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Strength Beneath,Vision Beyond Tema ‘Strength Beneath, Vision Beyond’ menggambarkan keunggulan inti dan pandangan ke depan yang secara konsisten menjadi ciri khas ABM Investama dalam menghadapi dinamika industri energi. ‘Strength Beneath’ menggambarkan fondasi kokoh yang mendasari kinerja berkelanjutan ABM, khususnya kekuatan yang berasal dari integritas, kompetensi, nilai-nilai, dan semangat kolaboratif di seluruh sektor bisnis. Kekuatan inti ini berfungsi sebagai sumber daya utama yang memastikan stabilitas, ketahanan, dan kapasitas adaptasi berkelanjutan di tengah perubahan. Sementara itu, ‘Vision Beyond’ mencerminkan semangat transformasi dan pertumbuhan jangka panjang ABM, dengan tujuan membangun perusahaan yang tangguh dan siap menghadapi masa depan. Visi ini menginspirasi kami untuk terus berinovasi, mengoptimalkan teknologi, dan mengembangkan solusi energi berkelanjutan yang melampaui batasan saat ini, sekaligus menciptakan nilai jangka panjang bagi seluruh pemangku kepentingan. Secara keseluruhan, makna tema Laporan Keberlanjutan 2025, ‘Strength Beneath, Vision Beyond’, menekankan identitas ABM sebagai perusahaan energi yang berakar pada kekuatan internal yang kokoh, serta terus bergerak maju dengan visi strategis untuk menyediakan energi yang tidak hanya menopang masa kini, tetapi juga membuka jalan menuju masa depan yang berkelanjutan dan bermakna. The theme ‘Strength Beneath, Vision Beyond’ embodies the core strength and forward-looking vision that have consistently characterized ABM Investama in navigating the dynamics of the energy industry. ‘Strength Beneath’ embodies the firm foundation underpinning ABM’s sustainable performance, specifically the strength derived from integrity, competence, values, and a collaborative spirit across all business sectors. This core strength serves as the primary resource that ensures stability, resilience, and the capacity to adapt continuously in the face of change. Meanwhile, ‘Vision Beyond’ embodies ABM’s spirit of transformation and long-term growth, aiming to build a resilient and future-ready company. This vision inspires us to continue innovating, optimizing technology, and developing sustainable energy solutions that go beyond current limitations, creating lasting value for all stakeholders. Overall, the significance of the 2025 sustainability report theme, ‘Strength Beneath, Vision Beyond,’ emphasizes ABM’s identity as an energy company rooted in solid internal strength, while consistently progressing with a strategic vision to deliver energy that not only sustains the present but also paves the way for a sustainable and meaningful future.
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Daftar Isi
Table of Contents
Daftar Isi
Table of Contents
> Tema dan Pendahuluan 03 LINGKUNGAN
Theme and Introduction ENVIRONMENTAL
> Ikhtisar Kinerja Keberlanjutan
Sustainability 04 > Pengelolaan Energi dan Emisi 46
Performance Highlights Energy and Emissions Management
• Konsumsi Energi 49
> Tentang Laporan ini 08 Energy Consumption
About the Report • Emisi GRK 53
GHG Emissions
> Tentang ABM Investama 12
About ABM Investama > Pengelolaan Sumber Daya Alam
dan Lingkungan 62
• Riwayat Perusahaan 13
Management of the Environment
Company Historical Journey
and Natural Resources
• Nilai, Prinsip, Standar, 15
• Konsumsi Air 62
dan Norma Perilaku
Water Usage
Values, Principles, Standards,
• Keanekaragaman hayati 68
and Norms of Behavior
Biodiversity
• Lokasi Operasional 17
• Operasional lingkungan (Limbah) 77
Location of Operations
Environmental Operations (Waste)
• Pasar yang Dilayani 18
Markets Served
• Rantai Pasokan 20
Supply Chain
SOSIAL
• Keanggotaan dalam Asosiasi 22
SOCIAL
Membership of Associations
• Penghargaan dan Sertifikasi 23
Awards and Sertification
> Dukungan Terhadap Karyawan 82
> Joint Message Komisaris Utama Employee Enhancement
dan Direktur Utama 26 • Akuntabilitas dalam Kesehatan
Joint Message from Our President dan Keselamatan Kerja 84
Commissioner and President Director Accountability in Occupational
Health and Safety
> Surat Pernyataan Dewan Komisaris • Keberagaman dan Inklusi dalam 98
dan Direksi Tentang Tanggung Jawab atas Ketenagakerjaan
Laporan Keberlanjutan 2025 Diversity and Inclusion in Employment
PT ABM Investama Tbk. 30 • Anti-Diskriminasi dan Perlindungan 125
Responsibility Statement of The Board of Kelompok Rentan
Commissioners and Board of Directors Anti-Discrimination and Vulnerable
for the Sustainability Report 2025 of Groups Protection
PT ABM Investama Tbk.
> Pemberdayaan Masyarakat 132
> Keberlanjutan Di ABM 32 Community Empowerment
Sustainability at ABM • Pemberdayaan Ekonomi Masyarakat,
Pelestarian Lingkungan, dan Mata
• Visi ABM 2025 33
Pencaharian 132
ABM Vision 2025
Community Economic Empowerment,
• ABM Target Keberlanjutan 34
Environmental Preservation, and Livelihoods
ABM Sustainability Target
• Keterlibatan Pemangku Kepentingan 37
Stakeholder Engagement
• Proses Penilaian Double Materiality 40
Double Materiality Assessment Process
• Matriks Materialitas ABM 2025 42
ABM Materiality Matrix 2025
IV S T R E N GT H B E N E AT H ,
V I S I O N B E YO N D
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> Perubahan Iklim 197
GOVERNANSI DAN EKONOMI Climate Change
GOVERNANCE AND ECONOMY
> Assurance oleh Pihak Ketiga 211
Third Party Assurance Statement
> Pencegahan Benturan Kepentingan 151
Prevention of Conflicts of Interest > Indeks SEOJK 16/2021 Mengenai
Bentuk dan Isi Laporan Tahunan
> Independensi Dewan Direksi Emiten dan Perusahaan Terbuka 216
dan Komisaris 151 Content Index with SEOJK 16/2021
Independence of the Board of Regarding the Form and Content of
Directors and Commissioners Annual Report for Issuers and Public
Listed Companies
> Remunerasi yang Berintegritas 160
Integrity in Remuneration
> Indeks Laporan Terhadap GRI Standard 219
> Peran Aktif Komite ESG GRI Standard Content Reference Index
untuk Mengawasi Implementasi
Keberlanjutan 164
> Indeks Referensi Terhadap NASDAQ
The Active Role of the ESG ESG Reporting Guidelines 227
Committee in Monitoring the Reference Index with NASDAQ ESG
Implementation of Sustainability Reporting Guidelines
> Implementasi Code of Ethics
and Conduct (COEC) 170 > Form Umpan Balik 230
Implementation of the Code of Feedback Form
Ethics and Conduct (COEC)
> Kebijakan Anti-Suap dan Anti-Korupsi 171
Anti-Bribery and Anti-Corruption Policy
EKONOMI
ECONOMY
> Nilai Ekonomi Langsung yang
Dihasilkan dan Didistribusikan 183
Direct Economic Value Generated
and Distributed
> Perbandingan Kinerja Ekonomi 184
Comparison of Economic Performance
> Transparansi Perpajakan 185
Tax Transparency from the Government
> Pencegahan Tindak Anti-Persaingan 189
Prevention of Anti-Competitive
Practices
> Praktik Pengadaan 190
Procurement Practices
> Privasi Data 195
Data Privacy
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Ikhtisar
Highlights
Ikhtisar 2025 [SEOJK B.1][SEOJK B.2][SEOJK B.3]
Highlights 2025
E (environmental)
10.618.329,24 GJ
Konsumsi energi total dalam organisasi
Total energy consumption
within the organization
54.898,56 Ton CO₂eq
Total pengurangan emisi dengan
menggunakan metodologi MSLI 009
pada Sistem Registri Nasional (SRN).
Total Emissions reduction using
the MSLI 009 methodology in the
National Registry System (SRN).
7,5% (230,27 ton)
Limbah B3 yang telah didaur ulang
Hazardous waste that has been recycled
12.167,93 Ton CO₂eq
Total emisi (Cakupan 1 & 2) pada tahun
2025 menunjukkan penurunan
dibandingkan dengan tahun 2024,
sejalan dengan implementasi program
efisiensi energi dan optimalisasi
operasional di anak usaha
Total emissions (Scope 1 & 2) in 2025
are showing a decrease compared to
2024, in line with the implementation
of energy efficiency programs and
operational optimization at subsidiaries
0,000017 Ton CO₂-eq/US$
Rasio Intensitas Emisi
Emission Intensity Ratio
0,0102 GJ/US$
Intensitas Energi dalam Organisasi
Energy Intensity Within
The Organization
39,9%
Konsumsi Energi berasal dari
Sumber daya Energi Terbarukan
Energy Consumption from
Renewable Sources
458,72 Megaliter
Konsumsi Air
Water Consumption
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G (Governance)
Ekonomi
Economic
25%
Persentase jumlah wanita dalam susunan
Dewan Komisaris
Percentage of women in the Board of
Commissioners
96,9%
Keluhan yang telah terselesaikan di tahun 2025
Grievances that have been resolved in 2025
ISO 37001: 2016
ABM telah memperoleh sertifikasi Sistem
Manajemen Anti Penyuapan
ABM has obtained Anti-Bribery Management
System certification
100%
Karyawan ABM telah menandatangani pakta
integritas sesuai dengan Kode Etik dan
Perilaku yang berlaku di Perusahaan, sebagai
pernyataan kepatuhannya terhadap kebijakan
etika & anti-korupsi, sekaligus mendukung
kebijakan Perusahaan.
ABM employees have declared their compliance
with the ethics & anti-corruption policy by
signing an integrity pact in accordance with the
Company’s Code of Ethics and Conduct.
US$ 1.038,17 Juta | Million
Penjualan Bersih
Million Net Sales
US$ 4,25 Juta | Million
Laba Bersih
Net Profit
1.187
Pemasok Lokal
Local Suppliers
US$ 6,33 Juta | Million
Pajak yang Dibayarkan
Taxes Paid
US$ 0,74 Juta | Million
Royalti yang Dibayarkan
Royalties Paid
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Ikhtisar
Highlights
S (social)
Aspek SDM Aspek K3
Human Resources Aspect OHS Aspect
10.463 0,04
Jumlah karyawan Nilai LTIFR pada angka per
Total employee 1.000.000 jam kerja
6,18
LTIFR rate per 1,000,000
worked hours
jam | HOURS
Rata-rata jam 56,23
pelatihan per miliar | billion
karyawan per tahun Jumlah jam kerja aman
Number of training Total safe hours
100%
hours or average per
employee per year
Rp 9,51
Karyawan dan pekerja dari
kontraktor yang bekerja
miliar | billion di dalam area operasional
Biaya pelatihan kami tercakup dalam sistem
karyawan manajemen K3
Employee training Employees and contractor
costs workers working in our
1.771
operational areas are
covered by the OHS
Karyawan baru pada management system
100%
tahun 2025
New employees in
2025 Operasional ABM
telah menerapkan
100% Sistem manajemen K3
Seluruh karyawan berdasarkan SMK3, SMKP
menerima tinjauan dan ISO 45001.
rutin terhadap kinerja Operational ABM
dan pengembangan has implemented an
karier. occupational health and
All employees receive safety management system
regular reviews of in accordance with SMK3,
their performance and SMKP, and ISO 45001.
career development.
0 (nihil)
Jumlah insiden
diskriminasi
sepanjang periode
pelaporan
Number of
discrimination
incidents during the
reporting period
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Aspek Kemasyarakatan
Social Aspect
>40 Orang | People
Jumlah Petani Berpartisipasi dalam Program
Penguatan Rantai Nilai Kopi Aranio
Number of Farmers Participating in Aranio Coffee
Value Chain Program
SROI 3,38
Nilai Pengembalian Sosial atas Investasi
Program Rantai Nilai Kopi Aranio
Social Return on Investment of Aranio Coffee
Value Chain Program
50 Orang | People
Jumlah Penerima Manfaat dalam Program
Peningkatan Gizi & Pencegahan Stunting
Number of Beneficiaries in Nutrition Improvement &
Stunting Prevention Program
SROI 1,43
Nilai Pengembalian Sosial atas Investasi Program
Gizi & Pencegahan Stunting
Social Return on Investment of Nutrition & Stunting
Prevention Program
24 Orang | People
Jumlah Petani Berpartisipasi dalam Klaster
Pertanian Berkelanjutan melalui Biotron
Number of Farmers Participating in Sustainable
Agriculture Cluster through Biotron
16.000 Bibit | Seedlings
Jumlah Mangrove Ditanam dalam Program
Restorasi Ekosistem Pesisir
Number of Mangroves Planted in Coastal
Ecosystem Restoration Program
Rp 260,10 Juta | Million
Total Investasi Program Rehabilitasi Mangrove
Total Investment in Mangrove Rehabilitation Program
RP 5,11 miliar | Billion
Realisasi Dana Pemberdayaan Masyarakat
Realization of Community Empowerment Fund
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Tentang Laporan ini
About This Report
Tentang Laporan ini
About This Report
Sebagai perusahaan yang terus berkembang dan As a company that continually expands and adapts
beradaptasi dengan tuntutan keberlanjutan, ABM to sustainability requirements, ABM has prepared
menyusun Laporan Keberlanjutan ini untuk berbagi this Sustainability Report to detail our progress,
perjalanan, pencapaian, dan area yang masih perlu achievements, and areas that require further
diperkuat dalam pengelolaan aspek lingkungan, sosial, strengthening in environmental, social, and governance
dan tata kelola. Laporan ini diterbitkan setiap tahun management. This report is issued annually as a
secara terpisah dari Laporan Tahunan Perusahaan. separate document from the Company’s Annual Report.
Kinerja dan data keberlanjutan yang kami sajikan The sustainability performance and data presented here
juga merupakan pemenuhan kewajiban regulasi also help fulfill regulatory requirements in accordance
sesuai Peraturan OJK Nomor 51 Tahun 2017 tentang with OJK Regulation No. 51/2017 concerning the
Penerapan Keuangan Berkelanjutan bagi Lembaga Implementation of Sustainable Finance for Financial
Jasa Keuangan, Emiten, dan Perusahaan Publik. [NDAQ Service Institutions, Issuers, and Public Companies.
G8.1][NDAQ G8.2] [NDAQ G8.1][NDAQ G8.2]
Dalam proses penyusunannya, kami menggunakan During its preparation, we used various sustainability
berbagai standar pelaporan keberlanjutan yang reporting standards recognized both nationally and
diakui secara nasional maupun internasional, serta internationally, while also considering ESG assessment
mempertimbangkan kriteria penilaian ESG seperti criteria such as MSCI, Sustainalytics, and Nasdaq. This
MSCI, Sustainalytics, dan Nasdaq. Pendekatan ini methodology enables us to maintain consistency in data
membantu kami menjaga konsistensi penyampaian presentation and ensures that the reported information
data sekaligus memastikan bahwa pelaporan yang serves as a credible reference for investors, business
disajikan dapat digunakan sebagai rujukan yang partners, and other stakeholders. [NDAQ G9.1]
kredibel bagi investor, mitra bisnis, maupun pihak
lainnya. [NDAQ G9.1]
8 S T R E N GT H B E N E AT H ,
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Laporan ini juga mencerminkan kerangka strategis This report also reflects our strategic sustainability
keberlanjutan kami melalui ABM Sustainability Target, framework through ABM Sustainability Target, which
yang memuat fokus area dan target dalam berbagai aspek, includes focus areas and targets across various
mulai dari operasional, lingkungan, sosial, hingga tata aspects, from operations and environment to social and
kelola. Setiap fokus dan target tersebut telah diselaraskan governance. Each focus and target has been aligned
dengan Tujuan Pembangunan Berkelanjutan (SDGs) yang with relevant Sustainable Development Goals (SDGs).
relevan. Perkembangan dan kontribusi kami terhadap Our progress and contributions toward these SDGs are
SDGs dipaparkan secara berkala di dalam laporan ini, periodically documented within this report, and more
dan informasi lebih rinci mengenai pemetaannya dapat comprehensive information regarding the mapping is
ditemukan pada halaman 36. [NDAQ G9.2][NDAQ G9.3] available on page 36. [NDAQ G9.2][NDAQ G9.3]
GRI 2-3 Periode Pelaporan
1 Januari 2025 – 31 Desember 2025
Reporting Period
Siklus Pelaporan Tahunan
Reporting Cycle Annual
Tanggal Terbit Laporan
Keberlanjutan Periode Sebelumnya Submit ke OJK dan rilis website pada tanggal 18 April 2025
Date of Publication of The Previous Submit to OJK and release the website on April 18, 2025
Period's Sustainability Report
Standar Acuan Pelaporan Dalam penyusunan Laporan Keberlanjutan ini, ABM merujuk pada beberapa
Reporting Standard Frameworks standar dan pedoman yang berlaku, yaitu:
• Peraturan Otoritas Jasa Keuangan (POJK) No. 51/POJK.03/2017
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan,
Emiten, dan Perusahaan Publik.
• Global Reporting Initiative (GRI) Standards 2021 – In Accordance with GRI
Standards
Dimana Laporan ini disusun berdasarkan in accordance with GRI Standards
dan tidak terdapat standar sektor yang sepenuhnya relevan bagi model
bisnis holding investasi ABM. Namun, ABM mengacu pada GRI (GRI 12) untuk
pengungkapan pada salah satu sektor bisnis utama.
• Nasdaq ESG Reporting Guidance 2.0 (2019)
sebagai acuan tambahan yang digunakan oleh lembaga sustainability
performance rating seperti MSCI, Sustainalytics, dan Bumi Global Karbon
(BGK) dalam pengembangan metodologi penilaiannya.
• Standar Pengungkapan Keberlanjutan IFRS 2 - Pengungkapan Terkait
Iklim.
laporan ini juga diselaraskan dengan IFRS S2 untuk meningkatkan
transparansi pengungkapan keuangan terkait iklim.
In preparing this Sustainability Report, ABM refers to several applicable
standards and guidelines, namely:
• Financial Services Authority Regulation (POJK) No. 51/POJK.03/2017
on the Implementation of Sustainable Finance for Financial Services
Institutions, Issuers, and Public Companies.
• Global Reporting Initiative (GRI) Standards 2021 – In Accordance with GRI
Standards
This report has been prepared in accordance with GRI Standards and there
are no sector standards that are fully relevant to ABM's investment holding
business model. However, ABM refers to the GRI Sector Standard: Coal (GRI
12) for disclosures on one of its main business sectors.
• Nasdaq ESG Reporting Guidance 2.0 (2019)
as an additional reference used by sustainability performance rating agencies
such as MSCI, Sustainalytics, and Bumi Global Karbon (BGK) in developing
their assessment methodologies.
• IFRS Sustainability Disclosure Standard 2 - Climate-Related Disclosures
The report is also aligned with IFRS S2 to enhance transparency in climate-
related financial disclosures.
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Tentang Laporan ini
About This Report
Entitas yang Termasuk dalam Laporan Entities Included in the Consolidated
Keuangan Konsolidasi [GRI 2-2][GRI 2-6] Financial Statements [GRI 2-2][GRI 2-6]
Laporan Keberlanjutan 2025 ini menyajikan data This 2025 Sustainability Report presents the
keuangan konsolidasi Grup ABM sebagaimana consolidated financial data of the ABM Group as
tercantum dalam Laporan Keuangan yang telah diaudit, reported in the audited Financial Statements, reflecting
sehingga mencerminkan kinerja keuangan Perusahaan the company’s overall financial performance. For
secara keseluruhan. Untuk data kinerja lingkungan, environmental, social, and Occupational Health
sosial, serta Kesehatan dan Keselamatan Kerja (K3) and Safety (OHS) data for 2025, the collection and
tahun 2025, metode pengumpulan dan konsolidasi consolidation methods remain consistent with the
tetap konsisten dengan tahun sebelumnya. previous years.
Cakupan pelaporan termasuk entitas anak pada sektor The reporting scope covers subsidiaries in the coal
pertambangan batu bara melalui Mining Value Chain mining sector through the Mining Value Chain (MVC)
(MVC) serta sektor Logistik, Jasa Rekayasa, dan as well as the Logistics, Engineering Services, and New
Pengembangan Bisnis Baru (LENB). Business Development (LENB) sectors.
Pada tahun 2025, PT Nirmala Coal Nusantara (NCN) In 2025, PT Nirmala Coal Nusantara (NCN) and PT
dan PT Piranti Jaya Utama (PJU) bergabung sebagai Piranti Jaya Utama (PJU) became part of the ABM Group
entitas baru dalam Grup ABM. Hingga akhir periode as new entities. By the end of the reporting period, the
pelaporan, proses akuisisi kedua entitas tersebut acquisition process for both entities was in the process
masih berada pada tahap penyelesaian aspek legal of completing legal and administrative requirements.
dan administratif. Oleh karena itu, keduanya belum Therefore, there has been no significant operational
memberikan dampak operasional yang signifikan impact on performance or sustainability under ABM
terhadap kinerja maupun pengelolaan keberlanjutan management in the current reporting year.
di bawah manajemen ABM pada tahun pelaporan ini.
Konsistensi metodologi ini memastikan perbandingan This consistency in methodology ensures comparability
data dari tahun ke tahun dan memberikan gambaran of data year over year and provides a clearer view of
yang lebih jelas mengenai kemajuan keberlanjutan di sustainability progress across the ABM Group.
seluruh Grup ABM.
Cakupan Kinerja Lingkungan, Sosial, dan K3
Scope of Environmental, Social, and OHS Performance
Sektor Perusahaan
Sector Company
Pertambangan Batu Bara PT Reswara Minergi Hartama (RWA), PT Tunas Inti Abadi (TIA),
(Mining Value Chain/MVC) PT Cipta Kridatama (CK)*, PT Prima Wiguna Parama (PWP);
Coal Mining (Mining Value Chain) PT Nirmala Coal Nusantara (NCN)**; PT PIRANTI Jaya Utama (PJU)**
Logistik, Jasa Rekayasa, dan
PT Sanggar Sarana Baja (SSB); PT Cipta Krida Bahari (CKB);
Pengembangan Bisnis Baru
PT Alfa Trans Raya (ATR)**; PT Baruna Dirga Dharma (BDD)**;
(Logistics, Engineering,
PT Dianta Daya Embara (DDE)**; PT Pelabuhan Buana Reja (PBR)**;
New Business/LENB)
PT Nagata Dinamika (ND); PT Anzara Janitra Nusantara (AJN)
Logistics, Engineering, New Business (LENB)
Catatan | Note:
* Sesuai prinsip GHG Accounting, laporan CK hanya mencakup kinerja lingkungan, sosial, serta K3 pada konsesi yang dimiliki dan dikendalikan oleh Grup ABM. Aspek
terkait dari konsesi milik pihak lain yang dikelola CK akan dimasukkan ke laporan pemilik konsesi.
In accordance with GHG accounting principles, CK’s report only covers environmental, social, and occupational health and safety performance in concessions owned
and controlled by the ABM Group. Aspects of concessions owned by other parties and managed by CK will be included in the concession owner’s report.
** PT Nirmala Coal Nusantara (NCN) dan PT PIRANTI Jaya Utama (PJU) merupakan entitas anak dari PT Reswara Minergi Hartama (RWA). PT Alfa Trans Raya (ATR), PT
Baruna Dirga Dharma (BDD), PT Dianta Daya Embara (DDE) dan PT Pelabuhan Buana Reja (PBR) merupakan entitas anak dari PT Cipta Krida Bahari (CKB)
PT Nirmala Coal Nusantara (NCN) and PT PIRANTI Jaya Utama (PJU) are subsidiaries of PT Reswara Minergi Hartama (RWA). PT Alfa Trans Raya (ATR), PT Baruna
Dirga Dharma (BDD), PT Dianta Daya Embara (DDE) and PT Pelabuhan Buana Reja (PBR) are subsidiaries of PT Cipta Krida Bahari (CKB).
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Pernyataan Kembali Informasi [SEOJK C.6][GRI 2-4] Restatement of Information [SEOJK C.6][GRI 2-4]
Terdapat pernyataan ulang, khususnya pada data For data and information disclosed in the previous report,
limbah B3, limbah non-B3, dan konsumsi energi. a restatement has been made, particularly concerning
Penyesuaian ini dilakukan sebagai dampak perubahan hazardous waste, non-hazardous waste, and energy
satuan pelaporan dari kiloliter menjadi liter, serta consumption data. This adjustment was carried out due
penyempurnaan metode pengumpulan dan pencatatan to a change in the reporting unit from kiloliters to liters,
data guna meningkatkan akurasi dan konsistensi as well as improvements in data collection and recording
pelaporan. Pernyataan ini disampaikan sebagai bagian methodologies to enhance the accuracy and consistency
dari komitmen ABM dalam menjaga transparansi, of reporting. This statement is presented as part of ABM’s
konsistensi, dan akurasi pelaporan sesuai ketentuan commitment to maintaining transparency, consistency,
pelaporan keberlanjutan yang berlaku. and accuracy in reporting in accordance with applicable
sustainability reporting requirements.
Assurance oleh Pihak Eksternal [NDAQ G10.1] [SEOJK G.1] [GRI 2-5] External Assurance [NDAQ G10.1] [SEOJK G.1] [GRI 2-5]
Perusahaan menunjuk TUV Rheinland Indonesia The company appointed TUV Rheinland Indonesia
sebagai pihak independen untuk melaksanakan as an independent party to conduct assurance on
assurance atas Laporan Keberlanjutan ini, dengan this Sustainability Report, focusing on verifying the
fokus pada verifikasi konten laporan, khususnya terkait report’s content, especially regarding material topics.
topik material. Penunjukan pihak ketiga ini dilakukan This third-party appointment was made to ensure that
untuk memastikan proses assurance berlangsung the assurance process was conducted objectively
secara objektif dan bebas dari konflik kepentingan. and free from conflicts of interest. TUV Rheinland
TUV Rheinland Indonesia tidak memiliki hubungan Indonesia has no business relationship with ABM,
bisnis dengan ABM, sehingga independensinya ensuring its independence. Throughout the process,
terjamin. Sepanjang proses, Top Management, top management, management, and data contributors
manajemen, dan kontributor data berperan aktif dalam actively provided the necessary information and
penyediaan informasi dan klarifikasi yang diperlukan. clarifications.
Kegiatan assurance dilakukan mengacu pada standar The assurance activities were conducted according
AA1000AS v3 (2020) dengan tingkat moderate to the AA1000AS v3 (2020) standard with a moderate
assurance, serta menerapkan prinsip AA1000AP (2018) assurance level. They also followed the AA1000AP
yang mencakup inklusivitas, materialitas, responsivitas, (2018) principles, which include inclusivity, materiality,
dan dampak. Pernyataan assurance lengkap dapat responsiveness, and impact. The full assurance
ditemukan pada halaman 211 laporan ini. statement can be found on page 211 of this report.
Aksesibilitas dan Umpan Balik [SEOJK G.3] [GRI 2-3] Accessibility and Feedback [SEOJK G.3] [GRI 2-3]
Sampai akhir tahun 2025, ABM belum menerima As of the end of 2025, ABM has not received any
umpan balik mengenai Laporan Keberlanjutan 2024. feedback on the 2024 Sustainability Report. Moving
Kedepannya, kami akan terus berupaya meningkatkan forward, we will persist in our efforts to enhance the
kualitas penyampaian informasi agar semakin relevan quality of information delivery to ensure it is more
dan mudah dipahami. Kami juga mendorong partisipasi pertinent and comprehensible. Additionally, we invite
pemangku kepentingan melalui saran, masukan, maupun stakeholders to participate by providing suggestions,
tanggapan terkait laporan ini. Umpan balik dapat input, and responses regarding this report. Feedback
disampaikan melalui lembar yang tersedia di bagian can be submitted using the form available at the end of
akhir laporan, yang selanjutnya dapat dikirimkan ke: the report, which can then be sent to:
PT ABM Investama Tbk
Gedung TMT 1 Lantai 18 , Suite 1802
Jl. Cilandak KKO no. 1
Jakarta 12560, Indonesia
+62 21 29976767
www.abm-investama.com
corporate.secretary@abm-investama.co.id
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Tentang ABM Investama
About ABM Investama
Tentang ABM Investama
About ABM Investama
ABM juga berkomitmen untuk mengintegrasikan prinsip
Environmental, Social, and Governance (ESG) ke dalam strategi
bisnis guna memastikan pertumbuhan yang berkelanjutan dan
bertanggung jawab.
ABM is also committed to integrating Environmental, Social, and Governance (ESG)
principles into its business strategy to ensure sustainable and responsible growth.
PT ABM Investama Tbk. (ABM), sebagai bagian dari PT PT ABM Investama Tbk. (ABM), As part of PT Tiara
Tiara Marga Trakindo, beraspirasi menjadi perusahaan Marga Trakindo, it strives to become a leading strategic
investasi strategis terkemuka dalam ekosistem investment company in the integrated mining ecosystem.
pertambangan terintegrasi. ABM mengelola rantai nilai ABM manages the entire mining value chain, covering
pertambangan secara menyeluruh, mencakup sumber resources, services, infrastructure, logistics, and
daya, layanan, infrastruktur, logistik, dan jasa rekayasa engineering services to ensure the effective fulfillment
untuk memastikan pemenuhan kebutuhan rantai pasok of its partners’ supply chain needs.
mitra secara efektif.
Melalui model bisnis terintegrasi, ABM memperkuat Through an integrated business model, ABM strengthens
sinergi antarunit usaha guna meningkatkan efisiensi synergies between business units to improve operational
operasional dan kualitas layanan bagi pemangku efficiency and service quality for stakeholders.
kepentingan.
Berlandaskan filosofi Empowering Energy, ABM Based on the Empowering Energy philosophy, ABM
menerapkan tata kelola perusahaan yang baik dan prinsip implements good corporate governance and sustainability
keberlanjutan sebagai fondasi dalam menyediakan principles as the foundation for providing energy that
energi yang mendukung kesejahteraan masyarakat dan supports community welfare and sustainable progress.
kemajuan berkelanjutan.
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Riwayat Perusahaan
Company Historical Journey
2025
Pada tahun 2025, PT ABM Investama Tbk. memperkuat In 2025, PT ABM Investama Tbk. strengthened the
fondasi keberlanjutan dan ketahanan bisnisnya melalui foundation of its sustainability and business resilience
langkah strategis berupa akuisisi PT Piranti Jaya Utama through a strategic move by acquiring PT Piranti Jaya
(PJU) melalui entitas anak PT Reswara Minergi Hartama, Utama (PJU) through its subsidiary PT Reswara Minergi
yang ditandai dengan penandatanganan Perjanjian Hartama, marked by the signing of a Conditional Share
Pengikatan Jual Beli Saham (PPJB) pada Maret 2025. Purchase Agreement (PPJB) in March 2025. This
Akuisisi ini merupakan bagian dari upaya Perseroan dalam acquisition is part of the Company’s efforts to strengthen
memperkuat pengelolaan aset pertambangan secara integrated mining asset management and improve
terintegrasi, sekaligus meningkatkan kendali terhadap control over the implementation of responsible mining
penerapan praktik pertambangan yang bertanggung practices and more consistent environmental impact
jawab dan pengelolaan dampak lingkungan secara lebih management. In line with the Company’s Environmental,
konsisten. Sejalan dengan strategi Environmental, Social, Social, and Governance (ESG) strategy, the Company
and Governance (ESG), Perseroan berkomitmen untuk is committed to integrating occupational safety and
mengintegrasikan standar keselamatan dan kesehatan health standards, environmental management, and
kerja, pengelolaan lingkungan, serta keterlibatan local stakeholder engagement into the development of
pemangku kepentingan lokal dalam pengembangan aset these new assets to support the creation of sustainable
baru tersebut, guna mendukung penciptaan nilai jangka long-term value and contribute to the Sustainable
panjang yang berkelanjutan dan kontribusi terhadap Development Goals (SDGs).
Tujuan Pembangunan Berkelanjutan (SDGs).
2024
ABM menandatangani fasilitas kredit sebesar USD395 ABM signed a USD395 million credit facility with PT
juta dengan PT Bank Mandiri (Persero) Tbk, dengan Bank Mandiri (Persero) Tbk, with a competitive interest
interest rate yang kompetitif untuk dipergunakan rate for refinancing and reprofiling several credit
dalam melakukan refinance dan reprofiling beberapa facilities with higher interest rates, including Global
fasilitas kredit yang memiliki interest rate lebih tinggi, Bonds (Senior Notes). In addition, ABM through PT
termasuk Global Bond (Surat Utang Senior). Selain itu Nagata Dinamika Hidro Pongko (NDHP), a subsidiary of
ABM melalui PT Nagata Dinamika Hidro Pongko (NDHP) Reswara, acquired PT Nirmala Coal Nusantara which
yang merupakan anak usaha Reswara, mengakuisisi PT owns coal mines in Sumatra. ABM officially liquidated
Nirmala Coal Nusantara yang memiliki tambang batu SSB Sammitr Distribution (SSD, a subsidiary under PT
bara di wilayah Sumatera. ABM resmi melikuidasi SSB Sanggar Sarana Baja (SSB), which was established
Sammitr Distribution (SSD), entitas anak yang berada in 2017 and engaged in trading and the leading
di bawah naungan PT Sanggar Sarana Baja (SSB), merchandise distributor.
yang didirikan pada tahun 2017 dan bergerak di bidang
perdagangan dan distributor utama barang dagangan.
Catatan: untuk riwayat perusahaan sebelumnya dapat dilihat di https://www.abm-investama.com/menu/12/historical-journey
Note: for the historical company history, it can be seen at https://www.abm-investama.com/menu/12/historical-journey
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Tentang ABM Investama
About ABM Investama
Detail Organisasi [GRI 2-1]
Organizational Details
Nama Organisasi
PT ABM Investama Tbk.
Name of the organization
Tanggal Pendirian Date of Establishment
1 Juni 2006 June 1, 2006
Dasar Hukum Pembentukan Legal Basis of Establishment
• Akta Notaris Asih Wahyuni Martaningrum, SH • Deed of Notary Asih Wahyuni Martaningrum,
No. 01 tanggal 1 Juni 2006, dengan nama PT SH No. 01 dated June 1, 2006, under the
Adiratna Bani Makmur, yang telah disahkan name of PT Adiratna Bani Makmur, as ratified
oleh Menteri Hukum dan Hak Asasi Manusia by the Republic of Indonesia Minister of Law
Republik Indonesia melalui Surat Keputusan and Human Rights Decree No. C-22790.
No. C-22790.HT.01.01.TH.2006 tanggal 3 HT.01.01.TH.2006 dated August 3, 2006.
Agustus 2006.
• Akta Notaris Dwi Yulianti, SH No. 5 tanggal • Deed of Notary Dwi Yulianti, SH No. 5
31 Agustus 2009, tentang perubahan nama dated August 31, 2009 on the Change of
Perusahaan dari PT Adiratna Bani Makmur the Company Name from PT Adiratna Bani
menjadi PT ABM Investama yang telah Makmur to PT ABM Investama, as approved
disetujui oleh Menteri Hukum dan Hak Asasi by the Republic of Indonesia Minister of Law
Manusia Republik Indonesia melalui Surat and Human Rights Decree No. AHU50239.
Keputusan No. AHU-50239.AH.01.02. Tahun AH.01.02. Tahun 2009 dated October 16,
2009 tanggal 16 Oktober 2009. 2009.
• Akta Notaris Jose Dima Satria, SH, MKn, • Deed of Notary Jose Dima Satria, SH, MKn,
NO. 146 tanggal 18 Juni 2020 mengenai No 146 dated June 18, 2020 on the Change
Kepemilikan dan pergantian Direksi Perseroan. Perubahan of Company’s Board of Directors. The change
Bentuk Hukum tersebut telah diberitahukan kepada has been notified to the Republic of Indonesia
[SEOJK C.3] Menteri Hukum dan Hak Asasi Manusia Minister of Law and Human Rights Decree
Republik Indonesia melalui Surat No. AHU- No. AHU-01.03-0271040 dated July 2, 2020.
Ownership and
AH.01.03-0271040 tanggal 2 Juli 2020.
Legal Form
Bentuk Legal dan Kepemilikan Saham Legal Status and Share Ownership
• Perusahaan berbentuk Perusahaan • Limited Liability Company.
Terbatas Terbuka.
• Pencatatan Saham di Bursa Efek Indonesia • Shares listed on the Indonesia Stock
pada: 6 Desember 2011. Exchange on December 6, 2011.
• Kode Saham: ABMM • Stock Code: ABMM
• Pemegang Saham: • Shareholders:
• PT Tiara Marga Trakindo: 53,559% • PT Tiara Marga Trakindo : 53,559%
• Valle Verde Pte Ltd: 25,511% • Valle Verde Pte Ltd : 25,511%
• Rachmat Mulyana Hamami: 0,222% • Rachmat Mulyana Hamami : 0.222%
(Komisaris Utama) (President Commissioner)
• Achmad Ananda Djajanegara: 0,047% • Achmad Ananda Djajanegara : 0.047%
(Direktur Utama) (President Director)
• Mivida Hamami: 0,005% • Mivida Hamami : 0.005%
(Komisaris) (Commissioner)
• Masyarakat Umum dan Karyawan*: • General Public and Employees*:
20,656% 20.656%
Informasi lebih rinci mengenai kepemilikan More detailed information on share ownership
saham dapat dilihat pada Laporan Tahunan PT can be found in the 2025 Annual Report of PT
ABM Investama Tbk. tahun 2025. ABM Investama Tbk.
Gedung TMT 1, 18th Floor, Suite 1802
Jl. Cilandak KKO No. 1
Lokasi
Jakarta, 12560, Indonesia
Kantor Pusat [SEOJK C.2]
(+62 21) 2997 6767
Location of
(+62 21) 2997 6768
Headquarters
corporate.secretary@abm-investama.co.id
www.abm-investama.com
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Nilai, Prinsip, Standar, dan Norma Perilaku [SEOJK C.1][GRI 2-23]
Values, Principles, Standards, and Norms of Behavior
Visi dan Misi Visi | Vision
Vision & Mission Untuk menjadi perusahaan investasi To be the leading investment
terkemuka dengan melakukan berbagai company with strategic investments
investasi strategis di bidang sumber daya in energy resources, services, and
energi, jasa energi, dan infrastruktur energi. infrastructure.
Misi | Mission
• Secara terus menerus menciptakan • To create meaningful and
lapangan kerja yang layak dan challenging job opportunities for as
berkualitas bagi sebanyak mungkin many Indonesians as possible.
rakyat Indonesia.
• Selalu memastikan pertumbuhan • To ensure sustainable and
bisnis yang berkelanjutan dan profitable growth that maximizes
menguntungkan, serta memaksimalkan shareholder value.
nilai bagi pemegang saham.
• Senantiasa menyediakan solusi- • To provide value-added solutions
solusi bernilai tambah yang akan that will optimize customer
mengoptimalkan kepuasan pelanggan. satisfaction.
• Secara aktif terlibat dalam masyarakat • To actively engage within communities
sebagai warga korporat yang baik. as a good corporate citizen.
Nilai Perusahaan | Core Value
• Integritas • Integrity
Kami senantiasa menerapkan standar We enforce the highest ethical and
etika dan moral tertinggi dengan selalu moral standards, demonstrating
mengedepankan asas kejujuran dan honesty and fairness in all activities.
keadilan dalam setiap kegiatan.
• Pengembangan Berkelanjutan • Continuous Development
Kami bertekad untuk senantiasa We are committed to continuously
mengembangkan perusahaan kami developing both our companies and
beserta sumber daya manusianya. employees.
• Keunggulan • Excellence
Kami terus berupaya mencapai standar We continuously strive to achieve the
kinerja tertinggi. highest standard of results.
• Proaktif • Proactive
Kami terus mencari dan mengadopsi We pursue and adopt new techniques
teknik dan pendekatan baru untuk and approaches to improve our
meningkatkan mutu bisnis kami. business quality.
• Tanggung Jawab • Accountability
Kami bertanggung jawab kepada seluruh We assume responsibility to stakeholders
pemangku kepentingan atas segala for all the decisions and actions taken.
keputusan dan tindakan yang kami ambil.
• Kerja Sama Kelompok • Teamwork
Kami mendorong dan mendukung We promote and support a multicultural
keanekaragaman tenaga kerja workforce, based on trust and respect,
berdasarkan asas saling percaya dan achieving goals by communicating
menghormati, serta komunikasi yang baik appropriately.
dalam mencapai semua tujuan yang telah
dicanangkan.
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Tentang ABM Investama
About ABM Investama
Sifat Kepemimpinan | Leadership Traits
• Kompeten • Competent
Menunjukkan kompetensi kepemimpinan dalam Display leadership competence in making correct
mengambil keputusan yang tepat. decisions.
• Berwawasan ke Depan • Visionary
Dapat menetapkan tujuan secara menyeluruh, memiliki Set encompassing goals, have a well-communicated
visi yang dapat dikomunikasikan dengan baik sehingga vision that all members of the organization would
dipahami dan diinternalisasi oleh seluruh anggota take into ownership, envision how to succeed and
organisasi, mempunyai gambaran bagaimana cara establish priorities based on the company’s core
untuk meraih keberhasilan dan menetapkan prioritas values.
berdasarkan nilai-nilai inti perusahaan.
• Menginspirasi • Inspiring
Memperlihatkan kepercayaan diri dalam semua Exhibit confidence in all interactions, take charge,
interaksi, memegang kendali, memiliki daya tahan, demonstrate endurance, communicate, inspire, and
senantiasa berkomunikasi, memberi inspirasi, dan empower others to achieve new heights.
memberdayakan karyawan untuk terus berprestasi.
• Mengaktualisasi Diri • Self-actualizing
Terus mengembangkan potensi diri dan mencari Develop self-potential and seek new challenges.
tantangan baru.
• Jujur dan Rendah Hati • Honest and Humble
Selalu bersikap tulus, rendah hati, dapat diandalkan, Be sincere, modest, reliable, and straightforward in
dan jujur dalam menjaga kepercayaan. maintaining trustworthiness.
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Lokasi Operasional [SEOJK C.3] Location of Operations [SEOJK C.3]
Semua operasi dan kegiatan usaha ABM dilakukan di All of ABM’s operations and business activities are
Indonesia, tanpa adanya kegiatan operasional atau conducted in Indonesia, with no overseas operations or
ekspansi bisnis di luar negeri. business expansion.
KALIMANTAN
UTARA SULAWESI
UTARA
KALIMANTAN
TIMUR
SULAWESI
KALIMANTAN SELATAN PAPUA
TENGAH BARAT
KALIMANTAN
SELATAN
ACEH KEPULAUAN
RIAU
KALIMANTAN
BARAT
RIAU
JAMBI
SUMATERA
UTARA
CK
Lokasi Kontrak
NTB Pertambangan
Contract
Mining Project
JAWA Sites
TIMUR
RESWARA
SUMATERA JAWA BALI Lokasi Konsesi
BARAT BARAT Pertambangan
Mining Concession
Sites
BENGKULU
SSB PWP
JAKARTA Workshop Jasa Lokasi Distribusi
SUMATERA Rekayasa Bahan Bakar
SELATAN Engineering Services Fuel Distribution
Workshop Location
TANGERANG CKB ND & AJN
Kantor Logistik Energi Baru
BANTEN
Terintegrasi dan Terbarukan
Integrated Logistic Biogas
Offices Renewable Energy
and Biofuels
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Tentang ABM Investama
About ABM Investama
Pasar yang Dilayani [GRI 2-1][SEOJK C.4]
Markets Served
ABM memasarkan produk portofolio pertambangannya ABM markets its mining portfolio products to power
kepada perusahaan pembangkit listrik di pasar generation companies in domestic and international
domestik maupun internasional, termasuk Tiongkok, markets, including China, Thailand, Vietnam, and
Thailand, Vietnam, dan Filipina. Di tingkat nasional, the Philippines. At the national level, ABM also offers
ABM juga menawarkan layanan lengkap, seperti jasa comprehensive services, including mining contracting,
kontraktor pertambangan, logistik, rekayasa, pasokan logistics, engineering, fuel supply, and electrical power.
bahan bakar, dan energi listrik. Semua layanan ini All of these services are designed to meet the needs of
dirancang untuk memenuhi kebutuhan industri di industries in various regions of Indonesia.
berbagai wilayah Indonesia.
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Kegiatan, Merek, Produk, dan Jasa [SEOJK C.4]
Activities, Brands, Products, and Services
• Perencanaan dan perancangan strategi • Planning and designing business
pengembangan manajemen bisnis. management development strategies.
Layanan Konsultasi
• Cakupan sektor: energi, pertambangan, • Sector coverage: energy, mining,
Manajemen Bisnis
rekayasa teknik, minyak dan gas, panas bumi, engineering, oil and gas, geothermal, and
Business Management
dan sumber daya energi lainnya. other energy resources.
Consulting Services
• Tidak mencakup layanan hukum dan • Does not include legal and taxation
perpajakan. services.
• Penyewaan ruang perkantoran dan properti • Leasing of office space and residential
Layanan Penyewaan hunian. property.
Rental Services • Penyewaan peralatan berat untuk sektor • Leasing of heavy equipment for the
pertambangan dan industri terkait mining and related industries
Komitmen terhadap Kualitas Produk Commitment to Product Quality
dan Pelanggan [SEOJK F.17][SEOJK F.29][SEOJK F.30] and Customers [SEOJK F.17][SEOJK F.29][SEOJK F.30]
ABM memasarkan produk secara massal tanpa ABM markets its products on a bulk scale without
mencantumkan merek tertentu, dan hingga saat ini specifying any particular brand, and to date has
tidak memiliki riwayat penarikan produk. Seluruh anak no history of product recalls. All subsidiaries have
perusahaan menerapkan standar layanan profesional, implemented professional service standards, respect
menghormati setiap pelanggan tanpa diskriminasi, dan every customer without discrimination, and ensure
memastikan bahwa produk serta layanan memenuhi that products and services meet applicable quality
standar kualitas yang berlaku. standards.
Untuk memastikan kualitas layanan, ABM menyediakan To ensure service quality, ABM provides a customer
saluran pengaduan pelanggan yang dikelola secara complaint channel that is managed in a responsive
responsif dan transparan. Selain itu, setiap anak and transparent manner. In addition, each subsidiary
perusahaan secara rutin melakukan survei kepuasan regularly conducts customer satisfaction surveys
pelanggan dengan metode yang disesuaikan dengan tailored to the characteristics of its products and
karakteristik produk dan layanan masing-masing. services.
Melalui pendekatan tersebut, ABM menempatkan kepuasan Through this approach, ABM prioritizes customer
pelanggan sebagai prioritas utama dan berkomitmen untuk satisfaction and is committed to continuously improving
meningkatkan layanan secara berkelanjutan. its services.
Skala Organisasi [SEOJK C.3][GRI 2-1][GRI 2-6]
Scale of the Organization
Keterangan Satuan
2023 2024 2025
Descriptions Unit
Jumlah Karyawan (tetap dan kontrak) Orang
11.195 11.779 10.463
Number of Employees (permanent and contract) People
Entitas Anak Entitas
6 6 6
Subsidiary Entity
Penjualan Bersih
US$ 1.492,99 1.200,13 1.038,17
Net Sales
Jumlah Aset
US$ 2.156,6 2.095,4 2.055,2
Total Assets
Jumlah Liabilitas
US$ 1.397,76 1.248,19 1.174,72
Total Liabilities
Ekuitas Neto
US$ 758,93 847,25 880,42
Net Equity
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Tentang ABM Investama
About ABM Investama
Rantai Pasokan [GRI 2-6][GRI 2-1][SEOJK C.4]
Supply Chain
Grup ABM berkomitmen mendorong pertumbuhan The ABM Group is dedicated to fostering sustainable growth
berkelanjutan melalui optimalisasi operasional dan through operational efficiency and the expansion of its
ekspansi portofolio investasi di sektor pertambangan. investment portfolio in the mining sector. A multi-sectoral
Pendekatan multisektoral diterapkan untuk memenuhi strategy is applied to address the requirements of the energy
kebutuhan pasar energi, mencakup sumber daya energi, market, encompassing energy resources, mining and
jasa pertambangan dan energi, serta infrastruktur energi energy services, as well as renewable energy infrastructure.
terbarukan. Upaya ini juga diperkuat melalui keterlibatan These initiatives are further supported by participation in
dalam inisiatif berkelanjutan, termasuk proyek carbon sustainable projects, including carbon offset programs and
offset dan eksplorasi energi terbarukan. the development of renewable energy sources.
Sebagai gambaran, berikut ilustrasi ekosistem bisnis As an illustration, here is an illustration of the ABM
ABM: Multi-Sectoral Business Ecosystem:
FUEL
SOLUTIONS
INTEGRATED
LOGISTICS
SOLUTIONS MINING
CONTRACTOR
RENEWABLE
ENERGY
COAL, TRADING
& MARKETING
ENGINEERING
SERVICES SOLUTIONS
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ABM mengadopsi model bisnis terintegrasi yang ABM adopts an integrated business model that brings
menyatukan operasi lintas sektor, mulai dari together cross-sector operations, starting from mining,
pertambangan, layanan pertambangan, manajemen mining services, fuel management, energy logistics,
bahan bakar, hingga logistik energi, dan rekayasa teknik. and engineering service. By establishing synergy
Dengan mendirikan pusat sinergi yang menyatukan centers (hubs) that bring together the operations of
operasi anak perusahaan, sumber daya dapat digunakan subsidiaries, resources can be used efficiently. This
secara efisien. Pendekatan ini meningkatkan efisiensi approach improves operational efficiency across all
operasional di seluruh unit usaha dan menawarkan business units and offers more effective solutions to
solusi yang lebih efektif kepada pelanggan. customers.
Dalam cakupan pelaporan tahun ini terdapat dua entitas This year’s reporting scope includes two new entities
baru di bawah entitas anak PT Reswara Minergi Hartama. under the subsidiary of PT Reswara Minergi Hartama. By
Hingga akhir periode pelaporan, proses akuisisi masih the end of the reporting period, the acquisition process
dalam tahap penyelesaian aspek legal dan administratif, was still in progress, with legal and administrative
sehingga belum memberikan dampak operasional requirements yet to be completed, so there was no
yang signifikan terhadap kinerja dan pengelolaan significant operational impact on ABM’s performance
keberlanjutan ABM. and sustainability management.
Informasi mengenai entitas anak lainnya yang termasuk Information regarding other subsidiaries included in the
dalam cakupan konsolidasi dapat dilihat pada subbab scope of consolidation can be found in the subsection
“Entitas yang Termasuk dalam Laporan Keuangan “Entities Included in the Consolidated Financial
Konsolidasi.” Statements.”
Segmen Usaha Entitas Anak Bidang Usaha Entitas Anak
Business Segment Subsidiary Subsidiary’s Line of Business
Kontraktor Tambang dan PT Cipta Kridatama Kontraktor tambang batu bara.
Tambang Batu Bara (“CK”) Coal mining contractor
Kontraktor penambangan Penambangan dan perdagangan batu
serta penambangan dan PT Reswara Minergi Hartama
bara.
perdagangan batu bara. (“Reswara”)
Coal mining and trading
Mining and Coal Mining Contractor Pemasok bahan bakar untuk operasi
The Coal mining and coal PT Prima Wiguna Parama
pertambangan.
mining contractor. (“Parama Energi-PWP”)
Fuel supplier for mining operations.
Logistik, Jasa Rekayasa, PT Cipta Krida Bahari Jasa logistik terintegrasi.
Pengembangan Bisnis Baru (LENB) (“CKB”) Integrated logistics services.
Solusi ketenagalistrikan, logistik Jasa rekayasa, pengembangan, dan
PT Sanggar Sarana Baja
terintegrasi, jasa rekayasa, perancangan pabrikasi/manufaktur.
(“SSB”)
dan pembuatan manufaktur Engineering, development services, and
perlengkapan penunjang alat-alat manufacturing.
berat pertambangan, alat angkut
bahan, dan pengembangan usaha. PT Anzara Janitra Nusantara
(“AJN”)
Logistics, Engineering,
New Business (LENB) Jasa industri tenaga listrik terbarukan.
Renewable power industry services.
The Electricity solutions, integrated
logistics, engineering, design, PT Nagata Dinamika
and manufacturing of supporting ("ND")
equipment for heavy mining
equipment, material transportation,
and development services.
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Tentang ABM Investama
About ABM Investama
Perubahan signifikan pada organisasi Significant changes to the organization
dan rantai pasokannya [SEOJK C.6] and its supply chain [SEOJK C.6]
Selama periode pelaporan, tidak terdapat perubahan During the reporting period, there were no significant
signifikan pada struktur organisasi maupun rantai changes to ABM’s organizational structure or supply
pasokan ABM. Meskipun perusahaan memperluas chain. Although the company expanded its business
portofolio bisnis dan mengembangkan ekosistem portfolio and developed a multi-sector ecosystem,
multi-sektoral, termasuk penambahan dua entitas baru including the addition of two new entities in the mining
di sektor pertambangan, perubahan tersebut bersifat sector, these changes were aimed at strengthening
penguatan kapasitas usaha dan tidak berdampak business capacity and had no material impact on
material terhadap stabilitas operasional maupun alur operational stability or the existing supply chain.
rantai pasokan yang telah berjalan.
Keanggotaan dalam Asosiasi [GRI 2-28][SEOJK C.5]
Membership of Associations
Sebagai bagian dari komitmen terhadap tata kelola As part of its commitment to governance and
dan praktik keberlanjutan, ABM berpartisipasi sustainability practices, ABM participates in several
dalam sejumlah asosiasi industri dan profesional. industry and professional associations. These
Keanggotaan tersebut mencakup Asosiasi Emiten memberships include the Indonesian Issuers
Indonesia, Asosiasi Sekretaris Perusahaan Indonesia Association, the Indonesian Corporate Secretaries
(ICSA) sejak 2017, Indonesia Center for Sustainable Association (ICSA) since 2017, the Indonesia Center for
Development (ICSD) sejak 2017, serta Women in Mining Sustainable Development (ICSD) since 2017, and Women
& Energy (WIME) sejak 2022. Informasi tambahan in Mining & Energy (WIME) since 2022. Additional
mengenai keanggotaan anak perusahaan disajikan information regarding subsidiary memberships is
dalam Laporan Tahunan. presented in the Annual Report.
ABM juga berkontribusi dalam pengembangan standar ABM also contributes to the development of sustainability
dan panduan keberlanjutan sektor pertambangan standards and guidelines for the coal mining sector
batu bara melalui kerja sama dengan Asosiasi through its collaboration with the Indonesian Coal
Pertambangan Batu bara Indonesia (APBI-ICMA) Mining Association (APBI-ICMA) since 2009, CDP Asia
sejak 2009, CDP Asia Pacific sejak 2024, dan Global Pacific since 2024, and the Global Reporting Initiative
Reporting Initiative (GRI) sejak 2017. (GRI) since 2017.
22 S T R E N GT H B E N E AT H ,
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Penghargaan dan Sertifikasi
Awards and Certification
Penghargaan
Awards
Entitas Penghargaan Pemberi
Entity Award From
Asia Sustainability Reporting Rating(ASSRAT) - Platinum Rank National Center for Corporate
Asia Sustainability Reporting Rating(ASSRAT) - Platinum Rank Reporting (NCCR)
Majalah Fortune Indonesia
Peringkat ke 62 Fortune 100
Fortune Indonesia Magazine
Fortune 100 Ranked 62nd
(Agustus | August 2025)
Kategori Sapphire (Best Enterprise in Regulatory Compliance) Indonesia Regulatory Compliance
Sapphire Category (Best Enterprise in Regulatory Compliance) Awards (IRCA)
Predikat Leadership AAA dalam Indonesia ESG Leadership Awards 2025 Bumi Global Karbon (BGK)
AAA Leadership rating in the 2025 Indonesia ESG Leadership Awards Foundation
Silver Winner (Sektor Korporasi Swasta Nasional Kategori Laporan
Tahunan Sub Kategori Sustainability Report)
PR Indonesia Award
Silver Winner (National Private Corporate Sector, Annual Report Category,
Sustainability Report Subcategory)
Silver Winner (Sektor Korporasi Swasta Nasional Kategori Laporan
Tahunan Sub Kategori Annual Report)
PR Indonesia Award
Silver Winner (National Private Corporate Sector, Annual Report Category,
ABM Annual Report Subcategory)
Silver Winner (Sektor Korporasi Swasta Nasional Kategori Owned Media
Sub Kategori Video Profile)
PR Indonesia Award
Silver Winner (National Private Sector Category, Owned Media
Subcategory, Video Profile)
Apriaty Sirait - Perempuan Berbakti 2025 Kategori "Perempuan
Berprestasi" CFCD dan Kementerian PPPA
Apriaty Sirait - Women of Achievement 2025, “Women of Achievement” CFCD and Ministry of PPPA
Category
Indonesian Social Sustainability
CSR & PENGEMBANGAN DESA BERKELANJUTAN AWARDS 2025 - Forum dan Kementerian Desa dan
Bronze Pembangunan Daerah Tertinggal
"Journey Of Aranio Coffee" Indonesian Social Sustainability
CSR & SUSTAINABLE VILLAGE DEVELOPMENT AWARDS 2025 - Bronze Forum and Ministry of Villages
“Journey of Aranio Coffee” and Disadvantaged Regions
Development
Merit Achievement Awards INVESTORTRUST
Best Social Business Innovation The Iconomics
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Tentang ABM Investama
About ABM Investama
Entitas Penghargaan Pemberi
Entity Award From
Penghargaan Emas dalam Ajang Indonesia Mining Services Award 2025
pada Kategori Penambangan Indonesian Mining Services
Gold Award in the Indonesia Mining Services Award 2025 in the Mining Association (ASPIINDO)
Category
PT Cipta
Kridatama Indonesian Social Sustainability
CSR & PENGEMBANGAN DESA BERKELANJUTAN AWARDS 2025 -
(CK) Forum dan Kementerian Desa dan
Bronze
Pembangunan Daerah Tertinggal
"Klaster Pertanian Ramah Lingkungan"
Indonesian Social Sustainability
CSR & SUSTAINABLE VILLAGE DEVELOPMENT AWARDS 2025 - Bronze
Forum and Ministry of Villages and
“Environmentally Friendly Agricultural Cluster”
Disadvantaged Regions
PT Prima
Wiguna
The Best Performer 2025 PT Cipta Kridatama
Parama
(PWP)
Perusahaan Jasa Pertambangan (PJP) Non-Inti dari Adaro Energy
Adaro Energy
Non-Core Mining Services Company (PJP) of Adaro Energy
PT Cipta Asia-Pacific Stevie Awards 2025
Krida Bahari Bronze Stevie Winner "Carbon Emission Reduction at Cakung Operation Asia-Pacific Stevie Awards
(CKB) & Area" (Muhamad Rosyid & Mey Lenny)
PT Sanggar
Sarana Baja Majalah Top Business
TOP CSR Awards 2025
(SSB) Top Business Magazine
Anugerah Wali Kota Jakarta Utara 2025 Wali Kota Jakarta Utara
North Jakarta Mayor Award 2025 Mayor of North Jakarta
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Sertifikasi
Certification
ABM
ISO 37001: 2016 Mengenai Sistem Manajemen Anti Penyuapan (Anti-Bribery Management System)
ISO 37001: 2016 ON Anti-Bribery Management System
Periode Berlaku 22 Desember 2022 - 22 Desember 2025
dari PT. SGS Indonesia
ISO 37001: 2016 Concerning Anti-Bribery Management Systems (Anti-Bribery Management Systems)
ISO 37001: 2016 ON Anti-Bribery Management System
Valid Period 22 December 2022- 22 December 2025
from PT. SGS Indonesia
Mining Value Chain
ISO 9001:2015 ISO 14001:2015 ISO 45001:2018 ISO 37001:2016
Periode Berlaku | Validity Periode Berlaku | Validity Periode Berlaku | Validity Periode Berlaku| Validity
CK 5 Desember 2022 - 5 Desember 2022 - 5 Desember 2022 - 12 Maret 2023 -
5 Desember 2025 5 Desember 2025 5 Desember 2025 12 Maret 2026
(PT. SGS Internasional) (PT. SGS Internasional) (PT. SGS Internasional) ( United Kingdom Ltd.)
ISO 9001:2015 ISO 37001:2016
Periode Berlaku | Validity Periode Berlaku | Validity
PWP 5 Desember 2022 - 24 Januari 2025 -
5 Desember 2025 25 Januari 2028
(PT. SGS Internasional) (PT. SGS Internasional)
Logistics, Engineering, New Business
Sistem Manajemen Kesehatan
ISO 9001:2015 ISO 14001:2015 ISO 45001:2018 dan Keselamatan Kerja (SMK3)
Periode Berlaku | Validity Periode Berlaku | Validity Periode Berlaku | Validity (Menteri Ketenagakerjaan
3 Januari 2024 - 3 Januari 2024 - 3 Januari 2024 - Republik Indonesia)
2 Desember 2026 2 Desember 2026 2 Desember 2026 12 Desember 2023-12 Desember 2026
(PT. TUV NORD (PT. TUV NORD (PT. TUV NORD Occupational Health & Safety Design
SSB Indonesia) Indonesia) Indonesia) and Implementation (the Minister of
Manpower of the Republic of Indonesia)
ISO 37001:2016
Periode Berlaku | Validity
21 Desember 2023 - 20 Desember 2026
(TUV Rheinland)
ISO 9001:2015 ISO 14001:2015 ISO 45001:2018 ISO 37001:2016
Periode Berlaku | Validity Periode Berlaku | Validity Periode Berlaku | Validity Periode Berlaku | Validity
CKB 30 September 2022 - 9 September 2023 - 26 September 2022 - 23 Februari 2024 -
19 Agustus 2025 8 November 2026 25 Juni 2025 22 Februari 2027
(TUV Rheinland) (TUV Rheinland) (TUV Rheinland) (TUV Rheinland)
ABM telah mendapatkan berbagai ESG Ratings, antara lain:
ABM has received various ESG Ratings, including:
Carbon Disclosure Project (CDP)
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Joint Message Komisaris Utama dan Direktur Utama
Joint Message from Our President Commissioner and President Director
Joint Message
Komisaris Utama dan
Direktur Utama [SEOJK D.1][GRI 2-22]
Joint Message from Our President
Commissioner and President Director
Rachmat Mulyana Hamami Achmad Ananda Djajanegara
Komisaris Utama Direktur Utama / CEO
President Commissioner President Director / CEO
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Para Pemangku Kepentingan yang kami hormati, Dear Valued Stakeholders,
Tahun 2025 memberikan pelajaran penting bagi ABM The year 2025 has provided ABM Investama with an
Investama bahwa keberlanjutan bukan sekadar ucapan, important lesson: sustainability is not merely a statement,
melainkan fondasi utama untuk menjaga ketahanan but a fundamental foundation for maintaining business
dan kesinambungan usaha di tengah dinamika bisnis resilience and continuity amid increasingly dynamic
dan tantangan lingkungan yang semakin kompleks. business conditions and complex environmental challenges.
Di tengah berbagai tantangan yang ada, kami melihat Amid the various challenges we face, we see
ada kesempatan dalam bentuk Indonesia yang saat ini opportunities in Indonesia, where the current
pemerintahnya sedang melakukan berbagai terobosan government is undertaking a number of breakthroughs
untuk mempercepat dan menguatkan pertumbuhan to accelerate and strengthen economic growth. ABM
ekonomi. ABM Investama melihat ini sebagai sebuah Investama views this as an opportunity that can be
kesempatan yang dapat dimaksimalkan melalui optimized through our operations; however, it must be
operasional kami, namun perlu dilakukan secara pursued in a sustainable manner to achieve optimal
keberlanjutan untuk mendapatkan hasil yang maksimal. results.
Sebagai contoh, kami sudah merasakan langsung For example, we have directly experienced how the
bahwa keinginan untuk bertumbuh dapat dengan desire to grow can easily encounter obstacles caused
mudah menemui kendala akibat perubahan iklim yang by drastic climate change. The impacts of increasingly
drastis. Dampak dari kondisi alam yang semakin tidak unpredictable natural conditions, including extreme
menentu, termasuk cuaca ekstrem, telah kami rasakan weather, have been directly felt in the Company’s
secara langsung kepada operasional dan kinerja operations and financial performance. In the spirit
keuangan Perusahaan. Dalam semangat transparansi, of transparency, ABM continues to disclose these
ABM terus mengungkapkan tantangan tersebut secara challenges openly, while simultaneously strengthening
terbuka, sekaligus memperkuat integritas, kompetensi, integrity, competence, values, and a collaborative
nilai-nilai, dan semangat kolaborasi di seluruh lini bisnis spirit across all business lines as the Company’s core
sebagai kekuatan utama untuk terus melangkah maju. strengths to move forward.
Dalam aspek lingkungan dan perubahan iklim, ABM In the environmental and climate change aspect,
mencatat kemajuan yang stabil. Total konsumsi energi ABM recorded a steady progress. Total Group energy
Grup pada tahun 2025 berhasil mencapai efisiensi consumption in 2025 was successfully reduced by
sebesar 13,37% menjadi 10.618.329,24 GJ. Dari 13.37% to 10,618,329.24 GJ. Of this amount, 39.9%
jumlah tersebut, 39,9% berasal dari sumber energi came from renewable energy sources, primarily
terbarukan, utamanya berupa biofuel yang digunakan biofuel used in operational activities, reflecting ABM’s
dalam kegiatan operasional. Hal ini mencerminkan operational efforts to improve energy efficiency and
upaya kami dalam meningkatkan efisiensi energi serta diversify energy inputs in support of our emissions
mendiversifikasi sumber energi sebagai bagian dari reduction pathway. Renewable energy consumption
strategi reduksi emisi. Penggunaan energi terbarukan currently reflects the use of biofuel as a transitional
saat ini merefleksikan pemanfaatan biofuel sebagai energy source within the Group’s operating context.
sumber energi transisi yang disesuaikan dengan
konteks operasional Grup.
Sejalan dengan komitmen nasional, ABM juga In line with national commitments, ABM also reaffirmed
menegaskan aspirasi jangka panjang untuk mencapai its long-term aspiration to achieve Net Zero Emissions
Net Zero Emissions pada tahun 2060 serta mendukung by 2060 and energy sovereignty goals supported by
visi kedaulatan energi Indonesia, yang didukung continued improvements in energy efficiency, the
melalui peningkatan berkelanjutan efisiensi energi, gradual development of renewable and lower-carbon
pengembangan bertahap solusi energi terbarukan dan energy solutions, and ongoing innovation across the
rendah karbon, serta inovasi yang berkesinambungan business value chain.
di seluruh rantai nilai bisnis.
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Joint Message Komisaris Utama dan Direktur Utama
Joint Message from Our President Commissioner and President Director
Dalam pengembangan masyarakat, ABM menjalankan In our community development efforts, ABM implements
berbagai program pemberdayaan yang bertujuan a range of empowerment programs aimed at delivering
memberikan manfaat nyata dan berkelanjutan bagi tangible and sustainable benefits to communities
masyarakat di sekitar wilayah operasional. Program surrounding its operational areas. The Aranio coffee
pengembangan kopi Aranio dan program Bunda PAS development program and the Bunda PAS program focus
difokuskan pada peningkatan kapasitas ekonomi on strengthening local economic capacity, improving
masyarakat, penguatan mata pencaharian, serta livelihoods, and empowering vulnerable groups,
pemberdayaan kelompok rentan, termasuk petani dan including farmers and women. The social impact of both
perempuan. Dampak sosial dari kedua program tersebut programs has been assessed using the Social Return
telah dievaluasi menggunakan pendekatan Social Return on Investment (SROI) approach, which recorded a value
on Investment (SROI), yang menunjukkan nilai 3,38 untuk of 3.38 for the Aranio coffee program and 1.43 for the
program Kopi Aranio dan 1,43 untuk program Bunda PAS. Bunda PAS program. These SROI values indicate that
Kedua nilai SROI tersebut menunjukkan bahwa setiap each investment made generates social benefits that
investasi yang dilakukan menghasilkan manfaat sosial exceed the resources invested. Through this impact-
yang lebih besar dibandingkan dengan sumber daya based approach, ABM ensures that its community
yang dikeluarkan. Melalui pendekatan berbasis dampak development initiatives go beyond short-term assistance
ini, ABM memastikan bahwa program pengembangan and contribute to long-term social well-being and
masyarakat tidak hanya bersifat bantuan jangka pendek, community resilience.
tetapi turut berkontribusi pada kesejahteraan dan
ketahanan sosial masyarakat dalam jangka panjang.
Upaya keberlanjutan ABM turut diperkuat melalui ABM’s sustainability efforts are further strengthened
penerapan tata kelola yang bertanggung jawab. Pada through the implementation of responsible governance.
tahun 2025, ABM telah memiliki Sertifikasi Sistem In 2025, ABM obtained ISO 37001 Anti-Bribery
Manajemen Anti Penyuapan ISO 37001, sebagai Management System certification, demonstrating
wujud komitmen Perusahaan dalam menjunjung tinggi the Company’s commitment to upholding integrity,
integritas, transparansi, dan praktik bisnis yang beretika. transparency, and ethical business practices. Strong
Tata kelola yang kuat menjadi fondasi penting dalam governance serves as a vital foundation to ensure that
memastikan bahwa seluruh inisiatif keberlanjutan all sustainability initiatives are implemented consistently
dijalankan secara konsisten dan akuntabel. and accountably.
Serta tentu saja, semuanya itu berhasil dilaksanakan And of course, all of these achievements have
dengan dukungan sumber daya manusia yang ABM been made possible with the support of human
posisikan sebagai penggerak utama keberlanjutan, resources, whom ABM positions as the main drivers
yang jumlahnya mencapai 10.463 karyawan di seluruh of sustainability, totaling 10,463 employees across the
Grup. Sepanjang tahun 2025, Perusahaan telah Group. Throughout 2025, the Company implemented
melaksanakan program pengembangan kompetensi continuous competency development programs with
secara berkelanjutan dengan total durasi pelatihan total training hours reaching 110,101 hours, reflecting
mencapai 110.101 jam, yang mencerminkan komitmen ABM’s commitment to building a resilient, adaptive
ABM dalam membangun organisasi yang tangguh, organization that is ready to face long-term challenges.
adaptif, dan siap menghadapi tantangan jangka panjang.
Berpijak pada pengalaman dan capaian tersebut, Building on these experiences and achievements, ABM
ABM menetapkan tema Laporan Keberlanjutan has set the theme of its 2025 Sustainability Report,
2025, “Strength Beneath, Vision Beyond”, yang “Strength Beneath, Vision Beyond”, which reflects
mencerminkan kekuatan internal Perusahaan sebagai the Company’s internal strength as the foundation
fondasi untuk melangkah lebih jauh menuju masa for moving further toward a sustainable future. We
depan yang berkelanjutan. Kami menyadari bahwa recognize that the journey toward sustainability is
perjalanan menuju keberlanjutan bukanlah proses not an easy one; however, we firmly believe that with
yang mudah, namun kami meyakini bahwa dengan clear direction, strong collaboration, and consistent
arah yang jelas, kolaborasi yang kuat, dan komitmen commitment, these goals can be achieved.
yang konsisten, tujuan tersebut dapat dicapai.
28 S T R E N GT H B E N E AT H ,
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Kami menyampaikan apresiasi yang setinggi-tingginya We extend our deepest appreciation to all stakeholders
kepada seluruh pemangku kepentingan atas kepercayaan, for the trust, support, and partnership we have continued
dukungan, dan kebersamaan yang terus terjalin. Dengan to build together. With your continued support, ABM
dukungan Anda semua, ABM Investama berkomitmen Investama is committed to pursuing sustainable growth,
untuk melanjutkan perjalanan pertumbuhan yang creating long-term value for stakeholders, and making
berkelanjutan, menciptakan nilai jangka panjang bagi positive contributions to the environment and society.
pemangku kepentingan, serta memberikan kontribusi
positif bagi lingkungan dan masyarakat.
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Joint Message Komisaris Utama dan Direktur Utama
Joint Message from Our President Commissioner and President Director
Surat Pernyataan Dewan Komisaris dan Direksi
Tentang Tanggung Jawab atas Laporan Keberlanjutan
2025 PT ABM Investama Tbk.
[SEOJK E.1][GRI 2-14]
Kami yang bertanda tangan di bawah ini menyatakan bahwa Laporan Keberlanjutan
PT ABM Investama Tbk tahun buku 2025 telah disusun dengan mengacu pada Peraturan
Otoritas Jasa Keuangan nomor 51/POJK.03/2017 tentang Penerapan Keuangan
Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan Perusahaan Publik, dan Surat
Edaran Otoritas Jasa Keuangan nomor 16/SEOJK.04/2021 tentang Bentuk dan
isi Laporan Tahunan Emiten atau Perusahaan Publik.
Semua informasi dalam Laporan ini telah dimuat secara lengkap sesuai regulasi tersebut
dan kami bertanggung jawab penuh atas kebenaran isi Laporan Keberlanjutan Perusahaan.
Jakarta, 2 April 2026
Dewan Komisaris
Board of Commissioners
Rachmat Mulyana Hamami
Presiden Komisaris
President Commissioner
Mivida Hamami Arief Tarunakarya Surowidjojo Manggi Taruna Habir
Komisaris Komisaris Independen Komisaris Independen
Commissioner Independent Commissioner Independent Commissioner
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Responsibility Statement of The Board of Commissioners
and The Board of Directors for The Sustainability Report 2025
of PT ABM Investama Tbk.
[SEOJK E.1][GRI 2-14]
We, the undersigned, certify that the Sustainability Report of PT ABM Investama Tbk
for the 2025 financial year has been prepared with reference to the Indonesia Financial Services
Authority Regulation number 51/POJK.03/2017 regarding the Implementation of Sustainable Finance
for Financial Services Institutions, Issuers and Public Companies, and Circular Letter of the Indonesia
Financial Services Authority number 16/SEOJK.04/2021 concerning the Form and contents of
Annual Reports of Issuers or Public Companies.
All information in this Report has been prepared and presented in accordance to these regulations
and we are fully responsible for the accuracy of the contents of the Company’s Sustainability Report.
Jakarta, 2 April 2026
Dewan Direksi
Board of Directors
Achmad Ananda Djajanegara
Presiden Direktur
President Director
Haris Mustarto Feriwan Sinatra Hans Christian Manoe
Direktur Direktur Direktur
Director Director Director
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Keberlanjutan di ABM
Sustainability at ABM
Keberlanjutan di ABM [SEOJK A.1][SEOJK F.1][GRI 2-23][GRI 2-24]
Sustainability at ABM
ABM menyadari bahwa keberlanjutan merupakan elemen
fundamental dalam menjalankan dan mengembangkan
bisnis secara bertanggung jawab.
ABM recognizes that sustainability is a fundamental element in operating and
developing the business responsibly.
ABM berkomitmen untuk menciptakan nilai finansial ABM is committed to creating sustainable financial
yang berkelanjutan bagi para pemegang saham, value for shareholders, while also making a positive
sekaligus memberikan kontribusi positif bagi contribution to the environment and society. This
lingkungan dan masyarakat. Komitmen ini tercermin commitment is reflected in ABM’s efforts to make
dalam upaya ABM menjadikan prinsip keberlanjutan sustainability principles the foundation for every
sebagai landasan dalam setiap pengambilan keputusan strategic and operational decision-making.
strategis dan operasional.
Untuk memastikan keberlanjutan bisnis jangka panjang, To ensure long-term business sustainability, ABM has
ABM telah menyusun strategi yang komprehensif dan formulated a comprehensive and integrated strategy.
terintegrasi. Strategi tersebut mencakup berbagai The strategy covers various key initiatives, ranging
inisiatif utama, mulai dari pengelolaan sumber daya from responsible resource management, improvements
yang bertanggung jawab, peningkatan efisiensi in operational efficiency, to the development of more
operasional, hingga pengembangan produk dan environmentally friendly products and services. This
layanan yang lebih ramah lingkungan. Pendekatan approach is designed to support balanced business
ini dirancang untuk mendukung pertumbuhan bisnis growth across economic performance, environmental
yang seimbang antara kinerja ekonomi, perlindungan protection, and social responsibility.
lingkungan, dan tanggung jawab sosial.
Kehadiran ABM dalam industri tidak hanya ditujukan ABM’s presence in the industry is not only intended to
untuk menciptakan nilai ekonomi, tetapi juga untuk create economic value, but also to generate meaningful
menghasilkan dampak positif yang bermakna positive impacts for the environment and society. ABM
bagi lingkungan dan masyarakat. ABM berupaya seeks to take an active role as an agent of change in
mengambil peran aktif sebagai agen perubahan dalam addressing increasingly complex environmental and
menghadapi tantangan lingkungan dan sosial yang social challenges. Through sustainable innovation
semakin kompleks. Melalui inovasi berkelanjutan dan and collaboration with various stakeholders, ABM
kolaborasi dengan berbagai pemangku kepentingan, is committed to developing relevant solutions and
ABM berkomitmen untuk mengembangkan solusi yang delivering broader and more sustainable impacts.
relevan dan memberikan dampak yang lebih luas serta
berkelanjutan.
Komitmen terhadap keberlanjutan diterapkan secara The commitment to sustainability is applied
konsisten di seluruh lini bisnis ABM, mulai dari consistently across all of ABM’s business lines, from
perumusan kebijakan dan pengambilan keputusan policy formulation and strategic decision-making to the
strategis hingga pelaksanaan kegiatan operasional implementation of day-to-day operational activities.
sehari-hari. ABM memastikan bahwa seluruh aktivitas ABM ensures that all business activities are carried
usaha dijalankan selaras dengan prinsip-prinsip out in line with sustainability principles, supported by
keberlanjutan, serta didukung oleh tata kelola yang strong governance and ethical business practices
kuat dan praktik bisnis yang beretika.
.
32 S T R E N GT H B E N E AT H ,
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Visi ABM 2025 [GRI 2-22] [GRI 2-23] [GRI 2-24] ABM Vision 2025 [GRI 2-22] [GRI 2-23] [GRI 2-24]
Dalam mendukung pencapaian tujuan keberlanjutan, In supporting the achievement of sustainability
ABM telah menetapkan Visi ABM 2025 sebagai objectives, ABM has established the ABM Vision 2025
pedoman strategis bagi seluruh entitas dan fungsi as a strategic guideline for all entities and functions
di dalam Grup ABM. Visi ini menjadi acuan dalam within the ABM Group. This vision serves as a reference
menentukan arah bisnis, penerapan strategi in determining business direction, implementing
operasional, serta pengelolaan aspek keuangan guna operational strategies, and managing financial aspects
mencapai target-target jangka menengah dan jangka to achieve the established medium-term and long-term
panjang yang telah ditetapkan. targets.
Pada tahun 2025, Grup ABM memasuki fase Growth In 2025, the ABM Group entered the Growth Story phase
Story dalam strategi bisnis Perusahaan. Pada fase ini, in the Company’s business strategy. In this phase, ABM
ABM berfokus mendorong pertumbuhan yang lebih focuses on driving more progressive growth through
progresif melalui identifikasi peluang baru, penguatan the identification of new opportunities, strengthening
kapabilitas internal, serta penerapan strategi yang internal capabilities, and implementing strategies that
memungkinkan Perusahaan beradaptasi dan bersaing enable the Company to adapt and compete more
secara lebih efektif di tengah dinamika pasar. Fase ini effectively amid market dynamics. This phase reflects
mencerminkan evolusi ABM dari upaya membangun ABM’s evolution from efforts to build resilience toward
ketahanan menuju penciptaan pertumbuhan yang the creation of sustainable growth.
berkelanjutan.
VISI ABM 2025
ABM Vision 2025
Tahap 1 - Menstabilkan Tahap 2 - Melangkah Pasti Tahap 3 - Perjalanan Menuju Puncak
Stage 1 – Stabilize Stage 2 – Bold Move Pertumbuhan
2020 - 2021 2022 - 2023 2024 dan seterusnya
Stage 3 – Growth Story
2024 and Beyond
• Memaksimalkan sinergi di dalam TMT • Meningkatkan manajemen modal dan • Meraih pertumbuhan EBITDA yang
• Memfokuskan diri pada rantai nilai kinerja keuangan berkelanjutan
pertambangan batu bara • Memperoleh aset dan kapabilitas baru • Menyempurnakan laporan ekuitas
• Mengembangkan bisnis logistik dan • Mempercepat bisnis logistik dan • Mengoperasikan kapabilitas-
teknik rekayasa lebih lanjut secara rekayasa melalui sinergi dan kemitraan kapabilitas baru
menguntungkan • Memaksimalkan efisiensi dan likuiditas • Achieve sustainable EBITDA growth
• Mengelola bisnis energi terbarukan operasional • Improve equity story
secara berkelanjutan • Mengimplementasikan roadmap ESG • Operationalize new capabilities
• Menargetkan pertumbuhan yang sesuai • Improve capital management and
bagi semua entitas di bawah ABM financial performance
• Meningkatkan profitabilitas, dengan • Acquire new assets and capabilities
arus kas dan NPV yang positif di • Accelerate logistics and engineering
seluruh MVC, CKB, dan SSB business through synergy and
• Maximize synergy within TMT partnership
• Focus on coal mining value chain • Maximize operational efficiency and
• Continue growing logistics and liquidity
engineering business profitably • Implement ESG roadmap
• Maintain renewables business
• Aim for modest growth for all entities
under ABM
• Grow profitability, with positive cash
flow and NPV across MVC, CKB & SSB
*Catatan: Sehubungan dengan kelompok pemangku kepentingan, Pekerja sudah mencakup kelompok rentan yang telah diidentifikasi oleh
ABM, antara lain orang dengan kebutuhan khusus, perempuan, dan etnis minoritas.
*Note: With regard to stakeholder groups, Workers already include vulnerable groups identified by ABM, including persons with special needs,
women, and ethnic minorities.
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Keberlanjutan di ABM
Sustainability at ABM
ABM telah melakukan sosialisasi visi, misi, dan ABM has disseminated the Company’s vision, mission,
nilai-nilai inti Perusahaan kepada seluruh karyawan and core values to all employees as part of efforts to
sebagai bagian dari upaya memperkuat budaya strengthen a sustainability culture in the workplace.
keberlanjutan di lingkungan kerja. Informasi tersebut This information has also been officially published
juga dipublikasikan secara resmi melalui situs web through the Company’s website and can be accessed
Perusahaan dan dapat diakses oleh seluruh pemangku by all stakeholders, including business partners and
kepentingan, termasuk mitra bisnis dan pemasok, suppliers, to ensure a consistent understanding and
guna memastikan pemahaman dan penyelarasan yang alignment with ABM’s strategic direction and values at
konsisten terhadap arah dan nilai strategis ABM pada the following link: https://www.abm-investama.com/
tautan: https://www.abm-investama.com/menu/43/ menu/43/vision-mission.
vision-mission.
Target Keberlanjutan ABM [GRI 2-23] ABM Sustainability Target [GRI 2-23]
ABM telah menetapkan ABM Sustainability Target ABM has established the ABM Sustainability Target 2025
2025 sebagai kerangka strategis yang komprehensif. as a comprehensive strategic framework. This target
Target ini mencakup seluruh aspek keberlanjutan, covers all aspects of sustainability, including economic,
meliputi ekonomi, lingkungan, sosial, dan tata kelola, environmental, social, and governance aspects, and is
serta didukung oleh pendekatan terstruktur melalui supported by a structured approach through five main
lima pilar utama sebagai fondasi transformasi pillars as the foundation for the Company’s sustainable
berkelanjutan Perusahaan. transformation.
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Setiap aspek dalam ABM Sustainability Target 2025 Each aspect within the ABM Sustainability Target
dirancang dengan topik ESG serta target kinerja yang 2025 is designed with ESG topics as well as specific
spesifik dan terukur untuk dicapai pada tahun 2025. and measurable performance targets to be achieved
Target-target tersebut menjadi acuan bagi seluruh unit in 2025. These targets serve as a reference for all
bisnis, baik di tingkat Grup maupun anak perusahaan, business units, both at the Group level and subsidiary
dalam menerapkan praktik keberlanjutan melalui level, in implementing sustainability practices through
penetapan Key Performance Indicators (KPI) di tingkat the establishment of Key Performance Indicators
organisasi maupun individu. Melalui pendekatan ini, (KPI) at both the organizational and individual levels.
ABM dapat melakukan pemantauan dan evaluasi Through this approach, ABM can monitor and evaluate
kinerja keberlanjutan secara berkala dan konsisten. sustainability performance periodically and consistently.
ABM Sustainability Target 2025 telah menjadi The ABM Sustainability Target 2025 has become an
bagian integral dari sistem manajemen di seluruh integral part of the management system across all
anak perusahaan. Dengan menerapkan siklus Plan- subsidiaries. By applying the Plan-Do-Check-Action
Do-Check-Action (PDCA), prinsip keberlanjutan (PDCA) cycle, sustainability principles are internalized
diinternalisasikan ke dalam setiap tahapan operasional, into every operational stage, from planning to evaluation,
mulai dari perencanaan hingga evaluasi, yang tercermin as reflected in the Company’s Standard Operating
dalam Standar Prosedur Operasional (SOP) Perusahaan. Procedures (SOP). This approach not only supports
Pendekatan ini tidak hanya mendukung efisiensi operational efficiency, but also strengthens long-term
operasional, tetapi juga memperkuat keberlanjutan sustainability across all ABM business entities.
jangka panjang di seluruh entitas usaha ABM.
ABM berkomitmen untuk membangun budaya ABM is committed to building a transparent corporate
perusahaan yang transparan dan berorientasi pada culture oriented toward sustainability. We actively
keberlanjutan. Kami melibatkan seluruh karyawan secara involve all employees through the socialization of the
aktif melalui sosialisasi ABM Sustainability Target 2025. ABM Sustainability Target 2025. To ensure aligned
Guna memastikan pemahaman yang selaras terhadap understanding of sustainability policies and practices,
kebijakan dan praktik keberlanjutan, sosialisasi telah socialization has been carried out through various
diselenggarakan melalui berbagai saluran komunikasi, communication channels, including periodic training
termasuk pelatihan berkala dan platform digital. and digital platforms.
ABM juga membuka saluran komunikasi yang inklusif ABM also provides inclusive communication channels
untuk memastikan partisipasi aktif dari seluruh to ensure the active participation of all employees.
karyawan. Melalui kotak saran, survei karyawan, dan Through suggestion boxes, employee surveys, and
pertemuan terbuka, ABM mendorong setiap individu open meetings, ABM encourages every individual
di dalam organisasi untuk menyampaikan masukan within the organization to convey input and ideas. Such
dan ide. Umpan balik tersebut menjadi bagian penting feedback becomes an important part of the refinement
dalam penyempurnaan dan pengembangan strategi and development of the Company’s sustainability
keberlanjutan Perusahaan. strategy.
