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About The Cover Disclaimer
The cover depicts a monitoring visit under PTVI’s PPM SRI Organik program at IGP Morowali The Sustainability Report of PT Vale Indonesia Tbk, hereinafter referred to as the “Report,”
in Desa Ululere, showing engagement between PTVI personnel and community members contains data and information that are material to stakeholders regarding PT Vale Indonesia’s
during program implementation. Initiated in 2023, the program has entered its eighth sustainability performance in 2025. In general, the contents of this Report are based on internal
planting cycle, with monitoring conducted every three months to support effective analysis, as well as credible sources and documents. The terms “PTVI,” or “We” used in this
implementation and ongoing program evaluation. Report refer to PT Vale Indonesia Tbk.
The program includes assistance for organic rice and organic vegetable cultivation, supported Readers should be aware that this Report includes information containing forward-looking
by self-produced compost derived from rice husks, with microbial activators provided statements and views. PT Vale understands that risks and uncertainties from various factors
through the program. It also includes support for community herbal medicine groups could affect operational performance and business conditions in the future. Therefore, we
(UKBM herbal) through medicinal plant cultivation, as well as agricultural infrastructure remind readers that the Company cannot ensure that forward-looking statements will reflect
support, including approximately 800 meters of irrigation channels and supporting farming actual conditions in the future. Thus, we advise readers to use this information wisely.
equipment.
The tables and charts shown in this Report present numeric data using the standard English
The cover reflects our report theme, Integrity in Action: Building Trust and Sustainable notation. The presentation of numerical values in the text also uses the English notational
Value, by portraying a practical example of our engagement with surrounding communities standard.
through ongoing program monitoring and implementation.
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Table of Contents
Reclamation and Rehabilitation 100
Disclaimer 2 Sustainability Management 34
Mine Closure Planning 102
Sustainability in Our Operations 35
Stakeholder Engagement 37
Table of Contents 3 Our People 105
Materiality Review 40
PTVI’s Approach to Human Resources 106
ESG Roadmap 44
Employee Statistics 107
2025 Sustainability Performance Highlights 5 Sustainability Governance 45
Recognition of Labour and Human Rights 110
Operational Performance 5 Sustainability Performance Monitoring and Evaluation 46
Commitment to Diversity, Equality, and Inclusion 112
Environmental Performance 6 Mineral Conservation and Resource Efficiency 47
Employee Remuneration and Benefits 118
Social Performance 8 Responsible Supply Chain 48
Employee Training and Development 119
Governance Performance 10 Responsibility for Product and Service Quality 50
Employee Health and Safety 123
Employee Concern Reporting and Resolution 131
Governance 51
Theme Description 11 Mechanism
Upholding Good Corporate Governance 52
Governance Bodies 53
Communities 132
Messages from Leadership 12 Governance Body Performance and Remuneration 56
Our Approach to Responsible Community Engagement 133
CEO Message 12 Processes
Respect for Human Rights 134
Message from the Board of Commissioners 16 Business Ethics and Compliance 62
Relocation and Rights to Land and Resources 136
Signatures of the Board of Directors and Board of 17 Whistleblowing Programmes 68
Community Engagement 136
Commissioners Data Privacy and Cybersecurity 70
Community Grievance Mechanism 137
About PTVI 19 Management of Impacts on Communities 138
Company Profile and Main Business Activities 20 Environment 72 Community Empowerment Programmes 142
Our Purpose and Core Values 21 PTVI’s Approach to the Environment 73
Legal Form and Ownership 22 Climate Adaptation and Resilience 75
Company Identity 23 Energy and Emissions Management 77
Operational Areas 24 Water and Effluents 84
Financial Performance 25 Waste Management 90
Certifications and Association Memberships 28 Biodiversity 95
Awards and Recognition 30
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About This Report
151
Material Topic Disclosure
154
Our Contribution To Sustainable Development 155
Goals
Data Table 160
About PTVI 160
Sustainability Management 162
Governance 162
Environment 163
Human Resources 179
Appendix 184
Independent Assurance Statement 184
POJK Index 186
GRI Index 188
SASB Index 202
Feedback Form 205
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Operational Performance[POJK51-B.1]
Total Nickel Production and Sales in Matte (Tons) Revenue and Earnings (Thousand US$) Nickel Production Cost in Matte (US$ per Ton)
Production reached 72,027 tons, 1.00% compared to 2024 Operating revenue reached US$990,195 thousand, 4.19% Nickel matte production cost reached US$9,560 per Ton,
Sales reached 73,093 tons, 0.64% compared to 2024 compared to 2024 Profit for the Year reached US$76,063 0.85% compared to 2024
thousand, 31.69% compared to 2024
Total Nickel Production Revenue and Earnings Nickel Production Cost in Matte
and Sales in Matte (Tons) (Thousand US$) (US$ per Ton)
1,232,263
80,000
1,250,000 10,200
10,100 10,089
70.728 70.108 71.311 72.625 72.027 73.093
1,000,000 10,000
60,000 950,388
990,195
9,900
9,800
750,000
9,700
40,000
9,600
9,560
500,000 9,500
9,479
9,400
20,000
250,000 274.334 9,300
9,200
76.063
57.761
0 0 9,100
2023 2024 2025 2023 2024 2025 2023 2024 2025
Production Sales Operating Revenue Profit for the Year
Despite continued volatility in nickel prices, PTVI maintained stable operational performance. Through efficiency improvements and disciplined operations, we were able to strengthen profitability
while sustaining production and sales performance.[POJK51-E.5]
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Environmental Performance[POJK51-B.2]
IGP Morowali
Environmental Management Expenditure Air Pollution
Energy Usage Renewable Energy
US$43.79M
Sorowako
2025 (GJ) Proportion (%)
Total SO2 Emissions (Ton SO2)
13,498 78%
allocated for environmental management
activities 54.34% compared to 2024
2023 2024 2025
IGP Pomalaa
53,188 52,172 49,297
Energy Usage Renewable Energy
Energy and Emission 2025 (GJ) Proportion (%)
5.51% compared to 2024
Sorowako 8,422 74%
SO2 Emission Intensity (Ton SO2/Ton Ni)
Energy Usage (GJ)
2023 2024 2025
2023 2024 2025 GHG Emissions
Sorowako 0.75 0.73 0.68
30,974,878 31,785,370 31,589,023
Total GHG Emission (Ton CO2eq)
6.85% compared to 2024
0.62% compared to 2024
2023 2024 2025
Total Particulate Emissions (Tons of Particulates)
Energy Intensity (GJ/Ton Matte) 2,032,313 2,050,990 2,074,624
2023 2024 2025
2023 2024 2025 1.15% compared to 2024
600 879 647
473.94 445.73 438.57
GHG Intensity (Ton CO2eq/Ton Matte)
26.39% compared to 2024
1.61% compared to 2024 2023 2024 2025
Particulate Emission Intensity (Ton Particulate/Ton Ni)
Renewable Energy Proportion (%) 28.73 28.76 28.80
0.14% compared to 2024
2023 2024 2025
2023 2024 2025
0.008 0.012 0.009
30.84% 30.60% 30.87% IGP Morowali IGP Pomalaa
Total GHG Emission Total GHG Emission 25.00% compared to 2024
0.91 compared to 2024
2025 (GJ) 2025 (GJ)
4,553.14 419
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Water Management Waste Generated (Ton) Biodiversity Conservation
Water Withdrawal (m³) Hazardous Sorowako
Sorowako Sorowako
72,296 local, endemic, and protected trees conserved and
2023 2024 2025 2023 2024 2025 cultivated 6% trees compared to 2024
9,442,313 11,748,150 15,079,167 2,041 2,696 2,353 18 Timor deer (Rusa timorensis) conserved
The significant increase in water withdrawal was 12.74 compared to 2024 One lowland anoa (Bubalus depressicornis) conserved
primarily attributable to improvements in monitoring
IGP Morowali
points and flowmeter measurements in 2025 Reclamation and Rehabilitation
2023 2024 2025 Progressive Mine Reclamation
20,612 9,969 0.93 7.22 85.24
IGP Morowali 2025 IGP Pomalaa 2025 156.67 ha 1.42 ha
0.90% vs 2024 11.93% vs 2024 IGP Pomalaa Sorowako Bahodopi
Water Withdrawal Intensity (m³/Ton Matte) 2023 2024 2025
DAS Rehabilitation Outside Concession
Sorowako 4.06 5.71 58.42
2023
133.50
2024
164.75
2025
209.35
The increase in waste generated at IGP Morowali
and Pomalaa was primarily attributable to the
17.877 ha
commencement of more intensive production activities of watershed rehabilitation areas across five
in 2025. provinces: South Sulawesi, Central Sulawesi,
Water Discharge Southeast Sulawesi, West Java, and Bali
Sorowako Non-hazardous
Sorowako
2023 2024 2025 Environmental Training
2023 2024 2025
50,226,716 100,709,771 89,695,408 338 employees 60 employees
6,378 5,906 5,349 1,966 contractors 6 contractors
10.94% compared to 2024 received enviromental training participated in environmental
management certification
9.43% compared to 2024
113,251 m³
IGP Morowali Water Discharge in 2025
76ton 375ton
IGP Morowali in 2025 IGP Pomalaa in 2025
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Social Performance[POJK51-B.3]
Workforce Composition Participation in Training Occupational Health and Safety
2,985 12.09% 2.493 Zero
employees in total women employees (361) employees participated in training programs Work-related Deaths (Zero Fatalities) in 2025
workforce 0.51% vs 2024
Total Training Hours
83,28% 89,95% 70,656 Zero
local employees (2,486) of employees are recordable injury for employee
0.47% vs 2024 members of a labour total training hours delivered in 2025
Women in Leadership Certification Programs
277
131 employees participated in professional certification programs.
women in leadership roles (L1–L3), representing 17.21%
of leadership positions 1.00% compared to 2024 Pre-Retirement Preparation
Workforce Turnover
176
employees participated in pre-retirement preparation training
programs
1.04%
turnover rate 0.12% compared to 2024
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Community Empowerment Beneficiaries & Reach Forms of Support
Education & Capacity Building
households received electricity subsidy support in
300+
US$4,734,128 Sorowako. • 5 villages served through school transportation support in
Sorowako.
public facilities supported through electricity • 3 master’s and 2 doctoral recipients supported through
allocated for the Community Development and ~21 subsidy programs. scholarship programs.
Empowerment Program (PPM) in 2025 • 57 participants joined vocational training across two
villages benefited from clean water distribution batches.
8 infrastructure in Towuti. • 45 PAUD teachers reached through capacity-building
programs.
2023 2024 2025 villages involved in participatory infrastructure • 347 university students engaged through thematic
13 development in Morowali. Community Service Programs (KKN).
US$5,571,359 US$4,000,198 US$ 4,734,128 • 15 laptops donated to support learning facilities in local
empowerment villages reached through health schools.
18.35% compared to 2024 13 and development programs in Morowali.
• 1 practical training vehicle provided for SMKN 1 Luwu Timur.
households served through the TPS3R
US$3.98M 267 community waste management facility.
Economic Empowerment
• 4,600 cocoa seedlings established through the Cocoa
invested in PPM programs in Sorowako.
participants joined English training programs in Nursery House in Pomalaa.
95 Morowali. • 80 farmers supported across approximately 17 hectares of
US$751K US$138K cultivated land.
university students participated in research and
invested in PPM programs
in IGP Morowali.
invested in PPM programs
in IGP Pomalaa. 20 internship opportunities. Environment
• 18 Waste Bank Units and 11 School Waste Banks supported
farmers received capacity-building and technical
43 assistance in organic rice cultivation across 12
in Sorowako.
• 10 villages supported through Climate Village (ProKlim)
facilitation.
farmers supported through organic vegetable
37 cultivation across around 5 hectares. • 118 tons of waste managed through TPS3R in Bahodopi.
• 8,000+ kg of compost produced through community-based
cocoa farmers involved in certification waste management programs.
100 preparation in Pomalaa.
Infrastructure and Basic Services
MSMEs supported through economic self-
133 reliance programs in Sorowako.
• 14 solar-powered streetlights installed in Bahomotefe
Village.
• 225 meters of village fence constructed in Kolono Village.
villages supported through Village SDGs-related
38 empowerment initiatives. • 10 MSME booths developed as part of village tourism
facilities in Unsongi
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Governance Performance[POJK51-B.1]
Sustainability Performance Assessment
Sustainalytics
23.7
Sustainalytics ESG Risk Score–Medium Risk Category
19.39%, lower risk from previous year
ASEAN Corporate Governance Scorecard (ACGS)
99.53
0.86% compared to 2023 performance
Board Diversity
50%
Board of Commissioners members are female
Responsible Supply Chain
85%
of our total suppliers are domestic suppliers
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Theme Description
Integrity in Actions: Building Trust and Sustainable Value
Entering 2025, PTVI encountered a critical stress test of its engagement with affected communities, regulators, and other
resilience, driven by operational challenges, including the stakeholders to ensure timely information sharing, address
oil pipeline leakage, alongside ongoing market volatility and concerns, and support response and recovery efforts. These
evolving regulatory expectations. These dynamics required actions reflect our commitment to building trust through
not only disciplined execution, but also a reassessment of how openness, accountability, and consistent engagement.
we operate, prioritize, and manage risks in an increasingly
complex environment. As we move forward, the lessons learned and improvements
made throughout the year strengthen our foundation for
The theme “Integrity in Action: Building Trust and Sustainable building a more resilient organization. Integrity continues to
Value” reflects how PTVI responds to these conditions, not guide how we respond, strengthen governance, and engage
only by maintaining performance but also by reinforcing openly with stakeholders. Through a year of challenges, we
how integrity is translated into concrete actions across reinforced that integrity in action remains essential to building
the organization. The challenges encountered during the trust and sustaining long-term value.
year served as a wake-up call to address complacency risks
and strengthen agility, accountability, and continuous
improvement across all levels.
During the year, PTVI experienced notable changes in
leadership and governance, including the appointment of a
new CEO, changes within the Board of Commissioners, and
organizational restructuring. These developments contributed
to strengthening decision-making processes, enhancing
oversight, and improving alignment between strategy,
operations, and sustainability commitments.
At the same time, PTVI placed greater emphasis on transparent
communication and active stakeholder engagement,
particularly in responding to operational challenges, including
the oil pipeline leakage. During the year, we intensified
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CEO Message
Dear Esteemed Stakeholders,
I travelled to Towuti in the days immediately following the
The acceleration of the global energy transition continues
incident. Seeing the affected areas directly, and speaking
to reshape the economic and industrial landscape. Indonesia
with residents face to face, only reinforced what I already
plays a central role in this shift, as the world’s largest nickel
knew: behind every statistic is a family’s livelihood, a farmer’s
reserve holder and a major producer. Through its down
harvest, a community’s trust.
streaming policy, the country is strengthening domestic value
creation and supporting the low-carbon transition.
From the outset, we committed to three things: to stop the
spread as quickly as possible, to be fully transparent about
At the same time, rapid expansion has contributed to
what happened and what we were doing, and to stay — for
oversupply and price pressure, reminding us that growth must
as long as it takes — until Towuti is genuinely restored. Our
be balanced with responsibility.
teams worked around the clock to isolate the leak source and
contain the flow. We established a Complaint and Information
Within this context, PTVI continues to navigate industry
Centre so that affected residents could reach us directly. We
headwinds while strengthening operational resilience. In
engaged independent scientific experts from IPB, UNHAS,
conditions that are not always ideal, we remain committed
Sucofindo, and the University of Indonesia’s Disaster Risk
to ensuring that our decisions are aligned with sustainability
Reduction Centre to ensure our environmental assessments
principles and our responsibilities to society and the
were credible and our recovery actions evidence-based.
environment.
We are finalising a full evaluation and strengthening of our
This year, we were confronted with a significant challenge
pipeline systems so that a similar incident does not happen
when an oil pipeline leak occurred on 23 August 2025 in Lioka
again. The process of environmental rehabilitation and
Village, Towuti District, East Luwu Regency, South Sulawesi,
community compensation has advanced significantly and is
releasing fuel oil into surounding waterways and farmland.
This was a serious incident, and I want to speak to it directly
ongoing, with regular updates posted on our website. We will Bernardus Irmanto
not consider this chapter closed until the community does. CEO and President Director
and honestly.
This experience reinforced the importance of responding
I am sorry to the farmers who saw their rice fields flooded with
with urgency, transparency, and genuine care for the people “Sustainability is not a linear path. It is
oil. I am sorry to the families in Lioka, Langkea Raya, Baruga,
and environment affected. It also strengthened our resolve a continuous process of improvement,
Matompi, Wawondula, and Timampu who faced days of
to continuously improve how we operate, manage risks, and reflection, and renewal.”
uncertainty about their water, their land, and their livelihoods.
build long-term resilience as a company. I am grateful for the
And I am sorry that, despite the best standards we strive to
spirit of solidarity that emerged from this difficult time. Local
uphold, we were not able to prevent this from happening in
residents, government officials, and community volunteers
the first place.
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joined our teams in the field every single day. That spirit of Overall, we recorded total operating revenue of US$990,195 In parallel, construction of the HPAL facility continues to
gotong royong sustained all of us. It is also the standard we thousand, representing an increase of 4.19% compared to progress toward its targeted completion in 2027.
must continue to earn. the previous year. This performance was accompanied by a
significant improvement in profitability, with profit for the Together, these projects expand our production capacity
For us, responsibility goes beyond operational performance. year increasing by 31.68% to US$76,063 thousand, supported while strengthening our downstream integration, in line with
It is reflected in how we strengthen our operations, support by stronger efficiency and disciplined cost management across our commitment to a more sustainable, lower-carbon future.
livelihoods, safeguard ecosystems, and create long-term value our operations.
for Indonesia. Strengthening Governance and ESG Performance
These results reflect more than financial outcomes alone. PTVI continued to strengthen governance and ESG
Through this Sustainability Report, we share both our They demonstrate the collective discipline of our teams in performance as a foundation for long-term value creation. We
achievements and the lessons we have learned as part of our maintaining operational reliability, efficiency, and continuity recorded an improved Sustainalytics ESG Risk Rating of 23.7,
commitment to continuous improvement and accountability. despite continued price pressure in the nickel market. Amid representing a 19.4% risk score reduction from the previous
fluctuating conditions, we remained focused on preserving year, while our ASEAN Corporate Governance Scorecard
Operational Performance and Strategic Projects resilience while laying the groundwork for long-term growth. (ACGS) performance increased 0.86%, reaching 99.53 in 2025
Throughout 2025, PTVI maintained solid operational At the same time, our strategic projects continued to advance, compared to 2023 performance.
performance amid a challenging market environment. At reinforcing our long-term growth pathway. Together, these
Sorowako, nickel matte production reached 72,027 metric projects strengthen the link between our upstream and This improvement reflects stronger alignment with regional
tonnes, an increase of 1.00% compared to the previous year, downstream operations. best practices in transparency, accountability, and shareholder
while sales volume rose by 0.64% to 73,093 metric tonnes. rights, reinforcing stakeholder confidence in our governance
Despite higher volumes, operating revenue from Sorowako In Sorowako, the Limonite Ore Project is expected to start framework. We see this progress not merely as improved
declined by 6.5% to US$888.6 million, reflecting softer in mid-2027. Meanwhile, the Pomalaa HPAL Project is also scores, but as a reflection of stronger discipline in how we
nickel prices during the year. Nevertheless, we continued to expected to commission in early 2027, with major infrastructure govern our business and integrate sustainability into decision-
strengthen cost discipline and operational efficiency, with already in place and construction advancing steadily. As one of making. We also strengthened governance through clearer
nickel matte production costs increasing only marginally by our most advanced downstream developments, this project policies, stronger oversight, and closer integration of ESG into
0.85%, from US$9,479 per metric tonne in 2024 to US$9,560 represents a key step in strengthening our processing capacity business decisions.
per metric tonne in 2025. and supporting Indonesia’s nickel downstreaming agenda.
To ensure that these commitments are translated into
Beyond Sorowako, we began to see initial revenue contributions The Sambalagi HPAL Project in Bahodopi is also showing measurable practices on the ground, our Sustainability
from our growth projects. Indonesia Growth Project (IGP) encouraging progress, with construction continuing to Roadmap is being recalibrated to ensure that targets remain
Morowali generated operating revenue of US$91,517 thousand, advance and strong confidence that the project will be measurable, realistic, and aligned with our long-term direction
while IGP Pomalaa contributed US$10,095 thousand in 2025. delivered on time, on cost, and with the required quality. as we navigate both internal transformation and growth, as
These contributions helped lift total operating revenue by well as evolving global standards. Sustainability is not managed
4.19% to US$990,195 thousand, despite the decline in Sorowako In Morowali, we reached an important milestone as mining as a separate agenda. It is increasingly embedded within risk
revenue, marking an important milestone in diversifying our activities progressed significantly toward operational management, capital allocation, and performance evaluation
revenue base. readiness, while initial saprolite deliveries have commenced. processes across the organization.
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Environmental Performance
During the reporting year, we continued to improve our In land management, we carried out post-mining reclamation ongoing efforts to promote health, early detection, and
environmental performance while maintaining operational covering 156.67 hectares in Sorowako and 1.42 hectares in overall well-being, surpassing our plan. These programs are
continuity in a challenging environment. In Sorowako, we IGP Morowali, while rehabilitating watershed outside of the complemented by regular safety training, risk assessments,
recorded an increment by 1.15% in absolute greenhouse gas concession area with the total area of 17,877 hectares. In and awareness initiatives to ensure that all workers are
for the scope 1 and 2 emission, and 0.15% increase in emissions addition, all water treatment and monitoring points remained equipped to perform their jobs safely.
intensity compared from the previous year. On the other fully compliant with applicable regulatory standards.
hand, our renewable energy use increased by 0.28% from We also continue to strengthen workforce readiness through
the previous year. This progress was supported by a shift in We also continue our resource efficiency program through the capability development, delivering more than 70,000 training
biodiesel with 40% mix of biological oil (B40), with source of reuse of operational by-products. In 2025, more than 5 million hours throughout the year. These efforts support both
renewable energy contributing to around 30% of total energy tons of slag and nearly 1 million tons of other by-product were individual growth and organizational readiness in a changing
consumption in Sorowako and reaching 74% in IGP Pomalaa and reused for internal construction purposes, helping to reduce environment.
78% in IGP Morowali. The composition of renewable energy landfilling and release of pollutant to the environment.
is higher at growth project as they only operate in mining Beyond our operations, our community development and
activity, relying primarily on biodiesel, where in Sorowako We recognise that environmental performance may fluctuate empowerment investment reached US$4.73 million in 2025, an
operation, the ore drying process to produce nickel matte still in line with operational dynamics. However, our direction increase of approximately 18.35% compared to the previous
dependant on coal. remains clear: to reduce emissions, improve efficiency, and year. These programs focus on education, local economic
move forward in a disciplined and measurable way toward development, infrastructure, and access to essential services
For our Sorowako operation, we are targeting a 33% reduction responsible mining operation. across our operational areas.
in absolute Scope 1 and Scope 2 emissions by 2030, compared
to our 2017 baseline. In 2025, total emissions at Sorowako People, Safety, and Community Impacts Through these efforts, we continue to build relationships
were recorded at 2,074,623 tonnes of CO₂ equivalent (CO₂e), Our employees and contractors are the foundation of our grounded in trust, openness, and long-term responsibility.
keeping us on track toward our 2030 target. Emissions levels success. We ensure that every individual is treated fairly, safely,
are expected to remain relatively stable in the near term, and with dignity, in line with the human rights principles we
as several key decarbonization initiatives are scheduled for uphold. As of the end of 2025, PTVI employed 2,985 people,
implementation starting from 2027 onwards. These initiatives with 83.3% being local employees from East Luwu, Morowali,
include heat recovery systems, ore dewatering improvements, and Kolaka. Women represented 12.09% of the workforce
and increased electrification of operations. Together, those across all of our sites. In addition, from the total managerial
initiatives are expected to reduce GHG emissions and support position of 761, female occupies 17.21% of the population.
our transition to lower-carbon operations.
Safety is a non-negotiable priority. In 2025, we recorded zero
In Sorowako operation, we also recorded a 5.5% reduction in work-related fatalities, reflecting our continued commitment
SO₂ emissions and a 26.4% decrease in particulate emissions, to protecting the health and safety of everyone working at
indicating better control over air quality impacts from our our sites. Throughout the year, a total of 17,947 employees and
operations. contractors received medical check-ups as part of our
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Appreciation and Looking Ahead
I extend my sincere appreciation to our employees, business partners, government
stakeholders, shareholders, and communities for their continued trust and
collaboration. The resilience we demonstrated this year was the result of collective
effort, shared responsibility, and a common commitment to long-term value creation.
As we look ahead, we recognize that the operating environment will continue to evolve,
shaped by market uncertainty and the accelerating energy transition. In navigating
this landscape, or focus will remain on disciplined execution, responsible growth, and
measurable progress in sustainability and ESG performance.
Integrity will continue to guide how we lead, allocate capital, manage risk, and create
lasting value for our stakeholders. The lessons we learned this year, particularly from
the challenges we faced, will continue to shape how we move forward.
We believe sustainability is not a commitment expressed once a year, but a
responsibility we renew through our actions every day.
Thank you for walking this journey with us.
Jakarta, 30 April 2026
Bernardus Irmanto
President Director
PT Vale Indonesia Tbk
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Message from the Board of Commissioners
2025 was a defining year for PTVI, testing not only our alongside a deep understanding of Indonesia’s regulatory and
operational resilience but also the strength of our governance stakeholder landscape.
framework and the discipline behind our strategic decision-
making. The 2025 composition of the Board of Commissioners also
reflects greater diversity of perspectives, with women
We operated amid continued market volatility, evolving representing 50% of its members. Inclusive leadership at the
regulatory developments, and rising expectations regarding highest level signals the Company’s values and direction, and
environmental and social responsibility. In this context, we remain committed to strengthening diversity within PTVI’s
governance is not merely a formal structure—it is the governance structures.
foundation that ensures discipline in decision-making,
strengthens accountability, and safeguards long-term value. On sustainability and ESG matters, the Board of Commissioners
Throughout the year, PTVI underwent significant structural is well-positioned to provide effective oversight, with
and strategic developments. Organizational changes, the expertise spanning ESG strategy, stakeholder engagement,
advancement of strategic projects, and the strengthening of human rights, and the implementation of international
sustainability oversight required greater clarity in roles and standards alongside Indonesia’s national agenda on energy
stronger accountability. During periods of change, careful transition and sustainable investment.
supervision becomes increasingly critical. The role of the Board
of Commissioners is to ensure that all decisions remain aligned Overall, the Board of Commissioners provides a strong
with PTVI’s values, risk appetite, and long-term direction. foundation for overseeing the Company’s ESG commitments,
ensuring that sustainability remains a core part of PTVI’s
The year also marked an important phase of leadership renewal, long-term strategy.
with the appointment of a new President Commissioner and a
new President Director and Chief Executive Officer, alongside
other changes in the composition of both the Board of Jakarta, 30 April 2026
Commissioners and the Board of Directors.
The Board of Commissioners brings together a diverse range
of backgrounds, experience, and perspectives that strengthen
F. S. Multhazar the Company’s approach to governance and sustainability. Its F. S. Multhazar
President Commissioner composition reflects a multi-stakeholder ownership structure, President Commissioner
while ensuring that global best practices are considered PT. Vale Indonesia Tbk
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Signatures of Directors and Commissioners
We, the undersigned, declare that all information in the 2025 Sustainability Report of PT Vale Indonesia Tbk has
been presented in full, and we are fully responsible for the accuracy of the contents of the report in accordance
with POJK 51/POJK.03/2017. This statement is made truthfully.
Board of Directors*
Bernardus Irmanto Abu Ashar Heriyanto Agung Putra
President Director Vice President Director Director
Budiawansyah Rizky Andhika Putra Muhammad Asril
Director Director Director
Slamet Sugiharto
Director
17 6 Sustainability Report 2025
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Board of Commissioners*
F. S. Multhazar Emily Olson** Kristina Gauthier
President Commissioner Vice President Commissioner Commissioner
Christopher McCleave M Jasman Panjaitan Katherine Angela Oendoen
Commissioner Commissioner Commissioner
Shiro Imai Rudiantara Retno L.P. Marsudi
Commissioner Independent Commissioner Independent Commissioner
Notes:
*The composition of the Company’s Board of Directors and Board of Commissioners is based on the
resolution of the Company’s Extraordinary General Meeting of Shareholders held in September 2025.
Marita Alisjahbana ** The BOC member who served during the 2025 financial year but has effectively resign as of April 2026 with
the resignation subject to approval at the upcoming Annual General Meeting of Shareholders to be held on
Independent Commissioner
June 2, 2026.
18 7 Sustainability Report 2025
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About PTVI 19 Sustainability Report 2025
Page 20
Compan Profile and Main Business Activities[GRI 2-6] [POJK51-C.4] Our company marked its presence in Indonesia in 1968 with addition to these core operations, PTVI also engages in supporting activities such as transportation, electricity procurement, real the establishment of PT International Nickel Indonesia (INCO), estate management, wastewater treatment, waste management and recycling, as well as remediation activities.[GRI 2-6] [POJK51-C.4] before adopting the name PT Vale Indonesia Tbk in 2011. We have since grown into one of Indonesia’s leading processed nickel producers, contributing to the nation’s down streaming efforts long before the became a national agenda, with more than half a century of experience since commencing processing plants in 1977. PTVI has also built a lasting legacy from the very beginning as a pioneer of renewable energy-based processing within the national nickel industry, relying on hydroelectric power plants as its primary energy source at our Sorowako mine. Over the decades, we have continued to advance responsible and sustainable production, efforts that we are proud to highlight throughout this report. Our operations have been carried out under the trust granted by the Government of Indonesia through a Contract of Work (CoW) with a 30-year concession period since the commencement of our operations. The contract was extended in 1996 and subsequently transitioned into a Special Mining Business License (Izin Usaha Pertambangan Khusus, or IUPK) in 2025, valid through 2035 with the possibility of further extension. In parallel with this regulatory transition, we are progressing the development of our Indonesia Growth Project (IGP), IGP Pomalaa,IGP Morowali, and Sorowako Limonite projects. The IGP projects are at an early stage of mine development. Several business activities remain consistent with last year, namely mining nickel ore, processing the ore into nickel in matte, and selling the produced nickel matte. Accordingly, our main product is nickel matte, which is supplied to Vale Canada Limited (VCL) and Sumitomo Metal Mining Co., Ltd. (SMM). In 20 Sustainability Report 2025
Page 21
Our Purpose and Core Values [GRI 2-24][POJK51-C.1][POJK51-F.1] PTVI operates with the purpose of improving lives and contributing to a more sustainable future. We recognize that mining plays an important role in supporting global development and energy transition needs. In 2024, we introduced the CARES principles as the foundation of how we work and make decisions. These principles are reflected in five core values and translated into key behaviours that guide our daily operations and long-term value creation. To ensure these values are deeply embedded across the organization, we actively and consistently socialize the CARES principles through townhall meetings, leadership engagements, and various corporate events. These platforms serve as strategic touchpoints to reinforce our shared purpose, align employees with our ethical standards, and cultivate a culture of integrity, collaboration, and accountability. 21 Sustainability Report 2025
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Legal Form and Ownership [GRI 2-1][POJK51-C.3] Since May 16, 1990, PTVI has been listed on the Indonesia Stock Exchange (IDX) under the stock code INCO. As of December 31, 2025, approximately 20% of our shares are publicly owned. The majority of the company’s shares are held by PT Mineral Industri Indonesia (MIND ID), a state-owned enterprise, amounting to 34.00%, followed by Vale Canada Limited (VCL) with 33.88%, and Sumitomo Metal Mining Co., Ltd. with 11.48%. PTVI is jointly controlled by MIND ID and VCL as our two largest shareholders. This structure supports balanced oversight and long-term business continuity across national and international markets, while maintaining alignment with Indonesia’s regulatory framework and development priorities. 22 Sustainability Report 2025
Page 23
Compan Identit [GRI 2-1][POJK51-C.2]
Name Establishment Date Address
Company Name July 25, 1968 Head Office Processing Plant
PT Vale Indonesia Tbk Sequis Tower, 20th Floor, Unit 6 & 7 Main Office Plant Site Sorowako
Other name Stock Exchange Listing Date Jl. Jend. Sudirman Kav. 71, East Luwu 92984,
PT Vale May 16, 1990 Jakarta 12190, Indonesia South Sulawesi, Indonesia
Phone: +62 21 524 9000 Phone: +62 475 332 9100
Fax.: +62 21 524 9020 Fax.: +62 475 332 9575
Website: https://vale.com/indonesia
Email: ptvicommunications@vale.com
Indonesia Growth Project Pomalaa
Jl. Alam Mekongga No. 81 A
Representative Office Laloeha Sub-district, Kolaka District
Makassar, South Sulawesi Kolaka Regency 93561
Jl. Somba Opu, PO Box 1143 Southeast Sulawesi, Indonesia
Makassar 90001, South Sulawesi, Indonesia
Phone: +62 411 873731, 87 Indonesia Growth Project Morowali
PT Vale Port, Jl. Trans Sulawesi
Bahomotefe Village, East Bungku Sub-district
Morowali Regency 94973
Central Sulawesi, Indonesia
23 Sustainability Report 2025
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Operational Area [GRI 2-1][POJK51-C.3]
We operates exclusively in Indonesia, within areas granted under IUPK, which is valid until December 28, 2035. The PTVI’s core operations are located in the Sorowako Block, which
license covers a total concession area of 118,017 hectares, spread across three working blocks located in three provinces: currently focuses on saprolitic nickel ore (high-nickel laterite) mining
• Sorowako Block, South Sulawesi (70,566 ha) and the production of nickel in matte using pyrometallurgical
• Bahodopi Block, Central Sulawesi (22,699 ha) technology. Our mineral processing plant in Sorowako is equipped
• Pomalaa and Sua-Sua Blocks, Southeast Sulawesi (24,752 ha) with drying furnaces, reduction furnaces, electric furnaces, and
converters, with a production capacity of 180–216 tonnes of nickel
matte per day.
In addition to our existing operations, we are developing the
Indonesia Growth Project (IGP), which includes expansion initiatives
in Pomalaa, Morowali, and Sorowako. These projects are designed
to strengthen our participation in Indonesia’s nickel downstreaming
agenda while diversifying processing capabilities and optimizing ore
utilization.
24 Sustainability Report 2025
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Financial Performance
IGP Pomalaa is located in Pomalaa and was launched on November 27, 2022. The
project will feed nickel ore into our joint venture with PT Kolaka Nickel Indonesia Operational and Financial Performance
(KNI) that produces nickel in the form of Mixed Hydroxide Precipitate (MHP), a key
intermediate material for electric vehicle batteries, through High-Pressure Acid In recent years, the global nickel market has experienced a
Leach (HPAL) technology. period of softening, leading to lower average nickel prices
IGP Pomalaa and placing pressure on industr -wide financial performance.
The mining area has a production capacity of 28 million tonnes per annum (Mtpa) While market conditions remained challenging, prudent cost
of limonite and saprolite ore, while the HPAL plant has a production capacity of discipline, stable operations, and solid production performance
120 kilotonnes per annum (ktpa) of MHP. supported resilient financial results.
In 2025, PTVI recorded total revenue of US$990,195 thousand,
IGP Morowali was inaugurated on February 10, 2023. Mining activities are representing an increase of US$39,807 thousand, or 4.19%,
conducted in Bungku Timur and Bahodopi districts, with processing facilities compared to 2024. Net profit also improved to US$76,063
located in Bungku Pesisir district. This project will feed into our joint venture thousand, rising by US$18,302 thousand, or 31.68%, from the
IGP Morowali with PT Bahodopi Smelter Nickel Indonesia (BNSI) to produce MHP through HPAL previous ear. This improvement reflects stronger operational
process.The mining area has a production capacity of 16 Mtpa of limonite and performance and continued efforts to manage costs amid
saprolite ore, and HPAL facility with an estimated capacity of 60 ktpa of MHP fluctuating market conditions.
that is expected to commence operations in 2027.
Despite the challenging market environment, PTVI maintained
a sound financial position while supporting project
IGP Sorowako Limonite Ore (SLO) is located within the existing Sorowako Block development through higher financing. Total assets reached
and received final investment approval in Ma 2024. The project focuses on US$3,345,847 thousand, increasing by US$169,319 thousand, or
processing limonite ore (low-nickel laterite), which had previously not been fully 5.33%, compared to 2024. Total equity also grew by US$42,300
IGP Sorowako Limonite Ore (SLO) utilized. This project will feed into our joint venture with PT Huali Nickel Indonesia thousand, or 1.55%, to US$2,775,076 thousand. At the same
(HNI) to produce MHP through HPAL process. The mining capacity for limonite ore time, liabilities increased to US$570,771 thousand, primarily
reaches 11 Mtpa and HPAL facility with an estimated production capacity of 60 reflecting financing for operational and project development
ktpa of MHP. activities.
25 Sustainability Report 2025
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Financial Position and Performance (in thousand US$) [POJK51-C.3]
Operational costs remained relatively stable, with nickel matte Direct economic value
Variance production cost reaching US$9,560 per ton in 2025, compared with generated and distributed
[POJK51-B.1][POJK51-F.2][GRI 201-1]
Financial Data 2025 2024 2023 (2025:2024) US$9,479 per ton in 2024, an increase of 0.85%. While production
costs increased marginally year-on-year, they remained below 2023 In 2025, PTVI generated and distributed
Nominal % levels of US$10,089 per ton, reflecting resilience in cost management economic value to stakeholders through
Total Assets 3,345,847 3,176,528 2,925,999 169,319 5.33% amid inflationar pressures and market volatilit . our operational and financial activities,
reflecting our contribution to national
Total Liabilities 570,771 443,752 361,462 127,019 28.62% Nickel Matte Production Cost (in US$ per Ton)
and regional economic development.
Total Equity 2,775,076 2,732,776 2,564,537 42,300 1.55%
2025 2024 2023 We generated total economic value of
Total Revenue 990,195 950,388 1,232,263 39,807 4.19% US$994,117 thousand, representing an
9,560 9,479 10,089
Net Profit 76,063 57,761 274,334 18,302 31.68% increase from US$954,107 thousand in
2024. This increase was primarily driven
Sales to Principal Bu ers
by higher operating revenue, supported
Despite market challenges, we maintained stable operational performance Although nickel matte sales volume increased during the year,
by stable production and improved
throughout the year. Nickel matte production reached 72,027 metric tons, sales value to principal buyers declined by 6.50% year-on-year
sales performance. Other income also
representing an increase of 716 metric tons, or 1.0%, compared to 2024. to US$888,584 thousand, primaril reflecting softer nickel prices.
increased, reflecting higher non-op-
Production also e ceeded our annual target of 71,234 metric tons, reflecting Revenue from principal customers, including Vale Canada Limited
erational earnings. Compared with
effective operational planning and e ecution. and Sumitomo Metal Mining Co., Ltd, decreased in line with
the restated revenue of US$1,233,086
prevailing market conditions. Nevertheless, total company revenue
thousand in 2023, the 2025 performance
Sales performance also remained positive. Nickel matte sales reached 73,093 increased, supported by other revenue streams and stronger
indicates stabilisation following earlier
metric tons, increasing by 468 metric tons, or 0.65%, compared to the previous operational performance.
market fluctuations and aligns with
year, and surpassing our annual sales target of 72,234 metric tons.
Operating Revenues (in thousand US$) based on Bu ers 2023 - 2025 the improvement in net profit recorded
Nickel Matte Production and Sales Target and Realization (metric tons) 2023-2025 [POJK51-B.1]
during the year.
[POJK51-B.1][POJK51-F.2][SASB EM-MM-000.A]
Variance
Customer 2025 2024 2023 (2025:2024) We distributed US$944,234 thousand
Variance (2025:2024) in economic value in 2025, reflecting
Nickel matte 2025 2024 2023 Nominal %
continued expenditures to sustain
Nominal % Vale Canada operations, support employees, meet
711,475 760,201 985,812 (48,726) -6.41%
Limited fiscal obligations, and contribute to
Target 71,234 70,805 - 429 0.61%
Production community development. Operating
Sumitomo
Realizations 72,027 71,311 70,728 716 1.00% costs accounted for the largest share of
Metal Mining 177,109 190,187 246,451 (13,078) -6.88%
Target 72,234 71,797 - 437 0.61% Co., Ltd distributed economic value, alongside
Sales
Realizations 73,093 72,625 70,108 468 0.65% Total 888,584 950,388 1,232,263 (61,804) -6.50%
26 Sustainability Report 2025
Page 27
salaries and emplo ee benefits, pa ments to providers of capital, pa ments Direct Economic Value Generated, Distributed, and Retained (in
to government, and community investments. thousand US$) 2023 - 2025
Pa ments to providers of capital in 2025 reflected financing obligations
associated with the year’s activities. Payments to government continued to Variance (2025:2024)
Financial Data 2025 2024 2023
represent a significant contribution to state revenue, despite fluctuations
influenced b ta able income and fiscal obligations. Communit investments Nominal %
increased compared with the previous year, demonstrating sustained Economic Value Generated
support for community development initiatives.
Operating Revenue 990,195 950,388 1,232,263 39,807 4%
Economic value retained in 2025 reflects the balance between economic Other Income 3,922 3,719 823* 203 5%
value generated and the higher distribution of value to stakeholders during
the year. Total Revenue 994,117 954,107 1,233,086* 3,922 3,719
Economic Value Distributed
The disclosed economic value figures are derived from and aligned with our
audited Financial Statements. Certain prior- ear figures have been restated Operating Costs 638,007 785,160* 550,958* 48,841 8%
to align with the Financial Report methodology, ensuring consistency and Salaries and Employee
comparabilit across reporting periods. Detailed figures are presented in the 101,002 95,254 87,436 5,748 6%
Benefits
accompanying table.
Payments to Capital
34,607 0 60,093 34,607 100%
Providers
Tax Payments to
170,419 202,242 204,617 -35,607 -18%
Government
Community Investments 3,983 3,912* 4,291 358 9%
Total Economic Value
948,018 1,082,656* 907,395* 53,947 6%
PTVI does not receive any financial Distributed
assistance from the Government of Economic Value Retained (Economic Value Generated - Economic Value Distributed)
Indonesia. However, in line with our shareholding
structure, the Government indirectly holds shares Total Economic Value
49,883 73,693* 361,444* -13,937 -22%
in PTVI through MIND ID, which has been one of Retained
our shareholders since 2020.[GRI 201-4]
*Restatement of prior-year figures to align with the Financial Report methodology and ensure
consistency and comparability across reporting periods.
27 Sustainability Report 2025
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Certifications and Association Memberships [POJK51-C.5][GRI 2-28] Certifications 28 Sustainability Report 2025
Page 29
Certifications and Association Memberships [POJK51-C.5][GRI 2-28]
Association Membership
International Association National Association National Association
UN Global Compact Indonesian Mining Forum Industri Nikel
Member Association Indonesia
Member Member
Link : Link :
National Association National Association National Association
Indonesia Global Compact Asosiasi Emiten Indonesia Asosiasi Pengusaha
Network Member Indonesia
Member Associate member
Link : Link :
National Association National Association
Indonesia Business Council Indonesia Corporate
for Sustainable Development Secretar Association
Member Member
Link :
29 Sustainability Report 2025
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Awards and Recognition
In 2025, PTVI’s commitment to environmental protection, social responsibility, and strong governance has been recognized by various institutions. These acknowledgments demonstrate that the
company’s contributions to sustainable mining are not only acknowledged within the company, but also validated by external entities, including the following:
TOP CSR Awards 2025 SDG Innovation Accelerator for Young
TopBusiness 11 June 2025 Professionals
UNGC 31 July 2025
• TOP CSR Awards 2025 Star 4 - A well-established CSR
system, policies, and implementation at IGP Morowali. Top 6 Innovations
• TOP Leader on CSR Commitment 2025 - given to
Bernardus Irmanto (PTVI’s CEO) for his commitment to
sustainability.
The Asia Responsible Enterprise Award (AREA) Innovation Technology for Social and
Enterprise Asia 27 June 2025 Environmental Awards (InTechSEA)
Hasanuddin Universit 31 July 2025
• AREA awardee in the Social Empowerment category
• AREA awardee in the Green Leadership category
• Platinum Award - Biodiversity category
• Gold Award - Food, Energy, and Water category
Eco Tech Pioneer and Sustainability Award (EPSA)
Energi Mineral Festival 2025
Department of Environmental 20 August 2025
Indonesian Ministr of Energ and 30-31 July 2025
Engineering, Diponegoro Universit
Mineral Resources and B-Universe
• Gold Award - Green Power Innovation
Recognition in the ESG initiative category
• Gold Award - Hydro Smart Innovation
• Gold Award - Ecosystem Protection
• Silver Award - Low Carbon Innovation
• Silver Award - Community Development
• Bronze Award - Eco-Cycle Innovation
• Bronze Award - Eco-Hazard Innovation
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Katadata ESG Index Awards Investortrust ESG Awards 2025
Katadata Indonesia 10 September 2025 Investortrust 23 October 2025
• Katadata ESG Index Awards awardee for the mining • Gold Star Award - for Big Cap, Public Company
sector • Investortrust ESG Awards 2025 - Transparency and
• Katadata ESG Index 2025 Awarding Gender awardee ESG Performance Disclosure category
for the mining sector
Penghargaan Subroto 2025
ESG Business Awards
Indonesian Ministr of Energ and 24 October 2025
ESG Business 25 September 2025
Mineral Resources
• Winner - Waste Management Award, Indonesia.
