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Pernyataan
Disclaimer
Laporan Keberlanjutan PT Indo Tambangraya Megah Tbk Sustainability Report of PT Indo Tambangraya Megah Tbk
(selanjutnya disebut “ITM” atau “Perusahaan”) menyajikan (hereinafter referred to as “ITM” or the “Company”) contains
gambaran masa depan terkait aspek operasional, finansial, statements on the Company’s operational and financial
proyeksi, strategi, kebijakan, dan tujuan perusahaan. aspects, as well as its projections, strategies, policies, and
Pernyataan-pernyataan ini disusun berdasarkan asumsi goals. These statements are based on certain assumptions
tertentu yang mencerminkan kondisi saat ini dan perkiraan that reflect current conditions and expected future changes
perubahan di masa mendatang dalam lingkungan bisnis. in the business environment. However, any such statements
Namun, setiap pernyataan tersebut mengandung risiko dan involve risks and uncertainties that may cause the actual
ketidakpastian yang dapat menyebabkan hasil aktual results to differ significantly from those described. ITM
berbeda secara signifikan dari yang dipaparkan. ITM tidak makes no guarantee that documents prepared and declared
memberikan jaminan bahwa dokumen yang disusun dan valid will produce results that entirely meet expectations.
dinyatakan valid akan memberikan hasil yang sepenuhnya
sesuai dengan ekspektasi.
2 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Daftar Isi
Table of Contents
4 Pencapaian Keberlanjutan 2025 126 Mewujudkan
Sustainability Achievements in 2025
Kinerja Keberlanjutan Kami
Akuntabilitas melalui
4
Our Sustainability Performance Tata Kelola yang Beretika
6 Strategi Keberlanjutan dan Achieving Accountability
Transformasi Bisnis
Sustainability Strategy and Business through Ethical
Transformation Governance
10 Sambutan Direktur Utama
Message from President Director 128 Struktur Tata Kelola
Governance Structure
132 Pengelolaan Risiko Keberlanjutan
42 Menapaki Jalur yang Sustainability Risk Management
14 Tentang ITM dan Lebih Hijau dalam 144 Etika Bisnis
Laporan Keberlanjutan Business Ethics
Operasi Pertambangan
About ITM and the 147 Digitalisasi, Teknologi,
Sustainability Report Shaping a Greener Path in dan Inovasi Keberlanjutan
Mining Operations Digitalization, Technology, and
Sustainability Innovations
16 Sekilas ITM
ITM at a Glance 44 Sistem Manajemen Lingkungan 150 Kinerja Ekonomi dan
Environmental Management System Manajemen Rantai Pasok
22 Keandalan Operasi Tambang ITM Economic Performance and Supply
ITM Mine Operational Excellence 46 Pengelolaan Energi dan Reduksi
Chain Management
Emisi Gas Rumah Kaca
Energy Management and 154 Produk dan Layanan Pelanggan
25 Tentang Laporan Keberlanjutan Products and Customer Services
Greenhouse Gas Emission
About the Sustainability Report
Reduction 155 Perizinan dan Kepatuhan
40 Pelibatan Pemangku Kepentingan Licensing and Compliance
56 Keanekaragaman Hayati dan
Stakeholder Engagement
Rehabilitasi Pascatambang
Biodiversity and Post-mining
Rehabilitation
68 Pengelolaan Air dan Efluen
Water and Effluent Management 156 Lampiran
75 Pengelolaan Limbah Appendix
Waste Management
175 Referensi POJK 51/2017 (SEOJK
16/2021) dan Indeks Isi Standar GRI
Reference of POJK 51/2017 (SEOJK
16/2021) and GRI Standards Content
82 Memperkuat Index
Kepedulian terhadap 182 Pernyataan Jaminan
Insan Perusahaan Assurance Statement
Strengthening Our Care 187 Lembar Umpan Balik
Feedback Form
for People
84 Kesehatan dan Keselamatan Kerja (K3)
Occupational Health and Safety (OHS)
96 Tumbuh Bersama Pekerja dan
Masyarakat
Harmony with Employees and the
Community
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untuk melihat versi
digital dari Laporan
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Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 3
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Pencapaian Keberlanjutan 2025
Sustainability Achievements in 2025
Pencapaian
Achievement
TOP CSR Award 2025 - Platinum ESG Leadership Awards 2025 Subroto Award 2025 Asia Sustainability Reporting Rating
by Topbusiness by Bumi Global Karbon Foundation by ESDM (ASRRAT) 2025 - Platinum
by the NCCR (National Center for
Corporate Reporting)
ESG Rating
Sustainalytics Corporate Sustainability FTSE Russell
Assessment (CSA)
31.8
Per Maret | As of March 2025
52
Per Oktober | As of October 2025
3.9
Per Desember | As of December 2025
Informasi lebih lanjut terkait dengan penghargaan lainnya yang diterima ITM tersedia dan dapat diakses pada website https://www.itmg.co.id/
Further information regarding other awards received by ITM is available and can be accessed on the website https://www.itmg.co.id/
Kinerja Keberlanjutan Kami
Our Sustainability Performance
Aspek Ekonomi
Economic Aspect
Produksi Batubara Siap Dipasarkan Juta Ton Cadangan Batubara Juta Ton Pendapatan Bersih Juta USD
Finished Coal Production Million Tons Coal Reserves Million Tons Net Revenues USD Million
2025 2025 2025
21.2
2024 : 19.7 2023 : 17.2
5% 381.9
2024 : 354.7 2023 : 281.2
7.7% 1,881
2024 : 2,304 2023 : 2,374
18%
Laba Bersih Juta USD Pelibatan Pihak Lokal (Mitra Kerja)
Net Profit USD Million Local Engagement (Business Partner)
2025 2025
195
2024 : 376 2023 : 500
48% 472
2024 : 533
11.4%
2023 : 308
Produk Ramah Lingkungan
Environmentally-friendly Products
Akumulasi Energi Surya Pendapatan Bersih dari Energi Surya yang Dioperasikan
Accumulated Solar Energy Net Revenue from Operated Solar Energy
Dikontrakkan MWp Dioperasikan MWp Ribu USD % dari pendapatan Perusahaan
Contracted Operated Thousands USD % of the Company’s Revenue
2025 2025
122.2
2024 : 65.9 2023 : 23.1
85.4% 63.7
2024 : 12.9
393.8%
2023 : 6.9
1,135 0.1%
4 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Aspek Pengelolaan Lingkungan
Environmental Management Aspect
Intensitas Penggunaan Energi GJ/Ton Intensitas Emisi GRK Cakupan 1 & 2 Ton CO2eq/Ton Intensitas Penggunaan Air ML/Ton
Energy Use Intensity GJ/Tons Scope 1 & 2 GHG Emission Intensity Tons CO2eq/Tons Water Use Intensity ML/Tons
2025 2025 2025
0.10
2024 : 0.15 2023 : 0.17
33.3% 0.06
2024 : 0.06 2023 : 0.06
0% 0.00019
2024 : 0.00023 2023 : 0.00022
17.39%
Keterangan: Sejak tahun 2020, ITM melengkapi perhitungan energi dan emisi dengan pendekatan kendali operasional melalui penggunaan biofuel dan pembangkit listrik tenaga surya.
Note: Since 2020, ITM has complemented its energy and emissions with an operational control approach through use of biofuels and solar power plant.
Pengurangan Limbah Non-B3 Ton Pengelolaan Limbah secara 3R Penanaman Pohon di Area Terganggu Pohon
Non-Hazardous Waste Reduction Tons 3R Waste Management Tree Planting in Disturbed Areas Tree
2025 2025 2025
2,151.3
2024: 4,452.3 2023: 5,697.3
51.68% 65%
2024 : 51% 2023 : 38%
27.5% 766,144
2024 : 625,806 2023 : 546,485
22.4%
Luas Lahan Revegetasi ha
Revegetation Land Area
Pelestarian Keanekaragaman Hayati melalui Revegetasi
2025
Lahan, Rehabilitasi DAS, dan Restorasi Pesisir
Biodiversity Preservation through Land Revegetation,
Watershed Rehabilitation, and Coastal Restoration 468
2024 : 501 2023 : 420
6.6%
Aspek Sosial
Pengelolaan dan Pengembangan Sumber Daya Manusia
Social Aspect
Human Capital Management and Development
Rasio Tenaga Kerja Lokal (Kalimantan) Rata-rata Jam Pelatihan Setiap Pekerja Jam/Pekerja
Local Manpower Ratio (Kalimantan) Average Hours of Training per Employee Hours/Employee
2025 2025
56%
2024 : 60% 2023 : 62%
6.7% 32
2024 : 17
88%
2023 : 29
Pengembangan dan Pemberdayaan Masyarakat (PPM)
Community Development and Empowerment
Jumlah Desa Dampingan Penyerapan Dana PPM Rp Miliar Jumlah Kegiatan PPM
Total Fostered Villages PPM Budget Utilization Rp Billion Number of PPM Activities
2025 2025 2025
53
2024 : 53 2023 : 53
0% 28.1
2024 : 24.5 2023 : 20.8
14.69% 189
2024 : 151 2023 : 126
25.2%
Aspek Tata Kelola Denda Pelanggaran Hukum
Governance Aspect Fines for Violation of Laws
2025
Nihil Zero
2024 : Nihil | Zero 2023 : Nihil | Zero
Informasi lebih lanjut terkait dengan penghargaan lainnya yang diterima ITM tersedia dan dapat diakses pada website https://www.itmg.co.id/
Further information regarding other awards received by ITM is available and can be accessed on the website https://www.itmg.co.id/
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 5
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Strategi Keberlanjutan dan
Transformasi Bisnis [2-23, 2-24]
Sustainability Strategy and Business Transformation
Nilai inti perusahaan “Banpu Heart” menjadi landasan bagi The Company’s core values, “Banpu Heart,” serve as the
seluruh karyawan dalam melaksanakan tanggung jawabnya. guiding principles for all employees in carrying out their daily
Untuk mengimplementasikan tanggung jawab keberlanjutan responsibilities. To ensure a structured implementation of
secara terarah, ITM juga telah menetapkan Kebijakan sustainability responsibilities, ITM has also established a
Keberlanjutan yang memuat komitmen serta langkah- Sustainability Policy that outlines its commitments and
langkah strategis dalam mencapai tujuan keberlanjutan. strategic actions to achieve its sustainability objectives.
Pada 2025, ITM menetapkan Lima Pilar Sustainability In 2025, ITM identified Five Pillars of Sustainability
Development (SD) dalam materialitas yang menjadi fokus Development (SD) as the primary focus of the Company’s
utama pengelolaan keberlanjutan Perusahaan. sustainability management.
Pengelolaan Perubahan Iklim
Climate Change Management
Memastikan setiap upaya dilakukan untuk memitigasi dampak perubahan iklim.
Ensuring every effort to mitigate climate change’s impact.
Pengelolaan Lingkungan yang Bertanggung Jawab
Environmental Stewardship
Memastikan proses pertambangan dilaksanakan secara bertanggung jawab dan
berkelanjutan.
Ensuring the responsible and sustainable mining process.
Pengelolaan Hak Asasi Manusia
Human Rights Management
Memastikan perusahaan menghormati hak asasi manusia seluruh individu dan
komunitas yang terdampak oleh kegiatan usaha.
Ensure that the company respects the human rights of all individuals and communities
affected by our business operations.
Pemberdayaan Pemangku Kepentingan
Stakeholders Empowerment
Secara aktif melibatkan dan mengikutsertakan pemangku kepentingan dalam proses
pengambilan keputusan, mendorong transparansi dan membangun kepercayaan.
Actively engaging and involving the stakeholders in decision-making processes, foster
transparency and build trust.
Tata Kelola Keberlanjutan
Sustainability Governance
Membangun kerangka kerja keberlanjutan yang kuat dan mengintegrasikannya ke
dalam strategi serta operasional perusahaan.
Establishing robust sustainability frameworks and incorporating them into corporate
strategy and operations.
Kebijakan-kebijakan yang menguraikan komitmen dan Policies outlining ITM's commitment and strategy to
strategi ITM terhadap tanggung jawab lingkungan, sosial, environmental, social, and governance responsibilities,
dan tata kelola, termasuk kebijakan terkait pemenuhan hak including policies regarding the fulfillment of human rights
asasi manusia dapat dilihat selengkapnya di situs perusahaan are available on the company's website at the link https://
pada tautan https://itmg.co.id/id/governance/policy-and- itmg.co.id/id/governance/policy-and-documentation/
documentation/published-policy. published-policy.
6 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Perjalanan Transformasi ITM ITM Transformation Journey
Perjalanan transformasi ITM menunjukkan langkah nyata ITM's transformation journey demonstrates the company's
perusahaan dalam menavigasi perubahan global, khususnya concrete steps in navigating global changes, particularly
terkait transisi energi dan peningkatan praktik keberlanjutan. those related to energy transition and improved sustainability
practices.
Expanding Greener, Smarter business to strengthen
the company performance through coal mining as Continue to excel and grow
2025 the existing business and expand other businesses, TRANSFORMATIVELY
and beyond
such as mineral resources, energy services,
renewable-based energy, and others. 2023-2025 Accelerating Greener
Smarter transition
Renewable
Mining Optimizing the existing business
and other
Manpower and capacity building
Business diversification
Financial robustness
Well-established as Focus on scaling up our balance sheet and
Before 2020
traditional coal miner, we enhancing our cash position, capitalizing
Coal Mining
redefined our purpose to
deliver more business value
2021 – 2022 the commodity price while ensuring the
ongoing robust business process and
Supporting Infrastructures now and in the future. consolidation operations throughout the business.
Memasuki 2025, ITM melanjutkan fase penting dari strategi Entering 2025, ITM continued an important phase of its
pertumbuhan transformasional 2023–2025 dan mulai 2023–2025 transformational growth strategy and began to
memperkuat arah menuju portofolio energi bersih dan strengthen its direction toward a clean and renewable energy
terbarukan. Pada tahap ini, Perusahaan memperluas bisnis portfolio. At this stage, the Company is expanding its greener
yang lebih hijau dan cerdas (greener and smarter business) and smarter business to strengthen its performance, while
untuk memperkuat kinerja perusahaan, dengan tetap continuing to optimize coal mining as its existing business
mengoptimalkan pertambangan batubara sebagai bisnis and developing other lines of business, such as mineral
eksisting sekaligus mengembangkan lini usaha lainnya, resources, energy services, renewable energy, and other
seperti sumber daya mineral, jasa energi, energi berbasis potential sectors. While accelerating business diversification,
terbarukan, dan sektor potensial lainnya. Meskipun tengah ITM continues to maintain the sustainability of its core
mempercepat diversifikasi bisnis, ITM tetap menjaga business in the coal sector to support national energy
keberlangsungan bisnis inti di sektor batubara guna security. In 2025, increased production and logistics
menopang ketahanan energi nasional. Pada 2025, efficiency were supported by PT Graha Panca Karsa (GPK)
peningkatan produksi dan efisiensi logistik didukung oleh and PT Tepian Indah Sukses (TIS), as well as the completion
PT Graha Panca Karsa (GPK) dan PT Tepian Indah Sukses of the Bunyut Port development, which now has a logistics
(TIS), serta penyelesaian pengembangan Pelabuhan Bunyut capacity of up to 15 million tons per year.
yang kini memiliki kapasitas logistik hingga 15 juta ton per
tahun.
Melalui PT ITM Bhinneka Power (IBP), perusahaan Through PT ITM Bhinneka Power (IBP), the company is
memperluas pengembangan Pembangkit Listrik Tenaga expanding the development of solar power plants (PLTS)
Surya (PLTS) dan mulai menjajaki potensi pembangkit tenaga and beginning to explore the potential of hydropower plants.
air (hydropower). Hingga 2025, IBP telah mencatat total In 2025, IBP recorded a total of 122.2 MWp in solar energy
kontrak proyek energi surya sebesar 122,2 MWp termasuk project contracts, including an internal project in Bunyut
proyek internal di Bunyut yang memperkuat kemandirian that strengthens operational energy independence. In
energi operasional. Selain itu, ITM mendukung reklamasi addition, ITM supports mine reclamation efforts that aim
tambang yang berfungsi memulihkan ekosistem dan to restore ecosystems and increase carbon sequestration.
meningkatkan penyerapan karbon.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 7
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Peta Jalan LST ESG Roadmap
Pada 2025, ITM menyusun Peta Jalan LST sebagai panduan In 2025, ITM developed the ESG Roadmap as a strategic
strategis untuk mengintegrasikan aspek Lingkungan, Sosial, guide to integrate Environmental, Social, and Governance
dan Tata Kelola ke dalam arah pertumbuhan bisnis aspects into the Company’s business growth direction in a
Perusahaan secara bertahap dan terukur. Roadmap ini dibagi phased and measurable manner. The roadmap is divided
dalam tiga fase, yaitu Building Foundation (2025-2026), Scaling into three phases, namely Building Foundation (2025–2026),
Impact (2027-2028), dan Optimization (2029-2030). Scaling Impact (2027–2028), and Optimization (2029–2030).
Building Foundation Scaling Impact Optimization
2025-2026 2027-2028 2029-2030
• Menetapkan komitmen dekarbonisasi • Mendorong penurunan emisi yang • Memperluas penurunan emisi
2030 serta menilai risiko dan peluang selaras dengan arah kebijakan iklim dengan menerapkan hirarki mitigasi:
terkait perubahan iklim melalui analisis nasional serta memperkuat ketahanan penghindaran, pengurangan,
skenario guna memperkuat ketahanan bisnis terhadap risiko terkait perubahan penghilangan, dan perimbangan, serta
jangka panjang iklim mengoptimalkan portofolio bisnis yang
• Mempertahankan progres • Mengembangkan nilai tambah dalam selaras dengan prinsip keberlanjutan
pascatambang dengan rencana yang proses pascatambang yang berkaitan • Meningkatkan pengembangan nilai
mempertimbangkan pengelolaan dengan pengelolaan sumber daya alam, tambah dalam proses pascatambang
Environmental
Lingkungan
sumber daya alam termasuk air dan keanekaragaman yang berkaitan dengan pengelolaan
• Establish 2030 decarbonization hayati sumber daya alam, termasuk air dan
commitments and assess climate- • Drive emissions reduction in alignment keanekaragaman hayati
related risks/opportunities using with national climate policy directions • Expand emissions reduction to include
scenario analysis to strengthen long- and climate-related business resiliency the mitigation hierarchy: avoid, reduce,
term resilience • Developing added value in post-mining remove, and offset, and optimize
• Maintain post-mining progress with processes related to the management sustainable aligned business portfolio
plans considering natural resource of natural resources, including water and • Enhancing the development of
management biodiversity value-added activities in post-mining
processes related to the management
of natural resources, including water and
biodiversity
• Mengimplementasikan Transformasi • Memperkuat Transformasi Keselamatan • Meningkatkan Safety Maturity Level
Keselamatan di seluruh lokasi operasional • Meningkatkan implementasi HRDD
• Menyelaraskan Human Rights Due • Memperluas penerapan HRDD di secara berkelanjutan
Diligence (HRDD) ke dalam strategi seluruh rantai nilai • Mengoptimalkan program
bisnis • Mendorong peningkatan dan alih pengembangan sumber daya manusia
• Memfokuskan pada program keterampilan talenta untuk mendukung • Meningkatkan kompetensi rantai
pengembangan sumber daya manusia dinamika bisnis (termasuk just nilai untuk peluang kolaborasi sosial-
• Mendorong program unggulan transition) ekonomi pascatambang
pengembangan masyarakat dengan • Mengimplementasikan program • Enhance Safety Maturity Level
Sosial
Social
penyelarasan yang lebih kuat terhadap masyarakat berbasis Creating Shared • Continuously improve HRDD
fase akhir operasional tambang (mine Value (CSV) implementation
closure phase) • Strengthen Safety Transformation • Leverage people development programs
• Implement Safety Transformation across all sites • Enhance value chain competencies
• Streamline Human Rights Due Diligence • Expand HRDD across value chain for post-mining socio-economic
(HRDD) into business strategy • Advance talent upskilling/reskilling collaboration opportunities
• Focus on people development programs for business dynamics (including just
• Promote community development transition)
flagship programs with enhanced • Implement community programs based
alignment to end-of-mine operations on Creating Shared Value (CSV)
(mine closure phase)
• Mengintegrasikan persyaratan dan • Mendorong dan memfasilitasi • Mengakselerasi praktik berkelanjutan di
penilaian LST dalam pengelolaan pertumbuhan rantai nilai yang seluruh rantai nilai
pemasok berkelanjutan • Menjaga secara konsisten penerapan
• Memperkuat kewajiban kepatuhan di • Meningkatkan sistem pemenuhan kewajiban kepatuhan
seluruh fungsi kewajiban kepatuhan • Mendorong budaya etika bisnis di
• Memperkuat mekanisme pengaduan • Meningkatkan secara berkelanjutan seluruh rantai nilai
dan praktik etika bisnis mekanisme pengaduan dan praktik • Mematangkan komunikasi LST internal
• Memperkuat komunikasi LST internal etika bisnis dan membangun komunikasi LST
Governance
Tata Kelola
dan mengembangkan rencana strategi • Memperkuat secara berkelanjutan eksternal
komunikasi LST eksternal komunikasi LST internal serta memulai • Catalyze sustainable practices across
• Integrate ESG requirements and komunikasi LST eksternal value chain
assessments in supplier management • Foster and enable sustainable value chain • Persistently maintain compliance
• Solidify compliance obligations across all growth obligation practices
functions • Enhance compliance obligation systems • Foster business ethics culture across
• Strengthen grievance mechanisms and • Continuously improve grievance value chain
business ethics practices mechanisms and business ethics • Mature internal ESG communication and
• Strengthen internal ESG communication practices establish external ESG communication
and develop plans for external ESG • Continuously strengthen internal ESG
communication strategy communication and initiate external ESG
communication
8 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 9
Page 10
Sambutan
Direktur Utama [2-22]
Message from President Director
Mulianto
Direktur Utama
President Director
Para Pemangku Kepentingan yang Terhormat, Dear Valued Stakeholders,
ITM menutup tahun 2025 dengan penuh keyakinan sekaligus ITM concluded 2025 with confidence and prudence, amid
kehati-hatian di tengah dinamika global yang semakin an increasingly complex global landscape. Under the theme
kompleks. Mengusung tema “Driving Transformation for “Driving Transformation for Sustainable Future,” this
Sustainable Future”, Laporan Keberlanjutan ini mencerminkan Sustainability Report reflects the Company’s commitment
komitmen Perusahaan untuk terus mendorong percepatan to continuously accelerate its business transformation in a
transformasi usaha secara bertanggung jawab, sekaligus responsible manner while strengthening its business
memperkuat fondasi bisnis. Tahun 2025 kembali menjadi fundamentals. The year 2025 once again proved to be a
periode yang penuh tantangan, sekaligus peluang untuk period of both challenges and opportunities to reaffirm ITM’s
menegaskan arah perjalanan ITM di tengah tekanan strategic direction amid global decarbonization pressures,
dekarbonisasi global, ketidakpastian geopolitik, serta geopolitical uncertainty, and an increasingly dynamic
perubahan regulasi yang semakin dinamis. regulatory environment.
Sejalan dengan semangat perubahan, ITM memandang In line with this spirit of change, ITM views the transition
bahwa proses transisi bukan sekadar perubahan portofolio process not merely as a shift in business portfolio, but as a
bisnis, melainkan sebuah perjalanan strategis yang perlu strategic journey that must be managed in a measurable
dikelola secara terukur, konsisten, dan berlandaskan tata and consistent manner based on strong governance.
kelola yang kuat. Oleh karena itu, ITM senantiasa menjaga Accordingly, ITM continuously maintains a balance between
keseimbangan antara ketahanan bisnis, tanggung jawab business resilience, environmental responsibility, and social
lingkungan, dan kontribusi sosial sebagai bagian dari upaya contribution as part of its efforts to create long-term value
menciptakan nilai jangka panjang bagi seluruh pemangku for all stakeholders.
kepentingan.
10 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Kebijakan untuk Merespon Policies to Respond to Challenges
Tantangan
Sektor batubara, termasuk ITM, masih menghadapi The coal sector, including ITM, continues to face significant
tantangan besar dalam mendukung target pembatasan challenges in supporting the target of limiting the global
kenaikan suhu global hingga 1,5°C sesuai Perjanjian Paris, di temperature increase to 1.5 °C in line with the Paris
tengah meningkatnya tekanan dekarbonisasi serta Agreement, amid increasing decarbonization pressure as
kompleksitas dan biaya transisi energi. Di sisi lain, well as the complexity and cost of the energy transition. On
keterbatasan infrastruktur dan kesiapan teknologi di wilayah the other hand, limitations in infrastructure and technological
operasional juga menjadi faktor yang perlu dikelola secara readiness in operational areas also remain key factors that
cermat untuk memastikan proses transisi energi dapat must be managed prudently to ensure that the energy
berjalan secara andal, adil, dan berkelanjutan, khususnya transition can proceed in a reliable, fair, and sustainable
bagi Indonesia yang masih membutuhkan batubara sebagai manner, particularly for Indonesia, which still relies on coal
penopang ketahanan energi nasional. to support national energy security.
Merespons tantangan tersebut, ITM mulai menyusun peta In response to these challenges, ITM began developing its ESG
jalan LST dan melanjutkan langkah transformasi melalui roadmap and continuing its transformation journey through
pendekatan Next Generation of Mining: Responsible Transition the Next Generation of Mining: Responsible Transition approach
sebagai sebuah nilai keberlanjutan. Pendekatan ini as a core sustainability value. This approach reaffirms the
menegaskan komitmen Perusahaan untuk selalu taat akan Company’s commitment to continuously comply with
peraturan dan terus meningkatkan kualitas dan efisiensi regulations and improve the quality and efficiency of coal mining
pengelolaan operasi batubara yang sejalan dengan aspek operations in line with environmental, social, and governance
lingkungan, sosial, dan tata kelola (LST), sekaligus mulai (ESG) aspects, while at the same time laying the foundation
membangun fondasi bisnis masa depan melalui adaptasi for future business through technology adaptation, process
teknologi, digitalisasi proses, serta penjajakan peluang pada digitalization, and the exploration of opportunities in critical
mineral kritis dan energi bersih. minerals and clean energy.
Sepanjang 2025, ITM melanjutkan penguatan integrasi LST Throughout 2025, ITM further strengthened the integration
ke dalam strategi bisnis dan tata kelola perusahaan. Isu-isu of ESG into its business strategy and corporate governance.
keberlanjutan yang material terus diinternalisasikan ke dalam Material sustainability issues continued to be internalized
perencanaan jangka pendek, menengah, dan panjang, serta into short-, medium-, and long-term planning and became
menjadi bagian yang tidak terpisahkan dari proses an integral part of management’s decision-making process.
pengambilan keputusan manajemen.
Lebih lanjut, komitmen manajemen ITM terhadap Furthermore, ITM management’s commitment to sustainability
keberlanjutan tercermin melalui pengawasan aktif Direksi, is reflected in the active oversight of the Board of Directors,
mulai dari penetapan arah strategis yang jelas, pembentukan starting from the establishment of a clear strategic direction,
komite-komite pendukung, hingga integrasi target the formation of supporting committees, to the integration of
keberlanjutan ke dalam annual plan, balanced scorecard, dan sustainability targets into the annual plan, balanced scorecard,
key performance indicator (KPI) manajemen. Salah satu upaya and management key performance indicators (KPIs). One of
yang dilakukan yaitu ITM melaksanakan forum "Strategy the initiatives undertaken was the implementation of the
Week", sebagai wadah dalam menentukan arah dan prioritas “Strategy Week” forum, as a platform to define the Company’s
Perusahaan yang diselaraskan dan dikomunikasikan secara direction and priorities and to communicate them consistently
konsisten di seluruh lini organisasi. across all levels of the organization.
Penerapan Kinerja Keberlanjutan Sustainability Performance
Implementations
ITM mencatat berbagai pencapaian kinerja penting dalam ITM recorded solid achievements in production, economic
aspek produksi, kinerja ekonomi, serta penerapan praktik performance, and the implementation of sustainability
keberlanjutan yang mencakup aspek LST. Dari sisi produksi practices across ESG aspects. In coal production and
batubara dan kinerja ekonomi, PT Graha Panca Karsa (GPK) economic performance, PT Graha Panca Karsa (GPK) and
dan PT Tepian Indah Sukses (TIS) sebagai anak usaha ITM PT Tepian Indah Sukses (TIS), as ITM’s subsidiaries,
berkontribusi pada peningkatan produksi batubara sebesar contributed to an increase in coal production by 12.7% or
12,7% atau setara masing-masing 2,2 juta ton dan 0,5 juta equivalent to 2.2 million tons and 0.5 million tons, respectively.
ton, sehingga pada akhir 2025, produksi batubara tercatat As a result, by the end of 2025, total coal production reached
sebesar 21,2 juta ton. Sejalan dengan capaian tersebut, ITM 21.2 million tons. In line with these achievements, ITM
membukukan pendapatan bersih dan laba bersih sebesar recorded net revenue and net profit of USD 1,881 million and
USD 1.881 juta dan USD 195 juta. USD 195 million, respectively.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 11
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Pada kinerja lingkungan, ITM melanjutkan implementasi strategi In environmental performance, ITM continued to implement its
dekarbonisasi melalui peningkatan efisiensi energi, substitusi decarbonization strategy through improvements in energy efficiency,
energi, penggunaan teknologi lebih ramah lingkungan, serta energy substitution, the adoption of more environmentally friendly
percepatan reklamasi dan rehabilitasi lahan pascatambang. technologies, and the acceleration of post-mining land reclamation
Sepanjang 2025, ITM berhasil mencatat intensitas penggunaan and rehabilitation. Throughout 2025, ITM successfully reduced its
energi sebesar 0,1 GJ/Ton, menurun sebesar 33,3% dibandingkan energy use intensity by 0.1 GJ/Ton, a decrease of 33.3% from
tahun sebelumnya. Di sisi pengelolaan keanekaragaman hayati, previous year. In biodiversity management, in 2025 the Company
pada tahun 2025, Perusahaan telah mengembalikan 476 ha had restored 476 hectares of watershed rehabilitation, bringing the
rehabilitasi daerah aliran sungai, sehingga total kumulatif cumulative total to 25,109 hectares. In addition, in June 2025, ITM
mencapai 25.109 ha. Selain itu, pada Juni 2025, ITM secara resmi officially handed over the Mentawir Nursery Centre to the
menyerahkan Pusat Persemaian Mentawir kepada Pemerintah. Government. This facility is the largest nursery center in Indonesia,
Fasilitas ini merupakan pusat persemaian terbesar di Indonesia with a capacity of 15 million seedlings per year, and plays a strategic
dengan kapasitas 15 juta bibit per tahun dan berperan strategis role in supporting forest restoration efforts, including for the
dalam mendukung upaya restorasi hutan, termasuk untuk Nusantara Capital City (IKN) area.
kawasan Ibu Kota Nusantara (IKN).
Kinerja sosial menunjukkan perkuatan pengembangan sumber Social performance shows the strengthening of human resource
daya manusia melalui penerapan sistem penilaian kinerja development through the implementation of a meritocracy-based
berbasis meritokrasi, didukung oleh penetapan KPI yang performance appraisal system, supported by the establishment
mencakup aspek LST serta pemberian imbal balik yang adil of KPIs that cover LST aspects and the provision of fair rewards
sesuai capaian kinerja tiap karyawan. Di sisi lain, ITM juga secara in accordance with the performance achievements of each
konsisten melaksanakan pemberdayaan masyarakat melalui employee. On the other hand, ITM also consistently empowers
berbagai program unggulan. Sepanjang 2025, ITM merealisasikan the community through various flagship programs. Throughout
investasi sosial sebesar Rp29,5 miliar, dengan jumlah penerima 2025, ITM realized social investments amounting to Rp29.5 billion,
manfaat mencapai 46.615 orang. Untuk mengukur efektivitas with a total of 46,615 beneficiaries. To measure the effectiveness
dan nilai manfaat dari investasi tersebut, Perusahaan and value of these investments, the Company applies the Social
menerapkan pendekatan Social Return on Investment (SROI), Return on Investment (SROI) approach, a method that assesses
yaitu metode yang menilai nilai sosial, ekonomi, dan lingkungan the social, economic, and environmental value generated from
yang dihasilkan dari setiap investasi program. Melalui pendekatan each program investment. Through this approach, ITM recorded
ini, ITM mencatat capaian nilai SROI sebesar 3,34. an SROI value of 3.34.
Pada 2025, Indonesian Institute for Corporate Directorship In 2025, the Indonesian Institute for Corporate Directorship
melakukan penilaian menggunakan ASEAN Corporate conducted an assessment using the ASEAN Corporate
Governance Scorecard (ACGS), di mana ITM meraih skor Governance Scorecard (ACGS), in which ITM achieved an overall
keseluruhan sebesar 105,91. Capaian tersebut menempatkan score of 105.91. This achievement placed the Company in the
Perusahaan pada predikat “Leadership in Corporate Governance” “Leadership in Corporate Governance” category, or Level 5
atau Level 5 (>100), yang menegaskan bahwa standar tata kelola (>100), reaffirming that the company’s governance standards
Perusahaan telah selaras dengan praktik terbaik internasional. are aligned with international best practices.
Kinerja keberlanjutan ITM juga ditandai dengan berbagai pengakuan ITM’s sustainability performance was also marked by various
eksternal, antara lain Indonesia ESG Leadership Award 2025, external recognitions, including the Indonesia ESG Leadership
penghargaan “Best Overall” pada IICD Corporate Governance Award Award 2025, the “Best Overall” award at the IICD Corporate
2025 kategori Big Cap, serta Peringkat Platinum Asia Sustainability Governance Award 2025 in the Big Cap category, and a Platinum
Reporting Rating (ASRRAT). Selain itu, ITM juga memperoleh rating from the Asia Sustainability Reporting Rating (ASRRAT).
Sustainalytics ESG Risk Rating yang menempatkan Perusahaan In addition, ITM obtained a Sustainalytics ESG Risk Rating of
sebagai perusahaan batubara peringkat pertama di Indonesia dan 31.8 that placed the Company as the top-ranked coal company
global dengan skor 31,8. Semua prestasi ini menjadi semangat bagi in Indonesia and globally. All of these achievements encourage
ITM untuk terus meningkatkan kinerja di masa depan. ITM to continue improving its performance in the future.
Strategi Pencapaian Target Strategy to Achieve Targets
Tahun 2025 menjadi periode penguatan konsistensi penerapan The year 2025 marked a period of strengthened consistency in the
prinsip keberlanjutan dalam strategi bisnis ITM, seiring dengan implementation of sustainability principles within ITM’s business
keikutsertaan Perusahaan dalam United Nations Global Compact strategy, in line with the Company’s participation in the United
Network Indonesia. Di tengah situasi eksternal yang terus Nations Global Compact Network Indonesia. Amid evolving external
berkembang dan dinamika lanskap energi global, langkah ini semakin conditions and the dynamic global energy landscape, this step
menegaskan arah Perusahaan dalam menyelaraskan strategi, further underscores the Company’s direction in aligning its strategy,
budaya, dan praktik operasional dengan prinsip-prinsip keberlanjutan culture, and operational practices with global sustainability
global sebagai bagian dari upaya menciptakan nilai jangka panjang. principles as part of its efforts to create long-term value.
Sebagai bagian dari strategi diversifikasi dalam periode transisi, As part of its diversification strategy during the transition period,
ITM melalui anak usahanya, IBP, terus memperluas peluang dan ITM, through its subsidiary IBP, continued to expand business
prospek usaha pada portofolio energi surya di Indonesia. opportunities and prospects in Indonesia’s solar energy portfolio.
12 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Hingga tahun 2025, cakupan proyek energi terbarukan berbasis As of 2025, the coverage of solar-based renewable energy projects
tenaga surya telah menjangkau 14 provinsi dan akan terus had reached 14 provinces and will continue to be strengthened
diperkuat seiring dengan meningkatnya permintaan solusi energi in line with the increasing demand for clean energy solutions
bersih dari segmen komersial dan industri. Sejumlah proyek from the commercial and industrial segments. Several strategic
strategis telah berhasil direalisasikan, antara lain untuk projects have been successfully implemented, including for
pelanggan seperti Sinar Sosro, McDonald’s, dan Semen Jawa. customers such as Sinar Sosro, McDonald’s, and Semen Jawa.
Capaian tersebut mendukung pertumbuhan yang signifikan These achievements supported significant growth in contracted
pada kapasitas terkontrak energi terbarukan berbasis tenaga solar renewable energy capacity. By the end of 2025, contracted
surya. Per akhir 2025, kapasitas terkontrak mencapai 122,2 MWp, capacity had reached 122.2 MWp, nearly doubling compared to
naik hampir dua kali lipat dibandingkan 2024. Tren ini 2024. This trend reflects the effectiveness of the Company’s
mencerminkan efektivitas strategi Perusahaan dalam strategy in capturing market opportunities while strengthening
memanfaatkan peluang pasar sekaligus memperkuat kontribusi the contribution of its renewable energy portfolio in supporting
portofolio energi terbarukan dalam mendukung agenda transisi the gradual energy transition and decarbonization agenda.
energi dan dekarbonisasi secara bertahap.
Di sisi lain, seiring dengan meningkatnya harapan pemangku At the same time, in response to rising stakeholder expectations,
kepentingan, situasi eksternal ekonomi, sosial, dan lingkungan evolving economic, social, and environmental conditions, and
hidup, serta semakin ketatnya regulasi, Perusahaan terus increasingly stringent regulations, the Company continues to
memperkuat pengelolaan risiko lingkungan dan kepatuhan strengthen environmental risk management and compliance
melalui operasional yang lebih bersih dan efisien. Investasi pada through cleaner and more efficient operations. Investments in
teknologi ramah lingkungan dan pengelolaan sumber daya alam environmentally friendly technologies and responsible natural
yang bertanggung jawab menjadi bagian dari upaya menjaga resource management form an integral part of efforts to
daya saing, serta ketahanan energi. maintain competitiveness and energy resilience.
Harapan dan Apresiasi Outlook and Appreciation
Ke depan, ITM akan meneruskan transisi energi sebagai salah Looking ahead, ITM will continue to pursue the energy transition
satu arah strategis utama. Transformasi ini dijalankan secara as one of its main strategic directions. This transformation is
bertahap dan bertanggung jawab, dengan tetap menyeimbangkan being carried out in a gradual and responsible manner, while
kebutuhan penyediaan energi yang andal dan terjangkau dengan continuing to balance the need to provide reliable and affordable
upaya perlindungan lingkungan, pemberdayaan masyarakat, energy with efforts to protect the environment. The principles
serta peningkatan nilai bagi semua pemangku kepentingan. of energy security and energy equity, particularly for developing
Prinsip keamanan dan keadilan energi, khususnya bagi negara countries such as Indonesia, serve as an important foundation
berkembang seperti Indonesia, menjadi landasan penting dalam in capturing opportunities and safeguarding long-term business
menangkap peluang dan menjaga prospek usaha jangka panjang. prospects.
Untuk mencapai harapan tersebut, maka kami mengajak seluruh To achieve these aspirations, we invite all stakeholders to
pemangku kepentingan untuk saling mendukung. Apresiasi dan continue supporting one another. We extend our sincere
terima kasih kami sampaikan atas kolaborasi dan kepercayaan yang appreciation and gratitude for the collaboration and trust that
terus diberikan kepada ITM selama ini. Kami akan terus melangkah have been consistently given to ITM. We will continue to move
sebagai perusahaan yang bertanggung jawab dalam mewujudkan forward as a responsible company in realizing a sustainable
masa depan yang berkelanjutan dan melaksanakan transformasi future and in carrying out a consistent and well-measured
yang konsisten dan terukur, serta memberikan dukungan dan transformation and also provide support and contribution for
kontribusi terhadap Tujuan Pembangunan Berkelanjutan (TPB). Sustainable Development Goals (SDGs).
Jakarta, 10 Maret 2026 | March 10, 2026
Atas Nama Direksi | On Behalf of the Board of Directors
Mulianto
Direktur Utama
President Director
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 13
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Tentang ITM
dan Laporan
Keberlanjutan
About ITM
and the Sustainability Report
14 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 15
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Sekilas ITM [2-1]
ITM at a Glance
Nama Perusahaan Tahun Berdiri
Company Name Establishment
PT Indo Tambangraya Megah Tbk 1987
Bidang Usaha Kantor Pusat
Line of Business Head Office
Pertambangan batubara dan penjualan Pondok Indah Office Tower 3, Lantai 3
batubara melalui anak usaha Jl. Sultan Iskandar Muda Kav. V-TA,
Coal mining and sales through Pondok Pinang, Jakarta, Indonesia 12310
subsidiaries Pondok Indah Office Tower 3, 3rd Floor
Jl. Sultan Iskandar Muda Kav. V-TA,
Pondok Pinang, Jakarta, Indonesia 12310
Bentuk Legal Landasan Hukum
Legal Form Legal Basis
Perusahaan Terbuka Akta Pendirian No. 13 tanggal
Public Company 2 September 1987 oleh Notaris Benny
Kristianto S.H., dengan persetujuan
No. C2-640.HT.01.01.TH’89 oleh
Kementerian Kehakiman Republik
Indonesia pada 20 Januari 1989.
Deed of Establishment No. 13 dated
2 September 1987 by Notary Benny Kristianto
S.H., with approval No. C2-640.HT.01.01.
TH’89 by Ministry of Justice of Republic of
Indonesia on 20 January 1989.
Tahun Pencatatan Kode Saham
Stock Listing Year Ticker Code
2007, pada Bursa Efek Indonesia ITMG
2007, on the Indonesia Stock Exchange
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Tentang ITM dan Laporan Keberlanjutan
About ITM and Sustainability Report
Visi, Misi, dan Nilai
Perusahaan
Vision, Mission, and Corporate Values
Visi
Vision Misi
Mission
Menjadi perusahaan • Menjadi bagian dari pengembangan energi bangsa
• Menciptakan nilai berkelanjutan bagi pemangku
Indonesia di bidang kepentingan melalui pengembangan portofolio
usaha yang sejalan dengan kebutuhan energi
energi yang berintikan masa depan
• Mengembangkan nilai-nilai Perusahaan dan
inovasi, teknologi, kemampuan organisasi guna mendorong
transformasi usaha dan penciptaan keunggulan
inklusi, dan kompetitif
• Menjadi Perusahaan terpercaya dan terkemuka
keberlanjutan yang menerapkan cara-cara berkelanjutan dalam
mengelola aspek Lingkungan, Sosial, dan Tata
Kelola
To become an Indonesian energy • To become part of the nation’s energy
development
company at the heart of innovation, • To create sustainable value for all stakeholders by
technology, inclusion, developing business portfolio aligned with future
and sustainability energy needs
• To foster Corporate values and organizational
capabilities to drive business transformation and
competitive advantages creation
• To be a trusted and leading Company that
practices sustainable ways in managing
Environmental, Social, and Governance aspects
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 17
Page 18
Nilai-Nilai Inti Perusahaan
Corporate Core Values
Mengejar Gesit dan Siap Peduli dan Mampu Berbuat
Kesuksesan Berubah Berbagi Lebih
Berjuang Demi Masa Depan Pursue for Be Agile and Care and Can Do More
Striving for the Future Success Change Share
Mendahului Belajar Cepat, Menciptakan Ide
Tren Bertindak dan Mewujudkannya
Ide-ide Baru, Solusi-solusi Baru Lead the Trend Learn Fast and Ideate and
New Ideas, New Solutions Take Action Get Real
Berpartisipasi
Teguh Memegang dalam Pembangunan Bersinergi dan
Sukses (Keberhasilan) adalah Integritas dan Etika Berkelanjutan Membina Jejaring
Satu-satunya Pilihan Adhere to Integrity Engage to Sustainability Synergize and
Success is the Only Option and Ethics Development Network
Skala Usaha [2-6]
Business Scale
Uraian Satuan
2025 2024 2023
Description Unit
Jumlah Pekerja | Total Employees Orang | People 1,661 2,105 2,265
Jumlah Penjualan Batubara | Total Sales of Coal Juta Ton | Million Tons 24.7 24.0 20.9
Jumlah Cakupan Operasi | Total Scope of Operations
Konsesi Pertambangan | Mining Concession Area | Area 8* 9 9
Fasilitas Pelabuhan | Port Facility Pelabuhan | Port 4 4 4
Produksi dan Cadangan Batubara | Coal Production and Reserves
Cadangan Batubara1 | Coal Reserves1 Juta Ton | Million Tons 381.9 354.7 281.2
Produksi Batubara | Coal Production
Produksi Tambang | Run of Mine 21.2 20.2 16.9
Juta Ton | Million Tons
Produksi Siap Dipasarkan | Finished Coal 21.2 19.7 17.2
Neraca | Balance Sheet
Jumlah Aset | Total Assets 2,406,063 2,406,544 2,187,847
Jumlah Liabilitas | Total Liabilities Ribu USD | Thousand USD 497,732 472,734 399,307
Jumlah Ekuitas | Total Equity 1,908,331 1,933,810 1,788,540
Keterangan | Note:
*
Area konsesi TDM telah diserahterimakan kepada pemerintah bulan Juni 2025.
*
The TDM concession area was handed over to the government in June 2025.
1
Estimasi Cadangan Berdasarkan Standar Pelaporan Batubara Internasional (JORC Code)
¹Estimated Reserves based on International Coal Reporting Standards (JORC Code)
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Tentang ITM dan Laporan Keberlanjutan
About ITM and Sustainability Report
Tidak ada perubahan kepemilikan saham
There is no change in share ownership
34.86%
Masyarakat | Public
Persentase
Kepemilikan
Saham [2-1]
Shareholder
Percentage
65.14%
Banpu Minerals (Singapore) Pte. Ltd.
Wilayah Kerja dan Entitas Anak Working Areas and Subsidiaries
[2-1, 2-2] [2-1, 2-2]
Berbasis di Jakarta sebagai kantor pusat dan didukung oleh Headquartered in Jakarta and supported by a branch office
kantor cabang di Balikpapan, ITM menjalankan seluruh in Balikpapan, ITM conducts all of its operational activities
kegiatan operasionalnya di wilayah Kalimantan, Indonesia. in the Kalimantan region of Indonesia. All of the company's
Seluruh aktivitas penambangan perusahaan berfokus di mining activities are focused domestically, with no operations
dalam negeri tanpa memiliki operasi di luar Indonesia. outside of Indonesia. Coal mining and distribution activities
Kegiatan penambangan dan distribusi batubara dikelola are managed in an integrated manner through ITM's
secara terpadu melalui anak perusahaan ITM, yang subsidiaries, ensuring that the supply chain runs efficiently
memastikan rantai pasok berjalan efisien dan sesuai dengan and in accordance with sustainability principles. By 2025,
prinsip keberlanjutan. Hingga 2025, ITM mengoperasikan ITM operated eight Mining Business Permit Areas (WIUP)
delapan Wilayah Izin Usaha Pertambangan (WIUP) dengan with a total area of 83,277 hectares.
total luas mencapai 83.277 hektar.
Rincian lebih lanjut mengenai struktur kepemilikan dan profil Further details on the ownership structure and subsidiary
anak perusahaan dapat ditemukan pada situs resmi www. profiles can be found on the official website www.itmg.co.id
itmg.co.id atau melalui Laporan Tahunan ITM 2025. or in the ITM 2025 Annual Report.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 19
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PT Indominco Mandiri
PT Kitadin
PT Kitadin (Embalut)
PT Graha Panca Karsa Beroperasi
Kalimantan Utara Operate
North Kalimantan
PT Trubaindo Coal Mining
Pascatambang
Post-mining
PT Tambang Raya Usaha Tama Kalimantan Timur
East Kalimantan
Belum Beroperasi
Not yet Operating
Pelabuhan Tongkang
Pascatambang
Mine Closure
Barge Port
Kalimantan Barat Bontang Coal Terminal
Terminal Batubara
Bunyut
West Kalimantan Port
Coal Terminal
SAMARINDA
Pelabuhan Lepas Pantai
Balikpapan
Anchorage
Kalimantan Tengah Muara Berau Anchorage
Central Kalimantan
PALANGKARAYA
Kalimantan Selatan
South Kalimantan
BANJARMASIN
Jorong
Port
PT Nusa Persada Resources PT Bharinto Ekatama PT Jorong Barutama Greston PT Tepian Indah Sukses
Pangsa Pasar [2-6] Market Share [2-6]
Selama 2025, ITM memasarkan batubara ke pasar domestik During 2025, ITM continued to market coal to domestic and
maupun internasional dengan jangkauan 12 negara tujuan international markets, with exports reaching 12 countries.
ekspor. Total volume penjualan tercatat sekitar 24,7 juta ton, Total sales volume was recorded at around 24.7 million tons,
atau 93,9% dari target penjualan tahunan. Pendapatan bersih or 93.9% of the annual sales target. The company's net
perusahaan mencapai USD 1.881 juta, sedangkan laba bersih revenue reached USD 1,881 million, while net profit fell by
turun sebesar 48% dibandingkan tahun sebelumnya menjadi 48% compared to the previous year to USD 195 million. ITM's
USD 195 juta. Produk batubara ITM memiliki kadar sulfur coal products have a sulfur content of between 0.1% and
antara 0,1% hingga 2,0% dengan nilai kalori 3.800–6.500 2.0% with a calorific value of 3,800–6,500 kcal/kg (arb), which
kcal/kg (arb), yang disesuaikan dengan kebutuhan pasar is adjusted to market needs and international customer
dan standar pelanggan internasional. standards.
ITM juga mengembangkan lini usaha hilir yang berfokus pada ITM has also developed downstream business lines focusing
pembangkit listrik dan energi terbarukan melalui anak usaha on power generation and renewable energy through its
PT ITM Bhinneka Power. subsidiary, PT ITM Bhinneka Power.
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Tentang ITM dan Laporan Keberlanjutan
About ITM and Sustainability Report
Pemasaran Produk Batubara ITM
ITM Coal Marketing Network
Indonesia
Malaysia
Philippines
Vietnam
Thailand
Hong Kong
Taiwan
Japan
China
South Korea
Bangladesh
India
Sepanjang 2025, tidak terdapat laporan atau kasus Throughout 2025, there were no reports or cases of non-
ketidakpatuhan terkait penyampaian informasi maupun compliance related to product information disclosure or
pelabelan produk, sejalan dengan karakteristik produk labeling, in line with the characteristics of coal products
batubara yang dipasarkan kepada pengguna industri. marketed to industrial users. [417-1, 417-2, 417-3]
[417-1, 417-2, 417-3]
Keanggotaan Asosiasi dan Association Membership and
Inisiatif Eksternal [2-28] External Initiatives [2-28]
1 2 3 4
Asosiasi Pertambangan Forum Rehabilitasi Lahan Asosiasi Profesi Keselamatan Ikatan Akuntan
Indonesia Bekas Tambang Pertambangan Indonesia Indonesia
Indonesian Mining Former Mining Land Indonesian Mining Safety Indonesian Institute of
Association Rehabilitation Forum Professional Association Accountants
Anggota | Member Anggota | Member Anggota | Member Anggota | Member
5 6 7 8
Kamar Dagang & Industri Asosiasi Emiten Indonesian Corporate Indonesian Corporate
Indonesia Indonesia Secretary Association Counsel Association
Indonesian Chamber of Indonesian Issuers Indonesian Corporate Indonesian Corporate
Commerce and Industry Association Secretary Association Counsel Association
Anggota | Member Anggota | Member Anggota | Member Anggota | Member
9 10 11
Forum Komunikasi Pengelola Asosiasi Pertambangan
Lingkungan Pertambangan Indonesia Batubara Indonesia (APBI) UN Global Compact
Indonesian Mining Environment Indonesian Coal Mining UN Global Compact
Management Communication Forum Association (ICMA)
Anggota | Member Anggota | Member Anggota | Participant
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Keandalan Operasi Tambang ITM
ITM Mine Operational Excellence
Penerapan Manajemen Mutu Quality Management
Implementation
Penerapan kontrak jangka panjang membantu ITM The implementation of long-term contracts has helped ITM
mempertahankan kerja sama dengan pelanggan utama maintain cooperation with key customers while expanding
sekaligus memperluas basis pasar melalui penambahan its market base by adding more than 2 million tons of sales
lebih dari 2 juta ton volume penjualan dari produk atau volume from new products or customers. The company's
pelanggan baru. Keunggulan perusahaan dalam coal blending excellence in coal blending also provides high flexibility to
juga memberikan fleksibilitas tinggi untuk menyesuaikan adjust coal specifications to the needs of various destination
spesifikasi batubara dengan kebutuhan berbagai negara countries, thereby maintaining optimal product quality,
tujuan, sehingga mampu menjaga kualitas, efisiensi, dan efficiency, and selling value in the global market. Throughout
nilai jual produk yang optimal di pasar global. Sepanjang 2025, there were no product recalls, reflecting the successful
2025, tidak terdapat produk yang ditarik kembali, implementation of full (100%) standardization in terms of
mencerminkan keberhasilan penerapan standarisasi penuh quality and safety.
(100%) pada aspek mutu dan keselamatan.
22 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Tentang ITM dan Laporan Keberlanjutan
About ITM and Sustainability Report
Sertifikasi
Certifications
Sertifikasi Anak Perusahaan
Certifications Subsidiaries
ISO 9001:2015 PT Indominco Mandiri (IMM)
Sistem Manajemen Mutu
PT Trubaindo Coal Mining (TCM)
ISO 9001:2015
Quality Management System PT Bharinto Ekatama (BEK)
PT Jorong Barutama Greston (JBG)
ISO 14001:2015 PT Indominco Mandiri (IMM)
Sistem Manajemen Lingkungan
PT Trubaindo Coal Mining (TCM)
ISO 14001:2015
Environmental Management System PT Bharinto Ekatama (BEK)
PT Jorong Barutama Greston (JBG)
ISO 45001:2018 PT Indominco Mandiri (IMM)
Sistem Manajemen Kesehatan dan Keselamatan Kerja
PT Trubaindo Coal Mining (TCM)
ISO 45001:2018
Occupational Health and Safety Management System PT Bharinto Ekatama (BEK)
ISO/IEC 27001:2013
Sistem Manajemen Keamanan Informasi
PT Indo Tambangraya Megah (ITM)
ISO/IEC 27001:2013
Information Security Management System
Pengelolaan Rantai Pasokan [2-6] Supply Chain Management [2-6]
Kinerja ITM pada 2025 didukung oleh peran strategis anak ITM's performance in 2025 is supported by the strategic
perusahaan yang mengelola rantai pasokan secara efisien role of its subsidiaries, which manage the supply chain
untuk memenuhi permintaan pasar sesuai spesifikasi dan efficiently to meet market demand in accordance with
jadwal pengiriman yang ditetapkan. specification and fixed delivery schedules.
Sepanjang 2025, PT Graha Panca Karsa (GPK) dan PT Tepian Throughout 2025, PT Graha Panca Karsa (GPK) and PT Tepian
Indah Sukses (TIS) melanjutkan operasi komersial yang Indah Sukses (TIS) continued the commercial operations
dimulai pada tahun sebelumnya dan berkontribusi terhadap that had began in the previous year and contributed to an
peningkatan produksi batubara ITM sebesar 12,7% atau increase in ITM's coal production of 12.7% or the equivalent
setara 2,7 juta ton. of 2.7 million tons.
Rantai Pasokan Penghasil Energi Terintegrasi
Integrated Energy Producer Supply Chain
Pertambangan Layanan Energi Energi Terbarukan dan Lainnya
Mining Energy Services Renewable Energy & Others
Anak Usaha/ Subsidiaries
PT Indominco Mandiri PT Tambang Raya Usaha Tama PT ITM Bhinneka Power
PT Trubaindo Coal Mining PT Energi Batubara Perkasa PT Cahaya Power Indonesia
PT Bharinto Ekatama PT ITM Indonesia PT ITM Energi Utama
PT Kitadin PT Gas Emas PT IBP Hydro Power
PT Jorong Barutama Greston PT ITM Batubara Utama PT Centra Multi Suryanesia Aset
PT Graha Panca Karsa PT Sentral Mutiara Energy
PT Nusa Persada Resources
PT Tepian Indah Sukses
Keterangan | Notes:
PT ITM Indonesia (ITMI), PT ITM Batubara Utama (IBU), PT ITM Energi Utama (IEU), PT ITM Bhinneka Power (IBP), PT Sentral Mutiara Energy, dan PT Nusa Persada Resources (NPR) belum
beroperasi dan berproduksi. PT Tambang Raya Usaha Tama (TRUST) beroperasi di dalam WIUP anak perusahaan lainnya.
PT ITM Indonesia (ITMI), PT ITM Batubara Utama (IBU), PT ITM Energi Utama (IEU), PT ITM Bhinneka Power (IBP), PT Sentral Mutiara Energy, and PT Nusa Persada Resources (NPR) are not yet
operating and producing. PT Tambang Raya Usaha Tama (TRUST) operates within the WIUP of other subsidiaries.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 23
Page 24
Fungsi Operasi ITM menerapkan Contractor Management ITM's Operations function implements a Contractor
System (CMS) untuk mengevaluasi kinerja dan kepatuhan Management System (CMS) to conduct comprehensive
para vendor. Melalui CMS, perusahaan menilai aspek Health, evaluations of vendor performance and compliance. Through
Safety & Environment (HSE) yang berpedoman pada regulasi CMS, the company assesses Health, Safety & Environment
mandatory dari otoritas terkait, selain meninjau tingkat (HSE) aspects based on mandatory regulations from relevant
pencapaian produksi. Sistem ini juga memastikan setiap authorities, in addition to reviewing production achievement
kontraktor yang bekerja sama dengan ITM memiliki izin levels. This system also ensures that every contractor
operasional yang sesuai dengan lingkup pekerjaannya dan working with ITM has an operational permit that is appropriate
masih berlaku. Selain CMS, ITM juga melakukan pemantauan for the scope of their work and is still valid. In addition to
penerapan Sistem Manajemen Keselamatan Pertambangan CMS, ITM also monitors the implementation of the Mining
(SMKP) oleh seluruh kontraktor. Safety Management System (MSMS) by all contractors.
Jumlah Pemasok dan Nilai Pengadaan Barang dan Jasa [204-1][CSS-12.8.6]
Number of Suppliers and Procurement Value of Goods and Services
Jumlah Vendor dan Kontraktor Nilai Pengadaan Barang dan Jasa (USD)
Kategori Persentase Nilai Pengadaan (%)
Number of Vendors and Value of Procurement of Goods and
Category Procurement Value Percentage (%)
Contractors Services (USD)
Kalimantan 472 122,095,475.40 90.13
Nasional
106 9,543,851.18 7.05
National
Internasional
16 3,828,670.70 2.82
International
Jumlah | Total 594 135,467,997.28 100
Sistem Manajemen Aset Asset Management System
ITM menerapkan sistem manajemen aset terintegrasi di ITM implements an integrated asset management system
seluruh unit operasi. Sistem ini dirancang untuk memastikan across all operating units. This system is designed to ensure
aset dikelola secara sistematis sepanjang siklus hidupnya, that assets are managed systematically throughout their life
sekaligus mendukung efisiensi operasional, keselamatan cycle, while supporting operational efficiency, work safety, and
kerja, serta pengendalian dampak lingkungan yang terkait control of the environmental impact associated with the
dengan aktivitas operasional perusahaan. company's operational activities.
Pengelolaan aset berada di bawah koordinasi Asset Asset management is coordinated by the Asset Management
Management Department – Corporate Services Division, Department – Corporate Services Division, in collaboration with
bekerja sama dengan unit operasi dan fungsi pendukung operating units and other support functions. This approach
lainnya. Pendekatan ini memungkinkan penerapan tata kelola enables the implementation of consistent, transparent asset
aset yang konsisten, transparan, dan selaras dengan governance that is aligned with the company's internal policies
kebijakan internal perusahaan serta ketentuan peraturan and applicable regulations.
yang berlaku.
ITM memiliki kerangka kerja manajemen aset yang ITM has a documented asset management framework, covering
terdokumentasi, mencakup proses pencatatan dan registrasi asset recording and registration processes, maintenance, asset
aset, pemeliharaan, audit dan pengendalian aset, pengelolaan audit and control, inventory and movable asset management,
persediaan dan aset bergerak, pengendalian konsumsi bahan fuel consumption control, and asset protection through
bakar, serta perlindungan aset melalui asuransi. Proses- insurance. These processes are supported by Maximo, an asset
proses tersebut didukung oleh sistem informasi manajemen management information system that serves as the main
aset (Maximo) yang berfungsi sebagai basis data utama database to ensure information reliability, transaction traceability,
untuk memastikan keandalan informasi, keterlacakan and strengthened internal controls.
transaksi, dan penguatan pengendalian internal.
24 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Tentang ITM dan Laporan Keberlanjutan
About ITM and Sustainability Report
Tentang Laporan Keberlanjutan
About the Sustainability Report
Penyusunan Laporan Keberlanjutan ini mengacu pada: The preparation of this Sustainability Report refers to:
• Peraturan Otoritas Jasa Keuangan (POJK) No. 51/ • Financial Services Authority Regulation (POJK) No. 51/
POJK.03/2017 tentang Penerapan Keuangan POJK.03/2017 concerning Implementation of
Berkelanjutan bagi Lembaga Jasa Keuangan, Emiten, Sustainable Finance for Financial Services Institutions,
dan Perusahaan Publik; Issuers, and Public Companies;
• Surat Edaran Otoritas Jasa Keuangan (SEOJK) No. 16/ • Financial Services Authority Circular Letter (SEOJK) No.
POJK.04/2021 bagian Pedoman Teknis Penyusunan 16/POJK.04/2021 section Technical Guidelines for
Laporan Keberlanjutan bagi Emiten dan Perusahaan Preparing Sustainability Report for Issuers and Public
Publik; Companies;
• Standar Global Reporting Initiative (GRI) 2021, dengan • 2021 Global Reporting Initiative (GRI) Standards, with
kesesuaian: in accordance with the GRI Standards; option: in accordance with the GRI Standards;
• Standar Global Reporting Initiative (GRI) 12: Sektor • Global Reporting Initiative (GRI) 12 Standard: Coal
Batubara, dengan kesesuaian berdasarkan topik Sector, in accordance with material topics.
material;
• Adopsi awal Standar Keberlanjutan International • Early adoption of International Financial Reporting
Financial Reporting Standards (IFRS). Standards (IFRS) Sustainability Standards.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 25
Page 26
Laporan Keberlanjutan ITM 2025 memuat seluruh data dan The 2025 ITM Sustainability Report contains all data and
informasi terkait kinerja lingkungan, sosial, tata kelola, serta information related to environmental, social, governance, and
ekonomi yang dicakup selama periode 1 Januari hingga 31 economic performance covered during the period from January
Desember 2025, dengan lingkup pelaporan yang konsisten 1 to December 31, 2025, with a reporting scope consistent with
dengan Laporan Keuangan Tahun 2025. Pengungkapan pada the 2025 Financial Statements. The disclosures in the financial
laporan keuangan telah diverifikasi oleh Kantor Akuntan statements have been verified by Tanudiredja, Wibisana, Rintis
Publik Tanudiredja, Wibisana, Rintis & Rekan, anggota & Rekan Public Accounting Firm, a member of
PricewaterhouseCoopers (PwC). Sementara itu, data teknis PricewaterhouseCoopers (PwC). Meanwhile, technical data
mencakup aspek energi, emisi, limbah, air, serta kesehatan covering energy, emissions, waste, water, and occupational
dan keselamatan kerja, telah diverifikasi oleh Bureau Veritas health and safety aspects have been verified by Bureau Veritas
(BV) yang berbasis di Jakarta, Indonesia. Seluruh proses (BV) based in Jakarta, Indonesia. The entire assurance process
penjaminan dilakukan oleh pihak ketiga independen yang was carried out by an independent third party that was
dipastikan tidak memiliki konflik kepentingan dalam confirmed to have no conflicts of interest in its implementation
pelaksanaan maupun penunjukan, dengan persetujuan resmi or appointment, with the official approval of the ITM Board of
dari Direksi ITM. [2-3, 2-5] Directors. [2-3, 2-5]
Laporan ini merupakan lanjutan dari Laporan Keberlanjutan This report is a continuation of the 2024 Sustainability Report
Tahun 2024 yang diterbitkan pada 7 Maret 2025. Dalam published on March 7th, 2025. In the 2025 report, data
laporan tahun 2025, dilakukan restatement data emisi. Selain restatement was made on emission. Apart from these changes,
perubahan tersebut, tidak terdapat pergeseran signifikan there were no significant changes in the structure of business
dalam struktur kegiatan bisnis sepanjang tahun pelaporan. activities throughout the reporting year. [2-4, 2-6]
[2-4, 2-6]
Informasi keuangan pada aspek ekonomi bersumber dari Financial information on economic aspects is sourced from
laporan keuangan konsolidasi seluruh anak perusahaan, the consolidated financial statements of all subsidiaries, so
sehingga entitas yang dilaporkan dalam Laporan that the entities reported in this Sustainability Report remain
Keberlanjutan ini tetap konsisten dengan laporan keuangan consistent with the financial statements for the same period.
untuk periode yang sama. Penyusunan laporan juga The preparation of the report also takes into account input
mempertimbangkan masukan dari pemegang saham, baik from both majority and minority shareholders as part of ITM's
mayoritas maupun minoritas, sebagai bagian dari komitmen commitment to transparency and accountability. [2-2]
ITM terhadap transparansi dan akuntabilitas. [2-2]
Tanggapan Umpan Balik Response to Feedback
ITM menyampaikan apresiasi kepada seluruh pemangku ITM expresses its appreciation to all stakeholders who have
kepentingan yang telah memberikan tanggapan dan provided feedback and input on the 2024 Sustainability
masukan terhadap Laporan Keberlanjutan Tahun 2024. Report. Most of the input focused on improving ESG
Sebagian besar masukan berfokus pada peningkatan kinerja performance and accelerating the business transition to
LST dan percepatan transisi bisnis menuju energi terbarukan. renewable energy. Following up on this, ITM presents the
Menindaklanjuti hal tersebut, ITM menghadirkan Laporan 2025 Sustainability Report with more comprehensive
Keberlanjutan Tahun 2025 dengan informasi yang lebih information, covering the strengthening of sustainability
komprehensif, mencakup penguatan strategi keberlanjutan strategies and more transparent governance. In addition to
dan tata kelola yang lebih transparan. Selain memperhatikan considering the views of stakeholders, the company also
pandangan pemangku kepentingan, perusahaan juga takes into account recommendations from the assuror on
mempertimbangkan rekomendasi dari pihak assuror atas the previous year's report as a basis for improving the quality
laporan tahun sebelumnya sebagai dasar peningkatan of disclosure.
kualitas pengungkapan.
26 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
Page 27
Tentang ITM dan Laporan Keberlanjutan
About ITM and Sustainability Report
Penentuan Isi Laporan dan Topik Material
Defining Report Contents and Material Topics
Alur Penentuan Topik Material
Workflow of Determining Material Topics
Pemetaan Pemangku
Kepentingan
Stakeholders Mapping
Pelibatan Pemangku Analisis Isu Pemetaan Isu Analisis Dampak Untuk Menyusun Topik
Kepentingan Issue Analysis Mapping Issues Pemangku Kepentingan Material
Stakeholder Engagement dan Hak Asasi Manusia Draft Material
Analysis Impact for Topic
Stakeholders and Human
Ekspektasi Perusahaan Rights
(BoD)
Company Expectation
(BoD) No (kembali ke
Pendekatan Manajemen pemetaan isu) Persetujuan Direksi
berdasarkan GRI & No (back to Board of Directors'
POJK: mapping issues) Approval
Strategi Bisnis Management Approach
Business Strategy based on GRI & POJK:
Membandingkan
Target | Target dengan Risiko
Strategi | Strategy Perusahaan
Rencana Aksi | Action Plan Compare with
Kinerja | Performance Company Risks
Ya | Yes
Pengungkapan Pertimbangan Dept.
Pengawasan dari Dept. SD Keberlanjutan/LST Terkait
ESG Related Dept.
Monitoring by SD Dept. Sustainability/ESG Rating
Disclosure Consideration
Keterlibatan Pemangku Stakeholder Engagement and
Kepentingan dan Pemetaan Topik Material Topic Mapping [3-1, 3-2]
Material [3-1, 3-2]
Penentuan topik material dilakukan melalui kegiatan Survei The material topics were determined through a Materiality
Materialitas yang mencakup metode FGD dan wawancara, Survey that included focus group discussions and interviews,
baik secara daring maupun tatap muka, di empat lokasi yaitu both online and face-to-face, in four locations, namely
Jakarta, Samarinda, Bontang, dan Palangkaraya. Kegiatan ini Jakarta, Samarinda, Bontang, and Palangkaraya. This activity
melibatkan 138 responden dari berbagai kelompok pemangku involved 138 respondents from various strategic stakeholder
kepentingan strategis, seperti karyawan, investor, lembaga groups, such as employees, investors, financial institutions,
keuangan, pelanggan, pemerintah, kontraktor/vendor, media, customers, government, contractors/vendors, media,
masyarakat, LSM, akademisi, dan asosiasi. ITM memperoleh community, NGOs, academics, and associations. ITM gained
pemahaman lebih mendalam mengenai isu-isu keberlanjutan a deeper understanding of relevant sustainability issues and
yang relevan serta mengidentifikasi dampak positif maupun identified the positive and negative impacts of operational
negatif dari kegiatan operasional yang dirasakan oleh para activities as perceived by stakeholders, which formed the
pemangku kepentingan, yang menjadi dasar dalam penetapan basis for determining the company's material topic priorities.
prioritas topik material perusahaan.
ITM menetapkan 18 topik material yang mencerminkan prioritas ITM has identified 18 material topics that reflect the collective
kolektif para pemangku kepentingan. Tidak terdapat perubahan priorities of stakeholders. There were no changes to the
topik material dari tahun sebelumnya karena masih dinilai material topics from the previous year as they were still
relevan dengan konteks bisnis dan tantangan keberlanjutan considered relevant to ITM's business context and
ITM. Salah satu penyempurnaan dilakukan pada topik Etika sustainability challenges. However, a change was made to
Bisnis dengan menambahkan aspek transparansi, sebagai the topic of Business Ethics by adding the aspect of
respons terhadap masukan pemangku kepentingan terkait transparency, in response to stakeholder feedback regarding
transparansi dan konsistensi pengungkapan informasi publik. transparency and consistency in public information
Dengan demikian, topik tersebut kini diadopsi dengan nama disclosure. Thus, the topic has now been changed to
baru, yaitu “Etika Bisnis dan Transparansi”. [2-14] “Business Ethics and Transparency”. [2-14]
Untuk memastikan fokus strategis dan efektivitas implementasi, To ensure strategic focus and effective implementation,
ITM mengidentifikasi 8 topik material utama berdasarkan ITM has identified 8 main material topics based on their level
tingkat pengaruhnya terhadap pemangku kepentingan serta of influence on stakeholders and the significance of their
signifikansi dampak ekonomi, lingkungan, dan sosial yang economic, environmental, and social impacts. Nevertheless,
ditimbulkan. Namun demikian, informasi yang disampaikan the information presented in this Report covers all 18 material
dalam Laporan ini mencakup keseluruhan 18 topik material. topics.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 27
Page 28
Topik Material Utama 2025 Isu Utama Pemangku Kepentingan
Main Material Topic 2025 Key Issues Stakeholders
Pengendalian Emisi • Reduksi emisi • Investor
Emissions Control • Dekarbonisasi • Pemerintah
• Perubahan iklim • Bank
• Pemantauan emisi GRK dan non-GRK • Kontraktor
• Kredit carbon • Vendor
• Emissions reduction • Asosiasi
• Decarbonization • Investors
• Climate change • Government
• Monitoring of GHG and non-GHG emissions • Banks
• Carbon credits • Contractors
• Vendor
• Association
Pascatambang • Pemanfaatan void pascatambang • Pemerintah
Post-mining • Pembinaan masyarakat pascatambang • Akademisi dan LSM
• Capaian reklamasi • Media
• Utilization of post-mining voids • Asosiasi
• Post-mining community development • Government
• Reclamation achievements • Academics and NGOs
• Media
• Associations
Kesehatan dan Keselamatan Kerja (K3) • Kelayakan alat tambang • Pemerintah
Occupational Health and Safety (OHS) • Implementasi sistem K3 • Vendor
• Ketersediaan ahli K3 lingkungan kerja dan petugas P3K tersertifikasi • Kontraktor
• Suitability of mining equipment • Karyawan
• Implementation of the OSH system • Government
• Availability of certified OSH experts and first aid officers • Vendor
• Contractor
• Employees
Ketenagakerjaan • Pelatihan pengembangan tenaga kerja • Pemerintah
Employment • Peningkatan kompetensi dan karier • Karyawan
• Penyerapan tenaga kerja lokal • Kontraktor
• Workforce development training • Government
• Competency and career development • Employees
• Local labor absorption • Contractors
Pengembangan dan Pemberdayaan • Penyerapan tenaga kerja lokal • Pemerintah
Masyarakat Lokal • Integrasi Program PPM dengan program Pemerintah • Masyarakat
Local Community Development and • Pemberdayaan masyarakat pascatambang • Media
Empowerment • Pendampingan program pemberdayaan masyarakat • Akademisi dan LSM
• Perbaikan sarana infrastruktur masyarakat • Vendor
• Dukungan program pendidikan dan pelatihan • Media
• Kondisi sosial masyarakat lokal • Government
• Local labor absorption • Community
• Integration of PPM Programs with Government Programs • Media
• Empowerment of post-mining communities • Academics and NGOs
• Assistance for community empowerment programs • Vendors
• Improvement of community infrastructure facilities • Media
• Support for education and training programs
• Local community social conditions
Manajemen Rantai Pasok • Efisiensi proses kontrak • Vendor
Supply Chain Management • Keandalan waktu pengiriman • Pelanggan
• Intensitas sosialisasi keberlanjutan dan kebijakan perusahaan • Vendor
• Contract process efficiency • Customers
• Delivery time reliability
• Intensity of sustainability and company policy dissemination
Etika Bisnis dan Transparansi • Pelibatan media secara langsung • Media
Business Ethics and Transparency • Direct media involvement • Media
Perizinan dan Kepatuhan • Kepatuhan pada regulasi perizinan dan pelaporan pada Pemerintah • Pemerintah
Licensing and Compliance • Compliance with licensing regulations and reporting to the Government • Investor
• Government
• Investors
28 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
Page 29
Tentang ITM dan Laporan Keberlanjutan
About ITM and Sustainability Report
Matriks Materialitas
Materiality Matrix
Pengendalian Emisi
Emission Control
Ketenagakerjaan
5.00 Employmenat
Pengembangan dan Pemberdayaan
Masyarakat Lokal
Local Community Development
and Empowerment
Kesehatan dan Keselamatan Kerja (K3)
Occupational Health and Safety
Perizinan dan Kepatuhan
Pengaruh terhadap Penilaian Keputusan Pemangku Kepentingan
4.00 Licensing and Compliance
Pascatambang
Post-mining
Influence on Stakehokder Decision Assessments
Manajemen Rantai Pasok
Supply Chain Management
Etika Bisnis dan Transparansi
Business Ethics and Transparency
3.00
Pengelolaan Energi
Energy Management
Pengelolaan Limbah dan Tailing
Waste and Tailing Management
Keanekaragaman Hayati
Biodiversity
2.00 Pengelolaan Air dan Efluen
Water and Effluent Management
Hak Asasi Manusia
Human Rights
Kinerja Ekonomi
Economic Impacts
Produk dan Layanan Pelanggan
1.00 Products and Customer Services
Inovasi dan Bisnis Berkelanjutan
Innovation and Sustainable Business
Digitalisasi dan Teknologi
Digitalization and Technology
Proses dan Standar
Processes and Standards
0.00
0.00 1.00 2.00 3.00 4.00 5.00
Signifikansi Dampak Ekonomi, Lingkungan, dan Sosial
Keterangan | Notes Significance of Economic, Environmental, and Social Impacts
Topik Material Utama
Main Material Topics
Topik Material
Material Topics
Topik Relevan Lainnya
Other Relevant Topics
Pendekatan Manajemen terhadap Management Approach for
Topik Material [3-3] Material Topics [3-3]
Topik Material Pengendalian Emisi
Material Topic Emission Control
Strategi Strategy
1. Pembelian REC untuk emisi GRK cakupan 2 dari penggunaan listrik 1. Purchase of Renewable Energy Certificates (RECs) for scope 2 GHG
PLN di site IMM. emission of PLN electricity usage at the IMM site.
2. Reaktivasi pengoperasian PLTS IMM. 2. Reactivate the operation of the IMM solar power plant.
3. Studi penggunaan 1 DE (Diesel Electric) Tugboat untuk rantai nilai 3. Study the use of 1 DE (Diesel Electric) Tugboat for the coal
pengangkutan Batubara melalui perairan. transportation value chain through water.
4. Perluasan perhitungan cakupan emisi GRK (Limbah dan AFOLU). 4. Expand the scope of GHG calculations (Waste and AFOLU).
5. Melakukan studi Tier 2 dan 3 emisi fugitif (Metan Tambang Batubara). 5. Conduct a Tier 2 and 3 study of fugitive emissions (Coal Mine Methane).
6. Melakukan pembaharuan regulasi terkait dengan perubahan iklim dan 6. Update regulations related to climate change and capacity building.
pengembangan kapasitas hutan.
Capaian 2025 2025 Achievement
1. Menyelesaikan strategi dan peta jalan dekarbonisasi iklim 2026- 2030. 1. Finalizing the 2026-2030 climate decarbonization strategy and
roadmap.
2. Pembelian sertifikat SDE terbarukan. 2. Purchasing renewable SDE certificates.
3. Melanjutkan uji coba penerapan truk listrik. 3. Continuing trials of electric trucks.
4. Mendorong upaya efisiensi pada proses pengapalan (barging) produk. 4. Promoting efficiency efforts in the shipping (barging) of products.
5. Melakukan kajian ekonomi dan kelayakan inisiatif pengurangan GRK. 5. Conducting economic and feasibility studies of GHG reduction
initiatives.
6. Mengajukan akuisisi lahan-lahan hutan yang memiliki potensi sebagai 6. Proposing the acquisition of forest land that has the potential to offset
perimbangan emisi melalui potensi nilai serapan karbon. emissions through its carbon sequestration potential.
Target Selanjutnya Next Target
1. Pengurangan emisi GRK di tahun 2026 (-6% dari tahun dasar 2023). 1. Reduction of GHG emissions in 2026 (-6% from the 2023 base year).
2. Mengimplementasikan inisiatif efisiensi energi sebagai bagian dari 2. Implement energy efficiency initiatives as part of the operational
program keunggulan operasi. excellence program.
3. Mengimplementasikan pembelian REC (Renewable Energy Certificate). 3. Implement the purchase of RECs.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 29
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Topik Material Pascatambang
Material Topic Post-mining
Strategi Strategy
1. Menerapkan perencanaan pascatambang terintegrasi sesuai Studi 1. Implement integrated mine closure planning in line with the Feasibility
Kelayakan dan Izin Lingkungan. Study and Environmental Permit.
2. Reklamasi hutan sebagai prioritas utama. 2. Forest reclamation as main priorities.
3. Memperbarui Rencana Pascatambang secara berkala dengan 3. Periodically update the Mine Closure Plan by involving communities
melibatkan masyarakat dan pemangku kepentingan guna memastikan and stakeholders to ensure alignment and effectiveness of social
keselarasan dan efektivitas program transisi sosial. transition programs.
Capaian 2025 2025 Achievement
1. Kegiatan pascatambang PT Kitadin Embalut sepanjang 2025 telah 1. PT Kitadin Embalut's post-mining activities throughout 2025 have
mencapai 91,4%. reached 91.4%.
2. Telah dilakukan kegiatan reklamasi (103%) dan penutupan void (94%) 2. Reclamation activities (103%) and void closure (94%) have been
sepanjang tahun 2025 di seluruh anak usaha ITM. carried out throughout 2025 in all subsidiaries of ITM.
3. Dokumen Rencana Pascatambang PT Indominco Mandiri telah 3. The Post-mining Plan document of PT Indominco Mandiri has been
disetujui oleh Pemerintah Republik Indonesia. approved by the Government of the Republic of Indonesia.
Target Selanjutnya Next Target
1. Pelaksanaan Rencana Pascatambang 98% pada tahun 2026 di site 1. Implementation of the Post-mining Plan reaches 98% in 2026 at the
Kitadin Embalut. Kitadin Embalut site.
2. Evaluasi pelaksanaan Pascatambang mencapai 100% sesuai dokumen 2. Evaluation of the Post-mining implementation achieves 100%
Rencana Pascatambang. compliance with the approved Post-mining Plan document.
Topik Material Kesehatan dan Keselamatan Kerja (K3)
Material Topic Occupational Health and Safety (OHS)
Strategi Strategy
1. Penguatan Transformasi Keselamatan Pertambangan menuju 1. Strengthen Mining Safety Transformation towards resilient safety
terbangunnya budaya keselamatan tangguh. culture.
2. Mengembangkan dan menetapkan standar K3L untuk bisnis baru. 2. Developing and establishing HSE standards for new business ventures.
3. Mengelola kesehatan kerja untuk mendukung kelayakan kerja. 3. Managing occupational health to support fitness for work.
4. Mengembangkan Prediksi dan Analitik BIG Data. 4. Develop BIG Data Predictive Safety and Analytic
Capaian 2025 2025 Achievement
1. Peningkatan implementasi SMKP di semua lokasi tambang. 1. Improving the implementation of MSMS at all mining locations.
2. Tersusunnya Peta Jalan Transformasi Keselamatan Pertambangan. 2. Developing a Mining Safety Transformation Road Map.
3. Peningkatan Kesadaran Keselamatan melalui program kampanye 3. Increasing Safety Awareness through the Safety (Healthy, Compliant,
Keselamatan (Sehat, Taat, dan Selamat). and Safe) campaign program.
4. Peningkatan angka pelaporan Bahaya dan SHEAP. 4. Increasing the number of Hazard and SHEAP reports.
Target Selanjutnya Next Target
1. Implementasi Peta Jalan Keselamatan Pertambangan dengan fokus 1. Implementation of the Mining Safety Roadmap, focusing on 16
pada 16 inisiatif. initiatives.
2. Penerapan SMKP : 70%. 2. Implementation of MSMS: 70%.
3. Tingkat Penerapan Keselamatan Pertambangan di tingkat terencana. 3. Level of Mining Safety Implementation at the planned level.