Selain itu, kolaborasi dengan mitra bisnis merupakan In addition, collaboration with business partners is an
elemen penting dalam perjalanan keberlanjutan ABM. important element in ABM’s sustainability journey. The
Perusahaan secara aktif mensosialisasikan ABM Company actively socializes the ABM Sustainability
Sustainability Target 2025 kepada mitra bisnis dan Target 2025 to business partners and related parties
pihak terkait melalui berbagai platform komunikasi, through various communication platforms, including
termasuk dokumen kerja sama, pertemuan resmi, serta cooperation documents, official meetings, and digital
kanal digital. Pendekatan ini bertujuan untuk memastikan channels. This approach aims to ensure clear and
pemahaman yang jelas dan konsisten mengenai consistent understanding of ABM’s sustainability
komitmen keberlanjutan ABM di sepanjang rantai nilai. commitment throughout the value chain.
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Keberlanjutan di ABM
Sustainability at ABM
Target Keberlanjutan ABM 2022-2030
ABM Sustainability Target 2022-2030
Aspek Topik Utama Target
SDGs
Aspects Key Topics Target
Kinerja Fondasi keuangan yang kuat -
Ekonomi Pertumbuhan laba tahunan > 5%.
Economic Solid financial fundamentals -
Ekonomi Performance Annual profit growth > 5%
Economic Investasi • Total pendapatan tahunan dari bisnis yang berkelanjutan > 8%
Berkelanjutan • Total investasi kumulatif dalam Energi Terbarukan > 30%
Sustainable • Total annual revenue from sustainable business >8%
Investment • Total Accumulative Investment in Renewable Energy >30%
• 15% pengurangan konsumsi energi dari seluruh anak
perusahaan dan seluruh operasi
• 5% pengurangan emisi karbon dari semua anak perusahaan
Energi dan Emisi
dan semua operasi
Energy and
• 15% total energy consumption reduction from all subsidiaries
Emission
and all operations
• 5% total carbon emission reduction from all subsidiaries and all
operations
• 20% pengurangan konsumsi air bersih (air minum) absolut dari
Lingkungan
seluruh anak perusahaan dan seluruh lokasi operasi
Environment
Air & Efluen • Tidak ada tumpahan yang signifikan di semua lokasi operasi
Water & Effluents • 20% reduction of absolute freshwater (potable) water
consumption from all subsidiaries and all operation site
• Zero significant spill at all operations sites
Meningkatkan volume limbah yang didaur ulang dan digunakan
kembali sebesar 30% di seluruh anak perusahaan dan wilayah
Limbah
operasi
Waste
Increase total volume of recycle and reused waste by 30% at all
subsidiaries and all operation areas
• 100% lokasi operasional menerapkan sistem manajemen K3
Kesehatan &
• Menurunkan tingkat keparahan kecelakaan kerja sebesar 20%
Keselamatan Kerja
• 100% operational sites implements OHS management system
Health & Safety
• Reduced Severity Rate by 20%
Pengadaan Lokal 40% proporsi anggaran pengadaan untuk pemasok lokal
Sosial Local Procurement 40% Proportion of procurement budget for local suppliers
Social • 100% lokasi operasi memiliki program CSR yang terkait dengan
Pengembangan SDGs
Masyarakat • Setidaknya, 70% Program Pengembangan Masyarakat
Community memperoleh skor > 1
Development • 100% operations site have in place SDGs-linked CSR programs
• At least 70% Community Development Programs obtains score > 1
100% pelatihan anti-korupsi untuk semua karyawan dan
Tata Kelola Anti-Korupsi
eksekutif
Governance Anti-Corruption
100% anti-corruption training for all employees and executives
ABM Sustainability Target 2025 tetap menjadi acuan ABM’s 2025 Sustainability Target remains the Company’s
jangka menengah Perusahaan. Namun, sepanjang med-term benchmark. However, throughout 2024–
2024–2025 terdapat perubahan signifikan pada 2025 there will be significant changes to the operational
portofolio operasional, termasuk penutupan satu lokasi portfolio, including the closure of one mining site and
tambang serta akuisisi dua entitas tambang baru yang the acquisition of two new mining entities that have not
belum mulai beroperasi. yet begun operations.
Perubahan struktur ini memengaruhi keterbandingan These structural changes affect the comparability
kinerja terhadap baseline dan target yang telah of performance against the baseline and previously
ditetapkan sebelumnya. Oleh karena itu, ABM saat ini set targets. Therefore, ABM is currently conducting a
melakukan peninjauan dan proses re-baselining untuk review and re-baselining process to ensure that future
memastikan target ESG ke depan mencerminkan batas ESG targets accurately and transparently reflect the
operasional dan struktur bisnis yang terbaru secara latest operational boundaries and business structure.
akurat dan transparan.
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Keterlibatan Pemangku Kepentingan Stakeholder Engagement
[SEOJK E.4][GRI 2-29] [SEOJK E.4][GRI 2-29]
Proses identifikasi pemangku kepentingan ABM ABM’s stakeholder identification process refers
mengacu pada AA1000 Stakeholder Engagement to the AA1000 Stakeholder Engagement Standard
Standard (AA1000SES) 2015 sebagai pedoman (AA1000SES) 2015 as guidance in managing the
dalam mengelola kinerja keberlanjutan Perusahaan. Company’s sustainability performance. Based on this
Berdasarkan kerangka tersebut, ABM melakukan framework, ABM conducts comprehensive stakeholder
pemetaan pemangku kepentingan secara menyeluruh mapping to understand business relationships and
untuk memahami hubungan bisnis dan dampak operational impacts, so that affected parties, both
operasional, sehingga pihak-pihak yang terdampak, directly and indirectly, can be systematically identified.
baik secara langsung maupun tidak langsung, dapat
teridentifikasi secara sistematis.
ABM secara aktif melibatkan pemangku kepentingan ABM actively engages stakeholders through various
melalui berbagai forum, termasuk pertemuan rutin forums, including routine meetings and the use
dan pemanfaatan platform digital. Keterlibatan ini of digital platforms. This engagement enables
memungkinkan terjadinya dialog yang konstruktif constructive dialogue to obtain a more comprehensive
untuk memperoleh pemahaman yang lebih understanding of strategic issues, as well as to ensure
komprehensif atas isu-isu strategis, serta memastikan that ABM’s sustainability programs and initiatives are
bahwa program dan inisiatif keberlanjutan ABM selaras aligned with stakeholders’ needs and expectations.
dengan kebutuhan dan ekspektasi para pemangku
kepentingan.
Selain itu, ABM menyediakan berbagai saluran In addition, ABM provides various communication
komunikasi bagi pemangku kepentingan untuk channels for stakeholders to submit feedback on a
menyampaikan umpan balik secara berkala. regular basis. This approach encourages ongoing
Pendekatan ini mendorong dialog yang berkelanjutan, dialogue, increases transparency and accountability,
meningkatkan transparansi dan akuntabilitas, serta and ensures that various perspectives can be
memastikan bahwa berbagai perspektif dapat accommodated fairly in the implementation of policies
terakomodasi secara adil dalam implementasi kebijakan and decision-making related to sustainability.
dan pengambilan keputusan terkait keberlanjutan.
Indikator dan Penjelasan
Indicators and Explanations
Dependency (D) Attention (A) Diverse Perspective (DP)
Jika Perusahaan memiliki Jika seseorang atau sebuah Jika seseorang atau sebuah
ketergantungan pada organisasi membutuhkan perhatian organisasi memiliki pandangan
seseorang atau sebuah Perusahaan terkait isu ekonomi, yang berbeda yang dapat
organisasi, atau sebaliknya sosial, atau lingkungan tertentu. mempengaruhi situasi dan
If the Company has a dependency If a person or an organization mendorong adanya aksi yang
on a person or an organization, needs the Company’s attention sebelumnya tidak ada.
or vice versa. related to certain economic, social If a person or an organization has
or environmental issues. different views that may affect the
situation and encourage
1 2 non-existent actions 3
Responsibility (R) Influence (I) Proximity (P)
Jika Perusahaan memiliki Jika seseorang atau sebuah organisasi Jika seseorang atau sebuah
tanggung jawab legal, komersial, memiliki pengaruh terhadap organisasi memiliki kedekatan
atau etika terhadap seseorang perusahaan, strategi, dan/atau geografis dan operasional
atau sebuah organisasi. kebijakan pemangku kepentingan lain. dengan ABM.
If the Company has legal, commercial If a person or an organization has If a person or an organization has
or ethical responsibilities against influence over the company, strategy, geographic and operational
a person or an organization and/or policies of other stakeholders. proximity to the Company.
4 5 6
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Keberlanjutan di ABM
Sustainability at ABM
Identifikasi, Pendekatan, dan Topik-Topik Utama Pemangku Kepentingan [SEOJK E.4][GRI 2-29]
Identification, Approach, and Key Topics of Stakeholders
No. Kelompok Tingkat Basis Topik Utama Metode Pelibatan
Pemangku Keterlibatan Identifikasi Key Topic Engagement Methods
Kepentingan Level Of Basic
Stakeholders Engagement Identification
Groups
1. Pemegang Saham Konsultasi / D, R, I, P • Kinerja operasi, produksi, dan • Pertemuan berkala (RUPS)
Shareholders Pelibatan keuangan Perusahaan • Korespondensi melalui surat-
Consult / • Pengembangan usaha menyurat atau pengumuman
Involve • Company operations, melalui media massa sesuai
production, and financial kebutuhan
performance • Periodic meetings (AGMS or
• Business development EGMS)
• Correspondence or
announcements through mass
media, as needed
2. Karyawan Konsultasi / D, R, T, I, P • Kepastian dan perlindungan • Pertemuan berkala forum
Employees Negosiasi / hubungan ketenagakerjaan bipartit
Pelibatan • Kesejahteraan dan • Family gathering pada setiap
Consult / pemenuhan hak-hak normatif ulang tahun Perusahaan dan/
Negotiate / • Pengembangan kompetensi atau masing-masing entitas
Involve dan karier anak
• Certainty and protection of • Publikasi internal melalui
labor relations surat edaran dan majalah
• Welfare and fulfillment of internal sesuai kebutuhan
normative rights • Regular meetings of the
• Competency and career bipartite forum
development • Family gatherings on each
Company and/or subsidiary
anniversary
• Internal publications through
Circulars and internal
magazines, as needed
3. Badan Regulator Konsultasi / D, R, T, I, • Pengurusan izin usaha dan • Pertemuan dengan regulator/
Regulatory Bodies Transaksional DP, P pemenuhan unsur kepatuhan otoritas sesuai kebutuhan
Consult / terhadap hukum lainnya • Keterlibatan pada kegiatan
Transact • Koordinasi rutin mengenai pemerintah daerah setempat
kegiatan komersial sesuai dengan kebutuhan
perusahaan • Meetings with regulators/
• Business permit arrangement authorities, as appropriate
and fulfillment of compliance needs
against other regulation • Involvement in local
• Regular coordination of government activities local,
company’s commercial according to needs
activities
4. Mitra Kerja Transaksional / D, R, T, P • Transparansi kontrak kerja • Informasi tender pekerjaan
Partners Kolaborasi dan pelaksanaannya secara terbuka sesuai dengan
Transact / • Pemenuhan hak dan kebutuhan
Collaborate kewajiban sesuai kontrak • Pertemuan berkala sesuai
kerja yang telah disepakati kebutuhan
• Penerapan GCG secara • Open job tender information,
berkelanjutan as needed
• Transparency of work • Periodic meetings, as needed
contracts and implementation
• Fulfillment of rights and
obligations in accordance with
agreed work contracts
• Sustainable GCG
implementation
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No. Kelompok Tingkat Basis Topik Utama Metode Pelibatan
Pemangku Keterlibatan Identifikasi Key Topic Engagement Methods
Kepentingan Level Of Basic
Stakeholders Engagement Identification
Groups
5. Pelanggan Penyampaian D, R, I, P • Produk/jasa yang dihasilkan • Informasi produk/jasa melalui
Customers Informasi / Perusahaan website, media sosial, iklan,
Konsultasi • Kepuasan dari kualitas produk dan promosi
Inform / dan layanan Perusahaan • Layanan pelanggan
Consult • Products/services produced • Survei kepuasan pelanggan
by the Company • Products/services information
• Satisfaction for the Company’s through websites, social
products and services quality media, advertisements and
promotions
• Customer service
• Customer satisfaction survey
6. Masyarakat* Konsultasi / D, R, T, I, • Dampak kegiatan operasional • Pertemuan rutin melalui forum
Communities Pelibatan DP, P perusahaan komunikasi
Consult / • Kesempatan kerja sama • Pembentukan kelembagaan di
Involve • Impact of Company’s tingkat lokal
operational activities • Regular meetings through
• Opportunity for cooperation communication forums
• Formation of institutions at the
local level
7. Media Massa Penyampaian T, I, DP Keterbukaan informasi publik • Jumpa pers sesuai kebutuhan
Mass Media Informasi dan akses-akses informasi • Kunjungan media massa ke
Inform kinerja wilayah kerja Perusahaan
Public information transparency dan/atau anak perusahaan
and access to performance sesuai kebutuhan
information • Press conferences, as needed
• Mass media visits to
the Company and/or its
subsidiaries work areas, as
needed
*Catatan:
Basis indentifikasi:
D = Dependence, A = Attention, DP = Diverse Perspective, R = Responsibility, I = Influence, P = Proximity.
*Note:
Basis of Identification:
D = Dependence, A = Attention, DP = Diverse Perspective, R = Responsibility, I = Influence, P = Proximity.
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Keberlanjutan di ABM
Sustainability at ABM
Proses Penilaian Double Materiality Double Materiality Assessment Process
[GRI 3-1] [GRI 3-1]
Penyusunan Laporan Keberlanjutan ini didasarkan The preparation of this Sustainability Report is based
pada prinsip-prinsip fundamental yang menjadi on fundamental principles that serve as references
acuan dalam mengidentifikasi, mengukur, dan in identifying, measuring, and disclosing ABM’s
mengungkapkan dampak bisnis ABM terhadap aspek business impacts on environmental, social, and
lingkungan, sosial, dan ekonomi. Prinsip-prinsip economic aspects. These principles include materiality,
tersebut meliputi materialitas, konteks keberlanjutan, sustainability context, balance, comparability,
keseimbangan, komparabilitas, kelengkapan, akurasi, completeness, accuracy, timeliness, clarity, stakeholder
ketepatan waktu, kejelasan, keterlibatan pemangku engagement, and reliability. All of these principles
kepentingan, serta keandalan. Keseluruhan prinsip function as a consistent and comprehensive framework
ini berfungsi sebagai kerangka kerja yang konsisten to ensure that the information presented is relevant,
dan komprehensif untuk memastikan informasi yang transparent, and reliable for stakeholders.
disajikan relevan, transparan, dan dapat diandalkan
bagi para pemangku kepentingan.
Pada tahun 2025, ABM menerapkan pendekatan double In 2025, ABM applied a double materiality approach to
materiality untuk mengidentifikasi dan memprioritaskan identify and prioritize ESG topics by considering impacts
topik ESG dengan mempertimbangkan dampak terhadap on stakeholders as well as financial and operational
pemangku kepentingan serta dampak finansial dan impacts on the Company, through the following steps:
operasional terhadap Perusahaan dengan langkah
sebagai berikut:
• Langkah 1: Identifikasi Topik ESG • Step 1: Identification of ESG Topics
Proses dimulai dengan menyusun daftar awal The process begins by compiling an initial list of
topik ESG melalui kajian GRI Standards Coal dan ESG topics through a review of the GRI Standards
SASB sector standards yang relevan dengan Coal and the SASB sector standards relevant to ABM
kegiatan usaha ABM Investama, termasuk sektor Investama’s business activities, including the Coal
Coal Operations, Road Transport, Biofuel, serta Operations, Road Transport, Biofuel, and Industrial
Industrial Machinery & Goods. Langkah ini Machinery & Goods sectors. This step ensures
memastikan keselarasan dengan standar pelaporan alignment with international sustainability reporting
keberlanjutan internasional. standards.
• Langkah 2: Penilaian Dampak terhadap Pemangku • Step 2: Assessment of Impacts on Stakeholders
Kepentingan (Sumbu Y) (Y Axis)
Setiap topik ESG dievaluasi berdasarkan dampak Each ESG topic is evaluated based on actual and
aktual dan potensial terhadap pemangku potential impacts on stakeholders. The assessment
kepentingan. Penilaian dilakukan dengan is conducted by mapping topics against GRI and
memetakan topik terhadap GRI dan SASB untuk SASB to see their level of relevance across the
melihat tingkat relevansinya di berbagai sektor Group’s various business sectors. The assessment
usaha Grup. Hasil penilaian mengelompokkan topik results group topics into high, medium, and low
ke dalam dampak tinggi, menengah, dan rendah, impacts, reflecting their influence on safety,
yang mencerminkan pengaruhnya terhadap aspek environmental, social, compliance, and stakeholder
keselamatan, lingkungan, sosial, kepatuhan, dan trust aspects.
kepercayaan pemangku kepentingan.
• Langkah 3: Penilaian Dampak Finansial dan • Step 3: Assessment of Financial and Operational
Operasional (Sumbu X) Impacts (X Axis)
Penilaian dampak finansial dilakukan melalui Focus The financial impact assessment is conducted through
Group Discussion (FGD) dengan anak perusahaan Focus Group Discussions (FGD) with subsidiaries and
dan fungsi terkait. Diskusi ini menilai pengaruh relevant functions. These discussions assess the
setiap topik ESG terhadap kinerja keuangan, influence of each ESG topic on financial performance,
keberlanjutan operasional, risiko bisnis, serta biaya operational sustainability, business risks, as well as
dan investasi. costs and investments.
40 S T R E N GT H B E N E AT H ,
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• Langkah 4: Penyusunan Matriks Double Materiality • Step 4: Preparation of the Double Materiality Matrix
Hasil penilaian sumbu Y dan sumbu X kemudian The results of the Y-axis and X-axis assessments
dipetakan ke dalam matriks double materiality are then plotted into a double materiality matrix to
untuk menggambarkan tingkat kepentingan setiap illustrate the level of importance of each ESG topic
topik ESG dari perspektif pemangku kepentingan from the perspectives of stakeholders and the
dan Perusahaan. Company.
• Langkah 5: Penetapan Topik Material • Step 5: Determination of Material Topics
Berdasarkan matriks materialitas, topik ESG Based on the materiality matrix, ESG topics are
diprioritaskan sebagai fokus utama dalam strategi prioritized as the main focus in ABM Investama’s
keberlanjutan, pengelolaan risiko, dan pengungkapan sustainability strategy, risk management, and
Sustainability Report ABM Investama. Sustainability Report disclosures.
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Keberlanjutan di ABM
Sustainability at ABM
Matriks Materialitas ABM 2025 [GRI 3-3]
ABM Materiality Matrix 2025
3
9 7 1
Dampak kepada Pemangku Kepentingan | Impact on Stakeholders
8 2 4
10 15 5
Y
16 6
17
19
20 11
13
18
14
12
X
Dampak kepada Keuangan/Operasional | Financial/Operational Impact
Paling 1 Kesehatan & Keselamatan Kerja (K3) Lebih 7 Limbah dan Tailing
Material Occupational Health & Safety (OHS) Material Waste and Tailings
Most More Kebebasan Berserikat dan Berkumpul
Material 2 Supply Chain Management Material 8
Freedom of Association and Assembly
3 Perubahan Iklim 9 Non-diskriminasi
Climate Change Non-discrimination
4 Emisi GRK dan energi 10 Integritas Aset dan Pengelolaan Insiden Kritis
Greenhouse Gas (GHG) Emissions and Energy Asset Integrity and Critical Incident Management
5 Praktik Ketenagakerjaan 11 Kepatuhan Hukum
Employment Practices Legal Compliance
6 Air dan Limbah Cair 12 Keanekaragaman Hayati
Water and Effluent Biodiversity
13 Penutupan Tambang
Mine Closure
14 Masyarakat Lokal dan Masyarakat Adat
Local Communities and Indigenous Peoples
15 Dampak Ekonomi dan Kinerja Keuangan
Economic Impact and Economic Performance
16 Data Pribadi dan Keamanan Siber
Personal Data and Cybersecurity
17 Penilaian Cadangan dan Belanja Modal
Reserve Estimation and Capital Expenditure
Material 18 Anti-korupsi
Material Anti-corruption
Kebijakan publik dan Pembayaran Kepada
19 Pemerintah
Public Policy and Payments to the Government
20 Keandalan dan Pemeliharaan Peralatan
Equipment Reliability and Maintenance
42 S T R E N GT H B E N E AT H ,
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Melalui penerapan prinsip materialitas ganda, ABM Through the application of the double materiality
menilai secara komprehensif keterkaitan antara principle, ABM comprehensively assesses the linkages
aktivitas bisnis dan isu-isu ESG. Pendekatan ini between business activities and ESG issues. This
mencakup evaluasi terhadap dampak material approach includes an evaluation of the material impacts
kegiatan usaha ABM terhadap lingkungan, sosial, of ABM’s business activities on environmental, social,
dan tata kelola, serta dampak material isu-isu ESG and governance aspects, as well as the material impacts
terhadap kinerja, posisi keuangan, dan keberlanjutan of ESG issues on the Company’s performance, financial
bisnis Perusahaan. position, and business sustainability.
Pendekatan yang menyeluruh ini memungkinkan This comprehensive approach enables ABM to
ABM untuk mengidentifikasi, memprioritaskan, dan identify, prioritize, and respond effectively to various
merespons secara efektif berbagai risiko dan peluang sustainability-related risks and opportunities.
terkait keberlanjutan. Dengan demikian, strategi Accordingly, the strategies and measures taken reflect
dan langkah-langkah yang diambil mencerminkan ABM’s commitment to implementing responsible and
komitmen ABM dalam menerapkan praktik bisnis yang sustainable business practices.
bertanggung jawab dan berkelanjutan.
Daftar Topik Material [GRI 3-2] [GRI 3-3]
List of Material Topics
Referensi GRI
Pilar Topik Material Dampak dan Risiko Utama bagi ABM Pendekatan Pengelolaan ABM
GRI
Pillar Material Topics Main Impacts and Risks for ABM ABM Management Approach
References
Perubahan iklim berpotensi
menimbulkan gangguan operasional
akibat risiko fisik seperti banjir dan ABM mengintegrasikan risiko dan
cuaca ekstrem, serta risiko transisi peluang iklim dalam Enterprise Risk
berupa perubahan regulasi karbon, Management (ERM), menerapkan
tekanan pasar, dan potensi penurunan Kebijakan Perubahan Iklim, serta
Perubahan Iklim nilai aset. mengembangkan inisiatif dekarbonisasi
201-2, 305
Climate Change Climate change possesses the potential yang diawasi Direksi dan Komite ESG.
to induce operational disruptions due Change Policy, and advances
to physical risks, such as floods and decarbonization initiatives overseen
extreme weather events, as well as by the Board of Directors and the ESG
transition risks, including changes in Committee.
carbon regulations, market pressures,
and potential asset devaluation.
ABM melakukan inventarisasi emisi
secara berkala, meningkatkan
Peningkatan harga energi dan potensi
efisiensi energi operasional, serta
penerapan mekanisme harga karbon
Emisi GRK dan mengembangkan pemanfaatan energi
Lingkungan dapat memengaruhi struktur biaya dan
Energi terbarukan untuk mendukung target
Environment daya saing perusahaan.
Greenhouse Gas pengurangan emisi. 302, 305
Rising energy prices and potential
Emissions and ABM regularly performs emissions
implementation of carbon pricing
Energy inventories, improves operational
mechanisms may influence cost
energy efficiency, and advances
structures and competitiveness.
renewable energy utilization to support
emission reduction targets.
ABM menerapkan sistem pengelolaan
air terpadu, termasuk sistem
Pengelolaan air yang tidak optimal dapat drainase, pengolahan limbah cair,
menyebabkan pencemaran lingkungan, dan pemantauan kualitas air untuk
Air dan Limbah gangguan operasional, dan risiko memastikan kepatuhan terhadap baku
Cair kepatuhan terhadap regulasi. mutu lingkungan.
303
Water and Inadequate water management practices ABM applies an integrated water
Wastewater may result in environmental pollution, management system, including drainage
operational disruptions, and risks related systems, wastewater treatment, and
to regulatory compliance. water quality monitoring to ensure
compliance with environmental
standards.
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Keberlanjutan di ABM
Sustainability at ABM
Referensi GRI
Pilar Topik Material Dampak dan Risiko Utama bagi ABM Pendekatan Pengelolaan ABM
GRI
Pillar Material Topics Main Impacts and Risks for ABM ABM Management Approach
References
ABM mengelola limbah sesuai
Risiko pencemaran dan kewajiban ketentuan regulasi dan prinsip 3R,
rehabilitasi lingkungan dapat berdampak disertai pemantauan berkala dan
pada reputasi dan liabilitas finansial pengendalian operasional yang ketat.
Limbah dan Tailing
jangka panjang. ABM oversees waste management 306
Waste and Tailing
Pollution risks and environmental in accordance with regulatory
rehabilitation may impact reputation and requirements and the 3Rs principles,
long-term financial liabilities. with regular monitoring and strict
operational controls.
ABM melaksanakan reklamasi
Aktivitas pertambangan berpotensi progresif, revegetasi, dan pemantauan
mempengaruhi ekosistem dan lingkungan untuk menjaga
Keanekaragaman menimbulkan kewajiban rehabilitasi serta keseimbangan ekosistem di sekitar
Lingkungan
Hayati risiko reputasi. area operasi. 304
Environment
Biodiversity Mining activities may impact ecosystems, ABM conducts progressive reclamation,
resulting in rehabilitation responsibilities revegetation, and environmental
and reputational risks. monitoring to maintain ecosystem
balance around operational areas.
ABM menyusun rencana pascatambang
sejak tahap perencanaan operasi serta
Kewajiban pascatambang dan reklamasi
menyediakan dana jaminan reklamasi
dapat menimbulkan liabilitas finansial
Penutupan sesuai ketentuan yang berlaku.
jangka panjang dan risiko sosial.
Tambang ABM develops mine closure plans 413
Post-mining obligations and reclamation
Mine Closure during the operational planning phase
may lead to long-term financial liabilities
and allocates reclamation guarantee
and social risks.
funds in accordance with applicable
regulations.
ABM menerapkan sistem manajemen
Insiden kerja dan fatalitas dapat
K3 terintegrasi, pelatihan keselamatan
Kesehatan dan mengganggu operasional, menimbulkan
rutin, dan pengawasan berjenjang
Keselamatan Kerja kerugian finansial, serta berdampak
untuk mencapai target zero fatality.
(K3) pada reputasi perusahaan.
ABM implements an integrated OHS 403
Occupational Work incidents and fatalities may disrupt
management system, conducts routine
Health and Safety operations, result in financial losses,
safety training, and employs a multi-
(OHS) and adversely affect the company’s
tiered supervision to achieve zero
reputation.
fatality targets.
ABM memastikan praktik
Ketidakstabilan hubungan industrial dan
ketenagakerjaan yang adil,
kurangnya pengembangan kompetensi
menyediakan program pelatihan
dapat mempengaruhi produktivitas dan
Praktik dan pengembangan, serta menjaga
retensi tenaga kerja.
Ketenagakerjaan hubungan industrial yang harmonis. 401
Instability in industrial relations and
Labor Practices ABM ensures fair labor practices,
inadequate competency development
provides training and development
may adversely influence productivity and
programs, and maintains harmonious
employee retention.
industrial relations.
ABM menghormati kebebasan
Kebebasan berserikat dan menerapkan Perjanjian
Berserikat dan Hak Pelanggaran hak pekerja dapat memicu Kerja Bersama sebagai dasar hubungan
Sosial
Pekerja konflik industrial dan risiko hukum. industrial yang konstruktif.
Social 407, 408, 409
Freedom of Violations of workers’ rights can trigger ABM respects the freedom of
Association and industrial conflicts and legal risks. association and implements Collective
Workers’ Rights Labor Agreements as the basis for
constructive industrial relations.
Praktik diskriminatif dapat menimbulkan ABM menerapkan kebijakan kesetaraan
risiko hukum dan reputasi serta dan kesempatan kerja yang adil untuk
mengurangi kepercayaan pemangku menciptakan lingkungan kerja yang
Non-diskriminasi
kepentingan. inklusif. 406
Non-discrimination
Discriminatory practices may entail ABM enforces policies of equality and
legal and reputational risks and reduce fair employment opportunities to create
stakeholder trust. an inclusive work environment.
ABM menjalankan program
pemberdayaan masyarakat, mekanisme
Masyarakat Lokal Potensi konflik sosial dan sengketa lahan pengaduan, serta proses konsultatif
dan Masyarakat dapat mengganggu keberlangsungan terkait hak atas tanah dan sumber
Adat operasi dan menimbulkan risiko reputasi. daya.
411, 413
Local Communities Potential social conflicts and land ABM conducts community
and Indigenous disputes may disrupt operations and empowerment programs, complaint
Peoples pose reputational risks. mechanisms, and consultative
processes related to land and resource
rights.
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Referensi GRI
Pilar Topik Material Dampak dan Risiko Utama bagi ABM Pendekatan Pengelolaan ABM
GRI
Pillar Material Topics Main Impacts and Risks for ABM ABM Management Approach
References
ABM menerapkan ISO 37001, Kode
Etik Perusahaan, serta sistem
Praktik korupsi dan pelanggaran etika
Whistleblowing untuk memastikan
dapat mengakibatkan sanksi hukum,
integritas dan transparansi di seluruh
kerugian finansial, dan hilangnya
Anti-korupsi entitas.
kepercayaan investor. 205
Anti-corruption ABM implements ISO 37001, a
Corruption practices and ethical
Corporate Code of Ethics, and a
violations may result in legal sanctions,
Whistleblowing system to ensure
financial losses, and loss of investor trust.
integrity and transparency across all
entities.
Ketidakpatuhan terhadap regulasi dapat ABM memastikan kepatuhan melalui
berujung pada denda, pencabutan izin, fungsi legal, audit internal, serta
Kepatuhan Hukum dan pembatasan operasional. pemantauan risiko secara terintegrasi.
2-27
Legal Compliance Non-compliance with regulations can ABM ensures compliance through legal
lead to fines, license revocations, and functions, internal audits, and integrated
operational restrictions. risk monitoring.
ABM menerapkan kebijakan pengadaan
Risiko reputasi dan operasional dapat
yang transparan, evaluasi pemasok,
timbul dari praktik pemasok yang tidak
serta pakta integritas dalam proses
Supply Chain bertanggung jawab.
pengadaan. 204, 308, 414
Management Reputational and operational risks may
Reputational and operational risks may
originate from irresponsible practices by
originate from irresponsible practices by
Tata Kelola suppliers.
suppliers.
Governance
ABM menerapkan sistem pemeliharaan
Kegagalan peralatan dan insiden preventif dan pengelolaan risiko
Integritas Aset dan kritis dapat menyebabkan downtime operasional untuk menjaga keandalan
Insiden Kritis operasional dan peningkatan biaya. aset.
416
Asset Integrity and Equipment failures and critical incidents ABM implements preventive
Critical Incidents may lead to operational downtime and maintenance systems and operational
increased costs. risk management to ensure asset
reliability.
ABM mengimplementasikan kebijakan
Ancaman siber berpotensi mengganggu
keamanan informasi dan penguatan
Data Pribadi dan sistem operasional dan merusak
sistem pengendalian internal untuk
Keamanan Siber kepercayaan pemangku kepentingan.
melindungi data perusahaan. 418
Personal Data and Cyber threats have the potential to
ABM implements information security
Cybersecurity disrupt operational systems and
policies and strengthens internal control
undermine stakeholder trust.
systems to protect company data.
Kebijakan Publik Ketidaktransparanan dalam advokasi
ABM memastikan keterlibatan kebijakan
dan Pembayaran kebijakan dan kontribusi fiskal dapat
dilakukan secara etis serta melaporkan
kepada mempengaruhi reputasi dan hubungan
pajak dan royalti secara transparan.
Pemerintah dengan regulator. 207, 415
ABM ensures that policy engagement is
Public Policy Lack of transparency in policy advocacy
conducted ethically and that taxes and
and Payments to and fiscal contributions may impact
royalties are reported transparently.
Government reputation and regulatory relationships.
ABM menjaga kinerja ekonomi
Dampak Ekonomi Fluktuasi pasar dan dinamika transisi melalui diversifikasi bisnis, efisiensi
dan Kinerja energi dapat mempengaruhi stabilitas operasional, dan penguatan
Keuangan pendapatan dan valuasi perusahaan. fundamental keuangan.
201
Economic Impact Market fluctuations and energy transition ABM maintains economic performance
and Financial dynamics can influence revenue stability through business diversification,
Performance and company valuation. operational efficiency, and
strengthening financial fundamentals.
ABM melakukan evaluasi cadangan dan
Penilaian Ketidakakuratan estimasi cadangan studi kelayakan secara prudent untuk
Ekonomi Cadangan dan dapat berdampak pada keputusan memastikan keputusan investasi yang
Economy Belanja Modal investasi dan nilai aset jangka panjang. berkelanjutan.
201
Reserves Inaccurate reserve estimates can impact ABM conducts prudent reserve
Assessment and investment decisions and the long-term assessments and feasibility studies
Capital Expenditure valuation of assets. to ensure sustainable investment
decisions.
Keandalan dan Gangguan peralatan dapat mengurangi ABM menerapkan sistem pemeliharaan
Pemeliharaan produktivitas dan meningkatkan biaya berbasis risiko untuk menjaga
Peralatan operasional. kontinuitas operasi dan efisiensi biaya.
416
Equipment Equipment disruptions can reduce ABM applies risk-based maintenance
Reliability and productivity and increase operational systems to maintain operational
Maintenance costs. continuity and cost efficiency.
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Kinerja Lingkungan
Environmental Performance
Kinerja Lingkungan
Environmental Performance
Bagi ABM, menjaga lingkungan
bukan sekadar kewajiban, melainkan
investasi kami bagi masa depan.
For ABM, caring for the environment is not merely an
obligation, but our investment for the future.
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Pendekatan Manajemen untuk Lingkungan
Management Approach for the Environment
ABM mengelola aspek lingkungan sebagai bagian ABM manages environmental aspects as an integral
integral dari strategi keberlanjutan Perusahaan part of the Company’s sustainability strategy, aiming
untuk meminimalkan dampak negatif, meningkatkan to minimize negative impacts, enhance resource
efisiensi sumber daya, serta mendukung ketahanan efficiency, and bolster long-term operational resilience.
operasional jangka panjang. Pendekatan ini mengacu This approach ensures compliance with relevant laws
pada peraturan perundang-undangan yang berlaku, and regulations, as well as national and international
standar nasional dan internasional, serta kerangka standards, including the Global Reporting Initiative (GRI)
pelaporan Global Reporting Initiative (GRI), dengan reporting framework. Governance is reinforced through
penguatan tata kelola melalui fungsi Health, Safety, the functions of Health, Safety, and Environment
and Environment (HSE), manajemen risiko, dan (HSE), risk management, and oversight by the Board of
pengawasan Direksi serta Dewan Komisaris. Directors and the Board of Commissioners.
Secara umum, prinsip ini diwujudkan dalam kebijakan In general, this principle is actualized through policies
dan implementasi yang terkait dengan aspek-aspek di and implementations concerning the following aspects:
bawah ini:
A. Pengelolaan Energi dan Emisi A. Energy Management and Emissions
• Konsumsi Energi • Energy Consumption
ABM menerapkan kebijakan dan prosedur ABM implements energy management policies
pengelolaan energi di seluruh entitas untuk and procedures across all entities to improve
meningkatkan efisiensi operasional dan operational efficiency and reduce emissions. This
menekan emisi, dengan pengukuran konsumsi includes systematic measurement of electricity
energi listrik dan bahan bakar secara sistematis, and fuel consumption, the implementation of
penerapan inisiatif efisiensi, serta pemantauan efficiency initiatives, and the monitoring of
kinerja melalui indikator yang relevan. performance through relevant indicators.
• Emisi GRK • GHG Emissions
ABM mengelola emisi Gas Rumah Kaca ABM manages Greenhouse Gas emissions as a
sebagai isu material melalui penghitungan significant material issue by quantifying Scope 1,
Cakupan 1, Cakupan 2, dan sebagian Cakupan Scope 2, and some Scope 3 emissions utilizing IPCC
3 menggunakan metodologi IPCC dan GHG and GHG Protocol methodologies. Additionally, the
Protocol, serta menerapkan berbagai inisiatif company implements various mitigation initiatives
mitigasi untuk mengendalikan dan menurunkan designed to control and reduce emissions.
emisi.
B. Pengelolaan Sumber Daya Alam dan B. Management of Natural Resources and the
Lingkungan Environment
• Penggunaan Air • Water Usage
ABM mengelola penggunaan air secara ABM manages water usage responsibly through
bertanggung jawab melalui izin resmi, pemantauan official permits, monitoring water extraction and
pengambilan dan pembuangan air, pengolahan disposal processes, treating wastewater prior to
air limbah sebelum dilepas ke lingkungan, serta its release into the environment, and conducting
pengujian kualitas air secara berkala. regular water quality assessments.
• Keanekaragaman Hayati • Biodiversity
ABM berkomitmen melindungi ekosistem di ABM is committed to protecting the surrounding
sekitar wilayah operasional melalui pelaksanaan ecosystem of the operational area through the
RKL-RPL dan UKL-UPL, rehabilitasi dan reklamasi implementation of RKL-RPL and UKL-UPL, as well
lahan, serta Perusahaan melakukan pendekatan as land rehabilitation and reclamation initiatives.
yang mempertimbangkan karakteristik ekologis Additionally, the company adopts approaches
setempat. that take into account the local environment’s
ecological characteristics.
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Kinerja Lingkungan
Environmental Performance
• Operasi Lingkungan (Pengelolaan Limbah) • Environmental Operations (Waste)
ABM mengelola limbah B3 dan non-B3 berdasarkan ABM manages hazardous and non-hazardous
jenis dan karakteristiknya melalui pemilahan, waste according to their types and characteristics
pencatatan, penyimpanan sementara, serta through sorting, recording, temporary storage,
pengangkutan dan pengolahan oleh pihak ketiga transportation, and processing by licensed
berizin, disertai upaya pencegahan pencemaran third parties, accompanied by efforts to prevent
dan pemanfaatan kembali limbah tertentu. pollution and reuse of certain waste materials.
Seluruh kebijakan dan implementasi aspek- All policies and implementation aspects outlined
aspek di atas dipantau secara berkala oleh fungsi above are regularly monitored by the HSE function and
HSE dan manajemen, serta dilaporkan kepada management. These are subsequently reported to the
Direksi dan Dewan Komisaris sebagai bagian Board of Directors and the Board of Commissioners
dari mekanisme evaluasi kinerja dan perbaikan as part of the performance evaluation and continuous
berkelanjutan. improvement mechanism.
Biaya lingkungan Hidup [SEOJK F.4][NDAQ E10] Environmental Costs [SEOJK F.4][NDAQ E10]
Perusahaan mengalokasikan biaya lingkungan sebagai The Company allocates environmental costs as part of
bagian dari komitmen dalam mengelola dampak its commitment to responsibly manage the environmental
operasional secara bertanggung jawab. Pada tahun impacts of its operations. In 2025, total environmental
2025, total biaya lingkungan yang dikeluarkan mencapai expenditure amounted to Rp13.27 billion (equivalent to
Rp13,27 miliar (setara dengan sekitar US$0,79 miliar approximately US$0.79 billion based on an exchange rate
berdasarkan kurs Rp16.781,90), yang mencakup kegiatan of Rp16,781.90), covering hazardous and non-hazardous
pengelolaan limbah B3 dan non-B3, pemantauan dan waste management, environmental quality monitoring and
pengelolaan kualitas lingkungan, pengukuran lingkungan management, workplace environmental measurements, as
kerja, serta pelaksanaan program reklamasi, revegetasi, well as the implementation of reclamation, revegetation,
dan pengendalian dampak lingkungan lainnya. and other environmental impact mitigation programs.
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Pengelolaan Energi dan Emisi
Energy and Emissions Management
Konsumsi Energi Energy Consumption
Pengelolaan energi merupakan bagian integral Energy management is an integral part of ABM’s
dari strategi ABM dalam meningkatkan efisiensi strategy to improve operational efficiency while reducing
operasional sekaligus menekan emisi gas rumah kaca. greenhouse gas emissions. This approach aligns with
Pendekatan ini sejalan dengan komitmen Perusahaan the Company’s commitment to deliver energy that
dalam menghadirkan energi yang memberikan manfaat yields sustainable benefits, wherein increased energy
secara berkelanjutan, di mana peningkatan efisiensi efficiency across all operational facets directly reduces
energi di setiap lini operasi berkontribusi langsung emission intensity. Energy management is systematically
terhadap pengurangan intensitas emisi. Pengelolaan implemented across all entities through internal
energi diterapkan secara konsisten di seluruh entitas policies and procedures aligned with governmental
melalui kebijakan dan prosedur internal yang mengacu regulations, including the Minister of Energy and Mineral
pada ketentuan pemerintah, termasuk Peraturan Resources Regulation No. 8 of 2025 concerning Energy
Menteri ESDM No. 8 Tahun 2025 tentang Manajemen Management, as well as international best practices. [GRI
Energi, serta praktik terbaik internasional. [GRI 302-1] 302-1] [SEOJK F.6] [NDAQ E3]
[SEOJK F.6] [NDAQ E3]
Energi yang digunakan Grup ABM terutama berasal dari The energy consumption of the ABM Group mainly
bahan bakar minyak untuk pengoperasian alat berat comes from fuel oil used to operate heavy equipment
dan kendaraan operasional, serta energi listrik untuk and operational vehicles, as well as electricity used
mendukung aktivitas produksi dan fasilitas penunjang. for production activities and supporting infrastructure.
Berbagai inisiatif efisiensi energi dijalankan secara Numerous energy efficiency initiatives are continually
berkelanjutan, antara lain penggunaan Biosolar B40 implemented, including adopting Biosolar B40 in 2025,
di tahun 2025, pembatasan pengisian ulang bahan limiting daily fuel refills, standardizing equipment
bakar harian, standarisasi parameter operasional operational parameters, replacing traditional lighting
peralatan, penggantian lampu konvensional dengan with LED lighting, installing solar-powered Public Street
lampu LED, pemasangan Penerangan Jalan Umum (PJU) Lighting (PJU), optimizing natural light through skylights
berbasis panel surya, optimalisasi pemanfaatan cahaya in warehouses, and regulating electricity consumption
alami melalui skylight di fasilitas pergudangan, serta in employee dormitories. These initiatives have led
pengendalian konsumsi listrik di mess karyawan.Melalui to a reduction in energy consumption by 1.6 million
inisiatif ini, ABM telah mengurangi energi sebesar 1,6 gigajoules. [GRI 302-1] [GRI 302-4] [SEOJK F.7] [NDAQ E5]
juta Gigajoule. [GRI 302-1] [GRI 302-4] [SEOJK F.7] [NDAQ E5]
Pengukuran konsumsi energi dilakukan secara Energy consumption measurement is systematically
sistematis menggunakan kWh meter untuk listrik dan conducted systematically using kWh meters for
flow meter untuk bahan bakar di masing-masing lokasi electricity and flow meters for fuel at each operational
operasional, dengan perhitungan yang mengacu pada site, with calculations based on the methodologies and
metodologi dan standar IPCC AR 5 tahun 2014 ( CO2, standards outlined in IPCC AR5 2014 (CO2, N2O, CH4)
N2O , CH4) dan GHG Protocol. Faktor konversi energi and the GHG Protocol. The energy conversion factors
yang digunakan juga mengacu pada standar tersebut used also refer to these standards to ensure data
untuk memastikan konsistensi dan keterbandingan consistency and comparability across different periods.
data antar periode. [GRI 302-1] [GRI 302-5] [NDAQ E3] [GRI 302-1] [GRI 302-5] [NDAQ E3]
Saat ini, pengumpulan data terkait konsumsi energi Currently, data collection regarding energy
dari sumber eksternal masih dalam proses konsolidasi consumption from external sources is still being
di seluruh entitas usaha ABM. Perseroan terus consolidated across all ABM business entities. The
melakukan koordinasi dengan unit operasional terkait Company continues to coordinate with the relevant
untuk memastikan kelengkapan dan akurasi data operational units to ensure data completeness and
sebelum dilakukan pelaporan secara menyeluruh. [GRI accuracy before comprehensive reporting. [GRI 302-2]
302-2] [NDAQ E4] [NDAQ E4]
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Pemantauan dan evaluasi pengelolaan energi Monitoring and evaluation of energy management are
dilakukan oleh fungsi Health, Safety, and Environment conducted by the Health, Safety, and Environment (HSE)
(HSE) di setiap entitas anak melalui pelaporan rutin function in each subsidiary through regular reporting
dan capaian Key Performance Indicators (KPI). Untuk and the achievement of Key Performance Indicators
memastikan perbandingan kinerja yang setara di (KPIs). To facilitate comparability of performance across
seluruh lini usaha, ABM menghitung intensitas energi all business lines, ABM calculates energy intensity
berdasarkan pendapatan, sehingga memungkinkan relative to revenue, allowing for consistent oversight of
pemantauan efisiensi energi secara konsisten di energy efficiency across the Group. [GRI 302-3] [NDAQ E4]
seluruh Grup. [GRI 302-3] [NDAQ E4]
Pada tahun 2025, tercatat adanya penurunan konsumsi In 2025, a reduction in energy consumption was
energi yang terutama dipengaruhi oleh perubahan documented, primarily attributable to modifications in
aktivitas operasional pada salah satu entitas, yaitu TIA. operational activities at a specific entity, namely TIA.
Sejak tahun 2025, TIA tidak lagi menjalankan kegiatan Since 2025, TIA has ceased its production operations
operasi produksi dan hanya melanjutkan proses and solely maintains the remaining coal shipping
pengiriman batu bara yang tersisa. Perubahan ruang process. This scope change directly contributed to the
lingkup kegiatan ini secara langsung berdampak pada reduction in energy needs compared to the previous
penurunan kebutuhan energi dibandingkan tahun year.
sebelumnya.
Sejalan dengan hal tersebut, meskipun Perusahaan In this context, although the Company has not yet
belum menetapkan angka penurunan konsumsi energi established a specific quantitative target for the
secara kuantitatif, berbagai inisiatif efisiensi yang reduction in energy consumption, various efficiency
diterapkan telah berkontribusi pada pengendalian initiatives that have been implemented have contributed
pertumbuhan konsumsi energi dan peningkatan to regulating the growth of energy consumption and
efisiensi penggunaan energi operasional dibandingkan enhancing operational energy efficiency relative to
kondisi tanpa inisiatif tersebut. Selain itu, melalui AJN, conditions without these initiatives. Furthermore,
ABM memproduksi dan menjual listrik dari sumber through AJN, ABM produces and sells electricity
energi terbarukan kepada pihak eksternal, yang generated from renewable energy sources to external
merepresentasikan pengurangan kebutuhan energi parties, thus representing a decrease in energy needs
dari sumber tidak terbarukan pada tingkat pengguna from non-renewable sources at the end-user level and
akhir serta mendukung efisiensi energi secara tidak indirectly supporting energy efficiency externally. [GRI
langsung di luar organisasi. [GRI 302-4] [GRI 302-5] [SEOJK 302-4] [GRI 302-5] [SEOJK F.7] [NDAQ E5]
F.7] [NDAQ E5]
50 S T R E N GT H B E N E AT H ,
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Konsumsi Bahan Bakar Total dalam Organisasi dari Sumber Daya Terbarukan [GRI 302-1B]
Total Fuel Consumption within the Organization from Renewable Sources
Konsumsi Energi Sumber Daya Terbarukan Satuan
2023 2024 2025
Energy Consumption of Renewable Resources Unit
Mining Value Chain (MVC)
Bio Solar*
liter 102.591.222,11 126.893.555,27 125.283.306,12
Bio Solar*
Konsumsi Energi
gigajoule 3.587.241,93 4.247.569,31 4.135.197,13
Energy Consumption
Panel Surya
kWh 8.486,93 25.910 236.302
Solar Panel
Konsumsi Energi (Panel Surya)
gigajoule 30,55 93,28 850,69
Energy Consumption (Solar Panel)
Logistics, Engineering, New Business (LENB)
Bio Solar*
liter 374.668,04 884.888,21 2.775.712,87
Bio Solar*
Konsumsi Energi
gigajoule 13.410,39 31.654,74 99.599,44
Energy Consumption
Panel Surya
kWh - - 135.370,00
Solar Panel
Konsumsi Energi (Panel Surya)
gigajoule - - 487,33
Energy Consumption (Solar Panel)
Total Konsumsi Bio Solar
liter 102.965.890,15 127.778.443,48 128.059.018,99
Total Consumption of Bio Solar
Total Konsumsi Panel Surya
kWh 8.486,93 25.910,00 371.672,00
Total Consumption of Solar Panel
Total Konsumsi Sumber Terbarukan dalam 0rganisasi
Total Consumption of Renewable Sources within the gigajoule 3.600.682,87 4.279.317,33 4.236.134,59
Organization
Catatan | Note:
* Penggunaan biosolar meningkat secara bertahap, dari B30 dan B35 pada tahun 2023, menjadi B35 pada tahun 2024, serta
B40 pada tahun 2025, mengikuti kebijakan peningkatan campuran bahan bakar nabati.
* The use of biosolar is gradually increasing, transitioning from B30 and B35 in 2023, to B35 in 2024, and B40 in 2025, in
alignment with policy objectives to increase the use biofuel blending.
* Bio Solar dikategorikan sebagai partially renewable blend. Untuk perhitungan energi terbarukan dari biodiesel, hanya
kandungan bio (bio content) yang dihitung, tidak termasuk komponen berbasis fosil. Perhitungan emisi mengacu pada GHG
Protocol dan IPCC Assessment Report AR5 (2014) (CO₂, N₂O, dan CH₄).
* Bio Solar is classified as a partially renewable blend. For renewable energy calculations from biodiesel, only the bio content is
considered, excluding the fossil-based component. Emissions are calculated based on the GHG Protocol and IPCC Assessment
Report AR5 (2014) (CO₂, N₂O, and CH₄).
39,9%
Sumber energi
terbarukan
Renewable energy
sources
4.236.134,59 GJ
60,1%
Sumber energi
tidak terbarukan
Non-Renewable
energy sources
6.382.194,65 GJ
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Environmental Performance
Konsumsi Energi Sumber Daya Tak Terbarukan Satuan
2023 2024 2025
Energy Consumption of Non-Renewable Resources Unit
Mining Value Chain (MVC)
Bio Solar (B0)
liter 239.379.518,26 235.659.459,79 187.924.959,18
Bio Solar (B0)
Konsumsi Energi (B0)
gigajoule 8.370.231,17 7.888.343,00 6.202.795,70
Energy Consumption
Konsumsi Listrik kWh 7.566.252,78 3.000.332,00 3.261.836,00
Electricity Consumption gigajoule 27.229,07 10.801,50 11.742,85
Logistics, Engineering, New Business (LENB)
Bio Solar (B0)
liter 874.225,44 1.643.363,82 4.163.569,30
Bio Solar (B0)
Konsumsi Energi (B0)
gigajoule 31.290,91 58.787,38 149.399,15
Energy Consumption
Konsumsi Listrik kWh 5.051.138,00 5.681.767,00 4.770.250,00
Electricity Consumption gigajoule 18.184,09 20.454,33 18.256,95
Total Konsumsi BBM
liter 240.253.743,69 237.302.823,61 192.088.528,48
Total Fuel Consumption
Total Konsumsi Listrik
kWh 12.617.390,78 8.682.099,00 8.032.086,00
Total Electricity Consumption
Total Konsumsi Sumber Tidak Terbarukan Dalam Organisasi
Total Consumption of Non-Renewable Sources In the gigajoule 8.446.935,24 7.978.386,20 6.382.194,65
Organization
Intensitas Energi dalam Organisasi
Energy Intensity within the Organization
Keterangan Satuan
2023 2024 2025
Description Unit
Total Energi
gigajoule 12.047.618,11 12.257.703,53 10.618.329,24
Total Energy
Total Pendapatan Bersih
US$ 1.492.998.856 1.200.132.454 1.038.170.254
Total Net Revenue
Intensitas Energi dalam Organisasi [GRI 302-3]
GJ/US$ 0,0081 0,0102 0,0102
Energy Intensity within the Organization
52 S T R E N GT H B E N E AT H ,
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Emisi GRK GHG Emissions
Emisi Gas Rumah Kaca (GRK) merupakan isu Greenhouse Gas (GHG) Emissions constitute a
material bagi ABM mengingat keterkaitannya dengan material issue for ABM, as they relate to operational
keberlanjutan operasional, kinerja lingkungan, dan sustainability, environmental performance, and the
agenda transisi menuju ekonomi rendah karbon. transition towards a low-carbon economy. Climate
Perubahan iklim menjadi perhatian utama para change has emerged as a foremost concern among
pemangku kepentingan, sehingga ABM berkomitmen stakeholders; consequently, ABM is committed to
mengelola dampak lingkungan secara bertanggung responsibly managing environmental impacts through
jawab melalui pengendalian dan pengurangan emisi controlling and reducing GHG emissions as part of
GRK sebagai bagian dari praktik bisnis berkelanjutan. sustainable business practices. [SEOJK F.11] [NDAQ E1]
[SEOJK F.11] [NDAQ E1]
Penghitungan emisi dilakukan untuk Cakupan 1 (emisi Emissions calculations were performed for Scope 1
langsung) dan Cakupan 2 (emisi tidak langsung dari (direct emissions) and Scope 2 (indirect emissions from
konsumsi energi), serta sebagian Cakupan 3, dengan energy consumption), along with a portion of Scope 3,
menggunakan pendekatan kontrol finansial. Seluruh employing a financial control approach. All calculations
perhitungan mengacu pada IPCC AR 5 tahun 2014 adhere to the 2014 IPCC AR5 and GHG Protocol,
dan GHG Protocol, serta menggunakan faktor emisi utilizing emission factors established by the Ministry
yang ditetapkan oleh Kementerian ESDM. Sumber of Energy and Mineral Resources. The main sources of
emisi utama berasal dari pembakaran bahan bakar emissions originate from the combustion of diesel fuel
solar pada alat berat dan kendaraan operasional, serta in heavy machinery and operational vehicles, as well
konsumsi listrik untuk mendukung kegiatan tambang, as electricity consumption to support mining activities,
fasilitas operasional, dan sarana pendukung. [GRI 305-1] operational facilities, and supporting infrastructure. [GRI
[GRI 305-2] [GRI 305-3] [SEOJK F.11] [NDAQ E1] 305-1] [GRI 305-2] [GRI 305-3] [SEOJK F.11] [NDAQ E1]
ABM menetapkan tahun 2022 sebagai tahun dasar ABM designated 2022 as the baseline year for
perhitungan emisi seiring dengan penyempurnaan emission calculations in line with the refinement of
metodologi dan perubahan struktur usaha. Data emisi the methodology and modifications in the business
dihimpun dari catatan penggunaan bahan bakar dan structure. Emission data are collected from fuel usage
konsumsi listrik yang dikonversi menjadi emisi CO₂e records and electricity consumption, which are then
menggunakan faktor emisi yang relevan. Pemantauan converted into CO₂e emissions using relevant emission
dilakukan secara berkala untuk memastikan keandalan factors. Monitoring is conducted periodically to ensure
data serta mengevaluasi tren emisi dari waktu ke data reliability and to evaluate emission trends over
waktu. [GRI 305-4] [GRI 305-6] [SEOJK F.12] time. [GRI 305-4] [GRI 305-6] [SEOJK F.12]
Selain pengelolaan emisi gas rumah kaca, ABM juga In addition to managing greenhouse gas emissions,
menyadari risiko lingkungan yang ditimbulkan oleh ABM recognizes the environmental risks associated
penggunaan Ozone-Depleting Substances (ODS) with the use of ozone-depleting substances (ODS) and
dan berkomitmen untuk mendukung kebijakan is committed to supporting governmental policies aimed
pemerintah dalam mengurangi penggunaannya. at reducing their use. In line with this commitment and
Sejalan dengan komitmen tersebut serta mengacu in reference to Minister of Industry Regulation Number
pada Peraturan Menteri Perindustrian Nomor 41/M-IND/PER/5/2014, which pertains to the prohibition
41/M-IND/PER/5/2014 tentang Larangan Penggunaan of Hydrochlorofluorocarbon (HCFC-22 & HCFC-141b)
Hydrochlorofluorocarbon (HCFC-22 & HCFC-141b) di usage in the industrial sector. In 2025, ABM refrained
sektor industri, hingga tahun pelaporan 2025 ABM tidak from using ODS in our operations, resulting in zero ODS
menggunakan ODS dalam kegiatan operasionalnya, consumption.
sehingga jumlah konsumsi ODS tercatat sebesar nol.
Sebagai langkah mitigasi berkelanjutan, Perusahaan In the context of ongoing mitigation efforts, the Company
telah beralih ke senyawa yang lebih ramah lingkungan, has transitioned to more environmentally friendly
seperti Hydrofluorocarbon (HFC), yang memiliki compounds, such as Hydrofluorocarbons (HFCs),
nilai Ozone Depletion Potential (ODP) sebesar which possess an Ozone Depletion Potential (ODP) of
nol. Penggunaan HFC ini merujuk pada regulasi zero. The use of HFCs refers to regulations established
Environmental Protection Agency (EPA) (2023) serta by the Environmental Protection Agency (EPA) (2023)
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ketentuan Ozone Layer Protection (Substitutes for and the Ozone Layer Protection (Substitutes for Ozone-
Ozone-Depleting Substances) yang menegaskan Depleting Substances) provisions, which affirm that
bahwa senyawa tersebut tidak berdampak terhadap these substances do not affect the ozone layer.
lapisan ozon.
Melalui langkah ini, ABM tidak hanya memastikan Through this stage, ABM not only ensures compliance
kepatuhan terhadap regulasi yang berlaku, tetapi juga with relevant regulations but also contributes to global
berkontribusi dalam perlindungan lingkungan global, environmental preservation, particularly in maintaining
khususnya dalam menjaga keberlanjutan lapisan the sustainability of atmospheric layers and supporting
atmosfer dan mendukung upaya mitigasi perubahan initiatives aimed at mitigating climate change. [GRI 305-6]
iklim. [GRI 305-6] [SEOJK F.12] [SEOJK F.12]
Dalam upaya menurunkan emisi, ABM menerapkan To reduce emissions, ABM implements various
berbagai inisiatif mitigasi di seluruh unit bisnis, mitigation initiatives across its business units, including
antara lain penggunaan biodiesel (B40), peningkatan the utilization of biodiesel (B40), improving fuel
efisiensi bahan bakar melalui standarisasi parameter efficiency through the standardization of operational
operasional, pemanfaatan energi surya dan energi parameters, utilizing solar energy and biogas,
biogas, digitalisasi pelaporan lingkungan, serta digitalizing environmental reporting, and rehabilitating
rehabilitasi dan reklamasi lahan pascatambang. Di and reclaiming post-mining lands. At the operational
tingkat operasional, CK mengoperasikan Pembangkit level, CK manages an off-grid Solar Power Plant (PLTS)
Listrik Tenaga Surya (PLTS) off-grid dengan sistem equipped with a battery system (CBESS) at the CK KIM
baterai (CBESS) di site CK KIM, Provinsi Jambi, untuk site in Jambi Province to support the site’s electricity
mendukung kebutuhan listrik fasilitas operasional needs, whilst concurrently reducing indirect emissions
sekaligus mengurangi emisi tidak langsung dan biaya and long-term energy costs. [GRI 305-5] [SEOJK F.12] [NDAQ
energi jangka panjang. [GRI 305-5] [SEOJK F.12] [NDAQ E1] E1]
Selain itu, penerapan biodiesel B40 pada alat berat Furthermore, the implementation of B40 biodiesel
dan kendaraan operasional turut berkontribusi pada in heavy machinery and operational vehicles further
penurunan intensitas emisi dibandingkan penggunaan facilitates a reduction in emission intensity relative to
solar konvensional. Optimalisasi rute dan ritase traditional diesel fuel. Additionally, route optimization
melalui pengaturan jarak tempuh dan waktu tunggu and load scheduling aimed at managing travel
alat angkut, termasuk pemanfaatan sistem digital distances and wait times for transportation equipment,
seperti menggunakan MineStar, juga dilakukan untuk including the use of digital systems such as MineStar
meningkatkan efisiensi operasional dan menekan are implemented to improve operational efficiency and
konsumsi bahan bakar. [SEOJK F.11] [NDAQ E1] reduce fuel consumption. [SEOJK F.11] [NDAQ E1]
Pengelolaan emisi ABM diselaraskan dengan komitmen ABM emission management aligns with both national
nasional dan internasional, termasuk target penurunan and international commitments, including Indonesia’s
emisi Indonesia sebesar 31,89% serta target Net Zero emission reduction target of 31.89% and the Net Zero
Emissions pada tahun 2060, sebagaimana tercantum Emissions target by 2060, as outlined in the Nationally
dalam Nationally Determined Contribution (NDC). Determined Contribution (NDC). Additionally, ABM also
ABM juga mendukung tujuan Perjanjian Paris untuk supports the objectives of the Paris Agreement to limit
membatasi kenaikan suhu global di bawah 2°C. global temperature rise below 2°C. Using 2022 as the
Dengan menjadikan tahun 2022 sebagai tahun dasar baseline year, ABM sets a target to reduce greenhouse
(baseline), ABM menetapkan target penurunan emisi gas (GHG) emissions by 5% by 2030.
Gas Rumah Kaca (GRK) sebesar 5% yang akan dicapai
pada tahun 2030.
Pemantauan dan evaluasi emisi dilakukan secara Monitoring and evaluating emissions are regularly
berkala oleh fungsi Health, Safety, and Environment carried out by the Health, Safety, and Environment (HSE)
(HSE) di masing-masing entitas anak. Hasil functions at each subsidiary. The results are routinely
pemantauan tersebut dilaporkan secara rutin kepada reported to management and the Board of Directors as
manajemen dan Direksi sebagai bagian dari mekanisme part of governance mechanisms and environmental Key
tata kelola serta evaluasi Key Performance Indicators Performance Indicators (KPIs). Through the operation
(KPI) lingkungan. Melalui pengoperasian Pembangkit of Biogas Power Plants (PLTBg) by the ND Group in
Listrik Tenaga Biogas (PLTBg) oleh Grup ND
54 S T R E N GT H B E N E AT H ,
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di Kalimantan Selatan, ABM turut mencegah pelepasan South Kalimantan, ABM contributes to the mitigation of
emisi GRK melalui pemanfaatan gas metana, GHG emissions by harnessing methane gas while also
sekaligus mendukung pengelolaan limbah yang lebih supporting more sustainable waste management. [GRI
berkelanjutan. [GRI 305-7] [SEOJK F.12] 305-7] [SEOJK F.12]
Penurunan emisi GRK Langsung (Cakupan 1) pada The reduction in direct GHG emissions (Scope 1)
tahun 2025 terutama didorong oleh turunnya projected for 2025 was primarily driven by decreased
penggunaan bahan bakar, khususnya pada entitas fuel usage, especially at TIA entities. Since 2025 have
TIA yang sejak 2025 tidak lagi melakukan operasi no longer conducted production operations and are
produksi dan hanya melanjutkan proses pengiriman solely engaged in the process of remaining coal. This
sisa batu bara. Perubahan aktivitas operasional shift in operational activities resulted in a significant
tersebut menyebabkan penurunan konsumsi energi decrease in energy consumption compared to 2024,
yang signifikan dibandingkan tahun 2024, sehingga making it the main contributor to the emission reduction.
menjadi kontributor utama terhadap turunnya emisi.
Pada tingkat Grup, emisi GRK cakupan 1 menurun At the Group level, Scope 1 emissions decreased
secara signifikan dari 28.544,36 ton CO₂eq pada 2024 substantially from 28,544.36 tons of CO₂e in 2024 to
menjadi 2.961,71 ton CO₂eq pada 2025. Tren serupa 2,961.71 tons of CO₂e in 2025. A corresponding trend
juga terlihat pada Unit Bisnis Mining Value Chain is also evident within the Mining Value Chain (MVC)
(MVC), di mana emisi GRK Cakupan 1 langsung kotor Business Unit, where gross Scope 1 GHG emissions
menurun dari 27.591,17 ton CO₂eq pada 2024 menjadi declined from 27,591.17 tons of CO₂e in 2024 to 2,133.46
2.133,46 ton CO₂eq pada 2025. tons of CO₂e in 2025.
Selain dampak utama dari berkurangnya aktivitas In addition to the primary reduction in PT TIA production
produksi PT TIA, penurunan emisi ini juga didukung activities, this decrease in emissions was further
oleh peningkatan porsi penggunaan biosolar, dari B30 supported by an increased proportion of biodiesel
menjadi B35 pada 2024 dan selanjutnya meningkat usage, transitioning from B30 to B35 in 2024, and
dari B35 menjadi B40 pada 2025. Kenaikan campuran subsequently from B35 to B40 in 2025. The higher
biodiesel tersebut menurunkan faktor emisi bahan biodiesel blend lowered the fuel emission factor,
bakar, sehingga semakin memperkuat penurunan total thereby further strengthening the overall emission
emisi dibandingkan tahun sebelumnya. reduction compared to the previous year.
Intensitas Emisi Emissions Intensity
Sebagai bagian dari pengelolaan kinerja lingkungan, In the context of environmental performance
ABM memantau intensitas emisi GRK untuk menilai management, ABM monitors GHG emission intensity
efektivitas pengendalian emisi secara relatif terhadap to assess the effectiveness of emission controls
skala usaha. Intensitas emisi dihitung dengan relative to the scale of operations. Emission intensity
membandingkan total emisi GRK terhadap pendapatan, is determined by comparing total GHG emissions
sehingga memungkinkan perbandingan yang relevan to revenue, facilitating comparisons across ABM’s
di seluruh lini bisnis ABM yang mencakup sektor diverse business lines, including mining, logistics, and
pertambangan, logistik, dan energi baru terbarukan. renewable energy. This approach helps ensure year-
Pendekatan ini digunakan untuk memastikan over-year performance comparability and supports
keterbandingan kinerja dari tahun ke tahun serta strategic decision-making in emission management.
mendukung pengambilan keputusan strategis dalam [GRI 305-4] [NDAQ E2]
pengelolaan emisi. [GRI 305-4] [NDAQ E2]
Pemantauan intensitas emisi dilakukan secara Emission intensity monitoring is conducted regularly by
berkala oleh fungsi HSE, dengan gas rumah kaca the HSE function, including greenhouse gases such as
yang diperhitungkan meliputi CO₂, CH₄, dan N₂O, CO₂, CH₄, and N₂O, following the guidelines outlined
sesuai dengan ketentuan IPCC AR 5 dan GHG by the IPCC AR 5 and the GHG Protocol. The results of
Protocol. Evaluasi hasil pemantauan menjadi dasar this monitoring are used as a basis for the Company to
bagi Perusahaan dalam memperkuat inisiatif efisiensi enhance operational efficiency initiatives and support
operasional dan mendukung pencapaian target ongoing emission-intensity reduction targets. [GRI 305-
pengurangan intensitas emisi secara berkelanjutan. 6] [NDAQ E2]
[GRI 305-6] [NDAQ E2]
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Emisi GRK (ton CO2eq)
GHG Emissions (ton CO2eq)
Unit Bisnis
2023 2024 2025
Business Unit
Mining Value Chain (MVC)
Emisi GRK Cakupan 1 langsung kotor
85.926,80 27.591,18 2.133,46
Gross direct (Scope 1) GHG emissions
Emisi energi GRK (Cakupan 2) tidak langsung kotor
7.967,76 3.392,32 3.896,87
Gross location-based energy indirect (Scope 2) GHG emissions
Logistics, Engineering, New Business (LENB)
Emisi GRK Cakupan 1 langsung kotor
3.496,83 953,18 828,25
Gross direct (Scope 1) GHG emissions
Emisi energi GRK (Cakupan 2) tidak langsung kotor
4.094,69 5.760,03 5.309,35
Gross location-based energy indirect (Scope 2) GHG emissions
Total Emisi GRK Cakupan 1 langsung kotor
89.423,63 28.544,36 2.961,71
Total Gross direct (Scope 1) GHG emissions
Total Emisi energi GRK (Cakupan 2) tidak langsung kotor
Total Gross location-based energy indirect (Scope 2) GHG 12.062,45 9.152,35 9.206,22
emissions
Total Emisi GRK (Cakupan 1 & 2)
101.486,09 37.696,70 12.167,93
Total GHG Emission (Scope 1&2)
Intensitas Emisi (ton CO2eq/US$) [GRI 305-4] 0,000068 0,0000314 0,0000117
*Catatan: Total emisi GRK tahun 2025 mengalami penurunan signifikan terutama disebabkan oleh berhentinya kegiatan produksi PT TIA yang
berdampak pada turunnya konsumsi bahan bakar secara material, serta peningkatan penggunaan biosolar dengan campuran yang lebih tinggi
(hingga B40) yang berkontribusi pada penurunan faktor emisi.
*Note: The total GHG emissions in 2025 show a significant decrease, primarily due to the cessation of PT TIA’s production activities, which materially
impacts fuel consumption. Additionally, there is an increased use of biodiesel with higher blends (up to B40), contributing to a reduction in emission
factors.
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Emisi GRK | GHG Emissions [GRI 305-1] [GRI 305-2] [GRI 305-3] [GRI 305-4] [SEOJK F.11] [SEOJK F.12]
Keterangan Satuan
2023 2024 2025
Description Unit
Emisi Gas Rumah Kaca Langsung (Cakupan 1)
tCO2eq 89.423,63 28.544,36 2.961,71
Direct (Scope 1) GHG Emissions
Pembakaran Stasioner
tCO2eq 4.806,94 5.176,39 536,39
Stationary Combustion
Pembakaran kendaraan
tCO2eq 84.616,69 23.367,97 2.425,32
Mobile Combustion
Emisi Gas Rumah Kaca Tidak Langsung (Cakupan 2)
tCO2eq 12.062,45 9.152,35 9.206,22
Energy Indirect (Scope 2) GHG emissions
Konsumsi Listrik
tCO2eq 12.062,45 9.152,35 9.206,22
Electricity Consumption
Emisi Gas Rumah Kaca Tidak Langsung Lainnya
(Cakupan 3) tCO2eq 11.115,77 19.889,03 9.780,89
Other indirect (Scope 3) GHG emissions
Transportasi dan Distribusi Hilir
tCO2eq 11.115,77 19.882,71 9.780,89
Downstream Transportation and Distribution
Perjalanan Dinas (BOD)
tCO2eq N/A 6,32 N/A
Business Travel (BOD)
Total Emisi Gas Rumah Kaca (Cakupan 1, 2, dan 3)
tCO2eq 101.486,09 37.696,71 12.167,93
Total GHG Emission (Scope 1,2 &3)
Catatan: Data emisi cakupan 3 perjalanan dinas pada tahun 2025 masih dalam proses pengumpulan.
Note: Scope 3 emissions from business travel for 2025 are currently being collected.
Emisi Udara yang Signifikan [GRI 305-7]
Significant Air Emissions
Baku TIA
Pengukuran Kadar Emisi Mutu Satuan
Emissions Measurement Quality Unit 2023 2024 2025
Standards
Lokasi Tambang
Mine Location
Kadar Emisi Nitrogen Dioksida ( NO2)
<200 mg/Nm3 161 161 4,77
Nitrogen Dioxide (NO2) Emission Levels
Kadar Emisi Karbon Monoksida (CO)
<10.000 mg/Nm3 1.199 1.199 35,54
Carbon Monoxide (CO) Emission Levels
Lokasi Pelabuhan
Port Location
Kadar Emisi Nitrogen Dioksida ( NO2)
<200 mg/Nm3 146 147 11,2
Nitrogen Dioxide (NO2) Emission Levels
Kadar Emisi Karbon Monoksida (CO)
<10.000 mg/Nm3 58,46 72 30,9
Carbon Monoxide (CO) Emission Levels
Lokasi Penunjang
Facilities Location
Kadar Emisi Nitrogen Dioksida ( NO2) Tidak diukur*
<200 mg/Nm3 162 162
Nitrogen Dioxide (NO2) Emission Levels Not measured*
Kadar Emisi Karbon Monoksida (CO) Tidak diukur*
<10.000 mg/Nm3 1.202 1.202
Carbon Monoxide (CO) Emission Levels Not measured*
*Catatan: Kualitas udara diambil sampel di titik dengan potensi pencemaran tertinggi
*Note: Air quality sample taken in the most vulnerable spot
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Kinerja Lingkungan
Environmental Performance
Inisiatif Pengurangan Emisi dan Efisiensi Energi [GRI 305-5] Emissions and Energy Reduction Initiatives [GRI 305-5]
Sebagai bagian dari strategi mitigasi perubahan As part of climate change mitigation, ABM consistently
iklim, ABM secara konsisten menerapkan berbagai implements various initiatives focused on reducing
inisiatif yang berfokus pada reduksi emisi Gas Greenhouse Gas emissions and decreasing energy
Rumah Kaca dan pengurangan konsumsi energi di consumption across all business entities. This
seluruh entitas usaha. Pendekatan ini mencakup approach includes utilizing renewable energy
pemanfaatan energi terbarukan, peningkatan efisiensi sources, improving energy efficiency, operational
energi, optimalisasi operasional, serta transisi optimization, and the transition to environmentally
penggunaan bahan bakar dan teknologi yang lebih friendly fuels and technologies. These initiatives
ramah lingkungan. Inisiatif-inisiatif tersebut dirancang are intended to gradually lower emission intensity
untuk menurunkan intensitas emisi secara bertahap, while managing energy consumption and operational
sekaligus mengendalikan konsumsi energi dan biaya expenses over the medium to long term.
operasional dalam jangka menengah hingga panjang.
Pengelolaan Solar Panel CK DMP – Kapasitas 200 Wp CK DMP Solar Panel Management – 200 Wp Capacity
Sebagai wujud nyata komitmen CK DMP dalam As a tangible demonstration of CK DMP’s commitment
meningkatkan efisiensi energi sekaligus mendukung to improving energy efficiency and supporting the
transisi menuju sumber energi yang lebih bersih, transition to cleaner energy sources, CK DMP has
CK DMP mengimplementasikan Pembangkit Listrik implemented a small-scale Solar Power Plant (PLTS)
Tenaga Surya (PLTS) skala kecil dengan kapasitas with an installed capacity of 200 Watt-peak (Wp) in
terpasang 200 Wattpeak (Wp) di area parkir Light the Light Vehicle (LV) parking area. This installation,
Vehicle (LV). Instalasi yang mulai beroperasi sejak operational since June 2025, is designed as a pilot
Juni 2025 ini dirancang sebagai proyek percontohan project that optimally utilizes open space while
yang memanfaatkan ruang terbuka secara optimal reducing reliance on conventional electricity supply.
sekaligus mengurangi ketergantungan pada pasokan
listrik konvensional.
Dalam operasionalnya, sistem PLTS tersebut berfungsi In its operation, the PLTS system functions reliably,
secara stabil dengan rata-rata waktu operasi sekitar 10 with an average operating time of about 10 hours
jam per hari dan mampu menghasilkan energi sebesar per day and is capable of generating 1.5–2.0 kWh of
1,5–2,0 kWh per hari, bergantung pada intensitas energy daily, contingent upon sunlight intensity and
radiasi matahari dan kondisi cuaca. Selama delapan weather conditions. During the initial eight months
bulan pertama pengoperasian (Juni 2025 – Februari of operation (June 2025 – February 2026), the
2026), energi yang dihasilkan telah dimanfaatkan energy produced has been utilized to meet electrical
untuk memenuhi kebutuhan listrik pendukung di area requirements within the parking area, notably for
parkir, khususnya untuk penerangan LED, sehingga LED lighting, thereby contributing to the reduction of
membantu menekan konsumsi listrik dari sumber non- electricity consumption from non-renewable sources.
terbarukan.
Melengkapi inisiatif tersebut, CK DMP juga menambah Complementing this initiative, CK DMP has also
kapasitas panel surya untuk Penerangan Jalan Umum increased the capacity of solar panels for Public Street
(PJU) di area operasional. Langkah ini tidak hanya Lighting (PJU) within the operational area. This measure
mengurangi penggunaan solar pada lighting tower, not only reduces the reliance on solar power for lighting
tetapi juga mencerminkan upaya berkelanjutan CK DMP towers but also reflects CK DMP’s continuous efforts
dalam memperluas pemanfaatan energi terbarukan di to expand renewable energy utilization at the site level.
tingkat site. Melalui pengembangan bertahap ini, CK Through this phased development, CK DMP contributes
DMP berkontribusi dalam menurunkan jejak energi to lowering fossil energy footprints, strengthening
fosil, memperkuat ketahanan energi operasional, operational energy resilience, and supporting ABM’s
serta mendukung agenda keberlanjutan ABM secara overall sustainability agenda.
keseluruhan.
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Efisiensi Energi melalui Infrastruktur dan Energy Efficiency through Infrastructure and
Fasilitas Operasional Operational Facilities
ABM menerapkan berbagai langkah efisiensi energi ABM implements various energy efficiency
pada fasilitas operasional untuk mengendalikan measures at operational facilities to control electricity
konsumsi listrik dan menurunkan emisi tidak consumption and reduce indirect emissions. SSB
langsung. SSB secara bertahap melakukan gradually replaces fluorescent lamps with LED
penggantian lampu TL menjadi LED di area pabrik lighting in factory areas to improve lighting efficiency
guna meningkatkan efisiensi pencahayaan dan and lower electrical load. CKB upgrades its logistics
menurunkan beban listrik. CKB melengkapi fasilitas facilities by installing skylights in five warehouses,
logistiknya dengan instalasi skylight di lima gudang, maximizing natural light use and reducing the need
sehingga memaksimalkan pemanfaatan cahaya for electric lighting during the day. These efforts
alami dan mengurangi kebutuhan penerangan listrik help reduce energy consumption while continuously
pada siang hari. Upaya-upaya ini berkontribusi pada enhancing operational efficiency.
pengurangan konsumsi energi sekaligus peningkatan
efisiensi operasional secara berkelanjutan.
Transisi Bahan Bakar dan Teknologi Rendah Emisi Transition to Fuel and Low-Emission Technology
Sejalan dengan strategi transisi energi, ABM In alignment with the energy transition strategy, ABM
mendorong penggunaan bahan bakar dan teknologi encourages the use of environmentally friendly fuels
yang lebih ramah lingkungan untuk menurunkan and technologies to reduce operational emission
intensitas emisi operasional. CK dan ATR intensity. CK and ATR implement B40 biodiesel
menerapkan biodiesel campuran (B40) untuk alat blends for heavy machinery and operational
berat dan kendaraan operasional, sejalan dengan vehicles, in accordance with national renewable
kebijakan nasional energi terbarukan. Penerapan energy policies. The adoption of B40 produces a
B40 memberikan dampak positif berupa penurunan positive impact, reducing emissions intensity by
intensitas emisi sekitar 5–10% dibandingkan approximately 5–10% in comparison to pure diesel
penggunaan solar murni, sekaligus mengurangi and lessening dependence on fossil fuels. Moreover,
ketergantungan pada bahan bakar fosil. Selain itu, ATR substitutes refrigerant R407C with R410A, which
ATR melakukan penggantian refrigeran dari R407C exhibits superior energy efficiency and a lower Global
ke R410A, yang memiliki efisiensi energi lebih baik Warming Potential (GWP), thereby contributing to
dan Global Warming Potential (GWP) yang lebih the reduction of indirect emissions from cooling
rendah, sehingga mendukung pengurangan emisi equipment.
tidak langsung dari penggunaan peralatan pendingin.
Optimalisasi Operasional dan Pengelolaan Aset Operational Optimization and Asset Management
ABM juga menurunkan konsumsi energi dan emisi ABM also reduces energy consumption and emissions
melalui peningkatan efisiensi operasional dan through improved operational efficiency and asset
pengelolaan aset. CK menerapkan optimasi rute management. CK applies route and haul cycle
dan ritase pengangkutan dengan dukungan aplikasi optimization supported by the MineStar application
MineStar di site CK BMB, yang membantu mengurangi at the CK BMB site, which assists in reducing travel
jarak tempuh, waktu tunggu, dan konsumsi bahan distances, waiting times, and fuel consumption of
bakar dump truck. Optimalisasi ini berdampak pada dump trucks. This optimization leads to a reduction in
penurunan intensitas emisi (kg CO₂ per ton batu bara emission intensity (kg CO₂ per ton of coal per kilometer)
per kilometer) serta penghematan energi operasional. as well as operational energy savings. Additionally, CKB
Sementara itu, CKB menyesuaikan masa pakai truk adjusts the truck lifespan to 10 years to optimize asset
menjadi 10 tahun untuk mengoptimalkan pemanfaatan utilization and reduce indirect emissions related to the
aset dan menekan emisi tidak langsung yang terkait vehicle’s lifecycle.
dengan siklus hidup kendaraan.
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Kinerja Lingkungan
Environmental Performance
Pemantauan Kualitas Udara dan Kepatuhan Emisi Air Quality Monitoring and Emissions Compliance
ABM memastikan kualitas udara dan pengendalian ABM ensures air quality and emission control through
emisi udara melalui pemantauan rutin yang dilakukan routine annual monitoring conducted at various
setiap tahun pada berbagai titik yang berpotensi points potentially affected by operational activities.
terdampak aktivitas operasional. Pemantauan The monitoring covers ambient air and emission
mencakup udara ambien serta sumber emisi sources from work equipment, both mobile and
dari peralatan kerja, baik bergerak maupun tidak stationary sources. The parameters measured refer to
bergerak. Parameter yang diukur mengacu pada Government Regulation No. 22 of 2021, such as PM₁₀,
Peraturan Pemerintah No. 22 Tahun 2021, antara SOₓ, NOₓ, and opacity. The results of these monitoring
lain PM₁₀, SOₓ, NOₓ, dan opasitas. Hasil pemantauan results are thoroughly analyzed and reported to the
dianalisis dan dilaporkan kepada Kementerian Ministry of Environment and Forestry (KLHK) through
Lingkungan Hidup dan Kehutanan (KLHK) melalui the holder of the Mining Business License (IUP), as
pemegang Izin Usaha Pertambangan (IUP), serta well as independently by ABM business units with
secara mandiri oleh unit usaha ABM yang memiliki RKL-RPL and UKL-UPL documentation to ensure
dokumen RKL-RPL dan UKL-UPL, guna memastikan compliance with national air quality standards.
kepatuhan terhadap baku mutu nasional.
Inovasi dan Pengembangan Teknologi untuk Innovation and Technology Development for
Penurunan Emisi [SEOJK F.26] Emission Reduction [SEOJK F.26]
Sebagai bagian dari peningkatan berkelanjutan, As part of ongoing improvements, ABM continues
ABM terus mengevaluasi dan mengembangkan to evaluate and develop the implementation of new
penerapan teknologi serta inisiatif baru untuk technologies and initiatives aimed at diminishing air
menurunkan emisi udara. Salah satu fokus utama emissions. One of the main focus is the development
adalah pengembangan dan replikasi PLTS dengan and replication of a 638 kWp solar power plant
kapasitas 638 kWp dan baterai 1 MWh menggunakan alongside a 1 MWh Battery using a Containerized
sistem penyimpanan berbasis Containerized Battery Energy Storage System (CBESS) at the
Battery Energy Storage System (CBESS) di lokasi Jambi operational site, with the objective of reducing
operasional Jambi, guna menurunkan emisi dari emissions originating from fossil fuel-based power
pembangkitan listrik berbasis fosil. Selain itu, generation. Furthermore, waste management
pengelolaan limbah dan program reklamasi lahan and land reclamation programs are continuously
terus diperkuat sebagai bagian dari pendekatan strengthened as part of an integrated approach to
terpadu untuk mengendalikan dampak lingkungan mitigate environmental impacts and support the
dan mendukung penurunan emisi tidak langsung sustainable reduction of indirect emissions.
secara berkelanjutan.
Transisi Energi melalui Pemasangan PLTS On-Grid Energy Transition through On-Grid Solar Power
di Hub Samarinda Plant Installation at Samarinda Hub
Sebagai bagian dari upaya mendukung transisi In the ongoing efforts to support the transition
menuju energi bersih dan berkelanjutan, CKB memulai towards clean and sustainable energy sources, CKB
proyek pemasangan Pembangkit Listrik Tenaga has commenced a project to install an On-Grid Solar
Surya (PLTS) On-Grid di fasilitas Hub Samarinda. Power Plant (PLTS) at the Samarinda Hub facility.
Proyek ini dilaksanakan bekerja sama dengan Infin The project is conducted in partnership with Infin
Energy sebagai mitra pelaksana dan menghadirkan Energy, which serves as the implementation partner,
sistem PLTS atap berkapasitas 48 kWp. Sistem ini and involves the deployment of a 48 kWp rooftop
diproyeksikan mampu menghemat hingga 30% solar system. This system is projected to save up to
konsumsi listrik tahunan dari total kebutuhan listrik reduce the hub’s annual electricity consumption by
hub tersebut, sekaligus mencerminkan komitmen CKB up to 30%, reflecting CKB commitment to improving
dalam meningkatkan efisiensi energi dan pengurangan energy efficiency and reducing emissions through
emisi melalui penerapan teknologi ramah lingkungan. the adoption of environmentally friendly technology.
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Pemanfaatan Energi Surya di Entitas Lain Grup Utilization of Solar Energy in Other Entities of ABM
ABM Group
Sebagai bagian dari diversifikasi energi, Grup ABM As part of energy diversification, ABM Group utilizes
memanfaatkan energi surya untuk menurunkan solar energy to reduce fossil fuel-based energy
konsumsi energi berbasis bahan bakar fosil dan consumption and conventional electricity. CK operates
listrik konvensional. CK mengoperasikan Pembangkit an off-grid Solar Power Plant (SPP) equipped with a
Listrik Tenaga Surya (PLTS) off-grid dengan sistem Containerized Battery Energy Storage System (CBESS)
Containerized Battery Energy Storage System (CBESS) at the CK KIM site in Jambi Province. This facility has a
di site CK KIM, Provinsi Jambi, dengan kapasitas capacity of 638 kWp and a 1 MWh battery, which are
638 kWp dan baterai 1 MWh, yang digunakan untuk utilized to supply electricity to various mining facilities,
memenuhi kebutuhan listrik fasilitas tambang seperti including offices, mess halls, clinics, and mosques,
kantor, mess, klinik, dan masjid, sehingga mengurangi thereby reducing the diesel-fueled generator usage.
penggunaan genset berbahan bakar solar.
Inisiatif pemanfaatan energi surya juga diterapkan The solar energy utilization initiative is also
oleh SSB di Plant Cikupa serta CKB di Samarinda. Di undertaken by SSB at Plant Cikupa and CKB in
Plant Cikupa, sistem Solar PV yang mulai beroperasi Samarinda. At Plant Cikupa, the Solar PV system,
pada Agustus 2025 hingga Desember 2025 telah which commenced operations in August 2025 and
menghasilkan listrik sebesar 135,37 MWh, setara dengan continued through December 2025, generated 135.37
17,69% dari total konsumsi listrik plant sebesar 765,04 MWh of electricity, equivalent to 17.69% of the plant’s
MWh pada periode tersebut. Pemanfaatan energi surya total electricity consumption of 765.04 MWh during
ini memberikan efisiensi biaya dengan perbandingan tarif that period. This solar energy utilization provides cost
listrik PLN sebesar Rp 1.035,76 per kWh dan tarif Solar efficiency with a comparison between PLN electricity
PV sebesar Rp 828,61 per kWh, sehingga menghasilkan tariffs at Rp 1,035.76 per kWh and Solar PV tariffs at
penghematan biaya sebesar Rp 28.041.895,5 selama Rp 828.61 per kWh, resulting in cost savings of Rp
periode Agustus–Desember 2025. 28,041,895.50 during August–December 2025.
