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Driving
Excellence
Shaping the Future
2025
Laporan Tahunan
Annual Report
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Penjelasan Tema
Theme Explanation
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-batu bara 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 of 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 that 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 Annual Report 1
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Daftar Isi
Table of Contents
66
1 Penjelasan Tema
PROFIL PERUSAHAAN
Theme Explanation
Company Profile
4 Kesinambungan Tema
Theme Continuity 68 Identitas Perusahaan
6 Pencapaian Bisnis dan Inisiatif Strategis Tahun 2025 Corporate Identity
Business Achievements and Strategic Initiatives In 2025 70 Sekilas Perusahaan
7 Kinerja Keuangan The Company at a Glance
Financial Performance 74 Jejak Langkah
8 Kinerja Operasional Milestones
Operational Performance 78 Visi, Misi, dan Budaya Perusahaan
8 Mesin Konstruksi Vision, Mission, and Corporate Culture
Construction Machinery 92 Bisnis Pendukung
9 Kontraktor Penambangan Supporting Businesses
Mining Contracting 96 Unit Pendukung Bisnis
10 Pertambangan Batu Bara Termal dan Metalurgi Business Support Units
Thermal and Metallurgical Coal Mining 102 Wilayah Operasional
11 Pertambangan Emas dan Mineral Lainnya Operational Areas
Gold and Other Minerals Mining 104 Struktur Organisasi
Organization Structure
12 Strategi Korporasi
111 Perubahan Komposisi Anggota Direksi dan Dewan
Corporate Strategy Komisaris pada Tahun 2025
Changes in the Composition of the Board of
14
IKHTISAR UTAMA Commissioners and the Board of Directors in 2025
Main Highlights 113 Perubahan Susunan Anggota Direksi dan/atau
Anggota Dewan Komisaris Setelah Tahun Buku 2025
Berakhir Sampai dengan Batas Waktu Penyampaian
17 Ikhtisar Keuangan
Laporan Tahunan 2025
Financial Highlights
Changes in the Composition of the Board of
21 Ikhtisar Saham Commissioners and the Board of Directors after
Stock Highlights the Fiscal Year 2025 Ended until the Submission
Deadline of 2025 Annual Report
22 Informasi Aksi Korporasi terkait Saham
114 Profil Dewan Komisaris
Corporate Actions Related to Shares
Profile of Board of Commissioners
23 Informasi Obligasi, Sukuk, dan/atau Obligasi Konversi
122 Profil Direksi
Information on Bonds, Sukuk, and/or Convertible
Bonds Profile of the Board of Directors
23 Peristiwa Penting 2025 130 Struktur Perusahaan
2025 Event Highlights Company Structure
24 Penghargaan & Sertifikasi 132 Daftar Entitas Anak, Entitas Asosiasi, Investasi Jangka
Panjang, dan Ventura Bersama
Awards & Certification
List of Subsidiaries, Associates, Long-Term Investment,
and Joint Venture
28
LAPORAN MANAJEMEN
140 Informasi Pemegang Saham
Management Reports
Shareholders Information
144 Kronologi Penerbitan Saham
30 Laporan Dewan Komisaris
Share Issuance Chronology
Board of Commissioners’ Report
146 Informasi Obligasi, Sukuk, dan/atau Obligasi Konversi
38 Dewan Komisaris
Information on Bonds, Sukuk, and/or Convertible Bonds
Board of Commissioners
146 Informasi Kantor Akuntan Publik (KAP)
40 Laporan Direksi
Information on Public Accounting Firm (PAF)
Board of Directors’ Report
147 Nama dan Alamat Lembaga dan/atau Profesi
62 Direksi Penunjang
Board of Directors Name and Address of Supporting Institutions
64 Surat Pernyataan Dewan Komisaris dan Direksi and/or Professionals
tentang Tanggung Jawab atas Laporan Tahunan 2025 147 Informasi Situs Web Perusahaan
PT United Tractors Tbk
Information of the Company’s Website
Board of Commissioners and Board of Directors
Statement of Accountability of Annual Report 2025 149 Media Sosial
PT United Tractors Tbk Social Media
2 Laporan Tahunan 2025 - PT United Tractors Tbk
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150
ANALISA & DISKUSI MANAJEMEN 286 Komite Nominasi dan Remunerasi
Management Discussion & Analysis Nomination & Remuneration Committee
294 Sekretaris Perusahaan
152 Tinjauan Perekonomian Corporate Secretary
Economic Overview
299 Fungsi Audit Internal
155 Tinjauan Industri
Internal Audit Function
Industry Overview
306 Sistem Pengendalian Internal
160 Tinjauan Kinerja Operasional
Internal Control System
Operational Performance Review
164 Tinjauan Operasi per Segmen Usaha 308 Sistem Manajemen Risiko
Operational Review by Business Segment Risk Management System
189 Aspek Pemasaran 319 Perkara Hukum
Marketing Aspects Legal Cases
193 Prospek dan Rencana ke Depan 319 Kepatuhan Hukum
Prospect and Future Plan Legal Compliance
201 Tinjauan Kinerja Keuangan
320 Sanksi Administratif
Financial Performance Review
Administrative Sanction
222
SUMBER DAYA MANUSIA DAN DIGITALISASI 320 Kode Etik
Human Capital and Digitalization Code of Conduct
322 Kebijakan Pemberian Kompensasi Jangka Panjang
224 Sumber Daya Manusia Berbasis Kinerja kepada Manajemen dan/atau
Human Capital Karyawan
Performance-Based Long-Term Compensation Policy
231 Digitalisasi
To Management and/or Employees
Digitalization
322 Pengungkapan Informasi Mengenai Kepemilikan
Saham Perseroan oleh Anggota Direksi dan Anggota
238
TATA KELOLA PERUSAHAAN Dewan Komisaris
Corporate Governance Information Disclosure Regarding the Company’s
Shares Ownership by Members of the Board of
Directors and Members of the Board of Commissioners
240 Tata Kelola Perusahaan
Corporate Governance 323 Sistem Pelaporan Pelanggaran
Whistleblowing System
244 Rapat Umum Pemegang Saham
General Meeting of Shareholders 330 Kebijakan Antikorupsi
Anti-Corruption Policy
252 Dewan Komisaris
The Board of Commissioners 332 Penerapan Tata Kelola Perusahaan Terbuka
Corporate Governance Implementation of
263 Direksi Public Companies
Board of Directors
338
274 Nominasi dan Remunerasi Dewan Komisaris TANGGUNG JAWAB SOSIAL DAN LINGKUNGAN
dan Direksi Corporate Social Responsibility and Environment
Nomination and Remuneration of the Board
349
of Commissioners and the Board of Directors LAPORAN KEUANGAN KONSOLIDASIAN
Consolidated Financial Statements
278 Komite Audit
Audit Committee
Sanggahan | Disclaimer
Laporan Tahunan 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 Tahunan ini saling melengkapi dengan Buku
Laporan Keberlanjutan 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 Tahunan 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 2025 Annual Report of PT United Tractors Tbk, 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 Annual Report complements the 2025 Sustainability Report of
PT United Tractors Tbk. The term “United Tractors”, “UT”, “UT Group”, or the “Company” used in this Report emphasizes on PT United Tractors Tbk.
This Annual 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 Annual Report 3
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Kesinambungan Tema
Theme Continuity
2024
Evolve and
Grow
Dinamika global dan situasi politik dalam negeri sepanjang tahun 2024 menjadi
tantangan tersendiri bagi bisnis Perseroan. Perseroan menyikapinya dengan adaptasi
dan transformasi berkelanjutan, memperkuat seluruh lini bisnis, serta mempercepat
eksekusi inisiatif strategis di seluruh pilar bisnis. Perseroan tidak hanya fokus pada
pengembangan portofolio ke sektor non-batu bara dan energi terbarukan serta
merealisasikan berbagai inisiatif keberlanjutan, tetapi juga meningkatkan kualitas
operasional agar memiliki fondasi yang kokoh pada bisnis existing untuk mendukung
kesinambungan pertumbuhan. Diversifikasi, inovasi, diferensiasi, dan operational
excellence menjadi kunci utama dalam memastikan Perseroan terus relevan dan
kompetitif di kondisi pasar yang dinamis. Seluruh grup Perseroan harus meraih tingkat
operational excellence yang tinggi melalui optimalisasi digitalisasi dan teknologi
terkini agar senantiasa berada terdepan dalam berkompetisi dan mampu membuat
lompatan kuantum untuk meraih pencapaian yang bermakna.
Global dynamics and domestic political situations throughout 2024 presented
significant challenges for the Company’s business. The Company responded
with adaptation and continuous transformation, strengthening all business lines,
and accelerating the execution of strategic initiatives across all business pillars.
The Company focused not only on developing its portfolio in the non-coal and
renewable energy sectors and implementing various sustainability initiatives but
also on improving operational quality to establish a solid foundation in its existing
business to supporting sustainable growth. Diversification, innovation, differentiation,
and operational excellence are key to ensuring the Company remains relevant and
competitive in dynamic market conditions. The entire the Company’s Group must
achieve a high operational excellence through optimizing digitalization and the latest
technologies to stay at the forefront of competition and make quantum leaps to
attain meaningful achievements.
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2023 2022
Building Striving Toward
Resilience Sustainability
Pasar komoditas global terus terkoreksi di sepanjang Lonjakan harga komoditas di pasar global yang jauh melebihi
tahun 2023 setelah mengalami kondisi commodity super perkiraan, telah mendorong pertumbuhan signifikan pada semua
cycle terutama sebagai dampak konflik geopolitik di lini bisnis Perseroan yang berbasis industri komoditas, sehingga
Eropa. PT United Tractors Tbk menavigasi volatilitas harga Perseroan berhasil menutup tahun 2022 dengan pencapaian
batu bara dengan terus menciptakan keunggulan dan kinerja yang sangat baik. Meskipun demikian, Perseroan tetap
efisiensi operasional yang berkelanjutan. Sejalan dengan konsisten melakukan transisi dan transformasi bisnis ke sektor
Aspirasi Keberlanjutan 2030 UT, Perseroan tetap konsisten mineral dan energi baru terbarukan dengan tujuan sebagai
melakukan transisi dan transformasi usaha ke sektor portfolio rebalancing, mengurangi ketergantungan pada
mineral dan energi terbarukan. Di sisi lain, Perseroan bisnis terkait batu bara, serta memiliki portofolio bisnis yang
tetap fokus mengelola bisnis utama agar menjadi lebih lebih berkelanjutan. Perseroan senantiasa mengedepankan
optimal dan produktif, sehingga dapat menjadi mesin diversifikasi bisnis sebagai bagian dari penerapan praktik
pertumbuhan yang dapat diandalkan untuk mendukung keberlanjutan dan implementasi ESG (Environmental, Social,
strategi diversifikasi dan transisi ke portofolio bisnis baru & Governance) untuk dapat bersama-sama membangun
yang lebih tangguh dan berkelanjutan. masa depan bangsa yang lebih baik sekaligus mendukung
The global commodity market continues to correct pemerintah mencapai target penurunan emisi karbon. Perseroan
throughout 2023 after experiencing a commodity mengimplementasikan prinsip-prinsip ESG secara holistik di
supercycle especially as an impact of geopolitical seluruh kegiatan bisnis maupun operasional untuk mencapai
conflicts in Europe. PT United Tractors Tbk navigates pertumbuhan yang berkelanjutan.
coal price volatility by continuing to create sustainable The surge in commodity prices in the global market far
operational excellence and efficiency. In line with the UT exceeded expectations, has driven significant growth in all
2030 Sustainability Aspiration, the Company remains the Company’s commodity-based business lines, hence the
consistent in transitioning and transforming its business Company managed to close 2022 with excellent performance.
into the mineral and renewable energy sectors. On the Nevertheless, the Company consistently transitions and
other hand, the Company remains focused on managing transforms its business into mineral and new and renewable
its core business to becomes more optimal and productive energy sectors to rebalance the portfolio, reduce dependence
to become a reliable growth engine that supports its on coal-related companies, and have a more sustainable
diversification strategy and to transition to a new, more business portfolio. The Company always prioritizes business
resilient, and sustainable business portfolio. diversification as part of sustainability practices and ESG
(Environmental, Social, & Governance) implementation to be
able to jointly build a better future for the nation while at the
same time supporting the government in achieving its carbon
emission reduction target. The Company implements ESG
principles holistically in all business and operational activities to
achieve sustainable growth.
PT United Tractors Tbk - 2025 Annual Report 5
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Pencapaian Bisnis dan
Inisiatif Strategis Tahun 2025
Business Achievements and Strategic Initiatives In 2025
Kinerja Perseroan mencerminkan komitmen untuk
terus beradaptasi, menjaga produktivitas, dan
menghadirkan nilai lebih bagi seluruh pemangku
kepentingan.
The Company’s performance reflects its commitment to adapt, sustain
productivity, and deliver greater value for all stakeholders.
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Kinerja Keuangan
Financial Performance
Rp131.3
Pendapatan Bersih
Net Revenues
2% Triliun
Trillion
Rp14.8
Laba Bersih
Net Income
24% Triliun
Trillion
Rp177.6
Jumlah Aset
Total Assets
5% Triliun
Trillion
Rp103.1
Jumlah Ekuitas
Total Equity
5% Triliun
Trillion
PT United Tractors Tbk - 2025 Annual Report 7
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Kinerja Operasional
Operational Performance
Mesin
Konstruksi
Construction Machinery
2%
Penjualan Alat Berat
Komatsu
3% Komatsu Heavy
Equipment Sales
4,515
Unit
Units
Penjualan Suku Cadang
dan Jasa Pemeliharaan
Spare Parts Sales and
Maintenance Services
Rp11.3
Triliun
Trillion
Pendapatan Bersih Mesin Konstruksi
Construction Machinery Net
Revenues
Rp36.6
2% Triliun
Trillion
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Kontraktor
Penambangan
Mining Contracting
0.1% Produksi Batu Bara Klien
Client’s Coal Production
148
Juta Ton
Million Tons
7%
Volume Pemindahan Tanah
Overburden Removal
Volume
1,100
Juta BCM
Pendapatan Bersih
Kontraktor Penambangan
Million BCM
Mining Contracting Net
Revenues
10% Rp54.1
Triliun
Trillion
PT United Tractors Tbk - 2025 Annual Report 9
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Pertambangan Batu Bara
Termal dan Metalurgi
Thermal and Metallurgical Coal Mining
Volume Penjualan
Batu Bara Termal dan
Metalurgi
9%
Thermal and Metallurgical
Coal Sales Volume
7%
14.3
Juta Ton
Million Tons
Pendapatan Bersih
Pertambangan Batu Bara
Termal dan Metalurgi
Thermal and Metallurgical
Coal Mining Net Revenues
Rp24.2
Triliun
Trillion
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Pertambangan Emas
dan Mineral Lainnya
Gold and Other Minerals Mining
Penjualan Setara Emas 2%
Gold Equivalent Sales
227
Ribu Ons
Thousand Ounces
Penjualan Bijih Nikel
Sales of Nickel Ore
41%
2,062
Ribu WMT
Thousand WMT
• Bijih Saprolit
Saprolit Ore
702 Pendapatan Bersih
Pertambangan Emas dan
Ribu WMT
Thousand WMT
Mineral Lainnya
• Bijih Limonit Gold and Other
Limonite Ore Mineral Mining Net Revenues
Rp14.0
1,360
Ribu WMT
Thousand WMT
Triliun
Trillion
PT United Tractors Tbk - 2025 Annual Report 11
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Strategi Korporasi
Corporate Strategy
Diferensiasi
Differentiation
Untuk meningkatkan keunggulan kompetitif.
To enhance competitive advantage.
Diversifikasi
Diversification
Untuk memiliki portofolio bisnis yang lebih
berimbang dan dapat menghasilkan
kontribusi pendapatan berkelanjutan dalam
jangka panjang.
To have a balanced business portfolio and
the ability to generate a sustainable earning
contribution for the long term.
Digitalisasi
Digitalization
Untuk meningkatkan kualitas pelayanan dan
memberi nilai lebih bagi para pelanggan,
meningkatkan efektivitas, produktivitas kerja,
serta menciptakan peluang usaha lainnya.
To improve service quality and to provide
higher values to the customers, to increase
effectiveness and work productivity, as well as to
create other business opportunities.
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Inisiatif Strategis 2025 Strategic Initiatives in 2025 Pada tahun 2025, Perseroan memfokuskan inisiatif In 2025, the Company focused its strategic initiatives strategis pada penguatan fondasi usaha untuk on strengthening its foundations to navigate a more menghadapi lingkungan bisnis yang semakin challenging and volatile business environment, while menantang dan volatil, sekaligus mempersiapkan preparing for long-term portfolio transformation. Key transformasi portofolio jangka panjang. Prioritas priorities included reinforcing operational excellence utama diarahkan pada penguatan operational across all business lines, tightening cost efficiency excellence di seluruh lini bisnis, peningkatan efisiensi and productivity, accelerating digitalization and biaya dan produktivitas, percepatan digitalisasi technology adoption, and enhancing agility in dan pemanfaatan teknologi, serta peningkatan responding to shifting commodity cycles and kelincahan dalam merespons dinamika harga competitive pressures. In parallel, the Company komoditas dan persaingan. Sejalan dengan itu, advanced its transition roadmap by balancing Perseroan melanjutkan pelaksanaan transition thermal and non-thermal business portfolios, roadmap melalui penyeimbangan portofolio reducing carbon emissions, and embedding bisnis termal dan non-termal, penurunan emisi sustainability principles into decision-making, karbon, serta integrasi prinsip keberlanjutan governance, and operational practices. These dalam pengambilan keputusan, tata kelola, dan initiatives were complemented by strengthened praktik operasional. Seluruh inisiatif ini didukung collaboration across business pillars, disciplined oleh penguatan sinergi antarpilar usaha, disiplin capital allocation, and continuous capability alokasi modal, serta pengembangan kapabilitas development, positioning the Company to improve berkelanjutan untuk meningkatkan ketahanan dan resilience and restore performance momentum in memulihkan momentum kinerja Perseroan ke depan. the years ahead. PT United Tractors Tbk - 2025 Annual Report 13
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Ikhtisar Utama
Main Highlights
01
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17 Ikhtisar Keuangan 23 Informasi Obligasi, Sukuk, dan/atau Obligasi Konversi
Financial Highlights Information on Bonds, Sukuk, and/or Convertible
Bonds
21 Ikhtisar Saham
Stock Highlights 23 Peristiwa Penting 2025
2025 Event Highlights
22 Informasi Aksi Korporasi Terkait Saham
Corporate Actions Related to Shares 24 Penghargaan & Sertifikasi
Awards & Certification
PT United Tractors Tbk - 2025 Annual Report 15
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Ikhtisar Utama
Tahun 2025 menjadi bukti bahwa ketangguhan Perseroan
terus terjaga. Di tengah kondisi pasar yang berubah cepat
dan tekanan harga batu bara, Perseroan tetap berdiri stabil
dengan kinerja yang solid. Kekuatan neraca keuangan
memberi ruang untuk melangkah lebih jauh, membuka
peluang investasi baru dan mendiversifikasi portofolio.
The year 2025 stands as proof of the Company’s enduring resilience. Amid a
rapidly shifting market and sustained pressure on coal prices, the Company
remains steady with a solid performance. Its strong financial position provides
the momentum to move further, unlocking new investment opportunities and
expanding portfolio diversification, productivity, and deliver greater value for
all stakeholders.
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Main Highlights
Ikhtisar Keuangan
Financial Highlights
Ikhtisar Laporan Posisi Keuangan Konsolidasian
Consolidated Statements of Financial Position Highlights
dalam jutaan Rupiah kecuali dinyatakan lain | in million Rupiah unless otherwise stated
Keterangan 2021 2022 2023 2024 2025 % Change Description
Kas dan Setara Kas 33,321,741 38,281,513 18,596,609 25,092,519 26,570,772 6 Cash and Cash
Equivalents
Piutang Usaha 12,207,387 17,633,542 20,398,661 20,484,368 20,390,031 -0.5 Trade Receivables
Persediaan 9,660,089 15,644,879 17,266,705 17,092,380 16,835,339 -2 Inventories
Aset Lancar Lain-lain 5,676,739 7,624,871 6,611,706 7,903,833 8,922,782 13 Other Current Assets
Aset Tidak Lancar 28,721,366 32,469,707 40,049,593 40,133,025 42,398,263 6 Other Non-current
Lain-lain Assets
Aset Tetap 20,456,694 23,677,857 35,977,385 40,952,036 45,296,550 11 Fixed Assets
Investasi pada Entitas 2,517,340 5,145,851 14,853,244 17,822,457 17,223,562 -3 Investments in
Asosiasi dan Ventura Associates and Joint
Bersama Ventures
Jumlah Aset 112,561,356 140,478,220 153,753,903 169,480,618 177,637,299 5 Total Assets
Utang Usaha 14,517,987 24,848,751 29,110,573 28,985,000 29,308,928 1 Trade Payables
Liabilitas Jangka 30,489,218 42,037,402 43,038,299 45,302,555 53,212,975 17 Current Liabilities
Pendek
Liabilitas Jangka 10,249,381 8,926,993 26,673,962 26,002,890 21,288,001 -18 Non-current Liabilities
Panjang
Jumlah Liabilitas 40,738,599 50,964,395 69,712,261 71,305,445 74,500,976 4 Total Liabilities
Jumlah Ekuitas 71,822,757 89,513,825 84,041,642 98,175,173 103,136,323 5 Total Equity
Jumlah Liabilitas dan 112,561,356 140,478,220 153,753,903 169,480,618 177,637,299 5 Total Liabilities and
Ekuitas Equity
Belanja Modal/ 4,661,449 10,906,922 20,540,016 14,802,231 15,166,646 2 Capital Expenditure/
Investasi Investment
Modal Kerja Bersih 7,087,601 8,174,913 8,348,217 7,997,932 7,338,544 -8 Net Working Capital
PT United Tractors Tbk - 2025 Annual Report 17
Page 20
Ikhtisar Utama
Ikhtisar Laporan Laba Rugi dan Penghasilan Komprehensif Lain Konsolidasian
Consolidated Statements of Profit or Loss & Other Comprehensive Income Highlights
dalam jutaan Rupiah kecuali dinyatakan lain | in million Rupiah unless otherwise stated
Keterangan 2021 2022 2023 2024 2025 % Change Description
Pendapatan Bersih 79,460,503 123,607,460 128,583,264 134,426,998 131,300,810 -2 Net Revenue
Laba Bruto 19,664,961 34,758,688 35,786,237 33,831,560 29,703,504 -12 Gross Profit
Laba Sebelum Pajak 14,462,250 29,446,041 28,720,340 25,897,052 20,182,167 -22 Profit Before Income
Penghasilan Tax
Beban Pajak (3,853,983) (6,452,368) (6,590,244) (5,778,523) (5,005,403) -13 Income Tax Expenses
Penghasilan
Laba Tahun Berjalan 10,608,267 22,993,673 22,130,096 20,118,529 15,176,764 -25 Profit for the Year
Laba / (Rugi) Profit / (Loss) After Tax
Setelah Pajak Attributable to:
yang Diatribusikan
Kepada:
• Pemilik Entitas 10,279,683 21,005,105 20,611,775 19,531,205 14,810,434 -24 Owners of the •
Induk Parent
• Kepentingan 328,584 1,988,568 1,518,321 587,324 366,330 -38 Non-controlling •
Nonpengendali Interests
Jumlah Pendapatan 11,952,260 28,048,594 21,142,807 22,587,021 14,427,167 -36 Total Comprehensive
Komprehensif Income
Jumlah Penghasilan Total Comprehensive
/ (Rugi) Income / (Loss)
Komprehensif Attributable to:
yang Diatribusikan
Kepada:
• Pemilik Entitas 11,562,960 25,696,968 19,720,991 21,817,567 14,037,959 -36 Owners of the •
Induk Parent
• Kepentingan 389,300 2,351,626 1,421,816 769,454 389,208 -49 Non-controlling •
Nonpengendali Interests
Jumlah Saham 3,730 3,632 3,632 3,632 3,628 -0.1 Total Outstanding
Beredar (dalam juta Shares (in million of
lembar) shares)
Laba per Saham 2,756 5,679 5,675 5,378 4,082 -24 Earnings per Share
(dinyatakan dalam (expressed in full
Rupiah penuh) Rupiah) – Basic and
Dasar dan Dilusian Diluted
Dividen (dinyatakan 1,240 7,003 2,770 2,151 * -22 Dividend (expressed
dalam Rupiah in full Rupiah) per
penuh) per Saham
Share
* Menunggu keputusan Rapat Umum Pemegang Saham Tahunan (RUPST) pada bulan April 2026
Awaiting the decision of the Annual General Meeting of Shareholders (AGMS) in April 2026
18 Laporan Tahunan 2025 - PT United Tractors Tbk
Page 21
Main Highlights
Rasio-Rasio Keuangan
Financial Ratios Highlights
Satuan
Keterangan 2021 2022 2023 2024 2025 Description
Unit
Marjin Laba Bersih % 12.9 17.0 16.0 14.5 11.3 Net Profit Margin
Marjin Laba Kotor % 24.7 28.1 27.8 25.2 22.6 Gross Profit Margin
Imbalan Ekuitas % 15.2 26.0 23.8 21.4 14.7 Return on Average
Rata-Rata Equity (ROE)
Imbalan Aset % 9.7 16.6 14.0 12.1 8.5 Return on Average
Rata-Rata Assets (ROA)
Utang/Ekuitas X 0.13 0.03 0.22 0.21 0.18 Debt/Equity
Utang/Aset X 0.08 0.02 0.12 0.12 0.11 Debt/Assets
Periode Penagihan Hari 56 52 58 56 57 Receivable Turnover
(Hari) Days (Days)
Periode Persediaan Hari 59 64 68 62 61 Inventory Turnover
(Hari) Days (Days)
Rasio Lancar X 2.0 1.9 1.5 1.5 1.4 Current Ratio
Aset & Pertumbuhan Aset
Assets & Assets Growth
dalam triliun Rupiah
in trillion Rupiah
2025 177.6
2024 169.5
2023 153.8
2022 140.5
2021 112.6
Pendapatan Bersih & Pertumbuhan Pendapatan Bersih
Net Revenue & Net Revenue Growth
dalam triliun Rupiah
in trillion Rupiah
2025 131.3
2024 134.4
2023 128.6
2022 123.6
2021 79.5
PT United Tractors Tbk - 2025 Annual Report 19
Page 22
Ikhtisar Utama
Marjin Laba Bersih
Net Profit Margin
dalam persentase
in percentage
2025 11.3
2024 15.0
2023 16.0
2022 17.0
2021 12.9
Marjin Laba Kotor
Gross Profit Margin
dalam persentase
in percentage
2025 22.6
2024 25.2
2023 27.8
2022 28.1
2021 24.7
Imbalan Ekuitas Rata-rata (ROE)
Return on Average Equity (ROE)
dalam persentase
in percentage
2025 14.7
2024 21.4
2023 23.8
2022 26.0
2021 15.2
Imbalan Aset Rata-rata (ROA)
Return on Assets (ROA)
dalam persentase
in percentage
2025 8.5
2024 12.1
2023 14.0
2022 16.6
2021 9.7
20 Laporan Tahunan 2025 - PT United Tractors Tbk
Page 23
Main Highlights
Ikhtisar Saham
Stock Highlights
Pergerakan Saham Tahun 2025
Share Movements in 2025
Volume (lembar | share) Harga | Price (Rp)
15,000,000 30,000
11,250,000 22,500
7,500,000 15,000
3,750,000 7,500
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Volume Harga | Price
Pergerakan Saham Tahun 2024
Share Movements in 2024
Volume (lembar | share) Harga | Price (Rp)
15,000,000 30,000
11,250,000 22,500
7,500,000 15,000
3,750,000 7,500
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
Volume Harga | Price
PT United Tractors Tbk - 2025 Annual Report 21
Page 24
Ikhtisar Utama
Harga Saham
Kapitalisasi
Stock Price Volume Pasar (Rp)
Periode (lembar | Period
shares ) Market
Tertinggi (Rp) Terendah (Rp) Penutupan (Rp)
Capitalization (Rp)
Highest (Rp) Lowest (Rp) Closing (Rp)
2025
Triwulan Pertama 26,600 21,900 23,550 2,953,300 85,529,105,152,800 First Quarter
Triwulan Kedua 23,500 20,025 21,450 3,917,400 77,902,305,967,200 Second Quarter
Triwulan Ketiga 27,500 21,175 26,775 3,295,500 97,241,689,616,400 Third Quarter
Triwulan Keempat 31,000 24,725 29,500 4,433,400 105,515,488,962,000 Fourth Quarter
2024
Triwulan Pertama 25,000 22,325 24,175 4,523,000 87,798,985,862,800 First Quarter
Triwulan Kedua 23,350 21,100 21,975 3,994,400 79,809,005,763,600 Second Quarter
Triwulan Ketiga 28,150 21,900 27,150 6,814,500 98,603,618,042,400 Third Quarter
Triwulan Keempat 28,500 25,050 26,775 3,934,400 97,241,689,616,400 Fourth Quarter
Informasi Aksi Korporasi Terkait Saham
Corporate Actions Related to Shares
Informasi terkait Pemecahan Saham, Information related to Stock Splits, Reverse
Penggabungan Saham, Dividen Saham, Stock, Stock Dividends, Bonus Shares,
Saham Bonus, Perubahan Nominal Changes in Par Value of Shares, Capital
Saham, Perubahan Modal, Penghentian Changes, Temporary Suspension of Trading
Sementara Perdagangan Saham dan/atau and/or Delisting of Shares
Penghapusan Pencatatan Saham
Di sepanjang tahun 2025, Perseroan tidak Throughout 2025, the Company did not conduct
melakukan pemecahan dan penggabungan saham, any stock splits or reverse stocks, issue bonus
memberikan saham bonus, perubahan nominal shares, change the nominal value of shares,
saham, perubahan modal, mau pun mendapatkan change capital, or receive any suspension or
suspensi atau delisting dari pihak regulator atau delisting from regulators or authorities. However,
otoritas. Namun, pada tahun 2025, Perseroan in 2025, the Company distributed stock dividends,
membagikan dividen saham yang akan dijelaskan which will be explained further in the Management
lebih lanjut pada bab Analisis dan Pembahasan Analysis and Discussion section of this report.
Manajemen dalam laporan ini.
Informasi terkait Pembelian Kembali Information related to Share Buyback
Saham
Pada bulan Oktober 2025, Perseroan mengumumkan In October 2025, the Company announced a plan
rencana untuk melakukan pembelian kembali to repurchase the Company’s shares which will be
saham Perseroan yang akan dilaksanakan hingga executed until January 30, 2026. The Company has
30 Januari 2026. Perseroan memutuskan untuk decided to terminate the share buyback period
mengakhiri lebih cepat periode pembelian kembali earlier on January 14, 2026. As of December 31, 2025,
saham pada tanggal 14 Januari 2026. Pada tanggal the Company had repurchased and held 59,080,100
31 Desember 2025, Perseroan telah membeli kembali of the Company’s shares withcash consideration
dan memiliki 59.080.100 saham Perseroan dengan of Rp1.7 trillion.
imbalan tunai sebesar Rp1,7 triliun.
22 Laporan Tahunan 2025 - PT United Tractors Tbk
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Main Highlights
Informasi Obligasi, Sukuk,
dan/atau Obligasi Konversi
Information on Bonds, Sukuk, and/or Convertible Bonds
Hingga akhir tahun 2025, Perseroan tidak menerbitkan Until the end of 2025, the Company did not issue
obligasi, sukuk, dan/atau obligasi konversi. bonds, sukuk, and/or convertible bonds.
Peristiwa Penting 2025
2025 Event Highlights
Rapat Umum Pemegang Saham Tahunan (RUPST) 2025 dan Rapat Umum Pemegang
Saham Luar Biasa (RUPSLB) bertempat di Catur Dharma Hall Menara Astra, Jakarta.
Keputusan RUPST antara lain, persetujuan penetapan dividen tunai Tahun Buku
2024 sebesar Rp7,8 triliun dan pengangkatan anggota Direksi dan Dewan Komisaris
Perseroan untuk masa jabatan 2025-2027. Sementara itu, RUPSLB menyetujui
penambahan kegiatan usaha Perseroan.
The 2025 Annual General Meeting of Shareholders (AGMS) and the Extraordinary
General Meeting of Shareholders (EGMS) were held at Catur Dharma Hall, Menara
Astra, Jakarta. The resolutions of the AGMS, among others, the approval of cash
25 April 2025
dividends for the 2024 financial year in the amount of Rp7.8 trillion and appointment
April 25, 2025
of the Board of Directors and the Board of Commissioners for the 2025-2027 Terms of
Office. Meanwhile, the EGMS approved addition of business activities of the Company.
Perseroan melaksanakan pembelian kembali saham (“Pembelian Kembali Saham”)
dengan nilai maksimum sebesar Rp2 triliun atas saham yang telah diterbitkan dan
tercatat di Bursa Efek Indonesia (BEI) yang tidak akan melebihi 20% dari modal disetor
dan paling sedikit saham yang beredar adalah 7,5%. Pembelian Kembali Saham ini
dilaksanakan dengan mengacu pada ketentuan peraturan Otoritas Jasa Keuangan
yang mengatur pembelian kembali saham dalam kondisi pasar yang berfluktuasi
secara signifikan.
Pembelian Kembali Saham tersebut dilaksanakan dengan jangka waktu paling lama
30 Oktober 2025 3 (tiga) bulan sejak tanggal Keterbukaan Informasi pada 30 Oktober 2025, dimulai
October 30, 2025 sejak tanggal 31 Oktober 2025 hingga 30 Januari 2026. Perseroan mengakhiri lebih
cepat periode Pembelian Kembali Saham pada tanggal 14 Januari 2026.
The Company conducted a share buyback program (the “Share Buyback”) of up to
Rp2 trillion for shares issued and listed on the Indonesia Stock Exchange(IDX), which
will not exceed 20% of the paid-up capital and at least 7.5% of the free float shares.
The Share Buyback is carried out in accordance with the Financial Services Authority
regulations related to share buyback in significantly fluctuating market conditions.
The Share Buyback is conducted for a maximum period of three (3) months from
the date of the Information Disclosure on October 30, 2025, commencing on
October 31, 2025 until January 30, 2026. The Company has terminated the Share
Buyback period earlier on January 14, 2026.
PT United Tractors Tbk - 2025 Annual Report 23
Page 26
Ikhtisar Utama
Penghargaan & Sertifikasi
Awards & Certification
Penghargaan
Awards
Astra Corporate Affairs 2024 PR INDONESIA Awards 2025 UMKM Award 2025 DKJ Award 2025
PT Astra International Tbk PR INDONESIA CFCD Foundation Pemerintah Provinsi DKI Jakarta
DKI Jakarta Provincial Government
1. Astra Friendly Company Awards Owned Media Sub Kategori Video Pembina Terbaik dengan predikat GOLD
· Juara 1 Kategori: Community Health & Profile Best Mentor with GOLD rating Pemberdayaan Ekonomi dan Kesehatan
Well Being Owned Media Video Profile Sub Economic and Health Empowerment
· Juara 2 Kategori: Quality Education Category
2. Astra Communications Awards
· Juara 1 Kategori: Astra
Communications Management
System (ACMS)
· Juara 1 Kategori: Digital Public
Engagement
1. Astra Friendly Company Awards
· First Place in the Community Health &
Well Being Category
· Second Place in the Quality Education TOP CSR Award 2025
Category
2. Astra Communications Awards TOP Business Indonesia DEI & ESG
Occupational Health and Safety Awards 2025
· First Place in the Astra 1. Predikat #Star 5
Communications Management Executive Forum 2025 PR INDONESIA Group
2. TOP Leader on CSR Commitment
System (ACMS) Category PT Astra International Tbk 2025 kepada Direktur Utama UT, Frans
· First Place in the Digital Public Environmental, Social, and
Kesuma
Engagement Category Workplace Safety Behavior Governance
1. #Star 5 rating
Champion
2. TOP Leader on CSR Commitment 2025
to UT President Director, Frans Kesuma
Penghargaan OSH Asia’s
Amaliah Astra Awards 2024 Summit 2025
PT Astra International Tbk Apresiasi Industri Berdedikasi
OSH Asia’s Summit 2025 Awards
Dedicated Industry Appreciation HR Asia Best Companies To Work
Mesjid Besar Area Kantor Pusat dan First Indonesia
Menteri Pendidikan Dasar dan For In Asia 2025
Cabang
Grand Mosque Headquarters and Branch Menengah (Dikdasmen) HR Asia dan Business Media 1. The Best Occupational Safety and Health
Office Area Minister of Primary and Secondary Education Internasional Performance in Heavy Equipment &
HR Asia and Business Media Internasional Mining Sector
Pendidikan Vokasi 2. The Best Safety Program, The Best
Vocational Education 1. HR Asia Best Companies to Work for in Occupational Health Excellence Program
Asia 3. The Best Leadership on OSH Culture.
2. HR Asia Sustainable Workplace Awards
3. HR Asia Diversity, Equity, and Inclusion
(DEI) Awards
InnovAstra ke-41
41st InnovAstra
PT Astra International Tbk
Indonesia Mining Services (IMS)
1. Value Chain Innovation Awards Anugerah Indonesia PR of the
2. Business Performance Improvement
Asosiasi Jasa Pertambangan Year 2025
Indonesia (ASPINDO) Majalah MIX MarComm
Advanced Technique Contest MIX MarComm Magazine
Indonesian Mining Services Association
2025 di Thailand
(ASPINDO)
Advanced Technique Contest 1. Media Relations
2025 in Thailand 2. Creative Corporate Reputation
Bidang Aftersales & Maintenance dari
Distributor Alat Pertambangan Asia Training and Demonstration
Aftersales & Maintenance Division of Center (ATDC)
Mining Equipment Distributor
Juara Pertama dengan Gelar Mekanik
terbaik se-Asia Tenggara dan Asia
Selatan
First Place with the title of Best Mechanic
in Southeast Asia and South Asia
24 Laporan Tahunan 2025 - PT United Tractors Tbk
Page 27
Main Highlights
TEMPO-IDNFinancials 52 2025 Penghargaan K3 Zero dari Provinsi TOP CEO Indonesia Awards 2025 Penghargaan Gubernur Sulawesi
Tempo Kalimantan Selatan IDNFinancials dan Metro TV Tengah
Zero Accident Award from the South IDNFinancials and Metro TV Central Sulawesi Governor’s Award
1. Main Index
2. High Dividend Kalimantan Provincial Government Pemerintah Provinsi Sulawesi Tengah
3. High Growth The Transformational Industrial Leader
Central Sulawesi Provincial Government
4. Big Market Capitalization Meraih penghargaan K3 (Keselamatan
dan Kesehatan Kerja) kategori Zero Apresiasi Penghargaan oleh Gubernur
Accident dari Pemerintah Provinsi dan Kepala Dinas Pendidikan atas
Kalimantan Selatan atas dedikasinya program SOBAT
dalam menjaga standar keamanan Appreciation Award from the Governor
operasional yang tinggi. and Head of the Education Office for
Received the Zero Accident Award in the SOBAT program
the Occupational Health and Safety (OHS)
category from the South Kalimantan
Provincial Government for the dedication
to maintaining high operational
safety standards. CSA Awards 2025
Perkumpulan Analis Efek Indonesia
Penghargaan Perusahaan Peduli
(PAEI) bersama CSA Community
Masyarakat
Indonesian Securities Analysts Association
Community Care Company Award
(PAEI) together with CSA Community
Suku Dinas Lingkungan Hidup (Sudin
LH) Kota Administrasi Jakarta Timur Analyst’s Favorite Listed Company in the
East Jakarta City Environmental Agency Industrials Sector
Perusahaan Pelaksana
Inisiatif lingkungan Pemagangan Dalam Negeri
Environmental initiative secara Mandiri & Perusahaan
Adaro Spectapreneur 6.0 yang Mempekerjakan Tenaga
PT Adaro Andalan Indonesia Tbk Kerja Disabilitas
Juara Bronze Kategori Inovasi UMKM
Independent Domestic
Bronze Winner in the MSME Innovation Apprenticeship Implementing
Category Companies & Companies that
Employ Workers with Disabilities
Provinsi Kalimantan Selatan
Simulasi Kesiapsiagaan Serentak South Kalimantan Provincial Government
Terbanyak di Indonesia
Environmental and Social The Largest Simultaneous Perusahaan Pelaksana Pemagangan
Innovation Awards (ENSIA) 2025 Preparedness Simulation in Indonesia Dalam Negeri secara Mandiri &
Perusahaan yang Mempekerjakan
Sucofindo Museum Rekor Indonesia Tenaga Kerja Disabilitas
Indonesian Record Museum Company Implementing Independent
1. Platinum Kategori Efisiensi Air dan
Domestic Apprenticeships & Company
Penurunan Beban Pencemaran Air Perusahaan Penyelenggara Simulasi
CNN Indonesia Awards 2025 Employing Workers with Disabilities
2. Platinum Kategori Pengurangan dan Penanggulangan Bencana Serentak
Pemanfaatan Limbah B3 CNN Indonesia Tbk Peserta SMK Terbanyak
1. Platinum Category for Water Efficiency Company Organizing Simultaneous
and Reduction of Water Pollution Program Sekolah Binaan United Tractors
Disaster Management Simulation with the
2. Platinum Category for Reduction and (SOBAT)
Most Vocational School Participants
Utilization of Hazardous Waste United Tractors Mentored School Program
(SOBAT)
Temu Kemitraan UMKM Kota
Eco-Innovation di Apresiasi
Balikpapan 2025
ESG 2025
Balikpapan City MSME Partnership
Eco-Innovation in ESG
Meeting 2025
Appreciation2025
Koperasi, UMKM, dan Perindustrian
B-Universe
Kota Balikpapan
Balikpapan City Cooperative, Micro, Small Penghargaan Eco-Innovation
and Medium Enterprises, and Industry Eco-Innovation Award
Agency
Program pengembangan dan
pemberdayaan UMKM di Balikpapan
MSME development and empowerment
program in Balikpapan
PT United Tractors Tbk - 2025 Annual Report 25
Page 28
Ikhtisar Utama
Sertifikasi
Certification
Keterangan Sertifikat Masa Berlaku Lembaga Pemberi
Unit Certification Validity Period Sertifikasi Issuer
PT United Tractors Tbk - Head Office ISO 45001:2018 2025-2029 LRQA Limited
PT United Tractors Tbk - Head Office ISO 14001:2015 2025-2029 LRQA Limited
PT United Tractors Tbk - Head Office Sertifikat Greenship Gedung Terbangun V.1.1 2023-2026 Green Building Council Indonesia
PT United Tractors Tbk - Head Office Sertifikat Greenship NZH V.1.0 2023-2027 Green Building Council Indonesia
PT United Tractors Tbk - Head Office SMK3 2024-2027 Kemnaker
PT United Tractors Tbk - Balikpapan SMK3 2024-2027 Kemnaker
PT United Tractors Tbk - Head Office ISO 50001:2018 2026-2027 LRQA Limited
PT United Tractors Tbk - Head Office ISO 14064-1:2018 2024-2025 Mutuagung Lestari
PT Acset Indonusa Tbk ISO 9001:2015 2025-2029 TUV NORD
PT Acset Indonusa Tbk ISO 45001:2018 2023-2026 TUV NORD
PT Acset Indonusa Tbk ISO 14001:2015 2023-2026 TUV NORD
PT Acset Indonusa Tbk SMK3 Tingkat Lanjutan (166 kriteria) 2023-2026 Kementerian Ketenagakerjaan RI
PT Acset Indonusa Tbk ISO 37001 2023-2026 TUV NORD
PT Acset Pondasi Indonusa - Head Office ISO 45001 - EHS 2018 2023-2026 TUV NORD
PT Acset Pondasi Indonusa - Head Office ISO 9001:2015 2023-2026 TUV NORD
PT Acset Pondasi Indonusa - Head Office SMK3 2024-2027 Kementerian Ketenagakerjaan RI
PT Acset Pondasi Indonusa - Head Office ISO 14001:2015 2023-2026 TUV NORD
PT Bintai Kindenko Engineering Indonesia SMK3 (Tingkat awal 64 kriteria) 2023-2026 Kementerian Ketenagakerjaan RI
PT Bintai Kindenko Engineering Indonesia ISO 9001:2015 2025-2028 KAN
PT Bintai Kindenko Engineering Indonesia ISO 45001:2018 2025-2028 KAN
PT Bintai Kindenko Engineering Indonesia ISO 14001:2015 2025-2028 KAN
PT Agincourt Resources ISO 27001 2025-2028 SGS
PT Agincourt Resources ISO 14001:2015 2023-2026 SGS
PT Agincourt Resources ISO 45001:2018 2023-2026 SGS
PT Agincourt Resources ISO 9001:2015 2025-2028 SGS
PT Agincourt Resources ISO 50001:2018 2025-2028 SGS
PT Energia Prima Nusantara - PLTU Pama 01 ISO 9001:2015 2025-2028 Sucofindo
PT Energia Prima Nusantara - PLTU Pama 01 ISO 14001:2015 2025-2028 Sucofindo
PT Energia Prima Nusantara - PLTU Pama 01 ISO 45001:2018 2025-2028 Sucofindo
PT Energia Prima Nusantara - PLTU Pama 01 ISO 50001:2018 2025-2028 Sucofindo
PT Bina Pertiwi - Head Office Kriteria Implementasi Praktik Ke-HRD-an Astra 2025-2027 Astra
PT United Tractors Pandu Engineering - Head Office ISO 9001:2015 2023-2026 PT Intertek SAI Global Indonesia
PT United Tractors Pandu Engineering Production Plant 2 ISO 9001:2015 2023-2026 PT Intertek SAI Global Indonesia
Division – Jakarta Plant (RJKT)
PT United Tractors Pandu Engineering Production Plant 2 ISO 9001:2015 2023-2026 PT Intertek SAI Global Indonesia
Division – Balikpapan Sudirman Plant (RBPS)
PT United Tractors Pandu Engineering Production Plant 2 ISO 9001:2015 2023-2026 PT Intertek SAI Global Indonesia
Division – Balikpapan Mulawarman Plant (RBPM)
PT United Tractors Pandu Engineering Production Plant 2 ISO 9001:2015 2023-2026 PT Intertek SAI Global Indonesia
Division – Timika Plant (RTMK)
PT United Tractors Pandu Engineering - Head Office ISO 14001:2015 2023-2026 PT Intertek SAI Global Indonesia
PT United Tractors Pandu Engineering - Head Office ISO 45001:2018 2023-2026 PT Intertek SAI Global Indonesia
PT Patria Maritime Lines ISM Code (Koda Manajemen untuk 2022-2026 Dirjen Perhubungan Laut
Keselamatan Pengoperasian Kapal dan
Pencegahan Pencemaran)
PT Patria Maritime Lines ISO 9001:2015 2024-2027 SAI Global
PT Patria Maritim Perkasa ISO 14001:2015 2024-2027 Bureau Veritas
PT Patria Maritim Perkasa ISO 45001:2018 2024-2027 Bureau Veritas
PT Patria Maritim Perkasa - Head Office INTERNATIONAL SHIP & PORT FACILITY SECURITY 2028 Kementerian Perhubungan, Dirjed Hubla,
(ISPS) CODE Jakarta
PT Patria Maritim Perkasa SMK3 2028 Kementerian Ketenagakerjaan RI
PT Triatra Sinergia Pratama ISO 9001:2015 2023-2026 SGS
PT PAMAPERSADA NUSANTARA SITE ABKL ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE JIEP ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE ARIA ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE ASMI ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BAYA ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BEKB ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BRCB ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BRCG ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BTSJ ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE INDO ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE KIDE ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
26 Laporan Tahunan 2025 - PT United Tractors Tbk
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Main Highlights
Keterangan Sertifikat Masa Berlaku Lembaga Pemberi
Unit Certification Validity Period Sertifikasi Issuer
PT PAMAPERSADA NUSANTARA SITE KPCB ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE KPCS ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE MTBU ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE SMMS ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE TCMM ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE ABKL ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE JIEP ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE ARIA ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE ASMI ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BAYA ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BEKB ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BRCB ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BRCG ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BTSJ ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE INDO ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE KIDE ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE KPCB ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE KPCS ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE MTBU ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE SMMS ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE TCMM ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE ABKL ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE JIEP ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE ARIA ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE ASMI ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BAYA ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BEKB ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BRCB ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BRCG ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BTSJ ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE INDO ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE KIDE ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE KPCB ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE KPCS ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE MTBU ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE SMMS ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE TCMM ISO 45001:2015 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE JIEP ISO 50001:2018 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE ABKL ISO 50001:2018 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE ARIA ISO 50001:2018 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE ASMI ISO 50001:2018 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BAYA ISO 50001:2018 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BEKB ISO 50001:2018 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE BRCB ISO 50001:2018 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE INDO ISO 50001:2018 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE KIDE ISO 50001:2018 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE KPCS ISO 50001:2018 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE MTBU ISO 50001:2018 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE SMMS ISO 50001:2018 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE TCMM ISO 50001:2018 2024-2027 PT Tuv Sud Indonesia
PT PAMAPERSADA NUSANTARA SITE KIDE ISO 14064-2:2018 Tidak ada masa berlaku PT Tuv Sud Indonesia
PT Pamapersada Nusantara (Head Office) Greenship Existing Building V.1.1. Level Platinum 2023-2026 Green Building Council Indonesia
PT Pamapersada Nusantara (Head Office) Akreditasi PAMA Learning Center 2023-2028 KA-LDP-ESDM
PT PAMAPERSADA NUSANTARA SITE BPOP PROPER 2025 Pemerintah Provinsi Kalimantan Timur
PT Kalimantan Prima Persada ISO 9001:2015 2024-2027 PT Tuv Sud Indonesia
PT Kalimantan Prima Persada ISO 14001:2015 2024-2027 PT Tuv Sud Indonesia
PT Kalimantan Prima Persada ISO 45001:2018 2024-2027 PT Tuv Sud Indonesia
PT Asmin Bara Bronang-Kapuas Tengah ISO 9001:2015 2023-2026 SGS
PT Asmin Bara Bronang-Kapuas Tengah ISO 14001:2015 2023-2026 SGS
PT Asmin Bara Bronang-Kapuas Tengah ISO 45001:2015 2023-2026 SGS
PT Prima Multi Mineral-Banjarmasin ISO 9001:2015 2023-2026 SGS
PT Suprabari Mapanindo Mineral - Barito Utara ISO 9001:2015 2023-2026 SGS
PT Suprabari Mapanindo Mineral - Barito Utara ISO 14001:2015 2023-2026 SGS
PT Suprabari Mapanindo Mineral - Barito Utara ISO 45001:2015 2023-2026 SGS
PT Telen Orbit Prima-Kapuas Tengah ISO 9001:2015 2023-2026 SGS
PT Telen Orbit Prima-Kapuas Tengah ISO 14001:2015 2023-2026 SGS
PT Telen Orbit Prima-Kapuas Tengah ISO 45001:2015 2023-2026 SGS
PT Asmin Bara Bronang-Kapuas Tengah ISO 17025 : 2017 2022-2027 KAN
PT Telen Orbit Prima-Kapuas Tengah ISO 17025 : 2017 2025-2029 KAN
PT Suprabari Mapanindo Mineral - Barito Utara ISO 17025 : 2017 2023-2028 KAN
PT United Tractors Tbk - 2025 Annual Report 27
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Laporan
Manajemen
Management Report
28 Laporan Tahunan 2025 - PT United Tractors Tbk
Page 31
30 Laporan Dewan Komisaris 62 Direksi
Board of Commissioners’ Report Board of Directors
38 Dewan Komisaris 64 Surat Pernyataan Dewan Komisaris dan Direksi
Board of Commissioners tentang Tanggung Jawab atas Laporan Tahunan
2025 PT United Tractors Tbk
40 Laporan Direksi Board of Commissioners and Board of Directors
Board of Directors’ Report Statement of Accountability of Annual Report 2025
PT United Tractors Tbk
02
PT United Tractors Tbk - 2025 Annual Report 29
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Laporan Manajemen
Laporan
Dewan Komisaris
Board of Commissioners’ Report
Melalui pembahasan berkala dengan
Direksi, Dewan Komisaris memastikan
keseimbangan antara pencapaian kinerja
jangka pendek dan penguatan struktur
bisnis jangka panjang, sehingga arah
Djony Bunarto
transformasi Perseroan tetap terjaga
Tjondro
secara berkelanjutan. Presiden Komisaris
President Commissioner
Through regular discussions with the Board of Directors, the
Board of Commissioners ensured a balanced approach
between short-term performance achievement and
long-term structural business strengthening, maintaining
the Company’s transformation path on a sustainable basis.
30 Laporan Tahunan 2025 - PT United Tractors Tbk
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Management Reports Pemangku Kepentingan yang Terhormat, Distinguished Stakeholders, Tahun 2025 merupakan periode yang dinamis bagi The year 2025 was a dynamic period for businesses. dunia usaha. Secara global, berdasarkan World Globally, according to the IMF World Economic Economic Outlook IMF, pertumbuhan ekonomi dunia Outlook, economic growth was projected to 3.3% in diproyeksikan menjadi 3,3% pada 2025, dipengaruhi 2025, driven by tariff war, commodity price volatility, perang tarif, fluktuasi harga komoditas, dan dinamika and geopolitical dynamics. Advanced economies are geopolitik. Negara maju diproyeksikan tumbuh expected to grow modestly at around 1.5%–2.0%, while terbatas di kisaran 1,5%–2,0%, sementara negara developing and emerging markets remain growth berkembang dan emerging markets tetap menjadi drivers with projections just above 4%. pemicu pertumbuhan dengan proyeksi pertumbuhan sedikit di atas 4%. Di tengah ketidakpastian ekonomi global, Amid global economic uncertainty, Indonesia’s perekonomian Indonesia tetap menunjukkan economy remained relatively resilient, recording ketahanan dengan pertumbuhan sekitar 5,11% pada growth of approximately 5.11% in 2025, slightly higher 2025, sedikit meningkat dibandingkan 5,03% pada than 5.03% in 2024, supported by domestic demand, 2024, yang didukung oleh permintaan domestik, investment, and government spending. However, investasi, dan belanja Pemerintah. Namun demikian, economic conditions throughout 2025 were also sepanjang tahun 2025 kondisi ekonomi juga diwarnai marked by several external challenges, including berbagai tantangan eksternal, termasuk volatilitas global commodity price volatility and capital flow harga komoditas global serta tekanan arus modal pressures that affected business activity across yang memengaruhi aktivitas dunia usaha. Nilai tukar sectors. As of December 31, 2025, the Rupiah stood Rupiah per 31 Desember 2025 tercatat Rp16.675 per at Rp16,675 per US dollar, depreciating 3.48% (ptp) dolar AS, melemah 3,48% (ptp) dibandingkan akhir compared to the end of 2024, while inflation remained 2024, sementara inflasi tetap berada dalam kisaran within the 2.5±1% target range, with Consumer sasaran 2,5±1%, dengan inflasi berdasarkan Indeks Price Index (CPI) inflation recorded at 2.92% (yoy). Harga Konsumen (IHK) sebesar 2,92% (yoy). Kondisi These conditions made 2025 a challenging year. tersebut menjadikan tahun 2025 sebagai periode yang menantang. PT United Tractors Tbk - 2025 Annual Report 31
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Laporan Manajemen
Penilaian Kinerja Direksi Assessment of the Board of Directors’
Performance
Dewan Komisaris telah melakukan evaluasi The Board of Commissioners has conducted
menyeluruh atas kinerja Direksi sepanjang tahun a comprehensive evaluation of the Board of
buku 2025 dengan mengacu pada Rencana Directors’ performance throughout fiscal year 2025,
Kerja dan Master Budget, arah strategis dalam based on the Work Plan and Master Budget, the
President Message 2025, serta dinamika kondisi strategic direction outlined in the 2025 President
bisnis yang dihadapi Perseroan. Evaluasi dilakukan Message, and the evolving business environment.
melalui pelaporan berkala, rapat gabungan, dan The evaluation was carried out through periodic
pembahasan berbagai isu strategis, operasional, reporting, joint meetings, and discussions on
dan keuangan. Tahun 2025 merupakan periode strategic, operational, and financial matters. The
yang menantang akibat tekanan harga komoditas, year 2025 was particularly challenging due to
dinamika geopolitik global, serta tantangan commodity price pressures, global geopolitical
operasional di awal tahun. Dewan Komisaris menilai dynamics, and operational challenges early in the
bahwa penurunan kinerja Perseroan dibandingkan year. The Board of Commissioners observed that
dengan tahun sebelumnya dipengaruhi oleh faktor the Company’s performance decline was driven
eksternal, sehingga pencapaian kinerja Perseroan by external factors, therefore, the Company’s
sepanjang tahun 2025 perlu dilihat secara performance in 2025 needs to be viewed
komprehensif dengan mempertimbangkan berbagai comprehensively by considering various external
faktor eksternal yang memengaruhi aktivitas factors affecting the Company’s operational
operasional dan kinerja keuangan Perseroan. activities and financial performance.
Secara finansial, Perseroan membukukan Financially, the Company recorded net revenue of
pendapatan bersih sebesar Rp131,3 triliun Rp131.3 trillion (Rp134.4 trillion in 2024) and net profit
(Rp 134,4 triliun di tahun 2024) dengan laba bersih of Rp14.8 trillion (Rp19.5 trillion in 2024). Revenue
Rp14,8 triliun (Rp19,5 triliun di tahun 2024). Kontribusi contributions came from the Construction Machinery
pendapatan berasal dari segmen Mesin Konstruksi segment at Rp36.6 trillion, Mining Contracting
sebesar Rp36,6 triliun, Kontraktor Penambangan at Rp54.1 trillion, Thermal and Metallurgical Coal
Rp54,1 triliun, Pertambangan Batu Bara Termal dan Mining at Rp24.2 trillion, Gold and Other Minerals
Metalurgi Rp24,2 triliun, Pertambangan Emas dan Mining at Rp14.0 trillion, and Other segments at
Mineral Lainnya Rp14,0 triliun, serta segmen Lainnya Rp2.4 trillion. This composition reflects an increasingly
Rp2,4 triliun. Komposisi ini mencerminkan portofolio diversified portfolio, although commodity cycles
usaha yang semakin terdiversifikasi, meskipun continue to significantly impact key business lines.
tekanan siklus komoditas masih berpengaruh In response, the Board of Directors implemented
signifikan terhadap lini bisnis utama Perseroan. agile execution through tighter cost controls,
Dalam merespons kondisi tersebut, Direksi selective capital expenditures, and productivity
menerapkan pendekatan agile execution melalui optimization to maintain short-term stability and
pengetatan biaya, belanja modal yang selektif, dan financial flexibility.
optimalisasi produktivitas guna menjaga stabilitas
jangka pendek dan fleksibilitas keuangan.
32 Laporan Tahunan 2025 - PT United Tractors Tbk
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Management Reports
Direksi juga melanjutkan implementasi 3P Roadmap The Board of Directors also continued implementing
(Portfolio, People, Public Contribution) sebagai the 3P Roadmap (Portfolio, People, Public
kerangka transformasi jangka menengah dan Contribution) as a medium and long-term
panjang. Pada aspek Portfolio, fokus diarahkan transformation framework. Under the Portfolio pillar,
pada penguatan bisnis utama, diversifikasi non- focus remained on strengthening key businesses,
batu bara, serta pengembangan emas, nikel, dan diversifying to non-coal businesses, and developing
energi terbarukan untuk membangun sumber gold, nickel, and renewable energy to establish
pertumbuhan yang lebih berkelanjutan. Di sisi more sustainable growth drivers. In operational
operational excellence dan transformasi digital, excellence and digital transformation, initiatives
Direksi memperkuat sistem ERP, pemanfaatan data included strengthening ERP systems, leveraging data
analytics, serta penerapan teknologi operasional analytics, and applying operational technologies,
khususnya pada segmen kontraktor penambangan particularly within mining contracting and mineral
dan mineral. Sementara itu, pada aspek People, segments. Meanwhile, under the People pillar, efforts
Direksi terus mendorong penguatan integritas, tata focused on reinforcing integrity, governance, and
kelola, dan pembangunan organisasi yang lebih agile building a more agile and productive organization to
dan produktif guna mendukung agenda transformasi support sustainable transformation.
Perseroan secara berkelanjutan.
Pengawasan dalam Perumusan dan Supervision over the Formulation and
Implementasi Strategi Perusahaan Implementation of Corporate Strategy
Penetapan arah strategis Perseroan tahun 2025 The Company’s 2025 strategic direction was
dilakukan melalui proses perencanaan terstruktur established through a structured planning process
yang selaras dengan strategi Grup, dengan aligned with the Group’s strategy, taking into account
mempertimbangkan dinamika industri, kondisi industry dynamics, macroeconomic conditions, and
makroekonomi, dan kebutuhan transformasi jangka long-term transformation needs. In this process,
panjang. Dalam proses tersebut, Dewan Komisaris the Board of Commissioners provided strategic
memberikan perspektif strategis agar strategi yang perspectives in order for the Board of Directors’
dirumuskan Direksi tidak hanya tanggap terhadap strategy was not only responsive to short-term
tekanan jangka pendek, tetapi juga menjaga pressures but also sustained the Company’s long-
kesinambungan pertumbuhan Perseroan. term growth trajectory.
Sepanjang tahun berjalan, Dewan Komisaris Throughout the year, the Board of Commissioners
memfokuskan pengawasan pada konsistensi antara focused its oversight on ensuring consistency
perencanaan dan implementasi strategi utama di between planning and execution of key strategies
seluruh lini usaha melalui evaluasi laporan kinerja, across all business lines, reviewing performance
diskusi isu strategis, dan penelaahan langkah korektif reports, discussing strategic issues, and evaluating
manajemen. Pada paruh awal 2025, ketika tekanan management’s corrective actions. During the first
pasar dan ketidakpastian meningkat, perhatian half of 2025, amid heightened market pressure
khusus diberikan pada ketahanan model bisnis, serta and uncertainty, particular attention was given
prioritas investasi tanpa mengabaikan kesiapan to business model resilience, and investment
jangka menengah. prioritization without compromising medium-
term readiness.
PT United Tractors Tbk - 2025 Annual Report 33
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Laporan Manajemen
Melalui pembahasan berkala dengan Direksi, Through regular discussions with the Board of
Dewan Komisaris mendorong keseimbangan Directors, the Board of Commissioners pushed
antara pencapaian kinerja jangka pendek dan for a balanced approach between short-term
penguatan struktur bisnis jangka panjang, sehingga performance achievement and long-term structural
arah transformasi Perseroan tetap terjaga secara business strengthening, maintaining the Company’s
berkelanjutan. transformation path on a sustainable basis.
Pandangan atas Prospek Usaha View on Business Prospects
Dewan Komisaris memandang prospek usaha The Board of Commissioners views the Company’s
Perseroan berada dalam lanskap yang menuntut business outlook as requiring prudence amid global
kehati-hatian di tengah ketidakpastian geopolitik geopolitical uncertainty, policy adjustments in major
global, perubahan kebijakan negara-negara economies, and commodity price volatility affecting
ekonomi besar, serta fluktuasi harga komoditas yang the heavy equipment, mining, and energy industries.
memengaruhi industri alat berat, pertambangan, In the short term, performance recovery depends
dan energi. Dalam jangka pendek, pemulihan on disciplined execution, cost control, productivity
kinerja sangat bergantung pada disiplin eksekusi, improvement, and prudent management of capacity,
pengendalian biaya, peningkatan produktivitas, serta capital expenditures, and working capital.
pengelolaan kapasitas, belanja modal, dan modal
kerja secara prudent.
Dalam perspektif jangka menengah dan panjang, From a medium to long-term perspective, the
Perseroan memiliki landasan kuat untuk tumbuh Company maintains a solid foundation for sustainable
berkelanjutan, didukung kebutuhan alat berat, jasa growth, supported by demand for heavy equipment,
kontraktor pertambangan, serta solusi yang lebih mining contracting services, and more efficient and
efisien dan berkelanjutan seiring pembangunan sustainable solutions aligned with infrastructure
infrastruktur, hilirisasi industri, dan transisi energi. development, industrial downstreaming, and
energy transition.
Meskipun tantangan masih signifikan, Dewan Despite ongoing challenges, the Board believes
Komisaris menilai Perseroan memiliki kekuatan the Company has sufficient strategic strength to
strategis untuk menavigasi fase transisi ini dan navigate this transition and build healthier growth
membangun momentum pertumbuhan yang momentum. Maintaining a balance between
lebih sehat. Keseimbangan antara kehati-hatian short-term prudence and measured strategic
jangka pendek dan inisiatif-inisiatif strategis yang initiatives will remain essential to safeguarding
terukur menjadi tetap penting guna mendukung the Company’s long-term interests and those
kepentingan jangka panjang Perseroan dan para of its stakeholders.
pemangku kepentingan.
34 Laporan Tahunan 2025 - PT United Tractors Tbk
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Management Reports Pandangan atas Penerapan Tata Kelola View on the Implementation of Corporate Perusahaan Governance Dewan Komisaris memandang penerapan Tata The Board of Commissioners views the Kelola Perusahaan yang Baik (Good Corporate implementation of Good Corporate Governance Governance/GCG) sebagai fondasi utama dalam (GCG) as a fundamental pillar in sustaining business menjaga keberlanjutan usaha dan kepercayaan continuity and stakeholder trust, particularly amid pemangku kepentingan, terutama di tengah tekanan the business pressures and uncertainties of 2025. dan ketidakpastian bisnis sepanjang 2025. Tata Governance serves not only as a compliance kelola tidak hanya berfungsi sebagai kepatuhan, mechanism but also as a decision-making tetapi juga sebagai kerangka pengambilan framework that ensures prudent, transparent, and keputusan yang memastikan pengelolaan accountable management. Throughout the year, Perseroan berjalan secara prudent, transparan, the Board of Directors strengthened governance dan bertanggung jawab. Sepanjang tahun, Direksi structures, processes, and culture through consistent memperkuat struktur, proses, dan budaya tata kelola risk management, improved management melalui konsistensi pengelolaan risiko, peningkatan reporting, and enhanced internal controls. kualitas pelaporan manajemen, serta penguatan pengendalian internal. Transformasi digital melalui sistem informasi Digital transformation through integrated terintegrasi, dashboard kinerja, dan penguatan information systems, performance dashboards, and infrastruktur data turut meningkatkan transparansi strengthened data infrastructure further improved serta efektivitas monitoring kinerja dan risiko. Dewan transparency and the effectiveness of performance Komisaris juga menilai integrasi aspek ESG semakin and risk monitoring. The Board of Commissioners melekat dalam operasional dan pengembangan also observed stronger ESG integration into portofolio, disertai penegakan etika, kepatuhan operations and portfolio development, alongside regulasi, dan prinsip zero tolerance terhadap reinforced ethics, regulatory compliance, and a pelanggaran. Secara keseluruhan, penerapan tata zero-tolerance policy toward violations. Overall, kelola Perseroan pada 2025 dinilai berjalan ke arah governance implementation in 2025 progressed in yang tepat dan terus mengalami penguatan. the right direction and continued to strengthen. PT United Tractors Tbk - 2025 Annual Report 35
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Laporan Manajemen
Perubahan Komposisi Dewan Komisaris Changes in the Composition of the Board of
Commissioners
Pada tahun 2025, terdapat perubahan susunan In 2025, there was a change in the composition of
anggota Dewan Komisaris Perseroan berdasarkan the Company’s Board of Commissioners based
keputusan RUPS Tahunan tanggal 25 April 2025 untuk on the resolution of the Annual General Meeting
masa jabatan 2025-2027, dengan mengangkat of Shareholders held on April 25, 2025 for the
Gita Tiffani Boer sebagai Komisaris dan Ignasius 2025–2027 term of office, which appointed Gita
Jonan sebagai Komisaris Independen Perseroan, Tiffani Boer as Commissioner and Ignasius Jonan
sehingga susunan anggota Dewan Komisaris as Independent Commissioner of the Company,
per 31 Desember 2025 adalah sebagai berikut: accordingly the composition of the Company’s Board
of Commissioners as at December 31, 2025 was
as follows:
Nama Jabatan
Name Position
Djony Bunarto Tjondro Presiden Komisaris | President Commissioner
Rudy Wakil Presiden Komisaris | Deputy President Commissioner
Ignasius Jonan Komisaris Independen | Independent Commissioner
Paulus Bambang Widjanarko Komisaris Independen | Independent Commissioner
Bruce Malcolm Cox Komisaris Independen | Independent Commissioner
Benjamin Herrenden Birks Komisaris | Commissioner
Gita Tiffani Boer Komisaris | Commissioner
Djoko Pranoto Santoso Komisaris | Commissioner
36 Laporan Tahunan 2025 - PT United Tractors Tbk
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Management Reports
Apresiasi Appreciation
Dewan Komisaris menyampaikan apresiasi setinggi- The Board of Commissioners extends its highest
tingginya kepada Direksi, manajemen, seluruh appreciation to the Board of Directors, management,
insan Perseroan, dan entitas anak atas dedikasi, all employees, and subsidiaries for their dedication,
profesionalisme, serta komitmen sepanjang tahun professionalism, and commitment throughout 2025 in
2025 dalam menjaga kesinambungan operasional maintaining operational continuity and organizational
dan stabilitas organisasi di tengah tantangan yang stability amid significant challenges. The Board
signifikan. Ucapan terima kasih juga disampaikan also expresses its gratitude to shareholders for their
kepada para pemegang saham atas kepercayaan continued trust, as well as to business partners and
yang berkelanjutan, serta kepada mitra usaha dan all stakeholders whose support and collaboration
seluruh pemangku kepentingan atas dukungan dan have strengthened the Company’s resilience.
kolaborasi yang memperkuat ketahanan Perseroan.
Berbekal pembelajaran sepanjang 2025, Dewan Drawing on the lessons of 2025, the Board
Komisaris meyakini Perseroan memiliki fondasi yang believes the Company has a solid foundation to
kuat untuk melanjutkan resiliensi, meningkatkan continue its resilience, enhance performance,
kinerja, dan membangun pertumbuhan yang lebih and build more sustainable growth to create
berkelanjutan guna menciptakan nilai jangka long-term value for all stakeholders.
panjang bagi seluruh pemangku kepentingan.
Atas Nama Dewan Komisaris PT United Tractors Tbk
On Behalf of the Board of Commissioners of PT United Tractors Tbk
Djony Bunarto Tjondro
Presiden Komisaris
President Commissioner
PT United Tractors Tbk - 2025 Annual Report 37
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Laporan Manajemen
Dewan Komisaris
Board of Commissioners
Gita Tiffani Boer Rudy Djoko Pranoto Djony Bunarto Tjondro
Komisaris Wakil Presiden Komisaris Santoso Presiden Komisaris
Commissioner Vice President Komisaris President Commissioner
Commissioner Commissioner
38 Laporan Tahunan 2025 - PT United Tractors Tbk
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Management Reports
Benjamin Herrenden Ignasius Jonan Paulus Bambang Bruce Malcolm Cox
Birks Komisaris Independen Widjanarko Komisaris Independen
Komisaris Independent Commissioner Komisaris Independen Independent Commissioner
Commissioner Independent Commissioner
PT United Tractors Tbk - 2025 Annual Report 39
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Laporan Manajemen
Laporan Direksi
Board of Directors’ Report
Sepanjang tahun 2025, Perseroan menjalankan
operasional dalam lingkungan usaha yang
penuh tantangan. Namun demikian, melalui
respons Direksi yang cepat dan adaptif, disiplin
pengendalian biaya, serta portofolio usaha yang
semakin terdiversifikasi, Perseroan mampu
menjaga stabilitas operasional dan ketahanan
Frans Kesuma
keuangan secara konsolidasi. Presiden Direktur
Throughout 2025, the Company operated in a challenging business President Director
environment. However, through the Board of Directors’ quick and
adaptive response, cost control discipline, and an increasingly
diversified business portfolio, the Company was able to maintain
operational stability and consolidated financial resilience.
40 Laporan Tahunan 2025 - PT United Tractors Tbk
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Management Reports
Para Pemegang Saham yang Terhormat, Dear Shareholders,
Tahun 2025 kembali menjadi periode yang penuh The year 2025 was once again a period marked by
dinamika bagi Perseroan, ditandai oleh fluktuasi harga significant dynamics for the Company, characterised
komoditas, perlambatan ekonomi global, kompetisi by volatility in commodity prices, a slowdown in the
industri yang semakin ketat, serta perubahan global economy, intensifying industry competition,
regulasi yang memengaruhi sektor pertambangan and regulatory changes the mining and construction
dan konstruksi. Di tengah ketidakpastian tersebut, sectors. Amid these uncertainties, the Company
Perseroan tetap menjaga ketangguhan operasional continued to maintain operational resilience
melalui disiplin manajemen biaya, optimalisasi through disciplined cost management, productivity
produktivitas, dan penguatan portofolio yang optimisation, and the strengthening of an increasingly
semakin terdiversifikasi. Dukungan seluruh insan diversified portfolio. The unwavering support of
Perseroan serta kepercayaan para pemangku all the Company’s employees, together with the
kepentingan memungkinkan Perseroan tetap berada trust of our stakeholders, enabled the Company to
pada posisi yang kompetitif dalam menghadapi remain competitively positioned in an ever-evolving
lanskap bisnis yang terus berubah. Mewakili Direksi, business landscape. On behalf of the Board of
perkenankan saya menyampaikan ringkasan kinerja Directors, I am pleased to present a summary of the
Perseroan untuk tahun buku yang berakhir pada Company’s performance for the financial year ended
31 Desember 2025. December 31, 2025.
Tantangan Tahun 2025 dan Analisis Challenges in 2025 and External
Lingkungan Eksternal Environment Analysis
Tahun 2025 berlangsung dalam lanskap ekonomi The year 2025 unfolded within a global economic
global yang masih diliputi ketidakpastian. IMF landscape still marked by uncertainty. The
memproyeksikan pertumbuhan ekonomi dunia sekitar International Monetary Fund (IMF) projected global
3,3%, menunjukkan perlambatan moderat di tengah economic growth of around 3.3%, indicating a
tekanan geopolitik, perlambatan perdagangan moderate slowdown amid geopolitical pressures,
global, serta pengetatan kebijakan fiskal dan moneter weakening global trade, and tighter fiscal and
di sejumlah negara maju. Aktivitas manufaktur global monetary policies in several advanced economies.
yang melemah dan moderasi pertumbuhan Tiongkok The softening of global manufacturing activity and the
berdampak pada permintaan komoditas energi dan moderation of China’s economic growth also weighed
mineral. Kondisi ini turut memengaruhi dinamika on demand for energy and mineral commodities.
industri berbasis komoditas yang menjadi bagian These conditions also affected the dynamics of the
dari portofolio usaha Perseroan sepanjang tahun. commodity-based industries, which is part of the
Company’s business portfolio throughout the year.
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Di tingkat domestik, fondasi ekonomi Indonesia At the domestic level, Indonesia’s economic
tetap kuat dengan pertumbuhan PDB sekitar 5,11% di fundamentals remained resilient, with GDP growth of
tahun 2025 menurut BPS. Konsumsi rumah tangga, approximately 5.11% in 2025, according to Statistics
aktivitas industri, serta perkembangan kawasan Indonesia (BPS). Household consumption, industrial
industri menjadi pendorong utama. Namun, activity, and the development of industrial estates
volatilitas nilai tukar, fluktuasi harga komoditas, were the main growth drivers. Nevertheless, exchange
serta dinamika kebijakan di sektor energi dan rate volatility, fluctuations in commodity prices,
pertambangan tetap menjadi faktor eksternal yang and policy dynamics in the energy and mining
harus dicermati oleh industri nasional termasuk sectors remain external factors that must be closely
seluruh lini usaha Perseroan. monitored by the national industry, including all of
the Company’s business lines.
Segmen Mesin Konstruksi Construction Machinery Segment
Pasar alat berat nasional pada 2025 masih In 2025, the domestic heavy equipment market
berada dalam kondisi selektif karena rendahnya remained selective due to subdued investment
aktivitas investasi di sektor pertambangan serta activity in the mining sector and the slow recovery of
belum pulihnya permintaan dari sektor konstruksi. demand from the construction sector. Competition
Persaingan dari produsen alat berat asal Tiongkok from Chinese heavy equipment manufacturers
semakin ketat dengan penetrasi harga yang lebih intensified, driven by more competitive pricing
kompetitif, sehingga memengaruhi pola belanja strategies that influenced customers’ purchasing
pelanggan. Pelaku industri juga harus beradaptasi behavior. Industry players must also adapt to
dengan perubahan preferensi teknologi dan tuntutan changes in technological preferences and increasing
efisiensi operasional. demands for operational efficiency.
Segmen Kontraktor Pertambangan Mining Contracting Segment
Industri kontraktor tambang di 2025 menghadapi The mining contracting industry in 2025 faced
tantangan eksternal berupa harga batu bara external challenges arising from weakening coal
yang melemah, tingginya curah hujan yang prices, high rainfall that affected on project-site
berdampak pada produktivitas di lokasi proyek, productivity, and adjustments to production plans
serta penyesuaian rencana produksi dari pemilik by concession holders. Commodity market volatility
konsesi. Volatilitas pasar komoditas menyebabkan heightened the importance of cost control and
pengendalian biaya dan perencanaan operasional operational planning for mining service providers.
menjadi semakin kritis bagi seluruh pelaku industri Furthermore, government regulations concerning
jasa tambang. Selain itu, ketentuan pemerintah RKAB approvals, mine safety, and environmental
mengenai RKAB, keselamatan tambang, dan compliance required mining contractors to maintain
kepatuhan lingkungan menuntut kontraktor high operational standards and strengthen the
tambang untuk mempertahankan standar reliability of their risk management systems.
operasional yang tinggi dan meningkatkan
keandalan sistem pengelolaan risiko.
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Segmen Pertambangan Mining Segment
Pasar batu bara global pada tahun 2025 berada The global coal market in 2025 was under pressure
dalam tekanan seiring melemahnya permintaan as demand from several major consumer countries
dari sejumlah negara konsumen utama serta weakens and supply from several producing countries
meningkatnya pasokan dari beberapa negara increases. These conditions resulted in coal prices
produsen. Kondisi tersebut mendorong harga to move in a more moderate trend throughout the
batu bara bergerak pada tren yang lebih moderat year, thereby increasing the need for efficiency and
sepanjang tahun, sehingga meningkatkan operational discipline for industry players. In Indonesia,
kebutuhan efisiensi dan disiplin operasional bagi the mining business environment is also influenced by
pelaku industri. Di Indonesia, lingkungan usaha global market dynamics and developments in energy
pertambangan turut dipengaruhi oleh dinamika and mining sector policies that continue to evolve.
pasar global serta perkembangan kebijakan di sektor
energi dan pertambangan yang terus berkembang.
Sementara itu, pada komoditas mineral lainnya, Meanwhile, for other mineral commodities, global
harga emas global pada tahun 2025 bergerak gold prices in 2025 are moving in a relatively
dalam tren yang relatif kuat di tengah meningkatnya strong trend amid increasing global economic
ketidakpastian ekonomi global, sehingga mendorong uncertainty, thereby driving investor interest in
minat investor terhadap aset lindung nilai. Di sisi hedge assets. On the other hand, the nickel industry
lain, industri nikel menghadapi tantangan berupa faces the challenge of faster global supply growth
peningkatan pasokan global yang lebih cepat compared to demand growth from the electric
dibandingkan pertumbuhan permintaan dari industri vehicle battery and stainless-steel industries.
baterai kendaraan listrik dan stainless steel.
Segmen Lainnya Other Segments
Sektor konstruksi nasional pada tahun 2025 The national construction sector in 2025 will
menunjukkan dinamika yang dipengaruhi oleh show dynamics influenced by developments
perkembangan pembangunan infrastruktur, in infrastructure, industrial estates, data
kawasan industri, data center, serta fasilitas publik centers, and other public facilities. Amidst these
lainnya. Di tengah dinamika tersebut, pelaku dynamics, construction industry players will still
industri konstruksi tetap dituntut untuk menjaga be required to maintain operational efficiency
efisiensi operasional serta meningkatkan ketepatan and improve project management accuracy.
pengelolaan proyek.
Pertumbuhan aktivitas industri, smelter, dan Meanwhile, the growth of industrial activities,
data center di Indonesia pada 2025 mendorong smelters, and data centers in Indonesia in 2025
peningkatan permintaan energi, termasuk listrik drove higher energy demand, including electricity
berbasis energi baru dan terbarukan (EBT). generated from renewable energy sources.
Kebijakan pemerintah terkait percepatan bauran Government policies aimed at accelerating the
energi terbarukan dan pengembangan infrastruktur renewable energy mix and developing power
ketenagalistrikan membuka peluang ekspansi bagi infrastructure opened expansion opportunities
pelaku industri energi bersih. Namun, ketidakpastian for clean energy industry players. However,
harga energi global, tantangan perizinan proyek global energy price uncertainty, challenges
EBT, serta standar keberlanjutan yang semakin ketat in obtaining permits for renewable energy
menciptakan lingkungan usaha yang menuntut projects, and increasingly stringent sustainability
ketepatan pengelolaan risiko dan perencanaan standards created a business environment that
investasi jangka panjang. required robust risk management and long-term
investment planning.
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Strategi dan Inisiatif Strategy and Initiatives
Perseroan melanjutkan implementasi 3P Roadmap The Company continued the implementation of the
(Portfolio, People, Public Contribution) sebagai fondasi 3P Roadmap (Portfolio, People, Public Contribution) as
strategi korporasi dalam memperkuat ketahanan the foundation of its corporate strategy to strengthen
usaha dan menciptakan nilai jangka panjang. Tahun business resilience and create long-term value. The
2025 menjadi fase konsolidasi strategis, di mana year 2025 marked a phase of strategic consolidation,
Perseroan menyeimbangkan kebutuhan menjaga during which the Company balanced the need to
stabilitas jangka pendek dengan penyiapan arah maintain short-term stability with the preparation
pertumbuhan berkelanjutan, di tengah volatilitas of a sustainable growth trajectory, amid commodity
harga komoditas dan perubahan regulasi. price volatility and evolving regulatory dynamics.
Sejalan dengan Aspirasi Keberlanjutan 2030, In line with the Sustainability Aspiration 2030, the
Perseroan mencanangkan untuk mencapai Company has set a target to achieve a balanced
keseimbangan pendapatan antara bisnis batu contribution of revenue between coal and non-
bara dan non-batu bara pada tahun 2030. Untuk coal businesses by 2030. To realize this aspiration,
mewujudkan aspirasi tersebut, Perseroan secara the Company continues to pursue a portfolio
konsisten melanjutkan strategi diversifikasi portofolio, diversification strategy, with a particular focus on
dengan fokus utama pada pengembangan bisnis expanding non-coal businesses and renewable
non-batu bara dan energi terbarukan, guna energy, to strengthen business resilience and create
memperkuat ketahanan usaha dan menciptakan sustainable long-term value.
nilai jangka panjang yang berkelanjutan.
Pada aspek Portfolio, strategi difokuskan pada tiga From a Portfolio perspective, the strategy focused
arah utama, yaitu optimalisasi bisnis inti, diversifikasi on three key directions: optimizing core businesses,
non-coal, serta pengembangan energi bersih non-coal diversification, and advancing clean energy
dan keberlanjutan. Tekanan harga batu bara dan and sustainability initiatives. Pressure from lower
dinamika industri pertambangan global mendorong coal prices and global mining industry dynamics
Perseroan untuk memperkuat efisiensi aset, prompted the Company to enhance asset efficiency,
pengendalian biaya, serta penyesuaian kapasitas strengthen cost control, and selectively adjust
operasional secara selektif. Kebijakan selective capex operational capacity. A selective capital expenditure
diterapkan dengan menunda investasi non-prioritas (capex) policy was implemented by deferring non-
guna menjaga likuiditas dan memperkuat struktur priority investments to preserve liquidity and reinforce
neraca keuangan, tanpa mengurangi kesiapan the balance sheet, while maintaining readiness for
jangka menengah. medium-term growth.
Dalam kerangka diversifikasi, Perseroan Within the diversification framework, the Company
mempercepat pengembangan portofolio emas, accelerated the development of its gold, nickel,
nikel, dan energi terbarukan. Diversifikasi bisnis ke and renewable energy portfolios. The business
sektor mineral diposisikan sebagai penyeimbang diversification into the mineral sector was positioned
siklus batu bara, di mana pada segmen nikel as a counterbalance to the coal cycle, while in the
Perseroan mempersiapkan penguatan rantai nilai nickel segment the Company prepared to strengthen
melalui pengembangan smelter RKEF dan kajian its value chain through the development of an RKEF
downstream. Di sektor energi, Perseroan secara smelter and downstream studies. In the energy sector,
bertahap memperluas portofolio energi terbarukan the Company gradually expanded its renewable
melalui PLTA aliran sungai langsung, PLTS, geotermal, energy portfolio through run-of-river hydropower,
serta proyek pembangkit listrik tenaga sampah solar power plants, geothermal projects, and the
(PLTSa), sebagai bagian dari strategi transisi energi. waste-to-energy (PLTSa) project, as part of its energy
transition strategy.
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Untuk mendukung daya saing dan ketahanan To support competitiveness and operational
operasional, Perseroan menempatkan operational resilience, the Company positioned operational
excellence dan transformasi digital sebagai enabler excellence and digital transformation as key strategic
strategis. Fokus diarahkan pada peningkatan enablers. The focus was directed toward improving
produktivitas, penguatan rantai pasok, serta productivity, strengthening supply chain capabilities,
pengambilan keputusan berbasis data melalui and enabling data-driven decision-making through
pemanfaatan big data, fleet management, dan the utilization of big data, fleet management, and
predictive analytics. Pada segmen kontraktor predictive analytics. In the mining contracting
penambangan, teknologi Mine Image Recognition segment, Mine Image Recognition (MIR) technology
(MIR) diterapkan untuk memperkuat keselamatan was deployed to strengthen safety performance and
dan presisi operasional. operational precision.
Sejalan dengan agenda bisnis, aspek keberlanjutan In line with its business agenda, sustainability was
diintegrasikan ke dalam strategi melalui integrated into the Company’s strategy through
pengembangan nature-based solutions (NbS), the development of nature-based solutions (NbS),
efisiensi sumber daya, serta aspirasi zero harm. resource efficiency initiatives, and the aspiration
Perseroan juga melanjutkan program pemberdayaan of zero harm. The Company also continued its
masyarakat dan peningkatan inklusivitas tenaga community empowerment programs and efforts
kerja, termasuk penyerapan tenaga kerja difabel, to enhance workforce inclusivity, including the
sebagai bagian dari komitmen sosial jangka panjang. employment of persons with disabilities, as part of its
long-term social commitment.
Peranan Direksi dalam Perumusan Strategi Role of the Board of Directors in the
dan Kebijakan Strategis 2025 Formulation of Strategy and Strategic
Policies in 2025
Direksi menjalankan peranan sentral dalam The Board of Directors plays a central role in
merumuskan strategi dan kebijakan strategis formulating the Company’s strategy and strategic
Perseroan melalui planning cycle tahunan yang policies through a structured annual planning cycle
terstruktur dan selaras dengan kerangka Grup Astra. aligned with the Astra Group framework. This process
Proses ini diawali dengan evaluasi menyeluruh begins with a comprehensive evaluation of external
atas dinamika eksternal, termasuk volatilitas dynamics, including commodity price volatility,
harga komoditas, perubahan regulasi, tantangan regulatory changes, operational challenges, and
operasional, serta peluang pertumbuhan di luar growth opportunities beyond coal, which form the
batu bara, sebagai dasar penetapan arah strategis basis for defining the Company’s strategic direction
tahun 2025. for 2025.
Sebagai tindak lanjut arahan strategis Grup As a follow-up to the Astra Group’s strategic guidance
Astra melalui Astra President Letter, Presiden conveyed through the Astra President Letter, the
Direktur menyusun President Message 2025 yang President Director formulates the President Message
menjadi pedoman utama bagi seluruh unit bisnis. 2025, which serves as the primary guideline for all
Direksi secara kolektif menetapkan prioritas business units. The Board of Directors collectively
strategis yang mencakup penguatan bisnis inti, establishes strategic priorities encompassing
disiplin efisiensi dan alokasi modal, percepatan the strengthening of core businesses, disciplined
diversifikasi portofolio, serta integrasi agenda efficiency and capital allocation, accelerated
keberlanjutan. Prinsip collective decision-making portfolio diversification, and the integration of
diterapkan untuk memastikan konsistensi arah sustainability initiatives. The principle of collective
strategi dengan visi jangka panjang Perseroan. decision-making is applied to ensure consistency
between the strategic direction and the Company’s
long-term vision.
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Dalam menghadapi koreksi tajam harga batu In response to the sharp correction in coal prices and
bara dan tantangan cuaca ekstrem pada awal the challenges posed by extreme weather conditions
2025, Direksi secara proaktif mengeluarkan arahan at the beginning of 2025, the Board of Directors
strategis kepada seluruh unit bisnis sebagai bagian proactively issued strategic directives to all business
dari mekanisme early warning, guna memastikan units as part of an early warning mechanism. This
respons yang cepat, terkoordinasi, dan berbasis approach ensured timely, coordinated, and risk-
mitigasi risiko dalam menjaga ketahanan keuangan mitigation-based responses to safeguard the
dan operasional Perseroan. Company’s financial and operational resilience.
Proses yang Dilakukan Direksi untuk Process Undertaken by the Board
Memastikan Implementasi Strategi of Directors to Ensure Strategy
Implementation
Direksi memastikan implementasi strategi berjalan The Board of Directors ensures the effective
efektif melalui mekanisme pemantauan dan evaluasi implementation of the Company’s strategy through
kinerja yang berjenjang dan berkelanjutan, mencakup a structured and continuous performance monitoring
evaluasi bulanan, triwulanan, dan tahunan. Evaluasi and evaluation mechanism, encompassing monthly,
dilakukan terhadap kinerja operasional, keuangan, quarterly, and annual reviews. These evaluations
dan sumber daya manusia dengan membandingkan cover operational, financial, and human capital
realisasi terhadap rencana kerja dan anggaran yang performance by comparing actual results against the
telah ditetapkan. approved work plans and budgets.
Dalam menghadapi dinamika eksternal sepanjang In responding to external dynamics throughout 2025,
2025, Direksi menerapkan pendekatan agile the Board of Directors applied an agile execution
execution melalui penguatan koordinasi lintas approach by strengthening cross-unit coordination
unit dan penetapan langkah korektif yang terukur. and implementing measured corrective actions.
Penyesuaian biaya, optimalisasi produktivitas, serta Cost adjustments, productivity optimisation, and
pengendalian belanja modal dilakukan secara selective control of capital expenditure were carried
selektif untuk menjaga kesinambungan operasi dan out to maintain operational continuity and short-term
stabilitas kinerja jangka pendek. performance stability.
Selain itu, Direksi memastikan keberlanjutan In addition, the Board of Directors ensures the
strategi jangka menengah dan panjang melalui sustainability of medium and long-term strategies
forum evaluasi strategis, termasuk outlook review through strategic evaluation forums, including outlook
dan pertemuan eksekutif lintas segmen. Forum ini reviews and cross-segment executive meetings.
digunakan untuk meninjau pencapaian inisiatif These forums are used to assess the progress of key
strategis, kesiapan organisasi, serta efektivitas strategic initiatives, organisational readiness, and
implementasi kebijakan, sehingga strategi the effectiveness of policy implementation, thereby
Perseroan dapat dijalankan secara konsisten ensuring that the Company’s strategy is executed
dan selaras dengan tujuan jangka panjang. consistently and remains aligned with its long-
term objectives.
Kinerja Tahun 2025 Performance in 2025
Sepanjang tahun 2025, Perseroan menjalankan Throughout 2025, the Company operated in a
operasional dalam lingkungan usaha yang penuh challenging business environment. Declining
tantangan. Penurunan harga komoditas, kondisi commodity prices, unfavorable weather conditions,
cuaca yang kurang kondusif, serta penyesuaian and adjustments to operational activities at several
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Management Reports aktivitas operasional di sejumlah pelanggan turut customers affected the Company’s business memengaruhi kinerja usaha Perseroan sepanjang performance throughout the year. However, through tahun. Namun demikian, melalui respons Direksi the Board of Directors’ quick and adaptive response, yang cepat dan adaptif, disiplin pengendalian biaya, cost control discipline, and an increasingly diversified serta portofolio usaha yang semakin terdiversifikasi, business portfolio, the Company was able to maintain Perseroan mampu menjaga stabilitas operasional operational stability and consolidated financial dan ketahanan keuangan secara konsolidasi. resilience. Kondisi tersebut berdampak pada kinerja konsolidasi These conditions will impact the Company’s Perseroan. Pada tahun 2025, Perseroan membukukan consolidated performance. In 2025, the Company pendapatan bersih sebesar Rp131,3 triliun, turun recorded net revenue of Rp131.3 trillion, decreased 2% 2% dibandingkan Rp134,4 triliun pada tahun 2024. compared to Rp134.4 trillion in 2024. This performance Kinerja ini terutama didorong oleh segmen Kontraktor was primarily driven by the Mining Contracting Penambangan yang mencatat pendapatan segment, which generated revenue of Rp54.1 trillion, sebesar Rp54,1 triliun, turun 7% dari Rp58,0 triliun, decreased by 7% from Rp58.0 trillion, as well as the serta segmen Mesin Konstruksi yang berkontribusi Construction Machinery segment, which contributed sebesar Rp36,6 triliun atau turun 2% dibandingkan Rp36.6 trillion, or a decrease of 2% year-on-year. tahun sebelumnya. Segmen Pertambangan Batu Bara Termal The Thermal and Metallurgical Coal Mining segment dan Metalurgi membukukan pendapatan recorded revenue of Rp24.2 trillion, a decline of sebesar Rp24,2 triliun, turun 7% dibandingkan 7% compared to Rp26.0 trillion in 2024, in line with Rp26,0 triliun pada tahun 2024, sejalan dengan weaker global coal prices. Meanwhile, the Gold melemahnya harga batu bara global. Sementara Mining and Other Minerals segment delivered strong itu, segmen Pertambangan Emas dan Mineral performance, with revenue of Rp14.0 trillion, increased Lainnya mencatatkan kinerja yang kuat dengan by 41% from Rp9.9 trillion in the previous year, supported pendapatan sebesar Rp14,0 triliun, meningkat by more favorable global gold price trends. 41% dibandingkan Rp9,9 triliun pada tahun sebelumnya, didukung oleh tren harga emas global yang lebih kondusif. Adapun laba bersih Perseroan pada tahun 2025 Net profit attributable to the Company in 2025 tercatat sebesar Rp14,8 triliun, turun 24% amounted to Rp14.8 trillion, a decrease of 24% dibandingkan Rp19,5 triliun pada tahun 2024, compared to Rp19.5 trillion in 2024, mainly terutama dipengaruhi oleh penurunan kontribusi influenced by decreased contribution from the dari segmen Kontraktor Penambangan yang Mining Contracting segment, which was hampered terkendala curah hujan tinggi dan segmen by high rainfall, and the Thermal Coal Mining and Pertambangan Batu Bara Termal dan Metalurgi Metallurgical segment due to lower coal selling karena harga jual batu bara yang lebih rendah prices, which was partially offset by stronger yang sebagian dapat diimbangi oleh penguatan gold prices. Overall, the 2025 performance harga emas. Secara keseluruhan, kinerja tahun reflects the Company’s business resilience in 2025 mencerminkan ketahanan bisnis Perseroan navigating external pressures and reaffirms the dalam menghadapi tekanan eksternal, sekaligus effectiveness of its portfolio diversification strategy menegaskan efektivitas strategi diversifikasi and disciplined execution as a foundation for portofolio dan disiplin eksekusi sebagai fondasi sustainable growth going forward. pertumbuhan yang berkelanjutan ke depan. PT United Tractors Tbk - 2025 Annual Report 47
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Kinerja Segmen Mesin Konstruksi Construction Machinery Segment
Performance
Segmen Mesin Konstruksi dijalankan oleh Perseroan The Construction Machinery segment is operated
sebagai perusahaan induk bersama anak usaha, by the Company as the holding entity together with
yang menyediakan penjualan alat berat dan alat its subsidiaries, providing sales of heavy equipment
transportasi beserta suku cadang, attachment, serta and transportation equipment, along with spare
jasa terkait lainnya. Sepanjang tahun 2025, kinerja parts, attachments, and related services. Throughout
segmen ini berlangsung dalam lingkungan pasar 2025, the segment operated in a challenging
yang menantang, dipengaruhi oleh melemahnya market environment, influenced by weaker demand
permintaan alat berat dari sektor pertambangan, for heavy equipment from the mining sector,
khususnya batu bara, serta meningkatnya intensitas particularly coal, and intensified competition from
persaingan dengan produsen alat berat asal Chinese heavy equipment manufacturers. These
Tiongkok. Kondisi tersebut mendorong pelanggan conditions led customers to adopt a more selective
untuk bersikap lebih selektif dan berhati-hati dalam and cautious approach to capital expenditure.
melakukan belanja modal.
Selain sektor pertambangan, permintaan alat berat In addition to the mining sector, demand for heavy
juga dipengaruhi oleh dinamika aktivitas di sektor equipment is also influenced by the dynamics of
konstruksi, kehutanan, dan perkebunan yang secara activity in the construction, forestry, and plantation
keseluruhan menunjukkan pertumbuhan yang lebih sectors, which overall show more moderate growth
moderat dibandingkan tahun sebelumnya. compared to the previous year.
Sejalan dengan dinamika pasar tersebut, pada In line with these market dynamics, at the beginning
awal tahun 2025 Perseroan menetapkan target of 2025 the Company set a sales target of 4,600 units
penjualan alat berat Komatsu sebesar 4.600 unit. for Komatsu heavy equipment. However, continued
Namun, berlanjutnya tekanan pada industri batu pressure on the global coal industry and more
bara global dan tingkat investasi pelanggan yang conservative investment behavior among customers
lebih konservatif mendorong penyesuaian target prompted an adjustment of the target to 4,500 units.
menjadi 4.500 unit. Penyesuaian ini mencerminkan This adjustment reflects the Company’s adaptive
pendekatan Perseroan yang adaptif terhadap approach to changing market conditions while
perubahan kondisi pasar, sekaligus memastikan ensuring that performance targets remain realistic
bahwa target kinerja tetap realistis dan terukur. and measurable.
Hingga akhir tahun 2025, volume penjualan alat By the end of 2025, Komatsu heavy equipment
berat Komatsu tercatat sebanyak 4.515 unit, naik sales reached 4,515 units, an increase of 2%
2% dibandingkan 4.420 unit pada tahun 2024. Pada compared to 4,420 units in 2024. In the commercial
segmen kendaraan niaga, penjualan UD Trucks vehicle segment, UD Trucks sales decreased
tercatat turun 34% dibandingkan 234 unit pada by 34% compared to 234 units in the previous
tahun sebelumnya, sementara penjualan Scania year, while Scania sales increased by 7%, from
mengalami kenaikan sebesar 7% dari 436 unit pada 436 units in 2024 to 466 units in 2025.
tahun 2024 menjadi 466 unit pada tahun 2025.
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Management Reports Meskipun berada dalam tekanan pasar, kinerja Despite market pressures, the overall performance of segmen Mesin Konstruksi secara keseluruhan the Construction Machinery segment remained within masih berada dalam koridor target tahunan yang the range of the revised annual targets. Adjustments telah disesuaikan. Penyesuaian strategi penjualan, to sales strategies, the strengthening of after- penguatan layanan purna jual, serta peningkatan sales services, and enhanced technical education edukasi teknis kepada pelanggan menjadi faktor for customers were key factors in maintaining the penting dalam menjaga daya saing Perseroan. Company’s competitiveness. This approach enabled Pendekatan ini memungkinkan Perseroan untuk the Company to sustain its competitive position amid mempertahankan posisi kompetitifnya di tengah changes in the heavy equipment industry landscape perubahan lanskap industri alat berat dan kompetisi and increasingly intense market competition. pasar yang semakin ketat. Kinerja Segmen Kontraktor Penambangan Mining Contracting Segment Performance Segmen Kontraktor Penambangan dijalankan oleh The Mining Contracting segment is operated by PT Pamapersada Nusantara (PAMA) bersama anak PT Pamapersada Nusantara (PAMA) together with usahanya, PT Kalimantan Prima Persada (KPP). its subsidiary, PT Kalimantan Prima Persada (KPP). Sepanjang tahun 2025, kinerja segmen ini tercatat Throughout 2025, the segment’s performance lebih rendah dibandingkan tahun sebelumnya, was lower than the previous year, in line with seiring melemahnya harga batu bara global, weakening global coal prices, reduced industry penurunan permintaan industri, serta revisi target demand, and revised production targets from produksi dari sejumlah pelanggan utama. Kondisi several key customers. These conditions were tersebut diperberat oleh tingginya curah hujan pada further exacerbated by high rainfall during much sebagian besar periode tahun yang berdampak of the year, which adversely affected mining pada produktivitas operasional tambang. operational productivity. Hingga akhir tahun, volume pemindahan tanah By year-end, overburden removal volume reached tercatat sebesar 1,10 miliar bcm, turun 10% 1.10 billion bcm, representing a decline of 10% dibandingkan capaian tahun 2024 sebesar compared to the 2024 achievement of 1.22 billion 1,22 miliar bcm, atau 12% lebih rendah dari bcm, or 12% lower than the target. Meanwhile, target. Sementara itu, produksi batu bara klien client’s coal production amounted to 148 million mencapai 148 juta ton di level yang sama dengan tons, at the same level as the previous year. tahun sebelumnya. Dalam menghadapi kondisi pasar yang In navigating these challenging market conditions, menantang tersebut, PAMA tetap berupaya PAMA maintained operational excellence, including mempertahankan operational excellence, yang the optimization of resource utilization, strict mencakup optimalisasi pemanfaatan sumber cost control, and equipment productivity. These daya, pengendalian biaya secara ketat, serta efforts were supported by strengthened digital produktivitas alat. Upaya ini didukung oleh transformation initiatives, including the migration penguatan transformasi digital melalui migrasi of the ERP system to SAP S/4HANA, the utilization sistem ERP ke SAP S/4HANA, pemanfaatan big of big data in planning and decision-making, and data dalam perencanaan dan pengambilan the implementation of Mine Image Recognition keputusan, serta implementasi teknologi Mine (MIR) technology to enhance workplace safety and Image Recognition (MIR) untuk meningkatkan operational precision at mining sites. keselamatan kerja dan presisi operasional di area tambang. PT United Tractors Tbk - 2025 Annual Report 49
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Menutup tahun 2025, PAMA tetap mempertahankan By the end of 2025, PAMA continued to maintain
posisinya sebagai market leader di industri jasa its position as a market leader in the national
pertambangan nasional. Selain itu, tahun 2025 mining services industry. In addition, 2025
menjadi tonggak awal ekspansi PAMA ke kegiatan marked an important milestone with PAMA’s
penambangan nikel, sebagai bagian dari strategi expansion into nickel mining activities, as part
diversifikasi portofolio jasa pertambangan di of its strategy to diversify its mining services
luar batu bara. Langkah ini diharapkan dapat portfolio beyond coal. This initiative is expected
memperkuat ketahanan segmen kontraktor to strengthen the long-term resilience of
penambangan dalam jangka panjang dan the mining contracting segment and reduce
mengurangi ketergantungan terhadap siklus dependence on the coal industry cycle.
industri batu bara.
Kinerja Segmen Pertambangan Mining Segment
Batu Bara Termal dan Metalurgi Thermal and Metallurgical Coal
Segmen Pertambangan Batu Bara Termal dan The Company’s Thermal and Metallurgical Coal
Metalurgi Perseroan dijalankan melalui PT Tuah Mining segment is operated through PT Tuah
Turangga Agung (Turangga Resources) sebagai Turangga Agung (Turangga Resources), which
entitas induk bisnis pertambangan dan perdagangan serves as the holding entity for the UT Group’s coal
batu bara Grup UT. Sepanjang tahun 2025, kinerja mining and trading business. Throughout 2025, the
segmen ini berlangsung dalam kondisi yang segment operated under relatively challenging
relatif menantang seiring berlanjutnya penurunan conditions amid the continued decline in global
harga batu bara global sejak akhir 2024, di tengah coal prices since the end of 2024, weakening global
melemahnya permintaan global dan meningkatnya demand, and increasing regulatory pressures.
tekanan regulasi. Rata-rata harga batu bara The average coal price based on the Newcastle
berdasarkan Newcastle Index tercatat sebesar Index stood at USD103.76 per tonne, representing
USD103,76 per ton, turun sekitar 23% dibandingkan a decline of approximately 23% compared to the
tahun sebelumnya, yang berdampak langsung pada previous year, which directly affected the segment’s
kinerja pendapatan segmen. revenue performance.
Meskipun menghadapi tekanan harga, volume Despite the pressure on prices, coal sales volumes
penjualan batu bara menunjukkan ketahanan yang demonstrated solid resilience. The Company reported
baik. Perseroan mencatatkan volume penjualan batu own coal sales volume of 11.6 million tons (including
bara milik sendiri sebesar 11,6 juta ton (termasuk batu metallurgical coal) increased by 14% from 2024.
bara metalurgi), meningkat 14% dari tahun 2024. Total coal sales volume including third party coal
Total volume penjualan batu bara termasuk batu increased by 9% to 14.3 million tons compared to
bara pihak ketiga mencapai 14,3 juta ton, meningkat 13.1 million tons in 2024, or approximately 2% of the
9% dibandingkan 13,1 juta ton pada tahun 2024, atau target. Of the total sales volume, metallurgical coal
sekitar 2% lebih tinggi dari target. Dari total penjualan contributed 3.7 million tons or 32% of sales from
tersebut, kontribusi batu bara metalurgi tercatat own mining production, increased by 16% from
sebesar 3,7 juta ton atau 32% dari penjualan produksi 3.2 million tons in the previous year, reflecting the
tambang sendiri, meningkat 16% dibandingkan Company’s efforts to optimize its product portfolio
3,2 juta ton pada tahun sebelumnya, mencerminkan amid changing market dynamics.
upaya Perseroan dalam mengoptimalkan portofolio
produk di tengah dinamika pasar.
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Management Reports
Dari sisi pasar ekspor, kinerja Perseroan relatif terjaga From an export market perspective, the Company’s
meskipun situasi geopolitik global masih berfluktuasi. performance remained relatively stable despite
Namun demikian, tekanan harga jual menyebabkan ongoing global geopolitical volatility. Nevertheless,
penurunan pendapatan segmen ini. pressure on selling prices resulted in decreased
revenue for this segment. .
Dalam merespons kondisi industri yang masih In response to the still-volatile industry environment,
volatil, Perseroan tetap memprioritaskan the Company continued to prioritize operational
kesinambungan operasi dan penguatan fondasi continuity and the strengthening of its medium-
jangka menengah. Sepanjang tahun 2025, berbagai term foundations. Throughout 2025, various
inisiatif pengembangan infrastruktur strategis terus strategic infrastructure development initiatives
dijalankan untuk mendukung target “Project 15 Juta were undertaken to support the target of “Project 15
Ton Sales di 2026”, termasuk penyelesaian Washing Million Tons Sales in 2026”, including the completion
Plant 2 PT Asmin Bara Bronang (ABB) pada November of Washing Plant 2 PT Asmin Bara Bronang (ABB) in
2025, pembangunan Washing Plant 2 PT Suprabari November 2025, the construction of Washing Plant
Mapanindo Mineral (SMM), serta ekspansi kapasitas 2 PT Suprabari Mapanindo Mineral (SMM), and the
pelabuhan SBTB dan Paring Lahung. Seiring dengan expansion of port capacity at SBTB and Paring Lahung.
itu, Perseroan juga memperkuat transformasi At the same time, the Company strengthened its
digital guna meningkatkan efisiensi operasional, digital transformation efforts to enhance operational
transparansi rantai pasok, serta integrasi data efficiency, supply chain transparency, and more
yang lebih solid dalam mendukung pengambilan robust data integration to support accurate,
keputusan berbasis informasi yang akurat. information-based decision-making.
Secara keseluruhan, meskipun kinerja segmen Overall, although the performance of the thermal and
pertambangan batu bara termal dan metalurgi metallurgical coal mining segment in 2025 remained
pada tahun 2025 masih dipengaruhi oleh tekanan influenced by external pressures, the resilience of
eksternal, ketahanan volume penjualan serta sales volumes and the strengthening of operational
penguatan fondasi operasional menjadi modal foundations provide an important base for the
penting bagi Perseroan untuk menghadapi dinamika Company to navigate future industry dynamics and
industri ke depan dan menjaga keberlanjutan bisnis sustain business continuity over the medium and
dalam jangka menengah dan panjang. long term.
Segmen Pertambangan Emas dan Mineral Gold Mining and Other Minerals Segment
Lainnya
Segmen Pertambangan Emas dan Mineral Lainnya The Gold Mining and Other Minerals segment is
dikelola melalui PT Agincourt Resources (PTAR), managed through PT Agincourt Resources (PTAR),
PT Sumbawa Jutaraya (SJR), dan PT Stargate Pasific PT Sumbawa Jutaraya (SJR), and PT Stargate Pasific
Resources (SPR). Resources (SPR).
PTAR mengoperasikan Tambang Emas Martabe di PTAR operates the Martabe Gold Mine in South
Tapanuli Selatan, Sumatra Utara, sementara SJR Tapanuli, North Sumatra, while SJR manages a gold
mengelola tambang emas di Pulau Sumbawa, Nusa mine on Sumbawa Island, West Nusa Tenggara.
Tenggara Barat. Sepanjang tahun 2025, kinerja Throughout 2025, the segment demonstrated
segmen ini menunjukkan ketahanan yang solid di solid resilience amid external dynamics,
tengah dinamika eksternal, didukung oleh lonjakan supported by a surge in global gold prices.
harga emas global.
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Dari sisi operasional, Perseroan menargetkan From an operational perspective, the Company
volume penjualan setara emas sebesar 240 ribu set a gold equivalent sales target of 240 thousand
ons, dengan realisasi penjualan dari PTAR dan SJR ounces, with actual sales from PTAR and SJR
mencapai sekitar 227 ribu ons, 5% lebih rendah atau reaching approximately 227 thousand ounces, 5%
turun 2% dibandingkan 232 ribu ons di tahun 2024. lower than the target, or 2% lower compared to 232
Meskipun demikian, dampaknya terhadap kinerja thousand ounces in 2024. Nevertheless, the impact
tetap terjaga seiring kenaikan harga emas global on performance remained stable amid a significant
yang signifikan sepanjang tahun 2025 dengan harga increase in global gold prices throughout 2025, with
emas yang mencapai USD4.339,65 per ounce di akhir gold prices reaching USD4,339.65 per ounce at the
tahun 2025. end of 2025.
Secara finansial, segmen Pertambangan Emas Financially, the Gold Mining and Other Minerals
dan Mineral Lainnya membukukan peningkatan segment recorded an increase in revenue, reflecting
pendapatan yang mencerminkan kemampuan the segment’s ability to maintain profitability and
segmen ini dalam menjaga profitabilitas dan partly set off other segments’ lower performance.
mengimbangi sebagian penurunan kinerja bisnis
yang lain.
Pada komoditas nikel, kinerja segmen mineral For nickel, the performance of the other minerals
lainnya pada tahun 2025, SPR menjalankan kegiatan segment in 2025, SPR continued its mining operations
operasional tambang di tengah kondisi pasar nikel amid the challenging market conditions and
yang menantang dan mencatatkan penjualan bijih recorded domestic sales of nickel ore. The Company
nikel ke pasar domestik. Perseroan menargetkan targeted nickel ore sales of 2.0 million wmt, with
volume penjualan bijih nikel sebesar 2,0 juta wmt, actual sales reaching 2.1 thousand wmt, comprising
dengan realisasi penjualan mencapai 2,1 juta wmt, 1.4 million wmt of limonite and 0.7 million wmt of
terdiri dari 1,4 juta wmt limonit dan 0,7 juta wmt saprolite, 3% higher than the target, or 4% higher
saprolite, 3% lebih tinggi dari target, atau 4% lebih than 2024. This achievement reflects the Company’s
tinggi dari tahun 2024. Capaian ini mencerminkan operational capability to maintain production
kemampuan operasional Perseroan dalam menjaga continuity despite pricing pressures.
kontinuitas produksi meskipun berada dalam
tekanan harga.
Sejalan dengan aktivitas penambangan, Perseroan In parallel with mining activities, the Company focused
mengarahkan fokus pada efisiensi operasional, on enhancing operational efficiency, strengthening
pengendalian kualitas produksi, serta penguatan production quality control, and improving coordination
koordinasi dengan pembeli. Perseroan juga with buyers. The Company also continued to prepare
terus mempersiapkan pengembangan fasilitas the development of processing facilities as part of its
pengolahan sebagai bagian dari strategi hilirisasi medium and long-term down streaming strategy,
jangka menengah dan panjang, termasuk including the construction of an RKEF smelter at
pembangunan smelter RKEF di tambang Stargate, the Stargate mine, which is targeted to commence
yang ditargetkan beroperasi pada 2027. operations in 2027.
Secara keseluruhan, segmen Pertambangan Emas Overall, the Gold Mining and Other Minerals segment
dan Mineral Lainnya pada tahun 2025 menunjukkan delivered resilient performance in 2025 and made
kinerja yang resilien dengan kontribusi strategis a strategic contribution to the Company’s portfolio.
terhadap portofolio Perseroan. Dukungan harga emas Strong support from elevated gold prices, operational
yang kuat, ketahanan operasional bisnis nikel, serta resilience in the nickel business, and readiness for
kesiapan pengembangan hilirisasi mineral menjadi mineral downstream development form a critical
fondasi penting bagi penguatan peran segmen ini foundation for strengthening the role of this segment
dalam menjaga keseimbangan portofolio usaha dan in maintaining portfolio balance and supporting the
mendukung keberlanjutan Perseroan ke depan. Company’s long-term sustainability.
52 Laporan Tahunan 2025 - PT United Tractors Tbk
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Management Reports Kinerja Segmen Lainnya Other Segments Performance Konstruksi Construction Segmen industri konstruksi akan terus memberikan The construction industry segment will continue kontribusi yang relatif terbatas terhadap to make a relatively limited contribution to the kinerja konsolidasi Perseroan pada tahun 2025. Company’s consolidated performance in 2025. The Perseroan akan terus mengejar berbagai perbaikan Company will continue to pursue various operational operasional dan menyelesaikan proyek-proyek improvements and complete ongoing projects as part yang sedang berjalan sebagai bagian dari upaya of strengthening the foundation of its construction memperkuat fondasi bisnis konstruksi ke depan. business going forward. Energi Energy Perseroan mulai memasuki bisnis energi pada tahun The Company entered the energy business in 2017 dengan keikutsertaan di dalam konsorsium 2017 by participating in the PT Bhumi Jati Power PT Bhumi Jati Power (BJP) untuk membangun (BJP) consortium to build the Jawa-4 Steam Pembangkit Listrik Tenaga Uap (PLTU) Jawa-4 Power Plant (PLTU) (Tanjung Jati B Units 5 and 6) (Tanjung Jati B Unit 5 dan 6) menggunakan teknologi using ultra-super-critical technology which has ultra-super-critical yang telah beroperasi secara been in commercial operation since late 2022. komersial sejak akhir tahun 2022. Pada tahun 2025, segmen energi terus berkembang In 2025, the energy segment continued to expand in seiring meningkatnya kebutuhan listrik nasional yang line with rising national electricity demand driven by didorong oleh pertumbuhan industri, smelter, dan industrial growth, smelters, and data centres. data center. Portofolio energi terbarukan Perseroan The Company’s renewable energy portfolio mencakup pembangkit listrik tenaga air aliran comprises run-of-river hydropower plants, solar sungai, pembangkit surya, panas bumi, serta power generation, geothermal energy, and the pengembangan proyek pembangkit listrik development of waste-to-energy power projects. tenaga sampah. Meskipun kontribusinya terhadap kinerja konsolidasi Although its contribution to consolidated performance masih relatif terbatas, pengembangan portofolio is still relatively limited, the development of the energy energi tetap menjadi bagian dari strategi diversifikasi portfolio remains part of the Company’s long-term usaha Perseroan dalam jangka panjang. business diversification strategy. Perbandingan antara Hasil yang Dicapai Comparison Between Actual Results and dengan yang Ditargetkan Targets Sepanjang tahun 2025, realisasi kinerja Perseroan Throughout 2025, the Company’s performance pada beberapa segmen dipengaruhi oleh realization in several segments were influenced perubahan pada asumsi eksternal, terutama by changes in external assumptions, particularly penurunan harga batu bara yang lebih rendah a sharper-than-anticipated decline in coal prices dari perkiraan dan dampak curah hujan tinggi and the impact of high rainfall on operational terhadap produktivitas operasional. Sejalan productivity. In line with the nature of the dengan karakteristik bisnis Perseroan yang sangat Company’s business, which is highly influenced dipengaruhi oleh volatilitas harga komoditas by commodity price volatility and external factors dan faktor eksternal misalnya nilai tukar Rupiah, such as the Rupiah exchange rate, in determining Perseroan dalam menetapkan target terhadap revenue and profitability targets, the Company pendapatan dan laba rugi didasarkan pada relies on these underlying assumptions. asumsi-asumsi tersebut. PT United Tractors Tbk - 2025 Annual Report 53
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Sebagai parameter, target kinerja difokuskan As a parameter, performance targets are focused on
pada indikator kinerja operasional utama, seperti key operational performance indicators such as sales
volume penjualan dan produksi, produktivitas alat, and production volume, equipment productivity,
tingkat efisiensi biaya, keselamatan kerja, serta cost efficiency levels, occupational safety, and
keandalan operasional, sebagai tolok ukur utama operational reliability, as the primary benchmarks for
pencapaian kinerja. performance achievement.
Dalam kerangka tersebut, meskipun tekanan Within this framework, despite external pressures
eksternal menyebabkan kinerja finansial berada resulting in financial performance below the previous
di bawah capaian tahun sebelumnya, Perseroan year’s level, the Company was able to maintain
mampu menjaga kinerja operasional tetap berada operational performance within the established
dalam koridor yang ditetapkan melalui pengendalian corridors through disciplined cost control, selective
biaya yang disiplin, selective capital deployment, capital deployment, and swift strategic adjustments.
dan penyesuaian strategi yang cepat. Di sisi lain, At the same time, non-coal segments, particularly
segmen non-batu bara, khususnya pertambangan gold mining, delivered results that exceeded
emas, mencatatkan hasil yang melampaui target operational targets, supported by strong global gold
operasional seiring tren harga emas global yang price trends, thereby serving as a counterbalance
kuat, sehingga berperan sebagai penyeimbang to consolidated performance. Overall, the 2025
kinerja konsolidasi. Secara keseluruhan, capaian results reflect the Company’s operational resilience,
tahun 2025 mencerminkan ketahanan operasional, disciplined execution, and the effectiveness of
kedisiplinan eksekusi, serta efektivitas strategi its diversification strategy in navigating external
diversifikasi Perseroan dalam menghadapi dinamika dynamics, while also providing a solid foundation for
eksternal, sekaligus menjadi fondasi yang solid untuk performance improvement in the subsequent period.
peningkatan kinerja pada periode berikutnya.
Dalam menghadapi dinamika yang ada, Perseroan In facing the existing dynamics, the Company
tetap menempatkan aspek keselamatan kerja continues to prioritize occupational safety, the
(safety), penerapan good mining practices, serta implementation of good mining practices, and
perlindungan lingkungan (environmental protection) environmental protection in its operational activities.
sebagai prioritas utama dalam menjalankan
kegiatan operasional.
Berikut perbandingan antara target dan realisasi The following is a comparison between the
kinerja operasional Perseroan pada beberapa Company’s operational performance targets and
indikator kinerja utama tahun 2025: actual achievements across several key performance
indicators in 2025:
Realisasi 2025 vs
Satuan Target 2025 Realisasi 2025 Target 2025
Keterangan Description
Unit 2025 Target 2025 Realization 2025 Realization vs
2025 Target
Penjualan Komatsu Unit | Units 4,600 4,515 -2% Komatsu sales
Produksi batu bara Juta ton | 152.0 148.0 -3% Coal production
Million tonnes
Pemindahan tanah Juta bcm | 1,255 1,100 -12% Overburden removal
Million bcm
Penjualan batu bara Juta ton | 14.0 14.3 2% Coal sales
Million tonnes
Penjualan emas Ribu ons | 240 227 -5% Gold sales
Thousand ounces
Penjualan bijih nikel Juta wmt | 2.0 2.1 4% Nickel ore sales
Million wmt
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Management Reports Pembagian Dividen Dividend Distribution Sejalan dengan capaian kinerja tersebut, Perseroan In line with the achievement of the Company’s juga menjaga komitmennya dalam memberikan performance, the Company continued to uphold nilai bagi pemegang saham melalui kebijakan its commitment to delivering value to shareholders pembagian dividen yang konsisten. Rapat Umum through a consistent dividend distribution policy. The Pemegang Saham (RUPS) Tahunan tanggal 25 April Annual General Meeting of Shareholders (AGMS) held 2025 menyetujui untuk mendistribusikan dividen on April 25, 2025 approved the distribution of cash tunai kepada pemegang saham untuk tahun buku dividends to shareholders for the 2024 financial year 2024 sebesar Rp7,8 triliun atau Rp2.151 per saham, amounting to Rp7.8 trillion or Rp2,151 per share. This termasuk didalamnya dividen interim sebesar amount includes an interim dividend of Rp2.4 trillion or Rp2,4 triliun atau Rp667 per saham yang telah Rp667 per share, which was paid on October 24, 2024. dibayarkan pada tanggal 24 Oktober 2024 sehingga The remaining dividend of Rp5.4 trillion or Rp1,484 sisanya sebesar Rp5,4 triliun atau Rp1.484 per saham per share was distributed to shareholders whose dibagikan kepada Pemegang Saham Perseroan yang names were recorded in the Company’s Shareholders namanya tercatat dalam Daftar Pemegang Saham Register as of May 8, 2025 at 16:00 WIB, and was paid Perseroan pada tanggal 8 Mei 2025 pukul 16:00 WIB to the Company’s shareholders on May 28, 2025. dan dibayarkan kepada Pemegang Saham Perseroan pada tanggal 28 Mei 2025. Prospek dan Rencana Ke Depan Outlook and Future Plans Memasuki periode ke depan, termasuk tahun 2026, Entering the period ahead, including 2026, the Perseroan memandang bahwa lanskap industri Company expects the industry landscape to akan tetap diwarnai oleh volatilitas harga komoditas, remain shaped by commodity price volatility, global ketidakpastian geopolitik global, serta dinamika geopolitical uncertainty, and evolving national kebijakan nasional di sektor energi, pertambangan, policies in the energy, mining, and infrastructure dan infrastruktur. Penurunan rencana produksi batu sectors. The planned reduction of national coal bara dan nikel nasional, percepatan agenda transisi and nickel, the acceleration of the energy transition energi, serta fluktuasi harga batu bara dan nikel agenda, and fluctuations in coal and nickel prices are diperkirakan menjaga tingkat persaingan tetap ketat, expected to keep competition intense, particularly khususnya pada segmen kontraktor penambangan. in the mining contracting segment. In this context, Dalam konteks tersebut, Perseroan menilai bahwa the Company believes that business resilience is no ketahanan bisnis tidak lagi semata ditentukan oleh longer determined solely by commodity price cycles, siklus harga komoditas, melainkan oleh kemampuan but increasingly by the ability to maintain operational menjaga efisiensi operasional, fleksibilitas strategi, efficiency, strategic flexibility, and a balanced serta keseimbangan portofolio usaha. business portfolio. Pada bisnis inti batu bara dan kontraktor In the core coal and mining contracting businesses, the penambangan, arah ke depan difokuskan pada forward-looking focus is on optimizing operations to optimalisasi operasi untuk menjaga arus kas sustain healthy cash flows. The Company views growth yang sehat. Perseroan memandang bahwa ruang opportunities in coal as relatively limited, although pertumbuhan batu bara bersifat terbatas, meskipun coal is expected to continue playing a transitional role komoditas ini masih memiliki peran transisional until renewable energy becomes more economically hingga energi terbarukan menjadi lebih ekonomis. viable. Accordingly, the Company targets coal Untuk itu, Perseroan menargetkan penjualan batu sales of 18.8 million tonnes in 2026, supported by bara sebesar 18,8 juta ton pada 2026, didukung oleh increased infrastructure capacity, including jetties peningkatan kapasitas infrastruktur seperti jetty and ports scheduled for completion in the coming PT United Tractors Tbk - 2025 Annual Report 55
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dan pelabuhan yang dijadwalkan rampung pada year. Enhancing productivity, cost efficiency, and
tahun mendatang. Upaya peningkatan produktivitas, infrastructure reliability remains a priority to ensure
efisiensi biaya, dan keandalan infrastruktur tetap that the core businesses continue to serve as a
menjadi prioritas agar bisnis inti dapat terus menjadi reliable cash generator in support of the Company’s
sumber kas yang andal dalam mendukung strategi medium and long-term diversification strategy.
diversifikasi jangka menengah dan panjang.
Di sisi lain, segmen emas dipandang memiliki Meanwhile, the gold segment is expected to maintain
prospek yang tetap positif seiring tren harga emas a positive outlook in line with strong global gold price
global yang kuat di tengah ketidakpastian ekonomi trends amid ongoing economic and geopolitical
dan geopolitik. Perseroan akan melanjutkan uncertainty. The Company will continue to strengthen
penguatan portofolio emas melalui optimalisasi its gold portfolio through optimizing production
stabilitas produksi, peningkatan metal recovery, stability, improving metal recovery, and diversifying
serta diversifikasi penjualan untuk pengelolaan sales activities to improve risk management.
manajemen risiko yang lebih baik. Target penjualan Gold sales targets for 2026 have been adjusted,
emas pada 2026 disesuaikan, seiring keterbatasan reflecting current tailings facility capacity constraints,
kapasitas fasilitas tailing yang saat ini ada, dengan with the expansion of new facilities scheduled
ekspansi fasilitas baru yang dijadwalkan selesai for completion in 2027. In addition, the Company
pada 2027. Selain itu, Perseroan tetap membuka remains open to developing new gold assets,
peluang pengembangan aset emas baru, including potential overseas opportunities, while
termasuk peluang di luar negeri, dengan tetap continuing to apply prudent investment principles.
mengedepankan prinsip kehati-hatian.
Untuk segmen nikel, Perseroan memandang prospek For the nickel segment, the Company sees attractive
jangka panjang tetap menarik meskipun tekanan long-term prospects despite near-term challenges
harga global dan perubahan regulasi, seperti arising from global price pressures and regulatory
penerapan siklus RKAB tahunan, masih menjadi changes, such as the implementation of annual
tantangan dalam jangka pendek. Fokus Perseroan RKAB cycles. The Company’s focus extends beyond
tidak hanya pada aktivitas penambangan, tetapi mining activities toward the development of an
pada pengembangan rantai nilai nikel yang integrated nickel value chain from upstream to
terintegrasi dari hulu hingga hilir. Proyek smelter RKEF downstream. The RKEF smelter project is projected
diproyeksikan memasuki fase commissioning pada to enter the commissioning phase in 2026 and is
2026 dan ditargetkan mulai beroperasi pada 2027, targeted to commence operations in 2027, marking
menjadi tonggak penting dalam meningkatkan nilai a key milestone in enhancing value creation and
tambah dan memperkuat ketahanan bisnis nikel strengthening the resilience of the Company’s nickel
Perseroan terhadap fluktuasi harga bijih. business against ore price fluctuations.
Pada segmen mesin konstruksi, prospek jangka In the construction machinery segment, short-term
pendek masih bersifat selektif, khususnya untuk prospects remain selective, particularly for coal-
permintaan alat berat terkait batu bara. Namun related heavy equipment demand. However, entering
demikian, memasuki 2026, prospek diperkirakan 2026, the outlook is expected to become more
bergerak lebih konstruktif seiring stabilisasi ekonomi constructive in line with stabilizing global economic
global dan pemulihan investasi domestik. Perseroan conditions and the recovery of domestic investment.
akan memfokuskan strategi pada penguatan The Company will focus its strategy on strengthening
layanan purna jual. after-sales services.
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Management Reports Sementara itu, segmen konstruksi dan energi At the same time, the construction and energy diproyeksikan mengalami pertumbuhan yang lebih segments are projected to become more stable stabil. Permintaan terhadap proyek infrastruktur, growth drivers. Demand for infrastructure projects, kawasan industri, fasilitas kesehatan, dan pusat industrial estates, healthcare facilities, and data data diperkirakan tetap tumbuh sejalan dengan centers is expected to continue growing in line with kebijakan pemerintah dan kebutuhan industri government policies and national industrial needs. nasional. Pada sektor energi, energi bersih menjadi In the energy sector, clean energy represents a new pilar pertumbuhan baru Perseroan. Pemerintah growth pillar for the Company. The Government menargetkan porsi energi baru dan terbarukan (EBT) targets the share of new and renewable energy (NRE) mencapai 16,4% pada 2026 dan meningkat signifikan to reach 16.4% in 2026 and increase significantly pada 2030, sejalan dengan Green RUPTL 2025–2034 by 2030, in line with the Green RUPTL 2025–2034, yang menempatkan pembangkit hijau sebagai which positions green power plants as the majority mayoritas tambahan kapasitas listrik nasional. of additional national electricity capacity. With Dengan potensi EBT Indonesia yang besar dan Indonesia’s vast NRE potential and the dominant peran swasta yang dominan, Perseroan melalui EPN role of the private sector, the Company, through EPN, menyiapkan strategi penambahan portofolio energi is preparing strategies to expand its clean energy bersih melalui pengembangan proyek baru maupun portfolio through new project development and peluang akuisisi, meskipun tetap memperhatikan acquisition opportunities, while remaining mindful of tantangan regulasi dan kebutuhan model bisnis yang regulatory challenges and the need for increasingly semakin adaptif. adaptive business models. Sejalan dengan arah jangka panjang Grup In line with the long-term direction of the Astra Astra, Perseroan juga menyelaraskan strategi ke Group, the Company also aligns its forward-looking depan dengan aspirasi Astra Net Zero Scope 1 & strategy with the aspiration to achieve Astra Net Scope 2 pada tahun 2050. Komitmen ini menjadi Zero Scope 1 & Scope 2 by 2050. This commitment kerangka penting dalam mendorong upaya transisi serves as an important framework in driving the menuju operasional yang lebih rendah emisi transition toward lower-emission operations through melalui peningkatan efisiensi energi, optimalisasi improved energy efficiency, optimization of fuel penggunaan bahan bakar, pemanfaatan energi usage, increased utilization of renewable energy, terbarukan, serta adopsi teknologi yang lebih ramah and the gradual adoption of more environmentally lingkungan secara bertahap. Bagi Perseroan, aspirasi friendly technologies. For the Company, this Net Zero Net Zero tersebut tidak hanya dipandang sebagai aspiration is viewed not only as an environmental komitmen lingkungan, tetapi juga sebagai fondasi commitment, but also as a strategic foundation to strategis untuk memperkuat daya saing, ketahanan strengthen competitiveness, business resilience, and bisnis, dan keberlanjutan jangka panjang di tengah long-term sustainability amid the accelerating global percepatan agenda transisi energi global. energy transition. Secara keseluruhan, Perseroan memandang Overall, the Company views 2026 as a phase of tahun 2026 sebagai fase konsolidasi strategis strategic consolidation as well as a stepping stone sekaligus pijakan menuju pertumbuhan berkelanjutan toward long-term sustainable growth. Through a jangka panjang. Dengan pendekatan yang prudent prudent yet progressive approach, strengthening namun progresif, melalui penguatan fundamental operational fundamentals, maintaining disciplined operasional, disiplin pengelolaan modal, percepatan capital management, accelerating non-coal diversifikasi non-batu bara, serta integrasi diversification, and integrating sustainability into keberlanjutan dalam setiap pengambilan keputusan, every business decision, the Board of Directors Direksi meyakini Perseroan berada pada posisi yang believes the Company is well positioned to safeguard tepat untuk menjaga ketahanan jangka pendek short-term resilience while creating sustainable long- sekaligus menciptakan nilai jangka panjang yang term value for all stakeholders. berkelanjutan bagi seluruh pemangku kepentingan. PT United Tractors Tbk - 2025 Annual Report 57
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Laporan Manajemen
Perkembangan Penerapan Tata Kelola Progress in the Implementation of Good
Perusahaan yang Baik Corporate Governance
Sepanjang tahun 2025, Perseroan terus memperkuat Throughout 2025, the Company continued to
penerapan Tata Kelola Perusahaan yang Baik (Good strengthen the implementation of Good Corporate
Corporate Governance/GCG) sebagai fondasi utama Governance (GCG) as a fundamental pillar in
dalam menjaga ketahanan usaha, kredibilitas, safeguarding business resilience, credibility, and
dan keberlanjutan jangka panjang. Di tengah long-term sustainability. Amid a challenging
dinamika eksternal yang penuh tantangan, termasuk external environment, characterised by commodity
volatilitas harga komoditas, perubahan regulasi, dan price volatility, regulatory changes, and global
ketidakpastian global, Perseroan memandang GCG uncertainty, the Company views GCG not merely
tidak hanya sebagai kewajiban kepatuhan, tetapi as a compliance obligation, but as a strategic
sebagai kerangka strategis dalam pengambilan framework that guides prudent, transparent,
keputusan bisnis yang prudent, transparan, dan and accountable business decision-making.
bertanggung jawab.
Penerapan GCG Perseroan mengacu pada Peraturan The Company’s GCG implementation refers to OJK
OJK Nomor 21/POJK.04/2015 tentang Penerapan Regulation No.21/POJK.04/2015 on the Implementation
Pedoman Tata Kelola Perusahaan Terbuka serta of Guidelines for Public Company Governance and OJK
Surat Edaran OJK Nomor 32/SEOJK.04/2015. Regulasi Circular Letter No.32/SEOJK.04/2015. These regulations
tersebut mengatur lima aspek GCG, delapan prinsip govern five aspects of GCG, eight governance
tata kelola, dan 25 rekomendasi implementasi yang principles, and 25 implementation recommendations
menjadi standar bagi perusahaan terbuka. Melalui that serve as standards for public companies.
proses self-assessment dengan pendekatan comply Through a self-assessment process applying the
or explain sesuai Pedoman Tata Kelola Perusahaan comply or explain approach in accordance with the
Terbuka oleh OJK, Perseroan dinyatakan telah OJK’s Public Company Governance Guidelines, the
memenuhi seluruh rekomendasi tersebut. Selain Company has been declared to have fulfilled all of
itu, penerapan GCG di lingkungan Perseroan juga these recommendations. Furthermore, the Company’s
selaras dengan standar tata kelola Grup Astra dan GCG practices are aligned with Astra Group
prinsip-prinsip GCG, yang diintegrasikan secara governance standards and GCG principles, which are
konsisten dalam perumusan strategi, pengelolaan consistently integrated into strategic formulation, risk
risiko, pengendalian internal, hingga evaluasi kinerja management, internal control, and the evaluation of
Perseroan dan unit usaha. Dalam kondisi pasar yang corporate and business unit performance. In a volatile
berfluktuasi, penerapan tata kelola yang kuat menjadi market environment, strong governance serves
landasan penting bagi Direksi dalam memastikan as a critical foundation for the Board of Directors in
setiap kebijakan strategis diambil secara terukur dan ensuring that strategic policies are undertaken in a
berbasis manajemen risiko. measured and risk-based manner.
Pada tahun 2025, penguatan GCG tercermin dalam In 2025, the strengthening of GCG was reflected in the
meningkatnya peran aktif Direksi dan Dewan increasingly active roles of the Board of Directors and
Komisaris dalam melakukan pengawasan, evaluasi, the Board of Commissioners in oversight, evaluation,
dan pengambilan keputusan strategis. Proses and strategic decision-making. Strategic planning,
perencanaan, pelaksanaan, dan pemantauan execution, and monitoring were conducted through
strategi dilakukan melalui mekanisme yang structured mechanisms, supported by transparent
terstruktur, didukung oleh pelaporan kinerja yang performance reporting and regular evaluation
transparan dan forum evaluasi berkala. Direksi forums. The Board of Directors ensured that all
memastikan bahwa setiap penyesuaian strategi, strategic adjustments—including selective capital
58 Laporan Tahunan 2025 - PT United Tractors Tbk
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Management Reports termasuk kebijakan selective capital deployment, deployment, cost efficiency initiatives, and portfolio efisiensi biaya, dan diversifikasi portofolio, diversification—were implemented while upholding dilaksanakan dengan tetap menjunjung tinggi prudence and accountability to stakeholders. prinsip kehati-hatian dan akuntabilitas kepada pemangku kepentingan. Perseroan juga terus memperkuat sistem manajemen The Company also continued to enhance its risk risiko dan pengendalian internal untuk mengantisipasi management and internal control systems to risiko operasional, finansial, kepatuhan, dan reputasi. anticipate operational, financial, compliance, and Di tengah perubahan regulasi sektor pertambangan, reputational risks. Amid regulatory developments energi, dan konstruksi, Perseroan memastikan in the mining, energy, and construction sectors, the kepatuhan terhadap seluruh ketentuan yang berlaku Company ensured full compliance through cross- melalui koordinasi lintas fungsi dan penguatan functional coordination and the strengthening of peran unit-unit pengendalian. Sistem pelaporan control functions. Reporting systems and early dan mekanisme early warning dikembangkan agar warning mechanisms were further developed to potensi risiko dapat diidentifikasi dan ditangani enable the earlier identification and mitigation of secara lebih dini. potential risks. Dalam mendukung penerapan GCG yang efektif, To support effective GCG implementation, the Perseroan melanjutkan penguatan etika bisnis dan Company reinforced business ethics and a culture budaya integritas di seluruh lapisan organisasi. of integrity across all levels of the organisation. The Sosialisasi kebijakan antikorupsi, pencegahan socialisation of anti-corruption policies, conflict of benturan kepentingan, serta mekanisme pelaporan interest prevention, and the whistleblowing system pelanggaran (whistleblowing system) terus was continuously enhanced to encourage ethical ditingkatkan untuk mendorong perilaku etis and professional conduct. The Company affirms dan profesional. Perseroan menegaskan bahwa that performance achievement must always go pencapaian kinerja harus sejalan dengan integritas hand in hand with integrity and adherence to dan kepatuhan terhadap nilai-nilai perusahaan. corporate values. Transformasi digital yang dijalankan Perseroan The Company’s ongoing digital transformation also juga berperan penting dalam memperkuat tata played an important role in strengthening governance. kelola. Pemanfaatan sistem ERP, dashboard kinerja, The utilisation of ERP systems, performance serta integrasi data operasional dan keuangan dashboards, and the integration of operational and meningkatkan transparansi, akurasi informasi, dan financial data improved transparency, information kualitas pengambilan keputusan. Dengan dukungan accuracy, and the quality of decision-making. With the sistem digital, Direksi dan manajemen memperoleh support of digital systems, the Board of Directors and visibilitas yang lebih baik terhadap kinerja dan risiko management gained better visibility into performance di seluruh lini usaha, sehingga penerapan GCG dapat and risks across all business lines, enabling more berjalan lebih efektif dan konsisten. effective and consistent GCG implementation. Sejalan dengan agenda keberlanjutan, Perseroan In line with its sustainability agenda, the Company semakin mengintegrasikan aspek lingkungan, further integrated environmental, social, and sosial, dan tata kelola (ESG) ke dalam kerangka governance (ESG) aspects into its GCG framework. GCG. Pengembangan portofolio energi terbarukan, The development of renewable energy portfolios, dan nature-based solutions (NbS) pengelolaan and nature-based solutions (NbS), occupational keselamatan kerja, serta pemberdayaan masyarakat safety management, and community empowerment menjadi bagian yang tidak terpisahkan dari tata programmes form an integral part of the Company’s PT United Tractors Tbk - 2025 Annual Report 59
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Laporan Manajemen
kelola Perseroan. Direksi memandang bahwa tata governance practices. The Board of Directors
kelola yang kuat dan berkelanjutan merupakan believes that strong and sustainable governance
prasyarat utama untuk menjaga kepercayaan is a key prerequisite for maintaining stakeholder
pemangku kepentingan dan menciptakan nilai trust and creating long-term value.
jangka panjang.
Secara keseluruhan, sepanjang tahun 2025 Perseroan Overall, throughout 2025 the Company continued
terus menunjukkan kemajuan dalam penerapan Tata to demonstrate progress in the implementation
Kelola Perusahaan yang Baik. Dengan penguatan of Good Corporate Governance. By strengthening
struktur, proses, dan budaya tata kelola, Perseroan governance structures, processes, and culture, the
optimis dapat menghadapi dinamika bisnis ke Company is confident in its ability to navigate future
depan secara lebih resilien, menjaga kepercayaan business dynamics with greater resilience, maintain
pemangku kepentingan, serta mendukung stakeholder trust, and support the achievement of
pencapaian strategi dan keberlanjutan usaha dalam its strategy and long-term business sustainability.
jangka panjang.
Perubahan Komposisi Direksi Changes in the Composition of the Board of
Directors
Pada tahun 2025, terdapat perubahan susunan In 2025, there was a change in the composition of the
anggota Direksi Perseroan berdasarkan keputusan Company’s Board of Directors based on the resolutions
RUPS Tahunan tanggal 25 April 2025 untuk masa of the Annual General Meeting of Shareholders held
jabatan 2025-2027, dengan mengangkat Ari on April 25, 2025 for the 2025–2027 term of office,
Sutrisno dan Hendra Hutahean sebagai Direktur which appointed Ari Sutrisno and Hendra Hutahean
Perseroan. Sehingga susunan anggota Direksi per as Directors of the Company. Accordingly, the
31 Desember 2025 adalah sebagai berikut: composition of the Company’s Board of Directors as
of December 31, 2025 is as follows:
Nama Jabatan
Name Position
Frans Kesuma Presiden Direktur | President Director
Loudy Irwanto Ellias Direktur | Director
Iwan Hadiantoro Direktur | Director
Idot Supriadi Direktur | Director
Widjaja Kartika Direktur | Director
Vilihati Surya Direktur | Director
Ari Sutrisno Direktur | Director
Hendra Hutahean Direktur | Director
60 Laporan Tahunan 2025 - PT United Tractors Tbk
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Management Reports
Apresiasi Appreciation
Atas capaian yang diraih sepanjang tahun 2025, For the achievements attained throughout 2025, the
Direksi menyampaikan apresiasi dan terima kasih Board of Directors extends its highest appreciation
yang setinggi-tingginya kepada seluruh pemangku and sincere gratitude to all stakeholders for their
kepentingan yang telah memberikan kepercayaan, trust, support, and meaningful contributions to the
dukungan, dan kontribusi nyata bagi Perseroan. Company. We would like to express our gratitude to
Ucapan terima kasih kami sampaikan kepada the shareholders for their continued confidence, to the
para pemegang saham atas kepercayaan yang Board of Commissioners for their strategic guidance
berkelanjutan, kepada Dewan Komisaris atas and constructive oversight, to business partners
arahan strategis dan pengawasan yang konstruktif, and stakeholders for their strong collaboration, and
kepada mitra usaha dan pemangku kepentingan to all members of the UT Group for their dedication,
atas kolaborasi yang solid, serta kepada seluruh professionalism, and spirit of togetherness in
insan Grup UT atas dedikasi, profesionalisme, dan navigating the dynamics and challenges throughout
semangat kebersamaan dalam menghadapi the year. With this support, the Company remains
dinamika dan tantangan sepanjang tahun. Dengan optimistic about continuing to move forward with
dukungan tersebut, Perseroan optimis dapat terus resilience and sustainability in creating long-term
melangkah maju secara tangguh dan berkelanjutan value for all stakeholders.
dalam menciptakan nilai jangka panjang bagi
seluruh pemangku kepentingan.
Atas Nama Direksi PT United Tractors Tbk
On Behalf of the Board of Directors of PT United Tractors Tbk
Frans Kesuma
Presiden Direktur
President Director
PT United Tractors Tbk - 2025 Annual Report 61
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Laporan Manajemen
Direksi
Board of Directors
Loudy Irwanto Ellias Iwan Hadiantoro Idot Supriadi Frans Kesuma
Direktur Direktur Direktur Presiden Direktur
Director Director Director President Director
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Management Reports
Hendra Hutahean Widjaja Kartika Ari Sutrisno Vilihati Surya
Direktur Direktur Direktur Direktur
Director Director Director Director
PT United Tractors Tbk - 2025 Annual Report 63
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Surat Pernyataan Dewan Komisaris dan
Direksi tentang Tanggung Jawab atas Laporan
Tahunan 2025 PT United Tractors Tbk
Kami yang bertanda tangan di bawah ini menyatakan bahwa semua informasi dalam Laporan Tahunan
PT United Tractors Tbk tahun 2025 telah dimuat secara lengkap dan kami bertanggung jawab penuh atas
kebenaran isi Laporan Tahunan PT United Tractors Tbk.
Demikian pernyataan ini dibuat dengan sebenarnya.
Jakarta, 24 Maret 2026
DEWAN KOMISARIS
Board of Commissioners
Djony Bunarto Tjondro Rudy
Presiden Komisaris Wakil Presiden Komisaris
President Commissioner Vice President Commissioner
Ignasius Jonan Paulus Bambang Widjanarko Bruce Malcolm Cox
Komisaris Independen Komisaris Independen Komisaris Independen
Independent Commissioner Independent Commissioner Independent Commissioner
Benjamin Herrenden Birks Gita Tiffani Boer Djoko Pranoto Santoso
Komisaris Komisaris Komisaris
Commissioner Commissioner Commissioner
64 Laporan Tahunan 2025 - PT United Tractors Tbk
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Board of Commissioners and Board of Directors Statement of Accountability of Annual Report 2025 PT united Tractors Tbk We, the signatories, hereby state that all information contained in the 2025 Annual Report of PT United Tractors Tbk has been comprehensively presented and we are fully accountable for the accuracy of the contents of PT United Tractors Tbk Annual Report. This statement is made truthfully. Jakarta, 24 March 2026 DIREKSI Board of Directors Frans Kesuma Loudy Irwanto Ellias Iwan Hadiantoro Presiden Direktur Direktur Direktur President Director Director Director Vilihati Surya Idot Supriadi Widjaja Kartika Direktur Direktur Direktur Director Director Director Hendra Hutahean Ari Sutrisno Direktur Direktur Director Director PT United Tractors Tbk - 2025 Annual Report 65
Page 68
Profil
Perusahaan
Company Profile
66
03 Laporan Tahunan 2025 - PT United Tractors Tbk
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68 Identitas Perusahaan 102 Wilayah Operasional
Corporate Identity Operational Areas
70 Sekilas Perusahaan 104 Struktur Organisasi
The Company at a Glance Organization Structure
74 Jejak Langkah 111 Perubahan Susunan Anggota Dewan Komisaris dan
Milestones Direksi pada Tahun 2025
Changes in the Composition of the Board of
78 Visi, Misi, dan Budaya Perusahaan Commissioners and the Board of Directors in 2025
Vision, Mission, and Corporate Culture
113 Perubahan Susunan Anggota Dewan Komisaris dan
92 Bisnis Pendukung Direksi Setelah Tahun Buku 2025 Berakhir sampai
Supporting Businesses dengan Batas Waktu Penyampaian Laporan
Tahunan 2025
96 Unit Pendukung Bisnis Changes in the Composition of the Board of
Business Support Units Commissioners and the Board of Directors after
the Fiscal Year 2025 Ended until the Submission
Deadline of 2025 Annual Report
114 Profil Dewan Komisaris
Profile of the Board of Commissioners
122 Profil Direksi
Profile of the Board of Directors
130 Struktur Perusahaan
Company Structure
132 Daftar Entitas Anak, Entitas Asosiasi, Investasi Jangka
Panjang, dan Ventura Bersama
List of Subsidiaries, Associates, Long-Term Investment,
and Joint Venture
140 Informasi Pemegang Saham
Shareholders Information
144 Kronologi Penerbitan Saham
Share Issuance Chronology
146 Informasi Obligasi, Sukuk, dan/atau Obligasi Konversi
Information on Bonds, Sukuk, and/or Convertible Bonds
146 Informasi Kantor Akuntan Publik (KAP)
Information of Public Accounting Firm (PAF)
147 Nama dan Alamat Lembaga dan/atau Profesi
Penunjang
Name and Address of Supporting Institutions and/or
Profession
147 Informasi Situs Web Perusahaan
Information of the Company’s Website
149 Media Sosial
Social Media
PT United Tractors Tbk - 2025 Annual Report 67
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Profil Perusahaan
Identitas Perusahaan
Corporate Identity
Nama Perusahaan PT United Tractors Tbk
Name of the Company
Perubahan Nama 1972: PT Inter-Astra Motor Works
Name Changes 1973: PT United Tractors
1989: PT United Tractors Tbk
Tanggal Pendirian 13 Oktober 1972
Date of Establishment October 13, 1972
Dasar Hukum Akta Pendirian Nomor 69 tanggal 13 Oktober 1972 dibuat di hadapan Djojo Muljadi, S.H., Notaris
Legal Basis di Jakarta, yang 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 dari waktu ke waktu. Perubahan
Anggaran Dasar terakhir terkait dengan perubahan maksud dan tujuan serta kegiatan usaha
Perseroan sebagaimana dituangkan dalam Akta No. 135 tanggal 25 April 2025 yang dibuat
di hadapan Jose Dima Satria, S.H., M.Kn., Notaris di Jakarta, yang telah mendapat persetujuan
perubahan anggaran dasar dari Menteri Hukum Republik Indonesia sesuai dengan suratnya
tanggal 14 Mei 2025 No. AHU-0031112.AH.01.02 TAHUN 2025.
Perseroan telah melakukan perubahan susunan Direksi dan Dewan Komisaris sebagaimana
dituangkan dalam Akta No.133 tanggal 25 April 2025 yang dibuat di hadapan Jose Dima Satria,
S.H., M.Kn., Notaris di Jakarta, yang telah diterima oleh Kementerian Hukum Republik Indonesia
melalui surat pemberitahuan penerimaan perubahan data perseroan dari Menteri Hukum
Republik Indonesia sesuai dengan suratnya tanggal 14 Mei 2025 No. AHU-AH.01.09-0238092.
The Company was established under Deed of Establishment No. 69 dated October 13, 1972, made
before Djojo Muljadi, S.H., Notary in Jakarta. The deed was ratified by the Minister of Justice of
the Republic of Indonesia through Decision Letter No. Y.A. 5/34/8 dated February 6, 1973, and
published in the State Gazette 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, relating to changes in the Company’s purposes, objectives, and business activities,
is set out in Deed No. 135 dated April 25, 2025, made before Jose Dima Satria, S.H., M.Kn., Notary in
Jakarta. This amendment received approval from the Minister of Law of the Republic of Indonesia
through Letter No. AHU-0031112.AH.01.02. TAHUN 2025 dated May 14, 2025.
The Company also updated the composition of its Board of Directors and Board of Commissioners
as stipulated in Deed No. 133 dated April 25, 2025, made before Jose Dima Satria, S.H., M.Kn., a
Notary in Jakarta. The changes have been acknowledged by the Minister of Law of the Republic
of Indonesia through Notification Receipt Letter No. AHU-AH.01.09-0238092 dated May 14, 2025.
Pencatatan di Bursa Perseroan mencatatkan saham perdana di Bursa Efek Jakarta dan Bursa Efek Surabaya (saat ini
Stock Exchange Listing Bursa Efek Indonesia) pada tanggal 19 September 1989 dengan kode perdagangan saham UNTR.
The Company listed and first traded its shares on the Jakarta Stock Exchange and the Surabaya
Stock Exchange (now Indonesia Stock Exchange) on September 19, 1989, with the ticker code UNTR.
68 Laporan Tahunan 2025 - PT United Tractors Tbk
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Company Profile
Modal Dasar 6.000.000.000 saham biasa, dengan nilai nominal Rp250 per saham.
(per 31 Desember 2025) 6,000,000,000 ordinary shares, with a nominal value of Rp250 per share.
Authorized Capital
(as of December 31, 2025)
Modal Ditempatkan dan 3,730,135,136 saham | shares
Disetor Penuh
(per 31 Desember 2025)
Issued and Paid-Up Capital
(as of December 31, 2025)
Kepemilikan Saham PT Astra International Tbk 59.50%
Share Ownership Publik I Public 36.39%
Saham Treasuri I Treasury Shares 4.11%
Kantor Pusat PT United Tractors Tbk
Head Office Jl. Raya Bekasi Km. 22, Cakung
Jakarta – 13910 Indonesia
Tel.: (62-21) 2457-9999
Fax: (62-21) 460-0657, 460-0677, 460-0655
E-mail: ir@unitedtractors.com
Website: www.unitedtractors.com
Keanggotaan dalam • Asosiasi Emiten Indonesia (AEI)
Asosiasi Indonesian Public Listed Companies Association (AEI)
Membership in Association • Perhimpunan Agen Tunggal Alat Berat Indonesia (PAABI)
Indonesian Heavy Equipment Sole Agent Association (PAABI)
• Asosiasi Jasa Pertambangan Indonesia (ASPINDO)
Indonesian Mining Services Association (ASPINDO)
• Asosiasi Pertambangan Batu Bara Indonesia (APBI)
Indonesian Coal Mining Association (APBI)
• Kamar Dagang dan Industri Indonesia (KADIN Indonesia)
Indonesian Chamber of Commerce and Industry (KADIN Indonesia)
• Asosiasi Perusahaan Sahabat Anak Indonesia (APSAI)
Indonesian Association of Child-Friendly Companies (APSAI)
• Gabungan Industri Kendaraan Bermotor Indonesia (GAIKINDO)
Association of Indonesia Automotive Industries (GAIKINDO)
• Indonesia Corporate Secretary Association (ICSA)
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Profil Perusahaan
Sekilas Perusahaan
The Company at a Glance
Dibangun atas kepercayaan, diperkuat oleh inovasi, dan
digerakkan oleh tujuan. Perjalanan Perseroan sejak 1972
hingga kini mencerminkan transformasi berkelanjutan
menuju masa depan yang lebih dinamis dan berkelanjutan.
Built on trust, strengthened by innovation, and driven by purpose.
The Company’s journey from 1972 to today reflects a continuous
transformation toward a more dynamic and sustainable future.
Perseroan memulai perjalanan usahanya pada The Company began its business journey on October
13 Oktober 1972 dengan nama PT Inter-Astra Motor 13, 1972 under the name PT Inter-Astra Motor Works,
Works, berfokus pada distribusi alat berat untuk focusing on the distribution of heavy equipment to
memenuhi kebutuhan sektor industri yang terus support the needs of Indonesia’s rapidly growing
berkembang pada masa itu. Pada tahun berikutnya, industrial sector. The following year, the Company
Perseroan mengubah nama menjadi PT United adopted the name PT United Tractors and was
Tractors, sekaligus mendapatkan kepercayaan appointed the sole distributor of Komatsu in Indonesia,
sebagai distributor tunggal Komatsu di Indonesia, an important milestone that laid the foundation for
pencapaian penting yang kemudian menjadi dasar the Company’s long-term expansion.
ekspansi bisnis Perseroan ke depannya.
Seiring meluasnya aktivitas industri dan As industrial activities continued to grow and demand
meningkatnya kebutuhan di lapangan, Perseroan in the field increased, the Company broadened its
memperluas portofolio produknya dengan product portfolio by adding leading brands such as
menghadirkan berbagai merek terkemuka seperti Tadano (cranes), Bomag (vibratory rollers), Scania
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Company Profile
Tadano (crane), Bomag (vibratory roller), Scania (buses and trucks), and UD Trucks. This expansion
(bus dan truk), dan UD Trucks. Ekspansi ini menandai marked a transformation from a heavy equipment
transformasi Perseroan dari sekadar distributor alat distributor into a company offering integrated
berat menjadi perusahaan dengan layanan terpadu solutions for the construction and industrial sectors.
di sektor konstruksi dan industri.
Tonggak penting lainnya dalam sejarah Perseroan terjadi pada
19 September 1989 ketika saham Perseroan resmi dicatatkan
melalui Penawaran Umum Perdana (IPO) di Bursa Efek Jakarta
dan Bursa Efek Surabaya (saat ini Bursa Efek Indonesia) dengan
kode saham UNTR, memperkokoh status Perseroan sebagai
perusahaan publik dengan tata kelola yang semakin profesional.
Another key milestone occurred on September 19, 1989, when the
Company’s shares were officially listed through an Initial Public
Offering (IPO) on the Jakarta Stock Exchange and the Surabaya
Stock Exchange (now Indonesia Stock Exchange) under the ticker
code UNTR, reinforcing the Company’s status as a public company
with increasingly robust corporate governance.
Saat ini, struktur kepemilikan Perseroan mayoritas dimiliki
oleh PT Astra International Tbk (ASTRA), yang memegang
59,50% saham sebagai pemegang saham pengendali.
Sebanyak 36,39% saham dimiliki oleh masyarakat dengan
porsi kurang dari 5% per pemegang saham, sementara
4,11% merupakan saham treasuri. Dukungan Astra sebagai
grup usaha besar dengan jaringan luas di berbagai sektor
menjadi faktor pendorong yang memperkuat fondasi
pertumbuhan Perseroan.
Today, the Company’s ownership structure is primarily held by PT Astra
International Tbk, which owns 59.50% of the shares as the controlling
shareholder. Public shareholders collectively hold 36.39% of the shares, each
stakeholder with less than 5% ownership, while the remaining 4.11% consists of
treasury stock. The strong support of Astra one of Indonesia’s largest business
groups with a broad multi-sector presence continues to strengthen the
Company’s foundation for sustainable growth.
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Profil Perusahaan
Selama lebih dari lima dekade, Perseroan tumbuh For more than five decades, the Company has
menjadi salah satu pemain utama di berbagai industri evolved into a key player across multiple industries
melalui empat lini usaha yang saling melengkapi. through four synergistic business lines.
Lini Usaha 24/7 UT Call
Business Lines
• Mesin Konstruksi • Pertambangan Perseroan memiliki layanan UT Call 1500 072 yang siap melayani
Construction Machinery Mining pelanggan 24 jam sehari, 7 hari seminggu, kapan saja dan di mana saja.
• Kontraktor Penambangan • Segmen Lainnya The Company has a UT Call 1500 072 service to serve customers 24 hours
Mining Contracting Other Segments a day, 7 days a week, anytime and anywhere.
Lini usaha Mesin Konstruksi dijalankan oleh PT United The Construction Machinery business line, operated by
Tractors Tbk bersama PT Bina Pertiwi (BP), UT Heavy PT United Tractors Tbk along with PT Bina Pertiwi (BP),
Industry (S) Pte. Ltd. (UTHI), PT United Tractors Pandu UT Heavy Industry (S) Pte. Ltd. (UTHI), PT United Tractors
Engineering (UTPE), dan PT Triatra Sinergia Pratama Pandu Engineering (UTPE), and PT Triatra Sinergia
(TRIATRA), menyediakan penjualan alat berat dan Pratama (TRIATRA), provides heavy equipment and
transportasi, suku cadang, attachment, serta layanan transportation products, spare parts, attachments,
purna jual. and comprehensive after-sales services.
Lini usaha jasa Kontraktor Penambangan, The Mining Contracting business line, run by
dioperasikan oleh PT Pamapersada Nusantara PT Pamapersada Nusantara (PAMA) and its
(PAMA) dan anak usahanya, PT Kalimantan Prima subsidiaries—PT Kalimantan Prima Persada (KPP
Persada (KPP MINING) dan PT Pama Indo Mining (PIM), MINING) and PT Pama Indo Mining (PIM)—supports
mendukung operasi berbagai perusahaan batu bara the operations of Indonesia’s largest coal producers
terbesar di Indonesia melalui layanan kontraktor through integrated mining contracting services.
penambangan terintegrasi.
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Company Profile Di lini usaha Pertambangan, Perseroan mengelola In the Mining business line, the Company manages a portofolio tambang batu bara termal melalui portfolio of thermal coal mines through subsidiaries beberapa anak usaha PT Tuah Turangga Agung of PT Tuah Turangga Agung (Turangga Resources), (Turangga Resources) yang memiliki hak konsesi which hold concession rights in various regions di berbagai wilayah di Indonesia, dan batu bara across Indonesia. The Company also operates metalurgi melalui PT Suprabari Mapanindo Mineral a metallurgical coal mine through PT Suprabari (SMM), serta pertambahan dan pengolahan Mapanindo Mineral (SMM), and engages in gold mineral emas di Sumatra Utara, dan Nusa Tenggara mining and processing activities in North Sumatra, Barat melalui PT Agincourt Resources (PTAR) dan and West Nusa Tenggara through PT Agincourt PT Sumbawa Jutaraya (SJR). Sejak 2023, Perseroan Resources (PTAR) and PT Sumbawa Jutaraya (SJR). juga melakukan pertambangan dan pengolahan Since 2023, the Company has further expanded into bijih nikel melalui PT Stargate Pasific Resources (SPR) nickel mining and processing through PT Stargate dan PT Stargate Mineral Asia (SMA) di Konawe Utara, Pasific Resources (SPR) and PT Stargate Mineral Asia Sulawesi Tenggara. (SMA) in North Konawe, Southeast Sulawesi. Melengkapi portofolio bisnis, lini bisnis Segmen Completing its business portfolio, the Other Segment Lainnya dijalankan melalui PT Acset Indonusa business line is operated through PT Acset Indonusa Tbk (ACSET) yang fokus pada proyek di sektor Tbk (ACSET), which focuses on foundation, structural, fondasi, struktur, dan infrastruktur di Jakarta dan and infrastructure projects in Jakarta and other major beberapa kota lainnya di Indonesia, serta PT Energia cities in Indonesia, and PT Energia Prima Nusantara Prima Nusantara (EPN) yang berperan dalam (EPN), which plays a key role in developing renewable pengembangan energi terbarukan sebagai bagian energy assets as part of the Company’s energy dari strategi transisi energi Perseroan. transition strategy. PT United Tractors Tbk - 2025 Annual Report 73
Page 76
Profil Perusahaan
Jejak Langkah
Milestones
1972 - 1989
1972 Didirikan pada 13 Oktober 1972.
Established on October 13, 1972.
1973 Menjadi distributor tunggal produk Komatsu dan
Tadano di Indonesia.
Selected as sole distributor of Komatsu and
Tadano products in Indonesia.
2007 PAMA mengakuisisi PT Prima Multi Mineral (PMM)
1974 Menjadi distributor tunggal vibratory roller yang memiliki hak konsesi lahan tambang di
Bomag dan mulai menjual forklift Komatsu. Rantau, Kalimantan Selatan.
Selected as sole distributor for Bomag vibratory PAMA acquired PT Prima Multi Mineral (PMM),
roller and started to sell Komatsu forklifts. which owns concession right for a mine site in
Rantau, South Kalimantan.
1983 Mendirikan UTPE untuk memasuki industri
rekayasa dan manufaktur komponen dan 2004 Ditunjuk sebagai distributor tunggal resmi
attachment alat berat. produk Scania.
Established UTPE to provide engineering and Appointed as sole distributor of Scania
manufacturing of heavy equipment components products.
and attachments.
1997 Mendirikan PT Komatsu Remanufacturing Asia
1984 Menjadi distributor tunggal UD Trucks (KRA) di Balikpapan untuk menyediakan jasa
(sebelumnya dikenal dengan merek rekondisi mesin dan komponen Komatsu.
Nissan Diesel). Established PT Komatsu Remanufacturing Asia
Selected as sole distributor of UD Trucks (KRA)in Balikpapan to provide reconditioning
(previously known as Nissan Diesel). services for Komatsu engines and components.
1989 • Mendirikan PAMA untuk menyediakan jasa 1995 Mendirikan UT Heavy Industry (S) Pte. Ltd., yang
kontraktor penambangan. berbasis di Singapura, sebagai perpanjangan
distribusi impor alat berat ke Indonesia.
Established PAMA to provide mining contracting
services. Established UT Heavy Industry (S) Pte. Ltd., which
is based in Singapore, serves as distribution arm
• Resmi tercatat di Bursa Efek Jakarta dan Bursa
for heavy equipment import to Indonesia.
Efek Surabaya (saat ini Bursa Efek Indonesia),
dengan Astra sebagai pemegang saham
mayoritas.
1992 Mendirikan PT United Tractors Semen Gresik
Officially listed on the Jakarta as well as the
(UTSG) sebagai usaha patungan bersama
Surabaya Stock Exchanges (now Indonesia
PT Semen Indonesia (Persero) Tbk (sebelumnya
Stock Exchanges), with Astra as the majority
PT Semen Gresik) untuk melakukan proyek
shareholder.
pertambangan quarry dan batu kapur.
Established PT United Tractors Semen Gresik
(UTSG) as a joint venture with PT Semen
Indonesia (Persero) Tbk (formerly PT Semen
Gresik) to focus on quarry and limestone projects.
1992-2007
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2008-2011
2008 • Mengakuisisi Turangga Resources yang
berlokasi di Kapuas, Kalimantan Tengah.
Acquired Turangga Resources that is located in
Kapuas, Central Kalimantan.
• Mendirikan PT Multi Prima Universal (MPU) untuk
memberikan jasa sewa mesin serta penjualan
mesin bekas.
Established PT Multi Prima Universal (MPU) to
offer machinery lease and used machinery
sales.
• Mendirikan PT Patria Maritime Lines (PML), 2014 Restrukturisasi lini bisnis pertambangan
melalui UTPE, guna memberikan jasa di mana seluruh anak usaha pertambangan
transportasi batu bara melalui sungai. menjadi di bawah Turangga Resources,
Established PT Patria Maritime Lines (PML), dengan Perseroan and PAMA masing-
through UTPE, to provide coal transportation masing memiliki 40% dan 60% saham
through rivers. Turangga Resources.
Corporate restructuring of the mining
business line which all mining subsidiaries
2010 • Mendirikan PT Andalan Multi Kencana (AMK) yang are now under Turangga Resources, with the
fokus pada usaha distribusi commodity parts. Company and PAMA having 40% and 60%
Established PT Andalan Multi Kencana (AMK) ownership of Turangga Resources shares,
to focus on the distribution of commodity parts respectively.
business.
• Melalui Turangga Resources, mengakuisisi
PT Agung Bara Prima (ABP) yang memiliki konsesi
tambang di Kapuas, Kalimantan Tengah. 2013 Mendirikan UT Heavy Industry (S) Pte. Ltd., yang
berbasis di Singapura, sebagai perpanjangan
Through Turangga Resources, acquired PT Agung
distribusi impor alat berat ke Indonesia.
Bara Prima (ABP) that owns mine concession in
Kapuas, Central Kalimantan. Established UT Heavy Industry (S) Pte. Ltd., which
is based in Singapore, serves as distribution arm
for heavy equipment import to Indonesia.
2011 • Mendirikan PT Universal Tekno Reksajaya (UTR)
untuk memberikan jasa rekondisi mesin dan
komponen. 2012 • Turangga Resources mengakuisisi PT Borneo
Established PT Universal Tekno Reksajaya Berkat Makmur (BBM) yang memiliki
(UTR) to provide engines and components 60% saham PT Piranti Jaya Utama (PJU),
reconditioning services. perusahaan tambang dengan hak konsesi
lahan tambang di Kapuas, Kalimantan Tengah.
• Melalui PAMA dan Turangga Resources,
mengakuisisi perusahaan dengan hak konsesi Turangga Resources acquired PT Borneo Berkat
lainnya, termasuk PT Bukit Enim Energi (BEE), Makmur (BBM) which owns 60% shares of
PT Asmin Bara Bronang (ABB), PT Asmin Bara PT Piranti Jaya Utama (PJU), a mining company
Jaan (ABJ), PT Duta Sejahtera (DS), PT Duta with concession right in Kapuas, Central
Nurcahya (DN). Kalimantan.
Through PAMA and Turangga Resources, • UTPE mengakuisisi PT Patria Maritim Perkasa
acquired more companies with mine (PMP) (dahulu Perkasa Melati) untuk memasuki
concessions, including PT Bukit Enim Energi industri manufaktur dan jasa perbaikan kapal
(BEE), PT Asmin Bara Bronang (ABB), PT Asmin di Batam, Kepulauan Riau.
Bara Jaan (ABJ), PT Duta Sejahtera (DS), UTPE acquired PT Patria Maritim Perkasa
PT Duta Nurcahya (DN). (PMP) (formerly Perkasa Melati) to enter ship
• UTPE mendirikan PT Patria Maritime Industry manufacturing and repair in Batam, Riau Island.
(PAMI) untuk memberikan jasa perbaikan dan
pemeliharaan kapal.
UTPE established PT Patria Maritime Industry
(PAMI) for ship repair and maintenance 2012-2015
services.
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Profil Perusahaan
2015 • Pembentukan lini bisnis lainnya berupa Industri 2022 Perseroan mengembangkan portofolio
Konstruksi, dengan mengakuisisi ACSET dengan energi terbarukan dengan melakukan
kepemilikan saham investasi pada PT Arkora Hydro Tbk (Arko)
sebesar 50,1%. dengan kepemilikan saham sebesar 31,49%.
Establishment of other business line in The Company developed renewable energy
Construction Industry, through acquisition of 50.1% portfolio by investing in PT Arkora Hydro Tbk
of ACSET shares. (Arko) with a 31.49% share ownership.
• PAMA mengakuisisi 80% saham SJR, perusahaan
eksplorasi pertambangan emas di Sumbawa,
Nusa Tenggara Barat. 2021 • Pada bulan Juli, Perseroan melalui PT Karya
PAMA acquired 80% of SJR shares, a gold mining Supra Perkasa (KSP) menjual seluruh
company located in Sumbawa, West Nusa kepemilikan sahamnya sebesar 51% dalam
Tenggara. PT Supra Alphaplus Handal (SAH).
• Mendirikan PT Unitra Persada Energia (UPE) yang In July, the Company through PT Karya Supra
bergerak dalam bidang pembangkit listrik. Perkasa (KSP) sold its entire 51% stake in
Established PT Unitra Persada Energia (UPE), a local PT Supra Alphaplus Handal (SAH).
company that is involved in power generation. • Pada bulan Agustus, ACSET melakukan
Penambahan Modal Tanpa Memberikan
Hak Memesan Efek Terlebih Dahulu
(PTHMETD) dengan jumlah 6.250.000.000
2016-2019 lembar saham. Setelah adanya PTHMETD
ini, kepemilikan saham UT melalui KSP pada
ACSET menjadi 82,17%.
In August, ACSET made a Capital Increase
Without Preemptive Rights (PTHMETD) with
2016 Melalui Turangga Resources menandatangani 6,250,000,000 shares. After this PTHMETD,
Conditional Shares and Purchase Agreement UT’s share ownership through KSP in ACSET
sehubungan dengan pembelian 80,1% saham- became 82.17%.
saham SMM, sebuah konsesi pertambangan
batu bara metalurgi yang berlokasi • Pada bulan Desember, Perseroan melakukan
di Kalimantan Tengah. restrukturisasi internal grup Perseroan.
Seluruh anak perusahaan yang berada di
Through Turangga Resources signed a bawah naungan BP yang bergerak di bidang
Conditional Shares and Purchase Agreement in energi terbarukan dialihkan ke bawah EPN.
connection with the purchase of 80.1% shares
In December, the Company carried out a
of SMM, a metallurgy coal mining concession
restructuring within the Company’s internal
located in Central Kalimantan.
group. All subsidiaries under BP engaged in
renewable energy were transferred to EPN.