4. Perbaikan Standar Kelayakan Kerja. 4. Improvement of Fit to Work Standards.
30 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Tentang ITM dan Laporan Keberlanjutan
About ITM and Sustainability Report
Topik Material Ketenagakerjaan
Material Topic Employment
Strategi Strategy
1. ITM dan lima anak usaha yang memiliki Serikat Pekerja aktif, secara 1. ITM and five subsidiaries with active Labor Unions regularly renew their
rutin melakukan pembaharuan Perjanjian Kerja Bersama (PKB) dan Collective Labor Agreements (CLA), while five subsidiaries without
lima anak usaha yang tidak memiliki Serikat Pekerja Aktif secara active Labor Unions regularly update their Company Regulations (CR)
rutin melakukan pembaharuan Peraturan Perusahaan (PP) untuk to ensure fair protection for all employees.
memastikan perlindungan yang adil bagi seluruh Karyawan. 2. ITM conduct regular Industrial Relations forums with labor unions/
2. ITM menyelenggarakan forum Hubungan Industrial bersama Serikat employee representatives.
Pekerja/perwakilan karyawan.
3. Perusahaan mematuhi regulasi ketenagakerjaan, termasuk pemberian 3. The Company fully complies with labor regulations, including the
benefit dan remunerasi berbasis meritokrasi. provision of benefits and merit-based remuneration.
Capaian 2025 2025 Achievement
1. Pada tahun 2025 diperbaharui 2 PKB dan 4 PP serta perpanjangan 1 1. In 2025, 2 CLAs and 4 CRs were renewed and 1 CLA was extended,
PKB, yaitu: namely:
a. PKB PT JBG, PT TRUST periode 2025-2027. a. CLA of PT JBG, PT TRUST for the period 2025-2027.
b. PP PT KITADIN, PT ITM, PT NPR dan PT TIS periode 2025-2027. b. CR of PT KITADIN, PT ITM, PT NPR and PT TIS for the period 2025-2027.
c. PKB PT IMM periode 2025-2026. c. CLA of PT IMM for the period 2025-2026.
2. Pembaharuan LKS Bipartit PT IMM dan PT BEK. 2. Renewal of the Bipartite LKS of PT IMM and PT BEK.
Target Selanjutnya Next Target
1. Pada tahun 2026 akan diperbaharui 3 PKB dan 1 PP yaitu : 1. In 2026, 3 CLA and 1 CRs will be renewed, namely:
a. PKB PT TCM, PT BEK dan PT IMM periode 2026-2028. a. CLA PT TCM, PT BEK and PT IMM for the period 2026-2028.
b. PP PT GPK periode 2026-2028. b. CR PT GPK for the period 2026-2028.
2. Pembaharuan Lembaga Kerja sama (LKS) Bipartit PT JBG, PT TRUST 2. Renewal of the Bipartite Collective Labor Agreements (LKS) for PT
dan PT TCM. JBG, PT TRUST, and PT TCM.
Topik Material Pengembangan dan Pemberdayaan Masyarakat Lokal
Material Topic Local Community Development and Empowerment
Strategi Strategy
1. Peningkatan efektivitas perencanaan & pelaksanaan program 1. Improving the effectiveness of planning and implementation of
Pengembangan dan Pemberdayaan Masyarakat secara terpadu. integrated Community Development and Empowerment programs.
2. Penguatan sinergi dan kemitraan pengelolaan program 2. Strengthening synergy and partnerships in managing Community
Pengembangan dan Pemberdayaan Masyarakat. Development and Empowerment programs.
3. Pengukuran kinerja program dan penilaian dampak program 3. Measuring program performance and assessing the impact of
pengembangan dan pemberdayaan masyarakat. community development and empowerment programs.
4. Pemantapan pembinaan hubungan pemangku kepentingan dan 4. Strengthening stakeholder relationships and corporate reputation
reputasi perusahaan melalui rekognisi program PPM melalui sinergi through recognition of the Community Empowerment Program (PPM)
rekognisi kontribusi program pengembangan & pembinaan. through synergy and recognition of contributions to the development
& training program.
5. Pengembangan inisiatif integrasi potensi bisnis komunitas yang 5. Developing initiatives to integrate relevant community business
relevan dengan Sustainable Suppy Chain. potential with the Sustainable Supply Chain.
Capaian 2025 2025 Achievement
1. Implementasi digitalisasi pengelolaan PPM melalui 212 kegiatan di 1. Implementation of digitalization in PPM management through 212
seluruh site, penguatan sistem pemantauan dan evaluasi, serta activities across all sites, strengthening the monitoring and evaluation
pengembangan pengukuran kematangan program unggulan. system, and developing a maturity measurement framework for
flagship programs.
2. Evaluasi menunjukkan kinerja dan dampak program yang positif. 2. The evaluation indicates positive performance and impacts of the
Penilaian 9 program melalui IKM menunjukkan tingkat kepuasan programs. The assessment of 9 programs through the CSI shows
penerima manfaat umumnya pada kategori baik (memuaskan). that the level of beneficiary satisfaction generally falls within the good
Evaluasi 7 program melalui SROI juga menunjukkan nilai manfaat (satisfactory) category. The evaluation of seven programs using the
sosial yang optimal, terutama pada dimensi well-being dan sosial yang SROI approach also demonstrates optimal social value, particularly
selaras dengan kerangka Sustainability Compass di site IMM, TCM, in the well-being and social dimensions, which are aligned with the
JBG, dan EMB. Selain itu, Sustainable Livelihood Impact Assessment Sustainability Compass framework at the IMM, TCM, JBG, and EMB
(SLIA) pada 6 program di JBG, EMB, dan IMM menunjukkan adanya sites. In addition, the Sustainable Livelihood Impact Assessment (SLIA)
peningkatan aset penghidupan penerima manfaat yang cukup conducted for 6 programs at JBG, EMB, and IMM indicates a significant
signifikan dibandingkan sebelum mengikuti program. improvement in beneficiaries’ livelihood assets compared to the period
prior to their participation in the programs.
3. Perolehan berbagai penghargaan, termasuk PPM Terinovatif (Subroto 3. Receiving multiple awards, including the Most Innovative CDE
Award – Kementerian ESDM), apresiasi PROKLIM dari Kementerian Program (Subroto Award – Ministry of Energy and Mineral Resources),
Lingkungan, serta sejumlah penghargaan ISDA 2025 dan CFCD atas recognition under PROKLIM by the Ministry of Environment, as well as
program pemberdayaan ekonomi, lingkungan, dan sosial budaya. several ISDA 2025 and CFCD awards for economic, environmental, and
socio-cultural empowerment programs.
Target Selanjutnya Next Target
1. Indeks Kepuasan Masyarakat (IKM) dengan range skor 76,61 - 88,30. 1. Community Satisfaction Index (CSI) with a score range of 76.61–88.30.
2. Evaluasi Social Return on Investment (SROI) untuk 10 program unggulan 2. Evaluation of the Social Return on Investment (SROI) for 10 flagship
pemberdayaan masyarakat dengan hasil rasio minimum 1:1. community empowerment programs, achieving a minimum ratio of 1:1.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 31
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Topik Material Manajemen Rantai Pasok
Material Topic Supply Chain Management
Strategi Strategy
1. Meningkatkan keselamatan operasi dari pengelolaan kontraktor. 1. Improve safety operational of contractor management.
2. Meningkatkan standarisasi dan kualifikasi kontraktor. 2. Enhance contractor standardization and qualification.
3. Memperbaiki pemilihan dan kualifikasi kontraktor. 3. Improve contractor selection and qualification.
Capaian 2025 2025 Achievement
1. Mempertahankan persentase pemasok lokal di kisaran yang sama 1. Maintain the percentage of local suppliers at the same level as in 2024.
dengan 2024.
2. Meningkatkan kualitas performa pemasok lokal. 2. Improve the performance quality of local suppliers.
3. Mengintegrasikan hasil CMS HSE ke dalam evaluasi unjuk kinerja CMS. 3. Integrate CMS HSE results into CMS performance evaluations.
Target Selanjutnya Next Target
1. Pengimplementasian manajemen kontraktor melalui pengawasan 1. Implementation of contractor management through routine (weekly)
secara rutin setiap minggu. supervision.
2. 100% kontraktor inti dievaluasi menggunakan kriteria standar ITM 2. 100% of core contractors evaluated using ITM standard criteria
setiap kuartal. quarterly.
3. 100% kontraktor yang melakukan pelanggaran menerima konsekuensi 3. 100% of contractors with violations receive consequences as per
sesuai kontrak. contract.
4. 100% kontraktor baru lulus pra-kualifikasi sebelum beroperasi. 4. 100% of new contractors pass pre-qualification prior to operations.
Topik Material Etika Bisnis dan Transparansi
Material Topic Business Ethics and Transparency
Strategi Strategy
1. Kepatuhan pasar modal yang proaktif. 1. Proactive capital market compliance.
2. Membangun budaya kepemimpinan tata kelola. 2. Embedding a culture of governance leadership.
3. Menciptakan nilai bersama melalui komunikasi yang efektif. 3. Creating shared value through effective communication.
4. Membangun tata kelola terintegrasi. 4. Establishing integrated governance.
5. Membangun budaya kesadaran etika. 5. Building an ethical awareness culture.
Capaian 2025 2025 Achievement
1. Kepatuhan 100% terhadap peraturan pasar modal. 1. 100% compliance with capital market regulations.
2. Skor ACGS pada level Leadership. 2. ACGS score at the Leadership level.
3. Pembentukan Komite Sustainable Development and Governance pada 3. Establishment of a Sustainable Development and Governance
level komisaris untuk pengawasan yang lebih fokus dengan adanya Committee at the commissioner level for more focused supervision
expert independent member. with the addition of independent expert members.
4. Peluncuran WhatsApp ITM Governance Channel yang dapat 4. Launch of the ITM Governance WhatsApp Channel, which can reach
menjangkau seluruh karyawan. all employees.
5. Integrasi grievance mechanism dan whistleblowing dalam platform 5. Integration of the grievance mechanism and whistleblowing system
voisitmg.com into the voisitmg.com platform.
6. Telah dilakukan satu kali microlearning anti-korupsi dengan persentase 6. One anti-corruption microlearning session was conducted, with a
partisipasi sebanyak 17% karyawan ITM dan anak usaha. Tingkat participation rate of 17% of ITM employees and its subsidiaries. The
pemahaman dari peserta akan materi sebesar 68%. participants’ level of understanding of the material reached 68%.
Target Selanjutnya Next Target
1. Pembaruan CG Tools (TC): Target penyelesaian 100% pada tahun 2026. 1. Revamp of CG Tools (TC): 100% completion targeted in 2026.
2. Survey pemahaman atas aspek-aspek GCG :70% tingkat pemahaman. 2. Survey on Understanding of GCG Aspects: 70% comprehension rate.
3. Program Pembelajaran Mikro: Tingkat partisipasi karyawan 25%. 3. Microlearning Program: 25% employee participation rate.
4. Sosialisasi GCG: 25% Mitra Bisnis. 4. GCG Socialization: 25% coverage of Business Partners.
32 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Tentang ITM dan Laporan Keberlanjutan
About ITM and Sustainability Report
Topik Material Perizinan dan Kepatuhan
Material Topic Licensing and Compliance
Strategi Strategy
1. Meninjau dan mengevaluasi tata kelola kepatuhan (Kerangka Kerja, 1. Review and Evaluate Compliance governance (Framework, Manual,
Pedoman, Prosedur). Procedure).
2. Memperkuat ketertiban izin dan kepatuhan melalui pembaruan 2. Strengthen permit and compliance assurance through regulation
peraturan, pemantauan kewajiban, evaluasi risiko, aplikasi dan sarana updates, obligation monitoring, risk evaluation, digital application
digital, serta pelaporan rutin kepada pemangku kepentingan terkait and tools, and regular reporting to relevant stakeholders to ensure
untuk memastikan kesesuaian dengan peraturan dan pengawasan regulatory adherence and comprehensive oversight.
yang menyeluruh.
Capaian 2025 2025 Achievement
1. Sosialisasi & Implementasi Sistem Kepatuhan 1. Compliance System Dissemination & Implementation
a. Sosialisasi sistem monitoring pelaporan ke 9 entitas operasional a. Dissemination of the reporting monitoring system across 9
dan pemetaan kewajiban utama berbasis COL. operational entities and mapping of key obligations based on COL.
b. Implementasi sistem pelaporan otomatis di seluruh unit bisnis b. Implementation of an automated reporting system across all coal
batubara. business units.
2. Peningkatan Manajemen Kepatuhan 2. Enhancement of Compliance Management
a. Penguatan proses identifikasi hingga evaluasi kepatuhan dengan a. Strengthened identification, analysis, monitoring, and evaluation
target 100% untuk perizinan utama dan ≥75% untuk kewajiban processes, targeting 100% compliance for key licenses and ≥75%
teknis/pendukung pada 2025. for technical/supporting obligations in 2025.
b. Mitigasi risiko melalui pelatihan dan monitoring berkala, b. Risk mitigation through regular training and monitoring, including
termasuk 12 laporan kepatuhan tahunan serta laporan triwulanan 12 annual compliance reports and quarterly reporting to the BoD,
kepada BoD, SDGNCC, dan Banpu. SDGNCC, and Banpu.
3. Penguatan Komunikasi & Kolaborasi 3. Strengthening Communication & Collaboration
a. Kolaborasi lintas fungsi (HSE, Legal, ER, dll.) melalui 12 sesi a. Cross-functional collaboration (HSE, Legal, External Relations, etc.)
komunikasi kepatuhan. through 12 compliance communication sessions.
b. Pelaksanaan workshop kepatuhan (min. 2 di site dan total 6 b. Conducted compliance workshops (at least 2 at site level and 6 in
dalam setahun) untuk membahas isu dan regulasi baru. total annually) to address issues and new regulations.
Target Selanjutnya Next Target
1. Sosialisasi & Implementasi 1. Socialization & Implementation
• Sosialisasi sistem monitoring kepatuhan ke 9 entitas operasional • Socialization of the compliance monitoring system across 9
berbasis COL dan kewajiban utama. operational entities based on COL and key compliance obligations.
• Penguatan tata kelola melalui perencanaan tahunan, pemantauan • Strengthening governance through structured annual planning,
regulasi, integrasi digital (E-PLIS dan aplikasi regulasi), pelaporan continuous regulatory monitoring, digital integration (E-PLIS and
proaktif, dan penyelarasan dengan Banpu. regulatory monitoring applications), proactive reporting, and
alignment with Banpu.
2. Peningkatan Manajemen Kepatuhan 2. Enhancement of Compliance Management
• Penguatan proses identifikasi hingga evaluasi kepatuhan atas • Strengthening identification, monitoring, and evaluation processes
perizinan dan kewajiban utama/teknis melalui pengawasan for licenses and key/technical obligations through structured
terstruktur dan perbaikan berkelanjutan. oversight and continuous improvement.
• Mitigasi risiko melalui pelatihan dan monitoring evaluasi berkala, • Risk mitigation through regular training and monitoring
termasuk pelaporan rutin. evaluations, including periodic reporting.
3. Komunikasi & Kolaborasi 3. Communication & Collaboration
• Kolaborasi lintas fungsi (HSE, Legal, ER, Operation, dll.). • Cross-functional collaboration (HSE, Legal, External Relations,
• Workshop kepatuhan rutin tiap semester, online dan offline, untuk Operations, etc.).
membahas isu dan solusi. • Regular semi-annual compliance workshops, conducted both
online and offline, to address challenges and solutions.
Topik Material Pengelolaan Energi
Material Topic Energy Management
Strategi Strategy
1. Melakukan identifikasi area-area potensi untuk penghematan energi. 1. Identify potential areas for energy savings.
2. Menyusun inisiatif-inisiatif penghematan energi sebagai bagian dari 2. Develop energy saving initiatives as part of PROPER valuation.
valuasi PROPER.
3. Mengadakan capacity building. 3. Conduct capacity building.
Capaian 2025 2025 Achievement
1. Menyelesaikan strategi dan peta jalan pengelolaan energi tahun 2026- 1. Finalize the energy management strategy and roadmap for 2026-2030.
2030.
2. Peningkatan efisiensi sarana produksi dan perkapalan (barging). 2. Improve the efficiency of production and shipping facilities (barging).
3. Meningkatkan energi efisiensi melalui operational excellence. 3. Improve energy efficiency through operational excellence.
Target Selanjutnya Next Target
1. Penghematan energi di area operasi dan pelabuhan. 1. Energy saving in operational areas and ports.
2. Intensitas konsumsi energi ≤ 0,041 (GJ/Ton FC). 2. Energy consumption Intensity ≤ 0.041 (GJ/Ton FC).
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 33
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Topik Material Keanekaragaman Hayati
Material Topic Biodiversity
Strategi Strategy
Penguatan studi keanekaragaman hayati dan inisiatif (Ethnobotany, Strengthen Biodiversity Study and Initiatives (Ethnobotany, Arboretum,
Arboretum, Community Dev, Economic Values). Community Dev, Economic Values).
Capaian 2025 2025 Achievement
Melanjutkan kerja sama studi keanekaragaman hayati kawasan Continuing cooperation on biodiversity studies in the pre-mining area in
pratambang di area GPK. the GPK area.
Target Selanjutnya Next Target
1. Presentasi tumbuh lebih dari 80%. 1. Growth rate exceeds 80%.
2. Komposisi jenis lokal lebih dari 20%. 2. Composition of local species exceeds 20%.
3. Indeks kehati lebih dari 1,0. 3. Biodiversity index exceeds 1.0.
Topik Material Pengelolaan Air dan Efluen
Material Topic Water and Effluent Management
Strategi Strategy
1. Menurunkan inisiatif 5R untuk air 1. Deploy 5R initiatives for water
2. Pemastian pemenuhan standar efluen 2. Fulfilling effluent standard
Capaian 2025 2025 Achievement
1. Meningkatkan efisiensi penggunaan material pengolah air dengan 1. Improving the efficiency of water treatment material usage while
tetap konsisten memenuhi baku mutu. consistently meeting quality standards.
2. Mendorong peningkatan penggunaan kembali air. 2. Encouraging increased water reuse.
3. Mengimplementasikan inisiatif dari Strategi Pengelolaan Air di level 3. Implementing initiatives from the Water Management Strategy at the
perusahaan. company level.
Target Selanjutnya Next Target
1. Intensitas konsumsi air ≤ 2,25 m³/ton FC. 1. Water consumption intensity ≤ 2.25 m3/tons FC.
2. Kualitas air limbah tambang: 100% memenuhi baku mutu. 2. Mine wastewater quality: 100% meet compliance standard.
Topik Material Digitalisasi dan Teknologi
Material Topic Digitalization and Technology
Strategi Strategy
Strategi digitalisasi dan teknologi ITM berfokus pada penguatan ITM’s digitalization and technology strategy focuses on strengthening core
infrastruktur inti, penyediaan wawasan operasional secara real time, serta infrastructure, enabling real-time operational insight, and driving enterprise-
mendorong adopsi analitik lanjutan, otomasi, dan AI di seluruh perusahaan. wide adoption of advanced analytics, automation, and AI. Key strategic
Prioritas strategis utama meliputi: priorities include:
1. Perluasan integrasi data melalui ITM One Data; 1. Expanding integrated data through ITM One Data
2. Percepatan adopsi AI pada aspek operasional, keuangan, dan 2. Accelerating AI adoption across operational, financial, and safety
keselamatan; domains;
3. Peningkatan pengalaman pengguna dan produktivitas melalui 3. Elevating user experience and productivity through platform
modernisasi platform dan asisten cerdas; modernization and intelligent assistants;
4. Penguatan ketahanan siber melalui intelijen ancaman proaktif dan 4. Strengthening cybersecurity resilience with proactive threat
peningkatan kesadaran di seluruh perusahaan; intelligence and enterprise-wide awareness;
5. Pengembangan otomasi dan inovasi digital dalam operasi 5. Advancing automation and digital innovation in mining operations,
pertambangan, logistik, dan pemantauan keberlanjutan. logistics, and sustainability monitoring.
34 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Tentang ITM dan Laporan Keberlanjutan
About ITM and Sustainability Report
Capaian 2025 2025 Achievement
Infrastruktur & Teknologi Dasar: Infrastructure & Core Technology:
1. Fiber Optic Melak Hauling telah selesai dibangun untuk bagian 1 dan 3 1. Fiber Optic Melak Hauling completed for sections 1 and 3, spanning 68
sepanjang 68 km. km.
2. Modernisasi infrastruktur server untuk mendukung upgrade GIS dan 2. Server infrastructure modernization to support GIS upgrades and digital
berbagai inisiatif digital. initiatives.
3. SD-WAN Refreshment dengan fitur Secure Service Edge. 3. SD-WAN refresh with Secure Service Edge.
Data, IoT, dan Kecerdasan Buatan: Data, IoT, and Artificial Intelligence:
1. Pengembangan Agen Kecerdasan Buatan Internal – Maria AI 1. Development of Internal Artificial Intelligence Agents – Maria AI
2. ITM One Data Fase 2 telah menerapkan arsitektur data: 2. ITM One Data Phase 2 has implemented a data architecture:
Jalur Cepat (mendekati waktu sebenarnya): untuk pengolahan data sensor Fast Track (near real-time): for processing operational sensor data in near
operasional secara mendekati waktu nyata. real-time.
Jalur Lambat (Terjadwal): untuk konsolidasi dan pemrosesan data non-waktu Slow Lane (Scheduled): for scheduled consolidation and processing of non-
nyata secara terjadwal. real-time data.
3. Implementasi Sistem Pemantauan Kendaraan Otomatis (AVMS) berbasis 3. Implementation of an Artificial Intelligence-based Automated Vehicle
kecerdasan buatan visual di Gate Kajuk dan Lempenang, Melak, guna Monitoring System (AVMS) at the Kajuk and Lempenang Gates in Melak to
meningkatkan akurasi pemantauan dan efisiensi operasional. improve monitoring accuracy and operational efficiency.
Aplikasi Digital: Digital Applications:
1. Rekayasa ulang SLez: otomatisasi proses instruksi pengapalan, perhitungan 1. SLez re-engineering: automation of shipping instruction processes, laytime
waktu sandar dan bongkar muat (laytime), serta pelaporan operasional, calculations, and operational reporting, with the aim of reducing potential
dengan tujuan mengurangi potensi biaya keterlambatan kapal (demurrage). ship delay costs (demurrage).
2. Sistem Manajemen Logistik Tongkang: solusi digital terintegrasi menyeluruh 2. Barge Logistics Management System: a comprehensive integrated digital
yang mencakup perencanaan, pelaksanaan, pemantauan, serta analitik solution that includes planning, execution, monitoring, and real-time analytics
waktu nyata guna meningkatkan efisiensi dan transparansi transportasi to improve the efficiency and transparency of coal transportation.
batubara.
3. Invoice Management System (IMS): penyempurnaan fitur dan penguatan 3. Invoice Management System (IMS): feature enhancements and utilization
tingkat pemanfaatan; efektif sejak 1 Desember 2025, sistem ini improvements; effective since December 1, 2025, this system is designated
ditetapkan sebagai saluran utama pengajuan dan pengelolaan tagihan as the primary channel for vendor invoice submission and management.
vendor.
Target Selanjutnya Next Target
1. Kepatuhan Aset dan Lisensi Perangkat Lunak. 1. Software Asset and License Compliance.
2. Skor Kematangan Keamanan Siber: 2,6. 2. Cybersecurity Maturity Score 2.6.
3. Insiden Keamanan Siber Mayor: 0. 3. Major Security Breach: 0.
Topik Material Hak Asasi Manusia (HAM)
Material Topic Human Rights
Strategi Strategy
1. Mengintegrasikan uji tuntas HAM dalam pengelolaan risiko 1. Integrate human rights due diligence into corporate risk management.
perusahaan.
2. Memperkuat kebijakan dan mekanisme pengaduan HAM. 2. Strengthen human rights policies and grievance mechanisms.
Capaian 2025 2025 Achievement
1. Pembentukan Satuan Tugas Pencegahan dan Penanganan Kekerasan 1. Establishment of the Task Force for the Prevention and Handling of
Seksual (SATGAS PPKS). Sexual Violence (SATGAS PPKS).
2. Pembekalan SATGAS PPKS PT ITM dan PT JBG. 2. Provisioning of the SATGAS PPKS PT ITM and PT JBG.
Target Selanjutnya Next Target
1. Pembekalan Satuan Tugas (SATGAS) PPKS PT TCM, PT BEK, PT GPK, 1. Briefing for the Task Force (SATGAS) on the PPKS at PT TCM, PT BEK,
PT TRUST dan PT IMM. PT GPK, PT TRUST, and PT IMM.
2. 50% karyawan ITM menyelasaikan training wajib terkait HAM . 2. 50% of ITM employees complete mandatory Human Rights training.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 35
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Topik Material Kinerja Ekonomi
Material Topic Economic Performance
Strategi Strategy
1. Mendorong pertumbuhan berkelanjutan melalui diversifikasi usaha. 1. Promote sustainable growth through business diversification.
2. Menjaga stabilitas keuangan dan tata kelola yang kuat. 2. Maintain financial stability and strong governance.
3. Penetapan RKAB 2024-2026 yang berisi production plan semua site. 3. Establishment of the 2024-2026 RKAB which contains production plans
at all sites.
Capaian 2025 2025 Achievement
1. Meningkatkan porsi pendapatan non batubara (mineral strategis, energi 1. Increased the proportion of non-coal revenue (strategic minerals,
terbarukan, solusi berbasis alam, pelabuhan, dan logistik) untuk kinerja renewable energy, nature-based solutions, ports, and logistics) to support
ekonomi yang berkelanjutan. sustainable economic performance.
2. Mengamankan 100% ketersediaan sumber pendanaan (internal dan 2. Secured 100% availability of internal and external funding sources to
eksternal) untuk mendukung pertumbuhan anorganik dan organik. support both organic and inorganic growth.
3. Meningkatkan produksi dan penjualan batubara. 3. Increased production and sales of coal.
Target Selanjutnya Next Target
1. Meningkatkan kontribusi bisnis non-batubara terhadap total 1. Increase the contribution of non-coal businesses to total revenue.
pendapatan.
2. Mengamankan 100% ketersediaan sumber pendanaan (internal dan 2. Secure 100% availability of funding sources (both internal and external) to
eksternal) untuk mendukung pertumbuhan anorganik dan organik. support both inorganic and organic growth.
Topik Material Pengelolaan Limbah dan Tailing
Material Topic Waste and Tailing Management
Strategi Strategy
1. Menurunkan eksekusi peta jalan pengelolaan limbah. 1. Deploy execution of waste management roadmap.
2. Mengembangkan inisiatif 5R untuk Sampah Non-B3 berdasarkan peta 2. Develop 5R initiatives for Non-hazardous waste in accordance with the
jalan. roadmap.
3. Pengelolaan sampah berbasis pelibatan dan pengembangan 3. Waste management based on community engagement and
masyarakat. development.
Capaian 2025 2025 Achievement
1. Mendorong upaya-upaya 3R (Reuse, Reduce, Recycle) sampah sebagai 1. Promoted the implementation of 3R (Reduce, Reuse, Recycle)
prioritas pengelolaan limbah. initiatives as a key priority in waste management.
2. Peningkatan kapasitas sumber daya manusia dalam pengelolaan 2. Enhanced human resource capacity to support more optimal and
sampah yang lebih optimal. sustainable waste management practices.
3. Melakukan kajian rencana penerapan ekonomi sirkuler. 3. Conducting a study on the planned implementation of a circular economy.
4. Mengimplementasikan inisiatif yang sudah tertuang dalam kerangka kerja 4. Implemented initiatives outlined in the waste management framework
dan peta jalan pengelolaan sampah yang telah disusun di tahun 2024. and roadmap developed in 2024.
Target Selanjutnya Next Target
1. Intensitas pengelolaan 3R limbah non-B3 ≤ 44,40 gr/TFC (44,37%). 1. Non-Hazardous Waste 3R Management intensity ≤ 44.40 gr/TFC
2. Intensitas limbah non-B3 yang ditujukan untuk pembuangan ≤ 101 gr/ (44.37%).
ton FC. 2. Non-Hazardous waste directed to disposalintensity ≤ 101 gr/tons FC.
36 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Tentang ITM dan Laporan Keberlanjutan
About ITM and Sustainability Report
Topik Material Produk dan Layanan Pelanggan
Material Topic Products and Customer Services
Strategi Strategy
1. Menjaga konsistensi kualitas produk sesuai kontrak dan memastikan 1. Maintaining product quality consistency in accordance with contracts and
produk serta layanan selaras dengan kebutuhan pasar. ensuring that products and services are aligned with market needs.
2. Mengoptimalkan perencanaan pengiriman dan rantai pasok melalui 2. Optimizing delivery planning and supply chains by strengthening
penguatan sinergi antarstakeholder untuk meningkatkan fleksibilitas synergies between stakeholders to improve structured and sustainable
yang terstruktur dan berkelanjutan. flexibility.
3. Memperkuat kemitraan strategis dengan pelanggan melalui kolaborasi 3. Strengthen strategic partnerships with customers through active
aktif, berbagi insight teknis, pembaruan informasi pasar, serta collaboration, sharing technical insights, updating market information,
penciptaan nilai tambah. and creating added value.
4. Mendorong perbaikan berkelanjutan berbasis data dengan memanfaatkan 4. Encourage continuous improvement based on data by utilizing CSI
hasil CSI, evaluasi non-conformance, dan umpan balik pelanggan. results, non-conformance evaluations, and customer feedback.
Capaian 2025 2025 Achievement
1. Terdapat 9 keluhan minor terkait produk dan kontaminasi material asing. 1. There were 9 minor complaints related to products and foreign material
2. Rasio kontrak penjualan jangka panjang batubara ITM pada tahun 2025 contamination.
berada di kisaran 74%. 2. The ratio of ITM coal long-term sales contracts in 2025 is around 74%.
3. Nol surat peringatan terkait aktivitas penjualan. 3. Zero warning letters related to sales activities.
4. Nol gangguan akibat izin dan kepatuhan lainnya dalam aktivitas penjualan. 4. Zero disruptions due to permits and other compliance issues in sales activities.
Target Selanjutnya Next Target
1. Penjualan Batubara 30,94 juta ton. 1. Coal sales 30.94 million tons.
2. Indeks Kepuasan pelanggan >80. 2. Customer satisfaction index >80.
3. Biaya demurrage 0,5 USD/ton. 3. Demurrage cost 0.5 USD/tons.
4. Pengaduan konsumen maksimal 12 kasus per tahun. 4. Maximum customer complaints 12 cases per year.
Topik Material Proses dan Standar
Material Topic Processes and Standards
Strategi Strategy
1. Standardisasi Quality Management System (QMS) sesuai dengan standar 1. Standardization of the Quality Management System (QMS) in accordance
ISO untuk memastikan bahwa setiap perubahan dalam kegiatan bisnis with ISO standards to ensure that any changes in business or operational
atau operasional selaras dengan pemetaan proses bisnis. activities are aligned with business process mapping.
2. Mengawasi manajemen proses bisnis, sistem manajemen, pengendalian 2. Supervising business process management, management systems,
dokumen, evaluasi kinerja, serta strategi peningkatan mutu di seluruh document control, performance evaluation, and quality improvement
ITM dan entitas anak perusahaannya. strategies across ITM and its subsidiaries.
3. Mendorong perbaikan berkelanjutan, serta memastikan promosi dan 3. Encouraging continuous improvement, as well as ensuring consistent
pelatihan yang konsisten terkait sistem manajemen dan proses bisnis. promotion and training related to management systems and business
processes.
4. Memanfaatkan teknologi digital untuk meningkatkan efisiensi. 4. Utilizing digital technology to enhance efficiency.
Capaian 2025 2025 Achievement
1. Penyelesaian Model Operasi serta peningkatan proses bisnis tingkat 1. Completion of the Operating Model and high-level business process
strategis untuk ITM dan Klaster Melak. enhancement for ITM and the Melak Cluster.
2. Penyelesaian pengembangan proses bisnis untuk ITM dan entitas anak, 2. Completion of business process development for ITM and its subsidiaries,
meliputi Bisnis Pelabuhan dan Logistik, TCM & BEK, Sekretaris Perusahaan including the Port and Logistics Business, TCM & BEK, Corporate Secretary
dan Hukum, Penjualan dan Perdagangan Batubara, Teknologi Informasi, and Legal, Coal Sales and Trading, Information Technology, Contractor
Manajemen Kontraktor, Bisnis Mineral (Tahap 1), Audit Internal, Manajemen Management, Mineral Business (Phase 1), Internal Audit, Asset Management
Asset (AM), FSP, Keuangan dan Akuntansi, Digitalization and Innovation (AM), FSP, Finance and Accounting, Digitalization and Innovation (D&I), as well
(D&I), serta Management System and Business Process (MSBP). as Management System and Business Process (MSBP).
3. Penyelesaian pengembangan dan sosialisasi Navigasi TIMES yang 3. Completion of the development and communication of TIMES
selaras dengan persyaratan Lingkungan, Sosial, dan Tata Kelola (LST), navigation aligned with ESG requirements, as well as enhancement of
serta peningkatan TIMES QAR 1.0 (Tata Kelola dan Sistem). TIMES QAR 1.0 (Governance and System).
4. Keberhasilan sertifikasi Auditor Utama ITM dan fasilitasi Audit Pengawasan 4. Successful certification of ITM Lead Auditors and facilitation of the
ISO 27001:2022, pelaksanaan Konvensi ITM Novation 2025 tingkat lokasi ISO 27001:2022 surveillance audit, successful execution of the annual
operasi, serta perolehan Juara Umum dengan jumlah Penghargaan flagship event ITMNovation Convention 2025 at the site level, and
Platinum terbanyak pada Banpu Global Innovation Award 2025. achievement of Overall Winner with the highest number of Platinum
Rewards at the 2025 Banpu Global Innovation Award.
Target Selanjutnya Next Target
1. Pengembangan 13 Area Proses Bisnis (pengembangan, rekayasa ulang, 1. Development of 13 Business Process Areas (development, re-
perbaikan dan optimasi, serta otomatisasi), meliputi Hauling, Barging, engineering, improvement and optimization, and automation), including
Short-Term Supply Chain Optimization (SSO), Perencanaan Tambang, Hauling, Barging, Short -Term Supply Chain Optimization (SSO), Mine
Mine to Market (M2M), Manajemen Rantai Pasok (SCM), Coal Sales Planning, mine to market/pit to port (M2M), Supply Chain Management
Trading (CST), Penutupan Tambang, HSEC, Melak, Procure to Pay (P2P), (SCM), Coal Sales Trading (CST), Mine Closure, HSEC, Melak, Procure
Command and Control Center (CCC), serta pengelolaan batubara pihak to Pay (P2P), command and control center (CCC), and third-party coal
ketiga. management.
2. Pembentukan dan sosialisasi Manual ITM Integrated Management 2. ITM Integrated Management System (TIMES) Manual establishment
System (TIMES) untuk 6 elemen (misalnya: LST, GRK, Energi, OHS, and communication for 6 Element (e.g. ESG, GHG, Energy, OHS, Mine
Penutupan Tambang, dan Kepatuhan). Closure, and Compliance).
3. Standardisasi 14 ITM TIMES QMS yang selaras dengan roadmap 3. Standardization of 14 ITM TIMES QMS aligned with the implementation
implementasi (misalnya: QMS Melak, AM, IBU, Forestry and Environmental roadmap (such as QMS Melak, AM, IBU, Forestry and Environmental
Management (FEM), Technical Development Strategic (TDS), CST, HSEC, Management (FEM), Technical Development Strategic (TDS), CST,
Integrated Mine Planning, IT, Finance, SCM, HR, D&I, MSBP). HSEC, Integrated Mine Planning, IT, Finance, SCM, HR, D&I, MSBP).
4. Implementasi ITM Integrated Management System Quality Management 4. ITM Integrated Management System Quality Management Review
Review (TIMES QAR) menggunakan peningkatan TIMES QAR 1.0 untuk 7 (TIMES QAR) Implementation using TIMES QAR enhancement 1.0 for 7
area dari CS, HSEC, dan D&I. areas from CS, HSEC and D&I.
5. Sertifikasi ISO 9001 untuk ITM QMS Jakarta dengan ruang lingkup 5. Certified of ISO 9001 of ITM QMS Jakarta for Subject of Business
Proses Bisnis dan Sistem Manajemen. Process and Management System.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 37
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Topik Material Inovasi dan Bisnis Berkelanjutan
Material Topic Innovation and Sustainable Business
Strategi Strategy
1. Berfokus pada peningkatan kapasitas panel surya di klaster C&I serta 1. Focusing on scaling up solar rooftop capacity growth in the C&I
memperluas kapabilitas inti bisnis surya ke pembangkit listrik tenaga cluster and expanding core capabilities in the solar business into
surya skala utilitas, baik melalui skema IPP PLN maupun pasar captive. utility-scale solar power plants, both for PLN IPP schemes and the
captive market.
2. Melaksanakan kegiatan operasional dan pemeliharaan preventif, 2. Performing operational and preventive maintenance activities,
termasuk pembersihan rutin dan manajemen aset untuk solar PV including routine cleaning and asset management for solar PV
rooftop, guna memaksimalkan produksi listrik dan profitabilitas. rooftops, to maximize power generation and profitability.
3. Mengembangkan s-curve baru dengan profitabilitas tinggi pada 3. Pursuing new s-curve opportunities with high profitability in
bisnis prospektif seperti pusat data, solusi power ke Pusat Data, dan prospective businesses such as data centers, power to DC solutions,
infrastruktur hijau. and green infrastructure.
4. Meningkatkan valuasi perusahaan melalui strategi capital recycling 4. Enhancing company valuation through capital recycling strategies
dan optimalisasi multiplier valuasi dengan memanfaatkan instrumen and valuation multipliers using financial instruments.
keuangan.
Capaian 2025 2025 Achievement
1. Akumulasi kapasitas terkontrak sebesar 122,2 MWp untuk portofolio 1. Accumulated contracted capacity 122.2 MWp for solar business
bisnis solar di Indonesia. portfolio in Indonesia.
2. Peserta tender PLN IPP sebagai konsorsium untuk 2 proyek yang 2. PLN IPP Tender Participant as a consortium for 2 projects consisting
terdiri dari Sumbawa dan Betun & Timor dengan total kapasitas 20,6 of Sumbawa and Betun & Timor totaling capacity 20.6 MWp with
MWp serta BESS 5 MWp. BESS 5 MWp.
Target Selanjutnya Next Target
Panel Surya Atap & Pembangkit Listrik Tenaga Surya Solar Rooftop & Solar power plants
1. Melanjutkan pengembangan ekspansi solar rooftop di klaster C&I 1. Continue developing the solar rooftop expansion in C&I cluster
dengan target lebih dari 200 MWp dalam 5 tahun ke depan. targeting more than 200 MWp in next 5 years.
2. Berpartisipasi dalam tender IPP solar power plant PLN sebagai vendor 2. Participating in PLN’s IPP solar power plant tenders as a registered
yang terdaftar dan memenuhi kualifikasi. and qualified vendor.
3. Mengeksplorasi captive power bersama mitra potensial untuk 3. Explore captive power with potential partner for developing utility-
mengembangkan pembangkit listrik tenaga surya skala utilitas. scale solar power plants.
Studi Kelayakan Bisnis Prospektif Baru (Infrastruktur Hijau & Pusat Data) Feasibility study of new prospective business (Green Infrastructure & Data
Center)
1. Mengeksplorasi dan mengembangkan peluang investasi Pusat 1. Explore and develop on the data center (DC) investment
Data dengan kemitraan investasi jangka panjang dan model bisnis opportunities with the long-term investment partnership and
berkelanjutan. sustainable business model.
2. Mengembangkan model bisnis baru, yaitu pusat data, power ke 2. Develop the new business model i.e. data center, power to DC, Green
Pusat Data, infrastruktur hijau, serta mengoperasikan proyek energi infrastructure and operating renewable power projects
terbarukan. 3. Seek for high potential startups with high profitability and fast-scaling
3. Mencari startups dengan potensi tinggi, profitabilitas besar, dan valuation.
valuasi yang cepat berkembang.
38 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Tentang ITM dan Laporan Keberlanjutan
About ITM and Sustainability Report
Dukungan Prioritas dan Priority Support and Contribution
Kontribusi terhadap TPB to the SDGs
Sebagai bagian dari komitmen perusahaan terhadap As part of the Company’s commitment to sustainable
pembangunan berkelanjutan, ITM secara aktif mendukung development, ITM actively supports the achievement of the
pencapaian Tujuan Pembangunan Berkelanjutan (TPB) Sustainable Development Goals (SDGs) by integrating
dengan mengintegrasikan prinsip-prinsip keberlanjutan ke sustainability principles into its strategies, policies, and
dalam strategi, kebijakan, dan kegiatan operasional. Untuk operational activities. In supporting the SDGs, ITM also
mendukung TPB, ITM juga mewujudkan kontribusi secara delivers responsible contributions through the management
bertanggung jawab melalui pengelolaan dampak ekonomi, of economic, social, and environmental impacts, as well as
sosial, dan lingkungan serta melalui kemitraan dengan para through partnerships with stakeholders to create long-term
pemangku kepentingan untuk menciptakan nilai jangka value.
panjang.
Penurunan emisi Gas Rumah Kaca (GRK) dengan mengimplementasikan inisiatif efisiensi energi sebagai bagian dari
Program ITM program keunggulan operasi.
ITM Program Reduction of Greenhouse Gas (GHG) emissions through the implementation of energy efficiency initiatives as part of the
operational excellence program.
13. Penanganan Perubahan Iklim
TPB Tujuan: Mengambil tindakan cepat untuk mengatasi perubahan iklim dan dampaknya.
SDGs 13. Climate Action
Goal: Take urgent action to combat climate change and its impacts.
Target ITM Pengurangan emisi GRK di tahun 2026 (-6% dari tahun dasar 2023).
ITM Target GHG emission reduction by 2026 (-6% from the 2023 baseline).
Target & Indikator TPB 13.2 Mengintegrasikan tindakan antisipasi perubahan iklim ke dalam kebijakan, strategi dan perencanaan nasional
SDGs Target & Indicators 13.2 Integrate climate change measures into national policies, strategies, and planning.
13.2.1* Terwujudnya penyelenggaraan inventarisasi gas rumah kaca (GRK), serta monitoring, pelaporan dan verifikasi
emisi GRK yang dilaporkan dalam dokumen Biennial Update Report (BUR) dan National Communications
13.2.2* Jumlah emisi gas rumah kaca (GRK) per tahun
13.2.2.(a) Potensi Penurunan emisi gas rumah kaca (GRK)
Indikator TPB 13.2.2.(b) Potensi Penurunan intensitas emisi gas rumah kaca (GRK)
SDGs Indicators 13.2.1* Implementation of greenhouse gas (GHG) inventory, including monitoring, reporting, and verification of GHG
emissions reported in the Biennial Update Report (BUR) and National Communications
13.2.2* Total annual greenhouse gas (GHG) emissions
13.2.2.(a) Potential reduction of greenhouse gas (GHG) emissions
13.2.2.(b) Potential reduction of greenhouse gas (GHG) emission intensity
Penurunan emisi GRK sebesar 31,89% dengan upaya domestik, serta hingga 43,20% dengan dukungan internasional
Target Nasional pada tahun 2030 (Enhanced Nationally Determined Contribution (ENDC), 2025).
National Target GHG emission reduction of 31.89% through domestic efforts, and up to 43.20% with international support by 2030
(Enhanced Nationally Determined Contribution (ENDC), 2025).
Informasi lain terkait Laporan dapat menghubungi: [2-3]
Other information related to the Report, please contact: [2-3]
Corporate Secretary
PT Indo Tambangraya Megah TBK
Email: corsecitm@banpuindo.co.id
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 39
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Pelibatan Pemangku Kepentingan Stakeholder Engagement [2-29]
[2-29]
ITM melibatkan para pemangku kepentingan berdasarkan ITM engages stakeholders based on the AA1000 Stakeholder
standar AA1000 Stakeholder Engagement Standard (SES). Engagement Standard (SES). This approach helps the
Pendekatan ini membantu perusahaan mengidentifikasi dan company identify and understand material issues that are
memahami isu-isu material bagi para pemangku kepentingan considered important by key stakeholders.
utama.
Pelibatan Pemangku Kepentingan
Stakeholder Engagement
Metode Pendekatan dan
Kelompok Pemangku Frekuensi Keterlibatan
Basis Identifikasi Respons Topik Utama
Kepentingan Engagement
Identification Basis Method of Approach Main Topics
Stakeholder Group Frequency
and Response
Pemegang Saham atau • Tanggung Jawab • Analyst Meeting • RUPS diadakan minimal • Pertumbuhan
Investor • Pengaruh • Rapat Umum setahun sekali pendapatan
Shareholders or Investors • Ketergantungan Pemegang Saham • Public Expose diadakan • Keamanan dan tingkat
• Responsibility (RUPS) setahun sekali pengembalian investasi
• Influence • Paparan Publik • Analyst Meeting • Revenue growth
• Dependency • Analyst Meeting diadakan 4 kali dalam • Security and rate of
• General Meeting of setahun return on investment
Shareholders (GMS) • GMS is held at least
• Public Expose once a year
• Public Expose is held
once a year
• Analyst Meeting is held
4 times a year
Pelanggan • Tanggung Jawab • Manajemen Keluhan Minimal setahun sekali • Konsistensi kualitas
Customers • Pengaruh Pelanggan At least once a year produk
• Ketergantungan • Customer Complaint • Pengiriman tepat waktu
• Responsibility Management • Ketersediaan produk
• Influence • Product quality
• Representation consistency
• On-time delivery
• Product availability
Pekerja • Tanggung Jawab • Serikat Pekerja Triwulan • Perlakuan adil dan
Employees • Pengaruh • Forum Komunikasi Quarterly setara dalam karier dan
• Proksimitas Manajemen & Pekerja remunerasi
• Perwakilan • Labor union • Tempat kerja yang
• Responsibility • Management aman dan sehat
• Influence & Employee • Fair and equal
• Proximity Communication Forum treatment in career and
• Representation remuneration
• Safe and healthy
workplace
Pemerintah • Tanggung Jawab • Rapat-Rapat Minimal dua kali setahun • Hubungan yang
Government • Pengaruh • Kunjungan Site At least twice a year konstruktif dengan
• Proksimitas • Sosialisasi Peraturan regulator
• Perwakilan Baru • Kepatuhan pada
• Responsibility • Meetings peraturan dan
• Influence • Site Visits perundangan
• Proximity • Dissemination of New • Constructive
• Representation Regulations relationship with
regulators
• Compliance with rules
and regulations
Mitra Usaha (vendor, • Pengaruh • Pertemuan Reguler Minimal setahun sekali • Proses pengadaan
pemasok, agen) • Proksimitas • Sosialisasi Kebijakan At least once a year yang wajar dan
Business Partners • Ketergantungan • Corporate Governance transparan
(vendors, suppliers, • Influence Day • Pembayaran tepat
agents) • Proximity • Regular Meetings waktu
• Dependency • Policy Dissemination • Intensitas sosialiasi
• Corporate Governance kebijakan
Day • Fair and transparent
procurement process
• Timely payment
• Intensity of policy
dissemination
40 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Tentang ITM dan Laporan Keberlanjutan
About ITM and Sustainability Report
Metode Pendekatan dan
Kelompok Pemangku Frekuensi Keterlibatan
Basis Identifikasi Respons Topik Utama
Kepentingan Engagement
Identification Basis Method of Approach Main Topics
Stakeholder Group Frequency
and Response
Media Pengaruh • Siaran Pers Minimal setahun sekali • Akurasi pelaporan
Media Influence • Pertemuan Media At least once a year • Penyampaian informasi
• Jumpa Pers tepat waktu
• Press Release • Pelibatan media secara
• Media Gatherings langsung
• Press Conference • Accuracy of reporting
• Timely delivery of
information
• Direct engagement
with the media
Masyarakat dan Komunitas • Pengaruh • Forum Konsultatif Minimal setahun sekali • Kontribusi pada
Society and Community • Proksimitas Masyarakat At least once a year aspek ekonomi,
• Influence • Program sosial dan lingkungan
• Proximity Pengembangan untuk mempercepat
dan Pemberdayaan kemandirian
Masyarakat • Ketersediaan lapangan
• Community kerja
Consultative Forum • Pembinaan masyarakat
• Community pascatambang
Development and • Contribution to
Empowerment economic, social
Programs and environmental
aspects to accelerate
independence
• Availability of job
opportunities
• Post-mining
community
development
LSM • Pengaruh Pertemuan Reguler Minimal setahun sekali Kinerja keberlanjutan
NGO • Proksimitas Regular Meetings At least once a year dan kepatuhan pada
• Influence aspek tata kelola,
• Proximity lingkungan dan sosial.
Sustainability performance
and compliance with
governance, environmental
and social aspects.
Akademisi Pengaruh Pertemuan Regular Minimal setahun sekali Kerja sama pada studi dan
Academics Influence Regular Meetings At least once a year pengembangan terkait
keberlanjutan
Collaboration on studies
and development related
to sustainability
Lembaga Keuangan • Tanggung Jawab • Analyst Meeting Setiap kuartal dan tahunan • Kinerja operasional dan
Financial Institution • Pengaruh • Laporan Tahunan dan Quarterly and annual basis pertumbuhan bisnis
• Ketergantungan Laporan Keberlanjutan • Kepatuhan terhadap
• Responsibility • Tinjauan Tahunan dan Hukum dan Peraturan
• Influence Survei Materialitas • Perubahan iklim dan
• Dependency • Analyst Meeting rencana transisi
• Annual Report and • Operational
Sustainability Report performance and
• Annual Review and business growth
Materiality Survey • Compliance with Law
and Regulation
• Climate change and
transition plan
Asosiasi Pengaruh Pertemuan Regular Minimal setahun sekali Pengungkapan realisasi
Association Influence Regular Meetings At least once a year dan capaian kinerja LST
Disclosure of ESG
Performance Realization
and Achievements
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 41
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02 Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan Shaping a Greener Path in Mining Operations 42 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
Page 43
Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 43
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Sistem Manajemen Lingkungan
Environmental Management System
Penerapan Sistem Manajemen Keselamatan dan Kesehatan The implementation of the Occupational Health, Safety, and
Kerja dan Lingkungan (SMK3L) pada tahun 2025 yang Environmental Management System (SMK3L) in 2025 refers
mengacu pada ISO 45001, ISO 14001, Sistem Manajemen K3 to ISO 45001, ISO 14001, the Occupational Health and Safety
(SMK3), dan Sistem Manajemen Keselamatan Pertambangan Management System (SMK3), and the Mining Safety
(SMKP). Sistem ini dikelola oleh Departemen HSEC dengan Management System (MSMS). This system is managed by
dukungan Departemen Sustainability Development (SD), the HSEC Department with support from the Sustainability
sementara Direktur Environment, Social and Governance Development (SD) Department, while the Director of
(ESG) memastikan pengawasan tata kelola dan efektivitas Environment, Social, and Governance (ESG) ensures
penerapannya. Untuk menjaga kinerja dan kepatuhan, governance oversight and the effectiveness of its
perusahaan melakukan audit internal dan eksternal setiap implementation. To maintain performance and compliance,
tahunnya serta menindaklanjuti temuan melalui tindakan the company conducts internal and external audits annually
korektif dan inovasi ramah lingkungan. and follows up on findings through corrective actions and
environmentally friendly innovations.
Kinerja pengelolaan lingkungan ITM pada 2025 tercermin ITM’s environmental management performance in 2025 is
dalam hasil Program PROPER. reflected in the results of the PROPER Program.
Pencapaian PROPER
PROPER Achievement
Hijau | Green Biru | Blue Biru | Blue Hijau | Green
Site
IMM TCM BEK JBG
Keterangan | Notes:
KTD tidak disertakan dalam penilaian PROPER sejak memasuki tahap pascatambang sesuai arahan Kementerian Lingkungan Hidup
KTD was not included in the PROPER assessment post-mining due to accordance to the Ministry of Environment and Forestry
Komitmen lingkungan juga diperkuat melalui visi misi, Environmental commitment is further reinforced through
Kebijakan Lingkungan, RKAB, dan KPI termasuk efisiensi the Company’s vision and mission, Environmental Policy,
sumber daya dan pengendalian dampak lingkungan. Hingga RKAB, and KPIs, including resource efficiency, environmental
akhir periode pelaporan, biaya lingkungan perusahaan impact control. As of the end of the reporting period, the
mencapai USD 82,8 juta yang mencakup berbagai program Company’s environmental expenditures amounted to USD
pengelolaan dan pemantauan lingkungan. [2-25] 82.8 million covering various environmental management
and monitoring programs. [2-25]
Sepanjang 2025, ITM tidak menerima pengaduan lingkungan Throughout 2025, ITM received no significant environmental
yang signifikan dan tidak dikenakan sanksi atas pengelolaan complaints and was not subject to any environmental
lingkungan. Perusahaan juga meningkatkan pemahaman management sanctions. The Company also strengthened
internal melalui forum rutin seperti HSEC monthly meeting internal awareness through regular forums such as HSEC
serta menyelenggarakan 10 program pelatihan lingkungan monthly meetings and conducted 10 environmental training
yang diikuti 98 karyawan. programs attended by 98 employees.
44 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Sistem Manajemen Lingkungan dalam SMK3L
Environmental Management System in SMK3L
Misi Strategi
Target
Mission Strategy
• Mencegah, meminimalkan, • Pemenuhan 100% standar baku mutu kualitas • Penguatan dan peningkatan kapasitas SDM.
dan mengelola dampak air limbah. • Pemantauan kualitas lingkungan secara
terhadap lingkungan. • Pemenuhan standar baku mutu emisi udara. berkesinambungan.
• Mengupayakan pelestarian • 100% limbah B3 terkelola sesuai peraturan. • Peningkatan kualitas dan validitas data lingkungan.
sumber daya alam • Pengelolaan dan pemanfaatan sumber daya • Evaluasi kinerja hasil pemantauan kualitas lingkungan.
melalui pengelolaan yang secara efisien. • Pelaksanaan pengelolaan lingkungan melalui
berkelanjutan. • Konservasi dan perlindungan lingkungan. pendekatan keberlanjutan.
• Prevent, minimize and • Konservasi keanekaragaman hayati. • Pemantauan pelaksanaan pengelolaan melalui
manage impacts on the • Intensitas emisi GRK turun sebesar 5,58% Quality Assurance Review (QAR), Data Assurance, dan
environment. pada 2025 dari tahun dasar 2019. eksternal seperti surveillance audit rutin tahunan.
• Strive for the preservation • Intensitas konsumsi air sebesar 0,19 m3/ton FC • HR capacity strengthening and enhancement.
of natural resources through • 100% compliance with wastewater quality • Continuous monitoring of environmental quality.
sustainable management. standards. • Increasing quality and validity of environmental data.
• Compliance with air emission quality standards. • Performance evaluation of environmental quality
• 100% of hazardous waste managed in accordance monitoring results.
with regulations. • Implementation of environmental management through
• Efficient management and utilization of resources. a sustainability approach.
• Environmental conservation and protection. • Monitoring the implementation of management
• Biodiversity conservation. through internal audits such as Quality Assurance
• GHG emission intensity decreased by 5.58% in Review (QAR), Data Assurance, and externally such as
2025 compared to the 2019 baseline year. annual surveillance audits.
• Water consumption intensity of 0.19 m3/tons FC.
Kebijakan Lingkungan ITM dapat dilihat pada | ITM's Environmental Policy can be found at
https://www.itmg.co.id/files/download/investor/ITM%20Environmental%20Policy.pdf
Material pada Proses Produksi
Materials in the Production Process
Selama 2025, ITM menghasilkan 21,2 juta ton batubara dan During 2025, ITM produced 21.2 million tons of coal and began
mulai meningkatkan penggunaan material terbarukan di increasing the use of renewable materials in its operations,
operasional, termasuk biosolar B40, Pembangkit Listrik including B40 biodiesel, solar power plants (PLTS), and electric
Tenaga Surya (PLTS), serta kendaraan listrik untuk vehicles to support transportation activities. Detailed
mendukung transportasi. Informasi rinci mengenai konsumsi information on B40 biodiesel consumption and the number
biosolar B40 dan jumlah kendaraan listrik tersedia pada of electric vehicles is provided in the subsections on Energy
sub-bab Pengelolaan Energi, Reduksi Emisi Gas Rumah Kaca, Management, Greenhouse Gas Emissions Reduction, and
serta Pengelolaan Air dan Efluen. [301-1] Water and Effluent Management. [301-1]
Dalam kegiatan produksinya, ITM masih mengandalkan In its production activities, ITM continues to rely on
proses pertambangan batubara tanpa menggunakan conventional coal mining processes and does not use recycled
material daur ulang sebagai bagian dari proses utama. materials as part of its core production process. However,
Namun, beberapa material pendukung berbasis daur ulang several recycled supporting materials are utilized, including
tetap dimanfaatkan, seperti limbah organik untuk kompos organic waste for composting and used oil reused as a
dan oli bekas yang digunakan kembali sebagai campuran component of explosives (ANFO). Further details on the use
bahan peledak (ANFO). Rincian lebih lanjut mengenai of recycled materials are presented in the Waste Management
pemanfaatan material daur ulang tercantum pada sub-bab subsection. [301-2]
Pengelolaan Limbah. [301-2]
Produk batubara ITM tidak menggunakan kemasan, sehingga ITM’s coal products do not use packaging; therefore, there
tidak terdapat material kemasan yang perlu dipulihkan are no packaging materials to be recovered. Throughout the
kembali. Sepanjang periode pelaporan, perusahaan juga reporting period, the Company did not reclaim waste such
tidak melakukan reclaim terhadap limbah seperti tailing atau as tailings or coal ash. ITM has discontinued the operation of
abu batubara. ITM telah menghentikan operasional its coal-fired power plant, and accordingly, as of 2025, no
pembangkit Listrik tenaga uap (PLTU) sehingga mulai 2025 bottom ash or fly ash waste is generated. In addition, the
tidak menghasilkan limbah abu dasar dan abu terbang. Selain Company currently does not conduct coal washing processes;
itu, perusahaan saat ini tidak melakukan proses pencucian therefore, no coal residue is formed or accumulated in
batubara, sehingga tidak terdapat residu atau endapan processing ponds. [301-3]
batubara (coal residue) yang terbentuk maupun terakumulasi
di processing pond. [301-3]
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 45
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Pengelolaan Energi dan Reduksi Emisi
Gas Rumah Kaca
Energy Management and Greenhouse Gas Emission Reduction
Highlight 2025 | 2025 Highlights
Penggunaan Energi Intensitas Energi di Dalam Perusahaan | Intensitas Emisi GRK Cakupan 1 & 2 |
Energy Consumption Energy Intensity within the Company GHG Emission Intensity Scope 1 & 2
2,046,336 GJ 0.10 GJ/Ton
0.06 Ton CO2eq/Ton | Ton Produksi
Ton CO₂eq/Ton | Production Ton
Pendekatan Manajemen [3-3][CSS-12.1.1]
Management Approach
Topik Material: Pengelolaan Energi dan Pengendalian Emisi
Material Topic: Energy Management and Emission Control
Kebijakan | Policy
• Kebijakan Lingkungan | Environmental Policy
Strategi | Strategy
• Penggunaan energi yang efisien, pengurangan konsumsi energi melalui inisiatif konservasi, dan pemanfaatan
energi baru terbarukan.
• Penurunan beban emisi, emisi gas rumah kaca dan peningkatan serapan karbon dalam mendukung aksi
pencegahan perubahan iklim.
• Efficient use of energy, reducing energy consumption through conservation initiatives, and using new and
renewable energy.
• Reducing the emission load, greenhouse gas emissions, and increasing carbon stock in supporting actions to
prevent climate change.
Dampak dan Pengelolaan | Impact and Management
Aktivitas operasional dan produksi ITM membutuhkan energi yang secara langsung menentukan besaran emisi yang
dihasilkan. Emisi tersebut berpotensi berkontribusi pada perubahan iklim, yang pada akhirnya dapat memengaruhi
keberlanjutan lingkungan dan sosial.
ITM’s operational and production activities require energy, which directly determines the level of emissions generated.
These emissions may contribute to climate change, which in turn can affect environmental and social sustainability.
Sumber Daya dan Evaluasi | Resources and Evaluation
ITM melaporkan kinerja energi dan emisi gas rumah kaca kepada instansi berwenang, seperti KLHK sebagai bagian
dari kewajiban pelaporan dan evaluasi berkelanjutan. Perusahaan juga menyusun rencana strategis tahunan untuk
meningkatkan efektivitas pengelolaan lingkungan, yang dijalankan oleh Departemen Mine Operation dengan dukungan
Departemen HSEC.
ITM reports its energy performance and greenhouse gas emissions to relevant authorities, such as the Ministry of
Environment and Forestry (KLHK), as part of its mandatory reporting and ongoing evaluation processes. The Company
also prepares annual strategic plans to enhance the effectiveness of environmental management, which are
implemented by the Mine Operation Department with support from the HSEC Department.
46 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Penggunaan Energi dan Efisiensi Energy Use and Energy Efficiency
Energi
Komitmen terhadap efisiensi energi, pengurangan konsumsi The commitment to energy efficiency, consumption
melalui program konservasi, serta pemanfaatan energi baru reduction through conservation initiatives, and the utilization
dan terbarukan diatur dalam Kebijakan Lingkungan Perusahaan of new and renewable energy is stipulated in the Company’s
dan diimplementasikan melalui Management Standard (MS) Environmental Policy and implemented through the Energy
Energi 2022. ITM menggunakan energi surya untuk mengurangi Management Standard (MS) 2022. ITM utilizes solar energy
emisi GRK. Biodiesel B40 dimanfaatkan untuk kendaraan to reduce greenhouse gas (GHG) emissions. In addition,
operasional, pembangkit listrik internal, dan transportasi B40 biodiesel is used for operational vehicles, internal power
tongkang dengan total penggunaan 56.433.400 liter pada generation, and barge transportation, with a total
2025. Sejumlah kecil bensin digunakan untuk peralatan consumption of 56,433,400 liters in 2025. A small amount
pendukung seperti pemotong rumput dan kendaraan sebesar of gasoline is used for supporting equipment, such as grass
49.971 liter. Seluruh pemanfaatan energi ini memenuhi cutters and auxiliary vehicles, totaling 49,971 liters. All energy
Peraturan Menteri Energi dan Sumber Daya Mineral Republik utilization complies with the provisions of Ministry of Energy
Indonesia (Permen ESDM) No. 12 Tahun 2015. [103-1, 302-1][CSS- and Mineral Resources Regulation (Permen ESDM) No. 12 of
12.1.2] 2015. [103-1, 302-1][CSS-12.1.2]
Perusahaan mengoptimalkan energi terbarukan melalui PLTS The Company optimizes the use of renewable energy
berkapasitas 2,2 MWp di Melak yang seluruh produksinya through a 2.2 MWp solar power plant (PLTS) in Melak, with
digunakan untuk kebutuhan internal dengan total output all electricity generated utilized for internal operations and
mencapai 1.312 MWh. [103-2] total output reaching 1,312 MWh. [103-2]
Penghitungan energi mengacu pada Energy Statistic Manual Energy calculations are based on the IEA Energy Statistics
IEA 2015 dan protokol GRK untuk stationary combustion Manual 2015 and the GHG Protocol for stationary combustion,
dengan konversi ke gigajoule. Metode yang sama digunakan with conversion into gigajoules. The same methodology is
untuk perhitungan intensitas dan pengurangan konsumsi applied to the calculation of energy intensity and energy
energi. Total energi yang digunakan pada 2025 mencapai consumption reductions. Total energy consumption in 2025
2.046.336 GJ yang menunjukkan penurunan 32,28% dari amounted to 2,046,336 GJ, representing a 32.28% decrease
tahun sebelumnya sebagai hasil dari diversifikasi energi compared to the previous year, driven by diversification
terbarukan. Audit energi internal dan eksternal dilakukan toward renewable energy sources. Internal and external
secara rutin dan diverifikasi oleh lembaga independen energy audits are conducted regularly and verified by certified
bersertifikasi. Beberapa penyesuaian data dilakukan independent institutions. Certain data adjustments were
berdasarkan audit pihak ketiga termasuk klasifikasi energi made based on third-party audits, including the
yang digunakan mitra kerja sebagai energi dari luar organisasi reclassification of energy used by business partners as
sehingga memengaruhi nilai intensitas energi. ITM tidak energy outside the organization’s boundary, which affected
memanfaatkan atau memperjualbelikan energi berupa panas energy intensity values. ITM does not utilize or trade energy
maupun pendingin, serta tidak melakukan penjualan atas in the form of heating or cooling, nor does it sell any self-
listrik yang dihasilkan sendiri ke pihak lain. [103-2, 103-3, 302-1, generated electricity to external parties. [103-2, 103-3, 302-1,
302-2][CSS-12.1.2, CSS-12.1.3] 302-2][CSS-12.1.2, CSS-12.1.3]
Penggunaan Energi Berdasarkan Sumber [103-2, 103-4, 302-1, 302-2]
*
Energy Consumption by Source*
Uraian Satuan
2025 2024 2023
Description Unit
Energi Terbarukan | Renewable Energy
Kegiatan Penambangan dan Penunjang | Mining and Supporting Activities
Minyak Nabati**** | Palm Oil**** 744,068 943,328 774,902
Pembangkit Listrik Tenaga Surya | Solar Power Plants GJ 4,913 15,259 14,292
Pembangkit Listrik Tenaga Kinetik | Kinetic Power Plant 0 0 407
Jumlah Energi Terbarukan
GJ 748,981 958,775 789,600
Total Renewable energy
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 47
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Uraian Satuan
2025 2024 2023
Description Unit
Energi Tidak Terbarukan | Non-renewable Energy
Kegiatan Penambangan dan Penunjang | Mining and Supporting Activities
Diesel 1,193,997 1,664,173 1,735,909
GJ
Batubara | Coal 0 369,179 504,593
Kegiatan Penunjang | Supporting Activities
Listrik dari PLN | Electricity from PLN 102,140 28,516 7,108
GJ
Bensin | Gasoline 1,219 1,342 1,556
Jumlah Energi Tidak Terbarukan
GJ 1,297,356 2,063,210 2,249,167
Total Non-renewable Energy
Intensitas Penggunaan Energi [302-3] [CSS-12.1.4]
Energy Use Intensity
Jumlah Penggunaan Energi | Total Energy Use GJ 2,046,336 3,021,985 3,038,767
Jumlah Produksi** | Total Production** Juta Ton | Million Tons 21.2 19.7 17.2
Pendapatan Bersih | Net Revenue USD Juta | Million USD 1,881 2,304 2,374
GJ/Ton 0.10 0.15 0.17
Intensitas Penggunaan Energi*** | Energy Use Intensity
GJ/USD 0.0011 0.0013 0.0013
Keterangan | Notes:
*
Data penggunaan energi mencakup IMM, TCM, BEK, JBG, KTD, TRUST, NPR, GPK, TIS, ITM Head Office Jakarta, ITM Balikpapan Office, dan ITM Samarinda Office
**
Jumlah produksi menggunakan nilai Finished Coal
***
Termasuk konsumsi bahan bakar dan listrik di dalam organisasi
****
Minyak Nabati untuk campuran B40
*
Energy use data includes IMM, TCM, BEK, JBG, KTD, TRUST, NPR, GPK, TIS, ITM Head Office Jakarta, ITM Balikpapan Office, and ITM Samarinda Office
**
Total production uses the value of Finished Coal
***
Include fuel and electricity consumption within organization only
****
Palm Oil for the B40 blend
Penggunaan Energi di Luar Perusahaan Berdasarkan Sumber [103-3, 103-4, 302-2][CSS-12.1.3]
Energy Consumption Outside Organization by Source
Uraian Satuan
2025 2024
Description Unit
Energi Terbarukan | Renewable Energy
Kegiatan Penambangan dan Penunjang | Mining and Supporting Activities
Minyak Nabati | Palm Oil 3,837,726 3,327,866
Pembangkit Listrik Tenaga Surya | Solar Power Plants GJ 129 168
Pembangkit Listrik Tenaga Kinetik | Kinetic Power Plant 0 0
Jumlah Energi Terbarukan | Total Renewable Energy GJ 3,837,856 3,328,034
Energi Tidak Terbarukan | Non-renewable Energy
Kegiatan Penambangan dan Penunjang | Mining and Supporting Activities
Diesel 6,139,468 6,656,604
GJ
Batubara | Coal 0 0
Kegiatan Penunjang | Supporting Activities
Listrik dari PLN | Electricity from PLN 42 0
GJ
Bensin | Gasoline 1,650 145
Jumlah Energi Tidak Terbarukan | Total Non-renewable Energy GJ 6,141,160 6,656,749
Intensitas Penggunaan Energi | Energy Use Intensity
Jumlah Penggunaan Energi | Total Energy Use GJ 9,979,016 9,984,638
Jumlah Produksi | Total Production Juta Ton | Million Tons 21.2 19.7
Intensitas Penggunaan Energi | Energy Use Intensity GJ/Ton 0.47 0.51
Penghitungan intensitas energi untuk produk dan jasa yang The calculation of energy intensity for products and services
dijual mencakup seluruh penggunaan bahan bakar dan listrik. sold covers the entire use of fuel and electricity. This figure
Nilai ini terdiri atas intensitas konsumsi bahan bakar di dalam comprises fuel consumption intensity within the organization
48 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
organisasi sebesar 0,10 GJ/ton FC serta intensitas konsumsi of 0.10 GJ/tons FC and electricity consumption intensity of
listrik sebesar 0,02 GJ/ton FC. Dibanding tahun 2024, kebutuhan 0.02 GJ/tons FC. Compared to 2024, the energy demand
energi produk dan jasa yang dijual pada tahun 2025 menurun of products and services sold in 2025 decreased by 32.28%.
sebesar 32,28%. Pengurangan ini merupakan hasil dari berbagai This reduction resulted from various initiatives, including
inisiatif seperti pembelian listrik dari pihak ketiga dan perubahan the procurement of electricity from third parties and changes
struktur operasional perusahaan. Perhitungan pengurangan in the Company’s operational structure. Energy reduction
energi dilakukan dengan menggunakan tahun dasar 2019, yang calculations use 2019 as the base year, selected in accordance
dipilih karena ketentuan perusahaan untuk memastikan akurasi with Company policy to ensure measurement accuracy and
dan konsistensi pengukuran. [103-5, 302-5] consistency. [103-5, 302-5]
Pada 2025, ITM mendorong efisiensi energi melalui investasi In 2025, ITM continued to promote energy efficiency through
pada inovasi dan pengembangan teknologi yang mendukung investments in innovation and technology development to
pengurangan konsumsi energi. Inisiatif ini mencakup reduce energy consumption. These initiatives include the
pengembangan solusi operasional yang lebih efisien, development of more efficient operational solutions,
optimalisasi peralatan, serta penerapan teknologi rendah equipment optimization, and the adoption of low-energy
energi untuk meningkatkan kinerja energi sekaligus technologies to enhance energy performance while
mendukung target pengurangan emisi perusahaan. Selain supporting the Company’s emission reduction targets. In
itu, ITM juga memperkuat kapasitas internal melalui pelatihan addition, ITM strengthened internal capacity through energy
efisiensi energi bagi karyawan, yaitu pelatihan auditor energi efficiency training for employees, namely energy auditor
yang diikuti oleh 5 karyawan. training, attended by 5 employees.
Penggunaan energi di ITM juga menimbulkan dampak Energy use at ITM also gives rise to environmental and social
lingkungan dan sosial yang dikelola secara bertahap. Konsumsi impacts that are managed progressively. Fuel consumption
bahan bakar (fuel) untuk genset dan alat berat meningkatkan for generators and heavy equipment increases the
beban emisi gas rumah kaca, sementara pemanfaatan PLTS greenhouse gas emissions burden, while the utilization of
membantu menurunkan sebagian emisi tersebut dengan solar PV (PLTS) helps reduce part of these emissions by
mengurangi ketergantungan pada genset diesel. Di sisi lain, decreasing reliance on diesel generators. Meanwhile,
penggunaan listrik dari PLN dilakukan melalui kerja sama electricity sourced from PLN is obtained through cooperation
dengan penyedia energi resmi guna memastikan pasokan with an authorized energy provider to ensure a more stable
yang lebih stabil serta mendukung pengurangan penggunaan supply and to support the reduction of self-generated fossil
pembangkit mandiri berbasis bahan bakar fosil. fuel–based power generation.
Pengungkapan terkait energi yang dijual dan penggunaan Disclosure regarding energy sold and the use of contractual
instrumen kontraktual energi tidak relevan bagi ITM, karena energy instruments is not relevant to ITM, as all energy is
seluruh energi digunakan untuk kebutuhan operasional utilized solely for internal operational purposes and is not
internal dan tidak diperjualbelikan. [103-2] sold to third parties. [103-2]
Pengurangan Emisi Gas Rumah Reduction of Greenhouse Gas
Kaca (GRK) (GHG) Emissions
Timbulan emisi GRK dari kegiatan operasional ITM meliputi GHG emissions from ITM's operational activities include
karbon dioksida (CO2), metana (CH4), dinitrogen oksida (N₂O), carbon dioxide (CO2), methane (CH4), nitrous oxide (N2O),
dan hidrofluorokarbon (HFC), yang dinyatakan dalam satuan and hydrofluorocarbon (HFC), expressed in tons CO2eq. The
ton CO2eq. Perusahaan menghitung emisi GRK dengan company calculates GHG emissions using an operational
menggunakan pendekatan kontrol operasional dan metode control approach and methods tailored to the emission
yang disesuaikan dengan sumber emisi. Perhitungan emisi source. Scope 2 emissions are calculated using a location-
cakupan 2 dilakukan menggunakan pendekatan location- based approach that refers to grid emissions as stipulated
based yang merujuk pada emisi grid yang ditetapkan oleh by the Ministry of Energy and Mineral Resources (ESDM) No.
Kementerian Energi dan Sumber Daya Mineral (ESDM) No. 163.K/HK.02/MEM.S/2021. ITM has set 2019 as the base year
163.K/HK.02/MEM.S/2021. ITM menetapkan tahun dasar for comparison based on its integrated management
2019 sebagai tolok ukur berdasarkan proses pengelolaan process. The calculation of emission factors refers to IPCC
terintegrasi. Penghitungan faktor emisi merujuk pada IPCC AR5. Until the end of 2025, there will be no significant changes
AR5. Hingga akhir 2025, tidak ada perubahan bisnis atau in business or other processes that would trigger a
proses lainnya yang signifikan yang memicu penghitungan recalculation of emissions from the base year, and ITM has
ulang emisi dari tahun dasar, serta ITM belum melakukan not yet conducted carbon credit calculations. [102-10, 305-1]
perhitungan karbon kredit. [102-10, 305-1]
Guna mendukung aksi reduksi emisi, ITM melakukan To support emission reduction efforts, ITM implemented
beberapa inisiatif, yaitu implementasi pembangunan dan several initiatives, the construction and utilization of rooftop
pemanfaatan Pembangkit Listrik Tenaga Surya (PLTS) atap Solar Power Plants (PLTS) at three Depo Bangunan outlets
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 49
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di tiga gerai Depo Bangunan oleh PT Cahaya Power Indonesia by PT Cahaya Power Indonesia (CPI), part of ITM. These
(CPI) yang merupakan bagian dari ITM. Inisiatif tersebut initiatives successfully reduced emissions by approximately
berhasil mengurangi emisi sebesar sekitar 13.868 ton CO₂eq 13,868 tons CO₂eq in 2025 through clean energy production
di tahun 2025 melalui produksi energi bersih dari sistem from a 694.96 kWp solar energy system.
tenaga surya 694,96 kWp.
Metode Perhitungan Berdasarkan Sumber Emisi [305-1][CSS-12.1.5]
Calculation Method Based on Emission Sources
Sumber Emisi Metode Perhitungan
Emission Sources Calculation Method
Bahan Bakar Biosolar, Solar, dan Bensin untuk Kendaraan Sistem perhitungan beban emisi mengacu Permen LH No. 12 Tahun 2012
Bergerak Emission load calculation system refers to Minister of Environment Regulation No. 12 of 2012
Biodiesel, Diesel Fuel, and Gasoline for Operational Vehicles
Emisi GRK Protokol GRK
GHG Emission GHG Protocol
Pembangkit Listrik Tenaga Uap Sistem Flue Gas Desulfurization (FGD) mengendalikan dan memantau emisi secara
Coal-fired Power Plant rutin. Sementara pemantauan menyeluruh ditunjang oleh Operation Monitoring and
Controlling System (microSCADA)
The Flue Gas Desulfurization (FGD) system controls and monitors emissions regularly.
While the overall monitoring is supported by Operation Monitoring and Controlling System
(microSCADA)
Pembangkit Listrik Tenaga Diesel Sistem pemantauan emisi pembangkit
Diesel Power Plant Monitoring system for generators emissions
Refrigerator dan Peralatan Air Conditioner Konversi bobot penggunaan bahan pendingin menggunakan referensi IPCC AR5
Refrigerator and Air Conditioner The conversion of the weight of the use of refrigerants uses the IPCC AR5 reference
Pembangkit Listrik PLN Sistem perhitungan berdasarkan emisi grid yang ditetapkan oleh Kementerian Energi dan
PLN Power Plant Sumber Daya Mineral (ESDM) No. 163.K/HK.02/MEM.S/2021
Calculation system based on grid emissions established by the Ministry of Energy and
Mineral Resources (EMR) No. 163.K/HK.02/MEM.S/2021
Bahan Peledak Sistem perhitungan melalui konversi penggunaan jumlah material ammonium nitrat
Explosive Material The calculation system through the conversion of the use of ammonium nitrate material
Emisi fugitif dari Batubara Terungkap Sistem perhitungan dengan mengonversi tingkat emisi gas metana dari batubara yang
Fugitive Emission from Coal Expose dihasilkan
Calculation system by converting the level of methane gas emissions from the coal
produced
Emisi CO2 Biogenik Mengacu pada ISO 14064
Biogenic CO₂ Emissions Referring to ISO 14064
Total emisi GRK cakupan 1, 2, dan 3 pada 2025 tercatat Total scope 1, 2, and 3 GHG emissions in 2025 were recorded
sebesar 39.529.875 ton CO₂eq, meningkat 4,12% at 39,529,452 tons CO₂eq, representing a 4.12% increase
dibandingkan 37.963.893 ton CO₂eq pada tahun sebelumnya. compared to 37,963,893 tons CO₂eq in the previous year. This
Perubahan ini dipengaruhi oleh operasi tambang perusahaan. change was influenced by mining operations 2023, ITM has
Sejak 2023, ITM juga telah memisahkan perhitungan emisi also separated the calculation of emissions between activities
antara kegiatan yang berasal dari ITM dan dari mitra kerja originating from ITM and those from its contractors to produce
untuk menghasilkan data yang lebih akurat dan transparan. more accurate and transparent data. The reduction in Scope
Adapun pengurangan emisi cakupan 3 mitra kerja dari 2024 3 emissions from contractors from 2024 to 2025 amounted
ke 2025 sebesar 28.116 ton CO₂eq. [102-9, 305-5][CSS-12.2.3] to 28,116 tons CO₂eq. [102-9, 305-5][CSS-12.2.3]
Pengurangan Emisi GRK Absolut per Tahun ton CO2eq [302-4, 305-5][CSS-12.2.3]
Absolute GHG Emission Reduction per Year tons CO₂eq
Baseline 2025 2024 2023
2019 50,844.76 66,815.04 55,267.64
Keterangan | Notes:
• Jenis gas yang termasuk pada perhitungan pengurangan emisi GRK: CO₂, CH₄, N₂O, HFC, dan PFC
• Cakupan emisi GRK di mana pengurangan terjadi: Cakupan 1 dan 2
• Pengurangan emisi GRK dari PLTS dan Biogenik
• Types of gases included in the GHG emission reduction calculation: CO₂, CH₄, N₂O, HFCs, and PFCs
• GHG emission scopes where reductions occurred: Scope 1 and Scope 2
• GHG emission reduction from Solar Power Plants and Biogenic Sources
50 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
Page 51
Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Emisi GRK dari ITM Berdasarkan Sumber [305-1, 305-2, 305-3] [CSS-12.1.5, CSS-12.1.6, CSS-12.1.7]
GHG Emissions from ITM by Source
Uraian Satuan
2025 2024 2023
Description Unit
Emisi GRK Cakupan 1 | Scope 1 GHG Emissions
Emisi GRK dari Kegiatan Pertambangan dan Penunjang (Cakupan 1) | GHG Emissions from Mining and Support Activities (Scope 1)
Solar | Diesel Fuel 136,044 189,204 102,821*****
Ton CO₂eq
Minyak Nabati | Palm Oil 24,867 32,177 13,096*****
Emisi GRK dari Kegiatan Pertambangan (Cakupan 1) | GHG Emissions from Mining Activities (Scope 1)
Batubara | Coal 0 26,837 36,932
Bahan Peledak | Explosive Materials 7,531 7,007 6,342
Ton CO₂eq
Emisi GRK Fugitif | Fugitive GHG Emission 974,878 835,161 696,534
Emisi GRK dari Kegiatan Penunjang (Cakupan 1) | GHG Emission from Support Activities (Scope 1)
Bensin | Gasoline 866 702 814
Refrigerant | Refrigerant 77 67 12*****
Emisi Biogenik* | Biogenic Emission* 49,532 62,629 27,652*****
Emisi Limbah** | Waste Emission** 0 - -
Ton CO₂eq
Emisi Venting Fuel Storage**
0 - -
Venting Fuel Storage Emission**
Emisi Pemanfaatan Hutan dan Penggunaan
0 - -
Lahan (FOLU)** | Forest and Land Use Emission**
Emisi Wastewater Treatment Plant**
0 - -
Wastewater Treatment Plant Emission**
Jumlah Emisi GRK Cakupan 1
Ton CO₂eq 1,144,263 1,091,155 856,550*****
Total GHG Emissions for Scope 1
Emisi GRK Cakupan 2 | Scope 2 GHG Emission
Listrik PLN | Electricity Purchased Ton CO₂eq 32,402 9,113 2,389*****
Jumlah Emisi GRK Cakupan 2
Ton CO₂eq 32,402 9,113 2,389*****
Total GHG Emissions for Scope 2
Emisi GRK Cakupan 3 | Scope 3 GHG Emission
Batubara terjual*** | Coal sales*** 37,455,416 35,937,945 32,470,779*****
Perjalanan Bisnis**** | Business Trip**** Ton CO₂eq 842 611 1,004
Penyedia Jasa | Services 896,952 925,068 851,192*****
Jumlah Emisi GRK Cakupan 3
Ton CO₂eq 38,353,210 36,863,624 33,322,976*****
Total GHG Emissions for Scope 3
Keterangan | Notes:
• Dengan pendekatan operasional, data emisi mencakup PT Indominco Mandiri, PT Trubaindo Coal Mining, PT Bharinto Ekatama, PT Kitadin, PT Jorong Barutama Greston, PT Tambang Raya
Usaha Tama, ITM HO, ITM Balikpapan Office, ITM Samarinda Office, dan PT ITM Banpu Power (IBP).