Recipient of Penghargaan Subroto 2025 - Matano Iniaku
• Winner - Biodiversity Conservation Award, Indonesia
Program
Asia ESG Positive Impact Awards 2025
Bisnis Indonesia CSR Awards (BISRA) 2025
Asia ESG Positive Impact 5-7 November 2025
Bisnis Indonesia 30 September 2025
Consortium (A-EPIC)
• Platinum Champion - IGP Morowali
Gold Award (Large Companies) - Environment category
• Special Achievement - Best CSR Program in Strategic
(Biodiversity Conservation)
Planning (IGP Morowali)
Lestari Award 2025 ESG Leadership Awards 2025
Kompas Gramedia 2 October 2025 Bumi Global Karbon (BGK) Foundation 16 November 2025
Sustainable Ecosystems Category- for Kehati Lutim Awardee in Leadership AA – Advancing ESG Transparency
Bersinergi program Leadership category
31 Sustainability Report 2025
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ESG B-Universe 2025 Asia Sustainability Reporting Rating (ASRRAT)
Investor Dail 20 November 2025 2025
Investortrust 28 November 2025
ESG Appreciation - Community Empowerment category
Gold Rank - Sustainability Report 2024
Penghargaan Mitra Bhakti Husada (MBH) 2025
Temu Karya Mutu dan Produktivitas Nasional
Indonesian Ministr of Health 9 December 2025
(TKMPN) XXIX
PT Wahana Kendali Mutu 24-29 November 2025
Award recipient in the Women Workers’ Health Protection
Category
• Diamond Award & Most Favorite - Green Breaker,
innovation in rehabilitating rocky areas using coconut
belt waste
• Platinum Award - Innovator Tim, improved slag
launder spraying method to reduce safety risks and
Indonesian CSR Awards (ICA) & Indonesian SDGs
operating costs
Awards (ISDA) 2025
• Platinum Award - Autopipe, pipe-opening tool for
Corporate Forum for CSR 17 December 2025
e ploration projects to improve operational efficienc
Development (CFCD)
• Platinum Award - Slag Warrior, utilisation of nickel
slag waste as environmentally friendly infrastructure
• ICA Platinum and Gold Award Awardee - Matano
material
Iniaku program
• Platinum Award - Stock Master, cost efficienc of
• ISDA Silver Award Awardee - Closed-loop Livestock
21% in the procurement of new tuyere units
System program
• Gold Award - The Energizer, reducing power network
troubleshooting time in mining operations by up to
Taxpayer Program
71%
Kolaka Regenc Regional Revenue 18 March 2025
• Gold Award - Sarakaloka, optimisation of apuwood
Office
plants utilisation in lagoon areas
Recipient of the Best Tax Report Award 2024, Kolaka
Regency
32 Sustainability Report 2025
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10th Asia’s Sustainability Reporting Awards Operational Excellence Conference (OPEXCON)
(ASRA) 2025 2025
CSR Works International Pte Ltd, 24 October 2025 Shift Indonesia 13 November 2025
Singapura
Gold Award – Innovation in automating the Silica/Magnesia
Bronze Award – Asia’s Best Sustainability Report (CEO (S/M) ratio control in slag furnaces using machine learning
Letter) Category
Fortune Indonesia 100 - 2025 Perhumas PR Excellence Awards 2025
Fortune Indonesia 12 September 2025 Indonesian Public Relations 13 December 2025
Association (Perhumas)
Ranked 79th
Second Place in Digital PR Program - General Theme
Category
Global Supply Chain Excellence Awards (SCEA) Asia
Pacific 2025
Suppl Chain E cellence Award – 30 September 2025
Asia Pacific
Award Recipient – Manufacturing Category (0-Hour Truck
To learn more about PTVI’s
Rebuild Program)
certifications, associations, and
awards, please visit our website:
HR Excellence Awards 2025
Human Resource Online 6 November 2025
Gold Award – Excellence in CSR Strategy Category
33 Sustainability Report 2025
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Sustainability
Management
34 Sustainability Report 2025
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Sustainability in Our Operations[POJK51-A.1]
• Sustainable Development Goals (SDGs)
In pursuing our aspiration to improve lives and help shape a Guidelines Governing Our Sustainable Operations
• Labor standards and conventions of the International
better future, we recognise the importance of continually
Labour Organization (ILO)
reflecting on how we operate, ensuring that our presence Our operations and sustainability practices are grounded by
• ICMM - International Council on Mining and Metals
supports positive progress and not the opposite. This Indonesian legal and regulatory requirements as well as globally
• United Nations Basic Principles on the Use of Force and
awareness forms the basis of our commitment to responsible recognized standards and guidelines. This foundation ensures
Firearms
mining practices, and establishing resilient operations that that our activities are carried out responsibl and effectivel ,
• UN Guiding Principles on Business and Human Rights
minimise risks and generate meaningful impact. Moreover, while also maintaining full alignment with the commitments
• United Nations Global Compact Principles (UNGC)
given that our operations depend on commodities with finite and requirements we have adopted. The following listed local
• International Finance Corporation (IFC) Performance
lifespans, this commitment becomes even more critical to and international regulations, standards, and frameworks
Standards
safeguarding the long-term continuity and competitiveness that we adhere to.
• Global Reporting Initiative (GRI)
of our business.
• Voluntary Principles on Security and Human Rights
Local Regulations
• UN Paris Agreement 2015
To reinforce commitment to responsible mining at the highest
• UN Declaration on the Rights of Indigenous Peoples
level, we have embedded it into a formal Sustainability Policy, • Law No. 40 of 2007 on Limited Liability Companies
• OECD Due Diligence Guidance for Responsible Supply
last amended in 2024. This policy has been approved by our • Ministry of Energy and Mineral Resources Decree No.
Chains of Minerals from Conflict-Affected and High-Risk
Board of Directors. We ensure that sustainability is not only a 1827/K/30/MEM/2018 on Good Mining Practice Guidelines
Area
guiding principle, but a strategic lever that shapes decisions, • OJK Regulation No. 51/POJK.03/2017 on Sustainable
drives transformation, and anchors the long-term direction of Finance for Financial Services Institutions, Issuers, and
our operations. Public Companies
Access our
In this section, we outline the key elements that show how Global Frameworks
Sustainability
this commitment is realized in practice, encompassing our
Policy here:
activity dimensions, the pillars that guide our operations, and • ISO 26000 - Guidance on Social Responsibility
our focus areas in each pillar. • ISO 14001:2015 - Environmental Management System.
• ISO 45001:2018 - Occupational Health and Safety
Management System
• ISO 9001:2015 - Quality Management System
• ISO 31000:2018 - Risk Management
• International Council on Mining and Metals (ICMM)
Principles
• Sustainability Accounting Standard Board (SASB) Metals &
Mining 2021
35 Sustainability Report 2025
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Integration of Sustainability into Business considerations are consistently embedded across our sites and functions. This includes enhancing coordination between strategic Strategy[POJK 51 A.1][GRI 2-12][GRI 2-13] planning, risk management, operations, and sustainability functions to support coherent execution and accountability. Sustainability considerations are integrated into PTVI’s By embedding sustainability into our business strategy, PTVI seeks to ensure that strategic decisions contribute not only to business strategy to ensure that long-term value creation is short-term performance, but also to long-term resilience, competitiveness, and value creation for stakeholders. aligned with responsible business practices and effective risk management. Rather than being addressed as a separate agenda, sustainability is embedded in our strategic planning, decision-making processes, and operational oversight. The Board of Directors, with the oversight of Board of Commissioners, plays a central role in ensuring that sustainabilit principles are reflected in ke strategic decisions, including long-term planning, capital allocation, and the evaluation of major projects. Through regular discussions and reviews, the Board provides direction and oversight to ensure that environmental, social, and governance (ESG) considerations are assessed alongside financial and operational factors. This role is supported by the Sustainability Committee, which facilitates the integration and monitoring of sustainability initiatives across PTVI (further details are provided in the Sustainability Governance section). At the management level, sustainability is integrated into our enterprise risk management and strategic execution processes. ESG-related risks and opportunities are identified, assessed, and monitored as part of our broader risk management framework, allowing PTVI to anticipate potential impacts on business resilience and performance, as well as identify potential impacts on communities and environment. This integrated approach supports informed decision-making and strengthens our ability to respond to emerging challenges. During 2025, we focused on strengthening internal alignment and cross-functional coordination to ensure that sustainability 36 Sustainability Report 2025
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Stakeholder Engagement[POJK51-E.4][GRI 2-29] Stakeholder engagement helps PTVI understand external e pectations and identif issues that ma affect the sustainability of our operations, the enviroment, and communities. These engagement activities are designed to generate relevant input for decision-making, risk management, and the identification of material topics, rather than serving solely as one-way communication channels. We conduct stakeholder mapping across our operational areas to identify relevant stakeholder groups and determine appropriate engagement approaches. Feedback obtained through consultations, dialogue forums, and grievances is reviewed and considered in the assessment of ESG-related risks and impacts, enabling us to respond in a timely and proportionate manner. Our grievance mechanisms complements this process by providing accessible channels for stakeholders to raise concerns and seek resolution. Through this approach, stakeholder engagement supports responsible impact management, contributes to maintaining our social license to operate, and strengthens long-term value creation. The following table presents the key stakeholder groups, which serve as a reference in guiding our operational and sustainability management processes. The table outlines the types of engagement, key topics of concern, and our responses, providing a structured overview of how stakeholder inputs are incorporated into operational activities and decision-making. 37 Sustainability Report 2025
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Engagement with
Stakeholder Type Stakeholders Type of Engagement Company Response Engagement Frequency
Stakeholders
Internal Workforce Employees, PTVI The workforce is a key • Internal meetings and communication • Development of RJPP • Quarterly, semester, annual
Leadership, Contractors stakeholder driving the channels • Production & sales reports
PTVI’s success through • Training and learning platforms optimization • Periodic evaluation
improved economic • Performance review and feedback • VPS, CSMS, HSE • CLA every 2 years
performance, safety, systems implementation
and environmental • Industrial relations forums • PNI & LBI programs
management. Their active • HSE communication sessions • PKB & LKS Bipartite
participation supports
production optimisation,
risk management, and the
achievement of long-term
goals.
Local Communities & Leaders Communities, Formal & Strong relationships ensure • Community consultations and dialogue • Local recruitment • BKAD: 3x/year or as needed
Informal Leaders, NGOs concerns are addressed and forums • PPM implementation • • Monthly/issue-based
support sustainable local • Multi-stakeholder forums (BKAD) Village-level committees • dialogues
development. • Grievance mechanisms Complaint handling • Training
• Community engagement sessions & empowerment programs
Government Central & Local Ensures regulatory • Regulatory meetings and coordination • Tax & PNBP payments • Ongoing coordination
Governments, Military, compliance, policy • Reporting and disclosure channels Coordination with TNI/Polri • • Periodic reporting (Q/S/A)
Police alignment, and operational • Policy consultations ESG & operational reporting • As required by authorities
stability. • Security coordination forums • Compliance with AMDAL &
• Licensing engagement regulations
Public Sector SOEs, Public Institutions Enables alignment with • Strategic partnership forums • Joint projects • Periodic reporting (Q/S/A)
socio-economic policies and • Cross-sector coordination meetings • Policy participation
strategic initiatives. • Policy dialogue platforms • Sustainability collaboration
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Engagement with
Stakeholder Type Stakeholders Type of Engagement Company Response Engagement Frequency
Stakeholders
Business Relationships Investors, Suppliers, Supports funding, supply • Investor briefings and meetings • RJPP preparation • Periodic reporting (Q/S/A)
Partners chain stability, and • Supplier coordination forums • Annual & Sustainability
operational growth. • Performance disclosure channels Reports
• Partnership discussions • Public disclosures
• Supplier policy socialization
Customers Customers Helps improve product • Regular meetings and business • RJPP alignment • At least monthly
quality and customer discussions • Ongoing customer
satisfaction. • Contract engagement engagement
Media, Academia & NGOs Media, Academia, NGOs Supports transparency, • Media engagement and press • Press releases & public • As needed
public trust, and interactions exposure
research-based insights. • Research collaboration forums • Research collaboration
• Public communication channels • PPM-related partnerships
• Stakeholder dialogue forums
39 Sustainability Report 2025
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Materiality Review[GRI 3-1] Understanding the issues that most significantl affect our Double Materiality Process business and stakeholders is fundamental to our long-term strategy and our commitment to responsible mining. In line with industry practice, we conducted a comprehensive double materiality assessment in 2024, with annual reviews performed to validate the continued relevance of our priority topics. Our approach is guided by the Global Reporting Initiative (GRI), particularly GRI 3: Material Topics 2021. In accordance with this standard, material topics are determined based on the significance of our impacts on the econom , environment, and people, including human rights, as well as the level of stakeholder interest and concern. We also assess the potential implications of sustainability-related topics on our operations and financial performance. This process resulted in the identification of 18 sustainabilit topics, representing the most relevant ESG issues across our operations and value chain. These topics serve as the basis for further prioritisation and continue to inform our strategy, risk management, and disclosures. 40 Sustainability Report 2025
Page 41
2025 Materiality Review and Prioritisation • Value lens, evaluating whether current performance is
sufficient and identif ing opportunities to enhance value
Building on the 2024 double materiality assessment, in 2025 creation beyond existing practices.
we conducted a targeted review to validate the continued
relevance of the identified sustainabilit topics and to In addition, we identified commonalities across topics to enable
strengthen their alignment with our evolving business context a more integrated and focused approach to management.
and strategic priorities.
As a result, the 18 sustainability topics were consolidated
Rather than undertaking a full reassessment, we refined how and prioritised into six material topics across environmental,
these topics are prioritised and managed through a structured social, and governance dimensions. These material topics
evaluation process integrating stakeholder perspectives and represent the areas of highest significance to our business and
business value considerations. stakeholders and form the foundation of our sustainability
strategy and disclosures.
We engaged six key stakeholder groups—employees and
unions, local NGOs and communities, regulators, investors, This approach ensures that our material topics remain focused,
potential partners, and the media—to reconfirm priorit actionable, and aligned with long-term value creation.
issues. We also assessed our current positioning for each topic
relative to local and global industry peers.
Each topic was evaluated through two complementary lenses:
• Stakeholder lens, assessing its importance in maintaining
our licence to operate and supporting our growth
ambitions; and
41 Sustainability Report 2025
Page 42
Level of Impact Materiality Level of Financial Materiality
Materiality
No Timeframe PTVI Strategy
Topic Positive Score Negative Score Risk Score Opportunity Score
(1-3) (1-3) (1-3) (1-3)
1 Waste and Water Improved environmental Ineffective Water, Waste, Non-compliance with effluent Circular Waste initiatives, Short–Medium Term Strengthen integrated
Management and public health or Tailings practices may standards, water scarcity, water recycling, and water management, improve
outcomes through lead to contamination, and tailings failures may slag utilization enhance tailings governance, expand
responsible Water, Waste, ecosystem damage, and result in regulatory sanctions, resource efficienc , recycling and reuse initiatives,
and Tailings management. reduced water availability. remediation costs, and reduce costs, and and ensure compliance with
operational disruptions. strengthen environmental regulatory standards.
performance.
2 Low Emission Reduced greenhouse High reliance on fossil Failure to meet Net Zero Electrification, renewable Medium–Long Term Accelerate decarbonization
Production gas emissions through fuels increases emissions, targets and emissions energy adoption, and roadmap through energy
effective Emission and accelerating climate standards may lead to decarbonization initiatives transition, electrification
Energy management change and environmental penalties, increased operating improve efficienc and of operations, and gradual
contribute to climate degradation. costs, and loss of competitive- position the Company in integration of renewable
mitigation and cleaner air. ness. low-carbon value chains. energy sources.
3 Land Use Protected ecosystems Unsustainable land use Biodiversity loss and Post-mining Land Use and Medium–Long Term Implement progressive
Management through Biodiversity may cause habitat loss, inadequate mine closure rehabilitation initiatives rehabilitation, strengthen
conservation and ecosystem degradation, planning may trigger create alternative biodiversity management
responsible Closure and and reduced land regulatory action, reputational economic opportunities plans, and develop
Rehabilitation support productivity. damage, and long-term and enhance ESG post-mining land use aligned
long-term ecological environmental liabilities. performance. with community needs.
balance.
4 Local Community Inclusive regional Inadequate engagement Land disputes, community Strong stakeholder Short–Medium Term Enhance stakeholder
development driven by or inequitable protests, and unmet partnerships, sustainable engagement, strengthen
effective Communit resettlement may lead to employment expectations may financing, and growing grievance mechanisms, ensure
Engagement, fair social conflict, livelihood delay projects and threaten demand for responsibly fair resettlement practices,
Resettlement, and positive disruption, and erosion of the social license to operate. sourced nickel support and align community
Economic Impacts. public trust. shared economic growth. programs with local priorities.
42 Sustainability Report 2025
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Level of Impact Materiality Level of Financial Materiality
Materiality
No Timeframe PTVI Strategy
Topic Positive Score Negative Score Risk Score Opportunity Score
(1-3) (1-3) (1-3) (1-3)
5 Well-being & A safe and inclusive Weak implementation Workplace incidents, labor Smart safety technologies, Short–Medium Term Reinforce safety culture,
Inclusion workplace fostered of Health and Safety disputes, and occupational workforce development, implement preventive H&S
through Health and and labor standards health risks may disrupt and inclusive employment systems, expand training
Safety and fair Labor may result in accidents, operations and increase legal practices strengthen programs, and promote
Practices enhances discrimination, and low and compensation costs. operational resilience and diversity and inclusion across
workforce resilience and employee morale. talent retention. operations.
productivity.
6 Business Integrity Enhanced transparency Governance failures and Regulatory changes, licensing Robust Governance, Short–Long Term Strengthen compliance
and accountability unethical practices may challenges, and compliance responsible supply chains, (Ongoing) systems, enforce Code
through strong Good lead to legal exposure, failures may disrupt and transparent practices of Conduct, enhance
Corporate Governance and reputational damage, and operations and affect investor enhance credibility, attract internal controls, and
ethical business conduct. diminished stakeholder confidence. investment, and support ensure transparency across
trust. long-term value creation. operations and supply chains.
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ESG Roadmaps
PTVI’s ESG Roadmap serves as a structured framework guiding • Strengthen the integration between ESG
the integration of environmental, social, and governance strategy, risk management, and capital planning
priorities into our business strategy. It outlines a phased
approach to strengthening governance foundations, enhancing This process reflects our commitment to responsible growth
impact measurement, and embedding ESG considerations into and to embedding sustainability considerations from project
operational and decision-making. development through to operations and closure.
Ensuring Continuity and Performance
In recent years, PTVI has progressively advanced ESG While the roadmap enhancement is in progress, ESG
maturity by strengthening management systems, improving implementation remains embedded within our existing
performance monitoring, and reinforcing accountability governance structures and management systems. Key
mechanisms across our operations. initiatives related to climate performance, environmental
stewardship, community engagement, workforce
Roadmap Enhancement in Progress development, and governance continue to be implemented
and monitored.
In 2025, PTVI initiated a strategic enhancement of our ESG
Roadmap to ensure alignment with our evolving operational Progress against ESG commitments is disclosed throughout
footprint,long-term growth strategy and aspiration. this report, demonstrating PTVI’s ongoing commitment to
responsible mining and long-term value creation.
This enhancement reflects the carveout, e pansion and
development of IGP Morowali and IGP Pomalaa, which The updated ESG Roadmap will be communicated once the
represent important milestones in our growth journey. As enhancement process is completed.
our operational portfolio expands, it is important that our
ESG framework remains comprehensive, integrated, and
consistently applied across all sites.
The ongoing review aims to:
• Align ESG priorities with the carveout and new project
development phases
• Ensure consistent standards and performance
expectations across Sorowako, Morowali, and Pomalaa
• Refine targets, metrics, and implementation pathwa s to
reflect an e panded operational scope
44 Sustainability Report 2025
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Sustainability Governance[POJK51-E.1]
PTVI strengthens sustainability governance through
structured oversight at both the Board and management
levels. Sustainability matters are reviewed through formal
governance mechanisms to ensure alignment between
corporate strategy, risk management, regulatory compliance,
and long-term value creation. The Board of Directors and
relevant committees maintain active oversight of sustainabil-
ity-related impacts, risks, and opportunities as part of our
overall governance framework.[GRI 2-12][GRI 2-13]
* the focus group may change from time to time, depending on specific agenda or goals that the
company want to achieve
45 Sustainability Report 2025
Page 46
In 2025, PTVI conducted five Sustainabilit Committee Through regular meetings and structured oversight, PTVI ensures that sustainability considerations remain embedded in
meetings to monitor progress and provide direction on key governance processes, strategic planning, and operational execution.[GRI 2-12][GRI 2-25]
ESG priorities. These meetings served as a platform for
effective strategic discussions, cross-functional coordination,
and performance evaluation of sustainability initiatives across
our operations. The Sustainability Department serves as
Sustainability Performance Monitoring
the primary coordinator, ensuring sustainability policies and
strategies are effectivel implemented.[GRI 2-13] and Evaluation
Throughout the year, discussions within the Sustainability Monitoring and reporting remain integral to PTVI’s In addition to internal monitoring, PTVI’s ESG performance
Committee focused on refining our ESG Roadmap. Ke sustainability management approach. ESG performance is is also assessed by external rating agencies, including
topics included oversight of materiality determination, tracked through defined Ke Performance Indicators (KPIs) Sustainalytics. In 2025, our ESG Risk Score reduced to 23.7,
alignment with external ESG rating agencies, enhancement across material topics and departments, and is reported compared to 29.4 in 2024, representing a 19.4% reduction in
of sustainability disclosures, strengthening monitoring and periodically to ensure alignment with our sustainability ESG risk exposure. The score remains within the Medium Risk
evaluation systems, and reviewing sustainability credentialsand categor , while reflecting a continued downward trend in ESG
alignment with international standards. The Committee also
reviewed the accuracy and completeness of sustainability-re-
lated information disclosed in this Sustainability Report.[GRI 2-14]
As part of our commitment to transparency,
PTVI continues to submit the annual
The Committee provided direction on priority areas and
Communication on Progress (CoP) under
resource allocation to support systematic improvements in
the United Nations Global Compact (UNGC),
line with international responsible mining standards.[GRI 2-12]
disclosing progress related to human rights,
In addition, the Committee received updates on human
labour, environment, and anti-corruption
rights impact management, including risk assessments,
principles.
identification of salient human rights risks, investigation and
the development of forward-looking mitigation measures. The CoP is publicly available through the UNGC
Discussions emphasized strengthening the integration of platform:
human rights considerations into operational decision-making
and supplier management processes, as well as remediation
This improvement indicates our ongoing efforts to strengthen
mechanisms where adverse impacts are identified (Further
ESG risk management practices and maintain consistent
information about Human Rights are provided in the Human
oversight of material environmental, social, and governance
Rights Due Diligence section).[GRI 2-12][GRI 2-25]
topics.
46 Sustainability Report 2025
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Mineral Conservation and Resource Efficiency
As a nickel mining and processing company, PTVI recognizes to support future processing development initiatives. By
that responsible resource stewardship is fundamental to documenting and preserving lower-grade material, PTVI
environmental sustainability and long-term operational ensures that these resources remain part of long-term value
resilience. Optimizing e traction and processing efficienc creation strategies rather than being treated as waste.
enables us to maximize value from existing mining areas
while minimizing material losses and reducing the need for
additional land disturbance.
In 2025, mining activities were conducted in Sorowako–Petea,
Bahodopi Block 1, and Bahodopi Blocks 2&3, while no mining
operations took place in Pomalaa. Total ore mined during the
year reached 15,918,295 wet metric tons (wmt) across these
operational areas. Average nickel grades ranged between
1.61% and 1.79%, reflecting structured grade control and Processing efficienc remains a ke contributor to mineral
reconciliation practices designed to minimize dilution and conservation. Processing and refining activities conducted
improve extraction accuracy.[GRI 301-1] at Sorowako–Petea and Bahodopi Block 1 achieved recovery
performance of 89.73% during 2025, consistent with feasibility Material circularity forms an integral part of mineral
Mining recovery performance is monitored throughout the stud parameters. Through operational refinements and conservation under GMP. Throughout 2025, PTVI reused
ear to evaluate e traction effectiveness relative to modelled targeted technological enhancements, PTVI continues to 5,352,400 tons of slag and 939,024 tons of reject dryer material
reserves. In 2025, annual mining recovery at Sorowako–Petea optimize nickel recovery while minimizing material losses for site-based civil works, including road construction, mine
and Bahodopi Block 1 averaged 90.25%, while Bahodopi within the production cycle. Ore from Bahodopi Blocks 2&3 is infrastructure development, and surface stabilization. By
Blocks 2&3 achieved recover levels of up to 99%, reflecting sold to the domestic market and does not undergo processing reintegrating residual materials into operational use, we
operational characteristics and mining methods applied at each within our facilities. reduce waste generation, minimize reliance on external
site. Continuous improvement initiatives—including bottom construction inputs, and enhance overall material efficienc .
ore recovery programs, enhanced ore sampling controls, In addition to primary nickel production, PTVI systematically [GRI 301-2][GRI 301-3]
and block model refinement—support ongoing efforts to monitors associated minerals contained within nickel matte.
strengthen recovery outcomes and maintain alignment with During 2025, total cobalt accounted for in production reached Through integrated recovery monitoring, processing
regulatory benchmarks. 968 tons, supporting transparent mineral accounting practices optimization, mineral accounting, and circular material
and responsible resource valuation. utilization, PTVI reinforces responsible resource stewardship
across its mining value chain. These efforts contribute to
Structured management of lower-grade resources further regulator compliance, operational efficienc , and reduced
strengthens long-term resource planning. During the year, environmental impact, supporting our broader sustainability
2,814,030 wmt of limonite ore were segregated and managed objectives.
47 Sustainability Report 2025
Page 48
Responsible Supply Chain
Environmental, social, and governance considerations are
Strengthening Processing Efficiency Through Responsible Sourcing and Due Diligence
embedded throughout this screening process. Environmental
Targeted Innovations
criteria include regulatory compliance and HSER performance,
We recognize that sustainability risks and impacts may arise
while social and governance criteria cover labour standards,
In 2025, PTVI continued to implement multiple not only from our operations but also from activities across
ethical conduct, and integrity safeguards. In 2025, 100%
operational controls and technological our supply chain. At PTVI, responsible sourcing is embedded
of suppliers—including new suppliers—were assessed for
enhancements to reduce nickel losses and improve within our governance and risk management framework to
environmental and social aspects as part of PTVI’s due diligence
material efficienc within our processing s stem. ensure that suppliers meet defined environmental, social,
and procurement processes. This comprehensive approach
Among these initiatives, two key improvements and governance (ESG) standards alongside commercial and
ensures that only responsible and compliant business partners
delivered significant impact. technical requirements.
are eligible to participate in our value chain.[GRI 2-23][GRI 205-2][GRI 308-1]
[GRI 414-1]
The first was the strengthening of slag–matte Supplier engagement begins with a structured prequalifica-
separation accuracy through enhanced monitoring tion process governed by internal guidelines. In early 2025,
in converter operations. By improving detection PTVI implemented a strengthened Third Party Due Diligence
and process control, PTVI reduced the risk of nickel
losses to slag and reinforced recovery stability
(TPDD) process, replacing the previous Initial Risk Assessment
Questionnaire (IRAQ). Under TPDD, prospective suppliers are
100% of suppliers
including new suppliers, were
during refining. required to complete a comprehensive questionnaire covering:
assessed on environmental and
• Organizational identit and beneficial ownership
social aspects.
In parallel, optimization of the granulation system • Corporate officers and legal representatives
through the application of oversize product • Political exposure and lobbying activities
crushing reduced reject circulation and minimized • Relationships with government officials
Following the TPDD process, approved suppliers are required
unnecessary reprocessing. This improvement • Criminal, legal, and regulatory history
to formalize their commitments through contractual
allowed recoverable material to be directly blended • Compliance and ESG programs
agreements. Our Supplier Code of Conduct (SCoC) translates
into saleable product streams, lowering internal
governance, integrity, environmental, and human rights
losses and improving overall process efficienc . This due diligence process is mandatory for all prospective third
expectations into binding contractual obligations.
parties and is conducted prior to participation in procurement
These initiatives enhanced recovery precision and processes, including tender evaluation and contract execution.
The SCoC prohibits child labour, forced labour, restrictions
improved overall material efficienc within PTVI’s Suppliers are categorized based on risk level (low, medium, or
on freedom of association, and other inappropriate
processing operations. high). Where higher-risk indicators are identified, enhanced
disciplinary practices, including corporal punishment. It
mitigation measures and additional compliance verification
requires compliance with applicable labour and environmental
are undertaken before approval.
regulations.
48 Sustainability Report 2025
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To reinforce accountability, PTVI embeds disciplinary supported by continued engagement with local suppliers,
mechanisms within supplier and contractor agreements. efforts to encourage TKDN certification readiness, and
These provisions define t pes of violations, severit levels, During 2025, isolated instances related to delayed strengthened coordination in procurement processes. While
and corresponding sanctions or corrective actions, including wage pa ments were identified through grievance challenges remain, particularly in supplier preparedness to
contract suspension or termination where warranted. channels and periodic contractor performance meet certification requirements, PTVI remains committed
evaluations. These matters were addressed to improving TKDN performance as part of strengthening
For suppliers operating within our operational areas, through engagement with the relevant contractors, national supply chain participation.
compliance is further reinforced through a mandatory verification of contractual obligations, and
badging system. Access credentials may be withheld where follow-up corrective actions to support timely TKDN Achievements
contractual, safety, or compliance requirements are not resolution. Based on the reviews conducted, no
fulfilled or breached.[GRI 2-23][GRI 407-1][GRI 408-1][GRI 409-1][GRI 414-2] s stemic pattern of recurrence was identified. 2025 2024 2023
Supplier Monitoring and Enforcement During the same reporting year, three vendor 40.58% 28.52% 36.04%
All suppliers with active contracts are subject to ongoing contracts were terminated following confirmed
performance monitoring through a monthly Contractor breaches identified through internal control
Responsible sourcing also contributes to economic resilience
Performance Report (CPR), which evaluates operational processes related to budget evaluation activities.
in our operational regions. In 2025, we collaborated with 907
delivery, HSER performance, and contractual compliance. A
domestic suppliers, representing 85% of our total supplier
minimum performance threshold applies, and sustained un-
base, while 165 suppliers represented the remaining 15% and
derperformance ma affect future contract eligibilit .
comprised international partners.
While no standalone supplier-specific Human Rights Due Supporting Domestic Suppliers[GRI 204-1]
Diligence training was conducted in 2025, human rights and
labour compliance requirements remain embedded within As part of our commitment to strengthening domestic
contractual clauses, operational controls, and ongoing economic participation, PTVI has restated Domestic
oversight mechanisms.[GRI 2-24] Component Level (Tingkat Komponen Dalam Negeri or TKDN)
data since 2022, in line with changes in calculation methodology
and stricter criteria established b the regulator. The figures
reflect achievements based on certified products and have
been independentl verified b PT Sucofindo, appointed b
the Ministry of Energy and Mineral Resources (ESDM).
Following a decline in previous years, PTVI’s TKDN achievement
increased to 40.58% in 2025, representing a 42% improvement
ear-on- ear and reflecting progress in strengthening the
use of domestic goods and services. This improvement was
49 Sustainability Report 2025
Page 50
Number of Suppliers by Category 2025 Responsibility for Product and Service Quality[POJK51-F.17]
PTVI ensures that its production processes and nickel products Product transactions are generally conducted under long-term
are aligned with internationally recognized standards and contractual arrangements; therefore, a separate formal
165 (15%) applicable regulatory frameworks. Our operations adhere to customer satisfaction survey mechanism is not implemented.
requirements such as the Restriction of Hazardous Substances Instead, we conduct regular coordination meetings
(RoHS) and ISO 17025, which are widely recognized in export with customers to discuss operational matters, product
markets, including the European Union. In addition, our specifications, deliver performance, and improvement
907 (85%)
products have undergone hazard classification in accordance opportunities. This approach enables timely issue resolution,
with the Globall Harmonized S stem of Classification and transparent communication, and continuous service
Domestic Suppliers International Suppliers
Labelling of Chemicals (GHS), as adopted by the United Nations enhancement in support of long-term partnerships.[POJK51-F.30]
and implemented in Indonesia through Ministry of Industry
Regulation No. 23 of 2013.
Procurement e penditure further reflects this commitment.
In 2025, spending allocated to domestic suppliers reached
During the reporting year, in addition to nickel matte, PTVI
US$895.4 million, representing 90% of total supplier
commenced the sale of nickel ore from designated project
expenditure, while US$97.3 million, or 10% of total expenditure,
areas in accordance with applicable regulatory approvals
was allocated to international suppliers. [GRI 204-1]
and development stages. Quality control procedures and
Procurement Expenditure by Supplier contractual compliance mechanisms are applied consistently
Category 2025 (US$) across our product portfolio to ensure that nickel ore
transactions meet agreed technical specifications and
Description Total (US$) % regulatory standards.[POJK51-F.27]
Domestic Suppliers 895,424,509.35 90% As intermediate products supplied within business-to-
business value chains, both nickel matte and nickel ore are
International utilized as inputs in downstream industrial processing and do
97,254,721.73 10%
Suppliers not have direct exposure to end consumers. Throughout the
reporting period, no complaints related to product safety or
Total 992,679,231.08 100% health impacts from employees, contractors, or buyers were
recorded. No product recalls were requested by customers,
Through structured prequalification, governance-based reflecting the consistenc of our qualit assurance processes.
risk assessment, ESG screening, human rights due diligence, [POJK51-F.28][POJK51-F.29]
continuous monitoring, and support for domestic suppliers,
we seek to maintain a resilient, transparent, and accountable In addition to product quality, PTVI maintains structured
supply chain aligned with our sustainability objectives. engagement with customers to ensure service reliability.
50 Sustainability Report 2025
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Governance 51 Sustainability Report 2025
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Upholding Good Corporate Governance
PTVI believes that strong governance is a fundamental
foundation for achieving sustainability objectives and ensuring
long-term business resilience. Our commitment to conducting
business in an ethical, transparent, and responsible manner
is guided by the principles of Good Corporate Governance
(GCG), which are implemented consistently across all levels of
the organization. These principles serve as the basis for how
we conduct our operations, make decisions, and engage with
stakeholders.
The implementation of GCG is supported by a comprehensive
governance framework consisting of policies, standards,
and internal guidelines. These include, among others, the
Sustainability Policy, Anti-Corruption Policy, Code of Ethics,
and various charters governing the roles and responsibilities
of the Board of Commissioners, the Board of Directors, and
supporting committees. Through these frameworks, PTVI
ensures that governance principles are embedded not only
in formal documents but also in organizational practices,
systems, and decision-making processes.
Beyond regulatory compliance, governance at PTVI also
focuses on strengthening risk management, ensuring
effective oversight, and empowering organizational functions
to perform responsibl and efficientl . This approach supports
our efforts to enhance operational performance while
contributing positively to the national economy and promoting
a responsible investment environment.
Through consistent implementation of these governance
principles, PTVI aims to strengthen accountability, mitigate
governance-related risks, and prevent potential negative
impacts arising from inadequate governance practices.[GRI 2-27]x
52 Sustainability Report 2025
Page 53
Governance Body
Commissioner chairs the BOC and leads the oversight
function, while the President Director chairs the BOD and
leads executive management. This clear separation of roles
establishes effective checks and balances that strengthen
accountability and reinforce sound governance practices.
Both governance bodies are supported by dedicated
committees and management functions to ensure effective
execution of their respective responsibilities. Committees
supporting the BOC include the Audit Committee, the
Governance, Nomination, and Remuneration Committee
(GNRC), the Risk Mitigation Committee, and the Contract of
Work Committee. The BOD is supported by key management
functions, including Human Capital, Legal, Corporate
Secretary, Investor Relations, Finance, Compliance and Ethics,
Enterprise Risk Management, Communication and External
Affairs, Corporate Affairs, the Internal Audit Unit, and Internal
Control.
Management
Our governance framework is further guided by our GCG
Policy, Code of Conduct, Nomination and Remuneration
PTVI has established a governance structure grounded in Law strategic decisions, and formally nominate and appoint Policy, and other internal governance instruments to ensure
No. 40 of 2007 on Limited Liability Companies and guided members of the BOC and BOD. The GMS also functions as an alignment with applicable laws, regulatory requirements,
by the principles of Good Corporate Governance (GCG). Our accountability mechanism, where the BOC and BOD report on and best practices. Through these instruments, we uphold
governance framework comprises the General Meeting of performance and governance implementation. the principles of transparency, accountability, responsibility,
Shareholders (GMS) as the highest governing body, the Board independence, and fairness in every corporate decision-mak-
of Commissioners (BOC), and the Board of Directors (BOD), each PTVI applies a two-tier governance structure in which the ing process.
with clearl defined roles and responsibilities in accordance BOC performs oversight and supervisory functions over
with prevailing regulations and our Articles of Association. management conducted by the BOD. The BOC provides
strategic guidance, advice, and recommendations, while
The GMS serves as the primary forum through which ensuring the consistent implementation of GCG principles. The
shareholders exercise their rights and authority. Through the BOD is responsible for our overall management, operational
GMS, shareholders approve key corporate actions, endorse execution, and corporate performance. The President
53 Sustainability Report 2025
Page 54
Irmanto, formerly Chief of Sustainability, as President Director, in response to the resignation of our former President Director.
Nomination and Governance Composition [GRI 2-9]
[GRI 2-10] In addition, we have appointed a new Chief Human Capital Officer, Chief Sustainabilit and Corporate Affairs Officer, and Chief
Strateg and Technical Officer. The composition of the BOC and BOD at the end of the ear is presented in the accompan ing
The nomination of members of the governance body and its
table.[POJK51-C.6][GRI 2-6]
committees complies with the Indonesian Financial Services
Authority (Otoritas Jasa Keuangan, or OJK) Regulation No. 33/ Board of Commissioners
POJK.04/2014, and our Nomination and Remuneration Policy,
requiring candidates to demonstrate integrity, competence, President Commissioner F. S. Multhazar
relevant expertise and experience, independence from Vice President Commissioner Emily Olson
conflicts of interest and political affiliation, a clean legal and
professional record, and the absence of prohibited business Commissioner Kristina Gauthier
or family relationships with PTVI. Candidates for the BOC and Commissioner Christopher McCleave
the BOD may be nominated by eligible shareholders of PTVI,
the Board of Commissioners, the Board of Directors, GNRC, Commissioner M Jasman Panjaitan
or other parties, including external independent advisors or Commissioner Katherine Angela Oendoen
consultants engaged by the GNRC.
Commissioner Shiro Imai
The nomination of committees supporting the BOC also Independent Commissioner Rudiantara
complies with applicable regulations issued by the OJK, which
stipulate requirements on the committee composition, Independent Commissioner Retno L.P. Marsudi
including the involvement of Board of Commissioners members Independent Commissioner Marita Alisjahbana
and the inclusion of Independent Commissioners. Further
details of these provisions, and details of the composition Board of Directors
of the committees, are disclosed in the relevant committee President Director & Chief E ecutive Officer Bernardus Irmanto
chapters of our Annual Report.
Vice President Director & Chief Operation and Infrastructure Officer Abu Ashar
In 2025, PTVI e perienced significant changes in the Director & Chief Human Capital Officer Heriyanto Agung Putra
composition of the BOC and the BOD. These changes were
discussed and approved at the Extraordinary General Meeting Director & Chief Sustainabilit and Corporate Affairs Officer Budiawansyah
of Shareholders (EGMS) on 14 January 2025, the Annual Director & Chief Financial Officer Rizky Andhika Putra
General Meeting of Shareholders (AGMS) on 16 May 2025, and
the EGMS on 28 July and 23 September 2025. The changes Director & Chief Project Officer Muhammad Asril
resulted from the resignation of certain members as well as Director & Chief Strateg and Technical Officer Slamet Sugiharto
honorable dismissals. Notably, we inaugurated Bernardus
54 Sustainability Report 2025
Page 55
The composition of the boards complies with all applicable OJK regulations, including the requirement for a minimum of three commissioners, 30% independent commissioners, and two directors. Following recent board member changes, while the Board of Directors currently has no women members, the Board of Commissioners now comprises 50% women, where last year it was 30%. Women also made up more than 30% of the supporting committee. These figures reflect our ongoing commitment to diversit and inclusion on the board. We provide details for each governance body member, including their tenure on the governance body, concurrent roles in other companies, and relevant competencies, in the Profile of the Board of Directors, Profile of the Board of Commisioners, and Committees sections of our Annual Report. Please refer to these sections for further information. 55 Sustainability Report 2025
Page 56
Governance Body Performance and Remuneration Proses
Communication of Critical Concerns to the these impacts. The governance bodies also receive reports
Governance Body [GRI 2-16] of critical concerns raised through PTVI’s whistleblowing
programs.
PTVI ensures that its highest governance bodies have full and
timely access to critical information and issues relevant to the Capability building on Sustainability [GRI 2-17]
organization. This commitment is emphasised in our Board
of Directors Charter, which stipulates that each Director is A competent governance body that continuously strengthens
granted full and unrestricted access to employees and to and updates its sustainability knowledge is essential for
third-party agents or consultants to obtain any information effective oversight of PTVI’s sustainabilit mission. Members
necessar to fulfil their duties. Supporting committees, such of the Board of Directors and the Board of Commissioners
as the Risk Mitigation Committee and the Audit Committee, continuously enhance their collective knowledge, skills, and
are also required by their respective charters to submit experience in sustainability through education and training
periodic reports to the Board of Directors and the Board programs, as well as participation in dialogues, workshops,
of Commissioners on their findings, including ke risks, and conferences. The encouragement and requirement
compliance issues, and internal control matters, ensuring that for such continuous development are formally stipulated
significant concerns are regularl escalated and addressed. in the Charters of the Board of Directors and the Board of
Commissioners.
In addition, the Board of Directors and the Board of
Commissioners hold quarterly meetings to discuss critical During the reporting year, members of the governance
issues, strategic developments, and key risks faced by PTVI. body participated in various capacity building initiatives,
The Board of Directors also conducts regular townhall sessions both individually and jointly, covering topics such as ESG
with management on a quarterly basis to ensure alignment, implementation in the mining sector, sustainable and
enhance transparency, and facilitate two-way communication responsible nickel downstreaming, energy transition and
on key priorities and challenges. A detailed record of Board of critical minerals geopolitics, stakeholder engagement and ESG
Directors meetings is disclosed in our Annual Report. risk management, as well as financial resilience and digital
innovation to support sustainable business practices. The
The Board of Directors directly coordinates with, and the capacity building activities undertaken are summarized in the
Board of Commissioners supervises, the Sustainability table below.
Committee, which oversees our environmental and social
impacts. This direct coordination and supervision ensure
that the governance bodies remain informed of critical
environmental and social issues and strengthen alignment
between management and technical functions in managing
56 Sustainability Report 2025
Page 57
Governance Body’s Capacity Building on Sustainability in 2025[POJK51-E.2]
Types of Activity Topic Summary Date Organizer Participant
Dialogues Implementing ESG in The ESG Forum discusses the implementation of ESG 2 June 2025 Indonesian Nickel Miners Bernardus Irmanto as Panelist
Indonesia’s Nickel Mining principles in Indonesia’s nickel mining industry, Association (APNI)
Industry: Challenges and focusing on operational challenges, eco-friendly
Opportunities technologies, and local community empowerment. The
forum aims to position Indonesia as a leader in sustainable
mining practices.
Conference Building Resilient Indonesia Miner 2025 focuses on building resilient 10 June 2025 Indonesia Miner Vinicius Mendes as Keynote
Foundations – Insights foundations in the nickel mining industry. The discussion
from the Frontlines of covers PTVI’s adaptation to industry dynamics, the role of
Nickel Mining innovation and leadership, and Indonesia's position in the
global nickel value chain.
Dialogues Jakarta Geopolitical The Jakarta Geopolitics Forum IX/2025 discussed energy 25 June 2025 National Resilience Vinicius Mendes as Panelist
Forum transition as a strategic issue in global geopolitics and Institute
geo-economics. Venicius Mendes, Ph.D. from PTVI,
presented globally standardized environmentally
friendly nickel downstreaming practices, showing that
sustainability and competitiveness can be achieved
simultaneously.
57 Sustainability Report 2025
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Governance Body’s Capacity Building on Sustainability in 2025[POJK51-E.2]
Types of Activity Topic Summary Date Organizer Participant
Award Sustainability Leadership: The ISRA 2025 panel discussion focused on implementation of ESG strategies in the extractive 10 July 2025 Indonesia Social Bernardus Irmanto as Panelist
Aligning Business industr . Bernardus Irmanto, Director and Chief Sustainabilit and Corporate Affairs Officer of PTVI, Responsibility Award (ISRA)
Purpose with Sustainable shared his e periences on PTVI's efforts to mitigate ESG risks and build strategic communication
Development between corporations, communities, and the environment to support sustainability.
Conference Future CFO Indonesia Rizky A. Putra, the CFO of PTVI, attended as one of the speakers at the 4th FutureCFO Indonesia 17 July 2025 CXociety Rizky A. Putra as Panelist
Conference 2025 Conference. The conference discussed balancing stakeholder e pectations with financial prudence,
focusing on IT securit and the use of AI for cash flow forecasting.
Dialogues Driving Energy Transition PTVI participated in the Indonesia Corporate Sustainability 24 July 2025 Olah Karsa together with Bernardus Irmanto as Panelist
& Green Mobility Outlook (ICSO) 2025, aiming to unite stakeholders from S&P Global Sustainable1
various sectors to share innovations and strategies for
sustainable development. The event also featured the
Sustainability Leaders Forum to discuss sustainable growth
across industries and regulations.
58 Sustainability Report 2025
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Governance Body’s Capacity Building on Sustainability in 2025[POJK51-E.2]
Types of Activity Topic Summary Date Organizer Participant
Workshop Mining Goes to Campus Through the Vale Goes to Campus program at Universitas 1 October 2025 PT Vale Indonesia Bernardus Irmanto as Panelist
Gadjah Mada, PTVI engaged more than 200 students in
an interactive dialogue on sustainable mining practices.
In collaboration with Society of Renewable Energy,
the session highlighted the role of nickel in the energy
transition, environmental challenges, and the importance
of youth participation in advancing responsible mining in
Indonesia.
Dialogues Indonesia at the At the Indonesia International Sustainability Forum (IISF) 10 October 2025 Coordinating Ministry Bernardus Irmanto as Panelist
Epicentre of Critical dialogue session, PTVI reaffirmed its commitment to for Infrastructure and
Minerals: Nickel, Copper, sustainable mining practices. Bernardus Irmanto, President Regional Development,
and the Global Energy Director & CEO of PTVI, emphasized that nickel and copper Ministry of Investment,
Transition are critical components in the global energy transition, Indonesian Chamber of
with Indonesia holding a strategic position in this process. Commerce
Dialogues Indonesia Critical The 2025 Indonesia Critical Minerals Forum discusses the 13 October 2025 APNI - PERHAPI Bernardus Irmanto sebagai
Minerals Forum opportunities and challenges of Indonesia’s critical mineral Panelist
sector, such as nickel and copper, in supporting the global
energy transition. The forum strengthens Indonesia’s
position as a key player in the global critical minerals
market while promoting international cooperation and
foreign investment.