2017 • Pembentukan dalam lini bisnis lainnya berupa
Energi, melalui anak perusahaan BJP, sebagai Pada bulan Agustus, ACSET melakukan
2020
Independent Power Producer (IPP). Penawaran Umum Terbatas (PUT) II
Establishment of other business line in Energy, dengan menerbitkan saham baru
through subsidiary, BJP as Independent Power sejumlah 5.725.160.000 lembar saham.
Producer (IPP). Setelah adanya PUT II ini, kepemilikan
• Melalui Turangga Resources menyelesaikan saham UT melalui KSP pada ACSET menjadi
akuisisi 80,1% kepemilikan di SMM, konsesi batu 64,8%.
bara metalurgi di Kalimantan Tengah. In August, ACSET conducted Limited Public
Through Turangga Resources has completed the Offering (Right Issue) II by issuing new
acquisition of 80.1% ownership in SMM, a metallurgy shares in the amount of 5,725,160,000
coal concession in Central Kalimantan. shares. After the Right Issue II, the share
• Melalui BJP menyelesaikan perjanjian pendanaan ownership of UT through KSP on ACSET is
proyek (financial close) untuk membangun dan 64.8%.
mengoperasikan PLTU berkapasitas 2x1.000 MW
di Jepara, Jawa Tengah.
Through BJP has concluded the project financial
close to develop and operate CFSPP 2x1,000 MW in 2020-2022
Jepara, Central Java.
2018 Melalui anak usaha DTN mengakuisisi 95% saham 2019 Pembentukan lini bisnis Pertambangan
PTAR, perusahaan yang bergerak di bidang Emas yang dijalankan oleh PTAR.
eksplorasi, penambangan dan pengolahan mineral Establishment of sixth line of business
emas di Sumatra Utara. namely Gold Mining which is run by PTAR.
Through subsidiary DTN acquired 95% shares of PTAR,
a company engaged in the exploration, mining, and
processing of gold minerals in North Sumatra.
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Company Profile
2023-2025
2023 Perseroan resmi masuk ke bisnis nikel setelah 2025 • Pada bulan Mei, ACSET
menuntaskan proses akuisisi 19,99% saham Nickel melakukan Penambahan
Industries Limited (NIC) dan 70% saham pada Stargate
Pasific Resources (SPR), perusahaan pemegang Izin
Modal Tanpa Hak Memesan
Usaha Pertambangan Operasi Produksi Nikel di Konawe Efek Terlebih Dahulu (PTHMETD)
Utara, Sulawesi Tenggara, yang memiliki cadangan dengan jumlah 5.000.000.000
nikel low–high grade dan PT Stargate Mineral Asia lembar saham. Setelah adanya
(SMA), perusahaan pemegang Izin Usaha Industri yang
PTHMETD ini, kepemilikan saham
akan mengembangkan dan membangun smelter
nikel, serta 66,67% saham PT Anugerah Surya Pacific UT melalui KSP pada ACSET
Resources (ASPR), Perusahaan induk dari SPR dan SMA. menjadi 91,17%.
The Company officially entered nickel business after In May, ACSET made a Capital
completing the acquisition process of 19.99% of Nickel Increase Without Preemptive
Industries Limited (NIC) shares and 70% of Stargate
Rights (PTHMETD) with
Pasific Resources (SPR) shares, companies holding
Nickel Mining Operation Production License in North 5,000,000,000 shares. After this
Konawe, Southeast Sulawesi, which have low to high- PTHMETD, UT’s share ownership
grade nickel reserves, and PT Stargate Mineral Asia through KSP in ACSET became
(SMA), a company holding Industrial Business License 91.17%.
that will develop and build a nickel smelter, as well as
66.67% shares of PT Anugerah Surya Pacific Resources • Pada bulan Juni, Perseroan
(ASPR), the holding company of SPR and SMA. melalui EPN telah melakukan
pengambilan bagian saham
dalam SES dan melakukan
2024 • Perseroan melalui EPN memperkuat portofolio energinya
pembelian saham milik
dengan mendirikan PT Jabar Environmental Solutions
(JES) bersama Sumitomo Corporation dan Kanadevia PT Supreme Energy pada SES,
Corporation untuk pengembangan pembangkit listrik sehingga EPN memiliki 80,16%
tenaga sampah, serta menyelesaikan akuisisi 49,6% saham dalam SES.
saham PT Supreme Energy Sriwijaya (SES), pemegang
25,2% saham PT Supreme Energy Rantau Dedap
In June, the Company through
(SERD), proyek panas bumi berkapasitas 91,2 MW di EPN has increased it share
Sumatra Selatan. participation in SES and has
The Company, through EPN, strengthened its energy purchased PT Supreme Energy
portfolio by establishing PT Jabar Environmental Solutions shares in SES, thus EPN owns
(JES) in partnership with Sumitomo Corporation and
80.16% shares in SES.
Kanadevia Corporation to develop waste-to-energy
power generation. EPN also completed the acquisition • Perseroan melalui DTN
of 49.6% of shares in PT Supreme Energy Sriwijaya (SES), berencana untuk menambah
which holds a 25.2% stake in PT Supreme Energy Rantau
portofolio penambangan emas
Dedap (SERD), a geothermal project in South Sumatra with
an installed capacity of 91.2 MW. dengan menandatangani
• EPN membeli saham milik MeriT Power Holdings B.V., Axia Perjanjian Jual Beli Bersyarat
Power Holdiings B.V., Tohoku Power Investment Company untuk mengakuisisi
B.V., dan Inpex Geothermal Ltd dalam SERD sebanyak 20.2% PT Arafura Surya Alam pada
saham pada Maret sehingga total kepemilikan langsung 15 September 2025.
dan tidak langsung mencapai 32,7%. Pada Juli, Perseroan
melepas seluruh 35% kepemilikan saham di PT Harmoni The Company through DTN is
Mitra Utama (HMU), dan pada September, melalui planning to add its gold mining
PT Pertiwi Nusantara Raya (PNR), Perseroan mengakuisisi portfolio by signing Conditional
saham mayoritas 89,9992% di PT Lestarikan Bumi Papua Sale and Purchase Agreement to
(LBP) yang bergerak di bidang pengelolaan hutan.
acquire PT Arafura Surya Alam
EPN purchased shares of MeriT Power Holdings B.V, Axia
Power Holdiings B.V., Tohoku Power Investment Company on September 15, 2025.
B.V., and Inpex Geothermal Ltd in SERD in total value of
20.2% shares in March, bringing its total direct and indirect
ownership to 32.7%. In July, the Company divested its
entire 35% shareholding in PT Harmoni Mitra Utama (HMU).
Subsequently, in September, through PT Pertiwi Nusantara
Raya (PNR), the Company acquired a majority 89.9992%
stake in PT Lestarikan Bumi Papua (LBP), a company
engaged in forest management activities.
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Profil Perusahaan
Visi, Misi, &
Budaya Perusahaan
Vision, Mission, & Corporate Culture
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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Company Profile
Misi
Mission
Bertekad membantu pelanggan meraih keberhasilan
melalui pemahaman usaha yang komprehensif dan interaksi
berkelanjutan.
Aspires 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.
Provides 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.
Creates sustainable value-added for stakeholders by striking a balance
between economic, social, and environmental aspects.
Memberi sumbangan yang bermakna bagi kesejahteraan bangsa.
Contributes 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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Profil Perusahaan
Nilai-Nilai Inti
Visi
Core Values
Vision
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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Company Profile
Serve
Memberikan pelayanan terbaik kepada pelanggan secara profesional dengan sepenuh hati.
Providing the best service to customers professionally and wholeheartedly.
Organized
Mengedepankan cara berpikir, bekerja, dan bekerja sama secara sistematis, disiplin,
menggunakan prinsip prioritas dan saling menghormati.
Prioritizing a systematic and disciplined mindset, work ethic, and collaboration by applying the
principles of priority and mutual respect.
Leading
Selalu menjadi yang terdepan dan proaktif dalam memberikan solusi yang terbaik, sehingga
menjadi teladan, inspirasi, serta motivasi bagi lingkungannya.
Becomes the leading and proactive company in providing best solution, as a role model,
inspiration and motivation to surrounding.
Uniqueness
Selalu memberikan solusi unik yang terbaik tanpa mengorbankan nilai Perseroan.
Constantly provide the best unique solutions without overridding the Company’s values.
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.
Constantly generate new ideas, conducts continuous improvements, and create conducive
surrounding to create so that provides added value to stakeholders.
Open-mind
Selalu menunjukkan keterbukaan hati, pikiran, sikap, dan perilaku untuk mengembangkan
potensi diri dan organisasi.
Constantly 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.
Constantly expands synergistic relationship to increase added value through mutual
partnership.
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Profil Perusahaan
Kegiatan Usaha dan Lini Bisnis
Business Activities and Business Lines
Kegiatan Usaha Menurut Anggaran Dasar Business Activities According to the Latest
Terakhir Perseroan Company’s Articles of Association
Pasal 3 Anggaran Dasar Perseroan terkait Article 3 of the Company’s Articles of Association
Maksud dan Tujuan serta Kegiatan Usaha related to the Purpose and Objectives as well as
Perseroan terakhir diatur dalam Akta Nomor 135 the Business Activities of the Company has been
tertanggal 25 April 2025. Adapun kegiatan usaha regulated under Deed Number 135 dated April 25,
Perseroan adalah sebagai berikut: 2025. The following are the Company’s business
activities:
Kegiatan Usaha yang
Kegiatan Usaha Berdasarkan Anggaran Dasar Dijalankan pada Tahun Buku
No.
Business Activities by Articles of Association Business Activities Carried
Out in Reporting Year
A. Bidang Industri | Industry
1. Industri mesin penambangan, penggalian, dan konstruksi mencakup antara lain pembuatan
mesin peralatan untuk kegiatan pertambangan, penggalian, konstruksi, seperti alat
pengangkat dan alat pengangkut (misalnya conveyor);
Industry of machinery of mining, excavation, and construction which includes, among others,
industry of manufacturing of equipment machinery for mining, excavating, and construction
activities, such as lifting up and transportation equipment e.g. conveyors;
2. Industri suku cadang dan aksesori kendaraan bermotor roda empat atau lebih;
Industry of spare parts and accessories for four-wheeled vehicles or more;
3. Industri mesin untuk keperluan umum lainnya yang tidak dapat diklasifikasikan di tempat lain;
Industry of machinery for other general purposes which cannot be classified in any
other place;
4. Reparasi mesin untuk keperluan umum mencakup antara lain reparasi mesin untuk keperluan
umum seperti alat pengangkat dan pemindah;
Machinery repair for any general purposes including, among others, machinery repair for
general purposes such as lifting up and moving equipment;
5. Reparasi mesin untuk keperluan khusus, mencakup antara lain reparasi dan perawatan mesin
untuk keperluan khusus seperti mesin pertambangan.
√
Machinery repair for special purposes, including, among others, repair and maintenance of
machinery for special purposes such as mining machinery.
B. Bidang Perdagangan | Trading
1. Perdagangan besar mesin kantor dan industri, suku cadang dan perlengkapannya,
mencakup antara lain perdagangan besar/distributor mesin industri, alat berat dan suku
cadangnya serta pelayanan purna jual dan lainnya;
√
Wholesale of office and industrial machineries, spare parts and its appurtenances, including,
among others, wholesale/distributor of industrial machinery, heavy equipment and its spare
parts as well as after sales services and others;
2. Perdagangan besar alat transportasi darat (bukan mobil, sepeda motor, dan sejenisnya),
suku cadang dan perlengkapannya mencakup antara lain perdagangan besar/distributor
macam-macam alat transportasi darat (seperti bus dan truk), suku cadangnya, serta
pelayanan purna jual dan lainnya;
√
Wholesale of land transportation vehicles (excluding cars, motorcycles, and similar vehicles),
spare parts and their appurtenances, including, among others, the wholesale and distribution
of various land transportation vehicles (such as buses and trucks), their spare parts, as well as
after-sales services and others;
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Company Profile
Kegiatan Usaha yang
Kegiatan Usaha Berdasarkan Anggaran Dasar Dijalankan pada Tahun Buku
No.
Business Activities by Articles of Association Business Activities Carried
Out in Reporting Year
3. Perdagangan besar mesin, peralatan, dan perlengkapan lainnya;
√
Wholesale of machineries, equipment, and other appurtenances;
4. Perdagangan besar atas dasar balas jasa (fee) atau kontrak, mencakup antara lain usaha
agen yang menerima komisi, perantara (makelar), pelelangan, dan pedagang besar lainnya
yang memperdagangkan barang-barang di dalam negeri maupun luar negeri atas nama
pihak lain. √
Wholesale on fee consideration or contract basis, including, among others, agency business
for commission, intermediary (broker), auction, and other wholesale trading products
domestically as well as abroad on behalf of any other party.
C. Aktivitas Penyewaan | Rental Activity
1. Penyewaan dan sewa guna usaha tanpa hak opsi mesin dan peralatan industri meliputi
mesin dan peralatan industri pengolahan, alat berat, alat pertambangan, dan lainnya;
Rental services activity and lease without any option right of machinery and industrial
equipment including among other machinery and industrial equipment, heavy equipment,
mining equipment, and others;
2. Aktivitas penyewaan dan sewa guna usaha tanpa hak opsi mobil, bus, truk, dan sejenisnya;
√
Rental services activity and lease without any option right of car, bus, truck, and the like;
3. Penyewaan alat konstruksi dengan operator, mencakup antara lain penyewaan alat atau
mesin konstruksi;
Rental services of construction equipment with operator, including, among others rental of
equipment or construction machinery;
4. Aktivitas penyewaan dan sewa guna usaha tanpa hak opsi mesin dan peralatan konstruksi
dan teknik sipil;
√
Rental services activity and lease without any option right of machinery and construction
equipment and civil engineering;
5. Aktivitas penyewaan dan sewa guna usaha tanpa hak opsi mesin, peralatan, dan barang
berwujud lainnya yang tidak dapat diklasifikasikan di tempat lain.
√
Rental services activity and lease without any option right of machinery, equipment, and other
tangible goods which cannot be classified in any other place.
D. Bidang Jasa (Profesional, Ilmiah, dan Teknis) | Service (Professional, Scientific, and Technical)
1. Aktivitas konsultasi manajemen lainnya;
Other management consultancy services;
2. Aktivitas pengolahan data; dan
Data processing activity;
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Profil Perusahaan
Kegiatan Usaha yang
Kegiatan Usaha Berdasarkan Anggaran Dasar Dijalankan pada Tahun Buku
No.
Business Activities by Articles of Association Business Activities Carried
Out in Reporting Year
3. Aktivitas jasa informasi lainnya.
Other information services activity.
E. Bidang Pembangunan (Konstruksi dan Real Estate) | Development (Construction and Real Estate)
1. Penyiapan lahan;
Land preparation;
2. Konstruksi jalan raya;
Roadway construction;
3. Konstruksi gedung perkantoran;
Office building construction;
4. Konstruksi gedung industri;
Industrial building construction;
5. Pemasangan prafabrikasi untuk gedung;
Installation of prefabricated structure for building;
6. Konstruksi pelabuhan bukan perikanan;
Non-fishery port construction;
7. Pemasangan bangunan prafabrikasi untuk konstruksi bangunan sipil lainnya;
Installation of prefabricated structure for other civil building construction;
8. Pembongkaran;
Demolition;
9. Real estate yang dimiliki sendiri ataupun disewa mencakup antara lain kegiatan penyewaan
dan pengoperasian bangunan, baik yang dimiliki maupun disewa, seperti bangunan bukan
tempat tinggal, termasuk kegiatan pengembangan gedung untuk dioperasikan sendiri (untuk
penyewaan ruang-ruang di gedung tersebut).
√
Self-owned or leased real estate, including, among others, building rental and operating
services, either owned and rented, such as non-residential building, including building
development services activities for its self-operation (for rental services of spaces in
the said building)
F. Bidang Aktivitas Jasa Informasi | Information Service Activities
1. Portal web dan/atau platform digital dengan tujuan komersial
√
Web Portal and/or Digital Platform for Commercial Purposes
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Company Profile
Lini Bisnis Business Lines
Mesin Konstruksi Construction Machinery
Lini usaha Mesin Konstruksi merupakan salah satu The Construction Machinery business line has been
fondasi utama sejak Perseroan berdiri, dengan one of the core foundation of the Company since
fokus pada penyediaan alat berat dan kendaraan its establishment, focusing on providing heavy
transportasi bagi berbagai sektor, termasuk equipment and transportation vehicles for various
pertambangan, perkebunan, konstruksi, kehutanan, sectors such as mining, plantation, construction,
serta logistik dan transportasi. Bagi pelanggan, forestry, logistics, and transportation. For customers,
pembelian alat berat adalah investasi jangka heavy equipment represents a long-term investment,
panjang, sehingga Perseroan memastikan setiap and therefore the Company ensures that every
produk yang ditawarkan memiliki kualitas teruji, product offered is of proven quality, sourced from
dipilih dari merek global yang mampu beroperasi leading global brands capable of operating reliably
optimal di berbagai kondisi lapangan, baik normal in both standard and challenging field conditions.
maupun menantang.
Perjalanan lini usaha ini dimulai pada 1973 ketika This business line began its journey in 1973 when
Perseroan ditunjuk sebagai distributor tunggal the Company was appointed the sole distributor
Komatsu di Indonesia. Seiring berkembangnya of Komatsu in Indonesia. As customer needs
kebutuhan pelanggan, Perseroan memperluas evolved, the Company expanded its product
portofolionya dengan menghadirkan Tadano portfolio by adding Tadano (cranes), Bomag
(crane), Bomag (vibratory roller), dan UD Trucks. (vibratory rollers), and UD Trucks, and further
Portofolio ini kemudian diperkuat dengan produk strengthened it by introducing Scania trucks
Scania—truk dan bus yang kini menjadi bagian and buses—now an integral part of Indonesia’s
penting dari moda transportasi publik modern modern public transportation system.
di Indonesia.
Selain menyediakan produk andal, Perseroan Beyond offering dependable products, the Company
menghadirkan solusi menyeluruh untuk mendukung provides comprehensive solutions to support
operasional pelanggan. Layanan tersebut mencakup customers’ operations. These services include on-
konsultasi lapangan, rekomendasi armada terbaik, site consultations, optimal fleet recommendations,
program pemeriksaan dan pemantauan mesin, machine inspection and monitoring programs,
remanufaktur dan rekondisi, pelatihan mekanik serta remanufacturing and reconditioning services,
operator, layanan pelanggan UT Call 1500 072 yang mechanic and operator training, the 24/7 customer
tersedia 24/7, jaminan layanan purna jual, hingga assistance line UT Call 1500 072, after-sales service
pemantauan terpusat melalui UT Command Center. guarantees, and centralized monitoring through the
UT Command Center.
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Profil Perusahaan
Perseroan juga memperluas kemampuannya melalui The Company also enhances its capabilities through
berbagai anak usahanya. PT United Tractors Pandu its several subsidiaries. PT United Tractors Pandu
Engineering (UTPE) menyediakan layanan rekayasa Engineering (UTPE) specializes in engineering and
dan manufaktur komponen serta attachment alat manufacturing components and heavy-equipment
berat. PT Triatra Sinergia Pratama berfokus pada attachments. PT Triatra Sinergia Pratama focuses on
jasa rekondisi mesin. Sementara itu, PT Bina Pertiwi machine reconditioning services. Meanwhile, PT Bina
(BP) mendukung penyediaan dan penyewaan Pertiwi (BP) supports sales and rental services for
traktor pertanian Kubota, generator Kubota dan Kubota agricultural tractors, Kubota and Komatsu
Komatsu, mini excavator Komatsu, forklift Komatsu, generators, Komatsu mini excavators, Komatsu
serta produk commodity parts lainnya. Melalui forklifts, as well as various commodity parts. Together,
ekosistem ini, Perseroan mampu menyediakan solusi this ecosystem enables the Company to deliver
terintegrasi yang tidak hanya menjual alat, tetapi integrated solutions that go beyond equipment sales,
memastikan peralatan pelanggan bekerja secara ensuring customers’ machinery performs optimally
optimal sepanjang siklus operasionalnya. throughout its operational lifecycle.
Kontraktor Penambangan Mining Contracting
Lini usaha Kontraktor Penambangan dijalankan The Mining Contracting business line is operated
melalui PT Pamapersada Nusantara (PAMA), through PT Pamapersada Nusantara (PAMA),
yang telah berkembang menjadi kontraktor Indonesia’s largest and most experienced mining
pertambangan terbesar dan paling contractors. PAMA provides end-to-end mining
berpengalaman di Indonesia. PAMA menawarkan services for concession owners, delivering integrated
layanan pertambangan menyeluruh bagi pemilik solutions that span the entire mining value chain—
konsesi, mencakup seluruh rantai operasi mulai dari from early planning to commodity delivery.
tahap perencanaan hingga pengiriman komoditas.
Layanan PAMA dimulai dari penilaian dan studi PAMA’s scope of services begins with assessments
kelayakan awal untuk memastikan potensi tambang, and preliminary feasibility studies to evaluate
diikuti dengan perancangan tambang yang efisien mining potential, followed by the design of safe
dan aman. Selanjutnya, PAMA menangani proses and efficient mine layouts. Operational activities
penambangan utama seperti pengupasan lapisan include overburden removal, development of mine
tanah penutup, pembangunan infrastruktur dan infrastructure and supporting facilities, hauling of
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Company Profile fasilitas tambang, pengangkutan batu bara ke coal to stockpiles or ports, and port management. stockpile atau pelabuhan, hingga pengelolaan This comprehensive approach enables concession fasilitas pelabuhan. Pendekatan terintegrasi ini owners to benefit from consistent, effective, and memungkinkan pemilik tambang memperoleh competitive mining operations. solusi operasional yang konsisten, efektif, dan berdaya saing. Untuk memperkuat kompetensinya, PAMA didukung PAMA’s capabilities are further strengthened oleh beberapa anak perusahaannya. PT Kalimantan by its several subsidiaries. PT Kalimantan Prima Prima Persada (KPP MINING) berfokus pada layanan Persada (KPP MINING) focuses on integrated mining penambangan terpadu. PT Tuah Turangga Agung services, while PT Tuah Turangga Agung (Turangga (Turangga Resources) mengelola konsesi batu bara Resources) manages thermal and metallurgical coal termal dan metalurgi serta perdagangan komoditas concessions and coal trading activities. In addition, batu bara. Sementara itu, PT Pama Indo Mining (PIM) PT Pama Indo Mining (PIM) conducts non-metallic menjalankan kegiatan penambangan mineral non- mineral mining as raw material for the cement logam sebagai bahan baku industri semen. Melalui industry. Through this interconnected ecosystem, ekosistem usaha ini, Perseroan mampu menyediakan the Company delivers a complete suite of mining layanan pertambangan yang lengkap dan saling services to its business partners. terhubung bagi seluruh mitra bisnisnya. Pertambangan Mining Pertambangan Batu Bara Termal dan Metalurgi Thermal and Metallurgical Coal Mining Lini usaha Pertambangan Batu Bara dijalankan The Coal Mining business line is managed through melalui Turangga Resources, anak usaha yang dimiliki Turangga Resources, a subsidiary owned directly Perseroan secara langsung dan tidak langsung by the Company and indirectly through PAMA, melalui PAMA. Turangga Resources bertanggung respectively. Turangga Resources oversees the jawab mengelola portofolio tambang batu bara Company’s coal mining portfolio, covering both Perseroan, mulai dari batu bara termal hingga batu thermal and metallurgical coal, while also conducting bara metalurgi, sekaligus menjalankan aktivitas coal trading activities to strengthen supply chain perdagangan batu bara untuk memperkuat rantai integration and market reach. pasok dan pemasaran komoditas. PT United Tractors Tbk - 2025 Annual Report 87
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Profil Perusahaan
Melalui entitas operasionalnya, Turangga Resources Operationally, Turangga Resources manages thermal
mengelola produksi batu bara termal terutama coal production through PT Asmin Bara Bronang
melalui PT Asmin Bara Bronang (ABB) dan PT Telen (ABB) and PT Telen Orbit Prima (TOP). Meanwhile,
Orbit Prima (TOP). Sementara itu, produksi batu bara metallurgical coal operations are carried out by
metalurgi dijalankan oleh PT Suprabari Mapanindo PT Suprabari Mapanindo Mineral (SMM). Through
Mineral (SMM). Dengan struktur ini, Turangga this structure, Turangga Resources serves as the
Resources berperan sebagai pengelola utama aset primary operator of the Company’s mining assets,
pertambangan Perseroan, memastikan setiap lini ensuring efficient, competitive, and well-coordinated
produksi berjalan optimal dan berdaya saing di pasar. production across all mining lines.
Pertambangan Emas Gold Mining
Lini usaha Pertambangan Emas dijalankan melalui The Gold Mining business line is operated through
PTAR dan SJR, yang keduanya diakuisisi melalui PTAR and SJR, both of which were acquired through
PT Danusa Tambang Nusantara (DTN). Perseroan PT Danusa Tambang Nusantara (DTN). The Company
memiliki 95% kepemilikan saham di PTAR dan 80% holds 95% ownership in PTAR and 80% ownership
kepemilikan saham di SJR. in SJR.
PTAR mengelola Tambang Emas Martabe, sebuah PTAR manages the Martabe Gold Mine, a large-
operasi eksplorasi, penambangan, dan pengolahan scale exploration, mining, and mineral processing
mineral berskala besar yang berlokasi di Provinsi operation located in North Sumatra. The mine
Sumatra Utara. Tambang ini beroperasi berdasarkan operates under a 30-year Contract of Work with the
Kontrak Karya selama 30 tahun dengan Pemerintah Government of Indonesia, covering a concession area
Republik Indonesia, mencakup wilayah konsesi seluas of 1,302 km² across South Tapanuli, Central Tapanuli,
1.302 km² yang meliputi Kabupaten Tapanuli Selatan, North Tapanuli, and Mandailing Natal Regencies. The
Tapanuli Tengah, Tapanuli Utara, dan Mandailing operational area of 479 hectares is situated in South
Natal. Area operasional seluas 479 hektare berada di Tapanuli. Construction of the mine began in 2008,
Kabupaten Tapanuli Selatan. Pembangunan tambang followed by the start of gold and silver production
dimulai pada 2008 dan produksi emas serta perak in 2012, with an approved mine plan extending to
beroperasi sejak 2012, dengan rencana tambang 2042. As of December 2025, the Martabe Gold Mine
yang disetujui hingga 2042. Per Desember 2025, recorded mineral resources of 6.1 million ounces of
Tambang Emas Martabe memiliki sumber daya gold and 59 million ounces of silver, and ore reserves
mineral sebesar 6,1 juta ons emas dan 59 juta ons of 3.5 million ounces of gold and 32 million ounces of
perak, serta cadangan bijih 3,5 juta ons emas dan silver, supporting an estimated 12–13 additional years
32 juta ons perak, yang diperkirakan mendukung 12– of mine life.
13 tahun operasi tambahan.
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Company Profile SJR merupakan aset pertambangan emas kedua SJR represents the Company’s second gold mining Perseroan yang berlokasi di Kabupaten Sumbawa, asset, located in Sumbawa Regency, West Nusa Nusa Tenggara Barat. Saat ini, SJR telah mulai Tenggara. SJR commenced operations in October beroperasi sejak bulan Oktober 2025 dan sampai 2025 and, as of December 2025, has recorded sales of dengan Desember 2025 telah mencatatkan 14 thousand ounces of gold. penjualan 14 ribu ons emas. Pertambangan Mineral Lainnya Other Mineral Mining Perseroan memasuki bisnis pertambangan The Company expanded into non-coal mineral mineral non–batu bara melalui investasi strategis mining through a series of strategic investments in di sektor nikel. Perseroan memiliki 20,1% saham the nickel sector. The Company owns a 20.1% of Nickel Nickel Industries Limited (NIC) serta 70% saham Industries Limited (NIC), along with 70% ownership PT Stargate Pasific Resources (SPR), pemegang in PT Stargate Pasific Resources (SPR), a holder of a Izin Usaha Pertambangan Operasi Produksi Nikel di Nickel Production Operation Mining Permit in North Konawe Utara, Sulawesi Tenggara, yang memiliki Konawe, Southeast Sulawesi, with low- to high-grade cadangan nikel low hingga high grade. Perseroan nickel reserves. The Company also acquired SMA, juga mengakuisisi SMA, pemegang Izin Usaha Industri the Industrial Business Permit holder responsible for yang akan bertanggung jawab atas pengembangan developing and constructing a nickel smelter. To dan pembangunan fasilitas smelter nikel. Untuk strengthen its ownership structure, the Company memperkuat struktur kepemilikan, Perseroan turut further obtained 66.67% of PT Anugerah Surya Pacific mengambil alih 66,67% saham PT Anugerah Surya Resources (ASPR), the parent company that owns 30% Pacific Resources (ASPR), perusahaan induk yang of SPR and SMA. memiliki 30% saham di SPR dan SMA. Saat ini, Perseroan tengah menyiapkan rencana The Company is currently preparing the development pengembangan fasilitas pengolahan dan of nickel processing and refining facilities to produce pemurnian nikel guna menghasilkan produk nikel higher value-added nickel products. This initiative bernilai tambah lebih tinggi. Langkah ini menjadi represents a key component of the Company’s long- bagian dari strategi jangka panjang Perseroan untuk term strategy to broaden its mining portfolio and memperluas portofolio pertambangan sekaligus support the growing supply chain for Indonesia’s mendukung rantai pasok industri energi dan energy and electric vehicle industries. kendaraan listrik di Indonesia. PT United Tractors Tbk - 2025 Annual Report 89
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Profil Perusahaan
Lini Bisnis Lainnya Other Business Lines
Industri Konstruksi Construction Industry
Lini usaha Industri Konstruksi dijalankan melalui The Company’s Construction Industry business line is
PT Acset Indonusa Tbk (ACSET), perusahaan operated through PT Acset Indonusa Tbk (ACSET), a
konstruksi lokal yang telah beroperasi sejak 1995 dan local construction company established in 1995 with
memiliki lebih dari dua dekade pengalaman dalam more than two decades of experience in foundation
pekerjaan fondasi, bangunan, sipil, dan maritim di works and building construction in Indonesia. With
Indonesia. Dengan rekam jejak yang kuat, ACSET strong technical capabilities and an extensive
telah terlibat dalam berbagai proyek besar seperti project portfolio, ACSET has contributed to major
Pacific Place, Thamrin Nine, Gandaria City, Kota developments such as Pacific Place, Thamrin Nine,
Kasablanka, West Vista Jakarta, Alila Seminyak, serta Gandaria City, Kota Kasablanka, West Vista Jakarta,
Jalan Tol Layang Jakarta–Cikampek II sepanjang Alila Seminyak, and the 36.4-kilometer Jakarta–
36,4 kilometer. Cikampek II Elevated Toll Road.
ACSET merupakan perusahaan publik yang tercatat ACSET is a publicly listed company on the Indonesia
di Bursa Efek Indonesia. Perseroan, melalui anak Stock Exchange. Through its subsidiary PT Karya Supra
usaha PT Karya Supra Perkasa (KSP), menguasai 91,2% Perkasa (KSP), the Company owns 91.2% of ACSET’s
saham ACSET, sementara sisanya dimiliki oleh publik. shares, with the remaining portion held by the public.
Berkat kompetensi teknis dan pengalaman Leveraging its technical expertise and long-standing
panjangnya, ACSET mampu meningkatkan nilai industry experience, ACSET continues to enhance its
kontrak dan kapasitas modal melalui berbagai contract value and capital capacity through joint
kerja sama operasi dan kemitraan strategis, operations and strategic partnerships with both the
baik dengan Grup Astra maupun perusahaan Astra Group and various multinational companies
multinasional lainnya. in Indonesia.
Ke depan, Perseroan menargetkan pertumbuhan Looking ahead, the Company aims to further strengthen
yang berkelanjutan di sektor konstruksi dengan and expand its presence in the construction sector
mendorong ACSET untuk berperan lebih aktif dalam by encouraging ACSET to take a more active role in
pembangunan infrastruktur nasional dan industri. national infrastructure and industrial development.
Upaya ini dibarengi dengan pengembangan This commitment is supported by continuous
keahlian, peningkatan kualitas layanan, serta capability enhancement, service excellence, and
penguatan sinergi antar perusahaan dalam stronger synergies across the Company’s subsidiaries
ekosistem usaha Perseroan. within the broader business ecosystem.
Energi Energy
Lini usaha Energi dibentuk pada tahun 2017 sebagai The Energy business line was established in 2017
bagian dari strategi ekspansi dan diversifikasi as part of the Company’s strategy to expand and
Perseroan. Langkah awal dilakukan melalui diversify its business portfolio. The Company’s
partisipasi dalam konsorsium PT Bhumi Jati Power first step into the energy sector began with its
(BJP) untuk pembangunan PLTU Jawa-4 (Tanjung participation in the PT Bhumi Jati Power (BJP)
Jati B Unit 5 & 6) berkapasitas 2×1.000 MW di Jepara, consortium to develop the Java-4 Coal-Fired Power
Jawa Tengah. Konsorsium ini terdiri dari Sumitomo Plant (Tanjung Jati B Units 5 & 6) with a capacity of
Corporation (50%), PT United Tractors Tbk (25%), dan 2×1,000 MW in Jepara, Central Java. The consortium
The Kansai Electric Power Co. Inc. (25%). Pembangkit comprises Sumitomo Corporation (50%), PT United
tersebut telah beroperasi secara komersial sejak Tractors Tbk (25%), and The Kansai Electric Power Co.,
akhir 2022. Inc. (25%). The power plant has been fully operational
since late 2022.
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Company Profile Memasuki 2023, arah pengembangan lini usaha Beginning in 2023, the development direction of the Energi semakin fokus pada transformasi menuju Energy business lines shifted more decisively toward bisnis non–batu bara, sejalan dengan strategi non-coal businesses, reflecting the Company’s transisi energi Perseroan dan Aspirasi Keberlanjutan commitment to energy transition and alignment with 2030 Astra. Pusat pengembangan energi terbarukan Astra’s Sustainability Aspirations 2030. The expansion dijalankan oleh Grup EPN, yang aktif menjajaki of renewable energy is driven under the EPN Group, peluang kerja sama dengan mitra berpengalaman di which continues to explore partnerships with bidang pembangkit energi bersih. experienced players in the renewable power sector. Saat ini, EPN melalui PT Uway Energi Perdana EPN, through PT Uway Energi Perdana, currently mengoperasikan 2 (dua) pembangkit listrik operates 2 (two) run-of-river hydropower plants: tenaga air (PLTA) aliran sungai langsung, yaitu Kalipelus (0.5 MW) in Central Java and Besai Kemu PLTA Kalipelus (0,5 MW) di Jawa Tengah dan (7 MW) in Lampung, which began commercial PLTA Besai Kemu (7 MW) di Lampung yang mulai operations in January 2024. Additionally, since beroperasi komersial pada Januari 2024. Selain itu, August 2022 the Company has invested in PT Arkora sejak Agustus 2022, Perseroan juga berinvestasi di Hydro Tbk (ARKO) with a 31.49% shareholding. Arkora PT Arkora Hydro Tbk (ARKO) dengan kepemilikan operates 3 (three) run-of-river hydropower plants 31,49%. Arkora mengoperasikan 3 (tiga) PLTA aliran with a total installed capacity of 27.4 MW, and another sungai langsung berkapasitas total 27,4 MW dan 2 (two) with total 15.4 MW under construction, with 2 (dua) lainnya berkapasitas total 15,4 MW dalam several more projects under development. proses konstruksi, dengan beberapa proyek tambahan yang sedang dikembangkan. Untuk memperluas portofolio energi terbarukan, To further strengthen its renewable energy portfolio, Perseroan juga masuk ke sektor geotermal dan the Company has also expanded into geothermal waste-to-energy. Melalui EPN, Perseroan telah and waste-to-energy projects. Through EPN, the menyelesaikan akuisisi 80,1% saham PT Supreme Company completed the acquisition of 80.1% of Energy Sriwijaya (SES) pada Juni 2025. EPN sendiri PT Supreme Energy Sriwijaya (SES) in June 2025. merupakan pemilik 40,4% saham secara langsung EPN itself holds a 40.4% direct and indirect stake in dan tidak langsung dari PT Supreme Energy Rantau PT Supreme Energy Rantau Dedap (SERD), which Dedap (SERD), pengelola proyek panas bumi operates a geothermal plant in South Sumatra dengan kapasitas terpasang sebesar 91,2 MW with an installed capacity of 91.2 MW. di Sumatra Selatan. Selanjutnya, pada Januari 2024, EPN bersama In January 2024, EPN, together with Sumitomo Sumitomo Corporation dan Kanadevia Corporation Corporation and Kanadevia Corporation, established mendirikan perusahaan patungan JES untuk a joint venture, JES, to develop the Legok Nangka membangun Pembangkit Listrik Tenaga Sampah Waste-to-Energy (WtE) facility in West Java under (PLTSa) di Legok Nangka, Jawa Barat, melalui skema a Public-Private Partnership (PPP) scheme. This Kerja Sama Pemerintah dan Badan Usaha (KPBU). project represents another major step in the Proyek ini menjadi salah satu langkah penting Company’s ongoing commitment to contributing to Perseroan dalam memperluas kontribusi pada Indonesia’s clean energy development. pengelolaan energi bersih di Indonesia. PT United Tractors Tbk - 2025 Annual Report 91
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Profil Perusahaan
Bisnis Pendukung
Supporting Businesses
Rekayasa dan Manufaktur Engineering and Manufacturing
Perseroan menjalankan layanan rekayasa dan The Company provides engineering services and
manufaktur komponen serta attachment alat manufactures heavy equipment components and
berat melalui PT United Tractors Pandu Engineering attachments through PT United Tractors Pandu
(UTPE). Sebagai perusahaan engineering, UTPE Engineering (UTPE). As an engineering-focused entity,
memiliki kemampuan untuk menghadirkan produk UTPE has the capability to deliver customized products
yang dirancang khusus (customized products) tailored to the specific operational needs of each
sesuai kebutuhan operasional setiap pelanggan. customer. To remain competitive, UTPE continues to
Untuk menjaga relevansi dan daya saing, UTPE enhance its technical capacity and expand the range
terus mengembangkan kapabilitas teknisnya of products it is able to design and manufacture.
sehingga mampu memproduksi varian produk yang
semakin beragam.
Produk unggulan UTPE dipasarkan dengan merek UTPE’s flagship products are marketed under
PATRIA, yang telah dikenal luas sebagai produk the PATRIA brand, which is widely recognized as
premium di industri pertambangan. Keandalan a premium line within the mining industry. The
PATRIA tidak hanya berasal dari kualitas desain strength of PATRIA products is supported not only
dan manufakturnya, tetapi juga dari dukungan tim by high-quality engineering and manufacturing,
after-sales yang profesional, serta pemanfaatan but also by a dedicated after-sales service team
digitalisasi layanan pelanggan, yang memberikan and the Company’s ongoing digitalization of
nilai tambah dan menjadi keunggulan kompetitif customer services, both of which reinforce UTPE’s
UTPE di bisnis rekayasa dan manufaktur. competitive advantage in the engineering and
manufacturing business.
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Company Profile Transportasi Komoditas Commodity Transportation Perseroan menjalankan layanan coal barging dan The Company provides coal barging and transshipment melalui PT Patria Maritime Lines transshipment services through PT Patria Maritime (PML). Melalui entitas ini, Perseroan menyediakan Lines (PML), offering integrated marine logistics solusi logistik laut untuk mendukung rantai solutions to support the commodity supply chain, pasok komoditas, khususnya batu bara. PML particularly in the coal sector. PML operates a mengoperasikan armada yang beragam, terdiri diverse fleet of 60 vessels, including 240–270 feet dari 60 kapal berbagai tipe, termasuk kapal and 300–320 feet barges, Self-Propelled Barges berukuran 240–270 feet, 300 feet, 300–320 feet, (SPB), Transloaders, Mother Vessels (MV), and Self-Propelled Barge (SPB), Transloader, Mother Oil Barges.This variety of vessel types enables Vessel (MV), serta Oil Barge. Keberagaman jenis PML to deliver flexible and efficient transport and kapal ini memungkinkan PML memberikan layanan cargo transfer services tailored to customers’ pengangkutan dan pemindahan muatan yang operational needs. fleksibel dan efisien sesuai kebutuhan pelanggan. PT United Tractors Tbk - 2025 Annual Report 93
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Profil Perusahaan
After Market Solution, Distributor Traktor After Market Solution, Farm Tractors
Pertanian, Alat Pengangkut Barang, dan Distributor, Material Handling, and
Generator Listrik Electrical Generating Sets
Perseroan menyediakan layanan after market The Company provides after-market solution and
solution serta distribusi berbagai jenis peralatan a wide range of equipment distribution services
melalui PT Bina Pertiwi (BP). BP menawarkan solusi through PT Bina Pertiwi (BP). BP offers comprehensive
purna jual, layanan perawatan, serta penyediaan after-sales support, maintenance services, and
traktor pertanian, alat transportasi barang, dan the distribution of agricultural tractors, material-
generator listrik. Dengan cakupan produk dan handling equipment, and power generators. With its
layanan yang luas, BP memiliki posisi pasar yang broad product and service portfolio, BP holds a strong
kuat di sektor agroindustri, industri, konstruksi, market position across the agro-industry, industrial,
pertambangan, dan energi. construction, mining, and energy sectors.
Selain memasarkan produk dengan merek sendiri In addition to marketing its own private brands—
(private brand) seperti ALLMAKES, UTP, dan HEO, BP such as ALLMAKES, UTP, and HEO—BP also serves as
juga menjadi distributor resmi sejumlah merek global an authorized distributor for several leading global
terkemuka. Produk yang didistribusikan mencakup brands. These include ground tools from Hensley and
ground tools dari Hensley dan Black Cat, Ground Black Cat, Ground Engaging Tools (GET), filtration and
Engaging Tools (GET), produk filtrasi dan bahan chemical products from Fleetguard, Graco automatic
kimia dari Fleetguard, sistem pelumasan otomatis lubrication systems, Qtec fire suppression systems,
Graco, sistem pemadam kebakaran Qtec, ban Winda & Triangle tires, MSB Hydraulic Breaker
Winda & Triangle, attachment MSB Hydraulic Breaker, attachments, Aderco chemical products, Parker fluid
produk kimia Aderco, hingga komponen fluida connectors and hoses, and Carlisle truck parts. This
dan hose dari Parker, serta truck parts dari Carlise. diverse portfolio enables BP to deliver comprehensive
Keberagaman ini memungkinkan BP menyediakan and reliable solutions tailored to customers’
solusi komprehensif dan terpercaya bagi berbagai operational needs.
kebutuhan operasional pelanggan.
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Company Profile Distributor Komponen dan Attachment Distributor of Heavy Equipment Components Alat Berat, Remanufaktur, dan Layanan and Attachments, Remanufacturing, and Purna Jual After Sales Services Perseroan menjalankan bisnis distribusi attachment The Company operates its attachment and heavy dan komponen alat berat melalui PT Triatra Sinergia equipment component business through PT Triatra Pratama (TRIATRA). Sebagai distributor domestik dan Sinergia Pratama (TRIATRA). As both a domestic and internasional, TRIATRA memasarkan berbagai produk international distributor, TRIATRA markets a wide attachment dan komponen dengan merek sendiri, range of attachments and components under its yaitu PATRIA dan ULTRA, yang didukung oleh layanan own brands, PATRIA and ULTRA, complemented by purna jual yang andal. TRIATRA juga memperluas reliable after-sales support. TRIATRA also strengthens portofolionya dengan menjadi distributor resmi its portfolio by serving as an authorized distributor for sejumlah merek global terkemuka yang menunjang several global equipment brands that enhance heavy kinerja alat berat, termasuk Powerscreen, TEREX equipment performance, including Powerscreen, MPS, AllightSykes, MB, dan beberapa merek TEREX MPS, AllightSykes, MB, and other recognized terpercaya lainnya. names in the industry. Untuk memenuhi kebutuhan operasional pelanggan, To meet the diverse operational needs of customers, TRIATRA menyediakan rangkaian layanan rekondisi TRIATRA provides an extensive suite of remanufacturing dan remanufaktur yang komprehensif, mencakup and refurbishment services, covering hydraulic sistem hidraulik, power train, power system, fabrikasi, systems, power trains, power systems, fabrication, hingga sistem kelistrikan. Selain itu, TRIATRA juga and electrical systems. In addition, TRIATRA supplies memasok unit dan komponen crusher serta crusher units and components, while offering menawarkan layanan General Overhaul (GOH) yang General Overhaul (GOH) services designed to restore dirancang untuk memulihkan performa alat dan equipment performance and maximise productivity. meningkatkan produktivitas operasional. Melalui Through this integrated approach, combining kombinasi keahlian teknis dan portofolio produk yang strong technical expertise with a broad product luas, TRIATRA mampu memberikan solusi yang andal range, TRIATRA delivers dependable solutions that dan menyeluruh sepanjang siklus penggunaan alat support customers throughout the lifecycle of their berat pelanggan. heavy equipment. PT United Tractors Tbk - 2025 Annual Report 95
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Profil Perusahaan
Unit Pendukung Bisnis
Business Support Units
UT Guaranteed Product Support UT Guaranteed Product Support
UT Guaranteed Product Support (UT GPS) merupakan UT Guaranteed Product Support (UT GPS) is the
layanan garansi purna jual yang diberikan untuk Company’s after-sales warranty service provided
setiap pembelian produk United Tractors. Layanan for every purchase of United Tractors products. The
ini dirancang untuk memastikan pelanggan program is designed to ensure that customers receive
mendapatkan dukungan operasional yang cepat, fast, accurate, and comprehensive operational
tepat, dan menyeluruh, meliputi ketersediaan suku support—from spare parts availability and mechanic
cadang, respons mekanik, hingga penyelesaian response to complete issue resolution in the field. All
masalah di lapangan. Seluruh dukungan ini services are delivered through the On Time-In Full
diimplementasikan melalui fitur layanan On Time-In (OTIF) service standard.
Full (OTIF).
Konsep OTIF terdiri dari tiga elemen utama. OTIF OTIF consists of three key components. OTIF Parts
Parts memastikan pengiriman suku cadang guarantees that spare parts are delivered accurately
dilakukan secara akurat dan tepat waktu sesuai and on time according to customer needs. OTIF
kebutuhan pelanggan. OTIF Mechanics menjamin Mechanics ensures that a mechanic arrives within
kehadiran mekanik dalam waktu maksimal 1×24 a maximum of 1x24 hours to assess and repair
jam untuk melakukan analisis maupun perbaikan the equipment directly on-site. Meanwhile, OTIF
alat berat di lapangan. Sementara itu, OTIF Solution Solution provides assurance that every issue will
memberikan kepastian bahwa setiap permasalahan be addressed promptly and thoroughly, from the
akan ditangani dengan cepat dan tuntas sejak moment the customer contacts the Company until
pelanggan menghubungi Perseroan hingga unit the equipment is fully operational again. Through UT
kembali siap beroperasi. Melalui UT GPS, Perseroan GPS, the Company is committed to delivering reliable
berkomitmen memberikan pengalaman layanan and responsive after-sales support that enhances
purna jual yang andal, responsif, dan mendukung customer productivity.
produktivitas pelanggan.
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Company Profile UTCall 1500 072 UTCall 1500 072 Perseroan mengoperasikan pusat layanan The Company operates a dedicated customer pelanggan UTCall 1500 072, sebuah contact center service center, UTCall 1500 072, which is available yang tersedia 24 jam sehari, 7 hari seminggu, dan 24 hours a day, 7 days a week and accessible dapat diakses melalui berbagai kanal komunikasi through multiple communication channels (omnichannel). UTCall 1500 072 hadir untuk (omnichannel). UTCall 1500 072 is designed memberikan pengalaman layanan yang positif to deliver a positive service experience by dengan menyediakan informasi produk dan providing product and service information, jasa, menangani permintaan pelanggan, serta handling customer requests, and offering prompt memberikan solusi atas setiap keluhan secara solutions to any inquiries or issues. cepat dan akurat. Sebagai garda terdepan layanan pelanggan, UTCall As the frontline of customer support, UTCall 1500 072 1500 072 mampu merespons dan menyelesaikan ensures fast and professional responses at any time permasalahan pelanggan kapan pun dan di mana and from any location, including remote operational pun, termasuk di lokasi operasi yang jauh dari kantor sites far from branch offices. The service is supported cabang. Layanan ini didukung oleh tim frontliner by highly skilled frontliners with strong product yang memiliki kompetensi tinggi serta pemahaman knowledge, enabling them to deliver accurate, mendalam mengenai produk, sehingga mampu relevant, and reliable solutions. memberikan solusi yang relevan, tepat, dan dapat diandalkan. Jangkauan layanan UTCall 1500 072 mencakup The coverage of UTCall 1500 072 spans all Company seluruh cabang, site, dan support point Perseroan branches, sites, and support points throughout di seluruh Indonesia. Melalui layanan ini, pelanggan Indonesia. Through this service, customers can access dapat memperoleh informasi lengkap mengenai complete information on products such as Komatsu, produk Komatsu, Scania, UD Trucks, Tadano, dan Scania, UD Trucks, Tadano, and Bomag, as well as Bomag, sekaligus mendapatkan dukungan teknis receive technical assistance whenever immediate ketika cabang membutuhkan respons tambahan support is required beyond the capabilities of branch atau tidak dapat memberikan penanganan segera. operations. PT United Tractors Tbk - 2025 Annual Report 97
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Profil Perusahaan
UT Command Center UT Command Center
UT Command Center merupakan fasilitas UT Command Center is an integrated control centre
pusat kendali terintegrasi yang dikembangkan developed by the Company to strengthen end-to-
Perseroan untuk memperkuat dukungan terhadap end operational support across its branches and
aktivitas operasional cabang dan site secara sites. Through this facility, the Company is able to
menyeluruh. Kehadiran fasilitas ini memungkinkan monitor, identify, and respond to operational issues
Perseroan untuk memantau, mengidentifikasi, more swiftly and accurately, while at the same
dan merespons berbagai potensi kendala time generating continuous recommendations for
operasional secara lebih cepat dan tepat, sekaligus business process improvements. In this role, the UT
menghasilkan rekomendasi perbaikan proses Command Center not only serves as a coordination
bisnis yang berkelanjutan. Dengan peran tersebut, hub, but also acts as a key enabler in enhancing
UT Command Center tidak hanya berfungsi sebagai service consistency and operational reliability
pusat koordinasi, tetapi juga menjadi penggerak throughout the Company’s network.
peningkatan konsistensi layanan dan keandalan
operasional di seluruh jaringan Perseroan.
Untuk mendukung fungsi tersebut, UT Command To support these functions, the UT Command
Center dilengkapi dengan berbagai kapabilitas Center is equipped with a wide range of digital
digital, mulai dari sistem alert and monitoring, fitur capabilities, including alert and monitoring systems,
teleconference dan recording, pemantauan inisiatif teleconference and recording features, improvement
perbaikan, hingga web-based auto to-do list. initiative monitoring, and a web-based auto to-do
Fasilitas ini juga memberikan nilai tambah langsung list. This facility also delivers direct value to customers,
bagi pelanggan, khususnya pemilik alat berat, bus, particularly owners of heavy equipment, buses, and
dan truk, dalam memantau kondisi serta performa trucks, by enabling them to monitor the condition and
armada mereka. Data yang tersedia mencakup performance of their fleets. The available data covers
perilaku berkendara operator (seperti speeding, operator driving behaviour (such as speeding, idling,
idling, coasting, penggunaan cruise control, coasting, use of cruise control, anticipation, and hill
anticipation, dan hill driving), kondisi kendaraan driving), vehicle conditions (location, speed, and fuel
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Company Profile (posisi, kecepatan, konsumsi bahan bakar), hingga consumption), as well as periodic service schedules, jadwal servis berkala, yang seluruhnya dapat all of which can be accessed in real-time anytime diakses secara real-time kapan pun dan di mana and anywhere through the UT Mobile Apps. pun melalui UT Mobile Apps. Dengan dukungan sistem dan data yang terintegrasi With the support of these integrated systems and tersebut, UT Command Center mempercepat dan data, the UT Command Center accelerates and menyempurnakan proses penyelesaian masalah enhances problem resolution processes at branches di cabang dan site, khususnya dalam layanan and sites, particularly in after-sales services, making purna jual, agar menjadi lebih cepat, akurat, dan them faster, more accurate, and better coordinated. terkoordinasi. Di saat yang sama, Kantor Pusat juga At the same time, Head Office is able to monitor dapat memantau aktivitas operasional seluruh operational activities across the entire network jaringan secara lebih mudah dan terpadu melalui more easily and in an integrated manner through dashboard pemantauan yang komprehensif, a comprehensive monitoring dashboard, ensuring sehingga kualitas layanan Perseroan dapat terjaga consistent service quality throughout the Company’s secara konsisten di seluruh wilayah operasional. operational areas. PT United Tractors Tbk - 2025 Annual Report 99
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Profil Perusahaan
UT Connect UT Connect
UT Connect dikembangkan sebagai platform layanan UT Connect was developed as a customer service
pelanggan yang menghadirkan pengalaman digital platform that delivers an integrated digital
terpadu bagi pengguna produk United Tractors. experience for United Tractors users. More than just
Tidak hanya berfungsi sebagai kanal komunikasi, a communication channel, UT Connect provides
UT Connect memberikan akses cepat dan praktis fast and convenient access for ordering spare
untuk pemesanan suku cadang, pemantauan kondisi parts, monitoring heavy equipment performance
alat berat secara real-time, dan berbagai layanan in real-time, and managing various operational
operasional lainnya. Pelanggan dapat mengakses needs. Customers can access the platform via
layanan ini melalui situs website maupun aplikasi the website or mobile app, allowing them to enjoy
mobile, sehingga kebutuhan mereka dapat terpenuhi United Tractors’ services anytime and anywhere.
kapan saja dan di mana saja.
Fitur-fitur yang tersedia di UT Connect dirancang The features available in UT Connect are designed to
untuk meningkatkan kenyamanan sekaligus enhance convenience and help customers manage
membantu pelanggan mengelola armadanya their fleets more efficiently. The Equipment Monitoring
secara lebih efektif. Equipment Monitoring feature allows customers to track the status of their
memungkinkan pelanggan memantau status unit units whether operating, idle, or flagged as requiring
baik yang sedang beroperasi, tidak aktif, maupun attention. Spare Parts Order Tracking provides real-
unit yang memerlukan perhatian. Spare Parts time updates on spare parts transactions, along with
Order Tracking menyediakan informasi transaksi access to up to one year of order history. Periodic
suku cadang secara real-time dan riwayat Service Reminder and Notifications help ensure
pemesanan hingga satu tahun. Periodic Service timely scheduled maintenance. Additionally, the
Reminder dan Notifications membantu pelanggan Monthly KOMTRAX Report offers a comprehensive
memastikan alat berat menjalani perawatan performance summary of all units, Online Spare
berkala tepat waktu. Selain itu, Monthly KOMTRAX Parts Transactions allow customers to order parts
Report memberikan ringkasan kinerja seluruh unit, quickly and easily, and Maintenance Management
Online Spare Parts Transactions memudahkan presents visualized performance data to support
pemesanan suku cadang secara digital, dan better operational decision-making.
Maintenance Management menyajikan visualisasi
data kinerja untuk mendukung pengambilan
keputusan operasional.
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Company Profile Melalui UT Connect, Perseroan menghadirkan solusi Through UT Connect, the Company offers a smart, digital yang cerdas dan efisien untuk meningkatkan efficient digital solution that enhances heavy efektivitas pengelolaan alat berat, sekaligus equipment management and supports customer mendukung produktivitas pelanggan di berbagai productivity across various industries. sektor industri. PT United Tractors Tbk - 2025 Annual Report 101
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Profil Perusahaan
Wilayah Operasional
Operational Areas
Jaringan Operasional yang
Menjangkau Seluruh Indonesia
A Nationwide Operational Network
Pada segmen Mesin Konstruksi, Perseroan Within the Construction Machinery
didukung oleh jaringan layanan yang segment, the Company is supported
luas, meliputi 20 kantor cabang, 21 kantor by an extensive operational network
site, 9 kantor perwakilan, serta 1 kantor consisting of 20 branch offices,
21 site office, 9 representative offices
perwakilan di Australia dan berbagai
and also 1 representative office in
fasilitas pendukung lainnya. Seluruh
Australia with additional service
jaringan ini memastikan Perseroan
facilities. This network ensures that
dapat memberikan solusi cepat dan the Company can deliver prompt,
terpercaya bagi pelanggan di berbagai reliable, and comprehensive solutions
wilayah. to customers across Indonesia.
Kantor Cabang
Branch Offices
Sumatra
Medan
Jl. Sisingamangaraja No.6,
Kabupaten Deli Serdang, Sumatra Utara 20149
Tel.: (061) 786 5133, 786 7446, 786 6359
Fax: (061) 786 5988
Pekanbaru
Jl. Soekarno Hatta Km. 3,5 No. 151,
Pekanbaru 28292 - Riau
Tel.: (0761) 571 715
Fax: (0761) 571 478
Padang
Jl. By Pass Batung Taba Nan XX,
Lubuk Begalung, Padang 25223
Tel.: (0751) 61 465, 62 038 Jawa
Fax: (0751) 61 934
Jambi Jakarta Surabaya
Jl. Pattimura Km. 10, Jl. Raya Bekasi Km. 22, Cakung, Jl. Rungkut Industri III No. 6, Kutisari,
Simpang Rimbo, Jambi 36129 Jakarta Timur 13910 Tenggilis Mejoyo Surabaya 60291
Tel.: (0741) 581 601 Tel.: (021) 2457 9999 Tel.: (031) 843 7882, 849 1926
Fax: (0741) 580 090 Fax: (021) 460 0657, 460 0677, 460 655 Fax: (031) 843 2374
Palembang Semarang
Jl. Kol. H. Barlian Km. 8 No. 49, Jl. Jend. Urip Sumoharjo No.Km 12
Palembang 30152 RT/RW 005/008, Wonosari Ngaliyan,
Tel.: (0711) 410 245, 410 474, 411 886 Semarang 50181
Fax: (0711) 411 266 Tel.: (024) 866 1070
Bandar Lampung Fax: (024) 866 1075
Jl. Zainal Abidin Pagar Alam No. 79,
Bandar Lampung 35145
Tel.: (0721) 702 457, 702 706, 702 806
Fax: (0721) 702 809
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Company Profile
Kalimantan
Tarakan Balikpapan
Jl. Mulawarman No. 8, Jl. Mulawarman No. 22,
Tarakan 77111 Balikpapan Timur Balikpapan 76116
Tel.: (0551) 22 056, 22 057 Tel.: (0542) 750 808
Fax: (0551) 22 198, 33 356 Fax: (0542) 750 828
Pontianak Banjarmasin
Jl. Adisucipto Km. 8,5 Jl. Ahmad Yani Km. 13,2,
Pontianak 78391 Gambut, Banjarmasin 70652
Tel.: (0561) 721 890 Tel.: (0511) 422 0300
Fax: (0561) 721 886 Fax: (0511) 422 0166
Samarinda Sampit
Jl. Pusat Pengembangan Industri Jl. Jendral Sudirman Km. 7,2, No. 28
No. 7500, Loa Bakung, Samarinda 75243 Sampit - Kalimantan Tengah 74325
Tel.: (0541) 273 951, 273 952, 273 957 Tel.: (0531) 203 5706
Fax: (0541) 274 437 Fax: (0531) 203 5716
Papua
Sorong
Jl. Basuki Rahmat Km. 13,
Sorong 98418
Tel.: (0951) 325 322, 325 323, 325 324
Sulawesi Fax: (0951) 325 325
Jayapura
Jl. Tasangkapura No. 73,
Manado Palu
Ardipura, Jayapura 99221
Jl. Sam Ratulangi, Kelurahan Winangun Jl. Garuda No. 34, Kecamatan
Tel.: (0967) 532 244
Dua, Kecamatan Malalayang, Palu Selatan Palu 94231
Fax: (0967) 531 095
Kota Manado 95261 Tel.: (0451) 401 0895
Tel.: (0431) 823 863, 824 687, 824 894 Makassar
Fax: (0431) 823 609 Jl. Urip Sumohardjo Km. 5
No. 268, Makassar 90293
Tel.: (0411) 454 512, 451 212
Fax: (0411) 420 315
PT United Tractors Tbk - 2025 Annual Report 103
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Profil Perusahaan
Struktur Organisasi
Organization Structure
DEWAN KOMISARIS
Board of Commissioners
Presiden Komisaris | President Commissioner Djony Bunarto Tjondro
Wakil Presiden Komisaris | Vice President Commissioner Rudy
Komisaris | Commissioner Djoko Pranoto Santoso
Komisaris | Commissioner Benjamin Herrenden Birks
Komisaris | Commissioner Gita Tiffani Boer
Komisaris Independen | Independent Commissioner Ignasius Jonan
Komisaris Independen | Independent Commissioner Paulus Bambang Widjanarko
Komisaris Independen | Independent Commissioner Bruce Malcolm Cox
KOMITE AUDIT
Audit Committee
Ketua | Chairman Ignasius Jonan
Anggota | Member Wanny Wijaya
Anggota | Member Mario C. Surung Gultom
KOMITE NOMINASI & REMUNERASI
Nomination & Remuneration Committee
Ketua | Chairman Paulus Bambang Widjanarko
Anggota | Member Djony Bunarto Tjondro
Anggota | Member Djoko Pranoto Santoso
DIREKSI
Board of Directors
Presiden Direktur | President Director Frans Kesuma
Direktur | Director Loudy Irwanto Ellias
Direktur | Director Iwan Hadiantoro
Direktur | Director Idot Supriadi
Direktur | Director Ari Sutrisno
Direktur | Director Widjaja Kartika
Direktur | Director Vilihati Surya
Direktur | Director Hendra Hutahean
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Company Profile
Komite & Fungsi Khusus
Committee & Special Functions
Ari Setiyawan Komite Good Corporate Governance
Kepala | Head Good Corporate Governance Committee
Ari Setiyawan Sekretaris Perusahaan
Kepala | Head Corporate Secretary
Donny Setiawan Grup Risk Management & Audit Function
Kepala | Head Group Risk Management & Audit Function
Vilihati Surya (Concurrent) Grup Pengadaan & Investasi
Kepala | Head Group Procurement & Invesment Function
Ibrohim
Wakil Kepala | Deputy Head
Frans Kesuma
Presiden Direktur
President Director
Divisi & Fungsi Korporat
Corporate Function & Division
Yudistira Divisi Corporate Finance & Accounting
Kepala | Head Corporate Finance & Accounting Division
Vilihati Surya
Direktur Nataza Perdamenta Purba Corporate Legal Function
Director Kepala | Head Corporate Legal Function
Yudistira Corporate Research & Business Development Function
Kepala | Head Corporate Research & Business Development Function
Cindy Christian
Iwan Hadiantoro Wakil Kepala | Deputy Head
Direktur
Abun Jufar Jaya Divisi Corporate Human Capital & Corporate University
Director Kepala | Head Corporate Human Capital & Corporate University Division
Dianwahyu Sri Purnomo Divisi Corporate Communication & Sustainability
Kepala | Head Corporate Communication & Sustainability Division
Henry Martawidjaja Divisi Corporate Strategic & Technology
Ari Sutrisno
Kepala | Head Corporate Strategic & Technology Division
Direktur
Director
Divisi Operasional
Operational Division
Andreas Divisi Pemasaran
Loudy Irwanto Ellias Kepala | Head Marketing Division
Direktur
Director Istiqo Projo Divisi Operasi Pemasaran Truck, Bus, & Crane
Kepala | Head Truck, Bus, & Crane Marketing Operation Division
Istiqo Projo Divisi Operasi Penjualan Truck, Bus, & Crane
Kepala | Head Truck, Bus, & Crane Sales Operation Division
Widjaja Kartika Widjaja Kartika Divisi Operasi Penjualan
Direktur (Concurrent) Sales Operation Division
Kepala | Head
Director
Michael Boy Alice
Wakil Kepala | Deputy Head
Operasional Cabang
Branch Operation
Idot Supriadi
Direktur Daniel Henry Frans M. Divisi Suku Cadang
Director Kepala | Head Parts Division
Rudy Poerwanto Divisi Service
Kepala | Head Service Division
Operasional Site
Site Operation
Gugus Tugas Khusus
Special Task Force
Cindy Christian Differentiation & Digitalization Task Force
Kepala | Head Differentiation & Digitalization Task Force
PT United Tractors Tbk - 2025 Annual Report 105
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Profil Perusahaan
DIREKSI
Board of Directors
Presiden Direktur | President Director Frans Kesuma
Direktur | Director Loudy Irwanto Ellias
Direktur | Director Iwan Hadiantoro
Direktur | Director Idot Supriadi
Direktur | Director Ari Sutrisno
Direktur | Director Widjaja Kartika
Struktur Organisasi
Direktur | Director Vilihati Surya Grup UT 2025
Direktur | Director Hendra Hutahean UT Group Organization
Structure 2025
Director in Charge Construction Machinery Group PD/VPD/D
Frans Kesuma
Frans Kesuma PT United Tractors Tbk
Presiden Direktur | President Director
Frans Kesuma
UT Heavy Industry (S) Pte. Ltd.
Direktur | Director
Etot Listyono
Loudy Irwanto Ellias PT United Tractors Pandu Engineering
Presiden Direktur | President Director
Henry Wijaya
PT Patria Maritime Lines
Presiden Direktur | President Director
Teguh Patmuryanto
PT Patria Maritim Perkasa
Presiden Direktur | President Director
David
PT Triatra Sinergia Pratama
Presiden Direktur | President Director
Etot Listyono
PT Universal Tekno Reksajaya
Presiden Direktur | President Director
PT Patria Perikanan Lestari Indonesia Teguh Patmuryanto
(dalam likuidasi | in liquidation) Presiden Direktur | President Director
Partner
PT Komatsu Indonesia
Presiden Direktur | President Director
Idot Supriadi
Idot Supriadi PT Komatsu Remanufacturing Asia
Wakil Presiden Direktur | Vice President Director
David Raka Budi Nurcahya
Widjaja Kartika PT Traktor Nusantara*
Presiden Direktur | President Director
Handi Wibowo
PT Swadaya Harapan Nusantara
Presiden Direktur | President Director
Mahmudi
PT Bina Pertiwi
Presiden Direktur | President Director
Arso Riadi
PT Andalan Multi Kencana
Direktur | Director
Catatan | Note:
* PT Traktor Nusantara Perusahaan untuk Koordinasi.
PT Traktor Nusantara Company for Coordination.
PD Presiden Direktur | President Director
VPD Wakil Presiden Direktur | Vice President Director
D Direktur | Director
106 Laporan Tahunan 2025 - PT United Tractors Tbk
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Company Profile
DIREKSI
Board of Directors
Presiden Direktur | President Director Frans Kesuma
Direktur | Director Loudy Irwanto Ellias
Direktur | Director Iwan Hadiantoro
Direktur | Director Idot Supriadi
Direktur | Director Ari Sutrisno
Direktur | Director Widjaja Kartika
Struktur Organisasi
Direktur | Director Vilihati Surya Grup UT 2025
Direktur | Director Hendra Hutahean UT Group Organization
Structure 2025
Director in Charge Mining Service Group PD/VPD/D
Hendra Hutahean
Hendra Hutahean PT Pamapersada Nusantara
Presiden Direktur | President Director
Wahyu Widaryanto
PT Kalimantan Prima Persada
Presiden Direktur | President Director
Terry Tando
PT Pama Indo Mining
Presiden Direktur | President Director
Matius
PT Multi Prima Universal
Presiden Direktur | President Director
Boy Gemino Kalauserang
PT Persada Utama Infra
Presiden Direktur | President Director
Dony Prasetyo
Ari Sutrisno PT United Tractors Semen Gresik
Presiden Direktur | President Director
Coal Mining Group
Hendra Hutahean
Hendra Hutahean PT Tuah Turangga Agung
Presiden Direktur | President Director
Efredi Yudianto
PT Asmin Bara Bronang
Presiden Direktur | President Director
Efredi Yudianto
PT Asmin Bara Jaan
Presiden Direktur | President Director
Arianto Sasono
PT Duta Nurcahya
Presiden Direktur | President Director
Arianto Sasono
PT Duta Sejahtera
Presiden Direktur | President Director
Arianto Sasono
PT Telen Orbit Prima
Presiden Direktur | President Director
Arianto Sasono
PT Agung Bara Prima
Presiden Direktur | President Director
PT Suprabari Mapanindo Arianto Sasono
Mineral Presiden Direktur | President Director
Arianto Sasono
PT Kadya Caraka Mulia
Presiden Direktur | President Director
Tony Susanto Halim
PT Prima Multi Mineral
Presiden Direktur | President Director
Ignatius Stanley H Cipta Commodity Trading
Direktur | Director Pte Ltd
Ignatius Stanley H
Aegis Energy Trading Pte Ltd
Direktur | Director
Tony Susanto Halim
Turangga Resources Pte Ltd
Direktur | Director
PT Tambang Supra Perkasa Iwan Hadiantoro
(dalam likuidasi | in liquidation) Direktur | Director
Catatan | Note:
PD Presiden Direktur | President Director
VPD Wakil Presiden Direktur | Vice President Director
D Direktur | Director
PT United Tractors Tbk - 2025 Annual Report 107
Page 110
Profil Perusahaan
DIREKSI
Board of Directors
Presiden Direktur | President Director Frans Kesuma
Direktur | Director Loudy Irwanto Ellias
Direktur | Director Iwan Hadiantoro
Direktur | Director Idot Supriadi
Direktur | Director Ari Sutrisno
Direktur | Director Widjaja Kartika
Struktur Organisasi
Direktur | Director Vilihati Surya Grup UT 2025
Direktur | Director Hendra Hutahean UT Group Organization
Structure 2025
Director in Charge Mineral Mining Group PD/VPD/D
Iwan Hadiantoro
Iwan Hadiantoro PT Danusa Tambang Nusantara
Presiden Direktur | President Director
Muliady Sutio
PT Agincourt Resources
Presiden Direktur | President Director
Muliady Sutio
Nickel Industries Limited
Direktur Non-Eksekutif | Non-Executive Director
Darwin Bintang
PT Sumbawa Jutaraya
Presiden Direktur | President Director
Ruli Tanio
PT Persada Tambang Mulia
Direktur Utama | President Director
Muliady Sutio
PT Anugerah Surya Pacific Resources
Presiden Direktur | President Director
Muliady Sutio
PT Stargate Mineral Asia
Presiden Direktur | President Director
Muliady Sutio
PT Stargate Pasific Resources
Presiden Direktur | President Director
Muliady Sutio
PT Rajawali Sigi Lestari
Presiden Direktur | President Director
Muliady Sutio
PT Stargate Dua Pasific Resources
Presiden Direktur | President Director
Director in Charge Others Group PD/VPD/D
Iwan Hadiantoro
Iwan Hadiantoro PT Karya Supra Perkasa
Direktur | Director
Idot Supriadi
PT Acset Indonusa Tbk
Presiden Direktur | President Director
Dwi Nur Riyawan
PT Acset Pondasi Indonusa
Presiden Direktur | President Director
PT Aneka Raya Andrianto
Konstruksi Mesindo Direktur | Director
Pandji Setiawan PT Bintai Kindenko
Presiden Direktur | President Director Engineering Indonesia
Leonardo Subyanto
PT Innotech Systems
Direktur | Director
Andrianto
PT Sacindo Machinery
Direktur | Director
Andrianto
PT ATMC Pump Services
Direktur | Director
Partner
PT Jakarta Metro Ekspressway
Presiden Direktur | President Director
Catatan | Note:
PD Presiden Direktur | President Director
VPD Wakil Presiden Direktur | Vice President Director
D Direktur | Director
NED Direktur Non-Eksekutif | Non-Executive Director
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Company Profile
DIREKSI
Board of Directors
Presiden Direktur | President Director Frans Kesuma
Direktur | Director Loudy Irwanto Ellias
Direktur | Director Iwan Hadiantoro
Direktur | Director Idot Supriadi
Direktur | Director Ari Sutrisno
Direktur | Director Widjaja Kartika
Struktur Organisasi
Direktur | Director Vilihati Surya Grup UT 2025
Direktur | Director Hendra Hutahean UT Group Organization
Structure 2025
Director in Charge Others Group PD/VPD/D
Iwan Hadiantoro
Iwan Hadiantoro PT Unitra Persada Energia
Presiden Direktur | President Director
Boy Gemino Kalauserang
PT Bhumi Jati Power
Direktur | Director
Boy Gemino Kalauserang
PT Bhumi Jepara Service
Direktur | Director
Boy Gemino Kalauserang
PT Unitra Nusantara Persada
Presiden Direktur | President Director
Iwan Hadiantoro
PT Energia Prima Nusantara
Presiden Direktur | President Director
Asep Iwan Gunawan
PT Bina Pertiwi Energi
Presiden Direktur | President Director
Asep Iwan Gunawan
PT Forsa Tirta Gora*
Presiden Direktur | President Director
Asep Iwan Gunawan
PT Forsa Tirta Uway*
Presiden Direktur | President Director
Asep Iwan Gunawan
PT Hidup Besai Kemu*
Presiden Direktur | President Director
Asep Iwan Gunawan
PT Uway Energi Perdana
Presiden Direktur | President Director
Achmad Rizal Roesindrawan
PT Redelong Hydro Energy
Presiden Direktur | President Director
Asep Iwan Gunawan
PT Ilthabi Energia Tenagahidro
Presiden Direktur | President Director
Nisriyanto
PT Supreme Energy Sriwijaya
Presiden Direktur | President Director
PT Supreme Energy Rantau Nisriyanto
Dedap Presiden Direktur | President Director
Partner
PT Jabar Environmental Solutions
Direktur | Director
Catatan | Note:
PD Presiden Direktur | President Director
VPD Wakil Presiden Direktur | Vice President Director
D Direktur | Director
* Perusahaan Special Purpose Vehicle (SPV) yang secara
khusus dibentuk dalam proses restrukturisasi terkait
akuisisi PT Uway Energi Perdana.
Special Purpose Vehicle Company deliberately created
during the restructuring process of the acquisition of
PT Uway Energi Perdana.
PT United Tractors Tbk - 2025 Annual Report 109
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Profil Perusahaan
DIREKSI
Board of Directors
Presiden Direktur | President Director Frans Kesuma
Direktur | Director Loudy Irwanto Ellias
Direktur | Director Iwan Hadiantoro
Direktur | Director Idot Supriadi
Direktur | Director Ari Sutrisno
Direktur | Director Widjaja Kartika
Struktur Organisasi
Direktur | Director Vilihati Surya Grup UT 2025
Direktur | Director Hendra Hutahean UT Group Organization
Structure 2025
Director in Charge Others Group PD/VPD/D
PT Energia Prima Nusantara
Boy Gemino Kalauserang
Iwan Hadiantoro PT Arkora Hydro Tbk
Direktur | Director
PT Pamapersada Nusantara
Hendra Hutahean
Solar United Network Pte Ltd
Direktur | Director
Iwan Hadiantoro
Unitra Power Pte Ltd
Direktur | Director
PT Pamapersada Nusantara
Ari Sutrisno
Ari Sutrisno PT Pertiwi Nusantara Raya
Presiden Direktur | President Director
Ari Sutrisno
PT Wana Rimba Nusantara
Presiden Direktur | President Director
Ari Sutrisno
PT Khatulistiwa Rimba Persada
Presiden Direktur | President Director
Ari Sutrisno
PT Boven Rimba Persada
Presiden Direktur | President Director
Ari Sutrisno
PT Lestarikan Bumi Papua
Presiden Direktur | President Director
Yayasan dan Koperasi
H
Foundation and Cooperative
Endang Tri Handajani
Ari Sutrisno Yayasan Karya Bakti UT
Kepala | Head
Lidya Fortuna
Koperasi Karyawan Kanitra
Kepala | Head
Yayasan Lembaga Sertifikasi Profesi Agus Suyitno
Alat Berat Indonesia Kepala | Head
Catatan | Note:
PD Presiden Direktur | President Director
VPD Wakil Presiden Direktur | Vice President Director
D Direktur | Director
H Kepala | Head
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Company Profile
Perubahan Susunan Anggota Dewan
Komisaris dan Direksi pada Tahun 2025
Changes in the Composition of Members of the Board of Commissioners
and the Board of Directors in 2025
Pada tahun 2025, terdapat perubahan susunan In 2025, there were changes in the composition of the
anggota Dewan Komisaris dan Direksi Perseroan Company’s Board of Commissioners and Board of
berdasarkan keputusan RUPS Tahunan tanggal Directors based on the Annual GMS resolution on April
25 April 2025 untuk masa jabatan 2025-2027 25, 2025 for the 2025-2027 term of office as follows:
sebagai berikut:
Per 1 Januari 2025 Per 31 Desember 2025
As of January 1, 2025 As of December 31, 2025
Dewan Komisaris
Board of Commissioners
Djony Bunarto Tjondro Presiden Komisaris Djony Bunarto Tjondro Presiden Komisaris
President Commissioner President Commissioner
Rudy Wakil Presiden Komisaris Rudy Wakil Presiden Komisaris
Vice President Commissioner Vice President Commissioner
Chiew Sin Cheok Komisaris Djoko Pranoto Santoso Komisaris
Commissioner Commissioner
Djoko Pranoto Santoso Komisaris Gita Tiffani Boer Komisaris
Commissioner Commissioner
Benjamin Herrenden Birks Komisaris Benjamin Herrenden Birks Komisaris
Commissioner Commissioner
Paulus Bambang Widjanarko Komisaris Independen Paulus Bambang Widjanarko Komisaris Independen
Independent Commissioner Independent Commissioner
Nanan Soekarna Komisaris Independen Bruce Malcolm Cox Komisaris Independen
Independent Commissioner Independent Commissioner
Bruce Malcolm Cox Komisaris Independen Ignasius Jonan Komisaris Independen
Independent Commissioner Independent Commissioner
PT United Tractors Tbk - 2025 Annual Report 111
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Profil Perusahaan
Per 1 Januari 2025 Per 31 Desember 2025
As of January 1, 2025 As of December 31, 2025
Direksi
Board of Directors
Frans Kesuma Presiden Direktur Frans Kesuma Presiden Direktur
President Director President Director
Loudy Irwanto Ellias Direktur Loudy Irwanto Ellias Direktur
Director Director
Iwan Hadiantoro Direktur Iwan Hadiantoro Direktur
Director Director
Idot Supriadi Direktur Idot Supriadi Direktur
Director Director
Edhie Sarwono Direktur Widjaja Kartika Direktur
Director Director
Widjaja Kartika Direktur Vilihati Surya Direktur
Director Director
Vilihati Surya Direktur Ari Sutrisno Direktur
Director Director
Hendra Hutahean Direktur
Director
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Company Profile
Perubahan Susunan Anggota
Dewan Komisaris dan Direksi Setelah
Tahun Buku 2025 Berakhir sampai
dengan Batas Waktu Penyampaian
Laporan Tahunan 2025
Changes in the Composition of the Board of Commissioners and the Board
of Directors’ Members After the Fiscal Year 2025 Ended until the Submission
Deadline of 2025 Annual Report
Setelah tahun buku 2025 berakhir sampai batas waktu After the fiscal year 2025 ended until the submission
penyampaian laporan tahunan 2025, tidak terdapat deadline of 2025 annual report, there were no
perubahan susunan anggota Dewan Komisaris dan changes in the composition of the Company’s
Direksi Perseroan. Board of Commissioners and the Board of Directors’
members.
PT United Tractors Tbk - 2025 Annual Report 113
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Profil Perusahaan
Profil Dewan Komisaris
Profile of the Board of Commissioners
Djony Bunarto Tjondro
Presiden Komisaris
President Commissioner
Warga negara Indonesia berusia 61 tahun. An Indonesian citizen aged 61.
Memperoleh gelar Sarjana Teknik Mesin dari Universitas Trisakti Obtained a Bachelor’s degree in Mechanical Engineering from
pada tahun 1989 dan melanjutkan pengembangan kompetensi Trisakti University in 1989 and subsequently strengthened his
manajerial melalui program di Institut Pengembangan managerial capabilities through an executive program at the
Manajemen Indonesia (IPMI) bekerja sama dengan Monash Indonesian Institute for Management Development (IPMI) in
Mt. Eliza Business School, Australia, pada tahun 1996. collaboration with Monash Mt. Eliza Business School, Australia,
in 1996.
Diangkat sebagai Presiden Komisaris Perseroan berdasarkan Appointed as President Commissioner of the Company at the
keputusan Rapat Umum Pemegang Saham Tahunan (RUPST) Annual General Meeting of Shareholders (AGMS) on June 11, 2020
pada 11 Juni 2020 dan diangkat kembali melalui keputusan RUPST and was reappointed at the AGMS held on April 25, 2025.
tanggal 25 April 2025.
Saat ini, beliau juga merangkap jabatan dalam berbagai peran He currently holds several other strategic roles, including
strategis lainnya, antara lain sebagai Anggota Komite Nominasi Member of the Company’s Nomination and Remuneration
dan Remunerasi Perseroan, Presiden Komisaris PT Toyota-Astra Committee, President Commissioner of PT Toyota-Astra Motor,
Motor, PT Pamapersada Nusantara, PT Astra Digital Internasional, PT Pamapersada Nusantara, PT Astra Digital Internasional, and
dan PT Astra Honda Motor. Di samping itu, beliau juga menjabat PT Astra Honda Motor. He also serves as President Director of
sebagai Presiden Direktur PT Astra International Tbk dan Direktur PT Astra International Tbk and Director of UT Heavy Industry (S)
UT Heavy Industry (S) Pte. Ltd. Pte. Ltd.
Bergabung dengan Grup Astra sejak 1990. Selama berkarier, Joined Astra Grup in 1990. Throughout his career, he has
beliau telah memegang berbagai posisi penting, termasuk di held numerous key positions, such as President Director of PT
antaranya Presiden Direktur PT Astra Sedaya Finance (2009– Astra Sedaya Finance (2009–2013), Chief Executive of PT Astra
2013), Chief Executive PT Astra International Tbk – Daihatsu International Tbk – Daihatsu Sales Operation (2013–2018),
Sales Operation (2013–2018), Presiden Komisaris PT Astra President Commissioner of PT Astra Otoparts Tbk (2015–2018),
Otoparts Tbk (2015–2018), serta Wakil Presiden Komisaris and Vice President Commissioner of PT Astra Daihatsu Motor
PT Astra Daihatsu Motor dan PT Isuzu Astra Motor Indonesia and PT Isuzu Astra Motor Indonesia (2016–2018). He also served
(2016–2018). Beliau juga pernah menjabat sebagai Komisaris PT as Commissioner of PT Astra Sedaya Finance (2016–2020) and
Astra Sedaya Finance (2016–2020) dan PT Astra Agro Lestari Tbk, PT Astra Agro Lestari Tbk, as well as Vice President Director of
Wakil Presiden Direktur Perseroan (2019–2020), serta Direktur the Company (2019–2020) and Director of the Company (2015–
Perseroan (2015–2019). 2019).
Beliau tidak memiliki hubungan afiliasi dengan anggota Dewan He has no affiliation with other members of the Board of
Komisaris maupun anggota Direksi lainnya. Commissioners or members of the Board of Directors.
114 Laporan Tahunan 2025 - PT United Tractors Tbk
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Company Profile
Rudy
Wakil Presiden Komisaris
Vice President Commissioner
Warga negara Indonesia berusia 54 tahun. An Indonesian citizen aged 54.
Memperoleh gelar Sarjana Ekonomi dari Fakultas Ekonomi Obtained a Bachelor’s degree in Economics from the Faculty of
Universitas Trisakti, Jakarta, kemudian melanjutkan pendidikan Economics, Trisakti University, Jakarta, and continued his studies
ke jenjang Master of Applied Finance di University of Melbourne, by completing a Master of Applied Finance at the University
Australia. Selain itu, beliau telah menyelesaikan Advance of Melbourne, Australia. He also completed the Advance
Management Program di INSEAD, Prancis, sebagai bagian dari Management Program at INSEAD, France, as part of his executive
pengembangan kompetensi manajerialnya. leadership development.
Diangkat sebagai Wakil Presiden Komisaris Perseroan Appointed as Vice President Commissioner of the Company at
berdasarkan keputusan RUPST pada 24 April 2024 dan diangkat the resolutions of AGMS on April 24, 2024 and was subsequently
kembali melalui keputusan RUPST yang diselenggarakan pada reappointed at the AGMS held on April 25, 2025.
tanggal 25 April 2025.
Saat ini, beliau juga merangkap jabatan pada berbagai posisi He currently holds several strategic positions within the Astra
strategis dalam Grup Astra, antara lain sebagai Wakil Presiden Group, including Vice President Director of PT Astra International
Direktur PT Astra International Tbk, Presiden Komisaris PT Astra Tbk, President Commissioner of PT Astra Sedaya Finance,
Sedaya Finance, PT Federal International Finance dan PT Sedaya PT Federal International Finance dan PT Sedaya Multi Investama.
Multi Investama. Beliau juga menjabat sebagai Wakil Presiden He also serves as Vice President Commissioner of PT Toyota Astra
Komisaris PT Toyota Astra Financial Services, serta Komisaris Financial Services, as well as Commissioner of PT Asuransi Astra
PT Asuransi Astra Buana, PT Astra Daihatsu Motor, PT Toyota- Buana, PT Astra Daihatsu Motor, PT Toyota-Astra Motor, PT Astra
Astra Motor, PT Astra Nusa Perdana, PT Astra Tol Nusantara dan Nusa Perdana, PT Astra Tol Nusantara and PT Menara Astra.
PT Menara Astra.
Bergabung dengan Grup Astra sebagai Chief Corporate Joined Astra Group as Chief Corporate Planning & Strategy at
Planning & Strategy PT Astra International Tbk (2000–2009). PT Astra International Tbk (2000-2009). He later held several key
Beliau kemudian dipercaya menduduki beberapa posisi penting leadership roles, including Finance Director of PT Asuransi Astra
lainnya, termasuk Direktur Keuangan PT Asuransi Astra Buana Buana (2009–2013), Finance Director of PT Astra Agro Lestari Tbk
(2009–2013), Direktur Keuangan PT Astra Agro Lestari Tbk (2013– (2013–2017), and President Director of PT Asuransi Astra Buana
2017), serta Presiden Direktur PT Asuransi Astra Buana (2017–2023). (2017–2023).
Beliau tidak memiliki hubungan afiliasi dengan anggota Dewan He has no affiliation with other members of the Board of
Komisaris maupun anggota Direksi lainnya. Commissioners or members of the Board of Directors.
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Profil Perusahaan
Djoko Pranoto Santoso
Komisaris
Commissioner
Warga negara Indonesia berusia 71 tahun. An Indonesian citizen aged 71.
Memperoleh gelar Sarjana Teknik Mesin dari Universitas Trisakti Obtained a Bachelor’s degree in Mechanical Engineering from
pada tahun 1978. Trisakti University in 1978.
Diangkat sebagai Komisaris Perseroan berdasarkan keputusan Appointed as Commissioner of the Company at the AGMS
RUPST pada 9 April 2021 dan kembali diangkat melalui keputusan on April 9, 2021 and was reappointed at the AGMS held on
RUPST yang diselenggarakan pada tanggal 25 April 2025. April 25, 2025.
Saat ini, beliau juga merangkap jabatan sebagai Anggota Komite He currently holds concurrent positions as a member of
Nominasi dan Remunerasi Perseroan dan Komisaris PT Tjahja the Company’s Nomination and Remuneration Committee and
Sakti Motor. Commissioner of PT Tjahja Sakti Motor.
Bergabung dengan Grup Astra sejak tahun 1978. Selama berkarier, Joined Astra Group since 1978. Troughout his career, he has held a
beliau telah menduduki berbagai posisi penting di Perseroan, number of key positions within the Company, including serving as
antara lain Presiden Direktur (Mei 2007–April 2015), Wakil Presiden President Director (May 2007–April 2015), Vice President Director
Direktur Marketing and Operations (2001–2007), Direktur (1997– for Marketing and Operations (2001–2007), Director (1997–2000),
2000), serta Kepala Divisi Marketing (1991–1996). Pada periode and Head of the Marketing Division (1991–1996). Between 2008
2008 hingga 2017, beliau juga menjabat di sejumlah posisi and 2017, he also served in several strategic roles within the Astra
strategis di Grup Astra, termasuk Direktur PT Astra International Group, including Director of PT Astra International Tbk, President
Tbk, Presiden Komisaris PT Surya Artha Nusantara Finance, Wakil Commissioner of PT Surya Artha Nusantara Finance, Vice
Presiden Komisaris PT Toyota Astra Motor, Komisaris PT Astra President Commissioner of PT Toyota Astra Motor, Commissioner
Daihatsu Motor dan PT Astratel Nusantara, serta Direktur of PT Astra Daihatsu Motor and PT Astratel Nusantara, and Director
PT Sedaya Multi Investama. of PT Sedaya Multi Investama.
Beliau tidak memiliki hubungan afiliasi dengan anggota He has no affiliation with other members of the Board of
Dewan Komisaris, anggota Direksi lainnya, maupun pemegang Commissioners, other member of the Board of Directors, or the
saham pengendali. controlling shareholder.
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Company Profile
Gita Tiffani Boer
Komisaris
Commissioner
Warga negara Indonesia berusia 59 tahun. An Indonesian citizen aged 59.
Memperoleh gelar Sarjana Hukum dari Fakultas Hukum, Obtained of a Bachelor’s degree in Law from the faculty of Law,
Universitas Indonesia pada tahun 1990, serta meraih gelar Universitas Indonesia in 1990, and completed her Master of Law
Magister Hukum pada tahun 1993 dari American University, the in 1993 from American University, the Washington College of Law,
Washington College of Law, Amerika Serikat. United State of America.
Diangkat pertama kali sebagai Komisaris Perseroan berdasarkan Appointed as Commissioner of the Company through the
keputusan RUPST yang diselenggarakan pada tanggal resolutions of the AGMS held on April 25, 2025.
25 April 2025.
Saat ini, beliau juga merangkap jabatan sebagai Direktur She currently holds concurrent positions as Director of PT Astra
PT Astra International Tbk, Komisaris PT Astra Healthcare International Tbk, Commissioner of PT Astra Healthcare Indonesia
Indonesia dan PT Astra Sehat Nusantara dan Presiden Komisaris and PT Astra Sehat Nusantara and President Commissioner of
PT Arya Kharisma. PT Arya Kharisma.
Bergabung dengan Grup Astra sejak tahun 2011 sebagai Joined Astra Group since 2011 as Chief Group General
Chief Group General Counsel & Corporate Secretary PT Astra Counsel & Corporate Secretary of PT Astra International
International Tbk (2011–2018) dan Komisaris PT Toyota-Astra Tbk (2011–2018) and Commissioner of PT Toyota-Astra
Motor (2021–2025). Beliau juga memiliki pengalaman sebagai Motor (2021–2025). She also has experience as a Partner at
Partner pada Firma Hukum Mochtar Karuwin & Komar dengan Mochtar Karuwin & Komar Law Firm, focusing on Corporate,
fokus praktik pada bidang Korporasi, Pasar Modal, dan Keuangan Capital Markets, and Finance (2003–2011).
(2003–2011).
Beliau tidak memiliki hubungan afiliasi dengan anggota Dewan She has no affiliation with other members of the Board of
Komisaris maupun anggota Direksi lainnya. Commissioners and other members of the Board of Directors.
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Profil Perusahaan
Benjamin Herrenden Birks
Komisaris
Commissioner
Warga negara Inggris berusia 61 tahun. A British citizen aged 61.
Memperoleh gelar Master of Arts (Honours) dari University of Obtained Master of Arts (Honours) from University of St Andrews
St Andrews, Skotlandia, dan mengikuti General Management in Scotland, and later attended the General Management
Program di Harvard Business School sebagai bagian dari Program at Harvard Business School as part of his executive
pengembangan kompetensi kepemimpinan. leadership development.
Diangkat sebagai Komisaris Perseroan berdasarkan keputusan Appointed as Commissioner of the Company at the AGMS
RUPST tanggal 11 Juni 2020 dan kembali diangkat melalui on June 11, 2020 and was reappointed at the AGMS held on
keputusan RUPST yang diselenggarakan pada tanggal April 25, 2025.
25 April 2025.
Saat ini, beliau juga memegang sejumlah jabatan penting, He currently holds several key positions, including Commissioner
antara lain sebagai Komisaris PT Astra International Tbk dan of PT Astra International Tbk and Group Managing Director
Group Managing Director di Jardine Cycle & Carriage. Selain itu, of Jardine Cycle & Carriage. He also serves as Chairman of
beliau menjabat sebagai Chairman MINDSET, organisasi amal MINDSET, a registered charity under the Jardine Matheson Group
yang terdaftar (registered charity) di bawah Jardine Matheson in Singapore.
di Singapura.
Bergabung dengan Jardine Matheson sejak tahun 2000. Joined Jardine Matheson in 2000. Throughout his career,
Selama berkarier, beliau telah menduduki berbagai posisi he has held various senior roles in the retail, automotive,
senior di bidang ritel, otomotif, outsourcing bisnis, dan teknologi business outsourcing, and IT sectors within the Jardine
informasi dalam Jardine Matheson Group. Sebelum menjabat Matheson Group. Prior to his appointment as Group
sebagai Group Managing Director Jardine Cycle & Carriage, Managing Director of Jardine Cycle & Carriage, he served
beliau pernah menjabat sebagai Chief Executive di Jardine as Chief Executive of Jardine International Motors, Zung Fu
International Motors, Zung Fu Group, dan Jardine Pacific pada Group, and Jardine Pacific from 2012 to 2019.
periode 2012–2019.
Beliau tidak memiliki hubungan afiliasi dengan anggota Dewan He has no affiliation with other members of the Board of
Komisaris maupun anggota Direksi lainnya. Commissioners or other members of Board of Directors.
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Company Profile
Paulus Bambang Widjanarko
Komisaris Independen
Independent Commissioner
Warga negara Indonesia berusia 66 tahun. An Indonesian citizen aged 66.
Memperoleh gelar dari Fakultas Teknologi Pertanian, Institut Obtained degree from Faculty of Agricultural Technology, Bogor
Pertanian Bogor pada tahun 1982, serta melanjutkan studi Agricultural University (Institut Pertanian Bogor) in 1982, and
di Fakultas Ekonomi, Universitas Indonesia pada tahun 1987, later pursued additional education at the Faculty of Economics,
sebagai bagian dari pengembangan kompetensi akademik dan Universitas Indonesia in 1987, further strengthening his academic
manajerialnya. and managerial capabilities.
Diangkat sebagai Komisaris Independen Perseroan berdasarkan Appointed as Independent Commissioner of the Company
keputusan RUPST tanggal 9 April 2021 dan kembali diangkat at the AGMS on April 9, 2021 and was reappointed
untuk masa jabatan kedua melalui keputusan RUPST yang for a second term at the AGMS held on April 25, 2025.
diselenggarakan pada tanggal 25 April 2025.
Saat ini, beliau juga menjabat sebagai Komisaris Independen He currently also serves as Independent Commissioner of
PT Astra Otoparts Tbk, Komisaris PT Cyberindo Aditama dan PT PT Astra Otoparts Tbk, Commissioner of PT Cyberindo Aditama
Rintisan Optima Integrasi. and PT Rintisan Optima Integrasi.
Bergabung dengan Grup Astra pada tahun 1982 sebagai Joined Astra Group in 1982 as an Information Technology staff
staf Teknologi Informasi dan kemudian meniti karier hingga member and progressed through various senior leadership
menduduki berbagai posisi senior. Beliau pernah menjabat roles. He previously served as Director of PT Astra Graphia Tbk
sebagai Direktur PT Astra Graphia Tbk (1999–2003), Direktur (1999–2003), Director of the Company (2003–2007), and Vice
Perseroan (2003–2007), serta Wakil Presiden Direktur Perseroan President Director of the Company (2007–2011). He later became
(2007–2011). Selanjutnya, beliau dipercaya sebagai Deputy Deputy Director of PT Astra International Tbk overseeing the
Director PT Astra International Tbk yang membawahi Lini Bisnis Infrastructure, Logistics, and Information Technology Business
Infrastruktur, Logistik, dan Teknologi Informasi (2011–2014), dan Lines (2011–2014), and subsequently served as Director (2014–
kemudian sebagai Direktur (2014–2020) yang membawahi Lini 2020) responsible for the Infrastructure, Logistics, Information
Bisnis Infrastruktur, Logistik, Teknologi Informasi, Properti, Astra Technology, Property, Astra Digital, Corporate Information System
Digital, Corporate Information System and Technology (CIST), and Technology (CIST), and Astra World Business Lines.
serta Astra World.
Beliau tidak memiliki hubungan afiliasi dengan anggota Dewan He has no affiliation with other members of the Board of
Komisaris, anggota Direksi lainnya, maupun pemegang saham Commissioners, other members of the Board of Directors, or the
pengendali. controlling shareholder.
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Profil Perusahaan
Bruce Malcolm Cox
Komisaris Independen
Independent Commissioner
Warga negara Australia berusia 63 tahun. An Australian citizen aged 63.
Memperoleh gelar Bachelor of Commerce dan Master of Obtained a Bachelor of Commerce and a Master of Business
Business Administration (MBA) dari University of Wollongong, Administration (MBA) from the University of Wollongong,
Australia, serta memperoleh sertifikasi Certified Public Australia, and is a Certified Public Accountant (CPA) accredited
Accountant (CPA) dari Monash University, Australia. Beliau juga by Monash University, Australia. He is also a graduate of
merupakan lulusan Australian Institute of Company Directors the Australian Institute of Company Directors and currently
dan saat ini berperan sebagai Board Mentor di CriticalEye, serves as a Board Mentor at CriticalEye, a global senior
sebuah jaringan kepemimpinan senior bertaraf global. leadership network.
Diangkat sebagai Komisaris Independen Perseroan berdasarkan Appointed as Independent Commissioner of the Company at the
keputusan RUPST tanggal 24 April 2024 dan kembali diangkat AGMS on April 24, 2024 and was reappointed at the AGMS held on
melalui keputusan RUPST yang diselenggarakan pada tanggal April 25, 2025.
25 April 2025.
Saat ini, beliau juga memegang beberapa posisi strategis He also holds several key international positions, including
internasional, antara lain sebagai Direktur Aluminium Bahrain Director of Aluminium Bahrain (listed on the London and
(perusahaan yang tercatat di Bursa Efek London dan Bahrain), Bahrain Stock Exchanges), Chairman and member of the
Ketua dan Anggota Komite Audit Aurelia Metals (tercatat di Bursa Audit Committee at Aurelia Metals (listed on the Australian
Efek Australia), serta anggota Dewan Penasihat Ajlan & Bros Securities Exchange), and Advisory Board Member at Ajlan &
Holding Group. Bros Holding Group.
Sebelumnya, beliau memiliki pengalaman panjang di industri Previously, he built an extensive career in the mining and metals
pertambangan dan logam, antara lain sebagai Managing sector, serving as Managing Director of Rio Tinto Diamonds
Director Rio Tinto Diamonds (2009–2013), CEO Pacific Aluminium (2009–2013), CEO of Pacific Aluminium (2013–2016), Managing
(2013–2016), Managing Director Rio Tinto Aluminium Pacific Director of Rio Tinto Aluminium Pacific Operations (2016–2018),
Operations (2016–2018), serta CFO Rio Tinto Aluminium (2019– and CFO of Rio Tinto Aluminium (2019–2020). He also served
2020). Beliau juga pernah menjabat sebagai Chairman dan as Chairman and Director of the Australian Aluminium Council
Director Australian Aluminium Council (2016–2018), serta (2016–2018), and earlier in his career held CFO roles at Escondida
memegang posisi CFO di Escondida, Chile, dan CFO di Hartley in Chile and Hartley Platinum in Zimbabwe.
Platinum, Zimbabwe.
Beliau tidak memiliki hubungan afiliasi dengan anggota He has no affiliation with other members of the Board of
Dewan Komisaris, anggota Direksi lainnya, ataupun pemegang Commissioners, other members of the Board of Directors, or the
saham pengendali. controlling shareholder.
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Company Profile
Ignasius Jonan
Komisaris Independen
Independent Commissioner
Warga negara Indonesia, berusia 62 tahun. An Indonesian citizen aged 62.
Memperoleh gelar Doktorandus di bidang Akuntansi dari Fakultas Obtained Doctorandus degree in Accounting from the Faculty
Ekonomi dan Bisnis Universitas Airlangga pada tahun 1986 dan of Economics and Business Universitas Airlangga in 1986, and
melanjutkan pendidikan pada Fletcher School of Law and Diplomacy, continued his studies at The Fletcher School of Law and Diplomacy
International Relations and Affairs untuk memperoleh gelar Master of in International Relations and Affairs, where he obtained a Master of
Arts pada tahun 2004. Arts degree in 2004.
Beliau juga memiliki berbagai sertifikasi profesional, antara lain He also holds several professional certifications, including Certified
Certified Practising Accountant (CPA Australia) (2025), Asean Practising Accountant (CPA Australia) (2025), ASEAN Chartered
Chartered Professional Accountant (2023), Chartered Accountant Professional Accountant (2023), Chartered Accountant (CA)
(CA) (2015), dan Certified Public Accountant (CPA) (2013). Selain (2015), and Certified Public Accountant (CPA) (2013). In addition, he
itu, beliau mengikuti Oxford Leading Sustainable Corporations completed the Oxford Leading Sustainable Corporations Programme
Programme di Said Business School, Oxford University (2021), Senior at Saïd Business School, University of Oxford (2021), the Senior
Managers in Government Program di Harvard Kennedy School of Managers in Government Program at Harvard Kennedy School of
Government (2000), serta Senior Executive Program di Columbia Government (2000), and the Senior Executive Program at Columbia
Business School (1999). Business School (1999).
Diangkat pertama kali sebagai Komisaris Independen Perseroan Appointed as an Independent Commissioner of the Company
berdasarkan keputusan RUPST yang diselenggarakan pada tanggal based on the resolution of the AGMS held on April 25, 2025.
25 April 2025.
Saat ini, beliau merangkap jabatan antara lain, sebagai ketua Currently, he holds several positions, including Chairperson of the
Komite Audit Perseroan, Komisaris Independen PT Unilever Indonesia Company’s Audit Committee, Independent Commissioner of PT
Tbk, Presiden Komisaris dan Komisaris Independen PT Anabatic Unilever Indonesia Tbk, President Commissioner and Independent
Technologies Tbk, dan Presiden Komisaris PT Marsh McLennan Commissioner of PT Anabatic Technologies Tbk, and President
Indonesia. Commissioner of PT Marsh McLennan Indonesia.
Beliau juga pernah menjabat sebagai Direktur Citigroup Private He has also previously served as Director of Citigroup Private
Equity (1999-2001), Chief Executive Officer PT Bahana Pembinaan Equity (1999–2001), Chief Executive Officer of PT Bahana
Usaha Indonesia (2001-2006), Managing Director Citigroup Pembinaan Usaha Indonesia (2001–2006), Managing Director
Investment Banking (2006–2008), Chief Executive Officer PT Kereta of Citigroup Investment Banking (2006–2008), Chief Executive
Api Indonesia (2009–2014), Menteri Perhubungan Republik Officer of PT Kereta Api Indonesia (2009–2014), Minister of
Indonesia (2014–2016), Menteri Energi dan Sumber Daya Mineral Transportation of the Republic of Indonesia (2014–2016), and
(2016-2019). Minister of Energy and Mineral Resources (2016–2019).
Beliau tidak memiliki hubungan afiliasi dengan anggota He has no affiliation with other members of the Board of
Dewan Komisaris, anggota Direksi lainnya, atau pemegang Commissioners, other members of the Board of Directors, or
saham pengendali. controlling shareholder.
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Profil Perusahaan
Profil Direksi
Profile of the Board of Directors
Frans Kesuma
Presiden Direktur
President Director
Warga negara Indonesia berusia 63 tahun. An Indonesian citizen aged 63.
Memperoleh gelar Sarjana Teknik Sipil dari Universitas Katolik Obtained a Bachelor’s degree in Civil Engineering from Parahyangan
Parahyangan, Bandung pada tahun 1988, dan memperoleh gelar Catholic University, Bandung, in 1988, and later completed a Master’s
Magister Sistem dan Teknik Jalan Raya dari Institut Teknologi degree in Highway Engineering and Systems at Institut Teknologi
Bandung (ITB) pada tahun 1991. Bandung (ITB) in 1991.
Diangkat sebagai Presiden Direktur Perseroan berdasarkan Appointed as President Director of the Company at the
keputusan RUPST tanggal 16 April 2019 dan kembali diangkat AGMS on April 16, 2019 and was reappointed as the President
sebagai Presiden Direktur melalui keputusan RUPST yang Director at the AGMS held on April 25, 2025.
diselenggarakan pada 25 April 2025.
Saat ini, beliau juga memegang berbagai posisi strategis di He currently holds several strategic roles within the Astra Group.
dalam Grup Astra. Beliau merangkap jabatan sebagai Direktur He serves as Director of PT Astra International Tbk and Director
PT Astra International Tbk dan Direktur UT Heavy Industry Pte. Ltd. of UT Heavy Industry Pte. Ltd. In addition, he serves as President
Selain itu, beliau menjabat sebagai Presiden Komisaris PT Acset Commissioner of PT Acset Indonusa Tbk, PT Danusa Tambang
Indonusa Tbk, PT Danusa Tambang Nusantara, PT Tuah Turangga Nusantara, PT Tuah Turangga Agung, and PT Surya Astha Nusantara
Agung dan PT Surya Astha Nusantara Finance, serta Komisaris Finance, and Commissioner of PT Pamapersada Nusantara (PAMA),
PT Pamapersada Nusantara (PAMA), PT Karya Supra Perkasa, PT Karya Supra Perkasa, PT Tambang Supra Perkasa (in liquidation),
PT Tambang Supra Perkasa (dalam likuidasi), PT Unitra Persada PT Unitra Persada Energia, and PT Astra Tol Nusantara.
Energia, dan PT Astra Tol Nusantara.
Bergabung dengan Grup Astra pada tahun 1992 melalui Divisi Joined Astra Group in 1992 at PAMA’s Engineering Division.
Engineering PAMA. Selama berkarier, beliau pernah dipercaya Throughout his career, he has held several key positions,
sebagai Project Manager ISO 9001 Project (1999–2000), Manajer including ISO 9001 Project Manager (1999–2000), Operations
Operasional (2000–2003), dan Kepala Divisi Operasional Manager (2000–2003), and Head of Operations Division
(2005–2012). Selanjutnya, beliau menjabat sebagai Direktur (2005–2012). He subsequently served as Operations Director
Operasional PAMA (2007–2011), Direktur Utama PAMA (2013– of PAMA (2007–2011), President Director of PAMA (2013–
2023) dan kemudian menjabat sebagai Direktur Perseroan 2023) and later as Director of the Company overseeing
yang membawahi bidang Pertambangan dan Energi (2016– the Mining and Energy Business Lines (2016–2019).
2019).
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi He has no affiliation with other members of the Board of Directors
maupun anggota Dewan Komisaris lainnya. or other members of the Board of Commissioners.
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Company Profile
Loudy Irwanto Ellias
Direktur
Director
Warga negara Indonesia berusia 58 tahun. An Indonesian citizen aged 58.
Memperoleh gelar Associate Degree dari Ohlone College, Obtained Associate Degree from Ohlone College, California,
California, Amerika Serikat, pada tahun 1988. United States, in 1988.
Diangkat sebagai Direktur Perseroan berdasarkan keputusan Appointed as Director of the Company at the resolutions of the
RUPST pada Mei 2011 dan kembali diangkat sebagai Direktur AGMS in May 2011 and was reappointed as Director at the AGMS
melalui keputusan RUPST yang diselenggarakan pada tanggal held on April 25, 2025.
25 April 2025.
Saat ini, beliau juga memegang sejumlah jabatan penting He currently holds several key positions within the Astra Group,
di dalam Grup Astra, antara lain sebagai Presiden Komisaris serving as President Commissioner of PT United Tractors Pandu
PT United Tractors Pandu Engineering dan PT Universal Tekno Engineering and PT Universal Tekno Reksajaya, as well as Vice
Reksajaya, serta Wakil Presiden Komisaris PT Komatsu Indonesia. President Commissioner of PT Komatsu Indonesia.
Bergabung dengan Grup Astra melalui Perseroan pada tahun Joined Astra Group through the Company in 1989 and has
1989 dan memiliki pengalaman panjang di berbagai fungsi extensive managerial experience across various functions. He
manajerial. Beliau pernah menjabat sebagai General Manager previously served as General Manager of the Marketing Division
Divisi Marketing dan Presiden Direktur PT United Tractors Pandu and as President Director of PT United Tractors Pandu Engineering
Engineering (2008–2017). (2008–2017).
Beliau tidak memiliki hubungan afiliasi dengan anggota He has no affiliation with other members of the Board of
Direksi, anggota Dewan Komisaris lainnya, maupun pemegang Directors, other member of the Board of Commissioners, or
saham pengendali. the controlling shareholders.
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Profil Perusahaan
Iwan Hadiantoro
Direktur
Director
Warga negara Indonesia berusia 57 tahun. An Indonesian citizen, aged 57.
Memperoleh gelar Sarjana Ekonomi (Manajemen Keuangan) dari Obtained a Bachelor’s degree in Economics (Financial
Universitas Indonesia pada tahun 1995. Management) from the Universitas Indonesia in 1995.
Diangkat sebagai Direktur Perseroan berdasarkan keputusan Appointed as a Director of the Company through the
RUPST pada April 2015 dan diangkat kembali sebagai Direktur resolutions of the AGMS in April 2015 and was reappointed as
berdasarkan keputusan RUPST yang diselenggarakan pada Director based on the AGMS resolutions dated April 25, 2025.
tanggal 25 April 2025.
Saat ini, beliau juga memegang berbagai posisi strategis di dalam Currently, he also holds several strategic positions within the
Grup Astra dan entitas terkait. Beliau menjabat sebagai Presiden Astra Group and its affiliated entities. He serves as President
Komisaris PT Unitra Nusantara Persada, PT Agincourt Resources, Commissioner of PT Unitra Nusantara Persada, PT Agincourt
PT Bina Pertiwi Energi, Komisaris Utama PT Anugerah Surya Pacific Resources, PT Bina Pertiwi Energi, PT Anugerah Surya Pacific
Resources, PT Stargate Pacific Resources, PT Stargate Mineral Resources, PT Stargate Pacific Resources, PT Stargate Mineral
Asia, PT Stargate Dua Pasific Resources, PT Rajawali Sigi Lestari, Asia, PT Stargate Dua Pasific Resources, PT Rajawali Sigi Lestari,
PT Sumbawa Jutaraya, dan PT Supreme Energy Sriwijaya. Beliau PT Sumbawa Jutaraya, and PT Supreme Energy Sriwijaya. He
juga menjabat sebagai Komisaris di PT Bhumi Jati Power, PT Acset also serves as Commissioner of PT Bhumi Jati Power, PT Acset
Indonusa Tbk, PT United Tractors Pandu Engineering, dan PT Arkora Indonusa Tbk, PT United Tractors Pandu Engineering, and
Hydro Tbk. PT Arkora Hydro Tbk.
Selain itu, beliau merupakan Presiden Direktur PT Unitra Persada In addition, he serves as President Director of PT Unitra Persada
Energia, PT Danusa Tambang Nusantara, dan PT Energia Prima Energia, PT Danusa Tambang Nusantara, and PT Energia Prima
Nusantara, serta Direktur di PT Karya Supra Perkasa dan Unitra Nusantara, as well as Director of PT Karya Supra Perkasa and Unitra
Power Pte. Ltd. Power Pte. Ltd.
Bergabung kembali dengan Grup Astra sebagai kepala Group Rejoined the Astra Group as Head of Group Treasury & Investor
Treasury & Investor Relation PT Astra International Tbk pada Relations at PT Astra International Tbk in 2010. Previously, he
tahun 2010. Sebelumnya, beliau memulai karier profesionalnya di began his professional career at Shell Indonesia in 1990, and
Shell Indonesia pada tahun 1990, kemudian bergabung dengan later joined General Electric (GE) Indonesia in 1998, where he
General Electric (GE) Indonesia pada 1998, di mana beliau held various managerial positions, including in Controllership,
menduduki berbagai posisi manajerial termasuk Controllership, Treasury, and Financial Planning & Analysis, and served as Vice
Treasury, Financial Planning & Analysis, VP Finance sampai dengan President of Finance until 2006. He subsequently returned as
2006 kemudian kembali menjadi Direktur dan Chief Financial Director and Chief Financial Officer of PT GE Finance Indonesia
Officer PT GE Finance Indonesia (2008-2010). Selama 2008 – 2010 from 2008 to 2010. During the period of 2008–2010, he also
beliau juga pernah menjabat sebagai Finance Director di PT Astra served as Finance Director at PT Astra Sedaya Finance.
Sedaya Finance.
Beliau tidak memiliki hubungan afiliasi dengan anggota He has no affiliation with other members of the Board of
Direksi, anggota Dewan Komisaris lainnya, ataupun pemegang Directors, other members of the Board of Commissioners, or
saham pengendali. the controlling shareholders.
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Company Profile
Idot Supriadi
Direktur
Director
Warga negara Indonesia, berusia 54 tahun. An Indonesian citizen, aged 54.
Memperoleh gelar Sarjana Teknik Mesin dari Institut Teknologi Obtained a Bachelor’s degree in Mechanical Engineering from
Bandung (ITB) dan gelar Master of Business Administration the Institut Teknologi Bandung (ITB) and a Master of Business
(MBA) dari Fakultas Ekonomi dan Bisnis Universitas Gadjah Administration (MBA) from the Faculty of Economics and
Mada, Jakarta. Business, Universitas Gadjah Mada, Jakarta.
Diangkat sebagai Direktur Perseroan berdasarkan keputusan Appointed as a Director of the Company through the resolutions
RUPST pada April 2015 dan diangkat kembali sebagai Direktur of the AGMS in April 2015 and was reappointed as Director based
berdasarkan keputusan RUPST yang diselenggarakan pada on the AGMS resolution dated April 25, 2025.
tanggal 25 April 2025.
Saat ini, beliau juga memegang sejumlah posisi penting di He currently holds several key positions, including President
berbagai entitas, antara lain sebagai Presiden Komisaris PT Bintai Commissioner of PT Bintai Kindenko Engineering Indonesia,
Kindenko Engineering Indonesia, Komisaris PT Universal Tekno Commissioner of PT Universal Tekno Reksajaya. In addition, he
Reksajaya. Selain itu, beliau menjabat sebagai Presiden Direktur serves as President Director of PT Acset Indonusa Tbk and Vice
PT Acset Indonusa Tbk serta Wakil Presiden Direktur PT Komatsu President Director of PT Komatsu Remanufacturing Asia.
Remanufacturing Asia.
Bergabung dengan Grup Astra melalui Perseroan pada tahun Joined Astra Group through the Company in 1994 as a
1994 sebagai Management Trainee di Divisi Service. Seiring Management Trainee in the Service Division. Throughout his
perjalanan karier, beliau pernah memegang berbagai posisi career, he has held various significant positions, including
penting, termasuk General Manager Divisi Service, hingga General Manager of the Service Division, before being entrusted
akhirnya dipercaya sebagai Presiden Direktur PT Universal as President Director of PT Universal Tekno Reksajaya.
Tekno Reksajaya.
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi, He has no affiliation with other members of the Board of
anggota Dewan Komisaris lainnya, maupun dengan pemegang Directors, members of the Board of Commissioners, or
saham pengendali Perseroan. the controlling shareholders.
PT United Tractors Tbk - 2025 Annual Report 125
Page 128
Profil Perusahaan
Widjaja Kartika
Direktur
Director
Warga negara Indonesia berusia 57 tahun. An Indonesian citizen, aged 57.
Memperoleh gelar Sarjana Perikanan dari Fakultas Perikanan dan Obtained a Bachelor’s degree in Fisheries from the Faculty of
Ilmu Kelautan, Program Studi Ilmu dan Teknologi Kelautan, Institut Fisheries and Marine Science, Marine Science and Technology
Pertanian Bogor. Study Program, Institut Pertanian Bogor (IPB University).
Diangkat sebagai Direktur Perseroan berdasarkan keputusan Appointed as a Director of the Company based on the resolution
RUPST tanggal 12 April 2023 dan kembali ditunjuk berdasarkan of the AGMS dated April 12, 2023 and was reappointed through the
Keputusan RUPST tanggal 25 April 2025. AGMS resolution on April 25, 2025.
Saat ini, beliau juga memegang sejumlah posisi strategis, He currently serves in several strategic roles, including President
antara lain sebagai Presiden Komisaris PT Bina Pertiwi, Komisaris Commissioner of PT Bina Pertiwi, Commissioner of PT Andalan
PT Andalan Multi Kencana, serta Direktur UT Heavy Industry (S) Multi Kencana, and Director of UT Heavy Industry (S) Pte. Ltd.
Pte. Ltd.
Bergabung dengan Astra Grup melalui Perseroan pada tahun 1995 Joined Astra Group through Company in 1995 as a Salesman
sebagai Salesman (Business Consultant). Pada tahun 2015, beliau (Business Consultant). In 2015, he was appointed Chief of
dipercaya menjabat sebagai Chief of Corporate Procurement Corporate Procurement at PT Acset Indonusa Tbk. He later served
di PT Acset Indonusa Tbk. Selanjutnya, beliau menduduki posisi as Marketing Director and Product Support Director at PT Traktor
Direktur Pemasaran dan Direktur Dukungan Produk PT Traktor Nusantara (from January 2018), before being promoted to
Nusantara (sejak Januari 2018) hingga akhirnya diangkat sebagai President Director of PT Traktor Nusantara in April 2019.
Presiden Direktur PT Traktor Nusantara pada April 2019.
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi, He has no affiliation with other members of the Board of Directors,
anggota Dewan Komisaris lainnya, maupun dengan pemegang other member of the Board of Commissioners, or with the
saham pengendali Perseroan. controlling shareholders of the Company.
126 Laporan Tahunan 2025 - PT United Tractors Tbk
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Company Profile
Vilihati Surya
Direktur
Director
Warga negara Indonesia, berusia 47 tahun. An Indonesian citizen, aged 47 years old.
Memperoleh gelar Sarjana Ekonomi dari Fakultas Ekonomi Obtained a Bachelor’s degree in Economics from the Faculty of
Universitas Tarumanagara, Jakarta. Economics, Universitas Tarumanagara, Jakarta.
Diangkat sebagai Direktur Perseroan berdasarkan keputusan Appointed as a Director of the Company based on the resolution
RUPST pada 24 April 2024 dan kembali ditunjuk berdasarkan of the AGMS dated April 24, 2024 and was reappointed through
keputusan RUPST tanggal 25 April 2025. the AGMS resolution on April 25, 2025.
Saat ini, beliau juga memegang sejumlah jabatan strategis, She also holds several strategic roles, serving as President
antara lain sebagai Presiden Komisaris PT Komatsu Commissioner of PT Komatsu Remanufacturing Asia, and
Remanufacturing Asia serta Komisaris PT Astra Digital Commissioner of PT Astra Digital Internasional, PT Acset
Internasional, PT Acset Indonusa Tbk, PT Agincourt Resources, Indonusa Tbk, PT Agincourt Resources, PT Energia Prima
PT Energia Prima Nusantara, PT Danusa Tambang Nusantara, Nusantara, PT Danusa Tambang Nusantara, PT Bina Pertiwi,
PT Bina Pertiwi, dan PT Bhumi Jepara Service. Selain itu, beliau and PT Bhumi Jepara Service. In addition, she serves
juga menjabat sebagai Direktur Utama PT Supreme Energy as President Director of PT Supreme Energy Sriwijaya.
Sriwijaya.
Bergabung dengan Grup Astra pada tahun 2007 di Divisi Joined Astra Group in 2007 in the Corporate Planning Division of
Corporate Planning PT Astra International Tbk. Sepanjang PT Astra International Tbk. Throughout her career, she has held
kariernya, beliau pernah menjabat sebagai Chief of Corporate several key leadership positions, including Chief of Corporate
Planning PT Astra International Tbk (2016–2023), Presiden Direktur Planning at PT Astra International Tbk (2016–2023), President
PT Astra Digital Internasional (2020–2023), serta Presiden Direktur Director of PT Astra Digital Internasional (2020–2023), and
PT Mobilitas Digital Indonesia (Juli 2022–Maret 2024). President Director of PT Mobilitas Digital Indonesia (July 2022–
March 2024).
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi, She has no affiliation with other members of the Board of
anggota Dewan Komisaris lainnya, maupun pemegang saham Directors, other members of the Board of Commissioners, or the
pengendali Perseroan. controlling shareholders.
PT United Tractors Tbk - 2025 Annual Report 127
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Profil Perusahaan
Ari Sutrisno
Direktur
Director
Warga negara Indonesia, berusia 54 tahun. An Indonesian citizen, aged 54 years old.
Memperoleh gelar Sarjana dari Institut Teknologi Bandung Obtained Bachelor degree from Institut Teknologi Bandung
(ITB) pada Jurusan Kimia dan melanjutkan pendidikan (ITB), majoring in Chemistry, and continued his studies
pada Binus Business School untuk memperoleh gelar at BINUS Business School, where he obtained a Master of
Magister Manajemen. Management degree.
Diangkat sebagai Direktur Perseroan berdasarkan Keputusan Appointed as a Director of the Company based on the resolution
RUPST yang diselenggarakan pada tanggal 25 April 2025. of the AGMS held on April 25, 2025.
Saat ini, beliau menjabat sebagai Komisaris PT Tuah Turangga Currently, he serves as Commissioner of PT Tuah Turangga
Agung. Selain itu, beliau juga menjabat sebagai Presiden Direktur Agung. In addition, he also serves as President Director of
pada PT Lestarikan Bumi Papua, PT Wana Rimba Nusantara, PT Lestarikan Bumi Papua, PT Wana Rimba Nusantara, PT Pertiwi
PT Pertiwi Nusantara Raya, PT Khatulistiwa Rimba Persada, dan Nusantara Raya, PT Khatulistiwa Rimba Persada, and PT Boven
PT Boven Rimba Persada. Rimba Persada.
Bergabung dengan Grup Astra sebagai Management Trainee Joined Astra Group as a Management Trainee at PT Astra
pada PT Astra International Tbk pada tahun 1995. Selama bertugas International Tbk in 1995. Throughout his tenure in the Astra Group,
di Grup Astra beliau memegang beberapa jabatan seperti he has held various positions, including Environment & Social
Environment & Social Responsibility Manager pada PT Astra Responsibility Manager at PT Astra International Tbk (2000–
International Tbk (2000–2007), Safety Health & Environment 2007), Safety, Health & Environment Division at PT Pamapersada
Division pada PT Pamapersada Nusantara (2010–2013), Direktur Nusantara (2010–2013), Director of PT Prima Multi Mineral (2013–
PT Prima Multi Mineral (2013-2014), Presiden Direktur PT Kadya 2014), President Director of PT Kadya Caraka Mulia (2014–2017),
Caraka Mulia (2014-2017), Wakil Presiden Direktur PT Multi Mineral, Vice President Director of PT Multi Mineral and Director of PT Tuah
Direktur PT Tuah Turangga Agung (2015-2017), dan Presiden Direktur Turangga Agung (2015–2017), President Director of PT Duta
PT Duta Sejahtera dan PT Duta Nurcahya, Komisaris PT Sumbawa Sejahtera and PT Duta Nurcahya, Commissioner of PT Sumbawa
Jutaraya (2019-2023), dan Komisaris PT Supraprabari Mapanindo Jutaraya (2019–2023), and Commissioner of PT Supraprabari
Mineral (2019-2023), Direktur PT Pamapersada Nusantara, Mapanindo Mineral (2019–2023), Director of PT pamapersada
PT Danusa Tambang Nusantara, dan Komisaris PT Kalimantan Nusantara, PT Danusa Tambang Nusantara, and Commissioner
Prima Persada. of PT Kalimantan Prima Persada.
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi, He has no affiliation with other members of the Board of Directors,
anggota Dewan Komisaris lainnya, atau pemegang saham other members of the Board of Commissioners, or with the
pengendali Perseroan. controlling shareholders of the Company.
128 Laporan Tahunan 2025 - PT United Tractors Tbk
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Company Profile
Hendra Hutahean
Direktur
Director
Warga negara Indonesia, berusia 53 tahun. An Indonesian citizen, aged 53 years old.
Memperoleh gelar dari Institut Teknologi Bandung (ITB) pada Obtained degree from Institut Teknologi Bandung (ITB), majoring
Fakultas Teknik Sipil. in Civil Engineering.
Diangkat sebagai Direktur Perseroan berdasarkan Keputusan Appointed as a Director of the Company based on the resolution
RUPST yang diselenggarakan pada tanggal 25 April 2025. of the Annual General Meeting of Shareholders (AGMS) held on
April 25, 2025.
Saat ini, beliau menjabat sebagai Presiden Direktur Currently, he serves as President Director of PT Pamapersada
PT Pamapersada Nusantara, PT Tuah Turangga Agung, Presiden Nusantara, PT Tuah Turangga Agung, President Commissioner
Komisaris pada Grup PT Pertiwi Nusantara Raya, PT Kalimantan of the PT Pertiwi Nusantara Raya Group, PT Kalimantan Prima
Prima Persada, PT Asmin Bara Bronang, PT Asmin Bara Jaan, Persada, PT Asmin Bara Bronang, PT Asmin Bara Jaan, PT Telen
PT Telen Orbit Prima, dan PT Prima Multi Mineral, PT Wana Rimba Orbit Prima, and PT Prima Multi Mineral, PT Wana Rimba
Nusantara, PT Khatulistiwa Rimba Persada, PT Boven Rimba Nusantara, PT Khatulistiwa Rimba Persada, PT Boven Rimba
Persada, dan PT Lestarikan Bumi Papua. Beliau juga menjabat Persada, and PT Lestarikan Bumi Papua. He also serves as
sebagai Komisaris pada PT Danusa Tambang Nusantara, Commissioner of PT Danusa Tambang Nusantara, PT Agincourt
PT Agincourt Resources, PT Anugerah Surya Pacific Resources, Resources, PT Anugerah Surya Pacific Resources, PT Stargate
PT Stargate Pasific Resources, PT Stargate Mineral Asia, PT Rajawali Pasific Resources, PT Stargate Mineral Asia, PT Rajawali Sigi
Sigi Lestari, PT Stargate Dua Pasific Resources, PT Energia Prima Lestari, PT Stargate Dua Pasific Resources, and PT Energia Prima
Nusantara, PT Nusantara Indonesia Nickel Lestari, serta Wakil Nusantara, PT Nusantara Indonesia Nickel Lestari, as well as Vice
Presiden Komisaris pada PT Pama Indo Mining dan Direktur pada President Commissioner of PT Pama Indo Mining and Director of
Solar United Network Pte Ltd. Solar United Network Pte Ltd.
Bergabung dengan Grup Astra melalui PT Pamapersada Joined Astra Group through PT Pamapersada Nusantara as
Nusantara sebagai Supervisor Trainee pada tahun 1996. Menjadi a Supervisor Trainee in 1996. He served as Project Manager
Project Manager pada tahun (2004–2016), Operation Deputy (2004–2016), Operation Deputy Division Head (2016–2017),
Division Head pada tahun (2016–2017), dan Chief of Engineering and Chief of Engineering Division (2017–2019). He was
Division pada tahun (2017-2019). Beliau kemudian diangkat subsequently appointed as a Director at a subsidiary of
sebagai Direktur di anak perusahaan PT Pamapersada Nusantara PT Pamapersada Nusantara in 2019, served as Engineering
pada tahun 2019. Menjabat sebagai Engineering & Information & Information System Director starting in 2020, and has
System Director sejak tahun 2020, dan diangkat sebagai Presiden been appointed as President Director of PT Pamapersada
Direktur PT Pamapersada Nusantara dan PT Tuah Turangga Nusantara and PT Tuah Turangga Agung since March 2023.
Agung sejak Maret 2023.
Beliau tidak memiliki hubungan afiliasi dengan anggota Direksi, He has no affiliation with other members of the Board of Directors,
anggota Dewan Komisaris lainnya, atau pemegang saham other membership of the Board of Commissioners, or with the
utama dan pengendali Perseroan. controlling shareholders of the Company.
PT United Tractors Tbk - 2025 Annual Report 129
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Profil Perusahaan
Struktur Perusahaan
Company Structure
PT UNITED TRACTORS Tbk
Construction Machinery Mining Contracting Mining
Coal Mining
UT Heavy Industry (S) PT Pamapersada Nusantara PT Tuah Turangga Agung
100% 100% 100%
Pte. Ltd. (UTHI) (PAMA) (Turangga Resources)
PT United Tractors Pandu PT Kalimantan Prima
100% 100% PT Telen Orbit Prima (TOP) 100%
Engineering (UTPE) Persada (KPP MINING)
PT Patria Maritime Lines PT Multi Prima Universal
100% 100% PT Agung Bara Prima (ABP) 100%
(PML) (MPU)
PT Patria Maritime
100% PT Pama Indo Mining (PIM) 60% PT Duta Sejahtera (DS) 60%
Industry (PAMI)
PT Patria Maritim PT Persada Utama Infra
100% 99.2% PT Duta Nurcahya (DN) 60%
Perkasa (PMP) (PUI)
PT Patria Perikanan Lestari PT Wana Rimba Nusantara
100% PT Prima Multi Mineral
Indonesia (PPLI) 100% (WRN) 100%
(dalam likuidasi | in liquidation)
(PMM)
PT Triatra Sinergia PT Pertiwi Nusantara Raya PT Kadya Caraka
100% 100% 100%
Pratama (TRIATRA) (PNR) Mulia (KCM)
PT Komatsu Remanufacturing PT Boven Rimba
49% 100% PT Asmin Bara Jaan (ABJ) 75.4%
Asia (KRA) Persada (BRP)
PT Andalan Multi Kencana PT Khatulistiwa Rimba PT Asmin Bara Bronang
100% 100% 75.4%
(AMK) Persada (KRP) (ABB)
PT Universal Tekno PT Lestarikan Bumi PT Suprabari Mapanindo
100% 90% 80%
Reksajaya (UTR) Papua (LBP) Mineral (SMM)
Solar United Network Turangga Resources
PT Komatsu Indonesia (KI) 5% 3.8% 100%
Pte. Ltd. Pte. Ltd.
PT United Tractors
PT Bina Pertiwi (BP) 100% 45% Cipta Commodity
Semen Gresik (UTSG) 50%
Trading Pte. Ltd.
PT Swadaya Harapan Aegis Energy
0.13% 50%
Nusantara (SHN) Trading Pte. Ltd.
PT Tambang Supra Perkasa (TSP)
100%
(dalam likuidasi | in liquidation)
130 Laporan Tahunan 2025 - PT United Tractors Tbk
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Company Profile
Other Segments
Gold Mining
PT Danusa Tambang PT Unitra Persada
100% PT Karya Supra Perkasa (KSP) 100% 100%
Nusantara (DTN) Energia (UPE)
PT Persada Tambang PT Acset Indonusa Tbk
100% 91.17% PT Bhumi Jati Power (BJP) 25%
Mulia (PTM) (ACSET)
PT Agincourt PT ATMC Pump PT Bhumi Jepara
95% 91.17% 15%
Resources (PTAR) Services (ATMC) Service (BJS)
PT Aneka Raya
PT Sumbawa Jutaraya PT Unitra Nusantara
80% Konstruksi Mesindo 91.17% 100%
(SJR) (ARKM) Persada (UNP)
PT Innotech
91.17% Unitra Power Pte. Ltd. 100%
Systems (IS)
PT Bintai Kindenko
OTHER MINERAL MINING Engineering Indonesia 54.70%
(BINKEI)
Nickel Industries Limited PT Acset Pondasi
20.14% 91.17%
(NIC) Indonusa (API)
PT Anugerah Surya Pacific PT Sacindo PT Energia Prima
66.67% 91.17% 100%
Resources (ASPR) Machinery (SM) Nusantara (EPN)
PT Stargate Mineral PT Jakarta Metro PT Bina Pertiwi Energi
90% 5% 100%
Asia (SMA) Ekspressway (BPE)
PT Stargate Pacific PT Ilthabi Energia
90% 80%
Resources (SPR) Tenagahidro (IET)
PT Rajawali Sigi PT Redelong Hydro
90% 100%
Lestari (RSL) Energi (RHE)
PT Stargate Dua
Pasific Resources 90% PT Forsa Tirta Gora (FTG) 100%
(SDPR)
PT Forsa Tirta Uway (FTU) 100%
PT Hidup Besai Kemu
100%
(HBK)
PT Uway Energi
78%
Perdana (UEP)
PT Jabar Enviromental
21%
Solutions (JES)
PT Supreme Energy
80.16%
Sriwijaya (SES)
PT Supreme Energy
40.4%
Rantau Dedap (SERD)
PT Arkora Hydro Tbk 31.49%
PT United Tractors Tbk - 2025 Annual Report 131
Page 134
Profil Perusahaan
Daftar Entitas Anak, Entitas
Asosiasi, Investasi Jangka
Panjang, dan Ventura Bersama
List of Subsidiaries, Associates, Long-Term Investment,
and Joint Venture
Jumlah Aset
Persentase
(sebelum eliminasi)
Tahun Beroperasi Kepemilikan Efektif
Status per 31 Desember 2025
secara Komersial (Langsung dan
Nama Entitas Alamat Operasi Kegiatan Usaha (Rp juta)
Commencement Tidak Langsung) (%)
Entity Name Address Operations Business Activity Total Assets
of Commercial Percentage of Effective
Status (before elimination)
Operations Ownership
as of December 31, 2025
(Direct and Indirect) (%)
(Rp milion)
Pemilikan langsung
Direct ownership
PT Pamapersada Jl. Rawagelam 1 No. 9, Beroperasi 1993 Jasa 100 102,429,098
Nusantara (PAMA) Jakarta Industrial Operating penambangan
Estate Pulogadung, terpadu
Jakarta Timur 13930 Integrated mining
services
PT Danusa Jl. Rawagelam 1 No. 9, Beroperasi 2016 Perusahaan induk 100 48,549,144
Tambang Jakarta Industrial Operating atas konsesi
Nusantara (DTN) Estate Pulogadung, penambangan
Jakarta Timur 13930 Holding company
of mining
concessions
PT Unitra Persada Jl. Raya Bekasi km 22, Beroperasi 2015 Perusahaan induk 100 6,487,777
Energia (UPE) Cakung, Jakarta 13910 Operating atas Energi
Holding company
of energy
PT United Tractors Jl. Jababeka XI Blok H Beroperasi 1983 Perakitan dan 100 7,619,786
Pandu Engineering 30 - 40, Kawasan Operating produksi mesin,
(UTPE) Industri Jababeka I, peralatan, dan
Cikarang 17530 alat berat
Assembling
and production
of machinery,
tools and heavy
equipment
PT Energia Prima Jl. Rawagelam 1 No. 9, Beroperasi 2018 Pembangkit listrik 100 4,036,009
Nusantara (EPN) Jakarta Industrial Operating Power plant
Estate Pulogadung,
Jakarta Timur 13930
PT Karya Supra Jl. Raya Bekasi km 22, Beroperasi 2015 Perusahaan induk 100 3,312,902
Perkasa (KSP) Cakung, Jakarta 13910 Operating atas industri
konstruksi
Holding company
of construction
industry
PT Bina Pertiwi (BP) Jl. Raya Bekasi km 22, Beroperasi 1977 Perdagangan 100 1,774,809
Cakung, Jakarta 13910 Operating alat berat
Trading of heavy
equipment
PT Universal Tekno Jl. Raya Bekasi km 22, Beroperasi 2011 Jasa rekondisi 100 178,177
Reksajaya (UTR) Cakung, Jakarta 13910 Operating komponen alat
berat
Remanufacturing
of heavy
equipment
component
132 Laporan Tahunan 2025 - PT United Tractors Tbk
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Company Profile
Jumlah Aset
Persentase
(sebelum eliminasi)
Tahun Beroperasi Kepemilikan Efektif
Status per 31 Desember 2025
secara Komersial (Langsung dan
Nama Entitas Alamat Operasi Kegiatan Usaha (Rp juta)
Commencement Tidak Langsung) (%)
Entity Name Address Operations Business Activity Total Assets
of Commercial Percentage of Effective
Status (before elimination)
Operations Ownership
as of December 31, 2025
(Direct and Indirect) (%)
(Rp milion)
UT Heavy Industry 11 Tuas View Crescent, Beroperasi 1994 Perdagangan 100 88,307
(S) Pte. Ltd. (UTHI) Multico Building, Operating dan perakitan
Singapore 637643 alat berat
Trading and
assembling of
heavy equipment
PT Andalan Multi Jl. Raya Bekasi km 22, Perusahaan 2010 Perdagangan 100 40,646
Kencana (AMK) 3) Cakung, Jakarta 13910 tidak aktif suku cadang
Dormant Trading of spare
company parts
PT Tambang Supra Jl. Raya Bekasi km 22, Perusahaan - Penambangan 100 15,455
Perkasa (TSP) Cakung, Jakarta 13910 dalam Mining
(dalam likuidasi | likuidasi
in liquidation) Company in
liquidation
Unitra Power Pte 11 Tuas View Crescent, Belum - Energi 100 387
Ltd (UP) 1) Multico Building, beroperasi Energy
Singapore 637643 Not yet
operating
Pemilikan tidak langsung
Indirect ownership
Melalui Pamapersada
Through Pamapersada
PT Tuah Turangga Jl. Rawagelam 1 No. 9, Beroperasi 2006 Perusahaan induk 100 26,521,720
Agung (Turangga Jakarta Industrial Operating atas konsesi
Resources) Estate Pulogadung, penambangan
Jakarta Timur 13930 Holding company
of mining
concessions
PT Kalimantan Jl. Rawagelam 1 No. 9, Beroperasi 2003 Jasa 100 11,219,209
Prima Persada Jakarta Industrial Operating penambangan
(KPP MINING) Estate Pulogadung, terpadu
Jakarta Timur 13930 Integrated mining
services
PT Asmin Bara Jl. Rawagelam 1 No. 9, Beroperasi 2013 Konsesi 75.4 9,748,663
Bronang (ABB) Jakarta Industrial Operating penambangan
Estate Pulogadung, Mining
Jakarta Timur 13930 concessions
PT Suprabari Jl. Rawagelam 1 No. 9, Beroperasi 2014 Konsesi 80.0 7,219,586
Mapanindo Jakarta Industrial Operating penambangan
Mineral (SMM) Estate Pulogadung, Mining
Jakarta Timur 13930 concessions
PT United Tractors Tbk - 2025 Annual Report 133
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Profil Perusahaan
Jumlah Aset
Persentase
(sebelum eliminasi)
Tahun Beroperasi Kepemilikan Efektif
Status per 31 Desember 2025
secara Komersial (Langsung dan
Nama Entitas Alamat Operasi Kegiatan Usaha (Rp juta)
Commencement Tidak Langsung) (%)
Entity Name Address Operations Business Activity Total Assets
of Commercial Percentage of Effective
Status (before elimination)
Operations Ownership
as of December 31, 2025
(Direct and Indirect) (%)
(Rp milion)
PT Telen Orbit Jl. Rawagelam 1 No. 9, Beroperasi 2010 Konsesi 100 2,221,415
Prima (TOP) Jakarta Industrial Operating penambangan
Estate Pulogadung, Mining
Jakarta Timur 13930 concessions
PT Prima Multi Jl. Rawagelam 1 No. 9, Beroperasi 2007 Perdagangan 100 2,232,384
Mineral (PMM) Jakarta Industrial Operating batu bara
Estate Pulogadung, Coal trading
Jakarta Timur 13930
Turangga 11 Tuas View Crescent Beroperasi 2016 Perdagangan 100 366,076
Resources Pte Ltd. Multico Building, Operating batu bara
(TRE) Singapore 637643 Coal trading
PT Agung Bara Jl. Rawagelam 1 No. 9, Belum - Konsesi 100 434,227
Prima (ABP) 2) Jakarta Industrial beroperasi penambangan
Estate Pulogadung, Not yet Mining
Jakarta Timur 13930 operating concessions
PT Kadya Caraka Jl. A. Yani km 30,5, Beroperasi 2007 Konsesi 100 126,619
Mulia (KCM) Guntung Payung, Operating penambangan
Landasan Ulin, Mining
Banjarbaru, concessions
Kalimantan Selatan
PT Asmin Bara Jl. Rawagelam 1 No. 9, Belum - Konsesi 75.4 224,126
Jaan (ABJ) 2) Jakarta Industrial beroperasi penambangan
Estate Pulogadung, Not yet Mining
Jakarta Timur 13930 operating concessions
PT Pertiwi Jl. Rawagelam 1 No. 9, Belum - Perusahaan induk 100 225,777
Nusantara Raya Jakarta Industrial beroperasi atas pengelolaan
(PNR) 1) Estate Pulogadung, Not yet dan pelestarian
Jakarta Timur 13930 operating lingkungan
The holding
company of
environmental
management
and conservation.
PT Pama Indo Jl. Rawagelam 1 No. 9, Beroperasi 1997 Kontraktor 60 85,712
Mining (PIM) Jakarta Industrial Operating penambangan
Estate Pulogadung, Mining contractor
Jakarta Timur 13930
PT Multi Prima Jl. Raya Bekasi km 22, Belum 2008 Perdagangan 100 103,391
Universal (MPU) Cakung, Jakarta 13910 beroperasi dan penyewaan
Not yet alat berat
operating terpakai
Trading and
rental of used
heavy equipment
PT Wana Rimba Jl. Rawagelam 1 No. 9, Belum - Pengelolaan 100 25,854
Nusantara (WRN) 1) Jakarta Industrial beroperasi hutan
Estate Pulogadung, Not yet Forest
Jakarta Timur 13930 operating management
PT Duta Nurcahya Jl. Rawagelam 1 No. 9, Beroperasi 2013 Konsesi 60 19,186
(DN) Jakarta Industrial Operating penambangan
Estate Pulogadung, Mining
Jakarta Timur 13930 concessions
PT Boven Rimba Jl. Rawagelam 1 No. 9, Belum - Pengelolaan 100 10,243
Persada (BRP) 1) Jakarta Industrial beroperasi hutan
Estate Pulogadung, Not yet Forest
Jakarta Timur 13930 operating management
134 Laporan Tahunan 2025 - PT United Tractors Tbk
Page 137
Company Profile
Jumlah Aset
Persentase
(sebelum eliminasi)
Tahun Beroperasi Kepemilikan Efektif
Status per 31 Desember 2025
secara Komersial (Langsung dan
Nama Entitas Alamat Operasi Kegiatan Usaha (Rp juta)
Commencement Tidak Langsung) (%)
Entity Name Address Operations Business Activity Total Assets
of Commercial Percentage of Effective
Status (before elimination)
Operations Ownership
as of December 31, 2025
(Direct and Indirect) (%)
(Rp milion)
PT Khatulistiwa Jl. Rawagelam 1 No. 9, Belum - Pengelolaan 100 10,244
Rimba Persada Jakarta Industrial beroperasi hutan
(KRP) 1) Estate Pulogadung, Not yet Forest
Jakarta Timur 13930 operating management
PT Persada Utama Jl. Rawagelam 1 No. 9, Belum - Perusahaan induk 99.2 5,856
Infra (PUI) 1) Jakarta Industrial beroperasi atas jalan tol
Estate Pulogadung, Not yet Holding company
Jakarta Timur 13930 operating of toll road
PT Lestarikan Bumi Infiniti Office Belleza Belum - Pengelolaan 90 13,638
Papua (LBP) Bsa Lt. 1 Jl. Permata beroperasi hutan
Hijau, Grogol Not yet Forest
Utara,Kebayoran operating management
Lama, Kota Adm.
Jakarta Selatan,
DKI Jakarta
PT Duta Sejahtera Jl. Rawagelam 1 No. 9, Belum - Konsesi 60 1,935
(DS) 2) Jakarta Industrial beroperasi penambangan
Estate Pulogadung, Not yet Mining
Jakarta Timur 13930 operating concessions
Melalui DTN
Through DTN
PT Agincourt Pondok Indah Office Beroperasi 2012 Konsesi 95 18,222,188
Resources (PTAR) Tower 2 12th Floor Operating penambangan
Suite 1201 Mining
Jl Sultan Iskandar concessions
Muda Kav V-TA
Pondok Indah –
Jakarta 12310
PT Sumbawa Jl. Rawagelam 1 No. 9, Beroperasi 2024 Konsesi 80.0 3,470,199
Jutaraya (SJR) Jakarta Industrial Operating penambangan
Estate Pulogadung, Mining
Jakarta Timur, 13930 concessions
PT Anugerah Surya Gedung Equity Tower, Beroperasi 2017 Perusahaan induk 66.7 1,399,630
Pacific Resources Unit E Lantai 19, SCBD Operating atas konsesi
(ASPR) Lot 9, Senayan, penambangan
Kebayoran Baru, nikel
Jakarta Selatan Holding company
of nickel mining
concessions
PT Stargate Pasific Gedung Equity Tower, Beroperasi 2017 Penambangan 90 761,114
Resources (SPR) Unit E Lantai 19, SCBD Operating dan eksplorasi
Lot 9, Senayan, mineral
Kebayoran Baru, Mineral Mining
Jakarta Selatan and exploration
PT Stargate Gedung Equity Tower, Belum - Industri smelter 90 1,828,167
Mineral Asia Unit E Lantai 19, SCBD beroperasi nikel
(SMA) 1) Lot 9, Senayan, Not yet Nickel smelter
Kebayoran Baru, operating industry
Jakarta Selatan
PT Rajawali Sigi Gedung Equity Tower, Beroperasi 2017 Kontraktor 90 60,395
Lestari (RSL) Unit E Lantai 19, SCBD Operating penambangan
Lot 9, Senayan, Mining
Kebayoran Baru, contracting
Jakarta Selatan
PT Stargate Dua Gedung Equity Tower, Belum - Penambangan 90 14,812
Pasific Resources Unit E Lantai 19, beroperasi dan eksplorasi
(SDPR) 1) SCBD Lot 9, Senayan, Not yet mineral
Kebayoran Baru, operating Mineral mining
Jakarta Selatan and exploration
PT United Tractors Tbk - 2025 Annual Report 135
Page 138
Profil Perusahaan
Jumlah Aset
Persentase
(sebelum eliminasi)
Tahun Beroperasi Kepemilikan Efektif
Status per 31 Desember 2025
secara Komersial (Langsung dan
Nama Entitas Alamat Operasi Kegiatan Usaha (Rp juta)
Commencement Tidak Langsung) (%)
Entity Name Address Operations Business Activity Total Assets
of Commercial Percentage of Effective
Status (before elimination)
Operations Ownership
as of December 31, 2025
(Direct and Indirect) (%)
(Rp milion)
PT Persada Jl. Rawagelam 1 No. 9, Perusahaan - Konsesi 100 3,127
Tambang Mulia Jakarta Industrial tidak aktif penambangan
(PTM) 3) Estate Pulogadung, Dormant Mining
Jakarta Timur 13930 company concessions
PT Nusantara Jl. Rawagelam I Belum - Industri logam 100 10,000
Industri Nikel No. 9, Kawasan beroperasi dasar
Lestari (NINL) 6) Industri Pulogadung, Not yet Manufacturing
Jakarta Timur 13930 operating industry of basic
metals
Melalui KSP
Through KSP
PT Acset Indonusa Jl. Majapahit No.26, Beroperasi 1995 Industri konstruksi 91.17 3,305,748
Tbk (ACSET) 5) Petojo Selatan, Operating Construction
Gambir, Jakarta 10160 industry
PT Bintai Kindenko Jl. Majapahit No.26, Beroperasi 2012 Jasa penunjang 54.7 257,962
Engineering Petojo Selatan, Operating konstruksi
Indonesia Gambir, Jakarta 10160 Construction
(BINKEI) 5) support services
PT Acset Pondasi Jl. Majapahit No.26, Beroperasi 2020 Jasa konstruksi 91.17 310,541
Indonusa (API) 5) Petojo Selatan, Operating Construction
Gambir, Jakarta 10160 services
PT Aneka Raya Jl. Majapahit No.26, Beroperasi 2016 Jasa penunjang 91.17 57,601
Konstruksi Mesindo Petojo Selatan, Operating konstruksi
(ARKM) 5) Gambir, Jakarta 10160 Construction
support services
PT Sacindo Jl. Majapahit No.26, Beroperasi 2014 Perdagangan 91.17 11,725
Machinery (SM) 5) Petojo Selatan, Operating besar alat berat
Gambir, Jakarta 10160 Wholesale of
heavy equipment
PT Innotech Jl. Majapahit No.26, Beroperasi 2013 Jasa penunjang 91.17 11,370
Systems (IS) 5) Petojo Selatan, Operating konstruksi
Gambir, Jakarta 10160 Construction
support services
PT ATMC Pump Jl. Majapahit No.26, Beroperasi 2015 Jasa penunjang 91.17 8,359
Services (ATMC) 5) Petojo Selatan, Operating konstruksi
Gambir, Jakarta 10160 Construction
support services
Melalui UTPE
Through UTPE
PT Patria Maritime Raya Bekasi km 22, Beroperasi 2008 Jasa pelayaran 100 4,169,592
Lines (PML) Cakung, Jakarta 13910 Operating dalam negeri
Domestic
shipping services
PT Triatra Sinergia Raya Bekasi km 22, Beroperasi 2018 Perdagangan 100 1,275,538
Pratama (TRIATRA) Cakung, Jakarta 13910 Operating alat berat
Trading of heavy
equipment
136 Laporan Tahunan 2025 - PT United Tractors Tbk
Page 139
Company Profile
Jumlah Aset
Persentase
(sebelum eliminasi)
Tahun Beroperasi Kepemilikan Efektif
Status per 31 Desember 2025
secara Komersial (Langsung dan
Nama Entitas Alamat Operasi Kegiatan Usaha (Rp juta)
Commencement Tidak Langsung) (%)
Entity Name Address Operations Business Activity Total Assets
of Commercial Percentage of Effective
Status (before elimination)
Operations Ownership
as of December 31, 2025
(Direct and Indirect) (%)
(Rp milion)
PT Patria Maritim Kav. 20, Sungai Lekop, Beroperasi 2012 Industri 100 1,078,200
Perkasa (PMP) RT05 RW07, Sagulung, Operating pembuatan kapal
Batam laut
Ship
manufacturing
industry
PT Patria Maritime Desa Sei Jingah Beroperasi 2011 Jasa konstruksi 100 8,186
Industry (PAMI) Besar, Tabunganen, Operating dan perbaikan
Barito Kuala, kapal
Kalimantan Selatan Ship
constructions and
repairs service
PT Patria Perikanan Jl. Jababeka XI Blok Perusahaan 2017 Industri perikanan 100 2,570
Lestari Indonesia H30-40 Kawasan dalam Fishery industry
(dalam likuidasi Industri Jababeka I likuidasi
| in liquidation) Cikarang, Bekasi Company in
(PPLI) 3) liquidation
Melalui UPE
Through UPE
PT Unitra Raya Bekasi km 22, Belum - Pembangkit listrik 100 261
Nusantara Cakung, Jakarta 13910 beroperasi Power plant
Persada (UNP) 1) Not
operating
yet
Melalui EPN
Through EPN
PT Bina Pertiwi Raya Bekasi km 22, Beroperasi 2019 Pembangkit listrik 100 936,079
Energi (BPE) Cakung, Jakarta 13910 Operating Power plant
PT Uway Energi The St. Moritz Lippo Beroperasi 2024 Pembangkit listrik 78 323,416
Perdana (UEP) Puri Jl. Puri Indah Operating Power plant
U1 RT002 RW02,
Kembangan Selatan,
Kembangan, Jakarta
Barat
PT Redelong Hydro Raya Bekasi km 22, Belum - Pembangkit listrik 100 2,365
Energy (RHE) 1) Cakung, Jakarta 13910 beroperasi Power plant
Not yet
operating
PT Ilthabi Energi Kantor Taman A9, Belum - Pembangkit listrik 80 908
Tenagahidro Unit C9, Lantai 4, beroperasi Power plant
(IET) 1) Jalan Dr. Ide Anak Not yet
Agung Gde Agung, operating
Jakarta 12950
PT Forsa Tirta The St. Moritz Lippo Belum - Pembangkit listrik 100 220
Uway (FTU) 1) Puri Jl. Puri Indah beroperasi Power plant
U1 RT002 RW02, Not yet
Kembangan Selatan, operating
Kembangan,
Jakarta Barat
PT Hidup Besai The St. Moritz Lippo Belum - Pembangkit listrik 100 120
Kemu (HBK) 3) Puri Jl. Puri Indah beroperasi Power plant
U1 RT002 RW02, Not yet
Kembangan Selatan, operating
Kembangan,
Jakarta Barat
PT United Tractors Tbk - 2025 Annual Report 137
Page 140
Profil Perusahaan
Jumlah Aset
Persentase
(sebelum eliminasi)
Tahun Beroperasi Kepemilikan Efektif
Status per 31 Desember 2025
secara Komersial (Langsung dan
Nama Entitas Alamat Operasi Kegiatan Usaha (Rp juta)
Commencement Tidak Langsung) (%)
Entity Name Address Operations Business Activity Total Assets
of Commercial Percentage of Effective
Status (before elimination)
Operations Ownership
as of December 31, 2025
(Direct and Indirect) (%)
(Rp milion)
PT Forsa Tirta Gora The St. Moritz Lippo Belum - Pembangkit listrik 100 441
(FTG) 1) Puri Jl. Puri Indah beroperasi Power plant
U1 RT002 RW02, Not yet
Kembangan Selatan, operating
Kembangan,
Jakarta Barat
PT Supreme Equity Tower Lt. 16, Beroperasi 2021 Pembangkit listrik 80.2 -
Energy Sriwijaya Sudirman Central Operating Power plant
(SES)4) Business District
(SCBD), Jl. Jend.
Sudirman Kav. 52-53,
Kebayoran Baru,
Jakarta 12190
Entitas Asosiasi
Associates
PT Arkora Hydro Treasury Tower, Beroperasi - Pembangkit listrik 31,49/EPN Asosiasi
Tbk (ARKO) Level 9, Unit G-H, Operating Power plant Associates
Jl. Jend. Sudirman
Kav. 52-53, Lot 28
SCBD, Jakarta 12190
PT Komatsu Jl. Raya Bekasi Km. 22, Beroperasi 1997 Jasa rekondisi 49 Asosiasi
Remanufacturing Cakung, Jakarta 13910 Operating alat berat Associates
Asia (KRA) Remanufacturing
of heavy
equipment
PT United Tractors Desa Sumberarum, Beroperasi 1992 Kontraktor 45 Asosiasi
Semen Gresik Kerek, Tuban, Operating tambang batu Associates
(UTSG) Jawa Timur kapur
Limestone quarry
contracting
PT Bhumi Jati Gedung Summitmas I Beroperasi 2022 Pembangkit listrik 25/UPE Asosiasi
Power (BJP) Lt. 15, Jl. Jendral Operating Power plant Associates
Sudirman Kav. 61-62,
Jakarta Selatan
Nickel Industries Nickel Industries Beroperasi 2007 Perusahaan induk 20,1/DTN Asosiasi
Limited (NIC) Limited, Level 2, 66 Operating Holding company Associates
Hunter Street, Sydney,
NSW, 2000, Australia
PT Jabar Jl. Raya Nagreg, Belum - Pembangkit 21/EPN Asosiasi
Environmental Citaman, Nagreg, beroperasi listrik dan Associates
Solutions (JES) 4) Kabupaten Bandung, Not yet pengolahan dan
Jawa Barat operating pembuangan
limbah dan
sampah tidak
berbahaya
Power plant and
treatment and
disposal of non-
hazardous waste
138 Laporan Tahunan 2025 - PT United Tractors Tbk
Page 141
Company Profile
Jumlah Aset
Persentase
(sebelum eliminasi)
Tahun Beroperasi Kepemilikan Efektif
Status per 31 Desember 2025
secara Komersial (Langsung dan
Nama Entitas Alamat Operasi Kegiatan Usaha (Rp juta)
Commencement Tidak Langsung) (%)
Entity Name Address Operations Business Activity Total Assets
of Commercial Percentage of Effective
Status (before elimination)
Operations Ownership
as of December 31, 2025
(Direct and Indirect) (%)
(Rp milion)
Investasi Jangka Panjang
Long-term Investment
PT Bhumi Jepara Gedung Summitmas Beroperasi 2022 Instalasi listrik 15/UPE Investasi Jangka
Services (BJS) I Lt. 15, Jl. Jendral Operating Electrical Panjang
Sudirman Kav. 61-62, installation Long-term
Jakarta Selatan Investment
PT Komatsu Jl. Raya Cakung, Beroperasi 1983 Manufaktur alat 5 Investasi Jangka
Indonesia (KI) Cilincing Km 4, Operating berat Panjang
Jakarta 14140 Heavy equipment Long-term
manufacturing Investment
PT Swadaya Jl. Pulo Gadung 32, Beroperasi - Penyewaan 0,1/BP Investasi Jangka
Harapan Jatinegara, Cakung, Operating generator set Panjang
Nusantara (SHN) Jakarta Timur (genset) Long-term
Generator set Investment
(genset) rental
Solar United 629 Aljunied Road Beroperasi 2018 Bisnis solar panel 3,8/PAMA Investasi Jangka
Network Pte. Ltd. #04- 15 Cititech Operating Solar panel Panjang
(SUN) Industrial Building business Long-term
Singapore 389838 Investment
PT Jakarta Metro Gedung Equity Tower, Belum - Aktivitas jalan tol 5/ACSET Investasi Jangka
Ekspressway Lantai 38, beroperasi Toll road activity Panjang
(JMEX) Jl. Jenderal Sudirman Not yet Long-term
Kav. 52-53 operating Investment
Ventura Bersama
Joint Venture
Cipta Commodity 1 Wallich Street #32- Beroperasi - Perdagangan 50/TTA Ventura Bersama
Trading Pte.Ltd. 03, Guoco Tower, Operating batu bara Joint Venture
Singapore Coal trading
Aegis Energy 3 Church Street #25- Beroperasi 2019 Perdagangan 50/TTA Ventura Bersama
Trading Pte. Ltd. 01, Samsung Hub, Operating batu bara Joint Venture
Singapore 049483 Coal trading
PT Supreme Equity Tower Lt. 16, Beroperasi 2021 Pembangkit listrik 20,2/EPN Ventura Bersama
Energy Rantau Sudirman Central Operating Power plant Joint Venture
Dedap (SERD) Business District
(SCBD), Jl. Jend.
Sudirman Kav. 52-53,
Kebayoran Baru,
Jakarta 12190
1) Tahap pengembangan
Development phase
2) Tahap eksplorasi
Exploration phase
3) Perusahaan tidak aktif
Dormant company
4) Diakuisisi pada tahun 2025
Acquired in 2025
5) Pada bulan Mei 2025, Grup melakukan penambahan investasi kepada ACST sebesar Rp500,0 miliar, sehingga meningkatkan kepemilikan efektif Grup kepada ACST dari 87,7%
menjadi 91,17%. Oleh karena itu, kepemilikan efektif Grup atas entitas anak melalui ACST meningkat
In May 2025, the Group made an additional investment in ACST amounted to Rp500.0 billion that increased the Group’s effective ownership in ACST from 87.7% to 91.17%. Therefore,
the Group’s effective ownership interest in subsidiaries through ACST increased
6) Didirikan pada tahun 2025
Established in 2025
PT United Tractors Tbk - 2025 Annual Report 139
Page 142
Profil Perusahaan
Informasi Pemegang Saham
Shareholders Information
Komposisi Pemegang Saham dengan Kepemilikan di Atas 5%
Composition of Shareholders with Ownership Above 5%
1 Januari I January 2025 31 Desember I December 2025
Nama Pemegang Saham
Name of Shareholder Jumlah Saham Persentase Kepemilikan Jumlah Saham Persentase Kepemilikan
Number of Shares Ownership Percentage Number of Shares Ownership Percentage
PT Astra International Tbk 2,219,317,358 59.50% 2,219,317,358 59.50%
Komposisi Pemegang Saham dengan Kepemilikan di Bawah 5%
termasuk Anggota Dewan Komisaris dan Direksi Perseroan
Composition of Shareholders with Ownership under 5% including
the Company’s Board of Commissioners and Board of Directors’ Members
1 Januari I January 2025 31 Desember I December 2025
Nama Pemegang Saham
Name of Shareholder Jumlah Saham Persentase Kepemilikan Jumlah Saham Persentase Kepemilikan
Number of Shares Ownership Percentage Number of Shares Ownership Percentage
Masyarakat (di bawah 5%)
1,412,491,778 37.87% 1,357,478,878 36.39%
Public (under 5%)
Saham Treasuri
98,326,000 2.64% 153,338,900 4.11%
Treasury Shares
Anggota Dewan Komisaris dan Direksi yang Memiliki Saham
Members of the Board of Commissioners and the Board of Directors who Own Shares
1 Januari I January 2025 31 Desember I December 2025
Nama Jabatan Jumlah Saham Persentase Jumlah Saham Persentase
Name Position Number of Kepemilikan Number of Kepemilikan
Shares Ownership Shares Ownership
Percentage Percentage
Dewan Komisaris
Board of Commissioners
Djony Bunarto Presiden Komisaris
0 0 0 0
Tjondro President Commissioner
Rudy Wakil Presiden Komisaris
0 0 0 0
Vice President Commissioner
Chiew Sin Cheok* Komisaris
0 0 0 0
Commissioner
Djoko Pranoto Komisaris
0 0 0 0
Santoso Commissioner
Gita Tiffani Boer Komisaris
0 0 0 0
Commissioner
Benjamin Herrenden Komisaris
0 0 0 0
Birks Commissioner
140 Laporan Tahunan 2025 - PT United Tractors Tbk
Page 143
Company Profile
1 Januari I January 2025 31 Desember I December 2025
Nama Jabatan Jumlah Saham Persentase Jumlah Saham Persentase
Name Position Number of Kepemilikan Number of Kepemilikan
Shares Ownership Shares Ownership
Percentage Percentage
Paulus Bambang Komisaris Independen
0 0 0 0
Widjanarko Independent Commissioner
Bruce Malcolm Cox Komisaris Independen
0 0 0 0
Independent Commissioner
Nanan Soekarna* Komisaris Independen
0 0 0 0
Independent Commissioner
Ignasius Jonan Komisaris Independen
0 0 0 0
Independent Commissioner
Direksi
Board of Directors
Frans Kesuma Presiden Direktur
200,000 0.01 700,000 0.02
President Director
Loudy Irwanto Ellias Direktur
34,515 0 65,515 0
Director
Iwan Hadiantoro Direktur
166,400 0 168,100 0
Director
Idot Supriadi Direktur
0 0 0 0
Director
Edhie Sarwono* Direktur
19,100 0 0 0
Director
Widjaja Kartika Direktur
2,000 0 2,000 0
Director
Vilihati Surya Direktur
0 0 13,000 0
Director
Ari Sutrisno Direktur
0 0 0 0
Director
Hendra Hutahean Direktur
0 0 0 0
Director
* Efektif tidak menjabat berdasarkan keputusan RUPS Tahunan tanggal 25 April 2025.
* Effectively no longer serves based on Annual GMS resolution dated April 25, 2025.
PT United Tractors Tbk - 2025 Annual Report 141
Page 144
Profil Perusahaan
Komposisi Pemegang Saham Berdasarkan Klasifikasi
Composition of Shareholders based on Classification
31 Desember I December 2025
Nama Pemegang Saham
Name of Shareholder Jumlah Saham Persentase Kepemilikan
Number of Shares Ownership Percentage
Pemodal Nasional
National Investor
Perorangan Indonesia
104,159,484 2.792%
Indonesian Individuals
Perseroan Terbatas
2,385,775,324 63.959%
Limited Liability Company
Danareksa
45,611,120 1.223%
Mutual Funds
Asuransi
49,336,173 1.323%
Insurance
Yayasan
190,016,438 5.094%
Foundation
Koperasi
10,458,700 0.280%
Cooperative
Lain-lain
0 0.000%
Others
Subjumlah
2,785,357,239 74.672%
Subtotal
Pemodal Asing
Foreign Investor
Perorangan Asing
1,168,807 0.031%
Foreign Individuals
Badan Usaha Asing
943,609,090 25.297%
Foreign Corporation
Lain-lain
0 0.000%
Others
Subjumlah
944,777,897 25.328%
Subtotal
Jumlah
3,730,135,136 100.000%
Total
142 Laporan Tahunan 2025 - PT United Tractors Tbk
Page 145
Company Profile
Struktur Pemegang Saham dan Informasi Pemegang Saham Pengendali
Shareholders Structure and Information of Controlling Shareholder
Masyarakat | Public
(masing-masing < 20%)
(each < 20%)
100%
Jardine Matheson Holdings Limited Bermuda
(Perusahaan Publik yang tercatat dengan primary listing di London dan
secondary listing di Bermuda dan Singapura)
(Public Company with primary listing in London and secondary listings in
Bermuda and Singapore)
100%
Jardine Strategic Limited Bermuda
(Perusahaan tertutup)
(Private Company)
85.18%*
Masyarakat Jardine Cycle & Carriage Limited Singapore
Public 14.82%
(masing-masing < 20%) (Perusahaan Publik yang tercatat di Singapura)
(each < 20%) (Public Company listed in Singapore)
50.11%
Masyarakat lainnya PT Astra International Tbk Indonesia
Other public
49.89%
(masing-masing < 5%) (Perusahaan Publik yang tercatat di Indonesia)
(each < 5%) (Public Company listed in Indonesia)
59,50%
Lainnya PT United Tractors Tbk Indonesia
Others
40,50%
(masing-masing < 5%) (Perusahaan Publik yang tercatat di Indonesia)
(each < 5%) (Public Company listed in Indonesia)
(*) Kepemilikan tidak langsung | indirect shareholding
PT Astra International Tbk merupakan pemegang PT Astra International Tbk is the Company’s controlling
saham pengendali Perseroan karena memiliki 59,50% shareholder, owning 59.50% of its shares.
saham Perseroan.
PT United Tractors Tbk - 2025 Annual Report 143
Page 146
Profil Perusahaan
Kronologi Penerbitan Saham
Share Issuance Chronology
Nominal/ Tambahan Modal Jumlah Saham
Saham (Rp) Disetor Additional Beredar (Saham)
Tanggal Tindakan Korporasi
Par Value/ (Saham) Number of
Date Corporate Action
Share (Rp) Paid in Capital Outstanding Shares
(Shares) (Shares)
19 September 1989 Pencatatan saham awal di Bursa Efek Jakarta 1,000 23,000,000 23,000,000
September 19, 1989 dan Bursa Efek Surabaya (saat ini Bursa Efek
Indonesia) dengan total 23 juta saham, dengan
nilai nominal Rp1.000 per saham.
Initial share listing in the Jakarta and Surabaya
Stock Exchanges (now Indonesia Stock
Exchanges) with total 23 million shares, at par
value of Rp1,000 per share.
27 Mei 1991 Penawaran terbatas dengan rasio 1:2, sehingga 1,000 11,500,000 34,500,000
May 27, 1991 meningkatkan jumlah saham beredar menjadi
34.500.000 saham.
Rights issue with 1:2 ratio, increasing number of
outstanding shares into 34,500,000 shares.
4 April 1994 Saham bonus dengan rasio 1:3, sehingga 1,000 103,500,000 138,000,000
April 4, 1994 jumlah saham beredar menjadi 138 juta saham.
Bonus shares with 1:3 ratio, increasing number
of outstanding shares into 138 million shares.
26 Juni 2000 Saham bonus dengan rasio 5:9, sehingga 1,000 248,400,000 386,400,000
June 26, 2000 jumlah saham beredar menjadi 386,4 juta
saham.
Bonus shares with 5:9 ratio, increasing number
of outstanding shares into 386.4 million shares.
12 Juli 2000 Rapat Umum Pemegang Saham Luar Biasa 1,000 0 386,400,000
July 12, 2000 (RUPSLB) menyetujui pemberian Employee
Stock Option Plan (ESOP) dengan total jumlah
opsi 77,28 juta, yang diberikan dalam dua
tahap. Tahap I sebanyak 29.907.000 opsi mulai
berlaku.
Extraordinary General Meeting of Shareholders
(EGMS) approved for Employee Stock Option
Plan (ESOP) with total 77.28 million options,
given in two stages. Stage I started with
29,907,000 shares.
5 September 2000 Pemecahan nilai saham dengan rasio 1:4, 250 1,159,200,000 1,545,600,000
September 5, 2000 sehingga menaikkan jumlah saham beredar
menjadi 1.545.600.000 saham, dengan nilai
nominal Rp250 per saham.
Stock split with 1:4 ratio, increasing number of
outstanding shares into 1,545,600,000 shares, at
par value of Rp250 per share.
13 Agustus 2001 Pemberian ESOP Tahap II sebanyak 47.373.000 250 0 1,545,600,000
August 13, 2001 saham mulai berlaku.
ESOP Stage II started with 47,373,000 shares.
11 Juli 2003 Pelaksanaan ESOP Tahap I berakhir tanpa ada 250 0 1,545,600,000
July 11, 2003 opsi yang exercised.
ESOP Stage I ended without any option
exercised.
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Company Profile
Nominal/ Tambahan Modal Jumlah Saham
Saham (Rp) Disetor Additional Beredar (Saham)
Tanggal Tindakan Korporasi
Par Value/ (Saham) Number of
Date Corporate Action
Share (Rp) Paid in Capital Outstanding Shares
(Shares) (Shares)
31 Desember 2003 27.353.500 opsi dari ESOP Tahap II telah 250 27,553,500 1,573,153,500
December 31, 2003 di-exercise, sehingga menaikkan jumlah
saham beredar menjadi 1.573.153.500 saham.
27,353,500 options from ESOP Stage II were
exercised, adding number of outstanding
shares into 1,573,153,500 shares.
30 Juni 2004 Penawaran terbatas dengan rasio 5:4, 250 1,234,000,100 2,807,153,600
June 30, 2004 sehingga meningkatkan jumlah saham
beredar menjadi 2.807.153.600 saham.
Rights issue with 5:4 ratio, increasing number of
outstanding shares into 2,807,153,600 shares.
31 Desember 2004 13.870.900 opsi dari ESOP Tahap II telah 250 41,424,400 2,848,578,000
December 31, 2004 di-exercise pada 2004, sehingga menaikkan
jumlah saham beredar menjadi 2.848.578.000
saham.
13,870,900 options from ESOP Stage II were
exercised in 2004, increasing the number of
outstanding shares into 2,848,578,000 shares.
14 Juli 2005 3.031.100 opsi dari ESOP Tahap II telah 250 3,031,100 2,851,609,100
July 14, 2005 di-exercise pada 2005, sehingga menaikkan
jumlah saham beredar menjadi 2.851.609.100
saham.
3,031,100 options from ESOP Stage II were
exercised in 2005, increasing the number of
outstanding shares into 2,851,609,100 shares.
11 September 2008 Penawaran terbatas dengan rasio 1:6 atau 250 475,268,183 3,326,877,283
September 11, 2008 475.268.183 saham, sehingga meningkatkan
jumlah saham beredar menjadi 3.326.877.283
saham.
Rights issue with 1:6 ratio or 475,268,183 shares,
increasing number of outstanding shares into
3,326,877,283 shares.
3 Juni 2011 Penawaran terbatas dengan rasio 4:3 atau 250 403,257,853 3,730,135,136
June 3, 2011 403.257.853 saham, meningkatkan jumlah
saham beredar menjadi 3.730.135.136 saham.
