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Resilience in Transition
PT MITRA PINASTHIKA MUSTIKA TBK
Laporan Keberlanjutan
Sustainability Report 2025
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PENGANTAR Penjelasan Tema Daftar Isi Ikhtisar Kinerja Keberlanjutan Sambutan Direktur Utama
Introduction Report’s Theme Table of Contents Sustainability Performance Highlights Message from the President Director
2 Laporan Keberlanjutan ● Sustainability Report 2025
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Resilience
in Transition
Tahun 2025 menjadi fase penting bagi Grup MPM dalam memperkuat
fondasi menuju perjalanan keberlanjutan jangka panjang. Melalui
penyusunan strategi keberlanjutan yang komprehensif untuk periode
2026–2030 serta pelaksanaan analisis risiko keberlanjutan dan iklim
terhadap kinerja keuangan, Grup MPM memastikan bahwa langkah-
langkah keberlanjutan di masa depan dibangun di atas dasar yang kokoh
dan kredibel. Tema Laporan Keberlanjutan tahun ini mencerminkan
semangat adaptif dan pandangan strategis Grup MPM dalam menavigasi
periode transisi dengan penuh kesiapan dan tanggung jawab.
The year 2025 marked an important phase for MPM Group in
strengthening the foundation for its long-term sustainability journey.
Through the development of a comprehensive sustainability strategy for
the 2026–2030 period, as well as the implementation of sustainability
and climate risk analysis on financial performance, MPM Group ensures
that future sustainability initiatives are built on a solid and credible
foundation. The theme of this year’s Sustainability Report reflects MPM
Group’s adaptive spirit and strategic outlook in navigating the transition
period with preparedness and responsibility.
2025 Laporan Keberlanjutan ● Sustainability Report 3
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PENGANTAR Penjelasan Tema Daftar Isi Ikhtisar Kinerja Keberlanjutan Sambutan Direktur Utama
Introduction Report’s Theme Table of Contents Sustainability Performance Highlights Message from the President Director
Daftar Isi
Table of Content
01
PENGANTAR PROFIL PERUSAHAAN
Introduction Company Profile
3 Penjelasan Tema 20 Sekilas tentang MPM
Report’s Theme MPM at a Glance
4 Daftar Isi 30 Keanggotaan Asosiasi
Table of Contents Association Membership
6 Ikhtisar Kinerja Keberlanjutan 31 Penghargaan 2025
Sustainability Performance Highlights Awards in 2025
8 Sambutan Direktur Utama 34 Sertifikasi
Message from the President Director Certification
34 Rantai Pasok dan Pengadaan yang Bertanggung Jawab
Responsible Supply Chain and Procurement
05 06 07
SMART MOBILITY TO EMBRACE SMART MOBILITY TO EMBRACE TATA KELOLA KEBERLANJUTAN
EMPLOYEE WELL-BEING COMMUNITY WELL-BEING Sustainability Governance
106 Karyawan dan Kesetaraan 134 Dampak Kegiatan Usaha 174 Komitmen Tata Kelola
Kesempatan terhadap Masyarakat Governance Commitment
Employee and Equal Impact of Business Activities on
Opportunity the Community 175 Struktur Tata Kelola
Governance Structure
122 Pelatihan dan Pendidikan 136 Masyarakat dan Kerelawanan
Training and Education Community and Volunteering 188 Nilai dan Integritas
Values and Integrity
127 Lingkungan Kerja yang 164 Employee Volunteering
Aman dan Nyaman 193 Manajemen Risiko
Safe and Healthy Workplace Risk Management
170 Pengaduan Masyarakat
Community Grievance
Mechanism
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02 03 04
MPM DAN KEBERLANJUTAN SMART MOBILITY TO EMBRACE SMART MOBILITY TO EMBRACE
MPM and Sustainability A BETTER ENVIRONMENT SUSTAINABLE BUSINESS
40 Strategi Keberlanjutan 58 Pengelolaan Lingkungan 80 Privasi Pelanggan dan
Sustainability Strategy Environmental Management Keamanan Data
Customer Privacy and
47 Penentuan Topik Material 60 Efisiensi Bahan Bakar dan Data Security
Determination Pemanfaatan Armada
of Material Topic Fuel Efficiency and Fleet 84 Kinerja Ekonomi
Utilization Economic Performance
52 Pelibatan Pemangku
Kepentingan 64 Emisi dan Emisi yang Dibiayai 86 Tanggung Jawab Produk
Stakeholder Engagement Emissions and Financed dan Jasa
Emissions Products and Services
Responsibility
68 Dampak Lingkungan dari
Operasional dan Keluhan 96 Pengelolaan Pelanggan
Lingkungan Customer Management
Environmental Impacts from
Operations and Environmental
Complaints
PENGUNGKAPAN FINANSIAL TERKAIT LAMPIRAN
KEBERLANJUTAN SESUAI PSPK 1 & 2 Appendix
Sustainability-related Financial Disclosures in Accordance
with PSPK 1 & 2 244 Tentang Laporan Keberlanjutan
About the Sustainability Report
210 Tata Kelola
Governance 246 Daftar Pengungkapan Sesuai POJK-51/2017
List of Disclosures in accordance with POJK-51/2017
213 Risiko dan Peluang terkait Keberlanjutan
Sustainability-related Risks and Opportunities 249 Indeks Konten GRI
GRI Content Index
231 Risiko dan Peluang terkait Iklim
Climate-related Risks and Opportunities 253 Metrik Bursa Efek Indonesia
Indonesia Stock Exchange ESG Metrics
255 Lembar Umpan Balik
Feedback Form
2025 Laporan Keberlanjutan ● Sustainability Report 5
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PENGANTAR Penjelasan Tema Daftar Isi Ikhtisar Kinerja Keberlanjutan Sambutan Direktur Utama
Introduction Report’s Theme Table of Contents Sustainability Performance Highlights Message from the President Director
Ikhtisar Kinerja Keberlanjutan
Sustainability Performance Highlights
Aspek Ekonomi [OJK B.1]
Economic Aspects
2025 2024* 2023
Pendapatan Neto
16.152.176 16.385.270 13.859.071
Net Revenues
Laba Tahun Berjalan
461.917 572.289 525.638
Profit for the Year
Jumlah Aset
8.534.616 8.690.942 8.599.026
Total Assets
Jumlah Pengadaan Lokal (UMKM dan Non-UMKM)
346.742 325.423 266.945
Total Local Procurement (MSME and Non-MSME)
*Disajikan kembali sebagai dampak dari penerapan PSAK 117. Data tahun 2023 tidak Juta Rupiah ▪ IDR million
disajikan ulang sehingga tidak sepenuhnya dapat diperbandingkan.
As restated following the implementation of PSAK 117. Comparative figures for 2023 have not
been restated and may not be directly comparable.
Jumlah Produk Terjual Jumlah Pemasok Lokal (UMKM dan Non-UMKM)
Total Product Sold Total Local Supplier (MSME and Non-MSME)
2025 745.966 2025 799
2024 792.241 2024 833
2023 721.295 2023 1.091
Unit Sepeda Motor ▪ Motorcycle Unit Pemasok ▪ Supplier
Proporsi Pengadaan Lokal (UMKM dan Non-UMKM)
Proportion of Local Procurement (MSME and Non-MSME)
99,93% 98,27% 100%
2025 2024 2023
Catatan ⅼ Note:
●● Pengadaan lokal diartikan sebagai pengadaan dari dalam negeri.
●● Jumlah produk terjual tidak mencakup penjualan unit sepeda motor ke diler sendiri.
●● Local procurement is defined as sourcing from domestic suppliers.
●● The reported number of products sold excludes motorcycle unit sales to company-owned dealers.
6 Laporan Keberlanjutan ● Sustainability Report 2025
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Aspek Lingkungan* [OJK B.2]
Environmental Aspects
2025 2024 2023
Biaya Lingkungan Juta Rupiah
431 725 393 IDR Million
Environmental Costs
Timbulan Emisi GRK (Cakupan-1 dan 2)
3.331,03 3.576,58 3.551,66 Ton CO₂e
GHG Emission Generation (Scope-1 and 2)
Intensitas Emisi GRK Ton CO₂e/Rp Juta
0,00021 0,00022 0,00026 Ton CO₂e/IDR Million
GHG Emissions Intensity
Intensitas Penggunaan Air Megaliter/Orang
0,000024 0,000053 0,000020 Megaliter/People
Water Consumption Intensity
Konsumsi Kertas Rim
4.798 4.175 3.953 Ream
Paper Consumption
Penggunaan Energi Bahan Bakar Minyak (BBM)
92.833 136.464 148.028 Liter
Fuel Energy Consumption
Penggunaan Energi Listrik
12.879,07 13.469,95 13.254,20 GJ
Electricity Consumption
Catatan ⅼ Note:
*Terdapat pernyataan ulang pada data-data lingkungan untuk pelaporan tahun ini. Informasi lebih lengkap mengenai alasan
pernyataan ulang data dapat dilihat pada halaman 64 - 76 dalam Laporan ini.
Certain environmental data in this report have been restated. Further details on the reasons for the restatement are provided on
pages 64–76 of this report.
Aspek Sosial [OJK B.3]
Social Aspects
Karyawan ▪ Employee
2025 2024 2023
Jumlah Karyawan Orang
1.494 1.546 1.586 People
Total Employee
Komposisi Karyawan Perempuan
31,99 30,85 30,45 %
Female Employee Composition
Jumlah Kasus Fatalitas Kecelakaan Kerja Kasus
0 0 0 Cases
Total fatal workplace accidents
Masyarakat ▪ Community
Investasi Sosial (Biaya CSR) Juta Rupiah
3.266 2.647 2.993 IDR Million
Social Investments (CSR Cost)
Aspek Tata Kelola
Governance Aspects
Sustainalytics ESG Risk Rating Terdaftar dalam ▪ Listed in Terdaftar dalam ▪ Listed in
Nilai
Score 8,67 Kategori ▪ Category
Negligible Risk
Indeks
ESG Quality 45 Indeks ESG Sector
Leaders IDX KEHATI
Posisi 2 dari 85 perusahaan ESG Quality 45 Indices ESG Sector Leaders
2nd position out of 85 companies IDX KEHATI Indices
2025 Laporan Keberlanjutan ● Sustainability Report 7
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PENGANTAR Penjelasan Tema Daftar Isi Ikhtisar Kinerja Keberlanjutan Sambutan Direktur Utama
introduction Report’s Theme Table of Contents Sustainability Performance Highlights Message from the President Director
Sambutan Direktur Utama
Message from The President Director
Direktur Utama
President Director
8 Laporan Keberlanjutan ● Sustainability Report 2025
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Kami menempatkan keseimbangan antara kinerja ekonomi,
tanggung jawab sosial, dan pengelolaan lingkungan
sebagai bagian integral dari arah strategis dan cara kami
menjalankan bisnis.”
“We place a balance between economic performance, social responsibility, and environmental
stewardship as an integral part of our strategic direction and the way we conduct business.”
Pemangku kepentingan yang terhormat, Dear esteemed stakeholders,
Dengan penuh rasa syukur, kami kembali menghadirkan We are pleased to present the 2025 Sustainability Report
Laporan Keberlanjutan tahun 2025 sebagai wujud as a reflection of our commitment to transparency and
komitmen terhadap transparansi dan akuntabilitas dalam accountability in managing our economic, environmental,
mengelola dampak ekonomi, lingkungan, dan sosial. and social impacts. The publication of this report
Diterbitkannya laporan ini sekaligus merupakan bagian represents our continuous effort to enhance the quality
dari upaya tiada henti kami untuk meningkatkan kualitas of our disclosures while ensuring alignment with relevant
pelaporan serta memastikan keselarasan dengan standar global reporting standards.
pelaporan global yang relevan.
Tahun 2025 menjadi fase yang penuh dinamika bagi The year 2025 has been a dynamic period for the business
dunia usaha, ditandai oleh ketidakpastian ekonomi global, landscape, marked by global economic uncertainty,
percepatan transformasi teknologi, serta meningkatnya accelerated technological transformation, and rising
ekspektasi pemangku kepentingan terhadap praktik stakeholder expectations for responsible business
bisnis yang bertanggung jawab. Dalam konteks tersebut, practices. In this context, we view sustainability not merely
kami memandang keberlanjutan bukan sekadar respons as a response to change, but as a strategic foundation for
terhadap perubahan, melainkan sebagai landasan strategis strengthening business resilience and ensuring long-term
untuk memperkuat ketahanan usaha dan memastikan value creation.
penciptaan nilai jangka panjang.
KEBERLANJUTAN SEBAGAI SUSTAINABILITY AS THE FOUNDATION
FONDASI STRATEGI BISNIS [GRI 2-22] OF BUSINESS STRATEGY [GRI 2-22]
Kami menempatkan keseimbangan antara kinerja We emphasize the importance of balancing economic
ekonomi, tanggung jawab sosial, dan pengelolaan performance, social responsibility, and environmental
lingkungan sebagai bagian integral dari arah strategis dan stewardship as an integral part of our strategic direction
cara kami menjalankan bisnis. Prinsip keberlanjutan tidak and the way we conduct business. Sustainability principles
hanya menjadi komitmen, tetapi juga menjadi panduan are not only a commitment but also a guiding framework
dalam setiap pengambilan keputusan dan pelaksanaan in every decision-making process and operational activity.
operasional kami. Sejalan dengan hal tersebut, prinsip Accordingly, sustainability principles have been integrated
keberlanjutan telah terintegrasi ke dalam strategi into MPM’s sustainability strategy and embedded into our
keberlanjutan MPM dan menjadi bagian integral dari arah strategic direction and business practices.
strategis serta cara kami menjalankan bisnis.
2025 Laporan Keberlanjutan ● Sustainability Report 9
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PENGANTAR Penjelasan Tema Daftar Isi Ikhtisar Kinerja Keberlanjutan Sambutan Direktur Utama
introduction Report’s Theme Table of Contents Sustainability Performance Highlights Message from the President Director
Dalam implementasinya, prinsip keberlanjutan In practice, these principles are translated into various
diterjemahkan ke dalam berbagai inisiatif strategis yang strategic initiatives supported by key performance indicators
dilengkapi dengan indikator kinerja utama dan metrik and measurable metrics to consistently monitor and
yang terukur untuk memantau dan mengevaluasi kinerja evaluate performance. At the same time, we continuously
secara konsisten. Pada saat yang sama, kami secara manage the environmental impacts of our operations while
berkelanjutan mengelola dampak lingkungan dari aktivitas strengthening social contributions through responsible
usaha serta memperkuat kontribusi sosial melalui praktik employment practices and active stakeholder engagement
ketenagakerjaan yang bertanggung jawab dan keterlibatan across environmental and social initiatives.
aktif dengan para pemangku kepentingan melalui berbagai
inisiatif lingkungan dan sosial.
Melalui integrasi prinsip keberlanjutan ke dalam strategi Through the integration of sustainability principles
bisnis dan operasional, kami berupaya menciptakan nilai into our business strategy and operations, we strive to
jangka panjang melalui inovasi, ketahanan usaha, dan create long-term value through innovation, business
pertumbuhan yang bertanggung jawab. Pendekatan ini resilience, and responsible growth. This approach ensures
memastikan bahwa keberlanjutan tidak hanya menjadi that sustainability functions not only as a normative
komitmen normatif, tetapi juga berfungsi sebagai commitment but also as a strategic driver in strengthening
penggerak strategis dalam memperkuat daya saing dan competitiveness and business continuity.
keberlangsungan usaha.
Tahun 2025 juga menjadi periode yang menantang bagi
industri otomotif nasional, khususnya segmen sepeda
motor, yang dipengaruhi oleh pertumbuhan ekonomi
yang moderat dan tekanan daya beli masyarakat.”
“The year 2025 also proved challenging for the national automotive industry, particularly
the motorcycle segment, influenced by moderate economic growth and pressure on
consumer purchasing power.”
PELUANG DAN TANTANGAN OPPORTUNITIES AND CHALLENGES
Memasuki tahun 2025, kami senantiasa mencermati Entering 2025, we closely monitored external dynamics
dinamika eksternal yang memengaruhi kinerja usaha. affecting business performance. Our PESTLE analysis
Analisis PESTLE menunjukkan sejumlah peluang strategis, identified several strategic opportunities, including the
antara lain pertumbuhan pasar kendaraan listrik, growth of the electric vehicle market, the relocation of
pemindahan Ibu Kota Negara ke IKN yang membuka Indonesia’s capital to Nusantara (IKN) which opens new
prospek bisnis baru, bonus demografi penduduk muda business prospects, a young demographic dividend that is
yang adaptif terhadap teknologi, serta meningkatnya highly adaptive to technology, and increasing attention to
perhatian terhadap praktik keberlanjutan. Di sisi lain, kami sustainability practices. On the other hand, we also faced
juga menghadapi berbagai tantangan, seperti tekanan challenges such as inflationary pressures and purchasing
inflasi dan daya beli, ketidakpastian geopolitik, risiko power constraints, geopolitical uncertainty, cybersecurity
keamanan siber, serta kerentanan terhadap dampak risks, and vulnerability to climate change impacts.
perubahan iklim.
10 Laporan Keberlanjutan ● Sustainability Report 2025
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Dalam merespons dinamika tersebut, fokus strategis kami In responding to these dynamics, our strategic focus pada tahun 2025 diarahkan untuk mendorong inovasi dan in 2025 was directed toward fostering innovation kolaborasi guna mencapai pertumbuhan dan profitabilitas and collaboration to achieve sustainable growth and yang berkelanjutan di seluruh entitas usaha. Kami profitability across all business entities. We established menetapkan lima area fokus utama, yaitu pengembangan five key focus areas: developing business opportunities peluang bisnis yang relevan dengan kebutuhan pasar, aligned with market needs, maintaining healthy cash pengelolaan arus kas yang sehat, penguatan sistem dan flow, strengthening systems and technology, enhancing teknologi, pengembangan kapabilitas sumber daya human capital capabilities, and reinforcing organizational manusia, serta penguatan budaya dan nilai organisasi. culture and values. Tahun 2025 juga menjadi periode yang menantang bagi The year 2025 also proved challenging for the national industri otomotif nasional, khususnya segmen sepeda automotive industry, particularly in the motorcycle motor, yang dipengaruhi oleh pertumbuhan ekonomi segment, influenced by moderate economic growth and yang moderat dan tekanan daya beli masyarakat. Kondisi pressure on consumer purchasing power. This condition ini berdampak pada kinerja distribusi dan ritel, serta pada affected distribution and retail performance, as well as beberapa sektor lain dalam portofolio kami. Realisasi several other sectors within our portfolio. As a result, our kinerja kami pada tahun 2025 berada 22,5% di bawah performance realization in 2025 was 22.5% below the target yang telah ditetapkan, sebagai konsekuensi dari established target. This outcome reflects both the industry- tantangan industri dan langkah strategis yang kami ambil wide challenges and the strategic measures undertaken to untuk menjaga ketahanan bisnis, kualitas portofolio, dan safeguard business resilience, maintain portfolio quality, kinerja jangka panjang. and support long-term performance. CAPAIAN KINERJA EKONOMI ECONOMIC PERFORMANCE Kami menghadapi dinamika industri yang menantang di We faced challenging industry dynamics in 2025 that tahun 2025 yang berdampak pada kinerja ekonomi secara affected overall economic performance. Nevertheless, keseluruhan. Meski demikian, kami mampu menjaga we maintained solid operational performance, with kinerja operasional yang solid dengan pendapatan neto consolidated net revenues recorded at Rp16,152 billion konsolidasian tercatat sebesar Rp16.152 miliar dan laba and profit for the year at Rp462 billion. tahun berjalan sebesar Rp462 miliar. Capaian ini mencerminkan ketahanan model bisnis kami These results reflect the resilience of our business model dalam menghadapi kondisi pasar yang tidak menentu. amid uncertain market conditions. The performance Tekanan kinerja di tahun 2025 menjadi momentum pressure in 2025 served as an important momentum for penting untuk melakukan evaluasi strategis, memperkuat strategic evaluation, strengthening business fundamentals, fundamental bisnis, serta meningkatkan adaptabilitas and enhancing adaptability to changes in the automotive terhadap perubahan lanskap industri otomotif dan mobilitas. and mobility landscape. Di sisi lain, kami terus menunjukkan komitmen dalam At the same time, we continued to demonstrate our mendukung perekonomian nasional melalui penguatan commitment to supporting the national economy through rantai pasok lokal. Pada tahun 2025, sebesar 99,98% dari strengthening the local supply chain. In 2025, 99.98% of total nilai pengadaan atau setara Rp346.742 juta berasal total procurement value, equivalent to Rp346,742 million, dari pemasok lokal, melanjutkan tren peningkatan yang was sourced from local suppliers, continuing a consistently konsisten dalam tiga tahun terakhir. Kebijakan ini tidak increasing trend over the past three years. This policy not hanya memperkuat ketahanan rantai pasok, tetapi juga only strengthens supply chain resilience but also generates memberikan dampak ekonomi yang signifikan bagi significant economic impact for domestic businesses and pelaku usaha domestik dan mendukung pertumbuhan supports regional economic growth. ekonomi daerah. 2025 Laporan Keberlanjutan ● Sustainability Report 11
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PENGANTAR Penjelasan Tema Daftar Isi Ikhtisar Kinerja Keberlanjutan Sambutan Direktur Utama
introduction Report’s Theme Table of Contents Sustainability Performance Highlights Message from the President Director
Selanjutnya, kami akan terus memperkuat kinerja ekonomi Going forward, we will continue to strengthen economic
melalui pengembangan portofolio produk dan layanan performance by developing product and service portfolios
yang lebih adaptif terhadap tren mobilitas berkelanjutan. that are more adaptive to sustainable mobility trends. We
Kami juga akan memperdalam kolaborasi dengan pemasok will also deepen collaboration with local suppliers and
lokal dan mitra strategis untuk menciptakan nilai bersama strategic partners to create shared sustainable value while
yang berkelanjutan, sekaligus memastikan kesiapan ensuring readiness for a climate-resilient industry transition.
menghadapi transisi industri yang berketahanan iklim.
Pada aspek efisiensi sumber daya, kami berhasil menurunkan
konsumsi BBM sebesar 32% dibandingkan dengan tahun
sebelumnya, melalui penerapan kebijakan efisiensi bahan
bakar serta optimalisasi armada.”
“In resource efficiency, we successfully reduced fuel consumption by 32% compared to the previous year,
through the implementation of energy efficiency policy and the optimization of fleet utilization.”
CAPAIAN KINERJA LINGKUNGAN ENVIRONMENTAL PERFORMANCE
Sepanjang tahun 2025, kami telah menunjukkan Throughout 2025, we demonstrated a strong commitment
komitmen yang kuat terhadap pengelolaan lingkungan to environmental management through measurable
melalui berbagai inisiatif yang terukur dan berdampak initiatives with tangible impacts. We fully support the
nyata. Kami mendukung penuh target Net Zero Emission global Net Zero Emissions target by 2050, which we pursue
global pada tahun 2050, yang kami wujudkan melalui through sustainable business practices and continuous
penerapan praktik bisnis berkelanjutan serta peningkatan improvements in energy efficiency. We recognize that
efisiensi energi secara bertahap. Kami menyadari climate change is a strategic issue requiring proactive
bahwa perubahan iklim merupakan isu strategis yang mitigation and responsible business transformation.
memerlukan langkah mitigasi yang proaktif serta
transformasi bisnis yang bertanggung jawab.
Pada aspek efisiensi sumber daya, kami berhasil In terms of resource efficiency, we successfully reduced
menurunkan konsumsi BBM sebesar 32% dibandingkan fuel consumption by 32% compared to the previous year,
dengan tahun sebelumnya, melalui penerapan kebijakan through the implementation of energy efficiency policy
efisiensi bahan bakar serta optimalisasi armada. Upaya and the optimization of fleet utilization. Energy efficiency
efisiensi energi juga menunjukkan hasil yang baik, di mana efforts also showed positive results, with MPMulia
MPMulia Simpang Dukuh mampu menurunkan konsumsi Simpang Dukuh reducing electricity consumption
listrik sebesar 87,62 GJ dibandingkan dengan tahun by 87.62 GJ compared to 2024. These achievements
2024. Capaian ini menunjukkan bahwa langkah-langkah demonstrate that structured, simple measures in resource
sederhana yang terstruktur dalam pengelolaan sumber management can deliver tangible environmental benefits
daya mampu memberikan dampak nyata bagi lingkungan, while improving operational efficiency.
sekaligus meningkatkan efisiensi operasional.
12 Laporan Keberlanjutan ● Sustainability Report 2025
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Selain itu, kami juga turut memperkuat pengelolaan limbah We also strengthened waste management and environmental dan konservasi lingkungan melalui program Bank Sampah conservation through the “Guyub Rukun Mulia” Waste Bank “Guyub Rukun Mulia”. Di tahun 2025, kami berhasil program. In 2025, we distributed 9,670 kg of segregated menyalurkan 9.670 kg sampah anorganik terpilah, sekaligus inorganic waste, promoting circular economy practices within mendorong praktik ekonomi sirkular di masyarakat. Di the community. Meanwhile, through the MPM EcoMangrove sisi lain, melalui program MPM EcoMangrove, kami telah program, we planted 100,000 mangrove seedlings by 2025 menanam 100.000 bibit mangrove hingga tahun 2025 achieving an 85% survival rate. This initiative contributes to dengan tingkat kelangsungan hidup mencapai 85%. coastal ecosystem restoration, carbon sequestration, and Inisiatif ini berkontribusi pada pemulihan ekosistem enhanced community resilience to climate change. pesisir, penyerapan karbon, serta peningkatan ketahanan masyarakat terhadap dampak perubahan iklim. Capaian di atas mencerminkan upaya pengelolaan lingkungan These achievements reflect our impact-oriented kami yang berorientasi pada dampak. Ke depan, kami akan environmental management approach. Going forward, we terus memperkuat tanggung jawab terhadap lingkungan will continue to strengthen environmental responsibility melalui efisiensi sumber daya, konservasi, serta inisiatif through resource efficiency, conservation, and climate ketahanan iklim yang selaras dengan strategi keberlanjutan resilience initiatives aligned with our sustainability strategy dan arah transisi menuju ekonomi rendah karbon. and the transition toward a low-carbon economy. CAPAIAN KINERJA SOSIAL SOCIAL PERFORMANCE Kami terus memperkuat komitmen dalam menciptakan We continued to strengthen our commitment to creating dampak sosial yang positif bagi masyarakat, karyawan, dan positive social impacts for communities, employees, pemangku kepentingan. Di tahun 2025, kami mengalokasikan and stakeholders. In 2025, we allocated Rp3.26 billion dana sebesar Rp3,26 miliar, meningkat 23,4% dibandingkan in social investment, an increase of 23.4% compared to tahun sebelumnya, sebagai wujud tanggung jawab kami the previous year, demonstrating our responsibility to dalam mendukung pembangunan sosial yang inklusif dan support inclusive and sustainable social development in berkelanjutan di wilayah operasional. our operational areas. Di tahun 2025, program Safety Riding berhasil menjangkau In 2025, the Safety Riding program reached 45,673 45.673 peserta melalui 463 sesi pelatihan, sebagai bagian participants through 463 training sessions, as part of our dari upaya berkelanjutan untuk meningkatkan keselamatan ongoing efforts to improve road safety and reduce accident berkendara dan mengurangi risiko kecelakaan di jalan. risks. Additionally, through MPMInsurance, we conducted Selain itu, melalui MPMInsurance, kami menyelenggarakan the Life Skill Training Center program, providing financial program Life Skill Training Center yang memberikan literacy training to 100 university students to equip the pelatihan literasi keuangan kepada 100 mahasiswa, younger generation with better financial management guna membekali generasi muda dengan pemahaman skills and preparedness for future economic challenges. pengelolaan keuangan yang lebih baik dan kesiapan menghadapi tantangan ekonomi di masa depan. Di lingkungan internal, kami menempatkan kesejahteraan Internally, we place employee well-being and safety as dan keselamatan karyawan sebagai prioritas utama. top priorities. We allocated Rp4 billion for employee Kami mengalokasikan Rp4 miliar untuk pengembangan competency development to ensure talent readiness in kompetensi karyawan guna memastikan kesiapan a rapidly evolving industry. We also maintained zero fatal talenta dalam menghadapi dinamika industri yang terus occupational accidents resulting in death across the head berkembang. Kami juga berhasil mempertahankan office and business units, reflecting the effectiveness capaian nihil kecelakaan kerja fatal yang berakibat pada of our safety culture and our collective commitment to kematian di lingkungan kantor pusat dan unit bisnis, yang creating a safe and healthy work environment. mencerminkan efektivitas penerapan budaya keselamatan kerja serta komitmen bersama dalam menciptakan lingkungan kerja yang aman dan sehat. 2025 Laporan Keberlanjutan ● Sustainability Report 13
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PENGANTAR Penjelasan Tema Daftar Isi Ikhtisar Kinerja Keberlanjutan Sambutan Direktur Utama
introduction Report’s Theme Table of Contents Sustainability Performance Highlights Message from the President Director
Capaian ini menunjukkan bahwa keberlanjutan sosial These achievements demonstrate that social sustainability
bukan hanya tentang kepatuhan, tetapi tentang is not merely about compliance, but about building trust,
membangun kepercayaan, meningkatkan kualitas hidup, improving quality of life, and strengthening organizational
dan memperkuat ketahanan organisasi. Ke depan, kami resilience. Going forward, we will continue expanding
akan terus memperluas jangkauan program sosial yang impactful social programs, strengthening safety culture,
berdampak, memperkuat budaya keselamatan, serta and developing adaptive and competitive talent in line with
mengembangkan talenta yang adaptif dan berdaya saing, our commitment to responsible and sustainable growth.
sejalan dengan komitmen kami untuk tumbuh secara
bertanggung jawab dan berkelanjutan.
CAPAIAN KINERJA TATA KELOLA GOVERNANCE PERFORMANCE
Di tahun 2025, kami terus memperkuat fondasi tata kelola In 2025, we continued to strengthen the foundation
perusahaan yang baik sebagai pilar utama dalam menjaga of good corporate governance as a key pillar in
kepercayaan pemangku kepentingan dan memastikan maintaining stakeholder trust and ensuring business
keberlanjutan usaha. Berbagai pengakuan eksternal sustainability. External recognitions and governance
dan penguatan sistem tata kelola menjadi bukti nyata system enhancements serve as tangible evidence of our
komitmen kami dalam menjalankan praktik bisnis yang commitment to transparent, accountable, and ethical
transparan, akuntabel, dan berintegritas. business practices.
Dalam aspek pengakuan ESG, kami memperoleh In ESG recognition, we obtained a Sustainalytics ESG Risk
Sustainalytics ESG Risk Rating sebesar 8,67 yang Rating of 8.67, placing us in the Negligible Risk category
menempatkan kami dalam kategori Negligible Risk; and ranking second among 85 peer companies assessed.
serta pada posisi kedua dari 85 perusahaan sejenis yang We also remained listed in the ESG Quality 45 and ESG
dinilai. Selain itu, kami tetap terdaftar dalam indeks ESG Sector Leaders IDX KEHATI indices, reflecting consistent
Quality 45 dan ESG Sector Leaders IDX KEHATI, yang ESG performance and disclosure quality recognized by
mencerminkan konsistensi kinerja ESG serta kualitas the capital market. These achievements enhance investor
pengungkapan yang diakui oleh pasar modal. Pencapaian confidence and affirm our position as a resilient company
ini memperkuat kepercayaan investor dan menegaskan in managing sustainability risks.
posisi kami sebagai perusahaan yang tangguh dalam
menghadapi risiko keberlanjutan.
Penguatan tata kelola juga ditunjukkan melalui Governance strengthening was further demonstrated by
keberhasilan MPMRent meraih sertifikasi ISO 27001:2022, MPMRent’s achievement of ISO 27001:2022 certification,
yang menegaskan komitmen MPMRent dalam menjaga reinforcing its commitment to information security and
keamanan informasi serta melindungi data pelanggan the protection of customer and partner data amid rising
dan mitra bisnis di tengah meningkatnya risiko siber. Di cyber risks. In risk management, we strengthened the
bidang manajemen risiko, kami memperkuat implementasi implementation of Enterprise Risk Management (ERM)
Enterprise Risk Management (ERM) berbasis ISO 31000:2018 based on ISO 31000:2018 to ensure resilience against
guna memastikan ketahanan bisnis terhadap berbagai strategic risks.
risiko strategis.
Pada tahun 2025, kami juga memulai penilaian risiko iklim In 2025, we also initiated climate risk assessment as an
sebagai langkah awal integrasi risiko perubahan iklim ke initial step toward integrating climate risks into our overall
dalam kerangka manajemen risiko. Risiko fisik dan risiko risk management framework. Identified physical and
transisi yang teridentifikasi akan diintegrasikan ke dalam transition risks will be incorporated into decision-making
proses pengambilan keputusan dan perencanaan strategis and strategic planning processes to ensure business
guna memastikan ketahanan bisnis terhadap dampak resilience against future climate impacts.
perubahan iklim di masa mendatang.
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Ke depan, kami akan terus memperkuat tata kelola yang Going forward, we will continue strengthening adaptive
adaptif dan berbasis risiko, dengan mengintegrasikan and risk-based governance by systematically integrating
pertimbangan ESG dan iklim secara lebih sistematis ESG and climate considerations into business strategy.
ke dalam strategi bisnis. Langkah ini diharapkan dapat This approach is expected to enhance resilience while
meningkatkan ketahanan kami dalam menghadapi reinforcing stakeholder trust.
dinamika industri sekaligus memperkuat kepercayaan
pemangku kepentingan.
Tahun 2025 juga menandai penutupan yang sukses
atas implementasi Strategi Keberlanjutan 2021–2025
dan menjadi landasan bagi peluncuran Strategi
#Smart&Embrace 2.0 untuk periode 2026–2030.”
“The year 2025 also marked the successful completion of the 2021–2025 Sustainability Strategy
and laid the foundation for the launch of the #Smart&Embrace 2.0 Strategy for 2026–2030.”
PEMANFAATAN PELUANG LEVERAGING OPPORTUNITIES
Menanggapi pergeseran preferensi pasar menuju In response to shifting market preferences toward
kendaraan ramah lingkungan, kami, melalui MPMulia, environmentally friendly vehicles, through MPMulia we
meluncurkan model motor listrik, Honda CUV e:, dan launched electric motorcycle models Honda CUV e: and
Honda ICON e: untuk pasar Jawa Timur dan sekitarnya Honda ICON e: for the East Java market and surrounding
di tahun 2025. Kehadiran produk ini merupakan langkah areas in 2025. These products represent a tangible step in
nyata dalam mendukung ekosistem mobilitas rendah emisi supporting Indonesia’s low-emission mobility ecosystem
di Indonesia, sekaligus memperluas portofolio produk while expanding a product portfolio aligned with future
yang relevan dengan kebutuhan konsumen masa depan. consumer needs.
Di sisi operasional, kami mempercepat transformasi digital Operationally, we accelerated digital transformation as a
sebagai enabler utama peningkatan efisiensi dan kualitas key enabler of efficiency and service quality. The use of
layanan. Pemanfaatan kecerdasan buatan (Artificial Artificial Intelligence (AI) in DevOps at the head office
Intelligence/AI) dalam pengembangan operasional improves system reliability, accelerates development
(DevOps) di kantor pusat membantu meningkatkan processes, and optimizes IT infrastructure management.
keandalan sistem, mempercepat proses pengembangan, Additionally, the digitalization of insurance claims
dan mengoptimalkan pengelolaan infrastruktur TI. Selain processes at MPMInsurance enables faster, more
itu, digitalisasi proses klaim asuransi MPMInsurance transparent, and accurate claim settlements, enhancing
memungkinkan penyelesaian klaim yang lebih cepat, customer experience and trust.
transparan, dan akurat, sehingga meningkatkan
pengalaman pelanggan serta memperkuat kepercayaan
terhadap layanan kami.
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PENGANTAR Penjelasan Tema Daftar Isi Ikhtisar Kinerja Keberlanjutan Sambutan Direktur Utama
introduction Report’s Theme Table of Contents Sustainability Performance Highlights Message from the President Director
Tahun 2025 juga menandai penutupan yang sukses atas The year 2025 also marked the successful completion
implementasi Strategi Keberlanjutan 2021–2025 dan menjadi of the 2021–2025 Sustainability Strategy and laid the
landasan bagi peluncuran Strategi #Smart&Embrace 2.0 foundation for the launch of the #Smart&Embrace 2.0
untuk periode 2026–2030. Strategi baru ini dirancang lebih Strategy for 2026–2030. This new strategy is designed to
adaptif terhadap dinamika industri global, perkembangan be more adaptive to global industry dynamics, regulatory
regulasi, serta standar pelaporan keberlanjutan internasional, developments, and international sustainability reporting
termasuk International Financial Reporting Standards (IFRS) standards, including the International Financial Reporting
S1 dan IFRS S2, yang telah diadopsi di Indonesia melalui Standards (IFRS) S1 and S2, which have been adopted
Pernyataan Standar Pengungkapan Keberlanjutan (PSPK) in Indonesia through the Statement of Sustainability
1 dan 2. Melalui strategi ini, kami berkomitmen untuk Disclosure Standards (PSPK) 1 and 2. Through this strategy,
mengintegrasikan keberlanjutan secara lebih mendalam ke we are committed to integrating sustainability more
dalam model bisnis, memperkuat ketahanan perusahaan, deeply into our business model, strengthening resilience,
serta menciptakan nilai jangka panjang bagi seluruh and creating long-term value for all stakeholders.
pemangku kepentingan.
Prioritas strategis jangka pendek dan menengah terkait
keberlanjutan akan difokuskan pada implementasi
Sustainability Roadmap 2026–2030 yang disusun
berdasarkan hasil analisis materialitas atas aspek
lingkungan, sosial, dan tata kelola.”
“Sustainability priorities will focus on implementing the 2026–2030 Sustainability Roadmap,
developed based on materiality analysis across environmental, social, and governance aspects.”
LANGKAH SELANJUTNYA THE WAY FORWARD
Ke depan, tujuan strategis kami akan diarahkan untuk Going forward, our strategic objectives will focus on
memastikan pertumbuhan jangka panjang yang ensuring sustainable long-term growth while strengthening
berkelanjutan sekaligus memperkuat posisi kami sebagai our position as a responsible industry player. Our priorities
pelaku industri yang bertanggung jawab. Fokus kami include improving profitability, strengthening cost
meliputi peningkatan profitabilitas, penguatan struktur structures, diversifying business portfolios, enhancing
biaya, diversifikasi portofolio bisnis, penguatan citra corporate reputation, and optimizing performance across
perusahaan, serta optimalisasi kinerja seluruh entitas usaha all business entities.
Sementara itu, prioritas strategis jangka pendek dan In the short to medium term, sustainability priorities will
menengah terkait keberlanjutan akan difokuskan pada focus on implementing the 2026–2030 Sustainability
implementasi Sustainability Roadmap 2026 - 2030 yang Roadmap, developed based on materiality analysis across
disusun berdasarkan hasil analisis materialitas atas aspek environmental, social, and governance aspects. This
lingkungan, sosial, dan tata kelola. Roadmap ini menjadi roadmap will guide us in managing business impacts
pedoman bagi kami dalam mengelola dampak bisnis while identifying risks and opportunities that may affect
sekaligus mengidentifikasi risiko dan peluang yang dapat business continuity.
memengaruhi keberlangsungan usaha.
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PENUTUP CLOSING
Akhir kata, kami menyampaikan apresiasi kepada seluruh In closing, we extend our appreciation to all stakeholders
pemangku kepentingan atas dukungan dan kepercayaan for their continued support and trust in this sustainability
yang terus diberikan dalam perjalanan keberlanjutan journey. We recognize that sustainability achievements
ini. Kami menyadari bahwa pencapaian keberlanjutan cannot be realized individually but require synergy and
tidak dapat diwujudkan secara individual, melainkan collective commitment from all stakeholders.
membutuhkan sinergi dan komitmen bersama dari seluruh
pemangku kepentingan.
Atas nama Direksi,
On behalf of the Board of Directors,
Suwito Mawarwati
Direktur Utama
President Director
2025 Laporan Keberlanjutan ● Sustainability Report 17
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Profil
Perusahaan
Company Profile
20 Sekilas tentang MPM
MPM at a Glance
30 Keanggotaan Asosiasi
Association Membership
31 Penghargaan 2025
Awards in 2025
34 Sertifikasi
Certification
34 Rantai Pasok dan Pengadaan yang
Bertanggung Jawab
Responsible Supply Chain and Procurement
01
Page 19
MPM telah berkembang menjadi grup usaha dengan portofolio bisnis yang terdiversifikasi, mencakup ritel dan layanan purna jual kendaraan roda dua, asuransi umum, penjualan mobil bekas, penyewaan kendaraan dan jasa pengendara, layanan lelang, serta pembiayaan multiguna.” "MPM has evolved into a diversified business group with a broad portfolio, including two-wheel vehicle retail and after-sales services, general insurance, used car sales, vehicle rental and driver services, auction services, and multipurpose financing."
Page 20
PROFIL Sekilas tentang MPM Keanggotaan Asosiasi Penghargaan 2025 Sertifikasi
PERUSAHAAN MPM at a Glance Association Membership Awards in 2025 Certification
Company Profile
Profil Perusahaan
Company Profile
SEKILAS TENTANG MPM MPM AT A GLANCE
PT Mitra Pinasthika Mustika Tbk (selanjutnya disebut PT Mitra Pinasthika Mustika Tbk (hereinafter referred to as
"MPM") merupakan perusahaan konsumer otomotif "MPM") is an automotive consumer company in Indonesia
di Indonesia yang menyediakan solusi mobilitas that provides integrated mobility solutions. Established
terintegrasi. Didirikan pada tahun 1987 dengan fokus in 1987 with an initial focus on Honda motorcycle
awal pada distribusi sepeda motor Honda, MPM telah distribution, MPM has evolved into a diversified business
berkembang menjadi grup usaha dengan portofolio group with a broad portfolio, including two-wheel
bisnis yang terdiversifikasi, mencakup ritel dan layanan vehicle retail and after-sales services, general insurance,
purna jual kendaraan roda dua, asuransi umum, used car sales, vehicle rental and driver services, auction
penjualan mobil bekas, penyewaan kendaraan dan jasa services, and multipurpose financing. This diverse
pengendara, layanan lelang, serta pembiayaan multiguna. business portfolio strengthens MPM’s ability to deliver
Keberagaman lini usaha ini memperkuat kemampuan interconnected services that are relevant to the mobility
MPM dalam menghadirkan layanan yang saling terhubung needs of the community.
dan relevan dengan kebutuhan mobilitas masyarakat.
Seiring dengan perkembangan skala dan kompleksitas As the scale and complexity of its operations have
usaha, MPM menempatkan prinsip keberlanjutan sebagai grown, MPM has positioned sustainability principles as
bagian integral dari strategi bisnis. Keberlanjutan tidak an integral part of its business strategy. Sustainability
hanya dipandang sebagai bentuk kepatuhan, tetapi is viewed not merely as a compliance requirement, but
sebagai fondasi dalam menciptakan nilai jangka panjang as a foundation for creating long-term value through
melalui penguatan tata kelola, manajemen risiko, efisiensi strengthened governance, risk management, operational
operasional, serta pengelolaan dampak lingkungan efficiency, and the management of environmental and
dan sosial. Pendekatan ini diwujudkan melalui berbagai social impacts. This approach is implemented through
inisiatif strategis yang dilengkapi dengan indikator various strategic initiatives supported by measurable
kinerja dan metrik terukur untuk memantau capaian performance indicators and metrics to consistently
keberlanjutan secara konsisten. monitor sustainability achievements.
Tahun 2025 menandai tonggak penting bagi MPM sebagai The year 2025 marks an important milestone for MPM
penutup periode implementasi Strategi Keberlanjutan as the final year of the implementation period for the
2021–2025. Pada fase ini, Perseroan melakukan evaluasi 2021–2025 Sustainability Strategy. During this phase, the
menyeluruh atas pencapaian, tantangan, dan pembelajaran Company conducted a comprehensive evaluation of its
strategis yang diperoleh, termasuk efektivitas integrasi achievements, challenges, and strategic lessons learned,
prinsip keberlanjutan dalam pengambilan keputusan dan including the effectiveness of integrating sustainability
pengelolaan bisnis. Evaluasi ini menjadi landasan penting principles into decision-making and business management.
dalam mempersiapkan arah Strategi Keberlanjutan This evaluation serves as a critical foundation for shaping
2026–2030 agar lebih responsif terhadap dinamika the 2026–2030 Sustainability Strategy to be more
industri, ekspektasi pemangku kepentingan, dan agenda responsive to industry dynamics, stakeholder expectations,
pembangunan berkelanjutan. and sustainable development agendas.
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Rantai Pasok dan Pengadaan yang Bertanggung Jawab
Responsible Supply Chain and Procurement
Konsistensi penerapan prinsip keberlanjutan dalam The consistent implementation of sustainability principles
seluruh kegiatan usaha kembali membuahkan hasil, di across all business activities has continued to yield positive
mana MPM kembali terdaftar pada Indeks ESG Quality results, with MPM once again being included in the IDX
45 IDX KEHATI dan Indeks ESG Sector Leaders IDX KEHATI KEHATI ESG Quality 45 Index and the IDX KEHATI ESG
di tahun 2025. Pencapaian ini mencerminkan pengakuan Sector Leaders Index in 2025. This achievement reflects
eksternal atas kualitas tata kelola, pengelolaan risiko, external recognition of the quality of MPM’s governance,
serta komitmen MPM dalam mengintegrasikan prinsip risk management, and commitment to integrating
keberlanjutan ke dalam strategi dan operasional bisnis. sustainability principles into its business strategy and
Ke depan, pengakuan tersebut menjadi dorongan bagi operations. Looking ahead, this recognition serves as
MPM untuk terus memperkuat praktik keberlanjutan yang an impetus for MPM to further strengthen measurable,
terukur, konsisten, dan relevan, seiring dengan persiapan consistent, and relevant sustainability practices, in line with
implementasi Strategi Keberlanjutan 2026–2030. preparations for the implementation of the 2026–2030
Sustainability Strategy.
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PROFIL Sekilas tentang MPM Keanggotaan Asosiasi Penghargaan 2025 Sertifikasi
PERUSAHAAN MPM at a Glance Association Membership Awards in 2025 Certification
Company Profile
Profil MPM [OJK C.2] [GRI 2-1]
MPM's Profile
Nama
PT Mitra Pinasthika Mustika Tbk
Name
Tanggal Pendirian 2 November 1987
Date of Establishment November 2, 1987
Pencatatan di Bursa Saham 29 Mei 2013
Share Listing Date May 29, 2013
Kode Saham
MPMX
Stock Ticker
Menara Karya Lantai 17
Jl. H.R. Rasuna Said Blok X-5 Kav.1-2, Kuningan
Alamat Kantor Pusat
Jakarta Selatan 12950 - Indonesia
Head Office Address
Tel. +62 21 2168 9255 ● Fax. +62 21 2168 9259
www.mpmgroup.co.id
• Sekretaris Perusahaan ⅼ Corporate Secretary: corsecmpm@mpm-ho.com
Alamat Surat Elektronik
• Hubungan Investor ⅼ Investor Relations: ir@mpm-ho.com
E-mail Address
• Komunikasi Korporat ⅼ Corporate Communication: corcomm@mpm-ho.com
Media Sosial mpmworld @mpmgroup MPM Group
Social Media MPM Group (PT Mitra Pinasthika Mustika Tbk) @ExperienceMPM
Negara Tempat Beroperasi
Indonesia
Countries of Operations
Pasar yang Dilayani Pasar Domestik
Markets Served Domestic Market
Perseroan Terbatas
Perusahaan Terbuka
Akta Notaris Ny. Rukmasanti Hardjasatya, S.H., di Jakarta No. 2 tanggal 2
November 1987 dan diubah dengan akta No. 6 tanggal 1 Juli 1988; akta ini
disetujui berdasarkan keputusan Menteri Kehakiman No. C2-7013.HT.01.01
Th 88 tanggal 11 Agustus 1988, didaftarkan di Kepaniteraan Pengadilan
Negeri Jakarta Utara dengan No. 241/ Leg/1988 tanggal 29 Agustus 1988, dan
diumumkan dalam Tambahan No. 1025 pada Berita Negara No. 77 tanggal 23
Sifat Kepemilikan September 1988.
dan Badan Hukum
Ownership and Legal Form Limited Liability Company
Public Company
Notary Deed No. 2 dated November 2, 1987 by Mrs. Rukmasanti Hardjasatya,
S.H., in Jakarta, and amended by Deed No. 6 dated July 1, 1988; this deed
was approved based on the Decree of the Minister of Justice No. C2-7013.
HT.01.01 Th 88 dated August 11, 1988, registered at the Registry of the
North Jakarta District Court under No. 241/ Leg/1988 dated August 29, 1988,
and announced in Supplement No. 1025 of the State Gazette No. 77 dated
September 23, 1988.
Modal Dasar
Rp5.000.000.000.000
Authorized Capital
22.55
Modal Disetor
Rp2.193.481.638.000
Paid Up Capital
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Rantai Pasok dan Pengadaan yang Bertanggung Jawab
Responsible Supply Chain and Procurement
Struktur Perusahaan
Company Structure
per 31 Desember 2025 • As of 31 December 2025
PT MITRA PINASTHIKA MUSTIKA TBK
ENTITAS ANAK
Subsidiaries
DISTRIBUSI, RITEL, OPERASI YANG
DAN AFTERMARKET ASURANSI ENTITAS ASOSIASI DIHENTIKAN
Distribution, Retail, Insurance Associates Discontinued
and Aftermarket Operations
99,99% 99,99% 50,00% 40,00% 99,99%
PT MITRA PT ASURANSI MITRA PT MITRA PINASTHIKA PT JACCS MPM PT MITRA PINASTHIKA
PINASTHIKA MULIA PELINDUNG MUSTIKA MUSTIKA RENT FINANCE INDONESIA MUSTIKA AUTO*
99,99% PT MITRA PINASTHIKA 99,99%
99,80%
PT MITRA MUSTIKA OTO PT PUTRA
PERTAMA MULIA MUSTIKA PRIMA**
PT SURYA ANUGERAH
99,99%
KENCANA
99,99%
Catatan | Notes: PT ARMADA MAHA
PT DAYAKARYA KARYA***
* Di tahun 2018, operasi dihentikan 99,99%
SOLUSI SEJATI
In 2018, the operation was discontinued
** Di tahun 2024, proses likuidasi sedang berlangsung 99,99%
PT BALAI LELANG ASTA
NARA JAYA
In 2024, liquidation process is ongoing
*** Di tahun 2025, Perseroan sudah dilikuidasi
PT GRAHAMITRA
In 2025, the Company has been liquidated 99,99%
LESTARIJAYA
Struktur Pemegang Saham Utama dan Pengendali
Structure of Major and Controlling Shareholders
per 31 Desember 2025 • As of 31 December 2025
PT PANDU ALAM PT TRI NUR
EDWIN SOERYADJAYA * 50,00%
PERSADA ** CAKRAWALA **
35,87% 50,00% 50,00%
PUBLIK ▪ PUBLIC ****
PT UNITRAS PERTAMA SANDIAGA S. UNO (Kepemilikan ▪ Ownership <5%)
31,62% 21,51% 11,00%
PUBLIK ▪ PUBLIC *** PT SARATOGA INVESTAMA PT PERSADA CAPITAL
(Kepemilikan ▪ Ownership <5%) SEDAYA TBK INVESTAMA
37,24% 57,67% 5,09%
PT MITRA PINASTHIKA MUSTIKA TBK
Catatan/Notes:
* Penerima Manfaat Akhir • Ultimate Beneficial Owner
** Perseroan Terbatas (Tertutup) • Private Limited Liability Company
*** Termasuk Saham Treasuri 0,16% • Include Treasury Stock 0.16%
**** Termasuk Saham Treasuri 0,11% • Include Treasury Stock 0.11%
2025 Laporan Keberlanjutan ● Sustainability Report 23
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PROFIL Sekilas tentang MPM Keanggotaan Asosiasi Penghargaan 2025 Sertifikasi
PERUSAHAAN MPM at a Glance Association Membership Awards in 2025 Certification
Company Profile
Skala Usaha [OJK C.3]
Business Scale
Jumlah Aset dan Jumlah Liabilitas
Total Assets and Total Liabilities
Laporan Posisi Keuangan Konsolidasian
2025 2024* 2023
Consolidated Statement of Financial Position
Jumlah Aset Lancar ▪ Total Current Assets 4.184.692 4.445.462 3.459.490
Jumlah Aset Tidak Lancar ▪ Total Non-Current Assets 4.349.924 4.245.480 5.139.536
Jumlah Aset ▪ Total Assets 8.534.616 8.690.942 8.599.026
Jumlah Liabilitas Jangka Pendek ▪ Total Current Liabilities 2.485.789 2.614.877 1.844.592
Jumlah Liabilitas Jangka Panjang ▪ Total Non-Current Liabilities 66.415 45.758 642.521
Jumlah Liabilitas ▪ Total Liabilities 2.552.204 2.660.635 2.487.113
Jumlah Ekuitas ▪ Total Equity 5.982.412 6.030.307 6.111.913
Jumlah Ekuitas yang dapat Didistribusikan kepada ▪ Equity attributable to
Pemilik Entitas Induk ▪ Owners of the Company 5.982.351 6.030.248 6.111.860
Kepentingan Nonpengendali ▪ Non-controlling interests 61 59 53
*Disajikan kembali sebagai dampak dari penerapan PSAK 117. Data tahun 2023 tidak disajikan Juta Rupiah • IDR Million
ulang sehingga tidak sepenuhnya dapat diperbandingkan.
As restated following the implementation of PSAK 117. Comparative figures for 2023 have
not been restated and may not be directly comparable.
Wilayah Operasional
Operational Areas
MPMulia 265 Diler | Dealers MPMRent 9 Kantor Cabang | Branch Offices
20 Kantor Perwakilan dan Titik Layanan
MPMMotor 43 Gerai Ritel | Retail Outlets Representative Offices (RO) and Service Points (SERPO)
MPMInsurance 1 Kantor Pusat | Head Office JACCS 70 Kantor Cabang | Branch Offices
2 Kantor Cabang | Branch Offices MPMFinance 1 Kantor Pemasaran | Marketing Offices
13 Kantor Perwakilan | Representative Offices Indonesia
24 Laporan Keberlanjutan ● Sustainability Report 2025
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Rantai Pasok dan Pengadaan yang Bertanggung Jawab
Responsible Supply Chain and Procurement
Kegiatan Usaha [OJK C.4] [GRI 2-6] Business Activity [OJK C.4] [GRI 2-6]
Kegiatan Usaha Utama Main Business Activities
MPM beroperasi terutama pada sektor otomotif, dengan MPM operates primarily in the automotive sector, with its
kegiatan usaha utama meliputi: main business activities including:
1 Penjualan dan perdagangan besar sepeda motor baru; 1 Sale and wholesale trade of new motorcycles;
2 Penjualan dan perdagangan eceran sepeda motor 2 Sale and retail trade of new motorcycles, including
baru, termasuk motor sepeda atau moped; bicycles or mopeds;
3 Perdagangan besar dan perdagangan eceran suku 3 Wholesale and retail trade of motorcycle spare parts
cadang sepeda motor dan aksesorinya; and accessories;
4 Perdagangan mobil baru dan mobil bekas; 4 Trade of new and used cars;
5 Perdagangan suku cadang dan aksesoris mobil; 5 Trade of car spare parts and accessories;
6 Industri suku cadang kendaraan bermotor; 6 Manufacturing of motor vehicle spare parts;
7 Industri aksesoris kendaraan bermotor; 7 Manufacturing of motor vehicle accessories;
8 Jasa konsultasi manajemen lainnya, yang mencakup 8 Other management consulting services, including
konsultasi bisnis, manajemen, dan administrasi, business, management, and administrative consulting,
serta melakukan investasi dengan cara melakukan as well as making investments by directly or indirectly
pernyataan pada perusahaan lain secara langsung participating in other companies;
maupun tidak langsung;
9 Jasa konsultasi keamanan informasi; 9 Information security consulting services;
10 Jasa transportasi pengangkutan; 10 Freight transportation services;
11 Reparasi baterai dan akumulator listrik; 11 Repair of batteries and electrical accumulators;
12 Penjualan tenaga listrik; 12 Sale of electricity;
13 Aktivitas penunjang tenaga listrik lainnya; 13 Other electricity support activities;
14 Distribusi dan penjualan tenaga listrik dalam satu 14 Distribution and sale of electricity as an integrated
kesatuan usaha; business;
15 Pengumpulan limbah berbahaya; 15 Collection of hazardous waste;
16 Aktivitas penyimpanan limbah berbahaya. 16 Hazardous waste storage activities.
Kegiatan Usaha Penunjang Supporting Business Activites
1 Jasa reparasi dan perawatan sepeda motor, 1 Repair and maintenance services for motorcycles,
termasuk pencucian sepeda motor, serta including motorcycle washing, as well as
pemeliharaan, perawatan dan perbaikan peralatan maintenance, care, and repair of motorcycle
sepeda motor; equipment;
2 Jasa pemeliharaan, perawatan, dan reparasi 2 Maintenance, care, and repair services for car
peralatan mobil; equipment;
3 Jasa persewaan dan sewa beli kendaraan bermotor, 3 Rental and lease-purchase services for motor vehicles,
termasuk tetapi tidak terbatas di antaranya, aktivitas including but not limited to activities such as leasing
penyewaan dan sewa guna usaha tanpa hak opsi alat and operating leases without purchase options for
transportasi darat bukan kendaraan bermotor roda land transportation equipment, excluding four-
empat atau lebih dan mobil, bus, truk, dan sejenisnya; wheeled or larger motor vehicles such as cars, buses,
dan jasa sewa guna usaha dengan hak opsi; dan trucks, and similar vehicles, as well as lease-purchase
services with purchase options; and
4 Jasa penjualan bahan bakar mobil dan motor. 4 Fuel sales services for cars and motorcycles.
2025 Laporan Keberlanjutan ● Sustainability Report 25
Page 26
PROFIL Sekilas tentang MPM Keanggotaan Asosiasi Penghargaan 2025 Sertifikasi
PERUSAHAAN MPM at a Glance Association Membership Awards in 2025 Certification
Company Profile
Entitas Anak dan Entitas Asosiasi Subsidiaries and Associates
MPM memiliki dua Entitas Anak dan dua Entitas Asosiasi MPM has two Subsidiaries and two Associates that
yang masih beroperasi hingga Desember 2025. Uraian remained in operation as of December 2025. The details of
mengenai Entitas Anak dan Entitas Asosiasi dijelaskan the Subsidiaries and Associates are described as follows.
sebagai berikut.
Entitas Anak
Subsidiaries
Nama Entitas | Entity Name PT Mitra Pinasthika Mulia (MPMulia)
Alamat | Address Jl. Simpang Dukuh No. 42-44, Surabaya 60275
Telepon: 0800 1146 632
E-mail: care@mpm-motor.com
Website: www.mpmhondajatim.com
Bidang Usaha | Line of Business Penjualan kendaraan roda dua dan komponen pendukung
Sales of two-wheel vehicle and supporting components
Tahun Beroperasi | Year of Operation
2011
Kepemilikan Saham | Shareholding
99,99%
Jumlah Aset sebelum Eliminasi (jutaan Rupiah) | Total Assets before Elimination (million Rupiah)
2.726.478
Nama Entitas | Entity Name PT Asuransi Mitra Pelindung Mustika (MPMInsurance)
Alamat | Address Lippo Kuningan Lantai 26, Jl. H.R. Rasuna Said Kav. B-12,
Karet Kuningan, Jakarta 12940 - Indonesia
Telepon: +6221 1500 676
Email: info@mpm-insurance.com
Website: www.mpm-insurance.com
Bidang Usaha | Line of Business Asuransi umum
General insurance
Tahun Beroperasi | Year of Operation
2012
Kepemilikan Saham | Shareholding
99,99%
Jumlah Aset sebelum Eliminasi (jutaan Rupiah) | Total Assets before Elimination (million Rupiah)
1.920.704
26 Laporan Keberlanjutan ● Sustainability Report 2025
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Rantai Pasok dan Pengadaan yang Bertanggung Jawab
Responsible Supply Chain and Procurement
Entitas Asosiasi
Associates
Nama Entitas | Entity Name PT Mitra Pinasthika Mustika Rent (MPMRent)
Alamat | Address Sunburst, CBD Lot II No. 10
Jl. Kapten Soebijanto Djojohadikusumo, BSD City - Tangerang 15322
Telepon: +6221 5315 7668
Fax: +6221 5315 7669
E-mail: contact@mpm-rent.com
Website: www.mpm-rent.com
Bidang Usaha | Line of Business Penyewaan kendaraan
Vehicle rental
Tahun Beroperasi | Year of Operation
2008
Kepemilikan Saham | Shareholding
50,00%
Jumlah Aset sebelum Eliminasi (jutaan Rupiah) | Total Assets before Elimination (million Rupiah)
3.490.914
Nama Entitas | Entity Name PT JACCS Mitra Pinasthika Mustika Finance Indonesia
(JACCS MPMFinance Indonesia)
Alamat | Address Lippo Kuningan Lantai | Floor 25
Jl. HR Rasuna Said Kav. B-12, Jakarta 12940
Telepon: +6221 2971 0100
E-mail: pelanggan@jaccsmpmfinance.com
Website: www.jaccs-mpmfinance.com
Bidang Usaha | Line of Business Pembiayaan konsumen, sewa guna usaha dan anjak piutang
Consumer finance, leasing and factoring
Tahun Beroperasi | Year of Operation
1990
Kepemilikan Saham | Shareholding
40,00%
Jumlah Aset sebelum Eliminasi (jutaan Rupiah) | Total Assets before Elimination (million Rupiah)
4.040.380
2025 Laporan Keberlanjutan ● Sustainability Report 27
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PROFIL Sekilas tentang MPM Keanggotaan Asosiasi Penghargaan 2025 Sertifikasi
PERUSAHAAN MPM at a Glance Association Membership Awards in 2025 Certification
Company Profile
Produk dan Jasa Products and Services
MPM menyediakan berbagai produk dan jasa melalui Entitas MPM provides a range of products and services through
Anak dan Entitas Asosiasi yang dirancang untuk memenuhi its Subsidiaries and Associates, designed to meet customer
kebutuhan pelanggan di berbagai segmen pasar. Produk needs across various market segments. The available
dan jasa yang tersedia dijelaskan sebagai berikut: products and services are described as follows:
1 Distribusi, Ritel, dan Aftermarket 1 Distribution, Retail, and Aftermarket
• Perseroan menjalankan kegiatan usaha distribusi, • The Company conducts distribution, retail, and
ritel, dan aftermarket melalui Entitas Anak, aftermarket business activities through its Subsidiaries,
• MPMulia berperan sebagai distributor tunggal dan • MPMulia serves as the sole and trusted distributor
terpercaya untuk layanan purna jual serta suku for Honda motorcycle after-sales services and spare
cadang sepeda motor Honda di wilayah Jawa Timur parts in East Java and East Nusa Tenggara,
dan Nusa Tenggara Timur,
• MPMMotor menyediakan jasa layanan penjualan, • MPMMotor provides two-wheel vehicle sales, repair,
perbaikan, dan jual beli roda dua di wilayah Jawa and trading services in East Java and East Nusa
Timur dan Nusa Tenggara Timur. MPMMotor Tenggara. MPMMotor is a business unit within the
merupakan unit bisnis dalam Perseroan yang Company that carries out retail activities. MPMMotor
menjalankan kegiatan usaha ritel. MPMMotor bukan is not a separate legal entity.
merupakan suatu entitas hukum tersendiri.
2 Asuransi 2 Insurance
Melalui Entitas Anak, yaitu MPMInsurance, MPM Through its Subsidiary, MPMInsurance, MPM provides
menyediakan layanan asuransi umum yang mencakup: general insurance services, including:
• Asuransi kendaraan bermotor, • Motor vehicle insurance,
• Asuransi properti, • Property insurance,
• Asuransi rekayasa, • Engineering insurance,
• Asuransi tanggung gugat, • Liability insurance,
• Asuransi pengangkutan, • Marine cargo insurance,
• Asuransi rangka kapal. • Marine hull insurance.
3 Transportasi 3 Transportation
MPM mengelola layanan transportasi melalui Entitas MPM manages transportation services through its
Asosiasi, yaitu MPMRent, yang menawarkan produk Associate, MPMRent, which offers the following
dan jasa sebagai berikut: products and services:
• Penyewaan kendaraan dengan jasa pengemudi, • Vehicle rental with driver services,
• Manajemen pemakaian kendaraan jangka panjang • Long-term and short-term fleet management for
dan pendek untuk pelanggan korporat, corporate customers,
• Kegiatan usaha transportasi lainnya. • Other transportation-related services.
4 Pembiayaan 4 Financing
Melalui Entitas Asosiasi, yaitu JACCS MPMFinance Through its Associate, JACCS MPMFinance Indonesia,
Indonesia, MPM menyediakan layanan pembiayaan MPM provides financing services for various needs,
untuk berbagai kebutuhan, seperti: including:
• Kepemilikan kendaraan roda dua, • New two-wheeler ownership,
• Fasilitas dana. • Funding facilities.
28 Laporan Keberlanjutan ● Sustainability Report 2025
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Rantai Pasok dan Pengadaan yang Bertanggung Jawab
Responsible Supply Chain and Procurement
Visi, Misi, dan Nilai Keberlanjutan [OJK C.1]
Vision, Mission, and Sustainability Values
VISI
Vision
Memberikan dampak positif pada kehidupan melalui mobilitas yang cerdas dan integrasi sosial.
To positively impact lives through smart mobility and social integration.
MISI
Mission
Menciptakan ekosistem untuk ide-ide terbaik (inovasi yang membawa perubahan besar) yang
dihadirkan melalui produk dan layanan yang paling relevan (memahami orang dengan lebih baik)
dengan cara yang paling efektif (model bisnis yang dioptimalkan dan cross selling) oleh orang-
orang yang paling berbakat (dengan kultur untuk menampilkan kinerja terbaik) di industri kita.
To create ecosystems of the best ideas (game-changing innovations) delivered through the most relevant
products and services (understanding people better) in the most effective ways (optimized business model
and cross-selling), by the most talented people (high-performance culture) in our industry.
NILAI-NILAI KEBERLANJUTAN
Sustainability Values
Grup MPM memiliki tiga nilai penting yang disebut “CREDO” yang ditopang oleh sepuluh
Fundamental Beliefs yang berfungsi sebagai fondasi dalam realisasinya.
MPM Group has three core values known as the “CREDO,” supported by ten Fundamental Beliefs that
serve as the foundation for their realization.
CREDO
Progressive Active Ownership Collaboration
Thinking
Kami percaya tindakan Kami percaya bahwa
Kami percaya pada kekuatan kami akan berpengaruh bagi realisasi impian yang paling
ide. Tidak peduli dari mana orang lain. Penuh semangat berpengaruh terjadi saat kita
pun ide tersebut berasal. dalam mengendalikan diri atas bekerja bersama-sama dan
Kami merangkul ide-ide tindakan kami dan menjadi menghilangkan kendala untuk
dan pengetahuan baru yang proaktif akan menuntun pada memberikan kekuatan kolektif
membantu kami untuk maju. kesuksesan ekosistem kita. masyarakat kita.
We believe in the power of We believe our actions will We believe that the most
ideas. No matter where they impact others. Being excited impactful realization of our
come from, we embrace new to take personal ownership of dreams happens when we
ideas and new knowledge to our actions and being proactive work together and remove
help us progress. will lead to the success our constraints to deliver the
of our ecosystem. collective power of our people.
2025 Laporan Keberlanjutan ● Sustainability Report 29
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PROFIL Sekilas tentang MPM Keanggotaan Asosiasi Penghargaan 2025 Sertifikasi
PERUSAHAAN MPM at a Glance Association Membership Awards in 2025 Certification
Company Profile
Sepuluh Fundamental Beliefs Ten Fundamental Beliefs
Kita senantiasa bersyukur Para pemimpin kita harus
1 atas apa yang kita miliki. 2 berwibawa dan bersahaja.
We should be grateful for what we have. Our leaders should be respectable and humble.
Kesuksesan dan keunggulan kita Keunggulan daya saing kita didorong oleh
berasal dari kecerdikan, kolaborasi, dan kepemilikan yang aktif dan kemampuan
semangat untuk berprestasi tinggi. untuk berpikir secara progresif.
3 Our success and strengths come from our 4 Our competitiveness is driven by our
resourcefulness, collaboration and passion active ownership and ability to
for excellence. think progressively.
Kami bertanggung jawab untuk Para pemegang saham berhak
membuat pelanggan senang dengan mendapatkan keuntungan yang
5 cara melampaui harapan mereka. 6 layak atas investasi mereka.
We are responsible to keep our customers Our shareholders deserve a fair
happy by exceeding their expectations. return for their investments.
Kepercayaan dari pemangku Kita menghargai, peduli, dan
kepentingan hanya dapat diraih melalui berlaku adil terhadap mitra
7 integritas tanpa kompromi. 8 usaha dan pemasok.
Trust from our stakeholders can only come Our partners and suppliers deserve
through the highest level of integrity. respect, care, and fairness.
Prestasi kerja individu maupun Keberadaan kita hendaknya memberi
kelompok harus diakui dan dihargai. dampak positif bagi lingkungan.
9 Both individual and group achievements 10 Our existence should help
should be recognized and rewarded. our community.
KEANGGOTAAN ASOSIASI [OJK C.5] [GRI 2-28]
Association Membership
Asosiasi Emiten Indonesia (AEI) Indonesia Corporate Secretary Association (ICSA)
Association of Indonesian Issuers (AEI)
Anggota l Member Anggota l Member
Institute of Certified Sustainability Practitioners (ICSP) Perhimpunan Hubungan
tercatat atas nama GM Corporate Communication & Masyarakat Indonesia
Sustainability, Natalia Lusnita sejak 2021 (PERHUMAS)
The Institute of Certified Sustainability Practitioners (ICSP) Indonesian Public Relations
registered under the name of GM Corporate Communication Association (PERHUMAS)
& Sustainability, Natalia Lusnita since 2021
Anggota l Member
Anggota l Member
30 Laporan Keberlanjutan ● Sustainability Report 2025
Page 31
Rantai Pasok dan Pengadaan yang Bertanggung Jawab
Responsible Supply Chain and Procurement
PENGHARGAAN 2025
Awards in 2025
MPM Head Office
Indonesia
Sustainability Award
2025
Penyelenggara l Organizer
First Indonesia Magazine
The Best Leadership Committed The Best Company for Climates Change Initiative
to ESG Implementation Program - Focus on Carbon Emission Reduction
Beatrice Kartika, CFO MPM Group The Best Company for Environmental Innovation
in Energy Efficiency Solutions
PR of the Year PR of the Year PR of the Year PR of the Year PR of the Year PR of the Year PR of the Year PR of the Year PR of the Year PR of the Year
Certificate is proudly
presented to:
PT MiTRA PinAsTHikA MusTikA, Tbk
ProgrAM: CoMMUNICAtINg PUrPose, AMPlIfyINg IMPACt
As
PR PROGRAM OF THE YEAR 2025
CAtegory: esg CAMPAIgN ProgrAM
(BoArd of JUdges AssessMeNt)
PredICAte: Very good
PT MITRA PINASTHIKA MUSTIKA TBK
As the Winner of
7th Indonesia 50 BEST CSR Awards 2025
Program Bina Lingkungan dan Pemberdayaan Masyarakat
Jakarta, August 14th, 2025
Kementerian Perhubungan, April 29th, 2025
Kemal E. Gani
Chairman of SWA Media Group
PR of the Year PR of the Year PR of the Year PR of the Year PR of the Year PR of the Year PR of the Year PR of the Year PR of the Year PR of the Year
7th Indonesia 50 Best CSR Awards 2025 PR Program of The Year 2025 Indonesia Best Digital Awards 2025
Program Bina Lingkungan dan ESG Campaign Program Category in Specialty Retail for Integrated
Pemberdayaan Masyarakat Business Operations and
Environmental Protection and Digital Document Management System
Community Empowerment
Penyelenggara l Organizer Penyelenggara l Organizer Penyelenggara l Organizer
The Iconomics MIX Marcomm Plus Idea Komunika Bersama JakTV
Human Capital On Resilience Excellence Award 2025 Top CSR Award 2025 # Star 4
▪ The Best Digital Transformation ▪ Top Leader on CSR Commitment 2025
▪ The Best Sustainable Development and Decent Jobs ▪ Beatrice Kartika – Group Chief Finansial Officer
▪ The Best Inclusive Human Capital Development ▪
Penyelenggara l Organizer
▪ The Best CEO Committed to HC of the Year 2025 ▪
Suwito Mawarwati, CEO MPM Group Top CSR Awards 2025
Penyelenggara l Organizer
First Indonesia Magazine
2025 Laporan Keberlanjutan ● Sustainability Report 31
Page 32
PROFIL Sekilas tentang MPM Keanggotaan Asosiasi Penghargaan 2025 Sertifikasi
PERUSAHAAN MPM at a Glance Association Membership Awards in 2025 Certification
Company Profile
MPM Head Office
Top Executive Award 2025 Corporate Brand Top Corporate Award 2025
Suwito Mawarwati, Champion of the Year Good Performing Public Company
CEO MPM Group Based on Digital Corporate
Good Leader of the Year Brand Awareness, Revenue,
Penyelenggara l Organizer
and Nett Profit Aspects
INFOBRAND.ID dan TRAS N CO Indonesia
INFOBRAND.ID and TRAS N CO Indonesia
Penghargaan Lainnya ▪ Other Awards
Penghargaan l Awards Penyelenggara l Organizer
INFOBRAND.ID dan Warta Ekonomi
bekerja sama dengan TRAS N CO Indonesia
Indonesia Top Digital PR Award 2025
INFOBRAND.ID and Warta Ekonomi,
in collaboration with TRAS N CO Indonesia
50 Popular PR Person Awards 2025
The Iconomics
Natalia Lusnita, GM Corporate Communication & Sustainability
6th Indonesia PR Popular Companies Awards 2025 in Consumer Automotive Category The Iconomics
The 16th IICD Corporate Governance Conference and Award
▪ Best Rights and Equitable Treatment of Shareholders ▪ IICD
▪ Top 50 Middle Capitalization Public Listed Company ▪
Asia Sustainability Reporting Rating (ASSRAT) National Center for Corporate Reporting
Silver Rank predikat “In Accordance” (NCCR)
MPMInsurance
Penghargaan l Awards Penyelenggara l Organizer
Maipark Award 2025 - Cedant Best Sessions Premium Growth in 2024 Maipark
Predikat “Sangat Bagus” selama 10 tahun berturut-turut
Infobank
Rated “Very Good” 10 Years in a Row
Infobank Insurance Awards
▪ The Best Performance General Insurance Company ▪
In Equity Class IDR 500 Billion to 1 Trillion Infobank
▪ General Insurance with Consistent Excellent Performance ▪
for 10 Consecutive Years (2015–2025)
Indonesia Best Insurance Award 2025
Indonesia Best General Insurance 2025 for Implementing Effective Strategy Warta Ekonomi
to Create Positive Performance
The Best Performing General Insurance 2025 Based on Financial Performance 2022-2024 –
The Finance
General Insurance Category With Equity Rp500 Billion Less Than Rp1 Trillion
32 Laporan Keberlanjutan ● Sustainability Report 2025
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Rantai Pasok dan Pengadaan yang Bertanggung Jawab
Responsible Supply Chain and Procurement
MPMRent
Penghargaan l Awards Penyelenggara l Organizer
Penghargaan Perusahaan Nihil Kecelakaan Kerja ”Zero Accident”
Pemerintah Provinsi Banten
Tingkat Provinsi Banten untuk PT Mitra Pinastika Mustika Rent
Banten Provincial Government
Provincial “Zero Accident” Award, Banten Province for PT Mitra Pinastika Mustika Rent
Penghargaan Panitia Pembina Keselamatan dan Kesehatan Kerja “P2K3”
Tingkat Provinsi Banten untuk PT Mitra Pinastika Mustika Rent Pemerintah Provinsi Banten
Occupational Safety and Health Committee (P2K3) Award Banten Province Banten Provincial Government
for PT Mitra Pinastika Mustika Rent
Penghargaan Panitia Pembina Keselamatan dan Kesehatan Kerja “P2K3”
Tingkat Provinsi Banten untuk PT Dayakarya Solusi Sejati Pemerintah Provinsi Banten
Occupational Safety and Health Committee (P2K3) Award, Banten Province Banten Provincial Government
for PT Dayakarya Solusi Sejati
Indonesia Digital Popular Brand Award 2025 Infobrand.id
Jakarta Investment Award 2025 - Kontribusi Realisasi Investasi Terbesar Tahun 2024
pada Sektor Perdagangan dan Reparasi (Penanaman Modal Dalam Negeri)
Jakarta Investment Award 2025 - Largest Investment Realization Contribution in 2024 in
the Trade and Repair Sector (Domestic Investment)
Penghargaan Pelaku Usaha dengan Nilai Realisasi Investasi Tertinggi Wali Kota Tangerang Selatan
Award for Business Entity with the Highest Investment Realization Value Mayor of South Tangerang
MPMulia
Juara 1 Public Relation Radar Surabaya Award 2025 Main Dealer Terbaik 1
PR Honda Award Perusahaan Otomotif dengan komitmen Program CSR 2024, CSR Awarding
1st Place Public Relations, pada CSR Pendidikan yang berkelanjutan 1st Best Main Dealer
PR Honda Award Automotive Company with a Commitment for CSR Program 2024, CSR Awarding
to Sustainable Education CSR
Penyelenggara l Organizer Penyelenggara l Organizer Penyelenggara l Organizer
PT Astra Honda Motor Radar Surabaya PT Astra Honda Motor
Penghargaan l Awards Penyelenggara l Organizer
Juara 1 - Group Main Dealer Safety Riding Center
PT Astra Honda Motor
1st Place - Group Main Dealer Safety Riding Center
Juara 2 - Safety Riding Camp
PT Astra Honda Motor
2nd Place - Safety Riding Camp
The Best Main Dealer kategori Large
PT Astra Honda Motor
The Best Main Dealer (Large Category)
2025 Laporan Keberlanjutan ● Sustainability Report 33
Page 34
PROFIL Sekilas tentang MPM Keanggotaan Asosiasi Penghargaan 2025 Sertifikasi
PERUSAHAAN MPM at a Glance Association Membership Awards in 2025 Certification
Company Profile
SERTIFIKASI
Certification
Sertifikasi Masa Berlaku Pihak Pemberi Sertifikasi
Certification Validity Period Certifying Body
ISO 45001:2018 - Rent Car including General Workshop
15 Agustus 2028 TÜV Nord Indonesia
for Vehicle General Repair and Body Repair
ISO 14001: 2015 - Rent Car including General Workshop
15 Agustus 2028 TÜV Nord Indonesia
for Vehicle General Repair and Body Repair
ISO 9001: 2015 - Rent Car including General Workshop
3 Mei 2026 TÜV Nord Indonesia
for Vehicle General Repair and Body Repair
SMK3 Kementerian Ketenagakerjaan Republik Indonesia
Rental Kendaraan termasuk general workshop untuk
perbaikan umum dan perbaikan body kendaraan 5 Agustus 2027 BKI
SMK3 - Vehicle Rental including general workshop
for public vehicle repair and body repair
ISO/IEC 27001:2022 Information Security Management Systems 29 Januari 2026 NQA
ISO 22301:2019 Business Continuity Management System (BCMS) 16 Oktober 2027 TÜV SÜD Indonesia
ISO 9001: 2015 - Provision of Manpower Services
13 Agustus 2028 TÜV Nord Indonesia
including Driver Management and Office Support
ISO 45001: 2018 - Provision of Manpower Services
13 Agustus 2028 TÜV Nord Indonesia
including Driver Management and Office Support
SMK3 Kementerian Ketenagakerjaan Republik Indonesia
Provision of Manpower Services including Driver 5 Agustus 2027 BKI
Management and Office Support
RANTAI PASOK DAN PENGADAAN RESPONSIBLE SUPPLY CHAIN
YANG BERTANGGUNG JAWAB [GRI 2-6] AND PROCUREMENT [GRI 2-6]
MPM menerapkan kebijakan pengadaan barang non- MPM implements procurement policies for non-trade
trade dan jasa yang dirancang untuk memastikan proses goods and services designed to ensure that procurement
pengadaan berjalan secara transparan, akuntabel, dan processes are conducted transparently, accountably,
sesuai dengan prinsip tata kelola perusahaan yang baik. and in accordance with the principles of good corporate
Kebijakan ini mengatur secara menyeluruh tahapan governance. These policies comprehensively regulate all
pengadaan, mulai dari pengelolaan dan pemilihan stages of procurement, including supplier management
pemasok, pelaksanaan pengadaan, penerimaan barang and selection, procurement execution, receipt of goods
dan/atau jasa, hingga pencatatan kewajiban dan proses and/or services, recording of liabilities, and payment
pembayaran kepada pemasok. Seluruh proses pengadaan processes to suppliers. The entire procurement process is
menjadi tanggung jawab Departemen Purchasing. managed by the Purchasing Department.
Dalam pemilihan pemasok, MPM mengutamakan pemenuhan In supplier selection, MPM prioritizes compliance with
aspek legalitas, kesesuaian harga dan spesifikasi dengan legal requirements, alignment of pricing and specifications
kebutuhan perusahaan, ketepatan waktu pengiriman, serta with company needs, on-time delivery, and suppliers’
rekam jejak dan referensi pemasok. MPM secara konsisten track records and references. MPM consistently applies
menerapkan prinsip transparansi, independensi dan keadilan, the principles of transparency, independence and fairness,
efisiensi, kompetisi yang sehat, serta akuntabilitas guna efficiency, healthy competition, and accountability to
mencegah potensi konflik kepentingan (conflict of interest) prevent potential conflicts of interest in all procurement
dalam setiap proses pengadaan. processes.
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Rantai Pasok dan Pengadaan yang Bertanggung Jawab
Responsible Supply Chain and Procurement
Alur Rantai Pasokan MPM
MPM Supply Chain Flow
Principal Vendor
Customer
Pada tahun 2025, MPM memperkuat pengelolaan pemasok In 2025, MPM strengthened supplier management through
melalui proses seleksi dan penyaringan yang lebih a more structured selection and screening process. In
terstruktur. Dalam praktiknya, saat ini MPMulia mewajibkan practice, MPMulia requires all suppliers to meet legal
seluruh pemasok untuk memenuhi persyaratan legalitas compliance requirements and possess valid business entity
dan status badan usaha yang sah, serta menandatangani status, as well as to sign an Integrity Pact as a commitment
Pakta Integritas sebagai komitmen terhadap praktik bisnis to ethical business practices. For certain procurement
yang etis. Untuk jenis pengadaan tertentu, MPMulia juga categories, MPMulia also applies additional requirements
menerapkan persyaratan tambahan terkait kepatuhan related to occupational health and safety (OHS) compliance,
keselamatan dan kesehatan kerja (K3), penggunaan alat the use of personal protective equipment (PPE), and the
pelindung diri (APD), serta penerapan sistem manajemen implementation of information security management and
keamanan informasi dan pelindungan data pribadi. personal data protection systems.
MPM juga mengembangkan Portal Vendor guna MPM has also developed a Vendor Portal to enhance
meningkatkan transparansi dan efisiensi proses pengadaan. transparency and efficiency in procurement processes.
Portal ini memungkinkan pemasok dan calon pemasok The portal enables suppliers and prospective suppliers to
mengakses informasi terkait persyaratan, kualifikasi, serta access information on requirements, qualifications, and
tahapan pengadaan secara terbuka dan dapat ditelusuri, procurement stages in an open and traceable manner, while
sekaligus mendukung proses pemetaan dan pemilihan supporting more targeted supplier mapping and selection.
pemasok yang lebih tepat sasaran.
Selain itu, MPM turut mendorong pemberdayaan In addition, MPM promotes the empowerment of Micro,
Usaha Mikro, Kecil, dan Menengah (UMKM) dengan Small, and Medium Enterprises (MSMEs) by prioritizing
mengutamakan keterlibatan UMKM dalam pengadaan their participation in selected operational procurement,
barang operasional tertentu, termasuk melalui marketplace including through marketplaces and simplified
dan mekanisme yang disederhanakan. Kinerja pemasok procurement mechanisms. Supplier performance is
dievaluasi secara berkala setiap empat bulan, dengan evaluated periodically every four months, with results
pelaporan kepada manajemen, sebagai bagian dari reported to management as part of efforts to build
upaya membangun kemitraan yang berkelanjutan dan sustainable partnerships and strengthen the Company’s
memperkuat ketahanan rantai pasok perusahaan. supply chain resilience.
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PROFIL Sekilas tentang MPM Keanggotaan Asosiasi Penghargaan 2025 Sertifikasi
PERUSAHAAN MPM at a Glance Association Membership Awards in 2025 Certification
Company Profile
Secara keseluruhan, komposisi nilai pengadaan MPM Overall, MPM’s procurement value composition reflects a
mencerminkan fokus yang kuat pada pemasok lokal. Hal strong focus on local suppliers, in line with the Company’s
ini sejalan dengan komitmen Perseroan untuk membangun commitment to supporting the national economy through
rantai pasok yang mendukung perekonomian nasional. its supply chain. Procurement from local non-MSME
Pengadaan dari pemasok lokal non-UMKM menjadi suppliers represented the largest contribution in 2025,
kontributor terbesar pada tahun 2025 dengan nilai totaling Rp314,978 million, demonstrating a consistent
Rp314.978 juta, menunjukkan tren peningkatan yang upward trend over the past three years.
konsisten dalam tiga tahun terakhir.
Praktik Pengadaan
Procurement Practices
Nilai Pengadaan
Procurement Value
Kategori l Category 2025 2024 2023
Nilai pengadaan UMKM
31.764 44.059 39.644
MSME procurement value
Nilai pengadaan lokal non-UMKM
314.978 281.364 227.301
Local non-MSME procurement value
Nilai pengadaan non-lokal
233 5.745 -
Non-local procurement value
Jumlah nilai pengadaan
346.975 331.168 266.945
Total procurement value
Juta Rupiah ▪ IDR million
Proporsi Nilai Pengadaan
Procurement Value Proportion
Proporsi nilai pengadaan UMKM Proporsi nilai pengadaan lokal non- Proporsi nilai pengadaan non-lokal
terhadap jumlah nilai pengadaan UMKM terhadap jumlah nilai pengadaan terhadap jumlah nilai pengadaan
Proportion of MSME procurement value Proportion of local non-MSME procurement Proportion of non-local procurement
to total procurement value value to total procurement value value to total procurement value
9,16 13,30 14,85 90,84 84,96 85,15 0,07 1,73 0,00
2025 2024 2023 2025 2024 2023 2025 2024 2023
% % %
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Rantai Pasok dan Pengadaan yang Bertanggung Jawab
Responsible Supply Chain and Procurement
Nilai Pengadaan berdasarkan Unit Bisnis
Procurement Value by Business Unit
Unit Bisnis l Business Unit 2025 2024 2023
MPM Head Office
UMKM
947 944 735
MSMEs
Lokal Non-UMKM
5.115 3.642 3.139
Local Non-MSMEs
MPMulia
UMKM
25.124 36.004 28.849
MSMEs
Lokal Non-UMKM
271.871 244.648 186.479
Local Non-MSMEs
MPMRent
UMKM
5.693 7.111 10.060
MSMEs
Lokal Non-UMKM
37.398 30.537 34.737
Local Non-MSMEs
MPMInsurance
UMKM
- - -
MSMEs
Lokal Non-UMKM
594 2.537 2.946
Local Non-MSMEs
Juta Rupiah ▪ IDR million
Jumlah Pemasok
Number of Supplier
Uraian l Description Satuan l Unit 2025 2024 2023
MPM Head Office
UMKM Jumlah pemasok
16 20 23
MSMEs Number of supplier
Lokal Non-UMKM Jumlah pemasok
31 35 42
Local Non-MSMEs Number of supplier
MPMulia
UMKM
Pemasok 271 327 369
MSMEs
Lokal Non-UMKM Jumlah pemasok
193 190 212
Local Non-MSMEs Number of supplier
MPMRent
UMKM Jumlah pemasok
68 71 97
MSMEs Number of supplier
Lokal Non-UMKM Jumlah pemasok
160 152 299
Local Non-MSMEs Number of supplier
MPMInsurance
UMKM Jumlah pemasok
- - -
MSMEs Number of supplier
Lokal Non-UMKM Jumlah pemasok
60 38 49
Local Non-MSMEs Number of supplier
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MPM dan
Keberlanjutan
MPM and Sustainability
40 Strategi Keberlanjutan
Sustainability Strategy
47 Penentuan Topik Material
Determination of Material Topic
52 Pelibatan Pemangku Kepentingan
Stakeholder Engagement
02
Page 39
MPM telah menetapkan Strategi Keberlanjutan #Smart&Embrace pada tahun 2021 sebagai kerangka strategis agar MPM beserta seluruh grup usaha dapat tumbuh secara bertanggung jawab dan berkelanjutan di seluruh lini bisnis." "MPM established the #Smart&Embrace Sustainability Strategy in 2021 as a strategic framework to enable MPM and its entire business group to grow responsibly and sustainably across all business lines."
Page 40
MPM DAN Strategi Keberlanjutan Penentuan Topik Material Pelibatan Pemangku Kepentingan
KEBERLANJUTAN Sustainability Strategy Determination of Material Topic Stakeholder Engagement
MPM and Sustainability
MPM dan Keberlanjutan
MPM and Sustainability
Di tengah lanskap bisnis yang semakin dinamis, Amid an increasingly dynamic business landscape,
keberlanjutan kini telah menjadi faktor kunci dalam sustainability has become a key factor in maintaining a
menjaga ketahanan dan daya saing jangka panjang company’s long-term resilience and competitiveness.
perusahaan. Perubahan regulasi, meningkatnya ekspektasi Regulatory changes, rising stakeholder expectations, and
pemangku kepentingan, serta risiko lingkungan dan sosial increasingly complex environmental and social risks require
yang semakin kompleks menuntut perusahaan untuk companies to focus not only on financial performance, but
tidak hanya berfokus pada kinerja finansial, namun juga also on their impacts and contributions to the environment,
pada dampak dan kontribusinya terhadap lingkungan, society, and governance.
masyarakat, dan tata kelola.
Oleh sebab itu, integrasi prinsip keberlanjutan ke dalam Therefore, integrating sustainability principles into
strategi bisnis menjadi penting untuk memastikan business strategy is essential to ensure more effective
pengelolaan risiko yang lebih baik, pengambilan keputusan risk management, responsible decision-making, and the
yang bertanggung jawab, serta penciptaan nilai yang creation of sustainable value for all stakeholders.
berkelanjutan bagi seluruh pemangku kepentingan.
