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PROLOGUE
CONTENTS
02 About This Report
04 About ANJ Group
Sustainability Performance Highlights 2024
06
(Compared to 2023)
OUR SUSTAINABILITY COMMITMENTS
10 Message from Our CEO
OUR SUSTAINABILITY
COMMITMENTS 20 Our Values
9
21 Our Sustainability Commitment
22 Our Material Topics
30 Our Governance
38 Stakeholder Engagement
PROSPERITY
48 Economic Performance Amid Global Challenges
56 Upholding Best Practices in Supply Chain and Traceability
62 Upholding Highest Commitments to Customer Excellence
64 Fostering Community Prosperity and Well-Being
PLANET
PROSPERITY
47
Addressing Climate Change: Impacts, Risks and Our
80
Response
85 Green Metrics on Our Emission and Energy Consumption
96 Committing to Sustainable Practices in Waste Management
100 Committing to the Safeguarding of Forest and Biodiversity
124 Committing to Sustainable Water Practices
PEOPLE
132 Our Diverse and Inclusive Workforce
138 Fair And Responsible Recruitment Practices
Empowering Employees’ Growth
140
and Skills
148 Championing Diversity and Women’s Empowerment
PLANET
77
152 Protecting the Rights of Workers and Children
Achieving Comprehensive Protection for Workers' Health
160
and Safety
170 Engaging and Empowering Local Communities
APPENDIX
178 Independent Assurance Statement
182 GRI Content Index
Topics in the Applicable GRI Sector Standards Determined
187
as not Material
190 Cross-Reference to SDGs
191 POJK 51 Index
193 Notes on Methods and Conversion factors
PEOPLE
131
196 Response to The Previous Year's Report's Feedback
197 Feedback Form
199 Abbreviations
ii 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
ANJ 2030:
RESILIENT LEADERSHIP:
NAVIGATING CHALLENGES
WITH PURPOSE
In a year of significant challenges, ANJ has exemplified resilient leadership to navigate complexities
with purpose. Despite setbacks, leaders have strategically assessed operations and core values,
ensuring the Company remains aligned with its ESG ambitions and responsible development goals.
Initiatives such as the assertive leadership program have strengthened site-level management, while
re-evaluations of agronomy leadership and lessons from operational challenges highlight a proactive
and adaptive approach. With thriving adaptive measures showcasing innovation, ANJ’s dedication to
leadership excellence and sustainability continues to be a beacon of progress during trying times.
2024 was fraught with obstacles, including lingering impacts of the 2023 El Niño, unseasonably wet
weather, and severe agronomic challenges such as mold outbreaks and poor fruit quality. ANJ’s
resilience was evident in the proactive evaluation and enhancement of operational efficiency. Faced
with production and financial constraints, the Company streamlined projects and prioritized initiatives
with long-term value. This included optimizing fertilizer use after identifying an imbalanced ratio of
inorganic to organic applications and investments made to combat sooty mold infestations across
estates.
ANJ’s management addressed structural and logistical inefficiencies, including inadequate flood
prevention infrastructure at ANJAS and delayed road laterization projects in Papua. Fraud and fruit
theft further underscored the need for enhanced security measures to ensure operational transparency
and compliance with global standards like the EU Deforestation Regulation.
The Company’s adaptability extended to human resources and leadership development. Training
programs, assertive leadership initiatives, and more targeted management trainee schemes were
implemented to enhance staff capabilities and align with ANJ’s strategic goals. Recognizing the impact
of limited staff rotation during the COVID-19 pandemic on operational maintenance, regular rotations
were reinstated, and ANJ prioritized fostering a stable and transparent working environment through
consistent socialization of its values.
Throughout the year, ANJ upheld its commitment to sustainability, recognizing its unparalleled value
for the Company’s people and long-term success. With our strong focus on traceability of the supply
base we are in a strong position to be EUDR compliant within the timeframe, but this requires concerted
effort and an enabling framework to obtain the necessary legal title for smallholders and sharing of
polygon data. Investments in exploring artificial intelligence for FFB grading and edamame sorting
further demonstrated ANJ’s dedication to innovation while championing low-waste initiatives.
Despite external pressures in 2024, ANJ achieved notable successes, including breakthroughs in
the edamame segment and exploration of new market opportunities for sago and okra products. By
prioritizing operational efficiency, sustainability, and leadership excellence, ANJ has positioned itself to
navigate future challenges while upholding its commitment to responsible agribusiness.
2024 Sustainability Report 1
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PROLOGUE
About this Report
This Sustainability Report represents PT Austindo Nusantara Jaya Tbk.'s (ANJ)
ninth annual disclosure of our environmental, social, governance and economic
performances throughout 2024. The coverage and period of this report align with
our consolidated financial statements, covering all operational entities of ANJ
and its subsidiaries for the period from January 1, 2024, to December 31, 2024.
(GRI 2-2, GRI 2-3) (2-2, 2-3)
Table 01. Entities included in the report (POJK51-C.3.D, GRI 2-1, GRI 2-2, GRI 2-6)
Entity Location Type of Business
Holding company, palm oil
PT Austindo Nusantara Jaya Tbk. (ANJ) Jakarta, Indonesia
production
PT Austindo Nusantara Jaya Agri (ANJA) North Sumatra, Indonesia Palm oil production
PT Austindo Nusantara Jaya Agri Siais (ANJAS) North Sumatra, Indonesia Palm oil production
PT Sahabat Mewah dan Makmur (SMM) Bangka Belitung, Indonesia Palm oil production
PT Kayung Agro Lestari (KAL) West Kalimantan, Indonesia Palm oil production
PT Galempa Sejahtera Bersama (GSB) South Sumatra, Indonesia Palm oil production
PT Putera Manunggal Perkasa (PMP) Southwest Papua, Indonesia Palm oil production
PT Permata Putera Mandiri (PPM) Southwest Papua, Indonesia Palm oil production
PT ANJ Agri Papua (ANJAP) Southwest Papua, Indonesia Sago starch production
PT Gading Mas Indonesia Teguh (GMIT) East Java, Indonesia Vegetables
PT Austindo Aufwind New Energy (AANE) Bangka Belitung, Indonesia Renewable energy
PT Austindo Nusantara Jaya Boga Jakarta, Indonesia Consumer products
PT Lestari Sagu Papua Southwest Papua, Indonesia Sago starch
No significant changes have occurred to our organization, core business, value chain and other
business relationships since our previous report. However, there are restatements of the prior
years' information in this report due to changes in how measurement method and assumption
are conducted. Restatement and any implications will be acknowledged in the respective
specific disclosure. (GRI 2-2, GRI 2-4, GRI 2-6)
This report is prepared in accordance with the Financial Services Authority Regulation
(POJK) No. 51/POJK.03/2017, the Financial Services Authority Circular Letter (SEOJK) No.
16/SEOJK.04/2021, Global Reporting Initiative (GRI) Standards 2021 and GRI 13 for the
Agriculture, Aquaculture and Fisheries Sector. The GRI and SEOJK content indices, which
specify each standard and list of all disclosures used, are presented in the appendix of this
report. Within our reporting process, we utilized artificial intelligence (AI) tools to enhance
the clarity and readability of our Sustainability Report.
We adhere to a policy of obtaining independent external assurance for our report to enhance
its credibility and verify compliance with standards. The British Standards Institution (BSI) has
been selected to provide Type 2 Moderate Level Assurance under the 2018 Addendum, utilizing
the AA1000 Assurance Standard (2008) in accordance to our policy regarding appointment
and evaluation of independent assurance companies. BSI is an entirely independent third
party selected and approved by our Board of Directors for its complete impartiality, expertise
and professionalism. Additional details regarding the assurance process and its complete
statement report can be found on pages 178. (GRI 2-5)
2 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
Throughout 2024, we did not receive any responses or feedback from stakeholders
regarding the 2023 Sustainability Report, which was released on April 30, 2024.
Consequently, this report, which will be released on April 29, 2025, does not
present any actions that the Company might have taken in response to feedback
from the previous year. ANJ provides extensive access and channels for
stakeholders, investors and all parties to submit their questions, evaluations and
constructive feedback on this report, which can be sent to the following address:
(SEOJK16-G.3, GRI 2-3)
Corporate Communications
Corporate Secretary
Investor Relations
PT Austindo Nusantara Jaya Tbk. Email : anj.corcomm@anj-group.com,
SMBC Tower, 40th Floor corsec@anj-group.com and
Jl. Dr. Ide Anak Agung Gde Agung investor.relation@anj-group.com
Kav. 5.5-5.6 Tel. : +62 21 2965 17777
Jakarta 12950 Fax : +62 21 2965 1788
2024 Sustainability Report 3
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PROLOGUE
About ANJ Group
PT Austindo Nusantara Jaya Tbk. (ANJ) is an agribusiness We pioneered Indonesia’s first commercial-scale natural
company based and fully operates in Indonesia that aspires sago harvesting and processing operation in South Sorong,
to be globally recognized for its commitment to elevating the Southwest Papua, through our subsidiary that manages a
lives of people and nature. Founded in April 1993 as PT Austindo 40,000-hectare concession. The natural sago is harvested from
Teguh Jaya, the Company adopted its current name in 1998 and land owned by villagers under customary rights, who receive
became a public company in 2013. Throughout 2024, there were payment for every sago log harvested. We process these logs
no significant changes to the Company led by corporate actions at our sago mill to produce dry sago starch, which is primarily
such as acquisitions, mergers or the opening/closing of offices sold to the domestic food industry under the brand Pati Alam®,
and operational areas. (GRI 2-1, POJK51-C.6) but is also available for purchase by consumers under our retail
brand called Sapapua®. (GRI 2-6)
We engage directly and through subsidiaries in the production
and sale of crude palm oil (CPO), palm kernel (PK), palm kernel Since 2015, we have been cultivating edamame through our
oil (PKO) and other food crops such as sago and edamame. subsidiary, GMIT. We use a cooperation model with local farmers
Our renewable energy segment operates an Independent in Jember, East Java, who serve as our primary suppliers.
Power Plant (IPP) that utilizes biogas released from Palm Oil We provide support through agronomic inputs, training and
Mill Effluent (POME) from our Bangka Belitung plantations to other field assistance in order to maintain and improve the
be converted into electricity and sell it to Perusahaan Listrik quality and yields. In 2017, we entered into a joint venture with
Negara (PLN). Our operations are located in North Sumatra, AJI HK Limited to facilitate market expansion into the Asia
Bangka Belitung, West Kalimantan, Southwest Papua, South Pacific region. In August 2021, GMIT commenced commercial
Sumatra and East Java. Our head office sits in Jakarta. operations of its frozen products, primarily frozen edamame. By
(GRI 2-6, SEOJK16-C.3.d, SEOJK16-C.4) the end of 2024, GMIT has sold frozen products to the domestic
market under the brand Edashi® and exported to Japan,
As our core business unit, the palm oil segment contributed Southeast Asian countries, India and the Middle East. (GRI 2-6)
98.6% of the total consolidated revenue in 2024. This segment
engages in the cultivation of oil palm trees and the harvesting of As of the end of 2024, our asset capitalization was recorded
Fresh Fruit Bunches (FFB) from our plantations, which are then at USD 573.2 million, reflecting a decrease of 1.3% compared
processed into CPO, PK and PKO. These products are sold to our to the total assets of USD 580.7 million in 2023. Our total
buyers for further processing into derivative products, primarily equity was stable at USD 391.9 million in 2024. Meanwhile,
vegetable oil. Throughout 2024, all our palm oil products were total liabilities decreased by 3.9%, from USD 188.7 million
sold to domestic companies. Currently, we have five palm oil in 2023 to USD 181.3 million in 2024. Despite this increase,
mills with a total production capacity of 315 metric tons (mt) the company has successfully maintained healthy debt-to-
FFB per hour. To maximize this capacity, we involve several equity and debt-to-asset ratios, at 0.46 and 0.32, respectively.
external parties in our supply chain, including independent (SEOJK16-C.3.a, POJK51-C.3.a, GRI 201-3)
farmers and cooperatives, from whom we purchase additional
FFB to be processed in our mills. (GRI 2-6)
4 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
ANJ's Business Identity
COMPANY NAME (GRI 2-1) SHARE OWNERSHIP
PT Austindo Nusantara Jaya Tbk. AS OF DECEMBER 31, 2024
(SEOJK16-C.3.c, GRI 2-1)
HEAD OFFICE (SEOJK16-C.2, GRI 2-1)
SMBC Tower, 40th Floor
Jl. Dr. Ide Anak Agung Gde Agung Kav. 5.5-5.6
Jakarta 12950
Tel. : (62-21) 2965 1777
Fax. : (62-21) 2965 1788
BUSINESS ACTIVITY (SEOJK16-C.4)
Trading, services and operations related to palm oil plantation and
processing, as well as trading of palm oil products, sago harvesting
and processing, vegetable production and processing (edamame) and
renewable energy business.
PRODUCTS AND SERVICES (SEOJK16-C.4)
40.85%
Crude Palm Oil (CPO), Palm Kernel (PK) and Palm Kernel Oil (PKO),
Sago, Vegetable (Edamame) and Renewable Energy from Palm Oil Mill
Effluent (POME).
PT Austindo Kencana Jaya
DATE OF ESTABLISHMENT
16 April 1993
40.85%
PT Memimpin Dengan Nurani
LEGAL FORM (SEOJK16-C.3, GRI 2-1)
4.74%
• Publicly listed company, listed on the Indonesia Stock Exchange
(IDX) since 2013 under the stock code ANJT.
• KBLI Code 01262 (Palm Oil) “Green” category under the Indonesian
Green Taxonomy Edition 1.0 (2022), as all operating estates have George Santosa Tahija
obtained ISPO and RSPO certification.
WEBSITE AND SOCIAL MEDIA (SEOJK16-C.2)
4.74%
Sjakon George Tahija
www.anj-group.com
link : https://www.anj-group.com/
anjgroup.id
link : https://www.instagram.com/anjgroup.id/
PT Austindo Nusantara Jaya Tbk
0.00%
Yayasan Tahija
link : https://id.linkedin.com/company/pt-austindo-nusantara-jaya-tbk
8.83%
ANJ Group
link : https://youtube.com/@anjgroup2879
anjgroup.id
link : https://www.facebook.com/anjgroup.id
Public
2024 Sustainability Report 5
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SUSTAINABILITY 2024
PERFORMANCE HIGHLIGHTS
(COMPARE TO 2023)
PEOPLE
Average Training Hours per Employee
2023 2024
4.9 5.6
hours hours
Number of Employee
Fatality Case
2023 2024
0 1
OUR SUSTAINABILITY COMMITMENTS
Sustainalytics ESG Rating SPOTT
2024 15.5%
Low Risk
2024 92.8%
2023 15.4% 2023 93.3%
Low Risk
CDP FOREST CDP CLIMATE CDP WATER
CHANGE
2024 A B B
2023 A- B B
6 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
PLANET
Net GHG Emission Intensity
for Palm Oil
2024 2023
PROSPERITY 5.96 5.37
(Ton CO2eq/Ton CPO) (Ton CO2eq/Ton CPO)
Plasma & Partnership Cooperatives
RSPO Certification Water Intensity
2024 2023 2024 2023
86% 86% 0.89 0.97
(M3/Ton FFB) (M3/Ton FFB)
Percentage Renewable Energy to
Total Energy (%)
2024 2023
40%
43 %
2024 Sustainability Report 7
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OUR SUSTAINABILITY
COMMITMENTS
10 Message from Our CEO
20 Our Values
21 Our Sustainability Commitment
22 Our Material Topics
30 Our Governance
38 Stakeholder Engagement
8 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
OUR
SUSTAINABILITY
2024 Sustainability Report 9
Page 12
OUR SUSTAINABILITY
COMMITMENTS
Dear Stakeholders,
MESSAGE FROM
OUR CEO
I am pleased to present ANJ’s Sustainability Report for the 2024
reporting period, which highlights our dedication to Environmental,
Social, and Governance (ESG) principles, even amidst a challenging
year shaped by geopolitical instability and escalating climate change
impacts. Despite adverse weather events and operational challenges,
ANJ has reaffirmed its unwavering commitment to responsible
development and sustainable practices. Through this report, we
highlight our efforts to foster a productive and efficient agribusiness
that operates within Planetary Boundaries, actively working towards
our Net Zero ambitions. Here, we demonstrate how business strategy
continues to integrate the principles of People, Planet, and Prosperity,
recognizing that sustainability is not merely an obligation but a core
driver of long-term viability and market access. We also share progress
towards targets, notable achievements and challenges, and how ANJ
has adapted its policies, projects, and ambitions in consideration of
this year’s challenging environmental conditions and prevailing social
and political climate.
In 2024, ANJ made significant progress in several areas, even as
challenges, such as high rain intensity and agricultural pests, tested
our resilience. These adverse conditions affected production levels
and required a strategic shift in focus toward milling operations to
maintain efficiency. The long-term impacts of the 2023 El Niño event
continue to be closely monitored. While ANJ’s investments in fire
prevention infrastructure proved highly effective during this period, the
Company remains vigilant in mitigating future risks. We strengthened
our traceability and due diligence systems in preparation for the EUDR,
explored the use of Artificial Intelligence (AI) to improve efficiency,
and expanded our edamame production and sales. This year, more
than ever, emphasized the importance of preparedness for extreme
and unpredictable weather events, which is why ANJ is increasingly
invested in mitigation and risk reduction activities. To address
future risks, ANJ is investing further in flood prevention measures,
particularly in ANJAS, ensuring that our operations remain adaptable
and resilient to the changing climate; maintaining emissions reduction
initiatives; and working towards a greater use of renewable energy in
our operations.
Our sustainability journey also reflects our commitment to community
development, following the three essential pillars of our sustainability
model: People, Planet, and Prosperity. Responsible development
lies at the heart of ANJ’s mission, and we cannot operate effectively
without upholding the highest respect for the communities and
ecosystems within our operational regions. This year, we maintained
strong engagement with local communities, advancing programs that
prioritize job creation, poverty alleviation, and gender equality.
10 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
LUCAS KURNIAWAN
PRESIDENT DIRECTOR
2024 Sustainability Report 11
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OUR SUSTAINABILITY
COMMITMENTS
Most community involvement and development programs As global demand grows for sustainably produced palm
have been delivered as planned, making meaningful oil and other agricultural products, ANJ recognizes the
impacts, though challenges persist. In ANJAS, access to essential interconnectedness of its business with the
education in external schools remains a concern, with well-being of employees, the environment, and local
poor roads limiting students’ attendance, and a lack of communities. Our proactive engagement with emerging
teacher availability affecting the quality of education. ANJ regulations and our investment in innovation ensures
is addressing these issues through multi-stakeholder that we not only meet but exceed expectations for
discussions aimed at establishing a memorandum of sustainable development.
understanding that defines the roles and responsibilities
of each stakeholder involved, including the school I believe this report provides a transparent review of ANJ’s
and school committee, as well as the Regional Office ongoing efforts and milestones. As we navigate evolving
of Education. In Southwest Papua operations, ANJ challenges, I am confident in ANJ’s ability to remain a
continues to support educators and aims to revive the leader in sustainable agribusiness, setting benchmarks
“Warung Mama” initiative with improved governance and for responsible development in our industry.
hygiene standards.
ANJ’s focus on program sustainability has led to income- Strategies (POJK51-D.1.a, POJK51-D.1.c)
generating initiatives like agro-silvo-fishery in KAL, and
meliponiculture, specifically Trigona (stingless bee) honey In 2024, ANJ reaffirmed its sustainability strategy,
cultivation, in SMM. Efforts in health and environmental maintaining a balanced focus on economic,
programs, such as tackling stunting through Kampung environmental, and social performance. This approach
Edamame and promoting clean environments have is deeply embedded in our operations and decision-
shown positive results. Conservation efforts surpassed making processes, with a commitment to continuous
our biodiversity targets, with the development of species improvement through research and development,
indices, and the launch of our Conservation Strategy in operational efficiency initiatives, and active stakeholder
October 2024, which is a publicly available document. engagement. Key efforts this year included optimizing
fertilizer use after an internal assessment revealed
ANJ's continued recognition from the Ministry of an imbalance in the inorganic-to-organic ratio and
Environment’s PROPER Gold awards underscores tackling persistent agronomic challenges such as sooty
the strength of our environmental stewardship and mold infestations. While trunk injection methods were
social innovation, marking another year of significant effective in ANJAS, outcomes in PPM and PMP are yet to
achievements in these areas with four of our oil palm be seen, underscoring the importance of high agronomic
subsidiaries now attaining Gold. I am also glad to standards and consistent mitigation strategies.
highlight that in 2024, we did not receive any unresolved
complaints from communities, nor was the Company ANJ’s material topics—climate change, labor rights,
the subject of unsubstantiated negative press. As a forests and biodiversity, local communities, and supply
company that operates across a vast operating region, chain —remain central to our strategy, reflecting their
working with diverse and unique communities, I believe ongoing relevance to our business and stakeholders.
this is a testament to ANJ’s inclusive approach to project Material topics are reviewed annually in consultation with
development that emphasizes community engagement external sustainability experts, and this year through
and autonomy. an internal survey among our employees, to ensure
alignment with evolving business goals and stakeholder
Supporting these pillars through our responsible expectations. In 2024, both the Board of Directors and
development initiatives demands substantial capital Board of Commissioners reaffirmed the significance
investment but each year we are reminded that our hard of the material topics and agreed upon the priorities
work pays off and a sustainable business model is both discussed in the external review. Our commitment to
profitable and successful long-term. The unwavering transparency and accountability is further demonstrated
support from our employees, communities, local and through active participation in external assessments
national governments, and industry partners, along such as PROPER, SPOTT, CDP, and S&P Global, which
with the substantial progress we have achieved in allow us to benchmark our performance and identify
meeting our emissions reduction targets, underscores areas for improvement.
that prioritizing benefits beyond production quotas
is a strategy that delivers comprehensive and lasting
advantages.
12 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
Operationally, 2024 presented significant challenges, the direct impact that climate change has on our success
including unfavorable weather conditions, pest and mold highlights our belief that if we are to continue growing
outbreaks, and agronomic inefficiencies, all of which in this sector, we must do so in a way that mitigates
impacted crude palm oil production. Meanwhile, the EU further environmental degradation and improves
Deforestation Regulation (EUDR) added complexity to societal and environmental prospects in our operating
our operations, but we have established a strong due areas. I am immensely proud of ANJ’s progress on its
diligence process to assess EUDR risk. Our preparedness ESG journey, which in 2024 solidified our reputation as
is strong thanks to our robust traceability systems a leader in sustainable development. While accolades
and continuous due diligence audits of our suppliers. measure success, ANJ remains grounded in driving real
However, challenges remain, particularly the sharing of progress that creates tangible benefits for people, the
smallholder land titles and polygon location data, which environment, and the economy.
are crucial for full compliance. With our strong focus
on traceability and commitment to the RSPO principles The Company received notable recognition for its
and criteria, we believe that our palm oil will be certified exceptional ESG performance, demonstrating our
for EU trade within the additional year's delay in EUDR unwavering dedication to meaningful action. This year,
implementation. we were able to hold our position as the 5th leading
global company for the SPOTT (Sustainability Policy
Sustainability remains at the core of ANJ’s operations, Transparency Toolkit) assessment, receiving a score
guided by an integrated policy framework that of 92.8%, making ANJ the highest-rated company
encompasses No Deforestation, No Peat, and No headquartered in Indonesia. In 2024, we decided to
Exploitation (NDPE) principles. Long-term goals such seek assessment by S&P Global and are proud to have
as achieving Net Zero Emissions by 2030, increasing achieved a score of 65 out of 100, placing us in the
renewable energy usage to over 60%, reducing GHG first rank among Food Products sector companies in
intensity by 30%, and decreasing fossil fuel dependence Indonesia and 20th out of 391 companies assessed
by 20%—benchmarked against a 2015 baseline— globally in our first assessment year of Global
underscore our commitment to a sustainable future. Corporate Sustainability Assessment. While we have
These efforts are complemented by our focus on discontinued our assessments with Sustainalytics, our
biodiversity conservation, human rights assessment, reporting efforts in early 2024 have seen ANJ included
and community development initiatives, ensuring that in Sustainalytics’ ESG Top-Rated Companies list for
sustainability is deeply woven into every aspect of our the Food Products Industry, in 2025. The Company was
business. awarded an ESG Risk Rating of 15.5 (low risk), which
ranks us as a leading company out of 558 food product
People are central to ANJ’s success, and their well- companies in the Sustainalytics database. Furthermore,
being, rights, and safety remain paramount. Through we received a score of A, B and B, from CDP, for Forest,
robust safety leadership, risk mitigation strategies, Climate Change, and Water respectively; the former
and targeted training programs, we continue to protect being a great achievement, marking the first time that
our workforce and local communities. By integrating ANJ has been included in the CDP A list.
economic, environmental, and social considerations
into our operations, ANJ demonstrates resilience in ANJ’s ESG journey is characterized by a proactive approach
addressing challenges and remains committed to to addressing emerging regulations and aligning with
creating long-term value for all stakeholders. industry best practices. This forward-thinking strategy
has enabled us to embed ESG considerations into our
corporate culture and operational framework. Initiatives
ESG Journey (POJK51-D.1.b) such as regular training on ethical conduct, and the
establishment of gender committees across all estates
I believe that it is in tough times that ANJ’s ESG and now this year at the head office exemplify our efforts
commitment truly shines. Despite unfavorable economic to institutionalize ESG values. These programs not only
and environmental conditions, the value our people promote inclusivity, integrity, and accountability but also
place on ESG has remained steadfast and become part foster a workplace culture that supports ANJ’s broader
of our DNA. Throughout the year, ANJ continued to excel sustainability objectives. By weaving these values into
in corporate governance assessments, earning domestic the everyday practices of our teams, we are ensuring
recognition as a sustainability leader through the that ESG principles become a cornerstone of how we
PROPER awards, with four of our oil palm subsidiaries operate and grow as an organization.
receiving PROPER Gold. Sustainable Development is at
the forefront of our agenda and, thereby, central to ANJ’s
strategy development and business endeavors. Seeing
2024 Sustainability Report 13
Page 16
OUR SUSTAINABILITY
COMMITMENTS
As part of our commitment to continuous improvement, In 2024, ANJ made significant progress toward its ESG
ANJ has identified key areas to enhance its ESG targets, achieving notable milestones while addressing
performance. Strengthening internal controls to ongoing challenges. We maintain our status of no new
prevent fraud, enhancing the whistleblowing system, planting or replanting in HCV, HCS and peat areas since
and promoting worker health and safety are among the issuance of our sustainability policy in October 2019;
our top priorities. For the latter, we are proud to no illegal or non-compliant plantation development at
announce that our clinics at PMP and PPM have ANJ’s and direct FFB suppliers’ estates since December
received full accreditation from the Indonesian Ministry 31, 2020; and no major fire incidents.
of Health, highlighting ANJ’s investment in clinical
governance, quality improvement, patient safety and Despite a slight decrease in the renewable energy share
individual health care. Additionally, the development to 40%, ANJ remains focused on reaching its 60% target
of robust human rights due diligence processes is by 2025. Fossil fuel dependence also increased slightly
underway to ensure alignment with global standards. this year but, at 14.4%, is still on target to achieve a
To further drive efficiency and performance, we are 20% reduction from 2017 levels in 2025. Following
embracing technology, including artificial intelligence, a review of peatland and a planting area inventory
to optimize our ESG initiatives. Leveraging AI allows profile, net GHG emissions for palm oil and the group
us to streamline processes, improve transparency, and as a whole were slightly higher than 2015 baseline with
deliver impactful outcomes while maintaining our focus respective increases of 5% and 8% due to the inclusion
on operational excellence. These measures underscore of Scope 3 emissions for the first time. However, we saw
our commitment to not only meeting but exceeding the improvements in our net GHG emissions intensity, with a
expectations of stakeholders and regulatory bodies. decrease of 11% across the group and 18% in the palm
oil unit, from baseline.
With most assessment platforms awarding ANJ
the highest possible scores, our focus over the past Traceability was a standout achievement. ANJ achieved
couple of years has shifted to sustaining this level of 100% traceability for FFB from third-party suppliers
excellence while exploring opportunities for incremental in 2023, and was able to maintain these figures
improvements. Even modest gains can have a significant throughout 2024, supported by full implementation of
impact when viewed within the broader context of our the eTIS system’s Max Quota feature in June 2024, and
ESG journey. As an industry role model, ANJ is acutely comprehensive EUDR due diligence pilot implementation
aware of the responsibility that comes with this position conducted across estates in July and August of this year.
and the importance of consistently adhering to our core Biodiversity efforts yielded over 20,726 independently
principles and demonstrating best practices across all verified species observations in 2024 alone through
aspects of our operations. This leadership role is both our citizen-based program, PENDAKI, totaling 144,334
a privilege and a call to action, and we take it seriously. observations since the program’s inception. This year,
the species records showed that 79 fauna species and
A cornerstone of ANJ’s ESG philosophy has been 74 flora species in the IUCN threatened species list were
cultivating a culture that values the principles identified in our areas. We are also proud to say that
underpinning sustainability. I believe that our commitment there were no human-wildlife conflicts involving IUCN-
to transparent engagement with multiple reporting listed species in 2024.
platforms has helped our teams develop a deeper
understanding of what it means to excel in sustainability Meanwhile, in PPM and PMP, infrastructure
practices. Our integrated approach to sustainability improvements were prioritized to enhance both
performance reporting has also provided management operational efficiency and community connectivity.
with critical insights that empower informed decision- The field team carried out crucial roadwork, including
making. By streamlining the reporting process, we have elevation enhancements, improved canal drainage, and
been able to highlight areas of strength while identifying reinforcements using concrete and wooden materials.
opportunities for improvement. However, reporting These upgrades ensured the smooth transport of FFB
remains a complex and resource-intensive endeavor, as and crude palm oil, minimizing disruptions in supply
assessments are not always aligned in timing or scope, chains. Simultaneously, environmentally friendly pest
and may change their reporting criteria over time. control measures were implemented, focusing on
With the rapid proliferation of sustainability reporting reducing pest populations while preserving essential
platforms, management remains cautious about making pollinators, demonstrating ANJ’s commitment to
further commitments to additional frameworks. We sustainable agricultural practices. Production saw a
are mindful of the potential risks of overinvestment in notable increase, with sago flour extraction surpassing
reporting and prioritize meaningful engagement over previous performance levels. Efforts to streamline
quantity. production costs by boosting workforce productivity and
14 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
improving business process efficiency also contributed highlighted progress toward self-sufficiency and positive
to operational success. Despite production challenges educational outcomes. Health-focused programs
in the second and third quarters at AANE caused by addressing stunting and educational competitions
reduced input material from poor FFB production, the also delivered impactful results. Operationally, ANJ
biogas power plant performed very well in the first half completed the first phase of solar panel integration at
of the year, owing to a strict adherence to scheduled GMIT, first implemented in 2023, advancing its renewable
maintenance and upkeep activities at the plant. energy goals and contributing to its Net Zero Emissions
target.
Social initiatives included the completion of reverse
osmosis water installations across all estates in remote ANJ extended safety measures to contractors this year,
areas, with ANJA and ANJAS being the final two that demonstrating a holistic approach to ensuring the well-
were completed in 2024. We also enhanced access being of all individuals involved in its operations. Gender
to recreational and worship facilities, and installed committees are now established across all estates and
Telkomsel towers in ANJAS, KAL and PPM, which not only the head office, while programs fostering diversity, equity
improved business communications but improved the and inclusivity (DEI) include initiatives for individuals
quality of life for our workers and improved staff retention with disabilities, such as creating conservation comics.
through increased connectivity. Education access levels In addition, our DEI program provided employment
were maintained, with 100% early childhood and 66% opportunities wherein one member undertook a
primary education coverage for workers' children. At temporary placement, while another has become an
PPM, ANJ also helped students gain the opportunity employee working in internal communications and
to participate in the national exam by establishing the creative design.
necessary internet access.
Despite challenges in some community programs,
We also improved our non-discrimination efforts through ANJ maintained its focus on empowering communities
establishing a gender and child protection committee at through income-generating projects and fostering
each estate. While, this year, we received zero grievances, self-reliance. By integrating conservation, community
challenges persist in expanding and introducing development, and operational innovation, ANJ remains
our health and safety and compliance measures to steadfast in its commitment to impactful, sustainable
contractors. Efforts to address these include targeted growth.
training, audits, and intensified safety awareness.
As for project highlights, the REGENERATION program in
Through these initiatives and ongoing efforts, ANJ Mandasip, North Sumatra, represents a transformative
continues to build a foundation for sustainable growth step forward in integrating agriculture, environmental
that benefits not only our people and stakeholders conservation, and renewable energy. Designed to
but also the environment. As we move forward, our revitalize the local community, the initiative fosters
dedication to ESG principles will remain a guiding force, sustainable economic growth while improving living
helping us navigate challenges, set new benchmarks, standards. By balancing environmental stewardship with
and lead the industry toward a more sustainable future. development, the program serves as a beacon of hope
for Mandasip residents, creating pathways for long-
term resilience and demonstrating the power of holistic,
Responsible Development Highlights community-driven sustainability.
In 2024, ANJ demonstrated significant progress In the Jakarta and Medan Office, ANJ rolled out a
across its Environmental, Social, and Governance Responsible Development initiative aimed at enhancing
(ESG) initiatives, underscoring its commitment to productivity and fostering a supportive work environment.
sustainability. Conservation efforts continued to excel, This program focused on addressing workplace
with biodiversity valuation expanded to SMM, PPM, challenges, improving working conditions, and cultivating
and PMP, demonstrating the high biodiversity richness a culture of healthy lifestyle, creativity, and collaboration.
and meeting targets ahead of schedule. The PENDAKI By encouraging interdepartmental coordination and
program further showcased the effectiveness of ANJ’s emphasizing discipline and accountability, the initiative
community-based conservation approach. Community bolstered employee engagement and aligned operational
development initiatives saw meaningful milestones, processes with ANJ’s core values delivering measurable
particularly with the Sekolah Luar in KAL, which improvements in workplace efficiency and morale.
2024 Sustainability Report 15
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OUR SUSTAINABILITY
COMMITMENTS
At ANJAS, a groundbreaking training program was Our key priorities for 2025 include addressing long-
introduced to address critical issues such as food standing challenges in our operations and optimizing the
security and fire prevention, with an innovative focus on workforce for greater efficiency. We are also committed
sustainability. Participants learned about eco-friendly to empowering our people through more focused
practices, including the utilization of Stenochlaena learning initiatives, reinforcing internal processes for
and Lucilia sericata larvae derived from organic waste greater efficiency, and leveraging AI-powered systems
processed at the TPS 3R facility. This initiative highlights to proactively ensure transparency and safeguard
ANJ’s forward-thinking approach to sustainability, operations. The replanting process at ANJA and SMM
integrating waste management with community has begun to show positive progress, potentially
empowerment and advancing cyber-based solutions to increasing the productivity of replanted plants in the
address broader environmental challenges. coming years. These actions reflect our dedication to
building a resilient operational foundation that can
Between May and November 2024, ANJ undertook an navigate evolving business landscapes.
extensive community outreach campaign to combat the
growing threat of online gambling. Through roadshows To bolster environmental resilience and operational
and interactive discussions, participants were educated efficiency, ANJ will continue to invest in robust flood
about the financial and social impacts of gambling. prevention measures at ANJAS, advance the second
Practical advice on family financial management was also phase of solar panel integration, and expand cold
shared, reflecting ANJ’s proactive stance in addressing storage capacity at GMIT. These initiatives underscore
societal issues and strengthening the resilience of the our commitment to climate adaptation and renewable
communities it serves. Understanding the gravity of energy goals while addressing the urgent need for
this concern, ANJ is due to implement a comprehensive sustainable infrastructure. Concurrently, we aim to
program on financial literacy and planning across the tackle social challenges, including addressing the impact
group in 2025. of online gambling and online credit on community
development projects, escalating our financial literacy
ANJ’s ICONIC program at SMM stood out as a model program to educate our people on responsible online
for sustainable community development. By creating borrowing and improving worker health through targeted
opportunities in honey and coffee production, craft- initiatives, such as reducing sugar consumption. By
making, and ecotourism, the program provided residents taking a proactive approach, we reinforce our dedication
with viable alternatives to less environmentally friendly to creating a healthier and more sustainable work
land use practices. This initiative not only supported local environment for all.
economic growth but also reinforced ANJ’s dedication
to conservation and innovation, helping communities Empowering communities through self-sufficient
achieve self-reliance while protecting their natural responsible development initiatives remains a
heritage. cornerstone of our sustainability strategy. In 2025, ANJ
will continue developing comprehensive strategies
Moving Forward to ensure communities can sustain their livelihoods
independently. These efforts will be complemented
Planning for an uncertain future, amid ever-changing local by ongoing investments in infrastructure, livelihood
and global conditions, is a challenge. Yet, establishing enhancements, and conservation initiatives,
a resilient approach to responsible development, one demonstrating our commitment to both people and the
that endures unpredictability and equips our workforce environment.
with strategies to navigate challenging times, remains
central to ANJ’s mission. As ANJ advances into 2025, As part of our regulatory compliance and industry
our unwavering commitment to sustainability and leadership, ANJ will monitor and adapt to evolving
responsible development remains at the core of our requirements, particularly the EUDR. Aligning with these
operations, even as we prioritize enhancing operational standards strengthens our position as a responsible
efficiency and profitability. We are optimistic about the industry leader and ensures that our practices remain
year ahead, which presents opportunities to address transparent and accountable. Transparency is a
pressing challenges and implement transformative fundamental aspect of our operations, and in 2025,
initiatives that align with our mission of championing we will maintain our commitment to openly reporting
responsible agribusiness practices and enhancing sustainability performance. By actively engaging with
livelihoods and the environment in the areas where we stakeholders, participating in external assessments, and
operate. sharing best practices through platforms like SPOTT,
S&P Global and CDP we continue to benchmark progress
and identify opportunities for improvement.
16 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
In upholding this steadfast commitment to transparency On behalf of the Board of Directors, I extend my deepest
and accountability, especially in a time marked by gratitude to all who contribute to ANJ’s success. To our
significant challenges, ANJ has lived up to this year’s employees, contractors, smallholder farmers, investors,
theme, ‘Resilient Leadership: Navigating Challenges and partners, thank you for your dedication and
with Purpose’. Despite setbacks, ANJ’s management collaboration in realizing our sustainability vision. I also
strategically assessed operations, as well as core acknowledge the vital role of our stakeholders, including
values, ensuring the Company could persevere while local communities, government representatives, NGOs,
staying aligned with its Net Zero commitments and the scientific community, and the media, in supporting
responsible development goals. Initiatives like the our journey. ANJ’s sustainability agenda would not be
assertive leadership program have strengthened site- possible without the collective effort of this vast network
level management while learning and development of collaborators.
programs in the agronomy teams underscore a proactive
and adaptive approach to ensuring operational success. As we look to the future, ANJ remains steadfast in
With edamame production thriving as a testament to its pursuit of responsible development, embracing
innovation, ANJ’s commitment to leadership excellence innovative solutions to navigate challenges and build a
and sustainability remains a beacon of progress during sustainable foundation for generations to come. I am
trying times. confident that through collective effort, we will continue
to lead the way in transforming agribusiness into a
force for positive change. Together, we will meet the
challenges of tomorrow with resilience, ingenuity, and
an unwavering commitment to sustainability.
LUCAS KURNIAWAN
President Director
2024 Sustainability Report 17
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OUR SUSTAINABILITY
COMMITMENTS
18 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
STATEMENT OF RESPONSIBILITY
By the Members of the Board of Directors and the Board of Commissioners
for the 2024 Sustainability Report of PT Austindo Nusantara Jaya Tbk.
Jakarta, April 29, 2025
We, the undersigned, declare that the information contained in the 2024 Sustainability Report of
PT Austindo Nusantara Jaya Tbk. is complete and we are responsible for the accuracy of the report’s content.
Thus, this statement is duly made by the Board of Directors and Board of Commissioners.
BOARD OF DIRECTORS
Lucas Kurniawan Geetha Govindan Naga Waskita
President Director Vice President Director Director
Aloysius D’Cruz Nopri Pitoy Mohammad Fitriyansyah
Director Director Director
BOARD OF COMMISSIONERS
Adrianto Machribie
President Commissioner (Independent)
George Santosa Tahija Sjakon George Tahija
Commissioner Commissioner
Anastasius Wahyuhadi J. Kristiadi
Commissioner Independent Commissioner
Darwin Cyril Noerhadi Istini Tatiek Siddharta
Independent Commissioner Commissioner
2024 Sustainability Report 19
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OUR SUSTAINABILITY
COMMITMENTS
Our Values (SEOJK16-C.1, GRI 2-22)
Responsible business practices are important to ANJ, All ANJ contracts include provisions that outline expectations for
thus, we take into account ethical, environmental and adhering to our principles and sustainable business practices. We
social considerations alongside financial ones. Our Vision, ensure that all business partners, vendors and investors are fully
Mission and Values statement are published on our website aware of these expectations. New employees are inducted into the
and distributed to all employees and contractors in both Company’s culture at the start of their employment and taught to
Indonesian and English, emphasizing our value system cherish our vision, mission and core values. Subsequent training
of integrity, respect for people and the environment and sessions are held at regular intervals to reinforce these concepts
continuous improvement. (GRI 2-24) and ensure ongoing alignment with our responsible business
practices. (SEOJK16-F.1, GRI 2-24)
MISION
• People and nature oriented:
People and nature as the north
star of the Company, guiding every
aspect of all business activities.
• Striving for world-class
VISION excellence:
A continuous quest to comply
with and exceed local and global
To become a world-class
standards, exercising good
agribusiness-based food
corporate governance.
company that elevates the lives
of people and nature. • Sustainable growth for prosperity:
Achieving widespread economic
prosperity without exhausting the
finite resources at our disposal.
• Integrity:
Doing the right thing at all times,
in all circumstances, regardless
VALUES of the consequences or of anyone
(GRI 2-23) watching.
INTEGRITY RESPECT FOR PEOPLE CONTINUOUS
AND THE ENVIRONMENT IMPROVEMENT
20 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
Our Sustainability Commitment (SEOJK16-A.1)
The ANJ Sustainability Policy represents our company’s
commitment to Sustainable Development. It is accessible on
our website https://www.anj-group.com/en/sustainability-
approach-and-policies. Following the RSPO Principles & Criteria
(P&C 2018) and other internationally recognized benchmarks,
the Sustainability Policy was last amended on October 31, 2019
and signed by the ANJ Board of Directors, making clear our
commitments to preventing and mitigating the negative impacts
of our operations on communities and the environment. It is
formulated in a way that supports and connects the 17 United
Nations Sustainable Development Goals (UN SDGs) to our
sustainable development strategy. (GRI 2-22, GRI 2-23)
Our Sustainability Policy affirms our commitment to safeguarding
the human rights of all actors who may be affected by our
operations, including our employees, local communities and
vulnerable groups that are put at risk due to our activities or our
suppliers’ activities, if any, as stated in the Universal Declaration
of Human Rights UDHR. We practice zero tolerance concerning
discrimination based on gender, race, religion, nationality,
political views and physical condition. We strive to practice
fairness and provide equal opportunities for all. Our CEO and
Sustainability Director take the responsibility, together with the
Board of Directors to oversee the implementation of our long-
term commitment to the human rights cause. (GRI 2-22, GRI 2-23)
The Sustainability Policy is accompanied by an Implementation
Guidance brief that is updated for continual improvement or to
reflect any changes to the RSPO Terms and Conditions. Several
elements of the Sustainability Policy Implementation Guidance
were revised in 2021 to provide greater clarity. This policy remains
effective regardless of alterations in the composition of the Board
of Directors (BOD). (GRI 2-23)
The policy is governed by the guiding principles of Corporate
and Social Responsibility, Transparency and No Exploitation.
The pillars of this policy are (1) long-term economic viability
(Prosperity), (2) human welfare (People) and (3) stewardship of
natural resources and environmental management (Planet).
This strategy seeks to strike a balance among these three pillars
by integrating sustainability strategies into our core business
strategies. Our BOD reviews and adapts these strategies during
the annual strategic meeting to ensure alignment with global
sustainability standards and to address emerging risks and
opportunities. (GRI 2-24)
ANJ strives to foster a culture of sustainability by promoting our
sustainability policy to all individuals within the ANJ Group and
all parties collaborating with us through direct communication
channels, training, website, social media and integrity pacts. Each
of our suppliers must comply with and completely commit to our
Sustainability Policy, putting into action the requirements and
commitments outlined therein and allowing us to evaluate their
sustainability efforts. (GRI 2-24)
2024 Sustainability Report 21
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OUR SUSTAINABILITY
COMMITMENTS
Our Material Topics (SEOJK16-A.1, GRI 3-1)
Our materiality methodology We identified material topics through an internal process
of reviewing, compiling and identifying issues that we
incorporates a dual lens: we have gathered from a diverse range of stakeholders
assess how ESG factors impact over the years. We regularly review these material
topics, along with risk and opportunity assessments,
our business value, while during our annual strategic sessions. This process also
considers benchmarking results with peers, focus areas
simultaneously evaluating our identified in GRI 13 related to agricultural topics, as well
company's effects on the wider as the outcomes and gap analysis during the ESG rating
assessment process, such as SPOTT, CDP and S&P
world. This double materiality Global. Furthermore, we consult with external parties
principle allows us to understand through discussion sessions with sustainability experts
to review the relevance and reprioritize the topics. This
both the financial implications process ensures that our sustainability strategy remains
aligned with our evolving business priorities and
of sustainability issues and our stakeholder expectations.
organization's impact on society, In 2021, we did more by developing a comprehensive
the environment and the economy. view of our sustainability impacts and determining our
Through this comprehensive sustainability strategy and ESG ambitions. We engaged
a strategic management consulting firm to facilitate the
evaluation, we can better fulfill process of embedding sustainability more firmly into our
our sustainability commitments strategic priorities for the next ten years.
while ensuring long-term The management consultants facilitated the discussions,
bringing expertise and insights on key sustainability
business sustainability. issues in our industry and stakeholder expectations. An
employee survey was conducted involving our staff to
understand their views about the most important issues
for the Company. These inputs added the perspectives
Using knowledge and insights accumulated internally as of a wider range of stakeholders to complement the
a starting point, we discussed and deliberated through concerns and views that we had already gathered
a series of workshops involving the Board of Directors through our ongoing stakeholder engagement.
(BOD) of the Company, the Board of Commissioners
(BOC) and senior executives and managers to uncover The most significant impacts were identified through
topics that are most material to our business. The a materiality matrix that considers importance to
process also determined the initiatives we focus on to external stakeholders and importance to our business.
address our impacts and the targets we aim to achieve in These impacts were then aligned with our ambitions
order to contribute to sustainable development and build and sustainability targets. Through this process, we
a sustainable business. determined and grouped several interrelated topics
into one and added labor rights as a new material topic
comprised of the sub-topics of child labor, forced labor
and freedom of association. Meanwhile, the human
rights topic was embedded throughout the report in
accordance with GRI Universal Standards 2021.
22 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
In 2024, we conducted another
internal survey among our
employees to assess whether our
material topics are still relevant. The
assessment identified water and raw
material use as emerging material
topics that require increased
attention in our operations. While
external stakeholders continue to
emphasize responsible information
management (data privacy and
security), our survey revealed that
our information management
processes and requirements
have remained largely unchanged
since 2021, with existing protocols
continuing to provide adequate
controls. However, we decided
to not include these topics in our
2024 material topics until further
assessment by related department
and our top-level management. One of the staff is measuring the height of the peat
groundwater surface in the monitoring well.
Materiality Matrix
Material Topics
High Traceability GHG emission and Carbon footprint
(Customer H&S) Forced Labor, Human
Trafficking & Child Labor
FFB responsible
Importance to external stakeholders
sourching Protection of forest and
management of fire/peatland
Working conditions
Employee Health & safety
Biodiversity
Material, Chemicals & Waste
Supplier social and Responsible Information mgmt
labor practices Water consumption and
wastewater management
Harassment,
Industrial relations Discriminations, & Diversity
Corruptions
External stakeholders
human rights
Career mgmt. &
training
Low Relevant topics
Low Importance to the business High
(based on 2024 ANJ's survey responses)
Environment Sosial Governance: Ethics Governance: Supply Chanin
ANJ has identified the same material topics as the previous year, even though the levels of materiality have varied
compared to the prior year. The material topics were approved by the BOD and the Sustainability and Corporate Social
Responsibility (CSRS) Committee, comprising members of the BOC. (GRI 2-14)
2024 Sustainability Report 23
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OUR SUSTAINABILITY
COMMITMENTS
There are 7 (seven) main topics and twenty subtopics were selected, which summarized in the table below:
List of Material Topics (GRI 3-2)
DISCLOSURE WHY THE TOPIC IS
MATERIAL TOPICS ASSOCIATED TARGETS
STANDARDS MATERIAL
GRI: 302, 305, 306 GHG Emissions and Our operations • 30% GHG (Scope 1&2) intensity reduction from
Carbon Footprint have potential 2015 baseline by 2030
Related SDGs:
Sub-topics: significant impact • Net Zero emissions by 2030
• GHG emission on environment, • Increase renewable energy portfolio to above
and energy due to deforestation 60%
efficiency and land-use • Reduce our fossil fuel dependence by 20% by
• Waste recycling change. 2025
• Climate risk and
adaptation
DISCLOSURE WHY THE TOPIC IS
MATERIAL TOPICS ASSOCIATED TARGETS
STANDARDS MATERIAL
GRI: 303, 304 Protecting Forests Our operations • Have a robust biodiversity monitoring program
and Biodiversity have potential in place by 2025
Related SDGs:
Sub-topics: significant impact • Include biodiversity accounting of at least two
• Biodiversity and on environment, business units into the reporting system by 2030
conservation due to deforestation • Zero major fire accidents and no deforestation
• Deforestation and threats to • Implement fire early warning system depending
• Water habitat loss and on likelihood and post-even impacts
management diminishing • Implement peat management system and best
• Fire prevention biodiversity. practices to keep peat subsidence not exceeding
and management 4.75 cm or lower on annual basis
• Implement water management system and best
practices
DISCLOSURE WHY THE TOPIC IS
MATERIAL TOPICS ASSOCIATED TARGETS
STANDARDS MATERIAL
GRI: 308, 414 Supply Chain Our operations • RSPO/ISPO certification for all plasma and
Practices have potential partnerships by 2025
Related SDGs:
Sub-topics: significant impact • 90% smallholder’s engagement to advocate
• Supplier on social and sustainable palm oil practices by 2025
environmental environment, due • 100% supplier’s compliance with ANJ’s
and social to deforestation, sustainable palm oil sourcing commitment by
practices environmental 2030
• Traceability harm, biodiversity • Achieve 99% traceable FFB from 3rd parties by
loss and unethical 2025, at the latest
labor practices. • Supplier due diligence to assess compliance
with ANJ sourcing policies
DISCLOSURE WHY THE TOPIC IS
MATERIAL TOPICS ASSOCIATED TARGETS
STANDARDS MATERIAL
GRI: 403, 404, 405 Working Conditions Have potential • Improve working and living conditions for all
Sub-topics: significant impacts workers by providing access to affordable staple
Related SDGs:
• Occupational on the employees food; clean and proper housing facilities; access
Health and Safety and promotes to clean water and sanitation; access to health,
• Training and equity and inclusion recreational and telecommunication facilities;
education in our male- and facilitate religious practices by 2025
• Diversity and dominated industry. • Increase environment, health and safety
women’s awareness to achieve zero fatality from work-
empowerment related accidents
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PT Austindo Nusantara Jaya Tbk.
DISCLOSURE WHY THE TOPIC IS
MATERIAL TOPICS ASSOCIATED TARGETS
STANDARDS MATERIAL
GRI: 407, 408, 409 Labor rights Have potential • Provide access to early and primary education
Sub-topics: significant impacts facilities for children of workers in all of our
Related SDGs:
• Forced labor on the employees. operating concessions by 2027
• Child labor • Zero grievances and findings related to forced
• Freedom of labor, human trafficking and child labor issues
Association
DISCLOSURE WHY THE TOPIC IS
MATERIAL TOPICS ASSOCIATED TARGETS
STANDARDS MATERIAL
GRI: 413 Local communities Our activities have -
Sub-topics: potential significant
Related SDGs:
• Rights of local impacts on socio-
communities economic dynamics
• Community across our
Involvement and operational areas.
Development
DISCLOSURE WHY THE TOPIC IS
MATERIAL TOPICS ASSOCIATED TARGETS
STANDARDS MATERIAL
GRI: 201, 203 Prosperity and Have significant -
inclusive growth potential impacts
Related SDGs:
Sub-topics: on the improvement
• Economic of the local and
performance regional economy
• Innovation and and community
sustainable empowerment.
production
• Socio-economic
welfare and
livelihoods
In our commitment to transparency and comprehensive reporting, we have chosen to disclose certain Global Reporting
Initiative (GRI) standards, specifically GRI 204, 406, 410, 411 and 415. While these topics are not classified as material
for our company, we believe they are important to share with our stakeholders. These disclosures demonstrate our
dedication to providing a holistic view of our sustainability practices and impacts, ensuring that our stakeholders are
well-informed about our efforts and progress in these areas.