Rights issue with 4:3 ratio or 403,257,853 shares,
increasing number of outstanding shares into
3,730,135,136 shares.
12 Juli 2022 Pembelian kembali 98.326.000 lembar saham - - 3,631,809,136
July 12, 2022 atau setara dengan 2,64% dari seluruh jumlah
11 Januari 2023 saham yang beredar dalam masyarakat.
January 11, 2023 Buyback 98,326,000 shares or equal to 2.64%
from total issued shares.
30 Oktober 2025 Periode pembelian kembali saham masih - - -
October 30, 2025 berlangsung
31 Desember 2025 Buyback period is currently ongoing
December 31, 2025
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Profil Perusahaan
Informasi Obligasi, Sukuk,
dan/atau Obligasi Konversi
Information on Bonds, Sukuk, and/or Convertible Bonds
Hingga akhir tahun 2025, Perseroan tidak menerbitkan Until the end of 2025, the Company did not issue
obligasi, sukuk, dan/atau obligasi konversi. bonds, sukuk, and/or convertible bonds.
Informasi Kantor
Akuntan Publik (KAP)
Information on Public Accounting Firm (PAF)
Berdasarkan keputusan RUPST tanggal 25 April 2025, Based on AGMS resolution dated April 25, 2025, the
Perseroan menunjuk KAP Rintis, Jumadi, Rianto & Company appointed PAF Rintis, Jumadi, Rianto &
Rekan untuk melakukan audit Laporan Keuangan Rekan to audit the Company’s and Subsidiaries’
Konsolidasian Perseroan dan Entitas Anak untuk Consolidated Financial Statements for financial
tahun buku 2025. year 2025.
Kantor Akuntan Publik Rintis, Jumadi, Rianto & Rekan (Anggota Jaringan Global Firma PricewaterhouseCoopers)
Public Accounting Firm Rintis, Jumadi, Rianto & Rekan (Member of the PricewaterhouseCoopers Global Networks)
Akuntan Publik Yanto, S.E., Ak., M.Ak., CPA
Public Accountant
Alamat Jl. Jend. Sudirman Kav. 29-31, Jakarta 12920 - Indonesia
Address
Objek Audit Laporan Keuangan Konsolidasian Perseroan dan Entitas Anak untuk tahun buku 2025.
Audit Object The Company’s and Subsidiaries’ Consolidated Financial Statements for financial year 2025.
Biaya Audit Rp31 miliar I billion
Audit Fee
Periode Penugasan Periode penugasan Akuntan Publik Yanto, S.E., Ak., M.Ak., CPA adalah periode kelima sejak tahun
Assignment Period buku 2017.
The assignment period for Public Accountant Yanto, S.E., Ak., M.Ak., CPA is the fifth period since the
financial year 2017.
Jasa Profesional Lainnya KAP Rintis, Jumadi, Rianto & Rekan memberikan jasa lain kepada Perseroan di luar jasa audit
Other Professional Services laporan keuangan yaitu jasa tax advisory dan audit KPPK senilai Rp1.3 miliar.
Public Accounting Firm Rintis, Jumadi, Rianto & Rekan provided other services to the Company
other than audit on the financial statements, which is KPPK audit service amounted Rp1,3 billion.
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Company Profile
Nama dan Alamat Lembaga
dan/atau Profesi Penunjang
Name and Address of Supporting Institutions
and/or Professionals
Nama dan Alamat Jasa Periode Penugasan
Name and Address Services Assignment Period
PT Raya Saham Registra Biro Administrasi Efek 2023-2026
Gedung Plaza Sentral, lantai 2 | 2nd Floor Share Registrar
Jl. Jenderal Sudirman Kav. 47-48
Jakarta, 12930, Indonesia
Tel.: +62 21 252 5666
Fax: +62 21 252 5028
Informasi Situs Web Perusahaan
Information of the Company’s Website
Sebagai wujud penerapan prinsip keterbukaan As part of its commitment to information transparency
informasi dan pemenuhan POJK 8/2015 tentang and in compliance with OJK Regulation No. 8/2015 on
Situs Web Emiten atau Perusahaan Publik, Perseroan Issuer and Public Company Websites, the Company
mengelola situs web resmi www.unitedtractors.com manages an official corporate website at www.
yang dapat diakses seluruh pemangku kepentingan. unitedtractors.com, accessible to all stakeholders. The
Situs ini tersedia dalam Bahasa Indonesia dan website is available in both Indonesian and English
Bahasa Inggris, serta diperbarui secara berkala and is regularly updated to ensure that the information
untuk memastikan informasi yang ditampilkan presented remains relevant, comprehensive, and
tetap relevan, lengkap, dan mudah dipahami oleh easy to understand for shareholders, investors, and
pemegang saham, investor, maupun masyarakat. the public.
Situs web Perseroan dirancang dengan navigasi yang The website features a clear navigation structure
jelas melalui tujuh kategori utama: Tentang UT, Bisnis, consisting of seven main categories: About UT,
Hubungan Investor, Tata Kelola, Lingkungan Hidup & Business, Investor Relations, Governance, Environment
Sosial, Sumber Daya Manusia, dan Ruang Media, serta & Social, Human Capital, and Media Room, along with
halaman Kontak. Setiap kategori memuat informasi a Contact page. Each category provides structured
yang terstruktur sesuai kebutuhan pengguna. information tailored to the needs of its visitors.
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Profil Perusahaan
Tentang UT | About UT
Pada kategori Tentang UT, pengunjung dapat menemukan profil Perseroan, visi dan misi, tagline, struktur
organisasi, profil manajemen, struktur bisnis, perjalanan sejarah, serta daftar penghargaan. Kategori Bisnis
menampilkan informasi lengkap mengenai empat segmen usaha Perseroan: Mesin Konstruksi, Kontraktor
Penambangan, Pertambangan, dan Segmen Lainnya.
The About UT section offers essential corporate information, including the Company profile, vision and mission,
tagline, management profile, organisational structure, business structure, corporate milestones, and awards.
The Business section presents detailed information on the Company’s four business segments: Construction
Machinery, Mining Contracting, Mining, and Other Segments.
Hubungan Investor | Investor Relations
Untuk pemegang saham dan investor, kategori Hubungan Investor menyediakan data terkini mengenai
kinerja saham, laporan keuangan, pelaksanaan RUPS, publikasi materi presentasi, laporan triwulanan dan
tahunan, informasi dividen, serta fakta material. Seluruh laporan keuangan, mulai dari bulanan, triwulanan,
tahunan, termasuk versi audit, dapat diunduh dengan mudah.
For shareholders and investors, the Investor Relations section provides comprehensive data, such as share
performance, financial statements, GMS materials, quarterly operational updates, presentation materials,
annual and quarterly reports, dividend policy and distribution, material information disclosures, and other
investor-related content. All financial reports—monthly, quarterly, annual, including audited versions—are
available for download.
Tata Kelola | Governance
Kategori Tata Kelola memuat dokumen dan kebijakan Good Corporate Governance (GCG), seperti Anggaran
Dasar, Kode Etik, pedoman komite-komite Dewan Komisaris, informasi mengenai Sekretaris Perusahaan,
Audit Internal, manajemen risiko, prospektus, serta sistem pelaporan pelanggan.
The Governance section contains key documents and disclosures related to Good Corporate Governance
(GCG), including the Articles of Association, Code of Conduct, GCG manuals and policies, information on Board
of Commissioners’ committees, Corporate Secretary, Internal Audit, risk management, public disclosures, and
whistleblowing system.
Keberlanjutan | Sustainability
Pada kategori Keberlanjutan, Perseroan menyampaikan komitmen dan kontribusi terhadap pembangunan
berkelanjutan, termasuk program sosial dan lingkungan yang sejalan dengan rantai nilai perusahaan.
Pengunjung juga dapat mengakses kegiatan Yayasan Karya Bakti UT, UT School, Yayasan Insan Mulia PAMA,
serta mengakses laporan keberlanjutan tahunan.
In the Sustainability section, the Company outlines its commitment to supporting sustainable development
through various social and environmental programmes aligned with its value chain, environmental
stewardship, and community well-being. Visitors can also access information about Yayasan Karya Bakti UT,
UT School, Yayasan Insan Mulia PAMA, and access the annual Sustainability Report.
Sumber Daya Manusia | Human Capital
Kategori Sumber Daya Manusia menyediakan informasi mengenai rekrutmen, peluang karier, tanya jawab
seputar proses seleksi, hingga penjelasan mengenai Corporate University.
The Human Capital section provides information on recruitment, career opportunities, frequently asked
questions regarding the hiring process, and insights into the Corporate University.
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Company Profile
Ruang Media | Media Room
Kategori Ruang Media menghadirkan siaran pers terbaru, publikasi media, serta pemberitaan terkait
Perseroan dan entitas anak di media nasional maupun daerah.
The Media Room features published press releases and media coverage of the Company and its subsidiaries
across print, online, and broadcast platforms.
Kontak | Contact
Sebagai bagian dari komitmen terhadap transparansi dan komunikasi dua arah, halaman Kontak
menyediakan formulir bagi pengunjung yang ingin menyampaikan pesan, masukan, keluhan, atau
permintaan informasi kepada Perseroan.
To ensure open and two-way communication, the Contact page includes an online form that allows
visitors to submit messages, suggestions, complaints, or informations requests directly to the Company.
Media Sosial
Social Media
Selain melalui situs web resmi, Perseroan juga In addition to its official corporate website, the
memanfaatkan berbagai kanal media sosial untuk Company actively leverages social media to broaden
memperluas jangkauan komunikasi dan memperkuat its communication reach and strengthen information
keterbukaan informasi kepada publik. Media sosial transparency to the public. Social media serves as
menjadi sarana yang efektif bagi Perseroan untuk an effective platform for sharing updates about the
menyampaikan perkembangan perusahaan, Company, introducing products and services, and
memperkenalkan produk dan layanan, serta berbagi communicating various activities and initiatives that
aktivitas dan inisiatif yang relevan bagi pelanggan are relevant to customers and the wider community.
maupun masyarakat umum.
Dengan pendekatan komunikasi yang lebih Through a more interactive communication
interaktif, Perseroan membangun hubungan yang approach, the Company engages with stakeholders
lebih dekat dengan para pemangku kepentingan by providing accessible and informative content
melalui beragam konten yang informatif dan across multiple platforms. The Company’s
mudah diakses. Saat ini, Perseroan mengelola official social media channels include YouTube
beberapa akun media sosial resmi, yaitu YouTube (@unitedtractors), Facebook (PT United
(@unitedtractors), Facebook (PT United Tractors Tbk), Instagram (@unitedtractorsofficial and
Tractors Tbk), Instagram (@unitedtractorsofficial dan @ceritadiunitedtractors) LinkedIn (PT United
@ceritadiunitedtractors) serta LinkedIn (PT United Tractors Tbk), all of which are actively managed
Tractors Tbk), yang digunakan secara aktif untuk to support timely and consistent dissemination of
mendukung diseminasi informasi perusahaan corporate information.
secara tepat waktu dan konsisten.
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Analisa &
Diskusi Manajemen
Management Discussion
& Analysis
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152 Tinjauan Perekonomian 189 Aspek Pemasaran
Economic Overview Marketing Aspects
155 Tinjauan Industri 193 Prospek dan Rencana ke Depan
Industry Overview Prospect and Future Plan
160 Tinjauan Kinerja Operasional 201 Tinjauan Kinerja Keuangan
Operational Performance Review Financial Performance Review
164 Tinjauan Operasi per Segmen Usaha
Operational Review by Business Segment
04
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Analisa dan Diskusi Manajemen
Tinjauan Perekonomian
Economic Review
Di tengah dinamika ekonomi global dan nasional,
Perseroan tetap berpegang pada disiplin strategis dan
ketahanan operasional untuk menjaga momentum
pertumbuhan yang berkelanjutan.
Amid global and national economic dynamic, the Company remains
anchored in strategic discipline and operational resilience to sustain its
growth momentum.
Ekonomi Global Global Economy
Sepanjang tahun 2025, perekonomian global Throughout 2025, the global economy continued to
masih berada dalam fase penyesuaian di tengah operate in an environment marked by uncertainty
meningkatnya ketidakpastian geopolitik, fluktuasi and structural adjustments. Geopolitical tensions,
harga komoditas, serta perubahan kebijakan evolving trade policies, and fluctuations in commodity
ekonomi di berbagai negara. International Monetary markets remained key factors influencing economic
Fund (IMF) memproyeksikan pertumbuhan ekonomi activity across regions. According to the International
global berada pada 3,3%, mencerminkan moderasi Monetary Fund (IMF), global economic growth was
pertumbuhan dibandingkan tahun sebelumnya. projected to moderate to 3.3%, reflecting softer global
Kondisi tersebut dipengaruhi oleh perlambatan trade activity and tighter fiscal and monetary policies
aktivitas perdagangan global, penyesuaian in several advanced economies. The moderation in
kebijakan fiskal dan moneter di sejumlah negara global growth also reflected slower manufacturing
maju, serta melemahnya aktivitas manufaktur expansion and adjustments in supply chains across
di berbagai kawasan. major economies.
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Management Discussion and Analysis Perkembangan ekonomi di sejumlah negara utama Economic growth in major economies showed varying menunjukkan dinamika yang berbeda. Ekonomi trajectories. The United States economy remained Amerika Serikat tetap menunjukkan ketahanan relatively resilient but was expected to grow at a more meskipun diperkirakan tumbuh lebih moderat, moderate pace, while China’s economy experienced sementara perekonomian Tiongkok mengalami a gradual slowdown as it continued adjusting its perlambatan seiring proses penyesuaian struktur economic structure and domestic demand dynamics. ekonomi dan dinamika permintaan domestik. Di sisi Meanwhile, growth in the Euro Area remained lain, kawasan Euro mencatat pertumbuhan yang limited amid energy market pressures and subdued relatif terbatas akibat tekanan sektor energi serta industrial activity. Although global inflation showed melemahnya aktivitas industri. Meskipun tekanan signs of easing in several regions, price pressures inflasi global mulai mereda di beberapa negara, persisted in some major economies, requiring central tingkat inflasi di sebagian ekonomi utama masih banks to maintain prudent monetary policies. berada di atas target sehingga mendorong bank sentral untuk tetap menjalankan kebijakan moneter yang berhati-hati. Selain dinamika makroekonomi tersebut, lanskap In addition to these macroeconomic developments, ekonomi global juga dipengaruhi oleh meningkatnya the global economic landscape in 2025 was also kecenderungan proteksionisme perdagangan, influenced by rising protectionist tendencies, ongoing ketidakseimbangan pasar tenaga kerja, serta labor market imbalances, and the expanding role berkembangnya peran institusi keuangan non- of non-bank financial institutions in global financial bank dalam sistem keuangan global. Di saat yang markets. At the same time, the rapid advancement sama, perkembangan teknologi digital termasuk of digital technologies, including Artificial Intelligence, Artificial Intelligence (AI) mulai memberikan dampak continued to reshape productivity dynamics across terhadap dinamika produktivitas di berbagai industries. These developments underscored the sektor industri. Berbagai perkembangan tersebut need for coordinated and adaptive policy responses menunjukkan pentingnya koordinasi kebijakan among global institutions and governments internasional yang adaptif dan kolaboratif guna to maintain economic stability and support menjaga stabilitas ekonomi global. sustainable growth. Ekonomi Nasional National Economy Di tengah dinamika ekonomi global yang masih diliputi Amid ongoing global economic shifts, Indonesia’s ketidakpastian, perekonomian Indonesia pada tahun economy in 2025 continued to demonstrate relatively 2025 tetap menunjukkan ketahanan yang relatif baik. solid resilience. National Gross Domestic Product (GDP) Pertumbuhan Produk Domestik Bruto (PDB) nasional growth reached approximately 5.11%, slightly higher tercatat sekitar 5,11%, sedikit meningkat dibandingkan than 5.03% in 2024, supported by sustained domestic 5,03% pada tahun 2024, didukung oleh permintaan demand, continued investment activity, and policy domestik yang tetap terjaga, aktivitas investasi measures aimed at maintaining macroeconomic yang berlanjut, serta berbagai kebijakan pemerintah stability. While the economy maintained positive untuk menjaga stabilitas ekonomi. Meski demikian, growth momentum, developments throughout perkembangan ekonomi tersebut berlangsung dalam the year unfolded within an external environment lingkungan eksternal yang terus berubah, sehingga that required businesses to remain adaptive to dunia usaha tetap dihadapkan pada kebutuhan evolving global economic conditions affecting untuk beradaptasi terhadap dinamika global yang trade, financial markets, and investment flows. memengaruhi aktivitas perdagangan, investasi, dan pasar keuangan. PT United Tractors Tbk - 2025 Annual Report 153
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Analisa dan Diskusi Manajemen
Konsumsi rumah tangga tetap menjadi motor Household consumption remained the primary driver
utama pertumbuhan ekonomi nasional dengan of national economic growth, expanding by 4.89%
pertumbuhan sebesar 4,89% secara tahunan (year- year-on-year. Increased public mobility, the expansion
on-year). Peningkatan mobilitas masyarakat, of digital economic transactions, and government
perkembangan transaksi ekonomi digital, serta initiatives to support purchasing power contributed to
berbagai kebijakan pemerintah dalam menjaga daya stable consumption levels. This performance played
beli turut menopang stabilitas konsumsi domestik. an important role in sustaining overall economic
Perkembangan ini memberikan kontribusi penting growth, although consumer sentiment continued
dalam menjaga momentum pertumbuhan ekonomi, to be influenced by global economic developments
meskipun berbagai faktor eksternal masih berpotensi and cost pressures in certain sectors.
memengaruhi tingkat kepercayaan konsumen dalam
jangka menengah.
Dari sisi investasi, aktivitas penanaman modal From an investment perspective, capital formation
menunjukkan perkembangan yang cukup positif also recorded encouraging progress. Gross Fixed
dengan pertumbuhan Pembentukan Modal Tetap Capital Formation (GFCF) grew by 5.04% year-
Bruto (PMTB) sebesar 5,04% secara tahunan. on-year, reflecting continued confidence among
Capaian tersebut mencerminkan keyakinan pelaku businesses in Indonesia’s economic outlook.
usaha terhadap prospek ekonomi nasional, seiring Infrastructure development and the expansion of
berlanjutnya pembangunan infrastruktur dan industrial estates supported investment activity
pengembangan kawasan industri di berbagai across several sectors. At the same time, companies
wilayah. Pada saat yang sama, pelaku usaha tetap generally adopted a more prudent approach to
mempertimbangkan berbagai faktor risiko global expansion, taking into account global economic
dalam menentukan keputusan investasi, sehingga developments and evolving market dynamics.
pendekatan yang lebih selektif dalam ekspansi
usaha menjadi salah satu karakteristik aktivitas bisnis
sepanjang tahun.
Kinerja perdagangan luar negeri turut memberikan External trade also contributed positively to national
kontribusi terhadap pertumbuhan ekonomi nasional economic performance, with real exports of goods
dengan peningkatan ekspor riil barang dan jasa and services increasing by 9.91% year-on-year. The
sebesar 9,91% secara tahunan. Permintaan global growth was supported by global demand for several
terhadap sejumlah komoditas serta penguatan commodities as well as the continued development
program hilirisasi industri nasional menjadi of Indonesia’s downstream industrial initiatives.
faktor yang mendorong peningkatan ekspor. Nonetheless, export performance remained closely
Meskipun demikian, perkembangan perdagangan linked to developments in major trading partner
internasional masih dipengaruhi oleh dinamika economies, which continued to shape the trajectory
ekonomi di berbagai negara mitra dagang utama, of international trade throughout the year.
sehingga stabilitas kinerja ekspor tetap bergantung
pada kondisi ekonomi global.
Di sisi lain, stabilitas makroekonomi nasional tetap Meanwhile, macroeconomic stability remained a
menjadi perhatian sepanjang tahun. Tingkat inflasi key focus throughout 2025. Inflation was recorded
tercatat sebesar 2,92% secara tahunan, berada dalam at 2.92% year-on-year, remaining within the
kisaran sasaran pemerintah. Sementara itu, nilai tukar government’s target range. The Rupiah exchange
Rupiah pada akhir tahun 2025 tercatat Rp16.675 per rate stood at Rp16,675 per US dollar at the end of 2025,
dolar AS, atau melemah sekitar 3,48% dibandingkan representing a 3.48% depreciation compared with the
tahun sebelumnya, seiring dinamika arus modal previous year, reflecting the influence of global capital
internasional dan kondisi pasar keuangan global. flow dynamics and developments in international
financial markets.
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Management Discussion and Analysis
Tinjauan Industri
Industry Review
Di tengah volatilitas pasar komoditas dan percepatan
transisi energi, ketahanan industri ditentukan oleh
kemampuan berinovasi dan menjaga efisiensi operasional.
Amid commodity market volatility and the acceleration of the energy
transition, industry resilience is defined by the ability to innovate and
maintain operational efficiency.
Fluktuasi Harga dan Pasar Komoditas Fluctuations in Global Commodity Prices
Global and Markets
Pada tahun 2025, harga komoditas global In 2025, global commodity prices are projected to
diproyeksikan mengalami penurunan yang decline significantly. According to the Commodity
signifikan. Berdasarkan laporan Commodity Markets Markets Outlook report published by the World
Outlook dari Bank Dunia, indeks harga komoditas Bank, the global commodity price index is expected
global diperkirakan turun sekitar 12% dibandingkan to decrease by approximately 12% compared to
tahun sebelumnya. Penurunan ini disebabkan oleh the previous year. This decline is driven by global
dinamika pertumbuhan ekonomi global. Kondisi ini economic growth dynamics. The decline in global
berpotensi menekan pendapatan ekspor bagi banyak commodity prices has the potential to reduce export
negara berkembang yang sangat tergantung pada revenues for many developing countries that are
ekspor komoditas. heavily dependent on commodity exports.
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Analisa dan Diskusi Manajemen
Batu Bara Coal
Pada tahun 2025, industri batu bara global berada In 2025, the global coal industry reached saturation
di titik jenuh. Permintaan diperkirakan stabil, tetapi point. Demand is expected to remain stable, but
produksi akan mencapai rekor baru, menciptakan production will hit new records, putting significant
tekanan besar pada persediaan dan harga. Meski pressure on supplies and prices. Although utilities and
utilitas dan industri di negara berkembang masih industries in developing countries still rely on coal, the
mengandalkan batu bara, tren jangka panjang long-term trend is toward decline due to the energy
menunjukkan penurunan karena transisi energi. transition. Throughout 2025, based on the Newcastle
Sepanjang tahun 2025, berdasarkan Newcastle Index Index was recorded at USD108.25 per ton, representng
tercatat sebesar USD108,25 per ton, atau menurun a decline of approximately 13% compared to
sekitar 13% dibandingkan tahun 2024, mencerminkan 2024 and reflecting the downward trend in global
pelemahan harga batu bara global yang mulai coal prices that began in late 2024.
terjadi sejak akhir tahun 2024.
Pemerintah Indonesia menetapkan Harga Batu Bara The Indonesian government sets the Reference
Acuan (HBA) setiap bulan melalui Kementerian Energi Coal Price (HBA) monthly through the Ministry of
dan Sumber Daya Mineral (“ESDM”). HBA ditetapkan Energy and Mineral Resources (“MEMR”). The HBA
sebagai pedoman harga acuan ekspor batu is designated as a guideline for national coal
bara nasional, serta menjadi dasar penghitungan export prices, as well as a basis for calculating
royalti/Penerimaan Negara Bukan Pajak (PNBP) royalties/non-tax state revenue to the state.
kepada negara.
Emas Gold
Emas semakin mengukuhkan posisinya sebagai Gold further strengthened its position as a safe-
komoditas safe haven di tengah tekanan pasar haven commodity amid global market pressures.
komoditas global. Berdasarkan World Gold Council According to the World Gold Council (WGC),
(WGC), investasi di emas lewat Exchange-Traded investments in gold through physical Exchange-
Fund (ETF) fisik mencatat arus masuk besar, Traded Fund (ETFs) have recorded large inflows,
menandakan bahwa investor institusional dan ritel indicating that institutional and retail investors
semakin memanfaatkan emas sebagai perlindungan are increasingly utilizing gold as a hedge against
terhadap ketidakpastian ekonomi. economic uncertainty.
Harga emas dunia pada 2025 menembus rekor The global price of gold in 2025 reach its highest
tertinggi, melewati USD4.000 per ons menurut record, exceeding USD4,000 per ounce, according to
laporan WGC. Lonjakan ini bukan sekadar reaksi the WGC report. This surge is not merely a technical
teknikal tetapi cerminan tren struktural dalam reaction but a reflection of structural trends in
pasar komoditas: saat komoditas lain melemah, the commodities market: as other commodities
emas mendapat aliran dana besar sebagai aset weaken, gold receives large inflows of funds as a
lindung nilai. Fluktuasi harga emas yang tajam juga hedge asset. The sharp fluctuations in gold prices
menunjukkan bahwa emas kini menjadi bagian also show that gold is now an important part of the
penting dari dinamika pasar komoditas global, dynamics of the global commodities market, not only
bukan hanya sebagai logam mulia, tetapi sebagai as a precious metal, but as a strategic commodity in
komoditas strategis dalam portofolio global. global portfolios.
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Management Discussion and Analysis Produksi emas nasional juga meningkat signifikan, National gold production also increased significantly dari sekitar 100 ton per tahun menjadi 160 ton per in 2025, rising from approximately 100 tonnes per tahun. Peningkatan ini mencerminkan akselerasi year to 160 tonnes per year. This increase reflects the dalam kegiatan pertambangan sekaligus pemurnian acceleration in domestic gold mining and refining emas di dalam negeri, sebagai bagian dari strategi activities, as part of the national mineral resource hilirisasi sumber daya mineral nasional. downstreaming strategy. Nikel Nickel Pada tahun 2025, pasar nikel menghadapi tekanan In 2025, the nickel market faced significant oversupply yang cukup besar. International Nickel oversupply pressure. The International Nickel Study Group (INSG) memperkirakan terdapat surplus Study Group (INSG) estimates a surplus of around nikel sekitar 198.000 ton pada tahun ini, dikarenakan 198,000 tonnes this year, since the production produksi (diproyeksikan 3,735 juta ton) melebihi (projected at 3.735 million tonnes) exceeds the tingkat konsumsi (diperkirakan hanya 3,537 juta ton). consumption (estimated at only 3.537 million Kondisi tersebut mendorong harga nikel ke level tonnes). This cycle of oversupply is pushing nickel rendah. Pada awal tahun 2025, harga nikel berada di prices down to low levels. At the beginning of kisaran USD15.000-USD15.200 per metrik ton, tekanan 2025, nickel prices were in the range of USD15,000- dari surplus yang terus berlanjut dan permintaan USD15,200 per metric ton, due to continued pressure yang tidak tumbuh secepat ekspansi produksi. Hal ini from the surplus and demand that is not growing menunjukkan bahwa nikel, meskipun logam penting as fast as production expansion. This indicates that untuk transisi energi, bisa mengalami volatilitas nickel, despite being a critical metal for the energy harga besar dalam jangka pendek saat supply transition, may experience significant price volatility sangat agresif bertumbuh. in the short term amid rapidly expanding supply. Di tengah kondisi tersebut, pasar global Amid these conditions, the global market reflects memperlihatkan perbedaan tren antara produk divergent trends between Rotary Kiln-Electric Furnace Rotary Kiln-Electric Furnace (RKEF) yang masih (RKEF)-based products, which continue to dominate mendominasi pasokan nikel untuk industri stainless nickel supply for the stainless steel industry but steel namun pertumbuhannya lebih moderat akibat experience more moderate growth due to oversupply tekanan oversupply, dan produk High-Pressure Acid pressures, and High-Pressure Acid Leaching (HPAL)- Leaching (HPAL) yang tumbuh lebih kuat seiring based products, which show stronger growth driven meningkatnya permintaan nikel kelas baterai by rising demand for battery-grade nickel despite meskipun dihadapkan pada tantangan biaya dan ongoing cost challenges and price volatility. volatilitas harga. Peran Indonesia sangat menentukan dalam dinamika Indonesia’s role is crucial in the dynamics of the global pasar nikel global di 2025. Produksi nikel Indonesia nickel market in 2025. Indonesia’s nickel production is meningkat tajam, menjadi pendorong utama increasing sharply, becoming the main driver of global oversupply global. Dari perspektif makro komoditas, oversupply. From a macro commodity perspective, lonjakan pasokan nikel pada 2025 memperlihatkan the surge in nickel supply in 2025 highlights one of salah satu sisi tantangan transisi energi. Nikel adalah the challenges of the energy transition. Nickel is a komoditas kritis untuk baterai EV, tetapi oversupply critical commodity for EV batteries, but oversupply PT United Tractors Tbk - 2025 Annual Report 157
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Analisa dan Diskusi Manajemen
dan penurunan harga menunjukkan bahwa investasi and falling prices suggest that investment in capacity
dalam kapasitas bisa terlalu agresif dibandingkan may be too aggressive compared to actual demand
pertumbuhan permintaan sesungguhnya. Hal ini growth. This raises the risk that some nickel projects
menimbulkan risiko bahwa sebagian proyek nikel bisa may become uneconomical if prices remain low,
menjadi tidak ekonomis jika harga tetap rendah, dan and could lead to consolidation in the nickel sector.
bisa mendorong konsolidasi di sektor nikel. Kondisi This situation reflects that despite growing demand,
ini mencerminkan bahwa meskipun permintaan capacity expansion in major producers such as
meningkat, ekspansi kapasitas di produsen utama Indonesia is creating abundant supply.
seperti Indonesia membuat pasokan melimpah.
Pasar Alat Berat Heavy Equipment Market
Pasar alat berat di Indonesia pada tahun 2025 Indonesia’s heavy equipment market in 2025
menunjukkan dinamika yang dipengaruhi oleh experienced dynamics influenced by developments
perkembangan sektor konstruksi, pertambangan, in the construction and mining sectors, as well
serta pembangunan infrastruktur nasional. as ongoing national infrastructure development.
Indonesia tetap menjadi pasar alat berat Indonesia remains the largest heavy equipment
terbesar di Asia Tenggara, dengan volume pasar market in Southeast Asia, with total market volume
diperkirakan mencapai sekitar 21,7 ribu unit pada estimated to reach approximately 21.7 thousand
tahun 2025. Permintaan alat berat terutama units in 2025. Demand for heavy equipment
didorong oleh kebutuhan pada proyek infrastruktur, was primarily driven by infrastructure projects,
kegiatan pertambangan, serta pengembangan mining activities, and the continued development
kawasan industri yang masih berlangsung di of industrial estates across various regions.
berbagai wilayah.
Di sisi lain, struktur persaingan pasar juga At the same time, the competitive landscape has
mengalami perubahan seiring meningkatnya evolved alongside the increasing penetration of
penetrasi merek alat berat asal Tiongkok, terutama heavy equipment brands from China, particularly in
pada segmen konstruksi. Produsen Tiongkok the construction segment. Chinese manufacturers
semakin aktif memasuki pasar Indonesia dengan have become more active in entering the Indonesian
menawarkan produk yang kompetitif dari sisi market by offering products that are competitive
harga serta semakin beragam dari sisi teknologi. in terms of pricing while also expanding their
Peningkatan ekspor excavator dari Tiongkok ke technological capabilities. The export of excavators
Indonesia juga menunjukkan tren yang signifikan, from China to Indonesia has also shown significant
dengan lebih dari 14.600 unit excavator diekspor growth, with more than 14,600 units exported to
ke Indonesia dalam tiga kuartal pertama 2025, Indonesia during the first three quarters of 2025,
meningkat lebih dari 50% dibandingkan periode representing an increase of over 50% compared with
yang sama tahun sebelumnya. the same period in the previous year.
Selain dinamika persaingan tersebut, In addition to these competitive dynamics,
perkembangan pasar alat berat domestik juga developments in the domestic heavy equipment
dipengaruhi oleh kondisi sektor pengguna utama, market are also influenced by conditions in key end-
terutama pertambangan dan konstruksi. Fluktuasi user sectors, particularly mining and construction.
harga komoditas, perubahan aktivitas investasi Fluctuations in commodity prices, shifts in investment
di sektor tambang, serta perkembangan proyek- activity in the mining sector, and the progress of
proyek infrastruktur menjadi faktor penting yang infrastructure projects remain important factors
memengaruhi tingkat permintaan alat berat. shaping the level of demand for heavy equipment.
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Management Discussion and Analysis Energi Terbarukan Renewable Energy Energi terbarukan secara global tumbuh sangat Global renewable energy is growing rapidly in 2025. pesat pada tahun 2025. Berdasarkan laporan IEA According to the IEA Renewables 2025 report, the Renewables 2025, penambahan kapasitas energi addition of renewable energy capacity addition terbarukan pada periode 2025–2030 diperkirakan between 2025 to 2030 is estimated to reach around mencapai sekitar 4.600 GW, hampir dua kali lipat 4,600 GW, nearly double the previous five-year dibandingkan periode lima tahun sebelumnya. period. Solar PV and wind power are dominating this Dominasi datang dari tenaga surya (solar PV) expansion, together driving the growth in capacity. dan angin, yang bersama-sama menjadi motor This expansion in renewable energy is fueling a surge utama ekspansi kapasitas energi terbarukan. in global investment in the “clean energy” sector. Ekspansi ini mendorong lonjakan investasi global The wave of investment is increasing demand for ke sektor “energi bersih”. Gelombang investasi critical commodities, particularly the metals used meningkatkan kebutuhan komoditas kritis, terutama in batteries and renewable energy installations. logam-logam penting yang dipakai dalam baterai Investment in clean technologies in 2025, such dan instalasi energi terbarukan. Investasi dalam as renewables, batteries, electrification, and low- teknologi bersih pada tahun 2025 seperti renewable, emission fuels, is projected to reach USD2.2 trillion. baterai, elektrifikasi, dan bahan bakar rendah emisi diproyeksikan mencapai USD2,2 triliun. Secara makroekonomi, pertumbuhan energi Macroeconomically, the growth of renewable energy terbarukan di 2025 mengubah struktur pasar in 2025 is transforming the global commodity market komoditas global. Energi bersih mendorong structure. Clean energy is driving a shift in demand pergeseran permintaan dari komoditas tradisional from traditional commodities such as coal to transition seperti batu bara ke logam transisi, yang menciptakan metals, creating a new cycle. On the other hand, the siklus baru. Di sisi lain, dominasi rantai pasok dominance of critical mineral supply chains in certain mineral kritis di beberapa negara (seperti Tiongkok) countries (such as China) poses geopolitical and menimbulkan risiko geopolitik dan pasokan yang bisa supply risks that could exacerbate price volatility in memperkuat fluktuasi harga di masa depan. the future. PT United Tractors Tbk - 2025 Annual Report 159
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Analisa dan Diskusi Manajemen
Tinjauan Kinerja Operasional
Operational Performance Review
Dengan fondasi Operational Excellence dan transformasi
digital yang terintegrasi, Perseroan memastikan setiap lini
operasi tetap adaptif, produktif, dan berdaya saing tinggi.
Through a foundation of Operational Excellence and integrated digital
transformation, the Company ensures its operations remain adaptive,
productive, and highly competitive.
Memasuki tahun 2025, Perseroan berada dalam Entering 2025, the Company finds itself in a dynamic
lanskap industri yang penuh dinamika. Pasar industrial landscape. The commodities market is
komoditas bergerak dengan tingkat volatilitas yang highly volatile, affecting revenue projections and
tinggi, memengaruhi proyeksi pendapatan dan operational strategies. At the same time, changes
strategi operasional. Di saat yang sama, perubahan in government policy and tighter regulations
kebijakan pemerintah serta pengetatan sejumlah require the Company to be more adaptive and
regulasi menuntut Perseroan untuk lebih adaptif responsive in adjusting their business direction.
dan sigap menyesuaikan arah bisnis. Kemajuan Rapid technological advances also add to the
teknologi yang berlangsung cepat juga menambah complexity, while demanding a comprehensive
kompleksitas, sekaligus menuntut transformasi transformation in processes and working models.
menyeluruh dalam proses dan model kerja.
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Management Discussion and Analysis
Rp triliun
Rp trillion
2025 131.3 14.8 146.1
2024 134.4 19.5 153.9
Pendapatan Bersih Laba Bersih
Net Revenue Net Income
Untuk merespons berbagai tantangan sekaligus To respond to various challenges and seize emerging
menangkap peluang yang muncul, Perseroan opportunities, the Company implemented the 3P
mengimplementasikan 3P Roadmap, yakni Portfolio, Roadmap, namely Portfolio, People, and Public
People, dan Public Contribution sebagai arah Contribution as a strategic direction that emphasizes
strategis yang menekankan sinergi, pertumbuhan, synergy, growth, and sustainability. In the portfolio
dan keberlanjutan. Pada pilar portofolio, Perseroan pillar, the Company focuses not only on business
tidak hanya berfokus pada ekspansi usaha, tetapi expansion, but also on improving operational quality.
juga pada peningkatan mutu operasional. Upaya Business diversification, innovation development,
diversifikasi bisnis, pengembangan inovasi, serta and strengthening operational excellence are the
penguatan keunggulan operasional menjadi fondasi foundations that enable the Company to remain
agar Perseroan tetap relevan di tengah dinamika relevant amid the ever-changing market dynamics.
pasar yang terus berubah.
Pencapaian keunggulan operasional tersebut The achievement of this operational excellence is
sangat bergantung pada pemanfaatan dan highly depending on the utilization and mastery of the
penguasaan teknologi terkini, baik yang bersifat latest technologies, both digital and non-digital. The
digital maupun non-digital. Perseroan mendorong Company encourages all entities within the group to
seluruh entitas dalam grup untuk mencapai standar achieve higher standards of operational excellence,
operational excellence yang lebih tinggi, sehingga enabling them to surpass their competitors and drive
mampu melampaui para pesaing dan mendorong significant progress.
terciptanya lompatan kemajuan yang signifikan.
Sejalan dengan Aspirasi Keberlanjutan 2030 United In line with the 2030 Sustainability Aspirations United
Tractors, Perseroan menetapkan sasaran strategis Tractors, the Company has set forth a strategic
untuk secara bertahap menyeimbangkan kontribusi goal to gradually balance the revenue contribution
pendapatan antara kegiatan usaha berbasis batu between coal-based business activities and non coal
bara dan portofolio non-batu bara pada tahun portfolios by 2030. The Company is systematically
2030. Perseroan secara terukur mengembangkan developing its renewable energy portfolio through
portofolio energi terbarukan melalui keterlibatan involvement in run-of-river hydroelectric power
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Analisa dan Diskusi Manajemen
pada proyek pembangkit listrik tenaga air aliran projects, geothermal power, solar PV power, and
sungai langsung, panas bumi (geotermal), waste-to-energy initiatives. In addition to developing
pembangkit listrik tenaga surya (solar PV), serta its business portfolio, the Company is strengthening
inisiatif pengelolaan sampah menjadi energi the application of sustainability principles through
(waste‑to‑energy). Di samping pengembangan a more systematic and integrated Environmental,
portofolio usaha, Perseroan memperkuat penerapan Social, and Governance (ESG) framework. These
prinsip keberlanjutan melalui kerangka Environmental, efforts include managing environmental impacts,
Social, and Governance (ESG) secara lebih sistematis improving social performance through community
dan terintegrasi. Upaya ini meliputi pengelolaan empowerment and labor protection programs,
dampak lingkungan, peningkatan kinerja sosial and strengthening corporate governance that
melalui program pemberdayaan masyarakat promotes transparency, accountability, and
dan perlindungan tenaga kerja, serta penguatan applicable regulatory compliance.
tata kelola perusahaan yang mengedepankan
transparansi, akuntabilitas, dan kepatuhan terhadap
ketentuan peraturan yang berlaku.
Perkembangan Diversifikasi Usaha Business Diversification
Perseroan secara konsisten mempercepat The Company has consistently accelerated the
transformasi portofolio menuju struktur usaha yang transformation of its portfolio toward a more
lebih terdiversifikasi dan berkelanjutan. Pada tahun diversified and sustainable business structure. In 2025,
2025, fokus utama diarahkan pada penguatan the primary focus was directed toward strengthening
sektor non-batu bara melalui pengembangan the non-coal sector through the development of
mineral strategis dan energi terbarukan. Dalam strategic minerals and renewable energy. Within
kerangka tersebut, Perseroan memperkuat lini this framework, the Company reinforced its gold
usaha pertambangan emas dan nikel sebagai and nickel mining businesses as part of a long-
bagian dari strategi jangka panjang untuk term strategy to balance revenue contributions,
menyeimbangkan kontribusi pendapatan, sekaligus while also beginning to expand its renewable
mulai mengembangkan portofolio di sektor energi energy portfolio. From a sustainability perspective,
terbarukan. Di sisi keberlanjutan, Perseroan mulai the Company began integrating nature-based
mengintegrasikan pendekatan nature-based solutions (NbS), including carbon storage initiatives
solutions (NbS), termasuk inisiatif penyimpanan and revegetation programmes, to support its energy
karbon dan program revegetasi, guna mendukung transition agenda and structured environmental
agenda transisi energi dan pengelolaan lingkungan management approach.
yang lebih terstruktur.
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Management Discussion and Analysis Memasuki tahun 2025, langkah diversifikasi tersebut In 2025, this diversification strategy was further semakin dipertegas melalui ekspansi signifikan di reinforced through a significant expansion in the gold sektor emas. Melalui PT Danusa Tambang Nusantara sector.Through PT Danusa Tambang Nusantara (DTN) (DTN) dan PT Energia Prima Nusantara (EPN), and PT Energia Prima Nusantara (EPN), the Company Perseroan menandatangani Conditional Share signed a Conditional Share Purchase Agreement to Purchase Agreement untuk mengakuisisi 100% saham acquire 100% of the shares of PT Arafura Surya Alam PT Arafura Surya Alam (ASA), yang mengoperasikan (ASA), the operator of the Doup gold mine in North tambang emas Doup di Sulawesi Utara. Akuisisi ini Sulawesi. The transaction, with a total enterprise memiliki total enterprise value sebesar USD540 juta value of USD540 million, represents a strategic move dan menjadi salah satu transaksi strategis dalam to strengthen the Company’s gold portfolio. memperkuat portofolio emas Perseroan. Langkah ekspansi tidak hanya difokuskan pada pasar The expansion is not limited to the domestic market. domestik. Pada tahun 2025, Perseroan membuka In 2025, the Company established a representative kantor perwakilan di Perth, Australia, sebagai bagian office in Perth, Australia, to further explore potential dari upaya menjajaki peluang akuisisi aset mineral di acquisitions of overseas minerals assets. The Company luar negeri. Perseroan juga membuka peluang untuk is also open to evaluating other critical minerals with mengkaji mineral kritis lainnya yang memiliki prospek long-term growth prospects. These initiatives form jangka panjang. Seluruh inisiatif ini merupakan bagian part of the Company’s strategy to achieve a more dari strategi untuk mencapai komposisi pendapatan balanced non-coal revenue contribution by 2030, in yang lebih seimbang dari bisnis non-batu bara pada line with its portfolio transformation and sustainable tahun 2030, sejalan dengan komitmen transformasi value creation objectives. portofolio dan penciptaan nilai berkelanjutan. PT United Tractors Tbk - 2025 Annual Report 163
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Analisa dan Diskusi Manajemen
Tinjauan Operasi
per Segmen Usaha
Operational Review by Business Segment
Setiap segmen usaha dikelola dengan pendekatan yang
terfokus dan terukur, guna menciptakan nilai jangka
panjang sekaligus menjaga keseimbangan portofolio bisnis.
Each business segment is managed with a focused and measured approach to
create long-term value while maintaining a balanced business portfolio.
Segmen Mesin Konstruksi Construction Machinery Segment
Pada Segmen Mesin Konstruksi, Perseroan berfokus In the Construction Machinery Segment,
pada penjualan alat berat dan kendaraan the Company focuses on the sale of heavy
transportasi dengan menawarkan berbagai produk equipment and transportation vehicles by offering a
andal yang dapat mendukung kegiatan usaha range of reliable products that support customers’
pelanggan pada berbagai sektor, antara lain business activities in various sectors, including
pertambangan, perkebunan, konstruksi, kehutanan, mining, plantations, construction, forestry, material
material handling, dan transportasi. handling, and transportation.
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Penjualan Alat Berat Penjualan Suku Cadang Pendapatan Bersih Mesin
Komatsu dan Jasa Pemeliharaan Konstruksi
Komatsu Heavy Spare Parts Sales and Construction Machinery
Equipment Sales Maintenance Services Net Revenues
4,515
Unit
Rp11.3
Triliun
Rp36.6
Triliun
Units Trillion Trillion
Produktivitas dan Penjualan Productivity and Sales
Sepanjang tahun 2025, pasar mesin konstruksi masih Throughout 2025, the construction machinery market
berada dalam kondisi yang dinamis seiring dengan remained dynamic, in line with the shift in policy
peralihan fokus kebijakan pemerintahan baru yang focus of the new administration toward sectors
meluas ke sektor-sektor di luar pembangunan beyond infrastructure development. This change in
infrastruktur. Perubahan prioritas pembangunan development priorities prompted industry players
tersebut mendorong pelaku usaha untuk lebih cermat to adopt a more cautious approach in making
dalam mengambil keputusan investasi, khususnya investment decisions, particularly in relation to
pada pengadaan alat berat. Di tengah proses capital expenditure on heavy equipment. Amid policy
penyesuaian kebijakan dan arah pembangunan adjustments and shifts in national development
nasional tersebut, aktivitas proyek berjalan lebih direction, project activities became more selective,
selektif, sementara volatilitas harga komoditas global while volatility in global commodity prices and rising
dan tekanan biaya operasional tetap menjadi faktor operating cost pressures continued to influence
yang memengaruhi permintaan pasar. market demand.
Kompetisi pasar juga berlangsung ketat, ditandai Market competition also remained intense, marked by
dengan semakin agresifnya penetrasi produk increasingly aggressive penetration of competitively
alat berat berharga kompetitif, khususnya dari priced heavy equipment products, particularly from
produsen Tiongkok. Perseroan merespons tantangan Chinese manufacturers. The Company responded
ini dengan memperkuat proposisi nilai melalui to these challenges by strengthening its value
pendekatan solusi menyeluruh (total solutions), yang proposition through a total solutions approach,
mencakup keandalan produk, layanan purnajual encompassing product reliability, integrated after-
yang terintegrasi, ketersediaan suku cadang, serta sales services, spare parts availability, and technical
dukungan teknis untuk meningkatkan produktivitas support aimed at enhancing equipment productivity
alat dan efisiensi biaya pelanggan. Strategi ini tidak and improving customers’ cost efficiency. This
hanya menjaga daya saing, tetapi juga memperkuat strategy is not only preserved competitiveness but
loyalitas pelanggan di tengah persaingan harga also reinforced customer loyalty amid intensified
yang intensif. price competition.
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Analisa dan Diskusi Manajemen
Dari sisi produktivitas, Perseroan secara konsisten From a productivity perspective, the Company
mengoptimalkan jaringan layanan, meningkatkan consistently optimised its service network, enhanced
kapabilitas teknisi, serta memanfaatkan technician capabilities, and leveraged data utilisation
pemanfaatan data dan teknologi digital untuk and digital technologies to monitor equipment
memantau kinerja alat berat di lapangan. Inisiatif performance in the field. These initiatives contributed
tersebut berkontribusi pada peningkatan utilisasi unit to higher utilisation rates of customers’ units and
pelanggan dan mendukung keberlanjutan kinerja supported the sustainability of the Company’s
operasional Perseroan sepanjang tahun. operational performance throughout the year.
Hingga akhir tahun 2025, volume penjualan alat berat As at the end of 2025, sales volume of Komatsu heavy
Komatsu tercatat sebanyak 4.515 unit, sementara equipment amounted to 4,515 units, while UD Trucks
penjualan UD Trucks mencapai 155 unit dan Scania recorded sales of 155 units and Scania 466 units.
sebesar 466 unit. Kinerja penjualan tersebut This sales performance reflected an improvement
mencerminkan perbaikan permintaan di beberapa in demand across several key sectors, despite of
sektor utama, meskipun masih dihadapkan pada ongoing challenges related to project fluctuations
tantangan fluktuasi proyek dan selektivitas belanja and customers’ selective capital spending.
modal pelanggan.
Penjualan Alat Berat Komatsu
Sales of Komatsu Heavy Equipment
Unit
Units
2025 4,515
2024 4,420
Pendapatan Suku Cadang dan Jasa Pemeliharaan
Spare Parts and Maintenance
Rp Triliun
Rp Trillion
2025 11.3
2024 11.7
Pendapatan Bersih Segmen Konstruksi
Construction Machinery Segment Net Revenue
Rp Triliun
Rp Trillion
2025 36.6
2024 37.3
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Management Discussion and Analysis
Volume Penjualan Alat Berat Komatsu Berdasarkan Sektor 2024-2025
Sales Volume of Komatsu Heavy Equipment by Sector 2024-2025
8% 11% dalam persentase
in percentage
11%
Pertambangan
Mining
14%
Konstruksi
Construction
2024 2025
Perkebunan
16%
Agro
15% Kehutanan
65% 60%
Forestry
4,420 Unit | Units 4,515 Unit | Units
Produk dan Layanan Products and Services
Perseroan telah menjadi distributor tunggal alat The Company has been the sole distributor of
berat Komatsu di Indonesia sejak tahun 1973. Seiring Komatsu heavy equipment in Indonesia since 1973. In
dengan perkembangan atas kebutuhan dan basis line with the diversification of customer’s needs and
pelanggan terhadap produk yang mendukung base for products that support field work and other
pekerjaan lapangan maupun industrial lainnya, industrial work, the Company provides a range of
Perseroan menyediakan berbagai produk pelengkap complementary products such as Tadano (cranes),
seperti Tadano (crane), Bomag (vibratory roller), Bomag (vibratory rollers), Scania (buses and trucks),
Scania (bus dan truk), dan UD Trucks. Armada bus and UD Trucks. The Scania bus fleet currently supports
Scania saat ini telah mendukung modernisasi sistem the modernization of public transportation systems
transportasi publik di berbagai wilayah di Indonesia. across various regions in Indonesia.
Layanan yang diberikan Perseroan terhadap The services provided by the Company to customers
pelanggan meliputi konsultasi solusi investasi aset include consulting on optimal and value-added
alat berat yang optimal dan bernilai tambah sejak heavy equipment asset investment solutions from
tahap awal perencanaan hingga penggunaan the initial planning stage to the use of machinery
mesin di lapangan, serta diferensiasi dukungan in the field, as well as comprehensive after-sales
layanan purnajual yang menyeluruh. Selain itu, service support. In addition, the Company provides
Perseroan memberikan pelayanan perawatan dan maintenance and repair services, training services for
pemeliharaan, jasa pelatihan untuk operator dan operators and mechanics, as well as heavy equipment
mekanik, serta jasa remanufaktur dan rekondisi remanufacturing and reconditioning services.
alat berat.
Melalui anak usaha, Perseroan juga memberikan Through its subsidiaries, the Company also offers
penawaran atas layanan rekayasa dan manufaktur engineering and manufacturing services for heavy
komponen dan attachment alat berat, layanan equipment components and attachments, engine
rekondisi mesin, serta menjual dan menyewakan reconditioning services, and sells and leases Kubota
traktor pertanian Kubota, generator Kubota dan agricultural tractors, Kubota and Komatsu generators,
Komatsu, mini excavator Komatsu dan forklift Komatsu mini excavators and Komatsu forklifts, as
Komatsu, sekaligus penjualan produk-produk well as the sales of commodity parts.
commodity parts.
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Analisa dan Diskusi Manajemen
Pelayanan Pelanggan Customer Service
Perseroan memberikan pelayanan terhadap The Company provides customer service through
pelanggan melalui fasilitas UTCall 1500072 dengan the UTCall 1500072 facility with 24-hour national
akses nasional 24 jam setiap hari, siap memberikan access every day, ready to provide convenience for
kemudahan bagi pelanggan untuk menerima customers to receive assistance and support from the
bantuan dan dukungan dari kantor pusat di head office in Jakarta and representatives at branch
Jakarta serta perwakilan di kantor cabang. Dengan offices. With the help of professional technicians
bantuan teknisi profesional serta koneksi langsung and a direct connection to the Komatsu Machine
pada sistem Komatsu Machine Tracking System Tracking System (KOMTRAX), problems experienced
(KOMTRAX), permasalahan yang dialami pada alat with customers’ heavy equipment can be followed up
berat pelanggan dapat ditindaklanjuti dengan cepat quickly and accurately.
dan tepat.
Perseroan juga memberikan layanan UT Guaranteed The Company also provides UT Guaranteed Product
Product Support (GPS) yang memberikan jaminan Support (GPS), which guarantees the smooth running
bagi kelancaran bisnis pelanggan melalui kemudahan of customers’ businesses through easy after-sales
garansi purnajual untuk setiap pembelian produk- warranty for every purchase of UT products, including
produk UT, mencakup pengiriman suku cadang, the delivery of spare parts, mechanics, and machine
mekanik dan jangka waktu perawatan mesin yang maintenance periods, all of which are equipped with
seluruhnya dilengkapi dengan fitur On-Time-In-Full the On-Time-In-Full (OTIF) feature.
(OTIF).
Selain itu, Perseroan telah mengembangkan UT In addition, the Company has developed the UT
Command Center sebagai pusat kendali operasional Command Center as an operational control center
untuk memastikan dan meningkatkan kepuasan to ensure and improve customer satisfaction with
pelanggan atas produk dan layanan UT. Fitur yang UT products and services. Features that have been
sudah dikembangkan dalam UT Command Center developed in the UT Command Center are Parts
adalah Parts Order Tracking, Customer Equipment Order Tracking, Customer Equipment Monitoring, and
Monitoring, dan Customer Handling Management. Customer Handling Management.
Strategi Usaha Business Strategy
Pada tahun 2025, strategi usaha Segmen Mesin In 2025, the business strategy of the Construction
Konstruksi diarahkan untuk mempertahankan kinerja Machinery Segment was focused on sustaining
yang berkelanjutan di tengah dinamika pasar dan performance amid dynamic market conditions and
perubahan fokus kebijakan pembangunan nasional. shifts in national development policy priorities. The
Perseroan menempatkan peningkatan produktivitas Company placed strong emphasis on enhancing
pelanggan sebagai prioritas utama melalui customer productivity by delivering integrated
penyediaan solusi menyeluruh yang tidak hanya solutions that extend beyond unit sales to encompass
berfokus pada penjualan unit, tetapi juga pada the optimisation of the entire equipment life cycle.
optimalisasi siklus hidup alat berat.
Dalam menghadapi persaingan yang semakin To face the increasingly challenging competition,
ketat, Perseroan memperkuat layanan purnajual the Company strengthened its after-sales services
melalui program perawatan terencana, ketersediaan through structured maintenance programmes,
suku cadang yang andal, serta dukungan teknis reliable spare parts availability, and integrated
yang terintegrasi di seluruh jaringan layanan. technical support across its nationwide service
Pemanfaatan teknologi digital dan data operasional network. The utilisation of digital technology and
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Management Discussion and Analysis
turut dioptimalkan untuk membantu pelanggan operational data was further enhanced to support
meningkatkan utilisasi alat, menekan biaya higher equipment utilisation, improve cost efficiency,
operasional, dan menjaga keandalan unit dalam and ensure long-term reliability for customers.
jangka panjang.
Segmen Kontraktor Penambangan Mining Contracting Segment
Segmen Kontraktor Penambangan dijalankan oleh The Mining Contractor Segment is operated by
PT Pamapersada Nusantara (PAMA) bersama anak PT Pamapersada Nusantara (PAMA) together with
usahanya, KPP MINING dan PT Pama Indo Mining its subsidiaries, PT Kalimantan Prima Persada (KPP
(PIM). Sebagai salah satu kontraktor penambangan MINING) and PT Pama Indo Mining (PIM). As one
terkemuka dan pemimpin pasar di Indonesia, of Indonesia’s leading mining contractors and a
PAMA mengelola operasi pertambangan berskala market leader, PAMA manages large-scale mining
besar dengan mengedepankan keselamatan kerja, operations with a strong emphasis on occupational
keunggulan operasional, dan kepatuhan terhadap safety, operational excellence, and strict adherence
kaidah pertambangan yang baik. to good mining practices.
Pada tahun 2025, kinerja segmen ini dipengaruhi In 2025, the segment’s performance was influenced
oleh dinamika industri batu bara global, termasuk by global coal industry dynamics, including
penurunan harga, perubahan kebijakan pemerintah, declining prices, regulatory changes, and the
serta percepatan agenda transisi energi. Di tengah acceleration of the energy transition agenda.
kondisi tersebut, PAMA tetap dipercaya oleh Amid these challenges, PAMA continued to earn
pelanggan untuk mengelola kegiatan penambangan the trust of its customers to manage coal mining
batu bara dan mulai memperluas portofolio ke operations while initiating portfolio expansion into
sektor mineral, sejalan dengan strategi diversifikasi mineral mining, in line with its medium to long-term
bisnis jangka menengah dan panjang. business diversification strategy.
Volume Penjualan Volume Pemindahan Pendapatan Bersih
Batu Bara Termal dan Tanah Kontraktor Penambangan
Metalurgi Overburden Removal Total Mining Contracting
Thermal and Metallurgical Volume Net Revenues
Coal Sales Volume
148
Juta Ton
1,100
Juta BCM
Rp54.1
Triliun
Million Tons Million BCM Trillion
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Analisa dan Diskusi Manajemen
Produktivitas dan Penjualan Productivity and Sales
Sepanjang tahun 2025, kinerja Segmen Kontraktor Throughout 2025, the performance of the Mining
Penambangan dihadapkan pada tekanan eksternal Contractor Segment faced significant external
yang signifikan, terutama akibat adanya penurunan pressures, primarily due to the decline in global
harga batu bara global dan meningkatnya coal prices and increasing operating cost burdens
beban biaya operasional di sisi pelanggan. on customers. The GCNI coal price reached
Harga batu bara acuan GCNI tercatat mencapai USD100.81/ton in 2025 representing approximately
USD100,81/ton pada tahun 2025, turun sekitar 12% YOY decrease. This decline was driven by
12% YOY. Pelemahan harga tersebut dipicu oleh weaker demand from major consuming countries,
berkurangnya permintaan dari negara konsumen particularly China and India, elevated domestic
utama, khususnya Tiongkok dan India, tingginya stock levels, and global oversupply conditions, all
stok domestik, serta kondisi oversupply global, of which directly affected customers’ production
yang secara langsung berdampak pada aktivitas activities and operating expenditures.
produksi dan belanja operasional pelanggan.
Meskipun secara keseluruhan kinerja operasional Although overall operational and financial
dan finansial tahun 2025 tercatat lebih rendah performance in 2025 declined compared to the
dibandingkan tahun sebelumnya, PAMA tetap previous year, PAMA continued to maintain its position
mempertahankan posisinya sebagai pemimpin as a market leader in Indonesia’s mining contractor
pasar industri kontraktor penambangan di industry, supported by a diversified customer portfolio
Indonesia, didukung oleh portofolio pelanggan yang and strong operational capabilities. In addition,
terdiversifikasi dan kapabilitas operasional yang 2025 marked an important milestone with PAMA’s
andal. Selain itu, tahun 2025 merupakan tonggak expansion into nickel mining activities, as part of
awal ekspansi PAMA ke kegiatan penambangan nikel, its strategy to diversify its mining services portfolio
sebagai bagian dari strategi diversifikasi portofolio beyond coal.
jasa pertambangan di luar batu bara.
Dari sisi produktivitas, Perseroan terus menempatkan From a productivity standpoint, the Company
Operational Excellence sebagai landasan utama consistently upheld Operational Excellence as
pengelolaan operasi. Fokus diarahkan pada the core foundation of its operations. Key focus
optimalisasi utilisasi alat dan tenaga kerja, areas included optimising equipment and
produktivitas per jam operasi, serta pengendalian workforce utilisation, productivity per operating
biaya secara disiplin di seluruh lini kegiatan hour, and maintaining strict cost control across
penambangan. Implementasi teknologi digital, all mining activities. The deployment of digital
termasuk sistem pemantauan berbasis data real- technologies, including real-time data monitoring
time dan pemanfaatan big data, turut mendukung systems and big data analytics, further enhanced
peningkatan akurasi perencanaan, pengawasan planning accuracy, operational oversight, and
operasional, serta respons yang lebih cepat terhadap responsiveness to on-site dynamics. These initiatives
dinamika di lapangan. Inisiatif ini berkontribusi dalam helped sustain competitive productivity levels
menjaga tingkat produktivitas operasi pada level despite ongoing commodity cycle pressures.
yang kompetitif meskipun berada dalam tekanan
siklus komoditas.
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Management Discussion and Analysis Dari sisi penjualan dan pendapatan, kontribusi In terms of sales and revenue, the Mining Segmen Kontraktor Penambangan pada tahun Contractor Segment’s contribution in 2025 was 2025 terutama berasal dari volume pekerjaan primarily derived from coal and mineral mining penambangan batu bara dan mineral yang volumes managed by the Company. Total client dikelola oleh Perseroan. Total produksi batu bara coal production was recorded at 148 million ton klien tercatat sebesar 148 juta ton dan pendapatan and net revenues of Rp54.1 trillion, as operational bersih sebesar Rp54,1 triliun, seiring dengan masih activities continue through the end of the reporting berlangsungnya aktivitas operasional hingga akhir period. Nevertheless, the relatively stable project periode pelaporan. Meskipun demikian, portofolio portfolio enabled the Company to maintain proyek yang relatif stabil memungkinkan Perseroan revenue continuity amid customers’ more selective menjaga kesinambungan pendapatan di tengah production strategies. selektivitas produksi dari para pelanggan. Produksi Batu Bara Coal Production Juta Ton Million Tonnes 2025 148 2024 148 Pemindahan Tanah Overburden Removal Juta Ton Million Tonnes 2025 1,100 2024 1,217 Pendapatan Bersih Segmen Kontraktor Penambangan Mining Contracting Segment Net Revenue Rp Triliun Rp Trillion 2025 54.1 2024 58.0 PT United Tractors Tbk - 2025 Annual Report 171
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Analisa dan Diskusi Manajemen
Produk dan Layanan Products and Services
PAMA menyediakan layanan kontraktor PAMA provides integrated mining contractor
penambangan terintegrasi yang mencakup seluruh services covering the entire mining value chain, from
rantai nilai pertambangan, mulai dari tahap awal early-stage activities to post-mining operations.
hingga pascatambang. Layanan tersebut meliputi These services include mine planning and design,
perencanaan dan desain tambang, studi kelayakan preliminary feasibility studies, development of mining
awal, pembangunan infrastruktur dan fasilitas infrastructure and facilities, overburden removal
tambang, kegiatan pengupasan tanah dan produksi, and production activities, waste management,
pengelolaan limbah, eksplorasi, pengangkutan dan exploration, hauling and barging, as well as
barging, hingga reklamasi dan revegetasi. reclamation and revegetation.
Seiring dengan kebutuhan pelanggan yang semakin In response to increasingly complex customer
kompleks, PAMA terus mengembangkan layanan needs, PAMA continues to enhance its value-
berbasis nilai tambah melalui pendekatan solusi added services through a total solutions approach
menyeluruh yang mengintegrasikan keunggulan that integrates technical excellence, operational
teknis, efisiensi operasional, dan keselamatan kerja. efficiency, and occupational safety. In 2025, PAMA
Pada tahun 2025, PAMA juga mulai mengelola also commenced nickel mining operations, marking
kegiatan penambangan nikel, menandai langkah a strategic milestone in expanding its service
strategis Perseroan dalam memperluas cakupan portfolio beyond coal.
layanan ke komoditas mineral non-batu bara.
Selain layanan operasional, PAMA memanfaatkan In addition to operational services, PAMA leverages
teknologi digital untuk meningkatkan kualitas digital technologies to enhance service quality,
layanan, termasuk pemantauan operasi secara including real-time operational monitoring and
real-time dan penerapan sistem berbasis data data-driven systems that support planning, control,
untuk mendukung perencanaan, pengendalian, and productivity improvements. These initiatives
serta peningkatan produktivitas tambang. Inisiatif reinforce PAMA’s role as a strategic partner for
ini memperkuat peran PAMA sebagai mitra strategis customers in navigating operational challenges and
pelanggan dalam menghadapi tantangan industry volatility.
operasional dan volatilitas industri.
Strategi Usaha Business Strategy
Pada tahun 2025, strategi usaha Segmen Kontraktor In 2025, the business strategy of the Mining
Penambangan difokuskan pada penguatan Contractor Segment focused on strengthening
daya saing dan ketahanan bisnis di tengah competitiveness and business resilience amid
tekanan siklus komoditas dan perubahan lanskap commodity cycle pressures and a shifting industry
industri. Perseroan secara konsisten menerapkan landscape. The Company consistently implemented
Operational Excellence dengan menitikberatkan Operational Excellence, emphasising efficient
pada efisiensi sumber daya alat dan tenaga kerja, utilisation of equipment and workforce, productivity
peningkatan produktivitas, serta pengendalian enhancement, and comprehensive cost control.
biaya secara menyeluruh.
PAMA menerapkan perencanaan dan eksekusi PAMA applied robust planning and execution aligned
kegiatan pertambangan yang selaras dengan Good with Good Mining Practices, supported by cost
Mining Practices, didukung oleh program efisiensi efficiency programmes across all operational aspects,
biaya di seluruh aspek operasional, termasuk including fuel efficiency and optimised equipment
efisiensi bahan bakar dan optimalisasi perawatan maintenance. Fleet flexibility was maintained
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Management Discussion and Analysis alat. Fleksibilitas armada dijaga melalui pengelolaan through disciplined maintenance planning, pemeliharaan yang terencana dan disiplin, intelligent intelligent availability, and the implementation availability, serta implementasi remanufaktur alat of heavy equipment remanufacturing to berat untuk memperpanjang umur pakai dan extend asset life and improve reliability. meningkatkan keandalan peralatan. Sejalan dengan strategi digitalisasi Astra, PAMA In alignment with Astra’s digitalization strategy, memperkuat transformasi digital dengan fokus PAMA accelerated its digital transformation journey, pada penguatan inti. Pada tahun 2025, PAMA reinforcing its core operations. In 2025, PAMA menyelesaikan migrasi sistem ERP ke SAP S/4HANA completed the migration of its ERP system to SAP serta mengoptimalkan monetisasi proyek digital yang S/4HANA and enhanced the monetisation of ongoing telah berjalan melalui penguatan aspek teknologi, digital initiatives by strengthening technology, sistem, dan kapabilitas sumber daya manusia. Seluruh systems, and people capabilities. All digital initiatives inisiatif digital diarahkan untuk menciptakan single were designed to establish a single source of truth, source of truth, meningkatkan akurasi data real-time, improve real-time data accuracy, and accelerate dan mempercepat pengambilan keputusan bisnis. business decision-making. Dari sisi inovasi, PAMA mendorong budaya inovasi From an innovation perspective, PAMA fostered a berkelanjutan melalui peningkatan kompetensi sustainable innovation culture through enhanced sumber daya manusia, penguatan platform digital human capital competencies, strengthened the POINS sebagai bank inovasi perusahaan, serta POINS digital platform as a corporate innovation bank, pengembangan metodologi Culture Innovation yang and developed a Culture Innovation methodology mengintegrasikan pendekatan quality improvement integrating quality improvement and behaviour dan behavior improvement. Selain itu, PAMA improvement approaches. In addition, PAMA adopted mengadopsi teknologi Mine Image Recognition (MIR) Mine Image Recognition (MIR) technology based berbasis high-precision GPS untuk meningkatkan on high-precision GPS to enhance occupational keselamatan kerja dan efisiensi operasional melalui safety and operational efficiency through real-time pemantauan pergerakan alat berat secara real-time. equipment monitoring. Pengembangan sumber daya manusia tetap menjadi Human capital development remained a core pilar utama strategi usaha. PAMA memperkuat strategic pillar. PAMA reinforced its Safety, Health, and program Safety, Health, and Environment (“SHE”) Environment (SHE) Leadership programmes, high-risk Leadership, pengendalian aktivitas berisiko tinggi, activity controls, and structured talent management serta pengelolaan talenta melalui coaching, through coaching, mentoring, and on-the-job mentoring, dan on-the-job learning. Seluruh strategi learning. These strategies collectively underpin the tersebut menjadi fondasi Perseroan dalam menjaga Company’s competitive advantage while preparing keunggulan kompetitif, sekaligus mempersiapkan the business for commodity diversification and long- transformasi bisnis menuju diversifikasi komoditas term growth opportunities. dan peluang pertumbuhan jangka panjang. PT United Tractors Tbk - 2025 Annual Report 173
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Analisa dan Diskusi Manajemen
Segmen Pertambangan Batu Bara Termal Mining Segment of Thermal and
dan Metalurgi Metallurgical Coal
Segmen Pertambangan Batu Bara Termal dan The Thermal and Metallurgical Coal Mining
Metalurgi dijalankan oleh PT Tuah Turangga Agung Segment is operated by PT Tuah Turangga Agung
(“Turangga Resources”), yang sahamnya dimiliki (“Turangga Resources”), jointly owned by PAMA
oleh PAMA dan Perseroan. Turangga Resources and the Company. Turangga Resources serves
berperan sebagai perusahaan induk dalam lini bisnis as the holding company for the coal mining and
pertambangan dan perdagangan batu bara, dengan trading business line, with an integrated portfolio
portofolio operasional yang mencakup kegiatan covering mining, processing, and marketing
penambangan, pengolahan, dan pemasaran batu of thermal and metallurgical coal.
bara termal dan metalurgi.
Pada tahun 2025, operasional Turangga Resources In 2025, Turangga Resources’ operations were
tersebar di wilayah Kalimantan Tengah dan located in Central Kalimantan and South Kalimantan,
Kalimantan Selatan, serta didukung oleh entitas supported by coal trading entities based in
perdagangan batu bara yang berlokasi di Jakarta, Jakarta, South Kalimantan, and Singapore. The
Kalimantan Selatan, dan Singapura. Kinerja segment’s performance was shaped by declining
segmen ini dipengaruhi oleh penurunan harga global coal prices, regulatory developments,
batu bara global, perubahan regulasi pemerintah, and increasing demands for efficiency and
serta meningkatnya tuntutan terhadap efisiensi sustainability amid the global energy transition.
dan keberlanjutan operasional di tengah dinamika
transisi energi global.
Volume Penjualan Batu Bara Termal dan Pendapatan Bersih Pertambangan Batu Bara
Metalurgi Termal dan Metalurgi
Thermal and Metallurgical Coal Sales Volume Total Thermal and Metallurgical Coal Mining
Net Revenues
14.3
Juta Ton
Rp24.2
Triliun
Million Tons Trillion
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Produktivitas dan Penjualan Productivity and Sales
Sepanjang tahun 2025, kinerja Segmen Pertambangan Throughout 2025, the performance of the Thermal
Batu Bara Termal dan Metalurgi menghadapi tekanan and Metallurgical Coal Mining Segment faced
signifikan akibat penurunan harga batu bara global significant pressure due to the decline in global
yang dimulai sejak akhir tahun 2024 berdasarkan coal prices, which began in late 2024 based on the
Newcastle Index tercatat sebesar USD108,25 per Newcastle Index was recorded at USD108.25 per ton
ton pada tahun 2025, atau menurun sekitar 13% in 2025, representing a decline of approximately 13%
dibandingkan tahun 2024. compared to 2024.
Di tengah tekanan harga, Perseroan tetap berfokus Amid pricing pressures, the Company continued
pada peningkatan produktivitas dan pengendalian to focus on productivity enhancement and cost
biaya melalui optimalisasi operasi tambang, logistik, control through operational optimisation, logistics
serta pemanfaatan teknologi digital. Di tahun efficiency, and the utilisation of digital technologies.
2025, tambang batu bara Turangga Resources In 2025, Turangga Resources’ coal mine recorded
mencatatkan volume penjualan batu bara sebesar coal sales of 11.6 million tons (including 3.7 million
11,6 juta ton (termasuk 3,7 juta ton batu bara tons of metallurgical coal), a 14% increase from 2024.
metalurgi), naik 14% dari tahun 2024. Total volume Total coal sales, including third-party coal, reached
penjualan batu bara termasuk batu bara pihak ketiga 14.3 million tons, 9% higher than the previous year.
mencapai 14,3 juta ton, 9% lebih tinggi dibandingkan
tahun lalu.
Volume Penjualan Batu Bara Termal dan Metalurgi
Thermal and Metallurgical Coal Sales Volume
2.7 dalam juta ton
3.0 +9% in million tonnes
Perdagangan Batu Bara
Coal Trading
Batu Bara Metalurgi
2024 2025 Metallurgical Coal
Batu Bara Termal
Thermal Coal
6.9 7.8
3.2 3.7
+14%
Batu Bara Milik Turangga Resources Batu Bara Milik Turangga Resources
(Termal & Metalurgi) (Termal & Metalurgi)
Turangga Resources’ Owned Coal Turangga Resources’ Owned Coal
(Thermal & Metallurgical) (Thermal & Metallurgical)
10.1 11.6
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Analisa dan Diskusi Manajemen
Pendapatan Bersih Segmen Pertambangan Batu Bara Termal dan Metalurgi
Thermal and Metallurgical Coal Mining Segment Net Revenue
Rp Triliun
Rp Trillion
2025 24.2
2024 26.0
Produk dan Layanan Products and Services
Turangga Resources mengelola portofolio tambang Turangga Resources manages its thermal and
batu bara termal dan metalurgi melalui entitas anak metallurgical coal mining portfolio through its
usahanya, yaitu ABB dan TOP untuk batu bara termal, subsidiaries, namely ABB and TOP for thermal coal,
serta SMM untuk batu bara metalurgi. Batu bara and SMM for metallurgical coal. The metallurgical
metalurgi yang dihasilkan dikategorikan sebagai coal produced is categorised as Semi-Hard
Semi-Hard Metallurgical Coal, yang digunakan Metallurgical Coal, primarily used in the steel
terutama dalam industri baja dan dipasarkan dengan industry and marketed under pricing schemes
skema harga yang mengacu pada kombinasi based on a combination of relevant indices tailored
beberapa indeks sesuai karakteristik pelanggan. to customer requirements.
Pada tahun 2025, ABB juga meluncurkan produk baru In 2025, ABB also introduced a new Mid-CV coal
batu bara Mid-CV dengan nilai kalori 5.800 GAR, product with a calorific value of 5,800 GAR, in response
sebagai respons atas berkurangnya cadangan batu to the gradual depletion of High-CV 6,400 GAR
bara High-CV 6.400 GAR. Inisiatif ini memperluas reserves. This initiative broadened the product
portofolio produk sekaligus meningkatkan fleksibilitas portfolio while enhancing the Company’s flexibility in
Perseroan dalam memenuhi kebutuhan pasar meeting regional and international market demand.
regional dan internasional.
Selain kegiatan produksi, Turangga Resources juga In addition to mining operations, Turangga
menjalankan aktivitas perdagangan batu bara, baik Resources also conducts coal trading activities,
dari tambang sendiri maupun dari sumber pihak both from its own mines and third-party sources,
ketiga, sebagai bagian dari strategi penguatan as part of its long-term strategy to strengthen the
bisnis coal trading. coal trading business.
Fasilitas Produksi Production Facilities
Fasilitas produksi yang diberikan Turangga The production facilities provided by Turangga
Resources mencakup crushing plant yang Resources include a crushing plant operated by
dioperasikan oleh ABB dengan kapasitas 2x500 ton ABB with a capacity of 2x500 tonnes per hour (tph),
per jam (tph), SMM (350 tph), dan TOP (500 tph); SMM (350 tph), and TOP (500 tph); a washing plant
washing plant yang dioperasikan oleh ABB dengan operated by ABB with a capacity of 125 tph, SMM (500
kapasitas 125 tph, SMM (500 tph), dan TOP (375 tph); tph), and TOP (375 tph); a hauling line with a capacity
jalur hauling dengan kapasitas 62 juta ton per tahun; of 62 million tonnes per year; the Paring Lahung
port stockpile Paring Lahung (kapasitas stockpile: port stockpile (stockpile capacity: 2.7 million tonnes,
2,7 juta ton, kapasitas loading: 8,7 juta ton per tahun), loading capacity: 8.7 million tonnes per year), the Teluk
intermediate stockpile Teluk Timbau (kapasitas Timbau intermediate stockpile (stockpile capacity:
stockpile: 1,7 juta ton, kapasitas unloading: 4,7 juta 1.7 million tonnes, unloading capacity: 4.7 million
ton per tahun, kapasitas loading: 10,9 juta ton per tonnes per year, loading capacity: 10.9 million tonnes
tahun); serta floating loading facility (dengan per year); and a floating loading facility (with a
kapasitas 7 juta ton per tahun). capacity of 7 million tonnes per year).
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Management Discussion and Analysis Pada tahun 2025, Perseroan melanjutkan In 2025, the Company continued to develop key pengembangan infrastruktur utama, termasuk infrastructure, including the completion of ABB penyelesaian Washing Plant 2 ABB pada Washing Plant 2 in November 2025, while construction November 2025, serta pembangunan Washing Plant 2 of SMM Washing Plant 2 remained in progress. SMM yang masih dalam tahap progres. Selain itu, Perseroan melakukan peningkatan In addition, the Company undertook capacity kapasitas fasilitas pelabuhan melalui proyek ekspansi enhancements at its port facilities through the SBTB Port SBTB dan perpanjangan Port Paring Lahung, guna Port expansion and the extension of Paring Lahung Port, mendukung kelancaran pengiriman dan pencapaian aimed at ensuring smooth logistics operations and target penjualan jangka menengah, khususnya supporting medium-term sales targets, particularly dalam rangka Project 15 Juta Ton Sales. in relation to the 15 Million Ton Sales Project. Strategi Usaha Business Strategy Pada tahun 2025, Turangga Resources mengusung In 2025, Turangga Resources adopted the tema strategis “Manifesting Visions into Reality”, strategic themes “Manifesting Visions into Reality,” “Empowering Growth through Accountability”, “Empowering Growth through Accountability,” and dan “Digital Transformation”, yang menegaskan “Digital Transformation,” reflecting the Company’s komitmen Perseroan dalam menerjemahkan visi commitment to translating long-term aspirations jangka panjang ke dalam eksekusi yang terukur, into measurable execution, accountability, and bertanggung jawab, dan berbasis teknologi. technology-driven performance. Strategi usaha difokuskan pada penguatan The business strategy focused on strengthening produktivitas dan efisiensi di tengah fluktuasi harga productivity and efficiency amid coal price volatility, batu bara, melalui optimalisasi struktur biaya, through optimisation of the cost structure, adaptive penerapan strategi harga yang adaptif untuk pricing strategies to achieve premium pricing, and memperoleh harga premium, serta penguatan enhanced Customer Relationship Management. Customer Relationship Management. Di sisi From a marketing perspective, the Company ensured pemasaran, Perseroan menjaga kualitas produk consistent product quality to customers, deepened hingga ke tangan pelanggan, memperluas penetrasi penetration of existing markets, and expanded into pasar eksisting, serta membuka pasar baru di Korea new markets such as South Korea, Taiwan, Japan, and Selatan, Taiwan, Jepang, dan Malaysia melalui produk Malaysia through its Mid-CV product. Mid-CV. Transformasi digital menjadi penggerak utama Digital transformation served as a key strategic strategi, dengan implementasi dan penguatan enabler, with the implementation and enhancement berbagai sistem seperti GPS Truck Data Integration, of systems including GPS Truck Data Integration, Water Level Forecasting, Barging Tracking Water Level Forecasting, Barging Tracking System, System, Coal Movement Tracking System, serta Coal Movement Tracking System, and SAP system pengembangan sistem SAP. Di sisi keberlanjutan, enhancements. On the sustainability front, the Perseroan terus memperkuat program keselamatan Company continued to strengthen occupational kerja, pengendalian lingkungan, dan pengembangan safety programmes, environmental controls, sumber daya manusia yang terintegrasi dengan and human capital development aligned with nilai inti BE A-PLUS, guna memastikan pertumbuhan the BE A-PLUS core values, to ensure responsible yang bertanggung jawab dan berkelanjutan. Risiko and sustainable growth. Operational risks due to operasional akibat faktor alam, seperti curah hujan natural factors, such as rainfall and river water level dan fluktuasi tinggi muka air sungai, diantisipasi fluctuations, are anticipated through facility readiness melalui kesiapan fasilitas dan perencanaan and adaptive operational planning. operasional yang adaptif. PT United Tractors Tbk - 2025 Annual Report 177
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Analisa dan Diskusi Manajemen
Seluruh strategi tersebut diarahkan untuk mendukung All of these strategies are directed toward achieving
pencapaian target jangka panjang Perseroan, yaitu the Company’s long-term objectives, namely the 15
Project 15 Juta Ton Sales pada tahun 2026 dan Million Ton Sales Project in 2026 and strengthening the
penguatan bisnis perdagangan batu bara. coal trading business.
Segmen Pertambangan Emas dan Mineral Mining Segment of Gold and
Lainnya Other Mineral
Segmen Pertambangan Emas dan Mineral The Gold and Other Minerals Mining Segment is
Lainnya dikelola oleh PTAR, SJR, dan SPR, yang managed by PTAR, SJR, and SPR, representing
merepresentasikan diversifikasi portofolio mineral the Company’s diversified mineral portfolio beyond
Perseroan di luar batu bara. Melalui segmen ini, coal. Through this segment, the Company conducts
Perseroan menjalankan kegiatan pertambangan gold and nickel mining activities across several
emas dan nikel yang tersebar di beberapa wilayah strategic regions in Indonesia, each with distinct
strategis di Indonesia, dengan karakteristik operasi, operational characteristics, project maturity levels,
tingkat kematangan proyek, serta profil risiko dan and risk and opportunity profiles.
peluang yang berbeda.
PTAR mengoperasikan Tambang Emas Martabe yang PTAR operates the Martabe Gold Mine located in South
berlokasi di Kabupaten Tapanuli Selatan, Sumatra Tapanuli Regency, North Sumatra. The mine is one of
Utara. Tambang ini merupakan salah satu aset emas Indonesia’s key gold assets, with an operational area
utama di Indonesia, dengan luas wilayah operasional covering 657 hectares as of December 2023, and all
mencapai 657 hektare per Desember 2023 dan activities are conducted under a 30-year Contract of
seluruh kegiatan operasionalnya berada di bawah Work (CoW) in cooperation with the Government of
pengawasan Kontrak Karya (KK) selama 30 tahun Indonesia. PTAR possesses integrated capabilities in
melalui kerja sama dengan Pemerintah Indonesia. exploration, mining, and gold and silver processing,
PTAR memiliki kapabilitas terintegrasi dalam kegiatan which form the primary foundation of this segment’s
eksplorasi, penambangan, serta pengolahan emas contribution to the Company’s performance.
dan perak, yang menjadi fondasi utama kontribusi
segmen ini terhadap kinerja Perseroan.
Seiring dengan keberlanjutan kegiatan eksplorasi In line with ongoing exploration and mine
dan pengembangan tambang, basis sumber daya development activities, the mineral resource base of
mineral Tambang Emas Martabe terus diperkuat. the Martabe Gold Mine continues to be strengthened.
Per 30 Juni 2025, sumber daya mineral Martabe As at 30 June 2025, Martabe’s mineral resources were
diperkirakan mencapai sekitar 6,4 juta ons emas dan estimated at approximately 6.4 million ounces of gold
58 juta ons perak. Hal ini mencerminkan keberhasilan and 58 million ounces of silver. This demonstrates the
upaya eksplorasi berkelanjutan dan menjadi success of sustained exploration efforts and provides
landasan penting bagi keberlangsungan operasi a strong foundation for the long-term continuity of
jangka panjang Tambang Emas Martabe. Gold Mining Martabe’s operations.
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SJR mengelola kegiatan pertambangan emas di SJR manages gold mining activities on Sumbawa
Pulau Sumbawa, Nusa Tenggara Barat, berdasarkan Island, West Nusa Tenggara, under an Open-Pit
Izin Usaha Pertambangan Operasi Terbuka (IUP-OP) Mining Business Permit (IUP-OP) valid from 2015
yang berlaku sejak tahun 2015 hingga 2035. Pada to 2035. In 2025, SJR began to make a tangible
tahun 2025, SJR mulai memberikan kontribusi nyata contribution to the Company’s consolidated
terhadap pendapatan konsolidasian Perseroan revenue as it entered a more stable operational
seiring dengan dimulainya fase operasi yang phase, supported by higher production and sales
lebih stabil dan peningkatan volume produksi volumes. With regard to sulphide ore processing, the
serta penjualan. Untuk pengolahan bijih sulphide, Flotation Plant remains in the commissioning stage,
fasilitas Flotation Plant masih berada pada tahap while the commissioning of the FBR Plant and Acid
commissioning, sementara commissioning FBR Plant Plant is scheduled for the fourth quarter of 2026.
dan Acid Plant direncanakan pada kuartal IV 2026.
Sementara itu, SPR merupakan pemegang Izin Usaha Meanwhile, SPR holds a Mining Business Permit
Pertambangan Operasi Produksi (IUP-OP) nikel di for Nickel Production Operations (IUP-OP) in North
Konawe Utara, Sulawesi Tenggara, dengan cadangan Konawe, Southeast Sulawesi, with low- to high-grade
nikel low hingga high grade. SPR berada pada fase nickel reserves. SPR is currently in a development
pengembangan menuju hilirisasi, dengan proyek phase toward downstream integration, with the
pembangunan smelter Rotary Kiln–Electric Furnace construction of a Rotary Kiln–Electric Furnace (RKEF)
(RKEF) yang diharapkan mulai beroperasi pada smelter expected to commence operations in
tahun 2027. Setelah fasilitas tersebut berproduksi 2027. Once the facility reaches optimal production,
secara optimal, SPR diharapkan dapat memberikan SPR is expected to make a more substantial
kontribusi yang lebih substansial terhadap kinerja contribution to the segment’s performance and
segmen dan mendukung strategi jangka panjang support the Company’s long-term strategy of
Perseroan dalam pengembangan bisnis mineral developing value-added mineral businesses.
bernilai tambah.
Penjualan Setara Emas Penjualan Bijih Nikel Pendapatan Bersih
Gold Equivalent Sales Sales of Nickel Ore Pertambangan Emas dan
Mineral Lainnya
Gold and Other
Mineral Mining Net
Revenues
227
Ribu ons
2,062
Ribu WMT
Rp14.0
Triliun
Thousand ounces Thousand WMT Trillion
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Produktivitas dan Penjualan Productivity and Sales
Pada tahun 2025, kinerja pertambangan emas In 2025, gold mining performance delivered strong
menunjukkan hasil yang kuat seiring lonjakan harga results, supported by a surge in global gold prices,
emas global yang mencapai kisaran USD4.300 per which reached approximately USD4,300 per ounce.
ons. Kondisi ini memberikan dampak positif terhadap This favourable price environment had a positive
pendapatan dan profitabilitas PTAR, meskipun impact on PTAR’s revenue and profitability, despite
terdapat tekanan margin akibat penyesuaian margin pressure arising from the increase in the gold
tarif royalti emas dari 10% menjadi 16%. Perseroan royalty rate from 10% to 16%. The Company responded
merespons dengan menjaga All-In Sustaining Cost by maintaining a competitive All-In Sustaining Cost
(AISC) tetap kompetitif melalui efisiensi operasional, (AISC) through operational efficiency, optimisation
optimalisasi proses produksi, serta peningkatan of production processes, and improvements in
metal recovery. metal recovery.
SJR melanjutkan fase awal produksi dengan fokus SJR continued its early production phase with a focus
pada peningkatan produktivitas oxide processing on improving the productivity of its oxide processing
plant dan penguatan kompetensi tenaga kerja. plant and strengthening workforce competencies.
Sepanjang tahun 2025, SJR mencatatkan volume Throughout 2025, SJR recorded a milled volume of
bijih yang digiling sebesar 5,8 juta ton yang terdiri 5.8 million tonnes, consisting of 0.6 million tonnes of
dari 0,6 juta ton bijih dan 5,2 juta ton waste, yang ore and 5.2 million tonnes of waste, reflecting and
mencerminkan dan menandai fase awal kontribusi marking the initial phase of SJR’s contribution to the
SJR terhadap kinerja konsolidasi Perseroan. Company’s consolidated performance.
PTAR mencatatkan volume bijih yang digiling sebesar PTAR recorded a total milled ore volume of 13.4 million
13,4 juta ton yang terdiri dari 6,1 juta ton bijih dan tonnes, consisting of 6.1 million tonnes of ore and 7.3
7,3 juta ton waste. Realisasi penjualan setara emas million tonnes of waste. Realized gold equivalent sales
dan pendapatan dicatat sebesar 227 ribu ons ons and revenue were recorded at 227 thousand ounces
dan Rp14,0 triliun. Kinerja ekspor emas tetap berjalan and Rp14.0 trillion. Gold export performance remained
stabil dari sisi volume dan pemenuhan kontrak stable in terms of volume and fulfilment of offtaker
offtaker, dengan peningkatan nilai penjualan yang contracts, with higher realised sales value in line with
sejalan dengan kenaikan harga emas global. the increase in global gold prices.
Di sisi nikel, kinerja SPR pada tahun 2025 menghadapi On the nickel side, SPR’s performance in 2025 faced
tekanan akibat oversupply global dan penurunan pressure due to global oversupply and declining
harga nikel dunia. Seluruh penjualan bijih nikel nickel prices. All nickel ore sales were directed to
difokuskan pada pasar domestik. Perseroan the domestic market. The Company emphasised
menekankan pengendalian biaya, efisiensi jarak cost control, haulage distance efficiency, and
angkut, dan penguatan kontrol kualitas bijih untuk strengthened ore quality control to sustain
menjaga keberlanjutan kinerja. performance continuity.
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Management Discussion and Analysis Volume Penjualan Setara Emas Gold Equivalent Sales Volume Ribu Ons Thousand Ounces 2025 227 2024 232 Pendapatan Bersih Segmen Pertambangan Emas Gold Mining Segment Net Revenue Rp Triliun Rp Trillion 2025 14.0 2024 9.9 Produk dan Layanan Products and Services PTAR menghasilkan dore bullion (campuran emas PTAR produces dore bullion (a gold–silver alloy), dan perak) yang dimurnikan oleh PT Aneka Tambang which is refined by PT Aneka Tambang (Persero) Tbk (Persero) Tbk dan dipasarkan sesuai standar London and marketed in accordance with London Bullion Bullion Market Association (LBMA). Market Association (LBMA) standards. SJR memproduksi emas dan perak dari bijih oksida SJR produces gold and silver from oxide ore with a dengan fokus pada konsistensi kualitas produk, serta focus on maintaining consistent product quality, tengah mempersiapkan diversifikasi produk melalui while also preparing for product diversification pengolahan bijih sulphide yang ke depan juga akan through sulphide ore processing, which in the future is menghasilkan produk sampingan berupa asam also expected to generate by-products in the form of sulfat (H2SO4). sulphuric acid (H2SO4). SPR memproduksi bijih nikel dengan spesifikasi SPR produces nickel ore with quality specifications kualitas yang disesuaikan dengan kebutuhan tailored to the requirements of domestic buyers. pembeli domestik. Pengendalian mutu dilakukan Quality control is implemented through strengthened melalui penguatan grade control, koordinasi grade control, coordinated sampling processes sampling bersama pembeli, serta pengelolaan with buyers, and flexible management of product fleksibilitas ketersediaan produk untuk menjaga availability to ensure sales stability. stabilitas penjualan. PT United Tractors Tbk - 2025 Annual Report 181
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Analisa dan Diskusi Manajemen
Fasilitas Produksi Production Facilities
PTAR mengoperasikan tiga pit terbuka dan fasilitas PTAR operates three open pits and a carbon-in-
pengolahan carbon-in-leach (CIL) yang didukung leach (CIL) processing facility, supported by tailings
infrastruktur tailing, pengolahan air, dan fasilitas infrastructure, water treatment systems, and other
pendukung lainnya. Pada tahun 2025, PTAR supporting facilities. In 2025, PTAR continued the
melanjutkan pengembangan dry stack tailing development of a dry stack tailings facility as part of
facility sebagai bagian dari Martabe Phase 2, untuk Martabe Phase 2, to address limitations in wet tailings
mengatasi keterbatasan kapasitas tailing basah dan capacity and ensure the long-term sustainability
memastikan keberlanjutan jangka panjang operasi. of operations.
SJR mengoperasikan oxide processing plant SJR operates an oxide processing plant that continues
yang terus dioptimalkan untuk mencapai target to be optimised to achieve targeted productivity, and
produktivitas, serta tengah menyelesaikan tahap is currently completing the commissioning phase of
commissioning fasilitas Flotation Plant untuk the Flotation Plant for sulphide ore processing. The
pengolahan bijih sulphide, dengan rencana commissioning of the FBR Plant and Acid Plant is
commissioning FBR Plant dan Acid Plant pada planned for the fourth quarter of 2026 as part of the
kuartal IV 2026 sebagai bagian dari pengembangan development of an integrated processing facility.
fasilitas terpadu. SPR didukung fasilitas SPR is supported by nickel mining and logistics
penambangan dan logistik nikel, serta melanjutkan facilities and continued the construction of a 2×33
pembangunan smelter RKEF 2×33 MVA dan persiapan MVA Rotary Kiln–Electric Furnace (RKEF) smelter,
pengembangan High Pressure Acid Leaching (HPAL) along with preparations for the development of
sebagai bagian dari strategi hilirisasi. High Pressure Acid Leaching (HPAL) as part of its
downstream strategy.
Strategi Usaha Business Strategy
Strategi Segmen Pertambangan Emas dan Mineral The strategy of the Gold and Other Minerals Mining
Lainnya pada tahun 2025 difokuskan pada penguatan Segment in 2025 was focused on strengthening
operational excellence, efisiensi biaya, dan kesiapan operational excellence, cost efficiency, and long-term
pertumbuhan jangka panjang. growth readiness.
PTAR melanjutkan pengembangan Martabe PTAR continued the development of Martabe Phase
Phase 2, meningkatkan metal recovery melalui 2, enhanced metal recovery through the fine grinding
inovasi fine grinding high cyanide, serta high cyanide innovation, and accelerated digital
mempercepat transformasi digital melalui High transformation through the implementation of a High
Precision Fleet Management System. Komitmen Precision Fleet Management System. The Company’s
keberlanjutan diperkuat melalui pembangunan commitment to sustainability was further reinforced
Stasiun Riset Keanekaragaman Hayati dan through the establishment of a Biodiversity Research
penerapan prinsip beyond compliance. Pada Station and the adoption of beyond compliance
tahun 2025, PTAR memperoleh PROPER Hijau principles. In 2025, PTAR received the PROPER Green
dari KLHK serta Subroto Award dari Kementerian rating from the Ministry of Environment and Forestry
ESDM sebagai pengakuan atas keunggulan (KLHK) and the Subroto Award from the MEMR
operasional dan tata kelola lingkungan. in recognition of its operational excellence and
environmental governance.
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SJR memprioritaskan percepatan pengembangan SJR prioritises the acceleration of employee
kompetensi karyawan, peningkatan produktivitas competency development, improvements in facility
fasilitas, serta benchmarking operasional dengan productivity, and operational benchmarking with
PTAR, sekaligus melanjutkan optimasi kapasitas PTAR, while continuing to optimise the capacity of
Oxide Processing Plant dan persiapan pengoperasian the Oxide Processing Plant and preparing for the
fasilitas pengolahan bijih sulphide sebagai sumber operation of sulphide ore processing facilities as a
pertumbuhan jangka menengah. source of medium-term growth.
SPR memfokuskan strategi pada operational SPR focused its strategy on operational effectiveness,
effectiveness, kesiapan operasi smelter, efisiensi smelter operation readiness, cost efficiency, and
biaya, serta penguatan sistem informasi yang strengthening integrated information system.
terintegrasi. Perseroan juga meningkatkan kepatuhan The Company also enhanced regulatory compliance,
terhadap regulasi, termasuk penertiban kawasan including the management of forest area utilisation,
hutan, ketentuan perpajakan daerah, serta persiapan adherence to regional tax regulations, and
menghadapi perubahan mekanisme RKAB 2026. Ke preparations for changes in the 2026 RKAB mechanism.
depannya, SPR menargetkan peningkatan peringkat Going forward, SPR targets improvements in its PROPER
PROPER, penguatan SMKP ESDM, dan implementasi rating, strengthened Energy and Mineral Resources
internal Good Mining Practices. SMKP compliance, and the internal implementation of
Good Mining Practices.
All of these strategies form a solid foundation for the
Seluruh strategi tersebut menjadi fondasi bagi
Company to navigate commodity price volatility
Perseroan dalam menghadapi volatilitas harga
while preparing for business transformation through
komoditas sekaligus mempersiapkan transformasi
downstream development, digitalisation, and
bisnis melalui hilirisasi, digitalisasi, dan praktik
responsible mining practices.
pertambangan yang bertanggung jawab.
Other Segments
Segmen Lainnya
The Other Segments comprises business activities
Segmen Lainnya mencakup kegiatan usaha di
in the construction and energy sectors, operated
bidang konstruksi dan energi, yang masing-masing
respectively by ACSET and EPN. Through this segment,
dijalankan oleh ACSET dan EPN. Melalui segmen
the Company broadens its business portfolio into
ini, Perseroan memperluas portofolio bisnisnya
sectors that support national development while
ke sektor pendukung pembangunan nasional
advancing the energy transition agenda, with business
sekaligus mendukung agenda transisi energi,
characteristics that are diverse yet complementary.
dengan karakteristik usaha yang relatif beragam dan
saling melengkapi.
In the construction sector, ACSET operates as a
Di bidang konstruksi, ACSET berperan sebagai
specialised contractor with a focus on high value-
kontraktor yang memiliki keahlian khusus (specialised
added projects that require advanced technical
contractor) dengan fokus pada proyek-proyek bernilai
capabilities. Supported by its subsidiaries and joint
tambah tinggi dan kompleks secara teknis. Dengan
ventures, ACSET delivers integrated construction
dukungan anak perusahaan dan ventura bersama,
services covering foundation works, building
ACSET menyediakan layanan konstruksi terintegrasi
construction, transportation infrastructure, industrial
yang mencakup pekerjaan fondasi, bangunan
estates, data centres, and healthcare facilities. The
gedung, infrastruktur transportasi, kawasan industri,
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Analisa dan Diskusi Manajemen
pusat data, hingga fasilitas kesehatan. Keberadaan presence of dedicated workshops and a development
workshop dan development center turut memperkuat centre further strengthens ACSET’s capacity to ensure
kapabilitas ACSET dalam menjaga kualitas, efisiensi, quality, efficiency, and timely project execution.
dan ketepatan waktu pelaksanaan proyek.
Sementara itu, di bidang energi, EPN berperan Meanwhile, in the energy sector, EPN serves as the
sebagai perusahaan induk dalam pengembangan holding company for the Company’s energy business
bisnis energi Perseroan, dengan fokus jangka development, with a long-term focus on renewable
panjang pada energi terbarukan dan ramah and environmentally friendly energy. EPN manages
lingkungan. EPN mengelola portofolio pembangkitan a diversified power generation portfolio, including
listrik yang mencakup pembangkit berbasis batu coal-based power plants to support the internal
bara untuk mendukung kebutuhan internal grup, group requirements, as well as renewable energy
serta pembangkit energi terbarukan seperti tenaga facilities such as hydropower, geothermal, and solar
air, panas bumi, dan tenaga surya. Seiring dengan power. In line with its diversification and energy
strategi diversifikasi dan transisi energi, EPN secara transition strategy, EPN continues to actively develop
aktif mengembangkan proyek-proyek energi baru new renewable energy projects through organic
dan terbarukan, baik melalui pengembangan sendiri, growth, strategic partnerships, and investments in
kerja sama strategis, maupun investasi pada entitas subsidiaries and affiliated entities.
anak dan afiliasi.
Pada tahun 2025, Segmen Lainnya beroperasi dalam In 2025, the Other Segments operated amid a business
lingkungan usaha yang dipengaruhi oleh dinamika environment shaped by global macroeconomic
makroekonomi global, penyesuaian kebijakan dynamics, regulatory adjustments, and increasing
pemerintah, serta meningkatnya tuntutan terhadap demands for efficiency, sustainability, and environmental
efisiensi, keberlanjutan, dan kepatuhan lingkungan. compliance. Against this backdrop, the Company
Di tengah kondisi tersebut, Perseroan memandang views the Other Segment as an important pillar for
Segmen Lainnya sebagai pilar penting untuk menjaga maintaining portfolio balance while creating long-term
keseimbangan portofolio bisnis sekaligus membuka growth opportunities in value-added construction and
peluang pertumbuhan jangka panjang di sektor sustainable energy businesses.
konstruksi bernilai tambah dan energi berkelanjutan.
Produktivitas dan Penjualan Productivity and Sales
Pada tahun 2025, kinerja Segmen Lainnya In 2025, the performance of the Other Segments
menunjukkan perbaikan dibandingkan tahun showed improvement compared to the previous year,
sebelumnya, meskipun masih dihadapkan pada although it continued to face global macroeconomic
dinamika makroekonomi global dan penyesuaian dynamics and domestic policy adjustments.
kebijakan domestik. Di tengah perlambatan ekonomi Amid moderate global economic slowdown and
global dan ketidakpastian geopolitik, perekonomian geopolitical uncertainty, Indonesia’s economy
Indonesia relatif stabil, didukung oleh konsumsi remained relatively stable, supported by domestic
domestik serta keberlanjutan proyek infrastruktur consumption and the continuation of strategic
strategis, kawasan industri, dan pengembangan infrastructure projects, industrial estates, and digital
fasilitas digital. Kondisi ini memberikan ruang facilities. This environment provided the Company with
bagi Perseroan untuk mengoptimalkan kinerja opportunities to optimize operational performance
operasional di segmen konstruksi dan energi. across the construction and energy businesses.
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Management Discussion and Analysis Di segmen konstruksi, ACSET mencatat peningkatan In the construction segment, ACSET recorded improved produktivitas operasional yang didorong oleh operational productivity driven by enhanced project perbaikan manajemen proyek, penerapan digitalisasi, management, accelerated digitalisation, and a serta selektivitas dalam pemilihan proyek dengan more selective approach in undertaking projects profil risiko yang terkendali. Fokus ACSET pada sektor- with controlled risk profiles. ACSET’s focus on sectors sektor dengan permintaan yang relatif stabil dan with relatively stable and growing demand, such as bertumbuh, seperti data center, fasilitas kesehatan, data centres, healthcare facilities, industrial estates, kawasan industri, dan infrastruktur transportasi, turut and transportation infrastructure, supported the mendukung kesinambungan volume pekerjaan. sustainability of its work volume. Dari sisi penjualan dan pendapatan, ACSET From a sales and revenue perspective, ACSET memperoleh kontribusi dari masuknya proyek-proyek benefited from new project awards and the baru serta berlanjutnya pengerjaan proyek eksisting, continuation of existing projects, although meskipun secara konsolidasi masih menghadapi consolidated performance remained affected by the tekanan dari penyelesaian legacy projects. completion of legacy projects. Sementara itu, di Segmen Energi, EPN mencatat Meanwhile, in the Energy Segment, EPN delivered kinerja operasional yang lebih kuat dibandingkan stronger operational performance compared to tahun 2024. Produktivitas pembangkit listrik 2024. Power plant productivity improved in line with meningkat seiring dengan membaiknya higher operational reliability and reduced outage keandalan operasi dan penurunan jam gangguan hours. The performance of PLTU Mulut Tambang ( outage). Kinerja PLTU Mulut Tambang PAMA- PAMA-1, PLTM Besai Kemu, and other renewable 1, PLTM Besai Kemu, serta pembangkit energi power plants demonstrated stable production levels, terbarukan lainnya menunjukkan realisasi supporting increased electricity sales throughout the produksi yang stabil dan mendukung peningkatan year. In the solar energy business, the development penjualan listrik sepanjang tahun. Di sisi energi and installation of Rooftop Solar PV continued surya, pengembangan dan instalasi Rooftop Solar as part of the Company’s diversification and PV terus berlanjut sebagai bagian dari strategi energy transition strategy. diversifikasi dan transisi energi. Dari sisi penjualan dan profitabilitas, Segmen Energi In terms of sales and profitability, the Energy memperoleh manfaat dari peningkatan volume Segment benefited from higher electricity sales penjualan listrik, efisiensi biaya operasional, serta volumes, improved operational cost efficiency, struktur permodalan yang relatif stabil. Selain itu, and a relatively stable capital structure. In addition, proyek-proyek strategis seperti pemulihan kinerja strategic initiatives such as geothermal power plant pembangkit panas bumi dan pengembangan performance recovery and the development of pembangkit berbasis energi terbarukan terus renewable energy projects continued to be advanced dipersiapkan untuk mendukung pertumbuhan to support medium and long-term growth. In 2025, jangka menengah dan panjang. Pada tahun 2025, net revenue from the Other Segments was recorded pendapatan bersih dari Segmen Lainnya tercatat at Rp2.4 trillion. sebesar Rp2,4 triliun. PT United Tractors Tbk - 2025 Annual Report 185
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Analisa dan Diskusi Manajemen
Produk dan Layanan Products and Services
Industri Konstruksi Construction Industry
ACSET dikenal sebagai kontraktor dengan keahlian ACSET is recognised as a specialised contractor
khusus (specialised contractor) yang menyediakan delivering integrated construction services, particularly
layanan konstruksi terintegrasi, khususnya untuk for projects with high technical complexity and stringent
proyek-proyek dengan kompleksitas teknis tinggi quality standards. Its capabilities are supported
dan standar kualitas yang ketat. Keahlian tersebut by extensive operational experience, continuous
didukung oleh pengalaman operasional, inovasi innovation, and a network of subsidiaries and joint
berkelanjutan, serta jaringan anak perusahaan dan ventures.
ventura bersama.
Layanan utama ACSET meliputi: ACSET’s main services include:
1. Spesialisasi Fondasi dan Ground Engineering 1. Foundation and Ground Engineering Specialisation
ACSET memiliki kompetensi dalam pengerjaan ACSET has strong capabilities in foundation and
fondasi dan dinding diafragma, termasuk bored diaphragm wall works, including large-diameter
pile berdiameter besar, deep bored pile, serta bored piles, deep bored piles, and soil improvement.
pekerjaan perbaikan tanah (soil improvement). All foundation works are carried out through
Seluruh kegiatan fondasi dilaksanakan melalui PT Acset Fondasi Indonusa as a specialised entity
PT Acset Fondasi Indonusa sebagai entitas to ensure consistent quality and execution.
spesialis, untuk memastikan kualitas dan
konsistensi pelaksanaan proyek.
2. Jasa Konstruksi Bangunan dan Infrastruktur 2. Building and Infrastructure Construction Services
ACSET menyediakan layanan konstruksi untuk ACSET provides construction services for premium
bangunan gedung berkualitas premium, kawasan buildings, industrial estates, warehouses and
industri, gudang dan logistik, fasilitas kesehatan, logistics facilities, healthcare facilities, and data
serta proyek data center yang membutuhkan centres that require high precision and operational
presisi tinggi dan keandalan operasional. ACSET reliability. ACSET also delivers transportation
juga memiliki kapabilitas untuk mengelola proyek infrastructure projects through an integrated
infrastruktur transportasi dengan pendekatan engineering approach.
rekayasa yang terintegrasi.
3. Mekanikal, Elektrikal, dan Plumbing (MEP) 3. Mechanical, Electrical, and Plumbing (MEP)
Layanan MEP disediakan melalui PT Bintai MEP services are delivered through PT Bintai
Kindenko Engineering Indonesia (BINKEI), Kindenko Engineering Indonesia (BINKEI), covering
mencakup perencanaan, instalasi, hingga design, installation, and commissioning as part of
pengujian sistem mekanikal, elektrikal, dan a comprehensive construction solution.
plumbing sebagai bagian dari solusi konstruksi
menyeluruh.
4. Jasa Penunjang Konstruksi 4. Construction Supporting Services
ACSET menyediakan jasa penunjang berupa sistem ACSET offers supporting services including formwork
formwork dan bekisting, penyewaan passenger hoist and scaffolding systems, passenger hoist and
dan tower crane, serta concrete pumping melalui tower crane rental, and concrete pumping through
entitas anak PT Aneka Raya Konstruksi Mesindo. subsidiaries PT Aneka Raya Konstruksi Mesindo.
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Management Discussion and Analysis Seluruh layanan tersebut diperkuat dengan penerapan All services are strengthened by the implementation Building Information Modelling (BIM), Common Data of Building Information Modelling (BIM), Common Data Environment (CDE), serta metode konstruksi berbasis Environment (CDE), and digital-based construction digital untuk meningkatkan efisiensi, akurasi, dan methods to enhance efficiency, accuracy, and quality kualitas hasil pekerjaan. outcomes. Energi Energy EPN mengelola dan mengembangkan portofolio EPN manages and develops the Company’s energy energi Perseroan dengan fokus pada penyediaan portfolio with a focus on reliable power supply and the energi yang andal serta pengembangan energi baru expansion of new and renewable energy. dan terbarukan. Produk dan layanan EPN meliputi: EPN’s products and services include: • Pembangkit Listrik Konvensional dan Pendukung • Conventional Power Plants Supporting Group Operasi Grup Operations EPN mengelola pembangkit listrik untuk EPN operates power plants supporting internal mendukung kebutuhan operasional internal grup, group operations, including the PAMA-1 Mine Mouth termasuk PLTU Mulut Tambang PAMA-1, guna Power Plant, to ensure energy supply reliability. memastikan keandalan pasokan energi. • Pembangkit Energi Terbarukan • Renewable Energy Power Plants Portofolio energi terbarukan EPN mencakup EPN’s renewable energy portfolio includes run-of- pembangkit listrik tenaga air aliran sungai river hydropower plants, geothermal power plants, langsung, pembangkit listrik tenaga panas and solar power development. bumi, serta pengembangan pembangkit listrik tenaga surya. • Rooftop Solar PV dan Solusi Energi Terintegrasi • Rooftop Solar PV and Integrated Energy Solutions EPN menyediakan layanan Rooftop Solar PV EPN provides Rooftop Solar PV services for Astra bagi fasilitas internal Grup Astra dan pelanggan Group facilities and external customers, including eksternal, termasuk solusi hibrida dengan Battery hybrid solutions with Battery Energy Storage Energy Storage System (BESS) untuk mendukung Systems (BESS) to enhance energy reliability and keandalan dan efisiensi energi, khususnya di area efficiency, particularly in mining areas. pertambangan. • Pengembangan Energi Berbasis Teknologi dan • Technology-Based and Environmental Energy Lingkungan Development EPN terlibat dalam pengembangan proyek waste- EPN is involved in waste-to-energy project to-energy melalui skema KPBU serta riset teknologi development under PPP schemes and conducts Microbial Fuel Cells (MFC) sebagai bagian dari Microbial Fuel Cells (MFC) technology research as eksplorasi solusi energi masa depan yang lebih part of future-oriented sustainable energy solutions. berkelanjutan. PT United Tractors Tbk - 2025 Annual Report 187
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Analisa dan Diskusi Manajemen
Strategi Usaha Business Strategy
Strategi usaha Segmen Lainnya pada tahun 2025 The business strategy of the Other Segments in 2025
difokuskan pada penguatan operational excellence, focused on strengthening operational excellence,
peningkatan efisiensi, serta kesiapan pertumbuhan enhancing efficiency, and ensuring long-term
jangka panjang melalui digitalisasi dan diversifikasi growth readiness through digitalisation and portfolio
portofolio bisnis. diversification.
Di ACSET, strategi diarahkan pada selektivitas At ACSET, the strategy emphasised selective project
proyek dengan margin yang sehat dan risiko yang acquisition with healthy margins and controlled
terkelola, serta penguatan posisi di sektor-sektor risks, while strengthening its presence in structurally
dengan pertumbuhan struktural, seperti data growing sectors such as data centres, industrial
center, kawasan industri, dan fasilitas kesehatan. estates, and healthcare facilities. ACSET enhanced
ACSET memperkuat kapabilitas engineering melalui its engineering capabilities through the use of
pemanfaatan Building Information Modeling Building Information Modeling (BIM), digital-based
(BIM), pengembangan desain berbasis digital, design development, and the implementation of
serta penerapan berbagai platform digital seperti digital platforms including eComsys, SAP-based
eComsys, performance dashboard berbasis SAP, performance dashboards, price prediction tools,
price prediction tools, dan digital procurement untuk and digital procurement systems to improve
meningkatkan akurasi perencanaan, pengendalian planning accuracy, cost control, and project
biaya, dan pengambilan keputusan proyek. Selain decision-making. In parallel, ACSET continued
itu, ACSET terus memperkuat budaya keselamatan, to strengthen its safety culture, sustainability
keberlanjutan, dan pengembangan kompetensi practices, and human capital development
sumber daya manusia sebagai fondasi keberhasilan as key foundations for long-term success.
jangka panjang.
Sementara itu, EPN memfokuskan strategi pada Meanwhile, EPN focused its strategy on expanding
pengembangan portofolio energi terbarukan yang its renewable energy portfolio in line with the
sejalan dengan aspirasi transisi energi Perseroan. Company’s energy transition aspirations. Key
Fokus utama mencakup peningkatan keandalan priorities included improving the reliability of existing
pembangkit eksisting, pengembangan pembangkit power plants, developing hydropower and solar
tenaga air dan tenaga surya, percepatan proyek energy projects, accelerating strategic initiatives
strategis seperti PLTSa, serta eksplorasi peluang such as waste-to-energy projects, and exploring
investasi greenfield maupun akuisisi aset energi greenfield investments as well as acquisitions of
terbarukan. EPN juga memperkuat kemitraan renewable energy assets. EPN also strengthened
strategis dengan pengembang bereputasi strategic partnerships with reputable international
internasional untuk mendukung pengembangan developers to support the development of large-
proyek berskala nasional. scale national energy projects.
Transformasi digital menjadi enabler utama strategi Digital transformation served as a key strategic
EPN melalui penguatan sistem ERP, digitalisasi enabler for EPN through the enhancement of ERP
keuangan dan operasional, serta pemanfaatan systems, digitalisation of financial and operational
platform data terintegrasi sebagai single source of processes, and the utilisation of integrated data
truth. Seluruh inisiatif strategis tersebut diarahkan platforms as a single source of truth. All strategic
untuk meningkatkan daya saing Segmen Lainnya, initiatives are aimed at strengthening the
menjaga ketahanan bisnis di tengah dinamika competitiveness of the Other Segments, enhancing
industri, serta menciptakan nilai jangka panjang business resilience amid industry dynamics,
yang berkelanjutan bagi seluruh pemangku and creating sustainable long-term value for
kepentingan. all stakeholders.
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Aspek Pemasaran
Marketing Aspect
Strategi pemasaran Perseroan menitikberatkan pada
solusi menyeluruh dan kemitraan jangka panjang untuk
memperkuat loyalitas pelanggan di tengah persaingan
yang semakin dinamis.
The Company’s marketing strategy emphasizes total solutions and long-
term partnerships to strengthen customer loyalty in an increasingly
dynamic competitive landscape.
Strategi Pemasaran dan Pangsa Pasar Marketing Strategies and Market Share
Mesin Konstruksi Construction Machinery
Perseroan dalam strategi pemasarannya berfokus The Company’s marketing strategy focuses on
pada pertumbuhan yang berkelanjutan dengan sustainable growth by continuously developing
terus mengembangkan inovasi sehingga dapat innovations that provide added value to customers.
memberikan nilai tambah bagi pelanggan. Perseroan The Company continues to improve digitalization in
terus meningkatkan pengembangan pada digitalisasi every business process. This is done to provide the
di setiap proses bisnisnya. Hal tersebut dilakukan best service in all aspects in line with customer needs.
untuk memberikan pelayanan terbaik bagi seluruh
aspek yang sesuai dengan kebutuhan pelanggan.
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Analisa dan Diskusi Manajemen
Dalam menghadapi persaingan industri alat berat In facing the ever-growing competition in the heavy
yang terus berkembang, Perseroan berinovasi dengan equipment industry, the Company innovates by
memberikan pelayanan purnajual melalui program providing after-sales services through periodic
perawatan berkala serta program perlindungan suku maintenance programs and spare parts protection
cadang, sehingga menjamin kualitas perawatan programs, thereby ensuring the quality of unit
unit dan didukung oleh jaringan purnajual Perseroan maintenance and supported by the Company’s after-
yang telah tersebar di seluruh Indonesia. sales network that has spread throughout Indonesia.
Selain itu, Perseroan memanfaatkan peluang In addition, the Company is capitalizing on
dalam memperluas jangkauan pasarnya melalui opportunities to expand its market reach by
peningkatan pada cakupan pasar agar dapat increasing its market coverage in order to contribute
berkontribusi pada proyek-proyek strategis nasional, to strategic national projects, including infrastructure
termasuk pembangunan infrastruktur, sektor pertanian, development, the agricultural sector, the forestry
sektor kehutanan dan sektor pertambangan. sector, and the mining sector.
Kontraktor Penambangan Mining Contracting
Strategi yang dilakukan PAMA dalam mengelola PAMA’s strategy in managing and increasing
dan meningkatkan loyalitas pelanggan yakni customer loyalty is to provide high-quality service,
dengan memberikan pelayanan berkualitas tinggi, ensure operational reliability, equipment and
memastikan keandalan operasional, kesiapan alat manpower readiness, and increase interaction with
dan manpower, serta meningkatkan interaksi dengan customers to understand their needs and provide
pelanggan untuk memahami kebutuhan mereka dan appropriate solutions.
menyediakan solusi yang tepat.
PAMA dengan melibatkan pelanggan melakukan PAMA involves customers in research and
kerjasama dalam research and development dan development collaborations and implements
menerapkan inovasi berkelanjutan yang menunjang sustainable innovations that support operational
aspek operasional. Secara berkala, PAMA melakukan aspects. PAMA regularly conducts customer
survei kepuasan pelanggan dan umpan balik satisfaction surveys and feedback to understand
untuk memahami sejauh mana tingkat kepuasan the level of customer satisfaction with the
pelanggan atas layanan yang diberikan. services provided.
Pertambangan Batu Bara Termal dan Metalurgi Thermal and Metallurgical Coal Mining
Strategi utama yang dilakukan Turangga Resources Turangga Resources’ main strategy is to ensure that
yaitu memastikan kualitas batu bara terjaga hingga the quality of coal is maintained until it reaches the
di tangan pelanggan serta penentuan skema customer and to determine the best pricing scheme.
harga terbaik. Turangga Resources melalui anak Through its subsidiary PMM, Turangga Resources
perusahaan PMM terus berusaha meningkatkan continues to strive to increase sales of coal obtained
penjualan batu bara yang diperoleh melalui sumber from external sources to boost sales volume.
eksternal untuk mendorong volume penjualan.
Pertambangan Emas dan Mineral Lainnya Gold and Other Mineral Mining
PTAR menghasilkan produk akhir berupa butiran emas PTAR produces final products in the form of gold and
dan perak dengan kemurnian masing-masing 99,99% silver granules with purities of 99.99% and 99.95%
dan 99,95% yang seluruhnya diekspor ke Singapura respectively, all of which are exported to Singapore
untuk dijual di pasar logam mulia internasional. for sale on the international precious metals market.
PTAR secara langsung menjual produknya kepada PTAR sells its products directly to buyers without
pembeli tanpa menggunakan mediator atau anak using intermediaries or subsidiaries to facilitate sales.
perusahaan untuk memfasilitasi penjualan. Penjualan Sales are conducted on the spot basis based on
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Management Discussion and Analysis dilakukan secara spot basis berdasarkan negosiasi negotiations between PTAR and buyers with reference antara PTAR dan pembeli dengan mengacu pada to market prices. All PTAR products originate from harga pasar. Seluruh produk PTAR berasal dari London Bullion Market Association (LBMA) certified refinery emas dan perak bersertifikat London Bullion gold and silver refineries, ensuring their quality. Market Association (LBMA) sehingga kualitasnya dapat dipertanggungjawabkan. Segmen Mineral Lainnya Other Segments Strategi yang dilakukan ACSET dengan berfokus pada ACSET’s strategy focuses on strengthening internal penguatan kompetensi internal serta efisiensi sumber competencies and the efficiency of resources and daya dan proses bisnis guna memenuhi tuntutan business processes in order to meet the demands of pasar yang semakin dinamis. Dengan strategi ini, an increasingly dynamic market. With this strategy, diharapkan dapat mengurangi dampak negatif dari it is hoped that the negative impact of industry ketidakpastian industri dan tetap fokus pada peluang uncertainty can be reduced and the focus can remain yang dapat menghasilkan nilai jangka panjang. on opportunities that can generate long-term value. EPN dalam kegiatan usahanya menerapkan strategi EPN applies a Cost Leadership strategy in its business Cost Leadership dalam aspek initial investment baik di activities in terms of initial investment in both Solar Solar PV maupun Hidro. EPN siap memberikan kualitas PV and Hydro. EPN is ready to provide good quality yang baik dengan investasi yang terjangkau. Selain at an affordable investment. In addition, in terms itu, dari sisi desain engineering, EPN melakukannya of engineering design, EPN works with great detail dengan sangat detail dan akurasi tinggi, sehingga and high accuracy, which adds value for potential menjadi value bagi calon pelanggan EPN untuk EPN customers who want to collaborate with EPN. In bisa berkolaborasi dengan EPN. Dari sisi pemilihan terms of technology selection, EPN strives to provide teknologi, EPN berupaya memberikan penerapan technology applications in accordance with field teknologi sesuai dengan kebutuhan di lapangan dan requirements and customer demand. permintaan pelanggan. EPN menerapkan strategi dengan mendiversifikasi bisnis EPN implements a strategy of diversifying its solar PLTS yang dipasang di luar wilayah izin ketenagalistrikan power plant business by installing plants outside PLN (off-grid) yang diimplementasikan secara the PLN electricity permit area (off-grid), which are hibrid dengan kombinasi penggunaan panel surya implemented in a hybrid manner combining the use dengan BESS atau generator set (genset) di daerah of solar PV with BESS or generators in the coal mining pertambangan batu bara grup Perseroan. Selain dapat areas of the Company’s group. This not only reduces mengurangi biaya operasional penggunaan bahan the operational costs of using diesel fuel but also bakar solar, juga mengurangi emisi karbon. reduces carbon emissions. Kerjasama Strategis Strategic Partnerships Perseroan senantiasa membangun sinergi dengan The Company continuously builds synergy with pelanggan dalam rangka mewujudkan keberhasilan customers in order to achieve mutual success. Various bersama. Berbagai skema kemitraan telah partnership schemes have been implemented to diimplementasikan guna mendukung tercapainya support the achievement of a more efficient cost struktur biaya yang lebih efisien serta tingkat structure and optimal production levels on the produksi yang optimal di sisi pelanggan. customer side. Sebagai bagian dari nilai tambah layanan, Perseroan As part of its value-added services, the Company menyediakan beragam program yang mendukung provides a range of programs that support the perumusan dan penerapan strategi perawatan, formulation and implementation of integrated aplikasi, dan operasi unit secara terintegrasi. Inisiatif maintenance, application, and unit operation PT United Tractors Tbk - 2025 Annual Report 191
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Analisa dan Diskusi Manajemen
tersebut diharapkan membantu pelanggan dalam strategies. These initiatives are expected to help
mencapai tingkat operational excellence pada customers achieve operational excellence in their
kegiatan usahanya. business activities.
Perseroan juga secara berkelanjutan mempererat The Company also continuously strengthens
kolaborasi dengan para principal untuk menjamin its collaboration with principals to ensure
kecukupan pasokan unit dalam mendukung rencana sufficient unit supply in support of sales plans,
penjualan, sekaligus mengembangkan berbagai nilai while developing various value-added offerings
tambah yang dapat ditawarkan kepada pelanggan. for customers. Various cooperation initiatives
Berbagai inisiatif kerja sama dengan principal yang with principals are being carried out, including:
dijalankan antara lain:
• Memastikan principal Komatsu meningkatkan • Ensuring Komatsu principals increase production
kapasitas produksi dan alokasi unit melalui capacity and unit allocation through the use of
pemanfaatan sumber pasokan yang lebih more diverse (multi-source) supply sources.
beragam (multi-source).
• Memperluas dan menyempurnakan daftar • Expanding and refining the Preventive
program Preventive Maintenance Package Maintenance Package (PMP) program list to
(PMP) agar lebih selaras dengan kebutuhan dan better align with customer needs and operational
karakteristik operasi pelanggan. characteristics.
• Memperkuat aktivitas publikasi digital, termasuk • Strengthening digital publishing activities, including
melalui media sosial, newsletter, dan kanal lainnya, through social media, newsletters, and other
sehingga informasi dapat tersampaikan kepada channels, so that information can be conveyed to
pelanggan secara lebih cepat dan efektif. customers more quickly and effectively.
• Menyediakan unit demo, khususnya ekskavator • Providing demo units, especially small and
berukuran kecil dan menengah di berbagai sektor, medium-sized excavators in various sectors, so
agar pelanggan dapat merasakan langsung that customers can experience the performance
performa dan keandalan produk Komatsu. and reliability of Komatsu products firsthand.
Strategi Harga Pricing Strategy
Perseroan pada prinsipnya menerapkan strategi The Company basically applies a pricing strategy
penetapan harga dengan mempertimbangkan nilai that takes into account the overall value of the
produk secara menyeluruh. Pertimbangan tersebut product. These considerations include technological
mencakup aspek teknologi dan digitalisasi yang and digitalization aspects that support the smooth
mendukung kelancaran operasional pelanggan, operation of customers, the reliability of product
keandalan product support yang berkontribusi pada support that contributes to lower unit maintenance
penurunan biaya perawatan unit, serta dinamika costs, as well as the dynamics of competition
persaingan dan tingkat penerimaan pasar terhadap and the level of market acceptance of the
produk Perseroan. Company’s products.
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Prospek dan Rencana ke Depan
Prospect and Future Plans
Dengan 3P roadmap dan Aspirasi Keberlanjutan 2030,
Perseroan melangkah maju memperluas diversifikasi
usaha dan memperkuat kontribusi pada ekonomi
rendah karbon.
Guided by the 3P roadmap and its 2030 Sustainability Aspirations,
the Company moves forward to expand business diversification and
strengthen its contribution to a low-carbon economy.
Industri komoditas diperkirakan tetap menjadi The commodities industry is expected to remain a
kontributor utama bagi kinerja seluruh lini bisnis major contributor to the performance of all of the
Perseroan, seiring masih kuatnya keterkaitan Company’s business lines, given the strong link
portofolio usaha Perseroan dengan sektor tersebut. between the Company’s business portfolio and this
Meskipun laporan internasional memproyeksikan sector. Although international reports project that
harga komoditas global cenderung melemah dalam global commodity prices will tend to weaken in the
beberapa tahun ke depan, level harga secara umum coming years, price levels in general remain above
masih berada di atas rata‑rata pra‑pandemi, pre-pandemic averages, thus continuing to provide
sehingga tetap memberikan ruang pertumbuhan room for growth and business opportunities for
dan peluang usaha bagi Perseroan. the Company.
Berdasarkan data dan proyeksi dari International Based on data and projections from the International
Energy Agency (IEA), permintaan batu bara masih Energy Agency (IEA), coal demand is still driven by
didorong oleh sektor pembangkit listrik, terutama di the power generation sector, especially in developing
negara-negara berkembang, di mana pertumbuhan countries, where electricity consumption is growing
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Analisa dan Diskusi Manajemen
konsumsi listrik tinggi. Namun, ekspansi energi rapidly. However, the expansion of renewable energy
terbarukan (seperti surya dan angin) memberikan (such as solar and wind) is putting long-term pressure
tekanan jangka panjang pada penggunaan on coal use.
batu bara.
Sedangkan pada emas, diproyeksikan akan terus Meanwhile, gold is projected to continue to
mengalami lonjakan yang signifikan. Peningkatan experience a significant surge. This increase reflects
ini mencerminkan akselerasi dalam kegiatan the acceleration in domestic gold mining and
pertambangan sekaligus pemurnian emas di refining activities, as part of the national mineral
dalam negeri, sebagai bagian dari strategi hilirisasi resource downstreaming strategy. The price of
sumber daya mineral nasional. Harga emas di masa gold in the future is expected to exceed USD3,300 to
mendatang diperkirakan dapat menembus USD3.300 USD4,000 per ounce if geopolitical tensions continue
hingga USD4.000 per ons jika ketegangan geopolitik to escalate and global benchmark interest rates
terus meningkat dan suku bunga acuan global begin to soften.
mulai melunak.
Pasar nikel global menghadapi tekanan oversupply The global nickel market faces considerable
yang cukup besar di tahun 2025. Kondisi ini oversupply pressure in 2025. This condition reflects
mencerminkan bahwa meskipun ada permintaan that despite growing demand, capacity expansion
tumbuh, ekspansi kapasitas di produsen utama in major producers such as Indonesia has led to
seperti Indonesia membuat pasokan melimpah. abundant supply. This oversupply cycle has pushed
Siklus kelebihan pasokan ini mendorong harga nikel nickel prices to low levels.
jatuh ke level rendah.
Selain itu, dalam Rencana Usaha Penyediaan In addition, in the 2021-2030 Electricity Supply Business
Tenaga Listrik (RUPTL) 2021–2030 yang disusun oleh Plan (RUPTL) prepared by the MEMR, the government
Kementerian ESDM, Pemerintah merencanakan plans to add approximately 40.6 gigawatts of power
tambahan kapasitas pembangkit listrik sekitar plant capacity by 2030. Of the total planned addition,
40,6 gigawatt hingga tahun 2030. Dari total rencana approximately 20.9 gigawatts or approximately
penambahan tersebut, sekitar 20,9 gigawatt atau 51.6% is allocated to renewable energy-based power
kurang lebih 51,6% dialokasikan untuk pembangkit plants, reflecting a commitment to increase the share
berbasis energi terbarukan, mencerminkan komitmen of green energy in the national electricity system.
untuk meningkatkan porsi bauran energi hijau dalam
sistem ketenagalistrikan nasional.
Menghadapi dinamika dan ketidakpastian pada Facing the dynamics and uncertainties of the
perekonomian global, Perseroan memfokuskan global economy, the Company is focusing its
langkah pada penguatan kinerja di seluruh lini usaha. efforts on strengthening performance across all
Perseroan akan tetap bertindak secara proaktif lines of business. The Company will continue to act
dan agile dalam merespons berbagai tantangan proactively and agilely in responding to various
eksternal, mempercepat agenda transformasi, serta external challenges, accelerating its transformation
menjaga ketangguhan bisnis melalui penciptaan agenda, and maintaining business resilience through
nilai, penguatan operational excellence, dan inovasi value creation, strengthening operational excellence,
yang berkesinambungan. and continuous innovation.
Transformasi portofolio menuju bisnis non‑batu bara The transformation of the portfolio towards non-
dan energi terbarukan akan terus dilanjutkan melalui coal and renewable energy businesses will continue
percepatan pelaksanaan inisiatif‑inisiatif strategis, through the acceleration of strategic initiatives,
dengan tetap mengedepankan prinsip kehati‑hatian while maintaining the principles of prudence and
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Management Discussion and Analysis dan pemeliharaan posisi keuangan yang solid. Sektor solid financial position. The mineral mining sector pertambangan mineral dipandang sebagai pilar is seen as a new pillar of growth that needs to be pertumbuhan baru yang perlu terus dikembangkan continuously developed within the framework of dalam kerangka portfolio rebalancing, baik melalui portfolio rebalancing, both through the acquisition akuisisi aset operasi yang telah berjalan maupun of existing operating assets and the development pengembangan proyek baru melalui kegiatan of new projects through exploration activities on eksplorasi pada greenfield asset. greenfield assets. Portofolio energi terbarukan Perseroan akan terus The Company’s renewable energy portfolio will diperluas melalui pengkajian berbagai peluang continue to be expanded through the assessment pengembangan proyek dengan skala yang lebih of various opportunities for developing larger-scale besar. Secara lebih spesifik, Perseroan menargetkan projects. More specifically, the Company targets tercapainya keseimbangan kontribusi pendapatan to achieve a balanced contribution of revenue antara bisnis yang berkaitan dengan batu bara between businesses related to thermal coal and non- termal dan bisnis non‑batu bara. coal businesses. Perseroan menegaskan komitmennya untuk The Company affirms its commitment to making menjadikan prinsip lingkungan, sosial, dan tata kelola environmental, social, and governance (ESG) (ESG) sebagai bagian tak terpisahkan dari perspektif principles an integral part of a systematically jangka panjang yang dikelola secara sistematis guna managed long-term perspective to ensure the memastikan keberlanjutan kinerja usaha. Sejalan sustainability of business performance. In line with dengan komitmen Grup Astra untuk mencapai Net the Astra Group’s commitment to achieve Net Zero Zero Emission untuk Cakupan 1 dan Cakupan 2 pada Emissions for Scope 1 and Scope 2 by 2050, the tahun 2050, Perseroan senantiasa mengupayakan Company continues to pursue various initiatives to berbagai inisiatif guna mendukung pencapaian support the achievement of this target. target tersebut. Upaya yang dilakukan antara lain melalui Efforts include utilizing technology to reduce fuel pemanfaatan teknologi guna menurunkan konsumsi consumption, which is currently one of the largest bahan bakar (fuel burnt) yang saat ini merupakan sources of emissions within the Company’s group. salah satu sumber emisi terbesar di dalam grup In addition, the Company will strengthen its synergy Perseroan. Selain itu, Perseroan akan memperkuat with principals to explore and develop solutions sinergi dengan principal untuk mengeksplorasi for the electrification of heavy equipment and dan mengembangkan solusi elektrifikasi alat berat the development of heavy equipment with lower maupun pengembangan alat berat dengan emisi carbon emissions. karbon yang lebih rendah. Proyek nature-based solution (NbS) yang mulai The nature-based solution (NbS) project that the diimplementasikan Perseroan merupakan salah satu Company has begun to implement is one of the langkah strategis untuk melakukan offset terhadap strategic steps to offset the carbon emissions arising emisi karbon yang timbul dari aktivitas operasional from the Company’s group operational activities. In grup Perseroan. Sejalan dengan hal tersebut, seluruh line with this, all of the Company’s business lines are lini bisnis Perseroan diharapkan secara konsisten expected to consistently increase various efforts to meningkatkan berbagai upaya pengurangan emisi reduce carbon emissions through more efficient and karbon melalui praktik operasi yang lebih efisien dan environmentally friendly operating practices. berwawasan lingkungan. PT United Tractors Tbk - 2025 Annual Report 195
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Analisa dan Diskusi Manajemen
Segmen Mesin Konstruksi Construction Machinery Segment
Berdasarkan proyeksi atas pasar komoditas yang Based on projections that the commodity market
tidak akan mengalami peningkatan yang signifikan, will not experience significant growth, businesses
pelaku usaha diperkirakan akan semakin selektif are expected to be increasingly selective in their
dalam mengambil keputusan investasi, termasuk investment decisions, including the purchase of
untuk pembelian alat berat. Pada saat yang sama, heavy equipment. At the same time, the shrinking
menyusutnya pasar disertai dengan agresivitas market, coupled with the aggressiveness of
produsen alat berat asal Tiongkok membuat tingkat Chinese heavy equipment manufacturers, has
persaingan menjadi semakin intens. intensified competition.
Dalam menghadapi situasi tersebut, Perseroan In response to this situation, the Company has chosen
memilih untuk tidak mengandalkan pendekatan not to rely on conventional approaches that have
konvensional yang berpotensi memicu perang the potential to trigger a price war. Sales of heavy
harga. Kegiatan penjualan alat berat dan produk equipment and related products need to be driven
terkait perlu didorong melalui pendekatan yang through a more holistic approach, emphasizing the
lebih holistik, dengan menekankan pemberian nilai provision of added value as a comprehensive solution
tambah sebagai solusi menyeluruh bagi pelanggan for customers so as to differentiate the Company’s
sehingga mampu membedakan posisi Perseroan position from its competitors.
dibandingkan para pesaing.
Perseroan perlu lebih tajam dalam menawarkan The Company needs to be more astute in offering
metode kerja dan model manajemen operasional new working methods and operational management
baru yang mampu memberikan nilai lebih nyata models that can provide more tangible value that can
dan dapat dirasakan langsung oleh pelanggan be directly felt by customers compared to competitors’
dibandingkan penawaran produk kompetitor. product offerings. Strengthening relationships with
Penguatan hubungan dengan pelanggan melalui customers by providing superior service is a must in
pemberian layanan yang unggul menjadi keharusan, order to increase customer satisfaction and loyalty,
guna meningkatkan tingkat kepuasan dan loyalitas, so that they do not easily switch to other providers.
pelanggan sehingga mereka tidak mudah beralih ke
penyedia lain.
Keunggulan kompetitif dalam bisnis penjualan alat Competitive advantage in the heavy equipment
berat juga sangat ditentukan oleh kualitas product sales business is also largely determined by the
support yang prima. Untuk itu, Perseroan memerlukan quality of excellent product support. To that end, the
dukungan kuat dari principal dalam menjawab Company requires strong support from principals in
kebutuhan spesifik pelanggan terhadap kinerja alat responding to specific customer needs regarding
berat yang dioperasikan. Penerapan teknologi terkini the performance of the heavy equipment operated.
pada alat berat akan menjadi diferensiasi penting The application of the latest technology in heavy
karena sangat berkaitan dengan peningkatan equipment will be an important differentiator as it is
produktivitas pelanggan. closely related to increasing customer productivity.
Perseroan juga mendorong principal untuk The Company also encourages principals to add small
menambah varian produk small machine guna machine product variants to deepen penetration in
memperdalam penetrasi di segmen pasar yang saat market segments that are currently still dominated
ini masih didominasi oleh kompetitor. Setiap peluang by competitors. Every opportunity for heavy
kebutuhan alat berat di berbagai sektor harus equipment in various sectors must be optimized,
dioptimalkan pemanfaatannya, mengingat tingkat given the high level of aggressiveness of competitors
agresivitas kompetitor yang tinggi dan potensi and the potential erosion of the Company’s
tergerusnya pangsa pasar Perseroan apabila tidak market share if it does not respond appropriately.
merespons dengan tepat.
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Management Discussion and Analysis Bisnis lain di Segmen Mesin Konstruksi juga akan terus Other businesses in the Construction Machinery didorong untuk tumbuh secara berkesinambungan. Segments will also continue to be encouraged to grow Kegiatan manufacturing dan remanufacturing sustainably. Manufacturing and remanufacturing dituntut untuk terus meningkatkan daya saing biaya activities are required to continuously improve cost melalui penguatan kapabilitas di bidang desain, competitiveness by strengthening capabilities in engineering, serta pengembangan bisnis. design, engineering, and business development. Unit usaha di sektor maritim memiliki ruang yang Business units in the maritime sector have besar untuk melakukan ekspansi ke pasar global, considerable room to expand into the global market, sehingga tidak hanya bergantung pada permintaan so that they are not solely dependent on domestic domestik. Perluasan cakupan pasar ini diharapkan demand. This market expansion is expected to open membuka peluang pertumbuhan yang lebih up greater growth opportunities and create a more besar dan menciptakan fondasi bisnis yang lebih sustainable business foundation in the long term. berkelanjutan dalam jangka panjang. Berbagai program pemerintah di bidang Various government programs in the field of food swasembada pangan, termasuk pengembangan self-sufficiency, including the development of food food estate, proyek konstruksi, dan inisiatif terkait estates, construction projects, and other related lainnya, memberikan peluang peningkatan initiatives, provide opportunities for an increase in kebutuhan alat berat. Agenda swasembada pangan the demand for heavy equipment. The food self- mendorong peningkatan aktivitas pembukaan dan sufficiency agenda encourages an increase in pengelolaan lahan pertanian maupun perkebunan the clearing and management of agricultural and yang berpotensi mendukung permintaan atas produk plantation land, which has the potential to support dan layanan Perseroan. demand for the Company’s products and services. Di sisi lain, pembentukan Kementerian Kehutanan On the other hand, the establishment of the Ministry yang berdiri terpisah dari Kementerian Lingkungan of Forestry, which is separate from the Ministry of Hidup mencerminkan fokus dan keseriusan Environment, reflects the government’s focus and pemerintah dalam mengembangkan sektor seriousness in developing the forestry sector. This kehutanan. Kebijakan tersebut berpotensi policy has the potential to strengthen sustainable memperkuat kegiatan pengelolaan dan forest management and utilization activities, which pemanfaatan hutan secara berkelanjutan, yang in turn may also open up additional opportunities for pada akhirnya juga dapat membuka peluang heavy equipment and related services. tambahan bagi kebutuhan alat berat dan jasa terkait. Segmen Kontraktor Penambangan Mining Contracting Segment Perseroan akan tetap mengoptimalkan kinerja bisnis The Company will continue to optimize its coal- yang berkaitan dengan batu bara maupun portofolio related business performance and non-coal portfolio non‑batu bara untuk mencapai skala yang cukup to achieve a sufficiently stable and growing scale, stabil dan bertumbuh, sehingga mampu mengambil so that it can take over the contributory role of the alih peran kontributif bisnis batu bara terhadap kinerja coal business in the Company’s performance. The Perseroan. Kontribusi usaha jasa penambangan contribution of the coal mining service business batu bara melalui PAMA yang selama ini dominan through PAMA, which has been dominant, is positioned diposisikan sebagai motor penggerak bagi ekspansi as the driving force for the Company’s future business dan pengembangan bisnis Perseroan ke depan. expansion and development. Namun, seiring dengan meningkatnya intensitas However, as competition intensifies, PAMA must persaingan menuntut PAMA untuk terus berfokus pada continue to focus on improving productivity and peningkatan produktivitas dan efisiensi, sehingga efficiency in order to maintain its position as an mampu mempertahankan posisinya sebagai organization with a competitive stripping and mining PT United Tractors Tbk - 2025 Annual Report 197
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organisasi dengan struktur biaya pengupasan dan cost structure (the lowest cost per bcm). In line with
penambangan yang kompetitif (the lowest cost the ESG framework and the implementation of the
per bcm). Selaras dengan kerangka kerja ESG dan Paris Agreement, global coal demand is projected
implementasi Perjanjian Paris, kebutuhan batu bara to decline in the long term, which will ultimately
dunia diproyeksikan menurun dalam jangka panjang, have an impact on the decline in Indonesia’s coal
yang pada akhirnya berdampak pada penurunan production volume and potentially put pressure
volume produksi batu bara Indonesia serta berpotensi on PAMA’s revenue and profits in the coal-related
menekan pendapatan dan laba PAMA di segmen business segment.
usaha terkait batu bara.
Dengan mempertimbangkan kondisi tersebut, Considering these conditions, PAMA’s future business
prospek bisnis PAMA ke depan diarahkan pada prospects are directed towards a “Performing while
strategi “Performing while Transforming” yang Transforming” strategy that reflects a balance between
mencerminkan keseimbangan antara optimalisasi optimizing short-term operational performance and
kinerja operasional jangka pendek dan kesiapan preparing for future investments. The Performing
investasi untuk masa depan. Dimensi Performing dimension is realized through efforts to maximize
diwujudkan melalui upaya memaksimalkan potensi the potential of the current core business to achieve
bisnis inti saat ini untuk meraih kinerja terbaik the best performance (earning focus), including
(earning focus), antara lain dengan meningkatkan by increasing production volume, expanding the
volume produksi, memperluas basis pelanggan, serta customer base, and entering the mining contractor
memasuki segmen jasa kontraktor penambangan di service segment in non-coal commodities.
komoditas non‑batu bara.
Sementara itu, dimensi Transforming dijalankan Meanwhile, the Transforming dimension is
dengan melanjutkan agenda diversifikasi portofolio implemented by continuing the portfolio diversification
ke komoditas mineral, energi bersih. PAMA telah agenda into mineral commodities, clean energy.
memulai langkah diversifikasi strategis ke sektor PAMA has begun strategic diversification into the
mineral dan energi, namun keberhasilan transformasi mineral and energy sectors, but the success of this
tersebut sangat bergantung pada kemampuan transformation is highly dependent on the Company’s
Perseroan untuk secara konsisten mempertahankan ability to consistently maintain superior operational
kinerja operasional dan finansial yang unggul di and financial performance in the coal business.
bisnis batu bara.
Segmen Pertambangan Batu Bara Termal Mining Segment of Thermal and
dan Metalurgi Metallurgical Coal
Turangga Resources perlu mengoptimalkan Turangga Resources needs to optimize the utilization
pemanfaatan sisa umur cadangan sebelum tidak of its remaining reserves before it is no longer
lagi ekonomis untuk ditambang, khususnya pada economical to mine, especially while commodity
saat kondisi harga komoditas masih mendukung. prices remain favorable. Facing coal performance
Menghadapi proyeksi kinerja batu bara yang projections that are not expected to improve in the
diperkirakan tidak lebih baik di tahun mendatang, coming year, the Company has prepared various
Perseroan telah menyiapkan berbagai inisiatif strategic initiatives to increase productivity and
strategis untuk meningkatkan produktivitas dan efficiency across its entire chain of operations.
efisiensi di seluruh rantai operasi.
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Management Discussion and Analysis Permintaan batu bara dari Tiongkok dan Jepang Coal demand from China and Japan is expected diperkirakan mengalami sedikit perubahan, to experience little change, while demand from the sementara permintaan dari kawasan ASEAN dan India ASEAN region and India has the potential to increase, berpotensi meningkat sehingga secara keseluruhan so that overall global coal demand is expected to kebutuhan batu bara global diharapkan tetap relatif remain relatively stable. The Company will strive stabil. Perseroan akan berupaya memaksimalkan to maximize sales volume while prices are still at volume penjualan ketika harga masih berada pada competitive levels, while continuing to strive for tingkat yang kompetitif dengan tetap mengupayakan optimal selling prices. realisasi harga jual yang optimal. Oleh karena itu, strategi penetapan harga harus Therefore, the pricing strategy must be carefully dirancang secara cermat, adaptif, dan berbasis pada designed, adaptive, and based on various measurable berbagai skenario pasar yang terukur. Pendekatan ini market scenarios. This approach is expected to diharapkan mampu menjaga profitabilitas sekaligus maintain profitability while providing flexibility for memberikan fleksibilitas bagi Perseroan dalam the Company in responding to the increasingly merespons dinamika pasar batu bara yang semakin challenging dynamics of the coal market. menantang. Segmen Pertambangan Emas dan Mineral Mining Segment of Gold and Other Lainnya Mineral Segmen Pertambangan Emas dan Mineral Lainnya The Gold and Other Minerals segment continues terus dikembangkan sebagai bagian dari strategi to be developed as part of the portfolio balancing penyeimbangan portofolio, baik melalui akuisisi aset strategy, both through the acquisition of operating yang telah beroperasi (brownfield) maupun melalui assets (brownfield) and through exploration activities kegiatan eksplorasi pada aset‑aset greenfield. on greenfield assets. The Company will actively seek Perseroan akan secara aktif dalam melihat peluang mineral project opportunities in Indonesia, both proyek mineral di dalam negeri, baik greenfield greenfield and brownfield, and accelerate studies maupun brownfield, serta mempercepat studi atas on other mineral commodities that are not currently komoditas mineral lain yang saat ini belum masuk included in the portfolio, such as lithium, iron ore, dalam portofolio, seperti lithium, bijih besi, bauksit, bauxite, and similar commodities. dan komoditas sejenis. Selain peluang domestik, Perseroan juga akan In addition to domestic opportunities, the Company membuka opsi ekspansi melalui akuisisi aset will also explore expansion options through the pertambangan mineral brownfield di luar negeri. acquisition of brownfield mineral mining assets Di sisi lain, bisnis pertambangan emas yang overseas. On the other hand, the gold mining business dikelola oleh PTAR dan SJR diarahkan untuk terus managed by PTAR and SJR is directed to continue meningkatkan efisiensi dan tingkat operational to improve efficiency and operational excellence, excellence, sekaligus mempercepat pembangunan while accelerating the development of supporting infrastruktur pendukung agar kapasitas produksi infrastructure so that production capacity can dapat dioptimalkan. be optimized. Untuk bisnis pertambangan nikel yang dijalankan SPR, For the nickel mining business run by SPR, the main fokus utama adalah peningkatan cadangan serta focus is on increasing reserves and accelerating percepatan pembangunan fasilitas smelter sehingga the construction of smelter facilities so that they dapat segera memberikan kontribusi yang lebih can immediately make a greater contribution to besar terhadap pendapatan Perseroan. Ke depan, the Company’s revenue. Going forward, nickel PT United Tractors Tbk - 2025 Annual Report 199
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Analisa dan Diskusi Manajemen
kegiatan pertambangan dan pengolahan nikel mining and processing activities are expected
diharapkan mampu berada pada posisi terdepan to be at the forefront with a competitive cost
dengan keunggulan struktur biaya per ton sebagai structure per ton as one of the main factors in
salah satu faktor utama dalam menjaga daya saing. maintaining competitiveness.
Dengan demikian, bisnis pertambangan nikel Thus, the nickel mining business is targeted to be in the
ditargetkan berada pada kelompok Tier‑1 atau Tier-1 or at least Tier-2 group in the cash cost curve,
setidaknya Tier‑2 dalam kurva cash cost, sehingga so that it remains resilient in the face of potential
tetap tangguh menghadapi potensi penurunan commodity price declines in the future.
harga komoditas di masa mendatang.
Segmen Lainnya Other Segments
Bisnis Industri Konstruksi diharapkan mampu The Construction Industry business is expected
menangkap momentum kebijakan pemerintah to be able to capture the momentum of the new
baru yang diproyeksikan mulai terealisasi penuh government policy, which is projected to be fully
pada tahun depan, khususnya terkait percepatan realized next year, particularly in relation to the
pembangunan infrastruktur nasional. Dalam acceleration of national infrastructure development.
rangka memperkuat kinerja keuangan, ACSET akan In order to strengthen its financial performance,
memusatkan fokus pada proyek‑proyek infrastruktur, ACSET will focus on infrastructure, building, and
gedung, dan pekerjaan fondasi yang selama ini foundation projects, which have been the Company’s
menjadi kompetensi inti Perseroan. ACSET juga akan core competencies. ACSET will also implement cost
melakukan efisiensi biaya dan menjaga arus kas yang efficiencies and maintain healthy cash flow in every
sehat di setiap proyek, tanpa mengurangi perhatian project, without compromising safety, quality, and
terhadap aspek keselamatan kerja, kualitas hasil, dan compliance with all applicable regulations.
kepatuhan terhadap seluruh regulasi yang berlaku.
Di sisi lain, pengembangan portofolio energi On the other hand, the development of a renewable
terbarukan melalui EPN akan terus diupayakan secara energy portfolio through EPN will continue to be
optimal dengan mengarahkan fokus pada peluang pursued optimally by focusing on large-capacity
proyek berkapasitas besar. Salah satu prioritas adalah project opportunities. One of the priorities is the
pengembangan proyek solar farm yang terintegrasi development of solar farm projects integrated with
dengan pembangunan jaringan transmisi, serta the construction of transmission networks, as well as
pemanfaatan peluang pembangunan PLTS terapung the utilization of opportunities for the construction
di sejumlah bendungan yang telah diselesaikan of floating solar power plants at a number of dams
pemerintah. Potensi pengembangan PLTA juga tetap that have been completed by the government. The
terbuka, meskipun diakui memiliki tantangan yang potential for hydropower plant development also
tidak sedikit. remains open, although it is recognized that there are
many challenges.
Selain itu, kapasitas pembangkit listrik panas In addition, the capacity of geothermal power plants
bumi (geotermal) juga perlu terus ditingkatkan, also needs to be continuously increased, especially
terutama melalui intensifikasi kegiatan eksplorasi through the intensification of exploration activities
untuk mendorong peningkatan produksi dari sumur to encourage increased production from existing
panas bumi yang ada. Kepemilikan Perseroan di geothermal wells. The Company’s ownership of
proyek geotermal SERD di Sumatra Selatan menjadi the SERD geothermal project in South Sumatra
aset strategis yang harus dimanfaatkan secara is a strategic asset that must be utilized to the
maksimal, baik untuk memperdalam kompetensi maximum, both to deepen technical competence
teknis maupun memperkuat kapabilitas bisnis di and strengthen business capabilities in the
industri geotermal. geothermal industry.
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Tinjauan Kinerja Keuangan
Financial Performance Review
v
Kinerja keuangan tahun 2025 mencerminkan ketahanan
model bisnis Perseroan dalam menghadapi tantangan
bisnis sekaligus menjaga disiplin biaya dan kualitas
pendapatan.
The 2025 financial performance reflects the resilience of the Company’s
business model amid business challenges, while maintaining cost
discipline and earnings quality.
Pembahasan mengenai kinerja keuangan Perseroan The discussion of the Company’s financial
disusun dengan merujuk pada data keuangan dan performance is prepared with reference to the
operasional, serta Laporan Keuangan Konsolidasian financial and operational data, as well as the
PT United Tractors Tbk dan Entitas Anak untuk Consolidated Financial Statements of PT United
tahun yang berakhir pada tanggal 31 Desember Tractors Tbk and its Subsidiaries for the years ended
2025 dan 31 Desember 2024 beserta Catatan December 31, 2025 and December 31, 2024, including
atas Laporan Keuangan Konsolidasian. Laporan the Notes to the Consolidated Financial Statements.
keuangan konsolidasian tersebut telah diaudit oleh These consolidated financial statements have
Kantor Akuntan Publik Rintis, Jumadi, Rianto & Rekan been audited by the Public Accounting Firm Rintis,
(anggota jaringan firma PricewaterhouseCoopers), Jumadi, Rianto & Rekan (a member firm of the
yang dalam opininya menyatakan bahwa laporan PricewaterhouseCoopers network). In its opinion, the
keuangan konsolidasian Perseroan menyajikan auditor stated that the accompanying consolidated
secara wajar, dalam semua hal yang material, posisi financial statements present fairly, in all material
keuangan konsolidasian Grup per 31 Desember 2025, respects, the consolidated financial position of
serta kinerja keuangan dan arus kas konsolidasiannya the Group as of December 31, 2025, as well as its
PT United Tractors Tbk - 2025 Annual Report 201
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Analisa dan Diskusi Manajemen
untuk tahun yang berakhir pada tanggal tersebut, consolidated financial performance and cash
sesuai dengan Standar Akuntansi Keuangan flows for the year then ended, in accordance with
di Indonesia. Indonesian Financial Accounting Standards.
Laporan Laba Rugi Konsolidasian Consolidated Statements of Profit or Loss
dalam jutaan Rupiah | in million Rupiah
Perubahan
Laporan Laba Rugi Change Consolidated Statements of
2025 2024
Konsolidasian Profit or Loss
Rp %
Pendapatan bersih 131,300,810 134,426,998 (3,126,188) -2 Net revenue
Beban pokok pendapatan (101,597,306) (100,595,438) 1,001,868 1 Cost of revenue
Laba bruto 29,703,504 33,831,560 (4,128,056) -12 Gross profit
Beban penjualan (1,597,792) (1,056,442) (541,350) 51 Selling expenses
Beban umum dan General and administrative
(6,040,414) (5,593,588) (446,826) 8
administrasi expenses
Beban lain-lain - bersih (256,226) (421,430) 165,204 -39 Other expenses - net
Penghasilan keuangan 1,244,489 1,150,154 94,335 8 Finance income
Biaya keuangan (2,625,818) (2,650,579) 24,761 -1 Finance cost
Bagian atas (rugi)/laba
Share of net (loss)/profit of
bersih entitas asosiasi dan (245,576) 637,377 (882,953) -139
associates and joint ventures
ventura bersama
Laba sebelum pajak
20,182,167 25,897,052 (5,714,885) -22 Profit before income tax
penghasilan
Beban pajak penghasilan (5,005,403) (5,778,523) 773,120 -13 Income tax expenses
Laba tahun berjalan 15,176,764 20,118,529 (4,941,765) -25 Profit for the years
(Beban)/penghasilan Other comprehensive
komprehensif lain (expenses)/income
Pos-pos yang tidak akan Items that will not be
direklasifikasi ke laba rugi reclassified to profit or loss
Pengukuran kembali liabilitas Remeasurements of
270,461 (152,528) 422,989 -277
imbalan kerja employee benefit obligations
Cadangan penyesuaian nilai Fixed asset fair value
- (868) 868 -100
wajar aset tetap revaluation reserve
Pajak penghasilan terkait (59,575) 34,438 (94,013) -273 Related income tax
Subjumlah 210,886 (118,958) 329,844 277 Subtotal
Pos-pos yang akan Item that will be reclassified
direklasifikasi ke laba rugi to profit or loss
Exchange difference on
Selisih kurs dan penjabaran
1,404,607 1,650,116 (245,509) -15 financial statements
laporan keuangan
translation
Cadangan lindung nilai (3,555,105) - (3,555,105) Hedging reserve
Bagian atas penghasilan/
Share of other comprehensive
(beban) komprehensif lain
407,892 937,334 (529,442) -56 income/(expenses) of
dari entitas asosiasi, setelah
associates, net of tax
pajak
Pajak penghasilan terkait 782,123 - 782,123 Related income tax
Subjumlah (960,483) 2,587,450 (3,547,933) -137 Subtotal
(Beban)/penghasilan Other comprehensive
komprehensif lain tahun (749,597) 2,468,492 (3,218,089) -130 (expenses)/income for the
berjalan, setelah pajak years, net of tax
202 Laporan Tahunan 2025 - PT United Tractors Tbk
Page 205
Management Discussion and Analysis
dalam jutaan Rupiah | in million Rupiah
Perubahan
Laporan Laba Rugi Change Consolidated Statements of
2025 2024
Konsolidasian Profit or Loss
Rp %
Jumlah penghasilan Total comprehensive income
14,427,167 22,587,021 (8,159,854) -36
komprehensif tahun berjalan for the years
Laba setelah pajak yang
Profit after tax attributable to:
diatribusikan kepada:
Pemilik entitas induk 14,810,434 19,531,205 (4,720,771) -24 Owners of the parent
Kepentingan non-
366,330 587,324 (220,994) -38 Non-controlling interest
pengendali
15,176,764 20,118,529 (4,941,765) -25
Jumlah penghasilan
Total comprehensive income
komprehensif yang
attributable to:
diatribusikan kepada:
Pemilik entitas induk 14,037,959 21,817,567 (7,779,608) -36 Owners of the parent
Kepentingan non-
389,208 769,454 (380,246) -49 Non-controlling interest
pengendali
14,427,167 22,587,021 (8,159,854) -36
Laba per saham (dinyatakan Earnings per share
dalam Rupiah penuh) Dasar 4,082 5,378 (1,296) -24 (expressed in full Rupiah)
dan dilusian Basic and diluted
Pendapatan Bersih Net Revenue
Perseroan telah mencatat pendapatan bersih The Company recorded net revenue in 2025 of
pada tahun 2025 sebesar Rp131,3 triliun, menurun Rp131.3 trillion, a decrease compared to 2024 of
dibandingkan dengan tahun 2024 sebesar Rp134.4 trillion. This negative growth was driven by a
Rp134,4 triliun. Pertumbuhan negatif ini disebabkan decline in revenue from the mining contracting and
oleh penurunan pendapatan dari segmen kontraktor thermal and metallurgical coal mining segments,
penambangan dan pertambangan batu bara termal which declined by 7% each; however, this was partly
dan metalurgi masing-masing sebesar 7%, namun offset by increase in the gold mining and other
dapat diimbangi sebagian oleh peningkatan dari minerals segment by 41%.
segmen pertambangan emas dan mineral lainnya
sebesar 41%.
Segmen Kontraktor Penambangan pada tahun 2025 The Mining Contracting segment in 2025 contributed
telah berkontribusi sebesar Rp54,1 triliun, menurun Rp54.1 trillion, a decrease of 7% compared to the
sebesar 7% jika dibandingkan dengan tahun previous year of Rp58.0 trillion. Meanwhile, the
sebelumnya sebesar Rp58,0 triliun. Sementara Construction Machinery segment posted Rp36.6 trillion
itu, Segmen Mesin Konstruksi membukukan in 2025, a decrease of 2% from Rp37.3 trillion in 2024.
Rp36,6 triliun di tahun 2025, menurun 2% dari Revenue from the Thermal and Metallurgical Coal
tahun 2024 sebesar Rp37,3 triliun. Pendapatan Mining segment decreased by 7% from Rp26.0 trillion
dari Segmen Pertambangan Batu Bara Termal to Rp24.2 trillion in 2025. On the other hand, the Gold
dan Metalurgi mengalami penurunan 7% dari and Other Minerals Mining Segment increased by
Rp26,0 triliun menjadi Rp24,2 di tahun 2025. Pada 41% from Rp9.9 trillion in 2024 to Rp14.0 trillion. The
sisi lain, Segmen Pertambangan Emas dan Mineral Other Segment in 2025 experienced a decrease of
Lainnya meningkat 41% dari Rp9,9 triliun pada 26% from Rp3.2 trillion to Rp2.4 trillion.
tahun 2024 menjadi Rp14,0 triliun. Segmen Lainnya
pada tahun 2025 mengalami penurunan 26% dari
Rp3,2 triliun menjadi Rp2,4 triliun.
dalam jutaan Rupiah | in million Rupiah
PT United Tractors Tbk - 2025 Annual Report 203
Page 206
Analisa dan Diskusi Manajemen
Perubahan
Laporan Laba Rugi Change Consolidated Statements of
2025 2024
Konsolidasian Profit or Loss
Rp %
Mesin Konstruksi 36,596,054 37,279,497 (683,443) -2 Construction Machinery
Kontraktor Penambangan 54,110,303 58,029,353 (3,919,050) -7 Mining Contracting
Pertambangan Batu Bara Thermal and Metallurgical
24,197,769 26,006,866 (1,809,097) -7
Termal dan Metalurgi Coal Mining
Pertambangan Emas dan Gold and Other Minerals
14,020,030 9,908,218 4,111,812 41
Mineral Lainnya Mining
Segmen Lainnya 2,376,654 3,203,064 (826,410) -26 Other Segments
Jumlah 131,300,810 134,426,998 (3,126,188) -2 Total
Kontribusi Segmen Usaha terhadap Pendapatan Bersih, 2024-2025
Business Segment Contribution to Net Revenue, 2024-2025
dalam persentase
in percentage
3% 2%
7% 11%
Kontraktor Penambangan
Mining Contracting
Mesin Konstruksi
Construction Machinery
19% 18%
Pertambangan Batu Bara
2024 2025 Termal dan Metalurgi
Thermal and Metallurgical
Coal Mining
Pertambangan Emas dan
Mineral Lainnya
Gold and Other Mineral
28% 43% 28% 41% Mining
Segmen Lainnya
Other Segments
Beban Pokok Pendapatan dan Laba Bruto Cost of Revenue and Gross Profit
Beban pokok pendapatan pada tahun 2025 sebesar The Company’s cost of revenue in 2025 amounted to
Rp101,6 triliun, naik 1% dari tahun sebelumnya sebesar Rp101.6 trillion, up 1% from Rp100.6 trillion in the previous
Rp100,6 triliun. Laba Bruto Perseroan pada tahun 2025 year. The Company’s gross profit in 2025 will decrease
turun 12% dari Rp33,8 triliun menjadi Rp29,7 triliun. by 12% from Rp33.8 trillion to Rp29.7 trillion. Gross profit
Marjin Laba Bruto mengalami penurunan di tahun margin will decrease in 2025, from 25% to 23%.
2025, dari 25% menjadi 23%.
Laba Sebelum Pajak dan Laba Bersih Profit Before Income Tax and Net Profit
Perseroan telah membukukan Laba Sebelum Pajak The Company has recorded Profit Before Income
Penghasilan pada tahun 2025 sebesar Rp20,2 triliun, Tax in 2025 of Rp20.2 trillion, a decrease of
menurun 22% dari tahun sebelumnya sebesar 22% from the previous year of Rp25.9 trillion.
Rp25,9 triliun.
Laba Tahun Berjalan pada tahun 2025 sebesar Profit for the year in 2025 amounted to Rp15.2 trillion,
Rp15,2 triliun, menurun dari tahun 2024 sebesar Rp20,1 a decrease from Rp20.1 trillion in 2024. Profit for the
triliun. Laba tahun berjalan yang dapat diatribusikan year attributable to owners of the parent entity
kepada pemilik entitas induk pada tahun 2025 in 2025 amounted to Rp14.8 trillion, a decrease
sebesar Rp14,8 triliun, turun 24% jika dibandingkan of 24% compared to the previous year’s figure of
dengan tahun sebelumnya sebesar Rp19,5 triliun. Rp19.5 trillion.
204 Laporan Tahunan 2025 - PT United Tractors Tbk
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Management Discussion and Analysis
Penghasilan Komprehensif Lain Other Comprehensive Income
Beban Komprehensif Lain Perseroan pada tahun 2025 The Company’s Other Comprehensive Expenses
sebesar Rp0,7 triliun, nilai tersebut berasal dari selisih in 2025 amounted to Rp0.7 trillion, which came
kurs dari penjabaran laporan keuangan, cadangan from exchange difference on financial statements
lindung nilai, pengukuran kembali liabilitas imbalan translation, hedging reserves, remeasurements
kerja, dan bagian atas penghasilan komprehensif of employee benefit obligations, and share of
lain dari entitas asosiasi dan ventura bersama. other comprehensive income of associates and
Sementara itu, pada tahun sebelumnya Perseroan joint ventures. Meanwhile, in the previous year, the
telah membukukan Penghasilan Komprehensif lain Company posted Other Comprehensive Income of
sebesar Rp2,5 triliun. Rp2.5 trillion.
Penghasilan Komprehensif Tahun Berjalan Comprehensive Income for the Year
Pada tahun 2025, Perseroan telah mencatat In 2025, the Company recorded Comprehensive
Penghasilan Komprehensif Tahun Berjalan sebesar Income for the Year of Rp14.4 triliun, a decrease of
Rp14,4 triliun, turun 36% dari Rp22,6 triliun pada 36% from Rp22.6 trillion in 2024. Comprehensive
tahun 2024. Penghasilan Komprehensif yang dapat Income attributable to owners of the parent entity in
diatribusikan kepada pemilik entitas induk pada 2025 amounted to Rp14.0 trillion, a decrease of 36%
tahun 2025 sebesar Rp14,0 triliun, turun 36% dari tahun from the previous year’s figure of Rp21.8 trillion.
sebelumnya sebesar Rp21,8 triliun.
Laba per Saham Earnings per Share
Laba dasar per saham dapat diperoleh dengan Basic earnings per share can be obtained by
membagi laba yang diatribusikan kepada pemilik dividing the profit attributable to owners of the
entitas induk dengan jumlah saham biasa yang parent entity by the number of common shares
beredar sepanjang tahun. Pada tahun 2025, outstanding during the year. In 2025, the Company
Perseroan telah mencatat Laba per saham sebesar recorded earnings per share of Rp4,082, a
Rp4.082, turun 24% jika dibandingkan dengan decrease of 24% compared to 2024 of Rp5,378.
tahun 2024 sebesar Rp5.378.
Laporan Posisi Keuangan Konsolidasian Consolidated Statements of Financial Position
dalam jutaan Rupiah | in million Rupiah
Perubahan
Laporan Laba Rugi Change Consolidated Statements of
2025 2024
Konsolidasian Profit or Loss
Rp %
Kas dan setara kas 26,570,772 25,092,519 1,478,253 6 Cash and cash equivalents
Piutang usaha 20,390,031 20,484,368 (94,337) -0.5 Trade receivables
Persediaan 16,835,339 17,092,380 (257,041) -2 Inventories
Aset lancar lainnya 8,922,782 7,903,833 1,018,949 13 Other current assets
Aset tidak lancar lainnya 42,398,263 40,133,025 2,265,238 6 Other non-current assets
Aset tetap 45,296,550 40,952,036 4,344,514 11 Fixed assets
Investasi pada entitas 17,223,562 17,822,457 (598,895) -3 Investments in associates
asosiasi dan ventura and joint ventures
bersama
Jumlah aset 177,637,299 169,480,618 8,156,681 5 Total assets
Utang usaha 29,308,928 28,985,000 323,928 1 Trade payables
Liabilitas jangka pendek 23,904,047 16,317,555 7,586,492 46 Other current liabilities
lainnya
PT United Tractors Tbk - 2025 Annual Report 205
Page 208
Analisa dan Diskusi Manajemen
dalam jutaan Rupiah | in million Rupiah
Perubahan
Laporan Laba Rugi Change Consolidated Statements of
2025 2024
Konsolidasian Profit or Loss
Rp %
Liabilitas jangka panjang 21,288,001 26,002,890 (4,714,889) -18 Non-current liabilities
Jumlah liabilitas 74,500,976 71,305,445 3,195,531 4 Total liabilities
Jumlah ekuitas 103,136,323 98,175,173 4,961,150 5 Total equity
Jumlah liabilitas dan ekuitas 177,637,299 169,480,618 8,156,681 5 Total liabilities and equity
Aset Assets
Per 31 Desember 2025, jumlah aset Perseroan As of December 31, 2025, the Company’s total assets
meningkat 5% dari Rp169,5 triliun di tahun 2024 increased by 5% from Rp169.5 trillion in 2024 to
menjadi Rp177,6 triliun. Kenaikan tersebut disebabkan Rp177.6 trillion. The increase was due to Increase in
oleh Peningkatan atas aset tetap dan aset lancar fixed assets and other current assets each by 13%
lainnya masing-masing sebesar 13% dan 11%. and 11%.
Komposisi Jumlah Aset, 2024-2025
Composition of Total Assets, 2024-2025
59% 59%
dalam persentase
in percentage
Aset Lancar
Current Asset
2024 2025
Aset Tidak Lancar
Non-Current Assets
41% 41%
Aset Lancar Current Assets
Pada tahun 2025, Perseroan telah mencatat Aset In 2025, the Company recorded Current Assets of
Lancar sebesar Rp72,1 triliun, naik 3% dari tahun Rp72.1 trillion, an increase of 3% from the previous
sebelumnya sebesar Rp70,0 triliun. kenaikan tersebut year’s figure of Rp70.0 trillion. This increase was due to
disebabkan oleh peningkatan pajak dibayar di muka. increase in prepaid taxes.
dalam jutaan Rupiah | in million Rupiah
Perubahan
Laporan Laba Rugi Change Consolidated Statements of
2025 2024
Konsolidasian Profit or Loss
Rp %
Kas dan setara kas 26,570,772 25,092,519 1,478,253 6 Cash and cash equivalents
Piutang usaha 20,390,031 20,484,368 (94,337) -0.5 Trade receivables
Piutang non-usaha 1,695,895 2,163,752 (467,857) -22 Non-trade receivables
Persediaan 16,835,339 17,092,380 (257,041) -2 Inventories
Proyek dalam pelaksanaan 28,698 158,617 (129,919) -82 Project s under construction
Pajak dibayar dimuka 5,297,400 3,720,452 1,576,948 42 Prepaid taxes
206 Laporan Tahunan 2025 - PT United Tractors Tbk
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Management Discussion and Analysis
dalam jutaan Rupiah | in million Rupiah
Perubahan
Laporan Laba Rugi Change Consolidated Statements of
2025 2024
Konsolidasian Profit or Loss
Rp %
Uang muka dan biaya Advances and
1,543,309 1,469,575 73,734 5
dibayar dimuka prepayments
Aset lancar lain-lain 357,480 391,437 (33,957) -9 Other current assets
Jumlah 72,141,026 69,979,284 2,361,742 3 Total
Kas dan Setara Kas Cash and Cash Equivalents
Perseroan telah mencatat nilai kas dan setara kas The Company recorded cash and cash equivalents
pada tahun 2025 sebesar Rp26,6 triliun, meningkat in 2025 amounting to Rp26.6 trillion, an increase
6% dari tahun 2024 sebesar Rp25,1 triliun. Kenaikan of 6% from Rp25.1 trillion in 2024. This increase was
tersebut dipengaruhi oleh peningkatan kas influenced by stronger operating cash inflow.
operasional.