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Governance Body’s Capacity Building on Sustainability in 2025[POJK51-E.2]
Types of Activity Topic Summary Date Organizer Participant
Dialogues Maintaining Profitabilit Participated in discussions emphasizing the strategic role of critical minerals, downstream 16 October 2025 Ministry of Energy and Slamet Sugiharto as Panelist
Amid Fluctuating Global development, and responsible mining practices in advancing sustainable industrialization and Mineral Resources
Commodity Prices supporting Indonesia’s energy transition.
Dialogues Pemanfaatan Lahan This discussion highlighted the importance of optimizing post-mining land to support food security 16 October 2025 Ministry of Energy and Budiawansyah as Panelist
Pascatambang untuk through a sustainable approach, as well as addressing the technical and social challenges of land Mineral Resources
Ketahanan Pangan, rehabilitation.
Peluang dan Tantangan
dalam Pemanfaatan
Lahan Kritis
Pascatambang
Dialogues Biofuel for the Nation: The discussion emphasized the importance of cross-sector collaboration in biofuel development as 2 December 2025 PT Pertamina Patra Niaga Abu Ashar as Panelist
Collaborative Solutions part of green energy solutions to support a sustainable energy transition.
for Green Energy
Sustainability
In addition to serving as panelists and speakers at various events, PTVI also participated in several discussion sessions focused on accelerating ESG commitments in Indonesia, energy transition,
resource management, and the role of leadership and foreign investment in driving sustainable development. The discussions also addressed topics related to integrating sustainability into PTVI’s
business strategy, operations, and growth projects, alongside the transformation toward a low-carbon future.
60 Sustainability Report 2025
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submits the proposed remuneration structure and amounts to
Governance Body Performance Evaluation[GRI 2-18]
shareholders for approval at the AGMS. The following process Process to Determine the Board of
applies to determining salar and emplo ment benefits. PTVI Directors’ Remuneration
The performance of the Board of Directors (BOD) is evaluated
does not grant performance bonuses, non-performance
annually at the beginning of each year through a structured
bonuses, or stock options to the BOC.
and transparent process specified in the Board of Directors
Process to Determine the Board of
Charter. Each Director conducts a self-assessment of
Commissioners’ Remuneration
performance, both collectively as a Board and individually,
based on key performance indicators (KPIs) established at the
beginning of the financial ear. The results of this assessment
are subsequently reported to the Board of Commissioners
(BOC).
These KPIs also include indicators related to the management
of our impacts on the economy, environment, and people,
which link executive compensation to sustainability
performance and are integrated into the overall performance
As part of our commitment to transparency and good
evaluation. The KPIs are approved, monitored, and evaluated
corporate governance, PTVI discloses information on
annually by the GNRC. In addition, the GNRC conducts
the comparability between executive and employee
an annual performance review of BOD members at the
compensation. The calculation is based on annual total
beginning of each year and shares the outcomes with the
compensation, which includes salary, bonuses, stock awards,
BOC. This evaluation process is carried out in accordance
The remuneration of the Board of Directors is determined at option awards, non-equity incentive plan compensation,
with the Nomination and Remuneration Process Policy. The
the General Meeting of Shareholders. This authority may be changes in pension value, and earnings from non-qualified
results of the performance assessments support continuous
delegated to the BOC and, in practice, is carried out by the deferred compensation.
improvement in governance and organizational practices.
BOC with the support of the GNRC committee. The GNRC
committee proposed BOD remuneration based on the roles The remuneration of our key management personnel,
and responsibilities of BOD members and their contribution comprising the Board of Commissioners and the Board of
Remuneration Policy and Compensation Ratios
[GRI 2-19] [GRI 2-20][GRI 2-21] to PTVI’s objectives and performance, individual performance Directors, includes salaries and short-term emplo ee benefits,
and achievement of targets, benchmarking against comparable post-emplo ment benefits, and share-based pa ments.
companies, remuneration awarded in prior years, the balance In 2025, the total compensation of the Board of Commissioners
The remuneration polic for BOC and BOD is specified in PTVI’s
between fi ed and variable components, and other relevant amounted to US$2.618 million, equivalent to 2.6% of total
Articles of Association and the GNRC charter. We provides
factors determined by the Committee. The process described employee costs. Meanwhile, the Board of Directors received
remuneration to Indonesian Commissioners based on GNRC
applies to the determination of the BOD’s salary, employment total compensation of US$6.317 million, representing 6.3%
recommendations, informed by industry benchmarks sourced
benefits, performance-based and non-performance bonuses, of total employee costs. Collectively, the total compensation
from PTVI’s human resources function, peer public companies,
and retirement benefits. The Directors did not receive an of both Boards reached US$8.935 million, or 8.9% of our total
and external experts. The Board of Commissioners then
other benefits, such as share options. employee costs.
61 Sustainability Report 2025
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Business Ethics and Compliance
At PTVI, our commitment to ethical and responsible business third-party due diligence, and the disclosure of relationships
conduct is guided by our CARES values—Compassion, Access our Code of with government officials. It strictl prohibits briber , which
Accountability, Resilience, Excellence, and Sustainability. Ethical Conduct: we view as offering, giving, requesting, or accepting an thing
These principles inform our decision-making and promote of value to improperl influence a government official or an
integrity, transparency, and compliance across our operations. other party. The policy also prohibits facilitation payments,
Embedded in our Code of Ethical Conduct, they provide which are payments made to expedite routine governmental
practical guidance for conducting business responsibly and actions. In addition, cash gifts, improper political contributions,
consistently. and the use of third parties to carry out prohibited acts are
Anti-corruption [SASB EM-MM-510a.1] also condemned.
Our Code of Ethical Conduct establishes the standards of Corruption refers to dishonest, unethical, or illegal conduct
behavior expected from employees, management, and involving the abuse of power or authority to obtain an improper To ensure effective implementation, we communicate and
members of the Boards of Directors and Commissioners. It advantage, whether through public officials or private parties, reinforce the policy through multiple channels. Anti-cor-
outlines principles on ethical business practices, anti-corrup- for personal benefit. It has been identified as a material ruption training is available through mandatory e-learning
tion, conflicts of interest, and compliance with applicable laws risk across the entire scope of PTVI’s activities (100% of our modules accessible via our internal intranet platform.
and regulations. The Code also addresses respect for human operations), as weaknesses in the implementation of Good Awareness is further strengthened through internal
rights, including non-discrimination, fair labor practices, Corporate Governance, including anti-corruption controls, communications, including posters and periodic advisories,
freedom of association, and the prohibition of child and ma e pose us to legal, financial, and reputational risks. and through contractual provisions that incorporate anti-cor-
forced labor, in line with applicable regulations and recognized ruption obligations for both employees and suppliers.
international standards. PTVI operates in Indonesia, where governance challenges
persist, as reflected in Transparenc International’s We place particular emphasis on employees whose roles
The Code of Ethical Conduct is approved by the Board of Corruption Perceptions Index, although the country is not involve interaction with government agencies or officials.
Directors and overseen by the Board of Commissioners, among the lowest-ranked jurisdictions. Against this backdrop, Non-compliance with our Anti-Corruption Policy is subject
demonstrating accountability at the highest level of we have established robust internal controls and governance to disciplinary action, which may include termination of
governance. mechanisms and enforce a zero-tolerance approach to employment or third-party contracts.
corruption in all its forms.[GRI 205-1][SASB EM-MM-510a.2]
Implementation of the Code is carried out through
348
internal communication, periodic training, and employee Our commitment to combating corruption is formalized in our
acknowledgment processes. Its principles are integrated Anti-Corruption Policy, approved in April 2025 and scheduled
into corporate policies and operational procedures. These for review in 2027. The policy applies to all members of the employees
standards are also extended to business partners through the governance bodies, employees, and business partners across
Supplier Code of Conduct, which outlines expectations related PTVI. The policy provide guidelines on how to act and what is undertook anti-corruption training through PTVI’s
to ethics, compliance, labor practices, and environmental acceptable when giving of gifts and hospitality, socio-environ- digital learning platform.
responsibility. mental investments, interactions with government officials,
62 Sustainability Report 2025
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Employees Attending Anti-Corruption Training later in this chapter, we recorded zero confirmed cases of labor agreements.[GRI 415-1]
in 2025 [GRI 205-2] corruption across our operations involving governance body
members, employees, or business partners. Accordingly, there Fair Market Competition
Position Total were no instances of employment or partnership contracts
Management 5 being terminated or not renewed due to corruption. [GRI 205-3] In line with our core value of Accountability, we are committed
to upholding free and fair competition as the foundation of
General Manager or Specialist 18 Political Interaction and Contributions a healthy and sustainable business environment. We conduct
Senior Staff or Manager 103 our business with integrity and promote market practices
PTVI maintains transparency by disclosing information that are free from fraud, collusion, price-fi ing, bid rigging, or
Staff 146 regarding our interactions with the Government through any form of manipulation, whether in dealings with public or
Non-staff 76 our Annual Report and official website. While the IUPK and private sector counterparties. This commitment is formalized
certain specific permits are not publicl accessible due to in the PTVI’s Antitrust Policy, which guides our approach to
TOTAL 348 legal requirements and confidentialit provisions applicable maintaining fair competition in all business activities.
to the mining sector in Indonesia, we disclose key provisions The policy strictly prohibits representatives and third parties
Transparency is a key pillar of our anti-corruption commitment.
relevant to our operations, including payments made to the from engaging in any form of understanding, agreement—
PTVI discloses information on beneficial ownership, as briefl
Government. whether explicit or implicit—or coordinated practice with
presented in this report and described in greater detail in
competitors to manipulate prices, allocate markets or
our Annual Report. Reporting this information helps prevent
As an IUPK holder, PTVI is required to contribute a profit-sharing customers, restrict supply, or undermine the competitive
the misuse of corporate structures for corrupt practices and
payment equivalent to 10% of net income to the Government nature of bidding processes. It also requires all interactions
strengthens accountability to stakeholders. We also maintain
of Indonesia in accordance with prevailing regulations. In with third parties to avoid unilateral anti-competitive conduct,
transparency in our relationships with government entities,
addition, we are subject to mandatory divestment obligations abuse of market power, or vertical restrictions involving
as further elaborated in the subsequent section, to uphold
under applicable laws and regulations. These obligations competitors, customers, suppliers, or other third parties that
stakeholder trust in our governance and ethical conduct. [GRI
14.22.6]
reinforce our contribution to the state and support regional could adversel affect fair competition, customers, or the
development.[GRI 14.22.5] wider community. No cases of anti-competitive behavior,
antitrust violations, or monopoly practices were recorded
As part of our efforts to mitigate corruption risks across the
To safeguard our independence and prevent undue political during the reporting year.[GRI 206-1]
supply chain, all contracts with third parties include anti-
influence, our Anti-Corruption Polic strictl prohibits
corruption clauses that prohibit corruption in any form. In
employees and executives from making political donations or
addition, we operate a web-based electronic procurement
contributions, whether in cash or in kind, directly or indirectly,
system to enhance transparency throughout the contracting
on behalf of PTVI. This includes contributions to political
process. The system covers all stages of procurement,
parties, political candidates, and election campaigns. The
including vendor registration, pre-qualification, tendering
policy also generally prohibits granting paid or unpaid leave
for goods and services, and contract management. Tender
to employees or executives for the purpose of running for
openings are publicly announced on our procurement website,
political office or supporting political parties or candidates,
enabling stakeholders to track active and completed tenders.
except where required under applicable laws or collective
Through our whistleblowing mechanisms, which are elaborated
63 Sustainability Report 2025
Page 64
Government Payment and Tax Compliance The Audit Committee oversees the identification and to a significant reduction in corporate income ta , reflecting
management of potential tax risks, while external consultants lower taxable income during the year. Nevertheless, other
Ta pa ment is an important aspect of fulfilling our purpose provide independent expertise on complex or high-risk tax tax components, including employee income tax, value
of improving lives and transforming the future together. matters. Ta concerns or differences in interpretation are added tax, land and building tax, regional taxes, withholding
PTVI’s tax approach is guided by internal policies that ensure addressed through internal review and escalation processes, tax, and customs duties, continued to provide consistent
responsible tax management and alignment with applicable supported, where necessary, by external legal and tax advisors contributions. Compared with 2023, the decline highlights
regulations. Our Director of Finance oversees tax strategy and and formal dispute-resolution mechanisms in accordance with the variability of income-based taxes in response to earnings
management through the Finance function. applicable regulations.[GRI 207-2][GRI 207-3] performance.
We are committed to full compliance with all applicable laws Engagement with tax authorities is a key principle underpinning In contrast, PNBP contributions reached US$52,062 thousand
and regulations. We do not engage in aggressive tax practices, our tax approach. We proactively coordinate with local Tax in 2025, representing an 87.9% increase compared to 2024.
and tax considerations do not drive business decisions. Service Offices to ensure full compliance with corporate and This growth was primarily driven by higher production
Instead, our tax approach supports PTVI’s overall business individual tax obligations. We also welcome outreach initiatives ro alties, reflecting increased operational output and com-
strategy, including our commitment to creating long-term and visits from tax authorities to support awareness and modity-related factors. Relative to 2023, PNBP payments
environmental and social value. The following principles guide understanding of our tax responsibilities. In collaboration with demonstrate a positive trajectory, underscoring their close
our tax strategy.[GRI 207-1][GRI 207-2] the authorities, we help disseminate tax-related information linkage to production levels and market conditions.
to employees.[GRI 207-3]
From a compositional perspective, payments to the central
As PTVI operates exclusively in Indonesia, this report covers tax government continued to represent the largest share of
and non-tax state revenue (Penerimaan Negara Bukan Pajak, total contributions, reflecting statutor fiscal obligations
or PNBP) paid to the Government of Indonesia, encompassing under national regulations. Meanwhile, payments to
both central and regional authorities. regional governments remained essential in supporting local
development, particularly in East Luwu, Morowali, and Kolaka,
In 2025, we paid US$166,635 thousand to government where we operate.
authorities, representing a 17.6% decrease compared to 2024.
This decline was primarily driven by lower tax payments,
particularly corporate income tax, in line with changes in
taxable income and overall business performance. When
viewed against 2023, total payments remained broadly stable,
indicating a normalisation following higher fiscal contributions
in the prior year.
Ta pa ments totalled US$114,573 thousand in 2025, accounting
for 68.8% of total payments to the government. This
represents a 34.3% decrease from 2024, mainly attributable
64 Sustainability Report 2025
Page 65
Tax and Non-Tax State Revenue Payments (US$ Thousand)
PNBP Components 2025 2024 2023 Collaboration for Easier Tax Compliance
Description 2025 2024 2023
Production
45,553 19,449 33,990
Tax Payments 114,573 174,503 163,189 Royalties
Non-Tax State Revenue (PNBP) 52,062 27,702 41,392 East Luwu
28,038 19,449 33,990
Regency
Total Tax and PNBP Payments 166,635 202,205 204,582
Morowali Regency 15,644 – –
Components of Taxes Paid by PTVI (US$ Thousand) Kolaka Regency 1,870 – –
Tax Components 2025 2024 2023
Fixed Contribution
437 459 455
Value Added Tax (VAT) 15,376 15,030 6,532 on CoW Area Pada Desember 2025, PTVI bekerja sama dengan KP2KP
Land and Building Tax (P3) 6,074 3,204 3,121 Malili di bawah KPP Pratama Palopo untuk menyeleng-
East Luwu garakan inisiatif Pojok Pajak selama empat hari, pada
261 275 272
East Luwu Regency 5,873 2,794 2,723 Regency 9–12 Desember, di tiga lokasi strategis: Kantin Plant Site
Morowali Regency 82 196 190 Morowali Regency 84 88 87 Siloku, Kantor Mining Harapan, dan Area Enggano.
Kolaka Regency 119 213 208 Kolaka Regency 92 96 95 Melalui program pendampingan langsung ini, karyawan
Employee Income Tax 19,816 18,706 14,340 memperoleh dukungan dalam aktivasi akun Coretax
Other Non-Tax Direktorat Jenderal Pajak (DJP), pembuatan kode
6,073 7,794 6,948
Corporate Income Tax 19,756 91,430 91,618 State Revenue otorisasi DJP, konsultasi perpajakan, serta pembaruan
Regional Taxes, Levies, and Grants 33,845 33,616 30,565 Total 52,062 27,702 41,392 data wajib pajak. Inisiatif ini merupakan bagian dari
persiapan menghadapi tahun pajak berikutnya, di mana
Withholding Tax on Third Parties 12,707 8,209 12,409 The credibility of our tax disclosures is reinforced
pelaporan Surat Pemberitahuan Tahunan (SPT) akan
through a regular e ternal audit of our financial
Customs Duties 4,709 4,307 4,603 sepenuhnya dilakukan melalui platform Coretax DJP.
statements conducted by an independent public
Total 112,283 174,503 163,189 accounting firm. The scope, process, and results
Pendekatan sosialisasi secara langsung ini membantu
of this audit are disclosed in the PTVI’s Annual
meningkatkan pemahaman karyawan terhadap sistem
Report, which assures the accuracy, completeness,
perpajakan yang baru sekaligus memastikan kelancaran
and compliance of our financial and ta reporting.
dalam memenuhi kewajiban perpajakan seiring dengan
perkembangan regulasi. Mengingat jumlah tenaga
In addition, another way we strengthen the integrity
kerja kami yang besar, kolaborasi ini mencerminkan
of our tax governance is by providing accessible and
keterlibatan proaktif kami dengan otoritas pajak
confidential channels for raising concerns related to
dalam memperkuat kesadaran dan kesiapan kepatuhan
business conduct, including tax matters, through our
perpajakan.
whistleblowing mechanism. This mechanism is described
further in a later section of this chapter.[GRI 207-2]
65 Sustainability Report 2025
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Conflicts of Interest [GRI 2-15] Approach to Preventing and Managing Conflicts of Interest
A conflict of interest arises when an individual’s personal The GNRC conducts assessments to determine whether prospective members of the BOC and the BOD
interests, or those of their family members, close associates, meet all eligibility requirements. Candidates must comply with Otoritas Jasa Keuangan Regulation No. 33/
shareholders, or government officials, ma influence Fit and Proper POJK.04/2014 on the Board of Directors and Board of Commissioners of Issuers or Public Companies, as
their decisions, regardless of whether the transaction Nomination Process well as our internal selection criteria, including the requirement that they do not hold and will not hold
benefits PTVI. We recognize that preventing and managing positions that could give rise to conflicts of interest with PTVI.
conflicts of interest—particularl at the governance
level—is fundamental to maintaining our integrity.
The BOC oversees and manages potential conflicts of interest involving management, the BOD, the BOC,
To uphold this principle, we have established comprehensive and shareholders, including the misuse of corporate assets and related party transactions. Members of
policies and robust measures to identify, prevent, disclose, Oversight of Conflicts the BOD who hold concurrent positions outside PTVI must obtain approval from the BOC. All BOC members
and manage potential conflicts of interest, including of Interest Potential are required to avoid situations that ma give rise to conflicts of interest. Where a potential conflict arises,
those involving members of our governance bodies. These members must disclose it and are prohibited from participating in an decision that could adversel affect
approaches are described below. PTVI or its interests.
The BOC is composed of at least 30% Independent Commissioners to ensure objective oversight
and independent advice to the BOD, particularl in matters involving potential conflicts of interest.
Independent
Independent Commissioners must comply with OJK Regulation No. 33/POJK.04/2014 and must not hold
Commissioners
an positions that could compromise their independence or create conflicts of interest.
Each year, members of the BOC, their supporting Committees, and the BOD submit declarations
Annual Declarations
of conflicts of interest. In addition, an Commissioner seeking reappointment after two
of Independence and
consecutive terms must declare their independence to the GMS and submit a written statement
Conflict of Interest
for disclosure in our Annual Report.
PTVI has established formal procedures for handling and reporting conflicts of interest
applicable to both employees and management, referring to internal policies as well as
Conflict of Interest applicable regulations, including POJK No. 42. An violation or indication of a conflict of interest
Reporting Mechanism is managed in accordance with standard procedures, including PGS 55, and may also be reported
through available channels, including the Whistleblowing System (WBS), as further described in
a separate subsection of this report.
66 Sustainability Report 2025
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We disclose potential conflicts of interest to stakeholders through our Annual Report. These disclosures cover key areas that ma give rise to conflicts of interest, including concurrent positions held by members of the Board of Directors and the Board of Commissioners (see the Profile of the Board of Directors and Profile of the Board of Commissioners sections of the Annual Report), the structure of controlling shareholders (see the Majority and Controlling Shareholders section), and related-party relationships, transactions, and outstanding balances (see the Material Information (Investments, Expansions, Divestments, Mergers, Acquisitions, Debt/Capital Restructuring, Affiliated Transactions and Transactions Containing Conflicts Of Interest) section). As of 2025, PTVI has no subsidiaries and does not engage in cross-shareholding arrangements with suppliers or other stakeholders. 67 Sustainability Report 2025
Page 68
Whistleblowing Programmes[GRI 2-25][GRI 2-26]
Reporting Process and Channels Our WhistleBlowing Report Processing Flow
As part of PTVI’s commitment to upholding the highest
standards of business ethics, we provide a robust
whistleblowing mechanism to enable early detection and
effective resolution of potential ethical violations, ensuring
integrity across our operations.
Our whistleblowing platform, the Vale Whistleblower
Channel (VWC), has been in operation for over a decade and
is independently managed by Deloitte Indonesia as a trusted
external consultant. The involvement of an independent
party ensures that the whistleblowing mechanism is managed
professionally and impartially, while also safeguarding
whistleblower identities through a screening process before
reports are forwarded to PTVI’s Whistleblower Team. The
report processing flow is illustrated in the accompan ing
graphic.
The VWC enables employees, non-employee workers, customers, the public, and other third parties to report suspected breaches
of business ethics. The platform offers multiple reporting channels, both online and offline, and operates 24/7 in Indonesian (as the
local and working language) and English, ensuring broad accessibilit and fle ibilit .
We proactively promote the availability of the VWC to all stakeholders through training sessions, social media, internal
communications, and posters. The VWC system also allows whistleblowers to remain anonymous when submitting reports,
as illustrated in the graphic below. This supports strict confidentialit and helps prevent intimidation or retaliation against
whistleblowers, which is strictly prohibited under PTVI’s Code of Conduct.
68 Sustainability Report 2025
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Throughout the reporting year, we received 60 reports of
alleged violations through the Vale Whistleblowing Channel
(VWC), covering issues such as environment, health and safety
(EHS), harassment, and discrimination. This represents an
increase compared to previous years (periodic data is available
in the Data Table chapter).
Following an initial screening, 30 reports were deemed valid
and progressed to the investigation stage. Of these, 25 cases
could not be verified due to insufficient information, no cases
were determined to be not proven, and 1 case was confirmed.
The confirmed case was followed b appropriate corrective
actions in accordance with our internal procedures.
Based on disclosure categories, most cases reported through
the VWC were related to environment, health, and safety (EHS)
matters, followed by harassment and discrimination.
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Data Privacy and Cybersecurity[GRI 3-3][GRI 418-1]
Disciplinary Actions for Violations
PTVI ensures that any violation of our Code of Ethics and Conduct is subject to
clear accountability. We address such violations through progressive disciplinary
measures, ranging from verbal or written warnings and suspension to termination
of employment. Reports received through our Vale Whistleblowing Channel
(VWC), together with findings from internal investigations and other monitoring
mechanisms, serve as key inputs in the assessment and resolution of cases. In the digital era, protecting data and information is essential to maintaining operational integrity and
stakeholder trust. PTVI recognizes that effective data governance supports business continuit , safeguards
Number of Disciplinary Actions in 2023-2025 individual rights, and mitigates c ber risks that ma affect operations and corporate reputation. For this
reason, cybersecurity and personal data protection remain material aspects of our sustainability management.
2025 2024 2023
Action Stage PTVI is committed to safeguarding the privacy and personal data of individuals whose information we process,
Safety Non-Safety Safety Non-Safety Safety Non-Safety including employees, customers, service providers, and other stakeholders. This commitment is implemented
through our Personal Data and Privacy Protection Policy, which governs the responsible collection, processing,
Step I: Written Direction 19 8 23 22 19 15
storage, and deletion of data in accordance with applicable regulations.
Step II: Written Warning I 32 23 46 17 15 28
We collect personal data onl for legitimate and clearl defined purposes, including managing emplo ment
Step III: Written Warning II 3 2 12 4 5 1
relationships, administering contracts, and fulfilling regulator obligations such as emplo ee health and safet
protection. Personal data may also be processed to support our engagement with customers, suppliers, and
Step IV: Final Warning 11 2 5 3 8 -
business partners to ensure compliance with contractual and legal requirements. Personal data processing
Step V: Termination of is conducted based on lawful grounds, including the consent of the data owner, contractual necessity, legal
3 1 1 1 1 1
Employment obligations, or our legitimate interests. For sensitive personal data, such as health information, religion,
or biometric data, processing is conducted onl with e plicit consent and strictl for specific and justified
Total 68 36 87 47 48 45
purposes.
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Cybersecurity Measures and Risk Management through our internal security incident management process, and the cases were successfully resolved and closed without resulting
in confirmed data breaches, data loss, or unauthorized disclosure of personal or stakeholder information.
To manage cybersecurity risks and safeguard personal data,
PTVI implements a range of technical and organizational During the same period, PTVI did not receive any substantiated complaints from employees, customers, or other stakeholders
controls aligned with our internal information security regarding the destruction, modification, or leakage of digital data or information.
standards and applicable regulations. We ensure that
personal data is shared only with authorized third parties
that are required to process data securely and strictly for
the intended purposes. For cross-border data transfers, we
Employee Education and Awareness
apply appropriate safeguards, including standard contractual
Recognizing that cybersecurity also depends on individual awareness, PTVI continuously enhances employee
clauses or other legally recognized mechanisms to ensure
understanding of the importance of data protection and privacy. Education is delivered through various internal
compliance with relevant data protection requirements.
initiatives, including awareness campaigns, informational banners, WhatsApp broadcasts, and digital displays
across operational areas. Cybersecurity-related materials are also integrated into onboarding programs for
As part of our governance framework, we document personal
new employees and contractors. Through these initiatives, we aim to ensure that employees and contractors
data processing activities in the Record of Processing Activities
understand their roles in protecting data and maintaining information security across our operations.
(ROPA). For processing activities that may pose higher risks to
the rights and freedoms of data subjects, we conduct Data
Protection Impact Assessments to identify and mitigate
potential risks prior to implementation.
To prevent unauthorized access, loss, or misuse of data, we
implement various security measures, including encryption,
multi-factor authentication, firewall protection, and
continuous security monitoring. Access to sensitive data is
restricted to authorized personnel based on defined access
rights. We also maintain backup and data recovery systems to
support data integrity and operational continuity. In the event
of a potential data breach, we follow an established incident
response procedure, including internal escalation, reporting
to the Data Protection Officer, and mitigation measures to
minimize potential impacts.
Throughout the reporting year, PTVI recorded four cyberse-
curit -related securit alerts associated with attempted file
deletion activities. All incidents were promptly investigated
71 Sustainability Report 2025
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Environment 72 1 Sustainability Report 2025
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PTVI’s Approach to Environment
Total Expenditure on Environmental
PTVI is committed to respecting and protecting the • implementing an Environmental Management
Management (US$)[POJK51-F.4]
environment in which we operate. Our Environmental S stem in accordance with ISO 14001 and applicable
Management System (EMS) at the Sorowako operation laws and standards; Site 2025 2024 2023
is independentl verified and certified to ISO 14001:2015 • developing climate change adaptation strategies
(Cert. No. ID005666) and is subject to periodic surveillance and implementing measures to reduce greenhouse Sorowako 33,806,894 25,542,883 66,168,330
audits. Its implementation is also supported through gas emissions;
national environmental compliance monitoring under the • improving energ efficienc and increasing the use IGP Morowali 457,692 2,325,011 805,547
Environmental Management Plan (Rencana Pengelolaan of renewable energ ; IGP Pomalaa 9,527,482 505,338 366,765
Lingkungan Hidup or RKL) and Environmental Monitoring • implementing water stewardship strategies to
Plan (Rencana Pemantauan Lingkungan Hidup or RPL). This reduce freshwater withdrawal and increase water Total 43,792,068 28,373,232 67,340,642
s stem reflects our commitment to environmental protection recycling;
and responsible resource management as articulated in our • strengthening waste management through
In 2025, PTVI’s total e penditure on environmental management
Sustainabilit Polic . risk-based controls and the principles of reduce,
initiatives amounted to US$43.8 million, representing a 54% increase
reuse and recycle;
from US$28.4 million in 2024, reflecting e panded environmental
Our environmental management approach is risk-based and • protecting biodiversit through the application of
controls and compliance efforts across our operations and growth
impact-driven. We identify, assess and manage environmental the mitigation hierarchy and progressive reclamation
projects. While still below 2023 levels—when e penditure was
risks from the earliest planning stages through Analisis practices aimed at achieving no net loss; and
elevated b major one-off investments in Sorowako—the increase
Mengenai Dampak Lingkungan (AMDAL), or Environmental • implementing continuous mine closure
in 2025 indicates renewed spending growth driven b both
Impact Assessment (EIA). Through this approach, we seek to planning and site rehabilitation throughout
operational needs and project development activities.
minimise releases of environmental pollutants and promote the mining life cycle to ensure environmental
the responsible use of natural resources across our operations stabilit and sustainable post-mining land use.
The majorit of e penditure remained concentrated in Sorowako,
in Sorowako, IGP Pomalaa and IGP Morowali. In practice,
amounting to US$33.8 million, or appro imatel 77% of total
we also engage a wide range of stakeholders, including We disclose our environmental performance through our
environmental spending. This represented a 32% increase
communities, government authorities and business partners, Sustainabilit Report, Annual Report, corporate website
ear-on- ear from 2024, primaril to support annual environmental
through structured consultation mechanisms to support and periodic submissions to relevant authorities as part
management programmes, including water monitoring, air
transparent and informed environmental decision-making. of our commitment to transparenc and accountabilit .
emissions control measures, waste management and other routine
compliance-related activities associated with the scale and
Our Sustainabilit Polic outlines a set of environmental Our commitment to environmental stewardship is also
maturity of our mining and processing operations.
commitments that guide how we manage the impacts of our reflected in dedicated environmental management
operations. Through this policy, PTVI commits to reducing our expenditure that supports environmental programmes,
environmental footprint b : impact mitigation, land rehabilitation, monitoring
s stems, regulator compliance and capabilit
development across our operational areas.
73 2 Sustainability Report 2025
Page 74
The most significant increase occurred in IGP Pomalaa, where
environmental e penditure rose sharpl to US$9.5 million,
compared with US$0.5 million in 2024. This substantial Building Environmental Capability and Awareness Across Operations
increase was mainl driven b environmental infrastructure
development, particularly the construction of a sediment Building on our continued investment in environmental management, we recognise that financial commitment alone
pond to strengthen water management controls during is not sufficient to ensure effective implementation. The success of our environmental programmes depends on the
project development, alongside broader investments to capabilit , awareness and accountabilit of the people who carr them out across our operations. Therefore, we
support environmental management systems and regulatory continue to invest in capacit building through structured training and certification programmes. These initiatives
compliance as the project advanced towards mechanical are designed to equip our employees and contractors with the knowledge and technical competencies needed to
completion. implement the Environmental Management S stem (EMS) effectivel and uphold our environmental standards in dail
operations.
In contrast, e penditure in IGP Morowali declined to US$457,692
from US$2.3 million in 2024, reflecting the completion of In 2025, PTVI delivered environmental training programmes to a total of 2,304 participants, comprising 338 emplo ees
certain early-stage environmental set-up activities and a shift and 1,966 contractors. The higher participation of non-emplo ees reflects the significant role of contractors in
towards more targeted environmental management measures supporting operational activities and the importance of ensuring that all personnel working within our operational
as the project progressed in phases. areas adhere to the same environmental standards and practices.
Looking ahead, environmental expenditure is expected to In addition, 66 participants obtained professional certifications related to environmental management, comprising
increase in line with the continued advancement of PTVI’s 60 emplo ees and 6 contractors, further strengthening internal e pertise in environmental management, pollution
Indonesia Growth Projects, particularl in Pomalaa and control and waste management across our operations.
Morowali, as both projects transition from construction
into early operational readiness phases. This progression is
expected to expand the scope and intensity of environmental
management activities, including more comprehensive Total Participant
monitoring, reporting and compliance obligations aligned with Employees Contractors Total
national regulatory requirements.
As the Pomalaa project approaches mechanical completion Training 338 1,966 2,304
and the Morowali project advances integrated mining and
processing operations, a greater number of environmental
compliance points—such as water qualit monitoring, air
emissions control, waste management and biodiversit
protection—are becoming full operational. This includes the Certification 60 6 66
deployment of continuous monitoring systems to manage
potential impacts associated with High Pressure Acid Leach
(HPAL) operations b our joint venture, PT Kolaka Nickel
Indonesia.
74 3 Sustainability Report 2025
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Climate Adaptation and Resilience
PTVI recognizes climate change as both a ph sical and transition Sorowako operation that outlines a portfolio of initiatives
risk that ma affect our operations, surrounding communities, aimed at improving energ efficienc and reducing operational
and the ecosystems where we operate. In response, we emissions. Through this roadmap, PTVI has committed
continue to strengthen our climate adaptation and decarbon- to reducing absolute Scope 1 and Scope 2 greenhouse gas
ization strategies to support long-term operational resilience emissions b 33% b 2030 from a 2017 baseline. We are
and align with global and national climate objectives, including currently on track to meet this target.
the Paris Agreement and Indonesia’s Nationall Determined
Contribution. For our growth projects in Pomalaa and Bahodopi, decarbon-
ization roadmaps are currently under development and are
During the reporting year, we initiated a climate risk mapping targeted for completion in 2026. This phased approach allows
e ercise to better understand potential climate-related us to assess site-specific operational characteristics, energ
exposures across our operational areas. The assessment requirements, and available low-carbon technolog pathwa s
evaluates both the potential financial impacts of climate before defining long-term emissions reduction strategies.
change on our operations and the impact of our activities on
nature In parallel, we are reviewing our longer-term decarboniza-
tion pathway to ensure it remains aligned with our evolving
Through this process, we are in the process of identifying a operational portfolio and governance context. Through these
range of ph sical risks, including e treme rainfall, flooding, efforts, PTVI aims to progressivel reduce emissions, improve
landslides, drought, and forest fires, as well as transition energ efficienc , and strengthen operational resilience
risks related to evolving climate regulations, potential carbon as we transition toward a lower-carbon operating model.
pricing mechanisms, technological developments, and shifting Further details on the implementation of emissions reduction
market demand toward lower-carbon products. initiatives are presented in the Energy, GHG Emissions, and Air
To further understand potential impacts over time, we included
a climate scenario analysis using Shared Socioeconomic
Pathwa s (SSPs) developed b the Intergovernmental Panel
on Climate Change (IPCC), including SSP2 (Middle of the Road)
and SSP5 (Fossil-Fuel Development). These scenarios support
the evaluation of climate risks across short-, medium-, and
long-term planning horizons, currently in process.
PTVI has established a decarbonization roadmap for our
75 4 Sustainability Report 2025
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Engaging Youth in Climate Action through the ProKlim Program
On 18 June 2025, PTVI engaged senior high school students from four districts within our empowerment areas—Nuha,
Wasuponda, Towuti, and Malili—through a climate education session held at SMA 5 East Luwu in Wasuponda. The
activity introduced students to the Climate Village Program (ProKlim) and aimed to strengthen youth awareness of
climate change impacts, including floods, drought, crop failures, and climate-related diseases. Through this initiative,
we encouraged students to understand the sources of greenhouse gas emissions and the importance of individual and
collective action in addressing climate challenges.
Through our ProKlim initiative, PTVI promotes communit -based climate adaptation and mitigation actions, including
rainwater harvesting, biopore development, water reservoirs, tree and mangrove planting, sustainable agriculture
practices, and responsible waste management through the 3R principles (Reduce, Reuse, Rec cle). These initiatives aim
to enhance communit resilience while supporting environmental protection and sustainable livelihoods.
76 5 Sustainability Report 2025
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Energy and Emission Management Managing energy consumption and emissions is a key component of PTVI’s environmental management approach. Energy use is one of the primary sources of greenhouse gas (GHG) emissions in our operations, while industrial processes and fuel combustion ma also generate conventional air pollutants. To address these impacts, we implement integrated energy and emissions management practices aimed at improving energ efficienc , reducing operational emissions, and ensuring compliance with applicable environmental regulations. As part of these efforts, PTVI has developed a Decarboniza- tion Roadmap for the Sorowako operation. The roadmap outlines a portfolio of initiatives designed to improve energy efficienc and reduce emissions across mining and processing activities through electrification, process optimization, energ recover , and operational efficienc improvements. Together, these initiatives support our transition toward lower-carbon operations while maintaining operational performance. The roadmap supports our target to reduce absolute Scope 1 and Scope 2 greenhouse gas emissions b 33% b 2030 from a 2017 baseline. Sorowako benefits from a low-carbon energ profile, as the operation is largel powered b self-generated renewable h dropower. Building on this advantage, we continue to implement initiatives aimed at reducing diesel consumption, optimizing energy use in processing operations, and capturing waste heat generated during production processes. 77 6 Sustainability Report 2025
Page 78
In 2025, the Sorowako operation remains on track to achieve Our energy consumption and energy intensity are calculated using methodologies aligned with Intergovernmental Panel on Climate
our 2030 target. We continue to advance the implementation Change (IPCC) guidelines and the principles of the ISO 50001 Energ Management S stem. Total energ consumption is determined
of key initiatives in line with the roadmap. based on energ inputs from multiple sources, including purchased energ and energ generated internall for operational use. As
PTVI does not sell electricit , heating, cooling or steam, the reported figures represent energ consumed within our operations.
In parallel, we are reviewing our longer-term decarboniza-
tion pathway to ensure it remains aligned with our evolving
Sorowako Energy Usage
operational portfolio and governance context.
Energy Source Unit 2025 2024 2023
For our growth projects in Pomalaa and Bahodopi, decar-
bonization roadmaps are currentl under development and Non Renewable
targeted for completion in 2026. This phased approach allows
us to assess site-specific operational characteristics, energ Coal GJ 11,938,379.55 11,255,340.33 9,638,512.00
requirements, and available low-carbon technolog pathwa s High Speed Diesel (HSD) GJ 1,391,579.42 1,466,353.78 1,483,815.83
before defining long-term emissions reduction strategies.
Marine Fuel Oil (MFO) GJ 8,503,013.34 9,330,935.02 10,295,322.00
Further details on the implementation of emissions reduction Gasoline GJ 3,037.27 7,367.19 5,784.00
initiatives and related performance are presented in the Energy
Management, GHG Emissions, and Air Pollutant Management Total Non-renewable Energ GJ 21,836,009.58 22,059,996.32 21,423,433.83
sections of this report.[SASB EM-MM-110a.2] Renewable
Energy Management Hydroelectric Power Plants GJ 8,858,749.14 8,935,798.81 8,791,124.00
Biodiesel B30 GJ N/A N/A 150,766.00
PTVI monitors and evaluates energy consumption across our
operations as part of our efforts to improve energ efficienc Biodiesel B35 GJ 140,514.30 789,575.11 609,554.00
and manage emissions associated with energy use. Our current Biodiesel B40 GJ 753,749.50 N/A N/A
reporting focuses on energy consumed within the organisation
under our operational control. Energy consumption outside Total Renewable GJ 9,753,012.94 9,725,373.92 9,551,444.00
the organisation, including energy used in upstream supply Non-Renewable + Renewable Energies GJ 31,589,022.52 31,785,370.24 30,974,877.83
chains and downstream product transportation, is not yet
included within the current reporting boundar . We continue Nickel Matte Production Tonnes 72,027.00 71,310.68 70,728.00
to evaluate methodologies and data availabilit to e pand this Energy Usage Intensity GJ/Tonnes 438.57 445.73 437.94
disclosure in future reporting periods.[GRI 302-2]
Biodiesel B30 has not been used since 2024, while Biodiesel B40 was introduced in 2025.
78 7 Sustainability Report 2025
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In 2025, PTVI recorded total energ consumption of consumption further supported optimisation of our fuel mix
31,589,022.52 GJ at the Sorowako operation, a reduction and reduced reliance on conventional fossil fuels.
of appro imatel 196,348 GJ, or 0.62%, compared with the
previous year. While total energy consumption declined This improvement was further supported b the introduction
slightl , nickel matte production increased to 72,027 tonnes, and utilisation of Biodiesel B40, which contributed 753,749.50
demonstrating improved energy performance during the GJ in 2025 and marked a ke step in strengthening our transition
reporting year. This decoupling of production growth from towards lower-carbon fuels. Together, these developments
energ consumption contributed to a reduction in energ reflect continued progress in enhancing energ efficienc
intensit to 438.57 GJ per tonne of nickel matte, down 1.61% while maintaining a stable and resilient share of low-carbon
from 2024, reflecting ongoing efforts to optimise energ use energy within our operations.[POJK51-F.7]
across mining and processing activities through operational
efficiencies and process improvements.[GRI 302-1][GRI 302-3][SASB Operational improvements contributing to lower energ
EM-MM-130a.1][POJK51-F.6]
intensit during the ear included better ore stockpile
management, lower ore moisture content that reduced energy
demand for dr ing, and more efficient energ use in our dr ing
processes at Sorowako site. PTVI also continued implementing
broader energ efficienc initiatives and alternative fuel
programmes, including biodiesel blends and biomass trials, as
part of our decarbonisation roadmap. These improvements
contributed to reducing the energ required per tonne of
nickel matte produced, as reflected in lower energ intensit
during the reporting year.[GRI 302-4][GRI 302-5]
For our newer operational areas, renewable energ forms a
significantl larger share of the energ mi . In IGP Pomalaa,
total internal energ consumption reached 8,422 GJ in 2025,
At the same time, the share of renewable energ in our
with renewable energ contributing 6,215 GJ, representing
overall energy mix increased compared with the previous year.
appro imatel 74% of total energ use. Meanwhile, in IGP
Renewable energ —primaril supplied b our self-generated
Morowali, total energ consumption amounted to 13,498 GJ,
h dropower facilities—reached 9,753,012.94 GJ in 2025,
of which 10,625 GJ, or appro imatel 79%, was supplied b
representing 30.87% of total energ consumption, up from
renewable sources. These figures reflect the integration of
30.60% in 2024. This increase was supported b an additional
renewable-based energ sources during the earl operational
27,639 GJ of renewable energ use and reflects continued
stages of these projects and support our long-term strateg
optimisation of low-carbon energ sources across our
to increase renewable energ penetration across our portfolio.
operations. Reductions in marine fuel oil and high-speed diesel [POJK F.7]
79 8 Sustainability Report 2025
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Renewable and Non-renewable Energy Consumption Further details on energ consumption b source across
for Project PTVI’s operational areas are presented in the Data Tables
section of this report, including breakdowns of renewable and
non-renewable energ sources for Sorowako, IGP Pomalaa
and IGP Morowali.
Greenhouse Gas Emissions
PTVI conducts regular GHG emissions inventories in accordance
with the GHG Protocol framework, covering Scope 1 (direct
emissions) from fuel combustion and operational activities
and Scope 2 (indirect emissions) from electricit consumption.
Emissions from the combustion or biodegradation of biomass
are e cluded from the calculation as biogenic emissions. Our
inventor includes emissions of CO₂, CH₄, N₂O and HFCs, all
PTVI continues to implement operational improvements aimed
e pressed in CO₂ equivalent (CO₂eq) using methodologies
at reducing overall energy consumption while expanding
aligned with Intergovernmental Panel on Climate Change
the use of renewable and lower-carbon energ sources.
(IPCC) guidelines. Studies to quantif Scope 3 emissions have
These efforts support our broader decarbonisation pathwa
been underwa since the previous ear, and we plan to disclose
and contribute to improving energ efficienc across our
these emissions in future reporting periods.
production value chain.
We use 2017 as the baseline ear for its emissions reduction
target at the Sorowako operation. This marks the year we
formalized our commitment to reducing greenhouse gas
Disclaimer: emissions and supporting a lower-carbon future. In 2017, total
Energy intensity is currently reported for the Sorowako Scope 1 and Scope 2 emissions at Sorowako were recorded at
operation only. IGP Pomalaa and IGP Morowali remain in 2,145,198 tonnes of CO₂e. Based on this baseline, we have set a
the development and construction stages, where production target to reduce absolute emissions b 33% b 2030, bringing
volumes have not yet reached levels that allow for the our total emissions down to appro imatel 1,437,283 tonnes
calculation of output-based indicators such as energy CO₂e. We are currentl on track to meet this target.
intensity. Reporting for these sites will be incorporated once
stable production levels are achieved.
80 9 Sustainability Report 2025
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Greenhouse Gas Emissions Inventory and Emissions Intensity
Description Unit 2025 2024 2023
Scope 1 Tonne CO2eq 2,072,143 2,048,411 2,029,486
Mobile Combustion (HSD & Gasoline) Tonne CO2eq 119,674 134,462 124,845
Stationar Combustion (Coal, HSD, & MFO) Tonne CO2eq 1,503,081 1,415,786 1,386,405
Explosive Tonne CO2eq 108 43 101
Freon Tonne CO2eq 1 2 1,769
Process Emission Tonne CO2eq 378,759 365,959 383,674
AFOLU Tonne CO2eq 70,520 132,159 132,692
Scope 2 Tonne CO2eq 2,481 2,580 2,827 As both IGP Pomalaa and IGP Morowali remain in earl operational
Scope 3 Tonne CO2eq N/A N/A N/A and development stages, historical emissions baselines have not
et been established. During the reporting ear, the emissions
Total Scopes Tonne CO2eq 2,074,623 2,050,990 2,032,313 inventor for these sites primaril covers Scope 1 emissions arising
Nickel Matte Production Tonne 72,027 71,310 70,728 from direct fuel combustion in operational activities.
Tonne CO2eq/ Scope 2 emissions have not been reported for IGP Pomalaa, as
Intensity 28.80 28.76 28.73
Tonne electricity consumption for the operation is covered through the
In 2025, total Scope 1 and Scope 2 emissions at Sorowako reached 2,074,624 tonnes CO₂eq, representing an increase of 23,633 purchase of Renewable Energ Certificates (REC) issued b the
tonnes CO₂eq, or appro imatel 1.15%, compared with the previous ear. Scope 1 emissions accounted for the majorit of emissions national electricity provider, which represent electricity generated
at 2,072,143 tonnes CO₂eq, while Scope 2 emissions totalled 2,481 tonnes CO₂eq, a decrease of 99 tonnes CO₂eq, or appro imatel from renewable energ sources. As a result, the associated
3.84%, compared with the previous ear. The relativel small contribution of Scope 2 emissions reflects our continued reliance on electricit consumption is considered to have zero market-based
renewable h dropower as the primar electricit source supporting operations in Sorowako.[GRI 305-1][GRI 305-2][GRI 305-5][SASB EM-MM-110a.1][POJK51-F.11] emissions.
