam dapat dipantau melalui
existing programs through the Man,
command center.
a program that integrates satellite Method, and Machine approach.
radar and ground-based radar designed to reduce hazardous incidents
technologies to detect minor surface in mining areas, particularly those
changes that may indicate potential caused by overspeeding and fatigue.
slope failures, enabling timely This program monitors operator
preventive actions to reduce mining activities in real time through CCTV
accident risks. cameras installed in operational unit
cabins (dump truck and light vehicle),
with recorded activities monitored
through a centralized command center.
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Mewujudkan Lingkungan Kerja yang Aman dan Sehat
Melihat Risiko Sebelum Terjadi: Gerakan Bersama Mencegah Cedera Tangan dan Jari
Anticipating Risks Before They Occur: A Collective Movement to Prevent Hand and Finger Injuries
Dalam dinamika operasional pertambangan yang Within the dynamic and high-risk nature of mining
berisiko, cedera tangan dan jari (Hand and Finger Injury) operations, hand and finger injuries (Hand and Finger
masih menjadi salah satu potensi bahaya yang kerap Injury) remain one of the potential hazards that are often
luput dari perhatian. Bagi PT Pamapersada Nusantara, overlooked. For PT Pamapersada Nusantara, protecting
setiap jari yang terlindungi berarti menjaga kemampuan every finger means safeguarding employees’ ability to
pekerja untuk tetap berkarya, menghidupi keluarga, dan continue working, supporting their families, and returning
kembali pulang dengan selamat. Kesadaran inilah yang home safely. This awareness underlies the strengthening
melatarbelakangi penguatan program pencegahan Hand of the Hand and Finger Injury prevention program through
and Finger Injury melalui pendekatan edukasi, peningkatan educational initiatives, competency enhancement,
kompetensi, serta pembentukan budaya keselamatan and the cultivation of a safety culture that begins with
yang dimulai dari individu di garis depan operasional. individuals at the frontline of operations.
Upaya preventif diwujudkan melalui pelatihan khusus Preventive efforts are implemented through specialized
Hand and Finger Injury bagi karyawan dengan masa Hand and Finger Injury training for employees with less
kerja di bawah dua tahun, yaitu kelompok yang paling than two years of service, a group considered most
rentan terhadap risiko akibat keterbatasan pengalaman vulnerable to risks due to limited work experience. The
kerja. Program ini diperkuat dengan kampanye Safety program is further reinforced through Safety Awareness
Awareness dan kuis interaktif yang menanamkan campaigns and interactive quizzes designed to instill
kewaspadaan terhadap bahaya di setiap aktivitas greater vigilance toward hazards in every work activity.
kerja. Pada level pengawasan, Perseroan meningkatkan At the supervisory level, the Company has increased
jumlah Group Leader (GL) yang mengikuti pelatihan the number of Group Leaders (GL) participating in
Job Safety Analysis (JSA) untuk memastikan setiap Job Safety Analysis (JSA) training to ensure that every
pekerjaan dianalisis secara sistematis sebelum dimulai. task is systematically analyzed before it begins. The
Implementasi Observasi Job Improvement melalui implementation of Job Improvement Observations
JSA Observation oleh Safety Officer di seluruh site turut through JSA Observation conducted by Safety Officers
memastikan pengendalian risiko berjalan konsisten across all sites also helps ensure that risk control
dan terukur. measures are carried out consistently and in a
measurable manner.
Budaya keselamatan juga diperkuat melalui gerakan The safety culture is further strengthened through the
Radius 1 Meter Bebas Insiden (R1BI), yang mendorong Radius 1 Meter Bebas Insiden (R1BI) initiative, which
setiap pekerja untuk melakukan observasi bahaya di encourages every worker to conduct hazard observations
sekeliling area kerja sebelum memulai aktivitas. Inisiatif within the surrounding one-meter radius before
ini tidak hanya dijalankan oleh GL, tetapi juga oleh commencing any activity. This initiative is implemented
karyawan non-GL, sehingga kepedulian terhadap risiko not only by GLs but also by non-GL employees, fostering
tumbuh secara kolektif. Setiap R1BI yang dibuat menjadi collective awareness and responsibility toward
bukti komitmen bahwa keselamatan bukan sekadar workplace risks. Each R1BI observation serves as evidence
prosedur administratif, melainkan refleksi tanggung of the Company’s commitment that safety is not merely
jawab moral untuk melindungi tangan yang bekerja dan an administrative procedure, but a reflection of a moral
masa depan yang bergantung padanya. responsibility to protect the hands that work and the
future that depends on them.
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Creating a Safe and Healthy Work Environment
Pelatihan K3 OHS Training
Perseroan berupaya menekan angka kecelakaan The Company seeks to reduce occupational accidents
kerja dan penyakit akibat kerja dengan meningkatkan and work-related illnesses by enhancing the OHS
kompetensi K3 seluruh karyawan dan kontraktor, competencies of all employees and contractors
melalui Safety Center dan Learning Management through its Safety Centers and Learning Management
System yang menyediakan beragam pelatihan K3 System, which provide a wide range of OHS training
dan pengembangan kompetensi. programs and competency development initiatives.
Pelatihan K3 Kontraktor
Contractor OHS Training
140,239 Pelatihan K3 Karyawan
Kontraktor terlatih | Trained contractors Employee OHS Training
3,022,664 10,408
Jumlah hari pelatihan
Karyawan terlatih | Trained employees
Total training days
1,024,505
Jumlah hari pelatihan
Total training days
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Mewujudkan Lingkungan Kerja yang Aman dan Sehat
Fasilitas dan Promosi Kesehatan
Health Facilities and Promotions
GRI 403-3, 403-6
Perseroan menyediakan program kesehatan The Company provides health programs for employees
bagi karyawan dan keluarganya, yang mencakup and their families, including pre-employment medical
pemeriksaan kesehatan sebelum bekerja, examinations, periodic health check-ups, and special
pemeriksaan berkala, dan pemeriksaan khusus. medical examinations. In addition, the Company
Di samping itu, Perseroan menyediakan fasilitas provides occupational health facilities, such as
layanan kesehatan, seperti klinik dan dokter. Untuk on-site clinics and medical doctors. To ensure the
memastikan kualitas layanan kesehatan kerja, quality of occupational health services, the Company
Perseroan didukung oleh tenaga medis yang is supported by qualified medical personnel and
kompeten serta bekerja sama dengan rumah sakit collaborates with licensed and credentialed hospitals
dan penyedia layanan kesehatan yang memiliki and healthcare providers. Health service standards
izin dan kredensial resmi. Standar pelayanan are applied consistently through internal guidelines,
kesehatan diterapkan secara konsisten melalui periodic evaluations of the effectiveness of health
pedoman internal, evaluasi berkala atas efektivitas programs, and monitoring of compliance with
program kesehatan, serta pemantauan kepatuhan applicable health and labor regulations.
terhadap peraturan perundang-undangan di bidang
kesehatan dan ketenagakerjaan.
Perseroan juga mengadakan pemeriksaan narkoba The Company conducts periodic drug testing to
secara berkala untuk mencegah penyalahgunaan prevent the misuse of illicit substances and provides
obat terlarang serta memberikan berbagai jaminan various health benefits to employees in accordance
kesehatan kepada karyawan sesuai peraturan with company regulations, including medical
perusahaan, seperti bantuan pengobatan dan assistance and healthcare maintenance, inpatient
pemeliharaan kesehatan, bantuan rawat inap, care support, and work accident insurance through
dan asuransi kecelakaan kerja melalui Badan the Social Security Administering Body (BPJS). In
Penyelenggara Jaminan Sosial (BPJS). Tidak hanya addition, the Company includes various health
itu, Perseroan juga menjalankan berbagai program programs to support preventive and promotive
kesehatan untuk mendukung upaya preventif dan efforts in employees’ occupational health. These
promotif dalam kesehatan kerja karyawan. Layanan are designed to support the early identification of
kesehatan kerja tersebut berfungsi untuk mendukung occupational health hazards, the prevention of work-
identifikasi dini bahaya kesehatan kerja, pencegahan related illnesses, and the minimization of health risks
penyakit akibat kerja, serta meminimalisir risiko arising from operational activities, for both employees
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Creating a Safe and Healthy Work Environment kesehatan yang timbul dari aktivitas operasional, baik and non-employee workers within the Company’s bagi karyawan maupun pekerja non-karyawan yang operational control, covering activities that are directly berada dalam lingkup kendali operasional Perseroan, related to the Company’s operations, products, and mencakup kegiatannya terkait langsung dengan services. The results are used to identify trends in health operasi, produk, dan layanan. Hasil pemeriksaan disorders and potential work-related illnesses, which kesehatan digunakan untuk mengidentifikasi tren subsequently serve as inputs for the establishment gangguan kesehatan dan potensi penyakit akibat and evaluation of occupational health risk controls, kerja, yang selanjutnya menjadi masukan dalam including adjustments to the work environment, penetapan dan evaluasi pengendalian risiko workload management, and recommendations for kesehatan kerja, termasuk penyesuaian lingkungan medical and administrative follow-up within the OHS kerja, pengaturan beban kerja, dan rekomendasi management system. tindak lanjut medis maupun administratif dalam sistem manajemen K3. Program Kesehatan Karyawan Employee Health Programs GRI 403-3, 403-6 GRI 403-3, 403-6 Program kesehatan karyawan Perseroan dirancang The Company’s employee health programs are untuk menurunkan faktor risiko kesehatan, designed to reduce health risk factors, improve physical meningkatkan kebugaran, serta mencegah fitness, and prevent health conditions that may gangguan kesehatan yang dapat berdampak pada affect workplace safety, productivity, and operational keselamatan kerja, produktivitas, dan keberlanjutan sustainability. These programs focus on managing operasional. Program ini berfokus pada pengelolaan key non-occupational health risks, including obesity, risiko kesehatan utama di luar pekerjaan, termasuk non-communicable chronic diseases, declining obesitas, penyakit kronis tidak menular, penurunan fitness levels, and the risk of communicable diseases. tingkat kebugaran, serta risiko penyakit menular. To ensure inclusive and sustained participation, the Untuk memastikan partisipasi yang inklusif dan Company facilitates access through open registration berkelanjutan, Perseroan memfasilitasi akses melalui mechanisms, medical professional support, periodic mekanisme pendaftaran terbuka, pendampingan health monitoring, and the use of digital platforms and oleh tenaga medis, pemantauan kesehatan secara educational activities. berkala, serta pemanfaatan platform digital dan kegiatan edukasi. PT United Tractors Tbk - 2025 Sustainability Report 89
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Mewujudkan Lingkungan Kerja yang Aman dan Sehat
Program Chronic Disease Monitoring dan Support
Chronic Disease Monitoring and Support Program
untuk memantau dan mengontrol karyawan dengan penyakit kronis agar memiliki progres penyembuhan
yang baik.
aimed at monitoring and managing employees with chronic conditions to ensure positive health outcomes and
sustained recovery progress.
UT FRESH
Program peningkatan kesejahteraan dan kebugaran karyawan melalui berbagai aktivitas fisik yang bersifat
partisipatif. Program ini menghadirkan beragam mini challenges seperti berjalan, berlari, dan bersepeda untuk
mendorong karyawan tetap aktif dan menjaga kebugaran. UT FRESH dilengkapi dengan kegiatan GO WALKING,
GO RUNNING, dan GO CYCLING yang melibatkan 8.272 peserta dari berbagai titik operasional dan entitas anak
usaha Perseroan. Program ini diselenggarakan sebanyak empat kali dalam setahun untuk menjaga konsistensi
partisipasi karyawan dalam menerapkan gaya hidup sehat. Selain meningkatkan kebugaran, UT FRESH juga
berfungsi sebagai sarana promotif untuk meningkatkan kesadaran terhadap kesehatan kerja.
An employee wellness program designed to improve employee well-being and physical fitness through
participatory physical activities. The program features various mini challenges such as walking, running, and
cycling to encourage employees to stay active and maintain their fitness. UT FRESH includes activities such as
GO WALKING, GO RUNNING, and GO CYCLING, with participation reaching 8,272 employees across the Company’s
operational locations and subsidiaries. The program is conducted four times a year to maintain consistent
employee participation in healthy lifestyle practices. In addition to promoting physical fitness, UT FRESH also serves
as a promotive initiative to increase awareness of occupational health risks.
UT FIT
Program kesehatan kerja berbasis hasil pemeriksaan kesehatan rutin karyawan, yang mencakup evaluasi
organ vital seperti jantung, ginjal, hati, dan paru-paru serta pemantauan Indeks Massa Tubuh (BMI).
Program ini bertujuan meningkatkan kesadaran karyawan terhadap kondisi kesehatannya serta mendorong
penerapan gaya hidup sehat secara berkelanjutan. Pelaksanaan UT FIT mencakup berbagai aktivitas
terintegrasi, seperti wellness consultation, food diaries, webinar kesehatan, dan kegiatan olahraga. Program ini
juga memberikan pendampingan kesehatan secara menyeluruh, mulai dari pengelolaan asupan gizi hingga
aktivitas fisik yang relevan. UT FIT diikuti oleh 720 peserta dari berbagai titik operasional Perseroan selama
periode pelaksanaan tiga bulan.
An occupational health program based on the results of employees’ routine medical check-ups, including the
evaluation of vital organs such as the heart, kidneys, liver, and lungs, as well as Body Mass Index (BMI) monitoring.
The program aims to increase employees’ awareness of their health conditions and encourage the adoption of
sustainable healthy lifestyle practices. UT FIT is implemented through a series of integrated activities, including
wellness consultations, food diaries, health webinars, and various physical exercise activities. The program also
provides holistic health support, covering aspects from nutritional intake to relevant physical activities. UT FIT
involved 720 participants across the Company’s operational locations over a three-month implementation period.
Webinar kesehatan
Health webinars
Untuk karyawan dan keluarga guna meningkatkan kesadaran karyawan akan pentingnya menjaga
kesehatan. Kegiatan ini bekerja sama dengan dokter spesialis dari rumah sakit rekanan Perseroan.
For employees and their families, to increase awareness of the importance of maintaining good health. These
activities are conducted in collaboration with specialist physicians from the Company’s partner hospitals.
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Creating a Safe and Healthy Work Environment
Penyediaan klinik kesehatan
Provision of health clinics
Untuk memudahkan akses kesehatan bagi seluruh karyawan.
To facilitate access to healthcare services for all employees.
Standarisasi Catering dengan Sistem Manajemen Keselamatan Kontraktor (CSMS) Catering
Catering standardization through the Contractor Safety Management System (CSMS) Catering
Dari awal tender hingga melakukan inspeksi secara berkala untuk mencegah keracunan di tempat kerja. Di
samping itu, Perseroan meminta katering untuk mengutamakan menu sehat.
Implemented from the tender process through periodic inspections, to prevent food poisoning in the workplace. In
addition, the Company requires catering providers to prioritize healthy menu options.
Program pencegahan TBC
TBC prevention program
Mencakup kegiatan edukasi dan sosialisasi guna meningkatkan pemahaman karyawan terkait pencegahan
TBC. Selain itu, Perseroan juga memfasilitasi pelaksanaan pemeriksaan kesehatan secara berkala serta
menyediakan akses terhadap layanan konsultasi medis dan rujukan pengobatan apabila diperlukan.
Includes educational and awareness activities aimed at improving employees’ understanding of tuberculosis
(TB) prevention. In addition, the Company facilitates periodic health check-ups and provides access to medical
consultation services as well as treatment referrals when necessary.
Program penanggulangan narkoba dan HIV/AIDS Vaksinasi karyawan
Drug abuse and HIV/AIDS prevention programs Employee vaccination
di tempat kerja. Untuk meningkatkan kekebalan tubuh karyawan, di
antaranya vaksin HPV, Influenza, dan Anti-HbsAg.
in the workplace.
Implemented to enhance employees’ immunity,
including vaccinations for HPV, Influenza, and
Anti-HBsAg.
Program UT Free from Narkoba
UT Free from Drugs Program
Adalah program kesehatan yang bertujuan untuk mewujdukan lingkungan kerja yang sehat,
aman, produktif, dan bebas narkoba. Tujuan program ini adalah:
• Zero tolerance terhadap narkoba di lingkungan kerja.
• Peningkatan kapasitas karyawan sebagai agen pencegahan narkoba.
• Sinergi Perseroan dengan BNN Pusat dan BNN Daerah.
A health program aimed at creating a healthy, safe, productive, and drug-free work environment. The
objectives of this program include:
• Zero tolerance for drugs in the workplace.
• Strengthening employee capacity as agents of drug prevention.
• The Company's synergy with the National Narcotics Agency and Regional Narcotics Agencies.
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Mewujudkan Lingkungan Kerja yang Aman dan Sehat
Sistem Manajemen
Keselamatan Kontraktor
Contractor Safety Management System
GRI 403-8
United Tractors menerapkan Sistem Manajemen The Contractor Safety Management System (CSMS) is a
Keselamatan Kontraktor (Contractor Safety core element of OHS management across all business
Management System/CSMS) sebagai elemen utama lines involving contractors and subcontractors,
dalam pengelolaan K3 di seluruh lini bisnis yang comprehensively, covering the entire process from
melibatkan kontraktor dan subkontraktor. CSMS partner selection and contract award to the execution
diterapkan secara komprehensif, mulai dari proses of work in the field.
pemilihan mitra kerja, penentuan pemenang kontrak,
hingga pelaksanaan pekerjaan di lapangan.
Perseroan mewajibkan setiap kontraktor, The Company requires each contractor, in accordance
sesuai dengan karakteristik dan tingkat risiko with the characteristics and risk level of their activities,
pekerjaannya, untuk memiliki komitmen dan to demonstrate OHS commitment and policies,
kebijakan K3, membentuk organisasi K3 di unit kerja, establish an OHS organization at the work unit level,
mengelola dan mengomunikasikan risiko K3, serta manage and communicate OHS risks, and implement
mengimplementasikan sistem yang menyeluruh. a comprehensive management system. In addition,
Tidak hanya itu, kontraktor juga wajib memperhatikan contractors are required to ensure environmental
perlindungan lingkungan dan pencegahan protection and pollution prevention.
pencemaran.
Setiap tahun, Perseroan melakukan evaluasi dan Each year, the Company conducts CSMS evaluations
audit CSMS terhadap kontraktor dan vendor. Pihak and audits of contractors and vendors. Contractors
yang lolos kualifikasi kemudian menjalani penilaian that pass the qualification process are subsequently
ulang pada akhir tahun sebagai pertimbangan subject to re-assessment at year-end, which serves as
utama dalam keputusan perpanjangan kerja sama a key consideration in decisions on contract extensions
pada tahun berikutnya. for the following year.
Siklus Pengelolaan K3 bagi Kontraktor
Contractor OHS Management Cycle
Perseroan menetapkan dua tahapan terhadap pengelolaan K3 pada kontraktor, yaitu:
The Company has established two stages for managing OHS for contractors, as follows:
Tahap Administrasi Tahap Implementasi
Administrative Stage Implementation Stage
a. Identifikasi risiko kerja yang dilakukan oleh Perseroan a. Aktivitas prakerja untuk memastikan kesiapan proyek.
terhadap aspek operasional bisnis. b. Pelaksanaan pekerjaan oleh kontraktor.
b. Prakualifikasi kontraktor sesuai dengan aspek K3. c. Evaluasi kinerja K3 kontraktor.
c. Pemilihan kontraktor oleh Perseroan.
a. Pre-work activities to ensure project readiness.
a. Identification of work-related risks conducted by the b. Execution of work by contractors.
Company in relation to its business operational activities. c. Evaluation of contractors’ OHS performance.
b. Contractor pre-qualification based on OHS aspects.
c. Contractor selection by the Company.
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Creating a Safe and Healthy Work Environment
Kinerja K3
OHS Performance
GRI 403-8
Guna memastikan bahwa kepatuhan dan budaya K3 To ensure that OHS compliance and culture are
berjalan secara optimal di seluruh level organisasi, effectively embedded at all organizational levels,
Perseroan melakukan evaluasi K3 secara berkala periodic and tiered OHS evaluations range from
dan berjenjang dari pelaksana di lapangan hingga frontline operations to management at the head
manajemen di kantor pusat. Evaluasi ini juga mencakup office. These include assessments of the effectiveness
penilaian efektivitas penerapan manajemen K3 yang of OHS management implementation through a
dilakukan melalui rangkaian audit, baik secara internal, series of audits, both internal, within the Astra Group,
di lingkungan Grup Astra maupun eksternal. Pada and external. In 2025, the Company successfully
tahun 2025, Perseroan berhasil mempertahankan maintained its ISO 45001 and OHSMS certifications. In
dengan baik sertifikasi ISO 45001 dan SMK3. Selain itu, addition, the Company was assessed using the Astra
Perseroan juga dievaluasi menggunakan asesmen Green Company (AGC) assessment, which includes
Astra Green Company (AGC), yang salah satunya occupational health and safety aspects. The results of
mencakup aspek keselamatan dan kesehatan kerja. these comprehensive evaluations serve as the basis
Hasil dari keseluruhan evaluasi tersebut menjadi dasar for formulating strategies to further enhance OHS
dalam perumusan strategi peningkatan kinerja K3 ke performance, which are subsequently implemented in
depan, yang selanjutnya diimplementasikan secara a structured and consistent manner across all of the
terarah dan konsisten di seluruh unit bisnis Perseroan. Company’s business units.
Astra Green Company (AGC) di Perseroan pada 2025
Astra Green Company (AGC) at the Company in 2025
Evaluasi penerapan Astra Green Company (AGC) dilakukan secara berkala melalui proses penilaian
terhadap enam aspek utama, yaitu Green Strategy, Green Process, Green Product, Green Employee,
Critical Points Compliance, dan Regulatory Compliance. Penilaian dilakukan melalui mekanisme self-
assessment, evaluasi oleh grup, serta evaluasi unit usaha, dengan hasil yang diklasifikasikan ke dalam
lima peringkat kinerja, yaitu Hitam, Merah, Biru, Hijau, dan Emas.
The evaluation of the Astra Green Company (AGC) implementation is conducted periodically through
an assessment process covering six key aspects: Green Strategy, Green Process, Green Product, Green
Employee, Critical Points Compliance, and Regulatory Compliance. The assessment is carried out through
several mechanisms, including self-assessment, group evaluation, and business unit evaluation, with
results classified into five performance ratings: Black, Red, Blue, Green, and Gold.
Penilaian AGC Dilaksanakan di 90 Instalasi.
The AGC Assessment was conducted at 90 Installations.
30 43 13 3 1
Emas Gold Hijau Green Biru Blue Merah Red Hitam Black
Catatan | Note:
Pencapaian AGC pada kategori penilaian merah dan hitam mencerminkan adanya indikator keselamatan kerja yang masih memerlukan
penguatan di sejumlah titik instalasi sesuai dengan kriteria penilaian AGC.
AGC achievements in the Red and Black rating categories reflect occupational safety indicators that require further strengthening at several
installation points, in accordance with the AGC assessment criteria.
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Mewujudkan Lingkungan Kerja yang Aman dan Sehat
Selain itu, Perseroan memantau dan mencatat The Company systematically and in a tiered manner
secara sistematis dan berjenjang atas insiden yang monitors and records incidents involving employees
melibatkan karyawan dan kontraktor yang bekerja di and contractors working at the Company’s operational
lokasi operasi Perseroan untuk mengurangi prevalensi sites in order to reduce the prevalence of workplace
kecelakaan. Pemantauan tersebut mencakup jumlah accidents. This monitoring covers the number and
dan tingkat fatalitas, cedera kerja berkonsekuensi rate of fatalities, high-consequence work-related
tinggi (tidak termasuk fatalitas), serta cedera kerja injuries (excluding fatalities), as well as recordable
yang tercatat (recordable injuries), baik untuk work-related injuries, for both employees and
karyawan maupun kontraktor, dengan perhitungan contractors, calculated based on total working hours.
berbasis jumlah jam kerja.
Pada tahun pelaporan, Perseroan mencatat seluruh During the reporting year, the Company recorded all
kecelakaan kerja yaitu kecelakaan ringan, kecelakaan workplace accidents, including minor injuries, serious
berat hingga fatalitas yang tercatat dan terukur injuries, and fatalities, which were documented and
dalam recordable rate. Setiap kecelakaan kerja measured in the recordable rate. Each workplace
segera ditindaklanjuti melalui proses investigasi accident was promptly followed up through a
menyeluruh untuk mengidentifikasi akar penyebab comprehensive investigation process to identify
serta faktor-faktor yang turut memengaruhi terjadinya the root causes as well as the contributing factors
kecelakaan kerja. Hasil investigasi tersebut dilaporkan leading to the incident. The investigation results
kepada Dewan Direksi sebagai dasar pengambilan are reported to the Board of Directors as a basis for
keputusan perbaikan. Sebagai tindak lanjut, Perseroan decision-making on corrective actions. As a follow-
melaksanakan audit K3 serta melakukan evaluasi up, the Company conducts OHS audits and carries
sistem manajemen K3 secara holistik, yang mencakup out a holistic evaluation of its OHS management
penguatan pengawasan operasional, peningkatan system, which includes strengthening operational
kompetensi pekerja dan manajemen, serta peninjauan supervision, enhancing the competencies of workers
dan penyempurnaan kebijakan dan prosedur K3. and management, and reviewing and refining
Langkah-langkah perbaikan dan pencegahan tersebut OHS policies and procedures. These corrective and
dilaksanakan secara bertahap di unit-unit kerja terkait preventive measures are implemented progressively
untuk meminimalkan risiko kejadian serupa di masa across the relevant work units to minimize the risk of
mendatang. similar incidents in the future.
GRI 403-9 GRI 403-9
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Creating a Safe and Healthy Work Environment
Statistik Kinerja K3 Karyawan
Employee OHS Performance Statistics
GRI 403-9
Deskripsi Satuan
2025 2024* 2023*
Description Unit
Jumlah Jam Kerja Jam
104,263,748 103,139,376 100,660,049
Total Working Hours Hours
Jumlah Kecelakaan Fatal Kasus
1 0 3
Number of Fatality Cases
Fatality Rate Per 1 juta
Fatality Rate jam kerja
0.01 0.00 0.03
Per 1 million
work hours
Jumlah Cedera Terkait Pekerjaan Kasus
yang Dapat Dicatat Cases
56 78 43
Number of Recordable
Work-Related Injuries
Recordable Rate Per 1 juta
Recordable Rate jam kerja
0.54 0.76 0.43
Per 1 million
work hours
Jumlah Lost Time Injury Kasus
10 12 10
Total Lost Time Injury Cases
Lost Time Injury Frequency Rate Per 1 juta
Lost Time Injury Frequency Rate jam kerja
0.10 0.12 0.10
Per 1 million
work hours
Catatan: Notes:
• Data jumlah kecelakaan fatalitas di tempat kerja, recordable • Data on the number of fatal workplace accidents, the recordable
work-related injury rate, dan lost-time injury rate pada karyawan work-related injury rate, and the lost-time injury rate for employees
mengacu pada Kriteria Pengumpulan dan Perhitungan Data. refer to the Data Collection and Calculation Criteria.
• Data pada tabel di atas adalah data konsolidasi entitas induk dan • The data presented in the table above are consolidated data of the
anak perusahaan (20 perusahaan). parent entity and its subsidiaries (20 companies).
• Lost Time Injury Frequency Rate (LTIFR) dihitung menggunakan • The Lost Time Injury Frequency Rate (LTIFR) is calculated using a
denominator 1.000.000 sesuai dengan American National Standard denominator of 1,000,000 in accordance with the American National
Institute (ANSI). Standards Institute (ANSI).
* Terdapat penyajian kembali karena karena adanya perbaikan metode * A restatement has been made due to improvements in calculation
perhitungan dan perluasan cakupan data. methodologies and the expansion of data scope.
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Mewujudkan Lingkungan Kerja yang Aman dan Sehat
Statistik Kinerja K3 Kontraktor
Contractor OHS Performance Statistics
GRI 2-8, 403-9
Deskripsi Satuan
2025 2024* 2023*
Description Unit
Jumlah Jam Kerja Jam
127,615,772 128,431,767 106,527,133
Total Working Hours Hours
Jumlah Kecelakaan Fatal Kasus
1 2 2
Number of Fatality Cases
Fatality Rate Per 1 juta
Fatality Rate jam kerja
0.01 0.02 0.02
Per 1 million
work hours
Jumlah Cedera Terkait Pekerjaan Kasus
yang Dapat Dicatat Cases
272 166 116
Number of Recordable
Work-Related Injuries
Recordable Rate Per 1 juta
Recordable Rate jam kerja
2.13 1.29 1.09
Per 1 million
work hours
Jumlah Lost Time Injury Kasus
27 17 19
Total Lost Time Injury Cases
Lost Time Injury Frequency Rate Per 1 juta
Lost Time Injury Frequency Rate jam kerja
0.21 0.13 0.18
Per 1 million
work hours
Catatan: Notes:
• Data jumlah kecelakaan fatalitas di tempat kerja, recordable work- • Data on the number of fatal workplace accidents, the recordable
related injury rate, dan lost-time injury rate pada kontraktor mengacu work-related injury rate, and the lost-time injury rate for contractors
pada Kriteria Pengumpulan dan Perhitungan Data. refer to the Data Collection and Calculation Criteria.
• Data pada tabel di atas adalah data konsolidasi entitas induk dan anak • The data presented in the table above are consolidated data of the
perusahaan (20 perusahaan). parent entity and its subsidiaries (20 companies).
• Lost Time Injury Frequency Rate (LTIFR) dihitung menggunakan • The Lost Time Injury Frequency Rate (LTIFR) is calculated using a
denominator 1.000.000 sesuai dengan American National Standard denominator of 1,000,000 in accordance with the American National
Institute (ANSI). Standards Institute (ANSI).
* Terdapat penyajian kembali karena karena adanya perbaikan metode * A restatement has been made due to improvements in calculation
perhitungan dan perluasan cakupan data. methodologies and the expansion of data scope.
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Creating a Safe and Healthy Work Environment PT United Tractors Tbk - 2025 Sustainability Report 97
Page 100
Jejak
Lingkungan
Berkelanjutan
Sustainable
Environmental Footprint
05
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Kebijakan dan Strategi Manajemen Limbah Padat
100 120
Policy and Strategy Solid Waste Management
Ikhtisar Kinerja Manajemen Air dan Air Limbah
102 127
Performance Overview Water and Wastewater Management
Tata Kelola Manajemen Lingkungan Manajemen Lahan dan Keanekaragaman Hayati
103 136
Environmental Management Governance Land and Biodiversity Management
Manajemen Energi dan Emisi
107
Energy and Emissions Management
PT United
Laporan Tractors Tbk
Keberlanjutan - 2025
2025 Sustainability
Sustainability Report
Report 99
Page 102
Jejak Lingkungan Berkelanjutan
Kebijakan dan Strategi
Policy and Strategy
Perseroan menerapkan pengelolaan lingkungan yang
bertanggung jawab untuk meminimalkan dampak
operasional dan menjaga keberlanjutan ekosistem.
Melalui kebijakan yang terintegrasi di seluruh lini
usaha, termasuk entitas anak dan asosiasi, Perseroan
mendukung pencapaian pengurangan emisi karbon,
pelindungan keanekaragaman hayati, aksi iklim,
transisi energi terbarukan, dan ekonomi sirkular.
The Company implements responsible environmental management to
minimize operational impacts and safeguard ecosystem sustainability.
Through integrated policies across all business lines, including
subsidiaries and associates, the Company supports the achievement
of carbon emission reduction, biodiversity protection, climate action,
renewable energy transition, and the circular economy.
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Sustainable Environmental Footprint
Perseroan memahami bahwa aktivitas operasional The Company recognizes that its operational activities
yang dilakukan berpotensi memberikan dampak may have environmental impacts. Accordingly, the
terhadap lingkungan. Oleh sebab itu, Perseroan Company prioritizes responsible environmental
mengedepankan pengelolaan lingkungan yang management, proactively identifying, managing,
bertanggung jawab dengan mengelola risiko and strategically mitigating environmental risks, with
dan memitigasi risiko secara strategis. Setiap operational activities designed and implemented to
aktivitas operasional telah dipertimbangkan untuk minimize environmental impacts while maintaining
meminimalkan dampak lingkungan dan menjaga ecosystem balance. The Company also contributes
keseimbangan ekosistem. Perseroan juga turut to government efforts in addressing current
berkontribusi mendukung upaya pemerintah environmental challenges, including achieving
mengatasi tantangan lingkungan saat ini, di emission reduction targets, protecting biodiversity,
antaranya target pengurangan emisi, perlindungan mitigating and adapting to climate change, advancing
keanekaragaman hayati, mitigasi dan adaptasi the transition to renewable energy, and applying
perubahan iklim, transisi menuju energi terbarukan, circular economy principles.
serta penerapan prinsip ekonomi sirkular.
Perseroan menetapkan kebijakan pengelolaan The Company has established an environmental
dampak lingkungan sebagai landasan dalam impact management policy as the foundation for
menjalankan aktivitas dan mengelola lingkungan di conducting activities and managing environmental
seluruh lini operasional, termasuk entitas anak dan aspects across all operational lines that include
entitas asosiasi. subsidiaries and associated entities.
1. Mematuhi peraturan dan persyaratan yang terkait 2. Menerapkan sistem manajemen untuk memberikan nilai
dengan aspek lingkungan. tambah kepada perusahaan, karyawan, masyarakat, dan
Comply with all applicable regulations and requirements related to pemangku kepentingan lainnya.
environmental aspects. Implement management systems that create added value for the
Company, employees, communities, and other stakeholders.
3. Memenuhi peraturan perundangan dan persyaratan stakeholder lainnya yang terkait dengan aspek Lingkungan melalui
penerapan Astra Green Company (AGC), ISO 14001:2015 - Sistem Manajemen Lingkungan, Green Building, PROPER (Program
Penilaian Peringkat Kinerja Perusahaan dalam Pengelolaan Lingkungan Hidup) guna menghasilkan operational excellence dan
nilai tambah kepada perusahaan, karyawan, masyarakat, dan stakeholder lainnya.
Fulfill environmental laws, regulations, and stakeholder requirements through the implementation of Astra Green Company (AGC), ISO 14001:2015 -
Environmental Management System, Green Building standards, and PROPER (Corporate Performance Rating Program in Environmental Management), to
achieve operational excellence and deliver added value to the Company, employees, communities, and other stakeholders.
4. Melaksanakan program pelindungan lingkungan melalui prinsip cleaner production yang berlandaskan konsep 6R (Reduce,
Reuse, Recycle, Refuse, Recovery, Retrieve to Energy), efisiensi sumber daya, best available technology, serta circular economy
dengan melibatkan seluruh pemangku kepentingan guna mencegah dan mengatasi pencemaran lingkungan.
Implement environmental protection programs based on cleaner production principles, grounded in the 6R concept (Reduce, Reuse, Recycle,
Refuse, Recovery, and Retrieve to Energy), resource efficiency, best available technology, and circular economy practices, with the involvement of all
stakeholders to prevent and address environmental pollution.
5. Melaksanakan kegiatan operasional berlandaskan excellent business process yang ditunjang inovasi dan perbaikan
berkelanjutan melalui pelaksanaan P-D-C-A secara konsisten.
Conduct operational activities based on excellent business processes, supported by innovation and continuous improvement through the consistent
application of the P-D-C-A cycle.
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Jejak Lingkungan Berkelanjutan
Perseroan juga telah menetapkan empat inisiatif di The Company has also established four environmental
bidang lingkungan yang tertuang dalam Aspirasi initiatives under the UT 2030 Sustainability Aspirations,
Keberlanjutan 2030 UT, di antaranya mencakup covering Greenhouse Gas (GHG) emissions reduction,
pengurangan Emisi Gas Rumah Kaca (GRK), energy management, water management, and solid
manajemen energi, manajemen air, dan manajemen waste management. These have been designed to
limbah padat. Perseroan telah merancang inisiatif align with the Nationally Determined Contribution
tersebut agar selaras dengan target Nationally (NDC) targets.
Determined Contribution (NDC).
Selain itu, Perseroan memastikan seluruh kegiatan In addition, the Company ensures all business activies
usaha telah memenuhi persyaratan izin lingkungan have complied with applicable environmental
sesuai ketentuan dan melaksanakan kewajiban- permitting requirements and have implemented
kewajiban pengelolaan serta pemantauan yang the environmental management and monitoring
menjadi bagian dari izin tersebut. obligations stipulated under such permits.
Ikhtisar Kinerja
Performance Overview Reduksi Emisi Gas Rumah Kaca (GRK)
Greenhouse Gas (GHG) Emission Reduction
2025
Total Emisi GRK (Cakupan 1 dan 2)
12.03%
2024 2023
Total GHG Emissions (Scope 1 and 2)
11.02% 10.21%
2025
3,356,710.57 tCO2eq
2024 2023
3,395,421.88 3,426,176.93 Total Konsumsi Energi Terbarukan
tCO2eq tCO2eq Total Renewable Energy Consumption
2025
Bauran Energi Terbarukan
24,330,507.41
GJ
Renewable Energy Mix 2024 2023
2025 22,570,397.03 20,107,601.33
36.17%
GJ GJ
2024 2023
Reduksi Intensitas Pengambilan Air
31.92% 30.43%
Reduction in Water Withdrawal Intensity
2025
Total Pengambilan Air*
23.09%
Total Water Withdrawal* 2024 2023
14.81% 19.75%
2025
6,033.32
Megaliter
2024 2023
- Angka penurunan emisi gas
Biaya Lingkungan
6,973.15 6,879.15 rumah kaca merupakan angka net
Environmental Costs
Megaliter Megaliter emissions yang diperoleh setelah
SEOJK F.4
dikurangi dari efisiensi energi,
pemanfaatan energi terbarukan serta
Total Limbah Padat 2025 pembelian REC dan kredit karbon.
Terolah Rp
634.15 The greenhouse gas emission
Total Solid Waste Diverted Miliar Billion reduction figure represents
net emissions, calculated after
2024 2023
2025 Rp
547.61 Rp
229.46 accounting for energy efficiency, the
73.84% Miliar Billion Miliar Billion use of renewable energy, and the
2024 2023
purchase of RECs and carbon credits.
68.44% 53.64% * Perhitungan ruang lingkup tidak
memasukkan air hujan.
Rainwater is excluded from the
calculation scope.
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Sustainable Environmental Footprint
Tata Kelola Manajemen Lingkungan
Environmental Management Governance
Sistem Manajemen Lingkungan Environmental Management System
Perseroan menerapkan Sistem Manajemen The Company implements an Environmental
Lingkungan (SML) berdasarkan ISO 14001:2015 – Sistem Management System (EMS) in accordance with ISO
Manajemen Lingkungan, ISO 14064-1:2018 – Gas 14001:2015 – Environmental Management Systems, ISO
rumah kaca — Bagian 1: Spesifikasi dengan pedoman 14064-1:2018 – Greenhouse gases — Part 1: Specification
di tingkat organisasi untuk kuantifikasi dan pelaporan with guidance at the organization level for quantification
emisi dan serapan gas rumah kaca, ISO 50001:2018 and reporting of greenhouse gas emissions and
Sistem Manajemen Energi, Astra Green Company removals, ISO 50001:2018 – Energy Management Systems,
(AGC), dan kriteria Program Penilaian Peringkat Astra Green Company (AGC), and the criteria of the
Kinerja Perusahaan (PROPER) dari Kementerian Corporate Performance Rating Program (PROPER) issued
Lingkungan Hidup pada lokasi-lokasi yang relevan. by the Ministry of Environment at relevant locations.
Perseroan mengelola aspek lingkungan secara The Company manages environmental aspects
kolaboratif melalui keterlibatan seluruh divisi lintas collaboratively through the involvement of all cross-
fungsi, di bawah koordinasi dan pengelolaan Corporate functional divisions, under the coordination and
Communications and Sustainability Division. Corporate management of Corporate Communications and
Communications and Sustainability Division bertugas Sustainability Division who are responsible for setting
dalam menetapkan strategi serta mengarahkan strategies and directing sustainability programs
program keberlanjutan agar berjalan efektif di seluruh to ensure their effective implementation across all
unit. Perseroan juga mendorong kontraktor dan units. The Company also encourages contractors
subkontraktor untuk menjalankan tanggung jawab and subcontractors to carry out their respective
lingkungan sesuai peran masing-masing. environmental responsibilities in accordance with
GRI 2-13 their roles.
GRI 2-13
Dalam penerapan SML, Direksi memegang peranan In implementing the EMS, the Board of Directors is
kunci dalam menetapkan visi, misi, dan nilai- key to establishing the Company’s vision, mission,
nilai perusahaan yang selaras dengan prinsip and values in alignment with sustainability principles.
keberlanjutan. Dengan demikian, Perseroan Accordingly, the Company is responsible for
juga bertanggung jawab untuk mengidentifikasi identifying and managing sustainability risks, as
dan mengelola risiko keberlanjutan serta well as formulating effective long-term strategies
merumuskan strategi jangka panjang yang efektif through the development of a sustainability-oriented
melalui pengembangan rantai nilai bisnis yang business value chain. To ensure effective oversight,
berorientasi pada keberlanjutan. Untuk memastikan environmental performance reports are submitted
pengawasan yang efektif, laporan terkait to the Board of Commissioners on a bimonthly basis
kinerja lingkungan disampaikan kepada Dewan through online forums.
Komisaris setiap dua bulan melalui forum daring. SEOJK F.1 GRI 2-12, 2-13
SEOJK F.1 GRI 2-12, 2-13
Sejalan dengan penerapan sistem manajemen The Board of Directors oversees the management
yang berlaku, Direksi berperan dalam mengawasi of the Company’s economic, environmental, and
pengelolaan dampak ekonomi, lingkungan, dan sosial social impacts through the establishment of the
Perseroan. Pengawasan tersebut dilakukan melalui Company’s vision, mission, and policies, as well as
penetapan visi, misi, dan kebijakan, serta peninjauan the review of periodic reports on risk performance
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Jejak Lingkungan Berkelanjutan
laporan berkala mengenai kinerja risiko, dan isu and significant issues, which form the basis for
signifikan sebagai dasar pengambilan keputusan the Company’s strategic decision-making. In its
strategis Perseroan. Dalam operasionalnya, operations, the Company manages environmental
Perseroan mengelola aspek lingkungan secara aspects collaboratively through the involvement of
kolaboratif melalui keterlibatan seluruh divisi lintas all cross-functional divisions, under the coordination
fungsi, di bawah koordinasi dan pengawasan and oversight of Corporate Communications and
Corporate Communications and Sustainability Sustainability Division. This function is responsible for
Division. Fungsi ini bertugas menetapkan strategi, setting strategies, coordinating implementation, and
mengoordinasikan pelaksanaan, serta mengarahkan directing sustainability programs to ensure effective
program keberlanjutan agar berjalan secara efektif and consistent execution across all business units.
dan konsisten di seluruh unit kerja.
Perseroan juga mendorong kontraktor dan The Company also encourages contractors and
subkontraktor untuk menjalankan tanggung jawab subcontractors to carry out their environmental
lingkungan sesuai dengan peran dan lingkup kegiatan responsibilities in accordance with their respective
masing-masing. Pelaksanaan dan kinerja pengelolaan roles and scopes of activities. The implementation
aspek lingkungan dilaporkan oleh unit terkait kepada and performance of environmental management
Corporate Communications and Sustainability are reported by the relevant units to Corporate
Division secara berkala setiap bulan, untuk dikompilasi Communications and Sustainability Division on a
dan disampaikan kepada manajemen Perseroan monthly basis, to be compiled and submitted to
sebagai bahan pemantauan dan evaluasi. Dalam the Company's management for monitoring and
memahami dampak kerusakan terhadap lingkungan evaluation purposes. To understand actual or potential
yang ditimbulkan maupun berpotensi timbul dari environmental damage arising from business unit
aktivitas unit usaha, Perseroan bekerja sama dengan activities, the Company works in collaboration with
stakeholders yang relevan. relevant stakeholders.
GRI 2-12, 2-13 GRI 2-12, 2-13
Cakupan SML Grup UT pada 2025
Scope of the UT Group EMS in 2025
189 28 1 16
Site atau Unit Tersertifikasi Unit Tersertifikasi Unit Tersertifikasi
Lokasi Kerja ISO 14001:2015 ISO 14064-1 ISO 50001:2018
Sites or Units Certified to Units Certified to Units Certified to
Work Locations ISO 14001:2015 ISO 14064-1 ISO 50001:2018
Selain itu, Perseroan juga memastikan kepatuhan The Company ensures compliance with applicable
terhadap peraturan dengan mengelola dan memantau regulations by managing and periodically monitoring
kualitas lingkungan secara berkala di setiap lokasi kerja environmental quality at each significant work
yang signifikan. Hasil tersebut kemudian dilaporkan location, with the results reported to the relevant
kepada instansi terkait di setiap area kerja. authorities in each operational area.
SEOJK F.16 SEOJK F.16
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Sustainable Environmental Footprint
Dampak Operasional Terkait Lingkungan Environmental Impacts of Operations
Perseroan mengidentifikasi potensi dampak terhadap The Company identifies potential environmental
lingkungan yang diakibatkan oleh kegiatan operasional. impacts arising from operational activities.
Mesin Konstruksi Kontraktor Penambangan dan Pertambangan
Construction Machinery Mining Contractors and Mining
Penggunaan sumber daya alam serta timbulan limbah Mengakibatkan perubahan bentang alam, ekstraksi
dari aktivitas rekondisi, manufaktur komponen, perakitan, sumber daya alam, dan penggunaan energi yang
penjualan alat berat dan transportasi, termasuk kegiatan signifikan serta emisi yang dihasilkan dan perubahan
jasa perawatan di lokasi kerja. iklim, penggunaan lahan, limbah dan efluen dari kegiatan
The use of natural resources and the generation of penambangan dan aktivitas pendukungnya.
waste arising from reconditioning activities, component Results in changes to landscapes, natural resource extraction,
manufacturing, assembly, and the sales of heavy and significant energy use, as well as emissions and climate
equipment and transportation, including maintenance change impacts, land use, and waste and effluents from
service activities at work sites. mining activities and their supporting operations.
Industri Konstruksi Energi
Construction Industry Energy
Menggunakan material Meningkatkan potensi perubahan iklim melalui emisi
konstruksi energi yang signifikan dan limbah yang dihasilkan, penggunaan air, serta
untuk kegiatan pembangunan penggunaan lahan dalam kegiatan operasional. Lini
dan perawatan, penggunaan bisnis energi juga memberikan dampak positif berupa
lahan, serta timbulan emisi dan pasokan listrik dari energi terbarukan yang berasal dari
limbah dari kegiatan konstruksi. tenaga surya dan hidro.
Involves the use of construction Increases the potential for climate
materials and significant energy change through emissions and waste
consumption for development generated, water use, and land use
and maintenance activities, in operational activities. The energy
land use, and the generation business line also delivers positive
of emissions and waste from impacts through the supply of electricity
construction activities. from renewable energy sources, including
solar and hydropower.
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Jejak Lingkungan Berkelanjutan
Penanganan Keluhan Terkait Lingkungan Handling of Environmental-Related
SEOJK F.16 GRI 2-25 Complaints
SEOJK F.16 GRI 2-25
Perseroan menerapkan prosedur pelaporan dan The Company implements reporting and investigation
investigasi kecelakaan, termasuk insiden terkait procedures for accidents, including environmental-
lingkungan, untuk memastikan setiap kejadian dapat related incidents, ensure that every incident is
ditangani secara cepat dan tepat, dengan langkah- addressed promptly and appropriately, through the
langkah berikut: following steps:
1. Pelapor dapat langsung menghubungi Departemen 1. The reporter may directly contact the Environmental,
Environmental, Health, and Safety (EHS) melalui Health, and Safety (EHS) Department via telephone,
telepon, surel, maupun sarana media sosial lainnya. email, or other social media channels.
2. Departemen EHS akan melakukan penanganan 2. The EHS Department will conduct immediate on-
langsung di lapangan, termasuk perbaikan dan site response, including remediation and securing
pengamanan tempat kejadian. of the incident location.
3. Setelah melakukan penanganan, Departemen 3. Following the initial response, the EHS Department
EHS akan melakukan investigasi lanjutan dengan will carry out further investigation by collecting
mengumpulkan data dan fakta, serta melakukan relevant data and facts and conducting root cause
analisis akar permasalahan. analysis.
4. Dari hasil investigasi, Departemen EHS membuat 4. Based on the investigation results, the EHS
langkah perbaikan dan pencegahan agar kejadian Department develops corrective and preventive
serupa tidak terjadi kembali. Apabila kasus terjadi actions to prevent the recurrence of similar
di cabang dan/atau site, maka Departemen EHS di incidents. If an incident occurs at a branch and/
area akan melakukan eskalasi pelaporan ke kantor or site, the area EHS Department will escalate the
pusat. report to the Head Office.
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Sustainable Environmental Footprint Manajemen Energi dan Emisi Energy and Emissions Management GRI 3-3, 302-1, 302-2, 302-3 SEOJK F.6 Energi Energy Konsumsi energi Perseroan mencakup kegiatan The Company's energy consumption covers both operasional utama dan kegiatan penunjang, yang core operational activities and supporting operations, berasal dari sumber energi terbarukan dan tidak derived from renewable and non-renewable energy terbarukan. Penggunaan energi terbesar Perseroan sources. The Company’s largest energy use comes berasal dari sektor pertambangan dan kontraktor from the mining and mining contractor sectors, with pertambangan, dengan bahan bakar minyak fuel serving as the primary energy source to support sebagai sumber energi utama dalam mendukung operational activities in both sectors. The Company aktivitas operasional pada kedua sektor tersebut. is involved primarily through operational activities, Perseroan terlibat terhadap dampak-dampak particularly the use of heavy equipment and mining tersebut terutama melalui aktivitas operasionalnya, support facilities that rely on fossil fuels. Indirect khususnya pada penggunaan alat berat dan sarana impacts also arise through business relationships pendukung pertambangan yang bergantung pada with third parties. The high level of energy demand bahan bakar fosil. Selain itu, keterlibatan juga terjadi makes energy consumption management a material secara tidak langsung melalui hubungan bisnis dari issue with a direct impact on the Company’s pihak ketiga. Tingginya kebutuhan energi tersebut environmental performance, cost efficiency, and menjadikan pengelolaan konsumsi energi sebagai long-term business sustainability. isu material yang berdampak langsung terhadap GRI 3-3 kinerja lingkungan, efisiensi biaya, serta keberlanjutan usaha Perseroan. GRI 3-3 Penggunaan energi oleh Perseroan memiliki dampak The Company’s energy consumption has actual aktual dan potensial terhadap lingkungan, ekonomi, and potential impacts on the environment, the dan masyarakat. Salah satu dampak lingkungan yang economy, and society. One of the environmental dihadapi adalah peningkatan emisi Gas Rumah Kaca impacts is the increase in Greenhouse Gas (GHG) (GRK). Selain itu, konsumsi energi yang tidak dikelola emissions. In addition, energy consumption that is not secara optimal juga berpotensi meningkatkan managed optimally may increase resource use, raise penggunaan sumber daya, biaya operasional, operational costs, and place additional pressure on serta memberikan tekanan tambahan terhadap the environment and the sustainability of operations. lingkungan dan keberlanjutan operasional. Namun Considering this, the Company has implemented demikian, pengelolaan energi yang bertanggung responsible energy management practices that jawab telah dilakukan oleh Perseroan sehingga deliver positive impacts, including improved memberikan dampak positif, seperti peningkatan operational efficiency, control of energy costs, and efisiensi operasional, pengendalian biaya energi, contributions to the achievement of national and serta kontribusi terhadap pencapaian target transisi global energy transition targets. energi nasional dan global. GRI 3-3 GRI 3-3 PT United Tractors Tbk - 2025 Sustainability Report 107
Page 110
Jejak Lingkungan Berkelanjutan
Konsumsi Energi Berdasarkan Jenis
Energy Consumption by Type
SEOJK F.6 GRI 302-1, 302-2
Deskripsi Satuan
2025 2024* 2023*
Description Unit
Energi Terbarukan | Renewable Energy
Bahan Bakar dari
Sumber Terbarukan 23,987,240.55 22,248,257.23 19,919,788.45
Renewable Fuel Sources
Panel Surya
GJ 15,298.56 13,347.36 13,203.25
Solar Panels
GJ
Pembelian REC
326,639.28 307,754.57 174,043.57
REC Purchases
Saw Dust
1,329.03 1,037.86 566.06
Sawdust
Energi Tidak Terbarukan | Non-Renewable Energy
Bahan Bakar dari Sumber
Tidak Terbarukan** 42,292,826.75 47,427,838.81 45,203,618.13
Non-Renewable Fuel Sources**
GJ
Pembelian Listrik Non-REC***
GJ 644,305.07 702,786.22 760,465.41
Non-REC Electricity Purchases***
Total Konsumsi Energi
67,267,639.23 70,701,022.05 66,071,684.87
Total Energy Consumption
Keterangan: Notes:
• Bahan bakar dari sumber terbarukan mencakup biofuel dan biomassa. • Renewable fuel sources include biofuels and biomass.
• Bahan bakar dari sumber tidak terbarukan mencakup solar, liquefied • Non-renewable fuel sources include diesel fuel, liquefied petroleum gas
petroleum gas (LPG), gas alam, aviation fuel, marine fuel oil, waste oil, (LPG), natural gas, aviation fuel, marine fuel oil, waste oil, coal-based
coal electricity generation, dan bensin. electricity generation, and gasoline.
• Pembelian listrik non-REC adalah pembelian listrik yang tidak termasuk • Non-REC electricity purchases refer to electricity purchases that are not
ke dalam pembelian listrik REC. included in REC electricity purchases.
* Terdapat penyajian kembali karena karena adanya perbaikan metode * A restatement has been made due to improvements in calculation
perhitungan dan perluasan cakupan data. methodologies and the expansion of data scope.
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Intensitas Energi per Lini Bisnis
Energy Intensity per Business Line
SEOJK F.6 GRI 302-3
Lini Bisnis Satuan
2025 2024* 2023*
Business Line Unit
GJ/
Mesin Konstruksi
pendapatan 33.75 31.00 17.16
Construction Machinery
GJ/revenue
Kontraktor Penambangan
0.02 0.02 0.02
Mining Contracting
GJ/ton
Pertambangan Batu Bara produksi
0.02 0.01 0.01
Coal Mining GJ/ton
production
Pertambangan Emas
0.22 0.20 0.18
Gold Mining
GJ/
Industri Konstruksi
pendapatan 54.75 69.11 29.98
Construction Industry
GJ/revenue
GJ/kWh
Energi produksi
0.02 0.02 0.02
Energy GJ/kWh
production
Keterangan:
Note:
• Intensitas energi dihitung berdasarkan jumlah energi dibagi dengan • Energy intensity is calculated by dividing the total energy by the number
satuan unit driver di masing-masing lini bisnis. of driver units in each business line.
* Terdapat penyajian kembali karena karena adanya perbaikan metode * A restatement has been made due to improvements in calculation
perhitungan dan perluasan cakupan data. methodologies and the expansion of data scope.
Efisiensi Energi Energy Efficiency
GRI 3-3 SEOJK F.7 GRI 3-3 SEOJK F.7
Sebagai bentuk komitmen, Perseroan menerapkan The Company has introduced policies and energy
kebijakan dan pendekatan pengelolaan efisiensi efficiency management approaches that are aligned
energi yang selaras dengan prinsip keberlanjutan with sustainability principles, and applicable laws and
serta peraturan perundang-undangan yang berlaku di regulations in the energy and environmental fields. This
bidang energi dan lingkungan. Penerapan ini didukung is supported by procedures and standards to prevent
dengan prosedur dan standar untuk mencegah dan and mitigate potential negative impacts of energy
memitigasi potensi dampak negatif konsumsi energi, consumption, including fuel wastage, increased
seperti pemborosan bahan bakar, peningkatan emisi, emissions, and occupational safety risks, as well as
serta risiko keselamatan kerja serta melakukan evaluasi through periodic evaluations of energy consumption.
berkala terhadap konsumsi energi. GRI 3-3
GRI 3-3
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Jejak Lingkungan Berkelanjutan
Selain itu, beberapa penerapan efisiensi energi In addition, a number of energy efficiency measures
juga dilakukan melalui penyusunan standar through the development of standard operating
pengoperasian alat berat yang dirancang untuk procedures for heavy equipment are designed to
mengendalikan konsumsi energi dan menjaga tingkat control energy consumption while maintaining
produktivitas. Perseroan melakukan pemantauan productivity levels. The Company conducts regular
berkala pada peralatan alat berat dan operator, monitoring of heavy equipment and operators,
termasuk memastikan bahwa operator mendapatkan including ensuring that operators receive adequate
pelatihan yang memadai terkait pengoperasian training on efficient equipment operation, and
peralatan secara efisien serta melakukan perbaikan conducts operational improvements when heavy
operasional apabila alat berat dan peralatan tidak equipment and related equipment are not operating
bekerja secara optimal. optimally.
GRI 3-3 GRI 3-3
Perseroan juga meningkatkan porsi energi terbarukan The Company has increased the portion of renewable
dengan menggunakan alat berat yang mampu energy by deploying heavy equipment that use
menggunakan bahan bakar nabati dan memasang biofuels and installing rooftop solar panels, both
panel surya atap, baik yang terhubung ke jaringan listrik grid-connected (on-grid) and standalone (off-
utama (on-grid) maupun berdiri sendiri (off-grid), grid), at Company buildings to generate electricity.
di gedung-gedung Perseroan untuk memanfaatkan Throughout 2025, the Company purchased 90,733
sinar matahari menjadi listrik. Sepanjang tahun 2025, Renewable Energy Certificate (REC) units from PT
Perseroan telah membeli 90,733 unit Renewable Perusahaan Listrik Negara (Persero). Through the
Energy Certificate (REC) dari PT Perusahaan Listrik purchase of these RECs, the Company successfully
Negara (Persero). Melalui pembelian REC tersebut, reduced its GHG emissions by 85,218 tCO2eq.
Perseroan berhasil mengurangi emisi GRK sebesar
85,218 tCO2eq.
Komposisi Konsumsi Energi Terbarukan
Composition of Renewable Energy Consumption
36%
Penggunaan Energi dari Sumber Terbarukan dari Total Konsumsi Energi
of Energy Consumption from Renewable Sources out of Total Energy Consumption
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Inovasi Forklift Listrik untuk Efisiensi Energi Operasional
Electric Forklift Innovation for Operational Energy Efficiency
Perseroan melalui anak usaha, PT Bina Pertiwi, menerapkan efisiensi energi pada aktivitas
operasional dengan memanfaatkan H-4 Series Lithium Ion Battery Forklift Truck. Penggunaan
forklift listrik ini menjadi bagian dari upaya transisi menuju peralatan kerja yang lebih ramah
lingkungan, sekaligus mendukung pengurangan konsumsi energi konvensional dalam kegiatan
logistik dan penanganan material.
Dirancang dengan mengedepankan kenyamanan dan efisiensi, forklift ini dilengkapi dengan
kabin ergonomis yang luas, mast lebar untuk meningkatkan visibilitas, serta kursi semi tertutup
dengan peredam kejut yang mendukung keselamatan dan produktivitas operator. Sistem
pencahayaan LED berumur panjang dan ban listrik dengan hambatan rendah turut berkontribusi
dalam meningkatkan efisiensi energi selama pengoperasian.
Selain itu, H-4 Series dilengkapi dengan tampilan warna cerdas dan antarmuka kendali yang
intuitif, serta pilihan mode berkendara multi-kecepatan, yaitu Power, Economy, dan Energy Saving,
yang memungkinkan pengaturan konsumsi energi sesuai kebutuhan operasional. Integrasi panel
instrumen yang fungsional, termasuk antarmuka USB dan fasilitas pendukung lainnya, semakin
memperkuat efektivitas penggunaan peralatan ini. Melalui penerapan teknologi forklift listrik
tersebut, PT Bina Pertiwi berkontribusi nyata dalam mendorong efisiensi energi, peningkatan
kinerja operasional, serta penerapan praktik bisnis yang lebih berkelanjutan.
Through its subsidiary, PT Bina Pertiwi, the Company has implemented energy efficiency measures in
operational activities by deploying the H-4 Series Lithium-Ion Battery Forklift Truck, forming part of the
transition toward more environmentally friendly work equipment, while supporting the reduction of
conventional energy consumption in logistics and material handling activities.
Designed with a focus on comfort and efficiency, the forklift features a spacious ergonomic cabin, a
wide mast to enhance visibility, and a semi-enclosed seat with shock absorption to support operator
safety and productivity. Long-life LED lighting systems and low rolling-resistance electric tires further
contribute to improved energy efficiency during operations.
In addition, the H-4 Series is equipped with a smart
color display and an intuitive control interface, as
well as multi-speed driving mode options, namely
Power, Economy, and Energy Saving, allowing
energy consumption to be adjusted based on
operational needs. The integration of a functional
instrument panel, including a USB interface and
other supporting features, further enhances the
effective use of this equipment. Through the
adoption of electric forklift technology, PT Bina
Pertiwi makes a tangible contribution to improving
energy efficiency, enhancing operational
performance, and advancing more sustainable
business practices.
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Emisi Gas Rumah Kaca Greenhouse Gas Emissions
Perubahan iklim merupakan salah satu tantangan Climate change is one of the most significant
terbesar yang dihadapi pada tingkat global maupun challenges faced at both the global and national
nasional, termasuk oleh Perseroan. Oleh karena itu, levels, including by the Company. Therefore, the
Perseroan secara proaktif mendukung target nasional Company proactively supports the national target
untuk mencapai Net Zero Emissions pada tahun 2060, of achieving Net Zero Emissions by 2060, which is
yang selanjutnya diwujudkan melalui komitmen Astra further embodied in Astra’s commitment to attain
untuk mencapai Astra Net Zero Scope 1 dan Scope Astra Net Zero for Scope 1 and Scope 2 emissions by
2 pada tahun 2050. Pengelolaan ini tidak hanya 2050. This management approach serves not only
sebagai bentuk pertanggungjawaban Perseroan as the Company’s environmental responsibility, but
terhadap lingkungan, tetapi juga sebagai langkah also as a strategic measure to ensure long-term
strategis untuk memastikan ketahanan bisnis dalam business resilience.
jangka panjang. GRI 3-3
GRI 3-3
Dalam memastikan pengelolaan emisi GRK, Perseroan To ensure effective GHG emissions management,
melakukan pencatatan konsumsi energi dan emisi the Company records energy consumption and
GRK secara berkala serta menetapkan target dan GHG emissions on a regular basis and establishes
indikator kinerja. Sistem pemantauan telah diterapkan targets and performance indicators. A monitoring
dan hasil pemantauan digunakan sebagai dasar system has been implemented, and the monitoring
evaluasi dan perbaikan berkelanjutan. results are used as the basis for evaluation and
GRI 3-3 continuous improvement.