2024 Sustainability Report 25
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OUR SUSTAINABILITY
COMMITMENTS
AMBITION
NET- ZERO
emissions/carbon neutral by 2030
Reduce gross GHG intensity for Scope
1 and Scope 2 without considering
ESG TARGET AND ACHIEVEMENTS 2024
Reduce GHG Emissions sequestration by 30% in 2030 compared
to 2015
Increase renewable
energy portfolio
to above
60%
by 2025
Decrease Fossil Fuels
Reduce our fossil
fuel dependence
by
20%
by 2025
Achieve water intensity of no more
than 1 ton of water for each ton of
fresh fruit bunch (FFB) processed by
2027 at the latest
Water Efficiency
Stable population trend for species
which trigger HCV
human-wildlife conflict in our
ZERO areas of operation, related to IUCN
Threatened and Protected Species,
based on Indonesian regulations
To restore
Protect Biodiversity 120 ha of peat swamp forest habitat in
KAL concession by 2030
To complete reforestation area of
901.99 hectares with native and local
plants by 2030
To include biodiversity accounting of
at least two business units into the
reporting system by 2030
26 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
ACHIEVEMENT 2023 PROGRESS 2024
• Completed the calculation of all relevant scope 3
• Net GHG emission of 1,570,813 Ton GHG emission based on GHG protocol
CO2eq • Net GHG emission of 1,513,721 Ton CO2eq
• 3.6% net GHG emission decrease compared to 2023
Gross GHG intensity Palm Oil for Gross GHG intensity Palm Oil for
Scope 1 and 2 without considering Scope 1 and 2 without considering
sequestration is reduced by 14.1% sequestration is increased by 5.6%
compared to 2015 compared to 2015
43% renewable energy
portfolio 40% renewable energy
portfolio
17.8% fossil fuel
dependence reduced
compared to 2017
14.4% fossil fuel
dependence reduced
compared to 2017
0.97 ton 0.89 ton
of water for each ton of FFB processed of water for each ton of FFB processed
in 2023 in 2023
More than observation records, More than observation records,
109,000 from our internal citizen
scientists 144,000 from our internal citizen
scientists
77 74 and
in the IUCN threatened
species list were identified
in our areas. (Validated by
79 74 and
in the IUCN threatened
species list were identified
in our areas. (Validated by
fauna flora fauna flora
species species an independent third party) species species an independent third party)
There was no human-wildlife conflict There was no human-wildlife conflict
causing harm to the wildlife on the causing harm to the wildlife on the
IUCN Red List of Threatened and IUCN Red List of Threatened and
Protected Species list Protected Species list
36.84 58.46
hectares of land have been hectares of land have been
reforested with native and reforested with native and
local plants. local plants.
476.47 511.29
hectares of land have been hectares of land have been
reforested with native and reforested with native and
local plants, as part of the local plants, as part of the
ongoing replanting program. ongoing replanting program.
Biodiversity Richness Valuation has Biodiversity Richness Valuation has
been conducted for Unit in West been conducted for Units in Bangka
Kalimantan. Belitung and Southwest Papua.
2024 Sustainability Report 27
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OUR SUSTAINABILITY
COMMITMENTS
AMBITION
100
% of all plasma and partnership
smallholders are RSPO Certified
by the end of 2025
90% smallholders engagement to
ESG TARGET AND ACHIEVEMENTS 2024
advocate the sustainable palm oil
practices by 2025
Promote Sustainability to
Smallholders
100
% suppliers to comply with ANJ’s
sustainable palm oil sourcing
commitment by 2030
ZERO
major fire incident
Protect Forests NO
and Peatlands deforestation
ZERO work-related
fatalities
Worker access to clean water and
sanitation and health facilities by
2025
Keep A Positive and
Safe Work Environment Worker access to recreational and
telecommunication facilities by 2025
Facilitate access to primary
education facilities for children
of workers in all of our operating
concessions
ZERO
grievance and findings related
Protect Children to forced labor, human
trafficking and child labor
and Labor Rights issues
28 2024 Sustainability Report
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ACHIEVEMENT BY END 2023
PT Austindo Nusantara Jaya Tbk.
ACHIEVEMENT 2023 PROGRESS 2024
86% RSPO certified
86% RSPO certified
33% smallholders engaged
41% smallholders engaged
62,129 tons 75,734 tons
of certified FFB of certified FFB
purchased in 2023 purchased in 2024
(19%) (16%)
No major fire incident No major fire incident
100%
• 99.3% Integrated fire management phase 3 Integrated fire management
infrastructure was completed in 2023 phase 3 infrastructure was
• No new planting and replanting in HCV (High completed in 2024
Conservation Value), HCS (High Carbon Stock) and
peat area since the issuance of our sustainability No new palm oil planting
policy on October 31, 2019 and replanting in HCV (High
• No illegal or non-compliant palm oil land use Conservation Value), HCS (High
change at ANJ since October 31, 2019 and FFB Carbon Stock) and peat area since
suppliers estates since December 31, 2020 the issuance of our sustainability
• No encroachment policy on October 31, 2019
ZERO
fatality in 2023
(There are two
contractor fatality
cases in 2023)
ONE
fatality in 2024
(There are zero
contractor fatality
cases in 2024)
• Clean water, sanitation and health • Clean water, sanitation and health
access are provided to direct workers access are provided to direct workers
• The access for contractor’s workers • The access for contractor’s workers
(indirect workers) is in progress (indirect workers) is in progress
• access to recreational facilities is • access to recreational facilities is
available to all workers available to all workers
• access to worship facilities with • access to worship facilities with
religious leaders visiting the sites religious leaders visiting the sites
100% all concessions have provided access to early childhood/ preschool education
• No submitted grievance related to forced labor, human trafficking and child labor issues
• We have also provided training in all areas (Internal, Vendor /Contractor) regarding forced labor,
human trafficking and child labor
2024 Sustainability Report 29
Page 32
OUR SUSTAINABILITY
COMMITMENTS
Our Governance
Ethics (ethical behavior),
Transparency, Accountability and
Sustainability are cornerstones
of Good Corporate Governance
(GCG) and we are dedicated to
wholly respecting these values.
We believe GCG is essential for
delivering sustainable values to
all our stakeholders and ensuring
the Company’s long-term growth
in line with our responsible
development goals.
Our corporate governance framework is made up of a The GMS is the main forum for shareholders to exercise
set of policies, controls, processes and standards that their rights to make specific decisions about the
apply to the whole company. These help to define roles Company, receive reports from the BOC and BOD on
and responsibilities and ensure that everyone has a their performance and accountability and question the
mutual understanding and that decisions are made with relevant Director. The Company must have an Annual
full transparency and accountability. The framework General Meeting of Shareholders (AGMS) within 6 (six)
is based on the Company’s basic values of integrity, months after its financial year ends. At any time, an
respect for people and the environment and continuous Extraordinary General Meeting of Shareholders (EGMS)
improvement, as outlined in the Company’s Code of can be called, if necessary. The GMS mandates the BOD
Ethics on Business Conduct. and BOC to manage issues and decisions regarding
business economic, environmental and social issues and
According to Law No. 40 of 2007 on Limited Liability holds them accountable for these decisions.
Companies, three mutually independent authorities
govern ANJ: The Company applies a two-tier board type system.
• The General Meeting of Shareholders (GMS) is the The highest governing body is divided into two tiers: the
highest decision-making body. BOD, which serves as the executive board and the BOC,
• The Board of Commissioners (BOC) advises the Board which serves as the supervisory board. In the two-tier
of Directors and oversees Company management. governance system, the President Commissioner is a
• The Board of Directors (BOD) organizes, manages member of the Board of Commissioners (a non-executive
and represents the Company for its shareholders. position) and the President Director is a member of the
(GRI 2-9) Board of Directors (an executive position) who acts as
chairman. (GRI 2-11, GRI 2-9)
30 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
The Company has a clear procedure if there is a (NRC) and Corporate Social Responsibility (CSR) as well
potential actual or perceived conflict of interest as Sustainability Committee, each chaired by one of the
transaction between the interests of the Company Commissioners. Each of these committees assists the
and the personal interests of the BOD and the BOC. BOC to review the effectiveness and appropriateness of
The procedure is contained in Policy on Affiliated the organization with respect to the Company's impact
Transactions and Conflict of Interest Transactions of the on the economy, environment, society and human rights
Company which can be found on the Company's website and includes but is not limited to developing, approving
(https://www.anj-group.com/en/affiliated-transaction). and updating the organization's purpose, values or
mission statement, strategies, policies and other goals
Members of the BOC, BOD and Controlling Shareholders related to sustainable development. (GRI 2-9, GRI 2-12)
must avoid transactions that may lead to conflicts of
interest and report potential conflicts of interest. In the The BOC is made up of 7 (seven) non-executive
event of a conflict of interest, they should prioritize the commissioners, 3 (three) of whom are independent.
interests of the Company and should not take actions that The gender composition of the BOC consists of 6 (six)
are detrimental to the Company. Those who have a conflict males and 1 (one) female. The BOD has 6 (six) executive
of interest should abstain from the review and approval directors. The gender composition of the BOD consists of
process of the transaction. Conflict of interest transactions 5 (five) males and 1 (one) female. Both the BOC and the
must go through evaluation and approval from the Audit BOD are appointed for a period that lasts until the fifth
Committee and the BOC and use the services of an GMS following their appointment. Members of the BOC
appraiser to determine the fairness of the transaction. may have significant position and commitments outside
Conflict of interest transactions must be approved by the of the Company’s group, while members of the BOD are
independent shareholders in a GMS as stipulated in the not allowed to have jobs outside of the Company’s Group.
laws and regulations, unless otherwise regulated by other Under-represented social groups or stakeholders are
regulations. The Company shall conduct disclosure of not represented in the governance structure of the
information as required by regulations, if any. (GRI 2-15) Company. (GRI 2-9)
In 2024, the Company did not have any material transactions In 2024, there was no change in the composition of
that contain conflicts of interest. The Company members the BOC and the BOD and there were no significant
of the BOD, BOC and Controlling Shareholders’ affiliations changes to the Company such as changes in ownership
are stated in the Company’s Annual Report (page 165) and or opening/closing of offices and operational areas.
comply with Financial Services Authority (Otoritas Jasa (SEOJK16-C.6, POJK51-C.6)
Keuangan/OJK) rules. (GRI 2-15)
More information about our BOD and BOC can be found
The BOC is assisted in its supervisory role by 4 (four) on our website, [https://www.anj-group.com/en/board-
Committees: The Audit Committee, Risk Management of-commissioners and https://www.anj-group.com/en/
Committee, Nomination and Remuneration Committee board-of-directors] and our Annual Report page 55-73.
(GRI 2-9)
Table 02. Board of Commissioners (2-9)
Name Position Gender Term started Term ends Independent
Adrianto Machribie President Commissioner Male AGMS 2020 AGMS 2025
George Santosa Tahija Commissioner Male AGMS 2020 AGMS 2025
Sjakon George Tahija Commissioner Male AGMS 2020 AGMS 2025
Anastasius Wahyuhadi Commissioner Male AGMS 2020 AGMS 2025
J. Kristiadi Commissioner Male AGMS 2020 AGMS 2025
Darwin Cyril Noerhadi Commissioner Male AGMS 2021 AGMS 2026
Istini Tatiek Siddharta Commissioner Female AGMS 2021 AGMS 2026
2024 Sustainability Report 31
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OUR SUSTAINABILITY
COMMITMENTS
Table 03. Board of Directors (2-9)
Name Position Gender Term started Term ends
Lucas Kurniawan President Director Male AGMS 2021 AGMS 2026
Geetha Govindan Vice President Director Male AGMS 2021 AGMS 2026
Naga Waskita Director Male AGMS 2022 AGMS 2027
Aloysius D’Cruz Director Male AGMS 2021 AGMS 2026
Nopri Pitoy Director Female AGMS 2021 AGMS 2026
Mohammad Fitriyansyah Director Male AGMS 2023 AGMS 2028
Diversity is valued across all levels of the organization, services of an independent and reputable search
including the executive level. Members of the BOC and firm in the process of selection of the members of
the BOD have extensive experience, qualifications and the BOC and/or the BOD.
understanding that the Company feels are required d. The candidates for members of the BOC and/
to realize ANJ’s goals. The diversity of ANJ’s Board or the BOD may also be proposed by 1 (one)
is consistent with the Appendix of the OJK Circular shareholder or more representing at least
Letter No. 32/SEOJK.04/2015 on Corporate Governance 10% (ten percent) of the total shares with valid
Guidelines for Public Listed Companies. Details of the voting rights, unless otherwise stipulated by the
diversity of ANJ's Board are disclosed on our Annual prevailing laws and regulations.
Report page 156-159. e. The selection of candidates for members of the
BOC and/or the BOD is carried out by the NRC.
The composition of the BOC and the BOD reflects the Candidates who meet the requirements are
Company’s priorities through a fusion of collegial and recommended to the Board of Commissioners
individual expertise. Appointments to the Company’s of the Company to be submitted for approval
BOC and BOD are made after careful deliberation that by the shareholders at the General Meeting of
considers their knowledge and expertise in the plantation Shareholders.
business, as well as their integrity and dedication. f. The curriculum vitae of prospective members
of the BOC and the BOD who will be appointed
must be available on the Company’s website for a
Nomination and Evaluation of the Board period of at the latest from the time of the notice
of Commissioners and the Board of of the GMS until the holding of the GMS.
Directors (GRI 2-10, 2-18) g. Other stakeholders, aside from shareholders, are
not involved in the nomination process of the BOC
A. Nomination of the Board of Commissioners and the and/or the BOD of the Company.
Board of Directors
The process of selecting members of the BOC and/or The criteria for the selecting of the Company’s
the BOD is as follows: members of the BOC and/or the BOD below are
a. A proposal for the appointment, reappointment aligned with the provisions of OJK Regulation
or replacement of a member of the BOC and/or No. 33 /POJK.04/2014:
the BOD shall observe the recommendations of a. Meet the following requirements at the time of
the NRC. appointment and during his/her term:
b. The NRC also identifies criteria for the BOC and/ 1. Have good character, morals and integrity;
or the BOD related to the integrity, competence 2. Capable of carrying out legal actions;
and quality of the BOC and/or the BOD in line with 3. During the past five years prior to his/her
the vision, mission and strategy and sustainability appointment and during his/her term:
strategy of the Company. a) Has never been declared bankrupt;
c. The identification and selection of candidates b) Has never been a member of the BOC and/
for members of the BOC and/or the BOD can be or BOD who was found guilty of causing a
carried out from the internal of the Company or company to be declared bankrupt;
external candidates who meet the requirements.
If necessary, the NRC of the Company can use the
32 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
c) Has never been convicted of a criminal The BOD has key performance indicators (KPIs)
offense that is detrimental to the country’s linked to the Company strategy and implementation
financial and/or relating to the financial plan, including targets, sustainability goals and
sector; and performance as well as ESG and the Company's
d) Has never been a member of the BOC and/ impact on the economy, environment and community.
or the BOD who during his/her term: Each member evaluates their performance against
1) Does not hold an AGMS; these KPIs at the conclusion of the evaluation period.
2) Their responsibilities as members of Each member of the BOD is accountable for at
the BOC and/or the BOD have never least one of the KPIs for Responsible Development
been accepted by the GMS or have not (RD). The collegial performance assessment of
provided accountability as members of the BOC is carried out by each Commissioner.
the BOC and/or the BOD to the GMS; The final evaluation will be presented to the
and Nomination and Remuneration Committee in the
3) Has caused a company that obtained a Board of Commissioners meeting. The President
permit, approval or registration from Commissioner provides feedback or improvements
the Financial Services Authority to fail on the assessment of the Board of Commissioners,
to fulfill the obligation to submit an if deemed necessary. (GRI 2-18)
annual report and/or financial report
to the Financial Services Authority. The President Director verifies and evaluates the
b. Has a commitment to comply with the prevailing annual performance of BOD members. Meanwhile,
laws and regulations; and the annual performance of the President Director is
c. Has knowledge and/or expertise in the field reviewed and assessed by the NRC. The outcomes
required by the Company. of the evaluations are further examined with
the NRC on the BOC meeting and compensation
In addition to these criteria, the Company also recommendations for Directors are made. Based
considers the following criteria: on the self-assessment results, the Committee also
a. Diversity in accordance with the Company's directs the development of areas of improvement.
Diversity Policy; (GRI 2-18)
b. Experience in the business economic,
environmental and social fields and competence To integrate our commitments into our decision-
regarding the Company's organizational impact. making and execution, ANJ has a policy to include
c. Independence of the members of the Board of 15% of the management performance, including at
Commissioners is also considered, because the the Board level, in the ESG initiative targets, under the
Board of Commissioners consists of professional Responsible Development program. Every employee
Commissioners and Independent Commissioners and member of the BOD should participate in at least
who have no relationship or affiliation with the one RD project related to the Company's impact on the
Company's shareholders, in accordance with the economy, environment and community. Failure to fulfill
provisions of OJK Regulation No. 33/POJK.04/ agreed-upon objectives will result in a poor performance
2014. evaluation grade for the respective Board members,
hence reducing their performance- based annual bonus.
Furthermore, the NRC is chaired by an independent (GRI 2-19, POJK51-F.1, SEOJK16-F.1)
Commissioner, Mr. Adrianto Machribie, to guarantee
that the nomination and selection processes are as
impartial as possible. More information about the Remuneration of the Board of
selection and nomination of the BOD and BOC can Commissioners and the Board of
be found on page 147-148 & 152-153 of the Annual Directors
Report. (GRI 2-10)
The Company is committed to implementing a
B. Evaluation of the Board of Commissioners and the competitive, fair, risk-based remuneration system based
Board of Directors on standard practices as well as prevailing laws and
Annually, the GMS evaluates the performance of the regulations. The Company also ensures that no individual
BOC and BOD based on their annual accountability is paid less than the government-mandated minimum
reports. Additionally, the BOC and the BOD conducts wage. Further, the Company examines the remuneration
an annual self- evaluation of its performance. No applicable in related businesses (peer group) and the
external parties were selected to examine the Company’s capabilities. (GRI 2-19)
performance of the BOC or the BOD. (GRI 2-18)
2024 Sustainability Report 33
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OUR SUSTAINABILITY
COMMITMENTS
In compliance with applicable laws and regulations, The Company did not use external consultants to prepare
the Company implements remuneration policies that its remuneration policy. However, to remain competitive,
encompass all levels of the organization, including the Company performed remuneration benchmarking
the BOC, the BOD and the workers and include both through independent party surveys. The Company’s
mandatory components and additional benefits. remuneration policy is based on performance,
Members of the BOC receive fixed monthly honorarium competitiveness, fairness and risk. There is no system in
payments, while members of the BOD receive fixed place to seek stakeholder inputs when considering board
remuneration such as base salary, allowances and remuneration. (GRI 2-20)
facilities as well as non-fixed remuneration such as
performance bonuses, management stock options Due to confidentiality considerations, we are unable to
program and retainer bonuses if members of the BOD disclose specifics regarding the annual compensation
remain with the company for up to 5 years. Members of ratio between the highest-paid individual and the median
the BOC (including Independent Commissioners) of the annual total compensation for all employees, along with
Company do not receive stock options, bonus shares or the percentage increase of this ratio. Nonetheless,
tantiem/bonus from the Company. Liability insurance relevant data and information regarding this matter are
covers all Commissioners and Directors. No clawback readily accessible and available upon request. (GRI 2-21)
clauses are included in the remuneration and benefits
received by the BOD and BOC. The shareholders as one
of the Company's stakeholders determine the amount of Training for the BOD and BOC
remuneration for Commissioners and Directors based (POJK51-E.2, SEOJK16-E.2)
on the recommendations of the NRC in the GMS. Details
on remuneration are disclosed in our Annual Report We take steps to ensure that our BOC and BOD members
on page 163-164. We refrain from providing sign-on have the knowledge and skills necessary to properly
bonuses and recruitment incentive payments, whereas implement our sustainability goals. Board members
termination compensation and retirement benefits are acquire sustainability training and knowledge through a
provided in accordance with Indonesia’s labor law. (GRI variety of means, including short courses, workshops and
2-19, 2-20) seminars, self-study and participation in sustainability-
related projects. Certain members of the BOD underwent
training on sustainable development subjects in 2024, as
shown in the table below. (GRI 2-17)
Table 04. Training and Development of BOD and BOC on Sustainable Development Topics (2-17)
No Trainings Participants Date Remarks
Darwin Cyril
1. 7th Global Conference: ESG Management & Sustainability August 6, 2024 Speaker
Noerhadi
Building Awareness toward IFRS S1 and S2: Adoption in Indonesia
2. Istini T. Siddharta February 6, 2024 Speaker
IAI-ISMS Joint Webinar
Introduction to IFRS Sustainability Disclosure Standards. KIA XI
3. Istini T. Siddharta March 7, 2024 Speaker
&1st International Conference
4. Socialization of Annual Report Award - NRCC Webinar Istini T. Siddharta June 5, 2024 Speaker
Building a sustainable future: Best ESG Practices in Banking
Sector and Empowering Change Through ESG Practices for
5. Istini T. Siddharta June 25, 2024 Speaker
Accounting and Financial Professionals Strategic Leaders
Breakfast Talk - KPMG
Updates on the Development of Sustainability Disclosure
6. Standard in Indonesia (Webinar: Implementation of Sustainability Istini T. Siddharta July 17, 2024 Speaker
Reporting in Indonesia) - KPAP
7. Implementation IFRS S1 & S2 in Indonesia - BPKP Istini T. Siddharta July 29, 2024 Speaker
8. IDX Channel ESG Workshop and Panel Discussion 2024 Istini T. Siddharta August 13, 2024 Speaker
Introduction of IFRS Sustainability Disclosures Standards - Panel
9. Istini T. Siddharta August 29, 2024 Speaker
Discussion ACIIA Regional Conference 2024
Aligning steps and actions in preparation for the Adoption of
November 19,
10 Sustainability Reporting Standards Based on IFRS S1 and IFRS S2 Istini T. Siddharta Speaker
2024
- Limited Discussion Group MIND ID - PWC
34 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
No Trainings Participants Date Remarks
SAK Outlook 2025: Towards Connectivity of the Sustainability December 2,
11. Istini T. Siddharta Speaker
Disclosures and Financial - 67th Anniversary of IAI 2024
December 10,
12. Challenges in Sustainability Disclosures - 67th Anniversary of IAI Istini T. Siddharta Speaker
2024
February 21,
13. Global Ambassador Welcome Session - BHR Accelerator 2024 Lucas Kurniawan Participant
2024
GHG Reporting for 2024: How to Start Calculating Your Supply February 22,
14. Lucas Kurniawan Participant
Chain Emissions” 2024
15. Navigating the ESG reporting landscape in Asia Pacific Lucas Kurniawan March 19, 2024 Participant
ACMF-ISSB Virtual Technical Training on the IFRS Sustainability
16. Lucas Kurniawan May 9, 2024 Participant
Disclosure Standards for Regulators
17. Rajah & Tann Asia Sustainability Conference Lucas Kurniawan June 26, 2024 Participant
18. BHR Accelerator - Peer Learning 7 Lucas Kurniawan July 16, 2024 Participant
19. Training “I Lead Change” Lucas Kurniawan August 2, 2024 Participant
20. IBC Business Talks - SEA Green Economy Lucas Kurniawan October 10, 2024 Participant
Talk show Expanding Indonesia’s Carbon Market: Opportunities
21. Naga Waskita March 19, 2024 Participant
for Economic Growth and Sustainability by IBC
22. Carbon Footprint, Life Cycle Assessment and PROPER Naga Waskita April 23, 2024 Participant
Webinar “ESG Investing: What is it and why investors care about
23. Naga Waskita April 25, 2024 Participant
it?”
Webinar Series Part II: Setting Your Sail on the Indonesia Carbon
24. Naga Waskita June 27, 2024 Participant
Trading Ecosystem
25. Training “I Lead Change” Naga Waskita August 2, 2024 Participant
Trends and Responsibilities of Environmental Social Governance
26. Implementation - Indonesian In-House Counsel Summit & Naga Waskita October 18, 2024 Participant
Awards 2024 (Hukumonline)
Building a Strong ESG Culture: The Role of In-House Counsel
in Ensuring Compliance and Transforming Organizational
27. Naga Waskita October 18, 2024 Participant
Behaviour - Indonesian In-House Counsel Summit & Awards 2024
(Hukumonline)
Integrated ESG: The Role of Regulations and Standards in
28. Building a Conducive ESG Landscape - Indonesian In-House Naga Waskita October 18, 2024 Participant
Counsel Summit & Awards 2024 (Hukumonline)
ESG Compliance: The Key to Future Business Success - The
Role and Challenges of Legal Practitioners in Implementing ESG
29. Naga Waskita October 18, 2024 Participant
Compliance and Corporate Law - Indonesian In-House Counsel
Summit & Awards 2024 (Hukumonline)
Geetha Govindan
Training Event Pengetahuan Antikorupsi Dasar dan Integritas May 20, 2024 -
30. and Mohammad Participant
(PADI) –KPK Batch 2 May 24, 2024
Fitriyansyah
31. Training “I Lead Change” Geetha Govindan August 2, 2024 Participant
Webinar “Transparansi Investortrust.id dengan Bumi Global Mohammad
32. May 29. 2024 Participant
Karbon Foundation (BGK Foundation) Fitriyansyah
Mohammad
33. Training “I Lead Change” August 2, 2024 Participant
Fitriyansyah
CEO Networking 2024 “Navigating Global Market Forces and Mohammad November 26,
35. Participant
Technology Innovation for Sustainable Business” Fitriyansyah 2024
36. Training “I Lead Change” Aloysius D’Cruz August 2, 2024 Participant
37. Training “I Lead Change” Nopri Pitoy August 2, 2024 Participant
2024 Sustainability Report 35
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OUR SUSTAINABILITY
COMMITMENTS
SMM conservation team conducts river biodiversity
monitoring along the Balok River.
Sustainability Governance
(POJK51-E.1, SEOJK16-E.1)
The BOD led by the President Director, is responsible and sustainability recognition involving stakeholders to
for leading, managing, directing day-to-day operations support this process and consider the results in decision
and ensuring that the Company adheres to its vision making. In 2024, the CSR and Sustainability Committee
and mission, in relation to environmental, social and met 4 (four) times, with full attendance at each
economic topics, as well as good corporate governance meeting. Sjakon George Tahija, a Commissioner of the
standards. The President Director oversees the activity Company, chairs the CSR and Sustainability Committee.
of all Directors. (GRI 2-9) (GRI 2-9, GRI 2-12)
The CSR and Sustainability Committee ensures that The Director of Sustainability oversees developing
the BOC, senior executives can develop, approve and and implementing the Company’s sustainability
update the organization's purpose, values or mission commitments and initiatives. A team of senior managers
statement, as well as strategies, policies and other supports the Director of Sustainability, including the
goals related to sustainable development. The CSR Head of CID and Cooperatives, the Head of Conservation
and Sustainability Committee may also oversee and the Head of Corporate Communications. Other
the organization's due diligence and the process of departments that are directly related to the sustainability
accurately identifying and monitoring the Company's function also collaborate with the sustainability
CSR and sustainability commitments based on the department. Senior executives report quarterly to the
identification of environmental, social and economic CSR and Sustainability Committee and bi-weekly to the
impacts to the business, sustainability risks and ANJ Executive Leadership Team (AELT) meetings, which
opportunities from our operations. The committee are attended by all members of the BOD, including those
meets quarterly to periodically review the effectiveness from subsidiaries. (GRI 2-12, GRI 2-13)
of this process and discuss challenges, progress of
responsible development projects, environmental and Given the importance of sustainable palm oil operations
social issues and community grievances, community to our sustainability performance and carbon footprint,
engagement, government involvement, biodiversity the Vice President Director oversees and manages the
conservation, alignment with SDGs, media attention impacts of our palm oil operations, as well as the risks
and opportunities of sustainability including associated
with climate change. (GRI 2-13)
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PT Austindo Nusantara Jaya Tbk.
SUSTAINABILITY GOVERNANCE STRUCTURE (2-9, 2-13, POJK51-E.1)
RISK NOMINATION &
BOARD OF
MANAGEMENT REMUNERATION
COMMISSIONERS COMMITTEE COMMITTEE
CORPORATE
SOCIAL
PRESIDENT AUDIT
RESPONSIBILITY
DIRECTOR COMMITTEE
& SUSTAINABILITY
COMMITTEE
VICE PRESIDENT
DIRECTOR
SUSTAINABILITY
& CORPORATE
COMMUNICATION
DIRECTOR
HEAD OF HEAD OF
HEAD OF CORPORATE HEAD OF
COOPERATIVE SUSTAINABILITY
COMMUNICATION CONSERVATION
& CID COMPLIANCE
SUSTAINABILITY
SUSTAINABILITY
INTERNAL EXTERNAL COMPLIANCE
CID CONSERVATION COMPLIANCE
COMMUNICATION COMMUNICATION MANAGER
MANAGER MANAGER COORDINATOR
MANAGER MANAGER REGION
MANAGER
1,2 & 3
SUSTAINABILITY SUSTAINABILITY
COMMUNICATION COMPLIANCE
ASSISTANT ASSISTANT
MANAGER MANAGER
CONTENT CORPORATE CONSERVATION SUSTAINABILITY
CREATOR COMMUNICATION CID STAFF DATABASE COMPLIANCE
SPECIALIST STAFF STAFF STAFF
2024 Sustainability Report 37
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OUR SUSTAINABILITY
COMMITMENTS
Stakeholder Engagement
(SEOJK16-E.4, GRI 2-29)
Our CID staff are measuring
the community satisfaction
index regarding the presence of
companies in their area.
ANJ is committed to actively
engaging with stakeholders at all
levels through an inclusive approach.
We utilize a materiality assessment
framework to identify and map
stakeholders based on their influence
on our operations, the extent to which
they are impacted by our activities,
their relevance to our strategic
objectives and their geographic
proximity to our operations.
Our engagement framework encompasses various
stakeholder categories, each with specific purposes,
methods and frequencies of interaction to ensure
meaningful dialogue and mutual understanding as
described below:
Our employee engagement strategy focuses on fostering Customer engagement represents a crucial component
a positive workplace culture and enhancing satisfaction of our stakeholder relations strategy. We maintain
levels. We conduct employee surveys to gather feedback regular interaction through satisfaction surveys to
on working conditions and organizational climate. understand evolving customer needs and enhance our
Communication is facilitated through multiple internal product and service offerings. More information about
platforms, including our corporate email system, Simpul our customer engagement can be found on page 62.
newsletter, Cakrawala magazine, company intranet and
various social events. To ensure maximum accessibility, In managing our supply chain relationships, we
all communications are provided in both English and implement a structured supplier engagement program
Indonesian languages, supporting our commitment to focused on maintaining sustainable and ethical practices.
inclusive workplace practices. More information about This includes regular meetings and sustainability
our employee engagement can be found on page 156. workshops to facilitate continuous improvement and
knowledge sharing. More information about our supply
chain engagement can be found on page 56.
38 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
Our investor relations unit provided monthly operational We formed a dedicated team in Community Involvement
updates, quarterly newsletter, as well as annual and Development (CID) Department to enhance
and sustainability reports to keep our investors and community engagement and maintain continuous
shareholders informed about Company performance grievance channels to address local concerns and
and strategic directions. Furthermore, we conducted contribute to community development. More information
investor meetings and site visits to enhance investor about our community engagement can be found on page
confidence. As part of our obligations and commitment 170. (GRI 2-29)
to transparency with investors and shareholders, we
conduct Annual General Meetings (AGM) and annual
public exposes to report our financial and operational
achievements, as well as the Company's future plans.
2024 Sustainability Report 39
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OUR SUSTAINABILITY
COMMITMENTS
Testimonials
Shana Gavron
CEO and Founder, Endangered Wildlife OU
After engaging with ANJ Group to carry out the financial valuation of the Group’s
impact on biodiversity, we were struck by the receptiveness of the Group and
Management to really support biodiversity and have a positive feedback on
biodiversity. The quality of the PENDAKI data and the level of success of their
conservation efforts really sets them apart and demonstrates that their commitment
to biodiversity is not merely a paperwork process but truly an actionable commitment
to make a real difference. ANJ Group is a clear leader in this space, and their level of
demonstrated activities and implemented strategies should be used to benchmark
what companies should be striving towards whereby the impact is truly measured
and integrated into the business strategy rather than used merely as a tick box
process. The outcomes achieved, sometimes exceeding the wider regional level
results, is a real achievement for which the Group should be rightfully proud.
Dewi Suyenti Tio
Country Manager, Indonesia Global Reporting Initiative (GRI)
GRI had the pleasure of delivering a refresher sustainability reporting course to
ANJ. ANJ’s dedication to deepening their understanding of sustainability reporting
frameworks reflects a strong commitment to transparency and accountability.
With this training, ANJ has taken a significant step towards aligning their reporting
processes with globally recognized standards, which alignment will help enhance
the effectiveness of their communication regarding the ESG performance. We
applaud ANJ’s efforts to strengthen their capabilities in this important area and look
forward to seeing how ANJ will apply these insights to advance their sustainability
journey.
Annisa Rahmadani
Kerjabilitas Program Staff
As part of the Kerjabilitas program, I am very proud to contribute to creating
opportunities for job seekers with disabilities. Our collaboration with ANJ in 2024
marks a significant step toward realizing an inclusive and equitable workforce.
ANJ has demonstrated a genuine commitment by recruiting Deaf interns for a
Communication (Visual Communication Design) position and organizing sign
language training.
This initiative not only provides opportunities but also fosters a more inclusive and
welcoming work environment for people with disabilities. The program proves that
workplace inclusivity is not just a dream, but a reality that can be achieved through
strong collaboration.
At Kerjabilitas, we will continue striving to encourage more companies to join us
in opening doors for our friends with disabilities to grow and contribute. This is the
beginning of a major shift. The one that we believe will have a positive impact on the
future of work in Indonesia.
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PT Austindo Nusantara Jaya Tbk.
An estate GM is opening a stakeholder gathering
attended by government representatives, community
members and security personnel.
Grievance and Whistleblowing Systems
We have established a grievance mechanism for To further strengthen accountability, ANJ operates
stakeholders to lodge complaints or raise concerns. The a confidential whistleblowing system called "Berani
Company has implemented a formal grievance procedure Bicara." This platform allows employees, vendors,
that enables stakeholders to submit complaints suppliers and other stakeholders to securely report
either directly through Community Involvement and concerns regarding potential misconduct, including
Development (CID) staff, security personnel at each fraud, corrupt practices, violations of the Code of Ethics
estate or via digital channels. Grievances are recorded or corporate values and any contravention of laws and
and reviewed at the estate level and depending on the regulations. The Internal Audit Unit is responsible for
severity and scale of the case, may be escalated. Each investigating all whistleblower reports. (GRI 2-26)
grievance must be investigated within fourteen days of
receipt, with the company committed to implementing Other channels such as internal audits, stakeholder
corrective actions following verification of reports meetings, reviews of social and environmental
and confirmed adverse impacts. This procedure has assessments and the annual shareholders meeting,
been independently assessed and validated to ensure also allow for the expression of critical issues. Important
compliance with RSPO Principles and Criteria. (GRI 2-25) economic, social and environmental issues are
considered at the meetings of the CSR and Sustainability
The Company's Values Champion system, established Committee and the AELT. All of the crucial issues and
in 2013, serves as an additional oversight mechanism critical concerns are reported by the Internal Audit
with 31 designated Champions monitoring adherence Department of the Company to the Audit Committee
to corporate values across the ANJ Group. These of the Company in the Audit Committee Meeting which
Champions provide monthly reports on value-aligned is conducted at least 4 (four) times a year to discuss
practices to their Coordinators, which are then evaluated and follow up on all of the crucial issues and critical
by the Values Champion Committee before submission concerns. (GRI 2-16, GRI 2-26)
to the Values Guardians - commissioners George Tahija
and Anastasius Wahyuhadi. When unethical actions are
identified, investigations are conducted and disciplinary
measures may be implemented as appropriate.
2024 Sustainability Report 41
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OUR SUSTAINABILITY
COMMITMENTS
Critical Concerns Reported in 2024 (GRI 2-16, GRI 2-26)
2024
PROVEN 2 RELATED TO
RELATED TO FRAUD
ON PROGRESS 3 COMPLIANCE
2024 7 NOT PROVEN 2 2024 -
RELATED TO CODE OF RELATED TOTAL REPORT
ETHICS TO GRIEVANCE RECEIVED
2024 - 2024 15 2024 22
We endeavor to meet and surpass local and international rules, standards and prevailing laws and regulations. There
were no cases of non-compliance against laws and regulations that resulted in fines or other non-monetary sanctions
in 2024. (GRI 2-27)
External Initiatives and Memberships
Participating in national and regional groups that encourage information exchange and better standards and compliance
among producers and other stakeholders is an important aspect of our stakeholder engagement strategy. These
memberships do not add significant expenses beyond the annual subscription amount paid by the Company. (GRI 2-28)
Table 05. ANJ’s membership in associations in 2024 (SEOJK16-C.5)
Association Role
Indonesian Public Listed Companies
Participates as an active member.
Association (AEI)
Indonesian Palm Oil Producers’ Participates in forums to encourage a conducive climate for the palm oil industry,
Association (GAPKI): Head Office, increase capacity for sustainable palm oil, advocate for solutions to problems in the palm
Bangka Belitung, North Sumatra oil industry and synergize with the government on related policies; Active member in
Branch and Southwest Papua Sustainability section (GAPKI Head Office).
Association of Large Private Participates in forums to coordinate compliance with government policies, discuss
Plantations (APBS) Belitung solutions to industry problems and share information.
Participates in promoting the development of sago as part of the national food security
Indonesian Sago Community (MASSI)
effort.
Participates actively in two working groups: No-deforestation Task Force and Indonesia
Roundtable on Sustainable Palm Oil
National Interpretation; Represents Indonesian Growers Caucus as Complaint Panel
(RSPO)
member.
Participates as a member to promote sustainable palm oil management and best
Indonesian Growers Caucus
practices and to share insights of common interests in the industry.
UN Global Compact Signatory of the UN Global Compact.
Indonesian Sustainable Palm Oil
Participates as an active member.
Forum (FoKSBI)
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Participation in Political Activities
In 2024, the Company, its subsidiaries and members of the Board of
Commissioners and the Board of Directors of the Company and its
subsidiaries asserts our commitment to refraining from engaging in
any political activities particularly sponsoring certain political parties.
Therefore, there is no financial and in-kind political contributions made
directly and indirectly by the Company in 2024. (GRI 415-1)
2024 Sustainability Report 43
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OUR SUSTAINABILITY
COMMITMENTS
Awards
No. Company Awards Category Date Issuer:
Indonesia Best Companies
Beyond HSE
1 ANJ in HSE Implementation March 4, 2024 SWA
Implementation
2024
Transparansi & Penurunan
2 ANJ Emisi Korporasi Terbaik Green Elite & Platinum Plus May 29, 2024 Investortrust
2024
Best Enterprise in
3 ANJ - May 31, 2024 Hukum Online
Regulatory Compliance
Foundation for
Public Company with the
International Human
4 ANJ Best 2022 Sustainability Rank A June 20, 2024
Rights Reporting
Reports
Standards (FIHRRST)
Sustainable Marketing Gender Equality Movement
5 ANJ July 3, 2024 Marketeers
Excellence 2024 Program
PENDAKI PROGRAM (Peduli
Sustainable Marketing
6 ANJ Keanekaragaman Hayati) July 3, 2024 Marketeers
Excellence 2024
Planet Preservation
Sustainable Marketing Sago Program: Indigenous
7 ANJ July 3, 2024 Marketeers
Excellence 2024 Food of Indonesia
Environmental and Social
KAL, SMM,
8 Innovation Award (ENSIA) 31 Awards July 31, 2024 Sucofindo
ANJAS, ANJA
2024
Plantation Sector
9 ANJ Katadata ESG Awards 2024 August 7, 2024 Katadata
Governance Champion
Indonesia Green & Best Innovation in
September 26,
10 KAL Sustainable Companies ESG Implementation SWA
2024
2024 (Manufacturing)
Indonesia Green &
Best Innovation in Circular September 26,
11 SMM Sustainable Companies SWA
Economy Implementation 2024
2024
Indonesia Green & Best Innovation in
September 26,
12 SMM Sustainable Companies ESG Implementation SWA
2024
2024 (Manufacturing)
Komite Nasional
Annual Report Award (ARA)
13 ANJ 1st place October 7, 2024 Kebijakan Governansi
2023
(KNKG)
Indonesia’s Most Innovative
Indonesia’s Most Innovative
14 ANJ In-House Counsel Team October 18, 2024 Hukumonline
In-House Counsel Team
2024
Building a Self-reliant
15 ANJ SL25 Honouree of 2024 Community through October 23, 2024 Stewardship Asia
Savings Cooperatives
Investortrust dan
Integrity & Transparency in
16 ANJ CSR Awards 2024 October 24, 2024 BGK (Bumi Global
Impact
Karbon)
Asia Sustainability National Center for
November 21,
17 ANJ Reporting Rating (ASRRAT) Gold Rank Corporate Reporting
2024
2024 (NCCR)
44 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
No. Company Awards Category Date Issuer:
Platinum Star Award Small November 28, InvestorTrust &
18 ANJ ESG Awards 2024
Cap 2024 DataTrust
Investing on Climate,
Editor’s Choice Awards Best Literacy for Climate December 4,
19 ANJ Editor’s Choice
2024 Resilience 2024
Awards 2024
Sustainability with
IDX Channel Anugerah December 10,
20 ANJ Innovation Koalisi IDX Channel
Inovasi Indonesia 2024 2024
Pemenang
Foundation for
International Human
Laporan Keberlanjutan December 16,
21 ANJ Peringkat A Rights Reporting
Terbaik Tahun 2023 2024
Standards (FIHRRST)
& Moores Rowland
Circular Economy -
Indonesia’s Best Corporate MIX Marketing &
Program Ecomit (Ekonomi December 19,
22 GMIT Sustainability Initiatives Communication and
Circular GMIT dan Mitra 2024
2024 SWA
Inovatif Ternak)
KAL, SMM, February 24, Ministry of
23 PROPER Emas 2024 PROPER EMAS 2024
ANJAS, ANJA 2025 Environment
2024 Sustainability Report 45
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PROSPERITY 48 Economic Performance Amid Extreme Weather Challenges 56 Upholding Best Practices in Supply Chain and Traceability 62 Upholding Highest Commitments to Costumer Excellence 64 Fostering Community Prosperity and Well-Being 46 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
PROSPERITY
2024 Sustainability Report 47
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PROSPERITY
Economic Performances Amid Extreme
Weather Challenges
The palm oil sector faced
severe challenges throughout
2024, primarily due to adverse
weather conditions that caused
operational constraints across
various plantations. The El
Niño event that occurred in
2023 led to reduced harvest
yields and production volumes
in Indonesia and Malaysia, the
world's two largest palm oil
producers, which ultimately
disrupted global supply chains.
Supply concerns due to extreme weather created market uncertainty, causing price
fluctuations as market adjusted their positions in response to declining production
forecasts. The CPO reference price on the Malaysian exchange closed above USD 1,000
per metric ton (mt) at the end of 2024, up 36.4% compared to last year's closing position.
Additionally, several other factors contributed to positive sentiment in CPO prices, such
as China's economic stimulus, which was the most aggressive economic policy since the
Covid-19 pandemic, increasing demand projections for various commodities, including
CPO. Domestically, the Indonesian government's decision to increase the biodiesel
mandate to B40 in early 2025 became a positive catalyst that strengthened CPO price.
Amid these strengthening prices, the European Union announced the postponement of the
European Union Deforestation Regulation (EUDR) implementation until 2025. This decision
was made to provide additional time for stakeholders, especially companies, to align their
supply chains with regulatory standards and ensure a smoother transition.
48 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
Accelerating Growth and Fostering
Innovations (SEOJK16-F.26)
The Company continued to adapt to all uncertainties
arising from economic challenges, policies dynamics
or weather conditions. Hence, the Company’s
management strongly encourages various initiatives
and innovations to expand our portfolio and increase
productivity. Concurrently, we will maintain a focus on
cost management and restrict non-essential capital
expenditures to preserve profit margins.
Throughout 2024, the Company continued its replanting
program at the SMM and ANJA plantations. Since
its inception in 2015, the Company has successfully
replanted 12,635 hectares across these two plantations
by the end of 2024. This program aims to maintain the
average age balance of oil palm trees, thereby optimizing
production sustainability. Additionally, the Company
has utilized oil palm seedlings that are more resilient
to climate change, minimizing the risk of production
decline due to extreme weather conditions.
The Company also continued the land acquisition
process at GSB, aiming to secure a contiguous area
of 3,000 hectares for the subsequent HGU process.
Throughout 2024, the Company successfully acquired
244.97 hectares, bringing the total compensated area to
4,800.08 hectares. The Company will commence planting
on a portion of this land to accelerate production growth.
ANJ is dedicated to research and development (R&D),
exemplified by the establishment of an R&D section
at SMM in 2015. This R&D capability was developed in
partnership with the French agricultural research group,
Centre de Coopération Internationale en Research
Agronomique pour le Développement (CIRAD). Our R&D
laboratory houses a team of experts in soil science,
microbiology, statistics, pests and diseases, alongside
field research personnel who oversee field trials and
monitor optimal management practices. Collaborating
closely with our estates, the R&D team implements best
agronomic practices and fosters innovation.
Considering the increasing advancements in artificial
intelligence (AI) technology, the Company recognizes
the potential of leveraging AI in its business processes.
Currently, the Company is developing a grading process
for Fresh Fruit FFB using AI. This innovation is expected
to enhance the quality of FFB to be processed, thereby
achieving better extraction rates.
Two workers are loading Fresh Fruit Bunches (FFB)
into a dump truck before being transported
to our palm oil mill.
2024 Sustainability Report 49
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PROSPERITY
Management is also promoting the use of AI in the sorting As part of Indonesia’s diversification and food security
process of our edamame production. This initiative is efforts, we believe that sago starch presents significant
currently in its final fine-tuning phase and is expected opportunities as a sustainable alternative carbohydrate
to be implemented in 2025. In addition to maintaining source, which can help reduce dependence on rice, wheat,
the quality standards of our products, the use of AI and other staple grains. Sago starch, being gluten-free
is also anticipated to reduce personnel expenses, and having beneficial digestive properties, has potential
thereby making the business process more efficient and applications in various food products. We have observed
achieving optimal profitability. increasing interest in its use in processed foods, both in
domestic and export markets such as Japan, Singapore,
In 2024, we installed a solar-powered water pump Malaysia, and China. To capitalize this advantage, we
irrigation system to address water shortages, particularly have undertaken a series of initiatives to enhance the
during the dry season. This initiative demonstrates our extraction rate of sago starch, starting with changes
resilience against the extreme weather conditions that in the criteria for selecting sago trees to be harvested.
frequently affect the edamame plantations in Jember. This effort, initiated in mid-2023, has proven effective in
stabilizing the extraction rate above 10%. We are also
Furthermore, we concentrate our strategic efforts in optimizing existing processing technology and opening
our edamame business, which include expanding the the second sago estates to increase output volume and
planted areas by establishing broader collaborations reduce production costs per kilogram. Furthermore, we
with farmers in and around Jember, increasing yields are conducting studies to identify alternative renewable
by implementing best agronomic practices, investing energy sources to lower production costs.
in seed quality programs, and strengthening integrated
pest management strategies. We are also developing As part of our sustainability strategy aimed at reducing
professional and skilled Field Assistants through the dependence on fossil fuels and greenhouse gas
Field Assistant Development Program to guide farmers emissions, we recognize the potential of biogas for
in achieving better yields. To optimize factory capacity, internal energy consumption. Our management is
we are diversifying products by processing other raw committed to accelerating renewable energy initiatives,
vegetables during low edamame production periods, including considering the construction of new biogas
such as okra, green beans, and corn. Our edamame facilities at ANJA or KAL. This initiative will not only help
products are marketed domestically under the Edashi reduce our reliance on fossil fuels but is also expected
brand of frozen edamame. Additionally, in 2024, we to lower production costs, thereby achieving optimal
expanded our export markets to countries beyond the profitability.
Asia Foods network, such as India and Jordan.
Navigating Challenges to Forge Ahead in Production and Sales
(SEOJK-B.1.a, SEOJK16-F.2, SEOJK16-F.3)
In 2024, our total productive area was 42,177 hectares, The year 2024 was a challenging one for us, with our
a decrease of 1,233 hectares compared to the previous FFB production experienced a significant decline of
year, due to the replanting program at the SMM and 11.7%, dropped to 777,615 mt from 881,051 mt in the
ANJA plantations. We will continue the replanting previous year, representing 83.3% of our target. This
program at these plantations to maintain a balanced was primarily due to the long-term impact of the El Niño
age composition of oil palm trees across our operational event in 2023, which affected our plantations at SMM,
areas. Starting in 2026, we will expand the replanting KAL, and GSB. Meanwhile, the ANJAS, PPM, and PMP
program to the ANJAS plantation, considering the older plantations faced different extreme weather conditions.
age profile of the oil palm trees there. By the end of 2024, High rainfall in these plantations caused infrastructure
the average age of our oil palm trees was 12.9 years. damage, leading to extensive flooding at the ANJAS
plantation, which disrupted harvesting, fruit evacuation
from the estates to the mills, and upkeep activities,
including fertilization. The humidity caused by the high
rainfall further exacerbated our production issues by
increasing plant diseases, particularly at the PPM and
PMP plantations.
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PT Austindo Nusantara Jaya Tbk.
Collection of Fresh Fruit Bunches (FFB)
in the sorting area.
Table 06. Comparison of Actual Performance against Target 2024 (SEOJK16-F.2)
2024 2023 2022
Target Actual Target Actual Target Actual
Palm oil production (mt)
FFB Production 933,602 777,615 917,017 881,051 926,027 840,581
FFB Purchased 629,454 463,835 568,492 503,811 503,873 538,483
CPO Production 324,043 245,394 310,657 283,659 302,451 275,769
PK Production 59,693 47,669 62,757 52,432 57,608 55,011
PKO Production 2,220 1,121 1,768 1,459 1,944 1,052
Edamame production(mt)
Fresh edamame production 1,574 2,253 2,040 1,710 1,878 1,670
Frozen edamame production 2,606 1,975 2,747 553 1,355 731
Frozen mukimame production 349 304 94 201 151 63
Sago starch production (mt) 2,725 2,228 3,970 1,896 14,427 2,708
Renewable energy production (kWh) 10,665,449 8,180,572 9,113,211 10,219,453 9,401,200 9,899,429
Financial Performance
CPO sales (mt) 323,637 245,785 319,077 288,941 301,276 275,320
PK sales (mt) 59,693 47,610 58,171 52,581 58,863 54,996
Revenue (million USD) 257.8 236.8 258.1 237.6 241.4 270.2
Gross profit (million USD) 35.7 47.3 48.9 35.1 63.9 56.3
Income before tax (million USD) 17.7 20.4 15.3 12.1 34.9 35.8
2024 Sustainability Report 51
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PROSPERITY
to USD 731 per mt in 2023.
Net profit for the year (million USD) 8.0 9.2 4.2 4.4 21.9 23.5
In 2024, we produced 47,668 mt of PK, a decrease of 9.1%
The impact of El Niño was also experienced by the
compared to the previous year. This led to a reduction
farmers in our supply chain, making it difficult for us to
in PK sales volume by 9.5% to 47,610 mt, representing
secure fruit supplies from external sources. In 2024, the
79.8% of our target for 2024, with an ASP of USD 501 per
total FFB purchased from external parties was 463,835
mt. Furthermore, the production of PKO from the Kernel
mt, a decrease of 7.9% compared to the previous year.
Crushing Plant (KCP) in Southwest Papua decreased by
23.2% compared to last year’s production, amounting to
Align with the decline in processed FFB volume, our total
1,121 mt.
CPO production significantly decreased by 13.5% in 2024,
reflecting an extraction rate of 19.9%. This production
The palm oil segment remains our core business,
volume represents 75.7% of our target, which also
contributed of USD 230.9 million in revenue in 2024, or
resulted in a negative variance in our CPO sales volume,
97.5% the Company’s total consolidated revenue. We
decreasing by 14.9% to 245,785 mt, compared to CPO
recorded a gross profit of USD 52.3 million and a profit
sales of 288,941 mt in 2023 or 75.9% of the target. The
before tax of USD 26.1 million from this segment.
lower supply of CPO in the global market due to reduced
production in major producing countries, particularly
Indonesia and Malaysia, drove up the benchmark CPO
price in 2024. We achieved a higher average selling price
(ASP) for CPO products compared to 2023, with an ASP of
USD 822 per mt in 2024, an increase of 12.3% compared
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PT Austindo Nusantara Jaya Tbk.
Table 07. Sustainable Palm Oil Production in 2024 (in mt)
[POJK51-B.1.D, POJK51-F.2, 13-23-3]
NUCLEUS CPO PK PKO
2024 153,706 28,446 1,121
2023 187,904 31,939 1,459
2022 159,133 32,127 1,052
PLASMA AND CPO PK PKO
PARTNERSHIPS
2024 15,515 2,075 0
2023 13,307 2,352 0
2022 20,939 1,975 0
TOTAL SUSTAINABLE CPO PK PKO
PRODUCT
2024 169,221 30,720 1,121
2023 201,212 34,290 1,459
2022 180,072 34,102 1,052
TOTAL CPO PK PKO
PRODUCTION
2024 245,395 47,668 1,121
2023 283,659 52,432 1,459
2022 275,769 55,011 1,052
% SUSTAINABLE CPO PK PKO
PRODUCTS
2024 69% 64% 100%
2023 71% 65% 100%
2022 65% 62% 100%
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PROSPERITY
In 2024, we successfully maintained a stable extraction edamame and mukimame sales, which increased by
rate of 10.1% in the sago segment, thanks to various 331,4% and 19.3% respectively from 2023. The sales
initiatives and innovations as previously discussed. This volume of frozen edamame rose to 1,569 mt, with an
resulted in a sago starch production volume of 2,228 ASP of IDR 26,438 per kg. Meanwhile, the sales volume
mt in 2024, an increase of 17.5% compared to 2023. of mukimame increased by 103 mt to 304 mt, with an
We recorded revenue of USD 1.2 million from the sago ASP of IDR 29,831 per kg. Total revenue generated from
segment, a year-on-year increase of 34.8%. This revenue the vegetable segment throughout 2024 increased by
achievement was contributed by the sales volume of 124.1% to USD 4.2 million, compared to USD 1.9 million
sago starch amounting to 2,253mt, with an ASP of IDR in 2023.