In terms of emissions intensit , Sorowako recorded 28.80 tonnes CO₂eq per ton of nickel produced in 2025, representing an increase Scope 3 emissions are also not et included in the inventor , as
of 0.04 tonnes CO₂eq per tonne, or appro imatel 0.15%, compared with the previous ear.[GRI 305-4][POJK51-F.11] we are currently assessing relevant emission sources and data
availabilit across the value chain. Emissions monitoring and
For our newer operational areas, GHG emissions were calculated for the first time during the reporting ear. At IGP Pomalaa, total reporting for these operational areas will continue to be e panded
Scope 1 emissions in 2025 amounted to 419 tonnes CO₂e. Meanwhile, at IGP Morowali, total Scope 1 emissions reached 4,553.14 as activities progress and monitoring s stems become more full
tonnes CO₂e.[GRI 305-1][GRI 305-2] [GRI 305-5][EM-MM-110a.1][POJK51-F.11] established. [GRI 305-3]
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Biodiesel (B35 and B40) and Biomass Utilization[POJK51-F.7] Automatic Granulation Operational Node
Emissions Containing Ozone Depleting Substances [GRI 302-4][GRI 302-5]
(AUTO-GRON) [POJK51-F.7][GRI 302-4] [GRI 302-5]
(ODS)[GRI 305-6]
In 2025, PTVI expanded the use of biodiesel blends (B35 and PTVI introduced the Automatic Granulation Operational
PTVI does not use HCF-22 (CHF₂Cl) freon and has
B40) and initiated biomass utilization trials as part of our Node (AUTO-GRON) to improve energ efficienc in
transitioned to more environmentally friendly
efforts to increase the share of renewable energ in our the nickel matte granulation process at the converter
refrigerants. Most refrigerants currently used are
operational energ mi and reduce reliance on fossil fuels. unit. Previousl , burner temperature and conve or
R32, which has an Ozone Depletion Potential (ODP)
speed were adjusted manuall b operators, which
value of 0. We routinel monitor refrigerant usage
At the Sorowako operation, biodiesel usage reached often resulted in unstable temperatures, inconsistent
and include it in our greenhouse gas emissions
932,489 GJ, consisting of 145,666 GJ of B35 and product qualit , and higher fuel consumption during
inventory.
786,823 GJ of B40, representing appro imatel the granulation process.
2.9% of total energ consumption at the site.
Through AUTO-GRON, PTVI implemented an
To address emissions drivers and support long-term
At IGP Pomalaa, biodiesel consumption totaled automated control s stem that integrates temperature
climate targets, PTVI continues to implement mitigation
6,215 GJ, consisting of 1,176 GJ of B35 and 5,039 sensors with burner and conve or controls. This s stem
measures across our operational areas, including Sorowako
GJ of B40, accounting for around 74% of total enables more precise temperature management and
as well as the emerging operations at IGP Pomalaa and IGP
energ use during the earl operational phase. improves process stabilit during granulation.
Morowali. These efforts focus on improving operational
efficienc , optimizing fuel consumption in processing
Similarl , at IGP Morowali, biodiesel usage reached 10,625 GJ, B optimizing the granulation process, the initiative
activities, and progressivel integrating lower-carbon
consisting of 1,161 GJ of B35 and 9,465 GJ of B40, representing helps reduce fuel consumption and improve overall
energ solutions in line with our decarbonization roadmap.
appro imatel 79% of total site energ consumption. energ efficienc in the converter unit. The program
also supports PTVI’s broader efforts to manage energ
These initiatives include equipment upgrades and process
These initiatives support the gradual substitution of fossil use and reduce operational emissions as part of the
optimization in furnace and converter operations,
fuels with renewable-based energ sources, contributing Compan ’s decarbonization journe .
improvements in fuel and air distribution s stems, optimization
to lower carbon intensit in operational energ use and
of material handling and screening processes, and enhanced
supporting the Compan ’s broader efforts to manage and
monitoring of fuel consumption in mobile equipment. We
reduce greenhouse gas emissions in line with its decar-
are also advancing initiatives such as the gradual substitution
bonization roadmap.
of fossil fuels with alternative energ sources—including
biodiesel blends and biomass—as well as broader energ
efficienc improvements across processing facilities. Through
these efforts, we aim to progressivel reduce emissions
intensit while strengthening operational efficienc as our
operations continue to expand.[POJK51-F.12][GRI 305-5]
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Air Pollutant The improvement was also reflected in SO₂eq emissions
intensit , which declined to 0.68 tonnes SO₂eq per metric ton
PTVI continuously manages conventional (non-GHG) air emissions of nickel matte produced in 2025, representing a decrease of
through regular monitoring and measurement in accordance appro imatel 6.8% compared to 2024. This level remains well
with Minister of Environment and Forestr Regulation No. 4 of below the applicable regulator threshold of 0.80 ton SO₂eq
2014 on Emission Qualit Standards for Stationar Sources in per ton of nickel matte produced.
Mining Activities. Our monitoring currently focuses on pollutants
considered most material to our processing operations, particularly These results reflect the effectiveness of innovation projects
sulfur oxides (SOx) and particulate matter (PM).[GRI 305-7][SASB EM-MM-120a.1] aimed at reducing the amounts of sulfur used in our processing
[POJK51-F.11]
activities and ongoing operational improvements that improve
the efficienc of sulfur use, and strengthening process
Sulfur Dio ide Equivalent (SO₂eq) stabilit and maintaining consistent emissions performance
across processing activities.[GRI 305-7][SASB EM-MM-120a.1][POJK51-F.11] Particulate Matter
Monitoring of sulfur dio ide equivalent (SO₂eq) emissions
currently applies to the Sorowako operation, where nickel Particulate matter emissions in our operations are primarily
matte processing is conducted. The Sorowako site operates generated from the operation of dryer kilns, reduction kilns,
a processing plant where sulfur is used in the sulfidization electric furnaces and product dryers within the processing
process, which generates sulfur-related emissions. Our other plant. These emissions represent stack emissions arising from
operational areas, IGP Pomalaa and IGP Morowali, are still in our processing facilities.
earl operational stages and do not et operate comparable
processing facilities that generate SO₂ emissions. In 2025, Sorowako recorded 647 tonnes of particulate
emissions, representing a decrease of 232 tonnes, or
At Sorowako, SO₂eq emissions primaril originate from the appro imatel 26.4%, compared with 2024. This improvement
use of sulfur during nickel processing as well as from the reflects enhanced operational controls and optimisation of
combustion of marine fuel oil and coal used in processing dust handling systems within processing facilities.
activities.
PTVI conducts regular GHG emissions inventories in accordance
In 2025, Sorowako recorded 49,297 tonnes of SO₂eq emissions, Particulate emissions intensit also improved to 0.009 tonnes
representing a decrease of 2,875 tonnes, appro imatel 5.5% of particulate per ton of nickel produced, representing a 25%
compared to 2024. This reduction continues the declining reduction compared with 2024. To further strengthen emissions
trend observed over the past three ears and meets our target management, PTVI continues to evaluate additional improvement
of reducing absolute SO₂eq emissions b 500 tonnes per ear. measures, including the planned implementation of a dust
agglomeration programme, which is currently undergoing technical
evaluation.[GRI 305-7][SASB EM-MM-120a.1][POJK51-F.11]
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Water Withdrawal and Consumption[GRI 303-3][GRI 303-5][SASB EM-MM-140a.1][POJK51-F.8]
Our primary water source for the Sorowako operation is Lake Matano, located near our operations.
Water withdrawal from the lake is carefully managed to support operational needs while maintaining the
availabilit of this shared resource. This approach is also aligned with the conservation status of the lake as
a Natural Tourism Park Conservation Area, as designated under Decree of the Minister of Agriculture No.
274/Kpts/Um/4/1979 dated 24 April 1979.
For our growth projects, water withdrawal is primaril sourced from riverine s stems. Across our operational
areas, freshwater is sourced from surface water bodies that are not classified as e periencing high or
e tremel high baseline water stress. We define freshwater as water with total dissolved solids at or below
1,000 mg/L. For reporting purposes, the volume of freshwater withdrawn is considered equivalent to the
volume consumed in our operations.
For IGP Pomalaa and IGP Morowali, stack particulate emissions are currentl not
applicable, as processing facilities generating stack emissions are not et in operation In 2025, water withdrawal for the Sorowako operation reached 15,079,167 m³, sourced from Lake Matano,
at these sites. Accordingly, air emissions monitoring at these operational areas corresponding to a water withdrawal intensit of 209.35 m³ per ton of nickel produced. The higher reported
currentl focuses on ambient air qualit . Particulate matter monitoring has been withdrawal volume compared with previous ears primaril reflects improved measurement accurac
conducted for IGP Pomalaa as part of ambient air monitoring, while particulate following adjustments to the water intake s stem and the installation and calibration of updated flow
sampling has not et been undertaken in IGP Morowali, where environmental meters in coordination with the East Luwu Regional Revenue Service, rather than an actual increase in
monitoring requirements continue to evolve in line with project development stages. operational water demand. Operational water demand remained broadl consistent, while prior- ear figures
may have understated actual withdrawal volumes due to previous metering limitations and are therefore
Water and Effluent not full comparable. These improvements strengthen the accurac and reliabilit of water monitoring and
reporting going forward.
Water pla s a critical role in supporting PTVI’s operations and surrounding
ecos stems. It enables h dropower generation, mineral processing, equipment
cleaning, environmental management, and sanitation across our operational areas.
Beyond operational needs, water also sustains local communities and ecosystems
that share the same water sources.[GRI 303-1]
Recognizing this importance, we are committed to managing water responsibl
throughout its lifecycle, from withdrawal to discharge. Our approach is grounded
in the understanding that the water bodies we use are shared resources relied upon
b local communities and other stakeholders. Therefore, we seek to ensure that our
water use does not compromise the availabilit , qualit , or accessibilit of water for
other users while working collaborativel to protect these shared resources.
8413 Sustainability Report 2025
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Sorowako Operational Water Withdrawal and Intensity
Water Efficienc and Rec cling[GRI 303-1][POJK51-F.8]
Unit 2023 2024 2025
Total To support responsible water management, PTVI implements water efficienc measures across
m3 9,442,313 11,748,150 15,079,167 all operational areas, including processing plants, mining areas, offices, and supporting facilities.
Withdrawal
These efforts include monitoring water use through the Steam, Water, Air, and Power (SWAP)
Intensity m3/ton matte 113.50 164.75 209.35 online s stem, preventing water losses b addressing leaks and runoff, and optimizing water
efficienc through rec cling and reuse across plant and mining operations.
At IGP Pomalaa, total water withdrawal reached 9,969 m³ in 2025, sourced from
Recycled water is utilized for several industrial processes, including cooling systems, slag cooling,
surface river water. This represents an increase of appro imatel 1,066 m³, or 12.0%,
chemical preparation, road watering, and equipment cooling. Water distribution is also carefull
compared to the previous ear, reflecting the gradual increase in operational activities
managed to maintain system integrity while ongoing innovations continue to improve water
as the project progresses.
efficienc across our operations.
At IGP Morowali, total water withdrawal reached 17,873 m³ in 2025, sourced from
both surface water and groundwater. This represents an increase of appro imatel
Effluent Management and Discharge[GRI 303-2][GRI 303-4][POJK51-F.8][POJK51-F.13]
1,090 m³, or 6.5%, compared to 2024, in line with e panding operational activities at
the site.
Effluents generated from our operations originate primaril from industrial processes, mine drainage,
and domestic water use. To prevent potential impacts on surrounding water bodies, PTVI implements
wastewater treatment and monitoring systems across our operational areas, ensuring that discharged
water meets applicable environmental qualit standards and regulator requirements.
At our Sorowako operation, effluent from mining and processing activities is managed through a network
of more than 100 settling ponds, supported b dedicated treatment facilities such as the Pakalangkai
Wastewater Treatment Plant and Lamella Gravity Settler (LGS) units. These treatment systems remove
suspended solids and other contaminants prior to discharge and support compliance with Minister of
Environment Regulation No. 9 of 2006 on wastewater qualit standards for nickel mining activities.
Following treatment, water is discharged into surrounding surface water bodies that are not classified
as water-stressed, including Lake Matano, Lake Mahalona, the Salo Lamunto River, and the Petea River.
In 2025, total treated water discharged from the Sorowako operation reached 89,697.94 megaliters,
representing a decrease of appro imatel 11,008.88 megaliters, or around 10.9%, compared to 2024. This
reduction reflects improvements in water management practices, including increased water reuse and
recycling within operational processes. The largest portion of discharged water was directed to Petea River
(44%) and Matano Lake (28%), which together accounted for the majorit of discharge volumes.
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Sorowako Operation Water Discharge by Receiving Water Body For our IGP Pomalaa project, industrial wastewater discharge has not et occurred during the reporting ear, as
the site remains in the construction phase of the Smelter Development Project (SDP), with operational activities
Water Discharge Destination Unit 2025 2024 2023 targeted to begin in Q1 2026. During construction, surface runoff is managed through pocket ponds, where water
qualit is monitored for parameters such as Total Suspended Solids (TSS), Chromium (Cr), Nickel (Ni), and Iron (Fe).
Surface Water (Lake Matano) m³ 25,372,487 25,639,690 18,045,493 Discharge volumes are not measured because no controlled discharge occurs from these ponds. Throughout 2025,
pocket ponds were maintained regularly, while reclaimed materials were stored in designated disposal areas for
reclamation and land rehabilitation purposes.
Surface Water (Lake Mahalona) m³ 21,221,547 20,648,522 11,370,115
Surface Water (Salo Lamunto Meanwhile, at IGP Morowali, limited wastewater discharge occurred during earl operational activities. In 2025,
m³ 3,898,304 3,705,430 – total water discharged reached 113,251.39 m³, consisting of discharge to surface rivers (100,228.32 m³) and the ocean
River)
(13,023.07 m³). As operational activities continue to develop, PTVI will further strengthen wastewater monitoring
Surface Water (Petea River) m³ 39,203,071 50,716,129 21,472,522 and reporting s stems at this site to ensure continued compliance with applicable environmental standards.
Total m³ 89,695,408.20 100,709,771.00 50,226,716
Water Pollutant Level[POJK51-F.13]
Across our operational areas, we conduct routine monitoring and anal sis to ensure that the qualit of our effluents
meets applicable wastewater standards. Effluent anal ses are carried out b accredited independent laboratories
using anal tical methods based on the Indonesian National Standard (SNI) 6989.59:2008 on Water and Effluent, as
well as internationall recognized methods issued b the American Public Health Association (APHA).
Monitoring includes key parameters such as total suspended solids (TSS), chromium (Cr), hexavalent chromium
(Cr⁶+), iron (Fe), and nickel (Ni) in effluent samples collected from at least 11 observation points, covering wastewater
treatment facilities and discharge points across the Sorowako operation. Over the past several years, the
concentrations of these parameters have consistentl remained within applicable regulator limits, reflecting the
effectiveness of our wastewater treatment s stems.
Several monitoring locations recorded the largest volumes of processed wastewater during the reporting year,
including Petea East (23,146,907 m³), Petea Far East (16,056,164 m³), and Petea West (13,744,808 m³). At these
locations, Total Suspended Solids (TSS) concentrations ranged between 10.00 and 13.50 mg/L, remaining well below
the applicable regulator threshold of 200 mg/L, while concentrations of total chromium (Cr), he avalent chromium
(Cr⁶+), iron (Fe), and nickel (Ni) also remained within their respective regulator limits. These results indicate that the
sedimentation and clarification s stems, including settling ponds and Lamella Gravit Settler (LGS) units, continue
to effectivel manage effluent qualit prior to discharge.
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Monitoring results for 2025 continue to indicate compliance
with regulatory thresholds across all monitored parameters. The
measurements represent median values derived from multiple Substituting Water-Based Cooling with Air Cooling in Super Furnace 4
monitoring points associated with mining, processing, and
domestic wastewater treatment facilities.
Monitoring results for 2025 continue to indicate compliance with regulator thresholds across all monitored
parameters. The measurements represent median values derived from multiple monitoring points associated with
Detailed monitoring results for each observation point, including
mining, processing, and domestic wastewater treatment facilities.
parameter values, regulator thresholds, and discharge volumes b
receiving water bodies across our operational areas, are presented
Detailed monitoring results for each observation point, including parameter values, regulator thresholds, and
in the Data Tables section of this report.
discharge volumes b receiving water bodies across our operational areas, are presented in the Data Tables section
of this report.
Improving Water Circulation Efficienc in Converter Granulation through
Paddle Classifier Integration
A stud carried out in 2023 at PTVI’s mining area in
Sorowako, which remainl valid today, found that
PTVI also implemented improvements in the automation of water circulation within the converter granulation
there is no risk of acid mine drainage (AMD) forming
process through the integration of a Paddle Classifier s stem (PADLE POP). In this process, water used during
at the site. This has been confirmed b the absence
granulation is separated from nickel matte particles through the paddle classifier and recirculated for reuse within
of rocks that could produce AMD in the mining area.
the process.
AMD is a primary concern in the industry, as it can
harm ecosystems and water sources such as rivers,
The upgraded s stem includes real-time monitoring sensors connected to the operational database, enabling
lakes, and groundwater. Therefore, responsible
automatic control of pump operations based on water levels in the granulation pit. This automation improves
environmental management, particularly liquid
process efficienc while preventing overflow incidents.
waste, is of utmost importance.[SASB EM-MM-160a.2]
As a result, the initiative reduced water consumption in converter operations b 112,203 m³ in 2025, while also
improving operational control. Following the implementation of this s stem, no overflow incidents were recorded
during the reporting year.
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Towuti Oil Leakage Recovery[GRI 306-3][POJK F.15][SASB EM-MM-150a.9][SASB EM-MM-140a.2]
On 23 August 2025, an oil pipeline leak occurred in Lioka affected rice fields through soil recover and replanting assistance, provision of clean water for residents and livestock,
Village, East Luwu Regency, South Sulawesi. Upon receiving repairs to affected public infrastructure, and support for agricultural land recover while maintaining access to essential
the report, PTVI immediately activated its Emergency community facilities.
Response Group (ERG) and coordinated with local government
authorities, community representatives, and relevant Throughout the response and recovery process, PTVI maintained transparency and active communication with
agencies to establish a joint emergenc response team. This stakeholders, including the disclosure of mitigation and recover progress through official communication channels
collaboration enabled rapid containment, mitigation, and and the Compan ’s website.
recovery actions to minimize environmental and social impacts.
Technical containment measures were implemented
immediatel , including securing the affected pipeline area
and installing oil booms, oil traps, and containment ponds
to prevent further spread of oil. Environmental monitoring
activities were conducted through water and soil quality
testing, as well as ecological assessments of flora and fauna
in the surrounding area. Recovered oil and contaminated
materials were managed in accordance with applicable
environmental regulations and treated through PTVI’s licensed
hazardous waste management facilities. Where required, land
remediation and bioremediation measures were implemented
to restore soil conditions and environmental functions.
PTVI also recognized the concerns raised b residents of Lioka
Village and worked to support affected communities through
various assistance measures. Community concerns and
feedback were received through the Grievance and Information
Center at the Towuti Subdistrict Office and a dedicated
hotline. Based on these inputs and field assessments, PTVI
implemented several response actions, including support for
8817 Sustainability Report 2025
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Environmental Impact from the Leakage
The incident resulted in several environmental management conditions and support the recover of affected communities.
actions across different operational areas, including:
PTVI remains committed to transparency and stakeholder
• Waste Management engagement throughout the response and recovery process.
Oil-contaminated materials and recovered oil were collected Updates on mitigation, remediation, and community
and managed as hazardous waste in accordance with applicable support measures are regularl disclosed through our official
regulations. Appro imatel 5 tonnes of recovered oil were communication channels. For the latest developments
processed through thermal treatment (dryer/thermal unit) over regarding this incident, please visit our dedicated webpage.
three da s, temporaril affecting processing operations and
increasing operational energy use and emissions. Additional
contaminated soil required bioremediation treatment, which
may continue for up to one year depending on remediation
progress.
• Soil and Land Quality
Contaminated soil areas underwent remediation and
bioremediation processes to restore soil qualit and
environmental functionality. Monitoring continues to ensure
the effectiveness of these recover measures.
• Water Quality
Preventive containment s stems, including oil booms and
traps, were installed to prevent oil from spreading into
surrounding water bodies. Routine water qualit monitoring
has been conducted to ensure that environmental conditions
return to acceptable levels.
Through these mitigation and recovery measures, PTVI
continues to work with stakeholders to restore environmental
8918 Sustainability Report 2025
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Waste Management
Managing waste responsibl is an integral part of PTVI’s environmental enabling appropriate management and treatment based on material characteristics and regulator requirements.
stewardship and operational sustainabilit . Our operations generate
various waste streams originating from mining activities, mineral Hazardous waste is temporaril stored in designated licensed storage facilities before being transported b authorized
processing, maintenance work, and supporting facilities. Without third parties to licensed treatment or disposal facilities in accordance with applicable regulations. Non-hazardous waste is
proper management, these waste streams may create environmental managed through recycling, reuse, or controlled disposal depending on material characteristics.[GRI 306-2][POJK51-F.14]
impacts related to land use, water quality, and ecosystem health.
Therefore, we implement structured waste management practices Mining-related materials such as overburden, topsoil, and slag are managed as part of the mining operational c cle and
to minimize environmental risks, prevent pollution, and promote environmental management programs, including land rehabilitation and material reuse where applicable. These practices
responsible resource use across our operational areas.[GRI 306-1] help ensure that mining materials are utilized responsibl while minimizing environmental impacts throughout the
operational lifecycle.
Our waste management approach is guided b the principles of reduce,
reuse, rec cle, and recover (4Rs). These principles are implemented PTVI oversees waste and hazardous material management through internal environmental management procedures and
through waste segregation, recycling initiatives, material recovery compliance monitoring mechanisms. These include oversight of waste transport, documentation, and treatment processes
practices, and responsible final disposal to reduce the amount of to ensure that hazardous waste is handled onl b licensed operators and managed in accordance with applicable regulator
waste requiring disposal while encouraging circular use of resources requirements. These procedures apply across our active operational areas, and would also govern waste management
wherever feasible.[GRI 306-2] practices for inactive sites should such conditions arise. Through these controls, we maintain traceabilit and regulator
compliance throughout the waste management chain across our operational areas.[GRI 306-4][SASB EM-MM-150a.10]
Waste management practices at PTVI are implemented across
all operational areas, including the Sorowako operation and Waste generated from our operations generall falls into three main categories: hazardous waste, non-hazardous waste,
emerging project areas at IGP Pomalaa and IGP Morowali, and cover and mining waste, as summarized in the table below.
both operational and communit -related waste streams where
collaboration programs are implemented. Type of Waste Description
Waste Management Mechanism Hazardous Used filters, used oil, oil sludges, used batteries, material contaminated with hazardous and to ic
waste, lamps, cartridges, used lubricants, used hoses, laborator waste, sludges, electronic waste,
We manage waste through a structured system that covers asbestos, used packaging for hazardous waste, radiator cleaning, hazardous contaminated waste,
segregation, storage, transport, treatment, recycling, and disposal, used clothes, medical waste, and chemical packaging bottles.
ensuring that each waste stream is handled according to its char-
acteristics and environmental risk profile. Waste generated from Non-hazardous Waste of belt conve ors, roller conve ors, track plates, buckets, belt frames, rails, chains, wearing
operational activities is first segregated at source into hazardous plates, drums, shafts, roller AF, iron sheets, construction steel, plastics, glass, cans, food waste, paper,
waste, non-hazardous waste, and mining-related waste streams, leaves, wood, bamboo sticks, grass, used tires, and FABA.
Mine Topsoil, Overburden, Slag.
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In this section, waste performance data focuses on industrial Waste Generation and Management Performance EM-MM-150a.7][SASB EM-MM-150a.8]
and operational waste streams, including hazardous and
non-hazardous waste generated from maintenance activities, During the reporting year, PTVI generated waste from PTVI continues to improve waste management practices at the
processing support operations, and facility management. operational, maintenance and supporting activities across Sorowako operation. In 2025, non-hazardous waste decreased
Mining-related materials such as overburden, topsoil, and slag our operational areas. Waste streams are categorised into from 5,906 tonnes in the previous ear to 5,349 tonnes,
are e cluded from the waste generation figures presented in hazardous and non-hazardous waste and managed through representing a reduction of 9.4%, reflecting ongoing efforts
this subsection, as these materials are managed as part of the recycling, reuse, recovery, controlled disposal or treatment to reduce waste generation. At the same time, improvements
mining production cycle and are reported separately under the b licensed third parties in accordance with applicable in our waste segregation facility increased processing capacity
Mineral Efficienc section of this report. environmental regulations. and efficienc , with the waste segregation rate improving
from 17% to 30%, enabling more materials to be recovered and
In 2025, total waste generated across our operational areas reused rather than disposed of.
reached appro imatel 9,967.65 tonnes, of which around
Tailings Management in Our Operations[SASB 75% comprised non-hazardous waste and 25% hazardous PTVI had previously set a target of achieving zero waste
EM-MM-150a.5][SASB EM-MM-540a.1] [SASB EM-MM-540a.2] [SASB
waste. Waste generation remained highly concentrated at to landfill in 2025, based on the planned completion of a
EM-MM-540a.3] [GRI 14.6.2] [GRI 14.6.3]
the Sorowako operation, which accounted for more than refuse-derived fuel (RDF) facilit . However, due to technical
94% of PTVI’s total waste footprint, reflecting the scale and challenges, the project was not completed within the ear.
PTVI’s nickel processing operations use Reduction maturit of Sorowako as PTVI’s primar integrated mining While this target has not et been achieved, PTVI remains
Kiln Electric Furnace (RKEF) technolog , a p romet- and processing operation. By comparison, waste volumes at committed to reducing landfill disposal. To support this, we
allurgical process that does not generate tailings IGP Pomalaa and IGP Morowali remained relatively limited continue strengthening waste segregation b separating
typically associated with hydrometallurgical mineral and were largely associated with construction and early organic and non-organic materials. Organic waste is processed
processing. Accordingly, no tailings are produced operational activities.[GRI 306-3][POJK51-F.13] through maggot farming and repurposed as feedstock,
from PTVI’s operations. while non-organic materials such as plastic, paper, glass.
At the Sorowako operation, total non-hazardous waste and aluminium are sent to third-party partners for recycling
However, as part of the broader downstream generated reached 5,349 tonnes in 2025. Of this amount, and reuse. These efforts contribute to gradual reductions
nickel value chain supporting batter materials, 1,609 tonnes, representing 30%, were diverted from disposal in landfill volumes and support a more circular approach to
the processing facilities at our HPAL JVs generate through recycling, reuse and repurposing initiatives, while waste management.
mineral processing residues such as tailings or 3,740 tonnes, representing 70%, were directed to controlled
processing sludge. PTVI recognizes the potential landfill facilities. Waste generation at IGP Pomalaa increased as operational
impacts associated with these activities and we For hazardous waste, Sorowako generated 2,353 tonnes activities progressed during the reporting ear. In 2025, IGP
work with our partners to encourage responsible during the reporting ear. Of this amount, 1,246.57 tonnes, Pomalaa generated 375 tonnes of non-hazardous waste,
residue management practices that meet applicable equivalent to 53%, were treated through incineration, while compared to 216 tonnes in 2024, representing an increase of
environmental standards and internationally 1,106.43 tonnes, representing 47%, were transported to 73.6%. Of the non-hazardous waste generated, 9.18 tonnes,
recognized best practices. licensed third-party hazardous waste management facilities equivalent to 2.4%, were diverted from disposal, while 366
for treatment and disposal.[GRI 306-4][GRI 306-5][SASB EM-MM-140a.2][SASB tonnes, representing 97.6%, were directed to controlled
disposal facilities.
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Hazardous waste generation at IGP Pomalaa reached 49.37
tonnes in 2025, a significant increase compared to 5.71 tonnes
Organic Waste Processing through Black Soldier Fly
in 2024, as construction and earl operational activities materials are collected and donated to support local
(BSF)
intensified. Of this amount, 15.38 tonnes were temporaril rec cling efforts and provide additional economic
stored for recover or rec cling, while 33.99 tonnes were opportunities for communities.
PTVI continues to support organic waste management
transported to licensed third-party facilities for treatment
through the Black Soldier Fl (BSF) program, which
and disposal.[GRI 306-3][GRI 306-4] [GRI 306-5][SASB EM-MM-150a.7][SASB EM-MM-150a.8] During the reporting period, materials donated included
converts organic waste into valuable b -products such as
3.38 tonnes of plastic bottles, 0.96 tonnes of aluminum
maggot and compost.
At IGP Morowali, waste generation also increased alongside cans, and 1.15 tonnes of glass bottles.
the development of operational activities. In 2025, total
During the reporting period, appro imatel 213.36 tonnes
non-hazardous waste generated reached 76.78 tonnes, Repurposing Materials for Community and
of organic waste were processed through the BSF s stem,
compared with 7.88 tonnes in 2024. Of this amount, 0.82 Environmental Use
producing 11.81 tonnes of maggot and 29.42 tonnes
tonnes, equivalent to 1.1%, were diverted from disposal, while
of compost. The maggot is distributed to the Woliko
75.96 tonnes, representing 98.9%, were directed to controlled PTVI also promotes material reuse b repurposing
Berkembang Farmer Group and utilized as an alternative
disposal facilities. operational waste. Appro imatel 126.97 tonnes of
animal feed source to support local livestock activities.
wood waste were reused, while 24.65 tonnes of used
Meanwhile, the compost is utilized b Kelompok Wanita
Hazardous waste generation at IGP Morowali reached 85.24 tires were repurposed to support slope reinforcement in
Tani and also applied in PTVI’s land reclamation activities
tonnes in 2025, compared to 7.22 tonnes in 2024, with the full PTVI’s pineapple agroforestr areas and transformed into
to improve soil quality and support vegetation growth.
volume transported to licensed third-party hazardous waste around 100 plant pots distributed to local communities.
management facilities for treatment and disposal in accordance
Through this initiative, organic waste is transformed
with regulatory requirements. As operational activities
into useful resources, while strengthening community
continue to expand at IGP Pomalaa and IGP Morowali, waste
participation in sustainable waste management and
management systems and monitoring practices will continue
circular resource use.
to be strengthened to ensure compliance with environmental
standards.[GRI 306-3][GRI 306-5][SASB EM-MM-150a.7][SASB EM-MM-150a.8]
Community Recycling through Waste Banks
To further reduce waste generation and promote circular
To strengthen communit -based rec cling s stems, PTVI
resource use, PTVI implements several waste recovery
collaborates with waste banks in Sorowako, Wawondula,
initiatives across its operational areas and surrounding
and Wasuponda. Through this initiative, rec clable
communities. These programs aim to transform waste into
valuable resources while supporting local livelihoods and
environmental awareness.
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Environmental Awareness Education for Elementary Students
From 13 August to 17 September 2025, PTVI, through our Indonesia Growth Project (IGP) Morowali, implemented an
environmental awareness program titled “Murid Cinta Lingkungan: Kelola Sampah dengan Bijak” as part of our com-
munit -based waste management initiative. The program reached 12 elementar schools across 13 partner villages,
introducing students to responsible waste management practices and strengthening environmental awareness
from an earl age. Through interactive educational sessions, we introduced the principles of 3R (Reduce, Reuse,
Rec cle) alongside the values of 5K: cleanliness, health, safet , orderliness, and beaut , encouraging students to
adopt environmentall responsible habits in their dail lives.
Through discussions, quizzes, and practical learning activities, the program was designed to make environmental
education engaging and eas to appl . This initiative, PTVI aims to foster a culture of environmental responsibilit
among oung generations while supporting the development of cleaner and more sustainable communities in our
operational areas.
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Youth Action to Protect Lake Matano
On 31 October 2025, PTVI, in collaboration with the East Luwu Regenc Government and various communit
organizations, supported a outh-led environmental initiative titled “Bersih Itu Keren: Pemuda Ambil Peran Jaga
Danau” at the Sorowako Pier area. The activit mobilized students, outh organizations, local communities, and
government representatives to conduct a collective clean-up action aimed at reducing waste along the shoreline of
Lake Matano, one of the deepest ancient lakes in the world and an important ecological asset for the region.
The initiative also served as a platform to raise awareness among local communities, particularl outh, about the
importance of responsible waste management and environmental stewardship. Through this collaborative effort,
PTVI seeks to encourage greater participation in protecting natural ecosystems while maintaining the environmental
quality of Lake Matano, which supports local livelihoods and plays an important role in our operational ecosystem.
“Through this collaboration, we hope to strengthen outh awareness of waste management and lake conservation.
This initiative reflects our commitment to working together with communities and stakeholders to protect the
sustainabilit of Lake Matano.” - Sainab Husain Paraga , Senior Coordinator PTPM Livelihood Social Development
PTVI
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Biodiversity
Mining activities can create pressures on ecosystems through completed Critical Habitat Assessments (CHA) and Ecosystem
land disturbance, vegetation clearing, habitat fragmentation, Services Assessments (ESA) across operational areas in 56 55
changes in hydrology, and increased human activity within alignment with IFC PS6, IRMA, and ICMM expectations. These Critical habitat trigger Villages consulted during
operational areas. Recognizing these potential impacts, PTVI assessments strengthen our understanding of biodiversity species identified across ESA process
all sites
implements a structured biodiversity management approach risks, ecosystem dependencies, and conservation priorities
across the mining lifecycle, from mine planning to post-mining while supporting our pathway toward No Net Loss and Net
operations.[GRI 101-6][GRI 304-2] Gain outcomes. Assessment findings informed site-level Biodiversity
Management Plans (BMP) and support the ongoing
development of Biodiversity Action Plans (BAP) and
Our biodiversity management approach is guided by national The assessments confirmed that parts of our operational
Biodiversity Offset Plans (BOP) to address residual impacts
regulations and internationally recognized frameworks, landscape qualify as critical habitat due to the presence of and further support our No Net Loss ambition.
including the Convention on Biological Diversity (1992), IFC threatened and endemic species, as well as unique ecosystems
Performance Standard 6 on Biodiversity Conservation and such as the Malili Lake system and karst landscapes. Across
Sustainable Management of Living Natural Resources (2012), Sorowako, IGP Pomalaa, and IGP Morowali, a total of 56 critical
the ICMM Good Practice Guidance for Mining and Biodiversity, habitat trigger species were identified, including 34 species in
and the Initiative for Responsible Mining Assurance (IRMA) Sorowako and 11 species each in IGP Pomalaa and IGP Morowali.
Standard.
The ESA process also identified ecosystem services highly
Our goal is to achieve biodiversity No Net Loss across our valued by surrounding communities, including provisioning
operational areas. This commitment aligns with the long-term services such as fisheries and forest products, regulating
goals established under the Kunming–Montreal Global services such as erosion control and watershed protection, and
Biodiversity Framework, including the ambition to halt and cultural services associated with ecotourism and spiritually
reverse biodiversity loss by 2030 and support ecosystem significant sites.
recovery by 2050.[GRI 101-1][SASB EM-MM-160a.1]
Stakeholder engagement formed an integral part of these
Biodiversity Risk Assessment and Management assessments, involving consultations with local communities
Approach across 55 villages surrounding our operational areas, PTVI
environmental teams, and biodiversity experts. Inputs
Our biodiversity management approach focuses on three from these engagements strengthened the understanding
interrelated aspects: species, habitats, and ecosystem impacts. of biodiversity conditions, ecosystem dependencies, and
To identify and manage biodiversity-related risks, in 2025 PTVI community perspectives on natural resource use.
95 Sustainability Report 2025
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Site-Specific Critical Habitat Profiles
Sorowako IGP Pomalaa IGP Morowali
In Sorowako, the Critical Habitat Assessment confirmed the In Pomalaa, the Critical Habitat Assessment identified 11 In Morowali, the Critical Habitat Assessment identified 11
presence of critical habitat triggered by 34 species, including critical habitat trigger species, including terrestrial mammals, critical habitat trigger species, including endemic freshwater
threatened flora and fauna as well as freshwater endemic birds, reptiles, and freshwater endemic species, several of species and karst-associated biodiversity values. The
species associated with the Malili lake system. Trigger species which were confirmed through biodiversity monitoring. assessment also highlighted karst ecosystems as a distinctive
include conservation-priority Sulawesi endemics such as anoa, These findings support management of sensitive terrestrial, ecological feature requiring dedicated management.
babirusa, bear cuscus, maleo, and endemic aquatic species freshwater, and coastal ecosystems surrounding the project
within the Telmatherina and Caridina groups. area. The Ecosystem Services Assessment identified provisioning,
regulating, and cultural ecosystem services valued by
The Sorowako Ecosystem Services Assessment identified The Ecosystem Services Assessment identified provisioning communities, including wild food resources, medicinal plants,
important provisioning services such as freshwater fisheries services linked to fisheries and forest products, regulating freshwater systems, and culturally significant landscapes.
and forest products, regulating services including water flow services related to watershed and climate functions, and
regulation and erosion control, and cultural ecosystem services cultural services associated with ecotourism and spiritually The Bahodopi Biodiversity Management Plan is structured
associated with ecotourism sites and spiritually significant significant sites. around six key themes:
landscapes around Lake Matano. 1. Terrestrial Habitat Management
The Pomalaa Biodiversity Management Plan includes five key 2. Species Protection and Conservation
The Sorowako Biodiversity Management Plan is structured themes: 3. Freshwater Habitat Management
around five key themes: 1. Terrestrial Habitat Management 4. Marine Habitat Management
1. Terrestrial Habitat Management 2. Species Protection and Conservation 5. Invasive Alien Species Management
2. Species Protection and Conservation 3. Freshwater Habitat Management 6. Karst Management
3. Malili Lake System Management 4. Invasive Alien Species Management
4. Invasive Alien Species Management 5. Marine Habitat Management
5. Karst Ecosystem Management
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Managing Biodiversity Impacts Through the Ecosystem Services and Stakeholder Biodiversity Monitoring and Ecosystem
Mitigation Hierarchy[GRI 101-2] Engagement Services[GRI 101-4][GRI 101-8]
To manage biodiversity risks associated with our activities, we As part of the ESA process, stakeholder engagement was In addition to the management plan, we conduct regular
apply the mitigation hierarchy, which prioritizes avoidance, undertaken to develop a broader understanding of biodiversity monitoring programs to ensure the species population. These
minimization, restoration, and offsetting of impacts. and ecosystem dependencies from multiple perspectives. This assessments include baseline biodiversity surveys, periodic
process involved consultations across 55 villages, including 22 ecological monitoring, and collaboration with external experts
Actions in Each Mitigation Hierarchy Stages[GRI 101-2]
villages in Sorowako, 20 villages in Pomalaa, and 13 villages in such as universities and environmental research institutions.
Bahodopi, complemented by engagement with biodiversity [GRI 101-4]
Selecting locations and technologies experts. Monitoring activities focus on:
that minimize impacts on
Avoid
biodiversity from the planning stage. distribution of flora and fauna species
Community consultations and focus group discussions
contributed valuable information on wildlife sightings,
presence of protected or endemic species
culturally significant species, natural resource use, and
Reducing impacts during the design ecosystem services supporting livelihoods. habitat conditions and ecosystem health
Minimize and construction phases through
best practices and technological Ecosystem potential disturbances associated with operational activities
innovations. Examples Identified
Service Category
The findings support adaptive management measures and
Conducting reclamation and Fisheries, forest products, medicinal guide biodiversity conservation initiatives implemented across
Minimize plants, wild foods
rehabilitation of affected operational areas.
Restore
environments to restore
ecosystem functions. Water flow regulation, erosion control,
Restore
climate regulation
Compensating for ecological Ecotourism areas, sacred and culturally
Offset losses through appropriate Offset significant landscapes
compensation programs.
These findings support biodiversity management planning
As part of strengthening implementation of this hierarchy, while strengthening understanding of the links between
PTVI is advancing Biodiversity Action Plans and Biodiversity ecosystem integrity and community well-being.
Offset Plans intended to support measurable biodiversity
outcomes and contribute to No Net Loss or Net Gain objectives
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Operational Areas Near Protected Areas[GRI 304-1]
[POJK F.9][GRI 101-5][SASB EM-MM-160a.3][GRI 14.12.3
Total Area Protected Under National Regulation (ha) maleo), which are classified as Endangered or Vulnerable
We operate within a concession area of more than 110,000
[POJK51-F.9][EM-MM-210a.1] under the IUCN Red List. Other notable species recorded in
hectares. A small portion of this concession overlaps with
our operational areas include the Sulawesi hornbill (Rhyticeros
nationally protected areas designated as Nature Recreation Nature
Total Cow % of Total cassidix), Sulawesi tarsier (Tarsius tarsier), and Timor deer
Parks (TWA), particularly in Sorowako and Tanamalia. These Site Recreation
Area (ha) CoW Area
Park (TWA) (Rusa timorensis).
areas are preserved in accordance with national regulations
and are not used for active mining or operational activities, Sorowako 60,882.40 297.99 1.52%
Freshwater ecosystems within the operational landscape,
ensuring their ecological and conservation values are
Tanamalia 15,889.71 156.02 0.98% particularly around the Malili lake system, also support several
maintained.
endemic aquatic species, including freshwater shrimp of the
IGP Morowali 16,586.31 - 0.97%
genus Caridina and fish species from the Telmatherina group,
Indonesia is also a party to several important international
environmental conventions, including the Ramsar Convention, IGP Pomalaa 20,287.86 - 0.00% some of which are categorized as Critically Endangered or
Endangered due to their restricted habitats.
CITES, the World Heritage Convention, the UNESCO Man and
the Biosphere Programme, and the Convention on Biological Protected Species in Operational Areas[GRI 304-4]
Flora surveys also identified various plant species listed in
Diversity. Based on current assessments, these internationally PTVI’s operational areas support a diverse range of terrestrial
the IUCN Red List, including Manilkara celebica, Pterocarpus
recognized protected and sensitive areas do not overlap with and aquatic species, including several species classified under
indicus, Dillenia celebica, Diospyros celebica, and several
our operational footprint. the IUCN Red List of Threatened Species and Indonesia’s
Nepenthes species that are recognized as conservation-
national conservation lists. Biodiversity monitoring conducted
priority flora in Sulawesi.
Overall, areas protected under national regulation represent across our operational areas in Sorowako, IGP Morowali, and
only a small proportion of our total concession area, IGP Pomalaa recorded a total of 120 fauna species and 110
A comprehensive list of fauna and flora species identified
accounting for approximately 1.52% in Sorowako and 0.98% in flora species listed in the IUCN Red List. These include species
within PTVI’s operational areas, including their conservation
Tanamalia, while IGP Pomalaa has no overlap with protected categorized as Critically Endangered, Endangered, Vulnerable,
status based on the IUCN Red List, is provided in the Data Table
areas, and IGP Morowali includes protected areas within the Near Threatened, and Least Concern, reflecting the ecological
chapter of this report.
concession but does not overlap with Nature Recreation Parks, diversity of the ecosystems surrounding our operations.
as presented in the table below.
Among the species identified are several endemic and
Through this approach, we ensure that our operations are conservation-priority species of Sulawesi, including the
conducted responsibly, with respect for legally protected lowland anoa (Bubalus depressicornis), mountain anoa
areas and in alignment with both national regulations and in- (Bubalus quarlesi), Sulawesi bear cuscus (Ailurops ursinus),
ternationally recognized conservation frameworks. babirusa (Babyrousa celebensis), and maleo (Macrocephalon
98 Sustainability Report 2025
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A comprehensive list of fauna and flora species identified within PTVI’s operational areas, including their conservation status based on the IUCN Red List, is provided in the Data Table chapter of
this report.
Biodiversity Conservation Initiatives[GRI 304-4][POJK continuous monitoring, conservation programs, habitat
F.10][GRI 101-7] restoration, and species protection measures. Biodiversity Conservation in 2025[POJK51-F.10]
During the year, we conserved and replanted 72,296 local, • 72,296 local, endemic, and protected trees
endemic, and protected trees, representing an approximately In addition to on-site conservation activities, outcomes from
conserved and replanted into mine area ↑ 6%
6% increase compared with 2024. These efforts support biodiversity monitoring, Critical Habitat Assessments, and
trees compared to 2024
habitat recovery, improve vegetation cover in rehabilitated Ecosystem Services Assessments continue to inform adaptive
• 18 Timor deer (Cervus timorensis) conserved
areas, and contribute to restoring ecosystem functions in management measures and strengthen implementation of
• One lowland anoa (Bubalus depressicornis)
disturbed landscapes. site-level Biodiversity Management Plans. This includes efforts
conserved
related to habitat protection, invasive species management,
Wildlife conservation efforts also continued through freshwater and karst ecosystem management, and the
management of species under our conservation program, conservation of ecologically sensitive landscapes such as the
which recorded 18 Timor deer (Rusa timorensis) and one Malili lake system.
lowland anoa (Bubalus depressicornis), under conservation
management, reflecting our ongoing efforts to protect con- As part of strengthening long-term biodiversity outcomes,
servation-priority species and support viable populations of PTVI is also advancing Biodiversity Action Plans and Biodiversity
native fauna. Offset Plans to address residual impacts and support
progress toward No Net Loss, and where feasible, Net Gain
These initiatives form part of our broader commitment to of biodiversity. These initiatives reinforce our commitment to
minimize ecological impacts from mining activities while integrating biodiversity conservation into responsible mining
supporting long-term ecosystem sustainability through practices and contributing to the long-term resilience of
ecosystems surrounding our operations.
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Marine Ecosystem Restoration at Bulupoloe Island
On 27 July 2025, PTVI implemented a marine ecosystem restoration
initiative at Bulupoloe Island, South Sulawesi. Through this initiative, we
installed 25 artificial coral reef structures (spider reefs) and removed more
than 200 kilograms of coastal waste to help restore marine habitats and
improve shoreline conditions. With this installation, PTVI has deployed a
total of 150 artificial reef units in the surrounding waters to support coral
ecosystem recovery.