Selain manfaat ekonomi, penggunaan Solar PV di Plant Beyond economic benefits, the use of Solar PV at Plant
Cikupa juga memberikan manfaat lingkungan, antara Cikupa provides numerous environmental benefits.
lain penghematan batu bara standar sebesar 62,033 These include the conservation of 62.033 tons of
ton, penghindaran emisi CO₂ sebesar 73,664 ton, serta standard coal, the prevention of 73.664 tons of CO₂
setara dengan penanaman 101 pohon. Implementasi ini emissions, and equivalent to planting 101 trees. This
berkontribusi pada penurunan konsumsi energi listrik implementation contributes to reducing electricity
dari jaringan dan pengurangan emisi GRK Cakupan 2 consumption from the grid and lowering Scope 2 GHG
di lingkungan operasional Grup ABM. emissions within ABM Group’s operational environment.
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Kinerja Lingkungan
Environmental Performance
Pengurangan Emisi di Grup ABM [SEOJK F. 12][GRI 305-5]
Emission Reduction at ABM Group
54.898,56 ton CO₂eq berasal dari sektor limbah sebesar 41.171 ton
CO₂e yang bersumber dari POME, serta sektor
energi sebesar 13.727 ton CO₂e yang berasal
dari pembangkit Listrik dengan menggunakan
metodologi MSLI 009 pada Sistem Registri
Nasional (SRN).
from the waste sector, amounting to 41,171 tons
of CO₂e from POME, and from the energy sector,
amounting to 13,727 tons of CO₂e from power
plants, using the MSLI 009 methodology in the
National Registry System (SRN).
Pengelolaan Sumber Daya Alam dan Lingkungan
Management Of The Environment And Natural Resources
Penggunaan Air Water Usage
Ketersediaan dan kualitas air merupakan aspek The availability and quality of water are essential
penting dalam keberlanjutan operasional ABM, baik aspects of ABM’s operational sustainability, both in
untuk mendukung kegiatan produksi maupun aktivitas supporting production activities and other supporting
pendukung lainnya. Oleh karena itu, penggunaan air activities. Consequently, water usage is managed
dikelola secara bertanggung jawab untuk memastikan responsibly to ensure that operational demands are
kebutuhan operasional terpenuhi tanpa mengganggu fulfilled without disrupting the availability of clean water
ketersediaan air bersih bagi masyarakat sekitar serta for the surrounding community, while also ensuring
menjaga kualitas badan air saat dialirkan kembali the maintenance of water quality upon its return to
ke lingkungan. Pengelolaan air dijalankan melalui the environment. Water management is implemented
kebijakan dan prosedur yang berlaku di seluruh entitas through policies and procedures applicable across all
usaha, dengan fungsi HSE sebagai penanggung jawab business entities, with the HSE function designated
utama dalam pemantauan dan kepatuhan terhadap as the main responsible party for monitoring and
ketentuan regulator. [GRI 303-1] [SEOJK F.8] [NDAQ E6] compliance with regulatory standards. [GRI 303-1] [SEOJK
F.8] [NDAQ E6]
ABM memanfaatkan berbagai sumber air yang meliputi ABM utilizes various water sources, including
air tanah, air permukaan seperti sungai dan kolam, air groundwater, surface water from rivers and ponds,
hujan, serta pasokan air dari pihak ketiga. Seluruh rainwater, and third-party water supplies. All water
penggunaan air tersebut dilakukan berdasarkan izin usage is conducted based on valid permits from the
yang sah dari Pemerintah Daerah, termasuk Surat Izin local government, including the Water Usage Permit
Pemakaian Air (SIPA). Pemanfaatan air permukaan (SIPA). The use of surface water is limited to activities
digunakan secara terbatas, antara lain untuk such as unit cleaning, road watering, and basic
pencucian unit, penyiraman jalan, dan kebutuhan operational needs, with strict supervision to maintain the
dasar operasional, dengan pengawasan ketat untuk continuous availability of clean water in the surrounding
menjaga ketersediaan air bersih di sekitar wilayah operational area.[GRI 303-3] [SEOJK F.8] [NDAQ E6]
operasional.[GRI 303-3] [SEOJK F.8] [NDAQ E6]
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Untuk memastikan air buangan memenuhi standar To ensure compliance with environmental standards,
lingkungan, seluruh air limbah dari kegiatan operasional all wastewater from operational activities is treated
diolah terlebih dahulu sebelum dilepas kembali ke before discharge into public water bodies. In coal
badan air umum. Pada kegiatan pertambangan batu mining, wastewater is directed to a settling pond for
bara, air limbah dialirkan ke kolam pengendapan sedimentation. Domestic wastewater from auxiliary
untuk mengendapkan sedimen. Kegiatan supporting activities, such as mess and office facilities within
seperti mess dan kantor di area pertambangan the mining area, is managed similarly to the logistics,
yang menghasikan air limbah domestik sistem manufacturing, and renewable energy business lines,
pengelolaan air limbahnya sama dengan lini bisnis through Wastewater Treatment Plants (WWTPs) located
logistik, manufaktur, dan energi baru terbarukan, yaitu at operational sites or industrial areas. [GRI 303-2] [GRI
pengelolaan air limbah dilakukan melalui Instalasi 303-4] [SEOJK F.8] [NDAQ E6]
Pengolahan Air Limbah (IPAL) yang tersedia di fasilitas
operasional atau kawasan industri terkait. [GRI 303-2]
[GRI 303-4] [SEOJK F.8] [NDAQ E6]
Pemenuhan baku mutu efluen dijaga melalui pengujian Effluent quality standards are maintained through regular
kualitas air secara berkala sesuai dengan ketentuan water quality testing in accordance with governmental
pemerintah. Parameter pengujian meliputi pH, Total regulations. The testing parameters include pH, Total
Suspended Solid (TSS), debit aliran, Chemical Oxygen Suspended Solids (TSS), flow rate, Chemical Oxygen
Demand (COD), Biological Oxygen Demand (BOD), Demand (COD), Biological Oxygen Demand (BOD), and
serta logam berat seperti Fe, Mn, dan Cd. Sepanjang heavy metals such as Fe, Mn, and Cd. Throughout the
periode pelaporan, seluruh hasil pengujian berada reporting period, all test outcomes remained within the
di bawah ambang batas baku mutu yang ditetapkan prescribed quality standard limits, and there were no
dan tidak terdapat kejadian ketidakpatuhan terhadap violations of wastewater management regulations. [GRI
peraturan pengelolaan air limbah. [GRI 303-4] [SEOJK F.8] 303-4] [SEOJK F.8]
Pemantauan pengambilan, penggunaan, dan Monitoring of water extraction, usage, and disposal
pembuangan air dilakukan menggunakan flow meter is conducted employing flow meters and a consistent
serta pendekatan pencatatan air yang konsisten water accounting approach across all entities. The
di seluruh entitas. Metodologi perhitungan yang calculation methodology applied in the reporting year
digunakan pada tahun pelaporan tetap konsisten remains consistent with that of the previous year to
dengan tahun sebelumnya untuk menjaga maintain data comparability. Certain entities, such
keterbandingan data. Beberapa entitas, seperti TIA, as TIA, have adopted an Automatic and Continuous
telah menerapkan Sistem Pemantauan Air Limbah Wastewater Monitoring System (SPARING) that is
Secara Otomatis dan Terus Menerus (SPARING) yang directly connected to the Ministry of Environment and
terhubung langsung dengan sistem Kementerian Forestry (KLHK) system to ensure real-time compliance.
Lingkungan Hidup dan Kehutanan (KLHK) guna [GRI 303-5] [SEOJK F.8] [NDAQ E6]
memastikan kepatuhan secara real-time. [GRI 303-5]
[SEOJK F.8] [NDAQ E6]
Berdasarkan studi air yang dilakukan oleh Bappenas According to water studies conducted by Bappenas in
pada tahun 2021, seluruh wilayah operasional ABM 2021, the entire operational area of ABM is not classified
tidak berada dalam kategori wilayah dengan tingkat as a water-stressed region, as identified by Bappenas
kelangkaan air sebagaimana diidentifikasi oleh and WRI Aqueduct. Nevertheless, ABM continues to
Bappenas dan WRI Aqueduct. Meskipun demikian, implement careful and responsible water resource
ABM tetap menerapkan pengelolaan sumber daya management, including the utilization of rainwater, the
air secara hati-hati dan bertanggung jawab, antara reuse of processed water for operational road irrigation,
lain melalui pemanfaatan air hujan, penggunaan and applying water efficiency measures across the
kembali air hasil pengolahan untuk penyiraman work area. [GRI 303-1] [GRI 303-5] [SEOJK F.8] [NDAQ E6]
jalan operasional, serta penerapan langkah-langkah
efisiensi penggunaan air di seluruh area kerja. [GRI 303-
1] [GRI 303-5] [SEOJK F.8] [NDAQ E6]
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Air yang diambil di setiap lokasi operasional Water collected at each operational site represents
merupakan air yang digunakan dan dikonsumsi untuk the water used and consumed to facilitate operational
mendukung kegiatan operasional, fasilitas penunjang, activities, supporting facilities, and domestic needs
serta kebutuhan domestik di area kerja. Pengukuran within the work area. Measurements are taken using
dilakukan menggunakan formula matematis dan mathematical formulas and flow meters installed at
flow meter yang terpasang pada titik pengambilan water intake points for accuracy. The water sources
air guna memastikan akurasi pencatatan. Sumber include raw water from the site and additional supplies,
air mencakup air baku dari lokasi operasional serta some of which are distributed using tank trucks from
pasokan tambahan yang sebagian didistribusikan outside the site.
menggunakan mobil tangki dari luar site.
Mulai tahun 2025, ABM melakukan penyempurnaan Starting in 2025, ABM is refining the measurement
proses pencatatan pada beberapa titik pengukuran, recording process at several measurement points,
khususnya pada area sump, dengan metode yang especially in the sump area, with a more standardized
lebih terstandarisasi dan terverifikasi. Perbaikan and verified method. These improvements have led to
tersebut menyebabkan volume pengambilan dan an increase in the volume of water intake and utilization
pemanfaatan air pada tahun 2025 secara numerik in 2025 compared to the previous year, so the data
menunjukkan peningkatan dibandingkan tahun cannot be directly compared. Efforts to improve the
sebelumnya, sehingga data tidak sepenuhnya dapat quality and reliability of this data will continue gradually
diperbandingkan secara langsung. Upaya peningkatan in upcoming reporting periods.
kualitas dan keandalan data ini akan terus dilanjutkan
secara bertahap pada periode pelaporan berikutnya.
Total Pengambilan Air Berdasarkan Sumber
Total Water Withdrawal and Consumption by Sources
Sumber Satuan
2023 2024 2025
Source Unit
Air Permukaan
megaliter 182,93 66,77 2,81
Surface Water
Air Tanah
megaliter 5,06 4,52 7,06
Groundwater
Air yang Berasal dari Pihak Ketiga
megaliter 10,15 38,82 55,95
Third Party Water
Air Tampungan
megaliter 0,98 1,24 365,60
Sump Water
Air Sumber Lainnya
megaliter - 0,25 2,97
Other Water Sources
Air Daur Ulang
megaliter - 0,17 40,03
Recycle Water
Jumlah
megaliter 197,79 111,60 458,72
Total
64 S T R E N GT H B E N E AT H ,
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Pemanfaatan Air Daur Ulang dan Hujan di PT CK Recycling Water and Rainwater Use at PT CK in
Tahun 2025 2025
Pada tahun 2025, PT CK telah menerapkan sistem In 2025, PT CK implemented an efficient water-
daur ulang air yang efisien di seluruh area site recycling system across its entire company site. The
perusahaan. Total volume air yang berhasil didaur total volume of water successfully recycled over the
ulang selama satu tahun mencapai 40,03 Megaliter. course of the year reached 40.03 Megaliters.
Sistem ini berpusat pada area wash pad yakni This system is centered on the wash pad, which
area khusus pencucian peralatan berat sebelum serves as a dedicated area for cleaning heavy
memasuki workshop untuk kegiatan perawatan equipment before entering the workshop for
dan perbaikan. Area ini dilengkapi dengan bak maintenance and repairs. This area is equipped with
pengolahan air yang menggunakan proses a treatment reservoir that uses sedimentation as
sedimentasi sebagai tahap utama pengolahan. Air the primary treatment process. The recycled water
yang didaur ulang berasal secara khusus dari limbah is sourced specifically from wastewater generated
pencucian unit alat berat sebelumnya. Setelah during the previous cleaning of heavy equipment
digunakan untuk mencuci alat berat, air limbah units. After washing the equipment with water, the
dialirkan ke bak penampungan, kemudian menjalani wastewater is directed to a storage tank and then
proses sedimentasi untuk mengendapkan partikel undergoes sedimentation to settle out solid particles,
padat, lumpur, dan material tersuspensi. Air yang sludge, and suspended materials. The clarified water
telah jernih kemudian dikembalikan ke wash pad is subsequently returned to the wash pad for reuse
untuk digunakan kembali dalam pencucian unit alat in cleaning the next heavy equipment units before
berat berikutnya sebelum masuk ke area workshop. entering the workshop area.
Hanya sedikit tambahan air baku yang digunakan Only a small amount of raw water is utilized within
pada area wash pad, karena volume air mengalami the wash pad area, as the water volume gradually
pengurangan bertahap akibat penguapan, percikan, decreases due to evaporation, splashing, and water
dan kehilangan air selama operasional pasokan loss during operation. The additional water is supplied
tambahan air berasal dari tiga sumber yaitu: from three sources:
• Air sungai, • River water,
• Air dari sump dan void (air tampungan dari kolam • Water from the sump and void (reservoir water
bekas tambang), dan originating from mining tailings ponds), and
• Air dari kolam pengendapan. • Water from settling ponds.
Pemanfaatan Air Hujan untuk Penyiraman Jalan Rainwater Utilization for Watering Roads
Selain sistem daur ulang, PT CK juga memanfaatkan In addition to recycling systems, PT CK employs
air hujan yang tertampung di void tambang sebagai rainwater collected in the mine void as an alternative
sumber air alternatif untuk kegiatan penyiraman jalan water source for road watering activities to control
guna pengendalian debu selama musim kemarau. dust during the dry season. This utilization not only
Pemanfaatan ini tidak hanya mengoptimalkan optimizes natural water resources but also reduces the
sumber daya air alami, tetapi juga mengurangi beban burden of using clean water in non-critical activities.
penggunaan air bersih untuk kegiatan non-kritis.
Dengan integrasi kedua pendekatan ini daur ulang By integrating these two approaches—recycling
air operasional dan pemanfaatan air hujan, PT CK operational water and capturing rainwater—PT CK
telah berupaya meningkatkan efisiensi penggunaan has sought to improve overall water-use efficiency,
air secara menyeluruh, mengurangi ketergantungan decrease dependence on new water sources,
terhadap sumber air baru, serta memperkuat and strengthen its commitment to sustainable
komitmennya terhadap pengelolaan lingkungan yang environmental management.
berkelanjutan.
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Jumlah Air yang Dialirkan ke Badan Air Umum Berdasarkan Wilayah (Megaliter) [GRI 303-4A, 303-4B, 303-4C]
Total Water Discharged into Public Water Bodies by Region (Megaliter) [GRI 303-4A, 303-4B, 303-4C]
2023 2024 2025
Total Pembuangan Air
Total Pembuangan Air
Total Pembuangan Air
Total Water Discharge
Total Water Discharge
Total Water Discharge
Discharge Destination
mg/L Total Dissolved
mg/L Total Dissolved
mg/L Total Dissolved
Tujuan Pembuangan
Freshwater (≤1,000
Freshwater (≤1,000
Freshwater (≤1,000
(>1,000 mg/L Total
(>1,000 mg/L Total
(>1,000 mg/L Total
Dissolved Solids)
Dissolved Solids)
Dissolved Solids)
Non-freshwater
Non-freshwater
Non-freshwater
Busniness Line
Lini Bisnis
Solids)
Solids)
Solids)
Mining Value Chain (MVC)
Anak
TIA 3.563,10 3.563,10 - 3.728,39 3.728,39 - 2.868,33 2.868,33 -
Sungai
Logistics, Engineering, New Business (LENB)
Badan
CKB air - - - 0,01 0,01 - 27,03 27,03 -
umum
Total 3.563,10 3.563,10 - 3.728,40 3.728,40 - 2.896,36 2.896,36 -
Catatan I Note:
*Data hanya mencakup entitas usaha TIA yang diukur dengan menggunakan alat pantau Sistem Pemantauan Kualitas Air Limbah secara Terus
Menerus dan Dalam Jaringan (SPARING) sesuai kepatuhan regulasi KLHK. Sedangkan, anak usaha ABM lainnya tidak melakukan pembuangan
ke badan air.
*Data only includes TIA entities measured using the “SPARING” Continuous and Networked Wastewater Quality Monitoring System monitoring tool
in accordance with Ministry of the Environment regulations. Meanwhile, other ABM subsidiaries do not discharge into water bodies.
Tambang 2023 2024 2025
Baku Mutu
Kalimantan Selatan*
Quality Nilai Perolehan Tertinggi Nilai Perolehan Tertinggi Nilai Perolehan Tertinggi
South Kalimantan
Standard Highest Achievement Value Highest Achievement Value Highest Achievement Value
Mine*
ph 6-9 8 7,11 7,4
TSS (mg/L) ≤ 200 24 11,6 16
Fe (mg/L) ≤7 0,58 0,1 0,028
Mn (mg/L) ≤4 3,54 0,1 0,059
Cd (mg/L) ≤ 0,05 <0,014 0,0003 0,003
Catatan I Note:
*Parameter baku mutu air limbah yang dilepas ke lingkungan (outlet pond) berdasarkan Pergub Kalimantan Selatan no.036/2008 dan Kepmen
LH no.113/2003
*The standard parameters for the quality of waste water discharged into the environment (pool outlet) are based on South Kalimantan Governor
Regulation no.036/2008 and Minister of Environment Decree no.113/2003
66 S T R E N GT H B E N E AT H ,
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Efisiensi dan Daur Ulang Air dalam Operasional Efficiency and Water Recycling in Mining Operations
Pertambangan
Dalam kegiatan pertambangan dan pengolahan, ABM In mining and processing activities, ABM implements
menerapkan berbagai langkah efisiensi penggunaan various water efficiency measures. CK utilizes water
air. CK memanfaatkan air dari void bekas tambang sourced from decommissioned mine voids for hauling
untuk penyiraman jalan hauling guna mengendalikan road watering to control dust and reduce water
debu dan mengurangi pengambilan air dari sumber extraction from natural sources. Water arising from
alami. Air bekas pencucian alat berat di washpad the washing of heavy equipment on the washpad is
dikelola melalui oil trap untuk memisahkan minyak managed through an oil trap designed to separate oil
dan sedimen, kemudian digunakan kembali untuk and sediments, with the water subsequently being
pencucian unit lainnya. CK juga menerapkan reused for cleaning other units. CK implements
rainwater harvesting dan melakukan pencatatan rainwater harvesting systems and maintains daily
harian konsumsi air untuk mengidentifikasi potensi records of water consumption to identify any potential
pemborosan. wastage.
Pengelolaan Air Terpadu di Area Izin Usaha Integrated Water Management in the Mining
Pertambangan (IUP) Business License Area (IUP)
Sebagai pemegang IUP, TIA menerapkan sistem As the holder of an IUP, TIA implements an integrated
pengelolaan air yang terintegrasi. Air hasil water management system. Water derived from
pengendapan di settling pond dimanfaatkan kembali sedimentation in the settling pond is reutilized for
untuk dust suppression dan proses tambang, dust suppression and mining processes, while the
sementara sedimen yang mengendap digunakan settled sediment is utilized for land reclamation.
untuk reklamasi lahan. TIA juga mengoperasikan TIA additionally operates SPARING for online and
SPARING untuk pemantauan kualitas air secara real-time monitoring of water quality and enforces
daring dan real-time, serta menerapkan a Zero Discharge Policy, ensuring that no water is
Zero Discharge Policy, yaitu tidak melakukan discharged into water bodies until it complies with
pembuangan air ke badan air sebelum memenuhi established quality standards. Furthermore, rainwater
baku mutu. Pemanfaatan air hujan juga dilakukan harvesting is also being carried out to reduce surface
untuk mengurangi pengambilan air permukaan. water extraction.
Pencegahan Air Asam Tambang dan Perlindungan Prevention of Acid Mine Drainage and Environmental
Kualitas Lingkungan Quality Protection
ABM, melalui TIA, menerapkan berbagai langkah ABM, through TIA, implements various preventive
pencegahan terhadap potensi Acid Mine Drainage measures to mitigate potential acid mine drainage
(AMD) dan kontaminasi lingkungan. Pengelolaan (AMD) and environmental contamination. Overburden
overburden dan material berpotensi asam dilakukan and potentially acid-generating materials are managed
melalui reklamasi dan revegetasi dengan penutupan through reclamation and revegetation employing topsoil
tanah pucuk serta penanaman vegetasi lokal untuk cover and the planting of local vegetation to reduce
mengurangi kontak air dengan batuan sulfida. water contact with sulfide rocks. Drainage systems and
Sistem drainase dan settling pond dibangun untuk settling ponds are constructed to control runoff, whilst
mengendalikan limpasan air hujan, sementara water quality monitoring—conducted through SPARING
pemantauan kualitas air melalui SPARING yang and coordinated with the Ministry of Environment and
terhubung dengan KLHK memastikan parameter Forestry (KLHK)—ensures that parameters such as pH,
seperti pH, TSS, debit, dan logam berat tetap TSS, flow rate, and heavy metals remain within quality
memenuhi baku mutu. Apabila diperlukan, standards. Where deemed necessary, lime treatment is
pengapuran dilakukan untuk menetralkan pH, applied to neutralize pH levels, with a Zero Discharge
dengan penerapan Zero Discharge Policy sebagai Policy serving as the main principle of mine water
prinsip utama pengelolaan air tambang. management.
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Keanekaragaman Hayati [GRI 304-1]
Biodiversity
Kebijakan dan Komitmen Pengelolaan Policy and Commitment to Biodiversity
Keanekaragaman Hayati Management
ABM berkomitmen menjaga keanekaragaman hayati ABM is committed to preserving biodiversity within its
di sekitar wilayah operasional melalui perlindungan operational areas through the protection of ecosystems
ekosistem dan rehabilitasi lingkungan yang dilakukan and environmentally responsible rehabilitation. This
secara bertanggung jawab. Komitmen ini diterapkan commitment is implemented to ensure that activities
untuk memastikan bahwa kegiatan usaha di sektor across the mining, energy, and logistics sectors
pertambangan, energi, dan logistik tetap berjalan proceed in harmony with principles of environmental
selaras dengan prinsip keberlanjutan lingkungan. sustainability.
Komitmen tersebut diformalkan melalui Kebijakan This commitment is formalized through the TIA
Perlindungan Keanekaragaman Hayati TIA dan Biodiversity Protection Policy and the Biodiversity
Prosedur Pemantauan Tingkat Keanekaragaman Hayati Level Monitoring Procedure (TIA-PR-HSE-40), which
(TIA-PR-HSE-40), yang menjadi dasar pengelolaan serve as the basis for managing biodiversity impacts
dampak keanekaragaman hayati di seluruh tahapan throughout all stages of activities, from planning and
kegiatan, mulai dari perencanaan, operasi, hingga operations to post-mining.
pascatambang.
Pengelolaan keanekaragaman hayati mengacu pada Biodiversity management refers to applicable
dokumen lingkungan yang berlaku, seperti Rencana environmental documents, such as the Environmental
Pengelolaan Lingkungan dan Rencana Pemantauan Management and Monitoring Plan (RKL-RPL) and
Lingkungan (RKL-RPL) serta Upaya Pengelolaan Environmental Management and Monitoring Efforts
Lingkungan dan Upaya Pemantauan Lingkungan (UKL-UPL), taking into account local ecological
(UKL-UPL), dengan mempertimbangkan karakteristik characteristics. This approach is applied from the
ekologis setempat. Pendekatan ini diterapkan sejak planning phase to minimize potential environmental
tahap perencanaan kegiatan guna meminimalkan impacts.
potensi dampak terhadap lingkungan.
68 S T R E N GT H B E N E AT H ,
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Dalam Penjabaran Kebijakan Manajemen Terintegrasi, In implementing the Integrated Management Policy,
Perusahaan menegaskan keterkaitan antara the Company emphasizes the correlation between
pengelolaan keanekaragaman hayati dengan upaya biodiversity management and efforts to conserve
penghematan energi, air, dan bahan bakar sebagai energy, water, and fuel as a unified natural resource
satu kesatuan pengelolaan sumber daya alam yang management approach. [GRI 101-1] [GRI 101-2][SEOJK F.10]
bertanggung jawab. [GRI 101-1] [GRI 101-2][SEOJK F.10]
Identifikasi Dampak dan Lokasi dengan Identifying the Impact and Location of
Risiko Keanekaragaman Hayati Biodiversity Risks
Sejalan dengan karakteristik kegiatan usaha di In line with the characteristics of business activities
sektor pertambangan, energi, dan logistik, ABM in the mining, energy, and logistics sectors, ABM has
telah melakukan identifikasi potensi dampak identified potential impacts on biodiversity through
keanekaragaman hayati melalui dokumen Rencana Environmental Management and Monitoring Plans
Pengelolaan Lingkungan dan Rencana Pemantauan (RKL-RPL) for mining activities and Environmental
Lingkungan (RKL-RPL) untuk kegiatan pertambangan Management and Monitoring Efforts (UKL-UPL) for
serta Upaya Pengelolaan Lingkungan dan Upaya non-mining activities.
Pemantauan Lingkungan (UKL-UPL) untuk kegiatan
non-pertambangan.
Identifikasi dilakukan melalui penilaian rona awal The identification was conducted through an initial
lingkungan (baseline assessment) yang mencakup environmental assessment (baseline assessment) that
kondisi habitat, flora, fauna, serta keberadaan includes habitat conditions, flora, fauna, as well as the
spesies dilindungi atau memiliki nilai konservasi presence of protected species or those of significant
penting, dan mencakup seluruh tahapan kegiatan conservation value. This assessment encompasses
mulai dari persiapan lahan, operasi produksi, hingga all phases, from land preparation and production
pascatambang. operations to post-mining activities.
Dari hasil identifikasi tersebut, kegiatan operasional Based on the results of this identification, the
Perusahaan memiliki potensi dampak terhadap company’s operational activities have the potential to
keanekaragaman hayati, antara lain penurunan impact biodiversity, including habitat quality decline,
kualitas habitat, gangguan terhadap satwa liar, serta disturbances to wildlife, and increased environmental
peningkatan tekanan lingkungan akibat aktivitas pressure due to operational activities. The company
operasional. Perusahaan mengklasifikasikan dampak classifies impacts based on their significance level,
berdasarkan tingkat signifikansi, durasi, dan cakupan duration, and geographic scope to differentiate between
wilayah untuk membedakan antara dampak aktual dan actual and potential impacts, as well as to set mitigation
potensial, serta sebagai dasar penetapan prioritas priorities.
mitigasi.
Selain aspek lingkungan, ABM melakukan Pemetaan Beyond environmental aspects, ABM conducts Social
Sosial untuk memahami keterkaitan antara perubahan Mapping to understand the relationships among
biodiversitas dengan mata pencaharian, ketersediaan biodiversity changes, livelihoods, water availability, and
air, dan ketergantungan masyarakat terhadap jasa community dependence on ecosystem services. ABM
ekosistem. ABM juga mengidentifikasi apakah wilayah also identifies whether operational areas are located
operasional berada di dalam atau berdekatan dengan within or near ecologically sensitive zones, including
kawasan sensitif secara ekologis, termasuk area areas with high biodiversity value, areas with intact
bernilai keanekaragaman hayati tinggi, area dengan ecosystems, and regions at risk of water scarcity.
integritas ekosistem tertentu, serta wilayah dengan This approach ensures that operational management
risiko kelangkaan air. Pendekatan ini memastikan continues to consider the protection of ecological
pengelolaan operasional tetap memperhatikan functions and the sustainability of surrounding
perlindungan fungsi ekologis dan keberlanjutan communities. [GRI 101-4] [GRI 101-5] [GRI 101-6] [SEOJK F.10]
masyarakat sekitar. [GRI 101-4] [GRI 101-5] [GRI 101-6] [SEOJK
F.10]
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Pengelolaan dan Mitigasi Dampak Management and Mitigation of
Keanekaragaman Hayati Biodiversity Impacts
Sebagai tindak lanjut atas hasil identifikasi dampak, Following the impact identification results, ABM and
ABM dan anak perusahaan menerapkan berbagai upaya its subsidiaries implement various mitigation efforts to
mitigasi untuk meminimalkan dampak negatif terhadap minimize negative effects on biodiversity. These efforts
keanekaragaman hayati. Upaya tersebut dilaksanakan are based on the Biodiversity Mitigation Hierarchy of
berdasarkan Hirarki Mitigasi Keanekaragaman Hayati TIA, which includes: [GRI 101-2] [GRI 101-3] [GRI 101-4][SEOJK
TIA, yang mencakup: [GRI 101-2] [GRI 101-3] [GRI 101-4][GROI F.9]
304-2]
1. Penghindaran Dampak melalui penilaian awal 1. Impact Avoidance through preliminary environmental
lingkungan sebelum pembukaan lahan, pemetaan assessments prior to land clearing, including the
habitat dan spesies flora-fauna, perencanaan mapping of habitats and flora and fauna species,
tambang berdasarkan rona awal HTI akasia, mine planning based on the initial conditions of the
serta identifikasi area sensitif dan habitat satwa acacia plantation forest (HTI), and the identification
dilindungi. of sensitive areas and protected animal habitats.
2. Pengurangan Dampak melalui pembukaan lahan 2. Impact Minimization through phased land clearing,
bertahap, penerapan sistem pengendalian erosi the implementation of erosion and sediment control
dan sedimentasi, larangan berburu dan memberi systems, prohibition of hunting and feeding wild
makan satwa liar, penjagaan koridor perlintasan animals, safeguarding wildlife crossing corridors,
satwa, serta pengelolaan kualitas habitat fauna and managing the habitat quality of terrestrial fauna,
darat, aves, dan biota perairan. birds, and aquatic biota.
3. Pemulihan dan Restorasi melalui reklamasi dan 3. Restoration and Rehabilitation through post-mining
revegetasi pascatambang, penanaman jenis reclamation and revegetation, planting local and
lokal, fast growing species, MPTS, penanaman fast-growing species, such as MPTS, planting
mangrove dan cemara di area pesisir, rehabilitasi mangroves and casuarinas in coastal areas,
DAS, serta transplantasi terumbu karang pada rehabilitating watersheds, and transplanting coral
jalur pelayaran. reefs along shipping routes.
4. Monitoring, Evaluasi, dan Perbaikan Berkelanjutan 4. Monitoring, Evaluation, and Continuous
melalui pemantauan flora dan fauna secara Improvement through regular flora and fauna
berkala, evaluasi peningkatan jumlah famili dan monitoring, evaluating increases in the number
spesies flora, pemantauan satwa dilindungi, of flora families and species, monitoring
serta kolaborasi dengan ahli dan penerapan SOP protected animals, collaborating with experts, and
pengelolaan biodiversitas. implementing biodiversity management SOPs.
5. Konservasi Jangka Panjang dengan tujuan 5. Long-term Conservation aims to ensure that the
memastikan rona akhir pascatambang memiliki post-mining landscape can support flora and fauna
daya dukung sebagai habitat flora-fauna, menjaga habitats, maintain ecosystem stability, and enhance
stabilitas ekosistem, serta meningkatkan nilai the area’s ecological value.
ekologis wilayah.
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Hirarki Mitigasi Keanekaragaman Hayati
Biodiversity Mitigation Hierarchy Dampak Residual Konservasi
Jangka Panjang
(PT Tunas Inti Abadi) Residual Impact
Long-term Conservation
Pengimbangan
Offset
• Habitat pascatambang
yang berfungsi ekologi
Nilai • Stabilitas ekosistem
Keanekaragaman terjaga
Pemulihan / Tidak ada perubahan
Hayati • Perlindungan spesies
Rehabilitasi No net loss
Biodiversity Value dilindungi
Recovery /
• Post-mining habitats
Rehabilitation
with ecological functions
• Maintained ecosystem
Dampak Dampak Dampak Dampak stability
• Protection of protected
Keanekaragaman Keanekaragaman Keanekaragaman Keanekaragaman
Konservasi species
Biodiversity Impact Biodiversity Impact Biodiversity Impact Biodiversity Impact Jangka Panjang
Long-term
Conservation
Pulihkan dan
Rehabilitasi • Habitat pascatambang yang berfungsi ekologi
Keanekaragaman • Stabilitas ekosistem terjaga
Aktivitas & Hayati • Perlindungan spesies dilindungi
Menghindari Menghindari Perlindungan Satwa Biodiversity • Post-mining habitats with ecological functions
Dampak Dampak Control of Activities Restoration and • Maintained ecosystem stability
Avoid Impacts Avoid Impacts & Wildlife Protection Rehabilitation • Protection of protected species
Menghindari Menghindari Pulihkan dan Rehabilitasi Konservasi
Dampak Dampak Keanekaragaman Hayati Jangka Panjang
Minimize Minimize Biodiversity Restoration and Long-term
Impacts Impacts Rehabilitation Conservation
Sumber: UN Global Compact & UCN 2012 (yang telah disesuaikan)
Source: UN Global Compact & UCN 2012 (which has been adjusted)
Kondisi Keanekaragaman Hayati di Biodiversity Conditions in the
Wilayah Operasional [GRI 304-3] Operational Area [GRI 304-3]
Pada tahun 2024, dalam operasional TIA, tidak In 2024, the operations of TIA did not specifically
terdapat spesies yang terdampak secara khusus affect any species during their mining activities.
akibat aktivitas penambangan. Area operasional TIA The operational area of TIA was previously part of
sebelumnya merupakan bagian dari Hutan Tanaman an Industrial Plantation Forest (HTI) predominantly
Industri (HTI) dengan dominasi Acacia Mangium, composed of Acacia mangium, so it did not cause
sehingga tidak menimbulkan dampak spesifik terhadap notable impacts on any particular species.
spesies tertentu.
Kegiatan penambangan telah berlangsung sejak Mining activities have been ongoing since 2009
tahun 2009 dan direncanakan berlanjut hingga tahun and are scheduled to continue until 2025, while
2025, sementara upaya pemulihan lingkungan telah environmental restoration efforts have been carried
dilakukan sejak tahun 2010 dan direncanakan berlanjut out since 2010 and are planned to last until 2031. Given
hingga tahun 2031. Dengan karakteristik lahan yang the land’s recoverable characteristics, the impact of
dapat dipulihkan, dampak aktivitas penambangan mining activities is considered temporary and can be
dinilai bersifat sementara dan dapat direhabilitasi rehabilitated based on post-mining land use.
sesuai dengan peruntukan lahan pascatambang.
Sejalan dengan upaya pemulihan tersebut, reklamasi In accordance with these restoration efforts, reclamation
dan revegetasi dilaksanakan menggunakan komposisi and revegetation involve using a more diverse plant
tanaman yang lebih beragam, yaitu sekitar 60% composition, with approximately 60% pioneer species
tanaman pionir serta 40% tanaman lokal dan Multi and 40% native plants and Multi-Purpose Tree Species
Purpose Tree Species (MPTS), sehingga Perusahaan (MPTS). The company’s goal is to increase biodiversity
berupaya meningkatkan tingkat keanekaragaman compared to the initial homogeneous condition.
hayati dibandingkan dengan kondisi rona awal Quantitative measurement of long-term biodiversity
yang homogen. Pengukuran kuantitatif perubahan changes is currently under development. [GRI 101-7]
[SEOJK F.10]
kondisi biodiversitas secara jangka panjang masih
dikembangkan. [GRI 101-7] [SEOJK F.10]
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Kinerja Lingkungan
Environmental Performance
Reklamasi, Rehabilitasi, dan Land Reclamation, Rehabilitation, and
Revegetasi Lahan Revegetation
Program reklamasi, rehabilitasi, dan revegetasi The reclamation, rehabilitation, and revegetation
dilaksanakan oleh ABM dan anak perusahaan secara programs are carried out by ABM and its subsidiaries
bertahap dan berkelanjutan, dengan melibatkan in a gradual and sustainable manner, engaging local
masyarakat sekitar, LSM lokal, dan pihak ketiga lainnya communities, local NGOs, and other third parties to
untuk memastikan keberlanjutan program. ensure the program’s sustainability.
Untuk menjamin kepatuhan terhadap regulasi, TIA To ensure compliance with regulations, TIA conducts
melaksanakan kegiatan reklamasi dan restorasi sesuai reclamation and restoration activities following the
dengan Rencana Reklamasi yang telah disetujui oleh Reclamation Plan approved by the Ministry of Energy
Kementerian Energi dan Sumber Daya Mineral, serta and Mineral Resources, and in reference to the Minister
mengacu pada Peraturan Menteri ESDM Nomor 26 of ESDM Regulation Number 26 of 2018.
Tahun 2018.
Wilayah Izin Usaha Pertambangan (WIUP) TIA The Mining Business License Area (WIUP) of TIA
memiliki luas 3.085 hektare dan berada di kawasan spans 3,085 hectares within a Production Forest zone.
Hutan Produksi, dengan Persetujuan Penggunaan The Forest Area Usage Permit (PPKH) covers 1,745.1
Kawasan Hutan (PPKH) seluas 1.745,1 hektare yang hectares, all situated within the designated IUP area.
seluruhnya berada dalam area IUP. Sejak memulai Since commencing operations in 2009, the Company
kegiatan operasional pada tahun 2009, Perseroan has cleared 1,654.65 hectares for mining activities.
telah melakukan pembukaan lahan seluas 1.654,65 To date, TIA has completed reclamation on a total of
hektare sebagai bagian dari aktivitas pertambangan. 901.26 hectares. [GRI 304-1]
Total bukaan lahan yang telah direklamasi TIA hingga
saat ini adalah 901,26 hektare. [GRI 304-1]
Dalam pemenuhan kewajiban rehabilitasi Daerah Aliran In fulfilling its obligations concerning the rehabilitation
Sungai (DAS), hingga periode 2024–2025 Perseroan of the River Basin (DAS), the company has realized
telah merealisasikan rehabilitasi seluas 1.745,10 rehabilitation of 1,745.10 hectares as of the 2024–
hektare atau setara dengan 100% dari kewajiban yang 2025 period, representing 100% of the set obligation.
ditetapkan. Namun demikian, masih terdapat sekitar However, about 290.54 hectares remain in the
290,54 hektare yang dalam tahap pengelolaan dan management phase and have not yet been handed over
belum memasuki proses penyerahan kepada otoritas to the relevant authorities.
terkait
Sementara itu, capaian reklamasi pada tahun 2025 Meanwhile, the reclamation achievements in 2025 have
belum menunjukkan penambahan luasan dibandingkan not increased the area compared to previous periods.
periode sebelumnya. Terdapat sekitar 9 hektare Approximately 9 hectares could not be realized as
yang belum dapat direalisasikan sesuai rencana scheduled due to delays in disposal activities, leading to
akibat keterlambatan kegiatan disposal, sehingga adjustments to the reclamation schedule. The Company
pelaksanaan reklamasi mengalami penyesuaian remains committed to planning and coordinating efforts
jadwal. Perseroan terus melakukan perencanaan dan to ensure that reclamation obligations are progressively
koordinasi untuk memastikan kewajiban reklamasi fulfilled in accordance with applicable regulations. [GRI
dapat dipenuhi secara bertahap sesuai ketentuan 101-2] [SEOJK F.9]
yang berlaku. [GRI 101-2] [SEOJK F.9]
Pelaksanaan reklamasi dan revegetasi dilakukan Reclamation and revegetation are implemented
secara beriringan dengan kegiatan penambangan alongside ongoing and planned mining activities, as
yang berjalan dan direncanakan dalam Dokumen detailed in the Reclamation Plan Document approved
Rencana Reklamasi yang disetujui regulator sebagai by the regulator, to restore the ecological functions of
bagian dari upaya pemulihan fungsi ekologis lahan post-mining land. [GRI 101-2][GRI 101-5] [GRI 101-6] [GRI 101-8]
pascatambang. [GRI 101-2][GRI 101-5] [GRI 101-6] [GRI 101-8] [SEOJK F.9]
[SEOJK F.9]
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Uraian Luas Lahan Terganggu [GRI 304-3]
Description of Disturbed Land Area
Jumlah
Keterangan Satuan Total
Description Unit
2023 2024 2025
Wilayah Izin Usaha Pertambangan (IUP) Kabupaten Tanah Bumbu, Kalimantan Selatan (TIA)
Mining Business Permit Area (IUP) Tanah Bumbu Regency, South Kalimantan (TIA)
Luas bukaan lahan
Ha 1184.943 1550,06 1654.32
Land opening area
Luasan area reklamasi di dalam wilayah IUP
Ha 880.63 901.26 901.26
The size of the reclamation area within the IUP area
Luasan area rehabilitasi DAS di luar wilayah IUP
Ha 2.017,00 2.017,00 2.017,00
Watershed rehabilitation area outside the IUP area
*Catatan | Note:
ABM tidak memiliki operasional yang berdekatan atau di dalam area konservasi atau area yang dilindungi dan bukan hutan lindung.
ABM does not operate around or inside conservation areas or protected areas and is not at protected forest.
Pengelolaan Dampak Keanekaragaman Biodiversity Impact Management [GRI 101-5]
Hayati [GRI 101-5] [GRI 101-6] [SEOJK F.9] [GRI 101-6] [SEOJK F.9]
ABM menyadari bahwa kegiatan pertambangan ABM recognizes that mining activities have the
berpotensi menimbulkan perubahan tutupan lahan potential to cause land cover changes that can impact
yang dapat berdampak pada keanekaragaman hayati. biodiversity. Consequently, the Company undertakes
Oleh karena itu, Perusahaan melakukan identifikasi dan the identification and mapping of operational sites
pemetaan lokasi operasional terhadap area sensitif situated within ecologically sensitive areas based on
ekologis dengan mengacu pada dokumen AMDAL, AMDAL documentation, spatial planning, and relevant
rencana tata ruang, serta referensi nasional yang national references. According to the study findings,
relevan. Berdasarkan hasil kajian, wilayah operasional ABM’s operational jurisdiction in Tanah Bumbu Regency,
ABM di Kabupaten Tanah Bumbu, Kalimantan Selatan South Kalimantan, is located within a Production Forest
berada di kawasan Hutan Produksi dan tidak berada zone and is not within protected conservation areas or
di dalam kawasan konservasi yang dilindungi maupun zones characterized by high biodiversity value (High
area dengan nilai keanekaragaman hayati tinggi (High Conservation Value).
Conservation Value).
Selain itu, area operasional tidak berada pada wilayah Furthermore, the operational area is not situated
dengan integritas ekosistem tinggi yang belum within regions with high ecosystem integrity and
terganggu, tidak termasuk dalam kategori wilayah remain undisturbed, nor does it fall into categories
dengan risiko kelangkaan air tinggi sebagaimana of areas at high risk of water scarcity as identified by
diidentifikasi oleh Bappenas dan WRI Aqueduct, serta Bappenas and WRI Aqueduct. It is also not located in
tidak terletak pada kawasan yang secara khusus areas specifically designated as providers of essential
ditetapkan sebagai penyedia jasa ekosistem penting ecosystem services for Indigenous Peoples or local
bagi Masyarakat Adat atau komunitas lokal. Meskipun communities. Nevertheless, ABM still applies the
demikian, ABM tetap menerapkan prinsip kehati- principle of prudence through stakeholder engagement
hatian melalui pelibatan pemangku kepentingan dan and systematic environmental impact management.
pengelolaan dampak lingkungan secara sistematis.
Pengelolaan dampak dilakukan melalui reklamasi Impact management is carried out through progressive
progresif, revegetasi dengan spesies yang sesuai reclamation, revegetation with species suitable for
kondisi lokal, serta rehabilitasi Daerah Aliran Sungai local conditions, and rehabilitating Watershed Areas
(DAS) sesuai rencana yang telah disetujui regulator. (DAS) according to plans approved by regulators. This
Pendekatan ini memastikan bahwa setiap perubahan approach ensures that any land cover changes are
tutupan lahan diikuti dengan upaya pemulihan fungsi accompanied by measurable and sustainable efforts to
ekologis secara terukur dan berkelanjutan. restore ecological functions
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Kinerja Lingkungan
Environmental Performance
Perlindungan dan Pemulihan Protection and Ecosystem Restoration
Ekosistem di Luar Area Tambang Outside Mining Areas
ABM melaksanakan kegiatan perlindungan dan ABM implements ecosystem protection and restoration
pemulihan ekosistem tidak hanya di area penambangan activities both inside and outside mining areas, including
tetapi juga di luar wilayah tambang, termasuk planting mangroves in the SSB Cikupa operational
penanaman mangrove di area operasional SSB Cikupa. area. During the reporting year, ABM strengthened
Pada tahun pelaporan, ABM memperkuat komitmen its commitment to coastal restoration by planting
rehabilitasi pesisir melalui penanaman 10.000 bibit 10,000 mangrove seedlings along the North Coast of
mangrove di Pesisir Utara Tangerang, Desa Mauk, Tangerang, in Mauk Village, in collaboration with local
yang dilaksanakan bersama pemangku kepentingan stakeholders and employee volunteers. This program
lokal dan relawan karyawan. Program ini ditujukan aims to strengthen the coastal green belt, improve
untuk memperkuat sabuk hijau pesisir, meningkatkan ecosystem resilience, and promote environmental
ketahanan ekosistem, serta memastikan keberlanjutan sustainability by monitoring mangrove growth and
lingkungan melalui pemantauan pertumbuhan dan natural regeneration capacity.
kemampuan regenerasi alami mangrove.
Grup CKB juga berperan aktif dalam kegiatan The CKB Group also actively engages in mangrove
penanaman mangrove di kawasan Romokalisari, planting activities in the Romokalisari region of
Surabaya. Program ini bertujuan mendukung Surabaya. This program aims to promote environmental
konservasi lingkungan, memulihkan ekosistem conservation, restore the mangrove ecosystem,
mangrove, serta melibatkan masyarakat lokal dalam and engage the local community in protecting the
upaya perlindungan lingkungan. [GRI 101-8] [SEOJK F.9] environment. [GRI 101-8] [SEOJK F.9]
Perubahan Kondisi Keanekaragaman Changes in Biodiversity Conditions
Hayati
Sebagai bagian dari pemantauan kondisi As part of monitoring biodiversity conditions within the
keanekaragaman hayati di wilayah operasional, ABM operational area, ABM undertakes the identification of
melakukan identifikasi keberadaan spesies flora dan flora and fauna species listed on the IUCN Red List and
fauna yang tercantum dalam Daftar Merah IUCN serta national protection lists. This information serves as the
daftar perlindungan nasional. Informasi ini menjadi basis for managing and protecting species that may be
dasar dalam pengelolaan dan perlindungan spesies affected by operational activities. [GRI 101-4] [GRI 101-7]
yang berpotensi terdampak oleh kegiatan operasional. [SEOJK F.10]
[GRI 101-4] [GRI 101-7] [SEOJK F.10]
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Temuan Spesies Dilindungi Berdasarkan Daftar Merah IUCN di Wilayah Pertambangan [GRI 304-4]
Findings of the IUCN Red List of Protected Species Identified in Mining Areas
Nama Ilmiah Nama Lokal Status Sensus Lokasi Dilindungi
Scientific Name Local Name Perlindungan populasi Operasional Menurut KLHK
Protection Status Census of Operational Protected
population Location According to KLHK
Flora
Rentan ya Dilindungi
Eusideroxylon zwageri Ulin TIA
Vulnerable yes Protected
Terancam punah
ya Dilindungi
Aquilaria malaccensis Gaharu Critically TIA
yes Protected
endangered
Terancam punah
tidak Dilindungi
Eurycoma apiculata Pasak Bumi Critically TIA
no Protected
endangered
Risiko rendah ya Tidak Dilindungi
Rizophora mucronata Bakau Bini TIA
Least concern yes Unprotected
Risiko rendah ya Tidak Dilindungi
Rizophora apiculata Bakau Laki TIA
Least concern yes Unprotected
Fauna
Risiko rendah tidak Dilindungi
Muntiacus muntjak Kijang TIA
Least concern no Protected
Nasalis larvatus / Proboscis Rentan tidak Dilindungi
Bekantan TIA
monkey Vulnerable no Protected
Lanthanotus borneensi / Earless Terancam tidak Dilindungi
Biawak TIA
monitor lizard Endangered no Protected
Terancam punah
Eretmochelys imbricata / tidak Dilindungi
Penyu sisik Critically SSB
Hawksbill sea turtle no Protected
endangered
Terancam punah
tidak Dilindungi
Manis javanica / Sunda pangolin Trenggiling Critically TIA
no Protected
endangered
Rentan tidak Dilindungi
Helarctos malayanus / Sun bear Beruang madu TIA
Vulnerable no Protected
Elang laut perut Risiko rendah tidak Dilindungi
Haliaeetus leucogaster TIA
putih Least concern no Protected
Risiko rendah tidak Dilindungi
Nisaetus cirrhatus Elang brontok TIA
Least concern no Protected
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Kinerja Lingkungan
Environmental Performance
Pengakuan atas Praktik Pengelolaan Recognition of Biodiversity
Keanekaragaman Hayati Management Practices
Sebagai pengakuan atas penerapan praktik As a recognition of the implementation of responsible
pertambangan yang bertanggung jawab dan mining practices and sustainable environmental
pengelolaan lingkungan berkelanjutan, ABM dan management, ABM and its subsidiaries were
anak perusahaan memperoleh Good Mining Practice honored with the Good Mining Practice Award. This
Award. Penghargaan ini mencerminkan keberhasilan award reflects the company’s achievements in land
Perusahaan dalam mengelola reklamasi lahan, reclamation management, biodiversity conservation,
melindungi keanekaragaman hayati, serta menerapkan and the implementation of operational practices aligned
praktik operasional yang selaras dengan prinsip with sustainability principles. [GRI 101-2] [GRI 101-1]
keberlanjutan. [GRI 101-2] [GRI 101-1]
Rehabilitasi Lahan dan Pemantauan Land Rehabilitation and Integrated
Lingkungan Terpadu Environmental Monitoring
Sebagai bagian dari komitmen terhadap pengelolaan As part of our commitment to responsible
lingkungan yang bertanggung jawab, RWA environmental management, RWA implements
melaksanakan program replanting di area bekas replanting programs in former mining areas to restore
tambang untuk memulihkan fungsi ekologis lahan ecological functions of the land and support long-
dan mendukung keberlanjutan jangka panjang. term sustainability. Revegetation activities are carried
Kegiatan revegetasi dilakukan secara bertahap out gradually, considering local soil conditions and
dengan mempertimbangkan kondisi tanah dan environmental characteristics, and aim to speed
karakteristik lingkungan setempat, serta diarahkan up land cover recovery and strengthen ecosystem
untuk mempercepat pemulihan tutupan lahan dan support capacity.
meningkatkan daya dukung ekosistem.
Selain rehabilitasi lahan, RWA juga melakukan Along with land rehabilitation, RWA regularly monitors
pemantauan dan pengukuran kualitas lingkungan and evaluates environmental quality, including water,
secara berkala, yang mencakup kualitas air, kualitas soil, air, and biodiversity within the operational area.
tanah, kualitas udara, serta keanekaragaman hayati di This monitoring aims to ensure compliance with
sekitar wilayah operasional. Pemantauan ini dilakukan environmental standards, identify potential impacts
untuk memastikan kepatuhan terhadap baku mutu early, and serve as a basis for evaluating and improving
lingkungan yang berlaku, mendeteksi potensi dampak environmental management. This integrated approach
secara dini, serta menjadi dasar dalam evaluasi dan reflects RWA’s commitment to balancing operational
penyempurnaan pengelolaan lingkungan. Pendekatan activities with environmental protection. [GRI 101-2] [GRI
terpadu ini mencerminkan komitmen RWA dalam 101-6] [GRI 101-7]
menjaga keseimbangan antara kegiatan operasional
dan perlindungan lingkungan. [GRI 101-2] [GRI 101-6] [GRI
101-7]
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Operasional Lingkungan (Limbah)
Environmental Operations (Waste)
Pengelolaan limbah merupakan bagian integral Waste management is integral to ABM’s commitment
dari komitmen ABM dalam meminimalkan dampak to minimizing the environmental impact of operations
lingkungan dari kegiatan operasional di sektor across the mining, energy, and logistics sectors.
pertambangan, energi, dan logistik. Limbah The waste generated is managed based on its type
yang dihasilkan dikelola berdasarkan jenis dan and characteristics, including Hazardous and Toxic
karakteristiknya, baik limbah Bahan Berbahaya Materials (B3) waste and non-hazardous (non-B3)
dan Beracun (B3) maupun limbah non-B3, dengan waste, following applicable laws and regulations. ABM
mengacu pada peraturan perundang-undangan yang has established an Environmental Policy (Environmental
berlaku. ABM telah menetapkan Kebijakan Lingkungan Policy ABM-PLC-CAF-005) as the main framework for
(Environmental Policy ABM-PLC-CAF-005) sebagai environmental management, while technical provisions
kerangka utama pengelolaan lingkungan, sementara related to waste, water, energy, and recycling materials
ketentuan teknis terkait limbah, air, energi, dan material are further regulated in the SOPs of respective
daur ulang diatur lebih lanjut dalam SOP masing- subsidiaries to ensure alignment with the specific
masing anak usaha agar sesuai dengan karakteristik characteristics of their operational activities. [GRI 306-1]
kegiatan operasional. [GRI 306-1] [SEOJK F.13] [SEOJK F.14] [SEOJK F.13] [SEOJK F.14] [NDAQ E7]
[NDAQ E7]
Seluruh limbah yang dihasilkan dihimpun melalui All waste generated is collected through a structured
proses penimbangan, pengukuran, pencatatan, dan process of weighing, measuring, recording, and
dokumentasi yang terstruktur. Data limbah dicatat documentation. Waste data is meticulously documented
secara rinci berdasarkan jenisnya, termasuk limbah according to its type, including hazardous and non-
B3 dan non-B3, dengan satuan pengukuran ton sesuai hazardous waste, utilizing measurement units in tons in
ketentuan teknis Pemerintah Daerah dan Kementerian compliance with the technical regulations established
Lingkungan Hidup dan Kehutanan (KLHK). Limbah by the local government and the Ministry of Environment
kemudian dikelola melalui mekanisme penyimpanan and Forestry (KLHK). Subsequently, waste is then
sementara, pengangkutan, dan pengolahan akhir oleh managed through mechanisms of temporary storage,
pihak ketiga berizin untuk memastikan penanganan transportation, and final processing by authorized third
yang aman, patuh, dan bertanggung jawab. [GRI 306-3] parties to ensure safe, compliant, and responsible
[GRI 306-4] [SEOJK F.15] [NDAQ E7] handling. [GRI 306-3] [GRI 306-4] [SEOJK F.15] [NDAQ E7]
ABM secara berkala mengevaluasi kinerja ABM periodically evaluates environmental management
pengelolaan lingkungan yang mencakup energi, emisi, performance, including energy, emissions, water, and
air, dan limbah. Evaluasi ini menjadi dasar dalam waste. This evaluation serves as the basis for improving
penyempurnaan kebijakan dan prosedur agar tetap policies and procedures to ensure they remain relevant
relevan dengan perkembangan regulasi dan praktik with regulatory requirements and industry best
terbaik. Sepanjang periode pelaporan, ABM tidak practices. Throughout the reporting period, ABM has
memiliki catatan denda maupun sanksi nonmoneter not incurred any fines or non-monetary sanctions for
akibat ketidakpatuhan terhadap peraturan lingkungan non-compliance with environmental regulations. [GRI
hidup. [GRI 2-27] [SEOJK F.28] 2-27] [SEOJK F.28]
Dalam pengelolaan limbah B3, ABM menerapkan In the management of hazardous and toxic waste (B3),
pemilahan dan pengendalian yang ketat melalui ABM implements stringent segregation and control
Tempat Penyimpanan Sementara (TPS B3) yang measures through Temporary Storage Sites (TPS B3),
dipantau secara berkala. Sebagian besar limbah B3 which are subject to regular monitoring. The majority
diserahkan kepada transporter dan pengolah resmi of B3 waste is transferred to licensed transporters and
yang memiliki izin. Di CK MHU, sebagian oli bekas processors. At CK MHU, a portion of used oil is [GRI 304-
dimanfaatkan kembali sebagai bahan pencampur 3] thereby reducing waste generation and supporting
Ammonium Nitrate Fuel Oil (ANFO) untuk kegiatan the principle of reuse. As of the end of the reporting
peledakan, sehingga mengurangi timbulan limbah period, all entities within the ABM Group do not have
dan mendukung prinsip pemanfaatan kembali. Hingga incinerator facilities for waste disposal. [GRI 306-4] [GRI
akhir periode pelaporan, seluruh entitas di Grup ABM 306-5] [SEOJK F.15] To prevent potential pollution caused by
belum memiliki fasilitas incinerator untuk pemusnahan hazardous material spills, ABM implements operational
limbah. [GRI 306-4] [GRI 306-5] [SEOJK F.15] control measures. These include the provision of spill
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Kinerja Lingkungan
Environmental Performance
Untuk mencegah potensi pencemaran akibat tumpahan kits in workshop areas, B3 waste transfer stations, and
bahan berbahaya, ABM menerapkan langkah-langkah fueling points; applying secondary containment for the
pengendalian operasional, termasuk penyediaan storage of oil drums and chemicals; and conducting
spill kit di area workshop, TPS B3, dan titik pengisian SOPs and emergency response training for mechanics
bahan bakar; penerapan secondary containment and operators. At CK, oil filtration processes, such
pada penyimpanan drum oli dan bahan kimia; serta as kidney loop filtration, are employed to extend oil
pelaksanaan SOP dan pelatihan tanggap darurat bagi change frequency and decrease the potential for spills.
mekanik dan operator. Di CK, diterapkan pula filtrasi Additionally, used diesel from filtration is repurposed
oli untuk mengurangi frekuensi penggantian oli dan for generators. For non-B3 waste management, various
menekan potensi tumpahan, serta pemanfaatan units, including CK DMP and CK BMB, collaborate
kembali solar bekas hasil filtrasi untuk genset. Untuk with waste banks to prevent waste accumulation and
limbah non-B3, beberapa unit seperti CK DMP dan environmental health risks. [GRI 306-2] [SEOJK F.16] [NDAQ
CK BMB bekerja sama dengan bank sampah guna E7]
mencegah penumpukan limbah dan risiko kesehatan
lingkungan. [GRI 306-2] [SEOJK F.16] [NDAQ E7]
Terkait fasilitas tailing dan pengelolaan air limpasan, CK Regarding tailings facilities and runoff water
tidak memiliki fasilitas tailing karena berperan sebagai management, CK does not have tailings facilities as it
kontraktor tambang. Fasilitas pengelolaan air limpasan operates solely as a mining contractor. The runoff water
berada pada pemilik IUP, yaitu TIA, yang mengoperasikan management facility is owned by the IUP holder, TIA,
settling pond untuk menampung air limpasan dari area which operates a settling pond designed to contain
tambang yang mengandung sedimen dan partikel halus. runoff water from the mining area containing sediments
Fasilitas ini berfungsi untuk mengendapkan material and fine particles. This facility functions to settle solid
padat, menurunkan kekeruhan, serta memastikan materials, reduce turbidity, and ensure that water quality
kualitas air memenuhi baku mutu sebelum dialirkan meets the prescribed standards prior to discharge.
lebih lanjut. Pemantauan kualitas air dilakukan secara Water quality monitoring is conducted in real-time via
real-time melalui sistem SPARING yang terhubung the SPARING system, which is connected to the KLHK
dengan server KLHK sesuai Peraturan Menteri LHK No. server in accordance with Minister of Environment and
P.93 Tahun 2018 dan PP No. 22 Tahun 2021, dengan Forestry Regulation No. P.93 of 2018 and Government
parameter pemantauan meliputi pH, TSS, debit aliran, Regulation No. 22 of 2021, with monitoring parameters
COD, BOD, serta logam berat (Fe dan Mn). [GRI 306-2] [GRI include pH, TSS, flow rate, COD, BOD, and heavy metals
306-4] [SEOJK F.16] [NDAQ E7] (Fe and Mn). [GRI 306-2] [GRI 306-4] [SEOJK F.16] [NDAQ E7]
Sebagai bagian dari pengendalian risiko lingkungan, As part of environmental risk management, TIA
TIA menerapkan Zero Discharge Policy, menyediakan implements a Zero Discharge Policy, equips critical
spill kit di area kritis, serta melaksanakan simulasi areas with spill kits, and regularly conducts emergency
tanggap darurat secara berkala untuk menghadapi response simulations to prepare for potential fuel spills.
potensi tumpahan bahan bakar. Pendekatan ini This approach ensures the integrity of waste and water
memastikan integritas fasilitas pengelolaan limbah management facilities is maintained and minimizes the
dan air tetap terjaga serta meminimalkan risiko risk of environmental pollution. [GRI 306-2] [SEOJK F.16]
pencemaran lingkungan. [GRI 306-2] [SEOJK F.16] [NDAQ E7] [NDAQ E7]
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Timbulan Limbah dan Dampak yang Signifikan terkait Limbah
Waste Generation and Significant Waste-Related Impacts
Pengaruh
Bentuk Timbulan
terhadap
Lini Bisnis Tahapan Kegiatan Limbah Pengelolaan Timbulan Limbah
Lingkungan
Business Line Activity Stage Form of Waste Waste Generation Management
Influence on the
Generation
Environment
Perusahaan melaksanakan revegetasi
Perubahan rona
kawasan serta membuat void atau
Tanah pucuk, lingkungan, potensi
Pembukaan lubang penampungan air buatan dari bekas
overburden erosi
tambang (pit) lubang tambang
Top soil Environmental color
Mining-pit opening The Company revegetates areas
Overburden changes, Potential
and creates voids or artificial water
erosion
reservoirs in the ex-mining pits.
Limbah
Diserahkan kepada pihak ketiga
Operasi alat berat mengandung Potensi mencemari
berizin untuk dikelola/diolah lebih
dan perawatan bahan berbahaya tanah dan air
Mining Value lanjut
Heavy equipment operation dan beracun (B3) Potential soil and
Chain (MVC) Sent to licensed third parties for further
and maintenance Hazardous and water pollution
management/processing.
toxic waste
Sebagian sampah organik diolah
menjadi kompos dan sebagian lagi
Limbah non-B Potensi mencemari dibawa ke TPA, sedangkan sampah
Perkantoran dan
3 tanah dan air anorganik seluruhnya dibawa ke TPA.
administrasi
Non-hazardous Potential soil and Some organic waste is processed
Offices and administration
and toxic waste water pollution into compost and some is taken to the
landfill, while all inorganic waste is
taken to the landfill.
Perawatan dan
pengoperasi mesin;
Potensi mencemari
Pengecatan unit/
tanah dan air Bekerja sama dengan pihak ketiga
equipment; Penyepuhan Limbah B3
Potential to berizin
chrome Hazardous waste
Logistics, contaminate soil Collaborate with licensed third parties
Machine maintenance and
Engineering, and water
operation; Painting of units/
New Business equipment; Chrome plating
(LENB)
Potensi mencemari Diserahkan kepada pihak ketiga
Oli bekas pakai dari armada
tanah dan air berizin untuk dikelola/diolah lebih
(truk, alat berat, kapal) Limbah B3
Potential to lanjut
Used oil from fleets (trucks, Hazardous waste
contaminate soil Handed over to a licensed third party
heavy equipment, ships)
and water for further management/processing
Timbulan Limbah Berdasarkan Lini Bisnis
Waste Generated by Business Line
Keterangan Satuan Lini Bisnis
2023 2024 2025
Description Unit Business Line
Mining Value Chain 8.007,66 4.150,60 3.116,79
Total timbulan limbah B3 Logistics,
Ton
Total hazardous waste generated Engineering, New 135,82 177,06 93,75
Business
Total timbulan limbah B3
Ton 8.143,48 4.327,66 3.209,79
Total hazardous waste generated
Mining Value Chain 6.679,54 1.759,98 4.769,06
Total timbulan limbah non-B3 Logistics,
Ton
Total non hazardous waste generated Engineering, New 1.340,37 1.180,22 425,74
Business
Total timbulan limbah non-B3
Ton 8.019,91 2.940,20 5 .194,80
Total non hazardous waste generated
*Catatan: Terdapat perubahan dalam metode pengumpulan dan pencatatan data sehingga total limbah B3 dan non-B3 pada tahun 2023 dan
2024 mengalami penyesuaian.
*Note: There have been modifications in the data collection and recording methodologies, leading to adjustments in the overall quantities of
hazardous and non-hazardous waste for the years 2023 and 2024.
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Kinerja Lingkungan
Environmental Performance
Limbah yang Dikirimkan ke Pembuangan Akhir Menurut Cara Pembuangan [GRI 306-4]
Hazardous Waste Disposed to Landfill by Disposal Method
Cara Pembuangan Limbah Satuan
2023 2024 2025
Waste Disposal Method Unit
Total limbah B3 yang dikelola oleh pihak ketiga
Ton 3.823,48 3.895,41 3.043,71
Total B3 waste managed by third parties
Total limbah B3 yang didaur ulang
Ton 515,59 417,24 230,27
Total B3 waste recycled
Total limbah B3
Ton 4.339,07 4.312,65 3.273,98
Total B3 waste
Total limbah non-B3 yang dikelola oleh pihak ketiga
Ton 477,69 2.940,20 1.723,52
Total non-B3 waste managed by third parties
Total limbah non-B3 yang dimanfaatkan kembali atau didaur ulang
Ton 741,30 0,00 1214,18
Total non-B3 waste reused or recycled
Total limbah non-B3
Ton 1.218,99 2.940,2 2.937,7
Total non-B3 waste
Catatan: Data 2023 dan 2024 dinyatakan kembali dikarenakan oleh perubahan metodologi.
Note: Data for 2023 and 2024 has been restated due to methodology changes.
Inisiatif Pengurangan, Pemanfaatan Kembali, dan Operational Waste Reduction, Reuse, and Recycling
Daur Ulang Limbah Operasional Initiative
ABM menerapkan berbagai inisiatif untuk mengurangi ABM implements various initiatives to reduce
timbulan limbah sekaligus meningkatkan efisiensi waste generation while simultaneously improving
operasional melalui prinsip reduce, reuse, dan recycle. operational efficiency by applying the principles of
Di hampir seluruh site CK, diterapkan filterisasi oli reduce, reuse, and recycle. At nearly all CK sites, oil
menggunakan sistem kidney loop pada oli hidrolik, filtration is performed using a kidney loop system on
transmisi, dan final drive alat berat, sehingga kualitas hydraulic oil, transmission oil, and final drive of heavy
oli tetap terjaga dan frekuensi penggantian dapat equipment, ensuring oil quality is maintained and
dikurangi. Inisiatif ini berkontribusi langsung pada replacement frequency is decreased. This initiative
penurunan volume limbah oli bekas serta penghematan directly helps reduce used oil waste volume and
biaya operasional. operational costs.
Selain itu, solar bekas dari proses penggantian filter Furthermore, used diesel generated from fuel
bahan bakar dimanfaatkan kembali untuk kebutuhan filter replacement processes is reutilized for other
operasional lain, seperti pengoperasian genset di operational purposes, such as powering on-site
site, guna mengurangi pemborosan bahan bakar generators, to reduce fuel wastage and liquid waste
dan timbulan limbah cair. Untuk limbah non-B3, CK production. For non-hazardous waste, CK BMB and
BMB dan CK DMP menjalin kerja sama dengan bank CK DMP collaborate with waste banks, where waste
sampah, di mana limbah seperti plastik, kertas, dan such as plastics, paper, and cardboard are collected
kardus dikumpulkan dan disalurkan untuk didaur and directed towards recycling, thereby reducing
ulang, sehingga mengurangi volume sampah yang the volume of waste disposed of at final disposal
dikirim ke tempat pembuangan akhir sekaligus sites and supporting the circular economy within the
mendukung ekonomi sirkular di masyarakat sekitar. surrounding community.
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ABM juga mendorong pemanfaatan kembali material ABM also encourages the reutilization of operational
operasional, antara lain penggunaan drum oli bekas materials, such as repurposing used oil drums as
sebagai wadah air atau bahan bakar cadangan, water containers or backup fuel tanks, and converting
serta ban bekas yang dimanfaatkan kembali sebagai used tires into road barriers, embankments, and other
pembatas jalan, tanggul, dan fungsi pendukung lainnya functional supports within operational areas. This
di area operasional. Pendekatan ini mencerminkan approach reflects ABM’s commitment to responsible
komitmen ABM dalam mengelola limbah secara waste management and the maximum utilization of
bertanggung jawab dan memaksimalkan nilai guna materials before they are designated as final residues.
material sebelum menjadi residu akhir.
Perempuan Menggerakkan Aksi Lingkungan Women Drive Environmental Action through Eco
melalui Eco Enzyme Enzyme
Dalam rangka memperingati Hari Kartini pada 21 In commemoration of Kartini Day on April 21, 2025,
April 2025, CK berpartisipasi dalam live talk show CK participated in a live talk show organized by
yang diselenggarakan oleh Banjarmasin Post dan Banjarmasin Post and Bank Kalsel to promote the
Bank Kalsel untuk mendorong peran perempuan roles of women in managing organic waste through
dalam pengelolaan sampah organik berbasis eco the use of eco enzymes. This activity was themed
enzyme. Kegiatan ini mengangkat tema “Perempuan ‘Women Inspire: Beautifully Caring for Waste’ and
Menginspirasi: Cantik Peduli Sampah” dan emphasized women’s contributions as agents of
menegaskan kontribusi perempuan sebagai agen change in environmental issues. Since 2022, MVC’s
perubahan dalam isu lingkungan. Sejak tahun 2022, business pillars have been consistently conducting
pilar bisnis MVC secara konsisten juga melakukan eco enzyme educational initiatives for environmental
edukasi eco enzyme kepada pemerhati lingkungan, enthusiasts, Adiwiyata schools, and fostered villages
sekolah Adiwiyata, dan desa binaan melalui program through the Climate Village program in Tanah Bumbu
Kampung Iklim di Kabupaten Tanah Bumbu. Regency.
Mendorong Efisiensi Operasional melalui Studi Promoting Operational Efficiency through Lubricant
Lubricant Management System Management System Study
PWP melakukan studi Lubricant Management System PWP conducted a study on CK’s Lubricant
milik CK di site KIM untuk memahami penerapan sistem Management System at the KIM site to understand
yang efektif dan teruji dalam pengelolaan pelumas. the implementation of an effective and proven system
Hasil studi ini dimanfaatkan sebagai referensi dalam for lubricant management. The results of this study
pengembangan sistem Fuel Management di seluruh are used as a reference in developing the Fuel
proyek PWP dengan penyesuaian sesuai kebutuhan Management system across all PWP projects, with
masing-masing site. Inisiatif ini diarahkan menuju adjustments made according to each site’s needs.
digitalisasi penuh guna meningkatkan akurasi data, This initiative is aimed at full digitalization to improve
meminimalkan kesalahan manusia, serta mengurangi data accuracy, minimize human errors, and reduce
potensi penyimpangan, sekaligus memperkuat potential deviations, while also enhancing operational
efisiensi, transparansi, dan akuntabilitas operasional. efficiency, transparency, and accountability.
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Kinerja Sosial
Social Performance
Kinerja Sosial
Social Performance
ABM memastikan penghormatan
terhadap hak asasi manusia, terutama
pekerja, terintegrasi dalam kinerja
sosial organisasi yang berorientasi
pada keberlanjutan.
ABM ensures that respect for human rights, especially
workers’ rights, is integrated into the organization’s
sustainability-oriented social performance.
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Pendekatan Manajemen untuk Kinerja Sosial
Management Approach for Social Performance
ABM memastikan penghormatan terhadap hak asasi ABM ensures that respect for human rights, especially
manusia, terutama pekerja, terintegrasi dalam kinerja workers’ rights, is integrated into the organization’s
sosial organisasi yang berorientasi pada keberlanjutan. sustainability-oriented social performance. In general,
Secara umum, prinsip ini diwujudkan dalam kebijakan this principle is realized in policies and implementation
dan implementasi yang terkait dengan aspek-aspek di related to the aspects below:
bawah ini:
A. Dukungan terhadap Karyawan A. Support for Employees
• Akuntabilitas dalam Kesehatan • Accountability in Occupational Health
dan Keselamatan Kerja and Safety
ABM mengadopsi pendekatan Sistem Manajemen ABM adopts the Mining Safety Management
Keselamatan Pertambangan (SMKP) untuk System (SMKP) approach to ensure Occupational
memastikan Kesehatan dan Keselamatan Kerja Health and Safety (K3) and Operational Safety
(K3) dan Keselamatan Operasional (KO) di seluruh (KO) across all operational areas and subsidiaries.
area operasional dan anak perusahaan.
• Keberagaman dan Inklusi dalam • Diversity and Inclusion in Employment
Ketenagakerjaan
ABM menekankan prinsip kesetaraan dan ABM emphasizes the principles of equality and
pemberian kesempatan yang sama terhadap providing equal opportunities for all employees
seluruh karyawan dan manajemen senior di seluruh and senior management across all subsidiary
entitas anak perusahaan, tanpa membedakan entities, without differentiating employees’
identitas dan latar belakang karyawan. identities and backgrounds.
• Anti-Diskriminasi dan Perlindungan • Anti-Discrimination and Protection of
Kelompok Rentan Vulnerable Groups
ABM secara aktif mendorong prinsip anti- ABM actively promotes anti-discrimination
diskriminasi dalam seluruh aspek operasionalnya, principles in all aspects of its operations, and
serta berupaya melindungi kelompok rentan yang seeks to protect vulnerable groups at risk along
berisiko di sepanjang rantai nilai dengan pelibatan the value chain through the active engagement
aktif pemasok dan kontraktor. of suppliers and contractors.
B. Pemberdayaan Masyarakat B. Community Empowerment
Seluruh kebijakan dan implementasi aspek-aspek All policies and implementation of the aspects above
di atas diawasi oleh Komite ESG secara rutin. are routinely supervised by the ESG Committee.
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Kinerja Sosial
Social Performance
Akuntabilitas dalam Kesehatan dan Keselamatan Kerja (K3)
[OJK.F.21][GRI 403-1][GRI 403-2][GRI 403-3][GRI 403-4][GRI 403-5][GRI 406-1] [GRI 403-7][GRI 403-8][GRI 403-10][OJK.F.21][NDAQ S8]
Accountability in Occupational Health and Safety (K3)
ABM berkomitmen membangun budaya K3 yang ABM is committed to building an occupational health
memastikan lingkungan kerja aman, sehat, dan nyaman and safety (K3) culture that ensures a safe, healthy,
bagi seluruh pekerja, dengan menerapkan standar and comfortable work environment for all workers,
Kesehatan dan Keselamatan Kerja sesuai regulasi by implementing Occupational Health and Safety
nasional dan praktik internasional. Pengelolaan K3 standards in accordance with national regulations and
dilakukan secara lintas fungsi dan difasilitasi oleh international practices. K3 management is conducted
Health, Safety, and Environmental (HSE), sementara cross-functionally and facilitated by Health, Safety, and
evaluasi kinerja dilakukan oleh Direksi melalui penilaian Environmental (HSE), while performance evaluation
laporan rutin dan capaian Key Performance Indicator is carried out by the Board of Directors through
(KPI), terutama untuk memastikan pencapaian target assessments of routine reports and Key Performance
zero fatalities, zero Lost Time Injury (LTI), dan zero Indicator (KPI) achievements, particularly to ensure the
recordable incident di seluruh lini bisnis dan anak achievement of zero fatalities targets, zero Lost Time
perusahaan. Injury (LTI), and zero recordable incidents across all
business lines and subsidiaries.
Pada tahun 2025, ABM senantiasa kembali melakukan In 2025, ABM continuously conducted periodic
evaluasi berkala atas penerapan sistem manajemen evaluations of the implementation of the K3 management
K3 di seluruh wilayah operasional sesuai dengan system across all operational areas in accordance
SMK3, ISO 45001, dan SMKP. Evaluasi ini juga with SMK3, ISO 45001, and SMKP. This evaluation
mencakup pemantauan dan pelaksanaan audit internal also includes monitoring and conducting internal and
dan eksternal minimal satu kali dalam setahun, diikuti external audits at least once a year, followed by the ISO
dengan proses sertifikasi dan resertifikasi ISO 45001. 45001 certification and recertification process. Audit
Temuan audit selalu ditindaklanjuti oleh ABM untuk findings are always followed up by ABM for continuous
perbaikan berkesinambungan. improvement.
Sistem Manajemen Keselamatan Mining Occupational Safety and
dan Kesehatan Kerja Pertambangan Health Management System (SMKP)
(SMKP) [GRI 403-1] GRI 403-7] [GRI 403-8] [GRI 403-1] GRI 403-7] [GRI 403-8]
Sebagai bagian dari upaya mitigasi risiko Keselamatan As part of efforts to mitigate Occupational Health
dan Kesehatan Kerja (K3) dalam hubungan bisnis, and Safety (K3) risks in business relationships, ABM
ABM menerapkan pengendalian terintegrasi terhadap implements integrated controls over all parties within
seluruh pihak yang berada dalam lingkup operasional, the operational scope, including contractors and
termasuk kontraktor dan mitra kerja. Pendekatan business partners. This approach ensures that ABM’s
ini memastikan standar K3 ABM dijalankan secara K3 standards are implemented consistently by all
konsisten oleh seluruh tenaga kerja di bawah kendali workers under the Company’s operational control.
operasional Perusahaan.
ABM dan seluruh anak perusahaan menerapkan SMKP ABM and all subsidiaries implement SMKP in
sesuai peraturan nasional dan diperkuat dengan accordance with national regulations and strengthened
standar internasional. Peraturan nasional yang dirujuk by international standards. The national regulations
oleh ABM meliputi ketentuan Permen ESDM No. referred to by ABM include the provisions of Permen
26/2018, Kepmen ESDM No. 1827.K/30/MEM/2018, ESDM No. 26/2018, Kepmen ESDM No. 1827.K/30/
serta Kepdirjen Minerba No. 185.K/37.04/DJB/2019. MEM/2018, as well as Kepdirjen Minerba No. 185.K/37.04/
Untuk memperkuat implementasi peraturan nasional, DJB/2019. To strengthen the implementation of national
ABM turut merujuk pada SMK3 dari Kementerian regulations, ABM also refers to SMK3 from the Ministry
Ketenagakerjaan, SMKP dari Kementerian ESDM, of Manpower, SMKP from the Ministry of Energy and
dan ISO 45001 – Occupational Health and Safety Mineral Resources, and ISO 45001 – Occupational
Management System. Health and Safety Management System.
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Pada tahun 2025, ABM dan anak perusahaan atau area In 2025, ABM and subsidiaries or operational areas
operasional menindaklanjuti kinerja SMKP pada tahun followed up SMKP performance in the previous year
sebelumnya melalui penambahan sertifikasi. through the addition of certifications.
Area Operasional / Anak Perusahaan
SMK3 Nasional ISO 45001 SMKP
Operational Area / Subsidiaries
Implementasi Sertifikasi Implementasi
PT Cipta Kridatama (CK)
Implementation Certification Implementation
Implementasi Implementasi Implementasi
PT Prima Wiguna Parama (PWP)
Implementation Implementation Implementation
Sertifikasi Sertifikasi Implementasi
PT Sanggar Sarana Baja (SSB)
Certification Certification Implementation
Sertifikasi Sertifikasi Implementasi
PT Cipta Krida Bahari (CKB)
Certification Certification Implementation
Sertifikasi Sertifikasi Implementasi
PT Tunas Inti Abadi (TIA)
Certification Certification Implementation
Komite Keselamatan Pertambangan yang dibentuk oleh The Mining Safety Committee established by ABM
ABM mengawasi implementasi SMKP dan melakukan oversees the implementation of SMKP and updates
pembaruan terhadap kebijakan dan prosedur, bila policies and procedures, if required.
diperlukan.
Cakupan Penerapan dan Sertifikasi SMK3 [GRI 403-8]
Scope of SMK3 Implementation and Certification
Kategori Jumlah (orang) Persentase (%)
Category Total (persons) Percentage (%)
Karyawan Tetap
165 66,5%
Permanent Employees
Kontraktor & Tenaga Kerja Alih Daya
83 33,5%
Contractors & Outsourced Workers
Total Tenaga Kerja Operasional
248 100%
Total Operational Workforce
Catatan | Note:
Seluruh tenaga kerja dalam lingkup operasional ABM, baik karyawan tetap maupun non-karyawan, tercakup dalam penerapan Sistem Manajemen
Keselamatan Kerja (SMK3) Dari total tersebut.
All workers within ABM’s operational scope, both permanent employees and non-employees, are covered under the implementation of the
Occupational Safety Management System (SMK3). From this total.
Dalam pengelolaan pihak eksternal, ABM mewajibkan In managing external parties, ABM requires the
penerapan Contractor Safety Management System implementation of a Contractor Safety Management
(CSMS) sebagai bagian dari proses seleksi dan System (CSMS) as part of the contractor selection
evaluasi kontraktor, dilengkapi dengan pra-kualifikasi and evaluation process, complemented by safety
keselamatan dan pengendalian risiko berbasis Hazard pre-qualification and risk controls based on Hazard
Identification, Risk Assessment, and Determined Identification, Risk Assessment, and Determined
Control (HIRADC). Perusahaan juga memastikan hak Control (HIRADC). The Company also ensures workers’
pekerja, termasuk kontraktor, untuk menghentikan rights, including contractors, to stop work that poses
pekerjaan yang berisiko hingga pengendalian memadai risks until adequate controls have been implemented.
diterapkan. Kesiapsiagaan didukung oleh Tim Tanggap Preparedness is supported by Emergency Response
Darurat di seluruh area kerja yang turut berkontribusi Teams across all work areas, which also contribute
dalam penanganan keadaan darurat internal maupun to handling internal emergencies and national
kegiatan kemanusiaan nasional. humanitarian activities.
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Kinerja Sosial
Social Performance
Identifikasi Bahaya, Penilaian Risiko, Hazard Identification, Risk Assessment,
dan Investigasi Insiden [GRI 403-2] and Incident Investigation [GRI 403-2]
Untuk mewujudkan lingkungan kerja yang sehat dan To realize a healthy and safe work environment, ABM
aman, ABM senantiasa melakukan identifikasi bahaya, continuously conducts hazard identification, risk
penilaian risiko, dan investigasi insiden yang merujuk assessment, and incident investigations referring to the
pada regulasi dan standar di atas. Proses identifikasi regulations and standards above. The hazard and risk
bahaya dan risiko, serta investigasi insiden telah identification process, as well as incident investigations,
distrukturkan dalam langkah-langkah berikut ini: has been structured into the following steps:
• Persiapan • Preparation
• Pembentukan tim manajemen risiko K3 • Establishment of an OHS risk management team
• Penugasan dan penentuan proses kerja tim • Assignment and determination of work
manajemen risiko K3 processes for the OHS risk management team
• Pengumpulan informasi yang relevan • Collection of relevant information
• HIRADC • HIRADC
• Identifikasi bahaya • Hazard identification
• Penilaian risiko • Risk assessment
• Penetapan upaya pengendalian risiko • Determination of risk control measures
• Penetapan tujuan, sasaran, dan program • Determination of objectives, targets, and programs
• Pelaksanaan dan Peninjauan • Implementation and Review
• Persetujuan manajemen • Management approval
• Komunikasi dan konsultasi • Communication and consultation
• Penerapan upaya pengendalian risiko • Implementation of risk control measures
• Pemantauan dan pemeriksaan rutin • Routine monitoring and inspections
• Peninjauan HIRADC secara berkala • Periodic review of HIRADC
• Pencatatan, penerapan, peninjauan HIRADC, • Recording, implementation, and review of HIRADC,
pencapaian kinerja K3, identifikasi bahaya, OHS performance achievement, hazard identification,
insiden, dan pelaporan merujuk pada regulasi incidents, and reporting refer to the applicable
yang berlaku di Indonesia untuk industri, yaitu: regulations in Indonesia for the industry, namely:
• Undang-Undang No. 1 Tahun 1970 tentang • Law No. 1 of 1970 on Occupational Safety
Keselamatan Kerja
• Peraturan Pemerintah No. 50 Tahun 2012 tentang • Government Regulation No. 50 of 2012 on the
Penerapan Sistem Manajemen Keselamatan dan Implementation of an Occupational Safety and
Kesehatan Kerja Health Management System
• Peraturan Menteri ESDM No. 26 Tahun 2018 • Minister of Energy and Mineral Resources
tentang Pelaksanaan Kaidah Pertambangan yang Regulation (Permen ESDM) No. 26 of 2018 on
Baik the Implementation of Good Mining Practices
• Peraturan Menteri Tenaga Kerja No. 187 Tahun • Minister of Manpower Regulation No. 187 of
1999 tentang Pengendalian Bahan Kimia 1999 on the Control of Hazardous Chemicals in
Berbahaya di Tempat Kerja the Workplace
• Peraturan Menteri Tenaga Kerja No. 03 • Minister of Manpower Regulation No. 03 of 1998
Tahun 1998 tentang Tata Cara Pelaporan dan on Procedures for Reporting and Inspecting
Pemeriksaan Kecelakaan Accidents
• Peraturan Menteri Tenaga Kerja No. 15 Tahun • Minister of Manpower Regulation No. 15 of 2008
2008 tentang P3K di Tempat Kerja on First Aid in the Workplace
• Regulasi spesifik lainnya, seperti regulasi dari • Other specific regulations, such as regulations
Keputusan Dirjen Minerba, peraturan Kesehatan from Directorate General of Mineral and Coal
Lingkungan, serta Standar Keselamatan dan Decrees, environmental health regulations, and
Kesehatan Kerja Perkantoran. Office Occupational Safety and Health Standards.
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Dalam proses identifikasi bahaya dan insiden yang In the process of identifying hazards and incidents that
tak selalu bisa diprediksi, ABM menerapkan prosedur cannot always be predicted, ABM implements strict
ketat yang melibatkan partisipasi aktif karyawan, yaitu: procedures involving active employee participation, namely:
• Kewajiban pelaporan melalui Hazard Report • Mandatory reporting through Hazard Reports
Karyawan wajib melaporkan setiap bahaya yang Employees must report any hazards found in the
ditemukan di area kerja, baik kondisi maupun tindakan work area, whether unsafe or risky conditions or
yang tidak aman atau berisiko, melalui sistem digital, actions, through a digital system, e-SIAP (one of
e-SIAP (salah satu Hazard Report di CK yaitu OSHE. the Hazard Report portals at CK, namely OSHE.
ciptakridatama.co.id). Laporan awal insiden harus ciptakridatama.co.id). Initial incident reporting must
dilakukan paling lambat 1x24 jam agar seluruh pihak be made no later than 1x24 hours so that all relevant
terkait dapat terinformasi dengan cepat. parties can be informed quickly.