GRI 3-3
Emisi GRK Cakupan 1 dan 2
Scope 1 and 2 GHG Emissions
SEOJK F.11 GRI 305-1, 305-2
Deskripsi Satuan
2025 2024* 2023*
Description Unit
Cakupan 1
3,460,058.58 3,767,932.77 3,602,374.18
Scope 1
Cakupan 2 tCO2eq
185,672.00 177,167.93 193,801.75
Scope 2 tCO2eq
Total Emisi GRK Cakupan 1 dan 2
3,645,730.58 3,945,100.70 3,796,175.93
Total GHG Emissions Scope 1 and 2
Keterangan: Notes:
• Angka emisi gas rumah kaca merupakan angka gross emissions setelah • The greenhouse gas emissions figure represents gross emissions after
dikurangi efisiensi energi, pemanfaatan energi terbarukan dan REC. accounting for energy efficiency, renewable energy use, and RECs.
Namun, angka ini sebelum mengakomodir aktivitas karbon kredit. However, this figure does not yet account for carbon credit activities.
• Data konsolidasi emisi menggunakan pendekatan financial • Emissions data are consolidated using the financial control approach
control sehingga mencakup entitas induk dan anak perusahaan and therefore cover the parent company and its subsidiaries
(20 perusahaan). (20 companies).
• Jenis emisi GRK dalam perhitungan emisi mencakup jenis gas CO2, CH4, • The types of GHG emissions included in the emissions calculation
dan N2O. comprise CO2, CH4, and N2O.
• Khusus untuk PT Energia Prima Nusantara (EPN), standar konversi emisi • Specifically for PT Energia Prima Nusantara (EPN), electricity emission
listrik mengacu pada aplikasi APPLE GATRIK yaitu perangkat berbasis conversion factors refer to the APPLE GATRIK application, a web-based
web untuk perhitungan dan pelaporan emisi dari Kementerian Energi tool for emissions calculation and reporting provided by the Indonesian
dan Sumber Daya Mineral. Ministry of Energy and Mineral Resources.
• Standar faktor konversi dan global warming potential (GWP) untuk • The conversion factors and global warming potential (GWP) standards
perhitungan emisi menggunakan IPCC GHG Protocol Sixth Assessment applied in the emissions calculation are based on the IPCC GHG Protocol
Cycle (AR6), Kementerian Energi dan Sumber Daya Mineral Indonesia, Sixth Assessment Report (AR6), the Indonesian Ministry of Energy and Mineral
Department for Environment, Food and Rural Affairs (DEFRA) Inggris, dan Resources, the United Kingdom’s Department for Environment, Food and
U.S Environmental Protection Agency (USEPA). Rural Affairs (DEFRA), and the U.S. Environmental Protection Agency (USEPA).
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Sustainable Environmental Footprint
• Standar konversi emisi listrik yang bersumber dari Perusahaan Listrik • Electricity emission conversion factors for electricity supplied by Perusahaan
Negara (PLN) menggunakan faktor konversi dari Kementerian Energi dan Listrik Negara (PLN) are based on the 2019 conversion factors issued by the
Sumber Daya Mineral tahun 2019, sesuai dengan jaringan kelistrikan di Indonesian Ministry of Energy and Mineral Resources, in accordance with the
setiap area operasional Grup UT. electricity grid applicable to each UT Group operational area.
* Terdapat penyajian kembali karena karena adanya perbaikan metode * A restatement has been made due to improvements in calculation
perhitungan dan perluasan cakupan data. methodologies and the expansion of data scope.
Emisi GRK
GHG Emissions
SEOJK F.11 GRI 305-1, 305-2
Keterangan Satuan
2025 2024 2023
Description Unit
Cakupan 1 | Scope 1
Emisi Langsung dari Bahan Bakar
Direct Emissions from 3,078,246.94 3,409,503.11 3,267,729.27
Fuel Combustion
tCO2e
Emisi Fugitive Langsung
tCO2e 381,811.64 358,429.66 334,644.90
Direct Fugitive Emissions
Total Emisi Cakupan 1 (Scope 1)
3,460,058.58 3,767,932.77 3,602,374.17
Total Scope 1 GHG Emission
Cakupan 2 | Scope 2
Emisi Tidak Langsung dari Konsumsi
Listrik yang Diimpor/Dibeli
185,672.00 177,167.93 193,801.75
Indirect Emissions from Imported/
Purchased Electricity Consumption
tCO2e
Total Emisi Cakupan 2 (Scope 2) tCO2e
185,672.00 177,167.93 193,801.75
Total Scope 2 GHG Emission
Total Emisi GRK (Scope 1 dan 2)
3,645,730.58 3,945,100.70 3,796,175.92
Total GHG Emissions (Scope 1 and 2)
Emisi Biogenik 2025
Biogenic Emissions
SEOJK F.11 GRI 305-1, 305-2 1,664,500.02 tCO2eq
2023* 2024*
1,382,243.46 1,543,827.23
tCO2eq tCO2eq
Keterangan: Note:
• Angka emisi gas rumah kaca merupakan angka gross emissions setelah • The greenhouse gas emissions figure represents gross emissions after
dikurangi efisiensi energi, pemanfaatan energi terbarukan dan REC. accounting for energy efficiency, renewable energy use, and RECs.
Namun, angka ini sebelum mengakomodir aktivitas karbon kredit. However, this figure does not yet account for carbon credit activities.
• Perhitungan emisi biogenik hanya bersumber dari biofuel. • Biogenic emissions are calculated solely from biofuel sources.
* Terdapat penyajian kembali karena karena adanya perbaikan metode * A restatement has been made due to improvements in calculation
perhitungan dan perluasan cakupan data. methodologies and the expansion of data scope.
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Intensitas Emisi GRK per Lini Bisnis
GHG Emission Intensity per Business Line
SEOJK F.11 GRI 305-4
Lini Bisnis Satuan
2025 2024* 2023*
Business Line Unit
tCO2eq/
Mesin Konstruksi pendapatan
1.8965 0.2961 0.9999
Construction Machinery tCO2eq/
revenue
Kontraktor Penambangan
0.0011 0.0009 0.0010
Mining Contracting
tCO2eq/ton
Pertambangan Batu Bara produksi
0.0271 0.0055 0.0074
Coal Mining tCO2eq/ton
production
Pertambangan Emas
0.0206 0.0216 0.0210
Gold Mining
tCO2eq/
Industri Konstruksi pendapatan
3.6344 4.0224 2.0114
Construction Industry tCO2eq/
revenue
tCO2eq/kWh
Energi produksi
0.0010 0.0010 0.0015
Energy tCO2eq/kWh
production
Keterangan: Note:
• Angka emisi yang digunakan merupakan gross net emissions yang sudah • The emission figures used are gross net emissions that have been
dikurangi dengan efisiensi energi,pemanfaatan energi terbarukan dan REC. adjusted for energy efficiency, renewable energy use, and RECs.
Namun, angka ini sebelum mengakomodir aktivitas karbon kredit. However, these figures do not yet account for carbon credit activities.
• Intensitas emisi dihitung berdasarkan jumlah emisi Cakupan 1 dan • Energy intensity is calculated by dividing the total energy by the number
Cakupan 2 dibagi dengan satuan unit driver di masing-masing lini bisnis. of driver units in each business line.
* Terdapat penyajian kembali karena karena adanya perbaikan metode * A restatement has been made due to improvements in calculation
perhitungan dan perluasan cakupan data. methodologies and the expansion of data scope.
Perseroan menerapkan beberapa inisiatif The Company has introduced a range of GHG
pengelolaan emisi GRK yang telah diintegrasikan emissions management initiatives, integrated
dalam penyempurnaan kebijakan dan prosedur into the enhancement of relevant policies and
operasional. Beberapa inisiatif pengelolaan emisi GRK operational procedures. These initiatives involve
yang dilakukan melibatkan pemangku kepentingan key stakeholders, including employees, business
termasuk karyawan, mitra usaha, dan regulator, partners, and regulators, and are carried out through
dilakukan melalui komunikasi internal, pelatihan, audit, internal communications, training programs, audits,
serta koordinasi regulatif. Masukan dari pemangku and regulatory coordination. Stakeholder feedback
kepentingan digunakan untuk menyempurnakan is used to refine the actions taken and to assess
tindakan yang diambil dan menilai efektivitas the effectiveness of energy and GHG emissions
pengelolaan energi dan emisi GRK. management practices.
GRI 3-3, 305-5 GRI 3-3, 305-5
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Beberapa inisiatif yang dilakukan dalam mendukung Several initiatives undertaken to support GHG
pengelolaan emisi GRK adalah penggunaan energi emissions management include the use of renewable
terbarukan, elektrifikasi, efisiensi operasional, serta energy, electrification, operational efficiency
penggunaan listrik on-grid untuk mendorong upaya improvements, and the utilization of on-grid electricity
dekarbonisasi dari aktivitas operasional. Selain itu, to promote decarbonization efforts across operational
Perseroan telah mengimplementasikan berbagai activities. In addition, the Company has implemented
inisiatif pengurangan emisi GRK dari penggunaan various GHG emissions reduction initiatives related to
energi, di antaranya: energy use, including the following:
GRI 302-4, 305-5 SEOJK F.12 GRI 302-4, 305-5 SEOJK F.12
1. Penerapan peralihan bahan bakar, yaitu 1. Implementation of fuel switching by using
menggunakan bahan bakar biodiesel yang biodiesel, which generates lower emissions
menghasilkan emisi lebih rendah dibandingkan compared to fossil fuels.
dengan bahan bakar fosil.
2. Pembelian REC (Renewable Energy Certificate) 2. Purchase of RECs as a source of new and
sebagai sumber energi baru terbarukan dalam renewable energy for energy consumption at
penggunaan energi di lokasi operasional. operational sites.
3. Pemasangan panel surya atap yang 3. Installation of rooftop solar panels to generate
menghasilkan listrik dari pemanfaatan sinar electricity from solar energy, thereby reducing
matahari, guna mengurangi ketergantungan reliance on electricity sourced from fossil fuel-
pada listrik yang berasal dari pembangkit listrik based power plants.
tenaga bahan bakar fosil.
4. Penggunaan produk berlabel Tanda Hemat 4. The use of products bearing the Energy-Saving
Energi untuk meningkatkan efisiensi pemakaian Label to improve energy use efficiency and reduce
energi serta mengurangi konsumsi listrik. electricity consumption.
5. Penerapan ISO 50001:2018 tentang Sistem 5. Implementation of ISO 50001:2018 on Energy
Manajemen Energi (Energy Management System/ Management Systems (EnMS) as the energy
EnMS) sebagai standar sistem manajemen energi management standard to ensure effective
untuk memastikan pengelolaan energi yang efektif and sustainable energy management. The
dan berkelanjutan. Implementasi telah dilakukan implementation has been carried out by PT
oleh PT United Tractors Tbk, PT Pamapersada United Tractors Tbk, PT Pamapersada Nusantara,
Nusantara, PT Agincourt Resources, dan PT Energia PT Agincourt Resources, and PT Energia Prima
Prima Nusantara. Nusantara.
6. Penggunaan kendaraan hybrid dan elektrik untuk 6. The use of hybrid and electric vehicles for
operasional guna mengurangi konsumsi bahan operational activities to reduce fossil fuel
bakar fosil serta menurunkan emisi gas rumah kaca. consumption and lower greenhouse gas emissions.
7. Penerapan Program Efisiensi Penggunaan Bahan 7. Implementation of Fuel Use Efficiency and
Bakar dan Optimasi Operasional Operational Optimization Programs
Beberapa anak usaha Perseroan melakukan Several of the Company’s subsidiaries have
berbagai inisiatif rekayasa operasional dan undertaken various operational engineering
peningkatan kompetensi operator untuk menekan initiatives and operator competency improvements
konsumsi bahan bakar dan meningkatkan efisiensi to reduce fuel consumption and enhance energy
energi, antara lain: efficiency, including:
Upaya oleh PT Pamapersada Nusantara: Initiatives by PT Pamapersada Nusantara:
• Program penghematan bahan bakar unit heavy • Fuel-saving program for heavy dump truck units
dump truck melalui intervensi perilaku operator through operator behavior intervention using
menggunakan Operator Competency Check the Operator Competency Check (OCC).
(OCC).
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Jejak Lingkungan Berkelanjutan
• Rekayasa lingkungan jalan tambang dengan • Mine road engineering with the zero overgrade
konsep zero overgrade untuk mengurangi concept to reduce equipment workload and fuel
beban kerja alat dan konsumsi bahan bakar. consumption.
• Optimalisasi penggunaan bahan bakar • Optimization of fuel use in blasting operations
dalam proses pelaksanaan peledakan melalui through improved operational efficiency.
peningkatan efisiensi operasional.
Upaya oleh PT Patria Maritim Perkasa: Initiatives by PT Patria Maritim Perkasa:
• Rekayasa operasional melalui pengaturan lalu • Operational engineering through Heavy
lintas alat berat (Heavy Equipment Traffic Control) Equipment Traffic Control in shipping activities
pada aktivitas shipping untuk meminimalkan idle to minimize idle time and fuel consumption.
time dan konsumsi bahan bakar.
• Standardisasi pergerakan crawler crane dan wheel • Standardization of crawler crane and wheel
loader untuk meningkatkan efisiensi pergerakan loader movements to improve equipment
alat dan mengurangi penggunaan bahan bakar. mobility efficiency and reduce fuel usage.
Inovasi Efisiensi Energi di Distrik TOPB: Optimalisasi
Recycle Blow-by untuk Operasi Tambang Rendah Emisi
Energy Efficiency Innovation at TOPB District: Recycle Blow-by Optimization
for Low-Emission Mining Operations
Sebagai bagian dari komitmen jangka panjang As part of its long-term commitment to achieving
terhadap pencapaian Aspirasi Keberlanjutan the UT 2030 Sustainability Aspirations, the Company
2030 UT, Perseroan terus mendorong peningkatan continues to promote energy efficiency improvements
efisiensi energi pada aktivitas operasional utama. in its core operational activities. At the TOPB District,
Di Distrik TOPB, fokus pengelolaan energi diarahkan energy management efforts are focused on mining
pada area penambangan yang menjadi kontributor operations, which represent the largest contributor to
terbesar konsumsi energi, sekaligus memiliki potensi operational energy consumption while also offering
paling signifikan untuk perbaikan kinerja lingkungan. the most significant potential for environmental
performance improvement.
Evaluasi internal menunjukkan bahwa aktivitas Internal evaluations indicate that mining activities
penambangan menyumbang lebih dari 70% total account for more than 70% of total operational
konsumsi energi operasional, dengan armada dump energy consumption, with dump truck fleets being
truck sebagai pengguna bahan bakar terbesar. Di the largest fuel users. Among these fleets, the
antara armada tersebut, unit HD785-7 menjadi salah HD785-7 units have become a key focus, as their
satu fokus utama karena tingkat konsumsi bahan fuel consumption levels exceeded initial planning
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Sustainable Environmental Footprint bakarnya berada di atas perencanaan awal. Kondisi estimates. This condition prompted the Company ini mendorong Perseroan untuk mengembangkan to develop innovative solutions capable of reducing solusi inovatif yang mampu menurunkan konsumsi energy consumption and emissions without requiring energi dan emisi, tanpa harus melakukan large capital investments for unit replacement. penggantian unit yang memerlukan investasi besar. Melalui pendekatan rekayasa teknis berbasis Through a technical engineering approach focused optimalisasi sistem pembakaran, Perseroan on optimizing the combustion system, the Company mengimplementasikan inovasi peningkatan implemented an innovation to enhance the recycle siklus recycle blow-by pada engine HD785-7. Gas blow-by cycle in the HD785-7 engine. Exhaust buang yang sebelumnya tidak termanfaatkan gases that were previously not optimally utilized secara optimal dialirkan kembali ke ruang bakar are redirected back into the combustion chamber untuk meningkatkan stabilitas dan efisiensi proses to improve combustion stability and efficiency. This pembakaran. Pendekatan ini memungkinkan approach enables the engine’s performance to peningkatan performa mesin yang mendekati approach that of newer-generation technologies standar teknologi generasi terbaru, dengan tetap while continuing to utilize existing equipment. memanfaatkan peralatan eksisting. Implementasi inovasi ini memberikan hasil yang The implementation of this innovation has delivered nyata. Rata-rata konsumsi bahan bakar unit HD785- tangible results. The average fuel consumption of 7 berhasil ditekan hingga berada di bawah target HD785-7 units has been successfully reduced to perencanaan, dan secara kumulatif menghasilkan below the planned target, generating cumulative fuel penghematan lebih dari 100 ribu liter bahan bakar savings of more than 100 thousand liters per year for per tahun untuk armada yang diimplementasikan. the implemented fleet. This efficiency is equivalent to Efisiensi tersebut setara dengan penghematan energi energy savings of approximately 3.6 gigajoules per sekitar 3,6 gigajoule per tahun, sekaligus menurunkan year, while also significantly lowering operational beban biaya operasional secara signifikan. costs. Dari sisi lingkungan, penurunan konsumsi bahan bakar From an environmental perspective, the reduction in ini berkontribusi langsung terhadap pengurangan emisi fuel consumption directly contributes to a decrease karbon sekitar 270 ton CO2 per tahun, atau lebih dari in carbon emissions of approximately 270 tons of CO2 2,5%, melampaui target penurunan emisi Equipment per year, or more than 2.5%, exceeding the Company’s Energy Efficiency yang ditetapkan Perseroan. Selain itu, Equipment Energy Efficiency emission reduction rasio konsumsi bahan bakar terhadap volume produksi target. In addition, the fuel consumption ratio juga menunjukkan perbaikan substansial sepanjang relative to production volume has shown substantial tahun berjalan, mencerminkan peningkatan efisiensi improvement throughout the year, reflecting operasional yang berkelanjutan. sustained operational efficiency gains. Untuk memastikan keberlanjutan manfaat, inovasi To ensure the sustainability of these benefits, the ini telah diintegrasikan ke dalam sistem manajemen innovation has been integrated into the Company’s operasional Perseroan melalui penetapan prosedur operational management system through standardized dan instruksi kerja yang terstandarisasi, serta procedures and work instructions, supported by periodic didukung oleh mekanisme audit dan evaluasi berkala. audit and evaluation mechanisms. This approach not Pendekatan ini tidak hanya memperkuat konsistensi only strengthens implementation consistency in the penerapan di Distrik TOPB, tetapi juga membuka TOPB District but also opens opportunities for replication peluang replikasi pada unit dan distrik lainnya. across other units and districts. Atas keberhasilan inisiatif tersebut, program In recognition of the success of this initiative, the optimalisasi recycle blow-by di Distrik TOPB recycle blow-by optimization program in the TOPB memperoleh pengakuan eksternal melalui District received external recognition through the penghargaan Apresiasi Efisiensi Energi Nasional National Energy Efficiency Award (PEEN) – Soebroto (PEEN) – Soebroto Award 2025 dari Kementerian Award 2025 from the Ministry of Energy and Mineral ESDM. Penghargaan ini menegaskan bahwa inovasi Resources. This award affirms that innovations based berbasis optimalisasi peralatan eksisting dapat on optimizing existing equipment can make a tangible memberikan kontribusi nyata terhadap efisiensi contribution to national energy efficiency while energi nasional sekaligus pencapaian target supporting the Company’s sustainability targets. keberlanjutan Perseroan. PT United Tractors Tbk - 2025 Sustainability Report 117
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Jejak Lingkungan Berkelanjutan
Pengurangan Emisi GRK
GHG Emissions Reduction
GRI 305-5 SEOJK F.12
2025
289,020.00
Kredit Karbon
Carbon Credit
tCO2eq
2023 2024
370,000.00 549,678.82
tCO2eq tCO2eq
Keterangan: Note:
• Kredit karbon adalah surat bentuk bukti pengurangan emisi oleh usaha • Carbon credits are certificates serving as proof of emission reductions
dan/atau kegiatan yang telah melalui pengukuran, pelaporan, dan achieved through business operations and/or activities that have
verifikasi, serta tercatat dalam Sistem Registri Nasional Pengendalian undergone measurement, reporting, and verification, and are recorded
Iklim dalam bentuk nomor dan/atau kode registrasi. in the National Climate Control Registry System in the form of a
registration number and/or code.
Carbon Offsetting Carbon Offsetting
GRI 302-5 GRI 302-5
Perseroan mengidentifikasi peluang pengurangan The Company identifies opportunities to reduce
emisi GRK dari kegiatan operasional dengan GHG emissions from its operational activities
mengimplementasikan solusi berbasis alam by implementing Nature Based Solution (NBS),
(Nature Based Solution/NBS), termasuk revegetasi including revegetation and deforestation protection
dan perlindungan terhadap deforestasi. Saat ini, initiatives. Currently, the Company is implementing
Perseroan tengah menjalankan nota kesepahaman a memorandum of understanding (MoU) with Perum
(MoU) dengan Perum Perhutani KPH Malang untuk Perhutani KPH Malang to implement climate change
melakukan aksi mitigasi perubahan iklim melalui mitigation measures through forest reforestation
skema revegetasi dan perlindungan hutan seluas and conservation programs covering an area of 567
567 hektare yang berlokasi di sejumlah desa di Jawa hectares, located across several villages in East Java,
Timur, yaitu Sumbergondo, Giripurno, Tawangargo, namely Sumbergondo, Giripurno, Tawangargo, and
dan Tulungrejo. Tulungrejo.
Selain itu, Perseroan menjalankan program In addition, the Company has a tree-planting
penanaman pohon guna mendukung pencapaian program to support the achievement of the SDGs and
SDGs dan kebijakan pemerintah di sektor lingkungan government policies in the environmental and forestry
hidup dan kehutanan, khususnya Forestry and Other sectors, particularly the Forestry and Other Land Use
Land Use (FOLU) Net Sink 2030. Melalui program ini, (FOLU) Net Sink 2030 target. Through this program, the
Perseroan berupaya menekan polusi, meningkatkan Company seeks to reduce pollution, enhance GHG
penyerapan emisi GRK, serta memperbesar emissions absorption, and increase carbon stocks.
cadangan karbon. Inisiatif tersebut juga menjadi This initiative also represents a key component of the
elemen penting dalam strategi NBS yang diharapkan Company’s NBS strategy, which is expected to support
dapat menunjang kegiatan carbon offsetting future carbon offsetting activities.
Perseroan pada masa mendatang.
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Sustainable Environmental Footprint Menjaga Kualitas Udara Maintaining Air Quality Aktivitas operasional Perseroan berpotensi The Company’s operational activities may potentially memberikan dampak negatif berupa emisi udara result in adverse impacts in the form of air emissions di luar emisi GRK. Emisi udara ini mencakup polusi beyond GHG emissions. These air emissions include udara, gangguan lingkungan, dan zat perusak air pollutants, environmental disturbances, and ozon. Polusi udara yang dihasilkan United Tractors ozone-depleting substances. Air pollutants generated berpotensi dapat memberikan dampak terhadap by United Tractors potentially may affect air quality, penurunan kualitas udara, kesehatan manusia, serta human health, and the environment if emission lingkungan secara umum jika kadar emisi yang levels exceed the applicable regulatory standards. dilepaskan melebihi dari baku mutu yang ditetapkan. To minimize impacts on air quality, the Company Guna meminimalkan dampak terhadap kualitas conducts monitoring of air emissions from both udara, Perseroan melakukan pemantauan emisi mobile and stationary sources, including exhaust udara pada peralatan bergerak dan tidak bergerak, stack or exhaust pipe from a generator set and forklift. diantaranya adalah cerobong atau pipa gas buang dari genset dan forklift. PT United Tractors Tbk - 2025 Sustainability Report 119
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Jejak Lingkungan Berkelanjutan
Manajemen Limbah Padat
Solid Waste Management
GRI 3-3, 306-1, 306-2 SEOJK F.14
Pengelolaan limbah merupakan isu material bagi Waste management is material issue for the Company,
Perseroan karena memiliki dampak aktual dan as it has actual and potential impacts on the
potensial terhadap lingkungan, ekonomi, dan environment, economy, and society. Potential negative
masyarakat. Dampak negatif yang berpotensi impacts include soil and water pollution, health risks
timbul antara lain pencemaran tanah dan air, risiko to employees and surrounding communities, as
kesehatan bagi pekerja dan masyarakat sekitar, serta well as potential violations of the right to a good and
potensi pelanggaran hak atas lingkungan hidup yang healthy environment if waste is not properly managed.
baik dan sehat apabila limbah tidak dikelola secara From an economic perspective, inefficient waste
tepat. Dari sisi ekonomi, pengelolaan limbah yang management may lead to increased operational costs
tidak efisien dapat meningkatkan biaya operasional and heightened risks of legal sanctions. Conversely,
dan risiko sanksi hukum. Di sisi lain, pengelolaan responsible waste management delivers positive
limbah yang bertanggung jawab memberikan impacts, including improved resource efficiency,
dampak positif berupa peningkatan efisiensi sumber reduced disposal costs, value creation through waste
daya, pengurangan biaya pembuangan, penciptaan reuse, and contributions to environmental protection
nilai tambah melalui pemanfaatan kembali limbah, and community well-being.
serta kontribusi terhadap perlindungan lingkungan GRI 3-3
dan kesejahteraan masyarakat.
GRI 3-3
Dalam menjalankan aktivitas operasional, Perseroan In carrying out operational activities, the Company
menghasilkan dua kategori limbah padat, yaitu generates two categories of solid waste, namely
limbah Bahan Berbahaya dan Beracun (B3) dan Hazardous and Toxic Waste (B3) and non-hazardous
limbah non-B3, baik limbah operasional maupun waste, which include both operational and domestic
limbah domestik. waste.
Untuk mengelola dampak lingkungan yang To manage environmental impacts arising from
ditimbulkan, Perseroan melakukan pemilahan limbah its operations, the Company carries out waste
serta menerapkan prinsip produksi yang lebih bersih segregation and implements cleaner production
melalui prinsip refuse, reduce, reuse, recycle, recovery, practices by applying the refuse, reduce, reuse,
dan retrieve to energy (6R) dalam pengelolaan recycle, recovery, and retrieve to energy (6R)
limbah padat. Khusus untuk limbah B3 yang dihasilkan principles in solid waste management. Hazardous
Perseroan, pengelolaannya dilakukan sesuai dengan and Toxic Waste (B3) generated by the Company is
prinsip 6R dengan kewajiban menyerahkannya managed in accordance with the 6R principles and
kepada pihak pengangkut dan pengolah yang telah must be handed over to transporters and treatment
memiliki izin dari instansi berwenang. providers licensed by the relevant authorities.
GRI 3-3 GRI 3-3
Apabila pengelolaan limbah dilakukan oleh pihak Waste management conducted by third parties is
ketiga, Perseroan menerapkan proses untuk subject to processes implemented by the Company
memastikan pengelolaan limbah dilakukan sesuai to ensure compliance with contractual obligations
dengan kewajiban kontraktual dan peraturan and applicable laws and regulations. These
perundang-undangan. Proses tersebut meliputi processes include verification of the licenses of waste
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verifikasi perizinan pengangkut dan pengolah limbah, transporters and treatment facilities, incorporation
pencantuman kewajiban kepatuhan lingkungan of environmental compliance obligations into
dalam perjanjian kerja sama, serta pemantauan cooperation agreements, and monitoring of
dokumen manifes limbah. Perseroan juga melakukan waste manifest documentation. The Company
evaluasi kepatuhan dan kinerja pihak ketiga also conducts periodic evaluations of third-party
secara berkala. compliance and performance.
GRI 306-2 GRI 306-2
Perseroan memiliki komitmen untuk mengelola limbah The Company is committed to managing waste
secara bertanggung jawab sesuai dengan peraturan responsibly, in accordance with applicable
perundang-undangan lingkungan hidup yang berlaku environmental laws and regulations as well as
serta prinsip keberlanjutan. Komitmen ini diwujudkan sustainability principles. This commitment is
melalui penerapan prinsip 6R dan pengawasan terhadap demonstrated through the application of the
seluruh rantai pengelolaan limbah sebagai bagian dari 6R principle and oversight of the entire waste
sistem manajemen lingkungan Perseroan. Perseroan management value chain as part of the Company’s
mengimplementasikan beberapa program untuk environmental management system. The Company
mencegah dan memitigasi potensi dampak negatif implements various programs to prevent and mitigate
limbah, seperti peningkatan volume limbah ke Tempat potential negative impacts of waste, including
Pemrosesan Akhir (TPA), pencemaran lingkungan, dan increases in waste sent to landfills, environmental
risiko kesehatan. Selain itu, program tersebut dirancang pollution, and health risks. These programs are
untuk mencegah dan memitigasi potensi dampak designed to prevent and mitigate the potential
negatif limbah, seperti peningkatan volume limbah ke adverse impacts of waste, including increased waste
TPA, pencemaran lingkungan, dan risiko kesehatan, volumes to landfills, environmental pollution, and
melalui pengurangan timbulan, pemanfaatan kembali, health risks, through waste reduction, reuse, and
dan pengolahan internal limbah. internal waste treatment initiatives.
GRI 3-3 GRI 3-3
Beberapa program pengelolaan limbah yang telah The waste management programs implemented by
dijalankan oleh Perseroan, diantaranya: the Company include:
1. Pemanfaatan Fly Ash Bottom Ash (FABA) 1. Fly Ash Bottom Ash (FABA) Utilization
Melalui anak usaha Perseroan, EPN, FABA dari Through the Company’s subsidiary, EPN, FABA
operasional PLTU dimanfaatkan menjadi batako, generated from coal-fired power plant operations
bahan beton, roadbase, pembenah tanah, serta is utilized for the production of concrete blocks,
untuk netralisasi air asam tambang. concrete materials, roadbase, soil conditioners,
and for neutralizing acid mine drainage.
2. Pengelolaan Limbah Konstruksi dan Produksi 2. Construction and Production Waste Management
Melalui anak usaha Perseroan, ACSET, diterapkan Through the Company’s subsidiary, ACSET, the
prinsip reuse, recycling, dan substitusi material principles of reuse, recycling, and material substitution
pada proyek konstruksi, antara lain: are implemented in construction projects, including:
• Pemanfaatan limbah konstruksi sebagai • Utilizing construction waste as formwork for pile
bekisting pilecap dan tie beam. caps and tie beams.
• Reuse material proyek untuk mengurangi • Reusing project materials to reduce the
penggunaan bahan baku baru. consumption of new raw materials.
3. Pemanfaatan Scrap Metal melalui Program Scrap 3. Scrap Metal Utilization Program
Metal Utilization
Perseroan melalui UT dan beberapa entitas anak The Company, through UT and several subsidiaries,
melaksanakan pengelolaan scrap besi sebagai manages scrap metal as part of the implementation
bagian dari penerapan prinsip ekonomi sirkular. of circular economy principles.
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Jejak Lingkungan Berkelanjutan
Besi bekas, komponen lama, atau material Scrap iron, used components, and metal materials
scrap yang berasal dari spare part dan originating from spare parts and operational
aktivitas operasional dikumpulkan, dipilah, dan activities are collected, sorted, and reused by
dimanfaatkan kembali dengan menyalurkannya channeling them to material management
kepada mitra pengelola material untuk diproses partners for further processing.
lebih lanjut.
Inisiatif ini bertujuan untuk mengurangi timbulan This initiative aims to reduce metal waste
limbah logam, mengoptimalkan nilai guna generation, optimize the value of materials, and
material, serta mendukung efisiensi sumber daya support resource efficiency within the operational
dalam rantai operasional. value chain.
4. Pemanfaatan Limbah Ban 4. Tire Waste Utilization
PAMA memanfaatkan kembali limbah ban menjadi PAMA repurposes waste tires into supporting
infrastruktur pendukung di area pertambangan infrastructure within mining areas to enhance
untuk meningkatkan keselamatan dan efisiensi operational safety and efficiency.
operasional.
Pemanfaatan limbah ban (tyre waste) digunakan Tire waste is reused for various mining and project
kembali untuk berbagai kebutuhan infrastruktur infrastructure needs, such as geo tyre cells, drop
tambang dan proyek, seperti geo tyre cell, drop structures, parking barriers, micro-hydro flow
structure, pembatas parkir, penahan arus mikro barriers, signage, and pit stop fencing.
hidro, rambu, serta pagar pit stop.
5. Pengolahan Limbah Domestik 5. Domestic Waste Treatment
Beberapa anak usaha Perseroan melakukan Several of the Company’s subsidiaries process
pengolahan limbah domestik untuk meningkatkan domestic waste to improve waste treatment levels
tingkat pengolahan limbah melalui: through the following initiatives:
• Black Soldier Fly (BSF) • Black Soldier Fly (BSF)
Pengolahan limbah organik (misalnya limbah Organic waste (e.g., kitchen or canteen waste)
dapur/kantin) sebagai pakan larva lalat tentara is processed as feed for Black Soldier Fly larvae
hitam untuk mengurangi timbulan limbah dan to reduce waste generation while producing
menghasilkan biomassa bernilai guna. valuable biomass.
• Komposting • Composting
Limbah organik dikelola melalui proses Organic waste is managed through composting
pengomposan untuk menghasilkan pupuk processes to produce organic fertilizer that
organik yang mendukung pengelolaan ruang supports the management of green open
terbuka hijau di area operasional. spaces within operational areas.
6. Pemanfaatan dan Daur Ulang Limbah Plastik 6. Plastic Waste Utilization and Recycling
Melalui beberapa anak usaha Perseroan, termasuk Through several subsidiaries, including UT, Tuah
UT, Tuah Turangga Agung dan ACSET, dan anak Turangga Agung, ACSET, and other subsidiaries,
usaha Perseroan lainnya dilakukan program the Company implements plastic waste sorting
pemilahan dan daur ulang limbah plastik, and recycling programs, including:
antara lain:
• Pemilahan limbah plastik untuk diolah kembali • Sorting plastic waste to be processed into
menjadi produk daur ulang seperti kerajinan recycled products such as handicrafts and
dan produk bernilai ekonomis. other economically valuable products.
• Penyaluran limbah plastik terpilah kepada • Distributing sorted plastic waste to local waste
mitra bank sampah lokal sebagai bagian dari bank partners as part of a community-based
ekonomi sirkular berbasis komunitas. circular economy initiative.
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• Kolaborasi dengan masyarakat sekitar untuk • Collaborating with surrounding communities to
mengolah sampah plastik menjadi produk process plastic waste into value-added products.
bernilai tambah.
7. Pemanfaatan Limbah Kardus Packaging 7. Reuse of Packaging Cardboard Waste
Melalui beberapa anak usaha Perseroan, Through several subsidiaries, packaging reuse
Program reuse packaging diterapkan dengan programs are implemented by optimizing the
mengoptimalkan penggunaan ulang kemasan reuse of distribution packaging, thereby reducing
distribusi, sehingga dapat menekan penggunaan the use of single-use cardboard and plastic.
kardus dan plastik sekali pakai.
Pengelolaan Limbah Padat untuk Mendukung Ekonomi Sirkular
Solid Waste Management to Support the Circular Economy
SEOJK F.5
PT Komatsu Remanufacturing Asia (KRA) terus PT Komatsu Remanufacturing Asia (KRA) continues
memperkuat upaya pengelolaan limbah padat to strengthen its solid waste management efforts
melalui berbagai inisiatif yang berfokus pada through various initiatives focused on improving
peningkatan efisiensi sumber daya dan penerapan resource efficiency and implementing circular
prinsip ekonomi sirkular dalam kegiatan operasional. economy principles in its operations. One such
Salah satu upaya yang dilakukan adalah melalui initiative involves collaboration with PT Komatsu
kolaborasi dengan PT Komatsu Indonesia dalam Indonesia in managing metal scrap generated from
pengelolaan scrap logam yang dihasilkan dari operational activities. The metal scrap is sent for a
aktivitas operasional. Scrap logam tersebut dikirim melting process and subsequently reused as raw
untuk melalui proses peleburan (melting) dan material in the production process, ensuring that
selanjutnya dimanfaatkan kembali sebagai bahan materials remain within the usage cycle rather than
baku dalam proses produksi, sehingga material tetap ending up as waste.
berada dalam siklus penggunaan dan tidak berakhir
sebagai limbah.
Selain itu, KRA juga mengimplementasikan program In addition, KRA has implemented a cardboard
daur ulang kardus dengan memanfaatkan mesin recycling program by utilizing a cardboard shredding
pencacah kardus untuk menghasilkan material machine to produce alternative packaging materials.
kemasan alternatif. Material hasil daur ulang tersebut The recycled material is then reused as wrapping
kemudian digunakan kembali sebagai pembungkus for parts and as cushioning for components in the
part dan alas komponen dalam proses produksi, production process, thereby reducing reliance on
sehingga mengurangi ketergantungan terhadap new packaging materials.
material kemasan baru.
Sepanjang tahun 2025, kedua inisiatif ini berhasil Throughout 2025, these two initiatives successfully
mengalihkan sekitar 15,1 ton limbah padat dari TPA, diverted approximately 15.1 tons of solid waste
yang terdiri dari 10 ton scrap logam dan 5,1 ton kardus. from landfill disposal, consisting of 10 tons of metal
Program tersebut masing-masing berkontribusi scrap and 5.1 tons of cardboard. These programs
sekitar 6% dan 3% terhadap total limbah padat contributed approximately 6% and 3%, respectively,
terkelola di KRA. Melalui berbagai inisiatif ini, KRA tidak to KRA’s total managed solid waste. Through these
hanya menekan timbulan limbah operasional yang initiatives, KRA not only reduces operational waste
berakhir di TPA, tetapi juga meningkatkan efisiensi ending up in landfills but also enhances resource
pemanfaatan sumber daya sekaligus memperkuat utilization efficiency while strengthening the
implementasi ekonomi sirkular dalam operasional implementation of circular economy practices in the
Perseroan. Company’s operations.
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Jejak Lingkungan Berkelanjutan
Pada tahun 2025, Perseroan berhasil mengolah limbah padat sebanyak
In 2025, the Company diverted
40,349.94 ton
tons
atau setara dengan 73,84% dari total limbah padat yang dihasilkan.
representing 73.84% of the total solid waste generated.
Timbulan Limbah Padat Solid Waste Generation
SEOJK F.13 GRI 306-3, 306-4, 306-5 SEOJK F.13 GRI 306-3, 306-4, 306-5
Perseroan melakukan pemantauan pengelolaan The Company monitors waste management through
limbah melalui pencatatan timbulan limbah, the recording of waste generation, compliance with
kepatuhan terhadap izin, dan evaluasi kinerja fasilitas relevant permits, and evaluation of the performance
pengelolaan limbah. Indikator yang digunakan of waste management facilities. The indicators used
antara lain massa limbah yang diolah (diverted) dan include the mass of waste diverted and disposed.
dibuang (disposed). GRI 3-3, 306-2
GRI 3-3, 306-2
Sistem pengukuran sebagai bagian dari upaya Measurement systems as part of efforts to monitor
pemantauan peningkatan efektivitas pengelolaan and improve the effectiveness of waste management
limbah telah dilaksanakan secara berkala. are implemented on a regular basis. The results of
Hasil pemantauan tersebut digunakan sebagai such monitoring serve as learning inputs from the
pembelajaran dari implementasi program implementation of waste management programs
pengelolaan limbah yang telah dijalankan, serta and form the basis for the refinement of operational
menjadi dasar dalam penyempurnaan prosedur procedures and future waste management planning.
operasional dan perencanaan pengelolaan limbah Stakeholder involvement in the evaluation process is
di masa mendatang. Keterlibatan pemangku also conducted through coordination with regulators,
kepentingan dalam proses evaluasi juga dilakukan employee training, and collaboration with waste
melalui koordinasi dengan regulator, pelatihan management partners. This feedback used to
karyawan, serta kerja sama dengan mitra pengelola enhance waste management programs and to
limbah. Masukan dari para pemangku kepentingan assess the effectiveness of the actions implemented.
tersebut dimanfaatkan untuk menyempurnakan GRI 3-3
program pengelolaan limbah dan menilai efektivitas
tindakan yang telah dilaksanakan.
GRI 3-3
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Sustainable Environmental Footprint
Total Timbulan Limbah Padat
Total Solid Waste Generated
Deskripsi Satuan
2025 2024* 2023*
Description Unit
Limbah Padat B3 | B3 Solid Waste
Limbah Padat Diverted
2,841.01 2,392.53 1,139.21
Solid Waste Diverted Ton
Limbah Padat Disposed Tons
2,079.96 1,969.18 2,765.71
Solid Waste Disposed
Limbah Padat Non-B3 | Non-B3 Solid Waste
Limbah Padat Diverted
37,508.94 25,510.29 13,948.18
Solid Waste Diverted
Limbah Padat Disposed Ton
12,212.50 10,895.04 10,275.73
Solid Waste Disposed Tons
Total Limbah Padat
54,642.40 40,767.04 28,128.83
Total Solid Waste
Keterangan: Notes:
• Data pada tabel di atas adalah data konsolidasi entitas induk dan anak • The data in the table above represents consolidated data from the
perusahaan (20 perusahaan). parent entity and its subsidiaries (20 companies).
• Data total limbah padat mengacu pada Kriteria Pengumpulan dan • Total solid waste data refers to the Data Collection and Calculation
Penghitungan Data. Criteria.
• Limbah padat B3 disposed dikirimkan ke TPA B3 yang memiliki izin. • Disposed hazardous solid waste (B3) is sent to licensed hazardous
waste landfills (B3 disposal facilities).
• Limbah padat diverted adalah limbah yang setelah melalui proses, • Diverted solid waste refers to waste that, after processing, is reused
digunakan kembali oleh Perseroan maupun dikelola untuk diresirkulasi by the Company or managed to be recirculated into the production
ke proses produksi ataupun penggunaan lain. process or other uses.
• Limbah padat non-B3 disposed yang telah melalui proses dan dibuang • Disposed non-hazardous solid waste (non-B3) refers to waste that has
ke TPA setelah pengolahan sesuai peraturan yang berlaku. undergone processing and is then disposed of at landfills in accordance
with applicable regulations.
• Metodologi dan asumsi yang digunakan dalam pengukuran yaitu • The methodology and assumptions used for measurement include
dengan pengukuran dengan timbangan dan pendekatan. weighing measurements and an estimation approach.
* Terdapat penyajian kembali karena karena adanya perbaikan metode * A restatement has been made due to improvements in calculation
perhitungan dan perluasan cakupan data. methodologies and the expansion of data scope.
Limbah Operasional Pertambangan Mining Operational Waste
Dalam menjalankan aktivitas pertambangan, The Company generates mining operational waste
Perseroan menghasilkan limbah operasional in the form of tailings and waste rock, managed in
pertambangan, yaitu tailing dan batuan sisa. accordance with applicable permits and regulatory
Perseroan mengelola limbah tersebut sesuai dengan requirements.
izin dan peraturan yang berlaku.
Tailing Tailings
Tailing yang dihasilkan dari proses ekstraksi emas Tailings generated from the gold and silver extraction
dan perak PT Agincourt Resources (PTAR) berbentuk process of PT Agincourt Resources (PTAR) are in the
seperti bubur batuan atau lumpur. PTAR mengelola form of rock slurry or sludge. PTAR manages tailings
tailing melalui tailing storage facilities (TSF) yang through tailings storage facilities (TSFs), which
berbentuk bendungan yang dibuat dari pemadatan are designed as impoundments constructed from
batuan sisa. compacted waste rock.
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Jejak Lingkungan Berkelanjutan
Desain Teknik TSF telah memenuhi standar The technical design of the TSF complies with the
International Commission on Large Dams (ICOLD) dan standards of the International Commission on Large
standar bendungan nasional, serta mendapatkan Dams (ICOLD) as well as national dam standards, and
persetujuan dari Balai Bendungan. Kinerja TSF dipantau has received approval from the Dam Authority. The
secara real time melalui ratusan instrumentasi online TSF performance is monitored in real time through
sehingga setiap ada pergerakan/isu dapat segera hundreds of online instrumentation systems, enabling
diantisipasi dan dilaporkan berkala setiap enam any movement or potential issues to be promptly
bulan kepada Balai Bendungan dan ditinjau setiap anticipated. The monitoring results are reported
tahun oleh panel ahli. periodically every six months to the Dam Authority
and reviewed annually by an expert panel.
Pengelolaan TSF dilakukan untuk mencegah dan TSF management prevents and mitigates potential
memitigasi potensi dampak negatif terhadap adverse impacts on the environment and public safety,
lingkungan dan keselamatan masyarakat, termasuk including the risk of dam failure. Where potential non-
risiko kegagalan bendungan. Apabila ditemukan compliance is identified, the Company undertakes
potensi ketidaksesuaian, Perseroan melakukan corrective actions and enhances management
tindakan korektif dan peningkatan sistem pengelolaan systems in accordance with the recommendations of
sesuai rekomendasi panel ahli dan regulator. the expert panel and relevant regulators.
Pada tahun 2025, filtration plant sudah beroperasi In 2025, the filtration plant has been operating
dengan baik. Dengan beroperasinya filtration plant, effectively. With the operation of the filtration plant,
PTAR telah menjalankan pengelolaan tailing basah dan PTAR has been managing both wet and dry tailings
tailing kering secara bersamaan. simultaneously.
Sepanjang tahun 2025, Perseroan menempatkan Throughout 2025, the Company placed a total of
sebanyak 4,8 juta ton tailing basah di Tailings Storage 4.8 million tons of wet tailings in the Tailings Storage
Facility (TSF). Selain itu, melalui pengoperasian Facility (TSF). In addition, through the operation of
filtration plant, Perseroan juga menghasilkan sekitar the filtration plant, the Company also produced
1,1 juta ton tailing kering. approximately 1.1 million tons of dry tailings.
Batuan Sisa Waste Rock
Batuan sisa (waste rock) dihasilkan dari aktivitas Waste rock is generated from coal and mineral mining
pertambangan batu bara maupun mineral, untuk activities to access coal seams or mineral ore bodies.
mencapai lapisan batu bara atau bijih mineral. The waste rock is stored at designated disposal
Batuan sisa tersebut disimpan di lokasi pembuangan areas using dumping or in-pit backfill methods. The
(disposal) dengan metode dumping atau in-pit Company ensures that waste rock is not disposed of
backfill. Perseroan memastikan tidak membuang into water bodies or the marine environment, and that
batuan sisa ke badan air dan lingkungan laut, disposal activities comply with applicable designs
serta mematuhi desain dan peraturan yang and regulations, which are integrated into mine
berlaku yang diintegrasikan dalam perencanaan disposal management planning.
operasi pembuangan pertambangan (disposal
management).
Perseroan juga mengidentifikasi jenis batuan sisa The Company also identifies waste rock based on its
berdasarkan sifat, yaitu Potential Acid Forming characteristics, namely Potential Acid Forming (PAF)
(PAF) dan Non-Acid Forming (NAF). Batuan yang and Non-Acid Forming (NAF). Waste rock classified
diklasifikasikan PAF akan dikelola melalui sistem as PAF is managed through an encapsulation system
encapsulated dengan lapisan penyegelan dapat using sealing layers with neutralizing properties to
menetralkan untuk mencegah terjadinya oksidasi prevent oxidation and the generation of acid mine
dan timbulnya air asam. drainage.
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Sustainable Environmental Footprint Sebagai informasi tambahan, Tambang Emas As additional information, the Martabe Gold Mine Martabe menerapkan Net Acid Production Potential applies the Net Acid Production Potential (NAPP) (NAPP). NAPP adalah metode yang digunakan method, with NAPP used to determine the potential untuk menentukan potensi untuk mengoksidasi for oxidation and acid generation from PAF waste dan menghasilkan bahan limbah asam dalam materials in waste rock management. In addition, the pengelolaan batuan sisa yang bersifat PAF. Selain Company manages waste through a detailed and itu, Perseroan mengelola limbah melalui strategi integrated strategy involving the Waste Rock Storage yang terperinci dan terintegrasi dengan Waste Facility (WRSF), including the application of sealing Rock Storage Facility (WRSF), termasuk menerapkan layers to encapsulate high-risk sulfide materials. sealing layer untuk membungkus material sulfida yang berisiko. Manajemen Air dan Air Limbah Water and Wastewater Management GRI 3-3, 303-1, 303-2, 303-3 SEOJK F.8 United Tractors berkomitmen untuk menerapkan United Tractors is committed to responsible and pengelolaan air yang bertanggung jawab dan sustainable water management practices in berkelanjutan dengan mengacu pada peraturan accordance with applicable laws and regulations, as perundang-undangan yang berlaku serta prinsip well as the principles of water resource conservation. konservasi sumber daya air. Pengelolaan air dilakukan Water management supports the sustainable untuk mendukung keberlangsungan kegiatan continuity of the Company’s operational activities operasional dan aktivitas penunjang Perseroan and supporting operations. secara berkelanjutan. Dalam menjalankan operasionalnya, Perseroan In carrying out its operations, the Company is involved berinteraksi dengan sumber daya air melalui with water resources through water withdrawal, aktivitas pengambilan, penggunaan, dan consumption, and discharge activities, and is pembuangan air. Perseroan terlibat secara langsung directly involved in water-related impacts through terhadap dampak pengelolaan air melalui kegiatan its mining operations and supporting activities, and operasional pertambangan dan aktivitas penunjang, indirectly through its business relationships with third serta secara tidak langsung melalui hubungan bisnis parties, such as water supply providers (PDAM) and dengan pihak ketiga, seperti penyedia pasokan wastewater treatment facility operators. The use of air (PDAM) dan pengelola fasilitas pengolahan water in operations has actual and potential impacts air limbah. Pemanfaatan air dalam kegiatan on the environment, the economy, and society, as operasional Perseroan memiliki dampak aktual potential negative impacts include a reduction dan potensial terhadap lingkungan, ekonomi, dan in the availability of clean water and changes in masyarakat. Dampak negatif yang berpotensi timbul the quality of water bodies if water management antara lain penurunan ketersediaan air bersih serta is not conducted responsibly. From an economic perubahan kualitas badan air apabila pengelolaan perspective, inefficient water management may tidak dilakukan secara bertanggung jawab. Dari increase operational costs and elevate the risk of sisi ekonomi, pengelolaan air yang tidak efisien non-compliance with regulatory requirements. dapat meningkatkan biaya operasional dan risiko ketidakpatuhan terhadap peraturan. PT United Tractors Tbk - 2025 Sustainability Report 127
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Jejak Lingkungan Berkelanjutan
Menyadari potensi dampak tersebut, Perseroan Recognizing these potential impacts, the Company
menerapkan pengelolaan air secara bertanggung has responsible water management practices to
jawab untuk meminimalkan dampak negatif dan minimize negative impacts and optimize positive
mengoptimalkan manfaat positif. Seluruh aktivitas outcomes. All water management activities
pengelolaan air yang diimplementasikan oleh implemented by the Company, from withdrawal and
Perseroan mulai dari pengambilan, penggunaan use to discharge, are carried out in accordance with
hingga pembuangan air disesuaikan dengan applicable permits and environmental standards,
ketentuan perizinan dan standar lingkungan local environmental conditions, and taking into
yang berlaku, kondisi lingkungan setempat, serta account the carrying capacity and resilience of water
mempertimbangkan daya dukung dan daya bodies, as well as potential pressures on local water
tampung badan air, serta potensi tekanan terhadap resources. These measures are implemented to
sumber air lokal. Penyesuaian ini dilakukan untuk minimize risks to water availability for communities
meminimalkan risiko terhadap ketersediaan air and ecosystems surrounding the operational areas.
bagi masyarakat dan ekosistem di sekitar wilayah GRI 3-3, 303-1
operasional.
GRI 3-3, 303-1
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Sustainable Environmental Footprint Pendekatan Pengelolaan Air: Identifikasi Water Management Approach: Identification of Dampak dan Risiko Impacts and Risks GRI 3-3, 303-1 GRI 3-3, 303-1 Dalam operasionalnya, Perseroan memanfaatkan air The Company utilizes water for various technical untuk berbagai kebutuhan teknis, antara lain proses purposes, including mining operational processes, operasional pertambangan, pengendalian debu, dust suppression, heavy equipment washing, and pencucian alat berat, serta kebutuhan domestik employees’ domestic needs. A portion of the water karyawan. Air yang digunakan sebagian dikonsumsi used is consumed during operational processes and is dalam proses operasional dan tidak seluruhnya not fully returned to the environment, while wastewater dikembalikan ke lingkungan, sementara air limbah generated from operational and domestic activities is yang dihasilkan dari aktivitas operasional dan treated through appropriate treatment facilities prior domestik dikelola terlebih dahulu melalui fasilitas to being discharged into water bodies in accordance pengolahan sebelum dilepaskan ke badan air sesuai with environmental permit requirements. In addition, dengan ketentuan izin lingkungan. Selain itu, Perseroan the Company manages potential impacts from mengelola potensi dampak aliran air permukaan, seperti surface water runoff, such as increased sedimentation peningkatan sedimentasi dan perubahan kualitas air, and changes in water quality, through the control of melalui pengendalian limpasan air hujan dan sistem rainwater runoff and the implementation of integrated saluran air yang terintegrasi di area operasional. drainage systems within its operational areas. Pendekatan identifikasi dampak dan risiko terkait air The identification of water-related impacts and dilakukan secara sistematis sejak tahap perencanaan risks is carried out systematically starting from the kegiatan dan dilanjutkan secara berkala sepanjang planning stage of activities and continued periodically siklus operasional, yang mencakup tahap konstruksi, throughout the operational lifecycle, covering the operasional, serta aktivitas pendukung yang construction phase, operational activities, as well as berpotensi memengaruhi kuantitas dan kualitas air. supporting activities that may affect water quantity Proses ini mengacu pada dokumen AMDAL serta RKL- and quality. This process refers to the AMDAL and RPL yang mencakup seluruh kegiatan operasional RKL-RPL documents, which encompass all main and utama maupun penunjang. supporting operational activities. Selanjutnya, identifikasi tersebut diperkuat melalui Furthermore, this identification is reinforced through pemantauan kuantitas dan kualitas air yang dilakukan regular monitoring of water quantity and quality, secara berkala melalui monitoring internal serta conducted through internal monitoring and testing pengujian oleh pihak eksternal yang terakreditasi. by accredited external parties. The monitoring results Hasil pemantauan kemudian dievaluasi terhadap are then evaluated against applicable environmental persyaratan dan standar lingkungan yang berlaku requirements and standards to ensure that the impact guna memastikan proses identifikasi dampak tetap identification process remains relevant, accurate, relevan, akurat, dan adaptif terhadap dinamika and adaptive to changes in operational activities and kegiatan operasional maupun kondisi lingkungan. environmental conditions. Sejalan dengan upaya pengelolaan dampak dan In line with these efforts to manage impacts risiko tersebut, Perseroan juga bekerja sama dengan and risks, the Company also collaborates with berbagai pemangku kepentingan, termasuk regulator, various stakeholders, including regulators, water mitra pengelola air, serta stakeholder lainnya yang management partners, and other stakeholders memiliki dampak signifikan terhadap penggunaan that have significant influence on water use and dan pengelolaan air, guna memastikan penerapan management, to ensure the implementation of water praktik pengelolaan air yang selaras dengan prinsip management practices aligned with sustainability keberlanjutan. principles. PT United Tractors Tbk - 2025 Sustainability Report 129
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Jejak Lingkungan Berkelanjutan
Sebagai bagian dari pendekatan tersebut, Perseroan As part of this approach, the Company establishes
menetapkan tujuan dan target pengelolaan air yang water management objectives and targets, which
kemudian ditinjau secara berkala sebagai bagian are periodically reviewed as part of management
dari mekanisme pengawasan manajemen. Proses oversight mechanisms. This review process takes into
peninjauan ini mempertimbangkan perkembangan account regulatory developments, advancements
regulasi, kemajuan teknologi pengolahan air, in water treatment technologies, and industry best
serta praktik terbaik industri, sehingga target yang practices, ensuring that the targets remain relevant,
ditetapkan tetap relevan, terukur, dan sejalan dengan measurable, and aligned with the Company’s
komitmen keberlanjutan Perseroan. sustainability commitments.
GRI 303-1 GRI 303-1
Pengambilan Air Water Withdrawal
GRI 303-3 SEOJK F.8 GRI 303-3 SEOJK F.8
Dalam proses pengambilan air, sumber air yang In the water withdrawal process, the water sources
dimanfaatkan oleh Perseroan berasal dari berbagai utilized by the Company originate from various
sumber, antara lain adalah air tanah,air permukaan, sources, including groundwater, surface water, and
serta pasokan air dari pihak ketiga (PDAM). water supply from third parties (PDAM).
GRI 3-3 GRI 3-3
Proses pengambilan air tersebut juga dilakukan The water withdrawal process is monitored and
pemantauan dan pengukuran secara berkala measured periodically through the recording of
dengan pencatatan volume pengambilan air, water withdrawal volumes and the monitoring
pemantauan hasil uji kualitas air sesuai dengan izin of water quality test results in accordance with
lingkungan yang relevan. Indikator yang digunakan relevant environmental permits. The monitoring
antara lain volume pengambilan air dan kepatuhan indicators used include water withdrawal volume and
baku mutu kualitas air. Hasil pemantauan tersebut compliance with applicable water quality standards.
digunakan sebagai pembelajaran dari implementasi The monitoring results are used as learning inputs
program pengelolaan limbah yang telah dijalankan, from the implementation of water and wastewater
serta menjadi dasar dalam penyempurnaan management programs that have been carried
prosedur operasional dan perencanaan pengelolaan out and serve as the basis for refining operational
limbah di masa mendatang. Keterlibatan pemangku procedures and future water and wastewater
kepentingan dalam proses evaluasi juga dilakukan management planning. Stakeholder engagement
melalui koordinasi dengan regulator, pelatihan in the evaluation process is also conducted through
karyawan, serta kerja sama dengan mitra pengelola coordination with regulators, employee training,
limbah. Masukan dari para pemangku kepentingan and cooperation with waste management partners.
tersebut dimanfaatkan untuk menyempurnakan Feedback from stakeholders is used to improve water
program pengelolaan limbah dan menilai efektivitas and wastewater management programs and to
tindakan yang telah dilaksanakan. assess the effectiveness of the actions implemented.
GRI 3-3 GRI 3-3
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Sustainable Environmental Footprint
Total Pengambilan Air Berdasarkan Sumber
Total Water Withdrawal by Source
GRI 303-3
Deskripsi Satuan
2025 2024* 2023*
Description Unit
Air Tanah
519.95 621.28 765.33
Groundwater
Air Permukaan
4,356.96 5,385.65 5,731.48
Surface Water Megaliter
Air dari Pihak Ketiga Megaliter
1,156.42 966.22 382.35
Third-Party Water
Air Hujan
11,567.11 10,713.28 -
Rainwater
Total Pengambilan Air Dengan
Air Hujan
17,600.43 17,686.43 6,879.15
Total Water Withdrawal Including
Rainwater Megaliter
Total Pengambilan Air Tanpa Megaliter
Air Hujan
6,033.32 6,973.15 6,879.15
Total Water Withdrawal Excluding
Rainwater
Keterangan: Notes:
• Data pengambilan air yang bersumber dari air hujan baru mulai • Data on water withdrawal sourced from rainwater was first reported
dilaporkan pada tahun 2024. in 2024.
• Data pada tabel di atas adalah data konsolidasi entitas induk dan anak • The data in the table above are consolidated data of parent entity and
perusahaan (20 perusahaan). subsidiaries (20 companies).
• Data pengambilan air yang bersumber dari air hujan baru mulai • Rainwater withdrawal data has only been reported starting in 2024.
dilaporkan pada tahun 2024. Data ini tidak termasuk kedalam lingkup This data is not included in the scope of the calculation for the water
perhitungan pencapaian waterwithdrawal intensity reduction. withdrawal intensity reduction achievement.
• Metodologi dan asumsi menggunakan gabungan • Methodology and assumptions use a combination of actual
antara pengukuran aktual menggunakan flow meter dan measurements using a flow meter and withdrawal estimates.
estimasi pengambilan.
* Terdapat penyajian kembali karena karena adanya perbaikan metode * A restatement has been made due to improvements in calculation
perhitungan dan perluasan cakupan data. methodologies and the expansion of data scope.
Metode dan Program Pengelolaan Air Water Management Methods and Programs
GRI 3-3, 303-2 GRI 3-3, 303-2
Perseroan memiliki program utama terkait manajemen The Company has established key programs
air dan air limbah yang menerapkan prinsip related to water and wastewater management
keberlanjutan melalui berbagai program efisiensi apply sustainability principles through various water
dan daur ulang air. Melalui berbagai pendekatan efficiency and recycling initiatives. Through various
untuk mewujudkan program efisiensi dan daur approaches to implement water efficiency and
ulang air, air yang telah digunakan dikelola melalui recycling programs, water that has been used is
berbagai metode pengolahan guna memastikan managed through multiple treatment methods to
kualitasnya memenuhi ketentuan lingkungan sebelum ensure its quality meets environmental standards
dimanfaatkan kembali atau dilepaskan ke badan air. before being reused or discharged into water bodies.
Beberapa metode pengolahan air yang diterapkan Several water treatment methods implemented by the
oleh Perseroan meliputi: Company include:
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Jejak Lingkungan Berkelanjutan
Metode Pengelolaan Air
Water Treatment Methods
GRI 303-3
Lokasi Kegiatan Tempat Pengolahan Metode Pengolahan Bentuk Pemanfaatan
Activity Location Treatment Facilities Treatment Methods Form of Utilization
Tailing storage facility Pengolahan biologis Digunakan kembali
Tailing storage facility Biological treatment Reused
Area
Pertambangan
Mining Areas Dilepaskan ke badan air, di
antaranya saluran air, sungai,
Pengelolaan kolam limbah dan danau sesuai izin lingkungan
Pengolahan kimiawi
Wastewater Pond Discharged into water bodies,
Chemical treatment
Management including drainage, rivers,
and lakes, in accordance with
environmental permits
Pengolahan biologis Digunakan kembali
Biological treatment Reused
Instalasi Pengolahan Limbah
Area Non-
(IPAL)
Pertambangan
Wastewater Treatment Plant
Mining Areas Dilepaskan ke badan air, di
(WWTP)
antaranya saluran air, sungai,
dan danau sesuai izin lingkungan
Pengolahan kimiawi
Discharged into water bodies,
Chemical treatment
including drainage, rivers,
and lakes, in accordance with
environmental permits
Selain penerapan metode pengolahan air tersebut, In addition to implementing these water treatment
Perseroan juga melaksanakan berbagai program methods, the Company also carries out various water
pengelolaan dan efisiensi air sebagai bagian dari management and efficiency programs as part of its
upaya konservasi sumber daya air, antara lain efforts to conserve water resources, including the
sebagai berikut: following:
1. Penggunaan Teknologi Keran Tekan 1. Use of Push-Tap Technology
Perseroan mengadopsi penggunaan keran The Company adopts push taps and water-
tekan dan teknologi hemat air di seluruh fasilitas saving technologies across operational facilities
operasional untuk meningkatkan efisiensi to improve water use efficiency. This initiative
penggunaan air. Melalui langkah ini, Perseroan optimizes the use of groundwater and third-party
mengoptimalkan pemanfaatan air tanah maupun water supplies.
pasokan air dari pihak ketiga.