Piutang Usaha Trade Receivable
Piutang usaha Perseroan pada tahun 2025 sebesar The Company’s accounts receivable in 2025 will
Rp20,4 triliun, turun 0,5% jika dibandingkan dengan amount to Rp20.4 trillion, a decrease of 0.5% compared
tahun 2024 sebesar Rp20,5 triliun. to 2024, which amounted to Rp20.5 trillion.
Persediaan Inventories
Perseroan pada tahun 2025 telah mencatat In 2025, the Company recorded inventories (current
Persediaan (bagian lancar) sebesar Rp16,8 triliun, portion) of Rp16.8 trillion, a decrease of 2% from
turun 2% dari tahun sebelumnya sebesar Rp17,1 triliun. the previous year’s figure of Rp17.1 trillion. The most
Nilai persediaan terbesar pada tahun 2025 yaitu significant inventory value in 2025 was finished goods
barang jadi (alat berat dan suku cadang alat berat) (heavy equipment and heavy equipment spare parts)
sebesar Rp8,8 triliun (pada tahun 2024 sebesar amounting to Rp8.8 trillion (in 2024 amounting to
Rp8,9 triliun), batu bara sebesar Rp2,7 triliun (pada Rp8.9 trillion), coal amounting to Rp2.7 trillion (in 2024
tahun 2024 sebesar Rp 3,3 triliun), emas sebesar amounting to Rp 3.3 trillion), gold amounting to
Rp0,8 triliun (pada tahun 2024 sebesar Rp1,3 triliun), Rp0.8 trillion (in 2024 amounting to Rp1.3 trillion), spare
suku cadang sebesar Rp1,7 triliun (pada tahun 2024 parts amounting to Rp1.7 trillion (in 2024 amounting to
sebesar Rp1,6 triliun), dan bahan pendukung sebesar Rp1.6 trillion), and supporting materials amounting to
Rp2,1 triliun (pada tahun 2024 sebesar Rp1,2 triliun). Rp2.1 trillion (in 2024 amounting to Rp1.2 trillion).
Komponen persediaan lainnya mencakup bijih emas, Other inventory components include gold
bijih nikel, bahan baku untuk produksi, persediaan ore, nickel ore, raw materials for production,
dalam perjalanan, barang dalam proses yang inventory in transit, and goods in process, each
nilainya pada tahun 2025 masing-masing sebesar valued at Rp0.4 trillion, Rp0.5 trillion, Rp0.3 trillion,
Rp0,4 triliun, Rp0,5 triliun, Rp0,3 trilliun, Rp0,1 triliun dan Rp0.1 trillion and Rp0.1 trillion in 2025.
Rp0,1 triliun.
Uang Muka dan Biaya dibayar Dimuka Advances and Prepayments
Pada tahun 2025, Perseroan telah membukukan In 2025, the Company recorded advance payments
Uang muka dan Biaya dibayar dimuka (bagian and prepaid expenses (current portion) of Rp1.5 trillion
lancar) sebesar Rp1,5 triliun, tetap dari tahun 2024 remain from Rp1.5 trillion in 2024. Advance payments
sebesar Rp1,5 triliun. Uang muka dan biaya dibayar and prepaid expenses in 2025 include insurance,
dimuka pada tahun 2025 mencakup asuransi, sewa, rent, purchase of inventories, acquisition of fixed
pembelian persediaan, perolehan aset tetap dan assets and other non-current assets, and others.
aset tidak lancar lainnya, dan lain–lain.
PT United Tractors Tbk - 2025 Annual Report 207
Page 210
Analisa dan Diskusi Manajemen
Aset Lancar Lain-lain Other Current Assets
Perseroan telah mencatat aset lancar lain-lain pada The Company recorded other current assets in
tahun 2025 sebesar Rp357,5 milyar, turun 9% jika 2025, amounting to Rp357.5 billion, a decrease
dibandingkan dengan tahun sebelumnya sebesar of 9% compared to the previous year’s figure of
Rp391,4 miliar. Rp391.4 billion.
Aset Tidak Lancar Non-Current Assets
Aset tidak lancar Perseroan pada tahun 2025 The Company’s non-current assets in 2025 increase
mengalami peningkatan 6%, yakni dari tahun 2024 by 6%, from Rp99.5 trillion in 2024 to Rp105.5 trillion.
sebesar Rp99,5 triliun menjadi Rp105,5 triliun. Hal This is due to This is due to the increase of fixed asset
tersebut disebabkan oleh Hal tersebut utamanya by 11% and other non-current asset by 6% compared
disebabkan oleh peningkatan pada aset tetap to previous year’s figure.
sebesar 11% dan aset tidak lancar lainnya sekitar 6%
dibandingkan dengan tahun lalu.
dalam jutaan Rupiah | in million Rupiah
Perubahan
Aset Tidak Lancar 2025 2024 Change Non-Current Assets
Rp %
Aset tetap 45,296,550 40,952,036 4,344,514 11 Fixed assets
Aset tidak lancar lainnya 42,398,263 40,133,025 2,265,238 6 Other non-current assets
Properti pertambangan 14,809,384 15,712,032 (902,648) -6 Mining properties
Aset tambang berproduksi 3,958,340 4,216,048 (257,708) -6 Production mining assets
Jumlah 105,496,273 99,501,334 5,994,939 6 Total
Aset Tetap Fixed Assets
Jumlah aset tetap Perseroan pada tahun 2025 The Company’s fixed assets in 2025 include land,
meliputi tanah, bangunan, prasarana, alat berat, buildings, infrastructure, heavy equipment, heavy
alat berat untuk disewakan, peralatan, mesin dan equipment for lease, tools, machinery and equipment,
perlengkapan, kendaraan bermotor, serta peralatan motor vehicles, office equipment and supplies,
dan perlengkapan kantor, pembangkit listrik, aset hak power plants, right-of-use assets, and assets
guna dan aset dalam penyelesaian. under construction.
Pada tahun 2025, Perseroan telah membukukan aset In 2025, the Company recorded fixed assets of
tetap sebesar Rp45.3 triliun, naik 11% dari tahun 2024 Rp45.3 trillion, an increase of 11% from Rp41.0 trillion
sebesar Rp41,0 triliun. Kenaikan tersebut dipengaruhi in 2024. This increase was influenced by increase in
oleh penambahan alat berat dan bangunan. heavy equipment and building.
Aset Tidak Lancar Lainnya Other Non-Current Assets
Aset tidak lancar lainnya pada tahun 2025 sebesar Other non-current assets in 2025 amounted to
Rp42,4 triliun, mengalami kenaikan 6% dari tahun Rp42.4 trillion, an increase of 6% from Rp40.1 trillion in
2024 sebesar Rp40,1 triliun. Hal tersebut dipengaruhi 2024. This was influenced by addition of long-term
oleh penambahan investasi jangka panjang. investment.
Properti Pertambangan Mining Properties
Perseroan telah mencatat Properti pertambangan The Company recorded mining properties in
pada tahun 2025 sebesar Rp14,8 triliun, turun 6% jika 2025, amounting to Rp14.8 trillion, a decrease
dibandingkan dengan tahun sebelumnya sebesar of 6% compared to the previous year’s figure of
Rp15,7 triliun. Penurunan tersebut disebabkan oleh Rp15.7 trillion. This decrease was due to amortization
amortisasi properti pertambangan. of mining properties.
208 Laporan Tahunan 2025 - PT United Tractors Tbk
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Management Discussion and Analysis
Aset Tambang Berproduksi Producing Mining Assets
Perseroan telah membukukan aset tambang The Company has recorded producing mining
berproduksi (termasuk beban eksplorasi assets (including reclassified exploration,
direklasifikasi, evaluasi dan pengembangan) evaluation, and development expenses)
diamortisasi dengan menggunakan metode unit amortized using the unit-of-production method
produksi berdasarkan cadangan terbukti dan based on proven and probable reserves. In 2025,
cadangan terduga. Pada tahun 2025, aset tambang production of mining assets increased by 6% from
berproduksi mengalami penurunan 6% dari Rp4.2 trillion in 2024 to Rp4.0 trillion in 2025.
Rp4,2 triliun pada tahun 2024 menjadi Rp4,0 triliun
pada tahun 2025.
Liabilitas Liability
Per 31 Desember 2025, Perseroan telah mencatat As of December 31, 2025, the Company has
Liabilitas sebesar Rp74,5 triliun, naik 4% jika recorded liabilities of Rp74.5 trillion, an increase of
dibandingkan dengan tahun 2024 sebesar 4% compared to 2024 amounting to Rp71.3 trillion.
Rp71,3 triliun. Kenaikan tersebut terutama dipengaruhi This increase was mainly influenced by an increase
oleh adanya penambahan liabilitas keuangan tidak in non current financial liabilities of derivative
lancar lainnya atas instrumen derivatif. instrument.
dalam jutaan Rupiah | in million Rupiah
Perubahan
Liabilitas dan Ekuitas 2025 2024 Change Liabilities and Equity
Rp %
Liabilitas jangka pendek 53,212,975 45,302,555 7,910,420 17 Current liabilities
Liabilitas jangka panjang 21,288,001 26,002,890 (4,714,889) -18 Non-current liabilities
Jumlah liabilitas 74,500,976 71,305,445 3,195,531 4 Total liabilities
Jumlah ekuitas 103,136,323 98,175,173 4,961,150 5 Total equity
Jumlah liabilitas dan ekuitas 177,637,299 169,480,618 8,156,681 5 Total Liabilities and Equity
Komposisi Jumlah Liabilitas, 2024-2025
Composition of Total Liabilities, 2024-2025
42% 42%
dalam persentase
in percentage
Ekuitas
Equity
2024 2025
Liabilitas
Liabilities
58% 58%
PT United Tractors Tbk - 2025 Annual Report 209
Page 212
Analisa dan Diskusi Manajemen
Liabilitas Jangka Pendek Current Liabilities
Liabilitas jangka pendek Perseroan pada The Company’s short-term liabilities in 2025
tahun 2025 sebesar Rp53,2 triliun, naik 17% dari amounted to Rp53.2 trillion, an increase of 17% from
Rp45,3 triliun pada tahun sebelumnya. Kenaikan Rp45.3 trillion in the previous year. This increase was
tersebut dipengaruhi oleh pinjaman bank. influenced by bank loans.
Liabilitas Jangka Panjang Non-Current Liabilities
Liabilitas jangka panjang pada tahun 2025 mengalami Long-term liabilities in 2025 decreased by 18% from
penurunan sebesar 18% dari Rp26,0 triliun di tahun Rp26.0 trillion in 2024 to Rp21.3 trillion in 2025. This is
2024 menjadi Rp21,3 triliun di tahun 2025. Hal tersebut influenced by the decrease of bank loans.
dipengaruhi oleh penurunan atas utang bank.
Ekuitas Equity
Pada tahun 2025, Perseroan telah mencatat In 2025, the Company recorded equity of
jumlah ekuitas sebesar Rp103,1 triliun, naik 5% jika Rp103.1 trillion, an increase of 5% compared to the
dibandingkan dengan tahun sebelumnya sebesar previous year’s figure of Rp98.2 trillion. This increase
Rp98,2 triliun. Kenaikan tersebut dipengaruhi oleh was influenced by increase in unappropriated
Peningkatan saldo laba belum dicadangkan dan retained earnings and exchange difference on
selisih kurs dari penjabaran laporan keuangan financial statements translation each amounted
masing-masing sekitar 10% dan 25%. around 10% and 25%.
Laporan Arus Kas Konsolidasian Consolidated Statements of Cash Flows
dalam jutaan Rupiah | in million Rupiah
Perubahan
Arus Kas 2025 2024 Change Cash Flows
Rp %
Arus kas bersih yang
Net cash generated from
diperoleh dari aktivitas 27,143,449 30,044,864 (2,901,415) -10
operating activities
operasi
Arus kas bersih yang
Net cash used in investing
digunakan untuk aktivitas (13,445,531) (14,202,531) 757,000 -5
activities
investasi
Arus kas bersih yang
Net cash used in financing
digunakan untuk aktivitas (12,470,370) (9,468,173) (3,002,197) 32
activities
pendanaan
Kenaikan/(penurunan) bersih Net increase/(decrease) in
1,227,548 6,374,160 (5,146,612) -81
kas dan setara kas cash and cash equivalents
Kas dan setara kas pada Cash and cash equivalents at
25,092,519 18,596,609 6,495,910 35
awal tahun the beginning of the year
Dampak perubahan selisih Effect of exchange rate
kurs terhadap kas dan setara 250,705 121,750 128,955 106 changes on cash and cash
kas equivalents
Kas dan setara kas pada Cash and cash equivalents at
26,570,772 25,092,519 1,478,253 6
akhir tahun the end of the year
Perseroan telah membukukan saldo kas dan setara The Company recorded a cash and cash equivalents
kas per 31 Desember 2025 sebesar Rp26,6 triliun, balance of Rp26.6 trillion as of December 31, 2025, an
meningkat 6% dari saldo awal tahun sebesar increase of 6% from the beginning of the year balance
Rp25,1 triliun. of Rp25.1 trillion.
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Management Discussion and Analysis Arus Kas dari Aktivitas Operasi Cash Flows from Operating Activities Pada tahun 2025, arus kas bersih dari aktivitas operasi In 2025, net cash flows from operating activities was tercatat sebesar Rp27,1 triliun, turun Rp2,9 triliun dari recorded at Rp27.1 trillion, a decrease of Rp2.9 trillion tahun sebelumnya sebesar Rp30,0 triliun. from the previous year’s figure of Rp30.0 trillion. Kas yang diperoleh dari aktivitas operasi pada Cash obtained from operating activities in tahun 2025 meliputi penerimaan dari pelanggan, 2025 includes receipts from customers, interest penerimaan bunga dan penerimaan dari received and receipts of tax refund. Meanwhile, pengembalian pajak. Sedangkan kas yang cash used for operating activities in 2025 digunakan untuk aktivitas operasi pada tahun consists of payments to suppliers and others, 2025 terdiri dari pembayaran kepada pemasok payment to employees, payments on finance dan lain-lain, pembayaran kepada karyawan, costs, and payments of corporate income taxes. pembayaran biaya keuangan, dan pembayaran pajak penghasilan badan. Arus Kas untuk Aktivitas Investasi Cash Flows for Investing Activities Perseroan telah mencatat arus kas bersih untuk The Company recorded net cash flows for investment aktivitas investasi pada tahun 2025 sebesar activities in 2025 of Rp13.4 trillion, a decrease of Rp13,4 triliun, menurun Rp0,8 triliun dari tahun 2024 Rp0.8 trillion from Rp14.2 trillion in 2024. sebesar Rp14,2 triliun. Kas yang diperoleh untuk aktivitas investasi pada Cash generated for investment activities in 2025 tahun 2025 diperoleh dari Penerimaan dari pinjaman, was obtained from proceed from amounts due pelepasan entitas anak, penjualan aset tetap dan from, disposal of subsidiaries, sale of fixed assets dividend sedangkan kas yang digunakan untuk and dividend, while cash used for investment aktivitas investasi berasal dari penerimaan dari activities came from proceeds from disposal of pelepasan entitas anak, penerimaan dari penjualan subsidiaries, proceeds from sale of fixed assets, aset tetap, penerimaan dari pinjaman kepada pihak proceeds from amounts due from third parties, and berelasi, penerimaan dari pinjaman pihka ketiga, dan dividend received. penerimaan dividen. Arus Kas untuk Aktivitas Pendanaan Cash Flows for Financing Activities Pada tahun 2025, arus kas untuk aktivitas pendanaan In 2025, cash flows for financing activities will meningkat sebesar Rp3,0 triliun, dari tahun 2024 increase by Rp3.0 trillion, from Rp9.5 trillion in 2024 to sebesar Rp9,5 triliun menjadi Rp12,5 triliun. Rp12.5 trillion. Kas yang diperoleh untuk aktivitas pendanaan Cash obtained for financing activities includes meliputi pembayaran pinjaman bank jangka repayment of short-term bank loans, repayments pendek, pembayaran pinjaman jangka panjang, of long-term bank loans, principal repayments pembayaran pokok liabilitas sewa, pembayaran under lease liabilities, repayments of other financial liabilitas keuangan lain-lain, pembayaran untuk liabilities, payment for purchase of treasury shares, pembelian saham tresuri, dan pembayaran dividen. and payment of dividends. Meanwhile, cash used for Sedangkan kas yang digunakan untuk aktivitas financing activities comes from proceeds from short- pendanaan berasal dari penerimaan pinjaman term bank loans, proceeds from long-term bank bank jangka pendek, penerimaan pinjaman bank loans, proceeds from other financial liabilities, and jangka panjang, penerimaan liabilitas keuangan capital injection from non controlling interests. lain-lain, dan penambahan modal dari kepentingan nonpengendali. PT United Tractors Tbk - 2025 Annual Report 211
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Analisa dan Diskusi Manajemen
Kenaikan/Penurunan Arus Kas Increase/Decrease in Cash Flow
Kas dan setara kas Perseroan pada akhir tahun 2025 The Company’s cash and cash equivalents at the end
sebesar Rp26,6 triliun. mengalami kenaikan sebesar of 2025 amounted to Rp26.6 trillion, an increase of
Rp1,5 triliun jika dibandingkan dengan kas dan setara Rp1.5 trillion compared to cash and cash equivalents
kas pada awal tahun 2025 sebesar Rp25,1 triliun. Nilai at the beginning of 2025 amounting to Rp25.1
tersebut dipengaruhi oleh perolehan dari aktivitas trillion. This value was influenced by generated from
operasional sebesar 27,1 triliun, digunakan untuk operating activities amounted to 27.1 trillion, used in
aktivitas investasi sebesar 13,4 triliun, digunakan untuk investing activities amounted to 13.4 trillion, used in
aktivitas pendanaan sebesar 12,5 triliun. financing activities amounted to 12.5 trillion.
Rasio-rasio Keuangan Financial Ratios
dalam jutaan Rupiah | in million Rupiah
Rasio-rasio 2021 2022 2023 2024 2025 Ratios
Marjin Laba Bersih 12.9% 17.0% 16.0% 14.5% 11.3% Net Profit Margin
Marjin Laba Kotor 24.7% 28.1% 27.8% 25.2% 22.6% Gross Profit Margin
Return on Average Equity
Imbalan Ekuitas Rata-rata 15.2% 26.0% 23.8% 21.4% 14.7%
(ROE)
Imbalan Aset Return on Average Assets
9.7% 16.6% 14.0% 12.1% 8.5%
Rata-rata (ROA)
Utang/Ekuitas 0.13 0.03 0.22 0.21 0.18 Debt/Equity
Utang/Aset 0.08 0.02 0.12 0.12 0.11 Debt/Assets
Receivable Turnover
Periode Penagihan (Hari) 56 52 58 56 57
(Days)
Periode Persediaan (Hari) 59 64 68 62 61 Inventory Turnover (Days)
Rasio Lancar 2.0 1.9 1.5 1.5 1.4 Current Ratio
Kemampuan Membayar Utang Solvency
Kemampuan Perseroan dalam memenuhi The Company’s ability to meet its obligations
kewajibannya tercermin dari tingkat likuiditas yang is reflected in its liquidity level. Liquidity can be
dimiliki. Tingkat likuiditas dapat diukur dari beberapa measured using several indicators, including the
indikator, di antaranya rasio lancar dan rasio cepat. current ratio and quick ratio. The current ratio is
Rasio lancar diperoleh dari perbandingan antara obtained by comparing current assets and short-
aset lancar dan liabilitas jangka pendek. Rasio lancar term liabilities. The current ratio is used to assess the
digunakan untuk melihat kemampuan Perseroan Company’s ability to meet its short-term obligations
dalam memenuhi kewajiban jangka pendek dengan with its current assets. Meanwhile, the quick ratio
aset lancar yang dimiliki. Sementara itu, rasio cepat is obtained from the ratio of current assets after
diperoleh dari perbandingan antara aset lancar deducting inventories to short-term liabilities.
setelah dikurangi persediaan dengan liabilitas A quick ratio above 1 reflects the Company’s ability
jangka pendek. Rasio cepat yang terjaga di atas to meet its short-term obligations for the next
1 mencerminkan kemampuan Perseroan dalam 12 months with its cash and cash equivalents.
memenuhi kewajiban jangka pendeknya hingga
12 bulan ke depan dengan kas dan setara kas
yang dimiliki.
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Management Discussion and Analysis Perseroan telah mencatat rasio lancar pada tahun The Company recorded a current ratio in 2025 sebesar 1,36, lebih rendah dari tahun 2024 2025 of 1.36, lower than in 2024 of 1.54. In sebesar 1,54. Selain itu, Rasio cepat pada tahun addition, the quick ratio in 2025 was 1.04, 2025 sebesar 1,04, lebih rendah dari tahun 2024 lower than in 2024 of 1.17. sebesar 1,17. Manajemen Risiko Likuiditas Liquidity Risk Management Liabilitas jangka pendek Perseroan yang utama The Company’s main short-term liabilities arise berasal dari utang usaha, yakni kewajiban from trade payables, which are obligations to pay pembayaran kepada pemasok atas barang dan jasa suppliers for goods and services received in the yang diterima dalam kegiatan operasional. course of operations. Dalam mengelola risiko likuiditas, Perseroan In managing liquidity risk, the Company takes melakukan berbagai langkah, termasuk meninjau various measures, including reviewing loan maturity jadwal jatuh tempo pinjaman dan sumber schedules and funding sources, maintaining pendanaannya, menjaga ketersediaan kas yang adequate cash availability, and ensuring access memadai, serta memastikan akses terhadap fasilitas to agreed credit facilities that can be used at any kredit yang telah disepakati dan dapat digunakan time to maintain a stable financial position. sewaktu-waktu untuk menjaga posisi keuangan yang stabil. Perseroan juga memastikan kemampuan The Company also ensures its ability to refinance its pendanaan kembali atas pinjaman yang dimiliki loans by obtaining financing facilities from credible dengan memperoleh fasilitas pembiayaan dari financial institutions, while continuing to monitor lembaga keuangan yang kredibel, sekaligus terus its projected cash position and short-term gross memantau proyeksi posisi kas dan utang bruto debt based on cash flow estimates. In addition, the jangka pendek berdasarkan estimasi arus kas. Selain Company prepares long-term cash flow projections itu, Perseroan melakukan penyusunan proyeksi to plan for long-term funding requirements. arus kas jangka panjang guna merencanakan kebutuhan pendanaan jangka panjang. Untuk menjamin kelancaran operasional, Perseroan To ensure smooth operations, the Company regularly secara berkala meninjau kebutuhan likuiditas reviews liquidity requirements and ensures that dan memastikan kas yang tersedia selalu cukup. sufficient cash is always available. The Company also Perseroan juga menjaga ruang likuiditas yang maintains adequate liquidity space on unused loan memadai pada fasilitas pinjaman yang belum facilities so as not to exceed the loan limits or other digunakan, sehingga tidak melampaui batas provisions applicable to each financing facility. pinjaman maupun ketentuan lain yang berlaku pada masing-masing fasilitas pembiayaan. Tingkat Kolektibilitas Piutang Collectability Perseroan secara rutin melakukan evaluasi tingkat The Company routinely evaluates the collectability kolektibilitas piutang usaha maupun piutang non- of trade and non-trade receivables. Receivables usaha. Piutang yang dipastikan tidak tertagih akan that are confirmed to be uncollectible are written dihapuskan dengan mengurangi nilai tercatatnya off by directly reducing their carrying amount. An secara langsung. Penyisihan piutang dibentuk allowance for doubtful accounts is established when PT United Tractors Tbk - 2025 Annual Report 213
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Analisa dan Diskusi Manajemen
apabila terdapat bukti objektif bahwa jumlah piutang there is objective evidence that the amount of the
tidak dapat dipulihkan sepenuhnya sesuai ketentuan receivable cannot be recovered in full as initially
awal. Beberapa indikasi yang menunjukkan stated. Several indicators that point to a potential
potensi penurunan nilai piutang meliputi kondisi decline in the value of receivables include the debtor’s
keuangan debitur yang memburuk, kemungkinan deteriorating financial condition, the possibility of
debitur dinyatakan pailit atau restrukturisasi the debtor being declared bankrupt or undergoing
keuangan, serta keterlambatan atau kegagalan financial restructuring, as well as delays or failures
dalam melakukan pembayaran. Pada tahun 2025, in making payments. In 2025, the Company’s
tingkat kolektibilitas piutang Perseroan mengalami receivables collectability rate decreased from 56
penurunan dari 56 hari di tahun sebelumnya days in the previous year to 57 days. These changes
menjadi 57 hari. Perubahan tersebut relatif minimal are relatively minimal and indicate that the quality of
dan menunjukkan bahwa kualitas pengelolaan the Company’s receivables management remains
piutang Perseroan tetap terjaga dengan baik di well maintained amid dynamic business conditions.
tengah dinamika kondisi usaha.
Struktur Modal dan Kebijakan Manajemen Capital Structure and Management Policy
atas Struktur Modal on Capital Structure
Struktur Modal Capital Structure
Struktur modal Perseroan meliputi pendanaan The Company’s capital structure includes funding
yang bersumber dari pinjaman berdampak bunga, sourced from interest-bearing loans, lease
liabilitas sewa, dan ekuitas. Pada tahun 2025, liabilities, and equity. In 2025, the most significant
komposisi struktur modal Perseroan terbesar berasal component of the Company’s capital structure
dari ekuitas. Apabila dilihat dari komposisinya, will come from equity. In terms of composition,
terdapat penurunan porsi pinjaman sebesar 15% jika there will be a decrease in the portion of loans of
dibandingkan dengan tahun 2024 sebesar 16%. 15% respectively, compared to 16% in 2024.
dalam jutaan Rupiah | in million Rupiah
Struktur Modal 2025 2024 Capital Structure
Pinjaman 18,917,041 15% 18,501,705 16% Borrowings
Liabilitas sewa 1,777,739 2% 1,664,615 1% Lease liabilities
Jumlah ekuitas 103,136,323 83% 98,175,173 83% Total equity
Jumlah Modal 123,831,103 100% 118,341,493 100% Total Capital
Kebijakan Manajemen atas Struktur Modal Management Policy on Capital Structure
Perseroan mengelola struktur permodalannya The Company manages its capital structure with
bertujuan untuk menjaga keberlangsungan the aim of maintaining operational sustainability,
operasional, memberikan imbal hasil bagi providing returns to shareholders, and benefiting
pemegang saham, serta manfaat bagi para other stakeholders. In addition, capital management
pemangku kepentingan lainnya. Selain itu, is carried out to maintain an efficient capital
pengelolaan modal dilakukan untuk menjaga composition so that financing costs can be reduced
komposisi modal yang efisien sehingga biaya and the capital structure remains at an optimal level.
pendanaan dapat ditekan dan struktur modal tetap
berada pada tingkat yang optimal.
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Management Discussion and Analysis
Perseroan secara rutin mengevaluasi dan The Company routinely evaluates and manages
mengelola struktur permodalannya agar tetap its capital structure to ensure it remains at an
berada pada tingkat yang optimal serta mampu optimal level and can provide maximum returns
memberikan nilai pengembalian yang maksimal to shareholders. In this process, the Company
kepada para pemegang saham. Dalam proses considers various factors, such as future capital
tersebut, Perseroan mempertimbangkan berbagai requirements, profitability levels, operational cash
faktor, seperti kebutuhan modal di masa flow projections, capital expenditure plans, and
mendatang, tingkat profitabilitas, proyeksi arus strategic investment opportunities. To maintain or
kas operasional, rencana belanja modal, serta adjust this capital structure, the Company takes
peluang investasi strategis. Untuk menjaga atau measures such as adjusting the amount of dividends
menyesuaikan struktur modal tersebut, Perseroan distributed, issuing new shares, or divesting certain
mengambil langkah-langkah seperti menyesuaikan assets to reduce the level of liabilities.
besaran dividen yang dibagikan, melakukan
penerbitan saham baru, atau melepas aset tertentu
guna menurunkan tingkat liabilitas.
Dasar Penentuan Kebijakan Struktur Modal Basis for Determining Policy on Capital Structure
Perseroan meninjau kondisi permodalannya melalui The Company reviews its capital position through the
rasio gearing konsolidasian serta rasio laba yang consolidated gearing ratio and the adjusted profit to
disesuaikan terhadap beban bunga konsolidasian. consolidated interest expense ratio. The gearing ratio
Rasio gearing diperoleh dari perbandingan antara is obtained from the ratio of net debt to total capital.
utang bersih dan total modal. Utang bersih dihitung Net debt is calculated from the sum of short-term
dari jumlah pinjaman jangka pendek dan jangka and long-term loans after deducting cash and cash
panjang setelah dikurangi kas dan setara kas. equivalents. Meanwhile, total capital is the sum of
Sementara itu, total modal merupakan penjumlahan equity and net debt.
antara ekuitas dan utang bersih.
Berikut adalah rasio gearing Perseroan tahun 2024 The following are the Company’s gearing ratios for
dan 2025: 2024 and 2025:
dalam jutaan Rupiah | in million Rupiah
Keterangan 2025 2024 Net Revenue
Jumlah pinjaman 18,917,041 20,166,320 Total borrowings
Dikurangi kas dan setara kas (26,570,772) (25,092,519) Less cash and cash equivalents
(surplus)/defisit bersih (7,653,731) (4,926,199) Net (surplus)/deficit
Jumlah ekuitas 103,136,323 98,175,173 Total equity
Jumlah modal 95,482,592 93,248,974 Total capital
Posisi surplus bersih Posisi surplus bersih
Rasio gearing Gearing ratio
Net surplus position Net surplus position
PT United Tractors Tbk - 2025 Annual Report 215
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Analisa dan Diskusi Manajemen
Ikatan Material untuk Investasi Barang Material Commitments For Capital Goods
Modal Investment
Tujuan Ikatan Purpose of the Commitment
Dalam melaksanakan investasi atas barang In investing in capital goods, the Company enters into
modal, Perseroan menjalin berbagai perikatan various material agreements with strategic partners
material dengan mitra strategis untuk memastikan to ensure the availability of assets needed to support
ketersediaan aset yang diperlukan dalam mendukung its operational activities and business expansion.
aktivitas operasional maupun ekspansi usaha.
Pada tahun 2025, Perseroan memiliki komitmen In 2025, the Company is committed to purchasing
untuk melakukan pembelian barang modal dengan capital goods from a number of parties for
sejumlah pihak untuk pengadaan alat berat, the procurement of heavy equipment, machinery,
mesin, dan prasarana dengan nilai keseluruhan and infrastructure with a total value of Rp371.7 billion.
mencapai Rp371,7 miliar. Jumlah tersebut meningkat This amount has increased compared to 2024,
jika dibandingkan dengan tahun 2024 sebesar which was Rp213.7 billion.
Rp213,7 miliar.
Sumber Dana dan Mata Uang yang Menjadi Source of Funds and Denominated Currency
Denominasi
Sumber dana investasi barang modal Perseroan The Company’s capital investment funds are obtained
diperoleh dari internal Perseroan dengan mata from within the Company in currencies denominated
uang yang menjadi denominasi berupa Rupiah dan in Rupiah and US Dollars.
US Dollar.
Mitigasi Risiko Nilai Tukar Mitigation of Foreign Exchange Risk
Risiko fluktuasi mata uang asing dikelola dengan Foreign currency fluctuation risk is managed by
menerapkan lindung nilai secara alami, yaitu melalui applying natural hedging, namely through a balance
keseimbangan antara aset dan liabilitas moneter between monetary assets and liabilities that use the
yang menggunakan mata uang asing yang sama. same foreign currency. The Company does not hedge
Perseroan tidak melakukan lindung nilai atas investasi long-term investments, but reviews investment
jangka panjang, namun meninjau kinerja investasi performance periodically and assesses the relevance
secara berkala dan menilai relevansi instrumen of these investment instruments to the Company’s
investasi tersebut dengan arah strategi jangka long-term strategy.
panjang Perseroan.
Direksi melakukan proses identifikasi, penilaian, dan The Board of Directors identifies, assesses, and
penetapan langkah lindung nilai atas risiko keuangan determines hedging measures for financial risks
apabila diperlukan. Direksi juga menetapkan prinsip when necessary. The Board of Directors also
dasar kebijakan manajemen risiko serta pedoman establishes basic principles for risk management
khusus untuk area tertentu. Dalam menangani policies and specific guidelines for certain areas. In
risiko nilai tukar dan risiko harga lainnya, Perseroan managing exchange rate risk and other price risks,
menerapkan pendekatan analisis sensitivitas sebagai the Company applies a sensitivity analysis approach
alat evaluasi. as an evaluation tool.
Realisasi Investasi Barang Modal Realized Capital Goods Investment
Investasi barang modal adalah kegiatan pengadaan Capital investment is the procurement of fixed assets
aset tetap atau peningkatan nilai aset tetap yang or the enhancement of fixed assets with the aim of
bertujuan untuk memberikan nilai manfaat ekonomi providing economic benefits to the Company in
bagi Perseroan di periode mendatang. the future.
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Management Discussion and Analysis
Tujuan dan Nilai Investasi Barang Modal Purpose and Value of Capital Goods Investment
Perseroan telah merealisasikan investasi barang The Company has realized capital investment
modal pada tahun 2025 sebesar Rp15,2 triliun, in 2025 amounting to Rp15.2 trillion, an increase
meningkat 3% dibandingkan investasi tahun of 3% compared to the 2024 investment, which
2024 yang mencapai Rp14,8 triliun. Investasi reached Rp14.8 trillion. The investment is primarily
tersebut dialokasikan secara garis besar untuk allocated toward coal and nickel production
kebutuhan produksi batu bara dan nikel, eksplorasi requirements, mineral exploration, the acquisition
tambang, penambahan dan penggantian mesin and replacement of mining machinery, mother
di pertambangan, pengadaan kapal induk, vessel procurement, and the development of
serta pengembangan fasilitas RKEF (Rotary Kiln- RKEF (Rotary Kiln-Electric Furnace) facilities.
Electric Furnace).
Informasi dan Fakta Material Setelah Subsequent Event
Tanggal Laporan Akuntan
Pada tahun 2025, Perseroan tidak memiliki informasi As of 2025, the Company has no material information
dan fakta material setelah tanggal laporan akuntan. or facts after the date of the accountant’s report.
Prospek Usaha Business Prospect
Pembahasan mengenai prospek usaha disajikan Discussion regarding business prospects is
pada bagian “Tinjauan Operasi per Segmen Usaha”. presented in the “Operational Review by Business
Segment” section.
Perbandingan Target Awal Tahun dengan Comparison Between Beginning-of-Year
Realisasi dan Proyeksi Tahun 2026 Targets, Realization and 2026 Projection
Perbandingan antara Target dan Realisasi 2025 Comparison of 2025 Targets and Actual Results
(tidak diaudit) (unaudited)
Berikut adalah perbandingan antara target dan The following is a comparison between the Company’s
realisasi kinerja operasional Perseroan pada operational performance targets and actual results
beberapa indikator kinerja utama di tahun 2025: for several key performance indicators in 2025:
Realisasi 2025 vs
Satuan Target 2025 Realisasi 2025 Target 2025
Keterangan Description
Unit 2025 Target 2025 Actual 2025 Actual vs 2025
Target
Unit
Penjualan Komatsu 4,600 4,515 -2% Komatsu sales
Units
Juta Ton
Produksi batu bara 152,0 148,0 -3% Coal production
Million Tonnes
Juta BCM
Pemindahan tanah 1,255 1,100 -13% Overburden removal
Million BCM
Juta Ton
Penjualan batu bara 14,0 14,3 2% Coal sales
Million Tonnes
Ribu Ons
Penjualan emas 240 227 -5% Gold sales
Thousand Ounces
Juta WMT
Penjualan bijih nikel 2,0 2,1 5% Nickel ore sales
Million WMT
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Analisa dan Diskusi Manajemen
Target 2026 2026 Targets
Perseroan telah menetapkan target operasional The Company has set operational and financial target
dan keuangan dalam Master Budget 2026. Di in the 2026 Master Budget. Below are the Company’s
bawah ini adalah target operasional Perseroan per operational targets per business segment.
segmen usaha.
Satuan Target 2026
Keterangan Description
Unit 2026 Target
Penjualan Komatsu Unit | Units 4,300 Komatsu sales
Produksi batu bara Juta Ton | Million Tonnes 159 Coal production
Pemindahan tanah Juta BCM | Million BCM 1,132 Overburden removal
Penjualan batu bara Juta Ton | Million Tonnes 18.7 Coal sales
Penjualan emas Ribu Ons | Thousand Ounces 82* Gold sales
Penjualan bijih nikel Juta WMT | Million WMT 2,0 Nickel ore sales
* Dengan asumsi penjualan PTAR dimulai dari akhir Mei atau awal Juni tahun 2026.
Assuming PTAR sales commence from late May or early June 2026.
Aspek Pemasaran Marketing Aspects
Bahasan mengenai aspek pemasaran disajikan pada Discussion regarding marketing aspects is
bagian “Tinjauan Operasi per Segmen Usaha”. presented in the “Operational Review by Business
Segment” section.
Dividen dan Kebijakan Dividen Dividend and Dividend Policy
Kebijakan Dividen Dividend Policy
Pembagian dividen atas laba bersih Perseroan The distribution of dividends on the Company’s
sesuai dengan keputusan RUPS yang telah net profit is in accordance with the GMS decision,
ditetapkan berdasarkan kondisi keuangan which is determined based on the Company’s
Perseroan, marjin keuntungan, dan kebutuhan kas financial condition, profit margin, and long-term
jangka panjang. cash requirements.
Seseorang akan berhak atas dividen dan hak lainnya A person will be entitled to dividends and other right
sebagai Pemegang Saham Perseroan apabila as a Shareholder of the Company if that person is
orang tersebut terdaftar sebagai Pemegang Saham registered as a Shareholder of the Company.
Perseroan.
Tahun Buku | Financial Year
Pembagian Dividen Dividend Distribution
2023 2024 2025
Dividen interim per saham (Rp) 701 667 567 Interim dividend per share (Rp)
Jumlah dividen interim (Rp miliar) 2,545.9 2,422.4 2,059.2 Total interim dividend (Rp billion)
Tanggal pembayaran dividen 24 Oktober 2023 24 Oktober 2024 24 Oktober 2025 Date of interim dividend
interim October 24, 2023 October 24, 2024 October 24, 2025 payment
Dividen tunai per saham (Rp) 1,569 1,484 * Final dividend per share (Rp)
Jumlah dividen tunai (Rp miliar) 5,698.3 5,389.6 * Total cash dividend (Rp billion)
Tanggal pembayaran saldo 22 Mei 2024 28 Mei 2025 * Date of cash dividend balance
dividen tunai May 22, 2024 May 28, 2025 payment
Rasio pembayaran dividen 40% 40% * Dividend payout ratio
* Tergantung persetujuan pemegang saham pada Rapat Umum Pemegang Saham Tahunan bulan April 2025.
Subject to the approval of shareholders at the Annual General Meeting of Shareholders in April 2025.
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Management Discussion and Analysis
Informasi Material Mengenai Investasi, Material Information Regarding Investment,
Ekspansi, Divestasi, Penggabungan/ Expansion, Divestment, Merger/
Peleburan Usaha, Akuisisi dan Consolidation, Acquisition, and Debt/
Restrukturisasi Utang/Modal Capital Restructuring
Selama tahun 2025, Perseroan tidak memiliki transaksi During 2025, the Company does not have transaction
material terkait investasi, ekspansi, merger, akuisisi dan material related to investment, expansion, mergers,
restrukturisasi utang, selain yang telah diungkapkan acquisitions and debt restructuring, other than
pada bagian lain dalam laporan tahunan ini atau those that have been previously disclosed in
laporan keuangan konsolidasian Perseroan untuk the other sections of this annual report or in the
tahun yang berakhir 31 Desember 2025. consolidated financial statements for the year ended
December 31, 2025.
Transaksi Material yang Mengandung Material Transactions Involving the Conflict
Benturan Kepentingan of Interest
Pada tahun 2025, Perseroan tidak memiliki transaksi In 2025, the Company did not have any material
material yang mengandung benturan kepentingan. transactions involving conflicts of interest.
Transaksi dengan Pihak Berelasi Transaction with Related Parties
Perseroan dalam melakukan transaksi dengan pihak The Company enters transactions with related parties
berelasi sesuai dengan definisi yang diuraikan pada in accordance with the definition described in SFAS
PSAK 224 “Pengungkapan Pihak Berelasi”. Seperti 224 “Related Party Disclosures.” Similar to third parties,
halnya dengan pihak ketiga, harga jual, harga sales price, purchase price, operating lease expenses,
pembelian, beban sewa operasi, beban asuransi, insurance charges, and interest charges to related
dan beban bunga dengan pihak berelasi ditentukan parties are determined based on negotiations.
berdasarkan negosiasi.
Informasi terkait dengan pihak berelasi, sifat Information regarding related parties, the nature of
hubungan, jenis transaksi, dan saldo material the relationship, the type of transaction, and material
dengan pihak berelasi diungkapkan dalam catatan balances with related parties is disclosed in note 36,
36, Catatan atas Laporan Keuangan Konsolidasian Notes to the Company’s Consolidated Financial
Perseroan yang menjadi bagian dari buku Laporan Statements, which is part of this annual report.
tahunan ini.
Selama kurun waktu 2025, Perseroan telah melakukan During the 2025 period, the Company has conducted
transaksi afiliasi dan fakta material sebagaimana affiliated transactions and material facts as stated on
tercantum di dalam website Perseroan. Seluruh the Company’s website. All of the above transactions
transaksi di atas telah sesuai dengan Peraturan OJK. are in accordance with OJK regulations.
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Analisa dan Diskusi Manajemen
Pernyataan Direksi atas Kewajaran Transaksi Statement of the Board of Directors on the
Berelasi Fairness of Related Transactions
Direksi Perseroan menegaskan bahwa setiap The Board of Directors of the Company confirms that
transaksi dengan pihak afiliasi telah ditempuh every transaction with affiliated parties has been
melalui prosedur yang memadai untuk memastikan carried out through adequate procedures to ensure
pelaksanaannya sejalan dengan praktik bisnis yang that it is in line with customary business practices,
lazim, memenuhi prinsip kewajaran atau arm’s length complies with the arm’s length principle, and fulfills
principle, serta dipenuhi kewajiban pelaporannya reporting obligations to the OJK. All transactions,
kepada OJK. Seluruh transaksi, termasuk transaksi including intercompany loans and shareholder
pinjaman antar perusahaan maupun pinjaman loans that incur interest expenses, must comply
pemegang saham yang menimbulkan beban bunga, with the provisions and interest rates that reflect
wajib mengikuti ketentuan dan tingkat suku bunga market conditions.
yang mencerminkan kondisi pasar.
Selain itu, setiap transaksi antara anak perusahaan In addition, every transaction between a subsidiary
dan entitas induk, antar anak perusahaan di bawah and its parent entity, between subsidiaries within the
Perseroan, maupun antar entitas dalam Grup Astra Company, or between entities within the Astra Group
harus didukung oleh perjanjian hukum yang memadai must be supported by an adequate legal agreement
sebagai bentuk penerapan prinsip kehati-hatian. to apply the principle of prudence. This approach is
Pendekatan ini diambil untuk memberikan kepastian taken to provide certainty regarding the parties’ rights
hak dan kewajiban para pihak, memitigasi potensi and obligations, mitigate potential conflicts of interest,
benturan kepentingan, serta menjamin bahwa setiap and ensure that all affiliated transactions are carried
transaksi afiliasi dilaksanakan secara transparan out in a transparent and accountable manner.
dan akuntabel.
Prosedur serta aspek kewajaran atas seluruh transaksi The procedures and fairness of all transactions
dengan pihak afiliasi Perseroan secara berkala with the Company’s affiliated parties are periodically
ditelaah oleh Dewan Komisaris melalui mekanisme reviewed by the Board of Commissioners through
pengawasan yang dilakukan Komite Audit. a supervisory mechanism carried out by the
Audit Committee.
Perubahan Peraturan Perundang- Changes in Laws that Have Significant
undangan yang Berpengaruh Signifikan Effects on the Company
pada Perusahaan
Pada tahun 2025, tidak ada perubahan peraturan In 2025, there will be no changes to laws or
perundang-undangan yang berpengaruh signifikan regulations that have a significant effect on the
pada Laporan Keuangan Perseroan atau berpengaruh Company’s Financial Statements or its operations.
pada operasional Perseroan.
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Management Discussion and Analysis Penerapan Perubahan Kebijakan Akuntansi Application of Changes in Accounting dan Dampaknya terhadap Laporan Policies and Its Impact on the Financial Keuangan Statements Penerapan dari standar baru dan amendemen The adoption of the new standard and amendment berikut yang berlaku efektif mulai 1 Januari 2025 that are effective beginning January 1, 2025 did tidak menimbulkan perubahan substansial terhadap not result in substantial changes to the Group’s kebijakan akuntansi Grup dan pengaruh yang accounting policy and had no material effects on the material atas jumlah yang dilaporkan atas tahun amounts reported for the current or prior financial berjalan atau tahun-tahun sebelumnya. years. • PSAK 117 “Kontrak Asuransi” dan amendemen • PSAK 117 “Insurance Contracts” and the konsekuensial atas PSAK lain karena berlaku consequential amendment to other PSAKs due to efektifnya PSAK 117. the effective implementation of PSAK 117. • Amendemen terhadap PSAK 221 “Pengaruh • Amendment to PSAK 221 “The Effects of Changes in Perubahan Kurs Valuta Asing” . Foreign Exchange Rates”. Amendemen dan penyesuaian tahunan yang telah Amendments and annual improvement issued, diterbitkan, yang relevan dengan operasi Grup, which are relevant to the Group’s operations, but namun belum berlaku efektif untuk tahun buku yang not yet effective for the financial year beginning dimulai pada atau setelah tanggal 1 Januari 2025 January 1, 2025 are as follows: adalah sebagai berikut: • Penyesuaian Tahunan 2024 Standar Akuntansi • Annual Improvement 2024 Indonesian Financial Keuangan (“SAK”) Indonesia. Accounting Standards (“SAK”) Indonesia. • Amendemen terhadap PSAK 107 “Instrumen • Amendment to PSAK 107 “Financial Instruments: Keuangan: Pengungkapan”. Disclosures”. • Amendemen terhadap PSAK 109 “Instrumen • Amendment to PSAK 109 “Financial Instruments”. Keuangan”. • PSAK 118 ”Penyajian dan Pengungkapan dalam • PSAK 118 “Presentation and Disclosure in Financial Laporan Keuangan”. Statements”. • PSAK 338 (Revisi 2025) ”Kombinasi Bisnis Entitas • PSAK 338 (Revision of 2025) “Business Combinations Sepengendali”. of Entities Under Common Control”. PT United Tractors Tbk - 2025 Annual Report 221
Page 224
Sumber Daya
Manusia dan
Digitalisasi
Human Capital and
Digitalization
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224 Sumber Daya Manusia
Human Capital
231 Digitalisasi
Digitalization
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Sumber Daya Manusia dan Digitalisasi
Sumber Daya Manusia
Human Capital
v
Perubahan bisnis yang semakin cepat dan dinamis
menghadirkan peluang sekaligus tantangan baru yang
menuntut kesiapan sumber daya manusia. Sejalan dengan
hal tersebut,seluruh insan Perseroan diharapkan memiliki
kompetensi unggul serta ketangguhan karakter yang
selaras dengan budaya SOLUTION, semangat Moving
as One, serta komitmen terhadap prinsip Diversity, Equity,
and Inclusion.
Rapid and dynamic changes in the business landscape continue to create
new opportunities and challenges that require robust human capital
readiness. In this context, every member of the Company is expected to
demonstrate superior competencies and resilient character aligned with
the SOLUTION culture, the Moving as One spirit, and a strong commitment
to the principles of Diversity, Equity, and Inclusion.
79,583
Partisipasi Pelatihan 2025
100%
Cakupan Pelatihan
2025 Training Participation Training Coverage
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Human Capital and Digitalization
Jenis Jumlah Rata-Rata* Peningkatan
Type Total Average Improvement
Pre-test
56.37
62.9%
Peningkatan Pengetahuan Fase 10
Knowledge Improvement Post-test
91.87
Fase 10
Pre-evaluation
35.8%
61.22
Peningkatan Keterampilan Fase 70
Skill Enhancement Post-evaluation
83.16
Fase 70
* Rata-rata jam pelatihan per orang (jam)
Average training hours per person (hours)
Peserta Pelatihan berdasarkan Jabatan
2024 2025
Training Participants by Position
Direksi | Board of Directors 74 75
Level GM | GM Level 108 77
Level Manajer | Manager Level 530 536
Supervisor | Supervisors 10,066 7,131
Staf | Staff 28,566 30,956
Total 39,344 38,775
1,297,802
Jam Pelatihan
Training Hours
Program Pelatihan UT CorpU Tahun 2025
UT CorpU Training Program in 2025
Perubahan harga komoditas, penyesuaian regulasi, Commodity price volatility, regulatory adjustments,
dan percepatan teknologi terus membentuk and rapid technological shifts continue to shape the
lanskap bisnis Perseroan. Dalam menghadapi Company’s business landscape. In addressing these
dinamika tersebut, Perseroan memulai transition dynamics, the Company embarked on a transition
journey menuju portofolio yang lebih berkelanjutan, journey toward a more sustainable portfolio,
termasuk pengembangan sektor mineral dan energi including the development of mineral and renewable
terbarukan sebagai langkah portfolio rebalancing energy sectors as part of our portfolio rebalancing
guna mengurangi ketergantungan pada bisnis strategy to reduce dependence on coal-related
berbasis batu bara. Perjalanan transisi ini menuntut businesses. This transition requires strong human
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Sumber Daya Manusia dan Digitalisasi
kesiapan dan penguatan kompetensi SDM sebagai capital readiness, as talent capability is a decisive
faktor penentu dalam menangkap peluang baru factor in capturing new opportunities and ensuring
serta memastikan keberhasilan transformasi. a successful transformation.
Untuk memastikan tersedianya talenta unggul To ensure the availibility of high-quality talent across
di seluruh lini, Perseroan mempercepat all functions, the Company accelerates capability
pengembangan kompetensi melalui pendekatan building through a hyper-speed competencies
hyper-speed competencies development. Upaya ini development approach. This includes strengthening
mencakup penguatan kompetensi teknis, perilaku, technical, behavioural, business management,
manajemen bisnis, serta literasi bahasa. Perseroan and language competencies. The Company also
juga merancang kerangka pengembangan yang implements a comprehensive and integrated
komprehensif dan terintegrasi berbasis metode 10- development framework based on the 10-20-70
20-70, yang mengombinasikan pelatihan formal, method, combining formal training, mentoring &
mentoring dan coaching, serta pembelajaran coaching, and experiential learning.
berbasis pengalaman.
Pendekatan tersebut diarahkan untuk membentuk This approach is designed to cultivate agile
SDM yang agile, adaptif terhadap dinamika industri, talent capable of adapting to industry dynamics,
memahami bisnis inti maupun teknologi baru, serta understanding both core and emerging businesses
mendorong inovasi dan kolaborasi berkelanjutan. and technologies, and driving sustainable innovation
Di sisi lain, untuk memenuhi kebutuhan kompetensi and strategic collaboration. At the same time,
spesifik pada portofolio bisnis baru, strategi akuisisi targeted talent acquisition through pro-hire remains
talenta melalui pro-hire tetap dijalankan sebagai a tactical short-term measure to fulfill specialized
langkah taktis jangka pendek yang melengkapi competency needs within our new business portfolios,
percepatan pengembangan internal. complementing internal development efforts.
Sementara itu, para pemimpin juga diharapkan Leaders are also expected to provide consistent
menjalankan mentoring, coaching dan konseling mentoring, coaching, and counseling, while
secara konsisten, serta melakukan monitoring monitoring assignments that enhance employee
atas penugasan-penugasan yang mendorong competencies across the Group, including
peningkatan kompetensi SDM di seluruh entitas Grup, subsidiaries, divisions, departments, branches, sites,
mencakup anak Perusahaan, divisi, departemen, representative offices, and support points.
cabang, site, perwakilan hingga support point.
People Strategy People Strategy
Perseroan memiliki People Strategy sebagai salah The Company’s People Strategy serves as a key pillar
satu pilar utama dalam strategi 3P Roadmap within the 3P Roadmap (Portfolio, People, and Public
(Portfolio, People, dan Public Contribution). Strategi Contribution). This strategy is implemented through
ini diwujudkan melalui kerangka 4 FIT yang the 4 FIT framework, encompassing Culture Fit,
mencakup Culture Fit, Organization Fit, People Fit, dan Organization Fit, People Fit, and Digitalization Fit.
Digitalization Fit.
Konsep FIT dimaknai sebagai keselarasan dan “FIT” is defined as alignment and appropriateness
ketepatan antara nilai budaya perusahaan yang across corporate cultural values grounded in
berlandaskan filosofi Catur Dharma dan SOLUTION, the Catur Dharma and SOLUTION philosophies,
dengan arah organisasi yang berkomitmen pada organizational commitment to customer satisfaction,
kepuasan pelanggan. FIT juga mencerminkan alignment between human capital competencies
kesesuaian antara kompetensi SDM yang dimiliki and business growth needs, and the effective
dengan kebutuhan pertumbuhan organisasi, serta integration of digitalization within the overall human
keselarasan implementasi digitalisasi dalam sistem capital management system.
manajemen SDM secara menyeluruh.
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Human Capital and Digitalization
2022-2024 2025-2027 2028-2030
Pilar Strategis Beradaptasi & Mengejar Peluang Arsitektur Berkembang
di Era Normal Baru Bisnis Baru Menuju Era Baru
Strategic Pillars Adapt & Catch Opportunities in New Architecture Thrive In
the New Normal Era for Business the New Era
Culture Fit Menciptakan budaya perusahaan yang Menguatkan “Kebhinekaan” dan Menjadikan coaching sebagai
kuat berlandaskan “Kebhinekaan” di meningkatkan kebahagiaan budaya yang dijalankan
seluruh grup Perseroan. karyawan melalui praktik secara berkelanjutan
kolaboratif di Seluruh AHEMCE dan berdampak pada
Company Culture that Enforce Embrace ”Kebhinekaan” and performance dan kesiapan
“Kebhinekaan” Across AHEMCE Group. Employee Happiness Through kader di AHEMCE.
Collaborative Practices Across Establishing coaching as
AHEMCE. a sustainable culture that
drives performance and
talent readiness across
AHEMCE.
Organization Fit Organisasi yang agile, tangguh Menyelaraskan kembali Mengimplementasikan
dan berproduktivitas tinggi melalui arsitektur organisasi dengan kebijakan dan proses
penyelarasan proses bisnis dengan prinsip kebutuhan lanskap bisnis baru organisasi yang mendukung
Diversity, Equity & Inclusion. di masa depan. produktivitas dan
Agile, Resilience, and Highly Productive Re-align Organization pertumbuhan bisnis yang
Organization Through Business Process Architecture to the New berkelanjutan.
Alignment with Diversity-Equity- Business Landscape Needs in Implementing organizational
Inclusiveness Principles. Upcoming Future. policies and processes
that drive productivity and
sustainable business growth.
People Fit • Kesiapan dan ketangguhan SDM dalam Kolaborasi talenta untuk Mengelola SDM secara
mengikuti cepatnya dinamika organisasi. mengakselerasi pertumbuhan inovatif dan adaptif untuk
• Karyawan bermotivasi tinggi untuk grup Perseroan pada bisnis saat memperkuat kompetensi,
mencapai prestasi terbaik. ini dan masa depan. memastikan kesiapan
• Penguasaan kompetensi SDM generalis Collaboration Cross AHEMCE kader, serta meningkatkan
dan spesialis (ahli). to Accelerate Talent Reskilling kepuasan karyawan dalam
• Lingkungan kerja yang fleksibel, efektif, and Upskilling in Facing New menjawab kebutuhan bisnis
sehat, dan menyenangkan. Business Landscape Readiness. yang terus berkembang.
• People Readiness (i.e: Successor, bench Driving innovative
strength, etc) and Resilience in Facing and adaptive people
Organization Agility. management to strengthen
• Highly Motivated Employee to Achieve competencies, ensure
Extraordinary Achievement. successor readiness,
• Mastery for Generalist & Expert and enhance employee
• Flexible, Effective, Healthy and Happy satisfaction in response to
Working Environment. evolving business needs.
Digitalization Fit Implementasi replikasi digitalisasi Inisiatif arsitektur digitalisasi Mengakselerasi
dan infrastruktur digital di seluruh kolaboratif dan berbasis data. pengembangan dan
grup Perseroan. Leverage Big Data and People pelayanan melalui
Digitalization & Digital Infrastructure Analytics to Enable Effective & optimalisasi Big Data dan AI
replication implementation Across Efficient Decision-making. guna mencapai efisiensi dan
AHEMCE Group. kepuasan karyawan.
Accelerating employee
development and services
through Big Data and AI
optimization to achieve
operational efficiency and
satisfaction.
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Sumber Daya Manusia dan Digitalisasi
Pengembangan SDM Human Capital Development
Inisiatif pengembangan kompetensi karyawan The Company’s employee competency development
Perseroan dipusatkan di UT Corporate University (UT initiatives are centralized at UT Corporate University
CorpU) yang berfungsi sebagai center of excellence (UT CorpU), which serves as the Company’s
dalam peningkatan kapabilitas SDM. UT CorpU center of excellence for strengthening human
mengadopsi model pengembangan 10-20-70 yang capital capabilities. UT CorpU adopts the 10-20-70
memadukan pelatihan formal, pembelajaran sosial development model, integrating formal training,
melalui coaching & mentoring, serta pembelajaran social learning, facilitated through coaching and
berbasis pengalaman kerja nyata melalui penugasan mentoring, complemented by experiential learning
strategis, proyek lintas unit maupun tantangan via strategic assignments, cross-functional projects,
operasional bisnis. and business operational challenges.
UT CorpU juga memfasilitasi berbagai program UT CorpU also facilitates a wide range of professional
sertifikasi profesi, mencakup jenjang expert hingga certification programs, covering both expert and
generalis. Untuk sertifikasi pada level expert, seperti generalist levels. For expert certifications—such as
mekanik, application engineer, service expert, dan mechanics—UT CorpU collaborates with authorized
parts supply chain, UT CorpU bekerja sama dengan Professional Certification Bodies, with certifications
Universitas ternama dan Lembaga Sertifikasi Profesi outcomes servings the basis for determining
yang terakreditasi unggul. Sementara itu, bagi karyawan mechanical grades and remuneration structures.
pada fungsi generalis, seperti di bidang keuangan, Meanwhile, for employees in generalist functions,
Environment, Health, and Safety (EHS), Audit, Human particularly in finance, UT CorpU offers various
Capital, dan lain sebagainya, UT CorpU menyediakan professional certifications, including Certified PSAK,
beragam sertifikasi profesional yang sesuai dengan Certified Internal Auditor, Chartered Accountant, and
kebutuhan operasionalnya. Pendekatan ini memastikan others. This approach ensures that all employees meet
seluruh karyawan memiliki standar kompetensi yang competency standards aligned with their respective
relevan dengan peran masing-masing serta selaras roles and the evolving needs of the business.
dengan kebutuhan bisnis yang terus berkembang.
Komposisi Metode
Platform
Composition Method
10% Pelatihan dan Pembelajaran Pembelajaran Mandiri:
Training dalam kelas dan Self-learning Self-learning
Learning and Development • UT Smart
In-class Training and Self-learning • Top Up learning
• UT Libro
In-Class Training:
• New Employee Development Program (NEDP)
• AHEMCE Future Leader Program (AFLP)
• AHEMCE Advance Leadership Program (AALP)
20% Pembelajaran Sosial Sesi Coaching, Mentoring & Sharing
Social Learning Coaching, Mentoring & Sharing Sessions
70% Pembelajaran Berbasis Pengalaman Implementasi Proyek Bisnis, Pengelolaan Permasalahan & Solusi untuk
Experiential Learning Pelanggan, dan Proyek Perbaikan dan Solusi Produk untuk Pelanggan
Project Implementation, Customer Solution Management, Product
Solution Management
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Human Capital and Digitalization
UT SMART UT SMART
Sebagai penguatan implementasi model pembelajaran To strengthen the implementation of the UT CorpU
10-20-70 di UT CorpU, Perseroan mengembangkan 10-20-70 learning model, the Company developed a
platform pembelajaran terstruktur dan terintegrasi structured and integrated learning platform called UT
bernama UT SMART. Platform ini dirancang berdasarkan SMART. The platform is built upon four core principles:
empat prinsip utama, yaitu learning decentralization, learning decentralization, a millennial learning style
millennial learning style matrix, gamification, serta matrix, gamification, and looping investment rewards.
looping investment reward.
UT SMART memberikan fleksibilitas bagi karyawan untuk UT SMART provides employees with flexible access
mengakses materi pembelajaran dan meningkatkan to learning materials, enabling them to build and
kompetensi kapan saja dan di mana saja. Hingga akhir enhance their competency enhancement anytime
tahun 2025, platform tersebut telah menyediakan 2.207 and anywhere. By the end of 2025, the platform
konten pembelajaran. offered approximately 2,207 learning contents.
Pemanfaatan UT SMART sebagai media pembelajaran The utilization of UT SMART as a learning platform
berhasil menurunkan biaya pengembangan sebesar reduced development costs up to 94% compared to
94% jika dibandingkan dengan external learning external learning management systems. In addition,
management system. Selain itu, kualitas pengetahuan employee knowledge quality improved by 63%,
karyawan meningkat sebesar 63% dan perbaikan while skill enhancement increased by 36%.
kualitas keterampilan meningkat sebesar 36%.
Demografi Karyawan Employees Demographics
Karyawan Berdasarkan Jenjang Jabatan
Employees Based on Position
2025 2024
Jabatan
Positions Laki-laki Perempuan Jumlah Laki-laki Perempuan Jumlah
Male Female Total Male Female Total
Direksi | Board of Directors 71 4 75 69 5 74
Kepala Divisi | Division Head 72 5 77 99 9 108
Manajer | Manager 480 56 536 480 50 530
Staf & Posisi lainnya | Staff &
36,747 1,340 38,087 9,242 1,228 38,632
Other position
Jumlah | Total 37,370 1,405 38,775 38,052 1,292 39,344
Karyawan Berdasarkan Usia
Employees by Age Group
2025 2024
Usia
Age Laki-laki Perempuan Jumlah Laki-laki Perempuan Jumlah
Male Female Total Male Female Total
18-25 tahun | year of 9,356 375 9,731 11,180 370 11,550
26-35 tahun | year of age 16,318 616 16,934 16,612 542 17,154
36-45 tahun | year of age 9,185 308 9,493 7,847 285 8,132
>45 tahun | year of age 2,511 106 2,617 2,413 95 2,508
Jumlah | Total 37,370 1,405 38,775 38,052 1,292 39,344
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Sumber Daya Manusia dan Digitalisasi
Karyawan Berdasarkan Pendidikan
Employees by Education Level
2025 2024
Pendidikan
Education Laki-laki Perempuan Jumlah Laki-laki Perempuan Jumlah
Male Female Total Male Female Total
SD-SMP-SMA
29,388 182 29,570 30,355 166 30,521
Elementary to High School
Diploma | Diploma 3,242 263 3,505 3,177 267 3,444
S1 | Bachelor 4,486 886 5,372 4,298 798 5,096
S2/S3 | Master/Doctor 254 74 328 222 61 283
Jumlah | Total 37,370 1,405 38,775 38,052 1,292 39,344
Karyawan Berdasarkan Status Ketenagakerjaan
Employees Based on Employment Status
2025 2024
Status Ketenagakerjaan
Employment Status Laki-laki Perempuan Jumlah Laki-laki Perempuan Jumlah
Male Female Total Male Female Total
Tetap | Permanent 26,019 1,024 27,043 26,193 932 27,125
Tidak Tetap | Non-permanent 11,351 381 11,732 11,859 360 12,219
Jumlah | Total 37,370 1,405 38,775 38,052 1,292 39,344
Uraian lebih lengkap mengenai pengelolaan A more complete description of human
SDM disajikan pada Laporan Keberlanjutan capital management is presented in the
PT United Tractors Tbk tahun 2025 yang menjadi PT United Tractors Tbk 2025 Sustainability Report
bagian tidak terpisahkan dari Laporan Tahunan ini. which is an integral part of this Annual Report.
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Human Capital and Digitalization
Digitalisasi
Digitalization
Digitalisasi dan inovasi berbasis teknologi terus
diakselerasi di seluruh entitas Grup Perseroan sebagai
prioritas strategis untuk memperkuat keunggulan
operasional dan menciptakan nilai kompetitif di
setiap lini bisnis. Grup Perseroan secara konsisten
mengeksplorasi dan memanfaatkan teknologi terkini guna
menyempurnakan proses bisnis, meningkatkan efisiensi,
serta mengoptimalkan kinerja dan penciptaan nilai
jangka panjang.
Digitalization and technology-driven innovation must be accelerated across
all entities within the Group to strengthen operational excellence and build
sustainable competitive advantage across every business line. The Group
continuously explores and adopts emerging technologies to enhance
business processes, improve efficiency, and optimize operational and financial
performance while driving long-term value creation.
Perseroan menetapkan digitalisasi sebagai salah The Company positions digitalization as one of the
satu pilar utama dalam strategi 3D (Differentiation, core pillars within its 3D strategy (Differentiation,
Diversification, and Digitalization). Sejalan dengan Diversification, and Digitalization). In line with
arah strategis tersebut, Perseroan secara konsisten this strategic direction, the Company continues
memperluas dan mengoptimalkan pemanfaatan to expand and optimize the utilization of digital
teknologi digital di seluruh entitas Grup Perseroan technologies across all Group entities to enhance
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Sumber Daya Manusia dan Digitalisasi
guna meningkatkan kualitas layanan, memberikan service quality, deliver greater value to customers,
nilai tambah bagi pelanggan, mendorong efektivitas improve work effectiveness and productivity, and
dan produktivitas kerja, serta membuka peluang unlock new business opportunities.
bisnis baru.
Inisiatif digital di lingkungan Grup dirancang Digital initiatives across the Group are designed to
sebagai pusat keunggulan (center of excellence) be a center of excellence that strengthens cross-
yang memperkuat sinergi lintas lini bisnis business synergy in navigating an increasingly
dalam menghadapi dinamika industri. Upaya ini dynamic industry landscape. This commitment
mencerminkan nilai One Synergy dalam tagline reflects the value of One Synergy embedded in the
Moving as One, yang menekankan kolaborasi antar Moving as One tagline, emphasizing collaboration
lini bisnis untuk menciptakan manfaat bersama dan across business lines to create mutual benefits and
kesuksesan berkelanjutan. sustainable success.
Pendekatan tersebut diwujudkan melalui berbagai This approach is executed through various programs,
program, antara lain pengembangan kapabilitas including digital capability development through
digital melalui sesi berbagi pengetahuan dan knowledge-sharing and benchmarking sessions,
pembandingan praktik terbaik, penyediaan layanan the provision of strategic consulting services, and
konsultasi strategis, serta implementasi solusi digital the implementation of integrated digital solutions
terintegrasi di seluruh entitas Grup Perseroan. throughout the Group entities.
Pada tahun 2025, pencapaian digitalisasi Perseroan In 2025, the Company’s digitalization achievements
meliputi: included:
• Mendorong pertumbuhan transaksi daring suku • Driving a 103% increase in online spare parts
cadang sebesar 103% pada segmen pelanggan transactions across both registered and retail
terdaftar maupun ritel. customer segments.
• Mendukung peluncuran berbagai value-added • Supporting the launch of value-added features to
features yang memperkuat diferensiasi produk di strengthen product differentiation in a competitive
tengah persaingan. market.
• Memperluas pemanfaatan AI dan automation • Expanding the adoption of AI and automation
pada berbagai proses bisnis untuk meningkatkan across business processes to enhance efficiency
efisiensi dan produktivitas. and productivity.
• Mematangkan fondasi kapabilitas produk digital • Strengthening foundational digital product
sebagai persiapan menuju implementasi berskala capabilities in preparation for broader-
lebih luas, baik secara internal maupun bagi scale implementation, both internally and for
pelanggan. customers.
Menghadapi tantangan kedepan, Perseroan akan Looking ahead, the Company will continue to invest
terus berinvestasi dalam digitalisasi sebagai in digitalization as core pilars of it’s 3D strategy
bagian dari salah satu pilar utama strategi 3D (Differentiation, Diversification, and Digitalization)
(Differentiation, Diversification, Digitalization) untuk to reinforce competitive advantage and
memperkuat keunggulan kompetitif dan memastikan ensure sustainable business growth.
keberlanjutan pertumbuhan bisnis.
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Human Capital and Digitalization
Gugus Tugas Diferensiasi & Digitalisasi Differentiation & Digitalization Task Force
Sejak 2017, Perseroan membentuk Differentiation & Since 2017, the Company has established
Digitalization Task Force (Gugus Tugas Diferensiasi the Differentiation & Digitalization Task Force, which
& Digitalisasi) yang berperan strategis dalam plays a key role in fostering innovation and accelerating
mendorong inovasi serta mempercepat penerapan digital adoption as a source of competitive advantage
digitalisasi sebagai sumber keunggulan kompetitif and business differentiation. The formation of this task
melalui diferensiasi bisnis. Pembentukan gugus tugas force marked the beginning of UT’s structured and
ini menandai titik awal perjalanan transformasi digital sustainable digital transformation.
UT secara terstruktur dan berkelanjutan.
Gugus tugas tersebut berfokus pada pengembangan The task force focuses on developing innovative
solusi digital inovatif, peningkatan efisiensi digital solutions, enhancing operational efficiency,
operasional, optimalisasi pengalaman pelanggan, optimizing customer experience, and measuring
serta pengukuran dampak bisnis yang terukur business impact to ensure optimal return on
untuk memastikan return on investment (ROI) yang investment (ROI). Through these initiatives, the
optimal. Melalui berbagai inisiatif tersebut, Perseroan Company reinforces its commitment to driving
menegaskan komitmennya dalam mendorong sustainable growth and strengthening profitability
pertumbuhan berkelanjutan dan memperkuat amid an evolving business landscape.
profitabilitas di tengah dinamika bisnis yang terus
berkembang.
United Tractors Digital Journey Highlights
Established Digitizing The Business Inventing through Analytics
• UT Digital was established, consisting of Enhanced internal business Driving business growth through
14 members across four workstreams. processes through system impactful data science and
• Developed a digital roadmap. improvements, process automation, analytics innovation.
• Built capabilities in partnership with and data analytics.
leading global business and digital
consultants.
2017 2018 2019
Customer Interaction Expanding Customer Touch Digital Differentiation
Enhancing customer experience Points Equipment, order and
through digitalization. Expand Customer coverage maintenance management
with targeted sales & marketing application for Customer.
initiatives.
2020 2021 2022
Rise & Energize Fit to Elevate Rapid & Perform
Elevating impact, skills, and Increasing productivity and ensuring Striving for rapid product
competencies while energizing operational readiness to harness development, shortening lead
existing solutions. Stepping into new business opportunities. time to deliver value without
frontiers to better serve customers. compromising quality. Leveraging
all resources to achieve optimal
performance and maximize impact.
2023 2024 2025
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Sumber Daya Manusia dan Digitalisasi
Untuk memastikan efektivitas inisiatif digital To ensure the effectiveness of digital initiatives and
dan inovasi berbasis teknologi, sejak 2020 technology-driven innovation, since 2020 Corporate
Corporate Human Capital & Corporate University Human Capital & Corporate University has developed
mengembangkan program peningkatan kompetensi a digital competency enhancement program for all
digital bagi seluruh karyawan sebagai bagian dari employees as part of the People Fit pillar, known as
pilar People Fit, yang dikenal sebagai Digital Fit. Salah Digital Fit. One of its key implementations is the training
satu implementasinya adalah penyelenggaraan program delivered through UT Smart, featuring a
program pelatihan melalui UT Smart, dengan curriculum specifically designed to strengthen digital
kurikulum yang dirancang khusus untuk memperkuat capabilities across all levels of the organization.
kompetensi digital di seluruh tingkat organisasi.
UT’s Digital Process in Brief
Turning data into actionable-Insight, to enhance customer engagement
Growing Data:
Database
Continuously expanding strategic data assets.
Data Flow
Updated Platform:
Enhancing digital infrastructure through cloud-
Digital Analytics Business based platform.
Apps Inteligence
Insight
Driven by management system:
Enabled by integrated management systems
through collaborative planning, monitoring,
and Command Center operations.
Action
Top-of-mind: Increase Customer loyalty.
Strengthening customer loyalty through
expanded digital engagement, enhanced
customer experience, and integrated platforms
Increase Customer Engagement such as UT Connect.
Perkembangan Digitalisasi di Lini Bisnis Digitalization Progress Across Business Lines
Digitalisasi terus diperkuat di seluruh lini bisnis Digitalization continues to be strengthened across all
guna mendukung operational excellence dan business lines to support operational excellence and
meningkatkan keunggulan kompetitif Perseroan. enhance the Company’s competitive advantage.
Pemanfaatan teknologi seperti Big Data, Artificial The adoption of technologies such as Big Data,
Intelligence, dan Internet of Things menjadi fondasi Artificial Intelligence, and the Internet of Things has
penting dalam mendorong pertumbuhan bisnis serta become a critical foundation for driving business
menjawab kompleksitas tantangan industri yang growth and addressing increasingly complex
terus berkembang. industry challenges.
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Human Capital and Digitalization
Pada Segmen Mesin Konstruksi, inovasi digital In the Construction Machinery segment, digital
difokuskan pada peningkatan efisiensi dan kinerja innovation is focused on enhancing efficiency and
operasional lintas bisnis. Sementara pada Segmen operational performance across business units.
Kontraktor Penambangan, transformasi digital Meanwhile, in the Mining Contractor Segment, PAMA’s
PAMA berfokus pada strategi strengthening the digital transformation focuses on strengthening its
core, termasuk migrasi ERP ke SAP S/4HANA yang core strategy, including the migration of its ERP system
berlangsung dari Januari 2024 hingga Juli 2025. to SAP S/4HANA spanning January 2024 to July 2025.
Selain itu, PAMA mengakselerasi monetisasi PAMA is also accelerating the monetization of its
inisiatif digital yang telah berjalan melalui ongoing digital initiatives by reinforcing technology,
penguatan teknologi, SDM, dan sistem. PAMA juga people, and systems. Additionally, PAMA is developing
mengembangkan Analytical Operations and an Analytical Operations and Immersion Center to
Immersion Center sebagai pusat pengawasan provide real-time operational visibility and accelerate
operasional dan percepatan pengambilan keputusan decision-making, serving as a central hub for all
secara real-time, sekaligus menjadi hub bagi seluruh digital transformation efforts within the Company.
inisiatif digital perusahaan.
Pada Segmen Pertambangan Batu Bara, Turangga In the Coal Mining segment, Turangga Resources
Resources mengimplementasikan Digital Initiatives is implementing its 2023–2025 Digital Initiatives,
2023–2025, mencakup penyediaan infrastruktur which include strengthening IT infrastructure,
TI yang andal, optimalisasi keamanan dan akses enhancing data security and accessibility through
data melalui data warehouse, integrasi sistem a data warehouse, integrating production systems
produksi dari pit ke tongkang, serta penetapan SAP from pit to port, to improve operational efficiency,
sebagai sistem inti untuk mendukung proses bisnis and establishing SAP as the core system to support
dan pengambilan keputusan berbasis data. streamlined operations and data-driven decision-
making.
Di Segmen Pertambangan Emas dan Mineral, Within the Gold and Mineral Mining segment,
PT Agincourt Resources (PTAR) menekankan integrasi PT Agincourt Resources (PTAR) prioritizes data
data dan otomasi untuk meningkatkan efisiensi dan integration and automation to improve efficiency,
produktivitas. PTAR juga memperkuat keamanan siber accuracy, and productivity. PTAR also continues
dan mengimplementasikan berbagai inisiatif seperti to enhance its cybersecurity framework and has
High Precision Fleet Management System, digitalisasi implemented major initiatives including the High
data SDM, dan transformasi proses keuangan. Precision Fleet Management System in mining areas,
human capital data digitalization, and financial
process transformation.
Untuk PT Stargate Pacific Resources (SPR) di segmen For PT Stargate Pacific Resources (SPR) in the Nickel
nikel, fokus utama berada pada pembangunan Mining segment, digital transformation is centered on
fondasi digital, termasuk pengadaan infrastruktur building foundational digital capabilities, including
TI di site. Pada 2025, SPR mengembangkan aplikasi the deployment of IT infrastructure at site locations. In
ERP untuk integrasi data HCM, Sales, Inventory, 2025, SPR will develop an ERP application to integrate
Accounting, Purchasing, dan Maintenance, dilanjutkan HCM, sales, inventory, accounting, purchasing, and
dengan penguatan sistem keamanan TI. maintenance data, followed by strengthening IT
security systems.
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Sumber Daya Manusia dan Digitalisasi
Pada segmen lainnya yang mencakup Konstruksi In the Other segments, which includes Construction
dan Energi, ACSET telah mengimplementasikan and Energy, ACSET has implemented various digital
berbagai inovasi digital sejak tahun 2022, antara lain innovations since 2022, such as SAP S/4HANA, SHE
SAP S/4HANA, SHE Mobile, IMS, E-Comsys, CCMP, dan Mobile, IMS, E-Comsys, CCMP, and NCR Mobile.
NCR Mobile. Memasuki periode 2025–2027, ACSET Entering the 2025–2027 period, ACSET has established
menetapkan roadmap transformasi digital dengan a digital transformation roadmap under the theme
tema Modernizing the Core, yang berfokus pada tiga Modernizing the Core, focusing on three strategic
prioritas strategis, yaitu peningkatan keunggulan priorities: enhancing operational excellence, fostering
operasional, penguatan inovasi berkelanjutan, continuous innovation, and expanding digital
serta perluasan kolaborasi digital di lingkungan collaboration across Astra Group ecosystem.
Grup Astra.
Sementara, PT Energia Prima Nusantara (EPN) Meanwhile, PT Energia Prima Nusantara (EPN)
mengembangkan dashboard monitoring realtime has developed real-time monitoring dashboards
dan database untuk mengawasi pelaksanaan proyek and databases to oversee the implementation
energi terbarukan melalui platform 1 EPN. Selain itu, of renewable energy projects through the 1 EPN
EPN meluncurkan Sistem Layanan & Pemantauan platform. EPN has also launched the EPN All-in-
SDM Digital EPN All-in-One dan platform Manajemen One Digital HR Service & Monitoring System and an
Pengetahuan EPN dengan optimalisasi AI untuk AI-optimized Knowledge Management platform
meningkatkan produktivitas karyawan dalam to enhance employee productivity and support
operasional bisnis. business operations.
ACSET Digital Transformation Roadmap
Fase
2025 2026 2027
Phase
Modernizing the Core
1. Strengthen • Engage with business • ICT renew: Enhance • Construction technology
operation blueprint: focus on digitalization & focus on leadership
excellence digitalization implementation high value application (SAP
impact S/4HANA, data Warehouse,
• Build cyber security Business Intelligence -
environment system dashboard etc)
• People development: New • Affiliate company digitalization
job role competencies (cyber
security, data scientist, data
protection)
• Credible & governance:
performance measurement
system (SLA, KPI) & auditable
2. Continue to • ACSET Command Center • ACSET Command Center • Construction artificial
innovate operation Prototyping Digital Implementation intelligence development
excellence • Build construction artificial • Construction artificial
(Differentiation) intelligence competencies intelligence development
3. Astra National • Astra Group Corporate Deal: • Astra Group Corporate Deal: • Community: Astra Cyber
Project/Digital SAP contract, Office 365, etc Network Devices Security
Collaboration • Development: Astra Play Store, • Development: Equipment
RPA productivity measurement
• Community: Astra Cyber with UT
Security • Community: Astra Cyber
Security
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Human Capital and Digitalization PT United Tractors Tbk - 2025 Annual Report 237
Page 240
06
Tata Kelola
Perusahaan
Corporate Governance
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240 Tata Kelola Perusahaan 306 Sistem Pengendalian Internal
Corporate Governance Internal Control System
244 Rapat Umum Pemegang Saham 308 Sistem Manajemen Risiko
General Meeting of Shareholders Risk Management System
252 Dewan Komisaris 319 Perkara Hukum
The Board of Commissioners Legal Cases
263 Direksi 319 Kepatuhan Hukum
Board of Directors Legal Compliance
274 Nominasi dan Remunerasi Dewan Komisaris dan Direksi 320 Sanksi Administratif
Nomination and Remuneration of the Board of Administrative Sanction
Commissioners and the Board of Directors
320 Kode Etik
278 Komite Audit Code of Conduct
Audit Committee
322 Kebijakan Pemberian Kompensasi Jangka Panjang
286 Komite Nominasi dan Remunerasi Berbasis Kinerja kepada Manajemen dan/atau Karyawan
Nomination & Remuneration Committee Performance-Based LongTerm Compensation Policy
To Management and/or Employees
294 Sekretaris Perusahaan
Corporate Secretary 322 Pengungkapan Informasi Mengenai Kepemilikan
Saham Perseroan oleh Anggota Direksi dan Anggota
299 Fungsi Audit Internal Dewan Komisaris
Internal Audit Function Information Disclosure Regarding the Company’s
Shares Ownership by Members of the Board of
Directors and Members of the Board of Commissioners
323 Sistem Pelaporan Pelanggaran
Whistleblowing System
330 Kebijakan Antikorupsi
Anti-Corruption Policy
332 Penerapan Tata Kelola Perusahaan Terbuka
Corporate Governance Implementation of Public
Companies
PT United Tractors Tbk - 2025 Annual Report 239
Page 242
Tata Kelola Perusahaan
Tata Kelola Perusahaan
Corporate Governance
Selama 53 tahun berlalu, Perseroan konsisten untuk
tumbuh dan mengembangkan usaha salah satunya
melalui diversifikasi usaha. Sehubungan dengan
pertumbuhan jumlah anak perusahaan, hal ini membawa
tantangan tersendiri bagi Perseroan, terutama
dalam memastikan kepatuhan, memperkuat sistem
pengendalian internal dan manajemen risiko yang efektif,
serta meningkatkan kualitas pengawasan dalam proses
pengambilan keputusan strategis. Dalam konteks ini,
Perseroan menempatkan penguatan dan penerapan
praktik tata kelola terbaik di seluruh lini usaha sebagai
salah satu prioritas utama.
Over the past 53 years, the Company has remained consistent in growing and
developing its business, including through the diversification of its business
activities. Along with the growth in the number of subsidiaries, this brings
distinct challenges for the Company, particularly in ensuring compliance,
strengthening effective internal control and risk management systems, and
improving the quality of oversight in strategic decision-making processes. In
this context, the Company has made strengthening and implementing best
governance practices across all lines of business one of its top priorities.
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Corporate Governance Sebagai wujud komitmen Perseroan untuk As a manifestation of the Company’s commitment menciptakan nilai jangka panjang dalam to creating long-term value in support of mendukung terwujudnya usaha yang berkelanjutan, sustainable business, the Company has set Perseroan telah menetapkan aspirasi keberlanjutan sustainability aspirations that include measurable yang memuat target dan sasaran ESG yang ESG targets and goals. In line with ESG, the terukur. Sejalan dengan ESG tersebut, Perseroan Company is determined to implement best bertekad menerapkan praktik tata kelola terbaik governance practices that include strengthening yang mencakup penguatan struktur dan fungsi the structure and function of supervision, instilling pengawasan, penanaman kode etik dan nilai-nilai a code of ethics and corporate values, and perusahaan, serta peningkatan transparansi dan enhancing transparency and reporting quality. kualitas pelaporan. Perseroan secara berkesinambungan menyempurnakan The Company continuously refines its systems, sistem, mekanisme pengendalian, dan prosedur control mechanisms, and internal procedures internal terkait kepatuhan terhadap peraturan related to compliance with laws and regulations, perundang‑undangan, pengenalan dan pengelolaan the identification and management of long-term risiko jangka panjang beserta potensi dampaknya, risks and their potential impacts, and the necessary serta langkah‑langkah mitigasi yang diperlukan. mitigation measures. These efforts are also intended Upaya ini juga diarahkan untuk menjawab ekspektasi to respond the expectations of all stakeholders in a seluruh pemangku kepentingan secara seimbang dan balanced and responsible manner. bertanggung jawab. Kebijakan dan Prosedur GCG GCG Policies and Procedures Perseroan tidak hanya memastikan ketersediaan The Company not only ensures the availability infrastruktur tata kelola yang memadai, tetapi juga of adequate governance infrastructure but also menetapkan kebijakan dan prosedur GCG yang establishes comprehensive GCG policies and komprehensif, baik di tingkat induk maupun anak procedures at both the parent and subsidiary levels. perusahaan. Hal tersebut dilakukan agar penerapan This is being done to ensure that the implementation GCG di Perseroan senantiasa berjalan efektif. of GCG in the Company is always effective. Kebijakan dan prosedur GCG dapat menjadi GCG policies and procedures serve as guidelines pedoman bagi seluruh insan Perseroan dalam for all Company personnel in carrying out melaksanakan pengelolaan perusahaan secara consistent company management in line with good konsisten dan sejalan dengan prinsip tata kelola governance principles. yang baik. PT United Tractors Tbk - 2025 Annual Report 241
Page 244
Tata Kelola Perusahaan
Kode Etik UT, diperbarui
pada tahun 2023.
UT Code of Conduct,
Kebijakan Komunikasi dengan Para updated in 2023.
Pemegang Saham atau Investor, Pedoman Direksi, diperbarui
ditetapkan pada tahun 2018. 1 pada tahun 2017.
Shareholder or Investor Relations The Board of Directors Charter,
Communication Policy, updated in 2017.
issued in 2018.
10 2
Pedoman Dewan
Kebijakan Pemenuhan
Komisaris, diperbarui
Hak-hak Kreditur, ditetapkan
pada tahun 2017.
pada tahun 2018. 3 The Board of
Creditor Protection
9 Commissioners Charter,
Policy, issued in 2018.
updated in 2017.
GCG
Soft
Structure
Pedoman Sistem Pelaporan Piagam Komite Audit,
4
Pelanggaran, diperbarui diperbarui pada
pada tahun 2025. 8 tahun 2022.
Whistleblowing System, The Audit Committee
updated in 2025. Charter, updated in 2022.
Kebijakan Antikorupsi, 7 5
ditetapkan pada Pedoman Komite Nominasi &
tahun 2018. Remunerasi, ditetapkan pada
Anti-Corruption Policy, tahun 2015.
6 The Nomination & Remuneration
issued in 2018.
Committee Charter, issued in 2015.
Pedoman Audit Internal,
diperbarui pada tahun 2023.
Internal Audit Charter,
updated in 2023.
Struktur Tata Kelola GCG Structure
Perseroan memiliki 3 (tiga) organ yakni Rapat Umum The Company has 3 (three) organs, namely the
Pemegang Saham (“RUPS”), Dewan Komisaris, dan General Meeting of Shareholders (“GMS”), the Board
Direksi. Ketiga organ tersebut menjalankan tugas dan of Commissioners, and the Board of Directors. These
kewenangan masing‑masing secara independen three organs carry out their respective functions and
sesuai Anggaran Dasar Perseroan dan ketentuan authorities independently in accordance with the
peraturan perundang‑undangan yang berlaku. Company’s Articles of Association and applicable
laws and regulations.
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Corporate Governance
Supervisi
Supervision
Komite Audit* Ignasius Jonan
Ketua merangkap Komisaris Independen
Audit Committee*
Chairman concurrently Independent Commissioner
Wanny Wijaya Mario C. Surung Gultom
Anggota | Member Anggota | Member
Dewan Komisaris
Komite Nominasi & Paulus Bambang Widjanarko
Board of Commissioners Ketua merangkap Komisaris Independen
Remunerasi
Chairman concurrently Independent Commissioner
Nomination &
Remuneration Djony Bunarto Tjondro
Committee Anggota merangkap Presiden Komisaris
Member and President Commissioner
Djoko Pranoto Santoso
RUPS
Anggota merangkap Komisaris
GMS Member and Commissioner
Komite & Fungsi Khusus termasuk Sekretaris Perusahaan, dan Grup
Internal Audit
Special Committees & Functions including Corporate Secretary, and Corporate
Internal Audit
Direksi
Board of Directors
Fungsi Korporasi termasuk Tim Manajemen Risiko
Corporate Functions including Risk Management Team
Tim Khusus Pelaporan Pelanggaran
Whistleblowing Team
* Komite Audit memantau kegiatan
audit internal yang dilakukan oleh
Kepala Divisi
Grup Internal Audit
Division Head
Audit Committee monitors internal
audit activities carried out by Internal
Audit Group
Informasi Mengenai Pemegang Saham
Shareholders Information
PT Astra International Tbk
36.39%
Saham Treasuri
Treasury Share
2025
Masyarakat (Kepemilikan masing-masing di bawah 5%)
Public (Each below 5% ownership)
59.50%
4.11%
PT Astra International Tbk sebagai Pemegang saham PT Astra International Tbk is the majority shareholder
utama sekaligus pemegang saham pengendali and controlling shareholder of the Company with
Perseroan dengan porsi kepemilikan sebesar 59,50%. ownership percentage of 59.50%, treasury share
Saham treasuri yang dimiliki sebesar 4,11%, sedangkan ownership of 4.11%, while the remaining 36.39% of
saham yang dimiliki oleh masyarakat sebesar 36,39%, shares are held by the public, each with less than
masing‑masing dengan kepemilikan kurang dari 5%. 5% ownership.
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Tata Kelola Perusahaan
Rapat Umum Pemegang Saham
General Meeting of Shareholders
Dibangun atas kepercayaan, diperkuat oleh inovasi, dan
digerakkan oleh tujuan. Perjalanan kami sejak 1972 hingga
kini mencerminkan transformasi berkelanjutan menuju
masa depan yang lebih dinamis dan berkelanjutan.
Built on trust, strengthened by innovation, and driven by purpose. Our
journey from 1972 to today reflects a continuous transformation toward a
more dynamic and sustainable future.
Sebagai organ Perseroan, RUPS memegang As an organ of the Company, the GMS holds authority
kewenangan yang tidak dapat didelegasikan that cannot be delegated or transferred to the
atau dialihkan kepada Direksi maupun Dewan Board of Directors or the Board of Commissioners,
Komisaris dalam batas yang diatur dalam peraturan within the limits stipulated under the prevailing
perundang-undangan yang berlaku dan Anggaran laws and regulations and the Company’s Articles
Dasar Perseroan. Dengan demikian, RUPS menjadi of Association. Accordingly, the GMS serves as the
forum utama bagi para Pemegang Saham untuk principal forum for Shareholders to make key decisions
mengambil keputusan‑keputusan penting terkait regarding the Company’s direction and policies.
arah dan kebijakan Perseroan.
244 Laporan Tahunan 2025 - PT United Tractors Tbk
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Corporate Governance
Pelaksanaan RUPST 2025
2025 AGMS Implementation
Tanggal Pelaksanaan
25 April 2025 April 25, 2025
Implementation Date
Waktu 08:46 Waktu Indonesia Barat (“WIB”) sampai 08:46 AM Western Indonesian Time (“WIB”) until
Time dengan 09:54 WIB 09:54 AM WIB
Lokasi Catur Dharma Hall, Menara Astra Lt. 5 Jalan Jend. Catur Dharma Hall, Menara Astra Lt. 5 Jalan Jend.
Location Sudirman Kav. 5-6, Karet Tengsin, Kec. Tanah Sudirman Kav. 5-6, Karet Tengsin, Kec. Tanah
Abang, Jakarta Pusat, Daerah Khusus Ibukota Abang, Jakarta Pusat, Daerah Khusus Ibukota
Jakarta 10220 Jakarta 10220
Mata Acara 1. Persetujuan Laporan Tahunan 2024, termasuk 1. Approval of the Annual Report 2024, including
Agenda Pengesahan Laporan Tugas Pengawasan the Ratification of the Board of Commissioners’
Dewan Komisaris Perseroan, serta Pengesahan Supervisory Report as well as the Ratification
Laporan Keuangan Konsolidasian Perseroan of the Company’s Consolidated Financial
untuk Tahun Buku 2024; Statements for the Financial Year 2024;
2. Penetapan Penggunaan Laba Bersih Perseroan 2. Determination of the Utilization of the Company’s
untuk Tahun Buku 2024; Net Profits for the Financial Year 2024;
3. Pengangkatan Anggota Direksi dan Dewan 3. Appointment of the Board of Directors and the
Komisaris Perseroan untuk Masa Jabatan 2025- Board of Commissioners of the Company for the
2027; 2025–2027 Terms of Office;
4. Penetapan Gaji dan Tunjangan Direksi 4. Determination of Remuneration and Allowances
Perseroan serta Gaji atau Honorarium dan of the Board of Directors of the Company and
Tunjangan Dewan Komisaris Perseroan untuk Remuneration or Honorarium and Allowances of
Masa Jabatan 2025-2026; dan the Board of Commissioners of the Company for
the period of 2025-2026; and
5. Penunjukan Kantor Akuntan Publik untuk 5. Appointment of a Public Accountant Firm to
Melakukan Audit Laporan Keuangan Perseroan Conduct the Audit of the Company’s Financial
untuk Tahun Buku 2025. Statements for the Financial Year 2025.
Kuorum RUPST dihadiri oleh 2.988.007.135 saham atau The AGMS were attended by 2,988,007,135 shares,
Quorum setara dengan 82,2732% dari jumlah seluruh representing 82.2732% of the total shares with valid
saham yang mempunyai hak suara yang sah voting rights issued by the Company.
yang telah dikeluarkan oleh Perseroan.
Kehadiran Direksi dan Anggota Direksi yang hadir: Members of the Board of Directors who presented:
Dewan Komisaris Presiden Direktur: Frans Kesuma President Director: Frans Kesuma
Attendance of the Direktur: Iwan Hadiantoro Director: Iwan Hadiantoro
Board of Directors Direktur: Loudy Irwanto Ellias Director: Loudy Irwanto Ellias
and the Board of Direktur: Idot Supriadi Director: Idot Supriadi
Commissioners Direktur: Edhie Sarwono Director Edhie Sarwono
Direktur: Widjaja Kartika Director: Widjaja Kartika
Direktur: Vilihati Surya Director: Vilihati Surya
Anggota Dewan Komisaris yang hadir: Members of the Board of Commissioners who
presented:
Presiden Komisaris: Djony Bunarto Tjondro President Commissioner: Djony Bunarto Tjondro
Wakil Presiden Komisaris: Rudy Vice President Commissioner: Rudy
Komisaris: Chiew Sin Cheok Commissioner: Chiew Sin Cheok
Komisaris: Djoko Pranoto Santoso Commissioner: Djoko Pranoto Santoso
Komisaris: Benjamin Herrenden Birks* Commissioner: Benjamin Herrenden Birks*
Komisaris Independen: Bruce Malcolm Cox Independent Commissioner: Bruce Malcolm Cox
Komisaris Independen: Nanan Soekarna Independent Commissioner: Nanan Soekarna
Komisaris Independen: Paulus Bambang Independent Commissioner: Paulus Bambang
Widjanarko Widjanarko
*Hadir secara konferensi video *Participated through video conference
PT United Tractors Tbk - 2025 Annual Report 245
Page 248
Tata Kelola Perusahaan
Tanggal Pelaksanaan
25 April 2025 April 25, 2025
Implementation Date
Pimpinan Rapat Rapat dipimpin oleh Djony Bunarto Tjondro selaku The meeting was chaired by Djony Bunarto
Chairman of the Presiden Komisaris Perseroan. Tjondro as President Commissioner of
Meeting the Company.
Pihak Independen Dalam perhitungan suara Perseroan dibantu oleh In the vote counting process, the Company
dalam Perhitungan PT Raya Saham Registra sebagai Biro Administrasi was assisted by PT Raya Saham Registra as
Suara Efek Perseroan. the Company’s Securities Administration Bureau.
Independent Party in
Vote Counting
Risalah RUPST Risalah Rapat dituangkan dalam Akta Berita The Minutes of the Meeting are stated in the Deed
AGMS Minutes Acara Rapat Umum Pemegang Saham Tahunan of the Minutes of the Annual General Meeting of
PT United Tractors Tbk nomor 132 tanggal Shareholders of PT United Tractors Tbk number 132
25 April 2025 yang dibuat oleh Jose Dima Satria, dated April 25, 2025, made by Jose Dima Satria,
S.H., M.Kn., Notaris di Jakarta. S.H., M.Kn., Notary in Jakarta
Hasil Pemungutan Suara untuk Setiap Mata Acara Rapat
Voting Results of Meeting’s Agendas
Total Setuju
Mata Setuju Tidak Setuju Abstain (Suara Mayoritas + Abstain)
Acara Agreed Disagreed Abstained Total Affirmative Votes
Agenda (suara | vote) (suara | vote) (suara | vote) (Majority Vote + Abstained)
(suara | vote)
1 2.951.580.794 suara | vote / 5.900.213 suara | vote / 30.526.128 suara | vote / 2.982.106.922 suara | vote /
98,78091519% 0,19746315% 1,02162166% 99,80253685%
2 2.944.465.265 suara | vote / 15.430.228 suara | vote / 28.111.642 suara | vote / 2.972.576.907 suara | vote /
98,54277891% 0,51640533% 0,94081576% 99,48359467%
3 2.277.031.332 suara | vote / 680.942.915 suara | vote / 30.032.888 suara | vote / 2.307.064.220 suara | vote /
76,2056859% 22,78919977% 1,00511433% 77,21080023%
4 2.825.855.049 suara | vote / 133.176.998 suara | vote / 28.975.088 suara | vote / 2.854.830.137 suara | vote /
94,57323632% 4,45705087% 0,96971281% 95,54294913%
5 2.772.204.146 suara | vote / 186.750.019 suara | vote / 29.052.970 suara | vote / 2.801.257.116 suara | vote /
92,77769499% 6,24998571% 0,9723193% 93,75001429%
Keputusan RUPST dan Realisasi
AGMS Resolutions and Realization
Mata Acara Pertama 1st Agenda
1. Menyetujui dan menerima baik Laporan Tahunan Perseroan 1. To approve and accept the Annual Report of the Company
untuk Tahun Buku 2024, termasuk mengesahkan Laporan for the Financial Year 2024, including ratify the Supervisory
Tugas Pengawasan Dewan Komisaris Perseroan, dan Report of Board of Commissioners of the Company and ratify
mengesahkan Laporan Keuangan Konsolidasian Perseroan the Consolidated Financial Statements of the Company and
dan Entitas Anak untuk Tahun Buku 2024 yang telah diaudit Subsidiaries for the Financial Year 2024 audited by the Public
oleh Kantor Akuntan Publik Rintis, Jumadi, Rianto & Rekan, Accounting Firm of Rintis, Jumadi, Rianto & Partners, as stated
sebagaimana dimuat dalam laporannya tanggal 26 Februari in their report dated February 26, 2025 rendering fair opinion
2025, dengan pendapat wajar dalam semua hal yang in all material respects;
material;
246 Laporan Tahunan 2025 - PT United Tractors Tbk
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Corporate Governance
Mata Acara Pertama 1st Agenda
2. Dengan disetujuinya Laporan Tahunan Perseroan dan 2. Upon the said approval on the Annual Report and ratification
disahkannya Laporan Tugas Pengawasan Dewan Komisaris of the Supervisory Report of Board of Commissioners and
dan Laporan Keuangan Konsolidasian Perseroan dan Entitas the Consolidated Financial Statements of the Company
Anak tersebut, memberikan pelunasan dan pembebasan and Subsidiaries, to fully release and discharge (acquit et
tanggung jawab sepenuhnya (acquit et decharge) kepada decharge) all members of the Board of Directors and the
seluruh anggota Direksi Perseroan atas tindakan pengurusan Board of Commissioners of the Company respectively from
yang telah mereka lakukan dan kepada seluruh anggota their management responsibility and from their supervisory
Dewan Komisaris Perseroan atas tindakan pengawasan yang duty, performed during the financial year 2024, to the extent
telah mereka lakukan selama Tahun Buku 2024, sepanjang those responsibilities and duties are reflected in the Annual
tindakan-tindakan tersebut tercermin dalam Laporan Report and Consolidated Financial Statements of the
Tahunan dan Laporan Keuangan Konsolidasian Perseroan Company and Subsidiaries for the Financial Year 2024.
dan Entitas Anak Tahun Buku 2024.
Realisasi Realization
Sudah direalisasikan. Has been realized.
Mata Acara Ke-2 2nd Agenda
Menyetujui penggunaan laba bersih konsolidasian Perseroan To approve the use of the Company’s consolidated net
untuk tahun buku yang berakhir pada tanggal 31 Desember 2024 income for the financial year ended December 31, 2024
sebesar Rp19.531.205.172.338 dengan rincian sebagai berikut: amounting to Rp19,531,205,172,338 with the details as follows:
a. Sebesar Rp2.151 per lembar saham atau seluruhnya
berjumlah Rp7.812.021.451.536 dibagikan sebagai dividen a. In the amount of Rp2,151 per share or a total of
tunai, termasuk di dalamnya dividen interim sebesar Rp7,812,021,451,536, distributed as cash dividends, including
Rp667 setiap saham atau seluruhnya berjumlah an interim dividends of Rp667 per share or a total of
Rp2.422.416.693.712 yang telah dibayarkan pada tanggal Rp2,422,416,693,712 which was paid on October 24, 2024 so
24 Oktober 2024, sehingga sisanya sebesar Rp1.484 setiap that the remaining balance Rp1,484 per share or a total of
saham atau seluruhnya berjumlah Rp5.389.604.757.824 Rp5,389,604,757,824 will be distributed to the Company’s
akan dibagikan kepada Pemegang Saham Perseroan Shareholders whose names are registered in the Company’s
yang namanya tercatat dalam Daftar Pemegang Saham Shareholders Register on May 8, 2025 at 16.00 WIT and will
Perseroan pada tanggal 8 Mei 2025 pukul 16:00 WIB dan be paid to the Company’s Shareholders on May 28, 2025;
akan dibayarkan kepada Pemegang Saham Perseroan
pada tanggal 28 Mei 2025;
b. Memberikan wewenang kepada Direksi Perseroan untuk b. To authorize the Board of Directors of the Company
melaksanakan pembagian dividen tersebut dan untuk itu to distribute the dividend payments and to take
melakukan semua tindakan yang diperlukan. Pembayaran all necessary actions. Payment of dividends
dividen akan dilakukan dengan memperhatikan ketentuan shall comply with tax, Indonesia Stock Exchange
pajak, ketentuan Bursa Efek Indonesia dan ketentuan pasar and other prevailing capital market regulations;
modal lainnya yang berlaku;
c. Sisanya sebesar Rp11.719.183.720.802 dibukukan sebagai laba c. The remaining, being Rp11,719,183,720,802 shall be recorded as
ditahan Perseroan. retained earnings of the Company.
Realisasi Realization
Sudah direalisasikan. Has been realized.
PT United Tractors Tbk - 2025 Annual Report 247
Page 250
Tata Kelola Perusahaan
Mata Acara Ke-3 3rd Agenda
A. Mengangkat kembali: A. To reappoint:
1. Frans Kesuma sebagai Presiden Direktur; 1. Frans Kesuma as President Director;
2. Loudy Irwanto Ellias sebagai Direktur; 2. Loudy Irwanto Ellias as Director;
3. Iwan Hadiantoro sebagai Direktur; 3. Iwan Hadiantoro as Director;
4. Idot Supriadi sebagai Direktur; 4. Idot Supriadi as Director;
5. Widjaja Kartika sebagai Direktur; 5. Widjaja Kartika as Director;
6. Vilihati Surya sebagai Direktur; 6. Vilihati Surya as Director;
7. Djony Bunarto Tjondro sebagai Presiden Komisaris; 7. Djony Bunarto Tjondro as President Comissioner;
8. Rudy sebagai Wakil Presiden Komisaris; 8. Rudy as Vice President Commissioner;
9. Djoko Pranoto Santoso sebagai Komisaris; 9. Djoko Pranoto Santoso as Commissioner;
10. Benjamin Herrenden Birks sebagai Komisaris; 10. Benjamin Herrenden Birks as Commissioner;
11. Paulus Bambang Widjanarko sebagai Komisaris 11. Paulus Bambang Widjanarko as Independent
Independen; dan Commissioner; and
12. Bruce Malcolm Cox sebagai Komisaris Independen. 12. Bruce Malcolm Cox as Independent Commissioner.
B. Mengangkat: B. to appoint:
1. Ari Sutrisno sebagai Direktur; 1. Ari Sutrisno as Director;
2. Hendra Hutahean sebagai Direktur; 2. Hendra Hutahean as Director;
3. Gita Tiffani Boer sebagai Komisaris; dan 3. Gita Tiffani Boer as Commissioner; and
4. Ignasius Jonan sebagai Komisaris Independen. 4. Ignasius Jonan as Independent Commissioner.
Sehingga, susunan anggota Direksi dan Dewan Komisaris Therefore, the members of the Board of Commissioners and
Perseroan menjadi sebagai berikut: Board of Directors are as follows:
Direksi Board of Directors:
Presiden Direktur : Frans Kesuma President Director : Frans Kesuma
Direktur : Loudy Irwanto Ellias Director : Loudy Irwanto Ellias
Direktur : Iwan Hadiantoro Director : Iwan Hadiantoro
Direktur : Idot Supriadi Director : Idot Supriadi
Direktur : Widjaja Kartika Director : Widjaja Kartika
Direktur : Vilihati Surya Director : Vilihati Surya
Direktur : Ari Sutrisno Director : Ari Sutrisno
Direktur : Hendra Hutahean Director : Hendra Hutahean
Dewan Komisaris Board of Commissioners:
Presiden Komisaris : Djony Bunarto Tjondro President Commissioner : Djony Bunarto Tjondro
Wakil Presiden Komisaris : Rudy Vice President Commissioner : Rudy
Komisaris : Djoko Pranoto Santoso Commissioner : Djoko Pranoto Santoso
Komisaris : Gita Tiffani Boer Commissioner : Gita Tiffani Boer
Komisaris : Benjamin Herrenden Birks Commissioner : Benjamin Herrenden Birks
Komisaris Independen : Paulus Bambang Widjanarko Independent Commissioner : Paulus Bambang Widjanarko
Komisaris Independen : Bruce Malcolm Cox Independent Commissioner : Bruce Malcolm Cox
Komisaris Independen : Ignasius Jonan Independent Commissioner : Ignasius Jonan
untuk masa jabatan terhitung sejak ditutupnya RUPSLB yang for a terms of office effective from the closing of the EGMS
dilaksanakan setelah penutupan RUPST sampai dengan held after the AGMS until the closing of the AGMS in 2027.
Rapat Umum Pemegang Saham Tahunan Perseroan yang
akan diadakan pada tahun 2027.
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Corporate Governance
Mata Acara Ke-3 3rd Agenda
C. Memberikan kuasa dengan hak substitusi kepada Direksi C. to authorize the Board of Directors of the Company with the
Perseroan, untuk: (i) menyatakan seluruh atau sebagian right of substitution to: (i) memorialize some of the resolutions
keputusan Rapat sehubungan dengan mata acara ini with regard to this Meeting Agenda in a notarial deed and to
dalam akta notaris dan memberitahukan kepada Menteri notify the Minister of Law of the Republic of Indonesia; (ii) sign
Hukum Republik Indonesia; (ii) menandatangani surat-surat, letters, deeds or other documents; (iii) appear before the
akta, atau dokumen-dokumen lainnya; (iii) menghadap di Notary and/or the relevant authorities; as well as (iv) take all
hadapan Notaris dan/atau pejabat berwenang; serta (iv) actions deemed necessary to achieve the aforementioned
melakukan semua tindakan yang dianggap perlu guna purpose in accordance with the applicable laws and
mencapai maksud tersebut di atas sesuai dengan ketentuan regulations.
perundang-undangan yang berlaku.
Realisasi Realization
Sudah direalisasikan. Has been realized.
Mata Acara Ke-4 4th Agenda
A. Memberikan kuasa dan wewenang kepada Dewan Komisaris A. To authorize the Board of Commissioners of the Company to
Perseroan untuk menetapkan gaji dan tunjangan anggota determine the amount of remuneration and allowances of
Direksi Perseroan untuk masa jabatan 2025-2026 dengan the Board of Directors of the Company for the period of 2025-
memperhatikan rekomendasi Komite Nominasi dan 2026, by taking into consideration the recommendation of the
Remunerasi Perseroan; Nomination and Remuneration Committee of the Company;
B. Menetapkan pemberian gaji atau honorarium dan tunjangan B. To determine remuneration or honorarium and allowances
kepada para anggota Dewan Komisaris Perseroan untuk of the Board of Commissioners of the Company for the
masa jabatan 2025-2026, seluruhnya dengan jumlah period of 2025-2026, with a maximum total amount of
maksimal Rp3.434.769.000 setahun, yang akan mulai Rp3,434,769,000 per year, which shall be effective from the
berlaku sejak penutupan Rapat Umum Pemegang Saham closing of this Annual General Meeting of Shareholders until
Tahunan ini hingga penutupan Rapat Umum Pemegang the closing of the Annual General Meeting of Shareholders
Saham Tahunan berikutnya di tahun 2026, dan memberikan that will be convened in 2026, and to authorize the President
kuasa dan wewenang kepada Presiden Komisaris Perseroan Commissioner of the Company to determine the distribution
untuk menetapkan pembagian jumlah gaji atau honorarium of the said amount amongst the members of the Board of
dan tunjangan tersebut di antara para anggota Dewan Commissioners of the Company by taking into consideration
Komisaris Perseroan, dengan memperhatikan rekomendasi the recommendation of the Nomination and Remuneration
Komite Nominasi dan Remunerasi Perseroan. Committee of the Company.
Realisasi Realization
Sudah direalisasikan. Has been realized.
Mata Acara Ke-5 5th Agenda
A. Menunjuk Kantor Akuntan Publik Rintis, Jumadi, Rianto & A. To appoint Public Accountant Firms Rintis, Jumadi, Rianto
Rekan, yang merupakan kantor akuntan publik yang terdaftar & Partners, registered with the Financial Services Authority
di Otoritas Jasa Keuangan, untuk melakukan audit Laporan (OJK), to audit the Consolidated Financial Statements of the
Keuangan Konsolidasian Perseroan dan Entitas Anak untuk Company and Subsidiaries for the financial year 2025; and
tahun buku 2025; dan
B. Memberikan wewenang dan kuasa kepada Direksi Perseroan B. To authorize the Board of Directors of the Company to
untuk menetapkan jumlah honorarium dan persyaratan determine the honorarium and other terms and conditions
lainnya sehubungan dengan penunjukan kantor akuntan related to appointment of the public accounting firm
publik tersebut sesuai dengan ketentuan yang berlaku. according to prevailing regulations.
Realisasi Realization
Sudah direalisasikan. Has been realized.
PT United Tractors Tbk - 2025 Annual Report 249
Page 252
Tata Kelola Perusahaan
Pelaksanaan RUPS LUAR BIASA (RUPSLB) 2025
2025 Extraordinary GMS (EGMS) Implementation
Tanggal Pelaksanaan
25 April 2025 April 25, 2025
Implementation Date
Waktu 10:02 WIB sampai dengan 10:12 WIB. 10:02 AM WIB until 10:12 AM WIB.
Time
Lokasi Catur Dharma Hall, Menara Astra Lt. 5 Jalan Jend. Catur Dharma Hall, Menara Astra Lt. 5 Jalan Jend.
Location Sudirman Kav. 5-6, Karet Tengsin, Kec. Tanah Sudirman Kav. 5-6, Karet Tengsin, Kec. Tanah
Abang, Jakarta Pusat, Daerah Khusus Ibukota Abang, Jakarta Pusat, Daerah Khusus Ibukota
Jakarta 10220. Jakarta 10220.
Mata Acara Persetujuan atas Perubahan Pasal 3 Anggaran Approval of the Amendment to Article 3 of the
Agenda Dasar Perseroan tentang Maksud dan Tujuan Company’s Article of Association on Purposes
serta Kegiatan Usaha Perseroan, termasuk and Objectives as well as the Business Activities
Pembahasan Studi Kelayakan atas Penambahan including Discussion of the Feasibility Study on the
Kegiatan Usaha Perseroan. Addition of the Company’s Business Activities.
Kuorum RUPSLB dihadiri oleh 2.977.767.286 saham atau The EGMS were attended by 2,977,767,286 shares
Quorum setara dengan 81,9913% dari jumlah seluruh or equal to 81.9913% of the total shares with valid
saham yang mempunyai hak suara yang sah voting rights issued by the Company.
yang telah dikeluarkan oleh Perseroan.
Kehadiran Direksi dan Anggota Direksi yang hadir: Members of the Board of Directors who presented:
Dewan Komisaris
Presiden Direktur: Frans Kesuma President Director: Frans Kesuma
Attendance of the Board
Direktur: Iwan Hadiantoro Director: Iwan Hadiantoro
of Directors and the
Direktur: Loudy Irwanto Ellias Director: Loudy Irwanto Ellias
Board of Commissioners
Direktur: Idot Supriadi Director: Idot Supriadi
Direktur: Edhie Sarwono Director Edhie Sarwono
Direktur: Widjaja Kartika Director: Widjaja Kartika
Direktur: Vilihati Surya Director: Vilihati Surya
Anggota Dewan Komisaris yang hadir: Members of the Board of Commissioners who
presented:
Presiden Komisaris: Djony Bunarto Tjondro President Commissioner: Djony Bunarto Tjondro
Wakil Presiden Komisaris: Rudy Vice President Commissioner: Rudy
Komisaris: Chiew Sin Cheok Commissioner: Chiew Sin Cheok
Komisaris: Djoko Pranoto Santoso Commissioner: Djoko Pranoto Santoso
Komisaris: Benjamin Herrenden Birks* Commissioner: Benjamin Herrenden Birks*
Komisaris Independen: Bruce Malcolm Cox Independent Commissioner: Bruce Malcolm Cox
Komisaris Independen: Nanan Soekarna Independent Commissioner: Nanan Soekarna
Komisaris Independen: Paulus Bambang Independent Commissioner: Paulus Bambang
Widjanarko Widjanarko
*Hadir secara konferensi video *Participated through video conference
Pimpinan Rapat Rapat dipimpin oleh Djony Bunarto Tjondro The meeting was chaired by Djony Bunarto
Chairman of the Meeting selaku Presiden Komisaris Perseroan. Tjondro as President Commissioner of
the Company.
Pihak Independen dalam Dalam perhitungan suara Perseroan dibantu oleh In calculating the votes, the Company was
Perhitungan Suara PT Raya Saham Registra sebagai Biro Administrasi assisted by PT Raya Saham Registra as the
Independent Party Efek Perseroan. Company’s Securities Administration Bureau.
in Vote Counting
Risalah RUPSLB Risalah Rapat dituangkan dalam Akta Berita The Minutes of Meeting is stated in the Deed of
EGMS Minutes Acara Rapat Umum Pemegang Saham Luar the Minutes of the Extraordinary General Meeting
Biasa PT United Tractors Tbk nomor 134 tanggal of Shareholders of PT United Tractors Tbk number
25 April 2025 yang dibuat oleh Jose Dima Satria, 134 dated April 25, 2025, made by Jose Dima
S.H., M.Kn., Notaris di Jakarta. Satria, S.H., M.Kn., a Notary in Jakarta.
250 Laporan Tahunan 2025 - PT United Tractors Tbk
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Corporate Governance
Total Setuju
Mata Setuju Tidak Setuju Abstain (Suara Mayoritas + Abstain)
Acara Agreed Disagreed Abstained Total Affirmative Votes
Agenda (suara | vote) (suara | vote) (suara | vote) (Majority Vote + Abstained)
(suara | vote)
1 2.959.628.244 suara | vote / 620.200 suara | vote / 17.518.842 suara | vote / 2.977.147.086 suara | vote /
99,39085092% 0,02082769% 0,58832139% 99,97917231%
Mata Acara RUPSLB EGMS Agenda
1. Menyetujui perubahan Pasal 3 Anggaran Dasar Perseroan 1. To approve the amendment to Article 3 of the Company's
tentang Maksud dan Tujuan serta Kegiatan Usaha, Articles of Association concerning the Purpose and
termasuk Pembahasan Studi Kelayakan atas Penambahan Objectives and Business Activities, including the Discussion
Kegiatan Usaha Perseroan dengan KBLI 63122; dan of the Feasibility Study on the Addition of the Company's
Business Activities with KBLI 63122; and
2. Memberikan kuasa kepada Direksi Perseroan untuk: 2. Granting the authorization to the Board of Directors of
the Company to:
a. Melakukan perubahan dan/atau penambahan Anggaran a. Make amendments and/or additions to the Articles of
Dasar yang telah diputuskan dalam Rapat ini apabila Association that have been decided in this Meeting if
dianggap perlu atau dalam hal terdapat ketentuan- deemed necessary or in the event that there are further
ketentuan lebih lanjut yang dikeluarkan oleh instansi- provisions issued by relevant government agencies;
instansi pemerintah terkait;
b. Menyatakan seluruh maupun sebagian keputusan Rapat b. State all or part of the decisions of the Meeting with the right
dengan hak substitusi sehubungan dengan mata acara of substitution in connection with this agenda in a notarial
ini dalam akta notaris dan mengajukan permohonan deed and submit a request for approval and notification
persetujuan dan pemberitahuan kepada Menteri Hukum to the Minister of Law of the Republic of Indonesia;
Republik Indonesia;
c. Menandatangani surat-surat, akta, atau dokumen- c. Sign letters, deeds, or other documents;
dokumen lainnya;
d. Menghadap di hadapan Notaris dan/atau pejabat d. Appear before a Notary and/or authorized official; and
berwenang; dan
e. Melakukan semua tindakan yang dianggap perlu guna e. Take all actions deemed necessary to achieve
mencapai maksud tersebut di atas. the above purposes.
Realisasi Realization
Sudah direalisasikan. Has been realized.
Informasi Mengenai Keputusan Information Regarding the Resolutions of
RUPS 1 (Satu) Tahun Sebelum Tahun Buku the GMS 1 (One) Year Before the Financial
yang Direalisasikan pada Tahun Buku Year Realized in the Financial Year or Have
atau Belum Direalisasikan Not Been Realized
Keputusan RUPST tahun 2024 secara keseluruhan The 2024 AGMS resolutions have been fully completed
telah diselesaikan dan direalisasikan pada tahun yang and implemensted in the same year, and there are
sama dan tidak ada yang baru diimplementasikan no new resolutions to be implemented or unfulfilled
atau yang masih belum terealisasi sepanjang resolutions throughout 2025.
tahun 2025.
PT United Tractors Tbk - 2025 Annual Report 251
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Tata Kelola Perusahaan
Dewan Komisaris
The Board of Commissioners
Pengawasan atas kebijakan pengurusan yang Supervising the management policies established
ditetapkan oleh Direksi serta memberikan nasihat by the Board of Directors and advising the Board
kepada Direksi dalam pelaksanaan pengelolaan of Directors on the management of the Company
Perseroan menjadi kewajiban bagi Dewan Komisaris are the obligations of the Board of Commissioners,
dengan berpedoman pada Anggaran Dasar, guided by the Articles of Association, applicable laws
ketentuan peraturan perundang‑undangan yang and regulations, and the principles of GCG.
berlaku, serta prinsip‑prinsip GCG.
Komposisi Dewan Komisaris Composition of the Board of Commissioners
Perubahan Susunan Anggota Direksi dan Dewan Changes in the Composition of the Company’s Board
Komisaris Perseroan berdasarkan Keputusan RUPST of Directors and Board of Commissioners Based
tanggal 25 April 2025 sebagaimana dijelaskan on the AGMS Resolution dated April 25, 2025 as
pada bagian “Rapat Umum Pemegang Saham”, explained in the “General Meeting of Shareholders”
maka komposisi Dewan Komisaris Perseroan per section, the composition of the Company’s Board of
31 Desember 2025 adalah sebagai berikut: Commissioners as of December 31, 2025 is as follows:
Nama Jabatan Dasar Pengangkatan Masa Jabatan
Name Designation Basis of Appointment Term of Service
Djony Bunarto Tjondro Presiden Komisaris
President Commissioner
Rudy Wakil Presiden Komisaris
Vice President Commissioner
Gita Tiffani Boer Komisaris
Commissioner
Djoko Pranoto Santoso Komisaris
Akta Berita Acara Rapat Nomor 132
Commissioner
tanggal 25 April 2025
2025-2027
Minutes of Meeting Deed No. 132
Benjamin Herrenden Birks Komisaris
dated April 25, 2025
Commissioner
Paulus Bambang Widjanarko Komisaris Independen
Independent Commissioner
Ignasius Jonan Komisaris Independen
Independent Commissioner
Bruce Malcolm Cox Komisaris Independen
Independent Commissioner
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Corporate Governance Tugas dan Wewenang Duties and Authorities Tugas Dewan Komisaris The Duties of the Board of Commissioners Tugas Dewan Komisaris antara lain: Duties of the Board of Commissioners include: a. Memberikan tanggapan dan rekomendasi atas a. Providing responses and recommendations on rencana kerja tahunan Perseroan yang diajukan the Company's annual work plan submitted by the oleh Direksi; Board of Directors; b. Melakukan pengawasan atas pelaksanaan prinsip- b. Supervising the implementation of GCG principles prinsip GCG dalam kegiatan usaha Perseroan; in the Company's business activities; c. Melakukan pengawasan dan memberikan c. Supervising and advising the Board of nasihat kepada Direksi mengenai risiko bisnis Directors on the Company's business risks Perseroan serta upaya manajemen dalam and management efforts in internal control; pengendalian internal; d. Melakukan pengawasan dan memberikan nasihat d. Supervising and advising the Board of Directors kepada Direksi mengenai penyusunan dan on the preparation and disclosure of periodic pengungkapan laporan keuangan berkala; financial statements; e. Mempertimbangkan keputusan Direksi yang e. Considering decisions of the Board of Directors that memerlukan persetujuan Dewan Komisaris require the approval of the Board of Commissioners berdasarkan Anggaran Dasar; based on the Articles of Association; f. Memberikan laporan pelaksanaan tugas f. Providing reports on the implementation of its pengawasan dan pemberian nasihat yang supervisory and advisory duties in the annual dilakukannya dalam laporan tahunan serta report and reviewing and approving the annual menelaah dan menyetujui laporan tahunan report; and tersebut; dan g. Melaksanakan fungsi nominasi dan remunerasi g. Performing nomination and remuneration dalam hal tidak terdapat Komite Nominasi functions in the absence of a Nomination & & Remunerasi. Remuneration Committee. Dewan Komisaris tidak terlibat langsung dalam The Board of Commissioners is not directly involved pengambilan keputusan operasional Perseroan. in the Company's operational decision-making. Every Setiap keputusan yang dibuat Dewan Komisaris decision made by the Board of Commissioners is diambil dalam kapasitasnya sebagai organ taken in its capacity as a supervisory body, so that pengawas, sehingga tanggung jawab atas responsibility for decisions related to operational keputusan terkait kegiatan operasional tetap berada activities remains with the Board of Directors. pada Direksi. Dewan Komisaris melaksanakan fungsi pengawasan The Board of Commissioners performs its supervisory dengan itikad baik, penuh rasa tanggung jawab, function in good faith, with a sense of responsibility dan kehati-hatian demi kepentingan Perseroan, and prudence for the benefit of the Company, sekaligus memperhatikan kepentingan seluruh while also taking into account the interests of pemangku kepentingan. all stakeholders. PT United Tractors Tbk - 2025 Annual Report 253
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Tata Kelola Perusahaan
Wewenang Dewan Komisaris Authorities of the Board of Commissioners
Wewenang Dewan Komisaris dalam menjalankan The Board of Commissioners’ authority in performing
tugas pengawasan dan pemberian nasihat kepada its supervisory and advisory duties to the Board of
Direksi, antara lain: Directors includes:
a. Memeriksa catatan dan dokumen lain termasuk a. Examining records and other documents, including
juga kekayaan Perseroan; the Company’s assets;
b. Meminta dan menerima informasi mengenai b. Requesting and receiving information about the
Perseroan dari Direksi; Company from the Board of Directors;
c. Menyetujui rencana aksi korporasi Perseroan yang c. Approving corporate action plans submitted by the
diajukan oleh Direksi sesuai dengan Anggaran Board of Directors in accordance with the Articles
Dasar; dan of Association; and
d. Memberhentikan sementara anggota Direksi d. Temporarily dismissing members of the
apabila anggota Direksi tersebut bertindak Board of Directors if they act in contrary
bertentangan dengan Anggaran Dasar with the Company’s Articles of Association
Perseroan dan/atau peraturan perundangan and/or applicable laws and regulations.
yang berlaku.
Pedoman Dewan Komisaris The Board of Commissioners Charter
Sebagai bagian dari perangkat tata kelola (soft As part of the Company's governance framework
structure) Perseroan yang menjadi rujukan bagi (soft structure) that serves as a reference for the
Dewan Komisaris dan setiap anggotanya dalam Board of Commissioners and each of its members
menjalankan fungsi pengawasan, Dewan Komisaris in carrying out their supervisory functions, the Board
memiliki Pedoman Dewan Komisaris. Dokumen ini of Commissioners has a Board of Commissioners'
telah diselaraskan dengan ketentuan peraturan yang Guidelines. This document has been aligned with the
berlaku pada Juli 2017 untuk memastikan kesesuaian provisions of the regulations in force in July 2017 to
dengan praktik tata kelola terkini. ensure compliance with current governance practices.
Pedoman tersebut memuat ketentuan mengenai The guidelines contain provisions regarding the
tugas dan wewenang Dewan Komisaris, standar duties and authorities of the Board of Commissioners,
etika, hubungan dengan Pemegang Saham dan ethical standards, relationships with shareholders
pemangku kepentingan lainnya, komposisi, tata and other stakeholders, composition, procedures
cara pengangkatan, pengangkatan kembali for appointment, reappointment and resignation,
dan pengunduran diri, ketentuan rangkap provisions on concurrent positions, meeting
jabatan, mekanisme rapat, pembentukan dan mechanisms, the formation and role of committees
peran komite di bawah Dewan Komisaris, waktu under the Board of Commissioners, working hours,
kerja, pertanggungjawaban, penilaian kinerja accountability, performance assessment and
dan remunerasi, serta program orientasi bagi remuneration, as well as an orientation program for
Komisaris baru. new Commissioners.
Rapat Dewan Komisaris Meetings of the Board of Commissioners
Kebijakan Rapat Dewan Komisaris Policy of the Board of Commissioners Meeting
Dewan Komisaris berkewajban untuk The Board of Commissioners is obliged to hold
menyelenggarakan rapat secara berkala sedikitnya regular meetings at least once every two months.
satu kali dalam setiap dua bulan. Di luar rapat Outside of these regular meetings, Board of
berkala tersebut, Rapat Dewan Komisaris dapat Commissioners meetings may be held at any time if
diadakan kapan saja apabila dianggap perlu oleh deemed necessary by the President Commissioner
Presiden Komisaris atau oleh dua orang atau lebih or by two or more members of the Board of
254 Laporan Tahunan 2025 - PT United Tractors Tbk
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Corporate Governance anggota Dewan Komisaris, atau oleh permintaan Commissioners, or by the written request of the tertulis Rapat Direksi atas permintaan pemegang Board of Directors at the request of shareholders saham yang secara bersama‑sama mewakili who together represent at least 1/10 (one tenth) sekurang‑kurangnya 1/10 (satu per sepuluh) dari of all shares with valid voting rights. seluruh saham dengan hak suara yang sah. Dewan Komisaris juga dapat mengambil keputusan The Board of Commissioners may also make valid yang sah tanpa menyelenggarakan rapat fisik, decisions without holding a physical meeting, sepanjang seluruh anggota telah menerima usulan provided that all members have received the secara tertulis, menyatakan persetujuan tertulis, dan proposal in writing, expressed their written approval, menandatangani keputusan dimaksud, sehingga and signed the decision, so that the decision has keputusan tersebut memiliki kekuatan yang sama the same force as a meeting decision. In addition, dengan keputusan rapat. Selain itu, Dewan Komisaris the Board of Commissioners is required to hold wajib mengadakan rapat bersama Direksi secara regular meetings with the Board of Directors at berkala, sekurang‑kurangnya satu kali dalam setiap least once every 3 (three) months. 3 (tiga) bulan. Kehadiran dan Agenda Rapat Dewan Attendance and Agenda of the Board of Komisaris Commissioners Meeting Dewan Komisaris telah menyelenggarakan 6 (enam) The Board of Commissioners held 6 (six) Board of Rapat Dewan Komisaris yang seluruhnya merupakan Commissioners meetings, all of which were joint Rapat Dewan Komisaris bersama-sama dengan meetings with the Board of Directors throughout 2025, Direksi sepanjang tahun 2025 dengan rata-rata with an average attendance rate of 100% by Board of tingkat kehadiran anggota Dewan Komisaris di dalam Commissioners members. In addition to the agenda rapat Dewan Komisaris 100%. Rapat Dewan Komisaris discussed with the Board of Directors, the Board of selain agenda rapat yang dibahas bersama Direksi, Commissioners meetings also discussed the following juga membahas agenda, di antaranya: agenda items: 1. Menelaah laporan Komite Audit; 1. Reviewing the Audit Committee report; 2. Menelaah kinerja triwulanan Perseroan; 2. Reviewing the Company's quarterly performance; 3. Menelaah laporan Presiden Komisaris 3. Reviewing the President Commissioner's report tahun 2025; for 2025; 4. Menelaah rencana Perseroan terkait persiapan 4. Reviewing the Company's plans regarding RUPS 2025; dan preparations for the 2025 GMS; and 5. Menelaah dan menganalisis rencana kerja dan 5. Reviewing and analyzing the Company’s 2026 work master budget 2026. plan and master budget. Kehadiran Anggota Dewan Komisaris Pada Attendance of Members of the Board of RUPS Commissioners at the GMS Perseroan telah menyelenggarakan 2 (dua) RUPS The Company held 2 (two) GMS throughout 2025, sepanjang tahun 2025 yaitu RUPST tanggal 25 April 2025 namely the AGMS on April 25, 2025 and EGMS on dan RUPSLB tanggal 25 April 2025. Informasi kehadiran April 25, 2025. Information on the attendance of anggota Dewan Komisaris dalam RUPST dan RUPSLB members of the Board of Commissioners at the AGMS tersebut disajikan pada bagian RUPS. and EGMS are presented in the GMS section. PT United Tractors Tbk - 2025 Annual Report 255
Page 258
Tata Kelola Perusahaan
Pengembangan Kompetensi dan Competence Development and
Program Orientasi Induction Program
Kebijakan Policy
Berbagai program pengembangan kompetensi Various competency development programs are
dibuat untuk diikuti Dewan Komisaris agar senantiasa provided for the Board of Commissioners to enable
mengikuti perkembangan terkini di sektor industri them to keep abreast of the latest developments
maupun dalam praktik GCG. Hal tersebut juga in the industry and GCG practices. To support this,
didukung oleh Sekretaris Perusahaan dengan the Company Secretary facilitates and monitors
memfasilitasi serta memantau pelaksanaan program the implementation of programs to enhance
peningkatan pengetahuan profesional, kompetensi, the professional knowledge, competencies and
dan kemampuan kepemimpinan setiap anggota leadership skills of each member of the Board
Dewan Komisaris, antara lain melalui program of Commissioners, including through executive
eksekutif, pelatihan dan pendidikan, konsultasi, education programs, training and education,
seminar, serta konferensi. consultations, seminars and conferences.
Pengembangan Kompetensi dan Program Competency Development and
Orientasi yang diikuti pada Tahun 2025 Induction Program Attended in 2025
Metode
Tanggal Nama Program Penyelenggara
No. Pelaksanaan
Date Program Title Organizer
Delivery Method
Rudy
Wakil Presiden Komisaris
Vice President Commissioner
1 22 Januari 2025 Kelangsungan Bisnis di 2025: Pendekatan Risiko Hukum CRMS Online
January 22, 2025 dan Management Kepatuhan
Business Continuity in 2025: A Legal Risk and Compliance
Management Approach
2 11 Februari 2025 Pertemuan Tahunan Industri Jasa Keuangan 2025 Otoritas Jasa Offline
February 11, 2025 "Penguatan Sektor Jasa Keungan yang Stabil dan Inklusif Keuangan
untuk Mendukung Program Prioritas Nasional"
2025 Financial Services Industry Annual Meeting:
"Strengthening a Stable and Inclusive Financial Services
Sector to Support National Priority Programs"
3 19 Maret 2025 Webinar Bedah Buku Konsepsi dan Telaah Implementasi Way Academy, MRPN Online
March 19, 2025 MRPN Lintas Sektor Center, IRMAPA
Webinar & Book Review: "The Conceptual Framework
and Implementation Analysis of Cross-Sectoral National
Integrated Risk Management (MRPN)"
4 6 Mei 2025 Seminar Nasional: Will Trade War Create Financial Asosiasi Perusahaan Online
May 6, 2025 Turnoil? Pembiayaan
National Seminar: Will Trade War Create Financial Turnoil? Indonesia
5 10 Juli 2025 Strategi & Solusi Mengintegrasikan Contigency Plan CRMS Online
July 10, 2025 & Incident Response untuk Meningkatkan Ketahanan
Perusahaan Asuransi
Strategies and Solutions for Integrating Contingency
Plans and Incident Response to Enhance Insurance
Company Resilience
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Corporate Governance
Metode
Tanggal Nama Program Penyelenggara
No. Pelaksanaan
Date Program Title Organizer
Delivery Method
Gita Tiffani Boer
Komisaris
Commissioner
1 13-15 Januari 2025 Martabe - Biodiversity Workshop PT Agincourt Offline
January 13-15, 2025 Resources, Medan
2 13 Februari 2025 Diskusi Panel tentang Potensi Investasi Keikutsertaan Bappenas, Jakarta Offline
February 13, 2025 Indonesia pada World Expo Osaka 2025
3 18 Februari 2025 Awarding InnovAstra 41 - Innovate for the Future PT Astra Offline
February 18, 2025 International Tbk,
Jakarta
4 3 Maret 2025 Analyst Gathering PT Astra Offline
March 3, 2025 International Tbk,
Jakarta
5 6 Maret 2025 Astra OHS Executive Forum 2025 PT Astra Offline
March 6, 2025 International Tbk,
Jakarta
6 19 Maret 2025 Strategic Direction 2025 Jardine Matheson Online
March 19, 2025 Ltd, Hong Kong
7 15 April 2025 Jardine Matheson Group - Sustainability Leadership Jardine Matheson Online
April 15, 2025 Council Meeting Ltd, Hong Kong
8 26-27 Mei 2025 World Osaka Expo 2025 Bappenas, Indonesia Offline
May 26-27, 2025 (acara diadakan di
Jepang | event held
in Japan)
9 4 Juni 2025 Astra Women’s Network 2025 PT Astra Offline
June 4, 2025 Theme: “Women Leaders in Action: Creating, Becoming, International Tbk,
Belonging” Jakarta
10 9 Juli 2025 Seminar Ekonomi Makro 2025 PT Astra Offline
July 9, 2025 Theme: "Menavigasi Tantangan & Peluang Ekonomi International Tbk,
Indonesia dalam Mewujudkan Pertumbuhan Grup Astra Jakarta
yang Berkelanjutan by Bpk. Chatib Basri
11 15 Agustus 2025 Astra Leaders Forum PT Astra Offline
August 15, 2025 Theme: “Rising to the Challenge: Building Future-Ready International Tbk,
Businesses in the Age of Giants” by Prof. Mark Greeven Jakarta
(Professor of Management Innovation & Dean of Asia IMD
Business School)
12 28-30 Agustus Martabe - Biodiversity Workshop PT Agincourt Offline
2025 Resources, Medan
August 28-30, 2025
13 3 November 2025 Jardine Matheson Group – Sustainability Leadership Jardine Matheson Offline
November 3, 2025 Council Meeting Ltd, Hong Kong
14 3 Desember 2025 Link and match - IKM Komponen Otomotif dengan Tier 1 Kementrian Offline
December 3, 2025 APM Grup Astra Kolaborasi dgn Kemenperin (YDBA) Perindustrian &
YDBA, Jakarta
PT United Tractors Tbk - 2025 Annual Report 257
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Tata Kelola Perusahaan
Metode
Tanggal Nama Program Penyelenggara
No. Pelaksanaan
Date Program Title Organizer
Delivery Method
Benjamin Herrenden Birks
Komisaris
Commissioner
1 12 Maret 2025 Speech and Dialogue with General Secretary Tô Lâm National University of Offline
March 12, 2025 Singapore
2 29 Maret 2025 Citi's 2025 Pan-Asia Investor Conference Citigroup Offline
March 29, 2025
3 19 Agustus 2025 Macquarie ASEAN Conference Macquarie Offline
August 19, 2025
4 3 September 2025 EICN SG: Regional Strategic Forecast The Economist Offline
September 3, 2025 Group
5 14 Oktober 2025 JCCL & ANZ: Market Outlook on Commodities ANZ Bank Online
October 14, 2025
6 30 Oktober 2025 Barclays Asia Forum 2025 Barclays Offline
October 30, 2025
Ignasius Jonan
Komisaris
Independent Commissioner
1 17 Januari 2025 Speaker for Leading into Customer Centric Culture Siba Surya Online
January 17, 2025
2 24 Januari 2025 Speaker for Collaborative Leadership and Innovation Badiklat Ditjen Pajak Online
January 24, 2025
3 13 Februari 2025 Speaker for Driving Collaborative Transformation and Bank Mandiri Offline
February 13, 2025 Innovation
4 18 Februari 2025 Speaker for Driving Collaborative Transformation and Godrej Indonesia Offline
February 18, 2025 Innovation
5 20 Februari 2025 Speaker for Leading into Customer Centric Culture PERTAABI Offline
February 20, 2025
6 23 Februari 2025 Speaker for Leading into Customer Centric Culture Aksoro Offline
February 23, 2025
7 22 April 2025 Speaker for Transformasi BUMD dalam Mengakselerasi BP BUMD DKI JAKARTA Offline
April 22, 2025 Jakarta
8 8 Mei 2025 Speaker for Endless Innovation Teladan Prima Agro Offline
May 8, 2025
9 9 Mei 2025 Speaker for Transformational Leadership SDM POLRI Offline
May 9, 2025
10 16 Mei 2025 Speaker for Transformation into Customer Centric Komisi Pendidikan Offline
May 16, 2025 Organization KAJ
11 20 Mei 2025 Speaker for Leading Transformation and Innovation Allianz Offline
May 20, 2025
12 21 Mei 2025 Speaker for The New Era of Risks Marsh Online
May 21, 2025
13 25 Mei 2025 Speaker for Leading Transformation into Customer Aksoro Offline
May 25, 2025 Centric
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Corporate Governance
Metode
Tanggal Nama Program Penyelenggara
No. Pelaksanaan
Date Program Title Organizer
Delivery Method
14 31 Mei 2025 Speaker for The New Risks for Sustainable Transformation RSUD Dr. Soetomo Offline
May 31, 2025 Surabaya
15 13 Juni 2025 Speaker for Transformation into Customer Centric Kemenko Infrastruktur Offline
June 13, 2025 Organization
16 20 Juni 2025 Speaker for Keeping Up with the Uncharted Waters AHEMCE Group Offline
June 20, 2025
17 21 Juni 2025 Speaker for Leading Effectively: A Few Insights Komisi Seminari KAJ Offline
June 21, 2025
18 23 Juli 2025 Speaker for Cost & Investment awareness post-budget Pertamina Hulu Offline
July 23, 2025 efficiency Mahakam
19 29 Juli 2025 Speaker for Leading Transformation into Customer Alam Sutra Group Offline
July 29, 2025 Centric
20 29 Juli 2025 Speaker for Empowering The Future Thru Renewable Gaikindo Offline
July 29, 2025 Energy
21 6 Agustus 2025 Speaker for Managing Change for Digital Transformation Ditjen Kekayaan Online
August 6, 2025 Negara
22 7 Agustus 2025 Speaker for Leading Transformation into Customer Ditjen Pajak Pejabat II Online
August 7, 2025 Centric
23 12 Agustus 2025 Speaker for Leadership for Customer Oriented Culture BPSDM Kemenhub Offline
August 12, 2025
24 14 Agustus 2025 Keynote Speaker for Executive Leadership Workshop CPA Australia Offline
August 14, 2025
25 21 Agustus 2025 Speaker for Leadership for Public Oriented Culture Management Talenta Offline
August 21, 2025 POLRI
26 24 Agustus 2025 Speaker for Leading Transformation into Customer Aksoro Offline
August 24, 2025 Centric
27 28 Agustus 2025 Speaker for Road to the Future: Endless Transformation Airnav Indonesia Offline
August 28, 2025
28 29 Agustus 2025 Speaker for Leading Transformation into Customer ITS Offline
August 29, 2025 Centric
29 29 Agustus 2025 Speaker for Leading Transformation into Customer Petrokimia Gresik Offline
August 29, 2025 Centric
30 9 September 2025 Speaker for Leading Public Service Transformation BPS DKI JAKARTA Online
September 9, 2025
31 11 September 2025 Speaker for Digital Transformation into Customer Centric Ditjen Pajak Kanwil Offline
September 11, 2025 Jakpus
32 22 Oktober 2025 Speaker for Lead with Resilience XLSMART Offline
October 22, 2025
33 24 Oktober 2025 Speaker for Creating Value RSUD Dr. Kariadi Online
October 24, 2025 Semarang
34 29 Oktober 2025 Speaker for Executive Class PGE Digital Day 2025 Pertamina Offline
October 29, 2025 Geothermal Energy
35 31 Oktober 2025 Speaker for Grit to Grow: Endless Transformation Ciputra Group Offline
October 31, 2025
PT United Tractors Tbk - 2025 Annual Report 259
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Tata Kelola Perusahaan
Metode
Tanggal Nama Program Penyelenggara
No. Pelaksanaan
Date Program Title Organizer
Delivery Method
36 6 November 2025 Speaker for Value Creation for Public Service Baharkam Polri Offline
November 6, 2025
37 7 November 2025 Speaker for Leading Public Service Transformation Sesko TNI AL Offline
November 7, 2025
38 10 November 2025 Speaker for Pola Pikir Berkembang (Growth Mindset) Telkomsel Offline
November 10, 2025
39 14 November 2025 Speaker for A Few Insights for Transforming Ourselves OJK Offline
November 14, 2025
40 16 November 2025 Speaker for Leading Transformation into Customer Aksoro Offline
November 16, 2025 Centric
41 17 November 2025 Speaker for Leading Transformation into Customer ASDP Offline
November 17, 2025 Centric
42 19 November 2025 Speaker for A Few Insights for Transforming Ourselves BKN Offline
November 19, 2025
43 24 November 2025 Speaker for Leading Transformation into Customer Mitsui Leasing Capital Offline
November 24, 2025 Centric
44 27 November 2025 Speaker for Leading Today, Inventing Tomorrow PLN Leadership Offline
November 27, 2025 Program
45 2 Desember 2025 Speaker for Driving Collaborative Transformation and Krama Yudha Tiga Offline
December 2, 2025 Innovation Berlian
46 3 Desember 2025 Speaker for Digital Leadership for Our Sustainability Ikatan Akuntan Offline
December 3, 2025 Indonesia
47 5 Desember 2025 Speaker for Redefining Work As a Personal Mission Inalum Offline
December 5, 2025
48 9 Desember 2025 Speaker for Leading Transformation ITB Online
December 9, 2025
49 10 Desember 2025 Speaker for Leading Transformation into Sustainable PLN - Indonesia Offline
December 10, 2025 Enterprise Power
50 12 Desember 2025 Speaker for Leading Transformation into Customer Kawasan Industri Offline
December 12, 2025 Centric Terpadu Batang
Program Orientasi bagi Komisaris Baru Orientation Program for New Commissioners
Seluruh anggota Dewan Komisaris yang baru All members of the Board of Commissioners who
pertama kali menjabat di Perseroan diwajibkan are serving for the first time in the Company are
untuk mengikuti program orientasi. Program ini required to participate in an orientation program.
bertujuan agar anggota Dewan Komisaris baru This program aims to enable new members of the
dapat menjalankan tugas dan tanggung jawabnya Board of Commissioners to carry out their duties and
dengan sebaik-baiknya sehingga meningkatkan responsibilities to the best of their ability, thereby
fungsi dan efektivitas kerja Dewan Komisaris. improving the function and effectiveness of the Board
Perseroan telah menyelenggarakan program of Commissioners. The Company has organized an
orientasi atau pengenalan bagi anggota Direksi orientation or introduction program for new members
dan Dewan Komisaris baru pada tahun 2025. of the Board of Directors and Board of Commissioners
in 2025.
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Corporate Governance
Materi program orientasi yang dilaksanakan di The orientation program covered topics such as the
antaranya tentang nilai (value) Perseroan, UT Company’s values, the UT Management System,
Management System, bisnis Perseroan dan grup the Company’s business and group, UT’s GCG,
Perseroan, GCG UT serta tugas dan tanggung jawab and the duties and responsibilities of the Board of
Dewan Komisaris dan Direksi. Commissioners and the Board of Directors.
Penilaian Kinerja Dewan Komisaris dan Performance Assessment of the Board of
Direksi Commissioners and the Board of Directors
Mekanisme penilaian mandiri (self-assessment) dan Self-assessment and peer-to-peer assessment
penilaian antaranggota (peer-to-peer assessment) mechanisms, with the support of the Nomination &
dengan dukungan Komite Nominasi & Remunerasi Remuneration Committee, are used to assess the
digunakan untuk melakukan Penilaian atas kinerja performance of the Board of Commissioners and
Dewan Komisaris dan Direksi. Instrumen penilaian the Board of Directors. The assessment instruments
didasarkan pada Key Performance Indicators are based on Key Performance Indicators (KPIs)
(KPI) yang direkomendasikan Komite Nominasi & recommended by the Nomination & Remuneration
Remunerasi dengan mempertimbangkan mandat, Committee, taking into account the mandate, duties,
tugas, dan tanggung jawab sesuai ketentuan and responsibilities in accordance with applicable
yang berlaku serta Anggaran Dasar Perseroan. regulations and the Company’s Articles of Association.
Hasil evaluasi tersebut menjadi salah satu dasar The results of this evaluation serve as one of the
bagi Dewan Komisaris dalam menyetujui usulan bases for the Board of Commissioners in approving
struktur remunerasi bagi Dewan Komisaris the proposed remuneration structure for the Board
dan Direksi, sekaligus menjadi rujukan Komite of Commissioners and Board of Directors, as well
Nominasi & Remunerasi untuk mengajukan as a reference for the Nomination & Remuneration
rekomendasi pemberhentian atau pengangkatan Committee in submitting recommendations on the
kembali anggota Dewan Komisaris dan Direksi dismissal or reappointment of members of the Board
dalam forum RUPS. of Commissioners and Board of Directors at the
General Meeting of Shareholders.
Selain itu, persetujuan atas Laporan Tahunan In addition, the approval of the Company’s Annual
Perseroan, pengesahan Laporan Pelaksanaan Tugas Report, the ratification of the Board of Commissioners’
Pengawasan Dewan Komisaris dan Laporan Keuangan Supervisory Report and the Consolidated Financial
Konsolidasian, berikut pemberian pembebasan dan Statements, as well as the granting of acquit et de
pelunasan tanggung jawab (acquit et de charge) charge to the Board of Directors for their management
kepada Direksi atas tindakan pengurusan dan kepada actions and to the Board of Commissioners for their
Dewan Komisaris atas tindakan pengawasan selama supervisory actions during the previous financial year,
tahun buku sebelumnya, juga merupakan wujud are also a form of performance assessment of these
penilaian kinerja terhadap kedua organ tersebut. two organs.
Penilaian Dewan Komisaris Atas Kinerja Assessment of the Board of Commissioners
Komite Dewan Komisaris on the Performance of the Board of
Commissioners’ Committee
Sebagaimana yang telah diatur dalam Pedoman As stipulated in the Board of Commissioners’
Dewan Komisaris, Dewan Komisaris berwenang Guidelines, the Board of Commissioners has the
membentuk komite untuk mendukung pelaksanaan authority to form committees to support the
fungsi pengawasan, dengan tetap mengacu implementation of supervisory functions, while still
pada ketentuan peraturan perundang‑undangan referring to the provisions of applicable laws and
yang berlaku. Saat ini, Dewan Komisaris Perseroan regulations. Currently, the Company’s Board of
telah membentuk dua komite, yaitu Komite Audit Commissioners has established two committees,
dan Komite Nominasi & Remunerasi, yang setiap namely the Audit Committee and the Nomination &
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Tata Kelola Perusahaan
tahun dievaluasi kinerjanya baik secara individual Remuneration Committee, whose performance is
maupun kolektif melalui mekanisme self‑assessment evaluated annually, both individually and collectively,
berdasarkan sistem evaluasi yang ditetapkan through a self-assessment mechanism based on
dalam Keputusan Dewan Komisaris. the evaluation system stipulated in the Board of
Commissioners’ Decree.
Dewan Komisaris menilai bahwa komite‑komite The Board of Commissioners considers that these
tersebut telah berfungsi secara efektif dan sejalan committees have functioned effectively and in line
dengan prinsip GCG, antara lain dengan melakukan with GCG principles, including conducting reviews,
kajian, menyusun rekomendasi, serta menyiapkan preparing recommendations, and preparing the
tanggapan Dewan Komisaris atas kebijakan Direksi Board of Commissioners’ responses to Board of
yang memerlukan masukan atau persetujuan. Directors’ policies that require input or approval. The
Komite Audit secara aktif melaksanakan tugasnya Audit Committee actively carries out its duties in
dalam menilai pelaksanaan audit atas Laporan assessing the audit of the Company’s Consolidated
Keuangan Konsolidasian Perseroan tahun buku Financial Statements for the 2024 financial year
2024 oleh auditor eksternal, menyusun rekomendasi by external auditors, compiling recommendations
penunjukan Kantor Akuntan Publik (KAP) untuk for the appointment of a Public Accounting Firm
tahun buku 2025, serta menelaah independensi (KAP) for the 2025 financial year, and reviewing
Kantor Akuntan Publik Rintis, Jumadi, Rianto & Rekan. the independence of KAP Rintis, Jumadi, Rianto
Komite Audit juga berperan menelaah informasi & Rekan. The Audit Committee also plays a role in
keuangan yang akan dipublikasikan kepada reviewing financial information to be published to
regulator dan pemangku kepentingan eksternal, regulators and external stakeholders, providing
memberikan fungsi konsultatif bagi Corporate a consultative function for the Corporate Audit
Audit Function, mengevaluasi efektivitas sistem Function, evaluating the effectiveness of risk
manajemen risiko dan pengendalian internal, management and internal control systems, and
serta memastikan kepatuhan Perseroan terhadap ensuring the Company’s compliance with laws and
peraturan perundang‑undangan dan prinsip tata regulations and good governance principles.
kelola yang baik.
Komite Nominasi & Remunerasi menjalankan The Nomination & Remuneration Committee
fungsinya dengan menelaah dan memberikan performs its duties by reviewing and providing
rekomendasi atas seluruh kebijakan nominasi recommendations on all of Company’s nomination
dan remunerasi Perseroan, termasuk menyusun and remuneration policies, including preparing
usulan struktur remunerasi bagi anggota remuneration structure proposals for members of
Direksi dan Dewan Komisaris. Selain itu, Komite the Board of Directors and Board of Commissioners.
ini turut mendukung proses penilaian kinerja In addition, this committee supports the performance
Direksi dan Dewan Komisaris melalui penerapan appraisal process for the Board of Directors and
KPI yang telah disepakati sebagai tolok ukur. Board of Commissioners through the implementation
of agreed KPIs as benchmarks.
Rangkuman tahun 2025 atas pelaksanaan tugas A summary of the 2025 implementation of the
serta kegiatan rapat Komite Nominasi & Remunerasi duties and meeting activities of the Nomination
telah disajikan dalam bagian pembahasan mengenai & Remuneration Committee is presented in the
Komite Audit dan Komite Nominasi & Remunerasi discussion section on the Audit Committee and
pada laporan ini. Nomination & Remuneration Committee in this report.
Selaras dengan maksud dan tujuan yang tercantum In accordance with the aims and objectives set out
dalam Anggaran Dasar serta peraturan perundang- in the Articles of Association and applicable laws and
undangan yang berlaku, Direksi bertanggung regulations, the Board of Directors is responsible for
jawab memimpin dan mengelola Perseroan leading and managing the Company in the interests
demi kepentingan Perseroan dengan senantiasa of the Company, always adhering to the principles
berpedoma pada prinsip-prinsip GCG. of GCG.
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Direksi
Board of Directors
Komposisi Direksi Composition of the Board of Directors
Komposisi Direksi Perseroan per 31 Desember 2025 The composition of the Company’s Board of Directors
berdasarkan Keputusan RUPST tanggal 25 April 2025 as of December 31, 2025 based on the AGMS Resolution
tentang Pengangkatan Anggota Direksi dan Dewan dated April 25, 2025 regarding Appointment of the
Komisaris Perseroan untuk Masa Jabatan 2025-2027 Board of Directors and the Board of Commissioners
sebagaimana diuraikan pada bagian ‘Rapat Umum of the Company for the 2025–2027 Terms of Office as
Pemegang Saham’ adalah sebagai berikut: described in the ‘General Meeting of Shareholders’
section is as follows:
Nama Jabatan Dasar Pengangkatan Masa Jabatan
Name Designation Basis of Appointment Term of Service
Frans Kesuma Presiden Direktur
President Director
Loudy Irwanto Ellias Direktur
Director
Iwan Hadiantoro Direktur
Director
Idot Supriadi Direktur
Director
Akta Berita Acara Rapat Nomor 132 tanggal 25 April 2025
2025-2027
Minutes of Meeting Deed No. 132 dated on April 25, 2025
Widjaja Kartika Direktur
Director
Vilihati Surya Direktur
Director
Ari Sutrisno Direktur
Director
Hendra Hutahean Direktur
Director
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Tata Kelola Perusahaan
Tugas dan Wewenang Duties and Authorities
Tugas Direksi Duties of the Board of Directors
Tugas Direksi antara lain mencakup: The duties of the Board of Directors include:
a. Mewakili Perseroan baik di dalam maupun di a. Representing the Company both inside and outside
luar pengadilan sesuai dengan ketentuan pada the court in accordance with the provisions of the
Anggaran Dasar Perseroan. Company’s Articles of Association.
b. Menyusun visi, misi, nilai‑nilai, serta rencana b. Formulating the vision, mission, values, and
strategis Perseroan dalam bentuk rencana strategic plans of the Company in the form of
korporasi dan rencana kerja. corporate plans and work plans.
c. Menetapkan struktur organisasi Perseroan beserta c. Establishing the organizational structure of the
uraian tugas setiap divisi dan unit usaha. Company along with the job descriptions of each
division and business unit.
d. Mengelola dan mengembangkan sumber daya d. Managing and developing the Company's
Perseroan secara efektif dan efisien. resources effectively and efficiently.
e. Membentuk sistem pengendalian internal dan e. Establishing the Company's internal control and
manajemen risiko Perseroan. risk management systems.
f. Memastikan penyelenggaraan program-program f. Ensuring the implementation of CSR and
CSR dan lingkungan Perseroan. environmental programs.
g. Mengelola daftar pemegang saham dan g. Managing the list of shareholders and
daftar khusus. special lists.
h. Menyusun dan menyediakan laporan keuangan h. Preparing and providing periodic financial reports
berkala serta laporan tahunan. and annual reports.
i. Menyusun dan menyampaikan informasi material i. Preparing and disseminating material information
kepada publik. to the public.
j. Menyelenggarakan RUPST dan/atau RUPSLB j. Organizing AGMS and/or EGMS in accordance with
sesuai Anggaran Dasar dan ketentuan peraturan the Articles of Association and the provisions of
perundang‑undangan. laws and regulations.
Dalam menjalankan pengurusan Perseroan, Direksi In managing the Company, the Board of Directors
wajib bertindak dengan penuh tanggung jawab, dan shall act with full responsibility and prudence in the
kehati‑hatian demi kepentingan Perseroan serta interests of the Company while taking into account
tetap memperhatikan kepentingan para pemangku the interests of stakeholders. If necessary, the Board
kepentingan. Jika diperlukan, Direksi dapat of Directors may form special committees or work
membentuk komite atau unit kerja khusus untuk units to support the implementation of its duties and
menunjang pelaksanaan tugas dan kewenangannya authorities more effectively and efficiently.
secara lebih efektif dan efisien.
Wewenang Direksi Authorities of the Board of Directors
Direksi berwenang untuk melakukan seluruh tindakan The Board of Directors are authorized to conduct all
pengurusan Perseroan sesuai dengan Anggaran management actions of the Company in accordance
Dasar dan kebijakan yang berlaku. Wewenang direksi with the Articles of Association and applicable policies.
di antaranya: The authority of the Board of Directors includes:
a. Mewakili dan mengikat Perseroan dalam hubungan a. Representing and binding the Company in relations
dengan pihak ketiga; with third parties;
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b. Menunjuk satu atau beberapa pihak sebagai wakil b. Appointing one or more parties as representatives
atau kuasa untuk melaksanakan tindakan tertentu or proxies to carry out certain actions based on the
berdasarkan surat kuasa; dan power of attorney; and
c. Mengatur dan mengembangkan sumber daya c. Managing and developing the Company's
manusia Perseroan, termasuk pengangkatan human resources, including the appointment and
dan pemberhentian karyawan serta penetapan dismissal of employees and the determination
gaji, program pensiun, tunjangan pensiun, of salaries, pension programs, pension benefits,
dan bentuk remunerasi lainnya sesuai and other forms of remuneration in accordance
ketentuan perundang‑undangan dan/atau with the provisions of laws and regulations and/or
keputusan RUPS. GMS resolutions.
Ruang Lingkup Tugas Anggota Direksi Scope of Duties of members of the Board of
Directors
Pengambilan keputusan yang dilakukan oleh Direksi Decision-making conducted by the Board of Directors
merupakan tanggung jawab bersama oleh seluruh is the joint responsibility of all members of the Board
anggota Direksi namun tidak bersifat kolektif kolegial. of Directors. Each Director may carry out duties and
Masing‑masing Direktur tetap dapat melaksanakan make decisions in accordance with their authority,
tugas dan mengambil keputusan sesuai but the results of these decisions are the responsibility
kewenangannya, namun hasil keputusan tersebut of all members of the Board of Directors.
merupakan tanggung jawab seluruh anggota Direksi.
Setiap anggota Direksi diberikan ruang lingkup kerja Each member of the Board of Directors is given
dan tanggung jawab yang disesuaikan dengan a scope of work and responsibilities tailored to
bidang serta kompetensi masing‑masing agar their respective fields and competencies so that
dalam pelaksanaan pengurusan menjadi lebih efektif management is more effective and efficient.
dan efisien.
Jabatan Lingkup Tugas dan Tanggung Jawab
Designation Scope of Responsibilities
Presiden Direktur Presiden Direktur memiliki tanggung jawab utama dalam mengoordinasikan seluruh
President Director operasional Perseroan, memastikan penerapan prinsip‑prinsip GCG berjalan secara
konsisten, serta menjamin bahwa kegiatan usaha selaras dengan visi, misi, tujuan,
strategi, kebijakan, dan rencana kerja Perseroan. Lebih rinci, tugas dan tanggung jawab
Presiden Direktur Perseroan adalah:
• Memastikan integrasi seluruh inisiatif Perseroan.
• Mengoordinasikan kegiatan operasional dalam ruang lingkup audit internal,
komunikasi korporasi serta pembelian dan investasi.
• Mengoordinasikan manajemen risiko dan pengembangan bisnis.
• Mengendalikan dan mengevaluasi konsistensi implementasi prinsip-prinsip GCG dan
Kode Etik Perseroan.
The President Director has primary responsibility for coordinating all of the Company's
operations, ensuring consistent implementation of GCG principles, and ensuring that
business activities are in line with the Company's vision, mission, objectives, strategies,
policies and work plans. Specifically, the duties and responsibilities of the Company's
President Director are:
• Ensuring the integration of all Company initiatives.
• Coordinating operational activities within the scope of internal audit, corporate
communications, and purchasing and investment.
• Coordinating risk management and business development.
• Controlling and evaluating the consistent implementation of the Company's GCG
principles and Code of Ethics.
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Tata Kelola Perusahaan
Jabatan Lingkup Tugas dan Tanggung Jawab
Designation Scope of Responsibilities
Presiden Direktur bersama dengan • Memastikan Perseroan tetap kompetitif,
anggota Direksi lain • Memastikan kepatuhan terhadap peraturan perundang-undangan.
President Director together with other • To ensure that the Company remains competitive,
members of the Board of Directors • To ensure compliance with laws and regulations.
Direksi • Mewakili Perseroan baik di dalam maupun di luar pengadilan sesuai dengan
Board of Directors ketentuan pada Anggaran Dasar Perseroan,
• Menyusun visi, misi, strategi, struktur, rencana Perseroan, dan rencana kerja Perseroan,
• Mengoptimalkan sumber daya Perseroan secara efektif dan efisien,
• Mengembangkan pengendalian internal dan manajemen risiko,
• Memastikan penyelenggaraan program-program CSR dan pelestarian lingkungan,
• Mengelola daftar pemegang saham dan daftar khusus,
• Menyusun dan menyampaikan laporan keuangan berkala dan laporan tahunan
Perseroan, serta memberikan informasi material kepada publik,
• Menyelenggarakan Rapat Direksi secara rutin, RUPS Tahunan, dan RUPS Luar
Biasa sesuai Anggaran Dasar Perseroan dan peraturan perundang-undangan
yang berlaku.
• Representing the Company both inside and outside the court in accordance with
the provisions of the Company’s Articles of Association,
• Establish the Company vision, mission, strategies, corporate structure, corporate
plans, and work plans,
• Manage and develop all Company’s resources effectively and efficiently,
• Develop internal control system and risk management,
• Ensure the implementation of CSR and environmental protection programs,
• Maintain the list of shareholders and special shareholders list,
• Prepare and submit regular financial reports and annual report of the Company,
as well as providing material information to the public, and
• Conduct the Board of Directors’ regular meeting, Annual GMS and Extraordinary
GMS according to the Company Articles of Association and applicable rules
and regulations.
Catatan | Note:
Bidang tugas masing-masing anggota Direksi juga dapat dilihat pada bagan struktur organisasi Perseroan di bab Profil Perusahaan.
The duties of each member of the Board of Directors can also be seen in the Company’s organizational structure chart in the Company Profile chapter.
Pedoman Direksi The Board of Directors Charter
Sebagai salah satu perangkat tata kelola (soft As one of the governance tools (soft structure) that
structure) yang menjadi acuan bagi Direksi dan serves as a reference for the Board of Directors and
setiap anggotanya dalam menjalankan fungsi each of its members in carrying out the management
pengurusan dan operasional Perseroan, Direksi and operational functions of the Company, the
memiliki Pedoman Direksi yang telah disesuaikan Board of Directors has a Board of Directors' Charter
dengan ketentuan regulasi yang berlaku per Juli that has been adjusted to the applicable regulations
2017 dan dirancang untuk memastikan pengelolaan effective since July 2017 and is designed to ensure
Perusahaan berlangsung secara profesional that the Company is managed in a professional and
dan terarah. focused manner.
Pedoman tersebut memuat pengaturan The guidelines contain provisions regarding the
mengenai tugas dan wewenang Direksi, standar duties and authorities of the Board of Directors,
etika, hubungan dengan Pemegang Saham dan ethical standards, relationships with Shareholders
pemangku kepentingan lainnya, komposisi serta and other stakeholders, composition and the
proses pengangkatan, pengangkatan kembali, process of appointment, reappointment and
dan pengunduran diri, ketentuan rangkap resignation, provisions on concurrent positions,
jabatan, tata cara rapat, waktu kerja, mekanisme meeting procedures, working hours, accountability
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pertanggungjawaban, penilaian kinerja dan mechanisms, performance assessment and
remunerasi, hal‑hal yang mensyaratkan persetujuan remuneration, matters requiring the approval of the
Dewan Komisaris, program orientasi bagi Direktur Board of Commissioners, orientation programs for
baru, serta ketentuan relevan lainnya. new Directors, and other relevant provisions.
Rapat Direksi Board of Directors Meeting
Kebijakan Rapat Direksi Policy of the Board of Directors Meeting
Berdasarkan Pedoman Direksi, Direksi wajib Based on the Board of Directors’ Guidelines, the
menyelenggarakan rapat berkala sedikitnya Board of Directors is required to hold regular
1 (satu) kali setiap bulan. Selain rapat berkala meetings at least once a month. In addition to these
tersebut, Direksi dapat mengadakan rapat kapan regular meetings, the Board of Directors may hold
saja apabila dinilai perlu oleh Presiden Direktur meetings at any time if deemed necessary by the
atau satu atau lebih anggota Direksi lainnya, President Director or one or more other members
maupun atas permintaan Dewan Komisaris atau of the Board of Directors, or at the request of the
pemegang saham yang secara bersama‑sama Board of Commissioners or shareholders who
mewakili sekurang‑kurangnya 1/10 (satu per together represent at least 1/10 (one tenth) of all
sepuluh) dari seluruh saham dengan hak suara. voting shares.
Direksi juga dimungkinkan mengambil keputusan The Board of Directors may also make decisions
secara sirkuler tanpa menyelenggarakan rapat fisik, by circular letter without holding a physical
sepanjang seluruh anggota Direksi terlebih dahulu meeting, provided that all members of the Board of
memperoleh usulan secara tertulis, menyatakan Directors have first received the proposal in writing,
persetujuannya secara tertulis, dan menandatangani expressed their approval in writing, and signed
keputusan dimaksud. Di samping itu, Direksi wajib the decision in question. In addition, the Board of
mengadakan rapat bersama Dewan Komisaris Directors is required to hold regular meetings with
secara berkala paling sedikit 1 (satu) kali dalam the Board of Commissioners at least 1 (once) every
setiap 3 (tiga) bulan. 3 (three) months.
Kehadiran dan Agenda Rapat Direksi Attendance and Agenda of the Board of Directors
Meeting
Direksi telah menyelenggarakan rapat internal The Board of Directors held 38 (thirty eight)
sebanyak 38 (tiga puluh delapan) kali sepanjang internal meetings throughout 2025, with
tahun 2025 dengan tingkat rata-rata kehadiran an average attendance rate of 91.1%
Direksi dalam keseluruhan rapat sebesar 91,1%.
Pembahasan rapat berkala Direksi antara lain The Board of Directors' regular meetings discussed,
membahas kinerja keuangan dan operasional among other things, the Company's financial and
Perseroan, usulan transaksi yang signifikan, operational performance, proposals for significant
usulan nominasi Direktur atau Komisaris anak transactions, proposals for the nomination of directors
perusahaan Perseroan, usulan RUPST tahun 2025, or commissioners of the Company's subsidiaries,
serta rekomendasi penetapan dividen interim proposals for the 2025 AGMS, and recommendations
dan dividen final Perseroan. for the determination of the Company's interim and
final dividends.
Bidang Manajemen Management Area
a. Pemantauan realisasi anggaran, pengelolaan arus a. Monitoring budget implementation, cash flow
kas dan modal kerja. management and working capital.
b. Pembangunan infrastruktur dan realisasi investasi b. Infrastructure development and investment
di divisi maupun anak perusahaan. implementation in divisions and subsidiaries.
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Tata Kelola Perusahaan
c. Peninjauan posisi persediaan dan kewajiban c. Review of inventory positions and financial
keuangan dengan pihak prinsipal. obligations with principals.
d. Realisasi dan rencana belanja modal. d. Implementation and capital expenditure plans.
e. Penetapan asumsi data operasional dalam e. Determination of operational data assumptions in
penyusunan master budget. the preparation of the master budget.
f. Business process improvement dan transformation f. Business process improvement and transformation,
process, dengan tujuan optimalisasi melalui with the aim of optimization through business
perbaikan proses bisnis dan dukungan sistem process improvement and appropriate information
teknologi informasi tepat guna. technology system support.
g. Strategi dan proyek yang sedang berjalan pada g. Strategies and projects underway for 2025.
tahun 2025.
Bidang Tata Kelola Governance Area
a. Pembahasan temuan dan rekomendasi audit a. Discussion of internal audit findings and
internal. recommendations.
b. Peningkatan kegiatan sosialisasi dan internalisasi b. Enhancement of socialization activities and
budaya perusahaan. internalization of corporate culture.
c. Kepatuhan. c. Compliance.
Bidang Sumber Daya Manusia (SDM) Human Capital (HC) Area
a. Pengembangan SDM termasuk talent management, a. Human capital development, including talent
outsourcing management, manpower planning. management, outsourcing management, and
manpower planning.
b. Remunerasi dan benefit. b. Remuneration and benefits.
c. Penerapan dan internalisasi management tools c. Implementation and internalisation of
seperti balanced scorecard dan key performance management tools such as balanced scorecards
indicator (KPI) di setiap jenjang organisasi. and key performance indicators at every level of
the organisation.
d. Etika Bisnis dan Kerja. d. Business and work ethics.
Bidang ESG ESG Area
Upaya pencapaian Tujuan Pembangunan Berkelanjutan Efforts to achieve Sustainable Development Goals
(SDGs) yang difokuskan pada kontribusi publik. (SDGs) focused on public contributions.
Kehadiran dan Agenda Rapat Bersama Direksi Attendance and Agenda of Joint Meetings
dan Dewan Komisaris of the Board of Directors and the Board
of Commissioners
Direksi dan Dewan Komisaris telah The Board of Directors and the Board of Commissioners
menyelenggarakan 6 (enam) kali rapat bersama held 6 (six) meetings throughout 2025, with an
sepanjang tahun 2025 dengan tingkat kehadiran attendance rate of 100% from all members of the
dari seluruh anggota Direksi hadir pada rapat Board of Directors attending meetings with the Board
bersama Dewan Komisaris sebesar 100%. Direksi of Commissioners. The Board of Directors has reported
telah melaporkan pencapaian KPI di bidang on the achievement of KPIs in the areas of finance,
keuangan, operasional, manajemen risiko, belanja operations, risk management, capital expenditure,
modal, eksekusi rencana dan inisiatif strategis, execution of strategic plans and initiatives, progress
kemajuan proyek investasi, usulan transaksi- of investment projects, proposals for significant
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transaksi yang signifikan, usulan nominasi Direktur transactions, proposed nominations for Directors
atau Komisaris anak perusahaan Perseroan, usulan or Commissioners of the Company's subsidiaries,
RUPST tahun buku 2025, usulan penetapan dividen, proposed AGMS for 2025 financial year, proposed
serta hal-hal lain yang perlu dilaporkan kepada dividend determination, and other matters that need
Dewan Komisaris. to be reported to the Board of Commissioners.
Kehadiran Anggota Direksi Pada RUPS Attendance of Members of the Board of Directors
at the GMS
Perseroan telah menyelenggarakan 2 (dua) kali The Company has held 2 (two) GMS, namely
RUPS yaitu RUPST tanggal 25 April 2025 dan RUPSLB the AGMS on April 25, 2025 and EGMS on
tanggal 25 April 2025. Informasi kehadiran anggota April 25, 2025. Information on the attendance
Direksi dalam RUPST dan RUPSLB disajikan pada of Board members at the AGMS and EGMS are
bagian RUPS. presented in the GMS section.