STRATEGI KEBERLANJUTAN [OJK A.1] SUSTAINABILITY STRATEGY [OJK A.1]
MPM telah menetapkan Strategi Keberlanjutan MPM established the #Smart&Embrace Sustainability
#Smart&Embrace pada tahun 2021 sebagai kerangka Strategy in 2021 as a strategic framework to enable
strategis agar MPM beserta seluruh entitas usaha dapat MPM and its business entities to grow responsibly and
tumbuh secara bertanggung jawab dan berkelanjutan di sustainably across all business lines. The strategy was
seluruh lini bisnis. Strategi ini disusun berdasarkan hasil developed based on the identification of material topics
identifikasi topik material yang mencerminkan dampak that reflect the most relevant sustainability impacts for
keberlanjutan yang paling relevan bagi MPM dan para MPM and its stakeholders.
pemangku kepentingannya.
Dengan mengedepankan pendekatan berbasis prinsip Guided by a precautionary principle–based approach,
kehati-hatian, Strategi Keberlanjutan #Smart&Embrace the #Smart&Embrace Sustainability Strategy serves as
berfungsi sebagai peta jalan yang jelas dan terarah bagi a clear and structured roadmap for MPM to integrate
MPM dalam mengintegrasikan prinsip keberlanjutan ke sustainability principles into decision-making and
dalam pengambilan keputusan dan operasional bisnis, business operations. This includes efforts to minimize
termasuk dalam upaya meminimalkan jejak lingkungan, environmental footprints, provide products and services
menyediakan produk dan layanan yang mendukung kualitas that enhance quality of life, create a safe, inclusive, and
hidup masyarakat, menciptakan tempat kerja yang aman, value-driven workplace, and contribute to the sustainable
inklusif, dan bernilai, serta berkontribusi pada peningkatan improvement of community well-being.
kesejahteraan masyarakat secara berkelanjutan.
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Strategi #Smart&Embrace
#Smart&Embrace Strategy
Smart Mobility to Embrace Smart Mobility to Embrace
a Better Environment Sustainable Business
Menjalankan kegiatan usaha yang ramah MPM dikenal sebagai perusahaan yang menjalankan
lingkungan dengan mengelola dampak lingkungan bisnis berkelanjutan dan menjadi referensi dalam
yang diakibatkan dari operasional dan produk memenuhi kebutuhan transportasi yang cerdas bagi
secara lebih bertanggung jawab masyarakat di mana kami beroperasi
Conducting environmentally friendly business activities MPM has established a reputation as a sustainable
by responsibly managing the environmental impacts business that sets the standard for smart transportation
from operations and products solutions in the communities we serve
Tujuan ▪ Goals Tujuan ▪ Goals
Upaya meminimalkan dampak aktivitas bisnis Meningkatkan reputasi dan branding MPM sebagai
terhadap kelestarian lingkungan hidup termasuk perusahaan yang menjalankan usaha berkelanjutan
mendukung mitigasi dampak perubahan iklim sekaligus untuk memastikan keberlangsungan
dan mengimplementasikan praktik-praktik terbaik usaha seluruh Grup MPM
untuk mewujudkan kelestarian To enhance MPM’s reputation and branding as a
Efforts to minimize the impact of business activities sustainable business while ensuring the long-term
on environmental sustainability, including supporting business viability of the MPM Group
climate change mitigation and implementing best
practices to achieve sustainability
1 2
3 4
Smart Mobility to Embrace Smart Mobility to Embrace
Employee Well-Being Community Well-Being
Tidak sebatas memberikan lingkungan kerja yang Mengangkat standar kesejahteraan bagi ribuan
aman dan kondusif tetapi mendorong pengembangan masyarakat di mana MPM beroperasi terutama
dan aktualisasi diri dalam performa sosial di internal dalam 4 bidang utama, yaitu pendidikan,
maupun eksternal perusahaan (purposeful, values- ekonomi, lingkungan, dan sosial
driven work environment) Raising the welfare standards for thousands
Not only providing a safe and conducive work environment, of people in MPM’s operating areas, focusing
but also fostering personal growth and development, and on 4 main areas, namely education, economy,
encouraging social performance both within and outside environment, and social welfare
MPM (purposeful, values-driven work environment)
Tujuan ▪ Goals Tujuan ▪ Goals
Menciptakan lingkungan kerja yang bernilai Meningkatkan standar kesejahteraan masyarakat
untuk meningkatkan rasa keterikatan Improving the standard of public welfare
karyawan terhadap perusahaan
Creating a valuable work environment to
enhance employee engagement
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MPM DAN Strategi Keberlanjutan Penentuan Topik Material Pelibatan Pemangku Kepentingan
KEBERLANJUTAN Sustainability Strategy Determination of Material Topic Stakeholder Engagement
MPM and Sustainability
Strategi #Smart&Embrace telah mendapatkan persetujuan The #Smart&Embrace Strategy has been approved by the
Direksi MPM dan diberlakukan bagi seluruh entitas yang MPM Board of Directors and applies to all entities within
tergabung dalam MPM. Strategi Keberlanjutan MPM the MPM Group. The Company’s Sustainability Strategy
dipublikasikan melalui situs resmi perusahaan di tautan is published on the Company’s official website at the
berikut, sementara pelaksanaannya dikomunikasikan dan following link, while its implementation is communicated
dipantau secara berkala melalui Laporan Keberlanjutan and monitored periodically through the Sustainability
yang diterbitkan setiap tahun. Report issued annually.
Lima Tahun Strategi #Smart&Embrace Five Years of the #Smart&Embrace Strategy
Tahun 2025 menandai tahun terakhir implementasi The year 2025 marks the final year of the implementation of
Strategi Keberlanjutan #Smart&Embrace MPM sekaligus MPM’s #Smart&Embrace Sustainability Strategy and serves
menjadi momentum untuk melakukan peninjauan as a milestone to review its sustainability performance over
atas kinerja keberlanjutan selama periode 2021–2025. the 2021–2025 period. Through this strategy, MPM has
Melalui strategi ini, MPM telah mengintegrasikan prinsip integrated sustainability principles into various aspects of
keberlanjutan ke dalam berbagai aspek operasional dan operations and business decision-making. A summary of
pengambilan keputusan bisnis. Ringkasan capaian utama key achievements as of the end of 2025 is presented in the
hingga akhir tahun 2025 ditampilkan dalam tabel berikut. following table.
Ringkasan Kinerja Lima Tahun
Five-Year Performance Summary
Sasaran l Targets Perkembangan kinerja hingga 2025 l Performance Progress up to 2025
Smart Mobility to Embrace a Better Environment
Mengurangi emisi GRK Konsumsi energi dan emisi GRK menunjukkan tren fluktuatif dengan kecenderungan meningkat
Reduce GHG emissions dalam lima tahun terakhir, yang sejalan dengan peningkatan skala operasional dan pemulihan
aktivitas bisnis pascapandemi. MPM secara konsisten menerapkan inisiatif penghematan energi,
Mengurangi konsumsi energi serta melakukan evaluasi atas pencapaiannya untuk menyusun strategi lima tahun ke depan.
Reduce energy consumption Energy consumption and GHG emissions have shown fluctuating trends with an overall
increase over the past five years, in line with the expansion of operational scale and post-
pandemic business recovery. MPM consistently implements energy-saving initiatives and
evaluates performance to inform its five-year strategy.
Mengurangi konsumsi kertas Sejak lima tahun terakhir, Grup MPM berhasil mencatat tren penurunan penggunaan kertas
Reduce paper consumption secara konsisten sebagai hasil dari penerapan kebijakan digitalisasi dokumen, e-approval, dan
sistem arsip elektronik. Penurunan ini mencerminkan perubahan budaya kerja menuju proses
yang lebih efisien, sekaligus mendukung target keberlanjutan perusahaan dalam pengelolaan
sumber daya secara lebih bijak.
Over the past five years, MPM Group has recorded a consistent decline in paper usage as
a result of document digitalization policies, e-approval systems, and electronic archiving.
This reduction reflects a shift toward more efficient work processes while supporting the
Company’s sustainability targets for responsible resource management.
Mengurangi limbah Telah memiliki mekanisme pengelolaan limbah sesuai dengan jenis limbah. Ke depan, MPM
Reduce waste terus berupaya memperkuat sistem pendataan dan pemantauan limbah secara lebih terstruktur
guna mendukung peningkatan akurasi data dan efektivitas pengelolaan limbah.
Waste management mechanisms are in place according to waste types. Going forward, MPM
will continue strengthening structured waste data collection and monitoring systems to
improve data accuracy and waste management effectiveness.
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Sasaran l Targets Perkembangan kinerja hingga 2025 l Performance Progress up to 2025
Smart Mobility to Embrace Sustainable Business
Memiliki portofolio produk ramah Telah meluncurkan motor listrik inovatif Honda EM1 e, Honda CUV e, dan Honda ICON e.
lingkungan dan produk inklusif MPMInsurance juga memberikan diskon premi asuransi untuk kendaraan listrik dan memiliki
Develop environmentally friendly and portofolio pembiayaan hijau (Green Sukuk)
inclusive product portfolio The Company has launched innovative electric motorcycles, including Honda EM1 e:, Honda
CUV e:, and Honda ICON e:. MPMInsurance also provides premium discounts for electric
vehicles and maintains a green financing portfolio (Green Sukuk).
Meningkatkan kepuasan pelanggan Indikator kepuasan pelanggan menunjukkan tren positif.
Improve customer satisfaction Customer satisfaction indicators show a positive trend.
Meningkatkan jumlah pelanggan Penjualan unit sepeda motor secara kumulatif 2021-2025 mencapai 3.606.255 unit, dengan
Increase number of customers capaian tertinggi pada tahun 2024 sebesar 792.241 unit.
Cumulative motorcycle unit sales from 2021–2025 reached 3,606,255 units, with the highest
achievement in 2024 at 792,241 units.
Media ekspos dari Berhasil mempertahankan posisi di indeks ESG Sector Leaders dan ESG Quality 45 IDX KEHATI,
inisiatif keberlanjutan serta masuk daftar Fortune 500 Southeast Asia 2025.
Media exposure from The Company maintained its position in the ESG Sector Leaders and ESG Quality 45 IDX
sustainability initiatives KEHATI indices and was included in the Fortune 500 Southeast Asia 2025 list.
Smart Mobility to Embrace Employee Well-Being
Meningkatkan Melaksanakan pengembangan kompetensi karyawan secara rutin setiap tahunnya.
kompetensi karyawan Employee competency development programs are conducted regularly each year.
Improve employee competency
Meningkatkan pelibatan karyawan Melaksanakan employee volunteering setiap tahunnya yang diharapkan mampu menginspirasi
pada inisiatif keberlanjutan karyawan untuk memberikan nilai tambah kepada pemangku kepentingan.
Increase employee engagement in Annual employee volunteering programs are implemented, encouraging employees to create
sustainability initiatives added value for stakeholders.
Meningkatkan kepuasan karyawan Hasil Employee Effectiveness Survey (EES) terakhir berada pada kategori ‘Clear Strength’,
Improve employee satisfaction menunjukkan tren yang baik selama lima tahun.
The latest Employee Effectiveness Survey (EES) results fall within the “Clear Strength” category,
showing a positive trend over five years.
Keselamatan dan Grup MPM berhasil mempertahankan capaian nihil kecelakaan kerja fatal (zero accident)
kesehatan karyawan terjaga selama periode 2021-2024 di seluruh lini bisnis.
Maintain employee health and safety MPM Group successfully maintained zero fatal occupational accidents across all business lines
during the 2021–2024 period.
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MPM DAN Strategi Keberlanjutan Penentuan Topik Material Pelibatan Pemangku Kepentingan
KEBERLANJUTAN Sustainability Strategy Determination of Material Topic Stakeholder Engagement
MPM and Sustainability
Sasaran l Targets Perkembangan kinerja hingga 2025 l Performance Progress up to 2025
Smart Mobility to Embrace Community Well-Being
Meningkatkan MPM memprioritaskan pemasok lokal dalam pengadaan barang dan jasa guna mendukung
ekonomi masyarakat perekonomian masyarakat. Sejalan dengan itu, sejak 2019 MPM Honda Jawa Timur
Improve community menjalankan program Bengkel Disabilitas yang memberdayakan penyandang disabilitas
economic welfare melalui penyediaan sarana usaha dan pendampingan, sehingga mendorong kemandirian
ekonomi dan partisipasi sosial.
MPM prioritizes local suppliers in procurement to support local economies. Furthermore,
MPM Honda Jawa Timur has implemented the Bengkel Disabilitas program since 2019,
empowering persons with disabilities through business facilities and mentoring to promote
economic independence and social participation.
Meningkatkan literasi Secara rutin menyelenggarakan edukasi literasi keuangan bagi mahasiswa, komunitas pelaku
keuangan masyarakat UMKM, dan pengemudi transportasi daring terkait perlindungan aset dan asuransi.
Improve community The Company regularly conducts financial literacy education for university students, MSME
financial literacy communities, and ride-hailing drivers on asset protection and insurance.
Meningkatkan keselamatan Program Safety Riding menjangkau total 165.961 penerima manfaat selama lima tahun
masyarakat dalam terakhir.
menggunakan produk The Safety Riding program reached a total of 165,961 beneficiaries over the past five years.
Improve public safety
in product use
MPM menyadari bahwa penerapan Strategi Keberlanjutan MPM recognizes that the implementation of the
#Smart&Embrace sepanjang periode 2021–2025 tidak #Smart&Embrace Sustainability Strategy throughout the
terlepas dari berbagai tantangan, baik yang berasal dari 2021–2025 period has not been without challenges, arising
dinamika internal maupun perubahan lingkungan eksternal. from both internal dynamics and changes in the external
Kompleksitas operasional lintas entitas, perkembangan environment. Operational complexity across multiple
regulasi, serta meningkatnya ekspektasi pemangku entities, evolving regulatory requirements, and increasing
kepentingan menjadi faktor yang memengaruhi kecepatan stakeholder expectations have influenced the pace and
dan kedalaman implementasi strategi. depth of strategy implementation.
Oleh karena itu, tahun 2025 juga menjadi momentum Accordingly, 2025 also serves as a pivotal evaluation year
evaluasi bagi MPM untuk menelaah efektivitas pendekatan for MPM to assess the effectiveness of the approaches
yang telah diterapkan, mengidentifikasi area yang perlu undertaken, identify areas requiring further strengthening,
diperkuat, serta menarik pembelajaran sebagai dasar and capture key lessons learned as a foundation for
penyempurnaan arah dan strategi keberlanjutan pada refining the direction and sustainability strategy in the next
periode selanjutnya. Refleksi ini menjadi landasan bagi MPM period. This serves as a foundation for MPM to develop
untuk membangun pendekatan yang lebih adaptif, terukur, a more adaptive, measurable, and integrated approach,
dan terintegrasi, sehingga implementasi keberlanjutan ensuring that future sustainability implementation is not
ke depan tidak hanya semakin selaras dengan dinamika only increasingly aligned with evolving regulatory and
regulasi dan industri, tetapi juga mampu memperkuat industry dynamics, but also strengthens resilience and
ketahanan dan penciptaan nilai jangka panjang. long-term value creation.
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Langkah selanjutnya … Strategi #Smart&Embrace 2.0 #Smart&Embrace Strategy 2.0 Di penghujung tahun 2025, Direksi MPM telah menyetujui Strategi Keberlanjutan #Smart&Embrace 2.0 sebagai penyempurnaan dan pengembangan dari strategi keberlanjutan MPM sebelumnya. Strategi ini disusun dengan mempertimbangkan hasil evaluasi atas implementasi periode 2021–2025 serta perkembangan konteks bisnis, regulasi, dan ekspektasi pemangku kepentingan. #Smart&Embrace 2.0 akan mulai diimplementasikan secara bertahap pada periode 2026–2030. At the end of 2025, the MPM Board of Directors approved the #Smart&Embrace Sustainability Strategy 2.0 as a refinement and advancement of MPM's previous sustainability strategy. The strategy was developed by taking into account the evaluation results of the 2021–2025 implementation period, as well as evolving business contexts, regulatory developments, and stakeholder expectations. #Smart&Embrace 2.0 will be implemented progressively over the 2026–2030 period. MPM dalam Daftar ESG Score Sustainalytics: Pengakuan Eksternal Terhadap Kinerja ESG MPM in Sustainalytics ESG Score: External Recognition of ESG Performance MPM memperoleh Sustainalytics ESG Risk Rating sebesar 8,67, yang menempatkan MPM dalam kategori Negligible Risk, serta di posisi kedua dari 85 perusahaan yang dinilai oleh Sustainalytics. Hasil penilaian ini menunjukkan bahwa eksposur risiko ESG MPM sangat rendah dan dikelola secara efektif, sehingga potensi dampak finansial dari isu keberlanjutan dinilai minimal. Dari sudut pandang investor, pengakuan ini semakin meningkatkan visibilitas MPM dalam portofolio investasi berkelanjutan serta memperkuat kepercayaan terhadap ketahanan jangka panjang. Ke depan, hasil penilaian ESG ini menjadi tolok ukur strategis bagi MPM untuk terus meningkatkan kinerja ESG, menyempurnakan Sustainability Roadmap, dan memperkuat posisi MPM sebagai penyedia solusi mobilitas yang bertanggung jawab di tengah transisi menuju ekonomi rendah karbon. MPM obtained a Sustainalytics ESG Risk Rating of 8.67, placing MPM in the Negligible Risk category and ranking second among 85 companies assessed by Sustainalytics. This rating indicates that MPM's ESG risk exposure is very low and effectively managed, resulting in minimal potential financial impacts from sustainability-related issues. From an investor perspective, this recognition enhances MPM's visibility within sustainable investment portfolios and strengthens confidence in its long-term resilience. Going forward, the ESG rating will serve as a strategic benchmark for MPM to further improve ESG performance, refine its Sustainability Roadmap, and reinforce its position as a responsible mobility solutions provider amid the transition toward a low-carbon economy. 2025 Laporan Keberlanjutan ● Sustainability Report 45
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MPM DAN Strategi Keberlanjutan Penentuan Topik Material Pelibatan Pemangku Kepentingan
KEBERLANJUTAN Sustainability Strategy Determination of Material Topic Stakeholder Engagement
MPM and Sustainability
Membangun Budaya Keberlanjutan [OJK F.1.] Building a Sustainability Culture [OJK F.1.]
MPM memandang bahwa keberhasilan penerapan strategi MPM recognizes that the successful implementation of its
keberlanjutan tidak hanya ditentukan oleh kebijakan dan sustainability strategy is determined not only by policies
target, tetapi juga oleh budaya organisasi yang mendukung and targets, but also by an organizational culture that
terciptanya nilai-nilai keberlanjutan. Upaya pembentukan fosters sustainability values. Efforts to build a sustainability
budaya keberlanjutan dilakukan melalui berbagai inisiatif, culture are carried out through various initiatives, including
termasuk sosialisasi Strategi Keberlanjutan kepada the socialization of the Sustainability Strategy to employees
karyawan dan manajemen di seluruh entitas, guna and management across all entities, ensuring a shared
memastikan pemahaman yang selaras terhadap arah, understanding of direction, priorities, and respective roles
prioritas, dan peran masing-masing dalam mendukung in supporting sustainability objectives.
pencapaian keberlanjutan.
Strategi Keberlanjutan dikomunikasikan secara proaktif The Sustainability Strategy is communicated proactively
melalui berbagai saluran, termasuk sosialisasi oleh Tim through multiple channels, including briefings by the
Keberlanjutan, forum internal seperti town hall dan meeting Sustainability Team, internal forums such as town halls and
rutin manajemen, serta pertemuan kuartalan dengan regular management meetings, as well as quarterly meetings
Komite Good Corporate Governance (GCG). Pemahaman with the Good Corporate Governance (GCG) Committee.
karyawan juga diperkuat melalui program onboarding Employee understanding is further strengthened through
karyawan baru dan integrasi aspek keberlanjutan ke dalam new employee onboarding programs and the integration of
Key Performance Indicator (KPI). sustainability aspects into Key Performance Indicators (KPIs).
Selain itu, MPM mendorong penerapan nilai keberlanjutan In addition, MPM encourages the application of sustainability
dalam keseharian karyawan melalui berbagai values in employees’ daily activities through various
inisiatif pendukung, seperti Green Office Movement, supporting initiatives, such as the Green Office Movement,
EnvironmenTalk, Employee Volunteering, serta Health Talk EnvironmenTalk, Employee Volunteering, and Health Talk, as
sebagai bagian dari upaya membangun lingkungan kerja part of efforts to build a healthy and sustainable workplace.
yang sehat dan berkelanjutan.
Peluang dan Tantangan Opportunities and Challenges
dalam Penerapan Keberlanjutan [OJK E.5] in Sustainability Implementation [OJK E.5]
Dalam pelaksanaan Strategi Keberlanjutan #Smart&Embrace In implementing the #Smart&Embrace Sustainability
hingga tahun 2025, MPM menghadapi sejumlah tantangan, Strategy throughout 2025, MPM has encountered several
antara lain kompleksitas operasional di seluruh entitas grup, challenges, including operational complexity across group
pengelolaan konsumsi energi dan emisi gas rumah kaca entities, the management of energy consumption and
seiring pertumbuhan aktivitas usaha, serta kebutuhan akan greenhouse gas emissions amid business growth, and
data keberlanjutan yang andal dan terintegrasi. Selain itu, the need for reliable and integrated sustainability data.
perubahan regulasi dan standar pelaporan yang dinamis In addition, evolving regulations and reporting standards
menuntut kesiapan sistem dan sumber daya, sekaligus require system readiness and adequate resources, as well
penguatan kesadaran serta keterlibatan karyawan dalam as strengthened employee awareness and engagement in
penerapan prinsip keberlanjutan. the application of sustainability principles.
Di sisi lain, MPM melihat peluang untuk semakin At the same time, MPM recognizes opportunities to
mengintegrasikan keberlanjutan ke dalam strategi further integrate sustainability into its business strategy
bisnis melalui penguatan praktik Environmental, Social, by strengthening Environmental, Social, and Governance
dan Governance (ESG), serta pemanfaatan teknologi (ESG) practices and leveraging technology to enhance
untuk mendukung efisiensi operasional. Meningkatnya operational efficiency. Increasing stakeholder expectations
ekspektasi pemangku kepentingan terhadap praktik for responsible business practices also create opportunities
bisnis yang bertanggung jawab juga membuka peluang to develop products and services that deliver added value
pengembangan produk dan layanan yang memberikan to society and the environment.
nilai tambah bagi masyarakat dan lingkungan.
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PENENTUAN TOPIK MATERIAL DETERMINATION OF MATERIAL TOPIC
Di tahun 2025, MPM memutuskan untuk kembali melakukan In 2025, MPM decided to conduct a renewed materiality
analisis materialitas untuk menjadi dasar dalam penyusunan analysis to serve as the foundation for the Company’s
Strategi Keberlanjutan lima tahun ke depan. Analisis sustainability strategy for the next five years. The analysis
materialitas dilakukan dengan pendekatan double materiality adopted a double materiality approach, enabling MPM to
agar MPM dapat secara efektif mengelola dampak bisnis effectively manage the impacts of its business activities on
terhadap aspek ekonomi, lingkungan, dan sosial, sekaligus economic, environmental, and social aspects, while also
mengidentifikasi risiko dan peluang yang berpotensi identifying risks and opportunities that may affect business
memengaruhi keberlangsungan usaha. MPM berkolaborasi continuity. MPM collaborated with an experienced
dengan konsultan berpengalaman untuk melakukan analisis consultant to carry out the double materiality assessment
double materiality melalui tahapan berikut. through the following stages.
Proses Materialitas LST [GRI 3-1]
ESG Materiality Assessment Process
Identifikasi topik LST Pelibatan Penilaian outward dan Penetapan
yang relevan pemangku kepentingan inward impact topik material
Identification of relevant Stakeholder engagement Assessment of outward and Determination of
ESG topics inward impacts material topics
Identifikasi topik Lingkungan, Sosial, Identification of Relevant Environmental, Social,
dan Tata Kelola (LST) yang relevan and Governance (ESG) Topics
Pada tahapan ini, konsultan Grup MPM melakukan desk At this stage, the consultant conducted desk research
research untuk menentukan daftar panjang topik LST yang to develop a long list of ESG topics relevant to MPM's
relevan dengan bisnis MPM. business.
Pelibatan pemangku kepentingan Stakeholder Engagement
Proses ini melibatkan pemangku kepentingan internal dan This process involved both internal and external
eksternal melalui diskusi kelompok terpumpun, wawancara stakeholders through focus group discussions, in-depth
mendalam, serta survei daring untuk menilai relevansi dan interviews, and online surveys to assess the relevance and
tingkat kepentingan topik LST, termasuk potensi risiko dan significance of ESG topics, including their potential risks
dampaknya terhadap kelangsungan bisnis Grup MPM. and impacts on the continuity of MPM Group’s business.
Penilaian outward dan inward impact Assessment of Outward and Inward Impacts
Identifikasi topik LST yang berdampak signifikan serta ESG topics with significant impacts, as well as those
menimbulkan risiko atau peluang bagi kelangsungan presenting risks or opportunities to business continuity
usaha dan strategi jangka panjang Grup MPM. Penilaian and the Group’s long-term strategy, were identified. The
dilakukan menggunakan metode scoring dengan assessment applied a scoring methodology that considered
mempertimbangkan aspek severity, scope, likelihood, severity, scope, likelihood, and irremediable character, while
dan irremediable character, serta mempertimbangkan also taking into account regulatory developments and
perkembangan regulasi dan masukan kualitatif dari qualitative input from internal stakeholders. Topics scoring
pemangku kepentingan internal. Topik dengan skor di atas above the defined threshold were mapped as priority topics.
ambang batas dipetakan sebagai topik prioritas.
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MPM DAN Strategi Keberlanjutan Penentuan Topik Material Pelibatan Pemangku Kepentingan
KEBERLANJUTAN Sustainability Strategy Determination of Material Topic Stakeholder Engagement
MPM and Sustainability
Penetapan topik material Determination of Material Topics
Topik material ditetapkan dengan memetakan hasil penilaian Material topics were established by mapping the results
outward dan inward impact ke dalam matriks materialitas. of the outward and inward impact assessments into a
materiality matrix.
Melalui tahapan di atas, MPM menetapkan delapan topik Through this process, MPM identified eight new material
material baru di tahun 2025, yang menggantikan topik topics in 2025, replacing those established in the previous
material yang telah ditetapkan pada periode sebelumnya. period. Material topics are defined as those positioned
Topik material adalah topik-topik yang berada di atas dan above and to the right of the materiality threshold line in
di sebelah kanan garis materialitas pada matriks berikut. the matrix presented below.
Matriks Materialitas
Materiality Matrix
50
Signifikansi Risiko dan Peluang l Significance of Risks and Opportunities
45 S.1
E.2
40 H.1 E.6
H.4
35 S.5
E.5
30 E.3
S.4 S.3 H.2
25
G.1
20
G.2
B.2
C.1
15
G.3 C.3
B.1 S.7
10 E.9
S.8 C.2
S.9
5
0
0 5 10 15 20 25 30 35 40 45 50
Signifikansi Dampak l Significance of Impact
Keterangan | Note:
Kode Topik Nama Topik
Code of Topic Name of Topic
S.1 Privasi Pelanggan dan Keamanan Data l Customer Privacy and Data Security
E.2 Emisi dan Emisi yang Dibiayai l Emissions and Financed Emissions
E.6 Dampak Lingkungan dari Operasional dan Keluhan Lingkungan
Environmental Impact of Operation and Environmental Complaints
S.5 Masyarakat dan Kerelawanan l Community and Volunteering
H.1 Karyawan dan Kesetaraan Kesempatan l Employee and Equal Opportunity
E.3 Efisiensi Bahan Bakar dan Pemanfaatan Armada l Energy and Fleet Fuel Economy & Utilization
E.5 Paparan Risiko Fisik l Physical Risk Exposure
H.4 Pelatihan dan Pendidikan l Training and Education
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Daftar Topik Material dan Penjelasannya [GRI 3-2]
List of Material Topics and Their Description
Metrik Pelaporan Uraian di Dalam
Topik Material Alasan Materialitas dalam Standar GRI Laporan Ini
No.
Material Topic Basis for Materiality Reporting Metrics Disclosure in This
in GRI Standards Report
1 Masyarakat dan Grup MPM beroperasi di berbagai wilayah dan memiliki 413-1 Halaman
Kerelawanan dampak langsung terhadap masyarakat sekitar. Keterlibatan Page
Community and aktif dalam komunitas memperkuat hubungan dengan 136 - 169
Volunteering masyarakat, meningkatkan reputasi sosial perusahaan,
serta mencerminkan komitmen terhadap pembangunan
inklusif. Selain itu, kegiatan employee volunteering turut
meningkatkan keterikatan karyawan dan peran aktif mereka
dalam menciptakan dampak positif bagi masyarakat.
MPM Group operates across various regions and has a direct
impact on surrounding communities. Active community
engagement strengthens relationships with society, enhances
the Company’s social reputation, and reflects its commitment
to inclusive development. Employee volunteering also fosters
stronger employee engagement and their contribution to
positive community impact.
2 Privasi Pelanggan Sebagai perusahaan yang menangani transaksi konsumen 418-1 Halaman
dan Keamanan Data dan layanan pembiayaan, MPMulia, MPMInsurance, Page
Customer Privacy MPMRent, dan JMFI mengelola data pribadi dan keuangan 80 - 83
and Data Security pelanggan dalam jumlah besar. Pelanggaran privasi atau
keamanan data berpotensi menurunkan kepercayaan
pelanggan, menimbulkan risiko hukum, dan merusak
reputasi perusahaan, sehingga perlindungan data menjadi
bagian penting dari kepatuhan terhadap Undang-Undang
Pelindungan Data Pribadi di Indonesia.
As companies engaged in consumer transactions and
financing services, MPMulia, MPMInsurance, MPMRent, and
JMFI manage large volumes of customers’ personal and
financial data. Any breach of privacy or data security may
undermine customer trust, create legal risks, and damage the
Company’s reputation, making data protection an integral part
of compliance with Indonesia’s Personal Data Protection Law.
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MPM DAN Strategi Keberlanjutan Penentuan Topik Material Pelibatan Pemangku Kepentingan
KEBERLANJUTAN Sustainability Strategy Determination of Material Topic Stakeholder Engagement
MPM and Sustainability
Metrik Pelaporan Uraian di Dalam
Topik Material Alasan Materialitas dalam Standar GRI Laporan Ini
No.
Material Topic Basis for Materiality Reporting Metrics Disclosure in This
in GRI Standards Report
3 Emisi dan Emisi Aktivitas bisnis Grup MPM menghasilkan emisi gas 305-1 Halaman
yang Dibiayai rumah kaca (GRK) dari penggunaan energi, yang semakin 305-2 Page
Emissions and menjadi perhatian seiring meningkatnya regulasi dan 305-4 64 - 67
Financed Emissions ekspektasi pasar terhadap transisi rendah karbon. Selain
itu, sebagai institusi keuangan, MPMInsurance dan JMFI
juga bertanggung jawab atas financed emissions, yaitu
emisi tidak langsung dari kendaraan atau aset yang
dibiayai. Pengelolaan financed emissions menjadi penting
untuk mengurangi risiko iklim dalam portofolio, menjaga
keberlanjutan bisnis, dan mendukung prinsip pembiayaan
yang bertanggung jawab.
MPM Group’s business activities generate greenhouse
gas (GHG) emissions from energy consumption, which are
increasingly scrutinized amid rising regulations and market
expectations for a low-carbon transition. In addition, as
financial institutions, MPMInsurance and JMFI are also
responsible for financed emissions—indirect emissions
arising from vehicles or assets they finance. Managing
financed emissions is essential to mitigating climate-
related portfolio risks, ensuring business sustainability, and
supporting the principles of responsible financing.
4 Karyawan dan Karyawan merupakan aset penting bagi Grup MPM, terutama 401-1 Halaman
Kesetaraan di bidang layanan pelanggan dan operasional. Mendorong 401-2 Page
Kesempatan keberagaman dan kesetaraan kesempatan kerja mendukung 401-3 106 - 119
Employee and Equal terciptanya lingkungan kerja yang adil, inovatif, dan 405-1
Opportunity meningkatkan daya tarik perusahaan sebagai tempat bekerja. 405-2
406-1
Employees are a vital asset for MPM Group, particularly
in customer service and operational functions. Promoting
diversity and equal employment opportunities supports the
creation of a fair and innovative work environment, while
also enhancing the company’s attractiveness as a workplace.
5 Efisiensi Bahan Efisiensi energi dan bahan bakar berpengaruh langsung 302-1 Halaman
Bakar dan terhadap biaya operasional dan emisi aktivitas distribusi 302-3 Page
Pemanfaatan kendaraan bermotor serta sewa kendaraan. Optimalisasi 60 - 63
Armada konsumsi energi, khususnya oleh MPMulia dan MPMRent,
Energy and Fleet dapat membantu perusahaan untuk menekan biaya operasional
Fuel Economy and dan mencapai target pengurangan konsumsi energi.
Utilization
Energy and fuel efficiency have a direct impact on
operational costs and emissions arising from motor
vehicle distribution and rental activities. Optimizing energy
consumption, particularly by MPMulia and MPMRent, can
help the company reduce operational costs and achieve its
energy reduction targets.
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Metrik Pelaporan Uraian di Dalam
Topik Material Alasan Materialitas dalam Standar GRI Laporan Ini
No.
Material Topic Basis for Materiality Reporting Metrics Disclosure in This
in GRI Standards Report
6 Dampak Aktivitas operasional, seperti layanan servis kendaraan dan 303-3 Halaman
Lingkungan dari logistik, memiliki dampak lingkungan seperti limbah, emisi, 303-5 Page
Operasional dan dan penggunaan sumber daya. Pengelolaan dampak serta 306-3 68 - 76
Keluhan Lingkungan respons yang cepat terhadap keluhan lingkungan dapat 306-4
Environmental Impact menjaga kepatuhan dan reputasi perusahaan.
of Operation and
Environmental Operational activities, such as vehicle servicing and
Complaints logistics, have environmental impacts including waste,
emissions, and resource use. Effective management of these
impacts, along with prompt responses to environmental
complaints, helps maintain regulatory compliance and
protect the company’s reputation.
7 Paparan Risiko Fisik Bisnis Grup MPM menghadapi risiko fisik akibat perubahan - Halaman
Physical Risk iklim seperti banjir, cuaca ekstrem, dan gangguan rantai Page
Exposure pasok. Risiko ini dapat menghambat distribusi kendaraan, 231 - 236
logistik, serta operasional layanan.
MPM Group’s businesses face physical risks from climate
change such as flooding, extreme weather, and supply chain
disruptions. These risks may hinder vehicle distribution,
logistics, and service operations.
8 Pelatihan dan Perkembangan teknologi yang cepat, termasuk tren 404-1 Halaman
Pendidikan elektrifikasi kendaraan dan digitalisasi layanan, menuntut 404-2 Page
Training and transformasi signifikan dalam industri otomotif dan 404-3 122 - 126
Education pembiayaan. Di saat yang sama, perubahan iklim mendorong
munculnya regulasi dan standar baru yang menuntut
kemampuan adaptasi tinggi. Untuk itu, peningkatan
kompetensi karyawan secara berkelanjutan menjadi
kunci, tidak hanya untuk menjaga daya saing, tetapi juga
memastikan keberlanjutan bisnis melalui perencanaan
suksesi yang mampu melahirkan pemimpin masa depan
yang paham akan tantangan transisi hijau.
Rapid technological developments, including the
electrification of vehicles and the digitalization of services,
demand significant transformation within the automotive
and financing industries. At the same time, climate change is
driving the emergence of new regulations and standards that
require strong adaptive capacity. In this context, continuous
enhancement of employee competencies becomes
essential—not only to maintain competitiveness but also to
ensure business sustainability through succession planning
that fosters future leaders who understand the challenges of
the green transition.
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MPM DAN Strategi Keberlanjutan Penentuan Topik Material Pelibatan Pemangku Kepentingan
KEBERLANJUTAN Sustainability Strategy Determination of Material Topic Stakeholder Engagement
MPM and Sustainability
PELIBATAN PEMANGKU STAKEHOLDER
KEPENTINGAN [OJK E.4] [GRI 2-29] ENGAGEMENT [OJK E.4] [GRI 2-29]
MPM menyadari pentingnya membangun hubungan MPM recognizes the importance of building harmonious
yang harmonis dengan pemangku kepentingan melalui relationships with stakeholders through continuous
komunikasi dan pelibatan yang berkelanjutan. Pendekatan communication and engagement. This approach enables
ini memungkinkan MPM merumuskan kebijakan dan MPM to formulate relevant policies and programs to ensure
program yang relevan agar manfaat kehadiran perusahaan that the Company’s presence delivers tangible benefits
dapat dirasakan oleh masyarakat. MPM mendefinisikan to society. MPM defines stakeholders as individuals or
pemangku kepentingan sebagai individu atau kelompok groups who influence or are influenced by the Company’s
yang memengaruhi atau dipengaruhi oleh kinerja performance. The list of MPM’s stakeholder groups is
perusahaan. Daftar kelompok pemangku kepentingan presented in the following table.
MPM disajikan pada tabel berikut.
Daftar Pemangku Kepentingan dan Metode Pelibatannya
List of Stakeholders and Methods of Engagement
Kelompok Pemangku
Isu yang Dikemukakan Metode Pelibatan Respons MPM
Kepentingan
Issues Arising Methods of Engagement MPM’s Response
Stakeholder Group
• Akses informasi terkait produk/ • Komunikasi melalui counter/ • Akses informasi melalui website,
jasa, call center/showroom. • Memberikan garansi,
• Kualitas produk/jasa, • Pemenuhan standar dan kualitas
Pelanggan • Keamanan produk dan jasa, • Communication through produk dan jasa,
Customer • After sales service, counters, call centers, and • Tersedianya layanan,
• Penanganan keluhan. showrooms. • Customer service.
• Access to information related to • Providing information access
products/ services, through the website,
• Products/services quality, • Offering product warranties,
• Products/services safety, • Ensuring product and service
• After sales service, standards and quality,
• Complaint handling. • Ensuring service availability,
• Customer service support.
• Kesejahteraan dan jaminan • Town hall, • Remunerasi dan tunjangan yang
kesehatan, • Employee Effectiveness Survey, menarik serta memenuhi ketentuan
• Keselamatan dan kesehatan • Whistleblowing system, yang berlaku,
Karyawan kerja. • MPMAX online, • Memberi asuransi kesehatan,
Employees • E-bulletin. • Melengkapi sarana dan prasarana,
• Welfare and health benefits , • Pelatihan dan pengembangan,
• Occupational health and safety. • Town halls, • Jenjang karier.
• Employee Effectiveness Survey,
• Whistleblowing system, • Competitive remuneration and
• MPMAX online platform, benefits in compliance with
• E-bulletin. regulations,
• Health insurance coverage,
• Provision of facilities and
infrastructure,
• Training and development
programs,
• Career path opportunities.
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Kelompok Pemangku
Isu yang Dikemukakan Metode Pelibatan Respons MPM
Kepentingan
Issues Arising Methods of Engagement MPM’s Response
Stakeholder Group
Dampak nyata yang positif • Program kehumasan (audiensi), • Pemberdayaan masyarakat,
• Sosialisasi program CSR, • Pemberian bantuan dan donasi,
Tangible positive impacts • Pelaksanaan kegiatan CSR. • Kegiatan CSR lainnya.
Masyarakat
Communities • Public relations programs • Community empowerment
(audiences), initiatives,
• CSR program socialization, • Donations and assistance,
• CSR activities implementation. • Other CSR programs.
• Kepatuhan dan perlindungan Kepatuhan peraturan. • Mematuhi peraturan perundang-
kepentingan minoritas, undangan yang berlaku,
• Dukungan terhadap Regulatory compliance and tetapi tidak terbatas dengan
Pemerintah pembangunan berkelanjutan. reporting. penyampaian laporan dan
Government keterbukaan informasi dengan
• Regulatory compliance and tepat waktu dan sesuai dengan
protection of minority interests, ketentuan,
• Support for sustainable • Melalui kinerja ekonomi dan
development. kegiatan CSR telah mendukung
pembangunan berkelanjutan.
• Compliance with applicable laws
and regulations, including timely
reporting and disclosure,
• Supporting sustainable
development through economic
performance and CSR activities.
• Penerapan tata kelola yang baik, RUPS, Public Expose, dan IR one • Melalui pengelolaan perusahaan
• Keterbukaan informasi, on one meeting. yang baik dapat meningkatkan
• Keuntungan investasi. kinerja keuangan,
Pemegang Saham/ GMS, Public Expose, One-on-one • Secara berkala menyampaikan
Investor • Good corporate governance, Investor Relations meetings. laporan kepada pemangku
Shareholders / • Transparency of information, kepentingan, seperti Laporan
Investors • Investment returns. Tahunan dan Laporan
Keberlanjutan.
• Strengthening financial
performance through good
corporate governance,
• Periodic reporting to stakeholders,
including Annual and Sustainability
Reports.
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MPM DAN Strategi Keberlanjutan Penentuan Topik Material Pelibatan Pemangku Kepentingan
KEBERLANJUTAN Sustainability Strategy Determination of Material Topic Stakeholder Engagement
MPM and Sustainability
Kelompok Pemangku
Isu yang Dikemukakan Metode Pelibatan Respons MPM
Kepentingan
Issues Arising Methods of Engagement MPM’s Response
Stakeholder Group
• Kemudahan dalam bermitra, Proses tender, evaluasi atau • Kemudahan dan transparansi
• Perlakuan yang setara terhadap review bersama. dalam bermitra,
semua mitra, • Perlakuan inklusif (setara) bagi
Pemasok Utama • Kepatuhan terhadap ketentuan Tender processes, joint semua mitra,
(Principal) dan dan persyaratan MPM. evaluations/reviews. • Memberi keterbukaan informasi.
Pemasok Lainnya
Principals and Other • Ease of partnership, • Ease and transparency in
Suppliers • Equal treatment among partners, partnerships,
• Compliance with MPM • Inclusive and equal treatment of
requirements. partners,
• Information transparency.
Keterbukaan informasi Website, media sosial, media visit Bekerja sama melalui saluran media
dan corporate visit. yang tersedia, baik karena ketentuan
Media Transparency of information regulasi maupun kepentingan
Media Website, social media, media strategi bisnis/pemasaran.
visits, corporate visits.
Collaboration through available
media channels in line with
regulatory requirements and
business/marketing strategies.
• Program-program pendidikan, Audiensi program Focus Group Kerja sama dalam kegiatan CSR.
peningkatan kesejahteraan dan Discussion.
kesehatan, Collaboration in CSR activities.
Lembaga Swadaya • Dampak sosial program Program hearings, Focus Group
Masyarakat (LSM) kemasyarakatan, Discussions.
Non-Governmental • Program-program pelestarian
Organizations (NGOs) lingkungan.
• Education programs, welfare and
health improvement,
• Social impacts of community
programs,
• Environmental conservation
programs.
54 Laporan Keberlanjutan ● Sustainability Report 2025
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2025 Laporan Keberlanjutan ● Sustainability Report 55
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Smart Mobility
to Embrace
a Better Environment
58 Pengelolaan Lingkungan
Environmental Management
60 Efisiensi Bahan Bakar dan Pemanfaatan Armada
Fuel Efficiency and Fleet Utilization
64 Emisi dan Emisi yang Dibiayai
Emissions and Financed Emissions
68 Dampak Lingkungan dari Operasional dan Keluhan Lingkungan
Environmental Impacts from Operations and Environmental Complaints
03
Page 57
Sebagai bagian dari dukungan terhadap agenda global dan kebijakan Pemerintah Indonesia dalam menghadapi perubahan iklim, MPM berkomitmen mendukung pencapaian target Net Zero Emission pada tahun 2050. As part of its support for the global agenda and the Government of Indonesia’s policies in addressing climate change, MPM is committed to supporting the achievement of the Net Zero Emissions target by 2050.
Page 58
SMART MOBILITY TO Pengelolaan Lingkungan Efisiensi Bahan Bakar dan Pemanfaatan Armada Emisi dan Emisi yang Dibiayai
EMBRACE A BETTER Environmental Management Fuel Efficiency and Fleet Utilization Emissions and Financed Emissions
ENVIRONMENT
Smart Mobility to Embrace
a Better Environment
PENGELOLAAN LINGKUNGAN ENVIRONMENTAL MANAGEMENT
Dalam menjalankan kegiatan usahanya, MPM memandang In conducting its business activities, MPM regards
pengelolaan lingkungan sebagai bagian yang tidak environmental management as an integral part of
terpisahkan dari tanggung jawab perusahaan. MPM its corporate responsibility. MPM recognizes that its
menyadari bahwa aktivitas operasional memiliki potensi operational activities have the potential to impact
dampak terhadap lingkungan, sehingga pengendalian the environment; therefore, control and management
dan pengelolaannya dilakukan secara terencana, terukur, measures are carried out in a planned, measurable, and
dan bertanggung jawab. Komitmen ini sejalan dengan responsible manner. This commitment aligns with the
pilar Smart Mobility to Embrace a Better Environment Smart Mobility to Embrace a Better Environment pillar
dalam strategi keberlanjutan MPM, yang mendorong within MPM sustainability strategy, which promotes the
integrasi prinsip ramah lingkungan ke dalam proses integration of environmentally friendly principles into daily
bisnis sehari-hari. Melalui pendekatan tersebut, MPM business processes. Through this approach, MPM not only
tidak hanya memastikan kepatuhan terhadap peraturan ensures compliance with applicable laws and regulations
perundang-undangan yang berlaku, tetapi juga berupaya but also strives to develop increasingly efficient and
membangun praktik operasional yang semakin efisien environmentally responsible operational practices.
dan berwawasan lingkungan.
Sebagai bagian dari dukungan terhadap agenda global As part of its support for the global agenda and the
dan kebijakan Pemerintah Indonesia dalam menghadapi Government of Indonesia’s policies in addressing
perubahan iklim, MPM berkomitmen mendukung climate change, MPM is committed to supporting the
pencapaian target Net Zero Emission pada tahun 2050. achievement of the Net Zero Emissions target by 2050.
Komitmen ini diwujudkan melalui penerapan praktik bisnis This commitment is implemented through the adoption of
berkelanjutan, pengelolaan emisi gas rumah kaca secara sustainable business practices, the gradual management of
bertahap, serta peningkatan efisiensi energi di seluruh greenhouse gas emissions, and the enhancement of energy
kegiatan operasional. Upaya tersebut dilakukan secara efficiency across all operational activities. These efforts are
konsisten dan berkelanjutan sebagai kontribusi nyata carried out consistently and continuously as MPM tangible
MPM dalam menciptakan lingkungan yang lebih baik bagi contribution to creating a better environment for future
generasi mendatang. [IDX E-06] generations. [IDX E-06]
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Dampak Lingkungan dari Operasional dan Keluhan Lingkungan
Environmental Impacts from Operations and Environmental Complaints
Dampak Lingkungan Penting yang Disebabkan Aktivitas Bisnis/Produk/Jasa Grup MPM
Significant Environmental Impacts Resulting from MPM Group’s Business Activities/Products/Services
Polusi yang disebabkan oleh penjualan produk, Dampak tidak langsung terhadap perubahan iklim dari
termasuk yang dihasilkan dari penggunaan perubahan penggunaan lahan akibat pengembangan
kendaraan operasional MPM perkantoran dan gudang baru
Pollution arising from product sales, including Indirect impacts on climate change due to land-use
emissions generated from the use of MPM changes associated with the development
operational vehicles. of new offices and warehouses.
Emisi gas rumah kaca dari
operasional perusahaan seperti Pencemaran lingkungan melalui
penggunaan AC di perkantoran limbah operasional MPM
Greenhouse gas emissions from company operations, Environmental pollution resulting from
such as electricity consumption and the use of air MPM operational waste.
conditioning in office facilities.
MPM menyadari bahwa dampak lingkungan dapat timbul MPM recognizes that environmental impacts may arise
baik dari aktivitas operasional maupun secara tidak not only from its operational activities but also indirectly
langsung melalui hubungan bisnis dalam rantai pasok. through business relationships within its supply chain. To
Untuk meminimalkan risiko tersebut, MPM menerapkan minimize these risks, MPM implements periodic supplier
proses seleksi dan pemantauan pemasok secara berkala selection and monitoring processes, taking into account
dengan mempertimbangkan kepatuhan dan komitmen partners’ compliance with and commitment to sustainability
mitra terhadap praktik keberlanjutan dan pengelolaan practices and environmental management. Nevertheless,
lingkungan. Meskipun demikian, MPM tetap menyadari the Company remains aware of potential risks from
adanya potensi risiko dari mitra usaha, sehingga evaluasi business partners; therefore, routine vendor evaluations
rutin terhadap vendor terus dilakukan sebagai bagian dari are continuously conducted as part of its efforts to mitigate
upaya mitigasi dampak lingkungan. environmental impacts.
Salah satu aspek lingkungan yang menjadi perhatian MPM One environmental aspect of particular concern to MPM is
adalah emisi dan kualitas udara yang berkaitan dengan emissions and air quality associated with business activities
kegiatan usaha di sektor otomotif. Melalui Entitas Anak, in the automotive sector. Through its Subsidiaries, MPM
MPM menjalankan berbagai inisiatif, antara lain program carries out various initiatives, including the One Sales One
One Sales One Seed berupa pemberian bibit tanaman kepada Seed program, which provides plant seedlings to every
setiap pelanggan yang melakukan pembelian sepeda walk-in customer purchasing a motorcycle, the provision of
motor secara walk-in, penyelenggaraan uji emisi gratis bagi free emission tests for customers, and the development of
pelanggan, serta pengembangan produk ramah lingkungan environmentally friendly products such as electric vehicles.
seperti kendaraan listrik. Upaya ini merupakan bagian These efforts form part of MPM’s contribution to supporting
dari kontribusi MPM dalam mendukung pengurangan emission reductions and increasing public awareness of the
emisi serta peningkatan kesadaran masyarakat terhadap importance of improved air quality.
pentingnya kualitas udara yang lebih baik.
Di lingkungan internal, MPM mengimplementasikan program Within its internal operations, MPM implements the Green
Green Office Movement untuk mendorong efisiensi energi Office Movement program to promote energy efficiency
dan pengurangan emisi gas rumah kaca dalam kegiatan and reduce greenhouse gas emissions in daily operational
operasional sehari-hari. Program ini didukung dengan activities. This program is supported by responsible
pengelolaan air, efluen, dan limbah secara bertanggung management of water, effluents, and waste to minimize
jawab guna meminimalkan dampak terhadap lingkungan impacts on the surrounding environment. Throughout
sekitar. Sepanjang periode pelaporan, Grup MPM tidak the reporting period, the MPM Group did not receive any
menerima pengaduan terkait dampak lingkungan hidup complaints related to environmental impacts resulting from
yang ditimbulkan oleh kegiatan operasional. [OJK F.16] its operational activities. [OJK F.16]
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SMART MOBILITY TO Pengelolaan Lingkungan Efisiensi Bahan Bakar dan Pemanfaatan Armada Emisi dan Emisi yang Dibiayai
EMBRACE A BETTER Environmental Management Fuel Efficiency and Fleet Utilization Emissions and Financed Emissions
ENVIRONMENT
Realisasi Biaya Lingkungan (juta Rupiah) [OJK F.4]
Environmental Expenditure Realization (million Rupiah)
2025 2024 2023
Rp
431,32 Rp
724,95 Rp
393,35
EFISIENSI BAHAN BAKAR DAN FUEL EFFICIENCY AND
PEMANFAATAN ARMADA FLEET UTILIZATION
Relevansi Topik terhadap Bisnis Relevance of the Topic to the Business
Energi merupakan salah satu penopang utama Energy is one of the primary pillars supporting the
keberlangsungan operasional MPM, termasuk dalam continuity of MPM’s operations, including the activities
aktivitas Entitas Anak dan Entitas Asosiasi. Ketersediaan dan of its Subsidiaries and Associates. The availability and
pengelolaan energi berperan langsung dalam mendukung management of energy play a direct role in supporting
pengoperasian armada, distribusi logistik, serta fungsi fleet operations, logistics distribution, and the functions
fasilitas pendukung bisnis. Dengan karakteristik usaha yang of business support facilities. Given the Company’s
memiliki ketergantungan pada mobilitas dan transportasi, business characteristics, which rely heavily on mobility and
dinamika harga dan pasokan energi menjadi faktor yang transportation, fluctuations in energy prices and supply are
turut memengaruhi efisiensi operasional serta struktur factors that influence operational efficiency and the overall
biaya MPM secara keseluruhan. cost structure of MPM.
Dalam konteks tersebut, MPM, Entitas Anak, dan Entitas In this context, MPM, its Subsidiaries, and Associates face
Asosiasi menghadapi risiko peningkatan biaya operasional the risk of increased operational costs due to energy price
akibat fluktuasi harga energi dan perubahan tren pasar volatility and shifting market trends away from fossil fuel–
terhadap kendaraan berbasis bahan bakar fosil. Dampak based vehicles. These impacts may affect asset utilization
tersebut dapat memengaruhi tingkat pemanfaatan aset, levels, particularly in fleet-based business units, and have
khususnya pada unit usaha berbasis armada, serta berimplikasi implications for financial performance. Nevertheless, these
pada kinerja keuangan. Namun demikian, tantangan ini challenges also present opportunities for improvement.
sekaligus membuka ruang perbaikan. Melalui pengendalian Through fuel consumption control, optimization of fleet
konsumsi bahan bakar, optimalisasi pemanfaatan armada, utilization, and the adoption of more energy-efficient
hingga penggunaan kendaraan yang lebih hemat energi, vehicles, MPM sees opportunities to enhance efficiency,
MPM melihat peluang untuk meningkatkan efisiensi, strengthen competitiveness, and build a reputation as an
memperkuat daya saing, serta membangun reputasi sebagai entity that is adaptive to the energy transition.
entitas yang adaptif terhadap transisi energi.
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Dampak Lingkungan dari Operasional dan Keluhan Lingkungan Environmental Impacts from Operations and Environmental Complaints Pengelolaan Efisiensi Bahan Bakar Fuel Efficiency and Fleet Utilization dan Pemanfaatan Armada [GRI 3-3] Management [GRI 3-3] Dalam menjalankan aktivitas operasionalnya, MPM In carrying out its operational activities, MPM relies mengandalkan energi sebagai penggerak utama mobilitas on energy as the primary driver of business mobility, bisnis, khususnya melalui pemanfaatan armada. Intensitas particularly through the use of fleets. The intensity of penggunaan armada dalam mendukung distribusi, fleet utilization in supporting distribution, services, and layanan, dan kegiatan operasional lainnya menjadikan other operational activities makes fuel efficiency a critical efisiensi bahan bakar sebagai aspek yang dikelola aspect that is managed with great care. Controlling energy secara serius. Pengendalian konsumsi energi tidak hanya consumption is not only related to cost effectiveness but berkaitan dengan efektivitas biaya, tetapi juga dengan also to efforts to minimize the environmental impacts upaya meminimalkan dampak lingkungan yang timbul dari arising from operational activities. aktivitas operasional. Sejalan dengan Sustainability Roadmap MPM, pengelolaan In line with MPM Sustainability Roadmap, fuel efficiency efisiensi bahan bakar dilakukan melalui pengaturan management is implemented through more structured pemanfaatan armada secara lebih terencana, pemantauan fleet utilization planning, periodic monitoring of energy penggunaan energi secara berkala, serta evaluasi pola use, and evaluation of operational patterns to reduce operasional untuk mengurangi konsumsi yang tidak inefficient consumption. This approach is designed to optimal. Pendekatan ini dirancang untuk menjaga maintain a balance between productivity and efficiency keseimbangan antara produktivitas dan efisiensi, sekaligus while supporting responsible and long-term–oriented mendukung pengelolaan energi yang bertanggung jawab energy management. Through these measures, MPM dan berorientasi jangka panjang. Melalui langkah-langkah strives to ensure that every mobility activity delivers tersebut, MPM berupaya memastikan bahwa setiap optimal value with more controlled use of resources. aktivitas mobilitas memberikan nilai tambah yang optimal dengan penggunaan sumber daya yang lebih terkendali. Kinerja dan Evaluasi Performance and Evaluation Sebagai bagian dari implementasi Sustainability Roadmap, As part of the implementation of its Sustainability Roadmap MPM secara bertahap memperkuat pengendalian MPM is progressively strengthening energy consumption konsumsi energi untuk mendukung efisiensi bahan bakar controls to support fuel efficiency and optimize fleet dan optimalisasi pemanfaatan armada. Sepanjang tahun utilization. Throughout 2025, through the Green Office 2025, melalui program Green Office Movement di Kantor Movement program at the Head Office and Subsidiaries, Pusat dan Entitas Anak, MPM menjalankan berbagai MPM implemented various energy efficiency initiatives inisiatif efisiensi energi yang berkontribusi pada penurunan that contributed to a reduction in operational electricity konsumsi listrik operasional. consumption. Langkah yang dilakukan antara lain penertiban penggunaan Measures undertaken included regulating air conditioning AC di beberapa lokasi operasional, yaitu Simpang Dukuh, usage at several operational locations, Simpang Dukuh, Sedati, Gudang Gedangan, dan Kantor Malang, melalui Sedati, Gudang Gedangan, and the Malang Office through pengaturan waktu operasional yang lebih disiplin serta more disciplined operating schedules and restrictions on pembatasan penggunaan di luar jam kerja. MPM juga use outside working hours. MPM also upgraded equipment melakukan penyesuaian peralatan dengan mengganti 1 by replacing one 5 PK centralized air conditioning unit with unit Air Conditioner (AC) terpusat 5 PK menjadi 2 unit AC two more efficient 2 PK units, as well as substituting older masing-masing 2 PK yang lebih efisien, serta mengganti units with low-watt inverter air conditioners to improve unit lama dengan AC inverter low watt guna meningkatkan electricity consumption efficiency. [OJK F.7] efisiensi konsumsi listrik. [OJK F.7] 2025 Laporan Keberlanjutan ● Sustainability Report 61
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SMART MOBILITY TO Pengelolaan Lingkungan Efisiensi Bahan Bakar dan Pemanfaatan Armada Emisi dan Emisi yang Dibiayai
EMBRACE A BETTER Environmental Management Fuel Efficiency and Fleet Utilization Emissions and Financed Emissions
ENVIRONMENT
Capaian Efisiensi Energi [GRI 302-4]
Energy Efficiency Achievement
24.338 kWh 87,62 GJ
Simpang Dukuh:
Konsumsi Energi Listrik menurun atau dibanding tahun 2024.
Electricity consumption decreased by 24,338 kWh or 87.62 GJ compared to 2024.
Upaya efisiensi turut diperkuat melalui pemasangan sensor Efficiency efforts were further strengthened through
lampu otomatis di area kantor dan jalur pejalan kaki, serta the installation of automatic lighting sensors in office
penambahan 7 unit lampu Penerangan Jalan Umum (PJU) areas and pedestrian pathways, as well as the addition
berbasis tenaga surya di Gudang Probolinggo. Dengan of seven solar-powered street lighting units (PJU) at the
penambahan tersebut, hingga akhir 2025 MPMulia telah Probolinggo Warehouse. With these additions, by the end
mengoperasikan total 19 unit PJU tenaga surya di area of 2025 MPMulia operated a total of 19 solar-powered
operasionalnya. [OJK F.7] street lighting units across its operational areas. [OJK F.7]
Efektivitas kebijakan dan program tersebut dievaluasi secara The effectiveness of these policies and programs is
berkala melalui mekanisme pemantauan yang terintegrasi evaluated periodically through monitoring mechanisms
dengan target lingkungan dalam Sustainability Roadmap. integrated with environmental targets in the Sustainability
Hasil evaluasi 2025 menunjukkan perlunya penguatan Roadmap. The 2025 evaluation results indicate the need
pengawasan penggunaan energi di lokasi operasional to strengthen oversight of energy use in high-activity
dengan intensitas aktivitas tinggi serta peningkatan operational locations and to enhance employee awareness
kesadaran karyawan terhadap praktik efisiensi energi. Ke of energy efficiency practices. Going forward, MPM will
depan, MPM akan melanjutkan optimalisasi penggunaan continue optimizing the use of energy-efficient equipment,
peralatan hemat energi, memperluas pemanfaatan selectively expanding the utilization of renewable energy,
energi terbarukan secara selektif, serta menyelaraskan and aligning energy consumption management with fuel
pengelolaan konsumsi energi dengan strategi efisiensi efficiency strategies and more measurable fleet utilization
bahan bakar dan optimalisasi pemanfaatan armada secara optimization.
lebih terukur.
Konsumsi dan Intensitas Energi dalam MPM [OJK F.6] [GRI 302-1, 302-3] [IDX E-03]
Energy Consumption and Intensity within MPM
Deskripsi l Description Satuan l Unit 2025 2024 2023
Energi Tidak Terbarukan ▪ Non-Renewable Energy
Bahan Bakar Minyak (BBM) ▪ Fuel (Petroleum-Based Fuels)
MPM Head Office Liter n/a n/a n/a
Satellite Office (Alam Sutera) Liter n/a n/a n/a
MPMulia Liter 37.315 42.966* 54.920*
MPMRent Liter 11.063 13.963 11.758
MPMInsurance Liter 44.455 79.535 81.350
Jumlah Konsumsi BBM ▪ Total Fuel Consumption Liter 92.833 136.464 148.028
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Dampak Lingkungan dari Operasional dan Keluhan Lingkungan
Environmental Impacts from Operations and Environmental Complaints
Deskripsi l Description Satuan l Unit 2025 2024 2023
Energi Tidak Terbarukan ▪ Non-Renewable Energy
Listrik ▪ Electricity
kWh 43.705 38.894,44 50.477,78
MPM Head Office
GJ 157,34 140,02 181,72
Luas Bangunan l Building Area m 2
1.215** 1.696 1.696
kWh 47,6 n/a n/a
Satellite Office (Alam Sutera)
GJ 0,17 n/a n/a
Luas Bangunan l Building Area m2 11.304** n/a n/a
kWh 2.525.575 2.584.655,56 2.546.230,56
MPMulia
GJ 9.092,07 9.304,76 9.166,43
Luas Bangunan l Building Area m 2
119.926 119.926* 119.926*
kWh 882.933,33 940.555,56 944.977,78
MPMRent
GJ 3.178,56 3.386,00 3.401,92
Luas Bangunan l Building Area m2 12.743,25 12.743,25 12.743,25
kWh 125.258,33 177.547,22 140.036,11
MPMInsurance
GJ 450,93 639,17 504,13
Luas Bangunan l Building Area m2 1.696** 1.451 1.451
Jumlah Konsumsi Listrik kWh 3.577.519,26 3.741.652,78 3.681.722,22
Total Electricity Consumption GJ 12.879,07 13.469,95* 13.254,20
Luas Bangunan Keseluruhan Unit Usaha
m2 146.884,25 135.816,25* 135.816,25*
Total Building Area Across All Business Units
Intensitas Energi Listrik
GJ/m2 0,088 0,099* 0,097*
Electricity Energy Intensity
Catatan ⅼ Note:
Satellite Office (Alam Sutera) baru beroperasi sejak Oktober tahun 2025, sehingga data tahun 2024 dan 2023 tidak tersedia.
*Data telah dinyatakan ulang karena terdapat koreksi data dari laporan keberlanjutan tahun 2024.
**Luas bangunan berubah dikarenakan perpindahan lokasi gedung Head Office (1.215 m2), Satellite Office Alam Sutera (11.304 m2),
dan MPMInsurance (1.696 m2).
The Satellite Office (Alam Sutera) has been in operation only since October 2025; therefore, data for 2024 and 2023 are not available.
*Data have been restated due to corrections made to the 2024 Sustainability Report.
**Building area changed due to the relocation of the Head Office (1,215 m²), Satellite Office Alam Sutera (11,304 m²),
and MPMInsurance (1,696 m²).
Asumsi ⅼ Assumptions:
• Intensitas energi merupakan rata-rata untuk semua unit usaha dan hanya mencakup konsumsi energi listrik di dalam Grup MPM
Energy intensity represents the average across all business units and covers only electricity consumption within the MPM Group.-
• 1 kWh = 0,0036 GJ
Pada tahun 2025, jumlah penggunaan BBM tercatat 92.833 In 2025, total fuel consumption was recorded at 92.481
liter atau 32% menurun dibandingkan tahun sebelumnya. liters, representing a 32% decrease compared to the
Perubahan ini mencerminkan dinamika aktivitas operasional previous year. This change reflects the dynamics of
sepanjang tahun, termasuk implementasi kebijakan operational activities throughout the year, including the
efisiensi bahan bakar dan optimalisasi pemanfaatan implementation of fuel efficiency policies and the ongoing
armada yang terus dilakukan oleh Grup MPM. optimization of fleet utilization across the MPM Group.
Sementara itu, konsumsi energi listrik tercatat 12.878,90 GJ Meanwhile, electricity consumption reached 12.878,90 GJ,
atau 4,4% menurun dibandingkan tahun 2024. Penurunan reflecting a 4,4% decrease compared to 2024. The decrease
tersebut dipengaruhi oleh tingkat aktivitas operasional di was influenced by the level of operational activities in offices
kantor dan fasilitas pendukung serta penerapan berbagai and supporting facilities, as well as the implementation of
inisiatif efisiensi energi yang dijalankan selama tahun various energy efficiency initiatives carried out during the
pelaporan. Data ini juga menjadi bagian dari evaluasi reporting year. These data also form part of MPM periodic
berkala yang digunakan MPM untuk menilai efektivitas evaluation used to assess the effectiveness of energy-saving
langkah penghematan energi dan menyempurnakan measures and to further refine strategies for managing
strategi pengelolaan konsumsi energi ke depan. [GRI 302-4] energy consumption going forward. [GRI 302-4]
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SMART MOBILITY TO Pengelolaan Lingkungan Efisiensi Bahan Bakar dan Pemanfaatan Armada Emisi dan Emisi yang Dibiayai
EMBRACE A BETTER Environmental Management Fuel Efficiency and Fleet Utilization Emissions and Financed Emissions
ENVIRONMENT
EMISI DAN EMISI YANG DIBIAYAI EMISSIONS AND FINANCED EMISSIONS
Relevansi Topik terhadap Bisnis Relevance of the Topic to the Business
Emisi gas rumah kaca (GRK) menjadi topik yang semakin Greenhouse gas (GHG) emissions have become an
relevan bagi MPM, Entitas Anak, dan Entitas Asosiasi, increasingly relevant topic for MPM, its Subsidiaries, and
seiring dengan karakteristik kegiatan usaha yang mencakup Associates, in line with the nature of their business activities,
distribusi, penjualan, pembiayaan, serta penyewaan which include vehicle distribution, sales, financing, and
kendaraan. Aktivitas tersebut memiliki keterkaitan langsung leasing. These activities are directly and indirectly linked
maupun tidak langsung dengan konsumsi energi dan to energy consumption and fuel use, thereby contributing
penggunaan bahan bakar, sehingga berkontribusi terhadap to emissions across various scopes. The implementation of
emisi pada berbagai cakupan. Penerapan kebijakan emisi carbon emission policies and the transition toward a low-
karbon dan transisi menuju ekonomi rendah karbon carbon economy are driving the need for comprehensive
mendorong kebutuhan pengelolaan serta inventarisasi management and inventory of Scope-1, 2, and 3 emissions,
emisi cakupan-1, 2, dan 3, seiring meningkatnya tuntutan alongside growing stakeholder demands for transparency.
transparansi dari pemangku kepentingan.
Pengelolaan emisi operasional melalui efisiensi energi, Managing operational emissions through energy efficiency,
pengendalian konsumsi BBM, dan pemanfaatan energi fuel consumption control, and the utilization of renewable
terbarukan tidak hanya menjadi langkah mitigasi risiko, energy not only serves as a risk mitigation measure but
tetapi juga membuka peluang peningkatan efisiensi biaya also creates opportunities to improve cost efficiency and
serta penguatan reputasi keberlanjutan MPM. Di sisi lain, strengthen MPM sustainability reputation. Meanwhile,
emisi cakupan 3 termasuk yang berasal dari penggunaan Scope 3 emissions including those resulting from the use of
kendaraan yang dijual, dibiayai, atau disewakan, vehicles sold, financed, or leased are estimated to contribute
diperkirakan memiliki kontribusi yang lebih signifikan more significantly and may become a critical component of
dan berpotensi menjadi bagian penting dalam kewajiban future reporting obligations.
pelaporan di masa mendatang.
Perubahan preferensi konsumen menuju kendaraan rendah Shifting consumer preferences toward low- and zero-
dan nir-emisi turut membentuk dinamika pasar. Jika tidak emission vehicles are also reshaping market dynamics. If
diantisipasi secara adaptif, pergeseran tersebut dapat not addressed adaptively, this shift may affect demand for
memengaruhi permintaan kendaraan berbasis bahan fossil fuel–based vehicles and impact revenue performance.
bakar fosil dan berdampak pada kinerja pendapatan. Nevertheless, this transition also presents opportunities for
Namun demikian, kondisi ini juga menghadirkan ruang transformation. Through the development of low-emission
transformasi. Melalui pengembangan portofolio kendaraan vehicle portfolios, green financing, and the provision of
rendah emisi, pembiayaan hijau, serta penyediaan armada electric vehicle fleets, MPM, its Subsidiaries, and Associates
kendaraan listrik, MPM, Entitas Anak, dan Entitas Asosiasi have the opportunity to expand market segments,
memiliki peluang untuk memperluas segmen pasar, strengthen competitiveness, and position themselves more
memperkuat daya saing, dan menempatkan diri secara strategically within an industry that is steadily evolving
lebih siap dalam lanskap industri yang terus berkembang toward a low-carbon future.
menuju masa depan rendah karbon.
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Dampak Lingkungan dari Operasional dan Keluhan Lingkungan Environmental Impacts from Operations and Environmental Complaints Pengelolaan Emisi dan Emisi yang Emissions and Financed Emissions Dibiayai [GRI 3-3] Management [GRI 3-3] Pengelolaan emisi, termasuk emisi yang dibiayai, The management of emissions, including financed emissions, menjadi salah satu topik material bagi MPM mengingat has become a material topic for MPM, considering that its kegiatan operasional, distribusi, logistik, serta dukungan operational activities, distribution, logistics, and vehicle pembiayaan kendaraan bermotor memiliki keterkaitan financing services are linked to GHG emissions across the dengan emisi GRK di sepanjang rantai nilai. Kontribusi value chain. These contributions expose MPM to potential tersebut menempatkan MPM pada potensi risiko yang risks, including compliance with climate regulations, rising mencakup kepatuhan terhadap regulasi iklim, peningkatan operational costs, and reputational expectations from biaya operasional, hingga ekspektasi reputasi dari para stakeholders. Therefore, emission control is integrated pemangku kepentingan. Oleh karena itu, pengendalian into the Sustainability Roadmap and aligned with the risk emisi diintegrasikan ke dalam Sustainability Roadmap dan management framework as well as medium- and long- diselaraskan dengan kerangka manajemen risiko serta term business planning. perencanaan bisnis jangka menengah dan panjang. Pendekatan pengelolaan dilakukan secara bertahap dan The management approach is implemented gradually terukur melalui peningkatan efisiensi energi, optimalisasi and in a measurable manner through improved energy penggunaan bahan bakar, serta digitalisasi proses kerja efficiency, optimized fuel use, and the digitalization of untuk mengurangi kebutuhan perjalanan dinas dan work processes to reduce business travel and paper konsumsi kertas. Pengelolaan fasilitas operasional yang consumption. More efficient management of operational lebih efisien turut menjadi bagian dari upaya menekan facilities also forms part of the effort to reduce emission intensitas emisi. Kinerja pengendalian emisi dipantau intensity. Emission control performance is monitored melalui evaluasi berkala atas data konsumsi energi dan through periodic evaluations of energy consumption data perhitungan emisi, yang menjadi dasar pengambilan and emission calculations, which serve as the basis for keputusan dan penyempurnaan strategi. decision-making and strategy refinement. Sebagai langkah penguatan tata kelola dan transparansi, As part of strengthening governance and transparency, pada tahun 2026 MPM menargetkan perluasan inventarisasi in 2026 the Company targets expanding its emissions emisi hingga cakupan-3, termasuk emisi yang dibiayai. inventory to include Scope-3 emissions, including financed Inisiatif ini diharapkan dapat meningkatkan kualitas emissions. This initiative is expected to enhance reporting pelaporan, memperjelas profil risiko iklim MPM, serta quality, clarify MPM’s climate risk profile, and support mendukung kesiapan dalam merespons perkembangan readiness in responding to the evolving sustainability standar dan regulasi keberlanjutan yang terus berkembang. standards and regulations. Kinerja dan Evaluasi Performance and Evaluation Sepanjang tahun 2025, MPM melaksanakan berbagai Throughout 2025, MPM implemented various GHG inisiatif pengurangan emisi GRK sebagai bagian dari emission reduction initiatives as part of its commitment to komitmen pengelolaan lingkungan yang terintegrasi integrated environmental management in daily operations. dalam operasional sehari-hari. Upaya tersebut difokuskan These efforts focused on improving energy efficiency, pada peningkatan efisiensi energi, antara lain melalui including the gradual adoption of LED lighting in the BSD penggunaan lampu LED secara bertahap di area Head Office Head Office area, regulating electricity usage by turning BSD, pengaturan pemakaian listrik dengan mematikan off lights and air conditioning during break times and after lampu dan Air Conditioner (AC) pada jam istirahat maupun working hours, and implementing greening programs setelah jam kerja, serta pelaksanaan program penghijauan within operational areas. These measures were aimed at di area operasional. Langkah-langkah ini diarahkan untuk reducing energy consumption while lowering the emission menekan konsumsi energi sekaligus mengurangi intensitas intensity generated from office activities. [IDX E-07] emisi yang timbul dari aktivitas kantor. [IDX E-07] 2025 Laporan Keberlanjutan ● Sustainability Report 65
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SMART MOBILITY TO Pengelolaan Lingkungan Efisiensi Bahan Bakar dan Pemanfaatan Armada Emisi dan Emisi yang Dibiayai
EMBRACE A BETTER Environmental Management Fuel Efficiency and Fleet Utilization Emissions and Financed Emissions
ENVIRONMENT
Evaluasi atas efektivitas inisiatif dilakukan melalui The effectiveness of these initiatives is evaluated through
pemantauan berkala terhadap konsumsi listrik dan periodic monitoring of electricity consumption and the
implementasi kebijakan penghematan energi. Hasil implementation of energy-saving policies. Monitoring
pemantauan menjadi dasar bagi penyempurnaan serta results serve as the basis for refining measures and
penguatan disiplin operasional dalam penggunaan energi. strengthening operational discipline in energy use. During
Pada tahun pelaporan, MPM melanjutkan komitmen the reporting year, MPM continued its commitment to
pengelolaan emisi dengan melakukan perhitungan dan emissions management by calculating and monitoring
pemantauan emisi GRK yang mencakup cakupan-1, GHG emissions, including Scope-1 emissions from direct
emisi langsung dari konsumsi bahan bakar (BBM), serta fuel consumption and Scope-2 emissions from indirect
cakupan-2, emisi tidak langsung dari penggunaan energi electricity use. These calculations are conducted regularly
listrik. Proses perhitungan dilakukan secara berkala to improve data accuracy, strengthen the basis for
untuk meningkatkan akurasi data, memperkuat dasar decision-making, and support transparency in the MPM’s
pengambilan keputusan, serta mendukung transparansi sustainability reporting.
pelaporan keberlanjutan MPM.
Emisi GRK [OJK F.11] [GRI 305-1, 305-2] [IDX E-01]
GHG Emissions
Deskripsi l Description Satuan l Unit 2025 2024 2023
Emisi GRK Langsung (Cakupan-1) ▪ Direct GHG Emissions (Scope-1)
Konsumsi BBM ▪ Fuel Consumption
MPM Head Office ton CO₂e 0 0 0
Satellite Office (Alam Sutera) ton CO₂e 0 n/a n/a
MPMulia ton CO₂e 87,87 101,17* 129,32*
MPMRent ton CO₂e 26,05 32,88* 27,69*
MPMInsurance ton CO₂e 104,68 187,28* 191,56*
Jumlah Emisi GRK Langsung (Cakupan-1)
ton CO₂e 218,60 321,34* 348,57*
Total Direct GHG Emissions (Scope-1)
Emisi GRK Tidak Langsung (Cakupan-2) ▪ Indirect GHG Emissions (Scope-2)
Listrik ▪ Electricity
MPM Head Office ton CO₂e 38,02 33,84 43,91
Satellite Office (Alam Sutera) ton CO₂e 0,04 n/a n/a
MPMulia ton CO₂e 2.197,25 2.248,65 2.215,22
MPMRent ton CO₂e 768,15 818,28 822,13
MPMInsurance ton CO₂e 108,97 154,47 121,83
Jumlah Emisi GRK Tidak Langsung (Cakupan-2)
ton CO₂e 3.112,43 3.255,24 3.203,09
Total Indirect GHG Emissions (Scope-2)
Jumlah Emisi Cakupan-1 dan Cakupan-2
ton CO₂e 3.331,03 3.576,58* 3.551,66*
Total GHG Emissions Scope-1 and Scope-2
*Data telah dinyatakan kembali dikarenakan perubahan metodologi perhitungan, yaitu referensi faktor emisi CO₂, CH₄, dan N₂O untuk
'Motor Gasoline' berdasarkan IPCC 2006; densitas untuk BBM dengan asumsi RON 90 berdasarkan Badan Penelitian dan Pengembangan,
Kementerian ESDM, 2021; dan NCV untuk BBM 'Motor Gasoline' berdasarkan IPCC 2006. Di mana sebelumnya kategori BBM untuk
'Diesel Oil'. Serta terdapat koreksi data konsumsi energi MPMulia tahun 2024 dan 2023.
The data has been restated due to changes in the calculation methodology, specifically the use of updated reference emission factors
for CO₂, CH₄, and N₂O for “Motor Gasoline” based on the IPCC 2006 Guidelines; fuel density assumptions for RON 90 based on the
Research and Development Agency of the Ministry of Energy and Mineral Resources (2021); and the Net Calorific Value (NCV) for
“Motor Gasoline” based on IPCC 2006. Previously, the fuel category used was “Diesel Oil.” In addition, corrections were made to
MPMulia’s energy consumption data for 2024 and 2023.
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Dampak Lingkungan dari Operasional dan Keluhan Lingkungan
Environmental Impacts from Operations and Environmental Complaints
Catatan ⅼ Note:
Satellite Office (Alam Sutera) baru beroperasi sejak Oktober tahun 2025, sehingga data tahun 2024 dan 2023 tidak tersedia.
Metodologi dan faktor konversi yang digunakan:
• Cakupan-1: GRK ESDM dan IPCC Vol.2
• Cakupan-2: Faktor emisi GRK Sistem interkoneksi ketenagalistrikan 2019 (ESDM)
• Jenis gas yang tercakup dalam perhitungan emisi: CO₂, CH₄, dan N₂O
• Global Warming Potential Value berdasarkan Sixth Assessment Report; CO₂ = 1, CH₄ = 29,8, N₂O = 273
The Satellite Office (Alam Sutera) has been in operation only since October 2025; therefore, data for 2024 and 2023 are not available.
Methodology and Conversion Factors Used:
• Scope 1: GHG factors from the Ministry of Energy and Mineral Resources (ESDM) and IPCC Volume 2.
• Scope 2: GHG emission factor for the 2019 interconnected electricity grid system (ESDM).
• Types of gases included in the emission calculations: CO₂, CH₄, dan N₂O
• Global Warming Potential (GWP) value based on the Sixth Assessment Report: CO₂ = 1, CH₄ = 29,8, N₂O = 273
Intensitas Emisi GRK Grup MPM [OJK F.11] [IDX E-02] [GRI 305-4]
MPM Group GHG Emissions Intensity
Intensitas Emisi GRK Cakupan-1 dan Cakupan-2
Scope 1 and Scope 2 GHG Emissions Intensity
2025 2024 2023
0,00021 0,00022* 0,00026*
Ton CO₂e/Rp Juta ▪ Ton CO₂e/IDR Million
*Data telah dinyatakan kembali dikarenakan koreksi atas angka emisi GRK dan angka pendapatan neto Grup MPM.
The data has been restated due to corrections to the Group MPM’s GHG emissions and net revenues.
Catatan ⅼ Note:
Dihitung berdasarkan pendapatan neto Grup MPM.
Calculated based on the MPM Group’s net revenues.
Sepanjang tahun 2025, timbulan emisi GRK cakupan-1 Throughout 2025, Scope 1 GHG emissions were recorded
tercatat sebesar 218,60 ton CO₂e, mengalami penurunan at 218.60 tons of CO₂e, representing a decrease of 102.74
sebesar 102,74 ton CO₂e atau 31,97% dibandingkan tahun tons of CO₂e or 31.97% compared to 2024. Meanwhile,
2024. Sementara itu, emisi Cakupan-2 tercatat sebesar Scope 2 emissions totaled 3,112.43 tons of CO₂e, reflecting
3.112,43 ton CO₂e, atau menurun sebesar 142,81 ton CO₂e a decrease of 142.81 tons of CO₂e or 4.39% compared to
atau 4,39% dibandingkan tahun sebelumnya. the previous year.
Secara keseluruhan, total emisi GRK Grup MPM pada Overall, the MPM Group’s total GHG emissions in 2025
tahun 2025 mencapai 3.331,03 ton CO₂e, atau menurun reached 3,331.03 tons of CO₂e, representing a decrease of
sebesar 245,55 ton CO₂e atau 6,87% dibandingkan tahun 245.55 tons of CO₂e or 6.87% compared to the previous year.
sebelumnya. Capaian ini dipengaruhi oleh implementasi This achievement was influenced by the implementation of
berbagai inisiatif efisiensi energi, termasuk penggunaan various energy efficiency initiatives, including the gradual
lampu LED secara bertahap, pengendalian penggunaan adoption of LED lighting, control of lighting and air
lampu dan AC di luar jam kerja, serta program penghijauan conditioning usage outside working hours, and greening
di area operasional. [OJK F.12] [GRI 305-5] programs within operational areas. [OJK F.12] [GRI 305-5]
MPMInsurance belum melakukan penghitungan atas emisi MPMInsurance has not yet conducted the calculation of
yang dibiayai pada tahun pelaporan. Ke depan, Grup MPM financed emissions during the reporting year. Going forward,
berencana untuk melaksanakan proses inventarisasi emisi MPM Group plans to undertake a GHG emissions inventory
GRK, sebagai bagian dari penguatan pengelolaan emisi as part of its efforts to strengthen emissions management
dan peningkatan kualitas pengungkapan keberlanjutan. and enhance the quality of sustainability disclosures.
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SMART MOBILITY TO Pengelolaan Lingkungan Efisiensi Bahan Bakar dan Pemanfaatan Armada Emisi dan Emisi yang Dibiayai
EMBRACE A BETTER Environmental Management Fuel Efficiency and Fleet Utilization Emissions and Financed Emissions
ENVIRONMENT
DAMPAK LINGKUNGAN DARI ENVIRONMENTAL IMPACTS FROM
OPERASIONAL DAN KELUHAN OPERATIONS AND ENVIRONMENTAL
LINGKUNGAN COMPLAINTS
Relevansi Topik terhadap Bisnis Relevance of the Topic to the Business
Kegiatan operasional MPM, Entitas Anak, dan Entitas The operational activities of MPM, its Subsidiaries, and
Asosiasi yang melibatkan penggunaan material, air, serta Associates which involve the use of materials, water, as well
pengelolaan limbah dan efluen secara inheren memiliki as the management of waste and effluents inherently carry
potensi dampak terhadap lingkungan. Seiring dengan potential environmental impacts. As public expectations
meningkatnya ekspektasi publik dan penguatan regulasi increase and environmental regulations become more
lingkungan, pengelolaan dampak tersebut tidak lagi stringent, managing these impacts is no longer merely an
sekadar kewajiban administratif, melainkan bagian dari administrative obligation but an integral part of responsible
praktik bisnis yang bertanggung jawab dan berkelanjutan. and sustainable business practices.
Pengelolaan yang kurang memadai berpotensi Inadequate management may lead to compliance risks,
menimbulkan risiko kepatuhan, sanksi finansial, hingga financial penalties, and a decline in stakeholder trust.
penurunan kepercayaan pemangku kepentingan. Selain Moreover, environmental complaints may serve as
itu, munculnya keluhan lingkungan dapat menjadi indicators of gaps in operational controls that require
indikator adanya kesenjangan dalam pengendalian immediate attention. In this context, MPM views the
operasional yang perlu segera ditangani. Dalam konteks management of environmental impacts and transparent,
ini, MPM memandang pengelolaan dampak lingkungan consistent complaint-handling mechanisms as essential
serta mekanisme penanganan keluhan secara transparan foundations for maintaining operational continuity.
dan konsisten sebagai fondasi penting untuk menjaga
kesinambungan operasional.
Melalui pendekatan yang terstruktur dan responsif, MPM Through a structured and responsive approach, MPM
berupaya memastikan bahwa setiap potensi dampak dapat strives to ensure that potential impacts are properly
diidentifikasi, dikelola, dan dievaluasi secara tepat, sehingga identified, managed, and evaluated, enabling financial and
risiko finansial dan reputasi dapat dikendalikan, sekaligus reputational risks to be controlled while supporting long-
mendukung keberlanjutan bisnis dalam jangka panjang. term business sustainability.
Pengelolaan Dampak Lingkungan dari Management of Environmental Impacts from
Operasional dan Keluhan Lingkungan [GRI 3-3] Operations and Environmental Complaints [GRI 3-3]
Air dan Efluen [GRI 303-1, 303-2] Water and Effluents [GRI 303-1, 303-2]
Dalam mendukung kegiatan operasional, MPM In supporting its operational activities, MPM utilizes
memanfaatkan air untuk kebutuhan kantor, fasilitas water for office needs, operational facilities, and other
operasional, serta layanan pendukung lainnya. Meskipun supporting services. Although MPM does not operate in a
bukan merupakan sektor yang intensif air, MPM menyadari water-intensive sector, it recognizes that water use carries
bahwa penggunaan air tetap memiliki konsekuensi environmental and cost implications that must be managed
lingkungan dan biaya yang perlu dikelola secara carefully. Uncontrolled use may increase pressure on water
cermat. Penggunaan yang tidak terkendali berpotensi resources, while effluent management that fails to meet
meningkatkan beban terhadap sumber daya air, sementara standards may pose compliance and reputational risks.
pengelolaan efluen yang tidak memenuhi standar dapat Therefore, water and effluent management are integrated
menimbulkan risiko kepatuhan maupun reputasi. Oleh into the operational management system as part of
karena itu, pengelolaan air dan efluen diintegrasikan ke comprehensive environmental impact control.
dalam sistem manajemen operasional sebagai bagian dari
pengendalian dampak lingkungan secara menyeluruh.
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Dampak Lingkungan dari Operasional dan Keluhan Lingkungan Environmental Impacts from Operations and Environmental Complaints Berdasarkan Aqueduct Water Risk Atlas, wilayah Pulau Based on the Aqueduct Water Risk Atlas, the regions of Jawa dan Nusa Tenggara Timur (NTT) tergolong memiliki Java and East Nusa Tenggara (NTT) are classified as having tingkat water stress yang tinggi. Mengingat sebagian lokasi high water stress levels. Given that some operational operasional berada di wilayah tersebut, MPM mengelola locations are situated in these areas, MPM manages penggunaan air secara bertanggung jawab sebagai sumber water use responsibly as a shared natural resource. Efforts daya alam bersama. Upaya yang dilakukan mencakup include periodic monitoring of water consumption, the pemantauan konsumsi air secara berkala, penerapan implementation of efficiency practices in operational praktik efisiensi di fasilitas operasional, serta peningkatan facilities, and increased employee awareness regarding the kesadaran karyawan mengenai pentingnya konservasi air importance of water conservation in daily activities. dalam aktivitas sehari-hari. Dalam aspek pengelolaan efluen, MPM menetapkan In terms of effluent management, the Company establishes standar mutu air limbah dengan mengacu pada evaluasi wastewater quality standards based on environmental risiko lingkungan dan ketentuan Peraturan Pemerintah No. risk assessments and the provisions of Government 22 Tahun 2021 tentang Penyelenggaraan Perlindungan Regulation No. 22 of 2021 on Environmental Protection dan Pengelolaan Lingkungan Hidup. Parameter kualitas, and Management. Quality parameters, including oil and termasuk kadar minyak dan lemak, dipantau untuk grease content, are monitored to ensure that wastewater memastikan air limbah dari kegiatan operasional generated from operational activities meets regulatory memenuhi baku mutu sebelum dilepas ke lingkungan. standards before discharge into the environment. Through Melalui pendekatan ini, MPM berupaya menjaga kualitas this approach, MPM strives to maintain the quality of lingkungan sekitar sekaligus memastikan kepatuhan the surrounding environment while ensuring regulatory terhadap regulasi dan kepercayaan para pemangku compliance and sustaining stakeholder trust. kepentingan tetap terpelihara. Limbah [GRI 306-1, 306-2] Waste [GRI 306-1, 306-2] Kegiatan operasional MPM menghasilkan limbah Bahan MPM's operational activities generate both hazardous Berbahaya dan Beracun (B3) maupun limbah non-B3 and toxic waste (B3) and non-hazardous waste as part of sebagai bagian dari aktivitas usaha sehari-hari. Limbah daily business activities. Non-hazardous waste generally non-B3 umumnya berasal dari aktivitas perkantoran, seperti originates from office activities, such as paper, plastics, kertas, plastik, dan limbah organik. Sementara itu, limbah and organic waste. Meanwhile, hazardous waste arises B3 timbul dari kegiatan otomotif, antara lain oli bekas, filter from automotive-related activities, including used oil, oli, aki bekas, kain majun terkontaminasi, kemasan bahan oil filters, used batteries, contaminated rags, chemical kimia, serta limbah cair dari proses pencucian kendaraan packaging, and liquid waste from vehicle washing and dan aktivitas workshop yang berpotensi mengandung workshop activities that may contain oil residues and residu minyak dan deterjen. Dengan mempertimbangkan detergents. Considering their potential impacts on soil potensi dampaknya terhadap kualitas tanah dan air, and water quality, waste management is a key focus in pengelolaan limbah menjadi salah satu fokus utama dalam MPMs environmental risk control. pengendalian risiko lingkungan MPM. Pengelolaan limbah dilakukan secara terstruktur pada setiap Waste management is carried out in a structured tahapan, mulai dari pemilahan di sumber, penyimpanan manner at every stage, from segregation at the source sementara sesuai ketentuan, hingga penyerahan kepada and temporary storage in accordance with regulations pihak pengelola berizin khusus untuk limbah B3. Untuk to handover to licensed third-party waste handlers for limbah non-B3, MPM menerapkan prinsip pengurangan, hazardous waste. For non-hazardous waste, the Company penggunaan kembali, dan daur ulang guna menekan applies the principles of reduction, reuse, and recycling to volume limbah yang berakhir di tempat pembuangan minimize the volume of waste sent to final disposal sites. akhir. Melalui pengelolaan yang sistematis dan berbasis Through systematic and compliance-based management, kepatuhan, MPM berupaya meminimalkan dampak the Company seeks to minimize environmental impacts lingkungan dari aktivitas operasional sekaligus menjaga from operational activities while maintaining stakeholder kepercayaan pemangku kepentingan terhadap praktik confidence in its business practices. bisnis yang dijalankan. 2025 Laporan Keberlanjutan ● Sustainability Report 69
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SMART MOBILITY TO Pengelolaan Lingkungan Efisiensi Bahan Bakar dan Pemanfaatan Armada Emisi dan Emisi yang Dibiayai
EMBRACE A BETTER Environmental Management Fuel Efficiency and Fleet Utilization Emissions and Financed Emissions
ENVIRONMENT
Material [OJK F.5] Materials [OJK F.5]
Sebagai perusahaan yang bergerak di bidang distribusi As a company engaged in motorcycle distribution and
dan penjualan sepeda motor, jasa penyewaan kendaraan, sales, vehicle rental services, driver services, and vehicle
layanan pengemudi, serta asuransi kendaraan, MPM tidak insurance, MPM does not conduct manufacturing processes
melakukan proses produksi yang menggunakan material that directly consume raw materials. Nevertheless, material
secara langsung. Namun demikian, penggunaan material use arises from operational activities and the supply chain,
tetap timbul dari aktivitas operasional dan rantai pasok, including paper, office supplies, spare parts, and materials
seperti kertas, perlengkapan kantor, suku cadang, serta supporting vehicle maintenance. Therefore, material
material pendukung perawatan kendaraan. Oleh karena management forms part of MPM’s efforts to minimize
itu, pengelolaan material menjadi bagian dari upaya environmental impacts and improve resource efficiency.