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Sustainable Environmental Footprint 2. Pemanfaatan Daur Ulang Air Limbah untuk 2. Wastewater Utilization for Toilet Flushing Flushing Toilet Perseroan memanfaatkan air limbah yang The Company reuses treated wastewater from diolah melalui IPAL untuk kebutuhan menyiram wastewater treatment plant (WWTP) for toilet toilet. Dengan menggunakan kembali air hasil flushing. This practice strengthens clean water olahan tersebut, Perseroan memperkuat upaya conservation efforts while reducing the volume of penghematan sumber daya air bersih sekaligus wastewater discharged to water bodies. menurunkan volume limbah yang dilepas ke badan air. 3. Teknologi Reverse Osmosis (RO) dan Moving Bed 3. Reverse Osmosis (RO) and Moving Bed Bio Reactor Bio Reactor (MBBR) (MBBR) Technologies Perseroan menerapkan teknologi Reverse Osmosis The Company applies Reverse Osmosis (RO) and (RO) dan Moving Bed Bio Reactor (MBBR) pada IPAL Moving Bed Bio Reactor (MBBR) technologies untuk meminimalkan beban polutan. Teknologi ini at WWTP to minimize pollutant loads. These dilakukan di Kantor Pusat United Tractors. Salah technologies are implemented at United Tractors’ satu air hasil RO dan MBBR digunakan untuk Head Office. Part of the treated water from RO pencucian alat berat yang dapat menjaga kualitas and MBBR is used for heavy equipment washing, permukaan cat superior. helping maintain superior paint surface quality. 4. Pengelolaan Air dengan Sistem Tertutup 4. Closed-Loop Water Management System PT Energi Prima Nusantara (EPN) menerapkan PT Energi Prima Nusantara (EPN) implements sistem loop tertutup dalam pengelolaan air. Sistem a closed-loop water management system to ini memastikan air dapat dimanfaatkan secara ensure efficient water utilization. Under this system, efisien. Melalui sistem ini, air limbah dikumpulkan wastewater is collected in dedicated treatment dalam kolam pengolahan khusus, diolah dengan ponds, processed using appropriate technologies, teknologi yang cermat, lalu digunakan kembali and reused in industrial processes. dalam proses industri. PT United Tractors Tbk - 2025 Sustainability Report 133
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Jejak Lingkungan Berkelanjutan
Inovasi Daur Ulang Air untuk Efisiensi Washing Plant
Water Recycling Innovation to Improve Washing Plant Efficiency
Perseroan melalui anak usaha di lini bisnis pertambangan terus memperkuat komitmen
terhadap pengelolaan sumber daya air yang bertanggung jawab. Pada unit washing plant
batubara, Perseroan mengimplementasikan sistem daur ulang air berbasis proses koagulasi
dan flokulasi di Thickener Tank, yang memungkinkan pemisahan partikel padat dari air hasil
pencucian sehingga air dapat dimanfaatkan kembali dalam mendukung kelangsungan
proses operasional.
Untuk meningkatkan kinerja sistem tersebut, sebagian washing plant telah dilengkapi dengan
instalasi Belt Press yang mengolah lumpur hasil proses koagulasi dan flokulasi secara lebih
optimal. Melalui teknologi ini, air dipisahkan secara efektif dari padatan, di mana air hasil
pemisahan digunakan kembali dalam proses pencucian batubara, sementara padatan
dikelola secara aman dengan pemindahan ke area disposal.
Implementasi Belt Press memberikan dampak nyata terhadap efisiensi penggunaan air.
Washing plant yang telah menerapkan teknologi ini mencatat konsumsi air baku (fresh
water) hanya sebesar 0,2 m³ per ton coal feed, jauh lebih rendah dibandingkan washing plant
yang belum menggunakan teknologi tersebut dengan konsumsi mencapai 1,8 m³ per ton
coal feed. Pencapaian ini mencerminkan penghematan konsumsi air hingga 88%, sekaligus
menunjukkan upaya nyata Perseroan dalam mengurangi ketergantungan terhadap sumber
air baku, meningkatkan efisiensi operasional, dan mendukung pengelolaan sumber daya air
yang berkelanjutan.
Through its subsidiaries in the mining business line, the Company continues to strengthen its commitment
to responsible water resource management. At coal washing plant units, the Company has a water
recycling system based on coagulation and flocculation processes in Thickener Tanks, enabling the
separation of solid particles from wash water and allowing the water to be reused to support ongoing
operational processes.
To enhance system performance, several washing plants have been equipped with Belt Press installations
that more effectively process sludge generated from the coagulation and flocculation process. Through
this technology, water is efficiently separated from solids, with the recovered water reused in the coal
washing process, while the solids are safely managed through disposal to designated areas.
Belt Press technology has delivered tangible improvements in water use efficiency. Washing plants that
have adopted this technology recorded fresh water consumption of only 0.2 m³ per ton of coal feed,
significantly lower than washing plants without the technology, which consume up to 1.8 m³ per ton of
coal feed. This achievement represents an 88% reduction in water consumption and demonstrates the
Company’s efforts to reduce reliance on fresh water sources, enhance operational efficiency, and support
sustainable water resource management.
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Sustainable Environmental Footprint
Total Timbulan Limbah Cair
Total Wastewater Generated
SEOJK F.13, F.15 GRI 306-3, 306-4, 306-5
Deskripsi Satuan
2025 2024* 2023*
Description Unit
Limbah Cair B3 | B3 Liquid Waste
Limbah Cair Diverted
15,664.03 16,355.86 15,420.42
Wastewater Diverted Ton
Limbah Cair Disposed Tons
101.45 84.59 32.82
Wastewater Disposed
Limbah Cair Non-B3 | Non-B3 Liquid Waste
Limbah Cair Diverted
1,377,308.62 522,871.36 309,519.52
Wastewater Diverted
Limbah Cair Disposed Ton
33,127,288.48 38,868,059.42 40,426,314.89
Wastewater Disposed Tons
Total Limbah Cair
34,520,362.58 39,407,371.23 40,751,287.65
Total Wastewater
Keterangan: Notes:
• Data pada tabel di atas adalah data konsolidasi entitas induk dan anak • The data in the table above represents consolidated data from the
perusahaan (20 perusahaan). parent entity and its subsidiaries (20 companies).
• Data total limbah cair B3 mengacu pada Kriteria Pengumpulan dan • Total hazardous wastewater (B3) data refers to the Data Collection and
Penghitungan Data. Calculation Criteria.
• Faktor konversi limbah B3 sebesar 0,86 ton/m3 dan limbah non-B3 • The conversion factor for B3 wastewater is 0.86 tons/m3, while the
sebesar 1 ton/m3. conversion factor for non-B3 wastewater is 1 ton/m3.
• Limbah cair B3 disposed dikirimkan ke TPA B3 yang memiliki izin. • Disposed hazardous wastewater (B3) is sent to licensed hazardous
waste disposal facilities (B3 landfills).
• Limbah cair diverted adalah limbah yang telah melalui proses • Diverted wastewater refers to waste that has undergone treatment
pengolahan dan digunakan kembali oleh Perseroan maupun dikelola processes and is reused by the Company or managed to be
untuk diresirkulasi ke proses produksi ataupun penggunaan lain. recirculated into the production process or other uses.
• Limbah cair non-B3 disposed yang telah melalui proses pengolahan • Disposed non-hazardous wastewater (non-B3) refers to waste
dibuang ke badan air setelah memenuhi baku mutu sesuai dengan that has undergone treatment and is discharged into water bodies
ketentuan peraturan yang berlaku. after meeting the required quality standards in accordance with
applicable regulations.
* Terdapat penyajian kembali karena karena adanya perbaikan metode * A restatement has been made due to improvements in calculation
perhitungan dan perluasan cakupan data. methodologies and the expansion of data scope.
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Jejak Lingkungan Berkelanjutan
Manajemen Lahan dan
Keanekaragaman Hayati
Land and Biodiversity Management
Perseroan memastikan bahwa seluruh kegiatan The Company ensures that all operational activities
operasional sepanjang tahun 2025 dilaksanakan throughout 2025 are carried out responsibly and in
secara bertanggung jawab dan sesuai dengan compliance with applicable laws and regulations,
ketentuan hukum yang berlaku, sebagai bagian as part of its commitment to protecting biodiversity
dari komitmen Perseroan dalam melindungi and maintaining environmental sustainability.
keanekaragaman hayati serta menjaga keberlanjutan The Company recognizes that its mineral mining
lingkungan. Perseroan menyadari bahwa lini usaha concession business line operated by PT Agincourt
konsesi pertambangan mineral PT Agincourt Resources (PTAR) and its coal mining operations
Resources (PTAR) dan pertambangan batu bara PT under PT Tuah Turangga Agung (TTA) entailed risks
Tuah Turangga Agung (TTA) memiliki risiko terhadap to land and biodiversity. Accordingly, the Company
lahan dan keanekaragaman hayati. Oleh sebab itu, implements comprehensive approach to land
Perseroan menerapkan pendekatan komprehensif and biodiversity management to ensure that all
dalam pengelolaan lahan dan keanekaragaman operational sites have obtained the required operating
hayati. Sebagai langkah awal, Perseroan memastikan permits and approvals from the government and
seluruh lokasi operasional telah mendapatkan izin/ have fulfilled AMDAL obligations and approved under
persetujuan beroperasi dari pemerintah dan telah the environmental permit issued by the Government
memenuhi kewajiban sesuai AMDAL dan disetujui of Indonesia.
berdasarkan izin lingkungan yang dikeluarkan oleh SEOJK F.9 GRI 3-3, 304-1
Pemerintah Indonesia.
SEOJK F.9 GRI 3-3, 304-1
Dalam setiap pembukaan bisnis baru maupun proses In all new business development and acquisition
akuisisi, aspek keanekaragaman hayati (biodiversity) processes, biodiversity is a key focus of ESG due
menjadi salah satu fokus utama dalam pelaksanaan diligence, where risks to biodiversity and ecosystems
ESG Due Diligence. Perseroan memastikan bahwa are assessed systematically with reference to IFC
risiko terhadap biodiversitas dan ekosistem dinilai Performance Standard 6 (PS 6) and applicable
secara sistematis dengan mengacu pada IFC national and international regulations. This approach
Performance Standard 6 (PS 6) serta ketentuan enables potential impacts to be identified in the early
peraturan yang berlaku baik secara nasional maupun stages of investment decision-making and managed
internasional. Pendekatan ini memungkinkan potensi through appropriate mitigation measures.
dampak diidentifikasi sejak tahap awal pengambilan
keputusan investasi dan dikelola melalui langkah-
langkah mitigasi yang sesuai.
Pengelolaan Lahan Land Management
Perseroan melakukan perencanaan penggunaan The Company implements integrated land-use
lahan terpadu di PTAR dan TTA. Sebelum melakukan planning at PTAR and TTA where, prior to any
pembukaan vegetasi, Perseroan menerapkan survei vegetation clearing, pre-clearing surveys are carried
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Sustainable Environmental Footprint prapembukaan yang harus dilakukan setidaknya out at least one year in advance, including for areas satu tahun sebelum pembukaan, termasuk untuk that have already received approval. area yang telah disetujui. Semua pembukaan vegetasi di lokasi tambang diatur All vegetation clearing at mining sites is strictly secara ketat oleh prosedur permintaan gangguan regulated through the land disturbance approval lahan (LADR), yaitu: request (LADR) procedure, which includes: 1. Verifikasi area yang dibuka telah disetujui 1. Verification that the area to be cleared has been berdasarkan parameter AMDAL. approved in accordance with AMDAL parameters. 2. Pencatatan yang cermat dari semua bukti yang 2. Careful documentation of all relevant evidence. relevan. 3. Jika ada fauna yang terlihat di area terdekat, 3. If faunas are observed in nearby areas, the Perseroan segera menghentikan semua kegiatan Company immediately suspends all clearing pembukaan untuk memastikan keselamatan fauna. activities to ensure the safety of the faunas. 4. Dalam kurun waktu setidaknya 24 jam sebelum 4. At least 24 hours prior to vegetation clearing, the pembukaan vegetasi, Perseroan melakukan Company conducts on-site inspections of the area inspeksi secara langsung di area yang akan to be cleared to check for the presence of species dibuka untuk memeriksa keberadaan spesies classified as critically endangered. Throughout the yang diklasifikasikan sebagai terancam kritis. vegetation clearing process, the environmental Selama proses pembukaan vegetasi berlangsung, team is also on standby at the site to conduct tim lingkungan juga bersiaga di lokasi untuk ongoing monitoring to ensure the protection of melakukan pemantauan secara berkelanjutan protected species. guna memastikan perlindungan terhadap spesies yang dilindungi. Luasan pembukaan dilakukan minimal sesuai dengan The extent of land clearing is limited to the minimum keperluan operasi dan memperhatikan aspek-aspek required for operational needs and takes safety keselamatan sehingga dampak lingkungan dari considerations into account, in order to minimize pembukaan lahan dapat diminimalkan. environmental impacts from land clearing activities. Reklamasi dan Revegetasi Reclamation and Revegetation Saat lahan tambang mencapai kondisi final atau Once mining site reaches its final or post-mining pasca tambang, Perseroan segera melakukan condition, the Company promptly carries out reklamasi lahan dengan mengembalikan lahan land reclamation by restoring areas disturbed by yang telah terganggu akibat kegiatan operasional operational activities to their original condition, sesuai dengan kondisi semula. Perseroan melakukan conducting topsoil management and tree planting penataan top soil dan penanaman pohon guna to rehabilitate former excavation areas and support memulihkan kondisi lahan bekas galian dan carbon dioxide sequestration. menyediakan penyerapan karbon dioksida. Perseroan menyusun rencana reklamasi dan The Company prepares reclamation and revegetation revegetasi untuk setiap wilayah pertambangan plans for each mining area, approved by the relevant yang telah disetujui oleh dinas pertambangan local mining authorities. These plans also include setempat. Rencana tersebut juga mencakup rencana detailed budget and cost estimates. In addition, anggaran dan biaya. Selain itu, Perseroan memiliki the Company operates plant nurseries at each kebun pembibitan (nursery) yang mencakup koleksi mining site, comprising collections of local species bibit spesies lokal maupun tanaman produktif di seedlings as well as productive plant species. The setiap lokasi tambang. Perseroan juga melakukan Company monitors fauna, the soil’s physical and pemantauan fauna, sifat fisik dan kimia tanah, serta chemical characteristics, and vegetation to ensure tanaman untuk memastikan keefektifan pelaksanaan. the effectiveness of implementation. PT United Tractors Tbk - 2025 Sustainability Report 137
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Jejak Lingkungan Berkelanjutan
Keanekaragaman Hayati Biodiversity
Upaya pengelolaan keanekaragaman hayati Comprehensive biodiversity management efforts are
secara komprehensif dilakukan oleh Perseroan di carried out by the Company at one of the subsidiaries,
salah satu anak usaha, PTAR. PTAR menerapkan PTAR. PTAR implements a Biodiversity Policy and
Kebijakan Keanekaragaman Hayati dan Kode a Biodiversity Management Code of Practice to
Praktik Pengelolaan Keanekaragaman Hayati manage potential impacts on biodiversity, applying
untuk mengelola potensi dampak terhadap the impact mitigation hierarchy in accordance with
keanekaragaman hayati dengan mengacu hierarki IFC Performance Standard 6, the Equator Principles,
pengelolaan dampak IFC Performance Standard 6, the Biodiversity Offset Standard (BBOP), the IUCN
The Equator Principles, Standard on Biodiversity Offset Red List, the Convention on International Trade in
(BBOP), IUCN Red List, Convention on International Endangered Species of Wild Fauna and Flora (CITES),
Trade in Endangered Species of Wild Fauna and Regulation of the Minister of Environment and
Flora (CITES), Peraturan Menteri Lingkungan Hidup Forestry No. 106 of 2018 on Protected Plant and Animal
dan Kehutanan No. 106 Tahun 2018 tentang Jenis Species, and Environmental Impact Assessment
Tumbuhan dan Satwa yang Dilindungi, dan dokumen (AMDAL) documents. This approach prioritizes impact
Analisis Mengenai Dampak Lingkungan (AMDAL). avoidance at the earliest stages, minimization of
Pendekatan ini menempatkan prioritas pada upaya unavoidable impacts, restoration of affected areas,
menghindari dampak sejak awal, meminimalkan efek and the implementation of necessary conservation
yang tidak dapat dihindari, memulihkan area yang measures.
terdampak, serta menerapkan tindakan konservasi
yang diperlukan.
PTAR membentuk Panel Penasihat Keanekaragaman PTAR established a Biodiversity Advisory Panel in
Hayati pada tahun 2019. Panel ini terdiri dari ilmuwan 2019 comprising the leading international and
internasional dan nasional terkemuka dengan keahlian national scientists with expertise in forest ecosystems
di bidang ekosistem hutan dan konservasi orangutan. and orangutan conservation. All members of the
Seluruh anggota Panel Penasihat Keanekaragaman Biodiversity Advisory Panel (BAP) are tasked with
Hayati bertugas untuk mengidentifikasi, memetakan, identifying, mapping, and mitigating biodiversity-
dan memitigasi risiko terhadap keanekaragaman related risks. The Company ensures that the
hayati. Perseroan memastikan Panel Penasihat Biodiversity Advisory Panel operates independently,
Keanekaragaman Hayati bersifat independen with no intervention from PTAR. The roles and
dan PTAR tidak memiliki intervensi. Fungsi dan responsibilities of the Biodiversity Advisory Panel are
tanggung jawab Panel Penasihat Keanekaragaman set out in the Biodiversity Advisory Panel Charter.
Hayati dapat dilihat pada Piagam Panel Penasihat
Keanekaragaman Hayati.
Strategi dan Rencana Tindakan Biodiversity Strategy and Action Plan
Keanekaragaman Hayati GRI 101-2, 101-4, 304-2 SEOJK F.10
GRI 101-2, 101-4, 304-2 SEOJK F.10
PTAR memiliki dokumen Strategi dan Rencana PTAR has established a Biodiversity Strategy and
Tindakan Keanekaragaman Hayati (BSAP) untuk Action Plan (BSAP) guides responsible biodiversity
memandu pengelolaan keanekaragaman hayati management, approved by the Chief Executive
yang bertanggung jawab. Dokumen tersebut telah Officer and reviewed annually to ensure alignment
disetujui oleh Chief Executive Officer dan ditinjau with leading industry practices. The strategy was
setiap tahun untuk memastikan keselarasan dengan developed using a mitigation hierarchy approach
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Sustainable Environmental Footprint
praktik terdepan industri. Strategi ini dikembangkan in accordance with IFC Performance Standard 6,
melalui pendekatan hierarki mitigasi sesuai dengan the Equator Principles, and the Biodiversity Offset
IFC Performance Standard 6, The Equator Principles, Standard (BBOP).
dan Standard on Biodiversity Offset (BBOP).
Penerapan Hierarki Mitigasi terhadap Dampak Keanekaragaman Hayati Terkait Proyek
Application of the Mitigation Hierarchy to Project-Related Biodiversity Impacts
Positif
Positive
Net positive impact
Net impact (eg. habitat hectares)
No net loss
Dampak
Offset
Keaneakaragam
Hayati
Biodiversity Rehabilitasi Rehabilitasi
Impact Rehabilitation Rehabilitation
Meminimalisasi Meminimalisasi Meminimalisasi
Minimize Minimize Minimize
Penghindaran Penghindaran Penghindaran Penghindaran
Avoid Avoid Avoid Avoid
Negatif
Negative
Komponen Hierarki Mitigasi
Mitigation Hierarchy Components
Penghindaran
Avoidance
Penghindaran dampak melalui keputusan yang dibuat di awal tahap perencanaan proyek.
Avoiding impacts through decisions made at the early stages of project planning.
Meminimalisasi
Minimization
Melibatkan pengurangan hilangnya keanekaragaman hayati “serendah mungkin” karena dampak yang tidak dapat dihindari jika proyek
tersebut dilaksanakan. Terdapat tiga kelas pengendalian untuk meminimalkan dampak lingkungan terkait proyek: pengendalian fisik
terkait dengan desain infrastruktur, pengendalian operasional seperti aturan dan prosedur, dan pengendalian pengurangan polusi.
Involves reducing biodiversity loss to the lowest feasible level for impacts that cannot be avoided if the project proceeds. There are three
classes of controls to minimize project-related environmental impacts: physical controls related to infrastructure design, operational
controls such as rules and procedures, and pollution reduction controls.
Pemulihan
Restoration
Melibatkan tindakan yang diambil untuk memulihkan hilangnya keanekaragaman hayati yang belum ditangani untuk memulihkan
hilangnya keanekaragaman hayati yang belum ditangani melalui penghindaran dan/atau minimalisasi.
Involves actions taken to restore biodiversity losses that have not been addressed through avoidance and/or minimization measures.
Offsets
Offsets
Hasil konservasi terukur yang diperoleh dari tindakan yang dirancang untuk mengompensasi dampak residual keanekaragaman hayati
yang merugikan dan signifikan akibat pengembangan proyek dan bertahan setelah tindakan penghindaran, minimalisasi, dan pemulihan
yang tepat.
Measurable conservation outcomes resulting from actions designed to compensate for significant and adverse residual biodiversity
impacts caused by project development, which remain after appropriate avoidance, minimization, and restoration measures have been
applied.
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Jejak Lingkungan Berkelanjutan
BSAP ditinjau secara tahunan untuk mendukung The BSAP is reviewed annually to support continuous
perbaikan keberlanjutan dalam pengelolaan improvement in biodiversity management, including
keanekaragaman hayati yang mencakup peninjauan the review of strategies and performance, as well
strategi dan kinerja, serta perencanaan strategi as the development of biodiversity strategies for
keanekaragaman hayati untuk kedepannya dalam the future. The scope of this review includes an
pengelolaan keanekaragaman hayati, ruang evaluation of biodiversity management performance
lingkup pertemuan ini mencakup peninjauan kinerja in the previous year, with a particular focus on the
pengelolaan keanekaragaman hayati pada tahun implementation of the annual Biodiversity Action
sebelumnya dan khususnya pelaksanaan Rencana Plan, approval of the Biodiversity Action Plan for
Tindakan Keanekaragaman Hayati tahunan, the following year, and a review of the Biodiversity
persetujuan Rencana Tindakan Keanekaragaman Strategy and Action Plan.
Hayati untuk tahun mendatang, dan peninjauan
Strategi dan Rencana Tindakan Keanekaragaman
Hayati.
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Sustainable Environmental Footprint PT United Tractors Tbk - 2025 Sustainability Report 141
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Ketahanan
Iklim
Climate Resilience
06
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Membangun Ketahanan Iklim
144
Building Climate Resilience
Tata Kelola Iklim
146
Climate Governance
Manajemen Risiko Iklim
148
Climate Risk Management
Strategi Terkait Iklim
151
Climate-Related Strategy
Metrik dan Target
162
Metrics and Targets
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Ketahanan Iklim
Membangun Ketahanan Iklim
Building Climate Resilience
Transparansi iklim United Tractors diperkuat melalui
integrasi risiko dan peluang perubahan iklim ke dalam
perencanaan strategis, operasional, dan keuangan
sesuai kerangka TCFD, serta penguatan kapasitas
manajemen dan karyawan dengan menerapkan
pendekatan manajemen risiko berbasis risiko secara
konsisten dan terintegrasi di seluruh lini bisnis.
United Tractors’ climate transparency is strengthened by integrating
climate-related risks and opportunities into strategic, operational,
and financial planning in line with the TCFD framework, alongside
strengthening management and employee capabilities through the
consistent implementation of an integrated risk-based management
approach across all business lines.
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Climate Resilience United Tractors berkomitmen meningkatkan United Tractors is committed to enhancing transparansi, memperkuat akuntabilitas, dan transparency, strengthening accountability, and mendukung pengambilan keputusan yang lebih baik supporting better decision-making in addressing dalam menghadapi tantangan perubahan iklim. the challenges of climate change. Therefore, the Perseroan mengintegrasikan kemungkinan dampak Company has integrated potential climate-related yang timbul ke dalam perencanaan strategis, impacts across its strategic, operational, and operasional, dan keuangan. financial planning. Sejak tahun 2023, Perseroan telah meningkatkan The Company advanced its climate transparency perjalanan transparansi iklim dengan menyertakan journey in 2023, by including climate-related informasi terkait iklim dalam lingkup Grup UT (UT dan information across the UT Group (UT and its anak perusahaan) yang bergerak di berbagai lini subsidiaries), which operates across diverse business bisnis. Sejak saat itu, Perseroan terus memperkuat lines. Since then, the Company has strengthened proses internal untuk mengidentifikasi serta internal processes to identify and manage mengelola risiko dan perubahan iklim sesuai dengan climate-related risks and impacts in accordance with kerangka kerja Task Force on Climate-related the framework of the Task Force on Climate-related Financial Disclosures (TCFD). Financial Disclosures (TCFD). Guna mengintegrasikan aspek ketahanan iklim ke To embed climate resilience considerations seluruh lini bisnis, Perseroan membekali manajemen throughout the business, the Company has used dan karyawan dengan peningkatan kapasitas terkait capacity-building initiatives on climate change perubahan iklim, sekaligus mengimplementasikan to equip management and employees, while also pendekatan berbasis risiko dalam kerangka implementing a risk-based approach within the manajemen risiko. enterprise risk management framework. PT United Tractors Tbk - 2025 Sustainability Report 145
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Ketahanan Iklim
Tata Kelola Iklim
Climate Governance
GRI 2-12, 2-13
Pengelolaan mitigasi dan antisipasi dampak terkait Effective management of climate-related risks and
iklim memerlukan pendekatan yang terintegrasi, opportunities requires a transparent, integrated, and
transparan, dan berkelanjutan. Oleh karena itu, tata sustainable approach. Accordingly, robust climate
kelola yang efektif berperan penting untuk memperjelas governance plays a critical role in clarifying roles,
pembagian tanggung jawab dan tindakan spesifik responsibilities, and specific actions to be taken in
yang akan diambil dalam mengatasi, mengevaluasi, addressing, evaluating, and managing climate-
dan menangani isu-isu terkait iklim. related issues.
Direksi dan Komite Pengawasan Board of Directors and Oversight Committees
United Tractors memiliki struktur organisasi United Tractors has established a sustainability
keberlanjutan dalam mengelola aspek ESG, yang governance structure to manage ESG, led directly
dipimpin langsung oleh Direksi. Perseroan menunjuk by the Board of Directors. The Company appointed
Director in Charge (DIC) of Sustainability, yang a Director in Charge (DIC) of Sustainability to be
bertanggung jawab mengoordinasikan serta responsible for coordinating and providing strategic
memberikan arahan strategis terkait perencanaan directions on planning and decision-making in
dan pengambilan keputusan dalam menghadapi addressing climate change challenges. The DIC of
tantangan perubahan iklim. DIC Sustainability juga Sustainability also oversees and reviews key action
bertugas meninjau dan mengawasi strategi rencana plan strategies, acquisition and divestment policies,
aksi utama, kebijakan akuisisi dan divestasi, serta and monitors performance through the evaluation
memantau kinerja melalui evaluasi target, inisiatif of targets, sustainability initiatives, and strategic
keberlanjutan, dan isu strategis yang tertuang dalam issues outlined in the Triple-P Roadmap Strategy,
Triple-P Roadmap Strategy dan diterapkan dengan implemented using the Plan-Do-Check-Action
pendekatan Plan-Do-Check-Action (PDCA). Seluruh (PDCA) approach. All processes are regularly reported
proses ini secara berkala dilaporkan kepada Direksi, to the Board of Directors, the Board of Commissioners,
Dewan Komisaris, atau komite terkait sesuai kebutuhan. or relevant committees as needed.
SEOJK E.1 SEOJK E.1
Perseroan menyelenggarakan Board Sustainability The Company holds Board Sustainability Meetings
Meeting minimal 4 (empat) kali dalam setahun untuk at least 4 (four) times a year to discuss various
membahas berbagai aspek keberlanjutan, termasuk sustainability, including strategies, initiatives,
strategi, inisiatif, target, serta evaluasi dampak targets, and evaluations of any operational
operasional. Pada tahun 2025, Perseroan telah impacts. In 2025, the Company has convened 4
menyelenggarakan 4 (empat) kali pertemuan dalam (four) meetings during this year as part of strategic
setahun terkait forum strategis untuk mengevaluasi forum to evaluate sustainability performance,
kinerja keberlanjutan, termasuk pengelolaan including GHG emissions management, progress on
emisi GRK, kemajuan inisiatif dekarbonisasi, upaya decarbonization initiatives, climate adaptation efforts,
adaptasi iklim, serta pengungkapan terkait iklim. and climate-related disclosures. Subsequently,
Selanjutnya, hasil Board Sustainability Meeting the outcomes of the Board Sustainability Meeting
digunakan sebagai landasan bagi Perseroan serve as the basis for the the Company's
dalam melakukan perbaikan berkelanjutan. continuous improvement efforts.
GRI 2-9, 2-12, 2-14 GRI 2-9, 2-12, 2-14
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Selain itu, Perseroan membentuk Komite The Company has also established an Environmental,
Environmental, Social, and Governance (ESG) yang Social, and Governance (ESG) Committee, responsible
bertanggung jawab mengoordinasikan implementasi for coordinating implementation of ESG aspects
aspek ESG di seluruh unit usaha, baik di United Tractors across all business units within United Tractors and
maupun anak perusahaan. Komite ESG juga bertugas its subsidiaries. The ESG Committee also ensures that
memastikan pelaksanaan strategi keberlanjutan sustainability strategies are aligned with the Triple-P
selaras dengan Triple-P Roadmap Strategy. Roadmap Strategy.
Peran Manajemen dalam Menilai dan Management Role in Assessing and Managing
Mengelola Risiko dan Peluang Terkait Iklim Climate-Related Risks and Opportunities
DIC Sustainability, didukung oleh Komite The DIC of Sustainability, supported by the Steering
Penyelenggara dan Komite ESG, mendelegasikan Committee and the ESG Committee, delegates
peran masalah iklim kepada Sekretariat di bawah tim climate-related responsibilities to the Secretariat
Manajemen Risiko. under the Risk Management team.
Peran Organ Tata Kelola United Tractors dalam Pengelolaan ESG
Roles of United Tractors’ Governance Bodies in ESG Management
Komite Penyelenggara Sekretariat
Steering Committee Secretariat
Memastikan seluruh program ESG, termasuk program • Memastikan informasi dikomunikasikan dengan benar
terkait iklim, diimplementasikan di seluruh instalasi kepada Komite Teknis dan Komite Manajemen Grup UT.
Perseroan, sejalan dengan target yang telah ditetapkan. Ensures that information is properly communicated
Ensures that all ESG programs, including climate-related to the Technical Committee and the UT Group
initiatives, are implemented across the Company’s Management Committee.
operations in line with established targets. • Mengomunikasikan data terkait perubahan iklim yang
menjadi perhatian Komite Teknis Grup UT dan terkait
dengan kerangka kerja ESG.
Communicates climate-related data of concern to the
UT Group Technical Committee in alignment with the
ESG framework.
• Mengumpulkan data terkait iklim dari Grup UT.
Collects climate-related data from the UT Group.
Komite Teknis Komite Manajemen
Technical Committee Management Committee
• Melaksanakan program terkait perubahan iklim, sesuai • Mengomunikasikan data terkait perubahan iklim dari
dengan target yang telah ditentukan. setiap perusahaan yang terkait dengan Komite Teknis
Implements climate change-related programs in dan kerangka kerja ESG.
accordance with established targets. Communicates climate-related data from each
• Mencatat dan melaporkan program terkait perubahan company to the Technical Committee in alignment
iklim, sesuai dengan target yang telah ditentukan. with the ESG framework.
Records and reports climate-related programs in line • Mengonfirmasikan dan menginformasikan data
with defined targets. terkait perubahan iklim dari setiap perusahaan.
• Memastikan program yang ditugaskan kepada setiap Confirms and disseminates climate-related data
komite teknis sesuai dengan siklus PDCA. from each company.
Ensures that programs assigned to each technical
committee are implemented in accordance with the
PDCA cycle.
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Ketahanan Iklim
Tim Komunikasi ESG Tim Operasional
ESG Communications Team Operational Teams
• Mengomunikasikan dan menyebarkan informasi • Mengembangkan dan mengimplementasikan
terkait iklim kepada pemangku kepentingan internal program terkait iklim sesuai target Komite Teknis Grup
dan eksternal. UT yang telah ditetapkan oleh Komite Penyelenggara.
Communicates and disseminates climate-related Develop and implement climate-related programs in
information to internal and external stakeholders. line with the UT Group Technical Committee targets
• Meningkatkan reputasi positif Perseroan terkait iklim. established by the Steering Committee.
Enhances the Company’s positive climate-related • Melaporkan data dan dokumen terkait iklim kepada
reputation. Komite Teknis Grup UT.
Report climate-related data and documentation to
the UT Group Technical Committee.
Manajemen Risiko Iklim
Climate Risk Management
Mengidentifikasi dan Menilai Risiko Identifying and Assessing
Terkait Iklim Climate-Related Risks
Corporate Risk Management Department secara The Corporate Risk Management Department
berkala memeriksa beberapa risiko utama periodically reviews the Company’s key risks,
Perseroan, termasuk berkolaborasi dengan Corporate including through collaboration with the Corporate
Sustainability Department untuk mendefinisikan Sustainability Department to define climate-
risiko terkait iklim. Risiko dan peluang yang telah related risks. Identified risks and opportunities are
diidentifikasi kemudian akan dilaporkan kepada subsequently reported to the relevant stakeholders
para pemangku kepentingan untuk diukur dan dinilai for measurement and prioritization through scenario
berdasarkan skala prioritas dalam analisis skenario. analysis. In this process, the DIC of Sustainability
Dalam proses ini, DIC Sustainability mengawasi dan oversees and approves the priority climate-related
menyetujui risiko dan peluang prioritas. risks and opportunities.
Dalam penentuan prioritas risiko dan peluang, In prioritizing risks and opportunities, the Company
Perseroan mempertimbangkan signifikansi dampak considers the significance of impacts on business
terhadap kelangsungan usaha, tingkat urgensi, continuity, the level of urgency, the likelihood and
kemungkinan dan tingkat keparahan dampak, serta severity of impacts, as well as their relevance across
relevansinya terhadap beragam operasi bisnis Grup the diverse business operations of the UT Group.
UT. Perseroan melibatkan berbagai fungsi guna The Company involves multiple functions to obtain
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mendapatkan berbagai sudut pandang mengenai diverse perspectives on climate-related issues and
iklim serta mempertimbangkan hasil penelitian dan also takes into account findings from research and
publikasi mengenai tren dalam isu iklim. publications on emerging climate trends.
Kemudian, temuan dari analisis tersebut akan Subsequently, the findings serve as inputs to update
menjadi masukan untuk memperbarui daftar risiko the climate risk register and climate risk assessments,
dan penilaian risiko iklim agar selaras dengan ensuring alignment with the evolving climate change
dinamika lanskap perubahan iklim dan perubahan landscape and related regulatory developments.
peraturan perundang-undangan terkait.
Mengelola Risiko Terkait Iklim Managing Climate-Related Risks
United Tractors telah memulai dan akan terus United Tractors has initiated, and periodically
memantau risiko terkait iklim secara berkala, yang monitors, climate-related risks as a basis for
digunakan sebagai landasan dalam upaya mitigasi mitigation efforts and measures. The Company has
dan pengembangan mitigasi. Perseroan juga telah also established decarbonization initiatives as part of
menetapkan inisiatif dekarbonisasi yang tercakup the UT 2030 Sustainability Aspirations.
dalam Aspirasi Keberlanjutan 2030 UT.
Perseroan telah memetakan risiko fisik dan transisi The Company has mapped both physical and
dari hasil analisis skenario iklim, yang selanjutnya transition risks based on the results of climate
digunakan untuk meningkatkan ketahanan Perseroan scenario analysis, which are subsequently used to
melalui proses manajemen risiko. strengthen the Company’s resilience through its risk
management processes.
Pengelolaan Risiko Terkait Iklim Climate-Related Risk Management
1. Eksplorasi peluang bisnis baru dari produk dan 1. Exploration of new business opportunities from low-
layanan rendah emisi karbon, penilaian paparan carbon products and services, assessment of the
aset Perseroan yang bergantung pada batu bara Company’s asset exposure to coal and fossil fuel-
dan bahan bakar fosil, serta secara bertahap beralih dependent activities, and a gradual transition from
dari portofolio batu bara sebagai wujud nyata coal-related portfolios as a tangible commitment
komitmen terhadap Aspirasi Keberlanjutan 2030 UT. to the UT 2030 Sustainability Aspirations.
2. Pengelolaan kehutanan melalui program 2. Forest management through post-mining
pascatambang kehutanan sebagai sistem reforestation programs as a carbon sequestration
penangkapan karbon untuk mengurangi jejak karbon. system to reduce the Company’s carbon footprint.
3. Kajian terus-menerus terhadap jejak karbon 3. Ongoing assessment of carbon footprint and
dan peluang bagi pendekatan energi ramah opportunities for environmentally friendly energy
lingkungan untuk mempertahankan kemajuan approaches to maintain progress toward the
dalam pencapaian target iklim Grup UT, serta Group’s climate targets, while also exploring
menjajaki peluang lain yang dapat dimanfaatkan additional opportunities to be leveraged in future
dalam strategi dan inisiatif iklim pada masa climate strategies and initiatives, such as carbon
depan, seperti penyeimbangan karbon dan balancing and progressive mine rehabilitation
layanan rehabilitasi pertambangan progresif services to restore biodiversity in mining
untuk memulihkan keanekaragaman hayati dalam operations.
operasi pertambangan.
4. Mitigasi keterlambatan dan disrupsi terhadap 4. Mitigation of delays and operational disruptions
operasional melalui strategi kekurangan air serta through water scarcity management strategies
perubahan rute pengiriman ketika permukaan and adjustments to shipping routes during periods
sungai rendah. of low river water levels.
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5. Peningkatan kebijakan Keselamatan, Kesehatan, 5. Enhancement of Occupational Safety, Health,
dan Lingkungan serta strategi tanggap darurat and Environment (OSHE) policies and emergency
untuk memperhitungkan bahaya terkait iklim. response strategies to account for climate-
Perseroan akan terus melengkapi karyawan related hazards. The Company continues to
dengan informasi dan pendidikan yang equip employees with appropriate information
tepat mengenai penyakit akibat panas, serta and education on heat-related illnesses and to
meningkatkan sistem peringatan dini. strengthen early warning systems.
6. Penguatan tata kelola perusahaan, dokumentasi, 6. Strengthening corporate governance,
sistem pengumpulan data, pengungkapan metrik documentation, data collection systems, and the
terkait perubahan iklim dan kemajuan terhadap disclosure of climate-related metrics and progress
kerangka kerja terkemuka seperti IFRS, serta in alignment with leading frameworks such as IFRS,
terus menjalin hubungan dengan pemangku while maintaining ongoing engagement with the
kepentingan Perseroan. Company's stakeholders.
Mengintegrasikan Risiko Terkait Iklim ke Integrating Climate-Related Risks into the
Dalam Kerangka Kerja Manajemen Risiko Risk Management Framework
United Tractors mengintegrasikan risiko-risiko terkait UT integrates the identified climate-related risks into
iklim yang telah diidentifikasi ke dalam Kerangka Kerja its Risk Management Framework as strategic risks.
Manajemen Risiko sebagai risiko strategis. Selanjutnya, Going forward, the Company plans to further expand
Perseroan berencana memperluas proses Enterprise Enterprise Risk Management (ERM) processes to
Risk Management (ERM) agar mencakup risiko terkait comprehensively incorporate climate-related risks,
iklim dengan berbagai langkah, di antaranya: including:
• Memastikan pengumpulan data dampak iklim • Ensure the adequate collection of long-term
jangka panjang yang memadai di seluruh climate impact data across all business units to
dunia usaha untuk pengembangan metrik support the development of adaptation/mitigation
adaptasi/mitigasi. metrics.
• Mempertimbangkan perubahan iklim dalam • Consider climate change in investments related
investasi untuk retrofit, kriteria desain, dan perluasan to retrofitting, design criteria, and the expansion of
bangunan di wilayah dengan paparan tinggi. buildings in areas with high exposure.
• Memberikan wawasan dan berbagi pengalaman • Provide insights and share experiences on climate
untuk proyek ketahanan iklim dan dekarbonisasi resilience and decarbonization projects across
antar unit bisnis dan mitra. business units and with partners.
• Mempertimbangkan pelatihan kesadaran iklim • Consider climate awareness training aligned with
yang sejalan dengan perusahaan induk, yaitu the parent company, Astra International.
Astra International.
• Memperluas mitigasi dan pengendalian yang • Expand existing mitigation measures and
ada saat ini untuk mengelola risiko dan peluang controls to manage key risks and opportunities
utama, melalui peningkatan sistem pemantauan by enhancing monitoring systems to also cover
untuk mencakup risiko dan peluang transisi. transition-related risks and opportunities.
• Mendorong penelitian mengenai alternatif rendah • Encourage research into low-carbon alternatives
karbon dan memperluas kemitraan dengan and expand partnerships with suppliers and other
pemasok dan pemangku kepentingan lain untuk stakeholders to promote engagement in value
mendorong keterlibatan dalam melakukan chain decarbonization.
dekarbonisasi rantai nilai.
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Strategi Terkait Iklim
Climate-Related Strategy
Perubahan iklim kini telah menjadi salah satu Climate change is one of the most significant
tantangan terbesar yang dihadapi oleh komunitas challenges facing the global community and
global, termasuk pelaku usaha. Kegiatan bisnis dapat business activities may be affected by both physical
terpengaruh oleh dampak fisik dan dampak transisi and transitional impacts of climate change. Yet,
akibat perubahan iklim. Namun, perubahan iklim juga climate change may also present opportunities for
dapat menghadirkan peluang bagi Perseroan untuk the Company to enhance performance.
meningkatkan kinerja.
Risiko dan Peluang Terkait Iklim Climate-Related Risks and Opportunities
GRI 201-2 GRI 201-2
United Tractors telah mengidentifikasi, menguji, dan United Tractors has identified, assessed, and prioritized
memprioritaskan risiko serta peluang utama terhadap key risks and opportunities affecting its business
operasional bisnis dengan mempertimbangkan operations by considering the level of vulnerability
tingkat kerentanan aset dan operasional akibat of assets and operations to climate-related impacts.
dampak iklim. Selain itu, Perseroan menerapkan In addition, the Company implements mitigation
strategi mitigasi yang mencakup dukungan strategies that include infrastructure support, risk
infrastruktur, sistem manajemen risiko, adaptasi management systems, technology adaptation,
teknologi, kolaborasi dengan pihak ketiga, program collaboration with third parties, energy efficiency
efisiensi energi, dan portofolio hijau agar dapat programs, and the development of a green portfolio
merespons perubahan iklim secara efektif. to effectively respond to climate change.
Identifikasi Risiko dan Peluang Terkait Iklim yang Teridentifikasi
Identification of Climate-Related Risks and Opportunities
Risiko dan Peluang Definisi Penggerak Prioritas
Risk and Opportunity Definition Priority Drivers
Fisik Akut Timbul dari peristiwa cuaca ekstrem seperti banjir, Hujan/banjir ekstrem (sehubungan dengan
Physical Acute gelombang badai, dan kebakaran hutan. tren curah hujan jangka panjang) dan
Arising from extreme weather events such as kebakaran hujan.
floods, storms, and wildfires. Extreme rainfall/flooding (in relation to
long-term rainfall trends) and forest fires.
Kronis Timbul dari proses iklim yang berubah dalam Peningkatan suhu dan panas yang ekstrem.
Chronic skala waktu lebih lama, seperti kenaikan suhu dan Increased temperatures and extreme heat.
permukaan laut, serta perubahan curah hujan.
Arising from long-term climate processes, such as
increases in temperature and sea levels, as well
as changes in precipitation patterns.
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Risiko dan Peluang Definisi Penggerak Prioritas
Risk and Opportunity Definition Priority Drivers
Transisi Kebijakan Perubahan peraturan untuk pembatasan emisi Kebijakan dan peraturan pengurangan
Transition dan Hukum GRK dengan penekanan pada operasi dan produk emisi akan meningkatkan biaya
Policy yang intensif menghasilkan emisi karbon. operasional dan produk yang secara intens
and Legal Changes in regulations to limit GHG emissions, menghasilkan emisi.
with a focus on operations and products that are Policies and regulations on emissions
carbon-intensive. reduction may increase operational
and product costs for activities that are
inherently emissions-intensive.
Teknologi Adopsi teknologi dan inovasi yang mendukung Langkah-langkah inovasi teknologi dapat
Technology pengurangan emisi sebagai investasi potensial menawarkan inovasi rantai pasokan
yang diperlukan untuk mencapai efisiensi. teknologi rendah emisi.
The adoption of technologies and innovations Technological innovation measures may
that support emissions reduction as potential offer low-emission technology supply chain
investments required to achieve efficiency. solutions.
Pasar Turunnya permintaan terhadap produk-produk Permintaan alat berat dalam skenario
Market yang intensif emisi pada masa depan, atau emisi nol bersih berkurang secara signifikan
sebaliknya, naiknya permintaan terhadap produk karena menurunnya permintaan batu bara
dan layanan rendah karbon. dan jasa terkait.
A decline in future demand for emissions- Demand for heavy equipment under a
intensive products, or conversely, an increase in net zero emissions scenario decreases
demand for low-carbon products and services. significantly due to reduced demand for
coal and related services.
Reputasi Ekspektasi dan persepsi pemangku kepentingan Harapan para pemangku kepentingan
Reputation terkait upaya-upaya keberlanjutan yang terhadap upaya mengatasi perubahan
dilakukan organisasi. iklim akan terus meningkat.
Stakeholder expectations and perceptions Stakeholder expectations regarding efforts
regarding the organization’s sustainability efforts. to address climate change will continue to
increase.
Analisis Skenario Iklim Climate Scenario Analysis
United Tractors telah melakukan analisis skenario United Tractors has conducted a climate scenario
iklim untuk memahami risiko dan peluang terkait analysis to understand climate change-related risks
perubahan iklim yang penting bagi Perseroan and opportunities that affect the Company under
dalam berbagai kondisi pada masa depan. Analisis various future conditions. The analysis considers
skenario ini mempertimbangkan perubahan iklim both physical and transitional climate risks, as well
secara fisik maupun transisi dan faktor pendorong as key socio-economic drivers, as hypotheses of
sosial-ekonomi sebagai hipotesis mengenai apa potential developments over the short, medium, and
yang mungkin dapat terjadi dalam jangka pendek long-term.
hingga panjang.
Kerangka Waktu
Timeframe
1-5
Jangka Pendek Tahun
Short-term years
5-15
Jangka Menengah Tahun
Medium-term years
>15
Jangka Panjang Tahun
Long-term years
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Climate Resilience Analisis Skenario Iklim Climate Scenario Analysis Pemanasan di Bawah Pemanasan 2 hingga 3°C Pemanasan di Atas 3°C Aksi 2°C Aksi Iklim Agresif Target dan Kebijakan Saat Ini Iklim Terbatas (Skenario Emisi Rendah) (Skenario Transisi) (Skenario Emisi Tinggi) Warming Below 2°C Aggressive Warming of 2 to 3°C Warming Above 3°C Limited Climate Action Current Targets and Policies Climate Action (Low-Emissions Scenario) (Transition Scenario) (High-Emissions Scenario) Deskripsi | Description Deskripsi | Description Deskripsi | Description Skenario emisi rendah yang mewakili Skenario emisi sedang hingga tinggi Skenario emisi tinggi yang skenario pengurangan emisi agresif yang mewakili kebijakan tertunda merepresentasikan dasar kenaikan untuk memenuhi Perjanjian Paris. dan berbeda serta menyebabkan emisi global jika pemerintah dan Ditandai dengan kolaborasi global penurunan emisi secara lambat. Emisi pasar tidak melakukan perubahan pemerintah, masyarakat, dan industri dibatasi berdasarkan kebijakan yang terhadap kebijakan dan investasi untuk mendorong dekarbonisasi ada dan komitmen yang diumumkan, rendah karbon. Skenario ini tidak secara cepat. Kebijakan yang ketat dan termasuk kontribusi yang ditentukan sejalan dengan Perjanjian Paris inovasi teknologi membantu mencapai secara nasional, tetapi masih belum mengenai pemanasan di bawah net zero emission sebelum tahun 2060. dapat mencapai target Perjanjian Paris. 2°C pada 2100. A low-emissions scenario A medium to high-emissions A high-emissions scenario representing aggressive emissions scenario representing delayed representing a baseline trajectory of reduction efforts to meet the Paris and uneven policies, resulting in a rising global emissions if governments Agreement. It is characterized slower pace of emissions reduction. and markets do not implement by global collaboration among Emissions are constrained based changes to low-carbon policies and governments, society, and industry to on existing policies and announced investments. This scenario is not accelerate decarbonization. Stringent commitments, including nationally aligned with the Paris Agreement policies and technological innovation determined contributions, but remain objective of limiting warming to below support the achievement of net zero insufficient to achieve the targets of 2°C by 2100. emission before 2060. the Paris Agreement. Analisis | Analysis Analisis | Analysis Analisis | Analysis Fisik: SSP1-2.6/RCP4.5 Transisi: Kebijakan NGFS Saat Ini Fisik: SSP5-8.5/RCP8.5 Physical: SSP1-2.6/RCP4.5 Transition: NGFS Current Policies Physical: SSP5-8.5/RCP8.5 Transisi: NGFS Emisi Nol Bersih NGFS 2060 Transition: NGFS Net Zero Emission 2060 Keterangan: Notes: SSP: Jalur Sosial Ekonomi Bersama SSP: Shared Socioeconomic Pathways RCP: Jalur Konsentrasi Representatif RCP: Representative Concentration Pathways NGFS: Menghijaukan Sistem Keuangan NGFS: Network for Greening the Financial System PT United Tractors Tbk - 2025 Sustainability Report 153
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Hasil kajian tersebut kemudian dibandingkan The assessment results were subsequently compared
dengan skenario Enhanced Nationally Determined with Indonesia’s Enhanced Nationally Determined
Contribution (ENDC) Indonesia serta dianalisis Contribution (ENDC) scenario and analyzed in
bersama data internal Perseroan, termasuk informasi conjunction with the Company’s internal data, including
geografi, energi, dan emisi, untuk menilai ketahanan geographic, energy, and emissions information, to
strategi dan portofolio bisnis dalam berbagai skenario evaluate the resilience of its strategy and business
perubahan iklim. portfolio across various climate change scenarios.
Hasil Analisis Risiko dan Peluang Terkait Iklim terhadap Bisnis, Strategi, dan Perencanaan Keuangan
United Tractors
Results of the Analysis of Climate-Related Risks and Opportunities on United Tractors’ Business, Strategy,
and Financial Planning
Kerangka
Dampak Potensial Solusi Mitigasi dan Adaptasi
Waktu
Potential Impact Mitigation and Adaptation Solutions
Timeframe
Fisik | Physical
Akut | Acute
R Hujan/banjir ekstrem | Extreme rainfall/floods
1. Dampak terhadap • Peningkatan premi asuransi akibat kerusakan aset, Jangka pendek • Penerapan mitigasi dan pencegahan
Biaya/Pendapatan infrastruktur, dan peralatan. hingga jangka bahaya, seperti peningkatan kapasitas
Operasional, Increased insurance premiums due to damage to assets, panjang drainase/pompa banjir, dan pelatihan
Belanja Modal, dan infrastructure, and equipment. Short to long- karyawan.
Rantai Pasok Hulu term Implementation of hazard mitigation
• Waktu henti operasional, rantai pasokan, dan
Impact on produktivitas manufaktur. and prevention measures, such as
Operating Costs/ increasing drainage/flood pump
Operational downtime affecting supply chains and
Revenues, Capital capacity, and employee training.
manufacturing productivity.
Expenditure, and • Kolaborasi dengan pemasok untuk
Upstream Supply • Biaya pompa air dan listrik meningkat di lokasi
mengevaluasi ketahanan dan
Chain pengeboran.
mendukung perencanaan risiko.
Higher water pumping and electricity costs at drilling
Collaboration with suppliers to assess
sites.
resilience and support risk planning.
2. Disrupsi/Penurunan • Gangguan terhadap produktivitas tenaga kerja. • Memantau kejadian dan insiden
Produktivitas Disruptions to workforce productivity. ekstrem, seperti tanah longsor dan
Karyawan banjir, serta tinjauan terhadap
• Keterbatasan akses lokasi karena genangan air/banjir.
Disruption/Decline kebijakan kesejahteraan karyawan.
Restricted access to sites due to waterlogging/flooding.
in Employee Monitoring extreme events and
Productivity • Dampak kesehatan akibat penyakit yang ditularkan incidents, such as landslides and
melalui air dan penyakit yang disebabkan oleh nyamuk. floods, as well as reviewing employee
Health impacts from waterborne diseases and mosquito- welfare policies.
borne illnesses. • Perancangan model potensi dampak
• Hilangnya waktu/penurunan produktivitas karyawan finansial dari paparan risiko iklim pada
karena akomodasi terkena banjir. masa depan.
Loss of working time and reduced employee productivity Development of models to assess
due to flooded accommodation facilities. potential future financial impacts from
climate risk exposure.
3. Dampak terhadap Migrasi bahan/limbah berbahaya ke luar lokasi
Rantai Pasokan Hilir (dampak reputasi/finansial).
Impact on Migration of hazardous materials/waste off-site
Downstream Supply (reputational and financial impacts).
Chain
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Kerangka
Dampak Potensial Solusi Mitigasi dan Adaptasi
Waktu
Potential Impact Mitigation and Adaptation Solutions
Timeframe
Tindak Lanjut Solusi Mitigasi dan Adaptasi | Follow-up Actions for Mitigation and Adaptation Solutions
1. Pendekatan untuk memitigasi dan pencegahan bahaya
a. Pembentukan Tim Kesiapsiagaan Tanggap Darurat (TKTD).
b. Pembuatan kebijakan mitigasi bahaya banjir melalui Instruksi Kerja untuk Siaga dan Penanganan Banjir.
c. Menerapkan emergency response plan (ERP) sebagai mitigasi bahaya bencana banjir yang berkaitan dengan dampak terhadap produktivitas
operasional.
d. Memperkuat ketahanan infrastruktur sebagai pencegahan bahaya fisik, seperti penerapan sistem drainase yang mampu menampung air hujan.
e. Perlindungan asuransi untuk kerusakan aset fisik.
2. Kolaborasi dengan vendor atau pihak ketiga
Dalam beberapa kasus, United Tractors telah berkolaborasi dengan pihak ketiga dalam mengevaluasi ketahanan terhadap risiko banjir dan hujan
ekstrem, seperti:
a. Bekerja sama dengan pihak-pihak eksternal dalam peningkatan pemahaman kepada karyawan dan penanganan banjir.
b. Bekerja sama dengan Pemerintah dalam penanganan evakuasi korban banjir dan peningkatan kompetensi Tim TKTD.
c. Membentuk tim darurat, tim bencana, dan tim Search and Rescue (SAR) di lokasi kerja yang bekerja sama dengan lembaga pemerintah.
3. Sistem atau perangkat untuk memantau peristiwa dan insiden ekstrem
a. Memiliki sistem TKTD yang terintegrasi dengan kantor pusat sehingga dalam kejadian ekstrem, sistem tersebut dapat diaktifkan untuk
memantau kondisi cuaca, melakukan pendataan karyawan, serta melaksanakan evakuasi jika diperlukan.
b. Sebagian anak perusahaan telah memiliki satelit and ground based radar untuk mengidentifikasi perubahan topografi untuk melihat potensi tanah
longsor.
4. Penerapan Business Continuity Plan (BCP) dengan pengembangan metode yang lebih akurat untuk memastikan perseroan dapat memberikan
pelayanan optimal bagi pelanggan.
1. Approach to hazard mitigation and prevention
a. Establishment of an emergency response preparedness team (ERT).
b. Development of flood hazard mitigation policies through Work Instructions for Flood Preparedness and Response.
c. Implementation of an Emergency Response Plan (ERP) as a mitigation measure for flood-related hazards that may affect operational
productivity.
d. Strengthening infrastructure resilience as a preventive measure against physical hazards, including the implementation of drainage systems
capable of accommodating heavy rainfal.
e. Insurance coverage to protect against damage to physical assets.
2. Collaboration with vendors or third parties
In certain cases, United Tractors has collaborated with third parties to assess resilience to flood and extreme rainfall risks, including:
a. Working with external parties to enhance employee awareness and flood response capabilities.
b. Collaborating with government authorities in flood evacuation efforts and in strengthening the competencies of the ERT.
c. Establishing emergency teams, disaster response teams, and Search and Rescue (SAR) teams at work sites in cooperation with government
agencies.
3. Systems or tools to monitor extreme events and incidents
a. Operating an integrated TKTD system connected to head office, which can be activated during extreme events to monitor weather conditions,
track employee status, and carry out evacuations when necessary.
b. Several subsidiaries have deployed satellite and ground-based radar systems to identify topographical changes and assess potential landslide
risks.
4. Implementation of a Business Continuity Plan (BCP), including the development of more accurate methods to ensure the Company can continue to
provide optimal services to customers.
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Ketahanan Iklim
Kerangka
Dampak Potensial Solusi Mitigasi dan Adaptasi
Waktu
Potential Impact Mitigation and Adaptation Solutions
Timeframe
R Kebakaran hutan | Forest fires
1. Dampak terhadap • Peningkatan premi asuransi akibat kerusakan aset. Jangka pendek • Penerapan mitigasi dan pencegahan
Biaya Operasional/ Increased insurance premiums due to asset damage. sampai jangka bahaya, seperti perencanaan tindakan
Pendapatan dan panjang dan pengadaan alat untuk mengelola
• Infrastruktur dan peralatan rusak.
Dampak terhadap Short to kebakaran hutan, serta pelatihan
Belanja Modal Damage to infrastructure and equipment. karyawan.
long-term
Impact on Implementation of hazard mitigation
Operating Costs/ and prevention measures, such as
Revenues and action planning and the procurement
Capital Expenditure of equipment to manage forest fires, as
well as employee training.
2. Disrupsi/Penurunan • Isu kesehatan terkait asap dan indeks kualitas udara
Produktivitas yang buruk. • Pemantauan insiden dan peninjauan
Karyawan kebijakan kesejahteraan karyawan
Health issues related to smoke exposure and poor
secara teratur.
Disruption/Decline air quality.
in Employee Regular monitoring of incidents and
• Hilangnya waktu/penurunan produktivitas karyawan.
Productivity periodic review of employee welfare
Loss of working time and reduced employee productivity. policies.
• Keterbatasan akses lokasi penerbangan akibat asap • Pembuatan model potensi dampak
kebakaran hutan. finansial dari paparan risiko iklim pada
Restricted access to flight locations due to forest fire haze. masa depan.
Development of models to assess the
potential financial impacts of future
climate risk exposure.
Tindak Lanjut Solusi Mitigasi dan Adaptasi | Follow-up Actions for Mitigation and Adaptation Solutions
1. a. Pembentukan gugus tugas terkait penanganan dampak dari kebakaran hutan yang juga menjadi bagian dari TKTD.
b. Pembuatan kebijakan secara umum terkait penanganan dan penanggulangan bencana saat tanggap darurat.
c. Dalam penanganan bencana kebakaran hutan dan lahan (karhutla), TKTD United Tractors melakukan identifikasi atas potensi titik panas untuk
memantau potensi bencana karhutla dan selanjutnya melakukan langkah perlindungan terhadap karyawan, seperti distribusi APD khusus
penanganan debu dan asap serta P3K yang disesuaikan dengan bencana Karhutla serta pengaturan penyiraman lahan (debu).
d. Menyediakan fasilitas kesehatan di area perusahaan untuk penanganan pertama apabila karyawan memiliki keluhan kesehatan.
e. Bekerja sama dengan rumah sakit terdekat apabila ada karyawan yang membutuhkan penanganan lebih lanjut akibat dampak kebakaran hutan.
2. Dalam memantau kondisi kesehatan karyawan, United Tractors melakukan medical check up secara rutin setiap tahun dengan pengukuran
spirometer bagi pekerja yang bekerja di area luar ruangan.
3. Penerapan Business Continuity Plan (BCP) dengan pengembangan metode yang lebih akurat untuk memastikan perseroan dapat memberikan
pelayanan optimal bagi pelanggan.
1. a. Establishment of a task force to address the impacts of forest fires, which also forms part of the ERT.
b. Development of general policies related to disaster management and emergency response.
c. In managing forest and land fire incidents, United Tractors’ ERT identifies potential hotspots to monitor fire risks and implements protective measures
for employees, such as the distribution of specialized PPE for dust and smoke exposure, first aid kits tailored to forest and land fire conditions, and
land watering arrangements to control dust.
d. Provision of healthcare facilities at company sites for initial treatment in the event employees experience health issues.
e. Collaboration with nearby hospitals for employees requiring further medical treatment due to the impacts of forest fires.
2. To monitor employee health conditions, United Tractors conducts routine annual medical check-ups, including spirometry testing for employees
working in outdoor areas.
3. Implementation of a Business Continuity Plan (BCP), including the development of more accurate methods to ensure the Company can continue to
deliver optimal services to customers.
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Climate Resilience
Kerangka
Dampak Potensial Solusi Mitigasi dan Adaptasi
Waktu
Potential Impact Mitigation and Adaptation Solutions
Timeframe
Kronis | Chronic
R Kekeringan/musim kemarau berkepanjangan | Drought/prolonged dry season
1. Disrupsi/Penurunan Penurunan produktivitas akibat minimnya ketersediaan air. Jangka pendek • Pemantauan insiden dan peninjauan
Produktivitas Reduced productivity due to limited water availability. sampai jangka kebijakan hubungan masyarakat.
Karyawan panjang Monitoring of incidents and review of
Disruption/ Short to public relations policies.
Reduced Employee long-term
• Penilaian, perencanaan, dan
Productivity
pemantauan produksi, utilisasi mesin,
2. Dampak terhadap • Ketinggian air yang rendah menghambat pengiriman logistik, dan pengiriman.
Rantai Pasokan batu bara/mineral melalui sungai. Assessment, planning, and monitoring
Hulu Low water levels disrupting coal/mineral transportation of production, equipment utilization,
Impact on through rivers. logistics, and deliveries.
Upstream Supply • Kekurangan daya listrik akibat peningkatan kebutuhan • Pembuatan model potensi dampak
Chain AC, sementara pembangkit listrik tenaga air menurun. finansial dari paparan risiko iklim pada
Power shortages driven by higher air-conditioning masa depan.
demand while hydropower generation declines. Development of models to estimate
potential future financial impacts from
3. Dampak terhadap • Risiko reputasi ketidakseimbangan penggunaan air
exposure to climate-related risks.
Biaya/Pendapatan dibandingkan dengan masyarakat.
Operasional Reputational risks arising from perceived imbalances in
Impact on water use relative to surrounding communities.
Operating Costs/
• Peningkatan biaya kelebihan waktu pada tongkang dan
Revenue
pengangkutan batu bara.