• Jenis gas rumah kaca yang dihitung dalam perhitungan emisi gas rumah kaca adalah CO2, CH4, N2O, dan HFC
• Nilai Global Warming Potential (GWP) yang digunakan mengacu pada IPCC AR5.
*
Emisi biogenik berupa asam lemak metil ester (Fatty Acid Methyl Ester, FAME) yang berasal dari sumber terbarukan. Emisi biogenik dikecualikan dari total emisi GRK namun dicantumkan dalam
tabel untuk menunjukkan potensi emisi GRK jika menggunakan hidrokarbon. Konsentrasi FAME rata-rata yang digunakan di 2025 adalah 40%.
**
Emisi GRK belum dihitung
***
Volume batubara yang berasal dari tambang sendiri yang dijual
****
Emisi dari perjalanan bisnis tahun 2025 berdasarkan penerbangan yang dilakukan oleh karyawan
*****
Penyajian kembali
• Under the operational approach, emissions data includes PT Indominco Mandiri, PT Trubaindo Coal Mining, PT Bharinto Ekatama, PT Kitadin, PT Jorong Barutama Greston, PT Tambang Raya
Usaha Tama, ITM HO, ITM Balikpapan Office, ITM Samarinda Office, and PT ITM Banpu Power (IBP).
• The types of greenhouse gases calculated in the calculation of greenhouse gas emissions are CO2, CH4, N2O, and HFC.
• Global Warming Potential (GWP) value used refers to IPCC AR5.
*
Biogenic emissions in the form of fatty acid methyl ester (FAME) from renewable sources. Biogenic emissions are excluded from total GHG emissions but are included in the table to show
potential GHG emissions if hydrocarbons were used. The average FAME concentration used in 2025 is 40%.
**
GHG emission not yet calculated
***
Volume of coal from own mines sold
****
Emissions from business travel in 2025 are only based on flights by employees.
*****
Restatement
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 51
Page 52
Emisi GRK dari ITM dan Mitra Kerja Berdasarkan Jenisnya [102-5, 102-6, 102-7, 305-1] [CSS-12.1.5]
GHG Emissions from ITM and Business Partners by Type
Uraian Satuan
2025 2024 2023
Description Unit
Emisi GRK Cakupan 1
Scope 1 GHG Emissions
Karbon Dioksida (CO₂)
203,251 238,663 227,274*
Carbon Dioxide (CO₂)
Metana (CH₄)
956,111 833,219* 702,087
Methane (CH₄)
Ton CO₂eq
Dinitrogen Oksida (N₂O)
67,505 91,190 92,859*
Nitrous Oxide (N₂O)
Hidrofluorokarbon (HFC)
76 67 15
Hydrofluorocarbon (HFC)
Jumlah Emisi GRK Cakupan 1
Ton CO₂eq 1,226,943 1,163,139 1,022,235
Total GHG Emissions for Scope 1
Emisi GRK Cakupan 2
Scope 2 GHG Emissions
Karbon Dioksida (CO₂)
32,402 9,113 2,389
Carbon Dioxide (CO₂)
Metana (CH₄) -
- -
Methane (CH₄)
Ton CO₂eq
Dinitrogen Oksida (N₂O) -
- -
Nitrous Oxide (N₂O)
Hidrofluorokarbon (HFC) -
- -
Hydrofluorocarbon (HFC)
Jumlah Emisi GRK Cakupan 2
Ton CO₂eq 32,402 9,113 2,389
Total GHG Emissions for Scope 2
Emisi GRK Cakupan 3
Scope 3 GHG Emissions
Karbon Dioksida (CO₂)
37,901,775 35,678,985 32,883,643
Carbon Dioxide (CO₂)
Metana (CH₄)
139,261 111,381 121,167
Methane (CH₄)
Ton CO₂eq
Dinitrogen Oksida (N₂O)
559,689 147,580 493,119
Nitrous Oxide (N₂O)
Hidrofluorokarbon (HFC)
5,571 - 10,332
Hydrofluorocarbon (HFC)
Jumlah Emisi GRK Cakupan 1, 2, dan 3
Ton CO₂eq 39,865,641 37,110,199 34,532,886
Total GHG Emissions for Scope 1,2, and 3
*
Penyajian kembali | *Restatement
52 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
Page 53
Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Emisi GRK Cakupan 1, 2, dan 3 [102-5, 102-6, 102-7]
Scope 1, 2, and 3 GHG Emissions
Tahun dasar
Base year 2025 2024 2023
2019
Emisi GRK
Cakupan 1, 2, Emisi Emisi Emisi Emisi
dan 3 Biogenik Biogenik Biogenik Biogenik
Scope 1, CO2 CO2 CO2 CO2
2, and 3 GHG Emisi Biogenic Emisi Biogenic Emisi Biogenic Emisi Biogenic
emissions Emissions CO2 Emissions CO2 Emissions CO2 Emissions CO₂
(mtCO2e) Emissions (mtCO2e) emissions (mtCO2e) emissions (mtCO2e) emissions
(metric (metric (metric (metric
tons) tons) tons) tons)
Emisi GRK
Cakupan 1
1,952,662 226,857 1,144,263 49,532 1,091,155 62,629 968,500 51,298
Scope 1 GHG
emissions
Emisi GRK Cakupan 2
Scope 2 GHG emissions
Berbasis lokasi
2,615 0 32,402 0 9,113 0 2,389 0
Location-based
Berbasis pasar
0 0 0 0 0 0 0 0
Market-based
Emisi GRK Cakupan 3
Scope 3 GHG emissions
Kategori 3:
Aktivitas terkait
bahan bakar dan
energi (tidak
termasuk emisi
GRK Cakupan 1
atau Cakupan 2) 0 0 896,952 253,671 925,068 219,233 851,192 185,286
Category 3:
Fuel- and energy-
related activities
(exclude Scope 1
or Scope 2 GHG
emissions)
Kategori 4:
Transportasi dan
distribusi hulu
Category 4: 0 0 0 0 0 0 0 0
Upstream
transportation and
distribution
Kategori 6:
Perjalanan dinas
0 0 842 0 611 0 1,004 0
Category 6:
Business travel
Kategori 11:
Penggunaan
produk yang dijual
N/A N/A 37,455,416 0 35,937,945 0 32,470,779 0
Category 11:
Use of sold
products
Keterangan | Notes:
• Perhitungan emisi dilakukan dengan pendekatan location-based, belum menggunakan metode market-based.
• ITM belum menghitung emisi cakupan 3 untuk Kategori 1 (Barang dan jasa yang dibeli), Kategori 2 (Barang modal), kategori 4 (Transportasi dan distribusi hulu), Kategori 5 (Limbah yang
dihasilkan dari kegiatan operasional), Kategori 7 (Perjalanan karyawan), Kategori 8 (Aset sewaan hulu), Kategori 9 (Transportasi dan distribusi hilir), Kategori 10 (Pengolahan produk yang
dijual), Kategori 12 (Perawatan akhir masa pakai produk yang dijual), Kategori 13 (Aset sewaan hilir), Kategori 14 (Waralaba), dan Kategori 15 (Investasi).
• Emissions are calculated using the location-based approach and have not yet applied the market-based method.
• ITM has not calculated Scope 3 emissions for Category 1 (Purchased goods and services), Category 2 (Capital goods), Category 4 (Upstream transportation and distribution), Category 5
(Waste generated from operational activities), Category 7 (Employee travel), Category 8 (Upstream leased assets), Category 9 (Downstream transportation and distribution), Category 10
(Processing of products sold), Category 12 (End-of-life care of sold products), Category 13 (Downstream leased assets), Category 14 (Franchises), and Category 15 (Investments).
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 53
Page 54
Emisi GRK Cakupan 1 dan 2 Berdasarkan Jenis Gas [102-5, 102-6]
Scope 1 and 2 GHG Emissions By Gas
2025 2024 2023
Emisi GRK Cakupan 1 dan 2 berdasarkan jenis gas
Scope 1 and 2 GHG emissions by gas Emisi Emisi Emisi Emisi Emisi Emisi
Emissions Emissions Emissions Emissions Emissions Emissions
(metric tons) (mtCO₂e) (metric tons) (mtCO₂e) (metric tons) (mtCO₂e)
CO₂ 203,251 203,251 238,663 238,663 227,274 227,274
CH₄ 31,870 956,111 27,774 833,219 23,403 702,087
N₂O 255 67,505 344 91,190 350 92,859
Emisi GRK Cakupan 1
HFCs 0.07 76 0.05 67 0.01 15.31
Scope 1 GHG emissions
PFCs 0 0 0 0 0 0
SF6 0 0 0 0 0 0
NF₃ 0 0 0 0 0 0
Total emisi GRK Cakupan 1
1,226,943 1,163,139 1,022,235
Total Scope 1 GHG emissions
CO₂ 32,402 32,402 9,113 9,113 2,389 2,389
Emisi GRK Cakupan 2 (pendekatan location-
based) CH₄ 0 0 0 0 0 0
Scope 2 GHG emissions (location- based)
N₂O 0 0 0 0 0 0
Total emisi GRK Cakupan 2 (pendekatan
location-based) 32,402 9,113 2,389
Total Scope 2 GHG emissions (location- based)
Total Emisi GRK Cakupan 1 dan Cakupan 2
CO2 1,259,345 1,172,252 1,024,624
Total Scope 1 and 2 GHG emissions
Keterangan | Notes:
Perhitungan emisi dilakukan dengan pendekatan location-based, belum menggunakan metode market-based
Emissions are calculated using the location-based approach and have not yet applied the market-based method.
Target Pengurangan Emisi GRK [102-4]
GHG Emissions Reduction Targets
Tahun Target emisi Target emisi Tahun dasar emisi Cakupan
Progres Progres Tahun
Cakupan emisi target Target Target Base year gas
Progress Progress dasar
Emission scope Target emissions emissions emissions Gases
(%) (mtCO2e) Base year
year (%) (mtCO2e) (mtCO2e) covered
Target Cakupan 1 dan 2* CO₂, CH₄,
2025 -5 2,073,028 8.92 2,376,820 2019 2,182,134
Scope 1 and 2 target* N₂O, HFC
*
Keterangan | Notes:
• Mencakup emisi kontraktor dan biogenik | Includes contractor and biogenic emissions
• Persentase emisi yang termasuk dalam masing-masing Cakupan: 100% | Percentage of emissions included within each Scope: 100%
Intensitas Emisi GRK [102-8, 305-4][CSS-12.1.8]
GHG Emission Intensity
Uraian Satuan
2025 2024 2023
Description Unit
Jumlah Produksi | Total Production Juta Ton | Million Tons 21.2 19.7 17.2
Pendapatan Bersih | Net Revenue USD Juta | Million USD 1,881 2,304 2,374
Intensitas Emisi GRK Cakupan 1 & 2 Ton CO₂eq / Ton Produksi
0.06 0.06 0.06
Scope 1 & 2 GHG Emission Intensity Ton CO₂eq / Production Tons
Ton CO₂eq/ USD 0.0006 0.0005 0.0004
Intensitas Emisi GRK Cakupan 3 Ton CO₂eq / Ton Produksi
1.81 1.88 1.93
Scope 3 GHG Emission Intensity Ton CO₂eq / Production Tons
Ton CO₂eq/ USD 0.020 0.016 0.014
54 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
Page 55
Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Pengendalian dan Reduksi Emisi Control and Reduction of Ozone
Ozone Depleting Substances (ODS) Depleting Substances (ODS)
dan Emisi Udara Lainnya Emissions and Other Emissions
ITM terus memperkuat upaya perlindungan lapisan ozon dan ITM continues to strengthen its efforts to protect the ozone
pengendalian perubahan iklim, salah satunya melalui penggunaan layer and control climate change, including through the use of
refrigeran R410a yang lebih ramah lingkungan dan tidak R410a refrigerant, which is more environmentally friendly and
mengandung Ozone Depleting Substances (ODS). Sejak 2023, does not contain Ozone-Depleting Substances (ODS). Since
ITM telah sepenuhnya menghentikan pemakaian HCFC-22 dan 2023, ITM has fully discontinued the use of HCFC-22 and
memastikan bahwa proses operasional, produk, serta layanan ensures that its operational processes, products, and services
yang disediakan bebas dari bahan perusak ozon. [305-6, 305-7] are free from ozone-depleting substances. [305-6, 305-7]
ITM melakukan pemantauan dan perhitungan beban emisi udara ITM monitors and calculates air emission loads for NOx, SOx,
untuk parameter NOx, SOx, CO, dan partikulat. Perhitungan CO, and particulate matter. Emissions from stationary sources
emisi dari sumber tidak bergerak dilakukan dengan dua are calculated using two approaches. For units that have
pendekatan. Untuk unit yang sudah menjalani pengukuran undergone direct measurement, calculations are based on
langsung, perhitungan mengacu pada hasil uji laboratorium. laboratory test results. For units that have not yet been
Sementara itu, untuk unit yang belum diukur, beban emisi measured, emission loads are estimated using secondary
diestimasi menggunakan data sekunder berupa rata-rata hasil data in the form of average laboratory test results from
uji laboratorium dari sumber sejenis yang telah diukur sebelumnya. comparable sources that have previously been measured.
Untuk sumber bergerak, estimasi beban emisi dilakukan dengan For mobile sources, emission load estimates are calculated
menggunakan data sekunder konsentrasi sulfur. Pada 2025, using secondary data on sulfur concentration. In 2025, total
total beban emisi konvensional mencapai 557,72 ton yang conventional air emission loads amounted to 557.72 tons,
merupakan penurunan sebesar 10,49% dibandingkan tahun representing an increase of 10.49% compared to the previous
sebelumnya, yang disebabkan oleh pengalihan sumber listrik year, driven by transfer of electricity supply from internal
dari genset internal ke pembelian listrik PLN. [305-7] generators to purchased electricity from PLN. [305-7]
Jumlah Beban Emisi Konvensional (Ton)
Total Conventional Emission Loads
Jenis Emisi
2025 2024 2023
Emission Type
NOx 420.78 428.09 296.41
SOx 43.49 39.64 27.68
CO 71.68 107.18 54.06
Particulate Matter (PM) 21.77 48.14 46.86
Persistent Organic Pollutants (POP) N/A N/A N/A
Volatile Organic Compounds (VOC) N/A N/A N/A
Hazardous Air Pollutants (HAP) N/A N/A N/A
Keterangan | Notes:
ITM tidak mengungkapkan polutan organik yang persisten (POP) sebagai emisi udara yang signifikan karena tidak relevan dengan karakteristik bisnis Perusahaan. Perhitungan di atas hanya
untuk beban emisi dari genset. Saat ini untuk genset dgn kapasitas 150 KVA ke atas yang teridentifikasi dan sudah dihitung beban emisinya.
ITM does not disclose persistent organic pollutants (POPs) as significant air emissions as they are not relevant to the characteristics of the Company’s business. The above calculation is only for the
emission load from the generators. New approach to conventional emission load calculation, currently for identified generators with a capacity of 150 KVA and above, the emission load is calculated.
ITM juga berupaya untuk mengurangi emisi udara non-GRK ITM also strives to reduce non-GHG air emissions by
penerapan berbagai inisiatif pengendalian emisi. Upaya yang implementing various emission control initiatives. Efforts
dilakukan untuk mengurangi emisi udara non-GRK meliputi: to reduce non-GHG air emissions include:
1. Uji coba penerapan truk listrik dalam pengangkutan 1. Pilot testing of electric trucks for coal transportation.
batubara.
2. Penerapan kendaraan listrik untuk operasional 2. Deployment of electric vehicles for daily operations,
harian, termasuk penggunaan kendaraan listrik including the use of electric vehicles by ITM’s
bagi pimpinan ITM. management.
3. Pemastian penerapan perawatan kendaraan 3. Ensuring the implementation of regular vehicle
berkala. maintenance programs.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 55
Page 56
Keanekaragaman Hayati dan
Rehabilitasi Pascatambang
Biodiversity and Post-mining Rehabilitation
Highlight 2025 | 2025 Highlights
Serah Terima Rehabilitasi DAS seluas
Total area of watershed rehabilitation handover
2,717.84 ha
Akumulasi Penanaman pada Lahan Reklamasi seluas Penanaman Bibit Mangrove (Jumlah Bibit)
Area of Accumulated Planting on Reclamation Land Mangrove Planting (Number of seedlings)
6,259 ha 10,000 bibit
Pendekatan Manajemen [3-3][CSS-12.3.1, CSS-12.5.1]
Management Approach
Topik Material: Keanekaragaman Hayati dan Pascatambang
Material Topic: Biodiversity and Post-mining
Kebijakan | Policy
• ITM-P-HSE-9.2-002 Kebijakan Lingkungan | ITM-P-HSE-9.2-002 Environmental Policy
• Manual K3L tentang Pedoman Pengelolaan K3L | HSE Manual on HSE Management Guidelines
Dampak dan Pengelolaan: Impact and Management:
Aktivitas pertambangan, terutama pada fase pembukaan lahan, memiliki potensi menimbulkan perubahan bentang
alam yang dapat mengurangi fungsi ekosistem dan menurunkan keanekaragaman hayati. Untuk meminimalkan
dampak tersebut, ITM menerapkan mitigasi keanekaragaman hayati berdasarkan hirarki mitigasi, menjalankan
berbagai program konservasi, dan melakukan rehabilitasi area terdampak.
Mining activities, particularly during the land clearing phase, have the potential to alter landscape characteristics,
which may reduce ecosystem functions and biodiversity levels. To mitigate these impacts, ITM applies biodiversity
management measures in accordance with the mitigation hierarchy, implements various conservation programs,
and undertakes rehabilitation of affected areas.
Sumber Daya dan Evaluasi: Resources and Evaluation:
ITM melakukan penilaian dan evaluasi keanekaragaman hayati secara berkala serta melaporkan hasil pengelolaannya
kepada Kementerian Lingkungan Hidup dan Kehutanan. Penilaian tahun 2025 menunjukkan indeks keanekaragaman
hayati berada pada kisaran 0,5 - 2,7. Masukan dari pihak berwenang melalui komunikasi rutin dan FGD dimanfaatkan
untuk memperbaiki kebijakan dan prosedur operasional. Sepanjang periode pelaporan, ITM mengelola area reklamasi
sesuai dengan persyaratan dokumen lingkungan, dengan Departemen Mine Rehabilitation bertanggung jawab atas
pelaksanaan, pemantauan, dan pelaporan program keanekaragaman hayati serta kinerja pascatambang.
ITM conducts periodic biodiversity assessments and evaluations and reports the results of its biodiversity management
efforts to the Ministry of Environment and Forestry. The 2025 assessment indicates that the biodiversity index ranged
between 0.5 and 2.7. Input from relevant authorities, obtained through regular communications and focused group
discussions (FGDs), is incorporated to enhance internal policies and operational procedures. Throughout the reporting
period, ITM managed reclamation areas in accordance with the requirements set out in the approved environmental
documents. The Mine Rehabilitation Department is responsible for the implementation, monitoring, and reporting
of biodiversity programs as well as post-mining performance.
56 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
Page 57
Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Kebijakan dan Pengelolaan Biodiversity Policy and
Keanekaragaman Hayati Management
Kebijakan Menghentikan dan Mengembalikan Policy to Halt and Reverse Biodiversity Loss
Keanekaragaman Hayati Hilang [101-1] [101-1]
Kebijakan keanekaragaman hayati merupakan bagian dari The biodiversity policy forms part of the Company’s
Kebijakan Lingkungan Perusahaan dan diterapkan secara Environmental Policy and applies across all ITM entities,
menyeluruh di seluruh entitas ITM, termasuk anak usaha including subsidiaries and business partners.
dan mitra kerja.
Penetapan tujuan dan target pengelolaan keanekaragaman The Company’s biodiversity objectives and targets are
hayati didasarkan pada kajian ilmiah yang relevan serta established based on relevant scientific studies and refer
mengacu pada dokumen AMDAL dan rencana penutupan to the Environmental Impact Assessment (AMDAL)
tambangsebagai tahun dasar. Untuk memantau dan documents and the mine closure plan as the base year. To
mengevaluasi pencapaiannya, ITM menggunakan parameter monitor and evaluate progress, the Company applies
indeks keanekaragaman hayati atau Shannon Diversity Index, biodiversity index parameters or the Shannon Diversity Index,
yang merefleksikan kesehatan dan keseimbangan ekosistem. which reflects ecosystem health and balance.
Pengelolaan Dampak Keanekaragaman Biodiversity Impact Management [101-2]
Hayati [101-2]
Upaya pelestarian dan perlindungan keanekaragaman hayati Biodiversity conservation and protection efforts are
dilaksanakan berdasarkan kajian dasar dan penilaian risiko implemented based on baseline studies and biodiversity
biodiversitas, dengan memastikan pemanfaatan lahan risk assessments, ensuring efficient land use while applying
dilakukan secara efisien serta mengacu pada penerapan the mitigation hierarchy, covering minimization, restoration,
hierarki mitigasi yang mencakup minimalisasi, pemulihan, offsetting, and additional conservation measures.
penyeimbangan, dan tindakan konservasi tambahan.
ITM menerapkan pengendalian emisi, melakukan penyesuaian ITM implements emission controls, adjusts mine design to
desain tambang untuk mengurangi gangguan area, serta reduce area disturbance, and conducts flora rescue activities
melaksanakan penyelamatan flora pada lokasi yang akan prior to land clearing. Ecosystem restoration and
dibuka sebelum kegiatan land clearing dilakukan. Selanjutnya, rehabilitation are carried out through the preparation of
upaya pemulihan dan rehabilitasi ekosistem terdampak reclamation plans and technical reclamation designs
(restore/rehabilitate) diwujudkan melalui penyusunan rencana reviewed and approved by the Government. The program
reklamasi dan rancangan teknis reklamasi yang telah dikaji includes land contouring, erosion and sedimentation control,
dan disetujui oleh pemerintah. Program ini mencakup and revegetation. Its implementation involves local
penataan lahan, pengendalian erosi dan sedimentasi, serta communities in seedling procurement and planting activities,
kegiatan revegetasi. Pelaksanaannya melibatkan masyarakat collaboration with local universities to assess reclamation
lokal dalam pengadaan bibit dan kegiatan penanaman, best practices, and cooperation with the National Research
didukung kerja sama dengan universitas setempat untuk and Innovation Agency (BRIN) to develop revegetation
mengkaji praktik terbaik reklamasi, serta kolaborasi dengan modeling aimed at improving ecosystem recovery outcomes.
BRIN dalam pemodelan revegetasi guna meningkatkan
keberhasilan pemulihan ekosistem.
ITM juga melaksanakan rehabilitasi daerah aliran sungai untuk ITM conducts watershed rehabilitation to compensate for
mengompensasi dampak penggunaan lahan hutan. Selain forest land use impacts. In addition, transformative actions
itu, tindakan transformatif juga dilakukan melalui are undertaken through the development of black orchid
pengembangan anggrek hitam, tanaman endemik Kalimantan propagation, an endemic Kalimantan species listed as
yang berstatus terancam punah menurut IUCN Red List, endangered under the IUCN Red List, using tissue culture
dengan teknik kultur jaringan sebagai upaya konservasi jangka techniques to support long term conservation and
panjang dan peningkatan keanekaragaman hayati. biodiversity enhancement.
Proses kepatuhan terhadap regulasi access and benefit- The process of ensuring compliance with access and benefit-
sharing (ABS) tidak relevan bagi ITM, karena sumber daya sharing (ABS) regulations is not applicable to ITM, as the
yang dimanfaatkan berupa komoditas pertambangan dan resources utilized consist of mining commodities rather
bukan sumber daya genetik yang dapat diakses masyarakat. than genetic resources that can be accessed by the public.
Selain itu, akses publik ke area konsesi dibatasi sesuai In addition, public access to concession areas is restricted
karakteristik operasional, sehingga tidak terdapat skema in line with operational characteristics, and therefore no
pemberian akses maupun pembagian manfaat sebagaimana access provision or benefit-sharing scheme exists as
diatur dalam kerangka ABS. [101-3] stipulated under the ABS framework. [101-3]
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 57
Page 58
Rencana Pengelolaan Keanekaragaman Biodiversity Management Plan [101-2, 101-4]
Hayati [101-2, 101-4]
Rencana Pengelolaan Keanekaragaman Hayati disusun The Biodiversity Management Plan is developed based on
berdasarkan hasil penilaian dampak yang mengacu pada impact assessment results in accordance with GRI 101 and
GRI 101 dan akan terus disempurnakan melalui dependency will continue to be refined through dependency and impact
and impact assessment untuk memastikan pengelolaan assessments to ensure comprehensive and adaptive
biodiversitas dilakukan secara komprehensif dan adaptif. biodiversity management. Its implementation is aligns with
Implementasinya selaras dengan upaya penanganan climate change mitigation efforts, including reclamation
perubahan iklim, antara lain melalui program reklamasi yang programs that contribute to carbon sequestration as part
berkontribusi pada penyerapan karbon sebagai bagian dari of emission balancing initiatives.
penyeimbangan emisi.
Seluruh site operasional diidentifikasi memiliki potensi All operational sites are identified as having potentially
dampak signifikan terhadap keanekaragaman hayati karena significant impacts on biodiversity, as they are located within
berlokasi di kawasan hutan dan menggunakan metode forest areas and apply open pit mining methods. Risk
pertambangan terbuka. Penilaian risiko mempertimbangkan assessments consider factors such as climate change, land
faktor perubahan iklim, perubahan tata guna lahan dan laut, and sea use change, natural resource exploitation, and
pemanfaatan sumber daya alam, serta pencemaran. Hasil pollution. The assessment results indicate that land use
kajian menunjukkan bahwa perubahan tata guna lahan change represents the most significant impact factor. The
menjadi faktor dengan dampak paling signifikan. Proses evaluation process is conducted internally as part of the
penilaian dilakukan secara internal sebagai bagian dari sistem Company’s environmental management system.
manajemen lingkungan perusahaan.
58 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Lokasi Keanekaragaman Hayati Terdampak [101-5, 101-6, 101-7, 101-8]
Location of Impacted Biodiversity Areas
Situs Penyebab langsung dari hilangnya keanekaragaman hayati
Sites Direct drivers of biodiversity loss
Perubahan penggunaan lahan dan laut
Activities
Luas (ha)
Kegiatan
Location
Size (ha)
Land and sea use change
Lokasi
Konversi ekosistem alami Konversi dari satu ekosistem yang telah dimanfaatkan
Natural ecosystem conversion atau dimodifikasi secara intensif ke ekosistem lainnya
Conversion from one intensively used or modified
ecosystem to another
Luas ekosistem Tanggal batas Jenis ekosistem Jenis ekosistem Luas ekosistem Jenis ekosistem Jenis
yang dikonversi atau tanggal sebelum setelah konversi yang dikonversi sebelum konversi ekosistem
(ha) referensi konversi Ecosystem type (ha) Ecosystem type setelah
Size of Cut-off date Ecosystem after conversion Size of before conversion konversi
ecosystem or reference type before ecosystem Ecosystem
converted (ha) date conversion converted (ha) type after
conversion
BEK Kalimantan Hutan tropis–
Timur, subtropis
Kalimantan Tropical–
subtropical
17,311
Tengah
1,283.31 forests - - -
East
Kalimantan,
Central
Kalimantan
EMB Ekosistem
Kalimantan dengan
Area
2,973
Timur penggunaan
- - 1,283.31 tambang
East lahan intensif
Mining area
Kalimantan Intensive land-
use ecosystems
GPK Kalimantan Hutan tropis–
Timur subtropis
5,060
East 1,283.31 Tropical– - - -
Kalimantan subtropical
forests
Operasional tambang
Mining operation
IMM Kalimantan Hutan tropis–
Timur 31 Desember subtropis
24,121
East 1,283.31 2025 Tropical– Area tambang - - -
Kalimantan December 31, subtropical Mining area
2025 forests
JBG Kalimantan Hutan tanaman
4,883
Selatan Plantation
1,283.31 - - -
South forests
Kalimantan
NPR Kalimantan Hutan tropis–
Tengah subtropis
4,291
Central 1,283.31 Tropical– - - -
Kalimantan subtropical
forests
TCM Kalimantan Hutan tropis–
Timur subtropis
22,573
East 1,283.31 Tropical– - - -
Kalimantan subtropical
forests
TIS Kalimantan Hutan tropis–
Timur subtropis
2,065
East 1,283.31 Tropical– - - -
Kalimantan subtropical
forests
Perlindungan Keanekaragaman Biodiversity Protection
Hayati
ITM memprioritaskan pengelolaan dan mitigasi dampak ITM prioritizes the management and mitigation of mining
penambangan terhadap ekosistem dan keanekaragaman impacts on ecosystems and biodiversity. Land clearing and
hayati. Pembukaan lahan dan reklamasi dilaksanakan sesuai reclamation are carried out in accordance with the AMDAL
dokumen AMDAL, dengan target mencapai No Net Loss document, with a target of achieving No Net Loss by the
pada akhir penutupan tambang. end of mine closure.
Sebagai bagian dari inisiatif reklamasi, PT Indominco Mandiri As part of its reclamation initiatives, PT Indominco Mandiri
mengembangkan proyek Arboretum 30 Gemilang dan has developed the Arboretum 30 Gemilang and Arboretum
Arboretum Kanahuang. Kawasan arboretum ini tidak hanya Kanahuang projects. These arboretum areas function not
berfungsi sebagai area restorasi ekologis pascatambang, tetapi only as post-mining ecological restoration sites but also as
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 59
Page 60
juga sebagai kawasan konservasi keanekaragaman hayati yang biodiversity conservation areas designed to provide long-
dirancang untuk memberikan nilai lingkungan dan sosial jangka term environmental and social value. The projects support
panjang. Proyek ini mendukung penelitian ilmiah, pendidikan scientific research, environmental education, tourism
lingkungan, pengembangan pariwisata, serta kegiatan rekreasi development, and community-based recreational activities,
berbasis masyarakat, sehingga mengintegrasikan pemulihan thereby integrating ecological restoration with socio-
ekologis dengan manfaat sosial-ekonomi. economic benefits.
Beberapa Upaya Pengelolaan Lahan Terganggu [101-6, 101-7][CSS-12.5.3]
Some Disturbed Land Management Efforts
Aktivitas Tambang Pembukaan Lahan Penggalian Batuan Penutup
Mine Activities Land Clearing Excavation of Overburden
Risiko dan Dampak Peningkatan laju erosi, peningkatan sedimentasi, Perubahan bentang alam, peningkatan laju erosi, dan peningkatan
Lingkungan dan penurunan tingkat kesuburan tanah. sedimentasi.
Environmental Risk Increased erosion rate, Increased sedimentation and Changes in landscape, increased erosion rates and increased
and Impact decreased soil fertility. sedimentation.
Mitigasi 1. Penempatan tanah pucuk pada tempat yang 1. Pelaksanaan reklamasi dengan memperhatikan aspek keamanan
Mitigation aman dari erosi. dan kestabilan timbunan serta revegetasi lahan sesuai dengan
2. Penanaman tanaman penutup (cover crop) untuk rencana reklamasi.
mengendalikan penggerusan tanah pucuk akibat 2. Penyiraman jalan pada tapak tambang, jalan angkut, lokasi
air larian dan menjaga kesuburan tanah. pengoperasian fasilitas, sarana dan prasarana tambang.
3. Sempadan sungai yang merupakan Sub-sub 3. Penerapan aturan kecepatan rendah khususnya untuk kendaraan
DAS sebagai kawasan konservasi. angkut batubara (maksimum 40 km/jam).
4. Penerapan metode penambangan gali timbun ke 4. Implementasi reklamasi dan revegetasi lahan sesuai dengan
belakang atau in pit dump. rencana.
1. Placement of topsoil stock in a safe place from 1. Carry out reclamation by considering the security and stability
erosion. aspects of embankment and land revegetation in accordance with
2. Plant cover crops to control the drift of topsoil the reclamation plan.
by runoff and maintain soil fertility. 2. Watering the road on the mine site, hauling road, operating location
3. Riparian zones which are the Sub-sub watershed of facilities, mining facilities and infrastructure.
become a conservation area. 3. Applying low speed rules especially for coal hauling vehicles
4. Apply a mining method of backfilling or in pit (maximum 40 km/hour).
dump. 4. Implementation of land reclamation and revegetation according to plan.
Beberapa Dampak Lahan Terganggu Terhadap Keanekaragaman Hayati [101-6, 101-7][CSS-12.5.3]
Several Impacts of Disturbed Land on Biodiversity
Jangkauan Wilayah
Jenis Status IUCN Dampak Durasi Dampak Reversibilitas
Extent of areas
Species IUCN Status Impact Duration of Impacts Reversibility
impacted
Famili Terancam Berkurangnya individu Pada wilayah Selama kegiatan Dapat dipulihkan sampai
Dipterocarpaceae Punah (EN) famili Dipterocarpaceae pembukaan lahan penambangan dengan kegiatan penanaman
Family Endangered akibat konversi In the land clearing berlangsung sampai kembali individu-individu
Dipterocarpaceae (EN) lahan hutan menjadi area kegiatan reklamasi spesies dari famili tersebut
pertambangan dilakukan Can be restored up to
Declining number During mining replanting species individuals
of individuals of activities until of the family
Dipterocarpaceae family reclamation activities
due to conversion of are carried out
forest land to mining
Orang Utan dan Terancam Berkurangnya habitat Pada wilayah Selama kegiatan Dapat dipulihkan sampai
Beruang Madu Punah (CE) dan dan sumber pakan pembukaan lahan penambangan dengan kegiatan penanaman
Orang Utan and Rentan (VU) akibat konversi In the land clearing berlangsung sampai kembali jenis-jenis pohon yang
Sun Bear Critically lahan hutan menjadi area kegiatan reklamasi dapat mengembalikan habitat
Endangered pertambangan dilakukan dan sebagai sumber pakan
(CE) dan Reduced habitat and During mining untuk kedua spesies tersebut
Vulnerable (VU) food sources due to activities until Can be restored through
conversion of forest reclamation activities replanting of tree species that
land to mining are carried out can restore habitat and provide
food sources for both species
Untuk setiap lokasi operasional, perusahaan telah For each operational site, the Company has obtained a Forest
memperoleh Izin Pinjam Pakai Kawasan Hutan (IPPKH) dari Area Borrow-to-Use Permit (IPPKH) from the Ministry of
Kementerian Lingkungan Hidup dan Kehutanan, yang Environment and Forestry, ensuring that all activities are
memastikan bahwa seluruh kegiatan dilakukan di lahan conducted on permitted land and in accordance with their
berizin dan sesuai peruntukannya sebagaimana tercantum designated land-use classifications, as detailed in the
dalam Lampiran. ITM juga tidak memiliki, menyewa, ataupun Appendix. ITM does not own, lease, or manage land located
mengelola lahan di bawah tanah maupun di bawah underground or below the surface. [101-5][CSS-12.5.2]
permukaan. [101-5][CSS-12.5.2]
60 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Area konservasi di BEK Area konservasi di JBG (hutan galam)
Conservation area in BEK Conservation area in JBG (galam forest area)
26.29 ha 99.46 ha
Luas konsesi IMM yang berupa hutan lindung 4.322,11 ha atau 17,92% dari total 24.121 ha
IMM concession area in the form of protected forest 4,322.11 ha or 17.92% of the total 24,121 ha
Persentase kawasan hutan lindung dibandingkan dengan keseluruhan total luas konsesi pertambangan 5,04%
Percentage of protected forest areas to the total area of mining concessions 5.04%
Selama 2025, ITM melaksanakan pengukuran cadangan During 2025, ITM conducted carbon stock measurements
karbon pada tegakan hutan arboretum yang berlokasi di on forest stands within the arboretums located at Arboretum
Arboretum 30 Gemilang dan Arboretum Kanahuang. 30 Gemilang and Arboretum Kanahuang. These
Pengukuran tersebut menghasilkan estimasi cadangan measurements resulted in an estimated carbon stock of
karbon sebesar 523,07 ton CO 2eq/ha. Dalam upaya 523.07 tons CO2eq per hectare. To enhance biodiversity, ITM
meningkatkan keanekaragaman hayati, ITM juga menjalankan also implemented a tree adoption program at IMM and EMB,
program adopsi pohon di IMM dan EMB, yang melibatkan involving various stakeholders, including government
berbagai pemangku kepentingan mulai dari pemerintah dan representatives, community leaders, academics, and
tokoh masyarakat hingga akademisi dan karyawan. Sepanjang employees. Throughout 2025, a total of 160 trees were
2025, jumlah pohon yang ditanam melalui program ini planted under this program. [101-2][CSS-12.5.4]
mencapai 160 pohon. [101-2][CSS-12.5.4]
Wilayah Operasi yang Berada atau Berdekatan dengan Kawasan Dilindungi dan Area Konservasi [101-5] [CSS-12.5.2]
Operating Sites Located in or Adjacent to Protected Areas and Conservation Areas
ITM KANTOR PUSAT
ITM Head Office
ITM SAMARINDA
ITM BALIKPAPAN
KTD EMB, KUTAI
KARTANEGARA
2,065.7 ha
IMM BONTANG
Konsesi | Concession
24,121 ha
NPR
Konsesi | Concession
4,291 ha
TIS
Konsesi | Concession
2,065 ha
GPK TCM
Konsesi | Concession 22,573 ha
5,060 ha
BEK MELAK
17,311 ha
JBG JORONG
Konsesi | Concession
4,883 ha
Keterangan | Notes
Non Hutan Hutan Lindung & Hutan Hutan Tanaman Industri & Area Area Penggunaan Lain Hutan Produksi
Non-Forest Produksi Terbatas Penggunaan Lain Area for Other Purposes Production Forests
Protected Forests & Limited Industrial Plantation Forest & Area
Production Forests for Other Purposes
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 61
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Upaya Perlindungan Habitat pada Kawasan Dilindungi dan Area Konservasi [101-5, 101-2][CSS-12.5.4]
Habitat Protection Efforts in Protected Areas and Conservation Areas
Posisi Wilayah Operasi
Wilayah
Wilayah terhadap Wilayah Dilindungi Nilai
Dilindungi dan
Operasi dan Jenis Operasi Kegiatan 2025 Keanekaragaman
Luasan
Operating Position of Operation Area to 2025 Activities Hayati
Total Protected
Area Protected Area and Type of Biodiversity Value
Land Area
Operation
IMM Hutan lindung. Tidak terdapat aktivitas 1. Melakukan pengambilan cabutan anakan alam untuk 3.62
Bontang Luas 4.322,11 ha operasi (kantor, fasilitas jenis Bayur dan Laban sebanyak 34,944 bibit.
Protected forest. produksi, maupun fasilitas 2. Melakukan budidaya melon premium dan sudah
Area 4,322.11 ha ekstraktif) yang berdekatan sampai tahap pemanenan di tahun 2025 dengan
Arboretum 30 atau berada di wilayah yang kualitas Tingkat kemanisan tinggi (brix 12).
Gemilang: 65 ha dilindungi atau memiliki nilai 3. Konservasi anggrek hitam dengan kultur jaringan
Arboretum keanekaragaman hayati yang sebanyak 26 tanaman.
Kanahuang: 5 ha tinggi. 4. Good Mining Practice Tour di sepanjang 2025
There are no operating diintegrasikan dengan program adopsi pohon.
activities (offices, production 5. Program pengoleksian biji tanaman buah lokal dari
facilities, or extractive karyawan yang dikembangkan di persemaian dan
facilities) adjacent to or in penanaman bibitnya di area revegetasi.
areas that are protected or 1. Collected naturally regenerated seedlings of Bayur
have high biodiversity values. and Laban species, totaling 34,944 seedlings.
2. Cultivated premium melon, reaching the harvesting
stage in 2025 with high sweetness quality (brix level of
12).
3. Conserved black orchids through tissue culture,
totaling 26 plants.
4. Conducted Good Mining Practice Tours throughout
2025, integrated with a tree adoption program.
5. Implemented a local fruit seed collection program
involving employees, with seeds developed in
nurseries and seedlings planted in revegetation areas.
BEK Melak Area konservasi Tidak terdapat aktivitas Pembangunan Arboretum HIMBA TAKA dengan luas 3.57
pada hutan operasi (kantor, fasilitas 26,29 ha. Tahapan pembangunan arboretum yang
produksi. Luas produksi, maupun fasilitas dilaksanakan antara lain:
24,44 ha. ekstraktif) yang berdekatan Tahap I:
Conservation atau berada di wilayah yang - Pembuatan jalur akses arboretum
area in production dilindungi atau memiliki nilai - Pemasangan kamera trap untuk pemantauan
forest. Area 24.44 keanekaragaman hayati yang kawasan
ha. tinggi. - Pemantauan arboretum selama beberapa bulan
There are no operating - Observasi burung
activities (offices, production - Observasi satwa liar lainnya
facilities, or extractive Tahap II:
facilities) adjacent to or in - Pembuatan plot vegetasi
areas that are protected or - Identifikasi pohon
have high biodiversity values. - Pemasangan label pohon
- Pengambilan kamera trap yang telah dipasang
sebelumnya
- Identifikasi pohon dan tanaman bawah
Tahap III:
- Penyiapan material
- Distribusi material di dalam Kawasan Konservasi
Multifungsi (KKMF)
- Pembangunan shelter
- Pemasangan plang informasi
- Penataan jalur arboretum
Development of the HIMBA TAKA Arboretum covering
an area of 26.29 ha, implemented through the following
stages:
Phase I:
- Construction of arboretum access trails.
- Installation of camera traps for area monitoring.
- Arboretum monitoring over several months.
- Bird observation.
- Observation of other wildlife.
Phase II:
- Establishment of vegetation plots.
- Tree identification.
- Installation of tree labels.
- Retrieval of previously installed camera traps.
- Identification of trees and understory vegetation.
Phase III:
- Preparation of materials.
- Distribution of materials within the Multifunctional
Conservation Area (KKMF).
- Construction of shelters.
- Installation of information boards.
- Arrangement of arboretum pathways.
62 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Posisi Wilayah Operasi
Wilayah
Wilayah terhadap Wilayah Dilindungi Nilai
Dilindungi dan
Operasi dan Jenis Operasi Kegiatan 2025 Keanekaragaman
Luasan
Operating Position of Operation Area to 2025 Activities Hayati
Total Protected
Area Protected Area and Type of Biodiversity Value
Land Area
Operation
JBG Area konservasi Tidak terdapat aktivitas 1. Perbanyakan bibit Shorea balangeran dengan teknik 0.5 – 2.2
Jorong ekowisata Hutan operasi (kantor, fasilitas cabutan anakan alam pada Hutan Galam sebanyak
Galam. Luas 99,46 produksi, maupun fasilitas 10,000 batang.
ha ekstraktif) yang berdekatan 2. Kunjungan Dinas Kehutanan Provinsi Kalimantan
Ecotourism atau berada di wilayah yang Selatan dalam rangka “Identifikasi Kawasan
conservation area dilindungi atau memiliki nilai Berpotensi untuk dijadikan Kawasan Ekosistem
Galam Forest. keanekaragaman hayati yang Esensial” pada Hutan Galam dan sekitarnya.
Area 99.46 Ha. tinggi. 3. Pemberian bantuan kotak lebah sebanyak 37 kotak
There are no operating untuk peternak lebah desa Asri Mulya Trans 500
activities (offices, production Kecamatan Jorong. Kotak lebah ditempat di area
facilities, or extractive Reklamasi UC 2014 sampai 2018.
facilities) adjacent to or in 1. Propagation of Shorea balangeran seedlings using
areas that are protected or natural regeneration extraction techniques in Galam
have high biodiversity values. Forest, totaling 10,000 seedlings.
2. Visit by the South Kalimantan Provincial Forestry
Agency for the purpose of “Identification of Areas
with Potential to Be Designated as Essential
Ecosystem Areas” in Galam Forest and surrounding
areas.
3. Provision of 37 beehive boxes to beekeepers in Asri
Mulya Trans 500 Village, Jorong Subdistrict. The
beehive boxes were placed in the UC reclamation area
from 2014 to 2018.
KTD Hutan Pendidikan. Tidak terdapat aktivitas A. Pengayaan dan Perawatan Tanaman Lokal di Area 2.59
Embalut Luas 80 ha operasi (kantor, fasilitas Hutan Pendidikan
Education Forest. produksi, maupun fasilitas - Melaksanakan kegiatan penyulaman pohon
Area 80 ha ekstraktif) yang berdekatan buah lokal di area kebun buah lokal sebanyak
atau berada di wilayah yang 335 pohon, meliputi jenis kalangkala, ramania,
dilindungi atau memiliki nilai mundar, ihau, asam putar, matoa, kuini, dan
keanekaragaman hayati yang durian.
tinggi. - Melaksanakan kegiatan penyulaman pohon lokal
There are no operating di area hutan pendidikan sebanyak 2,940 pohon,
activities (offices, production meliputi jenis ulin, meranti, blangeran, kapur,
facilities, or extractive bungur, medang, nyatoh, gaharu, sungkai, dan
facilities) adjacent to or in jenis lokal lainnya.
areas that are protected or - Melaksanakan perawatan rutin Hutan Pendidikan
have high biodiversity values. seluas 80 ha.
- Melaksanakan monitoring dan evaluasi kondisi
vegetasi di kawasan Hutan Pendidikan.
- Melaksanakan program perawatan rutin
(penyulaman) bersama di kawasan Hutan
Pendidikan
B. Penyediaan dan Pemeliharaan Infrastruktur
Pendukung
- Melaksanakan perawatan jalan dan akses menuju
kawasan Hutan Pendidikan.
- Melaksanakan pembuatan dan pemasangan
papan informasi kawasan Hutan Pendidikan.
A. Enrichment and Maintenance of Local Vegetation in
the Educational Forest Area
- Conducted enrichment planting of 335 local
fruit trees in the local fruit garden area, including
kalangkala, ramania, mundar, ihau, asam putar,
matoa, kuini, and durian.
- Conducted enrichment planting of 2,940 local tree
species in the Educational Forest area, including
ulin, meranti, balangeran, kapur, bungur, medang,
nyatoh, gaharu, sungkai, and other local species.
- Performed routine maintenance of the 80-hectare
Educational Forest.
- Conducted monitoring and evaluation of
vegetation conditions in the Educational Forest
area.
- Implemented joint routine maintenance
(enrichment) programs in the Educational Forest
area.
B. Provision and Maintenance of Supporting
Infrastructure
- Maintained roads and access routes to the
Educational Forest area.
- Constructed and installed information boards
within the Educational Forest area.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 63
Page 64
ITM menjalin kolaborasi dengan Badan Riset dan Inovasi ITM collaborates with the National Research and Innovation
Nasional (BRIN) dalam pelaksanaan Studi Diversitas Agency (BRIN) in conducting the Study on the Diversity of Local
Tumbuhan Buah Lokal Kalimantan sebagai strategi Fruit Plant Species in Kalimantan as a sustainable conservation
pelestarian berkelanjutan di kawasan hutan konsesi PT BEK strategy within the forest concession area of PT BEK and its
dan wilayah sekitarnya yang telah dimulai pada akhir 2022 surrounding areas. The study was conducted from late 2022
hingga tengah tahun 2025. Hasil penelitian ini telah through mid-2025. The results of this research have been
menghasilkan Buku Diversitas Buah Lokal Kalimantan yang compiled into the Book of Kalimantan Local Fruit Diversity,
akan dipublikasikan di tahun mendatang. [101-2] which is scheduled for publication in the coming year. [101-2]
Kegiatan Reklamasi dan Pascatambang Mine Closure and Reclamation Activities
ITM melaksanakan reklamasi agar fungsi dan manfaat lahan ITM is carrying out reclamation to restore the function and
dapat kembali meningkat. Pada 2025, kegiatan reklamasi benefits of the land. In 2025, reclamation activities covered an
mencakup luas 475,82 ha, atau 1,08% lebih dari target 470,74 area of 475.82 ha, which was 1.08% more than the target of
ha. Secara kumulatif, total area yang telah direklamasi mencapai 470.74 ha. Cumulatively, the total area that has been reclaimed
16.915 ha, sementara 1.283 ha telah dibuka untuk operasi reached 16,915 hectares, while 1,283 hectares have been opened
penambangan, sehingga hingga akhir 2025 terdapat 31.062 ha for mining operations, thus there was a total of 31,062 hectares
lahan yang digunakan untuk kegiatan pertambangan. [101-2] of land used for mining activities by the end of 2025. [101-2]
Dalam pengelolaan lahan terganggu, ITM juga melakukan In managing disturbed land, ITM also conducted revegetation
revegetasi dengan menanam 766.144 batang pohon, termasuk by planting 766,144 trees, including local species and economically
jenis lokal dan tanaman bernilai ekonomi. Selain itu, perusahaan valuable plants. In addition, the Company backfilled material
menimbun material pada area void sehingga mengurangi luas into void areas, reducing the total void area by 222.4 hectares,
void sebesar 222,4 ha atau 94%. Area bekas tambang yang or 94%. Post-mining areas that had been backfilled were
telah tertutup kemudian direvegetasi untuk pemulihan lanjutan. subsequently revegetated to support further ecological recovery.
Realisasi Kegiatan Reklamasi di Lokasi Tambang [101-2][CSS-12.5.4]
Realization of Reclamation and Revegetation at Mine Sites
Parameter Unit Akumulasi 2025 2024 2023
Lahan Terganggu | Disturbed Area 31,062 1,283.31 863.75 691.07
Lahan Reklamasi | Reclamation Area ha 16,907 475.82 551.28 630.40
Lahan Revegetasi | Revegetation Area 6,259 468.16 501.58 420.47
Jumlah Pohon | Number of Trees Pohon | Trees 3,253,705 766,144 625,806 546,485
ITM secara rutin memperbarui rencana penutupan tambang ITM regularly updates its mine closure plan to ensure
untuk memastikan kesesuaian dengan perkembangan teknis alignment with technical developments and regulatory
dan regulasi. ITM juga memastikan tersedianya pendanaan requirements. ITM also ensures the availability of adequate
yang memadai untuk mendukung seluruh proses penutupan funding to support the entire mine closure and rehabilitation
dan rehabilitasi secara berkelanjutan. Rencana pascatambang process sustainably. Post-mining plans have been
telah diterapkan di 100% wilayah operasional ITM. Sepanjang implemented across 100% of ITM’s operational areas.
2025, reklamasi pascatambang berhasil diselesaikan di PT Throughout 2025, post-mining reclamation was successfully
Kitadin Site Embalut. Sampai akhir periode pelaporan, completed at PT Kitadin Embalut Site. As of the end of the
pengeluaran untuk kegiatan pascatambang tercatat sebesar reporting period, expenditures related to post-mining
Rp55,9 miliar. [CSS-12.3.4, CSS-12.3.5] activities amounted to Rp55.9 billion. [CSS-12.3.4, CSS-12.3.5]
Pengelolaan Transisi Sosial Menuju Fase Managing Social Transition Toward the
Pascatambang Post-Mining Phase
ITM terus memastikan bahwa keberadaan dan penutupan ITM ensures that its presence and mine closure do not create
tambang tidak menimbulkan ketergantungan jangka panjang long-term dependency within local communities. In 2025,
bagi masyarakat. Pada 2025, ITM memperkuat kesiapan ITM strengthened its readiness for the post-mining phase
menuju fase pasca-tambang melalui penyusunan studi through the preparation of a social baseline study and
baseline sosial dan pengkinian rencana penutupan tambang updating its mine closure plan, which has been developed
yang telah mulai disiapkan sejak tahap awal pengembangan. since the early stages of development.
64 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Selama masa operasi, ITM menjalankan berbagai program During the operational phase, ITM implemented various
pengembangan kapasitas masyarakat serta berkolaborasi community capacity-building programs and collaborated
dengan inisiatif diversifikasi ekonomi lokal untuk mendorong with local economic diversification initiatives to promote
kemandirian masyarakat. community self-reliance.
Perencanaan Penutupan Tambang Mine Closure Planning
ITM memastikan bahwa perencanaan penutupan tambang ITM ensures that mine closure planning is initiated at the
disusun sejak tahap studi kelayakan, dengan menyertakan feasibility study stage through the development of a mine
mine closure plan yang mencakup aspek teknis, lingkungan, closure plan covering technical, environmental, and socio-
dan sosial-ekonomi. Rencana ini ditinjau dan diperbarui economic aspects. The plan is reviewed and updated
secara berkala bersama pemangku kepentingan lokal setiap periodically in consultation with local stakeholders whenever
kali terjadi perubahan izin, ekspansi, atau sesuai dengan there are changes in permits, expansions, or in accordance
pembaruan AMDAL terbaru yang berlaku. with the latest applicable AMDAL update.
Rencana penutupan dilengkapi dengan target kinerja terukur The mine closure plan includes measurable performance
yang mencakup desain tambang, hubungan ketenagakerjaan, targets covering mine design, labor relations, socio-economic
pengembangan sosial-ekonomi, rehabilitasi, penataan development, rehabilitation, post-mining landform and
lanskap pasca-tambang, pemanfaatan lahan pasca-operasi, landscape management, post-operation land use, and
dan konservasi keanekaragaman hayati. ITM juga melakukan biodiversity conservation. ITM also conducts regular reviews
review rutin atas estimasi biaya penutupan, serta meninjau of closure cost estimates and annually assesses long-term
liabilitas jangka panjang setiap tahun. liabilities.
Perlindungan Keanekaragaman Protection of Biodiversity Outside
Hayati di Luar Lokasi Tambang the Mine Site
Rehabilitasi Daerah Aliran Sungai (DAS) Watershed Rehabilitation
Rehabilitasi DAS di luar area tambang ITM dilaksanakan pada Watershed rehabilitation outside ITM’s mining areas is
lokasi-lokasi yang ditetapkan pemerintah, dengan kewajiban implemented at government-designated locations, with planting
penanaman di empat provinsi: Kalimantan Timur, Kalimantan obligations across four provinces: East Kalimantan, South
Selatan, DI Yogyakarta, dan Jawa Tengah. Kegiatan ini Kalimantan, the Special Region of Yogyakarta, and Central Java.
mengikuti Keputusan Menhut No. 2628/Menhut-V/RHL/2012 These activities comply with the Minister of Forestry Decree No.
tanggal 14 Mei 2012 dan Keputusan MenLHK No. SK.8671/ 2628/Menhut-V/RHL/2012 dated May 14, 2012, and the Minister
MenLHK-PDASHL/KTA/ DAS.1/12/218 tanggal 18 Desember of Environment and Forestry Decree No. SK.8671/MenLHK-
2018. ITM memperoleh penetapan lokasi rehabilitasi seluas PDASHL/KTA/DAS.1/12/2018 dated December 18, 2018. ITM has
51.093,94 ha sebagai bagian dari kewajiban pemegang been allocated a total watershed rehabilitation area of 51,093.94
Persetujuan Penggunaan Kawasan Hutan. Pelaksanaannya hectares as part of the obligations associated with Forest Area
berlangsung selama tiga tahun, mencakup tahap penanaman Use Approval (Persetujuan Penggunaan Kawasan Hutan). The
(P0), pemeliharaan tahun berjalan, pemeliharaan pertama implementation takes place over three years, covering the
di tahun kedua, pemeliharaan kedua di tahun ketiga, dan planting stage (P0), current year maintenance, maintenance I in
penilaian akhir sebelum hasil diserahkan kepada pengelola the second year, maintenance II in the third year, and a final
kawasan. assessment before the results are submitted to the area
manager.
Hingga akhir 2025, ITM telah menyerahkan hasil penanaman As of the end of 2025, ITM has handed over 27,601.74 ha of
rehabilitasi DAS seluas 27.601,74 ha kepada pemerintah. watershed rehabilitation planting results to the government.
Pemilihan jenis tanaman diprioritaskan pada spesies lokal, Plant species selection prioritizes local and endemic species,
endemik, dan Multi-Purpose Tree Species (MPTS) untuk as well as Multi-Purpose Tree Species (MPTS), to support
mendukung fungsi kawasan hutan di masa mendatang. the long-term ecological function of forest areas. The
Pelaksanaan program ini juga melibatkan 37 kontraktor lokal implementation of this program also involved 37 local
sebagai bentuk dukungan terhadap perekonomian daerah. contractors as part of ITM’s support for regional economic
[101-2] development. [101-2]
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 65
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Realisasi Kegiatan Rehabilitasi DAS (ha)
Realization of Watershed Rehabilitation Activities (ha)
Kinerja Rehabilitasi DAS Akumulasi
Watershed Rehabilitation Performance Accumulation
Kewajiban Penanaman DAS hingga 2026 | Watershed Planting Obligation until 2026 48,457.45
Penanaman (P0) | Planting (P0) 47,594.53
Pemeliharaan Tahun Pertama (P1) | First year maintenance (P1) 42,434.85
Pemeliharaan Tahun Kedua (P2) | Second year maintenance (P2) 39,304.65
Lahan DAS yang Telah Diserahterimakan | Watershed land that has been handed over 27,601.74
Pelestarian Daerah Pesisir Coastal Area Conservation
Upaya pelestarian pesisir dilakukan ITM melalui anak usaha Coastal conservation efforts are undertaken by ITM through
IMM di Kecamatan Bontang Lestari, Kota Bontang, serta its subsidiary, IMM, in Bontang Lestari District, Bontang City,
Kecamatan Marang Kayu, Kabupaten Kutai Kartanegara. and Marang Kayu District, Kutai Kartanegara Regency. The
Kegiatan yang dijalankan meliputi penanaman mangrove activities include mangrove planting and coral reef
dan transplantasi terumbu karang untuk mengatasi abrasi transplantation to address severe coastal erosion and the
tinggi dan kondisi pulau karang yang tenggelam saat pasang. submergence of coral islands during high tides. The program
Program ini melibatkan masyarakat melalui budidaya biota involves local communities through marine biota cultivation
laut dan pelatihan pengelolaan mangrove sesuai regulasi, and training on mangrove management in accordance with
guna meningkatkan keberhasilan penanaman. applicable regulations, aimed at improving planting success.
Realisasi Kegiatan Pelestarian Daerah Pesisir
Results of the Coastal Conservation Area
Kinerja Pelestarian Daerah Pesisir Akumulasi
2025 2024 2023
Results of the Coastal Conservation Area Accumulation
Penanaman Bibit Mangrove (Jumlah Bibit)
10,000 20,000 50,000 120,000
Mangrove Planting (Number of seedlings)
Luas Area Penanaman Mangrove (ha)
1 2 5 12
Mangrove Planting Area (ha)
Transplantasi Terumbu Karang (Unit Kubah Beton)
0 0 800 1,440
Coral Reef Transplantation (Concrete Dome Unit)
Tingkat Kerapatan Terumbu Karang
0 0 75% 0%
Coral Reef Density Level
Keterangan | Notes:
Akumulasi realisasi kegiatan sejak tahun 2010
Accumulated realization of coastal conservation area activities carried out since 2010
Nilai Keanekaragaman Plankton di Daerah Pesisir
Plankton Diversity Index (H’) in Coastal Areas
2025 2024 2023
Uraian
Description
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Individual Amount per Liter N/A 24 N/A 40 N/A 108 N/A 4 N/A 14 N/A 19,375
Indeks Keanekaragaman Hayati (H’)
N/A 0.64 N/A 0.61 N/A 2.07 N/A 0 N/A 2.41 N/A 2.32
Diversity Index
Nilai Keanekaragaman Benthos di Daerah Pesisir
Benthos Diversity Index (H’) in Coastal Areas
2025 2024 2023
Uraian
Description
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Individual Amount per Liter N/A 407 (Ind/m2) N/A 592 (Ind/m2) N/A 740 N/A 740 N/A 4 N/A 286
Indeks Keanekaragaman Hayati (H’)
N/A 1.49 N/A 1.42 N/A 1.68 N/A 0 N/A 1.95 N/A 1.95
Diversity Index
66 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Penilaian Risiko Biodiversity Risk Assessment
Kenanekaragaman Hayati
ITM melakukan penilaian risiko keanekaragaman hayati ITM conducts biodiversity risk assessments through the
melalui penyusunan matriks dependency and impact development of a dependency and impact assessment
assessment dengan pendekatan spesifik lokasi, sehingga matrix using a site specific approach, whereby each site
setiap site melaporkan risiko dan dampaknya secara contextually reports risks and impacts in a contextual
kontekstual. Penilaian risiko dilakukan mencakup seluruh manner. The risk assessment covers all Company operations.
operasional Perusahaan.
Dalam penilaian tersebut, ITM mempertimbangkan risiko In the assessment, ITM considers dependency related risks
terkait ketergantungan terhadap layanan ekosistem, antara on ecosystem services, including water supply, climate
lain ketersediaan air, regulasi iklim, pengaturan dan regulation, water regulation and purification, and protection
pemurnian air, serta perlindungan terhadap banjir dan badai. against floods and storms.
Hasil penilaian menunjukkan potensi perubahan atau The results indicate the potential for significant land and
degradasi lahan dan perairan yang signifikan dengan water degradation with material consequences for
konsekuensi penting terhadap biodiversitas, meskipun masih biodiversity, although recovery remains possible through
terdapat peluang pemulihan melalui pengelolaan tambahan management measures and adequate investment.
dan investasi yang memadai.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 67
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Pengelolaan Air dan Efluen
Water and Effluent Management
Highlight 2025 | 2025 Highlights
Intensitas Penggunaan Air | Intensity of Water Use
0.00019 ML/Ton | ML/Tons
Pendekatan Manajemen [3-3][CSS-12.7.1]
Management Approach
Topik Material: Pengelolaan Air dan Efluen
Material Topic: Water and Effluent Management
Kebijakan | Policy
• Prosedur No. ITM-P-HSE-9.2-002 Kebijakan Lingkungan
• Procedure No. ITM-P-HSE-9.2-002 Environmental Policy
Strategi | Strategy
• Kepatuhan terhadap baku mutu kualitas air limbah
• Konservasi air melalui pencegahan atas kehilangan air dan daur ulang air
• Compliance with quality standards for waste water quality
• Water conservation through prevention of water loss and water recycling
Dampak dan Pengelolaan | Impact and Management
ITM menyadari potensi risiko dari pembuangan air limbah tambang, seperti pengasaman dan pencemaran logam
berat. Karena itu, perusahaan memastikan seluruh air yang dilepas ke lingkungan telah melalui proses pengolahan
sesuai standar dan ketentuan yang berlaku.
ITM acknowledges the potential risks associated with the discharge of mine wastewater, such as acidification and
heavy metal contamination. Accordingly, the Company ensures that all water released into the environment has
undergone treatment in compliance with applicable standards and regulations.
Sumber Daya dan Evaluasi | Resources and Evaluation
Pengelolaan air berada di bawah tanggung jawab Departemen Operation, sementara pemantauan efluen dilakukan
oleh Departemen HSE. Aspek pengawasan berada pada Direktur Operasional serta Direktur Lingkungan, Sosial, dan
Tata Kelola (LST), yang mengelola isu dan risiko terkait kelangkaan air. Evaluasi dilakukan setiap tahun melalui pelaporan
berkala kepada otoritas, dan masukan dari proses tersebut, termasuk hasil diskusi kelompok terfokus (FGD), digunakan
untuk memperbaiki kebijakan dan prosedur pengelolaan air. ITM juga menetapkan target tahunan rasio konsumsi
air sebesar 0,00209 ML/Ton FC, dengan mempertimbangkan kebutuhan masyarakat dan peraturan yang berlaku,
terutama di wilayah operasi yang berdekatan dengan area bertekanan air. [303-1]
Water management is the responsibility of the Operations Department, while effluent monitoring is carried out by
the HSE Department. Oversight is provided by the Director of Operations and the Director of Environmental, Social,
and Governance (ESG), who manage issues and risks related to water scarcity. Evaluations are conducted annually
through periodic reporting to authorities, and input from this process, including the results of focus group discussions
(FGDs), is used to improve water management policies and procedures. ITM also sets an annual water consumption
ratio target of 0.00209 ML/Ton FC, taking into account community needs and applicable regulations, especially in
operating areas adjacent to water-stressed areas. [303-1]
68 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Penggunaan Air Water Use
ITM memanfaatkan air tanah dan air permukaan untuk ITM utilizes groundwater and surface water for both domestic
kebutuhan domestik maupun operasional, serta menggunakan and operational needs. Rainwater is utilized for mining
air permukaan. Air hujan dimanfaatkan untuk kegiatan tambang activities such as vehicle washing, road watering, and
seperti pencucian kendaraan, penyiraman jalan, dan stockpile spraying. [303-1, 303-2][CSS12.7.2, CSS-12.7.3]
penyemprotan di stockpile. [303-1, 303-2][CSS12.7.2, CSS-12.7.3]
Pencatatan pengambilan air dilakukan menggunakan data Water withdrawal is recorded using primary data from
primer dari alat ukur, sedangkan volume air buangan dihitung measuring devices, while wastewater volume is calculated
melalui konversi tinggi muka air yang melimpah pada v-notch. by converting the water level overflowing the v-notch.
Sepanjang 2025, penggunaan air tanah mencapai 323 ML, Throughout 2025, groundwater use reached 323 ML, an
meningkat 56% dari tahun sebelumnya akibat meningkatnya increase of 56% from the previous year due to increased
kebutuhan operasional. Total penggunaan air mencapai operational needs. Total water usage reached 4,093 ML,
4.093 ML, turun 8,29% dibanding tahun sebelumnya, dengan down 8.29% from the previous year, with an intensity of
intensitas 0,00019 ML/Ton FC. Berdasarkan Aqueduct Risk 0.00019 ML/Tons FC. Based on the Aqueduct Risk Atlas, all
Atlas, seluruh wilayah operasi ITM di Kalimantan berada di ITM operating areas in Kalimantan are outside of water-
luar area stres air, sehingga tidak ada pengambilan air dari stressed areas, so there is no water withdrawal from high-risk
wilayah berisiko tinggi. [303-1, 303-2][CSS12.7.2, CSS-12.7.3] areas. [303-1, 303-2][CSS12.7.2, CSS-12.7.3]
Pada 2025, ITM meningkatkan efisiensi penggunaan air In 2025, ITM continued to improve water-use efficiency through
melalui berbagai program pengurangan konsumsi air, yaitu: various water consumption reduction programs, including:
1. Menutup power plant yang mengurangi penggunaan 1. Shutting down the power plant, resulting in reduced
air laut. seawater usage.
2. Penggunaan air daur ulang untuk pencucian unit. 2. Use of recycled water for unit washing.
Penggunaan Air Berdasarkan Sumber (ML) [303-3, 303-4, 303-5][CSS-12.7.4, CSS-12.7.5, CSS-12.7.6]
Water Use by Source (ML)
Uraian
2025 2024 2023
Description
Pengambilan Air | Water Withdrawal
Air Hujan | Rainwater 288,316 263,701 245,242
Air tawar (≤1.000 mg/L Total Padatan Terlarut) | Freshwater (≤1,000 mg/L Total Dissolved Solids) 288,316 263,701 245,242
Air lainnya (>1.000 mg/L Total Padatan Terlarut) | Other water (>1,000 mg/L Total Dissolved Solids) - - -
Air Permukaan | Surface Water 1,966 2,528 1,505
Air tawar (≤1.000 mg/L Total Padatan Terlarut)| Freshwater (≤1,000 mg/L Total Dissolved Solids) 1,939 2,502 1,483
Air lainnya (>1.000 mg/L Total Padatan Terlarut) | Other water (>1,000 mg/L Total Dissolved Solids) 27 26 22
Air Tanah | Ground Water 323 206 282
Air tawar (≤1.000 mg/L Total Padatan Terlarut) | Freshwater (≤1,000 mg/L Total Dissolved Solids) 323 206 282
Air lainnya (>1.000 mg/L Total Padatan Terlarut) | Other water (>1,000 mg/L Total Dissolved Solids) - - -
Air Laut | Sea Water - 944 1,138
Air tawar (≤1.000 mg/L Total Padatan Terlarut) | Freshwater (≤1,000 mg/L Total Dissolved Solids) - - -
Air lainnya (>1.000 mg/L Total Padatan Terlarut) | Other water (>1,000 mg/L Total Dissolved Solids) - 944 1,138
Air yang Dihasilkan dari Pihak Ketiga | Municipal Water - - 4
Air tawar (≤1.000 mg/L Total Padatan Terlarut) | Freshwater (≤1,000 mg/L Total Dissolved Solids) - - 4
Air lainnya (>1.000 mg/L Total Padatan Terlarut) | Other water (>1,000 mg/L Total Dissolved Solids) - - -
Jumlah Pengambilan Air | Total Water Withdrawal 290,605 267,380 248,171
Pembuangan Air | Water Discharge
Air Permukaan | Surface Water 371,291 207,701 284,946
Air Laut | Sea Water 33 939 2,537
Jumlah Pembuangan Air | Total Water Discharge 371,324 208,640 287,483
Jumlah Penggunaan Air | Total Water Use 4,093 4,463 3,804
Keterangan | Notes:
• Penghitungan pemakaian air dilakukan melalui manajemen pengelolaan kolam endapan dan pemantauan meteran air terpasang.
• Tidak ada pengambilan air dari wilayah yang mengalami langka air.
• Calculation of water usage is carried out through the management of sediment ponds and monitoring of installed water meters.
• No water withdrawal from water stress areas
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 69
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Intensitas Penggunaan Air
Water Use Intensity
Uraian Satuan
2025 2024 2023
Description Unit
Jumlah Produksi | Total Production Juta Ton | Million Tons 21.2 19.7 17.2
Pendapatan Bersih | Net Revenue USD Juta | Million USD 1,881 2,304 2,374
ML/Ton | ML/Tons 0.00019 0.00023 0.00022
Intensitas Penggunaan Air | Water Use Intensity
ML/USD 0.0000022 0.0000019 0.0000016
Pengelolaan Efluen
Effluent Management
ITM mengoptimalkan pemanfaatan Instalasi Pengolahan Air ITM optimizes the use of wastewater treatment plants
Limbah (IPAL) dan kolam pengendapan untuk memastikan (WWTPs) and sedimentation ponds to ensure that effluent
air limbah diolah sebelum dilepas ke badan air atau digunakan is treated before being discharged into water bodies or
kembali. Pada 2025, Perusahaan belum menetapkan target reused. In 2025, the Company had not yet established targets
pengelolaan efluen. for effluent management.
Air limbah yang dihasilkan telah melalui proses pengolahan All generated wastewater has undergone treatment in
sesuai baku mutu. Kolam dengan potensi pencemaran accordance with applicable quality standards. Ponds with the
tertinggi dipantau secara real-time menggunakan teknologi highest pollution potential are monitored in real time using
digital, sedangkan kolam lainnya diuji secara manual oleh digital technology, while other ponds are tested manually by
laboratorium terakreditasi. Total 371.324 ML efluen yang accredited laboratories. A total of 371,324 ML of treated effluent
telah diolah disalurkan ke badan air, dan kualitas sungai di was discharged into water bodies, and river water quality around
sekitar wilayah operasi anak perusahaan dipantau secara the operational areas of subsidiaries is monitored regularly to
rutin untuk memastikan dampak lingkungan tetap terkendali. ensure that environmental impacts remain under control. [303-
[303-1, 303-2, 303-4][CSS-12.7.2, CSS12.7.3, CSS-12.7.5] 1, 303-2, 303-4][CSS-12.7.2, CSS12.7.3, CSS-12.7.5]
Sepanjang 2025, tidak terdapat insiden atau keluhan Throughout 2025, there were no environmental incidents or
lingkungan yang berkaitan dengan efluen. complaints related to effluent.
Badan Air Tujuan Pelepasan Efluen
Effluent Discharge Destination Water Bodies
Anak Perusahaan Badan Air Jumlah Fasilitas Pengolahan Air Limbah
Subsidiaries Water Bodies Total Wastewater Treatment Facilities
Sungai Santan, Sungai Kare, Sungai Palakan, Laut Tanjung Merangas, Laut Bontang
IMM 17
Santan River, Kare River, Palakan River, Tanjung Merangas Sea, Bontang Sea
Sungai Mahakam, Sungai Separi, Sungai Embalut
KTD-EMB* 0
Mahakam River, Separi River, Embalut River
Sungai Biangan, Sungai Tenaik
BEK 6
Biangan River, Tenaik River
Sungai Lawa, Sungai Separi, Sungai Mahakam, Sungai Bengkirai (Anak Sungai
Lawa), Sungai Begai, Sungai Jutung, Sungai Tunau, Sungai Biangan
TCM 32
Lawa River, Separi River, Mahakam River, Bengkirai River (Tributary of Lawa River),
Begai River, Jutung River, Tunau River, Biangan River
Sungai Katal-katal, Sungai Nahya, Galam Swamp, Sungai Asam-asam
JBG 11
Katal-katal River, Nahya River, Galam Swamp, Asam-asam River
GPK dan TIS**
GPK and TIS - -
Keterangan | Notes:
*
KTD-EMB dalam tahap pascatambang telah menutup kolam pengelolaan air limbah yang berasal dari tambang.
**
Fasilitas kolam pengolah air limbah GPK dan TIS dalam proses konsktruksi dan uji coba penggunaan. Belum ada air limbah yang dibuang.
*
KTD-EMB, which is in the post-mining stage, has closed the wastewater management ponds originating from mining activities.
**
The wastewater treatment pond facilities at GPK and TIS are currently under construction and undergoing commissioning trials. No wastewater has been discharged to date.
70 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Pembuangan Air Tahun 2025 (ML) [303-4]
Water Discharge 2025 (ML)
Pembuangan Air Berdasarkan Tujuan Pembuangan Semua Wilayah
Water Discharge by Destination All Areas
Air permukaan | Surface water 371,291
Air laut | Seawater 33
Total pembuangan air | Total water discharge 371,324
Pembuangan air berdasarkan air tawar dan air lainnya | Water discharge by freshwater and other water
Air tawar (≤1.000 mg/L Total Padatan Terlarut) | Freshwater (≤1,000 mg/L Total Dissolved Solids) 337,652
Air lainnya (>1.000 mg/L Total Padatan Terlarut) | Other water (>1,000 mg/L Total Dissolved Solids) 33,672
Keterangan | Notes:
ITM tidak beroperasi di wilayah yang mengalami langka air.
ITM does not operate at the water-stressed area.
ITM menilai keberadaan zat prioritas yang berpotensi ITM assesses the presence of priority substances that have
menimbulkan kerusakan permanen pada badan air, the potential to cause permanent damage to water bodies,
ekosistem, atau kesehatan manusia, termasuk Besi (Fe), ecosystems, or human health, Including Iron (Fe), Manganese
Mangan (Mn), Total Suspended Solid (TSS), dan pH. (Mn), Total Suspended Solids (TSS), and pH. The Company
Perusahaan memastikan seluruh parameter tersebut ensures that all of these parameters meet applicable water
memenuhi baku mutu sesuai ketentuan Peraturan Gubernur quality standards in accordance with South Kalimantan
Provinsi Kalimantan Selatan No. 36 tahun 2008 dan Peraturan Regional Regulation No. 36/2008 and East Kalimantan
Daerah Kalimantan Timur No. 02/2011. [303-4] Regional Regulation No. 02/2011. [303-4]
Rata-rata Hasil Pengukuran Kualitas Olahan Efluen 2025
Average Results of Effluent Treatment Quality Measurement 2025
Baku Mutu*
Parameter
Site/Anak Perusahaan
Standard*
Satuan
Quality
Site/Subsidiary
Unit
IMM JBG TCM BEK KTD-EMB
Terendah
Terendah
Terendah
Terendah
Terendah
Rata-rata
Rata-rata
Rata-rata
Rata-rata
Rata-rata
Tertinggi
Tertinggi
Tertinggi
Tertinggi
Tertinggi
Average
Average
Average
Average
Average
Highest
Highest
Highest
Highest
Highest
Lowest
Lowest
Lowest
Lowest
Lowest
pH 6.0-9.0 7.45 8.19 6.43 7.21 7.95 6.20 7.36 8.70 6.10 7.30 8.20 6.10 0.00 0.00 0.00
TSS </=300 48.69 233.00 2.00 8.73 44.82 2.30 7.75 191.00 5.00 68.21 213.00 3.00 0.00 0.00 0.00
Fe mg/L </= 7.0 0.63 6.14 0.02 0.45 4.75 0.02 0.28 3.20 0.01 0.88 7.00 0.30 0.00 0.00 0.00
Mn </= 4.0 0.46 3.36 0.00 0.26 3.47 0.03 0.08 1.20 0.00 0.47 4.00 0.18 0.00 0.00 0.00
Cd** </=0.05 N/A N/A N/A 0.01 0.01 0.01 N/A N/A N/A N/A N/A N/A N/A N/A N/A
Keterangan | Notes:
N/A: Parameter Cd tidak dipersyaratkan pada Peraturan Daerah Kalimantan Timur No.02/2011
*
Berdasarkan Peraturan Daerah Kalimantan Timur No.02/2011 dan Peraturan Gubernur Kalimantan Selatan No. 36/2000
**
Berdasarkan Peraturan Daerah Kalimantan Selatan No.04/2008
N/A: The Cd parameter is not required in the East Kalimantan Regional Regulation No. 02/2011
*
Based on East Kalimantan Regional Regulation No.02/2011 and Governor of South Kalimantan No.36/2000
**
Based on South Kalimantan Regional Regulation No.04/2008
ITM melakukan pemantauan rutin terhadap kualitas air sungai ITM conducts routine monitoring of river water quality and
dan menghitung nilai keanekaragaman hayati untuk calculates biodiversity indices to ensure that treated effluent
memastikan bahwa efluen terolah tidak mengganggu habitat does not disrupt aquatic habitats. Plankton measurement
perairan. Hasil pengukuran plankton menunjukkan bahwa results indicate that ecosystem conditions remain stable
kondisi ekosistem tetap stabil dan tidak terpengaruh oleh and are not affected by effluent discharge. [303-1][CSS-12.7.2]
pelepasan efluen. [303-1][CSS-12.7.2]
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 71
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ITM menambah pompa air guna mempercepat pengeluaran ITM has added water pumps to accelerate dewatering from
air dari pit. Hingga akhir 2025, terdapat 66 kolam endapan mining pits. As of the end of 2025, there were 66
berkapasitas 7.080 ML sebagai pengendali dan pengolah sedimentation ponds with a total capacity of 7,080 ML
limpasan air hujan sebelum dialirkan ke saluran drainase. serving to control and treat stormwater runoff before it is
Untuk pengelolaan Air Asam Tambang (AAT), ITM menerapkan discharged into drainage channels. For the management of
strategi berbasis praktik terbaik sesuai Banpu AMD Acid Mine Drainage (AMD), ITM applies a strategy based on
Management Handbook yang mencakup tiga tahap best-practices as outlined in the Banpu AMD Management
pengelolaan untuk mencegah dan mengurangi dampak AAT. Handbook, which comprises three management stages to
[303-1, 303-2][CSS-12.7.2, CSS-12.7.3][CSS-12.7.2] prevent and mitigate AMD impacts. [303-1, 303-2][CSS-12.7.2,
CSS-12.7.3][CSS-12.7.2]
Pengelolaan Acid Mine Drainage (AMD)
Acid Mine Drainage (AMD) Management
Manajemen Preventif AMD
AMD Preventive Management
1. Pengembangan metode penanganan
limbah batuan
a. Penanganan selektif
Identifikasi Acid Mine Drainage (AMD) b. Penutupan material PAF (kapsulasi,
Identification of Acid Mine Drainage (AMD) penutupan air)
2. Penjadwalan limbah dalam
pengembangan tambang
1. Identifikasi AMD
a. Metode penimbunan kembali
a. Penilaian geologi
b. Sistem pengelolaan drainase
b. Penilaian geokimia
1. Development of waste handling methods
2. Karakterisasi AMD
a. Selective handling
3. Klasifikasi AMD
b. PAF waste covering (capsulation,
4. Modelling AMD
water covering)
a. Estimasi volume
2. Waste scheduling mine development
b. Aktualisasi model
a. Backfilling waste method
c. Rekomendasi waste handling
b. Drainage management system
1. AMD Identification
a. Geological assessment
b. Geochemical assessment
2. AMD characterization Manajemen Korektif AMD
3. AMD Classification AMD Corrective Management
4. AMD Modelling
a. Volume estimation 1. Pengolahan air buangan
b. Model updating 2. Pengolahan air secara in situ
c. Waste handling recommendation 3. Revegetasi
4. Perbaikan gully
5. Pengelolaan perlindian asam
1. Discharge water treatment
2. In situ water treatment
3. Revegetation
4. Gully repair
5. Acid leaching management
ITM melakukan evaluasi risiko acid mine drainage (AMD) ITM conducts acid mine drainage (AMD) risk assessments
sejak fase eksplorasi, sedangkan rencana pengelolaan AMD starting from the exploration phase, while AMD management
untuk tahap operasional dan penutucpan tambang plans for the operational and mine closure stages are
dikembangkan pada fase kelayakan. Kegiatan pertambangan developed during the feasibility phase. Mining activities may
hanya dapat dilanjutkan apabila perencanaan penutupan only proceed if the mine closure planning prepared at the
yang disusun pada fase kelayakan tersebut menunjukkan feasibility stage demonstrates that AMD risks can be
bahwa risiko AMD dapat dikelola secara teknis dan ekonomis. managed both technically and economically.
72 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Pengelolaan Risiko Air
Water Risk Management
ITM mengelola risiko dan ketergantungan terkait kuantitas ITM manages risks and dependencies related to water quantity
dan kualitas air melalui proses penilaian risiko yang and quality through a risk assessment process that is
terintegrasi dengan sistem manajemen operasional dan integrated with the Company's operational and environmental
lingkungan Perusahaan. Penilaian ini mempertimbangkan management systems. This assessment considers water
kebutuhan air untuk mendukung kegiatan operasional, requirements to support operational activities, dependence
ketergantungan terhadap sumber air tertentu, serta potensi on specific water sources, and potential variability in water
variabilitas ketersediaan air akibat faktor musiman, termasuk availability due to seasonal factors, including dry periods in
periode kemarau di wilayah operasi. Cakupan penilaian risiko the operating area. The current scope of water-related risk
terkait air saat ini difokuskan pada kegiatan operasional assessment is focused on the Company’s own operations.