MPM dalam meminimalkan dampak lingkungan dan
meningkatkan efisiensi sumber daya.
Dalam pengelolaannya, MPM mendorong penggunaan In its management approach, MPM promotes prudent
material secara bijak melalui pengurangan konsumsi material use through reducing paper consumption,
kertas, optimalisasi sistem digital, serta pemilihan pemasok optimizing digital systems, and selecting suppliers
yang memiliki komitmen terhadap praktik keberlanjutan. committed to sustainable practices. In addition, the use of
Selain itu, pemanfaatan suku cadang dan material spare parts and operational support materials is planned
pendukung operasional dilakukan secara terencana untuk carefully to avoid waste and minimize waste generation. This
menghindari pemborosan dan meminimalkan timbulan approach reflects MPM commitment to integrating resource
limbah. Pendekatan ini mencerminkan komitmen MPM efficiency principles into its operations and supply chain.
dalam mengintegrasikan prinsip efisiensi sumber daya ke
dalam kegiatan operasional dan rantai pasoknya.
Kinerja dan Evaluasi Performance and Evaluation
Air dan Efluen Water and Effluents
Pada tahun 2025, air bersih yang digunakan MPM In 2025, MPM clean water supply was primarily sourced
terutama bersumber dari Perusahaan Daerah Air Minum from the Regional Water Supply Company (PDAM) and
(PDAM) yang dimanfaatkan sesuai ketentuan peraturan utilized in accordance with applicable laws and regulations.
perundang-undangan. Total konsumsi air tercatat Total water consumption was recorded at 0.0355 megaliters,
sebesar 0,0355 megaliter, atau menurun sebesar 2,74% representing a 2.74% decrease compared to the previous
dibandingkan tahun sebelumnya, hal ini dikarenakan year. This was attributable to the effective implementation
efisiensi penggunaan air berjalan secara efektif. of water use efficiency measures.
Dalam proses pelaporan, data konsumsi air untuk MPM For reporting purposes, water consumption data for the
Head Office dan MPMInsurance belum dapat disajikan MPM Head Office and MPMInsurance are not available,
karena kedua unit usaha tersebut berlokasi di gedung as both business units are located in leased buildings
sewa, di mana pencatatan konsumsi air dikelola secara where water usage is centrally metered and managed by
terpusat oleh pengelola gedung bersama dengan entitas the building management together with other tenants
lain yang menempati gedung tersebut. occupying the premises.
70 Laporan Keberlanjutan ● Sustainability Report 2025
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Dampak Lingkungan dari Operasional dan Keluhan Lingkungan
Environmental Impacts from Operations and Environmental Complaints
Konsumsi Air [OJK F.8] [GRI 303-5] [IDX E-04]
Water Consumption
Deskripsi l Description Satuan l Unit 2025 2024 2023
MPM Head Office Megaliter n/a n/a n/a
Satellite Office (Alam Sutera) Megaliter 0,00035 n/a n/a
MPMulia Megaliter 0,0278 0,0276 0,0243
MPMRent Megaliter 0,0073 0,0088 0,0092
MPMInsurance Megaliter n/a n/a n/a
Jumlah Konsumsi Air
Megaliter 0,0355 0,0365 0,0335
Total Water Consumption
Catatan ⅼ Note:
• Satellite Office (Alam Sutera) baru beroperasi sejak Oktober tahun 2025, sehingga data tahun 2024 dan 2023 tidak tersedia.
The Satellite Office (Alam Sutera) has been in operation only since October 2025; therefore, data for 2024 and 2023 are not available.
• Perhitungan konsumsi air Satellite Office (Alam Sutera) dilakukan secara proporsional untuk 10 karyawan MPM.
The water consumption at the Satellite Office (Alam Sutera) was calculated proportionally for 10 MPM employees.
Intensitas Konsumsi Air
Water Consumption Intensity
Jumlah Karyawan Intensitas Konsumsi Air
Number of Employees Water Consumption Intensity
2025 1.494 2025 0,000024
2024 691* 2024 0,000053*
2023 1.647* 2023 0,000020*
Orang ▪ People Megaliter/Orang ▪ Megaliter/People
Catatan ⅼ Note:
*Data dinyatakan kembali karena perubahan metodologi perhitungan. Terdapat perubahan angka jumlah karyawan MPMulia
di tahun 2024 dan 2023.
*Data have been restated due to changes in the calculation methodology. There were changes to the number of MPMulia employees
reported for 2024 and 2023.
Air limbah MPM berasal dari kegiatan sanitasi karyawan, The Company’s wastewater is generated from employee
pencucian kendaraan operasional, perawatan dan sanitation activities, washing of operational vehicles, vehicle
perbaikan kendaraan di workshop, serta aktivitas maintenance and repair in workshops, and office domestic
domestik kantor. Seluruh air limbah dialirkan dan diolah activities. All wastewater is conveyed and treated through
melalui Instalasi Pengolahan Air Limbah (IPAL) atau unit Wastewater Treatment Plants (WWTP) or control units
pengendali sesuai skala aktivitas. Air limbah domestik dan appropriate to the scale of activities. Domestic and operational
operasional dipisahkan, sementara limbah yang berpotensi wastewater streams are separated, while wastewater with
mengandung minyak dialirkan melalui oil trap, disertai potential oil content is channeled through oil traps, supported
penerapan SOP pengelolaan dan penanganan tumpahan. by the implementation of standard operating procedures
(SOPs) for spill management and response.
Hingga saat ini, MPMulia telah mengoperasikan IPAL di To date, MPMulia has operated WWTP facilities in Simpang
Simpang Dukuh, Sedati, dan Gudang Gedangan, serta Dukuh, Sedati, and Gudang Gedangan, while MPMRent
MPMRent pada kantor yang berlokasi di BSD. MPMulia operates a WWTP at its BSD office. MPMulia has also
juga mengimplementasikan Sistem Pemanfaatan Air Hujan implemented a Rainwater Harvesting System, which
(SPAH) yang mencakup penampungan dan pengolahan includes the collection and treatment of rainwater for reuse
air hujan untuk digunakan kembali pada kebutuhan non- in non-domestic needs such as plant irrigation and vehicle
domestik, seperti penyiraman tanaman dan pencucian washing. Throughout 2025, there were no spill incidents
kendaraan. Sepanjang tahun 2025, tidak terdapat kejadian resulting in negative environmental impacts across MPM
tumpahan yang menimbulkan dampak negatif terhadap operational areas. [OJK F.15]
lingkungan di seluruh area operasional MPM. [OJK F.15]
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ENVIRONMENT
Kepatuhan Baku Mutu Air Limbah
Compliance with Wastewater Quality Standards
MPMulia menjaga kualitas air limbah di lokasi Sedati melalui pengoperasian IPAL (Instalasi Pengolahan Air
Limbah) yang telah dibangun pada tahun 2024 di area perkantoran MPM Sedati. Untuk memastikan kelayakan
operasional IPAL, MPM menyusun dan mengurus Sertifikat Laik Operasional (SLO) bekerja sama dengan Konsultan
Lingkungan. Berdasarkan hasil pengujian kualitas air limbah tahun 2025 yang dilakukan secara mandiri melalui
laboratorium terakreditasi, seluruh parameter yang diuji telah memenuhi baku mutu air limbah sesuai dengan
ketentuan peraturan perundang-undangan yang berlaku.
MPMulia maintains wastewater quality at its Sedati location through the operation of a Wastewater Treatment
Plant (WWTP) constructed in 2024 within the MPM Sedati office area. To ensure the WWTP’s operational
feasibility, MPM prepared and obtained an Operational Feasibility Certificate (Sertifikat Laik Operasional/SLO) in
collaboration with an environmental consultant. Based on the 2025 wastewater quality testing results, conducted
independently through an accredited laboratory, all tested parameters complied with the applicable wastewater
quality standards in accordance with prevailing laws and regulations.
Hasil Uji Laboratorium IPAL MPM
MPM Wastewater Treatment Plant (WWTP) Laboratory Test Results
Satuan Metodologi Uji Hasil Batas Standar
Parameter
Unit Test Method Result Standard Limit
pH - SNI 6989.11:2019 7,72 6–9
Biochemical Oxygen Demand (BOD) mg/L SM 24th Ed.5210 B.2023 8 12
Chemical Oxygen Demand (COD) mg/L SNI 6989.7 3:2019 28 80
Total Suspended Solid (TSS) mg/L SNI 6989.3:2019 3 30
Fecal Coliform mg/L SM APHA 24th Ed. 9221 B,C,E & F, 2023 130 200
Residual Chlorine mg/L G-Lab/IKM/17 0,19 1
Standar ⅼ Standard:
Peraturan Menteri Lingkungan Hidup No.11 Tahun 2025 ▪ Regulation of the Minister of Environment No. 11 of 2025
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Alur Instalasi Pengolahan Air Limbah (IPAL) [OJK F.14]
Wastewater Treatment Plant (WWTP) Process Flow
Air Limbah Unit Bak Pengendap/ Oil Trap Oil Trap Tertutup-
Pencucian Prasedimentasi Sendimentasi Tertutup-Bak 1 Bak 2
Wastewater Presedimentation Sedimentation Closed Oil Closed Oil Trap –
from Washing Unit Tank Trap – Tank 1 Tank 2
Outlet menuju
Oil Trap saluran drainase
Tertutup-Bak 3 Filtrasi Bak Kontrol kota di Jalan Kenari
Closed Oil Flowmeter
Filtration Monitoring Tank Outlet to the city
Trap – Tank 3 drainage channel on
Jalan Kenari
Limbah Waste
Pada tahun 2025, MPM memperkuat pengelolaan limbah In 2025, MPM strengthened its waste management
melalui penguatan tata kelola Limbah B3, pengendalian practices through enhanced governance of hazardous
limbah cair, serta peningkatan kesadaran karyawan. Limbah waste (B3), control of liquid waste, and increased employee
B3 disimpan pada Tempat Penyimpanan Sementara (TPS) awareness. Hazardous waste is stored in licensed Temporary
Limbah B3 berizin dan dikelola bekerja sama dengan Storage Facilities (TPS B3) and managed in cooperation
pihak ketiga berizin untuk pengangkutan dan pengolahan, with licensed third parties for transportation and treatment,
sehingga seluruh proses berjalan sesuai ketentuan tanpa ensuring that all processes comply with regulations
insiden pencemaran lingkungan. Di area workshop, MPM and occur without environmental pollution incidents. In
mengoptimalkan penggunaan grease trap dan sistem workshop areas, MPM optimized the use of grease traps
pengelolaan air limbah disertai monitoring rutin saluran and wastewater management systems, supported by
dan fasilitas pengolahan, dengan hasil limbah cair terkelola routine monitoring of drainage channels and treatment
baik dan tidak menimbulkan keluhan lingkungan. Upaya ini facilities. As a result, liquid waste was properly managed
diperkuat melalui sosialisasi dan edukasi kepada karyawan and did not generate environmental complaints. These
yang mendorong peningkatan kepatuhan terhadap efforts were reinforced through employee socialization
prosedur pengelolaan limbah. and education programs that promote greater compliance
with waste management procedures.
MPM juga menerapkan proses pemantauan limbah secara MPM also implements systematic waste monitoring
sistematis melalui pencatatan timbulan berdasarkan jenis, processes through the recording of waste generation by
jumlah, sumber, dan waktu, inspeksi rutin TPS Limbah B3, type, quantity, source, and time; routine inspections of
serta dokumentasi lengkap manifest dan serah terima TPS B3 facilities; and comprehensive documentation of
kepada pengelola berizin. Data tersebut direkap dan manifests and handover records to licensed waste handlers.
dievaluasi secara berkala sebagai bagian dari audit internal, These data are compiled and evaluated periodically as part
audit eksternal, serta pelaporan kepada pemerintah, of internal audits, external audits, and reporting to the
sehingga mendukung transparansi, kepatuhan, dan government, thereby supporting transparency, compliance,
perbaikan berkelanjutan dalam pengelolaan limbah. and continuous improvement in waste management.
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ENVIRONMENT
Inisiatif Pengelolaan Limbah
Waste Management Initiatives
Pengelolaan Limbah Anorganik Pengelolaan Limbah Organik Pengembangan Lubang Biopori
Inorganic Waste Management Organic Waste Management Biopore Development
MPMulia bekerja sama dengan MPMulia mengembangkan pengelolaan MPMulia mengembangkan lubang
MPM Head Office membentuk Bank limbah organik melalui pembangunan biopori sebagai sarana resapan air
Sampah “Guyub Rukun Mulia” yang 3 sumur komposter (teba modern) di hujan sekaligus pengelolaan sampah
berlokasi di Desa Ganting, Kecamatan lokasi Sedati. Sampah organik seperti organik di area hijau. Sampah daun
Gedangan, Kabupaten Sidoarjo sejak sisa tanaman dan daun dicacah terlebih dimasukkan ke dalam lubang biopori
tahun 2024. Sepanjang tahun 2025, dahulu menggunakan mesin pencacah untuk terurai secara alami dan
MPMulia menyalurkan sebanyak 9.670 sebelum diproses melalui biodegradasi menghasilkan kompos yang membantu
kg sampah anorganik terpilah, seperti alami di dalam sumur komposter. menyuburkan tanah serta memperkuat
kardus, gelas plastik, botol plastik, dan pertumbuhan akar pohon.
kertas bekas, ke bank sampah tersebut. Sepanjang tahun 2025, seluruh limbah
organik yang dihasilkan di lokasi Pada tahun 2025, sebanyak 4 lubang
Pada November 2025, MPMulia juga tersebut telah dikelola melalui fasilitas biopori telah terpasang di sekitar
menjalin kerja sama dengan Bank komposter, sehingga mengurangi 19 pohon yang tersebar di area
Sampah Mutiara Hati Mulia di lokasi volume sampah yang dikirim ke perkantoran dan pergudangan MPM
Kantor Malang. Pencatatan timbulan TPA serta menghasilkan kompos Sedati. Inisiatif ini berkontribusi pada
limbah domestik non-B3 di lokasi yang dimanfaatkan kembali untuk peningkatan daya resap air tanah,
tersebut direncanakan mulai dilakukan pemupukan area hijau di lingkungan pengurangan limpasan air hujan,
pada Kuartal I tahun 2026. operasional. Inisiatif ini mendukung serta pemanfaatan limbah organik
pengurangan timbulan limbah secara produktif di lingkungan
sekaligus optimalisasi pemanfaatan operasional MPM.
kembali sumber daya.
MPMulia, in collaboration with the MPMulia has developed organic waste MPMulia has developed biopore
MPM Head Office, established the management practices through the infiltration holes as a means of
“Guyub Rukun Mulia” Waste Bank construction of three composting pits enhancing rainwater absorption
located in Ganting Village, Gedangan (modern teba) at the Sedati location. while simultaneously managing
District, Sidoarjo Regency, in 2024. Organic waste, such as plant residues organic waste in green areas. Leaf
Throughout 2025, MPMulia delivered and leaves, is first shredded using a litter is placed into the biopore holes
a total of 9,670 kg of sorted inorganic chopper machine before undergoing to decompose naturally, producing
waste, such as cardboard, plastic cups, natural biodegradation within the compost that helps enrich the soil and
plastic bottles, and used paper to the composting pits. strengthen tree root growth.
waste bank.
Throughout 2025, all organic waste In 2025, a total of four biopore
In November 2025, MPMulia also generated at the site was processed holes were installed around 19 trees
initiated a partnership with the Mutiara through the composting facility, distributed across the office and
Hati Mulia Waste Bank at the Malang thereby reducing the volume of warehouse areas of MPM Sedati. This
Office. The recording of non-hazardous waste sent to landfills and producing initiative contributes to improved
domestic waste generation at this compost that is reused for fertilizing groundwater infiltration, reduced
location is planned to commence in green areas within the operational rainwater runoff, and the productive
the first quarter of 2026. environment. This initiative supports utilization of organic waste within
waste reduction while optimizing MPM operational environment.
resource recovery and reuse.
Sepanjang tahun 2025, total timbulan limbah MPM tercatat Throughout 2025, MPM total waste generation was recorded
sebesar 163,86 ton, terdiri atas limbah B3 sebesar 88,53 at 163.86 tons, consisting of 88.53 tons of hazardous waste
ton dan limbah non-B3 sebesar 75,33 ton. Dibandingkan (B3) and 75.33 tons of non-hazardous waste. Compared
tahun 2024, timbulan limbah B3 menurun sebesar 5,18%, to 2024, hazardous waste generation decreased by 5.18%,
dan limbah non-B3 menurun sebesar 4,41%. while non-hazardous waste decreased by 4.41%.
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Timbulan Limbah [OJK F.13] [GRI 306-3, 306-4, 306-5] [IDX E-05]
Waste Generation
Unit Bisnis Deskripsi Satuan
2025 2024 2023
Business Unit Description Unit
Limbah B3 ▪ Hazardous Waste
MPMulia Diserahkan pada pihak ketiga ton 15,42 12,87 13,48
Submitted to third party
MPMRent Diserahkan pada pihak ketiga ▪ Submitted to third party
Oli bekas ton 41,26 39,31 44,86
Lubricant
Suku cadang bekas ton 3,72 5,54 5,07
Used sparepart
Aki bekas ton 28,13 35,65 6,67*
Battery
Jumlah Limbah B3 ▪ Total Hazardous Waste ton 88,53 93,37 70,08
Limbah Non-B3 ▪ Non-Hazardous Waste
MPM Head Office Diserahkan pada pihak ketiga ton 1,34 0,30 0,40
Submitted to third party
Landfill ton 1,48 n/a n/a
MPMulia Diserahkan pada pihak ketiga ton 12,63 14,48 18,98
Submitted to third party
Didaur ulang ton 16,68 20,80 20,93
Recycle
MPMInsurance Diserahkan pada pihak ketiga ton n/a*** 0,03 0,14
Submitted to third party
MPMRent Diserahkan pada pihak ketiga ton 43,20 43,20 43,20
Submitted to third party
Jumlah Limbah Non-B3 ▪ Total Non-Hazardous Waste ton 75,33 78,81** 83,65**
Catatan ⅼ Note:
*Dihitung dalam satuan pcs, belum memiliki data dalam satuan berat.
**Data telah dinyatakan kembali dikarenakan perubahan metodologi perhitungan.
***MPMInsurance belum melakukan penyerahan limbah non-B3 kepada pihak ketiga pada tahun pelaporan sehubungan dengan proses
perpindahan kantor yang sedang berlangsung.
*Calculated in units (pcs); weight-based data are not yet available.
**The data has been restated due to changes in the calculation methodology.
***MPMInsurance has not transferred its non-hazardous waste to a third party during the reporting year due to the ongoing office
relocation process.
Asumsi ⅼ Assumptions:
• Estimasi berat setiap pengangkutan limbah non-B3 oleh MPMRent menggunakan truk adalah sekitar 300 kg per pengangkutan.
Dengan frekuensi pengambilan limbah sebanyak tiga kali dalam satu minggu, total estimasi timbulan limbah non-B3 yang diangkut
dalam satu tahun mencapai sekitar 43.200 kg.
• Estimasi berat rata-rata aki bekas tipe NS40 (±5,95 kg) dan NS40ZL (±7,5 kg) ialah: 6,725 kg.
• Estimasi berat 1 ton oli bekas ialah: ±1.000 liter.
• The estimated weight of non-hazardous waste transported by MPMRent per truckload is approximately 300 kg. With a waste
collection frequency of three times per week, the total estimated amount of non-hazardous waste transported annually reaches
approximately 43,200 kg.
• The estimated average weight of used batteries type NS40 (±5.95 kg) and NS40ZL (±7.5 kg) is 6.725 kg.
• The estimated weight conversion indicates that 1 ton of used oil is equivalent to approximately ±1,000 liters.
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ENVIRONMENT
Material [OJK F.5] Materials [OJK F.5]
Penggunaan material langsung MPM relatif terbatas dan MPM’s direct material use is relatively limited and primarily
didominasi oleh kebutuhan operasional perkantoran, consists of office operational needs, particularly paper.
terutama kertas. Pengadaan kertas dilakukan berdasarkan Paper procurement is carried out based on the actual
kebutuhan aktual masing-masing departemen guna requirements of each department to avoid excessive
menghindari pembelian berlebih. MPM mendorong purchasing. MPM promotes efficiency through internal
efisiensi melalui kampanye internal seperti “Check Before campaigns such as “Check Before You Print,” encouraging
You Print”, anjuran penggunaan kertas bolak-balik untuk double-sided printing for non-formal documents, and
dokumen nonformal, serta pemanfaatan kertas bekas reusing paper for specific purposes.
untuk kebutuhan tertentu.
Sejalan dengan upaya digitalisasi, MPM In line with its digitalization efforts, the Company has
mengimplementasikan tanda tangan digital melalui implemented digital signatures through the VIDA
platform VIDA guna mengurangi ketergantungan pada platform to reduce reliance on printed documents while
dokumen cetak sekaligus meningkatkan efisiensi proses improving administrative process efficiency. In 2025, MPM
administrasi. Pada tahun 2025, konsumsi kertas MPM paper consumption totalled 4.798 reams, representing
tercatat sebesar 4.798 rim, meningkat sebesar 14,92% a 14.92% increase compared to the previous year. The
dibandingkan tahun sebelumnya. Peningkatan konsumsi increase in paper consumption during the reporting year
kertas pada tahun pelaporan dipengaruhi oleh tingkat was influenced by the level of operational activities at
aktivitas operasional di MPMInsurance, khususnya terkait MPMInsurance, particularly related to the need for printing
kebutuhan pencetakan dokumen polis. Meskipun demikian, policy documents. Nevertheless, MPM remains committed
MPM tetap berkomitmen untuk mendorong efisiensi to promoting paper-use efficiency through various control
penggunaan kertas melalui berbagai upaya pengendalian measures and process optimization efforts.
dan optimalisasi proses kerja.
Penggunaan Kertas
Paper Consumption
Unit Usaha l Business Unit Satuan l Unit 2025 2024 2023
Rim
MPM Head Office 98 118 94
Reams
Rim
MPMInsurance 820 667 480
Reams
Rim
MPMulia 1.297 1.119 1.060
Reams
Rim
MPMRent (Kantor BSD) 2.583 2.271* 2.319
Reams
Rim
Jumlah Penggunaan Kertas ▪ Total Paper Consumption 4.798 4.175* 3.953
Reams
*Data telah dinyatakan ulang karena terdapat koreksi data dari laporan keberlanjutan tahun 2024.
Data have been restated due to corrections made to the 2024 Sustainability Report.
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Smart Mobility
to Embrace
Sustainable Business
80 Privasi Pelanggan dan Keamanan Data
Customer Privacy and Data Security
84 Kinerja Ekonomi
Economic Performance
86 Tanggung Jawab Produk dan Jasa
Products and Services Responsibility
96 Pengelolaan Pelanggan
Customer Management
04
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Pengelolaan keamanan data dan informasi di MPM dilaksanakan melalui penerapan Sistem Manajemen Keamanan Informasi (SMKI) yang bertujuan untuk memastikan perlindungan data dan keamanan informasi di seluruh aktivitas operasional perusahaan." "Data and information security management at MPM is implemented through the Information Security Management System (ISMS), which aims to ensure data protection and information security across all operational activities."
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SMART MOBILITY
TO EMBRACE Privasi Pelanggan dan Keamanan Data Kinerja Ekonomi Tanggung Jawab Produk dan Jasa
SUSTAINABLE Customer Privacy and Data Security Economic Performance Products and Services Responsibility
BUSINESS
Smart Mobility to Embrace
Sustainable Business
MPM mengusung pilar Smart Mobility to Embrace MPM upholds the Smart Mobility to Embrace Sustainable
Sustainable Business sebagai landasan dalam Business pillar as the foundation for developing mobility
mengembangkan solusi mobilitas yang relevan, bertanggung solutions that are relevant, responsible, and oriented
jawab, dan berorientasi jangka panjang untuk masyarakat. toward long-term value for society. Through this pillar,
Melalui pilar ini, MPM berkomitmen menghadirkan MPM is committed to delivering intelligent and integrated
layanan transportasi yang cerdas dan terintegrasi dengan transportation services while prioritizing compliance with
mengedepankan kepatuhan terhadap peraturan perundang- applicable laws and regulations, in line with efforts to
undangan, sejalan dengan upaya memperkuat reputasi strengthen MPM's reputation as a business that operates
MPM sebagai perusahaan yang menjalankan bisnis secara sustainably and responsibly.
berkelanjutan dan bertanggung jawab.
PRIVASI PELANGGAN DAN CUSTOMER PRIVACY AND DATA
KEAMANAN DATA SECURITY
Relevansi Topik terhadap Bisnis Topic Relevance to the Business
Privasi pelanggan dan keamanan data merupakan Customer privacy and data security constitute a critical
fondasi penting bagi keberlangsungan dan pertumbuhan foundation for MPM’s business continuity and growth,
bisnis MPM, seiring dengan meningkatnya pemanfaatan particularly amid the increasing use of digital technologies
teknologi digital dalam penyediaan layanan mobilitas, in delivering mobility services, financing solutions, and
pembiayaan, serta interaksi dengan pelanggan dan mitra interactions with customers and business partners. Robust
usaha. Pengelolaan data yang aman dan andal tidak and reliable data management not only safeguards MPM’s
hanya berperan dalam melindungi informasi MPM dan information and that of its stakeholders, but also serves as a
pemangku kepentingan, tetapi juga menjadi faktor utama key factor in building trust, reputation, and the Company’s
dalam membangun kepercayaan, reputasi, dan daya saing long-term competitiveness.
jangka panjang perusahaan.
Dalam menjalankan kegiatan usaha, MPM bersama In conducting its business activities, MPM, together with
Entitas Anak dan Entitas Asosiasi menghadapi berbagai its Subsidiaries and Associates, faces various information
risiko keamanan informasi yang berpotensi memengaruhi security risks that may affect operational continuity, the
kelangsungan operasional, keandalan sistem teknologi reliability of information technology systems, and the
informasi, serta perlindungan aset dan data kritikal. protection of critical assets and data. These risks include
Risiko tersebut mencakup potensi insiden keamanan potential cybersecurity incidents, non-compliance with
siber, ketidakpatuhan terhadap ketentuan Undang- Personal Data Protection Law (UU PDP) requirements,
Undang Pelindungan Data Pribadi (UU PDP), serta and the possibility of customer data breaches that could
kemungkinan terjadinya kebocoran data pelanggan yang adversely impact reputation and stakeholder trust.
dapat berdampak pada reputasi dan tingkat kepercayaan Accordingly, data security and information protection
pemangku kepentingan. Oleh karena itu, keamanan data have been identified as a material topic that is strategically
dan perlindungan informasi menjadi topik material yang managed to support the achievement of MPM’s business
secara strategis dikelola untuk mendukung pencapaian objectives and long-term sustainability.
tujuan bisnis dan keberlanjutan MPM.
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Pengelolaan Pelanggan Customer Management Pengelolaan Privasi Pelanggan Customer Privacy and dan Keamanan Data [GRI 3-3] Data Security Management [GRI 3-3] Pengelolaan keamanan data dan informasi di MPM Data and information security management at MPM dilaksanakan melalui penerapan Sistem Manajemen is implemented through the Information Security Keamanan Informasi (SMKI) yang bertujuan untuk Management System (ISMS), which aims to ensure data memastikan perlindungan data dan keamanan informasi protection and information security across all operational di seluruh aktivitas operasional perusahaan. Sebagai activities. As a governance foundation, MPM has landasan tata kelola, MPM telah menetapkan Kebijakan established an Information Security Policy and Standard Keamanan Informasi dan Standar Operasional Prosedur Operating Procedures for Personal Data Protection, which Pelindungan Data Pribadi yang mengatur pengelolaan regulate the responsible and sustainable management of seluruh aset informasi secara bertanggung jawab dan all information assets. berkelanjutan. Kebijakan tersebut mencakup penerapan prinsip Kerahasiaan, These policies incorporate the principles of Confidentiality, Integritas, dan Ketersediaan (Confidentiality, Integrity, and Integrity, and Availability (CIA), compliance with applicable Availability/CIA), kepatuhan terhadap peraturan perundang- personal data protection laws and regulations, and undangan yang berlaku terkait pelindungan data pribadi, clearly defined authorities and responsibilities at each serta kejelasan wewenang dan tanggung jawab di setiap organizational level. The Information Security Policy level organisasi. Kebijakan keamanan informasi disetujui is approved by Top Management and communicated oleh Top Management dan dikomunikasikan secara berkala regularly to all employees and relevant stakeholders to kepada seluruh karyawan serta pemangku kepentingan ensure consistent understanding and implementation terkait guna memastikan pemahaman dan penerapan yang throughout MPM. konsisten di seluruh lingkungan MPM. Dalam penyusunan kebijakan serta evaluasi kinerja In developing policies and evaluating personal data pelindungan data pribadi, MPM melibatkan pemangku protection performance, MPM involves relevant internal kepentingan internal yang relevan, termasuk unit bisnis stakeholders, including business units as Data Owners, sebagai Data Owner, serta fungsi legal, teknologi informasi dan as well as legal, information technology and security, and keamanan, serta sumber daya manusia sebagai kontributor human resources functions as key contributors. The Board utama. Direksi dan Komite Risiko turut memberikan arahan of Directors and the Risk Committee provide strategic strategis untuk memastikan pengelolaan keamanan data direction to ensure that data security management aligns selaras dengan manajemen risiko perusahaan, kepatuhan with enterprise risk management, regulatory compliance, regulasi, serta tujuan bisnis jangka panjang MPM. Melalui and MPM’s long-term business objectives. Through this pendekatan ini, MPM tidak hanya berfokus pada kepatuhan, approach, MPM not only focuses on compliance but also tetapi juga membangun fondasi tata kelola data yang builds a resilient, long-term-oriented data governance tangguh dan berorientasi jangka panjang guna menjaga framework to maintain stakeholder trust amid accelerating kepercayaan pemangku kepentingan di tengah percepatan digital transformation. transformasi digital. Kinerja dan Evaluasi Performance and Evaluation Sepanjang tahun 2025, MPM memperkuat pengelolaan Throughout 2025, MPM strengthened its data and keamanan data dan informasi melalui penerapan langkah- information security management by implementing langkah preventif yang terstruktur untuk memitigasi risiko structured preventive measures to mitigate cybersecurity keamanan siber dan pelindungan data pribadi. MPM risks and protect personal data. MPM implemented an mengimplementasikan Sistem Manajemen Keamanan Information Security Management System (ISMS) aligned Informasi yang mengacu pada standar internasional ISO/ with the ISO/IEC 27001 international standard, supported IEC 27001, yang didukung oleh prosedur operasional by operational procedures governing personal data pengelolaan data pribadi di sepanjang siklus data. management throughout the data lifecycle. 2025 Laporan Keberlanjutan ● Sustainability Report 81
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SMART MOBILITY
TO EMBRACE Privasi Pelanggan dan Keamanan Data Kinerja Ekonomi Tanggung Jawab Produk dan Jasa
SUSTAINABLE Customer Privacy and Data Security Economic Performance Products and Services Responsibility
BUSINESS
Penguatan kontrol keamanan dilakukan melalui penerapan Security controls were reinforced through the deployment
teknologi dan mekanisme pengamanan, antara lain of technologies and protective mechanisms, including
penggunaan Multi-Factor Authentication (MFA), Data Multi-Factor Authentication (MFA), Data Loss Prevention
Loss Prevention (DLP), serta peningkatan kesadaran dan (DLP), and enhanced employee awareness and competency
kompetensi karyawan melalui program pelatihan dan through information security training and awareness
sosialisasi keamanan informasi. Pendekatan ini bertujuan programs. This integrated approach ensures that people,
untuk memastikan bahwa aspek manusia, proses, dan processes, and technology are managed cohesively to
teknologi dikelola secara terpadu dalam menjaga safeguard MPM’s data and information assets.
keamanan data dan informasi MPM.
Di tingkat Entitas Anak dan Entitas Asosiasi, penerapan At the Subsidiary and Associate levels, data security
pengelolaan keamanan data disesuaikan dengan management practices are tailored to the characteristics,
karakteristik, kompleksitas, dan profil risiko masing-masing complexity, and risk profiles of each business line. For
lini bisnis. Sebagai contoh, MPMInsurance menerapkan example, MPMInsurance implements layered security
pengamanan berlapis untuk memastikan kepatuhan controls to ensure compliance with the Personal Data
terhadap UU PDP, termasuk penerapan Single Sign-On Protection Law, including Single Sign-On (SSO) protected
(SSO) yang dilindungi MFA, pengaturan hak akses berbasis by MFA, role-based access controls applying the principle of
peran dan prinsip least privilege, klasifikasi dan enkripsi least privilege, classification and encryption of information
aset informasi, serta penerapan mekanisme pencadangan assets, as well as data backup mechanisms and disaster
data dan rencana pemulihan bencana. recovery planning.
Evaluasi kinerja keamanan data dan informasi dilakukan The performance of data and information security
secara terstruktur dan independen melalui audit internal management is evaluated through structured and
dan audit eksternal. Audit internal dilaksanakan untuk independent assessments, including internal and
menilai efektivitas pengendalian keamanan informasi external audits. Internal audits assess the effectiveness of
serta tingkat kepatuhan terhadap kebijakan dan ketentuan information security controls and compliance with data
pelindungan data pribadi yang berlaku. Selain itu, audit protection policies and regulations. In addition, external
eksternal oleh pihak independen atau lembaga sertifikasi audits conducted by independent parties or certification
dilakukan untuk memastikan kesesuaian penerapan Sistem bodies verify the conformity of the ISMS with ISO/IEC
Manajemen Keamanan Informasi dengan standar ISO/ 27001 standards. All audit findings are addressed through
IEC 27001. Seluruh temuan audit ditindaklanjuti melalui corrective action plans with clear timelines and periodic
rencana perbaikan dengan tenggat waktu yang jelas serta progress monitoring as part of the Company’s commitment
pemantauan progres secara berkala sebagai bagian dari to continuous improvement.
komitmen perbaikan berkelanjutan.
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Pengelolaan Pelanggan Customer Management Dengan penerapan tata kelola dan pengendalian keamanan With the consistent implementation of governance and data yang konsisten, sepanjang tahun 2025 MPM tidak data security controls, MPM recorded no significant mencatat adanya insiden kebocoran data yang berdampak data breach incidents in 2025 that adversely affected signifikan terhadap operasional, kinerja keuangan, maupun operations, financial performance, or corporate reputation. reputasi perusahaan. MPM tetap melakukan pencatatan, MPM continues to document, respond to, and monitor penanganan, dan pemantauan atas setiap insiden all information security incidents in accordance with keamanan informasi sesuai dengan prosedur yang berlaku established procedures to ensure ongoing data protection guna memastikan perlindungan data dan keandalan sistem and system reliability. [GRI 418-1] informasi secara berkelanjutan. [GRI 418-1] MPMRent Resmi Raih Sertifikasi ISO 27001:2022 MPMRent Officially Achieves ISO 27001:2022 Certification MPMRent telah memperoleh sertifikasi ISO 27001:2022 di tahun 2025 sebagai bentuk komitmen dalam menjaga keamanan informasi yang dikelola perusahaan. Sertifikasi ini berhasil diperoleh melalui audit dan penilaian menyeluruh atas penerapan SMKI, yang mencakup aspek kebijakan, pengelolaan risiko, serta pengendalian ancaman keamanan informasi. Pencapaian ini menjadi dasar bagi MPMRent untuk terus melakukan perbaikan berkelanjutan guna memastikan keandalan layanan dan menjaga kepercayaan mitra bisnis. Ke depan, sertifikasi ini juga diharapkan memperkuat ketahanan operasional perusahaan di tengah meningkatnya risiko siber serta mendukung pengembangan layanan digital yang aman, andal, dan berkelanjutan. In 2025, MPMRent obtained ISO 27001:2022 certification as a demonstration of its commitment to safeguarding the information managed by the Company. The certification was achieved following a comprehensive audit and assessment of the Information Security Management System (ISMS), covering policy frameworks, risk management practices, and controls for mitigating information security threats. This achievement provides a strong foundation for MPMRent to pursue continuous improvement, ensuring service reliability and maintaining the trust of business partners. Going forward, the certification is also expected to strengthen the Company’s operational resilience amid increasing cyber risks and to support the development of secure, reliable, and sustainable digital services. 2025 Laporan Keberlanjutan ● Sustainability Report 83
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SMART MOBILITY
TO EMBRACE Privasi Pelanggan dan Keamanan Data Kinerja Ekonomi Tanggung Jawab Produk dan Jasa
SUSTAINABLE Customer Privacy and Data Security Economic Performance Products and Services Responsibility
BUSINESS
KINERJA EKONOMI ECONOMIC PERFORMANCE
Sepanjang tahun 2025, MPM mempertahankan strategi Throughout 2025, MPM maintained consistent strategies
dan kebijakan yang konsisten dalam menjaga kinerja and policies to safeguard sound, resilient, and responsible
ekonomi yang sehat, tangguh, dan bertanggung jawab. economic performance. The Company’s primary focus was
Fokus utama diarahkan pada penguatan fundamental directed toward strengthening business fundamentals,
bisnis, pengelolaan risiko yang prudent, serta penerapan prudent risk management, and the implementation of good
tata kelola perusahaan yang baik. Sejalan dengan dinamika corporate governance. In response to industry dynamics
industri dan tantangan kondisi ekonomi, MPM melakukan and challenging economic conditions, MPM undertook
berbagai penyesuaian operasional melalui pengendalian various operational adjustments, including disciplined cost
biaya yang disiplin, optimalisasi portofolio usaha, serta control, portfolio optimization, and the reinforcement of
penguatan fungsi manajemen risiko dan kepatuhan guna risk management and compliance functions to preserve
menjaga stabilitas dan ketahanan kinerja MPM. performance stability and resilience.
Upaya peningkatan kinerja ekonomi dilakukan melalui Efforts to enhance economic performance were carried out
peningkatan efisiensi operasional, pemanfaatan sinergi through improved operational efficiency, the optimization
antar Entitas Anak, serta penyesuaian strategi pemasaran of synergies among Subsidiaries, and adjustments to
dan penjualan agar tetap relevan dengan kebutuhan marketing and sales strategies to remain aligned with
pasar. MPM juga terus mendorong transformasi digital evolving market needs. MPM also continued to advance
pada proses bisnis, inovasi layanan, dan penjajakan digital transformation across business processes,
peluang usaha baru untuk memastikan keberlanjutan service innovation, and the exploration of new business
pertumbuhan jangka panjang. opportunities to ensure sustainable long-term growth.
Fokus strategis MPM pada tahun 2025 diarahkan pada In 2025, MPM’s strategic focus centered on five key areas:
lima area utama, yaitu pengembangan peluang bisnis developing business opportunities relevant to consumer
yang relevan dengan kebutuhan konsumen, pengelolaan needs, maintaining healthy cash flow management,
arus kas yang sehat, penguatan sistem dan infrastruktur strengthening systems and technology infrastructure,
teknologi, pengembangan kapabilitas sumber daya enhancing human capital capabilities, and reinforcing
manusia, serta penguatan budaya dan nilai organisasi. organizational culture and values. These priorities were
Seluruh fokus tersebut dirancang untuk meningkatkan designed to improve profitability, maintain a competitive
profitabilitas, menjaga struktur biaya yang kompetitif, cost structure, strengthen the business portfolio, enhance
memperkuat portofolio usaha, meningkatkan reputasi corporate reputation, and optimize the performance of
perusahaan, serta mengoptimalkan kinerja Entitas Anak Subsidiaries and Associates on a sustainable basis.
dan Asosiasi secara berkelanjutan.
Pada tahun 2025, MPM membukukan pendapatan neto In 2025, MPM recorded consolidated net revenues of
konsolidasian sebesar Rp16.152 miliar, yang menurun Rp16,152 billion, representing a decrease compared to the
dibandingkan tahun sebelumnya. Kinerja tersebut previous year. This performance resulted in profit for the
menghasilkan laba tahun berjalan sebesar Rp462 miliar. year of Rp462 billion.
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Perbandingan Target dan Realisasi Pendapatan dan Laba [OJK F.2.]
Revenue and Profit Target vs. Actual Performance
Pendapatan Neto* Laba Tahun Berjalan*
Net Revenues Profit for the Year
17.399.739 595.791
2025 2025
16.152.176 461.917
14.450.353 539.295
2024 2024
16.385.270 572.289
15.134.748 524.315
2023 2023
13.859.071 525.638
Juta Rupiah ▪ IDR million Juta Rupiah ▪ IDR million
Target Realisasi ▪ Actual Performance
Nilai Ekonomi yang Dihasilkan dan Didistribusikan [GRI 201-1]
Economic Value Generated and Distributed
Uraian l Description 2025 2024* 2023
Nilai ekonomi langsung yang dihasilkan ▪ Generated direct economic value
Pendapatan neto
16.152.176 16.385.270 13.859.071
Net revenues
Penambahan ▪ Additions
Pendapatan lainnya neto
254.203 262.817 158.542
Other net income
Pendapatan keuangan neto
88.014 97.133 109.788
Net finance income
Bagian atas laba (rugi) entitas asosiasi
(156.206) (74.971) 45.977
Share of (loss) profit of associates
Nilai ekonomi yang didistribusikan ▪ Distributed economic value
Beban pokok pendapatan dan beban usaha tanpa biaya pegawai dan CSR
15.370.684 15.629.561 13.209.935
Cost of revenues and operating expenses excluding employee and CSR costs
Gaji pegawai dan tunjangan lainnya
355.957 323.439 325.059
Employee salaries and other benefits
Distribusi dividen kepada pemegang saham atas performa tahun lalu
525.579 503.031 589.444
Devidend distribution to shareholders based on last year’s performance
Pengeluaran untuk pemerintah (pajak, retribusi, dan lain-lain)
146.362 142.313 109.753
Expenditures for the governments (taxes, levies, and other)
Pengeluaran CSR
3.267 2.647 2.993
CSR cost
Nilai ekonomi ditahan
(63.662) 62.958 (63.806)
Retained economic value
*Disajikan ulang sebagai dampak dari penerapan PSAK 117. Data tahun 2023 tidak disajikan ulang Juta Rupiah ▪ IDR million
sehingga tidak sepenuhnya dapat diperbandingkan. Target tahun 2023 dan 2024 masih disusun
berdasarkan standar akuntansi sebelumnya.
As restated following the implementation of PSAK 117. Comparative figures for 2023 have not been
restated and may not be directly comparable. Targets for 2023 and 2024 were established based on
the previous accounting standard.
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SMART MOBILITY
TO EMBRACE Privasi Pelanggan dan Keamanan Data Kinerja Ekonomi Tanggung Jawab Produk dan Jasa
SUSTAINABLE Customer Privacy and Data Security Economic Performance Products and Services Responsibility
BUSINESS
TANGGUNG JAWAB PRODUK PRODUCTS AND
DAN JASA SERVICES RESPONSIBILITY
Dampak Produk/Jasa [OJK F.28.] Impact of Products/Services [OJK F.28.]
Secara keseluruhan, produk dan jasa Grup MPM The products and services of MPM Group generate
memberikan kontribusi sosial dan ekonomi yang luas broad social and economic value through their role in
melalui perannya dalam mendukung mobilitas masyarakat supporting community mobility and facilitating economic
dan kelancaran aktivitas ekonomi. Kehadiran bisnis activities. The Group’s motorcycle distribution and retail
distribusi dan ritel sepeda motor, asuransi, layanan businesses, insurance services, financing solutions, and
pembiayaan, serta penyewaan kendaraan memperluas vehicle rental services expand public access to reliable
akses masyarakat terhadap sarana transportasi yang andal, transportation, financial protection, and flexible mobility
perlindungan finansial, dan solusi mobilitas yang fleksibel. solutions. These contributions help enhance productivity,
Hal ini turut mendorong peningkatan produktivitas, strengthen interregional connectivity, and create business
konektivitas antarwilayah, serta membuka peluang usaha, opportunities, particularly in areas where infrastructure
khususnya di daerah yang masih memiliki keterbatasan and public transportation remain limited.
infrastruktur dan transportasi publik.
Di sisi lain, MPM menyadari bahwa penggunaan kendaraan At the same time, MPM recognizes that the use of motor
bermotor juga membawa potensi dampak lingkungan, seperti vehicles carries potential environmental impacts, including
emisi gas rumah kaca, konsumsi energi, kebisingan, serta greenhouse gas emissions, energy consumption, noise
timbulan limbah dari aktivitas operasional dan pemeliharaan pollution, and waste generated from operational and
kendaraan. Selain itu, terdapat risiko sosial yang melekat, vehicle maintenance activities. In addition, inherent social
termasuk aspek keselamatan lalu lintas, perlindungan risks exist, including road safety considerations, consumer
konsumen, serta penggunaan produk yang bertanggung protection, and responsible product use. All such potential
jawab. Seluruh potensi dampak dan risiko tersebut menjadi impacts and risks are key considerations in the Group’s
perhatian utama dalam pengelolaan bisnis Grup. business management.
Sebagai bentuk tanggung jawab, MPM berkomitmen untuk As part of its responsibility, MPM is committed to
meminimalkan dampak negatif sekaligus mengoptimalkan minimizing negative impacts while maximizing the social
manfaat sosial dari produk dan jasa yang ditawarkan. benefits of its products and services. This commitment is
Komitmen ini diwujudkan melalui penguatan tata kelola realized through strengthened sustainability governance,
keberlanjutan, kepatuhan terhadap regulasi yang berlaku, compliance with applicable regulations, and the
serta integrasi prinsip lingkungan, sosial, dan tata kelola integration of Environmental, Social, and Governance
(ESG) ke dalam pengembangan produk, penyediaan (ESG) principles into product development, service
layanan, serta proses bisnis di seluruh lini usaha. Dengan delivery, and business processes across all business
pendekatan ini, MPM berupaya memastikan bahwa lines. Through this approach, MPM seeks to ensure that
pertumbuhan bisnis berjalan seiring dengan penciptaan business growth aligns with the creation of long-term
nilai jangka panjang bagi masyarakat dan lingkungan. value for society and the environment.
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Customer Management
Upaya MPM dan Entitas Anak dalam Meminimalkan Dampak dan Risiko Produk dan Jasa
MPM and Subsidiaries’ Efforts to Minimize Product and Service Impacts and Risks
MPM secara rutin menyelenggarakan program uji emisi gratis sebagai upaya meningkatkan kesadaran pelanggan
terhadap pengendalian emisi dan pentingnya menjaga kualitas udara. Inisiatif ini didukung dengan edukasi
mengenai pentingnya perawatan berkala dalam upaya menjaga emisi yang dihasilkan motor dalam batas normal
yang diijinkan, serta dilengkapi dengan panduan berupa langkah-langkah untuk mengurangi jejak karbon.
Sebagai distributor sepeda motor Honda, MPMulia secara konsisten juga melaksanakan program edukasi dan
kampanye safety riding untuk meningkatkan keselamatan pelanggan. Kegiatan ini mencakup pelatihan berkendara
aman serta sosialisasi penggunaan perlengkapan keselamatan, seperti helm dan jaket pelindung.
MPM regularly conducts free emission testing programs as part of its efforts to raise customer awareness
regarding emission control and the importance of maintaining air quality. This initiative is supported by
educational activities emphasizing the importance of periodic vehicle maintenance to ensure that motorcycle
emissions remain within permissible limits, and is complemented by practical guidance outlining steps customers
can take to reduce their carbon footprint.
As a distributor of Honda motorcycles, MPMulia also consistently implements safety riding education and
campaign programs to enhance customer safety. These initiatives include safe riding training and awareness
campaigns on the proper use of safety equipment, such as helmets and protective jackets.
11 Cabang
Branches 463 kali
times
Memberikan uji emisi gratis di sepanjang tahun 2025 Kegiatan safety riding di sepanjang tahun 2025
Provision of free emission testing throughout 2025 Safety riding activities conducted throughout 2025
50.573
Jumlah kendaraan yang mengikuti uji emisi gratis di tahun 2025
45.673
Jumlah peserta safety riding di tahun 2025
Number of vehicles participating in free emission testing in 2025 Number of safety riding participants in 2025
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SMART MOBILITY
TO EMBRACE Privasi Pelanggan dan Keamanan Data Kinerja Ekonomi Tanggung Jawab Produk dan Jasa
SUSTAINABLE Customer Privacy and Data Security Economic Performance Products and Services Responsibility
BUSINESS
Komitmen untuk Memberikan Layanan Commitment to Providing Equal Access
atas Produk dan/atau Jasa yang Setara to Products and/or Services
kepada Konsumen [OJK F.17.] for Consumers [OJK F.17.]
MPM berkomitmen untuk menyediakan layanan yang MPM is committed to delivering equitable, inclusive, and
setara, inklusif, dan mudah diakses oleh seluruh lapisan accessible services to all customer segments. Through
konsumen. Melalui beragam produk dan layanan, MPM its diverse range of products and services, MPM strives
berupaya memastikan ketersediaan solusi mobilitas yang to ensure the availability of mobility solutions that are
relevan dengan kebutuhan, preferensi, serta kemampuan relevant to customers’ needs, preferences, and purchasing
pelanggan di berbagai segmen pasar. MPM juga capacities across various market segments. The Company
memastikan bahwa setiap produk dan layanan dirancang also ensures that each product and service is designed
serta dikelola untuk memberikan pengalaman yang aman , and managed to provide a safe, comfortable, and reliable
nyaman, dan andal. Standar kualitas layanan, perlindungan customer experience. Service quality standards, consumer
konsumen, serta komunikasi yang transparan menjadi protection, and transparent communication form integral
bagian penting dalam setiap interaksi dengan pelanggan. parts of every customer interaction. This approach reflects
Pendekatan ini merupakan wujud komitmen MPM dalam MPM’s commitment to building long-term relationships
membangun hubungan jangka panjang yang dilandasi founded on trust, customer satisfaction, and loyalty.
kepercayaan, kepuasan, dan loyalitas pelanggan.
Inovasi Pengembangan Produk dan Jasa [OJK F.26.] Products and Services Innovation [OJK F.26.]
Inovasi produk dan jasa merupakan bagian integral Product and service innovation is an integral part of
dari strategi MPM dalam menciptakan nilai jangka MPM’s strategy to create sustainable long-term value.
panjang yang berkelanjutan. Melalui pengembangan Through the development of products and services
produk dan layanan yang relevan dengan kebutuhan that align with market needs, MPM strives to enhance
pasar, MPM berupaya meningkatkan kualitas layanan, service quality, expand consumer access, and integrate
memperluas akses konsumen, serta mengintegrasikan sustainability considerations into innovation processes
aspek keberlanjutan ke dalam proses inovasi di seluruh lini across all business lines, taking into account social impacts
bisnis, dengan mempertimbangkan dampak sosial, serta and environmental risk management. These innovation
pengelolaan risiko lingkungan. Inisiatif inovasi ini tidak initiatives are not only aimed at strengthening business
hanya diarahkan untuk memperkuat daya saing usaha, competitiveness but also at improving operational
tetapi juga mendorong efisiensi operasional, meningkatkan efficiency, increasing customer value, and ensuring that
nilai tambah bagi pelanggan, serta memastikan bahwa business growth is conducted responsibly.
pertumbuhan bisnis berjalan secara bertanggung jawab.
Di tahun 2025, MPMInsurance secara aktif In 2025, MPMInsurance actively integrated environmental
mengintegrasikan aspek lingkungan dan sosial dalam and social considerations into the development of its
pengembangan produk asuransi, sejalan dengan insurance products, in line with the requirements of the
ketentuan Otoritas Jasa Keuangan (OJK) dan prinsip Financial Services Authority (OJK) and risk management
manajemen risiko. Dari aspek lingkungan, MPMInsurance principles. From an environmental perspective,
menghadirkan sejumlah inisiatif produk yang mendukung MPMInsurance introduced several product initiatives
pengelolaan risiko terkait perubahan iklim dan transisi that support climate risk management and the energy
energi, antara lain penyesuaian tarif premi bagi kendaraan transition, including premium tariff adjustments for electric
listrik sebagai bentuk dukungan terhadap mobilitas rendah vehicles as a form of support for low-emission mobility,
emisi, penyediaan perlindungan asuransi untuk panel insurance coverage for solar panels, and protection against
surya, serta perlindungan terhadap risiko bencana alam natural disaster and extreme weather risks, which are
dan cuaca ekstrem yang semakin meningkat frekuensinya. increasing in frequency.
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Pengelolaan Pelanggan Customer Management Sementara itu dari aspek sosial, MPMInsurance From a social perspective, MPMInsurance contributes berkontribusi dalam menjaga stabilitas ekonomi to maintaining the economic stability of communities masyarakat dan pelaku usaha melalui penyediaan and businesses by providing financial protection that is perlindungan finansial yang relevan, mudah diakses, dan relevant, accessible, and affordable. MPMInsurance also terjangkau. MPMInsurance juga terus meningkatkan literasi continues to enhance insurance literacy and awareness of asuransi dan kesadaran akan pentingnya mitigasi risiko risk mitigation through various educational initiatives for melalui berbagai inisiatif edukasi kepada nasabah dan policyholders and the broader public. These efforts aim to masyarakat. Upaya ini bertujuan memperkuat ketahanan strengthen financial resilience while promoting better risk finansial sekaligus mendorong pengelolaan risiko yang management at both the individual and business levels. lebih baik di tingkat individu maupun usaha. MPMulia Hadirkan Motor Listrik Ramah Lingkungan untuk Masyarakat Jawa Timur MPMulia Introduces Environmentally Friendly Electric Motorcycles for the East Java Community Sebagai distributor sepeda motor Honda, MPMulia menghadirkan dua produk motor listrik, Honda ICON e: dan Honda CUV e:, untuk pasar Jawa Timur dan sekitarnya di tahun 2025. Kedua model ini menawarkan solusi mobilitas ramah lingkungan yang disesuaikan dengan kebutuhan pengguna, mulai dari penggunaan harian hingga produktivitas tinggi, dengan opsi pengisian daya langsung maupun sistem baterai yang dapat ditukar. Kehadiran motor listrik ini diperkenalkan melalui rangkaian kegiatan peluncuran dan pameran kepada masyarakat, yang mendapat respons positif terhadap desain, fitur, serta kenyamanan berkendara. Melalui penyediaan unit test ride dan aktivitas promosi, MPMulia mendorong adopsi kendaraan listrik sebagai bagian dari komitmen dalam mendukung transisi menuju mobilitas yang lebih berkelanjutan. As a Honda motorcycle distributor, MPMulia introduced two electric motorcycle models, Honda ICON e: and Honda CUV e:, to the East Java market and surrounding areas in 2025. These models offer environmentally friendly mobility solutions tailored to user needs, ranging from daily commuting to high-productivity use, with options for direct charging as well as battery-swapping systems. The introduction of these electric motorcycles was carried out through a series of launch events and public exhibitions, which received positive responses regarding their design, features, and riding comfort. Through the provision of test ride units and promotional activities, MPMulia encourages the adoption of electric vehicles as part of its commitment to supporting the transition toward more sustainable mobility. 2025 Laporan Keberlanjutan ● Sustainability Report 89
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SMART MOBILITY
TO EMBRACE Privasi Pelanggan dan Keamanan Data Kinerja Ekonomi Tanggung Jawab Produk dan Jasa
SUSTAINABLE Customer Privacy and Data Security Economic Performance Products and Services Responsibility
BUSINESS
Digitalisasi Digitalization
MPM menerapkan digitalisasi sebagai salah satu pilar MPM has adopted digitalization as one of the key pillars
utama dalam menjaga keberlanjutan dan daya saing in maintaining business sustainability and competitiveness
bisnis di tengah dinamika pasar yang terus berkembang. amid evolving market dynamics. Information technology
Pemanfaatan teknologi informasi diterapkan secara is applied comprehensively, covering internal processes
menyeluruh, mencakup proses internal hingga interaksi as well as customer interactions, to enhance operational
dengan pelanggan, guna meningkatkan efisiensi efficiency, streamline business processes, and improve the
operasional, menyederhanakan proses bisnis, serta quality and consistency of services.
meningkatkan kualitas dan konsistensi layanan.
Inisiatif digitalisasi difokuskan pada optimalisasi Digitalization initiatives focus on optimizing resource
pengelolaan sumber daya, peningkatan akurasi dan management, improving data accuracy and availability, and
ketersediaan data, serta percepatan pengambilan keputusan accelerating decision-making based on reliable information.
berbasis informasi yang andal. Selain itu, inisiatif ini juga In addition, these initiatives create opportunities for
membuka ruang bagi pengembangan inovasi produk developing product and service innovations that are more
dan layanan yang lebih responsif terhadap kebutuhan responsive to customer needs, while supporting sustainable
pelanggan, sekaligus mendukung pertumbuhan bisnis business growth. Digital transformation is significantly
yang berkelanjutan. Inisiatif digitalisasi secara signifikan implemented across Subsidiaries and Associates, in line
dilaksanakan oleh Entitas Anak dan Entitas Asosiasi, sejalan with the characteristics of each business line, which rely
dengan karakteristik bisnis masing-masing yang sangat heavily on process speed, data accuracy, and system-
bergantung pada kecepatan proses, akurasi data, dan based services. Through this approach, MPM ensures
layanan berbasis sistem digital. Dengan pendekatan ini, that digital transformation not only enhances operational
MPM memastikan bahwa transformasi digital tidak hanya performance but also strengthens the foundation for long-
meningkatkan kinerja operasional, tetapi juga memperkuat term business resilience.
fondasi bisnis jangka panjang.
MPMInsurance MPMInsurance
Pada tahun 2025, MPMInsurance memprioritaskan inovasi In 2025, MPMInsurance prioritized digital innovation to
digital untuk meningkatkan efisiensi operasional, akurasi improve operational efficiency, process accuracy, and
proses, dan visibilitas kinerja di seluruh rantai nilai bisnis performance visibility across the insurance value chain.
asuransi. Fokus utama diarahkan pada otomasi proses The primary focus was on automating core processes that
inti yang memberikan dampak langsung terhadap directly reduce manual work, shorten processing time, and
pengurangan pekerjaan manual, percepatan waktu proses, strengthen internal controls.
serta penguatan pengendalian internal.
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Pengelolaan Pelanggan Customer Management Selain itu, digitalisasi juga berperan penting dalam Digitalization also plays a crucial role in enhancing service meningkatkan kualitas layanan kepada pelanggan dan quality for customers and business partners. The One Day mitra bisnis. Portal One Day Service memungkinkan Service Portal enables instant insurance transactions transaksi asuransi secara instan bagi tim pemasaran for field marketing teams, while in underwriting, the lapangan, sementara di sisi underwriting, penerapan implementation of digital checklists improves accuracy in checklist digital meningkatkan tingkat ketepatan dalam document intake and verification. In the claims process, the proses penerimaan dan verifikasi dokumen. Pada proses use of an artificial intelligence (AI)-based claims assistant klaim, pemanfaatan asisten klaim berbasis kecerdasan accelerates the issuance of Work Orders (SPK), integrated buatan (AI) mempercepat penerbitan Surat Perintah Kerja with the optimization of priority workshop networks to (SPK) yang diintegrasikan dengan optimalisasi jaringan maintain service level agreements (SLA) and repair quality. bengkel prioritas untuk menjaga pemenuhan service This initiative not only enhances customer experience level agreement (SLA) dan kualitas perbaikan kendaraan. but also strengthens cost control in claims management. Langkah ini tidak hanya meningkatkan pengalaman Looking ahead, MPMInsurance is preparing to improve pelanggan, tetapi juga memperkuat pengelolaan biaya cash flow efficiency through the implementation of digital klaim secara lebih terkendali. Ke depan, MPMInsurance payment and billing systems targeted for operation in juga menyiapkan penguatan efisiensi arus kas melalui 2026. This initiative is expected to enhance transaction implementasi sistem pembayaran dan penagihan digital transparency, accelerate cash cycles, and support more yang ditargetkan mulai beroperasi pada 2026. Inisiatif ini effective financial governance. diharapkan dapat meningkatkan transparansi transaksi, mempercepat siklus kas, serta mendukung tata kelola keuangan yang lebih efektif. MPMRent MPMRent Pada tahun 2025, MPMRent memanfaatkan inovasi dan In 2025, MPMRent leveraged innovation and digitalization digitalisasi untuk menyederhanakan proses bisnis inti, to streamline core business processes, improve operational meningkatkan efisiensi operasional, serta memperkuat efficiency, and strengthen governance and service quality tata kelola dan kualitas layanan kepada pelanggan dan for customers and business partners. mitra usaha. Digitalisasi juga berperan dalam mendukung pengambilan Digitalization also supports faster, data-driven decision- keputusan yang lebih cepat dan akurat berbasis data dan making and strengthens internal governance. The penguatan tata kelola internal. Pengembangan Insight development of Insight Web provides real-time Web menghadirkan dashboard kinerja cabang dan profil dashboards on branch performance and customer pelanggan secara real time sehingga manajemen dapat profiles, enabling management to monitor operations melakukan pemantauan operasional secara lebih efektif. more effectively. In addition, the implementation Selain itu, implementasi PNP Portal dan sistem persetujuan of the PNP Portal and digital approval systems for digital untuk evaluasi vendor berkontribusi terhadap vendor evaluation contributes to the standardization of standardisasi proses pengadaan dan pengelolaan mitra. procurement processes and partner management. These Inisiatif ini mempercepat alur persetujuan, meningkatkan initiatives accelerate approval workflows, enhance process transparansi proses, serta memperkuat akuntabilitas transparency, and strengthen internal accountability. internal. Melalui langkah-langkah tersebut, MPMRent Through these efforts, MPMRent ensures that digital memastikan bahwa transformasi digital tidak hanya transformation not only improves efficiency but also meningkatkan efisiensi, tetapi juga memperkokoh praktik reinforces good corporate governance practices. tata kelola perusahaan yang baik. 2025 Laporan Keberlanjutan ● Sustainability Report 91
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SMART MOBILITY
TO EMBRACE Privasi Pelanggan dan Keamanan Data Kinerja Ekonomi Tanggung Jawab Produk dan Jasa
SUSTAINABLE Customer Privacy and Data Security Economic Performance Products and Services Responsibility
BUSINESS
Inisiatif Digitalisasi MPM Head Office
MPM Head Office Digitalization Initiatives
Inisiatif Utama l Key Initiative Dampak terhadap Efisiensi Operasional l Impact on Operational Efficiency
AI untuk Operasi Pengembangan (DevOps) Memanfaatkan teknologi AI dalam proses pengembangan dan pengelolaan sistem
AI for Development Operations (DevOps) untuk meningkatkan efisiensi, kualitas aplikasi, serta kecepatan penyediaan layanan IT.
Leveraging AI technology in system development and management processes to
improve efficiency, application quality, and the speed of IT service delivery.
Knowledge Management System Mengembangkan Knowledge Management System sebagai sarana pengelolaan dan
berbagi informasi perusahaan secara terpusat.
Establishing a centralized Knowledge Management System to manage and share
corporate information more effectively across the organization.
MyProcurement Mengimplementasikan sistem MyProcurement untuk mendigitalisasi proses
(Digitalisasi Proses Pengadaan) pengadaan, mulai dari pengajuan kebutuhan hingga pemantauan proses pengadaan.
MyProcurement Implementing the MyProcurement system to digitalize the procurement process, from
(Procurement Process Digitalization) needs identification through to procurement monitoring, enhancing transparency and
process efficiency.
Inisiatif Digitalisasi MPMulia
MPMulia Digitalization Initiatives
Inisiatif Utama l Key Initiative Dampak terhadap Efisiensi Operasional l Impact on Operational Efficiency
Motorcycle Certification Fitur di Brompit bertujuan mengetahui hasil penilaian kondisi motor berdasarkan
aktivitas historis servis.
Brompit features enable assessment of motorcycle condition based on historical
service activity data.
Finco Integration with JMFI Pengiriman data pengajuan kredit motor secara otomatis, serta menerima status
pengajuan secara real time.
Automated transmission of motorcycle credit application data and real-time updates
on application status.
Hotline by Brompit Fitur di Brompit mulai dari melakukan pesanan Hotline hingga proses tracking.
Brompit features support hotline service requests, from order placement through
tracking of service progress.
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Pengelolaan Pelanggan
Customer Management
Inisiatif Digitalisasi MPMInsurance
MPMInsurance Digitalization Initiatives
Inisiatif Utama l Key Initiative Dampak terhadap Efisiensi Operasional l Impact on Operational Efficiency
Leasing Joint Promo Amortization Engine Mengotomasi amortisasi biaya akuisisi >28.000 polis, memangkas ±90% pekerjaan
manual dengan akurasi 100%.
Automates amortization of acquisition costs for more than 28,000 policies, reducing
over 90% of manual work with 100% accuracy.
Broker Reconciliation Otomasi rekonsiliasi >10.000 transaksi pembayaran broker, mengurangi beban
administrasi dan risiko kesalahan.
Automates reconciliation of more than 10,000 broker payment transactions, reducing
administrative burden and error risk.
Agent & Referral Acquisition System Mengurangi ±60% beban kerja perhitungan biaya agen dan memperkuat kontrol
internal melalui mekanisme otomatis.
Reduces more than 60% of workload related to agent cost calculations and
strengthens internal controls through automated mechanisms.
Reassurance Claim Monitoring Meningkatkan visibilitas klaim reasuransi end-to-end dan mendukung potensi
pemulihan klaim >Rp15 miliar.
Enhances end-to-end visibility of reinsurance claims and supports potential claim
recoveries exceeding IDR15 billion.
Inisiatif Digitalisasi MPMRent
MPMRent Digitalization Initiatives
Inisiatif Utama l Key Initiative Dampak terhadap Efisiensi Operasional l Impact on Operational Efficiency
AUKSI Mobile Apps Menyederhanakan proses lelang end-to-end, mengurangi tahapan manual, dan
meningkatkan kecepatan serta akurasi transaksi.
Streamlines the end-to-end auction process, reduces manual steps, and improves
transaction speed and accuracy.
AUKSI Web Revamp Meningkatkan kemudahan penggunaan dan efisiensi proses lelang
melalui perbaikan UI/UX.
Enhances user experience and operational efficiency through improved UI/UX in the
auction platform.
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SMART MOBILITY
TO EMBRACE Privasi Pelanggan dan Keamanan Data Kinerja Ekonomi Tanggung Jawab Produk dan Jasa
SUSTAINABLE Customer Privacy and Data Security Economic Performance Products and Services Responsibility
BUSINESS
Evaluasi Keamanan Produk dan Jasa [OJK F.27.] Product and Service Safety Evaluation [OJK F.27.]
MPM menempatkan evaluasi keamanan produk dan MPM places product and service safety evaluation as a top
jasa sebagai prioritas utama untuk memastikan kualitas, priority to ensure the quality, reliability, and safety of the
keandalan dan keselamatan layanan yang diberikan services delivered to customers. Each product and service is
kepada konsumen. Setiap produk dan layanan dievaluasi periodically evaluated through quality control mechanisms,
secara berkala melalui mekanisme pengendalian mutu, risk management practices, and compliance with applicable
manajemen risiko, serta kepatuhan terhadap standar dan standards and regulations. This approach aims to mitigate
regulasi yang berlaku. Pendekatan ini bertujuan untuk potential risks from an early stage and maintain customer
memitigasi potensi risiko sejak tahap awal serta menjaga trust across all business lines within the Group.
kepercayaan pelanggan terhadap seluruh lini usaha Grup.
Sebagai distributor resmi sepeda motor Honda, MPMulia As an authorized distributor of Honda motorcycles,
memastikan seluruh unit yang didistribusikan telah lulus MPMulia ensures that all distributed units have passed
pengujian dan Quality Control (QC) dari produsen sesuai manufacturer testing and Quality Control (QC) in
standar manufaktur. Selain itu, MPMulia juga melakukan accordance with established manufacturing standards.
pemeriksaan akhir (pre-delivery inspection) terhadap kondisi In addition, MPMulia conducts final inspections (pre-
fisik dan fungsi kendaraan, termasuk sistem keselamatan delivery inspections) covering the physical condition and
seperti rem, untuk memastikan setiap unit berada dalam functionality of vehicles, including safety systems such
kondisi optimal dan aman digunakan sebelum diserahkan as brakes, to ensure that each unit is in optimal and safe
kepada pelanggan. condition before delivery to customers.
MPMRent menerapkan Sistem Manajemen Mutu ISO MPMRent implements the ISO 9001 Quality Management
9001 sebagai kerangka kerja dalam pengendalian kualitas System as a framework for fleet and service quality
armada dan layanan. Seluruh kendaraan sewaan menjalani control. All rental vehicles undergo routine maintenance
pemeliharaan dan inspeksi rutin guna menjaga kesiapan and inspections to ensure operational readiness and
operasional dan keselamatan pengguna. Pengelolaan user safety. Fleet management is also supported by
armada juga didukung oleh pengemudi yang memenuhi drivers who meet competency, health, and driving safety
standar kompetensi, kesehatan, serta kepatuhan terhadap compliance standards.
ketentuan keselamatan berkendara.
Sementara itu, MPMInsurance memastikan keamanan Meanwhile, MPMInsurance ensures product and service
produk dan layanan melalui penerapan manajemen safety through comprehensive risk management, portfolio
risiko yang komprehensif, diversifikasi portofolio, serta diversification, and the use of digital technology. All
pemanfaatan teknologi digital. Seluruh produk asuransi insurance products are assessed based on risk profiles,
dikaji dari aspek profil risiko, kecukupan premi, serta premium adequacy, and regulatory compliance, with the
kepatuhan terhadap regulasi, dengan tingkat Risk- Risk-Based Capital (RBC) ratio consistently maintained
Based Capital (RBC) yang secara konsisten berada di above regulatory requirements. Service security and
atas ketentuan regulator. Keamanan dan transparansi transparency are further strengthened through digital
layanan juga diperkuat melalui inovasi digital, termasuk innovations, including premium simulation calculators that
penyediaan kalkulator simulasi premi untuk membantu help customers better understand benefits and coverage.
pelanggan memahami manfaat dan cakupan perlindungan
secara lebih jelas.
Sepanjang tahun 2025, tidak terdapat produk/jasa Grup Throughout 2025, no MPM Group products or services
MPM yang ditarik kembali atas alasan apa pun. Hal ini were subject to recall for any reason. This reflects
mencerminkan efektivitas sistem pengendalian mutu the effectiveness of quality control systems and risk
dan manajemen risiko yang diterapkan di seluruh entitas management practices implemented across all business
usaha. [OJK F.29.] entities. [OJK F.29]
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Pengelolaan Pelanggan Customer Management Literasi Keuangan dan Asuransi bagi Generasi Muda Financial and Insurance Literacy for Youth Sejalan dengan komitmennya dalam mendukung peningkatan literasi keuangan dan penguatan kapasitas generasi muda, MPMInsurance berkolaborasi dengan MPMX menyelenggarakan program edukasi keuangan dan asuransi melalui Life Skill Training Center (LSTC) bertema “Smart Finance, Smart Protection: Literasi Keuangan & Asuransi untuk Generasi Muda”. Program ini dirancang untuk membekali mahasiswa dengan pemahaman dasar mengenai pengelolaan keuangan pribadi, perencanaan finansial yang sehat, serta meningkatkan kesadaran akan pentingnya perlindungan asuransi sejak dini. Kegiatan ini dilaksanakan pada 5–6 November 2025 dengan melibatkan 100 mahasiswa dari Institut Sains & Teknologi Nasional (ISTN) dan Universitas Indonesia Maju. Melalui kegiatan ini, MPMInsurance tidak hanya berperan sebagai penyedia layanan proteksi, tetapi juga sebagai mitra edukasi yang mendorong generasi muda untuk mengambil keputusan finansial yang lebih bijak, terencana, dan berkelanjutan. Inisiatif ini sekaligus menjadi bagian dari kontribusi perusahaan dalam memperkuat ketahanan finansial masyarakat di masa depan. In line with its commitment to enhancing financial literacy and strengthening the capacity of younger generations, MPMInsurance, in collaboration with MPMX, organized a financial and insurance education program through the Life Skill Training Center (LSTC) under the theme “Smart Finance, Smart Protection: Financial & Insurance Literacy for Youth.” The program was designed to equip university students with a fundamental understanding of personal financial management, sound financial planning, and the importance of early insurance protection. The program was conducted on 5–6 November 2025 and involved 100 students from Institut Sains & Teknologi Nasional (ISTN) and Universitas Indonesia Maju. Through this initiative, MPMInsurance not only serves as a provider of protection services but also as an educational partner that encourages young people to make more informed, planned, and sustainable financial decisions. This initiative also represents the Company’s contribution to strengthening the long-term financial resilience of society. 2025 Laporan Keberlanjutan ● Sustainability Report 95
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SMART MOBILITY
TO EMBRACE Privasi Pelanggan dan Keamanan Data Kinerja Ekonomi Tanggung Jawab Produk dan Jasa
SUSTAINABLE Customer Privacy and Data Security Economic Performance Products and Services Responsibility
BUSINESS
PENGELOLAAN PELANGGAN [OJK F.30.] CUSTOMER MANAGEMENT [OJK F.30.]
MPM menyediakan berbagai saluran komunikasi yang MPM provides various accessible communication
mudah diakses bagi pelanggan untuk menyampaikan channels for customers to submit inquiries, feedback, and
pertanyaan, masukan, maupun pengaduan sebagai bagian complaints as part of its commitment to responsive and
dari komitmen terhadap pelayanan yang responsif dan customer-oriented service. In addition, MPM conducts
berorientasi pada pelanggan. Selain itu MPM secara berkala periodic customer satisfaction surveys as part of its
melaksanakan survei kepuasan pelanggan sebagai bagian service evaluation process. Each business segment within
dari evaluasi layanan. Setiap segmen usaha dalam Grup the MPM Group maintains structured and independently
MPM memiliki mekanisme penanganan pengaduan dan managed complaint-handling mechanisms and customer
pelaksanaan survei kepuasan yang dikelola secara mandiri satisfaction surveys, ensuring that issues are addressed
dan terstruktur, sehingga setiap isu dapat ditangani secara promptly, appropriately, and in accordance with the
cepat, tepat, dan sesuai dengan karakteristik masing- specific characteristics of each line of business.
masing lini bisnis.
MPMulia
MPMulia mengelola pengaduan pelanggan sepeda motor MPMulia manages customer complaints related to Honda
Honda melalui Divisi Honda Customer Care Center (HC3) motorcycles through the Honda Customer Care Center
yang didukung Sub-Department Customer Assistant. Unit (HC3) Division, supported by the Customer Assistant
ini menjadi pusat layanan pengaduan dan informasi terkait Sub-Department. This unit serves as the central point for
produk, penjualan, serta layanan purna jual di jaringan complaints handling and information services related to
diler, bengkel resmi Honda, dan toko suku cadang di products, sales, and after-sales services across the dealer
wilayah Jawa Timur dan Nusa Tenggara Timur. network, authorized Honda workshops, and spare parts
stores in East Java and East Nusa Tenggara.
Sepanjang tahun 2025, MPMulia menerima 19.438 suara Throughout 2025, MPMulia received 19,438 customer
pelanggan, yang mayoritas berupa inquiry sebesar 94%, di submissions, the majority of which were inquiries 94%, of
mana 82,7% diantaranya merupakan permintaan layanan which 82.7% were requests for HondaCare services and/
HondaCare dan/atau servis kunjung. Seluruh pengaduan or home service visits. All complaints were successfully
berhasil ditangani dengan tingkat penyelesaian mencapai addressed, achieving a 100% resolution rate, reflecting
100%, mencerminkan komitmen MPMulia dalam menjamin MPMulia’s commitment to ensuring customer satisfaction.
kepuasan pelanggan.
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Pengelolaan Pelanggan
Customer Management
Untuk mengukur kualitas layanan, MPMulia melakukan To measure service quality, MPMulia conducts periodic
pengukuran kepuasan pelanggan secara berkala melalui customer satisfaction assessments through structured
mekanisme survei yang terstruktur. Pengukuran ini dibagi survey mechanisms. These assessments are divided
ke dalam dua wilayah, yaitu wilayah Nusa Tenggara Timur into two regions: East Nusa Tenggara and East Java
dan Jawa Timur (di luar Kota Malang, Kabupaten Malang, (excluding Malang City, Malang Regency, and Blitar),
dan Blitar) atau M2Z; serta wilayah Kota Malang, Kabupaten referred to as M2Z; and Malang City, Malang Regency,
Malang, dan Blitar atau M3Z. Pembagian wilayah ini and Blitar, referred to as M3Z. This regional segmentation
dilakukan untuk memastikan cakupan responden serta is designed to ensure adequate respondent coverage
meningkatkan akurasi hasil survei sebagai dasar perbaikan and improve the accuracy of survey results as a basis for
layanan berkelanjutan. continuous service improvement.
Untuk mengukur tingkat kepuasan pelanggan, MPMulia To evaluate customer satisfaction levels, MPMulia conducts
melaksanakan beberapa jenis survei: (1) Survei Net several types of surveys: (1) the Net Promoter Index (NPI)
Promoter Index (NPI) dilakukan setiap semester bekerja survey, conducted semi-annually in collaboration with
sama dengan Honda untuk mengukur tingkat kesediaan Honda to measure customers’ willingness to recommend
pelanggan merekomendasikan layanan jaringan diler, dealer networks, AHASS workshops, and spare parts
AHASS, dan toko suku cadang kepada pihak lain; (2) Survei stores to others; (2) the Customer Satisfaction Index (CSI)
Customer Satisfaction Index (CSI) dilaksanakan melalui survey, conducted through direct field surveys to evaluate
survei lapangan secara langsung guna mengevaluasi customer satisfaction with dealer, workshop, and multi-
kepuasan pelanggan terhadap layanan jaringan diler, brand spare parts store services; and (3) the Customer
bengkel, dan toko suku cadang lintas merek; dan (3) Survei Satisfaction Level (CSL) survey, conducted semi-annually
Customer Satisfaction Level (CSL) setiap semester melalui through field surveys to assess the quality of services
survei lapangan untuk menilai kualitas layanan yang received by end users of Honda motorcycles.
diterima konsumen akhir sepeda motor Honda.
Hasil survei tahun 2025 menunjukkan peningkatan The 2025 survey results indicate an increase compared
dibandingkan tahun sebelumnya, sebagaimana disajikan to the previous year, as presented in the performance
dalam tabel kinerja berikut. table below.
Saluran Pelanggan MPMulia
Customer Voices at MPMulia
Kontak Pelayanan oleh Astra Honda Motor ▪ Service Contact by Astra Honda Motor
E-mail: customercare@astra-honda.com Telepon (call): 021-1500-989
Direct Message Sosial Media Facebook,
SMSCare: 0811-9500-989
Instagram: Astra Honda Care
Kontak Pelayanan oleh MPMulia ▪ Service Contact by MPMulia
Direct Message
Customer Engagement Apps: Brompit
Facebook/Instagram: mpmhondajatim,
Whatsapp dengan nama Melisha.
Hotline: 0-800-11-46632
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TO EMBRACE Privasi Pelanggan dan Keamanan Data Kinerja Ekonomi Tanggung Jawab Produk dan Jasa
SUSTAINABLE Customer Privacy and Data Security Economic Performance Products and Services Responsibility
BUSINESS
Mekanisme Pelaporan
Reporting Mechanism
Konsumen yang memiliki pengaduan/pertanyaan/aduan menghubungi melalui sarana yang disediakan oleh Astra Honda
Motor atau MPMulia. Astra Honda Motor menerima pengaduan, mencatat dan meneruskan ke Customer Assistant Officer
melalui sistem yang tersedia untuk Konsumen yang menghubungi sarana MPMulia, maka Customer Assistant Officer yang
menerima pengaduan akan mencatat di sistem
1 Consumers with complaints and questions can contact Astra Honda Motor or MPMulia through the available channels.
Astra Honda Motor records and forwards complaints to the Customer Assistant Officer via the designated system.
Meanwhile, for consumers who reach out through MPMulia’s channels, the Customer Assistant Officer ensures that each
complaint is properly documented in the system for further resolution
Customer Assistant Officer akan menghubungi konsumen dan dealer/AHASS/Toko untuk menggali informasi pengaduan
lebih dalam dalam kurun waktu 1 x 12 jam kerja
2 The Customer Assistant Officer will contact the consumer and dealer/AHASS/Store to gather more in-depth complaint
information within 1 x 12 working hours
Setelah mengetahui detail pengaduan, Customer Assistant Officer berkoordinasi dengan Tim Taskforce untuk menyelesaikan
pengaduan konsumen dalam kurun waktu 2 x 24 jam kerja sesuai dengan syarat ketentuan dan kondisi
3 Upon receiving complaint details, the Customer Assistant Officer coordinates with the Taskforce Team to resolve consumer
complaint within 2 x 24 working hours in accordance with the terms, conditions, and circumstances
Customer Assistant Officer menyampaikan pengaduan yang sudah selesai dan menanyakan kepada konsumen apakah customer
voice sudah terselesaikan. Jika sudah, maka Customer Assistant Officer akan mencatat penyelesaian pengaduan di sistem
4 The Customer Assistant Officer communicates the resolved complaint and asks the consumer whether it has been properly
addressed. If so, the Customer Assistant Officer will document the complaint resolution in the system
Customer Assistant Supervisor akan melakukan pemantauan status customer voice setiap hari dan laporan evaluasi
pengaduan konsumen akan dikirimkan ke manajemen MPMulia dan Astra Honda Motor secara rutin per bulan
5 The Customer Assistant Supervisor will monitor the status of customer voices daily and the evaluation reports will be sent
to MPMulia Management and Astra Honda Motor on a regular monthly basis
Kinerja Pengelolaan Suara Pelanggan MPMulia
Customer Voices Management Performance at MPMulia
Deskripsi l Description 2025 2024 2023
Suara diterima
19.438 9.869 7.423
Voices received
Suara diselesaikan
19.438 9.869 7.423
Voices resolved
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Pengelolaan Pelanggan
Customer Management
Hasil Survei Kepuasan Pelanggan MPMulia Wilayah M2Z
MPMulia Customer Satisfaction Survey Result for the M2Z Region
Parameter Survei l Survey Parameters 2025 2024 2023
Net Promotor Score 97,2% 94,80% 84,10%
Customer Satisfaction Index 94,5% 94,80% 93,00%
CSL Total 94,2% 93,80% 92,50%
CSL Layanan Penjualan Sepeda Motor (H1)
94,3% 94,00% 93,60%
CSL Motorcycle Sales Service (H1)
CSL Fungsi Layanan Jasa Bengkel (H2)
93,7% 93,30% 91,10%
CSL Workshop Service Function (H2)
CSL Layanan Penjualan Suku Cadang (H3)
94,7% 94,10% 92,80%
CSL Spare Parts Sales Service (H3)
Hasil Survei Kepuasan Pelanggan MPMulia Wilayah M3Z
MPMulia Customer Satisfaction Survey Result for the M3Z Region
Parameter Survei l Survey Parameters 2025 2024 2023
Net Promotor Score 99,3% 90,70% 83,60%
Customer Satisfaction Index 93,6% 93,40% 92,50%
CSL Total 93,9% 93,40% 91,90%
CSL Layanan Penjualan Sepeda Motor (H1)
93,6% 93,20% 92,90%
CSL Motorcycle Sales Service (H1)
CSL Fungsi Layanan Jasa Bengkel (H2)
93,5% 93,10% 91,00%
CSL Workshop Service Function (H2)
CSL Layanan Penjualan Suku Cadang (H3)
94,5% 93,80% 92,50%
CSL Spare Parts Sales Service (H3)
Hasil Survei Gabungan Wilayah M2Z dan M3Z
Combined Survei Results for the M2Z and M3Z Region
98,5% 94,20% 93,90%
2025 2024 2023
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SMART MOBILITY
TO EMBRACE Privasi Pelanggan dan Keamanan Data Kinerja Ekonomi Tanggung Jawab Produk dan Jasa
SUSTAINABLE Customer Privacy and Data Security Economic Performance Products and Services Responsibility
BUSINESS
MPMInsurance
MPMInsurance menyediakan mekanisme penanganan MPMInsurance provides a structured and accessible customer
pengaduan pelanggan yang terstruktur dan mudah diakses complaint handling mechanism as part of its commitment
sebagai bagian dari komitmen terhadap perlindungan to consumer protection. Complaints submitted via email
konsumen. Setiap pengaduan yang diterima melalui email at pengaduan@mpm-insurance.com are forwarded to
pengaduan@mpm-insurance.com diteruskan kepada the relevant Division or Department for prompt follow-up,
Divisi atau Departemen terkait untuk segera ditindaklanjuti, while complaints received through the Financial Services
sementara pengaduan yang masuk melalui Aplikasi Portal Authority’s Consumer Complaint Portal Application (APPK
Pengaduan Konsumen (APPK) OJK ditangani sesuai dengan OJK) are handled in accordance with applicable regulations
ketentuan dan prosedur yang berlaku guna memastikan and procedures to ensure compliance and accountability in
kepatuhan serta akuntabilitas proses penyelesaian. the resolution process.
Sepanjang tahun 2025, MPMInsurance menerima tiga Throughout 2025, MPMInsurance received three complaint
laporan pengaduan di mana seluruhnya telah diselesaikan reports, all of which were resolved in accordance with
sesuai prosedur yang ada. established procedures.
Untuk memantau dan meningkatkan kualitas layanan, To monitor and enhance service quality, MPMInsurance
MPMInsurance melaksanakan survei kepuasan pelanggan conducts customer satisfaction surveys through the
melalui saluran WhatsApp resmi perusahaan, yang mencakup Company’s official WhatsApp channel, measuring
pengukuran Customer Satisfaction (CSAT) dan Net Promoter Customer Satisfaction (CSAT) and Net Promoter Score
Score (NPS). Pada November 2025, MPMInsurance mencatat (NPS). In November 2025, MPMInsurance recorded strong
kinerja kepuasan pelanggan yang solid dengan capaian customer satisfaction performance, achieving results 27%
27% di atas target. Pencapaian ini terutama didorong above target. This achievement was primarily driven by
oleh peningkatan kepuasan pada layanan klaim seiring improved satisfaction with claims services, supported by
dengan implementasi digitalisasi dan penguatan proses digitalization initiatives and strengthened operational
operasional yang berdampak pada percepatan layanan processes that accelerated service delivery and enhanced
serta peningkatan transparansi bagi pelanggan. transparency for customers.
Saluran Pelanggan MPMInsurance
Customer Voices at MPMInsurance
Kontak ▪ Contact
E-mail: pengaduan@mpm-insurance.com Call Center: 021-1500-676
https://www.mpm-insurance.com/
WhatsApp: 0811-1588-676
tentang-kami/pengaduan-pelanggan/
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Pengelolaan Pelanggan
Customer Management
Mekanisme Pelaporan
Reporting Mechanism
Pelanggan bisa melakukan pelaporan pengaduan melalui berbagai saluran yang disiapkan
1 Customers can submit complaint through various reporting channels
Pengaduan akan dimasukan ke ticketing system untuk melacak sejauh mana pengaduan dapat diatasi dan dapat melihat
Service Level Agreement (SLA) pengerjaan masing-masing
2 The complaint will be entered into the ticketing system to track the extent to which it can be resolved and to view the
Service Level Agreement (SLA) for each task
Sistem akan langsung mendistribusikan pengaduan sesuai dengan divisi terkait. Kemudian pelanggan yang melakukan
pengaduan akan diinformasikan melalui e-mail otomatis terpisah bahwa pengaduan sudah ditangani
3 The system will directly forward the complaint to the relevant division. Then, the complaining customer will be informed via a
separate automated e-mail that the complaint is being addressed
Apabila pengaduan sudah diselesaikan maka tim terkait dapat melakukan penutupan tiket pada sistem yang sama lalu e-mail
otomatis berisi notifikasi bahwa pengerjaan telah selesai beserta solusinya, akan dikirimkan ke pelanggan terkait
4 If the complaint has been resolved, the relevant team can close the ticket in the same system, and then an automated e-mail
containing a notification that the task has been completed along with the solution will be sent to the customer
Pada e-mail penyelesaian juga akan tertera link seluruh media sosial MPMInsurance beserta link untuk mengukur kepuasan
pelanggan terkait pelayanan yang diberikan
5 The resolution e-mail will also include links to all MPMInsurance social media and a link to measure customer satisfaction
regarding the service
Kinerja Pengelolaan Suara Pelanggan MPMInsurance
Customer Voices Management Performance at MPMInsurance
Deskripsi l Description 2025 2024 2023
Suara diterima
3 2 0
Voices received
Suara diselesaikan
3 2 0
Voices resolved
Hasil Survei Kepuasan Pelanggan MPMInsurance
MPMInsurance Customer Satisfaction Survey
Jenis Survei l Type of Survey 2025 2024 2023
Customer Satisfaction (CSAT) Index 8,67 5,00 4,15
Net Promotor Score (NPS) 27,20% 18,00% 40,00%
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SMART MOBILITY
TO EMBRACE Privasi Pelanggan dan Keamanan Data Kinerja Ekonomi Tanggung Jawab Produk dan Jasa
SUSTAINABLE Customer Privacy and Data Security Economic Performance Products and Services Responsibility
BUSINESS
MPMRent
MPMRent mencatat dan menindaklanjuti seluruh laporan MPMRent records and follows up on all customer reports
atau pengaduan pelanggan yang diterima melalui saluran or complaints received through its customer service
layanan pelanggan dengan mendokumentasikan identitas channels by documenting customer identities and report
pelanggan serta detail laporan ke dalam sistem untuk details within the system for further handling. Throughout
penanganan lebih lanjut. Sepanjang tahun 2025, MPMRent 2025, MPMRent received 203 complaints, the majority of
menerima 203 pengaduan, yang mayoritas berkaitan which were related to the condition of units received by
dengan kondisi unit yang diterima pelanggan saat customers at the time of rental. All complaints received
penyewaan. Seluruh pengaduan yang diterima berhasil were successfully resolved by the end of 2025.
diselesaikan hingga akhir tahun 2025.