Beyond restoring marine habitats, the artificial reef structures are
expected to attract local fish populations, improve water quality, and
support sustainable livelihoods for nearby fishing communities. To ensure
long-term effectiveness, PTVI conducts regular monitoring of the reefs in
collaboration with the Sorowako Diving Club (SDC), including coral growth
observation, marine species monitoring, and underwater imaging. The
.“Marine restoration does not stop at installation. We ensure that continuous monitoring is carried out so that transplantation activity involved 11 professional divers from SDC, reflecting
the ecosystem can gradually recover and thrive.” - Suharpiyu Wijaya, Head of IGP Sorowako Limonite PTVI our collaborative approach to marine ecosystem stewardship.
Reclamation and Rehabilitation
PTVI is committed to progressive reclamation and rehabilitation by 2025 for Sorowako concession area. While this aspirational development.
as part of our responsible mining approach, embedded within target was not achieved within the original timeframe, it has
our mine rehabilitation and closure framework. Reclamation been revised and approved by the ministry, and extended At the beginning of 2025, total unreclaimed disturbed
includes contouring, landform stabilisation, soil management, following the transition to IUPK.[GRI 14.8.4][GRI 14.8.5][GRI 14.8.7] mine area across PTVI’s operational areas stood at 3,222.13
seeding, revegetation and remediation activities designed hectares. During the reporting year, there are 967.56 hectares
to restore disturbed land, support ecosystem reduce Progressive Land Reclamation of newly disturbed land. Most reclamation activities during
environmental risks such as erosion, sedimentation, the reporting year were undertaken in Sorowako, while land
heavy-metal leaching and ecosystem degradation throughout At the end of 2025, reclamation within the Sorowako disturbance was driven largely by growth project development
the mine life cycle. PTVI carries out reclamation activities in concession reached 65.09% of cumulative open mine area, in IGP Pomalaa. Limited in-concession reclamation in the
accordance with its approved Reclamation Plan (No. 01599/ while the rehabilitation success rate within the concession growth projects reflects their development-stage status. PTVI
CEOS/XI/2022), most recently updated and submitted to the reached 86%, above the regulatory minimum requirement of remains committed to implementing progressive reclamation
Government in 2025. As part of the 2021–2025 reclamation 70%. These results reflect continued progress in reclamation throughout the mine life cycle and carrying forward remaining
period, PTVI had targeted reclamation of 70% of mined land implementation while accommodating ongoing mine obligations into subsequent planning periods.[GRI 14.8.6]
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Land Disturbance and Reclamation Area – Sorowako (Hectares) [GRI 14.8.6] Watershed Rehabilitation
A portion of our operational areas lies within forest zones
Description 2025 2024 2023 where we operate under a Forest Area Use Permit (Persetujuan
Penggunaan Kawasan Hutan – PPKH). As a PPKH holder,
a) Annual Disturbed Area (ha) 418.25 269.16 230.16 PTVI complies with Ministry of Environment and Forestry
Regulation No. 59 of 2019, which requires permit holders to
b) Total Cumulative Disturbed Area (ha) 7,689.00 7,356.01 7,178.29 undertake watershed rehabilitation (Daerah Aliran Sungai
– DAS) outside permit areas as compensation for the use of
c) Facilities (Office, Housing and Other) 1,754.80 1,460.61 1,460.61 forest areas.
Through this programme, PTVI contributes to restoring
d) Unreclaimed Disturbed Area (Stockpiles and Disposal) (ha) 2,071.64 2,104.27 2,014.10 degraded land and improving watershed ecosystem functions
in areas designated by the Ministry of Environment and
e) Total Cumulative Reclaimed Area (ha) 3,862.56 3,791.13 3,703.58 Forestry. As of the reporting year, cumulative watershed
rehabilitation areas reached 18,849 hectares across five
f) Annual Reclaimed Area (ha) 156.67 178.98 224.44 provinces—South Sulawesi, Central Sulawesi, Southeast
Sulawesi, West Java and Bali. This comprised 14,879 hectares
g) Percentage of Mined Land Reclaimed (e/d+e) 65.09% 64.31% 64.77% associated with Sorowako, 1,953 hectares associated with IGP
Pomalaa, and 1,045 hectares associated with IGP Morowali.
Land Disturbance and Reclamation Area – Land Disturbance and Reclamation Area –
Description 2025 2026 2023
IGP Morowali (Hectares) IGP Pomalaa (Hectares)
Total Cumulative
14,879.00 14,879.00 10,435.00
Description 2025 2026 2023 Description 2025 2026 2023 Disturbed Area (ha)
Total Cumulative Total Cumulative Annual Watershed
342.73 236.43 95.70 807.76 364.75 65.20 0.00 4,444.00 435.00
Disturbed Area (ha) Disturbed Area (ha) Rehabilitation Area (ha)
Annual Disturbed Annual Disturbed During 2025, watershed rehabilitation activities included
106.30 140.73 95.68 443.01 299.55 30.10
Area (ha) Area (ha) 1,953 hectares implemented in connection with IGP Pomalaa
Total Cumulative Total Cumulative and 1,045 hectares associated with IGP Morowali, reflecting
1.42 - - - - - continued implementation of project-specific rehabilitation
Reclaimed Area (ha) Reclaimed Area (ha)
obligations. In Sorowako, no additional annual watershed
Annual Reclaimed Annual Reclaimed
1.42 - - - - - rehabilitation area was recorded during the year, while
Area (ha) Area (ha)
cumulative rehabilitation area remained at 14,879 hectares.
Each rehabilitation site progressed through land preparation, planting and maintenance activities to support vegetation establishment and ecosystem recovery.The designation of rehabilitation sites
outside Sulawesi, including West Java and Bali, follows locations determined by ministerial decrees, supporting broader government efforts to reduce degraded land across multiple regions in Indonesia.
Through these activities, PTVI contributes to improving soil stability, reducing erosion risks and supporting long-term watershed ecosystem health.
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Mine Closure Planning
Mine Closure Planning Status by Operational Area Pomalaa (Hectares)
Operational Area Operational Status Estimated Life of Mine Latest Closure Plan Revision MEMR Approval
Sorowako Active operations with progressive rehabilitation 2045 October 2022 November 2023
IGP Morowali Active operations with progressive rehabilitation 2044 August 2024 November 2024
IGP Pomalaa Active operations with progressive rehabilitation 2045 Plan under development Plan under development
PTVI operates across three mining sites—Sorowako Operation, environmental impacts, and leave a sustainable positive closure include changes in landform stability, vegetation
IGP Pomalaa, and IGP Morowali—all of which remain active and legacy post-closure. The plans are regularly updated to reflect establishment, surface water management, and the long-term
have not yet entered closure. The estimated Life of Mine (LOM) stability of reclaimed areas. To address these risks, our closure
operational developments and regulatory requirements. The
for these sites extends to 2045, 2045, and 2044, respectively, plans incorporate a range of environmental management
with closure and rehabilitation activities expected to continue latest revisions were submitted in October 2022 for Sorowako measures, including landform stabilization, revegetation using
through 2060. Consistent with good mining practice, closure and August 2024 for IGP Morowali, and both underwent formal appropriate plant species, erosion control, and continued
planning is integrated with progressive rehabilitation review and received approval from the Indonesian Ministry of monitoring of soil and water conditions.
undertaken during operations, reducing disturbed areas Energy and Mineral Resources (MEMR) in November 2023 and
over time and supporting a smoother transition toward final Post-closure environmental monitoring will be conducted
November 2024, respectively.[GRI 14.8.5]
closure.[GRI 14.8.9] to verify that reclaimed areas remain stable and ecosystem
recovery progresses as expected. Monitoring programs cover
Mine Closure Plans have been established for Sorowako Watershed Rehabilitation key indicators such as vegetation growth, land stability,
Operation and IGP Morowali, while the plan for IGP Pomalaa and water quality within former operational areas. These
is under development, reflecting the project’s current stage of Following the completion of mining operations, PTVI is measures are intended to support the transition of former
development and progression toward formal closure planning committed to ensuring that former mining areas remain en- mining areas into stable landscapes capable of sustaining
in accordance with regulatory requirements. The closure vironmentally stable and safe for surrounding ecosystems and ecological functions and, where appropriate, future land uses
plans are designed to support safe decommissioning and communities. Our mine closure planning therefore includes agreed with stakeholders and regulators.
rehabilitation, minimize environmental impacts, and leave a a comprehensive environmental management framework
sustainable positive legacy post-closure. [GRI 14.8.4][GRI 14.8.7] designed to address potential environmental risks during the
post-closure phase.
The Mine Closure Plans have been prepared to support the
safe decommissioning and rehabilitation of the sites, minimise Potential environmental impacts that may arise after mine
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Financial Commitment to Accountable Site Under the latest approved Mine Closure Plan, estimated closure
Closure costs for the Sorowako Block amount to US$70.6 million and
have been progressively placed in time deposits from 2017 to
The estimation of mine closure costs forms an integral part of 2023. For the Bahodopi Block, the estimated closure cost is
our Mine Closure Plan. We assess closure requirements under US$2.7 million, fully placed in a time deposit in 2023.
two scenarios:
1. The base closure scenario, where mining and processing
activities conclude in 2045; and
2. The sudden closure scenario, which models an unanticipated
US$70.6M
Estimated closure costs for Sorowako Block, placed in
early cessation of operations.
time deposits 2017–2023
The sudden closure scenario reflects the assumptions and site
conditions incorporated in the latest approved closure plan
and will be updated in subsequent plan revisions.
Closure cost calculations cover the full range of activities
US$2.7M
required throughout the closure process, including execution, Estimated closure cost for Bahodopi Block, fully placed
maintenance, post-closure monitoring, and identified clo- in time deposit in 2023
sure-related risks. The estimation is based on key assumptions
including projected land use, reclamation progress, remaining
disturbed areas, and the implementation approach defined These provisions are recorded in our financial statements
in the closure plan. In determining net closure cost, expected and are subject to periodic review to reflect updates
revenue from recoverable scrap materials is deducted from in assumptions, operational conditions, and regulatory
total estimated expenses.[GRI 14.8.8] requirements.[GRI 14.8.8]
PTVI is committed to allocating mine closure funds in Through integrated closure planning, progressive
accordance with Government Regulation No. 78/2010 on rehabilitation, long-term environmental monitoring, and
Reclamation and Post-Mining Activities, which requires mining dedicated financial provisioning, PTVI seeks to ensure that
companies to provide financial assurance through instruments mine closure is managed responsibly and transparently
such as joint accounts, time deposits, bank guarantees, or, in while supporting environmental resilience and sustainable
specific cases, accounting reserves. post-mining outcomes.
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Stakeholder Engagement in Updating Post-Mining
On 25 November 2025, PTVI initiated an early stakeholder consultation as part of the planned update of the post-
mining document for the Sorowako Operation, following the extension of the Company’s mining permit to 2035 and
the transition from a Contract of Work to a Special Mining Business Licence (IUPK). Held in Malili, East Luwu, the
consultation formed an important preliminary stage in preparing the updated post-mining plan to ensure alignment
with evolving operational conditions, regulatory requirements and stakeholder expectations.
The consultation involved representatives from local government, sub-district and village administrations, community
representatives and other technical stakeholders across PTVI’s empowerment areas. Discussions covered proposed
updates relating to land rehabilitation, environmental management, facility decommissioning, monitoring activities
and considerations for post-mining land use.
The forum also provided an opportunity for stakeholders to share input on issues such as ecosystem recovery,
environmental transparency, social programmes and community economic opportunities in the post-mining context.
Input received through the consultation was documented to inform refinement of the post-mining document prior to
submission to the Ministry of Energy and Mineral Resources.
This consultation reflects PTVI’s approach to integrating stakeholder engagement into closure planning and supporting
transparency in developing long-term post-mining management arrangements.
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Our
People
105 Sustainability Report 2025
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PTVI’s Approach to Human Resources
women and persons with disabilities. These policies apply
to employees, contractors, and business partners and aim
to create a fair, safe, and supportive work environment that
encourages professional growth and collaboration.
We implement these commitments through management
systems aligned with both national and international
standards, including ISO 45001 and the Mining Safety
Management System (SMKP), while also adhering to the core
principles of the International Labour Organization (ILO)
conventions.
Key risks in managing human capital include workplace
accidents, labor rights violations, unequal employment
opportunities, and declining employee morale and
engagement. To anticipate and mitigate these risks, we
conduct safety training, strengthen an inclusive workplace
culture, and provide accessible grievance and reporting
mechanisms that enable employees to raise concerns and
obtain appropriate follow-up.
The effectiveness of our human capital management is
At PTVI, we believe that employees are the foundation Our approach to managing human capital is embedded monitored through various internal mechanisms, including
and strategic assets integral to our Company’s success and in several key policies that guide responsible workforce internal audits, annual employee satisfaction surveys, and
sustainable development. In line with this belief, we prioritize management. These include our Sustainability Policy, which ongoing dialogue with labor unions. Through these processes,
the well-being, skill development, and protection of employee outlines our commitment to employee welfare, occupational we continuously evaluate workplace conditions and improve
rights. This commitment is reflected in our efforts to build a health and safety, and fair employment practices; our Human our efforts to create a resilient, adaptive, and sustainable
workforce that is productive, diverse, inclusive, and motivated, Rights Polic , which affirms our commitment to respecting work environment. We also establish measurable targets and
aimed at delivering long-term value to all stakeholders. We internationally recognized human rights and protecting performance indicators to ensure effective management of
also strive to strengthen local workforce development by labor rights across our operations and value chain; and our material issues related to human capital.
providing employment opportunities and supporting skills Diversity, Equity and Inclusion Policy, which promotes an
development initiatives that enable communities around our inclusive workplace where diversity is respected and equal
operations to participate in and benefit from our activities. opportunities are provided for all individuals, including
106 Sustainability Report 2025
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Employee Statistics[POJK51-C.3] [SASB EM-MM-000.B]
At the end of 2025, PT Vale Indonesia employed a
total of 2,985 people, slightly lower than 3,038 in
the previous year.
We continue to make progress in building a more
diverse and inclusive workforce. Women now
2,351
represent 12% of our emplo ees, reflecting a
steady increase compared to last year. We are
also proud that 83% of our workforce comes
from local communities, demonstrating our 3
commitment to supporting regional employment 11
and development.
In addition, we provide opportunities for
individuals with disabilities, recognizing their
valuable contributions to our operations. Through
these efforts, we aim to create a workplace that
is inclusive, equitable, and supportive for all. [GRI 405-1]
Our total workforce comprises 2,886 (97%)
permanent employees and 99 (3%) contract 1,883
employees, with the 30–50 age group
representing the largest share of our talent base.
The largest concentration of employees is located
in Sorowako, where our core operational activities
take place. Employees come from a wide range
10
of educational backgrounds, creating a diverse
mix of skills, perspectives, and experiences. This
diversity strengthens our organizational culture
and enhances our ability to innovate, collaborate,
and deliver long-term value.
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New Employee [GRI 401-1] Employee Turnover [GRI 401-1]
Employment expansion remains aligned with our commitment to generating positive We ensure emplo ees receive appropriate benefits and facilities as part of our commitment to valuing
economic benefits for surrounding communities. In line with the recruitment stages workforce. This commitment is reflected in the consistentl high levels of emplo ee retention across
outlined in the previous section, recruitment opportunities are made publicly accessible our operations. One key indicator of this is employee turnover rate. Over the years, turnover rates
through our selection process. has remained below industry averages, and this year continues that trend.
This year, 63 new employees joined PTVI, with the majority joining our Sorowako operation, In 2025, a total of 31 employees concluded their employment with us, representing a turnover rate
which is our largest. Of the total new hires, 21 were female and 42 were male. of 1.04%, which is slightl different from last ear’s 0.92%. Turnover varies across operational areas,
with the highest number recorded in Sorowako and the lowest in Makassar, Pomalaa and Palu. The
By age group, 27 new employees were under 30 years old, 36 were between 30 and 50 employee group with the highest turnover rate was Male within the 30-50 years age range.
years old, and no new hires were above 50 years old.
Employee Resignation Rate in 2025*
Jakarta
Makassar
Sorowako
Pomalaa
East Bungku East Bungku
Palu
M 30-50 years M >50 years F <30 years F 30-50 years F >50 years M <30 years M 30-50 years M >50 years
*The data scope covers employees who voluntarily resigned during the reporting period.
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Non-Employee Workers [GRI 2-7]
Contractor Data PTVI engages a wide range of suppliers and business partners
whose personnel, hereafter referred to as contractors,
Number of Indonesian Citizen (WNI) Contractors by Gender perform work under our control. These contractors support
(2023 - 2025)
a broad spectrum of activities, ranging from administrative
and technical functions to field operations, and are integral to
maintaining operational continuity.
As at the end of 2025, we recorded a total of 22,645 contractors
on a headcount basis. This represents an increase of 8,595
contractors, or 61.2%, compared to 2024, primarily driven by
the scale-up of operational activities, including the furnace
rebuild project, which required a substantial contractor
workforce.
Number of Foreign Citizen (WNA) Contractors by Gender
(2023 - 2025)
In terms of nationality, our contractor workforce was
predominantly composed of Indonesian citizens (WNI),
totalling 22,502 individuals, or 99.4%, while foreign nationals
(WNA) accounted for 143 individuals, or 0.6%. This distribution
reflects our prioritisation of national workforce participation.
We also support inclusive workforce participation. In 2025,
women represented 1,953 contractors, or 8.6% of the
total contractor workforce, contributing across a range of
Number of Indonesian Citizen Contractors by Locality operational and support roles.
(2023 - 2025)
From a regional perspective, 17,846 contractors, or 78.8%,
were categorised as local workers, including 1,673 women,
while 4,656 contractors, or 20.6%, were non-local workers.
This distribution demonstrates our contribution to local
employment and regional economic development, particularly
2,025
in our operational areas such as Sorowako.
Contractor figures are calculated using a headcount approach
and represent the number of individuals recorded at the end
of the reporting year.
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Recognition of Labor and Human Rights
Labor Unions and Collective Labor Agreements during the biannual CLA review, during which the labor unions
are able to negotiate their interests and ensure that the CLA
PTVI firml upholds the realization of labor rights. Freedom is produced in accordance with legal standards and the labor
of association is guaranteed in accordance with the 1945 needs. The most recent update to our CLA was finalized in
Constitution, Law No. 21 of 2000 on Labor Unions, and Law No. July of this year with active participation from representa-
13 of 2003, which is further guaranteed under the Collective tives of the labor unions listed above. It outlines key provisions
Labor Agreement (CLA). The document acts as an additional governing employment terms, workers’ rights and obligations,
layer of protection against risks of non-compliance with this and overall industrial relations. In addition, it also sets out
right. The CLA further supports workers’ right to association clear procedures for resolving disagreements and grievances
by providing labor unions with access to facilities, digital tools, between our Company and employees.
administrative assistance, and financial support, ensuring
they have the resources necessary to carry out their activities Employees are regarded as valued partners in our operations,
effectivel . and we are committed to maintaining transparent and timely
communication with them. Our CLA guarantees that PTVI
In the reporting year, 2,685 of our 2,985 active employees will inform emplo ees of an significant operational changes
(approximately 89.9%) were members of labor unions, that may impact their employment status at least one month
distributed across the following unions, all of which have been in advance. This ensures that workers have sufficient time to
registered in the local Office of Manpower and Transmigration: understand, prepare for, and respond to potential changes,
reinforcing a culture of trust, respect, and responsible
1. Federation of Indonesian Labor Struggle Unions (FSPBI) workforce management. [GRI 402-1]
2. Management of the Indonesian Prosperous Labor Union
(PK SBSI) Commissariat The CLA applies to all PTVI employees (100%), regardless
3. Vale Indonesia Staff Union (SSVI) of union membership. Across all our operational areas, we
4. Confederation of All Indonesian Trade Unions (KSPSI) recorded no case and no potential case of violations related to
5. Federation of Mining and Energy Confederation of All freedom of association or collective bargaining. [GRI 2-30][GRI 407-1]
Indonesian Trade Unions (FPE-KSBSI) [SASB EM-MM-310a.1]
6. Federation of Chemical, Energy and Mining Workers’
Unions PT Vale Indonesia Tbk Work Units
7. Vale Indonesia United Workers Union (SPBVI) 89.9% of our active
workforce were labor union
PTVI holds regular meetings with the labor union at least members
once every one to two months, and also engages with them
110 Sustainability Report 2025
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Safeguarding Against Forced Labor and Child of children and adolescents, especially through initiatives
Employee Strikes[GRI 14.20.3][SASB EM-MM-310a.2] Labor[POJK51-F.19][GRI 408-1][GRI 409-1] aimed at preventing and combating the sexual exploitation of
Throughout the reporting year, we recorded zero minors in areas where such risks may be present.
emplo ee strikes, reflecting the strength of our labor As a corporation pledge to run responsibly, it is our fundamental
relations and our commitment to open, transparent duty to uphold the highest standards of human rights in our
communication. An environment is maintained labor management. This commitment is firml rooted in our
where concerns can be raised freely and addressed adherence to national regulations, including Labor Law No. 13
constructively through ongoing dialogue between of 2003, and aligned with internationally recognized principles
employees, labor unions, and management. established by the International Labour Organization, declared
in our Human Rights polic . It outlines our firm stance against
any practices that place workers in vulnerable situations or
deprive them of dignity, fairness, and respect. Accordingly,
PTVI stands unequivocally against child labor and any form
of forced labor or modern slavery across its operations. There
were no recorded cases of such violations during the reporting
year.
PTVI extends its commitment to upholding human and labor
rights throughout our supply chain. Risks related to child
labor, forced labor, and human trafficking are assessed across
supplier operations, including the identification of high-risk
areas and the prioritization of suppliers in these locations for
enhanced monitoring. Furthermore, all suppliers are required,
through binding contractual clauses, to strictly prohibit the
human and labor rights violations outlined in this section. We
also expect our customers and partners to uphold the same
values and to implement appropriate remediation measures in
the event of any non-compliance.
It is also essential for us to share these values to the communities
surrounding our operational areas. Human rights awareness
programs are conducted in surrounding communities, with
particular focus on preventing forced labor, modern slavery,
and child labor. Our efforts also include promoting the rights
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Commitment to Diversity, Equality, and Inclusion[POJK51-F.18]
A diverse and inclusive team strengthens innovation, decision-
making, emplo ee engagement, financial performance, and
our reputation as an employer of choice. It also enhances our
ability to understand and collaborate with the communities
and stakeholders we serve. Diversity is recognized as a
competitive strength and is embedded across our Diversity
and Inclusion Policy, Sustainability Policy, People Policy, Code
of Ethical Conduct, and Collective Labor Agreement.
We are committed to providing equal employment
opportunities for all employees and job applicants.
Employment decisions, including recruitment, placement,
promotion, training, career development, compensation,
and termination, are based on qualifications, performance,
and business needs, without discrimination based on gender,
ethnicity, religion, disability, age, nationality, or other personal
Implement strategies to attract diverse
characteristics. talent across gender, ethnicity, and under-
represented groups.
Our approach to achieve diversity and inclusion is elaborated
in our Diversity and Inclusion Charter, which outlines the
following eight key commitments.
Collaborate with partners, local communities,
and stakeholders to advance DEI values beyond
the workplace.
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Breaking Bias and Preventing Harassment: role-play exercises, participants explored practical Incidents of Discrimination [GRI 406-1]
Strengthening DEI at PT Vale approaches to preventing discrimination and harassment In 2025, three incidents of discrimination were
based on gender, race, ethnicity, religion, sexual orientation, reported through the Company’s formal grievance
and disability. mechanism. All reported cases were reviewed
and investigated in accordance with established
PT Vale’s commitment to DEI is reflected in its achievements procedures. As of the end of the reporting period,
and targets. The Company received the highest gender two cases remained under remediation with action
equality score in the mining sector in the Katadata ESG plans being implemented, while one case had
Index 2025 (88.33) and has set a target to increase the completed the remediation process, with outcomes
proportion of women employees to 18% by 2030, while subject to routine internal management review. One
maintaining a 1:1 pa ratio for the same roles. case has also been closed and is no longer subject to
further action.
Through this initiative, PT Vale continues to foster an
inclusive workplace culture where diversity is respected
On 28–29 November 2025, PT Vale Indonesia Tbk and every employee is empowered to contribute to the Number of Incidents 2025
conducted a Diversity, Equity, and Inclusion (DEI) training Company’s long-term sustainability.
program focusing on Unconscious Bias and Harassment Total number of discrimination incidents 3
Prevention. The training was delivered in a hybrid format Number of incidents reviewed by the
across several locations, including CO Wekoila Meeting 3
organization
Room, Almek Padamarang Meeting Room, and the Ground
Training Classroom at IGP Pomalaa, and was attended by Number of incidents with remediation
2
employees, seconded personnel, and contractors. plans being implemented
The program aimed to strengthen awareness and Number of incidents where remediation
understanding of diversity, equity, and inclusion while plans have been implemented, with
1
helping participants recognize unconscious biases that outcomes subject to routine internal
ma influence workplace behavior and decision-mak- management review
ing. Through interactive discussions, case studies, and
Number of incidents no longer subject
1
to action
In the current context, strong emphasis is placed on local inclusion, women’s empowerment, gender equity, and the inclusion of
persons with disabilities. Further explanations of the initiatives for each focus group are provided in the subsequent sections.
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Safeguarding Local Workforce [GRI 202-2] Local emplo ees are defined as individuals whose official domicile, as stated in
their Indonesian national identity card (KTP), is within the same regency as their
The recruitment process reflects our ongoing commitment assigned operational site, as specified under the Local Recruitment stage. In 2025, we
to prioritizing the local workforce. The process is carried out employed a total of 2,486 local employees, representing 83.3% of our total workforce,
48.1% of our
managerial
in sequential cycles, beginning with the smallest scope and based on the definition of local emplo ees described above. Of these, 366 individuals
roles are held by local
closest geographical areas. Each cycle gradually expands in held managerial positions, accounting for 48.1% of all managerial roles within our
communities.
scope and proximity, ensuring fairness, transparency, and compan . This representation reflects our commitment to ensuring that surrounding
prioritization of local community members. The stages are communities have meaningful participation and influence in the operations that
illustrated in the accompanying graphic. directl affect their lives.
Recruitment Stages at PTVI Composition of PTVI Employees by Placement Areas and Local Employee Status 2025[GRI 14.9.6]
2,183
Note: Local emplo ees are defined as individuals whose official domicile, as stated in their Indonesian national identit card (KTP),
is within the same regenc as their assigned operational site. All other emplo ees are classified as non-local.
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Efforts to maintain a high proportion of local emplo ees are
Strengthening Local Workforce Readiness Through Vocational Training with Poliwako
supported by investments in education and skills development.
We collaborate with schools and vocational institutions to
create employment opportunities and build pathways for
a skilled local workforce. Through these partnerships, we
strengthen local talent recruitment and retention, ensuring
that community members are equipped with the competencies
needed to participate in and benefit from our operations.
To support Indonesia’s industrial downstreaming agenda and Through this collaboration between industry and
future workforce needs, we launched a Vocational Short-Term academia, we seek to build a sustainable local talent
Training (VST) program in collaboration with Politeknik pipeline aligned with operational needs. By equipping
Sorowako (Poliwako) in August 2025. The initiative aims to local communities with practical, industry-ready skills,
strengthen the competitiveness of local talent and prepare the program contributes to long-term human capital
communities surrounding the operational areas for emerging development and strengthens inclusive economic
industry opportunities. participation in East Luwu.
Following a competitive selection process involving 140
applicants, 45 participants were selected to join training
in three industr -relevant fields: Welding, Electrical, and
Business Administration. The technical programs run for three
months, followed by a three-month internship with national
contractors partnering with us, enabling participants to apply
their skills directly in real work environments.
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Support for Female Employees Composition of PTVI Employees by Gender and Employment Category from 2023-2025[GRI 405-1]
Women represent a minority group within our company, and we
remain strongly committed to improving their representation
and overall workplace experience. In the reporting year, 12%
of our workforce and 17% of our leadership roles were held
by women, an increase compared to the previous year. This
positive trend shows that we are on track to meet our internal
targets: increasing women’s participation to 16% of our total
workforce.
Non-staff
Achieving these goals requires more than recruitment. it demands creating an environment where women feel safe, supported,
and included in what is traditionally a male-dominated industry. To this end, we implement a range of initiatives designed to
ensure that women feel welcomed, valued, and able to thrive, as shown in the accompanying illustration.
116 Sustainability Report 2025
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Workplace Support for Female Employees participate fully and safely in the workforce. In addition, male enhance employee well-being, and contribute to stronger,
employees receive three days of paternity leave to support more resilient families.
their partners during childbirth. This not only enables fathers
to take part in early caregiving but also strengthens family Empowerment of Persons with Disabilities
support systems and promotes more balanced household
dynamics. PTVI is committed to fostering an inclusive workplace that
provides equal opportunities for persons with disabilities. Our
In 2025, a total of 79 female employees and 2,450 male recruitment process is open and accessible to all, ensuring that
employees were entitled to parental leave, while 87 male candidates are evaluated based on their capabilities, potential,
and 13 female employees took it. Our supportive policies are and alignment with the role. Persons with disabilities are
reflected in the 100% return-to-work rate among female envouraged to participate in the recruitment processes,
employees following maternity leave, with all of them reflecting our belief that diverse abilities strengthen our
remaining employed thereafter. Further details on parental organization. In 2025, around 2.5% or 74 of our workforce are
leave data are presented in our Data Table chapter. persons with disabilities, and 15 took the leadership role.
Employees Entitled to and Taking Parental Leave To support their full participation, we provide accessible
workplace facilities and accommodations. These include
in 2025[GRI 401-3]
wheelchair-accessible pathways within our work areas,
Gender Equality
dedicated accessible toilets, and priority seating on employee
Male Female buses. Through these measures, we aim to create a work
PTVI ensures that employees do not lose the opportunity
environment that enables employees with disabilities to
to work, grow, and advance their careers when they choose Employees Entitled to Parental
2,450 79 perform their roles comfortably and safely while contributing
to build their families. Family responsibilities, particularly Leave fully to our operations.
maternit , ma disproportionatel affect women’s career
progression. Therefore, comprehensive maternit benefits Employees Taking the Parental
and family-oriented policies are provided to support parental 87 13
Leave
needs. This forms an essential part of our dedication to
fostering a healthy, supportive, and equitable workplace.
Moreover, a range of famil -supportive benefits is provided,
To support women during pregnanc , we offer lighter duties starting from up to 100% coverage for childbirth-related
and exempt pregnant employees from late shifts, enabling expenses to education and healthcare support for employees’
them to prioritize their health, safety, and overall well-being. A children up to a defined level. In addition, emplo ees
minimum of four months of maternity leave is provided, which are entitled to paid leave for family-related occasions or
can be extended based on medical recommendations. This emergencies, including family illness. Through all the initiatives
policy is a systemic measure designed to ensure women can mentioned in this section, we aim to advance gender equality,
117 Sustainability Report 2025
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Employee Remuneration and Benefits
Benefits Provision [GRI 401-2] Employee Compensation Permanent Temporary Compliant and Fair Remuneration[POJK51-F.20][GRI 202-1]
[GRI 405-2]
It is our utmost priority to foster a work environment and Benefit Employee Employee
where our people feel valued and appreciated as PTVI provides fair and competitive remuneration for
they are the heart, mind, and strength behind our Basic Salary employees without discrimination based on gender or other
operations. Accordingly, we are committed not only Health Facilities personal characteristics. We ensure a 1:1 wage ratio for
to providing competitive compensation but also to male and female employees performing the same role with
delivering a comprehensive range of emplo ee benefits Life Insurance comparable qualifications and responsibilities. This ratio
in full compliance with labor regulations and, most BPJS Health Program applies consistently across all positions.
importantly, the Collective Labor Agreement (Perjanjian
Kerja Bersama, or PKB). The table on this page shows the BPJS Employment Program Our remuneration structure also includes various benefits such
compensation and benefits we provide to our permanent Disability and invalidity coverage as allowances, bonuses, and placement incentives, including
and temporary employees across all our operational areas, housing facilities provided at our mining operational areas in
including Jakarta, Makassar, Sorowako, Wawondula, Housing Support Sorowako, Morowali, and Pomalaa. In addition, employees are
Wasuponda, Malili, Bahodopi, and Pomalaa. Annual Bonus entitled to leave benefits in accordance with the provisions set
out in the Collective Labor Agreement (CLA).
Our comprehensive benefits package encompasses Meals Facilities
competitive compensation and financial rewards Annual Incentive Program Our basic remuneration exceeds the regional minimum wage
to support welfare, work-life balance, and family in all our operating areas. The lowest remuneration for PTVI
well-being; robust health and employment protection Employee Children Education employees is 8% higher than the applicable regional minimum
through medical coverage and social security programs; Assistance wage in East Luwu Regency (Luwu Timur), where our Sorowako
a range of paid leave schemes; and operational and living Parental Leave operations are located. This demonstrates our commitment to
support, such as transportation and housing assistance. ensuring that entry-level remuneration remains competitive
The scope, duration, and calculation of these benefits are Transportation Allowance and above the statutory minimum wage requirements.
detailed in the PKB. Leave Allowance
Pension and Retirement [GRI 201-3]
In accordance with the applicable PKB, we provide a Overtime Allowance PTVI provides comprehensive pension and post-employment
performance-based incentive scheme, the Annual Marriage Allowance benefits for our emplo ees, covering financial, insurance, and
Incentive Program (AIP), which takes into account recognition-related benefits through several schemes. Our
overall PTVI performance, as well as team and individual Religious Holiday Allowance primary scheme is the Pension Fund Financial Institution (Dana
performance. The incentive amount is determined based Bereavement Money Pensiun Lembaga Keuangan, or DPLK), which is mandatory for
on our company performance, team contributions, and all permanent employees with at least two years of service.
individual contributions. Long Service Pay Under this program, we contribute 10% of employees’ salaries,
25 Years Service Allowance while employees contribute 2%.
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We also provide additional benefits through our internal Saving full wages during training and are provided with meals and
176 employees participated Plan program, which offers cash benefits and life insurance coffee breaks. Training sessions conducted outside the work
in our pre-retirement
coverage. Under this scheme, we contribute 4% of basic salary area are treated as business trips, with employees receiving
training program in 2025
for staff emplo ees, while staff contribute 2%. For non-staff the appropriate allowances. We also offer administrative and
(239 including spouses)
employees, we contribute 10% of basic salary. logistical support for employees pursuing part-time higher
education, including facilitating on-site sessions with lecturers
Pension and Retirement Benefits Scheme
when possible. Employees who wish to take a sabbatical for
In addition to this defined contribution scheme, we
full-time studies may do so, with PTVI providing the necessary
recognize post-employment obligations in accordance
administrative support for their educational pursuits.
with applicable labor regulations. These obligations
represent our responsibility as an employer and are
calculated based on employees’ years of service and
compensation at the time of termination or retirement.
Our Long-Term Post-Emplo ment Benefits Liabilities consist
of pension and labor law benefits, long service awards, and
post-retirement medical benefits. As of 2025, the total liabilit
amounted to US$49,042 thousand, compared to US$43,613
thousand in 2024, reflecting an increase of 12.4% ear-on- ear.
Employee Training and
The increase was primarily driven by higher obligations for
pension and labor law benefits and long service awards, in line Development [POJK51-F.22]
with workforce dynamics and the accumulation of employees’
Employee development remains a critical foundation for
ears of service, partiall offset b a decrease in post-retire-
long-term organizational excellence. To support this, we
ment medical benefits.
continuously support a wide range of training and capabili-
ty-building programs that serve multiple purposes, including
All liabilities are calculated by independent actuaries to ensure
strengthening leadership capabilities, enhancing technical
accuracy and compliance with applicable standards.
competencies, and deepening awareness of sustainability
and safety practices. Beyond these programs, we also provide
In addition, our employees are covered under BPJS Ketenagak-
targeted training for employees preparing for retirement and
erjaan, a mandatory government-managed social security
for those transitioning back to work after an extended leave.
program in Indonesia, which provides protection for workplace
accidents, death benefits, old-age savings, pensions, and
Participants in training programs continue to receive full
work-related injuries.
wages and logistical support. Employees continue to receive
119 Sustainability Report 2025
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Employee Development Program[GRI 404-2]
Pre-Retirement Training Program — Preparing
Program Total Participants Topics Employees for Life Beyond Work[GRI 404-2]
Professional 274 employees 1. Energ Manager Training and Certification
Certification 2. Renewal Remote Pilot Certification
Programs 3. Energ Auditor Training and Certification
4. Securit Personnel Training – Gada Utama Qualification
5. Life C cle Assessment Training & Certification
6. Intermediate Operational Supervisor Certification
(Pengawas Operasional Madya – POM)
7. First-Level Operational Supervisor Certification (Pengawas As part of its commitment to supporting employees throughout their
Operasional Pertama – POP) full career lifecycle, PTVI conducted its 2025 Pre-Retirement Training
8. Basic Rigging Program for employees approaching retirement. The program was
9. Basic Scaffolding delivered in two batches in February 2025 at the Learning Centre and
10. Scaffolding Inspector selected business locations, engaging 55 participants.
11. Competenc Assessor Training & Certification
12. Air Pollution Control Responsible Person Certification The three-day program focused on strengthening mindset
13. Water Pollution Control Responsible Person Certification readiness, financial planning, health awareness, and post-retire-
14. Hazardous Waste (B3) Management Responsible Person ment opportunities. Participants explored strategies for maintaining
Certification physical and mental wellbeing, managing assets responsibly, and
15. Non-Hazardous Solid Waste Management Responsible redefining personal purpose be ond professional roles. Field visits
Person Certification to local businesses provided practical insights into entrepreneurship
16. Air Pollution Control Facilit Operator Certification and alternative income pathways after retirement.
17. Detailed E ploration Reporting E pert Certification
18. Principal Operational Supervisor Certification (Pengawas Through this structured transition program, we aim to ensure that
Operasional Utama – POU) retirement is not viewed as an endpoint, but as a new chapter
19. Technical Guidance and Large Dam E pertise Certification supported b preparation, confidence, and stabilit . B equipping
20. Blasting License Course – Level II (Juru Ledak II) employees with the knowledge and tools to navigate this transition,
21. Loading Master Certification PTVI reinforces its long-term commitment to employee wellbeing
22. Recognition of Current Competency (RCC) and sustainable workforce management.
120 Sustainability Report 2025
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Training hours[GRI 404-1] Employees Attending the Training and Hours of Training in 2025
The training programs delivered throughout the year resulted in Employment Total Training Participants Total Training Hours
a total of 70,656 training hours and engaged 2,553 participants Category
across all employment categories, from senior management to Male Female Total Male Female Total
non-staff roles. On average, each emplo ee completed 27.68 Management 27 2 29 473 35 508
hours of training. The Non-staff level recorded the highest
average training hours, followed b Senior Staff or Manager. General
On average, female employees completed 31.34 training hours Manager or 91 16 107 1,979 452 2,431
during the year, compared to 27.14 hours for male employees Specialist
— a difference of appro imatel four hours. Periodic data Senior Staff or
from 2023 is presented in the Data Table chapter. 393 95 488 12,228 2,710 14,938
Manager
Performance and Career Assessment [GRI 404-3] Staff 628 136 764 15,880 4,044 19,924
Non-staff 1,041 64 1,105 29,880 2,975 32,855
Regular performance monitoring is essential to ensuring that
employees receive the guidance, feedback, and development TOTAL 2,180 313 2,493 60,440 10,216 70,656
support they need to grow in their careers. A structured
evaluation process enables our company to identify strengths, Average Training Hours in 2025
address capability gaps, and build a strong talent pipeline
that supports long-term organizational continuity. The
performance of all our full-time employees is assessed annually, Average Training Hours
while temporary employees follow a separate evaluation Employment Category (Total Training Hours / Total Number of Employees)
pathway appropriate to their employment status. In 2025, Male Female Total
100% of employees underwent performance evaluations.
Management 13.14 8.75 12.70
General Manager or Specialist 18.67 26.59 19.76
Senior Staff or Manager 25.06 24.64 24.98
Staff 22.09 26.26 22.82
Non-staff 23.44 39.14 24.32
TOTAL 23.03 28.30 23.67
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Employees Receiving Performance Assessment in 2025
Launching IMPACT: Building a Transparent and Growth-Oriented Performance Culture
Emplo ees at the staff level and above are assessed through the Career &
In July 2025, PTVI introduced IMPACT (Initiate, Measure, Perform, Align, Collaborate, Transform), a
Succession Planning (CSP) system, which provides continuous performance
renewed performance management system designed to support employee growth and strengthen
assessment, supports talent development, and facilitates succession
alignment between individual contributions and PTVI objectives. The system replaces the previous
planning to ensure management continuit . Meanwhile, non-staff
framework and was developed to better reflect our evolving organizational conte t during the
emplo ees are evaluated through the Personal Performance Effectiveness
carve-out process.
Appraisal (PPEA) system. Through ongoing performance assessments, we
gain deeper insights into employee potential and identify opportunities for
IMPACT provides a clearer structure for goal setting, performance measurement, and continuous
career progression that enhance organizational effectiveness.
feedback, enabling employees to better understand expectations, track progress, and plan their career
development. The approach emphasizes fairness, collaboration, and measurable outcomes, reinforcing
a culture where performance and contribution are recognized transparently.
Great Place to Work® Recognition
Supported by a digital platform with enhanced analytics capabilities, the system facilitates more
In 2025, PTVI was recognized by Great Place to structured performance reviews and supports data-informed talent development decisions. The
Work® as one of the Best Companies to Work For™ in implementation began with the 2025 goal-setting cycle and will continue to evolve through active
Southeast Asia, with 88% of employees stating that engagement with employees and leaders.
PTVI is a great place to work—significantl higher
than the global average of 59%. Through IMPACT, PTVI aims to cultivate a performance culture that empowers employees, encourages
continuous improvement, and supports long-term career progression.
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Employee Health and Safety[POJK51-F.21]
Our Occupational Health and Safety Management System Framework[GRI 403-1] [GRI 403-2]
Our Commitment to Occupational Health and Safety
Type of Program Program Frequency
PTVI acknowledges the inherent hazards of the mining industry and
remains committed to proactively managing these risks, in particular Training and Induction Contractor Safety Management Monthly
to achieve zero work fatalities and zero work-related ill health. What Program System (CSMS)
sustains this ambition, and underpins our continuous operations, is General Induction Program (GIP) For new employees, refreshed every 2 years
our profound commitment to implementing an occupational health
and safety management system (OHSMS). The OHSMS serves as Site-Specific Induction Program As required for access to specific areas
the primary preventive mechanism applied in operational decision- (SSIP)
making to reduce risks. This commitment also demonstrates our Safety Talks Conducted before starting any work
adherence to Regulation No. 26 of 2018 of the Ministry of Energy and
Mineral Resources, which imposes obligations on mining companies Management Guidelines Guideline for Fatality Prevention Disseminated constantly
to ensure safe and healthy operations.[GRI 403-1] Programs
Guideline for Fatigue Prevention Disseminated constantly
Our OHSMS covers training and induction programs, management
guidelines, risk assessment, permits & work authorization, and Risk Assessment Hazard Identification and Risk Monthly
audit and inspection. The OHSMS has been aligned with Decision Assessment (HIRA)
No. 1827 K/30/MEM/2018 of the Minister of Energy and Mineral Health Risk Assessment (HRA) Annually
Resources regarding the Implementing Guidelines on Good Mining
Practices, including the Mining Safety Management System (SMKP). Risk Assessment (RA) Prior to the commencement of new work or when changes in risk
Implementation of SMKP is monitored through annual audits, which conditions occur
this year showed a compliance rate of 75.5%. In addition, ISO 45001 Job Safety Analysis (JSA) Prior to the commencement of new work or when changes in risk
certification was achieved during the reporting ear, affirming our conditions occur
alignment with internationally recognized OHSMS practice. [GRI 403-1]
Permits & Work Safe Working Permit (SWP) Required for all project-based work
Our OHS approach applies to all employees (100%), as well as Authorization
Critical Activity Requirements Monthly audits for all critical-risk activities
contractor and vendor personnel, and extends to every stakeholder (CAR)
who conducts activities or visits any of our operational area,
including Sorowako, Bahodopi, and Pomalaa. We believe that an Audit and Inspection Heavy Equipment Inspection Daily
effective OHSMS must be informed b the e periences of these (Pengecekan dan Pemeriksaan
stakeholders, who live it daily. Their feedback helps keep the system Harian, or P2H)
relevant to on-the-ground conditions and guides continuous Audit/Inspection Minimum 8 audits per person per month
improvement.
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Each year, employees, as well as contractor and vendor Hazard Identification, Risk Assessment, and
personnel, participate in meetings with the Mining Safety Mitigation Strategy
Committee (Komite Keselamatan Pertambangan, or KKP) to
discuss OHS concerns. To ensure that their input is properly One of the most important stages of our OHSMS is hazard
considered, we have established clear mechanisms for identification and risk assessment. This process enables us
reviewing and responding to employee concerns within our to identify work-related hazards that pose risks of high-
OHSMS. [GRI 403-4][GRI 403-8] consequence injuries and work-related ill health, which
help us develop the most appropriate and effective plans
to improve OHS. The assessment is carried out through the
Hazard Identification and Risk Assessment (HIRA) framework,
100% of our employees and conducted ever month or whenever new risks are identified.
non-employee workers are It is performed by trained professionals within our team who
covered by our OHSMS, with are certified as First-Line Supervisors (Pengawas Operasional
data verified trhough internal Pertama, or POP) by the MEMR, and who undergo Hazard
and external audits[GRI 403-8] Identification and Risk Assessment training biannuall .[GRI 403-2]
The most recent HIRA assessment results are presented in the
table on this page. We identified several hazards, including
PTVI ensures that all business partners, including contractors,
heavy equipment operations, work at heights, blasting
and subcontractors, adhere to our OHSMS requirements. We
activities, work in areas with potential exposure to hazardous
provide a comprehensive HSE guidelines in line with our own
gases, heat-exposed environments, high-noise environments,
operational standards, where all suppliers must review them
and other related activities. These hazards carry risks such
and be formally registered and approved before participating
as injuries and fatalities, gas poisoning, heat stress, hearing
in any procurement or contracting process. Suppliers that fail
impairment, and musculoskeletal disorders. We use these
to meet the mandatory HSE criteria, including those listed on
assessment results to implement a series of actions to improve
the national “Dirty List” for labor violations, are not eligible
our OHS. The action is in line with the hierarchy of controls,
for engagement with our business. PTVI may suspend or halt
beginning with the elimination of hazards, substitution
a contractor’s work, in whole or in part, if serious or imminent
with less hazardous processes or materials, engineering and
HSE risks are identified or if an legal or internal safet
administrative controls to reduce exposure, and, as a last
requirements are breached. [GRI 403-7]
resort, the use of appropriate personal protective equipment
(PPE).[GRI 403-2][GRI 403-9][GRI 403-10]
20
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Work-Related Hazards and Risk Mitigation [GRI 403-9][GRI 403-10] In addition to HIRA, we conduct a periodic Health Risk
Assessment (HRA) annually to identify potential work-related
Risk of High ill health associated with our operations. In the most recent
Consequence assessment, several occupational diseases were identified,
Hazards Actions taken to eliminate hazards and minimize risks
Injuries and Ill with the highest risk of occurring being bronchitis, Carpal
Health Tunnel Syndrome (CTS), Noise-Induced Hearing Loss (NIHL),
Serious injuries/ • Development of CAR/MHS-03 standards. allergic contact dermatitis, and radial styloid tenosynovitis.