Pengembangan Kompetensi dan Program Competence Development and Induction
Orientasi Program
Kebijakan Policy
Direksi dianjurkan untuk mengikuti berbagai program The Board of Directors is encouraged to participate
pengembangan kompetensi agar senantiasa in various competency development programs in
mengikuti perkembangan industri dan praktik tata order to keep abreast of industry developments and
kelola perusahaan yang baik. Untuk mendukung hal good corporate governance practices. To support
tersebut, Sekretaris Perseroan berperan memfasilitasi this, the Company Secretary plays a role in facilitating
sekaligus memantau pelaksanaan program and monitoring the implementation of programs to
peningkatan pengetahuan profesional, kompetensi, enhance the professional knowledge, competencies
dan kemampuan kepemimpinan setiap anggota and leadership skills of each member of the Board
Direksi, antara lain melalui program eksekutif, of Directors, including through executive programs,
pelatihan dan pendidikan, konsultasi, seminar, training and education, consultations, seminars
serta konferensi. and conferences.
Program Pengembangan Kompetensi yang Competency Development Program Attended
Diikuti pada Tahun 2025 in 2025
Metode
Tanggal Nama Program Penyelenggara
No. Pelaksanaan
Date Program Title Organizer
Delivery Method
Frans Kesuma
Presiden Direktur
President Director
1 4 Februari 2025 Arah Kebijakan OJK 2025 & Strategi Pertumbuhan APPI - Asosiai Pengusaha Offline
February 4, 2025 Economi Pemerintah Baru Pembiayaan Indonesia
2 9 Juli 2025 Seminar Economi Makro, "Menavigasi Tantangan PT Astra International Tbk Offline
July 9, 2025 & Peluang Economi Indonesia dalam mewujudkan
Pertumbuhan Group Astra yang berkelanjutan"
3 6 Agustus 2025 Communication in Crisis Training for Executive PT United Tractors Tbk Offline
August 6, 2025 AHEMCE
4 15 Agustus 2025 Astra Leaders Forum, Prof. Mark Greeven Dean of PT Astra International Tbk Online
August 15, 2025 Asia IMD Business School "Rising to the Challenge
Building Future - Ready Business in the Age of
Giants"
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Tata Kelola Perusahaan
Metode
Tanggal Nama Program Penyelenggara
No. Pelaksanaan
Date Program Title Organizer
Delivery Method
Loudy Irwanto Ellias
Direktur
Director
1 9 Juli 2025 Seminar Ekonomi Makro “Menavigasi Tantangan PT Astra International Tbk Offline
July 9, 2025 & Peluang Ekonomi Indonesia dalam Mewujudkan
Pertumbuhan Grup Astra yang Berkelanjutan”
Macroeconomic Seminar: “Navigating Indonesia’s
Economic Challenges and Opportunities to
Achieve Sustainable Growth for the Astra Group”
2 6 Agustus 2025 Communication in Crisis Training for Executives PT United Tractors Tbk Offline
August 6, 2025 AHEMCE
3 15 Agustus 2025 Astra Leaders Forum 2025 “Rising to the PT Astra International Tbk Online
August 15, 2025 Challenge: Building Future-Ready Businesses in
the Age of Giants”
4 19 Agustus 2025 L.E.A.D Virtual Orientation Line Manager PT Astra International Tbk Online
August 19, 2025
5 11 Desember 2025 Astra Value Chain Day 2025 “Strengthening Astra PT Astra International Tbk Offline
December 11, 2025 Value Chain and Unleash Synergy Potential”
Iwan Hadiantoro
Direktur
Director
1 11 Februari 2025 Mandiri Investment Forum 2025 "Nourishing PT Bank Mandiri (Persero) Offline
February 11, 2025 Future Growth" Tbk
2 9 Juli 2025 Seminar Ekonomi Makro "Menavigasi Tantangan PT Astra International Tbk Offline
July 9, 2025 & Peluang Ekonomi Indonesia dalam Mewujudkan
Pertumbuhan Grup Astra yang Berkelanjutan"
Macroeconomic Seminar: “Navigating Indonesia’s
Economic Challenges and Opportunities to
Achieve Sustainable Growth for the Astra Group”
3 6 Agustus 2025 Communication in Crisis Training for Executives PT United Tractors Tbk Offline
August 6, 2025 AHEMCE
4 15 Agustus 2025 Astra Leaders Forum 2025 “Rising to the PT Astra International Tbk Online
August 15, 2025 Challenge: Building Future-Ready Businesses in
the Age of Giants”
5 11 Desember 2025 Astra Value Chain Day 2025 "Strengthening Astra PT Astra International Tbk Offline
December 11, 2025 Value Chain and Unleash Synergy Potential"
Idot Supriadi
Direktur
Director
1 21 Maret 2025 Acset Communicative & Inspiring Leader PT Acset Indonusa Tbk Online
March 21, 2025 (ACTShare) "Innovation Day-Mastering the Art of
Writing Impactful Papers"
2 9 Juli 2025 Seminar Ekonomi Makro "Menavigasi Tantangan PT Astra International Tbk Offline
July 9, 2025 & Peluang Ekonomi Indonesia dalam Mewujudkan
Pertumbuhan Grup Astra yang Berkelanjutan"
Macroeconomic Seminar: “Navigating Indonesia’s
Economic Challenges and Opportunities to
Achieve Sustainable Growth for the Astra Group”
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Metode
Tanggal Nama Program Penyelenggara
No. Pelaksanaan
Date Program Title Organizer
Delivery Method
3 6 Agustus 2025 Communication in Crisis Training for Executives PT United Tractors Tbk Offline
August 6, 2025 AHEMCE
4 15 Agustus 2025 Astra Leaders Forum 2025 “Rising to the PT Astra International Tbk Online
August 15, 2025 Challenge: Building Future-Ready Businesses in
the Age of Giants”
5 25 Agustus 2025 Forum Kontraktor ITM Melak: Safety & Governance PT Indo Tambangraya Offline
August 25, 2025 Excellence Megah Tbk
6 26 November 2025 The 9th Expert Forum “Energizing The Future: Smart PT Astra International Tbk Offline
November 26, 2025 Operations to Accelerate Innovation”
Widaja Kartika
Direktur
Director
1 7 Juli 2025 Pre-ALPC & Coaching Bpk. Ferdinand Matondang PT Astra International Tbk Offline
July 7, 2025
2 9 Juli 2025 Seminar Ekonomi Makro “Menavigasi Tantangan PT Astra International Tbk Offline
July 9, 2025 & Peluang Ekonomi Indonesia dalam Mewujudkan
Pertumbuhan Grup Astra yang Berkelanjutan”
Macroeconomic Seminar: “Navigating Indonesia’s
Economic Challenges and Opportunities to
Achieve Sustainable Growth for the Astra Group”
3 6 Agustus 2025 Communication in Crisis Training for Executives PT United Tractors Tbk Offline
August 6, 2025 AHEMCE
4 15 Agustus 2025 Astra Leaders Forum 2025 “Rising to the PT Astra International Tbk Online
August 15, 2025 Challenge: Building Future-Ready Businesses in
the Age of Giants”
5 19 Agustus 2025 L.E.A.D Virtual Orientation Line Manager PT Astra International Tbk Online
August 19, 2025
6 25 Agustus 2025 Mentoring Project AGMP Michael Boy Alice & PT Astra International Tbk Offline
August 25, 2025 Susianti
7 25 November 2025 Sharing at MMA 82 PT Astra International Tbk Offline
November 25, 2025
Vilihati Surya
Direktur
Director
1 11 Februari 2025 Mandiri Investment Forum 2025 "Nourishing PT Bank Mandiri (Persero) Offline
February 11, 2025 Future Growth" Tbk
2 9 Juli 2025 Seminar Ekonomi Makro "Menavigasi Tantangan PT Astra International Tbk Offline
July 9, 2025 & Peluang Ekonomi Indonesia dalam Mewujudkan
Pertumbuhan Grup Astra yang Berkelanjutan"
Macroeconomic Seminar: “Navigating Indonesia’s
Economic Challenges and Opportunities to
Achieve Sustainable Growth for the Astra Group”
3 6 Agustus 2025 Communication in Crisis Training for Executives PT United Tractors Tbk Offline
August 6, 2025 AHEMCE
4 15 Agustus 2025 Astra Leaders Forum 2025 “Rising to the PT Astra International Tbk Online
August 15, 2025 Challenge: Building Future-Ready Businesses in
the Age of Giants”
5 28 November 2025 Pertemuan Tahunan Bank Indonesia (PTBI) Tahun Bank Indonesia Offline
November 28, 2025 2025
PT United Tractors Tbk - 2025 Annual Report 271
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Tata Kelola Perusahaan
Metode
Tanggal Nama Program Penyelenggara
No. Pelaksanaan
Date Program Title Organizer
Delivery Method
Ari Sutrisno
Direktur
Director
1 11 Februari 2025 Aspindo Business Gathering: “Sinergi Regulasi ASPINDO Offline
February 11, 2025 dan Energi Baru, Meningkatkan Keberlanjutan
di Sektor Pertambangan”
Aspindo Business Gathering: “Synergizing
Regulation and New Energy to Enhance
Sustainability in the Mining Sector”
2 22-23 Maret 2025 Leadership Insights on Leading Through Change Skillsoft – Precipio Online
March 22-23, 2025
3 25 Maret - 3 April 2025 Leadercamp-On Demand: Managing Emotions Skillsoft – Precipio Online
March 25 - April 3 2025 in Teams
4 3 April 2025 Amplifying Your Executive Presence as A Leader Skillsoft – Precipio Online
April 3, 2025
5 3-12 April 2025 Becoming an Emotionally Intelligent Leader Skillsoft – Precipio Online
April 3-12, 2025
6 3-17 April 2025 Horizon Scanning: Identifying Future Skillsoft – Precipio Online
April 3-17, 2025 Opportunities
7 17-26 April 2025 Adopting New Leadership Mindset to Drive Dei Skillsoft – Precipio Online
April 17-26, 2025
8 26-27 April 2025 Wellbeing Intelligence: A Skill Set for New World of Skillsoft – Precipio Online
April 26-27, 2025 Work (Powered By Mit Smr)
9 22 Mei 2025 Annual Gathering – Mining Services: ASPINDO Offline
May 22, 2025 “Accelerating the Mining Ecosystem for Growth
and Resilience”
10 9 Juli 2025 Seminar Ekonomi Makro "Menavigasi Tantangan PT Astra International Tbk Offline
July 9, 2025 & Peluang Ekonomi Indonesia dalam Mewujudkan
Pertumbuhan Grup Astra yang Berkelanjutan"
Macroeconomic Seminar: “Navigating Indonesia’s
Economic Challenges and Opportunities to
Achieve Sustainable Growth for the Astra Group”
11 6 Agustus 2025 Communication in Crisis Training for Executives PT United Tractors Tbk Offline
August 6, 2025 AHEMCE
12 15 Agustus 2025 Astra Leaders Forum 2025 “Rising to the PT Astra International Tbk Online
August 15, 2025 Challenge: Building Future-Ready Businesses in
the Age of Giants”
13 4-5 November 2025 11th Indonesia Industrial Relation Conference: APINDO Training Center Offline
November 4-5, 2025 Menavigasi Dinamika Baru Hubungan Industrial
di Era AI dan Ketahanan Industri: Fleksibilitas
Kerja, Regulasi Adaptif, dan Masa Depan
Tenaga Kerja
11th Indonesia Industrial Relations Conference:
Navigating New Dynamics in Industrial Relations
within the AI Era and Industrial Resilience: Work
Flexibility, Adaptive Regulation, and the Future of
the Workforce.
14 10 Desember 2025 Aspindo Business Gathering: “Efisiensi dan ASPINDO Offline
December 10, 2025 Produktivitas Operasional Kontraktor Mineral dan
Hauling Berbasis Good Mining Practices”
Aspindo Business Gathering: “Efficiency and
Operational Productivity for Mineral and Hauling
Contractors Based on Good Mining Practices"
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Metode
Tanggal Nama Program Penyelenggara
No. Pelaksanaan
Date Program Title Organizer
Delivery Method
Hendra Hutahean
Direktur
Director
1 9 Juli 2025 Executive Sharing (Speaker, Operational PT Komatsu Astra Finance Offline
July 9, 2025 Tambang menghadapi Tantangan Komoditas &
Regulasi)
Executive Sharing (Speaker, Mining Operations in
facing Commodity & Regulation Challenges)
2 30 Juli 2025 Workshop ALPC (Astra Leadership Performance PT Astra International Tbk Offline
July 30, 2025 Coaching)
3 6 Agustus 2025 Communication in Crisis Training for Executives PT United Tractors Tbk Offline
August 6, 2025 AHEMCE
4 15 Agustus 2025 Astra Leaders Forum, Prof. Mark Greeven Dean of PT Astra International Tbk Online
August 15, 2025 Asia IMD Business School “Rising to the Challenge
Building Future - Ready Business in the Age
of Giants”
5 20 Agustus 2025 Workshop Mineplan PT Pamapersada Nusantara Offline
August 20, 2025
6 23 September 2025 Workshop ALPC (Observasi Practise Coaching) PT Astra International Tbk Offline
September 23, 2025
7 26 November 2025 Workshop ALPC (Group Coaching Review) PT Astra International Tbk Offline
November 26, 2025
Program Orientasi bagi Direktur Baru Orientation Program for New Director
Direktur yang pertama kali menjabat di Perseroan Directors who are appointed for the first time in
wajib mengikuti program orientasi. Program the Company are required to participate in an
ini dirancang agar Direktur baru memahami orientation program. This program is designed to
tugas dan tanggung jawabnya secara optimal ensure that new Directors fully understand their
sehingga dapat meningkatkan fungsi dan duties and responsibilities so that they can improve
efektivitas kerja Direksi secara keseluruhan. the overall function and effectiveness of the Board
of Directors.
Perseroan telah menyelenggarakan program The Company organized an orientation program for
orientasi bagi anggota Direksi dan Dewan Komisaris new members of the Board of Directors and Board
yang baru pada tahun 2025. Materi yang diberikan of Commissioners in 2025. The material provided
pada program orientasi antara lain mencakup in the orientation program includes the Company's
nilai‑nilai Perseroan, UT Management System, values, the UT Management System, an overview
gambaran bisnis Perseroan dan grup, prinsip‑prinsip of the Company and its group's business, UT's GCG
GCG UT, serta peran dan tanggung jawab Dewan principles, and the roles and responsibilities of the
Komisaris dan Direksi. Board of Commissioners and Board of Directors.
Penilaian Direksi terhadap Kinerja Komite Assessment of the Board of Directors’
Pendukung Tugas Direksi Supporting Committees
Pada tahun 2025, tidak terdapat komite di bawah In 2025, there were no committees under the Board
Direksi, sehingga tidak terdapat kriteria dan prosedur of Directors, so there were no assessment criteria
penilaian komite di bawah Direksi. and procedures.
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Tata Kelola Perusahaan
Nominasi dan Remunerasi Dewan
Komisaris dan Direksi
Nomination and Remuneration of the Board of Commissioners
and the Board of Directors
Prosedur Nominasi Dewan Komisaris Nomination Procedure of the Board of
dan Direksi Commissioners and the Board of Directors
Pengangkatan dan pemberhentian anggota The appointment and dismissal of members of the
Dewan Komisaris maupun Direksi dilakukan melalui Board of Commissioners and Board of Directors shall
keputusan RUPS. Setiap usulan perubahan susunan, be carried out through a resolution of the GMS. Any
termasuk penggantian atau pemberhentian, proposed changes to the composition, including
diajukan kepada RUPS dengan mempertimbangkan replacement or dismissal, shall be submitted to
rekomendasi dari Komite Nominasi & Remunerasi. the GMS, considering the recommendations of the
Nomination and Remuneration Committee.
Proses pengangkatan anggota Dewan Komisaris The process of appointment of the members of the
dan Direksi wajib mematuhi ketentuan peraturan Board of Commissioners and Board of Directors must
perundang‑undangan di bidang perseroan terbatas, comply with the provisions of laws and regulations in
pasar modal, serta regulasi lain yang mengatur the field of limited liability companies, capital markets,
kegiatan usaha Perseroan. Setelah masa jabatannya and other regulations governing the Company's
berakhir, anggota Dewan Komisaris dan Direksi dapat business activities. After their term of office ends,
diangkat kembali sesuai dengan keputusan RUPS. members of the Board of Commissioners and Board
of Directors may be reappointed in accordance with
the decision of the GMS.
Prosedur dan Pelaksanaan Remunerasi Procedure for Determining Remuneration of
Dewan Komisaris dan Direksi the Board of Commissioners and the Board
of Directors.
Prosedur Penetapan Remunerasi Procedure for Determining Remuneration
Besaran remunerasi bagi anggota Dewan The amount of remuneration for members of the
Komisaris dan Direksi ditetapkan dengan mengacu Board of Commissioners and Board of Directors
pada capaian kinerja masing‑masing organ, is determined with reference to the performance
berdasarkan hasil kajian dan rekomendasi achievements of each organ, based on the
Komite Nominasi & Remunerasi. Komite Nominasi results of studies and recommendations from the
& Remunerasi juga memanfaatkan basis data Nomination & Remuneration Committee. Nomination
hasil survei pasar atas praktik remunerasi di & Remuneration Committee also utilizes a database
perusahaan sejenis dan setara dengan Perseroan, of market survey results on remuneration practices in
kemudian merumuskan faktor‑faktor utama companies similar and comparable to the Company,
yang menjadi landasan usulan remunerasi then formulates the main factors that form the
Dewan Komisaris dan Direksi untuk memastikan basis for the proposed remuneration of the Board
dasar penetapannya objektif dan kredibel. of Commissioners and Board of Directors to ensure
that the basis for the determination is objective
and credible.
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Corporate Governance
Rekomendasi tersebut disampaikan kepada Dewan These recommendations are submitted to the Board
Komisaris untuk kemudian diajukan dalam RUPST. of Commissioners to be proposed at the AGMS.
RUPST dapat langsung menetapkan besaran The AGMS may directly determine the remuneration
remunerasi Dewan Komisaris dan Direksi dengan of the Board of Commissioners and Directors by
mempertimbangkan rekomendasi Komite Nominasi considering the recommendations of the Nomination
& Remunerasi, atau memberikan kewenangan & Remuneration Committee or grant authority
kepada Dewan Komisaris untuk menetapkan to the Board of Commissioners to determine the
remunerasi Direksi dengan tetap berpedoman pada remuneration of the Directors while still adhering to
rekomendasi komite dimaksud. the recommendations of the committee.
Kriteria Penetapan Remunerasi Criteria of Determining Remuneration for the
Dewan Komisaris Board of Commissioners
Remunerasi Dewan Komisaris ditetapkan dengan The remuneration of the Board of Commissioners
mempertimbangkan lingkup tugas, tanggung is determined by considering the scope of duties,
jawab, dan kewenangan masing‑masing anggota, responsibilities, and authorities of each member, the
kemampuan keuangan Perseroan, serta praktik Company's financial capabilities, and remuneration
remunerasi yang lazim di industri sejenis. Komite practices that are common in similar industries. The
Nominasi & Remunerasi menyusun struktur, kebijakan, Nomination & Remuneration Committee formulates
dan besaran remunerasi Dewan Komisaris dengan the structure, policy, and amount of remuneration for
memperhatikan: the Board of Commissioners by taking into account:
a) Kontribusi tugas, tanggung jawab, dan wewenang a) The contribution of the duties, responsibilities,
anggota Dewan Komisaris terhadap pencapaian and authorities of the members of the Board
sasaran dan kinerja Perseroan, dan of Commissioners to the achievement of the
Company's objectives and performance, and
b) Target serta realisasi kinerja individu setiap b) The targets and actual performance of each
anggota Dewan Komisaris. member of the Board of Commissioners.
Komponen remunerasi Dewan Komisaris Perseroan The remuneration components of the Company's
meliputi honorarium dan berbagai tunjangan lain Board of Commissioners include honoraria and
yang relevan. various other relevant allowances.
Kriteria Penetapan Remunerasi Direksi Criteria of Determining Remuneration for the
Board of Directors
Komite Nominasi & Remunerasi dalam menyusun The Nomination and Remuneration Committee shall
serta merekomendasikan struktur, kebijakan, formulate and recommend the structure, policy and
dan besaran remunerasi Direksi dengan amount of remuneration for the Board of Directors,
mempertimbangkan: taking into consideration:
a) Lingkup tugas, tanggung jawab, dan wewenang a) The scope of duties, responsibilities and authority
setiap anggota Direksi serta kontribusinya terhadap of each member of the Board of Directors and their
pencapaian sasaran dan kinerja Perseroan, contribution to the achievement of the Company's
objectives and performance,
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Tata Kelola Perusahaan
b) Target dan realisasi kinerja individu berdasarkan b) Individual performance targets and achievements
prinsip pay for performance, dan based on the principle of “pay for performance”,
and
c) Proporsi yang seimbang antara komponen c) A balanced proportion between fixed and variable
remunerasi tetap dan variabel. remuneration components.
Remunerasi Direksi Perseroan secara struktur meliputi The Company's Board of Directors' remuneration
gaji, tantiem, serta berbagai tunjangan tetap maupun structure includes salaries, bonuses, and various fixed
variabel. and variable allowances.
Remunerasi Dewan Komisaris dan Direksi Remuneration for the Board of Commissioners
Tahun 2025 and the Board of Directors in 2025
Keputusan RUPST tanggal 25 April 2025 terkait On April 25, 2025, the Company had an AGMS
remunerasi adalah sebagai berikut: resolution regarding remuneration, including:
1. Memberikan kuasa dan wewenang kepada Dewan 1. To authorize the Board of Commissioners of the
Komisaris Perseroan untuk menetapkan gaji dan Company to determine the amount of remuneration
tunjangan anggota Direksi Perseroan untuk masa and allowances of the Board of Directors of the
jabatan 2025-2026, dengan memperhatikan Company for the period of 2025-2026, by taking
rekomendasi Komite Nominasi dan Remunerasi into consideration the recommendation of the
Perseroan; Nomination and Remuneration Committee of
the Company;
2. Menetapkan pemberian gaji atau honorarium 2. To determine remuneration or honorarium and
dan tunjangan kepada anggota Dewan allowances of the Board of Commissioners
Komisaris Perseroan untuk masa jabatan 2025- of the Company for the period of 2025-
2026, seluruhnya dengan jumlah maksimal 2026, maximum in the total amount of
Rp3.434.769.000 setahun, yang akan mulai Rp3,434,769,000 yearly, which shall be effective
berlaku sejak penutupan Rapat Umum Pemegang from the closing of this Annual General Meeting
Saham Tahunan ini hingga penutupan Rapat of Shareholders until the closing of the Annual
Umum Pemegang Saham Tahunan berikutnya General Meeting of Shareholders that will be
di tahun 2026, dan memberikan kuasa dan convened in 2026, and to authorize the President
wewenang kepada Presiden Komisaris Perseroan Commissioner of the Company to determine
untuk menetapkan pembagian jumlah gaji atau the distribution of the said amount amongst
honorarium dan tunjangan tersebut di antara the members of the Board of Commissioners
anggota Dewan Komisaris Perseroan, dengan of the Company by taking into consideration
memperhatikan rekomendasi Komite Nominasi the recommendation of the Nomination and
dan Remunerasi Perseroan. Remuneration Committee of the Company.
RUPS Tahunan tersebut juga memberikan The Annual GMS also granted authority to the
wewenang kepada Presiden Komisaris untuk President Commissioner to determine the distribution
menetapkan pembagian jumlah honorarium of this honorarium amount among the members of
tersebut di antara para anggota Dewan the Board of Commissioners of the Company, with
Komisaris, dengan memperhatikan pendapat due observance of the opinions of the Nomination
dari Komite Nominasi dan Remunerasi Perseroan. and Remuneration Committee of the Company.
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Selanjutnya, RUPS Tahunan 2025 memberikan Further, the 2025 Annual GMS provided the authority
wewenang kepada Dewan Komisaris untuk to the Board of Commissioners of the Company to
menetapkan jumlah gaji dan tunjangan bagi determine the salary and benefits of the members
anggota Direksi, dengan memperhatikan kebijakan of the Board of Directors with due observance of
Komite Nominasi dan Remunerasi Perseroan. the policy of the Nomination and Remuneration
Committee of the Company.
Pada tahun 2025, jumlah remunerasi yang diterima In 2025, the total remuneration received by members
oleh anggota Dewan Komisaris dan Direksi of the Board of Commissioners and Board of Directors
Perseroan dan 62 (2024: 63) anak perusahaan yang of the Company and its 62 consolidated subsidiaries—
terkonsolidasi, yaitu sejumlah 86 (2024: 85) orang comprising 86 individuals (2024: 85) amounted to
adalah sebesar Rp292 miliar (2024: Rp297 miliar). Rp292 billion (2024: Rp297 billion). This remuneration
Bentuk remunerasi tersebut terdiri dari imbalan consisted of short-term employee benefits totaling
kerja jangka pendek sejumlah Rp269 miliar Rp269 billion (2024: Rp268 billion), as well as post-
(2024: Rp268 miliar) dan imbalan pascakerja serta employment benefits and other long-term benefits
imbalan jangka panjang lainnya sejumlah Rp23 miliar amounting to Rp23 billion (2024: Rp29 billion).
(2024: Rp29 miliar).
Pengungkapan Bonus Kinerja, Non-kinerja, Disclosure of Performance Bonus,
dan/atau Opsi Saham Non-Performance Bonuses, and/or Stock Options
Pada tahun 2025, Remunerasi Direksi dan Dewan In 2025, the remuneration of the Board of Directors
Komisaris sebagaimana disebut di atas sudah and Board of Commissioners as mentioned above
termasuk bonus/tantiem. Selain itu, Perseroan tidak will include performance bonuses (tantiem). In
memberikan kompensasi kinerja berupa bonus addition, the Company will not provide performance
opsi saham kepada Direksi dan Dewan Komisaris di compensation in the form of stock option bonuses to
tahun 2025. the Board of Directors and Board of Commissioners
in 2025.
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Tata Kelola Perusahaan
Komite Audit
Audit Committee
Komite Audit dibentuk oleh Dewan Komisaris untuk The Audit Committee was established by the Board of
mendukung pelaksanaan fungsi pengawasannya Commissioners to support the implementation of its
dan berada di bawah tanggung jawab Dewan supervisory functions and is under the responsibility
Komisaris. Komite Audit berkoordinasi dan bekerja of the Board of Commissioners. The Audit Committee
sama dengan Direksi, Corporate Audit Function, coordinates and works with the Board of Directors,
Sekretaris Perusahaan, Fungsi Hukum, Manajemen Corporate Audit Function, Corporate Secretary, Legal
Risiko, serta Auditor Eksternal Perseroan dalam Function, Risk Management Function, and the Company’s
menjalankan tugasnya. External Auditor in carrying out its duties.
Komposisi Komite Audit Composition of the Audit Committee
Komite Audit Perseroan beranggotakan 3 (tiga) The Company's Audit Committee consists of 3
orang, terdiri atas 1 (satu) Komisaris Independen (three) members, comprising 1 (one) Independent
yang menjabat sebagai Ketua dan 2 (dua) anggota Commissioner who serves as Chair and 2 (two)
dari pihak independen yang memiliki keahlian dan members from independent parties who possess the
pengalaman sesuai kualifikasi yang dipersyaratkan. required expertise and experience. The appointment
Pengangkatan dan pemberhentian anggota Komite and dismissal of Audit Committee members is carried
Audit dilakukan oleh Dewan Komisaris. Komposisi out by the Board of Commissioners. The composition
Komite Audit tahun 2025 adalah sebagai berikut: of the Audit Committee for 2025 is as follows:
Nama Jabatan Dasar Hukum Pengangkatan Periode dan Masa Jabatan
Name Designation Legal Basis of Appointment Period and Term of Officer
Ignasius Jonan Ketua merangkap Komisaris
Independen
Chairman concurrently Keputusan Dewan Komisaris
Independent Commissioner Perseroan tanggal 23 Juli 2025 2025-2027
The Company’s Board of (Periode Pertama I
Wanny Wijaya Anggota
Commissioner Resolution dated First Period)
Member
July 23, 2025
Mario C. Surung Gultom Anggota
Member
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Profil Anggota Komite Audit Profile of Audit Committee Member
Ignasius Jonan
Ketua Komite Audit
Chairman of Audit Committee
Dasar Hukum Penunjukan Ditunjuk sebagai Anggota Komite Audit Perseroan sejak Juli 2025 , berdasarkan
Legal Basis of Appointment Keputusan Dewan Komisaris Perseroan tanggal 23 Juli 2025.
Appointed as a Member of the Company’s Audit Committee since July 2025 pursuant
to the Company’s Board of Commissioner Resolution dated July 23, 2025
Rangkap Jabatan • Komisaris Independen PT United Tractors Tbk (sejak 2025)
Concurrent Position Independent Commissioner of PT United Tractors Tbk (since 2025)
• Ketua Marsh Indonesia (sejak 2022)
Chairman of Marsh Indonesia (since 2022)
• Presiden Komisaris dan Komisaris Independen PT Anabatic Technologies Tbk
(sejak 2021)
President Commissioner and Independent Commissioner of PT Anabatic
Technologies Tbk (since 2021)
• Komisaris Independen PT Unilever Indonesia Tbk (sejak 2020)
Independent Commissioner of PT Unilever Indonesia (since 2020)
Profil beliau telah dipaparkan pada bagian profil Dewan Komisaris pada Laporan Tahunan ini.
His profile is presented in the Board of Commissioners profile section of this Annual Report.
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Tata Kelola Perusahaan
Wanny Wijaya
Anggota Komite Audit
Member of Audit Committee
Usia 59 tahun
Age 59 years old
Kewarganegaraan Indonesia
Citizenship
Domisili Jakarta
Domicile
Riwayat Pendidikan Sarjana Ekonomi dari Universitas Tarumanagara
History of Education Bachelor of Economics from the University of Tarumanegara
Dasar Hukum Penunjukan Ditunjuk sebagai Anggota Komite Audit Perseroan sejak Juli 2025, berdasarkan
Legal Basis of Appointment Keputusan Dewan Komisaris Perseroan tanggal 23 Juli 2025.
Appointed as a Member of the Company’s Audit Committee since July 2025 pursuant
to the Company’s Board of Commissioner Resolution dated July 23, 2025.
Rangkap Jabatan Direktur | Director of PT Trimitra Trans Persada Tbk
Concurrent Position
Pengalaman Profesional • Direktur | Director of PT Astra Otoparts Tbk (2018-2024)
Professional Experience • Direktur | Director of PT DIC Astra Chemicals (2018–2020)
• Direktur Keuangan | Financing Director of PT Astra Graphia Tbk (2014–2018)
• Wakil Presiden Direktur | Vice President Director of PT Astra Graphia Technology
(2014–2018)
• Komisaris | Commissioner of PT Astra Graphia Xprint Indonesia (2014–2018)
• Direktur | Director of PT Pelabuhan Penajam Banua Taka (2013)
• Direktur | Director of PT Indonesia Network (2013)
• Direktur | Director of PT Transutama Arya Sejahtera (2013)
• Direktur | Director of PT Arya Kharisma (2010–2014)
• Direktur | Director of PT Marga Mandala Sakti (2007)
• Direktur | Director of PT Dana Pensiun Astra (2005–2007)
Program Pengembangan Kompetensi • Organizational Capability in Identifying, Mitigating & Balancing Artificial Intelligence
yang Diikuti Tahun 2025 (Al) Innovation
Competence Development Program • Strengthening Organizational Resilience in Responding to Global Geopolitical Risks
Attended in 2025
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Corporate Governance
Mario C. Surung Gultom
Anggota Komite Audit
Member of Audit Committee
Usia 59 tahun
Age 59 years old
Kewarganegaraan Indonesia
Citizenship
Domisili Jakarta
Domicile
Riwayat Pendidikan Sekolah Tinggi Ilmu Ekonomi Jakarta
History of Education Institute of Economic Science Jakarta
Dasar Hukum Penunjukan Ditunjuk sebagai Anggota Komite Audit Perseroan sejak Juli 2025, berdasarkan
Legal Basis of Appointment Keputusan Dewan Komisaris Perseroan tanggal 23 Juli 2025.
Appointed as a Member of the Company’s Audit Committee since July 2025 pursuant
to the Company’s Board of Commissioner Resolution dated July 23, 2025
Rangkap Jabatan • Sekretaris Perusahaan PT Astra Agro Lestari Tbk
Concurrent Position Corporate Secretary of PT Astra Agro Lestari Tbk
• Komisaris di seluruh anak perusahaan PT Astra Agro Lestari Tbk
Commissioner of all subsidiaries of PT Astra Agro Lestari Tbk
Pengalaman Profesional • Komite Audit | Audit Committee of PT Astra Graphia Tbk (2024–sekarang | now)
Professional Experience • Wakil Direktur Penelitian dan Pengembangan (R&D) | Deputy Director of Research and
Development of PT Astra Agro Lestari Tbk (2016–2017)
• Presiden Direktur afiliasi | President Director of PT Astra Agro Lestari Tbk wilayah
Kalimantan Tengah | affiliate in Central Kalimantan Area (2015–2017)
• Direktur afiliasi | Director of PT Astra Agro Lestari Tbk wilayah Kalimantan affiliate in
Kalimantan Area (2007–2014)
• Kepala Divisi Pengadaan (Procurement) | Procurement Division Head of PT Astra Agro
Lestari Tbk (2001–2007)
• Kepala Divisi Audit Internal | Internal Audit Division Head of PT Astra Agro Lestari Tbk
(1995–2001)
• Asisten Manajer Auditor di Kantor Akuntan Publik (KAP) | Assistant Auditor Manager at
BDO Tanubrata (1987–1995)
Program Pengembangan Kompetensi • Audit Committee & Risk Management Committee Forum Astra Group
yang Diikuti Tahun 2025 • Organizational Capability in Identifying, Mitigating, & Balancing Artificial Intelligence
Competence Development Program (Al) Innovation
Attended in 2025
• Strengthening Organizational Resilience in Responding to Global Geopolitical Risks
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Tata Kelola Perusahaan
Pernyataan Independensi Statement of Independency
Menegakkan prinsip‑prinsip tata kelola perusahaan Upholding the principles of good corporate
yang baik dengan bersikap objektif, profesional, governance by acting objectively, professionally,
dan independen dalam menjalankan fungsinya and independently in carrying out its functions
telah menjadi komitmen bagi seluruh anggota has become a commitment for all members of
Komite Audit. Komite Audit tidak akan mengambil the Audit Committee. The Audit Committee will not
keputusan di bawah tekanan atau intervensi pihak make decisions under pressure or intervention from
mana pun serta senantiasa menghindari potensi any party and will always avoid potential conflicts
benturan kepentingan. of interest.
Para anggota Komite Audit juga tidak memiliki The members of the Audit Committee also have no
hubungan afiliasi, baik hubungan keluarga maupun affiliations, either family or business, with members of
hubungan bisnis, dengan anggota Dewan Komisaris, the Board of Commissioners, the Board of Directors, or
Direksi, maupun Pemegang Saham Utama dan/ Major Shareholders and/or Controlling Parties.
atau Pengendali.
Aspek Independensi
Ignasius Jonan Wanny Wijaya Mario C. Surung Gultom
Independence Aspects
Bukan merupakan orang dalam di Kantor
Akuntan Publik, Kantor Konsultan Hukum,
atau pihak lain yang memberi jasa audit,
jasa non-audit, dan/atau jasa konsultasi lain
kepada Perseroan dalam waktu 6 (enam)
bulan terakhir.
√ √ √
Not a person affiliated with a Public
Accounting Firm, Legal Consulting Firm,
or other parties who have provided audit
services, non-audit services, and/or other
consulting services to the Company within
the last 6 (six) months.
Bukan merupakan orang yang memiliki
wewenang dan tanggung jawab untuk
merencanakan, memimpin, atau
mengendalikan kegiatan Perseroan dalam
waktu 6 (enam) bulan terakhir. √ √ √
Not a person who has the authority and
responsibility to plan, lead, or control
the Company’s activities within the last
6 (six) months.
Piagam Komite Audit Audit Committee Charter
Komite Audit memiliki Piagam Komite Audit yang The Audit Committee has an Audit Committee Charter
ditandatangani oleh Ketua dan seluruh anggotanya, signed by the Chair and all members, which was last
yang terakhir diperbarui pada 13 Juli 2023. Dokumen updated on July 13, 2023. This document serves as
ini menjadi landasan utama pelaksanaan tugas the main basis for the implementation of the Audit
Komite Audit. Committee's duties.
Piagam tersebut antara lain memuat pengaturan The charter includes provisions regarding:
mengenai:
a) Tugas, tanggung jawab, dan wewenang Komite a) The duties, responsibilities and authorities of the
Audit; Audit Committee;
b) Komposisi, struktur, dan persyaratan keanggotaan; b) Composition, structure and membership
requirements;
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Corporate Governance
c) Tata cara serta prosedur kerja; c) Work procedures and processes;
d) Kebijakan penyelenggaraan rapat; d) Meeting policies;
e) Mekanisme pelaporan kegiatan; e) Activity reporting mechanisms;
f) Prosedur penanganan pengaduan dan pelaporan f) Procedures for handling complaints and reporting
dugaan pelanggaran terkait pelaporan keuangan; alleged violations related to financial reporting;
g) Masa jabatan Komite Audit; serta g) The Audit Committee's term of office; and
h) Ketentuan mengenai perubahan Piagam Komite h) Provisions regarding amendments to the Audit
Audit dan pengukuran kinerja Komite Audit. Committee Charter and the measurement of the
Audit Committee's performance.
Tugas, Tanggung Jawab, dan Wewenang Duties, Responsibilities, and Authorities
Tugas, tanggung jawab, dan kewenangan Komite The duties, responsibilities and authorities of the Audit
Audit diatur dalam Piagam Komite Audit. Komite ini Committee are stipulated in the Audit Committee
mendukung Dewan Komisaris dalam melakukan Charter. This committee supports the Board of
pengawasan berbagai aktivitas Perseroan dengan Commissioners in supervising various activities of the
lingkup utama sebagai berikut: Company with the following main scope:
a) Menelaah dan memastikan keandalan informasi a) Reviewing and ensuring the reliability of financial
keuangan yang akan dipublikasikan oleh Perseroan. information to be published by the Company.
b) Memantau kepatuhan terhadap peraturan b) Monitoring compliance with capital market
pasar modal dan regulasi terkait kegiatan regulations and regulations related to the
usaha Perseroan. Company’s business activities.
c) Memberikan rekomendasi kepada Dewan Komisaris c) Providing recommendations to the Board of
mengenai penunjukan akuntan independen. Commissioners regarding the appointment of
independent accountants.
d) Mengevaluasi pelaksanaan audit internal dan d) Evaluating the implementation of internal audits
memantau tindak lanjut oleh Direksi atas temuan and monitoring follow-up by the Board of Directors
auditor internal. on the findings of internal auditors.
e) Mengkaji efektivitas sistem manajemen risiko e) Reviewing the effectiveness of the risk management
di Perseroan. system in the Company.
f) Memberikan saran kepada Dewan Komisaris f) Providing advice to the Board of Commissioners
terkait potensi benturan kepentingan. regarding potential conflicts of interest.
g) Menjaga kerahasiaan dokumen, data, dan g) Maintaining the confidentiality of public company
informasi perusahaan publik atau emiten or issuer documents, data, and information in
sebagaimana ketentuan yang berlaku. accordance with applicable regulations.
Komite Audit memiliki kewenangan antara lain The Audit Committee has the authority to, among
untuk: other things:
a) Melakukan penelaahan dan investigasi atas a) Conduct reviews and investigations of any
setiap aktivitas yang berada dalam lingkup activities within its scope of responsibility.
tanggung jawabnya.
b) Mengakses dokumen, data, dan informasi b) Accessing Company documents, data, and
Perseroan yang dibutuhkan dalam rangka information needed in order to carry out its
pelaksanaan tugas pengawasan. supervisory duties.
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Tata Kelola Perusahaan
c) Berkomunikasi secara langsung dengan karyawan, c) Communicating directly with employees, including
termasuk Direksi serta pihak yang menjalankan the Board of Directors and parties performing
fungsi audit internal, manajemen risiko, dan internal audit, risk management, and independent
akuntan independen terkait pelaksanaan tugas accounting functions related to the implementation
Komite Audit. of the Audit Committee’s duties.
d) Menggunakan jasa pihak independen di luar Komite d) Using the services of independent parties outside
Audit apabila dipandang perlu untuk membantu the Audit Committee if deemed necessary to help
menjalankan tugasnya secara optimal. carry out its duties optimally.
Rapat Komite Audit Committee Meeting
Kebijakan Penyelenggaraan Rapat Meeting Policy
Kebijakan atas penyelenggaraan rapat Komite Audit Policies governing the conduct of Committee
di antaranya adalah: meetings include:
1. Rapat Komite Audit dilaksanakan secara berkala 1. Audit Committee meetings shall be held regularly
minimal 1 (satu) kali dalam setiap periode 3 at least 1 (once) every 3 (three) months, with
(tiga) bulan, dengan agenda, lokasi, dan bahan the agenda, location and meeting materials
rapat yang didistribusikan terlebih dahulu kepada distributed in advance to participants.
para peserta.
2. Komite dapat mengundang pihak-pihak terkait 2. The Committee may invite relevant parties to
untuk hadir dalam rapat apabila dibutuhkan. attend meetings if necessary.
3. Jika diperlukan, Komite dapat mengadakan 3. If necessary, the Committee may hold separate
pertemuan khusus terpisah dengan Corporate special meetings with the Corporate Audit
Audit Function, Corporate Secretary, Group Legal, Function, Corporate Secretary, Group Legal, Risk
Risk Management, auditor eksternal, maupun unit Management, external auditors, or other relevant
terkait lainnya di dalam Perseroan. units within the Company.
4. Setiap rapat dituangkan dalam risalah rapat yang 4. Each meeting shall be recorded in minutes
memuat seluruh pembahasan, termasuk apabila containing all discussions, including any
terdapat perbedaan pendapat (dissenting dissenting opinions, and the minutes shall be
opinion), dan risalah tersebut ditandatangani signed by all Committee members present and
oleh seluruh anggota Komite yang hadir serta submitted to the Board of Commissioners.
disampaikan kepada Dewan Komisaris.
5. Rapat dinyatakan memenuhi kuorum apabila 5. A meeting shall be deemed to have a quorum
dihadiri lebih dari setengah dari jumlah anggota if attended by more than half of the Committee
Komite Audit; bila ketentuan ini tidak terpenuhi, members; if this requirement is not met, the
rapat harus dijadwalkan ulang. meeting shall be rescheduled.
Frekuensi Rapat, Tingkat Kehadiran, dan Meeting Frequency, Attendance Rate, and
Agenda Agenda
Komite Audit telah menyelenggarakan 4 (empat) The Audit Committee held 4 (four) meetings
kali rapat sepanjang tahun 2025 dengan tingkat throughout 2025 with an attendance rate of
kehadiran 100% dari seluruh anggotanya. Agenda 100% of all members. The agenda discussed
pembahasan dalam rapat‑rapat tersebut in these meetings included:
antara lain:
1. Menelaah laporan manajemen; 1. Reviewing the management report;
2. Menelaah laporan lain yang terdiri dari kegiatan 2. Reviewing other reports including internal audit
audit internal and manajemen risiko; activities and risk management;
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Corporate Governance
3. Menelaah dan membahas laporan keuangan 3. Reviewing and discussing the Company financial
Perseroan dengan auditor eksternal; statements with the external auditors;
4. Menelaah dan membahas kegiatan terkait 4. Reviewing and discussing the corporate social
tanggung jawab sosial perusahaan. responsibility.
Ringkasan Kegiatan Komite Audit Summary of the Audit Committee Activities
Tahun 2025 in 2025
Komite Audit pada tahun 2025 telah melaksanakan In 2025, the Audit Committee has carried out its duties
tugas dan tanggung jawabnya yang mengacu and responsibilities in accordance with the Audit
pada Piagam Komite Audit, arahan Dewan Komisaris Committee Charter, the directives of the Board of
dan ketentuan perundangan yang berlaku, Commissioners and applicable laws and regulations,
sebagai berikut: as follows:
• Mengevaluasi kinerja auditor eksternal pada tahun • Evaluated the performance of external auditors in
buku 2024. fiscal year 2024.
• Menyusun kriteria pemilihan dan menyampaikan • Formulated selection criteria of and submitted
rekomendasi penunjukan auditor eksternal untuk a recommendation letter of appointment of
tahun buku 2025 kepada Dewan Komisaris untuk external auditor for fiscal year 2025 to the Board of
diusulkan kepada RUPS. Commissioners to be proposed to GMS.
• Mengkaji independensi dan objektivitas auditor • Reviewed independence and objectivity of the
eksternal yang ditunjuk, yaitu Rintis, Jumadi, appointed external auditor, Public Accounting
Rianto & Rekan (Anggota Jaringan Global Firma Firm Rintis, Jumadi, Rianto & Rekan (Member of
PricewaterhouseCoopers). PricewaterhouseCoopers Firm Global Network).
• Mengkaji cakupan program audit tahunan dari • Reviewed external auditor’s scope of annual
auditor eksternal. audit program.
• Mengkaji hasil audit auditor eksternal atas laporan • Reviewed external auditor’s audit result on
keuangan Perseroan. the Company’s financial statements.
• Menelaah kepatuhan praktik tata kelola • Reviewed the compliance of the Company’s
Perseroan atas: corporate governance practices on:
1) Laporan keuangan dan informasi keuangan 1) Financial reports and other financial information
lain yang akan disampaikan kepada lembaga submitted to government institutions or to
pemerintah maupun kepada publik. the public.
2) Proses pengawasan internal. 2) Internal control process.
3) Proses audit internal. 3) Internal audit process.
4) Kepatuhan terhadap hukum dan peraturan 4) Legal and regulatory compliance.
perundangan yang berlaku.
5) Proses manajemen risiko. 5) Risk management process.
• Menyelenggarakan rapat tahunan dengan • Held annual meetings with external auditors.
auditor eksternal.
• Menyelenggarakan rapat triwulanan dengan • Held quarterly meetings with senior personnel
jajaran pejabat akuntansi, keuangan, pengawasan of the Company’s accounting, finance, internal
internal dan manajemen risiko Perseroan. control and risk management divisions.
• Menyerahkan dan mempresentasikan laporan • Submitted and presented quarterly reports to the
triwulanan kepada Dewan Komisaris. Board of Commissioners.
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Tata Kelola Perusahaan
Komite Nominasi & Remunerasi
Nomination & Remuneration Committee
Dalam rangka membantu Dewan Komisaris To assist the Board of Commissioners in performing
melaksanakan tugas dan fungsi pengawasan yang its supervisory duties and functions related to the
terkait dengan sistem nominasi dan remunerasi nomination and remuneration system for members
bagi anggota Direksi dan Dewan Komisaris, of the Board of Directors and Board of Commissioners,
Komite Nominasi & Remunerasi dibentuk oleh dan a Nomination & Remuneration Committee has been
bertanggung jawab kepada Dewan Komisaris. established by and is accountable to the Board
of Commissioners.
Komposisi Komite Nominasi & Composition of Nomination & remuneration
Remunerasi Committee
Komite Nominasi & Remunerasi Perseroan The Company’s Nomination & Remuneration
beranggotakan 3 (tiga) orang dari jajaran Dewan Committee consists of 3 (three) members from
Komisaris, terdiri atas 1 (satu) Komisaris Independen the Board of Commissioners, comprising 1 (one)
yang menjabat sebagai Ketua dan 2 (dua) Komisaris Independent Commissioner who serves as Chair and
sebagai anggota. Penetapan atau pemberhentian 2 (two) Commissioners as members. The appointment
anggotanya dilakukan oleh Dewan Komisaris. or dismissal of its members is carried out by the Board
Komposisi Komite Nominasi & Remunerasi Perseroan of Commissioners. The composition of the Company’s
pada tahun 2025 adalah sebagai berikut: Nomination & Remuneration Committee in 2025 is
as follows:
Nama Jabatan Dasar Hukum Pengangkatan Periode Jabatan
Name Designation Legal Basis of Appointment Term of Officer
Paulus Bambang Widjanarko Ketua merangkap Komisaris
Independen
Chairman and Independent
Commissioner
Keputusan Dewan Komisaris
Djony Bunarto Tjondro Anggota merangkap
Perseroan tanggal 23 Juli 2025
Presiden Komisaris 2025-2027
Board of Commissioner
Member and President
Resolution dated July 23, 2025
Commissioner
Djoko Pranoto Santoso Anggota merangkap
Komisaris
Member and Commissioner
Profil Anggota Komite Profile of Members of the Committee
Informasi mengenai profil anggota Komite Information regarding the profiles of the members
Nominasi & Remunerasi disajikan dalam subbab of the Nomination and Remuneration Committee
profil Dewan Komisaris pada Laporan Tahunan is presented in the sub-section on the profiles of
ini. Dasar hukum penunjukan anggota Komite the Board of Commissioners in this Annual Report.
Nominasi & Remunerasi berdasarkan Keputusan Legal basis of appointment of the Nomination &
Dewan Komisaris Perseroan tanggal 23 Juli 2025. Remuneration Committee’s members is based on
Company’s Board of Commissioner Resolution dated
July 23, 2025.
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Pernyataan Independensi Statement of Independency
Melaksanakan tugas dan tanggung jawab dengan Carrying out duties and responsibilities by upholding
menjunjung tinggi prinsip tata kelola perusahaan the principles of good corporate governance, as
yang baik, serta senantiasa menjaga objektivitas, well as maintaining objectivity, professionalism,
profesionalisme, dan independensi telah menjadi and independence, has become a commitment
komitmen bagi seluruh anggota Komite Nominasi for all members of the Nomination & Remuneration
& Remunerasi. Komite Nominasi & Remunerasi tidak Committee. The Nomination & Remuneration
mengambil keputusan di bawah tekanan atau Committee does not make decisions under pressure
pengaruh pihak mana pun dan selalu berupaya or influence from any party and always strives to
menghindari potensi benturan kepentingan. avoid potential conflicts of interest.
Pedoman Komite Nominasi & Remunerasi Nomination & Remuneration Committee
Charter
Komite Nominasi & Remunerasi memiliki Pedoman The Nomination & Remuneration Committee has a
Komite Nominasi & Remunerasi yang ditandatangani Nomination & Remuneration Committee Guideline
oleh Ketua dan seluruh anggotanya pada signed by the Chairman and all members in December
Desember 2015. Dokumen ini menjadi acuan utama 2015. This document serves as the main reference in
dalam pelaksanaan tugas dan fungsi Komite the implementation of the duties and functions of the
Nominasi & Remunerasi. Nomination & Remuneration Committee.
Pedoman tersebut antara lain memuat The guidelines include provisions on:
pengaturan mengenai:
a. Tugas dan tanggung jawab; a. Duties and responsibilities;
b. Komposisi dan struktur keanggotaan; b. Composition and membership structure;
c. Pedoman dan prosedur kerja; c. Work guidelines and procedures;
d. Pengangkatan; d. Appointments;
e. Tata cara pelaksanaan tugas; e. Procedures for performing duties;
f. Ketentuan rapat; dan f. Meeting provisions; and
g. Mekanisme pelaporan. g. Reporting mechanisms.
Tugas dan Tanggung Jawab Duties and Responsibilities
Tugas dan tanggung jawab Komite Nominasi The duties and responsibilities of the Nomination
& Remunerasi dituangkan dalam Pedoman and Remuneration Committee are outlined in
Komite Nominasi & Remunerasi yang mencakup the Nomination and Remuneration Committee
pelaksanaan fungsi nominasi maupun fungsi Guidelines, which cover the implementation of
remunerasi bagi organ Perseroan. nomination and remuneration functions for the
Company's organs.
Fungsi Nominasi Nomination Function
Fungsi Nominasi antara lain: The Nomination Function includes:
1. Memberikan rekomendasi kepada dan/atau 1. Providing recommendations to and/or assisting
membantu Dewan Komisaris terkait: the Board of Commissioners regarding:
a. Susunan jabatan Direksi dan Dewan a. The composition of the Board of Directors and
Komisaris. Board of Commissioners.
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Tata Kelola Perusahaan
b. Kebijakan serta kriteria yang digunakan b. Policies and criteria used in the nomination
dalam proses nominasi anggota Direksi dan process for members of the Board of Directors
Dewan Komisaris. and Board of Commissioners.
c. Kebijakan evaluasi kinerja bagi anggota c. Performance evaluation policies for
Direksi dan Dewan Komisaris. members of the Board of Directors and Board
of Commissioners.
d. Program pengembangan kompetensi bagi d. Competency development programms for
anggota Direksi dan Dewan Komisaris. members of the Board of Directors and Board
of Commissioners.
2. Mendukung Dewan Komisaris dalam melakukan 2. Supporting the Board of Commissioners in
penilaian kinerja anggota Direksi dan Dewan assessing the performance of members of the
Komisaris berdasarkan kriteria yang telah Board of Directors and Board of Commissioners
ditetapkan. based on predetermined criteria.
3. Mengusulkan calon yang memenuhi persyaratan 3. Proposing candidates who meet the requirements
sebagai anggota Direksi dan Dewan Komisaris as members of the Board of Directors and Board of
kepada Dewan Komisaris untuk kemudian diajukan Commissioners to the Board of Commissioners to
dalam RUPS guna memperoleh persetujuan. be submitted to the GMS for approval.
Dalam menjalankan tugas dan tanggung In carrying out these duties and responsibilities,
jawab tersebut, Komite Nominasi & Remunerasi the Nomination & Remuneration Committee is
berkewajiban untuk: obliged to:
1. Mengidentifikasi dan mengusulkan kandidat yang 1. Identify and propose candidates who meet the
memenuhi kualifikasi sebagai anggota Direksi dan qualifications as members of the Board of Directors
Dewan Komisaris kepada Dewan Komisaris untuk and Board of Commissioners to the Board of
selanjutnya disampaikan kepada RUPS. Commissioners to be submitted to the GMS.
2. Atas nama Dewan Komisaris, menelaah dan 2. On behalf of the Board of Commissioners, review
menetapkan antara lain: and determine, among other things:
a. Struktur, jumlah, dan komposisi Direksi dan a. The most appropriate structure, number, and
Dewan Komisaris yang paling tepat. composition of the Board of Directors and Board
of Commissioners.
b. Rencana suksesi bagi posisi Direksi dan b. The succession plan for positions on the Board of
Dewan Komisaris. Directors and Board of Commissioners.
c. Kebijakan serta kriteria yang digunakan dalam c. The policies and criteria used in the nomination
proses nominasi Direksi dan Dewan Komisaris. process for the Board of Directors and Board
of Commissioners.
d. Kebijakan penilaian kinerja anggota Direksi dan d. Performance appraisal policies for members of
Dewan Komisaris. the Board of Directors and Board of Commissioners.
e. Hasil evaluasi kinerja anggota Direksi dan e. The results of performance evaluations of
Dewan Komisaris berdasarkan kriteria yang members of the Board of Directors and Board of
telah disepakati. Commissioners based on agreed criteria.
f. Program pengembangan bagi anggota Direksi f. Development programmes for members of the
dan Dewan Komisaris. Board of Directors and Board of Commissioners.
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Fungsi Remunerasi Remuneration Function
Fungsi Remunerasi antara lain: The Remuneration Committee's functions include:
1. Memberikan rekomendasi serta membantu Dewan 1. Providing recommendations and assisting the
Komisaris terkait: Board of Commissioners in relation to:
a. Struktur remunerasi bagi anggota Direksi dan a. The remuneration structure for members of the
Dewan Komisaris. Board of Directors and Board of Commissioners.
b. Kebijakan remunerasi bagi anggota Direksi dan b. Remuneration policies for members of the Board
Dewan Komisaris. of Directors and Board of Commissioners.
c. Besaran remunerasi masing‑masing anggota c. The amount of remuneration for each
Direksi dan Dewan Komisaris. member of the Board of Directors and Board
of Commissioners.
2. Komite juga mendukung Dewan Komisaris 2. The Committee also supports the Board of
dalam menilai kesesuaian remunerasi yang Commissioners in assessing the appropriateness
diterima setiap anggota Direksi dan Dewan of the remuneration received by each member of
Komisaris dengan kinerja yang dicapai. the Board of Directors and Board of Commissioners
in relation to their performance.
Dalam menjalankan tugas tersebut, Komite Nominasi In carrying out these duties, the Nomination &
& Remunerasi wajib menelaah dan menetapkan, Remuneration Committee is required to review and
atas nama Dewan Komisaris: determine, on behalf of the Board of Commissioners:
a. Struktur remunerasi anggota Direksi dan Dewan a. The remuneration structure for members of the
Komisaris. Board of Directors and Board of Commissioners.
b. Kebijakan remunerasi anggota Direksi dan Dewan b. The remuneration policy for members of the Board
Komisaris. of Directors and Board of Commissioners.
c. Besaran remunerasi untuk setiap anggota Direksi. c. The amount of remuneration for each member of
the Board of Directors.
d. Besaran remunerasi untuk setiap anggota Dewan d. The amount of remuneration for each member
Komisaris (kecuali apabila RUPS menentukan lain). of the Board of Commissioners (unless otherwise
determined by the GMS).
e. Hasil evaluasi kesesuaian remunerasi e. The results of the evaluation of the appropriateness
masing‑masing anggota Direksi dan Dewan of the remuneration of each member of the Board
Komisaris dengan kinerja mereka. of Directors and Board of Commissioners in relation
to their performance.
Dalam merumuskan struktur, kebijakan, dan besaran In formulating the structure, policy, and amount of
remunerasi, Komite memperhatikan: remuneration, the Committee considers:
a. Praktik remunerasi yang berlaku di industri a. Remuneration practices applicable in industries
dengan jenis dan/atau skala usaha sebanding with a type and/or scale of business comparable
dengan Perseroan. to the Company.
b. Tugas, tanggung jawab, dan kewenangan anggota b. The duties, responsibilities, and authorities of
Direksi dan Dewan Komisaris dikaitkan dengan members of the Board of Directors and Board of
pencapaian tujuan serta kinerja Perseroan. Commissioners in relation to the achievement of
the Company's objectives and performance.
c. Target dan realisasi kinerja individu c. The targets and actual performance of each
masing‑masing anggota Direksi dan Dewan member of the Board of Directors and Board
Komisaris. of Commissioners.
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Tata Kelola Perusahaan
d. Keseimbangan antara komponen remunerasi d. The balance between fixed and variable
yang bersifat tetap dan yang bersifat variabel. remuneration components.
Kebijakan Suksesi Direksi Succession Policy for the Board of Directors
Regenerasi kepemimpinan merupakan bagian Leadership regeneration is a core part of the
inti dari strategi SDM di Perseroan demi menjaga Company's human resources strategy to ensure
kesinambungan bisnis ke depan. Dalam rangka business continuity in the future. To that end, the
tersebut, Komite Nominasi & Remunerasi Nomination & Remuneration Committee plays a
berperan dalam merancang, menelaah, dan role in designing, reviewing and recommending
merekomendasikan rencana suksesi anggota Direksi succession plans for members of the Board of
dengan menekankan pada aspek kompetensi, Directors, emphasizing aspects of competence,
profesionalitas, dan etika yang selaras dengan professionalism and ethics that are in line
kebutuhan Perseroan guna meningkatkan nilai with the Company's needs in order to increase
bagi pemegang saham maupun pemangku value for shareholders and other stakeholders.
kepentingan lainnya.
Kriteria tersebut menjadi landasan bagi Komite These criteria form the basis for the Nomination &
Nominasi & Remunerasi dalam mengidentifikasi Remuneration Committee in identifying suitable
kandidat yang layak menjabat sebagai anggota candidates to serve as members of the Board of
Direksi baik talenta dari internal maupun eksternal, Directors, both from internal and external talent,
melaksanakan evaluasi kinerja Direksi, serta conducting performance evaluations of the Board
merancang program pengembangan kepemimpinan of Directors, and designing relevant leadership
yang relevan untuk menyiapkan pemimpin masa development programs to prepare future leaders for
depan Perusahaan. the Company.
Rapat Komite Nominasi dan Remunerasi Committee Meeting
Kebijakan Penyelenggaraan Rapat Meeting Policy
Kebijakan yang telah ditetapkan pada The policies established for the committee
penyelenggaraan Rapat Komite Nominasi dan meetings include:
Remunerasi di antaranya:
a. Rapat Komite Nominasi & Remunerasi dilaksanakan a. The Nomination and Remuneration Committee
secara berkala paling sedikit satu kali dalam setiap shall meet regularly at least once every
periode empat bulan. four months.
b. Pemanggilan rapat dilakukan oleh Ketua Komite b. Meetings shall be convened by the Committee
atau salah satu anggota dengan mencantumkan Chair or one of the members, stating the agenda,
agenda, tanggal, waktu, dan tempat rapat. date, time, and venue of the meeting.
c. Komite dapat mengundang pihak lain yang c. The Committee may invite other parties deemed
dianggap relevan untuk hadir dalam rapat apabila relevant to attend the meeting if necessary for the
diperlukan dalam rangka pelaksanaan tugas. performance of its duties.
d. Rapat dapat diselenggarakan melalui media d. Meetings may be held via electronic media,
elektronik, termasuk video konferensi, sepanjang including video conferencing, as long as all
seluruh peserta dapat saling melihat, mendengar, participants can see, hear, and participate directly.
dan berpartisipasi secara langsung.
e. Rapat Komite dinyatakan sah apabila dihadiri e. Committee meetings are deemed valid if attended
oleh mayoritas anggota Komite, termasuk by a majority of Committee members, including
Ketua Komite. the Committee Chair.
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f. Risalah rapat disusun oleh peserta rapat yang f. The minutes of the meeting shall be prepared by
ditunjuk Ketua rapat, kemudian ditandatangani a participant appointed by the Chairperson of the
oleh Ketua rapat dan salah satu anggota meeting, then signed by the Chairperson and one
Komite yang hadir sebagai bentuk pengesahan of the Committee members present as a form of
atas kebenaran dan kelengkapan isi risalah. ratification of the accuracy and completeness of
the minutes.
g. Komite dapat mengambil keputusan yang g. The Committee may make binding decisions
mengikat tanpa menyelenggarakan rapat fisik, without holding a physical meeting, as
sepanjang seluruh anggota telah menerima long as all members have received written
pemberitahuan secara tertulis, menyatakan notification, expressed their written approval
persetujuan secara tertulis atas usulan dimaksud, of the proposal, and signed the decision.
dan menandatangani keputusan tersebut.
Frekuensi Rapat, Tingkat Kehadiran, dan Meeting Frequency, Attendance Rate, and
Agenda Agenda
Komite Nominasi & Remunerasi telah mengadakan The Nomination and Remuneration Committee
3 (tiga) kali rapat sepanjang tahun 2025 dengan held 3 (three) meetings throughout 2025 with an
tingkat kehadiran 100%. Agenda Rapat Komite attendance rate of 100%. The Committee’s meeting
Nominasi dan Remunerasi antara lain: agenda included:
1. Melakukan penetapan agenda kerja Komite 1. Established the 2025 work agenda of the
Nominasi dan Remunerasi tahun 2025, menelaah Nomination and Remuneration Committee,
pengungkapan (disclosure) imbal jasa Dewan reviewing the disclosure of remuneration for the
Komisaris dan Direksi AHEMCE Group tahun buku Board of Commissioners and Board of Directors of
2024, serta merumuskan usulan nominasi anggota the AHEMCE Group for the 2024 financial year, and
Dewan Komisaris dan Direksi PT United Tractors formulating nomination proposals for members of
Tbk untuk diputuskan dalam RUPST 2025. the Board of Commissioners and Board of Directors
of PT United Tractors Tbk to be resolved at the 2025
Annual General Meeting of Shareholders (AGMS).
2. Melakukan peninjauan kembali atas implementasi 2. Reviewed the implementation of the Nomination
kebijakan Komite Nominasi dan Remunerasi serta and Remuneration Committee policy and
melakukan evaluasi terhadap hasil penilaian evaluating the results of the self-assessment of
mandiri (self-assessment) kinerja Dewan Komisaris the performance of the Board of Commissioners
dan Direksi sebagai bagian dari penguatan tata and Board of Directors as part of strengthening
kelola perusahaan. corporate governance practices.
3. Melaksanakan evaluasi kinerja Direksi tahun 3. Conducted the performance evaluation of the
buku 2025, memberikan persetujuan atas skema Board of Directors for the 2025 financial year,
pembayaran bonus tahun 2025, serta merumuskan approving the 2025 bonus payment scheme, and
pembahasan nominasi anggota Dewan formulating the nomination process for members of
Komisaris dan Direksi PT United Tractors Tbk untuk the Board of Commissioners and Board of Directors
masa jabatan berikutnya pada RUPST 2026. of PT United Tractors Tbk for the subsequent term to
be resolved at the 2026 Annual General Meeting of
Shareholders (AGMS).
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Tata Kelola Perusahaan
Ringkasan Kegiatan Komite Nominasi & Summary of Nomination & Remuneration
Remunerasi tahun 2025 Committee Activities in 2025
Komite Nominasi & Remunerasi pada tahun 2025 In 2025, the Nomination and Remuneration Committee
telah melaksanakan tugas dan tanggung jawabnya carried out its duties and responsibilities based on
berdasarkan Piagam Komite, arahan Dewan Komisaris, the Committee Charter, the Board of Commissioners'
serta ketentuan perundang‑undangan yang berlaku. directives, and applicable laws and regulations.
Kegiatan yang dilaksanakan di antaranya: The activities carried out included:
Sepanjang tahun 2025, Komite Nominasi dan Throughout 2025, the Nomination and Remuneration
Remunerasi melaksanakan berbagai kegiatan untuk Committee carried out various activities to support the
mendukung Dewan Komisaris dalam memastikan Board of Commissioners in ensuring that nomination
penerapan kebijakan nominasi dan remunerasi and remuneration policies were implemented in
yang selaras dengan prinsip tata kelola perusahaan line with good corporate governance principles and
yang baik serta strategi Perseroan. Kegiatan the Company’s strategic direction. These activities
tersebut meliputi evaluasi terhadap kebijakan included evaluating the policies and implementation
dan implementasi fungsi Komite Nominasi dan of the Committee’s functions, reviewing the disclosure
Remunerasi, penelaahan pengungkapan imbal jasa of remuneration for the Board of Directors and Board
Direksi dan Dewan Komisaris, pembahasan hasil self- of Commissioners, assessing the results of the self-
assessment Direksi dan Dewan Komisaris, penilaian assessment conducted by the Board of Directors and
kinerja Direksi sebagai dasar penetapan remunerasi Board of Commissioners, evaluating the performance
variabel termasuk rencana pembayaran bonus, serta of the Board of Directors as the basis for determining
pemberian rekomendasi terkait nominasi anggota variable remuneration including proposed bonus
Direksi dan Dewan Komisaris untuk diajukan dalam payments, and providing recommendations
Rapat Umum Pemegang Saham. regarding the nomination of members of the Board of
Directors and Board of Commissioners to be proposed
at the General Meeting of Shareholders.
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Tata Kelola Perusahaan
Sekretaris Perusahaan
Corporate Secretary
Sekretaris Perusahaan adalah suatu fungsi yang The Corporate Secretary is a function that assists
membantu Direksi dengan berpegang teguh kepada the Board of Directors in applying GCG principles by
prinsip-prinsip GCG, khususnya prinsip-prinsip ensuring the compliance of the Company with the
akuntabilitas dan transparansi dalam memastikan applicable laws and regulations and administering the
kepatuhan terhadap peraturan perundang- decisions of the Company as well as communicating
undangan yang berlaku dan mengadministrasikan with the capital market authorities and the public.
pengambilan keputusan di dalam Perseroan serta Corporate Secretary is appointed by and reports
melakukan komunikasi dengan otoritas pasar modal directly to the Board of Directors.
dan publik. Sekretaris Perusahaan diangkat oleh dan
bertanggung jawab langsung kepada Direksi.
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Profil Sekretaris Perusahaan Profile of Corporate Secretary
Sara K. Loebis
Sekretaris Perusahaan
Corporate Secretary
Usia 56 tahun
Age 56 years old
Kewarganegaraan Indonesia
Citizenship
Domisili Jakarta
Domicile
Riwayat Pendidikan Sarjana Psikologi dari Universitas Indonesia (1994)
History of Education Bachelor of Psychology from Universitas Indonesia (1994)
Dasar Hukum Penunjukan Surat Keputusan Direksi Nomor: LUT/0040/9971/VI/08 tertanggal 15 Januari 2008
Legal Basis of Appointment The Board of Directors’ Decision Letter No. LUT/0040/9971/VI/08 dated January 15, 2008
Riwayat Pekerjaan Bergabung di Perseroan sejak tahun 1996 di Departemen Management Improving &
Professional Experience Development, bagian dari Divisi Management Information System. Pernah menjabat
sebagai Manajer Investor Relations dari tahun 2004 hingga 2007 sebelum ditunjuk
menjadi Sekretaris Perusahaan. Beliau juga merangkap jabatan sebagai anggota Tim
Khusus Pelaporan Pelanggaran (TKPP), Komite ESG, dan sebagai CGS Division Head.
She joined the Company since 1996 in Department of Management Improving &
Development, part of Division of Management Information System. She served as
Investor Relations Manager from 2004 to 2007 before being appointed as Corporate
Secretary. She concurrently serves as a member of the Special Team for Reporting
Violations (TKPP), ESG Committee, and as CGS Division Head.
Pada 13 Oktober 2025, terjadi pergantian Sekretaris The Company officially appointed Ari Setiyawan
Perusahaan di mana Perseroan mengangkat Ari as Corporate Secretary on October 13, 2025, in
Setiyawan berdasarkan SK Nomor SK/025/9971-A/ accordance with Decree No. SK/025/9971-A/IX/2025.
IX/2025.
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Tata Kelola Perusahaan
Ari Setiyawan
Sekretaris Perusahaan
Corporate Secretary
Usia 51 tahun
Age 51 years old
Kewarganegaraan Indonesia
Citizenship
Domisili Jakarta
Domicile
Riwayat Pendidikan Sarjana Fakultas Ekonomi dari Universitas Padjadjaran (1999)
History of Education Bachelor of Economics from Universitas Padjadjaran (1999)
Dasar Hukum Penunjukan Surat Keputusan Direksi Perseroan tanggal 13 Oktober 2025
Legal Basis of Appointment The Board of Directors’ Decision Letter dated October 13, 2025
Rangkap Jabatan Head of Investor Relations
Concurrent Position
Riwayat Pekerjaan • Administrative Department Head (2000-2008)
Professional Experience • Staff Investor Relations (2008-2009)
• Head of Investor Relations (2009-2025)
Tugas dan Tanggung Jawab Duties and Responsibilities
Berdasarkan pada POJK 35/2014, Sekretaris Perseroan Based on POJK 35/2014, the Company Secretary has
memiliki tugas dan tanggung jawab di antaranya: the following duties and responsibilities:
a. Memberikan masukan kepada Direksi dan Dewan a. Providing input to the Board of Directors
Komisaris mengenai perkembangan ketentuan and Board of Commissioners regarding
peraturan perundang-undangan di bidang developments in capital market regulations.
pasar modal.
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Corporate Governance b. Memastikan rapat Direksi dan rapat Dewan b. Ensuring that Board of Directors and Board of Komisaris berjalan dengan baik dan sesuai jadwal, Commissioners meetings run smoothly and serta dibuatkan risalahnya dan didokumentasikan according to schedule, and that minutes are taken dengan baik. and properly documented. c. Memastikan terlaksananya RUPS dengan baik c. Ensuring that the General Meeting of Shareholders dan teratur. is conducted properly and in an orderly manner. d. Mendukung sosialisasi dan implementasi d. Supporting the dissemination and implementation Corporate Philosophy, Corporate Value, Sistem, of the Company's Corporate Philosophy, Corporate dan Budaya Perusahaan. Values, Systems, and Culture. e. Melakukan sinergi dengan divisi-divisi terkait e. Synergizing with relevant divisions to disseminate, untuk sosialisasi, implementasi, pemantauan dan implement, monitor, and review the implementation penelaahan pelaksanaan Kode Etik UT. of the UT Code of Ethics. f. Memberikan masukan terhadap Strategic f. Providing input on the Company's Strategic Corporate Planning Perseroan. Corporate Planning. g. Sebagai penghubung atau contact person antara g. Acting as a liaison or contact person between the Perseroan dan Otoritas Jasa Keuangan (“OJK”), Company and the Financial Services Authority Bursa Efek Indonesia (“BEI”) di mana efek Perseroan (“OJK”), the Indonesia Stock Exchange (“IDX”) where tercatat, dan masyarakat. the Company's securities are listed, and the public. h. Memastikan dijalankannya administrasi, pendaftaran, h. Ensuring that administration, registration, and dan pelaporan kepada OJK dan BEI dengan baik dan reporting to the OJK and IDX are carried out tepat waktu. properly and in a timely manner. i. Menyiapkan dan/atau mengomunikasikan i. Preparing and/or communicating material informasi material dengan akurat dan information accurately and adequately to the memadai kepada masyarakat pasar modal Indonesian capital market community, including Indonesia, termasuk mengenai kinerja dan aksi regarding the Company's performance and korporasi Perseroan. corporate actions. j. Menjalin hubungan baik dengan pemangku j. Fostering good relationships with stakeholders kepentingan untuk membina kepercayaan atas to build trust in management's ability to kemampuan manajemen dalam mengelola manage the Company and create long- Perseroan dan membangun nilai jangka panjang term value for stakeholders. bagi pemangku kepentingan. k. Melaksanakan program orientasi bagi anggota k. Implementing an orientation program for newly Direksi dan/atau Dewan Komisaris yang baru appointed members of the Board of Directors and/ menjabat. or Board of Commissioners. l. Senantiasa mengikuti perkembangan peraturan l. Keeping abreast of developments in international dan praktik-praktik internasional di bidang pasar regulations and practices in the capital market modal dan tata kelola perusahaan. and corporate governance. PT United Tractors Tbk - 2025 Annual Report 297
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Tata Kelola Perusahaan
Kegiatan Tahun 2025 Activities in 2025
Kegiatan yang telah dilaksanakan oleh Sekretaris Activities carried out by the Company Secretary
Perseroan pada tahun 2025, meliputi namun tidak in 2025 include, but are not limited to:
terbatas pada:
Kegiatan Keterangan
Activity Remarks
Analyst Gathering 1
International call dan pertemuan dengan analis atau investor 105
International call and analyst or investor meeting
Roadshow & Investor Conference 12
Workshop Wartawan 1
Journalist Workshop
Program Pengembangan Kompetensi Competency Development Program
Pada tahun 2025, Sekretaris Perseroan telah mengikuti In 2025, the Corporate Secretary participated in
program pengembangan kompetensi, di antaranya: competency development programs included:
Topik Tanggal Penyelenggara
TOpics Date Organizer
Sara K. Loebis
Macquarie Asia Conference 2025 13-15 Mei 2025 | May 13-15, 2025 Macquarie
LSP Forum 2024 9 Januari 2025 | January 9, 2025 PT Astra International Tbk
Mandiri Investment Forum 2025 13 Februari 2025 | February 13, 2025 Mandiri Sekuritas
Refrehment Asesor ACMS Asesmen 22 April 2025 | April 22, 2025 PT Astra International Tbk
Perusahaan
[LSP Astra] RCC Asesor Batch 2022 3-4 Juli 2025 | July 3-4, 2025 PT Astra International Tbk
Refreshment Assessor Sertifikasi Kompetensi 6 Agustus 2025 | August 6, 2025 PT Astra International Tbk
Komunikasi Korporasi
Communication in Crisis Training for Executives 6 Agustus 2025 | August 6, 2025 PT United Tractors Tbk
AHEMCE
UNTR Public Expose Live 2025 8 September 2025 | September 8, 2025 PT United Tractors Tbk
Assessor Sertifikasi Kompetensi Komunikasi 10 September 2025 | September 10, 2025 PT Astra International Tbk
Korporasi Tahun 2025
Workshop Wartawan UT Group 2025 25 September 2025 | September 25, 2025 PT United Tractors Tbk
Seminar Makro Ekonomi YKBUT 9 Oktober 2025 | October 9, 2025 PT United Tractors Tbk
Ari Setiyawan
Astra Sustainability Academy: ESG Masterclass 27-29 Oktober 2025 | October 27-29, 2025 PT Astra International Tbk
Batch 6
Total Shareholder Return (TSR): Shareholder 7 November 2025 | November 7, 2025 PT Astra International Tbk
Value Creation Masterclass
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Corporate Governance Fungsi Audit Internal Internal Audit Function Audit Internal merupakan aktivitas assurance Internal audit is an independent and objective dan konsultasi yang independen dan objektif assurance and consulting activity designed to add yang dirancang untuk menambah nilai serta value and improve a company's operations through a meningkatkan kualitas operasi perusahaan melalui systematic approach, by assessing and strengthening pendekatan yang sistematis, dengan cara menilai the effectiveness of internal controls. dan memperkuat efektivitas pengendalian internal. Perseroan dalam melaksanakan fungsi audit The Company's internal audit function is carried internal dijalankan oleh Group Risk Management out by the Group Risk Management & Internal Audit, & Audit Function (Audit Internal) yang bertugas which is tasked with ensuring the implementation of untuk memastikan penerapan GCG melalui GCG through the audit process for compliance with proses audit atas kepatuhan terhadap prosedur, procedures, risk management effectiveness, and the efektivitas manajemen risiko, dan kecukupan sistem adequacy of internal control systems. The Internal pengendalian internal. Audit Internal dipimpin oleh Audit is led by the Internal Audit, who is appointed and Kepala Audit Internal yang diangkat dan diberhentikan dismissed by the President Director with the approval oleh Presiden Direktur dengan persetujuan Dewan of the Board of Commissioners, and reports directly to Komisaris, serta bertanggung jawab langsung the President Director. kepada Presiden Direktur. Kepala Audit Internal dan seluruh staf Audit Internal The Internal Audit Head and all Internal Audit staff are dilarang merangkap tugas maupun jabatan lain baik prohibited from holding other positions or performing di Perseroan maupun di entitas anak. Auditor internal other duties either in the Company or in its subsidiaries. bertanggung jawab kepada Kepala Audit Internal, Internal auditors are responsible to the Internal Audit dan hasil pekerjaannya disampaikan secara berkala Head, and the results of their work are submitted dalam bentuk Laporan Hasil Audit (LHA) kepada periodically in the form of Audit Reports (LHA) to the Direksi serta kepada Dewan Komisaris melalui Board of Directors and to the Board of Commissioners Komite Audit. through the Audit Committee. PT United Tractors Tbk - 2025 Annual Report 299
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Tata Kelola Perusahaan
Profil Kepala Audit Internal Profile of Internal Audit Head
Donny Setiawan
Kepala Audit Internal
Internal Audit Head
Usia 46 tahun
Age 46 years old
Kewarganegaraan Indonesia
Citizenship
Domisili Jakarta
Domicile
Riwayat Pendidikan Sarjana Ekonomi jurusan Ekonomi dan Studi Pembangunan dari
History of Education Universitas Padjadjaran (2004)
Bachelor of Economics majoring in Economics and Development Studies from
Universitas Padjadjaran (2004)
Kualifikasi/Sertifikasi Profesi Qualified Internal Auditor (QIA)
Qualification/Professional Certification
Dasar Hukum Penunjukan Surat Keputusan Direksi Nomor: Kep/020/9980-A/I/2016 tertanggal 29 Januari 2016
Legal Basis of Appointment dan Surat Persetujuan Dewan Komisaris Nomor: 001/BoC-UT/II/2016 tertanggal
26 Februari 2016
The Board of Directors’ Decision Letter No. Kep/020/9980-A/I/2016 dated
January 29, 2016, and The Board of Commissioners’ Approval Letter No. 001/BoC-UT/
II/2016 dated February 26, 2016
Riwayat Pekerjaan Bergabung di Perseroan pada tahun 2005 sebagai Kepala Departemen Administrasi
Professional Experience di salah satu kantor cabang Perseroan. Pada tahun 2010 menjabat sebagai Team
Leader Audit Internal Perseroan hingga tahun 2013 dan kemudian menjabat sebagai
Kepala Departemen Procurement (2014-2015).
He joined the Company in 2005 as the Head of the Administration Department at one of
the Company’s branch offices. In 2010, he served as the Company’s Internal Audit Team
Leader until 2013 and later served as the Head of Procurement Department (2014-2015).
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Struktur Organisasi Audit Internal Internal Audit Organizational Structure
Audit Internal pada tahun 2025 beranggotakan In 2025, Internal Audit will have 20 (twenty)
20 (dua puluh) personel yang terdiri atas 1 (satu) personnel consisting of 1 (one) Function Head
Function Head merangkap sebagai Team Leader, 1 who also serves as Team Leader, 1 (one) other
(satu) Team Leader lainnya, dan 18 (delapan belas) Team Leader, 1 (one) Deputy Leader, and 18
Team Member. Dari seluruh personel tersebut, 3 (eighteen) Team Members. Of these personnel, 3
(tiga) Auditor Internal telah memiliki sertifikasi profesi (three) Internal Auditors have Qualified Internal
Qualified Internal Auditor (QIA). Adapun Struktur Auditor (QIA) professional certification. The Audit
organisasi Audit Internal adalah sebagai berikut. Internal organizational structure is as follows.
Group Risk Management &
Audit Function
Donny Setiawan (Head)
Whistleblowing Committee
Operational Excellence
Corporate Audit Coordination Forum
Secretary
Corporate Risk Management Department Corporate Audit Department
H: Lidya Fortuna H: Donny Setiawan (Concurrent)
H : Head
: Coordination line
: Direct command line
Program Pengembangan Kompetensi Competency Development Program
Auditor Internal yang telah bekerja di Audit Internal Internal Auditors who have worked at Internal
sekurang‑kurangnya 2 (dua) tahun dan telah berada Audit for at least 2 (two) years and have
pada jenjang senior diwajibkan mengikuti sertifikasi reached senior level are required to obtain
profesi internal auditor, baik sertifikasi nasional internal auditor professional certification, either
Qualified Internal Auditor (QIA) yang diselenggarakan the national Qualified Internal Auditor (QIA)
oleh Yayasan Pendidikan Internal Audit maupun certification organized by the Internal Audit
sertifikasi internasional yang dikeluarkan oleh The Education Foundation or international certification
Institute of Internal Auditors (IIA). issued by The Institute of Internal Auditors (IIA).
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Tata Kelola Perusahaan
Pada jenjang Management Trainee Auditor, program At the Management Trainee Auditor level,
pengembangan yang wajib diikuti antara lain mandatory development programs include the
New Employee Orientation Program (NEOP), Astra New Employee Orientation Programme (NEOP),
Attachment Program (AAP), Bina Generasi Muda Astra Attachment Programme (AAP), Bina Generasi
Solution (BGMS), AHEMCE Basic Management Program Muda Solution (BGMS), AHEMCE Basic Management
(BMP), Obtain Understanding dan Audit Program, Risk Programme (BMP), Obtain Understanding and Audit
& Control, Effective Report Writing, Communication Programme, Risk & Control, Effective Report Writing,
Skill, Basic Fraud, serta UT Operational Audit. Selain Communication Skills, Basic Fraud, and UT Operational
pelatihan kelas, Audit Internal juga mengembangkan Audit. In addition to classroom training, Internal
kompetensi Auditor Internal melalui berbagai Audit also develops the competencies of Internal
skema pengembangan seperti On the Job Training, Auditors through various development schemes
penugasan (Job Assignment), perluasan lingkup such as On the Job Training, job assignments, job
kerja (Job Enlargement), pengayaan tugas (Job enlargement, job enrichment, and job rotation.
Enrichment), dan rotasi pekerjaan (Job Rotation).
Auditor Internal telah berpartisipasi dalam sejumlah Internal Auditors have participated in a number of
program pelatihan dan peningkatan kompetensi training and competency improvement programs
yang relevan dengan peran audit internal dan relevant to the role of internal audit and corporate
tata kelola perusahaan sepanjang tahun 2025, governance throughout 2025, including:
di antaranya:
Peserta Tanggal Penyelenggara
Program
Participant Date Organizer
In House Training 1st Half 2025
1. Kezya Audela Communication Skill 11 Maret 2025 PT Astra International Tbk
2. Wina Anindya Putri March 11, 2025
1. Galih Alfian Pratama Prevention, Detection & 11-12 Maret 2025 PT Astra International Tbk
2. Iqbal Faturrahman Harahap Investigation for Operational March 11-12, 2025
Units
Muhammad Fikri Tools & Techniques : New 12-17 Maret 2025 PT Astra International Tbk
Internal Auditor March 12-17, 2025
1. Cornelia Glori Constanti Basic Fraud 18 Maret 2025 PT Astra International Tbk
(resign Jul-25) March 18, 2025
2. Wina Anindya Putri
Harist Fachrudin Personal Data Protection 9-10 April 2025 PT Astra International Tbk
(PDP) Audit April 9-10, 2025
Hardian Sasongko (Team Leader) GIAS Implementation 12 Juni 2025 PT Astra International Tbk
June 12, 2025
Wina Anindya Putri Environment, Social, and 7-8 Juli 2025 PT Astra International Tbk
Governance (ESG) Audit July 7-8, 2025
In House Training 2nd Half 2025
1. Harist Fachruddin Al Mahi Artificial Intelligence, Digital 29-30 September 2025 PT Astra International Tbk
2. Galih Alfian Tools, and Ethics in AI for IARM September 29-30, 2025
3. Iqbal Fathurrahman Harahap
1. Graeig Siahaan Implementing Governance, 30-31 Oktober 2025 PT Astra International Tbk
2. Andi Eko Yuliantoro Risk and Compliance (GRC) October 30-31, 2025
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Peserta Tanggal Penyelenggara
Program
Participant Date Organizer
1. Aloysius Ivanio L (add Jun-25) Business Process Mapping 3 November 2025 PT Astra International Tbk
2. Febriyanti (add Mei May-25) November 3, 2025
3. Jhon Feliks Sarma S (add Jul-25)
4. Halim Kusuma W A (add Agu Aug-25)
1. Tasha Amalia Surbakti Commercial Law 3 Desember 2025 PT Astra International Tbk
2. Harris Pardede (Team Leader) December 3, 2025
3. Andi Eko Yuliantoro
Tugas dan Tanggung Jawab Duties and Responsibilities
Audit Internal memiliki tugas dan tanggung jawab di The Internal Audit has the following duties and
antaranya: responsibilities:
1. Menyusun dan melaksanakan rencana audit 1. Preparing and implementing annual internal
internal tahunan; audit plans;
2. Menguji dan mengevaluasi pelaksanaan 2. Testing and evaluating the implementation
pengendalian internal sesuai dengan of internal controls in accordance with
kebijakan perusahaan; company policy;
3. Melakukan pemeriksaan dan penilaian atas efisiensi 3. Conducting examinations and assessments
dan efektivitas di bidang keuangan, akuntansi, of efficiency and effectiveness in the areas
operasional, sumber daya manusia, pemasaran, of finance, accounting, operations, human
teknologi informasi dan kegiatan lainnya; resources, marketing, information technology and
other activities;
4. Melakukan evaluasi terhadap efektivitas 4. Evaluating the effectiveness of risk
pelaksanaan manajemen risiko; management implementation;
5. Membuat LHA dan menyampaikannya kepada 5. Preparing the LHA and submitting it to the President
Presiden Direktur dan Dewan Komisaris melalui Director and Board of Commissioners through the
Komite Audit; Audit Committee;
6. Memantau, menganalisis dan melaporkan 6. Monitoring, analyzing, and reporting on
pelaksanaan tindak lanjut perbaikan yang the implementation of recommended
telah disarankan; improvements;
7. Memberikan saran perbaikan dan informasi yang 7. Providing improvement suggestions and objective
objektif tentang kegiatan yang diperiksa pada information about the activities examined at all
semua tingkat manajemen; management levels;
8. Bekerja sama dengan Komite Audit dalam 8. Cooperating with the Audit Committee in the
pelaksanaan kegiatan audit; implementation of audit activities;
9. Menyusun program untuk mengevaluasi mutu 9. Developing programs to evaluate the quality of
kegiatan audit internal yang dilakukan; dan internal audit activities carried out; and
10. Melakukan pemeriksaan khusus jika diperlukan, 10. Conducting special audits if necessary, under the
atas arahan Presiden Direktur. direction of the President Director.
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Tata Kelola Perusahaan
Piagam Audit Internal Internal Audit Charter
Dalam menjalankan tugasnya, Audit Internal In carrying out its duties, the Internal Audit adheres to
berpedoman pada Piagam Audit Internal. Piagam the Internal Audit Charter. The Internal Audit Charter
Audit Internal ditetapkan pada 7 Desember 2009 was established on December 7, 2009 with reference
mengacu pada Peraturan Bapepam-LK No. IX.I.7 to Bapepam-LK Regulation No. IX.I.7 concerning the
tentang Pembentukan dan Pedoman Penyusunan Establishment and Guidelines for the Preparation
Piagam Unit Audit Internal. Piagam Audit Internal of the Internal Audit Unit Charter. The Internal Audit
telah mengalami beberapa kali perubahan Charter has undergone several revisions, with the
dengan perubahan terakhir tertanggal 13 Juli 2023 most recent revision dated July 13, 2023 in accordance
sehubungan dengan Peraturan Otoritas Jasa with Financial Services Authority Regulation No. 56/
Keuangan Nomor 56/POJK.04/2015 tertanggal POJK.04/2015 dated December 29, 2015 concerning
29 Desember 2015 tentang Pembentukan dan the Establishment and Guidelines for the Preparation
Pedoman Penyusunan Piagam Unit Audit Internal. of the Internal Audit Unit Charter. The Internal Audit
Adapun Piagam Audit Internal berisi hal-hal Charter contains the following:
sebagai berikut:
1. Visi dan misi, 1. Vision and mission,
2. Struktur dan kedudukan, 2. Structure and position,
3. Tugas, tanggung jawab dan wewenang, 3. Duties, responsibilities and authorities,
4. Laporan Audit Internal, 4. Internal Audit reports,
5. Persyaratan staf Audit Internal, dan 5. Internal Audit staff requirements, and
6. Kode Etik. 6. Code of Ethics.
Ringkasan Kegiatan Audit Internal Summary of Internal AuditActivities
Tahun 2025 in 2025
Audit Internal secara rutin menyampaikan Laporan The Internal Audit regularly submits Audit Reports (LHA)
Hasil Audit (LHA) beserta status tindak lanjut along with the status of follow-up recommendations
rekomendasi perbaikan kepada Presiden Direktur dan for improvement to the President Director and Board
Dewan Komisaris Berdasarkan Piagam Audit Internal. of Commissioners based on the Internal Audit Charter.
Selain itu, Audit Internal juga wajib menyusun laporan In addition, the Internal Audit is also required to
triwulanan yang disampaikan kepada Astra Group compile quarterly reports that are submitted to Astra
Internal Audit dan Komite Audit sebagai bagian dari Group Internal Audit and the Audit Committee as part
mekanisme pemantauan berkala. Audit Internal telah of the periodic monitoring mechanism. The Internal
melaksanakan kegiatan di tahun 2025, di antaranya: Audit has carried out activities in 2025, including:
1. Merencanakan dan melaksanakan strategi 1. Developed and executed the 2025 audit strategy
audit tahun 2025 sesuai dengan rencana bisnis in alignment with the corporate business plan.
dengan memperhatikan arahan Direksi, Dewan This process integrated directives from the
Komisaris, Komite Audit, dan Risk Management, Board of Directors, Board of Commissioners,
serta masukan dari pihak manajemen yang Audit Committee, and Risk Management, while
disampaikan dalam berbagai pertemuan. incorporating management feedback gathered
through various stakeholder engagements.
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2. Melaksanakan audit pada unit-unit kerja di 2. Conducted comprehensive audits across all
perusahaan dan anak perusahaan sesuai dengan business units and subsidiaries in strict adherence
rencana audit. to the approved annual audit plan.
3. Memantau dan mengevaluasi pelaksanaan 3. Monitored and evaluated the implementation
rekomendasi perbaikan sesuai dengan of corrective action plans to ensure audit
hasil audit. recommendations were effectively addressed
and resolved.
4. Merencanakan dan melaksanakan kegiatan 4. Planned and delivered strategic advisory services
advisory pada perusahaan dan anak for both the parent company and its subsidiaries to
perusahaan. enhance operational governance.
5. Mengevaluasi bisnis proses dan pengendalian 5. Conducted rigorous evaluations of business
internal perusahaan dan anak perusahaan. processes and internal control frameworks across
the Company and its subsidiaries.
6. Mengembangkan aspek digitalisasi dalam 6. Advanced the digitalization of audit methodologies
proses audit untuk meningkatkan efektivitas dan to drive operational efficiency and effectiveness,
efisiensi, terutama dalam tahapan desk audit. with a specific focus on optimizing the desk
audit phase.
7. Mengembangkan sistem manajemen audit 7. Developed and enhanced a comprehensive
untuk mengintegrasikan seluruh kegiatan Kepala Audit Management System to integrate all Chief
Audit Internal (CIA) dari awal hingga akhir. Internal Auditor (CIA) activities through an end-to-
end workflow.
8. Sebagai counterpart yang mendukung proses 8. Served as the primary counterpart to support and
audit Laporan Keuangan tahun buku 2025 yang facilitate the external audit of the Fiscal Year 2025
dilaksanakan oleh auditor eksternal. Financial Statements.
9. Melaksanakan audit safety dan ESG. 9. Executed specialized audits focusing on Safety
protocols and ESG compliance.
Selain itu, Audit Internal juga mengadakan rapat In addition, Internal Audit also held 4 (four) meetings
bersama Dewan Komisaris, Direksi, dan/atau Komite along with the Board of Commissioners, Board of
Audit di tahun 2025 sebanyak 4 (empat) kali. Directors, and/or Audit Committee in 2025.
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Tata Kelola Perusahaan
Sistem Pengendalian Internal
Internal Control System
Seluruh kebijakan dan prosedur di semua fungsi All policies and procedures in all operational functions
operasional yang bertujuan untuk melindungi aset aimed at protecting the Company's assets form
Perseroan menjadi bagian dari sistem pengendalian part of the Company's internal control system.
internal Perseroan.
Perseroan membangun sistem pengendalian internal The Company has established an internal control
dengan merujuk pada standar dari Institute of Internal system with reference to the standards of the Institute
Auditors (IIA) serta kerangka COSO Internal Control of Internal Auditors (IIA) and the COSO Internal Control
Framework, yang kemudian diterapkan melalui Framework, which is then implemented through the
berbagai mekanisme berikut: following mechanisms:
1. Lingkungan pengendalian internal disusun 1. The internal control environment is structured
dengan struktur manajemen, tugas, dan around management, the duties, and
tanggung jawab kepada pihak terkait dan responsibilities of relevant parties, and the
membangun budaya organisasi (SOLUTION). development of an organizational culture
(SOLUTION).
2. Penilaian dan pengelolaan risiko usaha secara 2. Regular assessment and management of business
berkala oleh Komite Manajemen Risiko. risks by the Risk Management Committee.
3. Audit Internal melakukan pemeriksaan audit 3. Internal Audit conducts audit checks on all work
terhadap seluruh unit kerja sesuai dengan program units in accordance with the established audit
audit yang telah ditetapkan untuk memastikan program, to ensure the effectiveness of internal
efektivitas implementasi pengendalian internal control implementation within the Company.
di Perseroan.
4. Pelaporan efektivitas implementasi pengendalian 4. Reports on the effectiveness of internal control
internal disampaikan kepada Direksi, fungsi implementation are submitted to the Board of
manajemen terkait, Komite Audit, dan Directors, relevant management functions, the
Dewan Komisaris. Audit Committee, and the Board of Commissioners.
5. Tindak lanjut hasil pemeriksaan audit internal 5. Follow-up on the results of internal audits and
dan status dari langkah-langkah perbaikan the status of corrective measures are monitored
dipantau melalui sistem implementation status through a recommendation implementation
of recommendation. Selain memastikan bahwa status system. In addition to ensuring that follow-
tindak lanjut telah dijalankan, secara periodik up has been carried out, periodic surveillance
dilakukan pula audit surveillance yang bertujuan audits are also conducted to ensure that
untuk memastikan pengendalian internal telah internal controls are implemented consistently.
dilakukan secara konsisten.
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Evaluasi atas Efektivitas Sistem Evaluation of the Effectiveness of the
Pengendalian Internal Internal Control System
Audit Internal telah menjalankan audit dalam Internal Audit has conducted audits within the scope
lingkup UTCM operation dan corporate & IT, termasuk of UTCM operations and corporate & IT, including
pengujian sistem pengendalian internal sesuai testing internal control systems in accordance with
dengan program kerja audit tahunan periode the annual audit work program for the 2025 period.
tahun 2025.
Berdasarkan laporan yang disusun oleh Audit Based on the report prepared by Internal Audit,
Internal, Dewan Komisaris melalui Komite Audit the Board of Commissioners, through the Audit
melakukan penilaian atas efektivitas penerapan Committee, assessed the effectiveness of the
sistem pengendalian internal Perseroan. Hasil Company's internal control system implementation.
penilaian tersebut kemudian dijadikan rujukan untuk The results of this assessment were then used as a
menyempurnakan sistem dan kebijakan agar lebih reference to improve the system and policies to be
efektif dalam mendukung pencapaian target-target more effective in supporting the achievement of the
usaha Perseroan. Company's business targets.
Pernyataan Dewan Komisaris atas Statement of the Board of Commissioners
Kecukupan Sistem Pengendalian Internal on the Adequacy of Internal Control System
Sesuai hasil penelaahan Komite Audit, Dewan Based on the results of the Audit Committee's
Komisaris memandang bahwa sistem pengendalian review, the Board of Commissioners considers
internal Perseroan telah dijalankan secara memadai, that the Company's internal control system has
mulai dari penerapan Kode Etik, kebijakan, SOP been implemented adequately, ranging from the
hingga Instruksi Kerja yang terintegrasi dengan application of the Code of Ethics, policies, SOPs to
sistem penilaian Key Performance Indicator Work Instructions that are integrated with the Key
(“KPI”). KPI dimanfaatkan manajemen sebagai Performance Indicator (“KPI”) assessment system. KPI
instrumen untuk memastikan seluruh aktivitas is utilized by management as an instrument to ensure
operasional Perseroan selaras dan terarah pada that all of the Company's operational activities are
pencapaian sasaran yang telah ditetapkan. aligned and directed towards the achievement of
predetermined targets.
Perseroan juga telah menerapkan Sistem Pelaporan The Company has also implemented a
Pelanggaran (Whistleblowing System) sebagai Whistleblowing System as a means to strengthen
sarana untuk memperkuat transparansi dan transparency and openness of information,
keterbukaan informasi, khususnya terkait laporan particularly in relation to reports of alleged violations
dugaan pelanggaran yang dilakukan oleh karyawan committed by employees and management.
maupun manajemen. Whistleblowing System Whistleblowing System is elaborated in a separate
dijelaskan lebih rinci dalam subbab tersendiri sub-section on the Whistleblowing System.
mengenai Whistleblowing System di Laporan
Tahunan ini.
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Tata Kelola Perusahaan
Sistem Manajemen Risiko
Risk Management System
Proses identifikasi, analisis, dan evaluasi atas The process of identifying, analyzing, and evaluating
potensi risiko, dengan penekanan pada risiko-risiko potential risks, with an emphasis on key risks and
utama dan mengutamakan pendekatan yang prioritizing a coordinated and integrated approach
terkoordinasi serta terintegrasi di seluruh organisasi across the organization, is carried out consistently by
secara konsisten dilakukan oleh Perseroan. Melalui the Company. Through these preventive measures,
langkah preventif ini, Perseroan dapat memberikan the Company is able to respond appropriately
respons yang tepat terhadap berbagai potensi risiko to the various potential risks it faces.
yang dihadapi.
Perseroan mulai menyusun Kerangka Kerja The Company began developing its Risk
Manajemen Risiko pada tahun 2006 bersama Tim Management Framework in 2006 together with
Manajemen Risiko Astra, dengan membangun the Astra Risk Management Team, by establishing
sistem berbasis hasil Internal Control Self- a results-based Internal Control Self-Assessment
Assessment yang kemudian berkembang menjadi system, which later developed into the Company's
Enterprise Risk Management Framework Perseroan. Enterprise Risk Management Framework. The
Kerangka ERM tersebut telah disempurnakan ERM framework has been refined with reference
dengan mengacu pada standar ISO 31000:2009 to the ISO 31000:2009 standard and Astra's Risk
serta kebijakan Manajemen Risiko Astra, dan Management policy, and is designed as a continuous
dirancang sebagai proses berkelanjutan untuk process to identify, analyse and evaluate risks
mengidentifikasi, menganalisis, serta mengevaluasi through communication and consultation, context
risiko melalui kegiatan komunikasi dan konsultasi, setting, handling, monitoring and review.
penetapan konteks, penanganan, pemantauan, dan
peninjauan kembali.
Pembentukan dan penerapan kerangka Manajemen The establishment and implementation of this robust
Risiko yang kuat ini ditujukan untuk: Risk Management framework is aimed at:
1. Mengurangi biaya dan dampak yang timbul dari 1. Reducing the costs and impacts arising from
berbagai ancaman risiko. various risk threats.
2. Membekali Perseroan dengan kemampuan 2. Equipping the Company with the ability to make
melakukan perbaikan dan pemulihan ketika improvements and recover when a crisis or
terjadi situasi krisis atau gangguan terhadap disruption to business continuity occurs.
keberlangsungan usaha.
3. Mengoptimalkan peluang memperoleh 3. Optimizing opportunities to profit from
keuntungan dari aktivitas operasional operational activities.
yang dijalankan.
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Struktur Manajemen Risiko Risk Management Structure
Enterprise Risk Management Framework Perseroan The Company's Enterprise Risk Management
bersama dengan mandat Direksi menjadi landasan Framework, together with the Board of Directors'
pembentukan struktur organisasi manajemen risiko, mandate, forms the basis for the establishment of the
termasuk penentuan jenjang kewenangan dalam risk management organizational structure, including
menjalankan fungsi tersebut. Berdasarkan kerangka the determination of the levels of authority in carrying
ini, ditetapkan berbagai pihak yang berperan out these functions. Based on this framework, various
dalam pengelolaan manajemen risiko Perseroan parties have been appointed to play a role in the
sebagai berikut: Company's risk management, as follows:
a. Pelaksana Manajemen Risiko a. Risk Management Undertaker
Secara akuntabel, Direksi dibantu oleh tim The Board of Directors is assisted by a team in
memastikan pelaksanaan penerapan manajemen ensuring the implementation of risk management
risiko di Perseroan. within the Company.
b. Pengawas dan Evaluator Manajemen Risiko b. Risk Management Supervisors and Evaluators
Fungsi pengawasan dan evaluasi manajemen The function of supervising and evaluating risk
risiko dilakukan oleh Direksi dan Dewan Komisaris, management is carried out by the Board of
dengan bantuan bawahan langsung. Directors and the Board of Commissioners, with the
assistance of their direct subordinates.
c. Pemilik Risiko c. Risk Owners
Berdasarkan jenjang kewenangan, yang termasuk Based on the level of authority, the risk
pemilik risiko adalah: owners are:
• Pada jenjang Strategic Corporate: Direksi. • At the Strategic Corporate level: the Board
of Directors.
• Pada jenjang Strategic: seluruh Kepala Divisi. • At the Strategic level: all Division Heads.
• Pada jenjang Operational: seluruh Kepala • At the Operational level: all Department Heads
Departemen dan Kepala Cabang/Site. and Branch/Site Heads.
d. Unit dan Pihak yang Bertanggung Jawab Terhadap d. Units and Parties Responsible for Risk
Manajemen Risiko Management
• Unit Manajemen Risiko, yang berada di bawah • The Risk Management Unit, which is under
pengawasan Divisi Corp Risk Management & the supervision of the Corp Risk Management
Internal Audit, bertanggung jawab menerapkan & Internal Audit Division, is responsible for
Enterprise Risk Management di dalam Perseroan implementing Enterprise Risk Management
dengan bersinergi dengan pemilik risiko dan PIC within the Company in synergy with risk owners
(Person in Charge) atas risiko. Unit ini mengkaji and PICs (Persons in Charge) for risks. This unit
dan memantau penerapan manajemen risiko reviews and monitors the implementation of risk
pada jenjang divisi. management at the division level.
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Tata Kelola Perusahaan
• Risk Management (RM) Partner merupakan • Risk Management (RM) Partners are employees
karyawan masing-masing divisi yang ditunjuk of each division appointed by their respective
masing-masing Kepala Divisi, sebagai Division Heads, as risk owners, to specifically
pemilik risiko, untuk secara khusus membantu assist with risk management in their divisions.
manajemen risiko di divisinya.
e. Divisi Corporate Audit e. Corporate Audit Division
Divisi Corporate Audit bertanggung jawab The Corporate Audit Division is responsible for
mengevaluasi kontrol risiko dan rencana evaluating risk controls and action plans.
tindakan.
Struktur Manajemen Risiko Risk Management Structure
Rapat Umum
Dewan Komisaris
Pemegang Saham Direksi
Board of
General Meeting Board of Directors
Commissioners
Shareholders
1. Peran dan Fungsi
sebagai Komite
Monitoring, Review
and Consultation
Komite Audit Role and Function
Audit Committee
as a Committee for
Monitoring, Review
and Consultation
Peran dan Fungsi 2. Peran dan Fungsi
sebagai Monitoring sebagai Corporate
dan Review Strategic Risk Owner
Role and Function as Role and Function as a
Monitoring and Review Corporate Strategic
Group Risk
Management &
Audit Function
Peran dan Fungsi
Semua Kepala Divisi sebagai Unit Manajemen
Risiko
All Division Head Role and Function as an
Unit Risk Management
Peran dan Fungsi
sebagai Strategic Risk
Owner
Role and Function as
Strategic Risk Owner
PIC Manajemen Risiko
Semua Divisi
PIC Risk Management
All Division
Kepala Departemen/ Peran dan Fungsi
Kepala Cabang/Site sebagai Unit Divisi
Manajemen Risiko
Manajer Role and Function as
Department Head/Branch
a Division Unit Risk
Manager/Site
Management
Peran dan Fungsi
sebagai Operational Risk
Owner
Role and Function as
Operational Risk Owner
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Jenis Risiko dan Inisiatif Pengelolaannya Risk Types and Management Initiatives
Perseroan telah memetakan risiko-risiko utama pada The Company has mapped out the main risks in
masing‑masing segmen usaha, beserta langkah each business segment, along with risk management
pengelolaan risikonya, sebagai berikut: measures, as follows:
Mesin Konstruksi
Construction Machinery
Risiko Deskripsi Inisiatif
Risks Description Initiatives
Ketidakpastian Fluktuasi harga batu bara akibat • Memantau proyek pelanggan secara intensif untuk
Permintaan akibat ketidakpastian kondisi pasar global mengantisipasi perubahan permintaan.
Volatilitas Harga berdampak langsung pada perubahan Intensively monitor customer projects to anticipate
Unpredictable pola permintaan alat berat dari demand changes.
Demand due to Price pelanggan. • Meningkatkan kapabilitas data analytics engine guna
Volatility Fluctuations in coal prices driven by mendukung strategi persediaan yang lebih adaptif.
uncertainty in global market conditions Enhance data analytics engine capabilities to support a
directly affect customer demand more adaptive inventory strategy.
patterns for construction machinery.
• Fokus pada program-program menuju operational
excellence.
Focus on initiatives aimed at achieving operational
excellence.
Kompetitor yang Persaingan yang semakin ketat dalam • Memperkuat proposisi nilai layanan purna jual dengan
Agresif aspek variasi produk, harga, promosi, jaringan dukungan nasional melalui penambahan titik
Competitor dan fitur berpotensi menekan daya layanan baru.
Aggressiveness saing Perseroan di pasar. Strengthen the product support value proposition through
Increasing competition in product nationwide service coverage and the launch of new
variety, pricing, promotions, and features support points.
may reduce the Company’s market • Memperluas portofolio produk melalui kolaborasi dengan
competitiveness. prinsipal.
Expand product offerings through collaboration with
principals.
• Meningkatkan penetrasi pasar di sektor pertanian,
konstruksi, dan mineral melalui Preventive Maintenance
Package, dan solusi pembiayaan.
Penetrate agriculture, construction, and mineral sectors
through preventive maintenance packages and financing
solutions.
• Memperluas cakupan penjualan dengan pendekatan
digital dan fokus pada segmen ritel.
Increase sales coverage through targeted digital sales
initiatives, particularly in the retail segment.
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Tata Kelola Perusahaan
Risiko Deskripsi Inisiatif
Risks Description Initiatives
Ketidakpatuhan Perubahan kebijakan dan regulasi • Berpartisipasi aktif dalam forum diskusi dengan asosiasi
terhadap Regulasi pemerintah dapat memengaruhi industri dan institusi pemerintah.
dan Peraturan operasional dan model bisnis Perseroan. Actively participate in industry forums with associations
Usaha Changes in government regulations and government institutions.
Non-Compliance may significantly affect the Company’s • Melakukan pemantauan intensif terhadap perubahan
with Business and operations and business model. regulasi dan menyesuaikan kegiatan usaha agar
Industry Regulations tetap patuh.
Closely monitor regulatory changes and adjust business
activities to ensure compliance.
• Meningkatkan kesadaran setiap divisi untuk melibatkan
fungsi legal dalam setiap transaksi dan proyek.
Increase awareness across divisions to involve the legal
function in all transactions and projects.
Tekanan ESG Global Meningkatnya perhatian terhadap • Diversifikasi portofolio ke sektor mineral dan energi
dan Perubahan isu perubahan iklim dan terbarukan, termasuk proyek energi terbarukan dan solusi
Perilaku Pemangku keberlanjutan mendorong perlunya berbasis alam.
Kepentingan penyesuaian portofolio dan kesiapan Diversify the portfolio into minerals and renewable
Global ESG Pressure transformasi bisnis. energy, including renewable energy projects and nature-
and Stakeholder Increasing awareness of climate change based solutions.
Behavior Changes and sustainability issues requires the • Menyusun dan memublikasikan pengungkapan iklim yang
Company to adapt its business portfolio komprehensif secara berkelanjutan.
and transformation readiness. Continue publishing comprehensive climate-related
disclosures.
• Menyelenggarakan lokakarya keanekaragaman
hayati dan berkolaborasi dengan akademisi serta
organisasi konservasi.
Conduct biodiversity workshops and collaborate with
academic institutions and conservation organizations.
Gangguan Pemanfaatan AI dan digitalisasi • Menerapkan Multi-Factor Authentication untuk
Keamanan Siber meningkatkan eksposur terhadap memperkuat perlindungan sistem.
Cyber-security risiko serangan siber yang dapat Implement multi-factor authentication to strengthen
Disruption mengganggu operasional dan system protection.
keamanan data. • Mengembangkan platform pelatihan IT Security
Increased use of AI and digital tools Awareness bagi seluruh karyawan.
exposes the Company to potential cyber Launch IT security awareness training for all employees.
threats that may disrupt operations and
• Mengimplementasikan Managed Security Operation
compromise data security
Center untuk pemantauan dan respons ancaman secara
real-time.
Operate a managed security operation center for real-
time threat monitoring and response.
• Menjaga perlindungan melalui asuransi siber.
Maintain cyber insurance coverage.
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Kontraktor & Pertambangan Batu Bara
Mining Contractor & Coal Mining
Risiko Deskripsi Inisiatif
Risks Description Initiatives
Risiko harga Volatilitas harga komoditas, khususnya • Fokus pada program efisiensi biaya dan sumber daya.
komoditas batu bara, yang dipengaruhi oleh Focus on cost and resource efficiency programs.
Commodity price dinamika pasar global, isu geopolitik, • Penerapan operational excellence melalui peningkatan
risks serta peningkatan perhatian terhadap pengendalian jarak, rekonsiliasi jarak dan stripping ratio.
aspek ESG dan perubahan iklim, Implement operational excellence through improved
berpotensi memengaruhi kinerja dan distance control, reconciliation, and stripping ratio
keberlanjutan usaha. management.
Commodity price volatility, particularly in
• Program peningkatan produktivitas.
coal, driven by global market dynamics,
Execute productivity improvement programs.
geopolitical uncertainty, and increasing
ESG and climate-related concerns, • Akselerasi digitalisasi dan transformasi proses sebagai
may affect business performance and pengungkit kinerja.
sustainability. Accelerate digitalization and process transformation as
performance enablers.
• Perencanaan awal kebutuhan alat, ban, dan suku cadang
serta koordinasi intensif dengan vendor dan prinsipal.
Conduct early planning for equipment, tires, and parts
requirements with close vendor and principal coordination.
• Pemantauan kinerja entitas anak secara berkala.
Closely monitor subsidiary performance.
Perseroan Perseroan menghadapi perubahan • Memastikan kelengkapan sertifikasi dan perizinan
menghadapi peraturan yang tidak terduga atau tidak pelanggan serta izin pendukung lainnya.
perubahan menguntungkan yang memengaruhi Verify completeness of customer certifications and
peraturan yang bisnis (baik peraturan dalam negeri required licenses.
tidak terduga maupun internasional). • Melakukan kajian regulasi secara berkala, studi akademik,
atau tidak The Company faces unexpected or dan benchmarking dengan regulator dan asosiasi industri.
menguntungkan unfavorable regulatory changes that Conduct regular regulatory reviews, academic studies, and
Company faces affect business (both domestic and benchmarking with regulators and industry associations.
unexpected or international regulations).
• Menyesuaikan aktivitas dan model bisnis, termasuk
unfavorable
perhitungan pajak dan royalti, agar patuh terhadap
regulatory changes
regulasi.
Adjust business activities and models, including tax and
royalty calculations, to ensure compliance.
• Menjalankan program kepatuhan hukum secara
berkelanjutan.
Continue legal compliance programs.
• Memenuhi kewajiban DMO dan mempersiapkan potensi
dampak pajak baru.
Fulfill domestic market obligations and prepare for
potential new tax impacts.
• Memastikan kesiapan perizinan impor dan meningkatkan
kandungan lokal.
Secure import permits and increase local sourcing.
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Tata Kelola Perusahaan
Risiko Deskripsi Inisiatif
Risks Description Initiatives
Risiko Regulasi dan Pengetatan regulasi pertambangan, • Melakukan perencanaan produksi bersama pelanggan
Keuangan akibat volatilitas harga batu bara global, dan untuk menyepakati parameter produksi.
Pengetatan Aturan meningkatnya kompleksitas operasional Conduct joint production planning with customers to
Pertambangan dan dapat menekan arus kas pelanggan, agree on production parameters.
Tekanan Biaya meningkatkan risiko gagal bayar, dan • Memantau ketersediaan area tambang baru dan
Regulatory and memengaruhi keberlanjutan proyek. optimalisasi area eksisting.
Financial Risk from Tightening mining regulations, volatile Monitor availability of new mining areas and optimize
Tightening Mining coal prices, and rising operational existing sites.
Regulations and complexity may weaken customers’ cash
• Meningkatkan produktivitas dan efisiensi melalui
Cost Pressure flow, increase default risk, and impact
operational excellence.
project sustainability.
Enhance productivity and efficiency through operational
excellence initiatives.
• Pemantauan berkelanjutan atas parameter kinerja
operasional.
Continuously monitor operational performance
parameters.
• Pemanfaatan teknologi baru untuk meningkatkan dan
memantau efisiensi operasional.
Leverage new technologies to improve and monitor
operational efficiency.
Risiko Keselamatan, Industri pertambangan memiliki risiko • Penerapan Sistem Manajemen Keselamatan, Kesehatan,
Kesehatan Kerja, kecelakaan kerja dan/atau kematian dan Lingkungan (SHE).
dan Lingkungan tertinggi dibanding industri lainnya, Implement Safety, Health, and Environment (SHE)
(K3L) meskipun industri pertambangan management systems.
Health, Safety, and telah melakukan perbaikan signifikan • Implementasi High Risk Control Protocol dan Fatality
Environment (HSE) dalam hal keselamatan dan kesehatan Prevention Program.
Risk kerja dalam satu dekade terakhir yang Apply high-risk control protocols and fatality prevention
telah mengurangi secara signifikan programs.
insiden kecelakaan kerja baik yang
• Program pencegahan kecelakaan lalu lintas dan kelelahan
menyebabkan kematian maupun
kerja.
cedera serius. Kecelakaan kerja
Execute traffic and fatigue incident prevention programs.
dapat memengaruhi gangguan pada
operasional, keuangan, dan reputasi • Penerapan CSMS dan internalisasi Behavior Based Safety.
Perseroan. Implement contractor safety management systems and
The Mining industry has the highest behavior-based safety.
risk of work accidents and/or fatalities • Pemenuhan kompetensi keselamatan melalui pelatihan
compared to other industries, although dan sertifikasi.
the mining industry has made significant Ensure safety competency through training and
improvements in occupational safety certification.
and health over the last decade which • Audit dan inspeksi rutin serta pemanfaatan digitalisasi
has significantly reduced the work dan AI untuk menurunkan tingkat insiden.
accidents resulting in both fatalities Conduct regular audits and leverage digital and AI
and serious injuries. Work accidents solutions to reduce incident rates.
might impact disruption in operational,
financial, and the Company reputation.
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Risiko Deskripsi Inisiatif
Risks Description Initiatives
Risiko Sosial dan Potensi sengketa dengan masyarakat • Menjalankan program pengembangan masyarakat di
Hubungan dengan dan pemerintah daerah di sekitar bidang kesehatan, pendidikan, lingkungan, dan ekonomi
Masyarakat wilayah kerja dapat memengaruhi berdasarkan pemetaan sosial.
Social and kelancaran operasional dan citra Implement community development programs in health,
Community Perseroan. education, environment, and economic empowerment
Relations Risk Disputes with local communities or based on social mapping.
governments surrounding mining areas • Membangun kemitraan dengan tokoh masyarakat dan
may disrupt operations and adversely pemerintah daerah.
affect the Company’s reputation. Build partnerships with community leaders and local
governments.
• Berkolaborasi dengan pelanggan dalam pendekatan
kepada masyarakat.
Collaborate with customers in engaging local
communities.
• Meningkatkan program Income Generating Activities (IGA)
untuk memperkuat kemandirian ekonomi masyarakat.
Enhance income-generating activities to support
community economic resilience.
Pertambangan Emas dan Mineral Lainnya
Gold and Other Minerals Mining
Risiko Deskripsi Inisiatif
Risks Description Initiatives
Kegagalan Pengelolaan fasilitas material sisa • Memulai perencanaan awal dan konseptualisasi
pengelolaan pengolahan di PTAR menghadapi 3 (tiga) pembangunan pabrik filtrasi kedua.
fasilitas material risiko utama: Initiate early planning and conceptualization for a second
sisa pengolahan The management of waste material filtration plant.
tambang (tailings) processing facility at PTAR faces the • Mempercepat desain detail proses volumetrik dan
Failure to manage following 3 (three) main risks: pengolahan tailings.
mine waste material 1. Kapasitas bendungan penyimpanan Accelerate detailed engineering for volumetric and tailings
facilities (tailings) material sisa pengolahan tambang processing.
(tailing storage facilities/TSF) yang • Mengintegrasikan perencanaan, perizinan, dan respons
tidak mencukupi; cepat terhadap persyaratan pemerintah, termasuk Pertek,
Insufficient capacity for tailing storage addendum AMDAL, dan izin lingkungan.
facilities (TSF) for storage of mining Integrate planning, permitting, and rapid response to
waste material; government requirements, including Pertek, AMDAL
2. Kegagalan TSF akibat erosi internal addendum, and environmental permits.
tanggul, gempa bumi, longsor, dan • Mengurangi akumulasi tailings basah di TSF dengan
tumpahan kelebihan limbah sisa pembatasan penempatan dan memastikan pabrik filtrasi
tambang pada saat curah hujan beroperasi pada kapasitas optimal.
tinggi; Reduce wet tailings accumulation in TSF by limiting
TSF failure caused by internal dam placement and ensuring filtration plants operate at optimal
erosion, earthquake, landslide, and capacity.
spillage of exceeding mine waste
• Merancang dan membangun TSF dengan konsultan
during high rainfall;
geoteknis berpengalaman internasional serta metode
3. Keterlambatan pembangunan downstream raising.
fasilitas penyimpanan material sisa Design and construct TSF with internationally recognized
pengolahan tambang tambahan geotechnical consultants using the downstream raising
(Tailing Management Facilities/TMF). method.
Delay in the construction of the
• Memastikan kepatuhan terhadap standar ICOLD dan
additional tailing management facility
persetujuan Komite Keamanan Bendungan Indonesia.
(TMF).
Ensure compliance with ICOLD standards and approval
from the Indonesian Dam Safety Committee.
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Tata Kelola Perusahaan
Risiko Deskripsi Inisiatif
Risks Description Initiatives
• Melaksanakan QA/QC konstruksi, pemantauan menyeluruh,
serta tinjauan rutin oleh Komite Pengendali Keamanan TSF
dan pakar independen.
Implement construction QA/QC, comprehensive monitoring,
and regular reviews by the TSF Safety Control Committee
and independent experts.
• Memperkuat struktur bendungan melalui pembangunan
toe buttress.
Strengthen dam structures through toe buttress
construction.
Kecelakaan yang Risiko kecelakaan kerja yang dapat • Penerapan Sistem Manajemen K3 dan pemenuhan standar
berhubungan mengakibatkan cedera serius atau OHS (ISO 45001, SMKP, SMK3).
dengan pekerjaan fatal terhadap karyawan, kontraktor, Implement an occupational health and safety
Work related dan pengunjung tambang berpotensi management system and comply with OHS standards (ISO
accidents menyebabkan gangguan operasional, 45001, SMKP, SMK3).
sanksi, serta dampak reputasi. • Penerapan Golden Rules dan pengendalian risiko kritis.
Workplace accidents involving Enforce Golden Rules and critical risk controls.
employees, contractors, or visitors may
• Implementasi sistem izin kerja, analisis keselamatan kerja,
result in serious injury or fatalities, leading
dan pengendalian teknik serta desain.
to operational disruption, sanctions, and
Apply permit-to-work systems, job safety analysis, and
reputational impact.
engineering and design controls.
• Pelaksanaan pelatihan keselamatan, induksi, dan pelatihan
teknis berkelanjutan.
Conduct continuous safety training, induction, and technical
training programs.
• Penerapan program ASA, TAKE-5, dan Behavior Observation.
Implement ASA, TAKE-5, and behavior observation
programs.
• Audit internal dan eksternal, inspeksi lapangan, forum
komunikasi keselamatan, dan peninjauan kinerja kontraktor.
Perform internal and external audits, field inspections, safety
communication forums, and contractor performance
reviews.
• Kesiapsiagaan tanggap darurat, layanan medis di site,
serta penerapan Critical Risk Management.
Ensure emergency preparedness, on-site medical services,
and critical risk management implementation.
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Konstruksi
Construction
Risiko Deskripsi Inisiatif
Risks Description Initiatives
Risiko Persaingan Tingkat persaingan yang tinggi dalam • Melakukan diferensiasi melalui layanan konstruksi
Industri (Eksternal) industri konstruksi nasional dapat terintegrasi yang memanfaatkan rantai nilai Perseroan
Industry Competition menekan margin, memperketat dan Grup.
Risk (External) persaingan harga, serta meningkatkan Differentiate through integrated construction services
tuntutan kualitas, ketepatan waktu, dan leveraging the Company’s and Group’s value chain.
efisiensi proyek. • Mengoptimalkan penerapan Building Information Modeling
Intense competition in the national (BIM) sebagai nilai tambah bagi pelanggan.
construction industry may pressure Optimize the use of Building Information Modeling (BIM) as
margins, intensify price competition, and added value for customers.
increase demands for quality, timeliness,
• Mendorong operational excellence melalui efisiensi proses
and project efficiency.
bisnis, optimalisasi pelaksanaan proyek, optimalisasi
struktur biaya dan pemantauan arus kas secara disiplin.
Drive operational excellence through business process
efficiency, project execution optimization, cost structure
optimization, and disciplined cash flow monitoring.
Risiko Operasional Penggunaan kontraktor atau • Menerapkan Sistem Manajemen Keselamatan
– Kontraktor dan subkontraktor yang tidak memenuhi Subkontraktor (SMKS).
Subkontraktor persyaratan teknis, keselamatan, dan Implement a subcontractor safety management system.
Operational Risk – etika dapat menimbulkan keterlambatan • Melakukan pre-contract review antara Perseroan dengan
Contractors and proyek, penurunan kualitas pekerjaan, kontraktor dan subkontraktor.
Subcontractors serta risiko hukum dan reputasi. Conduct pre-contract reviews with contractors and
The use of contractors or subcontractors subcontractors.
that do not meet technical, safety, and
• Melaksanakan due diligence serta evaluasi kinerja
ethical requirements may lead to project
kontraktor, subkontraktor, dan vendor secara berkala.
delays, reduced work quality, and legal
Perform due diligence and regular performance
or reputational risks.
evaluations of contractors, subcontractors, and vendors.
• Mengimplementasikan Sistem Manajemen Anti
Penyuapan (SMAP) sesuai ISO 37001:2016.
Implement an Anti-Bribery Management System in
accordance with ISO 37001:2016.
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Tata Kelola Perusahaan
Risiko Deskripsi Inisiatif
Risks Description Initiatives
Risiko Operasional Aktivitas konstruksi memiliki potensi • Mengoptimalkan penggunaan ACSET Safety, Health, and
– Keselamatan, kecelakaan kerja, gangguan kesehatan, Environment (SHE) Mobile sebagai sarana identifikasi dan
Kesehatan Kerja, serta pencemaran lingkungan yang pengelolaan risiko K3.
dan Lingkungan dapat berdampak pada keselamatan Optimize the use of ACSET Safety, Health, and Environment
Operational Risk pekerja, kelangsungan proyek, dan (SHE) Mobile for OHS risk identification and management.
– Occupational kepatuhan terhadap peraturan • Memenuhi sertifikasi tenaga kerja ahli di bidang
Health, Safety, and lingkungan. keselamatan dan kesehatan kerja.
Environment Construction activities involve risks of Ensure certification of qualified occupational health and
workplace accidents, health issues, and safety professionals.
environmental pollution that may affect
• Melaksanakan inspeksi rutin terhadap program K3
worker safety, project continuity, and
di lingkungan proyek.
regulatory compliance.
Conduct regular inspections of OHS programs at project
sites.
• Mengembangkan dan menerapkan behavior-based
safety.
Develop and implement behavior-based safety practices.
• Menyusun dan memantau UKL-UPL serta melakukan
pengukuran lingkungan dan pelaporan melalui sistem
yang ditetapkan.
Prepare and monitor environmental management and
monitoring plans, including environmental measurements
and reporting.
• Mengelola limbah melalui kerja sama dengan pihak ketiga
yang berizin.
Manage waste through cooperation with licensed third
parties.
Tinjauan atas Efektivitas Sistem Review of the Effectiveness of Risk
Manajemen Risiko Management System
Evaluasi berkala atas efektivitas penerapan The Company's Risk Management Team has
manajemen risiko telah dilakukan Tim Manajemen conducted periodic evaluations of the effectiveness
Risiko Perseroan. Untuk mengukur aspek lingkungan of risk management implementation. To measure
internal, penetapan tujuan, identifikasi kejadian, internal environmental aspects, goal setting, event
penilaian risiko, respons risiko, aktivitas pengendalian, identification, risk assessment, risk response, control
sistem informasi dan komunikasi, serta pemantauan activities, information and communication systems,
dan kesinambungan operasional menggunakan as well as operational monitoring and continuity, the
Enterprise Risk Management Maturity Assessment Enterprise Risk Management Maturity Assessment
(“EMA”). Hasil penilaian EMA dimanfaatkan untuk (“EMA”) is used. The results of the EMA assessment
memperkuat dan menyempurnakan kerangka serta are used to strengthen and refine the Enterprise Risk
proses Governance Enterprise Risk, yang kemudian Governance framework and processes, which are
ditinjau setiap tahun oleh Astra Group Audit dan Tim then reviewed annually by the Astra Group Audit and
Risk Advisory. Risk Advisory Team.
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Corporate Governance
Pernyataan Dewan Komisaris atas Statement of the Board of
Kecukupan Sistem Manajemen Risiko Commissioners on the Adequacy of Risk
Management System
Hasil evaluasi atas efektivitas penerapan The results of the evaluation of the effectiveness of
manajemen risiko di Perseroan disampaikan risk management implementation in the Company
Audit Internal kepada Komite Audit untuk dibahas were submitted by the Internal Audit to the Audit
bersama. Dari pembahasan tersebut, Komite Audit Committee for joint discussion. Based on this
menyusun dan menyampaikan rekomendasi discussion, the Audit Committee compiled and
perbaikan kepada Dewan Komisaris. submitted recommendations for improvement to the
Board of Commissioners.
Selanjutnya, Dewan Komisaris mengajukan Subsequently, the Board of Commissioners submitted
rekomendasi tersebut kepada Direksi melalui Rapat these recommendations to the Board of Directors
Bersama Direksi, dan Direksi telah menindaklanjuti through a Joint Board of Directors Meeting, and the
berbagai usulan perbaikan dimaksud. Dewan Board of Directors has followed up on the various
Komisaris menilai bahwa sistem manajemen risiko improvement proposals. The Board of Commissioners
yang diterapkan saat ini sudah cukup memadai considers that the risk management system currently
dan efektif dalam mencegah terjadinya gangguan in place is adequate and effective in preventing
terhadap kelangsungan operasional Perseroan. disruptions to the Company's operational continuity.
Perkara Hukum
Legal Cases
Perseroan serta para anggota Direksi dan Dewan The Company and its members of the Board of
Komisaris tidak sedang maupun pernah terlibat Directors and Board of Commissioners are not
perkara material, baik perdata, pidana, kepailitan, currently and have never been involved in any
perpajakan, tata usaha negara, maupun sengketa material cases, whether civil, criminal, bankruptcy,
yang ditangani oleh Badan Arbitrase Nasional taxation, state administration, or disputes handled
Indonesia sepanjang tahun 2025. by the Indonesian National Arbitration Board
throughout 2025.
Kepatuhan Hukum
Legal Compliance
Perseroan memiliki Group Legal Function yang The Company has a Group Legal Function
berperan dalam melindungi kepentingan hukum that plays a role in protecting the Company's
Perseroan serta memastikan kepatuhan terhadap legal interests and ensuring compliance with
seluruh peraturan dan perundang-undangan all applicable regulations and laws.
yang berlaku.
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Sanksi Administratif
Administrative Sanction
Sepanjang tahun 2025, Perseroan mendapatkan Throughout 2025, the Company received
sanksi administratif dari regulator. Perseroan administrative sanctions from regulators. The
telah menindaklanjuti dan memenuhi seluruh Company has followed up and fulfilled all obligations
kewajiban yang terkait dengan sanksi administratif related to these administrative sanctions in
tersebut sesuai dengan ketentuan yang berlaku accordance with applicable regulations and has
serta melakukan langkah-langkah perbaikan taken the necessary corrective measures.
yang diperlukan.
Kode Etik
Code of Conduct
Dalam rangka memperkuat citra Perseroan sebagai To strengthen the Company's image as a good
good corporate citizen, Perseroan menyusun corporate citizen, the Company has developed a
pedoman perilaku yang menjadi acuan bagi seluruh code of conduct that serves as a reference for all
karyawan dalam menjunjung sikap dan perilaku employees in upholding attitudes and behaviors
yang sesuai dengan norma, yang dikenal sebagai that are in line with norms, known as the UT Code
Kode Etik UT. of Ethics.
Tujuan Penyusunan Kode Etik UT Purpose of Compiling the UT Code
of Conduct
Perseroan memandang bahwa keberlanjutan usaha The Company believes that business sustainability
sangat ditentukan oleh perilaku perusahaan sebagai is largely determined by the Company’s behavior as
warga korporasi yang bertanggung jawab dalam a responsible corporate citizen in society. From the
masyarakat. Sejak awal, Perseroan berkomitmen outset, the Company has been committed to always
untuk senantiasa menjadi good corporate citizen being a good corporate citizen by complying with
dengan mematuhi hukum, peraturan, dan kaidah laws, regulations and ethical principles, implementing
etika, menerapkan sistem manajemen yang efektif, effective management systems, integrating the
mengintegrasikan prinsip Sustainable Development principles of Sustainable Development Goals (SDGs)
Goals (SDGs) dan Environmental Social Governance and Environmental Social Governance (ESG) into its
(ESG) dalam operasional, berkomitmen pada operations, committing to the implementation of
penerapan Diversity, Equity and Inclusion (DEI), serta Diversity, Equity and Inclusion (DEI), and providing
memberi nilai tambah bagi masyarakat luas. added value to the wider community.
Pokok-Pokok Kode Etik UT UT Code of Conduct Principles
Perseroan telah melakukan pembaruan atas Kode Etik The Company has updated its UT Code of Ethics in
UT pada tahun 2023 agar selaras dengan dinamika 2023 to align with the dynamics of the business world
dunia usaha dan ekspansi lini bisnis Perseroan. and the expansion of the Company's business lines.
Kode Etik UT dirumuskan dengan mengacu pada The UT Code of Ethics was formulated with reference
filosofi Catur Dharma Astra dan memuat panduan to the Astra Catur Dharma philosophy and contains
yang mendorong seluruh insan Perseroan untuk guidelines that encourage all Company personnel to
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Corporate Governance menjunjung tinggi etika dan integritas melalui uphold ethics and integrity through the application penerapan 8 nilai inti SOLUTION (Serve, Organized, of the 8 core values of SOLUTION (Serve, Organized, Leading, Uniqueness, Totality, Innovative, Open-mind, Leading, Uniqueness, Totality, Innovative, Open- Networking). minded, Networking). Kode Etik UT tersebut mengatur berbagai aspek The UT Code of Ethics regulates various key utama, antara lain: aspects, including: 1. nilai dan prinsip dasar, 1. basic values and principles, 2. pedoman etika bisnis dan etika kerja, 2. business and work ethics guidelines, 3. peran Sekretaris Perusahaan, fungsi audit, dan 3. the role of the Corporate Secretary, audit functions, manajemen risiko, and risk management, 4. ketentuan terkait perdagangan efek, 4. provisions related to securities trading, 5. pedoman penanganan benturan kepentingan, 5. guidelines for handling conflicts of interest, 6. kebijakan donasi, 6. donation policies, 7. mekanisme Sistem Pelaporan Pelanggaran 7. the Whistleblowing System mechanism, and (Whistleblowing System), dan 8. ketentuan pelindungan data. 8. data protection provisions. Keberlakukan Kode Etik UT Application of UT Code of Conduct Kode Etik UT diterapkan kepada seluruh karyawan The UT Code of Ethics applies to all employees within di lingkungan grup Perseroan, termasuk anggota the Company's group, including members of the Direksi dan Dewan Komisaris, sehingga menjadi Board of Directors and Board of Commissioners, pedoman perilaku yang mengikat bagi semua thereby serving as binding guidelines for conduct for lapisan organisasi. all levels of the organization. Sanksi terhadap Pelanggaran Kode Etik UT Sanctions for UT Code of Conduct Violation Setiap pelanggaran terhadap Kode Etik UT akan Any violation of the UT Code of Ethics will be subject dikenai sanksi disipliner sesuai ketentuan dan to disciplinary sanctions in accordance with the peraturan internal Perseroan yang berlaku. Company's applicable internal rules and regulations. Pelatihan/Sosialisasi Kode Etik pada Tahun 2025 Training/Socialization of Code of Conduct in 2025 Sosialisasi Kode Etik dilakukan kepada karyawan The Code of Ethics is disseminated to new employees baru melalui penjelasan langsung tatap muka through face-to-face explanations as part of the sebagai bagian dari program orientasi. Selain itu, orientation program. In addition, the implementation penerapan Kode Etik terus disebarluaskan dan of the Code of Ethics continues to be disseminated ditingkatkan pemahamannya melalui berbagai and understanding of it is enhanced through kegiatan peningkatan awareness di seluruh various awareness-raising activities at all levels of jenjang organisasi. the organization. PT United Tractors Tbk - 2025 Annual Report 321
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Tata Kelola Perusahaan
Kebijakan Pemberian Kompensasi
Jangka Panjang Berbasis Kinerja
Kepada Manajemen dan/atau Karyawan
Performance-Based Long-Term Compensation Policy to Management
and/or Employees
Perseroan tidak menerapkan kebijakan pemberian The Company does not implement a performance-
kompensasi jangka panjang berbasis kinerja kepada based long-term compensation policy for
manajemen maupun karyawan, termasuk dalam management or employees, including in the
bentuk program kepemilikan saham karyawan form of employee and/or management stock
dan/atau manajemen (Employee Stock Ownership ownership programmes (Employee Stock Ownership
Program/Management Stock Ownership Program – Programme/Management Stock Ownership
ESOP/MSOP) pada tahun 2025. Programme – ESOP/MSOP) in 2025.
Pengungkapan Informasi Mengenai
Kepemilikan Saham Perseroan
oleh Anggota Direksi dan Anggota
Dewan Komisaris
Information Disclosure Regarding the Company’s Shares Ownership
by Members of the Board of Directors and Members of the Board
of Commissioners
Mengacu pada Peraturan OJK No. 4 Tahun 2024 Referring to OJK Regulation No. 4 of 2024 concerning
tentang Laporan Kepemilikan atau Setiap Perubahan Reports on Ownership or Any Changes in Ownership
Kepemilikan Saham Perusahaan Terbuka, Perseroan of Shares in Public Companies, the Company has
menetapkan kebijakan yang mewajibkan setiap established a policy that requires every member of
anggota Direksi dan Dewan Komisaris untuk the Board of Directors and Board of Commissioners
menyampaikan informasi kepada Perseroan terkait to submit information to the Company regarding
kepemilikan maupun setiap perubahan kepemilikan their ownership or any changes in their ownership of
saham Perseroan (Saham UNTR), yakni: the Company's shares (UNTR Shares), namely:
1. Anggota Direksi dan Dewan Komisaris yang memiliki 1. Members of the Board of Directors and Board
saham dengan hak suara, baik secara langsung of Commissioners who own shares with voting
maupun tidak langsung, wajib melaporkan rights, either directly or indirectly, are required to
kepemilikan dan setiap perubahannya kepada report their ownership and any changes thereto
OJK selambat-lambatnya 3 (tiga) hari kerja sejak to the OJK no later than 3 (three) working days
terjadinya transaksi atau perubahan atas Saham after the transaction or change in the UNTR Shares
UNTR dimaksud. in question.
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Corporate Governance 2. Anggota Direksi dan anggota Dewan Komisaris 2. Members of the Board of Directors and Board dapat menunjuk pihak lain melalui kuasa tertulis of Commissioners may appoint another party untuk menyampaikan laporan kepemilikan dan through the written power of attorney to submit perubahan kepemilikan hak suara atas saham reports on ownership and changes in voting rights Perseroan Terbuka tersebut kepada OJK. over the shares of the Public Company to the OJK. Pelaksanaan atas Kebijakan Kepemilikan Implementation of UNTR Shares Ownership Saham UNTR pada Tahun 2025 Policy in 2025 Perseroan menerima pemberitahuan dari anggota The Company received notification from members of Direksi dan Dewan Komisaris terkait kepemilikan the Board of Directors and Board of Commissioners atau perubahan kepemilikan atas Saham UNTR yang regarding ownership or changes in ownership of UNTR terjadi atas saham yang telah dimiliki sebelumnya Shares that occurred on shares previously owned, and dan informasi terkait sudah tercatat oleh Perseroan. the relevant information has been recorded by the Selanjutnya, perubahan tersebut telah dilaporkan Company. Furthermore, the Company has reported Perseroan kepada OJK sesuai dengan ketentuan these changes to the OJK in accordance with the pelaporan yang berlaku. applicable reporting provisions. Sistem Pelaporan Pelanggaran Whistleblowing System Sistem Pelaporan Pelanggaran merupakan The Violation Reporting System is a mechanism mekanisme yang disusun Perseroan untuk established by the Company to receive and handle menampung dan menangani laporan atas reports of alleged violations or fraud that could dugaan pelanggaran atau kecurangan yang potentially cause losses to the Company, as well berpotensi menimbulkan kerugian bagi Perseroan, as other actions that are not in line with the UT maupun tindakan lain yang tidak sejalan dengan Code of Ethics and/or statutory provisions. Kode Etik UT dan/atau ketentuan peraturan perundang-undangan. Untuk menegakkan prinsip akuntabilitas, To uphold the principle of accountability, the Perseroan menerapkan Sistem Pelaporan Company implements a Violation Reporting System Pelanggaran (Whistleblowing System/WBS) (Whistleblowing System/WBS) along with a special beserta tim khusus yang siap mendukung para team that is ready to support stakeholders in pemangku kepentingan dalam melaporkan reporting alleged fraud, irregular transactions, or dugaan penipuan, transaksi tidak wajar, atau abuse of authority within the Company's business penyalahgunaan wewenang di lingkungan usaha environment. The mechanism for handling reports of Perseroan. Mekanisme penanganan laporan alleged violations is regulated in the WBS Guidelines dugaan pelanggaran diatur dalam Pedoman of UT, which were published on January 29, 2019 and WBS UT yang diterbitkan pada 29 Januari 2019 updated on November 28, 2025 (Revision 3), which dan telah diperbarui pada 28 November 2025 serve as the main guidelines for managing reports (Revisi 3), yang berfungsi sebagai panduan utama from employees and external stakeholders. bagi pengelolaan laporan dari karyawan maupun pemangku kepentingan eksternal. PT United Tractors Tbk - 2025 Annual Report 323
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Tata Kelola Perusahaan
Pedoman WBS tersebut secara rutin disosialisasikan The WBS Guidelines are regularly disseminated to
kepada seluruh karyawan, Direksi, Dewan Komisaris, all employees, the Board of Directors, the Board of
serta pihak terkait lainnya untuk meningkatkan Commissioners, and other related parties to increase
kesadaran dan pemahaman. Dokumen Pedoman awareness and understanding. The WBS Guidelines
WBS dapat diakses dan diunduh melalui situs web document can be accessed and downloaded from
Perseroan di laman https://www.unitedtractors.com/ the Company's website at https://www.unitedtractors.
sistem-pelaporan-pelanggaran/. com/en/whistleblowing-system/.
Lingkup Pengaduan Whistle-blowing
Ruang lingkup pengaduan yang dapat diproses The scope of complaints that can be processed by
oleh tim pengelola WBS mencakup tindakan yang the WBS management team includes actions that
berpotensi merugikan Perseroan atau melanggar have the potential to harm the Company or violate
Kode Etik UT maupun Peraturan Perusahaan yang the UT Code of Ethics and Company Regulations
dilakukan oleh karyawan di lingkungan grup committed by employees within the Company group
Perseroan (termasuk subkontraktor), antara lain (including subcontractors), including the following:
sebagai berikut:
1. Penyalahgunaan jabatan/wewenang untuk 1. Abuse of position/authority for personal/
kepentingan pribadi/golongan atau kepentingan group interests or other interests outside
lain di luar Perusahaan; the Company;
2. Pembocoran rahasia perusahaan; 2. Disclosure of company secrets;
3. Penerimaan dan/atau pemberian gratifikasi; 3. Acceptance and/or giving of gratuities;
4. Penyelewengan uang perseroan; 4. Misappropriation of company funds;
5. Penggelapan/penyalahgunaan aset perusahaan; 5. Embezzlement/misuse of company assets;
6. Pemerasan; 6. Extortion;
7. Penipuan; 7. Fraud;
8. Benturan kepentingan; 8. Conflict of interest;
9. Pelanggaran etika dan perbuatan asusila; 9. Ethical violations and immoral acts;
10. Fraud/korupsi; 10. Fraud/corruption;
11. Pencurian; 11. Theft;
12. Pelanggaran Perjanjian Kerja Bersama (PKB); 12. Violation of the Collective Labour Agreement (PKB);
13. Pelanggaran SOP/Peraturan Perusahaan; 13. Violation of SOPs/Company Regulations;
14. Pelanggaran undang-undang/peraturan yang 14. Violation of applicable laws/regulations in
berlaku di Indonesia; dan Indonesia; and
15. Keamanan. 15. Security.
Prinsip Dasar Pelaporan Basic Principles of Reporting
Laporan dugaan pelanggaran yang disampaikan Reports of alleged violations must be accompanied
harus disertai dengan informasi, bukti, atau indikasi by clear information, evidence, or indications
yang jelas mengenai pelanggaran yang dilaporkan. regarding the reported violation. Such reports must
Laporan tersebut wajib memenuhi unsur 4W+1H include the 4W+1H elements (What, Where, When,
(What, Where, When, Who, How). Who, How).
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Corporate Governance
Perlindungan bagi Pelapor Protection for Whistleblowers
Perseroan menetapkan kebijakan perlindungan bagi The Company has established a protection policy for
pelapor dalam melaksanakan mekanisme pelaporan whistleblowers in implementing the mechanism for
dugaan pelanggaran, berupa: reporting alleged violations, as follows:
1. Perusahaan berkewajiban untuk melindungi 1. The Company is obliged to protect
pelapor pengaduan. whistleblowers.
2. Perlindungan pelapor pengaduan dimaksudkan 2. The protection of whistleblowers is intended to
untuk mendorong keberanian melaporkan encourage the courage to report violations.
pelanggaran.
3. Perlindungan pelapor meliputi jaminan 3. Whistleblower protection includes guarantees
kerahasiaan identitas pelapor dan isi laporan of confidentiality regarding the identity of the
serta jaminan keamanan bagi pelapor dari whistleblower and the content of the report, as
perusahaan terhadap perlakuan yang merugikan, well as security guarantees for the whistleblower
seperti pemecatan yang tidak adil, penurunan against harmful treatment from the Company,
jabatan atau pangkat, intimidasi, pelecehan atau such as unfair dismissal, demotion in position or
diskriminasi dalam segala bentuknya, dan catatan rank, intimidation, harassment or discrimination
yang merugikan dalam file data pribadi. in all its forms, and adverse records in personal
data files.
4. Perusahaan juga memberikan jaminan 4. The Company also guarantees the confidentiality
kerahasiaan terhadap identitas terlapor selama of the identity of the reported party as long as the
dugaan pelanggaran belum terbukti. alleged violation has not been proven.
5. Perusahaan memberikan jaminan kerahasiaan 5. The Company guarantees confidentiality and
dan perlindungan bagi karyawan/orang lain yang protection for employees/other people who are
bukan pelapor namun ditunjuk oleh TKPP untuk ikut not whistleblowers but are appointed by the TKPP
membantu proses penyelidikan/investigasi suatu to assist in the investigation of a case, so that these
kasus, maka karyawan/orang tersebut juga harus employees/persons are also protected in the same
dilindungi sama seperti pelapor. way as whistleblowers.
6. Perusahaan memberi jaminan kepada pelapor 6. The Company guarantees whistleblowers that
bahwa tidak ada sanksi yang diberikan kepada no sanctions will be imposed on them if the
pelapor apabila hasil penyelidikan/investigasi results of the investigation into their report are
atas laporannya tidak terbukti. not proven.
Tim Pengelola WBS WBS Management Team
Direksi membentuk Tim Pengelola WBS yang The Board of Directors formed a WBS Management
selanjutnya disebut Tim Khusus Pelaporan Team, hereinafter referred to as the Special Violation
Pelanggaran (TKPP), yang bertugas utama Reporting Team (TKPP), whose main task is to receive
menerima dan menindaklanjuti laporan beritikad and follow up on reports made in good faith by
baik dari karyawan maupun pihak lain atas dugaan employees and other parties regarding alleged
pelanggaran yang dilakukan karyawan Perseroan violations committed by employees of the Company
dan anak perusahaan, termasuk subkontraktor and its subsidiaries, including subcontractors
dan vendor. and vendors.
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Tata Kelola Perusahaan
TKPP beranggotakan: The TKPP consists of:
a. GCG Committee Head sebagai ketua, a. The Head of the GCG Committee as chair,
b. Corporate Human Capital & CORPU Division Head b. The Head of the Corporate Human Capital & CORPU
sebagai anggota, Division as a member,
c. Group Operational Audit Function Head sebagai c. The Head of the Group Operational Audit Function
anggota, dan as a member, and
d. Group Legal Function Head sebagai anggota, d. The Head of the Group Legal Function as a member,
dengan pertanggungjawaban langsung reporting directly to the Board of Directors.
kepada Direksi.
Dalam melaksanakan mandatnya, TKPP wajib In carrying out its mandate, the TKPP is obliged to
menjunjung tinggi kerahasiaan, asas praduga tak uphold confidentiality, the principle of presumption of
bersalah, profesionalisme, kejujuran, independensi, innocence, professionalism, honesty, independence,
objektivitas, serta prinsip-prinsip lain yang selaras objectivity, and other principles in line with
dengan kebijakan perusahaan dan peraturan company policy and laws and regulations.
perundang-undangan.
Kewenangan penanganan laporan diatur sebagai The authority to handle reports is regulated
berikut: as follows:
a. Dugaan pelanggaran oleh karyawan menjadi a. Alleged violations by employees are the authority
kewenangan TKPP dan Direksi, of the TKPP and the Board of Directors,
b. Dugaan pelanggaran oleh Direksi menjadi b. Alleged violations by the Board of Directors are the
kewenangan Dewan Komisaris dan diatur dalam authority of the Board of Commissioners and are
ketentuan tersendiri. regulated in separate provisions.
Mekanisme Pelaporan Dugaan Whistleblowing Mechanism
Pelanggaran
Perseroan memiliki mekanisme pada pelaporan The Company has a mechanism for reporting alleged
dugaan pelanggaran, yaitu: violations, namely:
1. Pelapor dapat menyampaikan laporan dugaan 1. Reporters can submit reports of alleged violations
pelanggaran kepada TKPP melalui berbagai kanal to the TKPP through various reporting channels
pelaporan yang telah ditetapkan Perseroan. established by the Company.
2. Pelapor dapat mencantumkan identitas diri 2. Reporters can include their identity along with their
beserta alamat e-mail, nomor telepon, atau nomor e-mail address, telephone number, or WhatsApp
WhatsApp yang dapat dihubungi. number for contact purposes.
Mekanisme tersebut digunakan agar setelah laporan This mechanism is used so that after the report
diterima Pelapor memperoleh konfirmasi bahwa is received, the reporter receives confirmation
laporan tersebut telah diterima dan akan diproses that the report has been received and will be
lebih lanjut. processed further.
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Alur Sistem Pelaporan Pelanggaran Flow of Whistleblowing System
Pelapor Tim Investigasi
Whistleblower TKPP TKPP
Investigation Team
Laporan Hasil
Menyampaikan Laporan Analisis Tindak lanjut Investigasi ke
Menerima
Laporan Awal ke Direksi Investigasi Hasil Investigasi Direksi
Laporan
Submitting Preliminary Analysis Investigation Follow-up results Report on the
Receive Reports
Reports Reports to Board of of Investigation Investigation to the
Directors Board of Directors
Laporan Hasil Pembentukan
Laporan Hasil
Surel/WA/SMS Screening Laporan Penelitian Awal Tim Investigasi
Audit Investigasi
E-mail/WA/SMS Reports Screening Preliminary Formation of
Investigative Audit
Research Reports Investigative
Reports
Team
Dokumentasi Proses Dokumentasi
Laporan Investigasi Laporan
Report The Investigation Report
Documentaion Process Documentation
Penanganan Laporan Whistleblowing Handling
Penangan laporan yang diterapkan di antaranya: The report handling procedures applied include:
1. TKPP terlebih dahulu memverifikasi identitas 1. The TKPP first verifies the identity of the Reporter
Pelapor serta menelaah laporan untuk memastikan and reviews the report to ensure that the 4W+1H
unsur 4W+1H terpenuhi sebelum diteruskan kepada elements are fulfilled before forwarding it to the
Tim Investigasi. Investigation Team.
2. Apabila informasi yang disampaikan belum 2. If the information provided is insufficient, TKPP may
memadai, TKPP dapat meminta klarifikasi request additional clarification from the Reporter,
tambahan kepada Pelapor, termasuk bukti awal including preliminary evidence and supporting
dan data pendukung seperti data transaksi, data such as transaction data, correspondence
korespondensi (e-mail atau pesan), rekaman, (e-mails or messages), recordings, and
maupun data sistem. system data.
3. Jika laporan dinilai tidak memenuhi kriteria, 3. If the report is deemed not to meet the criteria,
TKPP menyusun Berita Acara 1 sebagai dasar the TKPP prepares Report 1 as the basis for
penutupan kasus dan melalui Sekretaris WBS closing the case and, through the WBS Secretary,
memberitahukan kepada Pelapor paling lambat notifies the Reporter no later than 5 working
5 hari kerja setelah berita acara dibuat bahwa days after the report is made that the report has
laporan dihentikan. been discontinued.
4. Apabila laporan memenuhi syarat, TKPP menyusun 4. If the report meets the requirements, the TKPP shall
Berita Acara 1 untuk diproses lebih lanjut melalui prepare Minutes 1 for further processing through a
investigasi awal. preliminary investigation.
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Tata Kelola Perusahaan
5. Jika hasil penelitian awal memerlukan audit 5. If the preliminary investigation results require an
investigasi, mekanismenya adalah sebagai berikut: investigative audit, the mechanism is as follows:
a. Untuk kasus non‑fraud atau berdampak kecil/ a. For non-fraud or minor impact cases, the
minor, audit investigasi dilakukan pada jadwal investigative audit shall be conducted on the
audit reguler dan hasilnya dilaporkan kepada regular audit schedule and the results shall be
Direksi dalam laporan triwulanan TKPP. reported to the Board of Directors in the TKPP
quarterly report.
b. Untuk kasus indikasi fraud atau berdampak b. For cases of suspected fraud or moderate to
sedang hingga besar, TKPP menyampaikan major impact, the TKPP submits the Preliminary
Laporan Hasil Penelitian Awal (Berita Acara 1) Investigation Report (Minutes 1) to the Board
kepada Direksi sebagai dasar penetapan of Directors as the basis for determining
langkah lanjutan. further steps.
6. Kewenangan penanganan laporan diatur 6. The authority to handle reports is regulated
sebagai berikut: as follows:
a. Jika Terlapor adalah karyawan, proses audit a. If the reported party is an employee, the
investigasi dilaksanakan oleh tim yang dibentuk investigative audit process is carried out by
Kepala Audit Internal atas permintaan TKPP. a team formed by the Internal Audit Function
Head at the request of the TKPP.
b. Jika Terlapor adalah anggota TKPP atau b. If the reported party is a member of the TKPP or
bawahannya (selain Kepala Audit Internal their subordinate (other than the Internal Audit
dan bawahannya), Direksi menonaktifkan Function Head and their subordinates), the Board
sementara pihak terkait dari TKPP sampai of Directors temporarily suspends the relevant
investigasi selesai, dan TKPP meminta Kepala party from the TKPP until the investigation is
Audit Internal membentuk tim investigasi. complete, and the TKPP requests the Internal Audit
Function Head to form an investigation team.
c. Jika Terlapor adalah Kepala Audit Internal atau c. If the reported party is the Internal Audit Function
bawahannya, Direksi menonaktifkan sementara Head or their subordinate, the Board of Directors
Kepala Audit Internal dari TKPP, dan TKPP will temporarily suspend the Internal Audit
bersama Direksi menunjuk tim investigasi. Function Head from the TKPP, and the TKPP
together with the Board of Directors will appoint
an investigation team.
d. Jika Terlapor adalah anggota Direksi, d. If the reported party is a member of the Board
TKPP meneruskan dokumen laporan of Directors, the TKPP will forward the report
kepada Dewan Komisaris yang akan documents to the Board of Commissioners,
melaksanakan investigasi dengan dukungan which will conduct an investigation
Komite Nominasi dan Remunerasi. with the support of the Nomination and
Remuneration Committee.
Sanksi atas Pelanggaran yang Terbukti Sanctions for Proven Violation
Apabila hasil investigasi menyimpulkan bahwa telah If the investigation concludes that a violation has
terjadi pelanggaran, TKPP menyusun Berita Acara occurred, the TKPP shall prepare an Investigation
Laporan Hasil Audit Investigasi (Berita Acara 2) yang Audit Report (Report 2) containing recommendations
memuat rekomendasi sanksi dan menyampaikannya for sanctions and submit it to the Board of Directors
kepada Direksi untuk mendapatkan persetujuan. for approval. Once approved, the head of the relevant
Setelah disetujui, kepala divisi terkait melaksanakan division shall impose sanctions in accordance with
penjatuhan sanksi sesuai ketentuan yang berlaku the applicable provisions of the Company.
di Perseroan.
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Corporate Governance Sebaliknya, jika hasil investigasi menyatakan Conversely, if the investigation results indicate that pelanggaran tidak terbukti, TKPP menyusun Berita no violation has been proven, the TKPP shall prepare Acara 2 yang menyatakan laporan ditutup dan Report 2 stating that the report has been closed menyampaikan dokumen tersebut kepada Direksi. and submit the document to the Board of Directors. Sekretaris WBS kemudian menginformasikan The WBS Secretary shall then officially inform the secara resmi kepada Pelapor mengenai status Reporter of the final status of the investigation akhir investigasi dan, bila ada, sanksi yang and, if applicable, the sanctions imposed on the dikenakan kepada pihak terkait dalam jangka relevant parties within a maximum of 5 working waktu paling lambat 5 hari kerja sejak Berita days from the date of issuance of Report 2. Acara 2 diterbitkan. Perlindungan bagi Pelapor Whistleblower Protection Sebagai perlindungan bagi Pelapor, Perseroan telah As protection for Whistleblowers, the Company has menetapkan kebijakan sebagai berikut: established the following policy: 1. Perseroan berkewajiban untuk melindungi pelapor. 1. The Company is obliged to protect whistleblowers. 2. Perlindungan Pelapor dimaksudkan untuk 2. Whistleblower protection is intended to encourage mendorong keberanian melaporkan pelanggaran. the courage to report violations. 3. Perlindungan Pelapor meliputi jaminan 3. Protection of whistleblowers includes guaranteeing kerahasiaan identitas Pelapor dan isi laporan, the confidentiality of the whistleblower's serta jaminan keamanan bagi Pelapor dari identity and the content of the report, as well as perusahaan terhadap perlakuan yang merugikan, guaranteeing the whistleblower's safety from the seperti pemecatan yang tidak adil, penurunan Company against harmful treatment, such as jabatan atau pangkat, intimidasi, pelecehan atau unfair dismissal, demotion or reduction in rank, diskriminasi dalam segala bentuknya, dan catatan intimidation, harassment or discrimination in any yang merugikan dalam file data pribadi. form, and harmful records in personal data files. 4. Perseroan juga memberikan jaminan kerahasiaan 4. The Company also guarantees the confidentiality terhadap identitas Terlapor selama dugaan of the identity of the reported party as long as the pelanggaran belum terbukti. alleged violation has not been proven. 5. Perseroan memberikan jaminan kerahasiaan dan 5. The Company guarantees confidentiality and perlindungan bagi karyawan/orang lain yang protection for employees/other persons who are bukan Pelapor namun ditunjuk oleh TKPP untuk ikut not whistleblowers but are appointed by the TKPP membantu proses penyelidikan/investigasi suatu to assist in the investigation of a case, so that these kasus, maka karyawan/orang tersebut juga harus employees/persons must also be protected in the dilindungi sama seperti pelapor. same way as whistleblowers. 6. Perseroan memberi jaminan kepada Pelapor 6. The Company guarantees the Reporter that no bahwa tidak ada sanksi yang diberikan kepada sanctions will be imposed on the Reporter if the Pelapor apabila hasil penyelidikan/investigasi atas results of the investigation into their report are laporannya tidak terbukti. not proven. Keamanan dan Kerahasiaan Data Data Security and Confidentiality Seluruh informasi mengenai Sistem Pelaporan All information regarding the Violation Reporting Pelanggaran disimpan secara aman di file sharing System is securely stored in a file sharing yang aksesnya terbatas hanya untuk TKPP. Setiap system with access restricted to TKPP. All data, data, informasi, maupun laporan wajib diberi information, and reports must be marked ‘secret’ PT United Tractors Tbk - 2025 Annual Report 329
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Tata Kelola Perusahaan
penandaan “rahasia” atau confidential, serta hanya or ‘confidential’ and may only be distributed to the
dapat didistribusikan kepada Direksi dan General Board of Directors and General Managers directly
Manager yang secara langsung terkait kasus tersebut. involved in the case. Distribution outside of these
Untuk distribusi di luar pihak tersebut, diperlukan parties requires special approval from TKPP.
persetujuan khusus dari TKPP.
Laporan Pelanggaran pada Tahun 2025 Whistleblowing Report in 2025
Tim WBS menerima sebanyak 1 (satu) laporan The WBS team received a total of 1 (one) report
pelanggaran yang berhubungan dengan aktivitas of violation related to the Company’s business
usaha maupun karyawan Perseroan sepanjang activities and employees throughout 2025. Of
tahun 2025. Dari jumlah tersebut, 1 (satu) laporan these, 1 (one) report was resolved without sanctions
telah diselesaikan tanpa penjatuhan sanksi kepada being imposed on the parties involved.
pihak yang terlibat.
Kebijakan Antikorupsi
Anti-Corruption Policy
Dalam rangka memperkuat kepatuhan di lingkungan To strengthen compliance within the Company's
grup Perseroan terhadap hukum, peraturan, dan group environment with laws, regulations and
standar etika, Perseroan menetapkan Kebijakan ethical standards, the Company has established
Antikorupsi yang juga menjadi wujud dukungan an Anti-Corruption Policy which also represents the
Perseroan terhadap program pemerintah dalam Company's support for the government's programme
pencegahan praktik korupsi di Indonesia. to prevent corrupt practices in Indonesia.
Kebijakan Antikorupsi wajib dijalankan oleh seluruh The Anti-Corruption Policy must be implemented by
unit organisasi Perseroan, termasuk jajaran eksekutif all organisational units of the Company, including
dan semua karyawan. Dalam menjalankan aktivitas executives and all employees. In conducting its
bisnisnya, Perseroan memberlakukan kebijakan business activities, the Company enforces this policy
ini tidak hanya secara internal, tetapi juga kepada not only internally, but also towards customers,
pelanggan, pemasok atau mitra usaha, serta seluruh suppliers or business partners, as well as all
pemangku kepentingan yang terlibat. stakeholders involved.
Tindakan atas Pelanggaran Kebijakan Action for Violation of Anti-Corruption
Antikorupsi Policy
Setiap bentuk penyuapan, penerimaan suap, atau Any form of bribery, acceptance of bribes, or
keuntungan tidak semestinya yang terkait dengan improper benefits related to the Company's
transaksi Perseroan wajib dilaporkan kepada Tim transactions must be reported to the Special
Khusus Pelaporan Pelanggaran (TKPP). Identitas Violation Reporting Team (TKPP). The identity of the
pelapor dijaga kerahasiaannya, dan seluruh data reporter will be kept confidential, and all personal
pribadi yang diperoleh dari laporan akan dikelola data obtained from the report will be managed
secara adil dan sah dengan tetap mematuhi fairly and lawfully in compliance with confidentiality
ketentuan kerahasiaan serta pelindungan data, untuk and data protection provisions, for the purposes of
keperluan identifikasi dan investigasi atas dugaan identification and investigation of alleged illegal acts
tindakan ilegal maupun ketidakpatuhan terhadap or non-compliance with the Company's policies.
kebijakan Perseroan.
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Corporate Governance
Pelatihan/Sosialisasi Antikorupsi Kepada Anti-Corruption Training/Socialization to
Karyawan Employees
Perseroan secara berkesinambungan melakukan The Company continuously disseminates and
sosialisasi dan internalisasi Kebijakan Antikorupsi internalises its Anti-Corruption Policy to all Company
kepada seluruh insan Perseroan agar dipahami personnel so that it is understood and consistently
dan diterapkan secara konsisten dalam setiap applied in all business activities. Throughout 2025,
aktivitas usaha. Sepanjang tahun 2025, Perseroan the Company did not conduct any specific anti-
tidak menyelenggarakan kegiatan pelatihan atau corruption training or socialization programs for
sosialisasi antikorupsi baru bagi karyawan. Meskipun employees. Nevertheless, the Company remains
demikian, Perseroan tetap memastikan seluruh insan committed to ensuring that all personnel consistently
Perseroan senantiasa menjunjung tinggi nilai-nilai uphold the values of integrity in all business
integritas dalam setiap aktivitas usaha. activities.
Komitmen Perseroan The Company’s Commitment
Komitmen Perseroan atas antikorupsi, antara lain: The Company's commitment to anti-corruption
includes:
1. Perseroan melarang keras memberikan, 1. The Company strictly prohibits giving, offering, or
menawarkan, atau menjanjikan uang, barang, promising money, goods, or other forms of benefit
atau bentuk keuntungan lain kepada pejabat to government officials in Indonesia or other
pemerintah di Indonesia maupun negara lain, countries, including any reward for satisfaction
termasuk imbalan apa pun demi kepuasan or financial gain, in whole or in part, at the
ataupun kepentingan finansial, baik seluruhnya request of any party (“Prohibited Benefits”). The
atau sebagian, atas permintaan pihak mana pun Company is also not permitted to participate in,
(“Keuntungan yang Dilarang”). Perseroan juga support, or collude with other business actors in
tidak diperkenankan ikut serta, mendukung, atau similar activities.
bersekongkol dengan pelaku usaha lain untuk
aktivitas serupa.
2. Perseroan tidak memberikan hadiah atau hiburan 2. The Company does not give gifts or entertainment
kepada pejabat pemerintah baik di dalam maupun to government officials either domestically or
luar negeri jika bertentangan dengan Kode Etik dan abroad if it is contrary to the Code of Ethics and
hukum yang berlaku. applicable laws.
3. Dilarang bagi Perseroan untuk menginstruksikan, 3. The Company is prohibited from instructing,
membantu, ataupun menyetujui Rekan Bisnis assisting, or approving Business Partners (e.g.
(misal: agen, konsultan, kontraktor, subkontraktor, agents, consultants, contractors, subcontractors,
mitra usaha) dalam melaksanakan perjanjian business partners) in executing agreements that
yang berujung pada Keuntungan yang Dilarang, result in Prohibited Benefits, either to domestic
baik kepada instansi pemerintah dalam/ or foreign government agencies or consumers
luar negeri maupun konsumen untuk tujuan for the purpose of improper requests. In every
permintaan yang tidak pantas. Dalam setiap kerja business cooperation, the Company must
sama bisnis, Perseroan wajib memperhatikan due pay attention to due diligence and include
diligence dan memasukkan klausul antikorupsi anti-corruption clauses in its agreements.
pada perjanjiannya.
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Tata Kelola Perusahaan
4. Pemberian atau janji Keuntungan yang Dilarang 4. The giving or promising of Prohibited Benefits
kepada pejabat atau pegawai dari perusahaan to officials or employees of other companies,
lain, baik dalam maupun luar negeri, demi both domestic and foreign, in order to
memengaruhi sikap/tindakan yang tidak pantas influence inappropriate attitudes/actions is
dilarang keras. Demikian juga menerima bentuk strictly prohibited. Likewise, accepting similar
keuntungan serupa dari perusahaan lain bukan benefits from other companies is not part of
bagian dari prinsip Perseroan. the Company's principles.
5. Perseroan selalu tunduk pada ketentuan 5. The Company always complies with the anti-
perundang-undangan antikorupsi yang berlaku corruption laws and regulations applicable
di Indonesia. in Indonesia.
Penerapan Tata Kelola
Perusahaan Terbuka
Corporate Governance Implementation of Public Companies
Penerapan Tata Kelola Perusahaan Terbuka, yakni The implementation of Corporate Governance,
penerapan 5 (lima) aspek, 8 (delapan) prinsip, dan 25 namely the implementation of 5 (five) aspects,
(dua puluh lima) rekomendasi tata kelola perusahaan 8 (eight) principles, and 25 (twenty-five)
yang baik dilakukan dengan pendekatan “terapkan recommendations for good corporate governance,
atau jelaskan” (comply or explain). Hal tersebut is carried out using a ‘comply or explain’ approach.
Sejalan dengan Peraturan OJK No. 21/POJK.04/2015 This is in line with OJK Regulation No. 21/POJK.04/2015
tentang Penerapan Pedoman Tata Kelola Perusahaan concerning the Implementation of Open Company
Terbuka dan Surat Edaran OJK No. 32/SEOJK.04/2015 Governance Guidelines and OJK Circular Letter
tentang Pedoman Tata Kelola Perusahaan Terbuka. No. 32/SEOJK.04/2015 concerning Open Company
Penerapan Pedoman Tata Kelola oleh Perseroan Governance Guidelines. The implementation of the
adalah sebagai berikut: Governance Guidelines by the Company is as follows:
Aspek Prinsip Rekomendasi Pelaksanaan
Aspects Principles Recommendations Implementations
A. Hubungan perusahaan Prinsip 1: Perusahaan terbuka memiliki Perseroan telah memenuhi
terbuka dengan Meningkatkan nilai cara atau prosedur teknis rekomendasi ini. Tata cara mengenai
pemegang saham Penyelenggaraan RUPS pengumpulan suara (voting) pengambilan suara baik secara
dalam menjamin hak- 1st Principle: baik secara terbuka maupun terbuka maupun secara tertutup
hak pemegang saham Increasing the value tertutup yang mengedepankan diatur di dalam Anggaran Dasar
Relationship between of GMS independensi dan kepentingan Perseroan. Dalam pelaksanaan setiap
public companies pemegang saham. RUPS, mekanisme pengambilan suara
and shareholders in The public company has the merupakan bagian dari tata tertib
assuring the rights of options or technical procedures rapat yang diinformasikan kepada
shareholders of open and closed voting, para pemegang saham di awal rapat.
observing independence and
the interests of shareholders.
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Corporate Governance
Aspek Prinsip Rekomendasi Pelaksanaan
Aspects Principles Recommendations Implementations
The Company has complied with this
recommendation. The procedures for
voting, whether conducted openly or
by secret ballot are stipulated in the
Company’s Articles of Association.
In each GMS, the voting mechanism
forms part of the meeting rules and
procedures, which are communicated
to shareholders at the beginning of
the meeting.
Seluruh anggota Direksi dan Seluruh anggota Dewan Komisaris
anggota Dewan Komisaris dan Direksi hadir pada RUPS Tahunan
perusahaan terbuka hadir tanggal 25 April 2025.
dalam RUPS Tahunan. All members of the Board of
All members of the Board of Commissioners and Board of
Directors (BOD) and the Board Directors presented in the Annual GMS
of Commissioners (BOC) of on April 25, 2025.
public company attend the
Annual GMS.
Ringkasan risalah RUPS tersedia Perseroan telah memenuhi
di situs web perusahaan rekomendasi ini.
terbuka paling singkat selama The Company has complied with this
1 (satu) tahun. recommendation.
GMS minutes available on the
website of a public company for
at least 1 (one) year.
Prinsip 2: Perusahaan terbuka memiliki Perseroan telah memenuhi
Meningkatkan suatu kebijakan komunikasi rekomendasi ini.
kualitas Komunikasi dengan pemegang saham The Company has complied with this
perusahaan terbuka atau investor. recommendation.
dengan pemegang The public company has
saham atau investor a communication policy
2nd Principles: concerning its interaction with
Enhancing quality shareholders or investors.
of communication
between the public Perusahaan terbuka Perseroan telah memenuhi
company with mengungkapkan kebijakan rekomendasi ini.
shareholders or komunikasi perusahaan terbuka The Company has complied with this
investors dengan pemegang saham recommendation.
atau investor dalam situs web.