Perusahaan (own operations).
ITM juga menilai risiko dampak terkait air yang dapat timbul ITM also assesses water-related impact risks arising from
dari aktivitas operasional, termasuk potensi pencemaran, operational activities, including potential pollution, changes
perubahan kualitas badan air penerima, serta dampak in the quality of receiving water bodies, and the environmental
pengelolaan air limbah terhadap lingkungan sekitar. Evaluasi impacts of wastewater management. This evaluation covers
ini mencakup pengendalian air limpasan, pengelolaan efluen, stormwater runoff control, effluent management, and
serta kepatuhan terhadap baku mutu kualitas air yang compliance with applicable water quality standards, with
berlaku, dengan pemantauan kualitas air dilakukan secara water quality monitoring conducted regularly at designated
reguler pada titik pemantauan yang telah ditetapkan. monitoring points.
Perusahaan melakukan penilaian terhadap ketersediaan air The Company also assesses future water availability to
di masa depan guna memastikan keberlanjutan operasional ensure medium- and long-term operational sustainability.
jangka menengah dan panjang. Penilaian tersebut This assessment considers projected water demand, the
mempertimbangkan proyeksi kebutuhan air, kapasitas capacity of available water sources, and potential changes
sumber air yang tersedia, serta potensi perubahan pola in rainfall patterns and hydrological conditions in the
curah hujan dan kondisi hidrologi di area operasi. operating areas.
Dalam konteks sosial, ITM menilai potensi dampak In social context, ITM evaluates the potential impacts of
pengelolaan air terhadap pemangku kepentingan lokal, water management on local stakeholders, including
termasuk masyarakat sekitar, pengguna air lainnya, serta surrounding communities, other water users, and local
sektor ekonomi setempat. economic sector.
ITM juga mempertimbangkan potensi perubahan regulasi ITM also considers potential future regulatory changes
di masa depan yang berkaitan dengan pengelolaan air, related to water management, such as adjustments to water
seperti penyesuaian tarif air, pembatasan pengambilan air, tariffs, restrictions on water withdrawal, and permit and
serta persyaratan perizinan dan ketentuan lingkungan di environmental requirements at both local and national levels.
tingkat lokal maupun nasional. Pemantauan terhadap Regulatory developments are monitored regularly to ensure
perkembangan regulasi dilakukan secara rutin untuk the Company’s readiness to adjust policies and operational
memastikan kesiapan Perusahaan dalam menyesuaikan practices accordingly.
kebijakan dan praktik operasional.
Risiko Kelangkaan Air Water Scarcity Risks
ITM secara berkala melakukan penilaian terhadap potensi ITM periodically assesses potential water scarcity risks that
risiko kelangkaan air yang dapat memengaruhi keberlanjutan could affect the sustainability of its operations. Based on
operasional Perusahaan. Berdasarkan hasil penilaian the assessment results, water scarcity risk to operational
tersebut, risiko kelangkaan air terhadap kegiatan operasional activities is assessed as insignificant, taking into account
tidak signifikan, dengan mempertimbangkan karakteristik the characteristics of the operating areas, the water sources
wilayah kerja, sumber air yang digunakan, serta kebutuhan used, and water requirements for key operational processes.
air untuk mendukung proses operasional utama.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 73
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Isu kelangkaan air telah diintegrasikan ke dalam proses Water scarcity issues have been integrated into the
penilaian risiko Perusahaan dan menjadi bagian dari Company’s risk assessment process and are considered in
pertimbangan dalam perumusan strategi bisnis dan business strategy formulation and operational planning.
perencanaan operasional. Evaluasi risiko dilakukan secara Risk evaluations are conducted quarterly through a
triwulan melalui mekanisme manajemen risiko yang structured risk management mechanism, taking into account
terstruktur, dengan mempertimbangkan perubahan kondisi changes in environmental conditions, projected water
lingkungan, proyeksi kebutuhan air, serta perkembangan demand, as well as regulatory developments and stakeholder
regulasi dan ekspektasi pemangku kepentingan. expectations.
Perusahaan mengakui bahwa risiko kelangkaan air dalam The Company recognizes that water scarcity risk in the
konteks operasional dan wilayah kerja saat ini berada pada context of its current operations and operating areas is at
tingkat rendah, berdasarkan hasil penilaian internal dan a low level, based on internal assessments and ongoing
pemantauan kondisi setempat. Penilaian ini menjadi dasar monitoring of local conditions. This assessment forms the
bagi Perusahaan dalam menetapkan langkah pengelolaan basis for establishing proportionate and risk-based water
air yang proporsional dan berbasis risiko. management measures.
ITM melaporkan metrik air yang dikontekstualisasikan, antara ITM reports contextualized water metrics, including
lain informasi mengenai ketersediaan air di wilayah operasi, information on water availability in operating areas, local
tingkat stres air lokal, serta indikator relevan lainnya, seperti water stress levels, and other relevant indicators such as
tingkat curah hujan, tingkat evaporasi, kebutuhan air, rainfall levels, evaporation rates, water demand, water
konsumsi air, dan luas tutupan lahan. Penggunaan metrik consumption, and land cover area. The use of contextual
kontekstual ini membantu Perusahaan dalam memahami metrics helps the Company better understand the
keterkaitan antara penggunaan air, kondisi lingkungan relationship between water use, local environmental
setempat, dan potensi risiko operasional. conditions, and potential operational risks.
Melalui penerapan berbagai upaya pengelolaan air tersebut, Through the implementation of these water management
sepanjang tahun pelaporan tidak terdapat insiden terkait measures, there were no water-related incidents affecting
air yang berdampak terhadap operasional maupun operations or the environment during the reporting year.
lingkungan.
74 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Pengelolaan Limbah
Waste Management
Highlight 2025 | 2025 Highlights
Pengelolaan Limbah secara 3R | 3R Waste Management Intensitas Limbah B3 | Hazardous Waste Intensity
65% 0.14 Kg/Ton Produksi
Kg/Tons Production
Pendekatan Manajemen [3-3][CSS-12.6.1]
Management Approach
Topik Material: Pengelolaan Limbah dan Tailing
Material Topic: Waste and Tailing Management
Kebijakan | Policy
• Kebijakan Lingkungan ITM-P-DIR-2025-007
• Prosedur No. ITM-MS-HSE-12.5.3-001
• Procedure No. ITM-MS-HSE-12.5.3-001
• Environmental Policy ITM-P-DIR-2025-007
Strategi | Strategy
• Kepatuhan terhadap baku mutu kualitas air limbah
• Konservasi air melalui pencegahan atas kehilangan air dan daur ulang air
• Compliance with quality standards for waste water quality
• Water conservation through prevention of water loss and water recycling
Dampak dan Pengelolaan | Impact and Management
ITM memastikan seluruh limbah ditangani sesuai ketentuan sebagai bentuk tanggung jawab lingkungan, mengingat
limbah dan polusi yang tidak terkendali dapat mengancam kesehatan serta keberlanjutan ekosistem dan berdampak
tidak langsung pada hak asasi manusia. Selain itu, pengelolaan limbah yang tidak optimal dapat meningkatkan biaya
operasional perusahaan serta menimbulkan kebutuhan remediasi lingkungan yang lebih besar.
ITM ensures that all waste is managed in accordance with applicable regulations as part of its environmental
responsibility, recognizing that uncontrolled waste and pollution can threaten human health and ecosystem sustainability
and may indirectly affect human rights. In addition, inadequate waste management can increase the Company’s
operating costs and lead to greater environmental remediation needs.
Sumber Daya dan Evaluasi | Resources and Evaluation
Tanggung jawab pengelolaan dan pemantauan limbah berada pada Departemen General Services (GS) dan HSEC.
Evaluasi tahun 2025 menunjukkan adanya penurunan timbulan limbah B3 dan non-B3. Masukan dari pihak otoritas
yang diperoleh melalui laporan maupun diskusi kelompok terarah (FGD) dimanfaatkan untuk menyempurnakan serta
menetapkan kebijakan dan prosedur pengelolaan limbah operasional.
Responsibility for waste management and monitoring lies with the General Services (GS) and HSEC Departments.
The 2025 evaluation indicates a decrease in the generation of both hazardous (B3) and non-hazardous waste. Feedback
from authorities obtained through reporting and focused group discussions (FGDs) is used to refine and establish
policies and procedures for operational waste management.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 75
Page 76
Dampak Aktual dan Potensial dari Timbulan Limbah [306-1]
Actual and Potential Impacts of Generated Waste
Dampak Internal dan Eksternal Limbah B3 Limbah Non-B3
Impacts Hazardous Waste Non-Hazardous Waste
Aktual Pembentukan material air asam tambang dari material batuan pembentuk asam
-
Actual The material formation of acid mine drainage from acid-forming rock material
Pencemaran material Pencemaran tanah dan air akibat timbulan plastik, kertas bekas dan limbah cair
Potensial hidrokarbon domestik
Potential Hydrocarbon material Land and water pollution due to plastic, waste paper and domestic wastewater
pollution generation
Jenis limbah yang dihasilkan dari seluruh kegiatan operasional The types of waste generated from all ITM operational
ITM mencakup limbah padat dan cair berupa limbah non-B3 activities include solid and liquid waste in the form of non-
serta limbah bahan berbahaya dan beracun (B3). Limbah hazardous (non-B3) waste as well as hazardous and toxic
non-B3 umumnya berasal dari kantin, perkantoran, dan mess (B3) waste. Non-hazardous waste generally comes from
karyawan, sedangkan limbah B3 terutama berupa oli bekas cafeterias, offices, and employee dormitories, while
dari kegiatan perawatan unit operasi. Sebagian limbah hazardous waste primarily consists of used oil from
non-B3 dikelola secara mandiri, sementara jenis lainnya operational unit maintenance activities. Some non-hazardous
ditangani melalui kerja sama dengan pihak ketiga berizin. waste is managed internally, while other types are handled
Pengelolaan limbah mengikuti prinsip 3R (reduce, reuse, through collaboration with licensed third parties. Waste
recycle), mulai dari penyimpanan, pemindahan, hingga management follows the 3R principles (reduce, reuse,
pembuangan akhir, serta dicatat dan dipantau melalui recycle), covering storage, transfer, and final disposal, and
Performance Reporting System (PRS). [306-1, 306-2][CSS-12.6.2, is recorded and monitored through the Performance
CSS-12.6.3] Reporting System (PRS).[306-1, 306-2][CSS-12.6.2, CSS-12.6.3]
Pada 2025, total timbulan limbah non-B3 mencapai 2.151 ton In 2025, total non-hazardous waste generation reached 2,151
turun 51,68% dari tahun sebelumnya karena penutupan PLTU tons down 51.68% from the previous year due to the gradual
yang dilakukan secara bertahap mulai dari akhir 2024. closure of coal-fired power plants starting at the end of 2024.
Sementara itu, timbulan limbah B3 sebesar 2.991 ton, Meanwhile, hazardous waste generation amounted to 2,991
menurun 0,95% dengan adanya pemeliharan aset yang tons, a decrease of 0.95% due to asset maintenance that
mengefisiensikan jumlah limbah yang perlu dibuang. Adapun streamlined the amount of waste that needed to be disposed
intensitas limbah B3 tahun 2025 tercatat sebesar 0,14 kg/ of. The intensity of hazardous waste in 2025 was recorded at
ton FC. 0.14 kg/tons FC.
ITM memperkuat pengelolaan limbah dengan menerapkan ITM strengthens waste management by implementing an
rencana aksi untuk mengurangi timbulan limbah serta action plan to reduce waste generation and setting
menetapkan target kuantitatif pengurangan limbah B3 quantitative targets for reducing hazardous waste by 3,153
sebesar 3.153 ton dan pengelolaan limbah non-B3 secara tons and managing non-hazardous waste through the 3Rs
3R sebesar 819,2 ton, atau sebesar 39,67 gr/ton FC. Target- by 819.2 tons, or 39.67 gr/tons FC. These targets are evaluated
target tersebut dievaluasi secara tahunan. Program ini annually. This program covers various types of waste, namely
mencakup berbagai jenis limbah, yaitu padat, cair, B3, solid, liquid, hazardous, non-hazardous, mineral, and
non-B3, mineral, dan industri, dengan fokus pada pencegahan industrial waste, with a focus on waste prevention at the
limbah dari sumbernya dan peningkatan efisiensi proses source and improving the efficiency of operational processes.
operasional.
Pada 2025 ITM menyediakan pelatihan atau sosialisasi In 2025 ITM provided training or awareness programs on
pengurangan limbah bagi karyawan, yaitu pelatihan waste reduction for employees, namely training on waste
pengelolaan limbah, penanganan limbah, dan pembuatan management, waste handling, and composting, attended
kompos, yang diikuti oleh 30 karyawan dan memperluas by 30 employees, and expanded recycling programs across
program daur ulang di berbagai anak usaha guna menekan subsidiaries to reduce the volume of waste sent to landfills.
volume limbah yang dikirim ke landfill.
76 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Jumlah Timbulan Limbah Padat Non-B3 Dihasilkan (Ton) [306-3][CSS-12.6.4]
Total Volume of Non-Hazardous Solid Waste Generated (Tons)
Jenis Limbah Padat Non-B3
2025 2024 2023
Type of Non-Hazardous Solid Waste
Domestik | Domestic 506.13 1,135.02 903.5
Organik
Organic Kertas | Paper 121.30 109.09 149.0
Lainnya | Others 125.02 79.45 17.0
Kaca | Glass 4.77 0.59 0.5
Plastik | Plastic 55.76 90.34 118.8
Non-organik
Non-Organic
Ban Bekas | Used Tire 942.93 1,367.43 1,325.4
Lainnya | Others 5.43 40.24 53.4
Logam
389.94 257.24 13.4
Metal
Abu Dasar dan Abu Terbang PLTU**
0 1,372.74 3,115.8
Fly Ash and Bottom Ash
Jumlah | Total 2,151.28 4,452.30 5,697.3
Keterangan | Notes:
*
Limbah Non-B3 terdaftar berdasarkan PP No.22 Tahun 2021 Lampiran XIV
**
Tidak ada yang dihasilkan di 2025
*
Non-hazardous waste listed based on Government Regulation No. 22 of 2021, Appendix XIV
**
No output was generated in 2025
Jumlah Timbulan Limbah Non-B3 Berdasarkan Komposisi (dalam Ton Metrik) [306-3]
Non Hazardous Waste by Composition (in Metric Tons)
Limbah yang Dialihkan dari
Limbah Dihasilkan Dibuang dengan metode lain
Pembuangan Akhir
Komposisi Limbah Waste Generated Other disposal method
Waste Diverted from Disposal
Waste composition
2025 2024 2025 2024 2025 2024
Domestik | Domestic 506.13 1,135.02 104.89 263.39 403.29 871.63
Kertas | Paper 121.3 109.24 37.88 58.36 86.47 50.88
Kaca | Glass 4.77 0.59 0.00 0.03 4.77 0.56
Plastik | Plastic 55.76 90.34 18.69 43.94 33.89 46.4
Ban bekas | Used tires 942.93 1,367.43 349.62 665.62 593.82 701.91
Limbah lainnya | Other waste 130.45 119.69 8.41 2.34 122.05 117.35
Logam | Metal 389.94 257.24 37.25 171.91 352.87 86.05
Abu terbang | Fly ash 0 75.57 553.82 0 0 0
Abu dasar | Bottom ash 0 1,297.17 6,303.98 0 0 0
Jumlah limbah | Total waste 2,151.28 4,452.30 7,414.52 1,205.60 1,597.16 1,874.78
Limbah B3 yang dihasilkan ITM disimpan terlebih dahulu di The hazardous waste generated by ITM is first stored at a
Tempat Penyimpanan Sementara (TPS) berizin sebelum licensed Temporary Storage Facility (TPS) before being
diserahkan kepada pihak ketiga yang memiliki izin handed over to third parties with authorized waste
pengelolaan. ITM tidak menerima limbah B3 dari luar management permits. ITM does not accept hazardous waste
perusahaan maupun impor, serta tidak melakukan from outside the company or imported waste, nor does it
pembakaran (insinerasi) untuk pemulihan energi atau metode conduct incineration for energy recovery or other disposal
pembuangan lainnya. Informasi lengkap mengenai volume methods. Complete information on the volume and
dan pengelolaan limbah B3 disajikan pada Lampiran laporan management of hazardous waste is presented in the
ini. [306-4, 306-5][CSS-12.6.5, CSS-12.6.6] Appendix of this report. [306-4, 306-5][CSS-12.6.5, CSS-12.6.6]
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 77
Page 78
Pengelolaan Limbah B3 ITM 2025 (Ton)
Hazardous Waste Management in 2025 (Tons)
352.88 2,712.05
Limbah B3 oli bekas sebagai Limbah B3 yang diserahkan
campuran bahan peledak ANFO ke pihak ketiga berizin
Hazardous waste of used oil as a Hazardous waste handed over
mixture of ANFO explosives to licensed third parties
- 2,990.82
Limbah B3 Limbah B3
didatangkan dari dihasilkan
luar perusahaan perusahaan
Hazardous waste Hazardous waste
imported from generated by the
outside the company company
0 500 1,000 1,500 2,000 2,500 3,000
26.58
Keterangan | Notes: Limbah B3 yang
*Limbah yang diserahkan ke pihak ketiga termasuk sisa disimpan
limbah tahun 2024 yang disimpan di TPS berizin Hazardous waste
*Waste handed over to the licensed third parties includes stored
the remaining waste of 2024 stored in the licensed TPS
Jumlah Timbulan Limbah B3 (Ton) [306-3, 306-4, 306-5][CSS-12.6.4, CSS-12.6.5, CSS-12.6.6]
Total Hazardous Waste Generated (Ton)
ITM & Kontraktor
Komposisi Limbah ITM & Contractors
Waste Composition
2025 2024 2023
Oli bekas | Used Oil 2,470.09 2,529.90 2,585.2
Gemuk bekas | Used Grease 0.67 0.54 3.2
Filter oli | Oil Filter 194.54 146.69 144.9
Baterai bekas (kecil) | Used Battery (Small) 0.81 1.86 0.8
Baterai bekas (besar) | Used Battery (Large) 68.79 73.25 40.1
Perlengkapan tulis | Stationery 0.16 0.27 0.0
Limbah medis | Clinical Waste 0.23 0.38 0.3
Bahan terkontaminasi | Contaminated Matter 198.27 197.09 148.4
Laboratorium | Laboratory - 0.00 1.8
Lampu fluorescent | Fluorescent Lamp 0.01
Lainnya | Others 57.26 69.61 60.9
Jumlah limbah | Total waste 2,990.82 3,019.59 2,985.7
Limbah B3 Berdasarkan Komposisi (dalam metrik ton) [306-3]
Hazardous Waste by Composition (in metric tons)
Limbah yang Dialihkan dari Limbah yang Dikirim ke
Limbah Dihasilkan
Pembuangan Akhir Pembuangan Akhir
Komposisi Limbah Waste Generated
Waste Diverted from Disposal Waste Directed to Disposal
Waste Composition
2025 2024 2025 2024 2025 2024
Oli bekas | Used Oil 2,470.09 2,529.90 2,167.12 1,194.00 352.88 688.57
Gemuk bekas | Used Grease 0.67 0.54 0.57 0.54 - 0
78 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
Page 79
Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
Limbah yang Dialihkan dari Limbah yang Dikirim ke
Limbah Dihasilkan
Pembuangan Akhir Pembuangan Akhir
Komposisi Limbah Waste Generated
Waste Diverted from Disposal Waste Directed to Disposal
Waste Composition
2025 2024 2025 2024 2025 2024
Filter oli | Oil Filter 194.54 146.69 210.29 144.08 - 0
Baterai bekas (kecil) | Used Battery (Small) 0.81 1.86 0.92 2.1 - 0
Baterai bekas (besar) | Used Battery (Large) 68.78 73.25 73.51 72.44 - 0
Perlengkapan tulis | Stationary 0.16 0.27 0.16 0.27 - 0
Limbah medis | Clinical Waste 0.23 0.38 6.71 0.37 - 0
Bahan terkontaminasi | Contaminated Matter 198.27 197.09 195.86 193.66 - 0
Laboratorium | Laboratory - 0 - 0 - 0
Lampu fluorescent | Fluorenscent Lamp 0.01 0.01 0 0 0
Lainnya | Others 57.26 69.61 56.88 50.11 - 0
Jumlah limbah | Total waste 2,990.82 3,019.59 2,712.05 1,657.58 352.88 688.57
ITM menggunakan oli bekas sebagai campuran dalam ITM utilizes used oil as a component in blasting activities
kegiatan peledakan (ANFO) sesuai ketentuan SK Kementerian (ANFO) in accordance with the provisions of the Ministry of
LH No. 07.14.03/2014 dan SK KLH No. 232/2013. Data limbah Environment Decree No. 07.14.03/2014 and the Ministry of
pada tabel di bawah berasal dari pengukuran langsung untuk Environment and Forestry Decree No. 232/2013. The waste
pengelolaan on-site, mencakup limbah yang dialihkan dari data in the table below are based on direct measurements
pembuangan akhir, catatan pengiriman limbah ke pihak for on-site management, including waste diverted from final
ketiga untuk pengelolaan off-site, serta hasil audit data disposal, records of waste sent to third parties for off-site
limbah. management, and results from waste data audits.
Pengelolaan Limbah 3R (Ton) [306-2, 306-4][CSS-12.6.3]
3R Waste Management (Ton)
Bentuk Pengelolaan
2025 2024 2023
Type of Management
On-site
Limbah Organik: Sisa Makanan Diolah menjadi kompos
81.24 33.09 38.7
Organic Waste: Food Leftovers Processed into compost
Limbah B3: Oli Bekas Dimanfaatkan sebagai campuran bahan
Hazardous Waste: Used Oil peledak ANFO 352.88 688.57 760.3
Used as a mixture of ANFO explosives.
Limbah Non-B3 Pengelolaan dengan 3R
424.36 839.4 437.0
Non-Hazardous Waste 3R management
Off-site
Limbah B3 Lain Didaur ulang oleh pihak ketiga
2,500.60 2,214.79 2,043.0
Other Hazardous Waste Recycled by third parties
Jumlah Limbah yang Dikelola 3R
3,359.08 3,775.8 3,279.0
Total Waste Managed with 3Rs
Jumlah Limbah B3 dan Non-B3 Dihasilkan
5,142.11 7,471.9 8,682.9
Total Hazardous and Non-Hazardous Waste Generated
Persentase Pengelolaan 3R oleh Anak Usaha ITM dan Pihak Ketiga
65% 51% 38%
Percentage of 3R Management by ITM Subsidiaries and Third Parties
Keterangan | Notes:
• On-Site menunjukkan pembuangan akhir yang berada di dalam kendali ITM, Off-site menunjukkan pembuangan akhir yang berada di luar kendali ITM.
• Terjadinya perbedaan antara berat limbah yang dialihkan dari pembuangan akhir di tempat dan di luar disebabkan ITM tidak memiliki izin untuk mengelola limbah B3 secara keseluruhan,
kecuali pada pemanfaatan oli bekas untuk bahan campuran kegiatan peledakan (ANFO).
• On-Site indicates final disposal within ITM's control, Off-site indicates final disposal outside ITM's control.
• The difference between the weight of waste diverted from on-site and off-site final disposal is due to the fact that ITM does not have a license to manage hazardous waste in its entirety,
except for the utilization of used oil for blasting mixtures (ANFO).
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 79
Page 80
Limbah yang Dialihkan Dari Pembuangan Akhir Berdasarkan Pengerjaan Pemulihan (dalam metrik ton) [306-4]
Waste Diverted from Disposal by Recovery Operation (in metric tons)
Onsite Offsite Total
2025 2024 2025 2024 2025 2024
Limbah B3 | Hazardous waste
Persiapan untuk penggunaan ulang
0 0 67.23 86.59 67.23 86.59
Preparation for reuse
Daur ulang | Recycling 0 0 2,500.60 2,128.19 2,500.6 2,128.19
Pengerjaan pemulihan lainnya
0 0 0 0 0 0
Other recovery operations
Jumlah | Total 0 0 2,567.83 2,214.78 2,567.83 2,214.78
Limbah Non-B3 | Non-hazardous waste
Persiapan untuk penggunaan ulang
356.64 794.49 17.25 129.50 373.89 923.99
Preparation for reuse
Daur ulang | Recycling 145.57 78.03 27.46 77.07 173.03 155.10
Pengerjaan pemulihan lainnya
0 0 0 0 0 0
Other recovery operations
Jumlah | Total 502.21 872.51 44.71 206.57 546.92 1,079.09
Limbah yang dicegah | Waste prevented
Limbah yang dicegah | Waste prevented 502.21 872.51 2,612.54 2,421.35 3,114.75 3,293.86
Limbah yang Dikirimkan ke Pembuangan Akhir Menurut Pengerjaan Pembuangan (dalam metrik ton) [306-5]
Waste Directed to Disposal by Disposal Operation (in metric tons)
Onsite Offsite Total
2025 2024 2025 2024 2025 2024
Limbah B3 | Hazardous waste
Insinerasi (dengan perolehan energi)
0 0 0 0 0 0
Incineration (with energy recovery)
Insinerasi (tanpa perolehan energi)
0 0 144.21 131.36 144.21 131.36
Incineration (without energy recovery)
Penimbunan di TPA | Landfilling 0 0 0 0 0 0
Pengerjaan pembuangan lainnya
352.88 688.57 0 0 0 688.57
Other disposal operations
Jumlah | Total 352.88 688.57 144.21 131.36 144.21 819.92
Limbah Non-B3 | Non-hazardous waste
Insinerasi (dengan perolehan energi)
0 0 0 0 0 0
Incineration (with energy recovery)
Insinerasi (tanpa perolehan energi)
0 0 0 0 0 0
Incineration (without energy recovery)
Penimbunan di TPA | Landfilling 1,453.55 1,874.78 143.04 123.65 1,596.59 1,998.43
Pengerjaan pembuangan lainnya
0 0 0 0 0 0
Other disposal operations
Jumlah | Total 1,453.55 1,874.78 143.04 123.65 1,596.59 1,998.43
80 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
Page 81
Menapaki Jalur yang Lebih Hijau dalam Operasi Pertambangan
Shaping a Greener Path in Mining Operations
ITM juga mencatat volume batuan penutup (overburden) ITM also records the volume of overburden generated from
yang dihasilkan dari aktivitas penambangan. Sebagian besar mining activities. Most of this material is used to backfill
material tersebut digunakan untuk menutup lubang bekas former mine pits, while the remainder is placed in off-mine
tambang, sedangkan sisanya ditempatkan di area luar areas. [CSS-12.6.4, 12.6.5, 12.6.6]
tambang. [CSS-12.6.4, 12.6.5, 12.6.6]
Overburden
Jenis Limbah | Type of Waste
2025
2024 2023
221,191,368 214,133,919 217,125,767
Intensitas Limbah
Waste Intensity
Uraian Satuan
2025 2024 2023
Description Unit
Kg/Ton Produksi
0.14 0.15 0.17
Intensitas Limbah B3 Kg /Tons Production
Hazardous Waste Intensity
Kg/USD 0.00159 0.00131 0.00126
Kg/Ton Produksi
0.10 0.23 0.33
Intensitas Limbah Non-B3 Kg /Tons Production
Non-Hazardous Waste Intensity
Kg/USD 0.0011 0.0019 0.0024
ITM memastikan pengelolaan batuan penutup dilakukan ITM ensures that overburden management is carried out
secara optimal sehingga seluruh material dapat dimanfaatkan optimally so that all material can be effectively utilized. The
dengan baik. Penempatan batuan penutup diatur agar placement of overburden is managed to meet environmental
memenuhi standar lingkungan, dengan pemisahan yang standards, with a clear separation between material reused
jelas antara material yang digunakan kembali di dalam lubang within mine pits (in dump pit) and material placed outside
tambang (in dump pit) dan material yang ditempatkan di luar the mining area (out dump pit). [306-3, 306-4, 306-5][CSS-12.6.4,
area tambang (out dump pit). [306-3, 306-4, 306-5][CSS-12.6.4, CSS-12.6.5, CSS-12.6.6]
CSS-12.6.5, CSS-12.6.6]
Pencegahan Tumpahan [306-3][CSS-12.3.2]
Spill Prevention
ITM meminimalkan risiko tumpahan dengan mengelola ITM minimizes spill risks by carefully managing the use of
penggunaan bahan kimia, cairan, dan minyak secara hati- chemicals, liquids, and oils. Through these efforts, no spill
hati. Melalui upaya tersebut, selama 2025 tidak terjadi insiden incidents causing environmental contamination occurred
tumpahan yang mencemari lingkungan. in 2025.
Kasus Tumpahan Minyak 2025
Oil Spill Cases
Keterangan | Notes:
Berdasarkan standar internal (tidak lebih dari 200 liter)
Based on internal standards (no more than 200 liters)
Nihil Zero
2024 : Nihil Zero 2023 : Nihil Zero
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 81
Page 82
03
Memperkuat
Kepedulian
terhadap Insan
Perusahaan
Strengthening
Our Care for People
82 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 83
Page 84
Kesehatan dan
Keselamatan Kerja (K3)
Occupational Health and Safety (OHS)
Transformasi ITM menuju praktik bisnis yang greener dan ITM’s transformation toward greener and smarter business
smarter didukung oleh penguatan aspek sosial; terutama practices is supported by strengthening social aspects,
keselamatan pekerja, pengembangan kompetensi, dan particularly worker safety, competency development, and
peningkatan kapasitas masyarakat sekitar. the enhancement of local community capacity.
Pendekatan Manajemen [3-3][CSS-12.14.1]
Management Approach
Topik Material: Kesehatan dan Keselamatan Kerja (K3)
Material Topic: Occupational Health and Safety (OHS)
Kebijakan | Policy [403-1][CSS-12.14.2]
• Sistem Manajemen Keselamatan Pertambangan Minerba (SMKP Minerba)
• Sistem Manajemen K3 & Lingkungan (SMK3L)
• Pengembangan Budaya K3
• Kebijakan K3 & Lingkungan Revisi 4 Tahun 2023
• Mineral Mining Safety Management System (MSMS for Mineral, Energy, and Coal)
• OHS & Environmental Management System (HSEMS)
• Development of OHS Culture
• OHS & Environment Policy Revision 4 of 2023
Dampak dan Pengelolaan | Impact and Management
Perusahaan menempatkan kesehatan dan keselamatan kerja (K3) sebagai prioritas utama dalam seluruh kegiatan
operasional untuk mencegah kecelakaan kerja dan penyakit akibat kerja, serta mendukung keberlanjutan usaha
jangka panjang. ITM memastikan lingkungan kerja yang aman, nyaman, dan produktif dengan menerapkan ISO
45001:2018 Sistem Manajemen K3 terintegrasi dan pengendalian prosedur yang sistematis.
The Company places occupational health and safety (OHS) as a top priority in all operational activities to prevent
work-related accidents and occupational diseases, while supporting long-term business sustainability. ITM ensures
a safe, comfortable, and productive working environment by implementing an integrated ISO 45001:2018 Occupational
Health and Safety Management System and systematic procedural controls.
ITM menyelenggarakan pelatihan K3 secara rutin bagi karyawan dan kontraktor, mencakup induksi K3, pelatihan
berbasis risiko pekerjaan, kampanye keselamatan, dan simulasi keadaan darurat.
ITM routinely conducts OHS training for employees and contractors, including OHS induction, job-risk-based training,
safety campaigns, and emergency simulations.
84 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Sumber Daya dan Evaluasi | Resources and Evaluation
Pengelolaan K3 berada di bawah tanggung jawab Direktorat Environment, Social and Governance (ESG) melalui
Departemen HSEC. Evaluasi pengelolaan K3 dilakukan melalui pelaksanaan audit internal sesuai persyaratan SMKP,
quality assurance review aspek HSE oleh kantor pusat, serta audit eksternal dari lembaga bersertifikasi minimal
sekali dalam setahun sesuai persyaratan ISO.
OHS management falls under the responsibility of the Environment, Social, and Governance (ESG) Directorate
through the HSEC Department. Evaluation of OHS management is conducted through internal audits in accordance
with MSMS requirements, quality assurance reviews of HSE aspects by the head office, and external audits by
certified institutions at least once a year in compliance with ISO requirements.
Perusahaan menetapkan target kinerja K3 terukur yang dipantau secara berkala dan menjadi bagian dari indikator
kinerja manajemen. ITM juga memiliki Panitia Pembina Keselamatan & Kesehatan Kerja (P2K3) dan Komite Keselamatan
Pertambangan (KKP) sebagai Komite K3 ITM yang ada di tingkat manajemen. KKP dipimpin oleh Kepala Teknik
Tambang dan terdiri dari anggota pekerja yang mewakili setiap departemen. KKP memastikan komunikasi budaya
K3 dan penerapannya sesuai peraturan yang berlaku. Manajemen melakukan pertemuan dengan P2K3 dan KKP
secara rutin setiap bulan.
The company sets measurable OHS performance targets which are monitored regularly and incorporated into
management performance indicators. ITM also has the Occupational Health & Safety Committee (P2K3) and
Mining Safety Committee (KKP) as ITM’s OHS committees at the management level. The KKP is chaired by the
Head of Mining Engineering and includes employee representatives from each department. The KKP ensures
communication of OHS culture and its implementation in compliance with applicable regulations. Management
holds regular monthly meetings with P2K3 and KKP.
Pada tahun 2025, hasil evaluasi menunjukkan beberapa entitas anak usaha berhasil mempertahankan kinerja K3
yang baik, namun dengan sangat menyesal kami juga menyampaikan bahwa di entitas lain telah terjadi kejadian
kecelakaan berakibat mati dan cedera berat. [403-4][CSS-12.14.5]
In 2025, evaluation results showed that several subsidiaries successfully maintained strong OHS performance.
However, we regret to report that fatal accidents and serious injuries have occurred in other entities.
Sistem Manajemen K3 Occupational Health and Safety
Management System
ITM menerapkan Sistem Manajemen K3 untuk melindungi ITM implements an OHS Management System to protect
seluruh tenaga kerja, baik karyawan maupun nonkaryawan, all personnel, including employees and non-employees such
termasuk kontraktor, mitra, dan pengunjung. Sistem ini as contractors, partners, and visitors. This system refers to
mengacu pada SMKP sesuai Peraturan Menteri ESDM No. the MSMS in accordance with the MEMR Regulation No.
26/2018 dan Keputusan Menteri ESDM No. 1827 K/30/ 26/2018 and the MEMR Decree No. 1827 K/30/MEM/2018,
MEM/2018, serta SMK3 berdasarkan Peraturan Pemerintah as well as OHSMS based on Government Regulation No.
No. 50/2012. Selain regulasi nasional, ITM juga mengadopsi 50/2012. In addition to national regulations, ITM also adopts
standar ISO Internasional sebagai penguatan praktik K3. international ISO standards to strengthen OHS practices.
[2-30, 403-1] [2-30, 403-1]
Pada 2025, seluruh tenaga kerja dalam operasi ITM yang In 2025, the entire workforce in ITM operations, consisting
terdiri dari 1.661 karyawan dan 17.453 pekerja nonkaryawan of 1,661 employees and 17,453 non-employee workers, was
telah tercakup dalam sistem manajemen K3. Efektivitas fully covered under the OHS management system. The
penerapannya dipastikan melalui audit internal berkala yang effectiveness of its implementation is ensured through
mencakup 100% seluruh karyawan dan pekerja yang bukan periodic internal audits, covering 100% of employees and
karyawan dalam cakupan perusahaan. non-employee workers within the company’s scope.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 85
Page 86
Selain melakukan audit internal, ITM memastikan keandalan In addition to internal audits, ITM ensures the reliability of
Sistem Manajemen K3 melalui audit eksternal yang bertujuan the OHS Management System through external audits aimed
memverifikasi kesesuaian sistem dengan standar dan at verifying compliance with applicable standards and
peraturan yang berlaku. Selama 2025, sebanyak 954 karyawan regulations. During 2025, a total of 954 employees and 7,092
dan 7.092 pekerja nonkaryawan atau 42% dari total tenaga non-employee workers, or 42% of the total workforce, were
kerja telah tercakup dalam sistem K3 yang diaudit atau included in the OHS system audited or certified by
disertifikasi oleh lembaga independen. [403-8] independent institutions. [403-8]
Perusahaan juga memasukkan ketentuan keselamatan kerja The company also incorporates occupational safety
ke dalam Perjanjian Kerja Bersama (PKB) dan Peraturan provisions into Collective Labor Agreements (CLA) and
Perusahaan (PP) sehingga seluruh pekerja, baik karyawan Company Regulations (CR) to ensure adequate protection
maupun nonkaryawan, memperoleh perlindungan yang for all workers, both employees and non-employees. During
memadai. Pada periode pelaporan, PKB dan PP mencakup the reporting period, the CLA and CR cover 100% of
100% karyawan. [403-8][CSS-12.14.9] employees. [403-8][CSS-12.14.9]
Sistem Manajemen K3 dalam SMK3L [403-1][CSS-12.14.2]
OHS Management System within SMK3L
Misi Manajemen K3 Target Manajemen K3 Strategi 3 Pilar
OHS Management Mission OHS Management Target 3 Pillars Strategy
Nihil kecelakaan yang berakibat hilangnya hari Tingkat Kekerapan Kecelakaan Kerja: 0 Pilar Organisasi & Sistem
kerja Jumlah Kekerapan Kecelakaan Kerja Tercatat: Organizational & System Pillar
Zero lost-time injury 0.17 Menjaga pelaksanaan SMK3L melalui kebijakan
Injury Frequency Rate: 0 OHS, HSE Management System, Contractor
Total Recordable Injury Frequency Rate: 0.17 Management System, dan Online Incident
Report.
Ensuring the implementation of the OHS &
Environmental Management System (SMK3L)
through OHS policies, HSE Management
System, Contractor Management System, and
the Online Incident Reporting system.
Nihil terulangnya kecelakaan Tingkat Keparahan Kecelakaan Kerja: 0 Pilar Manusia & Perilaku
Zero recurring accident Injury Severity Rate: 0 Human & Behavioral Pillar
Mengembangkan SDM dengan kompetensi,
kepedulian, dan kepemimpinan K3 yang
dilengkapi dengan sistem pelaporan GoSafe
dan Safety Health Environmental Accountability
Program
Developing human resources with OHS
competence, awareness, and leadership,
supported by the GoSafe reporting system
and the Safety, Health, and Environmental
Accountability Program (SHEAP).
Nihil pelanggaran persyaratan dan pemenuhan Program Akuntabilitas Keselamatan Pilar Kompetensi Pekerja
standar K3 & KO Kesehatan dan Lingkungan (SHEAP) 67% Worker Competency Pillar
Zero non-compliance with OHS requirements Safety, Health, and Environmental
and standards Accountability Program (SHEAP): 67% Memastikan kompetensi setiap pekerja telah
memadai dan sesuai standar yang ditetapkan
Perusahaan dan Pemerintah
Ensuring that every worker has adequate
competencies in accordance with company and
government standards.
Mencegah gangguan kesehatan dan nihil Pelaporan Bahaya di Tempat Kerja (GoSafe):
penyakit akibat kerja ≥ 21.995 laporan dan tindak lanjut ≥ 70%
Preventing health disorders and zero Workplace Hazard Reporting (GoSafe):
occupational diseases ≥ 21.995 reports with ≥ 70% follow-up
Memenuhi aspek keselamatan operasional CMS-K3L: ≥ 77% dan tindak lanjut ≥ 65%
pertambangan baik sarana, prasarana, CMS - K3L: ≥ 77% and follow-up ≥ 65%
instalasi dan peralatan
Compliance with mining operational safety
aspects, including facilities, infrastructure,
installations, and equipment
86 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Identifikasi dan Pengelolaan OHS Risk Identification and
Risiko K3 Management
Pemetaan dan identifikasi terhadap pekerjaan berisiko tinggi High-risk tasks are mapped and identified to minimize
dilakukan untuk meminimalkan potensi kecelakaan dan potential accidents and establish risk management priorities.
menetapkan prioritas pengelolaan risiko. Proses identifikasi Hazard identification is conducted through HIRADC (Hazard
bahaya dilakukan melalui HIRADC (Hazard Identification, Risk Identification, Risk Assessment, and Determining Controls).
Assessment, and Determining Control). Adapun langkah Mitigation measures are integrated into the OHS
mitigasi diintegrasikan dalam Sistem Manajemen K3, PKB, Management System, CLA, and procedures for incident
serta prosedur investigasi dan pelaporan insiden K3. [403-2, investigation and reporting.[403-2, 403-9][CSS-12.14.3]
403-9][CSS-12.14.3]
Beberapa Jenis Pekerjaan Berisiko Tinggi dan Pengelolaannya [403-2, 403-7, 403-9][CSS-12.14.3, CSS-12.14.8]
Types of High-Risk Work and Their Management
Jenis Pekerjaan Berisiko Tinggi Transportasi Produk Batubara dari Tambang Menuju Pelabuhan
Types of High-Risk Jobs Coal Product Transportation from Mine to Port
Uraian Kegiatan dan Risiko Pekerjaan pengisian produk dan transportasi produk sejauh 100 Km dari tambang menuju pelabuhan Batubara
Description of Activities and Risks menimbulkan kelelahan pengendara, kejenuhan dan terburu-buru.
The loading and transportation of coal products over a distance of 100 km from the mine to the coal port can
cause driver fatigue, boredom, and rushing.
Mitigasi dan Pencapaian 2025 Mitigasi:
Mitigation and Achievement 2025 1. Sosialisasi batas kecepatan
2. Melakukan inspeksi batas kecepatan
3. Uji kelelahan kepada setiap pengendara pada jam-jam tertentu
4. Penyediaan fasilitas istirahat
5. Pemasangan GPS pada unit-unit transportasi produk batubara untuk memantau batas kecepatan
6. Pemasangan CCTV pada beberapa area yang berbahaya di jalan tambang
Pencapaian:
85%
Mitigation Measures:
1. Awareness campaigns on speed limits
2. Speed limit inspections
3. Fatigue testing for each driver at designated times
4. Provision of rest facilities
5. Installation of GPS on coal transport units to monitor speed limits
6. Installation of CCTV in hazardous areas along the mine road
Achievements:
85%
Jenis Pekerjaan Berisiko Tinggi Peledakan
Types of High-Risk Jobs Blasting
Uraian Kegiatan dan Risiko Risiko berupa:
Description of Activities and Risks 1. Keterpaparan bahan kimia
2. Insiden pada saat transportasi bahan peledak
3. Risiko dari flying rock dan air blast
4. Paparan debu dari aktivitas peledakan
5. Premature blast dari kegiatan pembongkaran ammonium nitrat, pencampuran dengan penggunaan
ANFO mixer, pengangkutan bahan peledak ke tambang, pengisian bahan peledak, perangkaian bahan
peledak, dan pelaksanaan peledakan.
Risks include:
1. Exposure to chemicals
2. Incidents during explosive material transportation
3. Risks from flying rocks and air blasts
4. Dust exposure from blasting activities
5. Premature blasts during ammonium nitrate handling, mixing with ANFO mixers, transport of explosives to
the mine, loading of explosives, assembly of explosive charges, and execution of blasting.
Mitigasi dan Pencapaian 2025 Mitigasi:
Mitigation and Achievement 2025 1. Memeriksa lokasi peledakan dan kegiatan lainya disekitar lokasi peledakan
2. Melakukan sterilisasi lokasi peledakan dengan jarak aman 300 – 500 meter dari unit dan manusia.
3. Memasang tanda dilarang masuk dan waktu kegiatan peledakan
Pencapaian:
100%
Mitigation Measures:
1. Inspect the blasting site and surrounding activities
2. Sterilize the blasting area with a safe distance of 300–500 meters from equipment and personnel
3. Install “No Entry” signs and indicate blasting activity times
Achievements:
100%
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 87
Page 88
Jenis Pekerjaan Berisiko Tinggi Pemakaian Radioaktif dalam Kegiatan Well Logging
Types of High-Risk Jobs Use of Radioactive Materials in Well Logging Activities
Uraian Kegiatan dan Risiko Risiko paparan dan kontaminasi radioaktif selama:
Description of Activities and Risks 1. Pengangkutan material radioaktif dari bunker ke lokasi pengeboran
2. Pemanfaatan dan penggunaan sumber radioaktif untuk well logging
3. Penyimpanan yang berpotensi menimbulkan dampak radiasi
Risks of exposure and contamination during:
1. Transportation of radioactive materials from the bunker to the drilling site
2. Utilization and handling of radioactive sources for well logging
3. Storage, which may potentially cause radiation impact
Mitigasi dan Pencapaian 2025 Mitigasi:
Mitigation and Achievement 2025 1. Proteksi radiasi (Faktor Jarak, Waktu dan Pelindung)
2. Monitor perorangan (film badge dan Dosimeter saku)
3. Kontainer penyimpanan sumber radiasi yang terbuat dari pb.
4. Pengangkutan sumber radiasi wajib menggunakan roda 4
5. Karyawan yang menangani sumber radiasi wajib memiliki sertifikasi
6. Melakukan pengukuran radiasi
7. Pengecekan kesehatan rutin sebelum dan sesudah kegiatan penggunaan sumber radiasi
Pencapaian:
100%
Mitigation Measures:
1. Radiation protection (Distance, Time, and Shielding factors)
2. Personal monitoring (film badges and pocket dosimeters)
3. Storage containers for radioactive sources made of lead (Pb)
4. Transportation of radioactive sources must use four-wheeled vehicles
5. Employees handling radioactive sources must be certified
6. Radiation measurements are conducted
7. Routine health checks before and after handling radioactive sources
Achievements:
100%
Jenis Pekerjaan Berisiko Tinggi Mengoperasikan Single Dump Truck (SDT) dan Sejenisnya
Types of High-Risk Jobs Operating Single Dump Trucks (SDT) and Similar Vehicles
Uraian Kegiatan dan Risiko Risiko berupa:
Description of Activities and Risks 1. Tabrakan dengan unit lain
2. Unit terbakar
Risks include:
1. Collisions with other units
2. Vehicle fire
Mitigasi dan Pencapaian 2025 Mitigasi:
Mitigation and Achievement 2025 1. Pengecekan dan Pemeriksaan Hariah P2H SDT
2. Pekerja harus dalam keadaan sehat (fit to work)
3. Pengaturan lalu lintas jalan tambang
Pencapaian:
100%
Mitigation Measures:
1. Daily P2H (Pre-Operational Check) inspections of SDTs
2. Workers must be in good health (fit to work)
3. Traffic management on mining roads
Achievements:
100%
Jenis Pekerjaan Berisiko Tinggi Mengoperasikan Pompa Tambang
Types of High-Risk Jobs Operating Mine Pumps
Uraian Kegiatan dan Risiko Risiko berupa:
Description of Activities and Risks 1. Tangan terpotong terkena bagian berputar
Risks include:
1. Hand injury from contact with rotating parts
Mitigasi dan Pencapaian 2025 Mitigasi:
Mitigation and Achievement 2025 1. Job Safety and Environmental Analysis (JSEA) mengoperasikan pompa tambang
2. Pelindung bagian berputar pada pompa
3. Pekerja harus dalam keadaan sehat (fit to work)
4. Safety talk mingguan
5. Pelaksanaan observasi keselamatan kerja dan inspeksi di tempat oleh pengawas
Pencapaian:
100%
Mitigation Measures:
1. Job Safety and Environmental Analysis (JSEA) for operating mine pumps
2. Guards on rotating parts of the pump
3. Workers must be in good health (fit to work)
4. Weekly safety talks
5. Job safety observations and on-the-spot inspections by supervisors
Achievements:
100%
88 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
Page 89
Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Perusahaan memberikan hak kepada pekerja untuk The company grants workers the right to stop work activities
menghentikan aktivitas kerja apabila ditemukan potensi if a potential hazard is identified and to report it to the
bahaya dan melaporkannya kepada pengawas yang bertugas. responsible supervisor. Supervisors are required to ensure
Pengawas wajib memastikan keselamatan terpenuhi dan safety is met and have the authority to halt work when a risk
memiliki otoritas untuk menghentikan pekerjaan ketika risiko is deemed dangerous. No sanctions are imposed on workers
dianggap membahayakan. Tidak ada sanksi yang dikenakan who leave work for safety reasons. [403-2, 403-9][CSS-12.14.3]
kepada pekerja yang meninggalkan pekerjaan karena alasan
keselamatan. [403-2, 403-9][CSS-12.14.3]
Selain itu, ITM terus meningkatkan efektivitas penilaian risiko In addition, ITM continuously enhances the effectiveness
dan pelaksanaan perbaikan. Seluruh insiden signifikan of risk assessments and the implementation of corrective
termasuk kasus fatal dilaporkan dan diinvestigasi secara actions. All significant incidents, including fatal cases, are
transparan. Tindakan korektif dilakukan secara proaktif untuk reported and investigated transparently. Corrective
memastikan risiko serupa tidak terjadi kembali. [403-2][CSS- measures are proactively implemented to ensure similar
12.14.3] risks do not recur. [403-2][CSS-12.14.3]
Meningkatkan Budaya K3 Strengthening OHS Culture
ITM mengimplementasikan strategi keselamatan kerja ITM implements a work safety strategy based on three pillars:
berbasis tiga pilar, yakni Organisasi dan Sistem, Karyawan Organization and Systems, Employees and Competence,
dan Kompetensi, serta Perilaku. and Behavior.
Organization
and System
Pillar
WORK SAFETY
STRATEGY
DEVELOPMENT
People and
Competence Behavior
Pillar Pillar
Pilar Organisasi dan Sistem Pilar Manusia dan Kompetensi Pilar Perilaku
Organization and System Pillar People and Competence Pillar Behavior Pillar
Perencanaan dan penerapan aktivitas K3 telah Mengembangkan kompetensi, kepedulian, Menerapkan program yang memotivasi
terintegrasi di dalam organisasi dan dilakukan dan kepemimpinan K3 karyawan dengan karyawan untuk berperilaku aman walaupun
melalui Sistem Manajemen Keselamatan memberikan pelatihan, sosialisasi, dan tanpa pengawasan dari atasan dan juga
dan Kesehatan Kerja Lingkungan (SMK3L) kampanye secara terus-menerus dengan melaporkan setiap kegiatan dan kondisi tidak
yang di dalamnya mencakup kebijakan K3, melibatkan semua karyawan. Perusahaan aman.
HSE Management System, Contractor melengkapi dengan sistem pelaporan AWAS ITM also implements programs that motivate
Management System, dan Online Incident (Amati, Waspadai, dan Segera Laporkan) dan employees to act safely even without direct
Report. Safety Health Environmental Accountability supervision and to report any unsafe activities
Planning and implementation of OHS activities Program. or conditions.
are fully integrated within the organization The company develops employees OHS
through the Occupational Health, Safety, competence, awareness, and leadership by
and Environmental Management System providing continuous training, awareness
(SMK3L), which includes OHS policies, the HSE programs, and safety campaigns involving all
Management System, Contractor Management employees. This is supported by the AWAS
System, and Online Incident Reporting. reporting system (Observe, Alert, and Report
Immediately) and the Safety, Health, and
Environmental Accountability Program.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 89
Page 90
ITM memastikan keterlibatan pekerja dalam penerapan K3 ITM ensures employee involvement in OHS implementation
melalui mekanisme pelaporan diri, kegiatan safety talk, through self-reporting mechanisms, safety talks, toolbox
toolbox meeting, dan pelatihan berkala. Aplikasi Go-Safe meetings, and periodic training. The Go-Safe application is
digunakan sebagai sarana pelaporan yang memungkinkan used as a reporting tool that enables rapid identification of
identifikasi cepat terhadap tindakan dan kondisi tidak aman, unsafe actions and conditions and connects directly to
serta terhubung langsung dengan pengawas. Perusahaan supervisors. The company also provides healthcare services,
juga menyediakan layanan kesehatan termasuk perawatan including non-work-related care.
non-pekerjaan.
Pada tahun pelaporan, 214 karyawan dan pekerja nonkaryawan During the reporting year, 214 employees and non-employee
berpartisipasi dalam 21 program pelatihan K3 yang workers participated in 21 OHS training programs organized
diselenggarakan ITM. by ITM.
Beberapa Pelatihan K3 untuk Karyawan dan Pekerja Lainnya [403-5][CSS-12.14.6]
Selected OHS Training for Employees and Other Workers
Tema Kegiatan | Activity Theme Diklat Investigasi Pertolongan Pertama
Kecelakaan Tambang Gawat Darurat (PPGD)
Implementasi SMKP Dasar Keselamatan Internal Audit SMKP Mine Accident Emergency First Aid
MSMS Implementation Basic Safety MSMS Internal Audit Investigation Training (PPGD)
48
Peserta | Participants
39
Peserta | Participants
32
Peserta | Participants
21
Peserta | Participants
19
Peserta | Participants
Selain pelatihan K3, ITM menerapkan sejumlah program In addition to OHS training, ITM implements several
tambahan guna menanamkan budaya keselamatan dan additional programs to instill a safety culture and improve
meningkatkan kesehatan pekerja serta kontraktor, seperti: the health of employees and contractors, including:
[403-4, 403-6][CSS-12.14.5, CSS-12.14.7] [403-4, 403-6][CSS-12.14.5, CSS-12.14.7]
1. Pengawasan dan audit keselamatan seperti internal 1. Safety supervision and audits, such as internal MSMS
audit SMKP dan CMS-HSE, baik untuk anak usaha ITM and CMS-HSE audits, for both ITM subsidiaries and
maupun kontraktor. contractors
2. Kampanye Keselamatan dan Kesadaran untuk 2. Safety and awareness campaigns to enhance workers’
meningkatkan kesadaran dan pemahaman pekerja. understanding and consciousness
3. Evaluasi dan pembelajaran dari insiden yang sudah terjadi. 3. Evaluation and learning from past incidents
4. Pelaksanaan bulan K3 secara serempak di ITM dan 4. Simultaneous observance of OHS Month across ITM
seluruh anak usahanya. and all subsidiaries
Pada 2025, Perusahaan menetapkan 11 Golden Rules yang In 2025, the Company established 11 Golden Rules that must
wajib dipahami dan dipatuhi oleh seluruh karyawan ITM Grup be understood and strictly complied with by all employees
termasuk mitra kerja, bertujuan untuk: across the ITM Group, including business partners and
contractors. These rules are intended to:
1. Mencegah fatalitas/LTI dengan meningkatkan 1. Prevent fatality/LTI by enhancing vigilance toward
kewaspadaan terhadap risiko kritis. critical risks.
2. Membangun akuntabilitas dan kepemilikan, yaitu pola 2. Strengthen accountability and ownership by fostering
pikir "keselamatan adalah tanggung jawab bersama". the mindset that “safety is a shared responsibility.”
3. Mendorong kesadaran penuh sebelum memulai 3. Promote full mindfulness prior to commencing any
pekerjaan: pahami pekerjaannya, pahami risikonya, dan task—understand the work, understand the risks, and
pahami mitigasinya. understand the mitigation measures.
Pelanggaran terhadap Golden Rules ini akan dikenakan Any violation of the Golden Rules will result in the following
sanksi berupa: sanctions:
1. Pelanggaran Pertama 1. First Violation
Bagi Karyawan dan Mitra Kerja: Surat peringatan For Employees and Business Partners: Issuance of a
pertama dan terakhir. first and final written warning.
2. Pelanggaran Kedua 2. Second Violation
• Bagi Karyawan: Bersifat mendesak yang dapat • For Employees: Classified as a serious offense that
langsung dikenakan PHK. may result in immediate termination of employment.
• Bagi Mitra Kerja: Pencabutan izin kerja (mine permit). • For Business Partners: Revocation of work
authorization (mine permit).
90 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
11 Golden Rules
1. Prinsip Dasar 1. Fundamental Principles
Pastikan seluruh pekerjaan berbahaya/ berisiko memiliki Ensure that all hazardous/high-risk work activities have
izin kerja yang sah. a valid work permit.
2. Pengawasan Pekerjaan 2. Job Supervision
Pengawas di area berisiko tinggi wajib melakukan Supervisors in high-risk areas must conduct direct
pengawasan langsung dan melapor bila terjadi insiden. supervision and report any incidents.
3. Layak Bekerja 3. Fit to Work
Bekerja hanya saat fit to work dan gunakan unit yang Work only when declared fit to work and operate
sudah lulus commissioning serta Pengecekan dan equipment that has passed commissioning as well as
Pemeriksaan Harian (P2H). Daily Inspection and Pre-Operational Checks (P2H).
4. Keselamatan Berkendara 4. Driving Safety
Wajib memiliki SIMPER, gunakan sabuk pengaman, Hold a valid SIMPER, wear a seat belt, comply with speed
patuhi batas kecepatan, parkir di area yang ditentukan, limits, park only in designated areas, and refrain from
dan hindari penggunaan HP. using mobile phones.
5. Pekerjaan Pengangkatan 5. Lifting Work
Harus memiliki Surat Izin Operator (SIO), perhatikan Possess a valid Operator License (SIO), observe the
beban Safe Working Load (SWL) dan radius aman alat Safe Working Load (SWL), and maintain a safe operating
berat. radius for heavy equipment.
6. Kestabilan Lereng 6. Slope Stability
Jaga jarak aman dari dinding galian dan waspadai Maintain a safe distance from excavation walls and
pergerakan alat berat. remain alert to heavy equipment movements.
7. Isolasi Energi (Lock Out Tag Out/ LOTO) 7. Energy Isolation (Lock Out Tag Out / LOTO)
Pasang personal LOTO, jangan lepaskan atau pindahkan, Install personal LOTO devices, do not remove or relocate
serta jangan operasikan alat saat perawatan. them, and do not operate equipment under maintenance.
8. Pekerjaan Kelistrikan 8. Electrical Work
Harus diawasi oleh pekerja kompeten dan semua Must be supervised by a competent worker, and all
peralatan listrik wajib inspeksi berkala. electrical equipment must undergo periodic inspections.
9. Pekerjaan di Ketinggian 9. Working at Height
Gunakan Alat Pelindung Diri (APD) dan alat keselamatan Use appropriate Personal Protective Equipment (PPE)
lengkap. and complete fall protection equipment.
10. Pekerjaan Panas 10. Hot Work
Hindari hot work dengan bahan mudah terbakar yang Avoid performing hot work in the presence of flammable
berisiko kebakaran. materials that may pose a fire risk.
11. Pekerjaan di Dekat Air 11. Working Near Water
Gunakan pelampung dan peralatan standar yang layak. Wear a life vest and utilize appropriate standard safety
equipment.
Kesehatan Kerja Occupational Health
Untuk mendukung kesehatan seluruh pekerja, ITM To support the health of all workers, ITM provides healthcare
menyediakan fasilitas kesehatan di setiap area operasi, facilities at each operational site, complete with routine
lengkap dengan pemeriksaan rutin. Layanan ini juga terbuka medical examinations. These services are also available to
bagi karyawan mitra kerja yang tidak memiliki fasilitas partner employees who do not have their own healthcare
kesehatan sendiri, serta masyarakat sekitar. Perusahaan facilities, as well as to local communities. The company
memastikan kualitas layanan melalui evaluasi berkala terhadap ensures service quality through periodic evaluations of facility
kelayakan fasilitas dan sumber daya. Selain itu, edukasi terkait adequacy and resources. In addition, education on the
pencegahan Penyakit Menular Seksual (PMS) turut diberikan prevention of sexually transmitted disease (STD) is provided
oleh anak usaha. Seluruh fasilitas kesehatan diawasi oleh by subsidiaries. All healthcare facilities are supervised by
dokter dan tenaga medis tersertifikasi, dan klinik ITM telah certified doctors and medical personnel, and ITM clinics are
memiliki izin resmi untuk memberikan layanan medis dasar, officially licensed to provide basic medical services, including
termasuk penerbitan resep. [403-3, 403-8][CSS-12.14.4] issuing prescriptions. [403-3, 403-8][CSS-12.14.4]
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 91
Page 92
Pada 2025, tercatat 6.317 kunjungan karyawan dan 33.071 In 2025, there were 6,317 employee visits and 33,071 partner
kunjungan mitra kerja ke klinik site. Infeksi Saluran Pernapasan visits to site clinics. Acute Respiratory Infection (ARI) is the
Akut (ISPA) menjadi keluhan paling umum sehingga most common complaint, prompting the company to
perusahaan melakukan langkah mitigasi sebagai berikut. implement the following mitigation measures. [403-10][CSS-
[403-10][CSS-12.14.11] 12.14.11]
1. Melakukan analisis dari hasil kunjungan klinik dan 1. Conducting analysis of clinic visit results and medical
pemeriksaan kesehatan. check-up findings.
2. Memberikan konsultasi secara daring maupun luring 2. Providing both online and offline consultations to monitor
untuk memantau kondisi kesehatan. health conditions.
3. Menyajikan informasi kesehatan dan mengadakan 3. Delivering health information and organizing health
seminar kesehatan (health talk) terkait tren kesehatan seminars (health talks) related to health trends to raise
untuk meningkatkan kesadaran karyawan. employee awareness.
ITM menjaga kerahasiaan rekam medis karyawan sesuai ITM maintains the confidentiality of employees’ medical
ketentuan perundang-undangan, dengan akses yang dibatasi records in accordance with applicable laws, with access
hanya bagi tenaga kesehatan yang ditunjuk atau dokter limited only to designated healthcare personnel or
pengawas fasilitas kesehatan. Selain itu, perusahaan turut supervising doctors at the facilities. Furthermore, the
mendukung peningkatan kualitas kesehatan masyarakat company supports community health improvement by
melalui penguatan sarana kesehatan di sekitar area operasi, strengthening medical facilities near operational areas,
antara lain dengan menyediakan peralatan medis bagi rumah including providing medical equipment to hospitals,
sakit, puskesmas, dan posyandu, serta menyelenggarakan community health centers (puskesmas), and integrated
penyuluhan dan pemeriksaan kesehatan bagi masyarakat. health posts (posyandu), as well as conducting health
education and check-ups for the local population.
Kinerja K3 OHS Performance
Dengan penyesalan mendalam, kami menyampaikan bahwa With deep regret, we report that in 2025 ITM recorded a total
pada 2025 ITM mengalami total 8 kecelakaan kerja dengan 3 of 8 occupational accidents, comprising 3 fatal accidents,
kecelakaan fatal, 4 kecelakaan berakibat cedera berat dan 1 4 accidents resulting in serious injuries, and 1 accident
kecelakaan berakibat cedera ringan. Secara keseluruhan, resulting in a minor injury. Overall, 18,196 workdays were lost
18.196 hari kerja hilang akibat insiden tersebut. Sebagai due to these incidents. In response, ITM implemented
respons, ITM melakukan tindakan strategis dan upaya strategic measures and a Safety Transformation campaign,
kampanye Transformasi Keselamatan mencakup 18 inisiatif including 18 work plan initiatives to prevent similar incidents
rencana kerja untuk mencegah kejadian serupa guna and promote safety awareness and culture in the workplace.
mendorong peningkatan kesadaran dan budaya keselamatan [403-9]
di lingkungan kerja. [403-9]
Jumlah Kecelakaan Kerja berdasarkan Jenis Cedera Tahun 2025 [403-10]
Number of Work Accidents by Type of Injury in 2025
Jenis Cedera Karyawan Kontraktor Jumlah Cedera
Injury Type Employees Contractors Total Injuries
Luka dalam | Deep wounds 0 2 2
Patah tulang | Bone fractures 0 2 2
Luka gores | Scratches 0 4 4
Luka bakar | Burn injuries 0 1 1
Amputasi | Amputation 1 2 3
Keracunan | Poisoning 0 2 2
Iritasi | Irritation 0 1 1
Kekurangan oksigen | Hypoxia 0 1 1
Jumlah cedera tercatat | Number of injuries recorded 1 16 17
Keterangan | Notes:
Tidak ada pekerja yang tidak disertakan dalam pengungkapan ini.
Pengungkapan Tingkat dan Jumlah Kecelakaan Kerja Berdasarkan Keputusan Menteri Energi dan Sumber Daya Mineral Republik Indonesia Nomor 1827 K/30/MEM/2018 serta Standar GRI
All employees are included in this disclosure.
Disclosure of Work Accident Rates and Numbers Based on the Decree of the Minister of Energy and Mineral Resources of the Republic of Indonesia Number 1827 K/30/MEM/2018 and GRI Standards
92 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
Page 93
Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Tingkat dan Jumlah Kecelakaan Kerja [403-9][CSS-12.14.10]
Rate and Number of Injury
2025 2024 2023
Tingkat Karyawan Karyawan Karyawan
Kecelakaan Kerja Mitra & Mitra Mitra & Mitra Mitra & Mitra
Injury Rate Karyawan Kerja Kerja Karyawan Kerja Kerja Karyawan Kerja Kerja
Employees Business Employees Employees Business Employees Employees Business Employees
Partner & Business Partner & Business Partner & Business
Partner Partner Partner
Cedera ringan
0 1 1 0 1 1 0 0 0
Minor injury
Cedera berat
0 4 4 0 6 6 1 2 3
Major injury
Fatalitas
0 3 3 1 2 3 0 1 1*
Fatality
Konsekuensi tinggi
(tidak termasuk
fatalitas)
0 2 2 0 0 0 0 1** 1
High consequence
(excluding
fatalities)
Insiden
Keselamatan
Proses 0 3 3 1 3 4 2 2 4
Process safety
event
Jumlah jam kerja
2,892,467 52,798,218 55,690,685 3,010,930 49,739,416 52,750,346 2,528,807 42,292,119 44,820,926
Total working hours
Tingkat
konsekuensi
tinggi: (tidak
termasuk fatalitas) 0 0.04 0.04 0 0 0 0 0.02 0.02
High consequence
rate (excluding
fatalities)
Tingkat Frekuensi
0.31
Cedera Tercatat
Total (TRIFR)
0.35 0.32 0.35 1.00 0.36 0.40 0.40 0.31
Total recordable
Injury Frequency
Rate (TRIFR)
Tingkat frekuensi
cedera kehilangan
waktu kerja (LTIFR)
0 0.15 0.16 0.33 0.18 0.19 0.40 0.07 0.09
Lost time Injury
frequency rate
(LTIFR)
Tingkat keparahan
cedera (ISR)
0 344.63 358.41 1,992.74 245.82 345.53 1.19 149.5 141.1
Injury severity rate
(ISR)
Tingkat fatalitas
0 0.06 0.06 0.33 0.04 0.06 0 0.02 0.02
Fatality rate
Keterangan | Notes:
Tidak ada pekerja yang tidak disertakan dalam pengungkapan ini.
*Terjadi 1 insiden fatal non tambang
Data kecelakaan kerja mencakup IMM, TCM, BEK, KTD-EMB, JBG, GPK, NPR, ITM Balikpapan Office, IBP dan ITM Samarinda Office. ITM Samarinda Office.
*Pengungkapan Tingkat dan Jumlah Kecelakaan Kerja Berdasarkan Keputusan Menteri Energi dan Sumber Daya Mineral Republik Indonesia Nomor 1827 K/30/MEM/2018 serta Standar
GRI
*IFR (berdasarkan regulasi) = LTIFR (berdasarkan ISO 45000). Tingkat kecelakaan kerja dihitung berdasarkan 1.000.000 jam kerja.
**Kategori tingkat kecelakaan kerja dengan konsekuensi tinggi (tidak termasuk fatalitas) ditentukan berdasarkan ILO dan ISO 45001. Perhitungan hari kerja yang hilang berdasarkan
Standar GRI menggunakan 1 000.000 jam kerja
No workers are excluded from this disclosure.
*1 non mining fatal incident occurred
Data on work accidents includes IMM, TCM, BEK, KTD-EMB, JBG, GPK, NPR, ITM Balikpapan Office, IBP dan ITM Samarinda Office. ITM Samarinda Office.
*Disclosure of Level and Number of Workplace Accidents Based on Decree of the Minister of Energy and Mineral Resources of the Republic of Indonesia Number 1827 K/30/MEM/2018 and
GRI Standard [403-9.g].
*IFR (based on regulation) = LTIFR (based on ISO 45000). Work accident rate is calculated based on 1,000,000 working hours.
**Category of work accident rate with high consequences (excluding fatalities) is determined based on the Decree of ILO and ISO 45001.
Calculation of working days lost based on GRI Standard using 1,000,000 working hours.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 93
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Statistik Kesehatan Kerja ITM [403-9, 403-10][CSS-12.14.10, CSS-12.14.11]
Occupational Health Statistics of ITM
Tingkat Kesehatan Kerja1 | Injury Rate1 2025 2024 2023
Rasio Kelayakan Kerja | Employability Ratio 89% 89% 85%
Angka Kesakitan Kasar | Crude Morbidity Rate 0.1 1.5 1.5
Tingkat Kekerapan Kesakitan | Morbidity Frequency Rate 511 497 509
Tingkat Keparahan Penyakit | Spell Severity Rate 2.0 1.9 1.7
Tingkat Keparahan Penyakit berdasarkan Absensi | Absence Severity Rate 253 310 340
Penyakit Akibat Kerja (PAK) | Occupational Illness 0 0 0
Tingkat Kematian Akibat Pak | Fatality Rate Due to Occupational Illness 0 0 0
Keterangan | Notes:
Tidak ada pekerja yang tidak disertakan dalam pengungkapan ini. | There were no workers excluded from this disclosure.
1
Mengacu pada Keputusan Direktur Jenderal MINERBA 185K/37.04/DJB/2019 dan ketentuan GRI
1
Refers to the Decree of the Director General of Mineral and Coal No. 185K/37.04/DJB/2019 and the provisions of GRI.
Pada 2025, tidak ditemukan kasus penyakit akibat kerja di In 2025, there were no cases of occupational illnes found in
lingkungan ITM. Meski demikian, beberapa jenis pekerjaan the ITM environment. However, several types of work, such
seperti proses pembentukan atau penghancuran batubara as coalification or crushing processes and stockpiling
dan kegiatan penumpukan di Pelabuhan tetap diidentifikasi activities at the port, were still identified as activities with
sebagai aktivitas dengan potensi risiko PAK. Sistem potential occupational disease risks. The Health Management
Manajemen Kesehatan yang diterapkan telah memberikan System that was implemented provided full protection for
perlindungan penuh bagi seluruh pekerja. Cakupan all workers. The scope of this protection is verified through
perlindungan ini diverifikasi melalui audit SMK3, baik internal OHSMS audits, both internal and external, conducted at the
maupun eksternal, yang dilakukan di Kantor Pusat Jakarta Jakarta Head Office and sites in East Kalimantan, South
dan site di Kalimantan Timur, Kalimantan Selatan, serta Kalimantan, and Central Kalimantan. In addition, an external
Kalimantan Tengah. Selain itu, site di Kalimantan Timur juga audit by SGS is conducted at the site in East Kalimantan.
diaudit secara eksternal oleh SGS. [403-10] [403-10]
Pekerja terlindungi oleh Sistem Manajemen Kesehatan [403-8]
Workers covered by the Health Management System
Kalimatan Timur Kalimantan Selatan Kalimantan Tengah
Jakarta
Deskripsi East Kalimantan South Kalimantan Middle Kalimantan
Description Jumlah Jumlah Jumlah Jumlah
% % % %
Total Total Total Total
Karyawan | Employees 354 100 1,114 100 83 100 0 0
Pekerja nonkaryawan | Non-employee workers 14 100 41 100 25 100 0 0
Kontraktor | Contractors 122 100 16,975 100 326 100 0 0
Jumlah | Total 490 100 18,130 100 434 100 0 0
Keterangan | Notes:
1. Kantor Pusat ITM Jakarta tidak memiliki kontraktor. Data pekerja nonkaryawan yang dilindungi SMK3 dan telah diaudit di wilayah Kalimantan Timur dan Kalimantan Selatan termasuk
dalam data kontraktor.
2. Pekerja TRUST dihitung sebagai kontraktor (pekerja bukan karyawan)
3. Karyawan yang telah diaudit SMK3 di Kalimantan Tengah berasal dari NPR yang belum beroperasi sehingga tidak memiliki pekerja non karyawan maupun kontraktor.
4. Tidak ada jenis pekerja lainnya yang tidak disertakan dalam pengungkapan ini.
1. ITM Jakarta Head Office does not have contractors. Data on non-employee workers protected by OHSMS and audited in East Kalimantan and South Kalimantan are included in contractor data.
2. TRUST workers are counted as contractors (non-employee workers).
3. Employees who have been audited by OHSMS in Central Kalimantan are from NPR, which is not yet operational and therefore has no non-employee workers or contractors.
4. No other types of workers are excluded from this disclosure.
Perusahaan memastikan bahwa kontraktor dan subkontraktor The company ensures that contractors and subcontractors
yang beroperasi di area kerja perusahaan memperoleh operating in the company's work area receive the same
perlindungan kesehatan dan keselamatan kerja yang setara occupational health and safety protection as employees.
dengan karyawan. Pengelolaan K3 kontraktor merupakan bagian Contractor OHS management is an integral part of the
integral dari sistem manajemen K3 perusahaan dan menjadi company's OHS management system and is a key
persyaratan utama dalam pelaksanaan kegiatan operasional. requirement in the implementation of operational activities.
Kinerja keselamatan kontraktor dipantau secara berkala dan Contractor safety performance is monitored regularly and
digunakan sebagai dasar evaluasi selama masa kerja sama. used as a basis for evaluation during the period of cooperation.
Kewajiban penerapan K3 bagi kontraktor diatur dalam The obligation to implement OHS for contractors is regulated
kebijakan K3 perusahaan dan dituangkan dalam persyaratan in the company's OHS policy and outlined in contractual
kontraktual. Untuk mendukung implementasi di lapangan, requirements. To support implementation in the field, ITM
ITM mewajibkan pelatihan keselamatan kerja bagi kontraktor, requires occupational safety training for contractors, including
meliputi AK3 umum, POP (Pengawas Operasional Pratama), General AK3 (General Occupational Safety and Health Expert),
POM (Pengawas Operasional Madya), pelatihan investigasi, POP (First-Level Operational Supervisor), POM (Intermediate
JSA (Job Safety Analysis), dan implementasi SMKP. Operational Supervisor), investigation training, JSA (Job
Safety Analysis), and implementation of the MSMS (Mining
Safety Management System).
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Evaluasi Kontraktor Melalui Contractor Evaluation Through
CMS-HSE CMS-HSE
Untuk menjaga standar keselamatan di sepanjang rantai To maintain safety standards throughout the supply chain, ITM
pasok, ITM menerapkan Contractor Management System implements the Contractor Management System – Health
– Health Safety and Environment (CMS-HSE) sebagai sistem Safety and Environment (CMS-HSE) as an occupational health
penilaian K3 bagi seluruh kontraktor. Penilaian dilakukan and safety assessment system for all contractors. Assessments
secara rutin tiap tahun melalui kolaborasi antara fungsi- are conducted annually through collaboration between
fungsi, dan hasilnya digunakan dalam pengambilan functions, and the results are used in decision-making related
keputusan terkait kinerja dan kontrak. [403-7][CSS-12.14.8] to performance and contracts. [403-7][CSS-12.14.8]
Pada 2025, sebanyak 28 kontraktor dari site TCM telah In 2025, a total of 28 contractors from the TCM site were
dievaluasi. Dengan pertimbangan ketersediaan auditor CMS, evaluated. Due to the availability of CMS auditors, the
penilaian kinerja kontraktor untuk site selain TCM mengalami performance assessment of contractors for sites other than
kemunduran jadwal dan akan dilaksanakan pada triwulan TCM has been delayed and will be carried out in the first
pertama tahun 2026, Hasil evaluasi menunjukkan bahwa quarter of 2026. The evaluation results show that 3
sejumlah 3 kontraktor menerima peringkat emas, sementara contractors received a gold rating, while 1 contractor was
1 kontraktor masuk dalam kategori merah. Mereka yang placed in the red categories. Those in the high-risk category
berada pada kategori risiko tinggi ini akan melalui evaluasi will undergo a management evaluation and may receive
manajemen dan dapat menerima sanksi mulai dari peringatan sanctions ranging from warnings to contract termination.
hingga penghentian kontrak.
Hasil Penilaian CMS-HSE
CMS-HSE Assessment Results
Emas | Gold Hijau | Green Biru | Blue Merah | Red Hitam | Black
3
Jumlah | Total
11% 11
Jumlah | Total
39% 13
Jumlah | Total
46% 1
Jumlah | Total
4% 0
Jumlah | Total
0%
Program Tanggap Darurat Emergency Response Program
Sebagai upaya menjaga kesiapsiagaan, ITM mengembangkan In an effort to maintain preparedness, ITM has developed an
program tanggap darurat yang memungkinkan perusahaan emergency response program that enables the company to
merespons situasi kritis dengan cepat. Struktur tanggap darurat respond quickly to critical situations. The emergency response
mencakup Tim Tanggap Darurat (ERT) dan Tim Manajemen structure includes an Emergency Response Team (ERT) and
Darurat (EMT) di tingkat site hingga Tim Manajemen Insiden Emergency Management Team (EMT) at the site level, as well
yang dipimpin oleh Direktur. EMT bertanggung jawab as an Incident Management Team led by the Director. The
mengoordinasikan sumber daya perusahaan dalam mitigasi, EMT is responsible for coordinating company resources in
investigasi, dan pemulihan, dengan mengacu pada pedoman mitigation, investigation, and recovery, with reference to the
berupa Standar Manajemen Keberlangsungan Usaha. Business Continuity Management Standard guidelines.
ITM juga menilai berbagai potensi risiko, seperti kebakaran ITM also assesses various potential risks, such as fires in
pada fasilitas dan peralatan. Untuk mempermudah facilities and equipment. To facilitate reporting, communication
pelaporan, kanal komunikasi melalui telepon dan radio channels via telephone and radio are provided at each location
disediakan di setiap lokasi dan terhubung langsung ke ERT. and are directly connected to the ERT. The subsequent
Proses penanganan selanjutnya mengikuti prosedur tanggap handling process follows the emergency response procedures
darurat yang berlaku di tiap lokasi kerja. applicable at each work site.
Pada 2025, Perusahaan bersama pihak independen In 2025, the Company, in collaboration with an independent
melaksanakan simulasi situasi krisis guna menguji efektivitas party, conducted a crisis simulation to test the effectiveness
implementasi program tanggap darurat. Simulasi ini of the implementation of its emergency response program.
mencakup penetapan dan pengujian alur respons krisis, The simulation included establishing and testing crisis
kejelasan peran dan tanggung jawab setiap individu, response procedures, clarifying the roles and responsibilities
mekanisme pengambilan keputusan, serta efektivitas of each individual, decision-making mechanisms, as well as
komunikasi dan koordinasi antar unit kerja dalam menghadapi the effectiveness of communication and coordination among
kondisi darurat. work units in responding to emergency situations.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 95
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Tumbuh Bersama Pekerja
dan Masyarakat
Harmony with Employees and the Community
Highlight 2025 | 2025 Highlights
Realisasi Jam Pelatihan/Pekerja SROI Realisasi Biaya Pemberdayaan Masyarakat
Realized Training Hours/Workers Realized Cost of Community Empowerment
32 3.34 28,094 Rp juta | million
Hasil Survei Keterlibatan Karyawan Hasil Survei Penerapan Banpu Heart
Employee Engagement Survey Results Banpu Heart Implementation Survey Results
80% 82%
Pendekatan Manajemen [3-3][CSS-12.9.1, CSS-12.12.1, CSS-152.15.1]
Management Approach
Topik Material: Ketenagakerjaan, Pengembangan dan Pemberdayaan Masyarakat Lokal, Hak Asasi Manusia, Proses dan Standar
Material Topic: Employment, Local Community Development and Empowerment, Human Rights, Processes and Standards
Kebijakan | Policy
• Kebijakan Pengembangan Masyarakat No: ITM-P-CD-001
• Kebijakan Sumber Daya Manusia No: ITM-POL-HR-01 (REV.01)
• Community Development Policy No: ITM-P-CD-001
• Human Resources Policy No: ITM-POL-HR-01 (REV.01)
Dampak dan Pengelolaan: Impact and Management:
ITM menempatkan penghormatan terhadap hak asasi manusia sebagai fondasi dalam menjalankan seluruh aktivitas
bisnisnya. Prinsip-prinsip HAM diterapkan secara menyeluruh di sepanjang rantai nilai operasional, mencakup pekerja,
masyarakat, dan pemasok. Untuk menjaga konsistensi penerapan, perusahaan secara rutin melakukan evaluasi atas
praktik bisnis agar tetap selaras dengan standar HAM internasional.
ITM places respect for human rights as the foundation of all its business activities. Human rights principles are
applied comprehensively throughout the operational value chain, covering employees, communities, and suppliers.
To maintain consistency in implementation, the company regularly evaluates its business practices to ensure they
remain in line with international human rights standards.
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Sumber Daya dan Evaluasi: Resources and Evaluation:
Divisi Human Resources bertanggung jawab atas perencanaan dan pemantauan pelatihan karyawan serta memastikan
kesempatan yang setara bagi seluruh karyawan untuk mengikuti pelatihan teknis dan nonteknis, termasuk program
pengembangan seperti Individual Development Plan (IDP). Pada 2025, pelatihan diikuti oleh 3.308 peserta dengan
total realisasi 52.924 jam pelatihan. Perusahaan juga menjaga tingkat turnover karyawan pada 2,05% yang dipantau
secara berkala sebagai bagian dari indikator kinerja manajemen.
The Human Resources Division is responsible for planning and monitoring employee training and ensuring equal
opportunities for all employees to participate in technical and non-technical training, including development programs
such as Individual Development Plans (IDPs). In 2025, 3,308 participants participated in training, with a total of 52,924
training hours completed. The company also maintains an employee turnover rate of 2.05%, which is monitored
regularly as part of management performance indicators.
Dalam mendukung pencapaian strategi perusahaan, ITM menerapkan Strategi Human Resources yang selaras dengan
nilai-nilai Banpu Heart. Pengelolaan ketenagakerjaan dilakukan melalui pendekatan terintegrasi yang mencakup
penguatan model operasional HR, budaya perusahaan, analisis matriks HR, serta kesiapan pemimpin pada posisi
strategis. Untuk memastikan kompetensi karyawan sesuai dengan kebutuhan bisnis, Divisi Human Resources
menyusun program pengembangan yang terstruktur dan sistematis, didukung oleh alokasi anggaran khusus yang
dikelola secara terpusat.
In supporting the achievement of the company's strategy, ITM implements a Human Resources Strategy that is
aligned with Banpu Heart values. Employment management is carried out through an integrated approach that
includes strengthening the HR operational model, corporate culture, HR matrix analysis, and the readiness of leaders
in strategic positions. To ensure employee competencies are in line with business needs, the Human Resources
Division has developed a structured and systematic development program, supported by a special budget allocation
that is centrally managed.