Operation of heavy equipment During the reporting year, we observed that several hazards
fatalities • Training and audits for vehicle operation safety
and risks identified through the HIRA and HRA processes
Serious injuries/ • Implementation of CAR/MHS-09 standards. were key contributors to work-related injuries and ill health,
Work at heights
fatalities • Training and audits on hazards associated with working at heights particularly those related to exposure to dust and airborne
• Implementation of CAR/MHS-09 standards. particulates, high noise levels, ergonomic strain from
Serious injuries/ repetitive tasks, and exposure to chemicals or other hazardous
Blasting activities • Blaster certification
fatalities substances. To mitigate these risks, we implement a range of
• Safety audits related to blasting operations
preventive measures, including periodic Medical Check-Ups
• Industrial hygiene risk assessments across operational areas (MCU) to monitor employees’ health conditions, Job Safety
Work in areas with potential exposure • In-person and online monitoring Analysis (JSA) to identify and control workplace hazards, and
Gas poisoning the application of engineering, administrative, and personal
to hazardous gases • Preparation and implementation of safe work procedures
• Mandatory use of appropriate PPE protective controls to reduce exposure to occupational health
risks. [GRI 403-9][GRI 403-10]
• Industrial hygiene risk assessments across operational areas
• In-person and online monitoring In 2025, a total of 2,903 employees and 15,044 contractors
Work in heat-exposed environments Heat stress underwent routine medical check-ups across our operational
• Preparation and implementation of safe work procedures
• Mandatory use of appropriate PPE areas.[GRI 403-6]
• Industrial hygiene risk assessments across operational areas Number of Workers Conducting
• In-person and online monitoring
Medical Check-up in 2023-2025[GRI 403-6]
Work in high-noise environments Hearing impairments
• Preparation and implementation of safe work procedures
• Mandatory use of appropriate PPE
Other work types identified through the • Implementation of engineering controls for mining equipment with
project job demand analysis, including: Musculoskeletal high ergonomic risks
disorders (lower back • Administrative controls to increase awareness among operators
• Operation of mining equipment pain, hernia, nucleus working with equipment that poses ergonomic hazards
• Manual material handling pulposus, and others) • Administrative controls for activities involving manual material
handling
125 Sustainability Report 2025
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One of our key risk-mitigation measures is ensuring that all personnel are well-prepared through our Emergency Preparedness
and Response procedures. Each department conducts emergency drills at least once a year, and participation is mandatory for
Internal ISO 45001 Audit to Strengthen all emplo ees. The scenarios we prepare for include fires, earthquakes, falling objects, vehicle accidents, poisoning, chemical
Occupational Health and Safety Management exposure, hydrocarbon spills, vehicle collisions or rollovers, venomous animal bites, and potential dam-failure hazards. In cases
where emergency will impact the community, such as dam failures, the community is also involved during the drills. [GRI 14.15.4]
Enhancing Emergency Response Readiness in Production Areas
In June 2025, PTVI conducted a comprehensive internal
audit as part of its preparation for ISO 45001:2018
implementation. The audit evaluated the effectiveness
of the Occupational Health and Safety Management
System (OHSMS) across operational and support functions,
including mining, processing, logistics, and project areas.
The assessment identified several opportunities to
In November 2025, PTVI conducted a targeted emergency drill in the Process Plant (Reduction Kiln – CC3 area) to
strengthen system implementation, particularly in areas
strengthen preparedness for high-risk operational scenarios. The simulation involved a container brake failure
such as document control, management of change,
during hoisting operations that resulted in a serious injury scenario, testing the coordination of operational teams,
corrective action processes, and emergency response
Safety personnel, Fire Emergency Services (FES), medical responders, and security.
integration. At the same time, the audit confirmed strong
leadership commitment to safety governance, the presence
The e ercise confirmed strong cross-functional response and protocol adherence, while also identif ing access
of structured critical risk controls, and the achievement of
constraints that affected response time. These findings have been incorporated into corrective action plans to
zero fatal incidents over the past two years.
further improve site readiness.
Through this process, we continue to strengthen our
Through regular scenario-based drills, PTVI reinforces a proactive safety culture and ensures that employees and
occupational health and safety management practices,
contractors remain prepared to respond swiftl and effectivel to emergenc situations.
ensuring that systems remain robust, accountable, and
aligned with international standards and responsible
mining practices.
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In addition to emergency preparedness, another measure that Occupational and Non-Occupational Health
we do is employee training on health, safety, and emergency Services
Throughout the month, a series of safety-focused
response (HSE) that we conduct regularly. These training
activities involved employees, contractors, and local
programs aim to strengthen awareness of workplace hazards PTVI is committed to providing all workers with high-quality
stakeholders. Initiatives included the Dojo Safety
and enhance workers’ preparedness in responding to potential occupational and non-occupational health services that
Challenge, CrossFit Challenge, and inter-department
emergency situations. protect their well-being across our operations. The former
sports competitions designed to promote teamwork,
focuses on preventing, detecting, and managing health risks
vigilance, and proactive safety behaviors.
In 2025, HSE training was conducted across several operational arising directly from workplace conditions, while the latter
sites. At the Sorowako site, the average training hours reached supports workers’ overall well-being through programs
Beyond the operational area, we extended safety
1,460 hours for employees and 6,789 hours for contractors, that promote general health, healthy lifestyles, and disease
awareness to five schools in East Luwu, delivering
while at the Pomalaa site, the average training hours were 262 prevention beyond occupational factors. Supported by
education on occupational health, environmental
hours for employees and 5,244 hours for contractors. These qualified health professionals and a continuousl trained
safety (HSE), safe riding practices, and drug
training activities covered topics such as workplace hazard occupational health team, we implement a comprehensive
prevention.
identification, safe operating procedures, emergenc response range of occupational health services program, including: [GRI
preparedness, and the use of personal protective equipment. 403-3]
The program served as a collective reaffirmation that
• Health Risk Assessment in the Workplace
safety is a shared responsibility. Through leadership
All sessions are led b trainers certified b the National • Implementation of Workplace Ergonomics
engagement, workforce participation, and community
Professional Certification Agenc (Badan Nasional Sertifikasi • Surveillance and Analysis of Work-related Diseases and
outreach, we continue to strengthen a safety culture
Profesi, or BNSP), ensuring high-quality instruction. To Other Common Illnesses
that supports a safer, healthier, and more productive
strengthen learning outcomes, each training includes a • First Aid (Pertolongan Pertama pada Kecelakaan, P3K)
working environment.
post-test to document participant comprehension.[GRI 403-5] • Management of Work Fatigue
All employees and workers have access to a transparent
Beyond occupational health, we also place strong emphasis
and efficient procedure for reporting work-related hazards
on non-occupational health needs. All employees and their
and hazardous situations through the CRM (Critical
National OHS Month 2025 — Strengthening families are covered by a range of Company-provided health
Risk Management) smartphone application. In addition,
Safety Culture at Sorowako Operations benefits, including enrollment in the national health insurance
supervisors can report incidents or accidents through our
program (BPJS), coverage for medical treatment and hos-
dedicated IRIS application. Reports submitted through these
We concluded the 2025 National OHS Month at our pitalization, and access to various health services offered
channels are followed by thorough investigations to identify
Sorowako operations in Februar 2025, reaffirming through our on-site INCO hospital. The comprehensive scope
root causes. Findings are addressed by adjusting our OHS
our commitment to maintaining a safe and healthy of services provided is outlined in our CLA, which also outlines
procedures to prevent similar incidents in the future, and
workplace. The program reinforced that safety is not our commitment to protecting employee medical data.
any changes are communicated to employees through OHS
merely procedural compliance, but a shared culture Health information is managed with strict confidentialit and
training. Immediate removal from the site is mandatory when
embedded across all operational levels. safeguarded through an integrated system accessible only to
a hazardous condition is identified. This requirement has
authorized personnel who have signed an Integrity Pact. [GRI
been consistently communicated to all employees through 403-3][GRI 403-6]
posters, socializations, and our regular safety share.[GRI 403-2]
127 Sustainability Report 2025
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In addition to our protection and service programs, we
voluntarily include preventive, promotional, and supportive
Employee Mental Health Awareness — Early Detection Program at IGP Morowali
initiatives that encourage healthy lifestyles and overall
well-being. These cover wellness activities, routine medical
check-ups (conducted annually or biannually), vaccinations,
and nutrition, h giene, and sanitation support. We also offer
targeted programs addressing mental health, non-commu-
nicable diseases, substance misuse, communicable illnesses,
and ergonomic or musculoskeletal risks. All programs are
full supported financiall b PTVI. Although participation is
voluntary, we ensure that all workers can easily access both
the programs and their information through social media,
direct messaging, broadcasts, and on-site billboards.[GRI 403-6]
As part of our commitment to promoting a healthy and supportive work environment, IGP Morowali conducted a
psychological health awareness and early detection program for employees and contractors in January 2025. The
initiative responded to the operational reality that more than 70% of employees work away from their families,
which may increase emotional stress and mental fatigue.
The hybrid session featured a licensed psychiatrist who provided insights on recognizing early signs of
psychological distress, understanding common workplace stressors, and building healthy coping mechanisms.
Participants were encouraged to view mental health as equally important as physical safety in maintaining
overall wellbeing and productivity.
As a concrete follow-up, voluntar mental health screening was offered to help identif potential risks at an earl
stage and ensure timely support where needed. This initiative strengthens a work culture where employees and
contractors feel safe to speak openly about mental wellbeing.
128 Sustainability Report 2025
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Work-related Injuries and Ill Health Statistics As our workforce grows, particularly among contractors,
we recognize the importance of maintaining strong safety
At PTVI, safety is a top priority across all our operations. To controls. To address this, we continue to strengthen our
monitor performance and continuously improve, we track a Contractor Safety Management System (CSMS). This system
range of occupational health and safety indicators for both ensures that all contractors meet our safety standards
employees and contractors working under our operational through a structured process that includes pre-qualifi-
control. This includes not only the number of work-related cation, safety training, risk assessment, supervision, and
injuries, but also lost-time incidents, which help us better ongoing performance monitoring. By working closely with
understand risks and strengthen preventive measures. our contractors, we aim to prevent incidents, improve safety
culture, and uphold our commitment to zero work-related
In 2025, we recorded zero fatalities across all operational areas. fatalities.
There were three high-consequence injuries and 22 recordable
injury cases, all involving contract workers, compared to 10 In addition to the work-related injury metrics, we also
cases in 2024. We also recorded one lost-time incident among monitor cases of work-related ill health across our operational
emplo ees and five among contractors. During the ear, total locations. During the reporting year, we recorded no recordable
working hours increased significantl from appro imatel 32 work-related ill health cases among our employees and
million to 49 million hours, largely driven by major activities in non-employee workers. Based on our Health Risk Assessment,
Sorowako, including furnace rebuilding and project expansion the primary types of work-related ill health risks are Bronchitis,
as operations approach full capacity.[GRI 14.15.3] Carpal Tunnel Syndrome (CTS), Noice Induced Hearing Loss
(NIHL), Dermatitis, and Radial Styloid Tenosynovitis. [GRI 403-10]
We closely monitor near miss incidents as part of our proactive
approach to safety. Near misses may involve both employees
and contractors, and all cases are recorded together to provide
a complete picture of potential risks across all operations. In
2025, the near miss frequency rate was 1.55, representing a
16% improvement compared to 1.84 in the previous year. This
reflects ongoing efforts to strengthen hazard awareness
and prevent incidents before they occur. To support this,
we continue to run regular safety campaigns, with a strong
focus on fatigue management, which is recognized as a key
contributing factor to workplace incidents. These initiatives
include visual reminders such as safety banners and messages
displayed across operational areas, helping to reinforce safe
behaviours and keep safety front of mind for all workers.
129 Sustainability Report 2025
Page 130
Work-related Injuries Statistics
Total Working Hours 2023-2025
Work-related Injuries Statistics for Employees and Non-employee Workers 2023-2025[GRI 403-9][SASB EM-MM-320a.1]
130 Sustainability Report 2025
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Employee Concern Reporting and Resolution Mechanism
We strive to provide a safe and supportive environment for all
Concern Escalation Level
employees, including a precise, accessible mechanism outlined
in the CLA to address both complaints (related to violations
of the Collective Labor Agreement) and grievances (other
workplace concerns). All reports are handled with strict con-
fidentialit to make emplo ees feel secure and comfortable
in raising issues. Active employee engagement enables
identification of s stem gaps and continuous workplace
improvement.
We have a structured, step-by-step mechanism for reporting
and resolving concerns. Employees may escalate an issue
to the next level only if it remains unresolved at the current
level. The mechanism consists of four levels that ensure fair,
transparent, and timely resolution.
131 Sustainability Report 2025
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Communities 132 1 Sustainability Report 2025
Page 133
Our Approach to Responsible Community Engagement
In 2025, PTVI continued the human rights management
approach implemented since 2024, as it remains relevant to
our operational context and the social dynamics surrounding
our areas of operation. This approach is grounded in our
Sustainability and Human Right Policy which aligns with
internationally recognized standards, including the IFC
Performance Standards, ISO 26000, ICMM, and the Voluntary
Principles on Security and Human Rights. We maintain a policy
commitment to respect, protect, and uphold human rights
across all operational activities. This commitment is approved
and supported by the Board of Directors and monitored
through internal oversight mechanisms.
The material topics we manage include human rights and
communities, community engagement and relations, local
economic impacts, access to clean water, and resettlement.
These topics are managed in an integrated manner to prevent
and mitigate potential negative impacts while promoting PTVI also provides a structured and accessible grievance policies, improvements to the grievance mechanism, and
positive and sustainable social outcomes. Community mechanism. Grievances related to human rights issues the implementation of human rights action plans. The
engagement is carried out through open and participatory are addressed through our Human Rights Due Diligence effectiveness of our management of these material topics is
processes starting from the planning stage, supported by social (HRDD) process, including assessment, follow-up actions, evaluated periodically through program monitoring, grievance
and environmental studies to identify potential impacts and and corrective measures. Follow-up to previous grievances mechanism performance, and
the application of the mitigation hierarchy where necessary. has been implemented through the strengthening of
133
2 Sustainability Report 2025
Page 134
Respect to Human Rights
PTVI is committed to respecting, protecting, and upholding
human rights, including the rights of local communities, as Update on Human Rights Due Diligence Action Plan Implementation [SASB EM-MM-210a.3]
part of our commitment to sustainability and responsible
governance. Human rights risks and impacts are managed Following the independent Human Rights Due Diligence (HRDD) investigation conducted in 2023, PTVI developed a Human
through a Human Rights Due Diligence (HRDD) process Rights Commitment and Action Plan to address identified concerns and strengthen its human rights management approach.
integrated into our operational activities, aligned with During 2025, the Company continued implementing the action plan across several priority areas, including community
our social impact assessment approach and community engagement, access to clean water, livelihood protection, land management, and security governance.engagement, access
engagement practices to clean water, livelihood protection, land management, and security governance.
PTVI also seeks to ensure that our business partners, including Topics 2025 Progress 2026 Progress
suppliers and contractors, conduct their activities with
respect for human rights. This is supported through ongoing Social & Strengthened community engagement and Stakeholder and grievance monitoring tools will be
training, transparent risk identification, and the application Environmental grievance handling mechanisms aligned with IFC further enhanced through the establishment of clear
Management Performance standard (IFC-PS) Improvements success indicators and strengthened internal capacity
of the mitigation hierarchy, in alignment with international
include staff capacity-building, routine reporting for systematic issue resolution and reporting. Capacity
standards such as the IFC Performance Standards and the to management, and enhanced issue tracking building initiatives will be implmented for stakeholders
Voluntary Principles on Security and Human Rights (VPSHR). through the Social Development Information (SDI) relation offices to support meaningful and effective
system. engagement
Sorowako: Progressed the development of a Land Acquisition Implementation of the CAP following the established
Compensation & and Resettlement Framework (LARF) to provide LARF and be integrated into project planning and land
Our Human Rights Policy serves as the guiding Land Issue guideline the land acquisition process across management processes. This includes conduction socio
framework to ensure the respect, protection, operational sites to ensure the consistency economy study of past project affected people (PAP) and
and remediation of individual rights within our of impmentation, including compensation developing the necessary livelihood restoration plan based
evaluation,resettlement practices and livelihood on the study. These activities will be carried out through
operational context.
restoration plan in line with national regulations consultation with PAP.
and international standards. We also completed
Our Human Human Rights Public the diagnostic and development of corrective
Rights Policy: Investigation Report Document: action plan (CAP) for previous land acquisition
Asuli: Access to We conducted human rights–based assessments Implementation of the corrective action plan through
Clean Water related to water access and continued water quality community consultation to provide sustainable and safe
monitoring, engaging affected communities to water access, followed up by the development of standard
support transparent monitoringidebtify gaps to procedure for community- based water monitoring
develop necessary corrective action plan initiatives (CBM) referring to the Interlaken group
framework to strengthen collaborative mechanisms with
affected stakeholders in managing mining related human
rights impact on communities
134 Sustainability Report 2025
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Human Rights Training for Security Personnel [GRI 410-1]
PTVI ensures that security management is conducted with
Topics 2025 Progress respect for human rights and in alignmentwith our internal
2026 Progress
policies, national regulations, and relevant international
principles, including the Voluntary Principles on Security and
Tanamalia: The structured stakeholders engagement Continue broad community consultation on the TCF,
Human Rights (VPSHR). All security personnel, including both in-
Livelihoods & aligned with IFC has been developed with facilitated by Local Government and Directorate tenurial
Consultation clear key message for consultation with broad conflict under Ministry of Forestry as trusted facilitator house employees and outsourced personnel from licensed
range of community members. The grievance to reach a resolution prior the resumption of exploration Private Security Service Providers (BUJP), are registered and
mechanism and channels has been established activities. hold official qualifications in accordance with the Chief of
and communicated. The land access plan and the the Indonesian National Police Regulation No. 4 of 2020 on
Tanamalia coexistence framework (TCF) including Community-Based Security (Gada Pratama and Gada Madya
livelihood restoration plan and local benefit has certification).
been developed following the established LARF.
The ongoing community consultation is continued
During the reporting year, a total of 668 security personnel
to obtain broad community support
were involved in supporting our operations, consisting of 41 in-
house personnel and 627 personnel from BUJP. Of this total,
Security and Security arrangements for drilling activities have Security governance will be further strengthened 33 personnel participated in specialized human rights training
Freedom of been strengthened through the development of through the development of a corporate-wide Security integrated into the Voluntary Principles on Security and Human
Expression VPSHR- and IFC PS4-aligned Security Management Management Plan aligned with the Voluntary Principles
Rights (VPSHR) training program. The training was conducted
Plans, operating procedures, and updated security on Security and Human Rights (VPs) and IFC Performance
risk assessments that incorporate community Standard 4. This includes ensuring compliance of private on 3–5 June 2025 in Sorowako.
security considerations. VPSHR training has been and public security arrangements through reviewing
delivered to security personnel across operations, agreements, targeted training, and the effective Training topics covered:
supported by international expertise. A corporate- implementation of Encroachment Prevention Procedures • Key VPSHR principles, including risk assessment and
wide Security Management Plan is under (EPP) while safeguarding community human rights. engagement with public and private security forces
development, alongside the implementation of • Responsibilities related to the protection, respect, and
encroachment prevention procedures aligned with
remediation of alleged human rights violations
IFC PS4 and PS5 to manage risks in state forest
areas • Security risk analysis from the perspective of potential
impacts on communities and operations
• Proportionate application of the use of force continuum
• Identification of potential human rights risks in security
operations, including situations involving protests or social
conflict
This training aims to strengthen the capacity of security
personnel to identify potential human rights risks at an early
stage, apply proportionate approaches in the use of force, and
ensure responsible coordination with public security forces
when necessary.
135 Sustainability Report 2025
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Relocation and Rights to Land and Resources Community Engagement
[GRI 14.12.2]
PTVI recognizes that mining activities may require access developed to provide a structured and consistent approach PTVI manages community engagement and relationships,
to land currently used by local communities. The Company to land-related processes across operations, strengthening including in post-resettlement contexts, as part of the
prioritizes avoiding physical or economic displacement transparency, accountability, and stakeholder participation integrated management of social impacts within our
wherever feasible. When relocation cannot be avoided, PTVI is while ensuring compliance with national regulations and sustainability policies. This approach is carried out in an
committed to ensuring that land acquisition and resettlement relevant international standards. open, meaningful, and continuous manner to identify,
processes are carried out transparently, fairly, and through prevent, mitigate, and remediate impacts on communities.
meaningful consultation with affected communities. Key elements of the LARF framework: Implementation includes social assessments, consultations
Establishing clear and consistent compensation scheme with communities, and Sustainable Livelihood Restoration and
Our approach is guided by the principles of IFC Performance 1. Reviewing historical compensation practices and their Development Programs designed to support the recovery of
Standard 5 (PS5) on Land Acquisition and Involuntary potential social impacts livelihoods and the well-being of affected communities.
Resettlement. Through engagement with local stakeholders, 2. Strengthening transparency in communicating findings to
we seek to identify, assess, and manage potential social and stakeholders As part of managing impacts on communities, we provide a
economic impacts, while safeguarding the rights, livelihoods, 3. Implementing corrective actions where necessary structured, accessible, and responsivestakeholder engagement
and well-being of affected people. 4. Ensuring clear differentiation between impact mitigation plan and grievance mechanism across all operational areas,
measures and social investment initiatives integrated with our Human Rights Due Diligence process. Each
To strengthen governance and ensure alignment with 5. Promoting inclusive and well-documented consultation grievance is recorded, verified, and addressed through dialogue
international good practices, PTVI has reviewed and developed processes and proportional corrective actions. The effectiveness of
corrective action for past land acquisition and compensation this mechanism is periodically evaluated through monitoring
practices across its operational areas, including Sorowako, Through these efforts, PT Vale aims to ensure that land the number and types of grievances, resolution rates, and
Bahodopi, and Pomalaa. acquisition and resettlement activities are managed community feedback, which serve as the basis for continuous
responsibly, respecting human rights principles while improvement and strengthened relationships with
The Land Access and Resettlement Framework (LARF) has been supporting sustainable community development. communities.
136 Sustainability Report 2025
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Community Grievance Mechanism [GRI 2-25] correspondence, as well as regular coordination meetings If human rights impacts are identified during the grievance
To support responsible stakeholder engagement, PTVI at the sub-district level. All grievances are recorded in the handling process, PTVI is committed to implementing fair and
provides a grievance mechanism that is easily accessible Stakeholder Demands and Issues (SDI) System, reviewed by the effective remediation and mitigation measures, in reference
to communities and other stakeholders as a channel to External Relations Department, and addressed in accordance to the UN Guiding Principles on Business and Human Rights
submit complaints, concerns, or allegations of human rights with established procedures involving relevant functions. The and ICMM guidance. This approach reflects our commitment
violations. This mechanism forms part of our accountability outcomes of grievance handling are communicated back to to legitimacy, accessibility, fairness, transparency, and
system in managing social impacts and maintaining respectful the complainants as part of our commitment to transparency, continuous learning in the management of our grievance
relationships with communities.[GRI 14.10.4] [POJK51-F.24] while grievance data is reported periodically to our Board of mechanisms.[GRI 14.10.4][POJK51-F.24]
Directors to ensure managerial oversight and timely resolution
Grievances can be submitted through multiple channels, of strategic issues. [GRI 14.10.4]
including telephone, complaint boxes, email and written
Grievance Handling Process
Grievance Receipt Grievance Review Follow-up Actions Resolution & Verification
Grievances are received through The relevant team determines Eligible grievances are addressed Resolution is verified based on
various channels and recorded whether grievances warrant through dialogue or involvement agreed outcomes; case is closed or
for further processing further action of third parties reprocessed if new grievances arise
137 Sustainability Report 2025
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Management of Impacts on Communities [GRI 413-1] implementation. This approach is adaptive to the social, approach ensures that community aspirations are incorporated
[POJK51-F.23]
political, and environmental characteristics of each operational into our operational considerations while supporting
PTVI believes that constructive engagement with surrounding area while upholding the principles of transparency and long-term relationships and our efforts to maintain a strong
communities is a key foundation for the sustainability of accountability. Through participatory processes, we design social license to operate (SLO). A summary of the engagement
our operations. We apply internal standards and guidelines and implement community development programs aligned processes and social assessments across the three operational
to ensure that engagement is conducted consistently, with local needs, including support for basic infrastructure, areas is presented in the following table. [POJK51-F.23][GRI
inclusively, and responsibly from the planning stage through access to public services, and community empowerment. This 413-2][SASB EM-MM-210b.1]
PERCENTAGE
NUMBER OF
OF VILLAGES IN
REGION VILLAGES
OPERATIONAL
IMPACT MANAGEMENT AND FORMS OF SOCIAL INVESTMENT
AFFECTED
AREA
SOROWOKO BLOCK
Nuha District 5 13% Air Pollution Management: Use of air filters; carbon emission reduction
technologies; sustainable environmental management.
Water Pollution Management: Runoff sedimentation ponds; wastewater treatment installations; recycling of liquid and solid waste;
sustainable environmental management.
Soil Pollution Management: Reclamation of former mining land; recycling of solid waste; sustainable environmental management.
Employment Opportunities: Increase in real income; infrastructure development; food security programs.
Population Growth: Infrastructure development; food security programs; sustainable environmental management.
Cultural Changes: Strengthening local social and cultural values; sustainable environmental management.
Wasuponda 6 15% Food security programs; initiatives to increase real income; infrastructure development; strengthening local social and cultural values;
District sustainable environmental management.
Towuti District 18 47% Air Pollution Management: Use of air filters; carbon emission reduction technologies; sustainable environmental management.
Water Pollution Management: Sedimentation ponds for runoff water; wastewater treatment plants; recycling of liquid waste;
sustainable environmental management.
Land Pollution Management: Reclamation of former mining land; recycling of solid waste; sustainable environmental
management.
Employment Opportunities: Food security programs; initiatives to increase real income; infrastructure development.
138 Sustainability Report 2025
Page 139
PERCENTAGE
NUMBER OF
OF VILLAGES IN
REGION VILLAGES
OPERATIONAL
IMPACT MANAGEMENT AND FORMS OF SOCIAL INVESTMENT
AFFECTED
AREA
Population Growth: Infrastructure development; food security programs; sustainable environmental management.
Local Cultural Changes: Local social and cultural resilience programs; sustainable environmental management.
Malili District 9 23% Air Pollution (dust from operational vehicles): Road improvement, vehicle speed limitation, regular road maintenance, and water spraying.
SOROWOKO BLOCK
Water Pollution (potential contamination): Environmental management to maintain water quality.
Employment Opportunities: Food security programs and initiatives to increase real income.
Population Growth: Development of supporting infrastructure, spatial planning, and provision of basic services.
Cultural Changes: Local social and cultural resilience programs.
POMALAA BLOCK
Pomalaa 12 55% Population Growth and Cultural Changes: Programs to increase real income and preserve socio-cultural values.
District
Dust from Operational Vehicles: Regular road maintenance and water spraying.
Land Acquisition from Vulnerable Community Plantations: Preparation and implementation of Livelihood Restoration Programs (LRP)
Baula District 10 43% Population Growth and Cultural Changes: Programs to increase real income and preserve socio-cultural values.
Dust from Operational Vehicles: Regular road maintenance and water spraying.
Land Acquisition from Vulnerable Community Plantations: Preparation and implementation of Livelihood Restoration Programs (LRP).
BAHODOPI BLOCK
Bungku 10 77% Population Growth and Cultural Changes: Programs to increase real income and strengthen socio-cultural sustainability.
Timur District
Waste Accumulation: Household waste management initiatives.
Dust from Operational Vehicles: Regular road maintenance and water spraying.
Bahodopi 3 23% Population Growth and Cultural Changes: Programs to increase real income and strengthen socio-cultural sustainability.
District
Waste Accumulation: Household waste management initiatives.
Dust from Operational Vehicles: Regular roadmaintenance and water spraying.
139 Sustainability Report 2025
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Based on the monitoring of operational activities and In the IGP Pomalaa, grievances mainly concerned job
feedback received through our grievance mechanism, PTVI opportunities, land disputes, environmental impacts, social
identified both actual and potential negative impacts on issues, and compensation. Of the 95 cases received, 90
local communities surrounding our operational areas. These were successfully resolved, reflecting a resolution rate of
impacts are primarily associated with mining operations, approximately 95%.
land use, access to resources and livelihoods, as well as
the implementation of social programs and post-resettlement Meanwhile, in the IGP Morowali, grievances were primarily
activities.[GRI 413-2] associated with road and water access, environmental impacts,
employment opportunities, and land-related issues. All 62
Throughout 2025, PTVI received a total of 295 grievances reported cases were resolved, resulting in a full resolution rate
from communities and stakeholders concerning various social, of 100%.
operational, and environmental aspects. Of these, 138 cases
originated from Sorowako, 95 from the IGP Pomalaa, and 62 All grievances are managed through PTVI’s grievance
from the IGP Morowali. mechanism as a transparent two-way communication
channel, ensuring that concerns are addressed in a timely and
In Sorowako, grievances were largely related to land disputes, accountable manner. Each case is handled with consideration
property impacts, contractor and supplier dissatisfaction, as of its specific context, through respectful engagement with
well as employment opportunities and environmental and complainants. Resolution processes are continuously evaluated
health concerns. PTVI resolved 131 out of 138 reported cases, to ensure alignment with human rights and transparency
achieving a resolution rate of 95%. principles, while also generating insights that support ongoing
improvement and help prevent similar issues in the future.
[POJK51 F-16][GRI 413-2]
Grievance data by operational area — 2025 [POJK51-F.24][GRI 14.10.4]
Sorowoko IGP Morowali IGP Pomalaa
Sorowako 138 cases
131 resolved 7 In Progress 7 0 5
IGP Morowali 60 cases
Resolved 131 60 90
60 resolved
IGP Pomalaa 95 cases Total 138 60 95
90 resolved 5
Resoulution Rate 95% 100% 95%
Resolved In progress
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Key Response and Recovery Actions
Grievance Management Related to the Towuti Oil Pipeline
PTVI implemented a series of response measures to manage the
incident and support affected communities, including:
Environmental Monitoring
Water samples from rivers and Lake Towuti were collected and
tested by independent laboratories. Air quality measurements were
conducted in affected settlements. Test results confirmed that water
and air quality remained within applicable environmental standards
and safe for use.
Community Support & Health Response
Medical teams conducted health checks and provided treatment.
Masks and protective equipment were distributed to affected
residents. Temporary clean water supply was provided through water
tanks and storage facilities. Food assistance and essential supplies
were distributed during the emergency response phase. Following the oil pipeline leak incident affecting the Towuti area, PTVI established a dedicated grievance
channel to receive and manage complaints from affected stakeholders and communities. Through
Infrastructure Repair & Access Restoration IMPACT, PTVI aims to cultivate a performance culture that empowers employees, encourages continuous
Damaged roads, bridges, drainage systems, and agricultural access improvement, and supports long-term career progression
routes were repaired. Temporary infrastructure improvements were
carried out to support community Through this mechanism, approximately 395 grievances were recorded, covering a wide range of topics,
including: Clean water and water wells ; Environmental impacts and biodiversity, Agriculture, fisheries,
Livelihood Support & Compensation and livestock impacts ; Land use and compensation processes ; Health concerns ; Damage to roads,
PTVI conducted field assessments for impacts on agriculture, access and infrastructure ; Damage or loss of property and assets ; Logistics and operational disruptions.
fisheries, livestock, and other livelihoods. Compensation schemes
were developed in coordination with local authorities and community Each grievance was logged, verified, and assessed based on its level of urgency, and subsequently
representatives. Payments were made to eligible affected parties addressed through coordinated actions involving PTVI teams, local government agencies, and community
following verification and agreement processes. representatives. As of December 2025, the status of grievances received was as follows: 238 completed,
121 in progress, and 36 not yet started, with follow-up actions planned in early the following year.
Stakeholder Engagement & Coordination
Multiple coordination meetings were held with local governments,
village leaders, community groups, and technical agencies. Public Ongoing Monitoring: PTVI continues to monitor environmental conditions, soil remediation, finalize
consultations and information sessions were conducted to explain compensation processes, and engage with affected communities to ensure recovery measures are
monitoring results, recovery actions, and compensation mechanisms. implemented transparently and responsibly.
A grievance post and hotline were maintained to ensure continued
141 Sustainability Report 2025
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Community Empowerment Programs[POJK51-F.25][GRI 203-1]
[GRI 203-2]
PTVI implements integrated social initiatives to create Our commitment to communities extends beyond the active largest component of total spending. This was followed
sustainable positive impacts for communities surrounding mining phase. PPM is designed to promote community by programs on economic self-reliance and socio-cultural
our operational areas. These initiatives are designed not only self-reliance through sustainable management of local development, highlighting our balanced approach between
to improve community well-being today but also to support resources so that communities can continue to grow and building enabling infrastructure and supporting sustainable
long-term social and economic resilience in preparation for prosper without depending on mining activities in the future. livelihoods.
a post-mining future. Implementation is carried out through This approach reflects our efforts to support a just social and
partnerships among communities, government, and us as a economic transition. From a geographical perspective, the majority of funding
foundation for inclusive and sustainable development. was concentrated in Sorowako, with a growing contribution
As a tangible expression of this commitment, in 2025 PTVI from IGP Morowali, while allocations in IGP Pomalaa remained
Through our Community Development and Empowerment allocated US$4,734,128 to implement the PPM across all more limited. This distribution reflects the differing stages of
Program (PPM), we aim to improve quality of life by focusing operational areas. This marks an 18% increase compared to operational development and community engagement across
on local and creative economic empowerment, development the previous year, reflecting a continued strengthening of our our project areas.
of basic infrastructure, and expanded access to health and investment in community development.
education services. These programs are intended to create
employment opportunities, increase incomes, and improve In terms of allocation, funding was primarily directed toward
community access to essential public services. infrastructure development supporting PPM, making it the
Distribution of PPM Funding (US$) YEAR - OVER - YEAR
PROGRAMS AND ACTIVITIES SOROWAKO IGP POMALAA IGP MOROWALI TOTAL
2023 US$5,571,359
Education 100.121 236.925 337.046
Health 261.953 20.594 282.547 2024 US$4,000,198
Real Income and Employment 329.041 137,850 21.946 350.987
2025 US$4,734,128
Economic Self-Reliance 790.652 9.392 800.044
Socio-Cultural Development 451.859 91.523 543.382
Environmental and Social 229.722 138.401 368.123
US$4.73M
Community Institutional 345.756 2.580 348.336
Infrastructure Development 1.473.998 229.665 1.703.663
Total 3.983.102 3.983.102 3.983.102 4.734.128
up 18% from 2024
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PPM Implementation in Sorowako continued to be provided through RS INCO, with approximately
1,263 outpatient visits, as well as inpatient care and referral
Real Income and Employment
Throughout 2025, PTVI’s investment in the Community
services. Promotive and preventive efforts were carried
Development and Empowerment Program (PPM) in Sorowako In 2025, PTVI’s PPM in Sorowako in the area of real income
out through various initiatives, including the Healthy Living
reached US$3,983,012. The program covered a wide range Movement (GERMAS), non-communicable disease screening, and employment focused on strengthening agribusiness and
of areas, including education, health, income generation heart health exercise programs, blood donation, and dengue MSMEs, with a total investment of US$329,041, representing
and employment opportunities, economic self-reliance, prevention through the PSN 3M Plus program across four approximately 8.3% of total PPM investment in Sorowako. The
socio-cultural development, community-based environmental empowerment areas. program was implemented through an integrated approach,
management, institutional strengthening, and basic including the Community Self-Reliance Facilitation Program
infrastructure development. Health interventions also focused on strengthening service (agribusiness), P3SRLB, and Targeted PKPM across Nuha,
quality and system capacity, including capacity-building Wasuponda, Towuti, and Malili, with support such as organic
Education support for 9 community health centers (puskesmas) in the farming field schools, technical capacity building, institutional
empowerment areas, as well as improving maternal and child strengthening, and market facilitation.
In 2025, PTVI’s PPM in Sorowako in the education sector focused health, particularly in preventing stunting and addressing
on improving access to and quality of learning in empowerment pregnant women with chronic energy deficiency (CED). In the livestock sector, support focused on cattle groups
areas, with a total investment of US$100,121, representing in Kawata and Parumpanai villages and Woliko free-range
approximately 2.5% of total PPM investment in Sorowako. To These efforts were implemented through training for chicken involving a disability group, through provision of
expand access, PTVI provided school transportation services healthcare workers and community health cadres in facilities, training, and SOP development in collaboration with
for junior and senior high school students in five villages— collaboration with RS Primaya Sorowako and the Luwu Timur Hasanuddin University. MSME development included training
Balambano, Laskap, Pongkeru, Pasi-pasi, and Harapan—to Health Office. In addition, PTVI supported community-based in production management, business licensing, and digital
help address geographical challenges. Efforts to enhance health initiatives through the development of UKBM Herbal marketing, as well as participation in exhibitions. Additional
human capital included community scholarships for 3 master’s and the strengthening of HIPHO (Association of Organic Herbal initiatives covered coastal conservation and seafood processing
(S2) and 2 doctoral (S3) recipients, as well as short-term Practitioners), as well as educational programs such as in Malili with YKCLI and local communities. These programs are
vocational training programs attended by 57 participants “Sekolah Bersinar” targeting senior high school students. designed to strengthen economic capacity through improved
across two batches. Improvements in education quality were These programs are designed to strengthen access to productivity and market access, with implementation adapted
further supported through capacity-building programs for healthcare services while encouraging healthier behaviors in to local needs.
45 early childhood education (PAUD) teachers across Luwu the community, with implementation that continues to be
Timur, educational activities on plastic waste management for monitored and adapted to local needs.
elementary and junior high school students, and the provision
of educational facilities, including 15 laptops and a practical
training vehicle for SMKN 1 Luwu Timur.
Health
In 2025, PTVI’s PPM in Sorowako in the health sector focused
on improving access to curative, promotive, and preventive
services across empowerment areas, with a total investment
of US$261,953, representing approximately 6.6% of total PPM
investment in Sorowako. Health services for local communities
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PPM Implementation in Sorowako services across empowerment areas, with a total investment approximately 8.3% of total PPM investment in Sorowako. The
Throughout 2025, PTVI’s investment in the Community of US$261,953, representing approximately 6.6% of total PPM program was implemented through an integrated approach,
Development and Empowerment Program (PPM) in Sorowako investment in Sorowako. Health services for local communities including the Community Self-Reliance Facilitation Program
reached US$3,983,012. The program covered a wide continued to be provided through RS INCO, with approximately (agribusiness), P3SRLB, and Targeted PKPM across Nuha,
range of areas, including education, health, income 1,263 outpatient visits, as well as inpatient care and referral Wasuponda, Towuti, and Malili, with support such as organic
generation and employment opportunities, economic services. Promotive and preventive efforts were carried farming field schools, technical capacity building, institutional
self-reliance, socio-cultural development, community-based out through various initiatives, including the Healthy Living strengthening, and market facilitation.
environmental management, institutional strengthening, and Movement (GERMAS), non-communicable disease screening,
basic infrastructure development. heart health exercise programs, blood donation, and dengue In the livestock sector, support focused on cattle groups
prevention through the PSN 3M Plus program across four in Kawata and Parumpanai villages and Woliko free-range
Education empowerment areas. chicken involving a disability group, through provision of
facilities, training, and SOP development in collaboration with
In 2025, PTVI’s PPM in Sorowako in the education sector focused Health interventions also focused on strengthening service Hasanuddin University. MSME development included training
on improving access to and quality of learning in empowerment quality and system capacity, including capacity-building in production management, business licensing, and digital
areas, with a total investment of US$100,121, representing support for 9 community health centers (puskesmas) in the marketing, as well as participation in exhibitions. Additional
approximately 2.5% of total PPM investment in Sorowako. empowerment areas, as well as improving maternal and child initiatives covered coastal conservation and seafood processing
To expand access, PTVI provided school transportation health, particularly in preventing stunting and addressing in Malili with YKCLI and local communities. These programs are
services for junior and senior high school students in pregnant women with chronic energy deficiency (CED). These designed to strengthen economic capacity through improved
five villages—Balambano, Laskap, Pongkeru, Pasi-pasi, efforts were implemented through training for healthcare productivity and market access, with implementation adapted
and Harapan—to help address geographical challenges. workers and community health cadres in collaboration with to local needs.
Efforts to enhance human capital included community RS Primaya Sorowako and the Luwu Timur Health Office.
scholarships for 3 master’s (S2) and 2 doctoral (S3) recipients, In addition, PTVI supported community-based health
as well as short-term vocational training programs attended initiatives through the development of UKBM Herbal and
by 57 participants across two batches. Improvements the strengthening of HIPHO (Association of Organic Herbal
in education quality were further supported through Practitioners), as well as educational programs such as “Sekolah
capacity-building programs for 45 early childhood education Bersinar” targeting senior high school students.
(PAUD) teachers across Luwu Timur, educational activities on
plastic waste management for elementary and junior high These programs are designed to strengthen access to
school students, and the provision of educational facilities, healthcare services while encouraging healthier behaviors in
including 15 laptops and a practical training vehicle for the community, with implementation that continues to be
SMKN 1 Luwu Timur. monitored and adapted to local needs.
Real Income and Employment
Health
In 2025, PTVI’s PPM in Sorowako in the area of real income
In 2025, PTVI’s PPM in Sorowako in the health sector focused and employment focused on strengthening agribusiness and
on improving access to curative, promotive, and preventive MSMEs, with a total investment of US$329,041, representing
144 Sustainability Report 2025
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Economic Self-Reliance and processing training, and strengthening of the Pondata
group’s legal status. These programs are designed to
In 2025, PTVI’s PPM in Sorowako in the area of economic strengthen the local economic ecosystem through capacity
self-reliance focused on strengthening the capacity and building, business diversification, and utilization of local
competitiveness of MSMEs, with a total investment of potential.
US$790,652, representing approximately 19.9% of total PPM
investment in Sorowako. The program included training in Socio-Cultural Development
business management, finance, digital marketing, production,
and promotional design, as well as support for business In 2025, PTVI’s PPM in Sorowako in the socio-cultural area
legalization, bookkeeping digitalization, institutional focused on strengthening interfaith harmony, preserving
strengthening, and access to markets and financial services. local culture, promoting youth and sports development, and
A total of 133 MSMEs have been supported through this responding to social and humanitarian needs, with a total
program. Creative economy initiatives were also carried out investment of US$451,859, representing approximately 11.3%
through traditional weaving training (Teduhu and Sampa of total PPM investment in Sorowako. Support was provided
Konao) in Nuha and Matano villages, supporting both cultural through the construction and renovation of religious facilities,
preservation and value creation of local products. as well as participation in major religious events such as
Ramadan, Eid al-Fitr, Eid al-Adha, Mawlid, Christmas, and New
Through the Targeted Rural Area Development Program Year, including joint Ramadan outreach programs with local
(PKPM), PTVI supported the development of local potential government across four sub-districts and holiday security
such as the Rice Granary Tourism Village in Nikkel, Cassava support. Social initiatives also included community outreach
Village in Nuha, and Rice Seed Breeding Center in Tole, covering activities and the distribution of basic necessities.
feasibility studies, strengthening of village-owned enterprises
(BUMDes), supporting infrastructure, and technical training. On the cultural and youth front, PTVI supported various
In particular, the Cassava Village initiative focused on initiatives such as the Luwu Anniversary and Luwu People’s
strengthening the capacity of the BUMDes to manage the Resistance Day, Pompessi Luwu cultural exhibition, Padungku
program sustainably during the handover phase, while also harvest festival, and the Gau Maraja Leang-Leang Festival.
equipping the community with skills to optimize cassava Community capacity building was also strengthened through
utilization and increase its economic value. local institutional training and support for sports activities,
including the Nickel Cup, as well as football, volleyball, and
Support for Village SDGs was also implemented across 38 taekwondo tournaments. In addition, emergency response
villages through various productive economic activities and assistance was provided for various disaster events, including
basic services. In addition, the development of the Tabarano floods, whirlwinds, and fires within empowerment areas.
Pineapple Agrotourism Area included provision of production These programs are designed to strengthen social cohesion and
facilities, nurseries, compost and maggot houses, cultivation cultural identity in an inclusive manner, with implementation
that continues to adapt to local dynamics and needs.
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Community Participation in Environmental Community Institution Development
Management
In 2025, PTVI’s PPM in Sorowako in the area of community institutional development focused on strengthening governance
In 2025, PTVI’s PPM in Sorowako in providing opportunities and capacity of village-level institutions through regular facilitation in collaboration with Commit Foundation, with a total
for community-based environmental management focused investment of US$345,756, representing approximately 8.7% of total PPM investment in Sorowako. The program supported
on strengthening circular economy practices, with a total village governments, BUMDes, BUMDesma, and implementers of Village SDGs and other social programs, with a focus on improving
investment of US$229,722, representing approximately 5.8% coordination, accountability, and program effectiveness. Targeted support was also provided to
of total PPM investment in Sorowako. The program was BUMDesma Anatowa and Wute Monuwo through refinement of bylaws, SOP development, tariff standardization, and
implemented through the facilitation of 18 Waste Bank Units improvements in administrative, financial, and asset management practices.
and 11 School Waste Banks across foursub-districts, including
institutional strengthening, training on waste segregation and Infrastructure Development Supporting PPM
recycling, administrative improvements, provision of facilities
such as waste ATMs, and regular monitoring. Innovations such Throughout 2025, PTVI’s PPM in Sorowako in the infrastructure sector focused on meeting basic community needs, with a total
as composting, liquid organic fertilizer (POC), ecobricks, and investment of approximately US$1,473,998, representing around 37.0% of total PPM investment in Sorowako and making it the largest
biodigester optimization were also developed to enhance the allocation area. This allocation was primarily directed toward electricity distribution for local communities in Sorowako through
economic value of waste and community participation. support to PLN, electricity financing for approximately 21 public facilities, and the provision of clean water distribution systems across
eight villages in Towuti Sub-district—Timampu, Pekaloa, Matompi, Wawondula, Lioka, Baruga, Asuli, and Langkea Raya—through an
In addition, PTVI supported the Climate Village Program integrated gravity-based network sourced from Lake Towuti.