The public company discloses
its communications policy with
shareholders or investors via
website.
B. Fungsi dan peran Prinsip 3: Penentuan jumlah Perseroan telah memenuhi
Dewan Komisaris Memperkuat anggota Dewan Komisaris rekomendasi ini dengan mengacu
Function and role keanggotaan dan mempertimbangkan kondisi pada peraturan terkait dan Anggaran
of the Board of komposisi Dewan perusahaan terbuka. Dasar Perseroan.
Commissioners (BOC) Komisaris The determination of members The Company has complied with
3rd Principle: of the BOC considers the this recommendation by referring to
Strengthening the BOC condition of public company. the applicable regulations and the
membership and Company’s Articles of Association.
composition
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Tata Kelola Perusahaan
Aspek Prinsip Rekomendasi Pelaksanaan
Aspects Principles Recommendations Implementations
Penentuan komposisi Perseroan telah memenuhi
anggota Dewan Komisaris rekomendasi ini dengan mengacu
memperhatikan keberagaman pada peraturan terkait dan Anggaran
keahlian, pengetahuan dan Dasar Perseroan.
pengalaman yang dibutuhkan. The Company has complied with
The BOC composition considers this recommendation by referring to
the diversity of skills and the applicable regulations and the
knowledge. Company’s Articles of Association.
Prinsip 4: Dewan Komisaris mempunyai Perseroan telah memenuhi
Meningkatkan kualitas kebijakan penilaian sendiri rekomendasi ini.
pelaksanaan tugas (self-assessment) untuk menilai The Company has complied with this
dan tanggung jawab kinerja Dewan Komisaris. recommendation.
Dewan Komisaris The BOC has a self-assessment
4th Principle: policy to measure the BOC
Enhancing the quality performance.
of the BOC duties
and responsibilities
performance
Kebijakan penilaian sendiri Perseroan telah memenuhi
(self-assessment) untuk rekomendasi ini.
menilai kinerja Dewan Komisaris The Company has complied with this
diungkapkan dalam laporan recommendation.
tahunan perusahaan terbuka.
Self-assessment policy to
appraise the BOC performance
is disclosed in the annual report
of a public company.
Dewan Komisaris mempunyai Perseroan telah memenuhi
kebijakan terkait pengunduran rekomendasi ini.
diri anggota Dewan Komisaris The Company has complied with this
apabila terlibat dalam recommendation.
kejahatan keuangan.
The BOC has a policy
concerning members’
resignation in the event of a
member is involved in financial
crimes.
Dewan Komisaris atau Komite Perseroan telah memenuhi
yang menjalankan fungsi rekomendasi ini.
nominasi dan remunerasi The Company has complied with this
menyusun kebijakan suksesi recommendation.
dalam proses nominasi
anggota Direksi.
The BOC or the Committee that
performs the nomination and
remuneration function arrange
the succession policy in the
nomination process of the BOD.
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Corporate Governance
Aspek Prinsip Rekomendasi Pelaksanaan
Aspects Principles Recommendations Implementations
C. Fungsi dan peran Prinsip 5: Penentuan jumlah anggota Perseroan telah memenuhi
Direksi Memperkuat Direksi mempertimbangkan rekomendasi ini dengan mengacu
Function and role of keanggotaan dan kondisi perusahaan terbuka pada peraturan terkait dan Anggaran
the Board of Directors komposisi Direksi serta efektivitas dalam Dasar Perseroan.
(BOD) 5th Principle: pengambilan keputusan. The Company has complied with
Strengthening the In determining the number this recommendation by referring to
BOD membership and of BOD members, the public the applicable regulations and the
composition company considers its Company’s Articles of Association.
condition and decision-making
effectiveness.
Penentuan komposisi anggota Perseroan telah memenuhi
Direksi memperhatikan rekomendasi ini dengan mengacu
keberagaman, keahlian, pada peraturan terkait dan Anggaran
pengetahuan, dan pengalaman Dasar Perseroan.
yang dibutuhkan. The Company has complied with
The BOD composition considers this recommendation by referring to
the diversity of skills, knowledge, the applicable regulations and the
and experience. Company’s Articles of Association.
Anggota Direksi yang Perseroan telah memenuhi
membawahi bidang rekomendasi ini.
akuntansi atau keuangan The Company has complied with this
memiliki keahlian dan/atau recommendation.
pengetahuan di bidang
akuntansi.
The Director, who is responsible
for accounting or finance,
has relevant expertise and
knowledge in accounting.
Prinsip 6: Direksi mempunyai kebijakan Perseroan telah memenuhi
Meningkatkan Kualitas penilaian sendiri (self- rekomendasi ini.
pelaksanaan tugas assessment) untuk menilai The Company has complied with this
dan tanggung Jawab kinerja Direksi. recommendation.
Direksi The BOD has a self-assessment
6th Principle: policy in place to measure their
Enhance the quality performance.
of the BOD duties
and responsibilities
performance
Kebijakan penilaian sendiri Perseroan telah memenuhi
(self-assessment) untuk menilai rekomendasi ini.
kinerja Direksi diungkapkan The Company has complied with this
di dalam laporan tahunan recommendation.
perusahaan terbuka.
Self-assessment policy to
assess the BOD performance is
disclosed in the annual report of
the public company.
Direksi mempunyai kebijakan Perseroan telah memenuhi
terkait pengunduran diri rekomendasi ini.
anggota Direksi apabila terlibat The Company has complied with this
dalam kejahatan keuangan. recommendation.
The BOD has a policy for
member resignation if involved
in financial crimes.
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Tata Kelola Perusahaan
Aspek Prinsip Rekomendasi Pelaksanaan
Aspects Principles Recommendations Implementations
D. Partisipasi pemangku Prinsip 7: Perusahaan terbuka memiliki Perseroan telah memenuhi
kepentingan Meningkatkan kebijakan untuk mencegah rekomendasi ini.
Stakeholders’ aspek tata kelola terjadinya insider trading. The Company has complied with this
participation perusahaan melalui The public company has a recommendation.
partisipasi pemangku policy to prevent insider trading.
kepentingan
7th Principle:
Improving corporate
Governance through
stakeholders’
participation.
Perusahaan terbuka memiliki Perseroan telah memenuhi
kebijakan antikorupsi dan rekomendasi ini.
antifraud. The Company has complied with this
The public company has recommendation.
anticorruption and anti-fraud
policies.
Perusahaan terbuka memiliki Perseroan telah memenuhi
kebijakan tentang seleksi dan rekomendasi ini.
peningkatan kemampuan The Company has complied with this
pemasok atau vendor. recommendation.
The public company has a
policy on suppliers or vendors
selection and capability.
Perusahaan terbuka memiliki Perseroan telah memenuhi
kebijakan untuk pemenuhan rekomendasi ini.
hak-hak kreditur. The Company has complied with this
The public company has a recommendation.
policy to fulfill the rights of
creditors.
Perusahaan terbuka memiliki Perseroan telah memenuhi
kebijakan Whistleblowing rekomendasi ini.
System. The Company has complied with this
The public company has a recommendation.
whistleblowing system policy.
Perusahaan terbuka memiliki Struktur remunerasi Direksi yang
kebijakan pemberian insentif berlaku saat ini dinilai telah mampu
jangka panjang kepada Direksi mendukung kinerja Direksi yang akan
dan karyawan. memberikan dampak jangka panjang
The public company has a bagi kinerja Perseroan.
policy of long-term incentives The current remuneration structure of
for the BOD and employees. the Board of Directors is considered
adequate to support the performance
of the Board of Directors, which
is expected to deliver long-term
positive impacts on the Company’s
performance.
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Corporate Governance
Aspek Prinsip Rekomendasi Pelaksanaan
Aspects Principles Recommendations Implementations
E. Keterbukaan informasi Prinsip 8: Perusahaan terbuka Perseroan juga memanfaatkan
Information disclosure Meningkatkan memanfaatkan penggunaan media sosial sebagai media
pelaksanaan teknologi informasi secara lebih komunikasi dan penyebaran informasi
keterbukaan informasi luas selain situs web sebagai seputar perusahaan, produk dan
8th Principle: media keterbukaan informasi. jasa maupun informasi lainnya yang
Enhancing The public company utilizes berhubungan dengan kegiatan
information Disclosure a range of information Perseroan. Akun media sosial yang
implementation technology platforms other dimiliki adalah kanal Youtube
than the website as channels of (@unitedtractors), laman Facebook
information disclosure. (PT United Tractors Tbk), akun
Instagram (@unitedtractorsofficial
dan @ceritadiunitedtractors),
dan laman LinkedIn (PT United
Tractors Tbk).
The Company also utilises social
media as a communication channel
and a means of disseminating
information related to the Company,
its products and services, as well
as other information associated
with the Company’s activities.
The Company’s official social media
accounts include the YouTube channel
(@unitedtractors), Facebook page
(PT United Tractors Tbk), Instagram
account (@unitedtractorsofficial and
@ceritadiunitedtractors), and LinkedIn
page (PT United Tractors Tbk).
Laporan tahunan perusahaan Perseroan telah memenuhi
terbuka mengungkapkan rekomendasi ini.
pemilik manfaat akhir dalam The Company has complied with this
kepemilikan saham perusahaan recommendation.
terbuka paling sedikit 5% (lima
persen), selain pengungkapan
pemilik manfaat akhir dalam
kepemilikan saham perusahaan
terbuka melalui pemegang
saham utama dan pengendali.
The annual report of the
public company discloses the
ultimate beneficiaries of at
least 5% shareholding in the
public company, in addition
to ultimate beneficial owners
of shareholding in the public
company through majority and
controlling shareholders.
PT United Tractors Tbk - 2025 Annual Report 337
Page 340
Tanggung
Jawab Sosial dan
Lingkungan
Corporate Social Responsibility
and Environment
338
07 Laporan Tahunan 2025 - PT United Tractors Tbk
Page 341
PT United Tractors Tbk - 2025 Annual Report 339
Page 342
Tanggung Jawab Sosial dan Lingkungan
Dalam mewujudkan keberlanjutan, Grup Perseroan In achieving sustainability, the Company Group
menerapkan prinsip-prinsip ESG dengan tujuan implements ESG principles with the goal of creating
menciptakan manfaat nyata bagi lingkungan, tangible benefits for the environment, community,
masyarakat, dan operasional Perseroan, sekaligus and the Company’s operations, while simultaneously
mendukung program pembangunan nasional. supporting national development programs. The
Program Tanggung Jawab Sosial dan Lingkungan Corporate Social and Environmental Responsibility
(TJSL) yang dilakukan terintegrasi erat dengan (TJSL) program is tightly integrated with the
tujuan bisnis Perseroan melalui Triple-P Roadmap Company’s business objectives through Triple-P
serta Aspirasi Keberlanjutan 2030 UT dan selaras Roadmap and UT 2030 Sustainability Aspirations,
dengan target pencapaian Tujuan Pembangunan aligned with the achievement targets of the
Berkelanjutan (TPB). Sustainable Development Goals (SDGs).
Informasi kegiatan Perseroan terkait tanggung jawab The Company’s activity information related to TJSL
sosial dan lingkungan (TJSL) disampaikan secara is included in the Sustainability Report of PT United
lengkap pada Laporan Keberlanjutan PT United Tractors Tbk 2025, which was published in a separate
Tractors Tbk 2025, yang diterbitkan dalam buku book and submitted at the same time with this Annual
terpisah dan dalam waktu yang bersamaan dengan Report, in line with SEOJK 16/SEOJK.04/2021. Part of the
Laporan Tahunan ini, sejalan dengan arahan SEOJK information is in accordance with ISO 26000 guidelines,
16/SEOJK.04/2021. Sebagian informasi ini disesuaikan including disclosure of human rights, employment,
dengan panduan ISO 26000 termasuk pengungkapan fair business practices, the environment, customer
hak asasi manusia, ketenagakerjaan, praktik usaha service, as well as community engagement and
yang wajar, lingkungan, layanan kepada pelanggan, empowerment. In general, the information in PT United
serta pelibatan dan pemberdayaan masyarakat. Tractors Tbk Annual Report and Sustainability Report
Secara umum, informasi dalam Laporan Tahunan 2025 is complementary.
ini dan Laporan Keberlanjutan PT United Tractors Tbk
2025 saling melengkapi.
Silahkan merujuk pada Laporan Keberlanjutan Please refer to the PT United Tractors Tbk 2025
PT United Tractors Tbk 2025 untuk informasi lebih Sustainability Report for more detailed information.
lengkap. Adapun yang disajikan pada bagian ini What is presented on this page are only “Sustainability
hanya “Ikhtisar Keberlanjutan”. Highlights.”
Ikhtisar Kinerja Performance Overview
Tanggung Jawab terkait Lingkungan Hidup Environmental Responsibilities
Seluruh kegiatan usaha di Grup Perseroan All business activities within the Company Group
telah memenuhi ketentuan perizinan serta comply with applicable environmental permit
melaksanakan kewajiban pengelolaan dan requirements, including mandated environmental
pemantauan lingkungan. management and monitoring obligations.
340 Laporan Tahunan 2025 - PT United Tractors Tbk
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Corporate Social Responsibility and Environment
Grup Perseroan menunjukkan komitmennya The Company Group demonstrated its commitment
pada lingkungan hidup di tahun 2025 dengan to the environment in 2025 by allocating
mengalokasikan dana sebesar Rp634,15 miliar untuk Rp634.15 billion for environmental management.
pengelolaan lingkungan.
Total Emisi GRK (Cakupan 1 dan 2)
Total GHG Emissions (Scope 1 and 2)
tCO2eq
2025 3,356,710.57
2024 3,395,421.88
2023 3,426,176.93
Bauran Energi Terbarukan
Renewable Energy Mix
%
2025 36.17
2024 31.92
2023 30.43
Total Pengambilan Air
Total Water Withdrawal
Megaliter
2025 6,033.32
2024 6,973.15
2023 6,879.15
Total Limbah Padat Diverted
Total Solid Waste Diverted
%
2025 40,349.94
2024 27,902.83
2023 15,087.39
PT United Tractors Tbk - 2025 Annual Report 341
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Tanggung Jawab Sosial dan Lingkungan
Tanggung Jawab terkait Pengembangan Sosial Social and Community Development
dan Kemasyarakatan Responsibilities
Perseroan menyadari bahwa keberlanjutan tidak The Company acknowledges that sustainability is
hanya bergantung pada kinerja internal namun juga driven by both internal performance and engagement
pada hubungan dengan masyarakat sekitar. Grup with surrounding communities. The Company Group is
Perseroan berkomitmen menjalankan CSR melalui committed to implementing CSR through four pillars.
empat pilar.
Pilar Pendidikan dan Pilar Lingkungan
Tanggap Darurat Bencana Environment Pillar
Education and Disaster
Emergency Response Pillar
Program peningkatan kualitas pendidikan dan Program konservasi dan rehabilitasi lingkungan
penguatan kesiapsiagaan bencana bersama masyarakat
Program for enhancing education quality and Environmental conservation and rehabilitation
strengthening disaster preparedness programs with the community
61,873 Orang
People 10,776 Orang
People
Penerima Manfaat Baru Penerima Manfaat Baru
New Beneficiaries New Beneficiaries
Pilar Kesehatan Pilar Kewirausahaan
Health Pillar Entrepreneurship Pillar
Program pelayanan dan edukasi kesehatan dasar Program pemberdayaan ekonomi masyarakat dan
Basic health service and education program UMKM
Program for community and MSME economic
empowerment
35,330 Orang
People 5,311 Orang
People
Penerima Manfaat Baru Penerima Manfaat Baru
New Beneficiaries New Beneficiaries
342 Laporan Tahunan 2025 - PT United Tractors Tbk
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Corporate Social Responsibility and Environment UTFuture diwujudkan melalui Sekolah Binaan United UTFuture is delivered through United Tractors’ Tractors (SOBAT), program UT Inspiring Youth Fostered School (SOBAT), UT Inspiring Youth dan program beasiswa. UTress dilakukan melalui program, and scholarships. UTress is implemented upaya penanaman pohon, pengurangan limbah, through tree planting, waste reduction, and serta kolaborasi konservasi keanekaragaman biodiversity conservation. UTGrowth is implemented hayati. UTGrowth dilaksanakan melalui Lembaga through the Company Group’s business Pengembangan Bisnis (LPB) Grup Perseroan, development institutions, cooperatives, and Koperasi Bina Tani Grup Perseroan, serta pembinaan MSME empowerment programs. UTCare is carried UMKM. UTCare diwujudkan dengan edukasi out through basic health education, community kesehatan dasar, program posyandu dan klinik, dan health services, and other health initiatives. program kesehatan lainnya. Sedangkan, UTAction UTAction is implemented through disaster dilaksanakan melalui Sobat Tangguh, Festival preparedness programs, educational festivals Pendidikan Kesiapsiagaan Bencana (FESDIKGANA), (FESDIKGANA), and awareness campaigns. dan kampanye edukatif. Komitmen Perseroan dalam mendukung The Company’s commitment to supporting social pembangunan sosial, khususnya di bidang development, particularly in the areas of education pendidikan dan pemberdayaan masyarakat, and community empowerment, is realised through diwujudkan melalui berbagai yayasan yang various foundations that play an active and berperan aktif dan berkelanjutan. Yayasan Karya sustainable role. Yayasan Karya Bakti United Tractors Bakti United Tractors berfokus pada peningkatan focuses on improving the quality of education kualitas pendidikan di Indonesia melalui program- in Indonesia through structured and innovative program inovatif yang terstruktur, mencakup programmes, including vocational skills training, pelatihan keterampilan vokasi, layanan kesehatan, healthcare services, and social assistance for serta bantuan sosial bagi masyarakat. Sejalan communities. In line with this commitment, the Bina dengan hal tersebut, Yayasan Bina Harati Harati Foundation of PT Pamapersada Nusantara dari PT Pamapersada Nusantara (PAMA) dan (PAMA) and PT Tuah Turangga Agung (Turangga PT Tuah Turangga Agung (Turangga Resources) Resources) implements educational development menjalankan pembinaan pendidikan di wilayah initiatives within the Mining Cluster Improvement Mining Cluster Improvement Program (MCIP), Program (MCIP) areas, including the management of termasuk pengelolaan SMK Maharati, sebuah SMK Maharati, a boarding vocational school in Kapuas, sekolah vokasi berasrama di Kapuas, Kalimantan Central Kalimantan, aimed at enhancing educational Tengah, yang bertujuan meningkatkan kualitas quality and strengthening the capacity of educators pendidikan serta kapasitas tenaga pendidik di in the Company’s operational regions. daerah operasional. PT United Tractors Tbk - 2025 Annual Report 343
Page 346
Tanggung Jawab Sosial dan Lingkungan
Selain itu, Yayasan Insan Mulia PAMA terus In addition, Yayasan Insan Mulia PAMA continues
memperkuat kontribusinya dalam pengembangan to strengthen its contribution to educational
pendidikan melalui perluasan jangkauan program development by expanding the reach of its learning
pembelajaran dan peningkatan kualitas dukungan programs and enhancing the quality of support
kepada berbagai lembaga pendidikan. Hingga provided to various educational institutions. As of
tahun 2025, dukungan telah menjangkau 40 2025, its initiatives have reached 40 institutions,
institusi, mulai dari Taman Pendidikan Al-Qur’an ranging from Qur’anic learning centers (TPA) and
(TPA), pondok pesantren, hingga perguruan tinggi. Islamic boarding schools to higher education
Fokus program diarahkan pada peningkatan institutions. The programs are focused on improving
kualitas pembelajaran, penyediaan sarana dan the quality of education, providing educational
prasarana pendidikan, serta penguatan kapasitas facilities and infrastructure, and strengthening the
tenaga pengajar. Di sisi internal, yayasan juga capacity of educators. Internally, the foundation also
menyelenggarakan program pendidikan berskala implements a nationwide education program that
nasional yang menjangkau seluruh karyawan Grup engages all PAMA Group employees, complemented
PAMA, yang dilengkapi dengan kegiatan pembinaan by employee development initiatives as part of
sebagai bagian dari pengembangan sumber daya a sustainable human capital development effort
manusia yang berkelanjutan dan selaras dengan aligned with the Company’s values.
nilai-nilai Perseroan.
Yayasan Karya Bakti Yayasan Bina Harati PAMA Yayasan Insan Mulia PAMA
United Tractors PT Pamapersada Nusantara dan PT Pamapersada Nusantara
PT Tuah Turangga Agung
Mendidik calon mekanik Meningkatkan kualitas Pemberian infak dan
dan operator alat berat. pendidikan di wilayah sedekah dilakukan
Educating prospective Mining Cluster Improvement melalui YIMP.
heavy equipment Program (MCIP). Infaq and shadaqah are
mechanics and operators. Improving education distributed through YIMP.
quality at Mining Cluster
Improvement Program
(MCIP) area.
528 1,350 Orang
People 34,620 Orang
People
Penerima Manfaat Penerima Manfaat Penerima Manfaat
Beneficiaries Beneficiaries Beneficiaries
344 Laporan Tahunan 2025 - PT United Tractors Tbk
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Corporate Social Responsibility and Environment
Investasi Sosial
Social Investment
Rp miliar
Rp billion
2025 210,56
2024 167,95
2023 200,19
Desa yang Terintervensi
Intervened Villages
Desa
Villages
2025 36
2024 28
2023 26
Penerima Manfaat CSR
CSR Beneficiaries
Akumulasi penerima manfaat
Cumulative beneficiaries
2025 743,313
2024 630,023
2023 536,362
Tanggung Jawab terkait Tata Kelola Governance Responsibilities
Struktur tata kelola Grup Perseroan dilengkapi The Company Group’s governance structure
dengan komite ESG, serta peraturan kode etik dan includes an ESG Committee, as well as a code
kebijakan antikorupsi membuktikan komitmen of conduct and an anti-corruption policy,
Perseroan terhadap integrasi, kepatuhan, demonstrating it’s commitment to integrated
dan pengawasan isu keberlanjutan. governance, regulatory compliance, and effective
oversight of sustainability issues.
Guna memperkuat komitmen tersebut dan To reinforce this commitment and protect human
melindungi hak asasi manusia (HAM), Perseroan rights, the Company has a whistleblowing system
memiliki sistem pelaporan dugaan pelanggaran (WBS) in place which is managed by the Special
(Whistleblowing System/WBS) yang dikelola oleh Tim Violation Reporting Team. This system is designed to
Khusus Pelaporan Pelanggaran. Sistem ini dirancang support the principles of Good Corporate Governance
untuk mendukung prinsip Tata Kelola Perusahaan (GCG) for employees and business partners to
yang Baik (GCG) bagi karyawan dan mitra usaha report alleged violations. The Company guarantees
PT United Tractors Tbk - 2025 Annual Report 345
Page 348
Tanggung Jawab Sosial dan Lingkungan
untuk melaporkan dugaan pelanggaran. Perseroan full protection of the reporter’s identity and from
menjamin perlindungan penuh identitas pelapor dan retaliation/intimidation. In 2025, the Company
perlindungan dari tindakan balasan/intimidasi. Pada received reports with the following details:
tahun 2025, Perseroan menerima laporan dengan
detail sebagai berikut:
Jumlah Pelaporan
Total Reports
1 Laporan Terbukti
Proven Reports
1
Laporan Tidak Terbukti
Unproven Reports
Laporan Masih dalam
0
Proses Investigasi
Reports still Under
Investigation
0
346 Laporan Tahunan 2025 - PT United Tractors Tbk
Page 349
Corporate Social Responsibility and Environment Grup Perseroan juga secara berkala melakukan The Company Group also regularly conducts risk pengelolaan risiko, termasuk identifikasi eksplisit assessments, including the explicit identification and dan mitigasi risiko lingkungan, sosial, dan tata mitigation of environmental, social, and governance kelola. Pelaksanaan seluruh kegiatan ini menjadi risks. These implementations demonstrate the bukti nyata dedikasi proaktif Perseroan dalam Company’s proactive commitment to ensuring keberlanjutan operasional jangka panjang di tengah long-term operational sustainability in a dynamic dinamika bisnis. business environment. PT United Tractors Tbk - 2025 Annual Report 347
Page 350
Informasi kegiatan kami terkait tanggung jawab sosial dan lingkungan (TJSL) disampaikan pada
Laporan Keberlanjutan PT United Tractors Tbk 2025, yang diterbitkan dalam buku terpisah dan
dalam waktu yang bersamaan dengan Laporan Tahunan ini, sejalan dengan arahan pada SEOJK
16/SEOJK.04/2021. Sebagian informasi ini disesuaikan dengan panduan ISO26000, termasuk
pengungkapan hak asasi manusia, ketenagakerjaan, praktik usaha yang wajar, lingkungan, layanan
kepada pelanggan, serta pelibatan dan pemberdayaan masyarakat. Secara umum, informasi dalam
Laporan Tahunan ini dan Laporan Keberlanjutan PT United Tractors Tbk 2025 saling melengkapi.
Silakan merujuk pada Laporan Keberlanjutan PT United Tractors Tbk 2025 informasi lebih lengkap.
Adapun yang disajikan pada halaman ini hanya “Ikhtisar Keberlanjutan.”
Information on our activities related to social and environmental responsibility (TJSL) is submitted
in the 2025 Sustainability Report, which published in separate book and submitted in the same time
with this Annual Report, in line with SEOJK 16/SEOJK.04/2021. Part of the information is in accordance
with ISO26000 guidelines, including disclosure of human rights, employment, fair business practices,
environment, customer service, and community engagement and empowerment. In general,
the information in the Annual Report and the Sustainability Report PT United Tractors Tbk 2025
is complementary.
Please refer to the PT United Tractors Tbk 2025 Sustainability Report for more detailed information.
What is presented on this page is only “Sustainability Highlights.”
348 Laporan Tahunan 2025 - PT United Tractors Tbk
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Laporan Keuangan
Konsolidasian
Consolidated Financial
Statements
08
PT United Tractors Tbk dan
Entitas Anak
Laporan Keuangan Konsolidasian
31 Desember 2025 dan 2024
PT United Tractors Tbk and
Subsidiaries
Consolidated Financial Statements
December 31, 2025 and 2024
PT United Tractors Tbk - 2025 Annual Report 349
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PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 1/1 Schedule
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF
KONSOLIDASIAN FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
Catatan/
2025 Notes 2024
Aset Assets
Aset lancar Current assets
Kas dan setara kas 26,570,772 3 25,092,519 Cash and cash equivalents
Piutang usaha Trade receivables
- Pihak ketiga 18,559,795 4 18,918,027 Third parties -
- Pihak berelasi 1,357,868 4,36c 1,071,356 Related parties -
Piutang non-usaha Non-trade receivables
- Pihak ketiga 492,811 780,337 Third parties -
- Pihak berelasi 1,203,084 36c 1,383,415 Related parties -
Persediaan 16,729,809 6 16,993,549 Inventories
Proyek dalam pelaksanaan 28,698 158,617 Project under construction
Pajak dibayar dimuka Prepaid taxes
- Pajak penghasilan badan 1,653,543 17a 781,884 Corporate income taxes -
- Pajak lain-lain 3,643,857 17a 2,938,568 Other taxes -
Uang muka dan biaya dibayar
dimuka 1,543,309 7 1,469,575 Advances and prepayments
Aset lancar lain-lain 357,480 391,437 Other current assets
72,141,026 69,979,284
Aset tidak lancar Non-current assets
Kas dan deposito berjangka yang
dibatasi penggunaannya 787,806 3 629,290 Restricted cash and time deposits
Piutang usaha Trade receivables
- Pihak ketiga 453,411 4 476,660 Third parties -
- Pihak berelasi 18,957 4,36c 18,325 Related parties -
Piutang non-usaha Non-trade receivables
- Pihak ketiga 88,336 180,017 Third parties -
- Pihak berelasi 3,103,936 36c 3,406,571 Related parties -
Persediaan 105,530 6 98,831 Inventories
Pajak dibayar dimuka Prepaid taxes
- Pajak penghasilan badan 1,446,559 17a 791,960 Corporate income taxes -
- Pajak lain-lain 1,650,429 17a 1,912,702 Other taxes -
Uang muka dan biaya dibayar
dimuka 793,619 7 427,717 Advances and prepayments
Investasi pada entitas asosiasi Investments in associates
dan ventura bersama 17,223,562 8 17,822,457 and joint ventures
Investasi jangka panjang 3,175,766 8 1,375,669 Long-term investments
Aset tetap 45,296,550 9 40,952,036 Fixed assets
Properti pertambangan 14,809,384 10a 15,712,032 Mining properties
Properti investasi 244,469 11 216,452 Investment properties
Beban eksplorasi dan Deferred exploration and
pengembangan tangguhan 2,768,518 10b 2,494,306 development expenditures
Aset tambang berproduksi 3,958,340 10c 4,216,048 Production mining assets
Beban tangguhan 1,169,123 1,300,848 Deferred charges
Aset pajak tangguhan 4,891,419 17d 4,021,130 Deferred tax assets
Goodwill 3,510,559 12 3,448,283 Goodwill
105,496,273 99,501,334
Jumlah aset 177,637,299 169,480,618 Total assets
Catatan atas laporan keuangan konsolidasian merupakan bagian The accompanying notes to the consolidated financial statements form an
yang tidak terpisahkan dari laporan keuangan konsolidasian. integral part of the consolidated financial statements.
Page 367
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 1/2 Schedule
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF
KONSOLIDASIAN FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
Catatan/
2025 Notes 2024
Liabilitas Liabilities
Liabilitas jangka pendek Current liabilities
Utang usaha Trade payables
- Pihak ketiga 29,095,249 14 28,749,342 Third parties -
- Pihak berelasi 213,679 14,36c 235,658 Related parties -
Utang non-usaha Non-trade payables
- Pihak ketiga 1,132,969 862,796 Third parties -
- Pihak berelasi 87,548 36c 70,309 Related parties -
Utang pajak Taxes payables
- Pajak penghasilan badan 825,803 17b 1,042,423 Corporate income taxes -
- Pajak lain-lain 584,846 17b 477,801 Other taxes -
Akrual 6,692,531 18 6,787,398 Accruals
Uang muka pelanggan Customer deposits
- Pihak ketiga 857,034 1,004,184 Third parties -
- Pihak berelasi 44,175 36c 46,032 Related parties -
Pendapatan tangguhan 1,021,152 971,557 Deferred revenue
Liabilitas imbalan kerja 1,053,575 31 851,582 Employee benefit obligations
Pinjaman bank jangka pendek 560,000 13 402,430 Short-term bank loans
Bagian jangka pendek dari Current portion of
utang jangka panjang long-term debts
- Pinjaman bank 9,682,666 19 2,294,332 Bank loans -
- Liabilitas sewa 801,430 20 907,080 Lease liabilities -
- Liabilitas keuangan lain-lain 560,318 15 599,631 Other financial liabilities -
53,212,975 45,302,555
Liabilitas jangka panjang Non-current liabilities
Liabilitas pajak tangguhan 3,768,016 17d 4,021,866 Deferred tax liabilities
Provisi rehabilitasi, reklamasi Provision for mine rehabilitation,
dan penutupan tambang 1,154,627 1,029,291 reclamation and closure
Liabilitas imbalan kerja 5,497,626 31 4,988,886 Employee benefit obligations
Utang jangka panjang, setelah Long-term debts, net of
dikurangi bagian jangka pendek current portion
- Pinjaman bank 6,054,620 19 14,862,421 Bank loans -
- Liabilitas sewa 976,309 20 757,535 Lease liabilities -
- Liabilitas keuangan lain-lain 281,698 15 342,891 Other financial liabilities -
Liabilitas tidak lancar lainnya 3,555,105 16 - Other non-current liability
21,288,001 26,002,890
Jumlah liabilitas 74,500,976 71,305,445 Total liabilities
.
Catatan atas laporan keuangan konsolidasian merupakan bagian The accompanying notes to the consolidated financial statements form an
yang tidak terpisahkan dari laporan keuangan konsolidasian. integral part of the consolidated financial statements.
Page 368
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 1/3 Schedule
LAPORAN POSISI KEUANGAN CONSOLIDATED STATEMENTS OF
KONSOLIDASIAN FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
Catatan/
2025 Notes 2024
Ekuitas Equity
Ekuitas yang diatribusikan kepada Equity attributable to owners
pemilik entitas induk of the parent
Modal saham - modal dasar
6.000.000.000 saham biasa, Share capital - authorised
modal ditempatkan dan disetor capital 6,000,000,000 ordinary
penuh sebesar 3.730.135.136 shares, issued and fully paid
saham biasa, dengan nilai capital 3,730,135,136 ordinary
nominal Rp 250 (nilai penuh) shares, with par value of
per lembar saham 932,534 21 932,534 Rp 250 (full amount) per share
Tambahan modal disetor 9,703,937 22 9,703,937 Additional paid-in capital
Saham tresuri (4,902,237) 21 (3,191,273) Treasury shares
Saldo laba Retained earnings
- Dicadangkan 186,507 23 186,507 Appropriated -
- Belum dicadangkan 85,547,627 77,976,378 Unappropriated -
Selisih kurs dari penjabaran Exchange difference on
laporan keuangan 9,227,066 22 7,399,353 financial statements translation
Cadangan lindung nilai (2,065,280) 744,564 Hedging reserves
Cadangan penyesuaian nilai wajar Fixed assets fair value
aset tetap 19,386 19,386 revaluation reserves
Transaksi dengan Transaction with
kepentingan nonpengendali (875,920) (823,992) non-controlling interests
97,773,620 92,947,394
Kepentingan nonpengendali 5,362,703 25 5,227,779 Non-controlling interests
Jumlah ekuitas 103,136,323 98,175,173 Total equity
Jumlah liabilitas dan ekuitas 177,637,299 169,480,618 Total liabilities and equity
Catatan atas laporan keuangan konsolidasian merupakan bagian The accompanying notes to the consolidated financial statements form an
yang tidak terpisahkan dari laporan keuangan konsolidasian. integral part of the consolidated financial statements.
Page 369
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 2/1 Schedule
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF PROFIT OR LOSS
KOMPREHENSIF LAIN KONSOLIDASIAN AND OTHER COMPREHENSIVE INCOME
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali laba per saham) except earnings per share)
Catatan/
2025 Notes 2024
Pendapatan bersih 131,300,810 26 134,426,998 Net revenue
Beban pokok pendapatan (101,597,306) 27 (100,595,438) Cost of revenue
Laba bruto 29,703,504 33,831,560 Gross profit
Beban penjualan (1,597,792) 27 (1,056,442) Selling expenses
General and administrative
Beban umum dan administrasi (6,040,414) 27 (5,593,588) expenses
Beban lain-lain, bersih (256,226) 28 (421,430) Other expenses, net
Penghasilan keuangan 1,244,489 29 1,150,154 Finance income
Biaya keuangan (2,625,818) 30 (2,650,579) Finance costs
Bagian atas (rugi)/laba bersih entitas Share of net (loss)/profit of
asosiasi dan ventura bersama (245,576) 637,377 associates and joint ventures
Laba sebelum pajak penghasilan 20,182,167 25,897,052 Profit before income tax
Beban pajak penghasilan (5,005,403) 17c (5,778,523) Income tax expenses
Laba tahun berjalan 15,176,764 20,118,529 Profit for the years
(Beban)/penghasilan Other comprehensive
komprehensif lain (expenses)/income
Pos-pos yang tidak akan direklasifikasi Items that will not be
ke laba rugi reclassified to profit or loss
Pengukuran kembali Remeasurements of
liabilitas imbalan kerja 270,461 31 (152,528) employee benefit obligations
Cadangan penyesuaian nilai wajar Fixed assets fair value
aset tetap - (868) revaluation reserves
Pajak penghasilan terkait (59,575) 17c 34,438 Related income tax
210,886 (118,958)
Pos-pos yang akan direklasifikasi Items that will be reclassified
ke laba rugi to profit or loss
Selisih kurs dari penjabaran laporan Exchange difference on
keuangan 1,404,607 1,650,116 financial statements translation
Cadangan lindung nilai (3,555,105) 16 - Hedging reserve
Bagian atas penghasilan Share of other comprehensive
komprehensif lain dari entitas income of associates
asosiasi dan ventura bersama, and joint ventures,
setelah pajak 407,892 937,334 net of tax
Pajak penghasilan terkait 782,123 17c - Related income tax
(960,483) 2,587,450
(Beban)/penghasilan Other comprehensive
komprehensif lain (expenses)/income
tahun berjalan, setelah pajak (749,597) 2,468,492 for the years, net of tax
Jumlah penghasilan komprehensif Total comprehensive income
tahun berjalan 14,427,167 22,587,021 for the years
Catatan atas laporan keuangan konsolidasian merupakan bagian The accompanying notes to the consolidated financial statements form an
yang tidak terpisahkan dari laporan keuangan konsolidasian. integral part of the consolidated financial statements.
Page 370
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 2/2 Schedule
LAPORAN LABA RUGI DAN PENGHASILAN CONSOLIDATED STATEMENTS OF PROFIT OR LOSS
KOMPREHENSIF LAIN KONSOLIDASIAN AND OTHER COMPREHENSIVE INCOME
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali laba per saham) except earnings per share)
Catatan/
2025 Notes 2024
Laba setelah pajak yang Profit after tax
diatribusikan kepada: attributable to:
- Pemilik entitas induk 14,810,434 19,531,205 Owners of the parent -
- Kepentingan nonpengendali 366,330 587,324 Non-controlling interests -
15,176,764 20,118,529
Jumlah penghasilan Total comprehensive
komprehensif yang income
diatribusikan kepada: attributable to:
- Pemilik entitas induk 14,037,959 21,817,567 Owners of the parent -
- Kepentingan nonpengendali 389,208 769,454 Non-controlling interests -
14,427,167 22,587,021
Laba per saham Earnings per share
(dinyatakan dalam Rupiah penuh) (expressed in full Rupiah)
- Dasar dan dilusian 4,082 37 5,378 Basic and diluted -
Catatan atas laporan keuangan konsolidasian merupakan bagian The accompanying notes to the consolidated financial statements form an
yang tidak terpisahkan dari laporan keuangan konsolidasian. integral part of the consolidated financial statements.
Page 371
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 3/1 Schedule
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
UNTUK TAHUN-TAHUN YANG BERAKHIR 31 DESEMBER 2025 DAN 2024 FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah) (Expressed in millions of Rupiah)
Diatribusikan kepada pemilik entitas induk/Attributable to owners of the parent
Selisih kurs
dari penjabaran Cadangan Transaksi
laporan penyesuaian dengan
keuangan/ nilai wajar kepentingan
Tambahan Saldo laba/Retained earnings Exchange aset tetap/ nonpengendali/
Modal modal disetor/ Saham difference on Cadangan Fixed assets Transaction Kepentingan
saham/ Additional tresuri/ Belum financial lindung nilai/ fair value with nonpengendali/
Catatan/ Share paid-in Treasury Dicadangkan/ dicadangkan/ statements Hedging revaluation non-controlling Jumlah/ Non-controlling Jumlah/
Notes capital capital shares Appropriated Unappropriated translation reserves reserves interests Total interests Total
Saldo 1 Januari 2025 932,534 9,703,937 (3,191,273) 186,507 77,976,378 7,399,353 744,564 19,386 (823,992) 92,947,394 5,227,779 98,175,173 Balance as at 1 January 2025
Transaksi dengan Transaction with
kepentingan non-pengendali - - - - - - - - (51,928) (51,928) 66,091 14,163 non-controlling interests
Pembelian saham tresuri 21 - - (1,710,964) - - - - - - (1,710,964) - (1,710,964) Purchase of treasury shares
Akuisisi entitas anak - - - - - - - - - - 185,666 185,666 Acquisition of a subsidiary
Pelepasan Disposal of
entitas anak - - - - - - - - - - (6,035) (6,035) subsidiaries
Laba tahun berjalan - - - - 14,810,434 - - - - 14,810,434 366,330 15,176,764 Profit for the year
(Beban)/penghasilan Other comprehensive
komprehensif lain: (expenses)/income:
Exchange difference -
- Selisih kurs dari penjabaran on financial statements
laporan keuangan - - - - - 1,244,852 - - - 1,244,852 159,755 1,404,607 translation
- Pengukuran kembali Remeasurements of -
liabilitas imbalan kerja, employee benefit
setelah pajak - - - - 209,114 - - - - 209,114 1,772 210,886 obligations, net of tax
- Cadangan lindung nilai, Hedging reserve, -
setelah pajak - - - - - - (2,634,333) - - (2,634,333) (138,649) (2,772,982) net of tax
- Bagian atas penghasilan/(beban) Share of other -
komprehensif comprehensive
lain dari entitas asosiasi income/(expenses) of
dan ventura bersama, associates and joint
setelah pajak - - - - 542 582,861 (175,511) - - 407,892 - 407,892 ventures,net of tax
Jumlah penghasilan/(rugi) Total comprehensive
komprehensif income/(loss) for
tahun berjalan - - - - 15,020,090 1,827,713 (2,809,844) - - 14,037,959 389,208 14,427,167 the year
Dividen tunai 24 Cash dividends
- Final 2024 - - - - (5,389,605) - - - - (5,389,605) (392,467) (5,782,072) Final 2024 -
- Interim 2025 - - - - (2,059,236) - - - - (2,059,236) (107,539) (2,166,775) Interim 2025 -
Balance as at
Saldo 31 Desember 2025 932,534 9,703,937 (4,902,237) 186,507 85,547,627 9,227,066 (2,065,280) 19,386 (875,920) 97,773,620 5,362,703 103,136,323 31 December 2025
Catatan atas laporan keuangan konsolidasian merupakan bagian yang tidak terpisahkan dari The accompanying notes to the consolidated financial statements form an integral part of the
laporan keuangan konsolidasian. consolidated financial statements.
Page 372
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 3/2 Schedule
LAPORAN PERUBAHAN EKUITAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CHANGES IN EQUITY
UNTUK TAHUN-TAHUN YANG BERAKHIR 31 DESEMBER 2025 DAN 2024 FOR THE YEARS ENDED 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah) (Expressed in millions of Rupiah)
Diatribusikan kepada pemilik entitas induk/Attributable to owners of the parent
Selisih kurs
dari penjabaran Cadangan Transaksi
laporan penyesuaian dengan
keuangan/ nilai wajar kepentingan
Tambahan Saldo laba/Retained earnings Exchange aset tetap/ nonpengendali/
Modal modal disetor/ Saham difference on Cadangan Fixed assets Transaction Kepentingan
saham/ Additional tresuri/ Belum financial lindung nilai/ fair value with nonpengendali/
Catatan/ Share paid-in Treasury Dicadangkan/ dicadangkan/ statements Hedging revaluation non-controlling Jumlah/ Non-controlling Jumlah/
Notes capital capital shares Appropriated Unappropriated translation reserves reserves interests Total interests Total
Saldo 1 Januari 2024 932,534 9,703,937 (3,191,273) 186,507 66,684,839 5,188,248 549,498 20,254 (823,992) 79,250,552 4,791,090 84,041,642 Balance as at 1 January 2024
Akuisisi entitas anak - - - - - - - - - - 9,237 9,237 Acquisition of subsidiaries
Penambahan modal dari Capital injection from
kepentingan nonpengendali - - - - - - - - - - 1,931 1,931 non-controlling interests
Laba tahun berjalan - - - - 19,531,205 - - - - 19,531,205 587,324 20,118,529 Profit for the year
Penghasilan/(beban) Other comprehensive
komprehensif lain: income/(expenses):
Exchange difference -
- Selisih kurs dari penjabaran on financial statements
laporan keuangan - - - - - 1,467,706 - - - 1,467,706 182,410 1,650,116 translation
- Pengukuran kembali Remeasurements of -
liabilitas imbalan kerja, employee benefit
setelah pajak - - - - (117,810) - - - - (117,810) (280) (118,090) obligations, net of tax
- Cadangan penyesuaian nilai Fixed assets fair value -
wajar aset tetap - - - - - - - (868) - (868) - (868) revaluation reserve
- Bagian atas (beban)/ Share of other -
penghasilan komprehensif comprehensive
lain dari entitas asosiasi (expenses)/income of
dan ventura bersama, associates and joint
setelah pajak - - - - (1,131) 743,399 195,066 - - 937,334 - 937,334 ventures,net of tax
Jumlah penghasilan/(rugi) Total comprehensive
komprehensif income/(loss) for
tahun berjalan - - - - 19,412,264 2,211,105 195,066 (868) - 21,817,567 769,454 22,587,021 the year
Dividen tunai 24 Cash dividends
- Final 2023 - - - - (5,698,309) - - - - (5,698,309) (222,031) (5,920,340) Final 2023 -
- Interim 2024 - - - - (2,422,416) - - - - (2,422,416) (121,902) (2,544,318) Interim 2024 -
Balance as at
Saldo 31 Desember 2024 932,534 9,703,937 (3,191,273) 186,507 77,976,378 7,399,353 744,564 19,386 (823,992) 92,947,394 5,227,779 98,175,173 31 December 2024
Catatan atas laporan keuangan konsolidasian merupakan bagian yang tidak terpisahkan dari The accompanying notes to the consolidated financial statements form an integral part of the
laporan keuangan konsolidasian. consolidated financial statements.
Page 373
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 4/1 Schedule
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH FLOWS
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah) (Expressed in millions of Rupiah)
Catatan/
2025 Notes 2024
Cash flows from operating
Arus kas dari aktivitas operasi activities
Penerimaan dari pelanggan 130,663,098 134,590,648 Receipts from customers
Pembayaran kepada pemasok
dan lain-lain (84,052,046) (83,212,970) Payments to suppliers and others
Pembayaran kepada karyawan (12,574,483) (12,231,507) Payments to employees
Kas yang dihasilkan dari operasi 34,036,569 39,146,171 Cash generated from operations
Pembayaran biaya keuangan (2,558,076) (2,757,512) Payments of finance costs
Penerimaan bunga 1,111,575 978,416 Interest received
Pembayaran pajak
penghasilan badan (7,501,626) (8,790,904) Payments of corporate income taxes
Penerimaan dari pengembalian
pembayaran pajak: Receipts of taxes refund:
- Pajak lain-lain 1,833,418 1,087,730 Other taxes -
- Pajak penghasilan badan 221,589 380,963 Corporate income taxes -
Kas bersih yang diperoleh Net cash generated from
dari aktivitas operasi 27,143,449 30,044,864 operating activities
Arus kas dari aktivitas Cash flows from investing
investasi activities
Akuisisi entitas anak, dikurangi Acquisition of a subsidiary,
kas yang diperoleh (500,487) (83,070) net of cash acquired
Perolehan aset tetap (12,975,247) (12,212,202) Acquisition of fixed assets
Pembayaran beban eksplorasi dan Payments of deferred exploration
pengembangan tangguhan (350,238) 10b (313,152) and development expenditures
Pembayaran aset tambang Payments of production
berproduksi (222,642) 10c (442,315) mining assets
Pembayaran beban tangguhan (90,059) (63,575) Payments of deferred charges
Uang muka perolehan Advance for acquisition of
aset tetap dan fixed assets and
aset tidak lancar lainnya (551,971) (719,084) other non-current assets
Penambahan investasi Addition of investments
pada asosiasi dan ventura bersama (207,308) (1,464,483) in associates and joint ventures
Penerimaan dari pelepasan entitas Proceeds from disposal of
anak, dikurangi kas yang dilepas 563,587 - subsidiaries, net of cash disposed
Penerimaan dari penjualan aset tetap 456,171 419,827 Proceeds from sale of fixed assets
Penambahan investasi Addition of long-term
jangka panjang (1,500,000) 8c - investments
Penambahan pinjaman kepada Addition of amounts
pihak berelasi (725,600) (1,661,527) due from related parties
Penambahan pinjaman kepada Addition of amounts
pihak ketiga (111,406) (337,502) due from third parties
Penerimaan dari pinjaman kepada Proceeds from amounts
pihak berelasi 2,001,308 1,321,290 due from related parties
Penerimaan dari pinjaman kepada Proceeds from amounts
pihak ketiga 466,484 410,080 due from third parties
Penerimaan dividen 301,877 943,182 Dividend received
Kas bersih yang digunakan Net cash used in
untuk aktivitas investasi (13,445,531) (14,202,531) investing activities
Catatan atas laporan keuangan konsolidasian merupakan bagian The accompanying notes to the consolidated financial statements form
yang tidak terpisahkan dari laporan keuangan konsolidasian. an integral part of the consolidated financial statements.
Page 374
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 4/2 Schedule
LAPORAN ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENTS OF CASH FLOWS
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah) (Expressed in millions of Rupiah)
Catatan/
2025 Notes 2024
Arus kas dari aktivitas Cash flows from financing
pendanaan activities
Penerimaan pinjaman bank Proceeds from short-term
jangka pendek 1,269,000 1,077,810 bank loans
Pembayaan pinjaman bank Repayments of short-term
jangka pendek (1,115,250) 13 (977,000) bank loans
Penerimaan pinjaman bank Proceeds from long-term
jangka panjang 8,220,312 5,656,468 bank loans
Pembayaran pinjaman bank Repayments of long-term
jangka panjang (10,004,954) 19 (5,529,157) bank loans
Pembayaran pokok liabilitas Principal repayments under
sewa (1,167,925) (1,148,598) lease liabilities
Penerimaan liabilitas Proceeds from
keuangan lain-lain 1,639,332 3,037,018 other financial liabilities
Pembayaran liabilitas Repayments of
keuangan lain-lain (1,741,519) (3,164,406) other financial liabilities
Penambahan modal dari kepentingan Capital injection from non-controlling
nonpengendali 8,992 1,931 interests
Pembayaran untuk pembelian Payment for purchase of
saham tresuri (1,590,420) 21 - treasury shares
Pembayaran dividen kepada: Dividends paid to:
- Pemilik entitas induk (7,445,645) (8,118,087) Owners of the parent -
- Kepentingan nonpengendali (542,293) (304,152) Non-controlling interests -
Kas bersih yang
digunakan untuk Net cash used in
aktivitas pendanaan (12,470,370) (9,468,173) financing activities
Kenaikan bersih kas Net increase in
dan setara kas 1,227,548 6,374,160 cash and cash equivalents
Kas dan setara kas pada Cash and cash equivalents at the
awal tahun 25,092,519 18,596,609 beginning of the years
Dampak perubahan selisih kurs Effect of exchange rate changes
terhadap kas dan setara kas 250,705 121,750 on cash and cash equivalents
Kas dan setara kas Cash and cash equivalents at the
pada akhir tahun 26,570,772 25,092,519 end of the years
Catatan atas laporan keuangan konsolidasian merupakan bagian The accompanying notes to the consolidated financial statements form
yang tidak terpisahkan dari laporan keuangan konsolidasian. an integral part of the consolidated financial statements.
Page 375
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/1 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. UMUM 1. GENERAL
a. Pendirian dan Informasi Umum a. Establishment and General Information
PT United Tractors Tbk (“Perseroan”) didirikan di PT United Tractors Tbk (the “Company”) was
Indonesia pada tanggal 13 Oktober 1972 established in Indonesia on 13 October 1972
dengan nama PT Inter Astra Motor Works, under the name of PT Inter Astra Motor Works,
berdasarkan Akta Pendirian No. 69, di hadapan based on Deed of Establishment No. 69 made
Djojo Muljadi, S.H.. Akta Pendirian tersebut before Djojo Muljadi, S.H.. The Deed of
disahkan oleh Menteri Kehakiman Republik Establishment was approved by the Minister of
Indonesia dalam Surat Keputusan Justice of the Republic of Indonesia in its Decision
No. Y.A.5/34/8 tanggal 6 Februari 1973 dan Letter No. Y.A.5/34/8 dated 6 February 1973 and
diumumkan dalam Lembaran Berita Negara published in State Gazette No. 31, Supplement
No. 31, Tambahan No. 281 tanggal No. 281 dated 17 April 1973. The Articles of
17 April 1973. Anggaran Dasar Perseroan telah Association have been amended from time to
mengalami perubahan dari waktu ke waktu. time. The most recent amendment to the Articles
Perubahan Anggaran Dasar terakhir terkait of Association related to changes in the aim,
dengan perubahan maksud dan tujuan serta objective and business activities of the Company
kegiatan usaha Perseroan sebagaimana as stated in the Deed No. 135 dated 25 April 2025
dituangkan dalam Akta No. 135 tanggal made before Jose Dima Satria, S.H., M.Kn.,
25 April 2025 yang dibuat dihadapan Jose Dima notary in Jakarta, which has obtained approval for
Satria, S.H., M.Kn., notaris di Jakarta, yang telah amendment of its Articles of Association had been
mendapat persetujuan perubahan anggaran duly received by the Minister of Law of Republic
dasar dari Menteri Hukum Republik Indonesia of Indonesia by virtue of its letter dated on 14 May
sesuai dengan suratnya tanggal 14 Mei 2025 2025 No. AHU-0031112.AH.01.02 TAHUN 2025.
No. AHU-0031112.AH.01.02 TAHUN 2025.
Selain itu, Perseroan telah melakukan In addition, the Company has changed the
perubahan susunan Direksi dan Dewan composition of the Board of Directors and Board
Komisaris sebagaimana dituangkan dalam Akta of Commissioners as stated in the Deed No. 133
No. 133 tanggal 25 April 2025 yang dibuat dated 25 April 2025 made before Jose Dima
dihadapan Jose Dima Satria, S.H., M.Kn., Satria, S.H., M.Kn, notary in Jakarta, which
notaris di Jakarta, yang telah mendapat notification had been duly received by the Minister
pemberitahuan penerimaan dari Menteri Hukum of Law of Republic of Indonesia by virtue of its
Republik Indonesia sesuai dengan suratnya letter dated on 14 May 2025 No. AHU-AH.01.09-
tanggal 14 Mei 2025 No. AHU-AH.01.09- 0238092.
0238092.
Ruang lingkup kegiatan utama Perseroan dan The principal activities of the Company and its
entitas anak (bersama-sama disebut “Grup”) subsidiaries (together, the “Group”) include sales
meliputi penjualan dan penyewaan alat berat and rental of heavy equipment (“construction
(“mesin konstruksi”) beserta pelayanan purna machineries”) and the related after sales
jual; penambangan dan kontraktor services; mining and mining contracting; mineral
penambangan; pengolahan mineral; rekayasa, processing; engineering, planning, assembling
perencanaan, perakitan, dan pembuatan and manufacturing components of machinery,
komponen mesin, alat, peralatan, dan alat berat; tools, parts and heavy equipment; vessel
pembuatan kapal serta jasa perbaikannya; construction and vessel related repair services;
penyewaan kapal dan angkutan pelayaran; vessel charter and shipping services;
industri konstruksi; dan energi. construction industry; and energy.
Perseroan mulai beroperasi secara komersial The Company commenced its commercial
pada tahun 1973. Perseroan berkedudukan di operations in 1973. The Company is domiciled in
Jakarta, Indonesia. Jakarta, Indonesia.
Page 376
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/2 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
a. Pendirian dan Informasi Umum (lanjutan) a. Establishment and General Information
(continued)
Perseroan dikendalikan oleh induk The Company is controlled by its immediate
perusahaannya PT Astra International Tbk, parent company PT Astra International Tbk, a
perusahaan yang didirikan di Indonesia. company incorporated in Indonesia. PT Astra
Pemegang saham terbesar PT Astra International Tbk’s majority shareholder is Jardine
International Tbk adalah Jardine Cycle & Cycle & Carriage Ltd., a company incorporated in
Carriage Ltd., perusahaan yang didirikan di Singapore. Jardine Cycle & Carriage Ltd. is a
Singapura. Jardine Cycle & Carriage Ltd. adalah subsidiary of Jardine Matheson Holdings Ltd., a
anak perusahaan dari Jardine Matheson company incorporated in Bermuda.
Holdings Ltd., perusahaan yang didirikan di
Bermuda.
Pada tanggal 31 Desember 2025, Grup As at 31 December 2025, the Group had 38,775
mempunyai karyawan sejumlah 38.775 orang employees (2024: 39,344 employees)
(2024: 39.344 orang) (tidak diaudit). (unaudited).
b. Penawaran Umum Efek Perseroan b. Public Offering of Securities of the
Company
Pada tahun 1989, Perseroan melalui Penawaran In 1989, the Company through an Initial Public
Umum Perdana menawarkan 2,7 juta lembar Offering offered 2.7 million of its shares to the
sahamnya kepada masyarakat dengan nilai public with a nominal par value of Rp 1,000 (full
nominal Rp 1.000 (nilai penuh) per lembar amount) per share at an offering price of
saham, dengan harga penawaran sebesar Rp 7,250 (full amount) per share at the Indonesian
Rp 7.250 (nilai penuh) per lembar saham di Stock Exchange.
Bursa Efek Indonesia.
Pada bulan April 2000, Perseroan membagikan In April 2000, the Company distributed bonus
saham bonus sebanyak 248,4 juta lembar shares of 248.4 million shares, whereby each
saham, dimana setiap pemilik lima lembar holder of five existing shares received nine new
saham menerima sembilan lembar saham baru shares from the capitalisation of the fixed assets
yang berasal dari kapitalisasi selisih penilaian revaluation reserves.
kembali aset tetap.
Pada bulan Juli 2000, Perseroan melakukan: In July 2000, the Company carried-out:
- Pemecahan saham dari nilai nominal - A stock-split of par value from Rp 1,000 (full
Rp 1.000 (nilai penuh) per saham menjadi amount) per share to Rp 250 (full amount) per
nilai nominal Rp 250 (nilai penuh) per share. As a result, the number of shares
saham. Dengan adanya pemecahan ini, increased from 386,400,000 shares to
jumlah lembar saham meningkat dari 1,545,600,000 shares;
386.400.000 lembar saham menjadi
1.545.600.000 lembar saham;
- Peningkatan modal dasar dari 500 juta - An increase in authorised share capital from
lembar saham atau sejumlah Rp 500 miliar 500 million shares amounting to Rp 500
menjadi 6 miliar lembar saham atau billion to 6 billion shares amounting to
sejumlah Rp 1.500 miliar; dan Rp 1,500 billion; and
- Program opsi pemilikan saham oleh - An employee stock options plan.
karyawan.
Page 377
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/3 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
b. Penawaran Umum Efek Perseroan (lanjutan) b. Public Offering of Securities of the
Company (continued)
Pada tahun 2004, Perseroan melalui Penawaran In 2004, the Company through Limited Public
Umum Terbatas II menerbitkan 1.261.553.600 Offering II issued 1,261,553,600 shares, with an
lembar saham, dengan harga penawaran offering price of Rp 525 (full amount) per share.
sebesar Rp 525 (nilai penuh) per saham.
Pada tahun 2008, Perseroan melalui Penawaran In 2008, the Company through Limited Public
Umum Terbatas III menerbitkan 475.268.183 Offering III issued 475,268,183 shares, with an
lembar saham, dengan harga penawaran offering price of Rp 7,500 (full amount) per share.
sebesar Rp 7.500 (nilai penuh) per saham.
Pada tahun 2011, Perseroan melalui Penawaran In 2011, the Company through Limited Public
Umum Terbatas IV menerbitkan 403.257.853 Offering IV issued 403,257,853 shares, with an
lembar saham, dengan harga penawaran offering price of Rp 15,050 (full amount) per share.
sebesar Rp 15.050 (nilai penuh) per saham.
c. Dewan Komisaris, Direksi dan Komite Audit c. Board of Commissioners, Board of Directors
and Audit Committee
Pada tanggal 31 Desember 2025 dan 2024, As at 31 December 2025 and 2024, the
susunan Dewan Komisaris, Direksi, dan Komite composition of the Company’s Board of
Audit Perseroan adalah sebagai berikut: Commissioners, Board of Directors and Audit
Committee was as follows:
2025 2024
Dewan Komisaris Board of Commissioners
Presiden Komisaris Djony Bunarto Tjondro Djony Bunarto Tjondro President Commissioner
Wakil Presiden Komisaris Rudy Rudy Vice President Commissioner
Komisaris Gita Tiffani Boer Chiew Sin Cheok Commissioners
Djoko Pranoto Santoso Djoko Pranoto Santoso
Benjamin Herrenden Birks Benjamin Herrenden Birks
Komisaris Independen Paulus Bambang Widjanarko Paulus Bambang Widjanarko Independent Commissioners
Ignasius Jonan Nanan Soekarna
Bruce Malcolm Cox Bruce Malcolm Cox
Direksi Board of Directors
Presiden Direktur Franciscus Xaverius Laksana Kesuma Franciscus Xaverius Laksana Kesuma President Director
Direktur Loudy Irwanto Ellias Loudy Irwanto Ellias Directors
Iwan Hadiantoro Iwan Hadiantoro
Idot Supriadi Idot Supriadi
Ari Sutrisno Edhie Sarwono
Widjaja Kartika Widjaja Kartika
Vilihati Surya Vilihati Surya
Hendra Hutahean
Komite Audit Audit Committee
Ketua Ignasius Jonan Paulus Bambang Widjanarko Chairman
Anggota Wanny Wijaya Arietta Adrianti Members
Mario C. Surung Gultom Purnama Setiawan
Page 378
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/4 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
d. Entitas anak d. Subsidiaries
Laporan keuangan konsolidasian ini meliputi The consolidated financial statements include the
laporan keuangan Perseroan dan entitas anak accounts of the Company and the following direct
yang dimiliki secara langsung dan tidak and indirect subsidiaries, listed as follows:
langsung, sebagai berikut:
Persentase kepemilikan
efektif (langsung dan Jumlah aset
tidak langsung)/ (sebelum eliminasi)/
Tahun beroperasi Percentage of effective Total assets
secara komersial/ ownership (direct and indirect) (before elimination)
Commencement
Entitas anak/ Kegiatan usaha/ of commercial 2025 2024
Subsidiaries Business activity operations % % 2025 2024
Pemilikan langsung/
Direct ownership
PT Pamapersada Nusantara Jasa penambangan 1993 100.0 100.0 102,429,098 98,411,865
(“Pamapersada”) terpadu/Integrated
mining services
PT Danusa Tambang Nusantara Perusahaan induk atas 2016 100.0 100.0 48,549,144 45,542,422
(“DTN”) konsesi penambangan/
Holding company of
mining concessions
PT United Tractors Pandu Perakitan dan produksi 1983 100.0 100.0 7,619,786 6,465,920
Engineering (“UTPE”) mesin, peralatan, dan
alat berat/Assembling
and production of
machinery, tools and
heavy equipment
PT Unitra Persada Energia Perusahaan induk atas 2015 100.0 100.0 6,487,777 6,800,596
(“UPE”) energi/Holding
company
of energy
PT Energia Prima Nusantara Pembangkit listrik/ 2018 100.0 100.0 4,036,009 4,738,259
(“EPN”) Power plant
PT Karya Supra Perkasa (“KSP”) Perusahaan induk atas 2015 100.0 100.0 3,312,902 2,816,897
industri konstruksi/
Holding company of
construction industry
PT Bina Pertiwi (“BP”) Perdagangan alat berat/ 1977 100.0 100.0 1,774,809 1,934,688
Trading of heavy
equipment
PT Universal Tekno Reksajaya Jasa rekondisi komponen 2011 100.0 100.0 178,177 192,055
(“UTR”) (iii) alat berat/
Remanufacturing of
heavy equipment
component
UT Heavy Industry (S) Pte. Ltd. Perdagangan dan 1994 100.0 100.0 88,307 58,587
(“UTHI”) perakitan alat
berat/Trading and
assembling of heavy
equipment
PT Andalan Multi Kencana Perdagangan suku 2010 100.0 100.0 40,646 42,299
(“AMK”) (iii) cadang/Trading of
spare parts
PT Tambang Supra Perkasa Penambangan/Mining - 100.0 100.0 15,455 16,186
(“TSP”) (i)
Unitra Power Pte. Ltd. (“UP”) (i) - 100.0 100.0 387 425
Energi/Energy
Pemilikan tidak langsung/
Indirect ownership
Melalui Pamapersada/Through
Pamapersada:
PT Tuah Turangga Agung Perusahaan induk atas 2006 100.0 100.0 26,521,720 26,625,516
(“TTA”) konsesi penambangan/
Holding company of
mining concessions
PT Kalimantan Prima Persada Jasa penambangan 2003 100.0 100.0 11,219,209 10,969,827
(“KPP”) terpadu/Integrated
mining services
PT Asmin Bara Bronang (“ABB”) Konsesi penambangan/ 2013 75.4 75.4 9,748,663 9,609,420
Mining concessions
PT Suprabari Mapanindo Mineral Konsesi penambangan/ 2014 80.0 80.0 7,219,586 7,446,178
(“SMM”) Mining concessions
PT Prima Multi Mineral (“PMM”) Perdagangan batubara/ 2007 100.0 100.0 2,232,384 1,817,471
Coal trading
PT Telen Orbit Prima (“TOP”) Konsesi penambangan/ 2010 100.0 100.0 2,221,415 2,150,205
Mining concessions
PT Agung Bara Prima (“ABP”) (ii) Konsesi penambangan/ - 100.0 100.0 434,227 308,762
Mining concessions
Turangga Resources Pte. Ltd. Perdagangan batubara/ 2016 100.0 100.0 366,076 717,944
(“TRE”) Coal trading
PT Pertiwi Nusantara Raya Perusahaan induk - 100.0 100.0 225,777 229,202
(“PNR”) (i) pengelolaan hutan/
Holding company of
forestry management
PT Asmin Bara Jaan (“ABJ”) (ii) Konsesi penambangan/ - 75.4 75.4 224,126 219,997
Mining concessions
PT Kadya Caraka Mulia (“KCM”) Konsesi penambangan/ 2007 100.0 100.0 126,619 237,518
Mining concessions
PT Multi Prima Universal (“MPU”) Perdagangan dan 2008 100.0 100.0 103,391 100,140
penyewaan alat berat
terpakai/Trading and
rental of used heavy
equipment
Page 379
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/5 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
d. Entitas anak (lanjutan) d. Subsidiaries (continued)
Persentase kepemilikan
efektif (langsung dan
tidak langsung)/ Jumlah aset
Percentage of effective (sebelum eliminasi)/
Tahun beroperasi ownership (direct and Total assets
secara komersial/ indirect) (before elimination)
Commencement
Entitas anak/ Kegiatan usaha/ of commercial 2025 2024
Subsidiaries Business activity operations % % 2025 2024
Pemilikan tidak langsung/
Indirect ownership
(lanjutan/continued)
Melalui Pamapersada/ Through
Pamapersada:
(lanjutan/continued)
PT Pama Indo Mining (“PIM”) Kontraktor penambangan/ 1997 60.0 60.0 85,712 110,593
Mining contractor
PT Wana Rimba Nusantara Pengelolaan hutan/ - 100.0 100.0 25,854 25,693
(“WRN”) (i) Forestry management
PT Duta Nurcahya (“DN”) Konsesi penambangan/ 2013 60.0 60.0 19,186 17,711
Mining concessions
PT Lestarikan Bumi Papua Pengelolaan hutan/ - 90.0 90.0 13,638 6,302
(“LBP”) Forestry management
PT Khatulistiwa Rimba Persada Belum beroperasi/ - 100.0 100.0 10,244 10,168
(“KRP”) (i) Has not start operation
PT Boven Rimba Persada (“BRP”) (i) Belum beroperasi/ - 100.0 100.0 10,243 10,168
Has not start operation
PT Persada Utama Infra Perusahaan induk atas jalan - 99.2 99.2 5,856 8,594
(“PUI”) (i) tol/Holding company
of toll road
PT Duta Sejahtera (“DS”) (ii) Konsesi penambangan/ - 60.0 60.0 1,935 2,052
Mining concessions
PT Borneo Berkat Makmur Perusahaan induk atas - - 100.0 - 12,896
(“BBM”) (v) konsesi penambangan/
Holding company of
mining concessions
PT Piranti Jaya Utama Konsesi penambangan/ - - 60.0 - 1,619
(“PJU”) (v) Mining concessions
Melalui DTN/Through DTN:
PT Agincourt Resources Konsesi penambangan/ 2012 95.0 95.0 18,222,188 16,702,884
(“PTAR”) Mining concessions
PT Sumbawa Jutaraya Konsesi penambangan/ 2024 80.0 80.0 3,470,199 2,933,715
(“SJR”) Mining concessions
PT Stargate Mineral Asia Pengolahan nikel/ - 90.0 90.0 1,828,167 420,203
(“SMA”) (i) Nickel Processing
PT Anugerah Surya Pacific Perusahaan induk atas 2017 66.7 66.7 1,399,630 1,387,739
Resources (“ASPR”) konsesi penambangan/
Holding company of
mining concessions
PT Stargate Pasific Resources Penambangan dan 2017 90.0 90.0 761,114 638,127
(“SPR”) eksplorasi
mineral/Mineral mining
and exploration
PT Rajawali Sigi Lestari Penyewaan alat berat/ 2017 90.0 90.0 60,395 58,536
(“RSL”) Rental of heavy
equipments
PT Stargate Dua Pasific Resources Penambangan dan - 90.0 90.0 14,812 14,812
(“SDPR”) (i) eksplorasi
mineral/Mineral mining
and exploration
PT Nusantara Industri Nikel Lestari Belum beroperasi/ - 100.0 - 10,000 -
(”NINL”) (viii) Has not start operation
PT Persada Tambang Mulia Konsesi penambangan/ - 100.0 100.0 3,127 3,205
(“PTM”) (iii) Mining concessions
Melalui KSP/Through KSP:
PT Acset Indonusa Tbk (“ACST”) (vi) Industri konstruksi/ 1995 91.2 87.7 3,305,748 2,812,171
Construction industry
PT Acset Pondasi Indonusa Jasa konstruksi/Construction 2020 91.2 87.7 310,541 339,773
(“API”) (vi) services
PT Bintai Kindenko Engineering Jasa penunjang 2012 54.7 52.6 257,962 372,897
Indonesia (“BINKEI”) (vi) konstruksi/Construction
support services
PT Aneka Raya Konstruksi Mesindo Jasa penunjang 2016 91.2 87.7 57,601 91,541
(“ARKM”) (vi) konstruksi/Construction
support services
PT Sacindo Machinery (“SM”) (vi) Perdagangan besar alat 2014 91.2 87.7 11,725 27,487
berat/Wholesale of
heavy equipment
PT Innotech System (“IS”) (vi) Jasa penunjang 2013 91.2 87.7 11,370 19,587
konstruksi/Construction
support services
PT ATMC Pump Services Jasa penunjang 2015 91.2 87.7 8,359 14,825
(“ATMC”) (vi) konstruksi/Construction
support services
PT Tambang Karya Supra Penambangan/Mining - - 100.0 - 1,048
(“TKS”) (vii)
Page 380
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/6 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
d. Entitas anak (lanjutan) d. Subsidiaries (continued)
Persentase kepemilikan
efektif (langsung dan
tidak langsung)/ Jumlah aset
Percentage of effective (sebelum eliminasi)/
Tahun beroperasi ownership (direct and Total assets
secara komersial/ indirect) (before elimination)
Commencement
Entitas anak/ Kegiatan usaha/ of commercial 2025 2024
Subsidiaries Business activity operations % % 2025 2024
Pemilikan tidak langsung/
Indirect ownership
(lanjutan/continued)
Melalui UTPE/Through UTPE:
PT Patria Maritime Lines Jasa pelayaran dalam 2008 100.0 100.0 4,169,592 3,108,432
(“PML”) negeri/Domestic
shipping services
PT Triatra Sinergia Pratama Perdagangan alat berat/ 2018 100.0 100.0 1,275,538 1,339,830
(“Triatra”) Trading of heavy
equipment
PT Patria Maritim Perkasa Industri pembuatan kapal 2012 100.0 100.0 1,078,200 837,4011
(“PMP”) laut/Ship manufacturing
industry
PT Patria Maritime Industry Jasa konstruksi dan 2011 100.0 100.0 8,186 8,504
(“PAMI”) (iii) perbaikan kapal/Ship
constructions and
repairs service
PT Patria Perikanan Lestari Industri perikanan/Fishery 2017 100.0 100.0 2,570 6,543
Indonesia (“PPLI”) (iii) industry
Melalui UPE/Through UPE:
PT Unitra Nusantara Persada Pembangkit listrik/ - 100.0 100.0 261 260
(“UNP”) (i) Power plant
Melalui EPN/Through EPN:
PT Supreme Energy Sriwijaya Perusahaan induk atas 2021 80.2 - 1,083,928 -
(“SES”) (iv) pembangkit listrik/
Holding company of
power plant
PT Bina Pertiwi Energi (“BPE”) Pembangkit listrik/ 2019 100.0 100.0 936,079 518,907
Power plant
PT Uway Energi Perdana Pembangkit listrik/ 2024 78.0 78.0 323,416 328,894
(“UEP”) Power plant
PT Redelong Hydro Energy Pembangkit listrik/ - 100.0 100.0 2,365 10,271
(“RHE”) (i) Power plant
PT Ilthabi Energi Tenagahidro Pembangkit listrik/ - 80.0 80.0 908 8,927
(“IET”) (i) Power plant
PT Forsa Tirta Uway Pembangkit listrik/ - 100.0 100.0 220 220
(“FTU”) (i) Power plant
PT Hidup Besai Kemu Pembangkit listrik/ - 100.0 100.0 120 120
(“HBK”) (iii) Power plant
PT Forsa Tirta Gora Pembangkit listrik/ - 100.0 100.0 441 1
(“FTG”) (i) Power plant
(i)
Tahap pengembangan/Development phase.
(ii)
Tahap eksplorasi/Exploration phase.
(iii)
Perusahaan tidak aktif/Dormant company.
(iv)
Diakuisisi pada tahun 2025/Acquired in 2025.
(v)
Dekonsolidasi karena telah dijual kepada pihak ketiga pada tahun 2025/Deconsolidated due to being sold to the third parties in 2025.
(vi)
Pada bulan Mei 2025, Grup melakukan penambahan investasi kepada ACST sebesar Rp 500,0 miliar, sehingga meningkatkan kepemilikan efektif Grup kepada ACST dari 87,7% menjadi 91,2%. Oleh karena itu, kepemilikan efektif Grup atas
entitas anak melalui ACST meningkat/In May 2025, the Group made an additional investment in ACST amounted to Rp 500.0 billion that increased the Group’s effective ownership in ACST from 87.7% to 91.2%. Therefore, the Group’s effective
ownership interest in subsidiaries through ACST increased.
(vii)
Dilikuidasi pada tahun 2025 /liquidated in 2025.
(viii)
Didirikan pada tahun 2025/Established in 2025
Semua entitas anak berdomisili di Indonesia, All subsidiaries domicile in Indonesia, except for
kecuali untuk UP, UTHI dan TRE yang UP, UTHI and TRE which domicile in Singapore.
berdomisili di Singapura.
Page 381
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/7 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
e. Perjanjian Karya Pengusahaan e. Coal Contract of Work (“CCoW”)
Penambangan Batubara (“PKP2B”)
Pada tanggal 31 Desember 2025, Grup memiliki As at 31 December 2025, the Group had the
PKP2B generasi ketiga sebagai berikut: following third generation CCoW:
Tahun
Pemegang PKP2B generasi Berlaku
perjanjian/
No ketiga/Third generation CCoW sampai/Valid Lokasi/Location
Agreement
Holder until
year
Kabupaten Banjar, Propinsi Kalimantan Selatan/
1 KCM 1999 2030
Banjar Regency, South Kalimantan Province
Kabupaten Kapuas dan Murung Raya, Propinsi
Kalimantan Tengah/
2 ABB 1999 2042
Kapuas and Murung Raya Regency, Central
Kalimantan Province
Kabupaten Kapuas dan Murung Raya, Propinsi
Kalimantan Tengah/
3 ABJ 1997 2042
Kapuas and Murung Raya Regency, Central
Kalimantan Province
Kabupaten Barito Utara, Propinsi Kalimantan
Tengah/
4 SMM 1997 2044
North Barito Regency, Central Kalimantan
Province
Pada bulan April 2017, KCM, ABB, ABJ, dan In April 2017, KCM, ABB, ABJ and SMM entered
SMM melakukan amendemen atas PKP2B into amendment of CCoWs with the Government
dengan Pemerintah Indonesia terutama terkait of Indonesia mainly relating to the changes of the
dengan perubahan pada tarif pajak perusahaan corporate tax rate which was applied from fiscal
yang diterapkan mulai tahun pajak 2018. year of 2018.
f. Ijin Usaha Penyediaan Tenaga Listrik f. Electric Power Generation Business License
(“IUPTL”)
Pada tanggal 31 Desember 2025, Grup memiliki As at 31 December 2025, the Group had the
IUPTL sebagai berikut: following electric power generation business
license:
Ijin/License Surat Keputusan/Decree Berlaku
No Pemegang/ Jenis/ sampai/Valid Lokasi/Location
Nomor/Number Oleh/By until
Holder Type
Kepala Dinas
Penanaman Modal
dan Pelayanan
Kabupaten Kapuas,
Terpadu Satu Pintu
IUPTL/Electric 570/21/ESDM- Propinsi Kalimantan
Propinsi Kalimantan
1 EPN Power Generation IO/VII/DPMPTSP- 2045 Tengah/Kapuas
Tengah/Head
Business License 2018 Regency, Central
of Investment and
Kalimantan Province
Integrated Licensing
Agency of Central
Kalimantan Province
Kepala Badan Kabupaten Way
IUPTL/Electric Koordinasi Penanaman Kanan, Propinsi
4/1/IUPTL-
2 UEP Power Generation Modal/Head of 2038 Lampung/Way Kanan
T/PMDN/2018
Business License Investment Regency, Lampung
Coordinating Board Province
Page 382
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/8 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
g. Ijin Usaha Pertambangan (“IUP”) Operasi g. Mining Business License Production
Produksi (”OP”) Operations
Pada tanggal 31 Desember 2025, Grup memiliki As at 31 December 2025, the Group had the
IUP sebagai berikut: following mining business licenses:
Ijin/License Surat Keputusan/Decree Berlaku
sampai/
No Pemegang/ Jenis/ Nomor/ Lokasi/Location
Oleh/By Valid
Holder Type Number
until
Menteri Investasi dan
Hilirisasi/Kepala Badan
Koordinasi Penanaman Kabupaten Kapuas, Propinsi
IUP OP 81204110319 Modal/Minister of Kalimantan Tengah/
1 TOP 2037
Batubara/Coal 750008 Investment and Kapuas Regency, Central
Downstreaming Policy/ Kalimantan Province
Head of Investment
Coordinating Board
Kabupaten Kapuas, Propinsi
IUP OP Bupati Kapuas/ Kalimantan Tengah/
2 ABP 506/2012 2029
Batubara/Coal Kapuas Regent Kapuas Regency, Central
Kalimantan Province
Kabupaten Barito Utara,
IUP OP 188.45/455/ Bupati Barito Utara/ Propinsi Kalimantan Tengah/
3 DS 2028
Batubara/Coal 2009 North Barito Regent North Barito Regency, Central
Kalimantan Province
Kabupaten Barito Utara,
IUP OP 188.45/454/ Bupati Barito Utara/ Propinsi Kalimantan Tengah/
4 DN 2026
Batubara/Coal 2009 North Barito Regent North Barito Regency, Central
Kalimantan Province
IUP OP
Kepala Dinas
Mineral
Penanaman Modal
Logam
dan Pelayanan
(emas dan Kabupaten Sumbawa, Propinsi
503/042/IUP- Terpadu Satu Pintu
mineral Nusa Tenggara Barat/
5 SJR OP/DPMPTSP Propinsi NTB/Head 2035
pengikutnya)/ Sumbawa Regency, West
/2017 of Investment and
Minerals Nusa Tenggara Province
Integrated
(gold and
Licensing Agency
its associated
of NTB Province
minerals)
Kepala Dinas
Penanaman Modal
dan Pelayanan
Kabupaten Konawe Utara,
668/DPM- Terpadu Satu Pintu
IUP OP Propinsi Sulawesi Tenggara/
6 SPR PTSP/VIII/ Propinsi Sulteng/Head 2029
Nikel/Nickel North Konawe Regency,
2017 of Investment and
Southeast Sulawesi Province
Integrated
Licensing Agency
of Sulteng Province
Kepala Dinas
Penanaman Modal
dan Pelayanan
Kabupaten Konawe Utara,
772/DPM- Terpadu Satu Pintu
IUP OP Propinsi Sulawesi Tenggara/
7 SDPR PTSP/XII/ Propinsi Sulteng/Head 2031
Nikel/Nickel North Konawe Regency,
2020 of Investment and
Southeast Sulawesi Province
Integrated
Licensing Agency
of Sulteng Province
Page 383
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/9 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
1. UMUM (lanjutan) 1. GENERAL (continued)
h. Kontrak Karya (“KK”) h. Contract of Work (“CoW”)
Pada tanggal 28 April 1997, PTAR On 28 April 1997, PTAR entered into the sixth
menandatangani KK generasi keenam dengan generation of CoW with the Government of
Pemerintah Indonesia untuk mengeksplorasi, Indonesia to explore, develop and mine gold and
mengembangkan dan menambang emas dan silver, with the exception of hydrocarbon
perak, dengan pengecualian senyawa compounds, coal and radioactive minerals, in areas
hidrokarbon, batu bara dan mineral radioaktif, di within Sibolga, North Sumatra, which was subject to
daerah Sibolga, Sumatera Utara, yang tunduk certain requirements including Government of
pada persyaratan tertentu termasuk persetujuan Indonesia approvals and payment of royalties to the
Pemerintah Indonesia dan pembayaran royalti Government of Indonesia. Under the terms of the
kepada Pemerintah Indonesia. Menurut CoW, PTAR acts as a contractor to the Government
ketentuan KK, PTAR bertindak sebagai of Indonesia. PTAR commenced its 30-years
kontraktor untuk Pemerintah Indonesia. PTAR operating period in 2012 with mineral produced in
memulai periode operasi 30 tahun pada tahun the CoW area.
2012 dengan mineral yang diproduksi di area
KK.
Pada tanggal 14 Maret 2018, PTAR dan On 14 March 2018, PTAR and the Government of
Pemerintah Indonesia mencapai kesepakatan Indonesia reached an agreement to sign an
untuk menandatangani dan mengubah KK amendment to CoW (the “Amendment”).
(“Amendemen”). Terlepas dari Amendemen, KK Notwithstanding the Amendment, the CoW is still
masih berlaku hingga tahun 2042. Setelah valid until 2042. After this period, the operations
periode ini, operasi berdasarkan KK dapat under the CoW can be extended in the form of a
diperpanjang dalam bentuk Izin Usaha Special Mining Business License (“IUPK”) in
Pertambangan Khusus (“IUPK”) sesuai dengan accordance with prevailing laws and regulations
hukum dan peraturan yang berlaku yang saat ini which currently allow for an extension of 10 years
yang memungkinkan perpanjangan 10 tahun and can be extended further by another 10 years.
dan dapat diperpanjang 10 tahun lagi. The key changes incorporated in the Amendment
Perubahan-perubahan utama pada include a reduction in CoW area from 163,927
Amendemen mencakup pengurangan area KK hectares to 130,252 hectares, adoption of prevailing
dari 163.927 hektar menjadi 130.252 hektar, rates for taxes and royalties and obligation to
penerapan tarif pajak dan royalti yang berlaku increase ownership of Indonesian participants in
dan kewajiban untuk meningkatkan kepemilikan PTAR to at least 51% by 24 April 2022.
peserta Indonesia dalam PTAR menjadi
setidaknya 51% pada 24 April 2022.
i. Persetujuan dan Pengesahan untuk i. Approval and Authorisation for the Issuance
Penerbitan Laporan Keuangan of the Consolidated Financial Statements
Konsolidasian
Laporan keuangan konsolidasian ini diotorisasi These consolidated financial statements were
oleh Direksi pada tanggal 26 Februari 2026. authorised by the Board of Directors on
26 February 2026.
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES
Berikut ini adalah kebijakan akuntansi material yang The following are the material accounting policies
diterapkan dalam penyusunan laporan keuangan applied in preparing the consolidated financial
konsolidasian Grup, sesuai dengan Standar statements of the Group, which are in conformity with
Akuntansi Keuangan Indonesia dan peraturan Badan Indonesian Financial Accounting Standards and
Pengawas Pasar Modal dan Lembaga Keuangan Indonesian Capital Market and Financial Institution
(“Bapepam-LK”) Indonesia, sekarang Otoritas Jasa Supervisory Agency’s (“Bapepam-LK”) regulations,
Keuangan (“OJK”), No. VIII.G.7 tentang Penyajian now Authority of Financial Services (“OJK”)
dan Pengungkapan Laporan Keuangan Emiten atau regulations, No. VIII.G.7 regarding the Presentation
Perusahaan Publik, yang terlampir dalam surat and Disclosures of Financial Statements of Listed
keputusan No. KEP-347/BL/2012. Entity, enclosed in the decision letter
No. KEP-347/BL/2012.
Page 384
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
a. Dasar penyusunan laporan keuangan a. Basis of preparation of the consolidated
konsolidasian financial statements
Laporan keuangan konsolidasian disusun The consolidated financial statements have been
berdasarkan konsep harga perolehan, kecuali prepared under the historical cost convention,
untuk aset dan liabilitas keuangan diukur pada except for financial assets and financial liabilities
nilai wajar melalui laba rugi (termasuk instrumen at fair value through profit or loss (including
derivatif dan properti investasi), serta derivative instruments and investment properties)
menggunakan dasar akrual kecuali untuk and using the accrual basis except for the
laporan arus kas konsolidasian. consolidated statements of cash flows.
Laporan keuangan konsolidasian disajikan The consolidated financial statements are
sesuai dengan Standar Akuntansi Keuangan prepared in accordance with Indonesian Financial
Indonesia. Accounting Standards.
Laporan arus kas konsolidasian disusun The consolidated statements of cash flows are
menggunakan metode langsung dengan prepared based on the direct method by
mengelompokkan arus kas ke dalam aktivitas classifying cash flows on the basis of operating,
operasi, investasi dan pendanaan. investing and financing activities.
Seluruh angka dalam laporan keuangan Figures in the consolidated financial statements
konsolidasian dibulatkan dan dinyatakan dalam are rounded to and stated in millions of Rupiah
jutaan Rupiah (“Rp”), kecuali dinyatakan lain. (“Rp”), unless otherwise stated.
Kecuali dinyatakan lain, kebijakan akuntansi Unless otherwise stated, the accounting policies
telah diterapkan secara konsisten dengan applied are consistent with the consolidated
laporan keuangan konsolidasian untuk tahun financial statements for the year ended
yang berakhir 31 Desember 2024 yang telah 31 December 2024, which conform to Indonesian
sesuai dengan Standar Akuntansi Keuangan Financial Accounting Standards.
Indonesia.
Penyusunan laporan keuangan konsolidasian The preparation of the consolidated financial
sesuai dengan Standar Akuntansi Keuangan statements in conformity with Indonesian
Indonesia mengharuskan penggunaan estimasi Financial Accounting Standards requires the use
dan asumsi. Hal tersebut juga mengharuskan of estimates and assumptions. It also requires
manajemen untuk membuat pertimbangan management to exercise its judgment in the
dalam proses penerapan kebijakan akuntansi process of applying the Group’s accounting
Grup. Area yang kompleks atau memerlukan policies. The areas involving a higher degree of
tingkat pertimbangan yang lebih tinggi atau area judgment or complexity, or areas where
dimana asumsi dan estimasi dapat berdampak assumptions and estimates are significant to the
signifikan terhadap laporan keuangan consolidated financial statements are disclosed in
konsolidasian diungkapkan di Catatan 33. Note 33.
Page 385
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/11 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
a. Dasar penyusunan laporan keuangan a. Basis of preparation of the consolidated
konsolidasian (lanjutan) financial statements (continued)
Perubahan atas Pernyataan Standar Changes in the Statements of Financial
Akuntansi Keuangan (“PSAK”) Accounting Standards (“PSAK”)
Penerapan dari standar baru dan amendemen The adoption of the new standard and amendment
berikut yang berlaku efektif mulai 1 Januari 2025 that are effective beginning 1 January 2025 did
tidak menimbulkan perubahan substansial not result in substantial changes to the Group’s
terhadap kebijakan akuntansi Grup dan accounting policy and had no material effects on
pengaruh yang material atas jumlah yang the amounts reported for the current or prior
dilaporkan atas tahun berjalan atau tahun-tahun financial years.
sebelumnya.
- PSAK 117 “Kontrak Asuransi” dan - PSAK 117 “Insurance Contracts” and the
amendemen konsekuensial atas PSAK lain consequential amendment to other PSAKs
karena berlaku efektifnya PSAK 117 due to the effective implementation of PSAK
117
- Amendemen terhadap PSAK 221 - Amendment to PSAK 221 “The Effects of
“Pengaruh Perubahan Kurs Valuta Asing” Changes in Foreign Exchange Rates”
Amendemen dan penyesuaian tahunan yang Amendments and annual improvement issued,
telah diterbitkan, yang relevan dengan operasi which are relevant to the Group’s operations, but
Grup, namun belum berlaku efektif untuk tahun not yet effective for the financial year beginning
buku yang dimulai pada atau setelah tanggal 1 January 2025 are as follows:
1 Januari 2025 adalah sebagai berikut:
Efektif pada tanggal 1 Januari 2026 dan Effective on 1 January 2026 and early
penerapan dini diperkenankan adoption is permitted
- Penyesuaian Tahunan 2024 Standar - Annual Improvement 2024 Indonesian
Akuntansi Keuangan (“SAK”) Indonesia Financial Accounting Standards (“SAK”)
- Amendemen terhadap PSAK 107 “Instrumen - Amendment to PSAK 107 “Financial
Keuangan: Pengungkapan” Instruments: Disclosures”
- Amendemen terhadap PSAK 109 “Instrumen - Amendment to PSAK 109 “Financial
Keuangan” Instruments”
Efektif pada tanggal 1 Januari 2027 dan Effective on 1 January 2027 and early
penerapan dini diperkenankan adoption is permitted
- PSAK 118 ”Penyajian dan Pengungkapan - PSAK 118 “Presentation and Disclosure in
dalam Laporan Keuangan” Financial Statements”
- PSAK 338 (Revisi 2025) ”Kombinasi Bisnis - PSAK 338 (Revision of 2025) “Business
Entitas Sepengendali” Combinations of Entities Under Common
Control”
Pada saat laporan keuangan konsolidasian ini As at the authorisation date of these consolidated
diotorisasi, Grup masih mempelajari dampak financial statements, the Group is still evaluating
yang mungkin timbul dari amendemen dan the potential impact of the implementation of the
penyesuaian tahunan yang telah diterbitkan above amendments and annual improvement
namun belum berlaku efektif di atas serta issued but not yet effective to the Group’s
pengaruhnya pada laporan keuangan consolidated financial statements.
konsolidasian Grup.
Page 386
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/12 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
a. Dasar penyusunan laporan keuangan a. Basis of preparation of the consolidated
konsolidasian (lanjutan) financial statements (continued)
Perubahan atas PSAK (lanjutan) Changes in the PSAK (continued)
Setelah krisis keuangan, reformasi dan Following the financial crisis, the reform and
penggantian suku bunga acuan seperti Dolar replacement of benchmark interest rates such as
Amerika Serikat (“USD”) London Interbank United States Dollar (“USD”) London Interbank
Offered Rate (“LIBOR”) dan Interbank Offered Offered Rate (“LIBOR”) and other Interbank
Rates (“IBOR”) lain telah menjadi prioritas bagi Offered Rates (“IBOR”) has become a priority for
regulator global. global regulators.
Grup saat ini memiliki sejumlah saldo pinjaman The Group currently has a number of outstanding
yang mengacu pada Jakarta Interbank Offered borrowings which refer to Jakarta Interbank
Rate (“JIBOR”) dan melampaui 31 Desember Offered Rate (“JIBOR”) and extend beyond
2025 dan 2024. Kontrak-kontrak ini diungkapkan 31 December 2025 and 2024. These contracts are
pada tabel di bawah ini. disclosed on the table below.
2025 2024
Saldo/ Jumlah fasilitas/ Saldo/ Jumlah fasilitas/
Balance Total facilities Balance Total facilities
Pinjaman bank Short-term
jangka pendek 400,000 1,939,100*) 160,000 3,524,300*) bank loans
Pinjaman bank Long-term
jangka panjang 10,285,834 16,740,383 9,650,676 15,440,383 bank loans
Liabilitas keuangan Other financial
lain-lain 119,189 180,000 142,768 180,000 liabilities
*)
Beberapa fasilitas dapat ditarik dalam Rupiah atau USD sehingga suku bunga atas pinjaman tersebut dapat berupa JIBOR atau Term-SOFR/Several facilities
can be withdrawn in Rupiah or USD therefore interest rate of the borrowing can be JIBOR or Term-SOFR.
Sehubungan dengan adanya reformasi acuan Following the floating interest rate benchmark
suku bunga mengambang, acuan suku bunga reform, the reference rates of JIBOR has been
JIBOR sudah dihentikan setelah 31 Desember discontinued after 31 December 2025. The Group
2025. Grup telah menelaah dan berdiskusi has made assessments and discussions with
dengan para kreditur serta sudah melakukan creditors and has transitioned most of its loan
transisi atas sebagian besar kontrak pinjaman di agreements by December 2025. The alternative
Desember 2025. Suku bunga alternatif yang interest rate used by the Group in the transition
digunakan Grup dalam transisi dari JIBOR from JIBOR is the Compounded IndONIA
adalah Compounded IndONIA (Indonesia (Indonesia Overnight Index Average). For
Overnight Index Average). Sebagai informasi additional information, several loans with interest
tambahan, beberapa kontrak pinjaman yang periods agreed upon before 31 December 2025,
periode bunganya telah disepakati sebelum continue to use JIBOR stated in the initial
tanggal 31 Desember 2025, masih agreement until the next interest payment
menggunakan JIBOR yang tercantum dalam schedule.
perjanjian awal sampai dengan jadwal
pembayaran bunga selanjutnya.
Page 387
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/13 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
b. Konsolidasi b. Consolidation
(1) Entitas anak (1) Subsidiaries
Laporan keuangan konsolidasian meliputi The consolidated financial statements include
informasi keuangan Perseroan dan entitas the financial information of the Company and
anak. its subsidiaries.
Entitas anak adalah seluruh entitas Subsidiaries are all entities (including
(termasuk entitas terstruktur) dimana Grup structured entities) over which the Group has
memiliki pengendalian. Grup control. The Group controls an entity when
mengendalikan entitas lain ketika Grup the Group is exposed to, or has rights to,
terekspos atas, atau memiliki hak untuk, variable returns from its involvement with the
pengembalian yang bervariasi dari entity and has the ability to affect those
keterlibatannya dengan entitas dan memiliki returns through its power over the entity.
kemampuan untuk mempengaruhi Subsidiaries are fully consolidated from the
pengembalian tersebut melalui date on which control is transferred to the
kekuasaannya atas entitas tersebut. Entitas Company. They are de-consolidated from the
anak dikonsolidasikan secara penuh sejak date on which that control ceases.
tanggal dimana pengendalian dialihkan
kepada Perseroan. Entitas anak tidak
dikonsolidasikan lagi sejak tanggal
kehilangan pengendalian.
Grup menerapkan metode akuisisi untuk The Group applies the acquisition method to
mencatat kombinasi bisnis. Imbalan yang account for business combination. The
dialihkan untuk akuisisi suatu entitas anak consideration transferred for the acquisition
adalah sebesar nilai wajar aset yang of a subsidiary is the fair value of the assets
dialihkan, liabilitas yang diakui terhadap transferred, the liabilities incurred to the
pemilik pihak yang diakuisisi sebelumnya former owners of the acquiree and equity
dan kepentingan ekuitas yang diterbitkan interests issued by the Group. The
oleh Grup. Imbalan yang dialihkan termasuk consideration transferred includes the fair
nilai wajar aset dan liabilitas yang dihasilkan value of any asset and liability resulting from
dari imbalan kontinjensi. Aset teridentifikasi a contingent consideration arrangement.
yang diperoleh dan liabilitas serta liabilitas Identifiable assets acquired and liabilities and
kontinjensi yang diambil alih dalam suatu contingent liabilities assumed in a business
kombinasi bisnis diukur pada awalnya combination are measured initially at their fair
sebesar nilai wajar pada tanggal akuisisi. values at the acquisition date.
Untuk setiap kombinasi bisnis, Grup For every business combination, the Group
mengakui kepentingan nonpengendali pada recognises any non-controlling interests in
pihak yang diakuisisi baik sebesar nilai the acquiree on an acquisition-by-acquisition
wajar atau sebesar bagian proporsional basis, either at fair value or at the non-
kepentingan nonpengendali atas aset controlling interest’s proportionate share of
bersih pihak yang diakuisisi. Kepentingan the acquiree’s net assets. Non-controlling
nonpengendali disajikan di ekuitas dalam interests are reported as equity in the
laporan posisi keuangan konsolidasian, consolidated statements of financial position,
terpisah dari ekuitas pemilik entitas induk. separate from the owner of the parent’s
equity.
Biaya yang terkait dengan akuisisi Acquisition-related costs are expensed as
dibebankan pada saat terjadinya. incurred.
Page 388
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/14 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
b. Konsolidasi (lanjutan) b. Consolidation (continued)
(1) Entitas anak (lanjutan) (1) Subsidiaries (continued)
Jika kombinasi bisnis diperoleh secara If the business combination is achieved in
bertahap, nilai wajar pada tanggal akuisisi stages, at the acquisition date fair value of the
dari kepentingan ekuitas yang sebelumnya acquirer’s previously held equity interest in the
dimiliki oleh pihak pengakuisisi pada pihak acquiree is remeasured to fair value at the
yang diakuisisi diukur kembali ke nilai wajar acquisition date through profit or loss. The
tanggal akuisisi melalui laba rugi. Pihak acquirer may have recognised changes in the
pengakuisisi mungkin telah mengakui value of its equity interest in other
perubahan nilai wajar atas kepentingan comprehensive income. If so, the amount that
ekuitasnya dalam penghasilan was recognised in other comprehensive
komprehensif lain. Jika demikian, jumlah income shall be recognised on the same basis
yang telah diakui dalam penghasilan as would be required if the acquirer has
komprehensif lain diakui dengan dasar yang disposed directly of the previously held equity
sama sebagaimana dipersyaratkan jika interest.
pihak pengakuisisi telah melepas secara
langsung kepentingan ekuitas yang dimiliki
sebelumnya.
Imbalan kontinjensi yang masih harus Any contingent consideration to be
dialihkan oleh Grup diakui sebesar nilai transferred by the Group is recognised at fair
wajar pada tanggal akuisisi. Perubahan value at the acquisition date. Subsequent
selanjutnya atas nilai wajar imbalan change to the fair value of the contingent
kontinjensi yang diakui sebagai aset atau consideration that is deemed to be an asset
liabilitas dicatat dalam laba rugi. Imbalan or liability is recognised in profit or loss.
kontinjensi yang diklasifikasikan sebagai Contingent consideration that is classified as
ekuitas tidak diukur kembali dan equity is not remeasured, and its subsequent
penyelesaian selanjutnya diperhitungkan settlement is accounted for within equity.
dalam ekuitas.
Selisih lebih imbalan yang dialihkan, jumlah The excess of the consideration transferred,
setiap kepentingan nonpengendali pada the amount of any non-controlling interest in
pihak diakuisisi dan nilai wajar pada tanggal the acquiree and the acquisition-date fair
akuisisi kepentingan ekuitas sebelumnya value of any previous equity interest in the
dimiliki oleh pihak pengakuisisi pada pihak acquiree over the fair value of the identifiable
diakuisisi atas nilai wajar aset bersih net assets acquired is recorded as goodwill.
teridentifikasi yang diperoleh dicatat If the total of consideration transferred, non-
sebagai goodwill. Jika jumlah imbalan yang controlling interests recognised, and
dialihkan, kepentingan nonpengendali yang previously held interest measured is less than
diakui, dan kepentingan yang sebelumnya the fair value of the net assets of the
dimiliki pengakuisisi lebih rendah dari nilai subsidiary acquired in the case of a bargain
wajar aset bersih entitas anak yang purchase, the difference is recognised
diakuisisi dalam kasus pembelian dengan directly in profit or loss.
diskon, selisihnya diakui dalam laba rugi.
Page 389
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/15 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
b. Konsolidasi (lanjutan) b. Consolidation (continued)
(1) Entitas anak (lanjutan) (1) Subsidiaries (continued)
Jika akuntansi awal untuk kombinasi bisnis If the initial accounting of a business
belum selesai pada akhir periode pelaporan combination is incomplete by the end of the
saat kombinasi terjadi, Grup melaporkan reporting period in which the combination
jumlah sementara untuk pos-pos yang occurs, the Group reports provisional
proses akuntansinya belum selesai dalam amounts for the items for which the
laporan keuangannya. Selama periode accounting is incomplete. During the
pengukuran, Grup menyesuaikan, aset atau measurement period, the Group adjusted the
liabilitas tambahan yang diakui, untuk additional assets or liabilities are recognised,
mencerminkan informasi baru yang to reflect new information obtained about
diperoleh tentang fakta dan keadaan yang facts and circumstances that existed as of the
ada pada tanggal akuisisi dan, jika acquisition date that, if known, would have
diketahui, akan berdampak pada jumlah affected the amount recognised as of that
yang diakui pada tanggal tersebut. Periode date. The measurement period shall not
pengukuran tidak boleh melebihi satu tahun exceed one year from the acquisition date.
dari tanggal akuisisi.
Transaksi dengan kepentingan Transactions with non-controlling interests
nonpengendali yang tidak mengakibatkan that do not result in loss of control are
hilangnya pengendalian merupakan accounted for as equity transactions.
transaksi ekuitas. Perubahan dalam A change in ownership interest results in an
kepemilikan menghasilkan penyesuaian adjustment between the carrying amounts of
antara nilai tercatat dari kepentingan the controlling and non-controlling interests to
pengendali dan nonpengendali untuk reflect their relative interests in the subsidiary.
mencerminkan kepentingan relatifnya di The difference between the fair value of any
anak perusahaan. Selisih antara nilai wajar consideration paid and the relevant share
imbalan yang dibayar dan bagian yang acquired of the carrying value of net assets of
diakuisisi atas nilai tercatat aset bersih the subsidiary is recorded in equity. Gains or
entitas anak dicatat pada ekuitas. losses on disposals to non-controlling
Keuntungan atau kerugian pelepasan interests are also recorded in equity.
kepentingan nonpengendali juga dicatat
pada ekuitas.
Transaksi, saldo dan keuntungan entitas Transactions, balances and unrealised gains
Grup yang belum direalisasi telah on transactions between the Group’s entities
dieliminasi. Kerugian yang belum direalisasi are eliminated. Unrealised losses are also
juga dieliminasi. Apabila diperlukan, jumlah eliminated. When necessary, amounts
yang dilaporkan oleh anak perusahaan reported by subsidiaries have been adjusted
telah disesuaikan agar sesuai dengan to conform to the Group’s accounting policies.
kebijakan akuntansi Grup.
Page 390
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/16 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
b. Konsolidasi (lanjutan) b. Consolidation (continued)
(2) Pelepasan entitas anak (2) Disposal of subsidiaries
Ketika Grup tidak lagi memiliki When the Group ceases to have control, any
pengendalian, kepentingan yang masih retained interest in the entity is remeasured to
tersisa atas entitas diukur kembali its fair value at the date when the control is
berdasarkan nilai wajarnya pada tanggal lost, with the change in carrying amount
disaat pengendalian hilang, dan perubahan recognised in profit or loss. The fair value is
nilai tercatat diakui dalam laba rugi. Nilai the initial carrying amount for the purposes of
tercatat awal adalah sebesar nilai wajar subsequently accounting for the retained
untuk kepentingan pengukuran kembali interest as an associate, joint venture or
kepentingan yang tersisa sebagai entitas financial asset. In addition, any amounts
asosiasi, ventura bersama atau aset previously recognised in other comprehensive
keuangan. Di samping itu, jumlah yang income in respect of that entity are accounted
sebelumnya diakui pada penghasilan for as if the Group had directly disposed of the
komprehensif lain sehubungan dengan related assets or liabilities. Amounts
entitas tersebut dicatat seolah-olah Grup previously recognised in other comprehensive
telah melepas aset atau liabilitas terkait. income are reclassified to profit or loss.
Jumlah yang sebelumnya diakui pada
penghasilan komprehensif lain
direklasifikasi ke laba rugi.
c. Penjabaran mata uang asing c. Foreign currency translation
(1) Mata uang fungsional dan penyajian (1) Functional and presentation currency
Pos-pos yang disertakan dalam informasi Items included in the financial information of
keuangan setiap entitas anggota Grup each of the Group’s entities are measured
diukur menggunakan mata uang yang using the currency of the primary economic
sesuai dengan lingkungan ekonomi utama environment in which the entity operates (the
dimana entitas beroperasi (“mata uang “functional currency”).
fungsional”).
Laporan keuangan konsolidasian disajikan The consolidated financial statements are
dalam Rupiah (“Rp”) yang merupakan mata presented in Rupiah (“Rp”), which is the
uang fungsional dan penyajian Perseroan. functional and presentation currency of the
Company.
Hasil usaha operasi dan posisi keuangan The results of the operations and financial
dari seluruh entitas anak yang memiliki position of all of the subsidiaries that have a
mata uang fungsional yang berbeda dengan functional currency different from the Group’s
mata uang penyajian Grup, ditranslasikan presentation currency are translated into the
dalam mata uang penyajian Grup sebagai Group’s presentation currency as follows:
berikut:
(a) Aset dan liabilitas yang disajikan pada (a) The assets and liabilities presented in
laporan posisi keuangan konsolidasian, the consolidated statements of financial
ditranslasikan pada kurs penutup position are translated at the closing rate
tanggal laporan posisi keuangan at the date of the consolidated
konsolidasian tersebut; statements of financial position;
Page 391
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/17 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
c. Penjabaran mata uang asing (lanjutan) c. Foreign currency translation (continued)
(1) Mata uang fungsional dan penyajian (1) Functional and presentation currency
(lanjutan) (continued)
Hasil usaha operasi dan posisi keuangan The results of the operations and financial
dari seluruh entitas anak yang memiliki position of all of the subsidiaries that have a
mata uang fungsional yang berbeda dengan functional currency different from the Group’s
mata uang penyajian Grup, ditranslasikan presentation currency are translated into the
dalam mata uang penyajian Grup sebagai Group’s presentation currency as follows:
berikut: (lanjutan) (continued)
(b) Penghasilan dan beban untuk setiap (b) The income and expenses for each profit
laba rugi dijabarkan menggunakan kurs or loss are translated at the average
rata-rata (kecuali jika rata-rata tersebut exchange rates (unless this average is
bukan perkiraan wajar efek kumulatif not a reasonable approximation of the
dari kurs yang berlaku pada tanggal cumulative effect of the rates prevailing
transaksi, maka penghasilan dan on the transaction dates, in which case
beban dijabarkan menggunakan kurs the income and expenses are translated
tanggal transaksi); dan at the rates in force on the dates of the
transactions); and
(c) Seluruh selisih kurs yang timbul diakui (c) All of the resulting exchange differences
dalam penghasilan komprehensif lain are recognised in other comprehensive
dan diakumulasikan dalam ekuitas income and accumulated in equity under
pada selisih kurs dari penjabaran the exchange difference on financial
laporan keuangan. statements translation.
(2) Transaksi dan saldo (2) Transactions and balances
Transaksi dalam mata uang asing Transactions in foreign currency are
dijabarkan ke dalam mata uang fungsional translated into functional currency using the
dengan menggunakan kurs yang berlaku exchange rates prevailing at the dates of the
pada tanggal transaksi. Pada setiap tanggal transactions. At each reporting date, foreign
pelaporan, aset, dan liabilitas moneter currency monetary assets and liabilities are
dalam mata uang asing dijabarkan ke dalam translated into functional currency using the
mata uang fungsional dengan closing exchange rate. The exchange rate
menggunakan kurs penutup. Kurs yang used as the benchmark is the rate which is
digunakan sebagai acuan adalah kurs yang issued by Indonesian Central Bank. Foreign
dikeluarkan oleh Bank Indonesia. exchange gains and losses resulting from the
Keuntungan dan kerugian selisih kurs yang settlement of such transactions and from the
timbul dari penyelesaian transaksi dalam translation at period-end exchange rates of
mata uang asing dan dari penjabaran aset monetary assets and liabilities denominated
dan liabilitas moneter dalam mata uang in foreign currencies are recognised in profit
asing menggunakan kurs pada akhir or loss, except when deferred in equity as
periode pelaporan diakui di dalam laba rugi, qualifying cash flow hedges and qualifying
kecuali jika ditangguhkan di dalam ekuitas net investment hedges.
sebagai lindung nilai arus kas dan lindung
nilai investasi bersih yang memenuhi syarat.
Keuntungan dan kerugian selisih kurs yang Foreign exchange gains and losses that
berhubungan dengan pinjaman, piutang, relate to borrowings, receivables, cash and
kas dan setara kas, dan keuntungan atau cash equivalents, and other net foreign
kerugian bersih selisih kurs lainnya exchange gains or losses are presented in
disajikan pada laba rugi sebagai “beban profit or loss within “other expenses, net”.
lain-lain, bersih”.
Page 392
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/18 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
c. Penjabaran mata uang asing (lanjutan) c. Foreign currency translation (continued)
(2) Transaksi dan saldo (lanjutan) (2) Transactions and balances (continued)
Kurs utama yang digunakan, berdasarkan The main exchange rates used, based on the
kurs tengah yang diterbitkan Bank middle rate published by the Indonesian
Indonesia, adalah sebagai berikut (dalam Central Bank, are as follows (in full amount):
nilai penuh):
2025 2024
1 USD 16,782 16,162 USD 1
1 Dolar Australia (“AUD”) 11,255 10,082 Australian Dollar (“AUD”) 1
1 Yen Jepang (“JPY”) 108 102 Japanese Yen (“JPY”) 1
d. Aset keuangan d. Financial assets
(1) Klasifikasi (1) Classification
Grup mengklasifikasikan aset keuangannya The Group classifies its financial assets into
menjadi dua kategori yaitu diukur pada nilai two categories, which are measured at fair
wajar, melalui penghasilan komprehensif value, either through other comprehensive
lain atau melalui laba rugi; dan diukur pada income or through profit or loss; and
biaya perolehan diamortisasi. measured at amortised cost.
Klasifikasi tersebut berdasarkan model The classification is based on the
bisnis manajemen dan karakteristik arus management’s business model and their
kas kontraktual. contractual cash flows characteristics.
Grup menentukan klasifikasi aset keuangan The Group determines the classification of its
tersebut pada pengakuan awal. financial assets at initial recognition.
Untuk aset yang diukur pada nilai wajar, For assets measured at fair value, gains and
keuntungan dan kerugian akan dicatat losses will either be recorded in profit or loss
dalam laba rugi atau penghasilan or other comprehensive income. For
komprehensif lain. Untuk investasi pada investments in debt instruments, this will
instrumen utang, hal ini akan bergantung depend on the business model in which the
pada model bisnis dimana investasi investment is held. For investments in equity
tersebut ditempatkan. Untuk investasi pada instruments that are not held for trading, this
instrumen ekuitas yang tidak dimiliki untuk will depend on whether the Group has made
diperdagangkan, hal ini akan tergantung an irrevocable election at the time of initial
pada apakah Grup telah melakukan recognition to account for the equity
pemilihan tak terbatalkan pada saat investment at fair value through other
pengakuan awal untuk mencatat investasi comprehensive income.
ekuitas pada nilai wajar melalui penghasilan
komprehensif lain.
Grup mereklasifikasi investasi utang jika The Group reclassifies investment in debt
dan hanya jika model bisnis untuk instruments when and only when its business
mengelola aset tersebut berubah. model for managing those assets changes.
Page 393
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/19 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
d. Aset keuangan (lanjutan) d. Financial assets (continued)
(1) Klasifikasi (lanjutan) (1) Classification (continued)
Pembelian dan penjualan aset keuangan Regular purchases and sale of financial
yang lazim (reguler) diakui pada tanggal assets are recognised on the trade date – the
perdagangan – tanggal dimana Grup date on which the Group commits to
berkomitmen untuk membeli atau menjual purchase or sell the asset. Investments are
aset. Investasi pada awalnya diakui initially recognised at fair value plus the
sebesar nilai wajarnya ditambah biaya transaction costs for all financial assets not
transaksi untuk seluruh aset keuangan carried at fair value through profit or loss.
yang tidak diukur pada nilai wajar melalui Financial assets carried at fair value through
laba rugi. Aset keuangan yang diukur pada profit or loss are initially recognised at fair
nilai wajar melalui laba rugi pada awalnya value, and transaction costs are expensed in
dicatat sebesar nilai wajar dan biaya profit or loss.
transaksinya dibebankan pada laba rugi.
Aset keuangan Grup meliputi kas dan The Group’s financial assets include cash
setara kas, kas dan deposito berjangka and cash equivalents, restricted cash and
yang dibatasi penggunaannya, piutang time deposit, trade and non-trade receivables
usaha dan piutang non-usaha, dan and long-term investments. Financial assets
investasi jangka panjang. Aset keuangan in this category are classified as current
diklasifikasikan sebagai aset lancar, jika assets if expected to be settled within 12
jatuh tempo dalam waktu 12 bulan, jika months, otherwise they are classified as non-
tidak maka aset keuangan ini current.
diklasifikasikan sebagai aset tidak lancar.
(2) Pengakuan dan pengukuran (2) Recognition and measurement
Pengakuan dan pengukuran dari aset Recognition and measurement of financial
keuangan yang dimiliki oleh Grup adalah assets owned by the Group is as follows:
sebagai berikut:
(a) Aset keuangan yang diukur dengan (a) Financial assets at amortised cost
biaya diamortisasi
Aset yang dimiliki untuk Assets that are held for collection of
mengumpulkan arus kas kontraktual contractual cash flows where those cash
dimana arus kas tersebut hanya flows represent solely payments of
mewakili pembayaran pokok dan principal and interest are measured at
bunga diukur dengan biaya perolehan amortised cost. A gain or loss on the
diamortisasi. Keuntungan atau financial assets that are subsequently
kerugian dari aset keuangan yang measured at amortised cost and is not
selanjutnya diukur pada biaya part of a hedging relationship is
perolehan diamortisasi dan bukan recognised in profit or loss when the
merupakan bagian dari hubungan asset is derecognised or impaired.
lindung nilai, diakui dalam laba rugi Interest income from these financial
pada saat aset tersebut dihentikan assets is included in finance income
pengakuannya atau mengalami using the effective interest rate method.
penurunan nilai. Pendapatan bunga
dari aset keuangan tersebut
dimasukkan ke dalam pendapatan
keuangan dengan menggunakan
metode suku bunga efektif.
Page 394
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/20 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
d. Aset keuangan (lanjutan) d. Financial assets (continued)
(2) Pengakuan dan pengukuran (2) Recognition and measurement
(b) Aset keuangan yang diukur pada nilai (b) Financial assets at fair value through
wajar melalui laba rugi profit or loss
Grup memiliki investasi jangka The Group has long-term investments,
panjang, yang diklasifikasikan sebagai which are classified as financial asset at
aset keuangan yang diukur pada nilai fair value through profit and loss.
wajar melalui laba rugi.
Selisih bersih yang timbul dari Net differences arising from changes in
perubahan nilai wajar investasi jangka the fair value of the long-term
panjang disajikan pada laba rugi dalam investments are presented in profit or
“beban lain-lain, bersih” dalam periode loss within “other expenses, net” in the
terjadinya. period in which they arise.
Dividen dari investasi jangka panjang Dividends on long-term investments are
diakui pada laba rugi sebagai bagian recognised in profit or loss as part of
dari “beban lain-lain, bersih” ketika hak “other expenses, net” when the Group’s
Grup untuk menerima pembayaran right to receive payments is established.
sudah ditetapkan.
(3) Penurunan nilai aset keuangan (3) Impairment of financial assets
Grup menilai dengan dasar perkiraan masa The Group assesses on a forward-looking
yang akan datang kerugian kredit basis the expected credit losses associated
ekspektasian terkait dengan instrumen with its debt instruments carried at amortised
utangnya yang dicatat pada biaya cost.
perolehan diamortisasi.
e. Kas dan setara kas e. Cash and cash equivalents
Kas dan setara kas terdiri dari kas, kas pada Cash and cash equivalents include cash on hand,
bank dan simpanan bank yang sewaktu-waktu cash in banks and deposits held at call with banks
bisa dicairkan dengan jangka waktu jatuh tempo with original maturities of three months or less that
tiga bulan atau kurang yang tidak dibatasi are not restricted or not used as collateral.
penggunaannya atau yang tidak digunakan
sebagai jaminan.
Kas dan deposito berjangka yang dibatasi Cash and time deposits, which are restricted in
penggunaannya diklasifikasikan dan disajikan use, are classified and presented in the
dalam laporan posisi keuangan konsolidasian consolidated statements of financial position as
sebagai aset tidak lancar yaitu “kas dan deposito non-current asset under “restricted cash and time
berjangka yang dibatasi penggunaannya”. deposits”.
Page 395
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/21 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
f. Piutang usaha dan non-usaha f. Trade and non-trade receivables
Piutang usaha adalah jumlah yang terutang dari Trade receivables are amounts due from
pelanggan untuk pengakuan pendapatan pada customers for revenues recognised on the sale of
penjualan barang dan jasa dalam kegiatan goods and services in the ordinary course of
usaha biasa. Piutang non-usaha adalah piutang business. Non-trade receivables are receivables
dari transaksi selain penjualan barang dan jasa. from transactions other than the sale of goods and
Jika piutang diperkirakan dapat ditagih dalam services. If collection is expected in one year or
waktu satu tahun atau kurang, piutang less, they are classified as current assets. If not,
diklasifikasikan sebagai aset lancar. Jika tidak, they are presented as non-current assets. Non-
piutang disajikan sebagai aset tidak lancar. trade receivables from related parties are initially
Piutang non-usaha dari pihak berelasi pada presented as non-current assets unless there are
awalnya disajikan sebagai aset tidak lancar specific reasons for them to be presented as
kecuali jika ada alasan tertentu untuk disajikan current assets in the consolidated statements of
sebagai aset lancar pada laporan posisi financial position.
keuangan konsolidasian.
Piutang usaha dan piutang non-usaha pada Trade and non-trade receivables are recognised
awalnya diakui sebesar nilai wajar dan initially at fair value and subsequently measured
selanjutnya diukur pada biaya perolehan at amortised cost using the effective interest
diamortisasi dengan menggunakan metode method, except where the effect of discounting
bunga efektif, kecuali efek diskontonya tidak would be immaterial, as such they are stated at
material, maka dinyatakan pada biaya cost less provision for impairment of receivables.
perolehan, setelah dikurangi provisi atas
penurunan nilai piutang.
Penyisihan piutang ragu-ragu diukur Provision for doubtful receivables are measured
berdasarkan kerugian kredit ekspektasian based on expected credit losses by reviewing the
dengan melakukan penelahaan atas collectability of individual or collective balances in
kolektibilitas saldo secara individual atau kolektif a lifetime of trade receivables using simplified
sepanjang umur piutang usaha menggunakan approach with the consideration of the forward-
pendekatan yang disederhanakan dengan looking information at the end of each reporting
mempertimbangkan informasi yang bersifat period. Doubtful receivables are written-off during
forward-looking yang dilakukan setiap akhir the period in which they are determined to be not
periode pelaporan. Piutang ragu-ragu dihapus- collectible.
bukukan pada saat piutang tersebut tidak akan
tertagih.
Jumlah kerugian penurunan nilai diakui pada The amount of the impairment loss is recognised
laba rugi dan disajikan dalam “beban penjualan”. in profit or loss within “selling expenses”. When a
Ketika piutang usaha dan piutang non-usaha, trade and non-trade receivables for which an
yang rugi penurunan nilainya telah diakui, tidak impairment allowance had been recognised
dapat ditagih pada periode selanjutnya, maka becomes uncollectible in a subsequent period, it
piutang tersebut dihapusbukukan dengan is written off against the allowance account.
mengurangi akun penyisihan. Jumlah yang Subsequent recoveries of amounts previously
selanjutnya dapat ditagih kembali atas piutang written-off are credited against “selling expenses”
yang sebelumnya telah dihapusbukukan, in profit or loss.
dikreditkan terhadap “beban penjualan” pada
laba rugi.
Page 396
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/22 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
g. Persediaan g. Inventories
Persediaan dinyatakan pada nilai terendah Inventories are stated at the lower of cost or net
antara harga perolehan dengan nilai realisasi realisable value. Cost is generally determined by
bersih. Harga perolehan pada umumnya the specific identification method for units of heavy
ditentukan berdasarkan metode identifikasi equipment and work in progress, and the moving
khusus untuk unit alat berat dan barang dalam average method for spare parts, raw materials and
proses, serta metode rata-rata untuk persediaan general supplies. The cost of finished goods and
suku cadang, bahan baku dan bahan pembantu. work in progress comprises materials, labour and
Harga perolehan barang jadi dan barang dalam an appropriate proportion of directly attributable
proses terdiri dari biaya bahan baku, tenaga fixed and variable overheads. Net realisable value
kerja serta alokasi biaya tidak langsung yang is the estimate of the selling price in the ordinary
dapat diatribusikan secara langsung baik yang course of business, less the estimated costs of
bersifat tetap maupun variabel. Nilai realisasi completion, if any, and selling expenses.
bersih adalah estimasi harga penjualan dalam
kegiatan usaha biasa, dikurangi taksiran biaya
penyelesaian, jika ada, dan beban penjualan.
Harga perolehan persediaan batubara, emas, The cost of coal, gold and nickel inventories is
dan nikel dinyatakan berdasarkan metode rata- determined on a weighted average basis,
rata tertimbang, mencakup alokasi komponen comprises subcontractors’ costs and overheads
biaya subkontraktor dan biaya tidak langsung related to mining activities. Gold and nickel ore
yang berkaitan dengan kegiatan penambangan. represents ore that has been extracted and is
Bijih emas dan nikel merupakan bijih yang telah awaiting further processing. If there is significant
diekstraksi dan menunggu proses lebih lanjut. uncertainty as to when the ore will be processed,
Jika ada ketidakpastian yang signifikan it is expensed as incurred. Where the future
mengenai kapan bijih akan diproses maka processing of this ore can be predicted with
dibebankan saat terjadinya. Jika pemrosesan reasonable certainty, it is valued at the lower of
bijih di masa mendatang dapat diprediksi cost and net realisable value.
dengan kepastian yang wajar, maka nilai
tersebut dinilai berdasarkan biaya yang lebih
rendah dan nilai realisasi bersih.
Bijih emas lancar ditentukan berdasarkan jumlah The current portion of gold ore is determined
yang diharapkan untuk diproses dalam 12 bulan based on the expected amounts to be processed
ke depan. Bijih emas yang diperkirakan tidak within the next 12 months. Gold ore which is not
akan diproses dalam 12 bulan mendatang expected to be processed within the next 12
diklasifikasikan sebagai persediaan tidak lancar. months are classified as non-current inventories.
Provisi persediaan usang dan tidak lancar A provision for obsolete and slow-moving
ditentukan berdasarkan estimasi penggunaan inventory is determined based on the estimated
atau penjualan masing-masing jenis persediaan future usage or sale of individual inventory items.
pada masa mendatang.
Page 397
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/23 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
h. Investasi pada entitas asosiasi dan h. Investments in associates and joint
pengaturan bersama arrangement
Entitas asosiasi adalah suatu entitas dimana Associates are entities over which the Group has
Grup mempunyai pengaruh signifikan, tetapi significant influence, but not control, generally
tidak mengendalikan, dan biasanya Grup accompanied by a shareholding giving rise to
memiliki 20% atau lebih hak suara, tetapi tidak voting rights of 20% or greater but not exceeding
melebihi 50% hak suara. Investasi pada entitas 50%. Investment in associates are accounted for
asosiasi dicatat pada laporan keuangan in the consolidated financial statements using the
konsolidasian menggunakan metode ekuitas equity method less impairment losses, if any.
dikurangi kerugian penurunan nilai, jika ada.
Ventura bersama merupakan pengaturan A joint venture is a joint arrangement in which the
bersama antara beberapa pihak yang parties that share joint control have rights to the
melakukan kesepakatan pengendalian bersama net assets of the arrangement. Joint ventures are
yang memiliki hak atas aset neto pengaturan accounted for using the equity method less
tersebut. Ventura bersama ini menggunakan impairment losses, if any.
metode ekuitas dikurangi kerugian penurunan
nilai, jika ada.
(1) Akuisisi (1) Acquisitions
Investasi pada entitas asosiasi atau ventura Investment in an associate or a joint venture
bersama pada awalnya diakui sebesar is initially recognised at cost. The cost of an
biaya perolehan. Biaya perolehan diukur acquisition is measured at the fair value of the
berdasarkan nilai wajar aset yang assets transferred, equity instruments issued
diserahkan, instrumen ekuitas yang or liabilities incurred or assumed as at the
diterbitkan atau liabilitas yang timbul atau date of exchange, plus costs directly
diambil alih pada tanggal akuisisi, ditambah attributable to the acquisition.
biaya yang berhubungan langsung dengan
akuisisi.
Goodwill pada akuisisi entitas asosiasi atau Goodwill on acquisition of an associate or a
ventura bersama merupakan selisih lebih joint venture represents the excess of the cost
yang terkait dengan biaya perolehan of acquisition of the associate or joint venture
investasi pada entitas asosiasi atau ventura over the Group’s share of the fair value of the
bersama dengan bagian Grup atas nilai identifiable net assets of the associate or joint
wajar neto aset teridentifikasi dari entitas venture and is included in the carrying
asosiasi atau ventura bersama dan amount of the investment.
dimasukkan dalam jumlah tercatat
investasi.
Page 398
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/24 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
h. Investasi pada entitas asosiasi dan h. Investments in associates and joint
pengaturan bersama (lanjutan) arrangement (continued)
(2) Metode ekuitas (2) Equity method
Dalam menerapkan metode ekuitas, bagian In applying the equity method of accounting,
Grup atas laba rugi entitas asosiasi atau the Group’s share of its associate’s or joint
ventura bersama setelah perolehan diakui venture’s post-acquisition profit or loss is
dalam laba rugi, dan bagian Grup atas recognised in profit or loss and its share of
penghasilan komprehensif lain setelah post-acquisition other comprehensive income
tanggal perolehan diakui dalam is recognised in other comprehensive
penghasilan komprehensif lain. income.
Perubahan dan penerimaan distribusi dari These post-acquisition movements and
entitas asosiasi atau ventura bersama distributions received from an associate or a
setelah tanggal perolehan disesuaikan joint venture are adjusted against the carrying
terhadap nilai tercatat investasi. amounts of the investment.
Jika bagian Grup atas rugi entitas asosiasi When the Group’s share of the losses of an
atau ventura bersama sama dengan atau associate or a joint venture equals or exceeds
melebihi kepentingannya pada entitas its interest in the associate or joint venture,
asosiasi atau ventura bersama, termasuk including any other unsecured non-current
piutang tidak lancar tanpa jaminan, maka receivables, the Group does not recognise
Grup menghentikan pengakuan bagiannya further losses, unless it has obligations to
atas rugi lebih lanjut, kecuali Grup memiliki make or has made payments on behalf of the
kewajiban untuk melakukan pembayaran associate or joint venture.
atau telah melakukan pembayaran atas
nama entitas asosiasi atau ventura
bersama.
Keuntungan yang belum direalisasi atas Unrealised gains on transactions between the
transaksi antara Grup dengan entitas Group and its associate or joint venture are
asosiasi atau ventura bersama dieliminasi eliminated to the extent of the Group’s
sebesar bagian Grup dalam entitas asosiasi interest in the associate or joint venture.
atau ventura bersama tersebut. Kerugian Unrealised losses are also eliminated unless
yang belum direalisasi juga dieliminasi the transaction provides evidence of
kecuali transaksi tersebut memberikan bukti impairment of the asset being transferred.
penurunan nilai atas aset yang ditransfer. The accounting policies of the associate or
Kebijakan akuntansi entitas asosiasi atau joint venture have been changed where
ventura bersama akan disesuaikan, apabila necessary to ensure consistency with the
diperlukan, agar konsisten dengan accounting policies adopted by the Group.
kebijakan akuntansi Grup.
Dividen yang akan diterima dari entitas Dividend receivables from an associate or a
asosiasi atau ventura bersama diakui joint venture are recognised as reductions in
sebagai pengurang jumlah tercatat the carrying amounts of the investment.
investasi.
Page 399
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/25 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
h. Investasi pada entitas asosiasi dan h. Investments in associates and joint
pengaturan bersama (lanjutan) arrangement (continued)
(2) Metode ekuitas (lanjutan) (2) Equity method (continued)
Pada setiap tanggal pelaporan, Grup The Group determines at each reporting date
menentukan apakah terdapat bukti objektif whether there is any objective evidence that
bahwa telah terjadi penurunan nilai atas the investment in an associate or joint venture
investasi pada entitas asosiasi atau ventura is impaired. The Group focuses on
bersama. Grup berfokus pada data yang observable data that comes to the Group’s
dapat diobservasi yang menjadi perhatian attention, including indicators such as
Grup, termasuk indikator-indikator seperti significant financial difficulty of the associates
kesulitan keuangan signifikan pada entitas or joint ventures, breaches of contract, a
asosiasi atau ventura bersama, significant or prolonged decline in the
pelanggaran kontrak, penurunan signifikan investment’s fair value below its cost, and
dan berkepanjangan atas nilai wajar other events that adversely affect the
investasi di bawah harga perolehannya, dan estimated future cash flows from the net
peristiwa-peristiwa lain yang berdampak investments.
buruk terhadap arus kas masa depan yang
diperkirakan dari investasi neto.
Jika bukti tersebut ada, maka Grup If any such evidence exists, the Group
menghitung besarnya penurunan nilai calculates the amount of impairment as the
sebagai selisih antara nilai terpulihkan dan difference between the recoverable amount
nilai tercatat atas investasi pada entitas of the associate or the joint venture and its
asosiasi atau ventura bersama dan carrying value and recognises the amount in
mengakui selisih tersebut pada laba rugi. profit or loss.
i. Properti investasi i. Investment property
Properti investasi merupakan tanah atau Investment property represents land or buildings
bangunan yang dimiliki untuk sewa operasi atau held for operating lease or for capital appreciation,
kenaikan nilai, dan tidak digunakan maupun rather than for use or sale in the ordinary course
dijual dalam kegiatan operasi. of business.
Properti investasi awalnya diukur berdasarkan Investment property is measured initially at cost,
biaya perolehan, termasuk biaya transaksi yang including related transaction costs.
terkait.
Setelah pengakuan awal, properti investasi After initial recognition, investment property is
dicatat sebesar nilai wajarnya. Nilai wajar carried at fair value. Fair value is based on active
didasarkan pada harga pasar aktif, disesuaikan, market prices, adjusted, if necessary, for
jika perlu, dengan perbedaan sifat, lokasi atau differences in the nature, location or condition of
kondisi aset tersebut. Jika informasi tersebut the specific asset. If this information is not
tidak tersedia, Grup menggunakan metode available, the Group uses alternative valuation
penilaian alternatif, seperti harga terbaru di methods, such as recent prices on less active
pasar yang kurang aktif atau proyeksi arus kas markets or discounted cash flow projections.
yang didiskontokan. Penilaian dilakukan pada Valuations are performed as at the financial
tanggal neraca oleh penilai independen dengan position date by independent appraiser who hold
kualifikasi yang diakui dan relevan dan memiliki recognised and relevant professional
pengalaman terbaru atas lokasi dan kategori qualifications and have recent experience in the
dari properti investasi yang dinilai. Penilaian ini location and category of the investment property
membentuk dasar untuk nilai tercatat pada being valued. These valuations form the basis for
laporan keuangan konsolidasian. the carrying amounts in the consolidated financial
statements.
Page 400
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/26 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
i. Properti investasi (lanjutan) i. Investment property (continued)
Penambahan selanjutnya dikapitalisasi ke nilai Subsequent expenditure is capitalised to the
tercatat aset hanya ketika ada keuntungan asset’s carrying amount only when it is probable
ekonomi di masa yang akan datang yang dapat that future economic benefits associated with the
dinikmati oleh Grup dari penambahan tersebut expenditure will flow to the Group and the cost of
dan hal tersebut dapat diukur secara andal. the item can be measured reliably. All other
Biaya perbaikan dan perawatan lainnya repairs and maintenance costs are expensed
dibiayakan saat terjadinya. Ketika bagian dari when incurred. When part of an investment
properti investasi digantikan, nilai tercatat dari property is replaced, the carrying amount of the
bagian yang digantikan tersebut akan dihapus. replaced part is derecognised.
Perubahan nilai wajar diakui di laba rugi. Properti Changes in fair values are recognised in profit or
investasi dihentikan pengakuannya pada saat loss. Investment property is derecognised when
pelepasan atau ketika properti investasi tersebut disposed or permanently withdrawn from use and
tidak digunakan lagi secara permanen dan tidak no longer has a future economic benefit. Gains or
memiliki manfaat ekonomis di masa depan. losses arising from the retirement or disposal of
Keuntungan atau kerugian yang timbul dari investment property are determined from the
penghentian atau pelepasan properti investasi difference between the net proceeds and the
ditentukan dari selisih antara hasil bersih dari carrying amount of the disposed asset and are
pelepasan dan jumlah tercatat aset, dan diakui recognised in profit or loss.
dalam laba rugi.
j. Aset tetap dan penyusutan j. Fixed assets and depreciation
Aset tetap diakui sebesar harga perolehan, Fixed assets are stated at historical cost, less
dikurangi dengan akumulasi penyusutan dan accumulated depreciation and accumulated
akumulasi kerugian penurunan nilai. Harga impairment loss. Historical cost includes
perolehan termasuk pengeluaran yang dapat expenditure that is directly attributable to the
diatribusikan secara langsung atas perolehan acquisition of the items.
aset tersebut.
Aset tetap, kecuali tanah yang tidak disusutkan Fixed assets, except land which are not
dan bangunan tertentu dari PTAR (terutama depreciated and certain buildings from PTAR
fasilitas peremukan dan pengolahan) yang (mainly crushing and processing facilities) which
disusutkan dengan menggunakan metode unit are depreciated using the units-of-production
produksi, disusutkan sampai dengan nilai method, are depreciated to their residual value
sisanya menggunakan metode garis lurus using the straight-line method over their expected
selama estimasi masa manfaat ekonomis aset economic useful lives, as follows:
tetap sebagai berikut:
Tahun/Years
Bangunan 10 - 20 Buildings
Prasarana 4 - 20 Leasehold improvements
Alat berat 4 - 8 Heavy equipment
Alat berat untuk disewakan 3 Heavy equipment for rent
Infrastruktur pelabuhan 10 - 15 Port infrastructure
Peralatan, mesin, dan 2 - 16
perlengkapan Tools, machineries and equipment
Kendaraan bermotor 2 - 16 Transportation equipment
Perlengkapan kantor 4 - 10 Furnitures and fixtures
Pembangkit listrik 25 Power plant
Peralatan kantor 4 - 10 Office equipment
Page 401
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/27 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
j. Aset tetap dan penyusutan (lanjutan) j. Fixed assets and depreciation (continued)
Biaya-biaya setelah pengakuan awal aset diakui Subsequent costs are included in the asset’s
sebagai bagian dari nilai tercatat aset atau carrying amount or recognised as a separate
sebagai aset yang terpisah, sebagaimana asset, as appropriate, only when it is probable
seharusnya, hanya apabila kemungkinan besar that future economic benefits associated with the
Grup akan mendapatkan manfaat ekonomis di item will flow to the Group and the cost of the item
masa depan berkenaan dengan aset tersebut can be measured reliably. Amounts in respect of
dan biaya perolehan aset dapat diukur dengan replaced parts are derecognised. All repairs and
andal. Nilai yang terkait dengan penggantian maintenance expenses are charged to profit or
komponen tidak diakui. Biaya perbaikan dan loss during the period in which they are incurred.
pemeliharaan dibebankan ke dalam laba rugi
selama periode dimana biaya-biaya tersebut
terjadi.
Grup menganalisa fakta dan keadaan untuk The Group analyses the facts and circumstances
masing-masing jenis hak atas tanah dalam for each type of land rights in determining the
menentukan akuntansi untuk masing-masing accounting for each of these land rights so that it
hak atas tanah tersebut sehingga dapat can accurately represent an underlying economic
merepresentasikan dengan tepat suatu kejadian event or transaction. If land rights substantially
atau transaksi ekonomik yang mendasarinya. similar to land purchases, the Group applies
Jika hak atas tanah secara substansi PSAK 216 “Fixed Assets”. Land rights are
menyerupai pembelian tanah, maka Grup recognised at cost and not depreciated. Initial
menerapkan PSAK 216 “Aset Tetap”. Hak atas legal costs incurred to obtain legal rights are
tanah diakui sebesar harga perolehan dan tidak recognised as part of the acquisition cost of the
disusutkan. Biaya legal awal untuk mendapatkan land, and these costs are not depreciated. Legal
hak legal diakui sebagai bagian biaya akuisisi costs incurred to extend legal rights are
tanah, biaya-biaya tersebut tidak disusutkan. recognised as “deferred charges” and amortised
Biaya legal untuk memperpanjang hak legal according to the extension period.
diakui sebagai “beban tangguhan” dan
diamortisasi sesuai dengan masa perpanjangan.
Page 402
PT UNITED TRACTORS Tbk
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Lampiran 5/28 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
j. Aset tetap dan penyusutan (lanjutan) j. Fixed assets and depreciation (continued)
Nilai sisa aset, masa manfaat dan metode The asset’s residual values, useful lives and
penyusutan ditelaah dan jika perlu disesuaikan, depreciation method are reviewed and adjusted if
pada setiap akhir periode pelaporan. appropriate, at the end of each reporting period.
Nilai tercatat aset segera diturunkan sebesar An asset’s carrying amount is written down
nilai terpulihkan jika nilai tercatat aset lebih besar immediately to its recoverable amount if the
dari estimasi nilai terpulihkannya (lihat asset’s carrying amount is greater than its
Catatan 2n). estimated recoverable amount (see Note 2n).
Ketika aset tetap dilepas, maka harga perolehan When assets are disposed, their costs and the
dan akumulasi penyusutannya dikeluarkan dari related accumulated depreciation are eliminated
laporan keuangan konsolidasian dan from the consolidated financial statements and the
keuntungan atau kerugian yang dihasilkan resulting gain or loss on the disposal of fixed
diakui dalam laba rugi. assets is recognised in profit or loss.
Akumulasi biaya konstruksi bangunan, pabrik The accumulated costs of the construction of
dan pemasangan mesin dikapitalisasi sebagai buildings, plants and the installation of
aset dalam penyelesaian. Biaya tersebut machineries are capitalised as construction in
direklasifikasi ke akun aset tetap pada saat progress. These costs are reclassified to fixed
proses konstruksi atau pemasangan selesai. assets when the construction or installation is
Penyusutan dimulai pada saat aset tersebut siap complete. Depreciation is charged from the date
untuk digunakan sesuai dengan tujuan yang the assets are ready for use in the manner
diinginkan manajemen. intended by the management.
Biaya bunga dan biaya pinjaman lainnya, seperti Interest and other borrowing costs, such as
biaya diskonto pinjaman baik yang secara discount fees on loans either directly or indirectly
langsung atau tidak langsung digunakan untuk used in financing the construction of a qualifying
pendanaan konstruksi aset kualifikasian, asset, are capitalised up to the date when
dikapitalisasi hingga aset tersebut selesai construction is complete. For borrowings that are
dikonstruksi. Untuk biaya pinjaman yang dapat directly attributable to a qualifying asset, the
diatribusikan secara langsung pada aset amount to be capitalised is determined as the
kualifikasian, jumlah yang dikapitalisasi actual borrowing cost incurred during the period,
ditentukan dari biaya pinjaman aktual yang less any income earned on the temporary
terjadi selama periode berjalan, dikurangi investment of such borrowings.
penghasilan yang diperoleh dari investasi
sementara atas dana hasil pinjaman tersebut.
Page 403
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/29 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
j. Aset tetap dan penyusutan (lanjutan) j. Fixed assets and depreciation (continued)
Untuk pinjaman yang tidak dapat diatribusikan For borrowings that are not directly attributable to
secara langsung pada suatu aset kualifikasian, a qualifying asset, the amount to be capitalised is
jumlah yang dikapitalisasi ditentukan dengan determined by applying a capitalisation rate to the
mengalikan tingkat kapitalisasi terhadap jumlah amount expended on the qualifying assets. The
yang dikeluarkan untuk memperoleh aset capitalisation rate is the weighted average of the
kualifikasian. Tingkat kapitalisasi dihitung total borrowing costs applicable to the total
berdasarkan rata-rata tertimbang biaya borrowings outstanding during the current year,
pinjaman yang dibagi dengan jumlah pinjaman other than borrowings made specifically for the
yang tersedia selama tahun berjalan, selain purpose of obtaining a qualifying asset.
pinjaman yang secara spesifik diambil untuk
tujuan memperoleh suatu aset kualifikasian.
k. Properti pertambangan k. Mining properties
Properti pertambangan yang diperoleh melalui Mining properties acquired in a business
suatu kombinasi bisnis pada awalnya diakui combination are initially recognised as assets at
sebagai aset sebesar nilai wajarnya. Properti their fair value. Mining properties are stated at cost
pertambangan disajikan sebesar harga less accumulated amortisation and impairment
perolehan dikurangi dengan akumulasi loss. Mining properties is depreciated using the
amortisasi dan kerugian atas penurunan nilai. units of production method from the date of the
Properti pertambangan diamortisasi commencement of commercial operations. The
menggunakan metode unit produksi mulai dari amortisation is calculated based on estimated
awal operasi komersial perusahaan. mineable reserves. Changes in estimated
Penyusutan tersebut dihitung berdasarkan reserves are accounted for, on a prospective
estimasi cadangan. Perubahan dalam estimasi basis, from the beginning of the period in which
cadangan dilakukan secara prospektif, dimulai the change occurs.
sejak periode terjadinya perubahan.
Properti pertambangan diuji penurunan nilainya Mining properties are tested for impairment in
dengan mengacu pada kebijakan akuntansi accordance with the accounting policy described
pada Catatan 2n. in Note 2n.
l. Beban eksplorasi dan pengembangan l. Deferred exploration and development
tangguhan expenditure
Beban eksplorasi dan pengembangan Deferred exploration and development
tangguhan terdiri dari dua tahap: aset eksplorasi expenditure consist of two phases: exploration
dan evaluasi dan aset pengembangan. and evaluation assets and development assets.
(1) Aset eksplorasi dan evaluasi (1) Exploration and evaluation assets
Aktivitas eksplorasi dan evaluasi meliputi Exploration and evaluation activities involve
pencarian sumber daya mineral, penentuan the search for mineral resources,
kelayakan teknis dan penilaian kelayakan determination of the technical feasibility and
komersial atas sumber daya mineral assessment of the commercial feasibility of an
teridentifikasi. identified resource.
Page 404
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/30 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
l. Beban eksplorasi dan pengembangan l. Deferred exploration and development
tangguhan (lanjutan) expenditure (continued)
(1) Aset eksplorasi dan evaluasi (lanjutan) (1) Exploration and evaluation assets
(continued)
Beban eksplorasi dan evaluasi yang terjadi Exploration and evaluation expenditures
terkait dengan perolehan hak untuk relating to acquisition of exploration rights,
eksplorasi, analisis topografi, analisis topography analysis, geology and
geologi dan geofisika, pengeboran geophysical analysis, exploration drilling, and
eksplorasi, dan evaluasi, yang terjadi untuk evaluation, that are incurred to search,
mencari, menemukan dan mengevaluasi discover and evaluate proven reserves in a
cadangan terbukti pada suatu wilayah specific mining area during a specific time
tambang tertentu dalam jangka waktu period in accordance with statutory
tertentu seperti yang diatur dalam peraturan regulations, are accumulated in “deferred
perundangan yang berlaku, diakumulasi exploration and development expenditures”
dalam akun “beban eksplorasi dan under non-current assets.
pengembangan tangguhan” sebagai aset
tidak lancar.
Beban eksplorasi dan evaluasi yang terjadi Exploration and evaluation expenditures
dikapitalisasi dan ditangguhkan, apabila incurred are capitalised and deferred,
memenuhi salah satu dari kondisi berikut: provided one of the following conditions is
met:
(a) Beban tersebut diharapkan dapat (a) Such expenditures are expected to be
dipulihkan melalui keberhasilan recovered through successful
pengembangan dan eksploitasi atau development and exploitation or,
melalui penjualan; atau alternatively, by its sale; or
(b) Kegiatan eksplorasi belum mencapai (b) Exploration activities have not yet
tahap yang memungkinkan penentuan reached the stage which permits a
ada tidaknya cadangan terbukti yang reasonable assessment of the existence
secara ekonomis terpulihkan, serta or otherwise of economically recoverable
kegiatan yang aktif masih berlanjut. reserves, and active explorations are still
continuing.
Pemulihan aset eksplorasi dan evaluasi The recoverability of exploration and
bergantung pada keberhasilan evaluation assets is dependent upon
pengembangan dan eksploitasi secara commercially successful development and
komersial, atau penjualan. Setiap beban exploitation, or alternatively, sales. Each
ditelaah pada setiap akhir periode expenditure is reviewed at the end of each
akuntansi. Beban eksplorasi terkait yang accounting period. Exploration expenditures
telah ditinggalkan, jika ada, atau yang telah that have been abandoned, if any, or for
diputuskan oleh direksi Grup bahwa secara which a decision has been made by the
komersial tidak layak, dihapusbukukan Group’s directors against the commercial
pada periode keputusan tersebut dibuat. viability, is written-off in the period the
decision is made.
Ketika keputusan pengembangan telah Once a development decision has been
diambil, jumlah tercatat aset eksplorasi dan made, the carrying amount of the exploration
evaluasi diklasifikasikan dalam aset tidak and evaluation assets is classified under non-
lancar sebagai beban pengembangan current assets as deferred development
tangguhan yang dicatat dalam “beban expenditures which is recorded in “deferred
eksplorasi dan pengembangan tangguhan, exploration and development expenditures,
bersih”. net”.
Page 405
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DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/31 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
l. Beban eksplorasi dan pengembangan l. Deferred exploration and development
tangguhan (lanjutan) expenditure (continued)
(1) Aset eksplorasi dan evaluasi (lanjutan) (1) Exploration and evaluation assets
(continued)
Aset eksplorasi dan evaluasi juga diuji Exploration and evaluation assets are also
penurunan nilainya ketika fakta dan kondisi assessed for impairment if facts and
mengindikasikan adanya penurunan nilai, circumstances indicate that impairment may
atau ketika terjadi penemuan cadangan exist, or once commercial reserves are found,
komersial, sebelum aset tersebut ditransfer before the assets are transferred to deferred
ke beban pengembangan tangguhan yang development expenditures which is recorded
dicatat dalam “beban eksplorasi dan in “deferred exploration and development
pengembangan tangguhan, bersih”. expenditures, net”.
Aset eksplorasi dan evaluasi diuji Exploration and evaluation assets are tested
penurunan nilainya sesuai dengan for impairment in accordance with the policy
kebijakan pada Catatan 2n. in Note 2n.
Aset eksplorasi dan evaluasi teridentifikasi Identifiable exploration and evaluation assets
yang diperoleh dalam suatu kombinasi acquired in a business combination are
bisnis pada awalnya diakui sebagai aset recognised initially as assets at fair value
pada nilai wajar pada saat akusisi dan upon acquisition, and subsequently at cost
selanjutnya diukur pada biaya perolehan less impairment charges. Exploration and
dikurangi kerugian penurunan nilai. evaluation expenditure incurred subsequent
Pengeluaran eksplorasi dan evaluasi yang to the acquisition of an exploration asset in a
terjadi setelah perolehan aset eksplorasi business combination is accounted for in
dalam suatu kombinasi bisnis dicatat accordance with the policy outlined above.
dengan mengacu pada kebijakan akuntansi
di atas.
(2) Aset pengembangan (2) Development assets
Beban pengembangan terdiri atas beban Development expenditures comprise
yang dapat diatribusikan secara langsung expenditures directly attributable to the
pada konstruksi tambang dan infrastruktur construction of a mine and the related
terkait. infrastructure.
Beban pengembangan yang terjadi Incurred development expenditures are
diakumulasi dengan aset eksplorasi dan accumulated with exploration and evaluation
evaluasi, dan saat direklasifikasi sebagai assets, and upon reclassification as deferred
beban pengembangan tangguhan, dicatat development expenditures, are recorded in
dalam “beban eksplorasi dan “Deferred exploration and development
pengembangan tangguhan, bersih”. expenditures, net.”
Aset pengembangan direklasifikasi sebagai A development asset is reclassified as
aset tambang berproduksi pada akhir tahap production mining assets at the end of the
pengawasan, ketika tambang tersebut commissioning phase, when the mine is
dapat beroperasi sesuai dengan yang capable of operating in the manner intended
diinginkan manajemen. by the management.
Aset pengembangan tidak disusutkan No amortisation is recognised for
sampai aset pengembangan tersebut development assets until they are reclassified
direklasifikasi menjadi aset tambang as production mining assets.
berproduksi.
Aset pengembangan diuji penurunan Development assets are tested for
nilainya berdasarkan kebijakan akuntansi impairment in accordance with the policy in
pada Catatan 2n. Note 2n.
Page 406
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/32 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
m. Aset tambang berproduksi m. Production mining assets
Aset tambang berproduksi (termasuk beban Production mining assets (including reclassified
eksplorasi direklasifikasi, evaluasi dan exploration, evaluation and development
pengembangan) diamortisasi dengan expenditures) are amortised using the units-of-
menggunakan metode unit produksi production method on the basis of proved and
berdasarkan cadangan terbukti dan cadangan probable reserves.
terduga.
Aset tambang berproduksi diuji penurunan Production mining assets are tested for
nilainya berdasarkan kebijakan akuntansi pada impairment in accordance with the accounting
Catatan 2n. policy in Note 2n.
n. Penurunan nilai aset non-keuangan n. Impairment of non-financial assets
Aset tetap dan aset tidak lancar lain-lain, Fixed assets and other non-current assets,
termasuk aset tak berwujud, ditelaah untuk including intangible assets, are reviewed for
mengetahui apakah telah terjadi penurunan nilai impairment whenever events or changes in
bilamana terdapat kejadian atau perubahan circumstances indicate that the carrying amount
keadaan yang mengindikasikan bahwa nilai may not be recoverable. An impairment loss is
tercatat aset tersebut tidak terpulihkan. Kerugian recognised for the amount by which the carrying
akibat penurunan nilai diakui sebesar selisih amount of the asset exceeds its recoverable
antara nilai tercatat aset dengan nilai yang amount.
terpulihkan dari aset tersebut.
Nilai terpulihkan adalah nilai yang lebih tinggi Recoverable amount is the higher of its fair value
antara nilai wajar dikurangi biaya untuk menjual less cost to sell and its value-in-use of the assets.
dan nilai pakai aset. Dalam rangka mengukur For the purposes of assessing impairment, assets
penurunan nilai, aset dikelompokkan hingga unit are grouped at the lowest levels for which there
terkecil yang menghasilkan arus kas terpisah. are separately identifiable cash flows.
Aset non-keuangan selain goodwill yang Non-financial assets other than goodwill that
mengalami penurunan nilai diuji setiap tanggal suffer impairment are reviewed for the possible
pelaporan untuk menentukan apakah terdapat reversal of the impairment at each reporting date.
kemungkinan pembalikan penurunan nilai. Reversal on impairment loss for assets other than
Pembalikan rugi penurunan nilai, untuk aset goodwill would be recognised if, and only if, there
selain goodwill, diakui jika, dan hanya jika, has been a change in the estimates used to
terdapat perubahan estimasi yang digunakan determine the asset’s recoverable amount since
dalam menentukan nilai terpulihkan aset sejak the last impairment test was carried out. The
pengujian penurunan nilai terakhir kali. reversal of impairment losses should not result in
Pembalikan rugi penurunan nilai tidak boleh the carrying amount of an asset exceeding what
mengakibatkan nilai tercatat aset melebihi biaya the depreciated cost would have been had the
perolehan disusutkan sebelum adanya impairment not been recognised. Any reversal on
pengakuan penurunan nilai. Pembalikan rugi impairment losses will be immediately recognised
penurunan nilai tersebut diakui segera dalam in profit or loss.
laba rugi.
Page 407
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/33 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
o. Goodwill o. Goodwill
Goodwill merupakan selisih lebih biaya Goodwill represents the excess of the cost of an
perolehan atas kepemilikan Grup terhadap nilai acquisition over the fair value of the Group’s share
wajar aset neto teridentifikasi entitas anak atau of the identifiable net assets of the acquired
entitas asosiasi pada tanggal akuisisi. Jika biaya subsidiary or associate at the effective date of
perolehan lebih rendah dari nilai wajar aset neto acquisition. If the cost of acquisition is less than
yang diperoleh, perbedaan tersebut diakui the fair value of the net assets acquired, the
langsung dalam laba rugi. difference is recognised directly in profit or loss.
Peninjauan atas penurunan nilai pada goodwill Goodwill impairment reviews are undertaken
dilakukan setahun sekali atau dapat lebih sering annually or more frequently if events or changes
apabila terdapat peristiwa atau perubahan in circumstances indicate a potential impairment.
keadaan yang mengindikasikan adanya potensi The carrying value of goodwill is compared to the
penurunan nilai. Nilai tercatat dari goodwill recoverable amount, which is the higher of value-
dibandingkan dengan nilai terpulihkan, yaitu in-use and the fair value less costs of disposal.
jumlah yang lebih tinggi antara nilai pakai dan Any impairment is recognised immediately as an
nilai wajar dikurangi biaya pelepasan. Rugi expense and is not subsequently reversed.
penurunan nilai segera diakui sebagai beban
dan selanjutnya tidak dapat dibalik kembali.
Untuk pengujian penurunan nilai, goodwill yang For the purpose of impairment testing, goodwill
diperoleh dalam kombinasi bisnis dialokasikan acquired in a business combination is allocated to
pada setiap unit penghasil kas (“UPK”), atau each of the cash-generating units (“CGU”), or
kelompok UPK, yang diharapkan dapat groups of CGUs, that is expected to benefit from
memberikan manfaat dari sinergi kombinasi the synergies of the combination. Each unit or
bisnis tersebut. Setiap unit atau kelompok unit group of units to which the goodwill is allocated
yang memperoleh alokasi goodwill menunjukkan represents the lowest level within the entity at
tingkat terendah dalam entitas yang goodwill- which the goodwill is monitored for internal
nya dipantau untuk tujuan manajemen internal. management purposes. Goodwill is monitored at
Goodwill dipantau pada level segmen operasi. the operating segment level.
p. Utang usaha dan liabilitas pengaturan p. Trade payables and supplier finance
pembiayaan pemasok arrangements liabilities
Utang usaha adalah kewajiban membayar Trade payables are obligations to pay for goods or
barang atau jasa yang telah diterima dalam services that have been acquired in the ordinary
kegiatan usaha normal dari pemasok. Liabilitas course of business from suppliers. Supplier
pengaturan pembiayaan pemasok adalah finance arrangement liabilities are liabilities to the
liabilitas kepada bank yang timbul akibat bank which arose from the payments made by the
pembayaran yang dilakukan oleh bank atas bank for the Group’s purchases of goods and
transaksi pembelian barang dan jasa yang services transactions with suppliers, in
dilakukan oleh Grup dengan pemasok, sesuai accordance with the agreement between the
dengan ketentuan perjanjian antara Grup dan Group and the banks.
bank.
Utang usaha dan liabilitas pengaturan Trade payables and supplier finance arrangement
pembiayaan pemasok pada awalnya diakui liabilities are initially recognised at fair value and
sebesar nilai wajar dan selanjutnya diukur pada subsequently measured at amortised cost, using
biaya perolehan diamortisasi dengan the effective interest method. Trade payables and
menggunakan metode suku bunga efektif. Utang supplier finance arrangement liabilities are
usaha dan pengaturan pembiayaan pemasok classified as current liabilities if payment is due
diklasifikasikan sebagai liabilitas jangka pendek within one year or less. If not, they are presented
jika pembayaran jatuh tempo dalam satu tahun as non-current liabilities.
atau kurang. Jika tidak, utang tersebut disajikan
sebagai liabilitas jangka panjang.
Page 408
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/34 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
p. Utang usaha dan liabilitas pengaturan p. Trade payables and supplier finance
pembiayaan pemasok (lanjutan) arrangement liabilities (continued)
Terkait dengan perjanjian yang dilakukan oleh In relation to the agreement entered into by the
Grup untuk pembayaran kepada pemasok Group for supplier payments financed through
dibiayai melalui fasilitas bank, manajemen bank facilities, management assesses whether
melakukan penilaian apakah terdapat there has been any change in the substance of the
perubahan substansial atas utang usaha. Untuk trade payables. For transactions with the banks
transaksi dimana tidak terdapat perubahan where there is no change in substance, the Group
substantial atas utang usaha, Grup melanjutkan continues to present the related amounts within
untuk menyajikan angka terkait sebagai utang trade payables in the consolidated statements of
usaha pada laporan posisi keuangan financial position. However, if the substance of the
konsolidasian. Namun, apabila terdapat trade payables has changed, the Group presents
perubahan substantial atas utang usaha, Grup the related amounts as supplier financing
akan menyajikan angka terkait sebagai liabilitas arrangement liabilities, included in other financial
pengaturan pembiayaan pemasok yang mana liabilities in the consolidated statements of
termasuk dalam liabilitas keuangan lain-lain financial position.
pada laporan posisi keuangan konsolidasian.
Untuk tujuan laporan arus kas konsolidasian, For the purpose of the consolidated statements of
Grup perlu mempertimbangkan kewajiban cash flows, the Group needs to consider the
terkait sebagai utang usaha yang merupakan related liability to be a trade payable that is part of
bagian dari modal kerja yang digunakan dalam the working capital used in the Group’s principal
aktivitas utama Grup, Grup menyajikan arus kas revenue-producing activities, the Group present
keluar untuk menyelesaikan kewajiban tersebut cash outflows to settle the liability as arising from
yang timbul dari aktivitas operasi dalam laporan operating activities in the Group’s consolidated
arus kas konsolidasian Grup. Sebaliknya, jika statements of cash flows. In contrast, if the Group
Grup menganggap bahwa kewajiban terkait considers that the related liability is not a trade
bukan merupakan utang usaha dikarenakan payable because the liability represents
kewajiban tersebut merupakan pinjaman Grup, borrowings of the Group, the Group presents cash
Grup menyajikan arus kas keluar untuk outflows to settle the liability as arising from
menyelesaikan kewajiban tersebut sebagai financing activities in its consolidated statements
bagian dari aktivitas pendanaan dalam laporan of cash flows.
arus kas konsolidasiannya.
q. Provisi q. Provision
Provisi diakui apabila Grup mempunyai Provision are recognised when the Group has a
kewajiban kini (baik bersifat hukum maupun present obligation (legal or constructive) as a
konstruktif) sebagai akibat peristiwa masa lalu result of past events and it is more likely than not
dan besar kemungkinan penyelesaian that an outflow of resources embodying economic
kewajiban tersebut mengakibatkan arus keluar benefits will be required to settle the obligation and
sumber daya dan kewajiban tersebut dapat a reliable estimate of the amount of the obligation
diestimasi dengan andal. Provisi tidak diakui can be made. Provision are not recognised for
untuk kerugian operasi masa depan. future operating losses.
Ketika terdapat beberapa kewajiban yang Where there are a number of similar obligations,
serupa, kemungkinan penyelesaian the likelihood that an outflow will be required in
mengakibatkan arus keluar ditentukan dengan settlement is determined by considering the class
mempertimbangkan kelas kewajiban secara of obligations as a whole. Provision are
keseluruhan. Provisi diakui walaupun kecil recognised even if the likelihood of an outflow with
kemungkinan akan adanya arus keluar respect to any item included in the same class of
sehubungan dengan pos manapun yang obligations may be small.
termasuk dalam kelas kewajiban yang sama.
Page 409
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/35 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
q. Provisi (lanjutan) q. Provision (continued)
Provisi diukur sebesar nilai kini dari estimasi Provision is measured at the present value of
terbaik manajemen atas pengeluaran yang management’s best estimate of the expenditure
diharapkan diperlukan untuk menyelesaikan required to settle the obligation. The discount rate
kewajiban. Tingkat diskonto yang digunakan used to determine the present value is a pre-tax
untuk menentukan nilai kini adalah tingkat rate that reflects current market assessments of
diskonto sebelum pajak yang mencerminkan the time value of money and the risks specific to
penilaian pasar atas nilai waktu uang dan risiko the liability. The increase in the provision due to
yang terkait dengan kewajiban. Peningkatan the passage of time is recognised as interest
provisi karena berjalannya waktu diakui sebagai expense.
beban bunga.
r. Pinjaman r. Borrowings
Pada saat pengakuan awal, pinjaman diakui Borrowings are recognised initially at fair value,
sebesar nilai wajar, dikurangi dengan biaya- net of transaction costs incurred. Borrowings are
biaya transaksi yang terjadi. Selanjutnya, subsequently carried at the amortised cost; any
pinjaman diukur sebesar biaya perolehan difference between the proceeds (net of
diamortisasi; selisih antara penerimaan kas transaction costs) and the redemption value is
(dikurangi biaya transaksi) dan nilai pelunasan recognised in profit or loss over the period of the
dicatat pada laba rugi selama periode pinjaman borrowings using the effective interest method.
dengan menggunakan metode bunga efektif.
Biaya yang dibayar untuk memperoleh fasilitas Fees paid on the establishment of loan facilities
pinjaman diakui sebagai biaya transaksi are recognised as transaction costs of the loan to
pinjaman sepanjang besar kemungkinan the extent that it is probable that some or all of the
sebagian atau seluruh fasilitas akan ditarik. facility will be drawn down. In this case, the fee is
Dalam hal ini, biaya untuk memperoleh pinjaman deferred until the draw-down occurs. To the extent
ditangguhkan sampai penarikan pinjaman that there is no evidence that it is probable that
terjadi. Sepanjang tidak terdapat bukti bahwa some or all of the facility will be drawn down, the
besar kemungkinan sebagian atau seluruh fee is capitalised as a prepayment for liquidity
fasilitas akan ditarik, biaya memperoleh services and amortised over the period of the
pinjaman dikapitalisasi sebagai biaya dibayar facility to which it relates.
dimuka untuk jasa likuiditas dan diamortisasi
selama periode fasilitas yang terkait.
Biaya pinjaman yang terjadi untuk konstruksi Borrowing costs incurred for the construction of
aset kualifikasian dikapitalisasi selama periode any qualifying asset are capitalised during the
waktu yang dibutuhkan untuk menyelesaikan period of time that is required to complete and
konstruksi aset dan mempersiapkannya sampai prepare the asset for its intended use or sale
dapat digunakan sesuai tujuan yang (see Note 2j). Other borrowing costs are expensed
dimaksudkan atau untuk dijual (lihat Catatan 2j). in profit or loss.
Biaya pinjaman lainnya dibebankan pada laba
rugi.
Pinjaman diklasifikasikan sebagai liabilitas Borrowings are classified as current liabilities
jangka pendek kecuali Grup memiliki hak untuk unless the Group has a right to defer the
menunda pembayaran liabilitas selama paling settlement of the liability for at least 12 months
tidak 12 bulan setelah tanggal pelaporan. after the reporting date.
Page 410
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/36 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
s. Instrumen keuangan derivatif dan aktivitas s. Derivative financial instruments and hedging
lindung nilai activities
Derivatif pada awalnya diakui sebesar nilai wajar Derivatives are initially recognised at fair value on
pada tanggal kontrak derivatif dilakukan dan the date a derivative contract is entered into and
selanjutnya diukur kembali sebesar nilai are subsequently remeasured at their fair value.
wajarnya. Metode pengakuan keuntungan atau The method of recognising the resulting gain or
kerugian yang timbul tergantung pada apakah loss depends on whether the derivative is
derivatif tersebut ditetapkan sebagai instrumen designated as a hedging instrument, and if so, the
lindung nilai, dan jika demikian, sifat pos yang nature of the item being hedged. The Group
dilindung nilai. Grup menetapkan derivatif designates certain derivatives as either:
tertentu sebagai:
- lindung nilai atas nilai wajar aset atau - hedges of the fair value of recognised assets
liabilitas yang diakui atau terhadap or liabilities or unrecognised firm
komitmen pasti yang belum diakui (lindung commitments (fair value hedge); or
nilai atas nilai wajar); atau
- lindung nilai atas risiko tertentu yang terkait - hedges of a particular risk associated with a
dengan aset atau liabilitas yang diakui atau recognised asset or liability or a highly
terhadap transaksi yang diperkirakan probable forecasted transaction (cash flow
kemungkinan besar akan terjadi (lindung hedge).
nilai arus kas).
Pada awal terjadinya transaksi, Grup At the inception of the transaction, the Group
mendokumentasikan hubungan antara documents the relationship between hedging
instrumen lindung nilai dan pos yang dilindung instruments and hedged items, as well as its risk
nilai, serta tujuan manajemen risiko dan strategi management objectives and strategy for
pelaksanaan berbagai transaksi lindung nilai. undertaking various hedging transactions. The
Grup juga mendokumentasikan penilaiannya, Group also documents its assessment, both at
pada awal lindung nilai dan pada setiap akhir hedge inception and at every period end, of
tahun, apakah derivatif yang digunakan dalam whether the derivatives that are used in hedging
transaksi lindung nilai memiliki efektivitas yang transactions are highly effective in offsetting
tinggi dalam saling hapus perubahan nilai wajar changes in fair values or cash flows of hedged
atau arus kas pos yang dilindung nilai. items.
Nilai wajar penuh derivatif lindung nilai The full fair value of a hedging derivative is
diklasifikasikan sebagai aset tidak lancar atau classified as a non-current asset or liability when
liabilitas jangka panjang ketika sisa jatuh tempo the remaining maturity of the hedged item is more
pos yang dilindung nilai lebih dari 12 bulan, dan than 12 months and as a current asset or liability
sebagai aset lancar atau liabilitas jangka pendek when the remaining maturity of the hedged item is
ketika sisa jatuh tempo pos yang dilindung nilai less than 12 months. Trading derivatives are
kurang dari 12 bulan. Derivatif yang classified as a current asset or liability.
diperdagangkan diklasifikasikan sebagai aset
lancar atau liabilitas jangka pendek.
Page 411
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/37 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
s. Instrumen keuangan derivatif dan aktivitas s. Derivative financial instruments and hedging
lindung nilai (lanjutan) activities (continued)
Lindung nilai arus kas Cash flow hedge
Bagian efektif dari perubahan nilai wajar derivatif The effective portion of changes in the fair value
yang ditetapkan dan memenuhi kriteria sebagai of derivatives that are designated and qualify as
lindung nilai arus kas diakui pada penghasilan cash flow hedges is recognised in other
komprehensif lainnya. Keuntungan atau comprehensive income. The gain or loss relating
kerugian dari bagian yang tidak efektif diakui to the ineffective portion is recognised
segera di dalam laba rugi sebagai “beban lain- immediately in profit or loss within “other
lain, bersih”. expenses, net”.
Jumlah yang terakumulasi pada ekuitas Total accumulated in equity are reclassified to
direklasifikasikan ke dalam laba rugi di dalam profit or loss in the periods when the hedged item
periode ketika pos yang dilindung nilai affects profit or loss (for example, when the sales
mempengaruhi laba rugi (misalnya, ketika forecast that is being hedged takes place). The
prakiraan penjualan yang menjadi pos yang gain or loss related to the effective portion of
dilindung nilai terjadi). Keuntungan atau interest rate swaps hedging on the borrowings’
kerugian yang berhubungan dengan bagian floating rate is recognised in profit or loss account
efektif swap tingkat bunga sebagai instrumen within “finance costs”.
lindung nilai pinjaman bersuku bunga variabel
diakui dalam laba rugi sebagai “biaya
keuangan”.
Ketika instrumen lindung nilai kadaluwarsa atau When a hedging instrument expires or is sold, or
dijual, atau ketika lindung nilai tidak lagi when a hedge no longer meets the criteria for
memenuhi kriteria akuntansi lindung nilai, hedge accounting, any cumulative gain or loss
keuntungan atau kerugian kumulatif yang ada di existing in equity at that time remains in equity and
dalam ekuitas akan tetap berada di dalam is recognised when forecasted transaction is
ekuitas dan diakui ketika transaksi yang ultimately recognised in profit or loss. When a
diperkirakan akhirnya diakui pada laba rugi. forecasted transaction is no longer expected to
Ketika transaksi yang diperkirakan tidak lagi occur, the cumulative gain or loss that was
diharapkan akan terjadi, keuntungan atau reported in equity is immediately transferred to
kerugian kumulatif yang dilaporkan di ekuitas profit or loss within “other expenses, net”.
segera dipindahkan ke laba rugi sebagai “beban
lain-lain, bersih”.
Perubahan nilai wajar dari derivatif yang tidak Changes in the fair value of any derivative
ditetapkan, atau tidak memenuhi kriteria untuk, instruments that are not designated as, or do not
akuntansi lindung nilai diakui secara langsung qualify for, hedge accounting are recognised
dalam laba rugi. immediately in profit or loss.
t. Imbalan kerja t. Employee benefits
Imbalan kerja jangka pendek Short-term employee benefits
Imbalan kerja jangka pendek diakui pada saat Short-term employee benefits are recognised
terutang kepada karyawan. when they accrue to the employees.
Page 412
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
t. Imbalan kerja (lanjutan) t. Employee benefits (continued)
Imbalan pensiun dan pascakerja lain-lain Pension and other post-employment benefits
Grup memiliki program pensiun imbalan pasti The Group has defined benefit and defined
dan iuran pasti. contribution pension plans.
Program pensiun imbalan pasti adalah program A defined benefit pension plan is a pension plan
pensiun yang menetapkan jumlah imbalan that defines an amount of pension that will be
pensiun yang akan diterima oleh karyawan pada received by the employee on becoming entitled to
saat pensiun, yang biasanya tergantung pada a pension, which usually depends on factors, such
beberapa faktor, seperti umur, masa kerja dan as age, years of service and compensation. This
jumlah kompensasi. Program pensiun ini pension plan is managed by Dana Pensiun
dikelola oleh Dana Pensiun Astra 1 (“DPA 1”). Astra 1 (“DPA 1”).
Program pensiun iuran pasti adalah program Defined contribution plans are pension plans
pensiun dimana Grup akan membayar iuran under which the Group pay fixed contributions into
tetap kepada sebuah entitas terpisah. Grup a separate entity. The Group pays fixed
membayar iuran tetap kepada Dana Pensiun contributions to Dana Pensiun Astra 2 (“DPA 2”)
Astra 2 (“DPA 2”) dan beberapa pihak ketiga. and several third parties. For defined contribution
Untuk program iuran pasti, Grup tidak memiliki plans, the Group has no further payment
kewajiban membayar lebih lanjut jika iuran obligations once the contributions have been paid.
tersebut telah dibayarkan. Iuran tersebut diakui The contributions are recognised as employee
sebagai beban imbalan kerja ketika jatuh tempo. benefit expenses when they become due.
Sesuai dengan peraturan yang berlaku, Grup In accordance with applicable regulations, the
disyaratkan untuk memberikan imbalan pensiun Group is required to provide pension benefits, with
sekurang-kurangnya sebesar yang diatur pada minimum benefits as stipulated in the applicable
peraturan yang berlaku, yang pada dasarnya regulations, which basically is a defined benefit
adalah program imbalan pasti. Jika imbalan plan. If the pension benefits based on the
pensiun sesuai peraturan yang berlaku lebih applicable regulations are higher than those
besar dari program pensiun yang ada, selisih based on the existing pension plan, the difference
tersebut diakui sebagai bagian dari liabilitas is recorded as part of the overall pension benefits
imbalan pensiun. obligation.