Kinerja Program Pemberdayaan Masyarakat (PPM) merupakan tanggung jawab Departemen Community Engagement
and Development. ITM menetapkan target tahunan PPM dengan tingkat pelaksanaan mencapai 100% di seluruh
WIUP dan realisasi anggaran sebesar Rp28,09 miliar. Dampak program diukur melalui indeks kepuasan masyarakat
dengan hasil “memuaskan”, serta nilai Social Return on Investment (SROI) sebesar 3,34. Sepanjang 2025, sebanyak
189 program unggulan PPM telah dilaksanakan.
The performance of the Community Empowerment Program (PPM) is the responsibility of the Community Engagement
and Development Department. ITM sets annual PPM targets with an implementation rate of 100% across all WIUPs
and a budget realization of Rp28.09 billion. The impact of the program is measured through a community satisfaction
index with a “satisfactory” result, as well as a Social Return on Investment (SROI) value of 3.34. Throughout 2025, a
total of 189 PPM flagship programs have been implemented.
Sebagai upaya memperkuat budaya kerja, ITM secara aktif To strengthen organizational culture, ITM actively instills
menanamkan nilai-nilai Banpu Heart melalui pelaksanaan Banpu Heart values through programs and awareness
program dan sosialisasi yang melibatkan semua jenjang initiatives involving all organizational levels. Programs such
organisasi. Program seperti Banpu Heart Bootcamp, Banpu as the Banpu Heart Bootcamp, Banpu Heart Leadership
Heart Leadership Program, dan pelatihan terkait nilai Program, and company value-related training were conducted
perusahaan telah dijalankan sepanjang 2025. Komitmen throughout 2025. Employee commitment to the company
karyawan terhadap perusahaan dipantau melalui survei is monitored through engagement surveys and the annual
keterlibatan dan survei Banpu Heart yang dilakukan setiap Banpu Heart survey, conducted across the entire Banpu
tahun di seluruh grup Banpu, termasuk ITM dan anak Group, including ITM and its subsidiaries. In the employee
perusahaannya. Dalam survei keterlibatan karyawan, engagement survey, the company measures several key
perusahaan mengukur beberapa aspek utama, antara lain aspects, including job satisfaction, meaning and purpose
kepuasan kerja, makna dan tujuan kerja, kebahagiaan dan of work, happiness and engagement, and the level of work-
keterlibatan, dan tingkat stres kerja. related stress.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 97
Page 98
Hasil Survei Keterlibatan Karyawan Hasil Survei Penerapan Banpu Heart
Employee Engagement Survey Results Banpu Heart Implementation Survey Results
2023 79% 2023 78%
2024 83% 2024 80%
2025 80% 2025 82%
ITM memperkuat Banpu Heart sebagai budaya kerja melalui ITM is reinforcing Banpu Heart as a work culture through
program internalisasi seperti Banpu Heart Bootcamp, Banpu internalization programs such as the Banpu Heart Bootcamp,
Heart Leadership Program, Banpu Heart Culture Leader, dan the Banpu Heart Leadership Program, the Banpu Heart Culture
pelatihan tata nilai perusahaan yang melibatkan seluruh Leader initiative, and corporate values training involving all
jenjang organisasi sepanjang 2025. Komitmen karyawan levels of the organization through 2025. Employee commitment
dipantau melalui survei keterlibatan dan survei Banpu Heart is monitored through annual engagement surveys and Banpu
tahunan yang mengukur kepuasan kerja, makna dan tujuan Heart surveys that measure job satisfaction, the meaning
kerja, kebahagiaan dan keterlibatan, serta tingkat stres kerja. and purpose of work, happiness and engagement, as well as
Selain itu, survei HR dan Voice of Customer dilakukan untuk work-related stress levels. Additionally, HR and Voice of
memperoleh umpan balik karyawan terkait pengelolaan dan Customer surveys are conducted to gather employee
layanan SDM. feedback regarding HR management and services.
Dukungan terhadap HAM Support for Human Rights
ITM terus berupaya menciptakan lingkungan kerja yang ITM continuously strives to create a safe, inclusive work
aman, inklusif, serta bebas dari segala bentuk diskriminasi, environment free from all forms of discrimination,
pelecehan, dan kekerasan berbasis gender. Komitmen ini harassment, and gender-based violence. This commitment
diwujudkan melalui kebijakan resmi perusahaan yang is formalized through official company policies enforcing a
menerapkan prinsip nol toleransi terhadap pelecehan zero-tolerance principle against sexual harassment, bullying,
seksual, perundungan, dan diskriminasi. Sebagai bagian dari and discrimination. As part of policy implementation, In 2025
implementasi kebijakan tersebut, pada tahun 2025 company established the Task Force for the Prevention and
Perusahaan membentuk Satuan Tugas Pencegahan dan Handling of Sexual Violence (SATGAS PPKS). This task force
Penanganan Kekerasan Seksual (SATGAS PPKS). Satgas ini serves as an internal mechanism responsible for preventing,
berperan sebagai mekanisme internal yang bertanggung receiving reports, handling, and following up on alleged cases
jawab untuk mencegah, menerima laporan, menangani, dan of sexual harassment and violence in the workplace
menindaklanjuti dugaan kasus pelecehan dan kekerasan professionally and objectively.
seksual di lingkungan kerja secara profesional dan objektif.
Keberagaman dan Kesetaraan Diversity and Equality
ITM memprioritaskan terciptanya lingkungan kerja inklusif ITM prioritizes creating an inclusive work environment that
yang membuka ruang bagi semua individu untuk berkembang provides equal opportunities for all individuals to grow. The
secara setara. Divisi Human Resources memastikan seluruh Human Resources Division ensures that all HR management
proses pengelolaan SDM berlangsung adil dan mendukung processes are fair and support diversity, reflecting the
keberagaman, sebagai wujud komitmen terhadap HAM yang company’s commitment to human rights as outlined in the
tercantum dalam Kebijakan Keberlanjutan. Dalam praktiknya, Sustainability Policy. In practice, ITM strengthened efforts
ITM memperkuat upaya pencegahan pekerja anak dan kerja to prevent child labor and forced labor throughout 2025
paksa sepanjang 2025 melalui seleksi tenaga kerja yang ketat through strict workforce selection and supply chain
dan pengawasan rantai pasok. Tidak ada kasus pelanggaran supervision. No violations were identified. The Company
yang ditemukan. Perusahaan terus meningkatkan sosialisasi continues to enhance socialization and training for all relevant
dan pelatihan kepada seluruh pihak terkait untuk memastikan parties to ensure that labor rights protection standards are
standar perlindungan hak pekerja dapat diterapkan secara implemented comprehensively. [406-1, 408-1, 409-1][CSS-12.16.2,
menyeluruh. [406-1, 408-1, 409-1][CSS-12.16.2, CSS-12.17.2, CSS- CSS-12.17.2, CSS-12.19.8]
12.19.8]
Perusahaan tidak mengumpulkan maupun mengungkapkan The Company does not collect or disclose employee data
data karyawan berdasarkan ras atau etnis. Informasi tersebut based on race or ethnicity. This information is considered
termasuk dalam kategori data sensitif dan tidak diwajibkan sensitive data and is not required to be collected or published
untuk dikumpulkan atau dipublikasikan dalam konteks in the employment context in Indonesia. Therefore,
ketenagakerjaan di Indonesia. Oleh karena itu, pengungkapan disclosure of workforce composition by race or ethnicity is
komposisi tenaga kerja berdasarkan ras atau etnis tidak not available and is not performed by the company.
tersedia dan tidak dilakukan oleh perusahaan.
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Inisiatif Keberagaman di 2025 Diversity Initiatives in 2025
Sepanjang 2025, ITM melakukan berbagai program untuk Throughout 2025, ITM implemented various initiatives to
mendukung program keberagaman dan inklusivitas, di support diversity and inclusion programs, including sign
antaranya belajar bahasa isyarat, magang, dan membuka language learning sessions, internship opportunities, and
kunjungan ke kantor ITM Jakarta bagi sekolah luar biasa office visits to ITM’s Jakarta headquarters for special needs
dengan aktivitas berupa sharing persiapan karir dan office schools, featuring career preparation sharing sessions and
tour, serta mentorship dan bimbingan juga diberikan kepada office tours. Furthermore, mentorship and guidance were
karyawan disabilitas. Selain itu, Perusahaan menyerap 936 provided to employees with disabilities. In addition, the
pekerja dari tenaga lokal (point of hire: Kalimantan) yang Company hired 936 local workers (point of hire: Kalimantan),
setara dengan 56,35% dari total pekerja, ser ta representing 56.35% of the total workforce, and employed
mempekerjakan 1 pekerja disabilitas yang ditempatkan pada 1 employee with a disability in the HR Department.
HR Department.
Jumlah dan Persentase Karyawan Berdasar Gender, Penyandang Disabilitas, dan Pekerja Lokal [405-1]
Number and Percentage of Employees by Gender, Disability Status, and Local Employment
2025
Uraian | Description
Jumlah | Total %
Pria | Male 1,386 83.44
Gender Wanita | Female 275 16.56
Jumlah | Total 1,661 100.00
Penyandang Disabilitas | Persons with Disabilities 1 0.06
Pekerja Lokal | Local Employees 936 56.35
Keberagaman Berdasarkan Level Jabatan [405-1]
Diversity Based on Position Level
2025
Laki-laki | Male Perempuan | Female
Level Jabatan
Position Level
Jumlah Pekerja Jumlah Pekerja
% %
Total Employees Total Employees
Entry-level 871 62.84 143 52.00
Mid-level 475 34.27 126 45.82
Senior-level 35 2.53 6 2.18
Executive-level 5 0.36 0 0.00
Jumlah | Total 1,386 100 275 100
Keberagaman Berdasarkan Level Jabatan dan Usia [405-1]
Diversity Based on Position Level and Age Range
Entry-level Mid-level Senior-level Executive-level
Jumlah
Pekerja
Rentang Laki- Laki- Laki- Laki- Total
Perempuan Perempuan Perempuan Perempuan
Usia laki laki laki laki Employees
Female Female Female Female
Age Range Male Male Male Male
18-25 16 16 3 1 0 0 0 0 36
25-35 164 58 81 37 0 0 0 0 340
35-45 340 49 227 69 3 3 1 0 692
45-55 350 20 148 18 18 2 7 0 563
>55 1 0 16 1 10 1 1 0 30
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 99
Page 100
Dalam komposisi Dewan Komisaris, keberagaman gender In the composition of the Board of Commissioners, gender
ditunjukkan oleh keterwakilan 2 perempuan dari 10 anggota diversity is reflected by the representation of 2 women out
(20%). Selain itu, 3 anggota lainnya (30%) berperan sebagai of 10 members (20%). In addition, 3 other members (30%)
Komisaris Independen yang memastikan objektivitas dan serve as Independent Commissioners, ensuring objectivity
representasi pemegang saham minoritas serta pemangku and representation of minority shareholders and other
kepentingan lain. [405-1][CSS-12.9.6] stakeholders. [405-1][CSS-12.9.6]
Keragaman Anggota Direksi dan Dewan Komisaris [405-1]
Diversity of the Board of Directors and Board of Commissioners
Direksi Dewan Komisaris
Board of Directors Board of Commissioners
Kelompok Usia
Age Group
Pria Wanita Pria Wanita
Male Female Male Female
<30 tahun
0 0 0 0
<30 years
30-50 tahun
4 0 2 0
30-50 years
>50 tahun
5 0 6 2
>50 years
Jumlah | Total 9 0 8 2
Pelaporan data tenaga kerja ITM menggunakan metode ITM’s workforce data is reported using a headcount method
headcount per Desember 2025, mencakup seluruh pekerja as of December 2025, covering all employees at the Jakarta
di kantor pusat Jakarta, kantor Balikpapan, serta area operasi Head Office, Balikpapan Office, and operational areas of
anak perusahaan. Total pekerja pada 2025 mencapai 1.661 subsidiaries. The total workforce in 2025 was 1,661, consisting
orang, terdiri dari 1.386 laki-laki dan 275 perempuan. Dominasi of 1,386 men and 275 women. The predominance of male
tenaga kerja laki-laki sebesar 83,44% mencerminkan employees, at 83.44%, reflects the characteristics of the
karakteristik industri pertambangan, namun perusahaan mining industry; however, the company remains committed
tetap berkomitmen menyediakan peluang karier yang inklusif to providing inclusive career opportunities for women. [405-
bagi perempuan. [405-1][CSS-12.9.6] 1][CSS-12.9.6]
Jumlah Pekerja ITM Berdasarkan Status Kepegawaian dan Gender [2-7, 2-8]
Number of ITM Employees by Employment Status and Gender
2025 2024 2023
Status Kepegawaian
Employment Status
Pria | Male Wanita | Female Pria | Male Wanita | Female Pria | Male Wanita | Female
Pekerja Tetap
1,264 254 1,617 260 1,635 248
Permanent Employees
Pekerja Tidak Tetap
122 21 197 31 354 28
Non-Permanent Employees
Alih Daya
421 67 1,016 105 627 5
Outsourcing
1,807 342 2,830 396 2,616 281
Jumlah | Total
2,149 3,226 3,323
*Alih daya ITM bekerja sebagai tenaga di berbagai bidang
*ITM outsourced workers are employed across various functions
Sepanjang 2025, sebanyak 34 pekerja atau 2,05% dari total Throughout 2025, 34 employees, or 2.05% of the total
karyawan meninggalkan ITM karena alasan pensiun, workforce, left ITM due to retirement, personal reasons, or
kebutuhan pribadi, maupun karier. Sementara itu, dari 45 career moves. Meanwhile, of the 45 employees filling new
pekerja yang mengisi posisi baru, 43 orang atau 95,6% positions, 43 people, or 95.6%, were local workers based on
merupakan tenaga kerja lokal sesuai domisili KTP. Saat ini their ID card domicile. Currently, ITM employs 60 foreign
100 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
Page 101
Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
terdapat sebanyak 60 pekerja asing di ITM. Dari sisi tingkat workers. At the management level, the majority of new hires
manajemen, mayoritas karyawan baru direkrut pada posisi filled non-management positions, totaling 31 employees, or
non-manajemen, yaitu sebanyak 31 orang atau 69%. 69%. Middle management recruitment was recorded at 9
Perekrutan pada manajemen menengah tercatat sebanyak employees, or 29%, while senior management recruitment
9 orang atau 29%, sementara manajemen puncak sebanyak was 1 employees, or 2%, in line with organizational needs
1 orang atau 2%, sesuai dengan kebutuhan organisasi dan and internal talent development strategy. Number of newly
strategi pengembangan talenta internal. Terdapat pekerja hired foreign workers was 2 people. To date, no local
asing yang baru dipekerjakan sebanyak 2 orang. Hingga saat employees from Kalimantan have filled senior management
ini, belum ada tenaga kerja lokal yang menduduki posisi positions, including at the Director level. [202-2, 401-1][CSS-
manajemen senior, yaitu yang berasal dari Kalimantan, 12.8.3][CSS-12.15.2]
termasuk di tingkat Direktur. [202-2, 401-1][CSS-12.8.3][CSS-
12.15.2]
ITM memantau proporsi perempuan pada posisi penghasil ITM monitors the proportion of women in revenue-generating
pendapatan (revenue-generating positions), seperti fungsi positions, such as marketing, sales, and customer
pemasaran, penjualan, dan pengelolaan hubungan relationship management functions. In the reporting year,
pelanggan. Pada tahun pelaporan, perempuan mencakup women accounted for approximately 40% of employees in
sekitar 40% dari total karyawan di posisi tersebut. Data ini these roles. This data is used to evaluate women’s
digunakan untuk mengevaluasi keterwakilan perempuan representation in strategic functions that directly contribute
dalam fungsi strategis yang berkontribusi langsung terhadap to the company’s financial performance and serves as a
kinerja keuangan perusahaan, serta sebagai dasar basis for designing more inclusive talent and leadership
penyusunan program pengembangan talenta dan development programs.
kepemimpinan yang lebih inklusif.
Selain itu, ITM juga menilai keterwakilan perempuan dalam ITM also assesses women’s representation in STEM-related
posisi berbasis sains, teknologi, teknik, dan matematika positions (science, technology, engineering, and
(STEM-related positions), yang mencakup fungsi teknik, mathematics), which include engineering, operations, IT,
operasional, teknologi informasi, serta peran teknis lainnya. and other technical roles. In the reporting year, women
Pada tahun pelaporan, perempuan mewakili sekitar 46% represented approximately 46% of employees in STEM
dari total karyawan pada posisi STEM. Mengingat karakteristik positions. Given the male-dominated nature of the industry,
industri yang masih didominasi tenaga kerja laki-laki, the company continues to promote increased female
Perusahaan terus mendorong peningkatan partisipasi participation in STEM through inclusive recruitment policies,
perempuan di bidang STEM melalui kebijakan rekrutmen technical competency development programs, and the
yang inklusif, program pengembangan kompetensi teknis, provision of a safe and supportive work environment.
serta penyediaan lingkungan kerja yang aman dan
mendukung.
Kebebasan Berserikat Freedom of Association
ITM menjamin hak pekerja untuk berserikat dan berkumpul ITM guarantees workers’ rights to organize and associate
dalam hubungan industrial yang terbuka dan harmonis, within an open and harmonious industrial relations
sejalan dengan regulasi nasional dan konvensi International framework, in line with national regulations and International
Labour Organization (ILO). Serikat pekerja turut dilibatkan Labor Organization (ILO) conventions. Labor unions are
secara aktif dalam penyusunan Peraturan Perusahaan dan actively involved in drafting the Company Regulations and
Perjanjian Kerja Bersama (PKB), yang menjadi dasar Collective Labor Agreements (CLA), which serve as the basis
perlindungan hak dan kewajiban seluruh pekerja. PKB berlaku for protecting the rights and obligations of all employees.
untuk seluruh (100%) karyawan ITM serta tenaga kerja lain The CLA applies to all (100%) ITM employees as well as other
yang bekerja di area wilayah izin usaha pertambangan (WIUP). workers working within the Mining Business License (WIUP)
Pada 2025, tidak ditemukan perubahan kebijakan maupun area. In 2025, no policy changes or risks of violations regarding
risiko pelanggaran terkait kebebasan berserikat. ITM terus freedom of association were identified. ITM maintains
memelihara komunikasi dengan perwakilan pekerja untuk ongoing communication with worker representatives to
memastikan hubungan industrial tetap kondusif. [2-30, 407-1] ensure industrial relations remain conducive. [2-30, 407-1]
[CSS-12.18.2] [CSS-12.18.2]
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 101
Page 102
Serikat Pekerja ITM dan Anak Usaha
Labor Union ITM and it's Subsidiaries
Peraturan Perusahaan (PP)/
ITM dan Anak Usaha Serikat Pekerja Perjanjian Kerja Bersama (PKB)
ITM and Subsidiaries Labor Union Company Regulations (CR)/
Collective Labor Agreements (CLA)
Serikat Pekerja Kimia, Energi, Pertambangan Serikat Pekerja Seluruh Indonesia PT
Jorong Barutama Greston (SP KEP SPSI PT JBG)
Chemical, Energy, and Mining Workers Union of the All-Indonesia Workers Union – PT
Jorong Barutama Greston (SP KEP SPSI PT JBG)
1. Serikat Pekerja Indominco Mandiri (SPIM)
2. Serikat Buruh Sejahtera Indonesia (SBSI)
IMM
1. Indominco Mandiri Labor Union
2. Serikat Buruh Sejahtera Indonesia PKB
CLA
1. Serikat Pekerja Trubaindo Coal Mining (SPEKTRO)
JBG
2. Serikat Pekerja Tambang PT Trubaindo Coal Mining (Sejati)
TCM
1. Trubaindo Coal Mining Labor Union
2. Mining Workers Union of PT Trubaindo Coal Mining
Serikat Pekerja Bharinto Ekatama (SPARTA)
BEK
Bharinto Ekatama Workers Union
PUK Serikat Pekerja Kimia, Energi, Pertambangan Serikat Pekerja Seluruh
Indonesia PT Tambang Raya Usaha Tama (PUK-SPKEP SPSI PT TRUST)
TRUST
Plant Unit Committee of the Chemical, Energy, and Mining Workers Union of the All-
Indonesia Workers Union – PT Tambang Raya Usaha Tama (PUK-SPKEP SPSI PT TRUST)
Serikat Pekerja Karyawan ITM (Sekawan) (Non Aktif)
ITM
ITM Employee Labor Union (Non Active)
PP
Serikat Pekerja Tambang Graha (SEJATRA)
GPK CR
Tambang Graha Labor Union
KTD -
Remunerasi Remuneration
ITM secara rutin meninjau kebijakan remunerasi, kompensasi, ITM regularly reviews its remuneration, compensation, and
dan tunjangan untuk memastikan seluruh ketentuan tetap benefits policies to ensure all provisions remain relevant to
relevan dengan peraturan dan pasar. Seluruh karyawan regulations and market conditions. All employees receive
menerima upah sesuai peraturan pemerintah yang berlaku, wages in accordance with applicable government regulations,
dengan upah terendah tercatat 1,3% lebih tinggi dari upah with the minimum wage recorded at 1.3% above the regional
minimum di masing-masing wilayah. Penentuan besaran minimum wage. Salary and benefits determination follows
gaji dan tunjangan mengikuti struktur jabatan, capaian job structure, performance achievement, and internal
kinerja, dan peraturan internal, dengan tetap menjunjung policies, while upholding the principle of equality without
prinsip kesetaraan tanpa diskriminasi berdasarkan gender, discrimination based on gender, race, ethnicity, religion, age,
ras, etnis, agama, umur, latar belakang budaya, atau status cultural background, or employee disability status. [202-1,
disabilitas pekerja. [202-1, 405-2][CSS-12.19.2, CSS-12.19.7] 405-2][CSS-12.19.2, CSS-12.19.7]
ITM secara internal melakukan evaluasi struktur remunerasi ITM internally evaluates its remuneration structure to ensure
untuk memastikan tidak terdapat praktik diskriminatif antara no discriminatory practices exist between female and male
karyawan perempuan dan laki-laki pada tingkat jabatan yang employees at the same job level. The evaluation includes
sama. Evaluasi mencakup peninjauan gaji pokok dan tunjangan reviewing base salaries and fixed allowances based on job
tetap berdasarkan level jabatan, fungsi kerja, dan masa kerja. level, function, and tenure. The ratio of entry-level wages to
Rasio upah karyawan pemula terhadap UMR di Jakarta the minimum wage in Jakarta is 191% for both men and
mencapai 191% untuk pria dan wanita. Sementara itu, di daerah women. In operational site areas, the ratio is higher at 258%
site, rasio upah terhadap UMR lebih tinggi, yakni 258% untuk for both men and women. The company emphasizes that
pria dan wanita. Perusahaan menegaskan bahwa tidak there are no policies or practices systematically setting
terdapat kebijakan atau praktik yang secara sistematis different wages based on gender. Any differences in
membedakan tingkat upah berdasarkan gender. Setiap remuneration are based on objective factors such as job
perbedaan remunerasi didasarkan pada faktor objektif, seperti responsibilities, experience, performance, and labor market
tanggung jawab jabatan, pengalaman, kinerja, serta dinamika dynamics. [202-1][CSS-12.8.3, CSS-12.19.2]
pasar tenaga kerja. [202-1][CSS-12.8.3, CSS-12.19.2]
102 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Selain itu, pekerja ITM menerima berbagai manfaat tambahan In addition, ITM employees receive various additional benefits
melalui program BPJS Ketenagakerjaan yang meliputi through the BPJS Employment program, including Work
Jaminan Kecelakaan Kerja, Jaminan Kematian Kerja, Jaminan Accident Insurance, Death Insurance, Old Age Security,
Hari Tua, Jaminan Pensiun, dan Jaminan Kehilangan Pension Insurance, and Unemployment Insurance. Other
Pekerjaan. Terdapat juga fasilitas lain seperti layanan facilities include healthcare services, transportation, life
kesehatan, transportasi, asuransi jiwa, dan tunjangan insurance, and relocation allowances. These benefits are
relokasi. Manfaat tersebut diberikan secara setara kepada provided equally to permanent and non-permanent
pekerja tetap maupun tidak tetap tanpa pembedaan lokasi employees, regardless of work location. [401-2][CSS-12.15.3]
kerja. [401-2][CSS-12.15.3]
Hak Cuti Leave Entitlements
ITM memberikan hak cuti tahunan kepada seluruh karyawan ITM grants all employees 12 days of annual leave. In addition,
sebanyak 12 hari. Selain itu, Perusahaan menerapkan the company implements CLA provisions granting 90 days
ketentuan PKB yang memberikan 90 hari cuti melahirkan of maternity leave for female employees and three days of
bagi karyawan perempuan dan tiga hari bagi karyawan laki- paternity leave for male employees accompanying their
laki yang mendampingi istri melahirkan. Pada 2025, hak ini spouses. In 2025, this entitlement was utilized by 14 female
dimanfaatkan oleh 14 perempuan dan 13 laki-laki, dengan and 13 male employees, all of whom returned to their
seluruhnya kembali bekerja pada jabatan/fungsi masing- respective positions/functions after leave completion. The
masing setelah cuti selesai. Perusahaan juga menyediakan company also provides extended leave for employees with
hak istirahat panjang bagi karyawan dengan masa kerja enam six years of service and multiples thereof, totaling 42 days.
tahun dan kelipatannya sejumlah 42 hari. [401-3][CSS-12.19.4] [401-3][CSS-12.19.4]
Cuti Kelahiran Anak [401-3]
Parental Leave
Total Karyawan
Total Karyawan Tingkat Tingkat
Hak Cuti yang Kembali
yang Mengambil Kembali Karyawan
Melahirkan/Cuti Bekerja
Gender Cuti Bekerja* Dipertahankan
Istri Melahirkan Total Employees
Total Employees Who Return-to-Work Employee Retention
Maternity/Paternity Leave Who Returned to
Took Leave Rate* Rate
Work
Perempuan | Female 14 14 14 100% 100%
Laki-laki | Male 13 13 13 100% 100%
Keterangan | Notes:
*
Persentase karyawan yang kembali bekerja setelah cuti melahirkan berakhir yang masih dipekerjakan 12 bulan setelah kembali bekerja
*
Percentage of employees who returned to work after maternity leave and were still employed 12 months after returning.
ITM mendukung kesehatan fisik, mental, dan kesejahteraan ITM supports employees’ physical, mental, and overall well-
karyawan sebagai bagian dari pengelolaan sumber daya being as part of sustainable human resource management.
manusia yang berkelanjutan. Perusahaan menyediakan berbagai The Company provides various programs for mental health
program dukungan kesehatan mental dan pengelolaan stres support and stress management in the workplace, including
di tempat kerja, termasuk peluncuran program Employee the launch of the Employee Assistance Program (EAP) in
Assistance Program (EAP) pada 2025 yang berfokus pada 2025, which focuses on employee mental health. This
kesehatan mental karyawan. Program ini bekerja sama dengan program is conducted in collaboration with EAP consultant
konsultan EAP Naluri bertujuan untuk memberikan layanan Naluri and aims to provide consultation services related to
konsultasi yang berkaitan dengan kesejahteraan karyawan employee well-being, including mental health. Activities
(wellbeing) termasuk didalamnya kesehatan mental. Beberapa already implemented include education on mental health,
kegiatan yang sudah dilakukan di antaranya edukasi terkait stress management, and related topics.
kesehatan mental, manajemen stres, dan lainnya.
ITM menetapkan jam kerja normal maksimal 8 jam per hari ITM sets normal working hours at a maximum of 8 hours per
untuk 5 hari kerja atau 40 jam per minggu, serta ketentuan day for 5 working days, or 40 hours per week, and overtime
lembur maksimal 4 jam per hari dan 18 jam per minggu bagi is limited to a maximum of 4 hours per day and 18 hours per
karyawan level foreman ke bawah. Sebagai bagian dari strategi week for employees at foreman level and below. As part of
pengelolaan sumber daya manusia, Perusahaan juga the human resource management strategy, the Company
menerapkan kebijakan dan pengaturan kerja yang fleksibel. also implements flexible work arrangements. These
Pengaturan ini diterapkan dengan mempertimbangkan arrangements are applied considering job characteristics,
karakteristik pekerjaan, kebutuhan operasional, dan operational needs, and workplace safety. Options include
keselamatan kerja. Bentuk pengaturan yang tersedia antara adjusted working hours and hybrid or remote work
lain penyesuaian jam kerja dan pengaturan kerja hibrida atau arrangements for certain functions.
kerja jarak jauh untuk fungsi tertentu.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 103
Page 104
Persiapan Masa Pensiun Retirement Preparation
Untuk mendukung transisi pekerja menuju masa pensiun, To support employees in their transition to retirement, ITM
ITM menyediakan program persiapan kepada pekerja yang provides a preparation program for those who will reach the
akan mencapai usia 55 tahun yang mencakup pelatihan age of 55, which includes pre-retirement training,
prakondisi, kewirausahaan, jaminan hari tua dan lainnya. entrepreneurship training, old age security, and others.
Selain itu, ITM membiayai penuh (100%) kontribusi dalam Additionally, ITM fully funds (100%) contributions to the
program Dana Pensiun Lembaga Keuangan (DPLK) PPUKP. Financial Institution Pension Fund (DPLK) PPUKP. Benefits
Pemberian manfaat mengikuti ketentuan Peraturan Menteri are provided in accordance with the Ministry of Manpower
Tenaga Kerja (PTMK), yaitu dua kali PMTK bagi pensiun regulations (PMTK), two times PMTK for normal retirement
normal dan tiga kali PMTK untuk pekerja dari tambang yang and three times PMTK for employees from closed mining
ditutup. Sampai dengan akhir tahun 2025, ITM operations. By the end of 2025, ITM allocated USD 30.82
mengalokasikan USD 30,82 juta atau 60,82% dari total million, representing 60.82% of total liabilities for pension
liabilitas untuk imbalan pensiun dan manfaat jangka panjang. and long-term benefits. ITM also offers a voluntary Defined
ITM juga memiliki Program Pensiun Iuran Pasti (PPIP) sebagai Contribution Pension Program (PPIP), which was joined by
program sukarela, yang diikuti oleh 86 karyawan pada tahun 86 employees in 2025. [201-3, 404-2][CSS-12.3.3]
2025. [201-3, 404-2][CSS-12.3.3]
Pengelolaan Sumber Daya terkait Post-Mining Workforce Management
Pascatambang
Sebagai bagian dari manajemen transisi tutup tambang, As part of mine closure transition management, ITM provides
ITM menetapkan pemberian kompensasi sebesar tiga kali compensation of three times PMTK and communicates
PMTK dan menyampaikan rencana penghentian operasi operational cessation plans at least three years in advance.
paling lambat tiga tahun sebelumnya. Selain itu, kebijakan Company policy also allows transferring employees to other
perusahaan memungkinkan pemindahan karyawan ke unit operational units according to competencies and business
operasional lain berdasarkan kesesuaian kompetensi dan needs, and provides entrepreneurship training. All policies
kebutuhan bisnis, ser ta menyediakan pelatihan are documented in the CLA. [402-1, 404-2][CSS-12.3.2, CSS-
kewirausahaan. Seluruh kebijakan ini tertuang dalam PKB. 12.3.3]
[402-1, 404-2][CSS-12.3.2, CSS-12.3.3]
Pelatihan dan Pengembangan Employee Training and
Kompetensi Karyawan Competency Development
Perusahaan menetapkan standar kompetensi serta The Company sets competency standards and provides
menyediakan berbagai pelatihan yang memastikan various training programs to ensure employees’ skills align
kemampuan karyawan selaras dengan kebutuhan bisnis. with business needs. Development opportunities are
Kesempatan pengembangan diberikan secara adil melalui provided fairly through technical and non-technical training,
pelatihan teknis dan non-teknis, termasuk implementasi including the implementation of Individual Development
Rencana Pengembangan Pribadi (IDP) penilaian kompetensi Plans (IDP), competency assessments to enhance technical
untuk meningkatkan aspek kemampuan teknis dan and leadership skills, and non-technical skills development
kepemimpinan, serta pengembangan keahlian non-teknis aligned with Banpu Heart values. Selected employees may
sejalan dengan Banpu Heart. Karyawan terpilih juga dapat also participate in training programs at the Banpu corporate
mengikuti program pelatihan di tingkat perusahaan Banpu. level. [404-2][CSS-12.3.3]
[404-2][CSS-12.3.3]
Unit-unit kerja ITM memiliki fungsi pelatihan sendiri yang ITM’s work units have dedicated training functions that
menyusun program berbasis kompetensi inti, fungsional, develop programs based on core, functional, and leadership
dan kepemimpinan, masing-masing dengan lima jenjang. competencies, each with five levels. Additionally, structured
Selain itu, terdapat program pengembangan kepemimpinan leadership development programs are directly managed by
terstruktur yang dikelola langsung oleh tim pelatihan di the corporate training team. All ITM training programs are
tingkat korporasi. Seluruh program pelatihan di ITM dirancang designed to maximize employee potential and support
untuk memaksimalkan potensi karyawan dan mendukung business transformation, focusing on core and leadership
transformasi bisnis, dengan fokus pada pengembangan competencies, internalization of company culture, innovation
kompetensi inti dan kepemimpinan, internalisasi budaya and business skills, as well as technical competencies and
perusahaan, inovasi dan bisnis, serta kompetensi teknis dan certifications.
sertifikasi.
104 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
ITM memberikan pengakuan yang setara bagi seluruh ITM provides equal recognition to all employees, with
karyawan, dengan penghargaan lebih bagi mereka yang additional rewards granted to those who demonstrate
menunjukkan kinerja terbaik. Proses kalibrasi yang dilakukan outstanding performance. A calibration process conducted
dari tingkat daerah hingga pusat memastikan penilaian from site level to corporate level ensures that evaluations
berlangsung objektif dan konsisten. Penilaian kinerja are carried out objectively and consistently. Performance
dilakukan secara berkala dengan frekuensi 2 kali dalam assessments are conducted periodically, twice a year. In
setahun. Seluruh karyawan telah melalui penilaian kinerja 2025, all employees underwent performance evaluations,
pada 2025, dan mereka yang dikategorikan sebagai high and those identified as high potential and high performers
potential dan high performer diikutsertakan dalam program were enrolled in dedicated development programs designed
pengembangan khusus untuk mempersiapkan pemimpin to prepare the Company’s future leaders. A merit-based
masa depan perusahaan. Pendekatan meritokrasi diterapkan approach is applied in the allocation of rewards as well as
dalam pemberian reward maupun sanksi, sejalan dengan disciplinary measures, aligned with each individual’s
kompetensi dan tingkat kontribusi masing-masing individu. competence and level of contribution. [404-3]
[404-3]
Jumlah Pekerja yang telah mengikuti Penilaian Kinerja Tahun 2025 [404-3]
Number of Employees who have attended Performance Assessment in 2025
1,378 271
(83.75%) (16.43%)
Pria | Male Wanita | Female
Kinerja Pelatihan Karyawan Employee Training Performance
Pada 2025, total 52.924 jam pelatihan telah diberikan kepada In 2025, a total of 52,924 training hours were delivered to
3.308 peserta melalui program pelatihan internal dan 3,308 participants through internal and external training
eksternal. ITM juga menyediakan beasiswa bagi 2 karyawan programs. ITM also provides scholarships for 2 employees
sebagai bagian dari dukungan terhadap pengembangan as part of support for their educational development.
pendidikan mereka.
Rata-rata Jam Pelatihan Pekerja Berdasarkan Gender dan Jabatan [404-1][CSS-12.15.6]
Average Training Hours per Employee by Gender and Position
Jumlah Jam Rata-rata jam Pelatihan Per
Uraian Jumlah Pekerja Peserta Pelatihan Jumlah Pekerja ITM
Pelatihan Pekerja
Description Total Employees Receiving Training Total ITM Employees
Training Hour Average Training Hours per Employee
Jumlah | Total 3,308 52,924 1,661 32
Berdasarkan Gender| Based on Gender
Laki-laki | Male 2,776 44,063 1.386 16
Perempuan |
532 8,861 275 17
Female
Berdasarkan Posisi/Jabatan | Based on Position/Job
Executives 10 192 9 19
Strategy Leader 46 749 37 16
Senior Operation
163 2,803 111 17
Leader
Operational Leader 686 11,761 326 17
First Line Leader 983 20,016 528 20
Foreman Below 1.420 17,403 650 12
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 105
Page 106
Jumlah Jam Rata-rata jam Pelatihan Per
Uraian Jumlah Pekerja Peserta Pelatihan Jumlah Pekerja ITM
Pelatihan Pekerja
Description Total Employees Receiving Training Total ITM Employees
Training Hour Average Training Hours per Employee
Berdasarkan Usia | Based on Age
18-25 43 729 36 17
26-35 731 13,329 340 18
36-45 1.391 22,290 692 16
46-55 1.105 15,871 563 14
>55 38 705 30 19
Berdasarkan Kewarganegaraan | Based on Nationality
Local 3,225 51,062 1,601 16
Expat 83 1,862 60 22
Berdasarkan Jenis Pelatihan | Based on Type of Training
Softskill 3,200 51,280 - 16
Teknis | Technical 108 1,644 - 15
INDONESIA CAMPUS
Saat ini ITM membangun Indonesia Campus yang merupakan Currently, ITM is developing the Indonesia Campus, a strategic driver
penggerak strategis perusahaan, sebagai hub terintegrasi untuk of the Company, serving as an integrated hub for learning and talent
pembelajaran dan pengembangan talenta yang menghubungkan development that connects strategy, learning execution, systems, and
strategi, pelaksanaan pembelajaran, sistem, dan pengetahuan. Inisiatif knowledge. This initiative is designed to accelerate capability building
ini dirancang untuk mempercepat pembangunan kapabilitas dan and support the Company’s comprehensive transformation. Indonesia
mendukung transformasi perusahaan secara menyeluruh. Indonesia Campus develops employees through a framework referred to as the
Campus mengembangkan karyawan melalui suatu kerangka kerja 5 pillars of learning programs: transformation, mandatory, leadership,
yang disebut sebagai 5 pilar program pembelajaran, yaitu program acceleration, and functional programs. Throughout 2025, a total of 3,308
transformasi, mandatori, kepemimpinan, akselerasi, dan fungsional. participants took part in training programs organized by the company
Selama tahun 2025, sejumlah 3.308 peserta ikut serta dalam pelatihan under these 5 pillars, with the following details:
yang diselenggarakan oleh perusahaan yang melingkupi 5 pilar program
perusahaan dengan rincian sebagai berikut:
• 17 peserta mengikuti program transformasi, seperti pelatihan • 17 participants attended transformation programs, such as
Micromine, dll. Micromine training, etc.
• 867 peserta mengikuti program mandatori, seperti Sertifikasi • 867 participants attended mandatory programs, such as Mining
Juru Ukur Tambang, dll. Surveyor Certification, etc.
• 295 peserta mengikuti program kepemimpinan, seperti Mine • 295 participants attended leadership programs, such as the Mine
Leader Development Program, dll. Leader Development Program, etc.
• 108 peserta mengikuti program akselerasi, seperti Supervisory • 108 participants attended acceleration programs, such as the
Development Program, dll. Supervisory Development Program, etc.
• 2021 peserta mengikuti program fungsional, seperti Effective • 2,021 participants attended functional programs, such as
Communication & Negotiation Skill, dll. Effective Communication & Negotiation Skills, etc.
Program-program tersebut di atas telah terlaksana sejumlah 52.924 These programs accumulated a total of 52,924 training hours for 1,661
jam pelatihan bagi 1.661 pekerja ITM, serta rata-rata jam pelatihan per ITM employees, with an average of 32 training hours per employee. The
pekerja mencapai 32 jam. Realisasi dana pengembangan SDM mencapai total investment in human resources development amounted to USD
USD 544.288,40. 544,288.40.
Program Pelatihan dan Employee Training and
Pengembangan Karyawan Tahun Development Programs in 2025
2025
Pada 2025, Perusahaan melaksanakan berbagai program In 2025, the Company implemented various training and
pelatihan dan pengembangan untuk memperkuat development programs to strengthen employees’ technical
kompetensi teknis dan kepemimpinan karyawan serta and leadership competencies and to support the sustainable
mendukung pencapaian target bisnis secara berkelanjutan, achievement of business targets, including the following:
di antaranya:
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Jenis Program Program Kepemimpinan ITM Program Pengembangan Program Kepemimpinan Direktori - Program
Program Type ITM Leadership Program Pimpinan Tambang - Banpu Heart Pengembangan
Elevating The Pulse Banpu Heart Leadership Eksekutif - Tata Kelola
Mine Leader Development Program Perusahaan
Program - Elevating The Directorship - Executive
Pulse Development Program -
Company Governance
Tujuan Utama Meningkatkan kemampuan Meningkatkan kemampuan Memperkuat nilai Memahami tata kelola
Main Objective kepemimpinan strategis dan kepemimpinan di tambang kepemimpinan berbasis perusahaan
operasional Improve leadership skills in budaya Banpu Understand corporate
Enhance strategic and mining operations Strengthen leadership values governance
operational leadership based on Banpu culture
capabilities
Sasaran Peserta Manajer, calon leader, Leader / Supervisor Manajer & calon leader Direksi & eksekutif
Target Participants dan supervisor tingkat tambang (Operational Managers & aspiring leaders senior
menengah Leader / First Line Leader) Board of Directors &
Managers, aspiring leaders, Mine leaders / supervisors senior executives
and mid-level supervisors (Operational Leader / First
Line Leader)
Jumlah Peserta (Orang) 60 8 70 22
Number of Participants
% dari Total FTE 28.8 12.3 68.5 28.5
% of Total FTE
Total Jam Pelatihan 600 256 1,424 592
Total Training Hours
Dampak Utama Kepemimpinan lebih efektif, Operasional tambang lebih Budaya kerja harmonis, Kepatuhan dan
terhadap Bisnis pengambilan keputusan efisien dan aman kepemimpinan konsisten pengambilan
Key Business Impact lebih tepat, kinerja tim More efficient and safer Harmonious work culture, keputusan strategis
meningkat mining operations consistent leadership lebih baik
More effective leadership, Better compliance and
better decision-making, strategic decision-
improved team performance making
Daftar lengkap program pelatihan dan pengembangan The complete list of employee training and development
karyawan di 2025 dapat dilihat pada Lampiran. programs in 2025 can be found in Appendix.
Sepanjang 2025, ITM juga memberikan program Throughout 2025, ITM also provided competency
pengembangan kompetensi bagi karyawan, Direksi, dan development programs for employees, the Board of
Dewan Komisaris untuk mendukung pencapaian kinerja Directors, and the Board of Commissioners to support the
keberlanjutan Perusahaan, dengan total partisipasi mencapai achievement of the Company’s sustainability performance,
683 orang. Adapun tema pelatihan yang dilaksanakan antara with a total of 683 participants. The competency development
lain: sessions covered themes such as:
1. Pelatihan mengemudi defensif 1. Defensive Driving Training
2. Pelatihan kepatuhan dan manajemen risiko, serta 2. Training Compliance & Risk Management and E-PLIS
pemanfaatan E-PLIS Utilization
3. Metodologi identifikasi risiko, penyusunan rekomendasi 3. Risk Identification then Recommendation and
dan penilaian dalam transaksi aset Appraisal Methodology for Asset Transaction
4. Penilaian dan pengelolaan risiko dan peluang LST. 4. Assessing and Managing ESG Risk & Opportunities
Daftar lengkap program pengembangan kompetensi The complete list of competency development programs
keberlanjutan di 2025 dapat dilihat pada Lampiran. in 2025 can be found in Appendix.
Pelibatan dan Pengembangan Community Engagement and
Masyarakat Development
Sebagai bentuk komitmen terhadap pemberdayaan As part of its commitment to empowering communities
masyarakat di sekitar wilayah operasi, ITM merancang dan around its operational areas, ITM designs and implements
menerapkan berbagai program Pembangunan dan various Community Development and Empowerment
Pemberdayaan Masyarakat (PPM). Seluruh program disusun Programs (PPM). All programs are developed based on the
berdasarkan pedoman Kementerian ESDM No. 1824K/30/ guidelines of the Ministry of Energy and Mineral Resources
MEM/2018 dan dikembangkan melalui delapan pilar utama No. 1824K/30/MEM/2018 and structured around eight main
yakni: pendidikan, kesehatan, pendapatan riil dan pillars: education, health, real income and employment
kesempatan kerja, kemandirian ekonomi, sosial budaya, opportunities, economic independence, socio-cultural
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 107
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pemberian kesempatan kepada masyarakat setempat untuk development, opportunities for local community participation
ikut berpartisipasi dalam pengelolaan lingkungan kehidupan in sustainable environmental management, community
masyarakat sekitar tambang yang berkelanjutan, institutional development to support PPM Independence,
pembentukan kelembagaan komunitas masyarakat dalam and Infrastructure Development Supporting PPM. These
menunjang kemandirian PPM, dan pembangunan eight pillars are translated into a series of interconnected
infrastruktur yang menunjang PPM. Delapan pilar tersebut and sustainable activities, aimed at generating long-term
kemudian diterjemahkan ke dalam rangkaian kegiatan yang positive impacts for the community. [413-1, 413-2][CSS-12.9.2,
saling mendukung dan berkelanjutan, sehingga mampu CSS-12.9.3]
memberikan dampak positif jangka panjang bagi komunitas.
[413-1, 413-2][CSS-12.9.2, CSS-12.9.3]
Dalam menetapkan prioritas program pengembangan dan In setting priorities for community development and
pemberdayaan masyarakat, ITM mengacu pada pedoman empowerment programs, ITM follows applicable guidelines
yang berlaku yakni menyelaraskan atau proses sinkronisasi by aligning or synchronizing with resuts of social mapping
terhadap hasil kajian pemetaan sosial, dokumen internal di studies, internal documents (including but not limited to
antaranya termasuk namun tidak terbatas AMDAL dan/atau AMDAL and other relevant documents), and public
lainnya yang relevan, serta konsultasi publik dari tingkat Desa consultations from the village level up to local and regional
hingga lingkup pemerintahan daerah dan regional, untuk government authorities, with final approval obtained from
selanjutnya memperoleh persetujuan dari Kementerian the Ministry of Energy and Mineral Resources. Community
ESDM. Pelibatan masyarakat menjadi unsur penting dalam involvement is a key element in this process, facilitated
proses ini, yang diantaranya melalui Forum Konsultatif through Community Consultative Forums (FKM) organized
Masyarakat (FKM) baik yang difasilitasi stakeholder di tingkat either by local stakeholders at the village level or initiated by
Desa ataupun diinisiasi Perusahaan terhadap desa the Company in partnered villages. FKMs serve as a
dampingan. FKM berfungsi sebagai media konsultasi dan consultation and dialogue platform, enabling the Company
dialog, sehingga perusahaan dapat memahami aspirasi, isu to understand community aspirations, strategic issues, and
strategis, dan risiko sosial yang perlu dikelola, termasuk social risks that need to be managed, including local
penyerapan tenaga kerja lokal, peningkatan kualitas hidup, manpower absorption, quality of life improvement, and
dan pencegahan pencemaran lingkungan. [413-1, 413-2][CSS- environmental pollution prevention. [413-1, 413-2][CSS-12.9.2,
12.9.2, CSS-12.9.3] CSS-12.9.3]
Masukan dari proses konsultatif tersebut menjadi dasar Feedback from these consultative processes forms the
penyusunan rencana induk program tahunan. Sementara basis for developing the annual master plan of programs.
itu, untuk memastikan program PPM selaras dengan rencana To ensure that PPM programs align with provincial and
pembangunan wilayah di tingkat provinsi dan kabupaten, regency development plans, ITM employs a Thematic–
ITM menggunakan pendekatan Thematic–Holistic– Holistic–Integrative–Spatial (THIS) approach in long-term
Integrative–Spatial (THIS) dalam perencanaan jangka panjang. planning. This approach ensures that the Company’s
Melalui pendekatan ini, ITM memastikan bahwa kontribusi contributions to the community are targeted, relevant, and
perusahaan terhadap masyarakat terlaksana secara terarah, sustainable. [413-1, 413-2][CSS-12.9.2, CSS-12.9.3]
relevan, dan berkelanjutan. [413-1, 413-2][CSS-12.9.2, CSS-12.9.3]
ITM menetapkan target pengembangan masyarakat yang ITM establishes clear and measurable community
jelas dan terukur, yang disusun berdasarkan hasil konsultasi development targets, based on community consultation
masyarakat, pemetaan kebutuhan lokal, serta prioritas results, local needs mapping, and development priorities of
pembangunan daerah. Target tersebut mencakup SROI dan the region. The targets encompass both SROI and the CSI.
IKM.
Pencapaian target pengembangan masyarakat dipantau Achievement of community development targets is monitored
secara berkala melalui indikator kinerja utama KPI yang regularly through Key Performance Indicators (KPIs) covering
mencakup output dan outcome program. Evaluasi tersebut both program outputs and outcomes. The evaluation was
dilakukan melalui kombinasi keterlibatan dengan konsultan conducted through a combination of engagement with
eksternal dan penilaian mandiri internal untuk memastikan external consultants and internal self-assessment to ensure
keselarasan dengan strategi keberlanjutan Perusahaan. Hasil alignment with the Company’s sustainability strategy. The
pemantauan dan evaluasi tersebut dilaporkan secara results of monitoring and evaluation are transparently
transparan kepada masyarakat melalui forum komunitas, communicated to the community through community forums
serta diungkapkan kepada pemangku kepentingan lainnya and disclosed to other stakeholders through the Sustainability
melalui Laporan Keberlanjutan dan Laporan Tahunan. Report and Annual Report.
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Model Rencana Terpadu Pengembangan dan Pemberdayaan Masyarakat ITM
Integrated Planning Model of ITM Community Development
Construction & Post Mine
Pre-Construction Operation Mine Closure
Development Closure
Community
Community
Approach Community Relations Philanthropy Capacity Building
Emmpowerment
& Infrastructure
Health, Education Community
Institution
Priority
Sectors Social & Culture
Income Generating &
Economic Self-Reliance
Insfrastructure, Environment
Social License to Operate
CD and Build Company Reputation Value Added
Strategic Goals Creation throgh
Good CD Practices Local Resources
Through SDGs Principals
Project Operation Excellence
Permit Success Criteria Handover to
ITM Goals Completion (Minimum Community
Approved Disturbance) Achieved Government
on Time
Selain mengacu pada format PPM sesuai Kepmen ESDM, In addition to following the PPM format in accordance with
ITM menggunakan acuan PROPER, ISO 26000:2010, dan the Minister of EMR Decree, ITM uses references such as
AA1000 SES untuk menyusun peta jalan pengembangan PROPER, ISO 26000:2010, and AA1000 SES to develop its
masyarakat. Pendekatan ini memungkinkan perusahaan community development roadmap. This approach enables
merancang program PPM yang komprehensif dan tepat the Company to design comprehensive and targeted PPM
sasaran melalui sejumlah tahapan perencanaan. [413-1][CSS- programs through a structured series of planning stages.
12.9.2] [413-1][CSS-12.9.2]
Identifikasi dampak dan batasan Penyusunan rencana induk,
wilayah sesuai dokumen AMDAL dan didasari oleh blueprint PPM
pemetaan sosial (social mapping) dari pemerintah provinsi Penyusunan rencana kerja
Identification of impacts and area Master plan preparation based Preparation of work plans
boundaries according to AMDAL on the PPM blueprint from
documents and social mapping the provincial government
Pada 2025, Perusahaan mengalokasikan biaya PPM sebesar In 2025, the Company allocated Rp29,555 billion for PPM.
Rp29.555 miliar. Realisasi anggaran mencapai 95% The realized budget reached 95% consolidated, totaling
terkonsolidasi atau sejumlah Rp28.094 juta dengan catatan Rp28,094 million, with projections optimized to reach 100%
secara proyeksi tetap dioptimumkan mencapai 100% as in previous periods, considering that certain activities
sebagaimana periode sebelumnya, mempertimbangkan will carry forward for technical implementation in early 2026.
terdapat kegiatan akan carry forward teknis implementasinya
di awal tahun 2026.
Realisasi Anggaran PPM (Rp Juta)
CDE Budget Realization (Rp million)
2025
Realisasi Realisasi
Bidang Program
Realization Realization
Sector of Program Anggaran Realisasi 2024 2023
Budget Realization
Pendidikan | Education 5,879 5,666 4,983 4,390
Kesehatan | Health 3,912 3,401 3,104 2,935
Tingkat Pendapatan Riil atau Pekerjaan
4,868 4,353 3,641 3,666
Real Income Level or Employment
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 109
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2025
Realisasi Realisasi
Bidang Program
Realization Realization
Sector of Program Anggaran Realisasi 2024 2023
Budget Realization
Kemandirian Ekonomi | Economic Independence 3,430 3,415 2,892 2,156
Sosial dan Budaya | Social and Cultural 4,134 4,465 3,885 4,536
Sosialisasi pengelolaan lingkungan yang
berkelanjutan kepada masyarakat sekitar tambang
1,934 1,435 1,580 1,126
Dissemination of sustainable environmental
management to communities around the mine
Pembentukan kelembagaan komunitas masyarakat
dalam menunjang kemandirian PPM
1,216 1,153 1,045 769
Establishment of community institutions to support
PPM independence
Pembangunan Infrastruktur yang Menunjang PPM
4,193 4,202 3,372 1,291
Infrastructure development supporting PPM
Jumlah | Total 29,555 28,094 24,504 20,869
Sepanjang tahun, ITM menjalankan 189 kegiatan PPM di Throughout the year, ITM implemented 189 PPM activities
100% WIUP yang beroperasi. Seluruh kegiatan tersebut across 100% of operational WIUPs. All activities involved
melibatkan masyarakat lokal dan tersebar di 14 Kecamatan, local communities and were spread across 14 district,
termasuk 53 desa dalam area operasional perusahaan. [413- including 53 villages within the Company’s operational areas.
1][CSS-12.9.2] [413-1][CSS-12.9.2]
Lokasi Pelibatan dan Pengembangan Masyarakat [413-1][CSS-12.9.2]
Community Engagement and Development Locations
Penerima Manfaat
Site (Anak Beneficiaries
Lokasi Kegiatan
Perusahaan)
Activity Location
Site (Subsidiary) Jumlah Desa Jumlah Kecamatan
Total Villages Total Districts
Indominco Mandiri Kalimantan Timur: Kabupaten Kutai Timur, Kabupaten Kutai Kartanegara, dan Kota Bontang 10 Desa & 1 3 Kecamatan
East Kalimantan: East Kutai Regency, Kutai Kartanegara Regency, and Bontang City Kelurahan 3 Districts
10 Villages & 1
Sub-District
Kitadin Embalut Kalimantan Timur: Kabupaten Kutai Kartanegara 4 Desa 1 Kecamatan
East Kalimantan: Kutai Kartanegara Regency 4 Villages 1 District
Trubaindo Coal Kalimantan Timur: Kabupaten Kutai Barat 20 Desa 4 Kecamatan
Mining East Kalimantan: West Kutai Regency 20 Villages 4 Districts
Jorong Barutama Kalimantan Selatan: Kabupaten Tanah Laut 6 Desa 1 Kecamatan
Greston South Kalimantan: Tanah Laut Regency 6 Villages 1 District
Bharinto Ekatama Kalimantan Timur & Kalimantan Tengah: Kabupaten Kutai Barat dan Kabupaten Barito Utara 6 Desa 2 Kecamatan
East Kalimantan & Central Kalimantan: West Kutai Regency and North Barito Regency 6 Villages 2 District
Tepian Indah Kabupaten Kutai Barat 2 Desa 1 Kecamatan
Sukses West Kutai Regency 2 Villages 1 District
Nusa Persada Kalimantan Tengah: Kabupaten Barito Utara 3 Desa 1 Kecamatan
Resources Central Kalimantan: North Barito Regency 3 Villages 1 District
Graha Panca Karsa Kalimantan Timur: Kabupaten Kutai Barat 1 Desa 1 Kecamatan
East Kalimantan: West Kutai Regency 1 Villages 1 District
Untuk mendukung kemandirian masyarakat pada masa To support community independence during the post-mining
pascatambang, ITM merumuskan 212 agenda pemberdayaan phase, ITM formulated 212 community empowerment
masyarakat yang dituangkan dalam Rencana Induk PPM agendas, which are incorporated into the PPM Master Plan
serta Rencana Penutupan Tambang di setiap site. and the Mine Closure Plan at each site.
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Memperkuat Kepedulian terhadap Insan Perusahaan
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Jumlah Kegiatan PPM di Seluruh Wilayah Operasi [203-1, 203-2][CSS-12.8.4, CSS-12.8.5]
Number of PPM Activities Across All Operational Areas
Bidang Program Persentase (%)
2025
Area of Program Percentage
Pendidikan | Education 39 18
Kesehatan | Health 32 15
Tingkat Pendapatan Riil atau Pekerjaan | Real Income Level or Employment 31 15
Kemandirian Ekonomi | Economic Independence 23 11
Sosial dan Budaya | Social and Culture 36 17
Pemberian kesempatan kepada masyarakat setempat untuk ikut berpartisipasi dalam pengelolaan
lingkungan kehidupan masyarakat sekitar tambang yang berkelanjutan
24 11
Providing opportunities for local communities to participate in sustainable management of the living
environment of the community around the mine
Pembentukan kelembagaan komunitas masyarakat dalam menunjang kemandirian PPM
13 6
Establishment of community institutions in supporting the independence of PPM
Pembangunan infrastruktur yang menunjang PPM | Infrastructure development that supports PPM 14 7
Jumlah | Total 212 100
ITM melaksanakan PPM dengan mempertimbangkan strategi ITM implements PPM programs in alignment with its
bisnis dan diwujudkan menjadi Empat Pilar Strategis CSR. business strategy, which is realized through four strategic
CSR pillars.
Kegiatan dan Jumlah Penerima Manfaat
Pilar Inisiatif Lokasi
Activities and Number of Beneficiaries
Pillar Initiative Location
[203-1, 203-2] [CSS-12.8.4, CSS-12.8.5]
Lestari Dukungan Kegiatan Pelestarian dan Seluruh anak usaha • Pelestarian tanaman lokal dan mangrove melalui program
Bersama ITM Perlindungan Lingkungan All subsidiaries pembibitan.
ITM for Support for Environmental Conservation • Edukasi dan kampanye keberlanjutan lingkungan.
Environment and Protection Activities • Edukasi dan pengembangan pengelolaan sampah di
wilayah binaan.
• Penanaman pohon di sekitar wilayah binaan.
• Preservation of local plants and mangroves through a
nursery program.
• Education and environmental sustainability campaigns.
• Education and development of waste management in
assisted areas.
Belajar Dukungan Akses, Sarana dan Prasarana Seluruh anak usaha • Bantuan beasiswa untuk siswa di wilayah binaan.
Bersama ITM Pendidikan Bagi Masyarakat All subsidiaries • Bantuan sarana dan fasilitas pendidikan.
ITM for Support for Access, Educational • Volunteering mengajar di komunitas.
Education Facilities and Infrastructure for the • Pengembangan pusat belajar komunitas, pelatihan
Community keahlian masyarakat.
• Scholarship assistance for students in assisted areas.
• Assistance for educational facilities and infrastructure.
• Volunteering teaching in the community.
• Development of community learning centers and
community skills training.
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Kegiatan dan Jumlah Penerima Manfaat
Pilar Inisiatif Lokasi
Activities and Number of Beneficiaries
Pillar Initiative Location
[203-1, 203-2] [CSS-12.8.4, CSS-12.8.5]
Berdaya Pemberdayan Masyarakat melalui Seluruh anak usaha • Peningkatan pendapatan masyarakat melalui aktivitas
Bersama ITM Penguatan Ekonomi dan Peningkatan All subsidiaries pertanian (tanaman pangan dan hortikultura), perikanan
ITM for Akses Pelayanan Kesehatan air tawar, dan peternakan (sapi dan ayam).
Empowerment Community Empowerment through • Mendukung kemandirian ekonomi masyarakat melalui
Strengthening the Economy and UMKM dan pengembangan BUMDES di setiap wilayah.
Increasing Access to Health Services • Pengembangan penyediaan air bersih yang dilaksanakan
oleh seluruh anak usaha.
• Dukungan kegiatan stunting melalui posyandu untuk bayi,
ibu hamil, balita dan lansia diseluruh anak usaha ITM.
• Pengobatan dan konsultasi kesehatan gratis yang
diselenggarakan diseluruh anak usaha ITM.
• Pembangunan/penyediaan sarana prasarana kesehatan
yang dilaksanakan oleh seluruh anak usaha ITM.
• Increasing community income through agricultural
activities (food crops and horticulture), freshwater
fisheries, and livestock (cattle and chickens).
• Supporting community economic independence through
MSMEs and BUMDES development in each area.
• Development of clean water supply implemented by all
subsidiaries.
• Support for stunting activities through integrated health
posts for babies, pregnant women, toddlers, and the
elderly in all ITM subsidiaries.
• Free medical treatment and health consultations
organized in all ITM subsidiaries.
• Development/provision of health facilities implemented
by all ITM subsidiaries.
Patuh Pemberdayaan masyarakat sekitar hutan Provinsi Kalimantan • Penanaman dalam rangka Rehabilitasi DAS.
Bersama ITM melalui program pemenuhan kewajiban Selatan, Kalimantan • Pelibatan kontraktor lokal dalam kegiatan Rehabilitasi
ITM for sebagai pemegang IPPKH (penanaman Timur, DI Yogyakarta DAS.
Compliance dalam rangka Rehabilitasi DAS) dan Jawa Tengah. • Tree planting as part of Watershed Rehabilitation.
Empowerment of communities around Provinces of South • Involvement of local contractors in Watershed
the forest through a program to fulfil Kalimantan, East Rehabilitation activities.
obligations as IPPKH holders (planting Kalimantan, Special
for Watershed Rehabilitation) Region of Yogyakarta
and Central Java.
Untuk mengoptimalkan keberhasilan PPM, ITM meningkatkan To optimize the success of PPM, ITM enhances the
kompetensi karyawan yang terlibat, memperbaiki proses competence of employees involved, improves business
bisnis dan dokumentasi, serta menyediakan pedoman dan processes and documentation, and provides implementation
standar pelaksanaan. Dampak program dievaluasi melalui guidelines and standards. The impact of programs is
pemantauan dan penilaian yang terukur. evaluated through measurable monitoring and assessment.
Potensi Dampak Negatif Kegiatan Potential Negative Impacts of
Operasional [413-2][CSS-12.z9.3] Operational Activities [413-2][CSS-12.9.3]
Perusahaan memahami bahwa operasi pertambangan dapat The Company recognizes that mining operations can have
memberi dampak negatif pada lingkungan dan komunitas negative impacts on the surrounding environment and
di sekitarnya. Jika tidak dijalankan dengan standar yang communities. If not managed according to proper standards,
tepat, kegiatan tambang dapat menimbulkan pencemaran, mining activities may cause pollution, ecosystem disruption,
gangguan ekosistem, debu, dan kebisingan. Dengan dust, and noise. With this understanding, ITM is committed
pemahaman tersebut, ITM berkomitmen menjalankan to conducting operations in compliance with regulations
operasi sesuai ketentuan dan praktik pertambangan terbaik and best mining practices to minimize social and
untuk meminimalkan risiko sosial dan lingkungan. environmental risks.
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Jumlah Wilayah Terdampak Bentuk Dampak Pengelolaan Dampak Investasi Sosial
Number of Affected Areas Form of Impact Impact Management Social Investment
TRUBAINDO COAL MINING
Kecamatan Melak (Desa Penurunan kualitas udara 1. Melakukan pengambilan 1. Meningkatkan penyadar tahuan
Muara Bunyut) akibat aktivitas crushing, sampel udara serta melakukan masyarakat tentang Perilaku Hidup
Melak District (Muara Bunyut blending dan pengapalan analisis sesuai dengan baku Bersih & Sehat (PHBS) termasuk
Village) batubara. mutu udara ambien. namun tidak terbatas mengadakan
Decline in air quality due to 2. Melakukan penyiraman secara pengobatan gratis untuk masyarakat
crushing, blending, and coal rutin untuk mengurangi debu. desa terdampak.
shipping activities. 1. Take air samples and conduct 2. Turut andil mensukseskan program
analysis according to ambient stunting pemerintah, sebagai upaya
air quality standards. perbaikan gizi dan meningkatkan
2. Conduct regular water spraying imunitas.
to reduce dust. 1. Increase community awareness of
Clean & Healthy Lifestyle Behavior
(PHBS), including providing free
medical treatment.
2. Participate in government stunting
programs to improve nutrition and
immunity.
Kecamatan Muara Lawa (Desa Penurunan kualitas air Melakukan pengelolaan settling 1. Dukungan pengembangan sarana air
Muara Begai dan Desa Lotaq) permukaan akibat aktivitas pond (memantau debit air, pH, bersih di desa terdampak.
Muara Lawa District (Muara penggalian batubara. kadar TSS, besi, dan mangan 2. Melakukan sosialisasi PHBS secara
Begai and Lotaq Villages) Decline in surface water quality secara periodik). rutin.
due to coal mining activities. Manage settling ponds (monitor 3. Dukungan pembangunan jamban
water flow, pH, TSS, iron, and sehat untuk desa terdampak
manganese periodically). 1. Support clean water facility
development in affected villages.
2. Conduct PHBS socialization
dissemination regularly.
3. Support construction of healthy toilets
in affected villages.
BHARINTO EKATAMA
Kecamatan Damai (Desa Persepsi negatif masyarakat 1. Meningkatkan koordinasi 1. Mengoptimalkan forum koordinasi
Besiq dan Desa Bermai) terhadap kegiatan baik secara berkala dengan berkala di tingkat Desa untuk
Damai District (Besiq and penambangan yang dilakukan. masyarakat terdampak mendapatkan isu dan masukan dari
Bermai Villages) Negative community perception langsung di sekitar wilayah masyarakat.
of mining activities. pertambangan. 2. Berkomunikasi aktif dalam kegiatan
Kecamatan Teweh Timur 2. Memantau forum-forum forum-forum CSR terkait.
(Desa Benangin 1, 2, dan 5) komunikasi masyarakat yang 3. Melakukan studi persepsi secara
Teweh Timur District ada. berkala dan studi IKM setiap
(Benangin 1, 2, 5 Villages) 3. Melakukan survei dan analisa tahunnya.
berkala terhadap persepsi 4. Mendesain program pemberdayaan
Kecamatan Melak (Desa berkala melalui pemetaan masyarakat dengan pendekatan
Muara Bunyut) pemangku kepentingan. pelibatan pemangku kepentingan.
Melak District (Muara Bunyut 4. Menjajaki peluang dukungan 1. Optimize village-level coordination
Village) dan keterlibatan unsur periodic forums to gather community
karyawan pada acara/kegiatan issues and feedback.
masyarakat. 2. Actively communicate in related CSR
1. Improve coordination forums.
regularly with directly affected 3. Conduct perception studies
communities. periodically and annual IKM studies.
2. Monitor community 4. Design community empowerment
communication forums. programs with stakeholder
3. Conduct periodic surveys and engagement.
analysis of perceptions through
stakeholder mapping.
4. Explore employee involvement
in community events.
Kecamatan Damai (Desa Penurunan keanekaragaman 1. Mengidentifikasi dan Melakukan kegiatan keanekaragaman
Besiq dan Desa Bermai) flora darat akibat aktivitas melakukan analisis terhadap hayati di wilayah masyarakat, dengan
Damai District (Besiq and pembersihan lahan. kondisi revegetasi. fokus penanaman pohon endemik, yang
Bermai Villages) Decline in terrestrial flora 2. Penanaman tanaman endemik kemudian akan dikembangkan menjadi
biodiversity due to land clearing saat proses revegetasi. nursery untuk suplai bibit pada kegiatan
Kecamatan Teweh Timur activities 1. Identify and analyze revegetasi.
(Desa Benangin 1, 2, dan 5) revegetation conditions. Conduct biodiversity activities in
Teweh Timur District 2. Plant endemic tree species community areas, focus on endemic
(Benangin 1, 2, and 5 Villages) during revegetation. tree planting for nursery development to
supply seedlings for revegetation.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 113
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Jumlah Wilayah Terdampak Bentuk Dampak Pengelolaan Dampak Investasi Sosial
Number of Affected Areas Form of Impact Impact Management Social Investment
INDOMINCO MANDIRI
Kecamatan Marangkayu Penurunan kualitas udara 1. Pengangkutan batubara 1. Penghijauan wilayah sekitar
(Desa Santan Ilir dan Desa akibat pengangkutan dan dengan kendaraan yang lolos stockyard, bufferzone, dan desa
Santan Tengah) penimbunan batubara di uji emisi. terdampak dengan tanaman yang
Marangkayu District (Santan Ilir stockyard. 2. Melakukan penyiraman secara dapat mengurangi debu.
and Santan Tengah Villages) Decline in air quality due to berkala. 2. Melakukan pengobatan gratis secara
coal transport and stockyard 3. Melakukan pengerasan jalan. rutin dua kali setahun.
Kecamatan Bontang Selatan storage. 1. Transport coal with emission- 1. Green areas around stockyards, buffer
(Kelurahan Bontang Lestari) tested vehicles. zones, and affected villages with dust-
Bontang Selatan District 2. Conduct regular water reducing plants.
(Bontang Lestari Subdistrict) spraying. 2. Conduct free medical treatment twice
3. Road paving. a year.
Kecamatan Teluk Pandan Peningkatan kesempatan kerja, 1. Memberikan informasi 1. Peningkatan kapasitas dan
(Desa Danau Redan, Desa Suka peluang kerja, dan peluang penerimaan tenaga kerja kapabilitas SDM di desa Ring-1
Damai, Desa Suka Rahmat, berusaha. secara transparan kepada melalui pelatihan keahlian.
Desam Martadinata, Desa Increasing employment, work, masyarakat. 2. Bekerja sama dengan kontraktor,
Bukit Pandan Jaya, Desa Teluk and business opportunities. 2. Memprioritaskan penerimaan melalui Forum CSR Kontraktor, untuk
Pandan, dan Desa Kandolo) tenaga kerja lokal. memberikan informasi penerimaan
Teluk Pandan District (Danau 3. Bekerja sama dengan tenaga kerja melalui 1 pintu
Redan, Suka Damai, Suka pemerintah desa dan instansi 3. Memprioritaskan BUMDES dalam
Rahmat, Martadinata, Bukit pemerintahan terkait lainnya. pengerjaan proyek infrastruktur PPM
Pandan Jaya, Teluk Pandan, 1. Provide transparent di masing-masing desa.
and Kandolo Villages) recruitment information to the 1. Increase capacity and capability
community. of Ring-1 village human resources
Kecamatan Marangkayu (Desa 2. Prioritize local workforce through skills training.
Santan Ulu, Desa Santan Ilir, recruitment. 2. Collaborate with contractors via
dan Desa Santan Tengah) 3. Collaborate with village CSR Forum for unified recruitment
Marangkayu District (Santan governments and relevant information.
Ulu, Santan Ilir, and Santan agencies. 3. Prioritize BUMDES in PPM
Tengah Villages) infrastructure projects in each village.
Kecamatan Bontang Selatan
(Kelurahan Bontang Lestari)
Bontang Selatan District
(Bontang Lestari Subdistrict)
JORONG BARUTAMA GRESTON
Kecamatan Jorong (Desa Penurunan kualitas udara Melakukan kegiatan pemantauan 1. Melakukan kegiatan pengobatan
Jorong dan Desa Karang Rejo) akibat pemuatan dan kualitas udara di Desa Jorong dan massal
Jorong District (Jorong and pengangkutan batubara. Karang Rejo, yang bermukim di 2. Melakukan penyuluhan kesehatan
Karang Rejo Villages) Decline in air quality due to coal sekitar underpass JBG. 3. Memberikan dukungan fasilitas
loading and transport. Conduct air quality monitoring kesehatan di desa terdampak
activities in Jorong and Karang 1. Conduct mass medical treatment.
Rejo Villages, where residents live 2. Conduct health education.
around the JBG underpass. 3. Provide health facilities support
Kecamatan Jorong (Desa Kegiatan reklamasi dan Melakukan kegiatan penataan 1. Pelibatan masyarakat sebagai mitra
Jorong) revegetasi di area bukaan lahan, revegetasi, dan penyedia pupuk pada aktivitas
Jorong District (Jorong tambang. pemeliharaan tanaman. revegetasi, melalui pengembangan
Village) Land degradation and reduced Land management, revegetation, program pupuk Bokhasi/ kompos.
vegetation. and plant maintenance. 2. Pelibatan masyrakat sebagai tenaga
kerja pada proses revegetasi dari
penyiapan bibit, perawatan, dan
penanaman.
1. Involve communities as fertilizer
providers through Bokhasi/compost
programs.
2. Involve communities as manpower in
revegetation from seed preparation,
maintenance, to planting
TEPIAN INDAH SUKSES
Kecamatan Bentian Besar 1. Getaran yang disebabkan 1. Melakukan pengambilan 1. Melaksanakan kegiatan CSR dalam
(Desa Suakong) oleh kegiatan penggalian sampling tingkat getaran bentuk tali asih, sesuai dengan
Bentian Besar District dan penimbunan tanah dengan pihak ketiga dan proposal yang diajukan oleh
(Suakong Village) tertutup pada tahap operasi. kemudian dianalisis berdasarkan masyarakat terdampak
2. Sikap dan persepsi negatif baku mutu yang ada. 2. Menghadiri undangan kegiatan di
masyarakat akibat kegiatan 2. Melakukan pertemuan intensif desa.
pembebasan lahan dan dengan masyarakat dan tokoh- 3. Secara rutin berkala melakukan
penerimaan tenaga kerja tokoh kunci di masyarakat. kunjungan ke kantor desa maupun
1. Vibrations from excavation 1. Take vibration level samples lembaga masyarakat lainnya.
and soil stockpiling during with a third party and analyze 1. Conduct CSR activities in the form of
operation stage. according to standards. assistance per submitted proposals
2. Negative community 2. Conduct intensive meetings from affected community.
attitudes and perceptions with community members and 2. Attend community events.
due to land acquisition and key figures. 3. Conduct routine visits to village
workforce recruitment. offices and community institutions.
114 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Upaya pengurangan dampak lingkungan dilakukan ITM Environmental impact mitigation efforts at ITM include better
melalui pengelolaan emisi, limbah, dan air yang lebih baik. management of emissions, waste, and water. ITM also
ITM juga memperluas kontribusinya terhadap masyarakat expands its contributions to local communities and has
sekitar dan telah menyusun rencana pascatambang (RPT) developed a Post-Mining Plan to ensure sustainable use of
untuk memastikan pemanfaatan area bekas tambang secara former mining areas.
berkelanjutan.
Program Unggulan Pemberdayaan Masyarakat Tahun 2025 [413-1] [CSS-12.9.2]
Flagship Community Empowerment Programs in 2025
Site BEK
Program Pemuda Mandiri Besiq
Kampung Besiq menghadapi terbatasnya peluang kerja dan sumber pendapatan bagi pemuda, yang berdampak pada rendahnya
kemandirian ekonomi serta minimnya usaha produktif berbasis potensi lokal. Sementara itu, Desa Besiq memiliki potensi
pengembangan peternakan ayam petelur yang didukung ketersediaan lahan dan bahan baku pakan, namun belum optimal
dimanfaatkan akibat keterbatasan modal, kapasitas teknis, serta akses pendampingan dan pasar.
Program Ayam Petelur Pemuda Mandiri Besiq dilaksanakan oleh PT BEK sebagai bagian dari program Community Development.
Program ini bertujuan untuk:
Latar 1. Mendorong pemberdayaan dan kemandirian ekonomi pemuda,
Belakang 2. Mengembangkan usaha peternakan ayam petelur yang berkelanjutan,
& Tujuan 3. Menciptakan model usaha berbasis komunitas yang dapat berkembang dan direplikasi di wilayah lain.
Program Kampung Besiq faces limited employment opportunities and income sources for youth, resulting in low economic self-reliance
Background and a lack of productive, locally based enterprises. Meanwhile, Besiq Village holds significant potential for layer chicken farming,
& Program supported by availability of land and local feed resources; however, this potential remains underutilized due to constraints in
Objectives initial capital, technical capacity, and access to mentoring and markets.
The Besiq Youth Independent Layer Chicken Program is implemented by PT BEK as part of its Community Development
initiatives. The program aims to:
1. Promote youth empowerment and economic independence;
2. Develop a sustainable layer chicken farming business; and
3. Create a community-based business model that can grow and be replicated in other areas.
Total dana 2023-2024 (Rp691.250.000) | Total Funding 2023–2024 (Rp691,250,000)
Tahun | Year 2023
1. Bantuan 600 DOC ayam petelur dari PT BEK.
2. Pengembangan mandiri oleh pelaku usaha sebanyak 400 DOC.
1. Assistance of 600 layer chicken day-old chicks (DOC) from PT BEK.
2. Independent development by business operators of 400 DOC.
Tahun | Year 2024
1. Bantuan 1,000 DOC ayam petelur dari PT BEK.
Input 2. Pengembangan mandiri sebanyak 500 DOC.
2023-2025 1. Assistance of 1,000 layer chicken DOC from PT BEK.
2. Independent development of 500 DOC.
Tahun | Year 2025
1. Pendampingan teknis budidaya ayam petelur (manajemen kandang, pakan, dan kesehatan),
2. Pendampingan pengelolaan usaha untuk meningkatkan efisiensi dan produktivitas,
3. Dukungan penguatan akses pasar terutamanya pasar lokal dan lainnya.
1. Technical assistance for layer chicken farming (cage management, feed, and health).
2. Business management assistance to improve efficiency and productivity.
3. Support to strengthen market access, especially local markets and others.
1. Pengembangan dan pemeliharaan peternakan ayam petelur secara bertahap di Kampung Besiq.
2. Pemeliharaan DOC hingga fase produksi telur, termasuk:
• Pengelolaan kandang baterai,
• Penyediaan pakan dan air minum,
• Pengendalian kesehatan dan kematian ayam.
3. Monitoring dan pendampingan rutin oleh PT BEK untuk memastikan produktivitas dan keberlanjutan usaha.
Aktivitas 4. Distribusi dan pemasaran telur ke pasar lokal yang telah terbentuk.
Activity 1. Gradual development and maintenance of layer chicken farming in Kampung Besiq.
2. Rearing of day-old chicks (DOC) until the egg production phase, including:
• Battery cage management,
• Provision of feed and drinking water,
• Control of poultry health and mortality
3. Regular monitoring and mentoring by PT BEK to ensure productivity and business sustainability.
4. Distribution and marketing of eggs to established local markets
1. Terbentuk 1 kelompok peternak ayam petelur di kampung besik.
Output 2. Terdapat 2.000 ayam petelur.
(Luaran) 1. One layer chicken farmer group established in Kampung Besiq.
2. A total of 2,000 layer chickens in operation.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 115
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1. Peningkatan kapasitas dan kemandirian pemuda
Pemuda Kampung Besiq memiliki kemampuan teknis dan manajerial dalam mengelola usaha peternakan ayam petelur secara
berkelanjutan, mulai dari budidaya hingga pemasaran hasil produksi.
2. Terbangunnya usaha produktif berbasis komunitas
Usaha peternakan ayam petelur beroperasi secara rutin dan menghasilkan telur sebagai sumber pendapatan tetap bagi
kelompok pemuda, sehingga membuka peluang kerja lokal dan mengurangi ketergantungan pada pekerjaan informal.
3. Meningkatnya ketahanan ekonomi lokal
Produksi telur lokal mampu memenuhi sebagian kebutuhan pasar sekitar Kampung Besiq, menciptakan perputaran ekonomi
Outcome desa serta memperkuat akses pemuda terhadap pasar lokal.
(Hasil) 1. Improved Youth Capacity and Independence
Besiq Village youth have developed the technical and managerial capabilities to sustainably manage a layer chicken farming
business, from cultivation to product marketing.
2. Establishment of a Community-Based Productive Business
The layer chicken farming business operates regularly and produces eggs as a stable source of income for youth groups,
creating local employment opportunities and reducing dependence on informal work.
3. Enhanced Local Economic Resilience
Local egg production is able to meet part of the market demand around Kampung Besiq, generating village-level economic
circulation and strengthening youth access to local markets.
N – Nature (Lingkungan)
1. Pemanfaatan lahan secara produktif dan terkendali untuk kegiatan peternakan.
2. Potensi pemanfaatan limbah ternak (kotoran ayam) sebagai pupuk organik untuk pertanian lokal.
3. Mendorong praktik budidaya yang memperhatikan kebersihan kandang dan kesehatan lingkungan sekitar.
E – Economy (Ekonomi)
1. Peningkatan pendapatan pemuda melalui usaha peternakan ayam petelur yang berkelanjutan.
2. Terciptanya lapangan kerja lokal berbasis potensi desa.
3. Penguatan ekonomi desa melalui rantai pasok dan pasar telur lokal.
W – Wellbeing (Kesejahteraan)
1. Meningkatnya kesejahteraan pemuda dan keluarganya melalui sumber penghasilan yang stabil.
2. Meningkatkan rasa percaya diri, motivasi, dan peran pemuda dalam pembangunan ekonomi desa.
3. Akses masyarakat terhadap sumber protein hewani (telur) yang lebih terjangkau.
S– Society (Sosial)
1. Menguatnya kelembagaan kelompok pemuda dan kerja sama antaranggota.
2. Terbentuknya model usaha kolektif yang mendorong partisipasi, gotong royong, dan kepemimpinan pemuda.
Dampak
3. Menjadi contoh (role model) usaha produktif berbasis komunitas yang dapat direplikasi di wilayah lain.
Impact
N – Nature (Environment)
(NEWS)
1. Productive and controlled use of land for livestock activities.
2. Potential utilization of livestock waste (chicken manure) as organic fertilizer for local agriculture.
3. Encouraging farming practices that prioritize cage cleanliness and the health of the surrounding environment.
E – Economy
1. Increased youth income through sustainable layer chicken farming.
2. Creation of local employment opportunities based on village potential.
3. Strengthening the village economy through the local egg supply chain and markets.
W – Wellbeing
1. Improved well-being of youth and their families through stable sources of income.
2. Increased self-confidence, motivation, and the role of youth in village economic development.
3. Improved community access to affordable sources of animal protein (eggs).
S – Society
1. Strengthened youth group institutions and cooperation among members.
2. Establishment of a collective business model that promotes participation, mutual cooperation, and youth leadership.
3. Serving as a role model for community-based productive enterprises that can be replicated in other areas.
Site GPK
Peningkatan level akreditasi sekolah
Program
Improvement in school accreditation level
Program PPM PT GPK disusun berdasarkan hasil pemetaan sosial yang mengidentifikasi kebutuhan mendesak sektor pendidikan
di Kampung Tukul, khususnya pada jenjang SD dan SMP, dengan kondisi infrastruktur dan fasilitas pembelajaran yang belum
memadai sehingga memengaruhi efektivitas proses belajar serta pencapaian standar nasional dan akreditasi. Melalui periode
Latar
2023–2025, PT GPK mendukung peningkatan akreditasi sekolah melalui penguatan sarana prasarana, instalasi listrik ruang kelas,
Belakang
pelatihan metode pengajaran bagi guru SMP, serta kegiatan pembentukan karakter siswa.