Untuk mengukur tingkat kepuasan pelanggan, MPMRent To measure customer satisfaction, MPMRent conducted
melaksanakan Survei Kepuasan Pelanggan pada a Customer Satisfaction Survey from November 2025 to
periode November 2025 hingga Februari 2026 untuk February 2026 to evaluate service quality throughout 2025
mengevaluasi kualitas layanan sepanjang tahun 2025 serta and identify opportunities for service improvement. The
mengidentifikasi peluang peningkatan layanan. Survei survey was carried out through direct interviews and online
dilakukan melalui wawancara langsung dan media online channels, with the support of an independent consulting
dengan dukungan lembaga konsultan independen sebagai firm acting on behalf of MPMRent to ensure the objectivity,
perwakilan MPMRent guna memastikan objektivitas, credibility, and validity of the measurement results.
kredibilitas, serta validitas hasil pengukuran.
Saluran Pelanggan MPMRent
Customer Voices at MPMRent
Kontak ▪ Contact
Telepon (call):
021-1500-068
WhatsApp (chat only):
0813 8 1500068
Website (live chat):
www.mpm-rent.com
E-mail:
contact@mpm-rent.com
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Pengelolaan Pelanggan
Customer Management
Mekanisme Pelaporan
Reporting Mechanism
Pelanggan bisa melakukan pelaporan pengaduan melalui berbagai saluran yang telah disediakan
1 Customers can submit complaints through various reporting channels provided
Pengaduan akan diterima Contact Center Agent yang akan melakukan penggalian kebutuhan dan melakukan pencatatan/
pendokumentasian ke ticketing system
2 Complaints will be received by the Contact Center Agent who will gather requirements and record/document them into
the ticketing system
Sistem akan langsung mendistribusikan pengaduan ke Responder/PIC Responsible yang akan menghubungi pelanggan
untuk solusi atas kebutuhan pelanggan dan hasilnya akan dimasukkan kembali ke ticketing system terkait solusi & informasi
3 penanganan yang telah dilakukan
The system will directly forward complaint to the Responder/Responsible PIC who will contact the customer to address their
needs, and the results will be re-entered into the ticketing system regarding the solutions & handling information
Contact Center Agent akan menarik data dari sistem untuk tiket yang memiliki status complete untuk dilakukan konfirmasi
kepada pelanggan dan menanyakan satisfaction rating (skala 1 sampai 5)
4 The Contact Center Agent will pull data from the system for tickets with a complete status to confirm with the customer
and ask for a satisfaction rating (scale 1 to 5)
Contact Center Agent akan mendokumentasikan satisfaction rating pada ticketing system dan mengubah status tiket
5 The Contact Center Agent will document the satisfaction rating in the ticketing system and change the ticket status
Kinerja Pengelolaan Suara Pelanggan MPMRent
Customer Voices Management Performance at MPMRent
Deskripsi l Description 2025 2024 2023
Suara diterima
203 184 192
Voices received
Suara diselesaikan
203 184 192
Voices resolved
Hasil Survei Kepuasan Pelanggan MPMRent
MPMRent Customer Satisfaction Survey
Jenis Survei l Type of Survey 2025 2024 2023
Net Promotor Score (NPS) 26,2% 19% 8%
Customer Satisfaction (CSAT) Index 6,25 6,02* 83,71
Customer Loyalty Index 6,05 5,84* 83,29
*Terdapat perbedaan populasi sampel dan metode survei yang digunakan dibandingkan dengan tahun sebelumnya
There were differences in the sample population and the survey methods used compared to the previous year
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Smart Mobility
to Embrace
Employee Well-Being
106 Karyawan dan Kesetaraan Kesempatan
Employee and Equal Opportunity
122 Pelatihan dan Pendidikan
Training and Education
127 Lingkungan Kerja yang Aman dan Nyaman
Safe and Healthy Workplace
05
Page 105
MPM mengelola sumber daya manusia dengan menempatkan prinsip transparansi, keadilan, dan kesejahteraan sebagai fondasi utama." "MPM manages its human resources by placing transparency, fairness, and employee well-being as core principles."
Page 106
SMART MOBILITY TO Karyawan dan Kesetaraan Kesempatan Pelatihan dan Pendidikan Lingkungan Kerja yang Aman dan Nyaman
EMBRACE EMPLOYEE Employee and Equal Opportunity Training and Education Safe and Healthy Workplace
WELL-BEING
Smart Mobility to Embrace
Employee Well-Being
MPM menetapkan pilar Smart Mobility to Embrace MPM has established the pillar Smart Mobility to Embrace
Employee Well-Being sebagai bagian dari Strategi Employee Well-Being as part of its Sustainability Strategy,
Keberlanjutan dengan fokus pada penciptaan lingkungan focusing on creating a work environment that supports
kerja yang mendukung kesehatan, keselamatan, dan employee health, safety, and comfort. This pillar is designed
kenyamanan karyawan. Pilar ini dirancang untuk to ensure that every employee can perform optimally
memastikan bahwa setiap karyawan dapat bekerja secara within a conducive workplace, supported by systems,
optimal dalam lingkungan kerja yang kondusif dengan policies, and a work culture oriented toward well-being.
dukungan sistem, kebijakan, dan budaya kerja yang
berorientasi pada kesejahteraan.
Melalui penerapan berbagai kebijakan, program, dan Through the implementation of various policies, programs,
penyediaan fasilitas yang mendorong kesejahteraan and facilities that promote physical and mental well-
fisik dan mental serta keseimbangan kehidupan kerja, being as well as work-life balance, MPM seeks to enhance
MPM berupaya meningkatkan kualitas pengalaman the overall employee experience while strengthening
kerja sekaligus memperkuat rasa keterikatan karyawan employee engagement with the Company.
terhadap perusahaan.
MPM meyakini bahwa karyawan merupakan aset strategis MPM recognizes that employees are a strategic asset.
perusahaan. Oleh karena itu, investasi pada kesejahteraan Therefore, investment in employee well-being and
dan keterlibatan karyawan tidak hanya bertujuan engagement is not only intended to improve individual
meningkatkan kualitas hidup individu, tetapi juga quality of life, but also to strengthen productivity, loyalty,
memperkuat produktivitas, loyalitas, dan keberlanjutan and the overall sustainability of organizational performance.
kinerja organisasi secara keseluruhan.
KARYAWAN DAN EMPLOYEE AND
KESETARAAN KESEMPATAN EQUAL OPPORTUNITY
Relevansi Topik terhadap Bisnis [GRI 3-3] Relevance of the Topic to the Business [GRI 3-3]
Lingkungan kerja yang aman, inklusif, dan memberikan A safe, inclusive workplace that provides equal
kesempatan yang setara berperan penting dalam opportunities plays a critical role in enhancing employee
meningkatkan keterlibatan, loyalitas, serta produktivitas engagement, loyalty, and productivity, while strengthening
karyawan, sekaligus memperkuat reputasi perusahaan the Company’s reputation as an employer capable of
sebagai tempat kerja yang mampu menarik dan attracting and retaining high-quality talent.
mempertahankan talenta berkualitas.
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Sebaliknya, ketidakpuasan terhadap sistem penghargaan On the other hand, dissatisfaction with reward systems dan kurangnya kesetaraan kesempatan berpotensi and a lack of equal opportunity may reduce motivation, menurunkan motivasi, meningkatkan turnover, serta increase turnover, and adversely affect organizational berdampak pada kinerja organisasi. Selain faktor internal, performance. In addition to internal factors, MPM also MPM juga menyadari adanya risiko eksternal, seperti cuaca recognizes external risks—such as extreme weather and ekstrem dan kondisi lingkungan yang dapat memengaruhi environmental conditions—that may affect employee kesehatan serta tingkat kehadiran karyawan, yang health and attendance, ultimately impacting productivity pada akhirnya turut berdampak pada produktivitas dan and operational continuity. kelancaran operasional. Oleh sebab itu, MPM terus memperkuat program Therefore, MPM continues to strengthen employee well- kesejahteraan karyawan serta praktik kesetaraan being programs and equal opportunity practices to kesempatan guna menjaga stabilitas kinerja dan maintain performance stability and business sustainability, keberlanjutan bisnis, sekaligus mendukung terciptanya while supporting the creation of a resilient, competitive, lingkungan kerja yang berkelanjutan dan berdaya saing. and sustainable workplace. Pengelolaan Karyawan dan Kesetaraan Management of Employee and Equal Kesempatan [GRI 3-3] Opportunity [GRI 3-3] MPM mengelola sumber daya manusia dengan MPM manages its human resources by placing transparency, menempatkan prinsip transparansi, keadilan, dan fairness, and employee well-being as core principles. This kesejahteraan sebagai fondasi utama. Pendekatan ini approach ensures that all processes—from recruitment memastikan bahwa setiap proses, mulai dari rekrutmen to career development—are conducted objectively, hingga pengembangan karier, dijalankan secara objektif, systematically, and in alignment with organizational needs. terstruktur, dan selaras dengan kebutuhan organisasi. Proses rekrutmen dilaksanakan secara transparan dan Recruitment processes are carried out transparently and on berbasis kompetensi untuk memastikan setiap kandidat a competency-based basis to ensure that all candidates are memperoleh kesempatan yang setara. Kinerja karyawan provided with equal opportunities. Employee performance dievaluasi secara berkala melalui sistem Key Performance is evaluated periodically through a Key Performance Indicator (KPI), yang menjadi dasar penetapan remunerasi, Indicator (KPI) system, which serves as the basis for promosi, serta perencanaan pengembangan karier secara determining remuneration, promotions, and career adil dan proporsional. Dengan sistem yang terstruktur development planning in a fair and proportional manner. tersebut, MPM memastikan adanya keterkaitan yang jelas Through this structured system, MPM ensures a clear antara kinerja, penghargaan, dan peluang pengembangan linkage between performance, rewards, and development bagi setiap karyawan. opportunities for every employee. Sejalan dengan komitmen terhadap kesetaraan kesempatan In line with its commitment to equal opportunity and dan penghormatan terhadap Hak Asasi Manusia (HAM), respect for Human Rights, MPM fosters an inclusive work MPM mendorong terciptanya lingkungan kerja yang environment free from all forms of discrimination. Human inklusif dan bebas dari segala bentuk diskriminasi. Prinsip- rights principles are integrated into the Code of Conduct prinsip HAM diintegrasikan ke dalam Code of Conduct and Company Regulations as behavioral guidelines for all dan Peraturan Perusahaan sebagai pedoman perilaku employees, management, and internal stakeholders. bagi seluruh karyawan, manajemen, dan pemangku kepentingan internal. 2025 Laporan Keberlanjutan ● Sustainability Report 107
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SMART MOBILITY TO Karyawan dan Kesetaraan Kesempatan Pelatihan dan Pendidikan Lingkungan Kerja yang Aman dan Nyaman
EMBRACE EMPLOYEE Employee and Equal Opportunity Training and Education Safe and Healthy Workplace
WELL-BEING
MPM secara tegas melarang praktik diskriminasi dalam MPM strictly prohibits any form of discrimination and rejects
bentuk apa pun, serta menolak praktik pekerja anak maupun child labor and forced labor practices across all operations.
kerja paksa di seluruh operasional. Untuk memastikan To ensure effective implementation, MPM provides a
implementasi yang efektif, MPM menyediakan saluran whistleblowing system managed by an independent third
whistleblowing system yang dikelola oleh pihak ketiga party. This mechanism enables the safe, confidential, and
independen. Mekanisme ini memungkinkan pelaporan non-retaliatory reporting of alleged violations, including
dugaan pelanggaran, termasuk yang berkaitan dengan isu those related to human rights issues. All reports are followed
HAM, secara aman, rahasia, dan tanpa risiko pembalasan. up in accordance with established procedures to ensure
Setiap laporan ditindaklanjuti sesuai prosedur yang berlaku objectivity, accountability, and the enforcement of good
guna menjamin objektivitas, akuntabilitas, serta penegakan corporate governance principles. [OJK F.19] [IDX S-10]
prinsip tata kelola perusahaan yang baik. [OJK F.19] [IDX S-10]
Kinerja dan Evaluasi Performance and Evaluation
Keberagaman dan Inklusi [OJK F.18] [GRI 405-1] [IDX S-01] DIversity and Inclusion [OJK F.18] [GRI 405-1] [IDX S-01]
MPM berkomitmen menyediakan kesempatan yang setara MPM is committed to providing equal opportunities for
bagi seluruh karyawan dalam setiap tahapan pengelolaan all employees across every stage of Human Resource
Sumber Daya Manusia (SDM), mulai dari proses rekrutmen, management, including recruitment, training and
pelatihan dan pengembangan, pemberian remunerasi, development, remuneration, and career advancement. This
hingga pengembangan karier. Pendekatan ini bertujuan approach aims to foster an inclusive work environment
membangun lingkungan kerja yang inklusif, di mana where every individual feels valued and has the opportunity
setiap individu merasa dihargai dan memiliki ruang untuk to perform at their best.
memberikan kinerja terbaiknya.
Pada tahun 2025, MPM mengelola 1.494 karyawan, yang In 2025, MPM employed 1,494 employees, consisting
terdiri dari 68% laki-laki dan 32% perempuan. Komposisi of 68% male and 32% female. This composition reflects
ini mencerminkan struktur tenaga kerja MPM saat ini MPM’s current workforce structure and serves as a
dan menjadi dasar untuk terus mendorong peningkatan foundation for continuously promoting diversity and equal
keberagaman serta kesempatan yang setara di seluruh opportunity across all levels of the organization. MPM
tingkat organisasi. MPM secara bertahap terus mendorong remains committed to progressively advancing inclusive
praktik rekrutmen dan pengembangan karier yang inklusif recruitment and career development practices to cultivate
guna menciptakan komposisi tenaga kerja yang semakin a more diverse and competitive workforce.
beragam dan berdaya saing.
Keberagaman Karyawan
Employee Diversity
Berdasarkan Gender Berdasarkan Kelompok Usia
By Gender By Age Group
18%
32% 4%
68% 78%
Laki-laki Perempuan
Male Female <30 tahun
years old 30-50 tahun
years old >50 tahun
years old
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Keberagaman Badan Tata Kelola
Diversity of the Governance Body
Berdasarkan Gender Berdasarkan Kelompok Umur
By Gender By Age Group
Direksi ▪ Board of Directors Direksi ▪ Board of Directors
33% 33%
67% 67%
Dewan Komisaris ▪ Board of Commissioners Dewan Komisaris ▪ Board of Commissioners
100% 100%
Laki-laki Perempuan
Male Female 30-50 tahun
years old >50 tahun
years old
Rekrutmen Recruitment
MPM menjalankan proses rekrutmen secara terstruktur MPM implements a structured recruitment process
untuk memenuhi kebutuhan tenaga kerja internal. to fulfill internal workforce needs. Job vacancies are
Publikasi lowongan pekerjaan dilakukan secara terbuka publicly announced through various digital platforms
melalui berbagai platform digital dan media sosial resmi and official social media channels, as well as through
MPM serta melalui partisipasi aktif dalam kegiatan job fair active participation in job fairs organized by public and
yang diselenggarakan oleh universitas negeri maupun private universities in the Greater Jakarta area, Surabaya,
swasta di wilayah Jabodetabek, Surabaya, dan Yogyakarta. and Yogyakarta. This approach aims to broaden access to
Pendekatan ini bertujuan memperluas akses informasi information and provide equal employment opportunities
serta memberikan kesempatan yang setara bagi para for job seekers.
pencari kerja.
Proses rekrutmen dilakukan melalui beberapa tahapan, The recruitment process consists of several stages, including
mulai dari seleksi administrasi, wawancara kandidat, administrative screening, candidate interviews, and the job
hingga proses penawaran kerja. Kandidat yang dinyatakan offer process. Successful candidates subsequently undergo
lolos kemudian menjalani pemeriksaan latar belakang background checks and medical examinations prior to
dan pemeriksaan kesehatan sebelum penandatanganan signing employment agreements and participating in
perjanjian kerja dan mengikuti program onboarding. onboarding programs.
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SMART MOBILITY TO Karyawan dan Kesetaraan Kesempatan Pelatihan dan Pendidikan Lingkungan Kerja yang Aman dan Nyaman
EMBRACE EMPLOYEE Employee and Equal Opportunity Training and Education Safe and Healthy Workplace
WELL-BEING
Selain pemenuhan kebutuhan internal, MPM juga menjalin Beyond meeting internal workforce requirements, MPM also
kerja sama dengan lembaga pelatihan untuk memperkuat collaborates with training institutions to strengthen workforce
kapasitas tenaga kerja, khususnya masyarakat lokal di capacity, particularly among local communities surrounding
sekitar wilayah operasional kantor cabang Entitas Anak dan the operational areas of its Subsidiaries and Associates. This
Entitas Asosiasi. Langkah ini dilakukan sebagai bagian dari initiative forms part of MPM’s contribution to generating
kontribusi MPM dalam menciptakan dampak sosial positif positive social impact by enhancing employment access and
melalui peningkatan akses kerja dan pengembangan developing local competencies.
kompetensi masyarakat setempat.
Di tahun 2025, MPM merekrut 126 karyawan baru, dengan In 2025, MPM recruited 126 new employees, comprising
komposisi 60% laki-laki dan 40% perempuan. Sebagian 60% male and 40% female. The majority of new hires
besar rekrutmen berasal dari kelompok usia di bawah 30 were under the age of 30, reflecting MPM's focus on
tahun, mencerminkan fokus MPM dalam memperkuat strengthening its young talent pipeline and ensuring the
pipeline generasi muda serta memastikan keberlanjutan sustainability of organizational competencies in the future.
kompetensi organisasi di masa depan. Dari sisi wilayah, From a regional perspective, the highest recruitment
rekrutmen terbesar berasal dari wilayah Jawa, dengan hire occurred in Java, with a hire rate of 5.0%, followed by
rate sebesar 5,0% diikuti Kalimantan dan Sumatera, dengan Kalimantan and Sumatra with hire rates of 1.1% and 0.9%,
hire rate masing-masing sebesar 1,1% dan 0,9%. Distribusi ini respectively. This distribution demonstrates MPM’s efforts
menunjukkan upaya MPM dalam mendukung pemerataan to support equitable employment opportunities across its
kesempatan kerja di berbagai wilayah operasional. operational regions.
Tenaga Kerja Baru [GRI 401-1]
New Hire
Berdasarkan Gender Berdasarkan Wilayah Kerja
By Gender By Region
Perempuan Jawa
50 77
Female Java
Laki-laki
76
Male
Sulawesi 8
Orang ▪ People
Kalimantan 17
Berdasarkan Kelompok Usia
By Age Group
Sumatera 14
>50 tahun
years old 3 Nusa Tenggara
Barat
West Nusa 2
30-50 tahun
years old 59 Tenggara
Nusa Tenggara
Timur
<30 tahun
years old 64 East Nusa 8
Tenggara
Orang ▪ People Orang ▪ People
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Hire Rate [GRI 401-1]
Berdasarkan Gender Berdasarkan Kelompok Usia*
By Gender By Age Group*
10,8% 8,4%
6,3% 6,6% 5,0%
4,2%
5,0%
5,9% 4,2% 3,9%
1,8%
2,9% 3,3%
0,1% 0,2%
2023 2024 2025 2023 2024 2025
Laki-laki Perempuan <30 tahun
years old 30-50 tahun
years old >50 tahun
years old
Male Female
Berdasarkan wilayah kerja (tahun 2025)
By region (2025)
5,1% 1,1% 0,9%
Jawa ▪ Java Kalimantan Sumatra
0,5% 0,5% 0,1%
Nusa Tenggara Timur Nusa Tenggara Barat
Sulawesi
East Nusa Tenggara West Nusa Tenggara
*Data hire rate berdasarkan kelompok umur tahun 2024 dinyatakan ulang akibat penyesuaian metodologi perhitungan. Hire rate
dihitung dengan membagi jumlah karyawan baru pada masing-masing kategori dengan rerata jumlah karyawan (average headcount)
selama tahun pelaporan, yang dihitung dari rata-rata jumlah karyawan pada awal dan akhir tahun.
The 2024 hire rate data by age group has been restated following an adjustment to the calculation methodology. The hire rate is
calculated by dividing the number of new hires in each category by the average headcount during the reporting year, calculated as the
average of employees at the beginning and end of the year.
MPM Young Talent Program MPM Young Talent Program
MPM menyelenggarakan Young Talent Program sebagai MPM implements the Young Talent Program as an initiative
inisiatif untuk menyiapkan talenta muda sebagai calon to prepare young talents as future leaders through a
pemimpin masa depan melalui program pelatihan 12-month management training program. The program
manajemen selama 12 bulan. Program ini dirancang is designed comprehensively through a combination of
secara komprehensif melalui kombinasi pembelajaran classroom learning, structured instructional sessions, and on-
di kelas, sesi pengajaran terstruktur, serta on-the-job the-job training within one of MPM Group’s entities, aimed
training di salah satu entitas Grup MPM guna memperkuat at strengthening participants’ leadership competencies,
kompetensi kepemimpinan, kemampuan manajerial, managerial capabilities, business acumen, and practical
pemahaman bisnis, serta pengalaman praktis peserta experience in addressing operational dynamics.
dalam menghadapi dinamika operasional.
Di tahun 2025, sebanyak 9 peserta telah berpartisipasi dalam In 2025, a total of 9 participants took part in the MPM
MPM Young Talent Program. Program ini menjadi bagian Young Talent Program. This program forms part of
dari strategi succession planning MPM guna memastikan MPM’s succession planning strategy to ensure leadership
keberlanjutan kepemimpinan serta ketersediaan talenta continuity and the availability of competent and
internal yang kompeten dan berdaya saing. competitive internal talent.
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SMART MOBILITY TO Karyawan dan Kesetaraan Kesempatan Pelatihan dan Pendidikan Lingkungan Kerja yang Aman dan Nyaman
EMBRACE EMPLOYEE Employee and Equal Opportunity Training and Education Safe and Healthy Workplace
WELL-BEING
Perputaran Karyawan Employee Turnover
MPM senantiasa berupaya menciptakan lingkungan kerja MPM continuously strives to create a conducive work
terbaik guna mendorong produktivitas dan keterlibatan environment that supports employee productivity and
karyawan. Meskipun demikian, perputaran karyawan engagement. Nevertheless, employee turnover remains
merupakan hal yang tidak sepenuhnya dapat dihindari an inherent aspect of the human capital management
dalam siklus pengelolan sumber daya manusia. Untuk cycle. To obtain constructive feedback, MPM adopts an
memperoleh masukan yang konstruktif, MPM menerapkan evaluative approach by conducting exit interviews for all
pendekatan evaluatif melalui pelaksanakan exit interview employees who resign.
bagi seluruh karyawan yang mengundurkan diri.
Exit interview dilakukan untuk memperoleh masukan Exit interviews are carried out to gather insights on
yang konstruktif terkait pengalaman kerja, budaya employees’ work experiences, organizational culture,
organisasi, sistem pengembangan karier, maupun faktor career development systems, and other factors
lain yang memengaruhi keputusan pengunduran diri. Hasil influencing their decision to leave. The evaluation results
evaluasi tersebut menjadi dasar bagi manajemen dalam serve as a basis for management to formulate continuous
merumuskan langkah perbaikan berkelanjutan guna improvement measures aimed at enhancing employee
meningkatkan retensi dan kepuasan karyawan. retention and satisfaction.
Pada tahun 2025, sebanyak 178 karyawan MPM In 2025, a total of 178 employees resigned for various
mengundurkan diri dengan berbagai pertimbangan personal and professional reasons, comprising 72%
pribadi dan profesional, yang terdiri dari 72% laki-laki male and 28% female employees. Based on regional
dan 28% perempuan. Berdasarkan wilayah kerja, tingkat distribution, the highest turnover rate was recorded in
turnover tertinggi tercatat di wilayah Jawa sebesar 8,1%, Java at 8.1%, followed by Kalimantan and Sumatra at 1.7%
diikuti Kalimantan dan Sumatera masing-masing sebesar and 0.8%, respectively.
1,7% dan 0,8%.
Perputaran Karyawan [GRI 401-1]
Employee Turnover
Berdasarkan Gender Berdasarkan Wilayah Kerja
By Gender By Region
Perempuan Jawa
49 125
Female Java
Laki-laki
129
Male
Sulawesi 10
Orang ▪ People
Kalimantan 27
Berdasarkan Kelompok Usia
By Age Group
Sumatera 12
>50 tahun
years old 9 Nusa Tenggara
Barat
West Nusa 2
30-50 tahun
years old 126 Tenggara
Nusa Tenggara
Timur
<30 tahun
years old 43 East Nusa 2
Tenggara
Orang ▪ People Orang ▪ People
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Turnover Rate [GRI 401-1] [IDX S-03]
Berdasarkan Gender Berdasarkan Kelompok Usia
By Gender By Age Group
12,9%
9,8%
8,6% 8,5%
8,3%
6,4%
4,2%
4,7% 2,8%
3,3% 3,2% 1,5% 1,2%
0,0% 0,6%
2023 2024 2025 2023 2024 2025
Laki-laki Perempuan <30 tahun
years old 30-50 tahun
years old >50 tahun
years old
Male Female
Berdasarkan wilayah kerja (tahun 2025)
By region (2025)
8,1% 1,7% 0,8%
Jawa ▪ Java Kalimantan Sumatra
0,1% 0,6% 0,1%
Nusa Tenggara Timur Nusa Tenggara Barat
Sulawesi
East Nusa Tenggara West Nusa Tenggara
Remunerasi Remuneration
MPM menerapkan kebijakan remunerasi yang MPM implements a remuneration policy grounded in
berlandaskan pada prinsip keadilan, daya saing pasar, serta the principles of fairness, market competitiveness, and
keterkaitan kinerja individu dan kinerja perusahaan secara alignment between individual performance and overall
keseluruhan. Penetapan remunerasi dilakukan secara company performance. Remuneration is determined
objektif berdasarkan hasil penilaian kinerja, masa kerja, objectively based on performance appraisal results, length
lokasi penugasan, serta kompleksitas dan beban kerja of service, assignment location, and the complexity and
masing-masing karyawan. workload associated with each employee’s role.
Pemberian upah bagi karyawan baru dilakukan dengan Compensation for new employees is determined in
berpedoman pada ketentuan upah minimum yang berlaku accordance with the applicable minimum wage regulations
di setiap wilayah operasional. MPM juga memastikan tidak in each operational region. MPM also ensures that
terdapat perbedaan gaji pokok antara karyawan laki-laki there is no disparity in base salary between male and
dan perempuan pada level jabatan, beban kerja, dan lokasi female employees at the same job level, workload, and
operasional yang sama, dengan rasio remunerasi sebesar operational location, maintaining a remuneration ratio of
1:1. Komitmen ini mencerminkan penerapan prinsip 1:1. This commitment reflects the Company’s adherence to
kesetaraan dan non-diskriminasi dalam pengelolaan the principles of equality and non-discrimination in human
sumber daya manusia. [GRI 405-2] capital management. [GRI 405-2]
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SMART MOBILITY TO Karyawan dan Kesetaraan Kesempatan Pelatihan dan Pendidikan Lingkungan Kerja yang Aman dan Nyaman
EMBRACE EMPLOYEE Employee and Equal Opportunity Training and Education Safe and Healthy Workplace
WELL-BEING
Selain pemberian upah, MPM menyediakan berbagai In addition to wages, MPM provides a comprehensive
kompensasi, manfaat, serta program pengembangan range of compensation, benefits, and development
yang mencakup aspek kesehatan, finansial, pembelajaran, programs covering health, financial well-being, learning,
dan keseimbangan kehidupan kerja (work-life balance). and work-life balance. Employees are entitled to leave
Selain pemberian remunerasi, karyawan memperoleh benefits, holiday allowances, health benefits for employees
manfaat berupa hak cuti, tunjangan hari raya, tunjangan and their families, vehicle ownership facilities through
kesehatan bagi karyawan dan keluarga, fasilitas the Motorcycle/Car Ownership Program, and social
kepemilikan kendaraan melalui Motorcycle/Car Ownership security protection through BPJS Kesehatan and BPJS
Program, serta perlindungan jaminan sosial melalui Ketenagakerjaan in accordance with applicable regulations.
kepesertaan BPJS Kesehatan dan BPJS Ketenagakerjaan
sesuai ketentuan yang berlaku.
Pada tahun 2025, MPM juga melaksanakan berbagai In 2025, MPM implemented various initiatives to enhance
inisiatif untuk meningkatkan kesejahteraan dan employee well-being and development, including annual
pengembangan karyawan, antara lain penyelenggaraan medical check-ups, access to digital health services and
program pemeriksaan kesehatan tahunan, akses layanan psychological counseling, and learning support through
kesehatan digital dan konseling psikologis, serta dukungan e-learning platforms, training and professional certification
pembelajaran melalui platform e-learning, subsidi pelatihan subsidies, and postgraduate (Master’s degree) scholarships
dan sertifikasi profesional, serta beasiswa pendidikan S2 for eligible employees.
bagi karyawan yang memenuhi kriteria.
Program pengembangan kepemimpinan turut diperkuat Leadership development programs were further strengthened
melalui executive coaching bagi level senior, mentoring bagi through executive coaching for senior leaders, mentoring
level manajerial, program rotasi penugasan, serta skema for managerial levels, job rotation programs, and Cross-
Cross-OPCO Task Force guna meningkatkan sinergi dan OPCO Task Force schemes designed to enhance synergy and
memperluas pengalaman talenta di seluruh Grup MPM. broaden talent experience across the MPM Group.
Perbandingan Rata-rata Upah Karyawan Baru Tingkat Terendah vs Upah Minimum Regional tahun 2025 [OJK F.20]
Comparison of Average Entry-Level Employee Wages to Regional Minimum Wages (2025)
Rasio (%) gaji golongan terendah/ UMP x 100%
Unit Usaha Wilayah Operasional
Ratio of Lowest Grade Wage to
Business Unit Operational Area
Regional Minimum Wage (%)
PT Mitra Pinasthika Mustika Tbk (Head Office) DKI Jakarta 109%
PT Mitra Pinasthika Mulia Surabaya 100%
PT Mitra Pinasthika Mustika (MSO) Surabaya 101%
Kota Tangerang Selatan
PT Mitra Pinasthika Mustika Rent 100%
South Tangerang
PT Asuransi Mitra Pelindung Mustika DKI Jakarta 100%
Catatan ⅼ Note:
▪ Upah minimum DKI Jakarta 2025
DKI Jakarta regional minimum wage 2025: Rp5.396.761
▪ Upah minimum Surabaya 2025
Surabaya regional minimum wage 2025: Rp5.032.635
▪ Upah minimum Kota Tangerang 2025
South Tangerang Minimum Wage (2025): Rp5.069.708
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Benefit yang Diberikan kepada Karyawan Tetap dan Karyawan Kontrak [GRI 401-2]
Benefits Are Provided to Permanent and Contract Employees
Karyawan Tetap Jenis Benefit Karyawan Kontrak
Permanent Employees Type of Benefit Contract Employees
Tunjangan kesehatan
Health allowance
Asuransi kematian
Life Insurance
Tunjangan hari tua
Retirement benefits
BPJS Kesehatan
Social Security Agency for Health
BPJS Ketenagakerjaan
Social Security Agency for Employment
Cuti melahirkan
Maternity leave
Cuti menunaikan kegiatan keagamaan
Religious activities leave
Car Ownership Program
Motorcycle Ownership Program
Cuti Orang Tua
Parental Leave
Cuti Orang Tua [GRI 401-3] Parental Leave [GRI 401-3]
MPM menerapkan kebijakan cuti orang tua sesuai dengan MPM implements parental leave policies in accordance with
peraturan ketenagakerjaan yang berlaku. Karyawan applicable labor regulations. Female employees are entitled
perempuan berhak atas cuti melahirkan selama 1,5 bulan to maternity leave of 1.5 months prior to and 1.5 months
sebelum dan 1,5 bulan setelah persalinan. Setelah masa following childbirth. Upon completion of the leave period,
cuti berakhir, karyawan perempuan dapat kembali bekerja female employees are entitled to return to their previous
menempati posisi yang sama. Sementara itu, karyawan positions. Meanwhile, male employees are granted two
laki-laki memperoleh cuti selama dua hari kerja pada saat working days of paternity leave at the time of childbirth.
istri melahirkan.
Pada tahun pelaporan, sebanyak lima karyawan mengambil During the reporting year, a total of five employees took
cuti orang tua, yang terdiri dari tiga karyawan perempuan parental leave, consisting of three female employees and
dan dua karyawan laki-laki. Dari jumlah tersebut, 100% two male employees. Of this number, 100% returned to
karyawan kembali bekerja setelah masa cuti berakhir. work after the completion of their leave period. MPM
MPM juga mencatat tingkat retensi sebesar 100%, yaitu also recorded a retention rate of 100%, representing the
persentase karyawan yang tetap bekerja 12 bulan setelah percentage of employees who remained employed 12
kembali dari cuti orang tua. months after returning from parental leave.
2025 Laporan Keberlanjutan ● Sustainability Report 115
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SMART MOBILITY TO Karyawan dan Kesetaraan Kesempatan Pelatihan dan Pendidikan Lingkungan Kerja yang Aman dan Nyaman
EMBRACE EMPLOYEE Employee and Equal Opportunity Training and Education Safe and Healthy Workplace
WELL-BEING
Cuti Orang Tua [GRI 401-3]
Parental Leave
Deskripsi | Description 2025
Perempuan
478
Jumlah karyawan yang berhak mengambil cuti orang tua Female
Total employees entitled to parental leave Laki-laki
1.016
Male
Perempuan
3
Jumlah karyawan yang mengambil cuti orang tua Female
Total employees that took parental leave Laki-laki
2
Male
Perempuan
3
Jumlah karyawan yang kembali bekerja setelah mengambil cuti orang tua Female
Total employees that returned to work after parental leave ended Laki-laki
2
Male
Perempuan
Jumlah karyawan yang kembali dari cuti orang tua dan masih bekerja setelah 12 bulan 3
Female
Total employees that returned to work after parental leave ended and still employed 12
Laki-laki
months after their return 2
Male
Return to work rate (%) 100%
Retention rate (%) 100%
Kesejahteraan Karyawan Employee Well-Being
MPM menyediakan berbagai fasilitas dan program untuk MPM provides various facilities and programs to support
mendukung keseimbangan kehidupan kerja dan pribadi employees’ work–life balance. The Company facilitates
karyawan. MPM memfasilitasi kegiatan nonpekerjaan non-work activities such as sports and recreational
seperti olahraga dan aktivitas rekreasi yang dapat diikuti programs that employees can participate in during breaks
karyawan pada waktu istirahat maupun setelah jam kerja, or after working hours, as part of efforts to foster a healthy
sebagai bagian dari upaya membangun budaya kerja yang and inclusive workplace culture.
sehat dan inklusif.
Lingkungan kerja juga dilengkapi dengan fasilitas yang The work environment is also equipped with facilities
mendukung kenyamanan dan kebutuhan karyawan, antara that support employee comfort and needs, including
lain ruang laktasi bagi karyawan perempuan, musala untuk lactation rooms for female employees, prayer rooms for
beribadah, serta aplikasi karyawan MYTOK yang berfungsi worship, and the MYTOK employee application, which
sebagai sarana komunikasi internal guna mendorong serves as an internal communication platform to promote
terciptanya lingkungan kerja yang kolaboratif dan positif. a collaborative and positive work environment.
Khusus di MPMulia, perusahaan menerapkan fleksibilitas At MPMulia, the Company implements flexible working
pengaturan jam kerja yang memungkinkan karyawan hour arrangements that allow employees to adjust their
menyesuaikan waktu kerja dengan kebutuhan operasional working time in accordance with operational needs and
dan ketentuan perusahaan. Selain itu, untuk jabatan company policies. In addition, certain positions offer
tertentu tersedia opsi pemilihan lokasi kerja sesuai options for selecting preferred work locations within the
preferensi di wilayah operasional perusahaan sebagai Company’s operational areas, reflecting a more adaptive
bagian dari pendekatan kerja yang lebih adaptif dan and productivity-oriented work approach.
berorientasi pada produktivitas.
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Dalam upaya menjaga kesehatan mental dan kesejahteraan To support mental health and overall well-being, MPM karyawan, MPM secara rutin menyelenggarakan Wellness regularly conducts Wellness Programs in collaboration Program bekerja sama dengan mitra eksternal, yang with external partners. These programs cover topics such mencakup edukasi mengenai kesehatan mental, kesehatan as mental health awareness, physical health, financial fisik, pengelolaan keuangan, serta aspek kesejahteraan well-being, and other aspects of employee welfare. The lainnya. Program ini dilaksanakan secara luring maupun programs are delivered through both in-person and virtual daring dengan menghadirkan narasumber profesional. sessions featuring professional speakers. Selain itu, MPM juga menyediakan layanan konseling Furthermore, MPM provides free psychological counseling psikologis gratis melalui kemitraan dengan penyedia services through partnerships with mental health service layanan kesehatan mental. Kegiatan employee outing providers. Employee outings are also organized periodically juga diselenggarakan secara berkala guna meningkatkan to strengthen camaraderie, enhance team collaboration, kebersamaan, memperkuat kolaborasi tim, serta and foster a supportive and sustainable workplace culture. membangun budaya kerja yang suportif dan berkelanjutan. Melalui berbagai inisiatif tersebut, MPM berupaya Through these initiatives, MPM strives to create a work menciptakan lingkungan kerja yang tidak hanya produktif, environment that is not only productive but also supports tetapi juga mendukung kesejahteraan fisik, mental, dan the physical, mental, and social well-being of employees in sosial karyawan secara menyeluruh. a holistic manner. Hubungan Industrial Industrial Relations MPM tidak memiliki serikat pekerja dan Perjanjian Kerja MPM does not have a labor union or a Collective Bersama (PKB) yang berlaku di lingkungan perusahaan. Bargaining Agreement (CBA) in place within the company. Meskipun demikian, pengelolaan hubungan kerja Nevertheless, employment relations are managed in dilaksanakan dengan berpedoman kepada Peraturan accordance with the Company Regulations, which are Perusahaan yang disusun mengacu pada peraturan developed with reference to prevailing labor laws and perundang-undangan ketenagakerjaan yang berlaku regulations in Indonesia. These Company Regulations di Indonesia. Peraturan Perusahaan berlaku dan wajib are binding and must be respected by all employees. dihormati oleh seluruh karyawan. MPM mengedepankan MPM promotes open, transparent, and constructive komunikasi yang terbuka, transparan, dan konstruktif communication between management and employees to antara manajemen dengan karyawan guna menjaga maintain harmonious industrial relations. [GRI 2-30] hubungan industrial yang harmonis. [GRI 2-30] MPM berkomitmen untuk menghormati hak-hak normatif MPM is committed to respecting employees’ statutory karyawan, memastikan kepatuhan terhadap regulasi rights, ensuring compliance with labor regulations, and ketenagakerjaan, serta menjaga prinsip keadilan dan non- upholding the principles of fairness and non-discrimination diskriminasi dalam setiap praktik hubungan kerja. Tidak in all employment practices. During the reporting year, terdapat sengketa hubungan industrial di lingkungan Grup there were no industrial relations disputes recorded across MPM di sepanjang tahun pelaporan. the MPM Group. Penyampaian Keluhan Karyawan [GRI 2-26] Employee Grievance Mechanism [GRI 2-26] MPM mengelola setiap potensi konflik di lingkungan MPM manages potential workplace conflicts in a structured kerja secara terstruktur dengan mengacu pada Peraturan manner in accordance with the Company Regulations and Perusahaan beserta ketentuan turunannya. Karyawan their implementing provisions. Employees are provided diberikan akses untuk menyampaikan keluhan atau with accessible channels to submit grievances or express aspirasi melalui atasan langsung maupun melalui concerns, either through their direct supervisors or via mekanisme Whistleblowing System (WBS), dengan the Whistleblowing System (WBS), in accordance with prosedur sebagai berikut. established procedures. 2025 Laporan Keberlanjutan ● Sustainability Report 117
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SMART MOBILITY TO Karyawan dan Kesetaraan Kesempatan Pelatihan dan Pendidikan Lingkungan Kerja yang Aman dan Nyaman
EMBRACE EMPLOYEE Employee and Equal Opportunity Training and Education Safe and Healthy Workplace
WELL-BEING
Mekanisme Penyampaian Keluhan Karyawan [GRI 2-26]
Employee Complaint Reporting Mechanism
Tahap • Stage 1 Tahap • Stage 2
Penyampaian keluhan secara lisan maupun Apabila tidak dapat dicapai kesepakatan pada Tahap 1, karyawan
tertulis kepada atasan langsung yang wajib dapat menyampaikan keluhannya kepada atasan yang lebih
ditindaklanjuti secara tertulis dalam jangka tinggi beserta tembusan kepada Human Resources Department
waktu tiga hari sejak diterimanya pengaduan. dan atasan langsung dalam jangka waktu empat hari kerja.
Submission of complaints, whether oral or If no agreement can be reached at Stage 1, the employee can escalate
written, to direct supervisor, which must be their complaint to a higher-level supervisor with a copy to the HR
followed up in writing within three working days. Department and the direct supervisor within four working days.
Tahap • Stage
3
Jika penyelesaian tidak dapat dicapai pada Tahap 2, karyawan dapat menyampaikan keluhannya secara tertulis
kepada Direksi dengan tembusan kepada Human Resources Department. Direksi dengan bantuan Human Resources
Department wajib memberikan respons tertulis dalam jangka waktu empat hari kerja, yang akan dianggap sebagai
penyelesaian terhadap keluhan tersebut.
If no resolution can be reached at Stage 2, the employee can submit their complaint in writing to the Board of Directors
with a copy to the HR Department. The Board of Directors, assisted by the HR Department, is required to provide a written
response within four working days, which will be considered as the complaint resolution.
Kepuasan Karyawan Employee Satisfaction
Kepuasan karyawan merupakan salah satu indikator Employee satisfaction is one of the key indicators used
utama yang digunakan MPM untuk menilai pencapaian by MPM to assess the achievement of a conducive
lingkungan kerja yang kondusif (a great place to work). work environment (a great place to work). Employee
Pengukuran kepuasan karyawan dilakukan secara berkala satisfaction is measured periodically through the Employee
melalui Employee Effectiveness Survey (EES) sebagai Effectiveness Survey (EES), which serves as an instrument
instrumen evaluasi tingkat kepuasan, keterlibatan to evaluate satisfaction levels, employee engagement,
(engagement), serta efektivitas organisasi. Pelaksanaan and organizational effectiveness. The implementation of
EES disesuaikan dengan kebutuhan masing-masing the EES is tailored to the needs of each entity. MPMulia
entitas. MPMulia dan MPMInsurance melaksanakan and MPMInsurance conduct the survey every two to three
pengukuran setiap dua hingga tiga tahun, sementara years, while MPMRent conducts it annually.
MPMRent melaksanakannya setiap tahun.
Pelaksanaan EES dilakukan melalui kuesioner berbasis The EES is administered through a web-based questionnaire
web yang mencakup 61 pertanyaan dalam bentuk pilihan consisting of 61 questions in multiple-choice and essay
ganda dan esai, yang didistribusikan kepada seluruh formats, distributed to all employees. The survey measures
karyawan. Aspek yang diukur meliputi kepemimpinan, various aspects, including leadership, work culture,
budaya kerja, komunikasi, pengembangan karier, sistem communication, career development, reward systems, and
penghargaan, serta kesejahteraan karyawan. Setelah employee well-being. After responses are collected, MPM
seluruh tanggapan terkumpul, MPM melakukan proses performs data processing, analysis, and reporting, which
pengolahan data, analisis, serta penyusunan laporan hasil form the basis for developing follow-up action plans for
pengukuran yang menjadi dasar penyusunan rencana improvement.
tindak lanjut (action plan) perbaikan.
MPM Head Office tidak melaksanakan EES pada tahun MPM Head Office did not conduct the EES in 2025, as
2025, dikarenakan survei ini dilakukan setiap dua tahun the survey is administered biennially. The most recent
sekali. Pelaksanaan terakhir dilakukan pada tahun 2024 survey was conducted in 2024, recording an employee
dengan tingkat kepuasan karyawan sebesar 82,3%. satisfaction rate of 82.3%.
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Hasil EES
EES Results
78,33% 82,3%*
MPMRent MPM Head Office
0% 100%
MPMInsurance MPMMulia
78,5% 83,5%
< 50% : Red Flag 50% - <65% : Warning Sign 65% - 75% : Moderate Strength >75% : Clear Strength
*EES dilakukan dua tahunan dengan pelaksanaan terakhir di tahun 2024
The EES is conducted biennially, with the most recent implementation carried out in 2024
Hak Asasi Manusia Human Rights
Meskipun MPM belum memiliki kebijakan Hak Although MPM has not yet established a standalone
Asasi Manusia (HAM) yang terpisah, prinsip-prinsip Human Rights policy, principles of respect for human
penghormatan terhadap HAM telah diintegrasikan rights have been integrated into the Code of Conduct
dalam Code of Conduct dan Peraturan Perusahaan yang and Company Regulations, which serve as behavioral
menjadi pedoman perilaku bagi seluruh karyawan. guidelines for all employees. This integration ensures
Integrasi ini memastikan bahwa nilai-nilai penghormatan that values such as respect for individual dignity, equal
terhadap martabat individu, kesetaraan kesempatan, opportunity, non-discrimination, and fair treatment are
non-diskriminasi, serta perlakuan yang adil diterapkan upheld across all operational activities and employment
dalam seluruh aktivitas operasional dan hubungan kerja relationships within MPM.
di lingkungan MPM.
MPM juga menerapkan kebijakan lingkungan kerja positif The Company also enforces a positive workplace policy that
yang menegaskan larangan terhadap segala bentuk strictly prohibits all forms of discrimination, harassment,
diskriminasi, pelecehan, intimidasi, maupun perlakuan intimidation, and other unfair treatment. Integrity, fairness,
tidak adil lainnya. Nilai integritas, keadilan, serta saling and mutual respect form the foundation of all workplace
menghormati menjadi landasan dalam setiap interaksi interactions, both among employees and between
kerja, baik antar karyawan maupun antara karyawan dan employees and management.
manajemen.
MPM menyediakan saluran pelaporan atas dugaan MPM provides reporting channels for alleged human
pelanggaran HAM dan pelanggaran etika lainnya. Laporan rights violations and other ethical breaches. Reports can
dapat disampaikan melalui saluran telepon atau WhatsApp be submitted via telephone or through the Whistleblowing
WBS ke 0812- 5000-1880. System (WBS) WhatsApp line at +62 812-5000-1880.
Selama periode pelaporan, tidak terdapat kejadian During the reporting period, there were no recorded
pelanggaran HAM maupun insiden diskriminasi di incidents of human rights violations or incidents of
lingkungan kerja Grup MPM. [GRI 406-1] [IDX S-07, S-08] discrimination within the MPM Group’s workplace.
[GRI 406-1] [IDX S-07, S-08]
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SMART MOBILITY TO Karyawan dan Kesetaraan Kesempatan Pelatihan dan Pendidikan Lingkungan Kerja yang Aman dan Nyaman
EMBRACE EMPLOYEE Employee and Equal Opportunity Training and Education Safe and Healthy Workplace
WELL-BEING
Demografi Karyawan [GRI 2-7] [IDX S-02]
Employee Composition
Deskripsi | Description 2025 2024 2023
Komposisi karyawan berdasarkan gender (Konsolidasi) ▪ Employee composition by gender (Consolidated)
Laki-laki ▪ Male 1.016 1.069 1.103
Perempuan ▪ Female 478 477 483
Jumlah ▪ Total 1.494 1.546 1.586
Komposisi karyawan berdasarkan Perusahaan (Konsolidasi) ▪ Employee composition based on Company (Consolidated)
MPM Head Office Laki-laki ▪ Male 46 50 59
Perempuan ▪ Female 36 37 36
Jumlah ▪ Total 82 87 95
MPMulia Laki-laki ▪ Male 815 161 879
Perempuan ▪ Female 337 107 345
Jumlah ▪ Total 1.152 268 1224
MPMInsurance Laki-laki ▪ Male 155 858 165
Perempuan ▪ Female 105 333 102
Sub total 260 1191 267
Jumlah ▪ Total 1.494 1.546 1.586
Komposisi karyawan berdasarkan usia (Konsolidasi) ▪ Employee composition by age group (Consolidated)
<30 tahun Laki-laki ▪ Male 153 198 240
Perempuan ▪ Female 122 142 162
Sub total 275 340 402
30 – 50 tahun Laki-laki ▪ Male 816 837 832
Perempuan ▪ Female 345 324 304
Sub total 1.161 1161 1136
>50 tahun Laki-laki ▪ Male 47 34 31
Perempuan ▪ Female 11 11 17
Sub total 58 45 48
Jumlah ▪ Total 1.494 1.546 1.586
Komposisi karyawan berdasarkan status ketenagakerjaan (Konsolidasi) ▪ Employee composition by employment status (Consolidated)
Permanen Laki-laki ▪ Male 872 918 950
Permanent
Perempuan ▪ Female 413 421 403
Sub total 1.285 1339 1353
Non permanen Laki-laki ▪ Male 144 151 153
Non permanent
Perempuan ▪ Female 65 56 80
Sub total 209 207 233
Jumlah ▪ Total 1.494 1.546 1.586
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Deskripsi | Description 2025 2024 2023
Komposisi karyawan berdasarkan level jabatan (Konsolidasi) ▪ Employee composition by level of position (Consolidated)
General Manager & Laki-laki ▪ Male 21 21 22
Vice President
Perempuan ▪ Female 6 6 8
Sub total 27 27 30
Manager & Senior Manager Laki-laki ▪ Male 58 57 53
Perempuan ▪ Female 25 25 20
Sub total 83 82 73
Supervisor & Laki-laki ▪ Male 126 121 130
Associate Manager
Perempuan ▪ Female 75 62 61
Sub total 201 183 191
Staff & Officer Laki-laki ▪ Male 811 870 898
Perempuan ▪ Female 372 384 394
Sub total 1.183 1.254 1.292
Jumlah ▪ Total 1.494 1.546 1.586
Komposisi karyawan berdasarkan usia (Konsolidasi) ▪ Employee composition by age group (Consolidated)
Sarjana atau lebih tinggi Laki-laki ▪ Male 478 479 495
Bachelor or higher
Perempuan ▪ Female 315 318 322
Sub total 793 797 817
Diploma Laki-laki ▪ Male 69 76 83
Diploma
Perempuan ▪ Female 71 75 80
Sub total 140 151 163
Lain-lain Laki-laki ▪ Male 469 514 525
Others
Perempuan ▪ Female 92 84 81
Sub total 561 598 606
Jumlah ▪ Total 1.494 1.546 1.586
Pekerja Bukan Karyawan* [GRI 2-8] [IDX S-04]
Workers Who Are Not Employees*
Jenis Pekerjaan Jumlah Pekerja Bukan Karyawan
Type of Work Number of Workers
Resepsionis ▪ Receptionist 1
Petugas Keamanan ▪ Security 78
Petugas Kebersihan & Office Boy ▪ Cleaning Service & Office Boy 25
Messenger ▪ Messenger 2
Admin ▪ Admin 1
*Hanya mencakup MPM Head Office, MPMulia, dan MSO
Only include MPM Head Office, MPMulia, and MSO
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SMART MOBILITY TO Karyawan dan Kesetaraan Kesempatan Pelatihan dan Pendidikan Lingkungan Kerja yang Aman dan Nyaman
EMBRACE EMPLOYEE Employee and Equal Opportunity Training and Education Safe and Healthy Workplace
WELL-BEING
PELATIHAN DAN PENDIDIKAN TRAINING AND EDUCATION
Relevansi Topik terhadap Bisnis [GRI 3-3] Relevance of the Topic to the Business [GRI 3-3]
Pendidikan dan pelatihan karyawan merupakan salah Employee education and training constitute a critical factor
satu faktor penting yang mendukung kinerja dan daya in supporting the performance and competitiveness of the
saing Grup MPM. Efektivitas proses bisnis, kualitas MPM Group. The effectiveness of business processes, the
layanan pelanggan, serta kemampuan berinovasi sangat quality of customer service, and the capacity for innovation
dipengaruhi oleh kompetensi dan kesiapan sumber daya are strongly influenced by the competence and readiness
manusia dalam menghadapi perubahan lingkungan usaha. of human capital to respond to changes in the business
Seiring dengan perkembangan teknologi, dinamika regulasi, environment. In line with technological advancements,
dan peningkatan standar tata kelola dan manajemen yang evolving regulatory dynamics, and increasingly rigorous
semakin dinamis, kebutuhan akan peningkatan keterampilan governance and management standards, the need to
dan pengetahuan karyawan menjadi kebutuhan yang tidak enhance employees’ skills and knowledge has become an
terpisahkan dari operasional perusahaan. integral part of the Company’s operations.
Oleh karena itu, Grup MPM secara berkelanjutan Accordingly, the MPM Group continuously strengthens
memperkuat program pengembangan kompetensi guna its competency development programs to ensure
memastikan kesiapan organisasi dalam menghadapi organizational readiness in navigating industry
transformasi industri. Kondisi ini sekaligus membuka transformation. This evolving landscape also presents
peluang bagi Grup MPM untuk terus memperkuat opportunities for the Group to further advance upskilling
program upskilling dan reskilling, mendorong inovasi and reskilling initiatives, foster service innovation, and
layanan, serta meningkatkan employer branding berbasis enhance ESG-based employer branding to attract and
ESG guna menarik dan mempertahankan talenta terbaik. retain top talent. Through this approach, MPM not only
Melalui pendekatan ini, MPM tidak hanya berfokus pada focuses on improving short-term performance but also on
peningkatan kinerja jangka pendek, tetapi juga pada creating long-term value by developing adaptive, ethical,
penciptaan nilai jangka panjang melalui pengembangan and competitive talent.
talenta yang adaptif, berintegritas, dan berdaya saing.
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Pengelolaan Pendidikan dan Pelatihan [GRI 3-3] Management of Training and Education [GRI 3-3] Pengelolaan pendidikan dan pelatihan di MPM diarahkan The management of training and education at MPM untuk memastikan karyawan memiliki kompetensi yang is directed toward ensuring that employees possess relevan dalam menghadapi dinamika dan tantangan relevant competencies to address the dynamics and pekerjaan sehari-hari. Pengembangan kompetensi challenges of their daily work. Competency development dilakukan secara menyeluruh, mencakup peningkatan is implemented comprehensively, encompassing both kemampuan teknis maupun kepemimpinan, guna technical and leadership capabilities to support individual mendukung kinerja individu dan organisasi. Pada tahun and organizational performance. In 2025, MPM allocated 2025, MPM mengalokasikan anggaran sebesar Rp4 miliar a budget of IDR4 billion for employee competency untuk program pengembangan kompetensi karyawan. development programs. This investment reflects MPM's Investasi ini mencerminkan komitmen MPM dalam commitment to building an adaptive, innovative workforce membangun sumber daya manusia yang adaptif, inovatif, that is prepared to navigate the increasingly competitive dan siap menghadapi perubahan lingkungan industri yang industrial landscape. semakin kompetitif. MPM juga memberikan perhatian khusus pada MPM also places special emphasis on developing high- pengembangan karyawan berpotensi tinggi dan talenta potential employees and identified successors through yang diidentifikasi sebagai suksesor melalui program leadership training programs, coaching and mentoring, pelatihan kepemimpinan, coaching dan mentoring, rotasi strategic job rotations, and assignments to special projects jabatan strategis, serta penugasan dalam proyek-proyek aimed at broadening their experience and leadership khusus untuk memperluas pengalaman dan kesiapan readiness. To strengthen cross-entity synergy, MPM kepemimpinan mereka. Untuk memperkuat sinergi encourages collaboration among Subsidiaries, focusing lintas entitas, MPM mendorong kolaborasi antar Entitas on innovation, resource optimization, and cross-unit Anak yang berfokus pada inovasi, optimalisasi sumber talent development to enhance overall organizational daya, dan pengembangan talenta lintas unit guna competitiveness. This approach not only strengthens meningkatkan daya saing organisasi secara keseluruhan. individual capabilities but also reinforces the Group’s Pendekatan ini tidak hanya meningkatkan kapabilitas competitiveness through the integration of competencies individu, tetapi juga memperkuat daya saing organisasi and experiences at the Group level. secara keseluruhan melalui integrasi kompetensi dan pengalaman di tingkat Grup. Kinerja dan Evaluasi Performance and Evaluation Pelatihan [GRI 404-2] Training [GRI 404-2] MPM mengembangkan program pelatihan karyawan MPM develops employee training programs that focus on yang berfokus pada peningkatan pengetahuan umum, enhancing general knowledge, technical and functional keterampilan teknis dan fungsional, serta penguatan skills, as well as strengthening soft skills such as leadership, kompetensi soft skill seperti kepemimpinan, komunikasi, communication, and problem-solving abilities. Training dan kemampuan pemecahan masalah. Penyusunan programs are designed based on employee competency program pelatihan dilakukan berdasarkan hasil pemetaan mapping results and an analysis of MPM’s future strategic kompetensi karyawan serta analisis kebutuhan strategis business needs. bisnis MPM di masa mendatang. 2025 Laporan Keberlanjutan ● Sustainability Report 123
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SMART MOBILITY TO Karyawan dan Kesetaraan Kesempatan Pelatihan dan Pendidikan Lingkungan Kerja yang Aman dan Nyaman
EMBRACE EMPLOYEE Employee and Equal Opportunity Training and Education Safe and Healthy Workplace
WELL-BEING
Sepanjang tahun 2025, MPM menyelenggarakan Throughout 2025, MPM conducted various employee
berbagai program pengembangan karyawan, antara lain development initiatives, including the Leadership Education
Leadership Education and Development Program (LEAD) and Development Program (LEAD) for Supervisors through
bagi Supervisor hingga Senior Manager, pelatihan Critical Senior Managers, as well as training on Critical Thinking,
Thinking, Assertive Communication and Presentation Skill, Assertive Communication and Presentation Skills, Project
Project Management, serta Coaching for Performance. Management, and Coaching for Performance. In addition,
Selain itu, MPM juga melaksanakan Executive Coaching MPM implemented Executive Coaching and Mentoring and
and Mentoring serta program Cross-OPCO Task Force the Cross-OPCO Task Force program to strengthen cross-
untuk memperkuat kolaborasi lintas entitas sekaligus entity collaboration while enriching talent development
memperkaya pengalaman pengembangan talenta di experiences across the MPM Group.
lingkungan Grup MPM.
Melalui pendekatan pengembangan yang terstruktur Through this structured and continuous development
dan berkelanjutan, MPM berupaya memastikan kesiapan approach, MPM seeks to ensure talent readiness in
talenta dalam menghadapi perubahan industri sekaligus responding to industry changes while supporting the
mendukung keberlanjutan pertumbuhan perusahaan. Company’s sustainable growth.
Pelatihan untuk Pengembangan Kompetensi [OJK F.22] [IDX S-05] [GRI 404-2]
Training for Competency Development
Level Jabatan Topik Pelatihan Jam Pelatihan Jumlah Peserta
No.
Level of Position Topic of Training Learning Hours Number of Participants
1 Supervisor, Associate Manager LEAD Stage 2 64 25
2 Manager, Senior Manager LEAD Stage 3 64 25
Associate Manager, Manager, Senior Manager, Coaching For
3 8 45
General Manager, Vice President Performance
Staff, Officer, Supervisor, Associate Manager,
4 Strategic Ideation 8 69
Manager, Senior Manager, General Manager
Rata-rata Jam Pelatihan [GRI 404-1]
Average Hour of Training
2025 2024 2023
Jenjang Jabatan
Level of Position
L P L P L P
General Manager & Vice President 36,23 27,21 4,3 0 12,99 16,30
Manager & Senior Manager 26,93 19,11 8,0 5,6 11,46 9,09
Supervisor & Associate Manager 20,09 31,01 16 18 20,08 12,41
Staff & Officer 13,03 15,75 6,4 8 16,87 10,14
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Pengembangan Karier Career Development MPM memberikan perhatian khusus pada pengembangan MPM places special emphasis on employee career karier karyawan guna memastikan keberlanjutan program development to ensure the sustainability of talent retention retensi talenta serta terbentuknya mekanisme succession programs and the establishment of a systematically planning yang terkelola secara sistematis. Proses ini managed succession planning mechanism. This process dilakukan melalui berbagai tahapan evaluasi dan is implemented through structured evaluation and pengembangan yang terstruktur di seluruh entitas dalam development stages across all entities within the MPM Grup MPM sehingga ketersediaan pemimpin masa depan Group, enabling the continuous preparation of future dapat dipersiapkan secara berkelanjutan. leaders. Setiap tahun, MPM melaksanakan Talent Review untuk Each year, MPM conducts a Talent Review to identify mengidentifikasi tingkat potensi dan kinerja karyawan, employees’ potential and performance levels, categorizing yang dikategorikan sebagai top talent, strong, solid, them as top talent, strong, solid, and other classifications hingga kategori lainnya sesuai standar perusahaan. Selain in accordance with company standards. In addition, itu, MPM juga melakukan asesmen kompetensi oleh pihak competency assessments are carried out by independent ketiga guna memperoleh rekomendasi pengembangan third parties to provide more objective development yang lebih objektif bagi karyawan yang dipersiapkan untuk recommendations for employees being prepared to fill mengisi posisi-posisi kritikal. critical positions. Evaluasi kinerja tahunan juga diperkuat melalui proses Annual performance evaluations are further strengthened Talent Calibration untuk menilai tingkat pencapaian through the Talent Calibration process, which assesses karyawan terhadap target perusahaan. Sebagai bagian dari employees’ achievement against company targets. As part pengembangan karier, MPM menyediakan kesempatan of career development, MPM provides periodic promotion promosi secara berkala, penugasan special project lintas opportunities, cross-entity special project assignments to entitas untuk mendukung peningkatan produktivitas support productivity improvements and process and system dan perbaikan proses maupun sistem, serta peluang job enhancements, as well as job rotation opportunities within rotation di Entitas Anak guna memperluas pengalaman Subsidiaries to broaden the experience and competencies dan kompetensi talenta unggul. of high-potential talent. Program Pensiun [GRI 404-2] Retirement Program [GRI 404-2] MPM menyediakan program persiapan pensiun guna MPM provides retirement preparation programs to membantu karyawan merencanakan masa purnabakti. support employees in planning for their post-employment Program ini mencakup penyelenggaraan seminar life. The program includes financial planning seminars, perencanaan keuangan, sesi konsultasi individu dengan individual consultation sessions with financial planners, perencana keuangan, serta skema program pensiun iuran and a voluntary defined contribution pension scheme pasti yang bersifat sukarela bagi karyawan. available to employees. Sementara itu, MPMInsurance mengembangkan Meanwhile, MPMInsurance has developed a similar inisiatif serupa melalui kerja sama dengan pengelola initiative through collaboration with a post-employment dana kompensasi pascakerja. Pada akhir tahun 2025, compensation fund manager. At the end of 2025, MPMInsurance melaksanakan kegiatan sosialisasi kepada MPMInsurance conducted a socialization session for karyawan sebagai tahap awal implementasi, dengan employees as an initial stage of implementation, with the pelaksanaan program yang akan efektif dimulai pada program scheduled to become fully effective in 2026. tahun 2026. 2025 Laporan Keberlanjutan ● Sustainability Report 125
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SMART MOBILITY TO Karyawan dan Kesetaraan Kesempatan Pelatihan dan Pendidikan Lingkungan Kerja yang Aman dan Nyaman
EMBRACE EMPLOYEE Employee and Equal Opportunity Training and Education Safe and Healthy Workplace
WELL-BEING
Evaluasi Kinerja [GRI 404-3] Performance Evaluation [GRI 404-3]
Sistem penilaian kinerja karyawan di MPM berfokus pada MPM’s employee performance appraisal system focuses
pencapaian Key Performance Indicators (KPI) yang telah on the achievement of Key Performance Indicators (KPIs)
ditetapkan sesuai dengan peran dan tanggung jawab established in accordance with each employee’s roles and
masing-masing karyawan. Evaluasi kinerja dilakukan secara responsibilities. Performance evaluations are conducted
berkala setiap tahun kepada seluruh (100%) karyawan oleh annually for all (100%) employees by their immediate
atasan langsung. Hasil penilaian akan menjadi dasar dalam supervisors. The results serve as the basis for decisions
pengambilan keputusan terkait pemberian penghargaan related to rewards and corrective actions, promotions,
dan tindakan pembinaan, promosi, mutasi atau demosi, transfers or demotions, as well as the determination of
serta penetapan remunerasi dan fasilitas karyawan. remuneration and employee benefits.
Employee Engagement Employee Engagement
MPM melaksanakan berbagai inisiatif employee engagement MPM implements various employee engagement initiatives
yang bertujuan memperkuat keterikatan karyawan aimed at strengthening employees’ alignment with the
terhadap visi, misi, serta nilai-nilai perusahaan. Melalui Company’s vision, mission, and values. Through these
inisiatif ini, MPM mendorong terciptanya lingkungan kerja initiatives, MPM fosters a collaborative, productive, and
yang kolaboratif, produktif, dan partisipatif. Beberapa participatory work environment. Key programs include:
program yang diselenggarakan, meliputi:
MPM Innovation Day MPM Innovation Day
MPM Innovation Day merupakan ajang kompetisi yang MPM Innovation Day is a competition that encourages
mendorong inovasi ide-ide digitalisasi kreatif dari creative digital innovation ideas from various divisions and
berbagai divisi dan fungsi di lingkungan Grup MPM. functions across the MPM Group. This initiative aims to
Inisiatif ini bertujuan untuk meningkatkan efisiensi serta enhance efficiency and improve the Company’s operational
menyempurnakan proses operasional perusahaan melalui processes through innovative solutions.
solusi yang inovatif.
Program ini terbuka bagi seluruh karyawan Grup MPM The program is open to all MPM Group employees and is
dan dirancang untuk menumbuhkan budaya inovasi serta designed to cultivate a culture of innovation and positive
semangat kompetisi yang positif, sehingga karyawan competition, encouraging employees to continuously
terdorong untuk terus menghadirkan perbaikan dan introduce improvements and enhancements in their
pembaruan dalam pelaksanaan pekerjaan sehari-hari. daily work.
Pada tahun 2025, MPM Innovation Day dimenangkan oleh In 2025, MPM Innovation Day was won by a representative
perwakilan MPMulia melalui inovasi penguatan ketahanan from MPMulia for an innovation focused on strengthening
dealer yang berfokus pada peningkatan efisiensi proses dealer resilience by improving the efficiency of credit
pengajuan kredit hingga pencairan piutang. application processes through to receivables disbursement.
Employee Volunteering Employee Volunteering
MPM menyelenggarakan program Employee Volunteering MPM organizes an Employee Volunteering program
yang melibatkan karyawan di seluruh entitas Grup untuk involving employees across Group entities to enhance
meningkatkan kepedulian sosial serta kontribusi nyata social awareness and deliver tangible contributions
kepada masyarakat dan lingkungan. Program ini dirancang to communities and the environment. The program is
untuk memberikan manfaat langsung kepada komunitas, designed to provide direct benefits to communities, with
dengan pelaksanaan kegiatan yang dapat disesuaikan activities tailored to employees’ interests, competencies,
dengan minat, kompetensi, dan keahlian karyawan. Uraian and expertise. Further details on the implementation of
mengenai pelaksanaan Employee Volunteering dapat Employee Volunteering can be found in the Smart Mobility
ditemukan pada bab Smart Mobility to Embrace Community to Embrace Community Well-Being chapter of this Report.
Well-Being dalam Laporan ini.
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LINGKUNGAN KERJA YANG AMAN SAFE AND HEALTHY DAN NYAMAN [OJK F.21] WORKPLACE [OJK F.21] MPM memahami bahwa perlindungan karyawan dan MPM recognizes that the protection of employees and mitra kerja tidak hanya menjadi kewajiban regulatif, tetapi business partners is not only a regulatory obligation but juga merupakan bagian dari komitmen MPM dalam also an integral part of MPM's commitment to fostering membangun budaya kerja yang aman dan bertanggung a safe and responsible workplace culture. Effective jawab. Penerapan Keselamatan dan Kesehatan Kerja (K3) implementation of Occupational Health and Safety (OHS) yang efektif dapat mendukung keberlanjutan usaha, practices supports business continuity, minimizes potential meminimalkan potensi kerugian akibat insiden, serta losses from incidents, and maintains stakeholder trust. menjaga kepercayaan para pemangku kepentingan. Kebijakan K3 dan OHS Policy and Sistem Manajemen K3 [GRI 403-1] [IDX S-11] Management System [GRI 403-1] [IDX S-11] MPM menerapkan kebijakan K3 yang disesuaikan dengan MPM implements OHS policies tailored to the operational karakteristik risiko operasional masing-masing lini usaha. risk characteristics of each business line. These policies Kebijakan K3 juga ditekankan kepada kepatuhan terhadap emphasize compliance with applicable laws and peraturan perundang-undangan serta perlindungan regulations and the protection of employees through the terhadap karyawan melalui penetapan target zero accident establishment of a zero-accident target, which serves as a yang menjadi komitmen bersama seluruh Entitas Anak dan shared commitment across all Subsidiaries and Associates Entitas Asosiasi di Grup MPM. within the MPM Group. Sebagai bagian dari implementasi kebijakan tersebut, As part of this implementation, MPMRent applies an MPMRent menerapkan Sistem Manajemen K3 yang OHS Management System aligned with national SMK3 mengacu pada ketentuan SMK3 dan/atau ISO 45001. requirements and/or ISO 45001 standards. The scope Ruang lingkup penerapan sistem ini mencakup kantor of this system covers operational offices, fleet pools, operasional, pool armada, workshop (baik general repair workshops (including general repair and body repair), maupun body repair), serta aktivitas operasional lapangan, and field operations, including drivers and vehicle termasuk pengemudi dan proses mobilisasi kendaraan. mobilization processes. Sistem Manajemen K3 di MPMRent diterapkan secara The OHS Management System at MPMRent applies menyeluruh bagi seluruh pekerja, baik karyawan tetap, comprehensively to all workers, including permanent tenaga alih daya, maupun kontraktor yang beraktivitas di employees, outsourced personnel, and contractors operating area kerja perusahaan. Pendekatan ini memastikan bahwa within company premises. This approach ensures that OHS pengendalian risiko keselamatan dan kesehatan kerja risk controls are implemented consistently, integrated, and diterapkan secara konsisten, terintegrasi, dan berkelanjutan sustainably across the operational value chain. di seluruh rantai operasional. 2025 Laporan Keberlanjutan ● Sustainability Report 127
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SMART MOBILITY TO Karyawan dan Kesetaraan Kesempatan Pelatihan dan Pendidikan Lingkungan Kerja yang Aman dan Nyaman
EMBRACE EMPLOYEE Employee and Equal Opportunity Training and Education Safe and Healthy Workplace
WELL-BEING
Identifikasi Bahaya dan Penilaian Risiko [GRI 403-2] Hazard Identification and Risk Assessment [GRI 403-2]
Identifikasi bahaya dan penilaian risiko dilakukan secara Hazard identification and risk assessment are conducted
terstruktur dan diperbarui apabila terdapat perubahan systematically and updated whenever there are changes
aktivitas, fasilitas, maupun kondisi kerja. Proses ini menjadi in activities, facilities, or working conditions. This process
bagian dari pendekatan manajemen risiko perusahaan forms part of the Company’s risk management approach
dan terintegrasi dengan Business Continuity Management and is integrated with the Business Continuity Management
System (BCMS) untuk memastikan kesiapan menghadapi System (BCMS) to ensure preparedness for potential
potensi gangguan operasional. operational disruptions.
MPMRent menerapkan metode Hazard Identification, Risk MPMRent applies Hazard Identification, Risk Assessment,
Assessment, and Determining Control (HIRADC)/Job Safety and Determining Control (HIRADC)/Job Safety Analysis
Analysis (JSA), inspeksi rutin, pelaporan near miss, serta (JSA), routine inspections, near-miss reporting, and
evaluasi insiden dengan penilaian risiko berbasis matriks incident evaluations using a risk matrix based on likelihood
kemungkinan dan dampak. Pengendalian risiko dilakukan and impact. Risk controls are implemented according to
sesuai hierarki pengendalian, mulai dari eliminasi hingga the hierarchy of controls, ranging from elimination to the
penggunaan alat pelindung diri. use of personal protective equipment (PPE).
Sementara itu, MPMInsurance menggunakan pendekatan Meanwhile, MPMInsurance uses a Job Hazard Analysis (JHA)
Job Hazard Analysis (JHA) untuk mengidentifikasi risiko approach to identify key risks such as fire, earthquakes,
utama seperti kebakaran, gempa bumi, penularan penyakit, disease transmission, and workplace accidents. Control
serta kecelakaan kerja. Tindak lanjut pengendalian measures include the provision of fire extinguishers,
dilakukan melalui penyediaan APAR, simulasi evakuasi, evacuation drills, OHS awareness programs, and periodic
sosialisasi K3, dan pemeriksaan kesehatan berkala. health examinations.
Di tingkat grup, hasil identifikasi risiko akan menjadi dasar At the Group level, risk identification results form the
penyusunan rencana tanggap darurat dan penguatan basis for emergency response planning and strengthening
kesiapsiagaan organisasi. Pendekatan ini memastikan organizational preparedness. This approach ensures that
bahwa aspek keselamatan dan kesehatan kerja terkelola occupational health and safety aspects are managed
secara sistematis, preventif, dan berkelanjutan di seluruh systematically, preventively, and continuously across all
entitas Grup MPM. MPM Group entities.
Layanan dan Promosi Kesehatan [GRI 403-3] [GRI 403-6] Health Services and Promotion [GRI 403-3] [GRI 403-6]
MPM menyediakan layanan kesehatan kerja yang mencakup MPM provides occupational health services that encompass
aspek preventif dan kuratif. Pemeriksaan kesehatan awal both preventive and curative aspects. Pre-employment
(pre-employment medical check-up) dan pemeriksaan medical check-ups and periodic health examinations are
kesehatan berkala dilaksanakan untuk mendeteksi dini conducted to enable early detection of potential health
potensi gangguan kesehatan yang dapat memengaruhi issues that may affect performance and workplace safety.
kinerja dan keselamatan kerja. MPM juga menyediakan MPM also provides first aid facilities and medical referral
fasilitas Pertolongan Pertama pada Kecelakaan (P3K) serta mechanisms when necessary.
mekanisme rujukan medis apabila diperlukan.
Dalam pelaksanaannya, MPM bekerja sama dengan In implementation, MPM collaborates with hospitals and
rumah sakit dan penyedia layanan kesehatan untuk healthcare providers to conduct medical check-ups and
penyelenggaraan medical check-up dan konsultasi health consultations. In addition, mental health support
kesehatan. Selain itu, layanan dukungan kesehatan mental services are made available to employees and their spouses
turut disediakan bagi karyawan dan pasangan, sebagai as part of a holistic well-being approach.
bagian dari pendekatan kesejahteraan yang menyeluruh
(holistic well-being).
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Di level Entitas Anak, MPMInsurance melaksanakan At the Subsidiary level, MPMInsurance conducted routine
pemeriksaan kesehatan rutin pada tahun 2025, serta health examinations in 2025 and enhanced workplace
meningkatkan fasilitas kerja melalui penyediaan ruang facilities by providing lactation rooms that ensure privacy
laktasi yang memenuhi aspek privasi dan kenyamanan and comfort for breastfeeding employees.
bagi karyawan ibu menyusui.
Sementara itu, MPMRent turut melaksanakan berbagai Meanwhile, MPMRent implemented various health
program promosi kesehatan, termasuk kegiatan olahraga promotion programs, including group sports activities,
bersama, kampanye gaya hidup sehat, health talk, serta healthy lifestyle campaigns, health talks, and mental health
edukasi kesehatan mental dan manajemen stres. Inisiatif and stress management education. These initiatives aim
ini bertujuan menjaga kebugaran fisik dan psikologis to maintain employees’ physical and psychological well-
karyawan sekaligus meningkatkan kesadaran terhadap being while increasing awareness of the importance of
pentingnya kesehatan kerja. occupational health.
Partisipasi, Konsultasi OHS Participation, Consultation,
dan Komunikasi K3 [GRI 403-4] and Communication [GRI 403-4]
Keterlibatan karyawan dalam pengelolaan K3 di MPMRent Employee involvement in OHS management at MPMRent
dilakukan melalui Panitia Pembina K3 (P2K3), forum is facilitated through the Occupational Health and Safety
diskusi rutin, toolbox meeting, serta safety briefing sebelum Committee (P2K3), regular discussion forums, toolbox
pelaksanaan pekerjaan tertentu. Karyawan juga didorong meetings, and safety briefings prior to specific work
untuk melaporkan kondisi dan tindakan tidak aman activities. Employees are also encouraged to report
sebagai bagian dari budaya pelaporan yang transparan. unsafe conditions and unsafe acts as part of a transparent
reporting culture that supports continuous improvement
in workplace safety.
Komunikasi K3 dilaksanakan melalui induksi K3 bagi OHS communication is carried out through OHS
karyawan baru dan kontraktor, safety bulletin, poster induction programs for new employees and contractors,
keselamatan, serta simulasi keadaan darurat. Di MPMRent, safety bulletins, safety posters, and emergency response
praktik berbagi pembelajaran antar lokasi operasional juga simulations. At MPMRent, cross-location knowledge
dilakukan untuk meningkatkan konsistensi penerapan sharing practices are also implemented to enhance
standar keselamatan. consistency in the application of safety standards across
operational sites.
Pelatihan K3 [GRI 403-5] OHS Training [GRI 403-5]
Sepanjang 2025, Grup MPM menyelenggarakan berbagai Throughout 2025, MPM Group conducted various OHS
pelatihan K3, antara lain induksi K3, basic safety, basic training programs, including OHS induction, basic safety,
life support, simulasi evakuasi medis, 5R, pelatihan P3K, basic life support, medical evacuation simulations, 5R, first
penggunaan Alat Pemadam Api Ringan (APAR), basic aid training, use of portable fire extinguishers (APAR), basic
fire fighting, manual handling, serta emergency response firefighting, manual handling, and emergency response
drill. Seluruh pelatihan dilaksanakan dengan tujuan drills. All training programs are designed to ensure that
untuk memastikan setiap karyawan memahami risiko employees understand the risks associated with their
pekerjaannya serta mampu merespons keadaan darurat work and are capable of responding appropriately to
secara tepat. emergency situations.
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SMART MOBILITY TO Karyawan dan Kesetaraan Kesempatan Pelatihan dan Pendidikan Lingkungan Kerja yang Aman dan Nyaman
EMBRACE EMPLOYEE Employee and Equal Opportunity Training and Education Safe and Healthy Workplace
WELL-BEING
Ringkasan Pelatihan K3
Summary of OHS Training
Jenis Pelatihan Entitas Jumlah Kegiatan Total Peserta (Orang)
Type of Training Entity Number of Sessions Total Participants (People)
Induksi & Basic Safety (Basic Safety,
MPMRent 7 sesi | sesion 197
5R, Fire Fighting, P3K)
Basic Life Support & Fire Drill MPMRent 3 sesi | sesion 47
Sosialisasi Evakuasi Kebakaran
& Gempa Seluruh karyawan kantor
MPMInsurance 2 sesi | sesion
Fire & Earthquake Evacuation All office employees
Socialization
Induksi K3 karyawan baru Seluruh entitas Dilakukan berkelanjutan
-
OHS Induction for New Employees All entities Continuous
Ringkasan Wellness Program
Summary of Wellness Programs
Kategori Program Bentuk Kegiatan
Program Category Form of Activity
Pemeriksaan Kesehatan Medical Check-Up Tahunan
Health Screening Annual medical check-up
Edukasi Kesehatan Fisik Health Talk dengan topik kesehatan jantung, obesitas, kesehatan ginjal, dan lain-lain
Physical Health Education Health talks on heart health, obesity, mental health, and other topics
Edukasi Kesehatan Mental Seminar dan Webinar Mental Health
Mental Health Education Seminars and Mental Health webinars
Layanan Konseling Konseling psikolog, konseling keuangan, konseling pemenuhan nutrisi
Counseling Services Psychological counseling, financial counseling, nutrition counseling
Fasilitas Kesehatan Ruang laktasi, P3K
Health Facilities Lactation room, first aid facilities
Program Kebugaran Olahraga bersama
Fitness Programs Group exercise activities
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Pengelolaan K3 terhadap Mitra Kerja [GRI 403-7] OHS Management for Business Partners [GRI 403-7]
MPM senantiasa memastikan standar K3 juga diterapkan MPM consistently ensures that OHS standards are also
oleh mitra kerja dan kontraktor melalui kewajiban implemented by business partners and contractors
mengikuti induksi K3, kepatuhan terhadap prosedur through mandatory OHS induction, adherence to safety
keselamatan, serta pengawasan pekerjaan berisiko. procedures, and supervision of high-risk activities.
MPMRent memperkuat pengelolaan kontraktor melalui MPMRent strengthens contractor management through
penerapan Contractor Safety Management System (CSMS), the implementation of a Contractor Safety Management
inspeksi rutin, serta evaluasi kepatuhan keselamatan System (CSMS), routine inspections, and safety
sebagai bagian dari sistem manajemen K3. compliance evaluations as integral components of its
OHS management system.
Kinerja K3 [GRI 403-9, 403-10] [IDX S-06] OHS Performance [GRI 403-9, 403-10] [IDX S-06]
Pada tahun 2025, MPM Head Office tidak mencatatkan In 2025, MPM Head Office recorded no fatal OHS incidents
insiden K3 fatal yang berakibat pada kematian di resulting in loss of life within the head office environment. A
lingkungan kantor pusat. Hal yang sama juga dicatatkan similar achievement was recorded by MPMRent, reflecting
oleh MPMRent, sebagai hasil implementasi inspeksi rutin, the effectiveness of routine inspections, training programs,
pelatihan, dan penguatan driving safety. and strengthened driving safety practices.
Sementara itu, MPMInsurance mencatat satu kasus Meanwhile, MPMInsurance recorded one workplace
kecelakaan kerja pada tahun 2025 dan terus melakukan accident in 2025 and continues to conduct evaluations
evaluasi serta peningkatan pengendalian risiko untuk and enhance risk controls to prevent similar incidents in
mencegah kejadian serupa. the future.
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Smart Mobility
to Embrace
Community Well-Being
134 Dampak Kegiatan Usaha terhadap Masyarakat
Impact of Business Activities on the Community
136 Masyarakat dan Kerelawanan
Community and Volunteering
164 Employee Volunteering
170 Pengaduan Masyarakat
Community Grievance Mechanism
06
Page 133
Setiap inisiatif sosial dirancang dengan pendekatan Creating Shared Value (CSV), sehingga manfaat yang dihasilkan tidak hanya dirasakan oleh masyarakat, tetapi juga mendukung keberlanjutan bisnis dalam jangka panjang." "Each social initiative is developed using a Creating Shared Value (CSV) approach, ensuring that the benefits generated support both community development and long-term business sustainability."
Page 134
SMART MOBILITY
TO EMBRACE Dampak Kegiatan Usaha terhadap Masyarakat Masyarakat dan Kerelawanan Employee Volunteering
COMMUNITY Impact of Business Activities on the Community Community and Volunteering Employee Volunteering
WELL-BEING
Smart Mobility to Embrace
Community Well-Being
DAMPAK KEGIATAN USAHA TERHADAP IMPACT OF BUSINESS ACTIVITIES ON
MASYARAKAT [OJK F.23] [GRI 413-1, 413-2] THE COMMUNITY [OJK F.23] [GRI 413-1, 413-2]
Keberadaan dan aktivitas usaha Grup MPM di berbagai MPM Group’s presence and business activities across
wilayah membawa kontribusi ekonomi sekaligus various regions contribute not only to economic
memengaruhi dinamika sosial masyarakat di sekitar development but also influence the social dynamics of the
area operasional. Kesadaran atas keterkaitan tersebut communities surrounding its operational areas. Recognizing
mendorong MPM untuk mengelola dampak sosial secara this interconnection, MPM manages its social impacts
terencana dan bertanggung jawab, sejalan dengan in a structured and responsible manner, in line with its
komitmen menjaga hubungan yang harmonis dengan commitment to maintaining harmonious and constructive
komunitas tempat MPM beroperasi. relationships with local communities in which MPM operates.
Melalui strategi Smart Mobility to Embrace Community Through the Smart Mobility to Embrace Community Well-
Well-Being, MPM memfokuskan kontribusi sosial pada Being strategy, MPM focuses its social contributions on
empat pilar utama, yaitu pendidikan, ekonomi, lingkungan, four key pillars, education, economic empowerment,
dan sosial. Strategi ini dirancang untuk mendorong environment, and social development. This strategy
pemberdayaan masyarakat secara berkelanjutan, dengan is designed to promote sustainable community
mempertimbangkan kebutuhan lokal serta keselarasan empowerment by addressing local needs while aligning
dengan Tujuan Pembangunan Berkelanjutan (SDGs). with the Sustainable Development Goals (SDGs). The
Pendekatan ini tidak berhenti pada pemberian bantuan, approach goes beyond charitable assistance, emphasizing
melainkan diarahkan pada penguatan kapasitas komunitas the strengthening of community capacity to enable long-
agar mampu tumbuh dan berkembang secara mandiri. term, self-sustaining growth.
Untuk memastikan setiap program tepat sasaran, MPM To ensure that programs remain relevant and effective,
melaksanakan penilaian dampak di seluruh wilayah MPM conducts impact assessments across 100% of its
operasional (100%). Proses ini bertujuan mengidentifikasi operational areas. These assessments aim to identify both
potensi maupun dampak aktual yang timbul dari kegiatan potential and actual impacts arising from its business
usaha, produk, dan layanan yang diberikan. MPM juga activities, products, and services. In addition, MPM
menyediakan mekanisme pengaduan masyarakat sebagai provides community grievance mechanisms as a two-way
sarana komunikasi dua arah, sehingga aspirasi dan keluhan communication channel, enabling concerns and feedback
dapat ditindaklanjuti secara responsif dan transparan. to be addressed in a responsive and transparent manner.
Setiap inisiatif sosial dirancang dengan pendekatan Each social initiative is developed using a Creating Shared
Creating Shared Value (CSV), sehingga manfaat yang Value (CSV) approach, ensuring that the benefits generated
dihasilkan tidak hanya dirasakan oleh masyarakat, tetapi support both community development and long-term
juga mendukung keberlanjutan bisnis dalam jangka business sustainability. To uphold accountability and
panjang. Untuk menjaga akuntabilitas dan mengukur measure effectiveness, program evaluations are conducted
efektivitas program, evaluasi dilakukan menggunakan using the Social Return on Investment (SROI) methodology
metode Social Return on Investment (SROI) oleh pihak by an independent third party. The results serve as a basis
ketiga independen. Hasil pengukuran tersebut menjadi for continuous improvement and for strengthening the
dasar perbaikan berkelanjutan dalam memperkuat dampak positive and sustainable impact of MPM initiatives on the
positif dan relevansi program MPM bagi masyarakat. communities it serves.
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Pengaduan Masyarakat
Community Grievance Mechanism
Dampak Aktual
Actual Impacts
Positif ▪ Positive
●●
Kehadiran Grup MPM membuka peluang kerja bagi masyarakat di sekitar wilayah operasional, sehingga turut
memperkuat struktur ekonomi lokal.
The presence of MPM Group creates employment opportunities for local communities, contributing to the
strengthening of local economic structures.
●●
Aktivitas usaha MPM mendorong pertumbuhan ekonomi pelaku usaha mikro, kecil, dan menengah (UMKM) yang
terlibat dalam rantai pasok, melalui kemitraan dan kolaborasi yang berkelanjutan.
Business activities support the economic growth of micro, small, and medium enterprises (MSMEs) within MPM’s
supply chain through sustainable partnerships and collaboration.
●●
Berbagai program tanggung jawab sosial di bidang pendidikan berkontribusi pada peningkatan literasi, wawasan,
serta pengembangan kompetensi masyarakat.
Corporate social responsibility programs in the education sector contribute to enhancing literacy, knowledge, and
community competencies.
Negatif ▪ Negative
Timbulan limbah dari aktivitas perkantoran dan perbengkelan yang berpotensi meningkatkan beban pengelolaan
lingkungan apabila tidak ditangani secara tepat.
Waste generated from office and workshop activities, which requires proper management to prevent potential adverse
impacts on soil quality and the surrounding environment.
Dampak Potensial
Potential Impacts
Positif ▪ Positive
●●
Penguatan ekonomi masyarakat melalui pelaksanaan program tanggung jawab sosial di bidang ekonomi yang
mendorong kemandirian dan produktivitas.
Strengthened local economic capacity through economic-focused corporate social responsibility programs that
promote independence and productivity.
●●
Penurunan tingkat kecelakaan lalu lintas melalui inisiatif edukasi keselamatan berkendara (safety riding) yang
meningkatkan kesadaran dan perilaku berkendara yang lebih aman.
Reduced traffic accident rates through safety riding education initiatives that enhance awareness and encourage
safer riding behavior.
●●
Kontribusi terhadap mitigasi perubahan iklim melalui program penanaman pohon dan pengelolaan bank sampah
yang mendukung pengurangan emisi serta peningkatan kualitas lingkungan.
Contribution to climate change mitigation through tree planting initiatives and waste bank programs that support
emission reduction and environmental quality improvement.
Negatif ▪ Negative
●●
Risiko terhadap keselamatan konsumen yang dapat timbul dari penggunaan produk apabila tidak digunakan atau
dirawat sesuai dengan petunjuk yang berlaku.
Risks to consumer safety that may arise from improper use or maintenance of products.