• Inspeksi langsung terhadap lokasi dengan insiden • Direct inspection of the incident location
Atasan dari karyawan yang mengalami insiden The supervisor of the employee experiencing the
beserta bagian OSHE dan emergency team (bila incident, along with OSHE and the Emergency Team
diperlukan) harus segera mengunjungi lokasi untuk (if required), must immediately visit the location
menangani insiden yang terjadi dan mencatat to handle the incident and record the information
informasi yang diperlukan untuk investigasi dan needed for investigation and securing the incident
pengamanan lokasi dengan insiden. site.
• Penyelidikan Insiden dan Tindak Lanjut • Incident Investigation and Follow-Up
Berdasarkan klasifikasi keparahan atau kerusakan, Based on the severity or damage classification, ABM
ABM akan membentuk tim investigasi atau will form an incident investigation or inquiry team
penyelidikan insiden yang beranggotakan pihak- consisting of parties with the relevant competencies.
pihak dengan kompetensi. Penyelidikan dilakukan The investigation is conducted within 2x24 hours
dalam waktu 2x24 jam setelah kejadian insiden, after the incident occurs, except for major incidents
kecuali untuk insiden besar yang membutuhkan that require time for further investigation.
waktu untuk penyelidikan lebih lanjut.
• Rekomendasi Tindakan Perbaikan • Corrective Action Recommendations
Berdasarkan hasil penyelidikan, Tim Investigasi Based on the investigation results, the Investigation
membuat rekomendasi tindakan perbaikan. Laporan Team prepares corrective action recommendations.
investigasi didistribusikan kepada Manajemen dan The investigation report is distributed to Management
pihak terkait. and related parties.
• Pelaksanaan Rekomendasi Perbaikan • Implementation of Corrective Recommendations
Manajemen proyek dan manajemen korporat Project management and corporate management
memastikan setiap rekomendasi dilaksanakan dengan ensure that each recommendation is implemented
semestinya. properly.
BARUNAcoal logistics
Inspeksi Inspeksi Inspeksi Pengarahan Inspeksi Inspeksi
Inspection Inspection Inspection Keselamatan Inspection Inspection
Safety Briefing
Spesifikasi Tugas Kartu Observasi Laporan Bahaya Laporan Bahaya
dan Tanggung ASICS
(AOC) Hazard Report Hazard Report
Jawab (STT) Observation Card HAZOB
Task and (AOC)
Responsibility Laporan Bahaya Rapat Keselamatan
SAPA
Specification (STT) Hazard Report Safety Meeting
Safety Talk
Safety Talk
Safety Talk Diskusi
Laporan Bahaya OPT
Safety Talk Keselamatan
Hazard Report
Emergency Drill Pertambangan
Simulasi Keadaan Mining Safety
Diskusi Darurat Discussion
Keselamatan
Pertambangan
Mining Safety
Discussion
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Partisipasi, Konsultasi, dan OHS Participation, Consultation, and
Komunikasi K3 [GRI 403-3] [GRI 403-4] Communication [GRI 403-3] [GRI 403-4]
Untuk memperkuat disiplin dan pemahaman K3 secara To strengthen OHS (K3) discipline and understanding
berkesinambungan, ABM melaksanakan prosedur komunikasi on an ongoing basis, ABM carries out communication
dan konsultasi terhadap seluruh karyawan melalui: and consultation procedures for all employees through:
• Pelaksanaan Safety Briefing • Implementation of Safety Briefings
Safety briefing dilakukan di setiap shift di seluruh Safety briefings are conducted in every shift across
lini operasional Perusahaan. all of the Company’s operational lines.
• Forum Komunikasi K3 • OHS Communication Forum
Forum komunikasi K3 dibentuk dan dijalankan An OHS communication forum is established
secara rutin sebagai ruang sosialisasi dan and implemented regularly as a space for OHS
kampanye K3. Forum ini terdiri dari Forum P2K3 socialization and campaigns. This forum consists
yang diadakan setiap bulan. P2K3 merupakan of the P2K3 Forum, which is held every month.
panitia yang beranggotakan perwakilan Manajemen P2K3 is a committee comprising representatives
dan perwakilan pekerja, sebagai wadah kerja sama of Management and worker representatives,
dalam meningkatkan implementasi keselamatan serving as a forum for cooperation in improving the
dan kesehatan kerja di lingkungan operasional. implementation of occupational safety and health
Selain itu, pertemuan bulanan dan safety talk in the operational environment. In addition, monthly
juga dilakukan bersama kontraktor dan mitra kerja meetings and safety talks are also conducted with
guna memperkuat budaya keselamatan secara contractors and business partners to strengthen the
menyeluruh. overall safety culture.
• Kampanye K3 • OHS Campaigns
Kampanye K3 dilakukan melalui buletin, email, OHS campaigns are carried out through monthly
stiker, dan majalah dinding setiap bulan untuk bulletins, emails, stickers, and wall magazines for
seluruh karyawan. Pemasangan banner dan all employees. The installation of OHS banners and
spanduk K3 dilaksanakan setiap tiga bulan. signage is carried out every three months. Programs
Program seperti Toolbox Meeting/P5M, peringatan such as Toolbox Meeting/P5M, the commemoration
Bulan K3 Nasional, Safety & Health Talk, serta of National OHS Month, Safety & Health Talk, and the
sosialisasi prosedur K3, termasuk penggunaan socialization of OHS procedures, including the use
radio komunikasi dan aplikasi kerja, dilaksanakan of communication radios and work applications, are
secara berkala. Selain itu, setiap karyawan wajib conducted periodically. In addition, each employee
mengikuti induksi K3 setelah kembali dari cuti. is required to undergo OHS induction upon returning
Pertemuan bulanan dan safety talk juga dilakukan from leave. Monthly meetings and safety talks are also
bersama kontraktor dan mitra kerja. conducted with contractors and business partners.
Sepanjang 2025, P5M dilakukan setiap awal shift, Throughout 2025, P5M was conducted at the start of
sedangkan HSE Talk diadakan minimal sekali seminggu every shift, while HSE Talk was held at least once a
dengan topik K3 yang bergantian. week with rotating OHS topics.
Pelatihan K3 untuk Pekerja [GRI 403-5] OHS (K3) Training for Workers [GRI 403-5]
Sepanjang tahun 2025, ABM melaksanakan pelatihan Throughout 2025, ABM conducted OHS (K3) training for
K3 bagi karyawan untuk memastikan kesiapan mereka employees to ensure their readiness in implementing
dalam menjalankan prosedur SMKP, penanganan SMKP procedures, handling occupational accident
kejadian kecelakaan kerja, serta pencegahan penyakit incidents, and preventing occupational diseases.
akibat kerja. Pelatihan ini dirancang sebagai bagian This training was designed as an integral part of the
integral dari sistem manajemen K3 untuk memperkuat OHS management system to strengthen workers’
kompetensi pekerja dalam mengidentifikasi bahaya, competencies in identifying hazards, assessing risks,
menilai risiko, serta menerapkan pengendalian risiko and implementing risk controls in accordance with the
sesuai prinsip Hazard Identification, Risk Assessment, principles of Hazard Identification, Risk Assessment,
and Determining Control (HIRADC). and Determining Control (HIRADC).
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Seluruh program pelatihan K3 juga mendukung All OHS training programs also support the implementation
penerapan hierarchy of control, yang mencakup of the hierarchy of control, which includes elimination,
eliminasi, substitusi, pengendalian teknis, pengendalian substitution, engineering controls, administrative controls,
administratif, dan penggunaan Alat Pelindung Diri (APD), and the use of personal protective equipment (PPE), to
guna memastikan pencegahan risiko dilakukan secara ensure that risk prevention is carried out systematically
sistematis dan berlapis. and in layers.
Beberapa program pelatihan yang diberikan kepada Several training programs provided to employees
karyawan mencakup: include:
• Penanganan kecelakaan kerja • Handling of occupational accidents
• Manajemen tingkat kelelahan • Fatigue management
• Workshop Lock Out Tag Out (LOTO) • LOTO (Lock Out Tag Out) Workshop
• Kepemimpinan Keselamatan yang Efektif • Effective Safety Leadership
• Pelatihan dan sertifikasi Sistem Manajemen • Training and certification on the Occupational Safety
Keselamatan dan Kesehatan Kerja (SMK3) and Health Management System (SMK3)
• Refreshment Sistem Manajemen Keselamatan • Refresher on the Mining Safety Management
Pertambangan (SMKP) System (SMKP)
• Pelatihan dan sertifikasi implementasi dan audit • Training and certification on SMKP implementation
SMKP and audit
• Semiloka dasar-dasar K3 pertambangan • Basic mining OHS workshop
• Semiloka teknik investigasi kecelakaan • Accident investigation techniques workshop
• Seminar Zero Accident • Zero Accident seminar
• Diklat dan uji kompetensi POP/POM • POP/POM training and competency testing
• Workshop HIRADC, dan CPR • HIRADC and CPR workshop
• Praktik dasar kerja aman • Basic safe work practices
Pelatihan tersebut diberikan kepada seluruh tenaga The training was provided to all workers within ABM’s
kerja dalam lingkup operasional ABM, baik karyawan operational scope, both permanent employees and
tetap maupun tenaga kerja non-karyawan, termasuk non-employee workers, including contractors and
kontraktor dan tenaga kerja alih daya. ABM memastikan outsourced workers. ABM ensures that all workers
bahwa seluruh pekerja yang berada di bawah under the Company’s operational control receive access
pengendalian operasional Perusahaan memperoleh to relevant training programs to support competency
akses terhadap program pelatihan yang relevan guna improvement and the consistent application of safety
mendukung peningkatan kompetensi serta penerapan standards and performance across all work areas.
standar keselamatan dan kinerja yang konsisten di
seluruh area kerja.
Pelatihan dilaksanakan secara berkelanjutan dengan Training is conducted on an ongoing basis by
mempertimbangkan karakteristik risiko masing-masing considering the risk characteristics of each work
fungsi kerja dan area operasional, serta menjadi salah function and operational area, and serves as one of the
satu indikator evaluasi kinerja K3 di tingkat unit kerja indicators for evaluating OHS performance at both the
dan korporasi. work-unit and corporate levels.
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Pengukuran Efektivitas Pelatihan K3 OHS Training Effectiveness Measurement
[GRI 404-1] [OJK F.22] [GRI 404-1] [SEO JK F.22]
Pada tahun 2025, ABM melakukan pengukuran In 2025, ABM conducted an effectiveness assessment
efektivitas program pelatihan sebagai bagian of its training programs to ensure that employee
dari upaya memastikan bahwa pengembangan development initiatives deliver tangible improvements
kompetensi karyawan memberikan dampak nyata in workplace safety competencies. The assessment
terhadap peningkatan keselamatan kerja. Pengukuran focused on Occupational Health and Safety (OHS)
ini difokuskan pada pelatihan Keselamatan dan training implemented across operational areas, using
Kesehatan Kerja (K3) yang dilaksanakan di seluruh a three-level evaluation approach consisting of Level
area operasional, dengan menggunakan pendekatan 1 (feedback evaluation), Level 2 (post-test), and Level
tiga tingkat evaluasi, yaitu Level 1 evaluasi kembali, 3 (behavior assessment). Results from the Level 1
Level 2 pasca-uji, dan Level 3 penilaian perilaku. evaluation indicated positive participant perceptions
Hasil evaluasi Level 1 menunjukkan persepsi positif of the training quality, with 34% satisfaction related
peserta terhadap kualitas pelatihan, dengan penilaian to the relevance and clarity of the materials, 33% for
terhadap kesesuaian dan kejelasan materi sebesar facilitator competence, and 33% for training facilities.
34%, kompetensi fasilitator 33%, serta kepuasan
terhadap fasilitas 33%.
Sepanjang tahun 2025, ABM telah menyelenggarakan Throughout 2025, ABM delivered 3,151 OHS training
3.151 pelaksanaan pelatihan K3 dengan total 11.660 jam sessions with a total of 11,660 learning hours through
pembelajaran melalui berbagai metode pembelajaran, various learning methods, including e-learning,
termasuk pembelajaran daring, pembelajaran hibrida, hybrid learning, in-class training, and virtual learning,
pelatihan tatap muka, serta pembelajaran virtual, implemented through both internal programs and
baik melalui program internal maupun learning learning implementation in collaboration with external
implementation yang bekerja sama dengan lembaga training providers. These training initiatives are
eksternal. Program pelatihan ini dirancang untuk designed to continuously enhance safety competencies
memastikan peningkatan kompetensi keselamatan and support the consistent implementation of safety
kerja secara berkelanjutan serta mendukung standards across all operational areas.
penerapan standar keselamatan di seluruh lini
operasional Perusahaan.
The effectiveness of the learning programs is also
Efektivitas pembelajaran juga tercermin pada hasil reflected in the Level 2 evaluation, which showed a
Level 2, yang menunjukkan peningkatan pemahaman significant improvement in participants’ knowledge,
peserta dengan nilai rata-rata pre-test sebesar 63,2 with the average pre-test score of 63.2 increasing
meningkat menjadi 89,9 pada post-test, menghasilkan to 89.9 in the post-test, resulting in a 29.7% learning
learning gain sebesar 29,7%. Sementara itu, evaluasi gain. Meanwhile, the Level 3 evaluation indicates that
Level 3 menunjukkan bahwa 31,07% pelatihan dinilai 31.07% of the training programs were rated highly
sangat efektif, 59,89% efektif, dan 9,04% cukup efektif, effective, 59.89% effective, and 9.04% moderately
tanpa adanya kategori kurang efektif. Materi pelatihan effective, with no programs categorized as ineffective.
yang diberikan mencakup berbagai topik keselamatan Training topics covered a wide range of critical
kritis, antara lain ruang terbatas, bekerja di ketinggian, safety areas, including confined space, working at
penerapan izin pekerjaan panas, Lock Out Tag Out height, hot work permit, Lock Out Tag Out Try Out
Try Out (LOTOTO), penanggulangan kebakaran dan (LOTOTO), fire fighting and emergency response,
tanggap darurat, penguatan komunikasi bahaya, hazard communication, fatigue management, and
penerapan manajemen kelelahan, serta pelatihan lifting equipment operation such as crane, forklift, and
operator alat angkat dan angkut seperti crane, forklift, rigging. In addition, ABM also conducted training on
dan rigging. Selain itu, ABM juga menyelenggarakan the Implementation of the Mining Safety Management
pelatihan terkait Implementasi Sistem Manajemen System (ISMKP), First Operational Supervisor (POP)
Keselamatan Pertambangan (ISMKP), Pengawas certification, and other technical OHS programs,
Operasional Pertama (POP) Pertambangan, serta ensuring that employees maintain competencies
berbagai pelatihan teknis K3 lainnya untuk memastikan aligned with mining industry safety standards.
seluruh pekerja memiliki kompetensi yang selaras
dengan standar keselamatan industri pertambangan.
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Menjaga Kesehatan dan Kesejahteraan Maintaining Workers’ Health and Well-
Pekerja [GRI 403-3] [GRI 403-6] [GRI 403-10] [OJK F.21] Being [GRI 403-3] [GRI 403-6] [GRI 403-10] [OJK F.21]
ABM menyediakan layanan kesehatan kerja sebagai ABM provides occupational health services as part
bagian dari sistem perlindungan menyeluruh terhadap of a comprehensive protection system for workers
pekerja di seluruh wilayah operasional. Fasilitas yang across all operational areas. The facilities provided
disediakan mencakup klinik dan dokter perusahaan yang include easily accessible clinics and company doctors,
mudah diakses, pemeriksaan kesehatan berkala termasuk periodic health examinations including Medical Check
Medical Check Up (MCU), imunisasi dan vaksinasi, Up (MCU), immunization and vaccination, and health
serta konsultasi kesehatan. Layanan ini bertujuan untuk consultations. These services aim to detect health risks
mendeteksi dini risiko kesehatan dan memastikan kondisi early and ensure safe and healthy working conditions
kerja yang aman dan sehat bagi pekerja. for workers.
Selain layanan kuratif dan preventif, ABM menjalankan In addition to curative and preventive services, ABM
program promosi kesehatan yang terintegrasi dengan implements health promotion programs integrated
sistem K3 bagi seluruh karyawan termasuk pekerja with the OHS system for all employees, including non-
bukan karyawan. Program ini meliputi kampanye gaya employee workers. These programs include healthy
hidup sehat, edukasi pencegahan penyakit akibat lifestyle campaigns, education on the prevention of
kerja, pengelolaan kelelahan, senam kebugaran, serta occupational diseases, fatigue management, fitness
sosialisasi melalui berbagai media internal. Perusahaan exercises, and socialization through various internal
juga melakukan pemantauan dan pengendalian faktor media. The Company also monitors and controls
risiko lingkungan kerja seperti debu, kebisingan, workplace environmental risk factors such as dust,
getaran, ergonomi, kualitas air minum, dan sanitasi, noise, vibration, ergonomics, drinking water quality,
guna meminimalkan potensi dampak kesehatan jangka and sanitation, to minimize potential short-term and
pendek maupun jangka panjang. long-term health impacts.
Sebagai bagian dari penguatan tata kelola K3, ABM As part of strengthening OHS governance, ABM grants
memberikan hak kepada pekerja untuk menolak workers the right to refuse work that may endanger
pekerjaan yang berpotensi membahayakan kesehatan their health and safety until the risks are controlled.
dan keselamatannya hingga risiko tersebut dikendalikan. Leadership discipline and accountability of leaders,
Disiplin dan akuntabilitas pimpinan, pengawas, serta supervisors, and workers continue to be strengthened
pekerja terus diperkuat untuk memastikan seluruh to ensure that all OHS procedures are implemented
prosedur K3 dijalankan secara konsisten. consistently.
ABM juga secara sistematis mengidentifikasi dan ABM also systematically identifies and maps potential
memetakan potensi Penyakit Akibat Kerja (PAK) Occupational Diseases (PAK) based on exposure to
berdasarkan paparan faktor kimia, fisika, biologi, chemical, physical, biological factors, as well as infectious
maupun penyakit infeksi sesuai dengan Peraturan diseases in accordance with Presidential Regulation
Presiden No. 7 Tahun 2019 tentang Penyakit Akibat (Peraturan Presiden) No. 7 of 2019 on Occupational
Kerja. Sepanjang tahun 2025, tidak terdapat kasus Diseases. Throughout 2025, there were no cases of
PAK maupun fatalitas akibat PAK, baik pada karyawan occupational diseases (PAK) or fatalities due to PAK,
maupun pekerja kontraktor, yang mencerminkan either among employees or contractor workers, reflecting
efektivitas pengendalian risiko kesehatan kerja dan the effectiveness of occupational health risk controls and
penerapan program pencegahan secara berkelanjutan. the continuous implementation of prevention programs.
Kategori 2023 2024 2025
Category
Jumlah Kasus Penyakit Akibat Kerja (Karyawan)
0 0 0
Number of Occupational Disease (PAK) Cases (Employees)
Jumlah Kasus Penyakit Akibat Kerja (Kontraktor)
0 0 0
Number of Occupational Disease (PAK) Cases (Contractors)
Jumlah Fatalitas Akibat Penyakit Akibat Kerja
0 0 0
Number of Fatalities Due to Occupational Diseases (PAK)
Total Kasus Penyakit Akibat Kerja
0 0 0
Total of Number of Occupatonal Disease (PAK) Cases
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Identifikasi Bahaya Signifikan dan Identification of Significant Hazards and
Pengendalian Risiko K3 [GRI 403-2][GRI 403-9] OHS (K3) Risk Controls [GRI 403-2][GRI 403-9]
ABM berkomitmen untuk memitigasi risiko keselamatan ABM is committed to mitigating occupational safety
dan kesehatan kerja guna menjamin perlindungan and health risks to ensure the protection of workers in
pekerja dalam melaksanakan kegiatan operasional carrying out operational activities while also ensuring
sekaligus memastikan keberlanjutan usaha. Identifikasi business sustainability. Hazard identification and risk
bahaya dan penilaian risiko dilakukan secara assessment are conducted systematically in accordance
sistematis sesuai ISO 45001:2018 dan regulasi yang with ISO 45001:2018 and applicable regulations, by
berlaku, dengan mempertimbangkan aktivitas rutin taking into account routine and non-routine activities,
dan non-rutin, aktivitas seluruh pihak yang memasuki the activities of all parties entering the work area,
area kerja, faktor manusia, bahaya dari lingkungan human factors, hazards from the external environment,
eksternal, perubahan organisasi dan proses kerja, organizational and work process changes, statutory
kewajiban peraturan perundang-undangan, serta and regulatory obligations, as well as workplace design
desain tempat kerja dan prosedur operasional. and operational procedures.
Berdasarkan hasil identifikasi bahaya, penilaian risiko, Based on the results of hazard identification, risk
pemantauan, dan tindak lanjut oleh tim K3 di seluruh assessment, monitoring, and follow-up by OHS (K3)
area operasional dan anak perusahaan sepanjang teams across all operational areas and subsidiaries
tahun 2025, ditetapkan sejumlah pekerjaan berisiko throughout 2025, a number of high-risk jobs were
tinggi dengan potensi dampak signifikan berupa determined with significant potential impacts in the
Fatality, Lost Time Injury (LTI), dan Property Damage form of Fatality, Lost Time Injury (LTI), and Property
sebagai berikut: Damage, as follows:
Pekerjaan Potensi Dampak Upaya Pengendalian Control Measures
Berisiko Tinggi Signifikan
High-Risk Potential
Activity Significant Impact
• Kursus Mengemudi Defensif (DDC) • Defensive Driving Course (DDC)
• Izin Perusahaan (SIMPER) • Company License (SIMPER)
• Program commissioning dan • Commissioning and preventive
pemeliharaan preventif maintenance program
Pengoperasian
• Manajemen lalu lintas • Traffic management
kendaraan
• Pencahayaan yang cukup pada shift • Adequate lighting in night shift
dan alat berat • Fatality
malam
bergerak • LTI
• Penggunaan APD yang sesuai • Use of proper PPE
Vehicle • Property
• Aturan Emas dan penerapan tindakan • Golden Rules and disciplinary action
and mobile Damage
disipliner implementation
equipment
• Program Akuntabilitas K3 • Safety Accountability Program (SAP)
operation
• Inspeksi rutin • Regular inspection
• Audit • Audit
• Penyelesaian dan pemantauan rencana • Completion of corrective and preventive
aksi actions
• Surat Izin Operator (SIO) alat angkat • Lifting Operator License (SIO)
• Sertifikasi alat angkat • Lifting equipment certification
• Commissioning dan program • Commissioning and preventive
pemeliharaan rutin maintenance program
• Izin Kerja Pengangkatan • Lifting Work Permit
• Pencahayaan yang memadai di malam • Adequate lighting in night shift
• Fatality hari
Pengangkatan • LTI • Isolasi area pengangkatan • Isolation of lifting area
Lifting • Property • Penggunaan APD yang sesuai • Use of proper PPE
Damage • Penerapan Aturan Emas dan tindakan • Golden Rules and disciplinary
disiplin atas pelanggaran • action implementation
• Program Akuntabilitas K3 • Safety Accountability Program (SAP)
• Inspeksi rutin • Regular inspection
• Audit • Audit
• Penyelesaian dan pemantauan tindakan • Completion of corrective and preventive
perbaikan dan pencegahan actions
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Pekerjaan Potensi Dampak Upaya Pengendalian Control Measures
Berisiko Tinggi Signifikan
High-Risk Potential
Activity Significant Impact
• Pelatihan bekerja di ketinggian • Working at height training
• Surat Izin Operator (SIO) alat angkat • Lifting Operator License (SIO)
• Sertifikasi alat angkat • Lifting equipment certification
• Commissioning dan program • Commissioning and preventive
pemeliharaan rutin maintenance program
• Izin Bekerja di Ketinggian • Working at Height Permit
• Pencahayaan yang memadai di malam • Adequate lighting in night shift
Bekerja di
hari
ketinggian • Fatality
• Isolasi area kerja • Isolation of working area
Working at • LTI
• Penggunaan APD yang sesuai • Use of proper PPE
height
• Penerapan Aturan Emas dan tindakan • Golden Rules and disciplinary action
disiplin atas pelanggaran implementation
• Program Akuntabilitas K3 • Safety Accountability Program (SAP)
• Inspeksi rutin • Regular inspection
• Audit • Audit
• Penyelesaian tindakan perbaikan dan • Completion of corrective and preventive
pencegahan actions
• Pelatihan bekerja di dekat air • Working near water training
• Izin Bekerja di Dekat Air • Working Near Water Permit
• Pencahayaan yang memadai di malam • Adequate lighting in night shift
hari
Bekerja di dekat • Penggunaan APD yang sesuai • Use of proper PPE
air • Fatality • Penerapan Aturan Emas dan tindakan • Golden Rules and disciplinary action
Working near • LTI disiplin atas pelanggaran implementation
water • Program Akuntabilitas K3 • Safety Accountability Program (SAP)
• Inspeksi rutin • Regular inspection
• Audit • Audit
• Penyelesaian tindakan perbaikan dan • Completion of corrective and preventive
pencegahan actions
• Desain dan pemantauan stabilitas tebing • Design and monitoring of slope stability
• Larangan sistem potong bawah (under • Prohibition of under cut working system
cut) pada tebing yang melebihi tinggi to the cliff which height above the unit
kabin unit cabin
• Penetapan radius jarak aman • Safe working radius procedure
Bekerja di dekat • Pencahayaan yang memadai di malam • Adequate lighting in night shift
tebing • Fatality hari
Working near • LTI • Penerapan Aturan Emas dan tindakan • Golden Rules and disciplinary action
cliff disiplin atas pelanggaran implementation
• Program Akuntabilitas K3 • Safety Accountability Program (SAP)
• Inspeksi rutin • Regular inspection
• Audit • Audit
• Penyelesaian tindakan perbaikan dan • Completion of corrective and preventive
pencegahan actions
• Penetapan tanda batas dumping • Dumping limiter installation
• Penetapan radius jarak aman • Safe working radius procedure
• Larangan penggunaan metode full • Prohibition of full dump method to the
dump pada area disposal yang memiliki pond
kolam
Bekerja di dekat • Pencahayaan yang memadai di malam • Adequate lighting in night shift
area disposal • Fatality hari
Working near • LTI • Penerapan Aturan Emas dan tindakan • Golden Rules and disciplinary action
disposal area disiplin atas pelanggaran implementation
• Program Akuntabilitas K3 • Safety Accountability Program (SAP)
• Inspeksi rutin • Regular inspection
• Audit • Audit
• Penyelesaian tindakan perbaikan dan • Completion of corrective and preventive
pencegahan actions
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Pekerjaan Potensi Dampak Upaya Pengendalian Control Measures
Berisiko Tinggi Signifikan
High-Risk Potential
Activity Significant Impact
• Pelatihan bekerja di dalam ruang terbatas • Working in confined space training
• Izin Bekerja di Ruang Terbatas • Working in Confined Space Permit
• Izin Bekerja Panas • Hot Work Permit
• Pengetesan kualitas gas di dalam ruang • Gas detection prior to work
terbatas sebelum memulai pekerjaan
Bekerja di dalam • Pengaturan ventilasi dan sirkulasi udara • Arrangement of ventilation and air circulatio
ruang terbatas • Fatality • Penggunaan APD yang sesuai • Use of proper PPE
Working in • LTI • Penerapan aturan emas dan tindakan • Golden rules and disciplinary action
confined space disiplin atas pelanggaran implementation
• Program Akuntabilitas K3 • Safety Accountability Program (SAP))
• Inspeksi rutin • Regular inspection
• Audit • Audit
• Penyelesaian tindakan perbaikan dan • Completion of corrective and preventive
pencegahan actions
Pemeliharaan • Pelatihan dan penerapan prosedur • Training and application of procedures
dan • Lock Out Tag Out (LOTO) • Lock Out Tag Out (LOTO)
perbaikan • Izin Kerja • Work Permits
kendaraan, • Penggunaan APD yang sesuai • Use of appropriate PPE
peralatan, • Penerapan aturan emas dan tindakan • Application of the golden rule and
instalasi disiplin atas pelanggaran disciplinary action for violations
• Fatality
dan fasilitas • Program Akuntabilitas K3 • Safety Accountability Program (SAP)
• LTI
Maintenance • Inspeksi rutin • Regular inspections
and repair • Audit • Audits
of vehicle, • Penyelesaian tindakan perbaikan dan • Completion of corrective and preventive
equipment, pencegahan actions
installation and
facility
• Pelatihan dan sertifikasi kompetensi • Training and certification of blasting
peledakan competencies
• Penetapan jarak aman evakuasi • Blasting clearing zone procedure
• Pelaksanaan evakuasi dan isolasi area • Evacuation and isolation of blasting area
peledakan
• Fatality
• Izin Kerja Peledakan • Blasting Work Permit
Peledakan • LTI
• Penerapan aturan emas dan tindakan • Golden rules and disciplinary action
Blasting • Property
disiplin atas pelanggaran implementation
Damage
• Program Akuntabilitas K3 • Safety Accountability Program (SAP)
• Inspeksi rutin • Regular inspection
• Audit • Audit
• Penyelesaian tindakan perbaikan dan • Completion of corrective and preventive
pencegahan actions
• Pelatihan dan sertifikasi kompetensi • Training and certification of land clearing
penebangan competencies
• Commissioning dan program • Commissioning and preventive
pemeliharaan rutin maintenance program
Penebangan
• Fatality • Penetapan radius jarak aman • Safe working radius procedure
dan
• LTI • Penerapan aturan emas dan tindakan • Golden rules and disciplinary action
pembersihan
• Property disiplin atas pelanggaran implementation
area
Damage • Program Akuntabilitas K3 • Safety Accountability Program (SAP)
Land clearing
• Inspeksi rutin • Regular inspection
• Audit • Audit
• Penyelesaian tindakan perbaikan dan • Completion of corrective and preventive
pencegahan actions
Catatan | Note:
* Kategori insiden | incident category:
· NM: Near Miss
· PD: Property Damages
· RI: Recordable Injuries (LTI, Minor Injury, First Aid Case)
(LTI – menyebabkan hilangnya hari kerja | cause lost workdays)
· MI: Major Incident (cedera serius menyebabkan kecacatan | serious injury causes disability)
· F: Fatalities
** Tindak lanjut berdasarkan hierarchy of control | Follow up based on hierarchy of control:
· PPE: Personal protective equipment
· AC: Administrative Control
· EC: Engineering Control
· SU: Subsitution
· EL: Elimination
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Tingkat Kecelakaan Kerja Occupational Accident Rate
[GRI 403-9][NDAQ S7] [GRI 403-9][NDAQ S7]
ABM secara berkala mengevaluasi pengelolaan dan ABM periodically evaluates the management and control
pengendalian bahaya serta risiko K3 untuk mencegah of OHS (K3) hazards and risks to prevent occupational
kecelakaan kerja. Upaya ini meliputi pemantauan KPI accidents. These efforts include monitoring OHS KPIs
K3 di seluruh area operasional dan anak perusahaan, across all operational areas and subsidiaries, conducting
audit internal dan eksternal minimal sekali setahun, internal and external audits at least once a year, and
serta studi banding antar anak perusahaan sebagai benchmarking among subsidiaries as a knowledge-
sarana berbagi pengetahuan untuk meningkatkan sharing mechanism to improve OHS implementation
implementasi K3 di seluruh ABM. across ABM.
Tabel berikut menampilkan tingkat kecelakaan kerja di The following table presents the occupational accident
seluruh ABM pada tahun 2025. rate across ABM in 2025.
Tingkat Kecelakaan Kerja [NDAQ S7]
Injury Rate
Tingkat / Frekuensi
Tipe / Kategori Insiden Rate / Frequency
Type / Incident Category
2023 2024 2025
Total Manhours (Jam) 48.859.707 54.235.372 56.235.583
Total Fatality 0 0 1
Fatality Frequency Rate (FFR) 0 0 0,02
Total Loss Time Injury (LTI) 1 0 2
LTI Frequency Rate (LTIFR) 0,02 0 0,04
Tingkat Kecelakaan Kerja Karyawan dan Kontraktor [GRI 403-9A][GRI 403-9B]
Employee and Contractor Work Accident Rate
Tipe/ 2023 2024 2025
Kategori
Insiden Karyawan Kontraktor Jumlah Karyawan Kontraktor Jumlah Karyawan Kontraktor Jumlah
Incident Employee Contractor Total Employee Contractor Total Employee Contractor Total
Category
Total
38.957.991 9.901.716 48.859.707 36.642.055 17.593.317 54.235.372 39.659.633 16.575.950 56.235.583
Manhours
Total
0 0 0 0 0 0 0 1 1
Fatality
Fatality
Frequency 1 0 1 0 0 0 0 0,06 0,02
Rate
Total Loss
Time Injury 1 0 1 0 0 0 1 1 2
(LTI)
LTI
Frequency 0,03 0 0,02 0 0 0 0,03 0,06 0,04
Rate
*Catatan | Note:
1. Data tingkat kecelakaan kerja pada tabel di atas mencakup seluruh area operasional dan anak perusahaan ABM.
The work incident rate data in the table above covers all ABM’s operational areas and subsidiaries..
2. Kenaikan jumlah jam kerja karyawan dan kontraktor disebabkan oleh penambahan produksi dan jumlah karyawan .
The increase in total working hours of employees and contractors is due to the increase in production and the number of employees
3. Tingkat cedera akibat kerja dihitung menggunakan denominator 1.000.000 sesuai dengan International Labour Organization (ILO) dan
Kementerian Ketenagakerjaan.
The injury rate is calculated using a denominator of 1,000,000 according to the International Labour Organization (ILO) and Ministry of Manpower.
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Keselamatan sebagai Prioritas Bersama Safety as a Shared Priority
Keselamatan dan Kesehatan Kerja (K3) merupakan Occupational safety and health (K3) are the top priority
prioritas utama dalam seluruh operasional across all of the Company’s operations. Throughout
Perusahaan. Sepanjang periode pelaporan, the reporting period, the consistent implementation
penerapan sistem manajemen K3 yang konsisten of the OHS (K3) management system across various
di berbagai entitas Grup memperoleh pengakuan Group entities received recognition from government
dari instansi pemerintah, penyelenggara institutions, national award organizers, as well
penghargaan nasional, serta pengakuan internal, as internal recognition, reflecting the Company’s
yang mencerminkan komitmen Perusahaan dalam commitment to creating a safe and sustainable work
menciptakan lingkungan kerja yang aman dan environment.
berkelanjutan.
ABM melalui Entitasnya CK menunjukkan komitmen ABM, through its Entity CK, demonstrated a strong
yang kuat dalam penerapan Keselamatan dan commitment to the implementation of occupational
Kesehatan Kerja (K3) melalui penguatan sistem safety and health (K3) by strengthening the safety
manajemen keselamatan serta pengendalian risiko management system and consistently controlling
operasional secara konsisten. Atas upaya tersebut, operational risks. For these efforts, CK received
CK memperoleh penghargaan Indonesia Safety the Indonesia Safety Excellence Award (ISEA) as
Excellence Award (ISEA) sebagai pengakuan atas recognition of excellent occupational safety practices
praktik keselamatan kerja yang unggul dan kepatuhan and compliance with applicable OHS (K3) standards.
terhadap standar K3 yang berlaku. Penghargaan ini This award reflects CK’s success in building a safety
mencerminkan keberhasilan CK dalam membangun culture integrated into all operational activities.
budaya keselamatan yang terintegrasi dalam seluruh
aktivitas operasional.
SSB mencatatkan kinerja keselamatan kerja SSB recorded positive occupational safety
yang positif di berbagai wilayah operasionalnya. performance across its various operational areas.
Sepanjang periode pelaporan, SSB memperoleh Throughout the reporting period, SSB received a Zero
penghargaan Zero Accident untuk area Grasberg Accident award for the Grasberg area granted by PT
yang diberikan oleh PT Freeport Indonesia (PTFI), Freeport Indonesia (PTFI), as well as Zero Accident
serta penghargaan Zero Accident untuk area awards for the Sebamban and Tanjung areas from the
Sebamban dan Tanjung dari Pemerintah Provinsi Provincial Government of South Kalimantan through
Kalimantan Selatan melalui instansi ketenagakerjaan the relevant manpower agency. These awards were
terkait. Penghargaan ini diberikan berdasarkan granted based on the achievement of work hours
pencapaian jam kerja tanpa kecelakaan serta hasil without accidents and the results of evaluations
evaluasi kepatuhan terhadap ketentuan keselamatan of compliance with applicable occupational safety
kerja yang berlaku di masing-masing wilayah. provisions in each area.
ATR menunjukkan konsistensi dalam menjaga kinerja ATR demonstrated consistency in maintaining
keselamatan kerja melalui pencapaian Zero Accident occupational safety performance through the
Hours Periode 2024 yang diberikan oleh CKB. achievement of Zero Accident Hours for the 2024
Capaian ini mencerminkan efektivitas penerapan Period, granted by CKB. This achievement reflects the
prosedur keselamatan kerja, kedisiplinan tenaga effectiveness of implementing occupational safety
kerja dalam mematuhi standar operasional, serta procedures, workforce discipline in complying with
pengawasan K3 yang berkelanjutan di lingkungan operational standards, as well as ongoing OHS (K3)
kerja. Pengakuan ini bersifat internal dan didukung oversight in the workplace. This recognition is internal
oleh pencatatan serta dokumentasi resmi atas in nature and is supported by official recording and
kinerja keselamatan kerja selama periode tersebut. documentation of occupational safety performance
during the period.
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CKB terus memperkuat implementasi K3 di seluruh CKB continues to strengthen OHS (K3) implementation
area operasionalnya. Sebagai hasil dari penerapan across all of its operational areas. As a result of
sistem keselamatan kerja yang konsisten, CKB the consistent implementation of the occupational
memperoleh penghargaan Zero Accident untuk safety system, CKB received Zero Accident awards
wilayah Balikpapan, Samarinda, Banjarmasin, for the Balikpapan, Samarinda, Banjarmasin, and
dan Tanjung (ADARO) yang diberikan oleh Dinas Tanjung (ADARO) areas, granted by the relevant
Ketenagakerjaan pemerintah daerah terkait. local government manpower offices. These awards
Penghargaan ini diberikan berdasarkan penilaian were granted based on an official assessment of
resmi atas pencapaian jam kerja tanpa kecelakaan the achievement of work hours without accidents
serta kepatuhan terhadap ketentuan keselamatan and compliance with occupational safety and health
dan kesehatan kerja. provisions.
Komitmen ABM terhadap Keselamatan Kerja ABM’s Commitment to Occupational Safety
Keselamatan dan kesehatan kerja merupakan prioritas Occupational safety and health is ABM’s top priority
utama ABM dalam setiap aktivitas operasional. in every operational activity. In the reporting year, one
Pada tahun pelaporan, terjadi satu insiden Lost Lost Time Injury (LTI) incident occurred at one of SSB’s
Time Injury (LTI) di salah satu lokasi operasional operational sites, where a worker sustained a head
SSB, di mana seorang pekerja mengalami cedera injury after a jig and hydraulic jack were ejected during
pada bagian kepala akibat terpentalnya jig dan jack the dismantling process of a spring coil component.
hydraulic saat proses pembongkaran komponen This incident serves as a reminder that every work
spring coil. Peristiwa ini menjadi pengingat bahwa activity carries risks that must be managed with
setiap aktivitas kerja mengandung risiko yang harus discipline and consistency.
dikelola secara disiplin dan konsisten.
ABM memandang insiden tersebut sebagai ABM views the incident as a shared learning opportunity
pembelajaran bersama untuk memperkuat budaya to strengthen the safety culture across all operational
keselamatan di seluruh lini operasi. Sebagai tindak lines. As a follow-up, the Company conducted a safety
lanjut, Perusahaan melaksanakan safety stand stand down meeting, re-engineered the spring coil
down meeting, melakukan rekayasa ulang dismantling jig by adding a safety guard and
pada jig pembongkaran spring coil anchoring the jig to the workshop floor,
dengan penambahan safety guard dan and installed safety warning signs
pengikatan jig ke lantai kerja, serta in the relevant area. In addition,
memasang safety sign peringatan identification was carried out
bahaya di area terkait. Selain itu, regarding the suitability of the jig
dilakukan identifikasi kesesuaian for the type of work, as well as
jig dengan jenis pekerjaan serta an inquiry job review process.
proses inquiry job review.
ABM juga memberikan ABM also provided coaching
coaching kepada operator dan to operators and supervisors
pengawas guna memastikan to ensure their understanding
pemahaman risiko dan kepatuhan of risks and compliance with
terhadap prosedur kerja aman. safe work procedures. Through
Melalui langkah-langkah tersebut, these measures, ABM reaffirms its
ABM menegaskan komitmennya commitment to preventing similar incidents
untuk mencegah kejadian serupa dan terus and to continuously creating a safe, healthy,
menciptakan lingkungan kerja yang aman, sehat, dan and caring work environment for all members of the
saling peduli bagi seluruh insan perusahaan. Company.
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Keberagaman dan Inklusi dalam Ketenagakerjaan [GRI 405-1]
Diversity and Inclusion in Employment [GRI 405-1]
ABM menjunjung tinggi keberagaman dan inklusi ABM upholds diversity and inclusion as part of its
sebagai bagian dari komitmen tata kelola perusahaan commitment to good corporate governance, by
yang baik, dengan memastikan setiap karyawan ensuring that every employee—from entry level to
dari tingkat pemula hingga manajemen memiliki management—has equal opportunities to grow. This is
kesempatan yang setara untuk berkembang. Hal ini demonstrated through the Company’s ongoing efforts
dibuktikan melalui kinerja yang terus diupayakan to increase women’s representation across various
oleh Perusahaan untuk meningkatkan representasi levels of management, accompanied by the provision
perempuan di berbagai tingkatan manajemen, diiringi of equal rights related to remuneration.
dengan pemberian hak yang setara terkait remunerasi.
ABM memastikan bahwa seluruh kebijakan ABM ensures that all employment policies are
ketenagakerjaan diterapkan secara konsisten kepada implemented consistently across all worker
seluruh kategori pekerja, termasuk karyawan tetap, categories, including permanent employees, contract
karyawan kontrak, tenaga magang, serta pekerja employees, interns, as well as non-employee
nonkaryawan yang berada di bawah pengawasan workers under the Company’s direct supervision.
langsung Perusahaan.
Keberagaman Dewan [GRI 405-1] [NDAQ G1] Board Diversity [GRI 405-1] [NDAQ G1]
Pemilihan dewan didasarkan pada kompetensi dan The selection of board members is based on
pengalaman diikuti dengan proses seleksi secara competency and experience, followed by a transparent
transparan dan adil tanpa diskriminasi terhadap and fair selection process without discrimination based
identitas atau latar belakang. Pada tahun 2025, upaya on identity or background. In 2025, efforts to enhance
peningkatan keberagaman dan inklusi di tingkat dewan diversity and inclusion at the board level were reflected
terwujud dalam kinerja berikut. in the following performance.
Jumlah dan Persentase Dewan Komisaris dan Direksi Berdasarkan Gender dan Usia
Number and Percentage of the Board of Commissioners and Directors by Gender and Age
Top 2023 2024 2025
Manajemen Kelompok Usia
Top Age Group Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
Management Male Female Total Male Female Total Male Female Total
>50 tahun | years old 4 1 5 4 1 5 3 1 4
Dewan
Komisaris
30 – 50 tahun | years old 0 0 0 0 0 0 0 0 0
Board of
Commissioners
<30 tahun | years old 0 0 0 0 0 0 0 0 0
>50 tahun | years old 12 1 13 11 0 11 12 0 12
Dewan Direksi
Board of 30 – 50 tahun | years old 1 1 2 1 1 2 2 1 3
Directors
<30 tahun | years old 0 0 0 0 0 0 0 0 0
Catatan: Dalam pengumpulan data, kami tidak menghitung jumlah indikator keberagaman lainnya, seperti kelompok minoritas atau kelompok rentan.
Note: In data collection we did not count the number of other diversity indicators such as minority groups or vulnerable groups.
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Persentase Jumlah Wanita dalam Susunan Direksi dan Komisaris [NDAQG1.1] [NDAQG1.2]
Percentage of Total Women in the Composition of Directors and Commissioners
2023 2024 2025
Dewan Pria Wanita Pria Wanita Pria Wanita
Board Male Female Male Female Male Female
(%) (%) (%) (%) (%) (%)
Dewan Komisaris
80% 20% 80% 20% 75% 25%
Board of Commissioners
Dewan Direksi
87% 13% 93% 7% 93% 7%
Board of Directors
Jumlah dan Persentase Karyawan Sesuai Kategori Berdasarkan Gender dan Usia
Total and Percentage of Employees by Gender and Age Categories.
Kategori 2023 2024 2025
Karyawan Kelompok Usia
Employee Age Group Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
Category Male Female Total Male Female Total Male Female Total
>50 tahun | years old 455 14 469 305 9 314 428 12 440
Karyawan Tetap
Permanent 30 – 50 tahun | years old 5.376 271 5.647 2.326 231 2.557 5.771 279 6.050
Employees
<30 tahun | years old 1.438 129 1.773 6.040 260 6.300 2.104 204 2.308
Karyawan Tidak >50 tahun | years old 69 3 72 56 2 58 53 2 55
Tetap (Temporer/
Kontrak) 30 – 50 tahun | years old 1.746 22 1.768 998 117 1.115 832 25 857
Temporary
Employee <30 tahun | years old 1.453 129 1.582 1.215 24 1.239 682 71 753
(Contract)
Tenaga Ahli >50 tahun | years old 0 0 0 0 0 0 0 0 0
(Kontraktor/
Konsultan) 30 – 50 tahun | years old 0 0 0 0 0 0 0 0 0
Experts
(Contractor/ <30 tahun | years old 1 0 1 0 0 0 0 0 0
Consultant)
>50 tahun | years old 45 0 45 25 0 25 27 0 27
Ahli Daya
30 – 50 tahun | years old 437 30 467 457 12 469 634 5 639
Outsource
<30 tahun | years old 137 75 212 226 38 264 455 31 486
Catatan: Dalam pengumpulan data, kami tidak menghitung jumlah indikator keberagaman lainnya, seperti kelompok minoritas atau kelompok
rentan.
Note: In data collection we did not count the number of other diversity indicators such as minority groups or vulnerable groups.
Jumlah dan Persentase Total Karyawan Berdasarkan Gender [NDAQ S4]
Total and Percentage of Total Employees by Gender
2023 2024 2025
Pria | Male Wanita | Female Pria | Male Wanita | Female Pria | Male Wanita | Female
Jumlah Jumlah Jumlah Jumlah Jumlah Jumlah
Total Total Total Total Total Total
% % % % % %
Head Head Head Head Head Head
Count Count Count Count Count Count
10.567 94% 628 6% 10.940 94,35% 643 5,65% 9.870 94% 593 6%
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Jumlah dan Persentase Karyawan Berdasarkan Jenjang Manajemen & Gender [NDAQ S4]
Total and Percentage of Employees by Management Level & Gender
Jenjang 2023 2024 2025
Level Manajemen
Level Management Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
Level Male Female Total Male Female Total Male Female Total
Level Direktur
11 1 12 9 1 10 11 1 12
Eksekutif Director
Executive
Level Chief 3 0 3 3 0 3 3 0 3
Level Senior
Group Head 47 4 51 44 4 48 40 5 45
Senior Level
Tingkat Awal Staf
2.390 424 2.814 2625 440 3.065 2.390 417 2.807
& Menengah Staff
Entry & Mid Non Staf
Level 8.116 199 8.315 8259 198 8.457 7.426 170 7.596
Non Staff
Jumlah | Total 10.567 628 11.195 10.940 643 11.583 9.870 593 10.463
Keberagaman dan Perputaran Employee Diversity and
Karyawan Turnover
[GRI 2-7][GRI 2-8] [GRI 401-1] [NDAQ S3] [NDAQ S4] [GRI 2-7][GRI 2-8] ]GRI 401-1] [NDAQ S3] [NDAQ S4]
Untuk memastikan Perusahaan tetap unggul dan To ensure the Company remains superior and
kompetitif, ABM senantiasa memantau tingkat competitive, ABM continuously monitors employee
perputaran karyawan dan memastikan tingkat retensi turnover and ensures a good retention rate. Turnover
yang baik. Pengelolaan turnover dilakukan oleh unit management is carried out by the Human Resource unit
Human Resource di kantor pusat dan anak perusahaan. at the head office and subsidiaries. The turnover target
Target turnover ditetapkan di bawah 5% untuk setiap is set at below 5 percent each year.
tahunnya.
Berbagai kebijakan diterapkan untuk mencapai target Various policies are implemented to achieve this target,
tersebut, antara lain: including:
• Strategic Manpower Planning yang diselaraskan • Strategic Manpower Planning aligned with the
dengan arah strategis Perusahaan jangka pendek, Company’s short-, medium-, and long-term strategic
menengah, dan panjang. direction.
• Benchmarking dengan merujuk pada best practice • Benchmarking by referring to turnover best practices
of turnover yang diterapkan di perusahaan sejenis implemented in comparable companies and related
dan sektor industri terkait. industry sectors.
• Program retensi karyawan dan pelaksanaan Employee • Employee retention programs and the implementation
Engagement Survey (EES) untuk mempertahankan of an Employee Engagement Survey (EES) to retain
talenta terbaik. top talent.
• Program pengembangan karyawan melalui • Employee development programs through integrated
pembelajaran dan pengembangan karier yang learning and career development.
terintegrasi.
Pada 2025, Grup ABM melaksanakan EES dan In 2025, the ABM Group conducted an EES and obtained
memperoleh skor 85% yang menunjukkan tingkat a score of 85% which indicates a positive employee
retensi karyawan yang positif. retention rate.
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Sebagai bagian dari pendekatan pengelolaan sumber As part of a sustainable human resource management
daya manusia yang berkelanjutan, ABM mengelola approach, ABM manages employee turnover in a
perputaran karyawan secara terstruktur melalui structured manner through the Human Capital unit at
unit Human Capital di tingkat kantor pusat dan anak the head office and subsidiary levels. The Company
perusahaan. Perusahaan secara berkala mengevaluasi periodically evaluates the effectiveness of employee
efektivitas kebijakan pengelolaan perputaran karyawan turnover management policies by referring to Employee
dengan mengacu pada hasil Employee Engagement Engagement Survey (EES) results and industry best
Survey (EES) serta praktik terbaik industri sebagai practices as a basis for continuous improvement in
dasar perbaikan berkelanjutan dalam strategi retensi retention strategies and talent development
dan pengembangan talenta.
Sejalan dengan upaya penguatan retensi dan In line with efforts to strengthen retention and talent
pengembangan talenta, ABM juga berkomitmen development, ABM is also committed to supporting
mendukung pengembangan masyarakat lokal melalui local community development through inclusive
kebijakan rekrutmen yang inklusif. Perusahaan recruitment policies. The Company prioritizes the
memprioritaskan perekrutan tenaga kerja manajemen recruitment of management workforce from local
dari masyarakat lokal di kabupaten wilayah operasional, communities in the regency of operational areas, while
dengan tetap mengedepankan kompetensi dan continuing to emphasize the established competencies
kualifikasi yang ditetapkan. Pada tahun 2025, sebesar and qualifications. In 2025, 88% of senior management
88% manajemen senior di tingkat Group Head dan at the Group Head and Executive levels (L1 & L2) came
Executive (L1 & L2) berasal dari masyarakat lokal. Untuk from local communities. To support the sustainability
mendukung keberlanjutan kontribusi tersebut, ABM of this contribution, ABM provides training and
menyediakan program pelatihan dan pengembangan development programs to enhance local management
guna meningkatkan kapabilitas manajemen lokal. capabilities. “Local” is defined as the regency where
Wilayah “Lokal” didefinisikan sebagai kabupaten tempat the company operates, while significant operating
perusahaan beroperasi, sementara lokasi operasi locations include business domiciles in the region or
signifikan mencakup domisili usaha di daerah atau site, site, as further presented in Table GRI 202-2.
sebagaimana disajikan lebih lanjut pada Tabel GRI 202-2.
Data ketenagakerjaan ABM untuk tahun 2025 ABM employment data for 2025 was collected through
dikumpulkan hingga akhir Desember oleh Departemen the end of December by the Corporate Human Capital
Corporate Human Capital melalui koordinasi dengan Department in coordination with the Human Capital
fungsi Human Capital di masing-masing anak function in each subsidiary. The data collection
perusahaan. Proses pengumpulan data mencakup process covered all main entities in the mining value
seluruh entitas utama dalam rantai nilai pertambangan chain (Mining Value Chain/MVC), supporting services,
Mining Value Chain (MVC), layanan pendukung, serta and logistics units, to ensure data completeness and
unit logistik, guna memastikan kelengkapan dan consistency at the Group level.
konsistensi data di tingkat Grup.
Sebagai bagian dari pendekatan manajemen tenaga As part of its workforce management approach, ABM
kerja, ABM mendefinisikan pekerja temporer sebagai defines temporary workers as a workforce consisting
tenaga kerja yang terdiri dari karyawan kontrak, of contract employees, contractors, and/or consultants.
kontraktor, dan/atau konsultan. Penggunaan tenaga The use of this workforce is intended to meet specific
kerja ini ditujukan untuk memenuhi kebutuhan keahlian expertise requirements and support operational
yang bersifat spesifik dan mendukung fleksibilitas flexibility amid the dynamics of the mining industry.
operasional di tengah dinamika industri pertambangan.
Berdasarkan status hubungan kerja, Perusahaan Based on employment relationship status, the Company
mengelompokkan tenaga kerja ke dalam karyawan classifies its workforce into permanent employees
tetap (PKWTT) dan karyawan tidak tetap (PKWT) (PKWTT) and non-permanent employees (PKWT)
sesuai ketentuan peraturan perundang-undangan. in accordance with prevailing laws and regulations.
ABM memastikan bahwa setiap aktivitas inti yang ABM ensures that any core activities carried out by
dilakukan oleh personil nonkaryawan tetap berada di non-employee personnel remain under the direct
bawah supervisi langsung karyawan ABM, dengan supervision of ABM employees, with work arrangements
pengaturan kerja yang dituangkan dalam kontrak, set out in contracts, Service Level Agreements (SLAs),
Service Level Agreement (SLA), target kinerja, dan performance targets, and agreed work periods.
jangka waktu pekerjaan yang disepakati.
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ABM juga menetapkan jenis pekerjaan tertentu yang ABM also determines certain types of work that may
dapat dilakukan oleh tenaga nonkaryawan, yaitu be performed by non-employee workers, namely work
pekerjaan yang tidak berhubungan langsung dengan that is not directly related to the production process
proses produksi maupun proses bisnis inti perusahaan, or the company’s core business processes, such as
seperti layanan kebersihan dan administrasi cleaning services and supporting administration. The
pendukung. Perusahaan tidak menerapkan skema Company does not implement a part-time worker
pekerja paruh waktu, namun menyediakan program scheme, but provides an internship program as a means
magang sebagai sarana pengembangan talenta of developing young talent and meeting medium-term
muda dan pemenuhan kebutuhan operasional jangka operational needs.
menengah.
Dalam pengelolaan karyawan kontrak (PKWT), ABM In managing contract employees (PKWT), ABM
mematuhi seluruh ketentuan ketenagakerjaan yang complies with all applicable labor provisions, with a
berlaku, dengan masa kerja maksimal hingga lima maximum employment period of up to five years, which
tahun yang dapat terdiri dari beberapa periode kontrak. may consist of several contract periods. Each contract
Setiap perpanjangan kontrak dilakukan secara adil extension is carried out fairly and transparently based
dan transparan berdasarkan evaluasi kinerja serta on performance evaluations and operational needs, to
kebutuhan operasional, guna memastikan kepatuhan ensure legal compliance as well as the protection of
hukum sekaligus perlindungan hak-hak karyawan. employees’ rights.
Selama tahun pelaporan, Perusahaan melakukan During the reporting year, the Company made
penyesuaian terhadap jumlah dan komposisi karyawan adjustments to the number and composition of
sejalan dengan dinamika operasional. Di situs CK, employees in line with operational dynamics. At CK
terjadi perubahan pada kelompok usia produktif yang sites, changes occurred in the younger productive
lebih muda, terutama sebagai dampak penghentian age group, primarily as an impact of the termination
pekerjaan kontrak di Provinsi Kalimantan Selatan of contract work in the Provinces of South Kalimantan
dan Kalimantan Timur, serta pelaksanaan Pemutusan and East Kalimantan, as well as the implementation of
Hubungan Kerja (PHK) terhadap karyawan PKWTT termination of employment (PHK) for PKWTT employees
di Provinsi Kalimantan Selatan dan Jambi. Kondisi in the Provinces of South Kalimantan and Jambi. These
tersebut turut memengaruhi tingkat turnover karyawan conditions also affected the employee turnover rate as
serta penurunan jumlah karyawan pada tahun 2025. well as a decrease in the number of employees in 2025.
Selain itu, peningkatan proporsi karyawan PKWT In addition, the increase in the proportion of PKWT
dipengaruhi oleh penutupan salah satu area employees was influenced by the closure of one
pertambangan dan berakhirnya kegiatan operasional mining area and the end of operational activities at that
di lokasi tersebut. Penyesuaian struktur tenaga kerja location. Adjustments to the workforce structure were
dilakukan secara bertahap melalui skema kontrak carried out gradually through contract schemes aligned
yang diselaraskan dengan kebutuhan transisi with the needs of the operational transition, while
operasional, dengan tetap menjunjung tinggi prinsip continuing to uphold the principles of compliance with
kepatuhan terhadap peraturan ketenagakerjaan serta labor regulations and protection of employees’ rights.
perlindungan hak-hak karyawan.
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Di bawah ini adalah komposisi dan turn over karyawan Below is the composition and employee turnover of
ABM pada tahun 2025. ABM in 2025.
Distribusi Karyawan Tetap, Temporer, dan Kontraktor di ABM [GRI 2-7][GRI 2-8]
Distribution of Permanent, Temporary and Contractor Employees at ABM
Area 2023 2024 2025
Kategori Karyawan Operasional
Employee Category Operational Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
Area Male Female Total Male Female Total Male Female Total
ABM – Kantor
Pusat 67 61 128 34 11 45 37 13 50
Head Office
Mining Value
Tetap (PKWTT) 5.735 169 5.904 7.121 222 7.343 6.775 209 6.984
Chain (MVC)
Permanent
Logistics,
Engineering,
1.497 244 1.741 1.516 267 1.783 1.491 273 1.764
New Business
(LENB)
Total Karyawan Tetap (PKWTT) (a)
7.299 474 7.773 8.671 500 9.171 8.303 495 8.798
Total Permanent Employees
ABM – Kantor
Pusat 2 3 5 3 - 3 3 - 3
Head Office
Mining Value
Kontrak (PKWT) 2.160 28 2.188 1.196 37 1.233 577 14 591
Chain (MVC)
Contract
Logistics,
Engineering,
1.106 123 1.229 1.070 106 1.176 987 84 1.071
New Business
(LENB)
Total Karyawan Kontrak (PKWT) (b)
3.268 154 3.422 2.269 143 2.412 1.567 98 1.665
Total Contract Employees
ABM – Kantor
Pusat 2 1 3 - 1 1 3 1 4
Head Office
Kontraktor, Konsultan,
Mining Value
dan Outsource 99 17 116 35 2 37 149 2 151
Chain (MVC)
Contractor,Consultant,
and Outsource Logistics,
Engineering,
1.152 74 1.226 673 47 720 964 33 997
New Business
(LENB)
Total Kontraktor / Konsultan (c)
1.253 92 1.345 708 50 758 1.116 36 1.152
Total Contractor /Consutant
Total Karyawan (d)
10.567 628 11.195 10.940 643 11.583 9.870 593 10.463
Total Employee
Total Karyawan + Kontraktor (e)
11.820 720 12.540 11.648 693 12.341 10.986 629 11.615
Total Employees + Contractor
% Karyawan Kontrak (PKWT)
((b/e)*100%) 28% 21% 27% 19% 21% 20% 14% 16% 14%
% Contract Employees
% Kontraktor/Konsultan ((c/e)*100%)
11% 13% 11% 6% 7% 6% 10% 6% 10%
Contractor/Consultant
Catatan:
*) Data Mining Value Chain meliputi PT Tunas Inti Abadi, PT Cipta Kridatama, PT Prima Wiguna Parama, dan PT Reswara Minergi Hartama.
**) Data Logistics, Engineering, New Business (LENB) meliputi PT Sanggar Sarana Baja, PT Cipta Krida Bahari dan PT Anzara Janitra Nusantara.
***) Jumlah karyawan di Kantor Pusat terjadi penurunan karena adanya reorganisasi dan employee mobility ke anak usaha.
Note:
*) Mining Value Chaindata includes PT Tunas Inti Abadi, PT Cipta Kridatama, PT Prima Wiguna Parama, dan PT Reswara Minergi Hartama.
**) Logistics, Engineering, New Business (LENB) data includes PT Sanggar Sarana Baja, PT Cipta Krida Bahari and PT Anzara Janitra Nusantara
***) The number of employees at Head Office decreased due to reorganization of functions and transfer to ABM Group subsidiaries.
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Komposisi Karyawan Berdasarkan Tingkat Pendidikan
Employee Composition by Education Level
2023 2024 2025
Keterangan
Description Pria Wanita Jumlah Pria Wanita Jumlah Pria Wanita Jumlah
% % %
Male Female Total Male Female Total Male Female Total
Perusahaan
The Company
Pasca Sarjana
(S2)
27 12 39 0,4% 6 0 6 0,05% 14 4 18 0,2%
Post-graduate
(S2)
Sarjana (S1)
38 46 84 0,8% 10 1 11 0,09% 26 8 34 0,3%
Bachelor (S1)
Diploma (D1,
D2, D3)
2 5 7 0,1% 12 7 19 0,16% 0 1 1 0,0%
Diploma (D1,
D2, D3)
Sekolah
Menengah
Atas dan
2 1 3 0,0% 9 3 12 0,10% 0 0 0 0,0%
Sederajat
High School
and Equivalent
Sub Total 69 64 133 1,3% 37 11 48 0,41% 40 13 53 0,5%
Entitas Anak
Subsidiaries
Pasca Sarjana
(S2)
51 10 61 0,6% 65 16 81 0,70% 64 14 78 0,7%
Post-graduate
(S2)
Sarjana (S1)
1.636 415 2.051 19,4% 2.159 519 2.678 23,12% 2.013 484 2.497 23,9%
Bachelor (S1)
Diploma (D1,
D2, D3)
583 62 645 6,1% 151 40 191 1,65% 127 38 165 1,6%
Diploma (D1,
D2, D3)
Sekolah
Menengah
Atas dan
7.628 43 7.671 72,6% 8.528 57 8.585 74,12% 7.626 44 7.670 73,3%
Sederajat
High School
and Equivalent
Sub Total 9.898 530 10.428 98,7% 10.903 632 11.535 99,59% 9.830 580 10.410 99,5%
Jumlah | Total 9.967 594 10.561 100% 10.940 643 11.583 100% 9.870 593 10.463 100%
Rasio Perputaran Karyawan Tetap dan Karyawan Kontrak [NDAQS3.1][S3.2][S3-3]
Turnover Rate of Permanent Employees and Contract Employees
NDAQ Karyawan Tetap (PKWTT) Karyawan Kontrak (PKWT) Alih Daya
S3.1 Permanent Employees Contract employees Outsourcing
S3.2
S3-3 2023 2024 2025 2023 2024 2025 2023 2024 2025
Turnover Rate (%) 6% 7% 14% 7% 6% 7% 1% 1% 2%
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Turnover Berdasarkan Kelompok Usia Tahun 2025 [GRI 401-1B]
Turnover by Age Group in 2025
Turnover
Kelompok Usia
Age Group Jumlah Proporsi
Total Proportion
18-30 Tahun | Years old 942 41,4%
31-45 Tahun | Years old 1.086 47,7%
46-55 Tahun | Years old 238 10,5%
>55 Tahun | Years old 9 0,4%
Jumlah | Total 2.275 100%
Catatan: Karyawan yang meninggalkan/keluar perusahaan baik secara voluntary atau involuntary, di mana voluntary berdefinisi mengundurkan
diri secara sukarela dan untuk Involuntary berdefinisi karyawan yang telah selesai kontrak (PKWT) dan PHK (proyek selesai, performansi kurang,
kejahatan yang serius dan perubahan organisasi). Data turnover merupakan karyawan semua level.
Note: Employees who leave the company either voluntarily or involuntarily, where voluntary is defined as resigning voluntarily and involuntary
is defined as employees who have completed contracts (PKWT) and layoffs (finished projects, underperformance, committed crimes, and
organizational changes). The turnover data are all Band employees.
Karyawan Baru Berdasarkan Gender dan Lokasi Operasional Tahun 2025 [GRI 401-1A]
New Hires by Gender and Location of Operations in 2025
Lokasi Jumlah Proporsi
Location Total Proportion
ABM - Kantor Pusat | Head Office 6 0,3%
Mining Value Chain 1.006 56,8%
Logistics, Engineering, New Business (LENB) 759 42,9%
Jumlah | Total 1.771 100%
Pria | Male 1.682 95,1%
Wanita | Female 89 4,9%
Jumlah | Total 1.771 100%
> 55 tahun | years old 6 0,3%
46 - 55 tahun | years old 67 3,8%
36 - 45 tahun | years old 319 18,0%
25 - 35 tahun | years old 1.029 58,1%
<25 tahun | years old 350 19,8%
Jumlah | Total 1.771 100%
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Turnover Berdasarkan Gender dan Lokasi Operasional Tahun 2025 [GRI 401-1B]
Turnover by Gender and Location of Operations in 2025
Turnover Karyawan
Employee Turnover
Lokasi
Pria | Male Wanita | Female
Location
Jumlah Proporsi Jumlah Proporsi
Total Proportion Total Proportion
ABM – Kantor Pusat | Head Office
Jakarta 2 0,09% 0 0,00%
Mining Value Chain (MVC)*
Jakarta 12 0,53% 9 0,40%
Seluruh Wilayah Operasional
1564 68,75% 33 1,45%
All Site
Logistics, Engineering, New Business (LENB)**
Jakarta & Seluruh Wilayah Operasional
607 26,68% 48 2,11%
Jakarta & All Site
Jumlah | Total 2185 96% 90 3,96%
Catatan: | Note:
Data Mining Value Chain (MVC)meliputi PT Tunas Inti Abadi, PT Cipta Kridatama, PT Prima Wiguna Parama, dan PT Reswara Minergi Hartama.
**) Data Logistics, Engineering, New Business (LENB) meliputi PT Sanggar Sarana Baja, PT Cipta Krida Bahari dan PT Anzara Janitra Nusantara.
*) Mining Value Chaindata includes PT Tunas Inti Abadi, PT Cipta Kridatama, PT Prima Wiguna Parama, dan PT Reswara Minergi Hartama.
**) Logistics, Engineering, New Business (LENB) data includes PT Sanggar Sarana Baja, PT Cipta Krida Bahari and PT Anzara Janitra Nusantara
Proporsi Manajemen Senior yang Direkrut dari Masyarakat Sekitar [GRI 202-2]
Proportion of Senior Management Hired from the Local Community
Kategori Jumlah karyawan Masyarakat Lokal Proporsi
Category Total employee Local Community Proportion
Senior Management
214 172 80,4%
(Executive Level dan Manager Level)
Supervisor/Analyst Level 926 474 51,2%
Staff/Officer Level 1.749 761 43,5%
Pengembangan Kompetensi dan Competency Development and
Evaluasi Kinerja [GRI 404-1][GRI 404-3] Performance Evaluation [GRI 404-1][GRI 404-3]
ABM menyelenggarakan berbagai program pelatihan ABM organizes various training programs and
dan pengembangan kompetensi untuk mendukung competency development initiatives to support the
peningkatan kapabilitas karyawan di seluruh jenjang enhancement of employee capabilities across all job
jabatan dan fungsi kerja. levels and work functions.
Pelatihan dan pengembangan karyawan dilaksanakan Employee training and development are carried
secara berkelanjutan sepanjang tahun, disesuaikan out continuously throughout the year, tailored to
dengan kebutuhan kompetensi, tuntutan operasional, competency needs, operational demands, and long-
serta pengembangan karier jangka panjang. term career development.
ABM juga secara berkala melakukan evaluasi kinerja ABM also periodically conducts performance evaluation
dan pengembangan karier melalui sistem penilaian and career development through a structured
kinerja yang terstruktur, yang menjadi dasar dalam performance appraisal system, which serves as the
penetapan program pengembangan kompetensi, basis for determining competency development
promosi, maupun perencanaan suksesi. programs, promotions, and succession planning.
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Dalam mendukung efektivitas pelatihan dan To support the effectiveness of such training and
pengembangan tersebut, ABM menerapkan development, ABM implements a human resource
pendekatan manajemen pengembangan sumber daya development management approach oriented
manusia yang berorientasi pada kesiapan karyawan toward employee readiness in facing challenges and
dalam menghadapi tantangan dan peluang di industri opportunities in the mining industry. Competency
pertambangan. Program pengembangan kompetensi development programs are designed to ensure
dirancang untuk memastikan peningkatan kualitas improvements in employee performance quality in
kinerja karyawan sejalan dengan kebutuhan bisnis line with future business needs and the Company’s
masa depan dan keberlanjutan Perusahaan. sustainability.
Sebagai kerangka pengembangan SDM, ABM telah As a human resource development framework, ABM
menetapkan Strategi People Development yang has established a People Development Strategy
menitikberatkan pada penguatan empat aspek utama that emphasizes strengthening four main aspects
(4C), yaitu Capability, Competence, Character, dan (4C), namely Capability, Competence, Character,
Contribution. Strategi ini dilandasi filosofi bahwa and Contribution. This strategy is grounded in the
seluruh karyawan memiliki kesempatan yang setara philosophy that all employees have equal opportunities
untuk dikembangkan sesuai potensi dan kebutuhannya, to be developed according to their potential and needs,
membangun kompetensi saat ini dan masa depan, to build current and future competencies, and to foster
serta menumbuhkan karakter kepemimpinan yang leadership character aligned with the Company’s
selaras dengan nilai Perusahaan. [SEOJK F.22][GRI 404-2] values. [SEOJK F.22][GRI 404-2]
Rata-Rata Jam Pelatihan per Tahun Average Training Hours per Employee
per Karyawan [GRI 404-1][OJK F.22] per Year [GRI 404-1][OJK F.22]
ABM secara rutin melaksanakan pelatihan dan ABM regularly conducts training and development
pengembangan kepada karyawan guna meningkatkan for employees to improve competencies. Throughout
kompetensi. Sepanjang tahun 2025, ABM telah 2025, ABM organized 110,118 training hours, with an
menyelenggarakan 110.118 jam pelatihan dengan average of 6.18 training hours per employee per year,
rata-rata jam pelatihan 6,18 per karyawan per tahun and a total number of participants reaching 26,832
dan total jumlah peserta mencapai 26.832 karyawan. employees. The realization of training costs in 2025
Realisasi biaya pelatihan tahun 2025 mencapai Rp 9,51 amounted to Rp9.51 billion.
Miliar.
Pelaksanaan pelatihan tersebut difasilitasi The implementation of such training was facilitated
melalui ABM Academy yang berfungsi sebagai through ABM Academy, which functions as an
pusat pengembangan karyawan. ABM Academy employee development center. ABM Academy provides
menyediakan berbagai program pembelajaran untuk various learning programs to strengthen technical
memperkuat keterampilan teknis, kepemimpinan, dan skills, leadership, and other supporting competencies
kompetensi pendukung lainnya yang relevan dengan relevant to the Company’s business and operational
kebutuhan bisnis dan operasional Perusahaan. needs.
Pada tahun 2025, jumlah partisipan pelatihan In 2025, the number of training participants increased
meningkat dibandingkan tahun sebelumnya, meskipun compared to the previous year, although the total
total durasi pelatihan menurun. Perubahan ini sejalan training duration declined. This change aligns with
dengan optimalisasi metode pembelajaran melalui the optimization of learning methods through digital
pendekatan digital dan blended learning, yang and blended learning approaches, which enable
memungkinkan penyampaian materi secara lebih the delivery of materials in a more concise, modular,
ringkas, modular, dan berbasis kebutuhan spesifik and specific unit-based manner. Whereas previously
unit kerja. Jika sebelumnya pelatihan didominasi training was dominated by long-duration face-to-
format tatap muka berdurasi panjang, pada tahun face formats, in 2025 implementation was focused on
2025 pelaksanaan difokuskan pada sesi tematik yang more targeted and efficient thematic sessions without
lebih terarah dan efisien tanpa mengurangi kualitas reducing learning quality.
pembelajaran.
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Sebagai bagian dari transformasi digital pengembangan As part of the digital transformation of competency
kompetensi, ABM memulai transisi ke sistem development, ABM began transitioning to an e-learning
e-learning pada Juni 2025 melalui tahap pengenalan system in June 2025 through an awareness stage
dan implementasi awal di Section A, sementara level and initial implementation in Section A, while other
lainnya masih menggunakan pendekatan blended levels still used a blended learning approach. The
learning. Tahap lanjutan direncanakan pada November next stage was planned for November 2025 as part
2025 sebagai bagian dari roadmap bertahap. of a phased roadmap. This transformation supports
Transformasi ini mendukung efektivitas anggaran budget effectiveness while encouraging employee
sekaligus mendorong kemandirian pembelajaran learning independence, with the adaptation process
karyawan, dengan proses adaptasi yang masih still ongoing to ensure implementation runs optimally
berlangsung untuk memastikan implementasi berjalan across all entities.
optimal di seluruh entitas.
Sebagai bagian dari transformasi digital pengelolaan As part of the digital transformation of human resource
SDM, ABM juga mengimplementasikan sistem management, ABM also implemented the SAP
SAP Success Factors yang dikenal dengan nama SuccessFactors system known as FALCON. This system
FALCON. Sistem ini mendukung proses rekrutmen supports recruitment and onboarding processes,
dan onboarding, manajemen kinerja dan kompensasi, performance and compensation management,
pengembangan talenta, serta perencanaan suksesi talent development, and succession planning in an
secara terintegrasi dan transparan, sehingga menjadi integrated and transparent manner, thereby serving
investasi berkelanjutan dalam pengembangan sumber as a sustainable investment in ABM’s human resource
daya manusia ABM. development.
Rata-Rata Jam Pelatihan per Karyawan, Jumlah Peserta, dan Biaya Pelatihan per Tahun
Average Training Hours Per Employee, Number of Participants, and Annual Training Costs
Deskripsi Satuan
2023 2024 2025
Descriptions Unit
Total Durasi Pelatihan Terakumulasi
140.935 170.392 110.188
Total Accumulated Training Duration
Durasi Pelatihan Terakumulasi – Eksekutif Jam
109 430 129
Accumulated Training Duration – Executive Hour
Durasi Pelatihan Terakumulasi – Non Eksekutif
140.826 169.962 110.059
Accumulated Training Duration – Non Executive
Jumlah Peserta Orang
14.620 23.399 26.832
Number of Participants Person
Total Biaya Pelatihan Karyawan Miliar
18,20 15,05 9,51
Total Employee Training Expense Billion
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Pendidikan dan Pelatihan Berdasarkan Kategori Jabatan [GRI 404-1]
Education and Training by Job Category
Jenis Pendidikan dan Pelatihan
Type of Education and Training
Tahun Keterampilan
Tingkat Jabatan Soft Skill Sertifikasi Jumlah
Year Fungsional
Position Level Soft Skill Certification Total
Functional Skill
Direktur | Director 2 1 - 3
General Manager 33 21 1 66
Senior Manager 125 82 29 236
2023 Supervisory 493 236 638 1.367
Staff & Non Staff 915 471 1.910 3.296
Total 1.568 811 2.578 4.957
% 32% 16% 52% 100%
Direktur | Director 11 20 1 32
General Manager 162 122 6 290
Senior Manager 808 318 17 1.143
2024 Supervisory 3.815 1.154 328 5.297
Staff & Non Staff 12.564 3.182 890 16.636
Total 17.360 4.796 1.242 23.398
% 74% 20% 5% 100%
Direktur | Director 1 1 - 2
General Manager - - - -
Group Manager 77 129 2 208
Manager 357 172 15 544
2025
Supervisory 2.111 779 132 3.022
Staff & Non Staff 20.812 1.867 377 23.056
Total 23.358 2.948 526 26.832
% 87% 11% 2% 100%
Pendidikan dan Pelatihan Berdasarkan Gender [GRI 404-1]
Education and Training by Gender
2023 2024 2025
Rata-rata Jam Rata-rata Jam Rata-rata Jam
Jumlah Jumlah Jumlah
Pelatihan per- Jumlah Jam Pelatihan per- Jumlah Pelatihan per-
Pekerja Jumlah Jam Pekerja Jam
Jenis Karyawan (%) Pelatihan Karyawan (%) Pekerja Karyawan (%)
Total Pelatihan Total Pelatihan
Kelamin Average Total of Average Total Average
Number Total of Number Total of
Gender Hours of Training Hours of Number of Hours of
of Training Hours of Training
Training per- Hours Training per- Workers Training per-
Workers Workers Hours
Employee (%) Employee (%) Employee (%)
Pria
10.567 118.475 11,21 10.913 152.568 13,98 16.488 100.805 6,11
Male
Wanita
628 22.460 35,76 653 17.824 27,30 1.343 9.383 6,99
Female
Jumlah
11.195 140.935 12,59 11.566 170.392 14,73 17.831 110.188 6,18
Total
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Kinerja Sosial
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Penguatan Kapasitas Karyawan [GRI 404] Strengthening Employee Capacity [GRI 404]
Sebagai bagian dari strategi pengembangan As part of its sustainable human resource development
sumber daya manusia berkelanjutan, Perusahaan strategy, the Company implements a number of training
mengimplementasikan sejumlah program pelatihan programs designed to strengthen technical capabilities,
yang dirancang untuk memperkuat kapabilitas teknis, leadership, and occupational safety culture. Several
kepemimpinan, dan budaya keselamatan kerja. flagship employee capacity-building programs
Beberapa program penguatan kapasitas karyawan implemented by ABM this year include:
andalan yang dilaksanakan oleh ABM pada tahun ini,
antara lain:
Advance Development Operator Program (ADOP): Advance Development Operator Program (ADOP):
Membangun Operator Andal untuk Operasional Building Reliable Operators for Sustainable
Berkelanjutan Operations
Untuk memastikan keberlanjutan sumber daya To ensure the sustainability of operational human
manusia operasional, CK mengembangkan Advance resources, CK developed the Advance Development
Development Operator Program (ADOP) sebagai Operator Program (ADOP) as a strategic approach to
pendekatan strategis pengembangan operator operator development based on structured learning
berbasis pembelajaran terstruktur dan pendampingan and intensive mentoring.
intensif.
ADOP dirancang sebagai program pengembangan ADOP is designed as a 60–90-day operator development
operator berdurasi 60–90 hari yang dilaksanakan program implemented through the Mining Academy,
melalui Mining Academy, dengan skema onboarding with a centralized onboarding scheme at the training
terpusat di asrama pelatihan dan pendampingan dormitory and direct mentoring by the instructor team.
langsung oleh tim instruktur. Program ini menekankan This program emphasizes strengthening technical
penguatan kompetensi teknis, disiplin kerja, budaya competencies, work discipline, safety culture, as well
keselamatan, serta internalisasi nilai dan budaya as internalizing the Company’s values and culture from
perusahaan sejak tahap awal penugasan. the early stage of assignment.
ADOP didesain dengan menawarkan keunggulan ADOP is designed to offer advantages in building more
dalam membangun kesiapan kerja yang lebih stabil, stable work readiness, stronger cultural adaptation,
adaptasi budaya yang lebih kuat, serta kontribusi and more effective productivity contribution. In
produktivitas yang lebih efektif. Selain itu, program addition, this program is designed to manage
ini dirancang untuk mengelola risiko keselamatan safety risks in a more controlled manner, while also
secara lebih terkendali, sekaligus memberikan providing cost efficiency for workforce development
efisiensi biaya pengembangan tenaga kerja dalam in the medium term.
jangka menengah.
Melalui ADOP, CK tidak hanya memastikan ketersediaan Through ADOP, CK not only ensures the availability
operator yang kompeten secara teknis, tetapi juga of technically competent operators, but also prepares
menyiapkan fondasi sumber daya manusia yang a sustainable human resource foundation, namely
berkelanjutan, yakni operator yang siap berkontribusi operators who are ready to contribute optimally,
secara optimal, selaras dengan budaya keselamatan, aligned with the safety culture, and support the
dan mendukung keandalan operasional perusahaan Company’s operational reliability amid the dynamics
di tengah dinamika industri pertambangan. of the mining industry.
Best of The Best (BOTB) Program untuk Best of the Best (BOTB) Program for Employee
Kepemimpinan Karyawan Leadership
Sebagai bagian dari penguatan pengembangan As part of strengthening capacity development
kapasitas dan kesiapan kepemimpinan internal, CK and internal leadership readiness, CK organized
menyelenggarakan program Best of the Best (BOTB) the 2025 Best of the Best (BOTB) program with the
2025 dengan tema “Resilience, Vision, Efficiency theme “Resilience, Vision, Efficiency for Operational
for Operational Excellence”. Program ini dirancang Excellence”. This program is designed to prepare
untuk mempersiapkan operator, teknisi, dan pimpinan the best operators, technicians, and line leaders as
lini terbaik sebagai calon pemimpin masa depan prospective future leaders of the Company, in line
perusahaan, seiring dengan pertumbuhan operasional with sustainable operational growth.
yang berkelanjutan.
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BOTB 2025 dilaksanakan melalui proses seleksi dan BOTB 2025 was implemented through a tiered selection
pengembangan berjenjang, mulai dari penjaringan and development process, starting from screening
30 besar peserta hingga penetapan 15 besar dan the Top 30 participants up to determining the Top
pemenang utama. Peserta mengikuti rangkaian 15 and the overall winner. Participants undertook
pembinaan yang mencakup pengembangan fisik, a series of coaching activities covering physical
sikap dan perilaku, kepemimpinan, serta penguatan development, attitudes and behavior, leadership, and
kompetensi teknis sesuai dengan fungsi masing- strengthening technical competencies according
masing, termasuk operasi, pemeliharaan peralatan, to their respective functions, including operations,
OSHE, dan layanan teknis. Program ini juga equipment maintenance, OSHE, and technical services.
menekankan disiplin, tanggung jawab, daya saing, The program also emphasizes discipline, responsibility,
serta penerapan praktik pertambangan yang baik competitiveness, and the implementation of good mining
melalui kombinasi pembelajaran teori, evaluasi kinerja, practices through a combination of theoretical learning,
dan battle knowledge. performance evaluation, and battle knowledge.
Melalui BOTB 2025, PT Cipta Kridatama menunjukkan Through BOTB 2025, Cipta Kridatama demonstrates
komitmennya dalam membangun sumber daya manusia its commitment to building superior human resources
unggul, berkarakter, dan siap menghadapi tantangan with strong character and readiness to face operational
operasional, sekaligus memastikan keberlanjutan challenges, while also ensuring the Company’s long-
kinerja Perusahaan dalam jangka panjang. term performance sustainability.
Rekrutmen Lokal Panji dari BOTB untuk Knowledge Local Panji Recruitment from BOTB for Knowledge
Transfer dalam Mining Academy Transfer in the Mining Academy
Keberhasilan program BOTB tercermin dari lahirnya The success of the BOTB program is reflected in
talenta internal yang kemudian berperan sebagai the emergence of internal talents who subsequently
penggerak pembelajaran di organisasi atau yang serve as learning drivers within the organization,
disebut dengan Lokal Panji. Mereka menjadi pengajar referred to as Local Panji. They act as instructors
dan mentor bagi karyawan lain melalui Mining and mentors for other employees through the Mining
Academy. Pendekatan ini memperkuat budaya Academy. This approach strengthens a knowledge-
berbagi pengetahuan, meningkatkan produktivitas sharing culture, improves operational productivity,
operasional, serta mendorong peningkatan utilisasi and encourages increased utilization and work
dan efisiensi kerja di lapangan. efficiency in the field.
Komitmen CK sejalan dengan strategi induk CK’s commitment is aligned with the parent
Perusahaan, ABM. yang menempatkan manusia company’s strategy, ABM, which places people as
sebagai fondasi utama dalam membangun bisnis the primary foundation in building a sustainable
yang berkelanjutan. Sepanjang tahun pelaporan, business. Throughout the reporting year, competency
pengembangan kompetensi dilakukan secara development was carried out consistently as part of
konsisten sebagai bagian dari budaya perusahaan, the Company’s culture, rather than merely a short-
bukan sekadar program jangka pendek. Melalui term program. Through this initiative, CK believes that
inisiatif ini, CK meyakini bahwa keberlanjutan the sustainability of the mining industry can only be
industri pertambangan hanya dapat dicapai dengan achieved by fostering leaders who emerge from the
menumbuhkan pemimpin-pemimpin yang lahir field, have integrity, and are prepared to face future
dari lapangan, berintegritas, dan siap menghadapi
challenges.
tantangan masa depan.
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Kinerja Sosial
Social Performance
Mengatasi Tantangan dalam Akses Pembelajaran Addressing Learning Access Challenges Through
melalui Udemy Business Udemy Business
Untuk mempercepat transformasi pembelajaran To accelerate the digital learning transformation
digital dan memperluas jangkauan pengembangan and expand the reach of employee competency
kompetensi karyawan, ABM mengintegrasikan development, ABM integrated Udemy Business into
Udemy Business ke dalam Learning Management the Learning Management System (LMS) as part of
System (LMS) sebagai bagian dari inisiatif Digital the Digital Learning Transformation initiative. This
Learning Transformation. Inisiatif ini menjawab initiative addresses key challenges of conventional
tantangan utama pembelajaran konvensional, seperti learning, such as limited face-to-face class capacity,
keterbatasan kapasitas kelas tatap muka, tingginya high training costs, limited employee time, and
biaya pelatihan, keterbatasan waktu karyawan, serta learning access that has not been evenly distributed—
akses pembelajaran yang belum merata khususnya particularly for employees at operational sites.
bagi karyawan di site operasional.
Melalui Udemy Business, karyawan Grup ABM Through Udemy Business, ABM Group employees
memperoleh akses ke ribuan kursus daring yang gain access to thousands of online courses covering
mencakup kepemimpinan, manajemen, teknologi leadership, management, digital technology,
digital, keselamatan kerja, hingga topik keberlanjutan occupational safety, and sustainability and ESG topics.
dan ESG. Platform ini terintegrasi penuh dengan This platform is fully integrated with the LMS through
LMS melalui Single Sign-On (SSO), memungkinkan Single Sign-On (SSO), enabling flexible learning via the
pembelajaran dilakukan secara fleksibel melalui web and mobile devices without disrupting operational
web maupun perangkat seluler, tanpa mengganggu activities.
aktivitas operasional.