8,381per kg in 2024.
AANE’s electricity production and sales decreased
The edamame business recorded positive growth from 10,219,453 kWh in 2023 to 8,180,572 kWh in 2024,
throughout 2024. The expansion of the planting area led showing a negative variance of 23.3% from our budget
to an increase in production to 5,190 mt, growing by 59% of 10,665,449 kWh. This was largely due to damage that
compared to 2023 or 93.7% of our target. In 2024, we required our machines to cease production for repairs.
planted 870 hectares, comprising of 826 hectares through Service concession revenue slightly declined to USD
KSO partnerships and 44 hectares by independent 0.4million in 2024, with a fixed rate of IDR 975/kWh.
farmers, compared to 531 hectares the previous year.
Favorable weather conditions and the reliability of our In 2024, consolidated revenue stood at USD 236.8
team in anticipating plant diseases resulted in better million, a slightly decrease of 0.3% from USD 237.6
frozen edamame production compared to 2023. Our million in 2023. However, higher selling prices for
frozen edamame volume grew by 257.3% to 1,975 mt, palm oil products compared to the previous year led
reflecting 75.7% of our target. We also produced 304 mt to a significant increase in net profit by 106.7% to USD
of mukimame, an increase from 201 mt in 2023. 9.2 million from USD 4.4 million in the previous year.
Additionally, improved performance in the sago and
In 2024, the Company recorded positive sales growth vegetable segments contributed positively to this net
in the vegetable segment, primarily driven by frozen profit growth. (POJK51-B.1.b, POJK51-B.1.c)
Table 08. Direct Economic Value Generated and Distributed (USD) (SEOJK16-F.3, GRI 201-1, GRI 13.22.2)
Deskirpsi 2024 2023* 2022*
Economic Value Generated
Revenue 236,814,460 237,568,975 270,244,569
Dividend income 463,969 498,784 640,276
Other income 1,632,749 1,502,512 1,188,611
Finance income 238,891 308,523 471,473
Total Economic Value Generated (A) 239,150,069 239,878,794 272,544,928
Economic Value Distributed
Operating Costs 195,355,545 202,912,303 217,481,699
Employee Wages and Benefits 7,648,431 7,592,423 6,151,154
Payments to Shareholders 0 6,239,282 9,666,022
Payments to Creditors 9,857,002 9,651,484 4,949,142
Payments to Government 12,578,132 11,983,869 16,655,415
Community Investments 3,644,933 5,901,980 5,657,875
Total Economic Value Distributed (B) 229,084,043 244,281,341 260,561,307
Economic Value Retained (A-B) 10,066,026 (4,402,547) 11,983,621
* Restated due to the changes in presentation of shell sales and sales of RSPO certificates, and due to error in applying equity method of accounting and amortization of the fair
value adjustments in step acquisition.
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PT Austindo Nusantara Jaya Tbk.
Total Environmental and Social Expenses in 2024 (in USD)
(SEOJK16-F.3, SEOJK16-F.4)
TOTAL TOTAL TOTAL
ENVIRONMENTAL SOCIAL ENVIRONMENTAL
EXPENSES EXPENSES AND SOCIAL EXPENSES
(USD) (USD) (USD)
2024 593,638 2024 653,113 2024 1,246,752
2023 1,344,322 2023 720,033 2023 2,064,356
2022 743,200 2022 796,713 2022 1,539,913
Complying to Defined Benefit Plan &
Retirement Plans (GRI 201-3)
We have invested in the comprehensive well-being of our In 2024, we contributed a total of USD 5.4 million to the
employees, extending beyond their active employment. employee retirement plan managed by DPLK Manulife,
Our commitment to fostering continuous professional recognizing a post-employment benefits obligation of
development is evident through a range of training USD 10.5 million. To fully meet our post-employment
programs designed to enhance skills and knowledge benefits obligations, we rely on funds from our
across all levels. By investing in their development, operational results and support from our equities, as the
we provide employees with the tools and knowledge total obligation represents only 2.67% of our equities.
that serve as a strong foundation for their future, We did not receive any financial assistance from the
including their retirement years. In addition to these government in 2024. [GRI 201-4, GRI 404-2]
learning opportunities, we prioritize the long-term
financial security of our employees through robust post-
employment benefit plans. (GRI 404-2)
We have a post-employment benefit plan for all permanent
employees in compliance with Indonesian Labor Law
requirements. The defined benefit plan of ANJ, ANJA,
ANJAS, SMM, KAL, PMP, PPM and GMIT are managed
through Dana Pensiun Lembaga Keuangan (DPLK) Manulife,
an insurance company, with the Company contributing
100% of the benefits. Employee contributions nor their
consent is not required as participation is mandatory
under government regulations. There is no minimum
funding requirement under the arrangement with DPLK
Manulife amounting to IDR 496 million per year. The
Company engages Manulife solely to manage the fund
to fulfill post-employment obligations to employees.
[GRI 201-3]
Our employees and staff of all ages receive a fair post-
employment benefit after their service.
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Upholding Best Practices in Supply Chain
and Traceability (SEOJK16-B.1.E)
Suppliers are a strategic component of our value Given the significant social and environmental impacts of
chain, playing a crucial role in optimizing production FFB suppliers compared to other suppliers, we consider
capacity across all our manufacturing facilities. We the activities of FFB suppliers to be material in our
are committed to enhancing the well-being of every operations. Currently, we source FFB from both scheme
stakeholder involved in our business activities across and independent suppliers in our operations in North
all our operations area. Within our palm oil business, Sumatra (ANJA and ANJAS), West Kalimantan (KAL),
we maintain two distinct supplier classifications for and Belitung Island (SMM). Meanwhile, our operations in
FFB: “scheme suppliers”, comprising of plasma and Southwest Papua (PPM and PMP) purchased FFB from
partnership (kemitraan) smallholders, and “independent plasma suppliers, as the plasma agreement was signed
suppliers”, which include plantation companies and by all stakeholders in January 2024, which marked the
cooperatives. Our supplier network encompasses more fulfilment of our plasma obligation in Southwest Papua
than 4,100 active farmers and agents, who operate either estates.
independently or through cooperatives arrangements.
Additionally, our vegetable business in Jember, East The involvement of smallholder suppliers offers
Java, directly collaborates with 90 smallholder farmers significant long-term economic opportunities. For
who collectively cultivate 828 hectares of land to supply perennial crops such as palm oil, which have a lifecycle
our business. In our sago business in Southwest Papua, exceeding 25 years, business relationships with FFB
the natural sago forests are traditionally owned by eight suppliers can be sustained for decades. Our mills
native family clans, who receive compensation for each consistently purchase crops from smallholders at fair
sago log harvested. prices, thereby increasing their income and reducing
poverty in our operational areas. This practice indirectly
stimulates local economic growth and generates job
A staff member supervising the unloading process of opportunities.
fresh fruit bunches (FFB) in the sorting area of the palm
oil mill.
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We recognize that the activities of our FFB suppliers can
negatively impact on environment and social, such as
deforestation, biodiversity loss, forced labor, child labor
and social conflicts. The prospect of supplying FFB may
encourage farmers to clear forests and develop palm
oil plantations. Additionally, suppliers may lack the
technical expertise and resources necessary to adopt
sustainable palm oil practices. Moreover, smallholder
farmers, particularly those who are independent,
may not possess legal titles to the land they farm,
with some of this land situated in protected or forest
areas where agricultural activities are prohibited.
(GRI 308-2, GRI 414-2)
Ensuring a stable supply of FFB from these suppliers is
a priority for us to support our business growth in our
communities while minimizing the potential negative
impacts of their activities. Recognizing the critical
importance of maintaining the entire value chain, we
have implemented programs to empower smallholders
and established a traceability system.
Loading process of fresh fruit bunches (FFB)
onto a dump truck before transporting them to
the palm oil mill.
Supporting Local Economies
Advancing Effective Approaches in
ANJ is committed to sustainable procurement practices
Smallholder Empowerment Program
that support local economies. For transparency in our
reporting, we define "local" as the Indonesian provinces
We mandate that all of our FFB suppliers meet
where we operate: North Sumatra, Belitung Island,
rigorous technical, financial, administrative, and legal
West Kalimantan, and Southwest Papua. These areas
criteria to ensure that sourcing does not occur from
represent our key operational locations for palm oil
forest areas. Additionally, all suppliers must adhere
production.
to the environmental, social, health and safety, and
quality standards outlined in our Sustainability Policy
Our procurement encompasses all suppliers of goods
and commit to our code of conduct by signing an
and services necessary for our operations. These
Integrity Pledge. Both existing and potential suppliers
practices are intentionally designed to strengthen
undergo comprehensive screening processes, with
local economies by creating business opportunities for
regular evaluations conducted for existing suppliers.
local vendors, generating employment, and fostering
Furthermore, the performance of significant FFB
economic growth in the regions where we operate. In
suppliers is benchmarked against the standards and
2024, our procurement from local suppliers reached
commitments of the Roundtable on Sustainable Palm
USD 73.2 million, accounting for 87% of our total
Oil (RSPO) and our Sustainability Policy. Notably, in 2024,
procurement. In contrast, non-local suppliers accounted
no new or current suppliers were terminated for failing
for USD 10.6 million, or 13% of the total. Our overall
to comply with social and environmental obligations.
procurement expenditure for the year was USD 83.9
However, during the same period, we acknowledge
million. Notably, 100% of our vendors are based in
that several suppliers encountered challenges in
Indonesia, demonstrating our commitment to supporting
meeting these standards. Consequently, we provided
the national economy and promoting sustainable
close supervision and actively advocated for their
development within the country. (GRI 204-1)
improvement to ensure they meet the required criteria.
[GRI 308-1, GRI 308-2, GRI 414-1, GRI 414-2]
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PROSPERITY
We recognize that our stringent sustainability criteria cooperatives empowerment program includes financial
and standards may be challenging for our smallholder and tax literacy training to improve their essential
suppliers to meet without assistance. Therefore, we knowledge to manage their finances effectively.
are committed to not enforcing compliance abruptly (GRI 13.22.1)
or applying a “no purchase” policy without considering
the potentially severe impact on their livelihoods. We set a target to achieve 100% RSPO certification for
However, this does not mean we will compromise on our scheme smallholders, comprising 14 plasma and
our standards when purchasing from them. Instead, our partnership cooperatives across our operations, by
approach is to provide capacity-building programs for 2025. This target reached 86% completion in 2024. This
farmers, encouraging them to adopt best practices in attainment highlights the cooperative’s commitment to
agronomy, and sustainable agriculture principles, and maintaining the purity and traceability of their product,
meet traceability standards. We also assist independent setting a benchmark for sustainable and responsible
smallholders in formalizing the legality of their land agricultural practices. Under this accomplishment, we
use and obtaining the necessary certificates of land have succeeded in obtaining RSPO certification for all
ownership from authorities. [GRI 13.22.1, GRI 13.23.4] operating estates and scheme smallholder cooperatives.
As a result, we processed 835,557 mt of RSPO certified
Our smallholder engagement programs are managed FFB, accounting for 68% of our total FFB processed in
by various departments within our organization, 2024. In addition, suppliers that have obtained RSPO
including the Business Process and Business certification may obtain premiums from sustainable FFB,
Development- Smallholders Department, the Plasma a testament to the value placed on sustainable farming
and Cooperatives Department, the Commercial practices. These premiums are then redistributed
Department, the Sustainability Compliance Department to farmers, ensuring that the benefits of sustainable
and the ICT and GIS Department. Additionally, we cultivation are shared across the community. In 2024, 9
have a cross-functional task force that coordinates out of 14 cooperatives suppliers, representing 64%, were
and manages supplier engagement activities to meet able to secure a premium price for their products. This
our targets. In 2024, we conducted 21 socialization scheme highlights ANJ’s commitment to incentivizing
programs attended by 531 smallholder farmers and sustainable farming practices. (GRI 13.23.3, GRI 13.23.4)
related stakeholders. Despite a decrease in the number
of meetups compared to last year, we have implemented Furthermore, we have been collaborating with USAID
a more efficient socialization program by organizing SEGAR and BAPPENAS since 2023, to support the
larger group meetings instead of individual sessions. sustainability certification process for independent
This approach enables us to reach a greater number of smallholders in our supply chain, particularly in KAL.
farmers effectively. Furthermore, we invited farmers to In 2024, we conducted Internal Control System (ICS)
join social media groups we developed called “BESTARI” training for independent smallholders to enhance
to provide regular knowledge, support and educational their understanding of ISPO certification standards
information. All of these efforts are implemented to and to develop Standard Operating Procedures (SOPs)
achieve our goal so at least 90% of all our smallholders tailored to group management needs. Additionally, this
adopt sustainable palm oil practices by 2025. collaboration provided training on sustainable palm oil
and best agronomic practices to improve production
Our programs aim to assist smallholders in enhancing yields. However, due to policy changes in the United
their productivity and crop quality, which will benefit States, the collaboration with USAID SEGAR officially
our business. Simultaneously, these efforts help avoid ended on January 25, 2025. (GRI 13.23.4)
potential environmental and social issues, which are
crucial for sustainable development. Through our Our supplier engagement program goes beyond mere
programs, we are confident that all our FFB suppliers, business needs and mutual value creations, it also
including independent smallholders, will be able to promotes our suppliers’ awareness of environmental
comply with our sustainable palm oil policy by 2030. protection and biodiversity conservation around
We collaborate with government authorities to support agricultural areas. We have introduced various
independent smallholders in clarifying or resolving their programs involving the community and our suppliers
land legality issues, aiming to assist them in complying to mitigate the risks of deforestation and wildfires.
with future land legality enforcement by the government Through collaboration with the Kelompok Tani Peduli
and the requirements set by our buyers. Additionally, Api (KTPA), we initiated pineapple cultivation in Kuala
we have assisted all of the cooperatives within our Tolak, utilizing unproductive and fire-prone lands near
supply chains to enhance their governance practices by KAL’s operating site.
conducting due diligence on legal documents as required
by applicable laws and regulations. Furthermore, our
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PT Austindo Nusantara Jaya Tbk.
Furthermore, we conducted due diligence on our
suppliers to ensure that the FFB received did not
originate from land deforested after December 31, 2020,
and that they possess valid land ownership documents.
This process is crucial for compliance with the European
Union Deforestation Regulations (EUDR) and to ensure
that both local and global sustainability standards are
met. A pilot project for this process was conducted with
six suppliers, comprising 30 farmers, across the SMM,
ANJAS, KAL, and ANJA plantations, covering an audited
area of 386 hectares. This process will be scaled up
to include more suppliers, with regular monitoring to
evaluate data discrepancies and the effectiveness of the
due diligence process itself.
Another milestone in our digital transformation is
the initiation of SIGAP (Sistem Informasi GMIT untuk
Agrikultura dan Pabrik), specifically designed to support
agricultural operations and the processing of frozen
edamame and okra. SIGAP encompasses the entire
process in the fields, from land and farmer selection,
land preparation, planting, plant maintenance, and
harvesting, to shipping. Recently, SIGAP has been
expanded to include factory processes, such as receiving
harvests, sorting, blanching, and Individual Quick
Top view of a dump truck transporting Fresh Fruit
Freezing (IQF) processes, as well as sanitation in locker
Bunches (FFB) to the palm oil mill. areas. Moving forward, SIGAP will be developed to cover
the packaging and delivery of the final product. The use
of this technology enables the GMIT team to more easily
establish partnerships with farmers and ensures a strong
Pioneering Progress to Improve traceability system to monitor the quality and safety of
Plantation Traceability the produced products. [GRI 13.22.1, GRI 13.23.1]
We are dedicated to maintaining full supply chain Overall, our stakeholders, including farmers, agents,
traceability to the plantation level, aligning with and suppliers, actively participate in our traceability
RSPO requirements and our Sustainability Policy. Our program and corporate sourcing policy through
traceability efforts aim to establish a reliable system various official and informal socialization events. This
for acquiring, processing and transparently publishing community engagement ensures they understand the
data, thereby fostering trust among our supply chain importance of providing reliable traceability data. We
stakeholders. We aim to achieve over 99% traceability invest significantly in engaging with our FFB supply
of third-party FFB by the end of 2025. However, we chain at all levels, despite the challenges posed by the
successfully achieved a 100% traceability rate for FFB dispersed nature of our independent suppliers across
supplied by third parties in 2023, exceeding our target. our operations, often in areas with limited access.
Despite this success, we remain vigilant and continue Therefore, we see an opportunity to leverage information
to conduct assessments for ongoing improvement. Our technology and social media to more efficiently engage
commitment extends to improving the quality of the data with smallholder farmers.
in our system and safeguarding against various risks,
including the possibility of fraud and data manipulation Management receives traceability rate reports once
of FFB, which not only undermines the integrity of supply every month and supplier engagement achievement
chains but also poses significant risks to the company’s report every three months. Furthermore, our traceability
commitment to environmental stewardship and ethical data undergoes annual internal audits and external
practices. As part of our effort to minimize this kind of audits every two years as part of the RSPO certification
risks, we started to conduct an enhancement program on system. These regular reports offer management insight
our traceability data in 2024. These initiatives analyzed into any issues, ensuring they are addressed promptly as
the reasonableness of FFB yields relative to the land soon as any urgency arises.
area owned by our supplier. (GRI 13.23.1, GRI 13.23.2)
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FEATURE STORY
Achieving 100% RSPO Certification:
a Milestone in Sustainability
Our Palm Oil Mill in Ketapang,
West Kalimantan.
ANJ is committed to sustainability and follows ANJ also distributes RSPO Premium Price to partner and
Roundtable on Sustainable Palm Oil (RSPO) standards to smallholder farmers that have been certified. This helps
ensure responsible palm oil production. These standards improve farmers’ welfare and supports the sustainability
help balance industrial needs with environmental of the palm oil industry.
conservation. We started our journey towards RSPO
certification in 2007 and since then, we have followed
principles and criteria such as legality, best management
practices, and managing social and environmental
impacts. Our commitment extends to our partner
farmers and those in our supply chain, and we are proud
that our core and partner plantations have achieved
RSPO certification since December 2024, a testament to
our dedication to these standards. This achievement was
faster than our 2025 target, showing the positive impact
of collaboration between the company, plasma farmers,
independent smallholder farmers, and cooperatives.
Our employees sorting fresh fruit bunches (FFB)
to ensure the quality of the fruit to be processed
at the palm oil mill.
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PROSPERITY
ANJ's Sustainability Journey for RSPO Standards
SMM ANJAS PMP
received RSPO received RSPO received RSPO
certification certification certification
2007 2011 2012 2014 2019 2021 2030
ANJA ANJA KAL GSB is planned
became a received RSPO received RSPO for the RSPO
member of certification certification certification
RSPO process
ANJ Partnership Sustainability Journey (RSPO & ISPO)
KAL PMP - SMB (ISPO)
KAL • LAB (RSPO) KAL - LAB (ISPO)
• LMS (RSPO) ANJAS SMM - KTS, KGNS, BUMDES (ISPO)
• BSL (RSPO) • Koptansari (RSPO) PPM - MBS (ISPO)
2019 2020 2021 2022 2023 2024 2025
SMM SMM SMM ANJAS
• KML (RSPO) • KBS (RSPO) • KTS, KGNS, BUMDES (RSPO) • Koptansari
• KMA (RSPO) • KLR (RSPO) KAL (ISPO)
• KSJM (RSPO) PMP & PPM • LMS, BSL (ISPO) PMP & PPM
Land designated SMM • SMB (RSPO)
for Plasma • KMA, KML, KSJM, KBS, KLR • MBS (RSPO)
(RSPO)
Jamhari, as the chairman of LMS Cooperative, expressed Edi Radiansyah, SH., MH, Head of the Cooperatives
his gratitude for KAL's commitment in helping improve and UMKM Office of Ketapang Regency, stated that
the welfare of the partner farmers under the Laman the existence of cooperatives can improve the living
Mayang Sentosa Cooperative. This is evidenced by the standards of their members and the surrounding
increase in the premium value provided by KAL every community. The investments provided by the cooperative
year. This achievement is the result of close cooperation can be utilized by the community for economic activities.
between KAL and the cooperative management in Therefore, good cooperation needs to be maintained
achieving the common goal of improving the performance and improved to create a harmonious relationship
of the farmers. between the company, the community, and the relevant
government agencies.
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PROSPERITY
Upholding Highest Commitments
to Customer Excellence
Aligned with the Company’s
vision, we are committed to
producing healthy and safe
food products that meet
both local and international
quality standards. Our
primary business involves
the production of food-grade
CPO, which is marketed to
companies with refinery
facilities for further processing
into derivative products.
Additionally, we produce edamame and sago
starch, which are marketed to food industries as
well as directly to end consumers, making quality
management crucial for these products. Our frozen
edamame products for domestic consumers are
marketed under the brand Edashi®. Meanwhile,
our sago products are supplied to the domestic
food industry under the brand Pati Alam® and to
consumers under our retail brand Sapapua®. Our
commitment is implemented in several key areas,
as outlined below:
1. Commitment to Providing Equitable Service for
Products to Customers
ANJ is committed to providing consistent and
equitable services across its entire range
of products and services. This dedication
guarantees that all customers receive the same
level of quality and attention, thereby reinforcing
ANJ’s commitment to fairness and customer
satisfaction. We have divided the Commercial
Department into separate teams for palm oil
and non-palm oil products to enhance focus
and ensure the reliability and excellence of the
services provided. (SEOJK16-F.17)
A laboratory worker is showing a sample of palm fruit
bunch to be analyzed for its quality.
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3. Number of Products Recalled
In 2024, we received a complaint from one of
our customers regarding the finding of foreign
materials in our sago starch marketed to
the food industry. Consequently, we recalled
seven tons of Pati Alam sago starch to ensure
that the contaminated product would not be
further processed by the customer, thereby
preventing any risk to consumers. This
incident served as a reminder for us to further
tighten quality assurance in our production
processes. (POJK51-F.29)
4. Customer Satisfaction Survey
ANJ regularly conducts customer satisfaction
surveys to gather feedback and insights
directly from its customers. These surveys
are critical tools for continuous improvement,
allowing ANJ to align its products more closely
with customers’ needs and preferences. In
2024, we conducted a survey covering our
A staff member conducting a stock inventory 2022 and 2023 performances targeted to
of sago sack in the storage.
our B2B customers. The respondents of this
survey accounted for 53.5% and 63.9% of our
sales value in 2022 and 2023, respectively. Our
2. Products Evaluated for Consumer Safety palm oil and vegetable business segments
A fundamental aspect of ANJ’s commitment to its consumers have shown very satisfactory outcomes,
is the assurance that all products undergo rigorous safety with a net promoter score (NPS) of 100 for
and health evaluations. This process ensures that ANJ each segment. These scores demonstrated
only markets products that have been proven safe, thereby strong customer satisfaction and loyalty to
safeguarding consumers’ well-being and fostering trust our products and services. However, our sago
in the ANJ brand. Furthermore, ANJ provides important segment requires significant improvement, as
information about the products it sells, including nutritional it received a less satisfactory NPS, signaling
facts, potential allergens, and disclaimers regarding the need for strategic enhancements in
the absence of preservatives and colorants. We provide product quality and services to elevate
nutritional value labelling on all products that we market customer experience and perceived value.
under our own brands, following standards and regulations (SEOJK16-F.30)
from the Indonesian Food and Drug Authority (Badan
Pengawas Obat dan Makanan or BPOM). The provision of Through these commitments, ANJ demonstrates
this nutritional information is done in collaboration with its unwavering dedication to not only meeting
Saraswanti Indo Genetech (SIG), an Indonesian company but exceeding customers’ expectations. This
that provides certified laboratory testing services and approach not only fosters a strong relationship
technical consulting, particularly in the agricultural and with customers but also positions ANJ as
food sectors. Additionally, the labels also state serving size, a responsible and trustworthy brand in the
serving per package and percents daily values in a serving marketplace.
of our products to be used as reference by our consumers.
This transparency allows consumers to make informed
decisions, underscoring ANJ’s dedication to honesty and
ethical business practices. (SEOJK16-F.27, SEOJK16-F.28)
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Fostering Community Prosperity
and Well-Being (SEOJK16-B.3, SEOJK16-F.23, SEOJK16-F.25)
At the heart of our mission
lies a steadfast commitment
to ensuring that every
individual within the
communities neighboring
our operations has equitable
access to opportunities for
prosperity. Aligned with the
United Nations Sustainable
Development Goals (SDGs),
our Responsible development
agenda places a strong
emphasis on fostering
economic opportunities as a
cornerstone for sustainable
growth and community well-
being.
Our initiatives involve a variety of development
programs such as economic empowerment, A member of the Misela group harvesting Trigona honey
cultivated using palm oil log waste.
educational development, healthcare accessibility,
and infrastructure improvements, complemented by
dedicated support for social, cultural, and religious We empower our employees be involved in the
initiatives. implementation of Responsible Development programs
as a part of their responsibility. We maintain active
collaboration with local governments, farming
communities, craftworkers, local champions and
other stakeholders to enhance program relevance and
effectiveness. This participatory approach has enabled
us to achieve 100% implementation of community
engagement and development programs across all our
operational sites, demonstrating our commitment to
creating meaningful impact and sustainable growth in
our host communities. (GRI 413-1)
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PT Austindo Nusantara Jaya Tbk.
Our businesses have always been designed to stimulate Recognizing the limited access to essential services in
economic growth in rural and impoverished areas across remote areas, we are dedicated to establishing a network
our operating region. To address this challenge, we have of seven main clinics and five minor support clinics. These
implemented comprehensive community empowerment facilities, managed by qualified medical professionals,
programs designed to equip local communities with including doctors, nurses and midwives, are integrated
essential tools, knowledge, and capabilities required into the National Health Insurance (Jaminan Kesehatan
for meaningful participation in the evolving financial Nasional/JKN) network and are equipped with blood lab
framework. Our initiatives focus on sustainable skill facilities. In alignment with our commitment to national
development and capacity building, enabling community healthcare initiatives, we actively support the Indonesian
members to actively engage in and benefit from Ministry of Health's GERMAS (Healthy Community
emerging economic opportunities aligns with key United Movement) program. This collaboration enhances our
Nations Sustainable Development Goals. Through these ability to deliver comprehensive healthcare services
targeted interventions, we foster an inclusive economic while contributing to broader public health objectives.
environment that enables local communities to prosper Through these strategic healthcare investments and
alongside our business operations. (GRI 203-2) partnerships, we ensure accessible, quality medical
care for our workforce and surrounding communities,
We achieve this by generating economic impact through addressing a critical need in remote operational areas
the involvement of local communities as contractors, where healthcare access has historically been limited.
local enterprises, suppliers, cooperatives, individuals, (GRI 203-2)
including the provision of goods and services to
our organization and employees. This approach is Recognizing the transformative potential of strategic
implemented through strategic sourcing practices that infrastructure investments, we have allocated resources
prioritize local suppliers and service providers. Along to enhance community accessibility and social
with our operations model, we create direct employment infrastructure. Our targeted interventions have focused
opportunities throughout our supply and distribution on critical infrastructure development, including the
chains, further enhancing local economic growth. construction of roads and bridges, worship facilities
Additionally, our Community Involvement Development and community centers. We also improved community
Program also focuses on increasing the empowerment access to clean water by installing water pumps, which
of local potential sectors such as agriculture, crafts and also benefit local hygiene and sanitation.
husbandry.
The social innovation programs demonstrate exemplary
Access to education is also a matter of concern, thus performance in Indonesia's PROPER award framework,
becoming a key focus for ANJ, as it is a fundamental showcasing initiatives that extend beyond standard
right of the people and a cornerstone for community environmental compliance requirements. This
development. ANJ has implemented a comprehensive commitment to excellence in sustainable practices and
educational support ecosystem well beyond our ESG community engagement is evidenced by significant
Ambition. We established various initiatives in this achievements across multiple subsidiaries. In 2024,
aspect, including the construction and maintenance we achieved an unprecedented milestone when all four
of educational facilities, the provision of educational of our subsidiaries, comprising of SMM, ANJA, KAL
materials and resources, and support for student and and ANJAS, received the prestigious Gold PROPER
teacher training programs. By investing in education, we award. This historic accomplishment establishes ANJ
aim to empower individuals and communities, enabling as a pioneer in Indonesia's palm oil industry, being the
them to break the cycle of poverty and contribute to first and only company to secure Gold PROPER across
overall socio-economic development. Through these multiple subsidiaries simultaneously. We have set a
efforts, we strive to make a meaningful contribution and high standard for the industry as being the only palm oil
lasting impact on the lives of those living in remote and company in Indonesia to have received such achievement.
underserved areas in proximity to our operations.
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Table 09. Significant Infrastructure and Services Investments (GRI 203-1)
Item Location Description Impact
Infrastructure
Road ANJA, ANJAS Road construction initiative in the Simangambat Enhancing accessibility, facilitating
Construction and Huristak Districts, specifically near Binanga. economic and education activities,
(Pro bono) This infrastructure project, which commenced in and benefiting local communities
2013 and continues to progress, encompasses the in the villages.
Road Repair development of 62 kilometers of lean concrete
(Commercial) roads with a total investment of IDR 8.61 billion.
In 2024, The strategic expansion of the
Simangambat-Bragas road corridor included a
15-kilometer extension, representing an investment
of IDR 765 million. Concurrent with this expansion,
we completed comprehensive rehabilitation works
on existing road networks in Simangambat and
Huristak Districts, encompassing 25 kilometers of
roadway with an investment of IDR 139 million.
Moreover, a new road improvement project at
SMPN 4 Angkola Selatan constructs 372 meters of
road infrastructure with an investment of IDR 36.8
million.
Construction ANJAS, PMP The construction of a robust 23-meter H-Beam The bridge serves as the main
of Bridge bridge, representing an investment of IDR access to facilitate the economic
(Commercial) 575 million through our subsidiary ANJAS in activities of the community, such
Pardomuan District. as transporting goods and services
or agricultural products to Padang
Moreover, ANJ in Papua has invested a total of IDR Sidempuan and ANJAS for palm
1.934 billion for the contruction and repair of a fruit delivery.
360-meter bridge in Benawa 1, from 2017 to 2024
Improved connectivity and access
to essential services for local
communities
Construction of ANJA The construction of an 80-meter retaining wall in Serves to protect and stabilize the
Retaining Wall. Simangambat Julu Village, Simangambat District. surrounding terrain, mitigating
(Pro bono) This critical infrastructure development represents potential environmental risks while
an investment of IDR 1.2 billion in 2024. safeguarding community assets.
Concrete ANJAS The casting of concrete roads in Janji Matogu 410 Improve access for local
Casting meters long with a total investment of IDR 1.75 communities and transport of
(Commercial) billion started in 2022 and continued throughout palm fruit to factories.
2024.
Establishment SMM Construction of the Air Ruak II Community Center Improving public facilities and
of Laman was carried out in 2024 with an investment value of providing venues for community
Satong Village IDR 148.5 million. activities
Office (in-kind)
Greenhouse Greenhouse building & Kelekak Café for Tani
and Kelekak Misella Group & Kelekak Farming Group with an
Café building investment value of IDR 20 million.
(in-kind)
The KAL Construction and maintenance of bridges and Improving access for local
building and roads, waterway access, and laterite roads with communities and avoiding flooding
maintenance of culverts of the Durian River, Kuala Satong Village,
bridges, roads, were carried out with a total investment of IDR
waterway 352.4 million
access and
laterite roads Also in 2024, repairs to Marsela Road and bridge
with culverts in Laman Satong Village, Kuala Tolak Village and
(Pro bono) Sungai Awan Kanan Village were undertaken with
an investment value of IDR 45.1 million.
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PT Austindo Nusantara Jaya Tbk.
Item Location Description Impact
Road PPM, PMP Laterization and road elevation in 2024 in PPM Improving access for people
Construction amounted to IDR 14 billion and PMP IDR 4.2 billion. and economic activity in the
(In-Kind) surrounding vicinity, which was
previously inaccessible.
Construction of PPM, PMP Procurement of clean water sources through the Providing clean water access to
Boreholes and construction of boreholes and wells for Kais Village communities to enhance sanitation
Wells and Suse Village, Kais District, each with 6 units, and hygiene
with a total investment of IDR 80 million.
Services
Early PMP In 2024, the PAUD Program in Sumano, Benawa Advancing educational accessibility
Childhood and Puragi Villages provided teacher training, and quality within our operational
Education curriculum development and learning support areas through comprehensive
(PAUD) activities with a total investment of IDR 164 million educational initiatives, expanding
community access to educational
opportunities, and implementing
targeted teacher development
programs.
Cooperative & PPM, PMP Since its initiation in 2019, this service has provided Improve the local economy. This
Convenience essential banking access to our stakeholders. The access to financial
Store program’s continued expansion is demonstrated services empowers people to
by PPM’s establishment of an additional branch improve the management of
store within the Housing Compound in 2023, further family finances. The convenience
enhancing financial service accessibility. store provides people with
necessities and is very helpful due
to the limited accessibility of the
plantation to outside shops.
Firefighting KAL, ANJAS, Smallholder farmer fire-fighting groups conduct a Local communities are actively
group SMM fire prevention and management initiative, including involved in fire prevention and
three groups in KAL with 45 members, one group in management.
ANJAS with 15 members and two groups in Nyuruk
and Jangkang villages comprising 20 members.
Health Clinics PMP, PPM Since 2016, Sumano, Benawa I has benefited from Provide health services to both
health services. employees and local communities
serving 6 villages.
PPM opened a Primary Clinic to provide diverse
healthcare services, including doctor consultations,
routine health examinations, essential treatments,
and preventive care programs.
Water Access ANJA In 2024, ANJA has provided clean water assistance Advancing health, quality of life,
Support throughout the year to 21 villages, with a total value and productivity while reducing the
of IDR 77.7 million. burden on residents in accessing
water.
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PROSPERITY
Committing to Transformative
Community Development (GRI 203-2)
Socio-economic empowerment
Our Belitung subsidiary, SMM, has been at the forefront The lais leaf handicraft program has been running since
of innovation in agriculture by initiating the ICONIC 2018 in collaboration with the Sahabat Lais Group. As
(Integration of Conservation Enterprises and Community) part of conservation efforts, SMM conducted lais leaf
empowerment program that utilizes conservation planting of 618 seedlings along the banks of the Aik
areas, integrating sustainable farming practices with Tedong River with the government, group members,
environmental conservation efforts. SMM engaged local and community representatives. In 2024, the group
groups in sustainable cultivation practices within the successfully sold 1,364 items, generating of IDR 43,5
Mata Air Nyato conservation area, focusing on Trigona million, including bags, mats, tote bags, wallets, hotel
honey, coffee, and handicrafts made from lais leaves. slippers, and other handmade products. These sales
By providing training, market access, facilities and strengthened the competitiveness of local products and
promoting conservation principles, SMM encourages positively influenced the community’s economy. Another
these groups to not only increase their income but also innovation introduced by the program is the reduction of
play an active role in maintaining ecological balance. synthetic dyes, replacing them with natural dyes derived
from turmeric, gambier and butterfly pea flowers.
SMM reactivated the Laskar Misella Group, by re-
engaging 11 members in Trigona honey cultivation. Trigona honey, coffee, and lais leaf handicrafts have
SMM introduced a new method using palm logs— been developed into flagship products that support the
leftover from SMM's replanting process—as a medium local economy while potentially attracting eco-tourism.
for expanding Trigona bee colonies. This method is To expand market reach, these products are promoted
more efficient compared to the previous practice of through exhibitions and e-commerce platforms.
using wood. The company also promotes environmental Additionally, this program has actively participated in
Trigona beekeeping techniques by introducing colony significant events in East Belitung and displaying their
propagation through grafting, using more flexible media products at the Muhibah Budaya Jalur Rempah (MBJR)
that do not rely on forest. event organized by the Ministry of Education, Culture,
Research, and Technology and the Business Media
In 2024, the Laskar Misella Group recorded a total Press Tour by BPDPKS. These events help introduce
income of over IDR 107 million. Additionally, the group conservation-based products and practices to a broader
has become a learning center for Trigona beekeeping, audience.
organizing nine training and introductory sessions
throughout the year for other groups, researchers, and An assessment of the ICONIC program revealed an SROI
university students. SMM also formulated a natural (Social Return on Investment) value of 2.49. This means
insecticide made from Trigona bee nests and designed that every IDR 1 invested generates a benefit or impact
Trigona honeybee hives using palm log-based technology. worth IDR 2.49. The program's effectiveness has shown
consistent growth from 2021 to 2024, driven by expanding
Beyond honey cultivation, SMM collaborated with the beneficiary participation and increased productivity
Kelekak Farmers Group to develop sustainable coffee across multiple initiatives: Trigona honey cultivation,
farming. We built a greenhouse focused on drying, coffee production, lais leaf handicrafts, and eco-tourism
seedling, and composting to improve the quality of activities in the Makam Balok Forest landscape.
coffee products. In addition, The Kelekak Farmers Group
has produced 2,700 kg of coffee beans, with 10 active "Gerbang Emas" program at SMM also has demonstrated
members participating in Jangkang Village. The farmers progress in edamame cultivation across East Belitung
have also received training on processing waste, such as since its establishment. In 2019, We have successfully
producing liquid organic fertilizer from husks, turning expanded our cultivation capacity through strategic
dry leaves into compost, and the process of coffee partnerships with local farming groups. The program has
residue. These skills are expected to improve the quality grown to encompass multiple farmer groups, including
and quantity of their products while expanding market Subur Jaya (0.15 hectares), Pelita Bumi Raya (0.10
opportunities for coffee sales. hectares), and Tuah Berkarya (0.06 hectares). In 2024,
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A group of women from Mandasip Village peeling freshly
harvested onions to make ready-to-sell fried onions as
part of the 'REGENERATION' project.
we further expanded our reach by integrating the Sadar This initiative collaborates with three newly formed
Wisata Desa Balok group, adding another 0.5 hectares to groups, Agrotani Mandasip Berdikari Group, Nusantara
our cultivation area. The production of this community Bumi Mandasip Group and Mandasip Mandiri Group.
reaches 2,567 kg of edamame. This program also ANJA provides training on developing combination
promotes environmental practices through innovative fertilizers made from Oryctes beetles (Rhinoceros
waste management, converting edamame stems and beetles), fish bone and slurry, which serve as substitutes
leaves into alternative cattle feed. for chemical fertilizers. ANJA also enhances capital and
land infrastructure by providing production facilities such
Located in North Sumatra, ANJA keeps progressing as jet pumps and sprinkler irrigation systems. One of the
with the “Tani Mandiri” program. This initiative has groups, Agrotani Mandasip Berdikari Group, successfully
been ongoing throughout 2024, benefiting an increasing implemented the Tani Mandiri farming concept in red
number of participants—from 26 to 40 individuals in onion cultivation, becoming a model farm and learning
Mandasip Village, North Padang Lawas Regency. As center recognized by the Mandasip Village Head.
a continuation of this program, ANJA launched a new
project called “REGENERATION” (Revitalizing Lives with An evaluation of this program using the Social Return on
Agrofishery and Energy Integration), aimed at enhancing Investment (SROI) method resulted in an SROI value of
food self-sufficiency through the cultivation of red onions 2.24, indicating that for every IDR 1 invested, the program
and Nile tilapia, processing red onions into fried onions, generated IDR 2.24 in empowerment benefits.
fish processing, and biogas production from cattle
manure. This program also emphasizes the transition to
clean energy based on a zero-waste concept.
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PROSPERITY
At ANJAS, the Territory (Water Harmony for Prosperity) One of the key initiatives within this program is pineapple
program was initiated to enhance community welfare farming, developed in collaboration between KAL and
through the sustainable use of natural resources. the Firefighting Group (KTPA) of Kuala Tolak Village. This
The program empowers Labalasiak Female Farmer initiative has transformed previously unproductive and
Group and Firefighting Group (KTPA) through various fire-prone land into a productive source of livelihood.
activities, including vegetable and fish farming, organic Utilizing 1.5 hectares of land, the group employs an
waste composting, and improved access to clean water. intercropping system, growing pineapple alongside
In addition to increasing household incomes, this cassava and soybeans. A total of 27 group members
program also focuses on sustainable water resource collaborated to process these agricultural products into
management, which contributes to reducing waterborne various value-added products.
diseases. According to assessments, the SROI value for
this program is 2.14, meaning that every IDR 1 invested During the initial product trials, pineapple is processed
yields IDR 2.14 demonstrating substantial positive impact into syrup, dodol, and jam, while cassava is processed into
on community well-being and empowerment program. chips, mocaf flour, and cookies. Soybeans are processed
into soymilk, soymilk powder, and soybean nuggets.
The Labalasiak Female Farmer Group agricultural These processed products have been registered under
products such as eggplant, cucumber, chili, long a Home Industry License. Every month, more than 40 kg
beans, and water spinach have been cultivated and of pineapples are processed into these various products.
marketed through the “Poken Market”, located within
the company’s area. This program has empowered 18 In 2024, the Firefighting group received a visit from the
female farmer members in Labalasiak and contributed Indonesian Palm Oil Association (GAPKI) as part of a
to local economic development. The Labalasiak Female comparative study tour. The visit aimed to enhance GAPKI
Farmer Groups receive training in farming techniques members’ understanding of the wildfire prevention
and compost production using household organic waste efforts undertaken by KAL and the local community,
and vegetable harvest residues. The company also particularly in high-risk areas like Kuala Tolak Village.
constructed a compost house to support the group in
producing organic fertilizer. These agricultural products KAL continues to demonstrate commitment to
help fulfill household food needs for both the local sustainable community development through active
community and company employees’ families. participation in the Desa Fokus (Focus Village) program, a
collaborative initiative with local government authorities
In 2024, in addition to conducting fire prevention patrols, and Non-Government Organization (NGO). Since its
45 members of the Firefighting Group (KTPA) received inception in 2020, this comprehensive development
assistance in fish farming, focusing on Nile tilapia, program has yielded measurable improvements in
common carp, and tilapia, utilizing natural water the Village Development Index scores across multiple
sources in Pardomuan Village. ANJAS provided technical communities, including Kuala Satong, Laman Satong,
training to the community, introducing innovative fish and Kuala Tolak, with notable advancements in social
feed alternatives using Stenochlaena and Lucilia sericata resilience and environmental sustainability metrics. The
larvae. Additionally, ANJAS implemented circular program's effectiveness was further strengthened in
economy principles by utilizing production waste to 2022 through a formal partnership agreement between
create an organic fish feed called "Paraupan Pakan Ketapang Regency, KAL, Mitra Pembangunan Ketapang
Prima", ensuring a more efficient and environmentally (MPK), and Tropenbos Indonesia.
friendly production cycle.
In 2024, we strengthened our multi-stakeholder
KAL has initiated the Fire Defense Hub program to collaboration framework to drive comprehensive
improve community well-being and wildfire prevention community development initiatives. This integrated
by enhancing individual capabilities in economic approach leverages the distinct expertise of each partner
development, education, fire prevention infrastructure, to create sustainable impact. Tropenbos has significantly
and biodiversity conservation. KAL strengthens local contributed to agricultural advancement through
resilience against wildfire threats by actively involving specialized “field schools”, delivering targeted technical
the community in mitigation efforts, reducing fire risks, training in rice and orange cultivation. This multi-
and reinforcing economic and social stability. A study stakeholder collaboration focuses on knowledge sharing,
revealed that this program has a Social Return on developing integrated village development models, and
Investment (SROI) value of 2.10, meaning that for every strengthening community economic resilience through
IDR 1 invested, the program generates IDR 2.10 in social enhanced cooperative systems and market access.
and economic benefits. The program exemplifies our commitment to fostering
sustainable community development through strategic
partnerships and locally adapted solutions.
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The Edamame Farming Group in Desa Laman Satong has partnerships with prominent educational institutions
achieved harvesting 1,263 kilograms of edamame from including SMKN 5 Jember, Jember State Polytechnic,
an 850-square-meter cultivation area. With stabilized and Jember University, facilitating valuable internship
cultivation processes and increasing market demand, opportunities. Through our innovative "Edamame
the group has established a competitive market position, Agriculture Goes to School" (Pak Tanie ke Sekolah)
selling their produce at IDR 30,000 per kilogram, program, we have extended agricultural education to
which contributes to income generation for community students at Madrasah Pondok Pesantren Ar Risalah
members. Complementing the edamame cultivation, in Ajung, fostering early exposure to sustainable
KAL has implemented an intercropping strategy with farming practices and cultivating the next generation of
corn production, yielding an additional 150 kilograms of agricultural practitioners.
harvest.
The "Warung Mama" initiative at ANJAP in Southwest
KAL innovative milkfish farming initiated integration Papua exemplifies a successful women's economic
of sustainable aquaculture with environmental empowerment program while promoting indigenous food
conservation through a Silvofishery system that combines sustainability in Saga Village, Metamani District, South
fish cultivation with mangrove preservation. In 2024, the Sorong Regency. The program provides comprehensive
program achieved a milestone with its inaugural harvest culinary training to local women ("mamas") in preparing
of 515 kilograms, managed by two farming groups and marketing sago-based dishes, strategically
comprising 18 members. The program's success has promoting this traditional food source as a versatile
inspired six additional independent farmers to adopt this and nutritious ingredient while creating economic
sustainable aquaculture model. Through collaboration opportunities. The initiative has expanded to include
with the Ketapang Regency Food Security and Fisheries agricultural development, incorporating traditional crop
Service, we provide technical training in pond preparation, cultivation such as cassava and chili peppers, alongside
water quality maintenance, seed management, and modern hydroponic techniques for sustainable year-
harvesting techniques, while empowering local round vegetable production. The program's success,
communities with skills in developing cost-effective demonstrated by strong patronage from both local
alternative feed solutions. While the program has community members and ANJAP employees, has led to
demonstrated considerable success, we continue to its replication at PPM operations. Additional economic
focus on improvement opportunities, particularly in opportunities have emerged through traditional Noken
optimizing milkfish fingerling management during the bag production, with products being sold through
critical first three weeks of cultivation, which we have local cooperatives and made-to-order arrangements.
identified as a key success factor. This comprehensive approach to women's economic
empowerment showcases the initiative's effectiveness
GMIT launched a circular economy initiative by in creating sustainable income streams while preserving
repurposing edamame plant residues into feed for cultural heritage across operational areas.
goats and sheep, in collaboration with livestock farming
associations in Jember. Currently, four livestock In 2024, we expanded our community economic
partners have utilized edamame residues as animal empowerment initiative in Southwest Papua through the
feed, while livestock waste is processed into organic continued implementation of the PEKA (Pemberdayaan
compost to fertilize on GMIT edamame planting areal. Ekonomi Karekano / Karekano Economic Empowerment)
This program not only helps reduce livestock feed costs program, building upon the success established in 2023.
for farmers but also creates a sustainable production Through this strategic initiative, PMP and PPM have
cycle. In 2024, program partners reported a 66.14% strengthened their engagement with local communities
reduction in livestock feed costs improving the efficiency in Kais, Ikana, and Puragi villages, transforming
and sustainability of their farming operations. subsistence-level harvesting of shrimp, fish, and
vegetables into sustainable commercial enterprises. The
Meanwhile, the "Kampung Edamame" (Edamame program has successfully integrated 73 local partners
Village) initiative continues to demonstrate in fostering as direct suppliers to meet our company's food supply
sustainable community development and women's requirements, creating a reliable market channel for
economic empowerment. The program has expanded their products while fulfilling our operational needs.
its impact, now engaging 15 women participants, This mutually beneficial arrangement has generated
an increase from the previous 13 members. These significant economic value for participating communities,
participants earn a substantial monthly income of IDR with total purchases amounting to IDR 234.7 million
4.5 million, representing 1.7 times the regional minimum from January to December 2024. Our active support
wage (UMK) of Jember, significantly contributing to and monitoring of the program through PMP and PPM
local economic resilience. The initiative has evolved ensure sustainable implementation while fostering local
into a comprehensive educational hub, establishing economic growth and community resilience.
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PROSPERITY
Teachers actively engaging with students
in 'Kelas Inspirasi'
Education Program
In recognition of the significant educational disparities We expanded our educational initiatives beyond
between rural and urban areas in Indonesia, we have Southwest Papua to other operational locations,
implemented comprehensive educational initiatives, including KAL and ANJAS, representing a strategic
aligning with our commitment to SDG 4 (Quality broadening of our educational development. Our
Education). We are committed to providing quality comprehensive educational framework focuses on
education access for employees' children through four critical pillars: providing basic infrastructure,
"Yayasan Perguruan Austindo Nusantara Jaya Agri”. implementing innovative teaching methods, enhancing
Currently, the foundation manages various levels of teacher competencies, and fostering students' character
education, including Kindergartens at ANJA, ANJAS, development. This expanded focus demonstrates our
and KAL operations, Elementary Schools at ANJA and commitment to providing inclusive, equitable and
ANJAS, and a Junior High School at ANJA. Our school has high-quality educational opportunities for children in
achieved prestigious 'A' accreditation, demonstrating remote communities where access to adequate learning
our compliance with highest academic standards. In facilities has historically been limited. Through this
areas where we do not directly manage educational comprehensive strategy, we continue to bridge the
facilities, we actively collaborate with stakeholders to educational gap and foster sustainable community
enhance the quality of local schools, ensuring that both development.
our employees' children and the broader community
have access to quality education. This comprehensive Since 2023, KAL has been implementing several
approach to educational development represents a education programs for students, including 'Kelas
significant indirect economic impact in our operational Inspirasi’, 'Kelas Bersinar' and ‘Kelas Menggapai
areas, contributing to long-term community development Bintang’ program. These programs were successfully
through improved access to quality education. executed in 2023 and have now been expanded in
2024. Initially, the programs targeted only upper-grade
students, but in 2024, they were extended to include
lower-grade students as beneficiaries.
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KAL also supported through innovative learning initiatives Our educational journey in Southwest Papua began in
that integrate sustainability, science, and digital literacy. 2018 through a partnership with the Alirena Foundation,
At SMPN 3 Matan Hilir Utara, we implemented the supporting Early Childhood Education (PAUD) programs
Sustainable Garden Education Program, fostering in Sumano and Benawa. Since assuming full operational
environmental awareness and sustainable agricultural responsibility in late 2022, we have significantly
knowledge among students. Complementing this expanded our educational footprint, extending services
effort, we established the Science and Literacy Class to elementary education and incorporating new
at SDN 08 Matan Hilir Utara to enhance students' communities in Puragi and Tawanggire. In 2023, we
scientific understanding and literacy capabilities. A enhanced our infrastructure commitment by constructing
significant milestone was achieved with the launch of and renovating early childhood facilities across Sumano,
our pilot E-Library Initiative at SDN 09 Matan Hilir Utara, Benawa, and Puragi, ensuring safe and conducive
supported by the donation of computer equipment to learning environments. Our PAUD teachers also provide
facilitate digital learning. Currently, the E-Library hosts crucial supplementary education in fundamental literacy
751 digital books, with an addition of 88 books in 2024, and numeracy skills for elementary students requiring
and has recorded 1,712 digital book accesses throughout additional support. The impact of these initiatives has
the year, reflecting substantial progress in technology been substantial, positively affecting over 300 students
adoption for educational purposes. The program's and demonstrating our commitment to fostering
effectiveness has garnered recognition from the Regional educational excellence in remote communities.
Education Supervisor, validating KAL's commitment
to advancing educational quality in the region through The Early Childhood Education (PAUD) program in
innovative, technology-enabled learning solutions. Southwest Papua initiated an exit strategy, focusing on
the transition of PAUD operations to local teachers. ANJ
Complementing our educational infrastructure had previously mentored local teachers to independently
initiatives, KAL has implemented a comprehensive run PAUD programs in Sumano and Benawa. Beyond
teacher development program aligned with Indonesia's the PAUD program, we also supported students at
"Merdeka Belajar" (Independent Learning) curriculum YPK Benawa 1 Private Elementary School and SMPN
framework. The program engaged 58 teachers in 1 Sumbe in South Sorong Regency in conducting the
intensive professional development sessions, focusing computer-based National Assessment (ANBK). A total
on creating and implementing effective learning modules of 18 ninth-grade junior high school students and 22
that embrace contemporary pedagogical approaches. fourth-grade elementary school students participated in
This initiative strengthens our educational support the assessment.
system by enhancing teaching methodologies and
ensuring educators are well equipped to deliver quality ANJA strengthened its educational support initiatives in
education that meets national curriculum standards North Padang Lawas Regency, North Sumatra Province,
while adapting to evolving educational needs. through a comprehensive scholarship and vocational
training program. In 2024, ANJA awarded university
At ANJAS, North Sumatra, the School Development scholarships to ten outstanding students from our
Program at SMPN 4 South Angkola continues to advance operational areas: three each from Huristak and East
educational accessibility and quality. With nearly 71.85% Holongan Districts, and four from Simangambat District.
of students being children of ANJAS employees, the Recipients were selected based on their academic
company has implemented comprehensive infrastructure performance, socio-economic aspect, and residence
and educational enhancements. In 2024, ANJAS within our operational areas. Complementing our
constructed a new 418-meter access road to the school, scholarship initiative, ANJA expanded its vocational
utilizing community-granted land to improve student education support by providing practical work experience
accessibility. The program encompasses infrastructure opportunities through structured internship programs.
development, including the provision of essential In partnership with SMKN 1 Simangambat and SMKN
classroom furniture and equipment, schoolyard leveling, 1 Huristak, we facilitated hands-on training in oil palm
creation of living fences, and improved sanitation cultivation techniques at ANJ Agri, with 52 vocational
facilities. By focusing on institutional strengthening high school students successfully completing their
alongside physical development, we create an integrated internships in 2024. This comprehensive educational
framework that ensures long-term educational quality support program demonstrates our commitment to
and community development in our operational areas. nurturing local talent and developing skilled professionals
while contributing to educational opportunities.