●●
Potensi peningkatan pencemaran udara akibat perawatan produk oleh konsumen yang tidak memadai, sehingga
dapat memengaruhi kualitas emisi yang dihasilkan.
Potential increase in air pollution resulting from inadequate product maintenance by consumers, which may affect
emission quality.
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SMART MOBILITY
TO EMBRACE Dampak Kegiatan Usaha terhadap Masyarakat Masyarakat dan Kerelawanan Employee Volunteering
COMMUNITY Impact of Business Activities on the Community Community and Volunteering Employee Volunteering
WELL-BEING
MASYARAKAT DAN COMMUNITY AND
KERELAWANAN [OJK F.25] [IDX S-12] VOLUNTEERING [OJK F.25] [IDX S-12]
Relevansi Topik terhadap Bisnis Topic Relevance to the Business
Keterlibatan aktif dalam pengembangan masyarakat dan Active engagement in community development and
kegiatan kerelawanan merupakan bagian dari komitmen volunteerism forms an integral part of MPM Group’s
Grup MPM untuk tumbuh bersama komunitas di sekitar commitment to growing alongside the communities
wilayah operasional. Melalui program tanggung jawab surrounding its operational areas. Through well-designed
sosial yang dirancang secara relevan dan partisipatif, and participatory corporate social responsibility programs,
serta keterlibatan karyawan dalam berbagai inisiatif as well as employee involvement in volunteer initiatives,
kerelawanan, MPM tidak hanya berkontribusi pada MPM contributes to social well-being while fostering
peningkatan kesejahteraan sosial, tetapi juga membangun relationships built on mutual trust with local communities.
hubungan yang saling percaya dengan masyarakat.
Pelaksanaan program yang tepat sasaran membuka ruang Well-targeted initiatives create opportunities to generate
bagi terciptanya nilai bersama, memperkuat reputasi MPM, shared value, strengthening MPM reputation, enhancing
meningkatkan rasa kepemilikan dan keterikatan karyawan, employee engagement and sense of ownership, and
serta memperdalam hubungan jangka panjang dengan reinforcing long-term relationships with stakeholders.
para pemangku kepentingan. Keterlibatan karyawan dalam Employee participation in social activities also serves as
kegiatan sosial juga menjadi sarana internalisasi nilai a platform to internalize corporate values, supporting a
perusahaan, yang pada akhirnya mendukung budaya kerja collaborative and sustainability-oriented work culture.
yang kolaboratif dan berorientasi pada keberlanjutan.
Sebaliknya, rendahnya partisipasi karyawan, kurangnya Conversely, low employee participation, misalignment
keselarasan program dengan kebutuhan riil masyarakat, between programs and actual community needs, or
maupun potensi konflik kepentingan dapat mengurangi potential conflicts of interest may reduce the effectiveness
efektivitas inisiatif yang dijalankan. Kondisi tersebut of these initiatives. Such conditions could affect public
berisiko memengaruhi persepsi publik serta membatasi perception and limit the positive impact expected from
dampak positif yang diharapkan dari program sosial community and volunteer programs. Therefore, MPM
dan kerelawanan. Oleh karena itu, Grup MPM secara Group continuously evaluates and refines its approach to
berkelanjutan melakukan evaluasi dan penyelarasan ensure that its initiatives remain relevant, inclusive, and
program agar tetap relevan, inklusif, dan memberikan capable of delivering meaningful benefits to both society
manfaat yang bermakna bagi masyarakat sekaligus bagi and the long-term sustainability of the business.
keberlanjutan bisnis.
Pada Entitas Asosiasi, peluang dan tantangan dalam For Associates, the opportunities and challenges related
pengembangan masyarakat dan kegiatan kerelawanan to community development and volunteerism are
pada prinsipnya sejalan dengan yang dihadapi oleh Grup generally aligned with those faced by MPM Group. A
MPM. Pendekatan yang terarah dan partisipatif tetap structured and participatory approach remains essential
menjadi landasan dalam memastikan kontribusi sosial to ensuring consistent and contextually appropriate social
yang konsisten dan selaras dengan konteks operasional contributions across each entity’s operational landscape.
masing-masing entitas.
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Pengaduan Masyarakat Community Grievance Mechanism Pengelolaan Masyarakat Management of Community dan Kerelawanan [GRI 3-3] and Volunteerism [GRI 3-3] Dengan portofolio di bidang distribusi dan ritel sepeda With a portfolio spanning motorcycle distribution and retail, motor, penyewaan kendaraan, asuransi umum, serta vehicle rental, general insurance, and financing services, pembiayaan, Grup MPM memiliki keterkaitan yang erat MPM Group maintains close ties to the social and economic dengan dinamika sosial dan ekonomi masyarakat. Jaringan dynamics of the communities in which it operates. Its usaha yang luas memungkinkan MPM berkontribusi extensive business network enables MPM to contribute to terhadap pertumbuhan ekonomi melalui penciptaan economic growth through job creation, the strengthening lapangan kerja, penguatan aktivitas usaha, serta perluasan of business activities, and expanded access to mobility akses terhadap mobilitas dan layanan keuangan. and financial services. MPM presence not only supports Kehadiran MPM tidak hanya mendukung konektivitas dan connectivity and productivity, but also helps communities produktivitas, tetapi juga membantu masyarakat dalam manage risks and enhance their economic capacity. mengelola risiko dan meningkatkan kapasitas ekonominya. Kontribusi tersebut diperkuat melalui praktik These contributions are reinforced through responsible ketenagakerjaan yang bertanggung jawab dan pelaksanaan employment practices and the implementation of well- program tanggung jawab sosial yang terarah. Inisiatif yang targeted corporate social responsibility programs. The dijalankan mencakup pelestarian lingkungan, pemberdayaan initiatives encompass environmental preservation, ekonomi masyarakat, peningkatan keselamatan, serta community economic empowerment, safety enhancement, dukungan terhadap kesejahteraan sosial. Seluruh program and social welfare support. All programs are designed to dirancang untuk menciptakan nilai jangka panjang dengan create long-term value by positioning community capacity menempatkan pengembangan kapasitas masyarakat development as an integral part of MPM's sustainability. sebagai bagian dari keberlanjutan MPM. MPM juga menyadari adanya potensi risiko dan dampak At the same time, MPM recognizes the potential negatif yang dapat timbul dari aktivitas operasional. Risiko risks and negative impacts that may arise from its keselamatan lalu lintas dan kecelakaan kerja, potensi operational activities. Traffic safety risks and occupational emisi dan kebisingan, pengelolaan limbah operasional, accidents, potential emissions and noise, operational hingga aspek perlindungan konsumen dalam layanan waste management, as well as consumer protection pembiayaan dan asuransi menjadi perhatian dalam aspects within financing and insurance services are key pengelolaan dampak. Untuk memitigasi hal tersebut, MPM considerations in impact management. To mitigate these menerapkan standar keselamatan dan kesehatan kerja, risks, MPM implements occupational health and safety sistem pengelolaan lingkungan yang bertanggung jawab, standards, responsible environmental management serta kepatuhan dalam penyediaan layanan keuangan. systems, and compliance in the provision of financial Edukasi, komunikasi, dan pelibatan pemangku kepentingan services. Education, communication, and stakeholder terus diperkuat guna meminimalkan risiko serta menjaga engagement are continuously strengthened to minimize kepercayaan masyarakat. risks and maintain public trust. Dalam rantai nilai, termasuk hubungan dengan pemasok Within its value chain, including relationships with suppliers dan mitra usaha, MPM mengidentifikasi potensi risiko terkait and business partners, MPM identifies potential risks aspek ketenagakerjaan, keselamatan kerja, kepatuhan related to labor practices, workplace safety, environmental lingkungan, dan etika bisnis. Meskipun tidak terlibat secara compliance, and business ethics. Although the Company is langsung dalam dampak negatif yang material, Perseroan not directly involved in material adverse impacts, preventive tetap melakukan langkah pencegahan melalui kebijakan measures are undertaken through responsible procurement pengadaan yang bertanggung jawab, seleksi mitra policies, the selection of partners that meet applicable usaha yang memenuhi ketentuan, serta komunikasi dan requirements, as well as proportionate communication pengawasan yang proporsional. Pendekatan ini bertujuan and oversight. This approach aims to ensure that business memastikan keselarasan praktik bisnis di seluruh rantai nilai practices throughout the value chain remain aligned with dengan prinsip keberlanjutan MPM. MPM sustainability principles. 2025 Laporan Keberlanjutan ● Sustainability Report 137
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Sebagai landasan pengelolaan, MPM menetapkan As the foundation of its management approach, MPM
kebijakan dan komitmen tanggung jawab sosial dan establishes social and environmental responsibility policies
lingkungan yang diimplementasikan secara terstruktur and commitments that are implemented in a structured
melalui tahapan perencanaan, pelaksanaan, pemantauan, manner through planning, execution, monitoring, and
dan evaluasi. Sustainability Roadmap menjadi acuan evaluation. The Sustainability Roadmap serves as a
dalam pengembangan program yang selaras dengan reference in developing programs aligned with the
strategi bisnis, kebutuhan masyarakat, serta ketentuan Company’s business strategy, community needs, and
peraturan yang berlaku. applicable regulatory requirements.
Kinerja dan Evaluasi Performance and Impact Evaluation
MPM melaksanakan program tanggung jawab sosial MPM implements corporate social responsibility programs
sebagai bagian dari komitmen untuk menciptakan nilai as part of its commitment to creating shared value and
bersama dan mendukung pembangunan berkelanjutan. supporting sustainable development. Their implementation
Pelaksanaannya mengacu pada kebijakan internal, refers to internal policies, applicable regulations, and the
ketentuan peraturan yang berlaku, serta Sustainability Sustainability Roadmap, which serves as a guideline in
Roadmap yang menjadi panduan dalam menetapkan setting priorities, program direction, and implementation
prioritas, arah program, dan pendekatan pelaksanaan. approaches.
Setiap tahun, MPM mengalokasikan anggaran Each year, MPM allocates a dedicated budget to support
khusus untuk mendukung program masyarakat dan community and volunteer programs. Planning is carried
kerelawanan. Perencanaan dilakukan secara terstruktur out in a structured manner by considering the needs of
dengan mempertimbangkan kebutuhan masyarakat di communities surrounding operational areas, the relevance
sekitar wilayah operasional, relevansi isu sosial, serta of social issues, and the potential impacts generated.
potensi dampak yang dihasilkan. Dengan pengelolaan Through accountable fund management, the allocated
yang akuntabel, anggaran tersebut diarahkan untuk budget is directed to ensure programs are implemented
memastikan program berjalan efektif dan memberikan effectively and deliver optimal benefits.
manfaat yang optimal.
Fokus utama pelaksanaan program diarahkan pada The primary focus of program implementation is
pemberdayaan masyarakat yang mendorong peningkatan community empowerment aimed at enhancing capacity
kapasitas dan kemandirian. Inisiatif yang dijalankan and self-reliance. Initiatives include human capital
mencakup pengembangan sumber daya manusia, development, social welfare improvement, as well as
peningkatan kesejahteraan sosial, serta dukungan support for economic and environmental activities,
terhadap kegiatan ekonomi dan lingkungan, sehingga ensuring that the benefits generated are not merely short-
manfaat yang dihasilkan tidak hanya bersifat jangka term, but sustainable.
pendek, tetapi berkelanjutan.
Untuk memastikan efektivitasnya, MPM melakukan To ensure effectiveness, MPM conducts social impact
penilaian dampak sosial secara bertahap, mencakup assessments in stages, before, during, and after program
sebelum, selama, dan setelah pelaksanaan kegiatan. implementation. This process includes needs identification,
Proses ini meliputi identifikasi kebutuhan, pemantauan monitoring of participation and program achievements, as
partisipasi dan capaian program, serta evaluasi manfaat well as evaluation of benefits and beneficiary satisfaction
dan tingkat kepuasan penerima manfaat. Pada program levels. For flagship programs, MPM also applies the Social
unggulan, MPM juga menerapkan pendekatan Social Return on Investment (SROI) approach to measure the
Return on Investment (SROI) guna mengukur nilai social value created. Evaluation results serve as the basis
sosial yang tercipta. Hasil evaluasi menjadi dasar for continuous program improvement.
penyempurnaan program secara berkelanjutan.
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Pengaduan Masyarakat
Community Grievance Mechanism
Hasil pengukuran menunjukkan bahwa nilai manfaat The assessment results indicate that the social value
sosial yang tercipta melampaui investasi yang dikeluarkan, generated exceeds the investment made, affirming that
menegaskan bahwa program TJSL MPM telah dikelola MPM CSR programs have been managed responsibly and
secara bertanggung jawab dan berdampak positif. have delivered positive impact. This approach not only
Pendekatan ini tidak hanya memperkuat akuntabilitas strengthens accountability and transparency, but also
dan transparansi, tetapi juga menjadi landasan bagi serves as a foundation for the continuous improvement of
peningkatan kualitas program secara berkelanjutan, program quality, enabling the Company to further optimize
sehingga kontribusi yang diberikan dapat semakin optimal its contributions to communities and stakeholders.
bagi masyarakat dan para pemangku kepentingan.
Biaya Investasi Sosial (miliar Rupiah)
Social Investment (billion Rupiah)
2025 2024 2023
Rp
3,27 Rp
2,65 Rp
2,99
Empat Pilar Utama Program TJSL Grup MPM
Four Main Pillars of MPM Group’s CSR Program
Pendidikan Lingkungan
Education Environment
Meningkatkan akses dan kualitas pendidikan, Mengurangi dampak lingkungan melalui
termasuk pelatihan keterampilan dan literasi. berbagai inisiatif hijau, seperti konservasi sumber
Improving access to and quality of education, daya dan program penghijauan.
including skills training and literacy. Reducing environmental impact through various
green initiatives, such as resource conservation
and reforestation programs.
Pemberdayaan Ekonomi Filantropi
Economic Empowerment Philanthropic
Mendorong kemandirian ekonomi masyarakat Memberikan bantuan sosial kepada kelompok
melalui program pengembangan. masyarakat yang membutuhkan, baik dalam bentuk
Encouraging community economic self-reliance donasi maupun dukungan pada situasi darurat.
through development programs. Providing social assistance to vulnerable
communities through donations
and emergency support.
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Program Pendidikan
Education Program
LSTC MPMInsurance
Sebagai bagian dari komitmen dalam meningkatkan kapasitas masyarakat, MPMInsurance menghadirkan program
LSTC (Life Skill Training Center) yang dirancang untuk memperluas wawasan serta membekali generasi muda
dengan keterampilan yang relevan bagi masa depan. Program ini berfokus pada penguatan literasi keuangan dan
pemahaman mengenai peran asuransi dalam perencanaan kehidupan yang lebih terarah dan terlindungi.
Melalui sesi edukasi interaktif, peserta memperoleh pemahaman mengenai pengelolaan keuangan yang bijak,
pengenalan risiko finansial, serta pentingnya perlindungan asuransi sebagai instrumen mitigasi risiko. Materi
disampaikan secara aplikatif agar mudah dipahami dan relevan dengan tantangan yang dihadapi generasi
muda saat ini.
Program ini diikuti oleh 100 mahasiswa dari Institut Sains & Teknologi Nasional (ISTN) dan Universitas Indonesia
Maju. Melalui kegiatan ini, diharapkan para peserta semakin cakap dalam mengelola keuangan pribadi serta
memiliki kesadaran yang lebih baik mengenai pentingnya perlindungan asuransi sebagai bagian dari perencanaan
masa depan yang berkelanjutan.
As part of its commitment to enhancing community capacity, MPMInsurance introduced the LSTC (Life Skill Training
& Coaching) program, designed to broaden perspectives and equip young generations with practical skills relevant
to their future. The program focuses on strengthening financial literacy and deepening understanding of the role of
insurance in sound life planning.
Through interactive educational sessions, participants gained insights into prudent financial management, financial
risk awareness, and the importance of insurance protection as a risk mitigation instrument. The materials were
delivered in an accessible and practical manner to ensure relevance to the challenges faced by today’s youth.
The program was attended by 100 students from Institut Sains & Teknologi Nasional (ISTN) and Universitas Indonesia
Maju. Through this initiative, participants are expected to become more capable in managing their personal finances
and to develop a stronger awareness of the importance of insurance protection as part of sustainable future planning.
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Pengaduan Masyarakat Community Grievance Mechanism MPMBerbagi Beasiswa MPMBerbagi Scholarship Sebagai bentuk apresiasi atas peran insan media sebagai mitra strategis, Grup MPM kembali menyelenggarakan program tahunan MPMBerbagi Beasiswa 2025. Program ini dirancang untuk mendukung kemajuan pendidikan sekaligus memacu semangat belajar anak-anak jurnalis dalam meraih masa depan yang lebih cerah. Melalui proses seleksi yang mempertimbangkan capaian akademik dan non-akademik, Grup MPM menyalurkan dana pendidikan senilai Rp100 juta kepada 20 anak jurnalis dari jenjang SD hingga SMP di wilayah Jabodetabek dan Jawa Timur. Bantuan ini diberikan sebagai dukungan nyata terhadap keberlanjutan pendidikan keluarga wartawan nasional dan daerah. Penyerahan beasiswa dilaksanakan secara simbolis di Jawa Timur dan Jakarta pada Oktober 2025, menjadi momentum silaturahmi sekaligus penguatan hubungan antara Grup MPM dan komunitas media. Melalui inisiatif yang telah berjalan sejak 2023 ini, Grup MPM berharap kontribusi yang diberikan dapat membantu meringankan kebutuhan pendidikan serta menumbuhkan optimisme generasi penerus untuk terus berprestasi. As an expression of appreciation for media professionals as strategic partners, MPM Group once again organized its annual MPMBerbagi Scholarship 2025 program. The initiative is designed to support educational advancement while encouraging journalists’ children to pursue their aspirations and build a brighter future. Through a selection process that considered both academic and non-academic achievements, MPM Group provided educational assistance totaling IDR 100 million to 20 children of journalists at the elementary and junior high school levels in the Greater Jakarta area and East Java. The scholarship represents tangible support for the educational continuity of national and regional media families. The symbolic handover ceremonies were held in East Java and Jakarta in October 2025, serving not only as the formal distribution of assistance but also as an opportunity to strengthen the relationship between MPM Group and the media community. Since its launch in 2023, the program reflects MPM Group’s ongoing social commitment to education, with the hope that this contribution helps ease educational needs and inspires the next generation to continue striving for excellence. 2025 Laporan Keberlanjutan ● Sustainability Report 141
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School Donation Program
Akses terhadap sarana pembelajaran yang memadai menjadi salah satu fondasi penting dalam meningkatkan
kualitas pendidikan. Melalui School Donation Program, MPM berupaya mendukung penguatan fasilitas pendidikan,
khususnya di wilayah Indonesia bagian timur, agar proses belajar mengajar dapat berlangsung secara lebih optimal
dan adaptif.
Dalam program ini, MPMulia menyerahkan donasi berupa lima unit komputer kepada Sekolah Pelita Permai di
Surabaya, Jawa Timur. Dukungan tersebut diharapkan dapat memperluas pemanfaatan teknologi dalam kegiatan
pembelajaran sekaligus mendukung pengembangan kompetensi digital siswa dan tenaga pendidik.
Dengan tersedianya perangkat yang lebih memadai, kegiatan belajar mengajar dapat berjalan lebih efektif, sehingga
memberikan manfaat pendidikan yang berkelanjutan bagi komunitas sekolah.
Access to adequate learning facilities plays a vital role in improving educational quality. Through the School Donation
Program, MPM seeks to strengthen educational infrastructure, particularly in the eastern Indonesia, to support a
more effective and adaptive learning process.
Under this initiative, MPMulia donated five computers to Sekolah Pelita Permai in Surabaya, East Java. The
contribution is intended to enhance the integration of technology in classroom activities while supporting the
development of digital competencies among students and educators.
With improved facilities in place, teaching and learning activities are expected to be more effective, delivering
sustainable educational benefits to the school community.
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Pengaduan Masyarakat Community Grievance Mechanism Beasiswa Anak Asuh Berprestasi Outstanding Foster Children Scholarship MPMulia kembali menyelenggarakan program Beasiswa Anak Asuh Berprestasi sebagai wujud kepedulian terhadap perluasan akses pendidikan di lingkungan sekitar wilayah operasionalnya di Malang. Program ini ditujukan bagi siswa sekolah dasar dari keluarga dengan keterbatasan ekonomi yang tetap menunjukkan capaian akademik yang baik dan semangat belajar yang tinggi. Pada 18 Mei 2025, bantuan pendidikan diserahkan di Balai RW 01 Kelurahan Kauman, Kecamatan Klojen, Malang, kepada 30 siswa-siswi tingkat Sekolah Dasar dengan total nilai bantuan sebesar Rp15 juta. Dukungan ini diharapkan dapat membantu meringankan kebutuhan pendidikan sekaligus menjaga motivasi belajar para penerima manfaat. Sebagai program rutin tahunan, inisiatif ini telah memberikan manfaat bagi ribuan siswa di wilayah Kelurahan Kauman dan sekitarnya. Melalui beasiswa ini, MPMulia berupaya mendorong pemerataan akses pendidikan yang lebih berkelanjutan serta mempererat hubungan yang harmonis dengan masyarakat sekitar. MPMulia once again organized the Outstanding Foster Children Scholarship program, reaffirming its commitment to expanding access to education in communities surrounding its operational area in Malang. The program is designed for elementary school students from economically disadvantaged families who demonstrate strong academic performance and a high level of learning motivation. On 18 May 2025, educational assistance was distributed at the RW 01 Community Hall in Kauman Subdistrict, Klojen District, Malang, to 30 elementary school students, with a total support amounting of IDR15 million. The assistance is expected to help ease educational needs while sustaining the students’ enthusiasm to excel. As an annual initiative, the scholarship has benefited thousands of students in the Kauman area and its surroundings. Through this program, MPMulia seeks to promote more equitable and sustainable access to education while strengthening positive engagement with the local community. 2025 Laporan Keberlanjutan ● Sustainability Report 143
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Edukasi Safety Riding
Safety Riding Education
Keselamatan berkendara merupakan aspek penting dalam mendukung mobilitas yang produktif dan bertanggung
jawab. Melalui program Edukasi Safety Riding di Jawa Timur, MPMulia secara konsisten membangun kesadaran
masyarakat akan pentingnya perilaku berkendara yang aman sebagai bagian dari budaya keselamatan yang
berkelanjutan.
Sepanjang tahun pelaporan, kegiatan edukasi dilaksanakan melalui 463 sesi pelatihan dan sosialisasi, yang menjangkau
45.673 peserta dari berbagai kalangan. Materi yang disampaikan mencakup teknik berkendara defensif, kemampuan
mengantisipasi potensi bahaya di jalan, prosedur pengereman darurat, serta pentingnya penggunaan perlengkapan
keselamatan sesuai standar. Program ini juga sejalan dengan komitmen MPM dalam mendukung implementasi
keselamatan dan kesehatan kerja (K3), termasuk melalui pelatihan khusus bagi karyawan.
Melalui edukasi yang berkelanjutan dan berbasis praktik, program ini diharapkan mampu membentuk perilaku
berkendara yang lebih aman, mengurangi risiko kecelakaan, serta memperkuat budaya keselamatan baik di
lingkungan kerja maupun di masyarakat luas.
Road safety is a critical aspect in supporting productive and responsible mobility. Through its Safety Riding Education
program in East Java, MPMulia consistently fosters public awareness on the importance of safe riding behavior as an
integral part of a sustainable safety culture.
During the reporting year, 463 training and outreach sessions were conducted, reaching 45,673 participants from
various community segments. The program covered defensive riding techniques, hazard anticipation, emergency
braking procedures, and the importance of using certified safety gear. This initiative also aligns with MPM's broader
commitment to occupational health and safety (OHS), including dedicated training sessions for employees.
Through continuous, practice-based education, the program aims to foster safer riding habits, reduce accident risks,
and strengthen a culture of safety both within the workplace and across the wider community.
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Pengaduan Masyarakat Community Grievance Mechanism Program Kerja Satu Hati Education Program (SHEP) Satu Hati Education Program (SHEP) Work Program MPMulia (MPM Honda Jatim) kembali memperkuat komitmennya dalam menjembatani dunia pendidikan dan industri melalui pelaksanaan Program Kerja Satu Hati Education Program (SHEP) tahun 2025. Kegiatan ini dirumuskan dalam forum Sarasehan SMK TSM Honda yang diselenggarakan di MPM Learning Center, Sidoarjo, dan dihadiri oleh 100 perwakilan SMK binaan dari wilayah Jawa Timur dan Nusa Tenggara Timur. Sarasehan menjadi ruang dialog dan evaluasi bersama untuk menyelaraskan arah pengembangan pendidikan vokasi, khususnya pada kompetensi Teknik Sepeda Motor (TSM) berbasis kurikulum Honda. Dalam forum ini dipaparkan rencana kerja SHEP 2025 sekaligus evaluasi pelaksanaan program sebelumnya, yang mencakup implementasi kurikulum Honda, pelatihan dan sertifikasi guru, program pemagangan siswa di jaringan AHASS, kontes kompetensi siswa dan guru, hingga pengenalan teknologi dan produk terbaru Honda. Sebagai bentuk apresiasi terhadap komitmen sekolah dan tenaga pendidik, MPMulia juga memberikan penghargaan kepada SMK yang aktif menjalankan program secara konsisten, serta kepada guru berprestasi dalam ajang Festival Vokasi Satu Hati. Melalui penguatan kurikulum, peningkatan kapasitas pengajar, dan kolaborasi berkelanjutan dengan industri, MPMulia terus mendorong lahirnya lulusan yang kompeten, adaptif, dan siap menghadapi dinamika sektor otomotif. Inisiatif ini menegaskan peran MPMulia dalam mendukung pembangunan sumber daya manusia unggul sekaligus membangun ekosistem pendidikan vokasi yang selaras dengan kebutuhan industri. MPMulia (MPM Honda Jatim) reaffirmed its commitment to bridging education and industry through the 2025 Satu Hati Education Program (SHEP) Work Program. The initiative was outlined during the SMK TSM Honda Forum held at the MPM Learning Center in Sidoarjo, attended by 100 representatives from partner vocational schools across East Java and East Nusa Tenggara. The forum served as a platform for dialogue and joint evaluation to align future vocational education development, particularly in the Motorcycle Engineering (TSM) competency based on the Honda curriculum. The 2025 SHEP work plan was presented alongside a review of previous implementations, covering curriculum adoption, teacher training and certification, student internships within the AHASS network, student and teacher competitions, as well as introductions to Honda’s latest technologies and products. In recognition of strong commitment and performance, MPMulia presented awards to schools that consistently implemented the program and to outstanding teachers who excelled in the Satu Hati Vocational Festival. Through continuous curriculum enhancement, capacity building for educators, and sustained industry collaboration, MPMulia seeks to cultivate graduates who are competent, adaptive, and ready to meet the evolving demands of the automotive sector. This initiative underscores MPMulia’s role in supporting the development of high-quality human capital and fostering a vocational education ecosystem that remains aligned with industry advancement. 2025 Laporan Keberlanjutan ● Sustainability Report 145
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Program Lingkungan
Environmental Program
Program MILAH 2025:
Sharing Session & Pengarahan Pengurus Bank Sampah Binaan MPM
Sharing Session & Briefing for MPM-Supported Waste Bank Administrators
Pada 19 Juni 2025, MPM berkolaborasi dengan MPM Honda Jatim menyelenggarakan pertemuan dan sharing
session antar bank sampah binaan di Sidoarjo, Jawa Timur. Kegiatan ini merupakan bagian dari rangkaian Program
Mitra Olah Sampah MPM (MILAH) yang telah diinisiasi sejak tahun 2021 sebagai upaya memperkuat peran bank
sampah dalam mendorong praktik ekonomi sirkular di tingkat komunitas.
Program MILAH diawali dengan pendirian Bank Sampah Sumber Mutiara di Tangerang, kemudian dilanjutkan
dengan pendirian Bank Sampah Guyub Rukun Mulia pada tahun 2023 oleh MPM Honda Jatim. Seiring
perkembangannya, MPM Honda Jatim turut membina bank sampah lainnya, termasuk Bank Sampah Permata
Mulia yang hadir dalam pertemuan ini. Forum ini menjadi ruang strategis untuk saling berbagi pengalaman,
memperkenalkan perkembangan masing-masing bank sampah, serta mendiskusikan tantangan dan peluang
pengelolaan yang lebih inovatif dan berkelanjutan.
On 19 June 2025, MPM collaborated with MPM Honda Jatim to organize a gathering and sharing session among
supported waste banks in Sidoarjo, East Java. The event formed part of the Mitra Olah Sampah MPM (MILAH)
Program, which has been initiated since 2021 to strengthen the role of waste banks in advancing circular economy
practices at the community level.
The MILAH Program began with the establishment of Sumber Mutiara Waste Bank in Tangerang, followed
by the founding of Guyub Rukun Mulia Waste Bank in 2023 by MPM Honda Jatim. As the program expanded,
additional supported waste banks were developed, including Permata Mulia Waste Bank, whose representatives
also participated in this session. The forum provided a strategic platform for experience-sharing, presentation of
achievements, and discussion of current challenges and opportunities to further enhance innovative and sustainable
waste management practices.
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Pengaduan Masyarakat Community Grievance Mechanism Selain sesi perkenalan dan diskusi antar pengurus, kegiatan juga diisi dengan pemaparan materi mengenai pengelolaan bank sampah dan penguatan ekonomi sirkular, guna mendorong tata kelola yang lebih terstruktur dan berdampak. Pada kesempatan tersebut, MPM Honda Jatim turut memberikan bantuan mesin pencacah sampah plastik secara simbolis kepada Bank Sampah Guyub Rukun Mulia sebagai dukungan terhadap peningkatan kapasitas operasional. Sebagai pertemuan lintas wilayah yang mempertemukan para penggerak bank sampah binaan, kegiatan ini menjadi momentum penting untuk mempererat kolaborasi, memperkuat komitmen bersama, serta memastikan keberlanjutan program MILAH dalam menciptakan nilai lingkungan dan sosial yang lebih luas. In addition to peer discussions, the event featured an educational session on structured waste bank management and circular economy development to strengthen operational governance and long-term impact. On this occasion, MPM Honda Jatim also symbolically handed over a plastic waste shredding machine to Guyub Rukun Mulia Waste Bank to support its operational capacity. As a cross-regional gathering of community-driven environmental initiatives, the session served as an important milestone in reinforcing collaboration, strengthening shared commitments, and sustaining the MILAH Program’s contribution to broader environmental and social value creation. 2025 Laporan Keberlanjutan ● Sustainability Report 147
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COMMUNITY Impact of Business Activities on the Community Community and Volunteering Employee Volunteering
WELL-BEING
MPM EcoMangrove [OJK F.10]
MPM bersama MPMulia melanjutkan komitmen pelestarian lingkungan melalui program MPM EcoMangrove
dengan penanaman 40.000 bibit mangrove di Muara Sungai Terang, Desa Golo Sepang, Nusa Tenggara Timur.
Kegiatan ini menandai tahun keempat pelaksanaan program yang secara konsisten berfokus pada konservasi pesisir
dan penguatan kapasitas masyarakat lokal.
Hingga tahun 2025, total 100.000 bibit mangrove telah ditanam di area konservasi seluas 10 hektare, dengan tingkat
kelangsungan hidup mencapai 85% berdasarkan pemantauan berkala. Capaian ini mencerminkan pendekatan
penanaman yang terencana dan kolaboratif, melibatkan pemerintah daerah, komunitas penggiat mangrove, serta
masyarakat setempat.
MPM, along with MPMulia, continued its commitment to environmental conservation through the MPM
EcoMangrove program by planting 40,000 mangrove seedlings in the Terang River estuary, Golo Sepang Village,
East Nusa Tenggara. This initiative marks the fourth year of the program’s implementation, which consistently
focuses on coastal conservation and strengthening the capacity of local communities.
As of 2025, a total of 100,000 mangrove seedlings have been planted across a 10-hectare conservation
area, with a survival rate of 85% based on regular monitoring. This achievement reflects a well-planned and
collaborative approach to planting, involving local government, mangrove conservation communities, and
surrounding communities.
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Pengaduan Masyarakat Community Grievance Mechanism Program MPM EcoMangrove tidak hanya menitikberatkan pada rehabilitasi ekosistem pesisir, tetapi juga pada pemberdayaan ekonomi masyarakat. Nelayan lokal memperoleh pelatihan budidaya kepiting dengan metode ramah lingkungan “apartemen kepiting”, yang kini memungkinkan hasil panen dipasarkan hingga restoran di Labuan Bajo. Selain itu, kelompok ibu-ibu pesisir didampingi untuk mengolah bahan alami menjadi produk bernilai tambah, seperti sirup buah mangrove dan sambal kepiting, yang telah mengantongi sertifikasi Pangan Industri Rumah Tangga (PIRT) untuk memperluas akses pasar. Seiring waktu, Desa Golo Sepang berkembang menjadi kawasan ekowisata berbasis konservasi dan pemberdayaan masyarakat. Aktivitas seperti trekking mangrove dan kano mulai menarik wisatawan, sekaligus menjadi lokasi penelitian dan kegiatan akademik. Melalui kolaborasi berkelanjutan, MPM EcoMangrove menunjukkan bahwa pelestarian lingkungan dan penguatan ekonomi lokal dapat berjalan beriringan, menciptakan manfaat sosial, lingkungan, dan ekonomi yang saling menguatkan. Beyond ecosystem rehabilitation, the program integrates economic empowerment initiatives. Local fishermen receive training in environmentally friendly crab cultivation using the “crab apartment” method, enabling their harvests to be supplied to restaurants in Labuan Bajo. Coastal women’s groups are also supported in processing natural ingredients into value-added products such as mangrove fruit syrup and crab chili sauce, which have obtained PIRT certification to expand market access. Over time, Golo Sepang Village has evolved into a conservation-based ecotourism destination, attracting visitors for mangrove trekking and canoeing activities, while also serving as a site for academic research and community service programs. Through sustained collaboration, MPM EcoMangrove demonstrates how environmental stewardship and local economic development can progress hand in hand, creating reinforcing environmental, social, and economic benefits. 2025 Laporan Keberlanjutan ● Sustainability Report 149
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COMMUNITY Impact of Business Activities on the Community Community and Volunteering Employee Volunteering
WELL-BEING
Penanaman Bibit Mangrove
Mangrove Planting
Sebagai bagian dari komitmen keberlanjutan Perseroan, MPMInsurance menyelenggarakan penanaman pohon
mangrove di Grand Maerakaca, Semarang, pada Sabtu, 20 Desember 2025. Kegiatan ini menjadi wujud nyata
kepedulian Perseroan terhadap pelestarian ekosistem pesisir dan dukungan terhadap keseimbangan lingkungan
jangka panjang.
Melalui koordinasi aktif Kantor Perwakilan Semarang, sebanyak 1.900 bibit mangrove berhasil ditanam. Penanaman
ini diharapkan berperan efektif dalam mencegah abrasi, meningkatkan ketahanan ekosistem pesisir, dan memperkuat
fungsi lingkungan sebagai penopang kehidupan masyarakat sekitar.
Inisiatif ini menegaskan bahwa MPMInsurance tidak hanya menitikberatkan pada pertumbuhan bisnis, tetapi juga
berkomitmen memberikan kontribusi nyata bagi keberlanjutan bumi. Langkah sederhana namun berdampak ini
diharapkan menjadi fondasi bagi manfaat jangka panjang, baik secara ekologis maupun sosial, di wilayah sekitarnya.
As part of its sustainability commitment, MPMInsurance carried out a mangrove planting activity at Grand Maerakaca,
Semarang, on Saturday, 20 December 2025. This initiative reflects the company’s dedication to preserving coastal
ecosystems and supporting long-term environmental balance.
Through active coordination with the Semarang Representative Office, 1,900 mangrove seedlings were successfully
planted. The planting is expected to effectively prevent coastal erosion, enhance ecosystem resilience, and strengthen
the environmental functions that support local communities.
This initiative underscores that MPMInsurance prioritizes not only business growth but also tangible contributions
to environmental sustainability. A small step with lasting impact, it lays the foundation for long-term ecological and
social benefits in the surrounding area.
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Pengaduan Masyarakat
Community Grievance Mechanism
Inisiatif Bank Sampah Mutiara Hati Mulia
Mutiara Hati Mulia Waste Bank Initiative
Sebagai wujud nyata kepedulian terhadap lingkungan sekaligus pemberdayaan masyarakat, MPMulia meresmikan
Bank Sampah Mutiara Hati Mulia, bank sampah binaan ketiga yang berlokasi di RW 01, Kelurahan Kauman, Kota
Malang, pada 15 November 2025. Inisiatif ini menjadi bagian dari program MPMBerbagi, mendukung pencapaian
Sustainable Development Goals (SDGs) terutama di bidang lingkungan, pendidikan, dan kesejahteraan masyarakat.
Bank sampah ini berfungsi tidak hanya sebagai pusat pengelolaan sampah, tetapi juga sebagai sarana edukasi
dan pemberdayaan masyarakat. Masyarakat dilatih untuk memilah, menabung, dan mendaur ulang sampah rumah
tangga sehingga memiliki nilai ekonomis, sekaligus menekan volume sampah dan menciptakan lingkungan yang
lebih bersih, sehat, dan berkelanjutan.
Peresmian dihadiri oleh perwakilan masyarakat serta pengurus bank sampah. Kehadiran Bank Sampah Mutiara
Hati Mulia memperkuat komitmen MPMulia untuk mendorong aksi nyata dalam pelestarian lingkungan melalui
ekonomi sirkular, sekaligus menjadi wadah kolaborasi yang memperkuat kesadaran dan tanggung jawab
bersama di komunitas.
As a tangible expression of environmental care and community empowerment, MPMulia inaugurated Mutiara Hati
Mulia Waste Bank, the third waste bank under its guidance, located in RW 01, Kelurahan Kauman, Malang, on 15
November 2025. This initiative is part of the MPMBerbagi program, contributing to the Sustainable Development
Goals (SDGs), particularly in the areas of environment, education, and community welfare.
The waste bank functions not only as a waste management center but also as an education and empowerment
hub. Community members are trained to sort, save, and recycle household waste, turning it into economic value,
reducing overall waste volume, and fostering a cleaner, healthier, and more sustainable environment.
The inauguration was attended by community representatives and waste bank managers. The presence of Mutiara
Hati Mulia Waste Bank reinforces MPMulia's commitment to tangible actions in environmental preservation through
circular economy practices, while also serving as a collaborative platform to strengthen awareness and shared
responsibility within the community.
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COMMUNITY Impact of Business Activities on the Community Community and Volunteering Employee Volunteering
WELL-BEING
Bantuan Mobil Operasional Bank Sampah
Operational Vehicle Support for Waste Bank
MPM menyalurkan bantuan mobil operasional kepada Bank Sampah Sumber Mutiara Tangerang (BSSMT) untuk
mendukung kelancaran kegiatan pengumpulan dan pengangkutan sampah terpilah dari masyarakat. Dukungan
ini diharapkan dapat meningkatkan efektivitas operasional bank sampah sekaligus memperkuat peran komunitas
dalam pengelolaan sampah berbasis partisipasi masyarakat.
Melalui penyediaan sarana operasional tersebut, MPM turut mendorong peningkatan kapasitas BSSMT dalam
mengembangkan kegiatan pemilahan dan pengelolaan sampah yang bernilai guna. Inisiatif ini diharapkan dapat
memperluas dampak positif pengelolaan sampah berbasis komunitas sekaligus mendukung terciptanya lingkungan
yang lebih bersih dan sehat di wilayah sekitar operasional MPM.
MPM provided an operational vehicle to Bank Sampah Sumber Mutiara Tangerang (BSSMT) to support the collection
and transportation of segregated waste from the community. This assistance is expected to enhance the effectiveness
of waste bank operations while strengthening the role of community-based waste management initiatives.
Through the provision of this operational support, MPM also contributes to strengthening BSSMT’s capacity to
further develop waste sorting and recycling activities that generate environmental and economic value. This initiative
is expected to expand the positive impact of community-based waste management while supporting the creation of
a cleaner and healthier environment in areas surrounding MPM’s operations.
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Pengaduan Masyarakat Community Grievance Mechanism Kegiatan Uji Emisi Gratis Free Emission Test Activity Dalam upaya menunjukkan komitmen terhadap bisnis yang bertanggung jawab dan lingkungan yang lebih bersih, MPMRent menyelenggarakan kegiatan uji emisi gratis bagi masyarakat di BSD, Tangerang, pada 30 Oktober 2025. Kegiatan ini menjadi bagian dari program TJSL MPMRent, sekaligus mendorong kesadaran masyarakat akan pentingnya menjaga kualitas udara dan kelayakan kendaraan yang digunakan sehari-hari. Sebanyak 32 mobil mengikuti kegiatan ini dan seluruhnya berhasil lulus uji emisi, menandai kontribusi nyata MPMRent dalam upayanya mengurangi emisi gas CO₂ serta mendukung lingkungan yang lebih sehat. Proses uji emisi dilaksanakan secara terbuka, dengan pendaftaran daring maupun on-the-spot, sehingga warga dapat dengan mudah memanfaatkan layanan ini. Kegiatan ini tidak hanya memastikan kendaraan beroperasi sesuai standar emisi, tetapi juga menjadi sarana edukasi bagi masyarakat untuk lebih peduli terhadap kondisi kendaraannya. Dengan kolaborasi antara MPMRent dan Dinas Perhubungan Kota Tangerang Selatan melalui UPT Pengujian Kendaraan Bermotor, program ini menegaskan langkah Perseroan dalam menjalankan tanggung jawab sosial dan lingkungan secara nyata. As part of its commitment to responsible business and a cleaner environment, MPMRent organized a free vehicle emission testing event for the community in BSD, Tangerang, on 30 October 2025. This initiative, under MPMRent's CSR program, aims to raise public awareness on the importance of maintaining vehicle roadworthiness while protecting air quality. A total of 32 vehicles participated in the program, and all successfully passed the emission test, demonstrating MPMRent tangible effort to reducing CO₂ emissions and supporting a healthier environment. The testing process was accessible to the public, with both online registration and on-the-spot participation available. The activity not only ensures that vehicles meet emission standards but also serves as an educational platform for the community to better care for their vehicles. Through collaboration between MPMRent and the South Tangerang City Transportation Agency (UPT Vehicle Testing Unit), this initiative reflects the company’s proactive approach to social and environmental responsibility. 2025 Laporan Keberlanjutan ● Sustainability Report 153
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WELL-BEING
One Sales One Seed
Dalam upaya mengajak masyarakat berperan aktif dalam pelestarian lingkungan, MPMulia (MPM Honda Jatim)
menghadirkan program One Sales One Seed, di mana setiap pembelian sepeda motor Honda disertai penyerahan
bibit tanaman. Melalui inisiatif ini, setiap pelanggan turut menjadi bagian dari gerakan penghijauan, sekaligus
menanamkan kesadaran akan pentingnya menjaga bumi.
Sepanjang 2025, program ini berhasil menyalurkan 18.485 bibit melalui 28 jaringan dealer di Jawa Timur. Setiap
bibit yang diterima pelanggan dapat ditanam dan dirawat di rumah masing-masing, memberikan kontribusi nyata
terhadap lingkungan dan mendorong partisipasi aktif masyarakat dalam menciptakan perubahan positif. One Sales
One Seed membuktikan bahwa aksi kecil sekalipun dapat berdampak luas bila dilakukan secara konsisten dan
melibatkan banyak pihak.
Encouraging active community participation in environmental preservation, MPMulia (MPM Honda Jatim) introduced
the One Sales One Seed program, providing a plant seed with every Honda motorcycle purchase. Through this
initiative, customers become part of a broader greening movement while fostering awareness about the importance
of protecting the planet.
Throughout 2025, the program successfully distributed 18,485 seedlings across 28 dealer networks in East Java.
Each seedling can be planted and nurtured at home, offering a tangible contribution to the environment and
encouraging active community engagement in creating positive change. One Sales One Seed demonstrates that
even small actions, when carried out consistently and collaboratively, can produce meaningful and lasting impact.
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Pengaduan Masyarakat
Community Grievance Mechanism
Program Ekonomi
Economic Program
SrikandiPreneur
Sebagai bentuk apresiasi sekaligus penguatan kesejahteraan keluarga driver, MPMRent menghadirkan program
SrikandiPreneur, sebuah inisiatif pemberdayaan ekonomi yang ditujukan bagi para istri pengemudi. Program ini
dirancang untuk mendorong kemandirian finansial keluarga melalui penguatan kapasitas usaha mikro yang telah
dijalankan para peserta, sehingga pertumbuhan ekonomi keluarga dapat berlangsung secara lebih berkelanjutan.
As a form of appreciation and a commitment to strengthening drivers’ family welfare, MPMRent introduced
SrikandiPreneur, an economic empowerment initiative dedicated to the wives of its drivers. The program is designed
to promote family financial independence by enhancing the capacity of existing micro-enterprises, enabling
sustainable growth and improved household resilience.
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COMMUNITY Impact of Business Activities on the Community Community and Volunteering Employee Volunteering
WELL-BEING
Sebanyak 11 istri driver MPMRent yang telah memenuhi kriteria mengikuti rangkaian program intensif di
wilayah Jabodetabek. Sepanjang periode pelaksanaan, peserta memperoleh pendampingan usaha setiap bulan,
mengikuti delapan kelas kewirausahaan secara daring dan empat kelas tatap muka, serta mendapatkan fasilitasi
pengurusan sertifikasi Halal dan Pangan Industri Rumah Tangga (PIRT) untuk mendukung legalitas dan daya saing
produk. Materi yang diberikan mencakup pengembangan pola pikir kewirausahaan, strategi pemasaran digital,
hingga praktik langsung promosi produk, sehingga peserta tidak hanya memahami teori, tetapi juga mampu
mengimplementasikannya secara nyata.
Program ini memberikan dampak yang lebih dari sekadar peningkatan pengetahuan. Melalui pendampingan dan
mentoring yang konsisten, para peserta menunjukkan peningkatan keterampilan praktis, kepercayaan diri, serta
kemampuan mengelola dan mengembangkan usahanya. SrikandiPreneur menjadi ruang tumbuh yang memperkuat
kapasitas para istri driver sebagai pelaku UMKM, sekaligus membuka peluang peningkatan kesejahteraan keluarga
secara berkelanjutan.
A total of 11 wives of MPMRent drivers in the Greater Jakarta area joined this intensive program. Throughout its
implementation, participants received monthly business mentoring, attended eight online entrepreneurship classes
and four in-person sessions, and were supported in obtaining Halal and Home Industry Food Production (PIRT)
certifications to strengthen product legality and competitiveness. The curriculum covered entrepreneurial mindset
development, digital marketing strategies, and hands-on promotional practices, ensuring that participants could
translate knowledge into real business application.
Beyond knowledge enhancement, the program has fostered tangible growth. Through consistent mentoring and
direct guidance, participants demonstrated improved practical skills, stronger confidence, and enhanced business
management capabilities. SrikandiPreneur serves as a meaningful platform for empowering drivers’ families,
strengthening their role as micro-entrepreneurs while contributing to sustainable improvements in household welfare.
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Pengaduan Masyarakat Community Grievance Mechanism Program Bengkel Disabilitas Disability Workshop Program Melalui program MPMBerbagi, MPMulia terus memperluas makna kebermanfaatan dengan menghadirkan inisiatif pemberdayaan bagi komunitas difabel di sektor otomotif. Program Bengkel Disabilitas dirancang untuk mendukung kemandirian ekonomi penyandang disabilitas melalui penguatan usaha bengkel yang mereka kelola secara mandiri. Pada tahun 2025, MPMulia bekerja sama dengan Disabilitas Motorcycle Indonesia (DMI) menetapkan enam penerima manfaat yang tersebar di Probolinggo, Malang, Madiun, dan Surabaya. Dukungan diberikan dalam bentuk tambahan modal usaha berupa penyediaan suku cadang dan peralatan (tools), serta pelatihan teknis perbengkelan yang dilaksanakan bersama jaringan AHASS dan SMK TBSM binaan MPMulia. Pendekatan ini tidak hanya berfokus pada bantuan awal, tetapi juga pendampingan berkelanjutan agar usaha yang dijalankan dapat berkembang secara konsisten dan berdaya saing. Sejak diinisiasi pada 2019, program ini telah menjangkau lebih dari 25 bengkel milik penyandang disabilitas di Jawa Timur. Ke depan, MPMulia berupaya mendorong kehadiran minimal satu bengkel binaan di setiap kota di Jawa Timur sebagai bagian dari komitmen menghadirkan ruang usaha yang lebih inklusif dan membuka peluang yang setara dalam industri otomotif. Through the MPMBerbagi initiative, MPMulia continues to expand its social impact by empowering persons with disabilities within the automotive sector. The Disability Workshop Program is designed to strengthen economic independence by supporting disability-owned motorcycle workshops and enhancing their business capacity. In 2025, in collaboration with Disabilitas Motorcycle Indonesia (DMI), MPMulia selected six beneficiaries across Probolinggo, Malang, Madiun, and Surabaya. Support was provided in the form of additional business capital, including spare parts and workshop tools, along with technical training delivered in partnership with AHASS service centers and MPMulia-supported vocational schools (SMK TBSM). This approach emphasizes not only initial assistance but also long-term mentoring to ensure sustainable business growth and competitiveness. Since its inception in 2019, the program has supported more than 25 disability-owned workshops across East Java. Moving forward, MPMulia aspires to establish at least one supported workshop in every city in East Java, reinforcing its commitment to inclusion and equal opportunities within the automotive industry. 2025 Laporan Keberlanjutan ● Sustainability Report 157
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COMMUNITY Impact of Business Activities on the Community Community and Volunteering Employee Volunteering
WELL-BEING
Program Filantropi
Philanthropic Program
One Branch One School
MPM meluncurkan program One Branch One School (OBOS) sebagai inisiatif tanggung jawab sosial yang berfokus
pada peningkatan kualitas sarana pendidikan di sekitar wilayah operasional cabangnya melalui MPMRent dan
MPMInsurance. Program ini dilandasi oleh keyakinan bahwa lingkungan belajar yang layak merupakan fondasi
penting bagi proses pendidikan yang efektif dan berkelanjutan.
Sebagai tahap awal implementasi, MPMRent dan MPMInsurance melakukan survei dan diskusi bersama pihak
sekolah untuk mengidentifikasi kebutuhan prioritas. Berdasarkan hasil tersebut, bantuan yang diberikan
mencakup meja dan kursi belajar bagi siswa, meja dan kursi untuk guru, serta perlengkapan alat tulis. Selain itu,
perbaikan fasilitas pendukung seperti toilet siswa turut dilakukan guna menciptakan lingkungan belajar yang
lebih nyaman dan tertata.
MPM launched the One Branch One School (OBOS) program as a corporate social responsibility initiative focused
on improving the quality of educational facilities in areas surrounding its branch operations through MPMRent and
MPMInsurance. The program is based on the belief that a proper learning environment serves as a fundamental
foundation for an effective and sustainable education process.
As an initial stage of implementation, MPMRent and MPMInsurance conducted surveys and discussions with school
representatives to identify priority needs. Based on the results, the assistance provided included student desks and
chairs, desks and chairs for teachers, as well as stationery supplies. In addition, improvements to supporting facilities
such as student toilets were carried out to create a more comfortable and well-organized learning environment.
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Pengaduan Masyarakat Community Grievance Mechanism Dukungan ini diberikan kepada MI Al-Khaeriyah di Tangerang dan kepada SDN Inpres Batua II di Makassar. MPMInsurance memfokuskan bantuan pada revitalisasi fasilitas toilet siswa guna menciptakan lingkungan sekolah yang lebih higienis dan nyaman. Renovasi dilakukan secara menyeluruh, meliputi perbaikan atap, penggantian kloset dan pintu, pengecatan ulang, serta penambahan elemen pendukung seperti teras, paving block, perbaikan saluran pembuangan, hingga pembangunan biopori. Melalui penyediaan sarana yang lebih memadai, MPMRent dan MPMInsurance berharap dapat mendorong semangat belajar siswa serta mendukung keberlanjutan proses pendidikan di lingkungan sekolah penerima manfaat. Ke depan, program OBOS direncanakan untuk menjangkau lebih banyak sekolah. This support was delivered to MI Al-Khaeriyah in Tangerang and SDN Inpres Batua II in Makassar. MPMInsurance focused its contribution on the revitalization of student toilet facilities to help create a cleaner and more comfortable school environment. The renovation was carried out comprehensively, including roof repairs, replacement of toilets and doors, repainting, and the addition of supporting elements such as a terrace, paving blocks, drainage system improvements, and the construction of biopores. Through the provision of improved facilities, MPMRent and MPMInsurance aim to foster stronger learning motivation among students and support the sustainability of the educational process within beneficiary schools. Going forward, the OBOS program is planned to expand to reach more schools across their operational areas. 2025 Laporan Keberlanjutan ● Sustainability Report 159
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WELL-BEING
Donasi Pembangunan Sekolah Bagi Korban Erupsi Gunung Lewotobi
School Reconstruction Donation for Mount Lewotobi Eruption Victims
MPMulia (MPM Honda Jatim) menyalurkan donasi pembangunan sekolah bagi SMA PGRI Gelekat Lewo Boru di
Desa Hokeng Jaya, Kabupaten Flores Timur, sebagai respons atas dampak erupsi Gunung Lewotobi Laki-laki yang
mengganggu aktivitas belajar mengajar. Bencana tersebut menyebabkan fasilitas sekolah tidak lagi layak digunakan,
sehingga siswa dan guru menghadapi keterbatasan dalam menjalankan proses pendidikan.
Bersinergi dengan PT DBL Indonesia melalui program “Satu HATI Bangun Lewotobi NTT”, MPMulia memberikan
dukungan pembangunan ruang kelas semi permanen dengan total nilai bantuan sebesar Rp70 juta. Kehadiran
ruang belajar baru ini diharapkan memungkinkan kegiatan pendidikan kembali berjalan secara lebih aman dan
nyaman, sekaligus menghadirkan kembali rasa optimisme di tengah kondisi pascabencana.
Inisiatif ini melanjutkan langkah tanggap darurat yang sebelumnya telah dilakukan saat erupsi terjadi pada
tahun 2024. Melalui dukungan yang berkesinambungan, MPMulia menegaskan komitmennya untuk hadir
mendampingi masyarakat, khususnya dalam memastikan keberlanjutan akses pendidikan bagi generasi muda di
wilayah terdampak bencana.
MPMulia (MPM Honda Jatim) provided school reconstruction support to SMA PGRI Gelekat Lewo Boru in Hokeng
Jaya Village, East Flores Regency, following the eruption of Mount Lewotobi Laki-Laki, which significantly disrupted
teaching and learning activities. The disaster left the school’s facilities unsafe for use, limiting students’ and teachers’
ability to carry out proper educational activities.
In collaboration with PT DBL Indonesia under the “Satu HATI Bangun Lewotobi NTT” initiative, MPMulia contributed
IDR70 million for the construction of semi-permanent classrooms. The new learning spaces are expected to enable
educational activities to resume in a safer and more conducive environment, while restoring optimism among
students and educators amid post-disaster challenges.
This initiative follows the emergency assistance previously provided during the 2024 eruption, reflecting MPMulia’s
continued commitment to standing alongside affected communities and ensuring sustained access to education for
young generations in disaster-impacted areas.
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Pengaduan Masyarakat Community Grievance Mechanism Donasi Bencana Sumatra Sumatra Disaster Donation Sebagai wujud solidaritas kemanusiaan, Grup MPM menyalurkan bantuan bagi masyarakat terdampak bencana di wilayah Sumatra. Melalui koordinasi dengan Kementerian Koordinator terkait, bantuan senilai Rp1 miliar disalurkan dalam bentuk obat-obatan, pakaian, serta kebutuhan pokok untuk membantu memenuhi kebutuhan mendesak para korban. Dukungan ini merupakan bagian dari komitmen Grup untuk hadir secara tanggap dalam situasi darurat, memastikan bantuan tersampaikan melalui jalur yang terkoordinasi dan tepat sasaran. Diharapkan, kontribusi tersebut dapat membantu meringankan beban masyarakat terdampak sekaligus mendukung proses pemulihan yang tengah berlangsung. Sementara itu, MPMInsurance menginisiasi penggalangan dana karyawan yang kemudian diwujudkan dalam penyaluran bantuan langsung ke Tamiang, Aceh. Sebanyak 100 paket bantuan didistribusikan kepada warga yang membutuhkan, berisi kebutuhan pokok dan perlengkapan harian seperti beras, minyak goreng, sarden, vitamin, masker, selimut, serta kebutuhan khusus perempuan dan anak. Keterlibatan aktif karyawan, termasuk dukungan dari Tim Cabang Medan, memastikan proses persiapan hingga distribusi berjalan dengan baik. Inisiatif ini tidak hanya menghadirkan bantuan bagi masyarakat terdampak, tetapi juga memperkuat semangat empati dan kepedulian sosial di lingkungan internal MPMInsurance. As a reflection of humanitarian solidarity, MPM Group extended support to communities affected by disasters in Sumatra. In coordination with the relevant Coordinating Ministry, assistance valued at IDR1 billion was distributed in the form of medicines, clothing, and essential supplies to address urgent needs. This contribution underscores the Group’s commitment to responding responsibly in times of crisis, ensuring that aid is delivered through coordinated and targeted channels. The support is expected to help ease the burden of affected communities and contribute to ongoing recovery efforts. In the meantime, MPMInsurance initiated an employee fundraising effort that was translated into direct assistance delivered to Tamiang, Aceh. A total of 100 relief packages containing essential food items and daily necessities, such as rice, cooking oil, canned food, vitamins, masks, blankets, and specific items for women and children, were distributed to residents in need. The active involvement of employees, including support from the Medan Branch team, ensured the smooth preparation and distribution of the aid. Beyond providing immediate relief, this initiative strengthened a culture of empathy and social responsibility within MPMInsurance. 2025 Laporan Keberlanjutan ● Sustainability Report 161
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SMART MOBILITY
TO EMBRACE Dampak Kegiatan Usaha terhadap Masyarakat Masyarakat dan Kerelawanan Employee Volunteering
COMMUNITY Impact of Business Activities on the Community Community and Volunteering Employee Volunteering
WELL-BEING
Merayakan Idul Adha dengan Qurban
Celebrating Eid al-Adha through Qurban
Dalam rangka memperingati Hari Raya Idul Adha, MPMInsurance, MPMRent, dan MPMulia melaksanakan kegiatan
penyaluran hewan kurban sebagai bentuk kepedulian sosial kepada masyarakat di sekitar wilayah operasional. Kegiatan
ini menjadi momentum untuk menghubungkan nilai spiritual dengan aksi nyata yang memberikan manfaat langsung
bagi komunitas penerima manfaat sekaligus memperkuat semangat kebersamaan di lingkungan kerja.
Pada tahun 2025, MPMInsurance menyalurkan satu ekor sapi ke Musholla Sa’adatuddarain, Palmerah, Jakarta Barat,
atas nama tujuh karyawan yang berpartisipasi dalam Program Kurban MPMInsurance. MPMulia menyalurkan 19
hewan kurban kepada masyarakat di wilayah operasional kantor yang mencakup Surabaya, Malang, Gedangan,
Sedati Sidoarjo, Madiun, Jombang, dan Probolinggo, sementara itu, MPMRent juga turut menyalurkan bantuan
hewan kurban kepada Masjid Nurul Ikhwan.
Penyaluran hewan kurban ini diharapkan dapat mempererat hubungan dengan masyarakat sekitar sekaligus
menumbuhkan budaya berbagi di lingkungan Perseroan. Inisiatif ini juga mencerminkan nilai empati dan kepedulian
sosial yang terus dijaga sebagai bagian dari kontribusi berkelanjutan kepada masyarakat.
In commemoration of Idul Adha, MPMInsurance, MPMRent, and MPMulia carried out the distribution of sacrificial
animals as part of their social contribution to communities surrounding their operational areas. This initiative serves
as a meaningful occasion to connect spiritual values with tangible actions that provide direct benefits to beneficiaries
while also strengthening the spirit of togetherness within the workplace.
In 2025, MPMInsurance donated one cow to Musholla Sa’adatuddarain in Palmerah, West Jakarta, on behalf of
seven employees participating in the MPMInsurance Qurban Program. MPMulia distributed 19 sacrificial animals to
communities across its operational areas, including Surabaya, Malang, Gedangan, Sedati Sidoarjo, Madiun, Jombang,
and Probolinggo. Meanwhile, MPMRent also contributed by donating sacrificial animals to Masjid Nurul Ikhwan.
Through this initiative, the distribution of sacrificial animals is expected to strengthen relationships with surrounding
communities while fostering a culture of sharing within the Company. It also reflects the values of empathy and social
responsibility that continue to be upheld as part of the Company’s ongoing contribution to society.
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Pengaduan Masyarakat
Community Grievance Mechanism
Program Donor Darah
Blood Donation Program
Komitmen untuk memberikan kontribusi nyata kepada masyarakat diwujudkan oleh entitas di bawah Grup MPM
melalui penyelenggaraan Program Donor Darah secara konsisten sepanjang tahun 2025. Kegiatan ini tidak hanya
menjadi agenda rutin, tetapi juga ruang kolaborasi yang memperkuat nilai kepedulian, solidaritas, dan kebersamaan
di lingkungan kerja.
MPMRent menyelenggarakan dua kegiatan donor darah pada 25 Februari dan 20 Mei 2025 di BSD. Kegiatan pertama
dilaksanakan di Head Office MPMRent dengan dukungan PMI Tangerang dan diikuti oleh 54 peserta. Kegiatan kedua
digelar di Gedung MPMRent dengan partisipasi sekitar 76 peserta, yang melibatkan tidak hanya karyawan internal
tetapi juga masyarakat sekitar. Antusiasme yang tinggi menunjukkan semangat kebersamaan dalam membantu
memenuhi kebutuhan darah bagi yang membutuhkan.
Di sisi lain, MPMulia memperingati HUT ke-38 melalui rangkaian aksi donor darah bersama jaringan dealer dan
PMI di berbagai wilayah. Kolaborasi ini berhasil menghimpun 122 kantong darah, mencerminkan sinergi yang kuat
antara MPMulia, mitra, dan masyarakat.
Melalui inisiatif ini, Grup MPM berupaya mendukung ketersediaan stok darah sekaligus menumbuhkan budaya
empati yang berkelanjutan. Setiap partisipasi menjadi pengingat bahwa kontribusi sederhana dapat menghadirkan
dampak yang berarti bagi kehidupan sesama.
A commitment to delivering meaningful contributions to society was demonstrated through the consistent
implementation of Blood Donation Programs throughout 2025. The initiative served as a collaborative platform
bringing together employees, partners, and local communities in a shared spirit of care and solidarity.
MPMRent organized two blood donation drives on 25 February and 20 May 2025 in BSD. The first drive, held at
the MPMRent Head Office in collaboration with PMI Tangerang, was attended by 54 participants. The second drive
took place at the MPMRent Building and engaged approximately 76 participants, including both employees and
members of the surrounding community. The strong participation reflected a collective commitment to supporting
the availability of blood supplies for those in need.
Meanwhile, MPMulia marked its 38th anniversary through a series of blood donation initiatives conducted in
partnership with its dealer network and regional PMI offices, successfully collecting 122 blood bags. This collaboration
highlighted strong synergy between MPMulia, its partners, and the community.
Through these initiatives, MPM Group aims to help maintain adequate blood supplies while fostering a sustainable
culture of empathy and social responsibility. Each contribution serves as a reminder that even a simple act can create
meaningful impact for others.
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SMART MOBILITY
TO EMBRACE Dampak Kegiatan Usaha terhadap Masyarakat Masyarakat dan Kerelawanan Employee Volunteering
COMMUNITY Impact of Business Activities on the Community Community and Volunteering Employee Volunteering
WELL-BEING
EMPLOYEE VOLUNTEERING EMPLOYEE VOLUNTEERING
Program employee volunteering menjadi salah satu wujud The employee volunteering program serves as one of the
partisipasi aktif karyawan MPM dalam memberikan avenues for MPM employees to actively contribute to
kontribusi positif bagi masyarakat. Melalui berbagai society. Through various voluntary initiatives, employees
kegiatan sukarela, karyawan didorong untuk terlibat secara are encouraged to participate directly in social activities
langsung dalam inisiatif sosial yang memberikan manfaat that bring meaningful benefits to communities and the
bagi komunitas maupun lingkungan di sekitar wilayah surrounding environment.
operasional.
Partisipasi ini tidak hanya memperkuat nilai kepedulian Beyond creating positive impacts for society, this participation
sosial di lingkungan kerja, tetapi juga membuka ruang also strengthens a culture of social awareness within the
bagi karyawan untuk menyalurkan minat, keterampilan, workplace. It provides employees with opportunities to
dan semangat kolaborasi dalam kegiatan yang bermakna. share their interests, skills, and collaborative spirit through
Dengan keterlibatan tersebut, MPM berharap setiap meaningful activities. Through these initiatives, MPM aims
inisiatif yang dijalankan dapat menghadirkan dampak yang to foster a spirit of giving and togetherness while delivering
bermanfaat sekaligus menumbuhkan semangat berbagi positive value to its stakeholders.
dan kebersamaan di antara para karyawan.
Program Employee Volunteering MPM 2025
MPM Employee Volunteering Program 2025
Nama Tanggal Jumlah Jumlah
Program Pelaksanaan Aktivitas Karyawan Jam
Program Implementation Activities Number of Total
Name Date Employees Hours
Safari 5 - 19 Maret Kegiatan Safari Ramadan menjadi salah satu bentuk kepedulian 30 10
Ramadan 2025 sosial MPM yang melibatkan partisipasi aktif karyawan dalam Orang Jam
berbagi dengan masyarakat. Melalui program ini, MPM membuka People Hours
5 - 19 March penggalangan donasi berupa uang tunai dan paket sembako yang
2025 dihimpun dari kontribusi karyawan.
Bantuan yang terkumpul kemudian didistribusikan oleh para relawan
karyawan kepada berbagai kelompok masyarakat yang membutuhkan,
seperti petugas kebersihan jalan, pemulung, serta petugas pengangkut
sampah di sekitar area kantor dan lingkungan tempat tinggal
karyawan. Secara keseluruhan, sebanyak 200 paket sembako berhasil
disalurkan kepada para penerima manfaat. Inisiatif ini diharapkan dapat
memberikan dukungan nyata bagi para pekerja yang berperan penting
dalam menjaga kebersihan lingkungan.
The Safari Ramadan initiative reflects MPM’s social commitment
by encouraging employees to actively participate in sharing with
the community. Through this program, MPM organized a donation
drive consisting of cash contributions and basic necessities packages
collected from employees.
The assistance was then distributed by employee volunteers to
various community groups in need, including street cleaning workers,
scavengers, and waste transportation workers around office areas and
employees’ residential neighborhoods. In total, 200 basic necessities
packages were distributed to beneficiaries. This initiative is expected to
provide meaningful support to workers who play an important role in
maintaining environmental cleanliness.
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Pengaduan Masyarakat
Community Grievance Mechanism
Nama Tanggal Jumlah Jumlah
Program Pelaksanaan Aktivitas Karyawan Jam
Program Implementation Activities Number of Total
Name Date Employees Hours
MPMBerbagi 13 Maret 2025 Dalam rangka menyemarakkan bulan suci Ramadan, MPM 47 8
Berkah 18 Maret 2025 menyelenggarakan kegiatan MPMBerbagi Berkah Ramadan. Melalui Orang Jam
Ramadan kegiatan ini, karyawan berpartisipasi secara langsung dalam menyiapkan People Hours
13 March 2025 paket makanan berbuka puasa yang kemudian didistribusikan kepada
18 March 2025 masyarakat di sekitar wilayah operasional.
Kegiatan ini tidak hanya menjadi sarana untuk berbagi dengan sesama,
tetapi juga memperkuat semangat kebersamaan dan kepedulian
sosial di antara karyawan. Diharapkan, inisiatif sederhana ini dapat
memberikan manfaat bagi masyarakat sekaligus menghadirkan makna
kebersamaan yang lebih dalam selama bulan Ramadan.
To commemorate the holy month of Ramadan, MPM organized the
MPM Sharing the Blessings of Ramadan program. Through this initiative,
employees actively participated in preparing iftar meal packages, which
were then distributed to communities surrounding the Company’s
operational areas.
Beyond providing assistance, the activity also fostered a spirit of
togetherness and social care among employees. This initiative is expected
to bring meaningful benefits to the community while reinforcing the
values of sharing and solidarity during the Ramadan season.
CEO Build 31 Mei 2025 Jajaran C-level dan Top Management MPM turut berpartisipasi 4 6
with Habitat dalam program CEO Build with Habitat for Humanity, sebuah inisiatif Orang Jam
for Humanity 31 May 2025 kolaboratif yang bertujuan mendukung penyediaan hunian yang layak People Hours
bagi masyarakat. Dalam kegiatan ini, para pimpinan MPM bergabung
secara langsung dalam proses pembangunan 30 unit rumah layak huni
di Desa Kadumanggu, Babakan Madang, Bogor.
Melalui keterlibatan langsung tersebut, program ini tidak hanya
memberikan dukungan nyata bagi masyarakat yang membutuhkan,
tetapi juga mencerminkan komitmen kepemimpinan Perseroan dalam
berkontribusi terhadap peningkatan kesejahteraan komunitas.
MPM’s C-level executives and top management participated in the
CEO Build with Habitat for Humanity program, a collaborative initiative
aimed at supporting the provision of decent housing for communities in
need. Through this activity, the Company’s leadership took part directly
in the construction of 30 livable housing units in Kadumanggu Village,
Babakan Madang, Bogor.
This hands-on involvement not only provides tangible support to
the community but also reflects MPM’s leadership commitment to
contributing to community well-being.
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SMART MOBILITY
TO EMBRACE Dampak Kegiatan Usaha terhadap Masyarakat Masyarakat dan Kerelawanan Employee Volunteering
COMMUNITY Impact of Business Activities on the Community Community and Volunteering Employee Volunteering
WELL-BEING
Nama Tanggal Jumlah Jumlah
Program Pelaksanaan Aktivitas Karyawan Jam
Program Implementation Activities Number of Total
Name Date Employees Hours
MPMBuilds 24 Juni 2025 Melalui program MPMBuilds, karyawan MPM turut berkontribusi dalam 29 6
meningkatkan kualitas sanitasi bagi masyarakat dengan mengambil Orang Jam
24 June 2025 bagian dalam pembangunan enam unit toilet individual. Kegiatan ini People Hours
dilaksanakan sebagai upaya untuk mendukung terciptanya fasilitas
sanitasi yang lebih layak dan sehat bagi komunitas setempat.
Partisipasi karyawan dalam program ini mencerminkan semangat
kolaborasi dan kepedulian sosial yang terus didorong oleh MPM.
Dengan adanya fasilitas sanitasi yang lebih memadai, diharapkan
masyarakat dapat merasakan manfaat nyata dalam mendukung
kesehatan dan kualitas hidup sehari-hari.
Through the MPMBuilds program, MPM employees contributed to
improving community sanitation by participating in the construction of
six individual toilet units. This initiative was carried out to support the
availability of more adequate and healthier sanitation facilities for the
local community.
Employee participation in this program reflects the spirit of collaboration
and social responsibility promoted by MPM. With improved sanitation
facilities, the initiative is expected to provide tangible benefits in
supporting the community’s health and overall quality of life.
Berbagi 30 Agustus 2025 Melalui program Berbagi Berkah Membangun Asa, MPM 8 7
Berkah menyelenggarakan berbagai kegiatan sosial yang bertujuan untuk Orang Jam
Membangun 30 August 2025 memberikan dukungan bagi masyarakat di sekitar wilayah operasional. People Hours
Asa Salah satu kegiatan yang dilaksanakan adalah bazaar sembako murah
bagi warga di sekitar MPM Sedati, yang diikuti oleh sekitar 150 orang
penerima manfaat.
Selain itu, program ini juga menghadirkan kegiatan edukasi bagi
anak-anak dari keluarga pra-sejahtera melalui kerja sama dengan
Yayasan Pondok Kasih. Melalui fasilitas Mobil Pintar, para relawan
menyelenggarakan kegiatan pengajaran dan edukasi yang dirancang
untuk menumbuhkan semangat belajar serta memperluas wawasan
anak-anak.
Through the Berbagi Berkah Membangun Asa program, MPM organized
several social initiatives aimed at supporting communities around its
operational areas. One of the activities included a subsidized basic
necessities bazaar for residents living near the MPM Sedati area, which
benefited approximately 150 participants.
In addition, the program also focused on educational support for children
from underprivileged families in collaboration with the Yayasan Pondok
Kasih foundation. Through the Mobil Pintar (Smart Mobile Library) facility,
volunteers conducted teaching and educational activities designed to
encourage learning and broaden children’s knowledge.
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Pengaduan Masyarakat
Community Grievance Mechanism
Nama Tanggal Jumlah Jumlah
Program Pelaksanaan Aktivitas Karyawan Jam
Program Implementation Activities Number of Total
Name Date Employees Hours
Rijig Segoro 6 September Kegiatan Rijig Segoro menjadi salah satu inisiatif MPM dalam 8 3
2025 mendukung pelestarian lingkungan pesisir. Dalam kegiatan ini, MPM Orang Jam
mengajak seluruh karyawan bersama mitra usaha untuk berpartisipasi People Hours
dalam aksi pembersihan Pantai Cemara, dengan bergotong royong
membersihkan area pantai dari berbagai jenis sampah yang berpotensi
mencemari lingkungan laut.
Keterlibatan bersama dalam kegiatan ini tidak hanya bertujuan menjaga
kebersihan dan keindahan kawasan pesisir, tetapi juga menumbuhkan
kesadaran kolektif mengenai pentingnya menjaga ekosistem laut.
Melalui aksi kolaboratif ini, MPM berharap dapat mendorong partisipasi
aktif seluruh pihak dalam menjaga keberlanjutan lingkungan pesisir.
The Rijig Segoro activity represents one of MPM’s initiatives to support
the preservation of coastal environments. As part of this effort, MPM
invited employees and business partners to take part in a coastal clean-
up activity at Pantai Cemara, working together to remove various types of
waste that could potentially pollute the marine ecosystem.
This collective involvement not only aims to maintain the cleanliness
and beauty of the coastal area but also encourages greater awareness
of the importance of protecting marine ecosystems. Through this
collaborative action, MPM hopes to foster active participation from all
stakeholders in preserving the sustainability of coastal environments.
MPMBerbagi 27 September, Melalui program MPM Berbagi Mulia with Habitat for Humanity, 50 6
Mulia with 4 dan 18 karyawan MPM turut berpartisipasi secara langsung dalam kegiatan Orang Jam
Habitat for Oktober 2025 pembangunan dua unit rumah layak huni bagi masyarakat. Dalam People Hours
Humanity kegiatan ini, para relawan karyawan terlibat dalam berbagai tahapan
27 September, pembangunan, mulai dari pembuatan fondasi, pembangunan dinding
4 and 18 (walling), hingga proses pengecatan rumah.
October 2025
Keterlibatan langsung karyawan dalam proses pembangunan ini
mencerminkan semangat kebersamaan dan kepedulian sosial yang
terus didorong oleh MPM. Melalui inisiatif ini, diharapkan masyarakat
penerima manfaat dapat memiliki hunian yang lebih layak, aman, dan
nyaman, sekaligus memperkuat nilai kolaborasi dalam menciptakan
dampak positif bagi komunitas.
Through the MPM Berbagi Mulia with Habitat for Humanity program,
MPM employees actively participated in the construction of two livable
housing units for the community. In this initiative, employee volunteers
were involved in several stages of the construction process, including
foundation work, walling, and house painting.
This hands-on participation reflects the spirit of collaboration and social
care fostered within MPM. Through this initiative, the beneficiaries are
expected to gain access to safer and more comfortable housing, while
also strengthening collaborative efforts to create a positive impact for
the community.
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SMART MOBILITY
TO EMBRACE Dampak Kegiatan Usaha terhadap Masyarakat Masyarakat dan Kerelawanan Employee Volunteering
COMMUNITY Impact of Business Activities on the Community Community and Volunteering Employee Volunteering
WELL-BEING
Nama Tanggal Jumlah Jumlah
Program Pelaksanaan Aktivitas Karyawan Jam
Program Implementation Activities Number of Total
Name Date Employees Hours
ECOAgent 29 November ECOAgent merupakan inisiatif MPM yang bertujuan menumbuhkan 6 10,5
2025 kesadaran dan kepedulian terhadap kebersihan lingkungan sejak dini. Orang Jam
Dalam program ini, MPM menjalin kerja sama dengan sekolah yang People Hours
berada di sekitar wilayah operasional MPM Sedati dengan melibatkan
para siswa sebagai agen peduli kebersihan.
Melalui kegiatan ini, para siswa diajak untuk berpartisipasi dalam aksi
pengumpulan sampah di lingkungan sekitar sekolah dan komunitas.
Sampah yang terkumpul kemudian disalurkan kepada komunitas
Guyub Rukun Mulia untuk dikelola lebih lanjut. Inisiatif ini diharapkan
dapat menumbuhkan kebiasaan positif dalam menjaga kebersihan
lingkungan sekaligus memperkuat kolaborasi antara perusahaan,
sekolah, dan masyarakat.
ECOAgent program is an initiative by MPM aimed at fostering
environmental awareness and promoting responsible waste
management from an early age. Through this program, MPM
collaborates with schools located near the MPM Sedati operational area
by involving students as environmental ambassadors.
In this activity, students participate in collecting waste from their
school surroundings and nearby communities. The collected waste is
then handed over to the Guyub Rukun Mulia community group for
further management. This initiative is expected to encourage positive
environmental habits while strengthening collaboration between the
Company, schools, and the surrounding community.
MPM 1 Desember Sebagai bagian dari rangkaian program MPM Christmas Charity, para 24 2
Christmas 2025 karyawan MPM berpartisipasi dalam kegiatan persiapan bantuan Orang Jam
Charity dengan menyiapkan 150 paket sembako yang akan didistribusikan People Hours
1 December kepada masyarakat. Kegiatan ini dilakukan secara gotong royong oleh
2025 para relawan karyawan sebagai bentuk kepedulian dan semangat
berbagi menjelang perayaan Natal.
Karyawan tidak hanya terlibat dalam proses persiapan bantuan, tetapi
juga memperkuat nilai kebersamaan dan solidaritas di lingkungan kerja.
Paket sembako yang telah disiapkan tersebut kemudian menjadi bagian
dari bantuan yang disalurkan kepada masyarakat yang membutuhkan.
As part of the MPM Christmas Charity program series, MPM employees
participated in preparing 150 basic necessities packages to be distributed
to the community. The activity was carried out collaboratively by
employee volunteers as an expression of care and the spirit of sharing
ahead of the Christmas celebration.
Employees were not only involved in preparing the aid packages but
also strengthened the values of togetherness and solidarity within the
workplace. The prepared packages later formed part of the assistance
distributed to communities in need.
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Pengaduan Masyarakat
Community Grievance Mechanism
Nama Tanggal Jumlah Jumlah
Program Pelaksanaan Aktivitas Karyawan Jam
Program Implementation Activities Number of Total
Name Date Employees Hours
MPM 4 Desember Rangkaian kegiatan MPM Christmas Charity dilanjutkan dengan 28 6
Christmas 2025 kunjungan ke Rumah Kerang di Cilincing, Jakarta Utara. Dalam kegiatan Orang Jam
Charity ini, para relawan karyawan terlibat dalam berbagai aktivitas sosial, People Hours
4 December antara lain penjualan sembako murah bagi warga, distribusi makanan
2025 tambahan bagi lansia dan keluarga pra-sejahtera, serta dukungan
kegiatan edukatif bagi masyarakat.
Kegiatan ini juga menghadirkan layanan pemeriksaan mata dan
pemberian kacamata gratis, serta edukasi kesehatan bagi siswa, sebagai
upaya mendukung kesejahteraan masyarakat secara lebih menyeluruh.
The MPM Christmas Charity program continued with a visit to Rumah
Kerang in Cilincing, North Jakarta on 4 December 2025. During this
activity, employee volunteers took part in various social initiatives,
including organizing subsidized basic necessities sales for residents,
distributing supplementary food for the elderly and underprivileged
families, and supporting educational activities for the community.
The program also included eye examinations and free eyeglasses
distribution, as well as health education for students, as efforts to
support community well-being.
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SMART MOBILITY
TO EMBRACE Dampak Kegiatan Usaha terhadap Masyarakat Masyarakat dan Kerelawanan Employee Volunteering
COMMUNITY Impact of Business Activities on the Community Community and Volunteering Employee Volunteering
WELL-BEING
PENGADUAN COMMUNITY GRIEVANCE
MASYARAKAT [OJK F.24] MECHANISM [OJK F.24]
Keterbukaan menjadi fondasi dalam menjaga hubungan Transparency forms the foundation of a healthy relationship
yang sehat antara Perseroan dan para pemangku between the Company and its stakeholders. To uphold
kepentingan. Untuk itu, MPM mengelola mekanisme this principle, MPM manages an integrated grievance
pengaduan terintegrasi yang berlaku bagi seluruh entitas mechanism applicable across all entities under the
di bawah naungan Grup. Kanal ini menyediakan ruang MPM Group. The channel provides a safe and accessible
yang aman dan mudah diakses bagi masyarakat, mitra, platform for communities, partners, and internal parties to
maupun pihak internal untuk menyampaikan keluhan, submit complaints, feedback, or alleged violations related
masukan, atau dugaan pelanggaran yang berkaitan to business activities.
dengan aktivitas usaha.
Mekanisme tersebut dijalankan melalui Whistleblowing The mechanism operates through a Whistleblowing
System (WBS) yang telah diatur dalam kebijakan tata System (WBS) governed by the Group’s corporate
kelola Grup dan dapat diakses selama 24 jam. Laporan governance policies and accessible 24 hours a day. Reports
dapat mencakup isu etika, integritas, kepatuhan terhadap may relate to ethics, integrity, regulatory compliance, as
peraturan, hingga potensi dampak sosial dan lingkungan. well as potential social and environmental impacts. An
MPM juga menyediakan opsi pelaporan anonim guna anonymous reporting option is available to ensure the
menjaga kenyamanan dan perlindungan pelapor. Setiap comfort and protection of reporters. Each submission is
laporan diproses secara objektif dan ditindaklanjuti sesuai handled objectively and followed up in accordance with
prosedur yang berlaku. established procedures.
Sepanjang tahun 2025, MPM tidak menerima laporan dari Throughout 2025, MPM did not receive any community
masyarakat yang berkaitan dengan dampak operasional. complaints related to its operational impacts. This reflects
Hal ini mencerminkan efektivitas pengelolaan dampak the effectiveness of its impact management practices, while
sosial yang dijalankan, sekaligus memastikan bahwa kanal maintaining an open channel that supports transparency
pengaduan tetap terbuka sebagai wujud transparansi dan and continuous improvement.
perbaikan berkelanjutan.
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Pengaduan Masyarakat Community Grievance Mechanism 2025 Laporan Keberlanjutan ● Sustainability Report 171
Page 172
Tata Kelola
Keberlanjutan
Sustainability Governance
174 Komitmen Tata Kelola
Governance Commitment
175 Struktur Tata Kelola
Governance Structure
188 Nilai dan Integritas
Values and Integrity
193 Manajemen Risiko
Risk Management
07
Page 173
MPM bekerja sama dengan Indonesian Institute for Corporate Directorship (IICD) sebagai pihak independen untuk melakukan penilaian atas sistem dan praktik tata kelola perusahaan menggunakan standar ASEAN Corporate Governance Scorecard (ACGS)." "MPM collaborates with the Indonesian Institute for Corporate Directorship (IICD) as an independent party to assess its corporate governance systems and practices using the ASEAN Corporate Governance Scorecard (ACGS) standard."
Page 174
TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
Tata Kelola Keberlanjutan
Sustainability Governance
KOMITMEN TATA KELOLA GOVERNANCE COMMITMENT
MPM berkomitmen untuk menerapkan praktik Good MPM is committed to consistently implementing Good
Corporate Governance (GCG) secara konsisten demi Corporate Governance (GCG) practices to ensure transparent,
terciptanya tata kelola yang transparan, akuntabel, dan accountable, and responsible governance, integrated into
bertanggung jawab, yang teritegrasi dalam operasional the company’s operations across all group entities.
perusahaan di seluruh entitas grup.
MPM menerapkan praktik GCG dengan mengacu pada MPM implements GCG practices in accordance with
berbagai regulasi yang berlaku, termasuk Undang- applicable regulations, including Law No. 40 of 2007 on
Undang No. 40 tahun 2007 tentang Perseroan Terbatas Limited Liability Companies, as amended by Law No. 6 of
sebagaimana diubah dengan Undang-Undang No. 6 tahun 2023 on the Enactment of Government Regulation in Lieu of
2023 tentang Penetapan Peraturan Pemerintah Pengganti Law No. 2 of 2022 on Job Creation into Law (UUPT), Law No.
Undang-Undang No. 2 tahun 2022 tentang Cipta Kerja 8 of 1995 on Capital Markets, as amended by Law No. 4 of
menjadi Undang-Undang (UUPT), Undang-Undang No. 2023 on Financial Sector Development and Strengthening,
8 Tahun 1995 tentang Pasar Modal, sebagaimana diubah as well as other regulations issued by the Financial Services
dengan Undang-Undang No. 4 Tahun 2023 tentang Authority (OJK) and the Indonesia Stock Exchange (IDX).
Pengembangan dan Penguatan Sektor Keuangan, serta
peraturan lainnya yang dikeluarkan oleh Otoritas Jasa
Keuangan (OJK) dan Bursa Efek Indonesia (BEI).
Sebagai bagian dari upaya menjaga kepatuhan dan kualitas As part of its commitment to maintaining compliance
tata kelola, MPM secara berkala melakukan evaluasi internal and governance quality, MPM periodically conducts self-
(self-assessment) sesuai dengan rekomendasi dalam assessments in accordance with the recommendations set
POJK No. 21/POJK.04/2015 tentang Pedoman Tata Kelola out in POJK No. 21/POJK.04/2015 concerning Corporate
Perusahaan Terbuka dan SEOJK No. 32/SEOJK.04/2015. Governance Guidelines for Public Companies and SEOJK
No. 32/SEOJK.04/2015.
Selain itu, MPM bekerja sama dengan Indonesian In addition, MPM collaborates with the Indonesian Institute
Institute for Corporate Directorship (IICD) sebagai pihak for Corporate Directorship (IICD) as an independent party
independen untuk melakukan penilaian atas sistem dan to assess its corporate governance systems and practices
praktik tata kelola perusahaan menggunakan standar using the ASEAN Corporate Governance Scorecard
ASEAN Corporate Governance Scorecard (ACGS), yang (ACGS) standard, which refers to the GCG principles
merujuk pada prinsip GCG dari Organization for Economic of the Organisation for Economic Cooperation and
Cooperation and Development (OECD) dan International Development (OECD) and the International Corporate
Corporate Governance Network (ICGN). Governance Network (ICGN).
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Di tahun 2025, MPM memperoleh nilai 83,36 pada penilaian In 2025, MPM achieved a score of 83.36 in the ACGS
ACGS dengan predikat “Good”. Hal ini menunjukkan bahwa assessment with a rating of “Good”. This indicates that
penerapan GCG di MPM telah melampaui kepatuhan MPM's GCG implementation has exceeded compliance
terhadap persyaratan minimal dan mengadopsi sebagian with the minimum requirements and adopted some of the
standar internasional yang disyaratkan oleh ACGS. international standards required by ACGS. Going forward,
Selanjutnya, MPM akan terus melakukan evaluasi dan MPM will continue to conduct periodic evaluations and
penyempurnaan secara berkelanjutan untuk memastikan improvements to ensure regulatory compliance and
kepatuhan terhadap regulasi serta memperkuat transparansi reinforce transparency and accountability in all aspects of
dan akuntabilitas dalam setiap aspek operasional. its operations.
STRUKTUR GOVERNANCE
TATA KELOLA [GRI 2-9, 2-11, 2-12] [IDX G-03] STRUCTURE [GRI 2-9, 2-11, 2-12] [IDX G-03]
MPM telah membentuk struktur tata kelola yang disusun MPM has established a governance structure based on the
berdasarkan pembagian fungsi, kewenangan, dan tanggung clear division of functions, authority, and responsibilities,
jawab yang mengacu pada UUPT, Undang-Undang No. in accordance with UUPT, Law No. 8 of 1995 on Capital
8 Tahun 1995 tentang Pasar Modal sebagaimana telah Markets as amended by Law No. 4 of 2023, applicable OJK
diubah dengan Undang-Undang No. 4 Tahun 2023, serta regulations, and the Company’s Articles of Association.
berbagai peraturan OJK dan Anggaran Dasar Perseroan.
Sesuai dengan kerangka hukum di Indonesia, MPM In line with Indonesia’s legal framework, MPM adopts a
menerapkan sistem two-tier dalam tata kelola perusahaan, two-tier governance system, which clearly separates the
yang memisahkan secara tegas fungsi pengurusan oleh management function performed by the Board of Directors
Direksi dan fungsi pengawasan oleh Dewan Komisaris. from the supervisory function carried out by the Board
Pemisahan ini dirancang untuk memastikan mekanisme of Commissioners. This separation is designed to ensure
checks and balances berjalan secara efektif dan independen. effective and independent checks and balances.
Struktur Tata Kelola
Governance Structure
RUPS
GMS
DEWAN KOMISARIS DIREKSI
Board of Commissioners Board of Directors
Penanggung Jawab
Komite Tata Kelola Komite Nominasi Unit Audit Sekretaris Tim Manajemen
Komite Audit Kegiatan Usaha
Perusahaan* dan Remunerasi Internal Perusahaan Risiko
Keberlanjutan
Good Corporate Nomination and Internal Audit Corporate Risk Management PIC Sustainability
Governance Remuneration Audit Committee
Unit Secretary Team Business Activity
Committee* Committee
Koordinator Pelaksana
Kegiatan Usaha Keberlanjutan
(Direktorat/Divisi/Entitas Anak)
Hubungan hierarkis Hubungan pengawasan Hubungan koordinasi
Managing Coordinator of
Hierarchical relationship Supervision relationship Coordination relationship Sustainability Business Activities
(Directorate/Division/Subsidiaries)
*Komite Tata Kelola Perusahaan resmi berubah nama menjadi Komite Tata Kelola Perusahaan Yang Baik dan Keberlanjutan, efektif sejak 26 Januari 2026.
The Good Corporate Governance Committee was officially named the Good Corporate Governance and Sustainability Committee, effective 26 Januari 2026.