Increased costs due to barge demurrage and coal
transportation delays.
Tindak Lanjut Solusi Mitigasi dan Adaptasi | Follow-up Actions for Mitigation and Adaptation Solutions
1. Identifikasi potensi bahaya melalui kerja sama dengan pihak ketiga.
2. Penerapan Business Continuity Plan (BCP) dengan pengembangan metode yang lebih akurat untuk mengantisipasi potensi kerugian finansial, guna
memastikan perlindungan aset yang optimal bagi United Tractors.
1. Identification of potential hazards through collaboration with third parties.
2. Implementation of a Business Continuity Plan (BCP) through the development of more accurate methods to anticipate potential financial losses,
ensuring optimal asset protection for United Tractors.
R Peningkatan suhu dan pemanasan ekstrem | Rising temperatures and extreme heat
1. Dampak terhadap • Ketidakefisienan dan kerusakan peralatan akibat Jangka pendek • Pemantauan insiden dan peninjauan
Biaya/Pendapatan panas berlebih. hingga jangka kebijakan hubungan masyarakat.
Operasional panjang Monitoring of incidents and review of
Equipment inefficiency and damage due to excessive heat.
Impact on Short to public relations policies.
• Kekurangan daya akibat permintaan AC yang lebih tinggi
Operating Costs/ long-term • Pembuatan model potensi dampak
ketika terjadi penurunan pembangkit listrik tenaga air.
Revenue finansial dari paparan risiko iklim pada
Power shortages resulting from higher air-conditioning
masa depan.
demand during periods of reduced hydropower generation.
Development of models to assess
2. Disrupsi/Penurunan Isu kesehatan (stres panas) dan penurunan produktivitas potential future financial impacts from
Produktivitas karyawan akibat gelombang panas. exposure to climate-related risks.
Karyawan Health issues (heat stress) and reduced employee
Disruption/ productivity due to heatwaves.
Reduced Employee
Productivity
Tindak Lanjut Solusi Mitigasi dan Adaptasi | Follow-up Actions for Mitigation and Adaptation Solutions
1. Identifikasi potensi bahaya melalui kerja sama dengan pihak ketiga.
2. Penerapan Business Continuity Plan (BCP) dengan pengembangan metode yang lebih akurat untuk memastikan Perseroan dapat memberikan
pelayanan optimal bagi pelanggan
1. Identification of potential hazards through collaboration with third parties.
2. Implementation of a Business Continuity Plan (BCP) through the development of more accurate methods to ensure the Company can continue to
deliver optimal services to customers.
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Ketahanan Iklim
Kerangka
Dampak Potensial Solusi Mitigasi dan Adaptasi
Waktu
Potential Impact Mitigation and Adaptation Solutions
Timeframe
Transisi | Transition
Kebijakan dan Hukum | Policy and Legal
R Kebijakan pajak karbon secara luas di Indonesia| | Broad carbon tax policies in Indonesia
1. Dampak terhadap • Peningkatan biaya operasional ketika bisnis Jangka pendek • Penetapan target penurunan emisi dan
Biaya/Pendapatan mengeluarkan emisi. Short-term program mitigasi.
Operasional Increased operating costs as a result of emissions Establishment of emission reduction
Impact on generated by business activities. targets and mitigation programs.
Operating Costs/ • Peningkatan biaya operasional melalui peningkatan • Penggantian kerugian, seperti panel
Revenue rantai pasokan sebagai biaya pemulihan. surya dan pembangkit listrik tenaga
Higher operating costs due to increased supply chain air mini, serta pembelian sertifikat
expenses related to remediation. energi terbarukan (renewable energy
certificate—REC).
• Penurunan reputasi dapat mengurangi penjualan jika
tidak sejalan dengan kebijakan. Deployment of replacement
measures, such as solar panels and
Reputational decline may lead to reduced sales if
mini-hydropower plants, as well as
business practices are not aligned with prevailing policies.
the purchase of Renewable Energy
Certificates (RECs).
• Peningkatan portofolio hijau/ramah
lingkungan.
Expansion of green/environmentally
friendly portfolios.
• Penerapan standar bangunan ramah
lingkungan.
Implementation of green building
standards.
Tindak Lanjut Solusi Mitigasi dan Adaptasi | Follow-up Actions for Mitigation and Adaptation Solutions
1. Penetapan target yang selaras dengan Aspirasi Keberlanjutan 2030 UT.
2. Program yang dilakukan pada aktivitas operasional antara lain penggunaan panel surya, pembelian REC, penggunaan biofuel, serta produk ramah
lingkungan lainnya.
3. Upaya portofolio hijau:
a. Meningkatkan pendapatan dari bisnis non-batu bara termal, seperti melalui diversifikasi bisnis di pertambangan mineral (emas dan nikel) serta
energi terbarukan (mini hydro, geothermal, dan waste-to-energy).
b. Menyediakan layanan produk rendah emisi, seperti PC200LCE-11 (ekskavator kelas 20 ton yang beroperasi penuh dengan tenaga listrik).
4. Kantor Pusat United Tractors memiliki standar bangunan hijau yang telah tersertifikasi oleh GBCI dengan status PLATINUM. Selain itu, United Tractors
juga mengembangkan sistem manajemen bangunan (building management system) yang mengintegrasikan standar-standar bangunan hijau di
area operasional United Tractors. Greenship Certification sistem meninjau beberapa hal, mencakup:
a. Pengembangan lokasi yang tepat.
b. Efisiensi dan konservasi energi.
c. Konservasi air.
d. Sumber daya material dan siklusnya.
e. Kesehatan dan kenyamanan dalam ruangan.
f. Pengelolaan bangunan dan lingkungan.
1. Establishment of targets aligned with UT 2030 Sustainability Aspirations.
2. Programs implemented across operational activities, including the use of solar panels, the purchase of RECs, the use of biofuels, and other
environmentally friendly products.
3. Green portfolio initiatives:
a. Increasing revenue from non-thermal coal businesses, including business diversification into mineral mining (gold and nickel) and renewable
energy (mini-hydro, geothermal, and waste-to-energy).
b. Providing low-emission product solutions, such as the PC200LCE-11 (a 20-ton class excavator fully powered by electricity).
4. United Tractors’ Head Office has adopted green building standards and has been certified PLATINUM by the Green Building Council Indonesia (GBCI).
In addition, United Tractors has developed a Building Management System (BMS) that integrates green building standards across its operational
areas. The Greenship Certification system assesses several aspects, including:
a. Appropriate site development.
b. Energy efficiency and conservation.
c. Water conservation.
d. Material resources and life-cycle management.
e. Indoor health and comfort.
f. Building and environmental management.
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Climate Resilience
Kerangka
Dampak Potensial Solusi Mitigasi dan Adaptasi
Waktu
Potential Impact Mitigation and Adaptation Solutions
Timeframe
Teknologi | Technology
R/O Efisiensi melalui otomatisasi dan teknologi | Efficiency through automation and technology
1. Dampak terhadap Kendaraan dengan emisi lebih rendah dapat mengurangi Jangka • Implementasi teknologi efisiensi energi.
Biaya/Pendapatan biaya operasional dan bahan bakar. menengah Implementation of energy efficiency
Operasional serta Lower-emission vehicles can reduce operating and fuel costs. Medium-term technologies.
Biaya Energi
• Pengalokasian dana untuk
Impact on peningkatan teknologi.
Operating Costs/
Allocation of funds for technology
Revenue and
upgrades.
Energy Costs
• Promosi pelibatan proaktif dan
2. Dampak terhadap • Otomatisasi pendinginan/pengendalian iklim dalam
penelitian terhadap peluang.
Biaya Energi fasilitas akan mengurangi biaya operasional.
Promotion of proactive engagement
Impact on Automation of cooling and climate control systems within
and research into opportunities.
Energy Costs facilities can reduce operating costs.
• Peningkatan efisiensi peralatan pengolahan dapat
mengurangi biaya operasional.
Improved efficiency of processing equipment can reduce
operating costs.
• Penggunaan energi terbarukan untuk mengurangi emisi
dan biaya operasional untuk penggunaan listrik.
The use of renewable energy can reduce emissions and
operating costs related to electricity consumption.
3. Dampak terhadap Peningkatan biaya untuk teknologi baru.
Belanja Modal Increased costs associated with new technologies.
Impact on Capital
Expenditure
Tindak Lanjut Solusi Mitigasi dan Adaptasi | Follow-up Actions for Mitigation and Adaptation Solutions
1. Penetapan program efisiensi energi misalnya penggunaan panel surya.
2. Pengembangan dan penyusunan anggaran strategis untuk optimalisasi teknologi dalam mendukung efisiensi energi secara berkelanjutan.
3. United Tractors mempromosikan dan proaktif terlibat untuk melihat peluang efisiensi energi dengan:
a. Memiliki tim yang bertanggung jawab terhadap pengelolaan energi dibawah kendali Corporate Sustainability Department
b. Mengadopsi standar manajemen energi seperti ISO 50001:2018 untuk memastikan bahwa praktik terbaik dalam efisiensi energi diterapkan secara
sistematis dalam seluruh operasi Perseroan.
c. Meningkatkan kesadaran kepada karyawan melalui kampanye, baik secara luring (pelatihan atau papan informasi) maupun daring melalui
berbagai kanal media sosial.
1. Establishment of energy efficiency programs, such as the use of solar panels.
2. Development and formulation of strategic budgeting to optimize technology deployment in support of sustainable energy efficiency.
3. United Tractors promotes and proactively engages in identifying energy efficiency opportunities through:
a. Establishing a dedicated team responsible for energy management under the supervision of the Corporate Sustainability Department.
b. Adopting energy management standards such as ISO 50001:2018 to ensure that best practices in energy efficiency are systematically
implemented across the Company’s operations.
c. Enhancing employee awareness through campaigns conducted both offline (e.g., training sessions or information boards) and online via various
digital and social media channels.
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Ketahanan Iklim
Kerangka
Dampak Potensial Solusi Mitigasi dan Adaptasi
Waktu
Potential Impact Mitigation and Adaptation Solutions
Timeframe
Pasar | Market
R/O Perubahan pasar dalam sektor | Market changes within the sector
1. Dampak terhadap • Perubahan pasar alat berat, pasokan energi, dan Jangka • Perluasan ke komoditas mineral.
Biaya/Pendapatan komoditas. panjang Expansion into mineral commodities.
Operasional Changes in the markets for heavy equipment, energy Long-term • Pemantauan kondisi pasar, model
Impact on supply, and commodities. eksposur risiko, dan pelibatan dengan
Operating Costs/ • Aliran pendapatan dengan peningkatan permintaan pemasok.
Revenue terhadap mineral yang digunakan dalam teknologi baru. Monitoring market conditions, risk
Revenue streams driven by increased demand for minerals exposure models, and engagement
used in new technologies. with suppliers.
• Peningkatan permintaan untuk kendaraan rendah emisi.
Rising demand for low-emission vehicles.
• Peningkatan permintaan kendaraan dengan jejak
karbon rendah.
Growing demand for products with a low carbon footprint.
Tindak Lanjut Solusi Mitigasi dan Adaptasi | Follow-up Actions for Mitigation and Adaptation Solutions
1. Diversifikasi bisnis: lini bisnis pertambangan mineral (emas dan nikel) serta energi terbarukan (run-of-river hydropower, geothermal,
dan waste-to-energy).
2. Melalui dukungan teknologi informasi digitalisasi, Perseroan memantau dan melakukan proyeksi pasar dan berkoordinasi rutin dengan vendor terkait.
1. Business diversification: mineral mining business lines (gold and nickel) as well as renewable energy (run-of-river hydropower, geothermal, and
waste-to-energy).
2. Through the support of digital information technology, the Company monitors and conducts market projections and maintains regular coordination
with relevant vendors.
Reputasi | Reputation
R/O Reputasi berpotensi menurun ketika bisnis tidak sejalan dengan harapan pemangku kepentingan | Reputation may deteriorate when business
practices are not aligned with stakeholder expectations
1. Dampak terhadap Peningkatan pengawasan pemangku kepentingan dapat Jangka • Menjalankan pelaporan emisi yang
Belanja Modal berdampak pada akses terhadap modal atau kenaikan menengah transparan dan penuh kepastian.
Impact on Capital biaya modal. Medium-term Implement transparent and assured
Expenditure Increased stakeholder scrutiny may affect access to capital emissions reporting.
or lead to higher costs of capital. • Tidak ada investasi baru pada batu
2. Dampak terhadap • Persepsi masyarakat yang buruk sehingga bara termal.
Biaya/Pendapatan mengakibatkan hilangnya pelanggan dan penurunan No new investments in thermal coal.
Operasional pendapatan.
• Perluasan peluang di bidang energi
Impact on Negative public perception may result in customer loss terbarukan.
Operating Costs/ and declining revenue. Expand opportunities in the renewable
Revenue
• Calon karyawan memilih bisnis dengan tujuan energy sector.
keberlanjutan yang terdepan di pasar.
Prospective employees may prefer organizations with
leading sustainability objectives in the market.
• Pendekatan dislokasi dalam mengelola risiko dan peluang.
A dislocated approach to managing risks and opportunities.
3. Dampak terhadap Peluang untuk menyelaraskan dengan harapan pemegang
Biaya/Pendapatan saham dan pengguna yang makin matang.
Operasional dan Opportunities to align with the increasingly mature
Belanja Modal expectations of shareholders and users.
Impact on
Operating Costs/
Revenue and
Capital Expenditure
Tindak Lanjut Solusi Mitigasi dan Adaptasi | Follow-up Actions for Mitigation and Adaptation Solutions
Transparansi aktivitas Perseroan terkait emisi telah disajikan dalam Laporan Keberlanjutan.
Transparency of the Company’s emissions-related activities has been disclosed in the Sustainability Report.
Keterangan: Notes:
* R (Risiko) dan O (Peluang) * R (Risk) and O (Opportunity)
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Climate Resilience Perseroan telah menerapkan rencana mitigasi The Company has implemented mitigation plans berdasarkan hasil analisis skenario iklim, dari jangka based on the results of climate scenario analysis, pendek hingga panjang, untuk mempertahankan spanning short to long-term horizons, to maintain ketangguhan bisnis. Penerapan mitigasi tersebut business resilience. The implementation of these tersebut dikelola selaras dengan Aspirasi mitigation measures is managed in alignment with Keberlanjutan 2030 UT. UT Sustainability Aspirations 2030. Hingga saat ini, Perseroan telah memulai diversifikasi To date, the Company has initiated business bisnis melalui pengembangan energi terbarukan, diversification through the development of renewable seperti energi surya, tenaga air, hidrogen, maupun energy, including solar, hydropower, hydrogen, and panas bumi. Perseroan juga telah memiliki Tim geothermal energy. The Company has also established Kesiapsiagaan Tanggap Darurat, prosedur an Emergency Response Preparedness Team, penanganan bencana, peningkatan infrastruktur, disaster management procedures, infrastructure dan mengurangi dampak operasional terhadap enhancements, and measures to reduce operational lingkungan sebagai upaya untuk memitigasi risiko impacts on the environment as part of its efforts to fisik. Selain itu, Perseroan menerapkan kebijakan mitigate physical risks. In addition, the Company penghematan energi, seperti listrik dan sumber has implemented energy-saving policies, covering daya alam (SDA), serta mengintegrasikan kegiatan electricity and natural resources, and integrated operasional bisnis dengan program keberlanjutan, business operations with sustainability programs, seperti penggunaan panel surya, pemanfaatan such as the use of solar panels, the utilization of bahan bakar nabati, dan pembelian REC. biofuels, and the purchase of RECs. Untuk mengembangkan produk yang ramah To develop environmentally friendly products, the lingkungan, Perseroan bekerja sama dengan prinsipal Company collaborates with its principals to advance untuk mengembangkan inovasi alat konstruksi innovations in construction equipment that are more yang lebih efisien bahan bakar dan rendah emisi. fuel-efficient and lower in emissions. In addition, Selain itu, Perseroan membentuk anak usaha EPN the Company established EPN as a subsidiary to sebagai bentuk pengembangan kapasitas Perseroan strengthen capabilities in renewable energy utilization dalam usaha pemanfaatan energi terbarukan dan and enhance expertise in non-coal mining activities, peningkatan keahlian di bidang pertambangan non- such as gold and nickel. batu bara, seperti emas dan nikel. Ke depan, Perseroan akan memperkuat analisis Going forward, the Company will strengthen its skenario iklim dengan mengintegrasikan data climate scenario analysis by integrating more dan informasi lokal yang lebih detail. Langkah detailed local data and information to enable a better ini memungkinkan Perseroan memahami dan understanding and monitoring of risks to assets, memantau risiko terhadap aset, infrastruktur, infrastructure, and operations, providing a more dan operasi secara lebih akurat sebagai dasar robust basis for decision-making in climate resilience pengambilan keputusan dalam perencanaan and adaptation planning. In addition, the Company ketahanan dan adaptasi iklim. Selain itu, Perseroan will leverage a range of projections and models to akan memanfaatkan beragam proyeksi dan present a more comprehensive view, including the model untuk menghadirkan gambaran yang lebih provision of more precise financial data to support komprehensif, termasuk penyediaan data finansial climate scenario analysis. Greater emphasis will also yang lebih presisi guna mendukung analisis skenario be placed on enhancing local-level data, including iklim. Pendalaman data lokal, termasuk karakteristik terrain and topographical characteristics, to ensure medan dan topologi, juga akan menjadi fokus agar that site-specific risks can be identified and managed risiko spesifik di tingkat tapak dapat diidentifikasi dan more effectively. dikelola secara lebih efektif. PT United Tractors Tbk - 2025 Sustainability Report 161
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Ketahanan Iklim
Metrik dan Target
Metrics and Targets
Perseroan terus berkomitmen untuk mengurangi The Company remains committed to reducing its
jejak lingkungan dan telah menetapkan beberapa environmental footprint and has established a set of
metrik yang perlu dipantau serta target, baik untuk metrics to be monitored, along with both short-term
jangka pendek dan jangka panjang, untuk memantau and long-term targets, to track progress in managing
kemajuan dalam pengelolaan risiko dan peluang iklim. climate-related risks and opportunities. The Company
Perseroan juga memprioritaskan strategi dekarbonisasi also prioritizes decarbonization strategies through
melalui diversifikasi bisnis dan pengurangan emisi GRK business diversification and the reduction of GHG
dari seluruh aktivitas operasional. emissions across all operational activities.
Metrik Penilaian Risiko dan Peluang Terkait Iklim
Climate-Related Risk and Opportunity Assessment Metrics
Metrik Satuan Kinerja | Performance
Metric Unit
2025 2024 2023
Emisi Gas Rumah Kaca dari Operasi* | Greenhouse Gas Emissions from Operations*
Emisi Cakupan 1
3,460,058.58 3,767,932.77 3,602,374.17
Scope 1 Emissions tCO2e
Emisi Cakupan 2 tCO2e
185,672.00 177,167.93 193,801.75
Scope 2 Emissions
Keuangan | Financials
Pendapatan Terkait Bisnis Non-Batu Bara
% 47 44 41
Revenue from Non-Coal Businesses
Keterangan: Notes:
* Data konsolidasi emisi menggunakan pendekatan financial * Emissions data are consolidated using the financial control approach
control sehingga mencakup entitas induk dan anak perusahaan and therefore cover the parent company and its subsidiaries
(20 perusahaan). (20 companies).
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Climate Resilience
Target Manajemen Risiko dan Peluang Terkait Iklim
Climate-Related Risk and Opportunity Management Targets
Aspirasi Keberlanjutan 2030 UT
UT 2030 Sustainability Aspirations
Mengurangi emisi gas rumah kaca sebesar 30%
pada tahun 2030*
Reduce greenhouse gas emissions by 30% by 2030*
Tujuan | Objective
• Meningkatkan efisiensi energi
Improve energy efficiency
• Meningkatkan penggunaan sumber energi terbarukan
Increase the use of renewable energy sources
Kinerja 2025 | 2025 Performance
12.03%
Portfolio Roadmap Business
Keterangan | Notes:
Model Resilience
* Perhitungan reduksi emisi GRK
menggunakan tahun 2019 Portfolio Roadmap Business
sebagai acuan (baseline). Model Resilience
The calculation of GHG emission
reductions uses 2019 as the
Tujuan | Objective
baseline year.
Diversifikasi pendapatan dari lini bisnis non-batu bara
Revenue diversification from non-coal business lines
Kinerja 2025 | 2025 Performance
Rp61.2 Triliun
Trillion
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Menciptakan
Sumber Daya
Manusia
yang Unggul
Developing
High-Quality
Human Capital
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Kebijakan dan Strategi
166
Policy and Strategy
Ikhtisar Kinerja
167
Performance Overview
Pengelolaan Sumber Daya Manusia
168
Human Capital Management
Pengembangan Kompetensi dan Karier
176
Career and Competency Development
Hubungan Industrial
186
Industrial Relations
PT United
Laporan Tractors Tbk
Keberlanjutan - 2025
2025 Sustainability
Sustainability Report
Report
07 165
Page 168
Menciptakan Sumber Daya Manusia yang Unggul
Kebijakan dan Strategi
Policy and Strategy
Berlandaskan nilai SOLUTION, United Tractors terus
membangun lingkungan kerja yang mendorong
kolaborasi, keberagaman, serta semangat untuk terus
belajar dan berkembang, sehingga setiap karyawan
dapat berkontribusi secara optimal bagi kinerja dan
keberlanjutan Perseroan.
Guided by the SOLUTION values, United Tractors continues to cultivate a
workplace that fosters collaboration, embraces diversity, and encourages
continuous learning and development, enabling every employee to
contribute optimally to the Company’s performance and long-term
sustainability.
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Developing High-Quality Human Capital
Perseroan memandang sumber daya manusia (SDM) The Company views human capital as a valuable asset
sebagai aset berharga yang memiliki peran strategis that plays a strategic role in ensuring sustainability
dalam memastikan keberlanjutan serta pencapaian and achievement of business performance. The
kinerja bisnis. Keberhasilan dan keberlanjutan Company’s sustainability and long-term continuity
Perseroan sangat bergantung pada kontribusi positif are highly dependent on the positive contributions of
SDM yang profesional dan kompeten. Oleh karena professional and competent employees. Therefore,
itu, Peseroan menjalankan berbagai inisiatif untuk the company carries out various initiatives to
menciptakan lingkungan kerja yang mendukung create a work environment that supports employee
perkembangan karyawan serta memberikan development and provides appropriate recognition.
penghargaan yang layak.
Perseroan memiliki program pengembangan yang The Company has a comprehensive and integrated
komprehensif dan terintegrasi melalui skema 10 development program through the 10 (Formal
(Formal Training), 20 (Mentoring & Coaching), Training), 20 (Mentoring & Coaching), and
70 (Experiential Learning), serta mengadopsi 70 (Experiential Learning) scheme, and adopts a
4 Fit People Strategy yang mencakup Culture Fit, 4 Fit People Strategy encompassing Culture Fit,
Organization Fit, People Fit, dan Digitalization Fit. Organization Fit, People Fit, and Digitalization Fit.
Ikhtisar Kinerja
Performance Overview
Karyawan Perempuan Rata-Rata Jam
Female Employees Pelatihan Karyawan
2025 Average Employee
3.62% Training Hours
2024 2023
2025
68
Jam
3.28% 3.09% Hours
2024 2023
63 70
Jam Hours Jam Hours
Jumlah Peserta UTSMART
Number of UTSMART Participants
Catatan | Note:
2025 * Terdapat penyajian kembali karena
79,583
orang
karena adanya perbaikan metode
People
perhitungan dan perluasan cakupan
2024 2023 data.
84,349 74,441* A restatement has been made due
orang People orang People to improvements in calculation
methodologies and the expansion of
data scope.
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Menciptakan Sumber Daya Manusia yang Unggul
Pengelolaan Sumber Daya Manusia
Human Capital Management
Dalam mengelola SDM, Perseroan menerapkan In managing human capital, the Company applies
Kerangka Implementasi Human Capital Astra the Astra Human Capital Implementation Framework
(KIPKA) sebagai acuan utama untuk memastikan (Kerangka Implementasi Human Capital Astra/
seluruh proses pengelolaan talenta berjalan secara KIPKA) as the main reference to ensure that all talent
terstruktur. Kerangka kerja ini diterapkan di seluruh management processes are carried out in a structured
siklus hidup karyawan, mulai dari proses rekrutmen, manner. This framework is implemented across the
retensi, dan pengembangan, hingga penguatan entire employee lifecycle, from recruitment, retention,
kapabilitas, peningkatan keterlibatan karyawan, serta and development to capability building, employee
persiapan masa pensiun. engagement enhancement, and retirement preparation.
Perseroan melakukan penilaian terhadap penerapan The Company evaluates the implementation of KIPKA
KIPKA untuk mengidentifikasi risiko, kekuatan, dan to identify risks, strengths, and weaknesses, as well as
kelemahan, serta meninjau area perbaikan guna to evaluate areas for improvement in order to create
menciptakan nilai tambah bagi Perseroan. Dalam added value for the Company. In the most recent
pelaksanaan penilaian KIPKA terakhir, Perseroan KIPKA assessment, the Company achieved a score
memperoleh nilai 91,15% dan meraih Kategori Platinum of 91.15% and was awarded the Platinum Category,
yang mencerminkan pengelolaan SDM berjalan reflecting the highly effective management of its
dengan sangat baik. human capital.
Talent Management Talent Management
Sejalan dengan perkembangan bisnis, Perseroan In line with business development, the Company
berkomitmen untuk memenuhi kebutuhan SDM is committed to fulfilling Human Capital needs
melalui program rekrutmen yang adil dan berbasis through fair and competency-based recruitment
kompetensi. Program rekrutmen ini tidak hanya programs. These programs not only support internal
mendukung pengembangan karier karyawan secara career development but also create external
internal, tetapi juga memberikan dampak positif impact by empowering local workforce recruitment
secara eksternal melalui pemberdayaan tenaga from communities located near the Company’s
kerja lokal di sekitar wilayah operasional Peseroan. operational areas.
Perseroan melaksanakan rekrutmen melalui kerja The Company conducts its recruitment process
sama dengan universitas terkemuka, program through partnerships with leading universities,
pemagangan seperti Magang Hub Kemnaker, Astra internship programs such as the Ministry of
Internship (AIF), dan Praktik Kerja Industri, serta media Manpower’s Magang Hub, Astra Internship (AIF), and
sosial. Program tersebut dirancang untuk menarik Industrial Work Practice programs, as well as through
minat generasi muda, yaitu Generasi Milenial dan social media platforms. These initiatives are designed
Gen Z, dari berbagai latar belakang. to attract young talent, particularly Millennials and
Generation Z, from diverse backgrounds.
Hingga saat ini,
To date,
93%
dari total karyawan Perseroan merupakan Generasi Millenial dan Generasi Z.
of the Company’s total employees belong to the Millennial and Generation Z groups.
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Jumlah Karyawan Baru
Number of New Employees
GRI 401-1
Deskripsi Satuan
2025 2024* 2023*
Description Unit
Laki-Laki Orang
1,493 2,429 2,310
Male People
Perempuan Orang
194 215 226
Female People
Orang
Total 1,687 2,644 2,536
People
Total
% 4.4% 6.7% 6.9%
Catatan | Note:
* Terdapat penyajian kembali karena karena adanya perbaikan metode perhitungan dan perluasan cakupan data. | A restatement has been made due
to improvements in calculation methodologies and the expansion of data scope.
Jumlah Perputaran Karyawan
Number of Employee Turnover
GRI 401-1
Deskripsi Satuan
2025 2024 2023
Description Unit
Laki-Laki Orang
2,582 2,016 2,117
Male People
Perempuan Orang
211 80 153
Female People
Orang
Total 2,793 2,096 2,270
People
Total
% 7.09% 5.66% 6.94%
Selain itu, Peseroan memberikan peluang kerja bagi masyarakat lokal
yang tinggal di sekitar wilayah operasional. Inisiatif ini dilakukan untuk
mendukung pertumbuhan ekonomi lokal.
In addition, the Company provides employment opportunities for local communities residing in
areas surrounding its operational sites. This initiative aims to support local economic growth.
Pada tahun 2025,
In 2025,
796
pekerja yang direkrut berasal dari masyarakat lokal.
97% 3%
Laki-laki Perempuan
of recruited workers originated from local communities,
Male Female
Perseroan memastikan bahwa proses perekrutan memberikan kesempatan yang setara bagi seluruh anggota
masyarakat lokal.
The Company ensures that recruitment processes provide equal opportunities for all members of the local
community.
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Menciptakan Sumber Daya Manusia yang Unggul
Keberagaman dan Inklusi Diversity and Inclusion
Perseroan berkomitmen menerapkan praktik The Company is committed to implementing fair
ketenagakerjaan yang adil, serta mendukung setiap employment practices and supporting all employees
pekerja dalam mengembangkan potensi tanpa in developing their potential regardless of gender,
memandang jenis kelamin, agama, suku, dan ras, religion, ethnicity, or race, as stipulated in the
yang tertuang dalam Perjanjian Kerja Bersama (PKB). Collective Labor Agreement (CLA). Furthermore,
Selain itu, peningkatan keterwakilan perempuan turut increasing female representation promotes diversity,
mendorong terciptanya keberagaman, inovasi, dan innovation, and a more inclusive work environment.
lingkungan kerja yang lebih inklusif. SEOJK F.18
SEOJK F.18
Sepanjang 2025,
Throughout 2025,
9
orang
Perseroan mendukung
People
kesetaraan gender, atau or
dengan hampir
The Company supports gender
1.5%
equality, with nearly merupakan manajemen
senior Perseroan
8.4% yang berasal dari
masyarakat lokal.
perempuan menjabat
di posisi eksekutif. of the Company’s senior
management originated
of executive positions
from local communities.
held by women.
GRI 202-2
Selain berfokus pada karyawan perempuan, In addition to focusing on female employees, the
Perseroan juga memperhatikan persentase pekerja Company also pays attention to the proportion of
lokal di dalam perusahaan, baik sebagai pekerja local workers within the Company, both permanent
tetap dan kontrak. and contract employees.
Demografi Karyawan Employee Demographics
Hingga akhir tahun 2025, Peseroan memiliki By the end of 2025, the Company employed
38.775 karyawan. Jumlah ini menurun sebanyak 569 38,775 employees, representing an decrease of
orang dibandingkan dengan tahun sebelumnya 569 employees compared to the previous year, which
yang berjumlah 39.344 orang. Penurunan ini terjadi recorded 39,344 employees. This was driven by the
seiring dengan selesainya beberapa proyek pada lini completion of several projects within the construction
bisnis konstruksi. business line.
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Jumlah Karyawan Berdasarkan Jenis Kelamin
Number of Employees based on Gender
SEOJK C.3 GRI 2-7, 405-1
Deskripsi Satuan
2025 2024 2023
Description Unit
Laki-Laki Orang
37,370 38,052 35,873
Male People
Perempuan Orang
1,405 1,292 1,144
Female People
Total Orang
38,775 39,344 37,017
Total People
Jumlah Karyawan Berdasarkan Tingkat Pendidikan
Number of Employees based on Education Level
SEOJK C.3 GRI 2-7, 405-1
Deskripsi Satuan
2025 2024 2023
Description Unit
S-2/S-3 Orang
328 283 266
Master’s/Doctoral Degree People
S-1 Orang
5,372 5,096 5,139
Bachelor’s Degree People
Diploma Orang
3,505 3,444 3,216
Diploma People
SD/SMP/ SMA Orang
Elementary/Junior High School/ People 29,570 30,521 28,396
Senior High School
Total Orang
38,775 39,344 37,017
Total People
Jumlah Karyawan Berdasarkan Kelompok Usia
Number of Employees based on Age Group
SEOJK C.3 GRI 2-7, 405-1
Deskripsi Satuan
2025 2024 2023
Description Unit
>55 tahun | years old Orang
101 0 0
People
46–55 tahun | years old Orang
2,516 2,508 2,340
People
36–45 tahun | years old Orang
9,493 8,132 6,754
People
26–35 tahun | years old Orang
16,934 17,154 17,383
People
18–25 tahun | years old Orang
9,731 11,550 10,530
People
Total Orang
38,775 39,344 37,017
Total People
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Menciptakan Sumber Daya Manusia yang Unggul
Jumlah Karyawan Berdasarkan Status Ketenagakerjaan
Number of Employees based on Employment Status
SEOJK C.3 GRI 2-7, 405-1
Deskripsi Satuan
2025 2024 2023
Description Unit
Permanen Orang
27,043 27,125 26,254
Permanent People
Kontrak Orang
11,732 12,219 10,763
Contract People
Total Orang
38,775 39,344 37,017
Total People
Jumlah Karyawan Berdasarkan Level Jabatan
Number of Employees based on Position Level
SEOJK C.3 GRI 2-7, 405-1
Deskripsi Jenis Kelamin Satuan
2025 2024 2023
Description Gender Unit
Laki-Laki | Male 143 168 127
Orang
Executive-Level Perempuan | Female 9 14 11
People
Total | Total 152 182 138
Laki-Laki | Male 480 480 587
Orang
Manager-Level Perempuan | Female 56 50 42
People
Total | Total 536 530 629
Laki-Laki | Male 1,482 1,269 1,216
Supervisor/ Orang
Perempuan | Female 204 131 138
Analyst-Level People
Total | Total 1,686 1,400 1,354
Laki-Laki | Male 35,265 36,135 33,943
Staff/ Orang
Perempuan | Female 1,136 1,097 953
Officer Level People
Total | Total 36,401 37,232 34,869
Laki-Laki | Male 37,370 38,052 35,873
Total
Orang
Keseluruhan Perempuan | Female 1,405 1,292 1,144
People
Grand Total
Total | Total 38,775 39,344 37,017
Program Inklusivitas Karyawan Employee Inclusivity Program
Perseroan mencatat peningkatan jumlah karyawan The Company recorded an increase in the number
perempuan sebagai bagian dari komitmen of female employees as part of its ongoing
berkelanjutan terhadap inisiatif Diversity, Equity, & commitment to Diversity, Equity, and Inclusion (DEI)
Inclusion (DEI). Melalui gerakan Bergerak, Bersinergi, initiatives. Through the Bergerak, Bersinergi, dan
dan Satukan Semua (AHEMCE BERSAMA), Perseroan Satukan Semua (AHEMCE BERSAMA) movement, the
mendorong terciptanya lingkungan kerja yang Company promotes a workplace culture grounded in
menjunjung tinggi empati, kolaborasi, dan keberanian empathy, collaboration, and the courage to embrace
dalam menghargai perbedaan. Gerakan ini tidak differences. This movement not only focuses on
hanya berfokus pada peningkatan representasi, improving representation but also ensures that
tetapi juga memastikan setiap individu memperoleh every individual has equal opportunities to grow and
kesempatan yang setara untuk berkembang dan contribute optimally to the Company’s performance.
berkontribusi secara optimal terhadap kinerja
Perseroan.
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Perseroan juga menginisiasi program Harmoni The Company has also initiated the Harmoni
dalam Keberagaman (Harmonika) yang secara dalam Keberagaman (Harmonika) program,
khusus membuka ruang pemberdayaan bagi which specifically creates opportunities for persons
individu difabel untuk dapat berdaya dan berkarya with disabilities to be empowered and actively
di lingkungan kerja. Melalui inisiatif ini, Perseroan engaged in the workplace. Through this initiative, the
meyakini bahwa keberagaman menjadi sumber Company believes that diversity serves as a source
kekuatan organisasi dalam mendorong inovasi, of organizational strength in driving innovation,
produktivitas, dan menciptakan nilai jangka panjang enhancing productivity, and creating long-term
bagi seluruh pemangku kepentingan. value for all stakeholders.
Kesejahteraan Karyawan Employee Welfare
GRI 3-3, 401-2 GRI 3-3, 401-2
Perseroan percaya bahwa fokus pada kesejahteraan The Company believes that focusing on employee
karyawan akan meningkatkan efektivitas kerja dan welfare will enhance work effectiveness and
kinerja karyawan, yang mendukung keberlanjutan employee performance, thereby supporting
perusahaan. Guna meningkatkan kesejahteraan corporate sustainability. To improve employee
karyawan, Perseroan berkomitmen untuk menciptakan welfare, the Company is committed to creating
kondisi kerja yang aman, mendukung pengembangan safe working conditions, supporting professional
profesional, dan memberikan tunjangan yang layak, development, and providing appropriate benefits,
serta menjamin bahwa setiap karyawan menerima while ensuring that every employee receives equal
hak yang setara dan mendapatkan upah, tunjangan, rights and fair wages, benefits, and recognition.
serta penghargaan yang adil.
Perseroan memastikan pemberian upah yang The Company ensures equal pay for male and
setara bagi karyawan laki-laki dan perempuan yang female employees performing work of equal value.
melakukan pekerjaan dengan nilai yang setara. Minimum and maximum wage levels are reviewed
Tingkat upah minimum dan maksimum ditinjau annually in accordance with applicable regulations
setiap tahun sesuai dengan peraturan yang berlaku, ,including Government Regulation (GR) No. 49 of
termasuk Peraturan Pemerintah (PP) No. 49 Tahun 2025 2025 concerning Wages. In 2025, the Company
tentang Pengupahan. Pada tahun 2025, Perseroan maintained the wage ratio of every new employee
mempertahankan rasio upah di mana setiap karyawan in entry-level positions receives compensation
baru pada posisi entry-level menerima kompensasi aligned with the provincial minimum wage (UMP),
yang disesuaikan dengan Upah Minimum Provinsi consisting of a base salary and a fixed allowance
(UMP), yang terdiri dari gaji pokok dan tunjangan amounting to 120% of the UMP. This data indicates
tetap sebesar 120% dari UMP. Data ini menunjukkan that, on average, entry-level employees receive
setiap karyawan baru tingkat terendah secara rata- wages above the PMW. This policy reflects the
rata lebih tinggi dibandingkan UMP. Hal ini sebagai Company’s commitment to preventing all forms of
upaya Perseroan dalam mencegah segala bentuk discrimination in the workplace.
diskriminasi di tempat kerja. GRI 3-3, 202-1, 405-2 SEOJK F.20
GRI 3-3, 202-1, 405-2 SEOJK F.20
United Tractors menyediakan hak cuti melahirkan United Tractors provides parental leave entitlements
bagi karyawan perempuan dan laki-laki. Karyawan for both female and male employees. Female
perempuan berhak mendapatkan cuti melahirkan employees are entitled to three calendar months
selama tiga bulan kalender. Sementara itu, of maternity leave. Meanwhile, male employees are
karyawan laki-laki berhak mendapatkan cuti entitled to four days of paternity leave.
GRI 401-3
mendampingi kelahiran anak selama empat hari.
GRI 401-3
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Menciptakan Sumber Daya Manusia yang Unggul
Selain itu, Perseroan mengadakan berbagai program In addition, the Company also implements various
untuk mendukung kesejahteraan karyawan, antara lain: programs to ensure employee welfare, including:
1. Flexible Benefit: Preventive Health Optimization 1. Flexible Benefit: Preventive Health Optimization
(PHO) (PHO)
Program yang diberikan kepada karyawan untuk A program designed to encourage employees to take
melakukan tindakan preventif dalam menjaga preventive measures in maintaining their health by
kesehatan dengan memberikan reward berupa providing rewards in the form of reimbursement claims
klaim atas pembelian alat olahraga, kepesertaan for the purchase of sports equipment, enrollment in
pada program kesehatan/gym, pembelian healthy health or gym programs, the purchase of healthy food
food, dan lain-lain. purchases, and other related expenses.
2. Counseling Center 2. Counseling Center
Wadah bagi karyawan untuk melakukan konseling A platform that provides employees with access
bersama psikologis profesional dan bersertifikasi, to counseling services delivered by licensed and
dengan topik-topik, seperti pekerjaan, kehidupan certified professional psychologists, covering
pribadi, dan lain-lain. topics such as work-related stress, personal
wellbeing, and other relevant issues.
3. Dukungan Finansial Melalui Koperasi 3. Financial Support through Kanitra Employee
Karyawan Kanitra Cooperative
Menyediakan beragam program layanan untuk The Kanitra Employee Cooperative provides a
memenuhi kebutuhan karyawan, seperti pangan range of service programs to support employees’
(penyediaan paket sembako, kebutuhan harian, essential needs, including food through basic
dan food court); papan (kredit pembayaran KPR food packages, daily necessities, and food court
dan kerja sama dengan developer perumahan); facilities; housing through mortgage payment
sandang (penyediaan berbagai produk pakaian); loans and partnerships with housing developers;
pendidikan (pinjaman pendidikan dengan rate clothing through access to various apparel
khusus); kesehatan (program pembiayaan products; education through preferential-rate
kesehatan); serta layanan lainnya seperti education loans; healthcare through health
pinjaman kepemilikan kendaraan dan pemenuhan financing programs; as well as other services such
kebutuhan hobi/olahraga. as vehicle ownership loans and financial support
for hobbies and sports activities.
4. Pemberian Beasiswa kepada Karyawan dan 4. Providing Scholarships to Outstanding
Anak Karyawan Berprestasi Employees
Menyediakan beasiswa pendidikan ke tingkat The Company provides scholarships to support
selanjutnya dengan bekerja sama dengan employees in pursuing higher levels of education
universitas terkemuka untuk meningkatkan through partnerships with leading universities
kompetensi sera menyelenggarakan program to enhance their competencies. In addition,
beasiswa tahunan untuk anak karyawan melalui the Company organizes an annual scholarship
program Apresiasi Lentera Wiyata (APRITA). program for employees’ children through the
Apresiasi Lentera Wiyata (APRITA) program, as a
form of recognition for academic achievement.
5. Employee Wellness (UT FRESH) 5. Employee Wellness (UT FRESH)
Kegiatan ini bertujuan untuk membentuk kebiasaan This initiative is aimed at fostering regular exercise
berolahraga secara rutin serta meningkatkan habits and strengthening employee engagement,
engagement antar karyawan, dan dilaksanakan and is implemented over a one-year period.
selama kurun waktu satu tahun.
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6. Wellness Education Program (Wellducate) 6. Wellness Education Program (Wellducate)
Program kegiatan literasi berupa seminar, This program comprises literacy activities in the form
workshop, dan pembekalan berbagai topik guna of seminars, workshops, and educational sessions on
mendukung program kesehatan finansial, fisik, various topics to support financial, physical, mental,
mental, dan spritual melalui kerja sama dengan and spiritual well-being. The program is conducted in
rekanan Perseroan seperti perbankan, koperasi, collaboration with the Company’s partners, including
asuransi kesehatan, rumah sakit, dan lain-lain. banks, cooperatives, health insurance providers,
hospitals, and other relevant institutions.
Keterikatan Karyawan
Employee Engagement
Tingkat keterikatan karyawan diukur melalui Employee Engagement Survey EES yang rutin
diselenggarakan oleh PT Astra International Tbk, selaku holding dari Perseroan setiap dua
tahun sekali. Survei ini menjadi instrumen evaluasi program SDM dan saluran umpan balik
utama dari karyawan sebagai peluang untuk perbaikan pada masa mendatang.
EES telah dilakukan pada tahun 2024 dan akan dilakukan kembali pada tahun 2026. Hasil EES
pada tahun 2024 menunjukkan skor keterlibatan yang sangat baik sebesar 4,19 (dari skala 5),
dan berada pada kuartil-1.
Employee engagement levels are measured through the Employee Engagement Survey (EES), which is
regularly conducted by PT Astra International Tbk, as the Company’s holding company, once every two
years. The survey is an evaluation instrument for Human Capital programs and the main feedback
channel from employees to identify opportunities for future improvement.
The latest EES survey was conducted in 2024 and the next cycle is scheduled for 2026. The 2024 EES
results showed a strong engagement score of 4.19 (on a 5-point scale), placing the Company in the
first quartile.
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Pengembangan Kompetensi
dan Karier
Career and Competency Development
SEOJK F.22 GRI 3-3, 404-1, 404-2, 404-3
Guna menciptakan tempat kerja yang mencerminkan To create a workplace that reflects diversity and equal
keberagaman dan kesetaraan peluang, program opportunity, employee development programs are
pengembangan karyawan dirancang untuk designed to empower all employees regardless of
memberdayakan seluruh karyawan tanpa memandang gender and background. The Company is committed to
gender dan latar belakang. Perseroan berkomitmen providing equal access for male and female employees
untuk memberikan akses yang setara bagi karyawan to training, mentoring, and career development
laki-laki dan perempuan terhadap pelatihan, bimbingan, opportunities.
dan peluang pengembangan karier.
Komitmen terhadap prinsip kesetaraan tidak hanya This commitment to equality not only aligns with
sejalan dengan nilai-nilai keadilan, tetapi juga principles of fairness but also has the potential to
berpotensi meningkatkan efektivitas dan inovasi yang enhance effectiveness and innovation, ultimately
pada akhirnya akan mendorong keberhasilan, baik contributing to success for both individual employees
bagi karyawan secara individual maupun Perseroan and the Company as a whole.
secara keseluruhan.
UT SMART UT SMART
United Tractors melalui UT Corporate University Through UT Corporate University (CorpU), United
(CorpU) mengembangkan platform pembelajaran Tractors has developed a structured and integrated
terstruktur dan terintegrasi dengan skema learning platform based on the 10-20-70 learning
pembelajaran 10-20-70 melalui kombinasi pelatihan scheme, combining formal, social, and experiential
formal, sosial, dan pengalaman yang dikenal sebagai learning, known as UT SMART. The platform is developed
UT SMART. Platform ini dikembangkan berdasarkan based on four key principles: decentralized learning
empat prinsip utama, yaitu decentralized learning model, millennial learning style matrix, gamification,
model, millennial learning style matrix, gamification, and looping investment reward.
dan looping investment reward.
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Keunggulan UT SMART
Advantages of UT SMART
Dikembangkan berdasarkan
Developed based on
empat prinsip utama,
four key principles: Akses ke
yaitu access to
2,207
(1) decentralized learning model, modul pembelajaran
(2) millennial learning style matrix, learning modules
(3) gamification, dan bagi seluruh karyawan
(4) looping investment reward. for all employees
Penghematan
biaya pelatihan
eksternal hingga
94%
Peningkatan Improve employee
knowledge
pengetahuan
karyawan 63%
63%
Up to
and
94% Employee skills
savings in external training serta improvement
and development costs
Peningkatan 36%
keterampilan
karyawan
36%
Metode Pembelajaran UT SMART
UT SMART Learning Methods
Komposisi Metode Platform
Composition Method Platform
Pelatihan tatap muka, pelatihan daring, top-up learning, UT Libro, CorpuTalks, dan
10% Training & Self-Learning UT SMART
In-class training, online learning, top up learning, UT Libro, CorpuTalks, UT SMART
Pembimbingan, pendampingan, dan sesi berbagi
20% Social Learning
Coaching, mentoring, and sharing session
Project Implementation, On the Job Training, Customer Solution Management, dan
Innovation Project
70% Experiential Learning
Project Implementation, On theJob Training, Customer Solution Management, and
Innovation Project
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Uraian Satuan
2025 2024 2023*
Description Unit
Jumlah Peserta Orang
79,583 84,349 74,441
Number of Participants Person
Jumlah Jam Pelatihan Jam Pelatihan
1,297,802 1,261,881* 1,320,658
Number of Training Hours Training Hours
Catatan | Note:
* Terdapat penyajian kembali karena karena adanya perbaikan metode perhitungan dan perluasan cakupan data. | A restatement has been made due to
improvements in calculation methodologies and the expansion of data scope.
Nilai-nilai budaya perusahaan (SOLUTION), bisnis Corporate cultural values (SOLUTION), sustainable
berkelanjutan (Green Company), DEI diterapkan business (Green Company), and DEI are embedded
dalam setiap kegiatan yang dilaksanakan. UT in every activity. UT SMART is based on Social Cultural
SMART dirancang berbasis Social Cultural Theory Theory and Gamification, adapted to employee
and Gamification yang telah disesuaikan dengan demographics and needs. Certification programs are
demografi serta kebutuhan karyawan. Program also provided for employees in technical, safety, legal,
sertifikasi juga disediakan untuk para karyawan finance, audit, and Human Capital functions.
yang bekerja di bidang teknis, keselamatan, hukum,
keuangan, audit, dan SDM.
Selain itu, Perseroan juga menerapkan pembelajaran In addition, the Company implements virtual learning
secara virtual sehingga dapat beradaptasi dan to adapt and respond to learning needs in the
memenuhi kebutuhan pembelajaran di tengah era digital transformation era. Several applications and
transformasi digital. Berikut beberapa aplikasi dan programs implemented include:
program yang dilaksanakan, yaitu:
UT LIBRO CORPUTALKS
UT LIBRO adalah perpustakaan digital Aplikasi berbagi pengetahuan dalam
yang menyediakan buku dan materi bentuk podcast yang menyediakan
pelatihan untuk karyawan dan keluarga. berbagai macam podcast dan materi
UT LIBRO is a digital library that provides access pelatihan untuk karyawan dan keluarga.
to books and learning materials for employees A knowledge-sharing application in podcast
and their families. format that offers a wide range of podcast
content and learning materials for employees
and their families.
UT AURELY TOP UP
United Tractors Aurely merupakan TOP UP merupakan Learning
augmented reality yang menyediakan Management System (LMS) yang
berbagai jenis augmented reality digunakan untuk pelaksanaan
terkait product knowledge yang ada di asynchronous learning dan
United Tractors. assessment competencies dari sisi
United Tractors Aurely is an augmented reality
technical competencies.
platform that provides various augmented TOP UP is a Learning Management System
reality modules related to product knowledge (LMS) utilized to facilitate asynchronous
across United Tractors. learning and the assessment of
technical competencies.
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Beragam program pembelajaran lain disediakan Various learning programs are provided to support
untuk para karyawan dalam mendukung knowledge enhancement across all levels of the
peningkatan pengetahuan di seluruh tingkatan organization, including:
organisasi, yang meliputi:
1. Executive Development Program 1. AHEMCE Advance Leadership Program
Program pengembangan untuk Pemimpin A leadership development program designed
perseroan guna meningkatkan kompetensi for the Company’s executives to enhance
dan informasi terbaru terkait Macroeconomics competencies and provide up-to-date insights on
Overview, Transformation Leadership, dan Crisis macroeconomic developments, transformation
Communication yang terjadi di Industri saat leadership, and crisis communication within the
ini dengan mengundang praktisi dan tokoh current industry landscape. The program features
berpengaruh yang memiliki pengalaman luas dan distinguished practitioners and prominent figures
expertise di bidangnya. Pada tahun 2025, program with extensive experience and expertise in their
Executive Development Program dihadiri seluruh respective fields. In 2025, the Executive Development
direksi dan kepala divisi Perseroan. Program was attended by all members of the Board
of Directors and Division Heads of the Company.
2. AHEMCE Advance Leadership Program (AALP) 2. AHEMCE Advance Leadership Program (AALP)
Program pengembangan kepemimpinan untuk A leadership development program aimed at
menyiapkan calon pemimpin senior yang preparing a pool of competent and capable
kompeten dan andal bagi kebutuhan Perseroan senior leaders to meet the Company’s future
pada masa mendatang. Pada tahun 2025, AALP needs. In 2025, the AALP successfully conducted an
berhasil melaksanakan inkubasi bagi 30 talenta incubation program for 30 AHEMCE talents at the
AHEMCE pada tingkat senior manajer. senior manager level.
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Menciptakan Sumber Daya Manusia yang Unggul
3. AHEMCE Future Leadership Program (AFLP) 3. AHEMCE Future Leadership Program (AFLP)
Program pengembangan kepemimpinan ini This leadership development program is designed
dirancang untuk menyiapkan calon pemimpin yang to prepare competent and capable future leaders to
kompeten dan andal guna memenuhi kebutuhan meet the Company’s long-term needs. Throughout
Perseroan di masa mendatang. Sepanjang 2025, 2025, the AFLP conducted an incubation program
AFLP telah melaksanakan program inkubasi bagi for 97 AHEMCE talents at the Senior Analyst and
97 talenta AHEMCE pada tingkat Senior Analyst dan Junior Manager levels.
Junior Manager.
4. Key Positions Development Program 4. Key Positions Development Program
Program pengembangan terintegrasi dirancang An integrated development program is designed
untuk posisi-posisi kunci utama di UTCM, yaitu for key strategic positions within UTCM, including
Business Consultant, After Sales Consultant, Branch Business Consultant, After Sales Consultant, Branch
Manager, Site Manager, Service Department Head, Manager, Site Manager, Service Department Head,
Parts Department Head, Administration Department Parts Department Head, Administration Department
Head, dan Supervisor. Setiap posisi kunci mengikuti Head, and Supervisor. Each key position undergoes
pelatihan yang intensif dan tersertifikasi sesuai intensive and certified training tailored to the
dengan kebutuhan dan kompetensi masing- specific requirements and competencies of the
masing jabatan. respective role.
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Developing High-Quality Human Capital 5. Expert Track Development 5. Expert Track Development Program pengembangan khusus ini ditujukan This specialized development program is intended bagi posisi-posisi Expert di Perseroan, seperti for Expert-level positions within the Company, Application Engineer, Parts Supply Chain, Technical including Application Engineer, Parts Supply Chain Consultant, Quality Assurance, Assessor, dan Specialist, Technical Consultant, Quality Assurance, Instructor. Program ini mencakup berbagai Assessor, and Instructor. The program encompasses bentuk pengembangan, antara lain pelatihan, various forms of development, such as structured konsolidasi kompetensi, sertifikasi, hingga publikasi training, competency consolidation, professional technical paper sesuai dengan bidang keahlian certification, and the publication of technical papers masing-masing. aligned with each area of expertise. PT United Tractors Tbk - 2025 Sustainability Report 181
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Menciptakan Sumber Daya Manusia yang Unggul
Pengembangan Budaya Keberlanjutan
Development of a Sustainability Culture
Perseroan melalui UT CULTURE menjalankan internalisasi budaya keberlanjutan yang merepresentasikan
komitmen perseroan dalam menerapkan praktik bisnis berkelanjutan dan beretika berdasarkan nilai-nilai
SOLUTION. Penerapan UT CULTURE melibatkan seluruh karyawan melalui pendekatan top-down dan bottom-
up. Di setiap lokasi kerja, Perseroan menugaskan Agent of Change sebagai inspirator bagi rekan kerja lain.
Mereka menjalankan perannya melalui berbagai kegiatan, seperti pertemuan, pelatihan, sosialisasi, guna
memastikan nilai budaya perseroan dipahami dan diterapkan secara konsisten.
Pada tahun 2025, UT CULTURE diimplementasikan melalui beragam program Agent of Change, termasuk
Pelatih Utama Development Program, Bina Generasi Muda Solution, AHEMCE Basic Management Program
(BMP), Safety Patrol Competition, serta Agent of Change Challenge Competition.
Through UT CULTURE, the Company implements the internalization of a sustainability culture that reflects
its commitment to applying ethical and sustainable business practices based on SOLUTION values. The
implementation of UT CULTURE involves all employees through both top-down and bottom-up approaches. At
each work location, the Company appoints Agents of Change to inspire their colleagues. They carry out their
roles through various activities, such as meetings, training, and socialization, to ensure that corporate cultural
values are consistently understood and implemented.
In 2025, UT CULTURE was implemented through various Agent of Change programs, including the Master Trainer
Development Program, Bina Generasi Muda SOLUTION, AHEMCE Basic Management Program (BMP), Safety Patrol
Competition, and Agent of Change Challenge Competition.
Jumlah Agent of
Change pada tahun
2025 mencapai
Number of Agents of
Change in 2025
2,625
Orang People
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Rata-Rata Jam Pelatihan per Karyawan
Average Training Hours per Employee
GRI 404-1
Deskripsi Satuan
2025 2024 2023
Description Unit
Rata-rata Jam Pelatihan per Karyawan berdasarkan Gender
Average Training Hours per Employee by Gender
Laki-Laki Jam
68 68 75
Male Hours
Perempuan Jam
51 68 63
Female Hours
Rata-rata Jam Pelatihan per Karyawan berdasarkan Jabatan
Average Training Hours per Employee by Position
Manajer Jam
69 80 81
Manager Hours
Non-Manajer Jam
62 85 73
Non-Manager Hours
Pelatihan dan Pengembangan Karyawan
Employee Training and Development
Deskripsi Satuan
2025 2024 2023
Description Unit
Rata-Rata Jam Pelatihan
Per Karyawan jam/karyawan
68 63 70
Average Training Hours hours/employee
per Employee
Persentase Jumlah Karyawan
yang Ikut serta dalam Pelatihan
% 100 100 100
Percentage of Employees
Participating in Training
Sistem manajemen karier yang diterapkan di The career management system at the Company
Perseroan memberikan peluang bagi karyawan provides employees with opportunities to choose
untuk memilih jalur karier yang mereka inginkan their preferred career paths and access relevant
dan mengakses program pengembangan diri yang self-development programs. The Company adopts
relevan. Perseroan mengadopsi konsep free flow of the free flow of competence concept, which enables
competence yang memungkinkan karyawan memilih employees to choose between a generalist path
untuk mengikuti jalur karier generalist path (kaderisasi (leadership pipeline) and an expert path (specialized
kepemimpinan) atau expert path (keahlian spesifik). expertise). Equal opportunities are provided
Kesempatan yang setara diberikan kepada seluruh to all employees, with no discrimination in the
karyawan, tanpa adanya diskriminasi dalam implementation of this system.
penerapan sistem ini. GRI 404-2
GRI 404-2
Selain itu, Perseroan memastikan keberlanjutan Furthermore, to ensure continued leadership, UT has
kepemimpinan dalam organisasi dengan implemented various initiatives, including bench
mengimplementasikan berbagai inisiatif, termasuk strength calculations, preparing a Replacement
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Menciptakan Sumber Daya Manusia yang Unggul
perhitungan bench strength, penyusunan Table Chart (RTC), and creating a Human Asset Value
replacement table chart (RTC), dan pembuatan profil (HAV) profile. In addition, the Company is developing
human asset value (HAV). Tidak hanya itu, Perseroan expert track management and talent development
juga mengembangkan expert track management programs to support talent management.
dan program talent development.
Pada tahun 2025, program manajemen talenta By 2025, the talent management program had
berhasil mempersiapkan 1.006 individu untuk prepared 1,006 individuals to be promoted to various
dipromosikan ke jenjang karier yang lebih tinggi positions. This program has succeeded in maintaining
di berbagai posisi. Program ini bertujuan untuk a top talent ratio above the set target, namely 7–10%.
mempertahankan target rasio talenta unggul (top
talent ratio), yaitu sebesar 7–10%.
Astra Leadership Development Program
Astra Leadership Development Program
Astra Leadership Development Program (ALDP) merupakan rangkaian pelatihan dari Astra yang dirancang
untuk menciptakan kepemimpinan yang unggul dalam menjalankan tugas dan tanggung jawabnya.
Implementasi ALDP dilaksanakan melalui berbagai tingkatan program, meliputi:
The Astra Leadership Development Program (ALDP) is a series of training programs from Astra that aims to develop
effective leaders and allow them to excel in carrying out their duties and responsibilities. The implementation of
the ALDP is carried out through a tiered program structure, consisting of:
Astra First-Line Astra Middle Astra Senior Astra General
Management Management Management Management
Program (AFMP) Program (AMMP) Program (ASrMP) Program (AGMP)
Pada tahun 2025,
Perseroan mengirimkan
In 2025, the Company assigned
746 karyawan
employees
untuk mengikuti program
ALDP UT
dengan rata-rata jam
to participate in the ALDP UT program pelatihan mencapai
with an average of
40
jam per karyawan
hours of training per employee
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Evaluasi Kinerja Karyawan Employee Performance Evaluation
Perseroan melakukan penilaian kinerja karyawan The Company conducts employee performance
dengan indikator yang telah ditetapkan setiap appraisals three times a year, including the
awal tahun dengan periode proses melalui tiga Individual Performance Plan at the beginning of
tahap dalam setahun. Perseroan membagi menjadi the year, the Individual Performance Review at the
tiga siklus utama, yaitu penyusunan Rencana middle of the year, and the Individual Performance
Kinerja Individu pada awal tahun, peninjauan Appraisal at the end. UT management evaluates
pada pertengahan tahun, dan Penilaian Kinerja employee performance based on the achievement of
Individu pada akhir tahun. Seluruh kinerja dievaluasi key performance indicators (KPI), which are assessed
oleh Komite Performance dan didasarkan pada through the Performance Committee. In 2025, the
pencapaian key performance indicator (KPI) yang Company completed performance evaluations for
telah ditetapkan. Pada tahun 2025, Perseroan telah 100% of total employees across all levels.
menyelesaikan evaluasi kinerja karyawan untuk 100% GRI 404-3
dari total karyawan di semua tingkatan.
GRI 404-3
“Selama 15 tahun berkarier di United Tractors, saya merasakan lingkungan kerja yang semakin inklusif
dan terbuka. UT memberikan kesempatan yang adil bagi karyawati untuk berkontribusi, baik di fungsi
support maupun operasional. Kepercayaan yang diberikan membuat saya merasa dihargai sebagai
profesional tanpa dibatasi oleh gender. Perusahaan juga konsisten mendukung pengembangan karier
melalui berbagai pelatihan, baik teknis maupun soft skills, termasuk pelatihan bahasa asing. Dukungan
ini membantu kami terus berkembang dan siap menghadapi tantangan ke depan. Saya berharap UT
semakin membuka peluang setara bagi perempuan untuk menempati posisi-posisi strategis. Untuk
rekan-rekan perempuan di UT, tetap percaya diri, terus berkembang, dan saling mendukung untuk
memberikan kontribusi terbaik bagi perusahaan.”
“For the past 15 years of my career at United Tractors, I have experienced a workplace that has become
increasingly inclusive and open. UT provides equal opportunities for female employees to contribute,
both in support functions and operational roles. The trust placed in
me has made me feel valued as a professional, without being limited
by gender. The Company consistently supports career development
through various training programs, covering both technical and soft
skills, including foreign language training. This support has enabled
us to continue growing and to be well prepared for future challenges.
I hope UT will further expand equal opportunities for women to take
on strategic positions. To my fellow women colleagues at UT, stay
confident, keep developing your capabilities, and continue supporting
one another to deliver your best contributions to the Company.”