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FEATURE STORY
Rebuilding Sustainable Futures:
The ICONIC Program's Holistic Approach to
Development in East Belitung
Close-up view of a Trigona honey-producing beehive.
In the heart of Belitung Island, Indonesia, a Belitung, renowned for its natural wealth, faces
groundbreaking social innovation program is reshaping significant socioeconomic challenges. According to
the relationship between environmental conservation the 2020 Central Statistics Agency data, approximately
and community development. The Integration of 12,000 residents live in poverty, with many previously
Conservation Enterprises Community (ICONIC) program, engaging in environmentally destructive activities such
implemented by SMM, represents a comprehensive as illegal mining and slash-and-burn land clearing.
strategy for addressing interconnected challenges of Within this context, the ICONIC program emerges
economic vulnerability, environmental degradation and as a transformative initiative that reconnects local
cultural preservation. communities with their traditional ecological wisdom.
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PROSPERITY
Central to the program is the revival of "kelekak," a The program also embraces eco-tourism as a
traditional practice whose name derives from the Malay conservation strategy. The Balok Village Tourism
phrase "kelak kek ikak" meaning "later for you." this Awareness Group offers conservation-focused
ancestral approach involves communities in cultivating experiences in the Balok Cemetery Forest Landscape.
fruit trees into productive forests that can be economically Visitors can engage in hiking, culinary experiences,
utilized sustainably. By reintroducing this concept, SMM religious site visits and river explorations while
is not just implementing a program but rekindling a encountering unique local biodiversity, including rare
cultural approach to environmental stewardship. animals like tarsiers and endemic bird species.
The ICONIC program strategically integrates multiple Recognizing that long-term environmental sustainability
sustainable development strategies. In Jangkang requires education, SMM has established a Conservation
Village, the Kelekak farming group has revolutionized School program. This program educates children about
coffee production through advanced techniques like local flora and fauna, environmental protection practices
greenhouse drying and modern processing equipment. and hands-on conservation activities, aiming to cultivate
Their approach extends beyond mere production—every ecological awareness among younger generations.
part of the coffee plant is utilized. Dried coffee leaves
become compost, wet husks are transformed into The program's effectiveness is substantiated by a Social
kaskara tea ingredients and dry husks are converted into Return on Investment (SROI) analysis, which revealed
organic liquid fertilizer. a value of 2.49, indicating substantial environmental,
social and economic benefits. This metric underscores
Simultaneously, the program harnesses Belitung's the program's success in creating holistic, sustainable
unique ecological resources through trigona honey development.
production. The Misela group, collaborating with SMM,
has developed innovative bee cultivation methods using At its philosophical core, the ICONIC program embodies
recycled palm oil logs and jerry cans. They produce two a profound understanding that humans can utilize
distinct honey varieties: raw honey with a liquid texture natural resources without compromising ecological
and dehumidified honey with a thicker texture, each integrity. It demonstrates that economic development
offering different health benefits. and environmental conservation are not competing
objectives but complementary strategies for community
Cultural preservation meets economic opportunity advancement.
through the Sahabat Lais group's lais leaf crafts. By
creating intricate products like mats, bags and hats, they Through this multifaceted approach, SMM is not
have expanded market reach to major cities like Jakarta just implementing a program—it is reimagining
and Bali. Cultivation occurs near the Tedong River the relationship between community, economy and
Conservation area, ensuring sustainable raw material environment, offering a beacon of hope for sustainable
sourcing. development in East Belitung. The ICONIC program
serves as a compelling model that proves by respecting
traditional knowledge, embracing innovation and
prioritizing ecological balance, communities can create
pathways to prosperity that honor both human needs and
natural systems.
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PLANET 80 Addressing Climate Change: Impacts, Risks and Our Response 85 Green Metrics on Our Emission and Energy Consumption 96 Committing to Sustainable Practices in Waste Management 100 Committing to the Safeguarding of Forest and Biodiversity 124 Committing to Sustainable Water Practices 76 2024 Sustainability Report
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PLANET
Agribusiness operations can
substantially alter natural
landscapes, consume significant
quantities of natural resources
and emit high levels of greenhouse
gases. These factors result in
negative impacts on biodiversity
and the environment and can
threaten the stability of the earth’s
natural systems. To mitigate
these risks and reduce negative
effects while aiming for positive
outcomes, it is essential to adopt
best practices in environmental
protection and conservation and
agriculture.
One of our conservation areas that directly borders to
our oil palm plantation in Southwest Papua.
Our company is committed to conserving the environment,
especially in areas classified as High Carbon Stock (HCS)
and High Conservation Value (HCV), by implementing
sustainable practices. RSPO membership requires strict
adherence to the organization’s Principles and Criteria
(P&C, 2018) Indonesia National Interpretation were
released in 2020 and New Planting Procedures (NPP)
were updated in 2021.
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In our Company-wide Sustainability Policy, we have
established the following high-level commitments:
• Responsible development of new areas incorporating
an integrated landscape approach.
• Total protection and conservation of independently
identified High Conservation Value-High Carbon
Stock (HCV-HCS) forests.
• Zero land clearing for oil palm in independently
identified HCV and HCS areas, following RSPO
protocols. Development of identified HCS areas
pertaining to legacy cases will strictly follow RSPO’s
requirements.
• No new development in peat areas of any depth, and
conservation of peatlands/wetlands.
• Commitment to reducing greenhouse gas emissions.
• Zero Land Burning.
• Taking precautions when developing on fragile soils,
slopes and waterways (including river basins).
Our suppliers face similar risks and impacts on the
environment and biodiversity, so we expect the same
commitment from them. We engage extensively with
our suppliers and independent farmers, raising their
environmental awareness and providing them with the
necessary tools to meet our environmental standards
and commitments. Their performance reflects ours,
so we prioritize engagement to ensure sustainability
throughout our supply chain.
Three conservation employees
conducting regular biodiversity monitoring.
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PLANET
Addressing Climate Change:
Impacts, Risks and Our Response (GRI 201-2)
Acknowledging the profound and escalating impact of
climate change, we are committed to a path that not
only addresses the immediate effects on our workforce,
ecosystems, and communities but also fortifies our
business against future vulnerabilities. Embracing
business models that prioritize carbon emission
reduction is pivotal in our strategy, resonating with
our commitment to the global effort to mitigate global
warming.
Understanding Physical Risks
The advent of climate change introduces a spectrum of
physical risks to our agribusiness, underscored by an
increase in temperatures and the frequency of extreme
weather events. These variations significantly influence
Expansive palm oil plantation in our estate
our agricultural outputs and operational efficiencies. For in East Belitung.
instance:
1. Drought 3. Wildfires
Drought conditions significantly reduce water Wildfires have a profound and multifaceted economic
availability, affecting soil moisture levels, particularly impact on palm oil companies. They cause immediate
in sandy and marginal lands. This water deficit can financial losses by destroying large areas of plantations,
dry out peat, leading to subsidence and increased fire resulting in the loss of crops, infrastructure, and
risk. Young oil palms are highly vulnerable to water equipment. Our risk measurement resulted in the
stress, which can stunt their growth, while mature potential impacted area ranging from 280 to 570
palms may produce fewer fruits, and old palms may hectares, with a potential asset loss of USD 20,000/ha.
not survive prolonged droughts, resulting in lower The subsequent need for replanting and restoration
overall yields. The impact on oil palm productivity is requires significant investment in new seedlings,
delayed, taking months to years to fully manifest as larval mortality, reducing the weevil population and
palms recover from water stress. Different regions their pollination effectiveness or and other resources,
experience varying drought severity due to local with an additional capital expenditure of USD 5,500
climate and soil types, with sandy soils being more per hectare. In addition, the maturation of new palm
susceptible. Plantations on sandy soils, such as oil trees will take four to five years, thereby prolonging
those in Belitung Island, suffer more severe impacts. periods of reduced income for five years ranging from
As a group wide, prolonged drought could reduce USD 2.5 – 10.0 million with an opportunity loss ranging
production yields by 7% to 15%. from USD 0.3 to 1.3 million.
2. Heat Stress 4. Precipitation and Flooding
Prolonged high temperatures cause heat stress to High-intensity rainfall and frequent floods can
outdoor workers, reducing their productivity by 3%, disrupt road and bridge accessibility, hindering the
which may decrease the total Fresh Fruit Bunches harvesting process and transportation of Fresh Fruit
(FFB) harvested by up to 3% annually. Additionally, Bunches (FFB) to the mill. The company estimates
high temperatures significantly impact Elaeidobius that the flood-affected area could range from 700 to
kamerunicus (E.K.) weevils, the primary pollinators 2,300 hectares in ANJAS and 900 to 2,700 hectares
of palm oil trees. Extreme temperatures above in KAL during high precipitation. This led to lower
30º C can lead to lameness, resulting in a 5%-15% productivity and resulted in an opportunity loss
decrease in oil palm productivity. of USD 125,000 to 700,000 per year. Additionally,
repairing infrastructure damaged by flooding
requires an additional capital expenditure of USD
300,000 to 400,000.
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Our conservation area in Southwest Papua.
Navigating Regulatory and
Transitional Risks
The evolving regulatory landscape and consumer
expectations around carbon footprint and
sustainability practices spotlight the urgency
of transitioning towards more resilient and
adaptable business models. This encompasses:
1. Changing of Policy and Customer Behavior
Rising policy pressures across our
operational landscape, driven by robust
national and global policies such as carbon
pricing mechanisms and clean energy
subsidies, present both challenges and
opportunities. Specifically, the European
Union Deforestation Regulation (EUDR)
mandates increased due diligence and
supply chain transparency. Simultaneously,
consumer preferences are shifting
significantly towards sustainable products,
necessitating adaptations in our operational
practices to meet the growing demand for
environmental impact transparency and
traceability down to the plantation level.
2. Carbon Pricing Mechanism
Carbon pricing mechanisms, such as carbon
taxes and cap-and-trade systems, pose
significant risks to agribusiness companies
by increasing operational costs and altering
market dynamics. These mechanisms
aim to reduce greenhouse gas emissions
by assigning a cost to carbon emissions,
impacting energy-intensive processes like
fertilizer production, machinery use, and
transportation. Higher fuel and energy costs Moving Toward ESG Objectives through
can reduce profit margins, and compliance Strategic Assessment and Integration
with emission reduction targets may require (SEOJK16-E.3)
costly investments in sustainable practices.
Companies that fail to adapt may face Annually, we assess each risk and opportunity, integrating
reputational risks or lose market share to these insights into our business strategy to meet our ESG
competitors with lower carbon footprints. goals. The Board of Directors, led by our Chief Operating
The uncertainty of future carbon pricing Officer, oversees the mitigation of transitional risks,
policies and regulatory changes further acknowledging the financial stakes climate change poses. We
complicates long-term strategic planning proactively address these challenges through agribusiness
for agribusinesses. innovations and research, aiming for operational and economic
efficiencies.
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Our strategic endeavors in agribusiness innovation 3. Assisted Pollination
and research are pivotal in addressing climate change By bolstering the population of pollinators and
impacts and enhancing operational efficiency. We providing mechanical assistance in pollination
have established the following initiatives as methods processes, especially in areas with diminished
to mitigate the physical risks associated with our natural pollinator populations, we have successfully
operations: increased the weight of fruit bunches and enhanced
fruit set development. This initiative underscores our
1. Composting commitment to maintaining ecosystem balance and
Leveraging microbes to transform empty fruit improving production efficiency.
bunches into organic fertilizers, our composting
initiative necessitates an investment of USD 3.5 4. Wildfire Prevention
million for each operational site. This significant To safeguard our concessions from external
investment pays dividends by reducing the reliance wildfires, we have implemented fire prevention
on chemical fertilizers, enhancing soil moisture, and measures, including the construction of closed canal
revitalizing soil structure. Notably, in regions like systems and water reservoirs that act as protective
Belitung, this initiative has led to a notable increase barriers. Additionally, enhancing our rapid response
in yield for young mature palms and a reduction capabilities ensures we are well-prepared to address
in chemical fertilizer usage, effectively lowering potential wildfires swiftly, minimizing their impact on
greenhouse gas (GHG) emissions from fertilizer our operations and the surrounding environment.
application. (SEOJK16-F.5)
These initiatives are central to our strategic priorities and
2. Drip Fertigation operational ethos. As such, every investment undergoes
Implementing a small-scale pipeline network allows a thorough evaluation of its financial implications and
precise distribution of water and fertilizers directly a detailed life cycle cost-benefit analysis. This rigorous
to each palm tree. With an investment of USD 1,850 assessment process is embedded in our annual strategic
per hectare, this method substantially diminishes planning and budgeting activities, ensuring that our
operational expenses by over 55% and ensures commitments not only align with our sustainability goals
sustained crop growth, proving especially beneficial but also contribute to our long-term financial health and
during extended drought periods. operational efficiency. Through this approach, we aim to
optimize our resource allocation and enhance the overall
impact of our sustainability initiatives, reaffirming our
dedication to environmental stewardship and responsible
business practices.
A worker checking drip fertigation hose.
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In addition, to mitigate the environmental and health impacts of particulate matter (PM) emissions, which are
exacerbated by increasingly drier conditions linked to changing climate landscapes, the introduction of an Electrostatic
Precipitator (ESP) in our boiler systems is a proactive strategy. By installing ESPs, we aim to significantly reduce the
amount of particulate matter emitted during the combustion processes in our boilers.
This not only helps in complying with stricter environmental regulations but also plays a crucial role in safeguarding
the health of our workforce and the surrounding communities by ensuring cleaner air quality. Thus, the ESP serves as
a critical component in our efforts to adapt to and mitigate the effects of climate change on our operations.
Table 10: Climate-related Risks and Financial Implications due to Climate Change
(GRI 201-2, GRI 13.2.2)
Likelihood of
Climate- Type of Financial Management Occurrence
Timeframe Cost of Actions
related Risks Risks Implications Methods and Magnitude
of Impact
Heat Stress Physical 1 years Revenue loss: • Adequate • USD 1,000 per L : Medium
USD 7.5-20.5 shade house M : Medium
million per • Assisted • USD 400 – 500
year Pollination thousand per
• Hatch & Carry year
High Physical 1 year Revenue Loss: • Embankments • USD 1.5 L : High
precipitation USD 1.0-4.6 and river million for the M : Medium
and Flooding million per revitalization embankment
year • USD 550
thousand
for river
revitalization
per year
Wildfires Physical 5 years Asset loss: • Integrated fire USD 200 L : Medium
USD 5.5-11.5 management thousands per M : High
million system year
• Community-
Additional based forest
CAPEX: USD fire prevention
1.5-3.2 million • Hotspot
Revenue Loss: monitoring
USD 2.5 - 10.0 system
million per
year
Drought Physical 2 years Revenue Loss: • Composting • USD 3.5 L : High
USD 4.0-19.2 • Drip million per site M : High
million per Fertigation • USD 1,850 per
year hectare
Changing of Transition 1 year Revenue Loss: Traceability USD 500 L : Medium
Policy and USD 1.0-2.0 Program thousands per M : Medium
Customer million per year
Behavior year
Carbon Pricing Transition 1 year We are • Biogas plant • USD 5.0-6.0 L : Medium
Mechanism currently • Third party million per site M : Medium
unable to validation on • USD 150
calculate carbon stock thousands per
the impact year
until clear
regulations
on carbon
tax applied in
Indonesia.
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A collection of empty fruit bunches being processed
into organic fertilizer.
Strengthening Our Foundations for
Climate Resilience (SEOJK16-E.5)
Our strategy to effectively address climate change is Our fourth strategy involves adapting to and mitigating
built on five core approaches. Firstly, our goal is to climate impacts through investments in agronomic
significantly lower emissions from our operations by innovation, like composting and drip fertigation, which
the year 2030. This involves a targeted 30% reduction enhance our resilience to environmental challenges and
in intensity for Scope 1 and Scope 2 emissions, using support the sustainable growth of our business.
the 2015 baseline as a point of reference and is a direct
reflection of ANJ’s commitment to its ESG ambitions. This Finally, we are committed to and participate in governance
involves increasing our use of renewable energy sources, and transparency practices to report our sustainability
reducing reliance on fossil fuels, and transitioning from and climate change performance through platforms
inorganic to organic fertilizers. We also plan to implement such as CDP, S&P Global and SPOTT. Through engaging
methane capture activities to reduce emissions from our with the reporting process involved in these disclosure
palm oil mill effluents (POME). (SEOJK16-F.5, GRI 201-2) and transparency requirements, we are better equipped
to evaluate the efficacy of our sustainability governance
Secondly, we utilize Nature-Based Solutions (NBS), and programs and proactively implement any necessary
which leverage natural processes and features to address improvements.
socio-environmental issues by reducing greenhouse
gas emissions, mitigating climate change impacts, and We believe that we have a strong grasp of our climate risk
promoting sustainable development. Our agronomic and have shown that we implement various mitigation
practices and responsible development approach include and adaptation measures. In 2024, we conducted the first
protecting, restoring, and managing ecosystems through climate scenario analysis to assess potential climate-
conservation and biodiversity protection efforts. related risks and opportunities across our operations.
The analysis undertaken with support from a third-
Thirdly, ANJ emphasizes responsible practice throughout party expert, included both physical and transition risks
our value chain, ensuring that our suppliers, primarily scenarios.
smallholders, meet our strict sustainability standards.
We offer programs to enhance their skills and capacity,
and to support them in achieving RSPO and ISPO
certification.
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Green Metrics on Our Emission
and Energy Consumption
In our business sector, greenhouse gas emissions
primarily arise from management practices on our
plantations, extraction and processing operations in our
mills or factories, and land use preparation. Additionally,
we rely on electricity from the national grid, which is
predominantly generated using fossil fuels. Moreover,
we indirectly contribute to greenhouse gas emissions
through the operations of our supplier plantations, the
travel of our staff and the transportation of raw materials,
fertilizers and agricultural products. (GRI 302-2, 305-3)
Conversely, our operations offer the potential for
reductions in global emissions. Through our conservation
and reforestation initiatives, we enhance carbon
sequestration in our regions. Our oil palms also play a
vital role in absorbing and storing a considerable volume
of greenhouse gases. Moreover, the methane released
from our palm oil mill effluents (POME), a byproduct of
our palm oil extraction processes, can be harnessed to
produce renewable energy through biogas generation.
Embedded within our Sustainability and Environmental
Policies is a commitment to minimize emissions
and energy consumption. This commitment involves
enhancing the efficiency of fertilizer use and shifting
towards organic alternatives, expanding our reliance on
renewable energy sources, decreasing our dependency
on fossil fuels, and capturing methane emissions from
palm oil mill effluents (POME) to be repurposed as
biofuel.
POME pond in our Biogas Plant
in East Belitung.
GHG Emissions Performance
(POJK51-B.2.b, POJK51-F.11)
Our Greenhouse Gas (GHG) emissions are calculated Our emissions calculations are categorized into three
from entities under operational control, including palm scopes. Scope 1 encompasses two primary activities:
oil subsidiaries (ANJA, ANJAS, SMM, KAL, PMP, PPM, in the plantation sector, it primarily involves peatland
GSB), sago company (ANJAP), and edamame company oxidation, land conversion, and fertilization; in the mill
(GMIT), as well as offices in Jakarta, Medan, and sector, it predominantly pertains to methane emissions
Sorong. To prevent the occurrence of double counting, from Palm Oil Mill Effluent (POME). The use of diesel
emissions from the renewable energy sector (AANE) fuel in stationary equipment and combustion processes
are excluded, as they have already been accounted is considered in both the plantation and the mill. Scope
for in SMM's emissions assessment. The emissions 2 encompasses the electricity that is procured by us.
of carbon dioxide (CO2), methane (CH4), and nitrous Scope 3 primarily pertains to the Fresh Fruit Bunches
oxide (N2O) have been converted to CO2 equivalents, (FFB) acquired from third-party suppliers, encompassing
which enables us to conduct a comprehensive and downstream distribution and transportation.
comprehensive evaluation of the emissions caused.
(GRI 305-1, GRI 305-2, GRI 305-3, GRI 305-4, GRI 305-5).
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Our assessment does not encompass ozone-depleting In 2023, we initiated a comprehensive project to
substances (ODS) such as chlorofluorocarbons inventory Scope 3 emissions throughout our supply
(CFCs) and hydro chlorofluorocarbons (HCFCs), which chain, supported by an independent third-party
contribute to global warming and impair the ozone assessor. This project represents a strategic initiative
layer. Our vegetable storage facility, which commenced aimed at enhancing transparency and accuracy in
operations in 2021, adheres to Indonesian regulations. emissions reporting. In 2024, we reported nine Scope 3
The regulation is designed to eliminate products that categories: purchases of goods and services, purchases
generate ODS by prohibiting the use of HCFCs and of capital goods, upstream fuel and energy emissions,
guaranteeing that the finished products are ODS-free. transportation and distribution (both upstream and
(GRI 305-6) downstream), waste, business travel, and processing of
products sold. The reporting of these categories seeks to
Our methodology for quantifying Greenhouse Gas offer a comprehensive assessment of the environmental
(GHG) emissions utilizes the RSPO PalmGHG calculator impact of our operations and to implement necessary
version 4, a GHG Protocol-compliant approach employed measures for emission reduction. (GRI 305-3)
by RSPO member palm oil enterprises. We oversee
the consumption of fuel, energy, and fertilizers, and In 2024, total company-wide Greenhouse Gas (GHG)
quantify emissions from all our operations and facilities. emissions decreased by 35,294 tons CO2eq, representing
Nonetheless, pesticide emissions are excluded from the a reduction of 2% across all sectors. Notably, the Palm
PalmGHG calculation. (GRI 305-1, GRI 305-2, GRI 305-3) Oil sector experienced a specific decrease of 39,034 tons
CO2eq, or 2%, compared to 2023. Consequently, GHG
We utilize the PalmGHG calculator to calculate emissions emissions were further increased, achieving a Scope 1
from Land Use Change (LUC) using land conversion and 2 emissions intensity of 1.77 tons CO2eq per ton of
activity data. We picked 2015 as the baseline year to CPO produced, from 1.33 in 2023 and 8.16 in the base
track our progress, as that was the first year we used the year. (GRI 305-5)
PalmGHG calculator. Furthermore, the data generated
from the PalmGHG calculator is adjusted to meet the The methodology for collecting Greenhouse Gas (GHG)
Corporate Standard as specified by the GHG Protocol emissions data employs a comprehensive approach to
Corporate Standard, allowing us to accurately report our ensure both accuracy and efficiency. Daily and monthly
Group's total emissions. data on fuel, energy, and fertilizer usage are recorded
systematically. The recording process serves as the
These metrics are routinely evaluated by an independent foundation for emission monitoring. Furthermore, we
entity to verify our adherence to RSPO requirement, in conduct monthly reports to monitor trends and identify
addition to the International Sustainability & Carbon deviations from established benchmarks.
Certification (ISCC) for SMM. Energy use of the National
Grid is based on assumptions derived from data An Enterprise Resource Planning (ERP) system is
provided by the International Energy Agency (IEA), which utilized for efficient data management. In the absence
considers the emission factor of energy usage through of ERP, manual forms are utilized to maintain continuity
the Indonesian National Grid as comparable. (GRI 305-2) in data management. Periodic data analysis offers
By utilizing these assumptions, we can comprehend the comprehensive insights into GHG emission management
environmental consequences of electricity consumption practices, facilitating informed decision-making and the
and implement the necessary measures to enhance optimization of sustainability strategies.
energy sustainability and decrease carbon emissions.
We utilize asset value as the foundation for managing
According to the GHG Protocol Corporate Standard, emission data to ascertain emission intensity,
emissions of CO2 from biomass combustion are not acknowledging that our products possess investment
mandated to be incorporated within Scope 1 and value that may not achieve optimal production levels.
may be reported independently. At ANJ, our biogenic This approach facilitates an understanding of the
emissions are exclusively derived from palm kernel environmental impact of operations, enabling the
shells and palm fiber. Consequently, our internal implementation of measures to reduce emissions and
calculations indicate that these amounts are negligible enhance sustainability. (GRI 305-4, GRI 305-5)
(GRI 305-1, GRI 305-2, GRI 305-3).
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Table 11. GHG Emissions and Intensity Ratio, ANJ Group (GRI 305-1, GRI 305-2, GRI 305-4)
Items Unit 2024 2023 2022 Base Year
GHG Emission
Scope 1
ANJ Group Ton CO2 eq 324,310 305,700 307,873 1,394,534
Palm Oil Unit Ton CO2 eq 299,253 268,620 245,846 1,394,534
Scope 2
ANJ Group Ton CO2 eq 7,790 6,119 4,340 1,876
Palm Oil Unit Ton CO2 eq 4,940 4,753 2,384 1,876
Scope 3
ANJ Group Ton CO2 eq 1,246,457 1,302,032 1,292,985 N/D
Palm Oil Unit Ton CO2 eq 1,224,104 1,293,958 1,293,516 N/D
Total GHG Emissions
ANJ Group Ton CO2 eq 1,578,557 1,613,851 1,605,199 1,396,411
Palm Oil Unit Ton CO2 eq 1,528,297 1,567,331 1,541,747 1,396,411
Sinks and Credits
Selling shell Ton CO2 eq (53,165) (29,165) (35,974) N/D
Excess electricity Ton CO2 eq (11,672) (13,873) (20,730) N/D
Net GHG Emissions
ANJ Group Ton CO2 eq 1,513,721 1,570,813 1,548,494 1,396,411
Palm Oil Unit Ton CO2 eq 1,463,461 1,524,294 1,485,042 1,396,411
Table 12. GHG Emissions Intensity Ratio (Scope 1 & 2)
GHG Emissions Intensity (Scope 1&2)
Unit 2024 2023 2022 Base Year
ANJ Group
Ton CO2 eq/ million USD 579.37 536.99 550.97 2,968.31
(including sequestration)
Palm Oil Unit
Ton CO2 eq/ Ton CPO Produced 1.77 1.33 1.34 8.16
(including sequestration)
Palm Oil Unit
Ton CO2 eq/ Ton CPO Produced 8.96 7.29 7.99 8.49
(without sequestration)
Table 13. Net GHG Emissions Intensity
Net GHG Emissions Intensity
Unit 2024 2023 2022 Base Year
ANJ Group Ton CO2 eq/ million USD 2,640.81 2,705.15 2,732.65 2,968.31
Palm Oil Unit Ton CO2 eq/ Ton CPO Produced 5.96 5.37 5.39 7.24
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Emissions Reduction Initiatives inaugural year of operation. This year, our renewable
(POJK51-B.2.b, POJK51-F.12) energy portfolio rose to 40%, moving closer to the
2025 target of 60%.
ANJ is committed to environmental stewardship
and sustainability, and we are delighted to announce • Natural Pest Management:
the substantial progress we have made in reducing We are dedicated to minimizing the utilization of
emissions throughout our operations. chemicals in the control of pests and diseases. As
part of our Integrated Pest Management Program,
Our primary objective in our endeavors to reduce our Research & Development Department has
greenhouse gas emissions is to reduce emissions from investigated the potential of biological pesticides,
energy consumption, industrial processes, and land including the bacteria Bacillus thuringiensis and
use. Additionally, our dedication to forest conservation the fungus Metarrhizium anisopliae, to regulate
and zero deforestation has resulted in a decrease in the proliferation of Walker bagworms or Metisa
emissions from land use change and an increase in the plana, as well as biological predators, such as barn
carbon capture capacity of our conserved forests. owls (Tyto alba), to manage rodent populations.
Through the implementation of these biological
Scope 1 was the primary area in which emissions controls, we can reduce our dependence on chemical
were reduced this year, as a result of a decrease in the pesticides, which can have detrimental effects on
consumption of diesel fuel. (GRI 305-5): the environment and exacerbate climate change.
This approach contributes to the preservation of
• Methane Capture from Palm Oil Mill Effluents the ecosystem's equilibrium and the reduction of
(POME): our dependence on chemical pesticides, which is
We acknowledge our essential role in addressing consistent with our objective to enhance ecological
climate change by prioritizing the reduction of health and biodiversity. (GRI 13-6-1)
emissions from Palm Oil Mill Effluent. The methane
capture initiative exemplifies this commitment. • Composting to Enhance Soil Health:
Capturing methane, a greenhouse gas with a potency The process of composting transforms palm fruit
exceeding that of CO2, prevents its atmospheric waste from our milling operations, which is referred
release and significantly contributes to global climate to as Empty Fruit Bunches (EFB), into organic
change mitigation efforts. The flaring method utilized fertilizer. This fertilizer can be used as a substitute
involves passing gas produced from POME through for inorganic fertilizers and results in reduced
a Gas Scrubber, which filters out unnecessary greenhouse gas emissions. Fertigation, which entails
gases not required as generator fuel. The screening the application of precise quantities of fertilizer
process yields two outcomes: (a) a portion of the gas through a trickle irrigation system, is significantly
is captured by water and recirculated to the tailings more efficient and can decrease the total amount
pond, and (b) the residual gases are retained in the of fertilizer consumed. Our objective is for each
screen, resulting in a powder-like material that is plantation to possess its own compost processing
periodically washed and discharged into the tailings facility by 2030. Currently, composting plants are
pond. In the absence of a gas storage facility, surplus in operation at three of our plantations: ANJAS in
production leads to the flaring of excess gas. This North Sumatra, SMM in Belitung, and KAL in West
guarantees the complete combustion of all gas types, Kalimantan. The total production capacity of these
thus averting the release of greenhouse gas (GHG) plants is 149,520 tons of compost by 2024.
emissions into the atmosphere. Flaring is activated
solely when production surpasses immediate • Installation of the Electrostatic Precipitator at KAL
consumption needs. and PMP:
By installing electrostatic precipitators, we have
• Harnessing Renewable Energy with Solar Cell implemented substantial environmental protection
Integration and Biogas Power Plants: measures. These devices are essential for the
In our pursuit of sustainability, we employ renewable filtering of particulates or debris from the factory's
energy sources to enhance our operations through exhaust gases and are installed in the smokestacks.
solar cell integration and biogas power plants. The By capturing a substantial quantity of particles prior to
strategy involves constructing biogas power plants their discharge, electrostatic precipitators guarantee
at selected factories that utilize biomass for energy that emissions released into the atmosphere are
generation. This initiative reduces dependence on significantly cleaner.
fossil fuels and enhances overall greenhouse gas
emission reduction performance. The installation Our dedication to responsible business practices is
of solar panels at GMIT achieved a 19% decrease in evidenced by our multifaceted approach to emission
greenhouse gas emissions from the factory during its reduction.
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Two AANE staff discussing in front of the biogas dome.
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Our palm oil mill in East Belitung.
Air Pollution and Particulate Matter
Nitrogen oxides (NOx), sulfur oxides (SOx), and particulate particulate matter, which can harm respiratory health.
matter are present in the dust and smoke emanating from The installation of an Electrostatic Precipitator (ESP) can
our furnaces and mills. In order to mitigate air pollution, reduce particulate matter levels by approximately 40 to
we have implemented an electrostatic precipitator (ESP) 70%. In accordance with regulatory standards, our EHS
at our facilities in KAL and PMP. The ESP is engineered department submits reports of NOx, SOx, and particulate
to efficiently eliminate minute particles from our mill matter emissions to the local Environmental Agency. Every
emissions without the necessity of a filter by utilizing six months, we conduct NOx and SOx measurements in
the force of an induced electrostatic charge. This factories using laboratory measurement by third party.
reduces the pollution caused by particulate matter. The Direct particulate counts are measured in the chimneys
implementation of the ESP is not only advantageous for of the electrical generator and furnace at the source.
the mills, but it also protects those who are exposed to (GRI 305-7)
Table 14. Nitrogen Oxides, Sulfur Oxides, and Other Significant Air Emissions (GRI 305-7)
Emissions Unit 2024 2023 2022
NOx Kg 463,353 430,664 455,107
SOx Kg 79,806 47,010 217,299
Particulate Matter Kg 167,680 172,384 232,945
Notes:
1. These emissions cover mills at SMM, ANJAS, ANJA, KAL, and PMP only
2. Calculations are made based on site-specific data
3. Amounts are in Kg per year, calculated by multiplying the amount of NOx, SOx, and PM measured in mg per m3 of air emitted in our mill chimneys, with the flow rate of air in
m3/second, and the total operating hours of the mill in the year.
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Energy Consumption (POJK51-B.2.a)
Table 15. Total Energy Consumption (POJK51-F.6, POJK51-F.7, GRI 302-1)
Renewables (in GJ) Non-renewables (in GJ)
Electricity
Purchased Total energy
Sold to
Year Gasoline, electricity (in consumption
Solar National Grid
Biogas Biomass Total Pertalite, Diesel Total GJ) (in GJ)
Power (in GJ)
Kerosene
ANJ Group, including Palm Oil
2024 3,105 94,349 1,466 98,920 6,471 146,761 153,232 29,078 35,551 245,679
2023 3,606 117,665 503 121,774 9,368 162,315 171,683 29,830 36,790 286,497
2022 3,521 118,842 8 122,370 6,186 206,899 213,085 22,831 35,638 322,648
Palm Oil Unit
2024 3,105 94,349 0 97,454 5,088 119,798 124,886 15,263 35,551 202,052
2023 3,606 117,665 0 121,271 7,200 126,721 133,920 20,476 36,790 238,877
2022 3,521 118,842 8 122,370 5,680 129,049 134,729 9,163 35,638 230,625
Notes:
1. Biogas, biomass, and electricity consumption are measured in kWh, the conversion factor is 1 Kwh = 3.6 MJ (WRI, 1987)
2. Solar power use is estimated based on a 10 hour/day usage of 9W light bulbs, for 30 days/month, measured in kWh. The conversion factor is 1 kWh = 3.6 MJ (WRI, 1987)
3. Diesel consumption is measured in liters, the conversion factor is 1 liter = 0.036 GJ (IPCC, 2006)
4. Kerosene consumption is measured in liters, the conversion factor is 1 liter = 0.03768 GJ (Statistic Canada, 2005)
5. Gasoline consumption is measured in liters, the conversion factor is 1 liter = 0.03466 GJ (Statistic Canada, 2005)
6. Pertalite consumption is measured in liters, the conversion factor is 1 liter = 0.03276 GJ (deepresource.wordpress.com, 2012; WRI, 1987)
Energy consumption within the organization
(GRI 302-1)
ANJ employs a variety of energy sources to facilitate its
operational activities, including renewable and non-renewable
energy. The energy consumption from renewable sources in
the 2024 reporting year was 98,920 GJ, which represents an
18.8% decrease from the consumption of 121,774 GJ in the
previous year. The consumption of energy from non-renewable
sources decreased by 11% to 153,232 GJ from 171,683 GJ in
the previous year.
The El Nino phenomenon and high rainfall induced a decrease
in production, which in turn substantially exacerbated the
intensity of pest and disease attacks on plants, resulting in a
decrease in energy consumption. The harvest's productivity is
not the only factor that is impacted by climate change; it also
reduces the overall energy consumption necessary for the
operational process.
Our energy data gathering approach involves daily and/or
monthly recording using SAP ERP software or manual forms (if
SAP ERP is not available). All consolidated data is reported on
a regular basis in order to monitor trends and conduct periodic
analyses. This approach assures accuracy, efficiency, and
informed decision-making while also optimizing sustainable
energy management strategies.
An AANE staff member ensuring the biogas-generated
electricity is properly distributed.
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Energy consumption outside the organization (GRI 302-2)
In 2024, in accordance with the Greenhouse Gas (GHG) Protocol's Corporate Value Chain Accounting and Reporting
Standard (Scope 3), we recognized relevant energy usage outside the company, particularly in the upstream category
of business air travel.
However, we have been unable to report the use of fuel (BBM) for suppliers. This is because the contract or collaboration
agreement does not include a condition for recording the use of BBM.
The following is information on energy consumption from business trip activity data by aircraft, which has been
consolidated and computed using the ICAO (International Civil Aviation Organization) calculator. (GRI 302-4)
Table 16. Total Energy Consumption from Business Travel (GRI 302-2)
Total Distance Total Fuel Energy Total
Year Total Trip
(in Km) (in Litre) (in GJ)
ANJ Group
2024 2,431 2,362,493 14,518,081 1,912,908
Notes:
1. Convert kg to liters: https://iataops.com/conversion/
2. Convert liters to gigajoules: https://hextobinary.com/unit/energy/
Renewable Energy
(POJK51-F.5, POJK51-F.7)
We utilize renewable energy sources such as biogas, biomass,
and solar power. At present, our utilization of renewable
energy has achieved 40% of our overall energy consumption,
predominantly driven by biomass, specifically palm shells and
fibers. Biomass serves as fuel for turbines in our palm oil mills,
leading to a consistent rise in the use of renewable energy.
(GRI 302-3)
Alongside the use of palm shells and fibers, there is also
potential for methane capture, presenting an opportunity
to enhance our operations. This action has the potential to
enhance the share of renewable energy within the energy
portfolio, simultaneously contributing to a reduction in
emissions. Since 2013, we have been operating a methane
capture project in our SMM plantation, utilizing palm oil mill
effluent (POME) to generate electricity from biogas, which is
subsequently sold to PLN as a renewable energy source. We
are dedicated to enhancing our renewable energy utilization
through the planning of biogas projects across all our palm
oil mills, in addition to constructing more methane capture
facilities and developing a BioCBG plant in ANJA. (GRI 302-3)
In 2023, we constructed a rooftop solar panel system at GMIT,
marking a significant advancement in ANJ's dedication to
fostering the adoption of sustainable energy solutions within
our operations. The annual capacity of this rooftop solar
panel is 356,948 kWh. This initiative demonstrates ANJ's
commitment to sustainability and serves as a benchmark for
others within our industry. (GRI 302-3)
Top view of the POME pond and AANE biogas dome.
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Energy Intensity by Total Asset (POJK51-F.6, GRI 302-3)
The intensity of energy resource utilization varies as a consequence of the diverse products that ANJ produces. The
energy required to produce various products varies, which is indicative of the differences in production processes and
the utilization of technology. Consequently, the nature of the product produced can considerably influence the intensity
of energy utilization. The denominator of our energy intensity calculation is the asset value. According to the audited
consolidated financial statements, ANJ-Group has recorded total assets of 573 million USD. Based on this valuation,
the company's energy intensity ratio has been determined to be 429 GJ/million USD.
TOTAL ENERGY CONSUMPTION (In GJ) ENERGY INTENSITY (In GJ/ Million)
2024 245,679 2024 429
2023 286,497 2023 493
2022 322,648 2022 569
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Energy Efficiency Initiatives (POJK51-F.7) the production machinery and vehicles that we employ.
The objective of this procedure is to guarantee that all
The primary objective of our energy efficiency vehicles and equipment are operating at their peak
initiatives is to decrease energy consumption and efficiency, thereby enhancing fuel efficiency. Preventive
expenditures. The greatest savings are achieved by maintenance practices are implemented, deteriorated
utilizing the additional energy generated by biomass- or damaged components are replaced, and routine
powered turbines, which are used to power a variety inspections are conducted. By doing so, we can ensure
of facilities, including housing, places of worship, that our operations are sustainable and efficient, while
and other plantation facilities. Additionally, we have simultaneously minimizing petroleum consumption and
implemented a solar cell installation program and reducing emissions. Energy reductions that are directly
employ energy-efficient light fixtures. Furthermore, we associated with production amount to 56,423.57 GJ by
conduct routine and comprehensive maintenance on 2024. (GRI 302-4, GRI 302-5)
Table 17. Energy Reduction (GRI 302-4)
Type of Energy 2024 2023 2022
No Program
Reduced
(GJ) (GJ) (GJ)
1 Using biomass turbines for non-processing energy Diesel fuel 41,328.02 38,524.16 12,484.10
2 R2G (Rotary Removal Grit) Electrical 4,013.47 3,334.32 580.50
3 Deactivation of the pump in Pond 5 in the waste area Electrical 1,042.70 1,277.04 449.30
4 Reducing power of LTDS 2 Fan Electrical 3,464.86 5,804.76 404.00
Optimization of High-Speed Separator Pumps for
5 Electrical 506.16 494.73 373.40
mud processing
6 FFB grading conveyor Electrical 1,743.24 - 191.20
Modification of unconventional tin pump system from
7 Diesel fuel 440.23 19.01 155.70
diesel to electric
8 Optimization of the electromotor oil pump Electrical 363.67 240.82 114.60
9 Modification of machines from diesel to electric Diesel fuel 357.04 258.44 46.10
10 Teleconferencing Diesel fuel 66.29 98.02 42.70
Operational transport restrictions for guest and staff
11 Diesel fuel 23.21 65.88 38.20
pickup Service
12 SCADA for Automatization Electrical 33.01 37.03 36.90
13 Switch to energy-saving light bulbs and AC Electrical 125.82 256.62 35.40
14 AutoMix Treatment Electrical 12.37 15.49 15.60
Installation of automatic switches (Legrand Timer,
15 Electrical 2,400.47 79.39 6.30
Photocell)
16 Solar cells Electrical 12.41 10.26 0.90
TOTAL REDUCTION OF ENERGY CONSUMPTION 56,423.57 50,515.98 14,974.90
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Committing to Sustainable Practices in Waste
Management
Flowchart. Waste Generation and Significant Waste Related Impact (GRI 306-1)
PALM OIL PLANTATION
Upstream Own Activity Downstream
Hazardous and Hazardous and
Fertilizer Toxic Waste
Fertilization Toxic Waste
Sacks Collector
306-3
306-5-c
Planting Upkeep Non-Hazardous and Non-Hazardous
Oil in
Toxic Waste and Toxic
the drum
306-3 Waste Collector
(Non Organic)
306-5-c
Nursery Harvesting
Chemical
Reuse
packaging Recycle
Fertilizer sacks
306-4-a
306-1 306-4-d-1
Polybed Recycle Scraps,
Polybed, Plastics
306-4-d-1
CIRCULAR ECONOMY
Iron
PHASE
Plastic/
Non- Hazardous Product 1 Fresh
and Toxic Waste Fruit Bunch
Packaging
Recycle Kernel shells, Recycle Scraps,
306-1 Fiber, EFB, Paper Composts, Plastics
306-4-d-1 306-4-d-1
Processing Recycle
(Palm Oil Mill) 306-4-a
Non-Hazardous and
306-1 Toxic Waste
306-3-a Non-Hazardous
and Toxic Waste
Collector
(Non Organic)
CIRCULAR ECONOMY 306-5-c
Hazardous and Hazardous and
Toxic Waste Toxic Waste
Collector
306-3-a 306-5-b
Product 2 CPO
306-1
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Our Waste Management Approach
(POJK51-B.2.c, POJK51-F.14)
Our organization has implemented comprehensive As a key component of our waste management strategy,
Reduce, Reuse, Recycle (3R) initiatives as a cornerstone we have implemented an innovative recycling system
of our Sustainability and Environmental Policies. known as a "waste bank" (bank sampah in Bahasa
Each operational subsidiary maintains dedicated Indonesia). This system applies traditional banking
waste management protocols aligned with these principles to waste management, whereby participants
corporate directives. The primary objective of our waste systematically collect, segregate and deposit
management strategy is threefold: to reduce solid waste recyclable materials. Each deposit is professionally
generation from non-production activities, to maximize weighed, valuated and recorded in the participant's
waste recovery through reuse and recycling programs, dedicated account, with accumulated value available
and to eliminate non-compliant waste disposal practices for withdrawal following standard banking procedures.
including unregulated landfilling and incineration. Within our corporate framework, employees serve as
We have established quantifiable targets within a five- the primary waste contributors to this system. The
year strategic framework to achieve these objectives. collected materials follow two distinct pathways: the
Our ultimate goal is to achieve full implementation majority is sold to qualified third-party processors who
of 3R programs across all company estates, thereby convert it into recycled raw materials, while selected
eliminating the need for landfill disposal. waste streams are processed through our internal
recycling facilities.
Our overall approach and circularity measures
encompass the following initiatives:
• Shells and fibers from our palm oil and sago crops
are repurposed as biofuel for our boilers, replacing
diesel fuel as part of our waste-to-energy initiative.
• Palm oil empty fruit bunches are composted to
create organic fertilizers, which we use on our land
as a sustainable alternative to inorganic fertilizers
that emit greenhouse gases.
• Domestic waste is fermented to produce eco-
enzymes, which we utilize as detergent. In this
reporting period, we have successfully piloted the
use of eco-enzymes as organic pesticides.
• We implement 3R initiatives to reduce our non-
processing waste, including eliminating plastic
bottled water and supporting environmentally
friendly packaging, as well as applying the Extended
Producers Responsibility (EPR) principles.
• We have implemented comprehensive initiatives to
mitigate food loss and optimize production within
our ready-to-eat product segment. PT GMIT, our
dedicated edamame business, has successfully
reduced food loss by a significant percentage annually
through sophisticated improvements in agricultural
techniques, methodological refinements, and
advanced production machinery.
• We also conduct activities to raise awareness about
3R among employees, suppliers, and contractors,
and reward their efforts and initiatives in this area.
(GRI 306-2)
The process of converting empty fruit bunch waste
into organic fertilizer.
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Table 18. Our 3R Initiatives (GRI 306-2)
No. Impact Initiatives
1 Reduce the use of diesel, • Palm fiber and kernel shells generated from CPO processing are used as boiler fuel to
inorganic fertilizers, paper, reduce diesel fuel consumption and waste.
plastic, and organic waste • Empty Fruit Bunches (EFB) are composted at our composting plant and then applied
to oil palm plants as organic fertilizer to reduce the use of chemical (inorganic)
fertilizers.
• Reducing paper use by implementing digital technologies such as EPMS (Electronic
Plantation Mobile System), eTIS (Electronic Traceability Information System), SIGAP
application system (Sistem Aplikasi GMIT untuk Agricultura dan Pabrik), Digital Capital
expenditure and fingerprint-based digital attendance machines.
• Reducing plastic consumption by enacting a policy of not providing plastic bags for the
customers of employee cooperatives and not supplying packaged drinks at the office.
• Reducing organic waste by cultivating maggots for animal feed for local farmers
(community project).
2 Reuse of the following • Empty fertilizer sacks are reused for stabilizing slopes and embankments on Company
materials: plantation lands to prevent erosion and reinforce the soil.
Empty fertilizer sacks • Empty fruit bunches are directly applied as organic fertilizers in oil palm plantations.
Empty fruit bunches • Reuse of waste such as tires, steel, pipes, plastic bottles, drums, and sacks as garden
Miscellaneous waste accessories, decorations, fences, road signs, breeding media for pollinating insects,
Food waste planting media used by local communities, etc.
• Organic solid food waste is composted and used as organic fertilizer for decorative
plants in the housing complex.
3. Recycle scrap metals and • Utilization of scrap metal for making tools to process plastic, known as “plastic
plastic choppers”. Plastic choppers are used to cut or chop plastic waste.
• Utilization of plastic waste with a mixture of boiler ash as raw material for making
paving blocks.
• Recycling used CPO seals as raw materials for making plastic products.
• Use of scrap paper as log sheets.
• Utilization used Ebor gold pole fiber, a harvesting pole, to make waterpasses. They are
used for measuring double terraces in the replanting area.
• Reuse of chain conveyors as roller conveyors for boilers.
• Utilization of scrap metal in mill areas, specifically angle iron and rattan iron, to be
used as a fire hose binder.
• Reuse of plastic waste for edamame seed processing.
• Boiler ash is used for paving roads.
4. Eco-enzyme Fermentation of organic domestic waste to produce eco-enzymes, a multi-purpose
liquid that can be used as organic detergents and cleaners.
5. Liquid smoke Utilization of scrap wood as liquid smoke (pesticide/natural disinfectant).
6. Palm cake reuse Palm cake is used as organic soil fertilizer and cattle feed.
7 Reuse of filtered solid waste Solid particles from POME are filtered using Geotubes and reused as fertilizers in
from Geotubes company areas and residential areas.
Disposal of Waste
Our non-hazardous solid waste management follows comprehensive service agreements that mandate
a tiered approach: materials that cannot be reused or adherence to applicable legislation and industry best
recycled are primarily managed through our on-site practices, with our organization maintaining active
monitored landfill facilities, with a minimal portion oversight of their operations. To ensure transparent and
directed to contracted external waste management compliant hazardous waste management, we utilize
providers. For hazardous materials, we maintain Festronik, the Ministry of Environment and Forestry's
strict compliance with regulatory requirements by (MoEF) electronic reporting platform, for all monitoring
engaging licensed third-party specialists who manage and supervisory activities. (GRI 306-2, GRI 306-5)
all collection, recycling and disposal operations at
off-site facilities. These contractors operate under
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Our organization maintains rigorous protocols for We maintain comprehensive documentation of all waste
Hazardous and Toxic Waste (B3 Waste) management in movements through our tracking system, which records
accordance with environmental regulations and safety both incoming deposits and outgoing shipments. This
standards. Prior to third-party disposal, all B3 Waste system undergoes regular verification through a multi-
undergoes temporary containment within our authorized tiered audit process, encompassing internal oversight,
Temporary Hazardous Waste Storage Facility (TPS Limbah regulatory inspections and independent third-party
B3). This purpose-built storage facility incorporates assessments. Notably, throughout the 2024 operational
advanced engineering controls to prevent environmental period, our facility maintained its record of zero B3
contamination and operates under permits issued by the waste containment breaches or environmental releases.
relevant regulatory authorities. The facility design and (POJK51-F.15)
operational protocols ensure complete containment of
stored materials. (POJK51-F.15)
Table 19. Waste Generated, Diverted from and Directed to Disposal in Metric Tons (POJK51-F.13)
Diverted
Waste Other Directed to
Year Category from Reused Recycled Recovery
Generated Treatments Disposal
Disposal
Production 598,447.46 540,148.22 198,567.04 108,389.97 233,191.21 44,857.13 13,442.12
Non-Production 279.85 131.59 125.41 6.18 0.00 117.07 31.19
2022
Hazardous 126.58 0.00 0.00 0.00 0.00 0.00 126.58
Total 598,853.90 540,279.81 198,692.45 108,396.15 233,191.21 44,974.20 13,599.89
Production 589,571.40 582,749.50 198,863.75 100,919.01 224,146.22 58,850.52 6,821.91
Non-Production 296.19 253.59 113.92 0.40 0.38 138.88 42.60
2023
Hazardous 70.99 0.00 0.00 0.00 0.00 0.00 70.99
Total 589,938.59 583,003.09 198,977.67 100,919.41 224,146.60 58,989.40 6,935.51
Production 545,995.95 542,771.88 82,684.72 180,809.88 179,477.78 99,799.50 3,224.07
Non-Production 160.04 130.36 48.67 3.94 0.00 77.74 29.69
2024
Hazardous 96.86 0.00 0.00 0.00 0.00 0.00 96.86
Total 546,252.85 542,902.24 82,733.40 180,813.82 179,477.78 99,877.24 3,350.62
This year, waste production has decreased due to a Our organization employs a comprehensive data
reduction in production volume compared to 2023. collection framework to ensure rigorous oversight
However, the waste management initiatives implemented of waste management operations. The foundation
in 2023 have been maintained throughout 2024, enabling of this monitoring system consists of systematic
us to sustain the waste management performance daily and monthly data collection processes that
previously achieved. In 2024, we implemented a capture key operational metrics. These metrics
composting unit at ANJA, resulting in a 31% increase undergo monthly analysis to identify operational
in recycled waste compared to 2023. The increase in trends and assess performance against established
hazardous waste generation was attributed to increased benchmarks. While our current data collection relies
heavy equipment and vehicle maintenance activities as on manual processes, we maintain stringent validation
well as increased chemical usage. protocols for each data point. This methodical
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POME pond in our Biogas Plant in East Belitung.
approach to periodic data analysis enables us to derive actionable insights into our waste management practices,
facilitating evidence-based decision-making and continuous refinement of our resource management strategies.
(GRI 306-2, GRI 306-3, GRI 306-4)
Table 20. Waste Directed to Disposal in Metric Tons (GRI 306-5)
Year Category Onsite Offsite Total
Non-Hazardous 13,442.1 31.19 13,473.30
2022 Hazardous 0 126.58 126.58
Total 13,442.12 157.77 13,599.89
Non-Hazardous 6,821.9 42.60 6,864.51
2023 Hazardous 0 70.99 70.99
Total 6,821.91 113.60 6,935.51
Non-Hazardous 3,224.1 29.69 3,253.76
2024 Hazardous 0 96.86 96.86
Total 3,224.07 126.55 3,350.62
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Committing to the Safeguarding
of Forest and Biodiversity (POJK51-B.2.d)
Our industry's operations pose significant environmental risks
through direct and indirect impacts. These include deforestation, loss
of biodiversity, habitat alteration and reduced home range sizes for
various species, as well as chemical contamination from agricultural
inputs that affect soil and water quality. Palm oil mill operations
further contribute to environmental degradation through wastewater
discharge into rivers and air pollution from boiler emissions, which
adversely affects local ecosystems.