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TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
Komposisi Dewan Komisaris dan Direksi telah diselaraskan The composition of the Board of Commissioners and the
dengan kebutuhan MPM, termasuk dalam mengelola Board of Directors has been aligned with MPM's needs,
isu dan dampak ESG. Pertimbangan atas pengalaman, including in managing ESG-related issues and impacts.
kompetensi strategis, dan pemahaman terhadap Considerations of experience, strategic competence, and
keberlanjutan menjadi bagian penting dalam memastikan sustainability expertise form an essential part of ensuring
kepemimpinan mampu merumuskan kebijakan, mengawasi leadership capability in formulating policies, overseeing
implementasi inisiatif ESG, serta mengelola risiko dan ESG initiatives, and managing sustainability-related risks
peluang terkait keberlanjutan secara efektif. Informasi and opportunities effectively. Further information regarding
lebih lanjut mengenai profil, pengalaman kerja, dan latar the profiles, professional experience, and educational
belakang pendidikan anggota organ tata kelola disajikan background of governance members is available in the
dalam Laporan Tahunan MPM tahun 2025. [GRI 2-10] 2025 Annual Report of MPM. [GRI 2-10]
Pembagian tugas dan kewenangan masing-masing organ The roles and authorities of each governance body are
diatur secara jelas dalam peraturan perundang-undangan clearly defined in applicable laws and regulations. In
yang berlaku. Dalam pelaksanaan fungsinya, Dewan Komisaris performing its duties, the Board of Commissioners is
didukung oleh komite-komite yang dibentuk sesuai ketentuan supported by committees established in accordance with
regulasi. Dengan struktur tersebut, sistem tata kelola MPM regulatory requirements. Through this structure, MPM’s
telah dirancang untuk memastikan penerapan prinsip GCG governance system is designed to ensure consistent and
secara konsisten dan berkesinambungan. sustainable implementation of GCG principles.
Rapat Umum Pemegang Saham General Meeting of Shareholders
Rapat Umum Pemegang Saham (RUPS) merupakan organ The General Meeting of Shareholders (GMS) is the highest
tertinggi dalam struktur tata kelola MPM yang memiliki governance body within MPM’s governance structure, holding
kewenangan eksklusif sebagaimana diatur dalam Anggaran exclusive authority as stipulated in the Articles of Association
Dasar dan peraturan perundang-undangan yang berlaku, and applicable laws and regulations, which is not vested in
yang tidak dimiliki oleh Direksi maupun Dewan Komisaris. either the Board of Directors or the Board of Commissioners.
RUPS menjadi forum utama bagi pemegang saham The GMS serves as the primary forum for shareholders
untuk menggunakan haknya, menyampaikan pendapat, to exercise their rights, express opinions, cast votes, and
memberikan suara, serta memperoleh informasi material obtain material information regarding the Company’s
terkait kinerja dan pengelolaan perusahaan. MPM performance and management. MPM ensures equal and
memastikan setiap pemegang saham memperoleh fair treatment of all shareholders in the implementation of
perlakuan yang adil dan setara dalam pelaksanaan RUPS. the GMS. MPM may conduct two types of GMS, namely
Terdapat dua jenis RUPS yang dapat dilaksanakan oleh Annual GMS and Extraordinary GMS. [IDX G-08]
MPM, yaitu RUPS Tahunan dan RUPS Luar Biasa. [IDX G-08]
Pada tahun 2025, MPM telah melaksanakan RUPS Tahunan In 2025, MPM held its Annual GMS on 27 May 2025. Further
pada 27 Mei 2025. Informasi lebih lanjut mengenai information regarding resolutions adopted at the meeting
keputusan yang dihasilkan dalam RUPS tersebut disajikan is presented in the 2025 Annual Report of MPM.
dalam Laporan Tahunan MPM tahun 2025.
Dewan Komisaris Board of Commissioners
Dewan Komisaris memiliki peran strategis dalam melakukan The Board of Commissioners plays a strategic role in
fungsi pengawasan terhadap pengelolaan perusahaan yang supervising the management of the company conducted by
dijalankan oleh Direksi. Sesuai dengan ketentuan peraturan the Board of Directors. In accordance with prevailing laws
perundang-undangan, Dewan Komisaris bertanggung and regulations, the Board of Commissioners is responsible
jawab untuk memberikan arahan strategis, rekomendasi, for providing strategic direction, recommendations, and
serta masukan yang konstruktif atas kebijakan-kebijakan constructive advice on key policies to ensure alignment
penting guna memastikan keselarasan dengan visi, misi, with the company’s vision, mission, and objectives.
dan tujuan perusahaan.
Melalui pelaksanaan fungsi pengawasan tersebut, Dewan Through the execution of its supervisory function, the
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Komisaris memastikan bahwa Direksi menjalankan Board of Commissioners ensures that the Board of
pengelolaan perusahaan sesuai dengan prinsip-prinsip Directors manages the Company in accordance with
GCG dalam seluruh aspek manajemen dan operasional. GCG principles across all aspects of management and
Dewan Komisaris juga melakukan pemantauan dan evaluasi operations. The Board of Commissioners also monitors
atas penerapan tata kelola perusahaan di lingkungan MPM. and evaluates the implementation of corporate
governance practices within MPM.
Dalam menjalankan tugas dan tanggung jawabnya, Dewan In carrying out its duties and responsibilities, the Board of
Komisaris didukung oleh sejumlah komite, yaitu: Commissioners is supported by the following committees:
1 Komite Audit; 1 Audit Committee;
2 Komite Nominasi dan Remunerasi (KNR); dan 2 Nomination and Remuneration Committee (NRC);
3 Komite Tata Kelola Perusahaan (Komite GCG). 3 Good Corporate Governance Committee
(GCG Committee).
Berdasarkan keputusan Dewan Komisaris tanggal 26 Based on Board of Commissioners resolution dated 26
Januari 2026, MPM secara resmi melakukan perubahan January 2026, MPM officially changed the nomenclature
nomenklatur Komite GCG menjadi Komite Tata Kelola of the GCG Committee to the Good Corporate Governance
Perusahaan Yang Baik dan Keberlanjutan (Komite GCG dan dan Sustainability Committee (GCG and Sustainability
Sustainability). Langkah ini diambil guna memperkuat Committee). This step was taken to strengthen oversight
pengawasan terhadap integrasi isu keberlanjutan dan of sustainability and climate-related integration within the
perubahan iklim dalam strategi dan operasional MPM, company’s strategy and operations, as well as reaffirms
serta menegaskan komitmen MPM dalam memastikan MPM’s commitment to ensuring that sustainability risks and
pengelolaan risiko dan peluang keberlanjutan dilakukan opportunities are managed in an integrated manner and
secara terintegrasi dan sejalan dengan arah pengembangan aligned with the Company’s long-term business direction.
bisnis jangka panjang.
Komposisi Dewan Komisaris MPM per 31 Desember 2025 The composition of MPM’s Board of Commissioners as of
disajikan sebagai berikut. 31 December 2025 is presented as follows.
Komposisi Dewan Komisaris [IDX G-01]
Composition of the Board of Commissioners
Nama Jabatan dan Periode Jabatan Gender Dasar Pengangkatan Masa Jabatan
Name Position and Term of Office Gender Basis of Appointment Tenure
Edwin Soeryadjaya Komisaris Utama (Periode ke-4) Laki-laki
President Commissioner (Fourth term) Male
Tossin Himawan Komisaris (Periode ke-3) Laki-laki
Commissioner (Third term) Male
Keputusan RUPS Tahunan
Danny Walla Komisaris (Periode ke-4) Laki-laki 24 Mei 2023
2023-2028
Commissioner (Fourth term) Male Resolutions of the Annual
GMS May 24, 2023
Istama Tatang Siddharta Komisaris Independen (Periode ke-3) Laki-laki
Independent Commissioner (Third term) Male
Benny Redjo Setyono Komisaris Independen (Periode ke-2) Laki-laki
Independent Commissioner (Second term) Male
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TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
Direksi Board of Directors
Direksi merupakan organ eksekutif yang bertanggung The Board of Directors is the executive body responsible
jawab secara kolektif atas pengelolaan operasional for the collective management of the Company’s daily
sehari-hari serta pelaksanaan strategi untuk mencapai operations and the implementation of strategies to achieve
tujuan jangka panjang perusahaan. Dalam menjalankan long-term corporate objectives. In performing its duties,
tugasnya, Direksi berfokus pada kepentingan terbaik the Board of Directors acts in the best interest of MPM
MPM, memastikan seluruh kebijakan dan keputusan and ensures that all policies and decisions are aligned with
selaras dengan tujuan korporasi serta prinsip tata kelola corporate objectives and sound governance principles.
yang efektif.
Direksi dipimpin oleh Direktur Utama sebagai pimpinan The Board of Directors is led by the President Director
tertinggi manajemen. Direktur Utama bersama anggota as the highest-ranking executive. Together with other
Direksi memimpin organisasi, memastikan kelancaran Directors, the President Director leads the organization,
kegiatan operasional, serta mengimplementasikan strategi ensures smooth operational activities, and consistently
bisnis secara konsisten dan terukur. Tanggung jawab ini implements business strategies in a measurable manner.
mencakup pengawasan atas pencapaian visi dan misi This responsibility includes overseeing the achievement
perusahaan, sekaligus memastikan arah pengembangan of MPM's vision and mission, while ensuring that business
usaha tetap selaras dengan pertumbuhan berkelanjutan development remains aligned with sustainable growth and
dan target kinerja yang telah ditetapkan. [GRI 2-11] established performance targets. [GRI 2-11]
Komposisi Direksi MPM per 31 Desember 2025 disajikan The composition of MPM’s Board of Directors as of 31
sebagai berikut. December 2025 is presented as follows.
Komposisi Direksi [IDX G-01]
Composition of the Board of Directors
Nama Jabatan dan Periode Jabatan Gender Dasar Pengangkatan Masa Jabatan
Name Position and Term of Office Gender Basis of Appointment Tenure
Suwito Mawarwati Direktur Utama (Periode ke-2) Laki-laki
President Director (Second Term) Male
Keputusan RUPS Tahunan
Beatrice Kartika Direktur (Periode ke-3) Perempuan 24 Mei 2023
2023-2028
Director (Third Term) Female Resolutions of the Annual
GMS May 24, 2023
Kemal Mawira Direktur (Periode ke-1) Laki-laki
Director (First Term) Male
Kehadiran Dewan Komisaris dan Attendance of the Board of Commissioners and
Direksi pada Rapat Dewan Board of Directors at Board Meeting
Dewan Komisaris dan Direksi secara rutin The Board of Commissioners and the Board of Directors
menyelenggarakan rapat Dewan Komisaris, rapat Direksi, regularly convene Board of Commissioners meetings, Board
serta rapat gabungan Dewan Komisaris dan Direksi of Directors meetings, and joint meetings in accordance
sesuai dengan ketentuan yang berlaku. Kehadiran aktif with applicable regulations. Active participation of each
masing-masing anggota dalam forum tersebut menjadi member in these forums is essential to ensuring effective
bagian penting dalam memastikan proses pengambilan and coordinated decision-making processes.
keputusan yang efektif dan terkoordinasi.
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Pelaksanaan rapat berkala ini mendorong komunikasi yang These periodic meetings foster open and constructive
terbuka dan konstruktif antara Direksi dan Dewan Komisaris, communication between the Board of Directors and the
sehingga tercipta sinergi yang kuat dalam mendukung Board of Commissioners, thereby strengthening synergy
pencapaian tujuan perusahaan. Forum rapat juga menjadi in achieving the company’s objectives. The meetings
sarana untuk membahas berbagai isu strategis maupun also serve as a platform to discuss strategic issues and
tantangan operasional yang dihadapi perusahaan. Melalui operational challenges faced by the Company. Through
diskusi dan pemberian masukan dari Dewan Komisaris, discussions and input from the Board of Commissioners,
Direksi diharapkan mampu meningkatkan kualitas the Board of Directors is expected to enhance decision-
pengambilan keputusan, mengantisipasi risiko, serta making quality, anticipate risks, and optimize opportunities
mengoptimalkan peluang di tengah dinamika bisnis yang amid evolving business dynamics.
terus berkembang.
Persentase Kehadiran Dewan Komisaris dan Direksi dalam Rapat Dewan 2025 [IDX G-02]
2025 Board Meeting Attendance Percentage of the Board of Commissioners and Board of Directors
Jumlah Kehadiran Direksi dalam Jumlah Kehadiran Dewan Komisaris Jumlah Kehadiran Dewan Komisaris
Rapat Direksi dalam Rapat Dewan Komisaris dan Direksi dalam Rapat Gabungan
Director Attendance Count at Board Commissioner Attendance Count at Direksi dan Dewan Komisaris
of Directors Meetings Board of Commissioners Meetings Commissioner and Director Attendance
Count at Joint Board of Directors and
Board of Commissioners Meetings
Total Rapat
Total Meetings 14 Total Rapat
Total Meetings 6 Total Rapat
Total Meetings 3
Rata-Rata Rata-Rata Rata-Rata
Persentase Kehadiran Persentase Kehadiran Persentase Kehadiran
100% 93% 93,5%
Average Attendance Average Attendance Average Attendance
Percentage Percentage Percentage
Nominasi dan Seleksi Nomination and Selection of
Badan Tata Kelola [GRI 2-10] [IDX G-06] the Governance Body [GRI 2-10] [IDX G-06]
Proses nominasi dan seleksi anggota Dewan Komisaris dan The nomination and selection process for members of the
Direksi Grup MPM dilaksanakan dengan mengedepankan Board of Commissioners and the Board of Directors within
prinsip tata kelola yang baik, transparansi, dan objektivitas. the MPM Group is conducted in accordance with principles
Mekanisme ini mengacu pada peraturan perundang- of good governance, transparency, and objectivity,
undangan yang berlaku serta kebijakan internal perusahaan. referring to applicable laws and internal Company policies.
Dalam proses seleksi, MPM mempertimbangkan The selection process considers diversity of competencies
keberagaman kompetensi dan karakteristik, termasuk and characteristics, including professional experience, age,
pengalaman profesional, usia, gender, latar belakang gender, educational background, expertise, independence,
pendidikan, keahlian, independensi, serta integritas dan integrity, and track record. Consideration is also given
rekam jejak kandidat. Pertimbangan terhadap kompetensi to competencies relevant to business strategy, including
yang relevan dengan strategi bisnis, termasuk pemahaman sustainability and ESG understanding, to ensure effective
atas isu keberlanjutan dan ESG, dilakukan untuk memastikan oversight and management functions.
efektivitas fungsi pengawasan dan pengurusan.
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TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
Proses nominasi dilakukan melalui mekanisme yang The nomination process is conducted through a structured
terstruktur dengan melibatkan KNR. KNR melakukan mechanism involving the NRC. The NRC reviews the
penelaahan atas komposisi, ukuran, dan kebutuhan composition, size, and competency requirements of the
kompetensi Dewan Komisaris dan Direksi, serta Board of Commissioners and Board of Directors, and
mengevaluasi kesesuaian kandidat dengan kriteria yang evaluates candidates against established criteria.
telah ditetapkan.
Berdasarkan hasil evaluasi, KNR menyampaikan Based on its evaluation, the NRC submits recommendations
rekomendasi kepada Dewan Komisaris untuk selanjutnya to the Board of Commissioners for subsequent approval
diajukan kepada RUPS. Keputusan akhir atas pengangkatan, by the GMS. Final decisions regarding the appointment,
pemberhentian, dan/atau penggantian anggota Dewan dismissal, and/or replacement of members of the Board of
Komisaris dan Direksi ditetapkan melalui RUPS sesuai Commissioners and the Board of Directors are determined
dengan Anggaran Dasar Perseroan. by the GMS in accordance with the Company’s Articles of
Association.
Tata Kelola Keberlanjutan dan Iklim [GRI 2-12, 2-14] Sustainability and Climate Governance [GRI 2-12, 2-14]
Grup MPM telah memiliki struktur tata kelola khusus MPM Group has established a dedicated governance
yang bertanggung jawab dalam mengimplementasikan structure responsible for implementing its sustainability
strategi keberlanjutan guna memastikan pencapaian hasil strategy to ensure the achievement of optimal outcomes.
yang optimal. Struktur tata kelola keberlanjutan MPM The sustainability governance structure of MPM is
diilustrasikan sebagai berikut. illustrated as follows.
Struktur Tata Kelola Keberlanjutan
Sustainability Governance Structure
DEWAN KOMISARIS DIREKSI
Board of Commissioners Board of Directors
Tim Kegiatan Usaha
Komite GCG* Tim Manajemen Risiko Keberlanjutan
Sustainability
GCG Committee* Risk Management Team
Business Team
Koordinasi
Koordinasi Pelaksana Koordinasi Pelaksana Koordinasi Pelaksana
Pelaksana Kegiatan
Kegiatan Usaha Kegiatan Usaha Kegiatan Usaha
Usaha Berkelanjutan
Berkelanjutan MPMulia Berkelanjutan MPMRent Berkelanjutan JMFI
MPMInsurance
Sustainable Business Sustainable Business Sustainable Business Sustainable Business
Program Coordinators Program Coordinators Program Coordinators Program Coordinators
MPMulia MPMInsurance MPMRent JMFI
Sustainability Sustainability Sustainability Sustainability
Champion Champion Champion Champion
*Komite GCG resmi berubah nama menjadi Komite GCG dan Sustainability, efektif sejak 26 Januari 2026.
The GCG Committee was officially named the GCG and Sustainability Committee, effective 26 Januari 2026.
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Tim tata kelola keberlanjutan Grup MPM terdiri dari Dewan MPM Group’s sustainability governance structure consists
Komisaris, Direksi, Komite GCG, Tim Manajemen Risiko, of the Board of Commissioners, Board of Directors, GCG
dan Tim Kegiatan Usaha Berkelanjutan. Committee, Risk Management Team, and Sustainable
Business Team.
Dewan Komisaris, dengan dukungan Komite GCG, The Board of Commissioners, supported by the GCG
menjalankan fungsi pengawasan atas pengelolaan Committee, oversees the management of economic,
dampak ekonomi, sosial, dan lingkungan, termasuk risiko social, and environmental impacts, including sustainability
dan peluang terkait keberlanjutan dan perubahan iklim. and climate-related risks and opportunities. The Board of
Dewan Komisaris menerima dan membahas laporan Commissioners receives and reviews periodic reports at
berkala sekurang-kurangnya satu kali dalam setahun least once annually regarding performance, risk profiles,
mengenai kinerja, profil risiko, serta potensi trade-offs and potential trade-offs arising from sustainability-related
dari keputusan strategis keberlanjutan dan memberikan strategic decisions and provides direction to ensure
arahan untuk memastikan keselarasan dengan tujuan alignment with MPM's long-term objectives.
jangka panjang MPM.
Direksi bertanggung jawab atas pelaksanaan strategi dan The Board of Directors is responsible for implementing
inisiatif keberlanjutan agar berjalan sesuai arahan Dewan sustainability strategies and initiatives in line with
Komisaris serta selaras dengan tujuan bisnis. Direksi the guidance of the Board of Commissioners and
memastikan bahwa risiko dan peluang keberlanjutan, business objectives. The Board of Directors ensures that
termasuk perubahan iklim, dikelola secara efektif dan sustainability and climate-related risks and opportunities
terintegrasi dalam proses bisnis, kerangka manajemen are effectively managed and integrated into business
risiko, serta pengambilan keputusan strategis. Proses processes, the risk management framework, and strategic
identifikasi dan pengelolaan dampak material dilakukan decision-making. Material impact identification and
secara terstruktur untuk memastikan respons yang management processes are conducted systematically to
tepat terhadap dinamika regulasi, pasar, dan ekspektasi ensure appropriate responses to regulatory, market, and
pemangku kepentingan. stakeholder developments.
Dalam menjalankan perannya, Direksi didukung oleh Tim In performing its role, the Board of Directors is supported by
Manajemen Risiko dan Tim Kegiatan Usaha Berkelanjutan. the Risk Management Team and the Sustainable Business
Tim Manajemen Risiko melakukan analisis dampak dan Team. The Risk Management Team conducts impact
ketahanan strategi perusahaan terhadap berbagai analyses and assesses the resilience of corporate strategies
skenario iklim, mengintegrasikan risiko keberlanjutan under various climate scenarios, integrates sustainability
dan risiko iklim ke dalam kerangka manajemen risiko and climate risks into the corporate risk management
perusahaan, serta menyusun peta risiko yang dilaporkan framework, and prepares risk maps to be reported to the
kepada Direksi dan Dewan Komisaris sebagai dasar Board of Directors and Board of Commissioners as a basis
pengambilan keputusan. for decision-making.
Sementara itu, Tim Kegiatan Usaha Berkelanjutan (Tim) Meanwhile, the Sustainable Business Team acts as the
berperan sebagai penggerak implementasi strategi driver of sustainability implementation across Group
keberlanjutan di seluruh entitas Grup. Tim juga bertanggung entities. The Team develops and implements sustainability
jawab mengembangkan dan mengimplementasikan and climate initiatives within each business entity, sets
inisiatif keberlanjutan dan iklim di setiap entitas usaha, targets, and monitors their achievement. The Team
menetapkan target serta memantau pencapaiannya. Tim actively coordinates with Risk Management, Finance,
ini berkoordinasi secara aktif dengan fungsi Manajemen and Operations functions to ensure alignment between
Risiko, Keuangan, dan Operasional untuk memastikan sustainability strategy, risk management, and business
strategi keberlanjutan berjalan selaras dengan pengelolaan performance. Monitoring results are periodically reported
risiko dan kinerja bisnis. Hasil pemantauan dilaporkan to the Board of Directors for performance evaluation and
secara berkala kepada Direksi sebagai bahan evaluasi strategic adjustments. [GRI 2-13]
kinerja dan penyesuaian strategi. [GRI 2-13]
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TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
Sehubungan dengan pelaporan keberlanjutan, Direksi Prior to publication, the Board of Directors reviews and
melakukan penelaahan dan memberikan persetujuan approves the Company’s Sustainability Report to ensure
atas Laporan Keberlanjutan sebelum dipublikasikan untuk accuracy, balance, and alignment with MPM's strategy
memastikan akurasi, keseimbangan, dan keselarasan and performance. This mechanism reflects management’s
dengan strategi serta kinerja MPM. Mekanisme ini commitment to transparency and accountability in
mencerminkan komitmen manajemen dalam menjaga managing corporate impacts.
transparansi dan akuntabilitas atas pengelolaan dampak
yang ditimbulkan perusahaan.
Melalui struktur tata kelola yang terintegrasi ini, Grup Through this integrated governance structure, MPM Group
MPM berupaya memastikan bahwa keberlanjutan tidak ensures that sustainability is embedded not merely as an
hanya menjadi inisiatif program, melainkan bagian initiative, but as part of strategic decision-making and a
dari pengambilan keputusan strategis dan fondasi foundation for long-term growth.
pertumbuhan jangka panjang perusahaan.
Tugas dan Tanggung Jawab Badan Tata Kelola Keberlanjutan [OJK E.1]
Responsibilities of the Sustainability Governance Body
Jabatan ▪ Position
Dewan Komisaris ▪ Board of Commissioner
Peran dan Tanggung Jawab ▪ Roles and Responsibilities
• Mengawasi kepatuhan perusahaan terhadap regulasi dan • Oversee the company’s compliance with regulations and
prinsip-prinsip GCG. the principles of GCG.
• Melaksanakan fungsi pengawasan atas implementasi • Oversee the implementation of sustainability strategies
strategi dan inisiatif keberlanjutan, serta pengelolaan and initiatives, as well as the management of climate-
dampak dan risiko terkait iklim. related impacts and risks.
• Mengawasi kinerja keberlanjutan melalui Komite GCG. • Monitor sustainability performance through the GCG
Committee.
• Menerima dan membahas laporan berkala minimal satu • Receive and review periodic reports, at least once a year,
tahun sekali dari Komite GCG mengenai pencapaian, risiko, from the GCG Committee regarding achievements, risks,
dan trade-offs terkait keberlanjutan. and trade-offs related to sustainability.
• Memberikan arahan strategis terhadap pelaksanaan • Provide strategic direction on the implementation of
strategi keberlanjutan dan mitigasi risiko iklim. sustainability strategies and climate risk mitigation.
Jabatan ▪ Position
Direksi ▪ Board of Directors
Peran dan Tanggung Jawab ▪ Roles and Responsibilities
• Menyetujui strategi dan program kerja keberlanjutan yang • Approve sustainability strategies and work programs
terintegrasi ke dalam rencana jangka panjang perusahaan. integrated into the company’s long-term plans.
• Memastikan seluruh unit kerja melaksanakan program • Ensure all business units effectively implement
keberlanjutan dan pengelolaan risiko iklim secara efektif. sustainability programs and climate risk management.
• Mengintegrasikan strategi keberlanjutan dalam • Integrate sustainability strategies into business and
pengambilan keputusan bisnis dan operasional perusahaan. operational decision-making.
• Menyetujui Laporan Keberlanjutan, termasuk pengungkapan • Approve the Sustainability Report, including disclosures
informasi yang relevan terhadap aspek keuangan terkait relevant to climate-related and sustainability-related
iklim dan keberlanjutan. financial aspects.
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Jabatan ▪ Position
Komite GCG ▪ GCG Committee
Peran dan Tanggung Jawab ▪ Roles and Responsibilities
• Membantu Dewan Komisaris dalam mengawasi • Support the Board of Commissioners in overseeing the
implementasi strategi dan inisiatif keberlanjutan, serta implementation of sustainability strategies and initiatives,
pengelolaan dampak dan risiko terkait iklim, as well as the management of climate-related impacts
and risks,
• Meninjau Laporan Keberlanjutan MPM guna memastikan • Review the Sustainability Report of MPM to ensure
keselarasan dengan prinsip tata kelola yang baik serta alignment with good governance principles and
standar pelaporan yang berlaku, applicable reporting standards,
• Berkoordinasi dengan Tim Manajemen Risiko dan Tim • Coordinate with the Risk Management Team and the
Kegiatan Usaha Berkelanjutan untuk sinergi pengelolaan Sustainable Business Team to ensure synergy in impact
dampak. management.
Jabatan ▪ Position
Tim Manajemen Risiko ▪ Risk Management Team
Peran dan Tanggung Jawab ▪ Roles and Responsibilities
• Melakukan analisis dampak dan ketahanan strategi • Conduct impact analyses and assess the resilience of
perusahaan terhadap berbagai skenario iklim, corporate strategies under various climate scenarios.
• Mengintegrasikan risiko ESG dan risiko iklim ke dalam • Integrate ESG and climate risks into the company’s risk
kerangka manajemen risiko perusahaan, management framework.
• Menyusun peta risiko iklim dan keberlanjutan serta • Develop climate and sustainability risk maps and report
menyampaikan hasilnya kepada Direksi dan Dewan Komisaris, the results to the Board of Directors and the Board of
Commissioners.
• Berkolaborasi dengan Tim Kegiatan Usaha Berkelanjutan • Collaborate with the Sustainable Business Team to ensure
untuk memastikan bahwa identifikasi risiko dan mitigasinya, consistent risk identification, mitigation, and strategy
serta pelaksanaan strategi berjalan secara konsisten, implementation.
• Mendukung pelaporan risiko keberlanjutan dan iklim dalam • Support sustainability and climate risk reporting in the
laporan tahunan perusahaan. company’s annual report.
Jabatan ▪ Position
Tim Kegiatan Usaha Berkelanjutan ▪ Sustainable Business Team
Peran dan Tanggung Jawab ▪ Roles and Responsibilities
• Mengembangkan inisiatif iklim dan keberlanjutan untuk • Develop climate and sustainability initiatives for each OpCo.
masing-masing OpCo,
• Menetapkan target keberlanjutan dan melakukan • Establish sustainability targets and monitor their
pemantauan pencapaiannya, achievement.
• Memastikan sistem pelaporan LST yang andal, • Ensure a reliable sustainability reporting system.
• Melakukan koordinasi aktif dengan Tim Manajemen Risiko, • Actively coordinate with the Risk Management Team,
Tim Keuangan, dan Tim Operasional untuk memastikan Finance Team, and Operations Team to align sustainability
sinergi antara strategi keberlanjutan dan pengelolaan strategies with ESG and climate risk management.
risiko LST dan iklim,
• Melaporkan pencapaian dan tantangan pelaksanaan • Report achievements and challenges in implementing
strategi keberlanjutan kepada Direksi. sustainability strategies to the Board of Directors.
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TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
Jabatan ▪ Position
Koordinator Pelaksana Kegiatan Usaha Berkelanjutan (Kepala Divisi/Departemen di masing-masing OpCo)
Sustainable Business Program Coordinators (Heads of Divisions/Departments in each OpCo)
Peran dan Tanggung Jawab ▪ Roles and Responsibilities
• Memimpin pelaksanaan inisiatif keberlanjutan di OpCo, • Lead the implementation of sustainability initiatives within
their respective OpCo.
• Memastikan penerapan inisiatif keberlanjutan secara • Ensure initiatives are carried out effectively and efficiently.
efektif dan efisien,
• Menyusun perencanaan serta anggaran pelaksanaan • Prepare planning and budgets for the implementation of
masing-masing program kerja, each work program.
• Melakukan evaluasi terhadap pencapaian program secara • Conduct periodic evaluations of program achievements
periodik dan memberikan arahan pelaksanaan inisiatif di and provide guidance on initiatives within their OpCo.
masing-masing OpCo,
• Melaporkan pencapaian dan pelaksanaan inisiatif kepada • Report initiative achievements and implementation
Ketua Tim Kegiatan Usaha Berkelanjutan. progress to the Head of the Sustainable Business Team.
Jabatan ▪ Position
Sustainability Champion ▪ Sustainability Champions
Peran dan Tanggung Jawab ▪ Roles and Responsibilities
• Melaksanakan insiatif keberlanjutan di masing-masing • Implement sustainability initiatives within each OpCo and
OpCo dan memastikan implementasinya secara efektif, ensure their effective execution.
• Memastikan kepentingan dan harapan pemangku • Safeguard the interests and expectations of key
kepentingan utama dikelola dengan baik dalam stakeholders in the implementation of initiatives.
pelaksanaan insiatif,
• Bersama dengan Koordinator Pelaksana Kegiatan Usaha • Together with the Sustainable Business Program
Berkelanjutan, menyusun kebutuhan sumber daya dan Coordinators, prepare resource and budget requirements
budget untuk pelaksanaan inisiatif, for initiative implementation.
• Melaporkan pencapaian dan pelaksanaan inisiatif secara • Submit periodic reports on initiative achievements and
periodik kepada Koordinator Pelaksana Kegiatan Usaha implementation to the Sustainable Business Program
Berkelanjutan, Coordinators.
• Menyediakan data, statistik, dan informasi lainnya • Provide data, statistics, and other relevant information
kepada Tim Keberlanjutan secara periodik di masing- periodically to the Sustainability Team within each
masing anak usaha, subsidiary.
• Mengumpulkan dan menyediakan data serta informasi • Collect and submit data and information required for the
yang dibutuhkan untuk penyusunan Laporan preparation of the Sustainability Report to the Sustainable
Keberlanjutan kepada Tim Kegiatan Usaha Berkelanjutan, Business Team, in accordance with OJK parameters, the
berdasarkan parameter OJK, Global Reporting Initiative Global Reporting Initiative (GRI), Sustainable Development
(GRI), Sustainable Development Goals (SDGs), serta IFRS Goals (SDGs), and the IFRS Sustainability Standards.
Sustainability Standard.
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Komunikasi Masalah Penting [GRI 2-16] Communication of Critical Concern [GRI 2-16]
Tim Keberlanjutan menyampaikan dan mengkomunikasikan The Sustainability Team communicates material economic,
isu-isu penting dalam aspek ekonomi, sosial, dan social, and environmental issues that may have significant
lingkungan yang berpotensi menimbulkan dampak impacts on MPM and its stakeholders to the Board of
signifikan terhadap MPM dan pemangku kepentingan Commissioners and the Board of Directors. These matters
kepada Dewan Komisaris dan Direksi. Penyampaian isu are conveyed through the GCG Committee Meeting, which
dilakukan melalui Rapat Komite GCG yang pada tahun 2025 was convened 3 times in 2025. The forum serves as an
diselenggarakan sebanyak 3 kali. Forum ini menjadi sarana escalation and deliberation platform for critical issues,
eskalasi dan pembahasan atas isu-isu kritis, termasuk including the determination of mitigation measures and
penetapan langkah mitigasi dan tindak lanjut strategis. strategic follow-up actions.
Sepanjang tahun 2025, tidak terdapat isu kritis yang Throughout 2025, there were no critical issues that had
berdampak material terhadap kelangsungan usaha MPM. a material impact on MPM's business continuity. Any
Setiap isu yang muncul telah ditangani melalui mekanisme issues that arose were addressed through established risk
pengelolaan risiko dan pengaduan yang berlaku. Melalui management and grievance mechanisms. Through these
mekanisme ini, manajemen memastikan bahwa setiap mechanisms, management ensures that all significant risks
risiko dan dampak signifikan memperoleh perhatian pada and impacts receive attention at the highest decision-
tingkat pengambilan keputusan tertinggi, serta dikelola making level and are managed in a transparent and
secara transparan dan akuntabel. accountable manner.
Pengembangan Kompetensi Competency Development
Badan Tata Kelola [GRI 2-17] [IDX G-05] of the Governance Body [GRI 2-17] [IDX G-05]
MPM mendorong peningkatan kapasitas anggota Dewan MPM promotes capacity building for members of the
Komisaris, Direksi, serta komite terkait melalui partisipasi Board of Commissioners, Board of Directors, and relevant
dalam seminar, pelatihan, dan forum diskusi yang committees through participation in seminars, training
membahas perkembangan tren serta regulasi terkini di programs, and discussion forums addressing emerging
bidang keberlanjutan. Upaya penguatan kompetensi ini trends and the latest sustainability regulations. These
mencakup pemahaman atas penerapan praktik bisnis competency enhancement efforts include strengthening
berkelanjutan, strategi transisi menuju ekonomi rendah understanding of sustainable business practices, transition
karbon, pengelolaan risiko keberlanjutan, serta pemenuhan strategies toward a low-carbon economy, sustainability risk
standar dan regulasi keberlanjutan di tingkat global. management, and compliance with global sustainability
standards and regulations.
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TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
Pengembangan Kompetensi Badan Tata Kelola terkait Keberlanjutan [OJK E.2]
Sustainability-Related Competency Development of the Governance Bodies
No Topik Pelatihan ▪ Topic Penyelenggara ▪ Organizer
1 Human Rights Due Diligence – Why Does it Matter? Institute of Certified Sustainability Practitioners
2 Social Value dalam Pelaporan Keberlanjutan: Ukuran, Pelaporan, Social Value Indonesia
dan Tantangan Implementasinya
Social Value in Sustainability Reporting: Measurement, Disclosure,
and Implementation Challenges
3 UNBOXING ISO 26000: 2010 Guidance on Social Responsibility to Institute of Certified Sustainability Practitioners
support Organizational Excellence
4 Mendorong Transformasi Bisnis yang Bertanggung Jawab Prospect Institute
dan Berkelanjutan melalui ESG
Advancing Responsible and Sustainable Business Transformation
through ESG
5 Is Social Value Always Measured by SROI? Social Value Indonesia
6 Sustainable Agriculture: Making Responsible Practices the New Normal Institute of Certified Sustainability Practitioners
7 Why Diversity, Equity, and Inclusion (DEI) Matter, and Why Context Institute of Certified Sustainability Practitioners
Matters Just As Much
8 ESG Workshop 2025: Sustainability Counts: Integrating ESG Into IDX Channel & PWC
The Financial Data
9 Greenwashing in ESG Disclosure: Does it impact Creating Share Value? Institute of Certified Sustainability Practitioners
10 The 10th Sustainability Practitioner Conference (SPC) Institute of Certified Sustainability Practitioners
11 Sustainability in the Age of Artificial Intelligence Institute of Certified Sustainability Practitioners
12 Sustainable Finance Forum KADIN
13 Assessing Green Supply Chain Management Practices in GRI-Based Institute of Certified Sustainability Practitioners
Sustainability Reports of Indonesian Manufacturing Companies
14 Completing the Picture: Climate Reporting with GRI and IFRS Standards GRI Academy
15 Certified Sustainability Reporting Assurance National Center for Corporate Reporting
16 IFRS S1 & S2 KPMG
Evaluasi Kinerja Performance Evaluation
Badan Tata Kelola [GRI 2-18] [IDX G-04] of the Governance Body [GRI 2-18] [IDX G-04]
Evaluasi kinerja organ tata kelola MPM, termasuk Dewan The performance evaluation of MPM’s governance bodies,
Komisaris dan Direksi, dilaksanakan setiap tahun melalui including the Board of Commissioners and the Board of
mekanisme self-assessment tanpa melibatkan pihak ketiga Directors, is conducted annually through a self-assessment
independen. Proses ini mengacu pada kriteria penilaian mechanism without the involvement of an independent
yang direkomendasikan oleh KNR dan telah disepakati third party. The process refers to evaluation criteria
bersama oleh Dewan Komisaris dan Direksi. Hasil evaluasi recommended by the NRC and mutually agreed upon by
beserta rencana tindak lanjutnya disampaikan dalam the Board of Commissioners and the Board of Directors. The
RUPS Tahunan. Informasi lebih rinci mengenai kriteria dan evaluation results, along with the corresponding follow-up
metode penilaian dapat dilihat pada bagian Tata Kelola action plans, are presented at the Annual GMS. Further
dalam Laporan Tahunan. details regarding the evaluation criteria and methodology
are available in the Corporate Governance section of the
Company’s Annual Report.
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Sepanjang tahun 2025, Dewan Komisaris dan Direksi Throughout 2025, the Board of Commissioners and the
MPM menunjukkan kinerja yang selaras dengan prinsip Board of Directors demonstrated performance aligned with
GCG. Dewan Komisaris memastikan efektivitas fungsi the principles of GCG. The Board of Commissioners ensured
pengawasan, memberikan arahan strategis dengan the effectiveness of its supervisory function, provided
mempertimbangkan risiko dan peluang, serta mengawal strategic guidance by considering risks and opportunities,
kepatuhan terhadap regulasi, kebijakan internal, and oversaw compliance with regulations, internal policies,
dan komitmen keberlanjutan. Sementara itu, Direksi and sustainability commitments. Meanwhile, the Board
memperkuat kepemimpinan melalui pengambilan of Directors strengthened leadership through responsive
keputusan yang responsif, pelaksanaan strategi yang decision-making, disciplined strategy execution, and
terukur, serta pengelolaan risiko yang proaktif dalam proactive risk management in navigating evolving industry
menghadapi dinamika industri dan pasar. and market dynamics.
Kebijakan Remunerasi [GRI 2-19, 2-20] Remuneration Policy [GRI 2-19, 2-20]
Kebijakan remunerasi bagi Dewan Komisaris dan Direksi The remuneration policy for the Board of Commissioners
ditetapkan melalui keputusan RUPS atau berdasarkan and the Board of Directors is determined through
pelimpahan kewenangan dari RUPS kepada Dewan resolutions of the GMS or based on authority delegated
Komisaris sesuai ketentuan yang berlaku. Struktur by the GMS to the Board of Commissioners, in accordance
remunerasi mencakup komponen tetap dan/atau variabel, with applicable regulations. The remuneration structure
seperti gaji atau honorarium, tantiem atau insentif berbasis comprises fixed and/or variable components, including
kinerja, serta fasilitas dan tunjangan lainnya. salaries or honoraria, tantiem or performance-based
incentives, as well as other facilities and benefits.
Perumusan kebijakan dan besaran remunerasi dilakukan The formulation of remuneration policies and amounts is
berdasarkan rekomendasi KNR. Dalam menyusun based on recommendations from the NRC. In developing
rekomendasi tersebut, KNR mempertimbangkan berbagai its recommendations, the NRC considers various factors,
faktor, antara lain kinerja perusahaan, pencapaian including the Company’s performance, individual
individu, kompleksitas tugas dan tanggung jawab, praktik achievements, the complexity of duties and responsibilities,
remunerasi yang berlaku di industri sejenis, serta kontribusi prevailing remuneration practices within comparable
dalam mengelola dampak ekonomi, sosial, dan lingkungan industries, and contributions to managing material economic,
yang material bagi MPM. social, and environmental impacts of the Company.
Proses penetapan remunerasi dirancang untuk The remuneration determination process is designed to
memastikan adanya keselarasan antara strategi jangka ensure alignment between the Company’s long-term
panjang perusahaan, kepentingan pemegang saham, dan strategy, shareholders’ interests, and the creation of
penciptaan nilai berkelanjutan bagi pemangku kepentingan. sustainable value for stakeholders. Through a transparent
Melalui mekanisme yang transparan dan akuntabel, MPM and accountable mechanism, MPM ensures that its
memastikan bahwa kebijakan remunerasi mendukung remuneration policy supports responsible performance,
kinerja yang bertanggung jawab, termasuk dalam including the effective management of sustainability-
pengelolaan risiko dan peluang keberlanjutan. related risks and opportunities.
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TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
NILAI DAN INTEGRITAS [GRI 2-23, 2-24] [IDX G-07] VALUES AND INTEGRITY [GRI 2-23, 2-24] [IDX G-07]
MPM berkomitmen untuk menerapkan praktik bisnis yang MPM is committed to conducting responsible business
bertanggung jawab selaras dengan nilai-nilai Perusahaan, practices aligned with the Company’s core values, Code
Pedoman Perilaku, serta Peraturan Perusahaan. Komitmen of Conduct, and Company Regulations. This commitment
ini ditujukan untuk memastikan konsistensi dalam ensures consistency in upholding ethical standards, integrity,
menjunjung standar moral, etika, dan profesionalisme di and professionalism across all levels of the organization.
seluruh lini organisasi.
Pada tahun 2025, tidak terdapat perubahan terhadap In 2025, no changes were made to the Code of Conduct, as
Pedoman Perilaku karena dinilai masih relevan dan it remains relevant and adequate to support organizational
memadai dalam mendukung kebutuhan organisasi. needs. However, MPM updated its Company Regulations by
Namun demikian, MPM melakukan pembaruan terhadap introducing additional provisions reinforcing prohibitions
Peraturan Perusahaan melalui penambahan ketentuan and sanctions related to illegal financial activities. This
yang mempertegas larangan dan sanksi atas aktivitas measure strengthens compliance culture and mitigates
keuangan ilegal. Langkah ini merupakan bagian dari reputational and legal risks.
penguatan budaya kepatuhan dan mitigasi risiko reputasi
maupun hukum.
MPM terus mendorong seluruh karyawan untuk MPM continuously encourages all employees to
memahami, menginternalisasi, dan menerapkan nilai-nilai understand, internalize, and implement the values outlined
yang terkandung dalam Pedoman Perilaku serta Peraturan in the Code of Conduct and Company Regulations in their
Perusahaan dalam aktivitas sehari-hari. Bagi MPM, kedua daily activities. For MPM, these guidelines are not merely
panduan tersebut bukan sekadar dokumen formal, formal documents but represent a shared commitment to
melainkan komitmen bersama untuk membangun budaya fostering an ethical and responsible work culture.
kerja yang berintegritas dan bertanggung jawab.
Penerapan Pedoman Perilaku Implementation of Code of Conduct
MPM memiliki Pedoman Perilaku yang berfungsi sebagai MPM has established a Code of Conduct that serves as
landasan etika dan perilaku profesional. Pedoman Perilaku the foundation for ethical and professional behaviour. The
MPM berlaku untuk seluruh karyawan, termasuk kepada Code applies to all employees, including members of the
Dewan Komisaris dan Direksi. Pedoman Perilaku MPM Board of Commissioners and the Board of Directors, and is
tersedia pada situs resmi perusahaan dan dapat diakses accessible through MPM's official website.
melalui tautan berikut.
MPM secara konsisten melakukan sosialisasi dan The Company consistently conducts socialization and
penyegaran Pedoman Perilaku kepada seluruh karyawan refresher sessions on the Code of Conduct at least once a
minimal satu kali dalam setahun. Kegiatan ini dilaksanakan year. These activities are organized by the Human Resources
oleh tim Human Resources (HR) bersama Internal Audit (HR) and Internal Audit teams through webinars and
melalui metode webinar dan pembelajaran berbasis web web-based learning via the MPM Learning Management
melalui MPM Learning Management System (LMS Code of System (LMS Code of Conduct). This initiative ensures that
Conduct). Inisiatif ini bertujuan untuk memastikan seluruh employees understand applicable behavioral standards
karyawan memahami standar perilaku yang berlaku serta and strengthens compliance culture within the workplace.
memperkuat budaya kepatuhan di lingkungan kerja.
Selain itu, setiap karyawan baru diwajibkan mengikuti Additionally, all new employees are required to participate
program onboarding yang diselenggarakan oleh tim HR, in onboarding programs organized by the HR unit, which
yang mencakup pemaparan mengenai Peraturan Perusahaan include orientation on the Company Regulations and
dan Pedoman Perilaku sebagai bagian dari pembentukan Code of Conduct to establish ethical awareness from the
pemahaman sejak awal masa kerja. beginning of employment.
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Pada 6 Maret 2025, MPM menyelenggarakan kegiatan On 6 March 2025, MPM conducted an online
sosialisasi secara daring melalui Microsoft Teams dengan dissemination session via Microsoft Teams titled “Code
tema “Code of Conduct and Whistleblowing System Awareness of Conduct and Whistleblowing System Awareness
Webinar”, yang diikuti oleh 426 karyawan di lingkungan Grup Webinar,” attended by 426 employees across the
MPM. Webinar ini bertujuan untuk meningkatkan kesadaran MPM Group. The webinar aimed to enhance employee
dan partisipasi aktif karyawan dalam penerapan kode etik awareness and active participation in upholding ethical
serta memperkuat pencegahan fraud melalui pemanfaatan standards and strengthening fraud prevention through
mekanisme whistleblowing system. effective use of the whistleblowing system.
Penerapan Pedoman Perilaku
Implementation of Code of Conduct
E-Learning Pedoman Perilaku Sosialisasi Pedoman Perilaku
Code of Conduct E-Learning Dissemination of Code of Conduct
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TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
Pencegahan Tindak Korupsi dan Prevention of Corruption and
Konflik Kepentingan [GRI 2-15] [IDX G-09] Conflict of Interest [GRI 2-15] [IDX G-09]
MPM berkomitmen mencegah praktik korupsi, gratifikasi, MPM is committed to preventing corruption, gratification,
dan penyalahgunaan wewenang sebagaimana tertuang and abuse of authority as stipulated in the Code of
dalam Pedoman Perilaku dan Peraturan Perusahaan. Kedua Conduct and Company Regulations. These policies strictly
kebijakan ini melarang segala bentuk suap dan benturan prohibit bribery and conflicts of interest, as well as establish
kepentingan, serta mengatur mekanisme pelaporan dan transparent reporting and handling mechanisms for both
penanganan pelanggaran secara transparan, termasuk actual and potential conflicts of interest.
untuk konflik kepentingan aktual maupun potensial.
Untuk memperkuat budaya integritas, MPM secara To reinforce a culture of integrity, MPM regularly conducts
rutin menyelenggarakan sosialisasi dan pelatihan anti- anti-corruption and business ethics training. All employees
korupsi serta etika bisnis. Seluruh karyawan diwajibkan are required to submit a Conflict of Interest and Benefits
menyampaikan Deklarasi Konflik Kepentingan dan Declaration as a formal commitment to the Company’s
Penerimaan Manfaat sebagai bentuk komitmen terhadap ethical principles.
prinsip etika perusahaan.
Selain itu, pencegahan korupsi didukung oleh penerapan Corruption prevention is further supported by the application
prinsip transparansi dalam pelaporan keuangan dan of transparency principles in financial and performance
kinerja perusahaan melalui sistem yang akurat, akuntabel, reporting through accurate, accountable systems subject to
dan diaudit secara berkala. MPM juga memastikan periodic audits. MPM also ensures the independence of the
independensi Komite Nominasi dan Remunerasi serta Nomination and Remuneration Committee and the GCG and
Komite GCG dan Sustainability dalam menjalankan fungsi Sustainability Committee in performing oversight functions,
pengawasan, termasuk dalam proses pemilihan dan including governance body selection and evaluation
evaluasi badan tata kelola, guna meminimalkan risiko processes, thereby minimizing potential conflicts of interest
konflik kepentingan sejak tingkat tertinggi organisasi. at the highest organizational level.
Pelatihan terkait Antikorupsi
Anti-corruption Training
Topik Pelatihan Jumlah Peserta
No
Training Topics Number Of Participant
Komunikasi Kebijakan dan Prosedur Anti Korupsi pada Karyawan
1 2.047
Communication of Anti-Corruption Policies and Procedures to Employees
Training Anti Korupsi pada Karyawan
2 2.047
Anti-Corruption Training for Employees
Integritas Kita, Bangun Kepercayaan, Raih Kesuksesan Bersama!
3 270
Integrity and Trust for a Shared Success
Hindari Tindakan yang Bisa Menghancurkan Karier Anda
4 270
Avoid Actions That Could Jeopardize Your Career
Jangan Cuek, Laporkan! Dukung Budaya Integritas di MPMInsurance
5 270
Speak Up! Report Concerns and Support a Culture of Integrity at MPMInsurance
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Pelaporan Pelanggaran [GRI 2-25, 2-26] Grievance Mechanism [GRI 2-25, 2-26] MPM telah mengembangkan sistem pelaporan pelanggaran MPM has established a violation reporting system known yang dikenal sebagai MPM SpeakUp, sebagai kanal resmi as MPM SpeakUp, serving as the official channel for untuk melaporkan dugaan pelanggaran terhadap Kode reporting suspected violations of the Code of Conduct, Etik, Peraturan Perusahaan, maupun peraturan perundang- Company Regulations, or applicable laws and regulations. undangan yang berlaku. Sistem ini dirancang untuk The system is designed to ensure that reports can be memastikan setiap laporan dapat disampaikan secara submitted securely, transparently, and independently, aman, transparan, dan independen, sekaligus menyediakan while providing a channel for employees and stakeholders ruang bagi karyawan dan pemangku kepentingan untuk to raise concerns. Through this mechanism, MPM also menyampaikan keluhan. Melalui mekanisme ini, MPM juga seeks to prevent and mitigate potential adverse impacts berupaya mencegah serta memitigasi dampak negatif arising from business activities. yang mungkin timbul dari aktivitas usaha. MPM menyediakan laman khusus Whistleblowing System MPM provides a dedicated Whistleblowing System (WBS) (WBS) pada situs resmi perusahaan yang memuat berbagai page on its official website, detailing reporting channels, saluran pelaporan, prosedur penanganan, serta informasi procedures, and whistleblower protection information. mengenai perlindungan bagi pelapor. Pengelolaan Since 2020, the management of MPM SpeakUp has been MPM SpeakUp dilakukan melalui kerja sama dengan conducted in collaboration with PricewaterhouseCoopers PricewaterhouseCoopers (PwC) sebagai pihak ketiga (PwC) as an independent third party. independen sejak tahun 2020. Sepanjang tahun 2025, MPM menerima 18 laporan melalui In 2025, MPM received 18 reports through MPM SpeakUp. MPMSpeakUp. Seluruh laporan tersebut ditangani sesuai All reports were handled in accordance with applicable dengan kebijakan dan prosedur yang berlaku, dengan policies and procedures, upholding principles of menjunjung tinggi prinsip kerahasiaan, objektivitas, serta confidentiality, objectivity, and whistleblower protection. perlindungan terhadap pelapor. Setiap laporan melalui Each report underwent verification and comprehensive proses verifikasi dan penelaahan secara menyeluruh, serta review, followed by proportional follow-up actions based ditindaklanjuti secara proporsional berdasarkan tingkat on materiality and scope. materialitas dan ruang lingkup permasalahan. Tidak terdapat insiden ketidakpatuhan terhadap peraturan There were no incidents of non-compliance with laws and perundangan yang menyebabkan denda maupun kerugian regulations resulting in fines or other financial penalties finansial lainnya di lingkungan Grup MPM sepanjang tahun within MPM Group during the reporting year. [GRI 2-27] pelaporan. [GRI 2-27] 2025 Laporan Keberlanjutan ● Sustainability Report 191
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TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
Alur Pelaporan Pelanggaran
Flow of Grievance Reporting
Pelaporan Penyelidikan Penyelesaian
Reporting Investigation Resolution
Pemangku kepentingan dapat Penyelidikan akan dilakukan oleh Laporan yang diterima sebaiknya
mengakses saluran pengaduan, komite atau satuan kerja khusus disertai dengan dokumen
sebagai berikut: di bawah pengawasan Direksi, pendukung. Dan setiap laporan
Stakeholders may access the sebagai pihak yang melakukan yang terbukti kebenarannya
grievance and reporting channels pengambilan keputusan. akan dikenakan sanksi sesuai
through the following means: Investigations will be conducted dengan peraturan yang berlaku.
by a committee or a special unit Submitted reports should be
https://mpm.whispli.com/
under the Board of Directors, as accompanied by supporting
SpeakUp
the decision-making authority. documents. Any report proven
to be true will be subject to
0812 5000 1880
sanctions in accordance with
applicable regulations.
mpm_speakup@pwc.com
Total Pelaporan Pelanggaran melalui MPM SpeakUP
Total Reports Submitted through MPM SpeakUP
Deskripsi ▪ Description 2025 2024 2023
Jumlah laporan masuk
18 16 11
Total reports received
Jumlah laporan yang diproses
18 16 11
Total reports processed
Jumlah laporan selesai
18 16 11
Total reports resolved
Persentase penyelesaian
100% 100% 100%
Resolution rate
Jaminan Perlindungan Whislteblower Protection
MPM menjamin perlindungan bagi setiap pelapor dengan MPM guarantees protection for all whistleblowers by
menjaga kerahasiaan identitas guna meminimalkan risiko maintaining strict confidentiality of identities to minimize
retaliasi di kemudian hari. Setiap laporan diberikan nomor the risk of retaliation. Each report is assigned a unique
registrasi khusus sehingga pelapor dapat memantau registration number, enabling whistleblowers to monitor
perkembangan penanganannya secara terpisah dan case progress in a structured and secure manner.
terstruktur.
Penanganan laporan dilakukan melalui jalur eskalasi yang Reports are managed through a clear escalation process.
jelas. Laporan yang berkaitan dengan karyawan atau Reports involving employees or Directors of subsidiaries
Direksi Entitas Anak diteruskan kepada Direktur Utama are forwarded to the Group President Director, the
Grup MPM, Direktur yang membawahi fungsi HR, serta Director overseeing HR, and the Head of Internal Audit
Kepala Unit Audit Internal Entitas Anak. Sementara itu, of the relevant subsidiary. Reports involving members of
laporan yang melibatkan Direksi Grup MPM atau Kepala the Group Board of Directors or Heads of Internal Audit
Unit Audit Internal Entitas Anak disampaikan langsung Units in Subsidiaries are submitted directly to the Board of
kepada Dewan Komisaris dan Komite Audit. Commissioners and Audit Committee.
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Untuk menjaga transparansi dan akuntabilitas, To ensure transparency and accountability, all reporting seluruh proses dan interaksi dalam sistem pelaporan processes and interactions are automatically documented terdokumentasi secara otomatis. Apabila pihak yang within the system. If the reported party is found not to dilaporkan tidak terbukti melakukan pelanggaran, MPM have committed a violation, MPM ensures restoration of memastikan pemulihan nama baik sebagai bagian dari reputation in line with principles of fairness and protection penerapan prinsip keadilan dan perlindungan terhadap for all parties involved. seluruh pihak yang terlibat. MANAJEMEN RISIKO [OJK E.3] RISK MANAGEMENT OJK E.3] Komitmen Manajemen Risiko Risk Management Commitment MPM menerapkan manajemen risiko sebagai bagian MPM implements risk management as an integral part of integral dari tata kelola dan strategi bisnis untuk governance and business strategy to ensure long-term memastikan keberlanjutan usaha dalam jangka panjang. business sustainability. In 2025, the Company maintained Pada tahun 2025, pendekatan pengelolaan risiko tetap a consistent risk management approach, with emphasis on konsisten dengan tahun sebelumnya, dengan penekanan strengthening the implementation of integrated Enterprise pada penguatan implementasi Enterprise Risk Management Risk Management (ERM) based on ISO 31000:2018. (ERM) yang terintegrasi dan berbasis ISO 31000:2018. MPM memandang pengelolaan risiko sebagai instrumen MPM views risk management as a strategic instrument to strategis untuk meningkatkan kepastian pencapaian enhance certainty in achieving targets, strengthen resilience target, memperkuat resiliensi terhadap dinamika eksternal, against external dynamics, and ensure that all decision- serta memastikan setiap pengambilan keputusan making comprehensively considers risks and opportunities. mempertimbangkan aspek risiko dan peluang secara Amid increasing business complexity, including cyber risks, komprehensif. Seiring meningkatnya kompleksitas climate change, and catastrophic risks, MPM continues to lingkungan usaha, termasuk risiko siber, perubahan iklim, strengthen a risk-aware culture at all organizational levels. dan risiko katastropik, MPM terus memperkuat budaya sadar risiko di seluruh tingkatan organisasi. Struktur Pengelolaan Risiko Risk Management Structure Struktur pengelolaan risiko MPM diterapkan secara MPM’s risk management structure is implemented in a berjenjang dan terintegrasi, mencakup tingkat Grup, tiered and integrated manner, covering the Group level, Kantor Pusat dan Entitas Anak, Divisi, hingga Departemen. Head Office and Subsidiaries, Divisions, and Departments. Setiap sasaran strategis di tingkat korporat dijabarkan ke Strategic objectives at the corporate level are cascaded unit kerja (cascading), sementara informasi risiko dari unit to operational units, while risk information from units is kerja diagregasikan ke tingkat Grup untuk memperoleh aggregated at the Group level to provide a comprehensive gambaran risiko yang komprehensif. risk overview. Risk Management Unit (RMU) berperan sebagai koordinator The Risk Management Unit (RMU) acts as coordinator for dalam proses identifikasi, asesmen, monitoring, dan risk identification, assessment, monitoring, and reporting pelaporan risiko. Risk Officer dan Risk Owner di masing- processes. Risk Officers and Risk Owners within each unit masing unit bertanggung jawab melakukan Risk Control are responsible for conducting Risk Control Self-Assessment Self-Assessment (RCSA) serta memastikan efektivitas (RCSA) and ensuring mitigation effectiveness. Risk reports mitigasi. Laporan risiko disampaikan secara berjenjang are escalated through established channels to the GCG and hingga kepada Komite GCG dan Sustainability untuk Sustainability Committee for strategic direction. memperoleh arahan strategis. Struktur ini memastikan akuntabilitas yang jelas dan This structure ensures clear accountability and integration integrasi pengelolaan risiko dengan perencanaan bisnis of risk management with business planning and serta pengambilan keputusan di tingkat manajemen. management-level decision-making. 2025 Laporan Keberlanjutan ● Sustainability Report 193
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TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
Area Pengelolaan Risiko Grup MPM
MPM Group Risk Management Areas
Pengelolaan Risiko di Tingkat
Pengelolaan Risiko di Tingkat Grup/HO Group Korporat (Holding)
Risk Management at the Group/HO Level HO BOD Risk Management at the
Corporate Level (Holding)
Agregasi ▪ Aggregation
(Pengelompokan ke atas)
Kaskade ▪ Cascade
(Penguraian ke bawah)
Pengelolaan Risiko
OpsCo BOD di Tingkat HO & OpCo
HO Division Head Risk Management
Pengelolaan Risiko di Tingkat Manajemen Senior at the HO & OpCo Level
Risk Management at the Senior Management Level
Agregasi ▪ Aggregation Pengelolaan Risiko
(Pengelompokan ke atas)
Kaskade ▪ Cascade HO Department Head di Tingkat Divisi
(Penguraian ke bawah) OpsCo Division Head Risk Management
at the Division Level
Pengelolaan Risiko di Tingkat Operasional OpsCo Pengelolaan Risiko
Risk Management at the OpsCo Operational Level OpsCo Line di Tingkat Departemen
Manager Risk Management
at the Department Level
Identifikasi Risiko Risk Identification
MPM telah melakukan identifikasi dan pengelompokan MPM has identified and categorized risks that may affect
risiko yang berpotensi memengaruhi kinerja dan performance and business continuity, including financial
keberlangsungan usaha, termasuk risiko keuangan, risiko risks, compliance, legal, and governance risks, operational
kepatuhan, hukum, dan tata kelola, risiko operasional, risks, strategic and business risks, human capital risks,
risiko strategis dan bisnis, risiko Sumber Daya Manusia reputational risks, data and information security risks,
(SDM), risiko reputasi, risiko keamanan data dan informasi, environmental, social, and governance (ESG) risks, third-
risiko Lingkungan, Sosial, dan Tata Kelola (LST), risiko pihak party risks, occupational health and safety risks and
ketiga, risiko kesehatan dan keselamatan kerja, dan risiko business continuity management system (BCMS) risks.
Business Continuity Management System (BCMS).
Di tahun 2025, MPM melakukan penilaian risiko perubahan In 2025, MPM conducted a climate change risk assessment
iklim untuk mengidentifikasi risko fisik dan risiko transisi to identify both physical and transition risks associated with
menuju ekonomi rendah karbon. Hasil asesmen digunakan the shift toward a low-carbon economy. The assessment
untuk memperbarui risk register, menyusun langkah results were used to update the risk register, develop
mitigasi, serta mengintegrasikan pertimbangan iklim ke mitigation actions, and integrate climate considerations
dalam strategi bisnis dan keputusan investasi. Langkah ini into business strategy and investment decisions. This
diharapkan dapat memperkuat ketahanan model bisnis initiative is expected to strengthen the resilience of MPM’s
MPM dalam menghadapi tantangan perubahan iklim. business model against climate-related challenges.
Daftar lengkap risiko iklim dan risiko LST yang telah A complete list of identified climate and ESG risks
teridentifikasi dapat dilihat pada bagian Pengungkapan is presented in the Sustainability-Related Financial
Finansial Terkait Keberlanjutan dalam Laporan ini. Disclosures section of this Report.
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Jenis-jenis Risiko yang Dikelola
Types of Risks Managed
Indikasi Risiko ▪ Risk Indicators Mitigasi Risiko ▪ Risk Mitigation
RISIKO KEUANGAN ▪ FINANSIAL RISK
Gejolak berbagai variabel makro dapat menyebabkan ●● Meminimalkan risiko kredit atas piutang usaha dengan menerapkan
fluktuasi terhadap pencapaian target keuangan. Risiko kebijakan pemberian kredit berdasarkan prinsip kehati-hatian,
keuangan mencakup risiko kredit, risiko likuiditas, risiko melakukan pengawasan portofolio kredit secara berkesinambungan,
suku bunga, risiko terkait aset dan liabilitas, risiko pasar, serta mengelola penagihan angsuran piutang secara efektif,
risiko nilai tukar mata uang, serta risiko fluktuasi harga Minimizing credit risk on trade receivables by implementing prudent
bahan baku maupun barang jadi. credit approval policies, continuously monitoring the credit portfolio,
and managing receivables collection effectively,
Volatility in various macroeconomic variables may affect the ●● Menerapkan kebijakan penyesuaian profil suku bunga dan jangka
achievement of financial targets. Financial risk includes credit waktu aset serta liabilitas keuangan, disertai dengan pelaksanaan
risk, liquidity risk, interest rate risk, risks related to assets aktivitas lindung nilai,
and liabilities, market risk, foreign exchange risk, as well as Managing exposure to interest rate fluctuations by aligning the
fluctuations in raw material and finished goods prices. interest rate profile and maturity of financial assets and liabilities,
supported by hedging activities,
●● Mengelola kas secara prudent melalui pengawasan ketat terhadap
arus kas, pemantauan kondisi perekonomian domestik maupun
global, serta memastikan kecukupan persediaan barang jadi,
Managing cash prudently through close monitoring of cash flows,
assessing domestic and global economic conditions, and ensuring
adequate inventory levels,
●● Melakukan efisiensi biaya operasional dan belanja modal, menjaga
free cash flow, serta memastikan ketersediaan fasilitas standby loans
apabila diperlukan.
Enhancing cost efficiency in operational and capital expenditures,
maintaining healthy free cash flow, and ensuring the availability of
standby loan facilities when required.
RISIKO KEPATUHAN, HUKUM, DAN TATA KELOLA ▪ COMPLIANCE, LEGAL, AND GOVERNANCE RISK
Kegagalan dalam menyelesaikan permasalahan hukum ●● Mengawasi penyusunan dokumen hukum serta menyelesaikan
serta ketidakpatuhan terhadap kebijakan, prosedur, dan permasalahan hukum melalui musyawarah untuk mencapai mufakat,
peraturan perundang-undangan yang berlaku. Overseeing the preparation of legal documentation and resolving
legal issues through deliberation to reach mutual agreement,
Failure to resolve legal issues and non-compliance with ●● Melakukan pemantauan perizinan secara berkala serta kewajiban
applicable policies, procedures, and laws and regulations. lain yang ditetapkan oleh peraturan perundang-undangan, sekaligus
mempertahankan penerapan praktik GCG,
Conducting periodic monitoring of licensing requirements and other
regulatory obligations, while maintaining the implementation of
GCG practices,
●● Memantau perkembangan peraturan dan perundang-undangan yang
berlaku, khususnya yang terkait dengan pelaksanaan kegiatan usaha,
Monitoring developments in applicable laws and regulations,
particularly those related to business operations,
●● Melakukan evaluasi kepatuhan dengan memastikan pelaksanaan
rekomendasi yang diberikan oleh OJK terkait implementasi GCG di
lingkungan perusahaan.
Conducting compliance evaluations by ensuring the implementation
of recommendations provided by the FSA regarding GCG practices
within the Company.
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TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
Indikasi Risiko ▪ Risk Indicators Mitigasi Risiko ▪ Risk Mitigation
RISIKO OPERASIONAL ▪ OPERATIONAL RISK
Potensi penyimpangan dari hasil yang diharapkan akibat ●● Menerapkan prinsip Operational Excellence pada setiap tahapan proses,
tidak berfungsinya sistem, sumber daya manusia, teknologi, Implementing Operational Excellence principles across all stages of
atau faktor operasional lainnya. Risiko operasional dapat processes,
terjadi pada dua tingkatan, yaitu: ●● Menyediakan program asuransi yang memadai untuk seluruh aset,
1. Tingkat Teknis Providing adequate insurance coverage for all assets,
Risiko muncul apabila terdapat sistem informasi yang
●● Mengimplementasikan Business Continuity Management System
tidak memadai, kesalahan pencatatan, serta pengukuran
(BCMS) berbasis ISO 22301:2019 untuk menjamin keberlangsungan
risiko yang tidak akurat atau tidak memadai.
layanan kepada pelanggan saat terjadi gangguan, baik yang
2. Tingkat Organisasi
disebabkan oleh faktor alam maupun non-alam. Implementasi ini
Risiko timbul karena sistem pemantauan dan pelaporan,
mencakup penetapan kebijakan, SOP, pembentukan Tim Tanggap
prosedur, serta kebijakan tidak berjalan sebagaimana
Darurat, serta pelaksanaan kajian berupa risk assessment dan business
mestinya.
impact analysis sesuai ruang lingkup.
Implementing a Business Continuity Management System (BCMS)
The potential deviation from expected outcomes due to
based on ISO 22301:2019 to ensure service continuity during
failures in systems, human resources, technology, or other
disruptions caused by natural and non-natural events. This includes the
operational factors. Operational risk may arise at two levels:
establishment of policies and standard operating procedures (SOPs),
1. Technical Level
formation of an Emergency Response Team, and the conduct of risk
Risks arising from inadequate information systems,
assessments and business impact analyses within the defined scope.
recording errors, and inaccurate or insufficient risk
measurement.
2. Organizational Level
Risks arising from ineffective monitoring and reporting
systems, procedures, and policies.
RISIKO STRATEGIS DAN BISNIS ▪ STRATEGIC AND BUSINESS RISK
Potensi ketidaksesuaian antara strategi yang diterapkan ●● Menetapkan strategi bisnis secara cermat melalui proses perencanaan
dengan dinamika persaingan bisnis, yang dapat yang ketat, serta berupaya menjadi pemain unggul dengan
menimbulkan dampak negatif terhadap kinerja dan memberikan pelayanan terbaik,
keberlangsungan usaha. Formulating business strategies through a rigorous planning process,
with a focus on maintaining a competitive position by delivering high-
The potential misalignment between implemented quality services,
strategies and evolving business competition dynamics, ●● Melakukan pemantauan dan evaluasi secara berkala untuk
which may adversely affect performance and business memastikan pencapaian target sesuai strategi yang telah ditetapkan.
sustainability. Conducting regular monitoring and evaluations to ensure that
performance targets are achieved in line with the established strategy.
RISIKO SDM ▪ HUMAN CAPITAL RISK
Potensi kekurangan jumlah SDM yang dimiliki, baik dari sisi ●● Menyelenggarakan program rekrutmen karyawan baru secara
kompetensi maupun risiko kehilangan personel kunci, serta berkesinambungan melalui berbagai inisiatif, seperti program
pengembangan SDM yang tidak memadai. management trainee, knowledge sharing, program retensi bagi
karyawan berprestasi, pencarian talenta internal, pembaruan dan
The risk of insufficient human resources in terms of both sosialisasi nilai-nilai MPM, serta pelaksanaan evaluasi kinerja,
quantity and competency, as well as the potential loss of Implementing continuous recruitment programs through various
key personnel and inadequate talent development. initiatives, including management trainee programs, knowledge
sharing, retention programs for high-performing employees, internal
talent development, reinforcement and communication of MPM
values, and regular performance evaluations,
●● Menerapkan kebijakan succession plan untuk memastikan setiap
personel kunci memiliki cadangan (backup) di internal organisasi.
Establishing succession planning policies to ensure that key positions
have adequate internal successors.
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Indikasi Risiko ▪ Risk Indicators Mitigasi Risiko ▪ Risk Mitigation
RISIKO REPUTASI ▪ REPUTATIONAL RISK
Potensi terganggunya kelangsungan bisnis akibat suatu ●● Memantau dan menjaga citra perusahaan di mata publik dengan
perbuatan, tindakan, atau kejadian yang dapat merusak memastikan seluruh karyawan bekerja secara profesional dan
citra dan kepercayaan pemangku kepentingan. mengedepankan prinsip integritas,
Monitoring and safeguarding the Company’s public image by
The risk of business disruption arising from actions, events, ensuring that all employees act professionally and uphold integrity,
or incidents that may damage the Company’s reputation ●● Melakukan sosialisasi nilai-nilai perusahaan serta pedoman perilaku
and stakeholder trust. yang wajib dipatuhi oleh seluruh karyawan.
Promoting the Company’s values and code of conduct, which must be
adhered to by all employees.
RISIKO KEAMANAN DATA DAN INFORMASI ▪ DATA AND INFORMATION SECURITY RISK
Potensi ketidakmampuan dalam menjaga keamanan data ●● Melindungi kerahasiaan data/informasi serta mengendalikan
dan informasi, sehingga tidak tercapai tiga sasaran utama risiko keamanan informasi melalui perbaikan dan peningkatan
keamanan, yaitu: berkelanjutan, dengan fokus pada tiga pilar utama: People, Process,
1. Kerahasiaan data/informasi, dan Technology,
2. Keutuhan dan kelengkapan data/informasi, dan Protecting data and information confidentiality and managing
3. Ketersediaan data/informasi. security risks through continuous improvement efforts, focusing on
Kegagalan dalam memenuhi sasaran tersebut berpotensi three key pillars: People, Process, and Technology,
menimbulkan insiden keamanan informasi. ●● Pilar People: berfokus pada peningkatan kompetensi SDM melalui
sosialisasi, edukasi, survei, serta penilaian keamanan informasi secara
The risk of inability to safeguard data and information berkala bagi seluruh karyawan,
security, resulting in failure to achieve the three core People pillar: Enhancing employee competencies through regular
security objectives: awareness programs, training, surveys, and periodic information
1. Confidentiality of data/information, security assessments,
2. Integrity and completeness of data/information, and
●● Pilar Process: berfokus pada pengembangan dan implementasi
3. Availability of data/information.
kebijakan serta prosedur keamanan informasi, termasuk identifikasi
Failure to meet these objectives may lead to information
dan mitigasi risiko terkait data/informasi,
security incidents.
Process pillar: Developing and implementing information security
policies and procedures, including the identification and mitigation of
data-related risks,
●● Pilar Technology: berfokus pada optimalisasi pemanfaatan teknologi
informasi terkini untuk mendukung tercapainya tiga sasaran utama
keamanan data/informasi: kerahasiaan, keutuhan, dan ketersediaan.
Technology pillar: Optimizing the use of advanced information
technology to support the achievement of the three core security
objectives—confidentiality, integrity, and availability.
RISIKO LINGKUNGAN, SOCIAL & TATA KELOLA (ESG) ▪ ENVIRONMENTAL, SOCIAL, AND GOVERNANCE (ESG) RISK
Potensi ketidakmampuan perusahaan dalam mengelola ●● Penyusunan dan implementasi roadmap ESG terintegrasi melalui
dampak lingkungan, tanggung jawab sosial, serta penguatan penerapan GCG, peningkatan kepatuhan terhadap seluruh
penerapan tata kelola yang berkelanjutan, yang dapat peraturan yang berlaku, serta pengelolaan risiko lingkungan dan
menyebabkan ketidakpatuhan regulasi, gangguan sosial secara sistematis dan berkelanjutan,
operasional, kerugian finansial, dan penurunan Developing and implementing an integrated ESG roadmap by
kepercayaan pemangku kepentingan. strengthening the application of Good Corporate Governance (GCG),
enhancing compliance with applicable regulations, and systematically
The risk of the Company’s inability to effectively manage managing environmental and social risks in a sustainable manner,
environmental impacts, social responsibilities, and ●● Pemantauan dan evaluasi kinerja ESG secara berkala untuk memastikan
sustainable governance practices, which may result in efektivitas pengendalian, kepatuhan berkelanjutan, serta perbaikan
regulatory non-compliance, operational disruptions, berkesinambungan sesuai dengan strategi dan tujuan perusahaan.
financial losses, and a decline in stakeholder trust. Conducting regular monitoring and evaluation of ESG performance
to ensure the effectiveness of controls, ongoing compliance, and
continuous improvement in line with the Company’s strategy and
objectives.
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TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
Indikasi Risiko ▪ Risk Indicators Mitigasi Risiko ▪ Risk Mitigation
RISIKO PIHAK KETIGA ▪ THIRD PARTY RISK
Potensi ketidakmampuan dalam memperluas atau menjaga Menjaga hubungan baik dengan pihak ketiga melalui kerja sama
hubungan baik dengan pihak ketiga, termasuk vendor, yang saling menguntungkan, dengan memastikan seluruh perilaku
kontraktor, pemasok, dan mitra strategis lainnya, untuk dan praktik sesuai dengan nilai serta budaya etis perusahaan, serta
memastikan bahwa perilaku dan praktik mereka selaras mematuhi ketentuan perundang-undangan yang berlaku.
dengan nilai serta budaya etis Grup MPM.
The risk of the Company’s inability to establish or maintain Maintaining strong and mutually beneficial relationships with third
effective relationships with third parties, including vendors, parties, while ensuring that their conduct and practices are aligned with
contractors, suppliers, and other strategic partners, to the Company’s values and ethical culture, and comply with applicable
ensure that their conduct and practices align with MPM laws and regulations.
Group’s values and ethical standards.
RISIKO KESEHATAN DAN KESELAMATAN KERJA ▪ OCCUPATIONAL HEALTH AND SAFETY RISK
Potensi ketidakmampuan dalam membangun dan ●● Menciptakan lingkungan kerja yang sehat, aman, dan nyaman
menerapkan sistem yang efektif untuk mencegah terjadinya dengan menyediakan ruang kerja, ruang rapat, serta fasilitas
kecelakaan kerja serta menciptakan lingkungan kerja yang pendukung lainnya yang memperhatikan aspek kebersihan,
sehat, aman, dan nyaman bagi seluruh karyawan. kenyamanan, dan keamanan,
Creating a healthy, safe, and comfortable work environment by
The risk of the Company’s inability to establish and providing offices, meeting rooms, and supporting facilities that meet
implement effective systems to prevent workplace cleanliness, comfort, and safety standards,
accidents and to create a healthy, safe, and comfortable ●● Membentuk tim tanggap darurat dengan kapabilitas yang
working environment for all employees. memadai untuk menghadapi bencana dan gangguan keamanan,
menyediakan obat-obatan, menetapkan kebijakan dan prosedur
tanggap darurat sesuai standar Business Continuity Management
System (BCMS) ISO 22301:2019, serta menjalankan protokol
kesehatan sesuai ketentuan pemerintah.
Establishing an emergency response team with adequate capabilities
to address emergencies and security incidents, providing medical
supplies, implementing emergency response policies and procedures
in line with the Business Continuity Management System (BCMS) ISO
22301:2019, and adhering to government-mandated health protocols.
RISIKO BUSINESS CONTINUITY MANAGEMENT SYSTEM (BCMS)
BUSINESS CONTINUITY MANAGEMENT SYSTEM (BCMS) RISK
Potensi risiko yang timbul akibat ketidakmampuan dalam ●● Implementasikan Business Continuity Management System (BCMS)
melaksanakan prosedur tanggap darurat saat terjadi berbasis ISO 22301:2019 di seluruh entitas usaha, termasuk
gangguan, baik yang disebabkan oleh faktor alam maupun MPMInsurance,
non-alam, sehingga berdampak pada ketidakmampuan Implementing a Business Continuity Management System (BCMS)
perusahaan untuk menjaga keberlangsungan bisnis dan based on ISO 22301:2019 across all business entities, including
memberikan layanan terbaik kepada pelanggan. MPMInsurance,
●● Melaksanakan latihan tanggap darurat secara rutin sesuai kebijakan
The risk arising from the inability to effectively implement yang tercantum dalam Emergency Response Plan (ERP), dengan
emergency response procedures during disruptions, melibatkan seluruh karyawan untuk meningkatkan kesadaran dan
whether caused by natural or non-natural events, which kesiapan menghadapi bencana.
may affect the Company’s ability to maintain business Conducting regular emergency response drills in accordance with the
continuity and deliver services to customers. Emergency Response Plan (ERP), involving all employees to enhance
awareness and preparedness for potential disruptions.
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Indikasi Risiko ▪ Risk Indicators Mitigasi Risiko ▪ Risk Mitigation
RISIKO PERUBAHAN IKLIM ▪ CLIMATE CHANGE RISK
Risiko yang timbul akibat dampak fisik perubahan iklim ●● Mengintegrasikan risiko dan peluang perubahan iklim ke dalam
serta proses transisi menuju ekonomi rendah karbon, kerangka manajemen risiko dan proses pengambilan keputusan guna
yang mencakup risiko fisik akut dan kronis, risiko regulasi mendukung keberlanjutan usaha,
dan kebijakan, teknologi, pasar, reputasi, hukum dan Integrating climate-related risks and opportunities into the enterprise
litigasi, keuangan, strategis, serta operasional, yang secara risk management framework and decision-making processes to
keseluruhan berpotensi memengaruhi keberlangsungan support business sustainability,
usaha, kinerja keuangan, aset, dan daya saing perusahaan ●● Melakukan penilaian risiko fisik dan risiko transisi perubahan iklim
dalam jangka pendek maupun jangka panjang. serta mengintegrasikan hasilnya ke dalam strategi, perencanaan
bisnis, dan keputusan investasi,
The risk arising from the physical impacts of climate Conducting assessments of both physical and transition climate risks
change as well as the transition toward a low-carbon and integrating the results into strategy, business planning, and
economy. This includes acute and chronic physical risks, as investment decisions,
well as transition risks related to regulations and policies,
●● Memperkuat kompetensi sumber daya manusia serta keandalan
technology, market dynamics, reputation, legal and
sistem dan kualitas data guna mendukung implementasi IFRS S1 dan
litigation, financial, strategic, and operational aspects, all
IFRS S2 secara berkelanjutan.
of which may affect the Company’s business continuity,
Strengthening human capital capabilities, system reliability, and data
financial performance, assets, and competitiveness in the
quality to support the ongoing implementation of IFRS S1 and IFRS S2.
short and long term.
Inisiatif Pengelolaan Risiko Risk Management Initiatives
Dalam memperkuat efektivitas pengelolaan risiko, MPM To strengthen the effectiveness of its risk management
melaksanakan sejumlah inisiatif strategis selama tahun practices, MPM implemented several strategic initiatives
2025, antara lain: throughout 2025, including the following:
Inisiatif Pengelolaan Risiko 2025
Risk Management Initiatives 2025
Inisiatif ▪ Initiatives Penjelasan Inisiatif ▪ Description of Initiatives
Sosialisasi MPM secara rutin melaksanakan sosialisasi melalui refreshment training bagi risk officer dan risk owner,
Manajemen Risiko serta self e-learning ERM dan Internal Control melalui Learning Management System (LMS) untuk seluruh
Risk Management karyawan. Inisiatif ini bertujuan memperkuat pemahaman dan membangun budaya sadar risiko di seluruh
Dissemination lini organisasi.
MPM regularly conducts risk management socialization through refresher training sessions for Risk Officers
and Risk Owners, as well as self-paced e-learning programs on ERM and Internal Control via the Learning
Management System (LMS) for all employees. This initiative aims to enhance understanding and foster a
strong risk-aware culture across all levels of the organization.
Pendampingan RMU memberikan pendampingan kepada risk officer dan risk owner dalam pelaksanaan Risk Control Self-
Asesmen Risiko Assessment (RCSA), baik saat risk update maupun monitoring/review. Pendampingan ini memastikan proses
Risk Assessment asesmen dilakukan secara konsisten dan sesuai metodologi.
Assistance The RMU provides guidance and assistance to Risk Officers and Risk Owners in conducting Risk Control Self-
Assessment (RCSA), both during risk updates and risk monitoring/review processes. This support ensures that
risk assessments are carried out consistently and in accordance with established methodologies.
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TATA KELOLA
KEBERLANJUTAN Komitmen Tata Kelola Struktur Tata Kelola Nilai dan Integritas Manajemen Risiko
Sustainability Governance Commitment Governance Structure Values and Integrity Risk Management
Governance
Inisiatif ▪ Initiatives Penjelasan Inisiatif ▪ Description of Initiatives
Peningkatan RMU meningkatkan kompetensi melalui pelatihan seperti Key Perfromance Indicator (KPI), Key Risk Indicator
Kompetensi Dan (KRI) & Key Control Indicator (KCI) Terintegrasi, Project Risk Training, serta berbagai webinar manajemen risiko.
Kapabilitas Langkah ini mendukung penguatan kapabilitas pengelolaan risiko yang selaras dengan praktik terbaik.
Competency The RMU enhances its competencies through training programs such as Integrated Key Performance
and Capability Indicators (KPI), Key Risk Indicators (KRI), and Key Control Indicators (KCI), Project Risk Training, as well
Enhancement as various risk management webinars. These initiatives support the strengthening of risk management
capabilities in alignment with best practices.
Executive Briefing MPM menyelenggarakan Risk Management Executive Briefing yang dihadiri Direksi, Dewan Komisaris,
dan Senior Leader untuk memperkuat pemahaman tren dan praktik terbaik manajemen risiko. Forum ini
memastikan keselarasan pengelolaan risiko dengan perencanaan strategis dan komitmen manajemen.
MPM organized a Risk Management Executive Briefing attended by the Board of Directors, Board of
Commissioners, and Senior Leaders to enhance understanding of emerging risk trends and best practices. This
forum ensures alignment between risk management, strategic planning, and management commitment.
ERM Champions Program ERM Champions diselenggarakan untuk mengukur dan meningkatkan pemahaman risk officer
Program terhadap ISO 31000:2018 melalui pelatihan dan ujian berbasis LMS. Tiga peserta terbaik di setiap entitas anak
diberikan penghargaan sebagai bentuk apresiasi dan motivasi.
The ERM Champions Program was conducted to assess and enhance Risk Officers’ understanding of ISO
31000:2018 through LMS-based training and examinations. The top three participants in each subsidiary were
recognized as a form of appreciation and motivation.
ERM Executive Talks ERM Executive Talks merupakan forum diskusi interaktif yang melibatkan manajemen dan seluruh karyawan
entitas anak untuk membahas tren, tantangan, dan peluang dalam pengelolaan risiko. Inisiatif ini memperkuat
budaya sadar risiko dan mendukung pengambilan keputusan berbasis risiko.
ERM Executive Talks serve as an interactive discussion forum involving management and employees across
subsidiaries to discuss emerging trends, challenges, and opportunities in risk management. This initiative
strengthens the risk-aware culture and supports risk-based decision-making.
Climate Change MPM melaksanakan asesmen risiko perubahan iklim melalui Focus Group Discussions (FGD) untuk
Risk Assessment mengidentifikasi dan mengevaluasi dampak risiko iklim terhadap bisnis. Hasilnya digunakan untuk
memperbarui risk register, menyusun mitigasi, serta mendukung integrasi manajemen risiko dengan strategi
ESG dan penerapan IFRS S1 dan S2.
MPM conducted a climate change risk assessment through Focus Group Discussions (FGDs) to identify and
evaluate the impact of climate-related risks on the business. The results were used to update the risk register,
develop mitigation measures, and support the integration of risk management with ESG strategy and the
implementation of IFRS S1 and IFRS S2.
Risk Maturity MPM melakukan Risk Maturity Assessment berbasis ISO 31000:2018 untuk mengukur tingkat kematangan
Assessment penerapan manajemen risiko. Hasil penilaian menjadi dasar penyusunan roadmap penguatan sistem, integrasi,
dan kapabilitas guna mencapai level kematangan yang lebih tinggi.
MPM conducted a Risk Maturity Assessment based on ISO 31000:2018 to measure the maturity level of its
risk management implementation. The assessment results serve as the basis for developing a roadmap to
strengthen systems, integration, and capabilities in order to achieve a higher level of maturity.
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Inisiatif ▪ Initiatives Penjelasan Inisiatif ▪ Description of Initiatives
Catastrophic Risk MPM melakukan asesmen risiko katastropik untuk mengidentifikasi potensi risiko ekstrem yang dapat
Assessment mengganggu keberlangsungan usaha. Hasilnya digunakan untuk memperkuat kesiapan operasional, strategi
mitigasi, dan ketahanan bisnis.
MPM carried out a catastrophic risk assessment to identify potential extreme risks that could disrupt business
continuity. The findings are used to enhance operational preparedness, strengthen mitigation strategies, and
improve overall business resilience.
Pelaporan Pelaporan manajemen risiko dilakukan secara berjenjang dari Risk Officer hingga Komite GCG. Mekanisme
Manajemen Risiko ini memastikan transparansi, akuntabilitas, serta pengambilan keputusan strategis berbasis risiko di seluruh
Risk Management tingkat organisasi.
Reporting Risk management reporting is conducted in a tiered manner, from Risk Officers to the GCG Committee. This
mechanism ensures transparency, accountability, and risk-based strategic decision-making across all levels of
the organization.
Evaluasi Pengelolaan Risiko Risk Management Evaluation
Evaluasi pengelolaan risiko dilaksanakan secara berkala Risk management evaluation is conducted periodically and
dan terintegrasi melalui penerapan ERM yang selaras in an integrated manner through the implementation of
dengan strategi bisnis dan prinsip tata kelola perusahaan. ERM, aligned with the Company’s business strategy and
Proses ini mencakup identifikasi, penilaian, pemantauan, corporate governance principles. The process encompasses
dan pelaporan risiko pada seluruh aktivitas operasional risk identification, assessment, monitoring, and reporting
dan fungsi pendukung. across all operational activities and supporting functions.
Perusahaan menerapkan kerangka manajemen risiko The Company adopts a risk management framework
yang mengacu pada ISO 31000:2018. Kerangka tersebut based on ISO 31000:2018. This framework is formalized in
dituangkan dalam kebijakan, pedoman, dan Standard policies, guidelines, and Standard Operating Procedures
Operating Procedures (SOP) yang ditinjau secara berkala (SOPs), which are reviewed periodically to ensure continued
agar tetap relevan dengan perkembangan regulasi, relevance with regulatory developments, business
dinamika bisnis, dan praktik terbaik. dynamics, and best practices.
Penilaian risiko dilakukan secara periodik untuk Risk assessments are conducted periodically to ensure that
memastikan risiko berada dalam batas toleransi dan risk exposures remain within defined tolerance levels and
pengendalian berjalan efektif. Risiko juga dipantau serta that controls operate effectively. Risks are monitored and
dilaporkan kepada Tim Manajemen Risiko, untuk kemudian reported to the Risk Management Team, and subsequently
dilaporkan kepada Komite GCG dan Sustainability sebagai escalated to the GCG and Sustainability Committees,
dasar pengambilan keputusan dan tindak lanjut perbaikan. to support decision-making and follow-up actions. The
Hasil evaluasi digunakan untuk memperbarui kebijakan evaluation results are utilized to update policies and
dan rencana mitigasi guna memperkuat pengendalian, mitigation plans in order to strengthen controls, enhance
meningkatkan kualitas tata kelola, serta mendukung governance quality, and support the achievement of
pencapaian tujuan strategis dan keberlanjutan usaha. strategic objectives and long-term business sustainability.
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Pengungkapan Finansial terkait
Keberlanjutan Sesuai PSPK 1 & 2
Sustainability-related Financial Disclosures in Accordance with PSPK 1 & 2
Bagian laporan ini menyajikan informasi tentang This section presents information on
risiko dan peluang terkait keberlanjutan yang sustainability-related risks and opportunities
memengaruhi Grup MPM baik saat tahun affecting MPM Group during the reporting year
pelaporan maupun yang berpotensi terjadi as well as those that may arise in the future. While
di masa depan. Kegiatan usaha Grup MPM MPM Group’s business activities generate impacts
mengakibatkan dampak terhadap aspek ekonomi, across economic, social, and environmental
sosial, dan lingkungan sebagaimana dijelaskan aspects as described in the Sustainability Report,
pada laporan keberlanjutan. Bagian ini difokuskan this section specifically focuses on the financial
pada dampak finansial kepada Grup MPM terkait impacts on MPM Group arising from relevant
dengan topik keberlanjutan yang relevan. sustainability-related matters.
Pernyataan berwawasan ke depan dalam laporan Please note that the forward-looking statements
ini dibuat berdasarkan kondisi dan pertimbangan contained herein are judgments made by MPM
Grup MPM pada saat laporan ini disusun. Hasil Group as of the preparation date of this Report and
aktual di masa mendatang dapat berbeda may differ materially from actual results because of
secara material seiring dengan adanya berbagai uncertainties that may arise in the future.
ketidakpastian yang mungkin terjadi.