Soraya Fauziah
Product Support Collection and Financing Department Head
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Hubungan Industrial
Industrial Relations
GRI 2-30, 407-1
Guna menjaga hak dan kewajiban setiap individu To uphold the rights and obligations of each individual
serta mencapai tujuan organisasi, Perseroan menjalin and to achieve organizational objectives, the Company
hubungan bisnis yang selaras dengan norma maintains industrial relations aligned with labor norms
ketenagakerjaan dan Sistem Astra Human Capital and the Astra Human Capital Management (AHCM)
Management (AHCM). Komitmen ini diwujudkan system. This is reflected to fulfill the workers’ rights,
melalui pemenuhan terhadap hak-hak tenaga kerja, including to freedom of association through labor
termasuk hak untuk berserikat melalui serikat pekerja unions within the Company.
di lingkungan Perseroan. GRI 3-3
GRI 3-3
Perseroan melibatkan Serikat Pekerja United Tractors The Company also actively involves the Labor Union
secara aktif dalam berbagai aktivitas Perseroan, baik in various Company activities at the head office,
di kantor pusat, cabang, dan site. Aktivitas tersebut branches, and site. These activities include formal
mencakup forum diskusi formal dan informal, seperti and informal discussion forums, such as the Bipartite
Forum Bipartit dan Sambung Rasa, yang bertujuan Forum and Sambung Rasa, which serve as the main
sebagai wadah utama untuk membangun komunikasi platforms for fostering effective communication
yang efektif antara manajemen dan Serikat Pekerja, between management and the Labor Union, aiming
agar terwujud lingkungan kerja yang produktif dan to create a productive and harmonious work
harmonis. Forum ini juga memungkinkan sebagai environment. These forums also provide a space for
wadah dalam penyelesaian isu ketenagakerjaan resolving labor issues within the Company. Based
yang terjadi di lingkup Perseroan. Berdasarkan hasil on the results of the Working Climate Survey (WCS)
Working Climate Survey (WCS) yang dilakukan conducted by PT Astra International Tbk as the holding
oleh PT Astra International Tbk selaku holding company, the Company received a conducive
company, Perseroan mendapatkan skor conducive level score of 89% on a scale from 1% to 100% (Very
level sebesar 89% dari skala 1% sampai 100% (Very Conducive and Supports Employee Productivity as
Conducive and Supports Employee Productivity as Well as Business Sustainability).
Well as Business Sustainability).
Selain itu, Perseroan melibatkan Serikat Pekerja In addition, the Company involves the United
United Tractors dan Divisi Human Capital Tractors Labor Union and the Corporate Human
and Corporate University (CHCU) dalam Capital and Corporate University (CHCU) Division in
penyusunan komponen benefit, yang tertuang the formulation of benefit components, which are
dalam Perjanjian Kerja Bersama (PKB) periode stipulated in the Collective Labor Agreement (CLA)
2024–2026 sebagai landasan dalam mengatur for the 2024–2026 period as the foundation governing
hubungan kerja di lingkungan Perseroan melalui Join employment relations within the Company, through
Working Team (JWT). Join Working Team (JWT).
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Developing High-Quality Human Capital Mekanisme penyampaian keluhan disediakan The Company has grievance mechanisms that ensure Perseroan untuk memastikan karyawan dapat employees can safely raise complaints in a safe and menyampaikan keluh kesah dengan aman dan secure manner through mechanisms stipulated in nyaman melalui mekanisme yang sudah diatur the CLA. This is carried out to supports the creation of dalam PKB. Hal Ini dilakukan untuk mendukung healthy industrial relations and employee welfare. terciptanya hubungan kerja yang sehat dan mendukung kesejahteraan karyawan. Pada tahun 2025, Perseroan berhasil mempertahankan In 2025, the Company successfully maintained stable kondisi hubungan industrial yang stabil dengan tidak industrial relations, with no recorded strikes involving tercatat adanya aksi mogok kerja yang melibatkan 1,000 or more workers lasting one full shift or longer, 1.000 pekerja atau lebih yang berlangsung satu shift no incidents caused by discrimination, and no formal penuh atau lebih lama, insiden yang disebabkan oleh complaints related to discriminatory practices diskriminasi, maupun pengaduan resmi dari karyawan among employees. terkait tindakan diskriminasi antar karyawan. GRI 406-1 SEOJK F.18, F.21 GRI 406-1 SEOJK F.18, F.21 100% Anggota Serikat Pekerja United Tractors didukung dan mendapatkan pendampingan dari pengurus serikat pekerja ketika terjadi permasalahan hubungan industrial. Implementasi PKB di PT United Tractors Tbk berlaku untuk seluruh pekerja. Of United Tractors’ labor union members are supported and represented by union officials in the event of industrial relations matters. The Collective Labor Agreement (CLA) at PT United Tractors Tbk applies to all workers. Perseroan menjalankan berbagai program yang The Company implements various programs to mendukung harmonisasi antara karyawan dan support harmonious relations between employees Perseroan, mencakup: and the Company, including: 1. Harmony Award 1. Harmony Award Perseroan berkolaborasi dengan Badan Eksekutif The Company collaborates with the Executive Serikat Pekerja United Tractors (BESP UT) untuk Board of the United Tractors Labor Union (BESP menyukseskan penerapan praktik budaya yang UT) to advance the implementation of cultural mengedepankan harmonisasi di area masing- practices that promote harmonization across masing. Parameter yang digunakan mencakup respective operational areas. The parameters keterlibatan, harmonisasi dan kepatuhan, applied include engagement, harmonization and keunggulan operasional, proyek harmoni, serta compliance, operational excellence, harmony kinerja area. projects, and area performance. PT United Tractors Tbk - 2025 Sustainability Report 187
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Menciptakan Sumber Daya Manusia yang Unggul
2. Optimalisasi Klub Hobi dan 2. Optimization of Hobby Clubs and
Program Kerohanian Religious Programs
Guna meningkatkan engagement, work-life To enhance employee engagement, work-
balance, dan produktivitas karyawan, Perseroan life balance, and productivity, the Company
bekerja sama dengan Serikat Pekerja (SP) dan collaborates with the Labor Union and management
manajemen dalam memfasilitasi berbagai to facilitate various activities through hobby clubs,
macam kegiatan melalui club hobby (olahraga including sports and arts, as well as religious
dan seni), serta perhimpunan kerohanian seperti, gatherings and events such as halal bihalal,
halal bihalal, perayaan natal, qurban, dan Christmas celebrations, qurban activities, and
lain sebagainya. other similar programs.
3. Program Engagement Perusahaan dengan 3. Employee Family Engagement Program
Keluarga Karyawan
Perseroan menyelenggarakan kegiatan tahunan The Company organizes annual engagement
berupa family gathering, perayaan ulang tahun activities involving employees’ families, including
Perseroan, mudik bersama, pemberian bingkisan family gatherings, corporate anniversary
lebaran untuk keluarga, dan lain-lain. celebrations, organized homecoming (mudik)
programs, the distribution of Eid gift packages for
families, and other similar initiatives.
4. Program Apresiasi Purnabakti 4. Retirement Appreciation Program
GRI 201-3 GRI 201-3
Program penghargaan yang diberikan perusahaan A recognition program provided by the Company to
kepada karyawan yang telah mengabdi sampai employees who have dedicated their service until
pada usia pensiun. Perseroan memberikan reaching retirement age. The Company expresses
apresiasi dan pembekalan melalui program its appreciation while also equipping employees
persiapan masa pensiun yang meliputi, kesiapan through a pre-retirement preparation program
mental, fisik, spiritual, hingga finansial yang covering mental, physical, spiritual, and financial
dilakukan sejak lima tahun sebelum masa pensiun. readiness, commencing five years prior to retirement.
Hak Asasi Manusia Human Rights
United Tractors menghormati hak asasi manusia (HAM) United Tractors respects the human rights of every
setiap individu melalui penerapan keadilan di tempat individual implementing fairness in the workplace to
kerja untuk membangun hubungan harmonis dengan build harmonious relationships with all employees.
seluruh karyawan. Perseroan berkomitmen untuk The Company is committed to applying universal
menerapkan prinsip-prinsip universal HAM dengan human rights principles by ensuring that every
menjamin bahwa setiap individu mendapatkan individual receives equal and fair opportunities
kesempatan yang sama dan adil tanpa adanya without discrimination. The Company’s human rights
diskriminasi. Komitmen HAM Perseroan tertuang commitment is stipulated in the United Tractors Code
dalam Kode Etik United Tractors. Sepanjang periode of Conduct. During the reporting period, there were
pelaporan, tidak terdapat pelanggaran hak asasi no human rights violations within the Company’s
manusia yang terjadi di ruang lingkup operasional. operational scope.
GRI 3-3 GRI 3-3
Larangan keras terhadap tenaga kerja paksa dan The Company strictly prohibits forced labor and
tenaga kerja anak di seluruh rantai bisnis diberlakukan child labor throughout its business value chain. The
secara ketat. Kebijakan rekrutmen Perseroan Company’s recruitment policy stipulates a minimum
menetapkan usia minimal 18 tahun, sejalan dengan working age of 18 years, in accordance with Law No.
Undang-Undang Nomor 13 Tahun 2023 tentang 13 of 2023 on Manpower. The Company ensures that
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Developing High-Quality Human Capital Ketenagakerjaan. Perseroan memastikan tidak ada there is no forced labor in employment relationships tindakan kerja paksa dalam hubungan kerja antara and does not employ underage workers. During the karyawan dan Perseroan serta tidak mempekerjakan reporting period, there were no risks or incidents anak di bawah umur. Selama periode pelaporan, related to forced labor in operational activities. tidak terdapat bahaya atau insiden yang berkaitan SEOJK F.19 GRI 408-1, 409-1 dengan kerja paksa dalam kegiatan operasional. SEOJK F.19 GRI 408-1, 409-1 Selain itu, petugas keamanan dilengkapi dengan In addition, security personnel are equipped with pelatihan yang mengikuti standar nasional dan training aligned with national and international internasional, serta Kode Etik United Tractors, yang standards, as well as the United Tractors Code of menekankan penghormatan terhadap hak asasi Conduct, which emphasizes respect for human manusia dalam setiap interaksi. 100% dari personel rights in every interaction. 100% of security personnel keamanan berpartisipasi dalam pelatihan hak participated in human rights training in 2025 to asasi pada tahun 2025. Pelatihan ini bertujuan ensure that corporate policies are upheld, stakeholder untuk memastikan kebijakan perusahaan dihormati, rights are protected, and a safe and respectful melindungi hak-hak pemangku kepentingan, environment is fostered. serta menciptakan lingkungan yang aman dan GRI 3-3. 410-1 penuh penghormatan. GRI 3-3. 410-1 PT United Tractors Tbk - 2025 Sustainability Report 189
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Dampak Positif
bagi Masyarakat
Positive Impact
for Communities
190
08 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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Kebijakan dan Strategi
192
Policy and Strategy
Ikhtisar Kinerja
194
Performance Overview
Program Pengembangan Masyarakat
196
Community Development Program
Pelibatan Masyarakat dan Evaluasi Program
225
Community Engagement and Program Evaluation
PT United
Laporan Tractors Tbk
Keberlanjutan - 2025
2025 Sustainability
Sustainability Report
Report 191
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Dampak Positif bagi Masyarakat
Kebijakan dan Strategi
Policy and Strategy
Perseroan berkomitmen untuk menghadirkan nilai
tambah bagi masyarakat melalui program sosial
yang berkelanjutan. Dengan pendekatan yang
terintegrasi dan kolaboratif, Perseroan terus berupaya
memberikan dampak nyata bagi peningkatan
kualitas hidup masyarakat.
The Company is committed to creating added value for society through
sustainable social programs. Through an integrated and collaborative
approach, the Company continuously strives to deliver tangible impacts
in improving the quality of life of communities.
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Positive Impact for Communities
Program Corporate Social Responsibility (CSR) Perseroan The Company's Corporate Social Responsibility (CSR)
dilaksanakan sebagai bentuk penerapan prinsip-prinsip programs are all conducted within ESG principles and
ESG secara terintegrasi dengan tujuan bisnis melalui aligned with the business objectives through the Triple-P
strategi Triple-P Roadmap dan Aspirasi Keberlanjutan Roadmap strategy and UT 2030 Sustainability Aspirations.
2030 UT. Tujuan utama dari program CSR ini adalah untuk Their primary objective is to generate tangible social
menghasilkan manfaat sosial yang nyata di masyarakat, benefits for communities, create positive impacts on the
memberikan dampak positif pada operasi dan reputasi Company’s operations and reputation, and support national
Perseroan, serta mendukung dan melengkapi program development programs.
pembangunan nasional.
United Tractors berkomitmen dalam menjalankan program CSR melalui lima pilar
United Tractors is committed to implementing its CSR programs through five pillars
UTFUTURE (United Tractors for Education UTREES (United Tractors for Nature and
and Bright Future) Environment Sustainability)
Program CSR di bidang pendidikan yang Program CSR di bidang lingkungan yang
berfokus pada pengembangan sumber daya dirancang untuk meminimalkan dampak
manusia di Indonesia melalui inisiatif pendidikan operasional Perseroan sekaligus berkontribusi
vokasi maupun nonvokasi untuk mewujudkan aktif dalam menjaga keanekaragaman hayati.
pendidikan yang berkualitas. The CSR program in the environmental sector is designed to
CSR programs in education sector that focuses on human capital minimize the operational impact of the Company while actively
development in Indonesia through both vocational and non-vocational contributing to biodiversity conservation.
education initiatives, aimed at delivering quality education.
UTGROWTH (United Tractors for Generating UTCARE (United Tractors for
Opportunities and Wealth) Community Health Responsibility)
Program CSR di bidang pemberdayaan ekonomi Program CSR di bidang kesehatan yang
masyarakat di sekitar wilayah operasional melalui bertujuan meningkatkan kualitas kesehatan
pengembangan UMKM dan Income Generating masyarakat, khususnya ibu dan anak di sekitar
Activity (IGA) melalui pelatihan dan pendampingan wilayah operasional, melalui layanan dan
bisnis guna mendorong kemandirian dan pertumbuhan edukasi kesehatan preventif, promotif, dan kuratif serta dukungan
usaha berkelanjutan. posyandu, nutrisi tambahan, dan akses sanitasi layak.
CSR programs in community economic empowerment The CSR program in the health sector aims to improve the quality of
around operational areas focusing on the development public health, particularly for mothers and children in surrounding
of MSMEs and Income Generating Activities (IGA) through operational areas, through preventive, promotive, and curative
training and business mentoring, with the aim of engendering health services and education, as well as support for integrated
self-reliance and sustainable business growth. health service post, supplementary nutrition, and access to
proper sanitation.
UTACTION (United Tractors for Emergency Response and Action)
Program CSR yang berfokus pada kesiapsiagaan, respons darurat, dan pemulihan bencana melalui aksi kemanusiaan,
pemberdayaan masyarakat, serta dukungan infrastruktur, fasilitas, dan peralatan untuk membantu evakuasi dan
pemulihan wilayah terdampak di Indonesia.
The CSR program focuses on preparedness, emergency response, and disaster recovery through humanitarian actions, community
empowerment, and support for infrastructure, facilities, and equipment to assist in the evacuation and recovery of affected areas in Indonesia.
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Dampak Positif bagi Masyarakat
Selain itu, Perseroan terus mengidentifikasi potensi In addition, the Company continualy identifies
dampak yang mungkin timbul dari aktivitas operasional. potential impacts that may arise from its operational
Dengan pendekatan yang berbasis pada pemahaman activities. Through an approach based on an
terhadap kebutuhan lokal, Perseroan berupaya untuk understanding of local needs, the Company seeks
memitigasi dampak negatif yang dapat muncul to mitigate potential negative impacts and ensure
dan memastikan bahwa setiap interaksi dengan that every interaction with the community delivers
masyarakat memberikan manfaat yang maksimal, maximum benefits, both for the Company and the
baik bagi Perseroan maupun komunitas yang terlibat. communities involved.
SEOJK F.23
SEOJK F.23
Ikhtisar Kinerja
Performance Overview
Investasi Sosial1
Social Investment1
GRI 203-1
Rp Miliar
Rp Billion
2025 210.56
2024 167.95
2023 200.19
Desa yang Terintervensi2
Supported Village2
Desa
Villages
2025 36
2024 28
2023 26
Penerima Manfaat CSR3
CSR Beneficiaries3
Orang
People
2025 743,246
2024 630,023
2023 536,362
Keterangan: Notes:
1. Jumlah dana yang dikeluarkan untuk pelaksanaan program CSR 1. Total funds disbursed for the implementation of CSR programs during
selama tahun pelaporan. the reporting year.
2. Jumlah desa binaan kumulatif sejak tahun 2021 yang menjadi lokasi 2. Cumulative number of foster villages since 2021 that have become
program CSR berkelanjutan dan aktif pada periode pelaporan. locations for ongoing and active CSR programs during the reporting period.
3. Jumlah penerima manfaat kumulatif sejak tahun 2021 yang tercatat 3. Cumulative number of beneficiaries since 2021 recorded under ongoing
dalam program CSR berkelanjutan. CSR programs.
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Positive Impact for Communities PT United Tractors Tbk - 2025 Sustainability Report 195
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Dampak Positif bagi Masyarakat
Program Pengembangan Masyarakat
Community Development Program
SEOJK F.25 GRI 413-1
Perseroan percaya bahwa keberlanjutan bisnis tidak The Company believes that business sustainability
hanya bergantung pada kinerja internal perusahaan, depends not only on the internal performance of
tetapi juga pada hubungan yang kuat dan konstruktif the company but also on strong and constructive
dengan masyarakat sekitar. Dengan beroperasi relationships with the surrounding community.
di berbagai wilayah di Indonesia, Perseroan Operating across various regions in Indonesia, the
memanfaatkan potensi lokal dan bekerja sama Company leverages local potential and collaborates
dengan komunitas untuk memastikan bahwa setiap with communities to ensure that each operational
aktivitas operasional memberikan dampak positif activity generates positive social and economic
bagi lingkungan sosial dan ekonomi di sekitarnya. impacts in the areas where it operates, believing that
Perseroan percaya bahwa kerja sama yang baik di effective collaboration between the Company and
antara perusahaan dan masyarakat merupakan communities is essential to creating long-term value,
kunci dalam menciptakan nilai jangka panjang, expanding opportunities for regional development,
membuka peluang untuk pengembangan wilayah and contributing to Indonesia’s overall progress.
serta berkontribusi terhadap kemajuan Indonesia
secara keseluruhan.
Pilar Pendidikan Education Pillar
Penerima Manfaat Pilar Pendidikan dan Tanggap Darurat Bencana tahun 2025
Beneficiaries of the Education and Disaster Emergency Response Pillar in 2025
61,873 Orang
People
Melalui Pilar Pendidikan, Perseroan berkomitmen untuk Through the Education Pillar, the Company is
memberikan dampak positif pada pengembangan committed to creating positive impact in human
SDM dengan mewujudkan pendidikan yang capital development by promoting quality education
berkualitas melalui inisiatif pendidikan vokasi dan through both vocational and non-vocational
nonvokasi. Program-program yang dinaungi dalam initiatives. Programs under this pillar focus on
Pilar Pendidikan berfokus pada peningkatan mutu improving school quality through teacher training,
sekolah (pelatihan guru, pengembangan kurikulum, curriculum development, and student development
serta pembinaan siswa agar siap memenuhi to prepare them for industry needs. In addition,
kebutuhan industri), pemberian beasiwa, serta the Company provides scholarships and supports
bantuan pengembangan sarana dan prasarana the development of educational facilities and
pendidikan. infrastructure.
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Positive Impact for Communities
Sekolah Binaan United Tractors (SOBAT) United Tractors Fostered Schools (SOBAT)
Program Sekolah Binaan United Tractors (SOBAT) The United Tractors School Development Program
merupakan bagian dari komitmen UTFUTURE, yang (SOBAT) is part of UTFUTURE’s commitment to
bertujuan untuk meningkatkan kualitas pendidikan improving the quality of education in Indonesia,
di Indonesia, yang dilaksanakan oleh United Tractors. implemented by the Company’s parent, United
Pada tahun 2025, 1.726 sekolah di seluruh Indonesia Tractors. In 2025, 1,726 schools across Indonesia
telah berpartisipasi dalam program ini. SOBAT participated in the program. SOBAT adopts a
menerapkan model pembinaan yang terbagi dalam development model divided into three main aspects:
tiga aspek utama: Brainware (pengembangan Brainware (human resource capacity development),
kapasitas SDM), Software (kurikulum dan metodologi Software (curriculum and learning methodology), and
pembelajaran), dan Hardware (fasilitas dan Hardware (educational facilities and infrastructure).
infrastruktur pendidikan).
Dampak Program SOBAT sangat signifikan, dengan The SOBAT Program has delivered significant impact,
ribuan penerima manfaat yang tersebar di berbagai reaching thousands of beneficiaries across various
wilayah Indonesia. Salah satunya yaitu melalui regions in Indonesia. One of these is the program at
program sekolah binaan SMK Maharati yang SMK Maharati, a development school program that
merupakan program kolaborasi United Tractors is a collaboration between United Tractors and its
dengan anak usaha yang meliputi PT Pamapersada subsidiaries, including PT Pamapersada Nusantara,
Nusantara, PT Kalimantan Prima Persada, Turangga PT Kalimantan Prima Persada, Turangga Resources,
Resources, dan PT Energia Prima Nusantara. Program and PT Energia Prima Nusantara. The program
ini tidak hanya berfokus pada pendidikan akademik, extends beyond academic education, placing
tetapi juga pada pengembangan karakter dan strong emphasis on character development and the
keterampilan teknis yang relevan dengan kebutuhan enhancement of technical competencies aligned
industri. Program SOBAT terus berkembang dengan with industry needs. SOBAT continues to evolve
beradaptasi terhadap teknologi terkini, seperti by adapting to emerging technologies, including
pelatihan berbasis digital dan platform e-learning, digital-based training and e-learning platforms, to
untuk meningkatkan efektivitas pembinaan. strengthen the effectiveness and accessibility of its
capacity-building initiatives.
Pencapaian 2025 | 2025 Achievement
1,022 19 45
Inovasi SOBAT Competition Sekolah Peserta Lomba Kompetensi Sekolah memiliki fasilitas
SOBAT Competition Innovations Siswa Nasional (LKS) Teaching Factory
Schools participating in National Student Schools have Teaching Factory facilities
Competency Competition (LKS)
187 100 100
Guru peserta Pelatihan Teknik Alat Berat Siswa peserta Pelatihan Teknik Alat Berat Siswa peserta Uji Kompetensi
Teachers participating in Heavy Equipment Students participating in Heavy Equipment Teknikal Alat Berat
Training Workshops Training Workshops Students participating in the Heavy
Equipment Technical Competency Test
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Dampak Positif bagi Masyarakat
169 90 562
Guru tersertifikasi Kompetensi Siswa tersertifikasi Kompetensi Siswa SMK binaan diterima UT School
LSP ABI LSP Alkindo Fostered Vocational High School Students
Teachers certified in LSP ABI Students certified in LSP Alkindo were admitted to UT School
Competency Certification Competency Certification
23 52
Pembelian alat berat dari SOBAT
tahun 2025 senilai
Purchase of heavy equipment from
Instansi Pendidikan melakukan SMK penerima hibah alat praktik SOBAT in 2025 amounting to
4.66
kunjungan industri
Educational Institution conducted
Vocational High Schools received
practical equipment grants
Rp miliar
billion
industrial visits
UT Inspiring Youth UT Inspiring Youth
Program UT Inspiring Youth yang merupakan salah satu UT Inspiring Youth Program, one of the UTFUTURE
program UTFUTURE, berfokus pada pengembangan initiatives, focuses on skills development,
keterampilan, peningkatan kepercayaan diri, serta strengthening self-confidence, and achieving
pencapaian prestasi yang membanggakan di outstanding accomplishments at both national and
tingkat nasional maupun internasional. Program ini international levels. The program is led by United
digaungkan oleh United Tractors dengan melibatkan Tractors in collaboration with various partners and
berbagai mitra dan pelatih untuk memastikan coaches to ensure comprehensive development.
pembinaan yang komprehensif. Perseroan The Company supports the development of young
berkomitmen untuk mendukung pengembangan athletes and para-athletes through three flagship
atlet muda dan atlet difabel melalui tiga program programs designed to empower the next generation
unggulan yang bertujuan memberdayakan generasi to reach their full potential.
penerus dalam mencapai potensi terbaik mereka.
1. UT Special Inspiring Youth - SOIna yang ditujukan 1. UT Special Inspiring Youth – SOIna, intended for
bagi atlet penyandang disabilitas yang tergabung athletes with disabilities who are members of
dalam Special Olympics Indonesia (SOIna). Special Olympics Indonesia (SOIna). Through this
Melalui program ini, United Tractors memberikan program, United Tractors provides comprehensive
pembinaan yang menyeluruh, baik fisik maupun development, both physical and mental, aimed at
mental, dengan tujuan meningkatkan kepercayaan enhancing their self-confidence and achievements
diri dan prestasi mereka di arena internasional. in international arenas.
2. UT Inspiring Youth merupakan program 2. UT Inspiring Youth is a development program
pembinaan bagi anak-anak berbakat di bidang for academically talented children aimed at
akademik untuk mendukung pengembangan supporting the growth of their potential in pursuing
potensi mereka dalam menempuh pendidikan higher education. One of the program beneficiaries
tinggi. Salah satu penerima pembinaan adalah is Caesar Archangles Hendrik Trunay, commonly
Caesar Archangles Hendrik Trunay, yang akrab known as Nono. In 2022, Nono won 1st place at the
disapa Nono. Pada tahun 2022, Nono meraih Juara International Abacus World Competition using the
1 dalam International Abacus World Competition abacus method (gasing method). In 2025, Nono
menggunakan metode sempoa (metode gasing). achieved another milestone by earning a bronze
Selanjutnya, pada tahun 2025, Nono kembali medal at the 2025 National Coding Competition
menorehkan prestasi dengan meraih medali held at Bina Nusantara University.
perunggu pada Kompetisi Coding Nasional 2025
yang diselenggarakan di Binus University.
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Positive Impact for Communities
3. UT Inspiring Youth juga memberikan pembinaan 3. UT Inspiring Youth also provides mentorship to
kepada International Master (IM) Aditya Bagus Arfan, International Master (IM) Aditya Bagus Arfan,
atlet muda berbakat di bidang catur yang telah a talented young chess player who has been
dibina oleh United Tractors sejak tahun 2016 dengan mentored by United Tractors since 2016, with the
target meraih gelar Grand Master (GM). Hingga saat goal of achieving the Grandmaster (GM) title.
ini, Adit telah mengantongi dua norma GM dan masih To date, Adit has earned two GM norms and still
membutuhkan satu norma tambahan serta rating needs one more norm along with a rating of 2,500
2.500 untuk resmi menjadi Grandmaster. Sepanjang to officially become a Grandmaster. Throughout
tahun 2025, Adit terus menunjukkan performa 2025, Adit has continued to show competitive
kompetitif, termasuk melalui partisipasinya dalam performance, including his participation in the 2025
Indonesian GM Tournament 2025, sebagai bagian Indonesian GM Tournament, as part of his journey
dari perjalanan menuju pencapaian gelar tertinggi toward achieving the highest title in the chess world.
dalam dunia catur.
Pencapaian 2025 | 2025 Achievement
1
Tim Sepakbola SOINA DKI Jakarta Adit telah meraih ELO Rating sebesar
SOIna DKI Jakarta Football Team Adit has achieved an ELO rating of
Juara 3 Medali Perunggu dalam Kompetisi
Coding Nasional 2025 oleh 2,252
3 Place
rd
Binus University dengan pencapaian gelar
Gothia Cup – Swedia Bronze Medal in the 2025 International Master (IM)
National Coding Competition by with the achievement of the
Binus University International Master (IM) title
Program Beasiswa Scholarship Program
Perseroan bersama entitas anak usaha memberikan The Company and its subsidiaries provide scholarship
dukungan beasiswa kepada siswa dan mahasiswa support to high-achieving students, aiming to ensure
berprestasi. Program beasiswa ini bertujuan untuk access to adequate education for underprivileged
memberikan akses pendidikan yang layak bagi siswa students, while encouraging the development of
dan siswi yang prasejahtera, sekaligus mendorong high-quality human capital for the future.
pengembangan sumber daya manusia yang
berkualitas untuk masa depan.
Melalui program beasiswa ini, Perseroan berusaha Through this program, the Company seeks to expand
memperluas akses pendidikan, meningkatkan access to education, enhance skills, and nurture
keterampilan, serta mencetak individu yang siap individuals who are prepared to contribute positively
berkontribusi positif bagi pembangunan Indonesia, to Indonesia’s development, while creating broader
sekaligus menciptakan peluang yang lebih luas untuk opportunities for career growth across various
pertumbuhan karier di berbagai sektor industri. industry sectors.
Pencapaian 2025 | 2025 Achievement
2,279
Total Siswa penerima beasiswa bantuan pendidikan.
Total students receiving educational assistance scholarships.
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Dampak Positif bagi Masyarakat
PROGRAM UNGGULAN UTFUTURE | UTFUTURE FLAGSHIP PROGRAM
PAMA Safe School
PAMA Safe School
PAMA Safe School merupakan inisiatif PT Pamapersada PAMA Safe School is an initiative of PT Pamapersada
Nusantara (PAMA) dalam menanamkan budaya Nusantara (PAMA) aimed at instilling a culture of
keselamatan, kesehatan kerja, dan kepedulian occupational safety, health, and environmental
lingkungan (K3LH) di lingkungan sekolah. Program awareness (K3LH) within the school environment.
ini bertujuan membentuk karakter generasi muda The program seeks to shape a disciplined, caring,
yang disiplin, peduli, dan bertanggung jawab melalui and responsible younger generation through the
penguatan sistem keselamatan sekolah yang strengthening of structured and sustainable school
terstruktur dan berkelanjutan. safety systems.
Pada tahun 2025, program dilaksanakan di sekolah In 2025, the program was implemented in PAMA’s
binaan PAMA yang tersebar di Pulau Sumatra, Jawa, foster schools across Sumatra, Java, and Kalimantan
dan Kalimantan. Implementasi dilakukan melalui through an integrated approach that included safety
pendekatan terpadu yang mencakup edukasi and preparedness education, capacity building for
keselamatan dan kesiapsiagaan, peningkatan teachers as safety ambassadors, provision of K3LH
kapasitas guru sebagai agen keselamatan, supporting facilities, and the establishment of student
penyediaan sarana pendukung K3LH, serta safety ambassadors.
pembentukan duta keselamatan di kalangan siswa.
Program dijalankan melalui empat pilar utama, yaitu The program is delivered through four main pillars,
penguatan tata kelola dan kolaborasi, peningkatan namely strengthening governance and collaboration,
kompetensi pendidik, pelaksanaan program tematik enhancing educator competencies, implementing
K3LH, serta monitoring dan evaluasi berkelanjutan. thematic K3LH programs, and conducting continuous
Melalui pendekatan tersebut, PAMA Safe School monitoring and evaluation. Through this approach,
mendorong terciptanya ekosistem sekolah yang PAMA Safe School promotes the creation of a safe,
aman, sehat, dan siap menghadapi risiko, sekaligus healthy, and risk-aware school ecosystem, while also
mendukung kesiapan siswa memasuki dunia kerja supporting students’ readiness to enter the workforce
dan kehidupan bermasyarakat. and participate actively in society.
Pencapaian 2025 | 2025 Achievement
22 18 100%
Sekolah binaan Guru tersertifikasi Peserta dinyatakan kompeten
Fostered schools Certified teachers dan direkomendasikan sebagai
Asesor BNSP
Participants were declared
competent and recommended as
BNSP Assessors
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Positive Impact for Communities Testimoni UTFUTURE – SOBAT UTFUTURE – SOBAT Testimonial “SOBAT menjadi momentum penting bagi sekolah kami untuk bertransformasi dari sistem konvensional menuju tata kelola berbasis standar industri. Pendekatan yang partisipatif membuat seluruh unsur sekolah merasa terlibat dan memiliki terhadap peningkatan mutu yang dijalankan. Integrasi berbagai program ke dalam sistem sekolah mendorong peningkatan fasilitas serta pembelajaran yang lebih selaras dengan kebutuhan industri, sekaligus memperkuat kepemimpinan strategis dalam pengelolaan pendidikan vokasi. Intervensi yang diberikan dinilai terintegrasi dengan baik dan mampu menjawab tantangan kesenjangan kompetensi yang sebelumnya menjadi hambatan. Ke depan, kami berharap kolaborasi dengan industri dapat terus berlanjut untuk menjaga relevansi kurikulum, meningkatkan kapasitas guru, serta memastikan konsistensi standar mutu pendidikan vokasi.” “SOBAT has become an important milestone for our school as we transform from a conventional system toward industry-standard governance. A participatory approach has encouraged all elements of the school to feel involved and take ownership of the quality improvement initiatives undertaken by school. The integration of various programs into the school system has driven enhancements in facilities and learning processes that are more aligned with industry needs, while also strengthening strategic leadership in vocational education management. The interventions provided are considered well-integrated and capable of addressing the competency gaps that had previously posed challenges. Going forward, we hope that collaboration with industry can continue to ensure curriculum relevance, enhance teacher capacity, and maintain consistent quality standards in vocational education.” Ibu | Mrs. Siti Maimunah Pimpinan SMK Bina Bangsa Dampit, Malang, Jawa Timur. Principal of SMK Bina Bangsa Dampit, Malang, East Java. PT United Tractors Tbk - 2025 Sustainability Report 201
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Dampak Positif bagi Masyarakat
Pilar Lingkungan Environmental Pillar
Penerima Manfaat Pilar Lingkungan tahun 2025
Beneficiaries of the Environmental Pillar in 2025
10,776 Orang
People
Melalui Pilar Lingkungan, Perseroan beradaptasi Through the Environmental Pillar, the Company
terhadap tantangan perubahan iklim global dengan responds to the challenges of global climate change by
menjalankan program pelestarian lingkungan implementing environmental conservation programs
berbasis pemberdayaan masyarakat. Program- based on community empowerment. Programs
program yang dinaungi oleh Pilar Lingkungan under this pillar focus on improving air quality through
berbasis pada meningkatkan kualitas udara dengan reforestation efforts, supporting circular economy
penghijauan, mendukung prinsip ekonomi sirkular, principles, and promoting biodiversity protection in
serta upaya perlindungan keanekaragaman hayati non-conservation areas.
pada area non-konservasi.
Penanaman Pohon Tree Planting
Perseroan menyadari pentingnya upaya untuk The Company recognizes the importance of efforts to
mengurangi dampak negatif terhadap lingkungan, reduce negative environmental impacts, improve air
meningkatkan kualitas udara, dan memperbaiki quality, and restore existing ecosystems. The UTREES
ekosistem yang ada. Melalui program UTREES, program not only focuses on reforestation, but also
Perseroan tidak hanya berfokus pada penghijauan, actively involves local communities in planting and
tetapi juga melibatkan masyarakat setempat dalam maintenance activities, thereby generating positive
kegiatan penanaman dan pemeliharaan pohon social impacts while strengthening the local economy.
sehingga menciptakan dampak sosial yang positif
sekaligus memperkuat ekonomi lokal.
Pencapaian 2025 | 2025 Achievements
269,996
Jumlah pohon yang berhasil ditanam
Total trees successfully planted
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Positive Impact for Communities
Solusi Penggunaan Plastik dan Plastic Use Solutions and Waste Reduction
Pengurangan Limbah
Program ini bertujuan mengurangi dampak Forming part of the Company’s ongoing efforts to
lingkungan dari sampah plastik dan mengelola reduce waste and to reduce waste and enhance
limbah secara lebih efektif, di antaranya dengan waste management practices principles, this
mengurangi volume sampah yang dibuang ke program aims to reduce the environmental impact
Tempat Pemrosesan Akhir (TPA). Sebagai solusi of plastic waste and improve waste management
berbasis masyarakat, Perseroan beserta entitas effectiveness, including decreasing the volume
anak usaha mengembangkan bank sampah of waste sent to landfills. As a community-based
yang berperan sebagai sistem pengelolaan dan solution, the Company and its subsidiaries have
pemilahan sampah terintegrasi sekaligus sebagai developed waste banks that function as an
sarana pemberdayaan ekonomi lokal. Inisiatif ini integrated waste management and sorting system.
merupakan bagian dari upaya berkelanjutan untuk This initiative forms part of ongoing efforts to reduce
mencapai pengurangan limbah dan mendukung waste and support circular economy principles
prinsip ekonomi sirkular melalui pengelolaan sampah through waste management practices that generate
yang memiliki nilai jual. economic value.
Sampah yang berhasil dipilah dan didaur ulang di Waste that is successfully sorted and recycled at
bank sampah binaan kemudian dimanfaatkan kembali foster waste banks is then reused, reducing the
sehingga mengurangi kebutuhan akan material baru need for new raw materials while also creating
dan memberikan peluang pendapatan bagi komunitas income opportunities for local communities.
lokal. Dengan kolaborasi bersama berbagai pihak Through collaboration with various stakeholders
dan peningkatan kesadaran masyarakat, Perseroan and continued efforts to raise public awareness, the
terus berupaya untuk mengurangi dampak negatif Company strives to reduce negative environmental
terhadap lingkungan, serta menciptakan nilai sosial dan impacts while generating social and economic value
ekonomi melalui pengelolaan limbah yang lebih ramah through more environmentally responsible waste
lingkungan. management practices.
Pencapaian 2025 | 2025 Achievements
183 857.2 tons
Jumlah bank sampah binaan Sampah plastik yang dikelola oleh
Fostered waste banks bank sampah
Plastic waste managed by waste banks
Pencegahan Perubahan Iklim Climate Change Mitigation
Perseroan berkolaborasi dengan Dinas Lingkungan Collaborating with the Environmental Agency
Hidup melalui Program Komunitas untuk Iklim through the Climate Village Program (PROKLIM) and
(PROKLIM) dan Sekolah Adiwiyata sebagai bagian dari the Adiwiyata Schools Program, UT and subsidiaries
upaya memitigasi dampak negatif dari perubahan including PT Pamapersada Nusantara (PAMA),
iklim. Perseroan melalui induk usaha, yaitu UT, PT Kalimantan Prima Persada (KPP), and Turangga
beserta anak usaha yang meliputi PT Pamapersada Resources have implemented various initiatives
Nusantara (PAMA), PT Kalimantan Prima Persada integrated into environmental management. The
(KPP), dan Turangga Resources, melakukan berbagai implementation of programs in Adiwiyata schools
kegiatan yang terintegrasi dalam pengelolaan has also demonstrated positive results. One example
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Dampak Positif bagi Masyarakat
lingkungan. Implementasi program yang dilakukan di is SMP Negeri 1 Batang Toru, a foster school of
sekolah Adiwiyata juga menunjukkan capaian positif, PT Agincourt Resources, which received the Best
salah satunya melalui SMP Negeri 1 Batang Toru, Participant Award for Waste-Smart Schools at the
sekolah binaan PT Agincourt Resources, yang meraih junior high school level from the Indonesian Adiwiyata
penghargaan Peserta Terbaik Sekolah Bijak Sampah Activists Association at the Astra Festival 2025. These
Himpunan Penggiat Adiwiyata Indonesia Tahun initiatives reflect the Company’s commitment to
2025 tingkat SMP pada Festival Astra 2025. Berbagai ensuring that every action taken delivers sustainable
inisiatif tersebut mencerminkan komitmen Perseroan environmental impact for the future.
dalam memastikan setiap langkah yang diambil
memberikan dampak lingkungan yang berkelanjutan
bagi masa depan.
Pencapaian 2025 | 2025 Achievements
36 131
Dusun PROKLIM yang tercatat sebagai desa binaan Sekolah Adiwiyata terbina
PROKLIM hamlets recorded as foster villages Fostered Adiwiyata schools
Konservasi dan Keanekaragaman Hayati Biodiversity Conservation
Berada di bawah naungan program UTREES, program Under the UTREES program, this initiative focuses on
ini berfokus pada upaya pelindungan, pelestarian, the protection, preservation, and sustainable utilization
dan pemanfaatan keanekaragaman hayati secara of biodiversity, which serves as the foundation for the
berkelanjutan, yang merupakan landasan bagi survival of humans, animals, and plants, covering
kelangsungan hidup manusia, hewan, dan tumbuhan. various ecosystems, species, and genetic diversity.
Upaya pelindungan yang dilakukan mencakup berbagai In implementing this program, United Tractors has
jenis ekosistem, spesies, dan keragaman genetik di collaborated with the Bogor Agricultural University
bumi. Dalam menjalankan program ini, United Tractors (IPB) and Diponegoro University (UNDIP) in initiatives to
telah berkolaborasi dengan Institut Pertanian Bogor conserve endangered wildlife, including the Timor deer
(IPB) dan Universitas Diponegoro (UNDIP) dalam inisiatif and Bali myna, since 2018. In addition, the Company has
konservasi satwa langka, termasuk rusa timor dan jalak also conducted the release of Sambar deer in the National
balik sejak tahun 2018 lalu. Kemudian, Perseroan juga Capital City (IKN) through PAMA, in collaboration with the
telah melakukan pelepasliaran rusa sambar di Ibu Kota IKN Authority, the Ministry of Forestry of the Republic of
Negara (IKN) oleh PAMA, bekerja sama dengan Otorita Indonesia, and Gadjah Mada University (UGM).
IKN, Kementerian Kehutanan RI, dan Universitas Gadjah
Mada (UGM).
Pencapaian 2025 | 2025 Achievements
113 100 13
Fauna yang Rusa Timor Jalak Bali
dilestarikan Timor Deer Bali Myna
Conserved fauna
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Positive Impact for Communities Desa UniTy United Tractors Desa UniTy United Tractors Program Desa UniTy di Gunung Arjuno, Jawa Timur The Desa UniTy Program in the Mount Arjuno area, merupakan bagian dari komitmen induk usaha East Java, reflects the Company’s commitment to Perseroan dalam mendukung konservasi alam dan supporting nature conservation and environmental rehabilitasi lingkungan. Program ini dipusatkan di rehabilitation and is centered on a 567 hectares area area seluas 567 hektar di wilayah lereng Gunung on the slopes of Mount Arjuno, East Java, managed Arjuno, Jawa Timur, yang dikelola oleh Perhutani. by Perhutani. Initiated in 2022, the revegetation Kegiatan revegetasi yang dimulai sejak tahun 2022 activities involve four villages, namely Tulungrejo, ini melibatkan empat desa, yaitu Desa Tulungrejo, Sumbergondo, Giripurno, and Tawangargo. United Sumbergondo, Giripurno, dan Tawangargo. United Tractors collaborated with Perum Perhutani KPH Tractors berkolaborasi dengan Perum Perhutani KPH Malang in a forest conservation and revegetation Malang dalam program konservasi dan revegetasi program covering an area of 567 hectares. This hutan seluas 567 hektar. Program ini bertujuan program aims to enhance ecosystem sustainability untuk meningkatkan keberlanjutan ekosistem di in the area by planting various species of productive kawasan ini dengan menanam berbagai jenis pohon trees, such as avocado, soursop, jackfruit, durian, produktif, seperti alpukat, sirsak, nangka, durian, sukun, breadfruit, and trembesi. dan trembesi. Kegiatan ini juga bertujuan mengurangi erosi tanah, These activities also aim to reduce soil erosion, meningkatkan kualitas udara, dan mengurangi improve air quality, and mitigate the impacts of dampak perubahan iklim. Selain manfaat ekologis, climate change. In addition to ecological benefits, program ini juga memberikan manfaat ekonomi the program provides economic value to local kepada masyarakat setempat, yang turut serta communities who participate in planting and dalam kegiatan penanaman dan pemeliharaan maintenance activities. The Company actively tanaman. Perseroan melibatkan masyarakat untuk involves community members in tree planting and berpartisipasi dalam penanaman dan perawatan care, while integrating community empowerment tanaman, serta mengintegrasikan program initiatives in the surrounding areas. Programs pemberdayaan masyarakat di wilayah sekitar. implemented include skills training, local economic Beberapa program yang dilaksanakan, antara lain, empowerment, and environmental education. pelatihan keterampilan, pemberdayaan ekonomi lokal, dan edukasi lingkungan. Pencapaian 2025 | 2025 Achievements 567 ha 1,100 Area yang berhasil di revegetasi Pohon ditanam Successfully revegetated Trees planted Meraih Received the Penghargaan ProKlim Sertifikat Utama ProKlim Main Certificate Award untuk Desa Sumbergondo for Sumbergondo Village PT United Tractors Tbk - 2025 Sustainability Report 205
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Dampak Positif bagi Masyarakat
PROGRAM UNGGULAN UTREES | UTREES FLAGSHIP PROGRAM
PAMA Eco-Edu Fest
PAMA Eco-Edu Fest
PAMA Eco-Edu Fest merupakan inisiatif di pilar PAMA Eco-Edu Fest is an initiative under the
lingkungan, yang dilaksanakan di Wanagama environmental pillar, implemented in Wanagama
Nusantara untuk mendukung keberlanjutan dan Nusantara to support sustainability and biodiversity
tata kelola keanekaragaman hayati di kawasan governance in the Ibu Kota Nusantara (IKN) area.
Ibu Kota Nusantara (IKN). Program ini berfokus This program focuses on ecosystem restoration,
pada restorasi ekosistem, edukasi lingkungan, dan environmental education, and the conservation of
penangkaran satwa seperti rusa sambar. PAMA Eco- wildlife such as the sambar deer. PAMA Eco-Edu Fest
Edu Fest membuka peluang bagi masyarakat untuk also provides opportunities for the community to
terlibat aktif melalui program sukarelawan dan riset actively participate through volunteer programs and
lapangan. Melalui kolaborasi dengan Universitas field research. Through collaboration with Universitas
Gadjah Mada (UGM) dan Otorita Ibu Kota Nusantara Gadjah Mada (UGM) and Otorita Ibu Kota Nusantara
(OIKN), program ini diharapkan memperkaya (OIKN), the program aims to enrich plant diversity
keragaman flora dengan enrichment planting pohon by enrichment planting local tree species such as
lokal seperti meranti dan durian Kalimantan. meranti and Kalimantan durian.
Mini nursery juga dibangun di area ini untuk melakukan A mini nursery has also been established in the area
pembibitan pohon lokal dan spesies unggulan, to facilitate the propagation of local trees and priority
menjamin proses restorasi dan enrichment planting species, ensuring that the restoration and enrichment
dilakukan secara berkelanjutan dan terkontrol. Selain planting processes are carried out sustainably and
itu, Infrastruktur pendukung seperti kantor pengelola under control. Additionally, supporting infrastructure,
dan pusat informasi disediakan agar Wanagama such as the management office and information
Nusantara dapat berfungsi secara optimal sebagai center, has been provided to ensure that Wanagama
laboratorium alam yang nyaman untuk kegiatan Nusantara can function optimally as a comfortable
riset, edukasi, dan konservasi masyarakat. natural laboratory for research, education, and
community conservation activities.
Pencapaian 2025 | 2025 Achievements
100 ha
Lahan dikelola untuk restorasi dan edukasi lingkungan
Land are managed for ecosystem restoration and environmental education
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Positive Impact for Communities UTREES – Desa UniTy UTREES – Desa UniTy “Program Desa UniTy memberikan kesempatan bagi kami untuk terlibat langsung dalam pengelolaan lingkungan desa secara lebih terstruktur dan berkelanjutan. Kami memperoleh peningkatan kapasitas dalam penyortiran, pengolahan sampah organik, hingga pengelolaan administrasi TPS3R, sekaligus mendapatkan alternatif sumber pendapatan tambahan senilai Rp41.142.000, dari 22 ton sampah yang terolah di tengah menurunnya produktivitas pertanian. Program ini mendorong masyarakat lebih aktif dalam mengurangi sampah dan melihat hasil olahan sebagai peluang ekonomi yang bernilai. Tantangan yang sebelumnya kami hadapi kini dapat diubah menjadi peluang yang tetap sejalan dengan kepedulian terhadap lingkungan. Ke depan, kami berharap pendampingan dan penguatan kelembagaan TPS3R dapat terus berlanjut agar manfaat ekonomi dan lingkungan ini semakin berkembang dan menjangkau lebih banyak warga desa.” “The Desa UniTy Program has provided us with the opportunity to be directly involved in managing our village in a more structured and sustainable manner. We have strengthened waste sorting, organic waste processing, and 3R Waste Management Facility administrative management, while gaining additional income of Rp41,142,000 generated from the processing of 22 tons of waste amid declining agricultural productivity. The program has encouraged the community to become more proactive in reducing waste and to view processed waste products as valuable economic opportunities. Challenges we previously faced have now been transformed into opportunities that remain aligned with environmental stewardship. Going forward, we hope that continued mentoring and institutional strengthening of the 3R Waste Management Facility unit will be sustained, so that the economic and environmental benefits can further expand and reach more village residents.” Ibu | Mrs. Juma’ati Ketua TPS3R Desa Sumbergondo | Petani Head of the 3R Waste Management Facility in Sumbergondo Village | Farmer PT United Tractors Tbk - 2025 Sustainability Report 207
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Dampak Positif bagi Masyarakat
Pilar Kewirausahaan Entrepreneurship Pillar
GRI 3-3, 203-2 GRI 3-3, 203-2
Penerima Manfaat Pilar Kewirausahaan tahun 2025
Beneficiaries of the Entrepreneurship in 2025
5,311 Orang
People
Melalui Pilar Kewirausahaan, Perseroan turut Through the Entrepreneurship Pillar, the Company
mendukung creating shared value (CSV) melalui also supports creating shared value (CSV) by
pemberdayaan pelaku Usaha Mikro, Kecil, dan empowering Micro, Small, and Medium Enterprises
Menengah (UMKM) dengan adanya pelatihan, (MSMEs) through training programs, institutional
penguatan kelembagaan, serta akses ke pasar demi capacity building, and expanded market access to
mewujudkan kemandirian UMKM. foster MSME independence.
Lembaga Pengembangan Bisnis (LPB) Business Development Institute (LPB)
Program ini merupakan bagian dari komitmen This program forms part of the Company’s
Perseroan meningkatkan kesejahteraan ekonomi commitment to enhancing the economic well-being
masyarakat sekitar dengan memberikan of surrounding communities by providing sustainable
dukungan yang berkelanjutan kepada UMKM untuk support to micro, small, and medium enterprises
mengembangkan kapasitas bisnis, meningkatkan (MSMEs). The initiative aims to strengthen business
pendapatan, serta membuka peluang kerja yang capacity, increase income, and create employment
berfokus pada pemberdayaan UMKM area ring 1 opportunities, with a particular focus on empowering
pada titik operasional Perseroan yang berlokasi MSMEs in Ring 1 areas surrounding the Company’s
di Cakung dan Tanjung. Melalui pilar UTGROWTH, operational sites in Cakung and Tanjung. Through
program ini dilaksanakan oleh entitas induk usaha, the UTGROWTH pillar, the program is implemented
yaitu UT, beserta anak usaha yang meliputi PT by the parent entity, UT, together with its subsidiaries,
Pamapersada Nusantara (PAMA), PT Kalimantan including PAMA, KPP, TTA, PT United Tractors Pandu
Prima Persada (KPP Mining), PT Tuah Turangga Agung Engineering (UTPE), and PT Agincourt Resources
(Turangga Resources), PT United Tractors Pandu (PTAR). In 2025, the LPB delivered significant impact
Engineering (UTPE), dan PT Agincourt Resources through mentoring programs, training, market
(PTAR). Pada tahun 2025, LPB berhasil memberikan access facilitation, and financing support. LPB in UT
dampak yang signifikan, antara lain, melalui Group serves as a key driver in promoting innovation,
program pendampingan, pelatihan, pemasaran, economic empowerment, and poverty reduction by
dan fasilitas pembiayaan. LPB di Grup UT berperan enabling MSMEs to remain resilient and grow amid
sebagai penggerak utama dalam mendorong evolving economic challenges.
inovasi, pemberdayaan ekonomi, dan pengurangan
kemiskinan melalui pemberdayaan UMKM yang
mampu bertahan dan berkembang di tengah
tantangan ekonomi yang terus berubah.
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Positive Impact for Communities
Pencapaian 2025 | 2025 Achievements
2,950 UMKM binaan
Fostered MSMEs
Koperasi Bina Tani Grup UT UT Group Bina Tani Cooperative
Koperasi Bina Tani merupakan lembaga keuangan Bina Tani Cooperative is a microfinance institution
mikro yang dibangun melalui kolaborasi antara established through collaboration between the
Program CSR United Tractors dan PAMA. Berlokasi di United Tractors CSR Program and PAMA. Located
Tenggarong, Kabupaten Kutai Kertanegara, Kalimantan in Tenggarong, Kutai Kartanegara Regency, East
Timur, koperasi ini dirancang untuk memberdayakan Kalimantan, the cooperative was designed to
masyarakat melalui pemberian akses kredit yang empower local communities by providing its members
lebih mudah dan terjangkau bagi para anggotanya, with easier and more affordable access to credit,
sekaligus mendukung pengembangan usaha mikro while supporting the development of micro and small
dan kecil di sekitar area operasional. enterprises in the surrounding operational areas.
Koperasi Bina Tani terus berkembang dan Bina Tani Cooperative continues to grow and make
memberikan kontribusi yang besar terhadap a significant contribution to poverty alleviation and
pengentasan kemiskinan dan peningkatan kualitas the improvement of living standards in surrounding
hidup masyarakat di sekitarnya. Keberlanjutan communities. The sustainability of this program
program ini sejalan dengan visi Perseroan dalam aligns with the Company’s vision to promote inclusive
mendukung pertumbuhan ekonomi yang inklusif dan and sustainable economic growth, with a focus on
berkelanjutan, yang berfokus pada pengurangan reducing poverty and strengthening local economic
kemiskinan dan pemberdayaan ekonomi lokal. empowerment.
Pencapaian 2025 | 2025 Achievements
420
Berhasil membukukan pendapatan sebesar
Recorded revenue of
Anggota
Members
Rp
1.18 miliar
billion
dan menyalurkan kredit sebesar
and disbursed in loans totaling
Aset sebesar
Total assets of Rp
1.32 miliar
billion
6.5
miliar
Rp
billion
dengan Non-Performing Loan (NPL) sebesar
dengan laba with a Non-Performing Loan (NPL) ratio of
with net profit amounting to
Rp
117.6
juta
million
4.42%
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Dampak Positif bagi Masyarakat
PROGRAM UNGGULAN UTGROWTH | UTGROWTH FLAGSHIP PROGRAM
Mentari Bronang: Transformasi Pertanian Berkelanjutan
untuk Ketahanan Pangan dan Pelestarian Hutan
Mentari Bronang: Sustainable Agricultural Transformation for Food Security and
Forest Conservation
Melalui Program Mentari Bronang, PT Asmin Bara Through the Mentari Bronang Program, PT Asmin Bara
Bronang (ABB) mendorong transformasi praktik Bronang (ABB) promotes the transformation of land-
pembukaan lahan menjadi sistem pertanian terpadu clearing practices into an integrated, permanent, and
yang menetap dan ramah lingkungan. Program ini environmentally sustainable agricultural system. The
bertujuan memperkuat ketahanan pangan serta program aims to strengthen food security and improve
meningkatkan kesejahteraan masyarakat Suku the welfare of the Dayak Ngaju community in Barunang
Dayak Ngaju di Desa Barunang, Kabupaten Kapuas. Village, Kapuas Regency.
Inisiatif ini dijalankan bersama Koperasi This initiative is in collaboration with Koperasi
Pengembangan Bisnis Taraku Mandiri (Koperasi Pengembangan Bisnis Taraku Mandiri (Production
Produksi) yang telah dibina sejak 2015, dengan fokus Cooperative), which has been supported since 2015,
pada penguatan tata kelola, model bisnis, dan akses with a focus on strengthening governance, refining
pasar menuju kemandirian lembaga. Program ini the business model, and expanding market access
melibatkan petani lokal dalam mendukung ketahanan toward institutional self-reliance. This program involves
pangan, di mana hasil pertanian mereka diserap local farmers in supporting food security, where their
oleh operasional TTA Group untuk kebutuhan katering agricultural produce is absorbed by TTA Group's
perusahaan, sekaligus memastikan keluarga petani operations for the company's catering needs, while
turut memperoleh manfaat dari hasil panen tersebut. also ensuring that the farmers' families benefit from
Dengan demikian, inisiatif ini juga memberikan the harvest. In this way, the initiative also has a positive
dampak positif pada kesejahteraan keluarga impact on the welfare of local farming families. The
petani lokal. Implementasi program didukung oleh program is supported by partnerships with various
kolaborasi dengan berbagai mitra strategis guna strategic stakeholders to ensure sustainability and the
memastikan keberlanjutan dan perluasan dampak. expansion of its impact.
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Positive Impact for Communities
Mentari Bronang mengintegrasikan aspek sosial, Mentari Bronang integrates social, economic, and
ekonomi, dan lingkungan dalam satu pendekatan environmental aspects within a balanced approach. In
yang seimbang. Selain meningkatkan kapasitas addition to strengthening the community’s economic
ekonomi masyarakat, program ini turut berkontribusi capacity, the program contributes to forest protection
pada perlindungan hutan dan mitigasi perubahan and climate change mitigation, while establishing a
iklim, sekaligus membangun model pertanian community-based model of sustainable agriculture.
berkelanjutan berbasis komunitas.
Pencapaian 2025 | 2025 Achievements
884
Jumlah petani yang terlibat beserta keluarga
Number of farmers involved along with their families
2.34
Peningkatan pendapatan per orang sebesar
Average increase in income per person
311.48%
Nilai SROI
SROI value
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Dampak Positif bagi Masyarakat
Pilar Kesehatan Health Pillar
Penerima Manfaat Pilar Kesehatan tahun 2025
Beneficiaries of the Health Pillar in 2025
35,330 Orang
People
Melalui Pilar Kesehatan, Perseroan mendorong Through the Health Pillar, the Company promotes
peningkatan kualitas kesehatan masyarakat, improvements in community health, particularly
terutama ibu dan anak di sekitar wilayah operasional. for mothers and children in areas surrounding its
Inisiatif ini mencakup layanan dan edukasi kesehatan operations. These initiatives include preventive,
preventif, promotif, dan kuratif, serta penguatan promotive, and curative health services and education,
posyandu, pemberian nutrisi tambahan, dan as well as strengthening integrated health service post
penyediaan akses sanitasi yang layak. (posyandu), providing supplementary nutrition, and
expanding access to proper sanitation facilities.
Pengentasan Stunting Stunting Alleviation
Melalui pilar UTCARE, Perseroan menjalankan program Through the UTCARE pillar, the Company
pengentasan stunting sebagai bentuk komitmen implemented a stunting alleviation program as part
dalam mendukung penanganan masalah gizi balita di of its commitment to addressing child malnutrition
wilayah operasional, khususnya pada area yang masih in its operational areas, particularly in regions that
menghadapi tantangan stunting dan kekurangan gizi. continue to face challenges related to stunting and
Program ini menggabungkan pendekatan edukasi, undernutrition. The program integrates educational
pendampingan keluarga, serta penyediaan dukungan initiatives, family mentoring, and the provision of
pangan bergizi untuk membantu anak-anak mencapai nutritious food support to help children achieve
pertumbuhan yang lebih sehat dan berkelanjutan. healthier and more sustainable growth.
Program pengentasan stunting dilaksanakan The stunting alleviation program was implemented
bersama kader Posyandu dan tenaga kesehatan in collaboration with local integrated health service
setempat, dengan fokus pada pemantauan status post cadres and healthcare workers, focusing on
gizi balita, penyuluhan pola makan sehat, pemberian monitoring toddlers’ nutritional status, promoting
makanan tambahan (PMT), serta pembiasaan praktik healthy dietary practices, providing supplementary
pemberian makanan bergizi bagi ibu dan keluarga. feeding (PMT), and fostering consistent nutritious
Program ini memberikan hasil yang cukup positif. feeding habits among mothers and families. The
Tidak hanya kepada anak-anak balita yang mencapai program delivered encouraging results. Not only did
kategori lulus gizi buruk tetapi juga kemampuan a number of toddlers transition out of the malnutrition
orang tua dalam kreasi makanan dan pengetahuan category, but parents also demonstrated improved
gizi pada makanan anak juga meningkat. skills in preparing nutritious meals and enhanced
knowledge of child nutrition.
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Pencapaian 2025 | 2025 Achievements
726
dari 964 anak (75%) berhasil kembali ke status gizi normal
out of 964 children (75%) successfully returned to normal nutritional status
Program Posyandu Integrated Health Service Post Program
Program Posyandu merupakan salah satu program Integrated Health Service Post Program is one of
UTCARE yang berupa dukungan Perseroan dalam the UTCARE initiatives aimed at strengthening basic
memperkuat layanan kesehatan dasar bagi ibu dan healthcare services for mothers and children in
anak di wilayah sekitar operasi Perseroan. Melalui communities surrounding the Company’s operational
program ini, Perseroan bekerja sama dengan kader areas. Through this program, the Company
kesehatan, pemerintah desa, dan puskesmas setempat collaborates with community health cadres, village
untuk meningkatkan kualitas pelayanan posyandu authorities, and local public health centers to enhance
sekaligus memperluas akses masyarakat terhadap the quality of integrated health service post services
informasi dan layanan kesehatan yang memadai. while expanding community access to adequate
health information and services.
Perseroan mendampingi posyandu binaan dalam Throughout 2025, the Company provided ongoing
kegiatan pemantauan tumbuh kembang balita, support to its foster integrated health service post
pemeriksaan kesehatan ibu hamil, lansia, serta in monitoring toddlers’ growth and development,
edukasi mengenai gizi dan perilaku hidup bersih dan conducting health check-ups for pregnant women
sehat selama tahun 2025. and the elderly, and delivering education on nutrition
as well as clean and healthy living practices.
Pencapaian 2025 | 2025 Achievements
352 1,306
Posyandu binaan Perseroan Jumlah kader Posyandu
Company-fostered Integrated Health Integrated Health Service Post cadres
Service Post
UT Youth Movement (UTYM) UT Youth Movement (UTYM)
Salah satu program UTCARE yang dilaksanakan ini As part of the UTCARE pillar, this program strengthens
dirancang untuk memperkuat edukasi kesehatan basic health education for adolescents while fostering
dasar bagi anak remaja, sekaligus menumbuhkan greater awareness among the younger generation on
kepedulian generasi muda terhadap isu kesehatan health and environmental hygiene issues. The UTYM
dan kebersihan lingkungan. Program UTYM Program was initiated by United Tractors and was
digaungkan oleh United Tractors dan dibentuk untuk established to support the implementation of healthy
mendukung terlaksananya program sekolah sehat
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Dampak Positif bagi Masyarakat
di sekolah-sekolah dengan menghadirkan kader school initiatives by engaging youth cadres as agents
muda sebagai agen perubahan (agent of change) of change, and since 2025 has been active across
yang sejak 2025 sudah hadir di delapan (8) chapter eight (8) regional chapters in Indonesia.
wilayah di Indonesia.
Pada tahun 2025, UTYM melaksanakan aksi dan In 2025, UTYM conducted educational sessions across
edukasi di sejumlah sekolah-sekolah SD, SMP, dan a number of elementary, junior high, and senior
SMA/SMK dengan fokus pada pemahaman mengenai high/vocational schools, focusing on topics such
sanitasi, kebersihan diri, gizi seimbang, pencegahan as sanitation, personal hygiene, balanced nutrition,
penyakit, hingga kesehatan mental. Para kader UTYM disease prevention, and mental health. UTYM cadres
berperan sebagai fasilitator yang menyampaikan served as facilitators, delivering the materials in an
materi secara interaktif dan menyenangkan sehingga interactive and engaging manner to help students
siswa lebih mudah memahami dan menerapkan better understand and adopt healthy habits in their
kebiasaan hidup sehat dalam aktivitas sehari-hari. daily lives.