ANJ demonstrates its environmental commitment applicable both in Indonesia and internationally. Key
through a dedicated conservation team that plans, among these is the Kunming-Montreal Agreement,
innovates and implements forest and biodiversity which highlights the level of action required to address
protection initiatives across our operations. This team the biodiversity crisis. Additionally, the Cross-Sector
ensures minimal environmental impact from our Biodiversity Initiative provides comprehensive
operations while actively contributing to ecosystem guidance regarding the Mitigation Hierarchy. At the
conservation and species diversity preservation. national level, the Conservation Strategy references
In 2024, ANJ is enhancing its existing Biodiversity Indonesia's Integrated Biodiversity Strategy and
Strategy by developing Conservation Strategy, a Action Plan (IBSAP) 2025-2045, which has been
framework that aligns with evolving conservation harmonized with the Kunming-Montreal Agreement.
management standards. The Development of This strategy refined approach aims to implement
Conservation Strategy aligns with various standards biodiversity conservation more systematically
and comprehensively throughout our business
operations. While many conservation initiatives are
already in progress, the formal implementation of
this enhanced strategy will begin in 2025, reflecting
our ongoing commitment to integrating biodiversity
considerations across all operational aspects and
strengthening our positive impact on the natural
environment.
The presence of conservation areas within our
palm oil plantation is a testament to our commitment
to responsible development.
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Our conservation team observing biodiversity
in the Balok forest, East Belitung.
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Table 21. Significant Impacts of Operations on Biodiversity (POJK51-F.9, GRI 304-2)
PALM OIL
Potential Extent of Duration of Reversibility Evidence/
Intervention Impact Mitigation
Impacts Impact Impact of Impact Results
DIRECT IMPACTS
Manual • Pollution of soil Direct pollution Duration and Impacts on soil • Refrain from using • No chemical
application and water impacts can magnitude and aquatic chemical treatments treatment is used in
of inorganic • Reduction in occur in of impact biotopes can (fertilizer or spraying) areas close to rivers
and organic soil, fauna and planted areas. correlate with be reversed in areas adjacent to • 100% completion in
fertilizers flora The run-off the amount depending river boundaries the construction of
• Reduction of chemicals and type of on mitigation • Construct isolation isolation ditches and
in aquatic and fertilizers chemicals measures. ditches and embankments
biodiversity into waterways used, embankments in • Completed the
(e.g., and wetlands application proximity to river biannual river water
zooplankton can have methods, boundaries to prevent analysis, ensuring
and downstream and climatic contamination from accurate assessment
phytoplankton) impacts. conditions. surface runoff of water quality
• Carry out regular
river water analysis
twice a year to
monitor water quality
and ecological
balance
Use of manual • Poisoning of This is poorly Impacts will The long- • Dissemination of • Conducted employee
and chemical fauna, either understood, remain if term effects related information to training and
methods during directly (e.g., but likely chemicals are of chemicals workers socialization through
cultivation rodents effects are in used. on wildlife • Not applying toxic the dissemination of
feeding on the immediate are poorly substances close to flyers and posters
rodenticides) area around understood. conservation areas about the harmful
or indirectly palm trees. • Assessing the impacts of chemical
(e.g., rodent chemicals used substances in
predators in cultivation in areas adjacent to
feeding on accordance with WHO conservation areas
poisoned standard • ANJ has strictly
animals) prohibited the
application of toxic
substances in areas
close to conservation
areas
• Assessment of
chemical use done
annually
Use of trucks for • Injuries to The impact Impact Mitigation • Placing warning signs • Signboards have been
transportation fauna or primarily potential efforts can in areas traversed by placed along every
of FFB death due to occurs on the remains for reduce the fauna road near the HCV
collisions or road network as long as the likelihood • Building wildlife area.
encounters within the plantation is of wildlife crossings above • 3 units of arboreal
plantations. active. collisions. and in culverts bridges for wildlife
underneath roads have been installed in
KAL and ANJAS
Mechanical • Liquid waste • The impact Impact • Reducing • Building collection • Collection ponds have
processing of (POME) extends potential the ponds to process the been installed in all
FFB can pollute from the remains for as biological liquid waste site operations
. waterways. palm oil mill long as the mill and • Using anaerobic and • The use of bacteria
• Dust and air with POME is active. chemical aerobic bacteria to to control waste has
pollution from concentrating oxygen control the waste been exercised in all
the boilers in collection demand • Building flatbeds in business units
• Noise pollution ponds. of POME the plantation area • In all of ANJ’s
from machine • Potential reduces the for the utilization subsidiaries that
operation downstream impact on of liquid waste as already have palm
impact after aquatic flora fertilizer additives oil mills, composted
POME is and fauna. • Sending liquid waste waste materials are
released in • Collection samples to accredited applied to oil palm
the plantation ponds laboratories to plants using the
(as fertilizer) have some analyze the liquid flatbed system.
or into biodiversity waste content • Sending of liquid
waterways. benefits • Conducting waste samples to
• Dust, air (wetland standardized labs completed in all
and noise birds). ambient air quality units of operation
pollution • Dust, air measurements (2x/ • Air quality
reduce with and noise year) measurements
distance from pollution conducted twice in
the mill, but can be 2024
the impact on reduced.
biodiversity is
unclear.
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Potential Extent of Duration of Reversibility Evidence/
Intervention Impact Mitigation
Impacts Impact Impact of Impact Results
INDIRECT IMPACTS
Improved road • Increased Plantations The threat of Awareness and • Conduct patrolling to • The number of illegal
access increases hunting and and HCV areas these impacts enforcement deter illegal logging logging camps has
illegal logging, unsustainable remains as can effectively activities decreased to zero.
hunting and wildlife long as roads minimize this • Engagement with • Wildlife snares were
poaching threats. collection remain open. threat. illegal loggers encountered on
• Illegal logging and providing patrols and the team
opportunities conducted follow-up
for legitimate actions to address
employment this
• Engagement with • In 2024, the PENDAKI
local communities program has
to raise awareness enhanced employee
about the importance awareness regarding
of biodiversity the importance
conservation of preserving
• Use of the PENDAKI biodiversity and its
program to increase habitats.
biodiversity • Availability of a
awareness among wildlife encyclopedia
staff as a knowledge
reference for
employees and the
community
• The efforts are
successful, as
indicated by the
presence of species
that are overhunted
elsewhere (e.g.
Hornbills, Magpie
Robin, Hill Mynahs,
Cassowary)
The use of • Fast-growing Primarily The threat Impacts can • Manage the • Management control
invasive species groundcover affecting forest remains be effectively silvicultural (climber and innovation has
(e.g., Mucuna) crops and edge of HCV if invasive mitigated cutting, removal of been able to minimize
affects species in other pioneer areas species through Mucuna and other the presence of
HCV areas. species used are used in silvicultural invasive species) invasive species in
in plantations plantations. treatment. HCV areas.
can invade
HCV areas
and reduce
ecological
health.
Water table • Peat and peat This could The impact Most impacts • Conduct soil • Availability of
management forests in HCV affect depends on can be avoided subsidence subsidence data in
in HCV areas areas could peatlands in water table in HCV areas management/ HCVs
surrounding dry out if the planted areas management. if water levels monitoring • Availability of
plantations water table is and HCVs. in surrounding • Conduct peat water subsidence data in
kept too low, canals are kept table monitoring in planted areas
affecting plant adequately planted blocks • Availability of water
and animal life. high. In • Conduct water table data
• A low water planted areas, and drainage • Efforts contributed
table could this is more management to the maintenance
result in peat problematic of Gold PROPER
decomposition as the water Candidates for KAL
and table needs to and ANJAS
subsidence. be below the • Peat (water table)
• Dry peat is peat surface level is in accordance
more fire- to allow the with Government
prone and fires growth of requirements.
could result palms and
in the loss of fruit.
HCVs.
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Potential Extent of Duration of Reversibility Evidence/
Intervention Impact Mitigation
Impacts Impact Impact of Impact Results
Isolation of • A decline in • The impact The impact Impacts can • Development of forest • Forest corridor in
wildlife in HCV genetic health is species- can be reduced be partially corridors to connect KAL and replanting
areas and long-term dependent. over time, reversed by separated areas and of riparian areas In
viability of the • Some either when investing in avoid animal isolation ANJA and SMM
genetic pool species can palms grow improved Replanting of riparian • Availability of aerial
more easily and wildlife ecological areas photographs of
disperse move through connectivity • Maintaining natural corridors and riparian
between planted areas, between forest trees within oil areas in all of ANJ
HCV areas or when forest forested areas palm areas concession areas
than others corridors and and other • The success of
steppingstones areas of high natural forest tree
are established biodiversity. maintenance is
in a landscape. indicated by the
presence of migratory
birds that use trees
within oil palm areas
as their transit place
SAGO FOREST (ANJAP)
Potential Extent of Duration of Reversibility Evidence/
Intervention Impact Mitigation
Impacts Impact Impact of Impact Results
DIRECT IMPACTS
Selective • Sedimentation Throughout Impact severity Impacts can • Conducting • The Company
harvesting • Reduced water the sago area, varies with the be reduced standardized testing works together with
quality except for intensity of through careful of ambient air and accreditation bodies
• Air and noise conservation management management. water quality as well to monitor and test
pollution set-asides (medium in as noise levels (2x/ ambient air and water
• Potential harvested year) quality. In 2024, 2
impacts are areas and • Monitoring wildlife tests were completed.
still being low in areas species • Constant monitoring
analyzed. under natural of wildlife species
regeneration).
INDIRECT IMPACTS
Waterway access • Increased Sago area The threat of Awareness and • Conduct regular • Wildlife snares
increases the hunting and these impacts enforcement patrols to deter encountered on
threat of illegal unsustainable remains as can effectively illegal logging patrols have reduced.
logging, hunting wildlife long as the mitigate this activities • Efforts are on track,
and poaching. collection area remains threat. • Engagement with as indicated by the
• Illegal logging open for use. illegal loggers to presence of species
provide opportunities that are overhunted
for legitimate elsewhere (e.g.,
employment Hornbills, Magpie
• Engagement with Robin, Hill Mynahs,
local communities Cassowary and Dusky
to raise awareness Pademelon).
about the importance
of biodiversity
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Many of our plantations operate in close proximity The development of our projects, particularly road
to protected areas designated by the Ministry of networks, stimulates regional economic growth and
Environment and Forestry (MoEF). Additionally, some population expansion in rural areas. This development
of those locations are classified as protected areas by inevitably could leads to land-use changes as forests
the International Union for the Conservation of Nature and surrounding areas are converted for residential
(IUCN). Our activities may impact biodiversity in both settlements and agricultural expansion. Additional
our development areas and our protected management economic activities, including resource extraction
areas, including High Conservation Value (HCV) areas, through logging, poaching and hunting, further
buffer zones, river systems, and any areas that are intensify the transformation of natural landscapes.
inhabited or traversed by wildlife. While this development generates important
economic opportunities for local communities, it could
simultaneously presents significant challenges for
biodiversity preservation and climate change mitigation
through increased carbon emissions
Table 22. Proximity of Operational Sites to Protected Areas (GRI 304-1)
Nearest
Geo Location
Protected Area IUCN
Operational HGU Area Protected Distance
Province Regency Sector
site (Ha) National Area (km)
Lat Long Legislation Category
(MoEF)
North
North Batang Gadis
ANJA Padang 1°28’07”N 99°55’37”E 9,465 Palm Oil II 57
Sumatra National Park
Lawas
North South Siondop
ANJAS 1°9’36”N 99°9’16”E 9,182 Palm Oil - adjacent
Sumatra Tapanuli Protected Forest
Bangka East Senusur Sembulu
SMM 2°56’17”S 107°52’57”E 16,277 Palm Oil - 4
Belitung Belitung Protected Forest
West Gunung Palung
KAL Ketapang 1°26’49”S 110°13’41”E 10,920 Palm Oil II 2
Kalimantan National Park
South Empat Nature Park
GSB 3°44’10”S 102°45’28”E 12,800 Palm Oil V 15.4
Sumatra Lawang Bukit Kaba
Southwest South Suabor Protected
PPM 1°54’15”S 132°21’19”E 32,025 Palm Oil - 3.5
Papua Sorong Forest
South
Southwest Suabor Protected
PMP Sorong and 1°50’17”S 132°28’18”E 22,678 Palm Oil - Adjacent
Papua Forest
Maybrat
Southwest Suabor Protected
ANJ Maybrat 1°43’07”S 132°32’33”E 36,506 Palm Oil - Adjacent
Papua Forest
40,000
Southwest South Suabor Protected
ANJAP 1°57’28”S 132°13’50”E (IUPHHBK- Sago - adjacent
Papua Sorong Forest
HA Sagu)*
Notes:
1. IUPHHBK-HA: Izin Usaha Pemanfaatan Hasil Hutan Bukan Kayu - Hutan Alam (Business Licenseforthe Utilization of Non-Timber Forest Products – Natural Forest)
2. IUCN Protected Area Categories are used to classify protected areas.
a. Category Ia : Strict Nature Reserve
b. Category Ib : Wilderness Area
c. Category II : National Parks
d. Category III : Natural Monument or Feature
e. Category IV : Habitat/Species Management Area
f. Category V : Protected Landscapes or Seascapes
g. Category VI : Protected Area with Sustainable Use of Natural Resources
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Conservation Commitments (POJK51-F.10)
ANJ maintains strict compliance with its Sustainability
Policy through comprehensive protection of designated
High Conservation Value (HCV) and High Carbon Stock
(HCS) areas. This protection extends to biodiversity
preservation across our planted areas, other land use
within our land titled, and adjacent territories under our
control or influence. Our conservation mandate explicitly
prohibits development in primary forests and areas
of significant biodiversity. Furthermore, we enforce
stringent protection measures for critical ecosystems,
including peat ecosystems, riparian corridors, and
steep terrain exceeding 40% gradient, ensuring
their preservation in accordance with environmental
standards. (GRI 304-1) Two of our conservation staff members installing a HCV
area signboard in our plantation
in East Belitung.
ANJ maintains comprehensive compliance with
environmental protection and conservation regulations
through its established Conservation Policy, which as well as promoting shifts in values and behaviors, the
encompasses High Conservation Value (HCV), High company aims to achieve positive biodiversity outcomes
Carbon Stock (HCS) and protocols for the conservation within its operational areas and the broader landscape.
of protected flora and fauna. In 2024, we developed To ensure the success and accountability of its
an enhanced Conservation Strategy, building upon biodiversity initiatives, ANJ has established specific,
our previous Biodiversity Strategy. This strategy measurable targets. These include:
demonstrates our commitment to biodiversity protection • Maintaining stable populations of High Conservation
and management through a comprehensive framework Value (HCV) species
designed to mitigate environmental impacts and enhance • Achieving zero human-wildlife conflict related
biodiversity outcomes across operational and landscape to IUCN Threatened and Protected Species, in
scales. The strategy establishes clear foundational compliance with Indonesian regulations
principles, key performance indicators and core • Establishing a robust biodiversity monitoring
programs aligned with specific biodiversity targets. Our program by 2025
approach is guided by six fundamental principles, known • Integrating biodiversity accounting into the reporting
as PLANET: Promoting best practices, Landscape-level protocols of at least two business units by 2030
approaches, Adaptive management, Natural values
accounting, Engagement and partnership, and Time- These targets serve as vital benchmarks for tracking
based targets. These principles serve as the foundation progress and ensuring the long-term sustainability of
for minimizing our operational ecological impact. the company's biodiversity conservation efforts.
ANJ is committed to protecting biodiversity and ANJ's Conservation Strategy incorporates the
ecosystem services through a comprehensive mitigation sequential steps of the mitigation hierarchy—avoidance,
hierarchy. This approach prioritizes anticipating and minimization, restoration, offset, and transform—as
avoiding impacts wherever possible. In cases where outlined in the standard operating procedures (SOP) of
avoidance is not feasible, efforts are made to minimize our High Conservation Value (HCV) Management. This
the effects. Should impacts occur, the company takes structured approach ensures that our operations not
steps to rehabilitate or restore the affected areas. As a only comply with environmental regulations but also
last resort, when significant residual impacts remain, proactively conserve biodiversity. We strictly prohibits
offsetting measures are implemented. the harvesting, poaching, and hunting of protected
flora and fauna, as well as all Rare, Threatened and
In addition to the mitigation hierarchy, ANJ employs Endangered (RTE) species. Hunting of unprotected
transformative measures that guide the decision-making and non-threatened species is only permitted when
process. These measures enable the prioritization of sustainable use or hunting principles are rigorously
actions that address both the immediate impacts and applied. We require our suppliers to adhere to the same
the underlying drivers of biodiversity loss. By focusing on stringent protocols to ensure consistency throughout
technological, economic, institutional and social factors, our value chain.
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Conservation Area and Biodiversity
Table 23. Size and Location of Protected HCV and HCS Areas in Our Operations.
Conservation Concession Area % of Total
Operational Site
Area (Ha) Nucleus Plasma Total Conservation
ANJA 428.13* 9,465.00 - 9,465.00 4.52%
ANJAS 1,464.03 9,182.00 157.50 9,339.50 15.68%
SMM 1,384.34* 16,277.00 948.00 17,225.00 8.04%
KAL 3,973.73 10,920.12 2,958.12 13,878.24 28.63%
GSB 1,366.85 12,800.00 - 12,800.00 10.68%
ANJ (Southwest Papua) 36,505.93 30,515.75 5,990.18 36,505.93 100.00%
PMP 17,131.74 18,860.30 3,818.11 22,678.41 75.54%
PPM 27,374.32 26,570.70 5,454.48 32,025.18 85.48%
ANJAP 8,150.00 40,000.00 40,000.00 20.38%
Note :
* Conservation area were added at ANJA and SMM
As of 2024, ANJ has designated a total area of 97,779.07 The Belitung conservation site comprises carefully
hectares for conservation within its concessions. A managed riparian zones cultivated with indigenous forest
total of 2,446.73 hectares are areas outside the HGU and fruit-bearing trees. This location also encompasses
(Right to Cultivate). As of the reporting date, an area the Balok forest, which provides a protected habitat
of 2,330 hectares has been proposed to RSPO as a for the Tarsier, recognized as the world's smallest
compensation area to complete the RSPO Remediation primate species. The Company has implemented a
and Compensation Procedure. These High Conservation comprehensive community engagement program
Value (HCV) and High Carbon Stock (HCS) areas are in Belitung, incorporating local residents in forest
managed in collaboration with local government management through structured initiatives including
entities, communities, conservation experts, and regular forest patrol activities, sustainable ecotourism
non-governmental organizations (NGOs), such as development and environmental education programs.
Tropenbos Indonesia. ANJ's conservation initiatives, to (GRI 304-2)
preserve the conservation area, are guided by objective
expert assessments and aim to preserve and enhance In West Kalimantan, the conservation area is integrated
biodiversity and species richness in these designated within the Essential Ecosystem Area, where the Company
areas. In 2024, the company continued its efforts to maintains strategic partnerships with Tropenbos
develop specific biodiversity targets focusing on key Indonesia, the Natural Resources Conservation Agency
species within its conservation areas. By setting aside of the Indonesian Government (BKSDA), and independent
significant land for conservation, collaborating with environmental researchers. This collaborative effort
diverse stakeholders, and establishing measurable focuses on protecting critical habitats, particularly
biodiversity targets, ANJ showcases its dedication to for Orangutan populations. The area's ecological
responsible environmental stewardship. (GRI 304-3) significance is evidenced by the presence of at least
eight protected mammal species, as classified by the
The Company maintains strategic conservation areas International Union for Conservation of Nature (IUCN)
across regions in Indonesia, each characterized by and the Indonesian Government, including the Malayan
distinct ecosystems and biodiversity profiles. In North sun bear, Pig-tailed macaque, Maroon leaf monkey,
Sumatra, the conservation area is positioned adjacent Cloded Leopard and Orangutans. (GRI 304-2)
to a government-designated protection forest. This
location incorporates critical riparian buffer zones and
forested territories that serve as vital habitats for diverse
wildlife species, including the Sambar Deer, Great Argus
Pheasants, and various rare species of Nepenthes
pitcher plants. (GRI 304-2)
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The Southwest Papua conservation area demonstrates remarkable biodiversity, with comprehensive surveys identifying
more than 20 fauna and 33 flora species RTE listed on the IUCN Red List. Notable species include rare orchid varieties,
the Twelve-wired bird of paradise and King Bird of Paradise. The Company has secured formal support from the
South Sorong and Maybrat Regencies governments in 2022, establishing a framework for conservation initiatives.
Furthermore, the implementation of binding agreements with local communities for collaborative management and
protection of conservation areas underscores the Company's commitment to preserving Southwest Papua's unique and
diverse ecosystems. (GRI 304-2)
Table 24. IUCN Red List and National Conservation List Species, by December 2024 (GRI 304-4)
FAUNA
Total identified fauna species on the IUCN Red CITES Protected
Protected
List (CR, EN, VU, NT, LC, DD, NE) (Appendix) under
Class Total under
Ministry
CR EN VU NT LC DD NE NA I II III PP7/1999
Decree
Actinopterygii 0 0 1 1 31 2 1 5 41 0 0 0 0 0
Amphibia 0 0 0 0 24 1 0 4 29 0 0 0 0 0
Arachnida 0 0 0 0 1 0 4 2 7 0 0 0 0 0
Aves 1 6 23 52 407 0 3 0 492 8 77 0 144 128
Chilopoda 0 0 0 0 0 0 1 0 1 0 0 0 0 0
Clitellata 0 0 0 0 0 0 0 1 1 0 0 0 0 0
Diplopoda 0 0 0 0 0 0 1 0 1 0 0 0 0 0
Gastropoda 0 0 0 0 0 0 1 1 2 0 0 0 0 0
Insecta 0 0 3 0 54 2 142 12 213 0 2 0 1 1
Malacostraca 0 0 0 0 2 1 0 0 3 0 0 0 0 0
Mammalia 4 15 16 10 44 4 2 2 97 16 29 3 30 37
Reptilia 1 4 5 1 89 2 0 2 104 1 35 0 8 9
FLORA
Total identified Flora species on the IUCN Red CITES
List (Appendix) Permenlhk
Class Total PPRI
106
CR EN VU NT LC DD NE NA I II III
Agaricomycetes 0 0 0 0 0 0 2 0 2 0 0 0 0 0
Cycadopsida 0 0 0 1 0 0 0 1 2 0 2 0 0 0
Gnetopsida 0 0 0 0 2 0 0 0 2 0 0 0 0 0
Liliopsida 0 2 0 1 46 4 115 27 195 0 71 0 6 1
Lycopodiopsida 0 0 0 0 1 0 2 3 6 0 0 0 0 0
Magnoliopsida 9 25 36 26 441 16 174 86 813 0 27 0 13 5
Pinopsida 0 1 1 1 2 0 0 1 6 0 0 0 0 0
Table 25. Number of Threatened Species (IUCN Categories CR, EN, VU) Identified through Biodiversity
Monitoring Activities (GRI 304-4)
2024 2023 2022
Number of IUCN Red List Threatened Fauna Species 79 77 80
Number of IUCN Red List Threatened Flora Species 74 74 53
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In our ongoing commitment to ecosystem restoration and in 2019, has significantly enhanced our biodiversity
biodiversity enhancement, ANJ Group has implemented monitoring capabilities across conservation and
comprehensive reforestation initiatives across High plantation areas. Through this initiative, our employees
Conservation Value (HCV) and degraded areas. During actively participate in documenting flora and fauna
2024, we successfully reforested 73.68 hectares of encounters during their daily operations. The program
riparian buffer zones and degraded lands across all ANJ has demonstrated remarkable success, accumulating
concessions. (GRI 304-3) over 140,000 species records since its inception. In
2024, the program expanded considerably, welcoming
As part of our strategic replanting program, ANJA and more than 1,500 new citizen scientists and bringing total
SMM have reforested 35.01 hectares with more than participation to over 4,000 individuals. The program's
8,000 forest and fruit tree species. These areas, which innovative approach to conservation earned recognition
were previously utilized for oil palm cultivation, have through the Outstanding Achievement Award at the 2022
been deliberately transformed to provide essential RSPO Excellence Awards, particularly highlighting its
food sources and habitat for local wildlife populations, effectiveness in facilitating cost-efficient, sustainable
demonstrating our commitment to biodiversity biodiversity monitoring and management.
conservation. (GRI 304-3)
In 2023, PENDAKI underwent digital transformation
ANJ comprehensive replanting initiatives demonstrate its with the introduction of a dedicated mobile application,
strategic commitment to environmental stewardship and streamlining the biodiversity observation recording
biodiversity enhancement. By actively engaging in these process. This technological advancement is
efforts, we are not only promoting the sustainability of complemented by a comprehensive communication
our operational lands but also ensuring the conservation strategy, including social media engagement and
of vital habitats, acting upon our responsibility towards informational materials designed to enhance species
the environment and future generations. awareness among stakeholders. The establishment of the
PENDAKI website (www.pendaki.anj-group.co.id) serves
Additionally, KAL has implemented reforestation across as a central platform for information dissemination
35.22 hectares, introducing more than 3,000 seedlings and community engagement. The program's recent
in degraded areas, including open peatland regions "PENDAKI Champions" initiative recognizes 60
requiring restoration. ANJAS, PMP and PPM have also outstanding observers from the 4,000-strong participant
contributed to this initiative, reforesting areas of 1.4 base, selected for their exceptional reporting activity,
hectares, 1.82 hectares and 0.23 hectares respectively, consistency and accuracy in species documentation
with a combined total of over 700 seedlings planted. including detailed photographic evidence, location
(GRI 304-3) data and taxonomic information. As of December 2024,
the PENDAKI mobile application has facilitated the
The Company maintains a structured biodiversity documentation of more than 18,000 flora and fauna
monitoring program led by its dedicated biodiversity encounters. This digital approach to biodiversity inventory
team, with active participation from employees and local has significantly enhanced both the accessibility for
community members. The monitoring methodology observers and the overall accuracy of collected data.
incorporates field surveys and camera trapping
techniques to document species presence and population Based on biodiversity encounter data collected by citizen
dynamics. Species identification and classification scientists, the Company has developed comprehensive
protocols strictly adhere to international standards, Biodiversity Encyclopedia volumes for PT SMM, PT KAL
including the International Union for Conservation and PT ANJAS operations. These publications document
of Nature (IUCN) Red List criteria, the Convention on species occurrences within the Company's concession
International Trade in Endangered Species (CITES) areas, accompanied by various of species information and
guidelines, and applicable government regulations. To photographic documentation captured exclusively by the
ensure compliance and maintain rigorous standards, Conservation Team and citizen scientists. The Company
the Company's conservation initiatives undergo plans to extend this documentation initiative across
regular third-party audits. The most recent external all business units, ensuring comprehensive coverage
assessments, conducted in 2024, confirmed that all of biodiversity within its concessions. This systematic
conservation practices align with the requirements approach serves to enhance knowledge of local species
established by both RSPO and ISPO certification systems. while recognizing the valuable contributions of the ANJ's
The PENDAKI (Peduli Keanekaragaman Hayati/Care citizen scientist program participants.
for Biodiversity) citizen science program, launched
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Table 26. Spending on the Conservation Department in USD
Subsidiary 2024 2023 2022
ANJA 10,072 7,007 6,080
ANJAS 17,504 21,804 24,186
SMM 85,674 26,604 8,008
GSB 191 166 -
KAL 26,597 61,647 25,642
PPM 10,952 13,844 9,898
PMP 16,230 21,392 36,441
ANJ (Southwest Papua) 559 53,162 32,278
ANJAP* - - -
Total 167,780 205,628 152,533
Note :
* There were no conservation activities at ANJAP in 2024
An Orangutan in our conservation area
in Ketapang, West Kalimantan.
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Living Plantation Index
Having accumulated reliable biodiversity data over five about wildlife abundance and diversity, facilitating
consecutive years through the PENDAKI program, ANJ adaptive management. The LPI for each estate is
has advanced its analytical methodology for utilizing prepared on a quarterly basis and thus feeds into the
this information. We have developed a comprehensive company’s quarterly management planning.
assessment approach to evaluate biodiversity quality,
which we designate as the Living Plantation Index One of the primary functions of the LPI is to serve as a
(LPI). The LPI is a tool designed to monitor and assess barometer for ecological health within plantations. By
biodiversity within plantation ecosystems. Drawing systematically recording and analyzing wildlife observations,
inspiration from the global Living Planet Index, which the index can identify trends, such as declines or increases
measures trends in vertebrate populations to gauge in specific species populations, such as orangutans in
the health of the planet's biodiversity, the LPI adapts the figure below. This data-driven approach enables
this approach to the context of managed agricultural plantation managers to make informed decisions regarding
landscapes. By tracking population trends of various conservation strategies, habitat and threat management,
species inhabiting plantations, the LPI provides insights and sustainable agricultural practices.
12
10
% occupied block in entire concession
8
6
4
2
0
2020 2021 2022 2023 2024
Figure: Orangutan variation across years in KAL
As shown at the picture above, the species appears to centralized database. In 2023, the program transitioned
be stable in PT KAL. There appears to be an increase in to a smartphone application, streamlining data collection
occupancy after 2020 with nearly 10% of the 294 forest and enhancing the accuracy and efficiency of monitoring
and non-forest blocks (including HCVs and riparian buffer efforts.
zones) being used by orangutans. These are mostly male
orangutans that use the oil palm matrix to move between The integration of the PENDAKI program's
forest patches where females reside. methodologies into the LPI framework has improved the
quality and scope of biodiversity data collected within
The development of the LPI is rooted in the principles ANJ’s plantations and protected forests. By engaging
of ANJ’s PENDAKI program, an innovative "citizen company staff and visitors and leveraging their firsthand
science" initiative launched in 2019. PENDAKI knowledge, the LPI not only enriches the dataset but also
empowers plantation employees to actively participate in cultivates a culture of environmental stewardship among
biodiversity monitoring by training them to observe and our workforces. This approach ensures that conservation
document wildlife encounters during their daily routines. initiatives are grounded in real-world observations,
Nearly 40% of the total workforce of ANJ has contributed supported throughout ANJ’s management hierarchy,
to PENDAKI. Initially, this program utilized paper-based and are more likely to achieve long-term success in
forms to record data, which were then compiled into a preserving biodiversity on ANJ’s landholdings.
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Below are the LPI’s from 2020 to 2024 for the six ANJ estates in which PENDAKI has been successfully implemented.
ANJA Living Plantation Index 2020-24 ANJAS Living Plantation Index 2020-24
140 140
120 120
100 100
80 80
60 60
40 40
20 20
0 2020 2021 2022 2023 2024 0 2020 2021 2022 2023 2024
SMM Living Plantation Index 2020-24 KAL Living Plantation Index 2020-24
140 140
120 120
100 100
80 80
60 60
40 40
20 20
0 2020 2021 2022 2023 2024 0 2020 2021 2022 2023 2024
PPM Living Plantation Index 2020-24 PMP Living Plantation Index 2020-24
140 140
120 120
100 100
80 80
60 60
40 40
20 20
0 2020 2021 2022 2023 2024 0 2020 2021 2022 2023 2024
The monitoring data from 2020 to 2024 reveals distinct patterns in the Living Planet Index (LPI) across the six ANJ
estates where the PENDAKI program has been implemented. These trends provide valuable insights into biodiversity
conservation outcomes within our plantation landscapes.
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PPM estate demonstrates the most consistent LPI values Biodiversity Richness Valuation
throughout the five-year period, maintaining stable
ecological conditions with minimal fluctuation. This Conservation management is generally perceived
stability suggests effective conservation management primarily as a cost center, despite companies
and relatively unchanged threat levels within the estate experiencing indirect benefits such as enhanced
boundaries. environmental stewardship reputation. To secure
stakeholder support for conservation initiatives, justified
In contrast, PMP estate exhibits more variable patterns, measurement methodologies are essential. One such
showing generally stable ecological conditions with a approach involves monetary valuation of biodiversity
notable peak in 2021. This temporary increase in wildlife assets within company operational areas.
abundance and diversity may be attributed to improved
species identification capabilities among monitoring In 2023, ANJ pioneered the first monetary valuation
staff rather than an actual ecological shift, highlighting of biodiversity richness in oil palm plantations. This
the importance of standardized monitoring protocols. assessment was conducted by an Independent External
Assessor from Endangered Wildlife OU. The evaluation
KAL estate presents a positive trajectory with a gradually utilized ANJ's existing conservation area data combined
increasing LPI trend. This encouraging development with flora and fauna encounter records obtained through
likely results from the combined effects of maturing oil the PENDAKI program monitoring system
palm plantations and successful ecological restoration
in riparian buffer zones and designated conservation The Total Conservation Value is determined through four
areas. The KAL data demonstrates how biodiversity can distinct dimensional metrics. The first metric, Carbon
recover alongside well-managed plantation activities. Value, represents the above-ground carbon sequestered
in tree biomass within the assessed area. Aesthetic Value
ANJAS estate maintained relatively stable conditions represents the intrinsic biodiversity value derived from
compared to its 2020 baseline, though with an unexplained aesthetic appeal and enhanced quality of life generated
peak in 2023 that requires further investigation. This by species richness and natural environments; this value
anomaly warrants additional analysis to determine is calculated based on consumers' willingness to pay for
whether it represents a genuine ecological improvement species-related products on e-commerce platforms.
or a methodological variation in monitoring. Economic Value encompasses direct biodiversity
contributions to the economy. Species Existence
SMM estate also shows generally stable abundance and Value comprises the sum of Carbon, Aesthetic, and
diversity trends across the monitoring period, with the Economic Values, while Impact Value represents the
exception of an unexplained dip in 2021. This temporary additional value generated through species enrichment
decline requires further examination to identify potential via conservation projects, species management, and
causal factors and ensure appropriate management sustainability initiatives. The Biodiversity Richness Value
responses. Dashboard illustrates these various components of the
Total Conservation Value.
The most concerning trend appears in ANJA estate,
which exhibits a general decline in wildlife abundance In 2024, ANJ conducted monetary biodiversity valuations
and diversity from 2020 to 2023, with only a slight at the SMM Plantation in Belitung and at two Southwest
improvement in 2024. This downward trajectory can be Papua plantations, PMP and PPM. This assessment
attributed to two primary factors: the estate's location continues the previous monetary valuation conducted
in a landscape dominated by oil palm plantations at KAL in West Kalimantan. The monetary valuation of
with limited natural habitat connectivity, and ongoing KAL's conservation area amounted to USD 180.1 million,
replanting activities that temporarily disrupt local with 75% attributed to Species Existence Value, which
ecosystems. includes Economic Value contributing to more than ten
sectors and serving as the primary value driver. This
When comparing all six estates, KAL demonstrates the valuation methodology will be implemented across all
most positive biodiversity trajectory, while ANJA faces ANJ concessions to assess the impact of investments in
the most significant conservation challenges. PPM conservation area management activities.
shows exemplary stability, while PMP, ANJAS, and SMM
display more variable patterns that warrant continued
monitoring. These diverse outcomes across estates
operating under similar management frameworks
emphasize the importance of landscape context and
targeted conservation interventions in determining
biodiversity outcomes in oil palm landscapes.
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The monetary valuation for SMM plantation in Belitung The Total Conservation Value for SMM is estimated
and PMP and PPM in Southwest Papua was conducted at USD 53.0 million, equivalent to USD 3,077 per
using comprehensive data sets including land use hectare. Species Existence Value, comprising carbon
patterns within concessions, oil palm plantation value, aesthetic value, economic value, and hedge
operational management, and critically, biodiversity value, accounts for 87.7% of SMM's total conservation
inventory from the PENDAKI program implemented value. The remaining 12.3% derives from impact value
since 2019. All data utilized in this assessment reflects generated through habitat management and biodiversity
updates as of December 31, 2023. conservation initiatives.
In contrast to the previous KAL assessment, the The Total Conservation Value for PMP and PPM
valuations for SMM, PMP, and PPM incorporated an significantly exceeds that of KAL and SMM, reaching USD
additional Hedge Value measurement. This metric 254.4 million, or approximately USD 4,651 per hectare.
is defined as the statistically-driven financial value This higher valuation stems from Southwest Papua's
that stakeholders would be willing to pay to maintain exceptional biodiversity richness and uniqueness,
population levels within optimal bounds—specifically, combined with substantially larger conservation areas
preventing decline below the Minimum Viable Population compared to KAL and SMM. The distribution pattern
while avoiding excess beyond Carrying Capacity. of Total Conservation Value remains proportionally
consistent with SMM and KAL assessments, with
Based on the assessment findings, SMM concession Southwest Papua's conservation value comprising 88.2%
demonstrated significant increases in plant and from Species Existence Value and 11.8% from Impact
fungi species abundance post-2021. The studies have Value.
identified substantial economic value among these
species, particularly for medicinal applications and This valuation assessment has provided ANJ with
timber utilization. Other taxonomic groups—including compelling evidence of the substantial value generated
birds, omnivores, herbivores, predators, amphibians, through biodiversity maintenance within plantation
and fish—maintained relatively stable populations from operations, particularly regarding community and
2019 through 2023. However, invertebrate encounters environmental contributions. By quantifying the
showed a declining trend between 2021 and 2023, financial value of flora and fauna, the Biodiversity
necessitating further investigation through the PENDAKI Richness Valuation establishes a robust foundation for
monitoring program to determine the underlying causes aligning conservation programs with sound business
of this observed decrease. principles. The integration of biodiversity management
into corporate strategy presents a promising pathway
The species encounter patterns in ANJ's Southwest for sustainable development and financial growth. The
Papua concessions (PMP and PPM) present a different symbiotic relationship between natural biodiversity
profile. Overall species encounters through the PENDAKI and commercial cost efficiency creates a pathway for
Program remained stable from 2019 to 2023. While plant delivering shareholder returns. Through the preservation
and fungi observations showed a declining trend from of beneficial species such as snakes and predatory birds,
2020, this decrease does not necessarily indicate species ANJ can leverage natural pest control mechanisms,
loss. Rather, it reflects an observational bias, as field thereby reducing operational costs.
personnel demonstrated a preference for conducting
fauna-focused surveys. From an investor perspective, implementing biodiversity
management strategies adds a new dimension to
The Southwest Papua concessions contain significantly investment value, aligning financial returns with
larger conservation areas compared to other ANJ social and environmental impact. We believe future
holdings. This extensive conservation footprint results in opportunities will emerge to reflect biodiversity's positive
higher carbon values for PMP and PPM relative to other contributions in our financial reporting frameworks.
concessions. However, the Aesthetic Value remains The utilization of tools such as the PENDAKI database
comparatively low for these locations, primarily due to enables biodiversity impact quantification, positioning
Southwest Papua's current status not as an Indonesian ANJ as a leader in transparent reporting and stakeholder
tourism destination. Tourist visits to Southwest Papua engagement. Moving forward, we intend to leverage
numbered 0.6 million compared to Belitung's 2.0 million these findings to advance our sustainability agenda
visitors, despite Southwest Papua's notably higher and conservation strategies with enhanced efficacy and
biodiversity uniqueness and variety. measurable outcomes, particularly in terms of monetary
metrics.
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Two of our conservation staff planting tree seedlings to
preserve the ecosystem as a habitat for biodiversity.
Forest Management and Protection • SMART Patrol Method: Our security guards patrol
our planted area and the area inside our borders,
Our Sustainability Policy encompasses the principles of while our conservation area is patrolled by our
‘No Deforestation, No Peat, and No Exploitation’ (NDPE). conservation personnel and well-trained security
We refrain from developing primary forests, focusing guards.
instead on their preservation. In line with RSPO protocols, • Analytical productivity evaluations for each
areas independently recognized as High Conservation smallholder provider to assess plausibility of no
Values (HCV) and High Carbon Stock (HCS) will not deforestation. If results are questionable, ground
be cleared for oil palm planting. Any development of checks, including drone mapping, are conducted.
identified HCV and HCS areas related to legacy instances • Continuous satellite monitoring provided by Global
will strictly follow RSPO standards. These commitments Forest Watch, combining GLAD (Global Analysis
are a crucial part of our strategy to minimize emissions and Discovery) and RADD (Radar for Detecting
from land-use changes and progress towards carbon Deforestation) systems to identify deforestation
neutrality, include the preservation of ecosystem as within our specified area of interest. The system
habitat for the surrounding biodiversity. alerts us to potential deforestation, triggering field
investigations. The total area covered by this system
To ensure that there is no deforestation in our sites, is 995,200 hectares, with a coverage radius of 10
conservation areas, and those of our suppliers, we kilometers from our area boundaries.
employ various monitoring activities: • Satellite images obtained from Landsat and Sentinel
• Socialization with surrounding communities to raise 1&2 are processed using algorithms developed by
awareness and foster collaboration in conservation ANJ in cooperation with experts from the University
efforts. of Amsterdam.
• Conducting area-wide drone mapping at least once a • Involvement of environmental officials and police to
year to assess land use and detect changes. combat illegal logging, poaching and land clearing by
• Drone mapping of specific areas of interest when fire (slash and burn practices) and careless behavior
questions arise or incidents occur, providing targeted that may result in forest fires.
insights. • Legal action against illegal loggers, poachers,
• Real-time hotspot satellite monitoring, as performed traders of endangered animals or other activities
by RSPO and other stakeholders, to detect potential posing environmental risks.
fire occurrences.
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Our organization maintains a strict commitment to Our organization maintains strict adherence to the
remediate any deforestation or forest land conversion precautionary principle across all operational activities.
that has occurred within our operational areas since Prior to establishing new oil palm plantations, we
January 1, 2019, which marks the establishment of fulfill comprehensive requirements established by
our zero-deforestation policy. This commitment was the Roundtable on Sustainable Palm Oil's (RSPO) New
subsequently codified in our Sustainability Policy, Planting Procedure (NPP). This process encompasses
enacted on October 31, 2019. Furthermore, we have multiple critical assessments conducted by independent
established specific requirements for our third-party FFB external specialists that accredited by the HCVRN’s
smallholder suppliers, mandating the cessation of all Assessor Licensing Scheme (ALS). The study including:
illegal deforestation and land conversion activities from Social and Environmental Impact Assessment (SEIA),
December 31, 2020, onward. Non-compliance with these integrated High Conservation Value (HCV) and High
requirements will result in the immediate termination of Carbon Stock Approach (HCSA) assessment, Land
our FFB purchasing agreements with such suppliers. To Use Change Analysis (LUCA), soil suitability surveys,
strengthen biodiversity and habitat protection awareness, and Greenhouse Gas (GHG) emissions evaluations.
our organization implements systematic outreach All assessment must be evaluated by the HCVRN and
programs targeting employees, local communities, and formally submitted and validated by RSPO before the
schools within and adjacent to our concession areas. commencement of any development activities. Our
“Sekolah Konservasi” (Conservation School) program, development strategy explicitly prioritizes the utilization
launched in 2023, represents our flagship initiative for of low-risk areas while designating high-risk zones
fostering environmental stewardship among younger for conservation purposes, ensuring environmental
generations. This educational program integrates protection remains paramount in our expansion
standard school curricula with ANJ's practical decisions. (GRI 2-23, GRI 304-3)
experience in environmental impact mitigation.
As of January 1, 2016, we do not initiate new planting
The program's effectiveness was demonstrated in 2024 on peatlands of any depth, and any newly identified
through a strategic partnership between SMM and the peatlands within our undeveloped concession areas are
Environmental Agency of East Belitung (DLH Belitung immediately designated as conservation zones. This
Timur). This collaboration has enabled the expansion policy aligns with the Roundtable on Sustainable Palm
of Environmental Education campaigns across multiple Oil (RSPO) regulations and the Principles & Criteria of
educational institutions throughout the East Belitung November 15, 2018, which prohibit the development and
Regency, receiving significant stakeholder endorsement. mandate the sustainable management of peatlands.
Government regulations also require that peatlands be
An independent assessment conducted in early 2020 managed as High Conservation Value (HCV) areas due
identified that between January 1, 2016, and December to their environmental functions and significance in the
31, 2018, a total of 2,958.51 hectares of High Carbon absorption of greenhouse gas (GHG) emissions.
Stock (HCS) areas were converted for oil palm cultivation
across three operational sites: SMM, PMP, and PPM. Prior to the 2016 ANJ peatland policy, peatland cultivation
In response to these findings, we implemented a was established at ANJAS and KAL estates, which
comprehensive HCS Recovery Plan in April 2020. The currently maintain operational status. These estates
cornerstone of this remediation strategy involved the comprise a total peatland area of 9,606.31 hectares,
allocation of 3,518 hectares within our Southwest Papua constituting 57% of the total plantation area. In line with
concession as a dedicated recovery site. This allocation our environmental commitment, we have designated 986
was subsequently expanded in 2021 with the addition of hectares for conservation, distributed between KAL (786
8.3 hectares of forested land. (GRI 304-3) hectares) and ANJAS (200 hectares). The operational
peatland areas are managed in strict compliance
A significant milestone was achieved in 2022 when government regulatory oversight and Roundtable
we secured formal endorsement from the Maybrat on Sustainable Palm Oil (RSPO) best management
Regency government to execute our HCS Recovery practices.
Plan. Throughout 2024, our organization has maintained
rigorous monitoring of these conservation initiatives,
focusing on three primary objectives: enhancement of
biodiversity within the recovery zone, optimization of
carbon sequestration capacity and development of a
reproducible framework for sustainable conservation
management. (GRI 304-3)
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A comprehensive hydrological management system Peat mounding is also utilized to prevent plants from
is implemented across our peatland operations to becoming waterlogged. Effective water management
maintain optimal water table levels. These systems in our peatland areas is crucial for reducing the risk of
include water gates, stop bunds, closed canals and fire, minimizing peat oxidation and preventing ground
monitoring wells. This precision-controlled system subsidence, thereby contributing to the overall health
effectively prevents both desiccation and inundation of and sustainability of these ecosystems.
peat soils, ensuring sustainable soil moisture conditions.
One of our staff checking water reservoir in our plantation
in Ketapang, West Kalimantan.
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FEATURE STORY
Sekolah Konservasi:
Educating the Next Generation
of Environmental Stewards
A conservation staff member shares stories with children
at “Sekolah Konservasi”.
All of ANJ's subsidiaries are committed to preserving In the classroom, children learn about the causes and
the Earth through various sustainable initiatives, one of impacts of climate change. However, what makes this
which is the innovative "Sekolah Konservasi" program. program unique is their active involvement outside the
This program not only focuses on environmental classroom, such as learning about local flora and fauna,
education but also empowers children to become change planting trees, and learning about waste management
agents who care for and take responsibility for nature. aimed at reducing pollution. These hands-on experiences
equip them with practical skills that enable them to
By integrating sustainability into every aspect of its contribute to conservation efforts.
operations, ANJ not only aligns with the Sustainable
Development Goals (SDGs) but also paves the way for a The Sekolah Konservasi program has grown significantly
harmonious world where prosperity and environmental since its inception in 2021. With the number of students
stewardship go hand in hand. The innovative "Sekolah involved increasing from 35 in 2021 to more than
Konservasi" program is concrete evidence of ANJ's 400 students across 38 schools in 2024, the program
dedication to creating a greener and more sustainable now spans various locations around the company's
future. operational areas, including North Sumatra, East
Belitung, West Kalimantan, and Southwest Papua. This
Sekolah Konservasi is designed to instill environmental success is attributed to strong partnerships with various
awareness and responsibility in children from an early parties, including environmental organizations, the
age. Through an approach that combines classroom government, and local communities.
education with direct involvement in conservation
activities, this program provides a deep understanding By working with various stakeholders, such as
of environmental issues, such as biodiversity, climate government bodies and environmental organizations,
change, and sustainable resource management. ANJ has successfully scaled the program. The success of
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A group of “Sekolah Konservasi” children are reading conservation
comics accompanied by our staff.
"Sekolah Konservasi" is a testament to ANJ’s dedication Conservation Agency (BKSDA), and Tropenbos
to shaping future generations that value and protect Indonesia, ANJ has built an ecosystem conducive to
the environment, fostering a deep connection between environmental conservation. The results of this program
people and nature. not only strengthen environmental awareness but also
encourage collaboration and synergy between various
Schools participating in this program not only gain parties to preserve nature.
educational benefits but also engage directly in
conservation efforts that benefit their surrounding Sekolah Konservasi is expected to continue to grow
environment. In this regard, the Sekolah Konservasi and provide long-term positive impacts for children,
program serves as a bridge connecting theory with real communities, and the environment. This program is
action, encouraging students to become individuals who an essential investment in shaping a generation that
care for and are responsible for the sustainability of our cares about the sustainability of the Earth. With strong
planet. commitment and concrete steps, ANJ believes that
early conservation education will bring about significant
This program provides benefits to the children involved change, creating a greener and more sustainable world.
and also creates a wide-ranging impact on the Sekolah Konservasi is concrete evidence that holistic,
surrounding communities. By involving the community action-based environmental education can foster a
and collaborating with various organizations such as sense of responsibility for nature and shape a better
Conservation International, the Natural Resources future for the Earth.
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The Fire Department team provides fire handling
training to female employees and employees' wives to
make them more alert and prepared.
Fire Management and Prevention
Wildfires pose a significant operational risk to our Our comprehensive fire risk assessment protocol
oil palm plantations, particularly during prolonged incorporates historical incident data and vulnerability
dry seasons and El Niño events, resulting in severe metrics to identify high-risk zones within our operational
financial and environmental consequences, including areas. Based on this systematic evaluation, our
substantial greenhouse gas emissions. These fires often Ketapang operations in West Kalimantan (KAL) have
originate from slash-and-burn land clearing practices been designated as a priority region for enhanced fire
still employed by certain companies, farmers, and local prevention and management measures. Furthermore,
communities. Fires that initiate beyond our operational ongoing demographic expansion and economic
boundaries can readily spread into our concession development, coupled with global warming impacts,
areas. Additionally, vegetation fires may occur within our have elevated fire risk levels across our other operational
smallholder suppliers' cultivation areas. sites. These sites have been prioritized according to
risk severity as follows: ANJAS, followed by PPM, PMP,
Our Sustainability Policy establishes a strict Zero Land ANJAP, SMM, and ANJA.
Burning commitment, adhering to prevailing laws and
regulations as well as RSPO, ISPO, and ISCC certification Based on the results of our fire risk assessment,
standards. We implement rigorous supplier selection we have developed an Integrated Fire Management
protocols to ensure compliance with RSPO and ISPO (IFM) system, which is a cross-departmental and
operational standards throughout our supply chain. Our fully integrated approach encompassing prevention,
fire prevention and management framework targets mitigation, preparedness, early detection action, and
zero fire incidents across our concession areas, plasma response. As forest fires are most commonly caused by
smallholder zones, and conservation regions. human activities, our primary focus is on prevention and
mitigation strategies. To this end, we conduct community
socialization efforts to raise awareness about fire
safety and risks. Additionally, we invest in community
development initiatives to transition people away from
slash-and-burn farming practices, aiming to minimize
the occurrence of uncontrolled forest fires, particularly
during drought seasons.
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Our integrated fire monitoring system employs a multi- Our company maintained an exemplary record of
tiered detection approach. At the macro level, we utilize zero forest or land fires within our concession areas
satellite-based hotspot monitoring for early detection, throughout 2024, reflecting our robust fire prevention
complemented by ground-level surveillance through protocols and vigilant monitoring systems. Despite this
strategically positioned fire towers and Unmanned internal success, our vigilance extended beyond our
Aerial Vehicle (UAV) operations. The Integrated Fire boundaries, where we identified 44 fire incidents in
Management (IFM) system provides comprehensive surrounding areas through our comprehensive detection
predictive analytics, delivering daily, weekly, and monthly strategy combining ground patrols and remote hotspot
hotspot forecasts directly to each plantation site. monitoring.
Our emergency response framework encompasses These external fire events presented significant
two specialized teams. The Rapid Response Team, ecological risks that prompted immediate action from
comprising trained firefighting personnel, maintains our Emergency Response Team. The team mobilized
continuous readiness to address fire incidents upon resources to address all 44 fire points surrounding our
detection. Additionally, we have established an concessions, effectively managing incidents across a
Incident Management Team (IMT) that can be activated total affected area of 54.83 hectares. Our subsidiaries
immediately following incident reporting to coordinate in West Kalimantan and Bangka Belitung regions
broader response efforts. demonstrated particularly notable performance, leading
the majority of these external firefighting interventions.
ANJ maintains comprehensive firefighting infrastructure
across all estates, supported by specialized personnel The successful containment of all identified fires
and equipment. Each operational site is equipped with stemmed from our integrated response approach, which
a professional firefighting unit and essential firefighting leverages the combined capabilities of our specialized
assets, including fire engines and portable water pumps. Emergency Response Team (ERT), Conservation Team,
Strategic locations are additionally outfitted with rubber and structured community partnerships, particularly
boats to enhance response capabilities in challenging through the Fire Care Farmer Groups. This collaborative
terrain. All firefighting equipment adheres to rigorous model has proven remarkably effective in rapidly
safety standards to ensure optimal protection for our controlling outbreaks before they could escalate into
response personnel and stakeholders. larger environmental threats.
Our emergency response capabilities extend beyond Central to our fire management strategy is our investment
our operational boundaries as part of our community in formalized stakeholder engagement frameworks. Our
engagement framework. ANJ's firefighting resources are West Kalimantan subsidiary exemplifies this approach
regularly deployed to assist neighboring communities through its established memorandum of understanding
during flooding and other emergency situations, for fire protection and control in Ketapang Regency. This
demonstrating our commitment to regional disaster agreement creates a coordinated response network
resilience and community partnership. between private sector companies operating throughout
the regency and community-based fire awareness
To ensure long-term sustainability of our fire management groups, establishing clear protocols for joint action when
initiatives, we have implemented a comprehensive fires are detected.
stakeholder engagement framework that actively
involves local communities. This framework operates Our experience throughout 2024 reinforces the value of
through two key programs: the smallholder farmer this community-integrated approach to environmental
firefighting groups (Kelompok Tani Peduli Api/KTPA) and risk management, where company resources and local
Desa Mandiri programs, which provide performance- knowledge combine to create a more resilient and
based incentives to villages that successfully implement responsive fire prevention system across the broader
fire prevention and management protocols. landscape.