Kesesuaian dengan PSPK 1 & 2 Compliance with PSPK 1 & 2
Pengungkapan finansial terkait keberlanjutan MPM Group’s sustainability-related financial
MPM dan Entitas Anak serta Entitas Asosiasi ini disclosures have been prepared in accordance
disusun sesuai dengan PSPK 1&2: Persyaratan with PSPK 1 & 2: General Requirements for
Umum Pengungkapan Informasi Keuangan Disclosure of Sustainability-related Financial
Terkait Berkelanjutan, yang diterbitkan oleh Information, issued by the Indonesian Institute
Ikatan Akuntansi Indonesia (IAI), merujuk pada of Accountants (IAI), which refer substantively
substansi pengaturan dalam IFRS S1 & 2 Standar to IFRS S1 and IFRS S2 Sustainability Disclosure
Pengungkapan Keberlanjutan yang diterbitkan oleh Standards issued by the International
International Sustainability Standards Board (ISSB). Sustainability Standards Board (ISSB).
Pengungkapan finansial terkait keberlanjutan ini This report represents MPM Group’s first
adalah laporan pengungkapan pertama berdasarkan sustainability-related financial disclosure prepared
PSPK 1 & 2 yang diterbitkan MPM dan akan under PSPK 1 & 2 for the financial year ended 31
diterbitkan setiap tahun bersamaan dengan laporan December 2025. The disclosures will be issued
tahunan dan laporan keberlanjutan Perseroan. MPM annually together with the Company’s Annual
telah mengacu pada dua standar utama, yaitu: Report and Sustainability Report. The Company
refers to the following primary standards:
●● IFRS S1 – General Requirements for Disclosure ●● IFRS S1 – General Requirements for Disclosure
of Sustainability-related Financial Information of Sustainability-related Financial Information
(diadopsi melalui PSPK-1), (adopted through PSPK 1),
●● IFRS S2 – Climate-related Disclosures (diadopsi ●● IFRS S2 – Climate-related Disclosures (adopted
melalui PSPK-2). through PSPK 2).
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Keterkaitan dengan Laporan Perseroan Lainnya Linkage with Other Corporate Reports
Pengungkapan finansial terkait keberlanjutan disusun The sustainability-related financial disclosures form
merupakan bagian tidak terpisah dari laporan tahun an integral part of MPM's consolidated annual report
konsolidasian dan laporan keberlanjutan yang diterbitkan and sustainability report. The reporting period for this
MPM. Periode pelaporan pengungkapan ini adalah 1 disclosure is from 1 January 2025 to 31 December 2025,
Januari 2025 sampai dengan 31 Desember 2025 sama consistent with financial reporting period.
dengan laporan keuangan.
Grup MPM menerapkan PSPK 1 & 2 untuk pertama kalinya MPM Group adopted PSPK 1 & 2 for the first time and
dengan menerapkan kelonggaran transisi sebagai berikut: applied the following transition reliefs:
●● Kelonggaran dari persyaratan untuk mengungkapkan ●● Relief from the requirement to disclose comparative
informasi komparatif pada periode pelaporan pertama, information in the first reporting period,
●● Kelonggaran atas penerbitan laporan keberlanjutan ●● Relief permitting the issuance of sustainability-related
bersamaan dengan laporan keuangan. Laporan ini disclosures concurrently with the financial statements.
diterbitkan bersama laporan tahunan dan laporan This report is published together with Annual Report and
keberlanjutan, Sustainability Report, and
●● Untuk periode pertama ini, Grup MPM memilih untuk ●● For this initial reporting period, MPM Group elected to
mengungkapkan seluruh topik keberlanjutan yang disclose all material sustainability topics (environmental,
material (lingkungan, sosial, dan tata kelola) dan tidak social, and governance) and did not apply the relief to
menggunakan kelonggaran untuk hanya mengungkapkan limit disclosures solely to climate-related risks.
risiko iklim saja.
Mata uang yang dipergunakan dalam pengungkapan ini The reporting currency used in this disclosure is Indonesian
adalah Rupiah (Rp), sama dengan satuan mata uang yang Rupiah (IDR), consistent with the currency applied in the
diterapkan pada laporan tahunan konsolidasian MPM. MPM consolidated annual financial statements.
Pada pengungkapan ini, jangka waktu yang digunakan In this disclosure, sustainability-related risks and
untuk menjelaskan risiko dan peluang terkait keberlanjutan opportunities are assessed based on three defined time
berdasarkan tiga jenis jangka waktu yaitu: horizons as follows:
Jangka Waktu
Time Horizons
Jangka Waktu Definisi Relevansi untuk Grup MPM
Time Horizon Definition Relevance to MPM Group
Pendek 0–24 bulan (2025–2026) Risiko operasional, biaya karbon awal, siklus bisnis
Short Term 0–24 months (2025–2026) Operational risks, initial carbon costs, and business cycle impacts
Menengah 2–5 tahun (2027–2030) Transisi ZEV, penyesuaian portofolio produk, target NDC 2030
Medium Term 2–5 years (2027–2030) ZEV transition, product portfolio adjustments, 2030 NDC targets
Panjang >5 tahun (2031–2050) Transformasi struktural pasar, target NZE 2050, stranded assets
Long Term >5 years (2031–2050) Structural market transformation, NZE 2050 targets, stranded assets
Klasifikasi ini diterapkan secara konsisten dengan kerangka This classification is applied consistently with the time
waktu yang digunakan dalam proses pengambilan horizons used in the Company’s strategic decision-
keputusan strategis perusahaan. making processes.
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
Batasan Laporan Pengungkapan Scope of Sustainability-
terkait Keberlanjutan Related Disclosure Report
Informasi dalam laporan ini mencakup risiko dan peluang The information presented in this report covers
terkait keberlanjutan Grup MPM yang memiliki kegiatan sustainability-related risks and opportunities of MPM
usaha terutama sebagai distributor tunggal sepeda Group, whose principal business activities include serving
motor merek Honda di wilayah Jawa Timur, penjualan as the sole distributor of Honda motorcycles in the East
ritel dan diler resmi, usaha perasuransian oleh Entitas Java region, as well as retail sales and authorized dealership
Anak, serta Entitas Asosiasi di bidang pembiayaan dan operations, and insurance businesses conducted by its
solusi transportasi. Subsidiaries. The Company also has Associates engaged in
financing and transportation solutions.
Entitas yang melaporkan pengungkapan ini sama dengan The reporting entities covered in this disclosure are
entitas yang dicakup dalam laporan tahunan perusahaan consistent with those included in the Company’s
konsolidasian yaitu PT Mitra Pinasthika Mustika Tbk dan consolidated annual report, namely PT Mitra Pinasthika
Entitas Anak. Selain itu, dalam pengungkapan ini, MPM Mustika Tbk and its Subsidiaries. In addition, this disclosure
juga menyajikan informasi yang material yang terkait presents material information related to the value chain,
dengan rantai nilai, termasuk perusahaan terasosiasi. including Associates. The entities covered in this report are
Entitas yang tercakup dalam laporan ini dirangkum pada summarized in the table below:
tabel di bawah ini:
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Catatan dalam Informasi yang
Entitas dan Aset Model Bisnis dan Informasi
Laporan Dipertimbangkan dan
dalam Pelaporan Tambahan Wilayah
Keuangan Disertakan
Entities and assets in Business model and additional Region
Note in financial Information considered and
the reporting entity information
statements included
Perusahaan Induk ▪ Parent Company
PT Mitra Pinasthika Distribusi kendaraan bermotor roda Tercakup Jawa Timur, NTT 100% informasi
Mustika Tbk dua dan suku cadang dengan merek Included East Java, NTT keberlanjutan, termasuk
(MPM Head Office) Honda di wilayah Jawa Timur dan Nusa Entitas Anak yang
Tenggara Timur dan asuransi umum dikonsolidasi penuh
Distribution of two-wheel vehicles and 100% of sustainability
spare parts under Honda brand in East information, including fully
Java and East Nusa Tenggara areas and consolidated Subsidiaries
general insurance.
Entitas Anak kepemilikan langsung ▪ Direct Subsidiaries
PT Mitra Pinasthika Penjualan kendaraan roda dua dan Tercakup Jawa Timur, NTT 100% informasi keberlanjutan
Mulia (“MPMulia”) komponen pendukung Included East Java, NTT 100% of sustainability
Sales of two-wheel vehicles and its information
supporting components
PT Asuransi Mitra Asuransi umum Tercakup Indonesia 100% informasi keberlanjutan
Pelindung Mustika General insurance Included 100% of sustainability
(“MPMInsurance”) information
Kepemilikan tidak langsung melalui MPMulia ▪ Indirect Subsidiary through MPMulia
PT Mitra Pertama Perdagangan suku cadang dan aksesori Tercakup Indonesia 100% informasi keberlanjutan
Mulia (“ERRO”) mobil dan motor; reparasi mobil dan Included 100% of sustainability
perawatan motor information
Vehicles and motorcycles spareparts
and accessories trading; vehicles
reparation and motorcycle maintenance
Entitas Asosiasi dengan Kontrol Operasional ▪ Associates with Operational Control
PT Mitra Pinasthika Sewa menyewa kendaraan bermotor, Tidak Tercakup Indonesia 100% informasi keberlanjutan
Mustika Rent perdagangan umum, bidang jasa dan Not included 100% of sustainability
(MPMRent) agen perwakilan. information
Rent vehicle, general trading, service
and representative agents.
PT JACCS Mitra Pembiayaan Sepeda Motor Tidak Tercakup Indonesia 100% informasi keberlanjutan
Pinasthika Mustika Motorcycle financing Not included 100% of sustainability
Finance Indonesia information
Perseroan dan entitas anak secara kolektif disebut sebagai The Company and its subsidiaries are collectively referred
“Grup MPM” dengan segmen operasi meliputi distribusi, to as “MPM Group,” with operating segments comprising
ritel, dan aftermarket (Perseroan, MPMulia, ERRO) serta distribution, retail, and aftermarket (the Company,
asuransi (MPMInsurance). MPMulia, and ERRO), as well as insurance (MPMInsurance).
Untuk menyediakan barang dan jasa kepada pelanggan, In delivering products and services to customers, MPM
Grup MPM bekerja sama dengan pemasok barang dan Group collaborates with suppliers of goods and services
jasa untuk penyediaan produk, jasa, perangkat keras dan for the provision of products, services, hardware, and
lunak untuk merencanakan, mendistribusikan, dan menjual software to support the planning, distribution, and sale
produk dan menyediakan jasa. Seluruh rantai nilai Grup of products, as well as the delivery of services. During the
MPM pada tahun pelaporan berada di satu lokasi geografis reporting year, the entire value chain of MPM Group was
yaitu Indonesia. Tabel berikut ini menggambarkan rantai located within a single geographic area, namely Indonesia.
nilai hulu dan hilir kegiatan usaha Grup MPM. The following table illustrates the upstream and downstream
value chain of MPM Group’s business activities.
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
Unit Bisnis Rantai Nilai Deskripsi Pihak/Aktivitas
Business Unit Value Chain Description of Parties/Activities
MPMulia Pemasok utama
Pabrikan: PT Astra Honda Motor (AHM) – produsen tunggal sepeda motor Honda
Key Suppliers
di Indonesia sebagai principal utama MPM
Manufacturer: PT Astra Honda Motor (AHM) – the sole producer of Honda
motorcycles in Indonesia and the principal of MPM
Vendor pemasok suku cadang Honda
Honda spare parts suppliers
Vendor logistik
Logistics service providers
Pemasok bahan bakar
Fuel suppliers
Pemasok teknologi ZEV: Honda Motor Co. melalui AHM – memasok platform
sepeda motor listrik
ZEV technology supplier: Honda Motor Co., through AHM – supplier of electric
motorcycle platforms
Pelanggan dan Konsumen
Konsumen akhir: rumah tangga dan UMKM di Jawa Timur dan NTT yang
Customers and Consumers
menggunakan sepeda motor sebagai alat transportasi
End customers: households and MSMEs in East Java and East Nusa Tenggara
using motorcycles as a means of transportation
Jasa purnajual: MPM-authorized bengkel dan jaringan AHASS untuk servis dan
suku cadang
After-sales services: MPM-authorized workshops and the AHASS network for
servicing and spare parts
Dealer: lebih dari 400 dealer authorized Honda di wilayah operasi MPM
Dealers: more than 400 authorized Honda dealers within MPM’s operating areas
MPMInsurance Pemasok
Vendor sistem IT
Suppliers
IT system vendors
Pelanggan
Layanan keuangan: perlindungan asuransi kendaraan melalui AMPM
Customers
Financial services: vehicle insurance coverage provided by AMPM
MPMRent Pemasok dan mitra
Vendor pemasok unit kendaraan baru, suku cadang, dan IT
Suppliers and Partners
Vendors supplying new vehicle units, spare parts, and IT systems
Pelanggan
Pelanggan
Customers
Rental service customers
JACCS Mitra Nasabah
Layanan keuangan: pembiayaan konsumen melalui JACCS Mitra
Pinasthika Customers
Pinasthika Mustika Finance Indonesia
Mustika
Financial services: consumer financing provided through JACCS Mitra
Finance
Pinasthika Mustika Finance Indonesia
Indonesia
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Batas Pelaporan Greenhouse Gas (GHG)
Emisi Gas Rumah Kaca (GRK) Emissions Reporting Boundary
Grup MPM belum mengukur emisi GRK sesuai dengan MPM Group has not yet measured its greenhouse gas
Greenhouse Gas Protocol: A Corporate Accounting (GHG) emissions in accordance with the Greenhouse Gas
and Reporting Standard (GHG Protocol) sebagaimana Protocol: A Corporate Accounting and Reporting Standard
dipersyaratkan oleh PSPK-2. (GHG Protocol) as required under PSPK-2.
Batasan untuk Pelaporan Emisi
Boundary for Emissions Reporting
Kategori Cakupan Entitas yang Dimasukkan
Category Scope Included Entities
Cakupan 1 – Emisi langsung Penuh
MPM Head Office, MPMulia, AMPM, MPMRent
Scope 1 – Direct emissions Full
Cakupan 2 – Energi tidak langsung Penuh
MPM Head Office, MPMulia, AMPM, MPMRent
Scope 2 – Indirect energy emissions Full
Cakupan 3 Kategori 11 – Penggunaan produk Parsial
MPMulia (sepeda motor ICE Honda terjual)
Scope 3 Category 11 – Use of sold products Partial
Cakupan 3 lainnya Tidak diungkapkan Relif transisi PSPK 1 – pengumpulan data sedang berjalan
Other Scope 3 categories Not disclosed Transitional relief under PSPK 1 – data collection in progress
Pendekatan Batas Organisasi Organizational Boundary Approach
Grup MPM menerapkan pendekatan kontrol operasional MPM Group applies the operational control approach
(operational control approach) dalam menetapkan batas in determining the organizational boundary for GHG
organisasi untuk pelaporan emisi GRK. Pendekatan ini emissions reporting. This approach has been selected as
dipilih karena terdapat Entitas Asosiasi MPMRent dan JMFI MPMRent and JMFI are Associates that fall outside the
yang berada di luar konsolidasi laporan keuangan namun scope of financial consolidation but are under the full
memiliki kontrol operasional penuh di bawah Grup MPM. operational control of MPM Group.
Batas Operasional Operational Boundary
Seluruh (100%) emisi GRK dari entitas, aset, dan operasi di All (100%) of GHG emissions from entities, assets, and
mana Grup MPM memiliki kontrol operasional dilaporkan, operations over which MPM Group exercises operational
terlepas dari persentase kepemilikan. Emisi ini dilaporkan control are reported, regardless of ownership percentage.
sebagai Cakupan 1 atau Cakupan 2. Emisi tambahan yang These emissions are classified and reported as Scope 1 or
dihasilkan dalam rantai nilai dilaporkan sebagai Cakupan 3. Scope 2 emissions. Additional emissions generated across
the value chain are reported as Scope 3 emissions.
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
Pertimbangan dan Ketidakpastian Pengukuran Judgments and Measurement Uncertainty
Grup MPM mempertimbangkan beberapa area MPM Group has identified several areas of uncertainty that
ketidakpastian yang secara material dapat mempengaruhi could materially affect the projections of sales, revenue,
hasil proyeksi penjualan, pendapatan, emisi, serta pajak emissions, and carbon tax presented in this report, as
karbon yang disajikan dalam laporan ini, antara lain: outlined below:
1 Ketidakpastian Skenario 1 Scenario Uncertainty
Proyeksi penjualan dan pendapatan sangat dipengaruhi Sales and revenue projections are highly dependent on
oleh skenario penetrasi Zero-Emission Vehicle (ZEV) the Zero-Emission Vehicle (ZEV) penetration scenarios
yang digunakan, yaitu Reference, Announced Targets applied, namely the Reference, Announced Targets
2050, dan Net Zero. Setiap skenario menghasilkan 2050, and Net Zero scenarios. Each scenario results
tingkat adopsi ZEV yang berbeda secara signifikan, in significantly different ZEV adoption levels. Actual
sedangkan realisasi di lapangan sangat bergantung outcomes will largely depend on government policy
pada arah kebijakan pemerintah, insentif fiskal, direction, fiscal incentives, charging infrastructure
kesiapan infrastruktur pengisian daya, daya saing harga readiness, EV price competitiveness, and the response
EV, serta respons industri otomotif nasional. Variasi of the national automotive industry. Variations across
antar skenario ini menciptakan rentang ketidakpastian scenarios create a wide range of uncertainty in
yang besar terhadap estimasi penurunan penjualan estimating declines in internal combustion engine (ICE)
ICE, pendapatan, dan emisi. sales, revenue, and emissions.
2 Ketidakpastian Model 2 Model Uncertainty
Proyeksi pendapatan dan emisi yang digunakan dalam Revenue and emissions projections used in the analysis
analisis mengandung keterbatasan metodologis. are subject to methodological limitations. The use of
Penggunaan intensitas emisi per pendapatan emissions intensity per revenue makes projections
membuat proyeksi sangat sensitif terhadap perubahan highly sensitive to changes in sales performance,
penjualan, sehingga penurunan pendapatan otomatis whereby a decline in revenue mechanically results in
menghasilkan penurunan emisi meskipun aktivitas lower emissions, even if operational activities remain
operasional tidak berubah signifikan. relatively unchanged.
3 Ketidakpastian Kebijakan dan Pasar 3 Policy and Market Uncertainty
Arah kebijakan transisi energi, peraturan kendaraan Energy transition policies, electric vehicle regulations,
listrik, dan kejelasan peta jalan industrialisasi EV di and the clarity of Indonesia’s EV industrialization
Indonesia masih berkembang. Hal ini menciptakan roadmap continue to evolve. This creates uncertainty
ketidakpastian terkait kecepatan adopsi ZEV dan regarding the pace of ZEV adoption and consumer
respons konsumen terhadap perubahan harga energi, responses to changes in energy prices, EV incentives,
insentif EV, atau pembatasan kendaraan ICE. Selain or restrictions on ICE vehicles. Additionally, automotive
itu, dinamika pasar otomotif, termasuk masuknya market dynamics—including the entry of new EV players,
pemain EV baru, perubahan preferensi konsumen, serta shifts in consumer preferences, and fluctuations in
fluktuasi daya beli, dapat menghasilkan deviasi yang purchasing power—may lead to significant deviations
besar antara proyeksi dan realisasi penjualan. between projected and actual sales.
Perhitungan potensi biaya karbon juga masih Estimates of potential carbon costs also remain subject
mengandung ketidakpastian tinggi karena mekanisme to high uncertainty, as Indonesia’s carbon pricing
harga karbon Indonesia, termasuk pajak karbon mechanisms, including carbon tax and emissions
dan skema perdagangan emisi, masih dalam tahap trading schemes, are still under development. Future
pengembangan. Perubahan harga karbon di masa carbon prices may fluctuate significantly due to
depan dapat terjadi secara drastis, baik karena dinamika domestic policy developments or global market
kebijakan nasional maupun pasar global, sehingga dynamics, resulting in material differences between
estimasi biaya karbon atau potensi risiko keuangan dari projected and actual carbon costs or financial risks
emisi dapat berbeda jauh dari proyeksi. associated with emissions.
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4 Ketidakpastian Operasional 4 Operational Uncertainty
Kinerja emisi dan biaya operasional masa depan sangat Future emissions performance and operating costs
dipengaruhi oleh efektivitas implementasi inisiatif are influenced by the effectiveness of MPM Group’s
internal Grup MPM. Dampak aktual dari inisiatif ini internal initiatives. Actual outcomes may differ from
dapat berbeda dari asumsi model, baik karena variasi model assumptions due to variations in operational
perilaku operasional, perubahan volume aktivitas, behavior, changes in activity volumes, or principal-level
maupun keputusan principal terkait strategi distribusi. decisions regarding distribution strategies.
5 Keterbatasan Skenario NGFS 5 Limitations of NGFS Scenarios
NGFS (Network for Greening Financial System) adalah The Network for Greening Financial System (NGFS)
jaringan global bank sentral dan pengawas keuangan is a global networks of central banks and financial
yang bertujuan mengintegrasikan risiko iklim ke dalam supervisors that aims to integrate climate-related risks
sistem keuangan dan mendorong transisi menuju into the financial system and support the transition
ekonomi berkelanjutan. NGFS menerbitkan skenario toward a sustaianable economy. NGFS publishes global
yang bersifat global yang kemudian dikalibrasi oleh climate scenarios, which are subsequently calibrated
Otoritas Jasa Keuangan sesuai kondisi spesifik Indonesia by the Financial Services Authority’s (OJK) to reflect
dalam Climate Risk Management and Scenario Analysis, Indonesia’s specific conditions under the Climate Risk
MPM menggunakan data historis Bank Indonesia dan Management and Scenario Analysis framework. MPM
BPS untuk kalibrasi awal. Group utilized historical data from Bank Indonesia and
Statistics Indonesia (BPS) for initial calibration.
Proyeksi-proyeksi NGFS tidak memperhitungkan NGFS projections do not incorporate sudden
shock geopolitik mendadak (misal: pandemi, konflik geopolitical shocks (e.g., pandemics or international
internasional) yang dapat secara signifikan mengubah conflicts) that could significantly alter transition
trajektori. Skenario NGFS diperbarui secara berkala; trajectories. This report uses NGFS Phase IV (2023/2024).
laporan ini menggunakan NGFS Phase IV (2023/2024). Future scenario updates may materially change
Perbaruan skenario di masa depan dapat mengubah projections. Uncertainty increases over longer time
proyeksi secara material. Ketidakpastian dapat horizons. Projections for 2025–2030 are considered
bertambah seiring waktu. Proyeksi 2025–2030 lebih more reliable than projections for 2040–2050.
reliable dibandingkan proyeksi 2040–2050.
Catatan Penting Important Note
Laporan pengungkapan keberlanjutan ini disusun oleh This sustainability disclosure report has been prepared
PT Mitra Pinasthika Mustika Tbk untuk tujuan informasi by PT Mitra Pinasthika Mustika Tbk for informational
dan kepatuhan terhadap PSPK 1 & 2 yang mengacu pada purposes and to comply with PSPK 1 & 2, which refer to
IFRS S1 & IFRS S2. Laporan ini merupakan pengungkapan IFRS S1 and IFRS S2. This represents MPM Group’s first
pertama MPM Group berdasarkan standar tersebut untuk disclosure under these standards for the financial year
tahun buku yang berakhir 31 Desember 2025. ended 31 December 2025.
Pengungkapan ini hanya mencakup risiko dan peluang The disclosure covers selected risks and opportunities and
yang dipilih dan tidak dimaksudkan sebagai pengungkapan is not intended to constitute a comprehensive disclosure
yang lengkap atas seluruh persyaratan PSPK 1 & 2. of all requirements under PSPK 1 & 2. Forward-looking
Informasi forward-looking mengandung ketidakpastian information contained herein is subject to significant
yang signifikan dan realisasi aktual dapat berbeda secara uncertainties, and actual results may differ materially from
material dari proyeksi yang disajikan. the projections presented.
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
TATA KELOLA GOVERNANCE
Pengawasan Risiko dan Oversight of Sustainability-related Risks
Peluang terkait Keberlanjutan and Opportunities
Dewan Komisaris berperan untuk mengawasi pelaksanaan The Board of Commissioners oversees the implementation
strategi dan inisiatif keberlanjutan Grup MPM serta memantau of MPM Group’s sustainability strategies and initiatives,
pelaksanaan strategi keberlanjutan dan pengelolaan risiko including monitoring the execution of sustainability and
iklim melalui Komite GCG dan Sustainability. climate risk management strategies through the GCG and
Sustainability Committee.
Dewan Komisaris juga memberikan arahan strategis kepada The Board also provides strategic direction to management
manajemen terkait penerapan strategi keberlanjutan, regarding the implementation of sustainability strategies
target, langkah mitigasi risiko keberlanjutan beserta risiko and targets, mitigation measures for sustainability and
iklim, dan memastikan bahwa aspek lingkungan, sosial, dan climate-related risks, and ensures that environmental,
tata kelola selalu terintegrasi dalam proses pengambilan social, and governance considerations are consistently
keputusan bisnis. integrated into business decision-making processes.
Dewan Komisaris akan menerima dan meninjau laporan The Board of Commissioners receives and reviews periodic
berkala mengenai pencapaian, risiko, serta trade-off reports on performance achievements, risks, and trade-offs
terkait aspek keberlanjutan dan perubahan iklim terhadap related to sustainability and climate change impacts on MPM
kinerja finansial dan non-finansial Grup MPM sekurang- Group’s financial and non-financial performance at least once
kurangnya satu kali dalam setahun. Progres pencapaian annually. Progress toward the Company’s sustainability and
target keberlanjutan dan iklim Perseroan menjadi bagian climate targets forms part of management’s performance
dari evaluasi kinerja manajemen oleh Dewan Komisaris. evaluation by the Board of Commissioners.
Komite GCG dan Sustainability berperan mendukung Dewan The GCG and Sustainability Committee supports the Board
Komisaris dalam menjalankan fungsi pengawasan terhadap of Commissioners in carrying out its oversight function
implementasi strategi dan inisiatif keberlanjutan, termasuk over the implementation of sustainability strategies
pengelolaan dampak dan risiko terkait iklim. Komite ini and initiatives, including the management of climate-
juga berkoordinasi dengan Tim Manajemen Risiko dan Tim related impacts and risks. The Committee coordinates
Kegiatan Usaha Berkelanjutan untuk memastikan sinergi with the Risk Management Team and the Sustainable
dalam pengelolaan dampak dan efektivitas pelaksanaan Business Activities Team to ensure alignment in impact
strategi keberlanjutan di seluruh lini organisasi. management and the effective execution of sustainability
strategies across the organization.
Pelaksanaan Pengelolaan Risiko Implementation of Sustainability-Related Risk
dan Peluang Terkait Keberlanjutan and Opportunity Management
Direksi bertanggung jawab atas pelaksanaan strategi The Board of Directors is responsible for the execution of
dan inisiatif keberlanjutan yang sejalan dengan tujuan sustainability strategies and initiatives aligned with the
bisnis. Direksi memastikan bahwa risiko dan peluang Company’s business objectives. The Board ensures that
keberlanjutan, termasuk yang berkaitan dengan sustainability-related risks and opportunities, including
perubahan iklim, dikelola secara efektif dan terintegrasi those associated with climate change, are effectively
dalam proses bisnis, manajemen risiko, serta pengambilan managed and integrated into business processes, enterprise
keputusan perusahaan. risk management, and corporate decision-making.
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Direksi didukung oleh Tim Manajemen Risiko dan The Board of Directors is supported by the Risk Management
Tim Kegiatan Usaha Berkelanjutan dalam melakukan Team and the Sustainable Business Activities Team in
analisis dampak dan ketahanan strategi perusahaan conducting impact analyses and assessing the resilience of
terhadap berbagai skenario iklim, mengintegrasikan the Company’s strategy under various climate scenarios.
risiko keberlanjutan dan risiko iklim ke dalam kerangka These teams integrate sustainability and climate-related
manajemen risiko perusahaan, serta menyusun peta risiko risks into the Company’s enterprise risk management
keberlanjutan dan risiko iklim dan menyampaikan hasilnya framework, develop sustainability and climate risk maps,
kepada Direksi dan Dewan Komisaris. and report the results to the Board of Directors and the
Board of Commissioners.
Tim Kegiatan Usaha Berkelanjutan bertanggung jawab The Sustainable Business Activities Team is responsible
untuk mengembangkan inisiatif iklim dan keberlanjutan for developing climate and sustainability initiatives within
di setiap Operating Company (OpCo), menetapkan each operating company (Opco), setting sustainability and
target keberlanjutan dan target iklim serta memantau climate targets, and monitoring their achievement. The
pencapaiannya, dan melakukan koordinasi aktif team actively coordinates with the Risk Management Team,
dengan Tim Manajemen Risiko, Tim Keuangan, dan Tim Finance Team, and Operations Team to ensure alignment
Operasional untuk memastikan sinergi antara pelaksanaan between the implementation of sustainability strategies
strategi keberlanjutan perusahaan dan pengelolaan and the management of sustainability and climate-related
risiko keberlanjutan dan risiko iklim. Hasil pemantauan risks. Monitoring results and performance achievements
dan capaian kinerja dilaporkan kepada Direksi untuk are reported to the Board of Directors to support corporate
menjadi dasar dalam evaluasi kinerja perusahaan maupun performance evaluation and strategic decision-making.
pengambilan keputusan strategis.
Pertimbangan atas Kapabilitas Tata Kelola Consideration of Governance Capabilities
Grup MPM membangun kompetensi anggota Dewan MPM Group strengthens the competencies of members
Komisaris, Direksi, Komite dan Tim dengan mengikuti of the Board of Commissioners, Board of Directors,
program pengembangan kapasitas internal maupun Committees, and relevant Teams through participation
eksternal terkait dengan pengetahuan dan keterampilan in internal and external capacity-building programs
pengelolaan isu-isu keberlanjutan dan iklim serta interaksi related to sustainability and climate issues, as well as their
mereka dengan pemangku kepentingan (regulator, investor, engagement with stakeholders (including regulators and
dll) termasuk menghadirkan subject matter expert eksternal investors). The Group also engages external subject matter
untuk mendukung proses pengambilan keputusan. experts, as necessary, to support informed and effective
decision-making processes.
Pertimbangan Risiko dan Peluang Consideration of Sustainability-Related Risks
Keberlanjutan dalam Pengambilan Keputusan and Opportunities in Decision-Making
Tim Kegiatan Usaha Berkelanjutan menggunakan hasil The Sustainable Business Activities Team utilizes the results
identifikasi dan penilaian risiko dan peluang terkait of the identification and assessment of sustainability-
keberlanjutan dan iklim untuk menyusun program- and climate-related risks and opportunities to develop
program keberlanjutan dan iklim Grup MPM serta MPM Group’s sustainability and climate programs, as well
mengembangkan strategi, target & tujuan, serta kebijakan- as to formulate strategies, targets and objectives, and
kebijakan keberlanjutan di lingkungan Grup MPM. Pada sustainability-related policies across the Group. In 2025, the
tahun 2025, Tim telah menyusun Sustainability Roadmap Team developed the Sustainability Roadmap 2026–2030
2026–2030 sebagai strategi jangka panjang Grup MPM, as MPM Group’s long-term strategy, discussed it with the
mendiskusikannya dengan Direksi dan mendapatkan Board of Directors, and obtained guidance from the Board of
arahan dari Dewan Komisaris. Sustainability Roadmap Commissioners. The Sustainability Roadmap 2026–2030 was
2026–2030 telah ditetapkan oleh Direksi dan disetujui formally adopted by the Board of Directors and approved by
Dewan Komisaris pada Desember 2025. the Board of Commissioners in December 2025.
2025 Laporan Keberlanjutan ● Sustainability Report 211
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
Manajemen dan Pengawasan Penetapan Management and Oversight of Target Setting
dan Pencapaian Target and Achievement
Grup MPM memantau dan mengevaluasi pencapaian MPM Group monitors and evaluates the achievement of
target terkait keberlanjutan dan iklim yang telah ditetapkan sustainability and climate-related targets established within
dalam dokumen strategi di masing-masing OpCo kemudian each OpCo’s strategic documents. Overall performance is
mengevaluasinya secara keseluruhan melalui Tim Kegiatan reviewed through the Sustainable Business Activities Team
Usaha Berkelanjutan dan pada gilirannya dilaporkan and subsequently reported to the Board of Directors. The
kepada Direksi. Tim Kegiatan Usaha Berkelanjutan Team coordinates target achievement initiatives through
mengkoordinasikan kegiatan pencapaian target melalui sustainability programs to ensure alignment with the
program-program keberlanjutan agar selaras dengan target Group’s overall targets and each OpCo’s performance.
keseluruhan Grup MPM, pencapaian OpCo dan diskusi Management discussions on target progress are conducted
manajemen dilakukan minimal dua kali setahun. at least twice annually.
Dampak Keberlanjutan Impact of Sustainability
terhadap Kebijakan Remunerasi on Remuneration Policy
Pada tahun pelaporan, Grup MPM belum menerapkan During the reporting year, MPM Group has not
kebijakan remunerasi Dewan Komisaris dan Direksi explicitly linked the remuneration policies of the Board
berdasarkan dampak risiko dan peluang terkait of Commissioners and the Board of Directors to the
keberlanjutan Perusahaan secara eksplisit. Company’s sustainability-related risks and opportunities.
Manajemen Risiko Risk Management
Proses manajemen risiko keberlanjutan Grup MPM MPM Group’s sustainability risk management process
terintegrasi dengan kerangka manajemen risiko Grup is integrated into the Group’s overall risk management
secara keseluruhan yang meliputi identifikasi, pengukuran, framework, which encompasses risk identification,
pemantauan dan pengendalian risiko. Di bawah measurement, monitoring, and control. Under the
pengawasan Direksi, terdapat dua tim utama yang menjadi supervision of the Board of Directors, two primary
penggerak implementasi ESG, yaitu Tim Manajemen Risiko teams drive the implementation of ESG initiatives: the
dan Tim Kegiatan Usaha Berkelanjutan. Risk Management Team and the Sustainable Business
Activities Team.
●● Tim Manajemen Risiko bertanggung jawab untuk ●● Risk Management Team: Responsible for integrating ESG
mengintegrasikan risiko ESG dan risiko iklim ke and climate-related risks into the Company’s enterprise
dalam kerangka manajemen risiko perusahaan, serta risk management framework and coordinating with the
berkoordinasi dengan Komite GCG dan Sustainability GCG and Sustainability Committee to ensure alignment
untuk memastikan keselarasan dalam pengelolaan risiko in managing risks and impacts,
dan dampak,
●● Tim Kegiatan Usaha Berkelanjutan berfokus pada ●● Sustainable Business Activities Team: Focuses
pelaksanaan berbagai inisiatif ESG di tingkat operasional, on the implementation of ESG initiatives at the
dengan dukungan dari Koordinator Pelaksana Kegiatan operational level, supported by Sustainable Business
Usaha Berkelanjutan di masing-masing entitas (MPMulia, Activity Coordinators within each entity (MPMulia,
MPMInsurance, MPMRent, dan JMFI). MPMInsurance, MPMRent, and JMFI).
212 Laporan Keberlanjutan ● Sustainability Report 2025
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Manajemen risiko di MPM diterapkan secara sistemik Risk management at MPM is implemented systematically sebagai bagian dari tata kelola yang baik untuk as part of sound corporate governance to ensure the memastikan ketahanan perusahaan terhadap berbagai Company’s resilience against potential disruptions that potensi gangguan yang dapat memengaruhi operasional may affect operations and business sustainability. This dan keberlanjutan bisnis. Pendekatan ini mencakup approach includes the identification, assessment, and identifikasi, penilaian, dan mitigasi risiko, termasuk mitigation of risks, including ESG and climate-related risks, risiko terkait ESG dan iklim, yang diintegrasikan ke which are integrated into the enterprise risk management dalam kerangka manajemen risiko perusahaan. Melalui framework. Through coordination among the Risk koordinasi antara Tim Manajemen Risiko, Komite GCG dan Management Team, the GCG and Sustainability Committee, Sustainability, serta Tim Kegiatan Usaha Berkelanjutan, and the Sustainable Business Activities Team, MPM ensures MPM memastikan bahwa pengelolaan risiko dilakukan that risk management is conducted in a consistent and secara konsisten dan terarah. structured manner. Dalam proses manajemen risiko terkait keberlanjutan, In managing sustainability-related risks, the identification identifikasi dan pengukuran risiko dan peluang terkait and assessment of sustainability-related risks and keberlanjutan dilakukan oleh setiap OpCo dengan opportunities are carried out by each OpCo, facilitated difasilitasi oleh konsultan ESG Karisman Learning & by ESG consultant Karisman Learning & Consulting. Risk Consulting. Penilaian risiko dilakukan berdasarkan tingkat assessments are conducted based on the severity and keparahan dan kemungkinan setiap risiko, potensi likelihood of each risk, the potential occurrence of impacts terjadinya dampak pada jangka pendek, menengah, atau across the short, medium, and long term, and consideration panjang, serta memperhitungkan dampak pada obyektif of impacts on the Company’s objectives, potential financial Perseroan, potensi dampak keuangan, gangguan operasi, implications, operational disruptions, and regulatory dan perubahan peraturan. changes. Tim Kegiatan Usaha Berkelanjutan menggunakan hasil The Sustainable Business Activities Team utilizes the identifikasi dan penilaian risiko untuk menyusun program- results of risk identification and assessment to develop program keberlanjutan serta mengembangkan strategi, sustainability programs, as well as sustainability strategies, target, dan kebijakan keberlanjutan di lingkungan Grup targets, and policies across MPM Group. Identified risks are MPM. Setelah teridentifikasi, risiko diprioritaskan dan subsequently prioritized and monitored in accordance with dipantau sesuai proses manajemen risiko perusahaan. the Company’s risk management processes. RISIKO DAN PELUANG TERKAIT SUSTAINABILITY-RELATED RISKS AND KEBERLANJUTAN OPPORTUNITIES Grup MPM telah melakukan proses identifikasi risiko dan MPM Group has conducted an identification process of peluang terkait keberlanjutan sebagai bagian dari proses sustainability-related risks and opportunities as part of penilaian materialitas keberlanjutan yang menggunakan its sustainability materiality assessment using a double pendekatan materialitas ganda. Pendekatan ini menilai materiality approach. This approach evaluates each setiap topik keberlanjutan atas dampak yang ditimbulkan sustainability topic based on its economic, social, and di bidang ekonomi, sosial, atau lingkungan dan penilaian environmental impacts, as well as its influence on the terhadap pengaruhnya pada prospek keuangan Perseroan. Company’s financial prospects. Further details on the Rincian penilaian materialitas ganda dapat dibaca dalam double materiality assessment are available in MPM’s Laporan Keberlanjutan MPM. Sustainability Report. 2025 Laporan Keberlanjutan ● Sustainability Report 213
Page 214
PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
Topik terkait keberlanjutan Outward Inward
Area
Sustainability Topic materiality materiality
Dampak Lingkungan dari Operasional (Material, Air, Limbah)
Environmental Impacts from Operations (Materials, Water, Waste)
Energi dan Efisiensi Bahan Bakar dan Pemanfaatan Armada
Energy and Fleet Fuel Economy & Utilization
Risiko Iklim Fisik Risiko terkait iklim fisik akut dan kronik
Lingkungan Physical Climate Risk Risks related to acute and chronic physical climate impacts
Environment
Risiko terkait iklim transisi regulasi, pasar, dan teknologi ZEV
Risks related to climate transition: regulation, market shifts,
and ZEV technologies
Risiko Iklim Transisi
Transition Climate Risk Emisi GRK dan risiko iklim terkait transisi regulasi
nilai ekonomi karbon
GHG Emissions and risks related to climate transition and
carbon economic valuation
Privasi Pelanggan dan Keamanan Data
Customer Privacy and Data Security
Masyarakat dan Kerelawanan
Community and Volunteering
Sosial
Social Karyawan dan Kesetaraan Kesempatan
Employees and Equal Opportunity
Pendidikan dan Pelatihan
Education and Training
Integrasi risiko keberlanjutan-iklim dan pelaksanaan tata kelola perusahaan yang baik
Integration of climate-related sustainability risks and implementation of good corporate
Tata kelola governance
Governance
Penilaian prioritas ▪ Priority assessment
Prioritas tinggi Prioritas moderat
High priority Moderate priority
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Untuk menetapkan topik yang material secara finansial, To determine financially material topics, MPM applies a MPM menggunakan threshold materialitas berdasarkan materiality threshold based on their significance to the signifikansi terhadap model bisnis dan kemungkinan business model and the likelihood of impacts on profit or dampak terhadap laba/rugi dalam horizon waktu yang loss within defined time horizons. ditetapkan. Tim Kegiatan Usaha Berkelanjutan bersama tim konsultan The Sustainable Business Team, together with consultants Karisman Learning & Consulting melakukan analisis risiko from Karisman Learning & Consulting, conducted an dan peluang terkait berkelanjutan dan iklim sebagai titik analysis of sustainability- and climate-related risks and awal penerapan PSPK-1 dan PSPK-2 (IFRS S1 dan S2) serta opportunities as an initial step toward implementing mendiskusikan strategi untuk keberlanjutan Grup MPM PSPK-1 and PSPK-2 (IFRS S1 and IFRS S2). This process di masa depan sebagaimana disajikan dalam laporan also supported strategic discussions on the future ini. Identifikasi risiko dan peluang terkait keberlanjutan sustainability direction of the MPM Group, as presented dilakukan dengan mempertimbangkan topik yang material in this report. The identification of sustainability-related bagi bisnis dan pemangku kepentingan, perkembangan risks and opportunities considered topics material to the regulasi keberlanjutan dan perlindungan data, serta business and stakeholders, evolving sustainability and data karakteristik masing-masing entitas seperti pembiayaan protection regulations, and the specific characteristics of sepeda motor, penyewaan kendaraan roda empat, dan each business entity, including motorcycle financing, four- lelang kendaraan roda empat. wheel vehicle rental, and vehicle auction services. Proses ini mencakup pemetaan aktivitas bisnis, analisis This process included business activity mapping, value rantai nilai, serta evaluasi terhadap risiko operasional, chain analysis, and evaluations of operational risks, kepatuhan, ekspektasi pemangku kepentingan, dan regulatory compliance, stakeholder expectations, and long- peluang peningkatan nilai jangka panjang untuk term value creation opportunities to ensure alignment of memastikan keselarasan strategi keberlanjutan di seluruh sustainability strategies across the MPM Group. Following Grup MPM. Setelah risiko dan peluang teridentifikasi, Grup the identification of risks and opportunities, MPM MPM melakukan proses prioritasi dan memantau risiko prioritizes and monitors these risks in accordance with the tersebut sesuai dengan proses manajemen risiko Grup. Group’s risk management processes. Proses Manajemen Risiko keberlanjutan terintegrasi The sustainability risk management process is integrated dengan kerangka manajemen risiko Grup MPM secara into the MPM Group’s overall risk management framework keseluruhan, yaitu dengan melakukan penilaian through assessments based on risk severity and likelihood, berdasarkan tingkat keparahan dan kemungkinan setiap potential impacts across short-, medium-, and long-term risiko, potensi terjadinya dampak pada jangka pendek, horizons, and consideration of impacts on corporate menengah, atau panjang dan memperhitungkan dampak objectives, financial performance, operational disruption, risiko pada obyektif Perseroan, potensi dampak keuangan, and regulatory changes. gangguan operasi, dan perubahan peraturan. Sumber Panduan Guidance Sources Grup MPM mengacu pada IFRS Sustainability Disclosure MPM Group refers to the IFRS Sustainability Disclosure Standards serta panduan sektoral SASB untuk Standards and sector-specific SASB guidance to identify mengidentifikasi risiko, peluang, dan metrik material material risks, opportunities, and metrics across MPM’s berdasarkan lima model bisnis MPM, yaitu Multiline and five business models: Multiline and Specialty Retailers Specialty Retailers & Distributors, Auto Parts, Professional & & Distributors, Auto Parts, Professional & Commercial Commercial Services, Car Rental & Leasing, serta Insurance/ Services, Car Rental & Leasing, and Insurance/Consumer Consumer Finance. Penggunaan panduan ini memastikan Finance. The use of these frameworks ensures that the proses penilaian lebih terarah dan sesuai dengan assessment process is structured, consistent, and aligned karakteristik operasional Grup. with the Group’s operational characteristics. 2025 Laporan Keberlanjutan ● Sustainability Report 215
Page 216
PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
Risiko dan Peluang terkait Keberlanjutan Identified Sustainability-related
yang Teridentifikasi Risks and Opportunities
Rantai Nilai Jangka Waktu
Value Chain Time Horizon
Risiko/ Tautan ke
Topik Peluang Deskripsi Strategi
Downstream
Upstream
Topic Risk/ Description Link to
Short
Long
Hulu
Med
RNT
Hilir
R2S
INS
FIN
Oppurtunity Strategy
Privasi Risiko Ancaman keamanan informasi dan serangan siber pada
Pelanggan Risk sistem TI bisa mengakibatkan kebocoran kerahasiaan,
dan Keamanan integritas, dan ketersediaan data pribadi pelanggan maupun
Data informasi kritikal perusahaan, sehingga menimbulkan
Customer ketidakpatuhan terhadap UU PDP, kerugian finansial,
Privacy and gangguan operasional, dan penurunan kepercayaan
Data Security pemangku kepentingan.
Information security threats and cyberattacks on IT systems Halaman
may compromise the confidentiality, integrity, and availability Page
of customer personal data and critical corporate information. 80 - 83
Such incidents may result in non-compliance with Personal
Data Protection regulations, financial losses, operational
disruptions, and erosion of stakeholder trust.
Peluang Menerapkan Sistem Manajemen Keamanan Informasi dalam
Opportunity memastikan pelindungan data di Perusahaan.
Implementation of an Information Security Management
System to ensure robust data protection across the Company.
Masyarakat Risiko Rendahnya efektivitas program CSR dan volunteering,
dan Risk termasuk partisipasi karyawan, kesesuaian dengan
Kerelawanan kebutuhan masyarakat dan SDGs, serta capaian brand index,
Community berpotensi menurunkan dampak sosial positif, reputasi, dan
and kepercayaan publik.
Volunteering Low effectiveness of CSR and volunteering programs—
including limited employee participation, misalignment with
community needs and the SDGs, and weak brand index
performance—may reduce positive social impact, reputation,
and public trust.
Halaman
Risiko Tidak terlaksananya program Literasi dan Inklusi.
Page
Risk Failure to implement financial literacy and inclusion programs.
136 - 169
Peluang Peluang dari program CSR dan volunteering meliputi
Opportunity penguatan reputasi perusahaan melalui dampak sosial yang
nyata, peningkatan engagement karyawan, serta terciptanya
hubungan harmonis dengan masyarakat sekitar dan
pemangku kepentingan eksternal.
CSR and volunteering programs provide opportunities
to strengthen corporate reputation through tangible
social impact, enhance employee engagement, and foster
harmonious relationships with local communities and
external stakeholders.
Karyawan dan Risiko Ketidaksesuaian harapan karyawan terkait dengan well-being,
Kesetaraan Risk kesetaraan, dan kesempatan dapat mengurangi produktivitas
Kesempatan mereka.
Employee Misalignment with employee expectations regarding well-
and Equal being, equity, and opportunities may reduce productivity and
Opportunity workforce engagement. Halaman
Peluang Peluang untuk meningkatkan well-being karyawan sekaligus Page
Opportunity memperkuat employer branding sebagai perusahaan 106 - 119
yang peduli isu global dan tanggung jawab sosial, dengan
lingkungan kerja yang inklusif dan setara.
Enhance employee well-being while strengthening employer
branding as a socially responsible organization by fostering
an inclusive and equitable workplace.
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Rantai Nilai Jangka Waktu
Value Chain Time Horizon
Risiko/ Tautan ke
Topik Peluang Deskripsi Strategi
Downstream
Upstream
Topic Risk/ Description Link to
Short
Long
Hulu
Med
RNT
Hilir
R2S
INS
FIN
Oppurtunity Strategy
Pendidikan Risiko Risiko ketidaksiapan dan keterbatasan kompetensi serta
dan Pelatihan Risk talent, termasuk suksesi dan adopsi teknologi/ESG, yang
Training and menurunkan daya saing perusahaan dalam rekrutmen dan
Education menghambat inovasi produk atau jasa baru.
Insufficient readiness and limited competencies and
talent—including succession planning gaps and adoption of
technology and ESG practices—may weaken the Company’s
competitiveness in talent acquisition and hinder innovation in Halaman
new products and services. Page
Peluang Peluang untuk meningkatkan daya saing dan efektivitas 122 - 126
Opportunity operasional melalui program upskilling dan reskilling
karyawan yang selaras dengan perkembangan teknologi dan
perubahan regulasi.
Strengthen competitiveness and operational effectiveness
through employee upskilling and reskilling programs aligned
with technological advancements and evolving regulatory
requirements.
Dampak Risiko Pengelolaan waste material yang tidak sesuai ketentuan dan
Lingkungan Risk tidak efektif berisiko menimbulkan pencemaran lingkungan
dari serta pelanggaran regulasi, yang dapat merusak reputasi dan
Operasional menimbulkan sanksi bagi perusahaan.
(Material, Air, Non-compliant and ineffective waste material management
Limbah) may result in environmental pollution and regulatory
Environmental violations, potentially damaging the Company’s reputation Halaman
Impact of and leading to sanctions. Page
Operation and 68 - 76
Peluang Peluang untuk menurunkan pemborosan material, air, dan
Environmental Opportunity energi sehingga biaya operasional jangka panjang lebih
Complaints efisien sekaligus mendukung keberlanjutan lingkungan.
Reduce material, water, and energy waste to improve
long-term operational cost efficiency while supporting
environmental sustainability.
Paparan risiko Risiko Fisik Risiko gangguan operasional akibat bencana yang
fisik iklim Akut menghambat akses, memicu kebutuhan penggantian
Physical Risk Acute Physical infrastruktur/aset terdampak, serta meningkatkan frekuensi,
Exposure Risk nilai klaim asuransi, dan non-performing finance.
Operational disruptions caused by disasters may restrict
access, necessitate the replacement of affected infrastructure
and assets, and increase the frequency and value of insurance
claims, as well as non-performing finance.
Risiko Fisik Gangguan kesehatan akibat panas atau cuaca ekstrem bagi
Halaman
Kronik pekerja yang beraktivitas di luar ruang.
Page
Chronic Heat stress and extreme weather conditions pose
231 - 236
Physical Risk occupational health risks to employees performing outdoor
activities.
Peluang Peluang untuk meningkatkan kesiapsiagaan bencana dan
Opportunity menerapkan sistem kerja hybrid/remote yang lebih fleksibel
dan efisien, sehingga mendukung keberlanjutan operasional
saat terjadi gangguan.
Enhance disaster preparedness and implement more
flexible hybrid or remote working arrangements to support
operational continuity during disruptions.
2025 Laporan Keberlanjutan ● Sustainability Report 217
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
Rantai Nilai Jangka Waktu
Value Chain Time Horizon
Risiko/ Tautan ke
Topik Peluang Deskripsi Strategi
Downstream
Upstream
Topic Risk/ Description Link to
Short
Long
Hulu
Med
RNT
Hilir
R2S
INS
FIN
Oppurtunity Strategy
Efisiensi Bahan Risiko Transisi Risiko transisi dan operasional pasar berupa peningkatan biaya
Bakar dan Teknologi operasional armada dan logistik akibat kenaikan harga BBM
Pemanfaatan Technological Fleet and logistics operating costs may increase due to rising
Armada Transition Risk fuel prices, creating operational and market transition risks.
Energy and Peluang Peluang untuk menekan biaya operasional dan emisi
Fleet Fuel Opportunity melalui pengendalian penggunaan BBM, ekspansi portofolio
Economy & Halaman
kendaraan hemat energi dan EV, pemanfaatan energi Page
Utilization terbarukan, serta investasi layanan charging dan kemitraan 60 - 63
strategis dengan pemasok EV.
Reduce operating costs and emissions through fuel
consumption management, expansion of energy-efficient
and electric vehicle (EV) portfolios, adoption of renewable
energy, investment in charging infrastructure, and strategic
partnerships with EV suppliers.
Emisi dan Risiko Transisi Risiko transisi dan risiko pasar akibat potensi penurunan
Emisi yang Kebijakan dan permintaan kendaraan berbahan bakar fosil seiring
Dibiayai Regulasi pergeseran preferensi konsumen ke kendaraan hemat energi,
Emissions Policy and seiring percepatan kebijakan elektrifikasi nasional, kebijakan
and Financed Regulatory terkait emisi, dan meningkatnya adopsi kendaraan listrik (EV)
Emissions Transition Risk Potential decline in demand for fossil fuel–based vehicles as
consumer preferences shift toward energy-efficient vehicles,
driven by accelerating national electrification policies,
emissions regulations, and increasing adoption of electric
vehicles (EVs).
Risiko Transisi Penurunan permintaan layanan purna jual dan suku cadang
Pasar akibat berkurangnya kebutuhan perawatan kendaraan
Market konvensional Halaman
Transition Risk Declining demand for after-sales services and spare parts Page
may occur as maintenance requirements for conventional 64 - 67
vehicles decrease.
Risiko Transisi Tuntutan pengungkapan emisi Cakupan 1, 2, 3, dan financed
Regulasi emissions dari pemangku kepentingan
Regulatory Increasing stakeholder demands for disclosure of Scope
Transition Risk 1, Scope 2, Scope 3, and financed emissions may create
compliance, data management, and reporting challenges.
Peluang Peluang untuk memperkuat portofolio produk ramah
Opportunity lingkungan, meningkatkan resiliensi, serta meningkatkan
kualitas pelaporan emisi dan tata kelola perusahaan.
Strengthen the environmentally friendly product portfolio,
enhance business resilience, and improve emissions reporting
quality and corporate governance practices.
R2S : Distribusi dan penjualan sepeda motor, layanan purna jual dan suku cadang
Motorcycle distribution and sales, after-sales services, and spare parts
INS : Perasuransian
Insurance services
RNT : Solusi penyewaan kendaraan roda-4
Four-wheel vehicle rental solutions
FIN : Pembiayaan sepeda motor
Motorcycle financing
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Dampak Keuangan Risiko terkait Keberlanjutan Financial Impacts of Sustainability-Related Risks
Risiko terkait Lingkungan: Pencemaran Environmental Risk: Pollution
a Dampak pada model bisnis dan rantai nilai a Impacts on the Business Model and Value Chain
Risko terkait lingkungan yang dihadapi oleh Grup The environmental risks faced by the MPM Group
MPM meliputi dampak lingkungan dari operasional, include operational environmental impacts, particularly
terutama yang berasal dari kegiatan Perseroan dan those arising from the Company’s activities and its
entitas terasosiasi MPMRent, dan dampak terkait iklim Associates, MPMRent, as well as climate-related
yaitu paparan risiko fisik, efisiensi bahan bakar, emisi impacts such as physical risk exposure, fuel efficiency,
dan emisi yang dibiayai. emissions, and financed emissions.
Dampak lingkungan lainnya dari kegiatan operasional, Other environmental impacts arising from operational
antara lain pengelolaan limbah dan pencegahan activities include waste management and pollution
pencemaran yang terjadi gudang, kantor, dan kegiatan prevention measures implemented across warehouses,
perbengkelan. Rincian pengelolaan dampak operasional offices, and workshop operations. Further details on
tersebut dapat dibaca di laporan keberlanjutan. the management of these operational impacts are
presented in this Sustainability Report.
b Dampak keuangan b Financial Impacts
Dampak keuangan saat ini Current Financial Impacts
Dampak keuangan yang telah terjadi terkait dengan risiko Financial impacts currently arising from operational
dampak lingkungan dari operasional adalah biaya-biaya environmental risks include environmental management
yang terkait dengan pengelolaan lingkungan termasuk costs that form part of the Company’s operating
perizinan, pemantauan, dan pengolahan yang menjadi expenses. These costs include, but are not limited to,
bagian dari biaya operasional Perseroan. Biaya-biaya sanitation fees, hazardous waste management expenses,
tersebut termasuk, namun tidak terbatas pada, retribusi environmental laboratory testing, environmental
kebersihan, biaya pengelola limbah bahan beracun management system audits, and personnel-related
berbahaya, laboratorium uji lingkungan, audit sistem costs associated with environmental management.
manajemen lingkungan dan biaya orang yang terkait.
Dampak keuangan yang diantisipasi Anticipated Financial Impacts
Dampak keuangan yang diantisipasi adalah kegiatan As the Company continues to grow, waste volumes
Perseroan yang terus bertumbuh akan mendorong are expected to increase alongside tightening
kenaikan volume limbah serta peraturan lingkungan environmental regulations. Under these conditions,
yang semakin ketat. Pada kondisi ini, Perseroan harus the Company will need to allocate additional resources
mengalokasikan biaya untuk menangani dan mengelola to manage environmental impacts and enhance waste
dampak lingkungan serta meningkatkan kemampuan treatment and pollution prevention facilities, such
fasilitasi pengolahan limbah dan pencegahan as wastewater treatment installations and hazardous
pencemaran yang ada di instalasi Perseroan seperti waste storage infrastructure, to comply with regulatory
instalasi pengolah air limbah dan sarana penyimpanan requirements. Associates also project investment needs
limbah agar sesuai dengan persyaratan dan peraturan for centralized ESG reporting systems and employee
Pemerintah. Entitas Asosiasi memproyeksikan kebutuhan awareness training.
investasi pada sistem pelaporan ESG terpusat serta
pelatihan awareness bagi karyawan.
Di sisi lain, penerapan praktik pengelolaan lingkungan On the other hand, the adoption of more efficient
yang lebih efisien diperkirakan dapat menurunkan biaya environmental management practices is expected
operasional melalui penghematan penggunaan material to reduce operating costs through lower material
dan air, serta pengurangan biaya pengolahan limbah. and water consumption, as well as decreased waste
treatment expenses.
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
c Dampak pada strategi dan pengambilan keputusan c Impacts on Strategy and Decision-Making
Untuk mendukung pertumbuhan yang berkelanjutan, To support sustainable growth, the MPM Group’s
strategi Grup MPM adalah meminimalkan dampak strategy focuses on minimizing environmental impacts
lingkungan dari seluruh operasional perusahaan melalui across all operations through responsible business
penerapan praktik bisnis yang bertanggung jawab, practices, efficient resource use, sustainable waste and
penggunaan sumber daya secara efisien, pengelolaan emissions management, regulatory compliance, and
limbah dan emisi secara berkelanjutan, kepatuhan, the integration of the 3R principles—Reduce, Reuse,
serta mengintegrasikan prinsip 3R—Reduce, Reuse, dan and Recycle—into operational activities.
Recycle—dalam setiap kegiatan operasi.
Grup MPM juga menyiapkan mekanisme penanganan The Group has also established environmental
pengaduan lingkungan yang dapat diakses oleh grievance mechanisms accessible to communities and
masyarakat dan pemangku kepentingan di sekitar stakeholders surrounding operational areas. In this
lokasi operasional. Pada aspek ini, Grup MPM telah regard, the MPM Group has adopted the MPM Eco-
menetapkan MPM Eco-operation Initiative sebagai Operation Initiative as a long-term corporate strategy
strategi Perseroan jangka panjang untuk mencapai to achieve these objectives.
tujuan tersebut.
d Metrik dan target d Metric and Target
Metrik Satuan Referensi Target 2030
Metric Unit Reference 2030 Target
Pengambilan air Penurunan konsumsi air minimal 20%
Megaliter GRI 303-3
Water withdrawal dibanding baseline 2024 di seluruh fasilitas
operasional (Konsumsi air)
Konsumsi air Minimum 20% reduction in water
Megaliter GRI 303-5 consumption compared to the 2024 baseline
Water consumption
across all operational facilities
Limbah yang dihasilkan Penurunan konsumsi air minimal 20%
Ton GRI 306-3
Waste generated dibanding baseline 2024 di seluruh fasilitas
operasional (Konsumsi air)
Limbah yang dialihkan dari pembuangan akhir
Ton GRI 306-4
Waste diverted from final disposal
Peningkatan pemanfaatan limbah dengan 3R
Total limbah dari manufaktur (% limbah 3R)
Ton GRI 306-4
Total manufacturing waste
Persentase limbah berbahaya Persen Minimum 20% reduction in waste generation
SASB TR-AP-150a.1 compared to the 2024 baseline across all
Percentage of hazardous waste Percent
operational facilities
Persentase limbah yang didaur ulang Persen Increase waste recovery through 3R
SASB TR-AP-150a.1
Percentage of waste recycled Percent implementation (% of waste managed using
3R principles)
Tumpahan yang terjadi (jika ada) Dipantau
- OJK F.15
Spill incidents (if any) Monitored
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Risiko terkait Lingkungan: Energi, Efisiensi Bahan Environmental-related Risk: Energy, Fuel
Bakar, dan Pemanfaatan Armada Efficiency, and Fleet Fuel Economy & Utilization
a Dampak pada model bisnis dan rantai nilai a Impacts on the Business Model and Value Chain
Grup MPM menggunakan energi yang berdampak The MPM Group’s energy use directly affects its
langsung pada model bisnis dan rantai nilai, yaitu business model and value chain, particularly through
kenaikan biaya operasional akibat fluktuasi energi dan increased operating costs resulting from energy price
kenaikan biaya logistik di rantai pasok yang dapat fluctuations and rising logistics costs across the supply
menekan margin karena kenaikan harga bahan bakar chain. These pressures may reduce margins due to
pada proses yang dikelola sendiri maupun dari pemasok. higher fuel prices in both internally managed processes
and supplier operations.
Entitas Asosiasi juga menghadapi risiko transisi dan Associates also face transition and operational risks
operasional yang relevan terhadap model bisnis dan rantai relevant to their respective business models and
nilai masing-masing. Pada MPMRent, risiko operasional value chains. At MPMRent, key operational risks arise
utama muncul dari peningkatan biaya operasional from increased fleet and logistics costs, including
armada dan logistik termasuk kenaikan beban langsung higher direct expenses such as fuel prices, which place
(seperti harga BBM) akan menekan margin. downward pressure on margins.
b Dampak keuangan b Financial Impacts
Dampak keuangan saat ini Current Financial Impacts
Hingga periode pelaporan ini, Grup MPM belum As of the reporting period, the MPM Group has
mencatat dampak finansial negatif yang signifikan not recorded significant negative financial impacts
akibat risiko keberlanjutan. Dampak keuangan arising from sustainability-related risks. Measurable
yang terukur justru bersifat positif, ditandai dengan financial impacts have instead been positive, including
penghematan biaya BBM sebesar 5–15% melalui fuel cost savings of approximately 5–15% achieved
monitoring konsumsi energi, meskipun di sisi lain through energy consumption monitoring. However,
terdapat peningkatan biaya modal untuk inisiatif panel these savings are accompanied by increased capital
surya, charging stations, dan akuisisi armada EV. expenditures for solar panel initiatives, charging
stations, and the acquisition of EV fleets.
Pada Entitas Asosiasi, MPMRent mencatat tekanan dari At Associates, MPMRent has experienced cost pressures
kenaikan biaya BBM, logistik, dan beban pada unit idle, from rising fuel prices, logistics costs, and idle unit
namun diimbangi oleh efisiensi biaya unit EV/hybrid expenses. These pressures have been partially offset by
dan peluang harga sewa yang lebih tinggi. Sementara cost efficiencies from EV/hybrid units and opportunities
JMFI mencatat peningkatan biaya marketing for higher rental rates. Meanwhile, JMFI has recorded
akibat tekanan persaingan di tengah perlambatan increased marketing costs due to competitive pressures
permintaan kendaraan BBM, serta mengidentifikasi amid slowing demand for fossil fuel–based vehicles
biaya BBM operasional internal sebagai area potensi and has identified internal fuel consumption as a future
efisiensi ke depan. efficiency opportunity.
Dampak keuangan yang diantisipasi Anticipated Financial Impacts
Ke depan, Grup MPM mengantisipasi potensi Looking ahead, MPM Group anticipates potential
peningkatan margin operasional melalui efisiensi energi improvements in operating margins through energy
dan inisiatif energi terbarukan yang dapat menekan efficiency measures and renewable energy initiatives
biaya investasi proyek hijau jangka panjang. Sejalan that may reduce long-term green project investment
dengan hal tersebut, MPMRent memproyeksikan costs. In parallel, MPMRent projects potential cash flow
dampak pada arus kas dari risiko penurunan pangsa impacts from declining market share of fossil fuel–
pasar kendaraan berbahan bakar fosil, diimbangi based vehicles, offset by revenue growth opportunities
peluang pertumbuhan pendapatan dari meningkatnya driven by increasing consumer preference for energy-
preferensi konsumen terhadap kendaraan hemat efficient vehicles such as hybrids and battery electric
energi seperti hybrid dan BEV. vehicles (BEVs).
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
c Dampak pada strategi dan pengambilan keputusan c Impacts on Strategy and Decision-Making
Dalam merespons risiko kenaikan biaya operasional In response to rising fleet and logistics operating costs,
armada dan logistik, Grup MPM menerapkan efisiensi MPM Group has implemented distribution efficiency
distribusi melalui moving antar gudang sesuai measures, including inter-warehouse transfers based
kebutuhan principal dan direct delivery ke dealer on principal requirements and direct delivery to the
terdekat, perawatan berkala armada untuk efisiensi nearest dealers. Additional measures include routine
bahan bakar, pemantauan konsumsi BBM melalui fleet maintenance to improve fuel efficiency, fuel
sistem My Tok dan Monitoring Konsumsi Energi, serta consumption monitoring through the My Tok system
uji coba panel surya di fasilitas operasional sebagai and Energy Consumption Monitoring tools, and pilot
langkah transisi menuju energi terbarukan. solar panel installations at operational facilities as part
of the transition toward renewable energy.
Entitas Asosiasi, khususnya MPMRent, melengkapi Associates, particularly MPMRent, complement these
strategi tersebut melalui pemantauan konsumsi bahan efforts through fuel consumption monitoring, provision
bakar, penyediaan produk hybrid dan EV yang lebih of hybrid and EV options to customers, and the use of
hemat energi bagi pelanggan, serta pemanfaatan renewable energy in facility operations, in line with the
energi terbarukan dalam operasional fasilitas, sejalan Group’s green transition strategy.
dengan arah transisi hijau Grup MPM.
Secara jangka panjang, Grup MPM memperkuat Over the long term, the MPM Group is strengthening its
strategi efisiensi energi dan optimalisasi armada energy efficiency and fleet optimization strategy through
melalui audit energi berkala, fleet management periodic energy audits, digital fleet management
system berbasis digital untuk pemantauan BBM dan systems for fuel monitoring and route optimization,
optimasi rute, perawatan rutin dan pemantauan emisi, routine maintenance and emissions monitoring,
serta kolaborasi dengan produsen kendaraan dan and collaboration with vehicle manufacturers and
pemerintah dalam mendorong kebijakan dan insentif government stakeholders to promote environmentally
kendaraan ramah lingkungan, dengan target transisi friendly vehicle policies and incentives. The Group has
penuh kendaraan operasional ke kendaraan listrik pada set a target for full transition of MPMI’s operational
2027 untuk MPMI. vehicles to electric vehicles by 2027.
Entitas Asosiasi, khususnya MPMRent, menyelaraskan Associates, particularly MPMRent, are aligning with
strategi tersebut melalui implementasi fleet this strategy through the implementation of digital
management system digital, pengukuran emisi berkala, fleet management systems, periodic emissions
audit energi, diversifikasi portofolio ke kendaraan measurement, energy audits, portfolio diversification
listrik, EV Demand Projection Analysis, dan penyusunan into electric vehicles, EV demand projection analysis,
EV roadmap sebagai langkah proaktif menghadapi and the development of an EV roadmap as proactive
pergeseran preferensi konsumen dari kendaraan measures to address shifting consumer preferences
berbahan bakar fosil. away from fossil fuel–based vehicles.
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d Metrik dan target d Metric and Target
Metrik Satuan Referensi Target 2030
Metric Unit Reference 2030 Target
Penurunan pemakaian listrik gedung
Jumlah energi yang dikonsumsi, persentase dan perkantoran minimal 10%
listrik dari jaringan, persentase energi Gigajoule (GJ), dibandingkan baseline 2024
terbarukan Persentase (%) SASB TR-AP-130a.1 10% reduction in electricity
Total energy consumption, percentage of grid Percentage (%) consumption in office and workshop
electricity, percentage of renewable energy buildings compared to the 2024
baseline
Penurunan konsumsi bahan bakar
Rata-rata efisiensi bahan bakar armada sewa kendaraan operasional minimal 10%
berbobot hari sewa, berdasarkan wilayah Mpg, L/km, gCO2/ dibandingkan baseline 2024
SASB TR-CR-410a.1
Average fuel efficiency of heavy fleet vehicles, km, km/L 10% reduction in fuel consumption of
by region operational vehicles compared to the
2024 baseline
Konsumsi energi dalam organisasi Dipantau
GJ GRI 302-1
Energy consumption within the organization Monitored
Intensitas energi Rasio intensitas Dipantau
GRI 302-3
Energy intensity Intensity ratio Monitored
Jumlah dan intensitas energi yang digunakan Dipantau
GJ OJK F.6
Total energy used and intensity Monitored
% kendaraan
Peningkatan penggunaan kendaraan
Jumlah kendaraan rendah emisi dalam rendah emisi
rendah emisi
armada (hybrid/EV) -
Increase the proportion of low-
Number of low-emission vehicles in fleet % of low-emission
emission vehicles
vehicles (hybrid/EV)
Peningkatan pemakaian listrik dari
Konsumsi pemakaian energi terbarukan sumber terbarukan
GJ GRI 302-1
Renewable energy consumption Increase the use of electricity from
renewable sources
Risiko terkait Sosial: Privasi Pelanggan Social-related Risk: Customer Privacy
dan Keamanan Data and Data Security
a Dampak pada model bisnis dan rantai nilai a Impacts on the Business Model and Value Chain
Risiko dan peluang privasi data serta keamanan Data privacy and information security risks and
informasi memengaruhi keberlanjutan model bisnis dan opportunities affect the sustainability of the MPM
rantai nilai Grup MPM melalui potensi insiden keamanan Group’s business model and value chain through
TI yang dapat mengganggu layanan, menghentikan potential IT security incidents that may disrupt services,
operasional (isolasi server, recovery/restore data), dan halt operations (e.g., server isolation, data recovery
menimbulkan dampak yang luas pada aset kritikal dan and restoration), and create widespread impacts on
key users, termasuk ketidakpatuhan terhadap UU PDP critical assets and key users. Such incidents may also
yang berpotensi mengurangi kepercayaan, reputasi, result in non-compliance with Personal Data Protection
dan kerja sama dengan principal, pelanggan atau regulations, potentially undermining trust, reputation,
nasabah, mitra, serta regulator. and cooperation with principals, customers, partners,
and regulators.
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
Pada saat yang sama, penerapan Sistem Manajemen At the same time, the implementation of an Information
Keamanan Informasi (termasuk penguatan tata kelola Security Management System (ISMS)—including
data dan audit berkala seperti ISO 27001) membuka strengthened data governance and periodic audits such
peluang untuk menjaga kelancaran distribusi as ISO 27001—creates opportunities to maintain IT-
berbasis IT, meningkatkan efisiensi dan keandalan enabled distribution continuity, improve the efficiency
layanan digital, memperkuat hubungan kemitraan and reliability of digital services, strengthen value chain
dalam rantai nilai, serta meningkatkan kepercayaan partnerships, enhance customer trust and business
pelanggan dan stabilitas bisnis serta pengembangan stability, and support the development of secure digital
keandalan dan mendorong inovasi digital yang aman innovation across the value chain.
di seluruh rantai nilai.
b Dampak keuangan b Financial Impacts
Dampak keuangan saat ini Current Financial Impacts
Pada tahun pelaporan, tidak terdapat dampak finansial During the reporting year, no financial losses were
yang terealisasi akibat insiden kebocoran data pribadi realized from personal data breach incidents within
dalam rantai nilai Grup MPM, sementara konsekuensi the MPM Group’s value chain. Financial implications
keuangan yang muncul terutama terkait biaya primarily relate to investments in strengthening data
penguatan pelindungan data dan sistem TI, termasuk protection and IT systems, including hardware and
investasi perangkat keras, perangkat lunak, lisensi, software upgrades, licensing, business continuity and
dukungan keberlangsungan dan pemulihan TI, serta disaster recovery support, as well as employee training
pelatihan dan sosialisasi karyawan. and awareness programs.
Dampak keuangan yang diantisipasi Anticipated Financial Impacts
Ke depan, Grup MPM mengantisipasi peningkatan Looking ahead, the MPM Group anticipates increased
beban keuangan terkait dengan meningkatnya financial exposure associated with growing customer
ancaman privasi pelanggan dan keamanan data, privacy and data security threats. This includes
terutama dari kebutuhan investasi dan penguatan the need for continued investment in information
sistem keamanan informasi untuk menjaga security systems to safeguard personal data and
pelindungan data pribadi serta kepatuhan regulasi, ensure regulatory compliance. Potential financial
termasuk potensi denda berat sesuai UU PDP, biaya impacts include substantial regulatory fines under
hukum, pemulihan, gangguan operasional, penurunan Personal Data Protection laws, legal costs, recovery
pendapatan karena hilangnya kepercayaan pelanggan, and remediation expenses, operational disruptions,
dan kompensasi kepada pihak terdampak. revenue losses due to diminished customer trust, and
compensation to affected parties.
c Dampak pada strategi dan pengambilan keputusan c Impacts on Strategy and Decision-Making
Strategi dan pengambilan keputusan Grup MPM MPM Group’s strategy and decision-making processes
diarahkan pada penguatan tata kelola keamanan are directed toward strengthening information security
informasi dan pelindungan data pribadi melalui governance and personal data protection through a
serangkaian langkah mitigasi teknis dan non-teknis, combination of technical and non-technical mitigation
seperti edukasi dan simulasi phishing, pemantauan measures. These include phishing education and simulation,
patching, penerapan Data Leakage Prevention patch management monitoring, implementation of Data
(DLP) untuk pengguna terpilih dan Multi-Factor Leakage Prevention (DLP) for selected users, Multi-Factor
Authentication (MFA) pada seluruh sistem kritikal, Authentication (MFA) across critical systems, utilization of
pemanfaatan Security Operation Center (SOC), serta a Security Operations Center (SOC), and implementation of
implementasi SMKI berbasis ISO 9001, ISO 27001, dan an ISMS aligned with ISO 9001 and ISO 27001, along with
proses sertifikasi ISO 27701. ISO 27701 certification processes.
Entitas Asosiasi melengkapi pendekatan tersebut Associates complement this approach through Personal
dengan asesmen kepatuhan UU PDP, peningkatan Data Protection compliance assessments, awareness
awareness via LMS/podcast, kebijakan dan BPM PDP, programs via LMS and podcasts, PDP policies and
penguatan kontrol teknis (firewall, backup, DRP, ISMS business process management, strengthened technical
ISO 27001), serta audit berkala. controls (firewalls, backups, disaster recovery planning,
and ISO 27001–aligned ISMS), and periodic audits.
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Sementara, inisiatif jangka panjang MPM Secure Data & The long-term MPM Secure Data & Privacy Initiative
Privacy Initiative menargetkan zero major incident, 100% targets zero major incidents, 100% compliance with
kepatuhan PDP, sertifikasi ISO 27001:2022 di seluruh Personal Data Protection regulations, ISO 27001:2022
entitas anak, dan penguatan fungsi Data Protection certification across all subsidiaries, and strengthened
Officer (DPO) hingga 2030 sebagai bagian integral dari Data Protection Officer (DPO) functions by 2030,
strategi dan keputusan bisnis terkait risiko keberlanjutan. forming an integral part of the Group’s sustainability risk
management and business decision-making strategy.
d Metrik dan target d Metric and Target
Metrik Satuan Referensi Target 2030
Metric Unit Reference 2030 Target
Jumlah pelanggan yang informasi pribadinya
digunakan untuk tujuan sekunder Jumlah
SASB FN-CF-220a.1
Number of customers whose personal Number Zero major incident kebocoran atau
information is used for secondary purposes kehilangan data pribadi pelanggan
pada seluruh sistem teknologi
(1) Jumlah kebocoran data, (2) Persentanse informasi perusahaan
yang merupakan kebocoran data pribadi, (3) Zero major incidents involving
SASB FN-CF-230a.1
Jumlah nasabah yang terdampak Jumlah/Persentase leakage or loss of customer personal
SASB CG-MR-330a.2
(1) Number of data breaches, (2) Percentage Number/Percentage data across all corporate IT systems
GRI 418-1-b
involving personal data breaches, (3) Number of
customers affected
Jumlah kegiatan
FN-IN-410c.1
% Jumlah karyawan mengikuti pelatihan PDP Number of activities
Dipantau
Percentage of employees participating in Jumlah peserta
Monitored
Personal Data Protection (PDP) training Number of FN-IN-410c.2
participants
Seluruh entitas anak tersertifikasi ISO
27001:2022 untuk sistem manajemen
% Status sertifikasi ISO 27001 Persentase keamanan informasi
-
ISO 27001 certification status Percentage All subsidiaries certified to ISO
27001:2022 for Information Security
Management Systems
% tingkat kepatuhan audit internal/ISO Persentase
-
% of compliance with internal/ISO audits Percentage
Jumlah kerugian finansial akibat proses
100% kepatuhan terhadap UU
hukum terkait keamanan data pelanggan Juta Rupiah
SASB FN-CF-220a.2 Perlindungan Data Pribadi (PDP) dan
Amount of financial losses resulting from legal Million Rupiah
standar keamanan informasi yang
proceedings related to customer data security
berlaku
100% compliance with Personal
Jumlah pengaduan yang terbukti benar terkait
Data Protection Law and applicable
pelanggaran privasi pelanggan yang berasal
information security standards
dari: (i) pihak eksternal dan (ii) regulator Jumlah
GRI 418-1a
Number of substantiated complaints concerning Number
breaches of customer privacy, originating from:
(i) external parties and (ii) regulators
100% seluruh sistem kritikal
% Implementasi DLP & MFA Persentase
100% coverage across all critical
Implementation of DLP & MFA Percentage
systems
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
Risiko terkait Sosial: Karyawan Social-related Risk: Employee
a Dampak pada model bisnis dan rantai nilai a Impacts on the Business Model and Value Chain
Risiko terkait sosial yang penting bagi Grup MPM A key social risk for the MPM Group relates to the
adalah pengelolaan sumber daya manusia Perseroan. management of its human capital. Employees are
Karyawan merupakan aset yang berkontribusi langsung strategic assets that directly contribute to the Company’s
pada kinerja finansial Perseroan secara keseluruhan. overall financial performance. They also represent the
primary interface with customers, delivering added value
in the provision of goods and services.
Di sisi lain, pengelolaan karyawan yang kurang baik Conversely, ineffective human capital management
dapat menghambat tercapainya target dan kinerja may hinder the achievement of corporate targets and
Perseroan. Topik terkait sumber daya manusia performance. Key human capital topics within the MPM
di Grup MPM adalah peningkatan kompetensi Group include competency development through
melalui pendidikan dan pelatihan dan pengelolaan education and training, as well as labor management
ketenagakerjaan dan kesetaraan peluang. and equal opportunity practices.
b Dampak keuangan b Financial Impacts
Dampak keuangan saat ini Current Financial Impacts
Dampak keuangan pengelolaan sumber daya manusia Financial impacts related to human capital management—
terkait risiko di aspek karyawan dan kesetaraan particularly workforce management and diversity
kesempatan (Diversity & Inclusion/D&I) bersifat tidak & inclusion (D&I)—are largely indirect, influencing
langsung berupa pengaruh pada pendapatan, inovasi, revenue growth, innovation, and market share. Current
pangsa pasar. Pada saat ini, biaya terkait karyawan employee-related costs include investments in training
meliputi investasi pelatihan dan pengembangan and competency development, as well as expenditures
kompetensi serta biaya-biaya yang mendukung supporting employee well-being programs.
kegiatan well-being karyawan.
Entitas Asosiasi juga melakukan investasi pada Associates have also invested in digital learning
teknologi pembelajaran digital serta sistem ESG. technologies and ESG systems. Although these
Meskipun menambah employee cost dalam jangka investments increase employee-related costs in the
pendek, investasi ini diharapkan menghasilkan efisiensi short term, they are expected to generate long-term
jangka panjang melalui e-learning dan penguatan efficiencies through e-learning and strengthened
pengembangan talenta internal. internal talent development.
Dampak keuangan yang diantisipasi Anticipated Financial Impacts
Perseroan mencermati persaingan memperoleh The Company recognizes increasing competition
talenta di masa depan sehingga harus mengantisipasi for talent in the future and anticipates rising costs
peningkatan biaya pelatihan, pengembangan talenta, associated with training, talent development, and
dan kompensasi akibat external hiring. Biaya juga compensation due to external hiring. Costs may also
dapat meningkat karena penyesuaian kompetensi increase as competencies are aligned with evolving
terhadap standar manajemen, teknologi baru, dan management standards, emerging technologies, and
regulasi terkini. regulatory requirements.
Selain itu, Perseroan memandang bahwa nilai- In addition, the Company recognizes that corporate
nilai perusahaan menjadi salah satu pertimbangan values are a key consideration for the talent it seeks to
utama bagi talenta yang dibutuhkan di masa depan. attract in the future. Therefore, investment in well-being
Oleh karena itu, investasi pada program well-being programs and the strengthening of equal opportunity
dan penguatan kesetaraan kesempatan D&I yang (Diversity & Inclusion/D&I), integrated with human
terintegrasi dengan pengembangan kompetensi capital competency development, is essential to
human capital menjadi penting untuk meningkatkan enhance employee satisfaction and engagement.
kepuasan dan keterlibatan karyawan.
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Grup MPM juga mempertimbangkan bahwa MPM Group also anticipates that improved well-being peningkatan well-being dan penguatan employer and strengthened employer branding will generate branding diantisipasi memberikan dampak finansial positive financial impacts through increased efficiency, positif melalui peningkatan efisiensi, loyalitas, dan employee loyalty, and productivity, ultimately produktivitas karyawan yang diharapkan mampu supporting financial performance beyond targets. mendorong kinerja finansial di atas target. c Dampak pada strategi dan pengambilan keputusan c Impacts on Strategy and Decision-Making Grup MPM melaksanakan program employee The MPM Group implements employee engagement engagement dan well-being serta penyediaan and well-being programs, as well as satellite offices, satellite office untuk memastikan kondisi kerja yang to support conducive working conditions. Anti- mendukung. Kebijakan anti-diskriminasi diterapkan discrimination policies are applied across all entities di seluruh entitas guna menjamin kesempatan kerja to ensure fair employment opportunities for all yang adil bagi seluruh karyawan. Hal ini didukung employees. These efforts are supported by regulatory oleh pemantauan regulasi, koordinasi dengan divisi monitoring, coordination with the compliance compliance, serta pelaksanaan program kesehatan dan division, and the implementation of health and employee assistance di bawah pengawasan fungsi ESG employee assistance programs under the oversight of masing-masing entitas. each entity’s ESG function. Dalam jangka panjang, Grup MPM menargetkan In the long term, the MPM Group targets peningkatan skor Employee Engagement Survey (EES), improvements in Employee Engagement Survey (EES) menjaga tingkat turnover rate tetap rendah (≤8,5%), scores, maintaining a low turnover rate (≤ 8.5%), and serta memperluas inklusivitas dengan membuka expanding inclusivity by providing opportunities for kesempatan bagi penyandang disabilitas. persons with disabilities. Dalam rangka memberikan layanan terbaik kepada To deliver excellent customer service, the MPM Group’s pelanggan, pengelolaan risiko keberlanjutan human capital sustainability risk management focuses SDM di Grup MPM difokuskan pada penguatan on strengthening education and training strategies strategi pendidikan dan pelatihan untuk menjaga to retain talent, protect development investments, talenta, melindungi investasi pengembangan, dan and align competencies with business needs and menyelaraskan kompetensi dengan kebutuhan bisnis sustainability issues. This includes employee experience serta isu keberlanjutan melalui program employee programs, periodic coaching for talent and successors, experience, coaching berkala bagi talent/successor, utilization of online learning platforms, and employer pemanfaatan platform pembelajaran daring, serta branding initiatives through internship programs and penguatan employer branding lewat program partnerships with universities to attract top talent. pemagangan dan kerja sama dengan universitas untuk menarik talenta unggul. Grup MPM menyelenggarakan digital learning (Teams, Grup MPM conducts digital learning (e.g., Teams LMS), pelatihan rutin di cabang dan kantor pusat, and LMS), routine training at branch and head office aktivitas peningkatan kapasitas terkait ESG dan iklim, levels, ESG and climate capacity-building activities, serta pengawasan oleh fungsi ESG yang dilengkapi and oversight by ESG functions. Employer branding penguatan employer branding melalui media sosial, is further strengthened through social media, career situs karier, dan keterlibatan dalam kegiatan CSR. websites, and participation in CSR activities. Dalam jangka panjang, program MPM Learning for In the long term, the MPM Learning for Sustainability Sustainability menjadi pilar strategi 2026–2030 untuk Program will serve as a strategic pillar for 2026–2030, memastikan setiap karyawan mendapat pelatihan ensuring that every employee receives at least one minimal satu kali per tahun, meningkatkan indeks training session per year, improving productivity produktivitas, dan meningkatkan hasil evaluasi serta indices, and enhancing evaluation outcomes and kepuasan karyawan atas program pelatihan melalui employee satisfaction with training programs through sustainable learning programs, monitoring-evaluasi sustainable learning initiatives, periodic monitoring berkala, dan strategic workforce planning. and evaluation, and strategic workforce planning. 2025 Laporan Keberlanjutan ● Sustainability Report 227
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
d Metrik dan target d Metric and Target
Metrik Satuan Referensi Target 2030
Metric Unit Reference 2030 Target
(1) Voluntary dan (2) involuntary turnover rate
Rate SASB CG-MR-310a.2
(1) Voluntary and (2) involuntary turnover rate
Jumlah dan tingkat perputaran karyawan
selama periode pelapoean, berdasarkan Turn over rate: ≤8,5%
Jumlah dan rate
kelompok usia, jenis kelamin, dan wilayah GRI 401-1-b
Number and rate
Employee turnover numbers and rates during the
reporting period, by age group, gender, and region
% karyawan mengikuti pelatihan keberlanjutan/
ESG onboarding training Persentase Dipantau
-
% of employees participating in sustainability/ESG Percentage Monitored
onboarding training
Peningkatan skor EES terutama pada
aspek partisipasi dan opportunity to
grow
Skor employee engagement Skor
- Improvement in Employee
Employee engagement score Score
Engagement Survey (EES),
particularly in participation and
opportunity to grow
Realisasi training berdasarkan IDP
Persentase
Training completion based on Individual - 100% karyawan mendapatkan
Percentage
Development Plans (IDP) pelatihan minimal 1 kali/tahun sesuai
Rata-rata jam kebutuhan unit kerja
pelatihan per 100% of employees receive at
Rata-rata jam pelatihan per tahun per karyawan
karyawan GRI 404-1 least one training session per year,
Average training hours per employee per year
Average hours aligned with unit needs
per employee
Program peningkatan keterampilan karyawan
Jumlah program
dan program bantuan transisi Dipantau
Number of GRI 404-2
Employee upskilling and transition support Monitored
programs
programs
Peningkatan Indeks Produktivitas
Rasio pendapatan terhadap biaya tenaga kerja Skor Karyawan
-
Revenue-to-labor cost ratio Score Improvement in Employee
Productivity Index
Risiko terkait sosial: Masyarakat dan kerelawanan Social-related Risk: Community and Volunteering
a Pengaruh pada model bisnis dan rantai nilai a Impacts on the Business Model and Value Chain
Risiko dan peluang pada topik masyarakat dan Risks and opportunities related to community
kerelawanan memengaruhi keberlanjutan model bisnis engagement and volunteering affect the sustainability
dan rantai nilai Grup MPM melalui kualitas hubungan of the MPM Group’s business model and value
dengan masyarakat, tingkat partisipasi karyawan, serta chain through the quality of relationships with local
persepsi pemangku kepentingan terhadap komitmen communities, employee participation levels, and
sosial perusahaan. stakeholder perceptions of the Company’s social
commitment.
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Program CSR dan volunteering yang relevan dan Relevant and participatory CSR and volunteering
partisipatif dapat meningkatkan reputasi, preferensi programs can enhance corporate reputation, consumer
konsumen, dan engagement karyawan, termasuk pada preference, and employee engagement, including
inisiatif seperti edukasi safety riding. Sementara itu, initiatives such as safety riding education. However, low
rendahnya partisipasi atau adanya konflik kepentingan participation levels or conflicts of interest in program
dalam pemilihan program berpotensi menurunkan selection may reduce social legitimacy, trigger social
legitimasi sosial, memicu isu sosial di wilayah operasi, issues in operational areas, and diminish program
dan mengurangi efektivitas program. Dinamika risiko effectiveness. Similar risk dynamics also apply to the
yang sejalan juga berlaku bagi Entitas Asosiasi Perseroan. Company’s Associates.
b Dampak keuangan b Financial Impacts
Dampak keuangan saat ini Current Financial Impacts
Pada tahun pelaporan, program CSR dan kerelawanan During the reporting year, CSR and volunteering
merupakan bentuk investasi sosial Grup MPM yang programs represent social investments budgeted
dianggarkan setiap tahun sesuai kebutuhan dan annually based on needs and priorities, including
prioritas, termasuk dukungan donasi bencana di wilayah disaster relief support in operational areas. However,
operasi, meskipun pengembalian investasi sosial dari the social return on investment in terms of community
persepsi masyarakat belum dihitung secara kuantitatif. perception has not yet been quantified.
Entitas Asosiasi berkoordinasi dengan kantor pusat Associates coordinate with headquarters in budgeting
dalam penganggaran investasi sosial dan dapat social investments while retaining the flexibility
secara independen mengalokasikan anggaran sesuai to allocate funds independently based on local
kebutuhan program pengembangan setempat, development needs, with financial risks related to these
dengan potensi risiko finansial yang tetap dimonitor investments continue to be monitored.
secara berkelanjutan.
Dampak keuangan yang diantisipasi Anticipated Financial Impacts
Di masa depan, Grup MPM mengantisipasi kebutuhan Looking ahead, the MPM Group anticipates the need
alokasi biaya tambahan untuk penguatan program for additional budget allocations to strengthen CSR
CSR, peningkatan efektivitas Employee Volunteering programs, improve the effectiveness of the Employee
Program (EVP) dan Employee Involvement Volunteer Volunteering Program (EVP) and Employee Involvement
Program (EIVP), serta pendanaan penanganan risiko Volunteer Program (EIVP), and fund responses to social
sosial seperti penanganan krisis, kompensasi komunitas risks. These may include crisis management, community
terdampak, dan donasi bencana iklim mengingat compensation, and climate-related disaster donations,
Indonesia merupakan wilayah rentan bencana. particularly given Indonesia’s high vulnerability to
natural disasters.