Integrasi ini juga memungkinkan pelacakan jam This integration also enables individual tracking of
pelatihan secara individual melalui sistem learning training hours through a learning analytics system
analytics yang terhubung langsung dengan directly connected to employee data. Each learning
data karyawan. Setiap aktivitas pembelajaran activity, including learning duration, courses taken,
termasuk durasi belajar, kursus yang diikuti, tingkat completion rates, and individual progress, is recorded
penyelesaian, dan progres individu tercatat secara automatically and centrally in the LMS. Accordingly,
otomatis dan terpusat di LMS. Dengan demikian, ABM ABM can monitor total training hours per employee,
dapat memantau total jam pelatihan per karyawan, support the preparation of Individual Development
mendukung penyusunan Individual Development Plan Plans (IDPs), and ensure more accurate, transparent,
(IDP), serta memastikan pelaporan pengembangan and data-driven human resource development
SDM yang lebih akurat, transparan, dan berbasis data. reporting.
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Menanamkan Integritas melalui Pelatihan Code of Instilling Integrity Through Code of Conduct
Conduct Training
Sebagai bagian dari penguatan tata kelola dan As part of strengthening governance and a culture
budaya integritas, ABM menyelenggarakan pelatihan of integrity, ABM organized Code of Conduct
Code of Conduct bagi seluruh karyawan melalui training for all employees through the Learning
platform Learning Management System (LMS). Management System (LMS) platform. This training is
Pelatihan ini dirancang sebagai mandatory course designed as a mandatory course to ensure consistent
untuk memastikan pemahaman yang konsisten understanding of the values, ethical principles, and
atas nilai, prinsip etika, serta standar perilaku yang behavioral standards applicable throughout the ABM
berlaku di seluruh Grup ABM. Group.
Pelatihan Code of Conduct dilaksanakan secara The Code of Conduct training is delivered online
daring dan terstruktur, mencakup rangkaian pre- in a structured manner, comprising a series of pre-
test, modul pembelajaran, post-test, dan evaluasi, tests, learning modules, post-tests, and evaluations,
dengan standar kelulusan minimum yang ditetapkan. with a minimum passing standard established.
Akses pelatihan tersedia melalui web maupun Training access is available via the web and mobile
aplikasi seluler, sehingga memungkinkan karyawan application, enabling employees to participate flexibly
mengikuti pembelajaran secara fleksibel namun while remaining monitored.
tetap terpantau.
Melalui pendekatan pembelajaran digital ini, ABM Through this digital learning approach, ABM
memperkuat kesadaran etika, kepatuhan, dan strengthens ethical awareness, compliance, and
tanggung jawab individu dalam menjalankan peran individual responsibility in carrying out each
masing-masing, sekaligus memastikan bahwa respective role, while also ensuring that integrity
prinsip integritas menjadi fondasi perilaku dan principles serve as the foundation for behavior and
pengambilan keputusan di seluruh lini organisasi. decision-making across all lines of the organization.
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Kinerja Sosial
Social Performance
Transformasi Kepemimpinan dan Talent Management
Leadership Transformation and Talent Management
Untuk menjawab kebutuhan kepemimpinan di tengah To address leadership needs amid business expansion
ekspansi dan dinamika bisnis, pada tahun 2025 and dynamics, in 2025 the ABM Group continued
Grup ABM melanjutkan implementasi Leadership the implementation of the Leadership Development
Development Program (LDP) yang mencakup seluruh Program (LDP), which covers all leadership levels,
jenjang kepemimpinan, mulai dari level frontline hingga from frontline to executive. This program is designed
eksekutif. Program ini dirancang untuk memperkuat to strengthen strategic leadership, not only in terms
kepemimpinan strategis, tidak hanya dari sisi of technical competencies, but also the ability to
kompetensi teknis, tetapi juga kemampuan memimpin lead teams, manage change, and drive sustainable
tim, mengelola perubahan, dan mendorong inovasi innovation.
berkelanjutan.
LDP disusun secara berjenjang, mulai dari LDP 1.0 The LDP is structured in stages, from LDP 1.0 to LDP 6.0,
hingga LDP 6.0, serta dilengkapi dengan Leadership and is complemented by a Leadership Intensive Course
Intensive Course (LIC) bagi pimpinan yang belum (LIC) for leaders who have not yet received formal
memperoleh pembekalan kepemimpinan formal. leadership training. Throughout 2025, this program
Sepanjang tahun 2025, program ini dilaksanakan was implemented in several batches with continuously
dalam beberapa batch dengan cakupan yang terus expanded coverage across all operational units of the
diperluas di seluruh unit operasional Grup ABM. ABM Group.
Pembelajaran
Program
Leadership Development Program Jenjang Jabatan Program Intensif Berbasis
Pengayaan
Program Pengembangan Kepemimpinan Job Band Intensive Course Kompetensi
Enrichment
Learning
Program
Base Comp
A Program
Direksi
LDP 6.0 (Band B)
(Band A)
B Directorship
(Band A)
LDP 5.0 (Band C)
Pembelajaran
C Program Sesuai Jenjang
Pengayaan GH Jabatan &
Pengembangan (Band B)
LDP 4.0 - GB 2.0 Kompetensi
Talenta Kunci GH Enrichment
Key Talent D LIC 3.0 (Band D) Learning
Program
Development (Band B) Based on Job
Levels and
LDP 3.0 - GB 1.0*
Competencies
E LIC 2.0 (Band E)
LDP 2.0 - YB + Chase Waste**
F LIC 1.0 (Band F)
Pengembangan Pelatihan Intensif
Promosi Kepemimpinan
LDP 1.0 - Biz Process*** Promotion G Leadership
Development Intensive Course
Catatan | Notes:
* Kepala Seksi/Spesialis – Kepala Departemen/Spesialis Senior
(Sec. Head/Spec – Dept Head/Sr. Spec)
** Staf/Officer/Lead Officer – Spesialis/Kepala Seksi
Staff/Off/Lead Off – Spec/Sec. Head)
*** Proses Bisnis (Non Staf – Staf)
Biz Process (Non Staff – Staff)
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Pendekatan Continuous Improvement untuk Perbaikan Continuous Improvement Approach for Sustainable
Proses Bisnis Berkelanjutan Business Process Improvement
Dalam implementasi Continuous Improvement (CI), In implementing Continuous Improvement (CI), ABM adopts
ABM mengadopsi dua pendekatan utama yang saling two main complementary approaches, namely Plan–Do–
melengkapi, yaitu Plan–Do–Check–Act (PDCA) dan Define– Check–Act (PDCA) and Define–Measure–Analyze–Improve–
Measure–Analyze–Improve–Control (DMAIC), sebagai Control (DMAIC), as a framework to drive systematic,
kerangka kerja untuk mendorong perbaikan proses yang measurable, and sustainable process improvements.
sistematis, terukur, dan berkelanjutan.
PDCA digunakan sebagai siklus perbaikan berkelanjutan PDCA is used as a continuous improvement cycle to ensure
untuk memastikan proses berjalan secara konsisten dan that processes run consistently and adaptively. The Plan
adaptif. Tahap Plan berfokus pada identifikasi masalah stage focuses on problem identification and improvement
dan perencanaan perbaikan; Do pada pelaksanaan solusi planning; Do on implementing the designed solutions;
yang telah dirancang; Check pada evaluasi hasil dan Check on evaluating outcomes and process performance;
kinerja proses; serta Act pada standarisasi perbaikan atau and Act on standardizing improvements or making
penyesuaian lanjutan. Pendekatan ini mendorong budaya further adjustments. This approach promotes a culture of
belajar berkelanjutan dan perbaikan bertahap di seluruh lini continuous learning and incremental improvements across
operasional. all operational lines.
DMAIC merupakan metodologi utama dalam Six Sigma yang DMAIC is the primary methodology in Six Sigma used to
digunakan untuk menyelesaikan permasalahan proses secara resolve process issues in a more in-depth and data-driven
lebih mendalam dan berbasis data. Define menetapkan ruang manner. Define establishes the scope and objectives of
lingkup dan tujuan perbaikan; Measure mengukur kinerja improvement; Measure assesses process performance
proses dan variabilitasnya; Analyze mengidentifikasi akar and variability; Analyze identifies root causes of problems;
penyebab masalah; Improve merancang dan menerapkan Improve designs and implements solutions; and Control
solusi; dan Control memastikan perbaikan dapat ensures improvements can be sustained over the long term.
dipertahankan dalam jangka panjang. DMAIC sangat efektif DMAIC is highly effective in reducing defects, improving
untuk mengurangi defect, meningkatkan kapabilitas proses, process capability, and consistently maintaining quality.
dan menjaga kualitas secara konsisten.
Untuk mendukung penerapan CI secara berjenjang, ABM To support the tiered implementation of CI, ABM developed
mengembangkan sistem tingkatan Belt sebagai jalur a Belt level system as a learning pathway and employee
pembelajaran dan pengembangan kompetensi karyawan, yaitu: competency development, as follows:
• White Belt (CI Awareness): Pengenalan konsep dasar • White Belt (CI Awareness): Introduction to the basic concepts
CI, Lean, dan Six Sigma, serta peran individu dalam of CI, Lean, and Six Sigma, as well as the role of individuals
mengidentifikasi peluang perbaikan di area kerja. in identifying improvement opportunities in the work area.
• Yellow Belt: Fokus pada partisipasi aktif dalam proyek • Yellow Belt: Focus on active participation in simple
perbaikan sederhana dan penerapan dasar Lean untuk improvement projects and the basic application of Lean
mengurangi pemborosan. to reduce waste.
• Green Belt: Penerapan metodologi CI dan Six Sigma • Green Belt: More in-depth application of CI and Six Sigma
secara lebih mendalam melalui proyek perbaikan lintas methodologies through cross-functional improvement
fungsi yang berdampak pada kinerja operasional. projects that impact operational performance.
• Black Belt: Pengembangan key talent yang memimpin • Black Belt: Development of key talent leading strategic
proyek perbaikan strategis, berperan sebagai change improvement projects, serving as change agents,
agent, trainer, dan coach dalam organisasi. trainers, and coaches within the organization.
• Master Black Belt: Peran di dalam pengembangan • Master Black Belt: A role in methodology development,
metodologi, pembinaan Black Belt, serta penguatan coaching Black Belts, and strengthening the CI culture at
budaya CI di tingkat organisasi. the organizational level.
Melalui penerapan PDCA, DMAIC, dan sistem Belt yang Through the implementation of PDCA, DMAIC, and a structured
terstruktur, ABM memastikan bahwa perbaikan berkelanjutan Belt system, ABM ensures that continuous improvement is
tidak hanya menjadi inisiatif sesaat, tetapi tertanam sebagai not merely a temporary initiative, but is embedded as a work
budaya kerja yang mendukung keselamatan, kualitas, culture that supports safety, quality, efficiency, and long-term
efisiensi, dan keberlanjutan bisnis jangka panjang. business sustainability.
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Kinerja Sosial
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Program Pengembangan Keterampilan Skills Development and Retirement
dan Persiapan Pensiun [GRI 404-2] Preparation Program [GRI 404-2]
Sebagai bentuk penghargaan atas kontribusi jangka As a form of appreciation for employees’ long-
panjang karyawan, ABM menyediakan program masa term contributions, ABM provides a pre-retirement
persiapan pensiun bagi karyawan yang memasuki preparation program for employees entering the age
usia di atas 53 tahun. Pada tahun 2025, program ini of above 53 years. In 2025, this program was carried
dilaksanakan sebanyak 2 batch dengan total peserta out in 2 batches with a total of 48 participants from all
48 orang dari seluruh entitas Grup ABM. Program ini entities within the ABM Group. This program equips
membekali karyawan dengan pengetahuan keuangan, employees with financial knowledge, psychology, as
psikologi, serta soft skills, termasuk sesi coaching well as soft skills, including coaching sessions for post-
untuk perencanaan pascapensiun. retirement planning.
Selain itu, ABM secara berkelanjutan menyediakan In addition, ABM continuously provides various
berbagai program pengembangan keterampilan technical, leadership, and digital skills development
teknis, kepemimpinan, dan digital untuk memastikan programs to ensure employee competitiveness at every
daya saing karyawan di setiap tahap karier. Bagi career stage. For employees affected by termination of
karyawan yang terdampak pemutusan hubungan employment, the Company provides compensation in
kerja, Perusahaan memberikan kompensasi sesuai accordance with the provisions of applicable laws and
dengan ketentuan peraturan perundang-undangan regulations.
yang berlaku.
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Membekali Karyawan Menuju Masa Equipping Employees Toward a
Purnabakti yang Siap, Mandiri, dan Ready, Independent, and Meaningful
Bermakna Retirement
Sebagai bagian dari komitmen ABM dalam As part of ABM’s commitment to Human Resource
pengembangan SDM dan kesejahteraan karyawan, Development and Employee Welfare, ABM
ABM menyelenggarakan program pensiun untuk organized a Retirement Program to equip employees
membekali karyawan yang mendekati masa approaching retirement so they are psychologically
purnabakti agar siap secara psikologis, mental, dan and mentally prepared and able to plan for the future.
perencanaan masa depan. Program ini diikuti oleh This program was attended by 21 participants and is
21 peserta dan dirancang untuk membantu peserta designed to help participants enter retirement more
memasuki masa pensiun dengan lebih tenang, calmly, confidently, and with clear direction and
percaya diri, serta memiliki arah tujuan yang jelas purpose in life after completing their service.
dalam kehidupan setelah purna tugas.
Program disusun berbasis prinsip adult learning The program was developed based on adult learning
dengan pendekatan pembelajaran yang berpusat principles with a participant-centered learning
pada peserta melalui kombinasi ceramah, diskusi, approach through a combination of lectures,
tanya jawab, studi kasus, role play, simulasi, discussions, question-and-answer sessions, case
serta perspektif aplikasi praktis. Materi pelatihan studies, role play, simulations, and a practical
mencakup perubahan mental, psikologi dalam application perspective. Training materials include
mengelola perubahan, membangun pemikiran mental switching, psychology in managing change,
positif, menemukan kekuatan diri, perubahan building a positive mindset, discovering personal
paradigma dalam menghadapi second career agar strengths (self discovery), paradigm shifts in facing a
tetap produktif dan bermakna, mengatasi post second career to remain productive and meaningful,
power syndrome, hingga pengenalan kewirausahaan overcoming post power syndrome, and introductions
seperti memulai bisnis kuliner dan memahami skema to entrepreneurship such as starting a culinary
biaya usaha. Seluruh modul tersebut mendukung business and understanding business cost schemes.
peserta dalam memperoleh gambaran komprehensif All of these modules support participants in obtaining
mengenai transformasi dari karyawan menjadi self- a comprehensive picture of the transformation from
employment, memahami pengelolaan dana pensiun, employee to self-employment, understanding the
berbagai pilihan investasi, serta pengelolaan management of retirement funds, various investment
keuangan keluarga yang aman dan efektif. options, as well as safe and effective family financial
management.
Untuk memastikan kualitas dan efektivitas program, To ensure the quality and effectiveness of the
ABM menerapkan pendekatan evaluasi pelatihan program, ABM applied a training evaluation
berbasis Kirkpatrick’s Evaluation Model pada tingkat approach based on Kirkpatrick’s Evaluation Model
reaksi dan pembelajaran melalui kuesioner evaluasi at the reaction and learning levels through module
modul, penilaian fasilitator, serta pre-test dan evaluation questionnaires, facilitator assessments, as
post-test. Pendekatan ini membantu memastikan well as pre-tests and post-tests. This approach helps
bahwa program memberikan manfaat nyata bagi ensure that the program delivers tangible benefits to
peserta, sekaligus memperkuat upaya ABM dalam participants, while also strengthening ABM’s efforts
membangun kapabilitas, kesiapan transisi kerja, to build capability, readiness for work transition, and
dan kesejahteraan jangka panjang karyawan secara long-term employee welfare on a sustainable basis.
berkelanjutan.
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Metodologi Training
Training Methodology
40% 20% 10% 10% 20%
Penyampaian Tanya Jawab dan Studi Kasus Simulasi dan Perspektif
Materi Transfer Pengetahuan Case Study Bermain Peran Penerapan
Lecturing Q&A Transfer of Role Plays & Application
Knowledge Simulation Perspective
Evaluasi Kinerja, Promosi, dan Performance Evaluation, Promotion, and
Perencanaan Suksesi [GRI 404-3] Succession Planning [GRI 404-3]
Sebagai bagian dari strategi keberlanjutan As part of its leadership sustainability strategy, the ABM
kepemimpinan, Grup ABM menempatkan kesiapan Group places successor readiness (Bench Strength
suksesor sebagai salah satu KPI Direksi. Pendekatan Readiness) as one of the Board of Directors’ Key
ini memastikan bahwa pengembangan talenta Performance Indicators (KPIs). This approach ensures
dilakukan secara terintegrasi dan berorientasi jangka that talent development is carried out in an integrated
panjang. manner and is long-term oriented.
ABM menerapkan proses Talent Mapping berbasis 9-Box ABM implements a Talent Mapping process based on
Matrix untuk mengelola potensi dan kinerja karyawan the 9-Box Matrix to manage employee potential and
secara objektif. Hasil pemetaan ini ditindaklanjuti melalui performance objectively. The results of this mapping
Individual Development Plan (IDP) atau Performance are followed up through an Individual Development Plan
Improvement Plan (PIP), yang dirancang dan dimonitor (IDP) or a Performance Improvement Plan (PIP), which
secara berkala guna memastikan setiap karyawan are designed and monitored periodically to ensure that
memperoleh pengembangan yang sesuai dengan each employee receives development that is aligned
kebutuhan dan potensinya. with their needs and potential.
100% 25,23%
Seluruh Karyawan Menerima dari total karyawan | of total employees
Tinjauan Rutin Terhadap Kinerja
Sebanyak 2.641 karyawan (2.549 karyawan pria
dan Pengembangan Karier
dan 92 karyawan wanita) memperoleh promosi
All Employees Receive Regular sepanjang tahun 2025.
Reviews of Performance and
A total of 2,641 employees (2,549 male employees
Career Development
and 92 female employees) received promotions
throughout 2025.
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Unlimit Your Potentials: Memperkuat Unlimit Your Potentials: Strengthening
Potensi Kepemimpinan Melampaui Leadership Potential Beyond Limits
Batas
Unlimit Your Potentials (UYP) merupakan semangat Unlimit Your Potentials (UYP) is a spirit that
yang mendorong individu dan organisasi di Grup encourages individuals and the organization within
ABM untuk berani melampaui batas, membuka the ABM Group to dare to go beyond limits, unlock
potensi terbaik, dan mencapai kinerja yang luar their best potential, and achieve outstanding
biasa. Semangat ini berakar kuat pada Core Values performance. This spirit is strongly rooted in the ABM
dan Leadership Traits Grup ABM, serta diwujudkan Group’s Core Values and Leadership Traits, and is
melalui perilaku kepemimpinan sehari-hari dan embodied through daily leadership behaviors and
berbagai program pengembangan yang terintegrasi various development programs that are integrated
dengan strategi bisnis perusahaan. with the Company’s business strategy.
Sebagai bagian dari penguatan budaya organisasi, As part of strengthening organizational culture, ABM
ABM mengimplementasikan program UYP secara implements the UYP program in phases and on a
bertahap dan berkelanjutan. Program ini menekankan continuous basis. This program emphasizes the role of
peran kepemimpinan, komunikasi yang efektif, serta leadership, effective communication, and continuous
pembelajaran berkesinambungan sebagai fondasi learning as the foundation for creating superior
dalam menciptakan kinerja unggul dan transformasi performance and organizational transformation.
organisasi.
Pembelajaran intensif UYP dimulai dari tingkat Intensive UYP learning began at the executive level
eksekutif pada tahun 2024, dilanjutkan ke lapisan in 2024, continued to the management layers below
manajemen di bawahnya pada tahun 2025, in 2025, and will gradually reach all employees of the
dan secara bertahap akan menjangkau seluruh ABM Group. One of the main hallmarks of this program
karyawan Grup ABM. Salah satu ciri khas utama is a direct mentoring and coaching approach, which
program ini adalah pendekatan mentoring dan enables participants to reflect on real challenges,
coaching langsung, yang memungkinkan peserta develop leadership capacity, and translate the
merefleksikan tantangan nyata, mengembangkan Company’s values and strategy into concrete actions.
kapasitas kepemimpinan, serta menerjemahkan nilai
dan strategi perusahaan ke dalam aksi konkret.
Sepanjang periode pelaksanaan, program ini telah Throughout the implementation period, this program
menjangkau berbagai jenjang kepemimpinan has reached various leadership levels as follows:
sebagai berikut:
Jenjang Manajemen Jumlah Peserta
Management Level Total Participants
Executive 20
Group Head 43
Division Head 114
Senior Specialist/ Department Head 172
Melalui UYP, Grup ABM memperkuat kapabilitas Through UYP, the ABM Group strengthens leader
pemimpin di seluruh tingkat organisasi, sekaligus capabilities across all levels of the organization, while
membangun budaya pembelajaran yang menjadi also building a learning culture that distinguishes
ciri pembeda perusahaan dalam menciptakan bisnis the Company in creating a resilient, adaptive, and
yang tangguh, adaptif, dan berkelanjutan. sustainable business.
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Manfaat Ketenagakerjaan
dan Perlindungan Pekerja [GRI 401-2][GRI 401-3][SEOJK F.20][SEOJK F.22]
Employment Benefits and Worker Protection
ABM menyediakan berbagai manfaat ketenagakerjaan ABM provides various employment benefits for
bagi karyawan tetap dan kontrak sesuai dengan permanent and contract employees in accordance with
ketentuan peraturan yang berlaku, termasuk applicable regulatory provisions, including health and
asuransi kesehatan dan kecelakaan, jaminan accident insurance, social security, maternity leave,
sosial, cuti melahirkan, cuti ayah, serta tunjangan paternity leave, and other allowances. ABM ensures
lainnya. ABM memastikan bahwa kebijakan manfaat that employment benefit policies are implemented fairly
ketenagakerjaan diterapkan secara adil dan transparan and transparently for all workers, with coverage tailored
bagi seluruh pekerja, dengan cakupan perlindungan based on employment status and job level.
yang disesuaikan berdasarkan status ketenagakerjaan
dan tingkat jabatan.
Sebagai bagian dari perlindungan terhadap hak As part of protecting family rights and work–life balance,
keluarga dan keseimbangan kehidupan kerja, ABM ABM ensures that all (100%) permanent and contract
memastikan bahwa seluruh (100%) karyawan female employees are entitled to maternity leave
tetap dan karyawan kontrak perempuan berhak in accordance with the provisions of the applicable
memperoleh cuti melahirkan sesuai dengan ketentuan Company Regulation. In addition, ABM also provides
Peraturan Perusahaan yang berlaku. Selain itu, ABM paternity leave entitlements for permanent and contract
juga memberikan hak cuti ayah bagi karyawan tetap male employees for two working days to accompany
dan kontrak kepada karyawan laki-laki selama dua hari their wives during the childbirth process
kerja untuk mendampingi proses persalinan istri.
.
Cuti Melahirkan [GRI 401-3]
Maternity Leave
Keterangan Pria Wanita
Description Male Female
Jumlah karyawan yang berhak mendapat cuti
10.473 629
Total employees entitled to leave
Jumlah karyawan yang mengambil cuti melahirkan
180 51
Total employees who took maternity leave
Jumlah karyawan yang kembali bekerja pada periode pelaporan setelah cuti melahirkan
berakhir
100% 100%
Total employees who returned to work during the reporting period after their maternity leave
ended
Jumlah karyawan yang kembali bekerja setelah cuti melahirkan berakhir, yang masih
dipekerjakan 12 bulan setelah kembali bekerja
100% 100%
Total employees who returned to work after their maternity leave ended and who were still
employed 12 months after returning to work
Tingkat kembali bekerja
100% 100%
Return to work rate
Tingkat karyawan yang dipertahankan
100% 100%
Employee retention rate
Selama periode pelaporan, seluruh karyawan yang During the reporting period, all employees who took
mengambil cuti melahirkan telah kembali bekerja maternity leave returned to work after their leave
setelah masa cuti berakhir, sehingga tingkat return to period ended, accordingly, the return-to-work rate for
work bagi karyawan yang menjalani cuti melahirkan employees who took maternity leave was recorded at
tercatat sebesar 100%. Hal ini mencerminkan 100%. This reflects the effectiveness of the Company’s
efektivitas kebijakan Perusahaan dalam mendukung policies in supporting the continuity of employees’
keberlanjutan karier karyawan pascakelahiran. careers after childbirth.
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Tunjangan Karyawan Tetap Karyawan Kontrak
Allowance Permanent Employees Contracted Employees
Tunjangan Hari Raya (THR)¹
V V
Religious Day Allowance
Jaminan Pemeliharaan Kesehatan¹
V V
Health Care Insurance
Asuransi Kecelakaan Kerja¹
V V
Work Accident Insurance
Jaminan Hari Tua¹
V V
Old-Age Security Benefit
Jaminan Kehilangan Pekerjaan¹
V V
Unemployment Insurance
Kompensasi Pemutusan Hubungan Kerja¹
V V
Termination Compensation
Cuti Melahirkan dan Cuti untuk Ayah¹
V V
Maternity and Paternity Leave
Penyediaan Alat Pelindung Diri (APD)¹
V V
Personal Protective Equipment (PPE)
Tunjangan Transportasi²
V V
Transportation Allowance
Tunjangan Makan²
V V
Meal Allowance
Asuransi Jiwa²
V V
Life Insurance
Fasilitas Pengobatan (termasuk keluarga)²
V V
Medical Facilities (including family members)
Tunjangan Pensiun²
V V
Pension Benefit
Cuti Disabilitas / Sakit Berkepanjangan²
V V
Disability or Long-term Sick Leave
Cuti Volunter² V -
Keterangan | Footnotes
¹ Manfaat Wajib Sesuai Peraturan Perundang-Undangan
Diberikan berdasarkan ketentuan ketenagakerjaan yang berlaku di Indonesia, termasuk peraturan jaminan sosial, keselamatan kerja, dan hak
normatif pekerja.
² Manfaat Tambahan Berdasarkan Kebijakan Perusahaan
Diberikan sebagai bentuk komitmen Perusahaan untuk meningkatkan kesejahteraan karyawan di luar manfaat minimum yang diwajibkan oleh
regulasi.
¹ Mandatory Benefits in Accordance with Laws and Regulations
Provided based on the prevailing employment provisions in Indonesia, including regulations on social security, occupational safety, and workers’
normative rights.
² Additional Benefits Based on Company Policy
Provided as a form of the Company’s commitment to improving employee welfare beyond the minimum benefits required by regulations.
Meskipun jenis manfaat yang diberikan kepada Although the types of benefits provided to permanent
karyawan tetap dan kontrak pada prinsipnya serupa, and contract employees are in principle similar, ABM
ABM memastikan bahwa besaran dan ketentuan ensures that the amount and terms of benefits are
manfaat disesuaikan dengan status ketenagakerjaan adjusted to each employee’s employment status and
dan tingkat jabatan masing-masing karyawan, dengan job level, while upholding the principles of fairness
tetap menjunjung prinsip keadilan dan kepatuhan and compliance with applicable regulations. Significant
terhadap regulasi yang berlaku. Lokasi operasi operating locations covered under this policy include all
signifikan yang tercakup dalam kebijakan ini meliputi ABM operational areas and the ABM head office.
seluruh wilayah operasional dan kantor pusat ABM.
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Rasio Remunerasi Berdasarkan Gender Remuneration Ratio by Gender and
dan Gaji Pokok Rata-Rata [GRI 202-1][GRI 201-3] Average Base Salary [GRI 202-1][GRI 201-3] [GRI
[GRI 405-2] [NDAQ S2] 405-2] [NDAQ S2]
ABM menerapkan kebijakan remunerasi yang adil dan ABM implements a fair and equal remuneration policy
setara bagi seluruh karyawan tanpa membedakan for all employees without differentiating by gender or
jenis kelamin maupun status kerja. Penetapan employment status. Remuneration is determined based
remunerasi didasarkan pada kompetensi, pengalaman, on competencies, experience, and job responsibilities.
dan tanggung jawab jabatan. Untuk posisi dengan For positions with equivalent qualifications and
kualifikasi dan latar belakang yang setara, ABM backgrounds, ABM ensures that the wage ratio between
memastikan rasio upah antara karyawan laki-laki dan male and female employees is maintained at a 1:1 level.
perempuan berada pada tingkat 1:1.
Selain menjamin kesetaraan remunerasi, ABM In addition to ensuring remuneration equality, ABM
memastikan bahwa upah awal bagi karyawan baru ensures that the starting wage (entry level wage) for
di seluruh wilayah operasional telah memenuhi new employees across all operational areas meets
atau melampaui upah minimum yang ditetapkan or exceeds the minimum wage set by the applicable
oleh pemerintah daerah setempat. Perusahaan juga local government. The Company also provides post-
menyediakan program manfaat pascakerja bagi employment benefit programs for permanent employees
karyawan tetap sesuai dengan ketentuan peraturan in accordance with applicable laws and regulations,
perundang-undangan yang berlaku, termasuk including pension programs and employment social
program pensiun dan jaminan sosial ketenagakerjaan security administered through the national scheme.
yang dikelola melalui skema nasional.
Untuk mendukung kesejahteraan karyawan secara To support overall employee welfare, ABM
menyeluruh, ABM melengkapi struktur remunerasi complements its remuneration structure with
dengan berbagai tunjangan, antara lain tunjangan various allowances, including health, training, and
kesehatan, pelatihan, dan transportasi, yang berlaku transportation allowances, which are applied uniformly
secara merata dan dievaluasi secara berkala. Informasi and are periodically evaluated. Information regarding
mengenai rasio gaji pokok rata-rata antara karyawan the average base salary ratio between female and male
perempuan dan laki-laki di setiap lokasi operasional employees at each operational location by management
berdasarkan tingkatan manajemen disajikan pada level is presented in the following table.
tabel berikut.
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Rasio Gaji Pokok [GRI 405-2]
Ratio of Base Salary
Rasio Gaji Pokok Rata-Rata
Rasio Gaji Pokok Rata-Rata Karyawan Tetap
Karyawan Kontrak
Ratio Average Basic Salary Permanent
Lokasi Operasional Ratio Average Basic Salary
Employees
Operational Location Contract Employee
Pria Wanita Pria Wanita
Male Female Male Female
Jakarta 1,51 1 1,67 1
Non-Jakarta* 1,18 1 1,22 1
*Catatan: Non-Jakarta merupakan daerah lokasi site setiap anak perusahaan
Karyawan kontrak mencakup mereka yang telah mencapai usia pensiun.
*Note: Non-Jakarta is the site location of each subsidiary company
Contract employees include those who have reached retirement age.
Rasio Gaji Pokok berdasarkan Status Karyawan [GRI 405-2]
Ratio of Base Salary based on Employee Status
Rasio Gaji Pokok Rata-Rata
Rasio Gaji Pokok Rata-Rata Karyawan Tetap
Karyawan Kontrak
Ratio Average Basic Salary Permanent
Status Karyawan Ratio Average Basic Salary
Employees
Employee status Contract Employee
Pria Wanita Pria Wanita
Male Female Male Female
Senior Manager 1 1,09 - -
Manager 1 1,06 - -
Supervisor 1,10 1 1,54 1
Staff 1 1,33 1 1,14
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Suara Perempuan di Dunia Tambang Women’s Voices in the Masculine
yang Maskulin World of Mining
Di industri pertambangan yang selama ini identik In the mining industry, which has long been
dengan dominasi laki-laki, keberanian untuk synonymous with male dominance, the courage
melangkah sering kali menjadi titik awal perubahan. to take a step forward is often the starting point of
Apriaty Sirait adalah salah satu bukti bahwa batasan change. Apriaty Sirait is one proof that boundaries
dapat ditembus melalui ketekunan, pembelajaran, can be broken through perseverance, learning, and
dan kesempatan yang setara. equal opportunity.
Memulai karier sebagai Fresh Green Operator Starting her career as a fresh graduate operator in
(FGO) pada 2009, Apriaty mengoperasikan alat 2009, Apriaty operated heavy equipment with a
berat berkapasitas ratusan ton di tengah medan capacity of hundreds of tons amid mining terrain that
tambang yang menuntut ketelitian dan disiplin tinggi. demands high precision and discipline. The journey
Perjalanan tersebut tidak selalu mulus, ia pernah was not always smooth—she experienced a career
mengalami masa jeda karier dan tantangan personal, hiatus and personal challenges—yet each phase in
namun setiap fase justru memperkuat tekadnya fact strengthened her determination to keep growing.
untuk terus berkembang. Komitmen terhadap Her commitment to learning encouraged Apriaty to
pembelajaran mendorong Apriaty menempuh pursue certifications and enhance her competencies,
sertifikasi dan meningkatkan kompetensi hingga until she eventually joined CK in 2021.
akhirnya bergabung dengan CK pada 2021.
Di CK, Apriaty memperoleh kesempatan upskilling At CK, Apriaty gained upskilling opportunities
melalui sertifikasi Training of Trainer (TOT) dan through Training of Trainer (TOT) certification and
mencatatkan sejarah sebagai trainer perempuan made history as the first female trainer at the Mining
pertama di Mining Academy. Hingga kini, ia telah Academy. To date, she has mentored more than 300
membimbing lebih dari 300 trainee dari berbagai site trainees from various sites, most of whom are male,
sebagian besar laki-laki sekaligus menjadi simbol while also becoming a symbol that women have
bahwa perempuan memiliki ruang untuk memimpin space to lead and inspire in the mining sector.
dan menginspirasi di sektor tambang.
Dedikasi tersebut mendapat pengakuan nasional Her dedication received national recognition through
melalui Penghargaan Perempuan BERBAKTI 2025 the 2025 Perempuan BERBAKTI Award in the
kategori Perempuan Berbakti di Perusahaan yang Perempuan Berbakti di Perusahaan category, which
kini diberikan secara reguler oleh ABM untuk is now granted regularly by ABM to enhance women’s
meningkatkan kepemimpinan dan suara perempuan leadership and voice in the mining world. For Apriaty,
di dunia tambang. Bagi Apriaty, penghargaan ini this award is not merely a personal achievement,
bukan sekadar pencapaian pribadi, melainkan but a representation of the struggle of many women
representasi dari perjuangan banyak perempuan who continue to prove their capabilities in a strategic
yang terus membuktikan kapasitasnya di sektor sector.
strategis.
Lebih dari sekadar cerita individu, perjalanan Apriaty More than an individual story, Apriaty’s journey
menegaskan bahwa transformasi industri dimulai underscores that industry transformation begins with
dari keberanian memberi kesempatan. Di CK, the courage to provide opportunities. At CK, human
pembangunan manusia termasuk pemberdayaan development—including empowering women—
perempuan menjadi fondasi penting dalam serves as an important foundation in shaping a
membentuk masa depan industri pertambangan resilient and sustainable future for the mining industry.
yang tangguh dan berkelanjutan.
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Anti-Diskriminasi dan
Perlindungan Kelompok Rentan [GRI 408-1] [GRI 409-1] [GRI 411-1]
Anti-Discrimination and Protection of Vulnerable Groups
ABM berpedoman pada regulasi pemerintah ABM is guided by regional and national government
daerah dan nasional, serta menerapkan prinsip regulations and applies non-discriminatory and diversity
nondiskriminatif dan keberagaman. Prinsip-prinsip principles. These principles are also aligned with
ini juga selaras dengan standar internasional terkait international standards on gender equality, diversity,
kesetaraan gender, keberagaman, dan penghormatan and respect for human rights, and are implemented by
hak asasi manusia, dan diimplementasikan oleh the Company throughout the value chain, particularly
perusahaan di sepanjang rantai nilai, terutama pada for employees, contractors, suppliers, and Indigenous
karyawan, kontraktor, pemasok, dan masyarakat Peoples who may potentially be affected by the
adat yang berpotensi terdampak oleh operasional Company’s operations.
Perusahaan.
Sebagai penguatan atas komitmen tersebut, ABM To further strengthen this commitment, ABM is currently
tengah menyusun kebijakan formal terkait pencegahan drafting a formal policy related to the prevention of child
pekerja anak, kerja paksa, dan aspek ketenagakerjaan labor, forced labor, and other labor-related aspects. In
lainnya. Pada tahun 2025, dokumen kebijakan tersebut 2025, the policy document was still in the drafting and
masih dalam tahap penyusunan dan penyesuaian adjustment stage in line with business growth, and is
seiring dengan pertumbuhan bisnis, dan direncanakan planned to enter the review and alignment stage in
memasuki tahap review serta alignment pada tahun 2026 before being officially enacted.
2026 sebelum diberlakukan secara resmi.
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Pencegahan Pekerja Anak [SEOJK F.19] [GRI Prevention of Child Labor [SEOJK F.19] [GRI 408-
408-1][NDAQ S9] 1][NDAQ S9]
Perusahaan berkomitmen penuh untuk mencegah The Company is fully committed to preventing the
keberadaan pekerja anak di seluruh wilayah presence of child labor across all operational areas.
operasional. Komitmen ini dijalankan dengan mematuhi This commitment is implemented by complying with all
seluruh peraturan ketenagakerjaan yang berlaku, applicable labor regulations, including the Manpower
termasuk Undang-Undang Ketenagakerjaan serta Law as well as ILO Convention No. 138 on the minimum
Konvensi ILO No. 138 tentang usia minimum bekerja age for employment and ILO Convention No. 182 on the
dan Konvensi ILO No. 182 tentang penghapusan elimination of the worst forms of child labor.
bentuk-bentuk pekerjaan terburuk untuk anak.
Sebagai bentuk kepatuhan terhadap standar nasional As a form of compliance with both national and
maupun internasional, ABM dan seluruh anak usaha international standards, ABM and all subsidiaries set
menetapkan usia minimum karyawan adalah 18 tahun the minimum employee age at 18 years, as stated in the
sebagaimana tercantum dalam Peraturan Perusahaan. Company Regulation.
ABM memahami bahwa karakteristik kegiatan ABM understands that the characteristics of the
operasional Perusahaan memiliki tingkat risiko yang Company’s operational activities carry a high level
tinggi serta membutuhkan keterampilan dan keahlian of risk and require special skills and expertise, and
khusus, sehingga tidak sesuai untuk melibatkan therefore are not appropriate for involving minors in
anak di bawah umur dalam aktivitas kerja. Oleh work activities. Accordingly, the Company consistently
karena itu, Perusahaan secara konsisten menerapkan implements a child labor prevention policy as part of
kebijakan pencegahan pekerja anak sebagai bagian its commitment to protecting children’s rights and
dari komitmen terhadap perlindungan hak anak dan respecting human rights.
penghormatan terhadap hak asasi manusia.
Berdasarkan kebijakan tersebut, seluruh operasi Based on this policy, all ABM operations and suppliers
dan pemasok ABM dinyatakan tidak memiliki risiko are declared not to have significant risk related to child
signifikan terhadap insiden pekerja anak, karena labor incidents, as all business activities are carried out
seluruh aktivitas bisnis dijalankan dengan mengacu with reference to the human rights policies applicable
pada kebijakan hak asasi manusia yang berlaku di within the Company and the ABM Group.
Perusahaan dan Grup ABM.
Pencegahan Kerja Paksa [SEOJK F.19] [GRI 409- Prevention of Forced Labor [SEOJK F.19] [GRI
1] [GRI 406-1][SEOJK F.18] [NDAQ S5] [NDAQ S6] 409-1] [GRI 406-1][SEOJK F.18] [NDAQ S5] [NDAQ S6]
ABM menyadari adanya risiko terkait kerja paksa di ABM recognizes the existence of risks related to forced
wilayah operasional. Hal ini mendorong ABM untuk labor in its operational areas. This has prompted ABM
secara aktif mencegah risiko tersebut agar tidak to actively prevent such risks from becoming actual
menjadi insiden aktual melalui inisiatif: incidents through the following initiatives:
• Penetapan jam kerja sesuai regulasi • Setting working hours in accordance with regulations
Perusahaan menerapkan sistem kerja giliran The Company implements a shift work system
sesuai kebutuhan operasional dan sepenuhnya based on operational needs and fully refers to
berpedoman pada peraturan ketenagakerjaan. labor regulations. Working hours are set at 8 hours
Jam kerja ditetapkan 8 jam per hari dan 40 jam per day and 40 hours per week, with overtime
per minggu, dengan kompensasi lembur yang compensation provided in accordance with the
diberikan sesuai ketentuan Undang-Undang provisions of the Manpower Law and the Collective
Ketenagakerjaan dan Perjanjian Kerja Bersama. Labor Agreement.
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Bagi karyawan di remote area, waktu bebas tetap For employees in remote areas, free time is still
diberikan di luar jam kerja, dan lembur tidak pernah provided outside working hours, and overtime is
diwajibkan, terutama jika kondisi kesehatan atau never mandatory, particularly if health or safety
keselamatan tidak memungkinkan. Pelaksanaan conditions do not allow it. Overtime is carried out
lembur hanya dilakukan berdasarkan persetujuan only based on employee consent.
karyawan.
Pengelolaan jam kerja dilakukan secara wajar, tanpa Working hours are managed reasonably, without
paksaan, dan memastikan karyawan mendapatkan coercion, and ensure employees receive adequate
waktu istirahat yang layak. rest time.
• Penghargaan terhadap konsen karyawan • Respecting employee consent
ABM juga memastikan proses rekrutmen, promosi, ABM also ensures that recruitment, promotion, and
dan mutasi dilakukan berdasarkan kesepakatan transfer processes are carried out based on mutual
kedua belah pihak tanpa unsur paksaan atau agreement between both parties, without any
ancaman. element of coercion or threats.
Sebagai penguatan atas komitmen terhadap To further strengthen its commitment to protecting
perlindungan hak asasi manusia, ABM memastikan human rights, ABM ensures that all of the Company’s
bahwa seluruh operasi dan pemasok Perusahaan operations and suppliers are not at significant risk of
tidak berada pada risiko signifikan terhadap insiden forced labor or compulsory labor incidents. All business
kerja paksa atau wajib kerja. Seluruh kegiatan usaha activities are carried out with reference to applicable
dijalankan dengan mengacu pada kebijakan hak human rights and labor policies, as well as fair and
asasi manusia dan ketenagakerjaan yang berlaku, mutually respectful employment relationship principles
serta prinsip hubungan kerja yang adil dan saling throughout the ABM value chain. During the reporting
menghormati di seluruh rantai nilai ABM. Selama period, there were no identified incidents of violations
periode pelaporan, tidak terdapat insiden pelanggaran related to forced labor or violations of Indigenous
yang teridentifikasi terkait kerja paksa maupun Peoples’ rights.
pelanggaran hak masyarakat adat.
Dalam pengelolaan jam kerja, ABM memastikan In managing working hours, ABM ensures that it
tidak memberlakukan lembur secara berlebihan does not impose excessive overtime and consistently
dan senantiasa mematuhi ketentuan mengenai complies with provisions regarding working time and
waktu kerja dan waktu istirahat. Perusahaan tidak rest time. The Company does not withhold employees’
melakukan penahanan dokumen pribadi karyawan personal documents and upholds the principles of trust
dan menjunjung tinggi prinsip kepercayaan serta and professionalism in all personnel administration
profesionalisme dalam seluruh proses administrasi processes. For employees assigned to remote areas,
kepegawaian. Bagi karyawan yang bertugas di wilayah ABM provides time flexibility outside working hours and
terpencil, ABM memberikan fleksibilitas waktu di luar ensures that decisions to work overtime are entirely
jam kerja dan memastikan bahwa keputusan untuk voluntary, taking into account health, safety, and work
melakukan lembur sepenuhnya bersifat sukarela environment conditions.
dengan mempertimbangkan faktor kesehatan,
keselamatan, dan kondisi lingkungan kerja.
ABM memastikan bahwa seluruh proses rekrutmen, ABM ensures that all recruitment, promotion, and
promosi, dan mutasi karyawan dilaksanakan employee transfer processes are carried out based on
berdasarkan asas kesepakatan bersama tanpa unsur the principle of mutual agreement without coercion or
paksaan dan ancaman, baik di seluruh operasi maupun threats, both across all operations and throughout the
di sepanjang rantai pasok Perusahaan. Pendekatan Company’s supply chain. This approach forms part
ini menjadi bagian dari upaya Perusahaan dalam of the Company’s efforts to create fair, equitable, and
menciptakan hubungan kerja yang adil, setara, dan sustainable employment relationships.
berkelanjutan.
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Sejalan dengan pendekatan manajemen yang In line with a comprehensive management approach to
komprehensif dalam perlindungan hak asasi protecting human rights, ABM applies the principles of
manusia, ABM menerapkan prinsip kesetaraan dan equality and non-discrimination across all operational
nondiskriminasi di seluruh wilayah operasional. areas. The Company provides a reporting mechanism
Perusahaan menyediakan mekanisme pelaporan for alleged discriminatory acts and sexual harassment
atas dugaan tindakan diskriminatif dan pelecehan through the Whistleblowing System (WBS), which
seksual melalui Whistleblowing System (WBS) yang ensures reporter confidentiality and handling in
menjamin kerahasiaan pelapor serta penanganan accordance with internal provisions and applicable
sesuai ketentuan internal dan peraturan yang berlaku. regulations. Policies related to workplace ethics,
Kebijakan terkait etika di tempat kerja, pencegahan discrimination prevention, and sexual harassment
diskriminasi, dan pelecehan seksual diatur dalam are regulated in the Company Regulation, reviewed
Peraturan Perusahaan, ditinjau secara berkala, periodically, and managed by the Corporate Human
dan dikelola oleh fungsi Corporate Human Capital. Capital function. Throughout 2025, ABM did not receive
Sepanjang tahun 2025, ABM tidak menerima laporan any reports or record any incidents of discrimination or
maupun mencatat adanya insiden diskriminasi atau sexual harassment, and consistently ensured policy
pelecehan seksual, serta secara konsisten memastikan alignment with national regulations and international
keselarasan kebijakan dengan regulasi nasional dan standards, including the International Labour
standar internasional, termasuk International Labour Organization (ILO).
Organization (ILO).
Perundingan Kolektif [GRI 2-30] [GRI 402-1] [GRI Collective Bargaining [GRI 2-30] [GRI 402-1] [GRI
407-1] [ NDAQ G4] 407-1] [NDAQ Q G4]
ABM menjamin dan melindungi kebebasan berserikat ABM guarantees and protects freedom of association as
sebagai bagian dari komitmen perusahaan terhadap part of the Company’s commitment to human rights and
hak asasi manusia dan hubungan industrial yang harmonious industrial relations. The Company openly
harmonis. Perusahaan secara terbuka memfasilitasi facilitates dialogue with employees through various
dialog dengan karyawan melalui berbagai kanal communication channels, such as coffee morning,
komunikasi, seperti coffee morning, morning morning briefings, and town halls, so that employees
briefing, dan town hall, sehingga karyawan dapat can freely express opinions and aspirations. Through
menyampaikan pendapat dan aspirasi dengan bebas. these communication mechanisms, ABM can manage
Melalui mekanisme komunikasi ini, ABM dapat potential risks related to freedom of association and
mengelola potensi risiko terkait kebebasan berserikat collective bargaining. The Company ensures that all
dan perundingan kolektif. Perusahaan memastikan employees have the right to join and participate in labor
seluruh karyawan memiliki hak untuk bergabung dan union activities.
berpartisipasi dalam kegiatan serikat pekerja.
Komitmen terhadap kebebasan berserikat dan The commitment to freedom of association and
perundingan kolektif juga diwujudkan melalui collective bargaining is also realized through the
mekanisme penyusunan dan pelaksanaan Perjanjian mechanism for the preparation and implementation of
Kerja Bersama (PKB) maupun Peraturan Perusahaan a Collective Labor Agreement (PKB) and/or Company
(PP), yang disusun dan dirundingkan secara partisipatif Regulation (PP), which are prepared and negotiated
antara manajemen dan perwakilan pekerja. Pendekatan in a participatory manner between management and
ini sejalan dengan Konvensi ILO No. 98 Tahun 1949 employee representatives. This approach is aligned
tentang Hak Berorganisasi dan Perundingan Bersama with ILO Convention No. 98 of 1949 concerning the
yang telah diratifikasi melalui Undang-Undang No. 18 Right to Organize and Collective Bargaining, which has
Tahun 1956, guna memberikan kejelasan mengenai been ratified through Law No. 18 of 1956, to provide
hak dan kewajiban antara pengusaha dan pekerja clarity regarding the rights and obligations between
serta tata tertib di lingkungan kerja. employers and workers as well as rules and order in
the workplace.
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Seluruh ketentuan dalam PP/PKB dirancang secara All provisions in the PP/PKB are designed transparently
transparan dan diberlakukan secara konsisten di and are implemented consistently across all ABM
seluruh entitas anak Grup ABM, sehingga 100% Group subsidiary entities, so that 100% of employees
karyawan terlindungi oleh ketentuan hubungan kerja are protected under fair employment relationship
yang adil dan sesuai dengan peraturan perundang- provisions and in accordance with applicable laws
undangan yang berlaku. PP/PKB berfungsi sebagai and regulations. The PP/PKB serves as a framework
kerangka penyelesaian berbagai isu ketenagakerjaan, for resolving various employment issues, including
termasuk keluhan karyawan, pelanggaran disiplin, dan employee grievances, disciplinary violations, and
potensi perselisihan hubungan industrial. potential industrial relations disputes.
Sepanjang tahun 2025, tidak terdapat konflik antara Throughout 2025, there were no conflicts between
Karyawan dan ABM. Setiap perbedaan pendapat atau Employees and ABM. Any differences of opinion or
potensi perselisihan yang muncul diselesaikan melalui potential disputes that arose were resolved through
mekanisme mediasi bipartit maupun tripartit sesuai bipartite or tripartite mediation mechanisms in
ketentuan yang berlaku. Selain itu, Serikat Pekerja di accordance with applicable provisions. In addition, the
SSB berperan aktif dalam memfasilitasi dialog yang Labor Union at SSB played an active role in facilitating
konstruktif antara perusahaan dan karyawan, sehingga constructive dialogue between the Company and
hubungan industrial tetap terjaga secara harmonis dan employees, so that industrial relations remained
kondusif. harmonious and conducive.
Sebagai bagian dari pendekatan manajemen As part of a sustainable industrial relations
hubungan industrial yang berkelanjutan, ABM secara management approach, ABM periodically evaluates the
berkala melakukan evaluasi atas implementasi PP/ implementation of the PP/PKB together with employees
PKB bersama karyawan melalui mekanisme town hall through a town hall meeting mechanism held at least
meeting yang dilaksanakan minimal dua kali dalam twice a year, as well as annual regular meetings with all
setahun, serta pertemuan rutin tahunan dengan subsidiary entities for the socialization and evaluation
seluruh entitas anak perusahaan untuk sosialisasi dan of industrial relations policies.
evaluasi kebijakan hubungan industrial.
Selain itu, untuk menjaga transparansi dan In addition, to maintain transparency and effective
komunikasi yang efektif, ABM memastikan bahwa communication, ABM ensures that any corporate
setiap rencana aksi korporasi atau perubahan action plan or operational change that has a significant
operasional yang berdampak signifikan terhadap impact on employees is communicated to all workers
karyawan dikomunikasikan kepada seluruh pekerja in accordance with applicable procedures. Information
sesuai dengan prosedur yang berlaku. Penyampaian is delivered within a timeframe that refers to Company
informasi dilakukan dalam jangka waktu yang Regulation No. KEP.4/HI.00.01/00.0000.230414006/B/
mengacu pada Peraturan Perusahaan No. KEP.4/ VII/2023, namely no later than one month (four weeks)
HI.00.01/00.0000.230414006/B/VII/2023, yaitu paling before the operational change is implemented.
lambat satu bulan (empat minggu) sebelum perubahan
operasional diberlakukan.
Melalui pendekatan dialog terbuka, penerapan PP/ Through an open dialogue approach, the implementation
PKB, dan perlindungan hak kebebasan berserikat, of the PP/PKB, and the protection of freedom of
ABM memitigasi risiko yang mungkin timbul terkait association rights, ABM mitigates potential risks related
perundingan kolektif di seluruh wilayah operasional dan to collective bargaining across all operational areas and
memastikan bahwa hak karyawan untuk berserikat dan ensures that employees’ rights to organize and bargain
berunding bersama tetap terpenuhi secara konsisten. collectively remain consistently fulfilled.
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Penghormatan terhadap Respect for the Rights of
Hak Masyarakat Adat dan Indigenous Peoples and
Komunitas Lokal Local Communities
[GRI 407-1] [GRI 411-1] [NDAQ S10] [GRI 407-1] [GRI 411-1] [NDAQ S10]
ABM berkomitmen menghormati budaya serta hak- ABM is committed to respecting the culture and the
hak masyarakat adat dan komunitas lokal di sekitar rights of Indigenous Peoples and local communities
wilayah operasional. Pada tahun pelaporan 2025, around its operational areas. In the 2025 reporting
wilayah operasional ABM tidak bersinggungan secara year, ABM’s operational areas did not directly overlap
langsung dengan wilayah masyarakat adat. Meskipun with Indigenous Peoples’ territories. Nevertheless,
demikian, Perusahaan tetap memastikan bahwa setiap the Company continues to ensure that all operational
aktivitas operasional dijalankan dengan menghormati activities are carried out with respect for local community
hak masyarakat lokal serta mendukung keberlanjutan rights and support the sustainability of livelihoods that
mata pencaharian yang telah berlangsung secara have been passed down from generation to generation.
turun-temurun. Pendampingan yang dilakukan ABM The assistance provided by ABM is tailored to the needs
disesuaikan dengan kebutuhan komunitas setempat of local communities to maintain harmony and preserve
guna menjaga keharmonisan dan melestarikan nilai- local wisdom values.
nilai kearifan lokal.
Sepanjang tahun 2025, tidak terdapat insiden atau Throughout 2025, there were no incidents or reports
laporan pelanggaran hak masyarakat adat maupun of violations of the rights of Indigenous Peoples or
masyarakat lokal melalui Whistleblowing System local communities through the Whistleblowing System
(WBS), media atau kanal lainnya. (WBS), the media, or other channels.
Sebagai bagian dari komitmen tersebut, ABM secara As part of this commitment, ABM consistently ensures
konsisten memastikan pemenuhan dan perlindungan that the fulfillment and protection of the rights of
hak masyarakat adat maupun masyarakat lokal menjadi Indigenous Peoples and local communities remain a
prioritas utama, serta melakukan identifikasi secara top priority, and conducts periodic identification to
berkala untuk memastikan tidak terdapat area operasional ensure that no operational areas are located within
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yang berada di dalam atau berdekatan dengan wilayah or adjacent to Indigenous Peoples’ territories. This
masyarakat adat. Pendekatan ini dilakukan untuk menjaga approach is undertaken to maintain a harmonious and
hubungan yang harmonis dan berkelanjutan antara sustainable relationship between the Company and
Perusahaan dan komunitas setempat. local communities.
Pendampingan yang dilakukan ABM difokuskan The assistance provided by ABM is focused on programs
pada program-program yang relevan dengan that are relevant to community needs, particularly those
kebutuhan masyarakat, terutama yang berkaitan related to strengthening local livelihoods that have been
dengan penguatan mata pencaharian lokal yang telah sustained from generation to generation, as well as
berlangsung secara turun-temurun, serta pelestarian preserving local social and cultural values.
nilai-nilai sosial dan budaya setempat.
Selama periode pelaporan, tidak terdapat insiden During the reporting period, there were no identified
pelanggaran hak masyarakat adat maupun masyarakat incidents of violations of the rights of Indigenous
lokal yang teridentifikasi, yang dibuktikan dengan tidak Peoples or local communities, as evidenced by the
adanya laporan melalui WBS, pemberitaan media, absence of reports through the WBS, media coverage,
maupun penyampaian langsung dari para pemangku or direct submissions from stakeholders.
kepentingan.
Untuk memastikan penerapan prinsip hak asasi To ensure consistent application of human rights
manusia secara konsisten, ABM memastikan bahwa principles, ABM ensures that employees obtain
karyawan memperoleh pemahaman yang memadai adequate understanding related to human rights
terkait perlindungan hak asasi manusia melalui protection through the socialization of Company
sosialisasi peraturan perusahaan dan kode etik yang Regulations and the Code of Conduct, which includes
mencakup klausul penghormatan terhadap hak clauses on respect for the rights of Indigenous Peoples
masyarakat adat dan komunitas lokal. and local communities.
Dalam konteks wilayah operasional, ABM memastikan In the context of its operational areas, ABM ensures that
bahwa seluruh area operasi tidak bersinggungan di all operational areas do not overlap within Indigenous
dalam kawasan masyarakat adat, kawasan lindung Peoples’ areas, protected areas based on IUCN
berdasarkan Kategori Manajemen Kawasan Lindung Protected Area Management Categories, the Ramsar
IUCN, Konvensi Ramsar, maupun legislasi nasional. Convention, or national legislation. Nevertheless,
Meskipun demikian, ABM tetap menetapkan dan ABM continues to designate and manage biodiversity
mengelola kawasan perlindungan keanekaragaman protection areas in several operational areas as a form
hayati di sejumlah wilayah operasional sebagai bentuk of commitment to environmental sustainability.
komitmen terhadap kelestarian lingkungan.
Pendekatan perlindungan hak asasi manusia di ABM, ABM’s approach to human rights protection, both in the
baik di lingkungan kerja maupun di sepanjang rantai workplace and throughout the supply chain, is regulated
pasok, diatur melalui kode etik, Peraturan Perusahaan, through the Code of Conduct, Company Regulations, as
serta klausul dalam perjanjian kerja dan pakta well as clauses in employment agreements and integrity
integritas yang wajib dipatuhi oleh seluruh karyawan pacts that must be complied with by all employees
dan pemasok. Implementasi kebijakan tersebut secara and suppliers. The implementation of these policies
berkala ditinjau dengan mengacu pada ketentuan is periodically reviewed with reference to applicable
regulasi yang berlaku. regulatory provisions.
ABM juga memastikan bahwa 100% petugas ABM also ensures that 100% of security personnel,
keamanan, termasuk yang berasal dari pihak ketiga, including those from third parties, have received
telah menerima pelatihan resmi terkait kebijakan official training related to the human rights policy and
hak asasi manusia dan prosedur pengamanan yang applicable security procedures. This requirement is
berlaku. Persyaratan ini diterapkan secara setara guna applied equally to ensure that all security activities are
memastikan bahwa seluruh aktivitas pengamanan carried out with respect for human rights across all
dilakukan dengan menghormati hak asasi manusia di operational areas. [GRI 410-1]
seluruh area operasional. [GRI 410-1]
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Pemberdayaan Masyarakat [GRI 413-1; GRI 413-2]
Community Empowerment
Pendekatan Manajemen Management Approach
Melalui program kemasyarakatan, ABM senantiasa Through community programs, ABM consistently
menyeimbangkan prioritas ekonomi, sosial, dan balances economic, social, and environmental priorities.
lingkungan. Melampaui fokus yang hanya berorientasi Going beyond a focus that is solely oriented toward
pada kinerja bisnis, ABM mendorong inisiatif-inisiatif business performance, ABM promotes initiatives that
yang memberikan nilai langsung dan berkelanjutan provide direct and sustainable value for communities
bagi masyarakat di sekitar wilayah operasionalnya. around its operational areas.
ABM melaksanakan serangkaian program pemberdayaan ABM implements a series of structured community
masyarakat yang terstruktur untuk membangun empowerment programs to build the local economy,
ekonomi lokal, meningkatkan kesejahteraan sosial, dan improve social welfare, and provide livelihood-related
menyediakan keterampilan terkait mata pencaharian skills to enhance the quality of life of surrounding
guna meningkatkan kualitas hidup masyarakat sekitar. communities. To ensure that each program truly
Untuk memastikan setiap program benar-benar addresses local needs and identifies positive and
menjawab kebutuhan lokal dan mengidentifikasi dampak negative impacts, ABM also conducts impact
positif maupun negatif, ABM juga melakukan evaluasi evaluations after program implementation.
dampak setelah program diimplementasikan.
ABM secara berkala melakukan pemetaan isu dan ABM periodically conducts issue and stakeholder
pemangku kepentingan serta penyusunan social baseline mapping (needs assessment) and prepares a social
study untuk memperoleh gambaran yang komprehensif baseline study to obtain a comprehensive overview
mengenai dinamika sosial masyarakat di sekitar wilayah of the social dynamics of communities around its
operasional. Pendekatan ini memungkinkan Perusahaan operational areas. This approach enables the Company
memahami kebutuhan, potensi, serta isu strategis yang to understand emerging needs, potential, and strategic
berkembang, sehingga program dan inisiatif yang issues, so that the programs and initiatives implemented
dijalankan dapat lebih tepat sasaran dan selaras dengan can be more well-targeted and aligned with local
kondisi lokal. [SEOJK F.24] conditions. [SEOJK F.24]
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Realisasi Dana Pemberdayaan Community Empowerment Fund
Masyarakat [SEOJK F.25] Realization [SEOJK F.25]
Pada tahun 2025, ABM merealisasikan dana In 2025, ABM realized community empowerment funds
pemberdayaan masyarakat sebesar Rp 5,11 miliar, amounting to Rp 5.11 billion, a decrease compared to
menurun dibandingkan realisasi tahun 2024 sebesar the 2024 realization of Rp 9.59 billion. This decrease
Rp 9,59 miliar. Penurunan ini mencerminkan penyesuaian reflects adjustments to program priorities and the scale
prioritas program dan skala implementasi di masing- of implementation in each operational area during the
masing wilayah operasional selama periode pelaporan. reporting period.
Secara keseluruhan, dana pemberdayaan ini digunakan Overall, these empowerment funds were used to
untuk mendukung kegiatan di berbagai sektor, meliputi support activities across various sectors, including
pendidikan, kesehatan, peningkatan pendapatan education, health, income improvement and economic
dan kemandirian ekonomi, sosial dan budaya, serta self-reliance, social and culture, as well as community
partisipasi masyarakat dalam pengelolaan lingkungan. participation in environmental management. Programs
Program juga mencakup penguatan kelembagaan also include strengthening community institutions,
komunitas, pembangunan infrastruktur pendukung, developing supporting infrastructure, and environmental
serta inisiatif pelestarian lingkungan. conservation initiatives.
Realisasi Dana Pemberdayaan Masyarakat tahun 2025 (Rp)
Realization of Community Empowerment Funds in 2025 (Rp)
Pilar CSR Dalam Rp
Pillar CSR in Rp
Pendidikan
Rp 245.283.454
Education
Lingkungan dan Dampak Ekologi
Rp 1.261.038.201
Environment dan Ecological Impact
Sosial Budaya
Rp 3.116.854.260
Sociocultural
Ekonomi
Rp 148.276.000
Economic
Kesehatan
Rp 210.498.500
Health
Tanggap Bencana
Rp 132.884.400
Emergency Response
Grup ABM mengelompokkan program pemberdayaan ABM Group classified community empowerment
masyarakat ke dalam tiga kategori utama, berdasarkan programs into three main categories, based on program
tujuan program dan target pemangku kepentingan, objectives and stakeholder targets, as follows:
yaitu:
• Pemberdayaan Ekonomi Masyarakat, Pelestarian • Community Economic Empowerment, Environmental
Lingkungan, dan Mata Pencaharian Conservation, and Livelihoods
ABM mengembangkan dan melaksanakan berbagai ABM develops and implements various community
inisiatif masyarakat untuk memperkuat kewirausahaan, initiatives to strengthen entrepreneurship, livelihood
keterampilan penghidupan, pelestarian lingkungan, skills, environmental conservation, and the welfare
serta kesejahteraan pemangku kepentingan utama. of key stakeholders. These key stakeholders include
Para pemangku kepentingan utama ini mencakup farmers and other groups directly or indirectly affected
petani serta kelompok lain yang terdampak secara by ABM’s operations, such as women, children, and
langsung maupun tidak langsung oleh operasi school-age children.
ABM, seperti perempuan, anak-anak, dan anak usia
sekolah.
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• Penguatan jiwa volunteerism untuk karyawan • Strengthening the spirit of volunteerism for ABM
ABM employees
ABM mengembangkan program khusus untuk ABM develops specific programs to encourage
mendorong dan memperkuat jiwa volunteerism untuk and strengthen the spirit of volunteerism for ABM
karyawan ABM berpartisipasi dalam pembangunan employees to participate in social and environmental
sosial dan lingkungan hidup. development.
• Evaluasi Dampak Program Masyarakat • Evaluation of Community Program Impacts
ABM senantiasa melaksanakan evaluasi dampak ABM consistently conducts impact evaluations
untuk mengidentifikasi dampak positif dan negatif to identify positive and negative impacts on key
terhadap para pemangku kepentingan utama stakeholders after programs are implemented. The
setelah program dilaksanakan. Hasil penilaian results of this assessment serve as the basis for
ini menjadi dasar untuk merancang perbaikan designing program improvements and ensuring
program, serta memastikan bahwa program dapat that programs can address local stakeholder needs
menjawab kebutuhan pemangku kepentingan lokal in a more meaningful and effective manner.
secara lebih bermakna dan efektif.
Seluruh program kemasyarakatan ini dilaksanakan All of these community programs are implemented
oleh seluruh anak perusahaan, dengan pengawasan by all subsidiaries, with ongoing oversight by the ESG
berkelanjutan oleh Komite ESG dan tim CSR di tingkat Committee and CSR teams at the subsidiary level, as
anak perusahaan, serta pemantauan dari Dewan well as monitoring by the Board of Directors (BoD).
Direksi (BOD).
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Pemberdayaan Ekonomi Masyarakat, Pelestarian
Lingkungan, dan Mata Pencaharian [SEOJK F.24]
Community Economic Empowerment, Environmental Conservation, and Livelihoods
Dua program utama yang dijalankan ABM pada tahun Two main programs implemented by ABM this year
ini adalah Program Kopi Aranio dan Klaster Pertanian are the Aranio Coffee Program and the Sustainable
Berkelanjutan (Biotron). Kedua program ini bertujuan Agriculture Cluster (Biotron). Both programs aim to
memperkuat pemberdayaan masyarakat melalui strengthen community empowerment through local
ketahanan ekonomi lokal, kesejahteraan sosial, dan economic resilience, social welfare, and environmental
pengelolaan lingkungan bagi pemangku kepentingan management for key stakeholders affected. ABM
utama yang terdampak. ABM juga memastikan also ensures that these programs are aligned with
bahwa program-program ini selaras dengan prioritas government priorities for village development
pemerintah untuk pembangunan desa dan Tujuan and the Sustainable Development Goals (SDGs).
Pembangunan Berkelanjutan (TPB). Dengan demikian, Accordingly, ABM’s community programs contribute
program masyarakat ABM berkontribusi kuat terhadap strongly to the national sustainability agenda.
orientasi keberlanjutan nasional.
Program Kopi Aranio Aranio Coffee Program
[GRI 203-1; GRI 413-1; GRI 413-2] [GRI 203-1; GRI 413-1; GRI 413-2]
Pemangku kepentingan utama yang terdampak adalah Key affected stakeholders are farmers and the
para petani dan masyarakat Desa Tiwingan Lama di community of Tiwingan Lama Village in Aranio District,
Kecamatan Aranio, Kabupaten Banjar, Kalimantan Banjar Regency, South Kalimantan. Together with these
Selatan. Bersama para pemangku kepentingan stakeholders, ABM seeks to revitalize abandoned
tersebut, ABM berupaya revitalisasi lahan perkebunan plantation land and strengthen the local coffee sector
yang terbengkalai dan memperkuat sektor kopi lokal as the village’s livelihood.
sebagai mata pencaharian desa.
Secara umum, desain program ABM mencakup In general, ABM’s program design includes providing
penyediaan pelatihan bagi petani dalam bidang yang training for farmers in areas covering coffee cultivation,
meliputi budidaya kopi, tata kelola pascapanen, post-harvest governance, entrepreneurship, product
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kewirausahaan, pengembangan produk, dan akses development, and market access. Through these skills,
pasar. Melalui keterampilan ini, petani berhasil beralih farmers successfully transitioned from selling raw
dari menjual biji kopi mentah menjadi memproduksi kopi coffee beans to producing packaged ground coffee,
bubuk dalam kemasan, sehingga meningkatkan margin thereby increasing income margins and strengthening
pendapatan dan memperkuat kapasitas agroindustri the village’s agro-industry capacity. This program
desa. Program ini menekankan konsep shared value, emphasizes the shared value concept, in which
di mana pemberdayaan masyarakat memperkuat community empowerment strengthens long-term
ketahanan ekonomi jangka panjang serta mendukung economic resilience and supports the achievement of
pencapaian TPB dan pembangunan ekonomi lokal. the SDGs and local economic development.
Di bawah ini adalah perjalanan Program Kopi Aranio Below is the Aranio Coffee Program journey, which
yang menampilkan keterlibatan dan pemberdayaan showcases the involvement and empowerment of
pemangku kepentingan lokal di sepanjang alur program. local stakeholders throughout the program flow.
• Keterlibatan pemangku kepentingan dalam
konsultasi dan evaluasi bersama • Stakeholder engagement in joint consultations
ABM bermitra dengan Kelompok Tani Hutan, and evaluations
BUMDes Tiwingan Sejahtera, Pemerintah Desa ABM partners with the Forest Farmer Group
Tiwingan Lama, dan pengelola Taman Hutan Raya (Kelompok Tani Hutan), BUMDes Tiwingan
(Tahura) Sultan Adam, untuk memastikan desain Sejahtera, the Tiwingan Lama Village Government,
program menjawab kebutuhan lokal. and the management of the Sultan Adam Forest
Park (Tahura) to ensure that the program design
• Penyediaan pelatihan bagi petani kopi addresses local needs.
Berdasarkan hasil konsultasi, ABM menyediakan • Provision of training for coffee farmers
serangkaian pelatihan mencakup empat bidang Based on the consultation results, ABM provided
utama, berikut dengan 40 petani yang berpartisipasi. a series of training programs covering four main
Dukungan kepada mereka tidak hanya dalam areas, with 40 farmers participating. Support for
pengembangan produk tetapi juga peningkatan them is provided not only in product development
akses pasar. but also in improving market access.
Sinergi Program Ketrampilan Key Skills
Synergy Program
Mencakup teknik dasar dan terampil dalam: Includes basic and advanced techniques in:
• Persiapan pembibitan dan penanaman • Seedling preparation and planting
Budidaya Kopi • Pemangkasan dan pemupukan • Pruning and fertilization
Coffee Cultivation • Pengelolaan tanah • Soil management
• Praktik budidaya berkelanjutan sesuai pedoman • Sustainable cultivation practices in accordance
Tahura with Tahura guidelines
Meningkatkan kompetensi petani dalam memproses Enhancing farmers’ competencies in processing
biji kopi: coffee beans:
Pascapanen • Pemanenan dan pemilihan • Harvesting and selection
Post-Harvest • Pengeringan, pencucian, dan fermentasi • Drying, washing, and fermentation
• Peningkatan mutu biji kopi • Improving coffee bean quality
• Pengenalan dasar sensory & grading • Introduction to sensory basics and grading
Membantu petani untuk transisi dari sekadar Helping farmers transition from merely selling raw
menjual biji kopi mentah menjadi produk dengan coffee beans to value-added products, including:
nilai tambah, meliputi:
• Roasting (memanfaatkan mesin roasting yang • Roasting (utilizing a roasting machine provided by
Pengolahan disediakan oleh BUMDes) BUMDes)
Produk • Penghalusan dan pengemasan (grinding and • Grinding and packaging
Product packaging)
Processing • Penggunaan peralatan sealer, grinder, dan mesin • Use of sealer equipment, grinders, and other
lainny machines
• Pengembangan produk kopi bubuk (ground • Development of ready-to-sell ground coffee
coffee) siap jual products
Meningkatkan kemampuan bisnis petani: Improving farmers’ business capabilities:
Dukungan • Penjualan ke BUMDes sebagai target pasar yang
Kewirausahaan • Sales to BUMDes as a stable target market
stabil
dan Akses Pasar • Stabilitas harga dan penghematan biaya
Entrepreneurship • Price stability and cost savings
• Pemahaman dasar terkait rantai nilai • Basic understanding of the value chain
Support and
Market Access
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Dampak Program Kopi Aranio Impact of the Aranio Coffee Program
[SEOJK F.23] [SEOJK F.23]]
Berdasarkan SROI yang dilakukan oleh Center for Based on the SROI conducted by the Center for
Entrepreneurship, Change, and Third Sector (CECT) Entrepreneurship, Change, and Third Sector (CECT)
Trisakti, petani mengalami peningkatan pengetahuan, Trisakti, farmers experienced increased knowledge,
akses pasar yang lebih mudah melalui BUMDes, easier market access through BUMDes, and
dan peningkatan pendapatan. Program ini juga increased income. This program also supported the
mendukung terbentuknya rantai nilai kopi desa yang establishment of a new village coffee value chain,
baru, menghasilkan peningkatan produk olahan dan resulting in an increase in processed products and
sumber pendapatan baru bagi BUMDes. new income sources for BUMDes.
Hasil SROI menunjukkan bahwa setiap Rp 1 yang The SROI results show that every Rp 1 invested
diinvestasikan menghasilkan Rp 3,38 nilai sosial generated Rp 3.38 in social value during 2023–2024.
selama 2023-2024. Dampak signifikan, sebesar Significant impact, amounting to 99.3%, was received
99,3%, diterima oleh petani melalui peningkatan by farmers through increased knowledge, income, and
pengetahuan, pendapatan, dan stabilitas pasar, serta market stability, and also contributed to strengthening
berkontribusi pada penguatan lembaga desa dan village institutions and the sustainable management of
pengelolaan berkelanjutan kawasan Tahura. Seiring the Tahura area. As coffee becomes an increasingly
dengan berkembangnya komoditas kopi sebagai vital economic resource for the village, there is a
sumber ekonomi desa, terdapat potensi peningkatan risk of growing dependence on a single commodity;
ketergantungan pada komoditas tertentu, sehingga ABM therefore, ABM also encourages community capacity
juga mendorong penguatan kapasitas masyarakat dan building and the development of product diversification
pengembangan variasi produk agar manfaat ekonomi to ensure that economic benefits remain sustainable.
tetap berkelanjutan.
>40 3,38
Petani berpartisipasi SROI
Farmers participated
Rp268,22
Juta | Million
Investasi 2023-2025
Investment 2023-2025
Dampak signifikan terhadap petani yang teridentifikasi mencakup:
• Peningkatan pendapatan petani dari penjualan kopi
• Pengurangan biaya transportasi karena akses pasar desa
• Peluang kerja baru (misalnya, terbukti dari 5 perempuan pekerja panen)
• Pertumbuhan agroindustri lokal melalui unit pengolahan BUMDes
• Terbentuknya rantai nilai kopi desa sebagai pendorong ekonomi lokal
Significant impacts on farmers that were identified include:
• Increased farmer income from coffee sales
• Reduced transportation costs due to village market access
• New job opportunities (for example, as evidenced by 5 women harvest workers)
• Growth of the local agro-industry through the BUMDes processing unit
• The establishment of a village coffee value chain as a driver of the local economy
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Klaster Pertanian Berkelanjutan Sustainable Agriculture Cluster through
melalui Biochar Three in One (Biotron) Biochar Three in One (Biotron)
[GRI 203-1; GRI 413-1; GRI 413-2] [GRI 203-1; GRI 413-1; GRI 413-2]
Melalui CK, ABM mengembangkan klaster pertanian Through CK, ABM developed a sustainable agriculture
berkelanjutan berbasis Biotron, teknologi pemulihan cluster based on Biotron, a soil restoration technology.
tanah. Berkolaborasi dengan BBPP Binuang, ABM In collaboration with BBPP Binuang, ABM provided
memberikan pelatihan, demonstrasi lapangan, dan training, field demonstrations, and technical support
dukungan teknis bagi petani. Biotron menjawab for farmers. Biotron addresses challenges related
tantangan kelangkaan pupuk, degradasi tanah, dan to fertilizer scarcity, soil degradation, and declining
penurunan produktivitas, serta menawarkan solusi productivity, and offers large-scale agroforestry
agroforestri berskala luas untuk pemulihan lahan jangka solutions for long-term land restoration, including
panjang, termasuk lahan pascatambang. Hasil awal post-mining land. Initial results indicate improved soil
menunjukkan peningkatan kesehatan tanah, peningkatan health, increased crop yields, reduced dependence on
hasil panen, pengurangan ketergantungan pada pupuk synthetic fertilizers, and enhanced farmer resilience.
sintetis, dan peningkatan ketahanan petani.
24 Rp 75
Orang | People
Petani berpartisipasi
Juta | Million
Investasi
Farmers participated Investment
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Program Bunda Peduli Asupan Sehat Bunda Peduli Asupan Sehat (Bunda
(Bunda PAS) PAS) Program
Diluncurkan melalui CKB, ABM bekerja sama dengan Launched through CKB, ABM collaborates with local
tenaga kesehatan lokal dan pemerintah desa di health workers and village governments in Surabaya,
Surabaya, Jawa Timur. Program ini memberikan East Java. This program provides direct nutritional
dukungan gizi langsung, edukasi, dan pemberdayaan support, education, and community empowerment to
masyarakat untuk mengatasi stunting. address stunting.
Program berjalan di 4 kelurahan di Kecamatan Benowo The program operates in four urban villages in Benowo
Tambak Osowilangun, Sememi/Semeni, Kandangan, District—Tambak Osowilangun, Sememi/Semeni,
dan Romokalisari dan menjangkau 50 anak berisiko Kandangan, and Romokalisari—and reaches 50 children
stunting melalui paket gizi rutin (telur, susu, vitamin), at risk of stunting through regular nutrition packages
pemantauan pertumbuhan, pelatihan bagi pengasuh, (eggs, milk, vitamins), growth monitoring, training
dan koordinasi dengan Puskesmas. Selain itu, program for caregivers, and coordination with Puskesmas. In
ini juga dijalankan di Jakarta Utara, khususnya di addition, the program is also implemented in North
Kelurahan Sukapura, Kecamatan Cilincing. Total Jakarta, specifically in Sukapura Urban Village,
kontribusi ABM pada tahun 2025 untuk program ini Cilincing District. ABM’s total contribution in 2025 for
adalah Rp 65,49 Juta. this program was IDR 65.49 million.
Dengan fokus intervensi program ada 1.000 hari With the program intervention focused on the first 1,000
pertama kehidupan, ABM memastikan bahwa program days of life, ABM ensures that this program targets the
ini menyasar akar masalah stunting, yaitu malnutrisi root causes of stunting, namely chronic malnutrition,
kronis, kurangnya pengetahuan pengasuhan, dan lack of caregiving knowledge, and limited access to
minimnya akses terhadap makanan bergizi, daripada nutritious food, rather than merely providing assistance
sekadar memberikan bantuan yang tidak menyentuh that does not address the underlying issues (ad-hoc
akar permasalahan (ad-hoc aid). aid).
Dampak Program Bunda PAS Impacts of the Bunda PAS Program
Berdasarkan SROI yang dilakukan oleh Center for Based on the SROI conducted by the Center for
Entrepreneurship, Change, and Third Sector (CECT) Entrepreneurship, Change, and Third Sector (CECT)
Trisakti, program Bunda PAS di Jakarta menghasilkan Trisakti, the Bunda PAS program in Jakarta generated
dampak sosial yang mencakup, antara lain, asupan social impacts including, among others, toddlers’
gizi balita tercukupi dan terpantau secara rutin, nutritional intake being adequately fulfilled and routinely
peningkatan perkembangan motorik halus dan kasar monitored, improved fine and gross motor development
bagi balita, efisiensi biaya pemenuhan gizi anak, dan for toddlers, cost efficiency in meeting children’s
penurunan angka stunting di Kecamatan Sukapura. nutritional needs, and a reduction in stunting rates in
Sukapura District.
Analisis Social Return on Investment yang dilakukan The Social Return on Investment analysis conducted
oleh ABM dan CECT Sustainability Universitas Trisakti by ABM and CECT Sustainability Universitas Trisakti
untuk program di Jakarta Utara menunjukkan bahwa for the program in North Jakarta shows that every Rp1
setiap Rp 1 yang diinvestasikan untuk program ini invested in this program generated Rp 1.43 in social
menghasilkan nilai dampak sosial sebesar Rp 1,43. impact value.
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53 Rp 244,92
Juta | Million
Orang | People
Partisipasi Investasi
Participated Investment
1,43
SROI
Dampak signifikan terhadap balita, orang tua, dan kader
posyandu yang teridentifikasi mencakup:
• Asupan gizi balita tercukupi dan terpantau secara rutin
• Peningkatan perkembangan motorik halus dan kasar bagi balita
• Efisiensi biaya pemenuhan gizi anak
• Penurunan angka stunting di Kecamatan Sukapura
Significant impacts on toddlers, parents, and Posyandu cadres that were
identified include:
• Toddlers’ nutritional intake is adequately fulfilled and routinely monitored
• Improved fine and gross motor development for toddlers
• Cost efficiency in meeting children’s nutritional needs
• A reduction in stunting rates in Sukapura District
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Restorasi Ekosistem Pesisir melalui Coastal Ecosystem Restoration through
Rehabilitasi Mangrove Mangrove Rehabilitation
Pada tahun 2025, ABM memperkuat komitmen restorasi In 2025, ABM strengthened its coastal restoration
pesisir melalui program rehabilitasi mangrove yang commitment through a mangrove rehabilitation program
dilaksanakan bersama CK, CKB, PWP, dan SSB. Dalam implemented together with CK, CKB, PWP, and SSB. In
rangka memperingati International Biodiversity Day commemoration of International Biodiversity Day and
dan dengan tema “Empower the Shoreline, Protect the under the theme “Empower the Shoreline, Protect the
Future” ABM dan para anak perusahaan memobilisasi Future”, ABM and its subsidiaries mobilized employees,
karyawan, masyarakat lokal, dan pemangku kepentingan local communities, and coastal stakeholders to plant
pesisir untuk menanam mangrove di kawasan rawan mangroves in abrasion-prone areas. Leveraging the
abrasi. Dengan mengandalkan keahlian teknis dan technical and logistical expertise of its subsidiaries,
logistik anak perusahaan, program ini mencakup the program includes education, planting, and post-
edukasi, penanaman, dan pemantauan pascatanam planting monitoring to ensure seedling survival.
untuk memastikan kelangsungan hidup bibit.
Upaya ini diarahkan untuk melindungi pesisir These efforts are directed at protecting coastlines,
pantai, meningkatkan keanekaragaman hayati, dan enhancing biodiversity, and creating shared value
menciptakan nilai bersama melalui keterlibatan through employee and community engagement. In
karyawan dan masyarakat. Pada tahun 2025, program 2025, the mangrove rehabilitation program was carried
rehabilitasi mangrove dilaksanakan di Mangrove out at Mangrove Romokalisari, Surabaya, with the
Romokalisari, Surabaya, dengan penanaman 6.000 planting of 6,000 seedlings as part of a total target of
bibit sebagai bagian dari target total 10.000 mangrove. 10,000 mangroves. In addition, in December 2025, ABM
Selain itu, pada bulan Desember 2025, ABM juga also planted 10,000 mangrove seedlings in the Urban
melaksanakan penanaman 10.000 bibit mangrove di Aquaculture area, Mauk Village, Tangerang.
kawasan Urban Aquaculture, Desa Mauk, Tangerang.
Secara jangka panjang, program ini diharapkan In the long term, this program is expected to provide
memberikan manfaat ekologis berkelanjutan, dengan sustainable ecological benefits, with mangroves’ ability
kemampuan mangrove untuk menyerap karbon dan to absorb carbon and preserve coastal ecosystems for
menjaga ekosistem pesisir hingga lebih dari 20 tahun. more than 20 years.
16.000 Rp 260,10
Bibit | Trees Juta | Million
Pohon ditanam Investasi
Tree seedlings planted Investment
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Machining Development Program (MDP) – Keterampilan Teknis untuk Komunitas Lokal
Machining Development Program (MDP) – Technical Skills for Local Communities
SSB melanjutkan Machining Development Program (MDP) SSB continued its Machining Development Program
pada tahun 2025 sebagai bagian dari komitmennya untuk (MDP) in 2025 as part of its commitment to building
membangun kapasitas teknis di Kalimantan. Program ini technical capacity in Kalimantan. The program trained
melatih 16 peserta dalam keterampilan pemesinan, tiga 16 participants in machining skills, three of whom were
di antaranya kemudian dipekerjakan sebagai karyawan subsequently hired as SSB employees. MDP supports
SSB. MDP mendukung pengembangan tenaga kerja lokal, local workforce development, enhances employability,
meningkatkan kemampuan kerja, dan berkontribusi untuk and contributes to improving livelihoods in surrounding
meningkatkan mata pencaharian di masyarakat sekitar. communities.
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Beberapa program kemasyarakatan lainnya di tahun Other community programs in 2025:
2025:
• Program Komunitas Eco-Enzyme • Eco-Enzyme Community Program
Pada April 2025, CK mendukung acara talk show In April 2025, CK supported the talk show event
“Perempuan Menginspirasi: Cantik Peduli Sampah” “Perempuan Menginspirasi: Cantik Peduli Sampah”
di Banjarmasin. Program ini mendorong perempuan in Banjarmasin. This program encourages women
untuk berperan aktif dalam mengolah sampah to play an active role in processing organic waste
organik menjadi eco-enzyme. Sejak 2022, CK telah into eco-enzyme. Since 2022, CK has provided
memberikan edukasi eco-enzyme kepada kader eco-enzyme education to environmental cadres
lingkungan dan sekolah-sekolah, mendukung solusi and schools, supporting community-based waste
pengelolaan sampah berbasis masyarakat dan management solutions and the Climate Village
program Kampung Iklim di Kabupaten Tanah Bumbu. Program in Tanah Bumbu Regency.
• Pelatihan Welding di Balai Latihan Kerja (BLK) • Welding Training at the Pasar Rebo Job Training
Pasar Rebo Center (BLK)
Pada Agustus 2025, SSB memberikan sesi berbagi In August 2025, SSB provided a welding knowledge-
pengetahuan pengelasan untuk 19 peserta BLK sharing session for 19 participants at BLK Pasar
Pasar Rebo. Materi mencakup dasar-dasar welding Rebo. The materials covered welding fundamentals
dan Welding Procedure Specification (WPS) untuk and the Welding Procedure Specification (WPS) to
mendukung peningkatan kompetensi generasi support improving the competencies of the younger
muda dan pengembangan Sumber Daya Manusia generation and human resource development for the
untuk sektor industri. industrial sector.
• Dukungan Pendidikan untuk Siswa di Maluku • Education Support for Students in Southwest
Barat Daya Maluku
Pada September 2025, CKB menyalurkan In September 2025, CKB distributed school
perlengkapan sekolah kepada 312 anak di Desa supplies to 312 children in Lurang and Uhak
Lurang dan Uhak, Maluku Barat Daya. Inisiatif ini Villages, Southwest Maluku. This initiative aims to
bertujuan untuk meningkatkan motivasi belajar increase children’s learning motivation and access
anak-anak dan akses terhadap perlengkapan to educational supplies in remote island areas which
pendidikan di wilayah kepulauan terpencil yang are needed to enable them to obtain better learning
dibutuhkan untuk memampukan mereka meraih opportunities in the future.
kesempatan belajar yang lebih baik di kemudian
hari.