Our collaborative network extends to multiple
stakeholders, including local authorities, community
organizations, private sector, and law enforcement
agencies (police and military forces). We maintain
strategic partnerships with local fire departments
whose personnel have received specialized Forest Fire
Management training from Manggala Agni, the dedicated
forestry firefighting unit established by the Ministry of
Environment and Forestry.
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FEATURE STORY
Fire Defense Hub:
Transforming Threats Into Opportunities
A firefighter monitoring hotspots
from the top of a fire tower.
Every dry season, the vast peatlands of Ketapang At the core of this initiative is resilience. The farmer
Regency, West Kalimantan, become highly susceptible firefighting group (Kelompok Tani Peduli Api or KTPA), in
to fires. Spanning over a million hectares, these lands collaboration with the local fire department (DAMKAR),
dry out and become easily flammable, making wildfires works to detect and control fire threats before they
a recurring challenge. The fires not only destroy trees escalate. Equipped with training and resources,
and wildlife but also disrupt livelihoods, pollute the air these teams play a crucial role in protecting both the
with thick smoke and leave the land barren. In response environment and the community. However, the impact
to these challenges, a structured initiative called "Fire of the "Fire Defense Hub" extends beyond firefighting.
Defense Hub" was introduced by KAL, focusing on both Not only does it aim to reduce fire incidents, but it also
fire prevention and community empowerment. focuses on empowering local communities, particularly
those who have been most affected by recurring fires.
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Furthermore, recovering from a fire is just as challenging as preventing one.
Recognizing this, KAL has introduced sustainable economic initiatives to support
local communities. Pineapple cultivation, along with intercropping of cassava and
soybeans, provides alternative sources of income. In addition, the program offers
training in food processing, allowing residents to turn their harvests into marketable
products such as pineapple syrup, dodol (traditional sweets) and jam. These products,
developed through community business groups such as "NOLAK" and "PUNYE KITE,"
help improve economic stability and create new opportunities for growth.
Beyond economic development, education and awareness are also key components
of the "Fire Defense Hub." Fire prevention programs are conducted in health centers
(posyandu) and schools, ensuring that younger generations understand fire hazards
and the importance of conservation. At the same time, community-led biodiversity
documentation efforts help protect and promote local flora and fauna, fostering a
stronger connection between people and their environment.
As a result, the "Fire Defense Hub" has positively impacted 143 individuals from
vulnerable groups. Many who previously had limited options now have new skills and
economic opportunities. What was once a recurring disaster has been transformed
into a chance for growth and resilience, demonstrating that challenges can be met
with practical solutions.
Ultimately, the story of Ketapang highlights the power of collaboration, community
engagement and proactive planning. By addressing both the immediate risks of
wildfires and the long-term needs of local communities, this initiative is creating a
more sustainable and secure future—one where fire no longer dictates the fate of the
community but instead serves as a catalyst for positive change.
A group of women showcasing their
homemade pineapple jam from the 'Fire
Defense Hub' economic empowerment
program.
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Committing to Sustainable Water Practices
Understanding that water is a vital, finite resource We also emphasize the importance of managing
shared by all, we recognize our responsibility in wastewater and effluents from our operational activities
managing it wisely. Our commitment to responsible to prevent contamination of water sources used by local
water management is driven by the awareness that communities. Water pollution and scarcity can trigger
local communities depend on this essential resource for potential health issues. Such situations highlight the
multiple purposes - from crop irrigation to daily drinking need for sustainable water management practices to
and sanitation needs. As we conduct our commercial protect environmental quality, maintain harmonious
operations, we remain focused on ensuring our water relationships with surrounding communities, and ensure
usage does not impact the communities' access to the well-being of all stakeholders. This approach not
clean water, maintaining a careful balance between only contributes to operational sustainability but also
operational needs and community welfare. reinforces the company’s environmental and social
responsibility.
Our Sustainability Policy and Environmental Policy
affirm our commitment to ensuring the availability of
sufficient and high-quality water, both to support our
operational activities and, more importantly, to meet the
needs of surrounding communities and stakeholders. In
this effort, we set a water use intensity target of 1 ton of
water per ton of Fresh Fruit Bunches (FFB) processed.
In 2024, we successfully achieved a water use intensity
of 0.89 tons (or cubic meters) per ton of FFB processed,
demonstrating progress aligned with resource efficiency
and sustainability principles. This commitment reflects
our efforts to integrate sustainability into every aspect of
our operations while contributing to the preservation of
water resources. (SEOJK16-F.8, GRI 303-1)
As part of its climate change adaptation strategy, ANJ
has implemented a comprehensive water management
system in the KAL area through the construction of
interconnected water reservoirs. These reservoirs are
strategically linked by a network of canals, ensuring
reliable water distribution across the region. The
infrastructure serves as a critical defense against El
Niño-induced droughts, which have become increasingly
frequent and severe. Beyond drought mitigation,
the system provides essential water supply for fire
prevention, particularly crucial during dry seasons
when fire risks are heightened. The reservoirs also
support local biodiversity conservation efforts while
meeting the daily water needs of both ANJ's operations
and surrounding communities. Through this integrated
approach, ANJ demonstrates its commitment to
environmental sustainability and community resilience
in the face of climate challenges. The project exemplifies
how infrastructure investments can create shared value
for both business operations and local ecosystems.
(SEOJK16-F.8)
The water reservoir functions to deal with fires
in and around the plantation area.
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Table 27. Water Intensity (Palm Oil) (SEOJK16-F.8)
Improvement compared to base year of 2020
Water Usage
Year M /Ton FFB
3
M /Ton CPO
3
Water intensity per ton Water intensity per ton
(M3)
FFB CPO
2024 1,107,838 0.89 4.51 (23.07)% (20.38)%
2023 1,334,672 0.97 4.71 (16.27)% (17.02)%
2022 1,492,747 1.09 5.41 (6.23)% (4.53)%
Table 28. Water Intensity (Edamame & Sago) (SEOJK16-F.8)
Water Usage
Year Sector M3/Ton Product
(M3)
Edamame* 59,450.00 0.89
2024
Sago 317,018.30 0.97
Note:
* Edamame is our business unit that is located in water-stress area.
Our water impact monitoring and reporting efforts are We rely entirely on fresh surface water with a total
strategically concentrated on our palm oil operations, dissolved solids content of less than 1,000 mg/L,
where water management is identified as a material sourced from rivers, rainwater reservoirs, and rainwater
topic. While we maintain operations in sago and edamame harvesting systems. All our freshwater needs are met
production, along with residential areas and office from surface water sources, primarily rivers, which
facilities, these units are not currently included in our can sustainably support our factory operations. To
water impact assessment scope. This focused approach ensure efficiency and sustainability in water usage, we
allows us to prioritize monitoring and improvements in have installed flowmeters at our locations to monitor
our most water-intensive operations within the palm oil and measure water withdrawal volumes. We also
sector. (GRI 303-1) use an employee headcount approach at several of
our locations to calculate water consumption in our
operational areas, assuming water needs of 120 liters/
person/day. This water resource management requires
internal oversight and coordination with stakeholders
beyond our jurisdiction. Therefore, a landscape-based
approach is key to maintaining ecosystem balance and
environmental sustainability. After use, wastewater is
managed in accordance with applicable regulations
before being released back into the environment.
Specifically for Palm Oil Mill Effluent (POME), this
waste is treated first so it can be reused, supporting
circular economy principles and resource efficiency.
(SEOJK16-F.8, GRI 303-1, GRI 303-2)
Two employees are adjusting
the POME flowmeter.
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Table 29. Total Water Withdrawal, Discharge and Consumption (Palm Oil) (in megaliters per year)
(GRI 303-3, GRI 303-4, GRI 303-5, SEOJK16-F.13)
Saving at WTP WATER USAGE INDUSTRY
Total
Year & Distribution Consumption for Consumption for
withdrawals Total Discharge
for Domestic processing land application
2024 2,576.95 1,469.11 217.20 665.44 225.20
2023 3,012.07 1,677.40 279.52 851.37 203.79
2022 2,452.43 959.68 694.37 735.21 63.17
Table 30. Total Water Withdrawal, Discharge and Consumption (Edamame and Sago) (in megaliters per year)
(GRI 303-3, GRI 303-4, GRI 303-5, SEOJK16-F.13)
Saving at WTP & WATER USAGE INDUSTRY
Total
Year Sector Distribution for Consumption for
withdrawals Total Discharge
Domestic Processing
Edamame* 118.22 58.77 11.89 47.56
2024
Sago 364.29 47.27 181.86 135.16
Note:
* Edamame is our business unit that is located in water-stress area.
As part of our annual business risk review, we conduct This information serves as a crucial foundation for
comprehensive assessments of water availability our water management strategy, enabling us to
in river basins across all our operating sites. These ensure the sustainable and responsible utilization of
assessments evaluate watershed capacity, monitor water resources in every aspect of our operations.
water flow patterns, and track water level fluctuations. (GRI 303-1, GRI 303-2, GRI 303-3)
By analyzing both site-specific data and national water
trends, we develop targeted mitigation strategies to To minimize water pollution risks, we implement
address various water-related challenges. Our response comprehensive strategies to maintain water quality and
includes constructing water gates for flood prevention protect the environment (GRI 303-2, POJK51-F.14):
and establishing water catchment systems in drought- 1. Wastewater Treatment - All factory wastewater
prone areas. This systematic approach enables us to undergoes processing in specialized treatment
formulate effective short-term and long-term water facilities to meet quality standards before release to
management strategies, particularly in response to the environment.
extreme weather events. (GRI 303-1) 2. Controlled Waste Management - Our waste disposal
facilities are designed with enclosed systems and
Based on the assessment from World Resource strategically located away from water sources to
Institute's Water Risk Atlas, almost all of our operational prevent contamination.
areas are located in low water stress areas. Only one 3. Responsible Fertilizer Application - We employ precise
area falls under the high-water stress category, which fertilization techniques to prevent runoff that could
is our edamame business unit in Jember. However, we contaminate nearby water sources.
have implemented several strategic measures to wisely 4. River Buffer Zone Protection - We maintain ecosystem
manage water usage and optimize our production: balance by restricting agricultural activities in river
1. Brine Water Recycle, for efficient water use in buffer zones, reducing erosion risks and runoff
production. We ensure that water used in the brine pollution.
process is reprocessed. 5. Monitoring Well Installation - We ensure proper
2. Water Reuse in the edamame washing process, waste management through strategic placement of
we ensure that water used from the drum washing monitoring wells around disposal areas, absorption
process or initial process to the final process can be zones, and potential impact points within and around
reused for the same washing cycle. our operational facilities. These wells monitor the
environmental impact of liquid waste utilization
in Land Application, Composting, and Domestic
Wastewater Treatment Plants.
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Through these measures, we are committed to preserving sustainable water resource management, and detect
water resources and ensuring environmentally friendly and address any deviations from expected patterns.
operations. Through these independent water management
initiatives, we demonstrate our dedication to responsible
These steps reinforce our compliance with regulatory water stewardship and conservation of water resources.
requirements and environmental quality standards, (GRI 303-1, GRI 303-2)
including BOD, COD, pH, and other parameters as
stipulated in Ministry of Environment Regulation No. Our supply chain primarily consists of independent
5 of 2014. We have obtained wastewater discharge small-holder farmers who provide Fresh Fruit Bunch
permits based on technical assessments that consider (FFB). These farmers focus solely on palm cultivation
the pollution load of the receiving water body. Our and do not operate processing mills, which means their
wastewater sample testing is conducted by third-party water usage is primarily for basic agricultural needs.
external laboratories accredited by KAN and registered While their water consumption during cultivation is
with the Ministry of Environment (KLH), ensuring the currently difficult to measure and manage precisely,
accuracy of our testing results. (GRI 303-1, GRI 303-2) we remain committed to promoting sustainable
practices among these suppliers. We actively guide our
To ensure sustainable water availability, we implement smallholder partners in implementing sustainable palm
various water conservation initiatives designed to oil practices, with a particular focus on responsible water
optimize usage and preservation: management. This includes providing education on
1. Utilization of Reservoirs and Rainwater Harvesting – proper land selection and cultivation techniques aligned
We construct reservoirs and rainwater harvesting with RSPO standards, such as avoiding cultivation on
systems to store water reserves that can be used steep terrain and flood-prone areas. We extend our
during the dry season. water conservation efforts beyond farming practices by
2. Water Recycling in Production – We maximize the working closely with local communities to protect water
reuse of water in operational processes to reduce quality in their areas. This includes raising awareness
dependence on freshwater sources. about the importance of keeping water sources free
3. Water Source Preservation – We actively protect from household waste contamination. Through these
and maintain the sustainability of water sources to comprehensive engagement efforts with both farmers
ensure long-term availability. and local communities, we strive to ensure sustainable
4. Infiltration Wells for Groundwater Recharge – We water resource management throughout our supply
build infiltration wells to help maintain groundwater chain ecosystem. (GRI 303-1)
balance and naturally recharge aquifers.
5. Water Savings through Boiler Blowdown Reuse – We ensure that reused water meets strict standards
We reuse boiler blowdown water in mill production and regulations. Every 3 to 6 months, we collect
processes to reduce raw water intake from natural water samples and compare them with baseline data
sources. from the AMDAL assessment. This process enables
6. Boiler Water Capture Using Steam Traps – We utilize us to verify compliance with regulatory parameters,
steam traps to prevent water loss and reduce water ensure responsible water management, and maintain
consumption by reusing captured steam. environmental balance. This commitment reflects our
dedication to preserving water quality and supporting
Through these initiatives, we are committed to the sustainability of natural resources. (GRI 303-2)
responsible water management, maintaining ecosystem
balance, and supporting water resilience for the future. In our commitment to responsible water management,
we adhere to comprehensive regulatory standards
We independently manage and monitor our water established by the Ministry of Environment and Forestry
resources through a systematic data collection process. and the Ministry of Health. These standards guide our
Our approach includes daily and monthly data collection water discharge practices, particularly when specific
to track water usage patterns and key metrics. Through regional government requirements are not in place.
regular monthly reports, we identify trends and compare Our compliance framework is further informed by the
them against established benchmarks. While we Environmental and Social Impact Assessment (AMDAL)
currently rely on manual data collection methods, we document, which provides baseline parameters specific
maintain rigorous analysis of all measurements. This to each operational area. Through these systematic
ongoing monitoring and analysis enable us to make monitoring and compliance efforts, we demonstrate our
data-driven decisions about water usage, identify dedication to environmental stewardship and sustainable
opportunities for efficiency improvements, ensure water management practices. (GRI 303-2)
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The ANJ Group manages six oil palm We employ a comprehensive treatment
plantations, with palm oil mills operating at process for Palm Oil Mill Effluent (POME)
five locations. While our primary output is from our mills, beginning with anaerobic
Crude Palm Oil (CPO), we also produce Palm pond treatment followed by aerobic pond
Oil Mill Effluent (POME) during the milling processing. We have diversified our POME
process. This liquid byproduct serves dual utilization methods across our concessions,
benefits - it contains nutrients beneficial with two locations incorporating it into
for plant growth and can be converted into composting processes while others apply
electrical energy through biogas production. it directly for soil enrichment. To advance
our wastewater management capabilities,
In our commitment to environmental we launched an innovative trial in 2022
management, we utilize Palm Oil Mill using geotube technology to capture POME
Effluent (POME) as a valuable nutrition sludge. Analysis revealed this captured
source for our plantations, following sludge contains significant nitrogen levels,
technical studies and obtaining technical making it valuable as a potential organic
approval from the government. Among the fertilizer source. Building on this success, we
many quality parameters, we prioritize expanded our sustainable practices in 2024
monitoring wastewater parameters based by establishing a composting unit at ANJA
on assessment results and applicable Binanga. This facility serves dual purposes
regulations. This application strictly adheres namely optimizing production wastewater
to quality standards, maintaining a Biological utilization while reducing our dependence on
Oxygen Demand (BOD) below 5,000 and inorganic fertilizers, ultimately decreasing
pH levels between 6-9, ensuring safety environmental pollutant loads. These
and effectiveness in our operations. Water initiatives reflect our ongoing commitment
quality management at ANJAS focuses on to transforming wastewater products into
monitoring BOD, COD, Oil & Grease, Total valuable resources while minimizing our
N, and pH parameters. While regulatory environmental impact through innovative
standards require a BOD level of 100 mg/L solutions.
for water released into the environment, we
have set a more ambitious internal target of In our water management system, domestic
95 mg/L. Our efforts have proven successful, wastewater undergoes different treatment
as demonstrated by our 2024 performance approaches based on its characteristics
where we achieved a BOD level of 91.5 mg/L, and location. The majority of our domestic
exceeding both regulatory requirements wastewater is processed through wastewater
and our internal targets. Through these treatment plants to ensure it meets regulatory
stringent practices and continuous quality standards before being released into
monitoring, we maintain high environmental surface water streams or ponds. However, in
standards while maximizing the agricultural certain areas where the domestic wastewater
benefits from our water resources. is verified to be free from pollutants and
(GRI 303-1, GRI 303-2, GRI 303-4) contaminants, direct release is permitted
without treatment. Our commitment to
Within the ANJ Group's palm oil mills, ANJAS responsible water management is reflected
stands unique as the only facility that releases in our 2024 performance, where all operating
Palm Oil Mill Effluent (POME) into surface units achieved full compliance with water-
water bodies. To ensure responsible discharge related regulations, maintaining a perfect
management, we implemented the SPARING record with zero non-compliance incidents
system in 2023, an automated monitoring reported.
technology mandated by the Ministry of
Environment. This system conducts real-time
monitoring at our waste outlet points before
disposal, providing automated recording and
reporting of effluent data. This advanced
monitoring approach demonstrates our
commitment to maintaining environmental
compliance and transparency in our water
management practices. (GRI 303-2)
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Geo Tube in AANE, East Belitung.
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PEOPLE 132 Our Diverse and Inclusive Workforce 138 Fair and Responsible Recruitment Practices 140 Empowering Employees' Growth and Skills 148 Championing Diversity and Women's Empowerment 152 Protecting the Rights of Workers and Children 160 Achieving Comprehensive Protection for Workers' Health and Safety 170 Engaging and Empowering Local Communities 130 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk. PEOPLE 2024 Sustainability Report 131
Page 134
PEOPLE Our Diverse and Inclusive Workforce ANJ's sustainability policy prioritizes the well-being of our workforce. We are committed to creating an optimal working environment for employees, focusing on their health, safety and comfort. This includes providing a safe and healthy workplace where every individual is valued and their rights as workers are respected. We also foster a culture of continuous learning and personal development throughout employees' careers. Our dedication to these principles reflects our belief that the success of our organization is intrinsically linked to the well-being and growth of our employees. A group of female employees are preparing themselves before carrying out the upkeep process on oil palm plants. 132 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
As of December 31, 2024, ANJ’s workforce comprised Furthermore, we conduct internal wage benchmarking
9,666 individuals. Of this total, 7,990 employees (82.7%) that considers industry-specific compensation standards,
were male, while 1,676 (17.3%) were female. In terms regional cost of living variations, company performance
of employment contracts, 8,956 employees (92.7%) held metrics and total compensation packages, including
permanent positions, reflecting a strong foundation of monetary and non-monetary benefits. The non-monetary
long-term workers. Meanwhile, 710 employees (7.3%) benefits that significantly enhance the living standards of
were employed under fixed-term contracts, providing our employees and workers include housing, healthcare,
flexibility in workforce management. ANJ's employment education, staple food, transportation and childcare for
model does not include daily workers and part-time employees and their family. (GRI 13.21.3)
workers.
The ratio of the lowest employee salary across
A breakdown of our workforce by business segment all operational areas to the regional minimum
shows that the palm oil sector employs the majority, wage is 1:1 (100% compliance). By adhering to this
accounting for 89.9% of our total workforce. The frozen principle, the Company not only complies with legal
vegetable division follows with 8.8%, while the sago unit standards but also reinforces its dedication to the
employs 1.2%. The remaining 0.2% of employees are well-being and equitable treatment of its workforce.
distributed across various other business segments and (GRI 13.20.1, SEOJK16-F.20)
corporate offices, illustrating the diverse scope of our
operations.
ANJ utilizes the services of 3,253 outsourced employees
provided by third-party contractors. These contractors
are responsible for the management and recruitment of
these outsourced workers and have a direct contractual
relationship with them. These non-employee workers
typically work as:
• Maintenance workers: Responsible for road, garden
and housing upkeep.
• Seasonal workers: Supporting plantation upkeep
during peak seasons. (GRI 2-7, GRI 2-8)
The data presented reflects the number of outsourced
workers at the end of the reporting period and is based
on the headcount method (FTE). The 39% increase
in outsourced workers from the previous year was
primarily due to special project initiatives to deal with
pests & diseases during year end. We regularly monitor
these figures to ensure that the workforce is aligned
with our operational needs and strategic objectives, as
well as to ensure fair and ethical employment practices.
(GRI 2-7, GRI 2-8)
The Company is strongly committed to upholding fair
labor practices, ensuring that all employees receive
compensation that meets or exceeds the minimum wage
mandated by government regulations, regardless of
gender, race, ethnicity, religion, age, cultural background
or disability status. This commitment encompasses
every level of our workforce, ensuring that even entry-
level salaries at each of our operational sites meet or
surpass the government-established minimum wage.
One of our harvesting employee is pushing a wheelbarrow filled
with fresh fruit bunches (FFB) to be placed in the collection area
before being transported to the mill.
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ANJ guarantees leave rights for all employees as part During 2024, 20 female employees took maternity
of its commitment to their well-being. Every employee leave and 111 male employees took paternity leave.
is entitled to a minimum of 12 days of leave after 12 The return-to-work rate after parental leave ended and
consecutive months of service, in accordance with the that were still employed 12 months after their return-
Company Regulations. In addition, ANJ provides 90 to-work maternity leave was 90% for female employees
calendar days of maternity leave for female employees and 100% for male employees. All returning employees
and 2 days of paternity leave for male employees. resumed their respective positions. (GRI 401-3)
Employees who have worked for more than 5 years are
also entitled to additional annual leave.
Table 31. Total number of employees by gender, contract type and business location in 2024
(GRI 2-7, SEOJK16-C.3.b)
Female Male
Grand
2024 Location
Total Total Total
Contract Permanent Contract Permanent
PT. Austindo Nusantara Jaya Tbk. Jakarta 0 9 9 2 16 18 27
PT. Austindo Nusantara Jaya Boga Jakarta 0 1 1 0 4 4 5
North
Sumatra
Regional Office Medan and
and 4 60 64 14 90 104 168
Sorong
Southwest
Papua
Palm Oil
North
PT. Austindo Nusantara Jaya Agri 0 221 221 0 1,202 1,202 1,423
Sumatra
PT. Austindo Nusantara Jaya Agri North
0 194 194 1 1,042 1,043 1,237
Siais Sumatra
Bangka
PT. Sahabat Mewah dan Makmur 0 356 356 3 1,791 1,794 2,150
Belitung
West
PT. Kayung Agro Lestari 0 352 352 3 1,859 1,862 2,214
Kalimantan
South
PT. Galempa Sejahtera Bersama 0 2 2 1 13 14 16
Sumatra
Southwest
PT. Putera Manunggal Perkasa 1 76 77 2 757 759 836
Papua
Southwest
PT. Permata Putera Mandiri 0 31 31 4 586 590 621
Papua
Sago
Southwest
PT. ANJ Agri Papua 0 8 8 0 104 104 112
Papua
Edamame
PT. Gading Mas Indonesia Teguh East Java 317 44 361 358 127 485 846
Renewable Energy
Bangka
PT. Austindo Aufwind New Energy 0 0 0 0 11 11 11
Belitung
Grand Total 322 1,354 1,676 388 7,602 7,990 9,666
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Table 32. Employee Composition (SEOJK16-C.3.b, 2-7)
2024
Employee Composition
ANJ and Subsidiaries Male Female Total
Head Office Jakarta 18 9 27
Palm Oil 7,366 1,293 8,659
By Segment Sago 104 11 115
Others 502 363 865
Total 7,990 1,676 9,666
Director 9 3 12
General Manager (GM) 24 5 29
Manager 192 25 217
By Position
Staff 283 79 362
Laborers or Workers 7,482 1,564 9,046
Total 7,990 1,676 9,666
Master’s degree 19 10 29
Bachelor’s degree 559 187 746
Diploma 103 56 159
By Education
Senior/Vocational High School 3,022 378 3,400
Other 4,287 1,045 5,332
Total 7,990 1,676 9,666
Contract Workers 388 322 710
By Employment Status Permanent Staff 7,602 1,354 8,956
Total 7,990 1,676 9,666
Over 55 76 23 99
41-55 2,116 637 2,753
By Age 25-40 4,541 833 5,374
18-24 1,257 183 1,440
Total 7,990 1,676 9,666
Note:
All personnel data are collected from each business unit based on headcounts at the end of the reporting period for storage and analysis at the Jakarta headquarters.
In 2024, ANJ implemented a workforce optimization Prior to implementation, ANJ conducted comprehensive
strategy as part of its ongoing efforts to improve communication to employees regarding business
operational efficiency and strengthen focus on core achievements and the need for workforce optimization.
business activities. This strategy resulted in the The company ensures that severance payments are in
reduction of 277 employees. Our strategy is based on accordance with applicable regulations and complies
competency and organizational needs while respecting with all labor regulations and laws during this process.
diversity and inclusivity. This was shown by the increase
of female employees in 2024 compared to 2023. (GRI 2-7)
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FEATURE STORY
Embracing Diversity:
ANJ's Journey Towards Inclusivity
The RD DEI project team poses with Ariek Dimas, Participants in sign language training to support
a conservation comic illustrator. the RD DEI project in ANJ.
ANJ has taken concrete steps in creating an inclusive work ANJ's deep commitment to promoting diversity and inclusivity
environment through the RD (Responsible Development) DEI in the workplace. Through collaboration with Kerjabilitas,
(Diversity, Equity, and Inclusion) project, which focuses on a job search platform specifically targeting people with
involving people with disabilities. This project is not just about disabilities, ANJ expands opportunities and provides broader
meeting the requirements of Law Number 8 of 2016, which access for them to develop in the professional world without
requires companies to employ a minimum of 1% employees discrimination. With this step, ANJ not only opens opportunities
with disabilities, but is also part of ANJ's commitment to the but also strengthens inclusive values.
principles of diversity, equity, and inclusion. This initiative also
aligns with the company's sustainability efforts within the ESG As part of this effort, ANJ prioritizes the importance of internal
(Environment, Social, and Governance) framework. By launching knowledge and training to raise awareness about inclusivity.
this project in 2024, ANJ is not only focusing on fulfilling legal Through Indonesian Sign Language (BISINDO) training,
obligations but also aims to create a more diverse and inclusive ANJ employees involved in the RD DEI project are given the
corporate culture. opportunity to learn how to communicate more inclusively, thus
strengthening team engagement and collaboration. So far, ANJ
In the pilot project phase, ANJ successfully recruited two has successfully organized four BISINDO training sessions that
individuals with hearing impairments or deaf friends to join the not only open insights about the importance of inclusivity but
Corporate Communications and Sago & Edamame Commercial also show how more open communication can create mutual
departments. This is not just a step, but also tangible proof of respect in the workplace.
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PEOPLE
Additionally, ANJ continues to commit to creating positive impact Through this project, ANJ provides a real example of how
by combining diversity and environmental awareness in one diversity and nature conservation can be combined to create
innovative project. One of these is the creation of conservation- broader positive impact. Ariek hopes, "May this work inspire
themed comics involving people with disabilities in the creative more people to preserve nature and more companies to
process. These comics are then distributed to schools around follow ANJ's footsteps in implementing values of diversity and
the company's plantation operational areas, aiming to raise inclusion."
awareness about the importance of environmental protection
while introducing the values of inclusivity and diversity from an ANJ continues to strive to improve the effectiveness of the DEI
early age. project by seeking external perspectives, developing internal
policies related to recruiting people with disabilities, and
One of the individuals with disabilities involved in this project continuing BISINDO training. ANJ's commitment to continuing
is Ariek Dimas, a creator with physical disabilities, who is very innovation and enriching internal experience and insights
enthusiastic about the opportunity to collaborate in creating shows the company's dedication to creating a more inclusive
these conservation comics. Ariek shares his perspective, "I workplace and providing greater opportunities for people with
feel very valued being given the opportunity to collaborate with disabilities to contribute maximally.
ANJ. This is not just about creating artwork, but also sharing
important messages about protecting the environment." The success of this project can also be seen from the experience
of employees who directly feel its impact. One of them is Evant
Ariek also appreciates ANJ's efforts in creating an inclusive Christina, a deaf friend working in the Sago & Edamame
work environment, where every employee, regardless of Commercial team. Evant shares that ANJ has succeeded in
physical limitations, is given the opportunity to contribute. creating an inclusive work environment where every individual
He adds, "Despite my physical limitations, ANJ provides the feels valued and supported to develop.
flexibility and support I need, making me feel comfortable and
confident to actively contribute to this project." "The work environment at ANJ is very inclusive and supportive,
providing a sense of comfort and acceptance. I get support from
colleagues in the Sago & Edamame Commercial team as well
as from friends in other divisions in my work."
Evant also provides suggestions to make ANJ an even
more inclusive workplace. "To make ANJ a more inclusive
workplace for deaf friends, I suggest not hesitating to engage
in conversation or ask questions directly to deaf friends. Open
communication really helps in creating mutual understanding,"
she adds.
Through this DEI project, ANJ shows that diversity and inclusion
are not just goals, but values that can enrich company culture
and create positive impact for human life and nature. Going
forward, ANJ plans to expand collaboration with external
partners and continue to enrich internal experiences through
training and sharing sessions. With these steps, ANJ is not only
creating an example for other companies but also paving the
way towards a more inclusive work world.
Christy, one of the disabled people who works part-time
in the Commercial team.
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Fair and Responsible Recruitment Practices -
(GRI 13.20.1)
Morning assembly of employees led
by their foreman.
ANJ's comprehensive recruitment policy underscores our commitment to ethical
and transparent hiring practices. This policy, which is regularly reviewed and
updated, governs both internal recruitment and the selection of employment
agencies. It applies to all employment types, ensuring consistent standards for
direct employees, agency-supplied workers and part-time or temporary staff,
reflecting our ongoing commitment to fair labor practices.
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Key aspects of ANJ's recruitment practices include: In 2024, ANJ recorded an employee turnover rate of
• Ethical Recruitment Policy: This policy outlines 12.4%, with 1,228 employees out of the total workforce
our commitment to fair treatment of all candidates resigning. The reasons for employee resignation
and employees, covering a broad range of varied, including personal factors such as family
practices, including non-discrimination in hiring, matters, pursuing further education and focusing on
transparent communication of job requirements and personal health. In line with these dynamics, ANJ
compensation and respect for candidate privacy. also noted that 2,418 employees successfully attained
• Recruitment Fees: The policy clearly states that ANJ new positions within the company. This demonstrates
does not charge recruitment fees to job applicants. ANJ's commitment to internal career development and
This practice ensures that employment opportunities employee mobility, as well as efforts to fill strategic
are accessible to all individuals without financial positions with qualified talent. This data provides an
barriers, promoting equal opportunity. overview of employment dynamics at ANJ throughout
• Identity Documents: ANJ has a strict policy of not 2024, reflecting both challenges and opportunities in
retaining any personal identification documents, human resource management. (GRI 401-1, GRI 2-7)
such as passports or identity cards, by the Company
or any labor agents acting on its behalf.
• Written Contracts in Understandable Language:
Under ANJ's policy, all workers are provided with
written employment contracts in Bahasa or dual
language in Bahasa & English, where in general
our employees understand the use of Bahasa in
communicating. This practice ensures transparency
and clarity regarding the terms of employment,
including roles, responsibilities and rights.
• Application to Employment Agencies: ANJ's ethical
recruitment standards extend to any employment
agencies engaged in recruiting workers on behalf of
the Company. These agencies are required to comply
with ANJ's policies and commitments, ensuring a
uniform standard of ethical recruitment.
• Addressing Non-Compliance: ANJ has established
mechanisms to identify and address instances
of non-compliance with its recruitment policies
and commitments. This includes regular audits,
feedback channels for employees and applicants
and corrective action plans to remedy any issues
identified. Non-compliance is taken seriously, with
appropriate measures taken to prevent recurrence.
Through these practices, ANJ demonstrates its
dedication to ethical recruitment, ensuring that
all individuals are treated with dignity and respect
throughout the recruitment process. The organization's
approach not only aligns with legal and ethical standards
but also contributes to a positive and inclusive workplace
culture.
a General Manager giving instruction to his staff
in the morning assembly meeting.
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PEOPLE Empowering Employees’ Growth and Skills (404-2, SEOJK16-F.22) ANJ recognizes employees as its most valuable asset and places great emphasis on their training and career development. We aim to facilitate skills enhancement, support professional aspirations and ensure excellence in their roles. To achieve this goal, we provide comprehensive training and tailored professional development programs, which begin when new employees join the Company and continue throughout their tenure. This ongoing investment in professional growth not only contributes to the personal development of employees, but also enhances the skills and competencies of our workforce, which drives the success and innovation of our operations. The HRCM team conducts internal training to develop the capacity of employees at the ANJ Learning Center. 140 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
Our vision is to create a fair and inclusive work
environment that will not only encourage but also
actively support the individual growth of every team
member. This is implemented by providing access
to comprehensive training that equips them with the
hard skills necessary for their specific job functions
and the soft skills needed for effective communication,
leadership and teamwork. Regular training sessions are
designed to increase employee motivation, foster loyalty
and enhance performance over time, creating mutually
beneficial positive outcomes for individuals and the
Company.
Employee development is a top priority in ANJ's talent
management strategy. We prioritize internal promotion
and development of existing employees over external
recruitment. Targeted training and development
programs are essential in this process as they help
enhance employee competencies, facilitate their career
advancement and strengthen the Company's strategic
business capabilities and operational activities. Through
these efforts, we aim to ensure our workforce remains
agile, skilled and ready to face future challenges,
reinforcing our commitment to individual growth and
organizational success. (SEOJK16-F.18)
Recognizing the importance of the role of training and
education in personal and professional development,
we established the 17-hectare ANJ Learning Center
(ALC) in our Belitung operations area in 2014. ALC is a
state-of-the-art facility equipped with dedicated spaces
designed for teaching and learning, a comprehensive
As an organization that prides itself on having a diverse library and accommodation facilities capable of
workforce, we understand the importance of equitable housing up to 80 people. While ALC's primary focus is
access to training programs. Disparities in training to facilitate internal training programs, we also extend
opportunities can affect job satisfaction and contribute its services to external parties. This includes offering
to higher employee turnover rates. Furthermore, such venues for training sessions, educational events and
access gaps can undermine the effectiveness of talent other development activities to suppliers, business
management and employee succession planning, partners and the wider community. In doing so, we are
leading to an uneven distribution of knowledge and skills. not only investing in the growth and development of our
Therefore, we prioritize ensuring that all employees, employees but also contributing to the wider ecosystem
regardless of their role or level, have equal opportunities in which we operate, fostering a culture of continuous
to participate in training and professional development learning and development for all stakeholders.
programs. This underlies the fostering of a culture of
inclusivity and continuous learning, ensuring that every
team member is empowered to reach their full potential
and contribute effectively to collective success.
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Learning and Development Program
ANJ is committed to employee development through • Soft Skills Training: Emphasizing the importance of
targeted training programs tailored to the Company's collaboration, this training aims to improve teamwork,
needs, individual development plans and job-level communication and organizational skills. The goal
competency dimensions. These programs aim to is to enhance employees' ability to work together
enhance technical competencies, soft skills (such as efficiently, both internally and externally, creating a
leadership and communication) and ensure compliance cohesive and productive work environment.
with national and international industry standards. • Leadership and Supervisory Program: This program
is designed to prepare employees for leadership
Training at ANJ is grouped into five main categories: roles at various levels of the organization. The focus
• Basic Training: Mandatory for all employees, covering is on developing leadership qualities, decision-
Company values, code of ethics, safety protocols making abilities and the ability to manage and inspire
and gender committee. The goal is to ensure teams effectively, ensuring leadership continuity for
understanding and compliance with the principles the future.
and standards that shape the company culture and • Certification Program: Aims to validate and
operational safety requirements. standardize employees' technical proficiency
• Technical Training: Focuses on improving employees' in specific job functions. This program offers
technical skills and abilities to enhance performance certifications that recognize mastery of specific
and proficiency in their respective roles. This training skills, ensuring alignment with Company and
covers a wide range of topics, from operational industry standards of excellence and enhancing
techniques to advanced technology applications, competitiveness and quality of output.
ensuring competence and alignment with industry
developments.
ANJ is committed to fostering a culture of continuous improvement and excellence through these various training
categories. Investing in the professional and personal development of employees not only enhances their career
prospects, but also ensures the organization remains agile, competitive and able to achieve its long-term goals.
(GRI 404-2)
Table 33. Training Hours by Training Type in 2024 (SEOJK16-F.18)
Technical Total Training
Soft Skills Certification
Skills Hours
By Employee Category
Non-staff 30,997 4,905 2,472 38,374
Staff 8,552 3,393 1,340 13,285
Manager 1,141 210 152 1,503
General Manager/Regional
387 240 8 635
Manager/Group Head
Boards of Directors 32 104 0 136
By Gender
Male 34,787 7,662 3,448 45,897
Female 6,321 1,189 524 8,034
TOTAL 41,108 8,852 3,972 53,933
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A cornerstone initiative aimed at bolstering and During 2024, these two programs involved a total of 336
enhancing the capabilities of our team members across participants with total training hours reaching 3,158
all levels, from staff to general manager, is the Individual hours.
Development Plan (IDP). This program stands out for its
structured and systematic approach to both technical
and soft skill enhancement, tailored to the individual
employee. What sets the IDP apart is its emphasis on
facilitating direct interaction between employees and
their supervisors, who provide mentorship and guidance
to help participants elevate their job performance and
attain their professional objectives. Additionally, the
program is founded on the participants' Key Performance
Indicators (KPIs), ensuring alignment with their personal
goals. Each department is allocated a specific training
budget, allowing for the flexibility to address its unique
developmental requirements effectively. (GRI 404-2)
ANJ's talent management program is a strategic initiative
encompassing talent identification, development and
succession planning. This program focuses on building
a robust talent pool to prepare employees for critical
roles and key positions within the organization. Through
a structured process, we assess the readiness levels
of our talent pool and provide tailored development
programs to equip employees with the necessary
skills and experience. This proactive approach to talent
development is essential for effective succession
planning, ensuring that ANJ has qualified individuals
ready to fill critical roles, maintaining operational
effectiveness and driving organizational success. These
development programs are aligned with ANJ's strategic
objectives, ensuring that employee growth directly
contributes to the achievement of company goals.
(GRI 404-2)
In 2024, ANJ continued its employee development
initiatives through structured programs, namely the
Staff Development Program and the Supervisory
Development Program. The Staff Development Program
is aimed at employees from the staff to assistant
manager level, focusing on problem-solving coaching
for improved effective communication. Meanwhile, the
Supervisory Development Program emphasizes foreman
leadership related to effective communication and work
management.
Soft skills development is a primary focus of these
programs, with the aim of improving a range of skills,
including intrapersonal (time management, problem-
solving) and interpersonal (teamwork, leadership)
skills, leadership qualities and business/management
expertise.
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Overall, in 2024, we achieved 53,933 hours of training, surpassing our target of 43,158 hours. Despite this success,
there remain opportunities for further evaluation and improvement to ensure equitable access to our training programs
and associated benefits.
Table 34. Average Training Hours by Gender and Employee Category (GRI 404-1, SEOJK16-F.18 )
2024 2023 2022
Non-staff 4.24 2.23 4.06
Male 4.30 2.11 4.39
Female 3.96 2.88 2.38
Staff 36.70 61.01 52.56
Male 41.23 66.19 53.86
Female 20.47 39.97 47.03
Manager 6.92 13.75 33.21
Male 7.38 14.41 35.28
Female 3.42 8.42 17.72
General Manager/Regional Manager/Group Head/Head 22.68 28.22 41.88
Male 22.30 28.14 45.83
Female 24.40 28.75 16.25
Boards of Directors 10.46 31.67 16.79
Male 11.20 22.22 14.00
Female 8.00 60.00 23.75
TOTAL
Male 5.74 4.91 7.14
Female 4.79 4.92 4.70
GRAND TOTAL 5.58 4.91 6.72
GMIT held the Field Assistant Development (FAD) was thorough, involving steps such as administrative
Program in September 2024, which was the third batch screening, psychological evaluations, Focus Group
of this program. This program is designed to meet the Discussions (FGD) and interviews. The FAD's program
Company's need for competent field assistants. From structure includes two weeks of in-class training
a total of 486 applicants, 15 selected participants from followed by 3.5 months of On-the-Job Training (OJT),
communities around the Jember area successfully culminating in a final assessment that covers both a
joined the program. This strategic focus on hiring from Quality Improvement Project (QIP) and technical skills.
within the community not only aims to enhance staff Given its initial success, plans are already underway
retention but also leverages individuals' familiarity with to replicate the program next year, reinforcing GMIT's
the local environment, contributing to the program's commitment to developing skilled professionals within
effectiveness. The recruitment process for the program the community.
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FEATURE STORY PEOPLE
The Art of Strategic Business Storytelling
In today's corporate landscape, crafting compelling
business narratives is essential. Recognizing this
need, ANJ launched an eight-week training program
that transformed their organizational communication
approach.
The Storycraft for Strategic Narratives:
"Storycraft for Strategic Narratives: Mastering Business Mastering Business Report Writing training by
Report Writing" ran from August to October 2024. The B/NDL Studios for Austindo Nusantara Jaya in
program combined weekly online sessions with a final August – October 2024 covered much ground.
in-person workshop at ANJ headquarters. Participants The topics discussed included what constitutes
initially identified several common obstacles: effective writing, organizing one’s thoughts
maintaining contextual clarity, simplifying technical
before putting them to screen/paper, the art of
jargon and presenting data effectively. The program
focused on building essential skills in clarity, logical flow
mind-mapping, looking at report structures,
and impactful messaging. using logical sequence in writing and the merits
of storytelling when trying to put a point across.
To address these challenges, the training emphasized The participants were engaged and very active.
that effective communication begins before writing. B/NDL Studios found it commendable that ANJ
Participants learned pre-writing strategies like mind even requested a special session on syntax and
mapping and outlining—tools that establish organized
using structures germane to writing in Bahasa
thinking and coherent expression. These approaches
particularly helped those struggling with transitions and
Indonesia.
structure. We feel the challenges forwarded by
participants at the beginning of the course was
Furthermore, facilitators introduced a systematic
addressed by themselves with enthusiasm
method for report planning: defining purpose, key
message, audience and content organization before during the eight weeks, and as the course
composition. By practicing various organizational ended, certain skills were enhanced, and
structures, participants learned to select approaches techniques could be noticed being applied. One
that best served their specific objectives. item that was embraced with gusto was the
peer editing sessions, wherein participants gave
In addition to these foundational skills, participants
and received feedback on written assignments,
discovered how storytelling techniques and visual
aids transform complex information into compelling
many of which were immediately utilized in their
narratives. The integration of graphs and infographics subsequent written pieces. -
reinforced key messages, while narrative elements Debra Yatim - Facilitator B/NDL Studios
enhanced reader engagement. Practical guidance on
selecting appropriate visual formats and ensuring
cohesive placement helped participants improve report As ANJ continues its communication transformation
readability while making complex data more accessible journey, facilitators recommended a follow-up program
to decision-makers. focused on "Data and the Power of Persuasion"—
acknowledging the need to further strengthen their
Consequently, the program's effectiveness was clear. ability to translate quantitative insights into compelling
With 16 participants completing both pre- and post- narratives. Indeed, in an era where information overload
course assessments, most demonstrated significant threatens effective communication, the ability to craft
improvement in clarity, conciseness and logical clear, compelling strategic narratives may be the most
structuring. valuable business skill of all.
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sem. Orci varius natoque penatibus et magnis
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Security Personnel Trained in Human such as frequent progress reviews and employee
Rights Policies or Procedures participation in goal-setting, to foster regular feedback,
increased ownership and greater engagement. This
In 2024, ANJ continued its commitment to upholding commitment to employee growth and development is a
human rights within its security practices. Our training key pillar of our sustainability strategy.
programs covered both internal security management
personnel and third-party security personnel. Specifically, Our performance management framework incorporates
74 third-party security personnel, representing 16% a forced ranking system, where a dedicated committee
of our total security workforce, received training that from multiple functions conducts comprehensive
included human rights components. This training evaluations of employees both within their respective
ensures that our third-party security personnel are well- teams and across different divisions of the Company. This
versed in human rights principles and can apply them in rigorous assessment process occurs annually. ANJ’s
their daily operations. (GRI 410-1) structured approach ensures continuous alignment with
individual growth plans and provides targeted coaching
Additionally, our internal security personnel received to help employees achieve their professional objectives.
training related to the Voluntary Principles on Security
and Human Rights (VPSHR) in 2022. This training is
part of our ongoing efforts to ensure that all security Performance and Career Development
personnel, whether internal or third-party, are equipped Reviews
with the knowledge and skills necessary to respect
and protect human rights in all aspects of their work. In the most recent reporting period, we achieved
(GRI 410-1) 100% of our employees, spanning all levels of the
organization, underwent performance evaluations.
This accomplishment underscores our commitment to
Employee Performance Evaluation maintaining a universal and equitable review process.
(SEOJK16-F.18) An inclusive feature of our approach is that employees
who joined our company towards the end of 2024 are
ANJ's performance management system is designed to also subject to a probation evaluation, ensuring a
support employee growth and development by aligning fair and comprehensive assessment for every team
individual performance with company objectives. The member regardless of their start date. These recent
system comprises four phases: additions are scheduled to receive their first formal
• Annual Performance Plan Initiation (November): performance appraisal in the upcoming review cycle,
Specific, measurable objectives are established for aligning with our principle that every employee deserves
each employee, linking individual efforts to broader a fair and objective assessment of their performance.
company goals. This philosophy is central to our business approach,
• Monthly Performance Feedback: Supervisors provide supporting both the career advancement and personal
regular feedback to their teams, fostering continuous development of our workforce and ensuring that all team
improvement and open communication. This allows members are recognized and developed in accordance
for timely adjustments and recognizes both strengths with their contributions and potential. (GRI 404-3)
and areas for growth.
• Bi-annual Performance Evaluation Periods: Two
evaluation periods (November-April and May- Enhancements through HRIS Upgrade
October) provide structured assessments of
employee progress against objectives. The 2024 HRIS upgrade significantly enhanced our
• Reward Management: Following evaluations, performance review system. This automated system
achievements are recognized and rewarded through streamlines the process, making it more efficient and
merit increases, incentives, development programs accessible. It promotes transparency, visibility and
and career advancement opportunities. fairness by:
• Centralized platform: All performance-related
These four-phase performance management system data is housed in one system, accessible to both
is instrumental in driving organizational success by employees and managers. This increases visibility
ensuring individual performance directly contributes to into performance expectations and progress.
our corporate goals. We are integrating agile principles,
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PT Austindo Nusantara Jaya Tbk.
Two of our staff members chatting on a bright morning.
• Automated workflows: The HRIS automates key Contribution to Human Capital Development:
steps in the performance review process, reducing Performance evaluations directly contribute to:
administrative burden and ensuring consistency. • Identifying skill gaps: The evaluation process
• Standardized evaluation criteria: The system highlights areas where employees need to develop
facilitates the use of standardized evaluation criteria, their skills to meet current job requirements and
promoting fairness and reducing bias. future career goals.
• Enhanced feedback mechanisms: The HRIS allows • Informing training plans: Evaluations inform the
for more frequent and structured feedback between design and delivery of targeted training programs to
managers and employees. address identified skill gaps.
• Improved data analytics: The system provides • Supporting career development: Performance
data analytics capabilities that allow us to identify reviews are a key component of career development
trends and areas for improvement in performance discussions, helping employees identify career paths
management. and development opportunities.
• Facilitating talent management: The performance
data collected through the system helps identify high-
potential employees and inform talent management
strategies. (GRI 404-3, GRI 404-2)
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Championing Diversity and Women’s Empowerment
(SEOJK16-F.18)
ANJ firmly upholds the
belief that gender equality
and diversity are not only
fundamental ethical principles
but also crucial components
for achieving sustainable
development and fulfilling the
Sustainable Development Goals,
particularly Goal 5 on achieving
gender equality and empowering
all women and girls. We
recognize the intrinsic value of
diversity and equal opportunity,
especially in terms of women's
empowerment and understand
their profound impact on the
operations of the ANJ Group.
A female employee doing upkeep process.
We uphold gender equality and this is reflected in our We strongly believe that empowering women extends
leadership structure. Currently, 25% of director positions beyond the corporate environment, having a ripple
at ANJ Group are held by women. This representation of effect on the broader economy and societal welfare. As
women in managerial and senior management roles is women gain autonomy and the ability to contribute to
evidence of our commitment to building a balanced and family income, through taking ownership of their craft,
inclusive work environment. there is a notable enhancement in the overall well-
being of families. This approach aligns with our vision of
supporting a sustainable, inclusive and equitable future
for all members of the communities we serve.
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Table 35. Percentage of Employees in Each Employee Category by Age (GRI 405-1)
2024 2023 2022
Employee Category
Over Over Over
18-24 25-40 41-55 18-24 25-40 41-55 18-24 25-40 41-55
55 55 55
Director - - 62% 38% - - 58% 42% - - 57% 43%
General Manager (GM) - 22% 71% 7% - 17% 76% 7% - 20% 73% 7%
Manager - 49% 46% 5% - 51% 43% 6% - 50% 43% 7%
Staff 11% 68% 20% 1% 18% 62% 20% 1% 16% 63% 20% 1%
Workers 15% 56% 28% 1% 16% 56% 28% 1% 17% 57% 25% 1%
Our Sustainability Policy embodies a vision to nurture Operating in Indonesia, a nation celebrated for its rich
a workplace that is not only conducive to growth but is tapestry of cultural, ethnic and religious diversity, we
also characterized by harmony and inclusivity, free from are keenly aware of the importance of creating an
divisiveness. At the heart of our commitment lies a strong environment where every individual feels valued and
emphasis on diversity and gender equality, principles respected. Our efforts are aimed at ensuring no one
we steadfastly uphold across our operations. We firmly within our company feels marginalized or subjected to
believe that every employee, irrespective of their gender, discrimination. To date, we have not identified any groups
race, or religious beliefs, should have unfettered access or minorities within our organization that are particularly
to opportunities that allow them to realize their full vulnerable to discrimination. (GRI 405-1)
leadership potential.
In 2024, PT Austindo Nusantara Jaya Tbk. (ANJ) is pleased
To this end, we ensure equality in employment to report that there were no incidents of discrimination
practices, compensation, bonuses and access to within our company. This outcome reflects our ongoing
training opportunities. Our promotion processes commitment to fostering an inclusive and respectful
are meticulously designed to be free from bias or workplace environment for all employees. While we
discrimination, nurturing a culture where merit and are proud of our record in 2024, we remain vigilant and
capability are the sole determinants of advancement. committed to continuous improvement in our efforts to
We particularly encourage women to participate fully prevent discrimination. We will continue to review and
in the workplace and to pursue leadership roles with enhance our policies and practices to ensure a safe and
confidence, recognizing their invaluable contributions to inclusive workplace for all. (GRI 406-1)
our success.
Table 36. Percentage of Employees in Each Employee Category by Gender (405-1)
2024 2023 2022
Employee Category
Director 75% 25% 75% 25% 71% 29%
General Manager (GM) 86% 14% 86% 14% 87% 13%
Manager 89% 11% 89% 11% 88% 12%
Staff 80% 20% 80% 20% 81% 19%
Non-Staff / Workers 84% 16% 84% 16% 84% 16%
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Our aspiration to fostering gender equality and By aligning with the WEPs, we not only reaffirm our
empowering women within our organization is dedication to creating an equitable environment but
underscored by our commitment to the Women's also gain access to a valuable platform for collaboration
Empowerment Principles (WEPs). In January 2021, we and learning. This platform allows us to network
solidified this commitment through a CEO Declaration with organizations and individuals who share our
of Support for the WEPs, a pivotal step towards commitment, exchange experiences and insights and
enhancing our policies and practices related to women's discover successful strategies that elevate women
empowerment. The Women's Empowerment Principles in leadership roles. Engaging with the WEPs enables
offer a comprehensive framework for businesses to us to continuously evaluate and improve our efforts to
promote gender equality and strengthen women's empower women, ensuring that our practices not only
empowerment across three critical areas: the workplace, support but also actively promote gender equality within
the marketplace and the broader community. our company and beyond.
Gender Committee
Our company is dedicated to promoting gender equality,
with a Gender Committee established in each subsidiary
to focus on enhancing women's working conditions and
fostering awareness around women's empowerment,
protection and childcare. In 2022, we standardized
committee structures across our plantation units and
introduced dedicated programs and budgets to support
their activities. Additionally, a central Gender Committee
at our head office, consisting of Directors, GMs, Managers
and employees from various departments, reinforces
these efforts, ensuring a unified and effective approach
to gender equality across the ANJ Group.
The Gender Committee serves as a vital communication
platform within the Company, addressing gender-related
issues and ensuring the inclusion of female perspectives
in a predominantly male environment. It advocates for
necessary facilities, like nursing rooms and spearheads
initiatives on women's empowerment and childcare.