& Tujuan
PT GPK’s Community Development Program was formulated based on social mapping results that identified urgent needs in the
Program
education sector in Kampung Tukul, particularly at the elementary and junior high school levels, with inadequate infrastructure
Background
and learning facilities affecting the effectiveness of the learning process as well as the achievement of national standards and
& Program
accreditation. In the 2023–2025 program period, PT GPK supported improvements in school accreditation by strengthening
Objectives
educational infrastructure, installing classroom electrical systems, providing teaching methodology training for junior high school
teachers, and conducting character-building activities for students.
1. 2 sekolah mendapatkan bantuan meubelair sejumlah 135 unit senilai Rp415.719.420.
2. Pemasangan listrik di SD dan SMP di semua ruangan. (Kwh dan Instalasi) senilai Rp23.218.100.
3. Pelatihan guru SMP “Metode pengajaran Mendalam” sejumlah 17 guru, senilai Rp4.725.000.
Input 4. Pendidikan karakter melalui kegiatan persami (untuk 30 siswa SMP), senilai Rp19.218.100
2023-2025 1. 2 schools received 135 units of educational furniture assistance worth Rp415,719,420.
2. Installation of electrical systems (kWh and wiring) in all classrooms of SD and SMP, valued at Rp23,218,100.
3. SMP teacher training on “Deep Learning Teaching Methods” for 17 teachers, valued at Rp4,725,000.
4. Character education through Persami activities for 30 SMP students, valued at Rp19,218,100.
1. Bantuan infrastruktur pendidikan untuk SD dan SMP di Kampung Tukul.
2. Pelatihan guru.
Aktivitas 3. Pendidikan karakter untuk murid melalu kegiatan persami.
Activity 1. Educational infrastructure assistance for elementary school (SD) and junior high school (SMP) in Kampung Tukul.
2. Teacher training.
3. Student character education through weekend camping activities.
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
1. Meningkatkan kualitas infrastruktur penunjang kegiatan belajar menngajar di 2 sekolah.
2. 17 guru mendapatkan pelatihan.
Output 3. 30 Jumlah peserta persami.
(Luaran) 1. Improving the quality of infrastructure supporting teaching and learning activities in two schools.
2. 17 teachers received training.
3. 30 students participated in weekend camping activities
1. Meningkatnya kesiapan dua sekolah (SD dan SMP) di Kampung Tukul dalam memenuhi standar nasional pendidikan,
khususnya pada aspek sarana dan prasarana penunjang kegiatan belajar mengajar.
2. Meningkatnya kompetensi guru dan kualitas proses pembelajaran, sehingga berdampak pada peningkatan mutu layanan
pendidikan di sekolah sasaran.
3. Meningkatnya nilai dan/atau level akreditasi sekolah sebagai hasil dari perbaikan infrastruktur pendidikan, peningkatan
Outcome
kapasitas pendidik, dan penguatan lingkungan belajar yang kondusif.
(Hasil)
1. Improved readiness of two schools (SD and SMP) in Kampung Tukul to meet national education standards, particularly in terms
of facilities and infrastructure supporting teaching and learning activities.
2. Improved teacher competencies and learning process quality, contributing to better education service quality in target schools.
3. Increased school accreditation scores and/or levels as a result of improved educational infrastructure, enhanced educator
capacity, and a more conducive learning environment.
1. N – Nature (Lingkungan): Lingkungan sekolah yang lebih tertata dan layak mendukung penggunaan ruang dan fasilitas secara
lebih efisien, serta mendorong budaya peduli lingkungan di lingkungan pendidikan.
2. E – Economy (Ekonomi): Peningkatan kualitas dan akreditasi sekolah berkontribusi pada peningkatan kualitas sumber daya
manusia lokal, yang dalam jangka panjang memperkuat daya saing ekonomi masyarakat sekitar.
3. W – Wellbeing (Kesejahteraan): Terciptanya lingkungan belajar yang aman, nyaman, dan kondusif meningkatkan kesejahteraan
siswa dan guru, serta mendukung perkembangan karakter dan kualitas pembelajaran.
4. S– Society (Sosial): Meningkatnya kepercayaan masyarakat terhadap layanan pendidikan lokal serta penguatan peran sekolah
Dampak
sebagai institusi sosial dalam mendukung pembangunan pendidikan berkelanjutan di Kampung Tukul.
Impact
1. N – Nature (Environment): A more organized and adequate school environment supports more efficient use of space and
(NEWS)
facilities and encourages environmental awareness within educational settings.
2. E – Economy: Improved school quality and accreditation contribute to the development of higher-quality local human resources,
which in the long term strengthens the economic competitiveness of surrounding communities.
3. W – Wellbeing: The creation of a safe, comfortable, and conducive learning environment enhances the well-being of students
and teachers and supports character development and learning quality.
4. S – Society: Increased community trust in local education services and strengthened school roles as social institutions in
supporting sustainable educational development in Kampung Tukul.
Site IMM
PKBM Damai Mandiri: "Transformation-Hub Kemandirian Pascatambang Desa Suka Damai
Program
PKBM Damai Mandiri: “Post-Mining Independence Transformation Hub of Suka Damai Village”
PKBM di Desa Suka Damai diinisiasi oleh PT Indominco Mandiri bersama Pemerintah Desa sebagai respons atas tingginya
Latar
angka buta aksara yang pada 2009 mencapai 25%. Berawal dari kelompok belajar keaksaraan, kolaborasi resmi melalui program
Belakang
community development dimulai pada 2013 dan berhasil menurunkan angka buta huruf hingga hampir 0% pada 2024.
& Tujuan
The Community Learning Center (PKBM) in Suka Damai Village was initiated by PT Indominco Mandiri in collaboration with the
Program
Village Government in response to the high illiteracy rate, which reached 25% in 2009. Initially established through literacy learning
Background
groups, formal collaboration under the Company’s community development program began in 2013 and successfully reduced the
& Program
illiteracy rate to nearly 0% by 2024.
Objectives
Input Total anggaran 2022-2025: Rp268.250.000
2023-2025 Total budget 2022-2025: Rp268,250,000
2025:
1. Inisiasi pengurusan legalitas yayasan (transformasi pusat kegiatan belajar masyarakat).
Aktivitas
2. Pendampingan UMKM dan peningkatan akses pasar untuk penjualan produk.
Activity
1. Initiation of the foundation’s legal registration process (community learning center transformation).
2. MSME mentoring and expansion of market access for product sales.
1. Peserta PKBM:
Paket A: Putra: 49 orang dan Putri: 55 orang
Paket B: Putra: 78 orang dan Putri: 42 orang
Paket C: Putra: 12 orang, Putri: 22 orang
2. 1 unit bank sampah dan fasilitas pengolahan sampah
3. 1 gedung PKBM yang lengkap dengan fasilitas penunjang keahlian.
Output 4. 30 usaha mikro baru terbentuk.
(Luaran) 1. PKBM Participants:
Paket A: 49 male participants and 55 female participants
Paket B: 78 male participants and 42 female participants
Paket C: 12 male participants and 22 female participants
2. 1 waste bank unit and waste processing facility established.
3. 1 PKBM building constructed, fully equipped with supporting vocational facilities.
4. 30 new micro-enterprises established.
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1. Lulusan Warga Belajar: 594 orang
Perempuan: 464 orang (72%)
Laki-laki: 121 orang (28%)
2. 3 PKBM aktif dan jejaring sosial terbangun
3. 1 bank sampah induk dan 7 bank sampah unit yang aktif
4. Total 5 kelas pembelajaran, yang terdiri dari:
Paket A: 2 kelas
Paket B: 2 kelas
Paket C: 1 kelas
Outcome 5. 30 usaha mikro memiliki pendapatan baru
(Hasil) 1. Total Learner Graduates: 594 individuals
Female: 464 individuals (72%)
Male: 121 individuals (28%)
2. 3 active PKBM centers with established social networks.
3. 1 central waste bank and seven active unit-level waste banks.
4. A total of five learning classes, consisting of:
Paket A: 2 classes
Paket B: 2 classes
Paket C: 1 class
5. 30 micro-enterprises recorded new income generation.
N – Nature (Lingkungan)
1. PKBM menjadi pusat perubahan perilaku lingkungan melalui program literasi di Sekolah Adiwiyata.
2. Sampah terkelola lewat program bank sampah.
E – Economy (Ekonomi)
1. PKBM menjadi inkubator usaha sosial.
2. Peningkatan sumber pendapatan informal melalui UMKM untuk warga belajar.
3. Peningkatan pendapatan melalui pelatihan vokasi untuk warga belajar.
W – Wellbeing (Kesejahteraan)
1. Penurunan angka buta huruf.
2. Peningkatan angka lulusan pendidikan formal.
3. Peningkatan peluang kelompok rentan untuk pendidikan yang berkualitas.
4. Peningkatan jumlah masyarakat yang bekerja pada sektor formal
5. Lingkungan sehat.
S– Society (Sosial)
1. Budaya belajar tumbuh.
2. Kolaborasi PKBM, sekolah, dan desa meningkat.
Dampak
3. Muncul model kelembagaan baru.
Impact
N – Nature (Environment)
(NEWS)
1. PKBM becomes a center for environmental behavior change through literacy programs in Adiwiyata Schools.
2. Waste is managed through the waste bank program.
E – Economy
1. PKBM becomes a social enterprise incubator.
2. Increased informal income sources through MSMEs for learning community members.
3. Increased income through vocational training for learning community members.
W – Wellbeing
1. Reduction in illiteracy rates.
2. Increase in formal education graduation rates.
3. Increased opportunities for vulnerable groups to access quality education.
4. Increase in the number of people employed in the formal sector
5. Healthy environment.
S – Society
1. A culture of learning grows.
2. Increased collaboration among PKBM, schools, and villages.
3. Emergence of a new institutional model.
Site EMB
Pengembangan Keramba Ikan Air Tawar di Desa Embalut
Program
Development of Freshwater Fish Floating Net Cage in Embalut Village
PT Kitadin Site Embalut (EMB) memasuki fase penutupan tambang yang direncanakan berakhir pada Februari 2027 sesuai
dokumen RPT yang telah disetujui. Selain reklamasi berupa pengembangan lahan pertanian produktif, EMB menjalankan program
PPM di luar area reklamasi, termasuk program budidaya ikan air tawar sistem keramba di bantaran Sungai Mahakam yang telah
berlangsung sejak masa operasional dan berlanjut hingga fase mine closure. Berlokasi di sekitar pelabuhan perusahaan yang juga
menjadi ruang ekonomi masyarakat, program ini dirancang untuk mencegah potensi kerentanan sosial dan lingkungan melalui
Latar
pendekatan pemberdayaan yang terarah. Pengembangan keramba dipilih karena sesuai dengan karakter wilayah perairan,
Belakang
bernilai ekonomi, dikelola secara kelompok, serta didukung kebijakan pemerintah desa.
& Tujuan
PT Kitadin Site Embalut (EMB) is currently entering its mine closure phase, which is scheduled to conclude in February 2027 in
Program
accordance with the approved Mine Closure Plan (RPT). In addition to reclamation programs that convert former mining areas into
Background
productive agricultural land, EMB implements Community Development programs beyond reclamation areas, including a floating
& Program
net cage aquaculture program along the Mahakam River that has been conducted since the operational phase, up to mine closure.
Objectives
Located near the Company’s port area, which also serves as a livelihood space for local communities, the program is designed to
mitigate potential social and environmental vulnerabilities through a structured empowerment approach. Freshwater fish farming
using floating net cages was selected due to its suitability to the riverine environment, economic value, group-based management
model, and supported by village government policies.
Input Total anggaran selama tahun 2022-2024 sebesar Rp33.240.000.
2023-2025 Total budget for 2022-2024 is Rp33,240,000.
2025:
Aktivitas
1. Monitoring dan evaluasi program dengan metode SLIA
Activity
1. Program monitoring and evaluation using the SLIA method
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
1. Total panen 2022-2025: 3.960 kg
Output 2. Unit Keramba: 35 unit
(Luaran) 1. Total harvest 2022–2025: 3,960 kg
2. Floating net cage: 35 units
2022: pendapatan kelompok sebesar Rp62.640.000/tahun
2023: pendapatan kelompok sebesar Rp91.800.000/tahun
2024: pendapatan kelompok sebesar Rp129.600.000/tahun
Outcome 2025: pendapatan kelompok sebesar Rp189.000.000/tahun
(Hasil) 2022: group income of Rp62,640,000/year
2023: group income of Rp91,800,000/year
2024: group income of Rp129,600,000/year
2025: group income of Rp189,000,000/year
N – Nature (Lingkungan)
1. Indikator kualitas sungai
E – Economy (Ekonomi)
1. Sumber pendapatan kelompok
2. Perputaran ekonomi lokal (pakan, transport, jual beli ikan)
3. Pengembangan usaha turunan (rumah makan) di sekitar
W – Wellbeing (Kesejahteraan)
1. Kelompok lebih solid
2. Rasa memiliki untuk memelihara bantaran sungai
3. Mengurangi potensi aktivitas ilegal
S– Society (Sosial)
1. Terbentuk kebijakan spesifik dari desa yang mengatur program agar berkelanjutan
2. Relasi lebih kuat antara perusahaan dengan masyarakat
Dampak
3. Meningkatkan SLO, terutama untuk keberlanjutan bisnis perusahaan kedepannya
Impact
N – Nature (Environment)
(NEWS)
1. River water quality indicators
E – Economy
1. Group income sources
2. Local economic circulation (feed, transportation, fish trading)
3. Development of downstream businesses (restaurants) in surrounding areas
W – Wellbeing
1. Stronger group cohesion
2. Increased sense of belonging in maintaining riverbanks
3. Reduced potential for illegal activities
S – Society
1. Establishment of specific village policies regulating the program to ensure sustainability
2. Stronger relationships between the company and the community
3. Improved Social License to Operate (SLO), particularly for the company’s long-term business sustainability
Site JBG
Inovasi Pupuk Organik Bokashi untuk Pemberdayaan Masyarakat Transmigrasi Desa Karang Rejo
Program
Innovation of Bokashi Organic Fertilizer for Empowering the Transmigration Community of Karang Rejo Village
Program Inovasi Pengembangan Pupuk Organik Bokashi di Desa Karang Rejo merupakan inisiatif jangka panjang pemberdayaan
ekonomi oleh PT Jorong Barutama Greston (JBG), anak usaha ITM. Program ini mendukung pilar PPM Kemandirian Ekonomi
sekaligus berkontribusi pada SDG 12 tentang Konsumsi dan Produksi yang Bertanggung Jawab melalui pengurangan dan
pemanfaatan kembali limbah. Inisiatif ini meningkatkan kesadaran pengelolaan limbah ternak, kapasitas produksi pupuk
Latar organik, kemandirian masyarakat, serta membuka peluang kerja baru, sekaligus menciptakan nilai bersama (Creating Shared
Belakang Value) dengan mengintegrasikan kebutuhan sosial ke dalam strategi bisnis. Selama tujuh tahun terakhir, pupuk Bokashi telah
& Tujuan mendukung pembibitan sekitar satu juta tanaman dan revegetasi 500 ribu pohon di lahan reklamasi.
Program The Bokashi Organic Fertilizer Development Innovation Program in Karang Rejo Village is a long-term economic empowerment
Background initiative implemented by PT Jorong Barutama Greston (JBG), a subsidiary of ITM. The program supports the Community
& Program Development pillar on Economic Independence and contributes to SDG 12 on Responsible Consumption and Production through
Objectives waste reduction and reuse practices. It enhances community awareness in managing livestock waste, strengthens local capacity
to produce organic fertilizer, increases self-reliance, and creates new employment opportunities, while generating Creating Shared
Value by integrating social needs into the Company’s business strategy. Over the past seven years, Bokashi fertilizer has supported
the cultivation of approximately one million seedlings and the revegetation of 500,000 trees on reclaimed land.
Input Total anggaran CD 2018-2025: Rp267.507.101
2023-2025 Total CD Budget 2018–2025: Rp267,507,101
1. Pembentukan dan penguatan kelompok tani
2. Pembangunan gudang dan fasilitas workshop
3. Pengadaan mesin pencacah
4. Pelatihan pembuatan pupuk organik, pengemasan, penyimpanan, dan pemasaran
5. Pendampingan, pengawasan, dan pengecekan kualitas hasil dengan uji laboratorium
6. Aplikasi bokashi sebagai pupuk tanaman
Aktivitas 7. Pelatihan kepada kelompok tani Dusun Banjar Arum
Activity 1. Formation and strengthening of farmer groups
2. Construction of warehouse and workshop facilities
3. Procurement of shredding machines
4. Training on organic fertilizer production, packaging, storage, and marketing
5. Assistance, supervision, and quality control through laboratory testing
6. Application of bokashi as plant fertilizer
7. Training for farmer groups in Banjar Arum Hamlet
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1. Terbentuknya 1 kelompok petani yang memproduksi pupuk organik bokashi secara kontinyu dengan total produksi 2.861 ton (2017-2025)
2. Terbangunnya gudang dan fasilitas workshop
3. Tersedianya fasilitas penunjang produksi pupuk organik bokashi
4. Pelatihan pembuatan pupuk bokashi
Output 5. Partisipasi Program Kampung Iklim (Proklim)
(Luaran) 1. Establishment of 1 farmer group that continuously produces bokashi organic fertilizer with total production of 2,861 tons (2017–2025)
2. Construction of warehouse and workshop facilities
3. Availability of supporting facilities for bokashi organic fertilizer production
4. Training on bokashi fertilizer production
5. Participation in the Climate Village Program (ProKlim)
1. Peningkatan pendapatan kelompok tani >Rp3,5 miliar (2010 – 2025)
2. Rata-rata pendapatan anggota kelompok tani ± Rp3 Juta per bulan
3. Permasalahan mengenai limbah kotoran sapi di Desa Karang Rejo dapat terselesaikan
Outcome 4. Pemanfaatan pupuk organik bokashi pada lahan reklamasi JBG
(Hasil) 1. Increase in farmer group income of more than Rp3.5 billion (2010–2025)
2. Average income of farmer group members approximately Rp3 million per month
3. Cattle manure waste issues in Karang Rejo Village resolved
4. Utilization of bokashi organic fertilizer on JBG reclamation land
N – Nature (Lingkungan)
1. Peningkatan kesejahteraan peternak dari 7 kelompok ternak sapi di 4 desa binaan
2. Diversifikasi ekonomi lokal dan penguatan ekonomi desa berbasis sumber daya lokal
3. peluang usaha baru berbasis produksi dan pemasaran pupuk Bokashi
E – Economy (Ekonomi)
1. Pertanian ramah lingkungan dan rendah emisi,
2. Mengurangi volume limbah rumah tangga dan pertanian
3. Desa Karang Rejo mendapatkan pengakuan Desa Program kampung Iklim (Proklim) Kategori Utama oleh Kementerian
Lingkungan Hidup
W – Wellbeing (Kesejahteraan)
1. Penguatan ikatan sosial dan rasa kebersamaan dalam komunitas transmigrasi.
2. Memperoleh pengetahuan baru, keterampilan teknis, dan rasa pencapaian
3. Membantu mengurangi paparan bahan kimia berbahaya bagi petani dan lingkungan
S– Society (Sosial)
1. Memperkuat kapasitas dan kemandirian masyarakat transmigrasi
2. Pelatihan dan pendampingan mendorong partisipasi aktif petani, kelompok tani, dan rumah tangga, serta memperkuat
Dampak kohesi sosial dan kerja sama komunitas
Impact 3. membuka peluang pelibatan perempuan dan generasi muda dalam proses produksi dan distribusi Bokashi
(NEWS) N – Nature (Environment)
1. Improved welfare of livestock farmers from 7 cattle farmer groups in 4 assisted villages
2. Local economic diversification and strengthening of village-based economy using local resources
3. New business opportunities based on the production and marketing of bokashi fertilizer
E – Economy
1. Environmentally friendly and low-emission agriculture
2. Reduction in the volume of household and agricultural waste
3. Karang Rejo Village received recognition as a Climate Village Program (ProKlim) – Main Category by the Ministry of Environment
W – Wellbeing
1. Strengthening social bonds and a sense of togetherness within the transmigration community
2. Gaining new knowledge, technical skills, and a sense of achievement
3. Helping reduce exposure to harmful chemicals for farmers and the environment
S – Society
1. Strengthening the capacity and self-reliance of the transmigration community
2. Training and mentoring that encourage active participation of farmers, farmer groups, and households, and strengthen
social cohesion and community cooperation
3. Opening opportunities for the involvement of women and youth in the production and distribution of bokashi
Site TCM
Pelestarian Wastra Sarut: Dari Warisan Budaya Menuju Masa Depan yang Berkelanjutan
Program
Preserving Sarut Wastra: From Cultural Heritage to a Sustainable Future
Sarut merupakan warisan budaya Suku Dayak Benuaq di Kutai Barat yang memiliki nilai adat dan identitas kuat, namun
keberlanjutannya menghadapi tantangan berupa lemahnya regenerasi perajin, pergeseran akibat modernisasi, serta
Latar keterbatasan akses pasar dan nilai ekonomi. Merespons hal tersebut, PT Trubaindo Coal Mining menginisiasi Program
Belakang PPM berbasis budaya yang memposisikan Sarut sebagai aset sosial dan ekonomi berkelanjutan dalam konteks transisi
& Tujuan pascatambang, selaras dengan agenda pembangunan daerah, ekonomi hijau, serta prinsip inklusi dan kolaborasi multipihak.
Program Sarut is a cultural heritage of the Dayak Benuaq Tribe in West Kutai with strong traditional and identity values; however, its
Background sustainability faces challenges including lack of artisan regeneration, shifts driven by modernization, and limited market access and
& Program economic value. In response, PT Trubaindo Coal Mining initiated a culture-based Community Development Program that positions
Objectives Sarut as a sustainable social and economic asset in the post-mining transition, aligned with regional development priorities, green
economy, as well as principles of inclusion and multi-stakeholder collaboration.
Input Rp450.000.000 (2020 – 2025)
2023-2025 Rp450,000,000 (2020 - 2025)
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Memperkuat Kepedulian terhadap Insan Perusahaan
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Dalam pemberdayaan ini serangkaian aktivitas strategis telah dilaksanakan, antara lain:
1. Pemetaan dan revitalisasi kelembagaan perajin Sarut (2019) dan pembentukan 22 kelompok perajin di 17 desa ring 1 dan 2 TCM (2020).
2. Pelatihan keterampilan dasar dan diversifikasi produk, mengembangkan Sarut tidak hanya sebagai kain adat, tetapi juga
menjadi syal, outer, baju, sarung bantal, taplak, dan aksesori.
3. Transformasi digital dan pemasaran global, termasuk penggunaan QR Code pada setiap produk untuk menampilkan cerita
perajin dan makna motif.
4. Festival Sarut dan partisipasi pameran (2022–2025) sebagai sarana promosi, jejaring, dan penguatan identitas budaya.
5. Inovasi hijau (Green & Sustainable Innovation) melalui penggunaan benang ramah lingkungan untuk mengurangi risiko
pencemaran pewarna kimia.
6. Integrasi Sarut ke dalam pendidikan lokal (muatan lokal SD–SMP) sebagai strategi pewarisan budaya lintas generasi (2023).
7. Perlindungan Hak Kekayaan Intelektual, dengan pematenan 10 motif Sarut (2025).
8. Kemitraan multipihak dengan pemerintah desa, KP2L Kecamatan Damai, Pemerintah Kabupaten Kutai Barat, akademisi, dan
komunitas adat.
Aktivitas
In this empowerment initiative, a series of strategic activities have been implemented, including:
Activity
1. Mapping and revitalization of Sarut artisan institutions (2019) and the establishment of 22 artisan groups across 17 villages in the
Ring 1 and Ring 2 of TCM (2020)..
2. Basic skills training and product diversification, developing Sarut not only as ceremonial cloth but also develop it into scarves,
outerwear, apparel, sarongs, cushion covers, table runners, and accessories.
3. Digital transformation and global marketing, including the use of QR codes on each product to display artisan stories and the
meaning of motifs.
4. Sarut Festival and participation in exhibitions (2022–2025) as platforms for promotion, networking, and strengthening cultural identity.
5. Green and sustainable innovation through the use of environmentally friendly yarns to reduce the risk of chemical dye pollution.
6. Integration of Sarut into local education curricula (elementary–junior high schools) as a cross-generational cultural transmission
strategy (2023).
7. Intellectual Property Rights protection by patenting 10 Sarut motifs (2025).
8. Multi-stakeholder partnerships with village governments, KP2L of Damai District, the West Kutai Regency Government,
academics, and customary communities.
Sebagai hasil langsung dari implementasi PPM, program telah menghasilkan keluaran konkret, antara lain:
1. Terbentuknya 22 kelompok perajin Sarut yang lebih terorganisir dan berkelanjutan.
2. Peningkatan kapasitas teknis perajin, termasuk kemampuan diversifikasi produk.
3. Diversifikasi produk Sarut ke sektor fashion dan interior.
4. Digitalisasi narasi budaya melalui QR Code pada produk.
5. Terselenggaranya Festival Sarut dan partisipasi dalam pameran nasional–internasional (termasuk Finlandia).
6. 10 motif Sarut dipatenkan, memperkuat perlindungan warisan budaya.
Output 7. Integrasi Sarut sebagai muatan lokal dalam kurikulum sekolah.
(Luaran) As direct outcomes of the PPM implementation, the program has delivered tangible results, including:
1. The establishment of 22 more organized and sustainable Sarut artisan groups.
2. Improved technical capacity of artisans, including product diversification skills.
3. Diversification of Sarut products into the fashion and interior sectors.
4. Digitalization of cultural narratives through QR codes embedded in products.
5. Implementation of the Sarut Festival and participation in national and international exhibitions (including Finland).
6. Patent registration of 10 Sarut motifs, strengthening cultural heritage protection.
7. Integration of Sarut as local content in school curricula.
1. Terjadi regenerasi perajin dan transfer pengetahuan lintas generasi.
2. Penguatan kohesi sosial dan integrasi antar generasi dalam komunitas adat.
3. Peningkatan peran perempuan dalam ekonomi kreatif berbasis budaya.
4. Peningkatan akses pasar dan nilai ekonomi Sarut, tidak lagi terbatas pada upacara adat.
5. Terbentuknya ekosistem ekonomi kreatif berbasis budaya yang lebih resilien.
6. Penguatan kelembagaan perajin dan kemitraan multipihak yang lebih terstruktur.
Outcome 7. Pengakuan formal terhadap motif Sarut melalui perlindungan HKI.
(Hasil) 1. Regeneration of artisans and cross-generational knowledge transfer.
2. Strengthened social cohesion and intergenerational integration within customary communities.
3. Increased role of women in culture-based creative economies.
4. Improved market access and economic value of Sarut, no longer limited to customary ceremonies.
5. Formation of a more resilient culture-based creative economy ecosystem.
6. Strengthened artisan institutions and more structured multi-stakeholder partnerships.
7. Formal recognition of Sarut motifs through intellectual property protection.
N – Nature (Lingkungan)
1. Pengurangan risiko pencemaran akibat penggunaan pewarna kimia melalui inovasi bahan ramah lingkungan.
2. Penguatan model produksi yang lebih berkelanjutan dan selaras dengan prinsip ekonomi hijau.
1. Reduced pollution risks from chemical dyes through environmentally friendly material innovation.
2. Strengthening of more sustainable production models aligned with green economy principles.
E – Economy (Ekonomi)
1. Sarut bertransformasi menjadi sumber mata pencaharian berkelanjutan, mendukung diversifikasi ekonomi daerah
pascatambang.
2. Peningkatan pendapatan perajin dan perluasan jaringan pasar nasional–internasional.
Dampak 1. Transformation of Sarut into a sustainable livelihood, supporting economic diversification of post-mining region.
Impact 2. Increased artisan income and expanded national and international market networks.
(NEWS) W – Wellbeing (Kesejahteraan)
1. Sarut diakui sebagai warisan budaya yang dilindungi, memperkuat kebanggaan lokal dan daya tarik budaya daerah.
1. Recognition of Sarut as a protected cultural heritage, boosting local pride and regional cultural attractiveness.
S– Society (Sosial)
1. Terjaganya keberlanjutan warisan budaya Sarut sebagai identitas lokal yang hidup.
2. Peningkatan kapasitas dan kemandirian komunitas perajin.
3. Minimalisasi potensi konflik sosial melalui integrasi lintas generasi dan inklusi kelompok rentan.
1. Preservation of Sarut cultural heritage as a living local identity.
2. Improved capacity and self-reliance of artisan communities.
3. Minimizing social conflict potential through intergenerational integration and inclusion of vulnerable groups.
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Komunikasi, Pengaduan dan Survei Community Communication, Complaints,
Kepuasan Masyarakat and Satisfaction Survey
ITM mengembangkan komunikasi yang aktif melalui Forum ITM actively engages with local communities through the
Komunikasi Masyarakat (FKM), yang diadakan setidaknya Community Consultative Forum (FKM), held at least once a
sekali setiap tahun untuk melibatkan komunitas dalam year to involve community members in the planning and
penyusunan dan evaluasi program PPM. Forum ini evaluation of PPM programs. The forum represents a wide
merepresentasikan berbagai kelompok masyarakat, range of community groups, including religious leaders, youth,
termasuk tokoh agama, pemuda, kader PKK, dan aparat PKK cadres, and village officials. ITM further enhances the
desa. ITM juga memperkuat dampak PPM melalui sinergi impact of PPM through collaboration with contractors and
dengan kontraktor dan kolaborasi dengan pemerintah coordination with local government authorities. To garner
daerah. Untuk menerima masukan lebih luas, ITM broader feedback, ITM operates the Voice of Stakeholders
mengoperasikan kanal Voice of Stakeholders (VoiS). (VoiS) channel. Throughout 2025, no significant complaints or
Sepanjang 2025, tidak terdapat keluhan atau pengaduan grievances were filed by the community. The community
yang signifikan dari masyarakat. Survei kepuasan masyarakat satisfaction survey indicated a Satisfaction Index of 88%.
menunjukkan indeks kepuasan sebesar 88%.
Indeks Kepuasan Masyarakat 2023 83%
Community Satisfaction Index
2024 87%
2025 88%
Praktik HAM dan Masyarakat Human Rights and Local
Lokal Communities
ITM melaksanakan penilaian risiko HAM secara berkala untuk ITM conducts regular human rights risk assessments to
mengidentifikasi potensi dan dampak aktual HAM di seluruh identify potential and actual human rights impacts across
kegiatan operasional dan rantai nilainya. Penilaian ini all operational activities and its value chain. These
mencakup isu-isu utama seperti keselamatan dan kesehatan assessments cover key issues such as occupational health
kerja, praktik ketenagakerjaan yang adil, pencegahan kerja and safety, fair labor practices, prevention of forced labor
paksa dan pekerja anak, non-diskriminasi dan kesetaraan and child labor, non-discrimination and gender equality,
gender, kebebasan berserikat, keamanan, serta dampak freedom of association, security, and impacts on surrounding
terhadap masyarakat sekitar. communities.
Kelompok yang menjadi fokus penilaian meliputi karyawan, The groups that become the assessment focus include
kontraktor dan subkontraktor, masyarakat sekitar wilayah employees, contractors and subcontractors, communities
operasi, serta pemasok utama. Berdasarkan hasil penilaian, surrounding operational areas, and key suppliers. Based on
perusahaan mengidentifikasi 6 risiko utama di seluruh tujuh the assessment results, the company identified 6 salient
lokasi tambang (IMM, JBG, BEK, TCM, NPR, GPK, dan TIS) risks across all seven mining sites (IMM, JBG, BEK, TCM,
dengan risiko HAM yang teridentifikasi, khususnya terkait NPR, GPK, TIS) with human rights risks, particularly related
keselamatan kerja dan kondisi kerja pihak ketiga. Seluruh to occupational safety and working conditions of third
risiko tersebut telah ditindaklanjuti melalui langkah mitigasi, parties. All identified risks have been addressed through
antara lain penguatan kebijakan dan prosedur mitigation measures, including strengthening labor policies
ketenagakerjaan, penerapan standar keselamatan kerja, and procedures, implementing occupational safety
peningkatan pengawasan terhadap kontraktor, pelatihan standards, increasing supervision over contractors, human
HAM, serta penguatan mekanisme pengaduan yang aman rights training, and strengthening accessible and safe
dan mudah diakses. Apabila ditemukan dampak aktual grievance mechanisms. If actual human rights impacts are
terhadap HAM, perusahaan menjalankan mekanisme found, the company implements remediation mechanisms
remediasi melalui proses investigasi yang adil dan pemulihan through fair investigation processes and restoration of the
hak pihak terdampak sesuai dengan tingkat dampak yang affected parties’ rights according to the level of impact. The
terjadi. Efektivitas mitigasi dan remediasi dievaluasi secara effectiveness of mitigation and remediation is evaluated
berkala sebagai bagian dari perbaikan berkelanjutan dan regularly as part of continuous improvement and
penguatan tata kelola HAM perusahaan. strengthening of the company’s human rights governance.
ITM menjunjung tinggi nilai-nilai budaya lokal, khususnya ITM upholds local cultural values, particularly the Dayak
masyarakat Dayak yang merupakan masyarakat adat di communities, which are indigenous peoples in Kalimantan,
Kalimantan, yang merupakan area pertambangan ITM where ITM operates. One form of commitment is attention
beroperasi. Salah satu wujud komitmen tersebut adalah dengan to the Dayak, especially the Dayak Bentian Besar who live
122 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
memberikan perhatian kepada masyarakat Dayak, khususnya around the operational area of the subsidiary, Trubaindo
suku Dayak Bentian Besar yang tinggal di sekitar area operasional Coal Mining. The construction of the Lamin Bentian Besar
anak perusahaan, Trubaindo Coal Mining. Pembangunan Traditional House is an effort by ITM to support the
Rumah Adat Lamin Bentian Besar merupakan upaya ITM dalam preservation of Dayak culture and make the area an attractive
mendukung pelestarian budaya Dayak dan menjadikan kawasan tourist destination. The company ensures that empowerment
ini sebagai destinasi wisata yang menarik. Perusahaan programs are carried out according to needs analysis based
memastikan program pemberdayaan berjalan sesuai analisis on potential and community conditions, and identifies
kebutuhan berbasis pemetaan potensi dan kondisi masyarakat, vulnerable groups including, but not limited to, children,
serta mengidentifikasi kelompok rentan termasuk namun tidak persons with disabilities, and/or the elderly. The company
terbatas seperti anak-anak, kaum disabilitas, dan/atau orang also analyzes risks in program management. Regarding
lanjut lansia. Perusahaan juga menganalisis risiko pada certain business unit locations near local settlements and/
pengelolaan program. Adapun terhadap beberapa lokasi unit or specific indigenous entities, ITM actively supports cultural
usaha berdekatan dengan permukiman masyarakat lokal dan/ preservation and improvement of their quality of life. During
atau entitas adat tertentu, ITM turut aktif mendukung the reporting period, no remote indigenous communities
pelestarian budaya dan meningkatkan perbaikan kualitas hidup were specifically identified, and there were no incidents or
mereka. Selama periode pelaporan, tidak teridentifikasi secara violations of indigenous peoples’ rights. [411-1][CSS-12.11.2]
khusus komunitas adat terpencil dan tidak ada kejadian atau
pelanggaran hak masyarakat adat. [411-1][CSS-12.11.2]
ITM menaruh perhatian besar pada pelestarian budaya lokal, ITM pays great attention to the preservation of local culture,
terutama masyarakat adat Dayak di sekitar area especially the Dayak indigenous communities around mining
pertambangan. Dukungan ini tercermin melalui program areas. This support is reflected in programs for the Dayak
untuk komunitas Dayak Bentian Besar, termasuk Bentian Besar community, including the construction of the
pembangunan Rumah Adat Lamin sebagai upaya menjaga Traditional Lamin House as an effort to preserve cultural
warisan budaya serta membuka peluang pariwisata. Program heritage and open tourism opportunities. Empowerment
pemberdayaan disusun berdasarkan pemetaan kebutuhan programs are developed based on community needs
masyarakat dan identifikasi kelompok rentan, serta analisis mapping and identification of vulnerable groups, as well as
risiko pada setiap kegiatan. Sepanjang 2025, tidak ditemukan risk analysis in each activity. During 2025, no remote
komunitas adat terpencil maupun pelanggaran terhadap indigenous communities were found, nor were there
hak masyarakat adat. [411-1][CSS-12.11.2] violations of indigenous peoples’ rights. [411-1][CSS-12.11.2]
Aktivitas pengamanan Perusahaan dilaksanakan dengan Company security activities are conducted responsibly,
penuh tanggung jawab, harmonis, adil, dan menjunjung tinggi harmoniously, fairly, and uphold human rights principles.
prinsip-prinsip hak asasi manusia. Perusahaan berkolaborasi The company collaborates with local police in security
dengan kepolisian setempat dalam aktivitas pengamanan, activities and provides continuous training for all security
serta memberikan pelatihan berkelanjutan bagi seluruh personnel such as Voluntary Principles on Security and
personel keamanan seperti seperti pelatihan Voluntary Human Rights (VPSHR) training. All (100%) security personnel
Principles on Security and Human Rights (VPSHR). Seluruh have completed human rights and conflict de-escalation
(100%) personel-personel keamanan telah mengikuti training so that all security officers have the knowledge,
pelatihan HAM dan de-eskalasi konflik sehingga semua ability, and skills to carry out security duties and improve
petugas keamanan memiliki pengetahuan, kemampuan, discipline. [410-1][CSS-12.12.2]
dan keterampilan dalam melaksanakan tugas keamanan
serta meningkatkan kedisiplinan. [410-1][CSS-12.12.2]
Kegiatan pengamanan perusahaan dilaksanakan dengan Company security activities are conducted in accordance
mematuhi prinsip-prinsip HAM. Seluruh pimpinan dan with human rights principles. All security personnel at the
perwakilan personel keamanan kantor Jakarta, Balikpapan, Jakarta head office, Balikpapan, site of PT IMM, PT KTD-EMB,
site PT IMM, PT KTD-EMB, PT JBG, cluster Melak (PT BEK, PT PT JBG, cluster Melak (PT BEK, PT TCM, PT GPK, PT NPR,
TCM, PT GPK, PT NPR, PT TIS) telah mengikuti pelatihan HAM PT TIS) have completed human rights and conflict handling
dan penanganan konflik sehingga memiliki kapasitas yang training so that they have adequate capacity to perform
memadai dalam menjalankan tugasnya. [410-1][CSS-12.12.2] their duties. [410-1][CSS-12.12.2]
Pendekatan Perusahaan pada Masyarakat Company Approach to Affected
Terdampak Communities
ITM berkomitmen menghormati hak masyarakat dan ITM is committed to respecting the rights of communities
meminimalkan dampak sosial dari pengembangan proyek and minimizing social impacts from project development
atau perluasan operasi yang berpotensi menimbulkan or expansion that may result in physical and/or economic
pemindahan fisik dan/atau ekonomi. displacement.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 123
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Perusahaan secara konsisten mengupayakan penghindaran dan The company consistently seeks to avoid and minimize
minimalisasi pemindahan melalui optimalisasi desain proyek, displacement through project design optimization, use of
pemanfaatan lahan eksisting, dan kajian alternatif lokasi. Setiap existing land, and alternative location assessments. Every
rencana pengadaan lahan dievaluasi secara menyeluruh dengan land acquisition plan is thoroughly evaluated by considering
mempertimbangkan aspek sosial, lingkungan, dan budaya. social, environmental, and cultural aspects. If displacement
Apabila pemindahan tidak dapat dihindari, ITM menerapkan cannot be avoided, ITM implements early and transparent
pengungkapan dini dan transparan mengenai kriteria kelayakan disclosure regarding eligibility criteria for affected parties,
terdampak, hak, serta bentuk kompensasi melalui konsultasi rights, and forms of compensation through public consultation
publik dan mekanisme komunikasi yang mudah diakses. and easily accessible communication mechanisms.
Penetapan kompensasi dilakukan secara adil dan wajar Compensation determination is carried out fairly and
berdasarkan penilaian independen, serta dilaksanakan secara reasonably based on independent assessment and is
transparan dengan melibatkan pemilik lahan dan pemangku implemented transparently involving landowners and related
kepentingan terkait. Untuk pemindahan fisik, ITM menyusun stakeholders. For physical displacement, ITM develops and
dan melaksanakan rencana pemukiman kembali yang implements a comprehensive resettlement plan, including
komprehensif, mencakup relokasi, hunian pengganti yang relocation, adequate replacement housing, access to basic
layak, akses terhadap fasilitas dasar, dan dukungan sosial facilities, and social support to ensure affected communities
guna memastikan standar hidup masyarakat terdampak have living standards equal to or better than before
setara atau lebih baik dibandingkan sebelum relokasi. relocation. For economic displacement, the company
Sementara itu, untuk pemindahan ekonomi, perusahaan implements livelihood recovery and enhancement programs
menjalankan program pemulihan dan peningkatan mata through skills training, support for productive businesses,
pencaharian melalui pelatihan keterampilan, dukungan usaha access to employment, and ongoing mentoring.
produktif, akses kerja, serta pendampingan berkelanjutan.
ITM menyediakan mekanisme pengaduan yang responsif, ITM provides responsive, transparent, and intimidation-free
transparan, dan bebas intimidasi bagi masyarakat terdampak, grievance mechanisms for affected communities, and
serta melakukan audit dan evaluasi berkala terhadap conducts regular audits and evaluations of the resettlement
pelaksanaan program pemukiman kembali dan pemulihan and livelihood recovery program implementation. Evaluation
mata pencaharian. Hasil evaluasi digunakan sebagai dasar results are used as a basis for continuous improvement to
perbaikan berkelanjutan untuk memastikan pemulihan jangka ensure long-term remediation that is responsible, respects
panjang yang bertanggung jawab, menghormati hak asasi human rights, and supports inclusive social development
manusia, dan mendukung pembangunan sosial yang inklusif in the company’s operational areas.
di wilayah operasional perusahaan.
Konsultasi Masyarakat Community Consultation
Perusahaan menerapkan kerangka konsultasi masyarakat The Company implements a community consultation
di seluruh unit sebagai bagian dari pengelolaan dampak framework across all operations as part of its commitment
sosial yang bertanggung jawab dan penerapan tata kelola to responsible social impact management and good corporate
yang baik. Proses ini dilakukan melalui keterlibatan dua arah governance. The process is conducted through two-way
yang mencakup penyampaian informasi, dialog terbuka, engagement that includes information disclosure, open
serta pencatatan dan tindak lanjut atas aspirasi masyarakat, dialogue, and documentation and follow-up of community
guna memahami kondisi sosial lokal dan mengelola feedback, enabling the Company to understand local social
ekspektasi secara transparan. conditions and manage expectations transparently.
Untuk aset produksi yang beroperasi, ITM melaksanakan For operational assets, ITM conducts regular consultations
konsultasi rutin guna membahas isu operasional, lingkungan, to discuss operational, environmental, and social issues, the
dan sosial, yang hasilnya menjadi dasar penyusunan dan results of which become the basis for preparing and adjusting
penyesuaian program pengelolaan lingkungan dan sosial. environmental and social management programs. For
Sementara itu, untuk proyek pengembangan atau perluasan development or expansion projects, consultations are
operasi, konsultasi dilakukan sejak tahap perencanaan dan conducted from the planning and pre-construction stages
pra-konstruksi agar masukan masyarakat dapat so that community input can be meaningfully considered in
dipertimbangkan secara bermakna dalam perencanaan proyek. project planning.
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Memperkuat Kepedulian terhadap Insan Perusahaan
Strengthening Our Care for People
Masukan masyarakat terdampak diintegrasikan ke dalam Community feedback is integrated into operational decision-
pengambilan keputusan operasional dan perencanaan making and project planning, particularly regarding
proyek, khususnya terkait pengelolaan dampak lingkungan environmental and social impact management, land
dan sosial, pengadaan lahan, pemukiman kembali, serta acquisition, resettlement, and community development
program pengembangan masyarakat. Hasil konsultasi programs. Consultation results form the basis for project
menjadi dasar penyesuaian desain proyek, penetapan design adjustments, program priority setting, and mitigation
prioritas program, dan penyusunan langkah mitigasi dampak. measures.
Sebagai bagian dari kerangka kerja tersebut, ITM As part of this framework, ITM provides grievance
menyediakan mekanisme pengaduan yang mudah diakses, mechanisms that are easily accessible, transparent, and
transparan, dan bebas dari intimidasi bagi masyarakat free from intimidation for affected communities. Each
terdampak. Setiap pengaduan dicatat, diverifikasi, dan complaint is recorded, verified, and followed up appropriately
ditindaklanjuti secara tepat waktu sesuai prosedur yang according to applicable procedures. The company also
berlaku. Perusahaan juga melakukan pelaporan dan conducts reporting and feedback to the community and
pemberian umpan balik kepada masyarakat serta pemangku other stakeholders through community forums, routine
kepentingan lainnya melalui forum komunitas, pertemuan meetings, and public reports, to build long-term relationships
rutin, dan laporan publik, guna membangun hubungan jangka based on trust and active participation.
panjang yang dilandasi kepercayaan dan partisipasi aktif.
Penilaian Sosial Pemasok dan Supplier Social Assessment and
Evaluasi Evaluation
Sebagai bagian dari penguatan praktik keberlanjutan di As part of strengthening sustainability practices along the
sepanjang rantai pasok, ITM melakukan penilaian sosial supply chain, ITM conducts social assessments of suppliers,
terhadap pemasok, baik melalui evaluasi kinerja bagi both through performance evaluations for existing suppliers
pemasok yang sudah bekerja sama maupun verifikasi and document verification for new suppliers. These
dokumen bagi pemasok baru. Penilaian ini mencakup aspek- assessments include occupational health and safety
aspek keselamatan dan kesehatan kerja, termasuk kepatuhan aspects, compliance with CSMS standards, and fulfillment
terhadap standar CSMS, serta pemenuhan ketentuan of labor requirements such as providing training for workers.
ketenagakerjaan seperti penyediaan pelatihan bagi pekerja. In 2025, as many as 33 or 100% of new suppliers underwent
Pada 2025, sebanyak 33 atau 100% pemasok baru telah this assessment process. [414-1]
menjalani proses penilaian ini. [414-1]
ITM juga menilai kinerja pemasok secara rutin untuk ITM also regularly evaluates supplier performance to ensure
memastikan bahwa potensi dampak sosial negatif dapat potential negative social impacts are managed. Evaluations
dikendalikan. Evaluasi dilakukan oleh Departemen are conducted by the Procurement Department according
Procurement berdasarkan SOP yang berlaku. Hasil penilaian to applicable SOPs. The 2025 evaluation results show that
tahun 2025 menunjukkan bahwa seluruh pemasok telah all suppliers were assessed, and no non-compliance requiring
dievaluasi dan tidak ada temuan ketidakpatuhan yang sanctions was identified. [414-2]
memerlukan pemberian sanksi. [414-2]
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 125
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04
Mewujudkan
Akuntabilitas
melalui Tata Kelola
yang Beretika
Achieving Accountability through
Ethical Governance
Melalui penerapan tata kelola yang beretika, ITM
memastikan akuntabilitas dan seluruh proses bisnis
dijalankan secara transparan, berintegritas, serta selaras
dengan prinsip keberlanjutan.
Through the implementation of ethical governance, ITM
ensures accountability and that all business processes are
carried out transparently, with integrity, and in line with the
principles of sustainability.
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Mewujudkan Akuntabilitas melalui Tata Kelola yang Beretika
Achieving Accountability through Ethical Governance
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 127
Page 128
Struktur Tata Kelola [2-9]
Governance Structure
Rapat Umum Pemegang Saham (RUPS) berfungsi sebagai The General Meeting of Shareholders (GMS) serves as the
organ tertinggi, diikuti oleh peran Direksi sebagai pengelola highest governing body, followed by the Board of Directors
kegiatan operasional dan Dewan Komisaris sebagai pengawas as the manager of operational activities and the Board of
independen. Direksi, di bawah kepemimpinan Direktur Commissioners as independent supervisors. The Board of
Utama, bertanggung jawab dalam mengintegrasikan prinsip Directors, under the leadership of the President Director, is
lingkungan, sosial, dan tata kelola (LST) ke dalam strategi responsible for integrating environmental, social, and
dan aktivitas bisnis perusahaan. Tanggung jawab pengelolaan governance (ESG) principles into the company's business
kinerja LST dijalankan oleh Direktorat Environmental, Social strategies and activities. ESG performance management
& Governance (ESG). Direksi juga memastikan keandalan responsibilities are carried out by the Environmental, Social
dan kelengkapan informasi dalam Laporan Keberlanjutan & Governance (ESG) Directorate. The Board of Directors also
melalui proses peninjauan, termasuk validasi terhadap topik ensures the reliability and completeness of information in
material yang relevan bagi perusahaan dan pemangku the Sustainability Report through a review process, including
kepentingan. [2-9, 2-13, 2-14] validation of topics that are material to the company and its
stakeholders. [2-9, 2-13, 2-14]
Direktorat Environmental, Social & Governance (ESG) The Environmental, Social & Governance (ESG) Directorate
mencakup dua fungsi utama, yaitu Sustainability covers two main functions, namely Sustainability
Development serta Health, Safety, Environment & Development and Health, Safety, Environment & Community
Community Engagement Development (HSEC). Dalam Engagement Development (HSEC). In carrying out its role,
menjalankan perannya, Direktorat ini menjalin kolaborasi this Directorate collaborates with various divisions to ensure
dengan berbagai divisi untuk memastikan tercapainya visi the achievement of ITM's vision and mission. Throughout
dan misi ITM. Sepanjang 2025, penerapan tata kelola 2025, corporate governance was implemented effectively
perusahaan berjalan efektif dan efisien, yang tercermin dari and efficiently, as reflected in the absence of any material
tidak adanya sanksi hukum material yang diterima dari legal sanctions imposed by the relevant authorities. Further
otoritas terkait. Rincian lebih lanjut mengenai struktur dan details on ITM's governance structure and practices are
praktik tata kelola ITM disajikan dalam Laporan Tahunan presented in the 2025 Annual Report. [2-9, 2-13, 2-14, 2-27]
2025. [2-9, 2-13, 2-14, 2-27]
Struktur Organisasi Tata Kelola Keberlanjutan
Sustainability Governance Organizational Structure
President Director
Advisor Internal Audit
Environmental, Social
& Governance
Sustainability
Development
Health, Safety,
Environment &
Community Engagement
Development
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Mewujudkan Akuntabilitas melalui Tata Kelola yang Beretika
Achieving Accountability through Ethical Governance
Fungsi Direktorat Environmental, Social & Governance [2-13]
Functions of the Environmental, Social & Governance Directorate
Tujuan Utama: Ringkasan inisiatif 2025:
• Menyelaraskan tujuan strategis keberlanjutan di setiap unit 1. Melaksanakan penyusunan Peta Jalan LST 2026-2030 untuk 8
kerja, dalam setiap proses perencanaan, penerapan, hingga Topik Materialitas Utama.
evaluasi program, untuk mempertimbangkan aspek ekonomi, 2. Melekatkan risiko LST ke dalam risiko korporasi (enterprise),
lingkungan dan sosial sehingga dapat berkontribusi terhadap khususnya untuk 8 Topik Materialitas Utama.
TPB. 3. Membuat mitigasi terhadap risiko HAM yang paling menonjol
Sustainability Development
• Menumbuhkan dan meningkatkan kesadaran pekerja dan mengintegrasikannya dalam level operasional.
mengenai keberlanjutan melalui kegiatan sosialisasi. 4. Memulai pelaksanaan in-house training Basic Sustainability
• Memastikan terjalinnya hubungan yang harmonis dengan kepada karyawan untuk meningkatkan Sustainability awareness.
pemangku kepentingan. 5. Memasukkan persyaratan LST dalam penilaian kinerja vendor/
Main Objectives: pemasok untuk penerapan Rantai Pasok yang lebih baik.
• Align strategic sustainability objectives in each work unit, in Summary of 2025 Initiatives:
every process from planning and implementation to program 1. Developing the ESG Roadmap 2026–2030 for the 8 Main Topics
evaluation, to consider economic, environmental, and social of Materiality.
aspects so as to contribute to the SDGs. 2. Integrating ESG risks into corporate (enterprise) risk, particularly
• Foster and raise employee awareness of the importance of a for the 8 Main Topics of Materiality.
culture of sustainability. 3. Developing mitigation measures for salient risks of Human
• Ensure harmonious relationships with stakeholders. Rights and integrating them into the operational level.
4. Initiating in-house Basic Sustainability training for employees to
enhance sustainability awareness.
5. Including ESG requirements in vendor/supplier performance
evaluations to support the implementation of a better Supply Chain.
Tujuan Utama: Ringkasan inisiatif 2025:
Health, Safety, Environment,
& Community Engagement
• Mengelola tiga aspek tanggung jawab sosial perusahaan sesuai 1. Membuat Waste Management Strategy and Roadmap
ISO 26000, yaitu Kesehatan dan Keselamatan Kerja, Pelestarian Development.
Lingkungan dan Pengembangan Masyarakat (HSEC). 2. Konservasi kawasan berupa penetapan Kawasan Konservasi
Development
• Mengelola standardisasi dan dampak, mengevaluasi kinerja di Multifungsi Himba Taka di PT Bharinto Ekatama.
bidang HSEC. Summary of 2025 Initiatives:
Main Objectives: 1. Developing a Waste Management Strategy and Roadmap.
• Manage the three aspects of social responsibility in accordance 2. Area conservation through the designation of the Himba Taka
with ISO 26000, namely Occupational Health and Safety, Multifunctional Conservation Area at PT Bharinto Ekatama.
Environmental Preservation, and Community Development
(HSEC).
• Manage standardization and impact, evaluate performance in
the field of HSEC.
Tata Kelola Keberlanjutan [2-13] Sustainability Governance [2-13]
Sejak 2024, ITM telah membentuk Komite Keberlanjutan Since 2024, ITM has established a Sustainability Committee
yang dipimpin oleh Direktur Utama. Komite ini terdiri dari led by the President Director. The Committee consists of a
Steering Committee yang terdiri dari seluruh BoD dan Steering Committee comprising all members of the Board
Working Committee yang diisi oleh Function Head. Komite of Directors and a Working Committee composed of Function
ini bertanggung jawab melakukan peninjauan terhadap Heads. The Committee is responsible for reviewing
ekspektasi pemangku kepentingan, melaksanakan stakeholder expectations, monitoring and evaluating
pemantauan dan evaluasi terhadap pelaksanaan program, program implementation, and ensuring that sustainability
serta memastikan kebijakan dan rencana keberlanjutan policies and plans are implemented consistently across all
dijalankan secara konsisten di seluruh lini bisnis perusahaan. lines of the company's business.
Tata kelola keberlanjutan dijalankan melalui tiga proses Sustainability governance is carried out through three main
utama yang saling terintegrasi, meliputi rapat Komite integrated processes, including the Sustainable Development
Pembangunan Berkelanjutan dan Tata Kelola Perusahaan and GCG Committee (SDGC), the Sustainability Committee
yang Baik (SDGC), rapat Komite Keberlanjutan, serta meetings, and implementation by the SD Function and
implementasi oleh Fungsi SD dan unit bisnis terkait. Ketiga related business units. These three processes play a role in
proses ini berperan dalam memastikan pengelolaan risiko, ensuring that risk management, systems, materiality, and
sistem, materialitas, serta pengembangan kapasitas dan capacity and capability development in ESG aspects are
kapabilitas pada aspek LST dilakukan secara terarah dan carried out in a focused and sustainable manner.
berkelanjutan.
SDGC memegang peran penting dalam melakukan The SDGC plays an important role in monitoring risks and
pengawasan risiko dan menelaah manfaat maupun dampak reviewing the benefits and impacts of the company's activities
aktivitas perusahaan terhadap modal alam, manusia, dan on natural, human, and social capital. This committee also
sosial. Komite ini juga memberikan arahan strategis bagi provides strategic direction for management in anticipating
manajemen dalam mengantisipasi risiko ser ta risks and optimizing opportunities related to sustainability.
mengoptimalkan peluang terkait keberlanjutan. SDGC SDGC is accountable to the Board of Commissioners.
bertanggung jawab kepada Dewan Komisaris. Sepanjang Throughout the reporting period, ITM held 6 meetings of the
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 129
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periode pelaporan, ITM menyelenggarakan 6 kali rapat Direksi Board of Directors and SDGC, which discussed, among other
dan SDGC, yang membahas, di antaranya kinerja kepatuhan, things, compliance performance, post-mining, business
pascatambang, pengembangan usaha, serta pelibatan development, and community engagement. [2-16][2-26]
masyarakat. [2-16][2-26]
Pengembangan strategi, evaluasi kinerja, serta penetapan Strategy development, performance evaluation, and the
dan pemantauan target LST merupakan fokus peran dari setting and monitoring of ESG targets are the focus of the
Komite Keberlanjutan. Adapun pelaksanaan harian dijalankan Sustainability Committee's role. Daily implementation is
oleh Fungsi Sustainability Development (SD) dan unit bisnis carried out by the Sustainability Development (SD) Function
terkait melalui kolaborasi dengan berbagai pemangku and related business units through collaboration with various
kepentingan, identifikasi, serta penilaian isu-isu material stakeholders, identification and assessment of material
LST, dan integrasi prinsip keberlanjutan ke dalam proses ESG issues, and integration of sustainability principles into
operasional maupun rantai pasok. Selain itu, fungsi ini juga operational processes and supply chains. In addition, this
memastikan terwujudnya transparansi, keseimbangan function also ensures transparency, balance of information,
informasi, serta data komparatif melalui berbagai bentuk and comparative data through various forms of publication
publikasi dan komunikasi publik. and public communication.
Komite Keberlanjutan dibentuk pada 2024, berfungsi sebagai The Sustainability Committee was established in 2024 to
forum koordinasi yang menjembatani komunikasi dan diskusi serve as a coordination forum that bridges communication
strategis dalam menetapkan arah keberlanjutan ITM, and strategic discussions in determining the direction of
termasuk pengelolaan aspek LST. Komite ini dipimpin oleh ITM's sustainability, including the management of ESG
Direktur Utama, dengan dukungan Direksi sebagai Steering aspects. This committee is led by the President Director,
Committee, sementara seluruh Head of Function berperan with the support of the Board of Directors as the Steering
sebagai anggota dan Sustainability Development Head Committee, while all Heads of Function serve as members
bertindak sebagai sekretaris. Rapat Komite Keberlanjutan and the Head of Sustainability Development acts as
diselenggarakan dua kali dalam setahun untuk membahas secretary. The Sustainability Committee meets twice a year
kinerja dan capaian program, mengevaluasi hasil pelaksanaan to discuss program performance and achievements, evaluate
kegiatan, serta memberikan persetujuan atas rencana dan the results of activities, and approve future sustainability
inisiatif keberlanjutan ke depan. Komite Keberlanjutan plans and initiatives. The Sustainability Committee reports
bertanggung jawab kepada Direksi dan secara reguler to the Board of Directors and regularly consults with the
berkonsultasi kepada SDGC. [2-16, 2-26] SDGC. [2-16, 2-26]
Panduan dan Arahan Penjabaran Target
Guidance and Direction Cascading the Target
Rapat Komite
Pembangunan Fungsi Sustainability
Berkelanjutan dan Tata Development dan
Rapat Komite
Kelola Perusahaan yang Fungsi Lain Terkait
Keberlanjutan
Baik (SDGC) Sustainability
Sustainability Committee
Sustainable Development (SD) and
Meeting
Development, GCG Other Related Functions
Committee (SDGC)
Meeting
Konsultasi Pelaporan
Consultation Reporting
Panduan dan Arahan Strategis Penetapan Tujuan dan Target Integrasi dalam Operasional Sehari-hari
Memberikan panduan dan arahan kepada Menetapkan tujuan jangka panjang yang terukur Mengintegrasikan faktor ESG ke dalam proses
manajemen untuk memprioritaskan berbagai opsi serta target tahunan dan mengembangkan KPI. bisnis serta menerjemahkan tujuan ESG ke dalam
strategis serta merespons berbagai risiko dan Target tahunan dan KPI merupakan bagian integral rencana aksi dan program kerja.
peluang. dari mekanisme GRC kami. Day-to-day integration
Strategic Guidance and Direction Goal & Target Setting Embed ESG factors into business process and ESG
Provide guidance and direction to management to Establish measurable long-term goals and annual goals into action plan and work programs.
prioritize strategic options and to response variety targets and deploy KPI. Annual targets and KPIs are
of risk and opportunity. an integral part of our GRC mechanism. Keterlibatan Pemangku Kepentingan
Memastikan inklusivitas pemangku kepentingan
Tinjauan Risiko dan Materialitas Pemantauan Kinerja serta menganalisis ekspektasi mereka, misalnya
Melakukan pengawasan terhadap risiko, baik pada Memantau kinerja terhadap tujuan dan target melalui saluran whistleblowing.
kondisi saat ini maupun di masa depan, serta yang telah ditetapkan. Stakeholders Engagement
meninjau tingkat materialitas. Performance Monitoring Ensure stakeholder inclusiveness and analyze
Risk and Materiality Review Monitor performance against goals and targets. stakeholder expectations, for example
Oversee risk, both for the present times and the whistleblowing channel.
future as well as review materiality level
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Mewujudkan Akuntabilitas melalui Tata Kelola yang Beretika
Achieving Accountability through Ethical Governance
Penanggung jawab tertinggi atas pelaksanaan keberlanjutan The ultimate responsibility for sustainability performance lies
di ITM adalah Direktur Utama, yang memiliki indikator kinerja with the President Director, who has key performance indicators
utama (KPI) terkait aspek LST. KPI tersebut telah memperoleh (KPIs) for ESG aspects. These KPIs have been approved by the
persetujuan Dewan Komisaris dan mencakup 30% dari total Board of Commissioners and comprise 30% of the total KPIs.
KPI. Sementara itu, penetapan KPI Direktur dilakukan selaras Meanwhile, the Director's KPIs are set in line with the President
dengan KPI Direktur Utama. Setiap tahun, Dewan Komisaris Director's KPIs. Each year, the Board of Commissioners
melakukan evaluasi terhadap kinerja Direksi, termasuk evaluates the performance of the Board of Directors, including
Direktur Utama, sedangkan penilaian terhadap eksekutif the President Director, while the assessment of senior
senior dilaksanakan oleh Direktur Utama. executives is carried out by the President Director.
Target Komponen KPI Direksi atas Kinerja LST
Components of ESG-related KPIs of the Board of Directors
80 100% 100% 0
Skor Keterlibatan Karyawan Roadmap Dekarbonisasi Kemajuan Implementasi Fatalitas
Employee Engagement Score Decarbonization Roadmap Proyek Inisiatif Digital Fatalitas
Progress Implementation
of Digital Initiatives Project
ITM menyediakan berbagai kanal komunikasi untuk ITM provides various communication channels to
menampung masukan, saran, maupun keluhan dari accommodate input, suggestions, and complaints from
pemangku kepentingan terkait kebijakan dan praktik bisnis stakeholders regarding the company's policies and business
perusahaan. Saluran tersebut mencakup layanan pelanggan, practices. These channels include customer service, email,
email, serta platform daring lainnya. Penjelasan lebih rinci and other online platforms. A more detailed explanation of
mengenai mekanisme ini terdapat pada bab Pelibatan this mechanism can be found in the Stakeholder Engagement
Pemangku Kepentingan. [2-26] chapter. [2-26]
Pada tahun 2025, ITM melaksanakan pelatihan bagi Dewan Throughout 2025, ITM conducted training for the Board of
Komisaris dan Direksi guna meningkatkan kapasitas dan Commissioners and Directors to improve their capacity and
pengetahuan terkait pembangunan berkelanjutan. Beberapa knowledge related to sustainable development. Some of
pelatihan yang telah diikuti antara lain: [2-17] the training courses that have been attended include: [2-17]
1. Directorship - Executive Development Program - 1. Directorship - Executive Development Program -
Company's Governances Company's Governances
2. Capability Building 2. Capability Building
3. ITM Coal Supply Chain 3. ITM Coal Supply Chain
Rincian lebih lanjut terkait tata kelola perusahaan Further details regarding corporate governance are
dijabarkan dalam Laporan Tahunan 2025 yang merupakan outlined in the 2025 Annual Report, which is an integral
satu kesatuan yang saling melengkapi atas informasi part of the information on ITM's performance throughout
kinerja ITM sepanjang 2025: 2025:
1. Masa jabatan Direksi dan Dewan Komisaris sebagai 1. Term of office of the Board of Directors and Board
badan tata kelola tertinggi [2-9] of Commissioners as the highest governance body
[2-9]
2. Komposisi badan tata kelola tertinggi [2-9] 2. Composition of the highest governance body [2-9]
3. Nominasi dan pemilihan badan tata kelola tertinggi 3. Nomination and election of the highest governance
[2-10] body [2-10]
4. Ketua badan tata kelola tertinggi [2-11] 4. Chair of the highest governance body [2-11]
5. Peran badan tata kelola tertinggi dalam mengawasi 5. Role of the highest governance body in overseeing
pengelolaan dampak Perusahaan [2-12] the management of the Company's impact [2-12]
6. Konflik kepentingan [2-15] 6. Conflicts of interest [2-15]
7. Evaluasi kinerja badan tata kelola tertinggi [2-18] 7. Evaluation of the performance of the highest
governance body [2-18]
8. Kebijakan remunerasi [2-19] 8. Remuneration policy [2-19]
9. Proses penetapan remunerasi [2-20] 9. Remuneration determination process [2-20]
10. Rasio kompensasi total tahunan [2-21] 10. Annual total compensation ratio [2-21]
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Pengelolaan Risiko Keberlanjutan
Sustainability Risk Management
ITM menerapkan pengelolaan risiko, termasuk risiko ITM implements risk management, including sustainability
keberlanjutan, berdasarkan Kebijakan dan Manual Manajemen risk, based on the Risk Management Policy and Manual
Risiko yang berlaku di seluruh unit bisnis dan fungsi applicable across all business units and support functions.
pendukung. Dokumen tersebut telah disesuaikan dengan These documents have been aligned with the Banpu Group
Manual Manajemen Risiko Banpu Group dan standar Risk Management Manual and the international standard ISO
internasional ISO 31000:2018. 31000:2018.
Sebagai bagian dari komitmen tata kelola, ITM mengadopsi As part of its governance commitment, ITM adopts the
Three Lines Model dalam struktur pengelolaan risiko. Lini Three Lines Model within its risk management structure.
pertama dijalankan oleh seluruh unit bisnis dan fungsi The first line is implemented by all business units and
operasional sebagai pemilik risiko. Lini kedua dijalankan oleh operational functions as risk owners. The second line is
fungsi Risk Management yang bertanggung jawab menyusun carried out by the Risk Management function, which is
kerangka kerja, memfasilitasi proses identifikasi serta responsible for establishing the framework, facilitating risk
pemantauan risiko, termasuk risiko keberlanjutan, serta identification and monitoring processes including
memastikan konsistensi penerapan ERM di seluruh sustainability risks, and ensuring consistent implementation
perusahaan. Lini ketiga dijalankan oleh Internal Audit yang of Enterprise Risk Management (ERM) across the Company.
memberikan penilaian independen atas kecukupan dan The third line is performed by Internal Audit, which provides
efektivitas pengendalian internal serta manajemen risiko. independent assurance on the adequacy and effectiveness
Melalui mekanisme ini, ITM memastikan bahwa risiko yang of internal controls as well as risk management. Through
berpotensi memengaruhi kinerja ekonomi, lingkungan, this mechanism, ITM ensures that risks potentially affecting
maupun sosial dapat teridentifikasi, dianalisis, dan dimitigasi its economic, environmental, and social performance are
secara efektif. effectively identified, analyzed, and mitigated.
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Mewujudkan Akuntabilitas melalui Tata Kelola yang Beretika
Achieving Accountability through Ethical Governance
Di awal, penentuan risk appetite dilakukan secara konsolidasi At the outset, the determination of risk appetite is conducted
pada tingkat perusahaan dan ditetapkan sekali dalam satu on a consolidated basis at the corporate level and established
siklus peninjauan strategis. Dalam penerapannya, risk once within each strategic review cycle. In its implementation,
appetite ITM saat ini juga mengacu pada kerangka risk ITM’s current risk appetite also refers to the risk appetite
appetite Banpu sebagai perusahaan induk. Selanjutnya profil framework of Banpu as the parent company. Subsequently,
risiko disusun, ditinjau dan diperbarui setiap tahun, disertai the risk profile is prepared, reviewed, and updated annually,
proses pengukuran tingkat risiko berdasarkan kemungkinan accompanied by a risk assessment process based on likelihood
dan dampaknya. Hasil evaluasi ini menjadi dasar dalam and impact. The results of this evaluation serve as the basis
menentukan prioritas dan strategi pengendalian risiko. Risiko for determining risk control priorities and strategies. Risks are
dikategorikan ke dalam empat tingkat, yaitu rendah, sedang, categorized into four levels: low, moderate, high, and very high.
tinggi, dan sangat tinggi. Evaluasi atas risiko prioritas serta Evaluation of priority risks and the effectiveness of the risk
efektivitas proses manajemen risiko dilakukan setiap tahun management process is conducted annually together with risk
bersama koordinator manajemen risiko di setiap unit bisnis. management coordinators in each business unit.
Perusahaan memastikan efektivitas penerapan sistem The Company ensures the effectiveness of its risk
manajemen risiko melalui proses audit yang dilakukan oleh management system implementation through audit
Audit Internal dengan pendekatan audit berbasis risiko, yaitu processes conducted by Internal Audit using a risk based
penetapan fokus audit berdasarkan risiko prioritas yang audit approach, whereby audit focus is determined based
terdaftar dalam risk register. Dengan demikian, audit on priority risks listed in the risk register. Accordingly, risk
manajemen risiko tidak dilakukan sebagai siklus audit management audits are not performed as a separate audit
tersendiri, melainkan terintegrasi dalam audit atas proses cycle, but are integrated into audits of processes and
dan fungsi yang memiliki eksposur risiko tinggi. Pada periode functions with high risk exposure. During the reporting
pelaporan, Audit Internal telah melakukan audit atas area- period, Internal Audit conducted audits on these priority
area prioritas tersebut. Saat ini, belum terdapat audit areas. Currently, there has been no specific external audit
eksternal khusus terkait manajemen risiko. dedicated to risk management.
ITM menempatkan pembangunan budaya risiko yang kuat ITM places the development of a strong and effective risk
dan efektif sebagai bagian penting dari tata kelola perusahaan culture as an integral part of good corporate governance.
yang baik. Melalui budaya risiko yang terinternalisasi di Through a risk culture embedded across all levels of the
seluruh lini organisasi, ITM memastikan setiap pengambilan organization, ITM ensures that every decision making
keputusan dilakukan dengan mempertimbangkan process considers a responsible balance between
keseimbangan antara peluang dan risiko secara bertanggung opportunities and risks. To achieve this, ITM implements
jawab. Untuk mencapai hal tersebut, ITM menerapkan various strategies focused on enhancing awareness,
berbagai strategi yang berfokus pada peningkatan kesadaran, competence, and accountability of all personnel in risk
kompetensi, dan akuntabilitas seluruh insan perusahaan management, including risk management education and
terhadap pengelolaan risiko, antara lain melalui pendidikan training provided to employees at the Head level and Risk
dan pelatihan manajemen risiko yang diberikan kepada Coordinators across all Business Units and functions. ITM
karyawan pada level Head and Risk Coordinator di seluruh also expands its outreach through email blasts containing
unit bisnis dan fungsi. ITM juga memperluas jangkauan information and updates on risk management, addressed
edukasi melalui email blast berisi informasi dan pembaruan to all organizational levels as part of efforts to strengthen
terkait manajemen risiko, yang ditujukan untuk seluruh risk awareness, including among the Board of Directors and
tingkat organisasi sebagai upaya memperkuat kesadaran the Board of Commissioners.
risiko, termasuk bagi Direksi dan Komisaris.
Risiko dan Peluang LST ESG Risks and Opportunities
Dalam mengelola risiko dan peluang keberlanjutan, ITM ITM implements an integrated approach that refers to
menerapkan pendekatan terintegrasi yang mengacu pada international standards, including GRI, TCFD, IFRS, and ISO
standar internasional antara lain GRI, TCFD, IFRS, dan ISO 26000, for ESG risk and opportunity management. In
26000. Selain itu, pemetaan dilakukan dengan addition, mapping is carried out by considering the results
mempertimbangkan hasil penilaian materialitas Banpu dan of Banpu's materiality assessment and ITM's internal
internal ITM, serta identifikasi risiko lingkungan, sosial, dan assessment, as well as the identification of ESG risks as
tata kelola sebagaimana terdapat dalam risk register yang contained in the Risk Register developed by each business
dikembangkan oleh setiap unit bisnis dan fungsi terkait. unit and related functions.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 133
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Risiko Lingkungan, Sosial, dan Tata Kelola (LST)
Environmental, Social, and Governance (ESG) Risks
Dampak
Tingkatan Dampak
Aspek Ekonomi Risiko Operasional Mitigasi/ Pengelolaan Risiko
Risiko Keuangan
Economic Aspect Risk Operational Mitigation/Risk Management
Risk Level Financial Impact
Impact
Kinerja Ekonomi Perubahan Tinggi Perubahan Harga jual dan 1. Pemantauan harga pasar dan mengkaji rencana
Economic harga komoditas High perilaku margin laba dan kontrak penjualan serta mempersiapkan
Performance Changes in pelanggan Selling prices and analisis peluang permintaan pasar.
commodity prices Changes in profit margins 2. Melakukan strategi lindung nilai sebagai
customer instrumen finansial menghadapi tekanan
behavior pelemahan harga.
3. Memelihara kualitas produk guna menjaga harga
jual kepada pelanggan.
4. Mengelola fleksibilitas portofolio penjualan
batubara terhadap situasi harga yang akan
datang.
5. Membangun komunikasi yang erat dengan
pelanggan terutama terkait rencana perubahan
kualitas dan pengiriman.
1. Monitoring market prices and reviewing sales
plans and contracts, as well as preparing analysis
of market demand opportunities.
2. Implementing hedging strategies as financial
instruments to address downward price
pressures.
3. Maintaining product quality to preserve selling
prices to customers.
4. Managing the flexibility of the coal sales portfolio
in response to future price conditions.
5. Building close communication with customers,
particularly regarding planned changes in quality
and delivery.
Strategis dalam Perubahan peraturan Sedang Potensi Potensi 1. Memantau undang-undang dan peraturan
Ketegangan dan kebijakan Medium penundaan terganggunya di Indonesia, khususnya yang menanggapi
Geopolitik sebagai respons kontrak cash flow akibat kebijakan Presiden Trump. Hal ini mencakup
Strategic in terhadap perang tarif penjualan meningkatnya peraturan keuangan terkait ekspor-impor, aliran
Geopolitical Tension perdagangan batubara dari biaya terkait dana, valuta asing (FX), dan suku bunga.
Changes in konsumen, ekspor impor, 2. Berinteraksi secara aktif dengan pemerintah
regulations and menunggu nilai tukar, dan dan asosiasi untuk mengantisipasi perubahan
policies in response to kepastian tarif. suku bunga. regulasi dalam lingkungan bisnis terkait.
the trade tariff war Potential delays Potential delays 1. Monitor laws and regulations in indonesia,
in coal sales in coal sales particularly those retaliating against President
contracts from contracts from Trump's policies. This includes financial
consumers, consumers, regulations related to export import, fund flow,
awaiting tariff awaiting tariff foreign exchange (FX), and interest rates.
certainty certainty. 2. Actively engage with governments and
association to anticipate regulatory changes in
related business environment.
Produk dan Layanan Ketidaksesuaian Tinggi Keluhan dari Tingginya biaya 1. Meningkatkan tingkat keyakinan perencanaan
Pelanggan kuantitas dan High pelanggan demurrage dan tambang terutama dari proses perizinan dan
Products and kualitas batubara Customer perkapalan lisensi, serta kesiapan area.
Customer Service Discrepancies in coal complaints High demurrage 2. Mengembangkan rencana kuantitas produksi FC
quantity and quality and shipping yang andal.
costs 3. Menyiapkan rencana alternatif untuk mencari
pemasok lain yang dapat memenuhi permintaan
perusahaan.
1. Increasing the level of confidence in mine
planning, especially from the licensing and permit
process, as well as area readiness.
2. Developing reliable FC production quantity plans.
3. Preparing alternative plans to find other suppliers
who can meet the company's demand.
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Mewujudkan Akuntabilitas melalui Tata Kelola yang Beretika
Achieving Accountability through Ethical Governance
Dampak
Aspek Lingkungan Tingkatan Dampak
Risiko Operasional Mitigasi/ Pengelolaan Risiko
Environmental Risiko Keuangan
Risk Operational Mitigation/Risk Management
Aspect Risk Level Financial Impact
Impact
1. Pengelolaan Ketidakcukupan Tinggi Reputasi buruk Denda atau 1. Memastikan Sistem Manajemen Lingkungan
Energi sistem High perusahaan dan sanksi dari telah dijalankan di semua aspek kegiatan
2. Keanekaragaman manajemen dalam berkurangnya pemerintah operasional perusahaan.
Hayati mengantisipasi kepercayaan 2. Melakukan koordinasi dan kolaborasi dengan
3. Pengelolaan Air dampak peningkatan dari pemangku semua pihak terkait dengan kajian geohidrologi,
dan Efluen kegiatan operasional kepentingan untuk memastikan bahwa proses pertambangan
4. Pengelolaan terhadap lingkungan, Poor company tidak berdampak buruk pada sumber air bawah
Limbah dan seperti pencemaran reputation tanah dan kondisi air di permukaan.
Tailing air, kekeringan, polusi and reduced 3. Melakukan penilaian dampak lingkungan
1. Energy udara, dan lain-lain stakeholder yang komprehensif sebelum memulai operasi
Management Inadequate trust. tambang untuk mengidentifikasi dan mengurangi
2. Biodiversity management risiko terhadap keanekaragaman hayati.
3. Water and systems to anticipate 1. Ensuring that the Environmental Management
Effluent the impact of System is implemented in all aspects of
Management increased operational operations.
4. Waste and Tailings activities on the 2. Coordinating and collaborating with all parties
Management environment, such involved in geohydrological studies to ensure
as water pollution, that mining processes do not adversely affect
drought, and air groundwater sources and surface water
pollution conditions.
3. Conducting a comprehensive environmental
impact assessment before commencing mining
operations to reduce biodiversity risks.
Pengendalian Emisi Ketidaksiapan dalam Sedang Terhambatnya Penambahan 1. Menetapkan target emisi GRK dalam KPI
Emissions Control mengelola kewajiban Medium aktivitas biaya untuk operasional dan melaksanakan program
Emisi dan Energi operasional harga karbon/ Dekarbonisasi.
serta dampak dari akibat cuaca pajak karbon 2. Memperbaiki metode dan perhitungan prakiraan;
perubahan iklim ekstrem sesuai regulasi meninjau praktik sistem drainase; mengevaluasi
terkait Gas Rumah Operational pemerintah, serta dan memantau kinerja pengelolaan air.
Kaca (GRK) activities penambahan 3. Menerapkan perbaikan berbasis proses rendah
Unpreparedness hampered biaya untuk karbon dalam rantai nilai.
in managing by extreme program 4. Menerapkan program Dekarbonisasi dan Solusi
emissions and energy weather pengurangan Berbasis Alam (NBS).
obligations and the emisi 1. Setting GHG emission targets in operational KPIs
impact of climate Additional costs and implementing decarbonization programs.
change related to for carbon pricing/ 2. Improving forecasting methods and calculations;
greenhouse gases carbon tax in reviewing drainage system practices; evaluating
(GHG) accordance with and monitoring water management performance.
government 3. Implementing low-carbon process-based
regulations, improvements in the value chain.
as well as 4. Implementing decarbonization programs and
additional costs Nature-Based Solutions (NBS).
for emissions
reduction
programs
Pascatambang Pemenuhan kriteria Sedang Reputasi buruk Adanya biaya 1. Menyusun rencana penutupan tambang yang
Post-mining sukses program Medium dan dampak tambahan untuk detail dan mencakup semua aspek serta
tutup tambang negatif pada untuk memenuhi melibatkan pemerintah, masyarakat lokal, dan
Fulfillment of criteria investor, mitra kewajiban pemangku kepentingan.
for successful mine bisnis, dan penutupan 2. Melakukan monitoring dan evaluasi secara
closure programs masyarakat tambang berkala untuk memastikan bahwa langkah-
Bad reputation Additional langkah mitigasi yang diambil efekti.
and negative costs to fulfill 3. Menyediakan jaminan keuangan yang cukup
impact on mine closure untuk menutupi biaya penutupan tambang dan
investors, obligations pemulihan lingkungan.
business 1. Develop a detailed mine closure plan that covers
partners, and all aspects and involves stakeholders.
the community 2. Conduct regular monitoring and evaluation to
ensure that mitigation measures are effective.
3. Provide sufficient financial guarantees to cover
mine closure and environmental restoration costs.