• Dukungan Pendidikan Teknis untuk SMKN 1 • Technical Education Support for SMKN 1
Balikpapan Balikpapan
Melalui program Saya Senang Belajar, ABM Through the Saya Senang Belajar program,
memberikan pelatihan kepada 67 siswa SMKN 1 ABM provided training to 67 students of SMKN 1
Balikpapan terkait teknik pengelasan, alat ukur, Balikpapan on welding techniques, measuring
perilaku industri, keselamatan, serta persiapan CV instruments, industrial behavior, safety, as well as
dan wawancara. Inisiatif ini membantu meningkatkan CV and interview preparation. This initiative helps
kemampuan teknis tenaga kerja masa mendatang improve the technical skills of the future workforce
dan meningkatkan pengetahuan tentang standar and increase knowledge of industry standards
industri melalui pembelajaran praktis dan interaktif. through practical and interactive learning.
• Donasi Darah dan Dukungan Sosial di Tanah • Blood Donation and Social Support in Tanah
Bumbu Bumbu
Dalam memperingati HUT ke-80 Tentara Negara In commemoration of the 80th Anniversary of
Indonesia (TNI), CK dan 22 subkontraktor bekerja the Indonesian National Armed Forces (TNI), CK
sama dengan Kodim 1022/ Tanah Bumbu dan PMI and 22 subcontractors partnered with Kodim
menyelenggarakan donor darah serta menyalurkan 1022/Tanah Bumbu and PMI, organized a blood
250 paket sembako kepada masyarakat. Program donation and distributed 250 basic food packages
ini mendukung masyarakat lokal, memperkuat to the community. This program supports local
kolaborasi dengan institusi regional, dan communities, strengthens collaboration with regional
mendorong keterlibatan sipil antara karyawan dan institutions, and promotes civic engagement between
institusi pemerintah. employees and government institutions.
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• Dukungan untuk Mengentaskan AIDS, TBC, dan • Support for Eliminating AIDS, Tuberculosis, and
Malaria di Kalimantan Selatan Malaria in South Kalimantan
TIA dan CK mendukung inisiatif provinsi Kalimantan TIA and CK supported the South Kalimantan
Selatan untuk mengentaskan AIDS, TBC, dan provincial initiative to eliminate AIDS, tuberculosis,
Malaria pada 2030. Kontribusi kedua perusahaan and malaria by 2030. The contributions of both
mencakup kegiatan pencegahan, layanan Voluntary companies include prevention activities, Voluntary
Counselling and Testing (VCT) di tempat kerja, Counselling and Testing (VCT) services in the
dan edukasi kesehatan bagi pelajar SMA. Upaya workplace, and health education for senior high
ini sejalan dengan target pencapaian kesehatan school students. These efforts are aligned with
nasional dan TPB, sekaligus memperkuat kesadaran national health achievement targets and the SDGs,
komunitas dan kemampuan pencegahan terhadap while also strengthening community awareness
penyakit tersebut. and prevention capabilities against these diseases.
• Pemeliharaan Teaching Factory dan Dukungan • Maintenance of the Teaching Factory and Support
Rumah Autis for Rumah Autis
Di bidang pendidikan, dukungan diberikan melalui In the education sector, support was provided
pemeliharaan fasilitas Teaching Factory serta through the maintenance of Teaching Factory
bantuan perlengkapan sekolah bagi SDN Uhak facilities as well as school supply assistance for
dan Lurang, Maluku melalui CKB. Komitmen SDN Uhak and Lurang, Maluku through CKB. The
terhadap inklusi juga diwujudkan melalui dukungan commitment to inclusion was also realized through
berkelanjutan kepada Rumah Autis dengan ongoing support to Rumah Autis with a fund
alokasi dana sebesar Rp 8 juta untuk mendukung allocation of Rp 8 million to support operations and
operasional dan kebutuhan pembelajaran. learning needs.
• Pencegahan Stunting • Stunting Prevention
Program pencegahan stunting dilaksanakan di Stunting prevention programs were implemented
Sememi, Surabaya (75 anak) dengan dukungan in Sememi, Surabaya (75 children) with support
senilai Rp 30 juta, serta di Puskesmas Sukapura, amounting to Rp 30 million, as well as at Puskesmas
Cilincing, Jakarta Utara (53 anak) melalui Sukapura, Cilincing, North Jakarta (53 children)
penyediaan makanan tambahan bergizi bagi anak- through the provision of nutritious supplementary
anak terdampak. Program ini memperkuat upaya food for affected children. This program strengthens
peningkatan kualitas generasi masa depan di efforts to improve the quality of future generations
wilayah operasional perusahaan. in the Company’s operational areas.
• Pemberdayaan Perempuan melalui UMKM • Women’s Empowerment through MSMEs
Pemberdayaan ekonomi lokal juga dilakukan Local economic empowerment was also carried
melalui pembelian dan penyaluran produk batik out through the purchase and distribution of
sasirangan dari 11 ibu di Desa Bunati, Kecamatan sasirangan batik products from 11 women in Bunati
Sungai Loban, Kabupaten Tanah Bumbu, sebagai Village, Sungai Loban District, Tanah Bumbu
bentuk dukungan terhadap UMKM perempuan dan Regency, as a form of support for women MSMEs
penguatan ekonomi berbasis komunitas. and community-based economic strengthening.
• Program Food Always In The House (FAITH) • Food Always In The House (FAITH) Program
Melalui program Food Always In The House (FAITH), Through the Food Always In The House (FAITH)
ABM mendorong keterlibatan aktif karyawan dalam program, ABM encourages active employee
kegiatan volunteering yang berfokus pada praktik involvement in volunteering activities focused
urban farming di lahan terbatas, bekerja sama dengan on urban farming practices on limited land, in
Kebun Kumara. Program ini meliputi penanaman collaboration with Kebun Kumara. This program
tanaman pangan, tanaman obat, serta tanaman includes planting food crops, medicinal plants, and
cepat panen, disertai edukasi mengenai media fast-harvest crops, accompanied by education on
tanam dan teknik pengelolaan kebun sederhana planting media and simple garden management
yang dapat diterapkan secara mandiri. Pada tahun techniques that can be applied independently. In
2025, kegiatan ini diikuti oleh 49 karyawan dalam 2025, this activity was attended by 49 employees
dua batch pelaksanaan, yang terdiri dari 23 peserta in two batches of implementation, consisting of 23
pada batch pertama dan 26 peserta pada batch participants in the first batch and 26 participants
kedua, sebagai wujud komitmen Perusahaan dalam in the second batch, as a manifestation of the
membangun budaya keberlanjutan melalui partisipasi Company’s commitment to building a sustainability
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langsung karyawan. Setiap karyawan memperoleh culture through direct employee participation.
pengalaman mengolah hasil panen menjadi bahan Each employee gained experience in processing
makanan, sehingga inisiatif ini menumbuhkan harvested produce into food ingredients, thereby
kesadaran akan gaya hidup berkelanjutan dan fostering awareness of a sustainable lifestyle and
pemanfaatan ruang secara produktif. productive use of space.
• Dukungan Pendidikan bagi Masyarakat Sekitar • Education Support for Local Communities
[GRI 203-2] [GRI 203-2]
Sebagai bagian dari komitmen terhadap penguatan As part of its commitment to strengthening
komunitas di sekitar wilayah operasional, communities around its operational areas, the
Perusahaan menyalurkan perlengkapan sekolah Company distributed school supplies to students
kepada siswa SDN Uhak dan SDN Lurang di Maluku of SDN Uhak and SDN Lurang in Maluku through
melalui CKB. Bantuan ini bertujuan mendukung CKB. This assistance aims to support teaching and
kegiatan belajar mengajar serta meningkatkan learning activities and increase students’ learning
semangat belajar siswa di daerah tersebut. motivation in the area.
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Kinerja Sosial
Social Performance
Respons Cepat ABM
untuk Banjir & Longsor
Sumatera 2025
ABM’s Rapid Response to
the 2025 Sumatra Floods
and Landslides [GRI 203-2]
Menanggapi bencana banjir dan longsor yang melanda In response to the floods and landslides that struck
Aceh, Sumatera Utara, dan Sumatera Barat pada 2025, Aceh, North Sumatra, and West Sumatra in 2025, ABM
Grup ABM bersama entitas dalam Grup TMT melalui Group together with entities within the TMT Group,
kolaborasi dengan Human Initiative mengaktifkan in collaboration with Human Initiative, activated an
program tanggap darurat untuk memastikan emergency response program to ensure the fulfillment
pemenuhan kebutuhan dasar masyarakat terdampak, of the basic needs of affected communities, particularly
khususnya kelompok masyarakat yang terdampak those significantly impacted by the disaster. As part of
secara signifikan oleh bencana. Sebagai bagian this humanitarian commitment, TMT Group provided
dari komitmen kemanusiaan tersebut, Grup TMT assistance amounting to Rp2.5 billion to affected
menyalurkan bantuan senilai Rp 2,5 milyar kepada communities in Aceh, particularly in Aceh Tamiang
masyarakat terdampak di Aceh, khususnya di wilayah and North Aceh, which were among the areas most
Aceh Tamiang dan Aceh Utara yang mengalami severely impacted by flash floods, river overflows, and
dampak paling parah akibat bencana banjir bandang, landslides that occurred in late November 2025.
luapan sungai, dan tanah longsor yang terjadi pada
akhir November 2025.
Sebanyak 55 relawan diterjunkan ke wilayah terdampak A total of 55 volunteers were deployed to the affected
untuk melaksanakan evakuasi, distribusi bantuan, areas to conduct evacuations, distribute assistance,
dan pendirian pos tanggap darurat. Selain dukungan and establish emergency response posts. Along
relawan, bantuan yang disalurkan juga mencakup with volunteer support, the aid offered also covered
berbagai kebutuhan dasar masyarakat, antara lain various basic needs for affected communities, such
paket sembako, perlengkapan hunian darurat (terpal, as food parcels, shelter kits (tarpaulins, mats, nails),
tikar, paku), peralatan memasak, perlengkapan mandi, cooking utensils, hygiene kits, dignity kits, bedding
paket kebutuhan dasar, perlengkapan tempat tidur kits (mattresses, blankets, pillows, mosquito nets),
(kasur, selimut, bantal, kelambu), pengadaan air bersih supply of clean water through water trucking, as well
melalui water trucking, serta alat kebersihan rumah as household cleaning supplies and community tools
dan community working tools untuk mendukung proses to assist with post-disaster clean-up efforts.
pembersihan lingkungan pascabencana.
Selain bantuan logistik, dukungan operasional In addition to logistical aid, operational support has
juga diberikan melalui pengerahan alat berat untuk been supplied by deploying heavy equipment to clear
membantu pembukaan akses jalan di wilayah roads in the affected areas, thereby facilitating more
terdampak sehingga proses evakuasi dan distribusi efficient evacuation and distribution of assistance.
bantuan dapat berjalan lebih efektif. Emergency An Emergency Response Team (ERT) has also been
Response Team (ERT) juga diterjunkan untuk deployed to assist with evacuations, distribute basic
mendukung evakuasi korban, distribusi bantuan necessities, and establish community kitchens for
kebutuhan dasar, serta pendirian dapur umum bagi those affected communities.
masyarakat terdampak.
Inisiatif ini mencerminkan komitmen ABM dalam This initiative reflects ABM’s commitment to
mendukung pengurangan risiko dan kerugian akibat supporting the reduction of risks and losses from
krisis kemanusiaan, sekaligus memastikan masyarakat humanitarian crises, while ensuring that affected
terdampak memperoleh bantuan secara cepat, tepat communities receive assistance quickly, accurately
sasaran, dan bermartabat. Selain di Aceh, dukungan targeted, and with dignity. Beyond Aceh, humanitarian
kemanusiaan juga disalurkan ke wilayah terdampak assistance was also extended to other affected areas
lainnya di Sumatera Utara dan Sumatera Barat, in North Sumatra and West Sumatra, including Central
termasuk Kabupaten Tapanuli Tengah, Tapanuli Tapanuli, South Tapanuli, and Agam Regency, as part
Selatan, dan Kabupaten Agam, sebagai bagian dari of a collaborative effort to accelerate community
upaya kolaboratif untuk mempercepat pemulihan recovery after the disaster.
masyarakat pascabencana.
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Penguatan Jiwa Volunteerism untuk Strengthening the Spirit of Volunteerism
Karyawan ABM for ABM Employees
Sebagai bagian dari komitmen terhadap pembangunan As part of its commitment to social development and
sosial dan penguatan keterlibatan karyawan, ABM strengthening employee engagement, ABM developed
mengembangkan program Employee Investment on the Employee Investment on Social program through
Social melalui inisiatif volunteer yang dikembangkan volunteer initiatives that have been developed into a
menjadi sebuah program terstruktur. Program ini structured program. This program encourages employees’
mendorong kontribusi aktif karyawan dalam bentuk active contributions in the form of time, effort, and
waktu, tenaga, dan keahlian untuk mendukung expertise to support the achievement of the Company’s
pencapaian tujuan CSR perusahaan, sekaligus CSR objectives, while also strengthening engagement,
memperkuat engagement, kepedulian sosial, serta social awareness, and the Company’s reputation.
reputasi Perusahaan.
Salah satu inisiatif utama adalah ABM Food Always In One of the main initiatives is ABM FAITH (Food Always in
The House (FAITH), program volunteer internal yang the House), an internal volunteer program that grants one
memberikan hak cuti volunteer selama satu hari (8 jam) day (8 hours) of volunteer leave entitlement per employee
per karyawan setiap tahun, yang dilaksanakan dalam each year, implemented in several batches. This program
beberapa batch. Program ini dirancang untuk melibatkan is designed to involve all levels of employees, from staff
seluruh jenjang karyawan, dari staf hingga direksi, dalam to the Board of Directors, in various social activities that
berbagai kegiatan sosial yang berdampak langsung bagi have direct impacts on communities.
masyarakat.
Selain itu, anak perusahaan Grup ABM secara aktif In addition, ABM Group’s subsidiaries actively contribute in
berkontribusi dalam bidang pendidikan melalui kegiatan the education sector through activities such as teaching at
seperti pengajaran di sekolah kejuruan, kunjungan vocational schools, industry visits for university students,
industri bagi mahasiswa, serta program peningkatan and programs to improve the quality of human resources
kualitas sumber daya manusia dan kewirausahaan and community entrepreneurship. Through this approach,
masyarakat. Melalui pendekatan ini, ABM tidak hanya ABM not only delivers sustainable social benefits, but
memberikan manfaat sosial yang berkelanjutan, tetapi also instills the values of care and togetherness as part
juga menanamkan nilai kepedulian dan kebersamaan of the Company’s culture.
sebagai bagian dari budaya perusahaan.
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Governansi dan Ekonomi
Governance and Economy
Governansi dan Ekonomi
Governance and Economy
Bagi ABM, tata kelola yang kuat
adalah fondasi keberlanjutan kami.
For ABM, strong governance is the foundation of our
sustainability.
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Governansi
GOVERNANCE
Pendekatan Manajemen Management Approach to
untuk Governansi Governance
ABM membangun pendekatan governansi yang ABM develops a governance approach oriented
berorientasi pada keberlanjutan dengan menyeimbangkan towards sustainability by balancing economic,
kinerja ekonomi, lingkungan, dan sosial. Pendekatan environmental, and social performance. The ABM
governansi ABM dibangun atas dasar Undang-Undang governance approach is established based on Law No.
No. 40 Tahun 2007 tentang Perseroan Terbatas dan 40 of 2007 concerning Limited Liability Companies and
kerangka Tata Kelola Perusahaan yang Baik (GCG). the framework of Good Corporate Governance(GCG).
Secara umum, governansi ABM mencakup berbagai Generally, ABM’s governance encompasses a variety of
kebijakan dan implementasi untuk memastikan tata policies and implementations at ensuring organizational
kelola organisasi yang berintegritas dalam mendukung integrity and supporting the attainment of sustainability,
pencapaian keberlanjutan, yaitu: which are:
A. Untuk Tingkat Manajemen Senior A. For Senior Management Level
• Pencegahan Benturan Kepentingan • Prevention of Conflicts of Interest
ABM mengelola konflik kepentingan melalui ABM manages conflicts of interest by implementing
penerapan pedoman etika dan tata kelola, ethical guidelines and governance practices,
pengungkapan rutin, pengawasan oleh komite tata conducting routine disclosures, overseeing activities
kelola, serta transparansi atas transaksi dengan through the governance committee, and ensuring
pihak terkait. transparency in transactions with related parties.
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Governansi dan Ekonomi
Governance and Economy
• Independensi Dewan Direksi dan Komisaris • Independence of the Board of Directors and
Commissioners
ABM menekankan pengawasan yang objektif ABM emphasizes objective oversight and conflict
dan pencegahan benturan kepentingan melalui of interest prevention by having independent
keberadaan komisaris independen, pemisahan peran commissioners, separating roles between the Board
Direksi dan Dewan Komisaris, serta pembatasan of Directors and the Board of Commissioners, and
hubungan keluarga atau kepemilikan yang dapat restricting family or ownership relationships that could
memengaruhi integritas pengambilan keputusan. influence decision-making integrity.
• Remunerasi yang Berintegritas • Remuneration with Integrity
ABM mengintegrasikan prinsip integritas ABM integrates the principle of integrity
dalam keputusan remunerasi Dewan Komisaris into remuneration decisions for the Board of
dan Dewan Direksi yang disesuaikan dengan Commissioners and the Board of Directors,
peran, kinerja, dan tanggung jawab masing-masing. tailored to each member's role, performance, and
responsibilities
• Peran Aktif Komite ESG untuk Mengawasi • Active Role of the ESG Committee in Overseeing
Implementasi Keberlanjutan Sustainability Implementation
Komite ESG yang dibentuk ABM memastikan The ESG Committee established by ABM ensures
pemantauan dan pelaporan dampak ESG dilakukan that ESG impacts are monitored and reported
secara rutin dan terukur, baik terhadap ABM maupun regularly and measurably, for both ABM and its
anak perusahaan. subsidiaries.
B. Di Seluruh Tingkat Manajemen B. Across All Management Levels
• Implementasi Code of Ethics and Conduct • Implementation of the Code of Ethics and
(COEC) Conduct (COEC)
ABM menetapkan COEC yang mengatur nilai-nilai, ABM establishes a COEC that governs the values,
prinsip, dan perilaku yang harus dijalankan oleh principles, and behaviors expected from all
seluruh karyawan dan jajaran direksi ABM. employees and management across the organization.
• Kebijakan Anti-Suap dan Korupsi • Anti-Bribery and Anti-Corruption Policies
ABM memastikan bahwa setiap karyawan dan ABM ensures that every employee and supplier
pemasok mematuhi Kebijakan Anti-Suap dan complies with the Anti-Bribery Policy and Anti-
Kebijakan Anti-Korupsi untuk mewujudkan praktik Corruption Policy to uphold clean, integrity-driven
bisnis yang bersih berintegritas, serta bebas dari business practices free from corruption and gratuities.
korupsi dan gratifikasi.
Pengawasan atas penerapan governansi ABM The oversight of ABM governance implementation is
dilakukan oleh Komite Tata Kelola Perusahaan dan performed by the Corporate Governance Committee
diperkuat melalui audit rutin untuk memastikan seluruh and is strengthened through routine audits to ensure that
kebijakan governansi dijalankan secara konsisten dan all governance policies are implemented consistently
efektif. and effectively.
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Pencegahan Benturan Conflict of Interest
Kepentingan [GRI 2-9] Prevention [GRI 2-9]
ABM memastikan pencegahan benturan kepentingan ABM ensures the prevention of conflicts of interest
melalui penerapan pedoman etika dan tata kelola, through the implementation of ethical guidelines and
pengungkapan rutin melalui pernyataan tertulis, governance principles, routine disclosures via written
pengawasan oleh Komite Tata Kelola Perusahaan, serta statements, oversight by the Corporate Governance
pengaturan transaksi afiliasi yang wajib memenuhi Committee, and regulation of affiliate transactions that
ketentuan regulasi, diaudit, dan diungkapkan secara must adhere to regulatory standards, be audited, and
transparan, termasuk pengungkapan keanggotaan transparently disclosed, including disclosures of cross-
lintas dewan, kepemilikan saham lintas organisasi, board memberships, cross-organization shareholdings,
serta pemegang saham pengendali. Transparansi and controlling shareholders. Transparency regarding
atas seluruh transaksi pihak berelasi diungkapkan dan all related-party transactions is disclosed and published
dipublikasikan dalam laporan keuangan konsolidasi in consolidated financial reports in accordance
sesuai dengan standar akuntansi yang berlaku. Melalui with applicable accounting standards. Through
mekanisme pencegahan ini, ABM menjaga integritas, this preventive mechanism, ABM upholds integrity,
keterbukaan, dan kepercayaan dalam penerapan transparency, and trust in the company’s governance
governansi Perusahaan. practices.
Independensi Dewan Direksi dan Independence of the Board of Directors
Komisaris and Commissioners
[GRI 2-9][GRI 2-11][GRI 2-15] [NDAQ G.2] [GRI 2-9][GRI 2-11][GRI 2-15] [NDAQ G.2]
ABM menuangkan kebijakan independensi Dewan ABM articulates the independence policy of the Board of
Direksi dan Komisaris dalam Board Manual yang Directors and Commissioners within the Board Manual,
bersifat mengikat bagi seluruh anggota perusahaan. a document that is binding for all company members.
Dokumen ini menjadi pedoman hubungan internal This document serves as a guideline for the company’s
Perusahaan dan mencakup tugas, wewenang, internal relations, encompassing responsibilities,
mekanisme rapat, pengambilan keputusan, serta authorities, meeting protocols, decision-making
pengendalian dan pengawasan. processes, as well as control and supervision.
Board Manual menegaskan bahwa Dewan Komisaris The Board Manual emphasizes that the Board of
harus bersikap independen dalam melakukan Commissioners to operate independently in their
pengawasan, serta melarang Direktur Utama (Chief supervisory role and explicitly prohibits the President
Executive Officer) merangkap sebagai Komisaris guna Director (Chief Executive Officer) from concurrently
menjaga efektivitas fungsi kontrol. Dewan Komisaris dan serving as a Commissioner to maintain the effectiveness
Direksi tidak diperbolehkan memiliki hubungan keluarga of the control function. The Board of Commissioners and
satu sama lain, serta tidak ada lintas kepemilikan saham the Board of Directors are barred from possessing familial
dengan pemasok dan para pemangku kepentingan lain relationships with one another, and cross-shareholdings
di luar Grup TMT. with suppliers and other external stakeholders outside
the TMT Group are not permitted.
Dalam menjalankan fungsi pengawasan, ABM menunjuk In the conduct of its supervisory responsibilities, ABM
dan menempatkan Komisaris Independen untuk appoints and positions Independent Commissioners to
mengawasi kinerja Direksi, memberikan masukan secara oversee the Board of Directors’ performance, provide
objektif, dan memastikan penerapan GCG berjalan objective input, and ensure the proper implementation
dengan semestinya. of GCG.
Pada tahun 2025, ABM memiliki dua Komisaris By 2025, ABM aims to have two Independent
Independen yang mewakili 50% dari total anggota Dewan Commissioners, comprising 50% of the total members
Komisaris. Komposisi ini mencerminkan komitmen of the Board of Commissioners. This composition
Perseroan terhadap pengawasan yang independen dan reflects the company’s commitment to independent
tata kelola yang seimbang. oversight and balanced governance.
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Governansi dan Ekonomi
Governance and Economy
ABM menerapkan prinsip Tata Kelola Perusahaan yang ABM implements the principles of GCG to prevent
Baik (GCG) untuk mencegah dan mengelola potensi and manage potential conflicts of interest through the
konflik kepentingan melalui penerapan pedoman implementation of ethical guidelines, periodic disclosure
etika, kewajiban pengungkapan konflik kepentingan obligations concerning conflicts of interest, and oversight
secara berkala, serta pengawasan oleh Komite Tata by the Corporate Governance Committee. Transactions
Kelola Perusahaan. Transaksi afiliasi dilaksanakan with related parties are executed in compliance with
sesuai dengan ketentuan yang berlaku melalui applicable regulations through review processes, audits,
proses penelaahan, audit, dan pengungkapan secara and transparent disclosures to stakeholders, including
transparan kepada pemangku kepentingan, termasuk disclosures of cross-board memberships, cross-entity
pengungkapan keanggotaan lintas dewan, kepemilikan shareholdings, and transactions with related parties in
saham lintas entitas, serta transaksi dengan pihak the consolidated financial statements.
berelasi dalam laporan keuangan konsolidasian.
Dalam struktur tata kelola, ABM mematuhi ketentuan In its governance structure, ABM complies with
peraturan perundang-undangan di Indonesia yang Indonesian laws that adopt a two-tier system with a
menganut sistem dua tingkat dengan pemisahan peran separation of roles between the Board of Directors and
antara Direksi dan Dewan Komisaris. Direktur Utama tidak the Board of Commissioners. The President Director does
merangkap jabatan sebagai Komisaris Utama di Perseroan, not concurrently serve as the President Commissioner but
namun dapat menjabat sebagai Komisaris Utama pada may serve as the President Commissioner of subsidiaries
entitas anak sesuai dengan ketentuan yang berlaku. in accordance with applicable regulations.
Informasi lebih rinci mengenai struktur komite di bawah More detailed information regarding the committee
Dewan Komisaris dan Direksi, termasuk tugas dan structures under the Board of Commissioners and
tanggung jawab masing-masing komite, disajikan dalam the Board of Directors, including their duties and
Laporan Tahunan dan dapat merujuk pada bagian Tata responsibilities, is provided in the Annual Report and can
Kelola Perusahaan. be referenced in the Corporate Governance section.
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Komposisi Komisaris [NDAQ G2.1][GRI 2-9]
Composition of the Board Commissioner
Dewan Jenis Executive/ Independen Lama Masa Jabatan di Perusahaan atau Institusi Lain
Komisaris Kelamin Non- Independent Jabatan di Posisi Position in Other Companies or Institutions
Board of Gender Executive yang Sama
Commissioners Executive/ hingga 2025
Non- Length of Tenure
Executive in The Same
Position until 2025
Rachmat Menjabat sebagai Direktur Utama PT Tiara
Mulyana Hamami Tidak Marga Trakindo (sejak 2005) dan Direktur
Menjabat sejak
Pria Non- Independen Utama PT Trakindo Utama (since 2008).
2010
Komisaris Utama Male Executive Non- Served as President Director of PT Tiara Marga
Served since 2010
President Independent Trakindo (since 2005) and President Director of
Commissioner PT Trakindo Utama (since 2008).
Saat ini juga menjabat sebagai Direktur PT
Tiara Marga Trakindo (sejak 2005), Direktur
Utama PT Mahadana Dasha Utama (sejak
2010), Komisaris PT Mitra Solusi Telematika
(sejak 2014), Komisaris PT Triyasa Propertindo
Mivida Hamami Tidak (sejak 2016), dan Komisaris PT Chitra
Menjabat sejak
Wanita Non- Independen Paratama (sejak 2010).
2006
Komisaris Female Executive Non- Currently also serves as Director of PT Tiara
Served since 2006
Commissioner Independent Marga Trakindo (since 2005), President Director
of PT Mahadana Dasha Utama (since 2010),
Commissioner of PT Mitra Solusi Telematika
(since 2014), Commissioner of PT Triyasa
Propertindo (since 2016), and Commissioner of
PT Chitra Paratama (since 2010).
Arief
Saat ini juga menjabat sebagai Pendiri di Lubis
Tarunakarya
Ganie Surowidjojo Law Firm (sejak 1985 -
Surowidjojo
Menjabat sejak sekarang).
Pria Non- Ya
2015 [Ketua Komite ESG 2021 – sekarang]
Komisaris Male Executive Yes
Served since 2015 Currently also serves as Founder at Lubis Ganie
Independen
Surowidjojo Law Firm (since 1985 - present).
Independent
[ESG 2021 Committee Chair – now]
Commissioner
Saat ini juga memegang posisi sebagai:
• Ketua Komite Audit (2021 - Sekarang)
• PT BERDAYAKAN USAHA INDONESIA
(BATUMBU) (2020 - sekarang) Jakarta,
Indonesia Komisaris Independen (Anggota
Dewan Komisaris)
• YUSOF ISHAK INSTITUTE, Institute of
Southeast Asian Studies (ISEAS), (2020
- sekarang), Singapore Visiting Fellow di
Departemen Studi Indonesia
• IND. PENGEMBANGAN MANAJEMEN INST.
IPMI (1991 - sekarang) Jakarta, Indonesia
Manggi Taruna
• MITRA GAGAS EMHA KREASI (MGK) (1991 -
Habir
sekarang) Jakarta, Indonesia Senior Advisor
Menjabat sejak
Pria Non- Ya Currently also holding positions as:
Komisaris 2021
Male Executive Yes • Chairman of the Audit Committee
Independen Served since 2021
(2021-Present)
Independent
• PT BERDAYAKAN USAHA INDONESIA
Commissioner
(BATUMBU) (2020-present) Jakarta,
Indonesia Independent Commissioner
(Member of the Board of Commissioners)
• YUSOF ISHAK INSTITUTE, Institute
of Southeast Asian Studies (ISEAS),
(2020-present), Singapore Visiting Fellow at
Department of Indonesian Studies
• ENG. MANAGEMENT DEVELOPMENT INST.
IPMI (1991-present) Jakarta, Indonesia
• MITRA GAGAS EMHA KREASI (MGK)
(1991-present) Jakarta, Indonesia Senior
Advisor
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Governansi dan Ekonomi
Governance and Economy
Komposisi Direksi
Composition of Directors
Direksi Jenis Lama Masa Jabatan di Perusahaan atau Institusi Lain
Directors Kelamin Jabatan di Position in Other Companies or Institutions
Gender Posisi yang
Sama hingga
2025
Length of
Tenure in The
Same Position
until 2025
Menjabat sebagai Wakil Presiden Komisaris PT Golden Energy Mines Tbk
(2024–sekarang); Komisaris PT Nagata Dinamika Hidro Pongko (2024–
sekarang); Komisaris PT Radhika Jananta Raya (2022–sekarang); Komisaris PT
Achmad Ananda Media Djaya Bersama (2021–sekarang); Komisaris PT Reswara Minergi Hartama
Djajanegara (2021–sekarang); Komisaris PT Agata Nugaha Nastari (2019–sekarang);
Komisaris PT Cipta Krida Bahari (2019–sekarang); Komisaris PT Cipta Kridatama
Direktur Utama Menjabat (2019–sekarang); Komisaris PT Sanggar Sarana Baja (2019–sekarang); serta
(Chief Executive Pria sejak 2009 Anggota Komite Investasi (2021–sekarang).
Officer/CEO) Male Served since Serves as Vice President Commissioner of PT Golden Energy Mines Tbk (2024–
President 2009 present); Commissioner of PT Nagata Dinamika Hidro Pongko (2024–present);
Director (Chief Commissioner of PT Radhika Jananta Raya (2022–present); Commissioner of
Executive PT Media Djaya Bersama (2021–present); Commissioner of PT Reswara Minergi
Officer/CEO) Hartama (2021–present); Commissioner of PT Agata Nugaha Nastari (2019–
present); Commissioner of PT Cipta Krida Bahari (2019–present); Commissioner
of PT Cipta Kridatama (2019–present); Commissioner of PT Sanggar Sarana Baja
(2019–present); and Member of the Investment Committee (2021–present).
Haris Mustarto
Direktur (Chief Menjabat Menjabat sebagai Wakil Presiden Direktur PT Golden Energy Mines Tbk (2024–
Administration Pria sejak 2020 sekarang) dan Direktur PT Prima Wiguna Parama (2019–sekarang).
Officer/CAO) Male Served since Serves as Vice President Director of PT Golden Energy Mines Tbk (2024–
Director (Chief 2020 present) and Director of PT Prima Wiguna Parama (2019–present).
Administration
Officer/CAO)
Menjabat sebagai Komisaris Utama PT Cipta Kridatama (2024–sekarang);
Komisaris PT Prima Wiguna Parama (2024–sekarang); Komisaris PT Tunas Inti
Abadi (2024–sekarang); Komisaris Utama PT Baruna Dirga Dharma (2024–
sekarang); Komisaris PT Dianta Daya Embara (2024–sekarang); Komisaris
Utama PT Pelabuhan Buana Reja (2024–sekarang); Direktur PT Agata Nugraha
Feriwan Sinatra Nastari (2024–sekarang); Direktur PT Radhika Jananta Raya (2024–sekarang);
Direktur PT Nagata Dinamika Hidro Pongko (2024–sekarang); Komisaris PT
Direktur (Chief Menjabat Golden Energy Mines Tbk (2024–sekarang); serta Anggota Komite Investasi
Operating Pria sejak 2024 (2021–sekarang).
Officer/COO) Male Served since Serves as President Commissioner of PT Cipta Kridatama (2024–present);
Director (Chief 2024 Commissioner of PT Prima Wiguna Parama (2024–present); Commissioner
Operating of PT Tunas Inti Abadi (2024–present); President Commissioner of PT Baruna
Officer/COO) Dirga Dharma (2024–present); Commissioner of PT Dianta Daya Embara (2024–
present); President Commissioner of PT Pelabuhan Buana Reja (2024–present);
Director of PT Agata Nugraha Nastari (2024–present); Director of PT Radhika
Jananta Raya (2024–present); Director of PT Nagata Dinamika Hidro Pongko
(2024–present); Commissioner of PT Golden Energy Mines Tbk (2024–present);
and Member of the Investment Committee (2021–present).
Hans Christian
Menjabat sebagai Komisaris Utama PT Nirmala Coal Nusantara (2024–
Manoe
sekarang); Komisaris PT Mifa Bersaudara (2021–sekarang); Komisaris PT Bara
Menjabat Energi Lestari (2021–sekarang); serta Corporate Secretary (2024–sekarang)
Direktur (Chief
Pria sejak 2024 dan Anggota Komite Investasi (2022–sekarang).
Financial Officer/
Male Served since Serves as President Commissioner of PT Nirmala Coal Nusantara (2024–
CFO)
2024 present); Commissioner of PT Mifa Bersaudara (2021–present); Commissioner
Director (Chief
of PT Bara Energi Lestari (2021–present); as well as Corporate Secretary (2024–
Financial Officer/
present) and Member of the Investment Committee (2022–present).
CFO)
Catatan | Notes:
Informasi lebih rinci mengenai komposisi Direksi dan Dewan Komisaris disajikan dalam Laporan Tahunan pada bagian Tata Kelola Perusahaan.
More detailed information concerning the composition of the Board of Directors and the Board of Commissioners is provided in the Annual Report
within the Corporate Governance section.
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Nominasi Badan Tata Kelola Tertinggi Nomination of the Highest Governance
[GRI 2-10] Body [GRI 2-10]
ABM menerapkan proses nominasi yang terstruktur ABM implements a structured nomination process based
dan mengacu pada ketentuan yang berlaku bagi on applicable regulations for publicly listed companies.
perusahaan terbuka. Proses ini bertujuan memastikan This process aims to ensure that members of the Board
anggota Dewan Komisaris dan Direksi memiliki of Commissioners and the Board of Directors possess
kompetensi, integritas, serta kemandirian yang adequate competence, integrity, and independence to
memadai untuk menjalankan fungsi pengawasan dan carry out the supervisory and management functions
pengelolaan Perusahaan. of the Company.
Proses Nominasi Dewan Komisaris Nomination Process for the Board of
Commissioners
Sebagai perusahaan publik, ABM wajib memiliki As a publicly listed company, ABM is required to
Komisaris Independen dengan jumlah minimal 30% appoint an Independent Commissioner constituting
dari total anggota Dewan Komisaris. Komisaris at least 30% of the total Board of Commissioners
Independen berasal dari pihak eksternal yang bebas members. The Independent Commissioner must come
dari pengaruh Dewan Komisaris, Direksi, maupun from an external party who is free from influence by
Pemegang Saham Pengendali. Selain itu, sekurang- the Board of Commissioners, the Board of Directors, or
kurangnya satu anggota Dewan Komisaris wajib the Controlling Shareholders. Furthermore, at least one
memiliki latar belakang akuntansi dan/atau keuangan. member of the Board of Commissioners must have a
background in accounting and/or finance.
Proses nominasi dilakukan oleh Komite Nominasi The nomination process is conducted by the Nomination
dan Remunerasi (KNR) yang menilai kualifikasi, and Remuneration Committee (NRC), which assesses
pengalaman, serta kepatuhan terhadap persyaratan the qualifications, experience, and compliance with
regulator. Rekomendasi KNR selanjutnya disampaikan regulatory requirements. The NRC’s recommendations
kepada Rapat Umum Pemegang Saham (RUPS) untuk are subsequently submitted to the General Meeting of
memperoleh persetujuan pengangkatan. Shareholders (GMS) for the approval of the appointment.
Proses Nominasi Direksi Board of Directors Nomination Process
Direksi berjumlah minimal dua orang, termasuk The board of directors is composed of a minimum of
satu Direktur Utama. KNR melakukan penilaian awal two individuals, including one President Director. KNR
terhadap calon Direksi dan mengajukan rekomendasi conducts an initial assessment of the prospective
kepada RUPS. Calon Direksi dievaluasi berdasarkan directors and submits its recommendations to the GMS.
pengalaman kepemimpinan, pemahaman terhadap The candidates are assessed based on their leadership
risiko, serta kesesuaian dengan kebutuhan bisnis experience, risk comprehension, and their suitability to
Perusahaan. the company’s business needs.
Sumber Calon dan Prioritas Seleksi Candidate Sources and Selection
Priorities
ABM memprioritaskan calon yang berasal dari internal ABM prioritizes candidates from within the Group,
Grup, seperti Direktur Entitas Anak atau karyawan yang such as subsidiary directors or employees who have
telah mengikuti pengembangan kepemimpinan. Namun participated in leadership development. However,
demikian, Perusahaan tetap membuka kesempatan bagi the Company remains open to external candidates if
calon eksternal apabila tidak terdapat kandidat internal there are no suitable internal candidates, certain legal
yang memenuhi persyaratan, terdapat ketentuan hukum provisions apply, or regional representation is needed.
tertentu, atau diperlukan perwakilan daerah.
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Governansi dan Ekonomi
Governance and Economy
Hak Pemegang Saham Shareholder Rights
Pemegang saham atau kelompok pemegang saham Shareholders or groups of shareholders holding at
yang memiliki minimal 10% saham berhak mengajukan least 10% of the shares possess the right to submit
nominasi anggota Dewan Komisaris atau Direksi nominations for members of the Board of Commissioners
kepada KNR. Setiap nominasi diproses sesuai dengan or the Board of Directors to KNR. Each nomination is
kebijakan dan prosedur KNR yang berlaku. processed in accordance with the applicable KNR
policies and procedures.
Dokumentasi dan Transparansi Documentation and Transparency
Proses nominasi dari tingkat Komisaris Utama hingga The nomination process from the position of Main
General Manager diatur dalam Kebijakan Board & Commissioner to that of General Manager is regulated
Management dan dapat diakses melalui situs web in the Board & Management Policy and is accessible
Perusahaan. through the Company’s official website.
Proses Nominasi dengan Nomination Process with ESG
Orientasi ESG Orientation
• Proses nominasi dilakukan menggunakan kriteria • The nomination process is conducted utilizing
evaluasi yang terdokumentasi, antara lain integritas, documented evaluation criteria, which include
kompetensi strategis, rekam jejak, serta kesesuaian integrity, strategic competence, track record,
dengan nilai dan prinsip tata kelola Perusahaan. and alignment with the company’s values and
governance principles.
• KNR mempertimbangkan aspek keberagaman, • KNR takes into account aspects of diversity, including
termasuk pengalaman industri, gender, dan latar industry experience, gender, and professional
belakang profesional, dalam proses seleksi untuk background, during the selection process to ensure
memastikan keberagaman perspektif dalam a variety of perspectives in decision-making.
pengambilan keputusan.
• KNR melakukan penilaian secara independen untuk • KNR performs an independent assessment to
memastikan tidak terdapat konflik kepentingan confirm the absence of conflicts of interest
dalam usulan calon, serta memastikan seluruh among the proposed candidates and ensures that
kandidat menjalani uji kelayakan dan kepatutan all candidates undergo the fit and proper test in
sesuai dengan peraturan OJK. accordance with OJK regulations.
Komunikasi Hal-Hal Kritis kepada Critical Communications to the
Badan Tata Kelola Tertinggi [GRI 2-16] Highest Governance Body [GRI 2-16]
ABM memiliki mekanisme yang jelas dan terstruktur ABM has a clear, structured mechanism to ensure
untuk memastikan setiap kejadian atau informasi that any material incidents or information pertaining
material yang berkaitan dengan dampak sosial dan to significant social and environmental impacts are
lingkungan yang signifikan dikomunikasikan secara promptly communicated to authorized parties. Any
tepat waktu kepada pihak yang berwenang. Setiap material and/or critical incidents across ABM Group’s
kejadian material dan/atau kritis di seluruh unit kerja units must be reported immediately to the Board of
Grup ABM wajib segera dilaporkan kepada Direksi Directors (BOD) and the Board of Commissioners (BOC)
(BOD) dan Dewan Komisaris (BOC) berdasarkan in accordance with the criteria for critical incidents
kriteria kejadian kritis yang ditetapkan dalam kerangka established in the risk management framework and
manajemen risiko dan diperbarui secara berkala. Kriteria updated periodically. These criteria are classified into
kejadian tersebut diklasifikasikan ke dalam tiga tingkat, three levels: critical incidents, serious impact incidents,
yaitu kejadian kritis, kejadian berdampak serius, dan and very serious impact incidents, based on their
kejadian berdampak sangat serius, berdasarkan tingkat implications for operational, financial, reputational,
dampaknya terhadap aspek operasional, keuangan, social, and environmental aspects. One example of
reputasi, sosial, dan lingkungan. Untuk kejadian kritis, a risk identified by ABM throughout 2025 is the ESG
salah satu contoh risiko yang diidentifikasi oleh ABM Value-related risk, triggered by several root causes,
sepanjang tahun 2025 adalah risiko terkait ESG Value, including
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yang dipicu oleh beberapa akar penyebab seperti high energy emissions, suboptimal waste management,
tingginya emisi energi, pengelolaan limbah yang kurang non-compliance with regulations and permits,
optimal, ketidakpatuhan terhadap regulasi dan perizinan, ineffective contract management, potential fraud and
pengelolaan kontrak yang kurang efektif, potensi fraud bribery, social and reputational issues, and climate
dan penyuapan, isu sosial dan reputasi, serta dampak change impacts.
perubahan iklim.
Sesuai dengan prinsip tata kelola yang berlaku, Direksi In accordance with applicable governance principles,
berkewajiban menyampaikan setiap perkembangan the Board of Directors is obliged to communicate any
penting kepada Dewan Komisaris melalui surat resmi, significant developments to the Board of Commissioners
laporan berkala, maupun pembahasan dalam rapat through official letters, periodic reports, or discussions
rutin. Mekanisme ini memungkinkan Dewan Komisaris in routine meetings. This mechanism allows the Board
menjalankan fungsi pengawasan secara efektif of Commissioners to exercise effective oversight and
serta memastikan respons strategis dapat diambil ensures that strategic responses can be enacted
secara cepat apabila diperlukan. Untuk kejadian yang promptly if necessary. For incidents that have a serious
berdampak serius terhadap operasional, pemberitahuan impact on operations, notification to the BOD and BOC
kepada BOD dan BOC dilakukan sesegera mungkin dan must be made as soon as possible and no later than
paling lambat 24 jam setelah kejadian, disertai informasi 24 hours after the incident, accompanied by sufficient
yang memadai untuk penetapan langkah mitigasi.Untuk information to determine mitigation steps. For serious
kejadian yang berdampak serius, salah satu contoh impact incidents, one example of risk identified by
risiko yang diidentifikasi oleh ABM adalah Legal and ABM is Legal and Compliance Risk, which can arise
Compliance Risk, yang dapat disebabkan oleh potensi from potential breaches of covenants with local banks,
pelanggaran covenant dengan bank lokal, perubahan regulatory changes, disputes, regulatory violations, or
regulasi, serta potensi sengketa, pelanggaran peraturan, other legal issues that could disrupt business continuity.
atau isu hukum lainnya yang dapat mengganggu
kelangsungan operasional bisnis.
Selain pelaporan kepada Dewan Komisaris, ABM In addition to reporting to the Board of Commissioners,
juga berkewajiban mengomunikasikan kejadian kritis ABM is also obliged to communicate critical incidents to
kepada pemegang saham utama atau pengendali major shareholders or controlling parties in accordance
sesuai dengan ketentuan Anggaran Dasar. Informasi with the Articles of Association. This information is
tersebut disampaikan dalam Rapat Umum Pemegang conveyed during the General Meeting of Shareholders
Saham (RUPS) apabila dipersyaratkan oleh peraturan (GMS) if required by regulations or if the incident has the
atau apabila kejadian tersebut berpotensi mempengaruhi potential to significantly influence the company’s policy
arah kebijakan Perusahaan secara signifikan. ABM juga direction. ABM also ensures that any material incident
memastikan setiap kejadian material yang mensyaratkan requiring transparency is disclosed to the public in
keterbukaan informasi disampaikan kepada publik sesuai accordance with OJK and Indonesia Stock Exchange
dengan peraturan OJK dan Bursa Efek Indonesia. Untuk regulations. For very serious incidents, escalation is
kejadian yang bersifat sangat serius, eskalasi dilakukan carried out by the relevant Department Head to the BOD
oleh Kepala Departemen terkait kepada BOD dan BOC and BOC through special meetings involving the Audit
melalui rapat khusus yang melibatkan Komite Audit dan Committee and other related committees. For very
komite terkait lainnya. Untuk kejadian yang bersifat serious incidents, an example of risk identified by ABM
sangat serius, contoh risiko yang diidentifikasi oleh ABM includes potential work accidents causing Lost Time
meliputi potensi kecelakaan kerja yang menyebabkan Injury (LTI), revenue decline due to reduced volume or
Lost Time Injury (LTI), penurunan pendapatan akibat productivity, pressure on profit margins, and cash flow
berkurangnya volume atau produktivitas, tekanan issues. These risks can be triggered by various factors
terhadap margin usaha, serta permasalahan arus such as unsafe working conditions, commodity and
kas. Risiko-risiko tersebut dapat dipicu oleh berbagai fuel price fluctuations, regulatory changes, declining
faktor seperti kondisi kerja yang tidak aman, fluktuasi service performance, or delayed customer collections.
harga komoditas dan bahan bakar, perubahan regulasi,
penurunan kinerja layanan, hingga keterlambatan
penagihan dari pelanggan.
Pada tahun 2025, tidak terdapat kejadian kritis yang In 2025, no critical incidents of a substantial nature
bersifat signifikan dan berpotensi mengganggu kinerja that could potentially disrupt the company’s economic,
ekonomi, lingkungan, sosial, dan tata kelola Perusahaan. environmental, social, and governance performance.
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Governansi dan Ekonomi
Governance and Economy
Pengetahuan Kolektif Badan The Collective Knowledge of
Tata Kelola Tertinggi tentang the Highest Governance Body on
Keberlanjutan [GRI 2-17] Sustainability [GRI 2-17]
ABM memastikan Dewan Komisaris dan Direksi memiliki ABM ensures that the Board of Commissioners and
pengetahuan kolektif yang memadai untuk mengawasi the Board of Directors possess adequate collective
dan mengarahkan kinerja keberlanjutan Perusahaan. knowledge to oversee and direct the company’s
Penguatan pengetahuan tersebut dibangun melalui sustainability performance. This knowledge is
berbagai pedoman, kebijakan, dan prosedur yang strengthened through various guidelines, policies, and
menjadi acuan dalam memahami isu keberlanjutan, procedures that serve as benchmarks in understanding
tata kelola, etika, serta risiko operasional. sustainability issues, governance, ethics, and
operational risks.
• Pedoman Etika dan Perilaku memberikan dasar • The Ethics and Conduct Guidelines provide a
pemahaman mengenai etika bisnis dan perilaku foundation for understanding business ethics and
kerja yang relevan dengan agenda keberlanjutan. work behavior relevant to the sustainability agenda.
Kewajiban seluruh anggota Dewan Komisaris dan The obligation for all members of the Board of
Direksi untuk menandatangani pedoman ini setiap Commissioners and Directors to annually endorse
tahun memastikan pemahaman yang konsisten this guideline each year ensures a consistent
terhadap nilai, standar etika, dan ekspektasi tata understanding of core values, ethical standards,
kelola ABM. and governance expectations within ABM.
• Board Manual memperkuat pemahaman Dewan • The Board Manual strengthens the understanding
Komisaris dan Direksi terkait struktur tata kelola, of the Board of Commissioners and the Board
mekanisme rapat, proses pengambilan keputusan, of Directors concerning governance structure,
serta fungsi pengawasan. Dokumen ini membantu meeting mechanisms, decision-making procedures,
badan tata kelola tertinggi memahami implikasi and oversight functions. This document facilitates
keberlanjutan terhadap operasi, risiko, dan strategi the highest governance body in understanding
perusahaan. the implications of sustainability on operational
activities, risk management, and company strategy.
• Peraturan Perusahaan menjelaskan hak dan • The Company Regulations outline rights and
kewajiban, standar perilaku, serta ketentuan obligations, behavioral standards, and employment
ketenagakerjaan yang relevan dengan aspek provisions pertinent to social sustainability aspects.
sosial keberlanjutan. Dengan regulasi yang sudah With regulations aligned with the Company’s core
diselaraskan dengan nilai inti Perusahaan, Dewan values, the Board of Commissioners and the
Komisaris dan Direksi memiliki pondasi yang jelas Board of Directors possess a clear understanding
dalam memahami implikasi keberlanjutan terhadap of the implications of sustainability on workforce
kinerja tenaga kerja. performance.
• Kebijakan Perusahaan mencerminkan komitmen • The Company Policy reflects ABM’s commitment
ABM terhadap praktik GCG dan pelaksanaan to GCG practices and the implementation of
kegiatan bisnis yang sesuai prinsip keberlanjutan. business activities in accordance with sustainability
Pembaruan kebijakan di berbagai area, seperti principles. Amendments to policies across diverse
Business Development Logistics, Engineering, Data sectors, including Business Development Logistics,
Science, dan Government Relations, mendukung Engineering, Data Science, and Government
pemahaman Dewan Komisaris dan Direksi terhadap Relations, assist the Board of Commissioners
dinamika isu keberlanjutan lintas fungsi. and the Board of Directors in understanding the
dynamics of cross-functional sustainability issues.
• Prosedur Perusahaan (SOP) membantu Dewan • The Company Procedures (SOP) help the Board
Komisaris dan Direksi memahami bagaimana of Commissioners and the Board of Directors in
prinsip keberlanjutan dioperasionalkan dalam understanding how sustainability principles are
kegiatan sehari-hari. Dengan lebih dari 113 SOP operationalized in daily activities. With over 113
yang diperbarui secara berkala, badan tata Standard Operating Procedures (SOPs) regularly
kelola tertinggi memiliki referensi yang memadai updated, the highest governance body has enough
untuk memonitor kepatuhan terhadap standar reference materials to monitor compliance with
operasional, aspek keselamatan, efisiensi sumber operational standards, safety aspects, resource
daya, dan pengelolaan risiko. efficiency, and risk management.
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Melalui kerangka pedoman, kebijakan, dan SOP Through the framework of guidelines, policies, and
tersebut, ABM memastikan bahwa Dewan Komisaris SOPs, ABM ensures that the Board of Commissioners
dan Direksi memiliki pengetahuan kolektif yang and the Board of Directors possess adequate collective
memadai dalam memantau strategi keberlanjutan, knowledge to monitor sustainability strategies, assess
mengevaluasi risiko, serta memastikan integrasi risks, and ensure the integration of sustainability into
keberlanjutan dalam pengambilan keputusan strategis. strategic decision-making.
Evaluasi kinerja badan tata kelola Evaluation of the Highest Governance
tertinggi [GRI 2-18] Body's Performance [GRI 2-18]
ABM memiliki dua kerangka evaluasi kinerja badan ABM has two frameworks for evaluating the performance
tata kelola tertinggi, yaitu: of the highest governance body:
• Evaluasi Kinerja Komite di Bawah Dewan • Performance Evaluation of the Committee Under
Komisaris the Board of Commissioners
Dewan Komisaris melaksanakan evaluasi kinerja The Board of Commissioners conducts performance
terhadap komite-komite yang berada di bawah evaluations of the committees under its supervision
pengawasannya sekurang-kurangnya satu kali at least once a year. The assessment is carried out
dalam setahun. Penilaian dilakukan menggunakan using various methods, including self-assessment,
berbagai metode, termasuk self-assessment, peer evaluation, or other methods approved in the
peer evaluation, atau metode lain yang disetujui Board of Commissioners’ internal meeting. This
dalam rapat internal Dewan Komisaris. Evaluasi evaluation compares each committee’s performance
ini membandingkan pelaksanaan tugas masing- in carrying out its duties with the targets and
masing komite dengan target serta indikator kinerja performance indicators set in the annual work plan.
yang ditetapkan dalam rencana kerja tahunan.
Berdasarkan hasil evaluasi tahun 2025, Dewan Based on the 2025 evaluation results, the Board of
Komisaris menilai bahwa Komite Audit, Komite Commissioners assesses that the Audit Committee,
Nominasi dan Remunerasi, Komite Investasi, Nomination and Remuneration Committee,
serta Komite ESG telah menjalankan peran dan Investment Committee, and ESG Committee have
tanggung jawabnya secara efektif. Kinerja komite- effectively performed their roles and responsibilities.
komite tersebut dinilai selaras dengan mandat The performance of these committees is deemed to
yang diberikan serta target yang ditetapkan dalam be consistent with the mandates and the targets set
rencana kerja tahunan. in the annual work plan.
• Evaluasi Kinerja Komite di Bawah Direksi • Performance Evaluation of the Committee Under
the Board of Directors
Direksi melakukan evaluasi secara berkala The Board of Directors conducts periodic evaluations
terhadap komite pendukung yang membantu of supporting committees that assist in executing
pelaksanaan fungsi manajerial, khususnya Komite managerial functions, particularly the Group
Group Executive Management (GEM). Evaluasi Executive Management (GEM) Committee. The
dilakukan melalui mekanisme yang terstruktur, evaluation is conducted via a structured mechanism
antara lain self-assessment, peer evaluation, serta comprising self-assessment, peer evaluation, and
metode lain sesuai keputusan rapat internal Direksi. other methods as determined by internal Board
Proses ini bertujuan memastikan bahwa komite meetings. This process aims to ensure that the
menjalankan peran operasional dan strategis committee performs its operational and strategic
secara efektif serta selaras dengan pedoman kerja roles effectively and in compliance with applicable
yang berlaku. work guidelines.
Evaluasi terhadap Komite GEM dilaksanakan The evaluation of the GEM Committee is conducted
sejalan dengan sistem penilaian kinerja Direksi in line with the performance assessment system
yang berbasis Key Performance Indicators (KPI), of the Board of Directors, which is based on
yang mencakup aspek keuangan, operasional, Key Performance Indicators (KPIs). These KPIs
manajemen risiko, tata kelola, serta implementasi encompass financial, operational, risk management,
strategi keberlanjutan (ESG). Dalam konteks governance, and the implementation of sustainability
tersebut, kontribusi Komite GEM juga dinilai strategies (ESG). In this context, the contribution
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Governansi dan Ekonomi
Governance and Economy
berdasarkan dukungannya terhadap pencapaian of the GEM Committee is also evaluated based
ESG Impact sebagai bagian dari akuntabilitas on its support in achieving ESG Impact as part of
Direksi dalam mendorong keberlanjutan dan the Board of Directors’ accountability in promoting
penciptaan nilai jangka panjang. sustainability and generating long-term value.
Berdasarkan hasil evaluasi tahun 2025, Komite Based on the 2025 evaluation results, GEM
GEM dinilai telah menjalankan mandatnya secara Committee has effectively fulfilled its mandate
efektif dan memberikan dukungan yang memadai and has provided meaningful support towards the
terhadap pencapaian tujuan strategis Perusahaan. achievement of the Company's strategic objectives.
Dalam hal evaluasi menunjukkan kinerja yang If the evaluation shows that performance is still not
belum optimal, Direksi dapat menetapkan langkah optimal, the Board of Directors may take corrective
perbaikan berupa penyesuaian mekanisme actions, such as adjusting the committee’s
kerja komite, penguatan koordinasi lintas fungsi, operating procedures, improving cross-functional
peningkatan kompetensi anggota, maupun collaboration, boosting members’ skills, or changing
perubahan komposisi keanggotaan komite untuk the committee’s membership makeup, to ensure the
memastikan efektivitas pelaksanaan fungsi company’s management and governance functions
manajerial dan tata kelola Perusahaan. are effectively carried out.
Remunerasi yang Berintegritas [GRI 2-19][GRI 2—20][GRI 2-21][NDAQ G3][NDAQ S1]
Remuneration with Integrity
ABM menetapkan kebijakan remunerasi bagi anggota ABM establishes remuneration policies for members
Dewan Komisaris dan Direksi melalui Komite Nominasi of the Board of Commissioners and Directors via the
dan Remunerasi (KNR). Komite ini memastikan kebijakan Nomination and Remuneration Committee (NRC). This
remunerasi disusun secara transparan, akuntabel, serta committee ensures that the remuneration policies are
selaras dengan ketentuan ketenagakerjaan dan praktik developed in a transparent, accountable manner, and in
terbaik industri. Penetapan remunerasi dilakukan melalui compliance with labor regulations and industry standards.
evaluasi berbasis kinerja, konsultasi dengan pemangku The determination of remuneration is conducted through
kepentingan internal, serta analisis kesesuaian dengan performance-based evaluations, consultations with
strategi jangka panjang Perusahaan. internal stakeholders, and analyses to ensure alignment
with the Company’s long-term strategy.
Struktur remunerasi di ABM disusun berdasarkan The remuneration structure at ABM is structured
job band, person grade, serta pencapaian kinerja according to job bands, person grades, and achievement
keberlanjutan yang meliputi indikator ekonomi, of sustainability performance, which includes economic,
lingkungan, dan sosial yang telah terintegrasi dalam environmental, and social indicators integrated into
sistem penilaian kinerja eksekutif. Integrasi aspek the executive performance assessment system. The
keberlanjutan ini memastikan bahwa kompensasi tidak integration of sustainability aspects ensures that
hanya mencerminkan pencapaian finansial, tetapi juga compensation not only mirrors financial achievements
kontribusi terhadap pengelolaan dampak organisasi but also acknowledges contributions to managing
dan implementasi strategi ESG. organizational impacts and implementing ESG strategies.
• Komponen Remunerasi • Remuneration Components
Komponen remunerasi Dewan Komisaris dan The remuneration components for the Board of
Direksi terdiri dari: Commissioners and Directors consist of:
• Insentif & Anugerah Kinerja (bonus) • Performance Incentives & Awards (bonuses)
• Tunjangan transportasi dan perjalanan dinas • Transportation and official travel allowances
• Cuti tahunan dan tunjangan perjalanan cuti • Annual leave and holiday travel allowances
• Pengobatan, perawatan kesehatan, • Medical treatment, healthcare, medical
pemeriksaan medis, dan asuransi jiwa examinations, and life insurance
• Tunjangan pendidikan anak • Child education allowances
• Tunjangan utilitas • Utility allowances
• Keanggotaan klub • Club memberships
• Benefit lainnya sesuai kebijakan Perusahaan • Other benefits in accordance with Company policies
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• Fixed Pay dan Variable Pay • Fixed Pay and Variable Pay
Remunerasi mencakup: Remuneration includes:
• Fixed pay: gaji pokok dan tunjangan tetap. • Fixed pay: base salary and fixed allowances.
• Variable pay: insentif jangka pendek dan • Variable pay: short-term and long-term
jangka panjang. incentives.
Insentif jangka pendek diberikan berdasarkan hasil Short-term incentives are awarded based on annual
evaluasi kinerja tahunan. Insentif jangka panjang performance evaluations. Long-term incentives
diberikan apabila Perusahaan mencapai target are granted if the Company achieves profitability
pertumbuhan profitabilitas serta capaian keberlanjutan, growth targets and sustainability goals, following
dan mengikuti siklus penilaian tiga tahunan sesuai a three-year assessment cycle in accordance with
kebijakan Perusahaan. the Company’s policies.
• Bonus dan tunjangan lainnya: • Additional bonuses and allowances:
• Sign-on bonus atau recruitment incentive: • Sign-on bonus or recruitment incentive: ABM
ABM tidak memberikan sign-on bonus bagi does not offer sign-on bonuses to executives,
eksekutif, kecuali dalam kondisi khusus sesuai except under special circumstances as
keputusan KNR. determined by KNR.
• Termination payments: Pembayaran terminasi • Termination payments: Termination payments
mengikuti ketentuan perundang-undangan adhere to applicable laws and the executive’s
serta kontrak kerja eksekutif. employment contract.
• Clawback: ABM tidak menerapkan mekanisme • Clawback: ABM does not implement a clawback
clawback pada insentif jangka panjang. mechanism for long-term incentives.
• Retirement benefits: menyediakan program • Retirement benefits: Offers optional retirement
pensiun opsional bagi eksekutif yang dirancang programs for executives intended to facilitate
untuk mendukung transisi masa pensiun. the transition into retirement.
Proses Penentuan Remunerasi Remuneration Determination Process
[GRI 2-20] [GRI 2-20]
ABM memiliki ketentuan remunerasi bagi Dewan ABM has remuneration policies for the Board of
Komisaris, Direksi, dan karyawan sebagaimana Commissioners, the Board of Directors, and employees
tertuang dalam Risalah Komite Remunerasi Nomor as outlined in the Remuneration Committee Minutes
006/ABM-KNR/X/2020 tanggal 23 Oktober 2020. No. 006/ABM-KNR/X/2020 dated 23 October 2020.
Penentuan remunerasi, termasuk untuk Direktur The determination of remuneration, including for the
Utama, memperhatikan aspek-aspek berikut: President Director, considers the following aspects:
1. Key Performance Indicators (KPI) masing-masing 1. Key Performance Indicators (KPIs) for each member of
anggota Dewan Komisaris dan Direksi; the Board of Commissioners and the Board of Directors;
2. Kinerja Perseroan; 2. The company’s performance;
3. Ukuran bisnis; dan 3. Business size; and
4. Benchmark remunerasi dengan pasar tenaga kerja. 4. Remuneration benchmarks with the labor market.
Sejak 2021, pencapaian ABM dalam bidang Since 2021, ABM’s achievements in the Environmental,
Environment, Social, and Governance (ESG) menjadi Social, and Governance (ESG) field have become part of
bagian dari KPI Direktur Utama dan diturunkan the CEO’s KPI and are systematically broken down into
secara terstruktur menjadi KPI setiap Direktur serta KPIs for each Director and related departments across
departemen terkait di seluruh entitas ABM. Capaian all ABM entities. The achievement of these ESG KPIs
KPI ESG ini turut menentukan besaran remunerasi also determines the amount of remuneration received
yang diterima Direksi di seluruh Grup. by the Board of Directors throughout the Group.
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Dengan pendekatan ini, ESG tidak diposisikan sebagai With this approach, ESG is not positioned as a separate
inisiatif terpisah, melainkan menyatu dalam cara initiative; rather, it integrates it into the Company
Perusahaan menjalankan operasi dan mengelola operational conduct and manages its business. Each
bisnis. Setiap target ESG dirancang agar selaras ESG target is designed to align with sustainable
dengan keberlanjutan operasional, ketahanan bisnis, operations, business resilience, compliance with
kepatuhan terhadap regulasi, serta penguatan reputasi regulations, and the strengthening of the Company’s
Perusahaan di mata pemangku kepentingan. Melalui reputation among stakeholders. Through the Enterprise
kerangka Enterprise Risk Management (ERM), aspek Risk Management (ERM) framework, ESG aspects
ESG juga dipetakan sebagai bagian dari risiko strategis are also mapped as part of strategic and operational
dan operasional yang dipantau secara berkala. Dengan risk that are monitored periodically. Consequently,
demikian, setiap keputusan yang diambil tidak hanya all decisions are made with consideration of not only
mempertimbangkan kinerja jangka pendek, tetapi juga short-term performance but also their implications for
dampaknya terhadap keberlanjutan dan penciptaan sustainability and long-term value creation.
nilai jangka panjang.
Proses Perancangan Kebijakan Remuneration Policy Design
Remunerasi Process
Penentuan kebijakan Compensation & Benefit (C&B) The determination of Compensation & Benefits (C&B)
dan Talent Management bagi eksekutif dilakukan and Talent Management policies for executives is
berdasarkan filosofi ABM, yaitu meningkatkan motivasi, founded upon the ABM philosophy, which seeks to
mendukung sinergi antar entitas, mengembangkan enhance motivation, foster synergy among entities,
talenta, mendorong pertumbuhan profesional, dan develop talent, encourage professional growth, and
mengoptimalkan biaya. Struktur C&B dirancang untuk: optimize costs. The C&B structure is designed to:
• Menyelaraskan total penghasilan dengan kinerja • Align total compensation with business
bisnis dan pasar; performance and market standards;
• Meningkatkan proporsi remunerasi variabel; • Increase the proportion of variable remuneration;
• Mendorong budaya kinerja dan sinergi; • Promote a culture of performance and synergy;
• Menstandarkan kebijakan remunerasi; • Standardize remuneration policies;
• Menjaga daya saing pasar; serta • Maintain market competitiveness; and
• Memberikan manfaat kesejahteraan yang • Provide welfare benefits that support the
mendukung pencapaian peran eksekutif. achievement of executive roles.
Pengawasan dan Persetujuan Supervision and Approval of
Remunerasi Remuneration
Proses penentuan remunerasi diawasi oleh Komite The process of determining remuneration is overseen
Nominasi dan Remunerasi (KNR) sebagai komite by the Nomination and Remuneration Committee (NRC),
independen di bawah Dewan Komisaris. KNR functioning as an independent committee under the Board
bertanggung jawab memastikan proses penilaian of Commissioners. The NRC bears the responsibility of
remunerasi dilakukan secara objektif, transparan, dan ensuring that the remuneration assessment process
akuntabel. Penetapan remunerasi Dewan Komisaris is conducted with objectivity, transparency, and
dan Direksi kemudian dimintakan persetujuan melalui accountability. The determination of remuneration for
Rapat Umum Pemegang Saham (RUPS) sebagai the Board of Commissioners and the Board of Directors is
bentuk keterlibatan pemangku kepentingan utama. subsequently submitted for approval through the General
Meeting of Shareholders (GMS), serving as a form of
engagement with key stakeholders.
Pada tahun 2025, ABM belum melibatkan pemangku By 2025, ABM has not involved other stakeholders
kepentingan lain di luar RUPS dalam proses pengambilan beyond the GMS into the remuneration decision-making
keputusan remunerasi. process.
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Pertimbangan Pemangku Kepentingan Stakeholder Considerations for
untuk Penentuan Remunerasi Remuneration Determination
• Pandangan pemegang saham disampaikan melalui • Shareholders’ views are conveyed through the
agenda persetujuan remunerasi dalam RUPS remuneration approval agenda at the GMS, and the
dan hasil pemungutan suara menjadi bagian dari voting results become part of the company’s final
keputusan final Perusahaan. decision.
• ABM menggunakan pihak eksternal independen • ABM employs an independent external party for
untuk analisis benchmarking dalam penentuan benchmarking analysis to determine remuneration,
remunerasi menggunakan Mercer. ABM using Mercer. ABM ensures this party operates
memastikan pihak tersebut bekerja secara independently, without conflicts of interest with the
independen tanpa konflik kepentingan dengan Board of Directors, the Board of Commissioners, or
Direksi, Dewan Komisaris, atau manajemen senior. senior management.
Rasio Jumlah Kompensasi [GRI 2-21] Total Compensation Ratio [GRI 2-21]
Informasi mengenai rasio total kompensasi tahunan Information concerning the ratio of an individual’s total
individu dengan kompensasi tertinggi dibandingkan annual compensation to the highest compensation in
median kompensasi karyawan, serta rasio persentase comparison with the median employee compensation,
kenaikan kompensasi tahunan, tidak disajikan as well as the percentage increase in annual
dalam Laporan Keberlanjutan ini tetapi diungkapkan compensation, is not included in this Sustainability
dalam Laporan Tahunan ABM sebagai bagian dari Report; however, it is disclosed in ABM’s Annual Report
pengungkapan tata kelola halaman 261. as part of governance disclosures page 261
Meskipun demikian, ABM tetap berkomitmen mengelola Nevertheless, ABM remains committed to managing
sumber daya manusia secara adil, transparan, human resources fairly, transparent, and in accordance
dan sesuai dengan peraturan ketenagakerjaan with relevant labor regulations. ABM ensures that
yang berlaku. ABM memastikan bahwa struktur the compensation structure is designed based on
kompensasi disusun berdasarkan prinsip kesetaraan the principles of internal equity, job evaluation,
internal, evaluasi jabatan, benchmarking pasar, serta market benchmarking, and performance assessment
mekanisme penilaian kinerja yang diterapkan secara mechanisms, which are applied consistently across all
konsisten bagi seluruh karyawan. employees.
Dalam penentuan kompensasi, ABM menggunakan In determining compensation, ABM employs a
metodologi penghitungan total kompensasi tahunan methodology for calculating total annual compensation
yang mencakup gaji pokok, tunjangan tetap, serta that encompasses base salary, fixed allowances, and
manfaat lain sesuai kebijakan perusahaan. Data additional benefits in accordance with company policies.
dihimpun melalui sistem penggajian terpusat untuk Data is collected through a centralized payroll system to
menjamin akurasi dan konsistensi pelaporan. ensure accuracy and consistency in reporting.
ABM akan terus mengevaluasi kelayakan pengungkapan ABM will continue to evaluate the appropriateness of
rasio kompensasi di masa mendatang dengan disclosing compensation ratio disclosures in the future,
mempertimbangkan perkembangan regulasi, praktik considering regulatory developments, best practices,
terbaik, dan permintaan dari pemangku kepentingan. and stakeholder demands.
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Peran Aktif Komite ESG untuk Mengawasi
Implementasi Keberlanjutan [SEOJK E.1][SEOJK E.5][GRI 2-12][GRI 2-13][GRI 2-14]
The Active Role of the ESG Committee in Overseeing Sustainability Implementation
Sebagai bagian dari komitmen ABM terhadap In alignment with ABM’s commitment to sustainability, the
keberlanjutan, Perseroan membentuk Komite ESG yang Company has established an ESG Committee tasked with
secara rutin memantau dan mengawasi pengelolaan regularly monitoring and overseeing the management of
dampak lingkungan, sosial, dan tata kelola di seluruh environmental, social, and governance impacts across
entitas ABM dan anak perusahaan, sejalan dengan all ABM entities and subsidiaries, consistent with the
kerangka strategis ABM Sustainability Target. Komite strategic framework of the ABM Sustainability Target.
ESG berperan dalam memberikan arahan strategis The ESG Committee is responsible for providing strategic
atas implementasi ESG serta memantau progres guidance on ESG implementation and periodically
pelaksanaannya secara berkala. Komite ESG diketuai monitoring its progress. The ESG Committee is chaired
oleh Komisaris Independen dan didukung oleh Komisaris by an Independent Commissioner and supported by
Independen lainnya serta manajemen senior ABM, other Independent Commissioners as well as senior
dan melaporkan hasil pengawasannya secara berkala management of ABM , and periodically reports the results
kepada Dewan Komisaris melalui ESG Committee of its oversight to the Board of Commissioners through
Meeting yang diselenggarakan secara kuartal dalam quarterly ESG Committee Meetings held during the
satu tahun pelaporan. Selain itu, Ketua Komite ESG reporting year. It reports its oversight findings regularly
juga menyampaikan laporan dan rekomendasi strategis to the Board of Commissioners. Furthermore, the Chair
kepada Direksi (BOD) guna memastikan integrasi aspek of the ESG Committee also submits reports and strategic
ESG dalam pengambilan keputusan operasional dan recommendations to the Board of Directors (BOD) to
strategis Perusahaan. ensure the integration of ESG aspects into the Company’s
operational and strategic decision-making.
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Direksi (BOD) melakukan pengawasan atas kinerja The Board of Directors (BOD) oversees the Company’s
keberlanjutan Perusahaan serta memastikan akuntabilitas sustainability performance and ensures management
manajemen terhadap pencapaian target ESG. Dalam accountability for achieving ESG targets. In its
pelaksanaannya, Direksi mendelegasikan implementasi implementation, the BOD delegates the responsibility
ESG kepada Chief Information Officer (CIO) sebagai of ESG implementation to the Chief Information Officer
Chief sustainability untuk memastikan efektivitas (CIO) to ensure the effective application and integration
penerapan dan integrasi pertimbangan keberlanjutan of sustainability considerations throughout all business
di seluruh lini bisnis. CIO bersama Sustainability lines. The CIO and the Head of Sustainability regularly
Head secara bulanan menyampaikan perkembangan report on the progress of ESG implementation and the
implementasi ESG dan pengelolaan dampak ekonomi, management of economic, environmental, and social
lingkungan, dan sosial kepada Direksi dan Komite ESG impacts to the Board of Directors and the ESG Committee
sebagai bagian dari mekanisme pelaporan internal. as part of the internal reporting mechanism.
Sustainability Head yang didukung oleh ESG Working The Head of Sustainability, supported by the ESG Working
Group bertanggung jawab atas pelaksanaan dan Group, bears responsibility for the implementation and
pengelolaan rutin inisiatif keberlanjutan, di bawah ongoing management of sustainability initiatives, under
supervisi CIO dan Komite ESG. Koordinasi implementasi the oversight of the CIO and the ESG Committee. The
ESG di tingkat operasional dilakukan melalui pertemuan coordination of ESG implementation at the operational
ESG Working Group yang diselenggarakan secara level is conducted through biweekly meetings of the ESG
mingguan untuk memantau perkembangan program, Working Group to track program progress, compile ESG
konsolidasi data ESG, serta tindak lanjut atas inisiatif data, and follow up on sustainability initiatives across all
keberlanjutan di seluruh entitas ABM. Sementara itu, ABM entities.ncurrently, the Corporate Communication
fungsi Corporate Communication bertanggung jawab function is responsible for preparing, delivering to
atas penyusunan, penyampaian kepada pemangku stakeholders, and publication of the Sustainability Report.
kepentingan, serta publikasi Laporan Keberlanjutan. Through this structure, ABM ensures that ESG impacts
Melalui struktur ini, ABM memastikan bahwa dampak can be identified, managed, and evaluated continuously,
ESG dapat diidentifikasi, dikelola, dan dievaluasi so that the ESG information presented in the Sustainability
secara berkesinambungan, sehingga informasi ESG Report can be accounted for.
yang disajikan dalam Laporan Keberlanjutan dapat
dipertanggungjawabkan.
Laporan Keberlanjutan 2025 telah ditelaah dan The 2025 Sustainability Report has been reviewed and
disetujui oleh Dewan Komisaris dan Direksi, termasuk approved by the Board of Commissioners and the Board
persetujuan atas topik material serta data dan informasi of Directors, including the approval of material topics as
yang diungkapkan. Proses persetujuan dilakukan well as the data and information disclosed. The approval
melalui peninjauan menyeluruh untuk memastikan process entails a comprehensive review to ensure
akurasi, transparansi, dan kesesuaian dengan standar accuracy, transparency, and compliance with applicable
pelaporan yang berlaku, serta mempertimbangkan reporting standards, while duly considering stakeholder
masukan pemangku kepentingan dalam penentuan input in the determination of pertinent material topics.
topik material yang relevan.
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Struktur Komite ESG [GRI 2-13]
ESG Committee Structure
Dewan Komisaris
Board of Comissioners
Komite Nominasi
& Remunerasi Komite Audit Komite Investasi Komite ESG
Nomination & Audit Committee Investment Committee ESG Committee
Remuneration Committee
Dewan Direksi
Board of Directors
CIO sebagai
Pimpinan Khusus ESG
CIO as ESG Dedicated Chief
Kelompok Kerja ESG | ESG Working Group*
Corcomm CSR Legal Corsec ERM SHE
Sustainability OSM HC
Corporate Legal & Corporate Enterprise Risk Safety, Health &
Sustainability OSM Human Capital
Communication & CSR Secretary Management Environment
Pemilik Inisiatif
Initiative Owners
Seperti pada tahun sebelumnya, pada tahun 2025, Komite Similar to the previous year, in 2025, the ESG Committee,
ESG beserta seluruh Dewan Komisaris dan Direksi telah together with the Board of Commissioners and the
meninjau dan menyetujui Laporan Keberlanjutan 2025, Board of Directors, has reviewed and approved the
termasuk pengesahan daftar topik material, data kinerja, 2025 Sustainability Report. This includes the validation
serta informasi yang diungkapkan. Sepanjang tahun of the list of material topics, performance data, and the
pelaporan, koordinasi implementasi ESG dilakukan melalui disclosed information. Throughout the reporting year,
pertemuan ESG Working Group yang diselenggarakan ESG implementation was monitored through weekly ESG
secara mingguan untuk memantau perkembangan Working Group meetings to monitor program progress,
program, konsolidasi data ESG, serta tindak lanjut atas consolidate ESG data, and follow up on sustainability
inisiatif keberlanjutan. Selain itu, pengawasan strategis initiatives. Additionally, strategic oversight of ESG
terhadap implementasi ESG dilakukan melalui ESG implementation was conducted through quarterly
Committee Meeting yang dilaksanakan secara kuartal ESG Committee Meetings to review ESG performance
untuk meninjau progres kinerja ESG serta memberikan progress and provide guidance to management.
arahan kepada manajemen.
Pelaksanaan penilaian tata kelola perusahaan (GCG The implementation of the corporate governance
Score) dilakukan melalui mekanisme self-assessment assessment (GCG Score) is conducted through a self-
sesuai dengan ketentuan POJK, SEOJK, dan ASEAN assessment mechanism in accordance with POJK,
Corporate Governance Scorecard (ACGS), dengan SEOJK, and the ASEAN Corporate Governance Scorecard
rincian lebih lanjut disajikan dalam Laporan Tahunan. (ACGS) regulations, with further details provided in the
Annual Report.
Rincian tugas dan tanggung jawab komite, termasuk Details of the committee’s duties and responsibilities,
agenda evaluasi ESG sepanjang 2025, dijabarkan dalam including the ESG evaluation agenda throughout 2025,
Bab Tata Kelola pada Laporan Tahunan ABM halaman are outlined in the Governance chapter of the ABM Annual
terkait. Report, on the relevant pages.
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Penghargaan ASRRAT 2025 ASRRAT 2025 Award,
Peringkat Platinum untuk ABM Platinum level for ABM
ABM kembali memperoleh pengakuan atas kualitas ABM has once again been recognized for the excellence
pelaporan keberlanjutan melalui keikutsertaan dalam of its sustainability reporting through participation in the
Asia Sustainability Reporting Rating (ASRRAT) 2025. Asia Sustainability Reporting Rating (ASRRAT) 2025.
Pada ajang ini, Laporan Keberlanjutan 2024 ABM During this event, ABM’s 2024 Sustainability Report
berhasil meraih Peringkat Platinum, sebagai bentuk was awarded a Platinum Rating, in acknowledgment
apresiasi atas komitmen dan peningkatan kualitas of the commitment and improved quality of the reports
laporan yang dihasilkan. NCCR, penyelenggara produced. NCCR, the organizer of ASRRAT since 2005,
ASRRAT sejak 2005, terus mendorong standar continues to promote better reporting standards across
pelaporan yang lebih baik di kawasan Asia. Asia.
ABM berkomitmen untuk senantiasa meningkatkan ABM remains committed to continuously improving
kualitas pelaporannya tidak hanya untuk ajang the quality of its reporting, not solely for awards but
penghargaan, tetapi juga untuk tujuan keberlanjutan also to achieve sustainability goals to preserve the
demi menjaga kelestarian lingkungan dan environment and social well-being.
kesejahteraan sosial.
Tingkat penerapan GRI Standards serta skor penilaian The levels of GRI Standards implementation and ABM’s
lengkap ABM tercantum dalam Lampiran I dan II full assessment scores are detailed in Appendices I
laporan keberlanjutan. Kriteria resmi ASRRAT 2026 and II of the sustainability report. The official criteria for
akan dirilis pada Februari 2026, dan ABM diharapkan ASRRAT 2026 will be disclosed in February 2026, and
kembali ambil bagian dalam ajang tersebut. ABM is anticipated to participate once again in the event.
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Peningkatan Kapabilitas ESG dan Improving ESG Capabilities and IFRS
Kesiapan IFRS [SEOJK E.2] Readiness [SEOJK E.2]
Sebagai bagian dari penguatan tata kelola As part of strengthening sustainability governance
keberlanjutan dan persiapan penerapan IFRS S1 dan and preparing for the implementation of IFRS S1 and
S2, ABM melaksanakan rangkaian pelatihan ESG - IFRS S2, ABM conducted a series of ESG - IFRS training
sepanjang tahun 2024 - 2025. Sebanyak enam peserta sessions throughout 2024 and 2025. Six participants
dari fungsi Finance, Risk Management, Corporate from the Finance, Risk Management, Corporate
Communication, dan Communication mengikuti tiga Communication, and Communication functions
sesi pelatihan resmi yang diselenggarakan oleh PWC attended three official training sessions organized by
(30 Juni), EY (25 September), dan IAI (3 Oktober). PwC (June 30), EY (September 25), and IAI (October
Selain itu, ABM juga mengikuti sesi sosialisasi IFRS 3). Furthermore, ABM also participated in an IFRS
Standards Board yang berlangsung di Bali melalui Standards Board socialization session held in Bali via
fasilitas daring. online facilities.
Pelatihan ini memperkuat pemahaman internal This training improves internal understanding
terkait pelaporan keberlanjutan dan pengelolaan related to sustainability reporting and climate risk
risiko iklim. Materi pelatihan mencakup dampak management. The training materials cover the impact
curah hujan tinggi terhadap operasional tambang, of heavy rainfall on mining operations, as well as the
serta ketergantungan tambang baru di Kalimantan dependence of new mines in Central Kalimantan on
Tengah pada kondisi sungai yang perlu diintegrasikan river conditions, which must be integrated into risk
ke dalam manajemen risiko dan pengungkapan management and sustainability disclosures. Through
keberlanjutan. Melalui kegiatan ini, ABM meningkatkan this activity, ABM improves organizational readiness
kesiapan organisasi dalam mengadopsi standar IFRS to adopt IFRS standards and consistently integrate
dan mengintegrasikannya secara konsisten ke dalam them into business processes.
proses bisnis.
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Mengembangkan Talenta dan Kapabilitas ESG di Grup ABM melalui ACCELERATE
ABM melaksanakan ACCELERATE Program sebagai wadah pengembangan karyawan yang berperan aktif sebagai
learning partner, change agent, dan penggerak peningkatan kapabilitas organisasi. Program ini ditujukan bagi
karyawan lintas fungsi yang terlibat langsung dalam pengembangan kompetensi internal Grup ABM melalui
peran sebagai trainer, mentor, assessor, knowledge contributor, dan agen perubahan.
Melalui ACCELERATE, ABM mendorong pembelajaran berbasis kontribusi nyata, termasuk dalam topik-topik
strategis seperti Environmental, Social, and Governance (ESG). Karyawan didorong untuk mengembangkan dan
menyampaikan modul ESG, menjadi fasilitator pelatihan, serta terlibat dalam proyek perubahan yang mendukung
praktik bisnis berkelanjutan, kepatuhan, dan tata kelola yang bertanggung jawab. Pendekatan ini memastikan
bahwa pemahaman ESG tidak hanya bersifat konseptual, tetapi terintegrasi ke dalam praktik kerja sehari-hari.
Program ini juga dilengkapi dengan sistem pengakuan berbasis poin dan reward untuk mendorong partisipasi
aktif dan keberlanjutan kontribusi pembelajaran.
Melalui ACCELERATE, ABM memperkuat ekosistem pembelajaran internal sekaligus membangun kapabilitas
kepemimpinan dan ESG sebagai fondasi penting dalam mendukung keberlanjutan bisnis jangka panjang.
Developing ESG Talent and Capabilities in the ABM Group Through ACCELERATE
ABM implemented the ACCELERATE Program as a platform for employee development, where employees play an
active role as learning partners, change agents, and drivers of organizational capability enhancement. This program
is intended for cross-functional employees who are directly involved in developing internal competencies across the
ABM Group through roles as trainers, mentors, assessors, knowledge contributors, and change agents.
Through ACCELERATE, ABM promotes contribution-based learning, including on strategic topics such as
Environmental, Social, and Governance (ESG). Employees are encouraged to develop and deliver ESG modules,
serve as training facilitators, and participate in change projects that support sustainable business practices,
compliance, and responsible governance. This approach ensures that ESG understanding is not merely
conceptual, but integrated into day-to-day work practices. The program is also complemented by a points-based
recognition and reward system to encourage active participation and sustained learning contributions.
Through ACCELERATE, ABM strengthens its internal learning ecosystem while also building leadership and ESG
capabilities as an essential foundation to support long-term business sustainability.
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Implementasi Code of Ethics and Conduct (COEC)
Implementation Code of Ethics and Conduct (COEC)
Secara berkesinambungan, ABM menanamkan budaya ABM consistently fosters a culture of professionalism,
kerja profesional, transparan, dan bertanggung jawab transparency, and accountability through the
melalui penerapan Code of Ethics and Conduct implementation of the Code of Ethics and Conduct
(COEC) sebagai pedoman nilai, prinsip, dan perilaku (COEC), serving as a guideline for values, principles,
bagi seluruh karyawan dan direksi. Karyawan and behaviors for all employees and directors. Employees
didorong melaporkan pelanggaran COEC melalui dua are encouraged to report any violations of the COEC
jalur, yaitu berdiskusi dengan fungsi internal terkait through two channels: discussing with the relevant internal
atau menggunakan Whistleblowing System (WBS) function or utilizing the Whistleblowing System (WBS),
yang menjamin kerahasiaan pelapor. Pelanggaran which ensures the confidentiality of the whistleblower.
terhadap Peraturan Perusahaan akan dikenakan sanksi Violations of the Company Regulations will incur tiered
bertingkat, mulai dari teguran hingga pemutusan sanctions, ranging from warnings to termination of
hubungan kerja. Data pelanggaran sepanjang 2025 employment. Data regarding violations throughout 2025
disajikan pada tabel di bawah ini [SEOJK F.16] are presented in the table below. [SEOJK F.16]
Jumlah Selesai Masih Ditindaklanjuti
Jenis Pelanggaran Pelaporan Diproses Still being Followed Up
Type of Violation Reporting Finished Proses Observasi Proses Investigasi
Amount Processing Observation Process Investigation Process
Pemerasan Ekonomi
- - - -
Economic Extortion
Balas Jasa
2 2 - -
Remuneration
Penyalahgunaan Aset
6 6 - -
Asset Misuse
Penyuapan
1 1 - -
Bribery
Penipuan & Penggelapan
7 7 - -
Fraud & Embezzlement
Penyalahgunaan Wewenang
9 8 - 1
Abuse of Authority
Gratifikasi
- - - -
Gratification
Pelanggaran Pedoman & Peraturan Perusahaan
9 9 - -
Violation of Company Guidelines & Regulations
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Kebijakan Anti-Suap dan Anti-Korupsi [GRI 205-1] [GRI 2-13] [GRI 2-14]
Anti-Bribery and Anti-Corruption Policy
Grup ABM mengimplementasikan kebijakan dan ABM Group implements anti-bribery and anti-corruption
prosedur anti-suap dan anti-korupsi yang mengacu policies and procedures in accordance with national
pada peraturan perundang-undangan nasional, termasuk laws and regulations, including Law No. 31 of 1999 and
Undang-Undang No. 31 Tahun 1999 dan Undang-Undang Law No. 20 of 2001, as well as guidelines issued by
No. 20 Tahun 2001, serta pedoman yang diterbitkan the Corruption Eradication Commission (KPK). These
oleh Komisi Pemberantasan Korupsi (KPK). Kebijakan policies are regularly evaluated and updated by the
tersebut dievaluasi dan diperbarui secara berkala oleh Internal Audit Department to ensure their effectiveness
Departemen Internal Audit untuk memastikan efektivitas and continued relevance, serving as an integrated
dan relevansinya, serta berlaku sebagai kerangka terpadu framework for all ABM Group entities.
bagi seluruh entitas Grup ABM.