(ProKlim) through facilitation in 10 villages, focusing on
climate change adaptation and mitigation efforts, including PTVI also continued the development of the Dongi Ledu-Ledu area through a participatory approach, including social assessments,
strengthening farmer groups and community food resilience. social mapping, and the preparation of socio-economic baseline data to support joint planning aligned with local needs.
Waste management infrastructure was further strengthened
through the development of the TPS3R Baruga facility in
Towuti in collaboration with village authorities and Bumdesma,
along with support for community waste collection. Coastal
conservation efforts in Malili included coral reef, mangrove,
and seagrass restoration, as well as strengthening communi-
ty-based surveillance groups (POKMASWAS). These programs
are designed to enhance community capacity in environmental
management while promoting sustainable circular economy
practices.
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PPM Implementation in IGP Morowali Health Capacity building was strengthened through a Training of
Throughout 2025, PTVI’s total PPM investment in IGP Trainers (ToT) approach, where trained farmers served as peer
Morowali reached US$751,027. The program covered a wide In 2025, PTVI’s PPM in IGP Morowali in the health sector mentors for other farmers. PTVI also supported productivity
range of areas, including education, health, real income focused on stunting prevention, improving nutrition for through the provision of agricultural equipment and irrigation
and employment, economic self- reliance, socio-cultural pregnant women and children under five, and strengthening Office. In addition, improvements were made to organic rice
development, community-based environmental management, basic healthcare services across 13 empowerment villages, with packaging, and in October 2025, organic re-certification was
community institutional development, and supporting a total investment of US$20,594, representing approximately conducted by an independent body to maintain product
infrastructure development. 2.7% of total PPM investment in IGP Morowali. The program standards and competitiveness. These programs are designed
was implemented in collaboration with the Morowali District to enhance productivity and community income while
118t 267 Health Office, community health centers in Bahodopi, Bungku
Timur, and Bahomotefe, and involved local health cadres and
strengthening a sustainable local agribusiness ecosystem.
Waste managed through Households served by TPS
TPS 3R in 2025 3R waste facility
PKK groups. Support was also provided through the provision
of healthcare equipment, including infant and adult measuring
tools and fetal dopplers for village health facilities to enhance
80 service quality and coverage. Promotive and preventive efforts
were carried out through the Healthy Living Movement
Farmers reached through PSRLB organic agriculture
(8th planting season) (GERMAS) and community fitness initiatives targeting various
community groups. These programs are designed to strengthen
basic healthcare services while promoting healthier behaviors
Education in the community.
In 2025, PTVI’s PPM in IGP Morowali in the education sector Real Income and Employment
focused on strengthening human capital in empowerment
areas, with a total investment of US$236,925, representing In 2025, PTVI’s PPM in IGP Morowali in the area of real income
approximately 31.5% of total PPM investment in IGP Morowali. and employment focused on strengthening the agribusiness
The program included research and internship facilitation for
sector through the Sustainable and Environmentally Friendly
20 students across various departments, English language
Agriculture Program (PSRLB), with a total investment of
training in collaboration with Universitas Tadulako for 95
participants from assisted villages, and educational seminars US$21,946, representing approximately 2.9% of total PPM
on the prevention of substance abuse for students, teachers, investment in IGP Morowali. The program included organic
and parents. In the vocational area, the construction of a rice cultivation using the SRI method, reaching its 7th to 8th
Welding Academy in collaboration with the Yayasan Al-Khairaat planting cycles and benefiting 43 participants across more
has been completed and is being prepared for full operational than 12 hectares in Ululere, Kolono, Bahomoahi, and One Pute
handover to the foundation. In addition, PTVI has finalized a Jaya, as well as organic vegetable cultivation support for 37
scholarship policy aligned with the local government, with beneficiaries across nearly 5 hectares in seven villages.
the “Motau Scholarship” program planned for implementation
in 2026. These programs are designed to expand access to
education while enhancing the readiness and competencies of
the local workforce.
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Economic Self-Reliance Onepute Jaya Village, emergency response assistance for a fire Community Institution Development
incident in Bahomotefe Village, interfaith dialogue with FKUB
In 2025, PTVI’s PPM in IGP Morowali in the area of economic Morowali, and youth leadership and cultural activities such as In 2025, PTVI’s PPM in IGP Morowali in the area of community
self-reliance focused on strengthening the capacity and Luminda dance and Mehule competitions. These programs are institutional development focused on strengthening
competitiveness of MSMEs, with a total investment of designed to strengthen tolerance, social cohesion, and the organizational capacity and local governance, with a total
US$9,392, representing approximately 1.3% of total PPM sustainability of cultural values in empowerment areas. investment of US$2,580, representing approximately 0.3% of
investment in IGP Morowali. The program included continuous total PPM investment in IGP Morowali. The program included
support for assisted MSMEs to improve efficiency, production participation in PKK Jamboree events in Bungku Timur and
Community Participation in Environmental
capacity, and business strategies, including the relocation of Bahodopi sub-districts as platforms for cadre consolidation
Management
production facilities and strengthening of cost of goods sold and capacity building, while also strengthening the role
(COGS) calculations in Laroue Village. In addition, support was In 2025, PTVI’s PPM in IGP Morowali in providing opportunities of women’s institutions as strategic partners in social
provided for halal certification of herbal-based products in for community-based environmental management focused development. In addition, PTVI facilitated capacity-building
Unsongi Village, such as VCO, coffee, shredded meat products on strengthening waste management through the TPS 3R support for Village Activity Implementation Teams (TPK)
(abon), and nutmeg-based products, to expand market program in Onepute Jaya Village, managed by LPM Valone in the planning, implementation, and reporting of Village
access and enhance product value. PTVI also encouraged Jaya, with a total investment of US$138,401, representing Participation Programs, with a focus on activity management,
product innovation, such as Sambal Lumako, facilitated approximately 18.4% of total PPM investment in IGP Morowali. financial transparency, documentation, and community
knowledgesharing sessions among UKBM herbal actors, and engagement. These programs are designed to promote
expanded access to training and entrepreneurial networks, The program included school outreach, waste processing participatory and accountable governance at the village level.
including horticulture technical training. These programs training, strengthening of operational and regulatory aspects,
are designed to strengthen a resilient, inclusive, and and expansion of multi-stakeholder networks, supported by
sustainable local business ecosystem. village funding of IDR 400 million and equipment assistance
from local government. In 2025, a total of 118 tons of waste was
Socio-Cultural Development managed through the TPS 3R facility, serving 267 households,
an increase compared to the previous year. The program also
In 2025, PTVI’s PPM in IGP Morowali in the socio-cultural area includes educational visits by schools to the TPS 3R facility to
focused on strengthening social cohesion, youth character provide hands-on learning on waste management practices.
development, and community solidarity, with a total These programs are designed to enhance community capacity
investment of US$91,523, representing approximately 12.2% of in environmental management while promoting sustainable
total PPM investment in IGP Morowali. The program included circular economy practices
support for various sports and youth initiatives such
as Karang Taruna Cup II, Mateantina Cup 2025, Pekan
Olahraga Desa Le-Le & Dampala, the Central Sulawesi
Student Badminton Tournament, and the Glora Taekwondo
Indonesia Championship 2025, as well as the planned Vale
Cup as a platform for collaboration among villages and youth
communities. In the religious and cultural area, support
was provided for the renovation of Nurul Falah Mosque in
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Infrastructure Development Supporting PPM • Construction of a fence for the Bungku Timur Subdistrict
Office
In 2025, PTVI’s PPM in IGP Morowali in the infrastructure • Provision of facilities and infrastructure for sub-district
sector focused on improving basic services and public facilities service offices, including continued development of disaster
through a participatory approach, with a total investment of management infrastructure in Bahodopi Subdistrict.
US$229,665, representing approximately 30.6% of total PPM
investment in IGP Morowali. The program included carryover These programs are designed to improve access to basic
implementation from the 2024 budget (US$38,278), such as services while supporting inclusive and sustainable village
the construction of a 225-meter village fence in Kolono Village, development.
installation of 14 solar-powered streetlights in Bahomotefe
Village, and completion of the TPS 3R hall in Dampala Village PPM Implementation IGP Pomalaa
as a community-based waste management and environmental
education center. Throughout 2025, PTVI’s PPM in Pomalaa focused on
strengthening the cocoa farming sector through monitoring of
Through the 2025 Village Participatory Program across Cocoa Farmer Field School (SL) alumni, with a total investment
of US$137,850. In general, farmers have begun applying the
13 villages and two sub-districts, PTVI collaborated with
cultivation techniques they learned, particularly pruning,
the Morowali Regional Development Planning Agency
although some still require further assistance to ensure
(Bappeda) to monitor and provide technical assistance for consistency. The Cocoa Nursery at the integrated agricultural
various infrastructure projects, including: learning center in Silea Village, Wundulako Sub-district, has been
• Construction of a farm access road (jalan tani) in Bahomotefe completed with approximately 4,600 seedlings planted. The
Village. facility is managed by FORKAMA, a consortium of five farmer
• Construction of village fences in Ululere, Kolono, Bahomoahi, groups participating in the Farmer Field School, supported with
Laroue, and Nambo Villages, with physical progress ranging pest control facilities. Initial monitoring indicates that seedling
from 3% to 22%, primarily focused on foundation and growth has been progressing well.
column installation.
• Construction of a village market in Lele Village, currently at As part of the preparation for international cocoa certification,
PTVI facilitated the establishment of an Internal Control
the foundation stage.
System (ICS) and provided training on internal supervision
• Development of village tourism facilities in Unsongi,
management. The ICS team was formed from FORKAMA
including the provision of 10 MSME booths and flood control members who also manage the nursery, targeting
embankments. approximately 100 farmers in Silea and surrounding villages as
• Construction of a futsal field in Geresa Village, currently at prospective certified producers. These programs are designed
the material procurement stage. to strengthen sustainable farming practices while enhancing
• Construction of a river embankment and playground the competitiveness of local cocoa products
facilities at Lahaufu Village Kindergarten.
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18 Sustainability Report 2025
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Caring for the Malili Coastal Ecosystem Strengthening Food Security through
Together with the Community Organic Agriculture
We implemented the Malili Coastal Conservation Program In 2025, the organic farming program implemented by PTVI
in phases as part of our commitment to protecting the IGP Morowali entered its eighth planting season. Through
sustainability of coastal and marine ecosystems. The the Sustainable and Environmentally Friendly Agriculture
programfocused on strengthening multi-stakeholder Program (PSRLB), we aim to increase community income and
coordination, technical preparation, and the early employment opportunities in the empowerment areas. The
implementation of restoration activities involving coastal program promotes organic farming practices using the System
communities. Through this approach, conservation efforts of Rice Intensification (SRI) method, reaching around 80 farmers
are supported not only by technical interventions but also by through organic rice and vegetable cultivation.
collaborative governance and active community participation.
One of the key activities during this period was monitoring Through PSRLB, we not only encourage sustainable farming
coral transplantation, aimed at assessing the condition of practices but also build a comprehensive supporting ecosystem.
transplant media, the survival rate of coral fragments, and the Farmer capacity-building is carried out continuously through a
stability of the transplant structures. The monitoring results Training of Trainers (ToT) approach, enabling program alumni
provide the basis for technical evaluation to ensure that the to serve as peer mentors for other farmers. This approach
restoration methods applied are aligned with the ecological supports horizontal knowledge transfer at the community
characteristics of the Malili coastal waters and can support level while strengthening farmer independence and expanding
the long-term success of coral reef rehabilitation. the adoption of sustainable agricultural practices in partner
villages.
The program also included community outreach activities to
increase awareness of the importance of protecting mangrove, We also provide agricultural infrastructure and equipment,
seagrass, and coral reef ecosystems,while encouraging active including drainage systems, grass cutters, shredding machines,
participation from coastal communities in maintaining water pumps, and improved organic rice packaging to enhance
the health of these ecosystems. Coordination with the product value and market access. In October 2025, an organic
Cendrawasih Indonesia Marine Conservation Foundation re-certification process was conducted by an independent
(YKCLI) was conducted to ensure implementation readiness certification body to strengthen the credibility of the local
and effective mentoring of community groups. agribusiness ecosystem and ensure that supported agricultural
products continue to meet organic standards. Through
Overall, the initiative covers mangrove, seagrass, and coral reef sustained mentoring and capacity-building, PSRLB has become
rehabilitation through seedling preparation, planting, nursery an important pillar in strengthening local food security and
development, and regular monitoring. These activities are community economic resilience in the empowerment areas.
complemented (POKMASWAS), and oceanographic studies
to support more adaptive and sustainable coastal ecosystem
management.
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Enhancing Local Cocoa Value through Processing Training As part of the implementation of the Community Development and Empowerment Program (PPM), PTVI through its Indonesia “Previously, we only sold raw cocoa beans. Through this training, we learned how to process them into finished products Growth Project (IGP) Pomalaa conducted cocoa processing training with higher market value. This has opened new perspectives for us as farmers,” for communities in the empowerment areas. This initiative aims to enhance the capacity of farmers and local entrepreneurs to — Rahmad, Head of Forum Kakao Mandara” transform cocoa beans into higher value-added products, while strengthening the competitiveness of local cocoa commodities. The two-day training covered the full production process, including fermentation, drying, sorting, roasting, shell removal, grinding, tempering, molding, and packaging of chocolate products. Participants were also equipped with knowledge on product packaging and marketing strategies to support broader market access. Delivered by experienced instructors, the program was designed to provide practical, hands-on knowledge that participants can directly apply. Through this initiative, communities are encouraged to transition from selling raw commodities to producing value- added products with greater economic potential. This approach aligns with PTVI’s efforts to promote sustainable local economic development by enhancing capacity and maximizing the value of regional commodities. 151 Sustainability Report 2025
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About This
Report
152
1 Sustainability Report 2025
Page 153
About This Report
This Sustainabilit Report reaffirms PTVI’s commitment to Law No. 40 of 2007 concerning Limited Liabilit Companies Sustainability Report. To ensure greater accurac , reliabilit ,
transparenc and accountabilit in managing the most material and alignment with applicable reporting standards, we have
sustainabilit issues throughout 2025. Through this report, we Financial Services Authorit Regulation (POJK) No. 51/ made several adjustments (restatements) to previousl
aim to provide a comprehensive overview to all stakeholders, POJK No. 51/POJK.03/2017
POJK.03/2017 on the Implementation
on the Implementation of
of Sustainable reported data. These adjustments reflect our ongoing
including emplo ees, labor unions, non-governmental Sustainable
Finance for Finance
Financialfor Financial
Services Services Institutions,
Institutions, Issuers, and commitment to continuous improvement in data qualit and
organizations, civil societ , investors, customers, suppliers, Issuers,
Public and Public Companies
Companies; reporting practices.
and the government, regarding our efforts and achievements [GRI 2-3][GRI 2-4]
in conducting responsible operations. Global Reporting Initiative (GRI) Standards 2021
The following data have been restated:
This report presents PTVI’s sustainabilit journe b GRI 14: Mining Sector 2024 1. Emissions Data: updated based on the results of the 2026
highlighting the strategic approaches and governance audit, improving the accurac of Scope 1 and Scope 2
practices we have implemented. It also outlines the concrete Sustainabilit Accounting Standards Board (SASB) Metals calculations.
and Mining Standard 2021
actions we have taken to improve operational efficienc , 2. Energ Data: adjusted to ensure methodological consistenc
address challenges, protect the environment, and contribute and alignment with emissions data.
MSCI (used as a reference for disclosure-related indicators)
positivel to the communities surrounding our operational 3. Watershed Rehabilitation: 2024 data updated to reflect the
areas. Sustainal tics (used as a reference for disclosure-related latest developments and verification.
indicators 4. Financial Data: aligned with the audited Financial
As part of our accountabilit , this Sustainabilit Report has Statements.
been approved b the Board of Directors and the Board of International Council on Mining and Metals (ICMM) (used as
Commissioners as the highest governance bodies responsible a reference for disclosure-related The information in this report includes qualitative and
for overseeing sustainabilit matters within the compan . quantitative data that reflect PTVI’s policies, initiatives, and
In addition, the report has undergone an e ternal assurance achievements in sustainabilit . Numerical data is presented in
process conducted b an independent part , PT Sejahtera Reporting Scope and Boundaries metric units using the Indonesian language, unless otherwise
Rambah Asia Indonesia, in accordance with the approval of the stated. In preparing this report, we have adhered to the GRI
Board of Directors. The verification process was carried out on This Sustainabilit Report provides a comprehensive 2021 Standards, appl ing reporting principles such as accurac ,
April 1-21, 2026 without an conflict of interest. [GRI 2-5][GRI 2-14] overview of PTVI’s operational activities across all business balance, clarit , comparabilit , completeness, sustainability
units. The primar data is sourced from the Sorowako conte t, timeliness, and verifiabilit . We have also engaged
region, supplemented with data from IGP Morowali and IGP stakeholders in the report content determination process
Reporting Principles Pomalaa[GRI 2-2] through a materialit assessment, ensuring that the report
reflects issues that are relevant and significant to the
The 2025 Sustainabilit Report was prepared b referring to This report covers data and information for the period from sustainabilit of PTVI’s business.
the following frameworks, regulations, and standards: 1 January to 31 December 2025 and represents our 15th
153 Sustainability Report 2025
Page 154
PTVI highl values an input and feedback from readers of this Response to Feedback on the Previous Year’s biodiesel-powered heav vehicles as part of the Compan ’s
Sustainabilit Report. We encourage readers and report users Sustainability Report[POJK51 G.3] progress toward carbon neutralit .
to share suggestions, feedback, opinions, or insights that can
help improve the qualit of our sustainabilit reporting. Based on the feedback forms submitted, readers appreciated In response to this feedback, the 2025 Sustainabilit Report
provides strengthened disclosures on environmental
that PTVI’s Sustainabilit Report presented useful information initiatives, including PTVI’s decarbonization strateg ,
To facilitate our participation, we have provided a Feedback
in a structured and eas -to-understand manner. However, energ and water management, and land reclamation and
Form at the end of this report. Your contributions are highl
several areas for improvement were also highlighted, rehabilitation programs. Additional information has also been
appreciated and will pla a crucial role in supporting the included to further elaborate on occupational safet and the
including the need for more comprehensive e planations of
continuous improvement of our future reporting. Please send Compan ’s social and economic contributions to
post-mining environmental management, occupational health
the completed feedback form via email to:[GRI 2-3] and safet (OHS) practices, and the Compan ’s contributions surrounding communities.
to communit development and the state.
PTVI e tends its sincere appreciation to all stakeholders for
ptvicommunications@vale.com Stakeholders also suggested e panding disclosures related to their active participation and constructive
watershed rehabilitation outside the concession areas, the use input. We remain committed to maintaining open
of renewable energ , as well as pilot initiatives on electric and communication and continuousl improving the qualit
of our Sustainabilit Report in the coming ears.
154 Sustainability Report 2025
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Material Topic Disclosure
In the 2025 Sustainabilit Report, PTVI did not conduct a full on the econom , environment, and people, as well as evolving inputs, including our grievance records, internal impact and risk
materialit assessment from scratch but instead performed stakeholder e pectations amid regulator developments, assessments, and relevant e ternal developments affecting
a materialit review to reconfirm the continued relevance of project e pansion in Pomalaa and Morowali, and changes in our the nickel mining sector, thereb ensuring that our 2025
previousl identified material topics, ensuring the continue operational conte t; this review was conducted with reference sustainabilit disclosures remain relevant, impact-based, and
to reflect our most significant actual and potential impacts to the GRI Universal Standards 2021 and informed b multiple aligned with our governance and risk management processes.
No Material Topic GRI Disclosures SASB Disclosures
Waste and Water GRI 3: Material Topics 2021 · GRI 303: Water and Effluents 2018 · GRI 306: Waste 2020 · GRI 14: Water Management: EM-MM-140a.1 · EM-MM-140a.2
1
Management Topic 14.7 Water Management · GRI 14: Topic 14.6 Waste Management Waste & Hazardous Materials Management: EM-MM-150a.4 · EM-MM-150a.5 · EM-
MM-150a.6 · EM-MM-150a.7 · EM-MM-150a.8 · EM-MM-150a.9 · EM-MM-150a.10
Tailings Storage Facilities Management: EM-MM-540a.1 · EM-MM-540a.2 · EM-
MM-540a.3
Low Emission GRI 3: Material Topics 2021 · GRI 302: Energ 2016 · GRI 305: Emissions 2016 Greenhouse Gas Emissions: EM-MM-110a.1 · EM-MM-110a.2
2
Production Air Quality: EM-MM-120a.1
Energy Management: EM-MM-130a.1
Land Use GRI 3: Material Topics 2021 · GRI 101: Biodiversit 2024 · GRI 304: Biodiversit 2016 · GRI 14: Biodiversity Impacts: EM-MM-160a.1 · EM-MM-160a.2 · EM-MM-160a.3
3
Management Topic 14.8 Closure and Rehabilitation · GRI 14: Topic 14.12 Rights to Land and Resources
Local Communit GRI 3: Material Topics 2021 · GRI 413: Local Communities 2016 · GRI 411: Rights of Indigenous Security, Human Rights & Rights of Indigenous Peoples: EM-MM-210a.1 ·
4
Peoples 2016 · GRI 410: Securit Practices 2016 · GRI 203: Indirect Economic Impacts 2016 · EM-MM-210a.2 · EM-MM-210a.3
GRI 204: Procurement Practices 2016 · GRI 14: Topic 14.10 Local Communities · GRI 14: Topic Community Relations: EM-MM-210b.1 · EM-MM-210b.2
14.11 Indigenous Peoples · GRI 14: Topic 14.9 Economic Impacts · GRI 14: Topic 14.25 Conflict-
Affected Areas
Well-being & GRI 3: Material Topics 2021 · GRI 403: Occupational Health and Safet 2018 · GRI 404: Training Labour Practices: EM-MM-310a.1 · EM-MM-310a.2
5
Inclusion and Education 2016 · GRI 401: Emplo ment 2016 · GRI 402: Labor/Management Relations 2016 Workforce Health & Safety: EM-MM-320a.1
· GRI 405: Diversit and Equal Opportunit 2016 · GRI 406: Non-discrimination 2016 · GRI 407:
Freedom of Association 2016 · GRI 408: Child Labor · GRI 409: Forced Labor · GRI 14: Topic
14.20 Freedom of Association
Business Integrit GRI 3: Material Topics 2021 · GRI 205: Anti-Corruption 2016 · GRI 206: Anti-Competitive Business Ethics & Transparency: EM-MM-510a.1 · EM-MM-510a.2
6
Behavior 2016 · GRI 207: Ta 2019 · GRI 415: Public Polic 2016 · GRI 418: Customer Privac 2016
· GRI 14: Topic 14.22 Anti-Corruption · GRI 14: Topic 14.23 Pa ments to Governments
155 Sustainability Report 2025
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Penjelasan
Our Contribution
Tema to Through membership and sustainability initiatives: The Indonesia Business
Council for Sustainable Development (IBCSD), PT Vale participates in designing
the Sustainable Development Goals business contribution documents to support the SDGs.
BAPPENAS METADATA PT VALE’S SUPPORT
SUSTAINABLE
DEVELOPMENT GOALS Target Indicator Target Strategy Achievements
2. Zero Hunger End all forms of Stunting prevalence Reduce stunting rates in East Implement integrated nutrition • Supported 43 farmers in organic
malnutrition, including (short and very short) in Luwu District to 14% and create and sustainable livelihood rice cultivation across 12 hectares
by 2025 achieving children under five years a healthy and productive young interventions through Genzi and 37 farmers in organic vegetable
internationally agreed old. generation. and community agriculture cultivation across ~5 hectares.
targets for stunting and programs. • Continued implementation of the
wasting in children under Genzi stunting prevention and
5 years old, and meeting nutrition fulfillment movement.
the nutritional needs
of adolescent girls,
pregnant and lactating
women, and the elderly.
3. Good Health and Achieve universal health Essential health services Employee participation in BPJS Mandatory participation in BPJS • 100% BPJS Health membership for
Well-being coverage, including coverage. Health. Health for PT Vale employees employees.
financial risk protection, and encourage contractors, • 100% BPJS Health membership for
access to quality partners, and vendors to contractor employees, partners and
essential health care register their employees with vendors.
services, and access to BPJS Health. • Zero work-related fatalities.
safe, effective, quality, • Continued health monitoring
and affordable medicines programs for employees and
and vaccines for all. contractors.
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BAPPENAS METADATA PT VALE’S SUPPORT
SUSTAINABLE
DEVELOPMENT GOALS Target Indicator Target Strategy Achievements
5. Gender Equality Reduce all forms of Availability of legal Increase the number of female Implement the DEI Charter and • DEI socialization conducted.
discrimination against frameworks that employees and employees with strengthen equal opportunity • 361 women employees (12.1%) of total
women. promote, set, and disabilities. recruitment, leadership workforce.
monitor gender development and inclusion • 131 women in leadership roles (17.2%).
equality and eliminate programs. • 50% female Board of Commissioners
discrimination based on representation.
gender. • 313 female employees participated in
training, supporting women’s capability
development.
6. Clean Water and Improve water quality Proportion of Maintain compliance of Implement water quality • 89.7 million m³ water discharged
Sanitation by reducing pollution, wastewater safely wastewater quality and monitoring, wastewater from Sorowako operations managed
eliminating dumping and treated. strengthen responsible water treatment, sedimentation through controlled discharge systems.
minimizing release of management across operational management, and strengthen • 113,251 m³ water discharged from
hazardous chemicals and areas. responsible water discharge IGP Morowali monitored during early
materials, halving the management. operations.
proportion of untreated • Monitoring of key parameters (TSS,
wastewater and Cr, Cr⁶⁺, Fe, Ni) remained within
substantially increasing regulatory limits across monitored
recycling and safe reuse discharge points.
globally.
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BAPPENAS METADATA PT VALE’S SUPPORT
SUSTAINABLE
DEVELOPMENT GOALS Target Indicator Target Strategy Achievements
7. Affordable and Clean Expand infrastructure Installed renewable Renewable energy for Optimize clean energy, power • 30.02% renewable energy share in
Energy and upgrade technology energy capacity operations with 100% clean stability, waste heat utilization, Sorowako.
for supplying modern energy generation by 2030. solar and fuel conversion. • IGP Pomalaa: 8,422 GJ, 74%
and sustainable energy renewable.
services for all in • IGP Morowali: 13,498 GJ, 79%
developing countries, renewable.
in particular least
developed countries,
small island developing
States and landlocked
developing countries, in
accordance with their
respective programmes
of support.
10. Reduced Inequality Ensure equal Proportion of human Promote inclusion, local Conduct human rights • 2,486 local employees (83.3%) of
opportunities and reduce rights violations participation and human rights awareness campaigns workforce.
inequality in outcomes, addressed awareness. and empower indigenous • 207 grievances managed in Sorowako,
including by eliminating communities through 80 in IGP Pomalaa, 86 in IGP Morowali
discriminatory laws, integrated development through grievance mechanisms.
policies, and practices, programs. • Continued human rights awareness
and promoting and inclusive community
appropriate legislation, empowerment programs.
policies, and actions.
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BAPPENAS METADATA PT VALE’S SUPPORT
SUSTAINABLE
DEVELOPMENT GOALS Target Indicator Target Strategy Achievements
11. Sustainable Cities Significantly reduce the Number of people Support recovery of disaster- Support resilient communities • US$4.73 million allocated for PPM
and Communities number of deaths and affected by disasters affected areas and strengthen through emergency response, (+18.3%).
the number of people community resilience. participatory infrastructure and • 300+ households and ~21 public
affected by disasters, empowerment programs. facilities supported through
and substantially electricity subsidy programs.
decrease the economic • 13 villages involved in participatory
losses in relation to infrastructure development.
global GDP due to
disasters, including
water-related disasters,
with a focus on
protecting the poor and
vulnerable.
12. Responsible Manage chemicals • Hazardous waste • Reduce hazardous waste • Improve resource efficiency, • 9,967.65 tons total waste generated.
Consumption and and waste throughout generated and and increase safe utilization/ reduce waste generation and • Waste composition: 75%
Production their life cycle in treated treatment. increase recovery/recycling. non-hazardous, 25% hazardous.
an environmentally • 3,120.18 tons (44.4%) non-hazardous
sound manner, and waste diverted.
significantly reduce • 1,246.57 tons hazardous waste
chemical pollution and recovered/recycled.
waste to air, water, and • Hazardous waste generation decreased
soil to minimize adverse 9.43% and waste intensity improved
impacts. 12.5% from 2024.
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BAPPENAS METADATA PT VALE’S SUPPORT
SUSTAINABLE
DEVELOPMENT GOALS
Target Indicator Target Strategy Achievements
13. Climate Action Integrate climate GHG inventory and Move toward carbon-neutral Optimize energy, • 2.9% reduction in GHG emissions
mitigation into annual emissions operations by 2050; 33% GHG lower-carbon fuels, electri- intensity.
strategies and planning reduction by 2030. fication, rehabilitation and • 5.5% reduction in SO₂ emissions.
reforestation. • 6.8% improvement in SO₂ intensity.
• 26.4% reduction in particulate
emissions.
15. Life on Land Ensure the conservation, Forest area as a Protect biodiversity and Implement biodiversity • Conserved and replanted 72,296
restoration and proportion of total restore ecosystems affected conservation, progressive local, endemic and protected trees,
sustainable use of land area / progress in by operations through reclamation, ecosystem approximately 6% increase from 2024.
terrestrial and inland ecosystem conservation conservation and rehabilitation restoration, and post-mining • Continued wildlife conservation
freshwater ecosystems and restoration. programs. rehabilitation programs. efforts through species management
and their services, programs.
in particular forests, • Progressive reclamation and
wetlands, mountains and rehabilitation implemented across
drylands. disturbed operational areas.
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Data Table
06 About PTVI
Financial Position and Performance (in thousand US$) 2023 - 2025[POJK51-C.3]
Variance
Description 2025 2024 2023
Nominal %
Total Assets 3,345,847 3,176,528 2,925,999 169,319 5.33%
Total Liabilities 570,771 443,752 361,462 127,019 28.62%
Total Equity 2,775,076 2,732,776 2,564,537 42,300 1.55%
Total Revenue 990,195 950,388 1,232,263 39,807 4.19%
Net Profit 76,063 57,761 274,334 18,302 31.68%
Operating Revenues (in thousand US$) based on Buyers 2023-2025[POJK51-B.1]
Variance (2025:2024)
Customer 2025 2024 2023
Nominal %
Vale Canada
711,475 760,201 985,812 (48,726) -6.41%
Limited
Sumitomo Metal
177,109 190,187 246,451 (13,078) -6.88%
Mining Co., Ltd
Total 888,584 950,388 1,232,263 (61,804) -6.50%
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Nickel Matte Production and Sales Target Realisation (Tons) 2023-2025[POJK51-B.1][POJK51-F.2]
Variance
Description 2025 2024 2023
Nominal %
Production
Target 71,234 70,805 - 429 0.61%
Realisations 72,027 71,311 70,728 716 1.00%
Sales
Target 72,234 71,797 - 437 0.61%
Realisations 73,093 72,625 70,108 468 0.65%
Direct Economic Value Generated, Distributed, and Retained (in thousand US$)
Variance
Description 2025 2024 2023
Nominal %
Economic Value Generated
Operating Revenue 990,195 950,388 1,232,263 39,807 4%
Other Income 3,922 3,719 823* 203 5%
Total Revenue 994,117 954,107 1,233,086* 3,922 3,719
Economic Value Distributed
Operating Costs 638,007 785,160* 550,958* 48,841 8%
Salaries and 101,002 95,254 87,436 5,748 6%
Employee Benefits
Payments to Capital 34,607 0 60,093 34,607 100%
Providers
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Variance
Description 2025 2024 2023
Nominal %
Tax Payments to 170,419 202,242 204,617 -35,607 -18%
Government
Community 3,983 3,912* 4,291 358 9%
Investments
Total Economic Value 944,234948,018 1,082,656* 907,395* 53,947 6%
Distributed
Economic Value Retained (Economic Value Generated - Economic Value Distributed)
Total Economic Value 49,883 73,693* 361,444* -13,937 -22%
Retained
06 SUSTAINABILITY MANAGEMENT
Financial Position and Performance (in thousand US$) 2023 - 2025[POJK51-C.3] Procurement Expenditure by SupplierS Category (US$)[POJK51-C.3]
2025 2024 2023 2025 2024 2023
Description Description
Number % Number % Number % Number % Number % Number %
Domestic 907 85% 783 77% 787 83% Domestic 895,424,509.35 90% 727,776,418.25 4 91% 723,529,595.03 86%
International 165 15% 235 23% 163 17% International 97,254,721.73 10% 68,768,362.08 9% 119,703,373.33 14%
TOTAL 992,679,231.08 100% 796,544,780.33 100% 843,232,968.36 100%
TOTAL 1,072 100% 1,018 100% 950 100%
08 GOVERNANCE
Handling of Violation Reports Through VWC
Description 2025 2024 2023
Number of Reports Received 60 23 34
Number of Reports Followed Up 30 17 30
Percentage of Valid Reports 50% 74% 94%
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09 ENVIRONMENT
Volume of Energy Consumption in Organizations (GJ) [GRI 302-1][POJK51-F.6] [SASB EM-MM-130a.1]
Sorowako
Energy Sources Allocation Unit 2025 2024 2023
Non Renewable
Coal Drying Kilns GJ 5,620,329.28 5,380,753.10 4,477,155.00
Reduction Kilns – Reductant GJ 3,514,493.10 3,263,552.46 3,399,804.00
Reduction Kilns – Combustion GJ 2,803,557.17 2,611,034.77 1,761,553.00
Total Firing Kilns GJ 11,938,379.55 11,255,340.33 9,638,512.00
High Speed Diesel (HSD) Thermal Generators GJ 2,384.73 4,310.72 5,186.07
Steam Boilers GJ 925.73 877.43 6,045.14
PP Dryer Furnaces & Others GJ 24,068.99 25,318.14 26,881.96
Reduction Kilns GJ 20,270.69 19,272.63 26,919.01
Refining – 78% Nickel GJ 190,542.68 240,839.86 221,775.41
Heavy Vehicle GJ 1,075,633.75 1,105,445.61 1,054,569.59
Light Vehicles, Trucks, and Others GJ 77,752.87 70,289.39 142,438.65
Total GJ 1,391,579.42 1,466,353.78 1,483,815.83
Marine Fuel Oil (MFO) Steam Boilers GJ 26,435.01 30,696.12 24,928.00
Drying Kilns GJ 874,214.34 1,202,834.46 1,600,666.00
Reduction Kilns GJ 7,602,363.99 8,097,404.44 8,669,728.00
Total GJ 8,503,013.34 9,330,935.02 10,295,322.00
Gasoline Light Vehicles/Kendaraan Ringan GJ 7,367.19 5,784.00 6,625.00
Total Non Renewable GJ 21,836,009.58 22,059,996.32 21,423,433.83
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Energy Sources Allocation Unit 2025 2024 2023
Renewable Energy
Hydroelectric Power Plants GJ 8,858,749.14 8,935,798.81 8,791,124.00
Biodiesel B30 GJ - - 150,766.00
Processing Plant
Biodiesel B35 GJ 140,514.30 789,575.11 609,554.00
Biodiesel B40 GJ 753,749.50 -
Total Renewable 9,753,012.94 9,725,373.92 9,551,444.00
Non-Renewable + Renewable Energies 31,589,022.52 31,785,370.24 30,974,877.83
IGP Morowali IGP Pomalaa
Energy Source Unit 2025
Energy Source Unit 2025
Non Renewable
Non Renewable
Electricity GJ 2,207
Electricity GJ 2,872
Renewable
Renewable
Biodiesel B35 GJ 1,176
Biodiesel B35 GJ 1,161
Biodiesel B40 GJ 5,039
Biodiesel B40 GJ 9,465
Total Renewable GJ 6,215
Total Renewable GJ 10,625
Non-Renewable + Renewable Energies GJ 8,422
Sorowako Energy Intensity[GRI 302-3][POJK51-F.6]
Customer Unit 2025 2024 2023
Nickel Matte Production Amount Ton 72,027 71,311 70,728
Energy Consumption GJ 31,589,023.94 31,785,370.24 30,974,878.83
Energy Intensity GJ/Ton Ni 437.94 445.73 438.57
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Source of energy consumption[GRI 302-4]
Variance (2025:2024)
Customer Unit 2025 2024 2023
Nominal %
MFO Barel 1,388,652.69 1,509,299.55 1,654,992.7 (120,646.86) -7.99%
HSD Liter 72,113,602.35 68,261,137.58 68,057,320.00 3,852,464.77 5.64%
Coal Ton 434,692.47 403,351.64 347,362.00 31,340.83 7.77%
GHG Emission Intensity Value Calculation Results[GRI 305-1][GRI 305-2] [GRI 305-4] [POJK51-F.11][SASB EM-MM-110a.1]
Sorowako
Description Unit 2025 2024 2023 2017 Baseline
Scope 1 Ton CO2eq 2,072,142 2,048,411.00 2,029,486.00 2,010,963.00
Scope 2 Ton CO2eq 2481 2.580,00 2,827.00 2,987.00
Scope 3 Ton CO2eq N/A N/A N/A N/A
Total Scopes Ton CO2eq 2,074,623.90 2,050,990.70 2,032,313.00 2,013,950.00
Nickel Production Amount Ton 72,027.00 71,310.68 70,728.00 76,807.00
GHG Emission Intensity Ton CO2eq /Ton 28.80 28.76 28.73 26.22
IGP Morowali IGP Pomalaa
Description Unit 2025 Description Unit 2025
Scope 1 Ton CO2eq 4.536,32 Scope 1 Ton CO2eq 419,00
Scope 2 Ton CO2eq 16,82 Scope 2 Ton CO2eq -
Scope 3 Ton CO2eq - Scope 3 Ton CO2eq -
Total Scopes Ton CO2eq 4.553,14 Total Scopes Ton CO2eq 419,00
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Sorowako SO2 Emission[GRI 305-7][POJK51-F.11][SASB EM-MM-120a.1] Sorowako Particulate Emission[GRI 305-7][POJK51-F.11][SASB EM-MM-120a.1]
Description Unit 2025 2024 2023 Description Unit 2025 2024 2023
Nickel Production Amount Ton 72.027 71311 70728 Nickel Production Amount Ton 72027 71311 70728
SO2 Emission Amount Ton SO2eq 49.297 52.172,00 53.188,00 Number of Particulate
Ton Particulate 647 879 600
Matter Emitted
Ton SO2eq/
Emission Intensity 0,68 0,73 0,75
Ton Ni Particulate Matter Ton Particulate/
0,009 0,012 0,007
Emission Intensity Ton Ni
SO2 Quality Standard 0,80 0,80 0,80
Water Withdrawal and Consumption[GRI303-5][SASB EM-MM-140a.1]
Sorowako
Description Unit 2025 2024 2023
Surface Water (Lake Matano) m3 15,079,167.00 11,748,150.00 9,442,313.00
Surface Water (River) *If any m3 N/A N/A N/A
Ground Water *If any m3 N/A N/A N/A
Third Party (PDAM) *If any m3 N/A N/A N/A
Total m3 15,079,167.00 11,748,150.00 9,442,313.00
IGP Morowali
Description Unit 2025 2024 2023
Surface Water (Lake) m3 N/A N/A N/A
Surface Water (River) m3 10,035 No Data No Data
Ground Water m3 10,577 18,035 2,311
Third Party (PDAM) m3 N/A N/A N/A
TOTAL m3 20,612 18,035 2,311
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IGP Pomalaa
Description Unit 2025 2024 2023
Surface Water (Lake) m3 N/A N/A N/A
Surface Water (River) m3 9,969.00 8,903.00 N/A
Ground Water m3 N/A N/A N/A
Third Party (PDAM/Community/etc) m3 N/A N/A N/A
TOTAL m3 9,969.00 8,903.00 0.00
Water Discharge[GRI 303-4]
Sorowako IGP Morowali
Description Unit 2025 2024 2023 Description Unit 2025
Surface Water (Matano Lake) m3 25,372,487 25,639,690 17,384,078.97 Surface Water (Lake) m3 N/A
Surface Water (Mahalona Lake) m3 21,221,547 20,648,522 11,370,115.20 Surface Water (River) m3 100,228.32
Surface Water (Salo Lamunto River) m3 3,898,304 3,705,430 - Ground Water m3 N/A
Surface Water (Petea River) m3 39,203,071 50,716,129 21,472,522.02 Ocean m3 13,023.07
Ground Water m3 N/A N/A N/A Total m3 113,251.39
Ocean m3 N/A N/A N/A
Total m3 89,695,408.20 100,709,771.00 50,226,716.19
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Sorowako Effluent Quality Measurement Results 2025[POJK51 F.13]
Parameters, Quality Standards and Measurement Results
Processed Volume
No Location Source Overflow Point TSS Jumlah Cr Cr6+ Fe Ni
(m3)
<200 ppm 0.5 ppm 0.1 ppm 5 ppm 0.5 ppm
1 Petea Far East Mining Petea River 16,056,164 12.50 0.07 0.02 0.03 0.01
2 Petea East Mining Petea River 23,146,907 10.00 0.10 0.06 0.03 0.01
3 Petea West Mining Matano 13,744,808 13.50 0.09 0.04 0.06 0.01
4 Lorraine Mining Matano 1,983,131 10.50 0.05 0.01 0.03 0.01
5 Kathryn Mining Matano 5,717,849 9.00 0.05 0.01 0.07 0.01
6 Lamangka 1 Mining Mahalona 6,282,546 10.00 0.07 0.02 0.03 0.01
7 Lamangka 2 Mining Mahalona 5,146,607 10.00 0.06 0.01 0.03 0.02
8 Lamangka 3 Mining Mahalona 9,792,393 12.50 0.15 0.07 0.03 0.01
9 LC-A Mining Matano 3,853,042 8.50 0.05 0.01 0.03 0.01
10 Petea Washing Pad Mining Matano 73,656 10.00 0.05 0.01 0.03 0.01
11 Petea D3 West Mining Salo Lamunto 3,898,304 11.00 0.08 0.03 0.05 0.01
12 CP 4 Coal dan Sulfur Pile Malili River 2,535 20.00 N/A N/A N/A N/A
13 D Lagoon Domestic Matano 391,211 9.00 N/A N/A N/A N/A
14 F Lagoon Domestic Matano 226,74 9.00 N/A N/A N/A N/A
15 Helai Lagoon Domestic Matano 14,127 10.00 N/A N/A N/A N/A
16 SMP YPS Domestic Matano 8.88 8.00 N/A N/A N/A N/A
17 Hospital Domestic Matano 12,357 10.00 N/A N/A N/A N/A
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Hazardous Waste Production [GRI 306-3]
Sorowako IGP Morowali IGP Pomalaa
Unit 2025 2024 2023 Unit 2025 2024 2023 Unit 2025 2024 2023
Generated Ton 2,353 2,696 2,041 Generated Ton 85.24 7.22 0.93 Generated Ton 58.42 5.71 4.06
Intensity Ton/Matte 0.033 0.038 0.029
Non-hazardous Waste Production [GRI 306-3]
Sorowako IGP Morowali IGP Pomalaa
Unit 2025 2024 2023 Unit 2025 Unit 2025
Generated Ton 5,349 5,906 6,378 Generated Ton 375 Generated Ton 76
Intensity Ton/Ton 0.07 0.08 0.09
Matte
Segregated Ton 1,609 1,004 963
Sent to Ton 3,740 4,902 5,414
Landfill
Area of Disturbed and Rehabilitated Mine Area (Ha)[GRI 304-3][GRI 14.8.6]
Sorowako
2025 2024 2023
a) Disturbed land area (ha) Annually 418.25 269.16 230.16
b) Total disturbed land area (ha) Accumulative Total 7,689.00 7,356.01 7,178.29
c) Facilities (Office + Housing + Other) 1,754.80 1,460.61 1,460.61
d) Disturbed unreclaimed land (Stockpile + Disposal) 2,071.64 2,104.27 2,014.10
e) Reclaimed land area (ha) Accumulative Total 3,862.56 3,791.13 3,703.58
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2025 2024 2023
f) Reclaimed land area (ha) Annually 156.67 178.98 224.44
g) % of reclaimed mining land (e/d+e) 65.09% 64.31% 64.77%
h) Watershed rehabilitation area (ha) Accumulative 14,879.00 14,879.00 10,435.00
Total
i) Watershed rehabilitation area (ha) 0.00 4,444.00 435.00
IGP Morowali IGP Pomalaa
2025 2024 2023 2025 2024 2023
Disturbed land area (ha) Total 342.73 236.43 95.70 Disturbed land area (ha) Total 807.76 364.75 65.20
Accumulative Accumulative
Disturbed land area (ha) 106.30 140.73 95.68 Disturbed land area (ha) 443.01 299.55 30.10
Reclaimed land area (ha) Total 1.42 - - Reclaimed land area (ha) Total - - -
Accumulative Accumulative
Reclaimed land area (ha) 1.42 - - Reclaimed land area (ha) - - -
Watershed rehabilitation area (ha) Total 1,045.00 - - Watershed rehabilitation area (ha) Total 1,953.00 - -
Accumulative Accumulative
Watershed rehabilitation area (ha) 1,045.00 - - Watershed rehabilitation area (ha) 1,953.00 - -