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Dampak
Tingkatan Dampak
Aspek Sosial Risiko Operasional Mitigasi/ Pengelolaan Risiko
Risiko Keuangan
Social Aspect Risk Operational Mitigation/Risk Management
Risk Level Financial Impact
Impact
Sosial dan Komunitas Keluhan dan protes Tinggi Menghambat Kompensasi 1. Merealisasikan program Pengembangan
Social and dari masyarakat High jalannya yang harus Pemberdayaan Masyarakat (PPM) yang mengacu
Community terhadap kegiatan aktivitas diberikan kepada pada TPB dan peraturan pemerintah.
operasional operasional masyarakat 2. Merumuskan rencana induk PPM berdasarkan
pertambangan Hinder the sekitar pemetaan sosial dan kebijakan Community
serta program progress of Compensation Development (CD) yang telah dikonsultasikan
pengembangan operational that must be given kepada masyarakat, pemerintah, dan manajemen
msayarakat yang activities to the surrounding ITM.
belum terukur community 3. Meningkatkan strategi komunikasi dalam
Complaints and membangun reputasi dan hubungan yang
protests from the baik dengan komunitas masyarakat lokal dan
community regarding pemangku kepentingan lainnya.
mining operations 1. Implementing the Community Empowerment
and community Development Program (PPM) that refer to TPB and
development government regulations.
programs that have 2. Formulating a PPM master plan based on social
not been measured mapping and Community Development (CD)
policies.
3. Improving communication strategies in building
a good reputation and relationships with local
communities and other stakeholders.
Kesehatan dan Potensi kejadian Kritis Berhenti Hilangnya waktu 1. Memperkuat penerapan budaya keselamatan
Keselamatan Kerja terkait keselamatan Critical beroperasi kerja karena dan memastikan prosedur kerja mengenai
Occupational Health di area tambang karena kejadian terhentinya tanggung jawab dari aspek keselamatan dan
and Safety khususnya di wilayah kecelakaan operasional lingkungan.
fasilitas bersama Operations Loss of working 2. Memastikan kembali mengenai pemeliharaan
Potential safety halted due to time due to dan perbaikan jalan hauling.
incidents in mining accidents operational 3. Mengawasi fatigue control dan melakukan
areas, especially in stoppages pelaporan, serta memperkuat safety patrol di
shared facilities area-area berpotensi kejadian.
4. Melakukan pemetaan terkait fasilitas
yang digunakan bersama dan memastikan
penanggung jawab serta monitoring di tiap-tiap
area.
1. Strengthen the implementation of a safety culture
and ensure work procedures regarding safety and
environmental responsibilities.
2. Re-confirm maintenance and repair of haul roads.
3. Monitor fatigue control and reporting, and
strengthen safety patrols in areas with potential
incidents.
4. Map shared facilities and ensure accountability
and monitoring in each area.
Ketenagakerjaan Hubungan sengketa Sedang Potensi adanya Hilangnya waktu 1. Menyusun Perjanjian Kerja Bersama serta
Employment antara manajemen Medium protes dan kerja karena melakukan review dan pengkinian secara berkala
dan Serikat Pekerja mogok kerja terhentinya sesuai dengan kondisi dan aturan yang berlaku.
Disputes between dari karyawan operasional 2. Membuat meeting rutin yang dilakukan secara
management and operasional Loss of working periodik (kuartal) antara manajemen dan
labor unions Potential for hours due to perwakilan Serikat pekerja untuk membahas
protests and operational permasalahan dan kesepakatan antara
strikes by stoppages Perusahaan dan pekerja.
operational 1. Drafting collective bargaining agreements and
employees conducting periodic reviews and updates.
2. Holding periodic (quarterly) meetings between
management and labor union representatives.
Pengembangan Implementasi Sedang Menghambat Biaya yang tidak 1. Merealisasikan program Pengembangan
dan Pemberdayaan program Medium jalannya tepat guna Pemberdayaan Masyarakat (PPM) yang mengacu
Masyarakat Lokal Pengembangan aktivitas untuk program pada TPB dan peraturan pemerintah.
Local Community Pemberdayaan operasional pengembangan 2. Merumuskan rencana induk PPM berdasarkan
Development and Masyarakat yang Hindered pemberdayaan pemetaan sosial dan kebijakan Community
Empowerment tidak tepat operational masyarakat Development (CD) yang telah dikonsultasikan
Inappropriate activities Inappropriate kepada masyarakat, pemerintah, dan manajemen
implementation costs for ITM.
of Community community 3. Meningkatkan strategi komunikasi dalam
Empowerment empowerment membangun reputasi dan hubungan yang
Development development baik dengan komunitas masyarakat lokal dan
programs programs pemangku kepentingan lainnya.
1. Implementing the Community Empowerment
Development Program (PPM) that refer to the
SDGs and government regulations.
2. Formulating a PPM master plan based on social
mapping and Community Development (CD)
policies.
3. Improving communication strategies in building
a good reputation and relationships with local
communities and other stakeholders.
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Mewujudkan Akuntabilitas melalui Tata Kelola yang Beretika
Achieving Accountability through Ethical Governance
Hak Asasi Manusia Kondisi kerja yang Sedang Penurunan Berkurangnya 1. Meningkatkan kondisi kerja dengan menilai dan
Human Rights tidak memadai Medium produktivitas laba meningkatkan keselamatan di tempat kerja
melanggar hak asasi dari karyawan Reduced profits secara berkala.
manusia karyawan. Decreased 2. Menjaga komunikasi terbuka dengan karyawan
Inadequate working employee dan pemangku kepentingan tentang rencana dan
conditions violate productivity kemajuan keselamatan.
the human rights of 3. Menegakkan kebijakan antidiskriminasi dan
employees. antipelecehan yang ketat untuk memastikan
tempat kerja yang saling menghormati dan inklusif.
1. Improve working conditions by assessing and
improving workplace safety.
2. Maintain open communication with employees and
stakeholders about safety plans and progress.
3. Enforce anti-discrimination and anti-harassment
policies to ensure an inclusive workplace.
Manajemen Rantai Tidak dapat Sedang Sedikitnya sisa Meningkatnya 1. Meninjau pasar global dan melakukan pengamatan
Pasok memastikan Medium stok material biaya untuk pengadaan untuk kategori pasar utama, seperti
Supply Chain kelancaran rantai penting mendapatkan permintaan dan pasokan, tren biaya pengiriman,
Management pasokan Limited stock material penting serta persaingan antar vendor.
Inability to ensure of essential Increased costs 2. Mencari peluang untuk rantai pasokan alternatif,
smooth supply chain materials for procuring misal merek dan jenis, untuk memastikan
operations essential kesiapan pasar.
materials 1. Review the global market and conduct
procurement observations for key market
categories, such as demand and supply, shipping
cost trends, and competition between vendors.
2. Seeking opportunities for alternative supply chains,
e.g., brands and types, to ensure market readiness.
Dampak
Tingkatan Dampak
Aspek Tata Kelola Risiko Operasional Mitigasi/ Pengelolaan Risiko
Risiko Keuangan
Governance Aspect Risk Operational Mitigation/Risk Management
Risk Level Financial Impact
Impact
Keamanan Siber dan Aktivitas Tinggi Potensi Denda atau 1. Membangun sistem dan tata kelola keamanan
Digitalisasi mencurigakan yang High pencurian sanksi dari siber dan memastikan pengkinian versi dari
Cybersecurity and dapat mengakses data dan pemerintah jika setiap perangkat keamanan yang digunakan.
Digitalization sistem dan jaringan terganggunya tidak menerapkan 2. Menjalankan dan evaluasi secara berkala
Perusahaan sehingga akses ke undang-undang terhadap pengimplementasian ISO27001.
berpotensi untuk jaringan Pelindungan Data 3. Melakukan uji keamanan secara berkala yang
melakukan pencurian Potential for Pribadi (PDP) dilakukan untuk mengevaluasi tingkat keamanan.
data data theft and Fines or sanctions 1. Build cybersecurity systems and governance and
Suspicious activities disruption of from the ensure that every security device used is updated
that can access the network access government for to the latest version.
Company's systems not implementing 2. Implement and periodically evaluate the
and networks, the Personal Data implementation of ISO27001.
potentially leading to Protection (PDP) 3. Conduct periodic security tests to evaluate the
data theft law level of security.
Perizinan dan Potensi sanksi atas Tinggi Kesulitan Denda atau 1. Evaluasi kesesuaian rencana pertambangan
Kepatuhan ketidakpatuhan High mendapatkan sanksi dari dengan kewajiban AMDAL.
Licensing and terhadap peraturan perpanjangan pemerintah 2. Implementasi standardisasi proses rehabilitasi
Compliance Potential penalties atau perizinan Fines or penalties tambang, manajemen void, pengelolaan air
for non-compliance berikutnya yang from the tambang, dan peraturan lain yang dipersyaratkan.
with regulations berdampak pada government 3. Membuat sistem untuk monitoring pemenuhan
operasional peraturan.
Difficulty in 1. Evaluation of the compliance of mining plans with
obtaining AMDAL requirements.
extensions or 2. Implementation of standardized mine rehabilitation
subsequent processes, void management, mine water
licenses, management, and other required regulations.
impacting 3. Establishment of a system to monitor regulatory
operations compliance.
Etika Bisnis (Anti Aktivitas korupsi dan Sedang Adanya Kerugian akibat 1. Perusahaan memiliki Kebijakan/Pedoman/
Korupsi dan Fraud) fraud yang dilakukan Medium benturan aktivitas korupsi Prosedur terkait Aktivitas Korupsi: Kode Etik,
Business Ethics (Anti- oleh pihak internal kepentingan atau fraud Kebijakan dan Prosedur Anti-Penyuapan dan
Corruption and Fraud) yang menyebabkan pada aktivitas Losses due to Korupsi , SOP tentang Pencegahan Benturan
kerugian Perusahaan bisnis corruption or Kepentingan & Menjaga Informasi Rahasia.
Corruption and Conflict of fraud 2. Perusahaan memiliki saluran kontrol pelaporan yaitu
fraud committed interest in Transparency Center untuk pihak karyawan saja,
by internal parties, business serta Voice of Stakeholders (voisitmg.com) yang
resulting in losses to activities mencakup grievance mechanism dan whistleblowing.
the Company 1. The Company has Policies/Guidelines/Procedures
related to Corruption Activities: Code of Ethics,
Anti-Bribery and Corruption Policies and Procedures,
SOPs on Conflict of Interest Prevention &
Maintaining Confidential Information.
2. The Company has established reporting control
channels, namely the Transparency Center for
employees only, as well as Voice of Stakeholders
(voisitmg.com), which covers the grievance
mechanism and whistleblowing system.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 137
Page 138
Risiko yang Berkembang
Emerging Risks
Jenis Risiko Deskripsi Risiko Dampak Mitigasi
Risk Type Risk Description Impact Mitigation
Risiko Transisi Energi dan Percepatan kebijakan transisi Biaya operasional meningkat akibat Pemantauan kebijakan energi dan
Kebijakan Harga Karbon energi, implementasi carbon kebijakan harga karbon, penurunan carbon pricing; studi analisis skenario
Energy Transition and pricing, dan penguatan standar permintaan jangka panjang iklim (TCFD); efisiensi energi dan
Carbon Pricing Policy Risk emisi global dapat menurunkan dari negara importir, dan akses pengurangan emisi; eksplorasi opsi
permintaan batubara serta pendanaan semakin ketat seiring diversifikasi energi rendah karbon.
meningkatkan biaya kepatuhan kebijakan pembatasan investasi Monitoring energy and carbon pricing
operasional. berbasis batubara. policies; conducting climate scenario
The acceleration of energy transition Increased operational costs due to analysis studies (TCFD); energy
policies, implementation of carbon carbon pricing policies, long-term efficiency and emission reduction
pricing, and strengthening of global decline in demand from importing initiatives; and exploring low-carbon
emission standards may reduce coal countries, and tighter access to energy diversification options.
demand and increase operational financing in line with coal-based
compliance costs. investment restrictions.
Risiko Regulasi LST yang Pemerintah dan regulator global Peningkatan beban kepatuhan dan Penguatan sistem pelaporan LST;
Semakin Ketat semakin memperketat kewajiban kebutuhan data LST yang lebih benchmarking terhadap standar
Increasingly Stringent ESG pelaporan LST, termasuk detail; risiko penalti atau temuan global seperti TCFD dan IFRS; audit
Regulatory Risk mandatory climate-related audit jika tidak memenuhi standar; kepatuhan berkala; peningkatan
financial disclosures. serta potensi risiko reputasi apabila kompetensi internal terkait pelaporan
Governments and global regulators kesenjangan pengelolaan tailing LST; serta kolaborasi aktif dengan
are increasingly tightening ESG atau pengungkapan iklim ditemukan pihak eksternal untuk validasi standar
reporting obligations, including oleh pemangku kepentingan. pengelolaan tailing.
mandatory climate-related Increased compliance burden Strengthening ESG reporting systems;
financial disclosures. and more detailed ESG data benchmarking against global standards
requirements; risk of penalties or such as TCFD and IFRS; conducting
audit findings if standards are not periodic compliance audits; enhancing
met; and potential reputational risk internal competencies in ESG reporting;
if gaps in tailings management or and actively collaborating with external
climate disclosures are identified by parties to validate tailings management
stakeholders. standards.
Risiko Kemajuan Teknologi Percepatan adopsi teknologi Risiko inefisiensi operasional akibat Pengembangan digital roadmap dan
dan Disrupsi Digital – AI digital seperti AI, otomasi ketidakmampuan mengadopsi prioritas implementasi teknologi
dan Automation peralatan tambang, predictive teknologi baru; meningkatnya berbasis nilai; peningkatan kompetensi
Technological analytics, dan sistem operasi frekuensi ancaman siber terhadap melalui program upskilling dan reskilling
Advancement and Digital otonom berpotensi menimbulkan sistem kritikal tambang; serta SDM; penguatan kerangka keamanan
Disruption Risk – AI and kesenjangan keterampilan, potensi penurunan produktivitas siber; serta penerapan proyek
Automation ketergantungan pada infrastruktur dan peningkatan downtime yang percontohan otomasi dan AI pada
digital, serta meningkatnya risiko berdampak pada keandalan operasi. area risiko tinggi untuk memastikan
keamanan siber. Risk of operational inefficiencies kesiapan organisasi.
Accelerated adoption of digital due to inability to adopt new Developing a digital roadmap and value-
technologies such as AI, mining technologies; increased frequency based technology implementation
equipment automation, predictive of cyber threats to critical mining priorities; enhancing competencies
analytics, and autonomous systems; and potential decline through upskilling and reskilling programs;
operating systems may create in productivity and increased strengthening cybersecurity frameworks;
skill gaps, dependency on digital downtime affecting operational and implementing automation and AI
infrastructure, and increased reliability. pilot projects in high-risk areas to ensure
cybersecurity risks. organizational readiness.
Dalam mendukung pengelolaan risiko yang efektif, ITM In supporting effective risk management, ITM ensures the
memastikan tersedianya media komunikasi dua arah antara availability of two-way communication channels between
Direksi dan pekerja sebagai wadah untuk menyampaikan the Board of Directors and employees as a forum for
aspirasi, keluhan, laporan pelanggaran etika, serta pengaduan conveying aspirations, complaints, reports of ethical
dari pemangku kepentingan. Upaya ini menjadi bagian dari violations, and complaints from stakeholders. This effort is
komitmen perusahaan dalam menerapkan tata kelola yang part of the company's commitment to implementing
bertanggung jawab, transparan, dan partisipatif. Mekanisme responsible, transparent, and participatory governance.
komunikasi tersebut dapat dilakukan secara langsung maupun These communication mechanisms can be carried out
tidak langsung. [2-12, 2-16] directly or indirectly. [2-12, 2-16]
Secara langsung, komunikasi difasilitasi melalui berbagai Direct communication is facilitated through various regular
forum rutin seperti town hall meeting, gathering, rapat atau forums such as town hall meetings, gatherings, meetings
pertemuan RUPS, public expose, analyst meeting, Corporate or general meetings of shareholders, public exposes, analyst
Governance Day, dan Quarterly Communication Day. Sepanjang meetings, Corporate Governance Day, and Quarterly
2025, sejumlah isu kritis disampaikan kepada Direksi, Communication Day. Throughout 2025, a number of critical
mencakup kesehatan dan keselamatan kerja, lingkungan, issues were conveyed to the Board of Directors, including
keamanan siber dan pengelolaan kategori bahan peledak. occupational health and safety, the environment, cyber
Sementara itu, komunikasi tidak langsung dapat disalurkan security, and managing explosive categories. Meanwhile,
melalui platform Voice of Stakeholders (voisitmg.com). indirect communication is channeled through the Voice of
Stakeholders platform (www.voisitmg.com).
138 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Mewujudkan Akuntabilitas melalui Tata Kelola yang Beretika
Achieving Accountability through Ethical Governance
Pendekatan Tata Kelola terhadap Corporate Governance Approach
Isu Perubahan Iklim to Climate Change Issues
Tantangan perubahan iklim direspons oleh ITM melalui The challenge of climate change has become a major
penerapan tata kelola yang beretika dan pengambilan concern for ITM. The Board of Directors is responsible for
keputusan strategis yang memperhatikan keberlanjutan. ensuring that the company's performance remains in line
Dalam hal ini, Direksi memegang tanggung jawab penting with its strategic direction, which takes climate issues into
untuk memastikan kinerja perusahaan tetap sejalan dengan account in all operational activities. The Board of
arah strategis yang mempertimbangkan isu-isu iklim di seluruh Commissioners, through the SDGC, performs a supervisory
aktivitas operasional. Adapun Dewan Komisaris, melalui SDGC, function by reviewing and providing recommendations on
menjalankan fungsi pengawasan dengan menelaah serta the management of reputational risks, social issues, and
memberikan rekomendasi atas pengelolaan risiko reputasi, environmental aspects, including the negative impacts of
isu sosial, dan aspek pembangunan berkelanjutan. extreme climate change. The disclosure related to emissions
Pengungkapan terkait pengelolaan emisi dan risiko perubahan management and climate change risks is prepared in line
iklim ini disusun dengan mengacu pada GRI 102: Perubahan with GRI 102: Climate Change 2025 and IFRS S2 Climate-
Iklim 2025 serta IFRS S2 Climate-related Disclosures. related Disclosures.
Manajemen secara aktif mengelola risiko dan peluang iklim Management actively manages climate risks and opportunities
melalui pemantauan emisi karbon, efisiensi sumber daya, through carbon emission monitoring, resource efficiency, and
dan pengembangan energi terbarukan dengan renewable energy development while upholding just transition
memperhatikan prinsip keadilan dan hak asasi manusia. and human rights principles. The company has a Decarbonization
Perusahaan memiliki Kelompok Kerja Dekarbonisasi yang Working Group whose members consist of several related
anggotanya terdiri dari beberapa fungsi terkait seperti dari functions, including Operations, Business Development, Finance,
Operation, Business Development, Finance dan fungsi lainnya and other functions and conduct quarterly meetings to discuss
serta melakukan pertemuan setiap triwulan dalam setahun progress and evaluate the performance of the company's
untuk membahas kemajuan dan evaluasi terkait kinerja emission reduction program. [102-3]
program penurunan emisi di perusahaan. [102-3]
Manajemen Risiko Perubahan Iklim Climate Change Risk Management
Dalam menghadapi potensi dampak negatif perubahan iklim, In addressing the potential negative impacts of climate
ITM menjalankan serangkaian proses manajemen risiko yang change, ITM implements a series of risk management
mencakup: processes that include:
1. Konteks dan Lingkungan Risiko 1. Context and Risk Environment
• Komunikasi & Konsultasi: Membangun komunikasi • Communication & Consultation: Establishing
dan konsultasi yang efektif di antara para pemangku effective communication and consultation among
kepentingan dalam upaya aksi iklim. stakeholders in climate action efforts.
• Menetapkan Konteks: Memahami konteks yang • Setting the Context: Understanding the broader
lebih luas, mencakup analisis berbagai faktor, seperti context, including analysis of various factors, such
perubahan pola cuaca, peningkatan permukaan air as changing weather patterns, rising sea levels, and
laut, dan dinamika sosio-ekonomi. socio-economic dynamics.
2. Penilaian Risiko 2. Risk Assessment
• Identifikasi Risiko: Proses identifikasi dilakukan • Risk Identification: The identification process is
secara sistematis dengan mengenali berbagai carried out systematically by recognizing the various
ancaman yang ditimbulkan oleh perubahan iklim. threats posed by climate change.
• Analisis Risiko: Analisis menyeluruh dilakukan untuk • Risk Analysis: A comprehensive analysis is conducted to
memahami dinamika spesifik dari setiap risiko iklim. understand the specific dynamics of each climate risk.
• Evaluasi Risiko: Evaluasi untuk menilai signifikansi • Risk Evaluation: An evaluation to assess the
setiap risiko yang teridentifikasi dalam konteks significance of each identified risk in the context of
perubahan iklim. climate change.
3. Penanganan Risiko 3. Risk Management
Tahap pengelolaan risiko mencakup pemilihan dan The risk management stage involves selecting and
implementasi strategi untuk mengurangi dampak risiko implementing strategies to reduce the impact of risks
yang terkait dengan perubahan iklim. Pendekatan ini associated with climate change. This approach includes
meliputi upaya mitigasi dan pengurangan emisi gas mitigation efforts and reducing greenhouse gas
rumah kaca, penerapan strategi adaptasi untuk emissions, implementing adaptation strategies to
memperkuat ketahanan, serta perencanaan pendanaan strengthen resilience, and planning funding and
dan pengalokasian sumber daya. resource allocation.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 139
Page 140
4. Pemantauan dan Peninjauan 4. Monitoring and Review
Pemantauan dan evaluasi rutin terhadap profil risiko untuk Regular monitoring and evaluation of the risk profile to
memastikan bahwa strategi yang diterapkan tetap relevan ensure that the strategies implemented remain relevant
dan mampu beradaptasi. Kegiatan ini mencakup evaluasi and adaptable. These activities include re-evaluating risk
ulang terhadap rencana mitigasi risiko, penilaian efektivitas mitigation plans, assessing the effectiveness of ongoing
langkah-langkah aksi iklim yang sedang berlangsung, serta climate action measures, and identifying new risks arising
identifikasi risiko baru yang muncul akibat perubahan pola from dynamic climate patterns.
iklim yang dinamis.
Sebagai bagian dari sistem manajemen risiko, ITM menyusun As part of its risk management system, ITM has developed a
Daftar Risiko Perubahan Iklim yang berisi hasil identifikasi dan Climate Change Risk Register containing the results of climate
penilaian risiko terkait iklim dari seluruh unit bisnis. Daftar ini related risk identification and assessment across all business
menjadi alat strategis untuk memusatkan informasi dan units. This register serves as a strategic tool to centralize
mendukung proses pengambilan keputusan yang lebih efektif information and support more effective and responsive decision
dan responsif terhadap perubahan iklim. making in addressing climate change.
Untuk memastikan pengelolaan yang komprehensif, ITM To ensure comprehensive management, ITM integrates the
menggabungkan proses identifikasi, evaluasi, dan mitigasi risiko identification, evaluation, and mitigation of climate related risks
iklim antara lain dengan: through, among others:
• Secara rutin memantau perkembangan instrumen hukum • Regularly monitoring developments in climate related legal
dan peraturan terkait iklim (karbonisasi dan emisi GRK). and regulatory instruments, including carbonization and
GHG emissions.
• Menetapkan target GRK dalam KPI operasional ITM. • Establishing GHG reduction targets within ITM’s operational
• Memperbaiki metode perkiraan dan perhitungan untuk KPIs.
prediksi cuaca. • Enhancing forecasting and calculation methodologies for
• Implementasi program dekarbonisasi dan solusi berbasis weather prediction.
sumber daya alam. • Implementing decarbonization programs and nature based
• Mengalokasikan biaya tambahan untuk solutions.
mengimplementasikan peningkatan berbasis proses • Allocating additional costs to implement low carbon
rendah karbon dalam rantai nilai. process improvements across the value chain.
• Mengalokasikan belanja modal untuk mengembangkan • Allocating capital expenditure to develop greener and
bisnis yang lebih hijau dan rendah karbon. lower carbon businesses.
Strategi Strategy
ITM secara sistematis memetakan risiko dan peluang terkait ITM systematically maps climate related risks and opportunities
perubahan iklim untuk memastikan ketahanan bisnis jangka to ensure long term business resilience. In this process, ITM
panjang. Dalam prosesnya, ITM juga mengelola dampak negatif also manages the adverse impacts of climate change, namely
dari perubahan iklim yaitu risiko transisi dan risiko fisik. Pemetaan transition risks and physical risks. The mapping of risks and
risiko dan peluang dilakukan dengan mempertimbangkan tiga opportunities is conducted by considering three time horizons,
jangka waktu, meliputi: comprising:
• Jangka pendek: lima tahun pertama (tahun 2026 - 2030). • Short term: the first five years (2026-2030).
• Jangka menengah: titik tengah antara tahun 2030 hingga • Medium term: the midpoint between 2030 and net zero
nol emisi bersih pada tahun 2060, yaitu tahun 2040. emissions in 2060, which is 2040.
• Jangka panjang: mencapai emisi nol bersih pada tahun • Long term: achieving net zero emissions in 2060, which can
2060 yang dapat direalisasikan dengan adanya kebijakan be realized with supporting policies.
yang mendukung.
Rencana Transisi untuk Perubahan Iklim [102-1]
Transition Plan for Climate Change
2025-2026 2027-2028 2029-2030
• Menetapkan komitmen • Mendorong pengurangan emisi yang • Memperluas upaya pengurangan
dekarbonisasi hingga 2030 selaras dengan arah kebijakan iklim emisi dengan menerapkan seluruh
Climate Transition Risk
Manajemen Risiko
• Menilai risiko/peluang transisi iklim nasional hirarki mitigasi
Transisi Iklim
Management
melalui analisis skenario • Mengupayakan pertumbuhan bisnis • Mengoptimalkan portofolio bisnis
• Establish 2030 decarbonization yang tangguh terhadap perubahan yang selaras dengan prinsip
commitments and iklim keberlanjutan
• Assess climate transition risks/ • Drive emissions reduction in • Expand emissions reduction to
opportunities using scenario analysis alignment with national climate policy include all mitigation hierarchy
directions • Optimize sustainable aligned
• Pursuing growth in climate-resilience business portfolio
business
Manajemen Risiko
• Menilai risiko/peluang fisik terkait • Integrasi risiko/peluang fisik terkait • Pemantauan dan peningkatan
Risk Management
Climate Physical
perubahan iklim melalui analisis perubahan iklim ke dalam Enterprise manajemen risiko LST
Fisik Iklim
skenario Risk Management dan ESG risk • Monitoring continuous improvement
• Assess climate physical risks/ register of ESG risk management
opportunities using scenario analysis • Integration of climate physical risk/
opportunities into Enterprise Risk
Management and ESG risk register
140 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Mewujudkan Akuntabilitas melalui Tata Kelola yang Beretika
Achieving Accountability through Ethical Governance
Pemetaan Risiko Iklim
Climate Risk Mapping
Jenis Risiko Peristiwa Risiko Dampak Jangka Waktu Respon
Risk Type Risk Event Impact Timeframe Response
Risiko Transisi
Transition Risk
Kebijakan Peraturan lingkungan 1. Dampak Operasional Jangka 1. Memantau secara proaktif perubahan
dan Hukum hidup yang lebih Peningkatan upaya adaptasi menengah hukum dan peraturan terkait dan
Policy and ketat terkait dengan terhadap perubahan iklim, seperti hingga panjang meningkatkan saluran penjualan.
Law pertambangan batubara, teknologi atau inovasi untuk Medium to long 2. Menetapkan target emisi GRK dalam
mendorong adaptasi mengurangi emisi GRK. term KPI operasional dan menetapkan tata
2. Dampak Finansial kelola data untuk mendukung kewajiban
terhadap perubahan iklim,
Penetapan harga karbon, pelaporan dan pengungkapan.
misalnya kebijakan pasar
baik melalui pajak langsung, 1. Proactively monitor changes in laws
karbon dan mekanisme skema perdagangan emisi, and regulations and improve sales
penetapan harga karbon. atau mekanisme penghindaran channels.
Stricter environmental kebocoran karbon dapat 2. Set GHG emission targets in
regulations related to menciptakan biaya tambahan operational KPIs and establish data
coal mining, encouraging melalui rantai nilai.
governance to support reporting
adaptation to climate 1. Operational Impact
obligations.
change, such as carbon Increased efforts to adapt to climate
market policies and carbon change, such as technologies
pricing mechanisms. or innovations to reduce GHG
emissions.
2. Financial Impact
Carbon pricing, whether through
direct taxation, emissions trading
schemes, or carbon leakage
avoidance mechanisms, may create
additional costs throughout the
value chain.
Pasar Meningkatnya permintaan 1. Dampak Operasional Peningkatan Jangka Mempelajari dan menjajaki peluang
Market akan energi terbarukan. upaya pemenuhan energi terbarukan. menengah diversifikasi bisnis ke energi yang lebih
Increased demand for 2. Dampak Finansial Pendapatan hingga panjang ramah lingkungan.
renewable energy. bisnis energi terbarukan tahun 2025 Medium to long Studying and exploring opportunities
sebesar USD 1,1 juta Penambahan term for business diversification into more
CAPEX 2025 terhadap energi environmentally friendly energy.
terbarukan sebesar USD 5,7 juta.
1. Operational Impact Increased
efforts to meet renewable energy
needs.
2. Financial Impact Renewable energy
business revenue in 2025 will be USD
1.1 million Additional CAPEX in 2025
for renewable energy will be USD 5.7
million.
Reputasi Perubahan persepsi 1. Dampak Operasional Penghentian Jangka 1. Menjelajahi berbagai sumber
Reputation pemangku kepentingan kemitraan dengan lembaga keuangan pendek hingga pendanaan.
terhadap perusahaan karena mereka mengurangi porsi menengah 2. Meninjau kebijakan bank dan lembaga
tambang batubara dalam bekerja sama dengan Short to lain yang terkait dengan perubahan iklim
sebagai kontributor perusahaan ekstraksi sumber daya medium term dan perkembangan pembatasan yang
alam, Kurangnya kepercayaan dari berlaku.
industri tinggi karbon.
pemegang saham dan pasar 1. Explore various funding sources.
Changes in stakeholder
2. Dampak Finansial Penurunan 2. Review bank and other institution policies
perceptions of coal mining funding dan investment, related to climate change and applicable
companies as contributors meningkatkan biaya keuangan atau restrictions.
to high-carbon industries. divestasi penjualan Perusahaan
1. Operational Impact
Termination of partnerships with
financial institutions due to their
reduced involvement in cooperation
with natural resource extraction
companies, lack of trust from
shareholders and the market
2. Financial Impact
Decrease in funding and investment,
increased financial costs or
divestment of company sales
Teknologi Peningkatan permintaan 1. Dampak Operasional Jangka Memadukan fleksibilitas untuk optimalisasi
Technology dan adopsi terhadap Volume penjualan yang dikontrak menengah nilai agar sesuai dengan permintaan.
teknologi dan energi lebih rendah, harga diskon yang hingga panjang Combining flexibility for value optimization to
alternatif untuk tinggi untuk batubara di luar Medium to long match demand.
mensubstitusi batubara. spesifikasi term
2. Dampak Finansial
Increased demand and
Peningkatan CAPEX
adoption of alternative
1. Operational Impact
technologies and energy Lower contracted sales volumes,
sources to substitute coal. high discount prices for coal outside
specifications
2. Financial Impact
Increased CAPEX
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 141
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Jenis Risiko Peristiwa Risiko Dampak Jangka Waktu Respon
Risk Type Risk Event Impact Timeframe Response
Finansial Perubahan peraturan 1. Dampak Operasional Jangka 1. Proaktif dalam melakukan monitoring
[201-2] terkait pertambangan Dampak terhadap realisasi tujuan menengah perubahan peraturan dan hukum yang
Financial batubara strategis tahun berjalan. hingga panjang berdampak pada bisnis perusahaan.
[201-2] Changes in regulations 2. Dampak Finansial Medium to long 2. Meningkatkan kanal penjualan batubara.
related to coal mining Dampak terhadap laba (EBIT) atau term 3. Mengelola faktor biaya yang dapat
rencana biaya. Estimasi kerugian dikontrol antara lain jarak OB dan
akibat risiko berkisar USD 20-30 batubara, stripping ratio level, konsumsi
juta. bahan bakar, serta optimalisasi
1. Operational Impact pemanfaatan armada tongkang.
Impact on the realization of strategic 1. Proactive in monitoring regulatory and
objectives for the current year. legal changes that impact the company's
2. Financial Impact business.
Impact on profit (EBIT) or cost plans. 2. Increase coal sales channels.
Estimated losses due to risk range 3. Manage controllable cost factors,
from USD 20-30 million. including OB and coal distance, stripping
ratio level, fuel consumption, and
optimization of barge fleet utilization.
Risiko Fisik
Physical Risk
Akut Mengacu pada hal-hal 1. Dampak Operasional Jangka Memperbaiki metode dan perhitungan
Acute yang didorong oleh Banjir dan longsoran pada pit yang pendek hingga forecast hujan, meninjau praktik sistem
peristiwa, termasuk dapat mengganggu operasional menengah drainase, mengevaluasi dan memantau
peningkatan keparahan sehingga menurunkan produksi Short to kinerja pengelolaan air.
peristiwa cuaca ekstrem, dan kehilangan kesempatan untuk medium term Improve rainfall forecast methods and
mendapatkan batubara tepat waktu calculations, review drainage system
yaitu hujan ekstrem dan
sesuai rencana. practices, evaluate and monitor water
pola hujan yang tidak
2. Dampak Finansial management performance.
dapat diprediksi Peningkatan biaya operasional.
Increased severity of 1. Operational Impact
extreme weather events, Flooding and landslides in pits that
such as extreme rainfall can disrupt operations, thereby
and unpredictable rainfall reducing production and losing the
patterns opportunity to obtain coal on time .
2. Financial Impact
Increased operational costs.
Polusi udara yang lebih 1. Dampak Operasional Jangka 1. Mengelola batubara yang berpotensi
tinggi dari emisi udara dari Upaya tambahan untuk mengatasi pendek hingga tinggi mengalami pembakaran spontan.
kegiatan operasi (debu) polusi debu dan keluhan menengah 2. Menggunakan aplikasi atau sistem untuk
Higher air pollution masyarakat sekitar. Short to mengukur kondisi debu di area tambang
from air emissions from 2. Dampak Finansial medium term dan masyarakat.
Biaya tambahan untuk instalasi 1. Managing coal that has a high potential
operational activities (dust)
semprotan air dan penyewaan for spontaneous combustion.
truk air, dampak terhadap biaya 2. Using applications or systems to
sosial dari keluhan atau reputasi measure dust conditions in mining areas
masyarakat. and communities.
1. Operational Impact
Additional efforts to address dust
pollution and complaints from the
surrounding community.
2. Financial Impact
Additional costs for installing water
spray systems and renting water
trucks, impact on social costs from
complaints or community reputation.
Kronis Pergeseran jangka 1. Dampak Operasional Jangka 1. Memantau ketinggian air di sungai
Chronic panjang dalam pola iklim, Mengganggu proses rantai pasokan menengah dan menyiapkan prediksi serta
pola dan durasi musim karena rendahnya permukaan hingga panjang menyesuaikan jadwal kapal.
kemarau yang lebih air sungai. Kekurangan air untuk Medium to long 2. Memantau sistem drainase, kolam
panjang menyebabkan memitigasi kebakaran batubara dan term pengendapan dan pasokan air serta
kebakaran hutan. kondisi waduk.
kekurangan air dan
2. Dampak Finansial 1. Monitor river water levels and prepare
kebakaran hutan.
Biaya tambahan untuk mengatasi forecasts and adjust ship schedules.
Long-term shifts in kelangkaan air, Meningkatnya premi 2. Monitor drainage systems, settling
climate patterns, longer asuransi akibat bencana alam yang ponds and water supplies, and reservoir
dry seasons and longer disebabkan oleh perubahan iklim. conditions.
durations of droughts are 1. Operational Impact
causing water shortages Disruption of supply chain processes
and forest fires. due to low river water levels. Water
shortages to mitigate coal fires and
forest fires.
2. Financial Impact
Additional costs to address water
scarcity, increased insurance
premiums due to natural disasters
caused by extreme weather.
142 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Mewujudkan Akuntabilitas melalui Tata Kelola yang Beretika
Achieving Accountability through Ethical Governance
Salah satu peluang utama yang telah diidentifikasi adalah One of the key opportunities identified is the development
pengembangan portofolio energi terbarukan dan layanan of a renewable energy portfolio and low-carbon energy
energi rendah karbon. ITM mulai mengembangkan proyek services. ITM has begun developing solar photovoltaic (PV)
solar photovoltaic (PV) di area operasional dan wilayah sekitar projects in its operational areas and surrounding regions,
tambang, dengan potensi akumulatif mencapai 300 MWp with a cumulatively reaching 300 MWp within the next five
dalam 5 tahun ke depan. Inisiatif ini berpotensi menurunkan years. This initiative has the potential reduction in
biaya operasional listrik (untuk 300 MWp) mencapai Rp75 electricity operating costs (for 300 MWp) is estimated to
miliar/tahun. reach Rp75 billion/year.
Selain itu, ITM juga mengembangkan inovasi efisiensi energi In addition, ITM is also developing energy efficiency and
dan digitalisasi operasional untuk menekan konsumsi bahan operational digitization innovations to reduce fuel
bakar dan meningkatkan produktivitas. Implementasi PLTS consumption and increase productivity. The
mengurangi penggunaan bahan bakar sebesar 132.732 liter implementation of the Solar Power Plant (PLTS) reduced
di site TCM pada tahun 2025. fuel consumption by 132,732 liters at the TCM site in 2025.
Metrik dan Target Metrics and Targets
ITM menetapkan target ambisius menuju netralitas karbon ITM has set ambitious targets for carbon neutrality across
di seluruh kegiatan operasional. Perusahaan menargetkan all operational activities. The Company targets a 6%
pengurangan intensitas emisi 6% di tahun 2026 dari tahun reduction in emissions intensity in 2026 from the 2023
dasar 2023, dengan strategi meliputi peningkatan baseline year, with strategies including increased use of
pemanfaatan energi terbarukan serta pengembangan renewable energy and the development of emission-free
infrastruktur transportasi bebas emisi. transportation infrastructure.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 143
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Etika Bisnis
Business Ethics
Pendekatan Manajemen [3-3][CSS-12.20.1]
Management Approach
Topik Material: Etika Bisnis dan Transparansi
Material Topic: Business Ethics and Transparency
Kebijakan | Policy
• Kebijakan Tata Kelola | GCG Policy
• Aturan Perilaku | Code of Conduct
Dampak dan Pengelolaan | Impact and Management
Integritas dan transparansi merupakan pondasi bagi ITM dalam membangun tata kelola perusahaan yang bertanggung
jawab.
Integrity and transparency are the foundations for ITM in establishing responsible corporate governance.
Sumber Daya dan Evaluasi | Resources and Evaluation
Departemen Corporate Secretary menjalankan fungsi pengawasan terhadap kebijakan etika bisnis dan antikorupsi.
Evaluasi rutin terhadap sistem pelaporan pelanggaran dilakukan setiap tahun, dan hasilnya dibahas secara transparan
dalam rapat Komite SDGC. Evaluasi 2025 menunjukkan bahwa penerapan prinsip etika di seluruh entitas ITM telah
berjalan selaras dengan nilai-nilai perusahaan.
The Corporate Secretary Department oversees business ethics and anti-corruption policies. Routine evaluations of
the violation reporting system are conducted annually, and the results are discussed transparently at SDGC meetings.
The 2025 evaluation shows that the implementation of ethical principles across all ITM entities is in line with the
company's values.
Antisuap dan Antikorupsi Anti-bribery and Anti-corruption
ITM menegakkan integritas di seluruh lini usaha dengan ITM upholds integrity across all lines of business by applying
menerapkan prinsip zero tolerance terhadap segala bentuk a zero tolerance policy towards all forms of bribery and
suap dan korupsi. Setiap insan ITM diwajibkan menjauhi corruption. Every ITM employee is required to refrain from
praktik yang dapat menimbulkan konflik kepentingan atau practices that could give rise to conflicts of interest or
pelanggaran etika bisnis. Komitmen ini diwujudkan melalui violations of business ethics. This commitment is manifested
Kebijakan dan Pedoman Antisuap dan Antikorupsi yang through the Anti-Bribery and Anti-Corruption Policy and
berlaku bagi seluruh karyawan dan dapat diakses secara Guidelines that apply to all employees and are publicly
terbuka di www.itmg.co.id. [205-2][CSS-12.20.3] accessible at www.itmg.co.id. [205-2][CSS-12.20.3]
Dalam penerapannya, ITM memiliki sistem pengawasan In practice, ITM has an internal monitoring system to detect
internal untuk mendeteksi indikasi korupsi serta menilai indications of corruption and assess activities that could
aktivitas yang berpotensi menimbulkan pelanggaran melalui potentially lead to violations through internal audits and
audit internal dan evaluasi kinerja yang dilakukan oleh performance evaluations conducted by the Internal Audit
Departemen Audit Internal. Selain itu, tim ERSM secara rutin Department. In addition, the ERSM team regularly conducts
melaksanakan corruption risk assessment setiap tahun untuk annual corruption risk assessments for departments that
departemen yang memiliki risiko tinggi. are at high risk.
144 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Mewujudkan Akuntabilitas melalui Tata Kelola yang Beretika
Achieving Accountability through Ethical Governance
ITM memiliki platform Transparency Center sebagai sistem ITM has a Transparency Center platform as a system for
pelaporan pemberian atau penerimaan hadiah maupun reporting the giving or receiving of gifts or hospitality with
jamuan dengan pihak ketiga, termasuk potensi konflik third parties, including potential conflicts of interest, which
kepentingan pun terus dikuatkan. Platform tersebut dikelola continues to be strengthened. The platform is managed by
oleh Departemen Sekretaris Perusahaan di bawah the Corporate Secretary Department under the supervision
pengawasan senior management, dan hasil pelaksanaannya of senior management, and the results of its implementation
dilaporkan kepada Komite Pembangunan Berkelanjutan dan are reported to the Sustainable Development, GCG
Tata Kelola Perusahaan yang Baik (SDGC). Committee (SDGC).
Selama 2025, ITM menyelenggarakan delapan program During 2025, ITM organized eight anti-corruption dissemination
sosialisasi dan pelatihan antikorupsi melalui kegiatan induksi, and training programs through induction activities, direct
sosialisasi langsung, forum kontraktor, email, microlearning dissemination, contractor forums, emails, microlearning, and
dan CG Day untuk memperkuat penerapan prinsip integritas CG Day to strengthen the application of integrity and business
dan etika bisnis di seluruh lini usaha. Kegiatan-kegiatan di ethics principles across all lines of business. The above activities
atas melibatkan 137 karyawan ITM dan 174 mitra usaha. involved 137 ITM employees and 174 business partners.
Adapun aktivitas WhatsApp microlearning terkait antikorupsi WhatsApp microlearning activities related to anti-corruption
dilakukan kepada 1.048 karyawan. [205-2][CSS-12.20.3] were conducted for 1,048 employees. [205-2][CSS-12.20.3]
ITM secara bertahap melakukan pemetaan terhadap aktivitas ITM is gradually mapping activities that have the potential
yang memiliki potensi kerawanan terhadap perilaku korupsi. for corruption. This process is carried out collaboratively by
Proses ini dilaksanakan secara kolaboratif oleh tim Corporate the Corporate Secretary, Internal Audit, Risk Management,
Secretary, Internal Audit, Risk Management, dan departemen and related departments. A number of preventive measures
terkait. Sejumlah langkah pencegahan telah diterapkan have been implemented based on the principle of prudence,
berdasarkan prinsip kehati-hatian, antara lain melalui seleksi including through strict selection of business partners, due
mitra usaha yang ketat, pelaksanaan uji tuntas terhadap diligence on prospective business partners, and the signing
calon mitra bisnis, serta penandatanganan perjanjian of integrity commitment agreements. [205-1, 205-3][CSS-
komitmen integritas. [205-1, 205-3][CSS-12.20.2, CSS-12.20.4] 12.20.2, CSS-12.20.4]
Sepanjang tahun 2025, ITM tidak menerima sanksi, denda, Throughout 2025, ITM did not receive any sanctions, fines,
atau bentuk penalti lainnya yang berkaitan dengan kasus or other forms of penalties related to corruption cases. No
korupsi. Tidak terdapat pula karyawan yang dikenakan employees were subject to disciplinary action or dismissal
tindakan disiplin atau pemberhentian karena pelanggaran for violating anti-corruption policies. The company also
kebijakan antikorupsi. Perusahaan juga menegaskan affirmed its position of not engaging in political activities or
posisinya untuk tidak terlibat dalam kegiatan politik maupun making political contributions in any form. [205-2, 415-1] [CSS-
memberikan kontribusi politik dalam bentuk apa pun. [205-2, 12.22.2]
415-1] [CSS-12.22.2]
Sistem Pelaporan Pelanggaran Violation Reporting System
ITM menerapkan sistem pengaduan keluh kesah (grievance ITM implements a secure and transparent grievance
mechanism) dan pelaporan pelanggaran (whistleblowing mechanism and whistleblowing system, based on the
system) yang aman dan transparan, berdasarkan nilai-nilai company's core values and the principles of Good Corporate
inti perusahaan dan prinsip-prinsip Tata Kelola Perusahaan Governance. [2-16]
yang Baik. [2-16]
Platform yang digunakan sebagai saluran untuk hal tersebut The platform used as a channel for this can be found on the
dapat ditemukan pada website voisitmg.co.id. Pada saluran website voisitmg.co.id. Through this channel, stakeholders
ini pemangku kepentingan dapat memberikan keluh kesah can submit grievances related to employment, service,
terkait dengan isu ketenagakerjaan, pelayanan, bisnis dan business, human rights, and other issues, or complaints
hak asasi manusia dan lainnya atau pengaduan atas about violations of the code of ethics committed by ITM
pelanggaran kode etik yang dilakukan oleh karyawan ITM employees and subsidiaries, including directors and
dan anak usaha termasuk direksi dan komisaris. Pada commissioners. The platform also provides a channel for
platform itu pula terdapat saluran untuk melaporkan kejadian reporting incidents of sexual harassment and violence in
pelecehan dan kekerasan seksual di tempat kerja. Saluran the workplace. This channel is available 24 hours a day and
ini melayani selama 24 jam dan dapat diakses oleh seluruh is accessible to all ITM and subsidiary stakeholders (the
pemangku kepentingan ITM dan anak usaha (masyarakat, public, government, business partners, and others). [2-16]
pemerintah, mitra bisnis dan lainnya). [2-16]
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 145
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Selama 2025, ITM menerima empat pengaduan dugaan During 2025, ITM received four reports of alleged violations
pelanggaran melalui IWBC dan dua laporan keluh kesah. through the IWBC and two grievances. Each report was
Setiap laporan ditindaklanjuti sesuai dengan prosedur followed up in accordance with internal procedures as
internal yang dijelaskan pada website perusahaan www.itmg. described on the company website www.itmg.co.id. If critical
co.id. Bila ditemukan isu kritis seperti pelanggaran etika atau issues such as ethical violations or conflicts of interest were
konflik kepentingan, manajemen melakukan penelaahan found, management conducted reviews and corrective
dan tindakan korektif untuk menjaga integritas serta actions to maintain the integrity and transparency of the
transparansi perusahaan. company.
Informasi lebih lengkap mengenai platform-platform More detailed information about the above platforms can
tersebut di atas dapat dilihat pada Corporate Governance be found in the Corporate Governance Communication
Communication Pack yang dapat diunduh pada website ITM Pack, which can be downloaded from the ITM website via
melalui tautan ini https://www.itmg.co.id/id/governance/ this link: https://www.itmg.co.id/id/governance/corporate-
corporate-governance-communication-pack/ governance-communication-pack/communication-pack.
communication-pack.
Informasi lebih lengkap mengenai Whistleblowing System dapat dilihat pada Laporan Tahunan 2025 ITM pada Bab Sistem Pelaporan Pelanggaran.
More detailed information about the Whistleblowing System can be found in the ITM 2025 Annual Report in the Violation Reporting System chapter.
Persaingan Usaha yang Sehat Fair Competition
ITM senantiasa menjaga praktik persaingan usaha yang ITM consistently maintains fair business competition
sehat dengan menetapkan harga sesuai pedoman nasional practices by setting prices in accordance with national and
dan internasional. Kebijakan antipersaingan ini ditegaskan international guidelines. This anti-competition policy is
dalam Kode Etik Perusahaan yang wajib dipatuhi oleh seluruh emphasized in the Company Code of Ethics, which all
pekerja. Dalam proses pengadaan, Perusahaan mewajibkan employees are required to comply with. In the procurement
peserta tender untuk menyerahkan deklarasi integritas process, the Company requires tender participants to submit
sebagai jaminan bahwa tidak ada keterlibatan dalam praktik a declaration of integrity as a guarantee that they are not
antipersaingan atau korupsi. Melalui penerapan sistem involved in anti-competition practices or corruption. Through
e-procurement, ITM mengedepankan nilai etika bisnis berupa the implementation of an e-procurement system, ITM
kejujuran, keterbukaan, efisiensi, efektivitas, dan promotes business ethics values such as honesty,
akuntabilitas. Sepanjang 2025, perusahaan tidak menerima transparency, efficiency, effectiveness, and accountability.
tuduhan maupun menghadapi kasus hukum yang berkaitan Throughout 2025, the company did not receive any allegations
dengan praktik persaingan tidak sehat, anti-trust, atau or face any legal cases related to unfair competition, anti-
monopoli. [206-1] trust, or monopoly practices. [206-1]
146 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Mewujudkan Akuntabilitas melalui Tata Kelola yang Beretika
Achieving Accountability through Ethical Governance
Digitalisasi, Teknologi,
dan Inovasi Keberlanjutan
Digitalization, Technology, and Sustainability Innovations
Pendekatan Manajemen [3-3]
Management Approach
Topik Material: Digitalisasi dan Teknologi, Inovasi dan Bisnis Berkelanjutan
Material Topic: Digitalization and Technology, Innovation and Sustainable Business
Kebijakan | Policy
• Kebijakan Keamanan Siber dan Perlindungan Data Pribadi
Cybersecurity and Personal Data Protection Policy
• Standar Manajemen Program Penyewaan Komputer
Computer Rental Program Management Standard
• Pertumbuhan Berkelanjutan melalui inovasi
Sustainable Growth through innovation
Dampak dan Pengelolaan | Impact and Management
Digitalisasi dan inovasi merupakan salah satu pendorong utama transformasi bisnis menuju masa depan energi
berkelanjutan perusahaan.
Digitalization and innovation are among the key drivers of business transformation towards the company's sustainable
energy future.
Sumber Daya dan Evaluasi | Resources and Evaluation
Tanggung jawab pengelolaan digitalisasi dan teknologi berada di bawah tanggung jawab Departemen Teknologi
Informasi (IT), sementara transformasi digital dan inovasi menjadi tanggung jawab Departemen Digital Center of
Excellence (DCOE) serta Management Systems and Business Processes (MSBP). Evaluasi tahunan dilakukan melalui
sesi kolaboratif antar-departemen untuk menilai kemajuan inisiatif dan merumuskan langkah perbaikan. Hasil evaluasi
tahun 2025 bahwa sinergi perlu ditingkatkan dan diarahkan secara lebih terfokus pada penguatan fondasi data yang
siap AI (AI–data ready), sekaligus pengembangan kapabilitas AI pada insan ITM guna mendukung transformasi digital
berkelanjutan.
Responsibility for managing digitalization and technology falls under the Information Technology (IT) Department,
while digital transformation and innovation are the responsibility of the Digital Center of Excellence (DCOE) and
Management Systems and Business Processes (MSBP) Departments. Annual evaluations are conducted through
collaborative inter-departmental sessions to assess the progress of initiatives and formulate improvement measures.
The results of the 2025 evaluation that synergy needs to be strengthened and directed more strategically toward
reinforcing an AI data ready foundation, while simultaneously developing AI capabilities among ITM personnel to
support sustainable digital transformation.
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Digitalisasi pada Proses Bisnis Digitalization of Business
Processes
Transformasi digital menjadi landasan penting bagi ITM dalam Digital transformation is an important foundation for ITM in
memperkuat daya saing dan kesiapan menuju penyedia solusi strengthening its competitiveness and readiness to become a
energi masa depan. future energy solution provider.
Inisiatif pada Digitalisasi Pertambangan
Initiatives on Mining Digitalization
Invoice Management System Melak – Safety Initiative
Digitalisasi proses penagihan untuk meningkatkan akurasi, Penguatan standar keselamatan kerja melalui sistem
transparansi, dan kecepatan verifikasi serta pembayaran. pemantauan dan pelaporan yang lebih terstruktur. Inisiatif ini
Sistem ini mengurangi proses manual, memperkuat kontrol meningkatkan identifikasi risiko, kepatuhan SOP, dan respons
internal, dan memperbaiki kualitas rekonsiliasi data. terhadap insiden, mendukung budaya K3 yang lebih kuat.
Digitalization of the billing process to improve accuracy, Strengthening occupational safety standards through a more
transparency, and the speed of verification and payments. structured monitoring and reporting system. This initiative
This system reduces manual processes, strengthens internal enhances risk identification, SOP compliance, and incident
controls, and improves the quality of data reconciliation. response, supporting a stronger safety culture.
Melak – Coal Inventory Management HSEC SIGAP Enhancement
Optimalisasi pencatatan dan pemantauan stok batubara Penyempurnaan sistem SIGAP untuk meningkatkan
melalui digitalisasi proses inventori. Memberikan visibilitas pengelolaan aspek kesehatan, keselamatan, lingkungan, dan
stok yang lebih akurat, mengurangi potensi selisih, dan komunitas. Memperkuat kualitas pelaporan, investigasi, dan
meningkatkan efektivitas perencanaan produksi serta logistik. analisis risiko melalui mekanisme digital yang lebih responsif.
Optimization of coal stock recording and monitoring through the Enhancement of the SIGAP system to improve the
digitalization of inventory processes. Provides more accurate management of health, safety, environmental, and community
stock visibility, reduces potential discrepancies, and improves aspects. Strengthens reporting quality, investigation, and risk
the effectiveness of production and logistics planning. analysis through more responsive digital mechanisms.
Transformasi digital terus dipercepat melalui kolaborasi antara Digital transformation continues to accelerate through collaboration
DCoE dan berbagai fungsi menggunakan metodologi Design between DCoE and various functions using the Design Thinking
Thinking dan SCRUM. Sepanjang 2025, terdapat beberapa inovasi and SCRUM methodologies. Throughout 2025, there were several
yang dikembangkan senilai USD 5,1 juta. ITM juga memperkuat innovations worth USD 5.1 million. ITM will also strengthen its
fondasi teknologi melalui integrasi platform data menyeluruh, technological foundation through comprehensive data platform
penguatan keamanan siber, adopsi teknologi dan infrastruktur, integration, enhanced cyber security, technology and infrastructure
standardisasi kerangka kerja ITM Application, dan implementasi adoption, ITM Application framework standardization, and Industry
teknologi Industri 4.0. Dalam aspek pengembangan SDM, Digital 4.0 technology implementation. In terms of human resource
Capability Center (DCC) berperan sebagai motor peningkatan development, the Digital Capability Center (DCC) acts as a driver
kompetensi digital dengan menyelenggarakan 26 program for improving digital competencies by organizing 26 training
pelatihan yang diikuti oleh 886 peserta sepanjang tahun. programs attended by 886 participants throughout the year.
Keamanan Digital Digital Security
ITM memastikan bahwa tata kelola digitalisasi dan keamanan ITM ensures that digitalization governance and information
informasi berada di bawah struktur pengawasan yang kuat dan security are under a strong supervisory structure and are in line
selaras dengan standar Internasional ISO 27001. Direksi ITM with the International ISO 27001 standard. The ITM Board of
memiliki tanggung jawab utama dalam mengawasi strategi Directors has primary responsibility for overseeing the
digitalisasi, keamanan informasi, serta efektivitas pengelolaan digitalization strategy, information security, and the effectiveness
risiko siber. Pengawasan ini merupakan bagian integral dari tata of cyber risk management. This oversight is an integral part of
kelola risiko perusahaan. corporate risk management.
ITM telah menetapkan Chief Information Security Officer (CISO) ITM has appointed a Chief Information Security Officer (CISO)
sebagai pimpinan fungsi keamanan informasi dan siber. Selain itu, to lead information and cyber security functions. In addition, ITM
ITM menerapkan mekanisme cyber security governance dan proses implements a cyber security Governance mechanism and a
evaluasi risiko teknologi yang dilakukan oleh unit Internal Audit, IT technology risk evaluation process carried out by the Internal
Governance, dan CISO Office. Audit, IT Governance, and CISO Office units.
Selama tahun pelaporan, peningkatan sistem TI dilakukan melalui During the reporting year, IT system improvements were made
penerapan ISO 20000 Sistem Manajemen Layanan TI guna through the implementation of the ISO 20000 IT Service
memperkuat pengelolaan layanan dan kinerja teknologi informasi Management System to strengthen service management and
di seluruh unit bisnis. Selain audit eksternal, perusahaan juga information technology performance across all business units.
melakukan audit internal keamanan sistem di lingkungan In addition to external audits, the company also conducts internal
perusahaan setiap satu kali setahun oleh tim audit internal ISO system security audits within the company environment annually
yang terdiri dari tim IT dan MSBP. Perusahaan juga memiliki by the internal ISO audit team, comprising representatives from
Kebijakan Keamanan Siber dan Perlindungan Data Pribadi yang the IT and MSBP functions. The company also has a
dapat diakses melalui situs ITM. Cybersecurity and Personal Data Protection Policy that can be
accessed through the ITM website.
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Achieving Accountability through Ethical Governance
Keamanan Sistem IT IT System Security
ITM terus berupaya memperkuat infrastruktur teknologi ITM continues to strengthen its information technology
informasi dan pengelolaan data digital. Sepanjang 2025, tidak infrastructure and digital data management. Throughout 2025,
ada kejadian kebocoran data maupun laporan pengaduan dari there were no data breaches or complaints from stakeholders,
pemangku kepentingan, menunjukkan efektivitas sistem demonstrating the effectiveness of the protection system in
perlindungan yang diterapkan. [418-1] place. [418-1]
Kami melatih setiap karyawan untuk bertanggungjawab atas We train every employee to be responsible for IT security
keamanan IT di seluruh lingkungan perusahaan dengan throughout the company environment by understanding the
memahami bentuk-bentuk ancaman, tindakan pencegahan, types of threats, preventive measures, and incident escalation
serta proses eskalasi insiden. Jika ditemukan insiden, karyawan processes. If an incident is discovered, employees can report
dapat melaporkan kepada IT helpdesk dengan kategori it to the IT helpdesk under the security category. An investigation
keamanan. Selanjutnya akan dilakukan proses investigasi dan and incident resolution process will then be carried out in
penyelesaian insiden dengan proses sesuai dengan SOP Incident accordance with the Incident Response Handling SOP. These
Response Handling. Persyaratan keamanan informasi ini juga information security requirements also apply to ITM's partners.
diberlakukan kepada mitra kerja ITM. Selama 2025, tidak terdapat During 2025, there were no data breaches or complaints from
insiden kebocoran data ataupun pengaduan dari pemangku stakeholders.
kepentingan.
Inovasi Ramah Lingkungan Environmentally Friendly
Innovation
ITM menempatkan inovasi sebagai pendorong dalam ITM positions innovation as a driving force in realizing the
mewujudkan transisi menuju energi yang lebih bersih dan transition toward cleaner and more sustainable energy.
berkelanjutan. Berbagai inovasi ramah lingkungan dikembangkan Throughout 2025, various environmentally friendly innovations
sebagai rencana dari adaptasi perubahan iklim, antara lain: were developed as part of the climate change adaptation plan,
[102-2] including: [102-2]
1. Proyek Green Habit, yang dijalankan oleh karyawan dari PT 1. The Green Habit Project, run by employees of PT IMM to
IMM untuk mengelola sampah domestik / organik. manage domestic/organic waste.
2. Proyek Arboretum 30 Gemilang, inisiatif yang dijalankan 2. The Arboretum 30 Gemilang Project, an initiative run by PT
oleh PT IMM dalam mengintegrasikan prinsip keberlanjutan IMM to integrate sustainability principles into company
ke dalam operasional perusahaan, khususnya dalam operations, particularly in environmental management. By
pengelolaan lingkungan hidup. Hingga Maret 2025, PT IMM March 2025, PT IMM had progressively carried out
telah melaksanakan kegiatan reklamasi secara progresif reclamation activities covering a total area of 9,503
dengan total luasan mencapai 9.503 hektare sebagai wujud hectares as part of the company's responsibility for post-
tanggung jawab perusahaan terhadap pemulihan lahan mining land restoration.
pascatambang.
3. Proyek Enviro Tangguh, yang dijalankan oleh karyawan dari 3. The Enviro Tangguh Project, carried out by employees of
Jorong Barutama Greston untuk meningkatkan kualitas Jorong Barutama Greston to improve soil quality through
tanah melalui pemanfaatan material organik berbasis the use of digitally monitored organic materials around
pemantauan digital di sekitar void. voids.
Di lingkungan seluruh perusahaan, inovasi dikelola melalui Divisi Throughout the company, innovation is managed through the
Management System & Business Process (MSBP), yang Management System & Business Process (MSBP) Division,
berfungsi menghimpun, menilai, dan mengkoordinasikan ide-ide which collects, assesses, and coordinates ideas from various
dari berbagai departemen. Salah satu wadah utama departments. One of the main platforms for innovation
pengembangan inovasi adalah ITMnovation, sebuah kompetisi development is ITMnovation, an internal competition open to
internal yang terbuka bagi seluruh karyawan dan anak all employees and subsidiaries, both individually and in groups.
perusahaan, baik secara individu maupun kelompok.
Selama 2025, tercatat 29 proyek inovasi kelompok yang selesai During 2025, there were 29 completed group innovation projects,
dijalankan, meningkat sekitar 6,9 % dibanding 2024 dan sebanyak an increase of approximately 6.9% compared to 2024, and 266
266 ide individu melalui IdeaBlast yang selesai dijalankan, individual ideas through IdeaBlast were completed, an increase
meningkat sebesar 68 % dibanding 2024. Tingkat partisipasi of 68% compared to 2024. Employee participation in innovation
karyawan dalam kegiatan inovasi meningkat 11,3% menjadi activities increased by 11.3% to 32.5% compared to 2024. Of all
32,5%, dibandingkan 2024. Dari seluruh ide tersebut, terdapat these ideas, seven projects themed around environmentally
tujuh proyek bertemakan inovasi ramah lingkungan telah friendly innovation have made a real contribution to reducing
memberikan kontribusi nyata terhadap pengurangan emisi emissions by 173,343 tons CO₂eq*.
sebesar 173,343 ton CO₂eq*.
*: berdasarkan perhitungan dan pandangan dari masing-masing tim proyek
*: based on calculation & view from each project team
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 149
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Kinerja Ekonomi dan
Manajemen Rantai Pasok
Economic Performance and Supply Chain Management
Pendekatan Manajemen [3-3][CSS-12.8.1]
Management Approach
Topik Material: Kinerja Ekonomi dan Manajemen Rantai Pasok
Material Topic: Economic Performance and Supply Chain Management
Kebijakan | Policy
Kode Etik Pemasok | Supplier Code of Conduct
Dampak dan Pengelolaan | Impact and Management
ITM menempatkan efektivitas pengelolaan rantai pasok dan kinerja ekonomi sebagai dua faktor penting dalam
membangun bisnis yang berkelanjutan.
ITM places supply chain management effectiveness and economic performance as two important factors in building
a sustainable business.
Sumber Daya dan Evaluasi | Resources and Evaluation
Tanggung jawab atas pengelolaan rantai pasok dan kinerja ekonomi dijalankan secara kolaboratif oleh Departemen
Operasional, Departemen Keuangan, Departemen Penjualan, dan Departemen Logistik. Penilaian kinerja ekonomi
dilaksanakan secara berkala melalui evaluasi laporan keuangan dan operasional, serta pengukuran pencapaian
terhadap indikator kinerja utama (KPI) yang telah ditetapkan oleh Direksi dan Dewan Komisaris. Di tahun 2025, hasil
evaluasi menunjukkan Perusahaan berhasil mencapai target produksi serta meningkatkan pendapatan non batubara
yang berasal dari energi terbarukan dan mineral strategis.
Responsibility for supply chain management and economic performance is carried out collaboratively by the Operations
Department, Finance Department, Sales Department, and Logistics Department. Economic performance is assessed
periodically through the evaluation of financial and operational reports, as well as the measurement of achievements
against key performance indicators (KPIs) set by the Board of Directors and Board of Commissioners. In 2025, the
evaluation results showed the Company successfully achieved its coal production targets while increasing non-coal
revenue derived from renewable energy and strategic minerals.
Menghadapi tantangan harga batubara global yang menurun, Facing the challenge of declining global coal prices, ITM was
ITM tetap dapat mencatatkan kinerja ekonomi yang optimal still able to record optimal economic performance through
melalui peningkatan efisiensi dan disiplin finansial. Produksi improved efficiency and financial discipline. The Company’s
perusahaan tidak hanya memenuhi, tetapi juga melampaui target production not only met but also exceeded the targets set.
yang ditetapkan. Capaian ini merupakan hasil dari pengelolaan This achievement was the result of efficient cost
biaya yang efisien dan disiplin dalam manajemen kas. management and disciplined cash management.
ITM mengedepankan kualitas produk melalui teknologi ITM prioritizes product quality through blending technology,
blending, yang memastikan nilai kalori batubara sesuai which ensures that the calorific value of coal meets customer
dengan kebutuhan pelanggan. Pendekatan ini menjadi requirements. This approach provides a competitive
keunggulan kompetitif karena memungkinkan perusahaan advantage by enabling the company to reach a wider market,
menjangkau pasar yang lebih luas, termasuk segmen including the premium segment, and adapt to changes in
premium dan menyesuaikan diri dengan perubahan global market demand.
permintaan pasar global.
Setiap tahun, ITM berusaha memenuhi kewajiban penjualan Each year, ITM strives to fulfill its Domestic Market Obligation
batubara untuk pasar domestik (DMO) melalui entitas anak (DMO) for coal sales to the domestic market through its
perusahaan. Pada tahun 2025, total volume penjualan subsidiary entities. In 2025, the total volume of coal sales to
batubara ke pasar domestik mencapai 5,5 juta ton. the domestic market reached 5.5 million tons.
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Target dan Realisasi Produksi dan Penjualan Batubara (Juta Ton)
Target and Realization of Coal Production and Sales (Million Tons)
2025
Uraian
Description Target Realisasi Persentase (%)
Target Realization Percentage
Produksi | Production 20.8 - 21.9 21.2 101.9
Penjualan | Sales 26.3-27.4 24.7 93.9
Realisasi Penjualan Batubara
Coal Sales Realization
2025 2024 2023
Pelanggan
Customer Juta Ton Juta Ton Juta Ton
% % %
Million Tons Million Tons Million Tons
Domestik | Domestic 5.5 22.3 5.6 23.3 5.1 24.3
Ekspor | Export 19.2 77.7 18.4 76.7 15.8 75.7
Jumlah | Total 24.7 100.0 24.0 100.0 20.9 100.0
ITM terus menjaga kontribusi ekonomi yang bertanggung ITM continues to maintain responsible economic
jawab di tengah fluktuasi pasar energi. Pada tahun 2025, contributions amid fluctuations in the energy market. In
Perusahaan membukukan pendapatan bersih sebesar USD 2025, the Company recorded net revenue of USD 1,881 million,
1.881 juta, menurun 18% dari tahun sebelumnya dan laba representing an 18% decrease compared to the previous
bersih sebesar USD 195 juta menurun 48% dari tahun year, and net profit of USD 195 million, decreasing by 48%
sebelumnya. Meskipun terjadi penurunan dibandingkan compared to the previous year. Despite the decrease from
tahun sebelumnya, ITM tetap berkomitmen memberikan the prior year, ITM remains committed to delivering added
nilai tambah bagi perekonomian nasional. Kontribusi tersebut value to the national economy. This contribution is reflected
tercermin melalui pembayaran pajak dan Penerimaan Negara in tax payments and Non-Tax State Revenue (PNBP)
Bukan Pajak (PNBP) sebesar USD 338 juta, termasuk di amounting to USD 338 million, including USD 248 million in
dalamnya sebesar USD 248 juta. Adapun sebagian besar PNBP. The majority of ITM’s revenue continues to be derived
pendapatan ITM masih berasal dari penjualan batubara, from coal sales, followed by other income such as interest
diikuti oleh pendapatan lain seperti bunga bank dan deposito. from bank accounts and time deposits. As of the end of the
Hingga akhir tahun pelaporan, ITM tidak menerima dukungan reporting year, ITM did not receive any financial assistance
finansial dari pemerintah. [201-1, 201-4][CSS-12.8.2, CSS-12.2.2, from the government. [207-1, 207-2, 207-3, 207-4][CSS-12.21.4,
12.21.3] CSS-12.21.5, CSS-12.21.6, CSS-12.21.7]
Departemen Keuangan bertanggung jawab atas pengelolaan The Finance Department is responsible for tax management
dan pelaporan pajak, dengan dukungan Fungsi Finance and reporting, with support from the Finance Function
(termasuk Tax Departement) dan Enterprise Risk and Strategy (including the Tax Department) and Enterprise Risk and
Management dalam memantau risiko serta memastikan Strategy Management in monitoring risks and ensuring
kepatuhan. Setiap potensi risiko pajak dimasukkan dalam daftar compliance. Any potential tax risks are included in the
risiko korporasi dan dievaluasi melalui rapat yang dilaksanakan corporate risk register and evaluated through quarterly
secara kuartal. ITM menjalin kerja sama dengan konsultan pajak meetings. ITM works closely with tax consultants and
dan otoritas terkait untuk memastikan proses perpajakan yang relevant authorities to ensure accurate and transparent
akurat dan transparan. Selama 2025, tidak ditemukan kasus taxation processes. During 2025, there were no cases of tax
pelanggaran pajak di lingkungan perusahaan. [207-1, 207-2, 207-3, violations within the company. [207-1, 207-2, 207-3, 207-4][CSS-
207-4][CSS-12.21.4, CSS-12.21.5, CSS-12.21.6, CSS-12.21.7] 12.21.4, CSS-12.21.5, CSS-12.21.6, CSS-12.21.7]
ITM menempatkan perhatian serius pada potensi dampak ITM pays serious attention to the potential impact of climate
perubahan iklim terhadap kondisi keuangan perusahaan. change on the company's financial condition. As a form of
Sebagai bentuk antisipasi, strategi internal disusun untuk anticipation, an internal strategy has been developed to adjust
menyesuaikan volume produksi berdasarkan kondisi cuaca production volume based on dynamic weather conditions.
yang dinamis. Hingga akhir 2025, tidak tercatat adanya Until the end of 2025, there have been no recorded disruptions
gangguan pada proses produksi maupun distribusi batubara to the coal production and distribution processes due to the
akibat dampak fisik perubahan iklim. [201-2] physical impacts of climate change. [201-2]
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 151
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Laporan keuangan ITM telah diaudit oleh akuntan publik ITM's financial statements have been audited by an independent
independen. Data keuangan lengkap perusahaan dapat public accountant. Complete financial data of the company
dilihat melalui situs resmi www.itmg.co.id. can be viewed on the official website www.itmg.co.id.
Nilai Ekonomi yang Dihasilkan dan Didistribusikan (Ribu USD) [201-1][12.21.2]
Economic Value Generated and Distributed (Thousand USD)
Nilai Ekonomi yang Dihasilkan
2025 2024 2023
Economic Value Generated
Pendapatan Bersih | Net Revenues 1,881,107 2,304,497 2,374,315
Pendapatan Bunga Bank dan Deposito | Income from Bank Interest and Deposits 40,111 41,228 34,517
Pendapatan/(Pengeluaran) Selisih Kurs | Foreign Exchange Income/(Expenses) (1,463) (11,012) 201
Pendapatan/(Pengeluaran) Lain-lain | Other Income/(Expenses) (18,409) (18,827) 3,930
Nilai Ekonomi yang Dihasilkan | Economic Value Generated 1,901,346 2,315,886 2,412,963
Nilai Ekonomi yang Didistribusikan | Economic Value Distributed
Biaya Operasional | Operational Costs 1,122,384 1,149,343 1,051,813
Gaji Pekerja dan Benefit Lainnya | Employees Salaries and Other Benefits
Pekerja Operasional | Operational Employees 40,466 45,579 41,267
Pekerja Administrasi dan Penjualan | Administrative and Sales Staff 25,169 24,273 22,396
Jumlah Gaji Pekerja dan Manfaat Lain | Total Employee Salaries and Other Benefits 65,635 69,852 63,663
Pembayaran kepada Penyandang Dana | Payments to Providers of Capital
Dividen kepada Pemegang Saham | Dividend to Shareholders 203,167 215,992 673,907
Bunga Pinjaman kepada Bank | Loan Interest to the Bank 3,753 3,229 1,380
Pengeluaran untuk Pemerintah (Pajak, Royalti dan Lainnya) | Payment to Government (Taxes,
337,812 423,300 543,397
Royalties and Others)
Pengeluaran untuk Masyarakat | Community Investments 1,682 1,548 3,671
Nilai Ekonomi yang Didistribusikan | Economic Value Distributed 1,734,433 1,863,264 2,337,831
Nilai Ekonomi yang Ditahan | Economic Value Retained 166,913 452,622 75,132
Nilai Ekonomi yang Ditahan Sebelum Dividen | Economic Value Retained Excluding Dividend 370,080 668,614 749,039
Keterangan | Notes:
Sumber Laporan Laba Rugi Konsolidasi yang telah diaudit. Kinerja ekonomi meliputi seluruh anak perusahaan; IMM, TCM, BEK, KTD, JBG, TIS, ITMI, IBU, IEU, IBP, TRUST, GEM, NPR, SME,
EBP, GPK, CPI, IHP. Informasi keuangan tidak dapat disajikan berdasarkan negara karena ITM hanya beroperasi di Indonesia.
Audited Consolidated Profit and Loss Statements. Economic performance cover all subsidiaries; IMM, TCM, BEK, KTD, JBG, TIS, ITMI, IBU, IEU, IBP, TRUST, GEM, NPR, SME, EBP, GPK, CPI,
IHP. Financial information is not presented by country because ITM only operates in Indonesia.
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Pengelolaan Rantai Pasok yang Responsible Supply Chain
Bertanggung Jawab Management
ITM menerapkan Kode Etik Pemasok untuk memastikan ITM implements a Supplier Code of Conduct to ensure that
seluruh mitra bisnis beroperasi sesuai dengan nilai all business partners operate in accordance with
keberlanjutan. sustainability values.
Direksi dan manajemen eksekutif mengawasi penerapan The Board of Directors and executive management oversee
standar keberlanjutan di seluruh rantai pasok, mencakup the implementation of sustainability standards throughout
etika bisnis, lingkungan, dan keselamatan kerja. ITM meninjau the supply chain, covering business ethics, the environment,
praktik pembelian dan pengadaan untuk memastikan and occupational safety. ITM reviews purchasing and
pemasok mematuhi persyaratan LST. Pemasok yang belum procurement practices to ensure that suppliers comply with
memenuhi standar, diwajibkan melakukan perbaikan atau ESG requirements. Suppliers that do not meet the standards
dapat dikeluarkan dari daftar mitra. Untuk mendukung hal are required to make improvements or may be removed
ini, ITM secara rutin memberikan pelatihan kepada tim from the list of partners. To support this, ITM regularly
pembelian dan pemangku kepentingan internal guna provides training to the purchasing team and internal
memperkuat pemahaman atas penerapan dan pengawasan stakeholders to strengthen their understanding of the
standar LST. implementation and monitoring of ESG standards.
ITM memperkuat kapasitas pemasok melalui program ITM strengthens supplier capacity through development
pengembangan berupa sosialisasi dan dialog berkelanjutan programs in the form of ongoing outreach and dialogue to
untuk menanamkan pemahaman tentang hak asasi manusia, instill an understanding of human rights, occupational health
kesehatan dan keselamatan kerja, serta memastikan tidak and safety, and to ensure that there are no practices of
ada praktik kerja paksa dan pekerja anak di seluruh rantai forced labor or child labor throughout the supply chain. [308-
pasok. [308-1, 308-2, 414-1, 414-2][CSS-12.15.8, CSS-12.15.9] 1, 308-2, 414-1, 414-2][CSS-12.15.8, CSS-12.15.9]
100%
Pemasok telah dinilai berdasarkan
kriteria sosial dan lingkungan
Suppliers have been assessed based on social
and environmental criteria
Pada tahun pelaporan, ITM memiliki 594 pemasok Tier-1, In the reporting year, ITM had 594 Tier-1 suppliers, which are
yaitu pemasok yang memiliki hubungan langsung dengan those that have a direct relationship with the company's
kegiatan operasional utama perusahaan. Dari jumlah main operational activities. Of these, 10 suppliers were
tersebut, 10 pemasok dikategorikan sebagai signifikan, categorized as significant, based on their contribution to
berdasarkan kontribusi nilai pembelian, keterkaitan strategis, purchase value, strategic relevance, and potential impact
serta dampak potensial terhadap kinerja operasional dan on operational performance and sustainability. These
keberlanjutan. Pemasok signifikan tersebut mewakili sekitar significant suppliers represent approximately 80% of the
80% dari total nilai belanja pemasok Tier-1. total value of Tier-1 supplier purchases.
ITM telah melakukan asesmen terhadap 8 pemasok, baik ITM has assessed 8 suppliers, both through desk
melalui desk assessment maupun on-site assessment, dari assessments and on-site assessments, out of a total of 10
total 10 pemasok yang ditetapkan. Dari keseluruhan pemasok designated suppliers. Of all the significant suppliers
signifikan yang teridentifikasi, sekitar 80% telah menjalani identified, approximately 80% have undergone the
proses asesmen. Hasil evaluasi menunjukkan tidak ada assessment process. The evaluation results show that there
pemasok yang memiliki potensi atau dampak negatif are no suppliers that have significant negative potential or
signifikan terhadap aspek LST. impact on ESG aspects.
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Produk dan Layanan Pelanggan
Products and Customer Services
Pendekatan Manajemen [3-3]
Management Approach
Topik Material: Produk dan Layanan Pelanggan
Material Topic: Products and Customer Services
Kebijakan | Policy
• Kebijakan Produk | Product Policy
• Kebijakan Layanan Pelanggan | Customer Service Policy
Dampak dan Pengelolaan | Impact and Management
ITM memahami bahwa ketersediaan produk yang terjaga dan layanan pengiriman yang tepat waktu merupakan faktor
penting dalam mempertahankan kepercayaan pelanggan.
ITM understands that maintaining product availability and timely delivery services are important factors in retaining
customer trust.
Sumber Daya dan Evaluasi | Resources and Evaluation
Tanggung jawab pengelolaan produk dan layanan pelanggan berada pada Departemen Operation serta Coal Sales &
Trading (CST). Evaluasi kinerja layanan dilakukan secara berkala setiap dua tahun melalui survei kepuasan pelanggan.
Berdasarkan survei yang dilaksanakan pada tahun 2025, Customer Satisfaction Index (CSI) ITM tercatat sebesar 89,91%.
Responsibility for product management and customer service lies with the Operations Department and Coal Sales &
Trading (CST). Service performance evaluations are conducted periodically every two years through customer satisfaction
surveys. Based on a survey conducted in 2025, ITM's Customer Satisfaction Index (CSI) was recorded at 89.91%.
Manajemen Keberlangsungan Usaha Business Continuity Management
Perusahaan menerapkan sistem Manajemen Keberlangsungan The company implements a Business Continuity
Usaha melalui penerapan Rencana Keberlangsungan Bisnis Management system through the application of a Business
(Business Continuity Plan) untuk meminimalkan potensi Continuity Plan to minimize potential negative impacts and
dampak negatif serta mengelola situasi darurat atau krisis manage emergency or crisis situations that may arise in
yang mungkin terjadi dalam kegiatan operasional, baik di operational activities, both at the company and subsidiary
tingkat perusahaan maupun anak usaha. levels.
Penjaminan Mutu dan Kepuasan Quality Assurance and Customer
Pelanggan Satisfaction
ITM berupaya menjaga kepercayaan pelanggan melalui produk ITM strives to maintain customer trust through high-quality
dan layanan berkualitas tinggi. Seluruh (100%) produk batubara products and services. All (100%) of the coal products
yang dihasilkan telah melewati proses kontrol mutu yang produced have undergone a rigorous quality control process,
ketat, memastikan kesesuaian dengan standar dan kebutuhan ensuring compliance with standards and customer
pelanggan. Pada tahun 2025, tidak ada produk yang ditarik requirements. By 2025, there were no product recalls and
kembali, dan tidak ada insiden ketidakpatuhan yang berkaitan no incidents of non-compliance related to customer health
dengan dampak kesehatan atau keselamatan pelanggan. or safety impacts. To support continuous improvement,
Untuk mendukung peningkatan berkelanjutan, ITM melakukan ITM conducts customer satisfaction surveys. [416-1, 416-2,
survei kepuasan pelanggan. [416-1, 416-2, 417-1, 417-2, 417-3] 417-1, 417-2, 417-3]
Survei Kepuasan Pelanggan 2025
2025 Customer Satisfaction Survey 89.91%
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Achieving Accountability through Ethical Governance
Perizinan dan Kepatuhan
Licensing and Compliance
Pendekatan Manajemen [3-3]
Management Approach
Topik Material: Perizinan dan Kepatuhan
Material Topic: Licensing and Compliance
Kebijakan | Policy
1. Kebijakan Kepatuhan - ITM-P-CRM-001 | Compliance Policy - ITM-P-CRM-001
2. Standar Manajemen Kepatuhan - ITM-MS-CRM-001 | Compliance Management Standard - ITM-MS-CRM-001
Dampak dan Pengelolaan | Impact and Management
Perusahaan meyakini kepatuhan terhadap regulasi dan perizinan merupakan bagian tak terpisahkan dari tata kelola
yang baik. Pemenuhan kewajiban hukum secara konsisten menjadi dasar dalam membangun kepercayaan pemangku
kepentingan dan memastikan keberlanjutan usaha.
The company believes that compliance with regulations and licensing is an integral part of good governance. Consistent
fulfillment of legal obligations is the basis for building stakeholder trust and ensuring business sustainability.
Sumber Daya dan Evaluasi | Resources and Evaluation
Fungsi External Relations bertanggung jawab atas pengelolaan perizinan dengan dukungan dari Corporate Secretary
dan Legal, sementara Fungsi Compliance memastikan seluruh proses operasional berjalan sesuai dengan ketentuan
hukum yang berlaku. Fungsi ini juga berkoordinasi dengan Internal Audit dan fungsi operasional lainnya untuk
memperkuat sistem pengawasan.
The External Relations function is responsible for managing licensing with support from the Corporate Secretary
and Legal, while the Compliance function ensures that all operational processes run in accordance with applicable
laws. This function also coordinates with Internal Audit and other operational functions to strengthen the monitoring
system.