Perusahaan telah mengidentifikasi area operasional The Company has identified operational areas with
dengan tingkat risiko korupsi yang signifikan, antara significant corruption risks, including procurement
lain pengadaan barang dan jasa, pembebasan of goods and services, land acquisition, licensing
lahan, pengurusan perizinan, pengelolaan kas dan procedures, cash management and equivalents,
setaranya, pengelolaan aset dan persediaan, proses asset and inventory management, claims processing,
klaim, penerimaan gratifikasi, serta aktivitas lain yang acceptance of gratifications, and other activities that
berpotensi menimbulkan benturan kepentingan. Risiko- may give rise to conflicts of interest. Recognizing
risiko tersebut dapat berdampak pada integritas dan the potential impact of these risks on the Company’s
reputasi Perusahaan, sehingga ABM menerapkan integrity and reputation, ABM implements stringent
pengendalian dan tata kelola yang ketat di seluruh controls and governance throughout all business
proses bisnis. [GRI 205-1] [POJK E.1] processes. [GRI 205-1] [POJK E.1]
Pada tahun 2025, seluruh unit bisnis ABM baik kantor By 2025, all ABM business units, including the head
pusat maupun anak perusahaan telah menjalani office and subsidiaries, have conducted comprehensive
penilaian risiko korupsi, sehingga 100% operasi corruption risk assessments, ensuring that 100% of the
Perseroan tercakup dalam proses evaluasi risiko. company’s operations are encompassed within the risk
Penilaian dilakukan melalui risk assessment tahunan evaluation process. These assessments are conducted
yang terintegrasi dalam kerangka Enterprise Risk through an annual risk assessment integrated into the
Management (ERM) dan diperkuat dengan pelaksanaan Enterprise Risk Management (ERM) framework and
audit internal berbasis risiko secara berkala. reinforced by periodic risk-based internal audits
Untuk memitigasi risiko yang teridentifikasi, ABM secara To address and mitigate identified risks, ABM persistently
konsisten mengimplementasikan kebijakan anti-suap dan enforces anti-bribery and anti-corruption policies
anti-korupsi melalui evaluasi rutin atas risiko korupsi di through routine evaluations of corruption risks across
seluruh proses bisnis. Risiko tersebut diintegrasikan ke all business processes. These risks are integrated into
dalam Enterprise Risk Management System Dashboard the Enterprise Risk Management System Dashboard
dan dipantau serta dianalisis setiap bulan oleh Departemen and monitored and analyzed on a monthly basis by the
Enterprise Risk Management, dengan penguatan Enterprise Risk Management Department. Oversight is
pengawasan melalui audit internal yang dilakukan setiap reinforced through internal audits conducted quarterly
tiga bulan oleh Tim Internal Audit. [GRI 205-1] by the Internal Audit Team. [GRI 205-1]
Sistem pengendalian internal ABM mengacu pada ABM’s internal control system is based on the Committee
kerangka Committee on Sponsoring Organization of of Sponsoring Organizations of the Treadway Commission
the Treadway Commission (COSO) yang terdiri dari (COSO) framework, which comprises five main components
lima komponen utama dan berlaku secara internasional, and is internationally acknowledged. This system aims to
guna memastikan kegiatan operasional berjalan efektif, ensure operational activities are effective, efficient, reliable,
efisien, andal, aman, serta patuh terhadap peraturan secure, and in compliance with applicable regulations.
yang berlaku. Pengendalian utama mencakup pemisahan Principal controls include the segregation of duties,
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fungsi, penerapan SOP yang jelas, serta digitalisasi implementation of clear SOP implementation, and the
proses keuangan dan bisnis untuk meningkatkan digitalization of financial and business processes to enhance
transparansi dan monitoring. [GRI 2-25] [GRI 2-26] [POJK E.1] transparency and monitoring. [GRI 2-25] [GRI 2-26] [POJK E.1]
Sebagai bagian dari penguatan integritas, ABM In pursuit of strengthening integrity, ABM upholds
mempertahankan sertifikasi ISO 37001:2016 Sistem the ISO 37001:2016 certification for the Anti-Bribery
Manajemen Anti Penyuapan di kantor pusat dan terus Management System at its head office. Additionally,
menjalankan Kebijakan serta Sistem Pusat Pengendalian ABM continues to implement the Central Gratuity Control
Gratifikasi (PPG) yang telah diterapkan sejak 2024, Policy and System (PPG), established in 2024, to ensure
guna memastikan seluruh penerimaan dan pelaporan all gratuity receipts and reports are duly documented
gratifikasi tercatat dan diawasi secara memadai. and supervised. Suppliers are also required to sign anti-
Pemasok juga diwajibkan menandatangani komitmen bribery and anti-fraud commitments and to adhere to
anti-suap serta tunduk pada klausul etika dalam kontrak. ethical clauses stipulated in contracts.
Dalam mendukung efektivitas kebijakan tersebut, To support the effectiveness of these policies, ABM
ABM melaksanakan komunikasi dan pelatihan terkait conducts communication and training related to anti-
kebijakan serta prosedur anti-suap dan anti-korupsi, bribery and anti-corruption policies and procedures,
termasuk sosialisasi berkala kepada karyawan, Dewan including periodic socialization for employees, the Board
Komisaris, Direksi, pemasok, dan kontraktor. Pada of Commissioners, the Board of Directors, suppliers, and
tahun 2025, pelatihan wajib pencegahan korupsi dan contractors. In 2025, mandatory anti-corruption and anti-
suap telah diikuti oleh 100% anggota badan tata kelola, bribery training was attended by 100% of governance
karyawan, dan mitra bisnis, sehingga seluruh partisipan members, employees, and business partners, ensuring
memiliki pemahaman yang memadai terhadap kebijakan all participants possess a sufficient understanding of
dan prosedur yang berlaku. Departemen Internal Audit the relevant policies and procedures. The Internal Audit
juga menyelenggarakan sesi penyegaran kesadaran Department also holds annual refresher sessions on anti-
anti-fraud setiap tahun bagi seluruh anggota Grup ABM. fraud awareness for all members of the ABM Group.
[GRI 205-2] [GRI 205-2]
Untuk membangun budaya perusahaan yang To foster an integrity-driven corporate culture, ABM
berintegritas, ABM mendorong pemanfaatan aplikasi encourages the use of the Internal Audit Clinic (IA Clinic)
Internal Audit Clinic (IA Clinic) sebagai sarana konsultasi application as a tool for consultation and reporting, which
dan pelaporan, yang dikomunikasikan secara rutin is regularly communicated through various internal
melalui berbagai media internal Perusahaan. Komitmen media. This commitment is further reinforced through
ini diperkuat melalui penegasan berkelanjutan dari Direksi continuous emphasis from the Board of Directors and
dan manajemen bahwa integritas merupakan prinsip yang management, reaffirming that integrity is an inviolable
tidak dapat ditawar dalam seluruh aktivitas bisnis. principle in all business activities.
Karyawan ABM telah menandatangani
pakta integritas sesuai dengan Kode
Etik dan Perilaku yang berlaku di
ISO
Perusahaan, sebagai pernyataan
kepatuhannya terhadap kebijakan etika
37001: 2016
& anti-korupsi, sekaligus mendukung
kebijakan Perusahaan.
ABM employees have declared their
compliance with the ethics & anti- ABM telah memperoleh sertifikasi
corruption policy by signing an integrity Sistem Manajemen Anti Penyuapan
100%
pact in accordance with the Company's
ABM has obtained Anti- Bribery
Code of Ethics and Conduct.
Management System certification
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Whistleblowing System Whistleblowing System
(Sistem Pengaduan Pelanggaran) (Violation Reporting System)
ABM memiliki mekanisme Whistleblowing System ABM has implemented a Whistleblowing System (WBS)
(WBS) yang memungkinkan karyawan dan pemangku mechanism that allows employees and stakeholders
kepentingan melaporkan dugaan pelanggaran etika to report suspected ethical violations or corruption
atau korupsi secara aman tanpa risiko pembalasan. securely, without fear of retaliation. The ABM Group
Grup ABM menyediakan berbagai kanal pelaporan, offers multiple reporting channels, including a dedicated
termasuk email khusus dan PO Box yang dioperasikan email and a PO Box operated independently by the Audit
secara independen oleh Komite Audit selama 24/7, Committee 24/7, as well as alternative channels through
serta jalur alternatif melalui atasan, HR, Legal, supervisors, Human Resources, Legal, Compliance, or
Compliance, atau Internal Audit. Internal Audit.
Sepanjang 2025, ABM menerima sejumlah 33 laporan Throughout 2025, ABM received a total of 33 reports
dugaan pelanggaran etika melalui mekanisme pengaduan of suspected ethical violations through the available
yang tersedia. Seluruh laporan ditindaklanjuti melalui grievance mechanism. All reports are followed up with
proses investigasi rahasia oleh Tim Internal Audit confidential investigation processes conducted by the
sebagai bentuk respon, serta didukung penetapan Internal Audit Team as a form of response, supported by
tindakan korektif dan langkah remediasi untuk mencegah the implementation of corrective actions and remediation
terulangnya kejadian serupa. Untuk kasus yang kompleks, steps to prevent similar incidents from recurring. For
Perusahaan dapat melibatkan ahli forensik eksternal, complex cases, the Company may involve external
dan selama proses investigasi karyawan yang terlibat forensic experts, and during the investigation, involved
dapat dikenakan penonaktifan sementara guna menjaga employees may be placed on temporary administrative
integritas proses. leave to maintain the integrity of the process.
Apabila dugaan terbukti, ABM menjatuhkan sanksi sesuai If the suspicion is proven, ABM imposes sanctions in
Peraturan Perusahaan dan tingkat pelanggaran, mulai accordance with the Company Regulations and the
dari teguran tertulis hingga pemutusan hubungan kerja. severity of the violation, which may vary from written
Dalam hal terdapat pelanggaran terhadap peraturan warnings to termination of employment. In cases of
perundang-undangan, Perusahaan menyampaikan violations of laws and regulations, the Company reports
laporan kepada otoritas yang berwenang, termasuk OJK these to the relevant authorities, including OJK and the
dan Bursa Efek Indonesia, sebagai bagian dari komitmen Indonesia Stock Exchange, as part of our compliance.
kepatuhan. Hasil penanganan kasus, dengan tetap The outcomes of case handling, while maintaining
menjaga kerahasiaan, dapat dikomunikasikan sebagai confidentiality, may be shared as lessons learned to
pembelajaran untuk memperkuat budaya tanpa toleransi reinforce a culture of zero tolerance for corruption.
terhadap korupsi.
ABM menerapkan kebijakan non-retaliasi dan memastikan ABM implements a non-retaliation policy and guarantees
setiap pelapor yang menyampaikan laporan dengan protection for any whistleblower acting in good faith.
itikad baik memperoleh perlindungan. Informasi Information regarding the Whistleblowing System (WBS)
mengenai mekanisme Whistleblowing System (WBS) mechanism is continuously communicated through
dikomunikasikan secara berkelanjutan melalui pelatihan, training, new employee orientations, and various internal
orientasi karyawan baru, dan berbagai media internal. media.
Jumlah Keluhan tahun 2025
Total of Complaints in 2025 Jumlah
Media Total
Terselesaikan Tidak Terselesaikan
Resolved Unfinished
Email 32 1 33
Surat | Letter - - -
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ABM Meraih IICD Award 2025 ABM Receives the IICD Award 2025
untuk Praktik GCG Unggul for Excellence in GCG Practices
Pada tahun 2025, ABM meraih IICD Award 2025 dalam In 2025, ABM was honored with the IICD Award 2025
kategori Best Financial Sector (Mid Cap) pada ajang in the Best Financial Sector (Mid Cap) category at the
“The 16th IICD Corporate Governance Conference and ‘16th IICD Corporate Governance Conference and
Award: Building Resilience through Good Governance Award: Building Resilience through Good Governance
– Thriving in Turbulent Times” yang diselenggarakan – Thriving in Turbulent Times,” organized by the
oleh Indonesian Institute for Corporate Directorship Indonesian Institute for Corporate Directorship (IICD).
(IICD). Penghargaan ini diberikan kepada emiten yang This award is given to issuers that consistently
dinilai konsisten menerapkan praktik Good Corporate implement Good Corporate Governance (GCG)
Governance (GCG) serta tidak terlibat dalam kasus practices and are not associated with any significant
serius yang bertentangan dengan prinsip tata kelola. violations conflicting with governance principles.
Pencapaian tersebut mencerminkan pengakuan This achievement reflects recognition of ABM’s
atas penguatan tata kelola ABM, termasuk peran strengthened governance, including the role of the
Corporate Secretary dalam memastikan efektivitas Corporate Secretary in ensuring the efficacy of the
Whistleblowing System (WBS), penerapan Sistem Whistleblowing System (WBS), the implementation
Manajemen Anti Penyuapan ISO 37001, serta penguatan of the ISO 37001 Anti-Bribery Management System,
ABM Investment System sebagai bagian dari kerangka and the improvement of the ABM Investment System
pengambilan keputusan yang transparan, akuntabel, as part of a transparent, accountable, and integrity-
dan berintegritas. oriented decision-making framework.
Penilaian dilakukan terhadap 200 emiten dengan The assessment was conducted on 200 issuers with
kapitalisasi pasar terbesar dan menengah di Bursa Efek the largest and mid-sized market capitalizations on the
Indonesia menggunakan metodologi ASEAN Corporate Indonesia Stock Exchange, using the ASEAN Corporate
Governance Scorecard, yang mencakup aspek hak Governance Scorecard methodology, which covers
pemegang saham, peran pemangku kepentingan, shareholder rights, stakeholder roles, disclosure and
pengungkapan dan transparansi, serta tanggung transparency, and board responsibilities. This award
jawab Dewan. Penghargaan ini semakin memperkuat further underscores ABM’s commitment to continuously
komitmen ABM untuk terus meningkatkan kualitas tata improving governance quality and the development of
kelola dan membangun ketahanan perusahaan secara sustainable corporate resilience.
berkelanjutan.
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Komitmen dan Pendekatan ABM dalam Commitment and ABM Approach
Remediasi Dampak Negatif [GRI 2-25] in Remediating Negative Impacts [GRI 2-25]
ABM berkomitmen untuk mengelola dan meremediasi setiap ABM is committed to managing and remediating any
dampak negatif yang mungkin ditimbulkan oleh kegiatan potential negative impacts caused by the Company’s
operasional Perusahaan. Komitmen ini mencerminkan operational activities. This commitment reflects
prinsip tata kelola yang bertanggung jawab, perlindungan responsible governance, emphasizes stakeholder
terhadap pemangku kepentingan, serta integrasi nilai-nilai protection, and the integration of sustainability values
keberlanjutan dalam seluruh proses bisnis. into all business processes.
Dengan demikian, ABM secara efektif mengelola risiko Therefore, ABM effectively manages risks and ensures
dan memastikan bahwa praktik bisnisnya berjalan that its business practices align with sustainability
selaras dengan nilai keberlanjutan serta kepentingan values and the interests of all stakeholders. Presented
semua pihak terkait. Berikut adalah pendekatan- below are ABM’s approaches and remediation steps to
pendekatan ABM dan langkah-langkah remediasi reduce these negative impacts.
untuk mengurangi dampak negatif tersebut.
Identifikasi Dampak Negatif dan Identify Negative Impacts and
Langkah Remediasi Remediation Steps
ABM mengidentifikasi tingkat dan sifat dampak negatif, ABM identifies the extent and characteristics of negative
mengembangkan langkah-langkah remediasi, dan impacts, develops remedial measures, and implements
mengimplementasikannya. Proses identifikasi dilakukan them. The identification process is conducted through
melalui risk assessment berkala, audit internal, serta routine risk assessments, internal audits, and incident
pelaporan insiden dari unit operasional. Apabila Perusahaan reports from operational units. Should the Company
diidentifikasi sebagai penyebab atau kontributor dampak be identified as the source or contributor to negative
negatif, ABM wajib melakukan tindakan pemulihan yang impacts, ABM is required to take appropriate recovery
proporsional, termasuk pemulihan lingkungan, koreksi actions, including environmental restoration, operational
operasional, atau kompensasi sesuai kebutuhan. Analisis corrections, or compensation as needed. Root cause
akar penyebab dilakukan untuk memastikan penguatan analysis is conducted to ensure strengthened controls,
pengendalian, pembaruan kebijakan, serta pelaksanaan updated policies, and provide additional training to
pelatihan tambahan guna mencegah terulangnya dampak prevent the recurrence of similar impacts.
serupa.
Mekanisme Pengaduan Complaint Mechanism
ABM telah menetapkan mekanisme pengaduan untuk ABM has established a complaints mechanism to identify
mengidentifikasi dan menangani setiap keluhan and resolve grievances submitted by stakeholders,
yang disampaikan oleh para pemangku kepentingan, including employees, suppliers, customers, and the
termasuk karyawan, pemasok, pelanggan, dan community. In its implementation, ABM also allocates
masyarakat. Dalam penerapannya, ABM juga particular attention to vulnerable stakeholders, such as
memberikan perhatian khusus kepada pemangku groups at risk of discrimination or violence, including
kepentingan rentan, yaitu kelompok masyarakat yang persons with disabilities, women, and minority ethnic
berisiko mengalami diskriminasi atau kekerasan seperti groups, as well as communities living below the poverty
penyandang disabilitas, perempuan, dan kelompok line in ABM’s operational areas.
etnis minoritas, serta masyarakat yang hidup di bawah
garis kemiskinan di wilayah operasional ABM.
Sebagai bagian dari mekanisme tersebut, ABM As part of this mechanism, ABM provides a Whistleblowing
menyediakan saluran Whistleblowing yang dapat diakses channel accessible to the general public. The Company’s
oleh masyarakat luas. Pendekatan Perusahaan dalam approach to managing complaints involves regular
mengelola pengaduan dilakukan melalui pelibatan stakeholder engagement, providing multiple channels
pemangku kepentingan secara berkala, penyediaan for submitting grievances, and conducting review,
berbagai kanal penyampaian keluhan, serta proses investigation, and follow-up processes that are conducted
penelaahan, investigasi, dan tindak lanjut yang promptly and efficiently.
dilaksanakan secara tepat waktu dan efektif.
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ABM memastikan bahwa seluruh mekanisme pengaduan ABM guarantees that all complaint mechanisms are
dirancang agar mudah diakses, memungkinkan pelaporan designed to be easily accessible, allow for anonymous
secara anonim, serta memberikan perlindungan kepada reporting, and provide protection to complainants
pelapor dari segala bentuk tindakan pembalasan, against any form of retaliation, thereby fostering a safe,
sehingga mendorong terciptanya lingkungan yang aman, transparent, and integrity-driven environment.
transparan, dan berintegritas.
Sepanjang 2025, ABM mencatat bahwa tidak terdapat Throughout 2025, ABM recorded no significant
pengaduan masyarakat terkait dampak operasional community complaints related to environmental impacts
lingkungan hidup yang memerlukan tindak lanjut requiring substantial follow-up. [SEOJK F.24]
signifikan. [SEOJK F.24]
Proses Remediasi Tambahan Additional Remediation Process
Selain mekanisme pengaduan, ABM telah menetapkan Along with the complaint mechanism, ABM has
berbagai proses lain untuk memberikan remediasi established various other processes to provide
atas dampak negatif yang diidentifikasi sebagai akibat remediation for the negative impacts identified or
atau kontribusinya. Ini mencakup sistem manajemen caused by our operations. These include environmental
lingkungan, kebijakan kesehatan dan keselamatan, serta management systems, health and safety policies, and
program tanggung jawab sosial untuk meningkatkan social responsibility programs aimed at improving
kualitas hidup masyarakat di wilayah operasi. Dalam the quality of communities in the operational area.
kondisi tertentu, ABM bekerja sama dengan pemerintah Under certain conditions, ABM collaborates with local
daerah, komunitas lokal, dan mitra eksternal lainnya governments, community members, and external
untuk memastikan proses remediasi dilaksanakan partners to ensure that remediation processes are
secara efektif, inklusif, dan berkelanjutan. conducted efficiently, inclusively, and sustainably.
Keterlibatan Pemangku Kepentingan Stakeholder Engagement
Untuk memahami kebutuhan dan preferensi To comprehend the needs and preferences of
pemangku kepentingan, ABM mengumpulkan umpan stakeholders, ABM collects feedback regarding the
balik mengenai efektivitas mekanisme pengaduan. effectiveness of the complaint mechanism. Primary users
Pemangku kepentingan yang menjadi pengguna of the mechanism (such as employees, contractors, and
utama mekanisme (misalnya karyawan, kontraktor, dan local communities) are involved in the evaluation and
masyarakat sekitar) dilibatkan dalam proses evaluasi improvement process through consultations, dialogue
dan perbaikan sistem melalui konsultasi, forum dialog, forums, and satisfaction surveys. Their input serves
dan survei kepuasan. Masukan mereka menjadi dasar as the basis for improving the design, operations, and
peningkatan desain, operasional, dan akuntabilitas accountability of the complaint mechanism.
mekanisme pengaduan.
Pemantauan Efektivitas Monitoring the Effectiveness of
Remediasi Remediation
ABM melacak efektivitas mekanisme pengaduan dan ABM oversees the effectiveness of complaint mechanisms
proses remediasi lainnya dengan memantau indikator and other remediation processes by monitoring key
utama, seperti jumlah dan sifat pengaduan, serta indicators, such as the quantity and characteristics of
waktu penyelesaiannya. Perusahaan juga melakukan complaints, as well as the duration required for their
survei dan konsultasi pemangku kepentingan secara resolution. The company also conducts periodic stakeholder
berkala untuk mengumpulkan umpan balik mengenai surveys and consultations to collect feedback regarding the
efektivitas mekanisme dan prosesnya. effectiveness of these mechanisms and processes.
Selain itu, ABM juga melakukan evaluasi tahunan untuk Additionally, ABM conducts an annual evaluation to
menilai apakah proses remediasi benar-benar mencegah assess whether the remediation process truly prevents
terulangnya dampak negatif dan meningkatkan kualitas the recurrence of adverse impacts and improves
tata kelola. Hasil evaluasi digunakan untuk memperbarui governance quality. The outcomes of this evaluation
kebijakan, meningkatkan kapasitas internal, dan are used to update policies, bolster internal capacity,
memperkuat sistem pengendalian. and reinforce the control system.
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Governansi dan Ekonomi
Governance and Economy
Mekanisme untuk Mencari Nasihat Mechanism for Seeking Advice
dan Mengemukakan Masalah and Expressing Problems
[GRI 2-26] [SEOJK E.3] [GRI 2-26] [SEOJK E.3]
ABM menyediakan mekanisme yang memungkinkan ABM provides a mechanism that allows individuals,
individu, baik karyawan maupun pihak eksternal, both employees and external parties, to seek advice
untuk mencari nasihat mengenai kebijakan dan praktik regarding the company’s policies and practices related
Perusahaan terkait responsible business conduct. to responsible business conduct. This channel includes
Saluran ini mencakup fungsi Compliance dan unit the Compliance function and the Governance unit,
Governance yang dapat memberikan panduan terkait which are responsible for providing counsel on policy
penerapan kebijakan, standar etika, dan ketentuan implementation, ethical standards, and operational
operasional. provisions.
Selain untuk memperoleh nasihat, mekanisme ini Besides seeking advice, this mechanism also allows
juga memungkinkan individu untuk menyampaikan individuals to raise concerns regarding the company’s
kekhawatiran mengenai perilaku bisnis perusahaan, business conduct, whether related to integrity, ethics,
baik terkait integritas, etika, keamanan kerja, maupun workplace safety, or other potential violations.
potensi pelanggaran lainnya.
Whistleblowing System (WBS) ABM berfungsi sebagai ABM’s Whistleblowing System (WBS) functions as the
kanal utama untuk menyampaikan kekhawatiran main channel for reporting concerns and is designed to
tersebut dan dirancang untuk menjamin kerahasiaan ensure the confidentiality of the reporter’s identity while
identitas pelapor serta memberikan perlindungan dari offering protection against retaliation. All reports are
tindakan balasan. Seluruh laporan ditangani dengan handled through an independent investigation process
proses investigasi yang independen untuk memastikan to ensure objectivity and fairness.
objektivitas dan keadilan.
Informasi lebih lanjut mengenai mekanisme WBS dan Additional details regarding the WBS mechanism and
kebijakan terkait disampaikan dalam Laporan Tahunan related policies are provided in ABM’s Annual Report
ABM serta tersedia secara publik di: and are publicly accessible at:
https://www.abm-investama.com/menu/30/ https://www.abm-investama.com/menu/30/
whistleblowing-system-wbs whistleblowing-system-wbs
Implementasi Tindakan Korektif atas Implementation of Corrective Actions
Insiden Korupsi dan Suap for Incidents of Corruption and Bribery
[GRI 205-3] [GRI 205-3]
Untuk menyelesaikan insiden pelanggaran yang To resolve the documented violation incident outlined
terdokumentasi di atas dan berdasarkan hasil above and in accordance with the findings of the
investigasi, ABM memberikan sanksi pemutusan investigation, ABM imposes sanctions which may
hubungan kerja atau hukuman terhadap karyawan include termination of employment or penalties such
berupa pengakhiran atau tidak diperbaharui kontrak as contract termination or non-renewal with business
dengan mitra bisnis. Seluruh insiden yang terbukti partners. All confirmed incidents have been addressed
tersebut telah ditindaklanjuti sesuai ketentuan yang in accordance with applicable regulations, including
berlaku, termasuk penghentian hubungan kerja termination of employment for the employees involved
dengan karyawan terkait serta tidak diperpanjangnya and non-renewal of contracts with the related business
kerja sama dengan mitra bisnis yang terlibat. partners.
32 1
2025
kasus (96,9 %) telah kasus (3,1%) sedang dalam
selesai ditindaklanjuti; proses pemeriksaan.
cases (96,9%) have cases (3,1 %) are currently in the
completed follow-up; process of being investigated.
178 S T R E N GT H B E N E AT H ,
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Ekonomi
Economic
Ekonomi
Economic
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Ekonomi
Economy
Pendekatan Manajemen Untuk Kinerja Management Approach For Economic
Ekonomi Performance
Selain berfokus pada isu keberlanjutan, profitabilitas In addition to focusing on sustainability issues,
merupakan elemen penting bagi ABM untuk profitability is an important element for ABM in
mendistribusikan nilai ekonomi kepada seluruh distributing economic value to all stakeholders. By
pemangku kepentingan. Pada 2025, ABM mencatat 2025, ABM achieved positive operational and financial
kinerja operasional dan keuangan yang positif, performance despite the increasingly complex dynamics
meskipun berada di tengah dinamika industri in the mining and energy industries. Throughout 2025,
pertambangan dan energi yang semakin kompleks. the Company consistently demonstrated our ability to
Sepanjang 2025, perusahaan tetap menunjukkan generate revenue and profit that benefit all stakeholders
kemampuan menghasilkan pendapatan dan laba through tax payments, employee remuneration and
yang memberikan manfaat bagi seluruh pemangku facilities, dividend distributions, debt repayments,
kepentingan, melalui pembayaran pajak, pemberian and investments in community and environmental
remunerasi dan fasilitas bagi seluruh karyawan, development.
pembagian dividen, pembayaran utang, serta realisasi
dana pengembangan masyarakat dan lingkungan.
Dalam menghadapi tantangan industri untuk menjaga In facing industry challenges to maintain economic
stabilitas kinerja ekonomi, ABM menerapkan peta performance stability, ABM has implemented a
jalan strategis yang disusun secara komprehensif dan comprehensive strategic roadmap that is closely
diawasi secara ketat oleh Direksi, baik di tingkat anak monitored by the Board of Directors, at both the
perusahaan maupun kantor pusat. subsidiary level and the head office.
Pengawasan dilakukan melalui peninjauan rutin pada Monitoring is conducted through regular reviews at
setiap lini kerja dan memastikan seluruh inisiatif every work line to ensure all initiatives progress in
berjalan sesuai rencana. Dewan Komisaris turut accordance with established plans. The Board of
menjalankan fungsi pengawasan sebagai perwakilan Commissioners also performs oversight functions as
pemegang saham melalui evaluasi berkala atas representatives of the shareholders by periodically
laporan manajemen dan memastikan arah strategis evaluating management reports and ensuring the
Perusahaan diimplementasikan dengan efektif. effective implementation of the company’s strategic
directives.
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Ekonomi
Economic
Pemantauan kinerja ekonomi dilakukan melalui indikator The monitoring of economic performance is carried
profitabilitas, likuiditas, dan solvabilitas, serta didukung out using indicators such as profitability, liquidity, and
oleh pengelolaan risiko yang bersifat proaktif. Setiap solvency, supported by proactive risk management.
potensi risiko diidentifikasi secara sistematis dan Each potential risk is systematically identified and
dilengkapi dengan rencana mitigasi di masing-masing accompanied by mitigation plans at each subsidiary.
anak perusahaan. Salah satu risiko utama yang menjadi One of the main risks of concern is the impact of
perhatian adalah dampak perubahan iklim, yang dikelola climate change, which is managed through structured
melalui strategi mitigasi yang terstruktur dan terintegrasi. and integrated mitigation strategies.
Secara umum, prinsip ini diwujudkan dalam kebijakan In general, this principle is realized through policies and
dan implementasi yang terkait dengan aspek-aspek di implementations related to the following aspects:
bawah ini:
A. Penciptaan dan Distribusi Nilai Ekonomi yang A. Creation and Distribution of Responsible
Bertanggung Jawab Economic Value
• Nilai Ekonomi Langsung yang Dihasilkan dan • Direct Economic Value Generated and Distributed
Didistribusikan ABM ensures that the creation and distribution
ABM memastikan penciptaan dan distribusi nilai of economic value are conducted fairly among
ekonomi dilakukan secara seimbang kepada shareholders, employees, the government,
pemegang saham, karyawan, pemerintah, kreditur, creditors, and the community through prudent
dan masyarakat melalui kebijakan keuangan financial policies and transparent performance
yang prudent serta pengungkapan kinerja secara disclosures.
transparan.
• Perbandingan Kinerja Ekonomi • Economic Performance Comparison
ABM melakukan pemantauan dan evaluasi atas ABM monitors and evaluates economic performance
kinerja ekonomi antarperiode sebagai dasar over time as a basis for setting strategies and
penetapan strategi, target, dan pengambilan targets and making business decisions.
keputusan bisnis.
• Transparansi Perpajakan • Tax Transparency
ABM menerapkan tata kelola perpajakan yang ABM implements transparent and compliant tax
transparan dan patuh, mencakup pengelolaan risiko governance, including tax risk management,
pajak, kepatuhan di seluruh yurisdiksi perpajakan, compliance across all tax jurisdictions, and
serta keterlibatan pemangku kepentingan dalam stakeholder engagement on tax-related matters.
aspek perpajakan.
• Bantuan Finansial yang Diterima dari Pemerintah • Financial Assistance Received from the
Government
ABM memastikan setiap bantuan atau insentif ABM ensures that any government assistance or
dari pemerintah dikelola dan diungkapkan secara incentives are managed and disclosed responsibly
akuntabel sesuai dengan ketentuan yang berlaku. in accordance with applicable regulations.
• Pencegahan Tindak Antipersaingan • Prevention of Anti-Competitive Practices
ABM menerapkan kebijakan kepatuhan terhadap ABM applies compliance policies aligned with
hukum persaingan usaha serta mencegah praktik competition laws and actively prevents anti-
antipersaingan dan anti-trust dalam seluruh competitive and anti-trust practices across all
aktivitas bisnis. business activities.
B. Di Seluruh Tingkat Manajemen B. Across All Management Levels
• Praktik Pengadaan • Procurement Practices
ABM menerapkan sistem pengadaan yang ABM implements a standardized procurement system
terstandarisasi di seluruh entitas, mencakup across all entities, covering key components such as
komponen utama sistem pengadaan, seleksi procurement system elements, supplier selection and
dan evaluasi pemasok, pengelolaan kontrak dan evaluation, contract management and compliance,
kepatuhan, kepatuhan terhadap Sistem Manajemen adherence to the Anti-Bribery Management System,
Anti Penyuapan, serta prioritas dan pemantauan and the prioritization and monitoring of the proportion
proporsi belanja kepada pemasok lokal. of spending with local suppliers.
• Privasi Data • Data Privacy
ABM memastikan perlindungan data pribadi dan ABM ensures the protection of personal data and
informasi Perusahaan melalui penerapan kebijakan, company information through the implementation
pengendalian akses, serta pengamanan sistem of policies, access controls, and information
informasi. system security measures.
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Nilai Ekonomi Langsung yang Dihasilkan
dan Didistribusikan [GRI 201-1]
Direct Economic Value Generated and Distributed
Kinerja operasional yang stabil membantu ABM untuk Stable operational performance helps ABM maintain our
mempertahankan misinya dalam memberikan manfaat mission to deliver optimal benefits to all stakeholders.
optimal bagi seluruh pemangku kepentingan. Distribusi The distribution of economic value includes salaries and
nilai ekonomi mencakup pembayaran gaji dan welfare payments, tax contributions to the government,
kesejahteraan, kontribusi pajak kepada pemerintah, dividend distributions, and funding for social and
pembagian dividen, serta pendanaan program sosial environmental programs that support communities and
dan lingkungan yang mendukung komunitas dan sustainability.
keberlanjutan
Nilai Ekonomi Langsung yang Dihasilkan dan Didistribusikan [GRI 201-1]
Direct Economic Value Generated and Distributed
Deskripsi
2023 2024 2025
Description
A. Nilai Ekonomi yang Dihasilkan (US$)
Economic Value Generated (USD)
Pendapatan Bersih
1.492.998.856 1.200.132.454 1.038.170.254
Net Revenue
Pendapatan Lainnya
47.753.670 34.173.237 24.620.012
Other Income
Bagian Laba Entitas Asosiasi - Neto
143.996.935 151.375.901 84.677.694
Share of Profit of Associates - Net
Pendapatan Dividen
25.000.000 831.453 129.014
Dividend Income
Pendapatan Keuangan - Neto
4.812.848 4.558.293 4.254.012
Finance Income – Net
Jumlah Ekonomi yang Dihasilkan
1.714.562.309 1.391.071.338 1.151.850.986
Total Economic Value Generated
B. Nilai Ekonomi yang Didistribusikan (US$)
Economic Value Distributed (USD)
Beban Pokok Pendapatan
(1.100.952.827) (1.068.940.836) (934.491.492)
Cost of Revenue
Beban Penjualan Umum, Administrasi (termasuk Gaji dan
Kesejahteraan Karyawan*)
(110.370.850) (56.891.458) (56.197.184)
Selling, General and Administrative Expenses Including Employee
Salaries and Benefits
Beban Lainnya
(23.801.736) (613.889) (4.373.812)
Other Expenses
Biaya Keuangan
(106.107.407) (109.803.082) (76.554.485)
Financial Charges
Beban Pajak Final
(1.838.566) (1.081.457) (929.122)
Final Tax Expenses
Beban Pajak Penghasilan
(55.867.030) (14.398.767) (4.421.458)
Income Tax Expenses - Net
Pos yang Akan Direklasifikasi ke Laba Rugi:
Selisih Kurs dari Penjabaran Laporan Keuangan
3.449.191 (8.309.335) (9.045.245)
Items that will be Reclassified to Profit or Loss: Exchange
Differences from Translation of Financial Statements
Perubahan Nilai Wajar Investasi pada Saham**
(6.687.959) 1.231.226 (3.668.141)
Changes in the Fair Value of Investments in Shares**
Pos yang Akan Direklasifikasi Ke Laba Rugi:
Pengukuran Kembali atas Program Imbalan Pasti
(1.965.162) 206.424 (503.133)
Items that will be Reclassified to Profit or Loss:
Remeasurement of Defined Benefit Plan
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Ekonomi
Economic
Deskripsi
2023 2024 2025
Description
Pembayaran Dividen
(97.100.000) (50.000.025) (25.000.000)
Dividend Payments
Jumlah Nilai Ekonomi yang Didistribusikan
(1.494.554.387) (1.309.832.425) (1.115.184.072)
Total Economic Value Distributed
Jumlah Nilai Ekonomi Ditahan (US$)
Total Economic Value Retained (USD)
Nilai Ekonomi yang Dihasilkan Dikurangi Nilai Ekonomi yang
Didistribusikan 220.007.922 81.238.913 36.666.914
Economic Value Generated Less Economic Value Distributed
Catatan | Note
*) Biaya community investment termasuk dalam bagian ini
Community investment costs are included in this section
**) Penurunan nilai investasi di proyek MHU
Decrease in investment value on MHU project
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Perbandingan Kinerja Ekonomi [SEOJK F.2]
Comparison of Economic Performance
Pada tahun 2025, ABM memandang pencapaian kinerja In 2025, ABM views economic performance as
ekonomi sebagai bagian yang tidak terpisahkan dari integral to its long-term sustainability strategy.
strategi keberlanjutan jangka panjang. Pertumbuhan Business growth is pursued by focusing on achieving
usaha dilakukan dengan mengacu pada pencapaian production targets, improving revenue performance,
target produksi, kinerja pendapatan, serta laba and boosting profits, all aligned with principles of sound
Perseroan yang selaras dengan prinsip tata kelola corporate governance and commitments to social
perusahaan yang baik dan komitmen terhadap aspek and environmental responsibilities. Each increase in
sosial dan lingkungan. Setiap peningkatan kinerja operational performance is prudently balanced with
operasional diimbangi dengan upaya pengelolaan efforts to manage environmental and social impacts
dampak lingkungan dan sosial di wilayah operasional within operational areas to ensure the sustainability of
untuk memastikan keberlanjutan nilai ekonomi yang the economic value generated.
dihasilkan.
Sejalan dengan praktik pengelolaan kinerja In line with corporate performance management
perusahaan, ABM melakukan evaluasi kinerja ekonomi practices, ABM evaluates its economic performance
melalui perbandingan antara target yang telah by comparing predetermined targets with actual
ditetapkan dengan realisasi produksi, pendapatan, production, revenue, and profit realizations. The results
dan laba. Hasil evaluasi tersebut menjadi dasar of this evaluation serve as a basis for management
bagi manajemen dalam menilai efektivitas strategi to assess the effectiveness of business strategies,
bisnis, mengidentifikasi peluang perbaikan, serta identify opportunities for improvement, and ensure the
memastikan bahwa kinerja ekonomi yang dicapai tetap sustainability of the achieved economic performance.
berkelanjutan. Rincian kinerja keuangan dan analisis Details regarding financial performance and additional
lebih lanjut disajikan dalam Laporan Tahunan ABM analyses are provided in ABM’s Annual Report within
pada bagian Management Discussion and Analysis. the Management Discussion and Analysis section.
Pengelolaan Dampak Iklim
Dampak iklim turut membuat ABM bersiaga untuk menangani risiko lingkungan hidup yang dapat
berpengaruh pada bisnis. Curah hujan tinggi di CK menghambat kegiatan tambang. Pada 2025, lokasi
TIA dan BMB terdampak banjir, sehingga memicu proses klaim asuransi. Kombinasi faktor-faktor tersebut
berdampak pada penurunan produksi dan penjualan selama periode pelaporan.
Climate Impact Management
Climate impacts further necessitate that ABM remain vigilant in managing environmental risks that could
potentially influence the business. Heavy rainfall in CK disrupts mining activities. In 2025, the TIA and BMB
sites are impacted by flooding, triggering insurance claim processes. These combined factors lead to a
decline in both production and sales during the reporting period.
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Ekonomi
Economic
Transparansi Perpajakan
Tax Transparency
Komitmen ABM terhadap transparansi perpajakan ABM’s dedication to tax transparency is demonstrated
tidak hanya diwujudkan melalui pemenuhan kewajiban not only by fulfilling tax obligations but also through
pajak, tetapi juga melalui kontribusi kepada negara contributions to the state in the form of Non-Tax State
dalam bentuk Penerimaan Negara Bukan Pajak (PNBP), Revenue (PNBP), the implementation of Domestic
pelaksanaan Domestic Market Obligation (DMO), Market Obligation (DMO), and royalty payments. All
serta pembayaran royalti. Seluruh kewajiban tersebut these obligations are subject to monthly to ensure that
dipantau dan dievaluasi setiap bulan untuk memastikan reporting and payments comply with tax regulations
pelaporan dan pembayaran telah sesuai dengan regulasi and applicable provisions.
perpajakan dan ketentuan yang berlaku.
Tata Kelola Transparansi dan Risiko Tax Governance, Transparency, and
terkait Pajak [GRI 207-1 & 207-2] Risk Management [GRI 207-1 & 207-2]
Pengelolaan perpajakan ABM berada di bawah Tax management at ABM is under the responsibility
tanggung jawab Direktur Keuangan dengan dukungan of the Finance Director, supported by senior officials
pejabat senior yang menangani fungsi perpajakan responsible for tax functions across the ABM Group.
di seluruh Grup ABM. Pendekatan ini memastikan This approach ensures compliance with relevant
kepatuhan terhadap peraturan perpajakan yang tax regulations and strengthens tax governance. To
berlaku serta memperkuat integritas tata kelola pajak. maintain credibility and transparency, ABM engages
Untuk menjaga kredibilitas dan transparansi, ABM independent auditors for external audits, with testing
melibatkan auditor independen dalam audit eksternal, results and opinions openly disclosed in the annual
dengan hasil pengujian dan opini yang diungkapkan report.
secara terbuka melalui laporan tahunan.
ABM menerapkan pendekatan yang terstruktur dalam ABM implements a structured approach to managing tax
mengelola risiko perpajakan, mencakup proses risks, including the processes of identifying, managing,
identifikasi, pengelolaan, dan pemantauan risiko and continuously monitoring of such risks. The tax
secara berkelanjutan. Strategi perpajakan ditinjau dan strategy undergoes periodic review and approval by the
disetujui secara berkala oleh Direktur Keuangan, serta Chief Financial Officer and is integrated into business
diintegrasikan ke dalam proses bisnis dan kebijakan processes and internal policies to ensure alignment with
internal agar selaras dengan strategi Perusahaan dan the Company’s strategy and commitment to sustainable
komitmen terhadap pembangunan berkelanjutan. Isu development. Notable tax issues, including compliance
perpajakan yang bersifat signifikan, termasuk risiko risks and potential disputes, are vigilantly monitored and
kepatuhan dan potensi sengketa pajak, dipantau dan evaluated through internal oversight mechanisms, such
dievaluasi melalui mekanisme pengawasan internal, as the Audit Committee. These issues are subsequently
antara lain melalui Komite Audit. Isu-isu tersebut escalated to the Board of Directors in accordance with
selanjutnya dieskalasikan kepada Direksi sesuai dengan the Company’s governance policies.
ketentuan tata kelola Perusahaan yang berlaku.
Sebagai bagian dari penguatan tata kelola, ABM As part of strengthening governance, ABM provides an
menyediakan mekanisme pelaporan pelanggaran terkait independent whistleblowing mechanism for reporting
perpajakan yang dikelola secara independen untuk tax-related violations, ensuring confidentiality and
menjamin kerahasiaan dan penanganan laporan secara transparent handling of reports. Tax compliance is
transparan. Evaluasi kepatuhan perpajakan dilakukan evaluated through external audits, while the process
melalui audit eksternal, sementara proses penjaminan of assurance over tax disclosures is detailed in the
atas pengungkapan pajak dijelaskan dalam laporan annual report through references to audit reports and
tahunan melalui rujukan terhadap laporan audit dan opini assurance opinions, as a form of accountability to
penjaminan, sebagai bentuk akuntabilitas kepada para stakeholders.
pemangku kepentingan.
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US$ 6,33
Juta | Million
Total pajak yang dibayarkan
oleh ABM pada tahun 2025
The total taxes paid by ABM
in 2025
US$ 0,74
Juta | Million
Total royalti yang dibayarkan
oleh ABM pada tahun 2025
The total royalties paid by
ABM in 2025
Keterlibatan Pemangku Kepentingan Stakeholder Involvement in Tax Aspects
dalam Aspek Pajak [GRI 207-3] [GRI 207-3]
Untuk meningkatkan kepatuhan perpajakan, ABM To improve tax compliance, ABM conducts tax
mengadakan sosialisasi perpajakan minimal satu kali socialization sessions at least once a year with relevant
setiap tahun terhadap para pemangku kepentingan stakeholders, particularly employees, contractors, and
terkait, terutama karyawan, kontraktor, dan pemasok. suppliers. This socialization also involves collecting
Sosialisasi ini juga mencakup pengumpulan masukan feedback from both internal and external stakeholders to
dari para pemangku kepentingan internal dan eksternal ensure that the Company’s tax policies and governance
untuk memastikan kebijakan dan tata kelola perpajakan align with relevant regulations.
Perusahaan sesuai dengan peraturan yang berlaku.
Yurisdiksi Perpajakan [GRI 207-4] Taxation Jurisdiction [GRI 207-4]
ABM menjalankan seluruh kegiatan operasional ABM conducts all operational activities in accordance
sesuai dengan regulasi perpajakan di Indonesia yang with Indonesian tax regulations mandated by the
ditetapkan oleh Direktorat Jenderal Pajak Kementerian Directorate General of Taxes of the Ministry of Finance,
Keuangan serta ketentuan dari Kementerian Energi dan as well as the provisions of the Ministry of Energy and
Sumber Daya Mineral (ESDM). Seluruh pembayaran Mineral Resources (ESDM). All tax payments, royalties,
pajak, royalti, dan kewajiban lainnya kepada negara and other obligations owed to the state are properly
tercatat dalam Laporan Keuangan Konsolidasi documented in the Company’s Consolidated Financial
Perusahaan, yang telah diaudit secara ketat oleh Statements, which have undergone thoroughly audited
akuntan publik independen (Ernst & Young) untuk by an independent public accountant (Ernst & Young)
tahun buku yang berakhir pada 31 Desember 2025. for the fiscal year ending on 31 December 2025.
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Ekonomi
Economic
Bantuan Finansial
yang Diterima dari Pemerintah [GRI 201-4]
Financial Assistance Received from the Government
Sepanjang tahun 2025, ABM tidak menerima bantuan Throughout the year 2025, ABM did not receive any
atau insentif finansial dari pemerintah dalam bentuk form of financial assistance or incentives from the
apa pun. Perusahaan tidak memperoleh keringanan government. The Company did not obtain tax relief,
pajak, kredit pajak, subsidi, hibah investasi, maupun tax credits, subsidies, investment grants, or research
hibah untuk penelitian dan pengembangan. Selain and development grants. Additionally, ABM did not
itu, ABM tidak menerima fasilitas pembebasan royalti, receive royalty exemption facilities, support from
bantuan dari lembaga kredit ekspor, maupun bentuk export credit agencies, or other financial benefits from
manfaat finansial lainnya dari pemerintah untuk the government to support the Company’s operational
mendukung kegiatan operasional Perusahaan. activities.
Selama periode pelaporan, ABM juga tidak menerima During the reporting period, ABM did not receive any
bentuk dukungan tidak langsung dari pemerintah, form of indirect support from the government, such
seperti jaminan pemerintah, penyediaan infrastruktur as guarantees, government-funded infrastructure, or
yang dibiayai pemerintah, atau akses eksklusif terhadap exclusive access to public resources. The Company
sumber daya publik. Perusahaan menjalankan aktivitas conducts our business activities independently, without
bisnis secara independen tanpa ketergantungan pada reliance on government financial support.
dukungan finansial negara.
Selain itu, pada tahun yang sama, tidak terdapat Furthermore, in the same year, there was no government
partisipasi pemerintah dalam struktur kepemilikan participation in ABM’s share ownership structure. The
saham ABM. Perusahaan sepenuhnya dimiliki oleh Company is fully owned by private parties and has no
pihak swasta dan tidak memiliki pemegang saham shareholders that are government agencies or entities
yang merupakan badan pemerintah atau entitas yang controlled by the government.
dikendalikan pemerintah.
Oleh karena itu, ABM dapat memastikan bahwa Therefore, ABM affirms that all of the Company’s
seluruh operasional dan kinerja finansial Perusahaan operations and financial performance are not depend
tidak bergantung pada bantuan pemerintah dan on government assistance and reflect a sustainable,
mencerminkan keberlanjutan bisnis yang mandiri dan independent, and integrity-driven business.
berintegritas.
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Pencegahan
Tindak Anti-Persaingan
Prevention of Anti-Competitive Practices
ABM menyadari bahwa sebagai perusahaan energi ABM acknowledges our position as an integrated
terintegrasi, Perusahaan memiliki peran strategis dalam energy company, the Company plays a strategic role in
mendukung kebutuhan industri pertambangan melalui facilitating the mining industry’s requirements through
layanan end-to-end one-stop mining solutions. Sejalan end-to-end one-stop mining solutions. In alignment
dengan peran tersebut dan kontribusinya terhadap with this role and its contribution to national energy
ketahanan energi nasional, ABM secara proaktif resilience, ABM actively fosters communication through
membangun komunikasi melalui diskusi dan dialog rutin regular discussions and dialogues with stakeholders,
dengan para pemangku kepentingan, termasuk pelaku including industry players, business associations,
industri, asosiasi bisnis, organisasi terkait, serta pemangku related organizations, and policymakers. These forums
kebijakan. Forum-forum tersebut dimanfaatkan untuk are utilized to examine business ethics, uphold the
membahas etika usaha, penerapan prinsip perdagangan principles of fair trade, and to strengthen compliance
yang adil, serta penguatan kepatuhan terhadap seluruh with all applicable laws and regulations.
peraturan perundang-undangan yang berlaku.
Kasus Hukum Terkait Anti-Persaingan Legal Cases Concerning Anti-Competitive
dan Anti-Trust [GRI 206-1] Practices and Anti-Trust [GRI 206-1]
ABM berkomitmen untuk menjalankan praktik bisnis yang ABM is committed to conducting business practices
etis, berintegritas, serta patuh sepenuhnya terhadap that uphold ethics, integrity, and full compliance with
regulasi persaingan usaha. Perusahaan senantiasa competition regulations. The company consistently
mematuhi ketentuan mengenai praktik monopoli dan adheres to provisions concerning monopoly practices
persaingan usaha tidak sehat sebagaimana diuraikan and unfair competition as outlined in the Corporate
dalam Bab Tata Kelola Perusahaan pada Laporan Tahunan. Governance chapter of the Annual Report.
Sebagai bagian dari kepatuhan hukum, ABM secara aktif In adherence to legal compliance, ABM diligently
melaporkan aktivitas bisnis yang relevan kepada Otoritas reports relevant business activities to the Financial
Jasa Keuangan (OJK) dan lembaga berwenang lainnya. Services Authority (OJK) and other authorized
Sepanjang tahun 2025, ABM tidak terlibat dalam kasus agencies. Throughout 2025, ABM was not involved in
hukum yang berkaitan dengan praktik antipersaingan, any legal cases related to anticompetitive practices,
anti-trust, maupun monopoli perdagangan di pengadilan antitrust violations, or trade monopoly cases in the
Republik Indonesia. Kondisi ini mencerminkan komitmen courts of the Republic of Indonesia. This reflects the
Perusahaan dalam menjalankan kegiatan usaha secara Company’s commitment to conducting business fairly and
adil, transparan, dan mendukung terciptanya iklim transparently and supporting the creation of a healthy,
persaingan yang sehat. competitive environment.
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Economic
Praktik Pengadaan
Procurement Practices
ABM memahami bahwa tata kelola rantai pasok yang ABM recognizes that effective supply chain governance
efektif merupakan fondasi penting bagi kelancaran is a crucial foundation for the seamless operation of
operasional Perusahaan. Untuk itu, ABM menjaga the Company. Consequently, ABM maintains close
komunikasi dan kolaborasi yang erat dengan seluruh communication and collaboration with all suppliers of
penyedia barang dan jasa, sekaligus memprioritaskan goods and services, with an emphasis on engaging
keterlibatan pemasok lokal guna menciptakan multiplier local suppliers to generate a multiplier effect for the
effect bagi kesejahteraan masyarakat di sekitar wilayah welfare of the communities around the operational
operasi. areas.
Untuk memastikan konsistensi, transparansi, dan To ensure consistency, transparency, and efficiency,
efisiensi, ABM telah menetapkan kebijakan dan Standard ABM has instituted policies and Standard Operating
Operating Procedures (SOP) yang berlaku bagi seluruh Procedures (SOPs) applicable across all group entities.
entitas grup. Kebijakan ini mengatur seluruh proses These policies oversee the entire procurement process,
pengadaan, mulai dari pendaftaran calon pemasok, including supplier registration, selection, evaluation,
seleksi, evaluasi, hingga pengelolaan kontrak agar and contract management, ensuring strict adherence
berjalan sesuai aturan dan standar Perusahaan. to the Company’s regulations and standards.
Komponen Utama Sistem Pengadaan Main Components of the ABM
ABM [NDAQ G5] Procurement System [NDAQ G5]
Untuk memastikan proses pengadaan berlangsung To ensure transparency and accountability in the
transparan dan akuntabel, ABM menerapkan serangkaian procurement process, ABM enforces a series of key
kriteria dan mekanisme utama yang menjadi dasar criteria and mechanisms that underpin the Company’s
pengelolaan rantai pasok Perusahaan. Pendekatan ini supply chain management. This approach is designed
dirancang untuk mendukung tata kelola perusahaan to foster responsible corporate governance and ensure
yang bertanggung jawab serta memastikan integrasi the integration of environmental, social, and business
aspek lingkungan, sosial, dan etika bisnis dalam seluruh ethics considerations throughout the procurement
proses pengadaan. process.
Seleksi dan Evaluasi Pemasok [GRI 308-1] Supplier Selection and Evaluation [GRI 308-
[GRI 308-2][GRI 414-1][GRI 414-2] 1][GRI 308-2][GRI 414-1][GRI 414-2]
ABM menerapkan proses seleksi dan evaluasi ABM implements a structured and consistent supplier
pemasok yang terstruktur dan konsisten di seluruh unit selection and evaluation process across all business
bisnis. Tahapan awal dimulai dengan registrasi calon units. The initial stage begins with registering potential
pemasok yang mengacu pada ketentuan pemerintah suppliers in accordance with government regulations
sesuai klasifikasi usaha berdasarkan KBLI, dilanjutkan based on business classification according to KBLI,
dengan evaluasi teknis dan komersial yang dilakukan followed by systematic technical and commercial
secara sistematis. evaluations.
Kriteria penilaian pemasok mencakup aspek non- The supplier assessment criteria encompass both non-
komersial dan komersial. Aspek non-komersial meliputi commercial and commercial aspects. Non-commercial
kualitas, ketepatan waktu pengiriman, keselamatan aspects cover quality, on-time delivery, occupational
dan kesehatan kerja, serta kepatuhan terhadap health and safety standards, and compliance with
ketentuan lingkungan dan sosial. Sementara itu, aspek environmental and social regulations. Conversely, the
komersial mencakup total biaya dan harga satuan dan commercial aspects include total cost, unit price, and
metoda pembayaran. payment terms.
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Dalam mewujudkan tata kelola perusahaan yang In the pursuit of responsible corporate governance,
bertanggung jawab, ABM memastikan bahwa seluruh ABM ensures that all suppliers, whether new or
pemasok, baik baru maupun eksisting, mematuhi existing, comply with the Code of Ethics and the
Kode Etik dan Pakta Integritas Perusahaan yang Company’s Integrity Pact, which reflect a commitment
mencerminkan komitmen terhadap standar lingkungan, to environmental, social, and business ethics standards.
sosial, dan etika bisnis. Pendekatan ini bertujuan untuk This approach seeks to motivate suppliers to actively
mendorong pemasok berperan aktif dalam mendukung support ABM’s sustainable value chain.
rantai nilai ABM yang berkelanjutan.
Setiap pemasok, mitra kerja, atau kontraktor baru di All new suppliers, partners, or contractors engaging
ABM dan anak perusahaan diwajibkan menandatangani with ABM and its subsidiaries are mandated to sign an
Pakta Integritas. Selain itu Perjanjian Kemitraan, dan Integrity Pact. Furthermore, Partnership Agreements
Non-Disclosure Agreement (NDA) ditandatangani and Non-Disclosure Agreements (NDAs) are signed as
sesuai dengan kebutuhan dan karakteristik kerja sama, needed, depending on the nature of the cooperation,
yang ditandatangani oleh direktur vendor. Kepatuhan and are signed by the vendor’s director. Compliance
terhadap dokumen tersebut menjadi bagian dari with these documents is incorporated into the formal
kriteria seleksi formal dalam proses evaluasi vendor. selection criteria during the vendor evaluation process.
Sebagai bagian dari komitmen terhadap praktik In line with our commitment to responsible business
bisnis yang bertanggung jawab, pemasok, mitra practices, suppliers, partners, and contractors are
kerja, dan kontraktor juga wajib mematuhi Pedoman required to comply with the Code of Ethics & Conduct
Kode Etik dan Perilaku yang mengatur standar etika, Guidelines, which establish standards for ethics, labor,
ketenagakerjaan, dan keselamatan kerja. Pedoman ini and occupational safety. These guidelines explicitly
secara tegas melarang: prohibit:
• Mempekerjakan anak di bawah umur; • Employing underage children;
• Mempekerjakan tenaga kerja secara paksa; • Employing forced labor;
• Memberikan upah di bawah standar yang • Providing wages below the standards set by
ditetapkan oleh peraturan perundang-undangan applicable laws and regulations;
yang berlaku;
• Menyediakan kondisi kerja yang tidak layak; • Offering unfit working conditions;
• Mengabaikan aspek Keselamatan dan Kesehatan • Neglecting Occupational Safety and Health (OSH)
Kerja (K3) sesuai dengan kebijakan dan prosedur aspects in accordance with the company’s HSE
HSE Perusahaan; policies and procedures;
• Melakukan intimidasi terhadap pekerja yang • Intimidating workers who defend their rights;
mempertahankan hak-haknya; dan
• Melakukan intimidasi atau ancaman terhadap • Threatening or intimidating employees of the ABM
karyawan Grup ABM. Group.
Sepanjang tahun 2025, ABM memastikan bahwa 100% Throughout 2025, ABM ensured that 100% (301) of new
(301) pemasok baru telah diseleksi menggunakan suppliers were selected using environmental criteria and
kriteria lingkungan dan mematuhi Kode Etik dan complied with ABM’s Code of Ethics and Conduct as a
Perilaku ABM sebagai pedoman dalam menjalankan guideline for business interactions and the prevention of
interaksi bisnis serta mencegah potensi benturan potential conflicts of interest. Based on comprehensive
kepentingan. Berdasarkan hasil penilaian tersebut, assessments, ABM found no suppliers with significant
ABM tidak menemukan pemasok dengan dampak negative environmental impacts, whether actual or
lingkungan negatif yang signifikan, baik aktual maupun potential. Consequently, there is no requirement for any
potensial. Dengan demikian, tidak terdapat pemasok suppliers to develop a corrective action plan.
yang diwajibkan menyusun corrective action plan.
Selain itu, 100% pemasok utamanya yang memiliki Additionally, 100% of our main suppliers whose activities
potensi dampak lingkungan signifikan wajib mengikuti may significantly affect the environment are mandated
ketentuan pengelolaan dampak lingkungan hidup to follow environmental impact management provisions,
sesuai dengan panduan dari Grup ABM. in accordance with the guidelines established by the
ABM Group.
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Economic
Dari sisi sosial, dalam proses tender ABM Regarding the social aspect, during the tender
telah mensyaratkan pemasok untuk mematuhi process, ABM mandated that suppliers adhering to
Pedoman Perilaku. yang memuat komitmen untuk the Code of Conduct, which includes commitments to
menghormati hak asasi manusia, menerapkan standar respect human rights, implement fair labor standards,
ketenagakerjaan yang layak, serta menjunjung praktik and uphold ethical working practices. The scope
kerja yang etis. Ruang lingkupnya mencakup larangan includes prohibitions against employing underage
mempekerjakan anak di bawah umur, penggunaan children, forced labor, paying wages below the legal
tenaga kerja paksa, pemberian upah di bawah minimum, creating unfit working conditions, neglecting
ketentuan, penciptaan kondisi kerja yang tidak layak, occupational safety and health, restricting freedom
pengabaian aspek keselamatan dan kesehatan kerja, of association, and any form of intimidation or threats
pembatasan kebebasan berserikat, serta segala directed at workers.
bentuk intimidasi atau ancaman terhadap pekerja.
Pada tahun 2025, Perusahaan telah menerapkan In 2025, the Company implemented social evaluation
kriteria evaluasi sosial dalam proses seleksi pemasok criteria into our supplier selection process, particularly
baru, khususnya pada tahap awal tender. Kriteria during the initial tender stage. These criteria include
tersebut mencakup kepatuhan terhadap peraturan compliance with labor regulations, the prohibition of
ketenagakerjaan, larangan kerja paksa dan pekerja forced labor and child labor, adherence to occupational
anak, penerapan standar Keselamatan dan Kesehatan safety and health (OSH) standards, respect for human
Kerja (K3), penghormatan terhadap hak asasi rights, and a commitment to ethical and responsible
manusia, serta komitmen terhadap praktik bisnis yang business practices. This implementation aims to ensure
etis dan bertanggung jawab. Penerapan ini bertujuan that social aspects are considered from the earliest
memastikan bahwa aspek sosial telah menjadi bagian stages of procurement.
dari pertimbangan sejak tahap awal proses pengadaan.
Berdasarkan hasil evaluasi, ABM tidak mengidentifikasi Based on the evaluation results, ABM confirmed
pemasok dengan dampak sosial negatif aktual that there are no suppliers with significant actual or
maupun potensial yang signifikan. Oleh karena itu, potential negative social impacts. Consequently, no
tidak terdapat pemasok yang diwajibkan melakukan suppliers are mandated to develop corrective action
corrective action plan maupun penghentian hubungan plans or to terminate their relationships due to social
kerja akibat temuan dampak sosial dan 100% (301) impact findings, and 100% (301) of new suppliers
pemasok baru telah diseleksi menggunakan kriteria were selected based on social criteria and complied
sosial dan mematuhi Kode Etik dan Perilaku ABM with ABM’s Code of Ethics and Conduct, serving as a
sebagai pedoman dalam menjalankan interaksi bisnis guideline for business interactions and the prevention
serta mencegah potensi benturan kepentingan. of potential conflicts of interest.
Saat ini, ABM belum melakukan audit khusus kepada Currently, ABM has not conducted specific audits of
pemasok terkait penerapan Pedoman Perilaku. Meski suppliers concerning the implementation of the Code of
demikian, kepatuhan terhadap ketentuan tersebut Conduct. However, compliance with these provisions
tetap menjadi bagian dari proses seleksi dan evaluasi remains part of the ongoing supplier selection and
pemasok secara berkelanjutan. evaluation process.
Pengelolaan Kontrak dan Kepatuhan Contract Management and Compliance
ABM mengatur hak dan kewajiban pemasok secara The ABM clearly defines the rights and obligations of
jelas dalam kontrak kerja sama, termasuk hak atas suppliers under the cooperation contract, including the
pembayaran tepat waktu, mekanisme pembatalan right to timely payment, order cancellation mechanisms,
pesanan, serta pengaturan pengembalian barang yang and return procedures outlined in the Supply Chain
tercantum dalam SOP Rantai Pasokan. Seluruh proses SOP. All procurement and contractual processes are
pengadaan dan kontrak dikelola secara digitalisasi managed digitally through an Enterprise Resource
melalui sistem Enterprise Resource Planning (ERP) Planning (ERP) system to ensure control, consistency,
untuk menjaga kontrol, konsistensi, dan transparansi. and transparency.
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Kepatuhan terhadap Sistem Compliance with the Anti-Bribery
Manajemen Anti Penyuapan Management System
ABM menerapkan Sistem Manajemen Anti Penyuapan ABM implements the Anti-Bribery Management System
ISO 37001:2016 sebagai upaya pencegahan ISO 37001:2016 as an effort to prevent bribery and
penyuapan dan gratifikasi di sepanjang rantai nilai. gratification throughout the entire value chain. Annually,
Setiap tahun, pemasok mendapatkan sosialisasi ulang suppliers undergo reorientation and must complete a
dan diwajibkan mengisi formulir kepatuhan, serta compliance form. They must also adhere to follow the
tunduk pada standar integritas dan etika Perusahaan company’s standards of integrity and ethics, with clear
dengan sanksi yang jelas atas setiap pelanggaran. penalties for any violations.
Prioritas Pemasok Lokal Local Supplier Priority
ABM memprioritaskan pemasok lokal yang berada ABM prioritizes local suppliers situated within the
di wilayah kabupaten atau kota lokasi operasional district or city of operational areas, based on location
berdasarkan parameter lokasi dan NPWP. Lokasi parameters and NPWP. Significant operational
operasi signifikan meliputi area perkantoran, tambang, locations include office areas, mines, warehouses,
pergudangan dan logistik, pabrik perakitan, serta logistics centers, assembly plants, and ports. Non-local
pelabuhan. Pemasok non-lokal hanya digunakan untuk suppliers are engaged solely for high-complexity tasks
pekerjaan dengan tingkat kompleksitas tinggi atau or technical requirements that are not available locally.
kebutuhan teknis yang tidak tersedia di wilayah setempat.
Proporsi Pengeluaran untuk Pemasok Proportion of Expenditure for Local
Lokal [GRI 204-1] Suppliers [GRI 204-1]
Sepanjang tahun 2025, ABM berhasil bermitra Throughout 2025, ABM successfully partnered with
dengan para pemasok lokal dan non-lokal dengan local and non-local suppliers, comprising the following
komposisi: composition:
1.187
Proporsi Belanja Pengadaan
Procurement Spending Proportion
11,43% 88,57%
Pemasok Lokal
(Kabupaten/Kotamadya/
Ibukota Propinsi)
Local Suppliers (District/ Pemasok Non-lokal Pemasok Non-lokal
City/Provincial Capital) Non-local Suppliers Non-local Suppliers
1.153
Pemasok Non-lokal
(Jabodetabek dan Luar Negeri)
Non-local Suppliers
(Jabodetabek and Overseas)
50,73%
Pemasok Lokal
Local Suppliers
49,27%
Pemasok Non-lokal
Non-local Suppliers
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Vendor Dashboard Analytics & Data Vendor Dashboard Analytics & Data
Spending (Bersama TMT) Spending (Together with TMT)
Grup ABM bersama PT Tiara Marga Trakindo (TMT) ABM Group, in partnership with PT Tiara Marga
mengembangkan Vendor Dashboard Analytics Trakindo (TMT), has developed the Vendor
sebagai wujud komitmen dalam membangun rantai Dashboard Analytics as part of our commitment to
pasok yang transparan, akuntabel, dan berbasis build a transparent, accountable, and data-driven
data. Melalui platform ini, ABM dapat memantau profil supply chain. This platform allows ABM to observe
vendor, pola belanja, serta status kepatuhan secara vendor profiles, spending patterns, and compliance
terintegrasi, sehingga setiap keputusan pengadaan status in an integrated manner, enabling procurement
dapat diambil secara lebih objektif dan terukur. decisions that are more objective and measurable.
Dashboard ini tidak hanya berfungsi sebagai alat This dashboard serves not only as a monitoring tool
pemantauan, tetapi juga sebagai sarana penguatan but also as a means to strengthen governance and
tata kelola dan manajemen risiko, termasuk untuk risk management, including efforts to prevent fraud
mendukung upaya pencegahan fraud dan peningkatan and improve the quality of business partnerships.
kualitas mitra usaha. Dengan pemanfaatan teknologi ini, Through the utilization of this technology, ABM
ABM terus memperkuat praktik Tata Kelola Perusahaan continues reinforces Good Corporate Governance
(GCG) serta mendorong terciptanya ekosistem (GCG) practices and promotes the development of a
pengadaan yang lebih sehat dan berkelanjutan. more robust and sustainable procurement ecosystem.
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Vendor Gathering PWP Vendor Gathering PWP
& CSUL & CSUL
ABM melalui entitas PWP, bekerja sama dengan ABM, through its PWP entity, in collaboration with
CSUL Finance dan PWP menyelenggarakan Vendor CSUL Finance and PWP, organized a Vendor
Gathering sebagai ruang dialog dan kolaborasi Gathering as a platform for dialogue and collaboration
bersama mitra usaha. Kegiatan ini menjadi sarana with business partners. This activity serves as a
berbagi informasi mengenai skema pembiayaan, means to share information about financing schemes,
persyaratan administrasi, serta tata cara pengajuan administrative requirements, and the procedures for
pembiayaan, sekaligus mempererat hubungan applying for financing, while also strengthening long-
kemitraan jangka panjang. term partnership relationships.
Melalui kegiatan ini, ABM berupaya meningkatkan Through this activity, ABM aims to improve financial
literasi keuangan dan kesiapan administrasi vendor, literacy and administrative readiness among vendors,
sehingga mitra usaha dapat tumbuh bersama dalam thereby enabling business partners can grow together
ekosistem rantai pasok yang inklusif, transparan, dan within an inclusive, transparent, and sustainable
berkelanjutan. Pendekatan kolaboratif ini mencerminkan supply chain ecosystem. This collaborative approach
komitmen ABM untuk membangun hubungan yang reflects ABM’s commitment to building mutually
saling menguatkan dengan seluruh mitra usaha. beneficial relationships with all business partners.
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Ekonomi
Economic
Privasi Data [NDAQ G7][GRI 418-1]
Data Privacy
ABM berupaya menjaga kepercayaan dan hubungan ABM strives to maintain trust and good relationships
baik dengan pelanggan serta mitra usaha dengan with customers and business partners by ensuring that
memastikan bahwa seluruh informasi dan data pribadi all information and personal data are well protected
terlindungi dengan baik dan tidak disalahgunakan. Untuk and not misused. To achieve this objective, ABM
itu, ABM menerapkan Kebijakan Keamanan Informasi implements the Information Security Policy (no. ABM-
(no. ABM-PLC-JKT-ICT-07) di seluruh entitas Grup, yang PLC-JKT-ICT-07) applicable to all Group entities, which
mencakup perlindungan data pelanggan, keamanan includes customer data, information technology service
layanan teknologi informasi, serta larangan penggunaan security, and a prohibition on the use of unlicensed
perangkat lunak tidak berlisensi. [NDAQ G7.1] software. [NDAQ G7.1]
ABM menggunakan server berbasis cloud melalui ABM uses a cloud-based server through AWS, which
AWS yang telah tersertifikasi ISO 27001 dan dikelola has obtained ISO 27001 certification and managed by
oleh Grup TMT. Selain itu, TMT memastikan bahwa TMT Group. Furthermore, TMT guarantees adherence
seluruh prosedur keamanan informasi dipatuhi dan to all information security protocols and ensures the
tidak terjadi kebocoran data. Evaluasi keamanan prevention of data leaks. Security evaluations are
dilakukan secara berkelanjutan melalui mekanisme performed on an ongoing basis through mechanisms
continuous improvement, audit internal, serta IT due such as continuous improvement, internal audits, and
diligence tahunan. annual IT due diligence.
Pada tahun 2025, ABM berhasil meraih beberapa In 2025, ABM achieved several milestones.
pencapaian.
• Tidak ada pengaduan terkonfirmasi yang diterima • There were no confirmed complaints received
dari pihak eksternal terkait pelanggaran privasi from external parties regarding consumer privacy
konsumen. violations.
• Tidak ada pengaduan yang diterima dari regulator • No complaints were received from regulators
terkait pelanggaran data pelanggan. concerning customer data breaches.
• Tidak ada insiden kebocoran, pencurian, ataupun • There were no incidents of data leaks, theft, or loss
kehilangan data pelanggan yang teridentifikasi of customer data identified throughout the year.
sepanjang tahun.
Dengan demikian, sepanjang tahun pelaporan, ABM Therefore, during the reporting year, ABM did not
tidak mengidentifikasi adanya pelanggaran privasi identify any privacy violations or customer data loss.
atau kehilangan data pelanggan. Ini mencerminkan This reflects the effectiveness of the Company’s
berhasilnya efektivitas kebijakan keamanan informasi information security policies and cybersecurity
dan praktik tata kelola siber yang diterapkan oleh governance practices. [GRI 418-1]
Perusahaan. [GRI 418-1]
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Kontribusi Politik [GRI 415-1]
Political Contribution
Sebagai bagian dari komitmen terhadap tata kelola yang As part of our commitment to good governance and
baik dan integritas bisnis, ABM menjaga independensi business integrity, ABM maintains the Company’s
Perusahaan dari kepentingan politik praktis. ABM independence from practical political interests. ABM has
memiliki kebijakan yang melarang pemberian kontribusi a policy that prohibits providing political contributions to
politik kepada partai politik, kandidat, pejabat publik, political parties, candidates, public officials, or political
maupun organisasi politik, baik di tingkat pusat organizations, both at the national and regional levels.
maupun daerah. Larangan ini mencakup kontribusi This prohibition includes contributions in monetary or
dalam bentuk moneter maupun non-moneter (natura), non-monetary (in-kind) forms, including the use of
termasuk penggunaan fasilitas, aset, atau sumber daya company facilities, assets, or resources for political
Perusahaan untuk tujuan politik. Ketentuan tersebut purposes. These provisions are regulated in the
diatur dalam Kode Etik Perusahaan serta kebijakan Company’s Code of Ethics and the applicable Anti-
Anti-Bribery and Corruption yang berlaku bagi seluruh Bribery and Corruption policy for all ABM Group entities,
entitas Grup ABM dan dimonitor melalui mekanisme and are monitored through internal control mechanisms
pengendalian internal serta fungsi kepatuhan. and compliance functions.
Sepanjang tahun 2025, ABM tidak memberikan kontribusi Throughout 2025, ABM refrained from making any
politik dalam bentuk apa pun. Kebijakan ini menegaskan political contributions in any form. This policy reaffirms
komitmen Perusahaan untuk menjalankan kegiatan usaha the company’s commitment to conducting business
secara profesional, transparan, dan sesuai dengan activities with professionalism, transparency, and in
peraturan perundang-undangan yang berlaku. strict accordance with applicable laws and regulations.
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Perubahan Iklim
Climate Change
Perubahan Iklim [NDAQ E8] [NDAQ E9] [NDAQ E10] [GRI 201-2]
Climate Change
ABM menyadari bahwa perubahan iklim membawa ABM recognizes that climate change has a direct
dampak langsung terhadap keberlanjutan operasional impact on the company’s operational sustainability
dan strategi jangka panjang Perusahaan. Oleh karena and long-term strategy. Therefore, ABM oversees
itu, ABM mengelola tata kelola, strategi, serta proses governance, strategy, and risk management processes
manajemen risiko untuk mengidentifikasi, menilai, dan to identify, assess, and respond to climate-related risks
merespons risiko serta peluang iklim, yang selanjutnya and opportunities, which are further disclosed in a
diungkapkan secara terstruktur dalam pelaporan structured manner within the sustainability reporting,
keberlanjutan sesuai dengan kerangka pengungkapan in accordance with the IFRS S2 disclosure framework.
IFRS S2.
Governansi Governance
Dalam menjalankan pengawasan atas aspek ekonomi, In overseeing economic, environmental, social, and
lingkungan, sosial, dan perubahan iklim, organ tata kelola climate change aspects, ABM’s highest governance
tertinggi ABM secara konsisten mempertimbangkan authority consistently considers stakeholder
pandangan dan masukan dari para pemangku perspectives and inputs. This approach serves as
kepentingan. Pendekatan ini menjadi landasan dalam the foundation for developing policies and strategic
perumusan kebijakan serta arah strategi keberlanjutan directives for the company’s sustainability initiatives,
Perusahaan, guna memastikan pengambilan keputusan ensuring decision-making that is both responsive and
yang responsif dan berorientasi jangka panjang. oriented toward long-term objectives.
Sebagai wujud komitmen terhadap penguatan tata kelola In a commitment to strengthening sustainability
keberlanjutan, Dewan Komisaris telah membentuk Komite governance, the Board of Commissioners has constituted
ESG yang diketuai oleh Komisaris Independen, dengan the ESG Committee, chaired by an Independent
keanggotaan yang mencakup Komisaris Independen Commissioner, with membership comprising other
lainnya serta manajemen senior ABM. Komite ESG Independent Commissioners and senior management of
bertugas untuk melakukan pengawasan dan pemantauan ABM. The ESG Committee is responsible for supervising
atas kinerja serta dampak ESG, termasuk isu perubahan and monitoring ESG performance and impacts, including
iklim, di seluruh kegiatan operasional ABM dan entitas climate change issues, across all operational activities
anak. Untuk informasi lebih lengkap dapat dilihat pada and subsidiaries of ABM. For further detailed information,
halaman 164. please refer to page 164.
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Manajemen Risiko Risk Management
Dalam mengelola risiko, termasuk risiko terkait In managing risks, including those related to climate
perubahan iklim, ABM menerapkan ISO 31000 sebagai change, ABM applies ISO 31000 as the risk management
kerangka kerja manajemen risiko yang berlaku secara framework, which is centrally implemented at the
terpusat di tingkat Perusahaan dan entitas anak. company and subsidiary levels. The ABM Group Risk
Sistem Manajemen Risiko Grup ABM telah diformalkan Management System has been formalized through
melalui Enterprise Risk Management (ERM) Policy No. the Corporate Risk Management Policy (ERM) No.
ABM-PLC-ERM-001 tanggal 21 Agustus 2021 dan SOP ABM-PLC-ERM-001 dated August 21, 2021, and SOP
No. ABM-SOP-ERM-001 tanggal 25 September 2021, No. ABM-SOP-ERM-001 dated September 25, 2021,
guna memastikan penerapan strategi mitigasi risiko to ensure consistent application of risk mitigation
yang konsisten serta dukungan sumber daya yang strategies and adequate resource allocation.
memadai.
Penerapan manajemen risiko di ABM mengacu pada The implementation of risk management at ABM refers to
model tiga lini. Lini pertama terdiri dari Risk Owner dan the three lines model. The first line includes Risk Owners
Risk Champion yang bertanggung jawab langsung atas and Risk Champions, who have direct responsibility for
pengelolaan risiko di masing-masing fungsi dan entitas. risk management within their respective functions and
Departemen ERM berperan sebagai lini kedua yang entities. The ERM Department serves as the second line,
mengawasi dan mendukung pelaksanaan manajemen risiko overseeing and supporting risk management activities
melalui pengembangan kerangka kerja, pendampingan, through the development of frameworks, guidance, and
serta pemantauan implementasi mitigasi risiko. Secara the monitoring of risk mitigation efforts. Structurally, the
struktural, fungsi ERM berada di bawah Direktur dan ERM function reports to the Director and is led by the
dipimpin oleh Division Head Risk Management. Head of the Risk Management Division.
Model 3 Lini Pertahanan untuk Sistem 2 Dewan
3 Lines Model for 2 Boards System
Lini Pertahanan Pertama Lini Pertahanan Kedua Lini Pertahanan Ketiga
1st Line of Defense 2nd Line of Defense 3rd Line of Defense
Pengelolaan risiko sehari-hari dan Kerangka kerja, kebijakan, dan Pengawasan risiko dan jaminan
pengendalian operasional metodologi manajemen risiko independensi
Day to day risk management and Risk management framework, Risk oversight and
control management policy and methodologies independence assurance
Direksi Dewan Komisaris
Board of Directors Board of Commissioners
Komite ESG/IA
Pemilik Bisnis (Pemilik Risiko) ESG/IA Committee
Business Owner (Risk Owner)
Kelompok Manajemen Risiko Audit Internal
Risk Management Group Internal Audit
Audit Eksternal
External Audit
Efektivitas penerapan manajemen risiko dievaluasi The effectiveness of risk management implementation
secara berkala di seluruh entitas anak melalui is regularly assessed across all subsidiaries through
koordinasi dengan entitas induk, rapat ERM rutin, serta coordination with the parent entity, routine ERM meetings,
pembahasan risiko utama. Proses manajemen risiko and discussions of key risks. The risk management
mencakup identifikasi risiko utama, perencanaan dan process involves identifying significant risks, planning
implementasi mitigasi, serta pemantauan efektivitas and executing mitigation measures, and monitoring
mitigasi melalui laporan kemajuan, yang menjadi dasar mitigation effectiveness through progress reports, which
evaluasi dan penguatan pengelolaan risiko Grup ABM form the basis for ongoing evaluation and improvement
secara berkelanjutan. [SEOJK F.27] of ABM Group’s risk management practices. [SEOJK F.27]
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Perubahan Iklim
Climate Change
Identifikasi Risiko Iklim Climate Risk Identification
Perubahan iklim menjadi salah satu faktor eksternal Climate change has emerged as a significant external
yang semakin memengaruhi keberlanjutan operasional factor increasingly affecting the sustainability of
dan kinerja bisnis ABM. Dampak perubahan pola ABM’s operations and business performance. The
cuaca, peningkatan frekuensi kejadian ekstrem, impact of changing weather patterns, the heightened
serta dinamika kebijakan dan transisi energi frequency of extreme events, and the dynamics of
berpotensi menimbulkan risiko sekaligus peluang bagi policies and energy transitions may present both risks
Perusahaan. Oleh karena itu, ABM secara sistematis and opportunities for the Company. Consequently,
mengidentifikasi risiko dan peluang terkait perubahan ABM systematically identifies climate-related risks
iklim, baik yang bersifat fisik maupun transisi, untuk and opportunities, encompassing both physical and
memastikan kesiapan operasional, ketahanan aset, transitional aspects, to ensure operational readiness,
serta pengambilan keputusan strategis yang selaras asset resilience, and strategic decision-making that
dengan tujuan keberlanjutan jangka panjang. aligns with long-term sustainability objectives.
Risiko Fisik
Physical Risk
Area Paparan Utama
Jenis Risiko Fisik Potensi Dampak terhadap
(Konteks ABM) Pendekatan Mitigasi
Physical ABM
Main Exposure Areas (ABM Mitigation Approach
Risk Types Potential Impact on ABM
Context)
Gangguan operasional
Lokasi tambang batu bara di tambang, keterlambatan Peningkatan sistem drainase tambang,
Kalimantan (Tengah, Timur, pengangkutan, kerusakan penguatan rencana pengelolaan
Curah Hujan Ekstrem Selatan) dan Aceh; fasilitas peralatan, serta peningkatan air, serta pengembangan sistem
dan Banjir dan hub logistik biaya pemeliharaan pemantauan banjir dan peringatan dini
Extreme Rainfall and Coal mining sites in Operational disruptions Improve mine drainage systems,
Flooding Kalimantan (Central, East, at mining sites, delays in strengthen water management plans,
South) and Aceh; facilities transportation, equipment and develop flood-monitoring and early-
and logistics hubs damages, and increased warning systems
maintenance costs
Risiko keselamatan kerja, Pemantauan geoteknik, penilaian
Tanah Longsor dan
Tambang batu bara terbuka penghentian produksi, serta stabilitas lereng, reklamasi bertahap,
Ketidakstabilan
di Kalimantan dan Aceh peningkatan biaya rehabilitasi serta penguatan desain tambang
Lereng
Open-pit coal mines in Risks to workplace safety, Geotechnical monitoring, slope stability
Landslides and Slope
Kalimantan and Aceh production halt, and higher assessments, phased reclamation, and
Instability
rehabilitation costs reinforced mine design
Penurunan produktivitas Penyesuaian pola kerja dan waktu
tenaga kerja, peningkatan istirahat, peningkatan APD dan fasilitas
Operasi tambang, area
risiko kesehatan dan pendingin, pemantauan stres panas,
Tekanan Panas dan logistik, dan bengkel (CK,
keselamatan, serta potensi serta pemeliharaan peralatan secara
Peningkatan Suhu PWP, CKB, SSB)
overheating peralatan preventif
Heat Stress and Rising Mining operations, logistics
Decrease in workforce Adjustment of work patterns and rest
Temperatures areas, and workshops (CK,
productivity, increased health periods, increased PPE and cooling
PWP, CKB, SSB).
and safety risks, and potential facilities, heat stress monitoring, and
equipment overheating. preventive equipment maintenance.
Perencanaan operasional berbasis
Kejadian Cuaca Kegiatan logistik laut dan Keterlambatan operasional,
prakiraan cuaca, prosedur tanggap
Ekstrem (Badai dan distribusi bahan bakar; kerusakan kapal, atau
darurat, serta perlindungan melalui
Gelombang Tinggi) fasilitas logistik pesisir infrastruktur pelabuhan
asuransi
Extreme Weather Sea logistics activities and Operational delays, vessel
Weather-based operational planning,
Events (Storms and fuel distribution; coastal damage, or port infrastructure
emergency response procedures, and
High Waves) logistics facilities issues.
insurance coverage for protection.
Program efisiensi penggunaan air,
Lokasi tambang dan bengkel Peningkatan persaingan
Kekeringan dan sistem daur ulang air, sumber air
yang membutuhkan air penggunaan sumber daya air
Perubahan Pola alternatif, serta pengelolaan daerah
untuk operasional dan keterbatasan operasional
Curah Hujan aliran sungai
Mining sites and workshops Increased competition
Drought and Changes Water efficiency programs, water
that require water for for water resources and
in Rainfall Patterns recycling systems, alternative water
operations. operational constraints.
sources, and watershed management.
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Area Paparan Utama
Jenis Risiko Fisik Potensi Dampak terhadap
(Konteks ABM) Pendekatan Mitigasi
Physical ABM
Main Exposure Areas (ABM Mitigation Approach
Risk Types Potential Impact on ABM
Context)
Area pertambangan
Peningkatan kewajiban Rencana pengelolaan keanekaragaman
yang berada di atau
rehabilitasi serta risiko hayati, reklamasi progresif, serta
Degradasi Ekosistem dekat kawasan sensitif
reputasi restorasi lahan pascatambang
Ecosystem keanekaragaman hayati
Increased rehabilitation Biodiversity management plans,
Degradation Mining areas located in close
obligations and reputational progressive reclamation, and post-
proximity to zones of high
risks. mining land restoration.
biodiversity sensitivity.