Liabilitas imbalan pensiun merupakan nilai kini The pension benefit obligation is the present value
liabilitas imbalan pasti pada akhir periode of the defined benefit obligation at the end of the
pelaporan dikurangi dengan nilai wajar aset reporting period less the fair value of plan assets.
program. Liabilitas imbalan pasti dihitung setiap The defined benefit obligation is calculated
tahun oleh aktuaris independen dengan annually by an independent actuary using the
menggunakan metode projected unit credit. Nilai projected unit credit method. The present value of
kini liabilitas imbalan pasti ditentukan dengan the defined benefit obligation is determined by
mendiskontokan estimasi arus kas di masa discounting the estimated future cash outflows
depan dengan menggunakan imbal hasil pasar using the yield at the end of the reporting period
atas obligasi korporasi berkualitas tinggi pada on high quality corporate bonds. If there is no deep
akhir periode pelaporan. Jika tidak ada pasar market in such high quality corporate bonds
yang aktif dan stabil bagi obligasi korporasi denominated in Rupiah, the market yields (at the
berkualitas tinggi dalam mata uang Rupiah, end of the reporting period) on long-term
maka imbal hasil pasar (pada akhir periode government bonds denominated in Rupiah in
pelaporan) atas obligasi pemerintah jangka which the benefits will be paid and that have terms
panjang pada akhir periode pelaporan dalam to maturity similar to the related pension obligation
mata uang Rupiah sesuai dengan mata uang di shall be used.
mana imbalan tersebut akan dibayarkan dan
yang memiliki jangka waktu yang sesuai dengan
liabilitas imbalan pensiun yang bersangkutan
harus digunakan.
Page 413
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KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
t. Imbalan kerja (lanjutan) t. Employee benefits (continued)
Imbalan pensiun dan pascakerja lain-lain Pension and other post-employment benefits
(lanjutan) (continued)
Pengukuran kembali yang timbul dari Remeasurements arising from experience
penyesuaian dan perubahan dalam asumsi- adjustments and changes in actuarial
asumsi aktuarial langsung diakui seluruhnya assumptions are directly recognised in other
melalui penghasilan komprehensif lainnya. comprehensive income. The balance of
Akumulasi saldo pengukuran kembali dilaporkan accumulated remeasurements is reported in
di saldo laba. retained earnings.
Biaya jasa lalu yang timbul dari amendemen Past service costs arising from amendment or
atau kurtailmen program diakui sebagai beban curtailment programs are recognised as expense
dalam laba rugi pada saat terjadinya. in profit or loss when incurred.
Perseroan dan beberapa entitas anak The Company and certain subsidiaries also
memberikan imbalan pascakerja lainnya, seperti provide other post-employment benefits, such as
uang pisah, cuti masa persiapan pensiun dan seperation pay, retirement preparation leave and
uang penghargaan. Imbalan berupa uang pisah, service pay. The separation pay benefit is paid to
dibayarkan kepada karyawan yang employees who voluntarily resign, subject to a
mengundurkan diri secara sukarela, setelah minimum number of years of service. Entitlement
memenuhi minimal masa kerja tertentu. Cuti to retirement preparation leave vests typically
masa persiapan pensiun umumnya diberikan three or six months before retirement. The service
tiga atau enam bulan sebelum memasuki usia pay benefit vests when the employees reach their
pensiun. Imbalan berupa uang penghargaan retirement age. These benefits are accounted for
diberikan apabila karyawan bekerja hingga using the same method as for the defined benefit
mencapai usia pensiun. Imbalan ini dihitung pension plan.
dengan menggunakan metode yang sama
dengan metode yang digunakan dalam
perhitungan program pensiun imbalan pasti.
Imbalan jangka panjang lain-lain Other long-term employee benefits
Imbalan kerja jangka panjang lainnya seperti cuti Other long-term employee benefits such as long
berimbalan jangka panjang dan penghargaan service leave and jubilee awards are calculated
jubilee dihitung dengan menggunakan metode using the projected unit credit method and
projected unit credit dan didiskontokan ke nilai discounted to present value. These benefits are
kini. Imbalan ini dihitung dengan menggunakan accounted for using the same method as for the
metode yang sama dengan metode yang defined benefit pension plan, except for
digunakan dalam perhitungan program pensiun remeasurements which are recognised in profit or
imbalan pasti, kecuali untuk pengukuran kembali loss.
yang diakui pada laba rugi.
u. Saham tresuri u. Treasury shares
Ketika Perseroan mengakuisisi modal saham When the Company acquires the Company's
ekuitas Perseroan, imbalan yang dibayarkan, equity share capital, the consideration paid,
termasuk setiap biaya tambahan yang dapat including any directly attributable incremental
diatribusikan secara langsung (setelah pajak costs (net of income taxes), is deducted from
penghasilan), dikurangkan dari ekuitas. Dalam equity. In the consolidated financial statements,
laporan keuangan konsolidasian, kepemilikan interests in the Company equity instruments are
Perseroan atas instrumen ekuitas milik presented as "treasury shares". No gain or loss is
Perseroan disajikan sebagai "saham tresuri". recognised on the purchase, sale, or cancellation
Tidak ada keuntungan atau kerugian yang diakui of the treasury shares. The difference between the
atas pembelian, penjualan, atau pembatalan carrying amount and the consideration on sale is
saham tresuri. Selisih antara nilai tercatat dan recognised as additional paid-in capital.
imbalan penjualan diakui sebagai tambahan
modal disetor
Page 414
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/40 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
v. Pengakuan pendapatan dan beban v. Revenue and expense recognition
Pengakuan pendapatan Revenue recognition
Pendapatan dari penjualan barang diakui pada Revenue from the sale of goods is recognised
saat pengendalian atas barang telah dialihkan when the control of the goods have been
kepada pelanggan berdasarkan syarat transferred to customers based on its delivery
pengirimannya. terms.
Pendapatan dari jasa diakui pada periode saat Revenue from services is recognised in the period
jasa tersebut diberikan. in which the services are rendered.
Penerimaan dari pelanggan atas pendapatan Collections from customers from full maintenance
dari kontrak pemeliharaan penuh (“FMC”) contracts (“FMC”) are received in advance and
diterima dimuka dan diakui di awal sebagai initially recognised as deferred revenue. The
pendapatan yang ditangguhkan. Pendapatan revenue will be recognised on a percentage of
akan diakui berdasarkan metode persentase completion basis when the contract can be
penyelesaian pada saat hasil kontrak tersebut estimated reliably. The stage of completion is
dapat diestimasi secara andal. Tahapan measured by reference to cost incurred to date
penyelesaian diukur dengan membandingkan compared to estimated total costs for each
biaya yang terjadi sampai dengan tanggal contract. When it is probable that total contract
laporan posisi keuangan dengan estimasi costs will exceed total contract revenue, the
keseluruhan biaya untuk setiap kontrak. Bila expected loss is immediately recognised as a
besar kemungkinan terjadi bahwa jumlah biaya current year expense.
kontrak akan melebihi jumlah pendapatan
kontrak, taksiran rugi diakui segera sebagai
beban tahun berjalan.
Pendapatan yang berhubungan dengan kontrak Revenues related to construction contracts are
konstruksi dicatat dengan menggunakan accounted for using the percentage of completion
metode persentase penyelesaian. Dengan method. Under this method, the revenue
metode ini, pendapatan yang diakui setara recognised equals the latest estimate of the total
dengan estimasi terbaru dari jumlah nilai kontrak value of the contract multiplied by the actual
dikalikan dengan tingkat penyelesaian completion rate determined by reference to the
sebenarnya yang ditentukan dengan mengacu physical state of progress of the works (output
pada keadaan fisik kemajuan pekerjaan (metode method). Construction contract revenue
output). Pendapatan kontrak konstruksi terdiri comprises the initial amount of revenue that
dari jumlah pendapatan semula yang disetujui agreed in the contract and variations in contract
dalam kontrak dan penyimpangan dalam work, claims and incentive payments to the extent
pekerjaan kontrak, klaim dan pembayaran that is probable that it will result in revenue and
insentif sepanjang hal ini memungkinkan untuk can be reliably measured.
menghasilkan pendapatan dan dapat diukur
dengan andal.
Page 415
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/41 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
v. Pengakuan pendapatan dan beban (lanjutan) v. Revenue and expense recognition (continued)
Pengakuan pendapatan (lanjutan) Revenue recognition (continued)
Dalam menentukan harga transaksi, Grup In determining the transaction price, the Group
menyesuaikan jumlah imbalan yang dijanjikan adjust the promised amount of consideration for
terhadap dampak nilai waktu uang jika waktu the effects of the time value of money if the timing
pembayaran yang disepakati oleh para pihak of payments agreed to by the parties to the
dalam kontrak (baik secara eksplisit atau contract (either explicitly or implicitly) provides the
implisit) memberikan pelanggan atau Grup customer or the Group with a significant benefit of
manfaat signifikan berupa pendanaan atas financing the transfer of goods or services to the
pengalihan barang atau jasa kepada pelanggan. customer. The objective when adjusting the
Tujuan ketika menyesuaikan komponen promised amount of consideration for a significant
pendanaan signifikan dalam jumlah imbalan financing component is for the Group to recognise
yang dijanjikan adalah agar Grup mengakui revenue at an amount that reflects the price that a
pendapatan pada jumlah yang mencerminkan customer would have paid for the promised goods
harga yang akan dibayar oleh pelanggan atas or services if the customer had paid cash for those
barang atau jasa yang dijanjikan jika pelanggan goods or services when (or as) they transfer to the
telah membayar secara kas barang atau jasa customer (i.e., the cash selling price). The Group
tersebut ketika entitas mengalihkan barang atau presents the effects of financing (interest revenue
jasa kepada pelanggan (yaitu harga jual kas). or interest expense) separately from revenue from
Grup menyajikan dampak pendanaan contracts with customers in the profit or loss.
(pendapatan bunga atau beban bunga) secara
terpisah dari pendapatan dari kontrak dengan
pelanggan dalam laba rugi.
Pembayaran harga transaksi berbeda untuk Payment of the transaction price is different for
setiap kontrak. Aset kontrak diakui setelah each contract. A contract asset is recognised once
imbalan yang dibayarkan oleh pelanggan kurang the consideration paid by customer is less than the
dari saldo kewajiban pelaksanaan yang telah balance of performance obligation which has been
dipenuhi. Liabilitas kontrak diakui setelah satisfied. A contract liability is recognised once the
imbalan yang dibayarkan oleh pelanggan lebih consideration paid by customer is more than the
dari saldo kewajiban pelaksanaan yang telah balance of performance obligation which has been
dipenuhi. satisfied.
Aset kontrak disajikan dalam “Piutang usaha” Contract assets are presented under “Trade
dan liabilitas kontrak disajikan dalam receivables” and contract liabilities are presented
“Pendapatan tangguhan” dan “Uang muka under “Deferred revenue” and “Customer
pelanggan”. deposits”.
Pengakuan beban Expense recognition
Grup mengakui biaya inkremental atas perolehan The Group shall recognise as an asset the
kontrak dengan pelanggan sebagai aset jika incremental costs of obtaining a contract with a
Grup memperkirakan untuk memulihkan biaya customer if the Group expects to recover those
tersebut. Biaya inkremental atas perolehan costs. The incremental costs of obtaining a
kontrak adalah biaya yang terjadi untuk contract are those costs that an entity incurs to
memperoleh kontrak dengan pelanggan yang obtain a contract with a customer that it would not
tidak akan terjadi jika kontrak belum diperoleh. have incurred if the contract had not been
Dalam laporan keuangan konsolidasian, aset obtained. In the consolidated financial statements,
terkait dengan biaya inkremental atas perolehan asset related to the incremental costs of obtaining
kontrak dengan pelanggan disajikan sebagai a contract with a customer are presented as
“beban tangguhan”. “deferred charges”.
Page 416
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/42 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
v. Pengakuan pendapatan dan beban (lanjutan) v. Revenue and expense recognition (continued)
Pengakuan beban (lanjutan) Expense recognition (continued)
Biaya kontrak yang tidak mungkin dipulihkan Contract costs that are not probable of being
diakui segera sebagai beban periode berjalan recovered are recognised as current period
pada laba rugi. expenses in profit or loss.
Beban langsung dan beban tidak langsung Direct and indirect costs of projects which can be
proyek yang dapat dialokasikan ke suatu proyek allocated to a particular project, are recognised as
tertentu, diakui sebagai beban pada proyek yang an expense on the related projects, while the
bersangkutan, sedangkan beban yang tidak expenses that cannot be distributed or cannot be
dapat didistribusikan atau tidak dapat allocated to the project activities are recognised as
dialokasikan ke aktivitas proyek menjadi beban non-project expenses (general and administrative
non proyek (beban umum dan administrasi). expenses).
Beban diakui pada saat terjadinya (dasar Expenses are recognised as incurred (accrual
akrual), kecuali merupakan aset yang terkait basis), unless they create an asset related to
dengan aktivitas kontrak masa depan. future contract activity.
w. Pajak penghasilan kini dan tangguhan w. Current and deferred income tax
Beban pajak penghasilan terdiri dari pajak kini Income tax expense comprises current and
dan pajak tangguhan. Pajak penghasilan diakui deferred tax. Income tax is recognised in profit or
dalam laba rugi, kecuali jika pajak tersebut loss, except to the extent that it relates to items
terkait dengan transaksi atau kejadian yang recognised in other comprehensive income or
diakui ke penghasilan komprehensif lain atau directly in equity. In this case, the tax is also
langsung ke ekuitas. Dalam hal ini, pajak recognised in other comprehensive income or
tersebut masing-masing diakui dalam directly in equity, respectively.
penghasilan komprehensif lain atau ekuitas.
Beban pajak penghasilan kini dihitung dengan The current income tax is calculated using tax law
menggunakan tarif pajak yang berlaku pada and tax rates that have been enacted at the end
akhir periode pelaporan. Manajemen secara of the reporting period. Management periodically
berkala mengevaluasi ketentuan yang diambil evaluates positions taken in tax returns with
dalam Surat Pemberitahuan Pajak sehubungan respect to situations in which the applicable tax
dengan situasi dimana peraturan pajak yang regulation is subject to interpretation. It
berlaku membutuhkan penafsiran. Hal ini establishes provision where appropriate on the
menentukan jumlah provisi diperlukan yang basis of the amounts expected to be paid to the
sesuai dengan jumlah yang diharapkan akan tax authorities.
dibayarkan kepada otoritas pajak.
Page 417
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/43 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
w. Pajak penghasilan kini dan tangguhan w. Current and deferred income tax (continued)
(lanjutan)
Pajak penghasilan tangguhan diakui Deferred income tax is provided in full, using the
sepenuhnya, dengan menggunakan metode liability method, on temporary differences which
liabilitas untuk semua perbedaan temporer yang arise from the difference between the tax bases of
berasal dari selisih antara dasar pengenaan assets and liabilities and their carrying amounts in
pajak aset dan liabilitas dengan nilai tercatatnya the consolidated financial statements. However,
pada laporan keuangan konsolidasian. Namun, deferred tax liabilities are not recognised if they
liabilitas pajak penghasilan tangguhan tidak arise from the initial recognition of goodwill.
diakui jika berasal dari pengakuan awal goodwill. Deferred income tax is also not accounted for if it
Pajak penghasilan tangguhan juga tidak arises from initial recognition of an asset or liability
diperhitungkan jika pajak penghasilan in a transaction other than a business combination
tangguhan tersebut timbul dari pengakuan awal that at the time of the transaction affects neither
aset atau pengakuan awal liabilitas dalam accounting nor taxable profit or loss. Deferred
transaksi selain kombinasi bisnis yang pada saat income tax is determined using the tax law and tax
transaksi tidak mempengaruhi laba akuntansi rates and laws that have been enacted or
maupun laba kena pajak/rugi pajak. Pajak substantially enacted at the end of the reporting
penghasilan tangguhan ditentukan year and are expected to apply when the related
menggunakan tarif dan peraturan pajak yang deferred income tax asset is realised or the
berlaku atau yang secara substansial telah deferred income tax liability is settled.
berlaku pada akhir tahun pelaporan dan
diharapkan diterapkan jika aset pajak
penghasilan tangguhan direalisasikan atau
liabilitas pajak tangguhan diselesaikan.
Aset pajak tangguhan diakui apabila besar Deferred tax assets are recognised to the extent
kemungkinan jumlah penghasilan kena pajak di that it is probable that future taxable profit will be
masa mendatang akan memadai untuk available against which the deductible temporary
dikompensasi dengan perbedaan temporer yang differences and tax losses carried forward can be
dapat dikurangkan dan rugi fiskal yang masih utilised.
dapat dimanfaatkan.
Atas perbedaan temporer dalam investasi pada Deferred income tax is provided on temporary
entitas anak dan asosiasi dibentuk pajak differences arising on investments in subsidiaries
penghasilan tangguhan, kecuali untuk liabilitas and associates, except for deferred income tax
pajak penghasilan tangguhan dimana saat liability where the timing of the reversal of the
pembalikan perbedaan temporer dikendalikan temporary difference is controlled by the Group
oleh Grup dan sangat mungkin perbedaan and it is probable that the temporary difference will
temporer tersebut dapat diperkirakan tidak akan not be reversed in the foreseeable future.
dibalik di masa mendatang.
Page 418
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/44 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
w. Pajak penghasilan kini dan tangguhan w. Current and deferred income tax (continued)
(lanjutan)
Aset dan liabilitas pajak penghasilan tangguhan Deferred income tax assets and liabilities are
dapat saling hapus apabila terdapat hak yang offset when there is a legally enforceable right to
berkekuatan hukum untuk melakukan saling offset current tax assets against current tax
hapus antara aset pajak kini dengan liabilitas liabilities and when the deferred income taxes
pajak kini dan apabila aset dan liabilitas pajak assets and liabilities relate to income taxes levied
penghasilan tangguhan dikenakan oleh otoritas by the same taxation authority on the same
perpajakan yang sama, atas entitas kena pajak taxable entity and where there is an intention to
yang sama dan adanya niat untuk melakukan settle the balances on a net basis.
penyelesaian saldo-saldo tersebut secara neto.
x. Sewa x. Leases
Penentuan apakah suatu perjanjian merupakan, Determination whether an arrangement is, or
atau mengandung, sewa dibuat berdasarkan contains, a lease is made based on the substance
substansi perjanjian itu sendiri dan penilaian of the arrangement and assessment of whether
apakah pemenuhan atas perjanjian bergantung fulfillment of the arrangement is dependent on the
dari penggunaan aset tertentu atau aset, dan use of a specific asset or assets, and the
apakah perjanjian memberikan hak untuk arrangement conveys a right to use the asset.
menggunakan aset.
Grup menyewa berbagai aset tetap. Kontrak The Group leases certains fixed assets. Rental
sewa biasanya dibuat untuk periode tetap tetapi contracts are typically made for fixed periods but
mungkin memiliki opsi perpanjangan. may have extension.
Kontrak dapat berisi komponen sewa dan non- Contracts may contain both lease and non-lease
sewa berdasarkan harga relatif berdiri sendiri. components based on their relative stand-alone
Namun, Grup telah memilih untuk tidak prices. However, the Group has elected not to
memisahkan komponen sewa dan non-sewa separate lease and non-lease components and
dan sebagai gantinya memperhitungkannya instead accounts for these as a single lease
sebagai komponen sewa tunggal. component.
Persyaratan sewa dinegosiasikan secara Lease terms are negotiated on an individual bases
individual dan berisi berbagai persyaratan dan and contain a wide range of different terms and
ketentuan yang berbeda. Perjanjian sewa tidak conditions. The lease agreements do not impose
memberlakukan perjanjian apa pun selain any covenants other than the security for
jaminan untuk tujuan peminjaman. borrowing purposes.
Sewa diakui sebagai aset hak-guna dan liabilitas Lease are recognised as a right-of-use asset and
terkait pada tanggal di mana kontrak sewa telah a corresponding liability at the commencement
dimulai. Setiap pembayaran sewa dialokasikan date of the lease. Each lease payment is allocated
antara liabilitas dan biaya keuangan. Biaya between the liability and finance cost. The finance
keuangan dibebankan ke laba rugi selama masa cost is charged to profit or loss over the lease
sewa sehingga menghasilkan suku bunga period so as to produce a constant periodic rate of
periodik yang konstan atas saldo liabilitas yang interest on the remaining balance of the liability for
tersisa untuk setiap periode. Aset hak-guna each period. The right-of-use asset is depreciated
disusutkan selama periode yang lebih pendek over the shorter of the asset's useful life and the
antara masa manfaat aset dengan masa sewa lease term on a straight-line basis.
dengan metode garis lurus.
Page 419
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/45 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
x. Sewa (lanjutan) x. Leases (continued)
Aset dan liabilitas yang timbul dari sewa pada Assets and liabilities arising from a lease are
awalnya diukur dengan basis nilai kini. Liabilitas initially measured on a present value basis. Lease
sewa termasuk nilai bersih sekarang dari liabilities include the net present value of the
pembayaran sewa berikut: following lease payments:
- pembayaran tetap (termasuk pembayaran - fixed payments (including in-substance fixed
tetap secara substansi), dikurangi piutang payments), less any lease incentives
insentif sewa receivable
- jumlah yang diperkirakan akan dibayarkan - amounts expected to be payable by the
oleh penyewa berdasarkan jaminan nilai lessee under residual value guarantees
residu
- harga pelaksanaan dari opsi pembelian jika - the exercise price of a purchase option if the
penyewa cukup yakin untuk menggunakan lessee is reasonably certain to exercise that
opsi tersebut, dan option, and
- pembayaran penalti untuk penghentian - payments of penalties for terminating the
sewa, jika masa sewa mencerminkan lease, if the lease term reflects the lessee
penyewa yang melaksanakan opsi tersebut. exercising that option.
Liabilitas sewa disajikan sebagai liabilitas jangka Lease liabilities are classified in long-term
panjang kecuali untuk bagian yang jatuh tempo liabilities except for those with maturities of 12
dalam waktu 12 bulan atau kurang yang months or less which are included in current
disajikan sebagai liabilitas jangka pendek. liabilities.
Pembayaran sewa yang harus dilakukan Lease payments to be made under reasonably
berdasarkan opsi perpanjangan tertentu juga certain extension options are also included in the
termasuk dalam pengukuran liabilitas. measurement of the liability.
Pembayaran sewa didiskontokan dengan The lease payments are discounted using the
menggunakan suku bunga implisit dalam sewa. interest rate implicit in the lease. If the rate cannot
Jika tarif tidak dapat segera ditentukan, di mana be readily determined, which is generally the case
hal tersebut secara umum terjadi pada sewa for leases in the Group, the lessee’s incremental
dalam Grup, suku bunga pinjaman tambahan borrowing rate is used, being the rate that the
penyewa digunakan, yaitu tarif yang harus individual lessee would have to pay to borrow the
dibayar oleh penyewa untuk meminjam dana funds necessary to obtain an asset of similar value
yang diperlukan untuk memperoleh aset dengan to the right-of-use asset in a similar economic
nilai yang sama dengan aset hak-guna dalam environment with similar terms, security and
lingkungan ekonomi serupa dengan syarat dan conditions.
ketentuan yang serupa.
Aset hak-guna diukur pada biaya perolehan Right-of-use assets are measured at cost
yang terdiri dari berikut ini: comprising the following:
- jumlah pengukuran awal liabilitas sewa - the amount of the initial measurement of
lease liability
- pembayaran sewa yang dilakukan pada - any lease payments made at or before the
atau sebelum tanggal dimulainya dikurangi commencement date less any lease
insentif sewa yang diterima incentives received
- biaya langsung awal, dan - any initial direct costs, and
- biaya restorasi. - restoration costs.
Page 420
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/46 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
x. Sewa (lanjutan) x. Leases (continued)
Aset hak-guna umumnya disusutkan sepanjang Right-of-use assets are generally depreciated
waktu yang lebih pendek antara lama masa over the shorter of the asset’s useful life and the
manfaat aset dan jangka waktu sewa lease term on a straight-line basis. If the Group is
menggunakan metode garis lurus. Jika Grup reasonably certain to exercise a purchase option,
cukup yakin untuk melaksanakan opsi the right-of-use asset is depreciated over the
pembelian, aset hak-guna disusutkan selama underlying assets’s useful life. Right-of-use assets
masa manfaat aset yang mendasarinya. Aset are classified as part of “Fixed assets”.
hak-guna disajikan sebagai bagian dari “Aset
tetap”.
Grup tidak mengakui aset hak-guna dan liabilitas The Group does not recognise right-of-use assets
sewa untuk: and lease liabilities for:
- sewa jangka-pendek yang memiliki masa - short-term leases that have a lease term of 12
sewa 12 bulan atau kurang; atau months or less; or
- sewa yang asetnya bernilai-rendah. - leases with low-value assets.
Pembayaran yang dilakukan untuk sewa Payments made under those leases are charged
tersebut dibebankan ke laba rugi dengan dasar to profit or loss on a straight-line basis over the
garis lurus selama masa sewa. period of the lease.
Opsi perpanjangan dan terminasi termasuk Extension and termination options are included in
dalam beberapa sewa Grup. Istilah-istilah ini several leases of the Group. These terms are
digunakan untuk memaksimalkan fleksibilitas used to maximise operational flexibility in terms of
operasional dalam hal pengelolaan kontrak. managing contracts. The majority of extension
Mayoritas opsi perpanjangan dan terminasi yang and termination options held are exercisable only
dimiliki hanya dapat dilaksanakan oleh Grup dan by the Group and not by the respective lessor.
bukan oleh pesewa masing-masing. Opsi Extension options (or periods after termination
perpanjangan (atau periode setelah opsi options) are only included in the lease term if the
pembatalan) hanya dimasukkan dalam masa lease is reasonably certain to be extended (or not
sewa jika cukup pasti akan diperpanjang (atau terminated).
tidak dibatalkan).
Pendapatan sewa guna usaha dari kegiatan Lease income from operating leases where the
operasi sewa dimana Grup bertindak sebagai Group is a lessor is recognised in income on a
pesewa diakui sebagai pendapatan secara garis straight-line basis over the lease term.
lurus selama masa sewa.
y. Laba per saham y. Earnings per share
Laba per saham dasar dihitung dengan Basic earnings per share are computed by
membagi laba bersih yang tersedia bagi dividing profit attributable to the equity holders of
pemegang saham Perseroan dengan jumlah the Company by the weighted average number of
rata-rata tertimbang saham biasa yang beredar ordinary shares outstanding during the period.
pada periode berjalan.
Laba per saham dilusian menyesuaikan angka Diluted earnings per share adjusts the figures
yang digunakan dalam penentuan laba per used in the determination of basic earnings per
saham dasar untuk memperhitungkan dampak share to account for the after-income tax effect of
setelah pajak penghasilan atas bunga dan biaya interest and other financing costs associated with
pendanaan lainnya yang terkait dengan potensi dilutive potential ordinary shares.
saham biasa yang bersifat dilutif.
Page 421
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/47 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2. KEBIJAKAN AKUNTANSI YANG MATERIAL 2. MATERIAL ACCOUNTING POLICIES (continued)
(lanjutan)
z. Dividen z. Dividends
Pembagian dividen interim diakui sebagai Interim dividend distributions are recognised as a
liabilitas ketika dividen disetujui berdasarkan liability when the dividends are approved by a
keputusan rapat Direksi dan persetujuan Dewan Board of Directors’ resolution, approval has been
Komisaris telah diperoleh serta sudah obtained from the Board of Commissioners and a
diumumkan kepada publik. Pembagian dividen public announcement has been made. Final
final diakui sebagai liabilitas ketika dividen dividend distributions are recognised as a liability
tersebut disetujui Rapat Umum Pemegang when the dividends are approved in the
Saham Perseroan. Company’s General Meeting of the Shareholders.
aa. Transaksi dengan pihak-pihak berelasi aa. Related parties transactions
Grup melakukan transaksi dengan pihak-pihak The Group enters into transactions with related
berelasi sebagaimana didefinisikan dalam parties as defined in PSAK 224, “Related Parties
PSAK 224, “Pengungkapan Pihak-Pihak Disclosures”.
Berelasi”.
Seluruh transaksi dan saldo material dengan All significant transactions and balances with
pihak-pihak berelasi diungkapkan dalam catatan related parties are disclosed in the notes to the
atas laporan keuangan konsolidasian. consolidated financial statements.
ab. Pelaporan segmen ab. Segment reporting
Segmen operasi dilaporkan dengan cara yang Operating segments are reported in a manner
konsisten dengan pelaporan internal yang consistent with the internal reporting provided to
diberikan kepada pengambil keputusan the chief operating decision-maker. The chief
operasional utama. Pengambil keputusan operating decision-maker is responsible for
operasional utama bertanggung jawab untuk allocating resources, assessing performance of
mengalokasikan sumber daya, menilai kinerja the operating segments and making strategic
segmen operasi dan membuat keputusan decisions.
strategis.
Page 422
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/48 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. KAS DAN SETARA KAS SERTA KAS DAN 3. CASH AND CASH EQUIVALENTS AND
DEPOSITO BERJANGKA YANG DIBATASI RESTRICTED CASH AND TIME DEPOSITS
PENGGUNAANNYA
2025 2024
Kas 11,888 12,970 Cash on hand
Kas pada bank 23,359,865 21,501,819 Cash in banks
Deposito berjangka 1,492,094 1,453,329 Time deposits
Kas pada bank dan deposito Cash in banks
berjangka untuk devisa time deposits for
hasil ekspor 1,706,925 2,124,401 export proceeds
Jumlah kas dan setara kas 26,570,772 25,092,519 Total cash and cash equivalents
Kas pada bank yang
dibatasi penggunaannya 1,143 1,142 Restricted cash in banks
Deposito berjangka
yang dibatasi penggunaannya 786,663 628,148 Restricted time deposits
Jumlah kas dan deposito
berjangka yang dibatasi Total restricted
penggunaannya 787,806 629,290 cash and time deposits
a. Kas pada bank a. Cash in banks
2025 2024
Pihak ketiga/Third parties
Rupiah
PT Bank Mandiri (Persero) Tbk 2,821,896 2,168,947
PT Bank Rakyat Indonesia (Persero) Tbk 2,171,123 1,322,851
PT Bank OCBC NISP Tbk 1,602,594 290,816
PT Bank Negara Indonesia (Persero) Tbk 1,549,783 1,472,115
PT Bank Permata Tbk 1,438,382 1,014,157
PT Bank Central Asia Tbk 1,183,506 1,206,077
PT Bank CIMB Niaga Tbk 1,098,943 1,257,925
PT Bank SMBC Indonesia Tbk 980,031 1,176,698
PT Bank ANZ Indonesia 903,811 1,019,544
PT Bank Syariah Indonesia Tbk 736,633 580,206
PT Bank UOB Indonesia 449,652 294,496
Citibank, N.A. 339,245 482,738
PT Bank DBS Indonesia 308,862 4,125
MUFG Bank, Ltd. 252,557 59,483
PT Bank Sumitomo Mitsui Indonesia 252,370 185,329
Standard Chartered Bank 217,686 481,661
PT Bank Danamon Indonesia Tbk 89,032 76,889
PT Bank ICBC Indonesia 42,826 59,838
PT Bank Bukopin Tbk 1,232 104,493
Lain-lain (masing-masing di bawah Rp 53,2 miliar)/
Others (below Rp 53.2 billion each) 107,979 86,545
16,548,143 13,344,933
Page 423
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/49 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. KAS DAN SETARA KAS SERTA KAS DAN 3. CASH AND CASH EQUIVALENTS AND
DEPOSITO BERJANGKA YANG DIBATASI RESTRICTED CASH AND TIME DEPOSITS
PENGGUNAANNYA (lanjutan) (continued)
a. Kas pada bank (lanjutan) a. Cash in banks (continued)
2025 2024
Pihak ketiga/Third parties (lanjutan/continued)
USD
PT Bank Mandiri (Persero) Tbk 1,260,107 1,917,778
PT Bank Negara Indonesia (Persero) Tbk 1,120,763 831,818
PT Bank Permata Tbk 784,402 669,174
PT Bank SMBC Indonesia Tbk 597,707 437,222
PT Bank OCBC NISP Tbk 537,212 902,091
PT Bank Rakyat Indonesia (Persero) Tbk 493,166 575,443
PT Bank Central Asia Tbk 348,635 9,192
PT Bank Danamon Indonesia Tbk 311,140 522,097
PT Bank CIMB Niaga Tbk 279,853 667,902
PT Bank UOB Indonesia 238,983 244,773
Standard Chartered Bank 218,414 177,914
PT Bank ANZ Indonesia 194,774 19,382
MUFG Bank, Ltd. 167,535 54,494
Citibank, N.A. 147,493 130,733
Sumitomo Mitsui Banking Corporation 53,550 101,227
JP. Morgan Chase Bank, N.A. 498 719,909
Lain-lain (masing-masing di bawah Rp 53,2 miliar)/
Others (below Rp 53.2 billion each) 12,376 7,698
6,766,608 7,988,847
AUD
PT Bank ANZ Indonesia 3,847 66,903
Lain-lain (masing-masing di bawah Rp 53,2 miliar)/
Others (below Rp 53.2 billion each) 27,068 44,882
30,915 111,785
Mata uang asing lainnya/Other foreign currencies
Lain-lain (masing-masing di bawah Rp 53,2 miliar)/
Others (below Rp 53.2 billion each) 14,199 56,254
Jumlah kas pada bank/Total cash in banks 23,359,865 21,501,819
b. Deposito berjangka b. Time deposits
2025 2024
Pihak ketiga/Third parties
USD
PT Bank Rakyat Indonesia (Persero) Tbk 425,640 242,430
PT Bank Danamon Indonesia Tbk 335,640 323,240
PT Bank OCBC NISP Tbk 335,640 323,240
PT Bank Negara Indonesia (Persero) Tbk 118,950 77,424
MUFG Bank, Ltd. - 88,891
Lain-lain (masing-masing di bawah Rp 53,2 miliar)/
Others (below Rp 53.2 billion each) 3,295 -
1,219,165 1,055,225
Page 424
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/50 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. KAS DAN SETARA KAS SERTA KAS DAN 3. CASH AND CASH EQUIVALENTS AND
DEPOSITO BERJANGKA YANG DIBATASI RESTRICTED CASH AND TIME DEPOSITS
PENGGUNAANNYA (lanjutan) (continued)
b. Deposito berjangka (lanjutan) b. Time deposits (continued)
2025 2024
Pihak ketiga/Third parties (lanjutan/continued)
Rupiah
PT Bank Syariah Indonesia Tbk 85,763 40,254
PT Bank Mega Tbk 50,000 95,000
PT Bank Rakyat Indonesia (Persero) Tbk 20,000 100,000
PT Bank ICBC Indonesia 13,500 64,350
Lain-lain (masing-masing di bawah Rp 53,2 miliar)/
Others (below Rp 53.2 billion each) 103,666 98,500
272,929 398,104
Jumlah deposito berjangka/Total time deposits 1,492,094 1,453,329
c. Kas pada bank dan deposito berjangka untuk c. Cash in banks and time deposits for export
devisa hasil ekspor proceeds
Pihak ketiga/Third parties
2025 2024
Kas pada bank/Cash in bank
USD
PT Bank Mandiri (Persero) Tbk 506,800 524,486
PT Bank Negara Indonesia (Persero) Tbk 480,343
Standard Chartered Bank 282,137 290,793
PT Bank OCBC NISP Tbk 205,190 -
PT Bank Danamon Indonesia Tbk 146,750 -
PT Bank Rakyat Indonesia (Persero) Tbk 85,705 -
1,706,925 815,279
Deposito berjangka/Time deposits
USD
PT Bank Negara Indonesia (Persero) Tbk - 614,156
PT Bank OCBC NISP Tbk - 274,754
PT Bank Danamon Indonesia Tbk - 32,324
PT Bank Rakyat Indonesia (Persero) Tbk - 387,888
- 1,309,122
Jumlah kas pada bank dan deposito berjangka
untuk devisa hasil ekspor/Total cash in bank
and time deposits for export proceeds 1,706,925 2,124,401
Kas pada bank dan deposito berjangka untuk Cash in banks and time deposits for export
devisa hasil ekspor merupakan kas pada bank proceeds represent cash in banks and time
dan deposito berjangka yang ditempatkan oleh deposits which are placed by the Group to fulfill
Grup untuk memenuhi kewajiban sebagaimana the obligations as required in the Government
diwajibkan dalam Peraturan Pemerintah (“PP”) Regulation (“PP”) No. 8 of 2025 and PP No. 36 of
No. 8 Tahun 2025 dan PP No. 36 Tahun 2023 2023 for transactions before 1 March 2025.
untuk transaksi sebelum 1 Maret 2025.
Page 425
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/51 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
3. KAS DAN SETARA KAS SERTA KAS DAN 3. CASH AND CASH EQUIVALENTS AND
DEPOSITO BERJANGKA YANG DIBATASI RESTRICTED CASH AND TIME DEPOSITS
PENGGUNAANNYA (lanjutan) (continued)
c. Kas pada bank dan deposito berjangka untuk c. Cash in banks and time deposits for export
devisa hasil ekspor (lanjutan) proceeds (continued)
Tingkat bunga per tahun kas pada bank dan Cash in banks and time deposits for export
deposito berjangka untuk devisa hasil ekspor proceeds earned interests per annum throughout
selama tahun berjalan adalah sebagai berikut: the year at the following rates:
2025 2024
Rupiah 2.3% - 6.3% 2.3% - 6.8% Rupiah
USD 0.2% - 4.4% 0.2% - 5.7% USD
d. Kas pada bank yang dibatasi penggunaannya d. Restricted cash in banks
2025 2024
Pihak ketiga/Third parties
Rupiah
Lain-lain (masing-masing di bawah Rp 53,2 miliar)/
Others (below Rp 53.2 billion each) 1,143 1,142
e. Deposito berjangka yang dibatasi e. Restricted time deposits
penggunaannya
2025 2024
Pihak ketiga/Third parties
USD
PT Bank Mandiri (Persero) Tbk 425,569 385,051
PT Bank Negara Indonesia (Persero) Tbk 95,758 68,545
521,327 453,596
Rupiah
PT Bank Negara Indonesia (Persero) Tbk 145,173 80,923
PT Bank Mandiri (Persero) Tbk 100,503 14,019
Lain-lain (masing-masing di bawah Rp 53,2 miliar)/
Others (below Rp 53.2 billion each) 19,660 79,610
265,336 174,552
Jumlah deposito berjangka yang dibatasi penggunaannya/
Total restricted time deposits 786,663 628,148
Kas pada bank dan deposito berjangka yang Restricted cash in banks and time deposits are
dibatasi penggunaannya digunakan sebagai used as a collateral for reclamation, mine closure
jaminan reklamasi, penutupan tambang entitas of certain subsidiaries engaged in mining
anak yang bergerak di bidang pertambangan dan activities and as a guarantee for the customers’
garansi atas piutang pelanggan. receivables.
f. Informasi lainnya f. Other information
Pada tanggal 31 Desember 2025, Grup memiliki As at 31 December 2025, the Group has
pertangungan asuransi terhadap risiko insurance coverage against loss for cash in
kehilangan untuk kas dalam perjalanan sebesar transit amounting to Rp 129.4 billion (2024: Rp
Rp 129,4 miliar (2024: Rp 133,4 miliar), yang 133.4 billion), which management believes is
menurut pendapat manajemen cukup untuk adequate to cover losses which may arise.
menutup kerugian yang mungkin timbul.
Lihat Catatan 32 untuk informasi tentang risiko kredit See Note 32 for information about the Group’s
Grup. exposure to credit risk.
Page 426
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/52 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
4. PIUTANG USAHA 4. TRADE RECEIVABLES
2025 2024
Pihak ketiga Third parties
- Piutang usaha 17,994,088 18,085,264 Trade receivables -
- Piutang retensi 155,055 68,551 Retention receivables -
Total trade and retention
Jumlah piutang usaha dan retensi 18,149,143 18,153,815 receivables
- Jumlah tagihan bruto dari Gross amount due from -
pemberi kerja (Catatan 5) 864,063 1,240,872 customers (Note 5)
19,013,206 19,394,687
Dikurangi bagian tidak lancar: Less non-current portion:
- Piutang usaha (420,034) (476,505) Trade receivables -
- Piutang retensi (33,377) (155) Retention receivables -
Bagian tidak lancar (453,411) (476,660) Non-current portion
Bagian lancar 18,559,795 18,918,027 Current portion
Pihak berelasi Related parties
- Piutang usaha 1,233,138 800,889 Trade receivables -
- Piutang retensi 64,594 54,526 Retention receivables -
Total trade and retention
Jumlah piutang usaha dan retensi 1,297,732 855,415 receivables
- Jumlah tagihan bruto dari Gross amount due from -
pemberi kerja (Catatan 5) 79,093 234,266 customers (Note 5)
1,376,825 1,089,681
Dikurangi bagian tidak lancar: Less non-current portion:
- Piutang retensi (18,957) (18,325) Retention receivables -
Bagian lancar 1,357,868 1,071,356 Current portion
Rincian piutang usaha dan retensi berdasarkan mata Details of trade and retention receivables based on
uang adalah sebagai berikut: currency are as follows:
2025 2024
Pihak ketiga Third parties
Rupiah 16,811,599 17,570,903 Rupiah
USD 2,129,200 1,075,050 USD
18,940,799 18,645,953
Dikurangi: Less:
Provisi atas penurunan nilai (791,656) (492,138) Provision for impairment
18,149,143 18,153,815
Page 427
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/53 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
4. PIUTANG USAHA (lanjutan) 4. TRADE RECEIVABLES (continued)
2025 2024
Pihak berelasi Related parties
USD USD
Aegis Energy Trading Pte. Ltd. 421,265 370,421 Aegis Energy Trading Pte. Ltd.
Cipta Commodity Trading Pte. Ltd. 103,300 111,475 Cipta Commodity Trading Pte. Ltd.
524,565 481,896
Rupiah Rupiah
PT Bhumi Jati Power 369,093 212,449 PT Bhumi Jati Power
PT Hengjaya Mineralindo 186,148 - PT Hengjaya Mineralindo
PT Lintas Marga Sedaya 78,788 18,325 PT Lintas Marga Sedaya
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 145,426 148,133 Rp 53.2 billion each)
779,455 378,907
1,304,020 860,803
Dikurangi: Less:
Provisi atas penurunan nilai (6,288) (5,388) Provision for impairment
1,297,732 855,415
Total trade and retention
Jumlah piutang usaha dan retensi 19,446,875 19,009,230 receivables
Jumlah tagihan bruto dari Gross amount due from
pemberi kerja (Catatan 5) 943,156 1,475,138 customers (Note 5)
20,390,031 20,484,368
Tidak ada perbedaan yang signifikan antara nilai There is no significant difference between the fair
wajar dan nilai tercatat dari piutang usaha dan retensi. value and carrying value of trade and retention
receivables.
Grup menerapkan pendekatan sederhana The Group applies the PSAK 109 simplified approach
PSAK 109 untuk mengukur kerugian kredit to measure expected credit losses which uses a
ekspektasian yang menggunakan penyisihan lifetime expected loss allowance for all trade
kerugian ekspektasian sepanjang umurnya untuk receivables and contract assets.
semua piutang usaha dan aset kontrak.
Untuk mengukur kerugian kredit ekspektasian, To measure the expected credit losses, trade
piutang usaha dan aset kontrak telah dikelompokkan receivables and contract assets have been grouped
berdasarkan karakteristik risiko kredit bersama dan based on shared credit risk characteristics and the
hari lewat jatuh tempo. Aset kontrak terkait dengan days past due. The contract assets relate to unbilled
pekerjaan yang belum tertagih dan secara substansial work in progress and have substantially the same risk
memiliki karakteristik risiko yang sama dengan characteristics as the trade receivables for the same
piutang usaha untuk jenis kontrak yang sama. Oleh types of contracts. The Group has therefore
karena itu, Grup menyimpulkan bahwa tingkat concluded that the expected loss rates for trade
kerugian ekspektasian untuk piutang usaha adalah receivables are a reasonable approximation of the
perkiraan yang wajar dari tingkat kerugian untuk aset loss rates for the contract assets.
kontrak.
Tingkat kerugian ekspektasian didasarkan pada profil The expected loss rates are based on the payment
pembayaran penjualan selama paling sedikit 30 bulan profiles of sales over a period of at least 30 months
sebelum 31 Desember 2025 (2024: paling sedikit 30 before 31 December 2025 (2024: at least 30 months
bulan sebelum 31 Desember 2024) dan kerugian before 31 December 2024) and the corresponding
kredit historis terkait yang dialami dalam tahun ini. historical credit losses experienced within this year.
Page 428
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
4. PIUTANG USAHA (lanjutan) 4. TRADE RECEIVABLES (continued)
Tingkat kerugian historis disesuaikan untuk The historical loss rates are adjusted to reflect current
mencerminkan informasi terkini dan informasi forward- and forward-looking information on macroeconomic
looking mengenai faktor-faktor makro ekonomi yang factors affecting the ability of the customers to settle
memengaruhi kemampuan pelanggan untuk melunasi the receivables. The Group has identified foreign
piutang. Grup telah mengidentifikasi nilai tukar mata exchange rate and coal price to be the most relevant
uang asing dan harga batu bara sebagai faktor-faktor factors, and accordingly adjusts the historical loss
yang paling relevan, dan karenanya menyesuaikan rates based on expected changes in these factors.
tingkat kerugian historis berdasarkan perubahan
ekspektasian dalam faktor-faktor ini.
Atas dasar itu, penyisihan kerugian pada tanggal On that basis, the loss allowance as at
31 Desember 2025 dan 2024 berdasarkan kelompok 31 December 2025 and 2024 on group of credit risk
karakteristik risiko kredit ditetapkan sebagai berikut characteristics was determined as follows for both
untuk piutang usaha dan aset kontrak: trade receivables and contract assets:
2025 2024
Belum jatuh tempo 0.7% - 3.8% 1.0% - 1.6% Not yet overdue
Telah lewat jatuh tempo ≤ 90 hari 0.7% - 6.8% 1.0% - 4.1% Overdue ≤ 90 days
Telah lewat jatuh tempo > 90 hari 5.1% - 100.0% 6.1% - 100.0% Overdue > 90 days
Analisis umur piutang usaha dan retensi adalah The aging analysis trade and retention receivables are
sebagai berikut: as follows:
2025 2024
Belum jatuh tempo 13,680,091 13,498,287 Not yet overdue
Telah lewat jatuh tempo ≤ 90 hari 3,996,597 5,531,343 Overdue ≤ 90 days
Telah lewat jatuh tempo > 90 hari 2,568,131 477,126 Overdue > 90 days
20,244,819 19,506,756
Dikurangi: Less:
Provisi atas penurunan nilai (797,944) (497,526) Provision for impairment
19,446,875 19,009,230
Pada tanggal 31 Desember 2025, piutang usaha dan As at 31 December 2025, trade and retention
retensi telah dilakukan penilaian secara individual dan receivables have been assessed individually and
kolektif masing-masing sebesar Rp 15.795,3 miliar collectively of Rp 15,795.3 billion and Rp 4,449.5
dan Rp 4.449,5 miliar (2024: Rp 13.471,9 miliar dan billion, respectively (2024: Rp 13,471.9 billion and Rp
Rp 6.034,9 miliar) dan diturunkan nilainya masing- 6,034.9 billion) and impaired amounting to Rp 431.1
masing sebesar Rp 431,1 miliar dan Rp 166,8 miliar billion and Rp 166.8 billion, respectively
(2024: Rp 342,3 miliar dan Rp 155,2 miliar). (2024: Rp 342.3 billion and Rp 155.2 billion).
Grup menguasai aset-aset sebagai jaminan untuk The Group holds collaterals as security for past due
piutang usaha yang telah jatuh tempo dengan nilai trade receivables amounting to Rp 2.7 billion
sebesar Rp 2,7 miliar (2024: Rp 5,9 miliar). Jaminan (2024: Rp 5.9 billion). Collaterals held primarily
terutama meliputi tanah, alat berat dan kendaraan. includes land, heavy equipment and vehicle. The
Grup tidak diperkenankan untuk menjual atau Group is not permitted to sell or repledge the collateral
menjaminkan kembali jaminan yang diterima. received.
Page 429
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/55 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
4. PIUTANG USAHA (lanjutan) 4. TRADE RECEIVABLES (continued)
Mutasi provisi atas penurunan nilai piutang usaha dan Movements in the provision for the impairment of
retensi adalah sebagai berikut: trade and retention receivables are as follows:
2025 2024
Saldo awal 497,526 539,712 Beginning balance
Penambahan provisi, bersih 309,799 21,590 Addition provision, net
Penghapusbukuan (9,381) (63,776) Write-off
Saldo akhir 797,944 497,526 Ending balance
Pada tanggal 31 Desember 2025 dan 2024, tidak ada As at 31 December 2025 and 2024, none of the
piutang usaha milik Grup yang dijadikan sebagai Group’s trade receivables were used as collateral.
jaminan.
Berdasarkan hasil penelaahan atas piutang usaha Based on the status review of the individual and
masing-masing dan kolektif pelanggan pada akhir collective trade receivables at the end of the year, the
tahun, manajemen Grup berkeyakinan bahwa provisi Group’s management believes that the provision for
atas penurunan nilai piutang usaha dan retensi telah impairment of trade and retention receivables is
memadai untuk menutup kerugian atas piutang usaha adequate to cover losses from uncollectible trade and
dan retensi tidak tertagih. retention receivables.
Lihat Catatan 32 untuk informasi tentang risiko kredit See Note 32 for information about the Group’s
Grup. exposure to credit risk.
5. JUMLAH TAGIHAN BRUTO DARI PEMBERI KERJA 5. GROSS AMOUNT DUE FROM CUSTOMERS
Rincian jumlah tagihan bruto dari pemberi kerja adalah Details of gross amount due from customers are as
sebagai berikut: follows:
2025 2024
Pihak ketiga Third parties
Rupiah 895,126 1,003,950 Rupiah
USD 305,422 293,666 USD
1,200,548 1,297,616
Dikurangi: Less:
Provisi atas penurunan nilai (336,485) (56,744) Provision for impairment
864,063 1,240,872
Pihak berelasi Related parties
Rupiah Rupiah
PT Astra International Tbk 53,742 52,951 PT Astra International Tbk
PT Astra Tol Nusantara PT Astra Tol Nusantara
dan entitas anak 23,370 105,809 and subsidiaries
PT Lintas Marga Sedaya 1,175 77,486 PT Lintas Marga Sedaya
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 2,616 3,296 Rp 53.2 billion each)
80,903 239,542
Dikurangi: Less:
Provisi atas penurunan nilai (1,810) (5,276) Provision for impairment
79,093 234,266
943,156 1,475,138
Page 430
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/56 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
5. JUMLAH TAGIHAN BRUTO DARI PEMBERI 5. GROSS AMOUNT DUE FROM CUSTOMERS
KERJA (lanjutan) (continued)
Mutasi provisi atas penurunan nilai jumlah tagihan Movements in the provision for the impairment of
bruto pemberi kerja adalah sebagai berikut: gross amount due from customers are as follows:
2025 2024
Saldo awal 62,020 950,004 Beginning balance
Penambahan Addition of
provisi, bersih 277,143 17,188 provision, net
Penghapusbukuan (868) (905,172) Write-off
Saldo akhir 338,295 62,020 Ending balance
Berdasarkan hasil penelaahan atas masing-masing Based on the status review of the individual and
dan kolektif pelanggan pada akhir tahun, manajemen collective customers at the end of the year, the
Grup berkeyakinan bahwa nilai provisi atas Group’s management believes that the provision for
penurunan nilai jumlah tagihan bruto dari pemberi impairment of gross amount due from customers is
kerja telah memadai untuk menutup potensi kerugian adequate to cover potential losses from uncollectible
atas jumlah tagihan bruto dari pemberi kerja tidak gross amount due from customers.
tertagih.
Lihat Catatan 36 untuk informasi mengenai pihak See Note 36 for related parties information and
berelasi dan Catatan 32 untuk informasi tentang risiko Note 32 for information about the Group’s exposure
kredit Grup. to credit risk.
6. PERSEDIAAN 6. INVENTORIES
2025 2024
Barang jadi Finished goods
- Suku cadang 4,532,766 4,995,185 Spare parts -
- Alat berat 4,246,295 3,875,446 Heavy equipments -
Mineral Minerals
- Batubara 2,689,953 3,330,148 Coal -
- Emas 780,311 1,295,594 Gold -
- Bijih nikel 549,520 308,165 Nickel ore -
- Bijih emas 393,888 306,985 Gold ore -
Bahan pembantu 2,073,955 1,234,993 General supplies
Suku cadang 1,742,272 1,642,666 Spare parts
Bahan baku untuk produksi 252,876 238,231 Raw materials for production
Barang dalam proses 120,360 202,544 Work in process
Persediaan dalam perjalanan 93,644 236,297 Inventories in transit
17,475,840 17,666,254
Dikurangi: Less:
Provisi persediaan usang Provision for inventory
dan penurunan nilai (640,501) (573,874) obsolescence and write-down
16,835,339 17,092,380
Bagian tidak lancar Non-current portion
- Bijih emas (105,530) (98,831) Gold ore -
Bagian lancar 16,729,809 16,993,549 Current portion
Page 431
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/57 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
6. PERSEDIAAN (lanjutan) 6. INVENTORIES (continued)
Biaya persediaan yang diakui sebagai beban dan The cost of inventories recognised as expenses and
termasuk dalam “beban pokok pendapatan” selama included in “cost of revenue” during 2025 amounted
tahun 2025 adalah sebesar Rp 43.643,6 miliar (2024: to Rp 43,643.6 billion (2024: Rp 47,945.8 billion) (see
Rp 47.945,8 miliar) (lihat Catatan 27). Note 27).
Mutasi provisi persediaan usang dan penurunan nilai Movements in the provision for inventory
adalah sebagai berikut: obsolescence and write-down are as follows:
2025 2024
Saldo awal 573,874 450,214 Beginning balance
Penambahan provisi, bersih 66,627 123,660 Addition of provision, net
Saldo akhir 640,501 573,874 Ending balance
Manajemen Grup berkeyakinan bahwa provisi The Group’s management believes that the provision
persediaan usang dan penurunan nilai telah for inventory obsolescence and write-down is
mencukupi untuk menutupi kerugian yang timbul dari adequate to cover losses from obsolete and slow-
persediaan usang dan tidak lancar. moving inventories.
Pada tanggal 31 Desember 2025, persediaan As at 31 December 2025, certain inventories are
tertentu telah diasuransikan terhadap risiko covered by insurance against losses from fire or theft
kebakaran atau pencurian berdasarkan suatu paket under certain blanket policies of the Group for the
polis tertentu Grup dengan nilai pertanggungan amount equivalent to Rp 10,626.9 billion (2024: Rp
setara dengan Rp 10.626,9 miliar (2024: Rp 9.464,6 9,464.6 billion). The Group’s management believes
miliar). Manajemen Grup berkeyakinan bahwa nilai that this insurance coverage is adequate to cover
asuransi ini memadai untuk menutupi kerugian yang possible losses arising from such risks.
mungkin timbul dari risiko-risiko tersebut.
Pada tanggal 31 Desember 2025 dan 2024, tidak As at 31 December 2025 and 2024, none of the
ada persediaan milik Grup yang digunakan sebagai Group’s inventories were used as collateral.
jaminan.
7. UANG MUKA DAN BIAYA DIBAYAR DIMUKA 7. ADVANCES AND PREPAYMENTS
2025 2024
Biaya dibayar dimuka Prepayments
- Asuransi 129,369 122,224 Insurance -
- Sewa 88,584 25,565 Rent -
- Lain-lain 221,096 197,160 Others -
Uang muka Advances
- Pembelian persediaan 721,323 769,997 Purchase of inventories -
- Perolehan aset tetap dan Acquisition of fixed assets and -
aset tidak lancar lainnya 771,266 405,364 other non-current assets
- Lain-lain 405,290 376,982 Others -
2,336,928 1,897,292
Bagian tidak lancar (793,619) (427,717) Non-current portion
Bagian lancar 1,543,309 1,469,575 Current portion
Page 432
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/58 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
8. INVESTASI 8. INVESTMENTS
2025 2024
Investasi pada entitas asosiasi 15,548,165 15,417,773 Investments in associates
Investasi pada ventura bersama 1,675,397 2,404,684 Investments in joint ventures
17,223,562 17,822,457
Investasi jangka panjang 3,175,766 1,375,669 Long-term investments
a. Investasi pada entitas asosiasi a. Investments in associates
Berikut ini adalah ringkasan informasi keuangan The following is the summary of financial information
PT Bhumi Jati Power (“BJP”), yang beroperasi di of PT Bhumi Jati Power (“BJP”), that operates in
Indonesia dengan kepemilikan efektif 25,0% dan Indonesia with effective ownership of 25.0% and
beroperasi di bidang energi, pada tanggal 31 operates in energy industries, as at 31 December
Desember 2025 dan 2024 dan untuk tahun-tahun 2025 and 2024 and for the years ended 31
yang berakhir pada 31 Desember 2025 dan 2024 December 2025 and 2024 which are accounted
yang dicatat dengan menggunakan metode using the equity method:
ekuitas:
BJP
2025 2024
Aset lancar 9,963,242 10,688,655 Current assets
Aset tidak lancar 70,605,970 70,144,878 Non-current assets
Jumlah aset 80,569,212 80,833,533 Total assets
Liabilitas jangka pendek 4,298,041 1,028,040 Current liabilities
Liabilitas jangka panjang 55,815,762 60,852,078 Non-current liabilities
Jumlah liabilitas 60,113,803 61,880,118 Total liabilities
Aset bersih 20,455,409 18,953,415 Net assets
Percentage of
Persentase kepemilikan efektif 25.0% 25.0% effective ownership
Bagian Grup atas aset The Group’s share of the
bersih entitas asosiasi 5,113,852 4,738,354 net assets of the associate
Goodwill 167,820 161,620 Goodwill
Jumlah tercatat 5,281,672 4,899,974 Carrying value
Pendapatan bersih 13,647,764 13,386,866 Net revenue
Laba tahun berjalan 1,446,525 1,450,799 Profit for the years
Penghasilan komprehensif Other comprehensive
lain, setelah pajak 113,956 1,534,145 income, net of tax
Jumlah penghasilan Total comprehensive
komprehensif tahun berjalan 1,560,481 2,984,944 income for the years
Dividen yang diterima 14,622 153,864 Dividend received
Page 433
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/59 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
8. INVESTASI (lanjutan) 8. INVESTMENTS (continued)
a. Investasi pada entitas asosiasi (lanjutan) a. Investments in associates (continued)
Entitas asosiasi material lainnya yang dimiliki oleh Other material associates owned by the Group
Grup dan beroperasi di Indonesia yaitu Nickel and operates in Indonesia are Nickel Industries
Industries Limited (“NIC”), bagian dari segmen Limited (“NIC”), part of gold and other minerals
penambangan emas dan mineral lainnya, dengan mining segment with effective ownership of
kepemilikan efektif 20,1% (2024: 19,9%) dan nilai 20.1% (2024: 19.9%) and a carrying value of Rp
tercatat Rp 9.371,7 miliar (2024: Rp 9.594,7 9,371.7 billion (2024: Rp 9,594.7 billion), and PT
miliar), serta PT Komatsu Remanufacturing Asia, Komatsu Remanufacturing Asia, part of
bagian dari segmen mesin konstruksi, dengan construction machinery segment with effective
kepemilikan efektif 49,0% dan nilai tercatat Rp ownership of 49.0% and a carrying value of Rp
554,7 miliar (2024: Rp 584,0 miliar). Pada tanggal 554.7 billion (2024: Rp 584.0 billion). On 24
24 Februari 2025, Grup telah meningkatkan February 2025, the Group has increased its
kepemilikan pada NIC sebesar Rp 133,9 miliar ownership in NIC by Rp 133.9 billion through the
melalui program reinvestasi dividen. Berikut ini dividend reinvestment plan. The following is the
adalah ringkasan informasi keuangan entitas summary of financial information of other material
asosiasi material lainnya pada tanggal dan untuk associates as at and for the years ended 31
tahun-tahun yang berakhir pada 31 Desember December 2025 and 2024 which are accounted
2025 dan 2024 yang dicatat dengan using the equity method:
menggunakan metode ekuitas:
Entitas asosiasi material lainnya/
Other material associates
2025 2024
Aset lancar 20,675,349 13,386,888 Current assets
Aset tidak lancar 63,855,758 64,235,924 Non-current assets
Jumlah aset 84,531,107 77,622,812 Total assets
Liabilitas jangka pendek 11,041,539 6,306,715 Current liabilities
Liabilitas jangka panjang 20,372,949 16,621,389 Non-current liabilities
Jumlah liabilitas 31,414,488 22,928,104 Total liabilities
Aset bersih 53,116,619 54,694,708 Net assets
Kepentingan nonpengendali (6,971,987) (6,985,416) Non-controlling interests
Aset bersih yang diatribusikan Net assets attributable
kepada pemilik entitas induk 46,144,632 47,709,292 to owners of the parent
Bagian Grup atas The Group’s share of the
aset bersih net assets of the
entitas asosiasi 9,622,687 9,883,975 associates
Goodwill 307,935 296,559 Goodwill
Penyesuaian metode ekuitas (4,180) (1,858) Equity method adjustments
Jumlah tercatat 9,926,442 10,178,676 Carrying value
Pendapatan bersih 28,186,237 29,370,811 Net revenue
Rugi tahun berjalan (787,228) (2,800,819) Loss for the years
Penghasilan komprehensif Other comprehensive income,
lain, setelah pajak 1,709,349 2,206,992 net of tax
Jumlah penghasilan/(rugi) Total comprehensive income/
komprehensif tahun berjalan 922,121 (593,827) (loss) for the years
Dividen yang diterima 257,570 607,503 Dividend received
Page 434
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/60 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
8. INVESTASI (lanjutan) 8. INVESTMENTS (continued)
a. Investasi pada entitas asosiasi (lanjutan) a. Investments in associates (continued)
NIC merupakan perusahaan yang didirikan dan NIC is a company established under Australian
tunduk berdasarkan hukum Australia serta law and listed on the Australian Securities
terdaftar di Bursa Efek Australia. NIC bergerak Exchange. NIC engaged in integrated nickel
dalam bidang penambangan dan pengolahan mining and processing. The fair value based on
nikel terintegrasi. Nilai wajar berdasarkan harga closing market price of investments in NIC as at
pasar saham penutupan atas investasi pada NIC 31 December 2025 was Rp 8,215.0 billion
pada tanggal 31 Desember 2025 adalah sebesar (2024: Rp 7,128.1 billion).
Rp 8.215,0 miliar (2024: Rp 7.128,1 miliar).
Pada tanggal 31 Desember 2025, Grup As at 31 December 2025, the Group identified a
mengidentifikasi penurunan signifikan dan significant and prolonged decline in the share
berkepanjangan atas nilai saham NIC di bawah price of NIC below the initial acquisition cost.
harga perolehan awal. Oleh karena itu, Grup Accordingly, the Group tested the impairment of
menguji penurunan nilai pada investasi NIC. Nilai the investment in NIC. The recoverable amount of
terpulihkan atas investasi NIC ditentukan dengan investment in NIC was determined by using the
menggunakan hirarki pengukuran nilai wajar fair value measurement hierarchy Level 3 which is
Tingkat 3 bedasarkan metode analisis based on comparable market approach analysis
pendekatan pasar yang sebanding. method.
Salah satu asumsi kunci yang digunakan untuk One of key assumptions used to determine the
menentukan nilai terpulihkan atas investasi pada recoverable amount of investment in NIC is
NIC yaitu Enterprise Value to Sales (“EV/Sales”) Enterprise Value to Sales (“EV/Sales”) of 2.6. As
sebesar 2,6. Pada tanggal 31 Desember 2025, at 31 December 2025, the investment in NIC has
investasi pada NIC memiliki nilai terpulihkan yang a recoverable amount that exceeds its carrying
melebihi nilai tercatatnya. Penurunan pada value. A decline in the EV/Sales from 2.6 to 2.3
EV/Sales dari 2,6 menjadi sebesar 2,3 akan would remove the remaining headroom of the
menghapus kelebihan yang tersisa dari investasi investment in NIC.
pada NIC.
Manajemen Grup berkeyakinan bahwa tidak ada The Group’s management believes that there is
penurunan nilai atas investasi pada entitas no impairment of investment in associates.
asosiasi.
Grup juga memiliki kepentingan pada entitas The Group also has interests in other associates
asosiasi lainnya dimana nilai tercatat dari investasi in which the carrying amount of investments are
terhadap entitas asosiasi tersebut tidak material. immaterial. Total Group’s share of
Jumlah bagian Grup atas penghasilan comprehensive income and carrying value of
komprehensif dan jumlah tercatat pada entitas immaterial associates are as follows:
asosiasi yang tidak material adalah sebagai
berikut:
2025 2024
Bagian atas laba/(rugi) bersih 2,018 (11,248) Share of net income/(loss)
Bagian atas beban Share of other comprehensive
komprehensif lain (191) (301) expenses
Jumlah bagian atas Total share of comprehensive
laba/(rugi) komprehensif 1,827 (11,549) income/(loss)
Jumlah tercatat 340,051 339,123 Total carrying value
Page 435
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/61 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
8. INVESTASI (lanjutan) 8. INVESTMENTS (continued)
b. Investasi pada ventura bersama b. Investments in joint ventures
Pada tanggal 31 Desember 2025 dan 2024, Grup As at 31 December 2025 and 2024, the Group
memiliki ventura bersama sebagai berikut: has joint ventures as follows:
Persentase kepemilikan efektif/
Percentage of effective ownership Saldo/Balance
Nama entitas/ Lokasi usaha/
Name of entity Business location 2025 2024 2025 2024
PT Supreme Energy Rantau Dedap*) Indonesia 40.4% 32.7% 1,525,196 1,387,321
Cipta Commodity Trading Pte. Ltd. Singapore 50.0% 50.0% 104,824 129,795
Aegis Energy Trading Pte. Ltd. Singapore 50.0% 50.0% 45,377 57,454
PT Supreme Energy Sriwijaya*) Indonesia 80.2% 49.6% - 830,114
1,675,397 2,404,684
*)
Pada tanggal 18 Juni 2025, Grup melalui EPN telah meningkatkan kepemilikan pada SES, sehingga Grup memperoleh pengendalian atas SES dengan kepemilikan
efektif sebesar 80,2%. Oleh karena itu, kepemilikan efektif dan saldo investasi Grup pada PT Supreme Energy Rantau Dedap (“SERD”) meningkat/On 18 June
2025, the Group through EPN has increased its ownership in SES, therefore the Group gains control over SES with effective ownership of 80.2%. Accordingly,
the Group’s effective ownership and investment balance in PT Supreme Energy Rantau Dedap (“SERD”) has increased.
Pada tanggal 27 Desember 2023, Grup melalui On 27 December 2023, the Group through EPN
EPN melakukan pengambilbagian 49,6% saham subscribed 49.6% of SES, a company which
SES, perusahaan yang beroperasi di bidang operates in energy industries, with cash
energi, dengan imbalan kas sebesar USD 51,9 consideration of USD 51.9 million or equivalent to
juta atau setara dengan jumlah Rp 804,0 miliar Rp 804.0 billion which becomes effective in
yang berlaku efektif sesuai dengan Surat accordance with the Letter of Receipt of
Penerimaan Pemberitahuan Perubahan Notification of the Amendment to the Article of
Anggaran Dasar yang disahkan oleh Articles of Association that issued by Ministry of
Kementerian Hukum dan Hak Asasi Manusia Law and Human Rights on 3 January 2024.
Republik Indonesia pada tanggal 3 Januari
2024.
Pada tanggal 15 Maret 2024, Grup melalui EPN On 15 March 2024, the Group through EPN
membeli 20,2% saham SERD, perusahaan yang purchased 20.2% shares of SERD, a company
beroperasi di bidang pembangkit listrik tenaga which operates in geothermal power plant, with
panas bumi, dengan imbalan kas sebesar USD cash consideration of USD 80.7 million or
80,7 juta atau setara dengan Rp 1.257,3 miliar. equivalent to Rp 1,257.3 billion.
Terdapat tambahan investasi pada SES There was an additional investment in SES
(sebelum efektif menjadi entitas anak) dan (before it effectively became a subsidiary) and
SERD selama tahun 2025 sebesar Rp 207,3 SERD during 2025 amounting to Rp 207.3 billion.
miliar.
Pada tanggal 31 Desember 2025, Grup menilai As at 31 December 2025, the Group reviewed
apakah terdapat bukti objektif atas penurunan whether there is objective evidence for
nilai pada nilai tercatat atas investasi pada impairment on the carrying value of investment in
SERD dan mengidentifikasi bahwa terdapat SERD and identified that there were some
beberapa masalah operasional, yang operational matters, which represent objective
merupakan bukti objektif atas penurunan nilai. evidence of impairment. Accordingly, the Group
Oleh karena itu, Grup menguji apakah investasi tested whether the investment in SERD suffered
pada SERD mengalami penurunan nilai. Pada any impairment. As at 31 December 2025, the
tanggal 31 Desember 2025, nilai terpulihkan recoverable amount of investment in SERD was
atas investasi pada SERD ditentukan dengan determined by using the fair value measurement
menggunakan hirarki pengukuran nilai wajar hierarchy Level 3 which is based on Discounted
Tingkat 3 berdasarkan metode Diskonto Arus Cash Flow (“DCF”) method.
Kas (“DAK”).
Asumsi-asumsi kunci yang digunakan untuk Key assumptions used to determine the
menentukan nilai terpulihkan atas investasi recoverable amount of investment in SERD are
pada SERD yaitu produksi listrik yang expected electricity production not yet reached
diharapkan belum mencapai tingkat optimal dan optimal level and discount rate of 6.72%.
tingkat diskonto sebesar 6,72%.
Page 436
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/62 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
8. INVESTASI (lanjutan) 8. INVESTMENTS (continued)
b. Investasi pada ventura bersama (lanjutan) b. Investments in joint ventures (continued)
Pada tanggal 31 Desember 2025, Grup As at 31 December 2025, the Group recorded loss
mencatat kerugian penurunan nilai atas on impairment of investment in SERD amounted
investasi pada SERD sebesar Rp 866,1 miliar. to Rp 866.1 billion.
Selain investasi pada SERD, manajemen Grup Other than investment in SERD, the Group’s
berkeyakinan bahwa tidak ada penurunan nilai management believes that there is no impairment
atas investasi pada entitas ventura bersama. of investment in joint ventures.
Selama tahun 2025, pendapatan dividen yang During 2025, the dividend income received from
diperoleh dari investasi pada ventura bersama investment in joint venture was Rp 88.1 billion
adalah Rp 88,1 miliar (2024: Rp 90,5 miliar). (2024: Rp 90.5 billion).
c. Investasi jangka panjang c. Long-term investments
Investasi jangka panjang merupakan investasi di Long-term investments represent investments in
saham ekuitas dan instrumen utang sebagai equity shares and debt instrument as follows:
berikut:
Mata Persentase kepemilikan efektif/
uang/ Percentage of effective ownership Saldo/Balance
Currency 2025 2024 2025 2024
Aset keuangan diukur pada nilai
wajar melalui laba rugi/
Financial assets measured at
fair value through profit or loss:
Efek yang diperdagangkan
di bursa – Indonesia/
Listed securities – Indonesia
Pihak ketiga/Third party:
- PT Bukit Asam Tbk (“PTBA”) (i) IDR 0.4% 0.4% 103,950 123,750
Efek yang
tidak diperdagangkan
di bursa – Indonesia/
Unlisted securities – Indonesia
Pihak berelasi/Related party:
- PT Swadaya Harapan Nusantara (“SHN”) IDR 0.1% 0.1% 2 2
Pihak ketiga/Third parties:
- PT Komatsu Indonesia (“KI”) USD 5.0% 5.0% 1,427,812 1,087,915
- Solar United Network Pte. Ltd. (“SUN”) USD 3.8% 3.8% 114,175 114,175
- PT Bhumi Jepara Services (“BJS”) IDR 15.0% 15.0% 27,782 27,782
- PT Jakarta Metro Expressway (“JME”) IDR 4.5% (iii) 4.4% 1,345 1,345
- PT Coalindo Energy (“Coalindo”) IDR 4.0% 4.0% 400 400
- PT Indeks Komoditas Indonesia (“IKI”) IDR 3.0% 3.0% 300 300
- PT Dredging International Indonesia
(“DIID”) IDR - (iv) 20.6% (ii) - 20,000
Aset keuangan diukur pada
biaya perolehan diamortisasi/
Financial assets measured at
at amortised costs:
Instrumen utang jangka panjang dari
pihak ketiga/Long-term debt
instrument from third party IDR - - 1,500,000 -
3,175,766 1,375,669
(i)
Pengukuran nilai wajar atas investasi jangka panjang ditentukan berdasarkan harga penawaran yang berlaku di pasar aktif/The fair value of long-term investments
are based on their bid prices in an active market.
(ii)
Meskipun Grup memiliki lebih dari 20,0% kepemilikan saham di DIID, Grup tidak memiliki pengaruh signifikan atas perusahaan tersebut, sesuai dengan perjanjian
kontraktual dengan pemegang saham pengendali DIID/Although the Group holds more than 20.0% shares ownership of DIID, the Group does not have
significant influence over this company, based on the contractual agreement with controlling shareholder of DIID.
(iii)
Peningkatan kepentingan efektif Grup karena peningkatkan kepemilikan atas ACST pada bulan Mei 2025/Increase in effective interest of the Group due to the
additional investment in ACST in May 2025.
(iv)
Pada tanggal 23 Oktober 2025, Grup telah melepaskan seluruh kepemilikan saham di DIID/On 23 October 2025, the Group disposed of its entire shares in DIID.
Page 437
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/63 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
8. INVESTASI (lanjutan) 8. INVESTMENTS (continued)
c. Investasi jangka panjang (lanjutan) c. Long-term investments (continued)
Investasi pada instrumen utang jangka panjang Investment in long-term debt instrument from
pada pihak ketiga yang diukur pada biaya third party represents bonds which have a fixed
perolehan diamortisasi merupakan obligasi interest rate with maturities between 5 and 7
dengan tingkat bunga tetap yang memiliki jangka years from issuance.
waktu antara 5 sampai 7 tahun sejak tanggal
penerbitan.
Nilai wajar atas investasi pada instrumen utang The fair value of investment in long-term debt
jangka panjang diukur menggunakan hirarki instrument from third party is measured using the
pengukuran Tingkat 3 (lihat Catatan 32). measurement hierarchy Level 3 (see Note 32).
Mutasi investasi jangka panjang sebagai berikut: Movements in the long-term investments are as
follows:
2025 2024
Saldo awal 1,375,669 1,243,018 Beginning balance
Penambahan atas investasi 1,500,000 - Addition for investment
Pelepasan investasi (20,000) - Disposal on investment
Reklasifikasi - 1,345 Reclassification
Penyesuaian nilai wajar 320,097 131,306 Fair value adjustments
Saldo akhir 3,175,766 1,375,669 Ending balance
Selama tahun 2025, pendapatan dividen yang During 2025, the dividend income received from
diperoleh dari investasi jangka panjang adalah long-term investments were Rp 75.5 billion
Rp 75,5 miliar (2024: 91,4 miliar). (2024: Rp 91.4 billion).
Page 438
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/64 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
9. ASET TETAP 9. FIXED ASSETS
2025
Selisih
translasi
mata uang/
Saldo awal/ Currency Saldo akhir/
Beginning Penambahan/ Reklasifikasi/ translation Pelepasan/ Ending
balance Additions Reclassifications difference Disposals balance
Harga perolehan: Cost:
Kepemilikan langsung Direct ownership
Tanah 1,352,248 94,610 13,573 245 (4,105) 1,456,571 Land
Bangunan 4,057,508 199,065 1,984,986 34,874 (34,262) 6,242,171 Buildings
Prasarana 4,792,421 329,890 469,804 45,408 (77,499) 5,560,024 Leasehold improvements
Alat berat 58,010,120 2,986,540 2,563,167 35,608 (4,304,258) 59,291,177 Heavy equipment
Alat berat untuk disewakan 752,464 59,400 (20,781) - (56,486) 734,597 Heavy equipment for rent
Infrastruktur pelabuhan 1,776,036 - - 37,070 - 1,813,106 Port infrastructure
Peralatan, mesin, dan Tools, machineries
perlengkapan 16,757,360 1,095,616 755,473 248,524 (329,051) 18,527,922 and equipment
Kendaraan bermotor 3,086,941 973,924 465,932 8,126 (35,441) 4,499,482 Transportation equipment
Perlengkapan kantor 90,039 9,185 5,162 450 (4,900) 99,936 Furnitures and fixtures
Pembangkit listrik 1,249,971 1,212 28,456 - - 1,279,639 Power plant
Peralatan kantor 2,169,558 288,471 (5,876) 15,745 (46,638) 2,421,260 Office equipment
94,094,666 6,037,913 6,259,896 426,050 (4,892,640) 101,925,885
Aset hak-guna Right-of-use assets
Tanah dan bangunan 155,892 142,584 - - (92,477) 205,999 Land and buildings
Alat berat 1,936,444 757,308 (3,466) - (848,360) 1,841,926 Heavy equipment
Kendaraan bermotor 1,185,834 414,317 - 1,987 (536,532) 1,065,606 Transportation equipment
3,278,170 1,314,209 (3,466) 1,987 (1,477,369) 3,113,531
Aset dalam
penyelesaian Construction in progress
Bangunan Buildings and leasehold
dan prasarana 1,054,482 625,195 (789,928) 3,251 (970) 892,030 improvements
Alat berat 1,707,314 1,540,701 (2,077,739) - - 1,170,276 Heavy equipment
Peralatan, mesin, Tools, machineries,
perlengkapan dan equipment and
kendaraan bermotor 6,327,032 4,969,882 (3,731,067) 96,087 (15,936) 7,645,998 transportation equipment
Pembangkit listrik - 15,807 (15,807) - - - Power plant
9,088,828 7,151,585 (6,614,541) 99,338 (16,906) 9,708,304
Jumlah harga perolehan 106,461,664 14,503,707 (358,111) 527,375 (6,386,915) 114,747,720 Total cost
Accumulated
Akumulasi penyusutan: depreciation:
Kepemilikan langsung Direct ownership
Bangunan (1,994,739) (251,270) (30,401) (20,335) 20,809 (2,275,936) Buildings
Prasarana (3,054,630) (544,000) 9,998 (29,495) 37,641 (3,580,486) Leasehold improvements
Alat berat (41,231,007) (5,160,075) 82,877 (10,752) 4,207,056 (42,111,901) Heavy equipment
Alat berat untuk disewakan (521,364) (120,682) 28,871 - 56,468 (556,707) Heavy equipment for rent
Infrastruktur pelabuhan (956,468) (63,080) - (12,287) - (1,031,835) Port Infrastructure
Peralatan, mesin, dan Tools, machineries
perlengkapan (11,339,762) (2,072,065) 25,501 (155,942) 324,950 (13,217,318) and equipment
Kendaraan bermotor (1,231,515) (300,589) (54,727) (4,489) 35,050 (1,556,270) Transportation equipment
Perlengkapan kantor (76,154) (6,665) 28 (323) 4,900 (78,214) Furnitures and fixtures
Pembangkit listrik (182,116) (11,477) - - - (193,593) Power plant
Peralatan kantor (1,545,701) (255,818) 11,620 (10,716) 44,822 (1,755,793) Office equipment
(62,133,456) (8,785,721) 73,767 (244,339) 4,731,696 (66,358,053)
Aset hak-guna Right-of-use assets
Tanah dan bangunan (56,600) (79,678) - - 90,923 (45,355) Land and building
Alat berat (851,337) (684,281) 1,896 - 848,776 (684,946) Heavy equipment
Kendaraan bermotor (700,950) (396,601) - (1,162) 531,480 (567,233) Transportation equipment
(1,608,887) (1,160,560) 1,896 (1,162) 1,471,179 (1,297,534)
Jumlah akumulasi Total accumulated
penyusutan (63,742,343) (9,946,281) 75,663 (245,501) 6,202,875 (67,655,587) depreciation
Akumulasi kerugian Accumulated impairment
penurunan nilai: losses:
Kepemilikan langsung dan Direct ownership and
aset dalam construction
penyelesaian in progress
Tanah (28,532) - - - - (28,532) Land
Bangunan (85,752) - 19,430 (1,751) - (68,073) Buildings
Prasarana (560) - - (11) - (571) Leasehold improvements
Infrastruktur pelabuhan (589,663) - - (22,620) - (612,283) Port Infrastructure
Peralatan, mesin, dan Tools, machineries
perlengkapan (378,231) (10,000) 2,301 (15,647) - (401,577) and equipment
Pembangkit listrik (684,547) - - - - (684,547) Power plant
Jumlah akumulasi
kerugian penurunan Total accumulated
nilai (1,767,285) (10,000) 21,731 (40,029) - (1,795,583) impairment losses
Nilai buku bersih 40,952,036 45,296,550 Net book value
Page 439
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/65 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
9. ASET TETAP (lanjutan) 9. FIXED ASSETS (continued)
2024
Selisih
translasi
mata uang/
Saldo awal/ Currency Saldo akhir/
Beginning Penambahan/ Reklasifikasi/ translation Pelepasan/ Ending
balance Additions Reclassifications difference Disposals balance
Harga perolehan: Cost:
Kepemilikan langsung Direct ownership
Tanah 1,292,074 77,762 2,235 296 (20,119) 1,352,248 Land
Bangunan 3,698,967 252,049 155,876 37,320 (86,704) 4,057,508 Buildings
Prasarana 4,050,596 454,651 330,196 54,185 (97,207) 4,792,421 Leasehold improvements
Alat berat 55,443,268 4,283,182 2,387,798 42,588 (4,146,716) 58,010,120 Heavy equipment
Alat berat untuk disewakan 665,903 44,755 50,567 - (8,761) 752,464 Heavy equipment for rent
Infrastruktur pelabuhan 1,731,433 - - 44,603 - 1,776,036 Port infrastructure
Peralatan, mesin, dan Tools, machineries
perlengkapan 13,946,375 1,231,163 1,669,214 238,732 (328,124) 16,757,360 and equipment
Kendaraan bermotor 2,348,776 187,066 726,089 9,247 (184,237) 3,086,941 Transportation equipment
Perlengkapan kantor 85,931 4,674 3,313 542 (4,421) 90,039 Furnitures and fixtures
Pembangkit listrik 955,691 26,759 267,521 - - 1,249,971 Power plant
Peralatan kantor 1,933,751 293,387 (29,353) 17,900 (46,127) 2,169,558 Office equipment
86,152,765 6,855,448 5,563,456 445,413 (4,922,416) 94,094,666
Aset hak-guna Right-of-use assets
Tanah dan bangunan 119,828 114,613 1,227 - (79,776) 155,892 Land and buildings
Alat berat 2,214,587 649,771 (290,252) - (637,662) 1,936,444 Heavy equipment
Kendaraan bermotor 1,189,969 329,260 (2,893) 2,557 (333,059) 1,185,834 Transportation equipment
3,524,384 1,093,644 (291,918) 2,557 (1,050,497) 3,278,170
Aset dalam
penyelesaian Construction in progress
Bangunan Buildings and leasehold
dan prasarana 648,388 691,414 (287,734) 2,414 - 1,054,482 improvements
Alat berat 2,196,978 1,604,388 (2,094,052) - - 1,707,314 Heavy equipment
Peralatan, mesin, Tools, machineries,
perlengkapan dan equipment and
kendaraan bermotor 5,151,474 3,738,295 (2,573,674) 11,245 (308) 6,327,032 transportation equipment
Pembangkit listrik 267,521 - (267,521) - - - Power plant
8,264,361 6,034,097 (5,222,981) 13,659 (308) 9,088,828
Jumlah harga perolehan 97,941,510 13,983,189 48,557 461,629 (5,973,221) 106,461,664 Total cost
Accumulated
Akumulasi penyusutan: depreciation:
Kepemilikan langsung Direct ownership
Bangunan (1,857,528) (177,763) (23,302) (22,727) 86,581 (1,994,739) Buildings
Prasarana (2,743,032) (384,744) 19,470 (32,737) 86,413 (3,054,630) Leasehold improvements
Alat berat (39,753,673) (5,353,904) (226,224) (10,991) 4,113,785 (41,231,007) Heavy equipment
Alat berat untuk disewakan (468,164) (109,716) 53,487 - 3,029 (521,364) Heavy equipment for rent
Infrastruktur pelabuhan (874,808) (67,296) - (14,364) - (956,468) Port Infrastructure
Peralatan, mesin, dan Tools, machineries
perlengkapan (10,272,374) (1,167,250) (46,520) (173,465) 319,847 (11,339,762) and equipment
Kendaraan bermotor (1,090,623) (283,120) (3,749) (4,339) 150,316 (1,231,515) Transportation equipment
Perlengkapan kantor (74,689) (5,455) 5 (417) 4,402 (76,154) Furnitures and fixtures
Pembangkit listrik (170,345) (11,771) - - - (182,116) Power plant
Peralatan kantor (1,386,948) (193,579) 1,206 (11,130) 44,750 (1,545,701) Office equipment
(58,692,184) (7,754,598) (225,627) (270,170) 4,809,123 (62,133,456)
Aset hak-guna Right-of-use assets
Tanah dan bangunan (41,008) (95,369) - - 79,777 (56,600) Land and building
Alat berat (1,065,228) (695,507) 276,140 - 633,258 (851,337) Heavy equipment
Kendaraan bermotor (581,324) (453,802) 2,893 (979) 332,262 (700,950) Transportation equipment
(1,687,560) (1,244,678) 279,033 (979) 1,045,297 (1,608,887)
Jumlah akumulasi Total accumulated
penyusutan (60,379,744) (8,999,276) 53,406 (271,149) 5,854,420 (63,742,343) depreciation
Akumulasi kerugian Accumulated impairment
penurunan nilai: losses:
Kepemilikan langsung dan Direct ownership and
aset dalam construction
penyelesaian in progress
Tanah (28,532) - - - - (28,532) Land
Bangunan (83,645) - - (2,107) - (85,752) Buildings
Prasarana (546) - - (14) - (560) Leasehold improvement
Infrastruktur pelabuhan (562,445) - - (27,218) - (589,663) Port Infrastructure
Peralatan, mesin, dan Tools, machineries
perlengkapan (224,666) (139,992) - (13,573) - (378,231) and equipment
Pembangkit listrik (684,547) - - - - (684,547) Power plant
Jumlah akumulasi
kerugian penurunan Total accumulated
nilai (1,584,381) (139,992) - (42,912) - (1,767,285) impairment losses
Nilai buku bersih 35,977,385 40,952,036 Net book value
Page 440
PT UNITED TRACTORS Tbk
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
9. ASET TETAP (lanjutan) 9. FIXED ASSETS (continued)
Reklasifikasi merupakan reklasifikasi atas aset dalam Reclassifications represent the reclassification of
penyelesaian ke aset tetap dengan kepemilikan construction in progress to fixed assets with direct
langsung, reklasifikasi alat berat untuk disewakan ownership, the reclassifications of heavy equipment
dari persediaan, reklasifikasi alat berat untuk for rent from inventories, the reclassifications of
disewakan ke persediaan, reklasifikasi atas aset heavy equipment for rent to inventories, the
dalam penyelesaian ke aset tambang berproduksi, reclassifications of construction in progress to
reklasifikasi aset hak guna ke aset tetap dengan production mining assets, the reclassifications of
kepemilikan langsung, dan reklasifikasi tanah dan right-of-use assets to fixed assets with direct
bangunan ke properti investasi. ownership, and the reclassifications of land and
buildings to investment properties.
Persentase penyelesaian aset dalam penyelesaian The percentage of completion for construction in
pada 31 Desember 2025 berkisar antara 12,5% - progress as at 31 December 2025 ranged from 12.5%
99,0% (2024: 1,0% - 99,0%) dari jumlah yang - 99.0% (2024: 1.0% - 99.0%) of total budgeted costs.
dianggarkan. Sebagian besar aset dalam Most of the assets under construction are estimated
penyelesaian diperkirakan akan selesai di tahun to be completed in 2026.
2026.
Rincian keuntungan atas pelepasan aset tetap Details of the gain on disposal of fixed assets is as
adalah sebagai berikut: follows:
2025 2024
Penerimaan dari pelepasan Proceeds from disposal
aset tetap 450,851 426,814 of fixed assets
Penghentian liabilitas sewa 5,799 5,478 Termination of lease liabilities
Nilai buku bersih (184,040) (118,801) Net book value
Keuntungan atas pelepasan Gain on disposal of
aset tetap (Catatan 28) 272,610 313,491 fixed assets (Note 28)
Beban penyusutan dialokasikan sebagai berikut: Depreciation expense was allocated to the following:
2025 2024
Beban pokok pendapatan 9,563,481 8,684,100 Cost of revenue
Beban umum dan General and administrative
administrasi 382,800 315,176 expenses
9,946,281 8,999,276
Pada tanggal 31 Desember 2025, Grup memiliki As at 31 December 2025, the Group has land under
tanah dengan sertifikat Hak Guna Bangunan yang “Hak Guna Bangunan” titles, which will be expired
akan habis masa berlakunya antara tahun 2026 dan between 2026 and 2054. The Group’s management
2054. Manajemen Grup berkeyakinan Hak Guna believes that the “Hak Guna Bangunan” titles are
Bangunan tersebut dapat diperbaharui kembali pada renewable when expired.
saat habis masa berlakunya.
Pada tanggal 31 Desember 2025, jumlah harga As at 31 December 2025, the acquisition costs of
perolehan aset tetap yang telah disusutkan penuh fixed assets which have been fully depreciated and
dan masih digunakan adalah sebesar Rp 41.684,4 are still being used was amounted to Rp 41,684.4
miliar (2024: Rp 40.545,7 miliar). billion (2024: Rp 40,545.7 billion).
Grup menyewa berbagai alat berat, kendaraan The Group leases various heavy equipment,
bermotor, serta tanah dan bangunan berdasarkan transportation equipment as well as land and
perjanjian sewa yang tidak dapat dibatalkan. buildings under non-cancellable lease agreements.
Page 441
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KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
9. ASET TETAP (lanjutan) 9. FIXED ASSETS (continued)
Beberapa aset hak-guna dan beberapa aset tetap Several right-of-use assets and directly acquired fixed
yang diperoleh secara langsung dengan jumlah nilai assets with total net book value of Rp 734.9 billion
buku sebesar Rp 734,9 miliar (2024: (2024: Rp 759.0 billion) are pledged as collateral for
Rp 759,0 miliar) dijaminkan untuk liabilitas keuangan other financial liabilities and lease liabilities (see Note
lain-lain dan liabilitas sewa (lihat Catatan 15 dan 15 and Note 20).
Catatan 20).
Pada tanggal 31 Desember 2025, aset tetap milik As at 31 December 2025, fixed assets of the Group
Grup telah diasuransikan terhadap risiko kebakaran were insured against losses from fire or theft under
atau pencurian berdasarkan suatu paket polis certain blanket policies with coverage amounts of
tertentu dengan nilai pertanggungan sejumlah Rp 62.4 trillion and USD 670.7 million, equivalent to a
Rp 62,4 triliun dan USD 670,7 juta atau setara total of Rp 73.7 trillion (2024: Rp 61.8 trillion and USD
dengan Rp 73,7 triliun (2024: Rp 61,8 triliun dan 540.7 million, equivalent to a total of Rp 70.5 trillion).
USD 540,7 juta atau setara dengan Rp 70,5 triliun). The Group’s management believes the insurance
Manajemen Grup berkeyakinan nilai asuransi ini coverage is adequate to cover possible losses arising
memadai untuk menutupi kerugian yang mungkin from such risks.
timbul dari risiko-risiko tersebut.
Tidak ada perbedaan yang signifikan antara nilai There is no significant difference between the fair
wajar dan nilai tercatat dan aset tetap selain tanah value and carrying value of fixed assets other than
dan bangunan. Nilai wajar tanah dan bangunan pada land and building. The fair value of the land and
tanggal 31 Desember 2025 adalah sebesar Rp 8,5 building as at 31 December 2025 is Rp 8.5 trillion
triliun (2024: Rp 8,2 triliun). Nilai tersebut merupakan (2024: Rp 8.2 trillion). The value represents valuation
penilaian berdasarkan laporan Nilai Jual Objek Pajak derived from the Sales Value of Tax Object (“NJOP”)
(“NJOP”) dan termasuk dalam hirarki nilai wajar report and included in Level 2 of the fair value
Tingkat 2. hierarchy.
10. PROPERTI PERTAMBANGAN, BEBAN 10. MINING PROPERTIES, DEFERRED EXPLORATION
EKSPLORASI DAN PENGEMBANGAN AND DEVELOPMENT EXPENDITURES AND
TANGGUHAN, DAN ASET TAMBANG PRODUCTION MINING ASSETS
BERPRODUKSI
a. Properti pertambangan a. Mining properties
2025
Selisih translasi
mata uang/ Pelepasan
Saldo awal/ Currency entitas anak/ Saldo akhir/
Beginning Penambahan/ translation Disposal of Ending
balance Additions difference subsidiaries*) balance
Harga perolehan 33,845,793 - 735,178 (1,063,545) 33,517,426 Cost
Akumulasi amortisasi (10,427,997) (1,337,421) (278,865) - (12,044,283) Accumulated amortisation
Akumulasi kerugian Accumulated
penurunan nilai (7,705,764) - (21,540) 1,063,545 (6,663,759) impairment losses
Nilai buku bersih 15,712,032 14,809,384 Net book value
*) Pada tanggal 16 April 2025, Grup melakukan penjualan entitas-entitas anaknya kepada pihak ketiga. Sebagai akibatnya, Grup telah melakukan dekonsolidasi atas aset bersih entitas-entitas anak
tersebut/On 16 April 2025, the Group sold its subsidiaries to third parties. Consequently, the Group has deconsolidated the related subsidiaries’ net assets.
2024
Selisih translasi
mata uang/
Saldo awal/ Currency Saldo akhir/
Beginning Penambahan/ translation Ending
Balance Additions difference balance
Harga perolehan 32,961,208 - 884,585 33,845,793 Cost
Akumulasi amortisasi (8,734,850) (1,266,120) (427,027) (10,427,997) Accumulated amortisation
Akumulasi kerugian Accumulated
penurunan nilai (7,679,846) - (25,918) (7,705,764) impairment losses
Nilai buku bersih 16,546,512 15,712,032 Net book value
Page 442
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/68 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
10. PROPERTI PERTAMBANGAN, BEBAN 10. MINING PROPERTIES, DEFERRED
EKSPLORASI DAN PENGEMBANGAN EXPLORATION AND DEVELOPMENT
TANGGUHAN, DAN ASET TAMBANG EXPENDITURES AND PRODUCTION MINING
BERPRODUKSI (lanjutan) ASSETS (continued)
a. Properti pertambangan (lanjutan) a. Mining properties (continued)
Berikut adalah rincian properti pertambangan The following are the details of mining properties of
Grup: the Group:
Penambangan
batubara
termal dan
metalurgi/ Penambangan
Thermal and Penambangan nikel/
metallurgical emas/Gold Nickel Jumlah/
coal mining mining mining Total
31 Desember 2025 4,390,156 5,057,344 5,361,884 14,809,384 31 December 2025
31 Desember 2024 4,655,025 5,447,728 5,609,279 15,712,032 31 December 2024
Beban amortisasi dibebankan ke beban pokok Amortisation expenses are charged to cost of
pendapatan untuk tahun-tahun yang berakhir revenue for the years ended 31 December 2025
pada tanggal 31 Desember 2025 dan 2024. and 2024.
Manajemen berkeyakinan bahwa penyisihan Management is of the opinion that the provision
penurunan nilai properti pertambangan cukup for impairment in the value of mining properties is
untuk menutupi kerugian penurunan nilai properti adequate to cover any losses from the
pertambangan. impairment of mining properties.
b. Beban eksplorasi dan pengembangan b. Deferred exploration and development
tangguhan expenditures
2025 2024
Saldo awal 2,494,306 2,374,321 Beginning balance
Penambahan 350,238 313,152 Additions
Penurunan nilai (165,660) (300,885) Impairment
Selisih translasi mata uang 89,634 107,718 Currency translation difference
Saldo akhir 2,768,518 2,494,306 Ending balance
Pada tanggal 31 Desember 2025, manajemen As at 31 December 2025, management decided
memutuskan untuk menghentikan kegiatan to discontinue exploration and evaluation
eksplorasi dan evaluasi serta kegiatan activities and development activities in certain
pengembangan di wilayah tertentu dari segmen areas of the gold and other mineral mining
penambangan emas dan mineral lainnya karena segment since there were no additional mineral
tidak ada penambahan cadangan mineral yang reserves identified. As such, the Group charged
diidentifikasi. Oleh karena itu, Grup mencatat impairment losses for those deferred exploration
penurunan nilai atas beban eksplorasi dan and development expenditures of Rp 165.7
pengembangan tangguhan tersebut sebesar Rp billion (2024: Rp 300.9 billion).
165,7 miliar (2024: Rp 300,9 miliar).
Pada 31 Desember 2025, nilai tercatat beban As at 31 December 2025, the carrying value of
eksplorasi dan pengembangan tangguhan PTAR deferred exploration and development
sebesar Rp 1.720,6 miliar. Manajemen expenditures of PTAR amounted to Rp 1,720.6
berkeyakinan bahwa tidak ada penurunan nilai billion. Management believes that there is no
atas beban eksplorasi dan pengembangan impairment of deferred exploration and
tangguhan. development expenditures.
Page 443
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/69 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
10. PROPERTI PERTAMBANGAN, BEBAN 10. MINING PROPERTIES, DEFERRED
EKSPLORASI DAN PENGEMBANGAN EXPLORATION AND DEVELOPMENT
TANGGUHAN, DAN ASET TAMBANG EXPENDITURES AND PRODUCTION MINING
BERPRODUKSI (lanjutan) ASSETS (continued)
c. Aset tambang berproduksi c. Production mining assets
2025 2024
Saldo awal 4,216,048 4,488,727 Beginning balance
Penambahan 222,642 442,315 Addition
Reklasifikasi 247,289 - Reclassification
Amortisasi (883,427) (977,667) Amortisation
Selisih translasi mata uang 155,788 262,673 Currency translation difference
Saldo akhir 3,958,340 4,216,048 Ending balance
Beban amortisasi dibebankan ke beban pokok Amortisation expenses charged to cost of revenue
pendapatan sebesar Rp 864,2 miliar (2024: amounting to Rp 864.2 billion (2024:
Rp 955,5 miliar) dan beban umum dan Rp 955.5 billion) and general and administrative
administrasi sebesar Rp 19,2 miliar (2024: expenses amounting to Rp 19.2 billion (2024:
Rp 22,2 miliar). Rp 22.2 billion).
11. PROPERTI INVESTASI 11. INVESTMENT PROPERTIES
2025 2024
Saldo awal 216,452 228,097 Beginning balance
Reklasifikasi 17,031 9,448 Reclassification
Penyesuaian nilai wajar 10,986 (21,093) Fair value adjustments
Saldo akhir 244,469 216,452 Ending balance
Seluruh properti investasi yang dimiliki oleh Grup All investment properties owned by the Group are
berada di Indonesia. located in Indonesia.
Nilai wajar properti investasi pada 31 Desember 2025 Fair value of the Group’s investment properties as at
dan 2024 ini adalah berdasarkan hasil penilai 31 December 2025 and 2024 is based on the results
independen yang telah terdaftar di Otoritas Jasa of independent appraisers registered with the Financial
Keuangan, yaitu Kantor Jasa Penilai Publik Nanang Services Authority, namely Kantor Jasa Penilai Publik
Rahayu & Rekan, sebagaimana tertera dalam Nanang Rahayu & Rekan, as stated in its reports dated
laporan tertanggal 15 Januari 2026 dan 2025. 15 January 2026 and 2025.
Pada tanggal 31 Desember 2025 dan 2024, tidak ada As at 31 December 2025 and 2024, there was no
properti investasi yang dijaminkan untuk pinjaman. investment properties that was pledged as security for
borrowings.
Pada tanggal 31 Desember 2025 dan 2024, sebagian As at 31 December 2025 and 2024, some investment
properti investasi yang dimiliki oleh Grup telah properties of the Group are covered by insurance
diasuransikan terhadap risiko kebakaran dan risiko against loss from fire and other risks amounting to Rp
lainnya dengan nilai pertanggungan sebesar Rp 26,2 26.2 billion (2024: Rp 9.3 billion) which management
miliar (2024: Rp 9,3 miliar) yang menurut pendapat believes is adequate to cover losses which may arise.
manajemen cukup untuk menutup kerugian yang
mungkin timbul.
Page 444
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/70 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
12. GOODWILL 12. GOODWILL
2025 2024
Saldo awal 3,448,283 3,336,456 Beginning balance
Selisih translasi mata uang 62,276 111,827 Currency translation difference
Saldo akhir 3,510,559 3,448,283 Ending balance
Berikut adalah rincian goodwill Grup: The following are the details of goodwill of the Group:
Penambangan dan
Penambangan emas/ pengolahan nikel/Nickel Jumlah/
Gold mining mining and processing Total
31 Desember 2025 2,444,025 1,066,534 3,510,559 31 December 2025
31 Desember 2024 2,381,749 1,066,534 3,448,283 31 December 2024
Sesuai dengan kebijakan akuntansi Grup, goodwill In accordance with the Group’s accounting policy,
diuji penurunan nilainya secara tahunan atau dapat goodwill is tested for impairment annually or more
lebih sering apabila terdapat peristiwa atau frequently if events or changes in circumstances
perubahan keadaan yang mengindikasikan adanya indicate a potential impairment (see Note 2o). For the
potensi penurunan nilai (lihat Catatan 2o). Untuk purpose of assessing impairment, assets are grouped
tujuan pengujian penurunan nilai, aset at the lowest level for which there are separately
dikelompokkan pada unit terkecil yang terdapat arus identifiable cash flows (“CGU”).
kas yang dapat diidentifikasi secara terpisah (“UPK”).
Grup menggunakan pendekatan pendapatan untuk The Group used an income approach to assess the
menguji penurunan nilai UPK tertentu. Pendekatan impairment value of certain CGUs. The income
pendapatan didasarkan atas nilai arus kas masa approach is based upon the value of the expected
depan yang akan dihasilkan oleh suatu bisnis. Grup future cash flows that a business will generate. The
menggunakan metode DAK, yang meliputi proyeksi Group uses DCF method, which involves projecting
arus kas dan mendiskontokannya menjadi nilai kini. cash flows and converting them to a present value
Proses pendiskontoan menggunakan tingkat equivalent through discounting. The discounting
pengembalian yang sesuai dengan risiko terkait process uses a rate of return that is commensurate
dengan bisnis atau aset dan nilai waktu uang. with the risk associated with the business or asset and
the time value of money.
Manajemen menentukan asumsi utama berdasarkan Management determined the key assumptions based
kombinasi pengalaman masa lalu dan sumber on a combination of past experience and external
eksternal. Nilai wajar yang ditentukan dalam sources. The fair value determined in the calculation of
perhitungan nilai aset terpulihkan diklasifikasikan the recoverable amount of assets is classified as Level
sebagai Tingkat 3 dalam hirarki nilai wajar. 3 in the fair value hierarchy.
Penambangan emas Gold mining
Pada tanggal 31 Desember 2025, nilai tercatat dari As at 31 December 2025, the carrying value of the CGU
UPK penambangan emas PTAR, setelah dikurangi of gold mining of PTAR, net of its related deferred tax
dengan liabilitas pajak tangguhan terkait, sebesar liabilities, is amounted to USD 0.9 billion or equivalent to
USD 0,9 miliar atau setara dengan Rp 14,8 triliun, Rp 14.8 trillion, which includes goodwill, mining
yang meliputi goodwill, properti pertambangan, aset properties, fixed assets, production mining assets,
tetap, aset tambang berproduksi, biaya tangguhan, deferred charges and related working capital (2024:
dan modal kerja terkait (2024: USD 0,9 miliar atau USD 0.9 billion or equivalent Rp 15.1 trillion).
setara dengan Rp 15,1 triliun).
Page 445
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/71 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
12. GOODWILL (lanjutan) 12. GOODWILL (continued)
Penambangan emas (lanjutan) Gold mining (continued)
Asumsi-asumsi utama yang digunakan dalam The key assumptions used for the recoverable amount
perhitungan nilai terpulihkan pada tanggal 31 calculations as at 31 December 2025 were the gold price
Desember 2025 adalah prakiraan harga emas forecast of USD 3,669 – 4,219/oz (2024: USD 2,100 –
sebesar USD 3.669 – 4.219/oz (2024: USD 2.100 – 2,500/oz), the post-tax discount rate of 8.65% (2024:
2.500/oz), tingkat diskonto setelah pajak sebesar 7.75%), and the estimated timing for the resumption of
8,65% (2024: 7,75%), dan prakiraan waktu untuk mining operations. In November 2025, Cyclone Senyar
pelaksanaan kembali operasi penambangan. Pada caused flash floods and landslides in several regions of
November 2025, Siklon Senyar menyebabkan banjir Sumatera, including Aceh, North Sumatera, and West
bandang dan tanah longsor pada beberapa wilayah Sumatera (see Note 34m). In December 2025, mining
Sumatera, termasuk Aceh, Sumatera Utara, dan operations at PTAR were temporarily halted.
Sumatera Barat (lihat Catatan 34m). Pada
Desember 2025, operasi tambang PTAR dihentikan
sementara waktu.
UPK penambangan emas PTAR memiliki nilai The CGU of gold mining of PTAR has a recoverable
terpulihkan yang melebihi nilai tercatatnya. Dengan amount that exceeds the carrying value. With other
asumsi lainnya tidak berubah, periode penghentian assumptions remaining unchanged, a sufficiently long
operasi yang berkepanjangan akan menghapus period of suspension operation would eliminate the
kelebihan yang tersisa dari UPK penambangan remaining value of the CGU of gold mining of PTAR.
emas PTAR.
Penambangan dan pengolahan nikel Nickel mining and processing
Pada tanggal 31 Desember 2025 dan 2024, nilai As at 31 December 2025 and 2024, the carrying value of
tercatat dari UPK penambangan nikel, setelah the CGU of nickel mining, net of its related deferred tax
dikurangi dengan liabilitas pajak tangguhan terkait, liabilities, is amounted to Rp 6.6 trillion (2024: Rp 5.8
sebesar Rp 6,6 triliun (2024: Rp 5,8 triliun), yang trillion), which includes goodwill, mining properties, fixed
meliputi goodwill, properti pertambangan, aset assets, production mining assets, deferred charges and
tetap, aset tambang berproduksi, biaya tangguhan, related working capital. The recoverable amount of the
dan modal kerja terkait. Nilai terpulihkan UPK CGU of nickel mining and processing that were
penambangan dan pengolahan nikel yang determined using fair value less cost of disposal
ditentukan menggunakan metode nilai wajar method approximates their carrying value.
dikurangi dengan biaya pelepasan diperkirakan
sama dengan nilai jumlah tercatatnya.
Asumsi-asumsi utama yang digunakan dalam The key assumptions used for the recoverable amount
perhitungan nilai terpulihkan pada tanggal 31 calculations as at 31 December 2025 were the nickel
Desember 2025 adalah prakiraan harga nikel price forecast of USD 15,477 - 24,155/dmt (2024: USD
sebesar USD 15.477 - 24.155/dmt (2024: USD 16,950 - 24,448/dmt) and the post-tax discount rate of
16.950 - 24.448/dmt) dan tingkat diskonto setelah 11.00% (2024: 11.00%).
pajak sebesar 11,00% (2024: 11,00%).
Page 446
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/72 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
13. PINJAMAN BANK JANGKA PENDEK 13. SHORT-TERM BANK LOANS
Informasi yang signifikan terkait dengan pinjaman bank jangka pendek Grup pada Significant information related to short-term bank loans of the Group as at
tanggal 31 Desember 2025 dan 2024 adalah sebagai berikut: 31 December 2025 and 2024 is as follows:
Jatuh tempo
fasilitas/ Saldo/Balance
Pemberi pinjaman/ Maturity of Fasilitas/ Jumlah fasilitas/ Periode pembayaran/ Suku bunga/
Lenders facility Facility Total facility Repayment frequency Interest rate 2025 2024
Perseroan/The Company:
Citibank, N.A. Juni/June 2026 Fasilitas pinjaman USD 50.0 juta/million (setara Tiga bulan dari setiap JIBOR (ii)/ - 211,620
berulang/Revolving dengan/equivalent to pengambilan/Three Term-SOFR +
loan facility Rp 839.1 miliar/billion) (i) months after each marjin/margin
withdrawal
ACST:
PT Bank OCBC NISP Tbk Januari/January Fasilitas pinjaman Rp 670.0 miliar/billion Satu bulan dari setiap JIBOR (ii) + 340,000 110,000
2026 berulang/Revolving pengambilan/One month marjin/margin
loan facility after each withdrawal
PT Bank HSBC Indonesia Juni/June 2026 Fasilitas pinjaman USD 10.0 juta/million (setara Satu bulan dari setiap Cost of fund + 160,000 -
berulang/Revolving dengan/equivalent to pengambilan/One month marjin/margin
loan facility Rp 167.8 miliar/billion) after each withdrawal
PT Bank SMBC Indonesia Tbk Juli/July 2026 Fasilitas pinjaman Rp 350.0 miliar/billion Satu bulan dari setiap JIBOR (ii) + 60,000 -
berulang/Revolving pengambilan/One month marjin/margin
loan facility after each withdrawal
PML:
Standard Chartered Bank September 2026 Fasilitas pinjaman USD 6.0 juta/million (setara Tiga sampai enam bulan dari Cost of fund + - 80,810
berulang/Revolving dengan/equivalent to Rp setiap pengambilan/Three marjin/margin
loan facility 100.7 miliar/billion) (i) to six months after each
withdrawal
Jumlah pinjaman bank jangka pendek/Total short-term bank loans 560,000 402,430
(i)
Dapat ditarik dalam Rupiah atau USD/Can be withdrawn in Rupiah or USD.
(ii)
Grup telah menelaah dan berdiskusi dengan para kreditur untuk melakukan transisi dari JIBOR ke Compounded IndONIA, lihat Catatan 2a/The Group has made assessments and discussions with creditors to transition from JIBOR to Compounded IndONIA, see
Note 2a.
Page 447
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/73 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
13. PINJAMAN BANK JANGKA PENDEK (lanjutan) 13. SHORT-TERM BANK LOANS (continued)
Pada tanggal 31 Desember 2025, Grup telah As at 31 December 2025, the Group has complied
memenuhi batasan-batasan secara triwulanan, with the covenants on a quarter, semi-annual and
tengah tahunan dan tahunan yang diwajibkan dalam annual basis as required in the borrowing
perjanjian pinjaman tersebut yaitu rasio gearing, agreement, such as gearing ratio, debt to asset ratio
rasio utang terhadap aset dan rasio utang terhadap and debt to equity ratio.
ekuitas.
Selama tahun 2025, Grup telah melakukan During 2025, the Group have made payments for the
pembayaran atas pinjaman-pinjaman bank jangka short-term bank loans totaling Rp 1,115.3 billion
pendek tersebut sebesar Rp 1.115,3 miliar (2024: (2024: Rp 977.0 billion) including payments of
Rp 977,0 miliar) termasuk pembayaran atas addition loans during the year.
tambahan pinjaman tahun berjalan.
Karena sifatnya yang jangka pendek, nilai tercatat Due to their short-term nature, the carrying amount of
pinjaman jangka pendek mendekati nilai wajarnya. the short-term bank loans approximate their fair
value.
Lihat Catatan 32 untuk informasi tentang risiko See Note 32 for information about the Group’s
likuiditas Grup. exposure to liquidity risk.
14. UTANG USAHA 14. TRADE PAYABLES
2025 2024
Pihak ketiga Third parties
Rupiah 28,702,322 26,137,336 Rupiah
Mata uang asing Foreign currencies
USD 279,136 2,287,824 USD
JPY 93,300 139,997 JPY
AUD 13,479 177,789 AUD
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 7,012 6,396 Rp 53.2 billion each)
29,095,249 28,749,342
Pihak berelasi Related parties
Rupiah Rupiah
PT Sedaya Multi Investama PT Sedaya Multi Investama
dan entitas anak 66,734 73,283 and subsidiaries
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 145,907 162,310 Rp 53.2 billion each)
212,641 235,593
Mata uang asing lainnya Other foreign currencies
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 1,038 65 Rp 53.2 billion each)
213,679 235,658
29,308,928 28,985,000
Page 448
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/74 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
14. UTANG USAHA (lanjutan) 14. TRADE PAYABLES (continued)
Pada tanggal 31 Desember 2025, utang usaha As at 31 December 2025, trade payables of the
Perseroan kepada Grup Komatsu (Komatsu Ltd., Company to Komatsu Group (Komatsu Ltd.,
PT Komatsu Marketing & Support Indonesia PT Komatsu Marketing & Support Indonesia (“KMSI”)
(“KMSI”), dan PT Komatsu Undercarriage Indonesia) and PT Komatsu Undercarriage Indonesia)
sebesar Rp 19.952,2 miliar dan USD 6,3 juta atau amounting to Rp 19,952.2 billion and
setara dengan Rp 20.058,2 miliar USD 6.3 million or equivalent to a total of
(2024: Rp 15.225,8 miliar dan USD 82,1 juta atau Rp 20,058.2 billion (2024: Rp 15,225.8 billion and
setara dengan Rp 16.552,4 miliar), telah dijamin USD 82.1 million or equivalent to a total of Rp
dengan letter of credit. 16,552.4 billion), have been secured by letter of
credit.
Pada tanggal 31 Desember 2025, terdapat bagian As at 31 December 2025, there is a portion of the
dari utang usaha Grup sebesar Rp 328,9 miliar Group's trade payables amounting to Rp 328.9 billion
(2024: Rp 384,9 miliar) yang termasuk ke dalam (2024: Rp 384.9 billion) that included in supplier
pengaturan pembiayaan pemasok dan jumlah yang financing arrangements and the amounts that have
telah diterima oleh pemasok dari bank adalah received by the suppliers from banks amounting to
sebesar Rp 254,7 miliar (2024: Rp 320,9 miliar), lihat Rp 254.7 billion (2024: Rp 320.9 billion), see Note 15.
Catatan 15.
Karena sifatnya yang jangka pendek, nilai tercatat Due to the short-term nature, the carrying amount of
utang usaha diperkirakan mendekati nilai wajarnya. trade payables approximates their fair values.
Lihat Catatan 36 untuk informasi mengenai pihak See Note 36 for related parties information and
berelasi dan Catatan 32 untuk informasi tentang Note 32 for information about the Group’s exposure
risiko likuiditas Grup. to liquidity risk.
15. LIABILITAS KEUANGAN LAIN-LAIN 15. OTHER FINANCIAL LIABILITIES
a. Pinjaman lain-lain a. Other borrowings
2025 2024
Pihak berelasi Related party
PT Komatsu Astra Finance 207,842 238,633 PT Komatsu Astra Finance
Pihak ketiga Third parties
Lembaga Pembiayaan Lembaga Pembiayaan
Ekspor Indonesia 150,000 - Ekspor Indonesia
PT Sarana Multi PT Sarana Multi
Infrastruktur (Persero) 119,189 142,768 Infrastruktur (Persero)
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 15,860 20,796 Rp 53.2 billion each)
285,049 163,564
Jumlah 492,891 402,197 Total
Bagian jangka panjang (281,698) (342,891) Non-current portion
Bagian jangka pendek 211,193 59,306 Current portion
Grup menandatangani perjanjian pinjaman untuk The Group has entered into borrowing
pembelian alat berat dan mesin dan membangun agreements to purchase heavy equipment and
pembangkit listrik dengan beberapa perusahaan machineries and construct power plant with
pembiayaan dengan tingkat suku bunga tetap certain financing companies with fixed interest
dan JIBOR beserta marjin tertentu. rate and JIBOR plus certain margin.
Page 449
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/75 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
15. LIABILITAS KEUANGAN LAIN-LAIN (lanjutan) 15. OTHER FINANCIAL LIABILITIES (continued)
a. Pinjaman lain-lain (lanjutan) a. Other borrowings (continued)
Untuk pinjaman lain-lain dengan suku bunga For other borrowing with interest rate of JIBOR,
JIBOR, Grup telah menelaah dan berdiskusi the Group has made assessments and
dengan para kreditur untuk melakukan transisi discussions with creditors to transition from
dari JIBOR ke Compounded IndONIA, lihat JIBOR to Compounded IndONIA, see
Catatan 2a. Note 2a.
Jika Grup gagal memenuhi kewajiban If the Group fails to meet its payment obligation
pembayarannya atas perjanjian pinjaman ini, of these borrowing agreements, the financing
perusahaan pembiayaan berhak untuk companies have the right to terminate the
mengakhiri perjanjian dan mewajibkan Grup agreement and the Group will be required to pay
untuk membayar sisa pinjaman atau perusahaan the remaining borrowing or the financing
pembiayaan memiliki hak untuk mengambil companies have the right to take back the related
kembali alat berat, mesin dan pembangkit listrik heavy equipment, machineries and power plant
tersebut dari Grup. from the Group.
Pada tanggal 31 Desember 2025 dan 2024, As at 31 December 2025 and 2024, the Group
Grup telah memenuhi batasan yang diwajibkan has complied with the covenant required in the
dalam perjanjian pinjaman tersebut yaitu rasio borrowing agreement which is debt to equity
utang terhadap ekuitas. ratio.
b. Liabilitas atas pembiayaan pemasok b. Supplier finance liabilities
2025 2024
Pihak ketiga Thid parties
Rupiah Rupiah
PT Bank Mandiri (Persero) Tbk 111,669 13,904 PT Bank Mandiri (Persero) Tbk
PT Bank Syariah Indonesia Tbk 60,316 - PT Bank Syariah Indonesia Tbk
PT Bank Danamon Indonesia Tbk - 302,187 PT Bank Danamon Indonesia Tbk
PT Bank OCBC NISP Tbk - 113,551 PT Bank OCBC NISP Tbk
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 96,158 110,683 Rp 53.2 billion each)
268,143 540,325
USD USD
PT Bank UOB Indonesia 80,982 - PT Bank UOB Indonesia
349,125 540,325
Grup menandatangani perjanjian-perjanjian The Group entered into supplier finance
pembiayaan pemasok dengan beberapa bank. agreements with several banks. Under the
Berdasarkan perjanjian tersebut, bank agreements, banks acquire the rights to selected
memperoleh hak atas piutang dagang tertentu trade receivables from the suppliers. The terms
dari pemasok. Syarat dan ketentuan perjanjian and conditions of the agreements are
tersebut tidak berubah dari utang dagang dari unchanged from the trade payables from these
pemasok ini, kecuali: suppliers, other than:
(i) tanggal jatuh tempo telah diperpanjang (i) the due date has been extended to 90 - 300
menjadi 90 - 300 hari (2024: 90 - 210 hari) days (2024: 90 - 210 days) from the original
dari yang sebelumnya 14 - 180 hari setelah 14 - 180 days after the invoice date.
tanggal faktur.
(ii) the assigned payables may require the
(ii) utang yang dialokasikan mungkin
mengharuskan Grup menanggung biaya Group to bear associated interest costs.
bunga yang terkait.
Page 450
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/76 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
15. LIABILITAS KEUANGAN LAIN-LAIN (lanjutan) 15. OTHER FINANCIAL LIABILITIES (continued)
b. Liabilitas atas pembiayaan pemasok (lanjutan) b. Supplier finance liabilities (continued)
2025 2024
Liabilitas yang merupakan 90 - 300 hari setelah tanggal faktur/ 90 - 210 hari setelah tanggal faktur/ Liabilities that part of
bagian dari perjanjian 90 - 300 days after invoice date 90 - 210 days after invoice date the agreements
Setara utang usaha yang Comparable trade payables
bukan merupakan 14 - 180 hari setelah tanggal faktur/ 14 - 180 hari setelah tanggal faktur/ that are not part of
bagian dari perjanjian 14 - 180 days after invoice date 14 - 180 days after invoice date the agreements
Jumlah tercatat liabilitas atas pembiayaan The carrying amounts of supplier finance
pemasok sama dengan jumlah yang telah liabilities are same with the amounts that have
diterima oleh pemasok dari bank. Karena sifatnya received by the suppliers from banks. Due to
yang jangka pendek, nilai tercatat liabilitas terkait the short-term nature, the carrying amount of
pengaturan pembiayaan pemasok diperkirakan liabilities under supplier finance arrangements
mendekati nilai wajarnya. approximates their fair values.
Selama tahun 2025, Grup telah melakukan During 2025, the Group has made payments for the
pembayaran atas liabilitas keuangan lain-lain tersebut above other financial liabilities totaling Rp 1,741.5
sebesar Rp 1.741,5 miliar (2024: Rp 3.164,4 miliar). billion (2024: Rp 3,164.4 billion).
Lihat Catatan 32 untuk informasi tentang risiko See Note 32 for information about the Group’s
likuiditas Grup. exposure to liquidity risk.
16. LIABILITAS TIDAK LANCAR LAINNYA 16. OTHER NON-CURRENT LIABILITY
2025
Kontrak komoditas 3,555,105 Commodity contracts
Grup menandatangani kontrak zero-cost collar untuk The Group entered into a zero-cost collar to hedge
melindungi volatilitas arus kas yang timbul dari the volatility of cash flows from highly probable
transaksi prakiraan yang sangat mungkin terjadi dari forecast transaction from sales of gold. The
penjualan emas. Instrumen derivatif tersebut ditujukan derivatives instruments, which are designated to
untuk memenuhi kualifikasi akuntansi lindung nilai qualify for hedge accounting, represent the fair value
(hedge accounting) dan mencerminkan nilai wajarnya, of the instruments measured under the fair value
yang diukur berdasarkan hirarki pengukuran nilai wajar hierarchy Level 2, based on observable current
Tingkat 2, yaitu menggunakan transaksi pasar terkini market transactions.
yang dapat diobservasi.
Informasi lain mengenai liabilitas derivatif pada tanggal Other information relating to derivative liabilities as
31 Desember 2025 adalah sebagai berikut: at 31 December 2025 are as follows:
Pihak dalam kontrak/Counterparties Jadwal penyelesaian/Settlement schedule
The Hongkong & Shanghai Banking Corporation Ltd. Januari/January 2028 - Desember/December 2032
Australia and New Zealand Banking Group Ltd. Januari/January 2028 - Desember/December 2032
Morgan Stanley Capital Group (Singapore) Pte. Januari/January 2028 - Desember/December 2032
Bank of America, N.A., Januari/January 2028 - Desember/December 2032
Perubahan nilai wajar dari liabilitas derivatif diakui The change in the fair value of the derivative
dalam beban komprehensif lain. liabilities recognised in other comprehensive
expenses.
Page 451
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/77 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PERPAJAKAN 17. TAXATION
a. Pajak dibayar dimuka a. Prepaid taxes
Pajak dibayar dimuka merupakan kelebihan bayar Prepaid taxes represent overpayments of
pajak penghasilan badan dan pajak lain-lain yang corporate income tax and other taxes which
belum diperiksa oleh Direktorat Jenderal Pajak have not been audited by the Directorate
(“DJP”) serta pembayaran atas surat ketetapan General of Tax (“DGT”) and payments of tax
pajak yang diterima oleh Grup dimana keberatan assessments received by the Group for which
dan banding telah diajukan kepada DJP. objections and appeals have been submitted to
the DGT.
2025 2024
Pajak penghasilan badan Corporate income taxes
Entitas anak Subsidiaries
- Pajak penghasilan badan 1,468,618 790,785 Corporate income taxes -
- Klaim untuk
pengembalian pajak 1,631,484 783,059 Claim for tax refund -
3,100,102 1,573,844
Bagian tidak lancar Non-current portion
- Pajak penghasilan badan (1,436,256) (762,974) Corporate income taxes -
- Klaim untuk
pengembalian pajak (10,303) (28,986) Claim for tax refund -
Bagian tidak lancar (1,446,559) (791,960) Non-current portion
Bagian lancar 1,653,543 781,884 Current portion
Pajak lain-lain Other taxes
Perseroan The Company
- Pajak pertambahan nilai - 204,559 Value added tax -
- Lain-lain 14,649 - Others -
14,649 204,559
Entitas anak Subsidiaries
- Pajak pertambahan nilai 5,279,637 4,646,711 Value added tax -
5,294,286 4,851,270
Bagian tidak lancar (1,650,429) (1,912,702) Non-current portion
Bagian lancar 3,643,857 2,938,568 Current portion
b. Utang pajak b. Taxes payable
2025 2024
Pajak penghasilan badan Corporate income taxes
Perseroan The Company
- Pasal 29 62,253 153,747 Article 29 -
Entitas anak Subsidiaries
- Pasal 25 155,189 146,775 Article 25 -
- Pasal 29 608,361 741,901 Article 29 -
825,803 1,042,423
Page 452
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/78 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PERPAJAKAN (lanjutan) 17. TAXATION (continued)
b. Utang pajak (lanjutan) b. Taxes payable (continued)
2025 2024
Pajak lain-lain Other taxes
Perseroan The Company
- Pajak pertambahan nilai 40,737 - Value added tax -
- Lain-lain Others -
(Pasal 21, 22, 23, 26 (Articles 21, 22, 23, 26
15, 4(2)) 104,559 80,464 15, 4(2))
145,296 80,464
Entitas anak Subsidiaries
- Pajak pertambahan nilai 97,505 52,008 Value added tax -
- Lain-lain Others -
(Pasal 21, 22, 23, 26 (Articles 21, 22, 23, 26
15, 4(2)) 342,045 345,329 15 , 4(2))
584,846 477,801
c. Beban pajak penghasilan c. Income tax expenses
Beban pajak penghasilan untuk tahun-tahun Income tax expenses for the years ended 31
yang berakhir pada 31 Desember 2025 dan December 2025 and 2024 are as follows:
2024 adalah sebagai berikut:
2025 2024
Kini Current
- Non-final 5,389,486 6,364,435 Non-final -
- Penyesuaian atas tahun-
tahun sebelumnya 132,021 158,129 Prior years adjustment -
Jumlah beban pajak kini 5,521,507 6,522,564 Total current tax expenses
Manfaat pajak Deferred income tax
penghasilan tangguhan (516,104) (744,041) benefit
Beban pajak penghasilan Consolidated
konsolidasian 5,005,403 5,778,523 income tax expenses
Page 453
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/79 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PERPAJAKAN (lanjutan) 17. TAXATION (continued)
c. Beban pajak penghasilan (lanjutan) c. Income tax expenses (continued)
Pajak atas laba sebelum pajak Grup berbeda dari The tax on the Group’s profit before tax differs
nilai teoritis yang mungkin timbul apabila from the theoretical amount that would arise
menggunakan tarif pajak berlaku terhadap laba using the applicable tax rate to profits on the
pada entitas konsolidasian dalam jumlah sebagai consolidated entities as follows:
berikut:
2025 2024
Laba konsolidasian sebelum Consolidated profit
pajak penghasilan 20,182,167 25,897,052 before income tax
Pajak dihitung dengan Tax calculated at applicable
tarif pajak yang berlaku 4,440,077 5,697,351 tax rates
Dampak pajak penghasilan
atas: Income tax effects of:
- Rugi/(laba) setelah pajak
entitas asosiasi dan After tax loss/(profit) of -
ventura bersama 54,027 (140,223) associates and joint ventures
- Pendapatan kena pajak
final (1,120,425) (1,237,000) Income subject to final tax -
- Beban yang tidak dapat
dikurangkan 1,474,953 1,125,517 Non-deductible expenses -
- Aset pajak tangguhan Unrecognised deferred -
yang tidak diakui, bersih 60,445 144,013 tax assets, net
- Pemanfaatan rugi pajak (4,542) (33,224) Utilisation tax losses -
- Lain-lain (31,153) 63,960 Others -
Beban pajak penghasilan Consolidated income
konsolidasian – non-final 4,873,382 5,620,394 tax expenses – non-final
Penyesuaian atas
tahun-tahun sebelumnya 132,021 158,129 Prior years adjustment
Beban pajak penghasilan Consolidated
konsolidasian 5,005,403 5,778,523 income tax expenses
Page 454
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/80 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PERPAJAKAN (lanjutan) 17. TAXATION (continued)
c. Beban pajak penghasilan (lanjutan) c. Income tax expenses (continued)
Rekonsiliasi antara beban pajak penghasilan The reconciliation between the consolidated
konsolidasian dengan jumlah pajak teoritis dari income tax expenses and the theoretical tax
laba akuntansi sebelum pajak penghasilan amount on the Company’s profit before income
Perseroan adalah sebagai berikut: tax is as follows:
2025 2024
Laba konsolidasian sebelum Consolidated profit before
pajak penghasilan 20,182,167 25,897,052 income tax
Laba sebelum
pajak penghasilan Profit before income tax of
entitas anak (17,427,306) (22,964,250) subsidiaries
Disesuaikan dengan jurnal Adjusted with consolidation
eliminasi konsolidasi 9,412,983 10,047,249 eliminations journals
Laba sebelum pajak Profit before income tax
penghasilan Perseroan 12,167,844 12,980,051 of the Company
Pajak dihitung dengan Tax calculated at
tarif 22% 2,676,926 2,855,611 the rate of 22%
Pendapatan kena pajak final (45,235) (37,755) Income subject to final tax
Beban yang tidak dapat
dikurangkan 20,887 19,914 Non-deductible expenses
Pendapatan dividen (1,893,159) (1,942,759) Dividend income
Lain-lain 20,386 34,251 Others
Beban pajak penghasilan Income tax expenses of
Perseroan 779,805 929,262 the Company
Penyesuaian atas
tahun-tahun sebelumnya (21,564) (19,358) Prior years adjustment
Jumlah beban pajak Total income tax expenses of
penghasilan Perseroan 758,241 909,904 the Company
Beban pajak penghasilan Income tax expenses of
entitas anak 4,262,834 4,983,866 subsidiaries
Penyesuaian konsolidasian (15,672) (115,247) Consolidation adjustments
Beban pajak penghasilan Consolidated income
konsolidasian 5,005,403 5,778,523 tax expenses
Page 455
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/81 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PERPAJAKAN (lanjutan) 17. TAXATION (continued)
c. Beban pajak penghasilan (lanjutan) c. Income tax expenses (continued)
Rekonsiliasi antara laba sebelum pajak The reconciliation of profit before income tax and
penghasilan dengan taksiran penghasilan kena the estimated taxable income of the Company for
pajak Perseroan untuk tahun-tahun yang the years ended 31 December 2025 and 2024
berakhir pada 31 Desember 2025 dan 2024 are as follows:
adalah sebagai berikut:
2025 2024
Laba sebelum pajak Profit before income tax of
penghasilan Perseroan 12,167,844 12,980,051 the Company
Penyesuaian pajak: Fiscal adjustments:
Perbedaan antara penyusutan Difference between commercial
komersial dan fiskal 122,890 90,639 and fiscal depreciation
Liabilitas imbalan kerja 68,371 67,411 Employee benefit obligations
Akrual dan pendapatan
ditangguhkan (93,161) 163,341 Accruals and deferred revenue
Pendapatan kena pajak final (205,615) (171,615) Income subject to final tax
Pendapatan dividen (8,605,267) (8,830,721) Dividend income
Beban yang tidak dapat
dikurangkan 94,941 90,518 Non-deductible expenses
Lain-lain (247,638) (37,729) Others
(8,865,479) (8,628,156)
Taksiran penghasilan kena Estimated taxable income
pajak tahun berjalan 3,302,365 4,351,895 of the years
Pajak kini Perseroan 726,520 957,417 Current tax of the Company
Dikurangi: pajak dibayar Less: prepaid taxes
dimuka Perseroan (664,267) (803,670) of the Company
Kurang bayar pajak Under payment
penghasilan badan of corporate income
Perseroan 62,253 153,747 tax of the Company
Dalam laporan keuangan konsolidasian ini, In these consolidated financial statements, the
jumlah penghasilan kena pajak tahun 2025 amount of taxable income for the year 2025 is
didasarkan atas perhitungan sementara, karena based on preliminary calculations, as the
Perseroan belum menyampaikan Surat Company has not submitted its annual corporate
Pemberitahuan Tahunan (“SPT”) pajak income tax return.
penghasilan badan.
Page 456
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/82 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PERPAJAKAN (lanjutan) 17. TAXATION (continued)
c. Beban pajak penghasilan (lanjutan) c. Income tax expenses (continued)
(Beban)/penghasilan komprehensif lain Grup Other comprehensive (expenses)/income of the
termasuk pajak penghasilan yang dikreditkan Group including the income tax credited during
selama tahun berjalan adalah sebagai berikut: the years are as follows:
2025 2024
Pajak Pajak
Sebelum penghasilan Setelah Sebelum penghasilan Setelah
pajak/ terkait/ pajak/ pajak/ terkait/ pajak/
Before Related After Before Related After
tax income tax tax tax income tax tax
Selisih kurs dari Exchange difference
penjabaran laporan on financial
keuangan 1,404,607 - 1,404,607 1,650,116 - 1,650,116 statements translation
Cadangan lindung nilai (3,555,105) 782,123 (2,772,982) - - - Hedging reserves
Remeasurements of
Pengukuran kembali employee benefit
liabilitas imbalan kerja 270,461 (59,575) 210,886 (152,528) 34,438 (118,090) obligations
Cadangan penyesuaian Fixed asset fair value
Nilai wajar aset tetap - - - (868) - (868) revaluation reserves
Bagian atas penghasilan Share of other
komprehensif comprehensive income
lain dari entitas asosiasi of associates
dan ventura bersama, and joint ventures,
setelah pajak 407,892 - 407,892 937,334 - 937,334 net of tax
Jumlah (1,472,145) 722,548 (749,597) 2,434,054 34,438 2,468,492 Total
d. Aset dan liabilitas pajak tangguhan d. Deferred tax assets and liabilities
Rincian aset dan liabilitas pajak tangguhan dari Details of deferred tax assets and liabilities of the
Grup yang memiliki aset/(liabilitas) pajak Group which have net deferred tax
tangguhan bersih adalah sebagai berikut: assets/(liabilities) are as follows:
2025
Dikreditkan/
(dibebankan)
pada
Dikreditkan/ penghasilan
(dibebankan) komprehensif Selisih
pada laba lain/Credited/ translasi
rugi/Credited/ (charged) mata uang/
Saldo awal/ (charged) to other Currency Saldo akhir/
Beginning to profit comprehensive translation Ending
balance or loss income difference balance
Aset pajak tangguhan Consolidated deferred
konsolidasian tax assets
Aset tetap 1,437,288 194,784 - (1,892) 1,630,180 Fixed assets
Employee benefit
Liabilitas imbalan kerja 1,264,752 194,096 (56,236) (902) 1,401,710 obligations
Cadangan lindung nilai - - 782,123 - 782,123 Hedging reserves
Lain-lain 1,319,090 (255,024) - 13,340 1,077,406 Others
Aset pajak tangguhan Consolidated deferred
konsolidasian, bersih 4,021,130 133,856 725,887 10,546 4,891,419 tax assets, net
Page 457
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/83 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PERPAJAKAN (lanjutan) 17. TAXATION (continued)
d. Aset dan liabilitas pajak tangguhan (lanjutan) d. Deferred tax assets and liabilities (continued)
2025
Dibebankan
pada penghasilan Selisih
Dikreditkan komprehensif translasi
pada laba lain/Charged Akuisisi mata uang/
Saldo awal/ rugi/Credited to other entitas anak/ Currency Saldo akhir/
Beginning to profit comprehensive Acquisition of translation Ending
balance or loss income subsidiary difference balance
Liabilitas pajak tangguhan Consolidated deferred
konsolidasian tax liabilities
Properti pertambangan (3,595,007) 294,878 - - (84,206) (3,384,335) Mining properties
Aset tetap (663,918) 68,345 - - (17,976) (613,549) Fixed assets
Lain-lain 237,059 19,025 (3,339) (6,762) (16,115) 229,868 Others
Liabilitas pajak tangguhan Consolidated deferred
konsolidasian, bersih (4,021,866) 382,248 (3,339) (6,762) (118,297) (3,768,016) tax liabilities, net
2024
Dikreditkan
pada
penghasilan Selisih
Dikreditkan komprehensif translasi
pada laba lain/Credited mata uang/
Saldo awal/ rugi/Credited to other Currency Saldo akhir/
Beginning to profit comprehensive translation Ending
balance or loss income difference balance
Aset pajak tangguhan Consolidated deferred
konsolidasian tax assets
Aset tetap 1,308,504 125,708 - 3,076 1,437,288 Fixed assets
Employee benefit
Liabilitas imbalan kerja 1,069,953 157,616 33,475 3,708 1,264,752 obligations
Lain-lain 1,158,822 146,227 - 14,041 1,319,090 Others
Aset pajak tangguhan Consolidated deferred
konsolidasian, bersih 3,537,279 429,551 33,475 20,825 4,021,130 tax assets, net
2024
Dikreditkan/ Dikreditkan
(dibebankan) pada penghasilan Selisih
pada laba komprehensif translasi
rugi/Credited/ lain/Credited Akuisisi mata uang/
Saldo awal/ (charged) to other entitas anak/ Currency Saldo akhir/
Beginning to profit comprehensive Acquisition of translation Ending
balance or loss income subsidiaries difference balance
Liabilitas pajak tangguhan Consolidated deferred
konsolidasian tax liabilities
Properti pertambangan (3,760,143) 279,692 - - (114,556) (3,595,007) Mining properties
Aset tetap (682,929) 42,190 - - (23,179) (663,918) Fixed assets
Lain-lain 261,442 (7,392) 963 (19,347) 1,393 237,059 Others
Liabilitas pajak tangguhan Consolidated deferred
konsolidasian, bersih (4,181,630) 314,490 963 (19,347) (136,342) (4,021,866) tax liabilities, net
Pada tanggal 31 Desember 2025, Grup memiliki As at 31 December 2025, the Group has deferred
aset pajak tangguhan senilai Rp 246,3 miliar tax assets of Rp 246.3 billion (2024:
(2024: Rp 243,3 miliar) terkait dengan akumulasi Rp 243.3 billion) in respect of accumulated tax
rugi pajak sejumlah Rp 1.119,6 miliar (2024: losses of Rp 1,119.6 billion (2024:
Rp 1.105,8 miliar) yang tidak diakui karena tidak Rp 1,105.8 billion), which have not been
terdapat kemungkinan besar bahwa laba kena recognised as it is not probable that there will be
pajak yang akan tersedia di masa depan cukup sufficient taxable income in the future to recover
untuk memulihkan aset pajak tangguhan them. Such tax losses are derived from
tersebut. Kerugian pajak tersebut berasal dari subsidiaries which will expire between 2026 to
entitas-entitas anak dan akan kadaluwarsa antara 2030.
tahun 2026 hingga 2030.
Page 458
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/84 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PERPAJAKAN (lanjutan) 17. TAXATION (continued)
e. Surat ketetapan pajak e. Tax assesment letters
Selama tahun 2025, Grup telah menerima During 2025, the Group has received a number
beberapa surat ketetapan pajak untuk berbagai of assessments for various underpayment of
jenis pajak dari berbagai tahun pajak. Grup telah taxes in respect of various fiscal years. The
menyetujui sebagian ketetapan tersebut dan Group accepted a portion of these assessments
telah mencatat penyesuaian dari putusan and recorded adjustments from tax assessments
tersebut sebesar Rp 132,0 miliar amounted to Rp 132.0 billion
(2024: Rp 158,1 miliar) pada laba rugi. (2024: Rp 158.1 billion) to profit or loss.
Pada tanggal 31 Desember 2025 dan 2024, As at 31 December 2025 and 2024, the amount
jumlah ketetapan pajak yang masih dalam of tax assessments in the process of objection
proses keberatan dan banding adalah sebagai and appeal were as follows:
berikut:
2025 2024
Pajak penghasilan badan 594,317 428,628 Corporate income taxes
Pajak lain-lain 75,616 37,741 Other taxes
669,933 466,369
f. Administrasi f. Administration
Undang-undang (“UU”) Perpajakan yang The taxation laws of Indonesia require that each
berlaku di Indonesia mengatur bahwa masing- company in the Group that operates in Indonesia
masing perusahaan dalam Grup yang calculates, assesses and submits individual tax
beroperasi di Indonesia menghitung, returns on the basis of self assessment.
menetapkan dan membayar sendiri besarnya
jumlah pajak yang terutang secara individu.
Berdasarkan UU yang berlaku, DJP dapat Under prevailing regulations, DGT may assess
menetapkan atau mengubah kewajiban pajak or amend taxes within five years since the tax
dalam jangka waktu lima tahun sejak saat becomes due.
terutangnya pajak.
g. Tarif pajak g. Tax rates
Berdasarkan Peraturan Pemerintah No. Based on the Government Regulation No.
30/2020, perseroan terbuka yang memenuhi 30/2020, public listed entities which meet certain
syarat-syarat tertentu berhak memperoleh requirements are entitled to a 3% tax rate
penurunan tarif pajak penghasilan sebesar 3% reduction from the applicable tax rates. On 31
dari tarif pajak penghasilan yang berlaku. Pada December 2025 and 2024, the Company did not
tahun 31 Desember 2025 dan 2024, Perseroan meet the requirements, hence the Company
tidak memenuhi syarat-syarat tersebut, applied the tax rate of 22%.
sehingga Perseroan menerapkan tarif pajak
sebesar 22%.
Page 459
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/85 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
17. PERPAJAKAN (lanjutan) 17. TAXATION (continued)
g. Tarif pajak (lanjutan) g. Tax rates (continued)
Aset dan liabilitas pajak tangguhan pada tanggal Deferred tax assets and liabilities as at
31 Desember 2025 dan 2024 telah 31 December 2025 and 2024 have been
memperhitungkan tarif pajak untuk setiap tahun calculated by taking into account for each
yang terkait sebesar 22%. respective year with tax rate of 22%.
h. Aturan Model Pilar Dua Organization for h. Organization for Economic Cooperation and
Economic Cooperation and Development Development ("OECD”) Pillar Two Model
(”OECD”) Rules
Peraturan Menteri Keuangan No. PMK-136 The Minister of Finance Regulation No. PMK-
Tahun 2024 (“PMK-136”) telah disahkan di 136 Year 2024 (“PMK-136”) was enacted in
Indonesia, yurisdiksi di mana Perusahaan Indonesia, the jurisdiction in which the
didirikan, dan mulai berlaku pada 1 Januari Company is incorporated, and came into effect
2025. Pelaporan pertama adalah untuk tahun from 1 January 2025. The first filing is for the
pajak, yang berakhir pada 31 Desember 2025, fiscal year ended 31 December 2025 which will
akan jatuh tempo pada 30 Juni 2027. be due by 30 June 2027.
Grup berada dalam lingkup aturan model Pilar The Group is within the scope of the OECD
Dua OECD dan menerapkan pengecualian Pillar Two model rules and applied the
dalam pengakuan serta pengungkapan exception to recognising and disclosing
informasi mengenai aset dan liabilitas pajak information about deferred tax assets and
tangguhan yang terkait dengan pajak liabilities relating to Pillar Two income taxes
penghasilan Pilar Dua mulai 1 Januari 2025. from 1 January 2025.
Grup telah melakukan penilaian atas potensi The Group has performed an assessment of the
eksposur Grup terhadap pajak penghasilan Pilar Group’s potential exposure to Pillar Two income
Dua. taxes.
Berdasarkan penilaian tersebut, sebagian besar Based on the assessment, most of the entities
entitas dalam Grup beroperasi pada yurisdiksi in the Group operate in jurisdiction that have an
yang memiliki tarif pajak efektif di atas 15%, effective tax rate above 15%, hence the income
sehingga beban pajak penghasilan terkait pajak tax expense related to Pillar Two income taxes
penghasilan Pilar Dua di yurisdiksi terkait dinilai in the relevant jurisdictions is assessed to be
tidak material. immaterial.
Page 460
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/86 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
18. AKRUAL 18. ACCRUALS
2025 2024
Produksi dan Production
subkontraktor 3,029,112 2,693,110 and sub-contractors
Royalti dan kewajiban lain Royalties and other obligations
kepada Pemerintah 756,872 1,087,539 to the Government
Biaya proyek 355,687 453,666 Project costs
Transportasi 240,165 232,879 Transportation
Perbaikan dan pemeliharaan 215,008 110,910 Repair and maintenance
Jasa purna-jual 211,582 298,200 After-sales service
Administrasi lain-lain 191,201 101,390 Other administratives
Bunga 117,066 138,821 Interest
Jasa profesional 89,107 97,968 Professional fees
Lain-lain 1,486,731 1,572,915 Others
6,692,531 6,787,398
Rincian akrual adalah sebagai berikut: Details of accruals are as follows:
2025 2024
Pihak ketiga 6,680,522 6,761,462 Third parties
Pihak berelasi Related parties
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 12,009 25,936 Rp 53.2 billion each)
6,692,531 6,787,398
Lihat Catatan 36 untuk informasi mengenai pihak See Note 36 for related parties information and Note
berelasi dan Catatan 32 untuk informasi tentang 32 for information about the Group’s exposure to
risiko likuiditas Grup. liquidity risk.
19. PINJAMAN BANK JANGKA PANJANG 19. LONG-TERM BANK LOANS
2025 2024
Jumlah 15,737,286 17,156,753 Total
Bagian jangka panjang (6,054,620) (14,862,421) Non-current portion
Bagian jangka pendek 9,682,666 2,294,332 Current portion
Page 461
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/87 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
19. PINJAMAN BANK JANGKA PANJANG (lanjutan) 19. LONG-TERM BANK LOANS (continued)
Informasi yang signifikan terkait dengan pinjaman bank jangka panjang pada Significant information related to long-term bank loans as at
tanggal 31 Desember 2025 dan 2024 adalah sebagai berikut: 31 December 2025 and 2024 is as follows:
Jatuh tempo
fasilitas/
Saldo/Balance
Pemberi pinjaman/ Maturity of Fasilitas/ Jumlah fasilitas/ Periode pembayaran/ Suku bunga/
Lenders facility Facility Total facility Repayment frequency Interest rate 2025 2024
Perseroan/The Company:
Club deal: Oktober/ Fasilitas pinjaman USD 1.0 miliar/billion Tiga bulan dari setiap Term-SOFR + 2,740,611(iv) 4,865,754
Oversea-Chinese Banking Corporation Limited (i) October berulang/ Revolving loan (setara pengambilan/Three marjin/margin
Australia and New Zealand Banking Group 2026 facility dengan/equivalent to months after each
Limited, Singapore Branch (ANZ), Bank of China Rp 16,782.0 withdrawal
(Hong Kong) Limited, Sumitomo Mitsui Banking miliar/billion)
Corporation Singapore Branch, dan/and United
Overseas Bank Limited, PT Bank Mandiri
(Persero) Tbk, PT Bank Negara Indonesia
(Persero) Tbk, PT Bank ANZ Indonesia, PT Bank
DBS Indonesia, Bank of China (Hong Kong)
Limited Jakarta Branch, Citibank, N.A., Jakarta
Branch, PT Bank Shinhan Indonesia, PT Bank
SMBC Indonesia Tbk (dahulu/formerly PT Bank
BTPN Tbk), PT Bank CIMB Niaga Tbk, PT Bank
ICBC Indonesia dan/and PT Bank UOB Indonesia
PT Bank Syariah Indonesia Tbk (“BSI”) Desember/ Fasilitas pembiayaan/ Rp 650.0 miliar/billion Angsuran bulanan/ Cost of fund + 193,541(ii) 216,023 (ii)
December Financing facility Monthly installments marjin/margin
2031
Pamapersada:
Club deal:
PT Bank Central Asia Tbk (i), PT Bank Permata September 2028 Fasilitas pinjaman Rp 8,250.0 miliar/billion Angsuran tengah JIBOR (vii) + 6,187,500 (iii) 8,250,000 (iii)
Tbk, PT Bank Rakyat Indonesia (Persero) Tbk, PT berjangka/ tahunan/Semi- marjin/margin
Bank Mandiri (Persero) Tbk, dan/and Lembaga Term loan facility annual installments
Pembiayaan Ekspor Indonesia (“LPEI”)
PT Bank Rakyat Indonesia (Persero) Tbk Juni/June 2026 Fasilitas pinjaman USD 120.0 juta/million Hingga jatuh tempo/Until Term-SOFR + 2,013,840 (iv) 1,939,440
berulang/ (setara dengan/ maturity marjin/margin
Revolving loan facility equivalent to
Rp 2,013.8
miliar/billion)
PT Bank Mandiri (Persero) Tbk Juni/June 2026 Fasilitas pinjaman Rp 1,000.0 miliar/billion Hingga jatuh tempo/Until JIBOR (vii) + 700,000 (iv) -
berulang/ maturity marjin/margin
Revolving loan facility
Page 462
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/88 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
19. PINJAMAN BANK JANGKA PANJANG (lanjutan) 19. LONG-TERM BANK LOANS (continued)
Informasi yang signifikan terkait dengan pinjaman bank jangka panjang pada Significant information related to long-term bank loans as at 31 December 2025
tanggal 31 Desember 2025 dan 2024 adalah sebagai berikut: (lanjutan) and 2024 is as follows: (continued)
Saldo/Balance
Jatuh tempo
Pemberi pinjaman/ fasilitas/ Fasilitas/ Jumlah fasilitas/ Periode pembayaran/ Suku bunga/
Lenders Maturity of facility Facility Total facility Repayment frequency Interest rate
2025 2024
Pamapersada: (lanjutan/continued)
(vii) (iv)
PT Bank Central Asia Tbk Mei/May 2026 Fasilitas pinjaman Rp 3,000.0 miliar/billion Hingga jatuh tempo/Until JIBOR + 600,000 -
berulang/ maturity marjin/margin
Revolving loan
facility
PT Bank ANZ Indonesia Mei/May 2026 Fasilitas pinjaman USD 30.0 juta/million Hingga jatuh tempo/Until Term-SOFR + 503,460 (iv) 484,860
berulang/ (setara dengan/ maturity marjin/margin
Revolving loan equivalent to
facility Rp 503.5 miliar/billion)
PT Bank Negara Indonesia (Persero) Tbk Mei/May 2026 Fasilitas pinjaman Rp 800.0 miliar/billion Hingga jatuh tempo/Until JIBOR (vii) + 500,000 (iv) 300,000
berulang/ maturity marjin/margin
Revolving loan
facility
PML:
Club deal: September 2031 Fasilitas pinjaman Rp 1,590.4 miliar/billion Angsuran setiap 1 dan 3 JIBOR (vii) + 1,244,171 (v) 1,100,676(v)
PT Bank Mandiri (Persero) Tbk (i), PT berjangka/Term bulan dari marjin/margin
Bank Negara Indonesia (Persero) Tbk, loan facility pengambilan/
BSI, PT Bank SMBC Indonesia Tbk Installments every 1
and 3 months from
drawdown
Club deal: Januari/ Fasilitas pinjaman Rp 1,300.0 miliar/billion Angsuran setiap 3 bulan JIBOR (vii) + 1,054,163 (vi) -
PT Bank Negara Indonesia (Persero) January 2032 berjangka/Term dari pengambilan/ marjin/margin
Tbk (i), PT Bank Rakyat Indonesia loan facility Installments every 3
(Persero) Tbk, BSI, LPEI months from
drawdown
Jumlah pinjaman bank jangka panjang/Total long-term bank loans 15,737,286 17,156,753
(i) Bertindak sebagai agen/Acting as an agent.
(ii) Termasuk bagian jangka pendek dari pinjaman bank jangka panjang sebesar Rp 24,7 miliar (2024: Rp 22,5 miliar)/Including current portion of long-term bank loans amounted to Rp 24.7 billion (2024: Rp 22.5 billion).
(iii) Termasuk bagian jangka pendek dari pinjaman bank jangka panjang sebesar Rp 2.062,5 miliar (2024: Rp 2.062,5 miliar)/Including current portion of long-term bank loans amounted to Rp 2,062.5 billion (2024: Rp 2,062.5 billion).
(iv) Jumlah ini seluruhnya merupakan bagian jangka pendek dari pinjaman bank jangka panjang/This amount is entirely attributable to the current portion of long-term bank loans.
(v) Termasuk bagian jangka pendek dari pinjaman bank jangka panjang sebesar Rp 298,4 miliar (2024: Rp 209,3 miliar)/Including current portion of long-term bank loans amounted to Rp 298.4 billion (2024: Rp 209.3 billion).
(vi) Termasuk bagian jangka pendek dari pinjaman bank jangka panjang sebesar Rp 239,1 miliar (2024: nihil)/Including current portion of long-term bank loans amounted to Rp 239.1 billion (2024: nil).
(vii) Grup telah menelaah dan berdiskusi dengan para kreditur untuk melakukan transisi dari JIBOR ke Compounded IndONIA, lihat Catatan 2a/The Group has made assessments and discussions with creditors to transition from JIBOR to Compounded IndONIA,
see Note 2a.
Lihat Catatan 34d untuk fasilitas pinjaman yang belum digunakan. See Note 34d for unused borrowing facilities.
Page 463
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/89 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
19. PINJAMAN BANK JANGKA PANJANG (lanjutan) 19. LONG-TERM BANK LOANS (continued)
Pada tanggal 31 Desember 2025 dan 2024, Grup As at 31 December 2025 and 2024, the Group
telah memenuhi batasan-batasan secara triwulanan, has complied with the covenants on a quarter,
tengah tahunan, dan tahunan yang diwajibkan dalam semi-annual and annual basis as required in the
perjanjian pinjaman tersebut, yaitu rasio gearing dan borrowing agreement, such as gearing ratio and
rasio utang terhadap ekuitas. debt to equity ratio.
Selama tahun 2025, Grup melakukan pembayaran During 2025, the Group has made payments for
atas pinjaman bank tersebut sebesar Rp 10.005,0 the above bank loan amounted to Rp 10,005.0
miliar (2024: Rp 5.529,2 miliar). billion (2024: Rp 5,529.2 billion).
Fasilitas-fasilitas ini digunakan untuk membiayai The facilities were used to finance working capital,
modal kerja, belanja modal dan keperluan capital expenditure and other general funding
pendanaan umum lainnya. Beberapa alat berat purposes. Several heavy equipments are pledged
dijaminkan atas pinjaman bank jangka panjang as collaterals for long-term bank loans from BSI.
kepada BSI.
Nilai wajar pinjaman bank jangka panjang mendekati The fair values of long-term bank loans
nilai tercatatnya. Nilai wajar dari pinjaman bank approximate their carrying amounts. The fair
jangka panjang dinilai menggunakan diskonto arus values of long-term bank loans are measured
kas berdasarkan tingkat suku bunga terakhir yang using discounted cash flows based on the latest
dikenakan pada masing-masing pinjaman yang interest rate of the borrowings entered by the
didapatkan Grup dan diklasifikasikan sebagai tingkat Group and are within level 2 of the fair value
2 dalam hirarki nilai wajar. hierarchy.
Lihat Catatan 32 untuk informasi tentang risiko See Note 32 for information about the Group’s
likuiditas Grup. exposure to liquidity risk.
20. LIABILITAS SEWA 20. LEASE LIABILITIES
2025 2024
Pihak ketiga 1,095,301 1,018,619 Third parties
Pihak berelasi Related parties
PT Komatsu Astra Finance 543,168 542,375 PT Komatsu Astra Finance
PT Serasi Autoraya PT Serasi Autoraya
dan entitas anak 136,531 97,409 and subsidiaries
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 2,739 6,212 Rp 53.2 billion each)
682,438 645,996
Jumlah 1,777,739 1,664,615 Total
Bagian jangka panjang (976,309) (757,535) Non-current portion
Bagian jangka pendek 801,430 907,080 Current portion
Liabilitas sewa menggunakan mata uang Rupiah. The lease arrangements are denominated in
Rupiah.
Page 464
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/90 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
20. LIABILITAS SEWA (lanjutan) 20. LEASE LIABILITIES (continued)
Pembayaran sewa minimum di masa mendatang Future minimum lease payments under lease
serta nilai kini atas pembayaran minimum sewa pada together with the present value of the minimum
tanggal 31 Desember 2025 dan 2024 adalah sebagai lease payments as at 31 December 2025 and
berikut: 2024 were as follows:
2025 2024
Kurang dari satu tahun 908,677 1,006,916 Less than a year
Antara satu dan lima tahun 1,055,141 839,003 Between one and five years
1,963,818 1,845,919
Dikurangi: Less:
Biaya pembiayaan masa datang (186,079) (181,304) Future finance costs
Nilai kini liabilitas sewa 1,777,739 1,664,615 Present value of lease liabilities
Aset hak-guna terdiri dari alat berat, kendaraan Right-of-use assets consist of heavy equipment,
bermotor, dan tanah dan bangunan. Beberapa aset transportation equipment and land and buildings.
hak-guna tersebut dipakai sebagai jaminan untuk Several right-of-use assets are pledged as
sewa yang bersangkutan (lihat Catatan 9). collateral for the related lease (see Note 9).
Tidak ada pembatasan signifikan yang ditetapkan There are no significant restrictions imposed by
oleh pesewa terhadap Grup terkait dengan the lessor to the Group on use of the assets or
penggunaan aset atau pencapaian kinerja keuangan achievement of certain financial performance.
tertentu.
Selama tahun 2025, Grup telah melakukan During 2025, the Group have made payments for
pembayaran pokok dan beban bunga atas liabilitas the principal and interest expenses on lease
sewa, sewa jangka pendek dan aset bernilai rendah, liabilities, short-term and low value assets lease
dan penambahan aset hak guna tanah dan and right-of-use assets of land and buildings
bangunan sebesar Rp 2.913,6 miliar addition totaling Rp 2,913.6 billion (2024: Rp
(2024: Rp 2.892,9 miliar). 2,892.9 billion).
Lihat Catatan 36 untuk informasi mengenai pihak See Note 36 for related parties information and
berelasi dan Catatan 32 untuk informasi tentang Note 32 for for information about the Group’s
risiko likuiditas Grup. exposure to liquidity risk.
21. MODAL SAHAM DAN SAHAM TRESURI 21. SHARE CAPITAL AND TREASURY SHARES
Susunan kepemilikan saham Perseroan pada The composition of the Company’s shareholders
tanggal 31 Desember 2025 adalah sebagai berikut: as at 31 December 2025 is as follows:
2025
Jumlah saham Persentase
(nilai penuh)/ kepemilikan/
Number of Percentage of
shares ownership Jumlah/
Pemegang saham (full amount) (%) Total Shareholders
PT Astra International Tbk 2,219,317,358 59.50 554,829 PT Astra International Tbk
Franciscus Xaverius Laksana Franciscus Xaverius Laksana
Kesuma (Presiden Direktur) 700,000 0.02 175 Kesuma (President Director)
Iwan Hadiantoro (Direktur) 168,100 0.00 42 Iwan Hadiantoro (Director)
Loudy Irwanto Ellias (Direktur) 65,515 0.00 16 Loudy Irwanto Ellias (Director)
Vilihati Surya (Direktur) 13,000 0.00 3 Vilihati Surya (Director)
Widjaja Kartika (Direktur) 2,000 0.00 1 Widjaja Kartika (Director)
Masyarakat selain Direksi Public excluding Board
(masing-masing kepemilikan of Directors (each
di bawah 5%) 1,352,463,063 36.37 338,116 ownership less than 5%)
Jumlah saham beredar 3,572,729,036 95.89 893,182 Total outstanding shares
Saham tresuri 157,406,100 4.11 39,352 Treasury shares
Jumlah saham ditempatkan Total shares issued and
dan disetor penuh 3,730,135,136 100.00 932,534 fully paid
Page 465
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/91 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
21. MODAL SAHAM DAN SAHAM TRESURI (lanjutan) 21. SHARE CAPITAL AND TREASURY SHARES
(continued)
Susunan kepemilikan saham Perseroan pada The composition of the Company’s shareholders
tanggal 31 Desember 2024 adalah sebagai berikut: as at 31 December 2024 is as follows:
2024
Jumlah saham Persentase
(nilai penuh)/ kepemilikan/
Number of Percentage of
shares ownership Jumlah/
Pemegang saham (full amount) (%) Total Shareholders
PT Astra International Tbk 2,219,317,358 59.50 554,829 PT Astra International Tbk
Franciscus Xaverius Laksana Franciscus Xaverius Laksana
Kesuma (Presiden Direktur) 200,000 0.01 50 Kesuma (President Director)
Iwan Hadiantoro (Direktur) 166,400 0.00 42 Iwan Hadiantoro (Director)
Loudy Irwanto Ellias (Direktur) 34,515 0.00 9 Loudy Irwanto Ellias (Director)
Edhie Sarwono (Direktur) 19,100 0.00 5 Edhie Sarwono (Director)
Widjaja Kartika (Direktur) 2,000 0.00 1 Widjaja Kartika (Director)
Masyarakat selain Direksi Public excluding Board
(masing-masing kepemilikan of Directors (each
di bawah 5%) 1,412,069,763 37.85 353,016 ownership less than 5%)
Jumlah saham beredar 3,631,809,136 97.36 907,952 Total outstanding shares
Saham tresuri 98,326,000 2.64 24,582 Treasury shares
Jumlah saham ditempatkan Total shares issued and
dan disetor penuh 3,730,135,136 100.00 932,534 fully paid
Saham biasa memberikan hak kepada Ordinary shares entitle the holders to participate in
pemegangnya untuk memperoleh dividen dan hasil dividends and the proceeds on winding up of the
pembubaran Grup sesuai dengan proporsi lembar Group in proportion to the number of and amounts
saham dan jumlah yang dibayarkan atas saham yang paid on the shares held.
dimiliki.
Pada tanggal 31 Desember 2025 Perseroan memiliki As at 31 December 2025, the Company held
157.406.100 saham (2024: 98.326.000 saham) 157,406,100 shares (2024: 98,326,000 shares) of
Perseroan yang dibeli kembali dengan imbalan tunai the Company’s repurchased shares with cash
sebesar Rp 4.902,2 miliar (2024: Rp 3.191,3 miliar). consideration of Rp 4,902.2 billion (2024: Rp
3,191.3 billion).
22. TAMBAHAN MODAL DISETOR DAN SELISIH 22. ADDITIONAL PAID-IN CAPITAL AND
KURS DARI PENJABARAN LAPORAN EXCHANGE DIFFERENCE ON FINANCIAL
KEUANGAN STATEMENTS TRANSLATION
Rincian tambahan modal disetor pada tanggal Details of the additional paid-in capital balance as
31 Desember 2025 dan 2024 adalah sebagai at 31 December 2025 and 2024 are as follows:
berikut:
Agio saham Excess of proceeds over par value
- Penawaran Umum Terbatas IV 5,968,216 Limited Public Offering IV -
- Penawaran Umum Terbatas III 3,445,694 Limited Public Offering III -
- Penawaran Umum Terbatas II 346,927 Limited Public Offering II -
- Penawaran Umum Perdana 16,875 Initial Public Offering -
9,777,712
Biaya emisi saham (94,534) Share issuance cost
Opsi saham karyawan yang
telah dieksekusi 14,774 Employee stock options exercised
Opsi saham karyawan yang
gagal diperoleh 5,985 Employee stock options forfeited
9,703,937
Page 466
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/92 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
22. TAMBAHAN MODAL DISETOR DAN SELISIH 22. ADDITIONAL PAID-IN CAPITAL AND
KURS DARI PENJABARAN LAPORAN EXCHANGE DIFFERENCE ON FINANCIAL
KEUANGAN (lanjutan) STATEMENTS TRANSLATION (continued)
Pada tanggal 31 Desember 2025 dan 2024, Grup As at 31 December 2025 and 2024, the Group does
tidak memiliki opsi saham karyawan yang masih not have any outstanding employee stock option.
dapat dieksekusi.
Selisih kurs dari penjabaran laporan keuangan Exchange difference on financial statements
berasal dari penjabaran saldo laporan keuangan translation is derived from the translation of
entitas anak, entitas asosiasi, dan ventura bersama financial statements of subsidiaries, associates
dengan mata uang fungsional USD. Rincian selisih and joint ventures with functional currency of USD.
kurs dari penjabaran laporan keuangan berdasarkan Details of exchange difference on financial
segmen usaha adalah sebagai berikut: statements translation on operation segment is as
follows:
2025 2024
Penambangan batubara Thermal and metallurgical
termal dan metalurgi 4,091,429 3,563,994 coal mining
Penambangan emas dan Gold and other
mineral lainnya 3,803,695 2,752,928 mineral mining
Mesin konstruksi 621,934 601,167 Construction machinery
Segmen lainnya 710,008 481,264 Other segments
9,227,066 7,399,353
23. CADANGAN WAJIB 23. STATUTORY RESERVE
Undang-undang Perseroan Terbatas Tahun 1995 The Indonesian Company Law of 1995 which was
sebagaimana telah diubah melalui Undang-undang amended by law No. 40/2007 requires all
No. 40/2007 mewajibkan perusahaan di Indonesia Indonesian companies to provide a certain amount
untuk menyisihkan sebagian dari laba bersihnya of their net income as a statutory reserve up to
untuk tujuan pembentukan cadangan wajib sampai 20.0% of the issued and paid up share capital.
sebesar 20,0% dari jumlah modal saham yang
ditempatkan dan disetor penuh.
Pada tanggal 31 Desember 2025 dan 2024, As at 31 December 2025 and 2024, the
akumulasi cadangan wajib tersebut adalah sejumlah accumulated statutory reserve amounted to
Rp 186,5 miliar, yang merupakan 20,0% dari modal Rp 186.5 billion, which represents 20.0% of the
yang ditempatkan dan disetor penuh. issued and paid up share capital.
24. DIVIDEN 24. DIVIDENDS
Dividen tunai yang telah diumumkan dan dibagikan Cash dividends declared and distributed for the
untuk tahun-tahun yang berakhir pada 31 Desember years ended 31 December 2025 and 2024, were as
2025 dan 2024 adalah sebagai berikut: follows:
Dividen
per lembar
saham
Tanggal (nilai penuh)/
deklarasi/ Tanggal Dividend
Declaration pembayaran/ per share Jumlah/
date Payment date (full amount) Total
Interim 2025 26 September 24 Oktober/ Rp 567.0 Rp 2,059.2 Interim 2025
2025 October 2025 miliar/billion
Final 2024 25 April 2025 28 Mei/ Rp 1,484.0 Rp 5,389.6 Final 2024
May 2025 miliar/billion
Interim 2024 26 September 24 Oktober/ Rp 667.0 Rp 2,422.4 Interim 2024
2024 October 2024 miliar/billion
Final 2023 24 April 2024 22 Mei/ Rp 1,569.0 Rp 5,698.3 Final 2023
May 2024 miliar/billion
Page 467
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/93 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
24. DIVIDEN (lanjutan) 24. DIVIDENDS (continued)
Pada tanggal 31 Desember 2025, Grup memiliki As at 31 December 2025, the Group has dividend
utang dividen sebesar Rp 25,8 miliar (2024: Rp 64,9 payables amounted to Rp 25.8 billion
miliar). Utang dividen disajikan sebagai utang non- (2024: Rp 64.9 billion). Dividend payables are
usaha. presented under non-trade payables.
25. KEPENTINGAN NONPENGENDALI 25. NON-CONTROLLING INTERESTS
Jumlah kepentingan nonpengendali pada Total non-controlling interests as at 31 December
31 Desember 2025 adalah Rp 5.362,7 miliar (2024: 2025 is amounting to Rp 5,362.7 billion (2024: Rp
Rp 5.227,8 miliar) dimana sebesar Rp 2.600,1 miliar 5,227.8 billion) of which Rp 2,600.1 billion
(2024: Rp 2.527,2 miliar) merupakan kepentingan (2024: Rp 2,527.2 billion) related to the non-
nonpengendali di ABB, Rp 947,1 miliar (2024: Rp controlling interest of ABB and Rp 947.1 billion
1.045,5 miliar) merupakan kepentingan (2024: Rp Rp 1,045.5 billion) related to the non-
nonpengendali di PTAR, dan Rp 1.815,5 miliar (2024: controlling interest of PTAR and Rp 1,815.5 billion
Rp 1.655,1 miliar) merupakan kepentingan (2024: Rp 1,655.1 billion) related to other non-
nonpengendali lainnya. controlling interests.
Berikut ini adalah ringkasan informasi keuangan Set out below is the summarised financial
entitas anak yang memiliki kepentingan information of subsidiaries that have non-
nonpengendali yang material terhadap Grup. controlling interests that are material to the Group.
Ringkasan laporan posisi keuangan pada tanggal Summarised statements of financial position as at
31 Desember 2025 dan 2024 adalah sebagai berikut: 31 December 2025 and 2024 is as follows:
2025
Aset lancar/ Aset tidak lancar/ Liabilitas jangka Liabilitas jangka
Current Non-current pendek/Current panjang/Non- Aset bersih/
assets assets liabilities current liabilities Net assets
ABB 5,930,239 3,818,424 (2,008,957) (280,194) 7,459,512
PTAR 7,491,108 10,731,080 (1,540,180) (4,174,682) 12,507,326
13,421,347 14,549,504 (3,549,137) (4,454,876) 19,966,838
2024
Aset lancar/ Aset tidak lancar/ Liabilitas jangka Liabilitas jangka
Current Non-current pendek/Current panjang/Non- Aset bersih/
assets assets liabilities current liabilities Net assets
ABB 6,412,846 3,196,574 (2,431,592) (182,504) 6,995,324
PTAR 6,463,157 10,239,727 (1,315,112) (1,214,649) 14,173,123
12,876,003 13,436,301 (3,746,704) (1,397,153) 21,168,447
Ringkasan laporan laba rugi dan penghasilan Summarised statements of profit or loss and other
komprehensif lain untuk tahun yang berakhir pada comprehensive income for the years ended
tanggal 31 Desember 2025 adalah sebagai berikut: 31 December 2025 is as follows:
2025
Penghasilan/(beban) Jumlah Dividen
komprehensif lain penghasilan yang dibayarkan
tahun berjalan/ komprehensif untuk kepentingan
Laba Other tahun berjalan/ nonpengendali/
Pendapatan tahun berjalan/ comprehensive Total comprehensive Dividend paid
bersih/ Profit income/(expenses) income to non-controlling
Net revenue for the year for the year for the year interests
ABB 11,038,076 924,246 288,633 1,212,879 184,179
PTAR 11,883,898 4,246,995 (2,712,085) 1,534,910 184,678
22,921,974 5,171,241 (2,423,452) 2,747,789 368,857
Page 468
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/94 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
25. KEPENTINGAN NONPENGENDALI (lanjutan) 25. NON-CONTROLLING INTERESTS (continued)
Ringkasan laporan laba rugi dan penghasilan Summarised statements of profit or loss and other
komprehensif lain untuk tahun yang berakhir pada comprehensive income for the year ended 31
tanggal 31 Desember 2024 adalah sebagai berikut: December 2024 is as follows:
2024
Penghasilan/(beban) Jumlah Dividen
komprehensif lain penghasilan yang dibayarkan
tahun berjalan/ komprehensif untuk kepentingan
Laba Other tahun berjalan/ nonpengendali/
Pendapatan tahun berjalan/ comprehensive Total comprehensive Dividend paid
bersih/ Profit income/(expenses) income to non-controlling
Net revenue for the year for the year for the year interests
ABB 12,087,087 1,768,849 285,792 2,054,641 140,493
PTAR 8,841,390 2,500,606 (3,453) 2,497,153 47,115
20,928,477 4,269,455 282,339 4,551,794 187,608
Ringkasan laporan arus kas untuk tahun-tahun yang Summarised statements of cash flows for the
berakhir pada tanggal 31 Desember 2025 dan 2024 years ended 31 December 2025 and 2024 is as
adalah sebagai berikut: follows:
2025
ABB PTAR
Kas bersih yang diperoleh dari Net cash generated from
aktivitas operasi 806,607 5,985,866 operating activities
Kas bersih yang digunakan untuk Net cash used in
aktivitas investasi (973,398) (1,280,484) investing activities
Kas bersih yang digunakan untuk Net cash used in
aktivitas pendanaan (761,501) (3,703,992) financing activities
(Penurunan)/kenaikan bersih Net (decrease)/increase in
kas dan setara kas (928,292) 1,001,390 cash and cash equivalents
Cash and cash equivalents at
Kas dan setara kas pada awal tahun 1,578,704 4,280,583 the beginning of the years
Dampak perubahan selisih kurs Effect of exchange rate changes on
terhadap kas dan setara kas 103,902 182,870 cash and cash equivalents
Cash and cash equivalents
Kas dan setara kas pada akhir tahun 754,314 5,464,843 at the end of the years
2024
ABB PTAR
Kas bersih yang diperoleh dari Net cash generated from
aktivitas operasi 1,705,414 4,429,688 operating activities
Kas bersih yang digunakan untuk Net cash used in
aktivitas investasi (430,819) (1,224,593) investing activities
Kas bersih yang digunakan untuk Net cash used in
aktivitas pendanaan (597,798) (935,521) financing activities
Kenaikan bersih Net increase in
kas dan setara kas 676,797 2,269,574 cash and cash equivalents
Cash and cash equivalents at
Kas dan setara kas pada awal tahun 852,962 1,875,140 the beginning of the years
Dampak perubahan selisih kurs Effect of exchange rate changes on
terhadap kas dan setara kas 48,945 135,869 cash and cash equivalents
Cash and cash equivalents
Kas dan setara kas pada akhir tahun 1,578,704 4,280,583 at the end of the years
Informasi di atas adalah jumlah sebelum eliminasi The information above is the amount before
antar entitas. intercompany eliminations.