Pencapaian 2025 | 2025 Achievements
272 4,248
Kader UTYM Penerima manfaat
UTYM cadres Beneficiaries
Srikandi Lestari United Tractors United Tractors Srikandi Lestari
United Tractors melalui pilar UTCARE mendukung Through the UTCARE pillar, United Tractors supports
pemberdayaan perempuan melalui kegiatan women’s empowerment initiatives focused on
yang berfokus pada kesehatan, lingkungan, dan health, environmental stewardship, and family well-
kesejahteraan keluarga. Program ini melibatkan being. The program engages women’s groups within
kelompok ibu-ibu di wilayah operasi Perseroan the Company’s operational areas as key partners,
sebagai mitra utama, dengan tujuan membangun with the aim of fostering healthier, more resilient
komunitas yang lebih sehat, tangguh, dan peduli communities that are attentive to their surrounding
terhadap lingkungan sekitar. Dalam menjalankan environment. In implementing this initiative, the
program ini, Perseroan berkolaborasi dengan Company collaborates with government institutions
pemerintah (Pemprov DKI Jakarta), media (Tribun (DKI Jakarta Provincial Government), media
News), masyarakat (kader posyandu), dan pelaku partners (Tribun News), community representatives
usaha (UT) untuk meningkatkan kualitas sumber (integrated health service post cadres), and business
daya manusia (SDM). entities (UT) to enhance the quality of human capital.
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Selama 2025, kegiatan Srikandi Lestari mencakup In 2025, Srikandi Lestari activities included basic
penyuluhan kesehatan dasar, edukasi mengenai health education, awareness sessions on household
pengelolaan sampah rumah tangga, serta pelatihan waste management, and peer-to-peer training
dari kader ke kader lainnya mengenai 25 Kompetensi among cadres on the 25 core competencies. Through
Kader. Melalui sesi edukasi yang dilakukan secara regularly conducted educational sessions, participants
berkala, para peserta mendapatkan pemahaman gained a better understanding of the importance of
mengenai pentingnya kebersihan lingkungan, environmental hygiene, disease prevention, healthy
pencegahan penyakit, konsumsi pangan sehat, food consumption, and other key areas supporting the
dan pemahaman lainnya yang mendukung 25 development of the 25 cadre competencies.
kompetensi kader.
Pencapaian 2025 | 2025 Achievements
60 114
Kader Srikandi Lestari Posyandu binaan United Tractors
Srikandi Lestari cadres United Tractors Fostered Integrated
Health Service Post
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Dampak Positif bagi Masyarakat
PROGRAM UNGGULAN UTCARE | UTCARE FLAGSHIP PROGRAM
Agincourt Resources Kembali Gelar
Operasi Katarak Gratis di Lima Lokasi
Sumatra Utara
Agincourt Resources Holds Free Cataract Surgery
Program Again Across Five Locations in North Sumatra
PT Agincourt Resources (PTAR), pengelola Tambang PT Agincourt Resources (PTAR), the operator of the
Emas Martabe, kembali menyelenggarakan program Martabe Gold Mine, once again organized its Free
Operasi Katarak Gratis pada tahun 2025 sebagai Cataract Surgery Program in 2025 as part of its ongoing
upaya memperluas akses layanan kesehatan commitment to expanding access to eye care services
mata bagi masyarakat pra-sejahtera di Sumatra for underprivileged communities in North Sumatra.
Utara yang sudah berjalan secara konsisten sejak The program has been ongoing since 2011 and was
2011. Program ini dilaksanakan di beberapa rumah implemented at several referral hospitals in South
sakit rujukan di Tapanuli Selatan, Tapanuli Tengah, Tapanuli, Central Tapanuli, Pematangsiantar, and
Pematangsiantar, dan Medan. Medan.
Sejak dijalankan secara konsisten, program ini The program has become an integral part of the
menjadi bagian dari komitmen perusahaan dalam Company’s commitment to improving the quality of
meningkatkan kualitas hidup masyarakat di sekitar life for communities surrounding its operational areas.
wilayah operasional. Selain tindakan operasi, PTAR juga In addition to providing surgical procedures, PTAR has
memperkuat pendekatan promotif dan preventif melalui strengthened its promotive and preventive approach
edukasi kesehatan mata serta pelatihan deteksi dini through eye health education and early detection training
bagi tenaga kesehatan dan kader di tingkat komunitas. for healthcare workers and community-level cadres.
Kolaborasi dengan mitra rumah sakit spesialis Collaboration with specialist hospital partners
memastikan pelaksanaan prosedur medis sesuai ensures that all medical procedures are conducted
standar yang berlaku. Melalui pendekatan yang in accordance with applicable standards. Through an
mencakup edukasi, deteksi dini, dan intervensi medis, approach that integrates education, early detection,
program ini berkontribusi pada pemulihan fungsi and medical intervention, the program contributes
penglihatan sekaligus peningkatan kemandirian dan to restoring visual function while also enhancing
produktivitas masyarakat. community independence and productivity.
Pencapaian 2025 | 2025 Achievements
17 5
Sesi operasi Rumah sakit lokasi pelaksanaan
Surgery sessions Hospitals as program implementation locations
13,638 12,042
Jumlah operasi mata yang dilakukan dari 2011 Total penerima manfaat dari 2011 hingga 2025
hingga 2025 Beneficiaries in total from 2011 to 2025
Total eye surgeries performed from 2011 to 2025
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Positive Impact for Communities
Pilar Tanggap Darurat Bencana Disaster Emergency Response Pillar
Melalui Pilar Tanggap Darurat Bencana, Perseroan Through the Disaster Emergency Response Pillar,
berkontribusi dalam upaya penanggulangan the Company contributes to disaster management
bencana di Indonesia melalui program yang efforts in Indonesia through programs that
mencakup kesiapsiagaan, respons darurat, cover preparedness, emergency response, and
dan pemulihan pascabencana, melalui aksi post-disaster recovery. These initiatives include
kemanusiaan, pemberdayaan masyarakat, serta humanitarian actions, community empowerment, and
dukungan infrastruktur, fasilitas, dan peralatan untuk support for infrastructure, facilities, and equipment to
mendukung proses evakuasi dan pemulihan wilayah assist evacuation and recovery processes in affected
terdampak. Perseroan juga berperan aktif dalam areas. The Company also played an active role in
penanganan bencana banjir dan tanah longsor di responding to flood and landslide disasters in West
Sumatra Barat, Sumatra Utara, dan Aceh. Sumatra, North Sumatra, and Aceh.
Festival Pendidikan Kesiapsiagaan Bencana Disaster Preparedness Education Festival
(FESDIKGANA) (FESDIKGANA)
FESDIKGANA merupakan kegiatan tahunan FESDIKGANA is an annual program under UTACTION
UTACTION yang bertujuan mengenalkan pendidikan aimed at introducing disaster education to students
kebencanaan dengan cara yang lebih menarik, in a more engaging, creative, and accessible way.
kreatif, dan mudah dipahami oleh siswa. Program ini Initiated by United Tractors through a festival-based
diinisiasi oleh United Tractors dengan pendekatan approach. Through a festival-based approach,
berbasis festival. Melalui pendekatan berbasis FESDIKGANA combines elements of education,
festival, FESDIKGANA menggabungkan unsur edukasi, competition, and interactive games, enabling children
kompetisi, dan permainan agar anak-anak dapat to learn about disaster preparedness without feeling
belajar mengenai kesiapsiagaan bencana tanpa overwhelmed by technical material.
merasa terbebani oleh materi yang bersifat teknis.
Selama 2025, FESDIKGANA dilaksanakan di SOBAT area In 2025, FESDIKGANA was held in several schools
Jabodetabek dengan melibatkan siswa, guru, serta fostered by the Company, involving students, teachers,
orang tua. Kegiatan festival mencakup lomba poster and parents. Festival activities included disaster-
kebencanaan, kuis interaktif, permainan simulasi themed poster competitions, interactive quizzes, simple
sederhana, hingga demonstrasi penggunaan simulation games, and demonstrations on the use
perlengkapan siaga darurat. Kegiatan ini juga of emergency preparedness equipment. The event
mendapat dukungan dari berbagai mitra, seperti also received support from various partners, including
Badan Penanggulangan Bencana Daerah (BPBD), Regional Disaster Management Agency (BPBD),
puskesmas, relawan kebencanaan, serta aparat community health centers, disaster response volunteers,
desa dan sekolah setempat. as well as local village and school authorities.
Pencapaian 2025 | 2025 Achievement
411
Partisipan Lomba FESDIKGANA
FESDIKGANA Competition Participants
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Dampak Positif bagi Masyarakat
Hari Kesiapsiagaan Bencana (HKB) National Disaster Preparedness Day
Merupakan inisiatif yang dilakukan oleh This initiative was undertaken by United Tractors as
United Tractors dalam gerakan serentak untuk part of a coordinated movement to commemorate
memperingati Hari Kesiapsiagaan Bencana yang National Disaster Preparedness Day, observed
diperingati setiap tanggal 26 April. Pada tahun 2025, annually on April 26. In 2025, united Tractors
United Tractors secara kolektif melakukan kegiatan collectively conducted disaster simulation activities
simulasi kebencanaan untuk menunjukkan kesiapan to demonstrate the preparedness of the Company’s
binaan Perseroan, baik dari level sekolah maupun development partners, both at the school and village
perkampungan mengenai tindakan kesiapan levels, regarding the preparedness actions from the
dari mitra binaan. Kegiatan simulasi tanggap development partners. The initiative received a MURI
darurat bencana serentak tersebut mendapatkan Record award for the highest number of participating
penghargaan Rekor MURI dengan Jumlah Instansi institutions and participants.
dan peserta terbanyak.
Pencapaian 2025 | 2025 Achievement
6,620 1,427,294
Sekolah mengikuti Simulasi Kesiapsiagaan Bencana Peserta Simulasi Kesiagaan Bencana
Schools participated in the Disaster Participants of the Disaster Preparedness Simulation
Preparedness Simulation
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Positive Impact for Communities
PROGRAM UNGGULAN UTACTION | UTACTION FLAGSHIP PROGRAM
Sobat Tangguh
United Tractors
Sobat Tangguh
United Tractors
Program Sobat Tangguh merupakan bagian The Sobat Tangguh Program stems from UTACTION
program UTACTION yang berfokus pada peningkatan and focuses on strengthening disaster preparedness
kesiapsiagaan bencana di lingkungan sekolah dan within schools and communities. The program is
komunitas. Program ini dirancang untuk membantu designed to help students, teachers, and community
siswa, guru, dan masyarakat memahami langkah- members understand the basic steps to be taken
langkah dasar yang perlu dilakukan sebelum, saat, before, during, and after a disaster, enabling them
dan setelah terjadi bencana sehingga mereka mampu to respond quickly and appropriately in emergency
merespons dengan cepat dan tepat ketika menghadapi situations. The program is implemented through
situasi darurat. Program ini diselenggarakan melalui collaboration with various parties, including
kolaborasi dengan berbagai pihak, antara lain, sekolah- schools participating in the United Tractors
sekolah yang tergabung di dalam Program Sekolah Foster School (SOBAT), the local Regional Disaster
Binaan United Tractors (SOBAT), Badan Penanggulangan Management Agency, the Indonesian Red Cross, and
Bencana Daerah (BPBD) setempat, Palang Merah the local Fire and Rescue Agency.
Indonesia (PMI), dan Dinas Penanggulangan Kebakaran
dan Penyelamatan (Disgulkarmat) setempat.
Program ini telah diimplementasikan secara Actively active since 2023, the program delivers a
konsisten sejak tahun 2023, dengan melakukan series of training sessions, educational activities, and
berbagai rangkaian pelatihan, edukasi, dan simulasi disaster simulations tailored to the specific needs
kebencanaan yang disesuaikan dengan kebutuhan of each school. The materials provided include an
tiap-tiap sekolah. Materi yang diberikan meliputi understanding of different types of disasters, the
pemahaman jenis bencana, penyusunan rencana preparation of evacuation plans, survival techniques
evakuasi, teknik bertahan saat gempa, hingga during earthquakes, and basic first aid measures.
tindakan pertolongan pertama sederhana.
Pencapaian 2025 | 2025 Achievement
158 10,435
Sekolah di UTCM mendapatkan edukasi Guru, siswa, dan staf sekolah berpartisipasi dalam simulasi
kesiapsiagaan bencana kesiapsiagaan bencana
Schools at UTCM received disaster preparedness education Teachers, students, and school staff participated in disaster
preparedness simulations
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Dampak Positif bagi Masyarakat
PROGRAM UNGGULAN UTACTION | UTACTION FLAGSHIP PROGRAM
Kampung Tangguh Bencana (KATANA)
Disaster Resilient Village (KATANA)
Perseroan melalui program UTACTION, memahami Through the UTACTION program, the Company
pentingnya peningkatan kesadaran masyarakat recognizes the importance of enhancing community
atas kesiapsiagaan bencana. Berbeda dari program awareness of disaster preparedness. Unlike technical
pelatihan teknis, KATANA menitikberatkan pada training programs, KATANA emphasizes educational
kampanye edukatif yang mudah dipahami dan campaigns that are easy to understand and can
dapat diterapkan oleh keluarga, sekolah, maupun be applied by families, schools, and communities
komunitas sehari-hari. KATANA dilaksanakan melalui in their daily lives. KATANA is implemented through
berbagai kegiatan sosialisasi, kampanye digital, various socialization activities, digital campaigns,
penyebaran materi edukasi, serta aktivitas lapangan dissemination of educational materials, and field
yang melibatkan komunitas lokal. activities involving local communities.
Pelaksanaan KATANA juga melibatkan sejumlah The implementation of KATANA also involves several
mitra, termasuk BPBD setempat, Palang Merah partners, including the local Regional Disaster
Indonesia (PMI), dan Disgulkarmat setempat. Program Management Agency, the Indonesian Red Cross, and
ini memberikan dampak berupa meningkatnya the local Fire and Rescue Agency, and has contributed
kesadaran masyarakat untuk mengambil langkah to increased community awareness in taking preventive
preventif sebelum terjadi bencana. measures prior to the occurrence of disasters.
Pencapaian 2025 | 2025 Achievement
6 150 118
RW mendapatkan penguatan Anggota kelompok Pemasangan rambu
kapasitas kesiapsiagaan siaga bencana siaga bencana
bencana berbasis komunitas Members of disaster Installation of disaster
Neighborhood Units preparedness groups preparedness signage
received community-based
disaster preparedness
capacity strengthening
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Positive Impact for Communities
Pencapaian Yayasan Grup Achievements of the United Tractors Group
United Tractors Foundations
Yayasan Karya Bakti United Tractors - UT School Yayasan Karya Bakti United Tractors - UT School
UT School, yang berada di bawah pengelolaan UT School, managed by Yayasan Karya Bakti United
Yayasan Karya Bakti United Tractors (YKBUT), Tractors (YKBUT), is a vocational education and
merupakan pusat pendidikan dan pelatihan vokasi training center established to meet the growing
yang didirikan untuk menjawab kebutuhan tenaga demand for skilled labor in the heavy equipment
kerja terampil di industri alat berat. Sejak awal industry. Since its establishment in 2008, UT School
berdiri pada tahun 2008, UT School berkomitmen has been committed to delivering practice-oriented,
menyediakan pendidikan yang berorientasi praktik, accessible, and technology-relevant education,
mudah diakses, dan relevan dengan perkembangan ensuring that graduates are competitive and readily
teknologi sehingga lulusan yang dihasilkan siap absorbed into the workforce.
bersaing dan langsung terserap di dunia kerja.
Selama 2025, UT School menyelenggarakan berbagai Throughout 2025, UT School conducted various
pelatihan teknis yang mencakup pengoperasian technical training programs covering heavy
dan perawatan alat berat melalui kemitraan dengan equipment operation and maintenance through
sekolah kejuruan, pemerintah daerah, dan sejumlah partnerships with vocational schools, local
perusahaan alat berat. Selain itu, UT School berfungsi governments, and several heavy equipment
sebagai tempat uji kompetensi (TUK) resmi yang telah companies. In addition, UT School serves as an
terverifikasi dan menjadi lokasi penyelenggaraan uji officially verified Competency Testing Center and
kompetensi bagi siswa. Proses sertifikasi dilakukan acts as a designated venue for student competency
melalui kerja sama erat dengan Lembaga Sertifikasi assessments. The certification process is carried out
Profesi Alat Berat Indonesia (LSP ABI). in close collaboration with the Indonesian Heavy
Equipment Professional Certification Institute.
Tingkat penyerapan kerja lulusan UT School konsisten The job placement rate of UT School graduates has
menunjukkan hasil yang baik, terutama di bidang alat consistently demonstrated strong performance,
berat, pertambangan, dan konstruksi. Pencapaian ini particularly in the heavy equipment, mining, and
menegaskan kontribusi YKBUT dalam menyediakan construction sectors and underscores YKBUT’s
tenaga kerja terampil yang mampu memenuhi contribution in providing skilled talent capable of
kebutuhan industri nasional. meeting the needs of national industry.
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Dampak Positif bagi Masyarakat
Pencapaian 2025 | 2025 Achievements
8,883
Siswa telah lulus dari UT School, terdiri dari 8.824 laki-laki dan 59 perempuan dari Program Regular Teknik Alat Berat
dan Program Regular IT sejak 2008
Students have graduated from UT School, consisting of 8,824 male and 59 female students from the Regular Heavy
Equipment Engineering Program and the Regular IT Program since 2008
173
Alumni UT School berhasil membangun karier di luar negeri
UT School alumni have successfully built careers overseas
93.38% 26
Tingkat keberhasilan alumni UT School dalam Learning point yang tersebar di berbagai wilayah
memperoleh pekerjaan di sektor industri maupun Indonesia
berkontribusi sebagai wirausaha Learning points located across various regions
The success rate of UT School alumni in securing in Indonesia
employment in the industrial sector or contributing
as entrepreneurs
Yayasan Bina Harati PAMA Yayasan Bina Harati PAMA
Yayasan Bina Harati PAMA (YBHP) dibentuk Yayasan Bina Harati PAMA (YBHP) was established by
sebagai langkah nyata, oleh Grup PAMA dan TAA, the PAMA Group and TAA to ensure that communities
dalam memastikan masyarakat di sekitar wilayah surrounding operational areas have access to better
operasional memiliki kesempatan untuk mendapatkan educational opportunities, serving as a platform that
pendidikan yang lebih baik. YBHP menjadi wadah yang connects the needs of schools, teachers, and students
menghubungkan kebutuhan sekolah, guru, serta siswa with sustainable educational support, particularly in
dengan dukungan pendidikan yang berkelanjutan, the MCIP area, Central Kalimantan.
terutama di kawasan MCIP, Kalimantan Tengah.
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Positive Impact for Communities
Salah satu langkah strategis YBHP adalah One of YBHP’s strategic initiatives is the Young
menjalankan Program Guru Muda (PGM) bekerja Teacher Program (PGM) in collaboration with
sama dengan Universitas Palangka Raya. Program Universitas Palangka Raya, developing prospective
ini melahirkan calon-calon pendidik muda yang young educators who not only possess strong
tidak hanya menguasai materi ajar, tetapi juga subject-matter competence but also demonstrate
memiliki semangat pengabdian bagi daerah tempat a commitment to serving the regions where they will
mereka kelak bertugas. Pada tahun 2025, YBHP juga eventually be assigned. In 2025, YBHP provided on-
memberikan pendampingan di sekolah, mencakup site school assistance, including teacher competency
pelatihan peningkatan kompetensi guru, dukungan development training, support for improving learning
perbaikan sarana belajar, dan kegiatan yang facilities, and activities aimed at fostering students’
menumbuhkan karakter serta kreativitas siswa. character development and creativity.
Seluruh program ini memberikan dampak yang All of these programs have delivered a meaningful
signifikan bagi kualitas pendidikan di wilayah Mining impact on the quality of education within the
Cluster Improvement Program (MCIP). Peningkatan Mining Cluster Improvement Program (MCIP) area.
kapasitas guru, perbaikan fasilitas sekolah, dan Enhancements in teacher capacity, improvements
penguatan karakter siswa membantu menciptakan in school facilities, and the strengthening of student
lingkungan belajar yang lebih kondusif. Kolaborasi character have helped create a more conducive
dengan perguruan tinggi dan pemerintah daerah juga learning environment. Collaboration with universities
memperkuat keberlanjutan program, memastikan and local governments has further reinforced the
bahwa akses pendidikan berkualitas dapat dirasakan sustainability of these programs, ensuring that access
secara merata oleh masyarakat setempat. to quality education can be equitably experienced by
the local communities.
Pencapaian 2025 | 2025 Achievements
Rp
4.26 miliar
billion
Dana tersalurkan
Fund disbursed
1,866 20
Penerima manfaat Sekolah binaan
Beneficiaries Foster schools
PT United Tractors Tbk - 2025 Sustainability Report 223
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Dampak Positif bagi Masyarakat
Yayasan Insan Mulia PAMA Yayasan Insan Mulia PAMA
Yayasan Insan Mulia PAMA (YIMP) hadir sebagai Yayasan Insan Mulia PAMA (YIMP) serves as a platform
wadah yang membantu Perseroan membangun that helps the Company build employee character
karakter karyawan sekaligus memperkuat hubungan development while strengthening relationships with
dengan masyarakat di sekitar area operasi. Fokus communities surrounding its operational areas,
utama yayasan ini adalah mendorong tumbuhnya promoting religious values, social responsibility, and
nilai keagamaan, kepedulian sosial, dan akhlak yang strong moral character within the PAMA Group’s
baik di lingkungan operasional Grup PAMA. operational environment.
Untuk mencapai tujuan tersebut, YIMP menjalankan To achieve this objective, YIMP carries out various
berbagai kegiatan yang mencakup pengelolaan activities, including the management of employee
infak dan sedekah dari karyawan, penyelenggaraan donations, the organization of religious study sessions
kajian serta kegiatan dakwah, hingga penyaluran and outreach activities, as well as the distribution of
bantuan sosial bagi warga yang membutuhkan. social assistance to communities in need. All activities
Seluruh aktivitas dilakukan secara rutin di wilayah are conducted regularly across PAMA’s operational
operasional PAMA. areas.
Melalui peran YIMP, karyawan memiliki ruang Through YIMP’s role, employees are provided with
untuk menumbuhkan aspek moral dan spiritual, opportunities to cultivate their moral and spiritual
menciptakan budaya kerja yang lebih harmonis development, fostering a more harmonious and
dan saling menghargai. Pada saat yang sama, mutually respectful workplace culture. At the same
masyarakat sekitar juga merasakan kehadiran PAMA time, surrounding communities experience PAMA’s
melalui dukungan sosial. Kehadiran YIMP memperkuat presence through meaningful social support. YIMP’s
ikatan antara perusahaan dan komunitas, serta presence strengthens the bond between the Company
menunjukkan bahwa tanggung jawab sosial tidak and the community, demonstrating that social
hanya berfokus pada aspek ekonomi, tetapi juga responsibility extends beyond economic aspects to
pada pembangunan karakter dan kemanusiaan. include character building and humanitarian values.
Pencapaian 2025 | 2025 Achievements
Rp
5.36 34,620
miliar
billion
Dana tersalurkan Penerima manfaat
Funds disbursed Beneficiaries
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Positive Impact for Communities Pelibatan Masyarakat dan Evaluasi Program Community Engagement and Program Evaluation Hak-Hak Masyarakat Community Rights GRI 3-3, 413-2 GRI 3-3, 413-2 Perseroan menyadari pentingnya menjaga The Company recognizes the importance of hubungan yang baik dengan masyarakat, termasuk maintaining good relationships with the community, masyarakat adat di sekitar lokasi operasional, baik including indigenous communities around secara langsung maupun tidak langsung. Perseroan operational sites, both directly and indirectly. The berkomitmen untuk membangun komunikasi yang Company is committed to fostering open and terbuka dan saling menghormati dengan masyarakat respectful communication with the community, serta memahami nilai-nilai budaya dan hak-hak as well as understanding the cultural values and mereka yang harus dihormati dalam setiap tahap rights that must be respected at every stage of the operasional Perseroan. Company's operations. Sepanjang tahun 2025, tidak terdapat insiden Throughout 2025, there were no incidents yang terjadi antara perusahaan dan masyarakat reported between the Company and indigenous adat terkait dengan operasi Perseroan. Dengan communities in relation to the Company’s operations. pendekatan berbasis manajemen risiko sosial Through an integrated social risk management yang terintegrasi, Perseroan berkomitmen untuk approach, the Company remains committed memperkuat hubungan dengan masyarakat adat to strengthening relationships with indigenous dan memastikan bahwa kegiatan kami mendukung communities and ensuring that its activities pelestarian budaya serta memberikan manfaat bagi support cultural preservation and deliver benefits komunitas tersebut, baik sekarang maupun pada to these communities, both now and in the future. masa depan. GRI 411-1 GRI 411-1 Pengaduan Masyarakat Community Grievances SEOJK F.24 SEOJK F.24 United Tractors menyadari pentingnya menjaga A key aspect of maintaining transparent and hubungan yang baik dan transparan dengan constructive relationships with communities is komunitas. Salah satu aspek penting dalam providing effective channels for the public to submit hubungan ini adalah menyediakan saluran yang complaints or grievances related to the Company’s efektif bagi masyarakat untuk menyampaikan operational activities. Accordingly, clear and keluhan atau pengaduan terkait dengan aktivitas accessible grievance channels for communities operasional Perseroan. Dengan demikian, Perseroan located around its operational areas are governed by menyediakan saluran pengaduan yang jelas dan a formal procedure set out in the Company's Code of mudah diakses untuk masyarakat yang berlokasi di Conduct concerning Social Conflict Resolution, which sekitar wilayah operasional. Mekanisme pengaduan is designed to address and resolve any complaints or ini diatur dalam prosedur yang tercantum dalam issues that may arise. Kode Etik Perseroan mengenai Penyelesaian Konflik Sosial, yang bertujuan untuk menangani setiap keluhan atau masalah yang muncul. PT United Tractors Tbk - 2025 Sustainability Report 225
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Dampak Positif bagi Masyarakat
Perseroan memastikan bahwa masyarakat dapat The Company ensures that communities can easily
dengan mudah mengajukan pengaduan, baik secara submit grievances, either directly or through the
langsung maupun melalui saluran komunikasi yang communication channels provided, such as telephone
telah disediakan, seperti layanan telepon, email, services, email, or other platforms accessible to
atau platform lainnya yang dapat dijangkau oleh surrounding communities. The Whistleblower Team
komunitas sekitar. Tim Whistleblower akan meninjau reviews each grievance, conducts an investigation,
setiap pengaduan, melakukan investigasi, dan and provides a transparent response to the
memberikan tanggapan secara transparan kepada complainant.
pihak terkait yang mengajukan pengaduan.
Perseroan berkomitmen membangun komunikasi The Company is committed to establishing two-
dua arah dengan masyarakat melalui mekanisme way communication with the community through a
pengaduan yang terstruktur, serta memastikan setiap structured grievance mechanism, ensuring that all
masukan dan keluhan ditangani secara responsif feedback and complaints are handled in a responsive
dan bertanggung jawab. Pada tahun 2025, Perseroan and responsible manner. In 2025, the Company
menerima total 19 pengaduan masyarakat terkait received a total of 19 community complaints related to
aspek lingkungan dan 47 pengaduan masyarakat environmental aspects and 47 community complaints
terkait aspek sosial yang seluruhnya telah direspons related to social aspects, all of which have been
dan ditindaklanjut oleh Perseroan. responded to and followed up by the Company.
SEOJK F.24 SEOJK F.24
Evaluasi Program CSR CSR Program Evaluation
Evaluasi program CSR Perseroan dilakukan secara The Company conducts CSR program evaluations in a
terstruktur dan berkala untuk memastikan bahwa setiap structured and periodic manner to ensure that each
inisiatif yang dijalankan efektif, efisien, dan memberikan initiative is effective, efficient, and delivers positive impacts
dampak positif bagi masyarakat. Proses evaluasi tidak for communities. The evaluation process does not only
hanya mencakup hasil akhir, tetapi juga menilai seluruh assess final outcomes but also reviews all stages of the
tahapan dari perencanaan, implementasi, hingga program cycle, from planning and implementation to
output yang dihasilkan, guna memperoleh wawasan the outputs generated, in order to obtain comprehensive
yang komprehensif terkait efektivitas program. insights into program effectiveness.
Metode utama dalam mengevaluasi program CSR The main methods used to evaluate CSR programs
terdiri dari AFC, SROI, dan IKM. AFC merupakan sistem consist of AFC, SROI, and IKM. AFC is a management
manajemen yang dibangun Astra yang berperan system developed by Astra that serves as both
sebagai pedoman sekaligus metode penilaian a guideline and an assessment method for CSR
terhadap kegiatan CSR serta untuk memastikan activities, ensuring that social contribution programs
program kontribusi sosial secara efektif. Di sisi are implemented effectively. Meanwhile, SROI (Social
lain, SROI dilakukan untuk mengukur sejauh mana Return on Investment) is used to measure the social
dampak sosial maupun ekonomi dari program and economic impacts generated by CSR initiatives.
CSR yang dijalankan. Melalui SROI, Perseroan dapat Through SROI, the Company gains insights that support
memperoleh informasi yang dapat digunakan better decision-making regarding which programs
untuk membuat keputusan yang lebih baik tentang should be expanded, optimized, or discontinued. In
program yang akan diinvestasikan, dioptimalkan, addition, IKM (Community Satisfaction Index) is used
atau dihentikan. Kemudian, pengukuran IKM dilakukan to measure the level of community satisfaction with
untuk mengetahui tingkat kepuasan masyarakat the Company’s CSR performance and initiatives.
terhadap kinerja Perseroan melalui program CSR.
United Tractors menggunakan tiga metode utama United Tractors uses three primary methods to
untuk mengukur dampak sosial dan ekonomi dari measure the social and economic impacts of its CSR
program-program CSR, di antaranya: programs:
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Positive Impact for Communities Astra Friendly Company (AFC) Evaluasi dampak terhadap masyarakat. Assessment of impacts on communities. Hasil | Result: Tidak terdapat dampak negatif signifikan pada masyarakat lokal. No significant negative impacts were identified on local communities. Indeks Kepuasan Masyarakat (IKM) Community Satisfaction Index (CSI) Mengukur kepuasan penerima manfaat pada program CSR di United Tractors. Measuring the satisfaction of beneficiaries of the CSR programs at United Tractors. Hasil | Result: Nilai rata-rata 89,70 dari 100 pada program CSR di United Tractors yang mencakup: The average score was 89.70 out of 100 across United Tractors’ CSR programs, comprising: UTFUTURE UTCARE UTREES UTGROWTH UTACTION 89.21 (A) 90.01 (A) 87.67 (A) 90.01 (A) 91.60 (A) Social Return on Investment (SROI) Mengukur nilai sosial dan ekonomi dari program CSR. Measures the social and economic value generated by CSR programs. Hasil | Result: Nilai rata-rata SROI sebesar 1,87 untuk setiap Rp1.00 yang diinvestasikan yang menghasilkan total nilai dampak Rp5.550.746.015 pada program CSR di United Tractors yang mencakup: The average SROI was 1.87 for every Rp1.00 invested, generating a total impact value of Rp5,550,746,015 across United Tractors’ CSR programs, comprising: Program Program Lembaga Program Program Program Kampung Tangguh SOBAT Pengembangan Bisnis (LPB) Srikandi Lestari Desa UniTy Bencana (KATANA) SOBAT Business Development Srikandi Lestari Desa UniTy Disaster Resilient Village Program Institute (LPB) Program Program Program (KATANA) Program 2.69 1.45 1.30 2.07 1.84 PT United Tractors Tbk - 2025 Sustainability Report 227
Page 230
Tanggung
Jawab Kepada
Pelanggan
Responsibility
to Customers
09
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Kebijakan dan Strategi
192
Policy and Strategy
Produk
194
Products
Layanan dan Kepuasan Pelanggan
196
Customer Service and Satisfaction
Pengadaan Berkelanjutan
225
Sustainable Procurement
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Tanggung Jawab Kepada Pelanggan
Kebijakan dan Strategi
Policy and Strategy
Perseroan berpegang pada komitmen mendukung The Company is committed to supporting the
keberlanjutan operasional pelanggan yang berfokus sustainability of customer operations focusing on
pada alat berat, alat transportasi, serta kegiatan heavy equipment, transportation equipment, and
usaha di berbagai sektor, seperti pertambangan, business activities in various sectors, such as mining,
perkebunan, konstruksi, kehutanan, angkutan, dan plantations, construction, forestry, transportation, and
transportasi produk. Perseroan juga mendukung product transportation. The Company also supports
penyediaan solusi jasa yang menyeluruh berupa the provision of comprehensive service solutions in the
konsultasi lapangan, pemeriksaan dan pemantauan, form of field consultation, inspection and monitoring,
remanufaktur dan rekondisi, pelatihan operator dan remanufacturing and reconditioning, operator and
mekanik, hingga jaminan layanan purnajual. mechanic training, and after-sales service guarantees.
Perseroan memastikan setiap produk dan layanan The Company ensures that every product and service
yang disediakan tidak hanya unggul dalam provided is not only superior in performance, but
kinerja, tetapi juga bertanggung jawab terhadap also environmentally and socially responsible. The
lingkungan dan sosial. Perseroan berdedikasi penuh Company is fully dedicated to ensuring that the
untuk memastikan seluruh rangkaian produk dan entire range of products and services provided are
layanan yang disalurkan menjadi solusi optimal the optimal solution for customers. The quality that
bagi pelanggan. Mutu yang United Tractors terapkan United Tractors applies refers to the fulfillment of the
mengacu pada pemenuhan 5 (lima) kriteria berikut. following 5 (five) criteria.
Kualitas Pengiriman Moral
Quality Delivery Morale
Biaya Keamanan
Cost Safety
Sebagai perusahaan yang berkomitmen pada As a company committed to a green economy
kerangka ekonomi hijau, strategi Perseroan framework, The Company's strategy prioritizes the
memprioritaskan transisi ke penggunaan produk transition to a more efficient and environmentally
yang lebih efisien dan ramah lingkungan. Transisi ini friendly use of products. This aims to mitigate the
bertujuan memitigasi dampak kegiatan operasional impact of customer operational activities on the
pelanggan terhadap lingkungan. Komitmen ini environment, and ensures that customers can
memastikan bahwa pelanggan dapat mencapai achieve their operational targets while meeting
target operasional mereka sambil memenuhi standar increasingly stringent sustainability standards.
keberlanjutan yang makin ketat.
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Responsibility to Customers
Produk
Products
United Tractors merupakan penyedia produk dan United Tractors is a leading provider of construction
jasa mesin konstruksi terkemuka di Indonesia yang machinery products and services in Indonesia that
dimanfaatkan oleh berbagai sektor usaha termasuk are used by various business sectors including
agribisnis, perhutanan, perkebunan, konstruksi, dan agribusiness, forestry, plantations, construction,
pertambangan. Perseroan juga merupakan penyedia and mining. The Company is also a provider of
alat transportasi yang mendukung kegiatan usaha transportation equipment, supporting business
angkutan dan transportasi yang mendukung moda activities that assist public transportation modes.
transportasi publik.
Dampak Produk Product Impact
Unit-unit alat berat, alat transportasi, dan peralatan The Company's heavy equipment, transportation
konstruksi yang disediakan Perseroan dirancang equipment and construction equipment units are
untuk mengoptimalkan dan memperkuat operasional designed to optimize and strengthen customer
pelanggan. Namun demikian, produk yang operations. However, the products have the following
dipergunakan memiliki dampak sebagai berikut: impacts:
SEOJK F.28 SEOJK F.28
Penggunaan alat-alat konstruksi dan transportasi mengakibatkan timbulnya dampak negatif, terutama emisi
gas buang pada saat dimanfaatkan oleh mitra usaha.
The use of construction and transportation equipment results in negative impacts, especially exhaust emissions
when used by business partners.
Melalui anak perusahaan EPN, Perseroan memasok kebutuhan instalasi panel surya atap yang menjadi pilihan
Lingkungan untuk memperoleh energi dari sumber terbarukan yang lebih bersih.
Environment Through the EPN subsidiary, the Company supplies rooftop solar panel installation needs as an option to obtain
energy from cleaner renewable sources.
Penggunaan alat-alat konstruksi memiliki risiko keselamatan dan keamanan bagi penggunanya yang
ditimbulkan dari alat, metode, kompetensi, maupun lingkungan di mana alat tersebut digunakan.
The use of construction tools has safety and security risks for its users arising from the tools themselves, methods,
competencies, and environment in which the tools are used.
Sosial
Social
Perseroan mendistribusikan produk alat berat dan alat angkut yang lengkap yang memberikan daya dukung
pada industri lain, yaitu pertambangan, perkebunan, infrastruktur, transportasi, dan kehutanan yang pada
gilirannya mendorong nilai tambah dari kegiatan kegiatan tersebut.
The Company distributes complete heavy equipment and transportation equipment products that provide
carrying capacity to other industries, namely mining, plantations, infrastructure, transportation, and forestry which
in turn encourages the added value of these activities.
Perseroan menyediakan produk-produk yang aman dan berperforma tinggi didukung oleh ketersediaan suku
Ekonomi cadang dan layanan purnajual, layanan yang dapat meningkatkan produktivitas serta produk-produk yang
Economic memiliki fitur efisiensi.
The Company provides safe and high-performance products supported by the availability of spare parts and
after-sales services, services that can increase productivity and products that have efficiency features.
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Tanggung Jawab Kepada Pelanggan
Perseroan mengamati adanya peningkatan As a significant increase in customer attention
perhatian yang signifikan dari pelanggan terhadap to environmental issues has been observed,
isu-isu lingkungan. Merespons dinamika pasar ini, through reduced fuel consumption the Company
Perseroan secara strategis menawarkan lini produk is strategically offering product lines that are
yang direkayasa untuk efisiensi maksimal, melalui engineered for maximum efficiency. This products not
pengurangan konsumsi bahan bakar. Produk ini tidak only minimizes the ecological footprint of operations,
hanya meminimalkan jejak ekologis operasional, but also provides savings in daily operating
tetapi juga memberikan penghematan biaya operasi costs and a reduction in total owning costs.
harian dan penurunan total biaya kepemilikan (total
owning cost).
Keamanan dan Keselamatan Produk Product Safety and Security
GRI 3-3, 416-1 GRI 3-3, 416-1
Mengingat adanya risiko operasional yang melekat Given the operational risks inherent in heavy
pada alat berat, Perseroan memiliki komitmen equipment, The Company is firmly committed to
teguh untuk memastikan setiap unit konstruksi yang ensuring that each construction unit has complied
didistribusikan telah memenuhi semua peraturan with all applicable technical regulations and safety
teknis dan persyaratan keselamatan yang berlaku. requirements. The Company guarantees the
Perseroan menjamin pemenuhan standar ketat, fulfillment of strict standards, including the provision of
termasuk penyediaan peralatan keselamatan dan safety and environmental equipment, in accordance
lingkungan standar, sesuai ketentuan yang disepakati with the provisions agreed with the customer.
dengan pelanggan.
Titik Evaluasi Keamanan dan Keselamatan
Safety and Security Evaluation Points
Saat serah terima produk
Pemeriksaan di prinsipal, sebelum Sebelum pengiriman produk Saat serah terima produk
dari prinsipal ke Perseroan
pengiriman ke Perseroan ke pelanggan dengan pelanggan
Upon handover of products
Examination at the principal, before Before shipping the products Upon handover of the product
from the principal to the
delivery to the Company to customers to the customer
Company
Setiap alat konstruksi dan transportasi yang disalurkan Construction and transportation equipment
oleh Perseroan telah dibekali dengan fitur-fitur sesuai distributed by The Company is equipped with
standar untuk memastikan keamanan optimal features that ensure optimal safety and improve
dan meningkatkan kenyamanan bagi operator di comfort for operators in the field. In addition
lapangan. Selain evaluasi keselamatan pada alat to safety evaluation on heavy equipment, the
berat, Perseroan juga membantu pengguna dan Company also assists users and potential users as
calon pengguna mengenai cara pengoperasian alat to how to operate the equipment safely and correctly
yang aman dan benar melalui kelas On Job Training through the On Job Training (OJT) class.
(OJT).
Seluruh unit yang diserahterimakan (100%) All units handed over (100%) by the Company in
Perseroan pada 2025 telah memenuhi persyaratan 2025 met the safety requirements no products
keselamatan standar dan selama tahun pelaporan were recalled. Thus, there were no incidents
tidak terdapat produk yang ditarik kembali. of non-compliance related to the health and
Sehingga, tidak terdapat insiden ketidakpatuhan safety of products and services with regulations
terkait kesehatan dan keselamatan produk dan jasa during the reporting period.
terhadap regulasi dalam periode pelaporan . SEOJK F.27, F.29 GRI 416-2
SEOJK F.27, F.29 GRI 416-2
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Responsibility to Customers
Inovasi Produk Berkelanjutan Sustainable Product Innovation
SEOJK B.1 GRI 302-5 SEOJK B.1 GRI 302-5
United Tractors berdedikasi pada pengembangan United Tractors is dedicated to the development
teknologi terbarukan, termasuk pemanfaatan energi of renewable technologies, including the use
listrik sebagai alternatif bahan bakar fosil. Hal ini of electrical energy as an alternative to fossil
bertujuan meminimalkan jejak lingkungan dari fuels. This aims to minimize the environmental
alat berat dan transportasi yang disediakan oleh footprint of heavy equipment and transportation
Perseroan, sekaligus berkontribusi pada Astra Net provided by the Company, while contributing to
Zero Scope 1 & 2 pada tahun 2050. Didukung penuh Astra Net Zero Scope 1 & 2 by 2050. Fully supported
oleh prinsipal, Perseroan secara berkelanjutan by its principals, the Company has consistently
menghadirkan jajaran produk superior dengan delivered a portfolio of superior products with
kinerja operasional terbaik, yang dibuktikan strong operational performance, demonstrated
dengan kepatuhan terhadap regulasi pemerintah, through compliance with applicable government
seperti penerapan standar emisi Euro 4 dan 5 regulations, including the implementation of
pada jajaran truk dan bus sejak tahun 2022, serta Euro 4 and Euro 5 emission standards across
adaptasi terhadap penggunaan biodiesel. its truck and bus product lines since 2022, as
SEOJK F.26 well as adaptation to the use of biodiesel.
SEOJK F.26
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Tanggung Jawab Kepada Pelanggan
Komatsu PC950LC-11R
Komatsu PC950LC-11R merupakan ekskavator kelas 95 ton generasi terbaru dilengkapi tiga mode kerja yang
dapat disesuaikan dengan kebutuhan di lapangan. Unit ini dirancang optimal untuk mendukung operasi di
sektor pertambangan sekaligus menjaga tingkat produktivitas tetap tinggi.
Tingkat produktivitas tersebut ditopang oleh perpaduan mesin generasi terbaru SAA6D140E-7 dan kapasitas
bucket hingga 7 m3. Ekskavator juga dibekali pilihan E Mode, P Mode, dan P+ Mode yang meningkatkan efisiensi
bahan bakar hingga 54% dibandingkan model sebelumnya.
Komatsu PC950LC-11R is the latest generation 95-ton class excavator equipped with three working modes that
can be adjusted to the needs of the field. This unit is optimally designed to support operations in the mining
sector while maintaining high productivity levels.
The productivity level is supported by a combination of the latest generation of SAA6D140E-7 machines and
bucket capacities of up to 7 m3. Excavator also equipped with E Mode, P Mode, and P+ Mode options that
increase fuel efficiency by up to 54% compared to the previous model.
Komatsu Battery Forklift
Komatsu Forklift Baterai dilengkapi lithium traction battery sebagai sistem penyimpanan energi yang dapat
diisi ulang dengan kemampuan pengisian cepat hingga maksimal 2 jam. Baterai lithium ini juga dibekali
Battery Management System sehingga kondisi dan kinerjanya dapat dipantau secara daring.
Dengan durasi pengisian yang lebih singkat dan frekuensi pengisian yang lebih rendah, penggunaan energi
menjadi lebih efisien serta berpotensi menekan konsumsi listrik dari jaringan PLN.
The Komatsu Forklift Battery is equipped with a lithium traction battery as a rechargeable energy storage
system with fast charging capabilities up to a maximum of 2 hours. The lithium battery is also equipped with a
Battery Management System for online monitoring.
With a shorter charging duration and lower charging frequency, energy use becomes more efficient and has
the potential to reduce electricity consumption from the PLN power grid.
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Responsibility to Customers
Hydrogen Tower Lamp
Tower Lamp Hybrid Hydrogen merupakan inovasi terbaru hasil pengembangan R&D Patria untuk mendukung
transisi menuju energi bersih. Produk ini didukung oleh fuel cell berkapasitas 5 kW dan panel surya 3,5 kWp
yang menyuplai daya ke baterai, kemudian dialirkan ke lampu LED 4 x 500 Watt. Melalui konfigurasi tersebut,
unit dapat beroperasi secara mandiri sepanjang siang dan malam tanpa ketergantungan pada diesel
maupun jaringan listrik, sehingga lebih efisien dan ramah lingkungan.
Keunggulan Utama
1. Zero Emission: operasi hanya menghasilkan uap air sehingga tidak ada CO2 yang dilepas.
2. Dual Renewable Energy: fuel cell mampu menyalakan lampu hingga 9 jam, sementara panel surya dapat
menyuplai hingga 3 jam.
3. Smart Hybrid Management: sistem secara otomatis berpindah sumber energi ketika salah satu sumber
mencapai batas minimum.
4. Minim Kebisingan: beroperasi hampir tanpa suara, berbeda dengan tower lamp konvensional.
5. Perawatan Sederhana: tidak memerlukan pergantian oli, perawatan terbatas pada penggantian coolant tiap
12 bulan dan filter udara tiap 4 bulan.
6. Efisiensi Energi Tinggi: efisiensi fuel cell mencapai 45%, sekitar 15% lebih tinggi dibandingkan tower lamp ICE
yang berada di kisaran 30%.
The Hybrid Hydrogen Tower Lamp is Patria’s latest innovation developed through its R&D efforts to support the
clean energy transition. The product is powered by a 5 kW fuel cell and 3.5 kWp solar panels that supply energy
to a battery system, which is then distributed to four 500-watt LED lamps. Through this configuration, the unit
can operate independently throughout the day and night without dependence on diesel or the power grid,
making it more efficient and environmentally friendly.
Key Advantages
1. Zero Emission: the operation only produces water vapor, with no CO2 is released.
2. Dual Renewable Energy: the fuel cell is capable of powering the lights for up to 9 hours, while the solar panels
can supply up to 3 hours.
3. Smart Hybrid Management: the system automatically switches energy sources when one of the sources
reaches the minimum limit.
4. Low Noise: operates almost silently, unlike conventional tower lamps.
5. Low Maintenance: no oil change required, maintenance is limited to changing the coolant every 12 months
and the air filter every 4 months.
6. High Efficiency Energy: the fuel cell efficiency reaches 45%, about 15% higher than ICE tower lamps which are
in the range of 30%.
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Tanggung Jawab Kepada Pelanggan
Toyota Forklift Fuel Cell 70-8FBE18
Forklift berbahan bakar hidrogen pertama di Indonesia, inovasi ini menandai babak baru transformasi energi
berkelanjutan di sektor industri nasional. Mengusung teknologi fuel cell canggih yang tidak menghasilkan emisi
karbon langsung, unit ini menawarkan alternatif operasional yang jauh lebih bersih dan ramah lingkungan
dibandingkan forklift konvensional.
Keunggulan produktivitasnya signifikan, dengan proses pengisian daya hidrogen selama waktu 3 menit untuk
durasi operasional penuh selama 8 jam.
The first hydrogen-powered forklift in Indonesia, this innovation marks a new chapter in sustainable energy
transformation within the national industrial sector. Featuring advanced fuel cell technology that generates
zero direct carbon emissions, this unit offers a significantly cleaner and more environmentally friendly
operational alternative compared to conventional forklifts.
The productivity advantages are substantial, with a hydrogen refueling process takes 3 minutes to provide a full
8 hours of operational duration.
Melalui anak perusahaan EPN, Perseroan menyediakan Through EPN, The Company provides and installs
dan memasang Pembangkit Listrik Tenaga Surya Solar Power Plants (PLTS) according to customer
(PLTS) sesuai dengan kebutuhan skala pelanggan, scale needs, culminating in off-grid solar power
yang puncaknya ditunjukkan melalui implementasi plants with a capacity of 615.6 kWp. The solar
PLTS off-grid berkapasitas 615,6 kWp. PLTS tersebut power plant is the first smart micro grid project in
adalah proyek smart micro grid pertama di Indonesia Indonesia that is integrated with a 200 kWh battery.
yang terintegrasi dengan baterai 200 kWh. Instalasi The innovative installation at the PAMA MTBU site
inovatif di situs PAMA MTBU ini berhasil mereduksi has succeeded in reducing carbon emissions by
emisi karbon hingga 423 ribu ton CO2 per tahun, up to 423 thousand tons of CO2 per year, equivalent
setara dengan penanaman 19.000 pohon setiap to planting 19,000 trees every year, affirming the
tahun. Inovasi ini sekaligus menegaskan komitmen Company's commitment to decarbonization.
Perseroan pada dekarbonisasi.
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Responsibility to Customers Layanan dan Kepuasan Pelanggan Customer Service and Satisfaction SEOJK F.17 Layanan purnajual unggul merupakan wujud Superior after-sales service is a manifestation of the tanggung jawab Perseroan yang menekankan tidak Company's responsibility that emphasizes not only hanya penyediaan suku cadang atau perbaikan the provision of spare parts or physical repairs but fisik, tetapi juga berfokus pada interaksi dukungan also focuses on customer support interactions. The pelanggan. Perseroan mentransformasi interaksi ini Company has transformed these interactions through melalui pendekatan digital, memanfaatkan fasilitas a digital approach, leveraging platforms such as seperti UT Command Center dan aplikasi Mobile the UT Command Center and the Mobile UTConnect UTConnect untuk memfasilitasi pemantauan alat, application to enable equipment monitoring, spare pelacakan pesanan suku cadang, serta penanganan parts order tracking, and direct, interactive handling keluhan secara langsung dan interaktif. of customer inquiries and complaints. Layanan purnajual meliputi penyediaan suku cadang After-sales service includes the provision of spare dan jasa perawatan atau perbaikan yang mencakup parts and maintenance or repair services which 40 workshops dan 8 lokasi remanufacturing di seluruh includes 40 workshops and 8 remanufacturing Indonesia. Kedua layanan tersebut juga didukung locations throughout Indonesia. Both services are layanan UT Call yang siaga 24/7, serta pelatihan supported by UT Call services that are on standby mekanik dan operator untuk transfer pengetahuan 24/7, as well as training mechanics and operators kepada pelanggan. Secara strategis, United Tractors for knowledge transfer to customers. Strategically, menerapkan pendekatan Customer Solution United Tractors is implementing a Customer Solution Management (CSM) sebagai program kemitraan Management (CSM) approach as a partnership untuk memperkuat loyalitas dan mencapai program to strengthen loyalty and achieve long- kesuksesan bisnis jangka panjang, dengan total term business success, with a total of 45 projects 45 proyek telah diimplementasikan di 20 cabang, implemented across 20 branches, 21 sites, also 16 21 site, serta 16 divisi dan fungsi pada tahun 2025. divisions and functions by 2025. PT United Tractors Tbk - 2025 Sustainability Report 237
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Tanggung Jawab Kepada Pelanggan
Rekapitulasi Panggilan yang Diterima UT Call
Recapitulation of Calls Received by UT Call
Deskripsi 2025 2024 2023 Description
Pusat Kontak 20,810 21,516 20,882 Contact Center
Meja Bantuan 98,199 103,145 107,789 Help Desk
Total 199,009 124,661 128,671 Total
Perseroan berkomitmen untuk menyediakan The Company is committed to providing solutions for
solusi bagi pelanggan produk dan jasa yang customers with equal quality products and services,
setara dan berkualitas. Untuk mengukur kinerja with performance of products and services measured
produk dan layanan, Perseroan melakukan by a customer satisfaction survey every two years.
survei kepuasan pelanggan setiap dua tahun. SEOJK F.17, F.30
SEOJK F.17, F.30
Hasil Survei Kepuasan Pelanggan
Customer Satisfaction Survey Results
Deskripsi 2025** 2024* 2023 Description
Survei Kepuasan Customer Satisfaction
TBC 84.81 79.9
Pelanggan Survey
* Survei dilakukan pada tahun 2023 yang dilaporkan pada tahun 2024.
The survey was conducted in 2023 which is reported in 2024.
** Survei tahun 2025 telah dilaksanakan dan saat ini dalam tahap analisis data serta penyusunan.
The 2025 survey has been conducted and currently undergoing data analysis and reporting stage.
Pengadaan Berkelanjutan
Sustainable Procurement
United Tractors menekankan pentingnya pengadaan Sustainable procurement integrates ESG into
berkelanjutan dengan mengintegrasikan aspek ESG supply chain processes through criteria that assess
ke dalam proses rantai pasok. Perseroan menyusun prospective suppliers during the supplier selection
kriteria-kriteria ESG yang digunakan sebagai basis process. These criteria are incorporated into partnership
penilaian dalam proses seleksi calon pemasok. Kriteria agreements and subsequently used as parameters to
tersebut kemudian dituangkan ke dalam perjanjian evaluate the performance of selected suppliers.
kerja sama sehingga menjadi parameter untuk GRI 3-3, 308-1, 414-1
mengevaluasi kinerja pemasok yang telah terpilih.
GRI 3-3, 308-1, 414-1
Semua pemasok unit perseroan sudah menerapkan All Company unit suppliers have implemented
standar ISO 14001 untuk manajemen lingkungan ISO 14001 standards for environmental management
dan bagi pemasok unit dengan brand Bomag and suppliers with the Bomag brand have
sudah menerapkan ISO 50001 dalam management implemented ISO 50001 in energy management to
energi agar terus meningkatkan efisiensi energi dan continue to improve energy efficiency and achieve
mencapai tujuan keberlanjutan mereka. sustainability goals.
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Responsibility to Customers Perseroan juga melakukan pemantauan dan The Company also conducts periodic monitoring penilaian berkala terhadap pemasok untuk and assessment of suppliers to identify potential mengidentifikasi potensi dampak lingkungan dan environmental and social impacts that may arise in sosial yang mungkin timbul dalam rantai pasok. the supply chain. In the reporting year, there were no Pada tahun pelaporan, tidak terdapat temuan significant findings on potential environmental and signifikan terhadap potensi dampak lingkungan dan social impacts in the Company's supply chain. sosial dalam rantai pasok Perseroan. GRI 308-2, 414-2 GRI 308-2, 414-2 Perseroan senantiasa bekerja sama dengan The Company collaborates with a number of local sejumlah pemasok lokal dan internasional, and international suppliers for the procurement baik untuk pengadaan barang maupun of goods and services. In 2025, the Company's jasa. Pada tahun 2025, mitra kerja Perseroan business partner reach total of 100 local suppliers. mencapai total 100 pemasok lokal. GRI 204-1 GRI 204-1 Tidak hanya itu, Perseroan berkomitmen pada prinsip The Company is committed to the principles of transparansi dan tata kelola yang baik, termasuk transparency and good governance, including dalam proses penyusunan kerangka kontrak in the development of contractual frameworks dan pengajuan perizinan. Perseroan menyadari and the licensing process, recognizing that bahwa keterbukaan menjadi elemen kunci untuk openness is a key element in building trust membangun kepercayaan dengan pemangku with stakeholders that include the government, kepentingan, termasuk pemerintah, pelanggan, customers, communities, and investors. However, in masyarakat, dan investor. Namun, sesuai dengan accordance with internal policies and obligations kebijakan internal dan kewajiban perlindungan to protect sensitive commercial information, as informasi komersial yang sensitif, serta kepatuhan well as compliance with confidentiality provisions, terhadap ketentuan kerahasiaan, dokumen- contractual documents (including but not limited dokumen kontrak (termasuk namun tidak terbatas to procurement contracts, customer agreements, pada kontrak pengadaan, perjanjian dengan and partner agreements) are not fully disclosed pelanggan, dan perjanjian dengan mitra) saat ini or made publicly available at this time. Instead, tidak dipublikasikan secara penuh dan terbuka key operating permits and regulatory compliance untuk publik. Sebaliknya, izin operasional utama documents required by authorities (such as dan dokumen kepatuhan yang diwajibkan oleh business licenses, environmental certifications, and regulator (seperti Izin Usaha, sertifikasi lingkungan, safety compliance reports) have been duly obtained dan laporan pemenuhan standar keselamatan) by the Company and are accessible through telah diperoleh Perseroan dan dapat diakses melalui the official channels of the relevant government kanal resmi pemerintah yang berwenang, serta authorities. Summaries of these documents are ringkasannya dapat diakses melalui situs website also available on the Company’s official website resmi dan laporan keberlanjutan Perseroan. and in its sustainability report. PT United Tractors Tbk - 2025 Sustainability Report 239
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Memperkuat
Tata Kelola
Keberlanjutan
Strengthening
Sustainability
Governance
10
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Tata Kelola Keberlanjutan
242
Sustainability Governance
Etika Bisnis
248
Business Ethics
Keamanan dan Pelindungan Data Pribadi
251
Personal Data Security and Protection
Kepatuhan Pajak
252
Tax Compliance
Kebijakan Publik
253
Public Policy
Manajemen Risiko
254
Risk Management
PT United
Laporan Tractors Tbk
Keberlanjutan - 2025
2025 Sustainability
Sustainability Report
Report 241
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Memperkuat Tata Kelola Keberlanjutan
Tata Kelola Keberlanjutan
Sustainability Governance
Tata kelola menjadi penggerak utama keberlanjutan
dengan menjaga integritas operasional, memperkuat
daya saing, serta memastikan pertumbuhan usaha
jangka panjang di seluruh lini bisnis Perseroan.
Good governance serves as the primary driver of sustainability by
upholding operational integrity, strengthening competitiveness, and
ensuring long-term business growth across all of the Company's
business lines.
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Strengthening Sustainability Governance
Struktur Tata Kelola Governance Structure
GRI 2-9 GRI 2-9
Struktur tata kelola United Tractors terdiri atas tiga The governance structure of United Tractors comprises
organ utama, yaitu Rapat Umum Pemegang Saham the three main organs of the General Meeting of
(RUPS), Dewan Komisaris, serta Direksi. Setiap organ Shareholders (GMS), the Board of Commissioners, and
memiliki tugas dan wewenang sesuai dengan the Board of Directors. Each governing body carries
Anggaran Dasar United Tractors serta peraturan out its duties and exercises its authority and conducts
perundang-undangan yang berlaku. itself in accordance with the Articles of Association of
United Tractors and applicable laws and regulations.
Dewan Komisaris RUPS Direksi
Board of Commissioners GMS Board of Directors
Komite & Fungsi Fungsi
Khusus termasuk Korporasi
Komite GCG, Sekretaris termasuk
Komite
Perusahaan, dan Tim Tim Khusus
Komite Nominasi & Kepala
Grup Internal Audit Manajemen Pelaporan Komite ESG
Audit* Remunerasi Divisi
Special Committees Risiko Pelanggaran ESG
Audit Nomination & Division
& Functions including Corporate Whistleblowing Committee
Committee* Remuneration Head
GCG Committee, Functions Team
Committee
Corporate Secretary, including Risk
and Corporate Management
Internal Audit Team
* Komite Audit memantau kegiatan audit internal yang dilakukan oleh Grup Internal Audit.
The Audit Committee oversees internal audit activities conducted by the Internal Audit Group.
Rapat Umum Pemegang Saham (RUPS) General Meeting of Shareholders
GRI 2-11 GRI 2-11
Rapat Umum Pemegang Saham (RUPS) merupakan The General Meeting of Shareholders (GMS) is a
organ Perseroan yang memiliki hak dan kewenangan corporate organ vested with rights and authorities
yang tidak diberikan kepada Direksi dan Dewan that are not delegated to the Board of Directors or the
Komisaris, dengan batasan yang ditentukan dalam Board of Commissioners, within the limits stipulated
peraturan perundang-undangan dan Anggaran by prevailing laws and regulations and the Company’s
Dasar Perseroan. Articles of Association.
RUPS terdiri dari RUPS Tahunan (RUPST), yang The GMS comprises the Annual General Meeting of
diselenggarakan setiap tahun paling lambat 6 (enam) Shareholders (AGMS), which is convened annually
bulan setelah tahun buku Perseroan ditutup atau no later than 6 (six) months after the close of the
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Memperkuat Tata Kelola Keberlanjutan
batas waktu lain dalam kondisi tertentu sebagaimana Company’s financial year or within other timeframes
ditetapkan oleh OJK, dan RUPS Luar Biasa (RUPSLB) yang under specific conditions as stipulated by the
dapat dilaksanakan sewaktu-waktu sesuai dengan Financial Services Authority (OJK). An Extraordinary
kebutuhan Perseroan. Pada tahun 2025, Perseroan General Meeting of Shareholders (EGMS) may also be
menyelenggarakan 2 (dua) kali RUPS, yaitu RUPST dan convened at any time as required by the Company.
RUPSLB, keduanya dilaksanakan pada 25 April 2025. In 2025, the Company held 2 (two) GMS, namely the
AGMS and the EGMS, both convened on 25 April 2025.
Perseroan menerapkan prinsip kesamaan perlakuan The Company applies the principle of equal treatment
terhadap pemegang saham dan berkomitmen of shareholders and is committed to safeguarding the
untuk melindungi hak seluruh pemegang saham, rights of all shareholders, both majority and minority. This
baik mayoritas maupun perorangan. Komitmen ini is demonstrated through timely, adequate, accurate,
diwujudkan melalui pengungkapan informasi yang and easily accessible disclosures of information
tepat waktu, memadai, akurat, dan mudah diakses to all stakeholders, including matters related to
oleh seluruh pemangku kepentingan, termasuk dalam dividend distribution and the conduct of the GMS.
aspek pembagian dividen dan penyelenggaraan RUPS.
Dewan Komisaris Board of Commissioners
Dewan Komisaris bertanggung jawab mengawasi The Board of Commissioners is responsible for
kebijakan kepengurusan yang ditetapkan oleh Direksi, overseeing the management policies established
serta mengawasi dan memberikan nasihat kepada by the Board of Directors, as well as supervising and
Direksi dalam menjalankan kepengurusan sesuai providing advice to the Board of Directors in carrying
dengan Anggaran Dasar dan peraturan perundang- out management duties in accordance with the
undangan yang berlaku serta memperhatikan Company’s Articles of Association, applicable laws
prinsip-prinsip Good Corporate Governance (GCG). and regulations, and the principles of Good Corporate
Informasi lebih rinci mengenai tugas dan wewenang Governance (GCG). More detailed information on the
Dewan Komisaris dapat dilihat pada bagian Pedoman duties and authorities of the Board of Commissioners
Dewan Komisaris sebagaimana tertera dalam laman is provided in the Board of Commissioners’ Charter,
web United Tractors. available on the United Tractors website.