With 201 members across eight committees in the
Group, it plays a critical role in safeguarding against
discrimination, harassment and sexual violence,
particularly in our labor-intensive operations in remote
areas. To support active gender committee programs
that reach all operational areas, the gender committee
organizational structure was updated for the 2024 period.
To combat harassment, the committee is proactive
in monitoring, reporting and investigating incidents,
collaborating closely with Values Champions and
receiving robust support from ANJ’s senior management
and Values Guardians. Further, during visit to each
operational site. Commissioners, the CEO and the
Sustainability Director dedicate their time to meet
with Value Champions, LKS Bipartite (attended by
representatives from workers and the company) and
the Gender Committee. These meeting facilitate direct
Members of the gender committee providing guidance dialogue with these groups to discuss progress, as well as
to local women on growing vegetables for daily
consumption. any obstacles or challenges, allowing top management
to offer support where needed.
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Complaints of discrimination, harassment, or sexual This pivotal move was complemented by the introduction
violence can be reported through multiple channels, of new policies aimed at advancing gender equality across
including the LKS Bipartite, Human Resources and the the ANJ Group. These policies include comprehensive
anonymous Whistle Blower System, ensuring prompt protocols for child protection, ensuring a safe and
action and resolution. Our Human Resources Officers nurturing environment for all children within the purview
are dedicated to ensuring that all contractors adhere to of the Company's operations and activities. Additionally,
legal standards and protect the rights of their employees; protocols for grievances were established, providing
maintaining a safe and respectful workplace for all. a structured and empathetic approach to addressing
concerns related to gender equality and other related
issues.
Table 37. Salary Ratio of Employees in Each Employee Category by Gender (GRI 405-2)
Median Mean
Employee Category
Ratio (F/M) Ratio (F/M)
Directors 0.83 0.73
General Manager and Head of Department 1.13 0.95
Assistant Manager - Manager 1.04 1.01
Staff 0.92 0.93
Non-Staff 0.73 0.71
Notes:
The ratio is calculated based on the mean and median salary.
Our remuneration policy is centered on providing equitable compensation to all employees, reflecting their competencies,
roles and responsibilities, without regard to gender, race, or religion. We recognize the difficulties in demonstrating
equal pay for soles that are uniquely held by a single individual (e.g., the sole position of President Director). Despite
these challenges, we are dedicated to continually enhancing areas within our control. Part of our actions includes
regularly monitoring the compensation ratio between male and female employees to ensure fairness. Data indicates
that, on average, both men and women receive similar salaries and remuneration within our company.
A female employee is conducting a stock inventory
of firefighting equipment.
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PEOPLE Protecting the Rights of Workers and Children Three harvesting workers in our plantation in Southwest Papua. 152 2024 Sustainability Report
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Labor Rights and Freedom of Association
ANJ is committed to full compliance with the prevailing
Indonesian labor laws, as updated by the Omnibus Law
on Job Creation (UU Cipta Kerja). In line with these
regulations and as elaborated within our Company
Regulations, we ensure the protection of workers’
rights across all demographics, upholding principles
of equality and non-discrimination. We support the
freedom of association, allowing every employee within
our operations the right to form unions and engage in
collective bargaining processes.
We are acutely aware of the potential for forced and ANJ is committed to fair labor practices, as demonstrated
child labor within our operations and those of our by the Collective Labor Agreements (CLA) in place at
suppliers. Recognizing the challenges in enforcing SMM and ANJAS. These CLAs outline the terms and
standards consistently on the ground, we acknowledge conditions of employment for represented employees.
the associated risk of worker exploitation. In response, Based on the Collective Labor Agreement (CLA), the
we prioritize the protection and upholding of labor rights terms of employment apply generally to all employees
throughout our entire operations. This commitment and workers in the company, regardless of level, group,
extends to suppliers under our direct control or operating or status, except for those who have specific and written
within our concession areas, where we pledge to exercise individual employment contracts. Therefore, employees
stringent oversight and implement robust safeguards to and workers not covered by specific collective bargaining
actively safeguard the welfare of all workers involved. agreements will follow the terms of employment
[GRI 408-1, GRI 409-1] established by the Company.
Aligned with the principles and standards of the ANJ maintains Company Regulations, which are
Roundtable on Sustainable Palm Oil (RSPO) and the reviewed and revised biennially with input from employee
Indonesian Sustainable Palm Oil (ISPO) system, our representatives to ensure relevance and fairness.
Sustainability Policy firmly emphasizes the protection These regulations, combined with established Bipartite
of human rights, labor rights and children's rights. Labor Cooperation Institutions (LKS Bipartit) across
In conducting our operations, we strictly adhere to all operational units, provide a channel for employees
relevant labor laws and international treaties to ensure and the company to engage in collective bargaining and
our practices meet the highest ethical standards. Our discuss workplace conditions. Throughout 2024, ANJ
commitment is clear: we do not tolerate child labor, identified no risks related to freedom of association
any form of child exploitation, or forced labor under and collective bargaining rights within its operations or
any circumstances, ensuring our operations are both supply chain. (GRI 2-30, GRI 407-1)
responsible and sustainable. (GRI 408-1, GRI 409-1)
To guarantee adherence to these standards, our
Our commitment to upholding human rights, labor operations undergo internal and external audits aligned
rights and children protection standards extends with RSPO, ISPO and ISO certifications. Furthermore,
beyond our immediate operations to include our routine inspections by local government authorities
suppliers and contractors. These external partners at each estate are conducted to verify compliance with
are required to comply with our Sustainability Policy workers' rights, as stipulated by the relevant regulations.
and its Implementation Guidance, ensuring that their Both the Company regulations and the CLA are registered
practices align with our company's guiding principles with and authorized by the Manpower Agencies or the
and ethical standards. This expectation is explicitly Ministry of Manpower and Transmigration, ensuring
outlined in all contractors' Work Agreements and is a our practices are not only ethical but also legally sound.
critical component of their contractual obligations and (GRI 2-30, GRI 407-1)
responsibilities. We conduct thorough examinations
to ensure compliance, reinforcing our dedication to
responsible and sustainable business practices across
our entire supply chain. (GRI 408-1, GRI 409-1)
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PEOPLE To ensure our employees have a thorough understanding of their rights, we conduct regular information sessions on Company regulations, including detailed discussions on workers' rights and obligations. Prior to joining ANJ, employees receive comprehensive briefings on their job roles and the working conditions at our estates, enabling them to make informed decisions about their employment with us. Given the labor-intensive nature of our business, much of our workforce (93%) comprises laborers. In compliance with labor regulations, each of our subsidiaries maintains a bipartite joint committee, known as LKS Bipartit, designed to foster labor relations between the Company and representatives of both unionized and non-union workers. The LKS Bipartit serves as a vital platform for workers to express their opinions, concerns and aspirations directly to management, with issues being addressed in monthly meetings. The LKS Bipartit committees go beyond mere regulatory compliance, evolving into key instruments for effective two-way communication between the Company and its employees. These committees are actively involved in implementing various programs, ranging from safety awareness and health promotion to employee engagement initiatives, contributing to a positive workplace environment. As of 2024, there were nine LKS Bipartit committees, collectively comprising 202 administrators, members and union representatives. To promote gender inclusivity and female representation, each estate is required to have at least one female worker as a member of its LKS Bipartite. This approach emphasizes our commitment to promoting an inclusive, responsive and equitable work culture for all employees. LKS Bipartite and Gender Committee actively promotes the well-being of employees and their families through various initiatives, with a primary focus on education In our continuous effort to enhance working conditions about the dangers of online gambling. Recognizing across our business operations, we initiated a the negative impact of online gambling not only on comprehensive review process. This review was employees but also their families, ANJ conducts regular successfully completed at the Group level in December educational sessions, both through morning roll calls 2024 and is set to expand to other units. This and outreach roadshows directly to employee housing initiative is not only one of the key components of our complexes. The LKS Bipartite and Gender Committee Environmental, Social and Governance (ESG) targets collaborates to provide comprehensive information about but is also necessitated by commercial considerations. the risks of online gambling. This program reaches not Our commitment to improving workplace environments only operational sites but also regional offices and head reflects our dedication to upholding the highest standards office, it receives full support from the board of directors. of employee welfare and operational excellence, aligning This effort is part of ANJ's commitment to creating a with both our sustainability objectives and business healthy work environment and supporting the well-being requirements. of employees and their families. 154 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
Prevention of Forced Labor and Child
Labor (SEOJK16-F.19)
We have in place stringent rules and regulations aimed representatives, are vigilant in monitoring and preventing
at preventing child labor and safeguarding workers from unauthorized access, ensuring any child protection
exploitation and abuse. Adhering to prevailing labor issues are promptly reported to the head office.
laws, we enforce a workweek of no more than 40 hours,
structured as either eight hours across five days or Understanding the needs of our working parents,
seven hours across six days. Remuneration for our staff we provide daycare facilities in all units, equipped
is consistently disbursed on the 26th day of each month, with caregivers and playgrounds, offering a secure
while non-staff employees receive their wages in the environment for their children during work hours.
first week of each month. Should the designated payday Furthermore, we are committed to enabling access
coincide with a holiday or weekend, payment is expedited to early and primary education for our employees'
to the preceding working day. children, aiming to eliminate the need to accompany
their parents at the plantations. By 2027, our goal is to
In alignment with our Company Regulations and/or the ensure that these educational facilities are available
Collective Bargaining Agreement, certain employee to children in all our operating sites, reinforcing our
categories eligible for overtime are compensated with dedication to employee welfare and child protection.
additional work benefits for any hours worked beyond Through the strict implementation of these safeguards,
their regular schedule, as stipulated by labor laws we detected no cases of child or forced labor in 2024.
governing overtime. This approach ensures that all our (GRI 408-1, GRI 409-1)
employees are fairly compensated for their contributions
while promoting a healthy work-life balance and adhering ANJ recognizes the importance of supporting working
to legal standards. (GRI 409-1) mothers and promoting a family-friendly workplace.
Currently, we offer eight dedicated breastfeeding
The LKS Bipartite and the Gender Committee play a facilities at our operational offices and Jakarta head
crucial role in upholding our commitment to human office. Our goal is to ensure that all employees have
rights and the strict prohibition of child labor across all access to these facilities and we are working towards
operational areas. An internal memorandum regularly expanding them to every office location by 2025.
circulated by these committees underscores the
importance of protecting human rights and explicitly ANJ is also committed to ethical supply chain practices,
forbids child labor. On-site managers and leaders are ensuring that legal and social protections for workers
tasked with enforcing these directives, facing severe within our supply chain. ANJ has proactively established
penalties for any oversight leading to violations. a comprehensive compliance framework within its
supply chain, ensuring that all employment practices are
We maintain a strict minimum employment age of 18 aligned with both national labor laws and international
years across all business operations. Rigorous age labor standards. ANJ is committed to providing full
verification processes are in place during recruitment social and labor protection for all individuals working
to ensure compliance, with our employee database within its supply chain, rectifying any instances where
meticulously documenting each employee's age and date such protections might be lacking. The Company has
of birth. Identity documents and educational certificates implemented rigorous monitoring processes to ensure
are mandatory for all new hires and recruitment officers that working conditions meet or exceed the required legal
found flouting these rules face strict disciplinary actions. and ethical benchmarks. ANJ has also taken significant
To address potential violations in this matter, we have steps to address and eliminate any form of disguised
established a rehabilitation program designed for employment relationships, guaranteeing that all workers
individuals who may be affected by such violations. This are appropriately recognized and not falsely categorized
program acts as a precautionary measure, emphasizing as self-employed, thereby ensuring that there are no
the importance of mitigation and preparedness for any gaps in legal employment recognition. Additionally,
potential violations, ensuring that our response system ANJ mandates that all work within its supply chain
is primed for immediate activation if necessary. is governed by legally recognized contracts, offering
clarity and security for every worker engaged. Through
The internal memorandum extends to prohibiting the these measures, ANJ demonstrates its unwavering
presence of employees' children within our estates, commitment to upholding the highest standards of labor
whether during school holidays or at any other time, practices, reinforcing its position as a responsible and
to prevent any form of indirect child labor. Estate ethical leader in the industry. (GRI 13.20.1)
administrators, along with local gender and child safety
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Employee Support Programs Employee Engagement Survey
As part of a comprehensive employee wellness program, At the end of 2024, ANJ conducted an employee
ANJ actively promotes healthy lifestyles and disease engagement survey as part of ongoing efforts to
management, particularly diabetes. This initiative understand and improve the employee experience in the
includes several key activities: workplace. The survey covered various aspects, including
• Health Roadshow Socialization: The team of doctors job satisfaction, communication, relationships with
and paramedics from the ANJ clinic regularly colleagues and superiors and career development. The
conducts monthly health roadshow socialization. survey results showed a positive level of engagement,
These activities include education on various health with 76% for staff level and 81% for non-staff level. This
topics, such as hypertension, clean and healthy living figure indicates that the majority of ANJ employees
behavior (PHBS) and low-sugar diets. The goal is feel engaged and motivated in their work. ANJ will use
to provide accurate and relevant information to all the survey results as a basis for developing further
employees and encourage them to adopt a healthy improvement programs, with the aim of continuously
lifestyle. increasing employee engagement and creating a positive
• Diabetes Monitoring: Employees diagnosed with and productive work environment.
diabetes (DM) receive regular health monitoring
to ensure their condition is well controlled. This Morning assembly is often used as a means of
monitoring includes routine checkups, consultations communication to convey messages and socialize
company policies to employees.
with doctors and educational support for diabetes
management.
• Sugar Content Tagging on Food Products: We have
identified 400 types of food available in cooperatives
and canteens. Each food product is tagged based on
its sugar content:
• High: Products with high sugar content will be
labeled and not recommended for consumption
by employees with diabetes.
• Medium: Products with medium sugar content
can be consumed occasionally.
• Low: Products with low sugar content are safe for
consumption.
• Restriction on the Sale of High-Sugar Foods: We
restrict the sale of food and drinks with high sugar
content in school canteens and cooperatives. This
policy aims to create a healthier environment for
employees and their families. (GRI 403-6)
In addition to health education and monitoring programs,
ANJ also provides complete sports facilities to support
employee fitness, including 16 soccer fields, 3 futsal
fields, 29 volleyball courts, 30 badminton courts, 3 tennis
courts, 8 table tennis tables, 4 billiard tables, 1 jogging
track, 3 basketball courts and 4 takraw courts. These
facilities provide a variety of options for employees to
be physically active and maintain their fitness. We hope
that these facilities can encourage employees to be more
physically active, thereby improving their health, fitness
and ultimately, their productivity and well-being.
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Clean Water Access
ANJ is committed to ensuring decent working conditions
for all employees, including access to clean water, health
services and other essential needs. We understand that
a healthy and safe working environment is the foundation
for employee productivity and well-being. We provide
clean water and ready-to-drink through a Reverse
Osmosis (RO) system available at 8 points in operational
units (ANJA, ANJAS, SMM, GSB, KAL, PPM, PMP, and
ANJAP). The quality of drinking water and water from
reservoir sources is routinely clinically tested and
maintained, including replacing water filters, to ensure
its quality meets health and safety standards.
The queue of workers filling up clean water
supplies for daily needs.
Health Services
ANJ has a fully accredited primary care clinic in
ANJA, ANJAS, SMM, KAL, and PPM. These clinics
provide a variety of health services, including general
examinations, diagnosis and treatment. For locations
that are not accessible by primary clinics, ANJ provides
health services through satellite clinics. Satellite clinics
provide basic health services, such as first aid and
treatment of common illnesses.
ANJ provides health services not only for employees,
but also for the surrounding community. We understand
that not all members of the community have access
to health insurance. Therefore, ANJ facilitates access
to affordable health services for the underprivileged
through a referral letter from Community Involvement
and Development (CID). This referral letter can be used
for fee waivers at ANJ clinics.
Communication Network Improvement
ANJ recognizes the importance of adequate
communication infrastructure to improve working
conditions of employees. In the operational units of
ANJA, ANJAS, GSB, SMM, KAL and GMIT, where cellular
networks are available, we continue to strive to expand
signal coverage to all divisions. We also provide Wi-Fi
facilities in areas not yet reached by cellular signals.
In addition, investments have been made in PPM, PMP
and ANJAP through the construction of three new
telecommunication towers, which will significantly
improve cellular signal quality.
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FEATURE STORY
Championing Growth
for Workplace Transformation
In a strategic move that
redefined workplace
communication, ANJ launched
its Engagement and Learning
Culture Survey in November
2024 across Indonesia,
transforming how ANJ
employees across Indonesia
contribute to the company's
future.
Manual survey completion for those
without internet access.
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PEOPLE
The survey was designed to be anonymous to encourage
honest feedback. "The anonymous format made us more
comfortable sharing our experiences and suggestions
openly," said one employee. "We felt the company was
serious about hearing our opinions."
The participation rate exceeded expectations, with 97%
of employees completing the survey. This high response
rate provided comprehensive insights into workplace
dynamics across different departments and locations.
The data collected represents views from employees
at various organizational levels, ensuring a complete
picture of workplace experiences.
The survey implementation included several features to
ensure accessibility. The digital platform was optimized
for both desktop and mobile devices, allowing employees
to participate regardless of their location or work
schedule.
The survey provided valuable results beyond data
collection. It helped the company identify which training
programs were working well and where employees
needed additional skills.
Each response will be used to plan improvements in
ANJ's policies and practices. The HRCM department will
Survey completion using electronic forms.
analyze the feedback and develop action plans based on
the survey findings.
The Human Resources and Change Management Looking ahead, ANJ plans to conduct similar surveys
(HRCM) Department designed this survey as a means annually to track progress and identify emerging needs.
for all employees - from headquarters to regional The company has also established quarterly review
offices and subsidiaries - to provide input on workplace points to assess the implementation of initiatives
development. developed from survey feedback.
"This survey connects the company's vision with To ensure long-term impact, ANJ has integrated survey
employees' daily experiences," explained Whisnu findings into its strategic planning process for 2025. This
Triatmoko, Group Head of HRCM during the launch. integration ensures that employee feedback directly
"We want to understand our employees' challenges and influences company direction and resource allocation,
aspirations to support company growth." demonstrating ANJ's commitment to organizational
development.
The five-day survey was open to both staff and non-staff
members. Its purpose was not only to measure employee
engagement but also to evaluate the effectiveness of the
learning culture that drives innovation at ANJ.
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PEOPLE Achieving Comprehensive Protection for Workers' Health and Safety (SEOJK16-F.21) The company prioritizes safeguarding the well-being of everyone working under our banner, including our employees and contractors. A doctor is examining a patient in our clinic's inpatient facility. 160 2024 Sustainability Report
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The safety of our operations directly impacts both our Occupational Health and Safety (OHS) is a top
people and our business success. When workplace priority across our organization. To ensure optimal
accidents occur, they cause personal harm to our implementation, our palm oil and sago production
employees and can damage our company's reputation units have completed both internal and external OHS
and financial stability through uninsured losses. Safety audits. Additionally, our edamame unit, GMIT, operates
incidents that affect local communities can also spark in compliance with ISO 22000 standards for food safety,
unrest, threatening our security and operations. That's which also cover health and safety aspects. GMIT
why we take a comprehensive approach to preventing undergoes annual external assessments to ensure
accidents and protecting everyone involved in our work. compliance, reaffirming our commitment to safety,
quality, and sustainability throughout our operational
Our primary mission is to create a workplace free from processes.
accidents and illness across every location and subsidiary
we operate. By fostering a culture that prioritizes safety We have fully implemented the Occupational Health
and health, we protect both our employees' well-being and Safety Management System (SMK3) across all our
and our company's stability. This commitment guides business units. This implementation follows Government
every decision we make, as we recognize that a safe Regulation Number 50 of 2012 on OHS Management
workplace is essential for our people to thrive and our Systems and international standards set by ISO 45001. To
business to succeed. ensure the sustainability of our SMK3 practices, we have
developed an SMK3 Manual that serves as an internal
We have implemented Occupational Health and Safety guideline for all business units. Internal audits are
(OHS) Management System that meets all government conducted regularly based on this Manual to evaluate
requirements for large enterprises. Our comprehensive our SMK3 practices.
approach includes detailed policies, planning, and
Standard Operating Procedures (SOPs) to identify and To measure the effectiveness of SMK3 implementation,
manage workplace risks. Our OHS management system we participate in mandatory external SMK3 certification
applies without exception, covering all activities carried audits for our business units, including ANJA, ANJAS,
out by our 9,666 employees and 3,253 contractors. This SMM, KAL, GMIT, and PMP. These comprehensive audits
system covers not only our direct employees but also all reflect our commitment to employee protection, with 90%
contractors and contract workers operating under our of our workforce covered under this OHS Management
jurisdiction. (GRI 403-8) System. Additionally, we voluntarily pursue ISO 45001
certification in selected business units, namely ANJA,
Our commitment to safety extends to everyone who ANJAS, SMM, and KAL. (GRI 403-8)
interacts with our business. The OHS management
system protects not just our employees, but also
contractors, visitors, and workers operating outside
our facilities. This includes safeguarding people during
work-related travel and transportation and ensuring
comprehensive safety coverage regardless of location
or role. We take responsibility for protecting everyone
under our care, whether they're at our facilities
or conducting business on our behalf elsewhere.
(GRI 403-1, GRI 403-8).
We implement a comprehensive Occupational Health and
Safety (OHS) system that combines internal regulations,
SOPs, and work instructions to effectively manage
safety risks. Our approach integrates international best
practices from ILO, ISO 45001 for OHS management,
and ISO 31000 for risk management, while also fully
complying with Indonesian government requirements.
Through regular audits against international standards
and Indonesia's SMK3 system, we ensure our safety
practices exceed required standards, reflecting our
commitment to protecting all employees including An EHS staff checking the suitability of a worker's
personal protective equipment before
contractors and visitors in our workplace. (GRI 403-1) working at heights.
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We supervise and provide guidance to all partners and Fostering a Resilient Safety Culture
contractors working within our operational environment.
We proactively encourage the implementation of health We believe that workplace safety starts with each
and safety practices among them. We take a contractual individual and grows stronger through collective
approach in our efforts to ensure compliance with commitment. Our diverse workforce, spread across
applicable occupational health and safety (OHS) different locations and cultural backgrounds, shares a
regulations for our partners and contractors. This common goal: keeping everyone safe. By focusing on
includes implementing Environmental, Health, and education and open dialogue about workplace hazards
Safety (EHS) strategies, appointing EHS officers, signing and risk management, we empower our employees to
Letters of Commitment (LOC), and participating in regular take personal responsibility for safety. This approach
safety meetings. We also record and evaluate safety creates a culture where looking out for each other's
statistics from our suppliers to continuously assess their well-being becomes second nature.
performance. Additionally, vendors and suppliers of
hazardous goods, chemicals, or products with potential To enhance understanding and awareness, we implement
health and safety impacts are contractually required to various educational tools and methods, including
comply with all relevant OHS regulations, standards, and pamphlets, safety signs, presentations, workshops,
certifications. This approach reflects our commitment to and targeted training sessions. We regularly organize
maintaining high health and safety standards, not only safety campaigns, information roadshows, and themed
within our internal operations but also throughout our discussions on health and safety, using media such
supply chain. (GRI 403-7) as banners and booklets to amplify safety messages.
Occupational health and safety training is an integral
We actively engage employees in the development, part of our system. General training is mandatory for
implementation, and evaluation of our Occupational all employees, starting from the orientation period and
Health and Safety (OHS) management system. This continuing throughout their careers. This training covers
participation fosters dynamic discussions to raise a wide range of topics, including mechanics, electrical
awareness, assess OHS performance, review audit safety, chemical handling, construction, first aid, and
findings, and reflect on lessons learned from work emergency procedures. We also provide specialized
experiences. Employee involvement is systematically training tailored to specific risks associated with certain
organized through Standard Operating Procedures job roles. (GRI 403-5)
(SOPs), including specific SOPs for consultation,
participation, and internal and external communication. These efforts are reinforced by certification training
This approach is designed to ensure inclusive, organized by the Environmental, Health, and Safety
collaborative, and comprehensive OHS management, (EHS) Department. Training is conducted by both internal
which not only enhances compliance but also strengthens and accredited external trainers, ensuring quality and
a safety culture throughout the organization. (GRI 403-4) compliance with applicable regulations. Each of our
subsidiaries has an Occupational Health and Safety
We empower our workers and contractors to prioritize Committee (P2K3) registered with the local government's
their safety by giving them the right to refuse unsafe Department of Manpower, as required by government
work without fear of consequences, in line with ISO 45001 regulations. The P2K3 consists of representatives from
standards and current laws. Our Environmental, Health both management and employees, playing a crucial
and Safety (EHS) Department thoroughly investigates role in providing health and safety recommendations,
all safety concerns, whether reported directly or evaluating performance data, and conveying employee
anonymously, and takes immediate action to address feedback. Supervised by the EHS Department and led by
risks. With the anonymity in reporting hazardous senior management, the P2K3 holds monthly meetings
situations or conditions, we ensure that employees to ensure continuous oversight and improvement of our
do not face threats or intimidation for reporting work- health and safety initiatives. Through this comprehensive
related hazards and leaving work they believe could approach, we continuously strive to create a safe
cause workplace accidents. Their initiative in doing and healthy work environment for all employees.
so will not affect their job or employment status. This (GRI 403-2, GRI 403-3, GRI 403-4)
commitment is formalized in our incident management
procedures, ensuring everyone knows how to report
safety issues and feels secure in doing so. Through
these measures, we maintain a workplace where safety
concerns are heard, investigated, and resolved promptly.
(GRI 403-2, GRI 403-4)
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Two firefighters climbing a fire tower ladder using personal
protective equipment in accordance with SOP.
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Safeguarding Against Workplace Hazards
We employ two key methods to identify hazard and risk As part of our efforts to eliminate hazards and minimize
from the production activity which consist of HIRARC risks, we have implemented a hierarchy of risk controls.
(Hazard Identification Risk Assessment and Risk Control) This approach involves eliminating hazards where
for routine activities and JSA (Job Safety Analysis) for non- possible, followed by engineering controls, administrative
routine tasks. Our qualified EHS (Environmental, Health measures, and the use of personal protective equipment
and Safety) team leads these assessments, which are (PPE) to effectively mitigate risks. (GRI 403-2)
conducted yearly, after any incidents, or when new high-
risk activities are identified. Field supervisors trained In the event of an incident or accident, unit leaders are
in these techniques carry out detailed evaluations, and required to report it within 24 hours. The severity of the
management reviews the findings to ensure all staff incident determines the formation of an Investigation
understand and implement necessary safety measures. Team, comprising management members, relevant
(GRI 403-2, GRI 403-3) experts, EHS officers, and, if necessary, external parties.
This team is responsible for investigating the cause
When high-risk hazards are identified through HIRARC of the incident, evaluating findings, and formulating
assessments that could impact operational and OHS recommendations for preventive and corrective
performance, we establish Objectives, Targets, and actions. Once the investigation is completed, the
Programs (OTP) based on the risk evaluation. These results are discussed in a special meeting to ensure
OTPs are regularly monitored through Management effective implementation of corrective measures.
Review Meetings (RTM) to ensure that work-related risks (GRI 403-3, GRI 403-9)
are effectively managed. (GRI 403-7)
Table 38. High-Risk Work Hazards and Controls (GRI 403-9, GRI 403-10)
Personal
Hazardous Elimination,
Type of Protective
Activities at ANJ Location Substitution and Administrative Controls
Hazard Equipment
Estates Engineering Controls
(PPE)
Harvesting of FFB Injury, Estate 1. Modification of ‘Egrek’ Awareness-raising and Boots, safety
crushed by or ‘Dodos’ training goggles
FFB 2. Safer harvesting and safety
position helmets
Mixing of Inhalation, Estate 1. Use of manual pump/ Awareness-raising and Boots, safety
chemicals splashing, agitator training goggles,
(pesticides/ ingestion of 2. Use of low-risk respirators,
herbicides) chemicals chemical rubber
3. Mixing carried out aprons
outdoors
Harvesting near Electric Estate 1. Remove oil palm trees 1. Awareness-raising, Boots, safety
power lines shock growing near the training and helmets and
power line (radius of supervision during cotton gloves
minimum 10 meters work
or based on-site 2. Working permit
assessment). 3. Putting danger signs
2. Use of double insulator on trees
material on the Egrek
grip.
3. Egrek knife sheath
made of insulator
material
Welding and Electric Central 1. Installation of ‘local 1. Welding and cutting Safety shoes,
cutting shock, Workshop & exhaust’ permit welding
burning Transportation 2. Adding insulator 2. Awareness-raising, goggles,
cover material on the training and leather
welding transformer supervision during gloves, and
3. Modify the connection work fire blankets
of power from/to
the welding panel/
transformer
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PT Austindo Nusantara Jaya Tbk.
Personal
Hazardous Elimination,
Type of Protective
Activities at ANJ Location Substitution and Administrative Controls
Hazard Equipment
Estates Engineering Controls
(PPE)
Working at Falling or Mill Installation of platform/ 1. Working at heights Safety
heights crush injury ladder/ scaffolding permit shoes, safety
2. Awareness-raising, helmets, and
training and full-body
supervision during harness
work
Working in Lack of Mill 1. Installation of 1. Entry permit and gas Safety
restricted spaces oxygen, ventilator/ blower check shoes, safety
poisoning, 2. Installation of 2. Warning signs goggles,
cold, manhole/ emergency special
overheating exit clothes, and
3. Installation of alarm respirators
Working in a High noise, Mill Installation of piping 1. Awareness-raising, Safety shoes,
power plant electrocution insulation and glass wool work authority ear plugs,
(generator, boiler) 2. Warning signs helmet
Traveling (by Collision, All operations Inspection and Safety briefings, quality Safe vehicles,
car, helicopter, falling, maintenance controls, safety training, seat belts,
airplane, boat) drowning a special driving license hearing
(KIMPER) for drivers protection,
safety vest
Working in Collision, All operations 1. Heavy equipment 1. Tool Box meeting Helmets
areas with heavy crushing, and vehicles use before work
equipment/ squeezed alarm buzzers when 2. Warning signs/ safety
vehicles operating lines
2. Presence of helpers 3. Special permits
operators/ traffic for operators (SIO/
managers KIMPER)
4. Employee induction
Working in areas Hypothermia, GMIT 1. Cold storage equipped 1. Employee induction Thermal
with extreme frostbite with emergency Alarm 2. Working time – limited Insulated
temperature 2. Transitional spots to to 15 mins at a time Coveralls
slowly neutralize the
temperature
Our Research and Development Department plays The Environmental Health and Safety (EHS) Department
a crucial role in promoting sustainable agricultural of our company maintains a comprehensive safety
practices, with a primary focus on utilizing beneficial management system that integrates expertise from
microbes and biological controls as eco-friendly the headquarters and individual business units.
alternatives. This approach is designed to significantly EHS officers are strategically positioned across our
reduce reliance on pesticides and herbicides while operations to ensure strict safety protocols and proactive
addressing potential risks associated with chemical risk management. These professionals conduct
mixtures. By integrating these biology-based strategies, occupational health and safety training, perform regular
we not only enhance employee health and safety and inspections, and develop targeted mitigation strategies
protect the ecosystems surrounding our plantations but that are systematically integrated into our operational
also contribute to reducing the environmental impact of procedures. By maintaining a dedicated network of safety
chemical usage. These efforts reflect our commitment to experts, we prioritize the protection of our workforce
combining innovation with environmental responsibility through continuous education, risk assessment, and
across all aspects of our operations. strategic intervention approaches that create a culture
of safety and awareness throughout the organization.
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As part of this initiative, we have implemented various work incident is systematically recorded and classified,
occupational health and safety (OHS) training programs including Lost Time Injury (LTI), Occupational Disease
conducted both internally and externally. These include (OD), Fatality (FAT), and First Aid and Medical Treatment
Hazard Identification and Risk Assessment (HIRA) Case (MTC). The accident rate is calculated based on
training to identify and assess workplace hazards, training 1,000,000 work hours, with total work hours this year
on the use of personal protective equipment (PPE), reaching 34,051,070 hours for employees, while our
handling of hazardous and toxic materials, emergency contractors recorded 9,476,332 work hours. (GRI 403-9)
response procedures, and fire prevention and control
training. We also facilitate certified external training Although our safety data comprehensively covers all
for employees exposed to high-risk work environments, employees and contractors at plantations and offices,
such as specialized training for high-risk jobs, including accurately collecting contractor safety data remains
welders, operators of power-driven equipment, lifting and a challenge. In 2024, we gradually began recording
transport machinery, and more. These training programs contractor safety data at our work sites, including the
are designed to foster a strong safety culture and ensure number of contractor workplace accidents. No fatal
the protection of our entire workforce as they carry out incidents involving contractors occurred at our work
their daily activities. (GRI 403-5) sites this year. Additionally, our report indicates that no
occupational disease cases were recorded during this
Our commitment to compliance with health and safety reporting period. We continuously strive to improve our
regulations is reflected in our detailed performance recording system and promote further transparency
statistics recording system, following the guidelines of to enhance the safety culture across the organization.
the Ministry of Manpower and Transmigration. Every (GRI 403-9, GRI 403-10)
Number of Fatalities, Injuries and Medical Treatment in 2024 (GRI 403-9)
LOST TIME INJURY MEDICAL TREATMENT CASE
FATALITY
(LTI) (MTC)
1 11 43
Hazard/Cause Hazard/Cause Hazard/Cause
Trasportation Handling Tools and Including transportation, handling
Transportation tools, bitten by animal, cut by
sharp objects and falling.
Table 39. Work-related Injuries, per million hours worked - Employee Statistics (GRI 403-9)
2024 2023 2022
TOTAL FATALITY RATE 0.03 1.33 1.30
WEST REGION 0 0.69 1.01
EAST REGION 0.15 0.69 1.01
TOTAL RECORDABLE INJURY RATE 1.82 1.33 1.30
WEST REGION 0.86 0.69 1.01
Male 0.77 0.69 0.85
Female 0.09 0 0.16
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PT Austindo Nusantara Jaya Tbk.
2024 2023 2022
EAST REGION 5.10 2.34 2.26
Male 4.95 2.34 2.26
Female 0 0 0
LTI FREQUENCY RATE 0.36 0.43 0.53
WEST REGION 0.26 0.44 0.53
Male 0.21 0.44 0.48
Female 0.04 0 0.05
EAST REGION 0.73 0.41 0.52
Male 0.73 0.41 0.52
Female 0 0 0
LTI SEVERITY RATE 199.64 2.79 4.73
WEST REGION 0.77 1.97 5.59
Male 0.77 1.97 5.43
Female 0 0 0.16
EAST REGION 875,74 4.09 1.92
Male 875,74 4.09 1.92
Female 0 0 0
Notes:
1. Total Recordable Injury refers to recordable injuries and diseases, excluding fatalities.
2. Lost Time Injury Frequency refers to the total number of lost time accident cases.
3. Lost Time Injury Severity refers to the total number of lost days.
4. Rates are calculated per one million hours worked.
Table 40. Work-related Injuries, per million hours worked - Contractor Statistics (GRI 403-9)
2024 2024
TOTAL RECORDABLE INJURY RATE 0.42 LTI SEVERITY RATE 1.27
WEST REGION 0.25 WEST REGION 0.76
Male 0.25 Male 0.76
Female 0.00 Female 0
EAST REGION 1.23 EAST REGION 3,68
Male 1.23 Male 3,68
Female 0.00 Female 0
LTI FREQUENCY RATE 0.42 Notes:
1. Total Recordable Injury refers to recordable injuries and diseases, excluding
WEST REGION 0.25 fatalities.
2. Lost Time Injury Frequency refers to the total number of lost time accident cases.
3. Lost Time Injury Severity refers to the total number of lost days.
Male 0.25 4. Rates are calculated per one million hours worked.
Female -
EAST REGION 1.23
Male 1.23
Female 0
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Employee Recorded Injuries and Incidents (GRI 403-9, GRI 403-10)
TOTAL INJURIES 2024 54 2023 59 2022 32
MEDICAL LOST TIME OCCUPATIONAL
FATALITY
TREATMENT CASE INJURY (LTI) DISEAS
2024 43 11 1 0
2023 40 19 0 0
2023 19 13 2 0
TOTAL INCIDENTS 2024 4 2023 5 2022 7
ENVIRONMENTAL PROPERTY TRAFFIC FIRE
POLLUTION DAMAGE INCIDENT INCIDENT
2024 1 3 0 0
2023 0 5 0 0
2023 2 5 0 0
Note: The environmental incident does not cause pollution. The property damage cases that occurred were not major cases, no disabling injuries, the impact was well below
USD 1 million, and no complaints were reported.
Contractors Recorded Injuries and Incidents (GRI 403-9, GRI 403-10)
TOTAL INJURIES 2024 4 2023 19
MEDICAL LOST TIME OCCUPATIONAL
FATALITY
TREATMENT CASE INJURY (LTI) DISEAS
2024 2 2 0 0
2023 6 13 2 0
TOTAL INCIDENTS 2024 1 2023 1
ENVIRONMENTAL PROPERTY TRAFFIC FIRE
POLLUTION DAMAGE INCIDENT INCIDENT
2024 0 1 0 0
2023 0 1 0 0
Note: The property damage cases that occurred were not major cases, did not cause pollution, there were no fatalities, no disabling injuries, the impact was well below USD 1
million, and no complaints were reported.
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Our Healthcare Resources and Facilities
Our approach to employee health goes beyond traditional results of these examinations, accompanied by medical
occupational safety frameworks by embedding recommendations, are used to adjust work assignments
comprehensive medical care as our priority. Our robust and activities to ensure the ongoing health and safety
healthcare infrastructure strategically addresses the of our employees. We also offer benefits in the form of
unique challenges of operating in remote areas with nutritious meals and beverages, particularly to those
limited medical access. By establishing a network of in physically demanding roles. All these measures
7 primary clinics and 5 supporting clinics, we provide are implemented with the utmost care to maintain
an extensive range of medical services managed the confidentiality of employees' medical records.
by a dedicated professional team of 5 doctors, 8 This initiative reflects our commitment to building
nurses, and 17 midwives. These facilities offer holistic a healthy, safe, and sustainable work environment.
healthcare solutions, from emergency and occupational (GRI 403-3, GRI 403-6)
health services to general medical care, maternal
and child health programs, and advanced laboratory
testing. More than just a corporate responsibility, our
healthcare initiative represents a deep commitment
to the well-being of our employees, their families, and
the broader local communities where we operate. By
delivering accessible, high-quality medical services
in underserved areas, we demonstrate our dedication
to creating sustainable social impact that goes far
beyond occupational safety and health requirements.
(GRI 403-6)
Our health officers not only provide medical services but
also serve as the front line in detecting and addressing
workplace hazards that could threaten the health of
our employees. They actively carry out key initiatives,
such as first aid training, procuring medications and
first aid kits, and conducting routine inspections of the
canteen to ensure a safe and hygienic work environment.
(GRI 403-6)
We prioritize employee health and financial security
through a robust, multi-tiered health insurance strategy.
By combining mandatory government health insurance
(BPJS Kesehatan) with comprehensive private health
coverage, we provide an integrated protection system for
permanent employees that minimizes medical expenses
and ensures broad healthcare accessibility. This
strategic approach not only fulfills our legal obligations
but also demonstrates our commitment to supporting
the workforce and their families by eliminating financial
barriers to essential medical treatments.
As part of our commitment to employee health, we
provide routine health examinations designed to support
the well-being of our workforce. Examinations are
conducted annually for employees over the age of 40
and every two years for those under 40. Additionally,
employees in positions with specific health risks
undergo supplementary medical examinations to detect
any potential risks associated with their duties. The
A male nurse is drawing blood from
a patient visiting our clinic.
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Engaging and Empowering Local Communities
(SEOJK16-B.3, SEOJK16 -F.23)
A CID staff is chatting with the Sahabat Lais women who
are making handcrafted bags from Lais leaves.
We recognize that our activities have a significant impact contributions through targeted community empowerment
on socio-economic dynamics of these areas, which often and development programs. Our dedication extends to
face challenges such as economic inequality, inadequate protecting the rights of local communities, recognizing
public services, and infrastructure constraints. In the risks that our agribusiness operations might pose,
response, we have implemented a comprehensive including issues related to land acquisition, conflict,
strategy to minimize potential adverse effects while labor inequalities, exploitation, forced and child labor
maximizing positive societal impact. (GRI 413-2) and violence. Our Sustainability Policy is rooted in the
Universal Declaration of Human Rights, ensuring the
Our organization remains committed to community protection of all stakeholders affected by our activities. By
involvement, placing a high priority on protecting maintaining open and accessible grievance mechanisms
stakeholder rights and fostering meaningful across our estates, we ensure that communities can
relationships with local communities. In accordance with voice their grievances and concerns directly, facilitating
RSPO standards, we have implemented strategies to a transparent and responsive dialogue. (GRI 13.12.2)
mitigate potential negative impacts and enhance positive
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PT Austindo Nusantara Jaya Tbk.
Assessing Our Impacts on Local To our social engagement strategy, we employ Social
Communities (SEOJK16 -F.25) Mapping exercises that provide detailed insights into
the unique characteristics, concerns, and needs of each
In line with our approach to managing the impacts of community where we operate. These mapping initiatives,
our operations on local communities, we conducted conducted every four years with annual reviews,
Social Impact Assessments (SIA) at each of our sites. generate tailored program recommendations specifically
These assessments serve as fundamental tools for designed to address and mitigate potential negative
identifying and evaluating both actual and potential impacts within each community's distinct social context.
impacts on surrounding communities, with particular To maintain the highest standards of objectivity and
attention to socio-demographic and cultural factors integrity, our SIA and Social Mapping studies conducted
that could influence community dynamics. According by independent external parties, ensuring objective
to RSPO standards, we conduct these assessments and unbiased evaluation of our social performance. We
at the beginning of our operations at each estate and ensure inclusive stakeholder participation in the SIA
then conduct biannual reassessments review to ensure and Social Mapping process, engaging government,
continued relevance and effectiveness of our impact community leaders, traditional authorities, women's
management strategies. (GRI 13.12.2) representatives, and other stakeholders who may
experience both positive and negative impacts from our
operations. (GRI 13.12.2)
Prior to commencing operations at any site, we conduct
a thorough Environmental Impact Study (Analisis
Mengenai Dampak Lingkungan, AMDAL) in align with
Indonesian regulations. This assessment encompasses
environmental impact monitoring and management
plans (Rencana Pengelolaan Lingkungan dan Rencana
Pemantauan Lingkungan, RKL/RPL), incorporating
robust public engagement processes to ensure our
operations' alignment with sustainability principles.
(GRI 13.12.2)
To enhance our understanding of community perspectives
and validate our impact assessments, we implement
a multi-faceted stakeholder engagement approach
through Forum Group Discussions (FGD) and informal
conversations. These FGDs, typically comprising twenty-
five participants representing diverse stakeholder
groups, conducted annually in our West Region, while
the East Region benefits from a more personalized,
informal engagement strategy that better aligns with
local customs. To ensure comprehensive data collection
and validation, we supplement these discussions with
targeted surveys administered to a minimum of thirty
respondents in each estate. (GRI 13.12.2)
This integrated approach to impact assessment and
stakeholder engagement enables us to make well-
informed decisions that effectively balance operational
requirements with community needs, while promoting
positive social outcomes and minimizing potential
adverse effects of our operations. (GRI 13.12.2)
A woman is weaving Lais leaves to create handicrafts.
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Based on the above, we have identified actual and potential negative impacts of our operations, as described in
table below.
Table 41. Significant actual and potential negative impacts on local communities (GRI 413-2)
Actual/Potential Negative
Location Description
Impacts
Conflict and unrest related Potential social conflict, unrest, and/or jealousy within
ANJAS, KAL, PPM, PMP,
to plasma and partnership the community as well as between the community and the
SMM, GSB
smallholders’ programs Company due to the plasma program
Social conflicts in the community due to unclear land
Conflict over land ownership and
PPM, PMP, ANJAP, ownership boundaries during land acquisition and
ownership boundaries
compensation
Conflicts and complaints about Complaints that Company activities have caused
SMM, KAL, ANJA,
operational impacts environmental or social issues
High expectations to receive jobs, community development
Expectations and dependence on ANJA, ANJAS, KAL, SMM,
programs, and/or donations from the Company, potentially
Company programs and donations PPM, PMP, ANJAP, GSB
causing conflicts when they are not provided
Damaged roads used by employees to and from estates, as
Infrastructure damage ANJAS, ANJA, KAL
well as by the local community
Uncontrolled land and vegetation ANJA, ANJAS, SMM, KAL, Wildfires causing economic and public health impacts on
fires PPM, PMP, ANJAP local communities, as well as ecosystem damage
Respecting the Rights of Local
Communities
ANJ operates within Indonesia, a nation recognized for
its exceptional cultural diversity. Indonesia's rich cultural
tapestry derives from its numerous ethnic groups and
customary practices, each representing distinctive
characteristics of the country's various regions. Given
this context, ANJ potentially conducts operations in
areas that may be recognized by the state as customary
territories.
Indonesia encompasses numerous ethnic groups,
customs, and cultural traditions. However, only
customary practices meeting specific criteria receive
official recognition. The Alliance of Indigenous Peoples of
the Archipelago (AMAN) has established the Registration
Body for Customary Territories (BRWA), which is
responsible for verifying indigenous communities
seeking recognition. The verification process evaluates
several key characteristics, including the presence of
customary institutions, defined customary territories,
customary legal frameworks, and the demographic
composition of the indigenous community. (GRI 13.14.1)
Regular meetings between employees and the
communities are often conducted informally to foster
a more relaxed and familial atmosphere.
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PT Austindo Nusantara Jaya Tbk.
Based on data compiled by the BRWA, we have all parties are fully informed and in agreement before
conducted a comprehensive inventory of indigenous any development begins. Our engagement strategy
communities located in proximity to our concession not only helps to establish positive relationships with
areas. This inventory assessment confirms that there communities around our operations but also in assessing
are no registered and verified indigenous communities how our developments can positively impact local well-
present within the vicinity of our operational concessions. being. Importantly, any individual or community holding
(GRI 411-1, GRI 13.14.3, GRI 13.14.4) existing land use rights has the option to decline
transferring these rights to ANJ, regardless of the
This assessment provides a foundation for our ongoing compensation offered. FPIC from affected communities
community engagement strategies and reinforces is a mandatory prerequisite for our land acquisition and
our commitment to respecting cultural heritage and development efforts to move forward. This commitment
customary rights across our operational footprint. to responsible land management and community
We maintain vigilance regarding potential changes to engagement has yielded positive results in 2024, with no
indigenous community registrations and continue to reported infringements on the rights of local, tribal, or
monitor developments in this important aspect of our traditional communities.
social responsibility framework. (GRI 13.14.1)
During this period, we resolved 79 community complaints,
Understanding the critical importance of land rights including 49 from the East Region and 5 environmental
to local communities’ livelihoods, we approach land issues. Our ability to effectively manage and resolve these
acquisition for plantation development with utmost concerns demonstrates our dedication to maintaining
care to avoid conflicts over land boundaries and constructive relationships with local communities while
usage rights. To ensure fairness and transparency ensuring their rights and interests are protected. This
in acquiring new land, we have adopted Free Prior approach not only helps prevent land-related conflicts
Informed Consent (FPIC)-based protocols. This process but also enables us to assess and enhance the positive
involves engagement with local communities and their impacts of our developments on community well-being.
leaders, and local government authorities, ensuring (SEOJK16 -F.16, SEOJK16 -F.24)
Female workers from villages around our plantation.
2024 Sustainability Report 173
Page 176
PEOPLE
Communication and Engagement with Local Communities (SEOJK16 -F.24)
Community engagement framework operates The CSR and Sustainability Committee provides
through established formal channels, the Board of Commissioners with precise
incorporating regular stakeholder meetings, oversight of the Company's sustainability
information sessions, dialogues, and public commitments. This supervision is grounded
consultations to ensure effective implementation in thorough assessment of environmental,
of our Community Involvement and Development social, and economic impacts on our business,
(CID) initiatives and Responsible Development alongside the risks and opportunities
(RD) projects. Our business unit conducts a emerging from our operations. The Committee
minimum of one comprehensive stakeholder conducts quarterly evaluations of Responsible
meeting annually, serving as a vital platform Development programs and community
for project updates, CID initiative discussions, initiatives, utilizing detailed performance
and addressing community concerns. These metrics to assess program effectiveness. The
structured engagements bring together diverse community programs robustness is further
stakeholders, including smallholder farmers, validated through comprehensive internal and
community leaders, local government officials, external RSPO audits, which systematically
and company representatives, enabling thorough examine management plans, improvement
stakeholder analysis through sustained dialogue. initiatives, and grievance handling procedures
This systematic approach to stakeholder to ensure alignment with established standards.
engagement underlies our capacity-building
activities and ensures consistent, meaningful In 2024, our community initiatives have had
interaction with local communities, fostering positive and tangible outcomes, with increased
transparent communication and collaborative self-sufficiency, contribution, and collaboration
development. (GRI 2-29, GRI 13.12.2) from the community. This growing sense of
ownership among local communities marks a
Our organization maintains a comprehensive promising step towards our goal of achieving
grievance management system across all collective targets, highlighting a successful shift
estates, supported by an independently in community engagement practices across our
verified Standard Operating Procedure (SOP) operations.
that enables community members to submit
complaints through multiple channels, including
in-person meetings, email, and telephone
communications. We maintain a rigorous
approach to grievance handling where every
complaint received undergoes comprehensive
documentation and systematic processing. Our
established protocol ensures each case receives
thorough investigation with a dedicated resolution
timeline of fourteen working days. To strengthen
our grievance management capabilities, we
utilize a specialized stakeholder and grievance
database system that enhances our ability to
track, monitor, and resolve complaints efficiently.
Our community engagement effectiveness
is evaluated through a sophisticated multi-
level framework that includes regular monthly
performance coordination reviews and dedicated
management meetings, enabling us to address
complex issues that extend beyond individual
estate boundaries.
Stakeholder meeting with communities and GAPKI
representatives in our estate in Ketapang,
West Kalimantan.
174 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk. 2024 Sustainability Report 175
Page 178
APPENDIX 178 Independent Assurance Statement 182 GRI Content Index 187 Topics in the Applicable GRI Sector Standards Determined as not Material 190 Cross-Reference to SDGs 191 POJK 51 index 193 Notes on Methods and Conversion Factors 196 Response to the Previous Year's Report's Feedback 197 Feedback Form 199 Abbreviations 176 2024 Sustainability Report
Page 179
PT Austindo Nusantara Jaya Tbk.
APPENDIX
2024 Sustainability Report 177
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APPENDIX
APPENDIX 1
Independent Assurance Statement
(POJK51-G.1)
Statement No.: SRA-ID 803363
INDEPENDENT ASSURANCE OPINION STATEMENT
PT Austindo Nusantara Jaya Tbk Sustainability Report 2024
The British Standards Institution is independent to PT Austindo Nusantara Jaya Tbk and has no financial
interest in the operation of PT Austindo Nusantara Jaya Tbk other than for the assessment and verification
of the sustainability statements contained in this report.
This Independent assurance opinion statement has been prepared for the stakeholders of PT Austindo
Nusantara Jaya Tbk only for the purposes of verifying its statements relating to its environmental, social and
governance (ESG), more particularly described in the Scope, below. It was not prepared for any other
purpose. The British Standards Institution will not, in providing this independent assurance opinion
statement, accept or assume responsibility (legal or otherwise) or accept liability for or in connection with
any other purpose for which it may be used, or to any person by whom the independent assurance opinion
statement may be read.
This Independent assurance opinion statement is prepared based on review by the British Standards
Institution of information presented to it by of PT Austindo Nusantara Jaya Tbk. The review does not extend
beyond such information and is solely based on it. In performing such review, the British Standards
Institution has assumed that all such information is complete and accurate.
Any queries that may arise by virtue of this independent assurance opinion statement or matters relating to
it should be addressed to of PT Austindo Nusantara Jaya Tbk only.
Scope
The scope of engagement agreed upon with of PT Austindo Nusantara Jaya Tbk includes the following:
1) The assurance covers the whole report and focuses on systems and activities during the 2024
calendar year at PT Austindo Nusantara Jaya Tbk focus for all operational entities of ANJ and its
subsidiaries for the period from January 1, 2024, to December 31, 2024.
2) The Evaluation of the nature and extent of the PT Austindo Nusantara Jaya Tbk adherence to all four
AA1000 AccountAbility Principles and the reliability of specified sustainability performance
information in this report as conducted in accordance with type 2 moderate level of AA1000AS v3
sustainability assurance engagement.
______________________________________________________________________________________________________________________________________________
PT BSI Group Indonesia +62 21 80649 600
Talavera Office Suite 20th Floor info.indonesia@bsigroup.com
Jl. TB Simatupang Kav 22-26
Cilandak, South Jakarta, Indonesia 12430
bsigroup.com/en-ID
Registered address
The British Standards Institution
Incorporated by Royal Charter
Companies House number: ZC000202
Registered address: 389 Chiswick High Road, London, W4 4AL, United Kingdom
© 2024 BSI. All rights reserved.
178 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
APPENDIX 1
Opinion Statement
We conclude that the Sustainability Report Review provide a fair view of PT Austindo Nusantara Jaya Tbk
programmes and performances during 2024. We believe that the PT Austindo Nusantara Jaya Tbk economic,
environment and social performance indicators are fairly represented.