Evaluasi kepatuhan dilakukan triwulanan setiap tahun dan pertemuan rutin dua mingguan sebagai bentuk monitoring
dan tindak lanjut terhadap perubahan regulasi. Adapun hasil evaluasi tahun 2025 yaitu 100% kepatuhan perizinan
utama dan ≥75% kewajiban teknis.
Compliance evaluations are conducted quarterly each year and biweekly meetings are held as a form of monitoring
and follow-up on regulatory changes. Based on the 2025 evaluation, the Company achieved 100% compliance in
primary licensing requirements and ≥75% fulfillment of technical obligations.
Kepatuhan Sosioekonomi Socioeconomic Compliance
Sebagai bagian dari komitmen terhadap penerapan prinsip As part of its commitment to implementing ESG principles,
LST, ITM menjadikan tata kelola yang baik sebagai landasan ITM has made good governance a key foundation for
utama dalam menjalankan bisnis yang patuh dan conducting business in a compliant and socially responsible
bertanggung jawab sosial. Melalui penguatan fungsi manner. By strengthening compliance functions and
kepatuhan dan integrasi nilai-nilai etika dalam setiap proses integrating ethical values into every business process, the
bisnis, Perusahaan memastikan pengelolaan operasional Company ensures that operations are managed transparently
berjalan secara transparan dan sesuai regulasi. ITM juga and in accordance with regulations. ITM has also developed
mengembangkan sistem pemantauan untuk memastikan a monitoring system to ensure that all licensing and
seluruh perizinan dan kewajiban terpenuhi tepat waktu. obligations are fulfilled in a timely manner. In-depth analysis
Analisis mendalam terhadap perubahan regulasi menjadi of regulatory changes forms the basis for ITM in anticipating
dasar bagi ITM dalam mengantisipasi risiko hukum dan legal risks and maintaining business sustainability.
menjaga keberlangsungan bisnis secara berkelanjutan.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 155
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Lampiran
Appendix
156 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Lampiran
Appendix
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 157
Page 158
Jumlah Kecelakaan Kerja [403-2, 403-9][CSS-12.14.3, CSS-12.13.10]
Number of Work-related Injuries
2025 2024 2023
ITM dan Anak Usaha
ITM and Subsidiaries Berat Ringan Berat Ringan Berat Ringan
Fatal Fatal Fatal
Major Minor Major Minor Major Minor
PT Bharinto Ekatama 2 0 0 2 2 0 2 2 0
PT Kitadin Embalut 0 0 0 0 0 0 0 0 0
PT Kitadin Tandung Mayang 0 0 0 0 0 0 0 0 0
PT Indominco Coal Mining 0 1 0 0 0 0 0 2 0
PT Jorong Barutama
0 0 0 0 0 0 0 0 0
Greston
PT Trubaindo Coal Mining 1 1 0 0 1 0 0 0 0
PT. Graha Panca Karsa 0 1 1 0 1 1 0 0 0
PT. Nusa Persada Resources 0 0 0 0 0 0 0 0 0
PT. Tepian Indah Sukses 0 1 0 0 0 0 N/A N/A N/A
PT Indo Tambangraya Megah
0 0 0 0 0 0 0 0 0
– Samarinda Office
PT Indo Tambangraya Megah
0 0 0 0 0 0 0 0 0
– Balikpapan Office
Jumlah | Total 3 4 1 2 4 1 0 3 0
Keterangan | Notes:
TRUST merupakan kontraktor dari WIUP TCM dan WIUP BEK
TRUST is a contractor from WIUP TCM and WIUP BEK
Injury Rate dan Lost Day Rate [403-2, 403-9][CSS-12.14.3, CSS-12.14.10]
Injury Rate and Lost Day Rate
2025 2024 2023
ITM dan Anak Usaha
ITM and Subsidiaries Injury Lost day Injury Lost day Injury Lost day
Rate Rate Rate Rate Rate Rate
PT Bharinto Ekatama 0.1 580.66 0.29 595.92 0.06 7.34
PT Kitadin Embalut 0 0 0 0 0.0 0.0
PT Kitadin Tandung Mayang* 0 0 0 0 0 0
PT Indominco Coal Mining 0.07 0.5 0.18 552.18 0.15 14.98
PT Jorong Barutama Greston 0 0 0 0 0.0 0.0
PT Trubaindo Coal Mining 0.15 452.4 0 0 0.0 0.0
PT. Graha Panca Karsa 1.18 8.26 1.46 11.71 0.0 0.0
PT. Nusa Persada Resources 0 0 0 0 0.0 0.0
PT. Tepian Indah Sukses 1.09 81.49 0 0 NA NA
PT Indo Tambangraya Megah – Samarinda Office 0 0 0 0 0.0 0.0
PT. Indo Tambangraya Megah – Balikpapan Office 0 0 0 0 0.0 0.0
Jumlah | Total 0.14 326.73 0.19 345.33 0.07 7.18
Keterangan | Notes:
TRUST merupakan kontraktor dari WIUP TCM dan WIUP BEK
* PT Kitadin Tandung Mayang tidak beroperasi dan telah menyelesaikan tahap pascatambang serta telah menyerahkan lahan pinjam pakai kawasan hutan ke pemerintah pada November 2022
TRUST is a contractor from WIUP TCM and WIUP BEK
*PT Kitadin Tandung Mayang is not operating and has completed the post-mining stage and has handed over the borrow-to-use forest area to the government on November 2022
158 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Jumlah Pekerja Berdasarkan Kewarganegaraan dan Gender [2-7]
Number of Employees Based on Citizenship and Gender
2025 2024 2023
WNI WNI WNI
WNA WNA WNA
ITM dan Anak Usaha Indonesian Indonesian Indonesian
Expatriate Expatriate Expatriate
ITM and Subsidiaries Citizen Citizen Citizen
Pria Wanita Pria Wanita Pria Wanita Pria Wanita Pria Wanita Pria Wanita
Male Female Male Female Male Female Male Female Male Female Male Female
PT Indo Tambangraya 137 44 20 5 123 35 24 2 111 33 25 1
Megah
PT Indominco Mandiri 409 71 2 0 447 69 4 0 467 69 4 0
PT Trubaindo Coal Mining 264 32 6 0 274 34 5 0 296 37 7 0
PT Bharinto Ekatama 274 84 10 0 271 86 8 0 260 80 6 0
PT Kitadin 14 4 0 0 14 4 0 0 14 4 0 0
PT Jorong Barutama
73 7 1 0 96 11 2 0 101 10 3 0
Greston
PT Tambang Raya Usaha
69 7 9 0 460 31 11 1 626 28 13 1
Tama
PT Gas Emas 0 0 0 0 0 0 0 0 0 0 0 0
PT Nusa Persada
25 3 1 0 13 2 0 0 9 2 0 0
Resources
PT ITM Bhinneka Power 13 0 3 1 12 0 3 1 8 0 3 1
PT Tepian Indah Sukses 8 2 0 0 7 2 0 0 4 2 0 0
PT Energi Batubara
3 3 0 0 3 3 1 0 2 2 1 0
Perkasa
PT Graha Panca Karsa 28 6 2 0 21 7 2 0 19 4 0 0
PT Cahaya Power
15 6 0 0 13 3 0 0 10 2 0 0
Indonesia
1,332 269 54 6 1,754 287 60 4 1,927 273 62 3
Jumlah | Total 1,601 60 2,041 64 2,200 65
1,661 2,105 2,265
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 159
Page 160
Jumlah Pekerja Berdasarkan Status Kepegawaian dan Lokasi Penempatan [2-7]
Number of Employee Based on Employment Status and Placement Location
2025 2024 2023
Entitas
Entity Tetap Kontrak Tetap Kontrak Tetap Kontrak
Permanent Contract Permanent Contract Permanent Contract
PT Indo Tambangraya Megah 168 38 147 37 132 38
PT Indominco Mandiri 473 9 508 12 533 7
PT Trubaindo Coal Mining 288 14 303 10 328 12
PT Bharinto Ekatama 333 35 320 45 308 38
PT Kitadin 18 0 18 0 18 0
PT Jorong Barutama Greston 80 1 106 3 111 3
PT Tambang Raya Usaha Tama 70 15 412 91 402 266
PT Gas Emas 0 0 0 0 0 0
PT Nusa Persada Resources 21 8 9 6 9 2
PT ITM Bhinneka Power 13 4 11 5 7 5
PT Tepian Indah Sukses 9 1 7 2 4 2
PT Energi Batubara Perkasa 6 0 6 1 4 1
PT Graha Panca Karsa 26 10 20 10 18 5
PT Cahaya Power Indonesia 13 8 10 6 9 3
1,518 143 1,877 228 1,883 382
Jumlah | Total
1,661 2,105 2,265
Jumlah Pekerja Alih Daya ITM Berdasarkan Area Operasi dan Gender [2-7]
Number of ITM Outsourced Employees based on Area of Operation and Gender
2025 2024 2023
Area Operasi
Area of Operation Pria Wanita Pria Wanita Pria Wanita
Male Female Male Female Male Female
TCM 61 12 262 20 43 7
BEK 77 16 203 39 88 33
GPK 0 0 0 0 21 2
NPR 0 0 0 0 10 1
IMM 33 2 33 2 33 2
JKT 21 3 22 5 27 11
BPN 21 6 26 7 11 5
TRUST 414 5 470 32 169 6
KTD 0 0 0 0 19 0
627 44 1,016 105 421 67
Jumlah | Total
671 1,121 488
160 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Jumlah Pekerja Berdasarkan lokasi Point of Hire [2-7, 401-1]
Number of Employees based on Point of Hire location
Wilayah
2025 2024 2023
Area
Kalimantan Timur 854 1,149 1,282
East Kalimantan
Kalimantan Selatan
82 109 114
South Kalimantan
Kalimantan Tengah
0 4 8
Central Kalimantan
Luar Kalimantan
725 843 861
Outside Kalimantan
Jumlah | Total 1,661 2,105 2,265
Jumlah Pekerja Berdasarkan Tingkat Pendidikan [2-7]
Number of Employees based on Level of Education
2025 2024 2023
Pendidikan
Education Pria Wanita Pria Wanita Pria Wanita
Male Female Male Female Male Female
SD 33 2 37 2 42 2
Elementary School
SMP
53 0 69 0 79 1
Junior High School
SMA
533 28 838 35 1,018 37
Senior High School
D3
137 31 166 36 165 35
Diploma
S1
566 190 640 199 624 180
Bachelor Degree
S2
64 24 62 19 57 21
Master Degree
S3
0 0 2 0 4 0
Doctorate
Lainnya
0 0 0 0 0 0
Others
1,386 275 1,814 291 1,989 276
Jumlah | Total
1,661 2,105 2,265
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 161
Page 162
Jumlah Pekerja tahun 2025 Berdasarkan Masa Kerja [2-7]
Number of Employees Based on Working Period
Entitas Jumlah
0-5 6-11 12-17 18-23 24-29 30-Up
Entity Total
PT Indo Tambangraya Megah 64 33 70 30 7 2 206
PT Indominco Mandiri 16 54 138 77 161 36 482
PT Trubaindo Coal Mining 15 37 93 153 2 2 302
PT Bharinto Ekatama 121 84 83 70 6 4 368
PT Kitadin 1 1 10 1 2 3 18
PT Jorong Barutama Greston 3 5 9 51 13 0 81
PT Tambang Raya Usaha Tama 34 23 13 9 5 1 85
PT Nusa Persada Resources 15 7 3 4 0 0 29
PT ITM Bhinneka Power 13 4 0 0 0 0 17
PT Tepian Indah Sukses 1 3 2 4 0 0 10
PT Energi Batubara Perkasa 4 2 0 0 0 0 6
PT Graha Panca Karsa 17 3 10 6 0 0 36
PT Cahaya Power Indonesia 21 0 0 0 0 0 21
Jumlah | Total 325 256 431 405 196 48 1,661
Jumlah Pekerja Berdasarkan Usia dan Gender [2-7]
Number of Employees Based on Age and Gender
2025 2024 2023
Kelompok Usia
Age Group Pria Wanita Pria Wanita Pria Wanita
Male Female Male Female Male Female
18 - 25 19 17 14 14 41 21
26 - 35 245 95 365 104 500 120
36 - 45 571 121 746 128 839 104
46 - 55 523 40 647 43 586 29
56 and Up 28 2 42 2 23 2
1,386 275 1,814 291 1,989 276
Jumlah | Total
1,661 2,105 2,265
Rekrutmen Karyawan Baru Berdasarkan Kelompok Usia dan Gender [401-1][CSS-12.15.2]
New Employee Recruitment by Age Group and Gender
2025 2024 2023
Kelompok Usia
Age Group Pria Wanita Pria Wanita Pria Wanita
Male Female Male Female Male Female
18 - 25 7 3 21 15 17 13
26 - 35 21 7 86 18 87 18
36 - 45 5 2 80 10 41 4
46 - 55 0 0 46 4 9 0
56 and Up 0 0 20 1 11 1
33 12 253 48 165 36
Jumlah | Total
45 301 201
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Appendix
Rekrutmen Karyawan Baru Berdasarkan Gender dan Wilayah [401-1] [CSS-12.15.2]
New Employee Recruitment by Gender and Region
2025 2024 2023
Area Operasi
Operation Area Pria Wanita Pria Wanita Pria Wanita
Male Female Male Female Male Female
BEK - JKT OFFICE 2 1 18 11 14 11
BEK - MELAK SITE 3 0 37 11 20 8
CPI - JKT OFFICE 4 3 7 2 6 2
EBP - JKT OFFICE 1 0 1 2 0 0
GPK - JKT OFFICE 0 0 1 0 2 0
GPK - MELAK SITE 2 0 8 2 2 2
IBP - JKT OFFICE 2 0 6 0 5 0
IMM - BONTANG SITE 2 2 50 5 6 1
ITM - BPN OFFICE 0 1 7 1 3 0
ITM - JKT OFFICE 11 5 25 2 13 0
JBG - JORONG SITE 0 0 3 0 4 0
KTD - EMBALUT SITE 0 0 4 0 1 0
NPR - MELAK SITE 2 0 8 0 3 1
TCM - MELAK SITE 4 0 14 1 5 1
TIS - MELAK SITE 0 0 5 0 3 2
TRUST - MELAK SITE 0 0 54 9 75 8
TCM - JKT OFFICE 0 0 0 0 2 0
IMM - JKT OFFICE 0 0 4 1 1 0
JBG - JKT OFFICE 0 0 0 1 0 0
KTD - JKT OFFICE 0 0 1 0 0 0
33 12 253 48 165 36
Jumlah | Total
45 301 201
Perputaran Pekerja Sukarela [401-1][CSS-12.15.2]
Voluntary Employee Turnover
Deskripsi
%
Description
Tingkat Perputaran Pekerja Sukarela tahun 2025 (YTD)
2.05
Voluntary Employee Turnover Rate in 2025 (YTD)
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 163
Page 164
Perputaran Pekerja Sukarela berdasarkan Gender di Tahun 2025 [401-1][CSS-12.15.2]
Voluntary Employee Turnover by Gender in 2025
Alasan Pria Wanita Jumlah
Reason Male Female Total
Pensiun Dini 11 1 12
Early Retirement
Pribadi (Sekolah, Keluarga, Kesehatan)
4 5 9
Personal (School, Family, Health)
Pekerjaan dan Pengembangan Karier
2 0 2
Job & Career Development
Fasilitas dan Tunjangan/Kesejahteraan
0 0 0
Facility & Benefit/Welfare
Tidak Diketahui
4 0 4
Unknown
Kompensasi/Remunerasi
1 0 1
Compensation/Remuneration
Lokasi Kerja
2 0 2
Work Location
Meninggal Dunia
4 0 4
Passed Away
Jumlah | Total 28 6 34
Perputaran Pekerja Sukarela berdasarkan Kelompok Usia di Tahun 2025 [401-1][CSS-12.15.2]
Voluntary Employee Turnover by Age Group in 2025
Kelompok Usia
2025
Age
18-25 tahun/years 0
26-35 tahun/years 13
36-45 tahun/years 11
46-55 tahun/years 10
Perputaran Pekerja Sukarela berdasarkan Wilayah di Tahun 2025 [401-1][CSS-12.15.2]
Voluntary Employee Turnover by Region in 2025
Wilayah
2025
Region
Kalimantan 14
Luar Kalimantan
20
Outside Kalimantan
164 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Appendix
Jam Pelatihan Tahun 2025 Berdasarkan Gender
Training Hours based on Gender in 2025
Jumlah Pekerja yang Rata-rata Jam Pelatihan Per
Jam Pelatihan Memperoleh Pelatihan Pekerja
Training Hours Total Employees Receiving Average Training Hours per
Entitas Training Employee
Entity
Pria Wanita Pria Wanita Pria Wanita
Male Female Male Female Male Female
PT. Bharinto Ekatama 8,370 2,984 339 110 25 27
PT. Cahaya Power Indonesia 559 58 26 8 22 7
PT. Energi Batubara Perkasa 44 132 5 9 9 15
PT. Graha Panca Karsa 2,183 176 59 13 37 14
PT. Indo Tambangraya Megah 3,476 1,628 204 94 17 17
PT. Indominco Mandiri 14,402 1,549 1,091 152 13 10
PT. ITM Bhinneka Power 854 38 44 3 19 13
PT. Jorong Barutama Greston 1,480 132 162 15 9 9
PT. Kitadin 236 149 29 16 8 9
PT. Nusa Persada Resources 592 24 31 1 19 24
PT. Tambang Raya Usaha Tama 6,073 965 471 63 13 15
PT. Tepian Indah Sukses 488 296 14 9 35 33
PT. Trubaindo Coal Mining 5,306 730 301 39 18 19
Jumlah | Total 44,063 8,861 2,776 532 243 212
Remunerasi
Remuneration
Satuan
2025 2024 2023
Rasio Remunerasi Pria dan Wanita Unit
Ratio of Male and Female
Remuneration Perempuan : Laki-laki
HQ Site HQ Site HQ Site
Female : Male
Rasio remunerasi pria dan wanita – berdasarkan level | Ratio of male to female remuneration – by rank
Strategic Leader (Executive) 0 0 0 0 0 0
Strategic Leader 1:0.99 0 1:1.11 0 1:0.9 1:0.8
Senior Operational Leader 1:1.02 1:0.96 1:1.02 1:1.1 1:1.2 1:1.1
Perempuan : Laki-laki
Female : Male
Operational Leader 1:0.95 1:1.36 1:0.95 1:1.06 1:1.1 1:1
First Line Leader 1:1.01 1:1.17 1:0.85 1:1.11 1:1.2 1:1.1
Foreman Below 1:.156 1:1.44 1:1.23 1:1.27 1:0.9 1:1
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 165
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Kinerja Keanekaragaman Hayati [101-5][CSS-12.5.2]
Biodiversity Performance
2025 2024 2023
Uraian
Description Beroperasi (a) Proyek (b) Beroperasi (a) Proyek (b) Beroperasi (a) Proyek (b)
Operating (a) Project (b) Operating (a) Project (b) Operating (a) Project (b)
Unit bisnis terkait dengan kawasan lindung | Business units related to protected areas
Berada dalam wilayah
- - - - - -
Inside the area
Berdekatan dengan
- - - - - -
Adjacent
Terdapat Sebagian
IMM - IMM - IMM -
Partially
Unit bisnis terkait dengan kawasan hutan belantara keanekaragaman hayati yang tinggi | Business unit related to a high biodiversity values
Berada dalam wilayah
BEK NPR BEK NPR BEK -
Inside the area
Berdekatan dengan
- - - - - -
Adjacent
Terdapat Sebagian
- - - - - -
Partially
Jumlah unit usaha | Total business units
Dinilai terkait potensi dampak
keanekaragaman hayati
8 - 8 - 8 -
Assessed to have potential
impacts on biodiversity
Diidentifikasi sebagai potensi
dampak yang tinggi
3 - 3 - 3 -
Identified as high impact
potential
Dinilai terkait nilai
keanekaragaman hayati
8 - 8 - 8 -
Assessed to have biodiversity
value
Perlu rencana pengelolaan
keanekaragaman hayati
8 - 8 - 8 -
Require a biodiversity
management plan
Menerapkan rencana
pengelolaan keanekaragaman
hayati 8 - 8 - 8 -
Implement a biodiversity
management plan
Luas (hektar) | Area (hectare)
Dinilai terkait potensi dampak
keanekaragaman hayati
83,277 - 80,669 - 80,669 -
Assessed to have potential
impacts on biodiversity
Dinilai terkait nilai
keanekaragaman hayati
83,277 - 80,669 - 80,669 -
Assessed to have biodiversity
value
Memiliki rencana pengelolaan
keanekaragaman hayati
83,277 - 80,669 - 80,669 -
Have a biodiversity
management plan
Area offset keanekaragaman
hayati - - - - - -
Biodiversity offset area
166 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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2025 2024 2023
Uraian
Description Beroperasi (a) Proyek (b) Beroperasi (a) Proyek (b) Beroperasi (a) Proyek (b)
Operating (a) Project (b) Operating (a) Project (b) Operating (a) Project (b)
Proporsi unit usaha | Business unit proportion
Dinilai terkait potensi dampak
keanekaragaman hayati
100% - 100% - 100% -
Assessed to have potential
impacts on biodiversity
Dinilai terkait nilai
keanekaragaman hayati
100% - 100% - 100% -
Assessed to have biodiversity
value
Memiliki rencana pengelolaan
keanekaragaman hayati(c)
Have a biodiversity
100% - 100% - 100% -
management plan(c)
(a) Unit bisnis yang saat ini beroperasi
(b) Dalam pengembangan dan konstruksi proyek, termasuk tambang dengan status perawatan & pemeliharaan
(c) Untuk unit(-unit) bisnis yang diidentifikasi sebagai potensi dampak keanekaragaman hayati yang tinggi saja
(a) Business units currently operating
(b) Under project development and construction, including mines with care & maintenance status
(c) For business unit(s) identified as potential high biodiversity impact only
Jenis dan Nomor Izin Wilayah Operasi
Type and Operating Area Permit Number
Wilayah Operasi Jenis dan Nomor Izin
Operational Area Permit Type and Number
SK. 406/Menhut-II/2010 Jo. SK. 671/Menlhk/Setjen/PLA.0/9/2019
PT Jorong Barutama Greston
SK. 637/Menhut-II/2011 jo. SK 1080/MENLHK/setjen/PLA.0/11/2021
SK. 549/Menhut-II/2013 jo.SK. 566/MENLHK/Setjen/PLA.0/9/2019
SK. 420/Menhut-II/2013
PT Indominco Mandiri SK. 538/Menhut-II/2010 jo. SK. 281/ Menlhk/Setjen/PLA.0/5/2021
SK. 565/Menhut-II/2010 jo.SK. 169/Menlhk/Setjen/PLA.0/4/2021
SK. 174/Menhut-II/2009 jo. SK.656/Menlhk/Setjen/PLA.0/9/2019
SK. 621/Menhut-II/2010 jo.SK. 384/Menlhk/Setjen/PLA.0/6/2021
PT Bharinto Ekatama SK. 946/Menhut-II/2013 jo. SK 539/2020 jo. SK.216/2021
SK.704/Menlhk/Setjen/PLA.0/9/2019
SK. 300/Menhut-II/2013
PT Trubaindo Coal Mining
SK. 945/Menhut-II/2013
PT Graha Panca Karsa SK 695/Menhut-II/2014
PT Nusa Persada Resources SK.100/MENLHK/SETJEN/PLA.O/2/2020
PT Tepian Indah Sukses SK.1260/MENLHK/SETJEN/PLA.0/12/2022
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 167
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Jumlah Limbah B3 yang Dihasilkan (Ton) [306-3, 306-4, 306-5][CSS-12.6.4, CSS-12.6.5, CSS-12.6.6]
Total Hazardous Waste Generated (Tons)
ITM & Kontraktor
ITM & Contractors
2025
Jenis Limbah B3 Off site On site
Type of Hazardous and Toxic Waste
Timbulan
Waste Generated Dikirim Disimpan di TPS B3 Dimanfaatkan
ke Pihak Ketiga* Store in Permitted Kembali
Sent to Third Party* Temporary Storage Reuse
Oli bekas
2,470.1 2,167.1 12.0 352.9
Used Oil
Gemuk bekas
0.7 0.6 0.1 0.0
Used Grease
Filter oli
194.5 210.3 8.1 0.0
Oil Filter
Baterai bekas (kecil)
0.8 0.9 0.0 0.0
Used Battery (Small)
Baterai bekas (besar)
68.8 73.5 0.4 0.0
Used Battery (Large)
Perlengkapan tulis
0.2 0.2 0.0 0.0
Stationary
Limbah medis
0.2 6.7 0.02 0.0
Clinical Waste
Bahan terkontaminasi
198.3 195.9 4.3 0.0
Contaminated Matter
Laboratory 0.0 0.0 0.0 0.0
Lainnya
57.3 56.9 1.8 0.0
Others
Jumlah | Total 2,990.8 2,712.1 26.6 352.9
Jumlah Spesies Flora Berdasarkan Daftar Merah IUCN* [101-7][CSS-12.5.5]
Number of Flora Species Based on IUCN Red List
Kategori IUCN Jumlah Spesies
No
IUCN Category Number of Species
Terancam punah kritis
1 1
Critically endangered
Terancam punah
2 0
Endangered
Rentan
3 1
Vulnerable
Hampir terancam
4 12
Near threatened
Risiko rendah
5 1
Least concern
*Jumlah spesies flora berdasarkan daftar Merah IUCN dengan habitat di wilayah yang terkena dampak operasi organisasi.
*Number of flora species based on IUCN Red list with habitats in areas affected by the operations of the organization.
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Appendix
ITM & Kontraktor
ITM & Contractors
2024 2023
Off site On site Off site On site
Timbulan Disimpan di Timbulan Disimpan di
Dikirim
Waste Dikirim TPS B3 Waste TPS B3
Dimanfaatkan ke Pihak Dimanfaatkan
Generated ke Pihak Ketiga* Store in Generated Store in
Kembali Ketiga* Kembali
Sent to Third permitted permitted
Reuse Sent to Third Reuse
Party* temporary temporary
Party*
storage storage
2,529.9 1,882.6 78.1 688.6 2,585.2 1,818.2 110.5 760.3
0.5 0.5 - 0.0 3.2 3.2 - 0.0
146.7 144.1 43.3 0.0 144.9 126.2 43.6 0.0
1.9 2.1 0.1 0.0 0.8 0.6 0.2 0.0
73.3 72.4 5.8 0.0 40.1 38.4 5.2 0.0
0.3 0.3 - 0.0 0.0 0.02 0.0 0.0
0.4 0.4 0.0 0.0 0.3 0.3 0.0 0.0
197.1 193.7 13.3 0.0 148.4 148.1 10.2 0.0
0.0 0.1 0.0 0.0 1.8 1.8 - 0.0
69.6 50.0 1.4 0.0 60.8 59.3 1.812 0.0
3,019.6 2,346.2 142.1 688.6 2,985.6 2,196.2 171.6 760.3
Jumlah Spesies Fauna Berdasarkan Daftar Merah IUCN* [101-7][CSS-12.5.5]
Number of Fauna Species Based on IUCN Red List
Kategori IUCN Jumlah Spesies
No
IUCN Category Number of Species
Terancam punah kritis
1 -
Critically endangered
Terancam punah
2 1
Endangered
Rentan
3 3
Vulnerable
Hampir terancam
4 1
Near threatened
Risiko rendah
5 6
Least concern
*Jumlah spesies fauna berdasarkan daftar Merah IUCN dengan habitat di wilayah yang terkena dampak operasi organisasi.
*Number of fauna species based on IUCN Red list with habitats in areas affected by the operations of the organization.
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 169
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Beberapa Pelatihan Lingkungan di 2025
Several environmental training programs in 2025
Tema Pelatihan Jumlah Peserta
No
Training Theme Number of Participants
Pengelolaan limbah, sampah & pembuatan kompos
1 30
Waste management, waste handling & compost production
Inventarisasi awal emisi GRK cakupan 3
2 22
Preliminary GHG scope 3 inventory
Gas Rumah Kaca (GRK) dan perubahan iklim
3 17
Greenhouse Gas (GHG) and climate change
Teknik sampling tanah dan interpretasi data hasil analisis tanah
4 8
Soil sampling techniques and interpretation of soil analysis data
Air asam tambang
5 6
Acid mine drainage
Program Pelatihan dan Pengembangan Karyawan Tahun 2025
Employee Training and Development Programs in 2025
Jumlah % dari Total Jam
Peserta Total Pelatihan Dampak Utama
Jenis Program Tujuan Utama Sasaran Peserta
No (Orang) FTE Total terhadap Bisnis
Program Type Main Objective Target Participants
Number of % of Training Key Business Impact
Participants Total FTE Hours
1 Program Meningkatkan Manajer, calon leader, 60 28.8 600 Kepemimpinan lebih
Kepemimpinan ITM kemampuan dan supervisor tingkat efektif, pengambilan
ITM Leadership kepemimpinan menengah keputusan lebih tepat,
Program strategis dan Managers, aspiring kinerja tim meningkat
operasional leaders, and mid-level More effective
Enhance strategic supervisors leadership, better
and operational decision-making,
leadership improved team
capabilities performance
2 Program Meningkatkan Leader / Supervisor 8 12.3 256 Operasional tambang
Pengembangan kemampuan tambang (Operational lebih efisien dan aman
Pemimpin Tambang kepemimpinan di Leader / First Line More efficient and safer
- Meningkatkan tambang Leader) mining operations
Semangat dan Kinerja Improve Mine leaders /
Mine Leader leadership skills supervisors
Development Program in mining (Operational Leader /
- Elevating The Pulse operations First Line Leader)
3 Program Memperkuat nilai Manajer & calon leader 70 68.5 1424 Budaya kerja harmonis,
Kepemimpinan Banpu kepemimpinan Managers & aspiring kepemimpinan
Heart berbasis budaya leaders konsisten
Banpu Heart Banpu Harmonious work
Leadership Program Strengthen culture, consistent
leadership values leadership
based on Banpu
culture
4 Program Memahami tata Direksi & eksekutif 22 28.5 592 Kepatuhan dan
Pengembangan kelola senior pengambilan keputusan
Eksekutif Direksi perusahaan Board of Directors & strategis lebih baik
– Tata Kelola Understand senior executives Better compliance and
Perusahaan corporate strategic decision-
Directorship Executive governance making
Development Program
– Company
Governance
5 Sesi Satu Lawan Satu Meningkatkan Manager / coach / 19 2.3 47.5 Performa tim
One on One Sessions efektivitas mentor (Senior meningkat, masalah
coaching & Operation Leader / diselesaikan lebih cepat
mentoring Operational Leader) Enhanced team
Improve coaching Managers / coaches / performance, faster
& mentoring mentors (Senior problem resolution
effectiveness Operation Leader /
Operational Leader)
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Jumlah % dari Total Jam
Peserta Total Pelatihan Dampak Utama
Jenis Program Tujuan Utama Sasaran Peserta
No (Orang) FTE Total terhadap Bisnis
Program Type Main Objective Target Participants
Number of % of Training Key Business Impact
Participants Total FTE Hours
6 Perubahan Dimulai Mengembangkan Semua level karyawan 14 10.8 224 Adaptasi organisasi
dari Saya mindset All employee levels lebih cepat terhadap
Change Starts with perubahan perubahan
Me pribadi Faster organizational
Develop personal adaptation to change
change mindset
7 Pengembangan Meningkatkan Karyawan operasional 41 31.5 656 Produktivitas
Kemampuan keterampilan / profesional meningkat, kesalahan
Capability Building teknis Operational / berkurang
Enhance professional Increased productivity,
technical skills employees fewer errors
8 Penyelarasan Budaya Menanamkan Semua level karyawan 13 5.0 104 Budaya perusahaan
Perusahaan perilaku inti All employee levels kuat, kolaborasi lebih
– Pemahaman atas Banpu Heart baik
Sepuluh Perilaku Embed Banpu Stronger corporate
Banpu Heart Heart core culture, better
Corporate Culture behaviors collaboration
Alignment - Decoding
Ten Behaviors of
Banpu Heart
9 Pelatihan Intensif Memahami Semua level karyawan 15 80.8 1680 Komitmen karyawan
Banpu Heart budaya All employee levels meningkat, kultur
Banpu Heart perusahaan organisasi solid
Bootcamp secara intensif Higher employee
Deep commitment, solid
understanding of organizational culture
company culture
10 Program Persiapan Persiapan masa Karyawan mendekati 7 10.8 224 Transisi pensiun lancar,
Purna Tugas Sukses pensiun pensiun kesejahteraan karyawan
Mulia Prepare for Employees meningkat
Sukses Mulia retirement approaching Smooth retirement
Awareness retirement transition, improved
Retirement Program employee well-being
11 Visualisasi Datamu Membuat Analis / staff data 8 0.8 16 Keputusan bisnis lebih
dengan Tampilan dashboard Analysts / data staff cepat dan data-driven
Visual Excel analisis data Faster, data-driven
Visualizing Your Data Develop analytical business decisions
with Excel Dashboard dashboards
12 Tahap Menengah Meningkatkan Staff administrasi / 29 22.3 464 Efisiensi kerja
Excel kemampuan analis meningkat, data lebih
Ms. Excel Excel Administrative staff / akurat
Intermediate Improve Excel analysts Increased work
proficiency efficiency, more accurate
data
13 Power BI Analisis dan Staff analis & 15 23.1 480 Insight bisnis lebih
Power BI reporting data manajemen cepat, keputusan lebih
Strengthen data Analysts & tepat
analysis and management Faster business insights,
reporting more precise decisions
14 Presentasi Bisnis Presentasi bisnis Karyawan & manajer 14 10.8 224 Komunikasi ide lebih
dengan Kecerdasan efektif Employees & managers jelas, pitching lebih
Buatan Improve business sukses
Business Presentation presentation Clearer idea
with AI skills communication, more
successful pitching
15 Microsoft AI untuk Penerapan AI Business leader / 30 5.8 120 Inovasi lebih cepat,
Pemimpin Bisnis dalam bisnis manager pengambilan keputusan
(AI-3017) Apply AI in Business leaders / berbasis data
Microsoft AI for business managers Faster innovation,
Business Leaders processes data-driven decision-
(AI-3017) making
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Jumlah % dari Total Jam
Peserta Total Pelatihan Dampak Utama
Jenis Program Tujuan Utama Sasaran Peserta
No (Orang) FTE Total terhadap Bisnis
Program Type Main Objective Target Participants
Number of % of Training Key Business Impact
Participants Total FTE Hours
16 Robotic Process Otomatisasi Staff operasional / IT 8 12.3 256 Efisiensi proses
Automation (RPA) proses Operational / IT staff meningkat, biaya
UiPath Automate operasional berkurang
operational Increased process
processes efficiency, lower
operational costs
17 Pendekatan Menguasai Project manager / tim 23 8.8 184 Proyek lebih cepat,
Terintegrasi Agile, metodologi proyek inovasi produk lebih
Design Thinking, dan proyek Project managers / relevan
Scrum Strengthen project teams Faster project
Integrated Agile, project completion, more
Design Thinking, and management relevant product
Scrum skills innovation
18 DevSecOps Keamanan & IT developer / 3 2.3 48 Pengembangan
Foundation integrasi DevOps engineer software lebih aman dan
DevSecOps Enhance DevOps cepat
Foundation security & Safer and faster
integration software development
19 Penguatan Menguasai tools PMO / project leader 11 2.1 44 Proyek lebih
Kapabilitas Tools manajemen terorganisir, risiko
PMO (INOC dan MS proyek berkurang
Planner) Learn project Better project
PMO Tools Capability management organization, reduced
Building (INOC and tools risk
Ms. Planner)
20 Rangkaian Analisis Analisis data Analis data / business 21 24.2 504 Strategi bisnis lebih
Tingkat Tinggi lanjutan intelligence tepat dan kompetitif
Advanced Analytic Strengthen Data analysts / More accurate and
Series advanced business intelligence competitive business
analytics strategies
capabilities
21 Permodelan Dasar Membuat model Staff finance / analisis 1 0.9 18 Analisis investasi &
Keuangan keuangan dasar Finance staff / analysts keputusan finansial
Basic Financial Develop basic lebih akurat
Modeling financial More accurate
modeling skills investment analysis and
financial decisions
22 SDCS (Perencana Perencanaan Planner tambang / 11 16.9 352 Produksi tambang
Tambang) untuk jadwal tambang engineer optimal, biaya minimal
Penjadwalan Plan optimal mine Mine planners / Optimal mining
Tambang schedules engineers production, minimal
SDCS (Mine Planner) costs
for Mine Scheduling
23 Peningkatan COUPA Optimalkan Staff procurement / 18 6.9 144 Proses pembelian lebih
COUPA Enhancement sistem COUPA finance efisien, transparansi
Optimize COUPA Procurement / finance meningkat
system usage staff More efficient
purchasing processes,
increased transparency
24 ITIL Foundation V4 Memahami IT IT staff / manager 2 1.5 32 Layanan TI lebih andal,
ITIL Foundation V4 Service downtime berkurang
Management More reliable IT services,
Understand IT reduced downtime
Service
Management
25 COBIT Foundation Tata kelola TI IT manager / auditor 1 0.8 16 Risiko TI berkurang,
2019 berbasis COBIT keputusan TI lebih tepat
COBIT Foundation Apply COBIT- Reduced IT risk, more
2019 based IT accurate IT decisions
governance
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Penyelenggaraan Pengembangan Kompetensi Keberlanjutan Tahun 2025 [2-17]
Sustainability Competency Development Program Implementation in 2025
Tema/Judul Kegiatan Peserta
Theme/Title of Activity Participant
Pelatihan Mengemudi Defensif | Defensive Driving Training 116
Pelatihan Kepatuhan dan Manajemen Risiko serta Pemanfaatan E-PLIS
72
Compliance & Risk Management Training and E-PLIS Utilization
Pengawas Operasional Pertama (POP) | First-Line Operational Supervisor (POP) 42
Dasar K3 | Basic OHS 40
Implementasi Sistem Manajemen Keselamatan Pertambangan (SMKP)
36
Implementation of Mining Safety Management System (MSMS)
Internal Auditor Sistem Manajemen Keselamatan Pertambangan (SMKP)
35
Internal Auditor of Mining Safety Management System (MSMS)
Pelatihan untuk Pelatih | Train The Trainers 26
Pelatihan untuk Pelatih (ToT) Berbasis Experiential Learning (Outbound Training)
24
Training of Trainers (ToT) Experiential Learning Program (Outbound Training)
Diklat Investigasi Kecelakaan Tambang | Mining Accident Investigation Training 21
Metodologi Identifikasi Risiko, Rekomendasi, dan Penilaian untuk Transaksi Aset
19
Risk Identification then Recommendation and Appraisal Methodology for Asset Transaction
Program Kepemimpinan Banpu Heart 2025 Modul 1 (MGR & AVP) | Banpu Heart Leadership Program 2025 Module 1 (MGR & AVP) 19
Program Kepemimpinan Banpu Heart 2025 Modul 2 (MGR & AVP) | Banpu Heart Leadership Program 2025 Module 2 (MGR & AVP) 19
Program Kepemimpinan Banpu Heart 2025 Modul 1 (SPTD & DH) | Banpu Heart Leadership Program 2025 Module 1 (SPTD & DH) 16
Program Kepemimpinan Banpu Heart 2025 Modul 2 (SPTD & DH) | Banpu Heart Leadership Program 2025 Module 2 (SPTD & DH) 16
Implementasi Sistem Management Keselamatan Pertambangan | Implementation of Mining Safety Management System 16
Pelatihan Intensif Banpu Heart | Banpu Heart Bootcamp 15
Perubahan Dimulai dari Saya | Change Starts with Me 14
Metodologi Identifikasi Risiko dan Penilaian untuk Transaksi Aset
14
Risk Identification and Appraisal Methodology for Asset Transaction
Penyelarasan Budaya Perusahaan – Pemahaman atas Sepuluh Perilaku Banpu Heart
13
Corporate Culture Alignment - Decoding Ten Behaviors of Banpu Heart
Perjanjian Jual Beli Tenaga Listrik | Power Purchase Agreement (PPA) 13
Analisis Keselamatan Kerja | Job Safety Analysis 11
SDCS (Perencana Tambang) untuk Penjadwalan Tambang | SDCS (Mine Planner) for Mine Scheduling 11
Analisis Probabilistik dan Sensitivitas untuk Kestabilan Lereng pada Pertambangan Terbuka
9
Probabilistic and Sensitivity Analysis for Slope Stability in Open-Pit Mining
Sertifikasi Pengawas Operasional Pertama | First-Line Operational Supervisor Certification 9
Program Pengembangan Pemimpin Tambang – Meningkatkan Semangat dan Kinerja
8
Mine Leader Development Program - Elevating the Pulse
Program Persiapan Purna Tugas Sukses Mulia | Sukses Mulia Awareness Retirement Program 7
Pengelolaan Limbah, Sampah & Pembuatan Kompos | Waste, Trash, and Compost Management 4
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 173
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Tema/Judul Kegiatan Peserta
Theme/Title of Activity Participant
Sertifikasi Ahli K3 Umum | General Occupational Health & Safety (OHS) Expert Certification 3
Strategi Cerdas Menghadapi Pajak Baru dan Memahami Core Tax dan Pajak 12%
3
Smart Strategy for Handling New Taxes and Understanding Core Tax and 12% Tax
Penilaian dan Pengelolaan Risiko & Peluang ESG | Assessing and Managing ESG Risk & Opportunities 2
Bimbingan Teknis Implementasi GMP Penerapan Standarisasi dan Pengelolaan Usaha Jasa Pertambangan
2
Technical Guidance on GMP Implementation for Standardization and Mining Services Management
Bimtek Juru Ledak | Blasting Technician Training 2
Diklat & Uji Kompetensi Perencanaan Dan Pelaksanaan Pascatambang
2
Post-Mining Planning and Implementation Training & Competency Test
Pengelola Bahan Peledak Komersial | Commercial Explosives Manager Certification 2
Practical Change Management | Practical Change Management 2
Sertifikasi Ahli K3 Listrik | Electrical Safety Expert Certification 2
Sertifikasi Pengawas Lingkungan | Environmental Supervisor Certification 2
Sertifikasi Teknisi Listrik | Electrical Technician Certification 2
Sertifikasi Pekerja Peledakan Madya | Intermediate Blasting Worker Certification 2
Juru Ledak & Pengelola Bahan Peledak Komersial | Blasting Technician & Commercial Explosives Manager 1
Memahami Aspek Hukum Dan Kepatuhan Di Sektor Energi Dan Sumber Daya Alam
1
Understanding Legal and Compliance Aspects in the Energy and Natural Resources Sector
Memahami Konsep Governance, Risk, and Compliance (GRC) Terintegrasi di Era Kepatuhan Modern
1
Understanding Integrated Governance, Risk, and Compliance (GRC) Concepts in the Era of Modern Compliance
Pelatihan dan Sertifikasi Operator Chainsaw | Chainsaw Operator Training and Certification 1
Pelatihan Sertifikasi & Kompetensi TKBT Level 2 | TKBT Level 2 Certification & Competency Training 1
Penanganan dan pengangkutan Barang Berbahaya di Pelabuhan (IMDG CODE 4453)
1
Handling and Transport of Dangerous Goods at Ports (IMDG CODE 4453)
Penanggung Jawab Operasional Pengolahan Air Limbah (POPAL) | Wastewater Treatment Operational Officer (POPAL) 1
Pengelolaan Limbah Bahan Berbahaya dan Beracun (PLB3) | Hazardous and Toxic Waste Management (PLB3) 1
Pengendalian Pencemaran Air (PPPA) | Water Pollution Control (PPPA) 1
Penyusunan Analisis Mengenai Dampak Lingkungan (AMDAL) | Environmental Impact Assessment (AMDAL) Preparation 1
Sertifikasi Drone Pilot | Drone Pilot Certification 1
Sertifikasi Juru Ukur Tambang | Mine Surveyor Certification 1
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Lampiran
Appendix
Referensi POJK 51/2017 (SEOJK 16/2021)
dan Indeks Isi Standar GRI
Reference of POJK 51/2017 (SEOJK 16/2021)
and GRI Standards Content Index
No Indeks Nama Indeks Halaman
No Index Index Name Page
Strategi Keberlanjutan
Sustainability Strategy
A.1 Penjelasan Strategi Keberlanjutan | Elaboration on Sustainability Strategy 6
Ikhtisar Kinerja Aspek Keberlanjutan | Summary of Sustainability Aspect Performance
B.1 Aspek Ekonomi | Economic Aspects 4
B.2 Aspek Lingkungan Hidup | Environmental Aspects 5
B.3 Aspek Sosial | Social Aspects 5
Profil Perusahaan | Company Profile
C.1 Visi, Misi, dan Nilai Keberlanjutan | Vision, Mission, and Values of Sustainability 17-18
C.2 Alamat Perusahaan | Company's Address 16
C.3 Skala Usaha | Enterprise Scale 18-19
Produk, Layanan, dan Kegiatan Usaha yang Dijalankan
C.4 16
Products, Services, and Business Activities
C.5 Keanggotaan pada Asosiasi | Membership in Association 21
Perubahan Emiten dan Perusahaan Publik yang Bersifat Signifikan
C.6 26
Significant Changes in Issuers and Public Companies
Penjelasan Direksi | The Board of Directors' Explanation
D.1 Penjelasan Direksi | The Board of Directors' Explanation 10-13
Tata Kelola Keberlanjutan
Sustainability Governance
Penanggung Jawab Penerapan Keuangan Berkelanjutan
E.1 128-131
Responsible for Implementing Sustainable Finance
Pengembangan Kompetensi Terkait Keuangan Berkelanjutan 106-107,
E.2
Competency Development Related to Sustainable Finance 170-174
Penilaian Risiko atas Penerapan Keuangan Berkelanjutan 134-138,
E.3
Risk Assessment of the Implementation of Sustainable Finance 141-142
Hubungan dengan Pemangku Kepentingan
E.4 40-41
Relations with Stakeholders
Permasalahan terhadap Penerapan Keuangan Berkelanjutan 134-138,
E.5
Problems with the Implementation of Sustainable Finance 141-142
Kinerja Keberlanjutan
Sustainability Performance
Kegiatan Membangun Budaya Keberlanjutan
F.1 6-8
Sustainable Culture Development Activities
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 175
Page 176
No Indeks Nama Indeks Halaman
No Index Index Name Page
Kinerja Ekonomi
Economic Performance
Perbandingan Target dan Kinerja Produksi, Portofolio, Target Pembiayaan, atau Investasi, Pendapatan dan Laba Rugi
F.2 Comparison of targets to performance of production, portfolio, financing targets, or investments, revenue as well 151-152
as profit and loss
Perbandingan Target dan Kinerja Portofolio, Target Pembiayaan, atau Investasi pada Instrumen Keuangan atau
Proyek yang Sejalan dengan Keuangan Berkelanjutan
F.3 38
Comparison of target to performance of portfolio, financing target, or investments in financial instruments or
projects in line with the implementation of Sustainable Finance
Kinerja Lingkungan Hidup
Environmental Performance
Aspek Umum
General Aspect
F.4 Biaya Lingkungan Hidup | Environmental Costs 44
Aspek Material
Material Aspect
Penggunaan Material yang Ramah Lingkungan
F.5 45
Use of Environmentally Friendly Materials
Aspek Energi
Energy Aspect
Jumlah dan Intensitas Energi yang Digunakan
F.6 47-49
Amount and Intensity of Energy Used
Upaya dan Pencapaian Efisiensi Energi dan Penggunaan Energi Terbarukan
F.7 47-49
Efforts and Achievements of Energy Efficiency and Use of Renewable Energy
Aspek Air
Water Aspect
F.8 Penggunaan Air | Water usage 69-71
Aspek Keanekaragaman Hayati
Aspects of Biodiversity
Dampak dari Wilayah Operasional yang Dekat atau Berada di Daerah Konservasi atau Memiliki Keanekaragaman Hayati
F.9 57, 60
Impacts from Operational Areas that are Near or Located in Conservation Areas or Have Biodiversity
Usaha Konservasi Keanekaragaman Hayati
F.10 60-66
Biodiversity Conservation Efforts
Aspek Emisi
Emission Aspect
Jumlah dan Intensitas Emisi yang Dihasilkan Berdasarkan Jenisnya
F.11 50-54
Total and Intensity of Emissions Generated by Type
Upaya dan Pencapaian Pengurangan Emisi yang Dilakukan
F.12 49-50
Efforts and Achievements of Emission Reduction Made
Aspek Limbah dan Efluen
Waste and Effluent Aspects
Jumlah Limbah dan Efluen yang Dihasilkan Berdasarkan Jenis
F.13 70, 77
Amount of Waste and Effluent Generated by Type
Mekanisme Pengelolaan Limbah dan Efluen
F.14 79-81
Waste and Effluent Management Mechanism
Tumpahan yang Terjadi (jika ada)
F.15 81
Occurring Spills (if any)
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Lampiran
Appendix
No Indeks Nama Indeks Halaman
No Index Index Name Page
Aspek Pengaduan Terkait Lingkungan Hidup
Complaint Aspects Related to the Environment
Jumlah dan Materi Pengaduan Lingkungan Hidup yang Diterima dan Diselesaikan
F.16 44
Number and Material of Environmental Complaints Received and Resolved
Kinerja Sosial
Social Performance
Komitmen untuk Memberikan Layanan atas Produk dan/atau Jasa yang Setara kepada Konsumen
F.17 37, 131, 154
Commitment to Provide Services on Equal Products and/or Services to Consumers
Aspek Ketenagakerjaan
Employment Aspect
F.18 Kesetaraan Kesempatan Bekerja | Equal Employment Opportunity 98, 100
F.19 Tenaga Kerja Anak dan Tenaga Kerja Paksa | Child Labor and Forced Labor 98
F.20 Upah Minimum Regional | Regional Minimum Wage 102
F.21 Lingkungan Bekerja yang Layak dan Aman | Decent and Safe Work Environment 84, 95
F.22 Pelatihan dan Pengembangan Kemampuan Pegawai | Employee Capability Training and Development 104-107
Aspek Masyarakat
Community Aspect
Dampak Operasi terhadap Masyarakat Sekitar
F.23 108, 112-114
Impact of Operations on Surrounding Communities
Pengaduan Masyarakat
F.24 139, 149, 122
Community Complaints
Kegiatan Tanggung Jawab Sosial Lingkungan (TJSL) 31, 107, 112,
F.25
Corporate Social Responsibility (CSR) 115-121
Tanggung Jawab Pengembangan Produk/Jasa Berkelanjutan
Responsibility for Sustainable Product/Service Development
Inovasi dan Pengembangan Produk/Jasa Keuangan Berkelanjutan
F.26 148-149
Innovation and Development of Sustainable Financial Products/Services
Produk/Jasa yang Sudah Dievaluasi Keamanannya bagi Pelanggan
F.27 22
Products/Services That Have Been Evaluated for Safety for Customers
Dampak Produk/Jasa
F.28 11, 154
Product/Service Impact
Jumlah Produk yang Ditarik Kembali
F.29 154
Number of Product Recalls
Survei Kepuasan Pelanggan terhadap Produk dan/atau Jasa Keuangan Berkelanjutan
F.30 154
Customer Satisfaction Survey on Sustainable Financial Products and/or Services
Lain-lain
Others
Verifikasi Tertulis dari Pihak Independen
G.1 182
Written Verification from Independent Party
Lembar Umpan Balik
G.2 188
Feedback Sheet
Tanggapan terhadap Umpan Balik Laporan Keberlanjutan Tahun Sebelumnya
G.3 26
Responses to Feedback on the Previous Year's Sustainability Report
Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 177
Page 178
Indeks Isi Standar GRI
GRI Standards Content Index
Pernyataan Penggunaan PT Indo Tambangraya Megah Tbk telah melaporkan sesuai dengan Standar GRI untuk periode 1 Januari – 31 Desember 2025.
Statement of use PT Indo Tambangraya Megah Tbk has reported in accordance with the GRI Standards for the period January 1 to December 31 2025.
GRI 1 Digunakan GRI 1: Landasan 2021
GRI 1 used GRI 1: Foundation 2021
Standar Sektor GRI yang berlaku GRI 12: Sektor Batubara 2022
Applicable of GRI Sector Standard(s) GRI 12: Coal Sector 2022
Standar GRI Pengungkapan Sektor Standar GRI Lokasi
GRI Standard Disclosure GRI Sector Standard Location
2-1 Detail Organisasi | Organizational details 16, 19
Entitas yang termasuk dalam pelaporan keberlanjutan organisasi
2-2 19, 26
Entities included in the organization’s sustainability reporting
2-3 Periode pelaporan, frekuensi, dan titik kontak | Reporting period, frequency and contact point 26, 39
2-4 Penyajian kembali informasi | Restatements of information 26
2-5 Assurance oleh pihak eksternal | External assurance 26
Aktivitas, rantai nilai, dan hubungan bisnis lainnya
2-6 18, 20, 23, 26
Activities, value chain and other business relationships
2-7 Karyawan | Employees 100, 159-162
2-8 Pekerja yang bukan karyawan | Workers who are not employees 100
2-9 Struktur tata kelola dan komposisi | Governance structure and composition 128, 131
Menominasikan dan memilih badan tata kelola tertinggi
2-10 131
Nomination and selection of the highest governance body
2-11 Ketua badan tata kelola tertinggi | Chair of the highest governance body 131
Peran badan tata kelola tertinggi dalam mengawasi pengelolaan dampak
2-12 131, 138
Role of the highest governance body in overseeing the management of impacts
Pendelegasian tanggung jawab untuk mengelola dampak
2-13 128-129
Delegation of responsibility for managing impacts
Peran badan tata kelola tertinggi dalam pelaporan keberlanjutan
2-14 27, 128
Role of the highest governance body in sustainability reporting
GRI 2: Pengungkapan Umum 2021
2-15 Konflik kepentingan | Conflict of interest 131
GRI 2: General Disclosures 2021
2-16 Mengkomunikasikan hal-hal kritis | Communication of critical concerns 130, 138, 145
Pengetahuan kolektif pejabat tata kelola tertinggi
2-17 131, 173
Collective knowledge of the highest governance body
Evaluasi kinerja badan tata kelola tertinggi
2-18 131
Evaluation of the performance of the highest governance body
2-19 Kebijakan remunerasi | Remuneration policies 131
2-20 Proses untuk menentukan remunerasi | Process to determine remuneration 131
2-21 Rasio kompensasi total Tahunan | Annual total compensation ratio 131
Pernyataan tentang strategi pembangunan berkelanjutan
2-22 10
Statement on sustainable development strategy
2-23 Komitmen kebijakan | Policy commitments 6
2-24 Menanamkan komitmen kebijakan | Embedding policy commitments 6
2-25 Proses untuk memulihkan dampak negatif | Processes to remediate negative impacts 44
Mekanisme untuk mendapatkan saran dan meningkatkan isu
2-26 130-131
Mechanisms for seeking advice and raising concerns
2-27 Kepatuhan terhadap hukum dan peraturan | Compliance with laws and regulations 128
2-28 Keanggotaan asosiasi | Membership associations 21
2-29 Pendekatan keterlibatan pemangku kepentingan | Approach to stakeholder engagement 40
2-30 Perjanjian perundingan kolektif | Collective bargaining agreements 85, 101
Topik Material | Material topics
3-1 Proses untuk menentukan topik material | Process to determine material topics 27
GRI 3: Topik Material 2021
GRI 3: Material Topics 2021
3-2 Daftar topik material | List of material topics 27-38
Kinerja Ekonomi dan Manajemen Rantai Pasok | Economic Performance and Supply Chain Management
GRI 3: Topik Material 2021 Manajemen topik material
3-3 12.8.1 32, 36, 150
GRI 3: Material Topics 2021 Management of material topics
Nilai ekonomi langsung yang dihasilkan dan didistribusikan 12.8.2
201-1 151-152
Direct economic value generated and distributed 12.21.2
Implikasi finansial, risiko, dan peluang lainnya terkait perubahan iklim
201-2 12.2.2 142, 151
GRI 201: Kinerja Ekonomi 2016 Financial implications and other risks and opportunities due to climate change
GRI 201: Economic Performance 2016
Kewajiban program pensiun manfaat pasti dan program pensiun lainnya
201-3 104
Defined benefit plan obligations and other retirement plans
201-4 Bantuan finansial dari pemerintah | Financial assistance received from government 12.21.3 151
GRI 204: Praktik Pengadaan 2016 Proporsi pengeluaran untuk pemasok lokal
204-1 12.8.6 24
GRI 204: Procurement Practices 2016 Proportion of spending on local suppliers
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Standar GRI Pengungkapan Sektor Standar GRI Lokasi
GRI Standard Disclosure GRI Sector Standard Location
207-1 Pendekatan terhadap pajak | Approach to tax 12.21.4 151
Tata Kelola, pengontrolan, dan manajemen risiko pajak
207-2 12.21.5 151
Tax governance, control, and risk management
GRI 207: Pajak 2019
GRI 207: Tax 2019
Keterlibatan pemangku kepentingan dan pengelolaan kepedulian yang berkaitan dengan pajak
207-3 12.21.6 151
Stakeholder engagement and management of concerns related to tax
207-4 Laporan per negara | Country-by-country reporting 12.21.7 151
301-1 Material yang digunakan berdasarkan berat dan volume | Materials used by weight or volume 45
GRI 301: Material 2016 301-2 Material input dari daur ulang yang digunakan | Recycled input materials used 45
GRI 301: Materials 2016
Produk pemerolehan ulang dan material kemasannya
301-3 45
Reclaimed products and their packaging materials
Seleksi pemasok baru dengan menggunakan kriteria lingkungan
GRI 308: Penilaian Lingkungan Pemasok 308-1 153
New suppliers that were screened using environmental criteria
2016
GRI 308: Supplier Environmental Assessment
Dampak lingkungan negatif dalam rantai pasokan dan tindakan yang telah diambil
2016 308-2 153
Negative environmental impacts in the supply chain and actions taken
Seleksi pemasok baru dengan menggunakan kriteria sosial
414-1 12.15.8 125, 153
New suppliers that were screened using social criteria
GRI 414: Penilaian Sosial Pemasok 2016
GRI 414: Supplier Social Assessment 2016
Dampak sosial negatif dalam rantai pasokan dan tindakan yang telah diambil
414-2 12.15.9 125, 153
Negative social impacts in the supply chain and actions taken
Ketenagakerjaan, Pengembangan dan Pemberdayaan Masyarakat Lokal, Hak Asasi Manusia, Proses dan Standar
Employment, Local Community Development and Empowerment, Human Rights, Processes and Standards
GRI 3: Topik Material 2021 Manajemen topik material 12.9.1
3-3 31, 35, 37, 96
GRI 3: Material Topics 2021 Management of material topics 12.12.1
Rasio standar upah karyawan pemula berdasarkan jenis kelamin terhadap upah minimum regional 12.8.3
202-1 102
Ratios of standard entry level wage by gender compared to local minimum wage 12.19.2
GRI 202 : Keberadaan Pasar 2016
GRI 202 : Market Presence 2016
Proporsi manajemen senior yang berasal dari masyarakat lokal
202-2 101
Proportion of senior management hired from the local community
GRI 203: Dampak Ekonomi Tidak Langsung 203-1 Investasi Infrastruktur dan dukungan layanan | Infrastructure investment and services supported 12.8.4 111-112
2016
GRI 203: Indirect Economic Impacts 2016 203-2 Dampak ekonomi tidak langsung yang signifikan | Significant indirect economic impacts 12.8.5 111-112
401-1 Perekrutan karyawan baru dan pergantian karyawan | New employee hires and employee turnover 12.15.2 101, 161-164
Tunjangan yang diberikan karyawan purna waktu yang tidak diberikan kepada karyawan sementara
GRI 401: Ketenagakerjaan 2016
401-2 atau paruh waktu 103
GRI 401: Employment 2016
Benefits provided to full-time employees that are not provided to temporary or part-time employees
401-3 Cuti melahirkan | Parental Leave 12.19.4 103
GRI 402: Hubungan Tenaga Kerja/ Periode pemberitahuan minimum terkait perubahan operasional
Manajemen 2016 402-1 Minimum notice periods regarding operational changes 12.3.2 104
GRI 402: Labor/Management Relations 2016
404-1 Rata-rata jam pelatihan per tahun per karyawan | Average hours of training per year per employee 12.15.6 105
GRI 404: Program untuk meningkatkan keterampilan karyawan dan program bantuan peralihan 12.21.4
404-2 104
Pelatihan dan Pendidikan 2016 Programs for upgrading employee skills and transition assistance programs 12.3.3
GRI 404: Training and Education 2016
Persentase karyawan yang menerima tinjauan rutin terhadap kinerja dan pengembangan karier
404-3 105
Percentage of employees receiving regular performance and career development reviews
GRI 405: Keanekaragaman dan Kesempatan 405-1 Keanekaragaman badan tata kelola dan karyawan | Diversity of governance bodies and employees 99-100
Setara 2016
GRI 405: Diversity and Equal Opportunity Rasio gaji pokok dan remunerasi perempuan dibandingkan laki-laki
405-2 12.19.7 102
2016 Ratio of basic salary and remuneration of women to men
GRI 406: Nondiskriminasi 2016 Insiden diskriminasi dan tindakan perbaikan yang dilakukan
406-1 12.19.8 98
GRI 406: Non-discrimination 2016 Incidents of discrimination and corrective actions taken
GRI 407: Kebebasan Berserikat dan
Perundingan Kolektif 2016 Risiko hak atas kebebasan berserikat dan perundingan kolektif pada operasi dan pemasok
407-1 12.18.2 101
GRI 407: Freedom of Association and Right to freedom of association and collective bargaining risks at operations and suppliers
Collective Bargaining 2016
GRI 408 : Pekerja anak 2016 Risiko signifikan terkait pekerja anak pada operasi dan pemasok
408-1 12.16.2 98
GRI 408: Child Labor 2016 Operations and suppliers at significant risk for incidents of child
GRI 409: Kerja Paksa atau Wajib Kerja 2016 Risiko kerja paksa atau wajib kerja pada operasi dan pemasok
409-1 12.17.2 98
GRI 409: Forced or Compulsory Labor 2016 Forced or compulsory labour risks at operations and suppliers
GRI 410: Praktik Keamanan 2016 Petugas keamanan yang dilatih mengenai kebijakan atau prosedur hak asasi manusia
410-1 12.12.2 123
GRI 410: Security Practices 2016 Security personnel trained in human rights policies of procedures
GRI 411: Hak-hak Masyarakat Adat 2016 Insiden pelanggaran yang melibatkan hak-hak masyarakat adat
411-1 12.11.2 123
GRI 411: Rights of Indigenous Peoples 2016 Incidents of violations involving rights of indigenous peoples
Operasi dengan keterlibatan masyarakat lokal, penilaian dampak, dan program pengembangan
413-1 12.9.2 108-115
Operations with local community engagement, impact assessments, and development programs
GRI 413: Masyarakat Lokal 2016
GRI 413: Local Communities 2016 Operasi yang secara aktual dan yang berpotensi memiliki dampak negatif signifikan terhadap
413-2 masyarakat local 12.9.3 108, 112
Operations with significant actual and potential negative impacts on local communities
Pengelolaan Energi dan Pengendalian Emisi | Energy Management and Emission Control
GRI 3: Topik Material 2021 Manajemen topik material
3-3 12.1.1 29, 33, 46
GRI 3: Material Topics 2021 Management of material topics
302-1 Konsumsi energi di dalam organisasi | Energy consumption within the organization 12.1.2 47
302-2 Konsumsi energi di luar organisasi | Energy consumption outside of the organization 12.1.3 47-48
GRI 302: Energi 2016 302-3 Intensitas energi | Energy intensity 12.1.4 48
GRI 302: Energy 2016
302-4 Pengurangan konsumsi energi | Reduction of energy consumption 50
Pengurangan pada energi yang dibutuhkan untuk produk dan jasa
302-5 49
Reductions in energy requirements of products and services
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Standar GRI Pengungkapan Sektor Standar GRI Lokasi
GRI Standard Disclosure GRI Sector Standard Location
305-1 Emisi GRK (Cakupan 1) langsung | Direct (Scope 1) GHG emissions 12.1.5 49-52
305-2 Emisi GRK (Cakupan 2) tidak langsung | Indirect (Scope 2) GHG emissions 12.1.6 51
305-3 Emisi GRK (Cakupan 3) tidak langsung lainnya | Other indirect (Scope 3) GHG emissions 12.1.7 51
GRI 305: Emisi 2016 305-4 Intensitas Emisi GRK | GHG emissions intensity 12.1.8 54
GRI 305: Emissions 2016
305-5 Pengurangan emisi GRK | Reduction of GHG emissions 12.2.3 50
305-6 Emisi zat perusak ozon (ODS) | Emissions of ozone-depleting substances (ODS) 55
Nitrogen Oksida (NOX), sulfur oksida (SOX), dan emisi udara signifikan lainnya
305-7 55
Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions
102-1 Rencana transisi untuk mitigasi perubahan | Transition plan for climate change mitigation 140
102-2 Rencana adaptasi perubahan iklim | Climate change adaptation plan 149
102-3 Transisi yang adil | Just transition 139
102-4 Sasaran dan kemajuan pengurangan emisi GRK | GHG emissions reduction targets and progress 54
102-5 Emisi GRK Cakupan 1 | Scope 1 GHG emissions 52-54
GRI 102: Perubahan Iklim 2025
GRI 102: Climate Change 2025
102-6 Emisi GRK Cakupan 2 | Scope 2 GHG emissions 52-54
102-7 Emisi GRK Cakupan 3 | Scope 3 GHG emissions 52-53
102-8 Intensitas emisi GRK | GHG emissions intensity 54
102-9 Penghilangan GRK dalam rantai nilai | GHG removals in the value chain 50
102-10 Kredit karbon | Carbon credits 49
103-1 Kebijakan dan komitmen energi | Energy policies and commitments 47
Konsumsi energi dan pembangkitan mandiri dalam organisasi
103-2 47, 49
Energy consumption and self-generation within the organization
GRI 103: Energi 2025
GRI 103: Energy 2025 103-3 Konsumsi energi hulu dan hilir | Upstream and downstream energy consumption 47-48
103-4 Intensitas energi | Energy intensity 47-48
103-5 Pengurangan konsumsi energi | Reduction in energy consumption 49
Keanekaragaman Hayati dan Pascatambang | Biodiversity and Post-mining
GRI 3: Topik Material 2021 Manajemen topik material
3-3 30, 34, 56
GRI 3: Material Topics 2021 Management of material topics
Kebijakan untuk menghentikan dan mengembalikan hilangnya keanekaragaman hayati
101-1 57
Policies to halt and reverse biodiversity loss
101-2 Manajemen dampak keanekaragaman hayati | Management of biodiversity impacts 12.5.4 57-58, 61-65
101-3 Akses dan berbagi manfaat | Access and benefit-sharing 57
GRI 304: Keanekaragaman Hayati 2016 101-4 Identifikasi dampak keanekaragaman hayati | Identification of biodiversity impacts 58
GRI 304: Biodiversity 2016
101-5 Lokasi yang memiliki dampak keanekaragaman hayati | Locations with biodiversity impacts 12.5.2 59-62, 166
101-6 Pemicu langsung hilangnya keanekaragaman hayati | Direct drivers of biodiversity loss 12.5.3 59-60
101-7 Perubahan kondisi keanekaragaman hayati | Changes to the state of biodiversity 12.5.3, 12.5.5 59-60, 168
101-8 Layanan ekosistem | Ecosystem services 59
Pengelolaan Limbah dan Tailing | Waste and Tailings Management
GRI 3: Topik Material 2021 Manajemen topik material
3-3 12.6.1 36, 75
GRI 3: Material Topics 2021 Management of material topics
Produksi limbah dan dampak signifikan terkait limbah
306-1 12.6.2 76
Waste generation and significant waste-related impacts
306-2 Pengelolaan dampak signifikan terkait limbah | Management of significant waste-related impacts 12.6.3 76, 79
GRI 306: Limbah 2020
GRI 306: Waste 2020 306-3 Limbah yang dihasilkan | Waste generated 12.6.4 77-78, 81, 168
306-4 Limbah yang dialihkan dari pembuangan akhir | Waste diverted from disposal 12.6.5 77-81, 168
306-5 Limbah yang dikirimkan ke pembuangan akhir | Waste directed to disposal 12.6.6 77-78, 80-81, 168
Pengelolaan Air dan Efluen | Water and Effluent Management
GRI 3: Topik Material 2021 Manajemen topik material
3-3 12.7.1 34, 68
GRI 3: Material Topics 2021 Management of material topics
303-1 Interaksi dengan air sebagai sumber daya bersama | Interactions with water as a shared resource 12.7.2 68-72
Manajemen dampak yang berkaitan dengan pembuangan air
303-2 12.7.3 69-70, 72
Management of water discharge-related impacts
GRI 303: Air dan Efluen 2018
GRI 303: Water and Effluents 2018 303-3 Pengambilan air | Water withdrawal 12.7.4 69
303-4 Pembuangan air | Water discharge 12.7.5 69-71
303-5 Konsumsi air | Water consumption 12.7.6 69
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Standar GRI Pengungkapan Sektor Standar GRI Lokasi
GRI Standard Disclosure GRI Sector Standard Location
Kesehatan dan Keselamatan Kerja (K3) | Occupational Health and Safety (OHS)
GRI 3: Topik Material 2021 Manajemen topik material
3-3 12.14.1 30, 84
GRI 3: Material Topics 2021 Management of material topics
Sistem manajemen kesehatan dan keselamatan kerja
403-1 12.14.2 84-86
Occupational health and safety management system
Identifikasi bahaya, penilaian risiko, dan investigasi insiden
403-2 12.14.3 87, 89, 158
Hazard identification, risk assessment, and incident investigation
403-3 Layanan kesehatan kerja | Occupational health services 12.14.4 91
Partisipasi, konsultasi, dan komunikasi pekerja tentang keselamatan dan kesehatan kerja
403-4 12.14.5 85, 90
Worker participation, consultation, and communication on occupational health and safety
Pelatihan bagi pekerja mengenai keselamatan dan kesehatan kerja
GRI 403: Kesehatan dan Keselamatan Kerja 403-5 12.14.6 90
Worker training on occupational health and safety
2018
GRI 403: Occupational Health and Safety
403-6 Peningkatan kualitas kesehatan pekerja | Promotion of worker health 12.14.7 90
2018
Pencegahan dan mitigasi dampak dari keselamatan dan kesehatan kerja yang secara langsung
terkait hubungan bisnis
403-7 12.14.8 87, 95
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 12.14.9 86, 91, 94
Workers covered by an occupational health and safety management system
403-9 Kecelakaan kerja | Work-related injuries 12.14.10 87, 89, 92-93, 158
403-10 Penyakit akibat kerja | Work-related ill health 12.14.11 92, 94
Etika Bisnis dan Transparansi | Business Ethics and Transparency
GRI 3: Topik Material 2021 Manajemen topik material
3-3 12.20.1 32, 144
GRI 3: Material Topics 2021 Management of material topics
Operasi-operasi yang dinilai memiliki risiko terkait korupsi
205-1 12.20.2 145
Operations assessed for risks related to corruption
GRI 205: Antikorupsi 2016 Komunikasi dan pelatihan tentang kebijakan dan prosedur anti-korupsi
205-2 12.20.3 144-145
GRI 205: Anti Corruption 2016 Communication and training about anti-corruption policies and procedures
Insiden korupsi yang terbukti dan tindakan yang diambil
205-3 12.20.4 145
Confirmed incidents of corruption and actions taken
GRI 206: Perilaku Antipersaingan 2016 Langkah-langkah hukum untuk perilaku antipersaingan, praktik antipakat dan monopoli
206-1 146
GRI 206: Anti-competitive Behavior 2016 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
GRI 415: Kebijakan Publik 2016 Kontribusi Politik
415-1 12.22.2 145
GRI 415: Public Policy 2016 Political contributions
Digitalisasi dan Teknologi, Inovasi dan Bisnis Berkelanjutan | Digitalization and Technology, Innovation and Sustainable Business
GRI 3: Topik Material 2021 Manajemen topik material
3-3 34, 38, 147
GRI 3: Material Topics 2021 Management of material topics
Pengaduan yang berdasar mengenai pelanggaran terhadap privasi pelanggan dan hilangnya data
GRI 418: Privasi Pelanggan 2016
418-1 pelanggan 149
GRI 418: Customer Privacy 2016
Substantiated complaints concerning breaches of customer privacy and losses of customer data
Produk dan Layanan Pelanggan, Perizinan dan Kepatuhan | Products and Customer Services, Licensing and Compliance
GRI 3: Topik Material 2021 Manajemen topik material
3-3 34, 38, 154-155
GRI 3: Material Topics 2021 Management of material topics
416-1 Penilaian dampak kesehatan dan keselamatan dari berbagai kategori produk dan jasa 154
GRI 416: Kesehatan dan Keselamatan Assessment of the health and safety impacts of product and service categories
Pelanggan 2016
GRI 416: Customer Health and Safety 2016 Insiden ketidakpatuhan sehubungan dengan dampak kesehatan dan keselamatan dari produk dan jasa
416-2 154
Incidents of non-compliance concerning the health and safety impacts of products and services
Persyaratan untuk pelabelan dan informasi produk dan jasa
417-1 21, 154
Requirements for product and service information and labeling
GRI 417: Pemasaran dan Pelabelan 2016 Insiden ketidakpatuhan terkait informasi dan pelabelan produk dan jasa
417-2 21, 154
GRI 417: Marketing and Labeling 2016 Incidents of non-compliance concerning product and service information and labeling
Insiden ketidakpatuhan terkait komunikasi pemasaran
417-3 21, 154
Incidents of non-compliance concerning marketing communications
Pengungkapan Sektor Tambahan | Additional Sector Disclosure
Daftar lokasi operasional yang memiliki rencana atau telah mengalami penutupan dan rehabilitasi
12.3.4 64
List of operational sites that have planned or undergone closure and rehabilitation
Melaporkan total nilai moneter dari dana yang disediakan untuk penutupan dan rehabilitasi
12.3.5 64
Report the total monetary value of financial provisions for closure and rehabilitation
Pengecualian | Omission:
202-1 a. Ketika proporsi yang signifikan dari karyawan mendapatkan kompensasi yang berdasarkan pada upah yang tunduk pada aturan upah minimum, laporkan rasio yang relevan dari upah karyawan pemula berdasarkan jenis kelamin
terhadap upah minimum di lokasi operasi yang signifikan.
202-1.b. Ketika proporsi yang signifikan dari pekerja lainnya (tidak termasuk karyawan) yang melakukan kegiatan organisasi mendapatkan kompensasi yang berdasarkan pada upah yang tunduk pada aturan upah minimum, jelaskan
tindakan yang diambil untuk menentukan apakah para pekerja ini dibayar di atas upah minimum.
202-1.a. When a significant proportion of employees are compensated based on wages subject to minimum wage rules, report the relevant ratio of the entry level wage by gender at significant locations of operation to the minimum wage.
202-1.b. When a significant proportion of other workers (excluding employees) performing the organization’s activities are compensated based on wages subject to minimum wage rules, describe the actions taken to determine whether
these workers are paid above the minimum wage.
Alasan | Reason:
Informasi tidak lengkap: ITM belum dapat menghitung rasio standar upah pekerja yang bukan karyawan.
Information incomplete: ITM has not been able to count the ratios of level wages the workers who are not employees.
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Pernyataan Jaminan
Assurance Statement
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Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 183
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184 Laporan Keberlanjutan 2025 PT Indo Tambangraya Megah Tbk
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Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 185
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Appendix
Lembar Umpan Balik
Feedback Form
Terima kasih telah membaca Laporan Keberlanjutan Tahun 2025 PT Indo Tambangraya Megah Tbk. Kami mengharapkan masukan, saran dan komentar dari
bapak/ibu/saudara sekalian atas laporan keberlanjutan ini melalui form berikut.
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Please provide an assessment of the level of material topics below (value 1 = most significant to 18= less significant).
o Pengendalian Emisi ( ) Hak Asasi Manusia ( )
Emission Control Human Rights
o Pengelolaan Energi ( ) Pengelolaan Air dan efluen ( )
Energy Management Water and Effluent Management
o Pascatambang ( ) Pengelolaan Limbah dan Tailing ( )
Post-mining Waste and Tailings Management
o Keanekaragaman Hayati ( ) Manajemen Rantai Pasok ( )
Biodiversity Supply Chain Management
o Pascatambang ( ) Etika Bisnis dan Transparansi ( )
Post-mining Business Ethics and Transparency
o Ketenagakerjaan ( ) Kinerja Ekonomi ( )
Employment Economic Performance
o Kesehatan dan Keselamatan Kerja ( ) Digitalisasi dan Teknologi ( )
Occupational Safety and Health Digitalization and Technology
o Inovasi dan Bisnis Berkelanjutan ( ) Proses dan Standar ( )
Innovation and Sustainable Business Processes and Standards
o Perizinan dan Kepatuhan. ( )
Licensing and Compliance
o Pengembangan dan Pemberdayaan Masyarakat Lokal ( )
Local Community Development and Empowerment
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Sustainability Report 2025 PT Indo Tambangraya Megah Tbk 187
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2025 Laporan Keberlanjutan Sustainability Report PT Indo Tambangraya Megah Tbk Pondok Indah Office Tower 3, Lantai 3 Jalan Sultan Iskandar Muda Kav. V-TA Pondok Pinang, Kebayoran Lama Jakarta 12310, Indonesia T: +62 21 2932 8100 F: +62 21 2932 7999 www.itmg.co.id
Names mentioned 83 people and organisations named in the text · linked when the evidence is strong
unresolved
person
Sambutan
· Direktur Utama
p.3
unresolved
org
PT Graha Panca Karsa
p.7 ×8
unresolved
org
PT Tepian Indah Sukses
p.7 ×6
unresolved
org
PT ITM Bhinneka Power
p.7 ×7
unresolved
org
Kota Nusantara
p.12
unresolved
org
Kementerian Kehakiman Republik Indonesia
p.16
unresolved
org
Ministry of Justice of Republic
p.16
unresolved
org
Indonesia Stock Exchange
p.16
unresolved
org
Pte. Ltd.
p.19
unresolved
org
PT Indominco Mandiri
p.20 ×11
unresolved
org
PT Kitadin
p.20 ×7
unresolved
org
PT Trubaindo Coal Mining Pascatambang Post-mining
p.20
unresolved
org
PT Tambang Raya Usaha Tama
p.20 ×6
unresolved
org
PT Nusa Persada Resources
p.20 ×4
unresolved
org
PT Bharinto Ekatama
p.20 ×8
unresolved
org
PT Jorong Barutama Greston
p.20 ×6
unresolved
org
PT Tepian Indah Sukses Pangsa Pasar
p.20
unresolved
person
Participant
· Anggota
p.21
unresolved
org
PT Trubaindo Coal Mining
p.23 ×6
unresolved
org
PT Tepian
p.23
unresolved
org
PT Energi Batubara Perkasa
p.23
unresolved
org
PT Cahaya Power Indonesia
p.23 ×3
unresolved
org
PT ITM Indonesia
p.23 ×3
unresolved
org
PT ITM Energi Utama
p.23 ×3
unresolved
org
PT IBP Hydro Power
p.23
unresolved
org
PT ITM Batubara Utama
p.23 ×3
unresolved
org
PT Centra Multi Suryanesia Aset
p.23
unresolved
org
PT Sentral Mutiara Energy
p.23 ×3
unresolved
org
Financial Services Authority
p.25 ×2
unresolved
org
Rintis & Rekan
p.26
unresolved
org
PT Kitadin Embalut
p.30
unresolved
org
PT Kitadin Embalut's
p.30
unresolved
org
Government of the Republic of Indonesia
p.30
unresolved
org
PT JBG
p.31 ×4
unresolved
org
PT ITM
p.31 ×4
unresolved
org
PT NPR
p.31 ×2
unresolved
org
PT IMM
p.31 ×8
unresolved
org
PT BEK.
p.31 ×7
unresolved
org
PT BEK. Target Selanjutnya
p.31
unresolved
org
PT TCM
p.31 ×5
unresolved
org
PT GPK
p.31 ×4
unresolved
org
PT TCM. Topik Material Pengembangan
p.31
unresolved
org
Kementerian ESDM
p.31 ×2
unresolved
org
Ministry of Energy and Mineral Resources
p.31 ×2
unresolved
org
Ministry of Environment
p.31
unresolved
org
PT JBG. Target Selanjutnya
p.35
unresolved
—
Paparan Publik
p.40
unresolved
org
Departemen HSEC
p.44
unresolved
org
Departemen Sustainability Development
p.44
unresolved
org
Kementerian Lingkungan Hidup KTD
p.44
unresolved
org
Ministry of Environment and Forestry Komitmen
p.44
unresolved
org
Departemen Mine Operation
p.46
unresolved
org
Departemen HSEC. ITM
p.46
unresolved
org
Ministry of Environment and Forestry
p.46 ×2
unresolved
org
Menteri Energi dan Sumber Daya Mineral Republik
p.47
unresolved
org
Ministry of Energy Indonesia
p.47
unresolved
org
Kementerian Energi dan Sumber Daya Mineral
p.49
unresolved
org
Minister of Environment Regulation
p.50
unresolved
org
Kementerian Energi
p.50
unresolved
org
Ministry of Energy
p.50
unresolved
org
PT ITM Banpu Power
p.51 ×2
unresolved
org
Kementerian Lingkungan Hidup dan Kehutanan. Penilaian
p.56
unresolved
org
Departemen Mine Rehabilitation
p.56
unresolved
org
Ministry of Kementerian Lingkungan Hidup dan Kehutanan
p.60
unresolved
org
Riset dan Inovasi
p.64
unresolved
org
PT Kitadin Embalut Site. As
p.64
unresolved
org
Minister of Forestry Decree
p.65
unresolved
org
Departemen Operation
p.68
unresolved
org
Departemen HSE. Aspek
p.68
unresolved
org
Air
p.70
unresolved
org
Ministry of Energy and Mineral Resources MEM
p.107
unresolved
org
PT Bharinto Ekatama. Environmental Preservation
p.129
unresolved
person
KPIs. Each
· Komisaris
p.131
unresolved
org
Departemen Operasional
p.150
unresolved
org
Departemen Keuangan
p.150
unresolved
org
Departemen Penjualan
p.150
unresolved
org
Departemen Logistik. Penilaian
p.150
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