Entitas Asosiasi mengantisipasi kebutuhan keuangan Associates anticipate similar financial requirements,
yang sejalan, mencakup peningkatan anggaran CSR, including increased CSR budgets, employee
pendanaan kegiatan volunteering karyawan, dan volunteering funding, and development of more
pengembangan program yang lebih relevan, dengan relevant programs. There is also a risk that low
risiko bahwa rendahnya partisipasi atau program yang participation or ineffective programs may reduce social
tidak optimal dapat mengurangi manfaat sosial dan benefits and weaken the Company’s image and long-
melemahkan citra serta hubungan jangka panjang term relationships with communities.
perusahaan dengan masyarakat.
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
c Dampak pada strategi dan pengambilan keputusan c Impacts on Strategy and Decision-Making
Strategi dan pengambilan keputusan Grup MPM dalam MPM Group’s strategy and decision-making related
aspek komunitas dan kerelawanan difokuskan pada to community engagement and volunteering focus on
peningkatan partisipasi karyawan melalui Employee increasing employee participation through a points-
Volunteering Program (EVP) berbasis sistem poin, based Employee Volunteering Program (EVP), optimized
penjadwalan kegiatan yang optimal, apresiasi credo activity scheduling, recognition through credo points,
points, serta pengembangan program yang relevan. and the development of relevant programs. Potential
Sementara itu, potensi konflik kepentingan dimitigasi conflicts of interest are mitigated through data-driven
melalui pendekatan berbasis data (social mapping, survei approaches, including social mapping and needs
kebutuhan), pelibatan komunitas, pemerintah daerah, assessments, alongside engagement with communities,
dan NGO, serta pemantauan dan evaluasi berkala. local governments, and NGOs, supported by periodic
monitoring and evaluation.
Entitas Asosiasi melengkapi pendekatan tersebut Associates complement this approach through active
melalui partisipasi aktif dalam EVP Grup MPM, participation in the Group’s EVP, the appointment
penunjukan PIC dan tim CSR khusus, serta kolaborasi of dedicated CSR teams and focal points, and cross-
lintas divisi dan koordinasi untuk memastikan sinergi functional collaboration to ensure synergy and
dan konsistensi. consistency.
Dalam jangka panjang, inisiatif MPM Impact In the long term, the MPM Impact Community
Community Partnership dalam Sustainability Roadmap Partnership initiative within the Sustainability Roadmap
2026–2030 menargetkan peningkatan efektivitas 2026–2030 aims to enhance CSR program effectiveness
program CSR yang selaras dengan SDGs, perluasan aligned with the SDGs, expand beneficiary reach, increase
jangkauan penerima manfaat, peningkatan jam EVP participation hours, and strengthen collaboration
partisipasi Employee Volunteering Program (EVP), serta with government agencies and NGOs in community
penguatan kolaborasi dengan pemerintah dan LSM empowerment efforts. These efforts are supported by
dalam pemberdayaan komunitas. Upaya ini didukung financial literacy programs conducted at least four times
oleh pelaksanaan program literasi keuangan minimal per year and transparent social impact reporting.
empat kali per tahun serta pelaporan dampak sosial
yang transparan.
d Metrik dan target d Metric and Target
Metrik Satuan Referensi Target 2030
Metric Unit Reference 2030 Target
Operasi dengan keterlibatan komunitas lokal, Jumlah
Peningkatan program CSR yang
penilaian dampak, dan pengembangan program program
GRI 413-1-iv terintegrasi dengan pembangunan
Operations with local community engagement, impact Number of
berkelanjutan
assessments, and program development programs
Increase the number of CSR programs
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL) Jenis program
integrated with sustainable development
TJSL (Corporate Social and Environmental TJSL OJK F.25
initiatives
Responsibility) activities Program type
Jumlah Peningkatan penerima manfaat dan
penerima perluasan area kegiatan CSR setiap tahun
Cakupan penerima manfaat program CSR
manfaat - Increase the number of CSR programs
CSR program beneficiary coverage
Number of integrated with sustainable development
beneficiaries initiatives every year.
Jam jumlah
Peningkatan jam volunteer dalam kegiatan
Jumlah dan jam volunteer dalam kegiatan EVP karyawan
Employee Volunteering Program (EVP)
Number of employees and volunteer hours in EVP Total
Increase volunteer hours through the
activities employee
Employee Volunteering Program (EVP)
hours
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RISIKO DAN CLIMATE-RELATED RISKS
PELUANG TERKAIT IKLIM AND OPPORTUNITIES
Risiko Fisik Terkait Iklim: Cuaca Ekstrem Physical Climate Risk: Extreme Weather
a Pengaruh pada model bisnis dan rantai nilai a Impacts on the Business Model and Value Chain
Risiko iklim fisik memengaruhi keberlanjutan model Physical climate risks affect the sustainability of the
bisnis dan rantai nilai Grup MPM melalui potensi MPM Group’s business model and value chain through
gangguan distribusi kendaraan, kerusakan fasilitas potential disruptions to vehicle distribution, damage to
operasional, serta keterlambatan pasokan kepada operational facilities, and delays in supply to customers
pelanggan dan bengkel akibat cuaca ekstrem seperti and workshops due to extreme weather events such
banjir, kebakaran, dan badai. Kondisi ini juga berpotensi as floods, wildfires, and storms. These events may also
meningkatkan klaim asuransi serta biaya pemulihan increase insurance claims and infrastructure recovery
infrastruktur. Risiko fisik terkait iklim meliputi: costs. Physical climate risks include the following:
Jenis risiko Penjelasan risiko
Risk Type Risk Description
Risiko Akut: Bencana Iklim Jawa Timur dan Nusa Tenggara Timur (NTT) adalah dua wilayah dengan karakteristik risiko iklim yang
di Wilayah Operasi berbeda namun sama-sama tinggi. NTT khususnya rentan terhadap banjir bandang, siklon tropis, dan
Acute Risk: Climate Disasters kekeringan ekstrem. Bencana ini dapat merusak jaringan dealer, showroom, dan gudang suku cadang,
in Operational Regions serta mengganggu rantai pasokan unit dari principal.
East Java and East Nusa Tenggara (NTT) present different yet high climate risk profiles. NTT is
particularly vulnerable to flash floods, tropical cyclones, and extreme drought. These disasters may
damage dealer networks, showrooms, and spare parts warehouses, and disrupt the supply chain of
vehicle units from principals.
Risiko Akut pada usaha jasa Segmen asuransi umum secara langsung menanggung dampak finansial dari meningkatnya
keuangan frekuensi dan tingkat keparahan klaim akibat cuaca ekstrem, khususnya kerusakan kendaraan akibat
Acute Risk in Financial banjir. Peningkatan klaim yang dipicu oleh bencana terkait iklim tersebut berpotensi menekan
Services Operations profitabilitas underwriting.
JMFI menghadapi gangguan operasional cabang pada proses verifikasi lapangan, penilaian agunan,
dan penagihan, serta potensi penurunan kemampuan bayar debitur.
The general insurance segment bears direct financial impacts from increased frequency and severity of
claims due to extreme weather, particularly vehicle damage caused by flooding. Rising climate-related
claims may reduce underwriting profitability.
JMFI may face branch operational disruptions affecting field verification, collateral valuation, and
collection processes, as well as potential declines in borrowers’ repayment capacity.
Risiko Kronis: Degradasi Kenaikan suhu kronik dan ketidakpastian pola hujan di NTT berdampak pada produktivitas sektor
Ekosistem & Penurunan pertanian dan perikanan yang menjadi sumber pendapatan mayoritas konsumen MPM di wilayah
Daya Beli Lokal tersebut. Penurunan daya beli konsumen bisa secara langsung menekan volume penjualan motor dan
Chronic Risk: Ecosystem kemampuan cicilan pembiayaan.
Degradation & Declining
Local Purchasing Power Rising temperatures and increasingly unpredictable rainfall patterns in NTT affect agricultural and fisheries
productivity, which is the primary income sources for many MPM customers in the region. Reduced
purchasing power may directly affect motorcycle sales volumes and financing repayment capacity.
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
Jenis risiko Penjelasan risiko
Risk Type Risk Description
Risiko Akut pada MPMRent Gangguan distribusi armada dan kerusakan aset kendaraan di operasikan di wilayah yang terpapar
Acute Risk in MPMRent bencana iklim berpotensi menghambat layanan dan meningkatkan biaya perbaikan.
Operations
Fleet distribution disruptions and damage to vehicle assets operating in disaster-prone areas may
hinder service delivery and increase repair and maintenance costs.
Peluang green product and Terdapat peluang produk dan jasa ramah lingkungan seperti: distribusi motor listrik Honda (Distribusi
services & Retail), layanan green fleet EV (MPMRent), produk green auto financing (JACCS MPM Finance),
Green product and services potensi carbon credit dari rehabilitasi mangrove (CSR/Lingkungan), pengembangan produk asuransi
opportunities iklim (MPMInsurance), serta program uji emisi dan edukasi sebagai penguat reputasi dan social license
to operate (Komunitas/Branding).
There are opportunities to develop environmentally friendly products and services, including the
distribution of Honda electric motorcycles (Distribution & Retail), green EV fleet services (MPMRent),
green auto financing products (JACCS MPM Finance), potential carbon credit generation from
mangrove rehabilitation initiatives (CSR/Environment), the development of climate-related insurance
products (MPMInsurance), as well as emissions testing and public education programs to strengthen
corporate reputation and social license to operate (Community/Branding).
b Dampak keuangan b Financial Impacts
Dampak keuangan saat ini Current Financial Impacts
Pada tahun pelaporan, Grup MPM belum mencatatkan During the reporting year, MPM Group has not recorded
dampak finansial material yang signifikan akibat risiko material financial impacts at the Group level arising
fisik yang dapat dilaporkan di tingkat grup berupa from physical climate risks that resulted in direct losses
kerugian langsung terhadap aset, distribusi, maupun to assets, distribution, or revenue. Nevertheless, several
pendapatan. Meskipun demikian, beberapa dampak short-term financial implications have been identified:
finansial jangka pendek telah teridentifikasi, yaitu:
1 Peningkatan biaya operasional terkait 1 Increased operating costs related to BCMS and
implementasi BCMS dan BCP BCP implementation
Penguatan Business Continuity Management System Strengthening the Business Continuity Management
(BCMS) dan pelatihan tanggap darurat memerlukan System (BCMS) and emergency response training
biaya tambahan untuk pembelian perangkat, requires additional expenditures for equipment
pelatihan karyawan, dan pemeliharaan sistem. procurement, employee training, and system
maintenance.
2 Potensi biaya klaim dan cadangan di lini asuransi 2 Potential claims costs and reserve requirements
Melalui MPMInsurance, Grup MPM mengidentifikasi in the insurance segment
potensi kenaikan nilai klaim dan pembentukan Through MPMInsurance, the Group has identified
cadangan tambahan terkait polis bencana alam potential increases in claims values and the need
serta kemungkinan piutang klaim jika terjadi for additional reserves related to natural disaster
peristiwa ekstrem. policies, as well as possible claims receivables in the
event of extreme weather incidents.
3 Belum terdapat kerugian langsung akibat bencana 3 No direct disaster-related losses recorded
Tidak ada catatan signifikan terkait kerusakan There have been no significant records of asset
aset atau gangguan operasional yang berdampak damage or operational disruptions affecting cash
pada arus kas. Perseroan juga belum melaporkan flows. The Company has not reported actual financial
dampak finansial aktual yang secara spesifik impacts specifically attributable to climate events or
disebabkan oleh kejadian iklim atau bencana alam natural disasters during the latest reporting period.
dalam periode pelaporan terakhir.
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Pada Entitas Asosiasi, MPMRent telah mengasuransikan At Associates, MPMRent has insured its rental vehicles
mobil yang disewakan untuk mitigasi kerusakan aset to mitigate asset damage from extreme weather
akibat cuaca ekstrem dan memperkirakan kenaikan and anticipates rising operating costs, particularly
biaya operasional, khususnya yang berkaitan dengan related to repair and replacement of affected assets
kebutuhan perbaikan dan penggantian aset atau or facilities. Additionally, reduced demand for
fasilitas yang terdampak. Selain itu, penurunan vehicle rental services in impacted areas has resulted
permintaan layanan penyewaan kendaraan di area in revenue declines during the period. Logistics
terdampak menyebabkan berkurangnya pendapatan access disruptions have also led to lost customer
pada periode berjalan. Gangguan akses logistik juga opportunities in regions experiencing distribution
mengakibatkan kehilangan potensi pelanggan di constraints and mobility limitations.
wilayah yang menghadapi hambatan distribusi dan
keterbatasan mobilitas.
Pada JMFI, risiko fisik terkait iklim berdampak pada At JMFI, physical climate risks have contributed to
peningkatan pencadangan kerugian kredit (Expected increased Expected Credit Loss (ECL) provisioning due
Credit Loss) akibat penurunan nilai agunan dan to declining collateral values and a higher risk of Non-
kenaikan potensi Non-Performing Financing (NPF) dari Performing Financing (NPF) among disaster-affected
debitur yang terdampak bencana. borrowers.
Dampak keuangan yang diantisipasi Anticipated Financial Impacts
Grup MPM memperkirakan risiko fisik dapat The MPM Group anticipates that physical climate risks
menimbulkan dampak finansial potensial terhadap may generate potential financial impacts across several
beberapa aspek utama operasional, baik secara key operational areas, both directly and indirectly.
langsung maupun tidak langsung. Dampak yang Anticipated impacts include:
diantisipasi mencakup:
Aspek Keuangan Jangka Menengah (per tahun) Jangka Panjang (per tahun)
Financial Aspect Medium Term (annual) Long Term (annual)
Biaya operasional terkait BCMS Kenaikan moderat; investasi sistem dan Biaya relatif stabil; potensi penghematan dari
& kesiapsiagaan pelatihan karyawan yang berulang kerja fleksibel jangka panjang
Operating costs related to BCMS Cost increases; recurring investments in Relatively stable costs; potential savings from
& preparedness systems and employee training flexible work arrangements over the long term
Klaim asuransi AMPM (risiko Berpotensi meningkat signifikan seiring Dampak material terhadap rasio combined dan
kenaikan) intensitas kejadian ekstrem; tekanan pada solvabilitas jika tidak dimitigasi secara memadai
Insurance claims (risk of increase) profitabilitas underwriting Material impact on combined ratio and solvency if
Potential significant increase in line with not adequately mitigated
the intensity of extreme events; pressure on
underwriting profitability
Non-performing Finance (NPF) Peningkatan pencadangan ECL akibat Tekanan profitabilitas berkelanjutan; potensi
dan Excpected Credit Loss (ECL) penurunan nilai agunan dan kemampuan penurunan volume pembiayaan baru di wilayah
pada JMFI (risiko kenaikan) bayar debitur di area terdampak berisiko
Non-performing financing (NPF) Increased ECL provisioning due to declining Sustained pressure on profitability; potential
and Expected Credit Loss (ECL) at collateral values and reduced repayment reduction in new financing volumes in high-risk
JMFI (risk of increase) capacity in affected areas regions
Biaya pemulihan aset & Potensi biaya signifikan tergantung Kebutuhan belanja modal untuk penggantian dan
infrastruktur intensitas kejadian bencana peningkatan infrastruktur resilien
Asset and infrastructure recovery Potentially significant costs depending on Capital expenditure requirements for replacement
costs disaster intensity and resilience upgrades of infrastructure
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
c Dampak pada strategi dan pengambilan keputusan c Impacts on Strategy and Decision-Making
MPM Climate Resilience Program di tingkat Grup The MPM Climate Resilience Program at the Group
bertujuan merespons risiko fisik akibat perubahan level is designed to address physical climate risks by
iklim dengan mengintegrasikan manajemen risiko integrating climate risk management into the BCMS
iklim ke dalam BCMS ISO 22301:2019. Strategi ini ISO 22301:2019. This strategy encompasses three main
mencakup tiga pilar utama: (i) peningkatan kapasitas pillars: (i) enhancing emergency response capacity
tanggap darurat dan kesiapsiagaan karyawan; (ii) and employee preparedness; (ii) protecting strategic
perlindungan aset strategis melalui asuransi bencana; assets through disaster insurance; and (iii) adaptive
serta (iii) perencanaan infrastruktur dan penganggaran infrastructure planning and budgeting responsive to
yang adaptif terhadap cuaca ekstrem. extreme weather conditions.
Selain itu, Grup MPM memperkuat pemantauan risiko In addition, the MPM Group strengthens data-driven
iklim berbasis data di seluruh entitas untuk menjamin climate risk monitoring across all entities to ensure
keandalan layanan, keselamatan karyawan, dan service reliability, employee safety, and long-term
kesinambungan rantai pasok dalam jangka panjang. supply chain continuity.
Mitigasi Risiko Fisik pada Entitas Asosiasi MPMRent Physical risk mitigation at Associates MPMRent
dilakukan melalui penguatan sistem kontinuitas bisnis is implemented through strengthened business
yang berfokus pada tiga area: pemeliharaan infrastruktur continuity systems focusing on three areas: proactive
dan manajemen aset proaktif, koordinasi logistik armada, infrastructure maintenance and asset management,
serta prosedur komunikasi dan pemulihan operasional. fleet logistics coordination, and communication and
Pendekatan ini bertujuan meminimalkan gangguan operational recovery procedures. This approach aims
layanan kepada pelanggan korporat sekaligus menekan to minimize service disruptions to corporate customers
biaya perbaikan akibat bencana. while reducing disaster-related repair costs.
JMFI menerapkan mitigasi yang berfokus pada stabilitas JMFI implements mitigation measures focused on
portofolio pembiayaan melalui empat instrumen: (i) maintaining financing portfolio stability through four
restrukturisasi kredit bagi debitur yang terdampak instruments: (i) credit restructuring for borrowers
bencana iklim; (ii) kebijakan wilayah pembiayaan affected by climate disasters; (ii) risk-based financing
berbasis risiko (coverage area dan penetapan red zone; area policies (coverage area classification and red-
(iii) optimalisasi asuransi agunan untuk menjaga nilai zone designation); (iii) optimization of collateral
jaminan kendaraan; serta (iv) credit review berkala insurance to preserve vehicle collateral value; and
untuk memastikan kualitas portofolio dan menjaga (iv) periodic credit reviews to ensure portfolio quality
rasio NPF dalam batas yang wajar. and maintain Non-Performing Financing (NPF) ratios
within acceptable thresholds.
Strategi Jangka Panjang Long-Term Strategy
Dalam mengantisipasi risiko fisik jangka menengah To anticipate medium- and long-term physical risks,
dan panjang, Grup MPM memperluas cakupan MPM the MPM Group is expanding the scope of the MPM
Climate Resilience Program dengan mengintegrasikan Climate Resilience Program by integrating climate
analisis risiko iklim secara lebih sistematis ke dalam risk analysis more systematically into governance, risk
tata kelola, manajemen risiko, dan proses pengambilan management, and strategic decision-making processes.
keputusan strategis. Pendekatan ini mencakup: (i) This approach includes: (i) gradual expansion of
perluasan bertahap sistem manajemen keberlanjutan enterprise sustainability management systems across
usaha di seluruh entitas; (ii) penguatan koordinasi entities; (ii) strengthened cross-functional coordination
lintas fungsi dalam identifikasi dan pemantauan area in identifying and monitoring high-risk areas; and
berisiko; serta (iii) optimalisasi strategi investasi dan (iii) optimization of investment strategies and asset
pengelolaan aset berdasarkan proyeksi cuaca ekstrem management based on projections of extreme weather
dan perubahan lingkungan. and environmental change.
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Grup MPM juga mengarahkan adaptasi bisnis melalui MPM Group is also advancing business adaptation
climate-based risk mapping dan penerapan kebijakan through climate-based risk mapping and more flexible
kerja yang lebih fleksibel, guna memastikan rencana work policies to ensure effective operational and financial
pemulihan operasional dan finansial berjalan efektif di recovery planning across all organizational levels.
seluruh lapisan organisasi.
Entitas Asosiasi MPMRent mengembangkan strategi Associates MPMRent is developing long-term
adaptasi jangka panjang yang berfokus pada empat adaptation strategies focused on four key initiatives:
inisiatif utama: (i) perluasan climate and disaster risk (i) expanding region-based climate and disaster risk
mapping berbasis wilayah untuk mengidentifikasi mapping to proactively identify high-exposure areas;
area dengan tingkat paparan tinggi secara proaktif; (ii) strengthening emergency response procedures
(ii) penguatan prosedur tanggap darurat dan sistem and integrated business recovery systems within
pemulihan bisnis yang terintegrasi dalam manajemen daily operations; (iii) enhancing asset maintenance
operasional harian; (iii) peningkatan tata kelola governance and financing of supporting infrastructure
pemeliharaan aset dan pembiayaan infrastruktur to improve resilience against extreme weather damage;
pendukung agar lebih resilien terhadap kerusakan and (iv) systematically adjusting operational strategies
akibat cuaca ekstrem; serta (iv) penyesuaian strategi across regions based on their respective climate
operasional antarwilayah kerja secara sistematis risk profiles. This approach is designed to enhance
sesuai profil risiko iklim masing-masing. Pendekatan service reliability and long-term competitiveness amid
ini dirancang untuk meningkatkan keandalan layanan increasing frequency of extreme climate events.
dan daya saing jangka panjang MPMRent di tengah
meningkatnya frekuensi kejadian iklim ekstrem.
d Analisis Skenario d Scenario Analysis
Perseroan belum menerapkan analisis skenario The Company has not yet implemented climate
iklim yang terkait dengan risiko iklim fisik akut scenario analysis related to acute and chronic physical
dan kronik pada rantai nilai Grup MPM dan akan climate risks across the MPM Group’s value chain and
mempertimbangkannya di masa depan. will consider doing so in the future.
Secara umum, dalam skenario NGFS-NZE, pemanasan In general, under the NGFS Net Zero Emissions (NZE)
global dibatasi mendekati 1,5°C, yang berarti frekuensi scenario, global warming is limited to approximately
kejadian cuaca ekstrem meningkat lebih moderat 1.5°C, implying a more moderate increase in extreme
dibandingkan skenario BAU (+3–4°C). Namun, bahkan weather events compared with a Business-as-Usual
dalam skenario NZE, IPCC AR6 mengkonfirmasi bahwa (BAU) scenario (+3–4°C). However, even under the NZE
risiko fisik tertentu (sea level rise, pergeseran pola scenario, the IPCC AR6 confirms that certain physical
hujan) tidak dapat dihindari dalam horizon menengah- risks—such as sea-level rise and shifts in rainfall
panjang karena kelembaman sistem iklim. patterns—are unavoidable over the medium to long
term due to climate system inertia.
e Ketangguhan Iklim e Climate Resilience
Grup MPM telah membangun fondasi ketahanan The MPM Group has established a structured
iklim yang terstruktur melalui MPM Climate foundation for climate resilience through the MPM
Resilience Program, sebuah program terintegrasi Climate Resilience Program, an integrated initiative
yang menghubungkan manajemen risiko fisik dengan linking physical risk management with operational
kerangka keberlanjutan operasional berbasis standar sustainability frameworks based on international
internasional. Strategi mitigasi dan adaptasi yang standards. The mitigation and adaptation strategies
diterapkan di seluruh entitas mencerminkan komitmen implemented across all entities reflect the Company’s
Perseroan untuk bertransformasi dari pendekatan commitment to moving from a reactive approach
yang reaktif menuju pendekatan yang antisipatif dan toward a proactive and systematic posture, in which
sistematis, di mana pertimbangan iklim menjadi bagian climate considerations are embedded in strategic
integral dalam pengambilan keputusan strategis. decision-making.
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
Dalam konteks IFRS S2, resiliensi Grup MPM terhadap In the context of IFRS S2, the MPM Group’s resilience
risiko fisik akut tercermin dari penerapan BCMS ISO to acute physical risks is demonstrated through the
22301:2019, mekanisme asuransi bencana, reasuransi, implementation of BCMS ISO 22301:2019, disaster
kebijakan zonasi berbasis risiko untuk pembiayaan insurance and reinsurance mechanisms, risk-based
di JMFI, serta penguatan kontinuitas operasional di zoning policies for financing at JMFI, and strengthened
MPMRent. operational continuity at MPMRent.
Di masa depan, Grup MPM berkomitmen untuk Looking ahead, the MPM Group is committed to
melakukan analisis skenario iklim kuantitatif yang conducting quantitative climate scenario analysis to
secara eksplisit mengukur dampak finansial dari risiko explicitly measure the financial impacts of chronic
fisik kronis di wilayah operasi utama di Nusa Tenggara physical risks in key operational regions, particularly
Timur dan Jawa Timur terhadap arus kas, nilai aset, dan East Nusa Tenggara and East Java, on cash flows, asset
kualitas portofolio pembiayaan. values, and financing portfolio quality.
Risiko Transisi Terkait Iklim: Climate-related Transition Risk:
Pasar, Regulasi, dan Teknologi Market, Regulation, and Technology
a Pengaruh pada model bisnis dan rantai nilai a Impacts on the Business Model and Value Chain
Emisi GRK merupakan risiko strategis transisi yang Greenhouse gas (GHG) emissions represent a strategic
memengaruhi model bisnis dan rantai nilai Grup MPM transition risk affecting the MPM Group’s business
dari tiga sisi utama: model and value chain from three primary dimensions:
●● Risiko pasar dan regulasi tercermin dari pergeseran ●● Market and regulatory risks are reflected in the shift
preferensi konsumen dari kendaraan berbasis ICE ke in consumer preferences from ICE-based vehicles
BEV seiring berkembangnya kebijakan iklim. Namun, to BEVs in line with evolving climate policies.
adopsi BEV di pasar sepeda motor masih terbatas However, BEV adoption in the motorcycle market
(sekitar 0,02% per bulan) setelah penghentian remains limited (approximately 0.02% per month)
subsidi pemerintah pada 2024. Tekanan regulasi following the discontinuation of government
karbon, tuntutan transparansi ESG, dan potensi biaya subsidies in 2024. Carbon regulatory pressures, ESG
karbon dapat menekan margin serta melemahkan transparency demands, and potential carbon costs
daya saing apabila pengelolaan emisi belum may compress margins and weaken competitiveness
optimal. Sebaliknya, pengelolaan emisi yang kredibel if emissions management is not optimized. On
membuka peluang untuk memperkuat reputasi green the other hand, credible emissions management
mobility, meningkatkan akses terhadap pembiayaan presents opportunities to strengthen green mobility
berkelanjutan, dan menciptakan nilai pembeda reputation, improve access to sustainable financing,
dalam kemitraan strategis, and create differentiation in strategic partnerships.
●● Risiko pada rantai nilai timbul dari kontribusi emisi ●● Value chain risks arise from suppliers with high carbon
pemasok dengan jejak karbon tinggi, tantangan footprints, challenges in procuring low-emission
pengadaan komponen rendah emisi, serta components, and the complexity of cross-unit
kompleksitas pelaporan lintas unit sesuai standar reporting in accordance with global standards. At the
global. Namun, kondisi ini juga membuka peluang same time, these conditions present opportunities
kolaborasi dengan pemasok hijau, efisiensi logistik for collaboration with green suppliers, logistics and
dan energi, serta perluasan portofolio EV dan energy efficiency improvements, and expansion of
teknologi rendah emisi, EV and low-emission technology portfolios,
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●● Bagi Entitas Asosiasi, tantangan dalam memenuhi ●● For Associates, challenges in meeting sustainability
tuntutan keberlanjutan dari regulator, mitra, dan expectations from regulators, partners, and
konsumen dapat secara langsung memengaruhi consumers may directly affect vehicle financing
portofolio pembiayaan kendaraan dan modal usaha. portfolios and working capital financing.
Ketidaksesuaian dengan standar keberlanjutan Misalignment with partners’ sustainability standards
para mitra berpotensi mengurangi peluang may reduce business opportunities, compress
bisnis, menekan margin akibat peningkatan biaya margins due to increased operating costs, and
operasional, serta menurunkan relevansi produk diminish the relevance of financing products that
pembiayaan yang tidak mendukung kendaraan do not support low-emission vehicles within the
rendah emisi dalam rantai nilai industri otomotif automotive and financing value chain.
dan pembiayaan.
b Dampak keuangan b Financial Impacts
Dampak keuangan saat ini Current Financial Impacts
Pada tahun pelaporan, dampak finansial dari risiko During the reporting year, financial impacts arising
emisi GRK terhadap Grup MPM masih terbatas, di mana from GHG transition risks remain limited. Electric
penjualan kendaraan listrik di jaringan diler belum vehicle sales within the dealer network have not yet
memberikan pengaruh signifikan terhadap pendapatan. materially affected revenue. The Company recorded
Perseroan mencatatkan pertumbuhan distribusi dan growth in ICE motorcycle distribution and sales in
penjualan sepeda motor ICE (Internal Combustion line with projections, while Zero Emission Vehicle
Engine) sesuai proyeksi, sedangkan pertumbuhan (ZEV) motorcycle sales remain minimal due to limited
penjualan sepeda motor ZEV (Zero Emissions Vehicle) supply from principals and the absence of government
masih sangat kecil karena keterbatasan pasokan dari incentives for new ZEV motorcycle purchases.
principal dan ketiadaan insentif dari Pemerintah untuk
pembelian ZEV sepeda motor baru.
Dampak Keuangan yang Diantisipasi Anticipated Financial Impacts
Dampak keuangan akibat risiko transisi iklim dalam The financial impacts arising from long-term climate
jangka panjang merupakan tantangan penting bagi transition risks represent a key challenge for the
Perseroan. Dalam skenario NGFS - Net Zero Emissions Company. Under the NGFS Net Zero Emissions 2050
2050, sepeda motor ICE akan digantikan dengan ZEV scenario, internal combustion engine (ICE) motorcycles
sepenuhnya sejalan dengan penerapan kebijakan are expected to be fully replaced by zero-emission
Pemerintah dan ketersediaan produk. vehicles (ZEVs), in line with government policy
implementation and product availability.
Grup MPM mengantisipasi dampak finansial material MPM Group anticipates potential material financial
jika terjadi percepatan transisi ZEV, di mana pendapatan impacts in the event of an accelerated ZEV transition,
dari penjualan sepeda motor ICE diproyeksikan menurun whereby revenues from ICE motorcycle sales are
secara proporsional sesuai kebijakan Pemerintah dan projected to decline proportionally in accordance with
digantikan dengan penjualan ZEV. Jika penerapan government policies and be gradually replaced by ZEV
kebijakan dipercepat, maka dampak keuangannya akan sales. Should policy implementation accelerate, the
semakin besar pada jangka menengah (2027–2030) dan financial impacts are expected to be more pronounced
pada jangka panjang (2030–2050) dibandingkan tahun in the medium term (2027–2030) and long term (2030–
dasar 2024, tergantung skenario transisi yang digunakan. 2050) compared to the 2024 baseline, depending on
the transition scenario applied.
Dampak terbesar terjadi pada segmen distribusi unit The most significant impacts are expected to occur
motor, layanan purnajual, dan penjualan suku cadang in the motorcycle distribution segment, after-sales
yang berbasis ICE. Pada saat kebijakan ini berlaku, services, and spare parts sales that are primarily ICE-
penurunan penjualan sepeda motor ICE akan digantikan based. As the transition progresses, the decline in
oleh penjualan produk ZEV yang didukung oleh Prinsipal. ICE motorcycle sales is expected to be offset by ZEV
product sales supported by the principal.
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
Berikut ini adalah estimasi dampak keuangan pada The following outlines the estimated financial impacts
kegiatan usaha kendaraan roda dua berbasis ICE pada on ICE-based two-wheeler business activities under the
saat perubahan regulasi terjadi. evolving regulatory landscape.
Jangka Menengah Jangka Menengah
Jangka
2027–2030 2027–2030
Panjang
Indikator (Skenario Konservatif) (Skenario Agresif) Keterangan
2030–2050
Indicator Medium Term Medium Term Notes
Long Term
2027–2030 2027–2030
2030–2050
(Conservative Scenario) (Aggressive Scenario)
Penurunan pendapatan Dampak terbesar pada
Penurunan
penjualan sepeda motor ICE Penurunan segmen distribusi unit motor
Penurunan signifikan material
vs. baseline 2024 proporsional Greatest impact on the
Significant decline Material
Decline in ICE motorcycle sales Proportional decline motorcycle distribution
decline
revenue vs. 2024 baseline segment
Dampak pada layanan purna Penurunan Bergantung siklus hidup
Penurunan
jual & suku cadang ICE Penurunan signifikan material kendaraan ICE yang ada
proporsional
Impact on after-sales services Significant decline Material Dependent on the lifecycle
Proportional decline
& ICE spare parts decline of existing ICE vehicles
JMFI: Potensi penurunan Risiko stranded asset
volume pembiayaan ICE baru Terbatas Moderat Material portofolio ICE
JMFI: Potential decline in new Limited Moderate Material Risk of stranded assets
ICE financing volume within ICE financing portfolio
Catatan penting ⅼ Important note:
Percepatan transisi ZEV pada periode 2027–2030 dinilai memiliki kemungkinan yang sangat kecil mengingat kondisi pasar saat ini.
Penghentian subsidi EV pemerintah pada 2024 dan keterbatasan infrastruktur pengisian daya memberikan ruang yang memadai bagi
Perseroan untuk melakukan persiapan dan analisis strategi adaptasi yang lebih baik.
An accelerated transition to zero-emission vehicles (ZEVs) during the 2027–2030 period is considered highly unlikely given current
market conditions. The discontinuation of government EV subsidies in 2024 and limited charging infrastructure provide the Company
with sufficient time to strengthen preparedness and conduct more comprehensive adaptation strategy analyses.
Entitas Asosiasi mengantisipasi risiko penurunan Associates anticipate risks including declining
penjualan produk konvensional, potensi stranded sales of conventional products, potential stranded
asset pada armada berbahan bakar fosil, serta peluang assets in fossil fuel–based fleets, and diversification
diversifikasi melalui green financing yang tetap opportunities through green financing. However, these
membawa risiko apabila adopsi pasar EV lebih lambat opportunities carry risks if EV adoption occurs more
dari proyeksi atau biaya pengembangannya tidak slowly than projected or if development costs outweigh
sebanding dengan pendapatan yang dihasilkan. generated revenues.
c Dampak pada strategi dan pengambilan keputusan c Impacts on Strategy and Decision-Making
Grup MPM merespons risiko transisi regulasi, pasar, The MPM Group responds to regulatory, market, and
dan teknologi dengan melakukan pemantauan aktif technology transition risks through active monitoring
kebijakan ZEV nasional dan perkembangan pasar of national ZEV policies and electric vehicle market
kendaraan listrik secara berkala. Perseroan juga developments. The Company also maintains close
berkoordinasi secara intensif dengan principal sebagai coordination with its principal as a proxy for Honda’s
proksi strategi transportasi ZEV Honda di masa depan future ZEV transportation strategy in the Southeast
untuk pasar Asia Tenggara. Asian market.
Dalam jangka pendek dan menengah Grup MPM In the short to medium term, the MPM Group is
melakukan pengembangan kapabilitas internal terkait developing internal capabilities related to ZEV sales,
penjualan, servis, dan infrastruktur kendaraan ZEV di servicing, and infrastructure across its dealer network.
jaringan diler.
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Perseroan telah menetapkan strategi keberlanjutan The Company has established its sustainability strategy
dalam Sustainability Roadmap 2026–2030 yang within the Sustainability Roadmap 2026–2030, which
mengintegrasikan strategi transisi ZEV sebagai pilar integrates the ZEV transition as a core pillar guiding
utama sebagai arah kebijakan strategis dan program long-term strategic policies and programs to prepare
jangka panjang untuk mempersiapkan transisi menuju for sustainable transportation.
transportasi berkelanjutan.
Pada Entitas Asosiasi, JMFI merencanakan untuk At Associates, JMFI plans to develop green financing
melakukan pengembangan produk green financing products and ZEV financing schemes, while MPMRent
dan skema pembiayaan kendaraan ZEV dan MPMRent is evaluating gradual fleet diversification into electric
melakukan evaluasi diversifikasi armada kendaraan vehicles in line with market availability and demand.
listrik secara bertahap sesuai ketersediaan dan
kebutuhan pasar.
d Analisis Skenario Iklim d Climate Scenario Analysis
Perseroan telah menggunakan analisis skenario The Company has applied climate scenario analysis to
iklim untuk memperkirakan dampak keuangan yang estimate anticipated financial impacts using scenarios
diantisipasi dengan menggunakan skenario NGFS developed by the NGFS, adapted to the economic
yang diadaptasi terhadap kondisi ekonomi masing- conditions of each country. NGFS projection data
masing negara. Data proyeksi NGFS tersedia hingga extends to 2100.
tahun 2100.
Disagregasi tingkat negara Indonesia yang Country-level disaggregation for Indonesia used in this
dipergunakan dalam laporan ini diambil dari Climate report is based on Climate Risk Management & Scenario
Risk Management & Scenario Analysis yang diterbitkan Analysis published by the Financial Services Authority
Otoritas Jasa Keuangan. Skenario NGFS digunakan (Otoritas Jasa Keuangan). NGFS scenarios are used to
untuk memproyeksikan variabel makroekonomi yang project macroeconomic variables that may influence
memengaruhi permintaan dan harga sepeda motor di future motorcycle demand and pricing.
masa depan.
Pemanasan
Skenario Deskripsi Global (2100) Ambisi Kebijakan
Scenario Description Global Warming Policy Ambition
(2100)
NGFS-BAU Tidak ada kebijakan iklim baru signifikan. Pertumbuhan ekonomi
(Business As mengikuti tren historis. Emisi GRK terus meningkat. Kebijakan eksisting saja
+3.0 – 4.0°C
Usual) No significant new climate policies. Economic growth follows Existing policies only
historical trends. GHG emissions continue to rise.
Kebijakan sesuai komitmen NDC 2030 negara-negara, termasuk
NGFS-NDC Indonesia ENDC. Transisi bertahap dengan kenaikan harga NDC 2030 + transisi
(Nationally karbon moderat. teratur
+2.0 – 2.5°C
Determined Policies aligned with countries’ 2030 NDC commitments, NDC 2030 with orderly
Contributions) including Indonesia’s NDC. Gradual transition with increasing transition
carbon prices.
Emisi net zero global pada 2050. Transisi cepat dan radikal.
NGFS-NZE Akselerasi penuh
Pensiun dini bahan bakar fosil. Elektrifikasi penuh berbagai sektor.
2050 (Net Zero menuju net zero
Global net-zero emissions achieved by 2050. Rapid and +1.5°C
Emissions by Full acceleration toward
transformative transition, including fossil fuel phase-out and full
2050) net zero
electrification across sectors.
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
Karena skenario NGFS tidak memodelkan trajektori As NGFS scenarios do not model specific motor vehicle
spesifik transisi kendaraan bermotor di tingkat transition pathways at the national market level, MPM
pasar nasional, MPM menggunakan skenario dari applies scenarios developed by the International Council
International Council on Clean Transportation (ICCT), on Clean Transportation (ICCT), namely Roadmap to
yaitu Roadmap to Zero: Vehicle Technlogy Pathways for Zero: Vehicle Technology Pathways for Indonesia—as
Indonesia sebagai overlay teknologi yang diaplikasikan a technology overlay on the NGFS macroeconomic
di atas fondasi makroekonomi NGFS. scenario framework.
ICCT membuat peta jalan menuju emisi nol untuk The ICCT has developed a roadmap toward zero
Indonesia guna mendukung target emisi nol bersih emissions for Indonesia to support the national net-
(net-zero emissions) pada 2060. Terdapat dua trajektori zero emissions target by 2060. The roadmap outlines
yang dibuat ICCT yaitu skenario Best Practice yang lebih two transition trajectories: a more ambitious Best
ambisius di mana ZEV mencapai 100% penjualan baru Practice scenario, in which zero-emission vehicles
di semua segmen kendaraan pada 2040, dan skenario (ZEVs) reach 100% of new vehicle sales across all
dengan pendekatan yang sedikit lebih bertahap segments by 2040, and a more gradual transition
dengan ZEV mencapai 100% penjualan baru di semua scenario, in which ZEVs achieve 100% of new vehicle
segmen pada 2045. sales across all segments by 2045.
Skenario ICCT Padanan NGFS Asumsi transisi ZEV roda dua dan tiga
ICCT Scenario NGFS Alignment Two- and Three-Wheeler ZEV Transition Assumptions
Adopsi ZEV lambat; insentif terbatas; ICE mendominasi hingga 2050
ICCT Reference (~57% dari total penjualan MPM pada 2050)
NGFS-BAU
(BAU) Slow ZEV adoption; limited incentives; ICE vehicles dominate until 2050
(~57% of total MPM sales in 2050)
Target ENDC Indonesia terpenuhi; penetrasi ZEV moderat-cepat;
ICCT Announced penjualan ICE = 0 pada 2050
NGFS-NDC
Targets 2050 (NDC) Indonesia’s NDC targets achieved; moderate-to-rapid ZEV penetration;
ICE sales decline to zero by 2050
ICCT Net Zero Transisi agresif; penjualan ICE = 0 pada sekitar 2037; sepenuhnya ZEV setelah itu
NGFS-NZE 2050
(NZE 2050) Aggressive transition; ICE sales reach zero around 2037, followed by full ZEV adoption
e Metrik dan target e Metric and Target
Target Target
Risiko Terkait Deskripsi Target Metodologi Aktual 2025 Menengah Panjang
Related Risk Target Description Methodology Actual 2025 Medium- Long-Term
Term Target Target
Diversifikasi % penjualan ZEV terhadap total penjualan unit Unit ZEV terjual/
portofolio ZEV sepeda motor Grup MPM total unit terjual
< 1% 3 – 5% 15 – 25%
ZEV portfolio Percentage of ZEV sales relative to total ZEV units sold/
diversification motorcycle unit sales across the MPM Group total units sold
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Risiko Transisi Terkait Iklim: Regulasi Nilai Climate-related Transition Risk: Regulation
Ekonomi Karbon Related to Economic Value of Carbon
a Pengaruh pada model bisnis dan rantai nilai a Impacts on the Business Model and Value Chain
Pemerintah telah menetapkan regulasi nilai ekonomi The Government has established carbon economic
karbon yang termasuk di dalamnya penerapan pajak value regulations, including the implementation of
karbon (UU Harmonisasi Peraturan Perpajakan) a carbon tax under the Harmonized Tax Law and the
dan Sistem Perdagangan Emisi (ETS) yang lebih development of a more comprehensive Emissions
komprehensif. Dalam peraturan tersebut, pajak Trading System (ETS). Under these regulations, carbon
karbon diterapkan sebagai instrumen ekonomi untuk tax serves as an economic instrument to control
mengendalikan emisi gas rumah kaca, terhadap greenhouse gas (GHG) emissions, applicable to
perorangan atau badan yang membeli barang/ individuals or entities that purchase goods or conduct
beraktivitas menghasilkan emisi. activities generating emissions.
Pajak karbon terhadap Grup MPM dikenakan For the MPM Group, carbon tax exposure is linked to
berdasarkan besarnya emisi yang dihasilkan dari the volume of emissions generated from operational
kegiatan operasional perusahaan dan pada kendaraan activities and from internal combustion engine
bermotor berbasis ICE yang dijual Perseroan. Penerapan (ICE) vehicles sold by the Company. Although the
pajak karbon pada tahun pelaporan telah ditunda dan implementation of the carbon tax has been postponed
pengaturan pengenaan pajak karbon pada kendaraan during the reporting year and specific regulations for
bermotor berbasis ICE juga belum diterbitkan. Aturan ICE vehicle taxation have not yet been issued, carbon
nilai ekonomi karbon mengharuskan perhitungan pricing policies require the calculation of emissions
emisi di Grup MPM dan pengenaan pajak karbon akan across the MPM Group. Once implemented, carbon
berdampak pada seluruh kegiatan Grup MPM terutama taxation is expected to affect the Group’s activities,
dari penggunaan energi (listrik PLN dan bahan bakar particularly energy use (grid electricity and fossil fuels)
fosil) dan unit kendaraan bermotor yang dijual Perseroan. and the sale of motor vehicles.
Pada Entitas Asosiasi, penerapan pajak karbon akan At Associates, carbon pricing may reduce profitability,
mengurangi pendapatan Perseroan, selain itu aturan as carbon regulations require the calculation of GHG
nilai ekonomi karbon mengharuskan perhitungan emisi emissions from rental fleets and Scope 3 financed
gas rumah kaca pada kendaraan yang disewakan dan emissions. These requirements may increase compliance
emisi cakupan-3 dari emisi pembiayaan. costs, affect pricing structures, and influence portfolio
strategies.
Data Emisi Historis untuk Cakupan 1 dan 2
Historical Scope 1 and Scope 2 emissions data
Emisi (ton CO₂e) l Emission (ton CO₂e) 2022 2023 2024
Cakupan 1 ▪ Scope 1 307.606 340.871 316.724
Cakupan 2 ▪ Scope 2 2.256 2.381 2.437
Total Cakupan 1 dan 2 ▪ Total of Scope 1 and 2 309.862 343.252 319.161
Intensitas Emisi
Emission Intensity
Indikator Intensitas Rata-rata 2022–2024
2022 2023 2024
Intensity Indicator Average 2022-204
Emisi Scope 1+2 / Pendapatan
0,0243 0,0248 0,0202 0,0231
Revenue (ton CO₂e / Rp Juta)
Emisi Scope 1+2 / Unit Terjual
0,0477 0,0506 0,0428 0,0470
Sold Product (ton CO₂e / unit)
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PENGUNGKAPAN FINANSIAL TERKAIT
KEBERLANJUTAN SESUAI PSPK 1 & 2 Tata Kelola Risiko dan Peluang terkait Keberlanjutan Risiko dan Peluang terkait Iklim
Sustainability-related Financial Disclosures Governance Sustainability-related Risks and Opportunities Climate-related Risks and Opportunities
in Accordance with PSPK 1 & 2
b Dampak keuangan b Financial Impacts
Dampak keuangan saat ini Current Financial Impacts
Pada periode pelaporan, penerapan nilai ekonomi During the reporting period, the implementation
karbon belum ditetapkan oleh Pemerintah, biaya of carbon economic value policies has not yet been
tambahan yang timbul terutama berasal dari finalized by the Government. Additional costs incurred
investasi sistem pelaporan berbasis teknologi serta primarily relate to investments in technology-based
pengumpulan dan verifikasi data emisi Cakupan 1–3. reporting systems and the collection and verification
Entitas Asosiasi menghadapi pola dampak keuangan of Scope 1–3 emissions data. Associates face similar
yang serupa dengan Grup MPM, sesuai dengan sifat financial impact patterns in line with the nature and
dan skala operasionalnya masing-masing. scale of their respective operations.
Dampak keuangan yang diantisipasi Anticipated Financial Impacts
Penerapan pajak karbon secara langsung akan The direct implementation of a carbon tax is expected
meningkatkan biaya pajak akibat emisi cakupan-1 dan to increase tax expenses associated with Scope 1 and
2 yang dihasilkan seluruh kegiatan operasi Grup MPM, Scope 2 emissions generated across the MPM Group’s
sehingga mengurangi margin keuntungan. Sedangkan, operations, thereby reducing profit margins. Carbon
pajak karbon yang diterapkan pada produk sepeda taxes applied to ICE-based motorcycle products may
motor berbasis ICE dapat diteruskan kepada konsumen be passed on to consumers through higher product
melalui kenaikan harga produk, yang pada gilirannya prices; however, this could reduce the Company’s
akan menurunkan daya saing perusahaan. competitiveness in the market.
Aspek Keuangan Jangka Menengah Jangka Panjang
Financial Aspect Medium Term Long Term
Biaya kepatuhan ESG Investasi sistem pelaporan; biaya konsultasi dan Biaya relatif menurun seiring sistem mature;
& pelaporan karbon sertifikasi ESG; verifikasi data emisi pihak ketiga peluang akses green finance dengan biaya modal
ESG compliance & Investments in reporting systems; consulting, ESG lebih rendah
carbon reporting costs certification, and third-party verification costs Costs expected to decrease as systems mature;
potential access to green financing with lower
cost of capital
Potensi pajak karbon Sangat tidak pasti; sangat tergantung mekanisme Potensi dampak material seiring percepatan
(regulasi Indonesia) yang ditetapkan pemerintah. Estimasi sulit dilakukan. kebijakan iklim nasional dan global
Carbon tax exposure Highly uncertain; dependent on government Potential material impact as national and global
(Indonesia regulation) mechanisms to be implemented. Emissions climate policies accelerate
calculations are currently underway.
c Dampak pada strategi dan pengambilan keputusan c Impacts on Strategy and Decision-Making
Grup MPM menerapkan dekarbonisasi yang sejalan The MPM Group is implementing decarbonization
dengan target Pemerintah untuk mencapai nol emisi initiatives aligned with the Government’s target to achieve
bersih pada tahun 2060. Strategi dekarbonisasi Grup net-zero emissions by 2060. The Group’s decarbonization
MPM dicanangkan dalam Sustainability Roadmap 2026– strategy is outlined in the Sustainability Roadmap 2026–
2030 dan target net zero jangka panjang, termasuk: 2030 and long-term net-zero targets, including:
●● Membangun sistem inventarisasi dan inventarisasi ●● Establishing a comprehensive greenhouse gas (GHG)
dan pelaporan emisi GRK Cakupan 1, 2, dan 3 yang inventory and reporting system covering Scope
komprehensif dan terverifikasi pihak ketiga, 1, Scope 2, and Scope 3 emissions, verified by an
independent third party.
●● Monitoring aktif perkembangan regulasi pajak ●● Actively monitoring developments in Indonesia’s
karbon Indonesia, SPE, dan implikasinya terhadap carbon tax regulations and emissions trading
biaya operasional Grup, schemes (ETS), as well as their implications for the
Group’s operating costs.
242 Laporan Keberlanjutan ● Sustainability Report 2025
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●● Mengurangi emisi Cakupan 1 & 2 dari kegiatan Grup ●● Reducing Scope 1 and Scope 2 emissions from MPM
MPM sebesar 4% per tahun sampai 2030 dan lebih Group operations by 4% annually through 2030, with
cepat lagi setelah agar sejalan dengan target nol accelerated reductions thereafter to align with the
emisi bersih tahun 2060, 2060 net-zero target.
●● Kolaborasi dengan prinsipal dan pemasok strategis ●● Collaborating with principals and strategic suppliers to
untuk identifikasi dan pengurangan emisi di rantai identify and reduce value chain emissions (Scope 3).
nilai (Cakupan 3).
d Analisis Skenario Iklim d Climate Scenario Analysis
Perseroan menggunakan pendekatan skenario iklim The Company applies a climate scenario approach
berdasarkan NGFS dengan overlay peta jalan dari based on NGFS scenarios, supplemented by the ICCT
ICCT yang sama dengan yang dipergunakan dalam technology roadmap overlay used in the analysis of
pembahasan risiko transisi terkait iklim: pasar, regulasi, climate transition risks related to market, regulatory,
dan teknologi. and technological developments.
e Metrik dan target terkait iklim e Climate-related metric and target
Metrik Satuan Referensi Target 2030
Metric Unit Reference 2030 Target
Emisi GRK langsung (Cakupan 1) Penurunan emisi gas rumah kaca
Ton CO2e GRI 305-1
Direct GHG emissions (Scope 1) (GRK) minimal 15% dari baseline
2024 untuk seluruh aktivitas
operasional (Cakupan-1 dan 2)
Emisi GRK tidak langsung (Cakupan 2) At least 15% reduction in
Ton CO2e GRI 305-2
Indirect GHG emissions (Scope 2) greenhouse gas (GHG) emissions
from the 2024 baseline across all
operational activities (Scope 1 and 2)
Emisi GRK tidak langsung lainnya (Cakupan 3) Dipantau
Ton CO2e GRI 305-3
Other indirect GHG emissions (Scope 3) Monitored
Intensitas emisi GRK Ton CO2e / Dipantau
GRI 305-4
GHG emissions intensity Pendapatan Monitored
Pengurangan emisi GRK Dipantau
Ton CO₂e GRI 305-5
GHG emissions reduction Monitored
Total emisi yang didanai Dipantau
Metric ton (t) CO₂e FN-IN-410c.1
Total financed emissions Monitored
Deskripsi metodologi yang digunakan untuk
Informasi kualitatif
menghitung emisi yang dibiayai Dipantau
Qualitative FN-IN-410c.3
Methodology description used to calculate financed Monitored
information
emissions
Peningkatan portofolio pembiayaan
Portofolio mengikuti pembiayaan hijau dan
hijau/ramah lingkungan setiap tahun
transisi energi Persentase
IFRS S2.29 (d) Increase environmentally friendly
Portfolio aligned with green financing and energy Percentage
and green financing portfolio
transition
annually
Jumlah
Aset atau aktivitas bisnis yang rentan terhadap
Persentase Dipantau
risiko transisi terkait iklim IFRS S2.29 (b)
Number / Monitored
Assets or activities vulnerable to transition climate risk
Percentage
Jumlah belanja modal (capital expenditure),
pembiayaan, atau investasi yang dialokasikan
Dipantau
untuk risiko dan peluang terkait iklim IDR IFRS S2.29 (e)
Monitored
Capital expenditure, financing, or investments
allocated to climate-related risks and opportunities
2025 Laporan Keberlanjutan ● Sustainability Report 243
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Lampiran
Appendix
TENTANG LAPORAN ABOUT THE SUSTAINABILITY
KEBERLANJUTAN REPORT
Profil Laporan [OJK C.6] [GRI 2-2] [GRI 2-3] Report Profile [OJK C.6] [GRI 2-2] [GRI 2-3]
Laporan Keberlanjutan MPM tahun 2025 MPM’s 2025 Sustainability Report presents a
menyajikan gambaran komprehensif mengenai comprehensive overview of the Company’s
kinerja keberlanjutan perusahaan selama periode sustainability performance from January 1
1 Januari hingga 31 Desember 2025. Sejalan to December 31, 2025. In line with MPM’s
dengan komitmen MPM terhadap transparansi commitment to transparency and accountability,
dan akuntabilitas, laporan ini diterbitkan secara this report is published annually. This periodic
tahunan. Frekuensi pelaporan secara periodik ini reporting allows stakeholders to monitor
memungkinkan pemangku kepentingan untuk the development of MPM’s sustainability
memantau perkembangan kinerja keberlanjutan performance.
MPM secara berkala.
Laporan edisi tahun 2025 merupakan laporan The 2025 edition is the 6th report, published on
ke-6 yang diterbitkan pada tanggal 30 April April 30, 2026, which includes the performance
2026 yang mencakup kinerja Entitas Anak dan of MPM’s Subsidiaries and Associates. However,
Entitas Asosiasi MPM. Namun, kinerja JACCS the performance of JACCS MPM Finance
MPM Finance Indonesia sebagai salah satu Indonesia, one of the Group’s Associates, is
Entitas Asosiasi dikecualikan dalam laporan ini excluded from this report as MPM Group holds
karena persentase kepemilikan Grup MPM hanya only a 40% ownership stake. Throughout the
mencapai 40%. Sepanjang tahun pelaporan, reporting year, there were no significant changes
tidak terdapat perubahan yang bersifat signifikan in the organizational structure, operational
dalam struktur organisasi, kegiatan operasional, activities, ownership, or supply chain of the
kepemilikan, atau rantai pasok Grup MPM. MPM Group.
Pedoman Penulisan dan Reporting Guidelines
Pernyataan Ulang [GRI 2-4] and Restatements [GRI 2-4]
Laporan ini disusun berdasarkan standar Global This report refers to the Global Reporting Initiative
Reporting Initiative (GRI) 2021 yang dikeluarkan (GRI) 2021 standards issued by the Global
oleh Global Sustainability Standards Board (GSSB). Sustainability Standards Board (GSSB). As a public
Sebagai perusahaan publik yang berkomitmen company committed to sustainability principles,
pada prinsip keberlanjutan, laporan ini juga this report also refers to the OJK Circular Letter
disusun dengan mengacu pada Surat Edaran OJK (SEOJK) Number 16/SEOJK.04/2021 regarding
(SEOJK) Nomor 16/SEOJK.04/2021 mengenai the Format and Content of Annual Reports for
Bentuk dan Isi Laporan Tahunan Emiten atau Issuers or Public Companies.
Perusahaan Publik.
244 Laporan Keberlanjutan ● Sustainability Report 2025
Page 245
Selain itu, laporan ini mulai mereferensikan International In addition, this report begins to reference the International Financial Reporting Standards (IFRS) S1 dan IFRS S2 yang Financial Reporting Standards (IFRS) S1 and IFRS S2 issued diterbitkan oleh International Sustainability Standards by the International Sustainability Standards Board (ISSB) Board (ISSB) sebagai bagian dari upaya MPM untuk secara as part of MPM's efforts to gradually align its sustainability bertahap menyelaraskan pengungkapan keberlanjutan disclosures with global sustainability reporting standards. dengan standar pengungkapan keberlanjutan global. Certain information in this report has been restated. All Terdapat beberapa informasi yang dinyatakan ulang pada restated information is indicated with an asterisk (*). laporan ini. Setiap informasi yang dinyatakan ulang dapat diidentifikasi dengan tanda asteriks (*). Penjaminan Kualitas Laporan [GRI 2-5] [GRI 2-14] Report Quality Assurance [GRI 2-5] [GRI 2-14] Tim internal MPM melakukan proses peninjauan dan To ensure data accuracy and precision, MPM’s internal verifikasi secara cermat untuk memastikan penyajian data team conducts a thorough review and verification process. yang akurat dan cermat. Tim ini terdiri dari perwakilan This team consists of representatives from each relevant setiap divisi terkait, masing-masing memiliki keahlian division, with expertise and experience pertinent to the dan pengalaman yang relevan dengan data yang mereka data. The President Director also reviews and approves all tinjau. Seluruh data dan konten laporan ini juga melalui data and content of this report. proses peninjauan dan persetujuan Direktur Utama. MPM belum menggunakan jasa penjaminan eksternal MPM has not used external assurance services to verify untuk melakukan verifikasi terhadap laporan ini karena this report due to various considerations. Nevertheless, berbagai pertimbangan. Meskipun demikian, MPM dapat MPM can assure that every information in this report is memberikan jaminan bahwa setiap informasi dalam accurate and accountable. The Corporate Internal Audit laporan ini memiliki tingkat akurasi yang tinggi dan dapat team also contribute in validating the collected data, dipertanggungjawabkan. Tim Corporate Internal Audit thus maintaining the credibility and accuracy of the turut berperan dalam memvalidasi data yang dikumpulkan, information in this report. sehingga kredibilitas dan keakuratan informasi dalam laporan ini tetap terjaga. Umpan Balik Laporan [OJK C.2] [GRI 2-3] Report Feedback [OJK C.2] [GRI 2-3] Semua pembaca diberikan kesempatan untuk We welcome reader input on this report, including menyampaikan usulan, masukan dan opini terhadap suggestions, feedback, and opinions, which will be used to laporan ini. Usulan, masukan, dan opini akan digunakan refine future reports. Feedback can be submitted through untuk peningkatan kualitas laporan pada periode the feedback form available on the last page of this report berikutnya. Masukan dapat dilakukan melalui lembar or from the contacts listed at the end of the report. MPM umpan balik yang tersedia pada halaman terakhir laporan received no feedback through the feedback form during ini atau menghubungi kontak yang tersedia pada bagian the 2025 reporting period. akhir laporan. MPM mencatat bahwa tidak ada masukan yang diterima melalui lembar umpan balik pada periode laporan tahun 2025. 2025 Laporan Keberlanjutan ● Sustainability Report 245
Page 246
LAMPIRAN Tentang Laporan Keberlanjutan Daftar Pengungkapan Sesuai POJK-51/2017 Indeks Konten GRI
Appendix About the Sustainability Report List of Disclosures in accordance with POJK-51/2017 GRI Content Index
DAFTAR PENGUNGKAPAN SESUAI PERATURAN OTORITAS JASA KEUANGAN
NOMOR 51/POJK.03/2017 TENTANG PENERAPAN KEUANGAN BERKELANJUTAN
BAGI LEMBAGA JASA KEUANGAN, EMITEN, DAN PERUSAHAAN PUBLIK [G.4]
List Of Disclosures in accordance with Financial Services Authority Regulation Number
51/ POJK.03/2017 on the Implementation of Sustainable Finance for Financial Services Institutions,
Issuers, and Public Companies
NAMA INDEKS HALAMAN
NO
Index Name Page
A Strategi Keberlanjutan ▪ Sustainability Strategy
Penjelasan strategi keberlanjutan
A.1 40
Explanation of sustainability strategy
B Ikhtisar Kinerja Aspek Keberlanjutan ▪ Sustainability Aspect Performance Overview
Aspek ekonomi
B.1
Economic aspect
a. Kuantitas produksi atau jasa yang dijual
6
Quantity of production or services sold
b. Pendapatan atau penjualan
6
Revenue or sales
c. Laba atau rugi bersih
6
Net profit or loss
d. Produk ramah lingkungan
89
Environmentally friendly products
e. Pelibatan pihak lokal yang berkaitan dengan proses Bisnis/Keuangan Berkelanjutan
6
Local stakeholder engagement related to Sustainable Business/Finance processes
Aspek lingkungan hidup
B.2
Environmental aspect
a. Penggunaan energi
7
Energy consumption
b. Pengurangan emisi yang dihasilkan
7
Emission reduction
c. Pengurangan limbah dan efluen
7
Waste and effluent reduction
d. Pelestarian keanekaragaman hayati
7
Biodiversity conservation
Aspek sosial
B.3 7
Social aspect
C Profil Perusahaan ▪ Company Profile
Visi, misi, dan nilai keberlanjutan
C.1 29
Vision, mission, and sustainability value
Alamat Perusahaan
C.2 22
Company address
Skala usaha
C.3
Business scale
a. Total aset atau kapitalisasi aset dan total kewajiban
24
Total assets or asset capitalization and total liabilities
b. Jumlah karyawan menurut jenis kelamin, jabatan, usia, pendidikan, dan status ketenagakerjaan
120
Total employees by gender, position level, age, education, and employment status
c. Nama pemegang saham dan persentase kepemilikan saham
23
Name of shareholders and shareholding percentage
d. Wilayah operasional
24
operational area
Produk, layanan, dan kegiatan usaha yang dijalankan
C.4 25
Products, services, and business activities
Keanggotaan pada asosiasi
C.5 30
Association membership
Perubahan yang bersifat signifikan
C.6 244
Significant changes to the company
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Metrik ESG Bursa Efek Indonesia Lembar Umpan Balik
Indonesia Stock Exchange ESG Metrics Feedback Form
NAMA INDEKS HALAMAN
NO
Index Name Page
D Penjelasan Direksi ▪ Explanation from the Board of Directors
Penjelasan Direksi
D.1
Explanation from the Board of Directors
a. Kebijakan untuk merespon tantangan dalam pemenuhan strategi keberlanjutan
8 - 17
Policies to respond to challenges in meeting sustainability strategy
b. Penerapan Keuangan Berkelanjutan
8 - 17
Sustainable Finance Implementation
c. Strategi pencapaian target
8 - 17
Target achievement strategy
E Tata Kelola Keberlanjutan ▪ Sustainability Governance
Penanggung jawab penerapan keuangan berkelanjutan
E.1 180
Responsible party for the implementation of sustainable finance
Pengembangan kompetensi terkait keuangan berkelanjutan
E.2 186
Competency development related to sustainable finance
Penilaian risiko atas penerapan keuangan berkelanjutan
E.3 193
Risk assessment of the implementation of sustainable finance
Hubungan dengan Pemangku Kepentingan
E.4 52
Stakeholder relations
Permasalahan terhadap penerapan keuangan berkelanjutan
E.5 46
Problems against the implementation of sustainable finance
F Kinerja Keberlanjutan ▪ Sustainability Performance
Kegiatan membangun budaya keberlanjutan
F.1 46
Activities to build a sustainability culture
Kinerja Ekonomi ▪ Economic Performance
Uraian mengenai kinerja ekonomi dalam tiga tahun terakhir
F.2 84
Description of economic performance over the last three years
Perbandingan target dan kinerja portofolio, target pembiayaan, atau investasi pada instrumen keuangan atau
proyek yang sejalan dengan penerapan Keuangan Berkelanjutan
F.3 85
Comparison of portfolio targets and performance, financing targets, or investments in financial instruments or
projects aligned with the implementation of Sustainable Finance
Kinerja Lingkungan Hidup ▪ Environmental Performance
Biaya lingkungan hidup
F.4 60
Environmental costs
Penggunaan material yang ramah lingkungan
F.5 70
Use of environmentally friendly materials
Jumlah dan intensitas energi yang digunakan
F.6 62
Total energy consumption and energy intensity
Upaya dan pencapaian efisiensi energi yang dilakukan termasuk penggunaan sumber energi terbarukan
F.7 62
Energy efficiency efforts and achievements including the use of renewable energy sources
Penggunaan air
F.8 71
Water consumption
Dampak dari wilayah operasional yang dekat atau Tidak ada wilayah operasional Grup MPM yang
dekat atau berada di daerah konservasi atau
berada di daerah konservasi atau memiliki keanekaragaman hayati
F.9 memiliki keanekaragaman hayati
Impacts of operational areas near or within conservation areas or MPM Group has no operational areas near or
areas with biodiversity within conservation areas or areas with biodiversity
Usaha konservasi keanekaragaman hayati
F.10 148
Biodiversity conservation efforts
Jumlah dan intensitas emisi yang dihasilkan berdasarkan jenisnya
F.11 66
Total and intensity of emissions generated by type
Upaya dan pencapaian pengurangan emisi yang dilakukan
F.12 67
Emission reduction efforts and achievements
Jumlah limbah dan efluen yang dihasilkan berdasarkan jenis
F.13 75
Total waste and effluent generated by type
Mekanisme pengelolaan limbah dan efluen
F.14 71 – 73
Waste and effluent management mechanism
Tumpahan yang terjadi (jika ada)
F.15 71
Spills that occurred (if any)
Jumlah dan materi pengaduan Lingkungan Hidup yang diterima dan diselesaikan
F.16 59
Total and material of environmental complaints received and resolved
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LAMPIRAN Tentang Laporan Keberlanjutan Daftar Pengungkapan Sesuai POJK-51/2017 Indeks Konten GRI
Appendix About the Sustainability Report List of Disclosures in accordance with POJK-51/2017 GRI Content Index
NAMA INDEKS HALAMAN
NO
Index Name Page
Kinerja Sosial ▪ Social Performance
Komitmen untuk memberikan layanan atas produk dan/atau jasa yang setara kepada konsumen
F.17 88
Commitment to providing equitable services for products and/or services to consumers
Pernyataan kesetaraan kesempatan bekerja
F.18 108
Statement of equal employment opportunity
Tenaga kerja anak dan tenaga kerja paksa
F.19 108
Child labor and forced labor
Upah minimum regional
F.20 114
Regional minimum wage
Lingkungan bekerja yang layak dan aman
F.21 127 - 131
Decent and safe work environment
Pelatihan dan pengembangan kemampuan pegawai
F.22 124
Employee training and capacity building
Dampak operasi terhadap masyarakat sekitar
F.23 134
Impact of operations on surrounding communities
Pengaduan masyarakat
F.24 170
Community complaints
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL)
F.25 136
Corporate Social Responsibility (CSR) activities
Inovasi dan pengembangan produk dan/atau jasa Keuangan Berkelanjutan
F.26 88
Innovation and development of Sustainable Finance products and/or services
Produk dan jasa yang sudah dievaluasi keamanannya bagi pelanggan
F.27 94
Safety-evaluated products and services for customers
Dampak produk dan/jasa
F.28 86
Impacts of products and services
Jumlah produk yang ditarik kembali
F.29 94
Total recalled products
Survei kepuasan pelanggan terhadap produk dan/atau Jasa Keuangan Berkelanjutan
F.30 96 – 103
Customer satisfaction survey for Sustainable Finance products and/or services
G Lain-lain ▪ Others
Verifikasi tertulis dari pihak independen (jika ada)
G.1 245
Written verification from an independent party (if any)
Lembar umpan balik
G.2 255
Feedback form
Tanggapan terhadap umpan balik laporan keberlanjutan tahun sebelumnya
G.3 245
Response to feedback form of the previous year sustainability report
Daftar Pengungkapan sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017 tentang Penerapan
Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik
G.4 246
List of Disclosures in accordance with Financial Services Authority Regulation Number 51/POJK.03/2017 on the
Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies
248 Laporan Keberlanjutan ● Sustainability Report 2025
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Metrik ESG Bursa Efek Indonesia Lembar Umpan Balik
Indonesia Stock Exchange ESG Metrics Feedback Form
INDEKS KONTEN GRI
GRI Content Index
Pernyataan penggunaan PT Mitra Pinasthika Mustika Tbk telah melaporkan sesuai dengan Standar GRI untuk
Statement of use periode 1 Januari – 31 Desember 2025
PT Mitra Pinasthika Mustika Tbk has reported in accordance with the GRI Standards for
the period 1 January - 31 December 2025
GRI 1 yang digunakan GRI 1: Landasan 2021
GRI 1 used GRI 1: Foundation 2021
YANG TIDAK DICANTUMKAN
Omission
STANDAR GRI/
SUMBER LAIN PENGUNGKAPAN LOKASI PERSYARATAN
GRI Standard/Other Disclosure Location YANG TIDAK
ALASAN PENJELASAN
Source DICANTUMKAN
Reason Explanation
Requirement(s)
Omitted
PENGUNGKAPAN UMUM ▪ GENERAL DISCLOSURES
GRI 2: 2-1 Rincian organisasi
22
Pengungkapan Organizational details
Umum 2021
2-2 Entitas yang disertakan dalam Laporan
General
Keberlanjutan Perseroan
Disclosures 244
Entities included in the organization’s
2021
sustainability reporting
2-3 Periode pelaporan, frekuensi, dan poin
kontak
244
Reporting period, frequency, and contact
point
2-4 Penyajian kembali informasi
244
Restatements of information
2-5 Penjaminan eksternal
245
External assurance
2-6 Aktivitas, rantai nilai, dan hubungan bisnis
lainnya 25 – 28,
Activities, value chain and other business 34
relationships
2-7 Tenaga kerja
120
Employees
2-8 Pekerja yang bukan pekerja langsung
121
Workers who are not employees
2-9 Struktur tata kelola dan komposisinya
175
Governance structure and composition
2-10 Pencalonan dan pemilihan badan tata kelola
tertinggi
179
Nomination and selection of the highest
governance body
2-11 Ketua badan tata kelola tertinggi
178
Chair of the highest governance body
2-12 Peran badan tata kelola tertinggi dalam
mengawasi manajemen dampak
180
Role of the highest governance body in
overseeing the management of impacts
2-13 Delegasi penanggungjawab dalam
pengelolaan dampak
181
Delegation of responsibility for managing
impacts
2-14 Peran badan tata kelola tertinggi dalam
pelaporan keberlanjutan
181, 245
Role of the highest governance body in
sustainability reporting
2-15 Konflik kepentingan
190
Conflicts of interest
2025 Laporan Keberlanjutan ● Sustainability Report 249
Page 250
LAMPIRAN Tentang Laporan Keberlanjutan Daftar Pengungkapan Sesuai POJK-51/2017 Indeks Konten GRI
Appendix About the Sustainability Report List of Disclosures in accordance with POJK-51/2017 GRI Content Index
YANG TIDAK DICANTUMKAN
Omission
STANDAR GRI/
SUMBER LAIN PENGUNGKAPAN LOKASI PERSYARATAN
GRI Standard/Other Disclosure Location YANG TIDAK
ALASAN PENJELASAN
Source DICANTUMKAN
Reason Explanation
Requirement(s)
Omitted
GRI 2: 2-16 Komunikasi masalah penting
185
Pengungkapan Communication of critical concerns
Umum 2021
2-17 Pengetahuan kolektif dari badan tata kelola
General
tertinggi
Disclosures 185
Collective knowledge of the highest
2021
governance body
2-18 Evaluasi kinerja badan tata kelola tertinggi
Evaluation of the performance of the highest 186
governance body
2-19 Kebijakan remunerasi
187
Remuneration policies
2-20 Proses untuk menentukan remunerasi
187
Process to determine remuneration
2-21 Rasio kompensasi total tahunan Kendala kerahasiaan
Informasi detail terkait remunerasi bersifat rahasia dan tidak
Annual total compensation ratio dapat dilaporkan secara publik.
Confidentiality constraints
Detailed information regarding remuneration is confidential
and cannot be disclosed publicly.
2-22 Pernyataan strategi pembangunan
berkelanjutan
9
Statement on sustainable development
strategy
2-23 Komitmen kebijakan
188
Policy commitments
2-24 Menanamkan komitmen kebijakan
188
Embedding policy commitments
2-25 Proses untuk memperbaiki dampak negatif
191
Processes to remediate negative impacts
2-26 Mekanisme untuk mencari nasihat dan
mengemukakan masalah
117, 191
Mechanisms for seeking advice and raising
concerns
2-27 Kepatuhan terhadap hukum dan peraturan
191
Compliance with laws and regulations
2-28 Asosiasi keanggotaan
30
Membership associations
2-29 Pendekatan untuk keterlibatan
pemangku kepentingan 52
Approach to stakeholder engagement
2-30 Perjanjian perundingan kolektif
117
Collective bargaining agreements
TOPIK MATERIAL ▪ MATERIAL TOPICS
GRI 3:Topik 3-1 Proses untuk menentukan topik material
47
Material 2021 Process to determine material topics
Material Topics
3-2 Daftar topik material
2021 48
List of material topics
PRIVASI PELANGGAN DAN KEAMANAN DATA ▪ CUSTOMER PRIVACY AND DATA SECURITY
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 Management of material topics
80 - 83
Material Topics
2021
GRI 418: 418-1 Pengaduan yang berdasar mengenai
Privasi Pelanggan pelanggaran terhadap privasi pelanggan dan
2016 hilangnya data pelanggan
83
Customer Privacy Substantiated complaints concerning
2016 breaches of customer privacy and losses of
customer data
250 Laporan Keberlanjutan ● Sustainability Report 2025
Page 251
Metrik ESG Bursa Efek Indonesia Lembar Umpan Balik
Indonesia Stock Exchange ESG Metrics Feedback Form
YANG TIDAK DICANTUMKAN
Omission
STANDAR GRI/
SUMBER LAIN PENGUNGKAPAN LOKASI PERSYARATAN
GRI Standard/Other Disclosure Location YANG TIDAK
ALASAN PENJELASAN
Source DICANTUMKAN
Reason Explanation
Requirement(s)
Omitted
EMISI DAN EMISI YANG DIBIAYAI ▪ EMISSIONS AND FINANCED EMISSIONS
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 Management of material topics
64 – 67
Material Topics
2021
GRI 305: 305-1 Emisi GRK langsung (Cakupan-1)
66
Emisi 2016 Direct (Scope-1) GHG emissions
Emissions 2016
305-2 Emisi GRK tidak langsung (Cakupan-2)
66
Energy indirect (Scope-2) GHG emissions
305-4 Intensitas emisi GRK
66
GHG emissions intensity
DAMPAK LINGKUNGAN DARI OPERASIONAL DAN KELUHAN LINGKUNGAN
ENVIRONMENTAL IMPACT OF OPERATION AND ENVIRONMENTAL COMPLAINTS
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 Management of material topics
68 - 76
Material Topics
2021
GRI 303: 303-1 Interaksi dengan air sebagai sumber daya
Air dan Efluen bersama 68
2018 Interactions with water as a shared resource
Water and
303-2 Manajemen dampak yang berkaitan dengan
Effluents 2018
pembuangan air
68
Management of water discharge-related
impacts
303-5 Konsumsi air
71
Water consumption
GRI 306: 306-1 Timbulan limbah dan dampak signifikan
Limbah 2020 terkait limbah
69
Waste 2020 Waste generation and significant waste-relat
ed impacts
306-2 Pengelolaan dampak yang signifikan terkait
limbah
69
Management of significant waste-relate d
impacts
306-3 Timbulan limbah
75
Waste generated
306-4 Limbah yang dialihkan dari pembuangan
akhir 75
Waste diverted from disposal
306-5 Limbah yang diarahkan ke pembuangan
akhir 75
Waste directed to disposal
MASYARAKAT DAN KERELAWANAN ▪ COMMUNITY AND VOLUNTEERING
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 Management of material topics
136 - 169
Material Topics
2021
GRI 413: 413-1 Operasi dengan keterlibatan masyarakat
Masyarakat Lokal lokal, penilaian dampak, dan program
2016 pengembangan
134
Local Operations with local community
Communities engagement, impact assessments, and
2016 development programs
413-2 Operasi dengan dampak negatif aktual
dan potensial yang signifikan terhadap
masyarakat lokal
134
Operations with significant actual and
potential negative impacts on local
communities
2025 Laporan Keberlanjutan ● Sustainability Report 251
Page 252
LAMPIRAN Tentang Laporan Keberlanjutan Daftar Pengungkapan Sesuai POJK-51/2017 Indeks Konten GRI
Appendix About the Sustainability Report List of Disclosures in accordance with POJK-51/2017 GRI Content Index
YANG TIDAK DICANTUMKAN
Omission
STANDAR GRI/
SUMBER LAIN PENGUNGKAPAN LOKASI PERSYARATAN
GRI Standard/Other Disclosure Location YANG TIDAK
ALASAN PENJELASAN
Source DICANTUMKAN
Reason Explanation
Requirement(s)
Omitted
KARYAWAN DAN KESETARAAN KESEMPATAN ▪ EMPLOYEE AND EQUAL OPPORTUNITY
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 Management of material topics
106 - 119
Material Topics
2021
401-1 Perekrutan karyawan baru dan pergantian
karyawan 110 - 113
New employee hires and employee turnover
401-2 Tunjangan yang diberikan kepada karyawan
purnawaktu yang tidak diberikan kepada
karyawan sementara atau paruh waktu
115
Benefits provided to full-time employees
that are not provided to temporary or part-
time employees
401-3 Cuti melahirkan
115 - 116
Parental leave
GRI 405: 405-1 Keberagaman pada badan tata kelola dan
Keanekaragaman karyawan
108 - 109
dan Kesempatan Diversity of governance bodies and
Setara 2016 employees
Diversity
405-2 Rasio gaji pokok dan remunerasi perempuan
and Equal
dibandingkan laki-laki
Opportunity 2016 113
Ratio of basic salary and remuneration of
women to men
GRI 406: Non- 406-1 Insiden diskriminasi dan tindakan perbaikan
diskriminasi 2016 yang dilakukan
Non- Incidents of discrimination and corrective 119
discrimination actions taken
2016
EFISIENSI BAHAN BAKAR DAN PEMANFAATAN ARMADA ▪ ENERGY AND FLEET FUEL ECONOMY & UTILIZATION
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 Management of material topics
60 - 63
Material Topics
2021
GRI 302: 302-1 Konsumsi energi dalam organisasi
62
Energi 2016 Energy consumption within the organization
Energy 2016
302-3 Intensitas energi
62
Energy intensity
PEMAPARAN RISIKO FISIK ▪ PHYSICAL RISK EXPOSURE
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 Management of material topics 199,
Material Topics 231 - 236
2021
PELATIHAN DAN PENDIDIKAN ▪ TRAINING AND EDUCATION
GRI 3: Topik 3-3 Manajemen topik material
Material 2021 Management of material topics
122 - 126
Material Topics
2021
GRI 404: 404-1 Rata-rata jam pelatihan per tahun per
Pelatihan dan karyawan
124
Pendidikan 2016 Average hours of training per year per
Training and employee
Education 2016
404-2 Program untuk meningkatkan keterampilan
karyawan dan program bantuan peralihan
124
Programs for upgrading employee skills and
transition assistance programs
404-3 Persentase karyawan yang menerima
tinjauan rutin terhadap kinerja dan
pengembangan karier 126
Percentage of employees receiving regular
performance and career development reviews
252 Laporan Keberlanjutan ● Sustainability Report 2025
Page 253
Metrik ESG Bursa Efek Indonesia Lembar Umpan Balik
Indonesia Stock Exchange ESG Metrics Feedback Form
METRIK ESG BURSA EFEK INDONESIA
Indonesia Stock Exchange ESG Metrics
KODE NAMA METRIK HALAMAN
Code Metric Name Page
LINGKUNGAN ▪ ENVIRONMENT
Laporan emisi gas rumah kaca
E-01 66
Greenhouse gas emission report
Intensitas emisi gas rumah kaca
E-02 66
Greenhouse gas emission intensity
Konsumsi energi listrik
E-03 62
Electricity consumption
Konsumsi air
E-04 71
Water consumption
Limbah yang dihasilkan
E-05 75
Generated waste
Komitmen perusahaan untuk mencapai Target Net Zero Emission
E-06 58
Company commitment to achieving the Net Zero Emission Target
Komitmen perusahaan untuk mengurangi emisi gas rumah kaca
E-07 65
Company commitment to reduce greenhouse gas emissions
SOSIAL ▪ SOCIAL
Kesetaraan gender
S-01 108
Gender equality
Pegawai berdasarkan gender dan kelompok umur
S-02 120
Employees by gender and age group
Tingkat pergantian pegawai
S-03 113
Employee turnover rate
Jumlah pegawai sementara
S-04 121
Total non-permanent employee
Pelatihan dan pengembangan pegawai
S-05 124
Employee training and development
Jumlah kecelakaan kerja
S-06 131
Total workplace accidents
Kejadian pelanggaran hak asasi manusia
S-07 119
Human rights violation incidents
Kebijakan pelecehan seksual dan/atau non-diskriminasi
S-08 119
Sexual harassment and/or non-discrimination policy
Kebijakan mengenai hak asasi manusia
S-09 119
Human rights policy
Kebijakan pekerja anak dan/atau pekerja paksa
S-10 108
Child labor and/or forced labor policy
Kebijakan mengenai kesehatan dan keselamatan kerja serta lingkungan kerja yang
aman dan layak diberikan kepada seluruh karyawan
S-11 127
Policies regarding occupational health and safety and a safe and decent work
environment are provided to all employees
Tanggung Jawab Sosial Perusahaan
S-12 136
Corporate Social Responsibility
2025 Laporan Keberlanjutan ● Sustainability Report 253
Page 254
LAMPIRAN Tentang Laporan Keberlanjutan Daftar Pengungkapan Sesuai POJK-51/2017 Indeks Konten GRI
Appendix About the Sustainability Report List of Disclosures in accordance with POJK-51/2017 GRI Content Index
KODE NAMA METRIK HALAMAN
Code Metric Name Page
TATA KELOLA ▪ GOVERNANCE
Keberagaman manajemen dan independensi
G-01 177
Management diversity and independence
Total kehadiran Direksi dan Komisaris ke Rapat Dewan
G-02 179
Total attendance of Directors and Commissioners at Board Meetings
Kebijakan pemisahan Chairman of the Board dan CEO
G-03 175
Policy on the separation of Chairman of the Board and CEO
Kebijakan penilaian Dewan Komisaris dan Direksi
G-04 186
Board of Commissioners and Board of Directors assessment policy
Kebijakan pelatihan Dewan Komisaris dan Direksi
G-05 185
Board of Commissioners and Board of Directors training policy
Kriteria khusus pemilihan Dewan
G-06 179
Specific criteria for Board selection
Kode etik dan/atau anti-korupsi
G-07 188
Code of ethics and/or anti-corruption
Kebijakan perlakuan adil terhadap pemegang saham
G-08 176
Policy on fair treatment of shareholders
Pencegahan konflik kepentingan
G-09 190
Conflict of interest prevention
254 Laporan Keberlanjutan ● Sustainability Report 2025
Page 255
Metrik ESG Bursa Efek Indonesia Lembar Umpan Balik
Indonesia Stock Exchange ESG Metrics Feedback Form
LEMBAR UMPAN BALIK [G.2]
Feedback Form
Kami ucapkan terima kasih kepada Bapak/Ibu yang telah We thank you for taking the time to read our sustainability report.
meluangkan waktu untuk membaca laporan keberlanjutan kami. Your feedback is crucial as we continually improve the quality and
Kami terus berupaya meningkatkan kualitas dan relevansi laporan relevance of this report. We value your insights, which will help
ini, sehingga masukan dan saran Bapak/Ibu sangat berarti bagi us create a more informative, transparent, and beneficial report
kami. Pendapat Bapak/Ibu akan membantu kami dalam menyusun for all stakeholders. Please share your thoughts through the
laporan yang lebih informatif, transparan, dan bermanfaat bagi following questions.
seluruh pemangku kepentingan. Kami mengundang Bapak/Ibu
untuk berbagi pandangan melalui beberapa pertanyaan berikut.
Profil Pemangku Kepentingan ▪ Stakeholder Profile
Pemegang Saham ▪ Shareholder Masyarakat ▪ Public Media
Organisasi Masyarakat Sipil (OMS)
Karyawan ▪ Employee Pemerintah ▪ Government
Civil Society Organization (CSO)
Konsumen ▪ Consumer Mitra Kerja ▪ Partner Lainnya ▪ Others
Nama : …………………………………………………………………………………………………………………………………...............................................
Name
Institusi/Perusahaan : …………………………………………………………………………………………………………………………………...............................................
Institution/Company
Telp/HP : …………………………………………………………………………………………………………………………………...............................................
Phone
Pertanyaan ▪ Question
1. Laporan ini memberikan informasi yang bermanfaat Ya/Yes Tidak/No
This report provides useful information
2. Laporan ini mudah dimengerti Ya/Yes Tidak/No
This report is easy to understand
3. Laporan ini telah mendorong saudara untuk berkontribusi dalam keberlanjutan Ya/Yes Tidak/No
This report has encourage you to contribute towards sustainability
Seberapa penting/menarik kinerja di bawah ini ▪ How important/interesting are these performances (Skala/Scale 1-10)
4. Kinerja Ekonomi ▪ Economic Performance
5. Kinerja Sosial ▪ Social Performance
6. Kinerja Lingkungan ▪ Environmental Performance
7. Materi apa yang dirasa perlu ditingkatkan? ▪ Which material do you think needs improvement?
………………………………………………………………………………………………………………………………………....................................................................................
8. Kontribusi apa yang dirasa perlu ditingkatkan Perusahaan? ▪ Which contribution do you think the Company needs to improve?
………………………………………………………………………………………………………………………………………....................................................................................
9. Saran dan masukan lain ▪ Other feedback and suggestion
………………………………………………………………………………………………………………………………………....................................................................................
Terima kasih atas partisipasi Bapak/Ibu. Mohon agar lembar umpan balik ini dikirimkan kembali ke alamat:
Thank you for your participation. Please send this feedback form to:
PT Mitra Pinasthika Mustika Tbk
Menara Karya, 17th Floor, Sekretaris Perusahaan Media Sosial ▪ Social Media
Jl. H. R. Rasuna Said Block X-5 Kav.1-2 Corporate Secretary
corsecmpm@mpm-ho.com mpmworld
Kuningan, South Jakarta 12950, Indonesia
Hubungan Investor @mpmgroup
+62 21 2168 9255 Investor Relations MPM Group
+62 21 2168 9259 ir@mpm-ho.com
MPM Group
www.mpmgroup.co.id Komunikasi Korporat (PT Mitra Pinasthika Mustika Tbk)
Corporate Communication
corcomm@mpm-ho.com @ExperienceMPM
2025 Laporan Keberlanjutan ● Sustainability Report 255
Page 256
PT MITRA PINASTHIKA MUSTIKA TBK Menara Karya, 17th Floor, Jl. H. R. Rasuna Said Block X-5 Kav.1-2 Kuningan, South Jakarta 12950, Indonesia (021) 2168 9255 (021) 2168 9259 www.mpmgroup.co.id
Names mentioned 64 people and organisations named in the text · linked when the evidence is strong
unresolved
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Sambutan
· Direktur Utama
p.2 ×10
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Certification
· President Director
p.4 ×2
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Indonesia Stock Exchange
p.5
unresolved
person
Terbuka Akta Notaris Ny. Rukmasanti Hardjasatya
p.22 ×3
unresolved
org
Menteri Kehakiman No. C
p.22
unresolved
org
Ownership and Legal Form
p.22
unresolved
org
Minister of Justice No. C
p.22
unresolved
org
North Jakarta District Court
p.22
unresolved
org
PT MITRA PINASTHIKA
p.23 ×2
unresolved
org
PT JACCS MPM
p.23
unresolved
org
PT MITRA PINASTHIKA PINASTHIKA MULIA
p.23
unresolved
org
PT PUTRA PERTAMA MULIA
p.23
unresolved
org
PT SURYA ANUGERAH
p.23
unresolved
org
PT ARMADA MAHA
p.23
unresolved
org
PT DAYAKARYA
p.23
unresolved
org
PT BALAI LELANG ASTA NARA JAYA In
p.23
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PT GRAHAMITRA In
p.23
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PT PANDU ALAM
p.23
unresolved
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PT TRI NUR EDWIN SOERYADJAYA
p.23
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SEDAYA TBK
p.23
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org
Private Limited
p.23
unresolved
org
PT Mitra Pinasthika Mulia
p.26
unresolved
org
PT Asuransi Mitra Pelindung Mustika
p.26
unresolved
org
PT Mitra Pinasthika Mustika Rent
p.27
unresolved
org
Kementerian Perhubungan
p.31
unresolved
org
Pemerintah Provinsi Banten Tingkat Provinsi Banten
p.33
unresolved
org
PT Mitra Pinastika Mustika Rent Banten Provincial Government
p.33
unresolved
org
PT Mitra Pinastika Mustika Rent Penghargaan Panitia Pembina
p.33 ×2
unresolved
org
PT Mitra Pinastika Mustika Rent
p.33
unresolved
org
Pemerintah Provinsi Banten Occupational Safety and Health Committee
p.33 ×2
unresolved
org
PT Dayakarya Solusi Sejati
p.33
unresolved
org
PT Dayakarya Solusi Sejati Indonesia Digital Popular Brand
p.33
unresolved
org
PT Astra Honda Motor
p.33 ×3
unresolved
org
PT Astra Honda Motor Penghargaan
p.33
unresolved
org
PT Astra Honda Motor The Best Main Dealer
p.33
unresolved
org
Kementerian Ketenagakerjaan Republik Indonesia Rental Kendaraan
p.34
unresolved
org
Kementerian Ketenagakerjaan Republik Indonesia Provision of Manpower Services
p.34
unresolved
org
Departemen Purchasing.
p.34
unresolved
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Penelitian dan Pengembangan
p.66
unresolved
org
Kementerian ESDM
p.66
unresolved
org
Ministry of Energy and Mineral Resources
p.66 ×2
unresolved
org
Menteri Lingkungan Hidup
p.72
unresolved
org
Minister of Environment
p.72
unresolved
org
Financial Services Authority
p.88
unresolved
org
Tata Kelola Diversity
p.109
unresolved
org
Tata Kelola
p.179 ×4
unresolved
org
Tata Kelola Keberlanjutan
p.182
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person
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· Komisaris
p.187
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