Our work was carried out by a team of sustainability report assurors in accordance with the AA1000
Assurance Standard v3. We planned and performed this part of our work to obtain the necessary information
and explanations we considered to provide sufficient evidence that PT Austindo Nusantara Jaya Tbk’s
description of their approach to AA1000 Assurance Standard and their self-declaration of compliance with
the GRI 2021 standard were fairly stated.
Methodology
Our work was designed to gather evidence on which to base our conclusion. We undertook the following
activities:
• A top-level review of issues raised by external parties that could be relevant to PT Austindo Nusantara
Jaya Tbk ’s policies to provide a check on the appropriateness of statements made in the report.
• Discussion with managers and staffs on PT Austindo Nusantara Jaya Tbk’s approach to stakeholder
engagement. However, we had no direct contact with external stakeholders.
• Interviews with staffs involved in sustainability management, report preparation and provision of report
information were carried out.
• Review of key organizational developments.
• Review of the findings of internal audits.
• Review of supporting evidence for claims made in the reports.
• An assessment of the company’s reporting and management processes concerning this reporting
against the principles of Inclusivity, Materiality, Responsiveness, and Impact as described in the AA1000
AccountAbility Principles Standard (2018).
Conclusions
A detailed review against the AA1000 AccountAbility Principles of Inclusivity, Materiality, Responsiveness and
Impact and the GRI 2021 Standard is set out below:
Inclusivity
This report has reflected a fact that PT Austindo Nusantara Jaya Tbk is seeking the engagement of its key
stakeholders. The participation of stakeholders has been initiated in developing and achieving an
accountable and strategic response to sustainability. The reporting systems are being developed to deliver
the required information. There are fair reporting and disclosures for economic, social, and environmental
information in this report, so that appropriate planning and target-setting can be supported. In our
professional opinion the report covers PT Austindo Nusantara Jaya Tbk’s inclusivity issues.
2
Issue Date: 20 April 2024 Effective Date: 20 April 2024
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2024 Sustainability Report 179
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APPENDIX
APPENDIX 1
Materiality
PT Austindo Nusantara Jaya Tbk publishes sustainability information that enables its stakeholders to make
informed judgments about the company's management and performance. In our professional opinion the
report covers the PT Austindo Nusantara Jaya Tbk ’s material issues.
Responsiveness
PT Austindo Nusantara Jaya Tbk has implemented the practice to respond to the expectations and
perceptions of its stakeholders. An Ethical Policy for PT Austindo Nusantara Jaya Tbk is developed and
provides the opportunity to further enhance PT Austindo Nusantara Jaya Tbk’s responsiveness to stakeholder
concerns. In our professional opinion the report covers the PT Austindo Nusantara Jaya Tbk ’s responsiveness
issues.
Impact
PT Austindo Nusantara Jaya Tbk has demonstrated a process on identifying impacts that encompass a range
of environmental, social and governance topics, and fairly represented the impacts in the report. In our
professional opinion the report covers the PT Austindo Nusantara Jaya Tbk ’s impacts issues.
GRI-reporting
PT Austindo Nusantara Jaya Tbk provided us with their self-declaration of compliance within GRI 2021
Standards (in accordance). Based on our review, we confirm that social responsibility and sustainable
development indicators with reference to the GRI Index are reported, partially reported or omitted. In our
professional opinion the self-declaration covers the PT Austindo Nusantara Jaya Tbk’s social responsibility
and sustainability issues.
Sustainability Achievement
ANJ has provided information and data of the following achievement in PT. Austindo Nusantara Jaya Tbk.’s
(ANJ) Sustainability Report 2024, which has been reviewed based on GRI 2021 Standard and GRI 13.
- The Greenhouse Gases emission in ANJ’s Sustainability Report 2024, is as follows.
Scope 1 Emission : 324,310 tCO2e
Scope 2 Emission : 7,790 tCO2e
Scope 3 Emission : 1,246,457 tCO2e
Total Emission : 1,578,557 tCO2e
- ANJ has set target to reduce the Gross emissions intensity of its Palm Oil units from scope 1 and scope 2
without considering sequestration by 30% in 2030 compared to the 2015 baseline, and it has achieved
gross GHG emission intensity from own operation of 8.96 ton CO2eq/ton CPO produced, reflecting a
22.9% increased compared to 2023.
- ANJ GHG emissions intensity of palm oil units in 2024 is 5.96 ton CO2eq/ton CPO produced.
- ANJ total renewable energy consumption is 98,920 GJ, decreased by 18.8% compared to 2023.
- 86% or 12 out of 14 of ANJ's plasma and partnership suppliers are RSPO certified.
- 64% or 9 out of 14 of ANJ’s plasma and partnership suppliers received premium price in 2024.
- ANJ has organized 21 socialization programs attended by 531 smallholders farmers and related
stakeholders in 2024.
3
Issue Date: 20 April 2024 Effective Date: 20 April 2024
© 2024 BSI. All rights reserved.
180 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
APPENDIX 1
- ANJ has supported the smallholders. From the beginning of the program until 31 December 2024, 42
percent of ANJ independent smallholders are involved in ANJ program, including Good Agricultural
Practices (GAP) and sustainability certification.
- ANJ has achieved 100% traceability rate of FFB supplied by third parties in 2024.
- ANJ has set a goal to preserve water and optimize water use in ANJ's palm oil business by achieving 1
m3/ton FFB processed by 2027. In 2024 ANJ's palm oil business used 0.89 m3/ton FFB and 4.51 m3/ton
CPO.
- ANJ has no new development in peat areas of any depth, and conservation of peatlands in 2024.
- ANJ has monitored the quality of the discharged water by measuring its Biological Oxygen Demand
(BOD), which indicates the level of pollutants, such as ammonia and nitrates, contained in the water. All
the water discharged already meets the quality standards set by environmental authorities, which is a
BOD level of 100 mg/l. ANJ target is to further decrease the concentration level below environmental
compliance levels of 95 mg/l. It was confirmed that as of 2024, the BOD result analysis was 91.5 mg/l.
Assurance level
The Type 2 Moderate level assurance provided is in accordance with AA1000 Assurance Standard v3 in our
review, as defined by the scope and methodology described in this statement.
Responsibility
This Sustainability report is the responsibility of the PT Austindo Nusantara Jaya Tbk’s CEO as declared in his
responsibility letter. Our responsibility is to provide an independent assurance opinion statement to
stakeholders giving our professional opinion based on the scope and methodology described.
Competency and Independence
The assurance team was composed of Lead Auditors and GHG Verifiers experienced in industrial sector, and
trained in a range of sustainability, environmental and social standards including AA1000 AS, ISO9001,
ISO14001, ISO45001, ISO14064-1, ISO 14068-1, ISO26001, BSI is a leading global standards and assessment
body founded in 1901.
For and on behalf of BSI: ________________________________________________
Nolia Natalia, Country Manager, BSI Indonesia
Statement No.: SRA-ID 803363
14-04-2025
4
Issue Date: 20 April 2024 Effective Date: 20 April 2024
© 2024 BSI. All rights reserved.
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APPENDIX
APPENDIX 2
GRI Content Index
Austindo Nusantara Jaya Tbk has reported in accordance with the GRI Standard for
the period 1 January 2024 - 31 December 2024
GRI Standard/ GRI Sector
Disclosure Location Notes
Other Source Standard
GENERAL DISCLOSURE
GRI 2 : GENERAL
2-1 Organizational Detail 2, 4, 5 Disclosed
DISCLOSURE
Entities included in the organization’s
2-2 2 Disclosed
sustainability reporting
Reporting period, frequency and contact
2-3 2, 3 Disclosed
point
2-4 Restatements of information 2 Disclosed
2-5 External assurance 2 Disclosed
Activities, value chain and other business
2-6 2, 4 Disclosed
relationships
133, 134, 135,
2-7 Employees Disclosed
139
2-8 Workers who are not employees 133 Disclosed
30, 31, 32,
2-9 Governance structure and composition Disclosed
36, 37
Nomination and selection of the highest
2-10 32, 33 Disclosed
governance body
2-11 Chair of the highest governance body 2, 11 Disclosed
Role of the highest governance body in
2-12 31, 36 Disclosed
overseeing the management of impacts
Delegation of responsibility for managing
2-13 36, 37 Disclosed
impacts
Role of the highest governance body in
2-14 23 Disclosed
sustainability reporting
2-15 Conflicts of interest 31 Disclosed
2-16 Communication of critical concerns 41, 42 Disclosed
Collective knowledge of the highest
2-17 34 Disclosed
governance body
Evaluation of the performance of the highest
2-18 32, 33 Disclosed
governance body
2-19 Remuneration policies 33, 34 Disclosed
2-20 Process to determine remuneration 34 Disclosed
2-21 Annual total compensation ratio 34 Disclosed
Statement on sustainable development
2-22 20, 21 Disclosed
strategy
2-23 Policy commitments 20, 21, 116 Disclosed
2-24 Embedding policy commitments 20, 21 Disclosed
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PT Austindo Nusantara Jaya Tbk.
GRI Standard/ GRI Sector
Disclosure Location Notes
Other Source Standard
2-25 Processes to remediate negative impacts 41 Disclosed
Mechanisms for seeking advice and raising
2-26 41, 42 Disclosed
concerns
2-27 Compliance with laws and regulations 42 Disclosed
2-28 Membership associations 42 Disclosed
2-29 Approach to stakeholder engagement 38, 39, 174 Disclosed
2-30 Collective bargaining agreements 153 Disclosed
MATERIAL TOPICS
GRI 3 :MATERIAL
3-1 Process to determine material topics 22 Disclosed
TOPICS
3-2 List of material topics 24 Disclosed
MATERIAL TOPICS
13.1.1
13.2.1
13.3.1
13.7.1
13.8.1
13.12.1
13.14.1
GRI 3 : 13.15.1
3-3 Management of Material Topics Disclosed
MATERIAL TOPICS 13.16.1
13.17.1
13.18.1
13.19.1
13.20.1
13.22.1
13.23.1
13.24.1
GRI 201 : ECONOMIC Direct economic value generated and
201-1 13.22.2 54 Disclosed
PERFORMANCE distributed
Financial Implications and other risks and
201-2 13.2.2 80, 83, 84 Disclosed
opportunities due to climate change
Defined benefite plan obligations and other
201-3 4, 55 Disclosed
retirement plans
Financial assistance received from
201-4 55 Disclosed
gevernment
GRI 203 : INDIRECT Infrastructure investment and sevices
203-1 13.22.3 66 Disclosed
ECONOMY IMPACT supported
203-2 Significant indirect economy impact 13.22.4 65, 68 Disclosed
GRI 302 : ENERGY 302-1 Energy consumption within the organization 91 Disclosed
Energy consumption outside of the
302-2 85, 92 Disclosed
organization
302-3 Energy intensity 92, 93 Disclosed
92, 94, 195,
302-4 Reduction of energy consumption Disclosed
196
Reduction in energy requirements of
302-5 94 Disclosed
products and services
2024 Sustainability Report 183
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APPENDIX
GRI Standard/ GRI Sector
Disclosure Location Notes
Other Source Standard
GRI 303 : WATER
303-1 Interactions with water as a shared source 13.7.2 124 - 128 Disclosed
AND EFFLUENTS
Management of water discharged-related
303-2 13.7.3 125 - 128 Disclosed
impacts
303-3 Water withdrawal 13.7.4 126 Disclosed
303-4 Water discharged 13.7.5 126, 128 Disclosed
303-5 Water consumption 13.7.6 126 Disclosed
Operational sites owned, leased, managed
GRI 304 : in, or adjacent to, protected areas and areas
304-1 13.3.2 105, 106 Disclosed
BIODIVERSITY of high biodiversity value outside protected
areas
Significant impacts of activities, products
304-2 13.3.3 102, 107, 108 Disclosed
and services on biodiversity
304-3 Habitats protected or restored 13.3.4 107, 109, 116 Disclosed
IUCN Red List species and national
304-4 conservation list species with habitats in 13.3.5 108 Disclosed
areas affected by operations
GRI 305 : 85, 86, 87, 194,
305-1 Direct (Scope 1) GHG emissions 13.1.2 Disclosed
EMISSIONS 196
305-2 Energy indirect (Scope 2) GHG emissions 13.1.3 85, 86, 87, 194 Disclosed
305-3 Other indirect (Scope 3) GHG emissions 13.1.4 85, 86, 194 Disclosed
305-4 GHG emissions intensity 13.1.5 85, 86, 87, 194 Disclosed
85, 86, 87, 195,
305-5 Reduction of GHG emissions 13.1.6 Disclosed
196
Emissions of Ozone-Depleting Subtances
305-6 13.1.7 86, 195 Disclosed
(ODS)
Nitrogen oxides (NOx), sulfur oxide (SOx),
305-7 13.1.8 90, 195 Disclosed
and other significant air emissions
GRI 306 : Waste generation and significant waste-
306-1 13.8.2 95 Disclosed
WASTE related impact
Management of significant waste-related
306-2 13.8.3 96 - 99 Disclosed
impact
306-3 Waste generated 13.8.4 95, 99 Disclosed
306-4 Waste diverted from disposal 13.8.5 95, 99 Disclosed
306-5 Waste directed to disposal 13.8.6 95, 97, 99 Disclosed
GRI 308 : SUPPLIER
New supplier that were screened using
ENVIRONMENTAL 308-1 57 Disclosed
environmental criteria
ASSESSMENT
Negative environmental impact in the supply
308-2 57 Disclosed
chain and action taken
GRI 403 :
OCCUPATIONAL Occupational health and safety management
403-1 13.19.2 161 Disclosed
HEALTH AND system
SAFETY
Hazard identification, risk assessment, and
403-2 13.19.3 162, 164 Disclosed
incident investigation
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PT Austindo Nusantara Jaya Tbk.
GRI Standard/ GRI Sector
Disclosure Location Notes
Other Source Standard
403-3 Occupational health services 13.19.4 162, 164, 169 Disclosed
Worker participation, consultation, and
403-4 communication on occupational health and 13.19.5 162 Disclosed
safety
Worker training on occupational health and
403-5 13.19.6 162, 166 Disclosed
safety
403-6 Promotion of worker health 13.19.7 156, 169 Disclosed
Prevention and mitigation of occupational
403-7 health and safety impact directly linked by 13.19.8 162, 164 Disclosed
business relationships
Workers covered by an occupational health
403-8 13.19.9 161 Disclosed
and safety management system
164, 166, 167,
403-9 Work-related injuries 13.19.10 Disclosed
168
403-
Work-related ill health 13.19.11 164, 166, 168 Disclosed
10
GRI 404 : TRAINING Average hours of training per year per
404-1 144 Disclosed
AND EDUCATION employee
Programs of upgrading employee skills and 55, 140, 142,
404-2 Disclosed
transition assiatnce programs 143, 147
Percentage of employees receiving regular
404-3 performance and career development 146, 147 Disclosed
reviews
GRI 405 : DIVERSITY
AND EQUAL 405-1 Diversity of governance bodies employee 13.15.2 149 Disclosed
OPPORTUNITY
Ratio basic salary and remuneration of
405-2 13.15.3 151 Disclosed
women to men
GRI 407 : FREEDOM
Operations and suppliers in which the right
OF ASSOCIATION
407-1 to freedom of association and collective 13.18.2 153 Disclosed
AND COLLECTIVE
bargaining may be at risk
BARGAINING
GRI 408 : Operations and suppliers at significant risk
408-1 13.17.2 153, 155 Disclosed
CHILD LABOR for incidents of child labor
GRI 409 : FORCED
Operations and suppliers at significant risk
OR COMPULSORY 409-1 13.16.2 153 Disclosed
for incidents of forced or compulsory labor
LABOR
GRI 413 : Operations with local community
LOCAL 413-1 engagement, impact assessments, and 13.12.2 64 Disclosed
COMMUNITIES development programs
Operations with significant actual and
413-2 potential negative impacts on local 13.12.3 170, 172 Disclosed
communities
GRI 414 :
New suppliers that were screened using
SUPPLIER SOCIAL 414-1 57 Disclosed
social criteria
ASSESSMENT
Negative social impacts in the supply chain
414-2 57 Disclosed
and actions taken
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APPENDIX
GRI Standard/ GRI Sector
Disclosure Location Notes
Other Source Standard
GRI 13-20 :
Management Material Topic - Employment
EMPLOYMENT 13.20.1 133, 138, 155 Disclosed
Practice
PRACTICES
GRI 13-23 :
Management Material Topic - Supply Chain
SUPPLY CHAIN 13.23.1 59 Disclosed
Traceability
TRACEABILITY
Describe the level of traceability in place for
each product sourced, for example, whether
the product can be traced to the national, 13.23.2 59 Disclosed
regional, or local level, or a specific point of
origin
Report the percentage of sourced volume
certified to internationally recognized
standards that trace the path of products 13.23.3 58 Disclosed
through the supply chain, by product and list
these standards
Describe improvement projects to get
suppliers certified to internationally
recognized standards that trace the path of 13.23.4 58 Disclosed
products through the supply chain to ensure
that all sourced volume is certified
GRI 204 :
PROCUREMENT 204-1 Proportion of Spending on Local Supplier 57 Disclosed
PRACTICES
GRI 406 : NON - Incidents of Discrimination and Corrective
406-1 13.15.4 149 Disclosed
DISCRIMINATION Actions Taken
GRI 410 : SECURITY Security Personel Trained in Human Rights
410-1 146 Disclosed
PRACTICES Policies or Procedures
GRI 411 : RIGHTS
Incidents of Violations Involving Rights of
OF INDIGENOUS 411-1 13.14.2 173 Disclosed
Indigenous Peoples
PEOPLE
Describe the identified incidents of violations
13.14.2 173 Disclosed
involving the rights of indigenous peoples.
List the locations of operations where
indigenous peoples are present or affected 13.14.3 173 Disclosed
by activities of the organization
Report if the organization has been involved
in a process of seeking free, prior, and
informed consent (FPIC) from indigenous 13.14.4 173 Disclosed
peoples for any of the organization’s
activities
GRI 415 :
415-1 Political Contributions 13.24.2 43 Disclosed
PUBLIC POLICY
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APPENDIX 3
Topics in the Applicable GRO Sector Standards
Determined as not Material
GRI Sector GRI
No Topic Explanation
Standard Standard
The following additional sector Not Applicable
1 13.3.6 disclosures are for organizations in the Our business unit operates in the
aquaculture Plantation industry
Not Applicable
The following additional sector disclosure
2 13.3.7 Our business unit operates in the
is for organizations in the fishing sector
Plantation industry
Not Applicable
Management Material Topic - Natural A methodology related to Deforestation
3 13.4.1
Ecosystem Conversion or Conversion Free assessment is not yet
available.
Report the percentage of production
volume from land owned, leased or Not Applicable
managed by the organization determined A methodology related to Deforestation
4 13.4.2
to be deforestation- or conversion-free, or Conversion Free assessment is not yet
by product, and describe the assessment available.
methods used
For products sourced by the organization,
report the following by product:
• the percentage of sourced volume
determined to be deforestation- or
conversion-free, and describe the Not Applicable
assessment methods used; A methodology related to Deforestation
5 13.4.3
• the percentage of sourced volume or Conversion Free assessment is not yet
for which origins are not known to available.
the point where it can be determined
whether it is deforestation- or
conversion-free, and describe actions
taken to improve traceability.
Report the size in hectares, the location,
and the type of natural ecosystems Not Applicable
6 13.4.4 converted since the cutoff date on land During the reporting period, no land
owned, leased, or managed by the clearing was conducted
organization.
Report the size in hectares, the location, Not Applicable
and the type of natural ecosystems During the reporting period, there were
7 13.4.5
converted since the cut-off date by no new suppliers to supply materials to
suppliers or in sourcing locations. us.
Describe the soil management plan,
including:
• a link to this plan if publicly available;
Not Applicable
• the main threats to soil health
8 13.5.1 During the reporting period, there were
identified and a description of the soil
no significant erosion incidents
management practices used;
• the approach to input optimization,
including the use of fertilizers.
Not Applicable
Management Material Topic - Pesticides The volume of pesticides used relatively
9 13.6.1
Use mild compared to other chemical (such
as fertilizer).
Not Applicable
Report the volume and intensity of
The volume of pesticides used relatively
10 13.6.2 pesticides used by the following toxicity
mild compared to other chemical (such
hazard levels
as fertilizer).
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APPENDIX
GRI Sector GRI
No Topic Explanation
Standard Standard
Not Applicable
98% of ANJ’s products are CPO and PK,
Management Material Topic - Food
11 13.9.1 which are semi-finished materials, thus
Security
not directly related to consumers, making
this disclosure not applicable
Report the total weight of food loss in Not Applicable
metric tons and the food loss percentage, 98% of ANJ’s products are CPO and PK,
12 13.9.2 by the organization’s main products which are semi-finished materials, thus
or product category, and describe the not directly related to consumers, making
methodology used for this calculation. this disclosure not applicable
Not Applicable
98% of ANJ’s products are CPO and PK,
13 13.10.1 Management Material Topic - Food Safety which are semi-finished materials, thus
not directly related to consumers, making
this disclosure not applicable
Not Applicable
Assessment of the health and safety 98% of ANJ’s products are CPO and PK,
14 13.10.2 416-1 impacts of product and which are semi-finished materials, thus
service categories not directly related to consumers, making
this disclosure not applicable
Not Applicable
Incidents of non-compliance concerning 98% of ANJ’s products are CPO and PK,
15 13.10.3 416-2 the health and safety which are semi-finished materials, thus
impacts of products and services not directly related to consumers, making
this disclosure not applicable
Not Applicable
Report the percentage of production
98% of ANJ’s products are CPO and PK,
volume from sites certified to
16 13.10.4 which are semi-finished materials, thus
internationally recognized food safety
not directly related to consumers, making
standards, and list these standards.
this disclosure not applicable
Not Applicable
Report the number of recalls issued for 98% of ANJ’s products are CPO and PK,
17 13.10.5 food safety reasons and the total volume which are semi-finished materials, thus
of products recalled not directly related to consumers, making
this disclosure not applicable
Not Applicable
Management Material Topic - Animal
18 13.11.1 ANJ does not have any animal products,
Health and Wellfare
therefore this disclosure is not applicable
Report the percentage of production
volume from sites of the organization Not Applicable
19 13.11.2 certified to third-party animal health ANJ does not have any animal products,
and welfare standards, and list these therefore this disclosure is not applicable
standards
The following additional sector disclosure Not Applicable
20 13.11.3 is for organizations in the aquaculture Our business unit operates in the
sector Plantation industry
Not Applicable
Management of Material Topic : Land and
21 13.13.1 There were no significant land clearances
Resources Rights
during the reporting period
List the locations of operations, where
land and natural resource rights Not Applicable
22 13.13.2 (including customary, collective, and There were no significant land clearances
informal tenure rights) may be affected during the reporting period
by the organization’s operations.
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PT Austindo Nusantara Jaya Tbk.
GRI Sector GRI
No Topic Explanation
Standard Standard
Report the number, size in hectares, and
location of operations where violations
Not Applicable
of land and natural resource rights
23 13.13.3 There were no significant land clearances
(including customary, collective, and
during the reporting period
informal tenure rights) occurred and the
groups of rightsholders affected.
Not Applicable
We do not differentiate allocation of jobs
Describe any differences in employment
for specific positions. Promotion and
terms and approach to compensation
24 13.15.5 recruitment are based on competency.
based on workers’ nationality or migrant
Up to this point, members of the local
status, by location of operations
community have not yet developed the
necessary capacity for job roles needed
Not Applicable
The Indonesian government has issued a
Management of Material Topic : Living wage standard based on the cost of living
25 13.21.1
Income dan Living Wage for specific areas, thus ANJ, as one of
company operating in Indonesia, must
comply with the relevant regulations
Report the percentage of employees
and workers who are not employees Confidentiality Constraint
and whose work is controlled covered According to our contractors, data
26 13.21.2 by collective bargaining agreements related to Contractor Workers’ Salaries is
that have terms related to wage levels information that cannot be shared by our
and frequency of wage payments at contractor
significant locations of operation
Confidentiality Constraint
Report the percentage of employees
According to our contractors, data
and workers who are not employees and
27 13.21.3 related to Contractor Workers’ Salaries is
whose work is controlled paid above
information that cannot be shared by our
living wage, with a breakdown by gender
contractor
Not Applicable
Management of Material Topic : Anti- We do not have the ability to influence
28 13.25.1
competitive behavior or control the market price of our
commodity
Not Applicable
Legal actions for anti-competitive
We do not have the ability to influence
29 13.25.2 206-1 behavior, anti-trust, and
or control the market price of our
monopoly practices
commodity
Not Applicable
Management of Material Topic : Anti- Based on the company’s historical track
30 13.26.1
corruption record and core values, this is not a
primary material concern for us
Not Applicable
Operations assessed for risks related to Based on the company’s historical track
31 13.26.2 205-1
corruption record and core values, this is not a
primary material concern for us
Not Applicable
Communication and training about anti-
Based on the company’s historical track
32 13.26.3 205-2 corruption policies and
record and core values, this is not a
procedures
primary material concern for us
Not Applicable
Confirmed incidents of corruption and Based on the company’s historical track
33 13.26.4 205-3
actions taken record and core values, this is not a
primary material concern for us
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APPENDIX
APPENDIX 4
Cross-Reference to SGDs
SDG SDG Action Taken by The SDG SDG Action Taken by The
Page Page
Goal Target Company Goal Target Company
Economic impacts of Economic performance
1.2 48-55 8.1 48-55
company activity and growth
Provision of access to Support to smallholders
1.3 157 8.3 56-61
health services to the poor and cooperatives
Respect of community Employment and job
1.4 172-174 8.3 132-139
rights to land creation
Desa Fokus village Equal opportunity
1.5 resilience building 68-71 8.5 of employment and 132-144
program remuneration
Gerbang Emas Edamame Prevention and eradication
2.3 Cultivation, Tani Mandiri, 71 8.7 of forced labor and child 152-155
Fresh Water Aquaculture labor
Floating Rice Fields and Protection of labor rights
2.4 68-71 8.8 152-155
Food security programs and freedom of association
9.1 Infrastructure investments 66-67
Provision of maternal
3.1 health and child care 157
services Emissions reduction and
9.4 85-88
monitoring
Provision of health
services in remote areas,
3.8 157
and health insurance for Hazardous waste
employees 12.4 95-99
management
Provision of doctors, Waste management and
3.c nurses, and midwives in 157 12.5 95-99
3R programs
clinics
12.7 Responsible sourcing 56-63
Quality education for local 72-73,
4.1
employees' children 155
13.1 Managing climate risks 80-84
Early childhood education
4.2 73 13.2 Reducing GHG emissions 85-90
program in West Papua
Learning and development Village- and community-
4.3 140-147 13.3 based fire prevention 69-71
programs for employees
programs
Equal opportunity and
5.1 140-147 Forest protection and
non-discrimination policy 15.1 100-117
conservation
Prevention and protection
of women from 15.2 No deforestation policy 106-117
5.2 148-151
harrasment through the
Gender committee 15.3 Restoration of habitats 106-117
Support for women in Biodiversity monitoring
5.5 148-151 15.5 106-117
leadership roles and protection
Water management,
6.3 114-119 16.2 Eradication of child labor 152-155
effluents and discharges
Water management, Grievance mechanism and
6.4 124-128 16.6 41-42
withdrawal and efficiency whistleblower system
Provision of renewable Membership in
16.7 42
7.1 energy to national 91 associations
electricity grid
7.2 Renewable energy use 91-92
7.3 Energy intensity 93
Investments in renewable
7.b 92-93
energy
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APPENDIX 5
POJK 51 Index (POJK51-G.4)
No Index Name Page
A SUSTAINABILITY STRATEGY
A.1 Explanation of sustainability strategy 21, 22
B OVERVIEW OF SUSTAINABILITY PERFORMANCE
B.1 Economic aspects
B.1.a Quantity of products or services sold 50
B.1.b Revenue or sales 54
B.1.c Net profit or loss 54
B.1.d Environmentally-friendly products 53
B.1.e Involvement of local parties in relation to sustainable finance business processes 56
B.2 Environmental aspects
B.2.a Energy use 91 - 94
B.2.b Reduction of emissions produced 85 - 88
B.2.c Reduction of waste and effluents 96 - 99
B.2.d Biodiversity conservation 100 - 117
64 - 73
B.3 Social aspects
170 - 175
C ORGANIZATIONAL PROFILE
C.1 Sustainability vision, mission and values 20 - 19
C.2 Company address 5
C.3 Scale of the business 5
C.3.a Total assets or asset capitalization, and total liabilities 4
C.3.b Number of employees by gender, position, age, education, and employment status 134 - 135
C.3.c Shareholders and share ownership percentages 5
C.3.d Area of operations 2, 4
C.4 Products, services, and business activities undertaken 4-5
C.5 Membership in associations 42
C.6 Significant changes in the organisation 4, 31
D REPORT FROM THE BOARD OF DIRECTORS
D.1.a Policies to respond to challenges in fulfilling the sustainability strategy 11 - 14
D.1.b Sustainable finance implementation 12 - 13
D.1.c Target achievement strategy 12 - 13
E SUSTAINABILITY GOVERNANCE
E.1 Person in charge of sustainable finance implementation 36 - 37
E.2 Development of sustainable finance competencies 34
E.3 Risk assessment on sustainable finance implementation 81
E.4 Stakeholder relations 38
E.5 Issues and challenges to sustainable finance 84
F SUSTAINABILITY PERFORMANCE
F.1 Activities to build sustainability culture 20, 33
ECONOMIC PERFORMANCE
Production targets and performance, portfolios, financing targets, or investments, revenue, and
F.2 50 - 54
profit and loss
Production targets and performance, portfolios, financing targets, or investments in financial
F.3 54, 55
instruments or projects that are aligned with sustainable finance
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APPENDIX
No Index Name Page
ENVIRONMENTAL PERFORMANCE
General aspects
F.4 Enviromental costs 55
Material aspects
F.5 Use of sustainable materials 82, 84, 92
Energy aspects
F.6 Energy consumption and intensity 91, 93
F.7 Energy efficiency and renewable energy use measures and achievements 91 - 94
Water aspects
F.8 Water consumption 124 - 128
Biodiversity aspects
F.9 Impacts of operations in or near conservation or biodiversity areas 102
F.10 Biodiversity conservation efforts 106 - 117
Emission aspects
F.11 Quantity and intensity of emissions by type 85 - 88
F.12 Emissions reduction measures and achievements 88 - 90
Waste and effluent aspects
F.13 Quantity of waste and effluents produced by type 98, 126
F.14 Mechanism to manage waste and effluents 96, 126
F.15 Spills that occurred (if any) 98
Environmental complaint aspects
F.16 Number and nature of environmental complaints received and resolved 173 - 174
SOCIAL PERFORMANCE
F.17 Commitment to provide equal services and/or products to consumers 62
Employment aspects
F.18 Equal work opportunity 141 - 151
F.19 Forced labour and child labour 155
F.20 Regional minimum wage 133
F.21 Decent and safe work environment 161 - 169
F.22 Employee training and capacity building 140 - 147
Community aspects
F.23 Impact of operations on local communities 64, 170
F.24 Community grievance 173 - 174
F.25 Environmental social responsibility initiatives 64, 171
Sustainable products/services development responsibilities
F.26 Innovation and development of sustainable finance products/services 49
F.27 Products/services which safety for consumerss have been assessed 63
F.28 Impacts of products/services 63
F.29 Number of products recalled 63
F.30 Customer satisfaction survey of sustainable finance products/services 63
G OTHERS
G.1 Written assurance by an independen party (if any) 178 -182
G.2 Feedback form 199
G.3 Responses to the previous year's feedback form 3, 197
G.4 List of disclosure in accordance with POJK 51/2017 192
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APPENDIX 6
Notes on Methods and Conversion Factors
GRI-303: Notes on Definitions
Water Consumption
a. Consumption for processing: water incorporated into the final product or used during the production process
b. Consumption for land application: water applied to plants, or effluents that have evaporated, stored in a controlled
manner due to contamination and cannot be used by other parties, and do not leave organizational boundaries
(Wastewater Treatment Plant)
GRI-305: Conversion Factors
No Parameter Source Unit Factor
Landuse Change
Modelling carbon sequestration and greenhouse gas
1 Undisturbed Forest emissions associated with oil palm cultivation and land- Ton C/Ha 268,00
use change (Henson I.E- 2009)
Review of emission factors for assessment of CO2
emission from land use change to oil palm in Southeast
2 Disturbed Forest Ton C/Ha 128,00
Asia (Agus, F., Henson, I.E., Sahardjo, B.H., Harris, N.,
van Noordwijk, M. & Killeen, T.J. 2013)
European Union Commission (2009). Directive 2009/28/
3 Shrubland Ton C/Ha 46,00
EC Draft Annex V
Modelling carbon sequestration and greenhouse gas
4 Grassland emissions associated with oil palm cultivation and land- Ton C/Ha 5,00
use change (Henson I.E- 2009)
European Union Commission (2009). Directive 2009/28/
5 Tree Corp Ton C/Ha 75,00
EC Draft Annex V
Food Crops/ Annual Winrock (2010). N Harris, pers com. MODIS data 2000 to
6 Ton C/Ha 8,50
Crops 2007. Average of annual (5.0) and perennial (12.0) crops
OPRODSIM Henson I.E.(2005b) OPRODSIM, a versatile,
7 Oil Palm mechanistic simulation model of oil palm dry matter Ton C/Ha 63,83
production and yield
Fertilizer
8 Ammonium Nitrate Kg CO2 eq/ Ton 2.380,00
9 Sulphate of Ammonia Kg CO2 eq/ Ton 340,00
Gurmit S. (1995). Management and utilisation of oil
Double Ammonium palm by-products. The Planter,
10 Kg CO2 eq/ Ton 460,00
Phosphate Jensson T.K. and Kongshaug G. (2003). Energy
consumption and greenhouse gas emissions in fertiliser
11 Urea production. International Fertiliser Society, York, UK Kg CO2 eq/ Ton 1.340,00
28pp.
12 Ammonium Chloride Kg CO2 eq/ Ton 1.040,00
13 Kieserite Caliman J.P., Carcasses R., Girardin P., Pujianto, Kg CO2 eq/ Ton 200,00
Dubos B., and Liwang T. (2005) Development of agro-
14 Muriate of Potash environmental indicators for sustainable management Kg CO2 eq/ Ton 200,00
of oil palm growing: general concept and example of
15 Ground Rock Phosphate nitrogen. Kg CO2eq/ Ton 44,00
16 Triple Super Phosphate Ecoinvent v2 (GHG based on IPCC 2007-100 years). Kg CO2 eq/ Ton 170,00
Ground Magnesium
17 Kg CO2 eq/ Ton 547,00
Limestone
2024 Sustainability Report 193
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APPENDIX
No Parameter Source Unit Factor
Other
18 Global Warming Potential IPCC Fifth Assessment Report (AR5) Kg CO2 eq/Kg N2O 265
Hooijer A., S. Page, J. G. Canadell, M. Silvius, J. Kwadijk,
19 Peat Oxidation H. Wosten, J. Jauhiainen (2010) Current and future CO2 Ton CO2 eq/ha/Yr 54,60
emissions from drained peatlands in Southeast Asia.
Well to wheel analysis of future automotive fuels and
20 Diesel Fuel powertrains in the European context. Well-to-tank Kg CO2 eq/Liter 3,12
Appendix 1
Convert liters to gigajoules : https://hextobinary.com/
21 Aviation [US] Gasoline GJ 0,13176
unit/energy/
Chase L.D.C and Henson I.E. (2010) A detailed
22 POME greenhouse gas budget for palm oil production. Kg CH4/Ton POME 13,10
International Journal for Agricultural Sustainability
23 National Grid Emission IEA Emissions Factor for 2012 Kg CO2eq/kWh 0,81
Sequestration in Tree regional default conservation sequestration (Cseq)
24 Ton CO2 eq/Ha/Yr 9,17
Conservation values recommended by RSPO
GRI-302: Conversion Factors
302-4 Calculation Methods
Type of Energy
No Program Calculation Method
Reduced
Using biomass turbines for non-processing (Total Kwh / Total operational hours) x Total non-
1 Diesel fuel
energy process hours x Conversion factor kWh to GJ
((Old bulbs wattage x Number of bulbs) - (New
2 Switch to energy saving light bulbs Electrical bulbs wattage x Number of bulbs )) x Usage time x
Conversion factor kWh to GJ
Teleconferencing frequency x Amount of fuel x
3 Teleconferencing Diesel fuel
Number of trips x Fuel conversion factor
Modification of machines from diesel to Energy consumption with fuel – Energy
4 Diesel fuel
electric consumption with electricity
((Old AC wattage - New AC Wattage)) x Number of
6 Switch to energy saving AC Electricity
AC x AC Usage time x Conversion factor kWh to GJ
Working hours x Motor engine energy x Conversion
7 R2G (Rotary Removal Grit) Electricity
factor kWh to GJ
((Total electricity consumption x kWh to fuel
Modification of unconventional tin pump conversion factor x fuel energy conversion factor)
10 Diesel fuel
system from diesel to electricity - (Total electricity consumption x kWh to GJ
conversion factor))
11 SCADA for Automatization Electricity Time savings x Operational days x Pump energy
(Average electricity consumption – Actual
12 AutoMix Treatment Electricity electricity usage after the program) x Conversion
factor of kWh to GJ
(Average mileage in Km before the program –
Operational Transport Restrictions for
13 Diesel fuel Actual mileage in Km) / Km to liter conversion x
Guest and Staff Pickup Service
0,036 GJ/Liter
(Energy consumption before implementation
14 FFB grading conveyor Electricity – energy consumption after implementation) x
conversion factor of kWh to GJ
Deactivation of pump in Pond 5 in the waste (Energy use of the Pond 5 pump) x conversion
15 Electricity
area factor of electricity to GJ
(Energy consumption before implementation
16 Reducing power of LTDS 2 Fan Electricity – energy consumption after implementation) x
Conversion factor of electricity to GJ
((Old bulbs wattage x Number of bulbs) - (New
17 Photocell installation Electricity bulbs wattage x Number of bulbs)) x Usage time x
Conversion factor of kWh to GJ
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PT Austindo Nusantara Jaya Tbk.
Type of Energy
No Program Calculation Method
Reduced
(Average electricity consumption – Actual
Application of Legrand Timer on streetlights
18 Electricity electricity usage after the program) x Conversion
in housing and mill areas
factor of kWh to GJ
(Average electricity consumption – Actual
Optimization of High-Speed Separator
20 Electricity electricity usage after the program) x Conversion
Pumps for mud processing
factor of kWh to GJ
(Average electricity consumption – Actual
21 Optimization of electromotor oil pump Electricity electricity usage after the program) x Conversion
factor of kWh to GJ
302-4 Conversion Factors and Assumptions
1 kWh 0.0036 GJ
Light Bulb Usage (Mill) 40 Hours/Week
Estate-Airport Distance (2-way) 68 km
Fuel Consumption 17 km/liter
1 PK AC Standard Wattage 840 Watt
2 PK AC Standard Wattage 1920 Watt
1 PK Low Watt AC Wattage 660 Watt
2 PK Low Watt AC Wattage 1590 Watt
AC Usage Time 40 Hours/Week
R2G Usage Capacity 700 kg/Jam
R2G Motor Engine Energy 5 kWh
Light Bulb Usage (Biogas) 98 Hours/Week
Light Bulb Usage (CWT) 10 Hours/Day
Mill research results
kWh to Diesel Fuel conversion 0.3 L/kWh
mikrodata.bps.go.id
Diesel Fuel to GJ conversion 0.036 GJ/liter
GRI-306: Notes on Methods and Assumptions
1. Conversion factors used: 7. Assumptions for production waste calculation per
a. 1m3= 1000 liter recovery type:
b. 1 ton= 1000 kg a. Reuse: EFB that are applied directly to the soil.
2. Average oil density is 870 kg/m3 (measured from b. Recycle: EFB is used for composting.
testing), and we converted reused oil from liter to kg, c. Recovery: Palm fibers, and shells used as biofuel
except for hazardous waste in ANJAP, PMP, and PPM. or sold
3. Palm shell waste is generated from 8% of processed 8. Waste Type and Categories:
FFB. a. Non-Hazardous Production Waste: Shells, fibers,
4. Palm fiber waste is generated from 13% of processed EFBs.
FFB. b. Non-Hazardous Non-Production Waste: steel and
5. Sago fiber waste is generated from 14% of processed spare parts, tires, plastics and polybags, fertilizer
sago logs (Flach, 1997; Rumalatu, 1981). sacks, paper, organic, and inorganic domestic
6. Non-production waste is calculated from the waste.
difference of garbage truck weight when loaded with c. Hazardous Waste: batteries, filters, contaminated
waste compared to when it is unloaded. gloves and cloth, contaminated packaging,
medical waste, neon lamps/light bulbs,
cartridges, electronic devices.
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APPENDIX
APPENDIX 7
Response to the Previous Year's Report's Feedback
(POJK51-G.3)
Following the release of the 2023 Sustainability Report, throughout 2024 the Company did not receive any
responses nor feedbacks from stakeholders. Consequently, this report did not present specific details
regarding actions the Company may have taken in response to feedback from the previous year. Nevertheless,
the quality of the 2023 report has been enhanced to align with the GRI and GRI Sector Standard (GRI 13:
Agriculture, Aquaculture, and Fishing Sectors) guidelines, as well as POJK No. 51/POJK.03/2017 concerning
the Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies.
196 2024 Sustainability Report
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PT Austindo Nusantara Jaya Tbk.
Feedback Form
(POJK51-G.2)
The 2024 Sustainability Report of PT. Austindo Nusantara Jaya Tbk. provides an overview of our sustainability performance. We
look forward to your inputs, constructive feedbacks and suggestions after reading this Sustainability Report, either by email or by
sending this form by fax/post.
YOUR PROFILE
Name (optional) : _______________________________________________________________________________________
Institution/company : _______________________________________________________________________________________
Email : _______________________________________________________________________________________
Phone/Cell phone : _______________________________________________________________________________________
STAKEHOLDER CATEGORY
( ) Shareholder or Investor ( ) Customer ( ) Employee ( ) Labor Union ( ) Media
( ) Supplier ( ) Business Organization ( ) Government ( ) Community Organization/NGO
( ) Other, please specify ____________________________________________________________________________________
Please pick from the statements below that best describe your opinion: Yes No
1. This report is easy to understand. ( ) ( )
2. This report is useful for me. ( ) ( )
3. This report sufficiently describes ANJ’s performance with regard to sustainability. ( ) ( )
Please rate the material aspects that you consider important for sustainability (from 1-most important to 8-least important)
GHG Emissions and Carbon Footprint Supply Chain Practices
GHG emission and energy efficiency Supplier environmental and social practices
Waste recycling Traceability
Climate risk and adaptation Labor rights
Water management Forced labor
Protecting Forests and Biodiversity Child labor
Biodiversity and conservation Freedom of association
Deforestation Prosperity and inclusive growth
Fire prevention and management Economic performance
Working Conditions Innovation and sustainable production
Occupational Health and Safety Socio-economic welfare and livelihoods
Training and education Local Communities
Diversity and women’s empowerment Rights of local communities
Community Involvement and Development
__________________________________________________________________________________________________________
Thank you for your participation.
Please send this feedback form to:
PT. Austindo Nusantara Jaya Tbk.
Corporate Communications
SMDC Tower, Floor 40
Jl. Dr. Ide Anak Agung Gde Agung Kav. 5.5-5.6
Jakarta 12950
Indonesia
Tel. +62 21 2965 1777
Fax. +62 21 2965 1788
Email: anj.corcomm@anj-group.com
www.anj-group.com
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Abbreviations
3R Reduce, Reuse, Recycle
AANE PT. Austindo Aufwind New Energy
AELT ANJ Executive Leadership Team
AEI Asosiasi Emiten Indonesia or Indonesian Public Listed Companies Association
AGMS Annual General Meeting of Shareholders
ALC ANJ Learning Center
AMDAL Analisis Mengenai Dampak Lingkungan or Environmental Impact Assessments
ANJ PT. Austindo Nusantara Jaya Tbk.
ANJA PT. Austindo Nusantara Jaya Agri
ANJAP PT. ANJ Agri Papua
ANJAS PT. Austindo Nusantara Jaya Agri Siais
APBS Asosiasi Perkebunan Besar Swasta or Association of Large Private Plantations
ASRRAT Asia Sustainability Reporting Rating
BKSDA Balai Konservasi Sumber Daya Alam or Natural Resources Conservation Center
BOC Board of Commissioners
BOD Board of Directors
BPJS Kesehatan Badan Pengelola Jaminan Sosial Kesehatan or Healthcare Social Security Agency
BPJS Ketenagakerjaan Badan Pengelola Jaminan Sosial Ketenagakerjaan or Employment Social Security Agency
BSI British Standards Institution
CEO Chief Executive Officer
CFC Chlorofluorocarbons
CH4 Methane
CI Conservation International
CID Community Involvement and Development
CIRAD Centre de Coopération Internationale en Recherche Agronomique pour le Développement
CITES Convention on International Trade of Endangered Species
CLA Collective Labor Agreement
CO2 Carbon Dioxide
COVID-19 Coronavirus Disease 2019
CPO Crude Palm Oil
CSR Corporate Social Responsibility
EFB Empty Fruit Bunches
EGMS Extraordinary General Meeting of Shareholders
EHS Environmental Health and Safety
EPMS Electronic Plantation Mobile System
EPR Extended Producer Responsibility
ERP Enterprise Resource Planning
ESG Environmental, Social, and Governance
ESP Electrostatic Precipitator
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APPENDIX
eTis Electronic Traceability Information System
FAO Food and Agriculture Organization
FAT Fatality
FFB Fresh Fruit Bunches
FGD Focus Group Discussion
FLAG Forests, Land, and Agriculture
FoKSBI Indonesian Sustainable Palm Oil Forum
FPIC Free, Prior, and Informed Consent
GAPKI Gabungan Pengusaha Kelapa Sawit Indonesia or Indonesian Palm Oil Producers’ Association
GCG Good corporate governance
GHG Greenhouse Gas
GJ Gigajoule
GLAD Global Analysis and Discovery
GM General Manager
GMIT PT. Gading Mas Indonesia Teguh
GMS General Meeting of Shareholders
GPS Global Positioning System
GRI Global Reporting Initiative
GRK Gas Rumah Kaca
GSB PT. Galempa Sejahtera Bersama
HACCP Hazard Analysis and Critical Control Points
HCFC Hydrochlorofluorocarbon
HCS High Carbon Stock
HCSA High Carbon Stock Approach
HCV High Conservation Value
HCVRN High Conservation Value Resource Network
HCVRN's ALS HCVRN's Assessor Licensed Scheme
HGU Hak Guna Usaha or Land Cultivation Right Titles
HIRARC Hazard Identification, Risk Assessment & Risk Control
HR&CM Human Resource & Change Management
HRO Human Resources Officer
IDM Indeks Desa Membangun or Village Development Index
IDP Individual Development Plan
IDX Indonesia Stock Exchange
IFM Integrated Fire Management
IMT Incident Management Team
IPCC Intergovernmental Panel on Climate Change
ISCC International Sustainability and Carbon Certification
ISO International Organization for Standardization
ISPO Indonesian Sustainable Palm Oil
IUCN International Union for Conservation of Nature
Izin Usaha Pemanfaatan Hasil Hutan Bukan Kayu - Hutan Alam or Business License for the
IUPHHBK-HA
Utilization of Non-Timber Forest Products – Natural Forest
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IWMWG Indonesia Water Mandate Working Group
JKN Jaminan Kesehatan Nasional or National Health Insurance
JSA Job Safety Analysis
KADIN Kamar Dagang dan Industri Indonesia or Indonesian Chamber of Commerce and Industry
KAL PT. Kayung Agro Lestari
KEE Kawasan Ekosistem Esensial or Essential Ecosystem Area
KIMPER Kartu Ijin Mengemudi Perusahaan or Corporate Driving License
KPI Key Performance Indicator
KTPA Kelompok Tani Peduli Api or smallholder farmer fire-fighting groups
LKS Bipartit Bipartite forum
LCA Life-cycle Assessment
LOC Letter of Commitment
LOTO lockout-tagout
LTI Lost Time Injury
LUC Land-use Change
LUCA Land Use Change Analysis
MASSI Masyarakat Sagu Indonesia or Indonesian Sago Community
MDP Management Development Program
MoEF Ministry of Environment and Forestry
MoU Memorandum of Understanding
MT Management Trainee
MTC Medical Treatment Case
N2O Nitrous oxide
NBS Nature-based Solutions
NDPE No Deforestation, No Peat, and No Exploitation
NGO Non-governmental organization
NOX Nitrogen oxide
NPP New Planting Procedures
NRC Nomination and Remuneration Committee
OD Occupational Disease
ODS Ozone-depleting substances
OHS Occupational Health and Safety
OHSAS Occupational Health and Safety Management System
OJK Otoritas Jasa Keuangan or Financial Services Authority
OJT On the Job Training
P&C Principles and Criteria
Panitia Pembina Kesehatan dan Keselamatan Kerja or Health and Safety Committee Governing
P2K3
Body
PAUD Pendidikan Anak Usia Dini or Early Childhood Education
Pendaki Peduli Keanekaragaman Hayati or Care for Biodiversity
PK Palm Kernel
PKO Palm Kernel Oil
PLN Perusahaan Listrik Negara or State Electricity Company
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APPENDIX
PM Particulate matter
PMP PT. Putera Manunggal Perkasa
POJK Peraturan Otoritas Jasa Keuangan or Financial Services Authority Regulation
POME Palm oil mill effluent
PONGO Palm Oil & NGO alliance
Posko DAMKAR Pos Komando Pemadam Kebakaran or Firefighting Command Post
PPM PT. Permata Putera Mandiri
PROPER Program for Ranking Corporate Performance
PSDH Provisi Sumber Daya Hutan or forest resource levy
Puskesmas Pusat Kesehatan Masyarakat or primary health centers
QIP Quality Improvement Program
R&D Research and Development
R2G Rotary Removal Grit
RADD Radar for Detecting Deforestation
RD Responsible Development
RKL Rencana Pengelolaan Lingkungan or Enviromental Management Plan
RPL Rencana Pemantauan Lingkungan or Environmental Monitoring Plan
RSPO Roundtable on Sustainable Palm Oil
SBTi Science-based Targets Initiative
SDG Sustainable Development Goals
SEIA Social and Environmental Impact Assessment
SIA Social Impact Assessment
SME Subject Matter Experts
Sistem Manajemen Kesehatan & Keselamatan Kerja or Occupational Health and Safety
SMK3
Management System
SMM PT. Sahabat Mewah Makmur
SOP Standard Operating Procedures
SOX Sulfur oxides
SPOTT Sustainability Policy Transparency Toolkit
TK Taman Kanak-kanak or Kindergarten
TNA Training Needs Analysis
UAV Unmanned Aerial Vehicle
UN United Nations
USD US Dollars
VAT Value Added Tax
WBS Whistleblowing System
WDPA World Database on Protected Areas
WEP Women’s Empowerment Principles
WFH Work from Home
WRI World Resources Institute
202 2024 Sustainability Report
Page 205
PT Austindo Nusantara Jaya Tbk. 2024 Sustainability Report 203
Page 206
APPENDIX 204 2024 Sustainability Report
Page 207
PT Austindo Nusantara Jaya Tbk.
The dedicated team behind our
Sustainability Report:
a testament to the strength of teamwork
and collaboration.
2024 Sustainability Report 205
Page 208
2024 SUSTAINABILITY REPORT PT AUSTINDO NUSANTARA JAYA Tbk. Menara SMBC, 40th Floor Jl. Dr. Ide Anak Agung Gde Agung Kav. 5.5 – 5.6 Jakarta 12950 Tel: (62 21) 2965 1777 Fax: (62 21) 2965 1788 www.anj-group.com
Names mentioned 49 people and organisations named in the text · linked when the evidence is strong
unresolved
org
PT Austindo Nusantara Jaya Agri
p.4
unresolved
org
PT Austindo Nusantara Jaya Agri Siais
p.4
unresolved
org
PT Sahabat Mewah
p.4
unresolved
org
PT Kayung Agro Lestari
p.4
unresolved
org
PT Galempa Sejahtera Bersama
p.4
unresolved
org
PT ANJ Agri Papua
p.4
unresolved
org
PT Gading Mas Indonesia Teguh
p.4
unresolved
org
PT Austindo Aufwind New Energy
p.4
unresolved
org
PT Austindo Nusantara Jaya Boga
p.4
unresolved
org
PT Lestari Sagu Papua
p.4
unresolved
org
Financial Services Authority
p.4 ×5
unresolved
person
Dr. Ide Anak Agung Gde Agung
p.5 ×2
unresolved
org
PT Austindo
p.6
unresolved
org
AJI HK Limited
p.6
unresolved
org
PT Memimpin Dengan Nurani LEGAL FORM
p.7
unresolved
org
Indonesia Stock Exchange
p.7
unresolved
org
Plasma & Partners
p.9
unresolved
person
Vice
· President Director
p.21 ×2
unresolved
person
Male
· President Commissioner
p.33 ×14
unresolved
person
Female
· Commissioner
p.33 ×2
unresolved
person
Adrianto Machribie
p.35
unresolved
org
Dana Pensiun Lembaga Keuangan
p.57
unresolved
person
Edi Radiansyah
p.63
unresolved
org
Pengawas Obat dan Makanan
p.65
unresolved
org
Ministry of Health's GERMAS
p.67
unresolved
org
Ministry of Education
p.70
unresolved
person
Tanie
p.73
unresolved
org
Yayasan Perguruan Austindo Nusantara Jaya Agri
p.74
unresolved
org
PT GMIT
p.98
unresolved
org
Ministry of Environment and Forestry's
p.99
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