Risiko Transisi
Transition Risk
Jenis Risiko Area Paparan Utama
Potensi Dampak terhadap
Transisi (Konteks ABM) Pendekatan Mitigasi
ABM
Transition Risk Main Exposure Areas (ABM Mitigation Approach
Potential Impact on ABM
Type Context)
Regulasi Karbon Operasi tambang batu bara, Peningkatan biaya kepatuhan Penyempurnaan inventaris emisi,
dan Kebijakan jasa kontraktor pertambangan, serta potensi paparan harga program efisiensi energi, penggunaan
Emisi armada logistik karbon peralatan rendah emisi
Carbon Regulations Coal mining operations, mining Higher compliance costs Refine emission inventories, implement
and Emission contractor services, and and potential carbon pricing energy efficiency programs, and adopt
Policies logistics fleet. exposure. low-emission equipment.
Anak usaha pertambangan Diversifikasi portofolio usaha serta
Risiko penurunan permintaan
dan perdagangan batu bara ekspansi ke sektor logistik, jasa
Peralihan Pasar jangka panjang dan tekanan
(Reswara, aktivitas terkait CK) rekayasa, dan energi terbarukan (AJN,
dari Batu bara terhadap valuasi aset
Subsidiaries engaged in ND)
Market Transition Risks of long-term demand
coal mining and trading Diversify business portfolios and expand
from Coal decline and pressure on
activities (Reswara, related CK into logistics, engineering services, and
assets valuation.
operations). renewable energy (AJN, ND).
Penggunaan bahan bakar Peningkatan biaya
Pemanfaatan biodiesel, uji coba
Kebijakan Transisi pada operasi tambang, armada operasional serta kebutuhan
elektrifikasi, dan integrasi energi
Energi logistik, dan bengkel peralihan jenis bahan bakar
terbarukan
Energy Transition Fuel consumption in mining Increased operational costs
Utilize biodiesel, pilot electrification, and
Policies operations, logistics fleets, and and the need to shift fuel
integrate renewable energy sources.
workshops. types.
Alat berat, armada Tekanan belanja modal untuk
Penggantian peralatan secara bertahap,
Perubahan transportasi, dan sistem teknologi baru serta risiko
optimalisasi digital, dan pemeliharaan
Teknologi logistik keusangan aset
preventif
Technological Heavy equipment, Capital expenditure pressures
Gradual equipment replacement, digital
Changes transportation fleet, and for new technology and asset
optimization, and preventive maintenance
logistics systems obsolescence risks
Ekspektasi ESG Peningkatan pengawasan Penguatan pengungkapan iklim (TCFD
Investor dan Pendanaan dan akses modal di terhadap kinerja dan / IFRS S2) serta integrasi risiko iklim ke
Pemberi Pinjaman tingkat Grup pengungkapan iklim dalam ERM
ESG Investor Funding and access to capital Enhanced oversight of Strengthen climate disclosures (TCFD /
and Lender at the Group level climate performance and IFRS S2) and integrate climate risks into
Expectations disclosure ERM
Kegiatan pertambangan batu
bara dalam konteks transisi Tekanan pemangku
Risiko Reputasi
energi kepentingan
Reputational Risk
Coal mining activities within the Stakeholder pressure
energy transition context
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Perubahan Iklim
Climate Change
ABM berkomitmen untuk melaksanakan analisis ABM is committed to conducting climate scenario
skenario perubahan iklim sebagai bagian dari analysis as part of strengthening risk management
penguatan manajemen risiko dan perencanaan strategis and long-term strategic planning. This analysis will
jangka panjang. Analisis ini akan menggunakan utilize the Representative Concentration Pathways
pendekatan Representative Concentration Pathways (RCP) approach to evaluate the potential impacts of
(RCP) guna memahami potensi dampak perubahan iklim climate change on operational performance, asset
terhadap kinerja operasional, ketahanan aset, serta profil resilience, and the company’s risk profile across various
risiko Perusahaan di berbagai wilayah operasional. operational areas.
Melalui penerapan skenario RCP, ABM akan menilai Through the implementation of RCP scenarios, ABM
risiko fisik dan risiko transisi di bawah berbagai tingkat will assess physical and transition risks associated
pemanasan global, serta mengidentifikasi implikasinya with different global warming levels, as well as identify
terhadap operasi pertambangan, logistik, investasi, their implications for mining operations, logistics,
dan strategi diversifikasi bisnis. Hasil analisis ini investments, and business diversification strategies.
akan menjadi dasar dalam pengambilan keputusan The results of this analysis will serve as a basis for
strategis, perencanaan mitigasi dan adaptasi iklim, strategic decision-making, climate mitigation and
serta peningkatan ketahanan bisnis ABM dalam adaptation planning, and enhancing ABM’s business
menghadapi ketidakpastian iklim di masa depan. resilience in facing future climate-related uncertainties.
Proyeksi
Peningkatan
Suhu Global
Skenario Deskripsi Relevansi bagi ABM
Global
RCP Description Relevance for ABM
Temperature
Increase
Projections
Skenario mitigasi rendah dengan
pengurangan emisi yang agresif dan Relevan untuk menilai risiko transisi terkait kebijakan
pencapaian net-zero di paruh kedua iklim ketat, perubahan permintaan batu bara, dan
abad ini peluang energi terbarukan
RCP 2.6 ± 1,5–2°C
Low mitigation scenario with aggressive Relevant for assessing transition risks related to strict
emission reductions and achieving net- climate policies, changes in coal demand, and renewable
zero emissions in the second half of this energy opportunities.
century.
Skenario mitigasi menengah dengan
stabilisasi emisi melalui kebijakan dan Digunakan untuk menilai kombinasi risiko fisik dan
teknologi transisi transisi yang moderat terhadap operasi dan aset
RCP 4.5 ± 2–3°C
Medium mitigation scenario with Used to assess a combination of moderate physical and
stabilized emissions through policy and transition risks to operations and assets.
transitional technologies
Relevan untuk mengidentifikasi risiko fisik ekstrem
Skenario emisi tinggi (business-as-usual)
seperti banjir, longsor, dan cuaca ekstrem terhadap
tanpa pengendalian emisi yang signifikan
tambang dan logistik
RCP 8.5 High emission scenario (business- > 4°C
Relevant for identifying extreme physical risks, including
as-usual) without significant emission
floods, landslides, and extreme weather conditions
controls
impacting mining operations and logistics.
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Strategi Strategy
Perubahan iklim mendorong ABM untuk menyesuaikan Climate change is compelling ABM to adapt its business
strategi bisnis guna menjaga ketahanan operasional dan strategies to maintain operational resilience and support
mendukung transisi energi nasional. Risiko iklim yang the national energy transition. The most significant
paling material bagi ABM mencakup risiko fisik, seperti climate risks for ABM include physical hazards such
banjir ekstrem, longsor, suhu tinggi, dan kekeringan as severe flooding, landslides, high temperatures, and
yang berdampak pada operasi pertambangan, logistik, droughts, which affect mining activities, logistics, and
dan distribusi bahan bakar, serta risiko transisi yang fuel distribution. Additionally, transition risks stem from
berasal dari perubahan regulasi emisi, perkembangan evolving emission regulations, advancements in low-
teknologi rendah karbon, dinamika pasar energi bersih, carbon technologies, dynamics in the clean energy
dan ekspektasi investor. market, and changing investor expectations.
Sebagai respons, ABM telah menetapkan Kebijakan In response, ABM has established a Climate Change
Perubahan Iklim yang menjadi dasar pengelolaan Policy that forms the foundation for managing climate-
risiko dan peluang iklim. Kebijakan ini menegaskan related risks and opportunities. This policy emphasizes
pengawasan oleh Dewan Komisaris melalui Komite oversight by the Board of Commissioners through
ESG bersama Direksi, komitmen terhadap kepatuhan the ESG Committee alongside the Board of Directors,
regulasi, pelaksanaan aksi nyata pengurangan demonstrates a commitment to regulatory compliance,
dampak iklim di seluruh entitas anak, integrasi aksi and includes the implementation of tangible actions to
iklim ke dalam praktik bisnis berkelanjutan, serta mitigate climate impacts across all subsidiaries, and
pengungkapan yang transparan. Seluruh inisiatif integrates climate actions into sustainable business
iklim tersebut diarahkan untuk memberikan kontribusi practices with transparent disclosure. All these initiatives
positif terhadap aspek Lingkungan, Sosial, dan Tata are aimed at positively contributing to Environmental,
Kelola (ESG) serta meningkatkan nilai jangka panjang Social, and Governance (ESG) aspects and at increasing
Perusahaan. [SEOJK F.3] the Company’s long-term value. [SEOJK F.3]
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Perubahan Iklim
Climate Change
Langkah Nyata ABM Memasuki ABM’s Concrete Step into Renewable
Energi Terbarukan melalui Biogas Energy through Biogas
AJN merupakan entitas anak ABM yang berfokus pada AJN is a subsidiary of ABM focused on developing
pengembangan solusi energi terbarukan, khususnya renewable energy solutions, with a particular focus
melalui pemanfaatan limbah industri kelapa sawit on utilizing palm oil mill waste as a clean energy
sebagai sumber energi bersih. Inisiatif ini menjadi source. This initiative marks ABM’s first significant
langkah nyata pertama ABM dalam sektor energi step into the renewable energy sector, supplementing
terbarukan, yang melengkapi rantai nilai bisnis inti the Company’s core business value chain in mining.
Perusahaan di bidang pertambangan. Berlokasi di Located in South Kalimantan, AJN operates a Biogas
Kalimantan Selatan, AJN mengoperasikan Pembangkit Power Plant (PLTBg) that processes Palm Oil Mill
Listrik Tenaga Biogas (PLTBg) yang mengolah Palm Oil Effluent (POME) and palm residues into biogas, which
Mill Effluent (POME) dan residu sawit menjadi biogas is then converted into electricity.
untuk kemudian dikonversi menjadi energi listrik.
Selama periode 2021–2025, operasional PLTBg AJN During the period of 2021 to 2025, AJN’s PLTBg
berhasil menghindari emisi sebesar 56.486,31 ton operations have avoided the emission of 56,486.31
CO₂e, menunjukkan kontribusi nyata ABM terhadap tons of CO₂e, demonstrating ABM’s tangible
upaya mitigasi perubahan iklim. Pendekatan ini contribution to climate change mitigation efforts. This
mencerminkan penerapan ekonomi sirkular, di mana approach reflects the implementation of a circular
limbah industri dimanfaatkan kembali menjadi sumber economy, in which industrial waste is repurposed as
energi terbarukan yang bernilai. Pada tahun 2025, AJN a valuable renewable energy source. By 2025, AJN
juga telah memperoleh Sertifikat Pengurangan Emisi has also obtained the Greenhouse Gas Emission
Gas Rumah Kaca (SPE-GRK) dari SRN-PPI Kementerian Reduction Certificate (SPE-GRK) from SRN-PPI of
Lingkungan Hidup, sekaligus memperkuat peran the Ministry of Environment and Forestry, further
ABM dalam mendukung Roadmap Net Zero Emission strengthening ABM’s commitment to supporting
Indonesia 2060 dan transisi energi berkelanjutan. Indonesia’s Net Zero Emission Roadmap 2060 and
the transition towards sustainable energy.
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Menjaga Keselamatan Tambang Maintaining Mine Safety through Slope
melalui Slope Stability Radar Stability Radar
ABM memprioritaskan pengelolaan risiko longsor ABM prioritizes landslide risk management within
di area pertambangan melalui pemanfaatan Slope mining areas through the use of Slope Stability Radar
Stability Radar sebagai bagian dari sistem manajemen as part of an integrated risk management system.
risiko terintegrasi. Teknologi ini memungkinkan This technology enables real-time monitoring of slope
pemantauan pergerakan lereng secara real time,
movements, thereby enabling the early detection of
sehingga potensi ketidakstabilan dapat terdeteksi
potential instability before it escalates into incidents
lebih dini sebelum berkembang menjadi insiden
yang membahayakan keselamatan pekerja dan that could compromise worker safety and operational
kelangsungan operasi. continuity.
Data dari Slope Stability Radar terhubung dengan Data collected from the Slope Stability Radar is
sistem peringatan dini dan alarm otomatis yang integrated into an early warning system with automatic
mendukung pengambilan keputusan cepat di
alarms, supporting prompt decision-making in field
lapangan. Melalui pendekatan ini, ABM memperkuat
operations. Through this approach, ABM strengthens
budaya keselamatan, meminimalkan risiko kecelakaan
kerja, serta meningkatkan ketahanan operasional safety culture, minimizes work accident risks, and
dalam menghadapi tantangan risiko fisik terkait bolsters operational resilience in addressing physical
perubahan iklim. risks related to climate change.
Mengurangi Emisi melalui Transisi Reducing Emissions through
Energi Operasional Operational Energy Transition
ABM telah memulai langkah nyata dalam menurunkan ABM has taken concrete measures to reduce
emisi operasional melalui penerapan biodiesel B35 operational emissions by using B35 biodiesel in
pada aktivitas operasional, khususnya di sektor operations, particularly in the mining and logistics
pertambangan dan logistik. Inisiatif ini menjadi sectors. This initiative is part of the company’s energy
bagian dari upaya transisi energi Perusahaan untuk transition efforts to reduce dependence on fossil
mengurangi ketergantungan pada bahan bakar fosil fuels and lower greenhouse gas emissions from daily
sekaligus menekan emisi gas rumah kaca dari aktivitas operations.
operasional sehari-hari.
Implementasi biodiesel B35 diharapkan dapat The implementation of B35 biodiesel is anticipated
menurunkan emisi cakupan 1 secara bertahap, seiring to gradually reduce Scope 1 emissions, in line with
dengan peningkatan efisiensi penggunaan bahan increased fuel efficiency. Going forward, ABM will
bakar. selanjutnya, ABM akan terus mengevaluasi continue to evaluate opportunities to use lower-
peluang penggunaan bahan bakar yang lebih rendah emission fuels as part of our medium- and long-term
emisi sebagai bagian dari strategi dekarbonisasi jangka decarbonization strategy.
menengah dan panjang.
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Perubahan Iklim
Climate Change
Memanfaatkan Energi Terbarukan Utilizing Renewable Energy
untuk Operasi yang Lebih for More Sustainable
Berkelanjutan Operations
Sebagai bagian dari komitmen terhadap energi bersih, As part of its commitment to clean energy, ABM has
ABM telah memasang Pembangkit Listrik Tenaga Surya installed a Solar Power Plant (SPP) and a Containerized
(PLTS) dan Containerized Battery Energy Storage Battery Energy Storage System (CBESS) located
System (CBESS) di Jambi dengan kapasitas 638 kWp in Jambi, with capacities of 638 kWp and 1 MWh
dan 1 MWh. Sistem ini dirancang untuk mendukung respectively. These installations are intended to support
kebutuhan energi operasional sekaligus meningkatkan operational energy needs while enhancing the reliability
keandalan pasokan listrik di lokasi operasional. of power supply at the operational site.
Pemanfaatan PLTS dan CBESS ini diperkirakan mampu The utilization of SPP and CBESS is projected to reduce
menurunkan konsumsi energi berbasis fosil dan reliance on fossil-based energy consumption and
mengurangi emisi karbon sebesar 308,09 ton CO₂e. carbon emissions by 308.09 tons of CO₂e. Looking
Ke depan, ABM merencanakan ekspansi PLTS ke unit ahead, ABM intends to expand the SPP to other
bisnis lainnya sebagai bagian dari strategi peningkatan business units as part of its strategy to increase the
porsi energi terbarukan di seluruh Grup. Group’s proportion of renewable energy.
Meningkatkan Efisiensi Energi Improving Energy Efficiency through
melalui Optimalisasi Teknologi Technology Optimization
ABM juga menjalankan program efisiensi energi melalui ABM also implements energy efficiency programs
optimalisasi ritase dan penggunaan alat berat berbasis through the optimization of haulage and the use
teknologi. Pendekatan ini memungkinkan pengelolaan of technologically advanced heavy equipment.
operasional yang lebih presisi, mengurangi konsumsi This approach enables more precise operational
bahan bakar, serta meminimalkan emisi dari aktivitas management, reduces fuel consumption, and minimizes
pertambangan dan logistik. emissions from mining and logistics activities.
Melalui pemanfaatan sistem pemantauan digital By utilizing digital monitoring systems and operational
dan analisis data operasional, Perusahaan dapat data analysis, the Company can continually identify
mengidentifikasi peluang efisiensi secara berkelanjutan. efficiency opportunities. These efforts not only facilitate
Upaya ini tidak hanya mendukung pengurangan emisi, emission reductions but also enhance productivity and
tetapi juga meningkatkan produktivitas dan efektivitas operational cost efficiency.
biaya operasional.
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Reklamasi dan Penanaman Pohon Reclamation and Tree Planting as
sebagai Upaya Carbon Offset Carbon Offset Efforts
Selain pengurangan emisi, ABM melaksanakan program In addition to emission reductions, ABM implements
reklamasi lahan dan penanaman pohon sebagai land reclamation and tree-planting programs as part
bagian dari strategi mitigasi perubahan iklim. Program of our climate change mitigation strategy. These
ini berfungsi sebagai upaya carbon offset sekaligus programs serve as carbon offset efforts while also
mendukung pemulihan lingkungan pascatambang dan promoting post-mining environmental restoration and
perlindungan keanekaragaman hayati. biodiversity preservation.
Hingga tahun pelaporan, kegiatan reklamasi dan As of the reporting year, reclamation and revegetation
revegetasi telah mencakup area seluas 901,26 activities have covered an area of 901.26 hectares with
hektare dengan jumlah penanaman 563.268 pohon di 563.268 trees planted in IUP TIA area. Through this
area IUP TIA. Melalui pendekatan ini, ABM berupaya approach, ABM aims to balance operational impacts
menyeimbangkan dampak operasional dengan with ecosystem restoration, whilst also strengthening
pemulihan ekosistem, sekaligus memperkuat ketahanan environmental resilience around the operational area.
lingkungan di sekitar wilayah operasional.
Mengelola Air untuk Menjaga Managing Water to Sustain Mining
Keberlanjutan Operasi Tambang Operations
Operasi pertambangan ABM di Kalimantan dan Sumatra ABM’s mining operations in Kalimantan and Sumatra
menghadapi tingkat curah hujan yang tinggi, sehingga face high levels of rainfall, which may increase the risk
berpotensi meningkatkan risiko banjir dan gangguan of flooding and operational disruptions. To manage these
operasional. Untuk mengelola risiko tersebut, ABM risks, ABM implements an integrated water management
menerapkan pendekatan manajemen air terpadu approach aimed at maintaining operational continuity
yang bertujuan menjaga kelancaran operasi sekaligus while protecting the surrounding environment in the
melindungi lingkungan sekitar area tambang. mining areas.
Upaya yang dilakukan mencakup pembangunan The efforts include the construction and maintenance
dan pemeliharaan saluran drainase, pemantauan of drainage systems, regular monitoring of discharged
kualitas air buangan secara berkala, serta penerapan water quality, as well as the implementation of flood
langkah-langkah pencegahan banjir dan pengendalian prevention measures and sediment control. Through
sedimen. Melalui pengelolaan air yang sistematis ini, this systematic water management, ABM strives to
ABM berupaya meminimalkan dampak lingkungan, minimize environmental impacts, ensure compliance
memastikan kepatuhan terhadap regulasi, serta with regulations, and enhance operational resilience
meningkatkan ketahanan operasional di tengah amid increasingly dynamic climate challenges.
tantangan iklim yang semakin dinamis.
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Perubahan Iklim
Climate Change
Memperkuat Ketahanan Pesisir melalui Restorasi Mangrove
ABM berkontribusi dalam memperkuat ketahanan ekosistem pesisir dan perkotaan melalui program
restorasi mangrove di berbagai wilayah di Indonesia. Sepanjang tahun tersebut, ABM telah menanam
lebih dari 20.000 bibit mangrove, yang terdiri dari 600 bibit di Jakarta Utara, 10.000 bibit di Surabaya,
dan 10.000 bibit di Balikpapan.
Ekosistem mangrove berperan penting sebagai perlindungan alami terhadap banjir rob dan gelombang
pasang, sekaligus mendukung stabilitas garis pantai dan keanekaragaman hayati. Melalui inisiatif ini, ABM
tidak hanya mendukung adaptasi terhadap dampak perubahan iklim, tetapi juga memperkuat komitmen
Perusahaan dalam menjaga keseimbangan antara aktivitas bisnis dan pelestarian lingkungan pesisir.
Strengthening Coastal Resilience through Mangrove Restoration
ABM contributes to strengthening the resilience of coastal and urban ecosystems through mangrove
restoration programs across various regions in Indonesia. Throughout the year, ABM cultivated over
20,000 mangrove seedlings, including 600 in North Jakarta, 10,000 in Surabaya, and 10,000 in Balikpapan.
Mangrove ecosystems serve as vital natural defences against tidal flooding and storm surges, while also
supporting shoreline stability and biodiversity. Through this initiative, ABM not only promotes adaptation
to climate change impacts but also reaffirms the Company’s commitment to balancing business activities
with the preservation of coastal environments.
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Implementasi IFRS Sustainability Implementation of IFRS Sustainability
Disclosure Standards Disclosure Standards
Sejalan dengan perkembangan standar pelaporan In line with the development of global sustainability
keberlanjutan global, ABM secara bertahap reporting standards, ABM is gradually preparing
mempersiapkan implementasi IFRS Sustainability for the implementation of IFRS Sustainability
Disclosure Standards (IFRS S1 dan IFRS S2). Dalam Disclosure Standards (IFRS S1 and IFRS S2). The
Laporan Keberlanjutan 2024, ABM mengakui bahwa 2024 Sustainability Report acknowledges that
strategi dan pengungkapan iklim masih berada pada climate strategy and disclosures are still in the early
tahap awal. Oleh karena itu, Perusahaan mengambil stages. Consequently, the Company is adopting a
pendekatan bertahap dan terstruktur untuk phased and structured approach to establish a robust
membangun fondasi yang kuat, dengan fokus awal foundation, initially focusing on IFRS S2, which adopts
pada IFRS S2 yang mengadopsi pendekatan climate- a climate-first approach. This approach is designed to
first. Pendekatan ini dirancang untuk memastikan ensuring readiness in governance, data systems, risk
kesiapan tata kelola, sistem data, manajemen risiko, management, and the quality of disclosures to meet
serta kualitas pengungkapan yang selaras dengan regulatory and stakeholder expectations.
ekspektasi regulator dan pemangku kepentingan.
Roadmap Implementasi IFRS S1 dan IFRS S2
Implementation Roadmap for IFRS S1 and IFRS S2
Tahun / Tahap Fokus Utama
Kegiatan Kunci Key Activities
Year / Phase Main Focus
• Penyusunan dan pengesahan Kebijakan • Preparation and approval of the Climate
Pembangunan Perubahan Iklim di tingkat Dewan Change Policy at the Board of Directors
dasar tata kelola Direksi level
dan kesiapan • Peningkatan kapasitas dan pelatihan • Capacity building and training for the
2025 –
internal tim Keuangan dan Keberlanjutan terkait Finance and Sustainability teams related
Foundation
Building a IFRS S2 to IFRS S2.
Phase
foundation for • Pelaksanaan initial gap assessment • Conducting an initial gap assessment for
government and terhadap IFRS S1 dan S2 IFRS S1 and S2
internal readiness • Penguatan sistem pengumpulan data • Strengthening ESG data collection
ESG dan pengendalian internal systems and internal controls
• Integrasi risiko dan peluang iklim ke • Integrating climate risks and
dalam Enterprise Risk Management opportunities into Enterprise Risk
Penyelarasan (ERM) Management (ERM)
proses dan struktur • Penetapan struktur tata kelola dan • Establishing governance structures
2026 –
dengan IFRS penugasan tanggung jawab pelaporan and assigning sustainability reporting
Alignment
Alignment process keberlanjutan responsibilities
Stage
and structure with • Uji coba pengungkapan yang selaras • Piloting IFRS-aligned disclosures in the
IFRS IFRS dalam Laporan Keberlanjutan 2026 2026 Sustainability Report
• Penguatan mekanisme assurance • Enhancing internal assurance
internal dan dokumentasi mechanisms and documentation
Implementasi penuh • Penerbitan laporan keberlanjutan yang • Publishing a sustainability report fully
dan assurance sepenuhnya patuh IFRS S2 compliant with IFRS S2
2027 – eksternal • Integrasi data keuangan dan • Integrating financial and sustainability
Adoption Phase Full implementation keberlanjutan data
and external • Perolehan assurance eksternal atas • Securing external assurance for IFRS
assurance pengungkapan IFRS disclosures
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Perubahan Iklim
Climate Change
Metriks & Target Metrics & Targets
Saat ini, ABM telah menetapkan ABM Target 2025 yang Currently, ABM has established the ABM Target 2025,
mencakup komitmen pengurangan 15% total konsumsi which includes a commitment to reduce total energy
energi dan 5% total emisi karbon dari seluruh entitas consumption by 15% and total carbon emissions by
anak dan kegiatan operasional Perusahaan. Target ini 5% across all subsidiaries and operational activities
menjadi acuan dalam pelaksanaan inisiatif efisiensi of the Company. This target serves as a reference in
energi dan pengurangan emisi di seluruh Grup. implementing energy efficiency initiatives and emission
reduction strategies throughout the Group.
Metriks
2025
Metrics
Konsumsi energi (GJ)
10.618.329,24
Energy consumption (GJ)
Emisi GRK (Ton CO2e)
12.167,93
GHG emissions (Ton CO2e)
*Catatan: Informasi lebih lanjut mengenai data energi dan emisi disajikan pada halaman 56.
*Note: More detailed information regarding energy and emission data can be found on page 56.
Seiring dengan perkembangan strategi keberlanjutan In conjunction with the development of sustainability
dan transisi energi, ABM saat ini sedang strategies and the energy transition, ABM is currently
mengembangkan target keberlanjutan yang baru untuk establishing new sustainability targets for the upcoming
periode selanjutnya (tahun 2026). Target tersebut akan period (year 2026). These targets will be formulated
disusun dengan mempertimbangkan kinerja historis, with consideration of historical performance,
potensi operasional, serta perkembangan regulasi operational potential, in addition to changes in relevant
dan standar pelaporan keberlanjutan yang berlaku, regulations and standards for sustainability reporting, to
guna mendukung pencapaian kinerja lingkungan yang support the achievement of sustainable environmental
berkelanjutan dalam jangka panjang. performance over the long term.
210 S T R E N GT H B E N E AT H ,
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IAC0562604KS
Laporan Kesesuaian dengan Standar GRI
Statement of GRI Standards in Accordance Check
National Center for Corporate The National Center for Corporate
Reporting (NCCR) telah melakukan Reporting has conducted a GRI
pengecekan kesesuaian Standards 2021 in Accordance
dengan Standar GRI 2021 atas Check on PT ABM Investama Tbk
Laporan Keberlanjutan PT ABM Sustainability Report 2025 (“Report”).
Investama Tbk 2025 (“Laporan”). The check communicates the extent
Pengecekan dilakukan untuk to which the GRI Standards 2021
memberikan gambaran tentang has been applied in the Report. The
sejauh mana Standar GRI 2021 telah check does not provide an opinion
diterapkan dalam Laporan tersebut. on the sustainability performance
Pengecekan ini bukan merupakan of the reporter or the quality of the
opini atas kinerja keberlanjutan information provided in the Report.
maupun kualitas informasi yang
dimuat dalam Laporan tersebut.
Kami menyimpulkan bahwa Laporan We conclude that this report has
ini telah disusun sesuai dengan been prepared in accordance to GRI
Standar GRI 2021. Standards 2021.
Jakarta, 2 April 2026 Jakarta, April 2, 2026
National Center for Corporate Reporting
GRI Standards Aligning Service
Andrew K. Twohig, BCom, BA (Hons), MA, CSRA
Director
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Indeks
Index
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Indeks
Index
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Indeks
Index
Daftar Pengungkapan Sesuai Peraturan Ototitas Jasa
Keuangan Nomor 51/POJK.03/2017
List of Disclosure Based on POJK NO.51/POJK.03/2017 [SEOJK G.4]
No. Indeks Nama Indeks Halaman
Index No. Index Name Pages
Strategi Keberlanjutan
Sustainability Strategy
Penjelasan Strategi Keberlanjutan
A.1 32
Explanation on Sustainability Strategies
Ikhtisar Kinerja Aspek Keberlanjutan
Overview of Sustainability Aspects Performance
Aspek Ekonomi
B.1 4-7
Economy Aspects
Aspek Lingkungan Hidup
B.2 4-7
Environmental Aspects
Aspek Sosial
B.3 4-7
Social Aspects
Profil Perusahaan
Company Profile
Visi, Misi, dan Nilai Keberlanjutan
C.1 15
Vission, Mission, Sustainable Values
Alamat Perusahaan
C.2 14
Company Address
Skala Usaha:
Total aset atau kapitalisasi dan total kewajiban;
Jumlah karyawan menurut jenis kelamin, jabatan, usia, pendidikan, dan status
ketenagakerjaan;
Nama pemegang saham dan persentase kepemilikan saham; dan
C.3 Wilayah operasional 14, 17, 19
Business Scale:
Total assets or assets capitalizationm and total liabilities;
Total employee based on gender, position, age, education and employment status;
Percentage of share ownership; and
Operational area.
Produk, Layanan, dan Kegiatan Usaha yang Dijalankan
C.4 18, 19, 20
Product, Service and Business Activities
Keanggotaan pada Asosiasi
C.5 22
Member Association
Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan
C.6 11,22
Significant Changes
Penjelasan Direksi
Director Explanation
Penjelasan Direksi
D.1 26
Director Explanation
Tata Kelola Keberlanjutan
Sustainable Corporate Governance
Penanggung Jawab Penerapan Keuangan Berkelanjutan 30, 31, 164,
E.1
Person in Charge Responsibility for Sustainable Finance 171, 172
Pengembangan Kompetensi Terkait Keuangan Berkelanjutan
E.2 168-169
Sustainable Finance Competency Development
Penilaian Risiko Atas Penerapan Keuangan Berkelanjutan
E.3 178
Sustainable Finance Risk Assessment Implementation
Hubungan dengan Pemangku Kepentingan
E.4 37, 38
Stakeholders Relations
Permasalahan Terhadap Penerapan Keuangan Berkelanjutan
E.5 164
Sustainable Finance Implementation Problems
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No. Indeks Nama Indeks Halaman
Index No. Index Name Pages
Kinerja Keberlanjutan
Sustainable Performance
Kegiatan Membangun Budaya Keberlanjutan
F.1 32
The Activities of Building a Culture of Sustainability
Kinerja Ekonomi
Economic Performance
Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi,
Pendapatan dan Laba Rugi
F.2 185
Comparison of Production Targets and Performance, Portfolio, Financial Targets, or
Investment, Revenue and Profit
Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada
Instrumen Keuangan atau Proyek yang Sejalan dengan Keuangan Berkelanjutan
F.3 203
Comparison of Portfolio Targets and Performance, Financing Targets, or Investments in
Financial Instruments or Projects in Line With the Implementation of Sustainable Finance
Kinerja Lingkungan Hidup
Environmental Performance
Biaya Lingkungan Hidup
F.4 48
Environment Cost Incurred
Aspek Material
Material Aspect
Aspek ini tidak relevan
dengan operasional
perusahaan, namun
perusahaan tetap
berkomitmen
menjalankan praktik
keberlanjutan sesuai
dengan bidang
Penggunaan Material yang Ramah Lingkungan usahanya.
F.5
Use of Environmentally Friendly Materials This aspect is not
relevant to the
company’s operations,
but the company
is still committed
to implementing
sustainability practices
in accordance with its
business fields.
Aspek Energi
Energy Aspect
Jumlah dan Intensitas Energi yang Digunakan
F.6 49
The Amount and Intensity of Energy Used
Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan
F.7 49, 50
Efforts and Achievement of Energy Efficiency Including Use of Renewable Energy Sources
Aspek Air
Water Aspect
Penggunaan Air
F.8 62, 63
Water Used
Aspek Keanekaragaman Hayati
Biodiversity Aspect
Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau
F.9 Memiliki Keanekaragaman Hayati 70,72,73,74
Impacts from Operational Areas Close to or in Conservation Areas or Having Biodiversity
Usaha Konservasi Keanekaragaman Hayati
F.10 69,71,74
Biodiversity Conservation Efforts
Aspek Emisi
Emission Aspect
Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya
F.11 53,54,57
The Amount and Intensity of Emissions Produced by Type
Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan
F.12 53,54,55,57,62
Efforts and Achievement Emission Reduction Carried Out
Aspek Limbah dan Efluen
Waste and Effluent Aspect
Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis
F.13 77
The Amount of Waste and Effluent Produced by Type
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Indeks
Index
No. Indeks Nama Indeks Halaman
Index No. Index Name Pages
Mekanisme Pengelolaan Limbah dan Efluen
F.14 77
Mechanism of Waste and Effluent Management
Tumpahan yang Terjadi (jika ada)
F.15 77
Spills that Occur (if any)
Aspek Pengaduan Terkait Lingkungan Hidup
Environmental Complaint Aspect
Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan
F.16 78,170
The Amount and Material of Environmental Complaints Received and Resolved
Kinerja Sosial
Social Aspect
Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada
F.17 Konsumen 19
Commitment to Provide Services for Equivalent Products and/or Services to Consumers
Aspek Ketenagakerjaan
Employment Aspect
Kesetaraan Kesempatan Bekerja
F.18 126
Equality of Employment Opportunities
Tenaga Kerja Anak dan Tenaga Kerja Paksa
F.19 126
Child Labor and Forced Labor
Upah Minimum Regional
F.20 120
The Regional Minimum Wage
Lingkungan Bekerja yang Layak dan Aman
F.21 84,91,107
Decent and Safe Working Environment
Pelatihan dan Pengembangan Kemampuan Pegawai
F.22 90, 120
Training and Capacity Building of Employees
Aspek Masyarakat
Society Aspect
Dampak Operasi Terhadap Masyarakat Sekitar
F.23 135, 137-147
Operational Impacts to the Surrounding Community
Pengaduan Masyarakat
F.24 177
Public Complaints
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL)
F.25 133
Environmental and Social Responsibility Activities
Tanggung Jawab Pengembangan Produk/Jasa Berkelanjutan
Responsibilities for Developing Sustainable Products/Services
Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan
F.26 60
Innovation and Development of Sustainable Financial Products and/or Services
Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Pelanggan
F.27 199
Products/Services that have been Evaluated for Safety for Customers
Dampak Produk/Jasa
F.28 77
Products/Service Impacts
Jumlah Produk yang Ditarik Kembali
F.29 19
Number of Products Recalled
Survei Kepuasan Pelanggan Terhadap Produk dan/atau Jasa Keuangan Berkelanjutan
F.30 19
Customer Satisfaction Survey of Sustainable Finance and/or Services
Lain-lain
Others
Verifikasi Tertulis dari Pihak Independen (jika ada)
G.1 11, 211
Written Verification from an Independent Party (if any)
Lembar Umpan Balik
G.2 151, 230
Feedback Form
Kami menyatakan bahwa tidak ada tanggapan terhadap umpan balik laporan keberlanjutan tahun
sebelumnya karena kami tidak menerima tanggapan yang signifikan dari pemangku kepentingan.
G.3 11
We declare that there was no feedback on the previous year's sustainability report since we did not
received any significant feedback from any of our stakeholders
Daftar Pengungkapan Sesuai Peraturan Otoritas Jasa Keuangan Nomor 51/POJK.03/2017
tentang Penerapan Keuangan Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, dan
G.4 Perusahaan Publik 216
Disclosure List Based on POJK No.51/POJK.03/2017 regarding the Implementation of
Sustainable Finance for Financial Services Institutions, Listed Companies and Public Companies
218 S T R E N GT H B E N E AT H ,
V I S I O N B E YO N D
Page 221
Indeks Konten GRI
GRI Content Index
PT ABM Investama Tbk. (ABM) menyusun laporan keberlanjutan sesuai dengan (in
accordance with) GRI Standards untuk periode 01 Januari 2025 sampai 31 Desember
Pernyataan Penggunaan Standar
2025.
Statement of use
PT ABM Investama Tbk. (ABM) has reported in accordance with the GRI Standards for
the period 01 January 2025 to 31 December 2025.
GRI 1 yang digunakan
GRI 1: Foundation 2021
GRI 1 used
Standar Sektoral yang Digunakan
GRI Sector Standard: COAL (GRI 12)
Applicable GRI Sector Standard(s)
Referensi
Omission Standar
Standar GRI/ Sumber
Sektor GRI.
Lain Pengungkapan Lokasi
Persyaratan No.
GRI Standard/ Other Disclosure Location
Omission Alasan Penjelasan GRI Sector
Source
Requirement Reason Explanation Standard
(s) Omitted Ref. No.
Pengungkapan Umum/ General Disclosure
Detail Organisasi
2-1 14,18,19,20
Organizational details
Entitas yang termasuk dalam pelaporan keberlanjutan
organisasi
2-2 10
Entities included in the organization’s sustainability
reporting
Periode pelaporan, frekuensi dan titik kontak
2-3 11
Reporting period, frequency and contact point.
Penyataan ulang mengenai informasi
2-4 11
Restatements of information
Assurance dari pihak eksternal
2-5 11
External assurance
Kegiatan, rantai pasokan, dan hubungan bisnis
2-6 lainnya 10,19,20
Activities, value chain and other business relationships
Karyawan
2-7 100,103
Employees
GRI 2: Pekerja yang bukan karyawan
Pengungkapan 2-8 100,103
Workers who are not employees
Umum 2021
GRI 2: General Struktur dan komposisi tata kelola
2-9 151,153
Disclosures 2021 Governance structure and composition
Nominasi dan pemilihan badan tata kelola tertinggi
2-10 Nomination and selection of the highest governance 155
body
Ketua badan tata kelola tertinggi
2-11 151
Chair of the highest governance body
Peran badan tata kelola tertinggi dalam mengawasi
pengelolaan dampak
2-12 164
Role of the highest governance body in overseeing the
management of impacts.
Pendelegasian tanggung jawab untuk mengelola
2-13 dampak 164,166,171
Delegation of responsibility for managing impacts
Peran badan tata kelola tertinggi dalam pelaporan
keberlanjutan
2-14 30.31,164,171
Role of the highest governance body in sustainability
reporting
Konflik kepentingan
2-15 151
Conflicts of interest
Komunikasi tentang masalah-masalah kritis
2-16 156
Communication of critical concerns
2 02 5 L aporan Ke be r l anj ut an
S us t ai nabi l i t y Re por t
219
Page 222
Indeks
Index
Referensi
Omission Standar
Standar GRI/ Sumber
Sektor GRI.
Lain Pengungkapan Lokasi
Persyaratan No.
GRI Standard/ Other Disclosure Location
Omission Alasan Penjelasan GRI Sector
Source
Requirement Reason Explanation Standard
(s) Omitted Ref. No.
Pengetahuan kolektif badan tata kelola tertinggi
2-17 158
Collective knowledge of the highest governance body
Evaluasi kinerja badan tata kelola tertinggi
2-18 Evaluation of the performance of the highest 159
governance body.
Kebijakan remunerasi
2-19 160
Remuneration policies
Proses untuk menentukan remunerasi
2-20 160, 161
Process to determine remuneration
Rasio kompensasi total tahunan
2-21 160, 163
Annual total compensation ratio.
Pernyataan tentang strategi pembangunan
2-22 berkelanjutan 26,33
Statement on sustainable development strategy
GRI 2: Komitmen kebijakan 15, 32, 33,
2-23
Pengungkapan Policy commitments 34
Umum 2021 Menanamkan komitmen kebijakan
GRI 2: General 2-24 32,33
Embedding policy commitments.
Disclosures 2021
Proses untuk memulihkan dampak negatif
2-25 172,176
Processes to remediate negative impacts
Mekanisme untuk meminta saran dan menyampaikan
2-26 kekhawatiran 172,178
Mechanisms for seeking advice and raising concerns.
Kepatuhan terhadap hukum dan peraturan
2-27 77
Compliance with laws and regulations
Keanggotaan asosiasi
2-28 22
Membership associations
Pendekatan terhadap keterlibatan pemangku
2-29 kepentingan 37,38
Approach to stakeholder engagement
Perjanjian kerja bersama
2-30 128
Collective bargaining agreements
Topik Material
Material topics
GRI 3: Topik Proses untuk menentukan topik material
3-1 40
Material 2021 Process to determine material topics
GRI 3: Material
Topics 2021 Daftar topik material
3-2 43
List of material topics
Kinerja Ekonomi
Economic performance
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.08.01
GRI 3: Material Management of material topics
Topics 2021
Nilai ekonomi langsung yang dihasilkan dan
12.8.2;
201-1 didistribusikan 183
12.21.2
Direct economic value generated and distributed
Implikasi finansial serta risiko dan peluang lain akibat
GRI 201: Kinerja dari perubahan iklim
Ekonomi 2016 201-2 198 12.02.02
Financial implications and other risks and opportunities
GRI 201: due to climate change
Economic
Performance Kewajiban program pensiun manfaat pasti dan
2016 program pensiun lainnya
201-3 122 -
Defined benefit plan obligations and other retirement
plans
Bantuan finansial yang diterima dari pemerintah
201-4 188 12.21.03
Financial assistance received from government
Dampak Ekonomi Tidak Langsung
Indirect Economic Impacts
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.08.01
GRI 3: Material Management of material topics
Topics 2021
220 S T R E N GT H B E N E AT H ,
V I S I O N B E YO N D
Page 223
Referensi
Omission Standar
Standar GRI/ Sumber
Sektor GRI.
Lain Pengungkapan Lokasi
Persyaratan No.
GRI Standard/ Other Disclosure Location
Omission Alasan Penjelasan GRI Sector
Source
Requirement Reason Explanation Standard
(s) Omitted Ref. No.
GRI 203: Indirect
Dampak Ekonomi Investasi infrastruktur dan dukungan layanan
203-1 135,138 12.08.04
Tidak 2016 Infrastructure investments and services supported
GRI 203: Indirect
Economic Dampak ekonomi tidak langsung yang signifikan
203-2 145,146 12.08.05
Impacts 2016 Significant indirect economic impacts
Anti Korupsi
Anti-Corruption
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.20.01
GRI 3: Material Management of material topics
Topics 2021
Operasi-operasi yang dinilai memiliki risiko terkait korupsi
205-1 171 12.20.02
Operations assessed for risks related to corruption
GRI 205:
Anti-Korupsi Komunikasi dan pelatihan tentang kebijakan dan
2016 prosedur anti-korupsi
205-2 172 12.20.03
GRI 205: Communication and training about anti-corruption
Anti-Corruption policies and procedures
2016
Insiden korupsi yang terbukti dan tindakan yang diambil
205-3 178 12.20.04
Confirmed incidents of corruption and actions taken
Anti Perilaku Kompetitif
Anti-Competitive Behavior
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 -
GRI 3: Material Management of material topics
Topics 2021
GRI 206:
Perilaku Anti Langkah-langkah hukum untuk perilaku anti-
Persaingan 2016 persaingan, praktik anti-trust dan monopoli
206-1 189 -
GRI 206: Legal actions dor anti-competitive behavior, anti-trust,
Anti-Competitive and monopoly practices
Behavior 2016
Pajak
Tax
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.21.01
GRI 3: Material Management of material topics
Topics 2021
Pendekatan Terhadap Pajak
207-1 186 12.21.04
Approach To Tax
Tata Kelola, Pengendalian, dan Manajemen Risiko Pajak
207-2 186 12.21.05
GRI 207: Tax Governance, Control, and Risk Management
Pajak 2019 Keterlibatan Pemangku Kepentingan dan Pengelolaan
GRI 207: Perhatian yang Berkaitan Dengan Pajak
Tax 2019 207-3 187 12.21.06
Stakeholder Engagement and Management of
Concerns Related To Tax
Laporan Per Negara
207-4 187 12.21.07
Country-By-Country Reporting
Energi
Energy
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.01.01
GRI 3: Material Management of material topics
Topics 2021
Konsumsi Energi dalam Organisasi
302-1 49,51 12.01.02
Energy Consumption Within the Organization
Konsumsi energi di luar organisasi
302-2 49 12.01.03
Energy consumption outside of the organization
GRI 302: Intensitas Energi
302-3 50, 52 12.01.04
Energi 2016 Energy Intensity
GRI 302:
Pengurangan konsumsi energi
Energy 2016 302-4 49,50 -
Reduction of energy consumption
Pengurangan pada energi yang dibutuhkan untuk
produk dan jasa
302-5 49, 50 -
Reduction in energy requirements of products and
services
2 02 5 L aporan Ke be r l anj ut an
S us t ai nabi l i t y Re por t
221
Page 224
Indeks
Index
Referensi
Omission Standar
Standar GRI/ Sumber
Sektor GRI.
Lain Pengungkapan Lokasi
Persyaratan No.
GRI Standard/ Other Disclosure Location
Omission Alasan Penjelasan GRI Sector
Source
Requirement Reason Explanation Standard
(s) Omitted Ref. No.
Air dan Limbah
Water and effluents
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.07.01
GRI 3: Material Management of material topics
Topics 2021
Interaksi Dengan Air Sebagai Sumber Daya Bersama
303-1 62,63 12.07.02
Interactions With Water As A Shared Resource
Manajemen Dampak yang Berkaitan Dengan 12.7.3;
GRI 303: Air dan 303-2 Pembuangan Air 63 12.13.1;
Efluen 2018 Management of Water Discharge-Related Impacts 12.13.2
GRI 303: Water
and Effluents Pengambilan Air
303-3 62 12.7.4
2018 Water Withdrawal
Pembuangan Air
303-4 63, 66 12.7.5
Water Discharge
Konsumsi Air
303-5 63 12.7.6
Water Consumption
Keanekaragaman Hayati
Biodiversity
Kebijakan untuk menghentikan dan mengembalikan
101-1 hilangnya keanekaragaman hayati 69.76
Policies and targets to halt and reverse biodiversity loss
Manajemen dampak keanekaragaman hayati
69, 70, 72,
101-2 Biodiversity impact management based on the mitigation
76
hierarchy
Akses dan berbagi manfaat
101-3 Access and Benefit-Sharing (genetic resources and 70
GRI 101: traditional knowledge)
Keanekaragaman
Hayati 2024 Identifikasi dampak keanekaragaman hayati
GRI 101-4 Methodology to identify high-impact sites, activities, and 69, 70, 74
101:Biodiversity supply chain
2024
Lokasi yang memiliki dampak keanekaragaman hayati
101-5 69, 72, 73
Locations with significant biodiversity impacts
Pemicu langsung hilangnya keanekaragaman hayati
101-6 69, 72, 73, 76
Direct drivers of biodiversity loss
Perubahan kondisi keanekaragaman hayati
101-7 71, 74, 76
Changes in the state of biodiversity
101-8 Layanan ekosistem 72, 74
Impacts on ecosystem services and beneficiaries
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.5.1
GRI 3: Material Management of material topics
Topics 2021
Lokasi Operasi yang Dimiliki, Disewa, Dikelola, atau
Berdekatan Dengan,Kawasan Lindung dan Kawasan
Dengan Nilai Keanekaragaman Hayati Tinggi di Luar
304-1 Kawasan Lindung 68,72 12.5.2
Operational Sites Owned, Leased, Managed In, or
Adjacent To, Protected Areas and Areas of High
Biodiversity Value Outside Protected Areas
GRI 304: Dampak signifikan dari kegiatan, produk, dan jasa
Keanekaragaman pada keanekaragaman hayati
Hayati 2018 304-2 70 12.5.3
Significant impacts of activities, products, and
GRI 304: services on biodiversity
Biodiversity 2016
Habitat yang Dilindungi atau Dilestarikan
304-3 71,73 12.5.4
Habitats Protected or Restored
Spesies Daftar Merah IUCN dan spesies daftar
konservasi nasional dengan habitat dalam wilayah
304-4 yang terkena efek operasi 75 12.5.5
IUCN Red List species and national conservation list
species with habitats in areas affected by operations
222 S T R E N GT H B E N E AT H ,
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Referensi
Omission Standar
Standar GRI/ Sumber
Sektor GRI.
Lain Pengungkapan Lokasi
Persyaratan No.
GRI Standard/ Other Disclosure Location
Omission Alasan Penjelasan GRI Sector
Source
Requirement Reason Explanation Standard
(s) Omitted Ref. No.
Emisi
Emissions
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.1.1
GRI 3: Material Management of material topics
Topics 2021
Emisi GRK Langsung(Cakupan 1)
305-1 53, 57 12.1.5
Direct (Scope1) GHG Emissions
GRI 305: Emisi
2018 Emisi energi GRK (Cakupan 2) tidak langsung
305-2 53, 57 12.1.6
GRI 305: Energy indirect (Scope 2) GHG emissions
Emissions 2016
Emisi GRK (Cakupan 3) tidak langsung lainnya
305-3 53,57 12.1.7
Other indirect (Scope 3) GHG emisions
Intensitas Emisi GRK
305-4 56, 57 12.1.8
GHG emissions intensity
Pengurangan Emisi GRK
305-5 54,58,62 12.2.3
GRI 305: Emisi Reduction of GHG emissions
2018 Emisi zat perusak ozon (ODS)
GRI 305: 305-6 53.54,55 -
Emissions of ozone-depleting substances (ODS)
Emissions 2016
Nitrogen Oksida (NOX), Sulfur Oksida (SOX), dan
Emisi Udara Signifikan Lainnya
305-7 55,57 12.4.2
Nitrogen oxides (NOx), sulfur oxides (SOx), and other
significant air emissions
Limbah
Waste
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.6.1
GRI 3: Material Management of material topics
Topics 2021
Timbulan Limbah Dan Dampak-Dampak Yang
Signifikan Terkait Limbah
306-1 77 12.6.2
Waste generation and significant waste-related
impacts
Pengelolaan Dampak Yang Signifikan Terkait Limbah
306-2 78 12.6.3
Management of significant waste-related impacts
GRI 306: Limbah Timbulan Limbah
2020 306-3 77 12.6.4
Waste generated
GRI 306: Waste
2020
Limbah yang Dialihkan dari Pembuangan Akhir
306-4 77, 78, 80 12.6.5
Waste diverted from disposal
Limbah Yang Dikirimkan Ke Pembuangan Akhir
306-5 77 12.6.6
Waste directed to disposal
Penilaian Lingkungan Pemasok
Supplier Environmental Assessment
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 -
GRI 3: Material Management of material topics
Topics 2021
Seleksi Pemasok Baru dengan Menggunakan Kriteria
GRI 308: Lingkungan
Penilaian 308-1 190 -
New suppliers that were screened using
Pemasok environmental criteria
Lingkungan 2016
GRI 308: Supplier Dampak lingkungan negatif dalam rantai pasokan dan
Environmental tindakan yang telah diambil
308-2 190 -
Assessment 2016 Negative environmental impacts in the supply chain
and actions taken
Pekerjaan
Employment
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.15.1
GRI 3: Material Management of material topics
Topics 2021
2 02 5 L aporan Ke be r l anj ut an
S us t ai nabi l i t y Re por t
223
Page 226
Indeks
Index
Referensi
Omission Standar
Standar GRI/ Sumber
Sektor GRI.
Lain Pengungkapan Lokasi
Persyaratan No.
GRI Standard/ Other Disclosure Location
Omission Alasan Penjelasan GRI Sector
Source
Requirement Reason Explanation Standard
(s) Omitted Ref. No.
Perekrutan Karyawan Baru dan Pengantian Karyawan
401-1 100, 105, 106 12.15.2
New employee hires and employee turnover
GRI 401: Tunjangan yang Diberikan Kepada Karyawan
Ketenagakerjaan Purnawaktu yang Tidak Diberikan Kepada Karyawan
2016 401-2 Sementara atau Paruh Waktu 120 12.15.3
GRI 401: Benefits provided to full-time employees that are not
Employment 2016 provided to temporary or part-time employees
Cuti melahirkan 12.15.4;
401-3 120
Parental leave 12.19.4
Kesehatan dan Keselamatan Kerja
Occupational Health and Safety
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.14.1
GRI 3: Material Management of material topics
Topics 2021
Sistem Manajemen Kesehatan dan Keselamatan Kerja
403-1 84 12.14.2
Occupational health and safety management system
Identifikasi bahaya, penilaian risiko, dan investigasi
insiden
403-2 92 12.14.3
Hazard identification, risk assessment, and incident
investigation
Layanan Kesehatan Kerja
403-3 84,88,91 12.14.4
Occupational health services
Partisipasi, Konsultan, dan Komunikasi Pekerja
pada Kesehatan dan Keselamatan Kerja | Worker
403-4 84,88 12.14.5
participation, consultation, and communication on
occupational health and safety
GRI 403:
Keselamatan Dan Pelatihan bagi pekerja mengenai keselamatan dan
Kesehatan Kerja 403-5 kesehatan kerja 84,88 12.14.6
2018 Worker training on occupational health and safety
GRI 403: Peningkatan kualitas kesehatan pekerja
Occupational 403-6 91 12.14.7
Promotion of worker health
Health and Safety
2018 Pencegahan dan Mitigasi Kesehatan dan
Keselamatan Kerja
403-7 yang Berdampak Langsung dalam Hubungan Bisnis 84 12.14.8
Prevention and mitigation of occupational health and
safety impacts directly linked by business relationships
Pekerja yang tercakup dalam sistem manajemen
keselamatan dan kesehatan kerja
403-8 84,85 12.14.9
Workers covered by an occupational health and safety
management system
Kecelakaan kerja
403-9 92,95 12.14.10
Work-related injuries
Penyakit akibat kerja
403-10 84,91 12.14.11
Work-related ill health
Pelatihan dan Pendidikan
Training and Education
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material 12.15.1;
3-3 42,43
GRI 3: Material Management of material topics 12.19.1
Topics 2021
Rata-Rata Jam Pelatihan Per Tahun Per Karyawan 12.15.6;
404-1 90,106,107,109
Average hours of training per year per employee 12.19.5
GRI 404: Program untuk Meningkatkan Keterampilan Karyawan
Pelatihan & dan Program Bantuan Peralihan 12.15.7;
404-2 105, 106
Pendidikan 2016 Programs for upgrading employee skills and transition 12.3.3
GRI 404: Training assistance programs
and Education
Persentase Karyawan yang Menerima Tinjauan Rutin
2016
Terhadap Kinerja dan Pengembangan Karier
404-3 106, 118 -
Percentage of employees receiving regular
performance and career development reviews
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Referensi
Omission Standar
Standar GRI/ Sumber
Sektor GRI.
Lain Pengungkapan Lokasi
Persyaratan No.
GRI Standard/ Other Disclosure Location
Omission Alasan Penjelasan GRI Sector
Source
Requirement Reason Explanation Standard
(s) Omitted Ref. No.
Keberagaman dan Kesempatan yang Sama
Diversity and Equal Opportunity
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.19.1
GRI 3: Material Management of material topics
Topics 2021
GRI 405:
Keanekaragaman Keanekaragaman Badan Tata Kelola dan Karyawan
405-1 98 12.19.6
dan Kesempatan Diversity of governance bodies and employees
yang Setara 2016
GRI 405: Rasio Gaji Pokok dan Remunerasi Perempuan
Diversity Dibandingkan Laki-Laki
405-2 122, 123 12.19.7
and Equal Ratio of basic salary and remuneration of women to
Opportunity 2016 men
Non-Diskriminasi
Non-Discrimination
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
GRI 3: Material
3-3
Management of material topics 42, 43 12.19.1
Topics 2021
GRI 406: Non-
Insiden Diskriminasi dan Tindakan Perbaikan yang
diskriminasi 2016
Dilakukan
GRI 406: Non- 406-1 84, 126 12.19.8
Incidents of discrimination and corrective actions
discrimination
taken
2016
Kebebasan Berserikat dan Perundingan Kolektif
Freedom of Association and Collective Bargaining
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.18.1
GRI 3: Material Management of material topics
Topics 2021
GRI 407:
Kebebasan
Berserikat Dan
Perundingan Operasi dan pemasok di mana hak atas kebebasan
Kolektif 2016 berserikat dan perundingan kolektif mungkin berisiko
407-1 128, 130 12.18.2
GRI 407: Operations and suppliers in which the right to freedom
Freedom of of association and collective bargaining may be at risk
Association
and Collective
Bargaining 2016
Pekerja Anak
Child Labor
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.16.1
GRI 3: Material Management of material topics
Topics 2021
GRI 408: Pekerja Operasi dan pemasok yang berisiko signifikan
Anak 2016 terhadap insiden pekerja anak
408-1 125, 126 12.16.2
GRI 408: Child Operations and suppliers at significant risk for
Labor 2016 incidents of child labor
Kerja Paksa atau Wajib
Forced or Compulsory Labor
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.17.1
GRI 3: Material Management of material topics
Topics 2021
GRI 409: Kerja
Paksa atau Wajib Operasi dan pemasok yang berisiko signifikan
Kerja 2016 terhadap insiden pekerja kerja paksa atau wajib kerja
409-1 125, 126 12.17.2
GRI 409: Forced Operations and suppliers at significant risk for
or Compulsory incidents of forced or compulsory labor
Labor 2016
Komunitas Lokal
Local Communities
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.9.1
GRI 3: Material Management of material topics
Topics 2021
2 02 5 L aporan Ke be r l anj ut an
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225
Page 228
Indeks
Index
Referensi
Omission Standar
Standar GRI/ Sumber
Sektor GRI.
Lain Pengungkapan Lokasi
Persyaratan No.
GRI Standard/ Other Disclosure Location
Omission Alasan Penjelasan GRI Sector
Source
Requirement Reason Explanation Standard
(s) Omitted Ref. No.
Operasi dengan Keterlibatan Masyarakat Lokal,
Penilaian Dampak dan Program Pengembangan
GRI 413: 413-1 132, 135, 138 12.9.2
Operations with local community engagement, impact
Masyarakat Lokal assessments, and development programs
2016
GRI 413: Local Operasi yang secara aktual dan yang berpotensi
Communities memiliki dampak negatif signifikan terhadap
2016 413-2 masyarakat lokal 132, 135, 138 12.9.3
Operations with significant actual and potential
negative impacts on local communities
Penilaian Sosial Pemasok
Supplier Social Assessment
GRI 3: Topik
Material 2021 Pengelolaan topik-topik material
3-3 42,43 12.15.01
GRI 3: Material Management of material topics
Topics 2021
Seleksi Pemasok Baru dengan Menggunakan Kriteria 12.15.8;
GRI 414: Evaluasi
414-1 Sosial 190 12.16.3;
Kinerja social
New suppliers that were screened using social criteria 12.17.3
Ketenagakerjaan
Pemasok 2016 Dampak sosial negatif dalam rantai pasokan dan
GRI 414: tindakan yang telah diambil
Supplier Social 414-2 190 12.15.9
Negative social impacts in the supply chain and
Assessment 2016 actions taken
Topik-topik Standar Sektor GRI yang Tidak Material
Topics in the Applicable GRI Sector Standards Determined as Not Material
Referensi
Omission Standar
Sektor GRI.
Standar GRI/ Sumber lain Pengungkapan Lokasi
Persyaratan No.
GRI Standard/ Other Source Disclosure Location
Omission Alasan Penjelasan GRI Sector
Requirement Reason Explanation Standard
(s) Omitted Ref. No.
Pengungkapan Umum
General Disclosures
Rasio standar upah karyawan
entry-level berdasarkan jenis kelamin
terhadap upah minimum regional
202-1 122 12.19.02
GRI 202: Keberadaan Standard Ratio of entry level
Pasar 2016 employee wage by gender against
GRI 202: Market regional minimum wage
Presence 2016 Proporsi manajemen senior
yang berasal dari masyarakat lokal 12.8.3;
202-2 106
Proportion of senior management 12.19.3
from local communities
GRI 204: Procurement Proposi pengeluaran untuk pemasok lokal
204-1 193 12.8.6
Practices 2016 Proportion of spending on local suppliers
GRI 402: Hubungan
Periode pemberitahuan minimum terkait
Tenaga Kerja/ 12.3.1;
perubahan operasional 128 Sesuai Regulasi yang Berlaku
Manajemen 2016 402-1 12.15.5;
Minimum notice periods regarding operational Adhering to the Prevailing Regulation
Labor/Management 12.3.2
changes
Relations 2016
Seluruh petugas keamanan dan
GRI 410: Praktik Petugas keamanan yang dilatih mengenai pihak ketiga pemberi jasa keamanan
Keamanan 2016 kebijakan atau prosedur hak asasi manusia 125, 130 telah menerima pelatihan HAM
410-1 12.12.2
Security Practices Security guards trained on human rights All security guards and thirdparty
2016 policies or procedures security providers have
received human rights training
GRI 411: Hak-Hak Kegiatan, rantai pasokan, dan hubungan bisnis
12.11.1;
Masyarakat Adat 2016 lainnya
411-1 125, 130 12.11.2;
GRI 411: Rights of Activities, value chain and other business
12.11.3
Indigenous Peoples 2018 relationships
GRI 415:
Kebijakan Publik Tidak ada kontribusi politik yang
Kontribusi politik 12.22.1;
2016 415-1 197 diberikan
Political contributions 12.22.2
Public Policy No political contributions were made
2016
226 S T R E N GT H B E N E AT H ,
V I S I O N B E YO N D
Page 229
Indeks Referensi Terhadap NASDAQ
ESG Reporting Guidelines
Reference Index with NASDAQ ESG Reporting Guidelines
Aspek Indeks yang Keterangan Data 2025 atau Dilaporkan pada Halaman
Aspect Dilaporkan Remarks Data 2025 or Reported on Page
Reported
Index
Environmental
Lingkungan
Jumlah total, dalam ekuivalen CO2, untuk Cakupan 1 2.961,71 tCO2eq
NDAQ E1.1
Total amount, in CO2 equivalents, for Scope 1 Halaman | Page 56
NDAQ E1
Emisi Gas Rumah Kaca Jumlah total, dalam ekuivalen CO2, untuk Cakupan 2 9.206,23 tCO2eq
NDAQ E1.2
GHG Emissions Total amount, in CO2 equivalents, for Scope 2 Halaman | Page 56
Jumlah total, dalam ekuivalen CO2, untuk Cakupan 3 9.780,89 tCO2eq
NDAQ E1.3
Total amount, in CO2 equivalents, for Scope 3 Halaman | Page 57
Total Emisi GRK Per Keluaran Faktor 0,0000117 tCO2eq/USD pendapatan| revenue
NDAQ E2 NDAQ E2.1
Total GHG emissions per output scaling factor Halaman | Page 56
Intensitas Emisi
Emissions Intensity Total Emisi non-GRK Per Keluaran Faktor Belum dilakukan perhitungan
NDAQ E2.2
Total non-GHG emissions per output scaling factor No calculations have been made yet
Total energi langsung yang dikonsumsi 10.618.329,24 GJ
NDAQ E3 NDAQ E3.1
Total amount of energy directly consumed Halaman | Page 52
Penggunaan Energi
Energy Usage Total energi tidak langsung yang dikonsumsi Belum dilakukan perhitungan
NDAQ E3.2
Total amount of energy indirectly consumed No calculations have been made yet
NDAQ E4 Total energi langsung yang digunakan 0,0102 GJ/USD ((berdasarkan pendapatan) |
Intensitas Energi NDAQ E4 per output scaling factor (revenue-based)
Energy Intensity Total direct energy usage per output scaling factor Halaman | Page 49-50
NDAQ E5
Persentase: Penggunaan energi berdasarkan sumber Terbarukan: ~39,9%; Tidak terbarukan: ~60,1%
Bauran Energi NDAQ E5.1
Percentage: Energy usage by generation type Renewable: ~39.9%; Non-renewable: ~60.1%
Energy Mix
Total air yang dikonsumsi 458,72 Megaliter
NDAQ E6 NDAQ E6.1
Total amount of water consumed Halaman | Page 62,63
Penggunaan Air
Water Usage Total air yang dimanfaatkan kembali
NDAQ E6.2 40,03 Megaliter
Total amount of water reclaimed
Apakah Perusahaan memiliki kebijakan Ya (Kebijakan Lingkungan ABM-PLC-CAF-005)
NDAQ E7.1 lingkungan secara resmi? Yes (Environmental Policy ABM-PLC-CAF-005)
Does your company follow a formal Environmental Policy? Halaman | Page 77,78
Apakah Perusahaan memiliki kebijakan khusus terkait
Ya (kebijakan limbah, air, energi & daur ulang)
NDAQ E7 limbah, air, energi, dan/atau material daur ulang?
NDAQ E7.2 Yes (policies for waste, water, energy & recycling)
Operasional Lingkungan Does your company follow specific waste,
Halaman | Page 77,78
Environmental Operations water, energy, and/or recycling policies?
Apakah Perusahaan menggunakan sistem
Ya (Sistem Manajemen Lingkungan ISO 14001)
manajemen energi yang diakui?
NDAQ E7.3 Yes (ISO 14001 environmental management system)
Does your company use a recognized
Halaman | Page 77,78
energy management system?
Apakah Dewan Direksi mengawasi dan/
NDAQ E8 Ya (Dewan Komisaris melalui Komite ESG)
atau mengelola risiko terkait iklim?
Pengawasan Iklim/Direksi NDAQ E8 Yes (Dewan Komisaris via ESG Committee)
Does your Board of Directors oversee and/
Climate Oversight/Board Halaman | Page198
or manage climate-related risks?
NDAQ E9
Apakah tim manajemen senior mengawasi
Pengawasan Iklim/ Ya (Dewan Komisaris melalui Komite ESG)
dan/atau mengelola risiko terkait iklim?
Manajemen Senior NDAQ E9 Yes (Dewan Komisaris via ESG Committee)
Does your Senior Management Team oversee
Climate Oversight/ Halaman | Page198
and/or manage climate-related risks?
Management
Tidak diungkapkan terpisah; terintegrasi dalam
operasional dengan biaya lingkungan Rp13,27 miliar
NDAQ E10 (setara dengan sekitar US$0,79 miliar berdasarkan
Total biaya investasi tahunan terkait iklim, infrastruktur,
Pengawasan Iklim/ kurs Rp16.781,902)
ketahanan, dan pengembangan produk
Manajemen NDAQ E10 Not disclosed separately; embedded in operations
Total amount invested, annually, in climate-related
Climate Oversight/ dengan biaya lingkungan Rp13.27 billion (equivalent
infrastructure, resilience, and product development.
Management to approximately US$0.79 billion based on an
exchange rate of Rp16,781.902)
Halaman | Page 48
2 02 5 L aporan Ke be r l anj ut an
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Page 230
Indeks
Index
Aspek Indeks yang Keterangan Data 2025 atau Dilaporkan pada Halaman
Aspect Dilaporkan Remarks Data 2025 or Reported on Page
Reported
Index
Sosial
Social
Rasio: Remunerasi Direktur Utama dengan
Remunerasi Median Karyawan Tetap Halaman | Page
NDAQ S1.1
Ratio: CEO total compensation to 163
NDAQ S1 median FTE total compensation
Rasio Remunerasi CEO
CEO Pay Ratio Apakah perusahaan melaporkan metrik
ini sebagai kewajiban regulasi? Ya (diungkapkan dalam laporan regulasi/OJK)
NDAQ S1.2
Does your company report this Yes (disclosed in annual regulatory filings/OJK)
metric in regulatory filings?
NDAQ S2 Rasio: Remunerasi Direktur Utama
Rasio Remunerasi dengan Remunerasi Median Karyawan Tetap
NDAQ S2 Halaman | Page 122
Berdasarkan Gender Ratio: CEO total compensation to
Gender Pay Ratio median FTE total compensation
Persentase: Tingkat Perputaran
Karyawan Tetap
NDAQ S3.1 Halaman | Page 122
Percentage: YOY change for full time
employees (annual)
Persentase: Tingkat Perputaran
NDAQ S3
Karyawan Kontrak 7%
Perputaran Karyawan NDAQ S3.2
Percentage: YOY change for part-time Halaman | Page 104
Employee Turnover
employees (annual)
Persentase: Tingkat Perputaran
Kontraktor atau Konsultan 2%
NDAQ S3.3
Percentage: YOY change for contractor Halaman | Page 104
and/or consultants (annual)
Pria 94,3%, Wanita 5,7%
Persentase: Jumlah karyawan pria dan wanita
NDAQ S4.1 Male 94.3%, Female 5.7%
Percentage: Number of male and female employees
Halaman | Page 99, 100
Persentase: Entry dan mid-level
Entry & Mid (Staff): Pria 85,2%, Wanita 14,8%
NDAQ S4 karyawan pria dan wanita
NDAQ S4.2 Entry & Mid (Staff): Male 85.2%, Female 14.8%
Keragaman Gender Percentage: Entry and mid-level
Halaman | Page 100
Gender Diversity male and female employees
Persentase: senior & executive level
Senior & Executive: Pria 90%, Wanita 10%
karyawan pria dan wanita
NDAQ S4.3 Senior & Executive: Male 90%, Female 10%
Percentage: senior & executive level
Halaman | Page 100
male and female employees
Persentase: Jumlah total karyawan Tidak ada pekerja paruh waktu (0%)
NDAQ S5.1 paruh waktu (part-time) 0% (no part-time workers)
NDAQ S5 Percentage: Total number of part-time employees Halaman | Page 102
Rasio Jumlah
Pekerja Temporer 10% (1,152 kontraktor dari 11,615 total Seluruh
Persentase Jumlah total kontraktor dan/atau konsultan
Temporary Worker Ratio Karyawan)
NDAQ S5.2 Percentage Total number of contractors
10% (1,152 contractors of 11,615 total workforce)
and/or consultants
Halaman | Page 103
Apakah perusahaan memiliki kebijakan mengenai
NDAQ S6 Ya (kebijakan non-diskriminasi; WBS tersedia)
non-diskriminasi dan pelecehan seksual?
Non-Diskriminasi NDAQ S6 Yes (non-discrimination policy; WBS for reporting)
Does the company have a non-discrimination
Non-Discrimination Halaman | Page 126
and sexual harassment policy?
Persentase: Frekuensi terjadinya kecelakaan kerja
NDAQ S7 LTIFR: 0,04; Total LTI: 2; Fatalitas: 1 (kontraktor)
dibandingkan dengan jumlah total pekerja
Tingkat Kecelakaan NDAQ S7 LTIFR: 0.04; Total LTI: 2; Fatality: 1 (contractor)
Percentage: The frequency of accidents at work
Kerja Injury Rate Halaman | Page 95
compared to the total number of workers
NDAQ S8 Apakah Perusahaaan mengikuti kebijakan
Ya (kebijakan K3; tersertifikasi ISO 45001)
Standar Kesehatan dan kesehatan dan keselamatan kerja?
NDAQ S8 Yes (OHS policy, ISO 45001 certified)
Keselamatan Kerja Global Does your company follow an occupational
Halaman | Page 84
Global Health & Safety health and safety policy?
Apakah perusahaan Anda mengikuti
Ya (usia minimum 18 tahun; tidak ada pekerja anak)
kebijakan anak dan/atau kerja paksa?
NDAQ S9.1 Yes (minimum age 18; no child labor incidents)
Does your company adhere to a child
NDAQ S9 Halaman | Page 126
and/or forced labor policy?
Pekerja Anak &
Kerja Paksa Ya (mencakup semua pemasok dan vendor melalui
Apakah kebijakan anak Anda dan/atau kerja paksa
Child & Forced Labor Kode Etik)
Lihat juga: mencakup pemasok dan vendor?
NDAQ S9.2 Yes (covers all suppliers & vendors
Does your company have a child and/or forced labor
via Code of Conduct)
policy? See also: including suppliers and vendors?
Halaman | Page 190 - 193
Ya (kebijakan HAM; menghormati hak masyarakat
Apakah perusahaan Anda mengikuti
adat)
NDAQ S10.1 kebijakan hak asasi manusia?
Yes (human rights policy; respects indigenous rights)
NDAQ S10 Does your company follow a human rights policy?
Halaman | Page 130
Hak Asasi Manusia
Human Rights Apakah kebijakan hak asasi manusia Anda Lihat
Ya Berlaku untuk seluruh pemasok dan vendor
juga: mencakup pemasok dan vendor?
NDAQ S10.2 Yes (covers suppliers and vendors)
Does your human rights policy cover
Halaman | Page 190-193
suppliers and vendors?
228 S T R E N GT H B E N E AT H ,
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Aspek Indeks yang Keterangan Data 2025 atau Dilaporkan pada Halaman
Aspect Dilaporkan Remarks Data 2025 or Reported on Page
Reported
Index
Sosial
Social
Wanita di Direksi: 7% (2025)
Persentase jumlah wanita dalam Susunan Dewan Direksi
NDAQ G1.1 7% women on Board of Directors (2025)
NDAQ G1 Percentage of women on the Board of Directors
Halaman | Page 99
Keragaman Dewan
Board Diversity Wanita di Dewan Komisaris: 25% (2025)
Persentase jumlah wanita dalam Susunan Komisaris
NDAQ G1.2 25% women on Board of Commissioners (2025)
Percentage of women on the Board of Commissioners
Halaman | Page 99
Ya (CEO tidak merangkap sebagai Presiden
Apakah Perusahaan melarang CEO/ Direktur utama
Komisaris)
merangkap jabatan sebagai Komisaris Utama? Ya/Tidak?
NDAQ G2.1 Yes (CEO cannot concurrently serve as President
Does the Company prohibit the CEO from concurrently
NDAQ G2 Commissioner)
serving as the President Commissioner? Yes No?
Independensi Dewan Halaman | Page 153
Board Independence Persentase jumlah anggota Dewan
50% Dewan Komisaris independen
Komisaris dan Direksi independen.
NDAQ G2.2 50% of Board of Commissioners are independent
Percentage of the number of members of the Board
Halaman | Page 151
of Commissioners and Independent Directors
Apakah eksekutif Perusahaan secara formal diberikan
NDAQ G3 Ya (KPI ESG terintegrasi dalam remunerasi eksekutif)
insentif untuk kinerja terkait keberlanjutan? Ya/Tidak
Insentif NDAQ G3 Yes (ESG KPIs integrated in executive remuneration)
Are Company executives formally incentivized for
Incentivized Pay Halaman | Page 160
sustainability-related performance? Yes/No
Persentase: total jumlah karyawan yang 100% karyawan tercakup dalam PP/PKB
NDAQ G4
menyetujui perjanjian kerja Bersama kolektif 100% of employees covered by PP/PKB (collective
Perjanjian Kerja Bersama NDAQ G4
Percentage: total enterpreise headcount covered agreement)
Collective Bargaining
by collective bargaining agreements Halaman | Page 128
Ya (vendor wajib mengikuti Code of Ethics &
NDAQ G5 Apakah vendor dan supplier Perusahaan wajib
Integrity Pact)
Kode Etik Pemasok mengikuti kode etik Perusahaan? Ya/Tidak
NDAQ G5.1 Yes (vendors required to follow Code of Ethics &
Supplier Code Are the Company's vendors and suppliers required
Integrity Pact)
Of Conduct to follow the Company's code of ethics? Yes? No
Halaman | Page 190
Apakah perusahaan Anda mengikuti etika dan Ya (ISO 37001: Sistem Manajemen Anti Penyuapan)
/ atau kebijakan anti-korupsi? Ya/Tidak Yes (Anti-Bribery Management
NDAQ G6.1
Does your company follow an ethics and/ System ISO 37001:2016)
NDAQ G6 or anti-corruption policy? Yes/No Halaman | Page 172
Etika & Anti-Korupsi Jika ya, berapa persentase tenaga kerja Anda
Ethics & Anti-Corruption yang telah secara resmi mempunyai sertifikasi
Tidak dilaporkan
NDAQ G6.2 kepatuhan terhadap kebijakan ini.
Not disclosed
If yes, what percentage of your workforce has
formally certified its compliance with this policy?
Ya (Kebijakan Keamanan Informasi ABM-PLC-JKT-
Apakah perusahaan Anda mengikuti ICT-07)
NDAQ G7.1 kebijakan privasi data? Ya/Tidak Yes (Information Security Policy ABM-PLC-JKT-
Does your company follow a data privacy policy? Yes/No ICT-07)
NDAQ G7 Halaman | Page 196
Privasi Data
Data Privacy Apakah perusahaan Anda telah mengambil
langkah-langkah untuk mematuhi aturan Peraturan Ya (server cloud AWS dengan sertifikasi ISO 27001)
NDAQ G7.2 Perlindungan Data Umum (GDPR)? Ya/Tidak Yes (AWS cloud server with ISO 27001 certification)
Has your company taken steps to comply with General Halaman | Page 196
Data Protection Regulation (GDPR) rules? Yes/No
Apakah Perusahaan menerbitkan
Laporan Berkelanjutan? Ya/Tidak Ya | Yes
NDAQ G8.1
Does the Company publish a Halaman | Page 8
Sustainability Report? Yes/ No
Pelaporan ESG
ESG Reporting Apakah data-data keberlanjutan termasuk
Ya (memenuhi POJK 51/2017
dalam data yang wajib dilaporkan oleh
Yes (OJK POJK 51/POJK.03/2017 regulatory
NDAQ G8.2 Perusahaan berdasarkan regulasi?
requirements)
Is sustainability data included in data that has been
Halaman | Page 8
reported by the Company based on regulations?
Apakah perusahaan Anda menyediakan
data keberlanjutan untuk kerangka Ya (GRI, POJK/SEOJK, SDGs)
NDAQ G9.1 kerja pelaporan keberlanjutan? Yes (GRI Standards, POJK/SEOJK, SDGs)
Does your company provide sustainability data Halaman | Page 8
to sustainability reporting frameworks?
NDAQ G9 Apakah perusahaan Anda berfokus pada Tujuan Ya (selaras dengan 17 SDGs)
Praktik Pengungkapan Pembangunan Berkelanjutan (SDGs) tertentu? Yes (aligned with 17 SDGs in ABM Sustainability
NDAQ G9.2
Disclosure Practices Does your company focus on specific UN House)
Sustainable Development Goals (SDGs)? Halaman | Page 9
Apakah perusahaan Anda menetapkan
Ya (target SDGs ditetapkan dan dipantau)
target dan melaporkan UN SDGs?
NDAQ G9.3 Yes (SDG targets set and progress reported)
Does your company set targets and
Halaman | Page 9
report progress on the UN SDGs?
NDAQ G10 Apakah pelaporan keberlanjutan anda telah diperiksa
Ya (assurance eksternal independen)
Assurance Oleh atau divalidasi oleh pihak ketiga? Ya/Tidak
NDAQ G10 Yes (external assurance by independent third party)
Pihak Eksternal Are your sustainability disclosures assured
Halaman | Page 11, 211
External Assurance or validated by a third party? Yes/No
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Page 232
Indeks
Index
Lembar
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dengan kegiatan usaha Perusahaan:
Feedback Form This report has described information on material aspects in accordance with the
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Please rate the most important material topics in your opinion (score 1 = least
important to 5 = most important)
• Efluen dan Limbah | Effluents and Waste
• Energi | Energy
• Material | Materials
• Kesehatan dan Keselamatan Kerja | Occupational Health and Safety
• Kepatuhan Lingkungan | Environmental Compliance
• Dampak Ekonomi Tidak Langsung | Indirect Economic Impacts
• Kinerja Ekonomi | Economic Performance
• Emisi | Emission
• Antikorupsi | Anti-corruption
• Pelatihan dan Pendidikan | Training and Education
• Masyarakat Lokal | Local Communities
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Golongan Pemangku Kepentingan
Stakeholders Group
Golongan Pemangku Kepentingan | Stakeholders Group
Pemegang Saham | Shareholders
Pelanggan | Customers
Pekerja | Employee
Investor
PT ABM Investama Tbk Regulator, Legislatif, dan Lembaga Pengawas
Kantor Pusat Regulator, Legislative, and Supervisory Bodies Communities
Head Office: Masyarakat di Sekitar Wilayah Usaha Perusahaan
Gedung TMT 1, 18th Floor, Suite 1802 Communities Around the Company’s Business Area
Jl. Cilandak KKO No. 1 Jakarta, 12560, Media Massa | Mass Media
Indonesia
Kontraktor | Contractors
T. (+62 21) 2997 6767 Lembaga Swadaya Masyarakat (LSM)
Non-governmental Organizations (NGOs)
F. (+62 21) 2997 6768
E. corporate.secretary@abm-investama.co.id Lembaga Penelitian dan Perguruan Tinggi
www.abm-investama.com Research Institute and Universities
230 S T R E N GT H B E N E AT H ,
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Perubahan Iklim
Climate Change
232 S T R E N GT H B E N E AT H ,
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Page 236
Names mentioned 127 people and organisations named in the text · linked when the evidence is strong
unresolved
person
Employee Enhancement
· Komisaris Utama
p.4
unresolved
person
Accountability
· President Director
p.4 ×2
unresolved
org
Financial Services Authority
p.11 ×3
unresolved
org
PT Nirmala Coal Nusantara
p.12 ×8
unresolved
org
PT Piranti Jaya Utama
p.12 ×5
unresolved
org
PT Reswara Minergi Hartama
p.12 ×6
unresolved
org
PT Tunas Inti Abadi
p.12 ×5
unresolved
org
PT Cipta Kridatama
p.12 ×8
unresolved
org
PT Prima Wiguna Parama
p.12 ×7
unresolved
org
PT Sanggar Sarana Baja
p.12 ×7
unresolved
org
PT Cipta Krida Bahari
p.12 ×7
unresolved
org
PT Alfa Trans Raya
p.12 ×3
unresolved
org
PT Baruna Dirga Dharma
p.12 ×4
unresolved
org
PT Dianta Daya Embara
p.12 ×5
unresolved
org
PT Pelabuhan Buana Reja
p.12 ×5
unresolved
org
PT Nagata Dinamika
p.12 ×2
unresolved
org
PT Anzara Janitra Nusantara
p.12 ×2
unresolved
org
PT Piranti Jaya
p.15
unresolved
org
PT Reswara Minergi
p.15 ×2
unresolved
org
PT Nagata Dinamika Hidro Pongko
p.15 ×5
unresolved
person
Akta Notaris Asih Wahyuni Martaningrum
p.16
unresolved
org
PT Adiratna Bani Makmur
p.16 ×2
unresolved
org
Menteri Hukum dan Hak Asasi Manusia
p.16 ×2
unresolved
org
Minister of Law Republik Indonesia
p.16
unresolved
person
Akta Notaris Dwi Yulianti
p.16
unresolved
person
Notary Dwi Yulianti
p.16
unresolved
org
PT Adiratna Bani
p.16
unresolved
org
Menteri Hukum dan Hak Asasi
p.16
unresolved
org
Minister of Law Manusia Republik Indonesia
p.16
unresolved
person
Akta Notaris Jose Dima Satria
p.16
unresolved
person
Notary Jose Dima Satria
p.16
unresolved
org
Minister of Law and Human Rights Decree Republik Indonesia
p.16
unresolved
org
PT Reswara Minergi Hartama. By Hingga
p.23
unresolved
org
Kementerian PPPA Apriaty Sirait
p.25
unresolved
org
Kementerian Desa
p.25 ×2
unresolved
org
Ministry of Villages
p.25 ×2
unresolved
org
PT Prima Wiguna The Best Performer
p.26
unresolved
org
PT Cipta Kridatama Parama
p.26
unresolved
org
PT Cipta
p.26
unresolved
org
PT. SGS Indonesia ISO
p.27
unresolved
org
PT. SGS Indonesia Mining Value Chain ISO
p.27
unresolved
org
PT. SGS Internasional
p.27 ×5
unresolved
org
United Kingdom Ltd.
p.27
unresolved
org
Menteri Ketenagakerjaan
p.27
unresolved
org
PT. TUV NORD
p.27 ×3
unresolved
org
Minister of Manpower
p.27
unresolved
person
Joint Message
· Komisaris Utama
p.28 ×3
unresolved
org
Regulator
p.40
unresolved
org
Minister of Energy and Mineral
p.51
unresolved
org
Menteri ESDM
p.51 ×3
unresolved
org
Kementerian ESDM. Sumber
p.55
unresolved
org
Minister of Industry Regulation
p.55
unresolved
org
Menteri Perindustrian
p.55
unresolved
org
PT TIA
p.57 ×3
unresolved
org
PT TIA’s
p.58
unresolved
org
Ministry of Environment and Forestry
p.62
unresolved
org
Ministry of Environment
p.65 ×3
unresolved
org
PT CK
p.67 ×8
unresolved
org
Air Umum Berdasarkan Wilayah
p.68
unresolved
org
CKB
p.68
unresolved
org
Minister of Environment Decree
p.68
unresolved
org
Ministry of Energy Kementerian Energi dan Sumber Daya Mineral
p.74
unresolved
org
Menteri LHK
p.80
unresolved
org
Minister of Environment
p.80
unresolved
org
Bank Kalsel
p.83 ×2
unresolved
org
Kementerian ESDM
p.86
unresolved
org
Ministry of Energy
p.86
unresolved
org
Minister of Energy and Mineral Resources
p.88
unresolved
org
Menteri Tenaga Kerja
p.88 ×3
unresolved
org
Minister of Manpower Regulation
p.88 ×3
unresolved
org
Directorate General of Mineral and Coal Lingkungan
p.88
unresolved
person
Manual
· Komisaris
p.153
unresolved
—
Executive
· Director
p.153
unresolved
person
Kelamin
· Komisaris
p.155
unresolved
org
PT Tiara Mulyana Hamami
p.155
unresolved
org
PT Trakindo Utama
p.155 ×2
unresolved
—
Served
· President Director
p.155
unresolved
org
PT Tiara Marga Served
p.155
unresolved
org
PT Trakindo
· Commissioner
p.155
unresolved
org
PT Mahadana Dasha Utama
p.155 ×2
unresolved
org
PT Mitra Solusi Telematika
p.155 ×2
unresolved
org
PT Triyasa Propertindo Mivida Hamami
p.155
unresolved
org
PT Chitra Menjabat
p.155
unresolved
person
Female
· Komisaris
p.155
unresolved
org
PT Tiara Served
p.155
unresolved
org
PT Triyasa Propertindo
p.155
unresolved
org
PT Chitra Paratama
p.155
unresolved
person
Male
· Komisaris
p.155
unresolved
org
PT BERDAYAKAN USAHA INDONESIA
p.155 ×2
unresolved
org
Departemen Studi Indonesia
p.155
unresolved
—
BATUMBU
· Commissioner
p.155
unresolved
org
PT Reswara Minergi Hartama Djajanegara
p.156
unresolved
org
PT Agata Nugaha Nastari
p.156 ×2
unresolved
org
PT Media Djaya Bersama
p.156
unresolved
org
PT Agata Nugraha Feriwan Sinatra
p.156
unresolved
org
PT Baruna
p.156
unresolved
org
PT Agata Nugraha Nastari
p.156
unresolved
—
Hans Christian Menjabat
· Komisaris Utama
p.156
unresolved
org
PT Mifa Bersaudara
p.156 ×2
unresolved
org
PT Bara Energi Lestari
p.156
unresolved
org
Tata Kelola Tertinggi
p.157 ×2
unresolved
person
Proses Nominasi
· Komisaris
p.157
unresolved
person
Nomination Process
· Komisaris
p.157
unresolved
—
BOC
· Komisaris
p.158
unresolved
org
Indonesia Stock Exchange
p.159
unresolved
person
SOPs
· Komisaris
p.161
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