List of Protected Fauna and Flora Species Based on the IUCN Red List[GRI 304-4]
Sorowako Fauna Species and Conservation Status
Local Name Species Name IUCN Conservation Status
Terrestrial Fauna
Anoa dataran rendah Bubalus depressicornis Endangered
Anoa pegunungan Bubalus quarlesi Endangered
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Local Name Species Name IUCN Conservation Status Kuskus beruang Sulawesi Ailurops ursinus Vulnerable Babi rusa Babyrousa celebensis Vulnerable Maleo Macrocephalon maleo Vulnerable Monyet digo Macaca ochreata Vulnerable Monyet hitam tonkean Macaca tonkeana Vulnerable Kangkareng Sulawesi Rhabdotorrhinus exarhatus Vulnerable Julang Sulawesi Rhyticeros cassidix Vulnerable Tarsius Tarsius tarsier Vulnerable Rusa Timor Rusa timorensis Vulnerable Kadalan Sulawesi Rhamphococcyx calyorhynchus Vulnerable Babi Hutan Sus celebensis Near Threatened Elang Alap Kecil Accipiter nanus Near Threatened Kehicap Sulawesi Hypothymis puella Least Concern Serindit sulawesi Loriculus stigmatus Least Concern Cabai Panggu Kelabu Dicaeum celebicum Least Concern Cabai Panggu Kuning Dicaeum aureolimbatum Least Concern Elang Bondol Haliastur indus Least Concern Elang Alap Nipon Accipiter gularis Least Concern Elang Hitam Ictinaetus malayensis Least Concern Alap-alap Sapi Falco moluccensis Least Concern Elang Alap Ekor Total Accipiter trivirgatus Least Concern Elang Ular Sulawesi Spilornis rufipectus Least Concern Elang Tiram Pandion haliaetus Least Concern 172 Sustainability Report 2025
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Local Name Species Name IUCN Conservation Status Tiong Lampu Sulawesi Coracias temminckii Least Concern Kepudang Sungu Biru Coracina temminckii Least Concern Pelatuk Kelabu Sulawesi Mulleripicus fulvus Least Concern Tir-kiring Bukit Prioniturus platurus Least Concern Raja Perling Sulawesi Basilornis celebensis Least Concern Freshwater Fauna Udang lamak merah Caridina lanceolata Critically Endangered Udang biru Caridina loehae Critically Endangered Udang air tawar Caridina holthuisi Endangered Kepiting danau Nautilothelphusa zimmeri Endangered Opudi Telmatherina wahjui Endangered Butini Glossogobius matanensis Near Threatened Opudi Telmatherina abendanoni Near Threatened Opudi Telmatherina antoniae Near Threatened Opudi Telmatherina obscura Near Threatened Opudi Telmatherina opudi Near Threatened Opudi Telmatherina prognatha Near Threatened Udang Merah Sulawesi Ceyx fallax Near Threatened 173 Sustainability Report 2025
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Sorowako Flora Species and Conservation Status
Local Name Species Name IUCN Conservation Status Endemicity
Timboewolo Manilkara celebica Critically
Endangered - Endangered
Archidendron tjendana Endangered
Beilschmiedia gigantocarpa Endangered
Kaloju Xanthostemon confertiflorus Endangered Endemic
Angsana / Cenrana Pterocarpus indicus Endangered
Dengen Celebica Dillenia celebica Endangered Endemic
Agathis Agathis celebica Vulnerable Endemic
Agathis Agathis dammara Vulnerable -
Eboni Diospyros celebica Vulnerable Endemic
Kantong Semar Nepenthes petiolata Vulnerable -
Kayu Mata Kucing Hopea celebica Vulnerable -
Kumea Manilkara fasciculata Vulnerable -
Buri Weinmannia devogelii Near Threatened -
Betao Calophyllum soulattri Least Concern -
Nyato Palaquium obovatum Least Concern -
Bitti Vitex cofassus Least Concern -
Manggis Hutan Garcinia celebica Least Concern Endemic
Tembeuwa Kjellbergiodendron celebicum Least Concern Endemic
Kayu asa Lithocarpus celebicus Least Concern Endemic
Bayur Pterospermum celebicum Least Concern Endemic
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Local Name Species Name IUCN Conservation Status Endemicity
Belimbing Bajo Sarcotheca celebica Least Concern Endemic
Kantong Semar Maksimum Nepenthes maxima Least Concern Endemic
Kantong Semar Bersungut Nepenthes tentaculata Least Concern -
Beluang Eleusine indica Least Concern Endemic
Lokomomo Deplanchea bancana Least Concern -
Dengen Serata Dillenia serrata Least Concern -
Knema Knema matanesis Least Concern Endemic
IGP Morowali Fauna Species and Conservation Status
IUCN Conservation IUCN Conservation
Local Name Species Name Local Name Species Name
Status Status
Bajing Alston Sulawesi Prosciurillus alstoni Near Threatened Todirhamphus chloris Least Concern
Anoa Bubalus sp. Endangered Hirundapus caudacutus Least Concern
Babi hutan Sus celebensis Near Threatened Collocalia esculenta Least Concern
Codot Sulawesi Cynopterus luzoniensis Least Concern Artamus leucorynchus Least Concern
Codot kecil Cynopterus minutus Least Concern Aceros cassidix Least Concern
Cecadu pisang kecil Macroglossus minimus Least Concern Lalage leucopygialis Least Concern
Nyap biasa Rousettus amplexicaudatus Least Concern Caprimulgus celebensis Least Concern
Codot walet Thoopterus nigrescens Least Concern Egretta garzetta Least Concern
Barong besar Hipposideros diadema Least Concern Ptilinopus melanospilus Least Concern
Tomosu besar Miniopterus tristis Least Concern Streptopelia chinensis Least Concern
Spilornis rufipectus Least Concern Treron vernans Least Concern
Nisaetus lanceolatus Least Concern Ducula radiata Least Concern
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IUCN Conservation IUCN Conservation
Local Name Species Name Local Name Species Name
Status Status
Corvus enca Least Concern Edulisoma morio Least Concern
Phaenicophaeus calyorhynchus Least Concern Passer montanus Least Concern
Centropus bengalensis Least Concern Prioniturus platurus Least Concern
Cacomantis merulinus Least Concern Pycnonotus aurigaster Least Concern
Centropus celebensis Least Concern Amaurornis phoenicurus Least Concern
Dicaeum aureolimbatum Least Concern Actitis hypoleucos Least Concern
Dicaeum nehrkorni Least Concern Otus manadensis Least Concern
Dicaeum celebicum Least Concern Scissirostrum dubium Least Concern
Dicrurus hottentottus leucops Least Concern Basilornis celebensis Least Concern
Dicrurus montanus Least Concern Zosterops atrifons Least Concern
Lonchura malacca Least Concern Zosterops chloris Least Concern
Lonchura punctulata Least Concern Eutropis rudis Not Evaluated
Hemiprocne longipenis Least Concern Emoia caeruleocauda Least Concern
Hirundo tahitica Least Concern Emoia astrocostata Not Evaluated
Merops ornatus Least Concern Sphenomorphus nigrolabris Not Evaluated
Hypothymis puella Least Concern Sphenomorphus variegatus Not Evaluated
Culicicapa helianthea Least Concern Eutropis indeprensa Not Evaluated
Nectarinia jugularis Least Concern Eutropis rugifera Not Evaluated
Aethopyga siparaja Least Concern Varanus salvator Least Concern
Anthreptes malacensis Least Concern Gehyra mutilata Not Evaluated
Leptocoma sericea Least Concern Hemidactylus frenatus Least Concern
Oriolus chinensis Least Concern Bronchocela celebensis Least Concern
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IUCN Conservation IUCN Conservation
Local Name Species Name Local Name Species Name
Status Status
Ahaetulla prasina Least Concern Agathis celebica Vulnerable
Psamodynastes pulverulentus Least Concern Dolichandrone spathacea Least Concern
Hypsiscopus plumbea Not Evaluated Trema orientale Least Concern
Duttaphrynus melanostictus Least Concern Casuarina equisetifolia Least Concern
Ingerophrynus celebensis Least Concern Maranthes corymbosa Least Concern
Fejervarya cancrivora Least Concern Terminalia catappa Least Concern
Limnonectes sp. 2 Least Concern Blumea balsamifera Least Concern
Limnonectes inflatus Least Concern Ipomoea pes-caprae Least Concern
Polypedates iskandari Not Evaluated Cyathea celebica Least Concern
Papurana calebensis Least Concern Cyathea contaminans Least Concern
Cycas rumphii Near Threatened
IGP Morowali Flora Species and Conservation Status
Scleria malaccensis Least Concern
IUCN Conservation Dillenia serrata Least Concern
Local Name Species Name
Status
Diospyros celebica Vulnerable
Anacardium occidentale Least Concern
Bridelia tomentosa Least Concern
Buchanania arborescens Least Concern
Hevea brasiliensis Least Concern
Dracontomelon dao Least Concern
Macaranga mappa Least Concern
Mangifera indica Data Deficient
Mallotus paniculatus Least Concern
Mangifera minor Least Concern
Castanopsis acuminatissima Least Concern
Cananga odorata Least Concern
Lithocarpus celebicus Least Concern
Alstonia macrophylla Least Concern
Dicranopteris linearis Least Concern
Alstonia scholaris Least Concern
Imperata cylindrica Least Concern
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IUCN Conservation IUCN Conservation
Local Name Species Name Local Name Species Name
Status Status
Phragmites karka Least Concern Toona sureni Least Concern
Saccharum spontaneum Least Concern Artocarpus elasticus Least Concern
Calophyllum soulatri Least Concern Ficus hispida Least Concern
Leea indica Least Concern Ficus microcarpa Least Concern
Acacia mangium Least Concern Ficus punctata Least Concern
Paraserianthes falcataria Least Concern Ficus septica Least Concern
Archidendron clypearia Least Concern Ficus variegata Least Concern
Cassia alata Least Concern Moringa oleifera Least Concern
Cassia siamensis Least Concern Musa acuminata Least Concern
Dalbergia candenatensis Least Concern Myristica fragrans Data Deficient
Gliricidia sepium Least Concern Kjellbergiodendron celebicum Least Concern
Mimosa pudica Least Concern Psidium guajava Least Concern
Tamarindus indicus Least Concern Syzygium acuminatissimum Least Concern
Lycopodiella cernua Least Concern Nepenthes gracilis Least Concern
Lygodium microphyllum Least Concern Areca catechu Data Deficient
Ceiba pentandra Least Concern Corypha utan Least Concern
Commersonia bartramia Least Concern Metroxylon sago Least Concern
Heritiera littoralis Least Concern Nypa fruticans Least Concern
Hibiscus tiliaceus Least Concern Pandanus odorifer Least Concern
Kleinhovia hospita Least Concern Piper aduncum Least Concern
Dysoxylum gaudichaudianum Least Concern Dacrycarpus imbricatus Least Concern
Toona ciliata Least Concern Podocarpus neriifolius Least Concern
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IUCN Conservation IGP Morowali Fauna Species and Conservation Status
Local Name Species Name
Status
IUCN Conservation
Local Name Species Name
Acrostichum aureum Least Concern Status
Pteris vittata Least Concern Kima raksasa Tridachna gigas Critically Endangered
Bruguiera sexangula Least Concern - Nomorhamphus sagittarius Endangered
Rhizophora apiculata Least Concern Elang perut - karat Lophotriorchis kienerii Near Threatened
Nauclea orientalis Least Concern Pergam hijau Ducula aenea Near Threatened
Melicope lunu-ankenda Least Concern Pungguk oker Ninox ochracea Near Threatened
Lepisanthes alata Least Concern Kangkareng Sulawesi Rhabdotorrhinus exarhatus Vulnerable
Lepisanthes amoena Least Concern Julang emas Sulawesi Rhytyceros cassidix Vulnerable
Nephelium lappaceum Least Concern - Tytthoscincus textus Vulnerable
Palaquium obovatum Least Concern Katak parasut gunung Rhacophorus monticola Vulnerable
Duabanga moluccana Least Concern Kuskus kerdil Sulawesi Strigocuscus celebensis Near Threatened
Sonneratia alba Least Concern Bajing kecil Sulawesi Prosciurillus alstoni Near Threatened
Sonneratia caseolaris Least Concern Codot muka garis Styloctenium wallacei Near Threatened
Cyclosorus interruptus Least Concern Tarsius Tarsius tarsier Vulnerable
Callicarpa tomentosa Least Concern Kuskus beruang Auliurops ursinus Vulnerable
Gmelina arborea Least Concern Bajing Merah Sulawesi Rubisciurus rubiventer Vulnerable
Stachytarpheta jamaicensis Least Concern Monyet Dinggo / Macaca ochreata Vulnerable
Monyet Butung
Vitex pinnata Least Concern
Musang Sulawesi Macrogalidia muschenbroekki Vulnerable
Anoa dataran rendah Bubalus depressicornis Endangered
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09 HUMAN RESOURCES
Number and Percentage of Local Workers
Description 2025 2024 2023
Domestic 907 85% 783 77% 787 83%
International 165 15% 235 23% 163 17%
Total 1,072 100% 1,018 100% 950 100%
Number of Employees by Position and Gender[GRI 405-1]
2025 2024 2023
Position
Male Female Total Male Female Total Male Female Total
Management (L3) 36 4 40 30 4 34 24 3 27
General Manager or Specialist (L2) 106 17 123 112 13 125 104 11 115
Senior Staff or Manager (L1) 488 110 598 473 102 575 402 79 481
Staff 719 154 873 685 155 840 691 131 822
Non Staff 1,275 76 1,351 1,386 78 1,464 1,489 83 1,572
Grand Total 2,624 361 2,985 2,686 352 3,038 2,710 307 3,017
Number of Employees by Age Group
2025 2024 2023
Age Group
Male Female Total Male Female Total Male Female Total
>50 years old 630 35 665 577 28 605 539 23 562
30-50 years old 1,883 263 2,146 1,980 254 2,234 2,059 228 2,287
<30 years old 111 63 174 129 70 199 112 56 168
Grand Total 2,624 361 2,985 2,686 352 3,038 2,710 307 3,017
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Number of Employees by Level of Education
2025 2024 2023
Level of Education
Male Female Total Male Female Total Male Female Total
Doctoral Degree/Equivalent 2 0 2 8 1 9 1 0 1
Master's Degree/Equivalent 67 30 97 68 26 94 56 21 77
Bachelor's Degree/Equivalent 791 224 1,015 769 219 988 700 176 876
Diploma/Equivalent 295 65 360 301 64 365 276 57 333
High School 1,459 42 1,501 1,526 42 1,568 1,657 53 1,710
Junior High School 10 0 10 14 0 14 20 0 20
Grand Total 2,624 361 2,985 2,686 352 3,038 2,710 307 3,017
Number of Employees by Employment Status
2025 2024 2023
Level of Education
Male Female Total Male Female Total Male Female Total
Permanent Employees 2,549 337 2,886 2,607 322 2,929 2,653 280 2,933
Contract Employees 75 24 99 79 30 109 57 27 84
Grand Total 2,624 361 2,985 2,686 352 3,038 2,710 307 3,017
Number of Employees by Position and Gender[GRI 405-1]
2025 2024 2023
Level of Education
Male Female Total Male Female Total Male Female Total
East Bungku 78 21 99 74 19 93 55 16 71
Jakarta 59 43 102 58 35 93 45 25 70
Makassar 11 4 15 5 3 8 3 2 5
Palu 1 0 1 1 0 1 1 0 1
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2025 2024 2023
Level of Education
Male Female Total Male Female Total Male Female Total
Pomalaa 73 26 99 71 29 100 56 21 77
Sorowako 2,402 267 2,669 2,477 266 2,743 2,550 243 2,793
Grand Total 2,624 361 2,985 2,686 352 3,038 2,710 307 3,017
Number of Employees by Citizenship
2025 2024 2023
Level of Education
Male Female Total Male Female Total Male Female Total
Indonesian Citizens (WNI) 2,622 360 2,982 2,683 352 3,034 2,706 307 3,013
Foreign Nationals (WNA) 2 1 3 3 0 4 4 0 4
Grand Total 2,624 361 2,985 2,686 352 3038 2,710 307 3,017
Workforce Diversity and Local Employment[GRI 405-1]
2025 2024 2023
Level of Education
Male Female Total Male Female Total Male Female Total
Persons with Disabilities 74 2.48% 67 2.21% 3 0.10% 2,706 307 3,013
Local Workers 2457 82.31% 2,516 82.82% 2589 85.81% 4 0 4
Number of Indonesian Citizen Contractors by Locality
2025 2024 2023
Level of Education
Male Female Total Male Female Total Male Female Total
Indonesian Citizen (WNI) 20,549 1,953 22,502 12,533 1,500 14,033 10,614 1,239 11,853
Foreign National (WNA) 137 6 143 9 3 12 34 7 41
Grand Total 20,686 1,959 22,645 12,542 1,503 14,045 10,648 1,246 11,894
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Total Working Hours
2025 2024
Level of Education Unit 2023
Sorowako IGP Morowali IGP Pomalaa Total Sorowako IGP Morowali IGP Pomalaa Total
Employee Hour 6,127,468 239,952 197,540 6,564,960 6,280,560 176,040 184,680 6,641,280 6,379,740
Contractors Hour 26,239,164 7,099,302 9,285,380 42,623,846 23,291,155 3,493,111 2,400,986 29,185,252 23,036,374
Total 32,366,632 7,339,254 9,482,920 49,188,806 29,571,715 3,669,151 2,585,666 35,826,532 29,416,114
Work-related Injuries Statistics for Employees and Non-employee Workers 2025[GRI 403-9][SASB EM-MM-320a.1]
2025 2024
Level of Education Unit 2023
IGP IGP IGP IGP
Sorowako Total Sorowako Total
Morowali Pomalaa Morowali Pomalaa
Employees
Total Loss Time Injury # 1 - - 1 - - - - -
Loss Time Injury Frequency Rate
# 0.16 0.00 0.00 0.15 0.00 0.00 0.00 - 0.00
(LTIFR)
Total Recordable Injury # - - - - - - - - -
Total Recordable Injury Frequency
# 0.00 0.00 0.00 0.00 0.00 0.00 0.00 - 0.00
Rate (TRIFR)
Contractors
Total Loss Time Injury # 5 0 0 5 1 0 0 1 4
Loss Time Injury Frequency Rate
# 0.19 0 0 0.12 0.04 0 0 0.03 0.17
(LTIFR)
Total Recordable Injury # 16 3 3 22 9 1 0 10 10
Total Recordable Injury Frequency
# 0.61 0.42 0.32 0.52 0.39 0.29 0 0.34 0.43
Rate (TRIFR)
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2025 2024
Level of Education Unit 2023
IGP IGP IGP IGP
Sorowako Total Sorowako Total
Morowali Pomalaa Morowali Pomalaa
Employees + Contractors
Near Miss Incidents # 53 10 13 76 59 6 1 66 62
Near Miss Frequency Rate # 1.64 1.36 1.37 1.55 2.00 1.64 0.39 1.84 2.11
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POJK IndexTema
Penjelasan [POJK G.4] The POJK index in this report is compiled based on:
• Financial Services Authority Regulation (POJK) Number 51/POJK.03/2017
• Circular Letter of the Financial Services Authority (SEOJK) Number 16/
SEOJK.04/2021
TOPIC PAGE
A Sustainability Strategy
A.1. Sustainability Strategy Explanation
B Sustainability Aspect Performance Overview
B.1. Economic aspects, containing at least:
a. Quantity of production or services sold;
b. Income or sales;
c. Net profit or loss;
d. Environmentally friendly products; and
e. Involvement of local parties related to the Sustainable Finance business process.
B.2. Environmental aspects, containing at least:
a. Energy usage;
b. Reduction of emissions produced;
c. Reduction of waste and effluent; and
d. Conservation of biodiversity.
B.3. Social Aspects
C Company profile
C.1. Vision, Mission and Sustainability Values
C.2. Company's address
C.3. Business Scale, containing at least:
a. Total assets or asset capitalization and total liabilities;
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TOPIC PAGE
b. Number of employees by gender, position, age, education, and employment status;b. Jumlah karyawan menurut jenis kelamin,
jabatan, usia, pendidikan, dan status ketenagakerjaan;
c. Name of shareholder and percentage of share ownership; and
d. Operational area.
C.4. Products, Services and Business Activities Carried Out 21
C.5. Membership of the Association 29
C.6. Significant Changes in Issuers and Public Companies 28
D Directors’ Explanation
D.1. Directors' Explanation 10
a. Policies to respond to challenges in fulfilling sustainability strategies
b. Implementation of Sustainable Finance
c. Target achievement strategy
E Sustainability Governance
E.1. Responsible for Implementation of Sustainable Finance 65
E.2. Competency Development Related to Sustainable Finance 76
E.3. Risk Assessment of Sustainable Finance Implementation 75
E.4. Stakeholder Relations 39
E.5. Problems in the Implementation of Sustainable Finance 68
F Sustainability Performance
F.1. Activities to Build a Culture of Sustainability 35
Economic Performance
F.2. Comparison of Production Targets and Performance, Portfolio, Financing or Investment Targets, Income and Profit and Loss 24
Comparison of Portfolio Targets and Performance, Financing or Investment Targets in Financial Instruments or Projects that are in
F.3. Not relevant
Line with Sustainable Finance
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TOPIC PAGE
Environmental Performance
General Aspects
F.4. Environmental Costs
Material Aspect
F.5. Use of Environmentally Friendly Materials
Energy Aspect
F.6. Amount and Intensity of Energy Used
F.7. Efforts and Achievements of Energy Efficiency and Use of Renewable Energy
Water Aspect
F.8. Water Usage
Aspects of Biodiversity
F.9. Impacts of Operational Areas Near or Located in Conservation Areas or Areas with Biodiversity
F.10. Biodiversity Conservation Efforts
Emission Aspects
F.11. Amount and Intensity of Emissions Generated Based on Type
F.12. Efforts and Achievements in Emission Reduction
Waste and Effluent Aspects
F.13. Amount of Waste and Effluent Generated Based on Type
F.14. Waste and Effluent Management Mechanism
F.15. Spills that Occur (if any)
Environmental Complaints Aspects
F.16. Number and Material of Environmental Complaints Received and Displeasing
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TOPIC PAGE
Social Performance
F.17. Commitment to Provide Equivalent Products and/or Services to Consumers
Employment Aspects
F.18. Equal Employment Opportunity
F.19. Child Labor and Forced Labor
F.20. Regional minimum wage
F.21. Decent and Safe Working Environment
F22. Employee Training and Skill Development
Community Aspects
F.23. Impact of Operations on Surrounding Communities
F.24. Public Complaints
F.25. Environmental Social Responsibility (TJSL) Activities
Responsibility for Sustainable Product/Service Development
F.26. Innovation and Development of Sustainable Financial Products/Services
F.27. Products/Services That Have Been Evaluated for Safety for Customers
F.28. Product/Service Impact
F.29. Number of Products Recalled
F.30. Customer Satisfaction Survey on Sustainable Financial Products and/or Services
G Others
G.1. Written Verification from Independent Party (if any)
G.2. Feedback Sheet
G.3. Response to Previous Year Sustainability Report Feedback
List of Disclosures in Accordance with Financial Services Authority Regulation Number 51/POJK.03/2017 concerning the
G.4.
Implementation of Sustainable Finance for Financial Services Institutions, Issuers, and Public Companies
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GRI Index
Penjelasan Tema
Statement of use PT Vale Indonesia Tbk has reported in accordance with the GRI GRI 1 used GRI 1 : Foundation 2021
Standards for the period January 1-December 31, 2025.
Applicable GRI Sector Standard(s) GRI 14: Mining Sector 2024
NOT LISTED GRI SECTOR
GRI STANDARDS DISCLOSURE LOCATION STANDARD
REQUIREMENTS NOT LISTED REASON EXPLANATION REFERENCE NO.
GRI 2: General 2-1 Organizational details
Disclosures 2021
2-2 Entities included in the organization’s
sustainability reporting
2-3 Reporting period, frequency and contact
point
2-4 Restatements of information
2-5 External assurance
2-6 Activities, value chain and other business
relationships
2-7 Employees
2-8 Workers who are not employees
2-9 Governance structure and composition
2-10 Nomination and selection of the highest
governance body
2-11 Chair of the highest governance body
2-12 Role of the highest governance body in
overseeing the management of impacts
2-13 Delegation of responsibility for managing
impacts
2-14 Role of the highest governance body in
sustainability reporting
2-15 Conflicts of interest
2-16 Communication of critical concerns
2-17 Collective knowledge of the highest
governance body
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NOT LISTED GRI SECTOR
GRI STANDARDS DISCLOSURE LOCATION STANDARD
REQUIREMENTS NOT LISTED REASON EXPLANATION REFERENCE NO.
2-18 Evaluation of the performance of the
highest governance body
2-19 Remuneration policies
2-20 Process to determine remuneration
2-21 Annual total compensation ratio
2-22 Statement on sustainable development
strategy
2-23 Policy commitment
2-24 Embedding policy commitments
2-25 Processes to remediate negative impacts
2-26 Mechanisms for seeking advice and raising
concerns
2-27 Compliance with laws and regulations
2-28 Membership associations
2-29 Approach to stakeholder engagement
2-30 Collective bargaining agreements
GRI 3: Material Topics 3-1 Process to determine material topics
2021
3-2 List of material topics
3-3 Management of biodiversity impacts
GRI 101: Biodiversity 2024 101-1 Policies to halt and reverse biodiversity
14.4.2
loss
101-2 Manajemen dampak keanekaragaman
14.4.3
hayati
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NOT LISTED GRI SECTOR
GRI STANDARDS DISCLOSURE LOCATION STANDARD
REQUIREMENTS NOT LISTED REASON EXPLANATION REFERENCE NO.
All disclosures Irrelevant information PT Vale does not
access genetic
resources or
traditional
knowledge in
its operations.
Therefore, this
101-3 Access and benefit-sharing
indicator is
not considered
relevant in the
context of the
Company’s
operational
activities.
101-4 Identification of biodiversity impacts 14.4.4
101-5 Locations with biodiversity impacts 14.4.5
101-6 Direct drivers of biodiversity loss 14.4.6
101-7 Changes to the state of biodiversity 14.4.7
101-8 Ecosystem services 14.4.8
GRI 201: Economic 201-1 Direct economic value generated and
14.2.2
Performance 2016 distributed
14.2.2
201-2 Financial implications and other risks and
14.9.2
opportunities due to climate change 14.23.2
201-3 Defined benefit plan obligations and other
retirement plans
201-4 Financial assistance received from
14.23.3
government
GRI 202: Market Presence 202-1 Ratios of standard entry-level wage by
14.17.2
2016 gender compared to local minimum wage
202-2 Proportion of senior management hired
14.21.2
from the local community
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GRI STANDARDS DISCLOSURE LOCATION STANDARD
REQUIREMENTS NOT LISTED REASON EXPLANATION REFERENCE NO.
203-1 Infrastructure investments and services
GRI 203: Indirect 14.9.3
supported
Economic Impacts 2016
203-2 Significant indirect economic impacts 14.9.4
GRI 204: Procurement
204-1 Proportion of spending on local suppliers 14.9.5
Practices 2016
GRI 205: Anti-corruption 205-1 Operations assessed for risks related to
14.22.2
2016 corruption
205-2 Communication and training about anti-
14.22.3
corruption policies and procedures
205-3 Confirmed incidents of corruption and
14.22.4
actions taken
GRI 206: Anti-competi- 206-1 Legal actions for anti-competitive
tive Behavior 2016 behavior, anti-trust, and monopoly practices
GRI 207: Tax 2019 207-1 Approach to tax 14.23.4
207-2 Tax governance, control, and risk
14.23.5
managemen
207-3 Stakeholder engagement and
14.23.6
management of concerns related to tax
207-4 Country-by-country reporting 14.23.7
GRI 301: Materials 2016 301-1 Materials used by weight or volume
301-2 Recycled input materials used
301-3 Reclaimed products and their packaging
materials
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GRI STANDARDS DISCLOSURE LOCATION STANDARD
REQUIREMENTS NOT LISTED REASON EXPLANATION REFERENCE NO.
GRI 302: Energy 2016 302-1 Energy consumption within the
14.1.2
organization
302-2 Energy consumption outside the
14.1.3
organization
302-3 Energy intensity 14.1.4
302-4 Reduction of energy consumption
302-5 Reductions in energy requirements of
products and services
GRI 303: Water and 303-1 Interactions with water as a shared
14.7.2
Effluents 2018 resource
303-2 Management of water discharge-related
14.7.3
impacts
303-3 Water withdrawal 14.7.4
303-4 Water discharge 14.7.5
303-5 Water consumption 14.7.6
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GRI STANDARDS DISCLOSURE LOCATION STANDARD
REQUIREMENTS NOT LISTED REASON EXPLANATION REFERENCE NO.
GRI 304: Biodiversity 304-1 Operational sites owned, leased, managed
2016 in, or adjacent to, protected areas and areas of
high biodiversity value outside protected areas
304-2 Significant impacts of activities, products
and services on biodiversity
304-3 Habitats protected or restored
304-4 IUCN Red List species and national
conservation list species with habitats in areas
affected by operations
GRI 305: Emissions 2016 305-1 Direct (Scope 1) GHG emissions 14.1.5
305-2 Energy indirect (Scope 2) GHG emissions 14.1.6
305-3 Other indirect GHG emissions (Scope 3) 14.1.7
305-4 GHG emissions intensity 14.1.8
305-5 Reduction of GHG emissions 14.1.9
305-6 Emissions of ozone-depleting substances
(ODS)
305-7 Nitrogen oxides (NOx), sulfur oxides (SOx),
14.3.2
and other significant air emissions
GRI 306: Effluent and 306-1 Water discharge by quality and
Waste 2016 destination
306-2 Waste by type and disposal method
306-3 Significant spills 14.15.2
306-4 Transport of hazardous waste
306-5 Water bodies affected by water
discharges and/or runoff
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GRI STANDARDS DISCLOSURE LOCATION STANDARD
REQUIREMENTS NOT LISTED REASON EXPLANATION REFERENCE NO.
GRI 306: Waste 2020 306-1 Waste generation and significant
14.5.2
waste-related impacts
306-2 Management of significant waste-related
14.5.3
impacts
306-3 Waste generated 14.5.4
306-4 Waste diverted from disposal 14.5.5
306-5 Waste directed to disposal 14.5.6
GRI 401: Employment 401-1 New employee hires and employee
14.17.3
2016 turnover
401-2 Benefits provided to full-time employees
that are not provided to temporary or part-time 14.17.4
employees
14.17.5
401-3 Parental leave
14.21.3
GRI 402: Labor/
402-1 Minimum notice periods regarding 14.8.2
Management Relations
operational changes 14.17.3
2016
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REQUIREMENTS NOT LISTED REASON EXPLANATION REFERENCE NO.
GRI 403: Occupational 403-1 Occupational health and safety
14.17.4
Health and Safety 2018 management system
403-2 Hazard identification, risk assessment, 14.17.5
and incident investigation 14.21.3
403-3 Occupational health services 14.16.4
403-4 Worker participation, consultation, and
communication on occupational health and 14.16.5
safety
403-5 Worker training on occupational health
14.16.6
and safety
403-6 Promotion of worker health 14.16.7
403-7 Prevention and mitigation of occupational
health and safety impacts directly linked by 14.16.8
business relationships
403-8 Workers covered by an occupational
14.16.9
health and safety management system
403-9 Work-related injuries 14.16.10
403-10 Work-related ill health 14.16.11
GRI 404: Training and 404-1 Average hours of training per year per 14.17.7
Education 2016 employee 14.21.4
404-2 Programs for upgrading employee skills 14.8.3
and transition assistance programs 14.17.8
404-3 Percentage of employees receiving
regular performance and career development
reviews
GRI 405: Diversity and 405-1 Diversity of governance bodies and 14.21.5
Equal Opportunity 2016 employees
405-2 Ratio of basic salary and remuneration of
14.21.6
women to men
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GRI STANDARDS DISCLOSURE LOCATION STANDARD
REQUIREMENTS NOT LISTED REASON EXPLANATION REFERENCE NO.
GRI 406: Non-discrimi- 406-1 Incidents of discrimination and corrective
14.21.7
nation 2016 actions taken
GRI 407: Freedom
407-1 Operations and suppliers in which the
of Association and
ight to freedom of association and collective 14.20.3
Collective Bargaining
bargaining may be at risk
2016
GRI 408: Pekerja anak 408-1 Operations and suppliers at significant
14.18.2
2016 risk for incidents of child labor
GRI 409: Forced or 409-1 Operations and suppliers at significant
Compulsory Labor 2016 14.19.2
risk for incidents of forced or compulsory labor
GRI 410: Security 410-1 Security personnel trained in human rights
14.14.2
Practices 2016 policies or procedures
GRI 413: Local 413-1 Operations with local community
Communities 2016 engagement, impact assessments, and 14.10.2
development programs
413-2 Operations with significant actual and
14.10.3
potential negative impacts on local communities
GRI 414: Supplier Social 14.17.9
414-1 New suppliers that were screened using
Assessment 2016 14.18.3
social criteria
14.19.3
414-2 Negative social impacts in the supply chain
14.17.10
and actions taken
GRI 415: Public Policy
415-1 Political contributions 14.24.2
2016
418-1 Substantiated complaints concerning
GRI 418: Customer
breaches of customer privacy and losses of
Privacy 2016
customer data
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GRI STANDARDS DISCLOSURE LOCATION STANDARD
REQUIREMENTS NOT LISTED REASON EXPLANATION REFERENCE NO.
GRI 14: Mining Sector 2024
14.6 Tailings 14.6.2 Report the tailings disposal methods used
by the organization
14.6.3 List the organization’s tailings facilities,
and report the name, location, and ownership
status, including whether the organization is
the operator.
14.8 Closure and 14.8.4 For each mine site, report whether it:
rehabilitation • has a closure and rehabilitation plan in place;
• is undergoing closure and rehabilitation
activities;
• has been closed and rehabilitated.
14.8.5 For each closure and rehabilitation plan:
• report whether the plan has been approved
by relevant authorities;
• report the dates of the most recent and next
reviews of the plan.
14.8.6 For each mine site, report in hectares:
• total land disturbed and not yet rehabilitated;
• total land disturbed and rehabilitated
(including progressively rehabilitated, if
applicable).
14.8.7 For each mine site, report the estimated
life of the mine (LOM).
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REQUIREMENTS NOT LISTED REASON EXPLANATION REFERENCE NO.
14.8.8 For financial provisions made by the
organization for closure and rehabilitation,
including environmental and socioeconomic
post-closure monitoring and aftercare for mine
sites, report:
• the total estimated closure cost (not
discounted), whether the financial provision
covers the full amount of the current
estimated closure cost, and whether the
financial provision made is in line with the
applicable regulatory requirements, by mine
site;
• the methodology used to calculate the
estimated closure cost;
• financial instruments used or developed to
guarantee adequate financial provisions for
closure and rehabilitation.
14.8.9 Describe non-financial provisions made
by the organization to manage the local
community’ssocioeconomic transition to a
sustainable post-mining economy, including
collaborative efforts, projects, and programs.
14.9 Economic impacts 14.9.6 Report the percentage of workers hired
from the local community at the mine-site level,
broken down by gender, and the organization’s
definition used for ‘local community’.
14.10 Local communities 14.10.4 For each mine site, report:
• the number and types of grievances from
local communities during the reporting
period;
• the percentage of grievances that were
addressed and resolved during the reporting
period;
• the percentage of grievances resolved
through remediation during the reporting
period.
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GRI STANDARDS DISCLOSURE LOCATION STANDARD
REQUIREMENTS NOT LISTED REASON EXPLANATION REFERENCE NO.
14.12 Land and resource 14.12.2 List the mine sites where involuntary
rights resettlement is planned, ongoing, or has taken
place. For each mine site listed:
• report the number of persons who have been
or will be displaced, and a breakdown by
gender;
• describe how peoples’ livelihoods and human
rights are or could be affected and restored.
14.12.3 List the locations of operations where
conflicts or violations of land and resource
rights (including customary, collective, and
informal tenure rights) occurred, and describe
the incidents and the stakeholders whose rights
are or could be affected.
14.15 Critical incident 14.15.3 Report the number of critical incidents
management in the reporting period, describe their impacts,
and actions taken to remediate them.
14.15.4 Report the percentage of mine sites that
have emergency preparedness and response
plans in place, and list the sites that do not.
14.20 Freedom of 14.20.3 Report the number of strikes and
association and lockouts involving 1,000 or more workers lasting
collective bargaining one full shift or longer, and their total duration
in worker days idle.
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GRI STANDARDS DISCLOSURE LOCATION STANDARD
REQUIREMENTS NOT LISTED REASON EXPLANATION REFERENCE NO.
14.22 Anti-corruption 14.22.5 Describe the approach to contract
transparency, including:
• whether contracts and licenses are made
publicly available and, if so, where they are
published;
• if contracts or licenses are not publicly
available, the reason for this and actions
taken to make them public in the future.
14.22.6 Report the following information about
the organization’s beneficial owners, including
joint ventures:
• name, nationality, and country of residence;
• whether they are politically exposed persons;
• level of ownership;
• how ownership or control is exerted.
14.23 Payments to 14.23.8 For minerals purchased from the state or All disclosures relevant information PT Vale does
governments from third parties appointed by the state to sell not purchase
on their behalf, report: minerals from
• volumes and types of minerals purchased; the state so this
• full names of the selling entity and the indicator is not
recipient of the payment; relevant to PT
Vale’s operations.
• payments made for the purchase.
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TOPICS IN APPLICABLE GRI SECTOR STANDARDS THAT ARE DETERMINED TO BE NON-MATERIAL
TOPIC Explanation
This topic is not currently considered material for the Company as there is no official recognition or
national regulation regarding the designation of customary land in the Company’s operational areas.
14.11 Rights of Indigenous Peoples
Nevertheless, the Company remains committed to respecting community rights in accordance with
human rights principles.
PT Vale is not involved in artisanal and small-scale mining (ASM) activities, either directly or through its
supply chain. The Company's operations are conducted entirely on an industrial scale under legitimate
14.13 Artisanal and small-scale mining mining licenses and are subject to strict oversight by the Government of Indonesia. Accordingly, this
topic is not considered material in the context of the Company's operational activities and sustainability
impacts.
PT Vale does not operate in areas classified as conflict-affected or high-risk zones as defined by
international guidelines. All of the Company’s core operations are located in regions that are relatively
14.25 Conflict-affected and high-risk areas stable both politically and socially, and are subject to national legal oversight and protection. Therefore,
this topic is not considered material in the context of relevant sustainability risks and impacts for the
Company.
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Penjelasan
SASB IndexTema
CODE METRIC LOCATION
Greenhouse Gas Emissions
EM-MM-110a.1 Gross global Scope 1 emissions, percentage covered under emissions limiting regulations
Discussion of long- and short-term strategy or plan to manage Scope 1 emissions, emissions
EM-MM-110a.2
reduction targets, and an analysis of performance against those targets
Air Quality
Air emissions of the following pollutants: (1) CO, (2) NOx (excluding N2O), (3) SOx, (4) particulate
EM-MM-120a.1
matter (PM10), (5) mercury (Hg), (6) lead (Pb), and (7) volatile organic compounds (VOCs)
Energy Management
EM-MM-130a.1 (1) Total energy consumed, (2) percentage grid electricity and (3) percentage renewable
Water Management
(1) Total water withdrawn, (2) total water consumed; percentage of each in regions with High or
EM-MM-140a.1
Extremely High Baseline Water Stress
Number of incidents of non-compliance associated with water quality permits, standards and
EM-MM-140a.2
regulations
Waste & Hazardous Materials Management
EM-MM-150a.4 Total weight of non-mineral waste generated
EM-MM-150a.5 Total weight of tailings produced
EM-MM-150a.6 Total weight of waste rock generated
EM-MM-150a.7 Total weight of hazardous waste generated
EM-MM-150a.8 Total weight of hazardous waste recycled
EM-MM-150a.9 Number of significant incidents associated with hazardous materials and waste management
205 Sustainabilty Report 2025
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CODE METRIC LOCATION
Description of waste and hazardous materials management policies and procedures for active and
EM-MM-150a.10
inactive operations
Biodiversity Impacts
EM-MM-160a.1 Description of environmental management policies and practices for active sites
Percentage of mine sites where acid rock drainage is: (1) predicted to occur, (2) actively mitigated, and
EM-MM-160a.2
(3) under treatment or remediation
Percentage of (1) proved and (2) probable reserves in or near sites with protected conservation status
EM-MM-160a.3
or endangered species habitat
Security, Human Rights & Rights of Indigenous Peoples
EM-MM-210a.1 Percentage of (1) proved and (2) probable reserves in or near areas of conflict
EM-MM-210a.2 Percentage of (1) proved and (2) probable reserves in or near indigenous land
Discussion of engagement processes and due diligence practices with respect to human rights,
EM-MM-210a.3
indigenous rights, and operation in areas of conflict
Community Relations
Discussion of process to manage risks and opportunities associated with community rights and
EM-MM-210b.1
interests
EM-MM-210b.2 (1) Number and (2) duration of nontechnical delays
Labour Practices
EM-MM-310a.1 Percentage of active workforce employed under collective agreements
EM-MM-310a.2 (1) Number and (2) duration of strikes and lockouts
Workforce Health & Safety
(1) All-incidence rate, (2) fatality rate, (3) near miss frequency rate (NMFR) and (4) average hours of
EM-MM-320a.1
health, safety, and emergency response training for (a) direct employees and (b) contract employees
206 Sustainabilty Report 2025
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CODE METRIC LOCATION
Business Ethics & Transparency
Description of the management system for prevention of corruption and bribery throughout the
EM-MM-510a.1
value chain
Production in countries that have the 20 lowest rankings in Transparency International’s Corruption
EM-MM-510a.2
Perception Index
Tailings Storage Facilities Management
Tailings storage facility inventory table: (1) facility name, (2) location, (3) ownership status, (4)
operational status, (5) construction method, (6) maximum permitted storage capacity, (7) current
EM-MM-540a.1
amount of tailings stored, (8) consequence classification, (9) date of most recent independent
technical review, (10) material findings, (11) mitigation measures, (12) site-specific EPRP
Summary of tailings management systems and governance structure used to monitor and maintain
EM-MM-540a.2
the stability of tailings storage facilities
Approach to development of Emergency Preparedness and Response Plans (EPRPs) for tailings
EM-MM-540a.3
storage facilities
Activity Metrics
EM-MM-000.A Production of (1) metal ores and (2) finished metal products
EM-MM-000.B Total number of employees, percentage contractors
207 Sustainabilty Report 2025
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Feedback Form [POJK51-G.2]
1. This Sustainability Report provides valuable insights into PTVI’s economic, environmental, social, and governance
performance.
Thank you for taking the time to read the 2025 Sustainability
Report of PT Vale Indonesia Tbk.
2. The data and information disclosed in this report are structured, systematic, and easily understandable
To improve the quality of the report, enhance transparency of our
sustainability performance, and gather input for the preparation
of future reports, we kindly ask you to complete the following 3. The data and information disclosed in this report are complete, transparent, and unbiased.
Feedback Form and return it to us via email, or scan the QR code to
fill it out online.
4. The design, font type, size, color scheme, layout, and images in this report are attractive and easy to read.
Thank you again for your time and support.
5. What are the information(s) in this report that you consider most useful?
Reader’s Profile 6. What are the information(s) in this report that can be improved?
Full Name:
..................................................................................................................................................................................................
Institution/ Company:
7. What information in this report do you think should be included in future reports?
Email:
Category:
..................................................................................................................................................................................................
Thank you for taking the time to provide feedback on this report.
We greatly appreciate your contribution in completing this form.
Please send the completed feedback form via email to:
ptvicommunications@vale.com
208 Sustainability Report 2025
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Feedback Form [POJK51-G.2]
Reader’s Profile
Full Name:
Thank you for taking the time to read the 2025 Sustainability Institution/ Company:
Report of PT Vale Indonesia Tbk.
Email:
To improve the quality of the report, enhance transparency of our Category (checklist box on right):
sustainability performance, and gather input for the preparation
of future reports, we kindly ask you to complete the following
1. This Sustainability Report provides valuable insights into PTVI’s economic, environmental, social, and governance
Feedback Form and return it to us via email, or scan the QR code to
performance.
fill it out online.
Thank you again for your time and support.
2. The data and information disclosed in this report are structured, systematic, and easily understandable
3. The data and information disclosed in this report are complete, transparent, and unbiased.
4. The design, font type, size, color scheme, layout, and images in this report are attractive and easy to read.
5. What are the information(s) in this report that you consider most useful?
Thank you for taking the time to provide feedback on this report.
6. What are the information(s) in this report that can be improved?
We greatly appreciate your contribution in completing this form.
Please send the completed feedback form via email to:
..................................................................................................................................................................................................
ptvicommunications@vale.com
7. What information in this report do you think should be included in future reports?
..................................................................................................................................................................................................
2
209 Sustainability Report 2025
Names mentioned 49 people and organisations named in the text · linked when the evidence is strong
unresolved
person
Vice
· President Director
p.17 ×4
unresolved
org
PT International Nickel Indonesia
p.20
unresolved
org
Indonesia Stock Exchange
p.22
unresolved
org
PT Vale Port
p.23
unresolved
org
PT Kolaka Nickel Indonesia
p.25 ×2
unresolved
org
PT Bahodopi Smelter Nickel Indonesia
p.25
unresolved
org
PT Huali Nickel Indonesia
p.25
unresolved
person
Associate
· Member
p.29
unresolved
org
PT Wahana Kendali Mutu
p.32
unresolved
org
CSR Works International Pte Ltd
p.33
unresolved
org
Ministry of Energy and Mineral Resources Decree No. Chains of Minerals
p.35
unresolved
org
PT Sucofindo
p.49
unresolved
org
Ministry of Energy and Mineral Resources
p.49
unresolved
org
Ministry of Industry Regulation
p.50
unresolved
org
Financial Services Authority
p.54
unresolved
person
F. S. Multhazar
· President Commissioner
p.54 ×2
unresolved
person
Christopher McCleave
· Commissioner
p.54
unresolved
person
Venicius Mendes
p.57
unresolved
org
Ministry of Investment
p.59
unresolved
org
Ministry of Energy
p.60 ×2
unresolved
org
Direktorat Jenderal Pajak
p.65
unresolved
org
Minister of Environment and Forestr Regulation
p.83
unresolved
org
Minister of Agriculture
p.84
unresolved
org
Minister of Environment Regulation
p.85
unresolved
org
IGP Pomalaa. Limited
p.100
unresolved
org
Ministry of Environment and Forestry Regulation
p.101
unresolved
org
Ministry of Environment
p.101
unresolved
org
Ministry of Energy and Mineral Resources. This
p.104
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