Perseroan memiliki tata kelola dalam pengelolaan For the management of Environment, Social, and
Environment, Social, and Governance (ESG) secara Governance (ESG) matters, The Company has
khusus, termasuk di dalamnya adalah sekretariat. a dedicated governance structure, including
Sekretariat beranggotakan perwakilan dari the Secretariat. The Secretariat is comprised of
Environment, Health & Safety (HSE), Human Capital, representatives from Environment, Health & Safety (HSE),
Corporate Planning, Legal, dan Risk Management, Human Capital, Corporate Planning, Legal, and Risk
yang membawahi 8 (delapan) kelompok kerja. Management, and oversees 8 (eight) working groups.
Sekretariat secara berkala melaporkan pelaksanaan The Secretariat regularly reports on ESG implementation
dan pencapaian ESG kepada Dewan Komisaris and performance to the Board of Commissioners
melalui Komite Audit. Informasi lebih rinci mengenai through the Audit Committee. More detailed information
ini dapat dilihat pada Bab 5 Ketahanan Iklim. is presented in Chapter 5 Climate Resilience.
Direksi Board of Directors
Direksi bertanggung jawab dalam melaksanakan The Board of Directors is responsible for managing
kegiatan pengurusan Perseroan termasuk untuk the Company including to organize and lead the
mengelola dan memimpin Perseroan untuk Company in its best interests of the Company, in
kepentingan Perseroan, sesuai dengan maksud dan accordance with the Company’s purposes and
tujuan Perseroan, Anggaran Dasar, dan peraturan objectives, the Articles of Association, and applicable
perundang-undangan yang berlaku dengan laws and regulations, while upholding the principles of
memperhatikan prinsip-prinsip GCG. Informasi lebih GCG. More detailed information regarding the duties
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Strengthening Sustainability Governance
rinci mengenai tugas dan wewenang Direksi dapat and authorities of the Board of Directors can be found
dilihat pada bagian Pedoman Direksi sebagaimana in the Board of Directors’ Guidelines, published on the
tertera dalam laman web United Tractors. United Tractors website.
Perseroan membentuk Komite ESG yang membantu The Company established an ESG Committee that
Direksi dalam memastikan dan mengawasi kinerja supports the Board of Directors in ensuring effective
ESG. Komite ESG bertugas memastikan prinsip-prinsip oversight of ESG performance. The ESG Committee is
keberlanjutan terintegrasi secara menyeluruh dalam responsible for ensuring that sustainability principles
setiap aspek operasional, merumuskan kebijakan are comprehensively integrated across all operations,
dan strategi keberlanjutan, serta memastikan semua formulating sustainability policies and strategies, and
keputusan Perseroan sejalan dengan komitmen ESG. ensuring that all corporate decisions are aligned with
the Company’s ESG commitments.
Keberagaman dalam Komposisi Diversity in the Composition of
Badan Tata Kelola Governance Bodies
GRI 2-9 GRI 2-9
Dalam penetapan komposisi badan tata kelola, Direksi In determining the composition of its governance bodies,
dan Dewan Komisaris telah mengikuti proses nominasi the Board of Directors and the Board of Commissioners
dan seleksi yang mewakili keberagaman komposisi follow a nomination and selection process that reflects
dari sisi keterwakilan pemegang saham, usia, gender, diversity across shareholder representation, age,
keahlian, pengalaman kerja, latar pendidikan, dan gender, expertise, professional experience, educational
kompetensi pada aspek keberlanjutan. background, and sustainability-related competencies.
Keberagaman tersebut diwujudkan melalui This can be seen in the appointment of
pengangkatan Direktur dan anggota Dewan female Directors and members of the Board of
Komisaris perempuan sebagai bagian dari upaya Commissioners, promoting a more representative
mendukung tata kelola yang lebih representatif and inclusive governance. The Company also
dan inklusif. Perseroan juga memastikan kepatuhan ensures compliance with a minimum proportion of
terhadap ketentuan mengenai persentase minimal Independent Commissioners of 30%, in accordance
Komisaris Independen, yaitu 30%, sesuai Peraturan with the regulations of the Financial Services Authority
OJK dan Bursa Efek Indonesia. and the Indonesia Stock Exchange.
Keberagaman Direksi
Board of Directors Diversity
7
Laki-laki
1
Perempuan
Male Female
Keberagaman Dewan Komisaris
Board of Commissioners Diversity
3 dari 8
Komisaris Perseroan
merupakan
7 1 Komisaris Independen
Laki-laki Perempuan 3 out of 8 members of the Board of Commissioners
Male Female are Independent Commissioners.
Informasi rinci mengenai susunan dan profil Dewan Detailed information on the composition and profiles of
Komisaris dan Direksi dapat dilihat di Laporan the Board of Commissioners and Board of Directors is
Tahunan. presented in the Annual Report.
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Memperkuat Tata Kelola Keberlanjutan
Kompetensi Dewan Komisaris Competency of the Board of Commissioners
dan Direksi and Directors
GRI 2-17 SEOJK E.2, F.22 GRI 2-17 SEOJK E.2, F.22
Pengembangan kompetensi Dewan Komisaris Competency development for the Board of
dan Direksi merupakan bagian dari upaya untuk Commissioners and the Board of Directors forms
meningkatkan kinerja Perseroan. United Tractors part of the Company’s efforts to enhance overall
memastikan bahwa seluruh organ tata kelola yang performance. United Tractors ensures that all
terlibat dalam pengelolaan aspek ESG memiliki governance bodies involved in the management
kompetensi, keterampilan, dan pengalaman yang of ESG aspects possess adequate competency,
memadai. Bersama dengan Sustainability Academy skills, and experience. In collaboration with the
yang dibentuk oleh Astra, jajaran Manajemen Sustainability Academy established by Astra, the
Perseroan mendapatkan pelatihan pengembangan Company’s Management received ESG competency
kompetensi aspek ESG yang selaras dengan konteks development training aligned with the Company’s
industri dan bisnis Perseroan. industry and business context.
Tema Akademi Berkelanjutan Astra yang Berkaitan dengan Iklim
Climate-Focused Themes of the Astra Sustainability Academy
Program Pelatihan Level Managerial Topik
Training Program Managerial Level Topics
ESG Master Class Direksi, terutama Director In Aspek mendasar perubahan iklim seputar tren iklim
Charge (DIC) Sustainability dalam lanskap global, nasional, dan sektoral dengan
The Board of Directors, particularly topik utama ESG, standar, dan kerangka kerja terkait iklim.
the Director in Charge (DIC) of Fundamental aspects of climate change, covering
Sustainability climate trends within the global, national, and sectoral
landscape, with a primary focus on ESG, as well as
climate-related standards and frameworks.
Astra Sustainability Leadership Kepada Divisi/General Manager Pemahaman terhadap isu-isu terkait iklim dan inisiatif
Program Division Heads/General Managers untuk mengatasinya.
Understanding climate-related issues and initiatives to
address them.
Sustainability Seasonal Course Manajer/Supervisor/Penanggung Pelatihan mendalam tentang iklim yang mencakup ESG.
for ESG Champion Jawab Implementasi ESG Manager In-depth climate training encompassing ESG aspects.
Managers/Supervisors/Officers
Responsible for ESG Implementation
Evaluasi Kinerja Badan Tata Kelola Performance Evaluation of Governance Bodies
GRI 2-18 GRI 2-18
Perseroan telah menetapkan mekanisme The Company has established a performance
evaluasi kinerja untuk Dewan Komisaris dan evaluation mechanism for the Board of Commissioners
Direksi guna memastikan efektivitas tata kelola and Directors to ensure the effectiveness of
Perseroan. Penilaian kinerja Dewan Komisaris dan governance. Performance evaluations for the Board of
Direksi dilakukan melalui self-assessment dan Commissioners and Directors are conducted annually
peer-to-peer assessment secara internal setiap through internal self-assessments and peer-to-peer
tahun buku. Proses penilaian ini difasilitasi oleh Komite assessments. The evaluation process is facilitated by
Nominasi dan Remunerasi. the Nomination and Remuneration Committee.
Tingkat kehadiran Dewan Komisaris dan Direksi The Board of Commissioners and Directors attendance
dalam rapat internal maupun gabungan menjadi rate at internal and joint meetings constitutes one of the
salah satu kriteria penilaian kinerja. Sepanjang 2025, performance evaluation criteria. In 2025, the Company
Perseroan telah mengadakan 38 (tiga puluh delapan) held 38 (thirty-eight) Board of Directors’ meetings
rapat Direksi dan 6 (enam) rapat Dewan Komisaris and 6 (six) Board of Commissioners’ meetings, all
yang seluruhnya merupakan rapat Dewan Komisaris of which were joint meetings between the Board of
bersama-sama dengan Direksi. Commissioners and Directors.
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Strengthening Sustainability Governance
Kehadiran Dewan Komisaris dan Direksi ke Rapat Dewan
Attendance of the Board of Commissioners and the Board of Directors at Boarding Meetings
Rata-rata Persentase Kehadiran Direksi/Komisaris
Jumlah Rapat
Keterangan dalam Rapat
Number of
Description Average Attendance Rate of the Board of Directors/
Meetings
Board of Commissioners of Meetings
Jumlah Kehadiran Direksi dalam Rapat Direksi
Number of Board of Directors' Attendances at Board of 31 91.1%
Directors' Meetings
Jumlah Kehadiran Komisaris dalam Rapat Dewan Komisaris
Number of Board of Commissioners' Attendances at 6 100.0%
Board of Commissioners' Meetings
Hasil evaluasi kinerja Dewan Komisaris dan Direksi Performance evaluation results are reported by
disampaikan oleh Dewan Komisaris kepada para the Board of Commissioners to shareholders at the
pemegang saham dalam RUPS Tahunan. Hasil Annual GMS, and are also used as a consideration in
evaluasi ini juga digunakan sebagai pertimbangan determining the remuneration structure, serving as a
dalam menyusun struktur remunerasi dan acuan reference for the GMS in deciding on the remuneration,
bagi RUPS dalam menetapkan remunerasi serta dismissal, or reappointment of board members.
pemberhentian atau penunjukan kembali anggota
Dewan Komisaris dan Direksi Perseroan.
Nominasi dan Remunerasi Dewan Nomination and Remuneration of the Board
Komisaris dan Direksi of Commissioners and the Board of Directors
GRI 2-10, 2-19, 2-20 GRI 2-10, 2-19, 2-20
Prosedur Nominasi Nomination Procedures
Pengangkatan dan pemberhentian anggota Dewan The appointment and dismissal of board members is
Komisaris dan Direksi dilakukan berdasarkan carried out based on resolutions of the GMS, where the
keputusan RUPS. Komite Nominasi dan Remunerasi Nomination and Remuneration Committee provides
memberikan rekomendasi atas setiap usulan recommendations to the GMS on any proposals for
penggantian dan/atau pemberhentian anggota appointments and/or dismissals.
Dewan Komisaris dan Direksi kepada RUPS.
Prosedur Remunerasi Remuneration Procedures
Perseroan memiliki prosedur remunerasi untuk The remuneration procedure provides compensation
memberikan penghargaan sesuai dengan jabatan dan commensurate with positions held and incentives to
insentif untuk mendorong pencapaian hasil kinerja yang encourage the achievement of strong performance
baik. Besaran remunerasi anggota Dewan Komisaris result. The amount of remuneration for Commissioners
dan Direksi ditentukan berdasarkan pencapaian kinerja and Directors based on performance achievements, in
sesuai hasil analisis dan rekomendasi Komite Nominasi accordance with the analysis and recommendations
dan Remunerasi. Komite Nominasi dan Remunerasi of the Nomination and Remuneration Committee. The
menyusun faktor-faktor utama dalam usulan besaran Nomination and Remuneration Committee formulates
remunerasi Dewan Komisaris dan Direksi yang the key factors, which are subsequently submitted to the
selanjutnya diserahkan kepada Dewan Komisaris untuk Board of Commissioners to be proposed at the AGMS.
diusulkan dalam RUPST.
Keterangan: Note:
Informasi dan paparan lebih lengkap mengenai rasio kompensasi total tahunan Further information and explanations regarding annual total compensation ratio
dapat ditemukan dalam Laporan Tahunan PT United Tractors Tbk 2025. GRI 2-21 can be seen in the 2025 Annual Report of PT United Tractors Tbk. GRI 2-21
PT United Tractors Tbk - 2025 Sustainability Report 247
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Memperkuat Tata Kelola Keberlanjutan
Etika Bisnis
Business Ethics
Kode Etik Code of Conduct
GRI 2-23, 2-24 GRI 2-23, 2-24
Perseroan menjalankan kegiatan usahanya dengan The Company conducts its business in compliance
mematuhi kode etik. Kode Etik United Tractors disusun with a Code of Conduct, developed in accordance with
dengan mengacu pada Kode Etik PT Astra International the Code of Conduct of PT Astra International Tbk, and
Tbk yang berlandaskan pada filosofi Catur Dharma. based on the Catur Dharma philosophy. The Code of
Kode etik tersebut bertujuan menciptakan lingkungan Conduct aims to foster a positive and conducive work
kerja yang positif dan kondusif, serta mencegah environment, while preventing violations of laws and
terjadinya pelanggaran hukum dan etika. ethical standards.
Pokok-Pokok Kode Etik Perseroan Key Elements of the Company’s Code of Conduct
Nilai-nilai dan Pedoman etika bisnis Peran Sekretaris
prinsip-prinsip dasar dan etika kerja Perusahaan, Audit Internal,
Core values and Guidelines on business ethics dan Manajemen Risiko
fundamental principles and work ethics Roles of the Corporate Secretary,
Internal Audit, and Risk Management
Rp
Securities dealing rules Pedoman benturan Pedoman kebijakan donasi
Securities dealing rules kepentingan Donation policy guidelines
Conflict of interest guidelines
Kode Etik Perseroan mewajibkan seluruh karyawan The Code of Conduct requires all of United Tractors'
United Tractors untuk menghindari segala bentuk employees to avoid any form of potential conflict of
potensi konflik kepentingan dalam operasional interest in business operations, in order to ensure fair
bisnis guna memastikan praktik bisnis yang adil. and ethical business practices. The Company conducts
Perseroan mengadakan sosialisasi dan internalisasi regular socialization and internalization of the Code of
Kode Etik dan kebijakan GCG lainnya secara berkala Conduct and other GCG policies for all employees to
kepada seluruh insan Perseroan untuk meningkatkan promote comprehensive understanding and consistent
pemahaman secara menyeluruh. Pelanggaran implementation. Any violations of the Code of Conduct
terhadap Kode Etik akan ditindaklanjuti sesuai dengan are subject to follow-up actions in accordance with the
kebijakan penalti/sanksi yang telah ditetapkan. applicable penalty/sanction policies.
GRI 2-15 GRI 2-15
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Strengthening Sustainability Governance Kebijakan Antikorupsi Anti-Corruption Policy GRI 3-3, 205-1, 205-2 GRI 3-3, 205-1, 205-2 Perseroan dengan tegas menolak segala bentuk The Company firmly rejects all forms of corruption praktik korupsi di semua aspek kegiatan operasional across all operational activities and is fully committed dan berkomitmen untuk menghindari tindakan to preventing corrupt practices in any form. The korupsi secara menyeluruh. Kebijakan Antikorupsi Company's Anti-Corruption Policy is mandatory Perseroan wajib dipatuhi oleh seluruh karyawan, and applies to all employees, customers, suppliers/ pelanggan, pemasok/rekanan, dan pemangku business partners, and other stakeholders. kepentingan lainnya. Kebijakan Antikorupsi bertujuan untuk: The Anti-corruption Policy aims to: 1. Meningkatkan ketaatan dan kedisiplinan Perseroan 1. Enhance the Company’s compliance and discipline terhadap hukum, peraturan dan etika, serta in adhering to laws, regulations, and ethical mendukung program pemerintah dalam rangka standards, while supporting government programs mencegah tindakan korupsi di Indonesia. to prevent corruption in Indonesia. 2. Menciptakan sistem dan prosedur untuk mencegah 2. Establish systems and procedures to prevent terjadinya penyuapan dan tindakan korupsi. bribery and corrupt practices. 3. Meningkatkan kesadaran akan budaya beretika 3. Promote awareness of a high standard of ethical tinggi dalam melaksanakan kegiatan kerja yang conduct in work activities involving external parties, berhubungan dengan pihak eksternal, dalam including business partners and government hal ini, mitra kerja dan instansi pemerintah yang institutions associated with the Company. berhubungan dengan Perseroan. 4. Mencegah kerugian, baik material maupun 4. Prevent material and non-material losses that nonmaterial, yang dapat mengganggu may disrupt the continuity of business operations. kelangsungan bisnis Perseroan. Perseroan secara proaktif melaksanakan kampanye The Company proactively conducts campaigns on terkait etika bisnis, kebijakan antikorupsi, serta sistem business ethics, anti-corruption policies, and the pelaporan pelanggaran (whistleblowing system) kepada whistleblowing system for all employees, business seluruh karyawan, mitra kerja/vendor, pelanggan, dan partners/vendors, customers, and other relevant pihak terkait lainnya. Inisiatif ini bertujuan memperkuat parties. This initiative is intended to strengthen pemahaman, sekaligus mendorong partisipasi aktif awareness while encouraging the active participation seluruh pemangku kepentingan dalam menciptakan of all stakeholders in fostering a transparent and lingkungan kerja yang transparan dan berintegritas. integrity-driven work environment. In 2025, there were Sepanjang 2025, tidak terdapat insiden korupsi yang no substantiated incidents of corruption across all of terbukti di seluruh lini bisnis Perseroan. the Company’s business lines. GRI 205-3 GRI 205-3 Sistem Pelaporan Pelanggaran GRI 2-16, 2-26, 2-27 Whistleblowing System GRI 2-16, 2-26, 2-27 Perseroan berkomitmen untuk menjamin, The Company is committed to ensuring, respecting, menghormati, dan melindungi hak asasi manusia and protecting human rights, partly through the melalui sistem pelaporan dugaan pelanggaran implementation of a whistleblowing system for (whistleblowing system). Sistem ini didesain reporting alleged misconduct. The system is designed untuk mendukung prinsip GCG, yakni memastikan to support the principles of GCG by promoting transparansi dan akuntabilitas serta melindungi transparency and accountability, while safeguarding Perseroan dari tindakan yang dapat merugikan. the Company from actions that may cause harm. Sistem ini memberikan wadah bagi karyawan dan mitra The whistleblowing system provides a channel for usaha untuk menyampaikan laporan atas dugaan atau employees and business partners to submit reports on indikasi pelanggaran yang terjadi dalam operasional alleged or suspected violations within the Company’s PT United Tractors Tbk - 2025 Sustainability Report 249
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Memperkuat Tata Kelola Keberlanjutan
perusahaan, termasuk kecurangan, transaksi yang operations, including fraud, improper transactions,
tidak semestinya, penyalahgunaan wewenang, serta abuse of authority, and violations of the Code of
pelanggaran terhadap kode etik, kebijakan antikorupsi, Conduct, anti-corruption policies, or applicable laws
maupun ketentuan peraturan perundang-undangan. and regulations. Reports may be submitted through
Pengaduan dapat disampaikan melalui saluran email the designated email address or WhatsApp number.
maupun nomor WhatsApp yang tersedia. Sistem ini The system is further reinforced by the Whistleblowing
diperkuat dengan Pedoman Whistleblowing System System Guidelines, which were last updated in 2025.
yang telah diperbarui pada tahun 2025.
Sistem pelaporan pelanggaran di United Tractors The whistleblowing system at United Tractors is
dikelola oleh Tim Khusus Pelaporan Pelanggaran managed by a Special Whistleblowing Team (TKPP) is
(TKPP) yang bertugas menerima, menangani, dan responsible for receiving, handling, and following up on
menindaklanjuti setiap laporan yang masuk. TKPP all reports. The TKPP conducts investigations into alleged
melakukan investigasi terhadap dugaan pelanggaran violations and prepares reports and recommendations
serta membuat laporan dan rekomendasi kepada for the Board of Directors to determine appropriate
Direksi untuk menetapkan sanksi atas pelanggaran sanctions for substantiated cases. In addition, the Board
yang terbukti terjadi. Selain itu, Direksi mengevaluasi of Directors periodically evaluates the effectiveness of
pengelolaan sistem secara berkala. the whistleblowing system.
Perseroan memberikan perlindungan kepada pelapor The Company provides protection to whistleblowers
dari tindakan balasan, ancaman, intimidasi, dan against retaliation, threats, intimidation, and
tindakan tidak menyenangkan lainnya. Perlindungan other forms of adverse treatment. This includes
ini mencakup kerahasiaan identitas dan berlaku confidentiality of identity and applies to all parties
bagi semua pihak yang terlibat, termasuk pelapor, involved, including the whistleblower, the reported
pihak yang dilaporkan atas pelanggaran, pihak yang party, individuals involved in the investigation, and
terlibat dalam investigasi, serta sumber informasi. sources of information.
Laporan yang Diterima di Sistem Pelaporan Pelanggaran pada Tahun 2025
Reports Received through the Whistleblowing System in 2025
Jumlah Pelaporan
Laporan Terbukti
Total Reports
Proven Reports
1 1
Laporan Masih dalam
Proses Investigasi
Laporan Tidak Terbukti Reports still Under
Unproven Reports Investigation
0 0
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Strengthening Sustainability Governance Keamanan dan Pelindungan Data Pribadi Personal Data Security and Protection Sejalan dengan diterapkannya Undang-Undang Law No. 27 of 2022 on Personal Data Protection No. 27 Tahun 2022 tentang Pelindungan Data Pribadi (UU PDP), and United Tractors has adjusted (UU PDP), United Tractors telah menyesuaikan various procedures related to the management of berbagai prosedur terkait pengelolaan data pribadi. personal data, covering the processes of obtaining, Penyesuaian ini mencakup proses memperoleh, collecting, storing, controlling, using, processing, mengumpulkan, menyimpan, mengendalikan, analyzing, correcting, updating, displaying, menggunakan, memproses, menganalisis, announcing, transferring, disclosing, and ensuring memperbaiki, memperbarui, menampilkan, comprehensive protection of personal data. mengumumkan, mentransfer, mengungkapkan, GRI 3-3 hingga memastikan pelindungan data pribadi secara menyeluruh. GRI 3-3 Perseroan telah menerbitkan Pemberitahuan Privasi The Company issued a Privacy Notice, which has yang mulai berlaku sejak tanggal 17 Mei 2024 dan been effective since May 17, 2024 and applies to all berlaku untuk semua pengguna laman web, aplikasi, users of the Company’s websites, applications, and/ dan/atau layanan yang disediakan (Layanan Kami), or services (Our Services), unless otherwise stipulated kecuali diatur pada pemberitahuan privasi dan/atau in separate privacy notices and/or privacy policies. kebijakan privasi yang terpisah. United Tractors juga telah menerbitkan Kebijakan United Tractors also issued a Personal Data Protection Pelindungan Data Pribadi yang berlaku sejak Policy, which has been effective since October 1, 2024, tanggal 1 Oktober 2024 (Kebijakan Pelindungan Data which applies to all employees who carry out personal Pribadi), yang berlaku bagi seluruh karyawan yang data processing activities, as well as to employees menjalankan kegiatan pemrosesan data pribadi dan whose personal data is processed by the Company. yang data pribadinya diproses oleh Perseroan. Perseroan berkomitmen untuk memastikan The Company commits to ensure the protection of perlindungan terhadap seluruh data yang diperoleh, all data obtained, generated, managed, analyzed, dihasilkan, dikelola, dianalisis, dan/atau disimpan and/or stored in the course of its business activities, dalam pelaksanaan kegiatan usaha, sesuai dengan in accordance with applicable laws and regulations ketentuan hukum yang berlaku di Indonesia. Data in Indonesia. Data collected while users utilize the yang dihimpun selama pengguna memanfaatkan Company’s services are used in accordance with their layanan Perseroan dipergunakan sesuai tujuan intended purposes and are consistently safeguarded, penggunaan dan senantiasa dijaga keamanannya, covering both personal data and transactional baik untuk data pribadi maupun data transaksi. data. Data collection processes comply with internal Proses penghimpunan data mengikuti kebijakan policies and prevailing laws and regulations, with internal serta peraturan perundang-undangan yang the retention period for personal data and/or berlaku. Masa retensi data pribadi dan/atau data transactional data is set at a minimum of five years, or transaksi ditetapkan sekurang-kurangnya lima tahun, PT United Tractors Tbk - 2025 Sustainability Report 251
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Memperkuat Tata Kelola Keberlanjutan
atau lebih panjang sesuai ketentuan peraturan yang longer as required by applicable regulations, or where
berlaku, maupun apabila pengguna mengajukan a data subject submits a request for the deletion of
permintaan penghapusan atas data pribadinya. their personal data.
Sepanjang 2025, tidak terdapat pengaduan Throughout 2025, there were no complaints regarding
terkait pelanggaran privasi atau hilangnya data privacy violations or significant customer data
pelanggan yang signifikan dan berdampak pada breaches that impacted the Company’s operations.
operasi Perseroan. GRI 418-1
GRI 418-1
Kepatuhan Pajak
Tax Compliance
Perseroan menerapkan tata kelola perpajakan sesuai The Company implements tax governance in
peraturan perundang-undangan yang berlaku, accordance with applicable laws and regulations,
termasuk pemenuhan kewajiban pajak secara including the timely fulfillment of tax obligations,
tepat waktu, pelaporan yang akurat dan transparan, accurate and transparent reporting, the application
penerapan sistem akuntansi yang andal, serta of reliable accounting systems, and the avoidance of
menghindari praktik yang tidak bertanggung jawab. irresponsible practices.
GRI 3-3 GRI 3-3
Dalam penerapannya, Direksi melakukan The Board of Directors conducts regular oversight and
pengawasan dan peninjauan berkala terhadap reviews of tax strategy and tax compliance, ensuring
strategi serta kepatuhan perpajakan, sekaligus that tax considerations do not serve as a basis for the
memastikan bahwa isu perpajakan tidak menjadi Company to make decisions that could be adverse to
dasar bagi Perseroan untuk mengambil keputusan the Company’s interests. The Board of Directors and the
yang dapat merugikan kepentingan perusahaan. Board of Commissioners also play a role in monitoring
Direksi dan Dewan Komisaris juga berperan dalam and controlling management actions to ensure that
melakukan pemantauan dan pengendalian terhadap all Company activities remain within the established
tindakan manajemen sehingga seluruh aktivitas compliance framework.
GRI 207-1, 207-2
Perseroan tetap berada dalam koridor kepatuhan
yang ditetapkan.
GRI 207-1, 207-2
Penjaminan atas pengungkapan pajak dilakukan Assurance over tax disclosures is provided through
melalui audit keuangan yang dapat ditemukan financial audits, presented in the United Tractors
dalam Laporan Tahunan United Tractors. Perseroan Annual Report. The Company also provides a
juga menyediakan saluran pelaporan melalui sistem reporting channel through its whistleblowing system
pelaporan pelanggaran untuk melaporkan perilaku to report unethical conduct or legal violations related
tidak etis atau pelanggaran hukum terkait pajak. to taxation.
GRI 207-2, 207-3 GRI 207-2, 207-3
Sebagai wajib pajak di Indonesia, Perseroan selalu As a taxpayer in Indonesia, the Company fulfills its tax
memenuhi kewajiban pelaporan pajak kepada otoritas reporting obligations to the Indonesian tax authorities.
pajak Indonesia. Komitmen ini tecermin dalam upaya This commitment is reflected in the Company’s efforts
Perseroan untuk menjalankan hak dan kewajiban to exercise its tax rights and obligations in accordance
perpajakan sesuai dengan peraturan yang berlaku. with applicable regulations.
GRI 207-4 GRI 207-4
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Strengthening Sustainability Governance Kebijakan Publik Public Policy GRI 415-1 Perseroan mendukung berbagai program nasional The Company supports various national and regional maupun regional dalam konteks pengembangan programs in the context of business development and bisnis dan keberlanjutan ekonomi Indonesia. Dalam the sustainability of Indonesia’s economy, implementing menjalankan kegiatan usaha, Perseroan menerapkan ethical policies governing its relationships with state kebijakan etika yang mengatur hubungan dengan officials, including those from the legislative, executive, penyelenggara negara, baik legislatif, eksekutif, yudikatif, and judicial branches, as well as other institutions at maupun lembaga lainnya, di tingkat pusat maupun both central and regional levels and their officials. daerah beserta aparaturnya. Seluruh interaksi dengan All interactions with state officials are carried out in penyelenggara negara dibangun secara harmonis, a harmonious, constructive, and respectful manner, konstruktif, dan saling menghormati, dengan tetap while remaining in full compliance with applicable laws mematuhi ketentuan peraturan perundang-undangan. and regulations. GRI 3-3 GRI 3-3 Perseroan tidak terlibat dalam pembuatan regulasi, The Company is not involved in the formulation aktivitas lobi, ataupun keanggotaan dalam organisasi of regulations, lobbying activities, or membership yang bertujuan memengaruhi kebijakan atau in organizations that aim to influence policies or peraturan yang berkaitan dengan operasional dan regulations related to the Company’s operations and bisnis Perseroan. Namun, Perseroan mengambil business. However, the Company does take an active peran aktif dalam mendorong kebijakan publik role in supporting public policies that contribute to yang mendukung upaya penanganan perubahan climate change mitigation and adaptation efforts. iklim. Melalui advokasi dan pelibatan pemangku Through advocacy and stakeholder engagement, kepentingan, Perseroan aktif mengikuti forum industri, the Company participates in industry forums, public dialog publik, serta kemitraan multi pihak untuk dialogues, and multi-stakeholder partnerships to memperkuat pemahaman bersama mengenai strengthen shared understanding of the urgency of urgensi mitigasi dan adaptasi iklim. climate mitigation and adaptation. Selaras dengan Kebijakan Publik, Perseroan In alignment with the Public Policy, Donation Policy menerapkan Pedoman Kebijakan Donasi yang Guidelines, as stipulated in the United Tractors Code tercantum dalam Kode Etik United Tractors, sebagai of Conduct, serve as a reference for the provision acuan pemberian sumbangan atau partisipasi of donations or corporate participation, whether perusahaan, baik yang diinisiasi oleh Perseroan initiated by the Company or proposed by external maupun diajukan oleh pihak eksternal. Donasi dapat parties. Donations may be provided in the form of diberikan dalam bentuk dana, barang/natura, funds, goods/in-kind contributions, vehicles, or joint kendaraan, atau program bersama, khususnya untuk programs, particularly for surrounding communities, masyarakat sekitar, organisasi, lembaga, maupun organizations, institutions, and other relevant parties. pihak terkait lainnya. Kebijakan ini juga menegaskan The policy also stipulates that the Company does not bahwa Perseroan tidak memberikan donasi untuk provide donations for activities that are contrary to kegiatan yang bertentangan dengan Catur Dharma Astra’s Catur Dharma, including political activities, Astra, termasuk aktivitas politik, kegiatan yang PT United Tractors Tbk - 2025 Sustainability Report 253
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Memperkuat Tata Kelola Keberlanjutan
berkaitan dengan kompetitor, maupun hal yang activities related to competitors, or activities that
berpotensi menimbulkan konflik suku, agama, ras, may potentially give rise to ethnic, religious, racial, or
dan antargolongan (SARA). intergroup (SARA) conflicts.
Selama periode pelaporan, Perseroan memastikan During the reporting period, the Company complied
kepatuhan terhadap kebijakan dan kode etik tersebut, with the relevant policies and Code of Conduct, with no
dan tidak terdapat pembayaran, donasi, atau bentuk payments, donations, or other forms of contributions
pemberian lainnya yang terkait dengan kegiatan politik. related to political activities.
Manajemen Risiko
Risk Management
Perseroan mengimplementasikan sistem manajemen The Company’s risk management system is based
risiko yang berlandaskan Enterprise Risk Management on the Enterprise Risk Management Framework, the
Framework, Pedoman Manajemen Risiko ISO 31000, ISO 31000 Risk Management Guidelines, and Astra’s
serta kebijakan manajemen risiko Astra. Sistem ini risk management policies. This system encompasses
mencakup rangkaian proses yang terstruktur untuk a structured series of processes to identify, assess,
mengidentifikasi, menilai, mengelola, dan memantau manage, and monitor risks that may affect the
risiko yang berpotensi memengaruhi pencapaian achievement of business objectives or the Company’s
tujuan bisnis atau keberlanjutan perusahaan. long-term sustainability.
Pengelolaan manajemen risiko dilaksanakan oleh Risk management is carried out by the Corporate
Corporate Risk Management Department, sedangkan Risk Management Department, while monitoring,
proses pemantauan, evaluasi, konsultasi, dan evaluation, consultation, and provision of mitigation
pemberian rekomendasi mitigasi menjadi tanggung recommendations are the responsibility of the
jawab Komite Manajemen Risiko yang diketuai oleh Risk Management Committee, chaired by the
Group Risk Management & Audit Function. Lebih lanjut, Group Risk Management & Audit Function. The
Direksi memberikan mandat dan tanggung jawab Board of Directors delegates the authority and
pelaksanaan manajemen risiko kepada Komite responsibility for risk management implementation
Manajemen Risiko, Risk Owner, Risk Associate, to the Risk Management Committee, Risk Owners, Risk
Policy & Risk Advisory Department, Risk Management Associates, the Policy & Risk Advisory Department, Risk
Partner, dan Tim Business Continuity Plan (BCP), sesuai Management Partners, and the Business Continuity
dengan tugasnya masing-masing. Plan (BCP) Team, in accordance with their respective
roles and responsibilities.
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Strengthening Sustainability Governance
Struktur Manajemen Risiko
Risk Management Structure
DEWAN KOMISARIS DIREKSI PEMEGANG SAHAM
Board of Commissioners Board of Directors Shareholders
1. Peran dan Fungsi sebagai
Komite Monitoring, Review, and
KOMITE AUDIT Consultation
Audit Committee Role and Function as a
Committee for Monitoring,
Review, and Consultation
Peran dan Fungsi sebagai
Monitoring dan Review 2. Peran dan Fungsi sebagai
Corporate Strategic Risk Owner
Role and Function as Monitoring
and Review Role and Function as a DEPARTEMENT MANAJEMEN
Corporate Strategic Risk Owner RISIKO PERUSAHAAN
Corporate Risk
Management Department
Peran dan Fungsi sebagai Unit
Manajemen Risiko
Role and Function as Unit Risk
KEPALA DIVISI Management
Division Head
Peran dan Fungsi sebagai
Strategic Risk Owner PIC MANAJEMEN RISIKO
Role and Function as SEMUA DIVISI
Strategic Risk Owner PIC Risk Management
All Division
Peran dan Fungsi Unit Divisi
Manajemen Risiko
KEPALA DEPARTEMEN/KEPALA Role and Function as Division
CABANG/MANAJER SITE Unit of Risk Management
Department Head/Branch
Manager/Site Manager
Peran dan Fungsi sebagai
Operational Risk Owner
Role and Function as
Operational Risk Owner
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Memperkuat Tata Kelola Keberlanjutan
Perseroan juga memiliki Group Operational Audit The Company also has a Group Operational Audit
Function (GAF) yang dibantu tim audit internal Function (GAF), supported by the internal audit teams
masing-masing anak usaha untuk melakukan of each subsidiary, which conducts evaluations
evaluasi atas pengendalian risiko dan treatment plan of risk controls and treatment plans by applying
dengan menerapkan prinsip audit berbasis risiko. a risk-based audit approach.
Identifikasi Risiko Risk Identification
Proses identifikasi, analisis, evaluasi, serta penetapan The processes of risk identification, analysis,
langkah mitigasi risiko dilaksanakan oleh Risk Owner evaluation, and the determination of mitigation
secara berjenjang, mulai dari manajemen puncak measures are carried out by Risk Owners in a tiered
hingga tingkat operasional. Setiap Risk Owner manner, from top management to the operational
mengidentifikasi jenis risiko yang relevan dan level. Each Risk Owner identifies relevant risk types
menyusun rencana mitigasi sesuai karakteristik and formulates mitigation plans in accordance with
serta tingkat risiko, bekerja sama dengan Corporate the nature and level of risk, in collaboration with the
Risk Management Department di masing-masing Corporate Risk Management Department at each
label dan bagian, serta Risk Management Partner level and function, as well as Risk Management
di setiap divisi. Partners within each division.
Mitigasi Risiko Risk Mitigation
Pelaksanaan mitigasi risiko ditujukan untuk memastikan Risk mitigation activities are designed to ensure
kelangsungan kegiatan usaha, kepatuhan pada business continuity, compliance with the principles of
pelaksanaan prinsip-prinsip GCG, serta optimalisasi GCG, and the optimization of business opportunities
peluang usaha melalui risiko yang terukur dan terkelola through risks that are measured and well managed.
dengan baik. Mitigasi risiko Perseroan mencakup The Company’s risk mitigation measures include
pengendalian risiko dan/atau treatment plan serta risk controls and/or treatment plans, as well as key
indikator risiko utama (key risk indicator/KRI) yang risk indicators (KRIs) from each Risk Owner across all
diterapkan oleh masing-masing Risk Owner di setiap levels, functions, and subsidiaries.
level, bagian, dan anak perusahaan.
Selain itu, setiap individu bertanggung jawab In addition, everyone is responsible for reporting
untuk melaporkan dan melakukan mitigasi risiko and mitigating risks, in accordance with respective
sesuai dengan kapabilitas dan kompetensi atas capabilities and competencies, and with respect
segala hal dan temuan yang mengandung risiko to any matters or findings that may pose risks to
untuk Perseroan. the Company.
Pemantauan dan Evaluasi Monitoring and Evaluation
Risk Associate memantau dan mengevaluasi risiko Risk Associates monitor and evaluate risks based
sesuai dengan KRI pada waktu yang ditentukan. on the established KRIs within defined timeframes.
Risk Associate dijabat oleh karyawan yang berkaitan Risk Associates are appointed from employees
dengan pengelolaan risiko pada level operasional, involved in risk management at operational,
divisi, anak perusahaan, dan korporasi sehingga fungsi divisional, subsidiary, and corporate levels, thereby
pemantauan risiko Perseroan bersifat independen. ensuring the independence of the Company’s risk
monitoring function.
Hasil pemantauan dan evaluasi dilaporkan kepada The results of risk monitoring and evaluation are
Risk Owner dan Corporate Risk Management reported to the Risk Owners and the Corporate Risk
Department. Risk Associate akan menyampaikan Management Department. Risk Associates issue
peringatan risiko apabila hasil mitigasi risiko berada risk alerts when mitigation outcomes fall outside
di luar batas normal atau menunjukkan tren ke arah acceptable thresholds or indicate abnormal trends.
tidak normal.
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Strengthening Sustainability Governance
Pengelolaan Risiko ESG ESG Risk Management
Perseroan juga mengidentifikasi jenis-jenis risiko ESG The Company also identifies ESG-related risks and
dan rencana mitigasi berdasarkan segmen usaha, corresponding mitigation plans across its business
yang disajikan pada tabel di bawah ini. segments, as presented in the table below.
Jenis Risiko Inisiatif
Risk Type Initiatives
Perubahan Peraturan/Peraturan yang Lebih Ketat 1. Melakukan verifikasi kelengkapan sertifikat yang dimiliki oleh
Perseroan menghadapi perubahan peraturan yang lebih pelanggan dan lisensi lain yang diperlukan;
ketat yang memengaruhi bisnis, termasuk peraturan domestik Verifying the completeness of certificates held by customers
dan internasional and other required licenses;
Stricter Regulatory/Regulatory Changes 2. Meninjau dan melakukan perbandingan secara berkala
The Company faces increasingly stringent regulatory dengan perusahaan lain;
changes that affect business, including both domestic and Conducting periodic reviews and benchmarking against
international regulations. other companies;
3. Menyesuaikan kegiatan atau model bisnis agar sesuai
dengan kebijakan dan meminimalkan dampak negatif dari
peraturan tersebut;
Adjusting activities or business models to ensure compliance
and minimize potential adverse impacts of the regulations;
4. Mengundang regulator, seperti Kementerian Energi dan
Sumber Daya Mineral, untuk menjelaskan lebih detail
tentang regulasi baru tersebut; dan
Inviting regulators, such as the Ministry of Energy and Mineral
Resources, to provide more detailed explanations of new
regulations; and
5. Menyelenggarakan program kepatuhan hukum.
Organizing legal compliance programs.
Komunitas Sosial | Social Community 1. Membuat berbagai program kemasyarakatan di bidang
1. Perselisihan atau masalah dengan masyarakat lokal atau kesehatan, lingkungan, pendidikan, dan ekonomi berdasarkan
pemerintah daerah di sekitar wilayah kerja; kebutuhan setiap kelompok masyarakat dari hasil pemetaan
sosial ekonomi dari setiap kelompok masyarakat yang
Disputes or issues with local communities or local
berdampak positif pada reputasi perusahaan;
governments in areas surrounding the Company’s operations;
Developing community programs in the areas of health,
2. Risiko yang timbul dari potensi perselisihan tentang
environment, education, and economic empowerment
pembebasan lahan/dampak kompensasi dari kegiatan
based on the specific needs of each community group,
pertambangan terhadap lingkungan, kesenjangan sosial
informed by socio-economic mapping, and contributing
ekonomi di sekitar masyarakat, dan penurunan atau
positively to the Company’s reputation;
kenaikan harga batu bara yang berpengaruh pada usaha
lokal di sekitar wilayah pertambangan; dan 2. Membangun kemitraan dengan tokoh masyarakat
dan pemerintah daerah, dengan menitikberatkan
Risks arising from potential disputes related to land
pada partisipasi masyarakat yang mengarah pada
acquisition/compensation impacts of mining activities
pembangunan berkelanjutan; dan
on the environment, socio-economic disparities within
surrounding communities, as well as fluctuations in coal Establishing partnerships with community leaders and
prices that affect local businesses in mining areas; and local governments, with a strong emphasis on community
participation that supports sustainable development; and
3. Kegagalan dalam menyelesaikan masalah masyarakat
lokal yang dapat mengakibatkan terganggunya operasi, 3. Bermitra dengan pelanggan untuk mendekati komunitas dan
memengaruhi reputasi, dan juga penurunan pendapatan. memastikan respons terhadap masalah di setiap komunitas.
Failure to adequately address local community issues, which Partnering with customers to engage with communities and
may result in operational disruptions, reputational impacts, ensure responsive handling of issues within each community.
and a decline in revenue.
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Memperkuat Tata Kelola Keberlanjutan
Jenis Risiko Inisiatif
Risk Type Initiatives
Kontraktor dan Subkontraktor (Operasional) 1. Menerapkan Contractor Management System (CMS) dan
Penggunaan kontraktor atau subkontraktor yang tidak Sistem Manajemen Keselamatan Subkontraktor (SMKS);
memenuhi persyaratan pekerjaan yang telah disepakati. Implementing a Contractor Management System (CMS) and
Contractors and Subcontractors (Operational) a Subcontractor Safety Management System (SMKS);
Use of contractors or subcontractors that do not meet agreed 2. Melakukan uji tuntas dan evaluasi kinerja subkontraktor
work requirements. dan vendor; dan
Conducting due diligence and performance evaluations of
subcontractors and vendors; and
3. Mengimplementasikan Sistem Manajemen Anti Penyuapan
(SMAP) berbasis ISO 37001:2016.
Implementing an Anti-Bribery Management System (ABMS)
in accordance with ISO 37001:2016.
Keselamatan dan Kesehatan Kerja dan 1. Mengoptimalkan digitalisasi pada Keselamatan dan
Lingkungan (Operasional) Kesehatan Kerja dan Lingkungan (EHS) pada lini bisnis
Occupational Health, Safety, and Environment (Operational) industri konstruksi sebagai sarana identifikasi dan
pengelolaan risiko keselamatan dan kesehatan kerja (K3);
Optimizing the use of digitalization in Environmental, Health,
and Safety (EHS) across construction industry business lines
as a tool for identifying and managing occupational health
and safety (OHS) risks;
2. Memenuhi sertifikasi tenaga kerja ahli K3;
Ensuring compliance with certification requirements for
qualified OHS professionals;
3. Melaksanakan inspeksi rutin atas program kerja K3 di
lingkungan proyek; dan
Conducting regular inspections of OHS programs at
project sites; and
4. Merintis pengembangan sistem keselamatan
berbasis perilaku.
Initiating the development of a behavior-based safety system.
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Strengthening Sustainability Governance
Jenis Risiko Inisiatif
Risk Type Initiatives
Kegagalan Pengelolaan Fasilitas Material Sisa Pengolahan 1. Merancang TSF dengan menggunakan jasa konsultan
Tambang (Tailing) | Failure in the Management of Mine geoteknis yang diakui secara internasional dengan
Tailings Facilities pengalaman luas dalam desain dan pembangunan TSF;
Pengelolaan fasilitas material sisa pengolahan di kegiatan Designing TSF using the services of internationally recognized
pertambangan emas menghadapi tiga risiko utama, yaitu: geotechnical consultants with extensive experience in TSF
The management of tailings facilities in gold mining operations design and construction;
faces three main risks, namely: 2. Membangun tanggul dengan metode “pengangkatan
1. Kapasitas bendungan penyimpanan material sisa hilir”, yakni merancang zona tanggul dengan cermat
pengolahan tambang (tailing storage facilities/TSF) yang menggunakan batuan yang dipadatkan, lempung, dan
tidak mencukupi; pasir. Metode ini lebih aman dibandingkan metode
“pengangkatan hulu” yang digunakan di beberapa site;
Insufficient capacity of tailings storage facilities (TSF);
Constructing embankments using the “downstream raising”
2. Kegagalan TSF yang diakibatkan oleh erosi internal tanggul,
method, which involves carefully designing embankment
gempa bumi, longsor, dan tumpahan kelebihan limbah sisa
zones with compacted rockfill, clay, and sand. This method is
tambang pada saat curah hujan tinggi; dan
considered safer than the “upstream raising” method used
Failure of TSF caused by internal erosion of embankments, at several sites;
earthquakes, landslides, and overtopping of tailings during
3. Mematuhi kriteria keamanan desain TSF yang ditentukan
periods of high rainfall; and
oleh International Committee on Large Dams (ICOLD)
3. Keterlambatan pada pembangunan fasilitas penyimpanan serta telah ditinjau dan disetujui oleh Komite Keamanan
material sisa pengolahan tambang tambahan (tailing Bendungan Indonesia;
management facilities/TMF).
Complying with TSF design safety criteria established by the
Delays in the development of additional tailings International Committee on Large Dams (ICOLD), which have
management facilities (TMF). also been reviewed and approved by the Indonesian Dam
Safety Committee;
4. Memperhatikan proses pembangunan tanggul dengan
menerapkan program penilaian kualitas dan kontrol kualitas
(QA/QC); dan
Ensuring embankment construction quality through the
implementation of quality assurance and quality control
(QA/QC) programs; and
5. Penyusunan perencanaan pembangunan TMF, termasuk
pemantauan, koordinasi dengan pemerintah, dan sosialisasi
dengan pihak terkait.
Preparing development plans for additional TMF, including
monitoring activities, coordination with government
authorities, and engagement with relevant stakeholders.
Dampak Kegiatan Operasional Terhadap Masalah Lingkungan 1. Pembentukan Biodiversity Steering Committee yang terdiri
Dampak kegiatan operasional terhadap lingkungan dari Presiden Direktur, Wakil Presiden Direktur, Chief Finance
yang berkaitan dengan spesies yang terancam punah, Officer, Direktur Engineering, Direktur Government Relation,
keanekaragaman hayati, dan biota perairan. Chief Operating Officer, dan departemen terkait (MPDS,
Environment, Stakeholder and Corporate Communication);
Environmental Impacts of Operational Activities
Establishment of a Biodiversity Steering Committee
Impacts of operational activities on the environment related to
comprising the President Director, Vice President Director,
endangered species, biodiversity, and aquatic ecosystems.
Chief Financial Officer, Director of Engineering, Director
of Government Relations, Chief Operating Officer, and
relevant departments (MPDS, Environment, Stakeholder and
Corporate Communication);
2. Perbaikan dan percepatan restorasi/rehabilitasi habitat
pascatambang; dan
Enhancement and acceleration of post-mining habitat
restoration/rehabilitation; and
3. Menjalin hubungan kerja sama dengan pemerintah,
masyarakat, lembaga swadaya masyarakat (LSM), dan
institusi pendidikan tinggi.
Building collaborative partnerships with government
authorities, local communities, non-governmental
organizations (NGOs), and higher education institutions.
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Tentang Laporan
Keberlanjutan
About the
Sustainability
Report
11
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PT United Tractors Tbk
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Pedoman dan Standar Pelaporan
262
Reporting Guidelines and Standards
Periode dan Siklus Pelaporan
262
Reporting Period and Cycle
Pernyataan Kembali
263
Restatement
Prinsip Pelaporan
263
Reporting Compliance
Batasan dan Ruang Lingkup Pelaporan
263
Reporting Boundary and Scope
Kriteria Pengumpulan dan Perhitungan Data
266
Data Collection and Calculation Criteria
Kontribusi Perseroan terhadap SDGs
270
The Company’s Contribution to the SDGs
PT United
Laporan Tractors Tbk
Keberlanjutan - 2025
2025 Sustainability
Sustainability Report
Report 261
Page 264
Tentang Laporan Berkelanjutan
Pedoman dan Standar Pelaporan
Reporting Guidelines and Standards
Laporan Keberlanjutan United Tractors 2025 disusun United Tractors 2025 Sustainability Report has been
sesuai dengan beberapa kerangka kerja dan tolok prepared in accordance with the following reporting
ukur pelaporan, di antaranya: frameworks and benchmarks:
• Peraturan Otoritas Jasa Keuangan (POJK) • Regulation of Financial Services Authority No. 51/
Nomor 51/POJK.03/2017 tentang Penerapan POJK.03/2017 on Application of Sustainable Finance to
Keuangan Berkelanjutan bagi Lembaga Jasa Financial Services Institution, Issuer and Publicly Listed
Keuangan, Emiten, dan Perusahaan Publik beserta Companies, and its derivatives, namely Copy of the
turunannya, yaitu Salinan Surat Edaran Otoritas Circular Letter of the Financial Services Authority of the
Jasa Keuangan Republik Indonesia Nomor 16/ Republic of Indonesia Number 16/SEOJK.04/2021 on
SEOJK.04/2021 tentang Bentuk dan Isi Laporan the Form and Content of Annual Reports of Issuers or
Tahunan Emiten atau Perusahaan Publik. Public Companies.
• Standar Global Reporting Initiative (GRI) 2021 opsi • Global Reporting Initiative (GRI) Standards 2021
“In Accordance” . under “In Accordance” option.
• Task Force on Climate-related Financial Disclosure • Task Force on Climate-related Financial Disclosures
(TCFD). (TCFD).
Periode dan Siklus Pelaporan
Reporting Period and Cycle
GRI 2-3
Perseroan menggunakan siklus pelaporan tahunan The Company adopts an annual reporting cycle in
(annual) dalam menerbitkan laporan keberlanjutan publishing its sustainability report, which is issued
yang dirilis bersamaan dengan publikasi laporan concurrently with the annual report. This sustainability
tahunan. Laporan keberlanjutan ini menyajikan report presents a comprehensive overview of policies
kebijakan dan capaian kinerja ekonomi, lingkungan, and performance achievements across economic,
dan sosial secara komprehensif selama periode environmental, and social aspects for the period from
1 Januari 2025 sampai dengan 31 Desember 2025. January 1, 2025 to December 31, 2025.
Pernyataan Kembali
Restatement
GRI 2-4
Dalam rangka meningkatkan kualitas, keakuratan, In order to enhance the quality, accuracy, and
dan komparibilitas informasi serta data yang comparability of the information and data disclosed,
dipublikasikan, Perseroan melakukan perbaikan the Company refined and improved the accuracy
dan peningkatan akurasi pada metodologi kriteria of its data collection and calculation methodology.
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About Sustainability Report pengumpulan dan perhitungan data. Sebagai hasil A a result of this process, several data adjustments dari proses tersebut, dilakukan beberapa perubahan (restatements) were made as follows: data (restatement) sebagai berikut: 1. Emisi Biogenik tahun 2023 dan 2024 1. Biogenic Emissions in 2023 and 2024 2. Emisi GRK Cakupan 1 dan 2 tahun 2023 dan 2024 2. Scope 1 and 2 GHG Emissions in 2023 and 2024 3. Intensitas Emisi GRK per Lini Bisnis tahun 2023 3. GHG Emissions Intensity per Business Line in 2023 dan 2024 and 2024 4. Intensitas Energi per Lini Bisnis tahun 2023 dan 2024 4. Energy Intensity per Business Lines in 2023 and 2024 5. Jumlah Aset tahun 2023 5. Total Assets in 2023 6. Jumlah Ekuitas tahun 2023 6. Total Equity in 2023 7. Jumlah Karyawan Baru tahun 2023 dan 2024 7. Number of New Employees in 2023 and 2024 8. Jumlah Karyawan pada Anak Perusahaan tahun 2024 8. Total Employee at Subsidiaries in 2024 9. Jumlah Karyawan Total tahun 2024 9. Total Employees in 2024 10. Jumlah Liabilitas pada tahun 2023 10. Total Liabilities in 2023 11. Jumlah Peserta dan Jumlah Jam Pelatihan 11. Number of UTSMART Participants and Total Training UTSMART tahun 2023 Hours in 2023 12. Konsumsi Energi Berdasarkan Jenis tahun 2023 12. Energy Consumption by Type in 2023 and 2024 dan 2024 13. Pencapaian Aspirasi Keberlanjutan 2030 UT tahun 13. Achievement of UT 2030 Sustainability Aspirations 2023 dan 2024 in 2023 and 2024 14. Statistik Kinerja K3 Karyawan tahun 2023 dan 14. Employee OHS Performance Statistics in 2023 2024 and 2024 15. Statistik Kinerja K3 Kontraktor tahun 2023 dan 15. Contractor OHS Performance Statistics in 2023 and 2024 2024 16. Timbulan Limbah Cair tahun 2023 dan 2024 16. Total Wastewater Generated in 2023 and 2024 17. Timbulan Limbah Padat tahun 2023 dan 2024 17. Total Solid Waste Generation in 2023 and 2024 18. Total Pengambilan Air Berdasarkan Sumber tahun 18. Total Water Withdrawal by Source in 2023 and 2024 2023 dan 2024 Prinsip Pelaporan Reporting Principles Dalam penyusunan substansi laporan ini, Perseroan In preparing the contents of this Report, the Company merujuk pada prinsip-prinsip pelaporan yang refers to the reporting principles established by ditetapkan oleh Global Reporting Initiatives (GRI), the Global Reporting Initiative (GRI), specifically in secara spesifik menggunakan panduan GRI 1: accordance with GRI 1: Foundation. The reporting Foundation. Adapun prinsip-prinsip pelaporan principles set out in GRI 1: Foundation include accuracy, yang termuat dalam panduan GRI 1: Foundation, balance, clarity, comparability, completeness, di antaranya akurasi, keseimbangan, kejelasan, timeliness, and verifiability. keterbandingan, kelengkapan, ketepatan waktu, dan dapat diverifikasi. PT United Tractors Tbk - 2025 Sustainability Report 263
Page 266
Tentang Laporan Berkelanjutan
Batasan dan Ruang Lingkup Pelaporan
Reporting Boundary and Scope
GRI 2-2, 3-1 SEOJK C.6
Selama periode pelaporan, Perseroan tidak During the reporting period, the Company did not
mengalami perubahan yang bersifat signifikan. experience any significant changes that materially
Berikut adalah batasan dan ruang lingkup pelaporan affected the scope of reporting. The following outlines
pada Laporan Keberlanjutan United Tractors the reporting boundary and scope of the United
Tahun 2025: Tractors 2025 Sustainability Report:
Ruang Lingkup Penyajian Data | Data Reporting Scope
Ventura
Data Kinerja yang Dilaporkan Entitas Anak Perusahaan Reported Performance Data
Bersama
Induk Perusahaan Asosiasi
Joint
Parent Entity Subsidiaries Associates
Ventures
Keuangan** √ √ Financial**
Lingkungan** √ √ Environmental**
Kesehatan dan Keselamatan Occupational Health and
√ √
Kerja (K3)** Safety (OHS)**
Ketenagakerjaan** √ √ Employment**
Total Durasi Pelatihan** √ √ Total Training Hours**
Rekrutmen dan Recruitment and Employee
√ √
Perputaran Karyawan** Turnover**
Hubungan Industrial Industrial Relations and
dan Perjanjian Kerja √ Collective Labor Agreement
Bersama (PKB)* (CLA)*
Integrasi dan Antikorupsi** √ √ Integrity and Anti-Corruption**
Community and Social
Sosial Kemasyarakatan** √ √
Development **
* Data kuantitatif pada topik ini adalah data dari satu perusahaan yang * Quantitative data for this topic reflects data from a single company,
mencakup entitas induk. including the parent entity.
** Data kuantitatif pada topik ini adalah data konsolidasi yang ** Quantitative data for this topic is presented on a consolidated basis,
mencakup 20 perusahaan terdiri dari entitas induk, anak perusahaan, covering 20 companies comprising the parent entity, subsidiaries, joint
ventura bersama, dan perusahaan asosiasi. ventures, and associates.
Pada tahun pelaporan, Perseroan belum melakukan During the reporting year, the Company did not obtain
verifikasi independen (assurance) atas Laporan independent assurance for the 2025 Sustainability
Keberlanjutan 2025, akan tetapi Perseroan Report, however the Company ensured and warranted
memastikan dan menjamin keabsahan atas the validity of the data disclosed in this report through
data yang disampaikan dalam laporan melalui a series of internal verification processes.
rangkaian proses verifikasi internal. GRI 2-5 SEOJK G.1
GRI 2-5 SEOJK G.1
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About Sustainability Report
Daftar Entitas Anak dan/atau Entitas Asosiasi
List of Subsidiaries and/or Associate Entities
PT UNITED TRACTORS Tbk
Pemilikan Langsung Pemilikan Tidak Langsung
Direct Ownership Indirect Ownership
PT Pamapersada Nusantara (PAMA) 100% Melalui PT Pamapersada
Nusantara (PAMA)
Jasa Penambangan Terpadu 20 Entitas
Integrated Mining Services 20 Entities
PT Danusa Tambang Nusantara (DTN) 100% Melalui PT Danusa Tambang
Nusantara (DTN)
Perusahaan Induk atas Konsesi Penambangan 9 Entitas
Holding Company of Mining Concessions 9 Entities
PT Unitra Persada Energi (UPE) 100% Melalui PT Karya Supra Perkasa (KSP)
Perusahaan Induk atas Energi 7 Entitas
Holding Company of Energy 7 Entities
PT United Tractors Pandu Engineering (UTPE) 100% Melalui PT United Tractors Pandu
Engineering (UTPE)
Perakitan dan Produksi Mesin, Peralatan, dan Alat Berat 5 Entitas
Assembling and Production of Machinery, Tools, and 5 Entities
Heavy Equipment
Melalui PT Unitra Persada Energi (UPE)
PT Karya Supra Perkasa (KSP) 100%
1 Entitas
Perusahaan Induk atas Industri Konstruksi 1 Entities
Holding Company of Construction Industry
Melalui PT Energia Prima Nusantara
PT Energia Prima Nusantara (EPN) 100% (EPN)
8 Entitas
Pembangkit Listik 8 Entities
Power Plant
Entitas Asosiasi
PT Bina Pertiwi (BP) 100%
6 Entitas
Perdagangan Alat Berat
6 Entities
Trading of Heavy Equipment
Investasi Jangka Panjang
PT Universal Tekno Reksajaya (UTR) 100%
5 Entitas
Jasa Rekondisi Komponen Alat Berat
5 Entities
Remanufacturing of Heavy Equipment Component
Ventura Bersama
UT Heavy Industry (S) Pte Ltd. (UTHI) 100%
3 Entitas
Perdagangan dan Perakitan Alat Berat
3 Entities
Trading and Assembling of Heavy Equipment
PT Andalan Multi Kencana (AMK) 100% Informasi lebih rinci mengenai daftar entitas anak
dan/atau entitas asosiasi dapat dilihat pada Laporan
Perdagangan Suku Cadang
Tahunan United Tractors Tahun 2025.
Trading of Spare Parts
More detailed information regarding the list of
PT Tambang Supra Perkasa (TSP)* 100% subsidiaries and/or associate entities is available in
the United Tractors 2025 Annual Report.
Penambangan
Mining
Unitra Power Pte. Ltd. (UP)** 100%
* Perusahaan dalam likuidasi. | Company under liquidation.
Energi ** Tahap pengembangan. | Development stage.
Energy
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Tentang Laporan Berkelanjutan
Kriteria Pengumpulan dan
Perhitungan Data
Data Collection and Calculation Criteria
Keselamatan dan Kesehatan Kerja (K3) Occupational Health and Safety (OHS)
1. Kecelakaan yang dilaporkan berasal dari 1. The reported accidents are derived from the
karyawan dan kontraktor Perseroan dan anak employees and contractors of the Company and its
Perusahaannya. subsidiaries.
2. Kecelakaan berkonsekuensi tinggi terkait pekerjaan 2. A work-related high-consequence accident refers
mengacu pada kecelakaan terkait pekerjaan yang to a work-related accident where the worker
membuat pekerja tidak dapat, tidak, atau tidak cannot, does not, or is not expected to fully recover
diharapkan untuk pulih sepenuhnya ke status to pre-injury health status (including physical and
kesehatan sebelum cedera (termasuk kesehatan mental health) within six months.
fisik dan mental) dalam waktu enam bulan.
3. Kecelakaan terkait pekerjaan yang dapat dicatat 3. A recordable work-related injury refers to a work-
mengacu pada kecelakaan yang mengakibatkan related injury that results in any of the following:
salah satu dari yang berikut: kematian, cedera atau death, injury or illness resulting in lost days (days
sakit yang menyebabkan hari hilang (hari tidak bisa unable to work), injury or illness that results in
bekerja), cedera atau sakit yang menyebabkan restricted work or transfer to another job, medical
pekerjaan terbatas atau pemindahan ke pekerjaan treatment beyond first aid, or loss of consciousness,
lain, perawatan medis melampaui pertolongan or a significant injury diagnosed by a physician
pertama, atau kehilangan kesadaran, atau or other licensed healthcare professional, even
mengalami cedera signifikan yang didiagnosis if it did not result in death, days away from
oleh dokter atau profesional perawatan kesehatan work, restricted work or transfer to another job,
berlisensi lainnya meskipun tidak menyebabkan medical treatment beyond first aid, or loss of
kematian, hari hilang, pekerjaan terbatas atau consciousness.
pemindahan ke pekerjaan lain, serta perawatan
medis melampaui pertolongan pertama, atau
kehilangan kesadaran.
4. Lost-time injuries mengacu kepada cedera akibat 4. Lost-time injuries refer to on-the-job injuries
kecelakaan kerja yang diderita oleh karyawan atau incurred by an employee or contractor that lead to
kontraktor yang menyebabkan hilangnya waktu a loss of productive work time.
kerja produktif.