Page 469
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DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/95 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
26. PENDAPATAN BERSIH 26. NET REVENUE
2025 2024
Penjualan barang Sales of goods
Pihak berelasi Related parties
- Penambangan batubara Thermal and metallurgical -
termal dan metalurgi 8,465,429 9,280,709 coal mining
- Mesin konstruksi 143,045 201,897 Construction machinery -
- Segmen lainnya 8,734 3,149 Other segments -
8,617,208 9,485,755
Pihak ketiga Third parties
- Mesin konstruksi 31,797,354 32,480,536 Construction machinery -
- Penambangan batubara Thermal and metallurgical -
termal dan metalurgi 15,732,340 16,726,157 coal mining
- Penambangan emas dan Gold and other -
mineral lainnya 14,020,030 9,908,218 mineral mining
- Segmen lainnya 1,953 - Other segments -
61,551,677 59,114,911
Jumlah penjualan barang 70,168,885 68,600,666 Total sales of goods
Pendapatan jasa Sales of services
Pihak berelasi Related parties
- Kontraktor penambangan 394,853 - Mining contracting -
- Mesin konstruksi 63,600 53,587 Construction machinery -
- Segmen lainnya 448,334 911,806 Other segments -
906,787 965,393
Pihak ketiga Third parties
- Kontraktor penambangan 53,715,450 58,029,353 Mining contracting -
- Mesin konstruksi 4,592,055 4,543,477 Construction machinery -
- Segmen lainnya 1,917,633 2,288,109 Other segments -
60,225,138 64,860,939
Jumlah pendapatan jasa 61,131,925 65,826,332 Total sales of services
Jumlah pendapatan bersih 131,300,810 134,426,998 Total net revenue
Hingga akhir 31 Desember 2025 dan 2024, tidak At the end of 31 December 2025 and 2024, there is no
ada pendapatan yang diterima dari satu pelanggan revenue derived from a single external customer which
ekternal yang melebihi 10,0% dari jumlah exceeds 10.0% of total net revenue.
pendapatan bersih.
Lihat Catatan 36 untuk informasi mengenai pihak See Note 36 for related parties information.
berelasi.
Pendapatan Grup yang diakui pada tahun berjalan, Revenue of the Group recognised in the current year
yang berasal dari saldo kontrak liabilitas tahun lalu relating to carried-forward contract liabilities
sebesar Rp 440,1 miliar (2024: Rp 852,0 miliar). amounting to Rp 440.1 billion (2024: Rp 852.0 billion).
Page 470
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/96 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
26. PENDAPATAN BERSIH (lanjutan) 26. NET REVENUE (continued)
Rincian pendapatan Grup dari kontrak dengan Details of the Group’s revenue from contracts with
pelanggan, adalah sebagai berikut: customers, are as follows:
2025 2024
Pendapatan dari kontrak dengan Revenue from contracts with
pelanggan diselesaikan: customers recognised:
- Pada waktu tertentu 72,384,667 70,757,813 At point in time -
- Sepanjang waktu 58,916,143 63,669,185 Over the time -
Jumlah 131,300,810 134,426,998 Total
Saldo aset kontrak dan liabilitas kontrak pada 31 The contract assets and contract liabilities
Desember 2025 dan 2024 adalah sebagai berikut: balances at 31 December 2025 and 2024 are as
follows:
2025 2024
Aset kontrak(i) Contract assets(i)
Pihak berelasi 143,687 288,792 Related parties
Pihak ketiga 1,200,392 1,433,212 Third parties
1,344,079 1,722,004
Liabilitas kontrak(ii) Contract liabilities(ii)
Pihak berelasi 64,661 50,359 Related parties
Pihak ketiga 1,695,854 1,572,443 Third parties
1,760,515 1,622,802
(i)
Disajikan sebagai bagian dari “Piutang usaha”/Presented as part of “Trade receivables”.
(ii)
Disajikan sebagai bagian dari “Pendapatan tangguhan” dan “Uang muka pelanggan”/Presented as part of “Deferred revenue” and “Customer deposits”.
Manajemen memperkirakan bahwa harga transaksi Management expects that the transaction price
yang dialokasikan untuk kontrak yang belum allocated to the unsatisfied contracts as at
diselesaikan pada tanggal 31 Desember 2025 31 December 2025 amounting to Rp 2,509.3 billion
sebesar Rp 2.509,3 miliar (2024: Rp 2.764,4 miliar) (2024: Rp 2,764.4 billion) will be recognised as
akan diakui sebagai pendapatan selama rentang revenue between 1-5 years.
waktu antara 1-5 tahun.
Page 471
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
27. BEBAN 27. EXPENSES
Berikut merupakan rekonsiliasi beban pokok The following is the reconciliation of the cost of
pendapatan selama tahun berjalan: revenue during the years:
2025 2024
Bahan baku untuk produksi Raw materials for production
- Saldo awal 238,231 576,102 Beginning balance -
- Pembelian 1,437,781 1,642,568 Purchases -
- Saldo akhir (252,876) (238,231) Ending balance -
Pemakaian bahan baku 1,423,136 1,980,439 Raw materials usage
Barang dalam proses Work in progress
- Saldo awal 202,544 167,956 Beginning balance -
- Saldo akhir (120,360) (202,544) Ending balance -
Pemakaian/(penambahan) Work in progress
barang dalam proses 82,184 (34,588) material usage/(addition)
Beban produksi Production costs
- Bahan consumables 21,798,280 20,784,988 Consumables -
Depreciation and -
- Penyusutan dan amortisasi 11,255,082 10,854,523 amortisation
- Beban karyawan 10,485,477 9,596,242 Employee costs -
- Perbaikan dan pemeliharaan 8,924,155 10,342,933 Repairs and maintenance -
- Subkontraktor 7,437,041 7,368,173 Sub-contractors -
- Beban overhead 6,105,134 5,949,449 Overhead expenses -
- Beban untuk ekstrasi dan Mining extraction and -
pengolahan tambang dan processing and other
beban produksi lain 5,243,105 4,606,581 production costs
- Royalti kepada Pemerintah 4,516,816 3,931,750 Royalties to the Government -
Jumlah beban produksi 75,765,090 73,434,639 Total production costs
Jumlah beban produksi serta Total production costs
pemakaian bahan baku dan and raw materials and
barang dalam proses 77,270,410 75,380,490 work in progress usage
Persediaan lain-lain Other inventories
- Saldo awal 16,651,605 16,522,647 Beginning balance -
- Pembelian 24,137,394 25,343,906 Purchases -
- Saldo akhir (16,462,103) (16,651,605) Ending balance -
Jumlah beban Total cost
pokok pendapatan 101,597,306 100,595,438 of revenue
Pembelian dari pemasok dengan jumlah transaksi Purchases from suppliers exceeding 10.0% of total
melebihi 10,0% dari jumlah pendapatan bersih consolidated net revenue are from the following:
konsolidasian berasal dari:
2025 2024
KMSI 19,375,728 23,565,763 KMSI
Page 472
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/98 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
27. BEBAN (lanjutan) 27. EXPENSES (continued)
Karakteristik beban berdasarkan sifatnya untuk Significant expenses by nature of cost of revenue,
beban pokok pendapatan, beban penjualan, beban selling expenses, general and administrative
umum dan administrasi yang signifikan adalah expenses are as follows:
sebagai berikut:
2025 2024
Penggunaan bahan baku Usage of raw materials and
dan biaya barang jadi 25,832,216 27,160,799 cost of finished goods
Beban consumables 21,845,366 20,796,829 Consumables
Beban karyawan 13,583,839 12,831,039 Employee costs
Beban penyusutan dan Depreciation and
amortisasi 12,203,416 11,275,767 amortisation expenses
Subkontraktor 11,230,454 10,514,803 Sub-contractors
Perbaikan dan pemeliharaan 9,351,578 10,319,433 Repairs and maintenance
Royalti kepada Pemerintah 4,516,816 3,931,750 Royalties to the Government
Utilitas 1,844,564 2,279,090 Utilities
Pengiriman dan ongkos angkut 1,707,175 1,581,059 Shipping and freight
Beban transportasi Transportation and
dan komunikasi 1,613,810 1,800,416 communication expenses
Sewa jangka pendek Short-term and
dan aset bernilai rendah 1,563,870 1,476,655 low value assets leases
Kesehatan, keselamatan dan
keamanan 788,668 685,685 Health, safety and security
Perizinan dan pajak lain-lain 717,819 686,262 Licenses and other taxes
Jasa profesional 542,901 617,223 Professional fees
Penambahan provisi atas Addition of provision
penurunan nilai for impairment of trade
piutang usaha, bersih 586,942 38,778 receivables, net
Asuransi 327,489 298,281 Insurances
Perlengkapan kantor 226,442 155,233 Office supplies
Donasi, representasi, dan Donation, representations and
hiburan 166,561 181,976 entertainments
Pelatihan dan rekrutmen 150,311 172,068 Training and recruitment
Penambahan provisi Addition of provision
persediaan usang dan for inventory obsolescence
penurunan nilai, bersih 66,627 123,660 and write-down, net
Iklan 61,169 74,365 Advertising
Peralatan dan perlengkapan 58,721 77,556 Tools and equipment
Lain-lain 248,758 166,741 Others
109,235,512 107,245,468
Beban pokok pendapatan 101,597,306 100,595,438 Cost of revenue
Beban penjualan 1,597,792 1,056,442 Selling expenses
General and
Beban umum dan administrasi 6,040,414 5,593,588 administrative expenses
109,235,512 107,245,468
Page 473
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/99 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
28. BEBAN LAIN-LAIN, BERSIH 28. OTHER EXPENSES, NET
2025 2024
Keuntungan atas pelepasan Gain on disposal of
entitas anak 568,220 - subsidiaries
Penyesuaian nilai wajar Fair value adjustment of
atas investasi (Catatan 8c) 320,097 131,306 investments (Note 8c)
Keuntungan atas pelepasan aset Gain on disposal of
tetap (Catatan 9) 272,610 313,491 fixed assets (Note 9)
Pendapatan dividen (Catatan 8c) 75,492 91,373 Dividend income (Note 8c)
Kerugian atas penurunan nilai Loss on impairment of
aset tetap (Catatan 9) (10,000) (139,992) fixed assets (Note 9)
Kerugian nilai tukar Foreign currency exchange
mata uang asing, bersih (116,302) (539,902) loss, net
Kerugian atas penurunan nilai Loss on impairment of
beban eksplorasi dan deferred exploration and
pengembangan tangguhan development expenditures
(Catatan 10b) (165,660) (300,885) (Note 10b)
Pajak final (265,148) (264,852) Final tax
Kerugian atas penurunan nilai Loss on impairment
pada investasi of investment
ventura bersama (Catatan 8b) (866,057) - in joint ventures (Note 8b)
Pendapatan lain-lain, bersih (69,478) 288,031 Other income, net
(256,226) (421,430)
29. PENGHASILAN KEUANGAN 29. FINANCE INCOME
2025 2024
Penghasilan bunga dari kas pada
bank, deposito berjangka, Interest income from cash in
deposito berjangka untuk devisa banks, time deposits, time
hasil ekspor, serta kas dan deposits for export proceeds
deposito berjangka and restricted cash
yang dibatasi penggunaannya 862,401 762,836 and time deposits
Penghasilan bunga dari pinjaman Interest income from amounts
kepada pihak ketiga due from third parties
dan pihak berelasi 382,088 387,318 and related parties
1,244,489 1,150,154
30. BIAYA KEUANGAN 30. FINANCE COSTS
2025 2024
Biaya bank 1,326,008 1,222,359 Bank charges
Beban bunga Interest expenses
- Pinjaman bank 1,073,265 1,162,262 Bank loans -
- Liabilitas sewa 154,072 153,056 Lease liabilities -
- Liabilitas keuangan lain-lain 72,473 112,902 Other financial liabilities -
2,625,818 2,650,579
Page 474
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/100 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
31. LIABILITAS IMBALAN KERJA 31. EMPLOYEE BENEFIT OBLIGATIONS
2025 2024
Imbalan pensiun Pensions and other
dan pascakerja lain-lain 4,042,804 3,779,567 post-employment benefits
Imbalan jangka panjang lain-lain 1,971,671 1,560,825 Other long-term benefits
Liabilitas imbalan kerja 6,014,475 5,340,392 Employee benefit obligations
Akrual imbalan kerja 536,726 500,076 Accrued employee benefits
6,551,201 5,840,468
Dikurangi: Less:
Bagian jangka pendek (1,053,575) (851,582) Current portion
Bagian jangka panjang 5,497,626 4,988,886 Non-current portion
Akrual imbalan kerja sebagian besar terdiri dari Accrued employee benefits mainly consist of
akrual tunjangan karyawan, bonus, gaji, dan insentif. accrued employee allowance, bonus, salary and
incentives.
Liabilitas imbalan kerja dihitung oleh Kantor The employee benefit obligations are calculated by
Konsultan Aktuaria Halim & Rekan, aktuaris Kantor Konsultan Aktuaria Halim & Rekan, an
independen. Laporan aktuarial terkini bertanggal independent actuary. The latest actuarial
15 Januari 2026 (2024 : 15 Januari 2025). report was dated 15 January 2026 (2024: 15
January 2025).
Imbalan pensiun dan pascakerja lain-lain Pension and other post-employment benefits
Liabilitas imbalan pensiun dan pascakerja lain-lain The pension and other post-employment benefit
yang diakui dalam laporan posisi keuangan obligations recognised in the consolidated
konsolidasian adalah sebagai berikut: statements of financial position are as follows:
2025 2024
Nilai kini kewajiban DPA 1 86,756 112,596 Present value of obligation DPA 1
Nilai wajar aset program (82,291) (109,304) Fair value of plan assets
4,465 3,292
Present value of obligation
Nilai kini kewajiban di luar DPA 1 4,038,339 3,776,275 outside DPA 1
4,042,804 3,779,567
Page 475
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/101 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
31. LIABILITAS IMBALAN KERJA (lanjutan) 31. EMPLOYEE BENEFIT OBLIGATIONS
(continued)
Imbalan pensiun dan pascakerja lain-lain (lanjutan) Pension and other post-employment benefits
(continued)
Mutasi liabilitas imbalan pensiun dan pascakerja lain- The movements of pension and other post-
lain adalah sebagai berikut: employment benefit liabilities are as follows:
2025
Liabilitas
imbalan
pensiun dan
pascakerja
Nilai kini lain-lain/
Nilai kini kewajiban di luar Pension
kewajiban Nilai DPA 1/ and other
DPA 1/ wajar aset Present value post-
Present value program/ obligation employment
of obligation Fair value of Jumlah/ outside benefits
DPA 1 plan assets Total DPA 1 obligations
Pada awal tahun 112,596 (109,304) 3,292 3,776,275 3,779,567 At the beginning of the year
Biaya jasa kini 1,706 - 1,706 390,514 392,220 Current service costs
Biaya jasa lalu - - - 115,015 115,015 Past service cost
Beban/(penghasilan) bunga 4,114 (9,051) (4,937) 229,596 224,659 Interest expenses/(income)
Pengukuran kembali: Remeasurements:
- Imbal hasil atas aset Return on plan assets -
program, tidak termasuk excluding amounts
jumlah dalam penghasilan included in interest
bunga - 1,823 1,823 - 1,823 income
- Perubahan dalam asumsi Change in financial -
keuangan (282) - (282) (232,767) (233,049) assumptions
- Perubahan dalam asumsi Change in demographic -
demografi - - - 395 395 assumptions
- Penyesuaian pengalaman Experience adjustment -
atas kewajiban 2,863 - 2,863 (42,493) (39,630) on obligation
Iuran pekerja 721 (721) - - - Employee’s contributions
Imbalan yang dibayar (34,962) 34,962 - (206,403) (206,403) Benefits paid
Selisih kurs penjabaran - - - 8,207 8,207 Translation differences
Pada akhir tahun 86,756 (82,291) 4,465 4,038,339 4,042,804 At the end of the year
Dikurangi: bagian jangka
pendek (238,775) Less: current portion
Bagian jangka panjang 3,804,029 Non-current portion
2024
Liabilitas
imbalan
pensiun dan
pascakerja
Nilai kini lain-lain/
Nilai kini kewajiban di luar Pension
kewajiban Nilai DPA 1/ and other
DPA 1/ wajar aset Present value post-
Present value program/ obligation employment
of obligation Fair value of Jumlah/ outside benefits
DPA 1 plan assets Total DPA 1 obligations
Pada awal tahun 150,799 (140,882) 9,917 3,245,086 3,255,003 At the beginning of the year
Biaya jasa kini 2,281 - 2,281 347,374 349,655 Current service costs
Biaya jasa lalu - - - 1,121 1,121 Past service cost
Beban/(penghasilan) bunga 8,485 (8,256) 229 207,714 207,943 Interest expenses/(income)
Pengukuran kembali: Remeasurements:
- Imbal hasil atas aset Return on plan assets -
program, tidak termasuk excluding amounts
jumlah dalam penghasilan included in interest
bunga - 2,678 2,678 - 2,678 income
- Perubahan dalam asumsi Change in financial -
keuangan 660 - 660 164,682 165,342 assumptions
- Perubahan dalam asumsi Change in demographic -
demografi - - - (274) (274) assumptions
- Penyesuaian pengalaman Experience adjustment -
atas kewajiban (409) - (409) (14,809) (15,218) on obligation
Iuran pemberi kerja - (12,064) (12,064) - (12,064) Employer’s contributions
Iuran pekerja 968 (968) - - - Employee’s contributions
Imbalan yang dibayar (50,188) 50,188 - (194,657) (194,657) Benefits paid
Selisih kurs penjabaran - - - 20,038 20,038 Translation differences
Pada akhir tahun 112,596 (109,304) 3,292 3,776,275 3,779,567 At the end of the year
Dikurangi: bagian jangka
pendek (168,172) Less: current portion
Bagian jangka panjang 3,611,395 Non-current portion
Page 476
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/102 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
31. LIABILITAS IMBALAN KERJA (lanjutan) 31. EMPLOYEE BENEFIT OBLIGATIONS
(continued)
Imbalan pensiun dan pascakerja lain-lain (lanjutan) Pension and other post-employment benefits
(continued)
Durasi rata-rata tertimbang dari liabilitas program The weighted average duration of the defined
pensiun imbalan pasti pada tanggal 31 Desember 2025 benefit pension obligation at 31 December 2025 is
adalah 18 tahun (2024: 18 tahun). 18 years (2024: 18 years).
Analisis jatuh tempo yang diharapkan dari manfaat Expected maturity analysis of undiscounted
pensiun tidak didiskontokan adalah sebagai berikut: pension benefits is as follows:
2025 2024
Kurang dari satu tahun 305,262 203,510 Less than a year
Antara satu dan dua tahun 178,656 191,090 Between one and two years
Antara dua dan lima tahun 778,089 848,962 Between two and five years
Lebih dari lima tahun 46,023,178 48,549,441 More than five years
47,285,185 49,793,003
Berikut asumsi pokok aktuarial yang digunakan: Below are the principal actuarial assumptions
used:
2025 2024
Tingkat diskonto 6.0% - 6.8% 6.3% - 6.8% Discount rate
Kenaikan gaji di masa depan 6.0% 6.5% Future salary increases
Sensitivitas dari kewajiban imbalan pasti terhadap The sensitivity of the defined benefit obligation to
perubahan asumsi aktuarial utama adalah sebagai changes in the principal actuarial assumptions is
berikut: as follows:
Dampak terhadap kewajiban imbalan pensiun/
Impact on pension liabilities
Perubahan Kenaikan Penurunan
asumsi/ asumsi/ asumsi/
Change in Increase in Decrease in
assumptions assumptions assumptions
Penurunan sebesar Kenaikan sebesar
Rp 456,6 miliar/ Rp 614,8 miliar/
Decrease by Increase by
Tingkat diskonto 1.0% Rp 456.6 billion Rp 614.8 billion Discount rate
Kenaikan sebesar Penurunan sebesar
Rp 660,7 miliar/ Rp 497,7 miliar/
Increase by Decrease by
Kenaikan gaji di masa depan 1.0% Rp 660.7 billion Rp 497.7 billion Future salary increases
Analisa sensitivitas didasarkan pada perubahan atas The sensitivity analysis is based on a change in
satu asumsi aktuarial dimana asumsi lainnya dianggap an assumption while holding all other
konstan. Dalam prakteknya, hal ini jarang terjadi dan assumptions constant. In practice, this is unlikely
perubahan beberapa asumsi mungkin saling to occur, and changes in some assumptions may
berkorelasi. Dalam perhitungan sensitivitas kewajiban be correlated. When calculating the sensitivity of
imbalan pasti atas asumsi aktuarial utama, metode the defined benefit obligation to significant
yang sama (perhitungan nilai kini kewajiban imbalan actuarial assumptions, the same method (present
pasti dengan menggunakan metode projected unit value of the defined benefit obligation calculated
credit di akhir periode pelaporan) telah diterapkan with the projected unit credit method at the end of
seperti dalam penghitungan kewajiban pensiun yang the reporting period) has been applied as when
diakui dalam laporan posisi keuangan konsolidasian. calculating the pension liability recognised within
the consolidated statements of financial position.
Page 477
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/103 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
31. LIABILITAS IMBALAN KERJA (lanjutan) 31. EMPLOYEE BENEFIT OBLIGATIONS
(continued)
Imbalan pensiun dan pascakerja lain-lain (lanjutan) Pension and other post-employment benefits
(continued)
Basis yang digunakan untuk menentukan imbal hasil The basis used in the implied return on plan
aset program adalah ekspektasi pasar, pada awal assets shall be on market expectations, at the
tahun, untuk hasil aset program selama masa beginning of the year, for returns over the entire
kewajiban. life of the related obligation.
Aset program terdiri dari: Plan assets comprise the following:
2025 2024
Utang obligasi pemerintah 58.3% 50.0% Government bonds
Utang obligasi perusahaan 31.1% 29.3% Corporate bonds
Instrumen ekuitas - 9.6% Equity instruments
Lainnya 10.6% 11.1% Others
100.0% 100.0%
Melalui program imbalan pasti, Grup menghadapi Through its defined benefit pension plans, the
sejumlah risiko signifikan sebagai berikut: Group is exposed to a number of significant risks
of which are detailed below:
- Perubahan imbal hasil obligasi - Changes in bond yields
Liabilitas imbalan kerja yang dihitung The employee benefit obligations calculated
berdasarkan PSAK 219 menggunakan tingkat under PSAK 219 use a discount rate on
diskonto dari imbal hasil obligasi. Jika tingkat bond yields. If bond yields decrease, the
diskonto tersebut turun, maka kewajiban imbalan defined benefit will tend to increase.
pasti akan cenderung mengalami kenaikan.
- Tingkat kenaikan gaji - Salary growth rate
Liabilitas imbalan kerja Grup berhubungan The Group’s employee benefits obligations
dengan tingkat kenaikan gaji. Semakin tinggi are linked to salary growth rate. Higher
tingkat kenaikan gaji akan menyebabkan salary growth rate will lead to higher
semakin besarnya jumlah liabilitas. liabilities.
- Volatilitas aset - Asset volatility
Aset program Grup memiliki utang obligasi The Group’s plan assets hold a significant
pemerintah dan perusahaan yang signifikan. proportion of government and corporate
Oleh karena itu, diharapkan investasi ini akan bonds. Therefore, it is expected the
meminimalkan volatilitas aset. investment will minimise the asset volatility.
Page 478
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/104 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
31. LIABILITAS IMBALAN KERJA (lanjutan) 31. EMPLOYEE BENEFIT OBLIGATIONS
(continued)
Imbalan pensiun dan pascakerja lain-lain (lanjutan) Pension and other post-employment benefits
(continued)
Grup, melalui PT Astra International Tbk - perusahaan The Group, through PT Astra International Tbk -
induk, memastikan bahwa posisi investasi telah diatur immediate parent company, ensures that the
dalam kerangka asset-liability matching (“ALM”) yang investment positions are managed within an
telah dibentuk untuk mencapai hasil jangka panjang asset-liability matching (“ALM”) framework that is
yang sejalan dengan liabilitas pada program pensiun developed to achieve long-term returns that are
imbalan pasti. Dalam kerangka ALM, tujuan Grup in line with the obligation in defined benefit
adalah untuk menyesuaikan aset-aset dan liabilitas pension plans. Within this ALM framework, the
pensiun dengan berinvestasi pada portofolio yang Group’s objective is to match assets and the
terdiversifikasi dengan baik dalam menghasilkan pension obligations by investing in a well-
tingkat pengembalian yang cukup, disesuaikan diversified portfolio which generates sufficient
dengan risiko yang ada, untuk disesuaikan dengan risk-adjusted returns in order to match the benefit
pembayaran imbalan. Grup, melalui PT Astra payments. The Group, through PT Astra
International Tbk, juga secara aktif memantau durasi International Tbk, also actively monitors the
dan imbal hasil investasi yang diharapkan untuk duration and the expected yield of the
memastikan bahwa hasil investasi sebanding dengan investments to ensure it matches the expected
arus kas keluar yang diperkirakan timbul dari cash outflows arising from the employee benefit
kewajiban imbalan kerja. obligations.
Investasi pada program telah terdiversifikasi dengan Investments across the plans are well diversified,
baik, sehingga kinerja buruk satu investasi tidak akan hence the failure of any single investment would
memberikan dampak material bagi seluruh kelompok not have a material impact on the overall group
aset. of assets.
Perkiraan jumlah kontribusi untuk program imbalan Expected contributions to defined benefit
pasti dalam satu tahun ke depan adalah sebesar pension plan for the next year are Rp 3.8 billion.
Rp 3,8 miliar.
Imbalan jangka panjang lainnya Other long-term employee benefits
Mutasi liabilitas imbalan kerja jangka panjang lainnya The movement of other long-term employee
yang diakui pada laporan posisi keuangan benefit obligations recognised in the
konsolidasian adalah sebagai berikut: consolidated statements of financial position is
as follows:
2025 2024
Pada awal tahun 1,560,825 1,090,303 At the beginning of the year
Jumlah yang dibebankan pada Expenses charged
laba rugi 600,976 591,018 to profit or loss
Pembayaran imbalan dari
program (191,762) (122,185) Benefit payments from plans
Selisih kurs penjabaran 1,632 1,689 Translation differences
Pada akhir tahun 1,971,671 1,560,825 At the end of year
Dikurangi: Less:
Bagian jangka pendek (278,074) (183,334) Current portion
Bagian jangka panjang 1,693,597 1,377,491 Non-current portion
Page 479
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/105 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
31. LIABILITAS IMBALAN KERJA (lanjutan) 31. EMPLOYEE BENEFIT OBLIGATIONS
(continued)
Imbalan jangka panjang lainnya (lanjutan) Other long-term employee benefits (continued)
Jumlah yang diakui pada laba rugi adalah sebagai The amounts recognised in profit or loss are as
berikut: follows:
2025 2024
Biaya jasa kini 313,575 245,626 Current service cost
Biaya bunga 91,783 69,266 Interest cost
Amendemen rencana (855) - Plan amendment
Pengukuran kembali bersih yang Net remeasurements
diakui selama tahun recognised during the current
berjalan 196,473 276,126 year
600,976 591,018
32. MANAJEMEN RISIKO KEUANGAN 32. FINANCIAL RISK MANAGEMENT
Aktivitas Grup rentan terhadap berbagai risiko The Group’s activities are exposed to a variety of
keuangan: risiko pasar (termasuk risiko nilai tukar financial risks: market risk (including foreign
mata uang asing, risiko tingkat suku bunga dan risiko exchange risk, interest rate risk and price risk),
harga), risiko kredit dan risiko likuiditas. credit risk and liquidity risk.
Program manajemen risiko Grup secara keseluruhan The Group’s overall risk management programme
dipusatkan pada pasar keuangan yang tidak dapat focuses on the unpredictability of financial markets
diprediksi dan berusaha untuk memperkecil efek and seeks to minimise potential adverse effects on
yang berpotensi merugikan kinerja keuangan Grup. the Group’s financial performance.
Manajemen risiko dijalankan oleh Direksi Grup. Risk management is carried out by the Group’s
Direksi melakukan identifikasi, evaluasi dan lindung Board of Directors. The Board of Directors
nilai terhadap risiko-risiko keuangan, apabila identifies, evaluates and hedges financial risks,
dianggap perlu. Direksi bertugas menentukan prinsip where considered appropriate. The Board of
dasar kebijakan manajemen risiko Grup secara Directors has the responsibility to determine the
keseluruhan serta kebijakan pada area tertentu basic principles of the Group’s risk management as
seperti risiko nilai mata uang, risiko suku bunga, well as principles covering specific areas, such as
risiko kredit, penggunaan instrumen keuangan currency risk, interest rate risk, credit risk, the use
derivatif dan instrumen keuangan non-derivatif, dan of derivative financial instruments and non-
investasi atas kelebihan likuiditas. derivative financial instruments, and the
investment of excess liquidity.
Grup menggunakan berbagai metode untuk The Group uses various methods to measure risk
mengukur risiko yang dihadapinya. Metode ini to which it is exposed. These methods include
meliputi analisis sensitivitas untuk risiko tingkat suku sensitivity analysis in the case of interest rate,
bunga, nilai tukar dan risiko harga lainnya, dan foreign exchange and other price risks, and aging
analisis umur piutang untuk risiko kredit. analysis for credit risk.
Page 480
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/106 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. MANAJEMEN RISIKO KEUANGAN (lanjutan) 32. FINANCIAL RISK MANAGEMENT (continued)
a. Faktor-faktor risiko keuangan a. Financial risk factors
(1) Risiko pasar (1) Market risk
Risiko nilai tukar mata uang asing Foreign exchange risk
Grup rentan terhadap risiko nilai tukar mata The Group is exposed to foreign
uang asing yang timbul dari berbagai mata exchange risk arising from various
uang. Kebijakan manajemen risiko Grup currency exposures. The Group’s risk
dimaksudkan untuk mengurangi dampak management policies are designed to
keuangan dari fluktuasi nilai tukar mata mitigate the financial impact of
uang asing serta meminimalisir potensi fluctuations in foreign exchange rates and
kerugian yang dapat berdampak pada risiko to minimise potential adverse effects on
keuangan Grup. the Group’s financial risk.
Risiko nilai tukar mata uang asing terutama Foreign exchange risk primarily arises
timbul dari aset dan liabilitas moneter yang from recognised monetary assets and
diakui dalam mata uang yang berbeda liabilities that are denominated in a
dengan mata uang fungsional entitas yang currency that is not the entity’s functional
bersangkutan. Sebagian dari risiko ini currency. These exposures are managed
dikelola menggunakan lindung nilai natural partly by using natural hedges that arise
yang berasal dari aset dan liabilitas moneter from monetary assets and liabilities in the
dalam mata uang asing yang sama. same foreign currency.
Mata uang asing yang banyak digunakan The foreign currency most commonly
oleh Grup adalah USD. Pada tanggal used by the Group is USD. As at
31 Desember 2025, apabila USD menguat 31 December 2025, if the USD had
atau melemah sebesar 10,0% terhadap strengthened or weakened by 10.0%
Rupiah dengan asumsi variabel lainnya against Rupiah with all other variables
tidak mengalami perubahan, maka laba held constant, the profit after tax of the
setelah pajak Grup akan naik atau turun Group would increase or decrease by
sebesar Rp 73,5 miliar (2024: Rp 277,9 Rp 73.5 billion (2024: Rp 277.9 billion),
miliar), hal ini terutama diakibatkan oleh arising mainly from foreign exchange
keuntungan atau kerugian penjabaran aset gains or losses on the translation of
dan liabilitas moneter dalam USD. monetary assets and liabilities in USD.
Aset dan liabilitas moneter bersih dalam Net monetary assets and liabilities
mata uang asing disajikan pada Catatan 39. denominated in foreign currencies are
disclosed in Note 39.
Page 481
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. MANAJEMEN RISIKO KEUANGAN (lanjutan) 32. FINANCIAL RISK MANAGEMENT (continued)
a. Faktor-faktor risiko keuangan (lanjutan) a. Financial risk factors (continued)
(1) Risiko pasar (lanjutan) (1) Market risk (continued)
Risiko tingkat suku bunga Interest rate risk
Grup rentan terhadap risiko tingkat bunga The Group is exposed to interest rate risk
yang berasal dari dampak perubahan through the impact of rate changes on
tingkat bunga yang dimiliki oleh aset dan interest bearing assets and liabilities. The
liabilitas tertentu yang mengandung Group’s risk management policies are
komponen tingkat bunga. Kebijakan designed to mitigate the financial impact
manajemen risiko Grup dimaksudkan untuk of fluctuations in interest rates and to
mengurangi dampak keuangan dari fluktuasi minimise potential adverse effects on the
tingkat bunga serta meminimalisir potensi Group’s financial risk.
kerugian yang dapat berdampak pada risiko
keuangan Grup.
Risiko arus kas tingkat bunga adalah risiko Cash flow interest rate risk is the risk that
akibat perubahan tingkat bunga pasar yang changes in market interest rates will
mempengaruhi arus kas yang terkait impact cash flows arising from variable
dengan instrumen keuangan dengan tingkat rate financial instruments.
bunga variabel.
Risiko tingkat suku bunga Grup terutama The Group’s interest rate risk primarily
timbul dari pinjaman. Pinjaman yang arises from its borrowings. Borrowings
diterbitkan dengan tingkat bunga issued at floating rates expose the Group
mengambang mengekspos Grup terhadap to cash flow interest rate risk. Borrowings
risiko suku bunga arus kas. Pinjaman yang issued at fixed rates expose the Group to
diterbitkan dengan tingkat suku bunga tetap fair value interest rate risk. The interest
mengekspos Grup terhadap risiko nilai rate risk from cash and cash equivalents,
wajar suku bunga. Risiko tingkat suku restricted cash and time deposits, trade
bunga dari kas dan setara kas, kas dan receivables, non-trade receivables,
deposito berjangka yang dibatasi retention receivables, gross amount due
penggunaannya, piutang usaha, piutang from customers and project under
non-usaha, piutang retensi, jumlah tagihan construction is not significant.
bruto dari pemberi kerja dan proyek dalam
pelaksanaan tidak signifikan.
Profil pinjaman Grup: The Group’s borrowings profile:
2025 2024
Suku bunga mengambang: Floating rate:
- Jatuh tempo dalam satu tahun 10,337,333 2,488,509 Due within one year -
- Jatuh tempo lebih dari satu tahun 5,980,014 14,788,069 Due more than one year -
16,317,347 17,276,578
Suku bunga tetap: Fixed rate:
- Jatuh tempo dalam satu tahun 1,267,081 1,714,964 Due within one year -
- Jatuh tempo lebih dari satu tahun 1,332,613 1,174,778 Due more than one year -
2,599,694 2,889,742
Jumlah 18,917,041 20,166,320 Total
Page 482
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DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/108 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. MANAJEMEN RISIKO KEUANGAN (lanjutan) 32. FINANCIAL RISK MANAGEMENT (continued)
a. Faktor-faktor risiko keuangan (lanjutan) a. Financial risk factors (continued)
(1) Risiko pasar (lanjutan) (1) Market risk (continued)
Risiko tingkat suku bunga (lanjutan) Interest rate risk (continued)
Profil pinjaman Grup dengan suku bunga The Group’s borrowings profile with
mengambang setelah memperhitungkan floating rate after taking into account its
transaksi lindung nilai adalah sebagai hedging transactions is as follows:
berikut:
2025 2024
Rata-rata Rata-rata
tertimbang tertimbang
tingkat suku tingkat suku
bunga/ bunga/
Weighted Weighted
average Saldo/ average Saldo/
interest rate Balance interest rate Balance
Pinjaman bank
jangka pendek Short-term bank loans
- IDR 6.1% 560,000 6.4% 240,810 IDR -
- USD - - 5.9% 161,620 USD -
Pinjaman bank
jangka panjang Long-term bank loans
- IDR 6.4% 10,285,834 7.9% 9,441,326 IDR -
- USD 5.2% 5,257,911 5.8% 7,290,054 USD -
Liabilitas keuangan Other financial
lain-lain liabilities
- IDR 8.4% 132,620 8.2% 142,768 IDR -
- USD 5.8% 80,982 - - USD -
Swap suku Interest rate swaps
bunga (jumlah (notional principal
nosional pokok) - - amount)
Eksposur bersih atas Net exposure
pinjaman dengan to floating
tingkat suku bunga interest rate
mengambang 16,317,347 17,276,578 borrowings
Pada tanggal 31 Desember 2025, jika tingkat As at 31 December 2025, if interest rates
bunga atas pinjaman dengan suku bunga on floating rate borrowings had been 100
mengambang lebih tinggi/rendah 100 basis basis points higher/lower with all other
poin dan variabel lain dianggap tetap, laba variables held constant, profit after tax for
setelah pajak untuk tahun berjalan akan the year would have been lower/higher by
lebih rendah/tinggi sebesar Rp 127,3 miliar Rp 127.3 billion (2024: Rp 134.8 billion).
(2024: Rp 134,8 miliar).
Page 483
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. MANAJEMEN RISIKO KEUANGAN (lanjutan) 32. FINANCIAL RISK MANAGEMENT (continued)
a. Faktor-faktor risiko keuangan (lanjutan) a. Financial risk factors (continued)
(1) Risiko pasar (lanjutan) (1) Market risk (continued)
Risiko harga Price risk
Grup rentan terhadap risiko harga yang The Group is exposed to price risk from its
berasal dari investasi dalam efek yang investments in financial assets being
dicatat sebesar nilai wajar. Keuntungan dan carried at fair value. Gains and losses
kerugian yang terjadi atas perubahan nilai arising from changes in the fair value of
wajar investasi jangka panjang diakui pada long-term investments are recognised in
laba rugi. Risiko harga yang berasal dari statements profit or loss. The price risk
investasi jangka panjang tidak signifikan. from long-term investment is not
significant.
Grup tidak melakukan lindung nilai terhadap The Group’s policy is not to hedge long-
investasi jangka panjang. Kinerja investasi term investments. The performances of
jangka panjang dimonitor secara berkala, the Group’s long-term investments are
bersamaan dengan pengujian relevansi monitored periodically, together with a
instrumen investasi tersebut terhadap regular assessment of their relevance to
rencana strategis jangka panjang Grup. the Group’s long-term strategic plans.
Rincian investasi jangka panjang disajikan Details of the Group’s long-term
dalam Catatan 8c. investments are presented in Note 8c.
(2) Risiko kredit (2) Credit risk
Grup memiliki risiko kredit yang terutama The Group is exposed to credit risk
berasal dari simpanan di bank, piutang primarily from deposits in banks, trade
usaha, piutang non-usaha, piutang retensi receivables, non-trade receivables,
dan jumlah tagihan bruto dari pemberi kerja. retention receivables and gross amount
due from customers.
Penurunan nilai aset keuangan Impairment of financial assets using the
menggunakan model kerugian kredit expected credit loss model are applied to
ekspektasian diterapkan pada aset the above-mentioned financial assets.
keuangan di atas.
Grup mengelola risiko kredit yang terkait The Group manages credit risk arising
dengan simpanan di bank dengan from its deposits with banks by monitoring
memonitor reputasi, peringkat kredit dan reputation, credit ratings and limiting the
menekan risiko agregat dari masing-masing aggregate risk to any individual
pihak dalam kontrak. counterparty.
Page 484
PT UNITED TRACTORS Tbk
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. MANAJEMEN RISIKO KEUANGAN (lanjutan) 32. FINANCIAL RISK MANAGEMENT (continued)
a. Faktor-faktor risiko keuangan (lanjutan) a. Financial risk factors (continued)
(2) Risiko kredit (lanjutan) (2) Credit risk (continued)
Kualitas kredit dari kas pada bank, deposito The credit quality of cash in bank, time
berjangka, kas pada bank dan deposito deposits, cash in banks and time deposits
berjangka untuk devisa hasil ekspor, kas for export proceeds, restricted cash and
dan deposito berjangka yang dibatasi time deposits can be assessed by
penggunaannya dapat dinilai dengan reference to external credit rating as
mengacu pada peringkat kredit eksternal follows:
sebagai berikut:
2025 2024
Pefindo Pefindo
- idAAA 19,048,110 17,444,151 idAAA -
- idAA 8,056 3,761 idAA -
- idAA- 55,604 115,209 idAA- -
- idA+ 19,461 17,045 idA+ -
- idA 4,705 5,014 idA -
Fitch Fitch
- AAA 14,848 20,537 AAA -
- A 4,751 5,472 A-
- F1+ 3,778,742 4,335,273 F1+ -
- F1 1,698,590 1,946,421 F1 -
- F2 2,682,623 1,790,901 F2 -
Pihak yang tidak Counterparties without
memiliki peringkat external credit
kredit eksternal 31,200 25,055 rating
27,346,690 25,708,839
Kerugian penurunan nilai teridentifikasi The identified impairment loss using the
menggunakan model kerugian kredit expected credit loss model for cash and
ekspektasian untuk kas dan setara kas cash equivalents and restricted cash and
serta kas dan deposito berjangka yang time deposits was immaterial.
dibatasi penggunaanya tidak material.
Manajemen yakin terhadap kemampuannya Management is confident in its ability to
untuk mengendalikan dan menjaga control and sustain minimal exposure of
eksposur risiko kredit pada tingkat yang credit risk. The maximum credit risk
minimal. Eksposur maksimum risiko kredit exposure at the reporting date is as
pada tanggal pelaporan adalah sebagai follows:
berikut:
2025 2024
Kas pada bank dan Cash in banks and
deposito berjangka, dan time deposits, and
kas pada bank dan cash in banks and
deposito berjangka untuk time deposits for
devisa hasil ekspor 26,558,884 25,079,549 export proceeds
Piutang usaha 20,390,031 20,484,368 Trade receivables
Piutang non-usaha 4,888,167 5,750,340 Non-trade receivables
Kas dan deposito
berjangka yang dibatasi Restricted cash and
penggunaannya 787,806 629,290 time deposits
52,624,888 51,943,547
Page 485
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. MANAJEMEN RISIKO KEUANGAN (lanjutan) 32. FINANCIAL RISK MANAGEMENT (continued)
a. Faktor-faktor risiko keuangan (lanjutan) a. Financial risk factors (continued)
(3) Risiko likuiditas (3) Liquidity risk
Pengelolaan risiko likuiditas dilakukan Prudent liquidity risk management
antara lain dengan memantau profil jatuh includes managing the profile of
tempo pinjaman dan sumber pendanaan, borrowing maturities and funding
menjaga kecukupan kas, serta memastikan sources, maintaining sufficient cash and
tersedianya pendanaan dari sejumlah ensuring the availability of funding from
fasilitas kredit yang mengikat dan kesiapan an adequate amount of committed credit
untuk menjaga posisi pasar. Grup facilities and the ability to close out market
mempertahankan kemampuannya untuk positions. The Group’s ability to fund its
melakukan pembiayaan atas pinjaman yang borrowing requirements is managed by
dimiliki dengan cara mencari berbagai maintaining diversified funding sources
sumber fasilitas pembiayaan yang mengikat with adequate committed funding lines
dari pemberi pinjaman yang handal serta from high quality lenders and by
terus memonitor perkiraan posisi kas dan monitoring rolling short-term forecasts of
utang bruto yang dimiliki Grup dalam jangka the Group’s cash and gross debt on the
pendek berdasarkan perkiraan arus kas. basis of expected cash flows. In addition,
Selain itu, dilakukan proyeksi arus kas long-term cash flows are projected to
jangka panjang untuk membantu Grup assist with the Group’s long-term debt
dalam merencanakan kebutuhan financing plans.
pendanaan jangka panjang.
Grup memonitor pergerakan prakiraan The Group monitors rolling forecasts of
kebutuhan likuiditas untuk memastikan the liquidity requirements to ensure it has
tersedianya kas yang cukup untuk sufficient cash to meet operational needs
memenuhi kebutuhan operasional serta while maintaining sufficient headroom on
untuk senantiasa memelihara kelonggaran its unused committed borrowing facilities
likuiditas Grup terhadap fasilitas pinjaman at all times, so that the Group does not
yang belum digunakan, sehingga Grup tidak breach borrowing limits or covenants on
melampaui batas pinjaman atau batasan- any of its borrowing facilities.
batasan untuk setiap fasilitas pinjaman yang
diperoleh.
Grup memiliki perjanjian lindung nilai The Group has hedge agreement which
dengan objektif untuk melindungi arus kas objective is to secure cash flow which
yang mungkin timbul akibat fluktuasi risiko might arise from the fluctuation of
harga komoditas (emas). Untuk mengelola commodity (gold) price risk. To manage
eksposur risiko tersebut, diterapkan risk exposures, hedge accounting is
akuntansi lindung nilai. applied.
Page 486
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. MANAJEMEN RISIKO KEUANGAN (lanjutan) 32. FINANCIAL RISK MANAGEMENT (continued)
a. Faktor-faktor risiko keuangan (lanjutan) a. Financial risk factors (continued)
(3) Risiko likuiditas (lanjutan) (3) Liquidity risk (continued)
Tabel di bawah ini menganalisis liabilitas The table below analyses the Group’s
keuangan Grup yang dikelompokkan financial liabilities into relevant maturity
berdasarkan periode yang tersisa pada grouping based on the remaining period
tanggal pelaporan sampai dengan tanggal at the reporting date to the contractual
jatuh tempo kontraktual. Jumlah yang maturity dates. The amounts disclosed in
diungkapkan dalam tabel merupakan arus the table are the contract undiscounted
kas kontraktual yang tidak didiskontokan. cash flows.
2025
Kurang dari
1 tahun/ Lebih dari 5
Less than 1-3 tahun/ 4-5 tahun/ tahun/More Jumlah/
1 year 1-3 years 4-5 years than 5 years Total
Liabilitas keuangan/
Financial liabilities
Utang usaha/Trade payables 29,308,928 - - - 29,308,928
Utang non-usaha/Non-trade
payables 1,220,517 - - - 1,220,517
Akrual/Accruals 6,692,531 - - - 6,692,531
Pinjaman bank jangka pendek/
Short-term bank loans 562,826 - - - 562,826
Liabilitas sewa/
Lease liabilities 908,677 903,658 92,499 58,984 1,963,818
Liabilitas keuangan lain-lain/
Other financial liabilities 600,919 167,372 118,621 57,769 944,681
Pinjaman bank jangka panjang/
Long-term bank loans 10,754,256 5,624,110 821,694 114,503 17,314,563
Jumlah liabilitas keuangan/
Total financial liabilities 50,048,654 6,695,140 1,032,814 231,256 58,007,864
2024
Kurang dari
1 tahun/ Lebih dari 5
Less than 1-3 tahun/ 4-5 tahun/ tahun/More Jumlah/
1 year 1-3 years 4-5 years than 5 years Total
Liabilitas keuangan/
Financial liabilities
Utang usaha/Trade payables 28,985,000 - - - 28,985,000
Utang non-usaha/Non-trade
payables 933,105 - - - 933,105
Akrual/Accruals 6,787,398 - - - 6,787,398
Pinjaman bank jangka pendek/
Short-term bank loans 419,484 - - - 419,484
Liabilitas sewa/
Lease liabilities 1,006,916 653,119 185,884 - 1,845,919
Liabilitas keuangan lain-lain/
Other financial liabilities 634,828 178,351 163,796 96,912 1,073,887
Pinjaman bank jangka panjang/
Long-term bank loans 3,530,751 13,598,528 2,692,969 105,623 19,927,871
Jumlah liabilitas keuangan/
Total financial liabilities 42,297,482 14,429,998 3,042,649 202,535 59,972,664
Page 487
PT UNITED TRACTORS Tbk
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Lampiran 5/113 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. MANAJEMEN RISIKO KEUANGAN (lanjutan) 32. FINANCIAL RISK MANAGEMENT (continued)
b. Manajemen permodalan b. Capital management
Tujuan Grup dalam mengelola permodalan The Group’s objectives in managing capital
adalah untuk mempertahankan kelangsungan are to maintain the Group’s ability to continue
usaha Grup guna memberikan imbal hasil going concern in order to provide returns for
kepada pemegang saham dan manfaat kepada shareholders and benefits for other
pemangku kepentingan lainnya serta menjaga stakeholders and to maintain an optimal
struktur modal yang optimal untuk mengurangi capital structure to reduce the cost of capital.
biaya modal.
Grup secara aktif dan rutin menelaah dan The Group actively and regularly reviews and
mengelola struktur permodalan untuk manages its capital structure to ensure optimal
memastikan struktur modal dan hasil capital structure and shareholder returns,
pengembalian ke pemegang saham yang taking into consideration the future capital
optimal, dengan mempertimbangkan kebutuhan requirements and capital efficiency of the
modal masa depan dan efisiensi modal Grup, Group, prevailing and projected profitability,
profitabilitas masa sekarang dan yang akan projected operating cash flows, projected
datang, proyeksi arus kas operasi, proyeksi capital expenditures and projected strategic
pengeluaran barang modal dan proyeksi investment opportunities. In order to maintain
peluang investasi yang strategis. Untuk or adjust the capital structure, the Group may
mempertahankan atau menyesuaikan struktur adjust the amount of dividends paid to
modal, Grup menyesuaikan jumlah dividen yang shareholders, issue new shares or sell assets
dibayar kepada pemegang saham, menerbitkan to reduce debt.
saham baru atau menjual aset untuk
mengurangi utang.
Grup memonitor permodalan berdasarkan rasio The Group monitors capital on the basis of the
gearing konsolidasian dan rasio laba yang Group’s consolidated gearing ratio and
disesuaikan terhadap bunga konsolidasian. consolidated interest coverage ratio. The
Rasio gearing dihitung dengan membagi utang gearing ratio is calculated as net debt divided
bersih dengan jumlah modal. Utang bersih by total capital. Net debt is calculated as total
dihitung dari jumlah pinjaman (termasuk borrowings (including current and non-current
pinjaman jangka pendek dan jangka panjang borrowings as shown in the consolidated
yang disajikan pada laporan posisi keuangan statements of financial position) less cash and
konsolidasian) dikurangi kas dan setara kas. cash equivalents. Total capital is calculated as
Jumlah modal dihitung dari “ekuitas” seperti “equity” as shown in the consolidated
yang ada pada laporan posisi keuangan statements of financial position plus net debt.
konsolidasian ditambah utang bersih.
Rasio gearing pada tanggal 31 Desember 2025 The gearing ratio as at 31 December 2025 and
dan 2024 adalah sebagai berikut: 2024 are as follows:
2025 2024
Jumlah pinjaman 18,917,041 20,166,320 Total borrowings
Dikurangi: Less:
- Kas dan setara kas (26,570,772) (25,092,519) Cash and cash equivalents -
Surplus bersih (7,653,731) (4,926,199) Net surplus
Jumlah ekuitas 103,136,323 98,175,173 Total equity
Jumlah modal 95,482,592 93,248,974 Total capital
Tidak berlaku/ Tidak berlaku/
Rasio gearing Not applicable* Not applicable* Gearing ratio
* Posisi surplus bersih * Net surplus position
Page 488
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. MANAJEMEN RISIKO KEUANGAN (lanjutan) 32. FINANCIAL RISK MANAGEMENT (continued)
c. Nilai wajar instrumen keuangan c. Fair values of financial instruments
Untuk instrumen keuangan yang diukur pada For financial instruments that are measured at
nilai wajar pada tanggal pelaporan, pengukuran fair value at the reporting date, the
nilai wajarnya diungkapkan dengan tingkatan corresponding fair value measurements are
hirarki pengukuran nilai wajar sebagai berikut: disclosed by level of the following fair value
measurement hierarchy:
(1) Harga kuotasian (tidak disesuaikan) dalam (1) Quoted prices (unadjusted) in active
pasar aktif untuk aset atau liabilitas yang markets for identical assets or liabilities
identik (“harga yang tersedia dari pasar (“quoted price in active markets”)
yang aktif”) (Tingkat 1). (Level 1).
(2) Input selain harga kuotasian dalam pasar (2) Inputs other than quoted prices in active
aktif yang dapat diobservasi untuk aset atau markets that are observable for the asset
liabilitas, baik secara langsung atau secara or liability, either directly or indirectly
tidak langsung (“transaksi pasar yang dapat (“observable current market
diobservasi”) (Tingkat 2). transactions”) (Level 2).
(3) Input untuk aset atau liabilitas yang bukan (3) Inputs for the asset and liability that are
berdasarkan pada data pasar yang dapat not based on observable market data
diobservasi (“transaksi pasar yang tidak (“non-observable current market
dapat diobservasi”) (Tingkat 3). transactions”) (Level 3).
Untuk investasi pada obligasi yang dinilai For investments in bonds valued using
menggunakan teknik penilaian berdasarkan techniques based on significant
input signifikan yang tidak dapat diobservasi unobservable inputs (Level 3), the Group
(Tingkat 3), Grup menangguhkan selisih antara defers the difference between the fair value
nilai wajar pada saat pengakuan awal dan harga at initial recognition and the transaction price.
transaksi. Setelah pengakuan awal, selisih Subsequent to the initial recognition, the
tersebut dibebankan ke laba rugi seiring dengan difference is charged to profit or loss following
perubahan pada faktor-faktor terkait termasuk changes in relevant factors including the
jangka waktu obligasi. tenor of the bonds.
Aset dan liabilitas keuangan yang dicatat Financial assets and liabilities which are
berdasarkan nilai wajarnya adalah sebagai recorded based on fair value are as follows:
berikut:
2025
Tingkat/Level 1 Tingkat/Level 2 Tingkat/Level 3 Jumlah/Total
Investasi jangka Long-term
panjang 103,950 - 1,571,816 1,675,766 investments
2024
Tingkat/Level 1 Tingkat/Level 2 Tingkat/Level 3 Jumlah/Total
Investasi jangka Long-term
panjang 123,750 - 1,251,919 1,375,669 investments
Page 489
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
32. MANAJEMEN RISIKO KEUANGAN (lanjutan) 32. FINANCIAL RISK MANAGEMENT (continued)
c. Nilai wajar instrumen keuangan (lanjutan) c. Fair values of financial instruments
(continued)
Jumlah tercatat aset dan liabilitas keuangan The carrying amount of other financial assets
lainnya kurang lebih sama dengan nilai and liabilities approximates their fair value.
wajarnya.
Nilai wajar instrumen keuangan yang The fair value of financial instruments traded in
diperdagangkan dalam pasar aktif ditentukan active markets is based on quoted market prices
berdasarkan harga pasar yang dikutip pada at the reporting date. A market is regarded as
tanggal pelaporan. Suatu pasar dianggap aktif active if quoted prices are readily and regularly
apabila informasi mengenai harga kuotasian available from an exchange, dealer or broker,
dapat dengan mudah dan secara berkala industry group pricing service, regulatory
tersedia dari suatu bursa, pedagang efek atau agency and those prices represent actual and
broker, kelompok penilai harga pasar industri regularly occurring market transaction on an
tertentu, regulator dan harga-harga tersebut arm’s lengths basis. The quoted market price
mencerminkan transaksi pasar yang aktual dan used for financial assets held by the Group is
reguler pada tingkat yang wajar. Harga pasar the current bid price. These instruments are
kuotasian untuk aset keuangan yang dimiliki included in Level 1.
Grup adalah harga penawaran sekarang.
Instrumen-instrumen tersebut termasuk dalam
Tingkat 1.
Nilai wajar instrumen keuangan yang tidak The fair value of financial instruments that are
diperdagangkan pada pasar aktif (misalnya not traded in an active market (for example,
derivatif over-the-counter) ditentukan dengan over-the-counter derivatives) is determined by
teknik penilaian. using valuation techniques.
Teknik-teknik penilaian tersebut These valuation techniques maximise the use of
memaksimumkan penggunaan data pasar yang observable market data where it is available and
dapat diobservasi apabila tersedia dan sedapat rely as little as possible on entity’s specific
mungkin meminimalisir penggunaan estimasi estimates. If all significant inputs required to fair
yang bersifat spesifik dari entitas. Jika seluruh value an instrument are observable, the
input yang dibutuhkan untuk menentukan nilai instrument is included in Level 2.
wajar instrumen keuangan dapat diobservasi,
instrumen tersebut termasuk dalam Tingkat 2.
Jika satu atau lebih input yang signifikan tidak If one or more of the significant inputs is not
berdasarkan pada data pasar yang dapat based on observable market data, the
diobservasi, instrumen ini termasuk dalam instrument is included in Level 3.
Tingkat 3.
Page 490
PT UNITED TRACTORS Tbk
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
33. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 33. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING JUDGEMENTS
Estimasi dan pertimbangan yang digunakan dalam Estimates and judgements used in preparing the
penyusunan laporan keuangan konsolidasian consolidated financial statements are continually
dievaluasi terus menerus berdasarkan pengalaman evaluated and are based on historical experience
historis dan faktor lainnya, termasuk ekspektasi dari and other factors, including expectations of future
peristiwa masa depan yang diyakini wajar. Hasil events that are believed to be reasonable. Actual
aktual dapat berbeda dengan jumlah yang results may differ from these estimates. The
diestimasi. Estimasi dan asumsi yang memiliki estimates and assumptions that have a significant
pengaruh signifikan terhadap jumlah tercatat aset effect on the carrying amounts of assets and
dan liabilitas diungkapkan di bawah ini. liabilities are disclosed below.
a. Penyusutan properti pertambangan dan aset a. Depreciation of mining properties and
tetap dan cadangan restorasi dan rehabilitasi fixed assets and provision for restoration
and rehabilitation
Penyusutan properti pertambangan dan Depreciation of mining properties and
cadangan restorasi dan rehabilitasi provision for restoration and rehabilitation
Cadangan batubara, emas dan nikel adalah Coal, gold and nickel reserves are estimates
perkiraan jumlah batubara, emas dan nikel yang of the amounts of coal, gold and nickel that can
dapat secara ekonomis dan sah diekstrak dari be economically and legally extracted from the
properti Grup. Grup menentukan dan Group’s properties. The Group determines
melaporkan cadangan batubara/emas/nikel and reports its coal/gold/nickel reserves based
berdasarkan prinsip-prinsip yang terkandung on the principles incorporated in the Reporting
dalam Pelaporan Hasil Eksplorasi, Sumber Daya of Exploration Results, Mineral Resources and
Mineral dan Cadangan Bijih dari Australasian Ore Reserves of Australasian Joint Ore
Joint Ore Reserves Committee (“JORC”). Reserves Committee (the “JORC”).
Dalam rangka untuk memperkirakan cadangan In order to estimate coal, gold and nickel
batubara, emas dan nikel dibutuhkan asumsi reserves, assumptions are required about a
tentang faktor geologi, teknis dan ekonomi, range of geological, technical and economic
termasuk jumlah produksi, teknik produksi, rasio factors, including quantities, production
nisbah kupas, biaya produksi, biaya transportasi, techniques, stripping ratios, production costs,
harga komoditas, permintaan komoditas belanja transport costs, commodity demand,
modal di masa depan, kewajiban biaya commodity prices, future capital expenditure,
penutupan dan nilai tukar. mine closure obligations and exchange rates.
Memperkirakan jumlah dan/atau nilai kalori Estimating the quantity and/or calorific value
cadangan batubara, emas dan nikel of coal, gold and nickel reserves requires the
membutuhkan ukuran, bentuk dan kedalaman size, shape and depth of coal, gold and nickel
lapisan batubara, emas dan nikel atau lapangan seams or fields to be determined by analysing
yang akan ditentukan dengan menganalisis data geological data such as drilling samples. This
geologi seperti uji petik (sampel) pengeboran. process may require complex and difficult
Proses ini mungkin memerlukan pertimbangan geological judgements to interpret the data.
geologi yang kompleks dan sulit untuk
menginterpretasikan data.
Page 491
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/117 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
33. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 33. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
a. Penyusutan properti pertambangan dan aset a. Depreciation of mining properties and
tetap dan cadangan restorasi dan rehabilitasi fixed assets and provision for restoration
(lanjutan) and rehabilitation (continued)
Penyusutan properti pertambangan dan Depreciation of mining properties and
cadangan restorasi dan rehabilitasi (lanjutan) provision for restoration and rehabilitation
(continued)
Karena asumsi ekonomi yang digunakan untuk Because the economic assumptions used to
memperkirakan cadangan berubah dari waktu ke estimate reserves change from period to
waktu dan karena data geologi tambahan period and because additional geological data
dihasilkan selama operasi, perkiraan cadangan is generated during the course of operations,
dapat berubah dari waktu ke waktu. Perubahan estimates of reserves may change from time
cadangan yang dilaporkan dapat mempengaruhi to time. Changes in reported reserves may
hasil dan posisi keuangan Grup dalam berbagai affect the Group’s financial results and
cara, diantaranya: financial position in a number of ways,
including the following:
- Penyusutan dan amortisasi yang - Depreciation and amortisation charged
dibebankan ke dalam laba rugi dapat to profit or loss may change where such
berubah apabila beban-beban tersebut charges are determined on a unit of
ditentukan berdasarkan unit produksi, atau production basis, or where the useful
jika masa manfaat ekonomi umur aset economic lives of assets change;
berubah;
- Nilai tercatat aset/liabilitas pajak tangguhan - The carrying value of deferred tax
dapat berubah karena perubahan estimasi assets/liabilities may change due to
pemulihan manfaat pajak; changes in the estimates of the likely
recovery of the tax benefits;
- Provisi penutupan tambang dapat berubah - Provision for mine closure may change
apabila terjadi perubahan dalam perkiraan where changes in estimated reserves
cadangan yang mempengaruhi ekspektasi affect expectations about the timing or
tentang waktu atau biaya kegiatan ini; cost of these activities;
- Beban pemindahan lapisan tanah yang - Overburden removal costs recorded in
dicatat pada laporan posisi keuangan atau the statements of financial position or
dibebankan pada laba rugi dapat berubah charged to profit or loss may change due
karena adanya perubahan rasio to changes in stripping ratio.
pengupasan tanah.
Dalam melakukan penilaian estimasi cadangan, In assessing the reserve estimates, the Group
Grup juga mempertimbangkan dampak potensial also considered the potential impact arising
yang timbul dari perubahan iklim. from climate change.
Penyusutan aset tetap Depreciation of fixed assets
Grup melakukan penelaahan berkala atas The Group periodically reviewed the
estimasi umur manfaat aset tetap berdasarkan estimated useful lives of fixed assets based
faktor-faktor seperti kondisi teknis dan on factors such as technical condition and
perkembangan teknologi di masa depan future technological developments, including
termasuk menyertakan dampak potensial yang incorporate potential impact arising from
timbul dari perubahan iklim. climate change.
Hasil operasi di masa depan akan dipengaruhi Future results of operations could be
secara material oleh perubahan estimasi ini yang materially affected by changes in these
diakibatkan oleh perubahan faktor yang telah estimates brought about by changes in the
disebutkan di atas. factors mentioned.
Page 492
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/118 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
33. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 33. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
b. Beban eksplorasi b. Exploration expenditure
Kebijakan akuntansi Grup untuk beban The Group’s accounting policy for exploration
eksplorasi (lihat Catatan 2l) menimbulkan biaya expenditures (see Note 2l) results in certain
tertentu yang dikapitalisasi untuk sebuah area of items of cost being capitalised for an area of
interest yang dianggap terpulihkan melalui interest where it is considered likely to be
kegiatan eksploitasi masa depan atau melalui recoverable by future exploitation or by sale,
penjualan, atau dimana aktivitas belum or where the activities have not yet reached a
mencapai tahap yang memungkinkan penilaian stage which permits a reasonable
yang wajar atas adanya cadangan. Kebijakan ini assessment of the existence of reserves. This
mengharuskan manajemen untuk membuat policy requires management to make certain
estimasi dan asumsi tertentu untuk peristiwa dan estimates and assumptions as to future
keadaan di masa depan, khususnya tentang events and circumstances, in particular
apakah operasi ekstraksi yang ekonomis dapat whether an economically viable extraction
dilaksanakan. Setiap perkiraan dan asumsi operation can be established. Any such
tersebut dapat berubah seiring tersedianya estimates and assumptions may change as
informasi baru. Jika, setelah biaya dikapitalisasi new information becomes available. If, after
berdasarkan kebijakan ini tidak menunjukkan having capitalised the cost under the policy, a
adanya kemungkinan pemulihan biaya, jumlah judgement is made that recovery of the
kapitalisasi yang relevan akan dihapusbukukan expenditure is unlikely, the relevant
dalam laba rugi. capitalised amount will be written-off to profit
or loss.
c. Penurunan nilai aset c. Impairment of assets
Penelaahan properti pertambangan, aset jangka Mining properties, other long-term assets
panjang lain-lain (selain goodwill), serta investasi (other than goodwill), investment in
pada entitas asosiasi dan ventura bersama associates and joint ventures are reviewed for
untuk penurunan nilai atau pembalikan rugi impairment or reversal on impairment loss
penurunan nilai dilakukan apabila terdapat whenever events or changes in
kejadian atau perubahan keadaan yang circumstances indicate that the carrying
mengindikasikan bahwa jumlah tercatat aset amount of the asset exceeds its recoverable
melebihi nilai terpulihkannya atau rugi amount or an impairment loss recognised in
penurunan nilai yang telah diakui atas aset pada prior periods for an asset may no longer exist
periode sebelumnya mungkin tidak ada lagi atau or may have decreased.
mungkin telah menurun.
Peninjauan atas penurunan nilai pada goodwill Goodwill impairment reviews are undertaken
dilakukan setahun sekali atau dapat lebih sering annually or more frequently if events or
apabila terdapat peristiwa atau perubahan changes in circumstances indicate a potential
keadaan yang mengindikasikan adanya potensi impairment.
penurunan nilai.
Nilai terpulihkan atas suatu aset atau unit The recoverable amount of an asset or a cash
penghasil kas ditentukan berdasarkan yang lebih generating unit is determined based on the
tinggi antara nilai wajar dikurangi biaya untuk higher of its fair value less costs to sell and its
menjual dan nilai pakai, dihitung berdasarkan value in use, calculated on the basis of the
asumsi dan estimasi manajemen. Perubahan management’s assumptions and estimates.
dari asumsi-asumsi penting dapat Changes in the key assumptions could
mempengaruhi perhitungan nilai terpulihkan materially affect the recoverable calculations.
secara material.
Page 493
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/119 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
33. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 33. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
c. Penurunan nilai aset (lanjutan) c. Impairment of assets (continued)
Penentuan nilai wajar dan nilai pakai The determination of fair value and value in
mengharuskan manajemen untuk membuat use requires management to make estimates
estimasi dan asumsi, termasuk diantaranya and assumptions, which includes goodwill
goodwill dan properti pertambangan (lihat and mining properties (see Note 12) and
Catatan 12) dan investasi pada entitas asosiasi investment in associate and joint venture (see
dan ventura bersama (lihat Catatan 8a dan 8b), Note 8a and 8b), which could materially affect
yang dapat mempengaruhi perhitungan nilai the recoverable amount calculations. These
terpulihkan. Estimasi dan asumsi ini dipengaruhi estimates and assumptions are subject to risk
risiko dan ketidakpastian, sehingga ada and uncertainty, hence there is a possibility
kemungkinan perubahan situasi dapat that changes in circumstances will alter these
mengubah proyeksi ini, yang dapat projections, which may have an impact on the
mempengaruhi nilai aset terpulihkan. Dalam recoverable amount of the assets. In such
keadaan seperti itu, sebagian atau seluruh nilai circumstances, some or all of the carrying
tercatat aset mungkin akan mengalami value of the assets may be further impaired,
penurunan nilai lebih lanjut atau terjadi or the impairment charge reduced, with the
pengurangan rugi penurunan nilai yang impact recorded in profit or loss.
dampaknya akan dicatat dalam laba rugi.
Dalam melakukan penilaian atas penurunan In assessing the impairment of assets, the
aset, Grup juga mempertimbangkan dampak Group also considered the potential impact
potensial yang timbul dari bertambahnya arising from the increasing climate change
peraturan terkait perubahan iklim dan potensi related regulations and their potential impact
dampaknya terhadap tingkat produksi, termasuk to production levels, including their impact on
dampaknya terhadap sisa masa manfaat the remaining useful lives of the coal mining
properti pertambangan batubara. properties.
d. Imbalan pensiun d. Pension benefits
Nilai kini kewajiban imbalan pensiun tergantung The present value of the pension benefits
pada beberapa faktor yang ditentukan dengan obligations depends on a number of factors
dasar aktuarial berdasarkan beberapa asumsi. that are determined on an actuarial basis
Asumsi yang digunakan untuk menentukan using a number of assumptions. The
biaya/(penghasilan) pensiun neto mencakup assumptions used in determining the net
tingkat diskonto dan kenaikan gaji di masa cost/(income) for pensions include the
datang. Adanya perubahan pada asumsi ini akan discount rate and future salary increase. Any
mempengaruhi jumlah tercatat kewajiban changes in these assumptions will have an
imbalan kerja. impact on the carrying amount of employee
benefit obligations.
Grup menentukan tingkat diskonto dan kenaikan The Group determines the appropriate
gaji masa datang yang sesuai pada akhir discount rate and future salary increase at the
periode pelaporan. Tingkat diskonto adalah end of each reporting period. The discount
tingkat suku bunga yang harus digunakan untuk rate is the interest rate that should be used to
menentukan nilai kini atas estimasi arus kas determine the present value of estimated
keluar masa depan yang diharapkan untuk future cash outflows expected to be required
menyelesaikan kewajiban pensiun. Dalam to settle the pension obligations. In
menentukan tingkat suku bunga yang sesuai, determining the appropriate discount rate, the
Grup mempertimbangkan imbal hasil obligasi Group considers the yield of government
pemerintah yang didenominasikan dalam mata bonds that are denominated in the currency in
uang imbalan akan dibayar dan memiliki jangka which the benefits will be paid and have terms
waktu yang serupa dengan jangka waktu to maturity approximating the terms of the
kewajiban pensiun yang terkait. related pension obligation.
Page 494
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/120 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
33. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 33. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
d. Imbalan pensiun (lanjutan) d. Pension benefits (continued)
Untuk tingkat kenaikan gaji di masa depan, Grup For the rate of future salary increases, the
mengumpulkan data historis mengenai Group collects all historical data relating to
perubahan gaji dasar pekerja dan changes in base salaries and adjusts it for
menyesuaikannya dengan perencanaan bisnis future business plans.
masa datang.
Asumsi kunci lainnya untuk kewajiban pensiun Other key assumptions for pension
ditentukan berdasarkan kondisi pasar saat ini. obligations are based on current market
Informasi tambahan diungkapkan pada conditions. Additional information is disclosed
Catatan 31. in Note 31.
e. Provisi atas penurunan nilai piutang e. Provision for impairment of receivables
Grup menelaah portofolio piutang untuk The Group reviews its receivables portfolios
mengevaluasi kerugian penurunan nilai setiap to assess impairment at reporting date. The
tanggal pelaporan. Grup menentukan kerugian Group determines the impairment losses of
penurunan nilai piutang dengan receivables by considering significant
mempertimbangkan kesulitan keuangan yang financial difficulties of the debtor, probability
signifikan dari debitur, kemungkinan debitur that the debtor will enter bankruptcy, financial
mengalami pailit, reorganisasi keuangan yang reorganisation, default or delinquency in
dilakukan oleh debitur, wanprestasi atau payment and forecasts of economic
tunggakan pembayaran serta prakiraan atas conditions. An allowance for impairment is
kondisi ekonomi. Penyisihan penurunan nilai made based on the estimated irrecoverable
dibuat berdasarkan estimasi jumlah yang tidak amount determined by reference to past
dapat terpulihkan yang ditentukan dari rekam default experience and increase of risk in
jejak tunggakan masa lalu dan risiko expected credit loss in the future.
peningkatan kerugian kredit ekspektasian di
masa depan.
Dalam menentukan apakah kerugian penurunan In determining whether an impairment loss
nilai harus dicatat dalam laba rugi, arus kas should be recorded in profit or loss, future
masa depan dari kelompok piutang yang cash flows in a group of receivables that are
penurunan nilainya dievaluasi secara kolektif collectively evaluated for impairment are
diestimasi berdasarkan kerugian historis yang estimated on the basis of historical loss
pernah dialami atas piutang yang memiliki experience for receivables with credit risk
karakteristik risiko kredit yang sama dengan characteristics similar to those in the group
karakteristik risiko kredit tersebut dan estimasi and estimation of expected credit loss in the
kerugian kredit ekspektasian di masa depan, future, include considering potential event of
termasuk mempertimbangkan potensi event of default. The methodology and assumptions
default. Metodologi dan asumsi yang digunakan used are reviewed regularly.
ditelaah secara berkala.
f. Perpajakan f. Taxation
Sebagian besar entitas dalam Grup beroperasi The majority of entities within the Group
di bawah peraturan perpajakan di Indonesia. operates under the tax regulations in
Pertimbangan yang signifikan diperlukan untuk Indonesia. Significant judgement is required
menentukan provisi pajak penghasilan. in determining the provision for income taxes.
Page 495
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/121 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
33. ESTIMASI DAN PERTIMBANGAN AKUNTANSI 33. CRITICAL ACCOUNTING ESTIMATES AND
YANG PENTING (lanjutan) JUDGEMENTS (continued)
f. Perpajakan (lanjutan) f. Taxation (continued)
Pertimbangan dan asumsi diperlukan dalam Judgements and assumptions are required in
menentukan pengurangan beban tertentu ketika determining the deductibility of certain
mengestimasi penyisihan pajak penghasilan expenses during the estimation of the
untuk setiap perusahaan dalam Grup. Terdapat provision for income taxes for each company
banyak transaksi dan perhitungan dimana within the Group. There are many
penentuan pajak akhir menjadi tidak pasti transactions and calculations for which the
selama kegiatan usaha normal. Dimana ultimate tax determination is uncertain during
perhitungan pajak akhir dari hal-hal tersebut the ordinary course of business. Where the
berbeda dengan jumlah yang sebelumnya final tax outcome of these matters is different
dicatat, perbedaan tersebut akan berdampak from the amounts that were initially recorded,
pada provisi pajak penghasilan kini dan such differences will impact on the current
tangguhan dalam tahun dimana penentuan and deferred income tax provisions in the
tersebut dibuat. period in which such determination is made.
Aset pajak tangguhan, termasuk yang timbul dari Deferred tax assets, including those arising
kerugian pajak yang dapat dikompensasikan, from tax losses that can be compensated,
penyusutan dan perbedaan temporer, diakui capital allowances and temporary
hanya ketika hal-hal tersebut kemungkinan differences, are recognised only where it is
besar dapat dipulihkan, yang tergantung pada considered more likely than not that they will
pembentukan laba kena pajak yang mencukupi be recovered, which is dependent on the
di masa depan. Asumsi pembentukan laba kena generation of sufficient future taxable profits.
pajak masa depan tergantung pada estimasi Assumptions about the generation of future
manajemen untuk arus kas masa depan. Hal ini taxable profits depend on management’s
tergantung pada estimasi produksi, jumlah estimates of future cash flows. It depends on
penjualan barang atau jasa, harga komoditas, estimates of future production, sales volumes
cadangan, beban operasi, beban penutupan dan or sales of service, commodity prices,
rehabilitasi tambang, belanja modal, dividen dan reserves, operating costs, mining closure and
transaksi manajemen modal lainnya di masa rehabilitation costs, capital expenditure,
depan. dividends and other capital management
transactions.
g. Estimasi nilai wajar aset dan kewajiban g. Fair value estimation of financial assets
keuangan and liabilities
Ketika nilai wajar aset keuangan dan liabilitas When the fair values of financial assets and
keuangan dicatat dalam laporan posisi financial liabilities recorded in the
keuangan konsolidasian tidak dapat diukur consolidated statements of financial position
berdasarkan harga kuotasian dalam pasar aktif, cannot be measured based on quoted prices
nilai wajar ditentukan menggunakan teknik in active markets, their fair value is measured
penilaian yang mencakup model DAK dan model using valuation techniques including DCF
analisis pendekatan pasar yang setara. Input models and comparable market approach
untuk model ini diambil dari pasar yang dapat analysis model. The inputs to these models
diobservasi dimana memungkinkan, tetapi jika are taken from observable markets where
tidak mudah dilakukan, membutuhkan tingkat possible, but where this is not feasible, a
pertimbangan dalam menentukan nilai wajar degree of judgement is required in
tersebut. Pertimbangan mencakup establishing fair values. Judgements include
pertimbangan atas input seperti risiko likuiditas, considerations of inputs such as liquidity risk,
risiko kredit dan volatilitas. Perubahan asumsi credit risk and volatility. Changes in
mengenai faktor-faktor tersebut dapat assumptions about these factors could affect
mempengaruhi nilai wajar instrumen keuangan the reported fair value of financial
yang dilaporkan. instruments.
Page 496
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/122 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN, 34. SIGNIFICANT AGREEMENTS, COMMITMENTS
DAN KONTINJENSI AND CONTINGENCIES
a. Perjanjian distribusi a. Distribution agreements
Jumlah pembelian
selama tahun
berjalan/Total
Pihak-pihak dalam Jangka waktu/ Informasi penting/ purchase
perjanjian/Counterparties Period of agreement Significant information during the year
Komatsu Ltd., Jepang/Japan Agustus 2006 - Agustus Komatsu sebagai pemasok alat berat 26,469,390
(“Komatsu”), KMSI 2012, dan telah menunjuk KMSI sebagai pemasok suku
diperpanjang sampai cadang untuk Perseroan secara eksklusif.
Desember 2029/August Perseroan telah diberikan hak ekslusif
2006 - August 2012, and untuk menjual suku cadang yang izinnya
has been extended until dimiliki oleh Komatsu di Indonesia/
December 2029. Komatsu as a heavy equipment supplier
appoints KMSI as a spare parts supplier to
the Company exclusively. The Company
has the exclusive right to sell spare parts
of Komatsu in Indonesia.
Grup juga mengadakan perjanjian distribusi The Group also has distributorship
dengan Tadano Asia Pte. Ltd. (Singapura), agreements with Tadano Asia Pte. Ltd.
BOMAG GmbH & Co. OHG. (Jerman), PT UD (Singapore), BOMAG GmbH & Co. OHG.
Astra Motor Indonesia, dan Scania CV (Germany), PT UD Astra Motor Indonesia and
Aktiebolag (Swedia) dimana Grup memperoleh Scania CV Aktiebolag (Sweden) whereby the
hak eksklusif untuk menjual produk-produk milik Group has the exclusive right to sell the
perusahaan-perusahaan tersebut di Indonesia. products of those companies in Indonesia.
b. Kontrak jasa pertambangan b. Mining services contracts
Grup mempunyai beberapa kontrak jasa The Group has several significant mining
pertambangan signifikan dengan pihak ketiga. services contracts with third parties. Under
Berdasarkan kontrak-kontrak tersebut, Grup the contracts, the Group provides mining
memberikan jasa pertambangan di Sumatera services in South Sumatera, South East
Selatan, Sulawesi Tenggara, dan beberapa Sulawesi and several locations in Kalimantan.
lokasi di Kalimantan. Jangka waktu kontrak The periods of the contracts are varied and
bervariasi dan berakhir sampai dengan 2041. will expire up to 2041.
c. Fasilitas bank garansi, foreign exchange c. Bank guarantee, foreign exchange
contract, dan letter of credit contract and letter of credit facilities
Pada tanggal 31 Desember 2025, Grup memiliki As at 31 December 2025, the Group had
fasilitas bank garansi, foreign exchange contract unused bank guarantee, foreign exchange
dan letter of credit yang belum terpakai dari contract and letter of credit facilities obtained
berbagai bank berjumlah USD 789,9 juta dan Rp from various banks of USD 789.9 million and
5.806,7 miliar atau jumlah setara dengan Rp 5,806.7 billion or equivalent to a total of
Rp 19.062,0 miliar (2024: USD 807,5 juta dan Rp 19,062.0 billion (2024: USD 807.5 million
Rp 4.189,6 miliar atau jumlah setara dengan and Rp 4,189.6 billion or equivalent to a total
Rp 17.241,1 miliar). of Rp 17,241.1 billion).
Page 497
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/123 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN, 34. SIGNIFICANT AGREEMENTS, COMMITMENTS
DAN KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
d. Fasilitas pinjaman yang belum digunakan d. Unused borrowing facilities
Pada tanggal 31 Desember 2025, Grup memiliki As at 31 December 2025, the Group has unused
beberapa fasilitas pinjaman yang belum borrowing facilities from:
digunakan dari:
Jatuh tempo
fasilitas/ Suku
Pemberi pinjaman/ Maturity of Fasilitas/ Jumlah fasilitas/ bunga/
Lenders facility Facility Total facility Interest rate
Club deal: April 2026 Fasilitas pinjaman USD 90.0 juta/million Term-SOFR +
Oversea-Chinese Banking berulang/Revolving (setara marjin/margin
Corporation Ltd. *) dan/and loan facility dengan/equivalent
Sumitomo Mitsui Banking to Rp 1,501.4
Corporation Singapore Branch miliar/billion)
PT Bank Rakyat Indonesia (Persero) Juni/June 2026 Fasilitas pinjaman Rp 500.0 miliar/billion JIBOR**) + marjin/margin
Tbk berulang/Revolving
loan facility
PT Bank Permata Tbk Mei/May 2026 Fasilitas pinjaman Rp 300.0 miliar/billion JIBOR **) + marjin/margin
berulang/Revolving
loan facility
PT Bank Permata Tbk Maret/ Fasilitas pinjaman Rp 50.0 miliar/billion JIBOR **) + marjin/margin
March 2026 berulang/Revolving
loan facility
Standard Chartered Bank Juli/ Fasilitas pinjaman Rp 30.0 miliar/billion JIBOR **) + marjin/margin
July 2026 berulang/Revolving
loan facility
*)
Bertindak sebagai agen/Acting as an agent.
**)
Grup telah menelaah dan berdiskusi dengan para kreditur untuk melakukan transisi dari JIBOR ke Compounded IndONIA, lihat Catatan 2a/The Group has made
assessments and discussions with creditors to transition from JIBOR to Compounded IndONIA, see Note 2a.
e. Komitmen perolehan barang modal e. Capital commitments
Pada tanggal 31 Desember 2025, Grup As at 31 December 2025, the Group had
mempunyai komitmen perolehan barang modal capital commitments with various parties for
dengan berbagai pihak untuk perolehan alat the purchase of heavy equipments, machinery
berat, mesin dan peralatan senilai and equipment amounting to Rp 371.7 billion
Rp 371,7 miliar (2024: Rp 213,7 miliar). (2024: Rp 213.7 billion).
Page 498
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/124 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN, 34. SIGNIFICANT AGREEMENTS, COMMITMENTS
DAN KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
f. Perjanjian pembiayaan f. Financing agreement
PT Surya Artha Nusantara Finance (“SANF”) PT Surya Artha Nusantara Finance
(“SANF”)
Pada bulan April 2014, Perseroan In April 2014, the Company entered into an
menandatangani perjanjian dengan SANF, pihak agreement with SANF, a related party,
berelasi, dimana SANF setuju untuk memberikan whereby SANF agreed to provide financing
fasilitas pembiayaan kepada pelanggan facility to the Company’s customers for
Perseroan untuk pembelian alat berat. Pada purchasing heavy equipment. As at 31
tanggal 31 Desember 2025, jumlah fasilitas yang December 2025, the total facility provided
diberikan adalah sebesar Rp 8.780,0 miliar amounted to Rp 8,780.0 billion (2024: Rp
(2024: Rp 8.290,0 miliar). Perjanjian ini akan 8,290.0 billion). This agreement will expire if
berakhir jika ada penghentian dari salah satu one of the parties terminates this agreement
pihak secara tertulis. through a written notification.
Pada tanggal 31 Desember 2025 dan 2024, tidak As at 31 December 2025 and 2024, there are
ada saldo fasilitas pembiayaan yang diberikan no outstanding financing facility provided by
oleh SANF kepada pelanggan Perseroan yang SANF to the Company’s customers that had
memiliki risiko untuk ditanggung oleh Perseroan. risks to be borne by the Company.
PT Astra Sedaya Finance (“ASF”) PT Astra Sedaya Finance (“ASF”)
Pada bulan Mei 2015, Perseroan In May 2015, the Company entered into
menandatangani perjanjian dengan ASF, pihak agreement with ASF, a related party, where
berelasi, dimana ASF setuju untuk memberikan ASF agreed to provide financing facility to the
fasilitas pembiayaan kepada pelanggan Company’s customers to purchase heavy
Perseroan untuk pembelian alat berat. Pada equipment. As at 31 December 2025 and
tanggal 31 Desember 2025 dan 2024, jumlah 2024, the total facility provided amounted to
fasilitas yang diberikan adalah sebesar Rp 300,0 Rp 300.0 billion. This agreement will expire if
miliar. Perjanjian ini akan berakhir jika ada one of the parties terminates this agreement
penghentian dari salah satu pihak secara tertulis. through a written notification.
Pada tanggal 31 Desember 2025 dan 2024, tidak As at 31 December 2025 and 2024, there are
ada saldo fasilitas pembiayaan yang diberikan no outstanding financing facility provided by
oleh ASF kepada pelanggan Perseroan yang ASF to the Company’s customers that had
memiliki risiko untuk ditanggung oleh Perseroan. risks to be borne by the Company.
Page 499
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/125 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN, 34. SIGNIFICANT AGREEMENTS, COMMITMENTS
DAN KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
g. Fasilitas kredit g. Credit facilities
Pada bulan Juni 2019, Perseroan In June 2019, the Company entered into
menandatangani perjanjian dengan SANF, ASF agreements with SANF, ASF and
dan PT Komatsu Astra Finance (“KAF”), pihak PT Komatsu Astra Finance (“KAF”), related
berelasi, dimana Perseroan setuju untuk parties, where the Company agreed to
memberikan fasilitas pinjaman kepada SANF, provide financing facilities to SANF, ASF and
ASF dan KAF yang digunakan untuk KAF which are used for financing the
pembiayaan atas pembelian alat berat oleh Company’s customers to purchase heavy
pelanggan Perseroan. Fasilitas ini telah equipments. These facilites have been
mengalami beberapa kali perpanjangan dan renewed several times and will expire on
akan berakhir pada tanggal 30 Juni 2026. Jatuh 30 June 2026. The due date of these facilities
tempo fasilitas ini adalah maksimal lima tahun, is a maximum of five years, except for ASF
kecuali untuk ASF dengan jatuh tempo fasilitas with the due date of the facility is maximum of
maksimal empat tahun sejak setiap tanggal four years after each withdrawal.
penarikan.
Pada bulan Maret 2019, Perseroan In March 2019, the Company entered into
menandatangani perjanjian dengan PT SMFL agreements with PT SMFL Leasing Indonesia
Leasing Indonesia (“SMFL”) dimana Perseroan (“SMFL”) where the Company agreed to
setuju untuk memberikan fasilitas pinjaman provide financing facility to SMFL which are
kepada SMFL yang digunakan untuk used for financing the Company’s customers
pembiayaan atas pembelian alat berat oleh to purchase heavy equipments. This facility
pelanggan Perseroan. Fasilitas ini telah berakhir has already expired on 31 March 2025.
pada tanggal 31 Maret 2025.
Pada bulan Agustus 2019, Perseroan In August 2019, the Company entered into
menandatangani perjanjian dengan PT BFI agreement with PT BFI Finance Indonesia
Finance Indonesia Tbk (“BFI”), dimana Tbk (“BFI”), whereby the Company agreed to
Perseroan setuju untuk memberikan fasilitas provide financing facility to BFI which are used
pinjaman kepada BFI yang digunakan untuk for financing the Company’s customers to
pembiayaan atas pembelian alat berat oleh purchase heavy equipments. This facility has
pelanggan Perseroan. Fasilitas ini telah been renewed several times and will expire on
mengalami beberapa kali perpanjangan dan 30 June 2026. The due date of this facility is a
akan berakhir pada tanggal 30 Juni 2026. Jatuh maximum of four years after each withdrawal.
tempo fasilitas ini adalah maksimal empat tahun
sejak setiap tanggal penarikan.
Pada bulan Januari 2020, Perseroan In January 2020, the Company entered into
menandatangani perjanjian dengan PT Buana agreement with PT Buana Finance Tbk
Finance Tbk (“Buana”), dimana Perseroan setuju (“Buana”), where the Company agreed to
untuk memberikan fasilitas pinjaman kepada provide financing facility to Buana which are
Buana yang digunakan untuk pembiayaan atas used for financing the Company’s customers
pembelian alat berat oleh pelanggan Perseroan. to purchase heavy equipments. This facility
Fasilitas ini telah mengalami beberapa kali has been renewed several times and will
perpanjangan dan akan berakhir pada tanggal expire on 30 June 2026. The due date of this
30 Juni 2026 Jatuh tempo fasilitas ini adalah facility is a maximum of four years after each
maksimal empat tahun sejak setiap tanggal withdrawal.
penarikan.
Page 500
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/126 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN, 34. SIGNIFICANT AGREEMENTS, COMMITMENTS
DAN KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
g. Fasilitas kredit (lanjutan) g. Credit facilities (continued)
Tabel berikut ini merupakan rincian informasi The following table gives detailed information
terkait dengan pinjaman yang diberikan: relating to loans:
Saldo pinjaman/
Outstanding balance
Pihak/ Jumlah fasilitas/ Suku bunga/ Jaminan/
Parties Total facilities Interest rate 2025 2024 Collateral
Piutang pelanggan/
SANF 1,800,000 5.0% - 6.8% 1,221,761 1,492,377 Customers’ receivables
Piutang pelanggan/
KAF 700,000 5.0% - 6.8% 189,861 385,325 Customers’ receivables
Piutang pelanggan/
ASF 300,000 5.0% - 6.8% 172,193 221,114 Customers’ receivables
Piutang pelanggan/
BFI 1,250,000 5.0% - 6.8% 171,543 311,544 Customers’ receivables
Piutang pelanggan/
Buana 400,000 5.0% - 6.8% 102,500 140,711 Customers’ receivables
Piutang pelanggan/
SMFL - 5.0% - 6.5% 19,035 50,691 Customers’ receivables
4,450,000 1,876,893 2,601,762
Pinjaman ini diklasifikasikan sebagai piutang These loans are classified as non-trade
non-usaha. receivables.
h. Domestic Market Obligation (“DMO”) h. Domestic Market Obligation (“DMO”)
Pada bulan November 2023, Kementerian In November 2023, the Ministry of Energy and
Energi dan Sumber Daya Mineral (“Kementerian Mineral Resources of Republic of Indonesia
ESDM”) mengeluarkan Keputusan No. (‘MoEMR’) issued Decree No.
399.K/MB.01/MEM.B/2023 yang mengubah 399.K/MB.01/MEM.B/2023 which amend the
Keputusan No. 267.K/MB.01/MEM.B/2022 Decree No. 267.K/MB.01/MEM.B/2022
tentang Pemenuhan Kebutuhan Batubara regarding the Fulfillment of Coal DMO
Dalam Negeri (“Kepmen 399/2023”), dimana (“Decree 399/2023”), under which the IUP
pemegang IUP Operasi Produksi dan PKP2B Production Operation and CCoW holders are
wajib memenuhi persentase penjualan batubara required to fulfill the percentage of coal sales
untuk DMO sebesar 25% dari jumlah produksi for DMO of 25% from the actual coal
aktual batubara pada tahun berjalan untuk production the current year to fulfill the coal
memenuhi kebutuhan batubara bagi penyediaan requirement for the supply of electricity for
tenaga listrik untuk kepentingan umum dan public and private interests and for raw
swasta dan untuk bahan baku/bahan bakar materials/fuel for industry. In the event that the
untuk industri. Dalam hal pemegang IUP dan IUP and CCoW holders do not fulfill the
PKP2B dimaksud tidak memenuhi persentase required DMO percentage, then it will be
DMO yang disyaratkan, maka akan dikenai subject to an obligation to pay compensation
kewajiban pembayaran dana kompensasi fund in accordance with the provisions of
sesuai dengan ketentuan Kepmen 399/2023. Decree 399/2023. The Group has recognised
Grup telah mengakui kompensasi DMO DMO compensation based on the regulation
sebagaimana peraturan yang disebutkan di mentioned above.
atas.
Page 501
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/127 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN, 34. SIGNIFICANT AGREEMENTS, COMMITMENTS
DAN KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
i. Perjanjian Pengaturan Bersama dengan i. Joint Development Agreement with
Sumitomo Corporation (“Sumitomo”) dan Sumitomo Corporation (“Sumitomo”) and
Kansai Electric Power Co., Inc. (“Kansai”) Kansai Electric Power Co., Inc. (“Kansai”)
Pada bulan Desember 2015, UPE, Sumitomo In December 2015, UPE, Sumitomo and
dan Kansai telah sepakat untuk Kansai have agreed to develop Tanjung Jati B
mengembangkan pembangkit listrik tenaga coal-fired power plant Unit 5 & 6 which will
batubara Tanjung Jati B Unit 5 & 6 yang akan produce 2x1,000 megawatt (“MW”) electricity
menghasilkan 2x1.000 megawatt (“MW”) listrik through BJP (“Project Company”), an
melalui BJP (“Perusahaan Proyek”), entitas associate. In December 2015, the Project
asosiasi. Pada bulan Desember 2015, Company has signed the power purchase
Perusahaan Proyek telah menandatangani agreement with PT PLN (Persero), an
perjanjian jual beli listrik dengan PT PLN Indonesian electricity state owned company.
(Persero), sebuah perusahaan listrik milik The development of this coal-fired power plant
Negara. Pengembangan pembangkit listik has completed on 31 December 2022. As at
tenaga batubara ini telah selesai pada tanggal 31 December 2025, balance of investment in
31 Desember 2022. Pada tanggal BJP amounted to Rp 5,281.7 billion (2024:
31 Desember 2025, saldo investasi pada BJP Rp 4,900.0 billion) and was classified under
sebesar Rp 5.281,7 miliar (2024: Rp 4.900,0 investment in associates (see Note 8a).
miliar) dan diklasifikasikan sebagai investasi
pada entitas asosiasi (lihat Catatan 8a).
j. Perjanjian Pengaturan Bersama Kontribusi j. Joint Arrangement Agreement of Capital
Modal berupa Pinjaman kepada BJP Contribution for Subordinated Loan
Agreement in BJP
Pada bulan Februari 2017, Perseroan dan In February 2017, the Company and Kansai
Kansai sepakat untuk memberikan pinjaman have agreed to provide subordinated loans in
subordinasi dengan mata uang USD kepada USD to BJP. This loan has fixed interest rate
BJP. Pinjaman ini memiliki tingkat suku bunga and will mature in 2040.
tetap dan akan jatuh tempo pada tahun 2040.
Pada tanggal 31 Desember 2025, jumlah saldo As at 31 December 2025, the outstanding
pinjaman kepada BJP adalah sebesar loans to BJP was amounted to Rp 1,049.0
Rp 1.049,0 miliar (2024: Rp 1.751,5 miliar). billion (2024: Rp 1,751.5 billion).
k. PP No. 36 Tahun 2023 k. PP No. 36 of 2023
Pada bulan Juli 2023, Pemerintah mengeluarkan In July 2023, the Government issued PP No.
PP No. 36 Tahun 2023 yang mengatur tentang 36 of 2023 which regulates the export
devisa hasil ekspor, valuta asing dan proceeds, foreign exchange and import
pembayaran impor untuk pengusahaan di sektor payments for business in mining, plantation,
pertambangan, perkebunan, kehutanan dan forestry and fishery sectors.
perikanan.
Page 502
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/128 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN, 34. SIGNIFICANT AGREEMENTS, COMMITMENTS
DAN KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
k. PP No. 36 Tahun 2023 (lanjutan) k. PP No. 36 of 2023 (continued)
Pada bulan Agustus 2023, PP No. 36 Tahun In August 2023, PP No. 36 of 2023 revoked
2023 mencabut Peraturan Pemerintah No. 1 Government Regulation No. 1 of 2019.
Tahun 2019.
Berdasarkan PP No. 36 Tahun 2023, 30% dari Based on PP No. 36 of 2023, 30% of the
devisa hasil ekspor dengan nilai ekspor paling export proceeds that have export values of at
sedikit USD 250.000 atau ekuivalennya, wajib least USD 250,000 or its equivalent stated in
ditempatkan ke dalam rekening khusus dengan an export customs declaration must be placed
jangka waktu paling singkat tiga bulan. in the special account for a holding period of
Peraturan ini berlaku efektif sejak at least three months. This regulation became
1 Agustus 2023. effective on 1 August 2023.
Grup telah mematuhi peraturan ini untuk The Group has complied with the regulation to
menempatkan devisa hasil ekspor sumber daya place the export proceeds from natural
alam ke dalam rekening khusus dan disajikan resources export into the special account and
sebagai bagian dari “Kas dan setara kas” dalam is presented as part of “Cash and cash
laporan posisi keuangan konsolidasian. equivalents” in the consolidated statements of
financial position.
l. PP No. 8 Tahun 2025 l. PP No. 8 of 2025
Pada tanggal 17 Februari 2025, Pemerintah On 17 February 2025, the Government issued
mengeluarkan PP No. 8 Tahun 2025 yang PP No. 8 of 2025 which regulates the cash
mengatur penerimaan kas dari penjualan proceeds from export sales, foreign exchange
ekspor, valuta asing, dan pembayaran impor and import payments for business in mining,
untuk usaha di sektor pertambangan, plantation, forestry and fishery sectors.
perkebunan, kehutanan, dan perikanan.
Berdasarkan PP No. 8 Tahun 2025, 100% dari Based on PP No. 8 of 2025, 100% of the cash
penerimaan kas dari penjualan ekspor harus proceeds from export sales must be placed in
ditempatkan dalam rekening bank khusus untuk the special bank accounts for a holding period
jangka waktu minimal dua belas bulan. of at least twelve months. This regulation
Peraturan ini mulai berlaku pada 1 Maret 2025. became effective on 1 March 2025.
Grup telah mematuhi peraturan ini untuk The Group has complied with the regulation to
menempatkan devisa hasil ekspor sumber daya place the export proceeds from natural
alam ke dalam rekening khusus dan disajikan resources export into the special account and
sebagai bagian dari “Kas dan setara kas” dalam is presented as part of “Cash and cash
laporan posisi keuangan konsolidasian. equivalents” in the consolidated statements of
financial position.
m. Penjelasan terkait izin PTAR m. Consideration in respect to PTAR’s license
Pada tanggal 20 Januari 2026, Menteri On 20 January 2026, the Minister of the State
Sekretariat Negara mengeluarkan siaran pers Secretariat issued a press release
yang mengumumkan pencabutan izin usaha dari announcing the revocation of the business
28 perusahaan. PTAR termasuk dalam daftar licenses of 28 companies. PTAR was among
tersebut. Hingga saat ini, PTAR belum menerima those listed. To date, PTAR has not yet
pemberitahuan tertulis resmi terkait pencabutan received any official written notification
izin tersebut. regarding the revocation of the license.
Page 503
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/129 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
34. PERJANJIAN-PERJANJIAN PENTING, KOMITMEN, 34. SIGNIFICANT AGREEMENTS, COMMITMENTS
DAN KONTINJENSI (lanjutan) AND CONTINGENCIES (continued)
m. Penjelasan terkait izin PTAR (lanjutan) m. Consideration in respect to PTAR’s license
(continued)
Selanjutnya, pada tanggal 11 Februari 2026, Subsequently, on 11 February 2026, the
Menteri Energi dan Sumber Daya Mineral Minister of Energy and Mineral Resources
menyampaikan di media bahwa berdasarkan announced through the media that, based on
arahan Presiden Republik Indonesia, the direction of the President of the Republic
Pemerintah akan melakukan evaluasi mengenai of Indonesia, the Government will conduct an
izin PTAR, dan dalam hal tidak ditemukan evaluation regarding license of PTAR, where
pelanggaran maka hak-hak investor akan no violations are found, investors' rights will be
dipulihkan; sebaliknya, apabila ditemukan restored; conversely, if violations are
pelanggaran, sanksi akan dikenakan secara identified, sanctions will be imposed
proporsional. proportionately.
Manajemen berkeyakinan bahwa PTAR telah Management believes that PTAR has
mematuhi peraturan perundang‑undangan yang complied with relevant laws and regulations in
berlaku dalam menjalankan usahanya. Oleh carrying out its activities. Therefore, in
karena itu, sehubungan dengan hal-hal tersebut connection with the above, there was no
di atas, tidak terdapat dampak yang material significant impact on the Group's consolidated
terhadap laporan keuangan konsolidasian Grup financial statements for the year ended 31
untuk tahun yang berakhir pada 31 Desember December 2025.
2025.
n. Novasi Perjanjian Pemegang Saham n. Subordinated Shareholder Novation Loan
Subordinasi untuk SERD for SERD
Pada tanggal 15 Maret 2024, Grup telah On 15 March 2024, the Group entered into a
menandatangani Novasi Perjanjian Pemegang subordinated shareholder novation loan with
Saham Subordinasi dengan Axia Power Axia Power Holdings B.V (“AXIA”), Tohoku
Holdings B.V (“AXIA”), Tohoku Power Power Investment Company B.V. ("TPIC")
Investment Company B.V. ("TPIC") dan Inpex and Inpex Geothermal, Ltd. ("IG"). Based on
Geothermal, Ltd. ("IG"). Berdasarkan perjanjian the agreement, AXIA, TPIC and IG has
tersebut, AXIA, TPIC dan IG setuju untuk agreed to transfer some part of its receivables
mengalihkan sebagian dari saldo piutang di to SERD including the capitalised interest.
SERD termasuk bunga yang telah dikapitalisasi. This loan has fixed interest rate and will
Pinjaman ini memiliki tingkat suku bunga tetap mature in 2038.
dan akan jatuh tempo pada tahun 2038.
Pada tanggal 31 Desember 2025, jumlah saldo As at 31 December 2025, the outstanding
pinjaman kepada SERD adalah sebesar loans to SERD was amounted to Rp 1,082.8
Rp 1.082,8 miliar (2024: Rp 431,0 miliar). billion (2024: Rp 431.0 billion).
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DAN ENTITAS ANAK/AND SUBSIDIARIES
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. INFORMASI SEGMEN 35. SEGMENT INFORMATION
Direksi adalah pengambil keputusan operasi utama The Board of Directors is the Group's chief
Grup. operating decision-maker.
Manajemen memonitor hasil operasi segmen bisnis Management monitors the operating results of its
untuk tujuan pengambilan keputusan tentang alokasi business segments for the purpose of decision
sumber daya dan penilaian kinerja. Kinerja segmen making about resource allocation and performance
dinilai berdasarkan pendapatan dan laba atau rugi assessment. Segment performance is evaluated
kotor yang diukur dengan cara yang konsisten based on revenue and gross profit or loss and is
dengan laba atau rugi usaha dalam laporan measured consistently with the operating profit or
keuangan konsolidasian. loss in the consolidated financial statements.
a. Aktivitas a. Activities
Bisnis utama Grup dibagi menjadi lima segmen, The Group’s main business is divided into five
yaitu mesin konstruksi, kontraktor penambangan, segments which are construction machinery,
penambangan batubara termal dan metalurgi, mining contracting, thermal and metallurgical
penambangan emas dan mineral lainnya, serta coal mining, gold and other mineral mining,
segmen lainnya. and other segments.
Mesin konstruksi merupakan segmen penjualan The construction machinery segment include
dan penyewaan alat berat beserta pelayanan sales and rental of heavy equipment and after
purna jual. Segmen kontraktor penambangan sales services. The mining contracting
memberikan jasa penambangan kepada pemilik segment provides mining services to mining
konsesi penambangan. Segmen penambangan concession holders. The thermal and
batubara termal dan metalurgi, serta emas dan metallurgical coal, gold and other mineral
mineral lainnya (termasuk nikel) fokus pada (including nickel) mining segment focuses on
penambangan dan penjualan batubara serta the mining and selling of coal, gold and other
emas dan mineral lainnya. Segmen lainnya mineral goods. Other segments focuses to
berfokus memberikan jasa konstruksi, energi, provides construction services, energy, etc.
dan sebagainya. Informasi segmen yang The segment information provided to the chief
diberikan kepada pengambil keputusan operating decision-maker for the reportable
operasional utama untuk setiap segmen segments as at and for the years ended 31
dilaporkan pada tanggal dan untuk tahun-tahun December 2025 and 2024 are as follows:
yang berakhir pada 31 Desember 2025 dan 2024
adalah sebagai berikut:
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PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/131 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. INFORMASI SEGMEN (lanjutan) 35. SEGMENT INFORMATION (continued)
a. Aktivitas (lanjutan) a. Activities (continued)
Penambangan
batubara Penambangan
termal dan emas dan
Mesin Kontraktor metalurgi/ mineral lainnya/ Segmen
Konstruksi/ penambangan/ Thermal and Gold and lainnya/
Construction Mining metallurgical other mineral Other Jumlah/ Eliminasi/ Konsolidasi/
Informasi segmen machinery contracting coal mining mining segments Total Elimination Consolidation Segment information
LAPORAN LABA RUGI CONSOLIDATED
DAN PENGHASILAN STATEMENTS OF PROFIT
KOMPREHENSIF OR LOSS AND OTHER
LAIN KONSOLIDASIAN COMPREHENSIVE
INCOME
Pendapatan bersih Net revenue
31 Desember 2025 51,102,474 65,208,093 29,051,559 14,020,030 2,777,715 162,159,871 (30,859,061) 131,300,810 31 December 2025
31 Desember 2024 54,665,904 68,483,358 30,052,896 9,908,218 3,463,405 166,573,781 (32,146,783) 134,426,998 31 December 2024
Laba sebelum Profit before
pajak penghasilan income tax
31 Desember 2025 4,712,208 9,415,967 2,888,874 4,077,520 (781,485) 20,313,084 (130,917) 20,182,167 31 December 2025
31 Desember 2024 5,003,836 14,213,910 4,402,735 2,256,436 1,318 25,878,235 18,817 25,897,052 31 December 2024
Biaya keuangan Finance costs
31 Desember 2025 (1,758,071) (948,484) (9,660) (128,952) (99,559) (2,944,726) 318,908 (2,625,818) 31 December 2025
31 Desember 2024 (1,795,756) (1,074,013) (14,187) (68,186) (95,729) (3,047,871) 397,292 (2,650,579) 31 December 2024
Beban penyusutan Depreciation and
dan amortisasi amortisation expenses
31 Desember 2025 (839,396) (9,295,053) (722,959) (2,166,484) (110,743) (13,134,635) 931,219 (12,203,416) 31 December 2025
31 Desember 2024 (815,603) (8,332,023) (663,782) (2,125,671) (126,908) (12,063,987) 788,220 (11,275,767) 31 December 2024
Penghasilan keuangan Finance income
31 Desember 2025 463,658 508,102 198,005 161,582 232,050 1,563,397 (318,908) 1,244,489 31 December 2025
31 Desember 2024 497,170 487,558 251,839 92,547 218,332 1,547,446 (397,292) 1,150,154 31 December 2024
Beban Income tax
pajak penghasilan expenses
31 Desember 2025 (932,659) (2,148,768) (718,919) (1,146,047) (59,010) (5,005,403) - (5,005,403) 31 December 2025
31 Desember 2024 (941,113) (3,159,593) (981,535) (617,113) (79,169) (5,778,523) - (5,778,523) 31 December 2024
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PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/132 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. INFORMASI SEGMEN (lanjutan) 35. SEGMENT INFORMATION (continued)
a. Aktivitas (lanjutan) a. Activities (continued)
Penambangan
batubara Penambangan
termal dan emas dan
Mesin Kontraktor metalurgi/ mineral lainnya/ Segmen
Konstruksi/ penambangan/ Thermal and Gold and lainnya/
Construction Mining metallurgical other mineral Other Jumlah/ Eliminasi/ Konsolidasi/
Informasi segmen machinery contracting coal mining mining segments Total Elimination Consolidation Segment information
LAPORAN POSISI CONSOLIDATED
KEUANGAN STATEMENTS OF
KONSOLIDASIAN FINANCIAL
POSITION
Jumlah aset Total assets
31 Desember 2025 43,633,890 63,908,886 28,016,820 48,539,991 13,950,861 198,050,448 (20,413,149) 177,637,299 31 December 2025
31 Desember 2024 38,635,087 59,554,318 28,005,004 45,542,422 14,469,927 186,206,758 (16,726,140) 169,480,618 31 December 2024
Jumlah liabilitas Total liabilities
31 Desember 2025 (41,926,177) (25,150,939) (7,367,136) (13,898,651) (3,875,122) (92,218,025) 17,717,049 (74,500,976) 31 December 2025
31 Desember 2024 (39,174,591) (24,791,667) (8,148,845) (9,908,730) (3,406,508) (85,430,341) 14,124,896 (71,305,445) 31 December 2024
INFORMASI LAIN-LAIN OTHER INFORMATION
Pengeluaran
barang modal Capital expenditures
31 Desember 2025 2,322,296 9,166,122 1,732,436 2,728,037 84,923 16,033,814 (867,168) 15,166,646 31 December 2025
31 Desember 2024 1,884,381 12,637,809 825,904 2,125,935 134,145 17,608,174 (2,805,943) 14,802,231 31 December 2024
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PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/133 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
35. INFORMASI SEGMEN (lanjutan) 35. SEGMENT INFORMATION (continued)
a. Aktivitas (lanjutan) a. Activities (continued)
Eliminasi meliputi eliminasi transaksi dan saldo Elimination includes the elimination of
intra segmen dan antar segmen. intrasegment and intersegment transactions
and balances.
Pendapatan dari pihak eksternal dilaporkan The revenue from external parties reported to
kepada pengambil keputusan operasional the chief operating decision-maker is
utama yang diukur dengan cara yang konsisten measured in a manner consistent with profit
dengan yang dilaporkan dalam laba rugi. Jumlah or loss. The amounts provided to the chief
yang dilaporkan kepada pengambil keputusan operating decision-maker with respect to total
operasional utama sehubungan dengan jumlah assets and liabilities are measured in a
aset dan liabilitas diukur dengan cara yang manner consistent with that of the
konsisten dengan yang dilaporkan dalam consolidated financial statements. These
laporan keuangan konsolidasian. Aset dan assets and liabilities are allocated based on
liabilitas ini dialokasikan berdasarkan operasi the operations of the segment.
segmen.
Tidak ada pendapatan, aset dan liabilitas yang There are no revenue, assets and liabilities
tidak dapat dialokasikan kepada operasi that cannot be allocated to a particular
segmen tertentu. operating segment.
b. Area geografis b. Geographical areas
Rincian pengeluaran barang modal adalah Breakdown of the capital expenditures is as
sebagai berikut: follows:
2025 2024
Indonesia 15,166,646 14,802,231 Indonesia
Aset tidak lancar selain instrumen keuangan dan The non-current assets other than financial
aset pajak tangguhan yang berada di luar negeri instruments and deferred tax assets are
senilai Rp 62,2 miliar (2024: domiciled in overseas amounted to
Rp 74,1 miliar). Grup tidak memiliki aset dan hak Rp 62.2 billion (2024: Rp 74.1 billion). The
imbalan kerja yang muncul dari kontrak Group has no employment benefit assets and
asuransi. rights arising from insurance contracts.
Rincian pendapatan bersih berdasarkan tujuan Brekadown of the net revenue by destination
adalah sebagai berikut: is as follows:
2025 2024
Domestik 102,352,663 103,580,087 Domestic
Luar negeri 28,948,147 30,846,911 Overseas
Jumlah 131,300,810 134,426,998 Total
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DAN ENTITAS ANAK/AND SUBSIDIARIES
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
36. INFORMASI MENGENAI PIHAK BERELASI 36. RELATED PARTY INFORMATION
Grup melakukan transaksi usaha dan lainnya dengan The Group has engaged in trade and other
pihak berelasi. Transaksi dan saldo yang signifikan transactions with related parties. Significant
dengan pihak berelasi adalah sebagai berikut: transactions and balances with related parties are
as follows:
a. Sifat hubungan dan transaksi a. Nature of relationships and transactions
Pihak berelasi/ Sifat hubungan/ Sifat transaksi/
Related parties Nature of relationship Nature of transaction
PT Astra International Tbk Pemegang saham utama Perseroan/ Penjualan barang, suku cadang, jasa dan
Majority shareholder of the Company listrik/Sales of goods, spare parts,
services and electricity
Aegis Energy Trading Pte. Ltd. Ventura bersama/ Penjualan barang/Sales of goods
Joint venture
Cipta Commodity Trading Pte. Ltd. Ventura bersama/ Penjualan barang dan biaya pemberian
Joint venture jasa/Sales of goods and service fee
PT Astra Agro Lestari Tbk Entitas sepengendali/ Penjualan barang dan jasa/Sales
dan entitas anak/ Entity under common control of goods and services
and subsidiaries
PT Arkora Hydro Tbk Entitas asosiasi/ Pinjaman/Loan
dan entitas anak/ Associate
and subsidiaries
PT Astra Daihatsu Motor Entitas asosiasi dari pemegang Pendapatan jasa/Sales of services
saham utama Perseroan/
Associate of majority shareholder
of the Company
PT Astra Otoparts Tbk Entitas sepengendali/ Pembelian barang/ Purchase of goods
dan entitas anak/ Entity under common control
and subsidiaries
PT Astra Sedaya Finance Entitas sepengendali/ Pinjaman/Loan
Entity under common control
PT Astra Tol Nusantara Entitas sepengendali/ Pendapatan jasa/Sales of services
dan entitas anak/ Entity under common control
and subsidiaries
PT Bhumi Jati Power Entitas asosiasi/ Pinjaman dan penjualan barang/Loan
Associate and sales of goods
PT Komatsu Astra Finance Ventura bersama dari Pinjaman dan transaksi sewa/
entitas sepengendali/ Loan and lease transaction
Joint venture of entity
under common control
PT Hengjaya Mineralindo Entitas anak dari entitas asosiasi Grup/ Pendapatan jasa/Sales of services
Subsidiary of the Group’s associate
PT Lintas Marga Sedaya Ventura bersama dari entitas Pendapatan jasa/Sales of services
sepengendali/Joint venture of entity
under common control
PT Sedaya Multi Investama Entitas sepengendali/ Asuransi dan pinjaman/
dan entitas anak/ Entity under common control Insurance and loan
and subsidiaries
PT Serasi Autoraya Entitas sepengendali/ Jasa transportasi, pergudangan
dan entitas anak/ Entity under common control dan transaksi sewa/Transportation,
and subsidiaries warehousing service and
lease transaction
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
36. INFORMASI MENGENAI PIHAK BERELASI 36. RELATED PARTY INFORMATION (continued)
(lanjutan)
a. Sifat hubungan dan transaksi (lanjutan) a. Nature of relationships and transactions
(continued)
Pihak berelasi/ Sifat hubungan/ Sifat transaksi/
Related parties Nature of relationship Nature of transaction
PT Supreme Energy Rantau Dedap Ventura bersama/ Pinjaman/loan
Joint venture
PT Supreme Energy Sriwijaya*) Ventura bersama/ Pinjaman/loan
Joint venture
PT Traktor Nusantara Ventura bersama dari pemegang Pembelian barang/Purchase of goods
dan entitas anak/ saham utama Perseroan/
and subsidiaries Joint venture of majority
shareholder of the Company
PT UD Astra Motor Indonesia Ventura bersama dari pemegang Pembelian barang/Purchase of goods
saham utama Perseroan/
Joint venture of majority
shareholder of the Company
PT United Tractors Semen Gresik Entitas asosiasi/ Penjualan barang dan jasa/Sales
Associate of goods and services
Dewan Komisaris, Direksi, dan Manajemen kunci Grup/ Kompensasi dan remunerasi/
personil manajemen kunci lainnya/ Key management of the Group Compensation and remuneration
Board of Commisioners, Board of
Directors and other key
management personnel
*)
Pada tanggal 18 Juni 2025, Grup melalui EPN telah meningkatkan kepemilikan di SES, sehingga Grup memperoleh pengendalian atas SES dengan kepemilikan efektif sebesar 80,2%/
On 18 June 2025, the Group through EPN has increased its ownership in SES, therefore the Group gains control over SES with effective ownership of 80.2%.
b. Transaksi b. Transactions
Pendapatan bersih (sebagai
persentase terhadap Net revenue (as percentage
jumlah pendapatan bersih) 2025 2024 of total net revenue)
Aegis Energy Trading Pte. Ltd. 3,940,594 3.0% 5,248,508 3.9% Aegis Energy Trading Pte. Ltd.
Cipta Commodity Trading Pte. Ltd. 2,638,699 2.0% 2,475,084 1.8% Cipta Commodity Trading Pte. Ltd.
PT Bhumi Jati Power 1,886,136 1.4% 1,557,117 1.2% PT Bhumi Jati Power
PT Hengjaya Mineralindo 394,853 0.3% - 0.0% PT Hengjaya Mineralindo
PT Astra International Tbk 200,858 0.2% 202,994 0.2% PT Astra International Tbk
PT Astra Tol Nusantara PT Astra Tol Nusantara
dan entitas anak 184,621 0.2% 264,550 0.2% and subsidiaries
PT United Tractors Semen Gresik 107,640 0.1% 147,133 0.1% PT United Tractors Semen Gresik
PT Astra Agro Lestari PT Astra Agro Lestari
dan entitas anak 40,707 0.0% 57,558 0.0% and subsidiaries
PT Lintas Marga Sedaya 33,589 0.0% 348,018 0.2% PT Lintas Marga Sedaya
PT Astra Daihatsu Motor 24,246 0.0% 70,541 0.1% PT Astra Daihatsu Motor
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 72,052 0.1% 79,645 0.1% Rp 53.2 billion each)
9,523,995 7.3% 10,451,148 7.8%
Beban (sebagai persentase Expenses (as percentage
terhadap jumlah beban) 2025 2024 of total expenses)
PT UD Astra Motor Indonesia 473,337 0.4% 295,610 0.3% PT UD Astra Motor Indonesia
PT Serasi Autoraya dan entitas anak 269,391 0.2% 253,911 0.2% PT Serasi Autoraya and subsidiaries
PT Sedaya Multi Investama PT Sedaya Multi Investama
dan entitas anak 111,059 0.1% 132,037 0.1% and subsidiaries
PT Astra Otoparts Tbk PT Astra Otoparts Tbk
dan entitas anak 78,026 0.1% 101,029 0.1% and subsidiaries
PT Astra Graphia Tbk dan entitas anak 55,315 0.1% 70,556 0.1% PT Astra Graphia and subsidiaries
Cipta Commodity Trading Pte. Ltd. 46,109 0.0% 75,018 0.1% Cipta Commodity Trading Pte. Ltd.
PT Traktor Nusantara dan entitas anak 38,372 0.0% 62,564 0.1% PT Traktor Nusantara and subsidiaries
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 28,838 0.1% 37,405 0.0% Rp 53.2 billion each)
1,100,447 1.0% 1,028,130 1.0%
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PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
36. INFORMASI MENGENAI PIHAK BERELASI 36. RELATED PARTY INFORMATION (continued)
(lanjutan)
b. Transaksi (lanjutan) b. Transactions (continued)
Penghasilan keuangan (sebagai
persentase terhadap jumlah Finance income (as percentage
penghasilan keuangan) 2025 2024 of total finance income)
PT Bhumi Jati Power 140,717 11.3% 171,609 14.9% PT Bhumi Jati Power
PT Sedaya Multi Investama PT Sedaya Multi Investama
dan entitas anak 78,702 6.3% 92,683 8.1% and subsidiaries
PT Supreme Energy Rantau Dedap 67,227 5.4% 27,978 2.4% PT Supreme Energy Rantau Dedap
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 45,090 3.6% 51,030 4.5% Rp 53.2 billion each)
331,736 26.6% 343,300 29.9%
Biaya keuangan (sebagai
persentase terhadap jumlah Finance costs (as percentage
biaya keuangan) 2025 2024 of total finance costs)
PT Komatsu Astra Finance 67,536 2.6% 33,721 1.3% PT Komatsu Astra Finance
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 11,652 0.4% 10,853 0.4% Rp 53.2 billion each)
79,188 3.0% 44,574 1.7%
Seperti halnya dengan pihak ketiga, harga jual, Similar to third parties, sales price, purchase
harga pembelian, beban sewa operasi, beban price, operating lease expense, insurance
asuransi dan beban bunga dengan pihak-pihak charges and interest charges to related parties
berelasi ditentukan berdasarkan negosiasi. are determined based on negotiation.
c. Saldo c. Balances
Aset (sebagai persentase Assets (as percentage
terhadap jumlah aset) 2025 2024 of total assets)
Piutang usaha (Catatan 4) 1,376,825 0.8% 1,089,681 0.6% Trade receivables (Note 4)
Piutang non-usaha 4,307,020 2.4% 4,789,986 2.9% Non-trade receivables
5,683,845 3.2% 5,879,667 3.5%
Liabilitas (sebagai persentase Liabilities (as percentage
terhadap jumlah liabilitas) 2025 2024 of total liabilities)
Liabilitas sewa Lease liabilities
(Catatan 20) 682,438 0.9% 645,996 0.9% (Note 20)
Utang usaha (Catatan 14) 213,679 0.3% 235,658 0.3% Trade payables (Note 14)
Utang non-usaha 87,548 0.1% 70,309 0.1% Non-trade payables
Uang muka pelanggan 44,175 0.1% 46,032 0.1% Customer deposits
Akrual (Catatan 18) 12,009 0.0% 25,936 0.0% Accruals (Note 18)
Liabilitas keuangan Other financial
lain-lain (Catatan 15) 207,842 0.3% 238,633 0.4% liabilities (Note 15)
1,247,691 1.7% 1,262,564 1.8%
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CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
36. INFORMASI MENGENAI PIHAK BERELASI 36. RELATED PARTY INFORMATION (continued)
(lanjutan)
c. Saldo (lanjutan) c. Balances (continued)
Piutang usaha dari pihak berelasi timbul terutama The trade receivables from related parties
dari transaksi penjualan. Piutang tidak memiliki arise mainly from sale transactions. The
jaminan dan tidak berbunga. receivables are unsecured in nature and bear
no interest.
Utang usaha kepada pihak berelasi timbul Trade payables to related parties arise mainly
terutama dari transaksi pembelian dan jatuh from purchase transactions and are due two
tempo dua bulan setelah tanggal pembelian. months after the date of purchase. The
Utang tersebut tidak berbunga. payables bear no interest.
(i) Piutang non-usaha (i) Non-trade receivables
2025 2024
PT Sedaya Multi Investama PT Sedaya Multi Investama
dan entitas anak 1,259,577 1,541,188 and subsidiaries
PT Supreme Energy PT Supreme Energy
Rantau Dedap 1,153,480 456,921 Rantau Dedap
PT Bhumi Jati Power 1,078,388 1,799,378 PT Bhumi Jati Power
PT Arkora Hydro Tbk PT Arkora Hydro Tbk
dan entitas anak 226,926 81,111 and subsidiaries
PT Komatsu Astra Finance 199,342 393,248 PT Komatsu Astra Finance
Pinjaman kepada karyawan Loan to key management
kunci 190,594 208,692 personnel
PT Astra Sedaya Finance 176,555 225,435 PT Astra Sedaya Finance
PT Supreme Energy Sriwijaya - 68,017 PT Supreme Energy Sriwijaya
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 22,158 15,996 Rp 53.2 billion each)
4,307,020 4,789,986
Piutang non-usaha kepada pihak berelasi Non-trade receivables to related parties
timbul dari transaksi selain penjualan arise from transactions other than the
barang dan jasa, termasuk pinjaman sale of goods and services, including
kepada pihak berelasi. Lihat Catatan 34g, loan to related parties. See Notes 34g,
34j dan 34n untuk informasi mengenai 34j and 34n for information about loans
pinjaman kepada pihak berelasi. to related parties.
(ii) Utang non-usaha (ii) Non-trade payables
2025 2024
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 87,548 70,309 Rp 53.2 billion each)
(iii) Uang muka pelanggan (iii) Customer deposits
2025 2024
Lain-lain (masing-masing Others (below
di bawah Rp 53,2 miliar) 44,175 46,032 Rp 53.2 billion each)
Page 512
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/138 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
36. INFORMASI MENGENAI PIHAK BERELASI 36. RELATED PARTY INFORMATION (continued)
(lanjutan)
d. Kompensasi manajemen kunci d. Key management compensation
Kompensasi yang dibayar atau terutang pada The compensation paid or payable to key
manajemen kunci Grup atas jasa kepegawaian management of the Group for employee
adalah sebagai berikut: services is shown below:
2025 2024
Rp %*) Rp %*)
Imbalan kerja jangka pendek 269,176 1.9% 268,560 2.1% Short-term employee benefits
Imbalan pascakerja dan Post-employment and other
jangka panjang lainnya 22,673 0.2% 28,713 0.2% long-term benefits
291,849 2.1% 297,273 2.3%
*)
Sebagai persentase terhadap beban karyawan/As percentage of employee costs.
e. Program imbalan pascakerja e. Post-employment benefit plan
Grup menyediakan program imbalan pascakerja The Group provides post-employment benefit
untuk karyawan melalui DPA 1 dan DPA 2. plan for its employees through DPA 1 and DPA
Jumlah pembayaran yang dilakukan Grup adalah 2. The total payments made by the Group are
sebagai berikut: as follows:
2025 2024
Rp %*) Rp %*)
DPA 1 6,082 0.1% 14,981 0.1% DPA 1
DPA 2 322,639 2.3% 302,133 2.4% DPA 2
328,721 2.4% 317,114 2.5%
*)
Sebagai persentase terhadap beban karyawan/As percentage of employee costs.
37. LABA PER SAHAM DASAR 37. BASIC EARNINGS PER SHARE
Laba per saham dasar/dilusian dihitung dengan Basic/diluted earnings per share is calculated by
membagi laba yang diatribusikan kepada pemilik dividing the profit attributable to the owners of the
entitas induk dengan rata-rata tertimbang jumlah parent by the weighted average number of ordinary
saham biasa yang beredar sepanjang tahun. shares outstanding during the year.
2025 2024
Laba setelah pajak yang
diatribusikan kepada Profit after tax attributable to
pemilik entitas induk 14,810,434 19,531,205 owners of the parent
Rata-rata tertimbang Weighted average number
jumlah saham biasa of ordinary shares
yang beredar (’000) 3,628,063 3,631,809 outstanding (’000)
Laba per saham dasar Basic earnings per share
(dalam Rupiah penuh) 4,082 5,378 (in full Rupiah)
Perseroan tidak memiliki saham biasa yang The Company has no potential dilutive ordinary
berpotensi dilutif. Dengan demikian, laba per saham shares. Therefore, the diluted earnings per share is
dilusian setara dengan laba per saham dasar. equivalent to the basic earnings per share.
Pada tanggal 31 Desember 2025 dan 2024, tidak ada As at 31 December 2025 and 2024, there were no
efek yang berpotensi menjadi saham biasa. Oleh existing instruments which could result in the issue
karena itu, laba per saham dilusian sama dengan of further ordinary shares. Therefore, diluted
laba per saham dasar. earnings per share is equivalent to basic earnings
per share.
Page 513
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/139 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
38. INFORMASI TAMBAHAN UNTUK LAPORAN 38. SUPPLEMENTARY INFORMATION FOR
ARUS KAS KONSOLIDASIAN CONSOLIDATED STATEMENT OF CASH
FLOWS
Aktivitas investasi dan pendanaan signifikan yang Significant investing and financing activities not
tidak mempengaruhi arus kas: affecting cash flows:
2025 2024
Perolehan aset hak-guna Acquisition of right-of-use assets
melalui liabilitas sewa 1,286,437 979,031 through lease liabilities
Penambahan piutang non-usaha Addition of non-trade receivables
melalui akuisisi through acquisition of a
entitas anak 863,836 - subsidiary
Penambahan investasi pada ventura Addition of investment in joint
bersama melalui akuisisi venture through acquisition of a
entitas anak 285,359 - subsidiary
Perolehan aset tetap Acquisition of fixed assets
melalui uang muka 248,418 778,817 through advances
Perolehan aset tetap Acquisition of fixed assets
melalui utang 242,649 319,198 through payables
Penambahan investasi pada entitas Addition of investment in associate
asosiasi melalui program through dividend
reinvestasi dividen 133,884 - reinvestment plan
Pembelian saham tresuri Purchase of treasury shares
melalui utang 120,544 - through payables
Penambahan modal dari Capital injection from
kepentingan nonpengendali non-controlling interests
melalui konversi utang 5,212 - through conversion of payables
Pembagian dividen Dividend distribution
kepada pemilik entitas induk to owners of the parent
melalui utang 3,196 2,638 through payables
Pelepasan aset tetap Disposal of fixed assets
melalui piutang 1,667 6,987 through receivables
Pembagian dividen Dividend distribution
kepada kepentingan to non-controlling interest
nonpengendali melalui utang - 39,781 through payables
Pengambilbagian saham pada ventura Shares subscription of joint venture
bersama melalui uang muka - 804,008 through advances
Perubahan liabilitas yang timbul dari aktivitas Changes in liabilities arising from financing
pendanaan: activities:
2025
Liabilitas
Pinjaman Pinjaman keuangan
bank jangka bank jangka Liabilitas lain-lain/
pendek/ panjang/ sewa/ Other
Short-term Long-term Lease financial Jumlah/
bank loans bank loans liabilities liabilities Total
Balance as at
Saldo 1 Januari 2025 402,430 17,156,753 1,664,615 942,522 20,166,320 1 January 2025
Perolehan aset hak-guna Acquisition of right-of-use
melalui sewa - - 1,286,437 - 1,286,437 assets through leases
Penerimaan 1,269,000 8,220,312 - 1,639,332 11,128,644 Proceeds
Pembayaran (1,115,250) (10,004,954) (1,167,925) (1,741,519) (14,029,648) Repayments
Amortisasi Amortisation of
biaya transaksi - 34,155 - - 34,155 transaction cost
Penghentian Termination of
liabilitas sewa - - (5,799) - (5,799) lease liabilities
Penyesuaian selisih Foreign exchange
kurs 3,820 331,020 411 1,681 336,932 adjustment
Balance as at
Saldo 31 Desember 2025 560,000 15,737,286 1,777,739 842,016 18,917,041 31 December 2025
Page 514
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/140 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
38. INFORMASI TAMBAHAN UNTUK LAPORAN ARUS 38. SUPPLEMENTARY INFORMATION FOR
KAS KONSOLIDASIAN (lanjutan) CONSOLIDATED STATEMENT OF CASH
FLOWS (continued)
Perubahan liabilitas yang timbul dari aktivitas Changes in liabilities arising from financing
pendanaan: (lanjutan) activities: (continued)
2024
Liabilitas
Pinjaman Pinjaman keuangan
bank jangka bank jangka Liabilitas lain-lain/
pendek/ panjang/ sewa/ Other
Short-term Long-term Lease financial Jumlah/
bank loans bank loans liabilities liabilities Total
Balance as at
Saldo 1 Januari 2024 294,160 16,581,059 1,831,319 168,238 18,874,776
1 January 2024
Perolehan aset hak-guna Acquisition of right-of-use
melalui sewa - - 979,031 - 979,031 assets through leases
Reklasifikasi - - - 901,672 901,672 Reclassification
Penerimaan 1,077,810 5,656,468 - 3,037,018 9,771,296 Proceeds
Pembayaran (977,000) (5,529,157) (1,148,598) (3,164,406) (10,819,161) Repayments
Amortisasi Amortisation of
biaya transaksi - 28,763 - - 28,763 transaction cost
Penghentian Termination of
liabilitas sewa - - (5,478) - (5,478) lease liabilities
Penyesuaian selisih Foreign exchange
kurs 7,460 419,620 8,341 - 435,421 adjustment
Balance as at
Saldo 31 Desember 2024 402,430 17,156,753 1,664,615 942,522 20,166,320 31 December 2024
39. ASET DAN LIABILITAS MONETER DALAM MATA 39. MONETARY ASSETS AND LIABILITIES IN
UANG ASING FOREIGN CURRENCIES
2025 2024
Jumlah Jumlah
setara setara
Lain-lain/ Rupiah/ Lain-lain/ Rupiah/
USD Others* Rp equivalent USD Others* Rp equivalent
Aset Assets
Cash and cash
Kas dan setara kas 577,850,000 2,689,317 9,742,610 691,295,008 10,398,142 11,340,765 equivalents
Piutang usaha 175,322,165 - 2,942,257 113,783,819 - 1,838,974 Trade receivables
Piutang non-usaha 133,690,601 40,840 2,244,281 152,750,770 1,007 2,468,774 Non-trade receivables
Kas dan deposito berjangka
yang dibatasi Restricted cash and
penggunaannya 31,064,653 - 521,327 28,065,576 - 453,595 time deposits
917,927,419 2,730,157 15,450,475 985,895,173 10,399,149 16,102,108
Liabilitas Liabilities
Utang usaha (16,694,948) (6,780,522) (393,965) (141,559,821) (20,058,248) (2,612,071) Trade payables
Utang non-usaha (2,251,766) (119,300) (39,789) (2,348,765) (134,609) (40,135) Non-trade payables
Pinjaman bank jangka pendek - - - (10,000,000) - (161,620) Short-term bank loans
Pinjaman bank jangka panjang (313,306,603) - (5,257,911) (451,061,389) - (7,290,054) Long-term bank loans
Liabilitas tidak Other non-current
lancar lainnya (211,840,369) - (3,555,105) - - - liability
Liabilitas keuangan lain-lain (4,825,504) - (80,982) - - - Other financial liabilities
(548,919,190) (6,899,822) (9,327,752) (604,969,975) (20,192,857) (10,103,880)
Aset/(liabilitas) bersih 369,008,229 (4,169,665) 6,122,723 380,925,198 (9,793,708) 5,998,228 Net assets/(liabilities)
* Aset dan liabilitas dalam mata uang asing lainnya disajikan dalam jumlah yang setara dengan USD dengan menggunakan kurs pada akhir periode pelaporan/Assets and liabilities denominated in
other foreign currencies are presented as USD equivalents using the exchange rate prevailing at the end of the reporting period.
Aset dan liabilitas moneter di atas dijabarkan Monetary assets and liabilities mentioned above
menggunakan kurs penutupan Bank Indonesia pada are translated using Bank Indonesia closing rate as
tanggal 31 Desember 2025 dan 2024. at 31 December 2025 and 2024.
Page 515
PT UNITED TRACTORS Tbk
DAN ENTITAS ANAK/AND SUBSIDIARIES
Lampiran 5/141 Schedule
CATATAN ATAS LAPORAN KEUANGAN NOTES TO THE CONSOLIDATED
KONSOLIDASIAN FINANCIAL STATEMENTS
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
39. ASET DAN LIABILITAS MONETER DALAM MATA 39. MONETARY ASSETS AND LIABILITIES IN
UANG ASING (lanjutan) FOREIGN CURRENCIES (continued)
Apabila aset dan liabilitas dalam mata uang asing If assets and liabilities in foreign currencies as at
pada tanggal 31 Desember 2025 dijabarkan dengan 31 December 2025 had been translated using the
menggunakan kurs tengah mata uang asing pada middle rates as at the date of this report, the total
tanggal laporan ini, maka jumlah aset bersih dalam net foreign currency assets of the Group would
mata uang asing Grup akan naik sekitar have increased by approximately Rp 11.3 billion.
Rp 11,3 miliar.
40. PERISTIWA SETELAH PERIODE PELAPORAN 40. EVENT AFTER THE REPORTING PERIOD
Pemenuhan Perjanjian Jual Beli Bersyarat untuk Fulfillment Conditional Sale and Purchase
Pembelian Saham PT Arafura Surya Alam (“ASA”) Agreement for the Purchase of PT Arafura
Surya Alam (“ASA”) Shares
Pada tanggal 11 Februari 2026, DTN telah melakukan On 11 February 2026, DTN has fulfilled a
pemenuhan Perjanjian Jual Beli Bersyarat untuk Conditional Sale and Purchase Agreement for the
pembelian saham ASA dengan jumlah enterprise purchase of ASA shares with the total enterprise
value atas seluruh transaksi sebesar USD 540,0 juta value for the transactions is amounting to USD
atau setara dengan Rp 9,1 triliun dimana jumlah 540.0 million or equivalent to Rp 9.1 trillion where
enterprise value tersebut termasuk nilai pembelian such total enterprise value is inclusive of the value
saham dan nilai utang pemegang saham dari PT J of purchase shares, and the value of outstanding
Resources Nusantara (“JRN”) kepada ASA. shareholder loan from PT J Resources Nusantara
(“JRN”) to ASA.
41. INFORMASI KEUANGAN TAMBAHAN 41. SUPPLEMENTARY FINANCIAL INFORMATION
Informasi tambahan pada Lampiran 5/142 sampai The supplementary information on Schedule 5/142
dengan Lampiran 5/147 adalah informasi keuangan to 5/147 represents financial information of PT
PT United Tractors Tbk (induk perusahaan saja) pada United Tractors Tbk (parent company only) as at
tanggal 31 Desember 2025 dan 2024 dan untuk 31 December 2025 and 2024 and for the years
tahun-tahun yang berakhir 31 Desember 2025 dan ended 31 December 2025 and 2024, which
2024 yang menyajikan investasi Perseroan pada presents the Company’s investments in
entitas anak berdasarkan metode biaya dan bukan subsidiaries under the cost method, as opposed to
dengan metode konsolidasi serta investasi Perseroan the consolidation method and investments in
pada entitas asosiasi berdasarkan metode biaya dan associates under the cost method, as opposed to
bukan dengan metode ekuitas. the equity method.
Page 516
INFORMASI TAMBAHAN/SUPPLEMENTARY INFORMATION
PT UNITED TRACTORS Tbk
INDUK PERUSAHAAN SAJA/PARENT COMPANY ONLY
Lampiran 5/142 Schedule
LAPORAN POSISI KEUANGAN STATEMENTS OF FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2025 2024
Aset Assets
Aset lancar Current assets
Kas dan setara kas 5,823,282 3,748,529 Cash and cash equivalents
Piutang usaha Trade receivables
- Pihak ketiga 3,689,934 5,499,081 Third parties -
- Pihak berelasi 1,598,587 1,820,682 Related parties -
Piutang non-usaha Non-trade receivables
- Pihak ketiga 311,708 432,388 Third parties -
- Pihak berelasi 2,383,854 1,566,003 Related parties -
Persediaan 7,208,918 7,344,888 Inventories
Pajak dibayar dimuka Prepaid taxes
- Pajak lain-lain 14,649 204,559 Other taxes -
Uang muka dan biaya dibayar dimuka 257,613 115,098 Advances and prepayments
Aset lancar lain-lain 320,455 354,198 Other current assets
21,609,000 21,085,426
Aset tidak lancar Non-current assets
Piutang usaha Trade receivables
- Pihak ketiga 420,034 476,505 Third parties -
Deposito berjangka yang
dibatasi penggunaannya - 50,000 Restricted time deposits
Piutang non-usaha Non-trade receivables
- Pihak ketiga 82,488 174,169 Third parties -
- Pihak berelasi 1,984,952 2,354,816 Related parties -
Uang muka 532,001 1,587 Advances
Investasi pada entitas anak dan Investments in subsidiaries
entitas asosiasi 31,596,114 31,596,114 and associates
Investasi jangka panjang 1,428,012 1,088,115 Long-term investments
Aset tetap 2,562,637 2,481,495 Fixed assets
Properti investasi 787,057 727,303 Investment properties
Beban tangguhan 163,314 92,249 Deferred charges
Aset pajak tangguhan 115,200 179,978 Deferred tax assets
Aset tidak lancar lainnya 3,555,105 - Other non-current asset
43,226,914 39,222,331
Jumlah aset 64,835,914 60,307,757 Total assets
Page 517
INFORMASI TAMBAHAN/SUPPLEMENTARY INFORMATION
PT UNITED TRACTORS Tbk
INDUK PERUSAHAAN SAJA/PARENT COMPANY ONLY
Lampiran 5/143 Schedule
LAPORAN POSISI KEUANGAN STATEMENTS OF FINANCIAL POSITION
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah, (Expressed in millions of Rupiah,
kecuali dinyatakan lain) unless otherwise stated)
2025 2024
Liabilitas Liabilities
Liabilitas jangka pendek Current liabilities
Utang usaha Trade payables
- Pihak ketiga 22,071,559 21,123,281 Third parties -
- Pihak berelasi 320,932 487,745 Related parties -
Utang non-usaha Non-trade payables
- Pihak ketiga 682,946 405,061 Third parties -
- Pihak berelasi 97,374 55,000 Related parties -
Utang pajak Taxes payable
- Pajak penghasilan badan 62,253 153,747 Corporate income taxes -
- Pajak lain-lain 145,296 80,464 Other taxes -
Akrual 723,487 857,486 Accruals
Uang muka pelanggan 456,162 383,988 Customer deposits
Pendapatan tangguhan 1,110,800 1,072,043 Deferred revenue
Liabilitas imbalan kerja 164,485 150,431 Employee benefit obligations
Pinjaman bank jangka pendek 211,620 Short-term bank loans
Bagian jangka pendek dari Current portion of
utang jangka panjang long-term debts
- Pinjaman bank 2,765,357 22,482 Bank loans -
- Liabilitas sewa 26,827 32,503 Lease liabilities -
- Liabilitas keuangan lain-lain 30,791 30,791 Other financial liabilities -
28,658,269 25,066,642
Liabilitas jangka panjang Non-current liabilities
Liabilitas imbalan kerja 708,294 703,586 Employee benefit obligations
Utang jangka panjang, setelah Long-term debts, net of
dikurangi bagian jangka pendek current portion
- Pinjaman bank 168,795 5,059,295 Bank loans -
- Liabilitas sewa 11,206 15,963 Lease liabilities -
- Liabilitas keuangan lain-lain 177,051 207,842 Other financial liabilities -
Liabilitas tidak lancar lainnya 3,555,105 - Other non-current liability
4,620,451 5,986,686
Jumlah liabilitas 33,278,720 31,053,328 Total liabilities
Ekuitas Equity
Modal saham – modal dasar Share capital – authorised
6.000.000.000 saham biasa, modal capital 6,000,000,000 ordinary
ditempatkan dan disetor penuh shares, issued and fully paid
sebesar 3.730.135.136 saham capital 3,730,135,136
biasa, dengan nilai nominal Rp 250 ordinary shares, with par value of
(nilai penuh) per lembar saham 932,534 932,534 Rp 250 (full amount) per share
Tambahan modal disetor 9,703,937 9,703,937 Additional paid-in capital
Saham tresuri (4,902,237) (3,191,273) Treasury shares
Saldo laba: Retained earnings:
- Dicadangkan 186,507 186,507 Appropriated -
- Belum dicadangkan 25,352,034 21,350,523 Unappropriated -
Cadangan penyesuaian nilai wajar Fixed assets fair value
aset tetap 284,419 272,201 revaluation reserves
Jumlah ekuitas 31,557,194 29,254,429 Total equity
Jumlah liabilitas dan ekuitas 64,835,914 60,307,757 Total liabilities and equity
Page 518
INFORMASI TAMBAHAN/SUPPLEMENTARY INFORMATION
PT UNITED TRACTORS Tbk
INDUK PERUSAHAAN SAJA/PARENT COMPANY ONLY
Lampiran 5/144 Schedule
LAPORAN LABA RUGI DAN PENGHASILAN STATEMENTS OF PROFIT OR LOSS
KOMPREHENSIF LAIN AND OTHER COMPREHENSIVE INCOME
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah) (Expressed in millions of Rupiah)
2025 2024
Pendapatan bersih 41,692,998 45,434,810 Net revenue
Beban pokok pendapatan (34,271,310) (37,073,459) Cost of revenue
Laba bruto 7,421,688 8,361,351 Gross profit
Beban penjualan (870,268) (895,030) Selling expenses
General and
Beban umum dan administrasi (1,955,108) (1,852,892) administrative expenses
Penghasilan lain-lain, bersih 8,718,885 8,562,879 Other income, net
Penghasilan keuangan 436,818 464,932 Finance income
Biaya keuangan (1,584,171) (1,661,189) Finance costs
Laba sebelum pajak penghasilan 12,167,844 12,980,051 Profit before income tax
Beban pajak penghasilan (758,241) (909,904) Income tax expenses
Laba tahun berjalan 11,409,603 12,070,147 Profit for the years
Penghasilan/(beban) Other comprehensive
komprehensif lainnya income/(expenses)
Pos - pos yang tidak akan direklasifikasi Items that will not be
ke laba rugi reclassified to profit or loss
Pengukuran kembali Remeasurements of
liabilitas imbalan kerja 52,242 (43,508) employee benefit obligations
Cadangan penyesuaian nilai Fixed assets fair value
wajar aset tetap 12,218 (3,949) revaluation reserve
Pajak penghasilan terkait (11,493) 9,572 Related income tax
Other comprehensive income/
Penghasilan/(beban) komprehensif (expenses) for the years,
lain tahun berjalan, setelah pajak 52,967 (37,885) net of tax
Jumlah penghasilan komprehensif Total comprehensive
tahun berjalan 11,462,570 12,032,262 income for the years
Page 519
INFORMASI TAMBAHAN/SUPPLEMENTARY INFORMATION
PT UNITED TRACTORS Tbk
INDUK PERUSAHAAN SAJA/PARENT COMPANY ONLY
Lampiran 5/145 Schedule
LAPORAN PERUBAHAN EKUITAS STATEMENTS OF CHANGES IN EQUITY
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah) (Expressed in millions of Rupiah)
Saldo laba/Retained earnings
Cadangan
penyesuaian
Tambahan nilai wajar aset
modal tetap/
disetor/ Fixed assets
Additional Belum fair value
Modal saham/ paid- Saham tresuri/ Dicadangkan/ dicadangkan/ revaluation Jumlah/
Share capital in capital Treasury shares Appropriated Unappropriated reserves Total
Saldo 1 Januari 2024 932,534 9,703,937 (3,191,273) 186,507 17,435,037 276,150 25,342,892 Balance as at 1 January 2024
Laba tahun berjalan - - - - 12,070,147 - 12,070,147 Profit for the year
Beban komprehensif lain: Other comprehensive expense:
- Cadangan penyesuaian Fixed assets fair value -
nilai wajar aset tetap - - - - - (3,949) (3,949) revaluation reserves
- Pengukuran kembali liabilitas Remeasurements of employee -
imbalan kerja, setelah pajak - - - - (33,936) - (33,936) benefit obligations, net of tax
Jumlah penghasilan/(rugi) Total comprehensive income/(loss)
komprehensif tahun berjalan - - - - 12,036,211 (3,949) 12,032,262 for the year
Dividen tunai Cash dividend
- Final 2023 - - - - (5,698,309) - (5,698,309) Final 2023 -
- Interim 2024 - - - - (2,422,416) - (2,422,416) Interim 2024 -
Saldo 31 Desember 2024 932,534 9,703,937 (3,191,273) 186,507 21,350,523 272,201 29,254,429 Balance as at 31 December 2024
Pembelian saham tresuri - - (1,710,964) - - - (1,710,964) Purchase of treasury shares
Laba tahun berjalan - - - - 11,409,603 - 11,409,603 Profit for the year
Penghasilan komprehensif lain: Other comprehensive income:
- Cadangan penyesuaian Fixed assets fair value -
nilai wajar aset tetap - - - - - 12,218 12,218 revaluation reserves
- Pengukuran kembali liabilitas Remeasurements of employee -
imbalan kerja, setelah pajak - - - - 40,749 - 40,749 benefit obligations, net of tax
Jumlah penghasilan Total comprehensive income
komprehensif tahun berjalan - - - - 11,450,352 12,218 11,462,570 for the year
Dividen tunai Cash dividend
- Final 2024 - - - - (5,389,605) - (5,389,605) Final 2024 -
- Interim 2025 - - - - (2,059,236) - (2,059,236) Interim 2025 -
Saldo 31 Desember 2025 932,534 9,703,937 (4,902,237) 186,507 25,352,034 284,419 31,557,194 Balance as at 31 December 2025
Page 520
INFORMASI TAMBAHAN/SUPPLEMENTARY INFORMATION
PT UNITED TRACTORS Tbk
INDUK PERUSAHAAN SAJA/PARENT COMPANY ONLY
Lampiran 5/146 Schedule
LAPORAN ARUS KAS STATEMENTS OF CASH FLOWS
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah) (Expressed in millions of Rupiah)
2025 2024
Arus kas dari aktivitas operasi Cash flows from operating activities
Penerimaan dari pelanggan 43,895,660 43,801,400 Receipts from customers
Pembayaran kepada pemasok dan lain-lain (34,652,322) (37,665,182) Payments to suppliers and others
Pembayaran kepada karyawan (1,157,478) (1,109,079) Payments to employees
Kas yang dihasilkan dari operasi 8,085,860 5,027,139 Cash generated from operations
Pembayaran biaya keuangan (1,513,592) (1,727,446) Payments of finance costs
Penerimaan bunga 436,862 464,910 Interest received
Pembayaran pajak penghasilan badan (796,449) (1,026,703) Payments of corporate income taxes
Kas bersih yang diperoleh dari Net cash generated from
aktivitas operasi 6,212,681 2,737,900 operating activities
Arus kas dari aktivitas investasi Cash flows from investing activities
Penerimaan dividen 8,605,267 8,830,721 Dividends received
Uang muka perolehan saham (500,000) - Advance for acquisition of shares
Perolehan aset tetap (396,914) (456,289) Acquisition of fixed assets
Penerimaan atas penurunan modal Proceeds from capital reduction
pada entitas anak - 19,067 in a subsidiary
Penambahan investasi pada Proceeds from capital reduction
entitas anak - (1,075,440) in a subsidiary
Penambahan pinjaman kepada Addition of amounts due from
pihak berelasi (2,809,513) (2,330,587) related parties
Penerimaan dari pinjaman kepada Proceeds from amounts due from
pihak berelasi 2,470,388 2,206,620 related parties
Penambahan pinjaman kepada Addition of amounts due from
pihak ketiga (111,406) (204,582) third parties
Penerimaan dari pinjaman kepada Proceeds from amounts due from
pihak ketiga 321,274 410,080 third parties
Kas bersih yang diperoleh dari Net cash generated from
aktivitas investasi 7,579,096 7,399,590 investing activities
Arus kas dari aktivitas pendanaan Cash flows from financing activities
Pembayaran pinjaman bank Repayments of short-term
jangka pendek (212,850) - bank loans
Pembayaran pinjaman bank Repayments of long-term
jangka panjang (6,741,482) (2,577,077) bank loans
Penerimaan pinjaman bank Proceeds from long-term
jangka panjang 4,320,600 927,650 bank loans
Pembayaran liabilitas keuangan Repayments of other financial
lain-lain (30,791) (7,698) liabilities
Penerimaan liabilitas keuangan Proceeds of other financial
lain-lain - 246,332 liabilites
Pembayaran pokok Principal repayments under
liabilitas sewa (63,441) (122,303) lease liabilities
Pembayaran untuk pembelian Payment for purchase of
saham tresuri (1,590,420) - treasury shares
Pembayaran dividen (7,445,645) (8,118,087) Dividends paid
Kas bersih yang digunakan untuk Net cash used in
aktivitas pendanaan (11,764,029) (9,651,183) financing activities
Page 521
INFORMASI TAMBAHAN/SUPPLEMENTARY INFORMATION
PT UNITED TRACTORS Tbk
INDUK PERUSAHAAN SAJA/PARENT COMPANY ONLY
Lampiran 5/147 Schedule
LAPORAN ARUS KAS STATEMENTS OF CASH FLOWS
UNTUK TAHUN-TAHUN YANG BERAKHIR FOR THE YEARS ENDED
31 DESEMBER 2025 DAN 2024 31 DECEMBER 2025 AND 2024
(Dinyatakan dalam jutaan Rupiah) (Expressed in millions of Rupiah)
2025 2024
Kenaikan bersih kas Net increase in cash
dan setara kas 2,027,748 486,307 and cash equivalents
Kas dan setara kas Cash and cash equivalents at
pada awal tahun 3,748,529 3,259,885 the beginning of the years
Dampak perubahan selisih kurs Effect of exchange rate changes
terhadap kas dan setara kas 47,005 2,337 on cash and cash equivalents
Kas dan setara kas Cash and cash equivalents
pada akhir tahun 5,823,282 3,748,529 at the end of the years
Page 522
Page 523
Page 524
2025 Laporan Tahunan Annual 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 335 people and organisations named in the text · linked when the evidence is strong
unresolved
org
Indonesia Stock Exchange
p.25 ×3
unresolved
org
Financial Services Authority
p.25
unresolved
org
Pemerintah Provinsi DKI Jakarta DKI Jakarta Provincial Government
p.26
unresolved
org
Menteri Pendidikan Dasar
p.26
unresolved
org
Minister of Primary and Secondary Education
p.26
unresolved
org
Pemerintah Provinsi Sulawesi Tengah
p.27
unresolved
org
CNN Indonesia Tbk
p.27
unresolved
org
LRQA Limited
p.28 ×3
unresolved
org
PT Acset Pondasi Indonusa
p.28 ×5
unresolved
org
PT Bintai Kindenko Engineering Indonesia
p.28 ×5
unresolved
org
PT Intertek SAI Global Indonesia
p.28 ×3
unresolved
org
PT United Tractors Pandu Engineering Production Plant
p.28 ×4
unresolved
org
PT Intertek SAI Global Indonesia Division
p.28 ×4
unresolved
org
Kementerian Perhubungan
p.28
unresolved
org
PT PAMAPERSADA NUSANTARA SITE ABKL
p.28 ×4
unresolved
org
PT Tuv Sud Indonesia
p.28 ×65
unresolved
org
PT PAMAPERSADA NUSANTARA SITE JIEP
p.28 ×4
unresolved
org
PT PAMAPERSADA NUSANTARA SITE ARIA
p.28 ×4
unresolved
org
PT PAMAPERSADA NUSANTARA SITE ASMI
p.28 ×4
unresolved
org
PT PAMAPERSADA NUSANTARA SITE BAYA
p.28 ×4
unresolved
org
PT PAMAPERSADA NUSANTARA SITE BEKB
p.28 ×4
unresolved
org
PT PAMAPERSADA NUSANTARA SITE BRCB
p.28 ×4
unresolved
org
PT PAMAPERSADA NUSANTARA SITE BRCG
p.28 ×3
unresolved
org
PT PAMAPERSADA NUSANTARA SITE BTSJ
p.28 ×3
unresolved
org
PT PAMAPERSADA NUSANTARA SITE INDO
p.28 ×4
unresolved
org
PT PAMAPERSADA NUSANTARA SITE KIDE
p.28 ×5
unresolved
org
PT PAMAPERSADA NUSANTARA SITE KPCB
p.29 ×3
unresolved
org
PT PAMAPERSADA NUSANTARA SITE KPCS
p.29 ×4
unresolved
org
PT PAMAPERSADA NUSANTARA SITE MTBU
p.29 ×4
unresolved
org
PT PAMAPERSADA NUSANTARA SITE SMMS
p.29 ×4
unresolved
org
PT PAMAPERSADA NUSANTARA SITE TCMM
p.29 ×4
unresolved
org
PT PAMAPERSADA NUSANTARA SITE BPOP
p.29
unresolved
org
PT Kalimantan Prima Persada
p.29 ×7
unresolved
org
PT Asmin Bara Bronang-Kapuas Tengah
p.29 ×4
unresolved
org
PT Prima Multi Mineral-Banjarmasin
p.29
unresolved
org
PT Telen Orbit Prima-Kapuas Tengah
p.29 ×4
unresolved
—
Gita Jonan
· Komisaris Independen
p.38
unresolved
person
Deputy
· Presiden Komisaris
p.38 ×2
unresolved
person
Benjamin Herrenden Birks
· Komisaris
p.38 ×13
unresolved
person
Vice
· Commissioner
p.40 ×20
unresolved
person
Birks
· Komisaris Independen
p.41
unresolved
org
PT Tuah
p.52 ×2
unresolved
org
PT Suprabari
p.53 ×2
unresolved
org
PT Stargate Pasific
p.53
unresolved
org
Tractors Tbk
p.67 ×3
unresolved
org
PT Inter-Astra Motor Works Name Changes
p.70
unresolved
person
Djojo Muljadi
· Notaris
p.70 ×3
unresolved
org
Menteri Kehakiman Republik Indonesia
p.70
unresolved
person
Jose Dima Satria
· Notaris
p.70 ×7
unresolved
org
Menteri Hukum Republik Indonesia
p.70 ×2
unresolved
org
Kementerian Hukum Republik Indonesia
p.70
unresolved
org
Minister of Justice
p.70
unresolved
org
Minister of Law
p.70 ×2
unresolved
org
PT Inter-Astra Motor
p.72
unresolved
org
PT Inter-Astra Motor Works
p.72
unresolved
org
PT United
p.72 ×3
unresolved
org
Pte. Ltd.
· Director
p.74 ×11
unresolved
org
PT United Tractors Pandu
p.74 ×5
unresolved
org
PT United Tractors Engineering
p.74
unresolved
org
PT Triatra Sinergia
p.74 ×2
unresolved
org
PT Kalimantan Prima
p.74
unresolved
org
PT Pama Indo Mining
p.74 ×7
unresolved
org
PT Agincourt
p.75 ×3
unresolved
org
PT Stargate
p.75 ×2
unresolved
org
PT Stargate Mineral Asia Sulawesi Tenggara.
p.75
unresolved
org
PT Energia
p.75
unresolved
org
PT Prima Multi Mineral
p.76 ×7
unresolved
org
PT Komatsu Remanufacturing Asia
p.76 ×3
unresolved
org
PT Komatsu Remanufacturing Asia Selected
p.76
unresolved
org
PT United Tractors Semen Gresik Officially
p.76
unresolved
org
PT Semen Gresik
p.76 ×2
unresolved
org
PT United Tractors Semen Gresik
p.76 ×2
unresolved
org
PT Agung
p.77
unresolved
org
PT Borneo Established
p.77
unresolved
org
PT Piranti Jaya Utama
p.77 ×2
unresolved
org
PT Borneo Berkat
p.77
unresolved
org
PT Bukit Enim Energi
p.77 ×2
unresolved
org
PT Asmin Bara
p.77
unresolved
org
PT Duta Sejahtera
p.77 ×4
unresolved
org
PT Duta
p.77 ×2
unresolved
org
PT Asmin
p.77
unresolved
org
PT Duta Nurcahya
p.77 ×4
unresolved
org
PT Patria Maritime Industry
p.77 ×2
unresolved
org
PT Karya PAMA
p.78
unresolved
org
PT Supra Alphaplus Handal
p.78 ×2
unresolved
org
PT Unitra Persada Energia
p.78 ×4
unresolved
org
PT Karya Supra
p.78 ×2
unresolved
org
Penambahan Industries Limited
p.79
unresolved
org
PT Anugerah Surya Pacific
p.79 ×3
unresolved
org
Increase Without Preemptive Industries Limited
p.79
unresolved
org
PT Anugerah Surya Pacific Resources
p.79 ×5
unresolved
org
PT Jabar Environmental Solutions
p.79 ×2
unresolved
org
Sumitomo Corporation
p.79 ×3
unresolved
org
PT Supreme Energy
p.79 ×3
unresolved
org
PT Supreme Energy Rantau Dedap In
p.79
unresolved
org
SES. Kanadevia Corporation
p.79
unresolved
org
PT Supreme Energy Rantau
p.79 ×2
unresolved
org
MeriT Power Holdings B.V.
p.79
unresolved
org
Perjanjian Jual Beli Bersyarat Power Holdiings B.V.
p.79
unresolved
org
Inpex Geothermal Ltd
p.79 ×2
unresolved
org
PT Harmoni
p.79
unresolved
org
PT Arafura Surya Alam EPN
p.79
unresolved
org
Axia Power Holdiings B.V.
p.79
unresolved
org
PT Harmoni Mitra Utama
p.79
unresolved
org
PT Bina
p.88
unresolved
org
PT Kalimantan
p.89 ×3
unresolved
org
PT Kalimantan Prima Prima Persada
p.89 ×2
unresolved
org
PT Telen
p.90 ×2
unresolved
org
PT Telen Orbit Prima
p.90 ×3
unresolved
org
PT Suprabari Mapanindo
p.90 ×2
unresolved
org
Nickel Nickel Industries Limited
p.91
unresolved
org
Industries Limited
p.91
unresolved
org
PT Anugerah Surya
p.91
unresolved
org
Kansai Electric Power Co. Inc.
p.92
unresolved
org
PT Arkora
p.93 ×2
unresolved
org
Hydro Tbk
p.93 ×2
unresolved
org
PT Supreme
p.93
unresolved
org
Sumitomo Sumitomo Corporation
p.93
unresolved
org
Kanadevia Corporation
p.93 ×2
unresolved
org
PT Patria Maritime
p.95
unresolved
org
PT Triatra Pratama
p.97
unresolved
person
H. Barlian Km.
p.104
unresolved
person
Nataza Perdamenta Purba
· Direktur
p.107
unresolved
person
Istiqo Projo
· Director
p.107
unresolved
person
Daniel Henry Frans M.
· Direktur
p.107
unresolved
org
PT Patria Perikanan Lestari Indonesia
p.108
unresolved
org
PT Komatsu Indonesia
p.108 ×2
unresolved
org
PT Traktor Nusantara
p.108 ×4
unresolved
org
PT Swadaya Harapan Nusantara
p.108
unresolved
org
PT Traktor Nusantara Perusahaan
p.108
unresolved
person
VPD
· Direktur
p.108 ×3
unresolved
org
PT Persada Utama Infra
p.109
unresolved
org
PT Asmin Bara Jaan
p.109 ×3
unresolved
org
PT Kadya Caraka Mulia
p.109 ×2
unresolved
org
Ignatius Stanley H Aegis Energy Trading Pte Ltd
p.109
unresolved
org
Tony Susanto Halim Turangga Resources Pte Ltd
p.109
unresolved
org
PT Tambang Supra Perkasa
p.109 ×3
unresolved
org
Muliady Sutio Nickel Industries Limited
p.110
unresolved
org
PT Persada Tambang Mulia
p.110
unresolved
org
PT Rajawali Sigi Lestari
p.110 ×3
unresolved
org
PT Aneka Raya
p.110
unresolved
org
Konstruksi Mesindo
· Direktur
p.110
unresolved
org
PT Bintai Kindenko
p.110
unresolved
org
PT Sacindo Machinery
p.110
unresolved
org
PT ATMC Pump Services
p.110
unresolved
org
PT Jakarta Metro Ekspressway
p.110
unresolved
person
NED
· Direktur
p.110
unresolved
person
Nanan Soekarna
· Komisaris Independen
p.113
unresolved
person
Edhie Sarwono
· Direktur
p.114
unresolved
org
PT Toyota-Astra
p.116 ×3
unresolved
org
PT Toyota-Astra Motor
p.116 ×4
unresolved
org
PT Astra Digital Internasional
p.116 ×5
unresolved
org
PT Astra Honda Motor. Di
p.116
unresolved
org
PT Astra Honda Motor. He
p.116
unresolved
org
PT Astra
p.116 ×9
unresolved
org
Otoparts Tbk
p.116
unresolved
org
PT Astra Daihatsu Motor
p.116 ×5
unresolved
org
PT Isuzu Astra Motor Indonesia
p.116 ×2
unresolved
org
PT Sedaya
p.117
unresolved
org
PT Sedaya Multi Investama. Multi Investama. Beliau
p.117
unresolved
org
PT Toyota Astra Financial Services
p.117
unresolved
org
PT Asuransi Astra
p.117 ×2
unresolved
org
PT Asuransi Astra Buana
p.117 ×4
unresolved
org
PT Toyota-
p.117
unresolved
org
PT Astra Astra Motor
p.117
unresolved
org
PT Astra Nusa Perdana
p.117
unresolved
org
PT Astra Tol Nusantara
p.117 ×2
unresolved
org
PT Menara Astra.
p.117
unresolved
org
PT Menara Astra. Bergabung
p.117
unresolved
org
PT Tjahja
p.118
unresolved
org
PT Tjahja Sakti Motor. Bergabung
p.118
unresolved
org
PT Astratel Nusantara
p.118 ×2
unresolved
org
PT Sedaya Multi Investama.
p.118
unresolved
org
PT Sedaya Multi Investama. Beliau
p.118
unresolved
person
She
· Direktur
p.119
unresolved
org
PT Astra Healthcare Indonesia Indonesia
p.119
unresolved
org
PT Astra Sehat Nusantara
p.119 ×2
unresolved
org
PT Arya Kharisma.
p.119
unresolved
org
PT Arya Kharisma. Bergabung
p.119
unresolved
org
PT Cyberindo Aditama
p.121
unresolved
org
PT Cyberindo Aditama Rintisan Optima Integrasi.
p.121
unresolved
org
PT Rintisan Optima Integrasi. Bergabung
p.121
unresolved
person
Australian
· Director
p.122
unresolved
org
PT Anabatic
p.123
unresolved
org
Independent Technologies Tbk
p.123
unresolved
org
PT Marsh McLennan
p.123
unresolved
org
PT Marsh McLennan Indonesia. Beliau
p.123
unresolved
org
PT Bahana Pembinaan
p.123
unresolved
org
PT Kereta
p.123
unresolved
org
Minister of Indonesia
p.123
unresolved
org
Menteri Energi dan Sumber Daya Mineral
p.123
unresolved
org
Minister of Energy and Mineral Resources
p.123
unresolved
org
UT Heavy Industry Pte. Ltd.
p.124 ×2
unresolved
org
PT Acset
p.124 ×2
unresolved
org
Danusa Tambang Indonusa Tbk
p.124 ×2
unresolved
org
PT Tuah Turangga
p.124 ×3
unresolved
org
PT Surya Astha Nusantara Agung
p.124
unresolved
org
PT Surya Astha Nusantara Finance
p.124
unresolved
org
PT Unitra Persada
p.124 ×2
unresolved
org
PT Astra Tol Nusantara. Energia
p.124
unresolved
org
PT Astra Tol Nusantara. Bergabung
p.124
unresolved
—
Profile Loudy Irwanto Elli
· Direktur
p.125 ×5
unresolved
person
AGMS
· Direktur
p.125
unresolved
org
PT Universal Tekno
p.125 ×2
unresolved
org
PT Komatsu Indonesia. Bergabung
p.125
unresolved
org
PT Unitra Nusantara Persada
p.126 ×2
unresolved
org
PT Stargate Pacific Resources
p.126 ×2
unresolved
org
PT Stargate Mineral
p.126
unresolved
org
PT Supreme Energy Sriwijaya. Beliau
p.126
unresolved
org
PT Supreme Energy Sriwijaya. He
p.126
unresolved
org
Indonusa Tbk
p.126 ×2
unresolved
org
Unitra Power Pte. Ltd.
p.126
unresolved
org
PT GE Finance Indonesia
p.126 ×2
unresolved
org
PT Astra Sedaya Finance. Sedaya Finance. Beliau
p.126
unresolved
org
PT Bintai
p.127
unresolved
org
PT Universal Tekno Reksajaya. In
p.127
unresolved
org
PT Komatsu
p.127
unresolved
org
PT Komatsu Remanufacturing Asia. Remanufacturing Asia. Bergabung
p.127
unresolved
org
PT Universal
p.127
unresolved
org
PT Universal Tekno Reksajaya. Tekno Reksajaya. Beliau
p.127
unresolved
org
PT Andalan
p.128
unresolved
org
PT Traktor
p.128 ×2
unresolved
org
PT Acset Internasional
p.129
unresolved
org
PT Bhumi Jepara Service. Selain
p.129
unresolved
org
PT Supreme Energy Sriwijaya. Sriwijaya. Bergabung
p.129
unresolved
person
Planning
· Presiden Direktur
p.129 ×2
unresolved
org
PT Mobilitas Digital Indonesia
p.129 ×2
unresolved
org
PT Tuah Turangga Agung. Selain
p.130
unresolved
person
Agung. In
· Presiden Direktur
p.130 ×2
unresolved
org
PT Wana Rimba Nusantara
p.130 ×3
unresolved
org
PT Pertiwi
p.130
unresolved
org
PT Khatulistiwa Rimba Persada
p.130 ×4
unresolved
org
PT Boven
p.130
unresolved
org
PT Boven Rimba Persada.
p.130 ×2
unresolved
org
PT Pamapersada Division
p.130
unresolved
org
PT Kadya
p.130
unresolved
org
PT Multi Mineral
p.130 ×2
unresolved
person
Turangga Agung
· Presiden Direktur
p.130 ×2
unresolved
org
PT Sumbawa
p.130
unresolved
org
PT Supraprabari Mapanindo
p.130
unresolved
org
PT Supraprabari Mineral
p.130
unresolved
org
PT Kalimantan Prima Persada. Beliau
p.130
unresolved
—
Civil Engineering. Diangkat
· Direktur
p.131
unresolved
org
PT Pamapersada
p.131 ×3
unresolved
org
PT Pertiwi Nusantara Raya Group
p.131
unresolved
org
PT Wana Rimba
p.131
unresolved
org
PT Boven Rimba
p.131
unresolved
org
PT Lestarikan Bumi Papua. Beliau
p.131
unresolved
org
PT Lestarikan Bumi Papua. He
p.131
unresolved
org
PT Rajawali
p.131
unresolved
org
PT Rajawali Sigi Sigi Lestari
p.131
unresolved
org
PT Nusantara Indonesia Nickel Lestari
p.131 ×2
unresolved
org
Solar United Network Pte Ltd.
p.131 ×2
unresolved
org
Yayasan Karya Bakti UT
p.150 ×2
unresolved
org
Yayasan Insan Mulia PAMA
p.150 ×2
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