5. Jumlah jam kerja didasarkan pada jam aktual 5. The number of working hours is based on actual
atau perkiraan berdasarkan jam kerja kontraktual or estimated hours derived from the contractual
semua karyawan dan kontraktor dalam satu tahun, working hours of all employees and contractors
termasuk jam lembur rata-rata, tidak termasuk in one year, including average overtime hours,
hari cuti tahunan berbayar, hari istirahat, dan hari and excluding paid annual leave, rest days, and
libur resmi/hari libur sesuai dengan jenis karyawan statutory holidays, according to different types of
yang berbeda. employees.
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About Sustainability Report 6. Tingkat kematian mengacu pada jumlah kematian 6. The fatality rate refers to the number of fatalities per 1.000.000 jam kerja yang dihitung sebagai per 1,000,000 hours worked, calculated as (total (jumlah total kematian x 1.000.000)/total jam kerja. number of fatalities x 1,000,000)/total working hours. Faktor 1.000.000 menunjukkan jumlah cedera terkait The factor of 1,000,000 indicates the number of pekerjaan per 500 pekerja penuh waktu selama work-related injuries per 500 full-time workers over jangka waktu satu tahun, berdasarkan asumsi a one-year period, based on the assumption that bahwa satu pekerja penuh waktu bekerja 2.000 jam one full-time worker works 2,000 hours per year. per tahun. 7. Tingkat kecelakaan terkait pekerjaan 7. The high-consequence work-related accident berkonsekuensi tinggi mengacu pada jumlah rate refers to the number of high-consequence kecelakaan terkait pekerjaan berkonsekuensi work-related accidents per 1,000,000 hours worked tinggi per 1.000.000 jam kerja yang dihitung calculated as (total number of high-consequence sebagai (jumlah total kecelakaan terkait pekerjaan work-related accidents × 1,000,000) / total berkonsekuensi tinggi x 1.000.000)/total jam kerja. working hours. The factor of 1,000,000 indicates Faktor 1.000.000 menunjukkan jumlah kecelakaan the number of work-related accidents per 500 terkait pekerjaan per 500 pekerja penuh waktu full-time workers over a one-year period, based selama jangka waktu satu tahun, berdasarkan on the assumption that one full-time worker works asumsi bahwa satu pekerja penuh waktu bekerja 2,000 hours per year. 2.000 jam per tahun. 8. Tingkat kecelakaan terkait pekerjaan yang dapat 8. The recordable work-related accident rate refers to dicatat mengacu pada jumlah kecelakaan terkait the number of recordable work-related accidents pekerjaan yang dapat dicatat per 1.000.000 per 1,000,000 hours worked, calculated as (total jam kerja yang dihitung sebagai (jumlah total number of recordable work-related accidents kecelakaan terkait pekerjaan yang dapat dicatat × 1,000,000) / total working hours. The factor of x 1.000.000) / total jam kerja. Faktor 1.000.000 1,000,000 indicates the number of work-related menunjukkan jumlah kecelakaan terkait pekerjaan accidents per 500 full-time workers over a one- per 500 pekerja penuh waktu selama jangka waktu year period, based on the assumption that one full- satu tahun, berdasarkan asumsi bahwa satu time worker works 2,000 hours per year. pekerja penuh waktu bekerja 2.000 jam per tahun. 9. Kecelakaan yang dilaporkan sebagaimana 9. Recorded accidents as described in points 2 and 3 diuraikan pada poin 2 dan 3 tidak termasuk exclude accidents occurring outside working hours, kecelakaan di luar jam kerja, penyakit akibat kerja, occupational diseases, travel accidents, as well as kecelakaan perjalanan, kebakaran, dan kerusakan fire and property damage in connection with the properti sehubungan dengan kepentingan kegiatan UT Group's business activities. usaha Grup UT. PT United Tractors Tbk - 2025 Sustainability Report 267
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Emisi Gas Rumah Kaca (GRK) Greenhouse Gas (GHG) Emissions
1. Emisi GRK Cakupan 1 berasal dari pembakaran 1. Scope 1 GHG emissions arise from the combustion
bahan bakar fosil dan bahan bakar dari sumber of fuels from fossil or renewable energy sources,
terbarukan, emisi fugitive (refrigerant, fire fugitive emissions (refrigerants, fire suppression,
suppression, dan metana batu bara), dan emisi coalbed methane), and emissions resulting from
yang dihasilkan dari pembuatan atau pemrosesan the manufacture or processing of chemicals and
bahan kimia dan material. materials.
2. Emisi GRK Cakupan 1 dihitung dengan 2. Scope 1 GHG emissions are calculated using
menggunakan faktor emisi yang diterbitkan oleh emission factors published by the Indonesian
Kementerian Energi dan Sumber Daya Mineral Ministry of Energy and Mineral Resources, the UK
Indonesia, Department for Environment, Food and Department for Environment, Food and Rural Affairs
Rural Affairs (DEFRA) Inggris, Intergovernmental (DEFRA), the Intergovernmental Panel on Climate
Panel on Climate Change (IPCC), dan United States Change (IPCC), and the United States Environmental
Environmental Protection Agency (USEPA). Protection Agency (USEPA).
3. Emisi GRK Cakupan 2 mencakup emisi dari 3. Scope 2 GHG emissions include emissions from the
pembangkit listrik yang dibeli atau diperoleh, generation of purchased or acquired electricity,
pemanasan, pendinginan, dan penguapan. heating, cooling, and steam.
4. Emisi GRK Cakupan 2 dihitung dengan menggunakan 4. Scope 2 GHG emissions are calculated using
faktor emisi dari pemasok listrik lokal (jika tersedia), emission factors from local electricity suppliers,
sumber regional atau nasional, dan Kementerian (where available), regional or national sources and
Energi dan Sumber Daya Mineral RI. the Ministry of Energy and Mineral Resources of the
Republic of Indonesia.
5. Kredit karbon mewakili usaha pengurangan emisi 5. Carbon credits represent GHG emission reduction
GRK yang dilakukan oleh Perusahaan dan/atau efforts undertaken by the Company and/or
kegiatan untuk kompensasi emisi yang dilakukan activities to compensate for emissions carried out
di tempat lain. Kredit karbon yang dihitung adalah elsewhere. The carbon credits calculated refer to
Sertifikat Penurunan Emisi Gas Rumah Kaca (SPE- GHG Emission Reduction Certificates (SPE-GRK)
GRK) yang terdaftar di Sistem Registri Nasional (SRN) registered in the Sistem Registri Nasional (SRN)
Pengendalian Perubahan Iklim (PPI) Kementerian Pengendalian Perubahan Iklim (PPI) of the Ministry
Lingkungan Hidup/Badan Pengendalian Lingkungan of Environment/Environmental Control Agency
Hidup (KLH/BPLH) dan IDX Carbon. (KLH/BPLH) and IDX Carbon.
6. Emisi biogenik yang dilaporkan berasal dari 6. Reported biogenic emissions are derived from the
penggunaan bahan bakar biofuel. use of biofuel.
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About Sustainability Report Energi Energy 1. Konsumsi energi adalah total bahan bakar 1. Energy consumption represents the total of stasioner dan mobile. Data konsumsi energi stationary and mobile combustion. Energy dikumpulkan dari catatan pengukuran, tagihan consumption data is collected from metering utilitas, catatan pembelian, atau perkiraan internal records, utility bills, purchase records, or internal yang digunakan untuk bagian yang tidak signifikan estimates used for an insignificant portion of total dari total konsumsi energi. energy consumption. 2. Konsumsi energi yang bersumber dari bahan bakar 2. Energy consumption by fuel source consists of diesel, terdiri dari solar, Liquefied Petroleum Gas (LPG), Liquefied Petroleum Gas (LPG), natural gas, aviation natural gas, aviation fuel, waste oil, coal electricity fuel, waste oil, coal, electricity generation,and fuels generation, dan bahan bakar yang bersumber dari sourced from renewable energy sources. sumber energi terbarukan. Limbah Waste 1. Total limbah yang dilaporkan terdiri dari limbah 1. Total reported waste consists of solid and liquid padat dan limbah cair. Sumber data limbah yang waste. Waste generation data is derived from dihasilkan berasal dari catatan pengukuran dan measurement records and internal estimates. These estimasi internal. Sumber data limbah berasal dari records are obtained using calibrated instruments catatan pengukuran menggunakan alat instrumen or internal estimation methods supported by yang telah dikalibrasi atau metode estimasi credible literature and verifiable evidence. internal dengan literatur dan bukti yang dapat dipertanggungjawabkan. 2. Limbah padat tidak berbahaya merupakan residu 2. Non-hazardous solid waste refers to residue from dari kegiatan usaha yang tidak mengandung business activities that does not contain hazardous bahan berbahaya dan beracun. and toxic materials. 3. Limbah padat dan cair dari bahan berbahaya 3. Hazardous solid and liquid waste refers to waste dan beracun (B3) merupakan limbah dengan that meets the criteria outlined in Indonesian karakteristik yang memenuhi regulasi Indonesia regulations or the Basel Convention. atau kriteria Konvensi Basel. Keterangan: Notes: Seluruh komponen yang terdapat dalam kriteria pengumpulan dan All components contained in the criteria for data collection and calculation penghitungan data di atas diperoleh dari entitas yang beroperasional di above are obtained from entities operating in Indonesia and exclude entities Indonesia dan belum mencakup entitas yang baru diakuisisi sejak tahun newly acquired by the Company in 2025. 2025 oleh Perseroan. PT United Tractors Tbk - 2025 Sustainability Report 269
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Tentang Laporan Berkelanjutan
Kontribusi Perseroan terhadap SDGs
The Company’s Contribution to the SDGs
Tujuan Global Target SDGs yang Relevan Mengapa menjadi Prioritas
Global Goal Relevant SDG Targets Why It Is a Priority
1.5 Membangun ketahanan masyarakat Perseroan selalu berkomitmen untuk meningkatkan
terkait iklim dan guncangan ekonomi, kapasitas masyarakat sekitar agar tangguh di berbagai
sosial, lingkungan, dan bencana. bidang, salah satunya kebencanaan. Ketahanan
11.5 Mengurangi jumlah kematian dan jumlah terhadap bencana menjadi salah satu elemen kunci
orang terdampak, dan secara substansial untuk menciptakan kondisi lingkungan yang inklusif dan
mengurangi kerugian ekonomi relatif keberlanjutan, mengingat kondisi geografis Indonesia rawan
terhadap PDB global yang disebabkan terhadap bencana alam. Di sisi lain, Perseroan memiliki
oleh bencana, dengan fokus melindungi sarana yang mampu menjangkau lokasi rawan bencana
orang miskin dan orang-orang dalam karena bisnis United Tractors berada di berbagai daerah di
situasi rentan. Indonesia.
1.5 Build the resilience of communities to The Company remains committed to strengthening the
climate-related hazards and economic, capacity of surrounding communities to enhance resilience
social, environmental, and disaster- across various aspects, including disaster preparedness and
related shocks. response. Disaster resilience represents a key element in
fostering inclusive and sustainable environmental conditions,
11.5 Significantly reduce the number of deaths
particularly given Indonesia’s geographic vulnerability to
and the number of people affected, and
natural disasters. At the same time, the Company possesses
substantially decrease direct economic
operational capabilities and resources that enable access to
losses relative to global GDP caused by
disaster-prone areas, as United Tractors’ business operations
disasters, with a focus on protecting the
are located across various regions throughout Indonesia.
poor and people in vulnerable situations.
3.3 Memerangi penyakit menular lainnya. Kesehatan merupakan fokus keberlanjutan Perseroan
sebagai risiko inheren dalam kegiatan usaha maupun
masyarakat, apalagi partisipasi swasta dibutuhkan dalam
upaya meningkatkan kualitas kesehatan masyarakat.
3.3 Combat other communicable diseases. Health represents a key sustainability focus for the Company,
as it constitutes an inherent risk within both business
operations and the broader community. Moreover, private
sector participation plays an essential role in efforts to
enhance the overall quality of public health.
4.3 Akses yang sama bagi semua terhadap United Tractors mengelola sekolah binaan sebagai pusat
pendidikan teknik, kejuruan, dan kegiatan pendidikan bagi masyarakat serta membuka
pendidikan tinggi. peluang kerja bagi generasi muda sebagai tenaga terampil
khususnya dalam bidang alat berat di Indonesia.
4.3 Equal access for all to technical, United Tractors manages partner schools as community-
vocational, and tertiary education. based education centers while creating employment
opportunities for the young generation as skilled workers,
particularly in the heavy equipment sector in Indonesia.
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About Sustainability Report
Bagaimana Kami Berkontribusi Kinerja 2025
How We Contribute 2025 Performance
Melalui CSR Pilar Tanggap Darurat Bencana, Perseroan Guna mendukung ketahanan masyarakat terkait iklim,
mendukung kegiatan penanganan dan pemulihan Perseroan melakukan mitigasi bencana melalui beberapa
kebencanaan yang terjadi serta meningkatkan kapasitas program CSR, yaitu Program Kampung Iklim (PROKLIM) dan
masyarakat yang tanggap terhadap bencana. pembinaan bank sampah melalui peningkatan kapasitas
masyarakat di setiap area operasional Perseroan.
Selain itu, Peningkatan kapasitas masyarakat dilakukan dalam
kesiapsiagaan bencana melalui penguatan pengetahuan
dan keterampilan untuk mencegah serta menangani kondisi
darurat bencana.
Through its CSR Disaster Emergency Response Pillar, the To support community resilience to climate-related risks,
Company supports disaster response and recovery initiatives the Company implements disaster mitigation initiatives
while strengthening community capacity to respond effectively through several CSR programs, including the Climate Village
to disasters. Program (PROKLIM) and the development of waste banks
by strengthening community capacity across each of the
Company’s operational areas.
In addition, community capacity-building efforts are carried out
to enhance disaster preparedness by strengthening knowledge
and skills to prevent and effectively respond to emergency
disaster situations.
Melalui CSR Pilar Kesehatan, Perseroan mendukung praktik Pembinaan 352 posyandu dengan 1,306 kader posyandu.
kesehatan dan keselamatan kerja yang komprehensif pada
setiap kegiatan usahanya serta menjalankan kegiatan CSR
guna meningkatkan kualitas Kesehatan Masyarakat di sekitar
area operasional.
Through its CSR Health Pillar, the Company promotes Developed 352 integrated health service posts (posyandu) with
comprehensive occupational health and safety practices 1,306 posyandu volunteers.
across all business activities, while also implementing CSR
initiatives aimed at improving the quality of public health in
communities surrounding its operational areas.
Melalui CSR Pilar Pendidikan, Perseroan melakukan pembinaan Hingga 2025, melalui pembinaan sekolah vokasi, Perseroan
pada sekolah binaan, termasuk pengembangan pendidikan telah membangun jejaring dengan 2.240 sekolah.
vokasi di sekitar wilayah operasional serta pendidikan dasar.
Through its CSR Education Pillar, the Company provides As of 2025, through the development of vocational schools, the
capacity-building support to partner schools, including the Company had established a network of 2,240 schools.
development of vocational education programs in areas
surrounding its operations, as well as support for primary
education.
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Tentang Laporan Berkelanjutan
Tujuan Global Target SDGs yang Relevan Mengapa menjadi Prioritas
Global Goal Relevant SDG Targets Why It Is a Priority
5.5 Partisipasi dan kesempatan yang setara Kegiatan usaha United Tractors membuka peluang kerja
bagi perempuan dalam politik, ekonomi, bagi masyarakat dan berkontribusi pada kondisi sosial
dan kehidupan publik. ekonomi masyarakat di sekitar wilayah operasi. Peluang ini
harus dinikmati secara adil oleh semua orang, termasuk
kesetaraan bagi perempuan untuk berperan serta.
5.5 Equal participation and opportunities United Tractors’ business activities create employment
for leadership for women in political, opportunities for communities and contribute to the socio-
economic, and public life. economic conditions of areas surrounding its operations.
These opportunities must be enjoyed equitably by all,
including ensuring equal participation and opportunities for
women to contribute and take on active roles.
8.3 Mendukung kegiatan produktif, Kegiatan usaha Perseroan memberikan daya dorong
penciptaan lapangan kerja layak. pada industri pertambangan, energi, dan konstruksi
yang menyediakan lapangan kerja serta peluang
pertumbuhan ekonomi.
8.3 Support productive activities and decent The Company’s business activities drive the mining, energy,
job creation. and construction industries, which generate employment
opportunities and support economic growth.
8.3 Mendorong formalisasi dan pertumbuhan Kegiatan usaha United Tractors berperan penting
usaha mikro, kecil, dan menengah. memberikan nilai tambah ekonomi secara langsung
maupun tidak langsung pada rantai nilai dan industri yang
didukungnya. Nilai tambah juga seharusnya dapat dirasakan
oleh masyarakat sekitar dari kehadiran Perusahaan melalui
program pemberdayaan.
8.3 Promote the formalization and growth United Tractors’ business activities play a significant
of micro-, small-, and medium-sized role in generating direct and indirect economic value
enterprises. across its value chain and the industries it supports.
The added value created should also be experienced
by surrounding communities through the Company’s
empowerment programs.
9.4 Efisiensi penggunaan sumber daya Aktivitas operasional Perseroan secara langsung
teknologi dan proses industri bersih dan meningkatkan risiko pada kualitas lingkungan akibat
ramah lingkungan. pemakaian sumber daya alam, emisi, dan timbulan limbah.
12.2 Pemanfaatan sumber daya alam secara Oleh karena itu, seluruh aspek tersebut harus dikelola untuk
efisien. meminimalkan dampak dan perlu diiringi dengan upaya
pemulihan lingkungan.
12.5 Mengurangi produksi limbah.
13.1 Ketahanan dan adaptasi terhadap
bahaya terkait iklim.
9.4 Improve resource-use efficiency and The Company’s operational activities directly increase risks
adopt clean and environmentally sound to environmental quality due to the use of natural resources,
technologies and industrial processes. emissions, and waste generation. Therefore, all such aspects
12.2 Achieve the sustainable management must be properly managed to minimize impacts and be
and efficient use of natural resources. accompanied by environmental restoration efforts.
12.5 Reduce waste generation.
13.1 Resilience and adaptation to climate-
related hazards.
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Bagaimana Kami Berkontribusi Kinerja 2025
How We Contribute 2025 Performance
Perseroan membuka peluang yang seluas-luasnya bagi 8,4% perempuan menjabat di posisi eksekutif, 9 orang atau 1,5%
perempuan dan laki-laki untuk berkarir secara adil dan setara merupakan manajemen senior Perseroan yang berasal dari
hingga jenjang jabatan tertinggi di seluruh lingkup Perseroan. masyarakat lokal dan terdapat 796 tenaga kerja yang direkrut
United Tractors juga melaksanakan program-program CSR dari sekitar wilayah operasional*.
yang dititikberatkan pada perempuan sebagai fokus dalam
pemberdayaan dan peningkatan kesejahteraan.
The Company provides equal and broad opportunities for both 8.4% of executive positions are held by women, 9 individuals
women and men to pursue their careers fairly and equitably, or 1.5% of the Company's senior management are from the
including advancement to the highest levels of leadership local community and 796 employees were recruited from
across the organization. United Tractors also implements CSR communities surrounding the operational areas*.
programs that place women at the center of empowerment
initiatives and efforts to enhance community welfare.
Penyediaan lapangan kerja langsung dalam Perseroan dan Angkatan kerja Perseroan mencapai 38.775 tenaga kerja dan
rantai nilai, termasuk kontraktor dan pelanggan, serta melalui memberikan lebih dari 1.297.802 jam pelatihan.
kegiatan pemberdayaan dalam program CSR kami.
Provision of direct employment within the Company and The Company’s workforce reached 38,775 employees and
across its value chain, including contractors and customers, delivered more than 1,297,802 training hours.
as well as through empowerment initiatives under our
CSR programs.
Melalui CSR Pilar Pemberdayaan Ekonomi, Perseroan Terdapat 5.311 penerima manfaat baru program CSR pada pilar
mendukung pengembangan ekonomi masyarakat melalui Pemberdayaan Ekonomi yang dilaksanakan Perseroan.
pengembangan kapasitas dan akses pada permodalan mikro
yang dapat mendukung kegiatan ekonomi lokal.
Through its CSR Economic Empowerment Pillar, the Company There were 5,311 new beneficiaries of the Company’s CSR
supports community economic development by strengthening programs under the Economic Empowerment Pillar.
capacity and expanding access to microfinance to foster local
economic activities.
Perseroan mengelola aspek lingkungan sesuai ketentuan Perseroan memiliki bisnis remanufaktur dan rekondisi untuk
peraturan perundangan dan melakukan upaya-upaya yang ekosistem ekonomi sirkular dan upaya komprehensif untuk
melampauinya. Salah satunya penerapan ekonomi sirkular mengelola limbah padat setara dengan 73,84% dari total
untuk memperpanjang pemanfaatan komponen dan beban limbah padat yang dihasilkan pada tahun 2025.
lingkungan akibat limbah serta perlindungan lingkungan.
The Company manages environmental aspects in compliance The Company operates remanufacturing and reconditioning
with applicable laws and regulations and undertakes initiatives businesses as part of its circular economy ecosystem and
that go beyond regulatory requirements. One such initiative is undertakes comprehensive solid waste management efforts
the implementation of circular economy practices to extend equivalent to 73.84% of the total solid waste generated in 2025.
the useful life of components, reduce the environmental
burden of waste, and enhance environmental protection.
Keterangan | Note:
* Kegiatan telah dilakukan pada United Tractors Construction Machinery
The activities were carried out by United Tractors Construction Machinery.
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Tentang Laporan Berkelanjutan
Tujuan Global Target SDGs yang Relevan Mengapa menjadi Prioritas
Global Goal Relevant SDG Targets Why It Is a Priority
7.2 Meningkatkan pangsa energi terbarukan. Perubahan iklim berkaitan erat dengan bidang usaha Grup
13.1 Ketahanan dan adaptasi terhadap AHEMCE, baik dalam kegiatan operasional pada masa kini
bahaya terkait iklim. dan masa mendatang. Maka dari itu, upaya yang signifikan
harus dilakukan oleh United Tractors untuk mencapai tujuan
global membatasi kenaikan temperatur permukaan bumi
maksimum 2°C pada akhir abad ini.
7.2 Increase the share of renewable energy. Climate change is closely linked to the business activities
13.1 Resilience and adaptation to climate- of the AHEMCE Group, both in current and future operations.
related hazards. Therefore, United Tractors must undertake significant efforts
to contribute to the global objective of limiting the increase
in average surface temperature to no more than 2°C by the
end of this century.
15.5 Melakukan aksi untuk mencegah Keanekaragaman hayati Indonesia adalah salah satu yang
kerusakan habitat alami, hilangnya tertinggi di dunia, tetapi terancam oleh eksploitasi ekonomi
keanekaragaman hayati dan dan perubahan iklim. Upaya pelestarian harus dilakukan
perlindungan pada spesies yang secara konsisten, baik melalui perlindungan maupun
dilindungi. restorasi habitat serta flora-fauna yang terancam punah.
15.5 Take action to prevent the degradation of Indonesia’s biodiversity is among the richest in the world,
natural habitats, halt biodiversity loss, and yet it faces increasing threats from economic exploitation
protect threatened species. and climate change. Conservation efforts must therefore
be carried out consistently, through both the protection
and restoration of habitats as well as the preservation of
endangered flora and fauna.
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About Sustainability Report
Bagaimana Kami Berkontribusi Kinerja 2025
How We Contribute 2025 Performance
Melalui inisiatif yang dijalankan pada level operasional, Portofolio bisnis energi terbarukan mencakup Pembangkit
Perseroan terus melakukan efisiensi energi dan pengendalian Listrik Tenaga Surya (PLTS), pembangkit listrik tenaga panas
emisi gas rumah kaca (GRK) melalui pendekatan bumi, pengolahan sampah menjadi energi (waste-to-energy),
teknologi rendah emisi yang tersedia, serta berfokus pada dan pembangkit listrik tenaga air aliran sungai langsung.
pengembangan energi terbarukan melalui anak perusahaan Upaya mitigasi iklim telah berhasil mengurangi emisi GRK
untuk memasok energi yang lebih bersih. sebesar 12,03% atau setara dengan 459.218,11 ton CO2eq dari
tahun acuan 2019.
Through initiatives implemented at the operational level, the The renewable energy business portfolio includes Solar Power
Company continues to improve energy efficiency and control Plants (PLTS), geothermal power plants, waste-to-energy
greenhouse gas (GHG) emissions by adopting available low- facilities, and run-of-river hydropower plants.
emission technologies, while also focusing on the development Climate mitigation efforts have successfully reduced GHG
of renewable energy through its subsidiaries to provide cleaner emissions by 12.03% or equivalent to 459,218.11 ton CO2eq from
energy supply. the 2019 baseline year.
Melalui CSR Pilar Lingkungan, Perseroan melakukan konservasi Perseroan mengelola 6 inisiatif konservasi perlindungan
ekosistem mangrove, taman hutan, pesisir, arboretum, dan aviari keanekaragaman hayati.
untuk meningkatkan kualitas habitat dan mendukung kehidupan
flora dan fauna di dalamnya. Perseroan juga melakukan studi-
studi keanekaragaman hayati sebagai masukan berbagai pihak
dalam upaya konservasi dan rehabilitasi.
Through its CSR Environmental Pillar, the Company conducts The Company manages 6 biodiversity conservation areas.
conservation initiatives across mangrove ecosystems, forest
parks, coastal areas, arboretums, and aviaries to enhance
habitat quality and support the survival of flora and fauna.
The Company also undertakes biodiversity studies to
provide valuable input for various stakeholders in advancing
conservation and rehabilitation efforts.
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Lampiran
Lampiran
Appendix
11
Daftar Pengungkapan POJK 51/2017
277
POJK 51/2017 Disclosure List
Indeks Konten GRI
281
GRI Content Index
Lembar Umpan Balik
293
Feedback Form
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Daftar Pengungkapan POJK 51/2017
POJK 51/2017 Disclosure List
Pengungkapan Halaman
Disclosure Page
Strategi Keberlanjutan | Sustainability Strategy
A.1. Penjelasan Strategi Keberlanjutan 56-61
Description of Sustainability Strategy
Ikhtisar Kinerja Aspek Keberlanjutan | Sustainability Performance Highlights
B.1. Aspek Ekonomi 7, 37, 47,
Economic Aspects 51-52, 233
B.2. Aspek Lingkungan Hidup 9-10
Environmental Aspects
B.3. Aspek Sosial 9, 11, 74
Social Aspects
Profil Perusahaan | Company Profile
C.1. Visi, Misi, dan Nilai Keberlanjutan 40-43
Vision, Mission, and Sustainability Values
C.2. Alamat Perusahaan 39
Company’s Address
C.3. Skala Usaha 38, 39, 45, 47,
Scale of Business 171-172
C.4. Produk, Layanan, dan Kegiatan Usaha yang Dijalankan 47
Products, Services, and Business Activities Conducted
C.5. Keanggotaan pada Asosiasi 39
Membership of Associations
C.6. Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan 264
Significant Changes in Issuers and Public Companies
Penjelasan Direksi | Directors Statement
D.1. Penjelasan Direksi 26-33
Explanation from the Board of Directors
Tata Kelola Keberlanjutan | Sustainability Governance
E.1. Penanggung Jawab Penerapan Keuangan Berkelanjutan 146
Responsibility in the Implementation of Sustainable Finance
E.2. Pengembangan Kompetensi Terkait Keuangan Berkelanjutan 246
Competency Development Related to Sustainable Finance
E.3. Penilaian Risiko Atas Penerapan Keuangan Berkelanjutan 49-51
Risk Assessment on the Implementation of Sustainable Finance
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Disclosure Page
E.4. Hubungan Dengan Pemangku Kepentingan 67-69
Stakeholder Relations
E.5. Permasalahan Terhadap Penerapan Keuangan Berkelanjutan 48
Challenges in Implementing Sustainable Finance
Kinerja Keberlanjutan | Sustainability Performance
F.1 Kegiatan Membangun Budaya Keberlanjutan 56-61
Activities in Building a Sustainability Culture
Kinerja Ekonomi | Economic Performance
F.2. Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi, Pendapatan dan 52
Laba Rugi
Comparison between Production, Portfolio, Financing Target, or Investment, Revenue and Profit and Loss
F.3. Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada Instrumen Keuangan 52
atau Proyek yang Sejalan dengan Keuangan Berkelanjutan
Comparison between Portfolio Targets and Performance, Financing Targets, or Investments in Financial
Instruments or Projects Compatible with Sustainable Finance
Kinerja Lingkungan Hidup | Environmental Performance
F.4. Biaya Lingkungan Hidup 102
Environmental Cost
Aspek Material | Material Aspects
F.5. Penggunaan Material yang Ramah Lingkungan 123
Use of Environmentally Friendly Materials
Aspek Energi | Energy Aspects
F.6. Jumlah dan Intensitas Energi yang Digunakan 107-109
Total and Intensity of Energy Used
F.7. Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan 109-111
Efforts and Achievement of Energy Efficiency and Use of Renewable Energy
Aspek Air | Water Aspects
F.8. Penggunaan Air 127, 130-131
Water Usage
Aspek Keanekaragaman Hayati | Biodiversity Aspects
F.9. Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Memiliki 136
Keanekaragaman Hayati
Impact from Operational Areas that are Near or Located in Conservation Areas or Have Biodiversity
F.10. Usaha Konservasi Keanekaragaman Hayati 61, 138-140
Biodiversity Conservation
Aspek Emisi | Emission Aspects
F.11. Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya 113-114
Total and Intensity of Emission Generated by Type
F.12. Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan 114-115, 118
Emission Reduction Efforts and Achievements
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Disclosure Page
Aspek Limbah dan Efluen | Waste and Effluent Aspects
F.13. Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis 124-125, 135
Total Waste and Effluent Generated by Type
F.14. Mekanisme Pengelolaan Limbah dan Efluen 120-123
Waste and Effluent Management Mechanism
F.15. Tumpahan yang Terjadi (jika ada) 135
Spills (if any)
Aspek Pengaduan Terkait Lingkungan Hidup | Environmental-Related Complaints Aspects
F.16. Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan 104, 106
Total and Material of Environmental Complaints Received and Resolved
Kinerja Sosial | Social Performance
F.17. Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada Konsumen 237-238
Commitment of Financial Services Institutions, Issuers, or Public Companies to Provide Equal Services for
Products and/or Services to Customers
Aspek Ketenagakerjaan | Employment Aspects
F.18. Kesetaraan Kesempatan Bekerja 170, 187
Equal Employment Opportunity
F.19. Tenaga Kerja Anak dan Tenaga Kerja Paksa 188-189
Child Labor and Forced Labor
F.20. Upah Minimum Regional 173
Regional Minimum Wage
F.21. Lingkungan Bekerja yang Layak dan Aman 73, 187
Decent and Safe Working Environment
F.22. Pelatihan dan Pengembangan Kemampuan Pegawai 176-184, 246
Employee Capability Training and Development
Aspek Masyarakat | Community Aspects
F.23. Dampak Operasi Terhadap Masyarakat Sekitar 194
Impact of Operations on Surrounding Communities
F.24. Pengaduan Masyarakat 225-226
Community Complaints
F.25. Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL) 196-224
Environmental Social Responsibility Activities (TJSL)
Tanggung Jawab Pengembangan Produk/Jasa Berkelanjutan
Responsibility on the Development of Sustainable Finance Products and/or Services
F.26. Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan 8, 49, 233-236
Innovation and Development of Sustainable Financial Products/Services
F.27. Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Pelanggan 232
Safety Evaluated Products/Services for Customers
F.28. Dampak Produk/Jasa 231
Impact of Products/Services
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Disclosure Page
F.29. Jumlah Produk yang Ditarik Kembali 232
Number of Products Recalled
F.30. Survei Kepuasan Pelanggan Terhadap Produk dan/atau Jasa Keuangan Berkelanjutan 238
Customer Satisfaction Survey on Sustainable Financial Products and/or Services
Lain-lain | Others
G.1. Verifikasi Tertulis dari Pihak Independen (jika ada) 264
Written Verification from Independent Party (if any)
G.2. Lembar Umpan Balik 293-294
Feedback Sheet
G.3. Tanggapan Terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya 293
Response towards Feedback on Previous Year’s Sustainability Report
G.4. Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 tentang 277-280
Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik
List of Disclosures According to Financial Services Authority Regulation Number 51/POJK.03/2017 concerning
the Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies
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Index Konten GRI
GRI Content Index
Pernyataan Penggunaan PT United Tractors Tbk menyusun Laporan Keberlanjutan sesuai dengan GRI Standards untuk periode
Statement of Use 1 Januari 2025 sampai 31 Desember 2025
PT United Tractors has reported in accordance with the GRI Standards for the period January 1, 2025
until December 31, 2025
GRI 1 yang Digunakan GRI 1: Landasan 2021
GRI 1 Used GRI 1: Foundation 2021
Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Lokasi
Persyaratan Tidak
GRI Standard Disclosure Location Mencantumkan Alasan Penjelasan
Requirement Reason Explanation
Omitted
Pengungkapan Umum | General Disclosures
GRI 2: 2-1 Rincian organisasi 37, 39, 45
Pengungkapan Organizational details
Umum 2021
2-2 Entitas yang dimasukkan 263
GRI 2: General dalam pelaporan keberlanjutan
Disclosures 2021 organisasi
Entities included in the
organization’s sustainability
reporting
2-3 Periode, frekuensi, dan titik 39, 262
kontak pelaporan
Reporting period, frequency and
contact point
2-4 Penyajian kembali informasi 263
Restatement of information
2-5 Penjaminan eksternal 264
External assurance
2-6 Aktivitas, rantai nilai, dan 47
hubungan bisnis lainnya
Activities, value chain and other
business relationships
2-7 Tenaga kerja 171-172
Employees
2-8 Pekerja yang bukan pekerja 96
langsung
Workers who are not employees
2-9 Struktur dan komposisi tata 146, 243,
kelola 245
Governance structure and
composition
2-10 Pencalonan dan pemilihan 247
badan tata kelola tertinggi
Nomination and selection of the
highest governance body
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Omission
Standar GRI Pengungkapan Lokasi
Persyaratan Tidak
GRI Standard Disclosure Location Mencantumkan Alasan Penjelasan
Requirement Reason Explanation
Omitted
2-11 Ketua badan tata kelola 243
tertinggi
Chair of the highest governance
body
2-12 Peran badan tata kelola 103-104, 146
tertinggi dalam mengawasi
manajemen dampak
Role of the highest governance
body in overseeing the
management of impacts
2-13 Delegasi tanggung jawab untuk 103-104, 146
mengelola dampak
Delegation of responsibility for
managing impacts
2-14 Peran badan tata kelola 66, 146
tertinggi dalam pelaporan
keberlanjutan
Role of the highest governance
body in sustainability reporting
2-15 Konflik kepentingan 248
Conflict of interest
2-16 Komunikasi masalah penting 249
Communication of critical
concerns
2-17 Pengetahuan kolektif badan 246
tata kelola tertinggi
Collective knowledge of the
highest governance body
2-18 Evaluasi kinerja badan tata 246
kelola tertinggi
Evaluation of the performance
of the highest governance body
2-19 Kebijakan remunerasi 247
Remuneration policies
2-20 Proses untuk menentukan 247
remunerasi
Process to determine
remuneration
2-21 Rasio kompensasi total tahunan 247
Annual total compensation ratio
2-22 Pernyataan tentang strategi 28-33, 56
pembangunan berkelanjutan
Statement of sustainable
development strategy
2-23 Komitmen kebijakan 56, 248
Policy commitments
2-24 Menanamkan komitmen 56, 67, 248
kebijakan
Embedding policy commitments
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Omission
Standar GRI Pengungkapan Lokasi
Persyaratan Tidak
GRI Standard Disclosure Location Mencantumkan Alasan Penjelasan
Requirement Reason Explanation
Omitted
2-25 Proses untuk memperbaiki 106
dampak negatif
Processes to remediate
negative impacts
2-26 Mekanisme untuk mencari 249
nasihat dan mengemukakan
masalah
Mechanisms for seeking advice
and raising concerns
2-27 Kepatuhan terhadap hukum 249
dan peraturan
Compliance with laws and
regulations
2-28 Asosiasi keanggotaan 39
Membership associations
2-29 Pendekatan untuk keterlibatan 67-69
pemangku kepentingan
Approach to stakeholder
engagement
2-30 Perjanjian perundingan kolektif 186
Collective bargaining
agreements
Topik Material | Material Topics
GRI 3: Topik 3-1 Proses untuk menentukan topik 64, 263
Material 2021 material
GRI 3: Material Process to determine material
Topics 2021 topics
3-2 Daftar topik material 66
List of material topics
Kinerja Ekonomi | Economic Performance
GRI 3: Topik 3-3 Manajemen topik material 48
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 201: Kinerja 201-1 Nilai ekonomi langsung yang 52
Ekonomi 2016 dihasilkan dan didistribusikan
GRI 201: Economic Direct economic value
Performance 2016 generated and distributed
201-2 Implikasi finansial serta risiko 48, 151
dan peluang lain akibat dari
perubahan iklim
Financial implications and other
risks and opportunities due to
climate changet
201-3 Kewajiban program pensiun 188
manfaat pasti dan program
pensiun lainnya
Defined benefit plan obligations
and other retirement plans
201-4 Bantuan finansial yang diterima 51
dari pemerintah
Financial assistance received
from government
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Omission
Standar GRI Pengungkapan Lokasi
Persyaratan Tidak
GRI Standard Disclosure Location Mencantumkan Alasan Penjelasan
Requirement Reason Explanation
Omitted
Keberadaan Pasar | Market Presence
GRI 3: Topik 3-3 Manajemen topik material 173
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 202: 202-1 Rasio standar upah karyawan 173
Keberadaan Pasar pemula berdasarkan jenis
2016 kelamin terhadap upah
GRI 202: Market minimum regional
Presence 2016 Ratios of standard entry level
wage by gender compared to
local minimum wage
202-2 Proporsi manajemen senior 170
yang berasal dari masyarakat
setempat
Proportion of senior
management hired from the
local community
Dampak Ekonomi Tidak Langsung | Indirect Economic Impacts
GRI 3: Topik 3-3 Manajemen topik material 208
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 203: Dampak 203-1 Investasi infrastruktur dan 194
Ekonomi dukungan layanan
Tidak Langsung Infrastructure investments and
2016 services supported
GRI 203: Indirect 203-2 Dampak ekonomi tidak 208-211
Economic langsung yang signifikan
Impacts 2016
Significant indirect economic
impacts
Antikorupsi | Anti-corruption
GRI 3: Topik 3-3 Manajemen topik material 249
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 205: Antikorupsi 205-1 Operasi-operasi yang dinilai 249
2016 memiliki risiko terkait korupsi
GRI 205: Anti- Operations assessed for risks
corruption 2016 related to corruption
205-2 Komunikasi dan pelatihan 249
tentang kebijakan dan prosedur
antikorupsi
Communication and training
about anti-corruption policies
and procedures
205-3 Insiden korupsi yang terbukti 249
dan tindakan yang diambil
Confirmed incidents of
corruption and actions taken
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Omission
Standar GRI Pengungkapan Lokasi
Persyaratan Tidak
GRI Standard Disclosure Location Mencantumkan Alasan Penjelasan
Requirement Reason Explanation
Omitted
Energi | Energy
GRI 3: Topik 3-3 Manajemen topik material 107, 109, 110
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 302: Energi 2016 302-1 Konsumsi energi dalam 107-108
GRI 302: Energy organisasi
2016 Energy consumption within the
organization
302-2 Konsumsi energi di luar 107-108
organisasi
Energy consumption outside of
the organization
302-3 Intensitas energi 107, 109
Energy intensity
302-4 Pengurangan konsumsi energi 115
Reduction of energy
consumption
302-5 Pengurangan pada energi yang 118, 233
dibutuhkan untuk produk dan
jasa
Reductions in energy
requirements of products and
services
Air dan Efluen | Water and Effluents
GRI 3: Topik 3-3 Manajemen topik material 127, 131
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 303: Air dan 303-1 Interaksi dengan air sebagai 127-130
Efluen 2018 sumber daya bersama
GRI 303: Water and Interactions with water as a
Effluents 2018 shared resource
303-2 Manajemen dampak yang 127, 131
berkaitan dengan pembuangan
air
Management of water
discharge-related impacts
303-3 Pengambilan air 127, 130-132
Water withdrawal
303-4 Pembuangan air Pembuangan air Informasi UT masih dalam
Water discharge Water discharge belum tersedia tahap
Information penyelarasan
unavailable data
pembuangan air
Grup UT.
UT is still in the
process of
aligning water
discharge data
across the UT
Group.
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Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Lokasi
Persyaratan Tidak
GRI Standard Disclosure Location Mencantumkan Alasan Penjelasan
Requirement Reason Explanation
Omitted
303-5 Konsumsi air Konsumsi air Informasi UT masih dalam
Water consumption Water consumption belum tersedia tahap
Information penyelarasan
unavailable data
pembuangan air
Grup UT.
UT is still in the
process of
aligning water
discharge data
across the UT
Group.
Emisi | Emissions
GRI 3: Topik 3-3 Manajemen topik material 112, 114
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 305: Emisi 2016 305-1 Emisi GRK (Cakupan 1) langsung 112-113
GRI 305: Emissions Direct (Scope 1) GHG emissions
2016 305-2 Emisi energi GRK (Cakupan 2) 112-113
tidak langsung
Energy indirect (Scope 2) GHG
emissions
305-3 Emisi GRK (Cakupan 3) tidak - Emisi GRK (Cakupan Informasi Saat ini sedang
langsung lainnya 3) tidak langsung belum tersedia dalam proses
Other indirect (Scope 3) GHG lainnya Information penyelarasan
emissions Other indirect unavailable pengukuran
(Scope 3) GHG Cakupan 3 di
emissions seluruh Grup UT,
selaras dengan
ketentuan Astra.
Currently in
the process
of aligning
the Scope 3
measurement
across the
UT Group, in
accordance with
Astra’s provision.
305-4 Intensitas emisi GRK 114
GHG emissions intensity
305-5 Pengurangan emisi GRK 114-115, 120
Reduction of GHG emissions
305-6 Emisi zat perusak ozon (ODS) 119 Emisi zat perusak Informasi UT masih dalam
Emissions of ozone-depleting ozon (ODS) belum tersedia fase melakukan
substances (ODS) Emissions of Information emisi ODS.
ozone-depleting unavailable UT is still in
substances (ODS) the phase of
inventarizing the
ODS emission.
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Omission
Standar GRI Pengungkapan Lokasi
Persyaratan Tidak
GRI Standard Disclosure Location Mencantumkan Alasan Penjelasan
Requirement Reason Explanation
Omitted
305-7 Nitrogen oksida (NOX), belerang 119 Nitrogen oksida Informasi UT masih dalam
oksida (SOX), dan emisi udara (NOX), belerang belum tersedia fase melakukan
signifikan lainnya oksida (SOX), Information inventarisasi NOX,
Nitrogen oxides (NOx), sulfur dan emisi udara unavailable SO X
, dan emisi
oxides (SOx), and other signifikan lainnya udara signifikan
significant air emissions Nitrogen oxides lainnya.
(NOx), sulfur oxides UT is still in
(SOx), and other the phase of
significant air inventarizing
emissions the NOx, SOx, and
other significant
air emissions.
Limbah | Waste
GRI 3: Topik 3-3 Manajemen topik material 120-121, 124
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 306: Limbah 306-1 Timbulan limbah dan dampak 120
2020 signifikan terkait limbah
GRI 306: Waste Waste generation and
2020 significant waste-related
impacts
306-2 Manajemen dampak signifikan 120-121, 124
terkait limbah
Management of significant
waste-related impacts
306-3 Timbulan limbah 124, 135
Waste generated
306-4 Limbah yang dialihkan dari 124, 135
pembuangan akhir
Waste diverted from disposal
306-5 Limbah yang dikirimkan ke 124, 135
pembuangan akhir
Waste directed to disposal
Kepegawaian | Employment
GRI 3: Topik 3-3 Manajemen topik material 173
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 401: 401-1 Perekrutan pegawai baru dan 169
Kepegawaian 2016 pergantian pegawai
GRI 401: New employee hires and
Employment 2016 employee turnover
401-2 Tunjangan yang diberikan 173
kepada pegawai purnawaktu
yang tidak diberikan kepada
pegawai pada kurun waktu
tertentu atau paruh waktu
Benefits provided to full-
time employees that are not
provided to temporary or part-
time employees
401-3 Cuti melahirkan 173
Parental leave
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Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Lokasi
Persyaratan Tidak
GRI Standard Disclosure Location Mencantumkan Alasan Penjelasan
Requirement Reason Explanation
Omitted
Kesehatan dan Keselamatan Kerja
Occupational Health and Safety
GRI 3: Topik 3-3 Manajemen topik material 73
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 403:Kesehatan 403-1 Sistem manajemen kesehatan 73-75
dan Keselamatan dan keselamatan kerja
Kerja 2018 Occupational health and safety
GRI 403: management system
Occupational 403-2 Pengidentifikasian bahaya, 76, 80
Health and Safety penilaian risiko, dan investigasi
2018 insiden
Hazard identification, risk
assessment, and incident
investigation
403-3 Layanan kesehatan kerja 88-89
Occupational health services
403-4 Partisipasi, konsultasi, dan 78
komunikasi pekerja tentang
kesehatan dan keselamatan
kerja
Worker participation,
consultation, and
communication on
occupational health and safety
403-5 Pelatihan pekerja mengenai 83
kesehatan dan keselamatan
kerja
Worker training on occupational
health and safety
403-6 Peningkatan kualitas kesehatan 88-89
pekerja
Promotion of worker health
403-7 Pencegahan dan mitigasi 80
dampak-dampak kesehatan
dan keselamatan kerja yang
secara langsung terkait
hubungan bisnis
Prevention and mitigation of
occupational health and safety
impacts directly linked by
business relationship
403-8 Pekerja yang tercakup dalam 75, 92-93
sistem manajemen kesehatan
dan keselamatan kerja
Workers covered by an
occupational health and safety
management system
403-9 Kecelakaan kerja 94-96
Work-related injuries
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Omission
Standar GRI Pengungkapan Lokasi
Persyaratan Tidak
GRI Standard Disclosure Location Mencantumkan Alasan Penjelasan
Requirement Reason Explanation
Omitted
403-10 Penyakit akibat kerja - Penyakit akibat kerja Batasan Informasi tidak
Work-related ill health Work-related ill kerahasiaan diungkapkan
health Confidentiality dalam laporan
constraints ini karena
memuat data
yang berkaitan
dengan kondisi
kesehatan
individu
karyawan yang
bersifat pribadi
dan dilindungi
kerahasiaannya
oleh Perseroan.
This information
is not disclosed
in this report
because it
contains data
related to the
employee’s
health condition,
which is personal
in nature and
protected by
the Company’s
confidentiality
policies.
Pelatihan dan Pendidikan | Training and Education
GRI 3: Topik 3-3 Manajemen topik material 176
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 404: Pelatihan 404-1 Rata-rata jam pelatihan per 176, 183
dan Pendidikan tahun per karyawan
2016 Average hours of training per
GRI 404: Training year per employee
and Education 2016 404-2 Program untuk meningkatkan 176, 183
keterampilan karyawan dan
program bantuan peralihan
Programs for upgrading
employee skills and transition
assistance programs
404-3 Persentase karyawan 176, 185
yang menerima tinjauan
rutin terhadap kinerja dan
pengembangan karier
Percentage of employees
receiving regular performance
and career development
reviews
Keberagaman dan Kesempatan Setara | Diversity and Equal Opportunity
GRI 3: Topik 3-3 Manajemen topik material 173
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
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Omission
Standar GRI Pengungkapan Lokasi
Persyaratan Tidak
GRI Standard Disclosure Location Mencantumkan Alasan Penjelasan
Requirement Reason Explanation
Omitted
GRI 405: 405-1 Keanekaragaman badan tata 171-172
Keanekaragaman kelola dan karyawan
dan Peluang Diversity of governance bodies
Setara 2016 and employees
GRI 405: Diversity 405-2 Rasio gaji pokok dan remunerasi 173
and Equal perempuan dibandingkan
Opportunity 2016 laki-laki
Ratio of basic salary and
remuneration of women to men
Non Diskriminasi | Non-discrimination
GRI 3: Topik 3-3 Manajemen topik material 186
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 406: Non 406-1 Insiden diskriminasi dan 187
Diskriminasi 2016 tindakan perbaikan yang
GRI 406: Non- dilakukan
discrimination 2016 Incidents of discrimination and
corrective actions taken
Kebebasan Berserikat dan Perundingan Kolektif | Freedom of Association and Collective Bargaining
GRI 3: Topik 3-3 Manajemen topik material 186
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 407: 407-1 Operasi dan pemasok di mana 186
Kebebasan hak atas kebebasan berserikat
Berserikat dan dan perundingan kolektif
Perundingan mungkin berisiko
Kolektif 2016 Operations and suppliers in
GRI 407: Freedom which the right to freedom
of Association of association and collective
and Collective bargaining may be at risk
Bargaining 2016
Pekerja Anak | Child Labor
GRI 3: Topik 3-3 Manajemen topik material 188
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 408: Pekerja 408-1 Operasi dan pemasok yang 189
Anak 2016 berisiko signifikan terhadap
GRI 408: Child insiden pekerja anak
Labor 2016 Operations and suppliers at
significant risk for incidents of
child labor
Kerja Paksa atau Wajib Kerja | Forced or Compulsory Labor
GRI 3: Topik 3-3 Manajemen topik material 188
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
290 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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Appendix
Tidak Mencantumkan
Omission
Standar GRI Pengungkapan Lokasi
Persyaratan Tidak
GRI Standard Disclosure Location Mencantumkan Alasan Penjelasan
Requirement Reason Explanation
Omitted
GRI 409: Kerja 409-1 Operasi dan pemasok yang 189
Paksa atau Wajib berisiko signifikan terhadap
Kerja 2016 insiden kerja paksa atau wajib
kerja
Operations and suppliers at
significant risk for incidents of
forced or compulsory labor
Hak Masyarakat Adat | Rights of Indigenous Peoples
GRI 3: Topik 3-3 Manajemen topik material 225
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 411: Hak 411-1 Insiden pelanggaran 225
Masyarakat Adat yang melibatkan hak-hak
2016 masyarakat adat
GRI 411: Rights of Incidents of violations involving
Indigenous Peoples rights of indigenous peoples
2016
Masyarakat Setempat | Local Communities
GRI 3: Topik 3-3 Manajemen topik material 225
Material 2021 Management of material topics
GRI 3: Material
Topics 2021
GRI 413: Masyarakat 413-1 Operasi dengan keterlibatan 196
Setempat 2016 masyarakat setempat, penilaian
GRI 413: Local dampak, dan program
Communities 2016 pengembangan
Operations with local
community engagement,
impact assessments, and
development programs
413-2 Operasi yang secara aktual 225
dan yang berpotensi memiliki
dampak negatif signifikan
terhadap masyarakat setempat
Operations with significant
actual and potential negative
impacts on local communities
Daftar Pengungkapan Topik Standar GRI yang Bukan Topik Material tetapi turut dilaporkan dalam Laporan ini
List of GRI Standard Topic Diclosures that are not Material Topics but are also reported in this Report
Standar GRI Pengungkapan Lokasi
GRI Standard Disclosure Location
GRI 101: Keanekaragaman 101-2 Manajemen dampak keanekaragaman hayati 138
Hayati 2024 Management of biodiversity impacts
GRI 101: Biodiversity 2024 101-4 Identifikasi dampak keanekaragaman hayati 138-140
Identification of biodiversity impacts
GRI 204: Praktik Pengadaan 204-1 Proporsi pengeluaran untuk pemasok lokal 239
2016 Proportion of spending on local suppliers
GRI 204: Procurement Practices
2016
PT United Tractors Tbk - 2025 Sustainability Report 291
Page 294
Lampiran
Standar GRI Pengungkapan Lokasi
GRI Standard Disclosure Location
GRI 207: Pajak 2019 207-1 Pendekatan terhadap pajak 252
GRI 207: Tax 2019 Approach to tax
207-2 Tata kelola, pengontrolan, dan manajemen risiko pajak 252
Tax governance, control, and risk management
207-3 Keterlibatan pemangku kepentingan dan pengelolaan kepedulian yang 252
berkaitan dengan pajak
Stakeholder engagement and management of concerns related to tax
207-4 Laporan per negara 252
Country-by-country reporting
GRI 304: Keanekaragaman 304-1 Lokasi operasional yang dimiliki, disewa, dikelola, atau berdekatan 136
Hayati 2016 dengan kawasan lindung dan kawasan dengan nilai keanekaragaman
GRI 304: Biodiversity 2016 hayati tinggi di luar kawasan lindung
Operational sites owned, leased, managed in, or adjacent to, protected
areas and areas of high biodiversity value outside protected areas
304-2 Dampak signifikan dari aktivitas, produk, dan jasa pada 138
keanekaragaman hayati
Significant impacts of activities, products, and services on biodiversity
304-3 Habitat yang dilindungi atau direstorasi 10
Habitats protected or restored
GRI 308: Penilaian Lingkungan 308-1 Seleksi pemasok baru dengan menggunakan kriteria lingkungan 238
Pemasok 2016 New suppliers that were screened using environmental criteria
GRI 308: Supplier Environmental 308-2 Dampak lingkungan negatif dalam rantai pasokan dan tindakan yang 239
Assessment 2016 telah diambil
Negative environmental impacts in the supply chain and actions taken
GRI 410: Praktik Keamanan 2016 410-1 Petugas keamanan yang dilatih mengenai kebijakan atau prosedur hak 189
GRI 410: Security Practices 2016 asasi manusia
Security personnel trained in human rights policies or procedures
GRI 414: Penilaian Sosial 414-1 Seleksi pemasok baru dengan menggunakan kriteria sosial 238
Pemasok 2016 New suppliers that were screened using social criteria
GRI 414: Supplier Social 414-2 Dampak sosial negatif dalam rantai pasokan dan tindakan yang telah 239
Assessment 2016 diambil
Negative social impacts in the supply chain and actions taken
GRI 415: Kebijakan Publik 2016 415-1 Kontribusi politik 253
GRI 415: Public Policy 2016 Political contributions
GRI 416: Kesehatan dan 416-1 Penilaian dampak kesehatan dan keselamatan dari berbagai kategori 232
Keselamatan Pelanggan produk dan jasa
2016 Assessment of the health and safety impacts of product and service
GRI 416: Customer Health and categories
Safety 2016 416-2 Insiden ketidakpatuhan sehubungan dengan dampak 232
kesehatan dan keselamatan dari produk dan jasa
Incidents of non-compliance concerning the health and safety impacts
of products and services
GRI 418: Privasi Pelanggan 2016 418-1 Pengaduan yang berdasar mengenai pelanggaran terhadap privasi 252
GRI 418: Customer Privacy 2016 pelanggan dan hilangnya data pelanggan
Substantiated complaints concerning breaches of customer privacy
and losses of customer data
292 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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Appendix
Lembar Umpan Balik
Feedback Form
SEOJK G.2, G.3
United Tractors mengucapkan terima kasih atas waktu United Tractors extends its sincere appreciation for your
dan perhatian Anda terhadap Laporan Keberlanjutan ini; time and attention regarding this Sustainability Report; your
umpan balik, pemikiran, serta kritik Anda sangat berharga feedback, insights, and constructive criticism are immensely
bagi Perseroan. Hingga saat ini, Perseroan tidak menerima valuable to the Company. To date, the Company has not
umpan balik terhadap Laporan Keberlanjutan 2024. Untuk received feedback on its 2024 Sustainability Report. To
terus meningkatkan kualitas dan relevansi laporan kami continually enhance the quality and relevance of our future
di masa depan, mohon kesediaan Bapak/Ibu mengisi reports, please kindly complete this brief questionnaire.
kuesioner singkat ini.
Silahkan pilih salah satu kelompok pemangku kepentingan yang paling mewakili Anda:
Please choose the box for the stakeholder group that best describes you:
Pemerintah | Government Konsumen | Customer
LSM | NGO Masyarakat | Community
Industri | Industry Media | Media
Lainnya | Others:............................................................................................. Pegawai | Employee
Silakan beri penilaian terhadap elemen-elemen berikut dalam laporan kami:
Please rate the following elements of our reports:
Pernyataan SS S TS STS
Statement SA A D SD
Laporan ini berisi/mengandung informasi yang bermanfaat mengenai
komitmen UT dan kebijakannya
This report contains useful information on UT’s Sustainability Development
commitment and policy
Laporan ini menyediakan suatu gambaran mengenai kinerja UT yang
sejalan dengan usaha pencapaian sustainable development
This report provides a good overview on UT’s performance in its pursuit to
reach sustainable development
Penyajian informasi menunjukkan tingkat kejujuran dan transparansi tinggi
The presentation of information demonstrates a high level of honesty and
transparency
Laporan disajikan sangat jelas dan mudah dipahami pembaca
The report is presented very clearly and is easy for readers to understand.
Informasi pada laporan ini cukup lengkap (detail)
The report provides enough detail of information
SS: Sangat Setuju S: Setuju TS: Tidak Setuju STS: Sangat Tidak Setuju
SA: Strongly Agree A: Agree D: Disagree SD: Strongly Disagree
PT United
Laporan Tractors Tbk
Keberlanjutan - 2025
2025 Sustainability
Sustainability Report
Report 293
Page 296
Lampiran
Laporan ini terdiri dari bagian-bagian berikut:
The report has these following sections:
Apakah bagian ini bermanfaat/memuat
Bagian Apakah anda mengakses bagian ini?
informasi yang mencukupi?
Section Did you access this 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 Capital Performance
Kinerja Sosial Masyarakat
Community Performance
Kinerja Tanggung Jawab Produk
Product Responsibility
Di bidang apa Anda ingin melihat informasi tambahan? Apa yang akan Anda perbaiki dalam laporan kami?
In what areas would you like to see additional information? What would you improve in our reports?
……………………………………………………………………................................................................................ ……………………………………………………………………................................................................................
……………………………………………………………………................................................................................ ……………………………………………………………………................................................................................
……………………………………………………………………................................................................................ ……………………………………………………………………................................................................................
Tindakan apa yang Anda sarankan agar Perusahaan mengambil untuk menanggapi kekhawatiran Anda?
What actions do you suggest the Company should take to respond to your concerns?
……………………………………………………………………................................................................................……………………………………………………………………............................................................................................
……………………………………………………………………................................................................................……………………………………………………………………............................................................................................
……………………………………………………………………................................................................................……………………………………………………………………............................................................................................
Mohon untuk memberikan saran/usul/komentar Anda atas laporan ini:
Please provide your advice/suggestion/comments for this report:
Terima kasih atas
partisipasi Anda.
Thank you for
your participation.
294 Laporan Keberlanjutan 2025 - PT United Tractors Tbk
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Page 298
2025 Laporan Keberlanjutan Sustainability Report Driving Excellence Shaping the Future PT United Tractors Tbk Jl. Raya Bekasi Km. 22, Cakung Jakarta 13910 Tel : (021) 2457-9999 www.unitedtractors.com
Names mentioned 83 people and organisations named in the text · linked when the evidence is strong
unresolved
person
Sambutan
· Direktur
p.4 ×3
unresolved
org
Ministry of Cooperative and SMEs
p.15
unresolved
org
Departemen Teknik Lingkungan
p.17
unresolved
org
Kementerian ESDM Subroto Awards
p.17
unresolved
org
Kementerian Koordinator Summit
p.18
unresolved
org
PT Kalimantan Prima
p.18
unresolved
org
PT Komatsu
p.18 ×3
unresolved
org
Kementerian ESDM Nusantara
p.18
unresolved
org
Ministry of Energy
p.18
unresolved
org
PT Pamapersada
p.19
unresolved
org
Kementerian Koordinator Bidang Pembangunan Manusia dan Kebudayaan Coordinating Ministry
p.19
unresolved
org
Yayasan Karya Bakti
p.19
unresolved
org
PT Sucofindo (Persero)
p.20 ×2
unresolved
org
PT Suprabari
p.20 ×2
unresolved
org
Kementerian Lingkungan Hidup Trophy
p.20
unresolved
org
Ministry of Environment
p.20 ×3
unresolved
org
PT Telen Orbit Prima
p.21 ×5
unresolved
org
PT Wahana Kendali Mutu
p.21 ×2
unresolved
org
PT United Tractors Pandu
p.21
unresolved
org
PT Patria Maritim Lines
p.21
unresolved
org
LRQA Limited
p.22 ×4
unresolved
org
PT Acset Pondasi Indonusa
p.22 ×4
unresolved
org
PT Bintai Kindenko Engineering Indonesia
p.22 ×4
unresolved
org
PT Intertek SAI Global
p.22 ×3
unresolved
org
PT Kalimantan Prima Persada
p.22 ×5
unresolved
org
PT Intertek SAI Global Production Plant
p.24 ×4
unresolved
org
PT Prima Multi Mineral
p.25
unresolved
org
Ministry of Manpower Sistem Manajemen Keselamatan
p.25
unresolved
org
Ministry of Manpower Management System Initial Level
p.25
unresolved
org
Kementerian Lanjutan
p.25
unresolved
org
Ministry of Manpower Management System Advanced Level
p.25
unresolved
org
Kementerian Security
p.26
unresolved
org
Direktorat Jenderal Perhubungan Laut
p.26
unresolved
org
Ministry of Transportation
p.26
unresolved
org
Direktorat Jenderal
p.26
unresolved
org
PT Supreme Energy
p.32
unresolved
person
Djojo Muljadi
· Notaris
p.40 ×2
unresolved
org
Menteri Kehakiman Republik Indonesia
p.40
unresolved
person
Jose Dima Satria
· Notaris
p.40 ×2
unresolved
org
Menteri Hukum dan Hak Asasi Manusia Republik Indonesia
p.40
unresolved
org
Minister of Justice
p.40
unresolved
org
Minister of Law and Human Rights
p.40
unresolved
org
Menteri ESDM
p.50 ×2
unresolved
org
Minister of Energy and Mineral Resources
p.50
unresolved
org
PT Stargate
p.51
unresolved
org
Nickel Industries Limited
p.51 ×2
unresolved
org
PT Stargate Pasific Resource
p.51
unresolved
org
PT Pertiwi Nusantara
p.53
unresolved
—
announcements
p.70
unresolved
org
PT United
p.73 ×2
unresolved
org
Tractors Tbk
p.73 ×2
unresolved
org
Minister of Energy and Mineral Pertambangan
p.77
unresolved
org
Penanggulangan Bencana Daerah
p.85
unresolved
org
Financial Services Authority
p.246 ×2
unresolved
org
Tata Kelola
p.247 ×2
unresolved
org
Indonesia Stock Exchange
p.247
unresolved
person
Keberagaman
· Komisaris
p.247
unresolved
person
Competency
· Komisaris
p.248 ×2
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Other files in this announcement 1
ESG2025-UNTR.pdf
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