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DISCLAIMER The Sustainability Report of PT Bumi Resources Tbk (hereinafter referred to as the “Report”) presents key data and information relevant to stakeholders. The term “BUMI” as used in this Report refers to PT Bumi Resources Tbk, “KPC” refers to PT Kaltim Prima Coal, and “Arutmin” refers to PT Arutmin Indonesia, both of which are subsidiaries of BUMI. In this Report, quantitative data is presented on a comparative basis over three consecutive years, from 2023 to 2025. Tables and charts display numerical data using English-based units and conversion standards, while figures presented within the narrative text may follow either English or Indonesian conventions, depending on the context. This Report also includes disclosures from our previous 2023 Sustainability Report, with certain information updated to reflect the latest conditions. Information relating to Environmental, Social, and Governance (ESG) performance, as well as economic aspects—other than historical facts—may be considered forward-looking statements. Such statements are generally identifiable by the use of terms such as “vision,” “believe,” “expect,” “plan,” “commit,” “continue,” and similar expressions. These forward-looking statements are based on current assumptions, expectations, beliefs, opinions, plans, and objectives, which may result in actual outcomes differing materially from those expressed. While reasonable efforts have been made to ensure the accuracy of the information presented, the Company cannot guarantee that actual results will fully align with the stated expectations.
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TABLE OF CONTENTS
BUMI’s Governance Structure 58
FOREWORD FROM THE PRESIDENT 6
DIRECTOR Board of Governance Diversity 60
2025 SUSTAINABILITY COMMITMENT 8 Manage Sustainability and Climate Related Risks 61
and Opportunities
2025 SUSTAINABILITY COMMITMENT 12 BUMI Sustainability Reporting Team 62
HIGHLIGHTS
Mechanism for Discussing Sustainability Risks 62
and Opportunities With the Governance Body
SUSTAINABILITY REPORT 2025 18 Development of Competencies of Governance 63
Bodies Related to Sustainable Finance
Sustainability Milestone 2025 24 Risk Management System 64
Sustainability Reporting 26 Code of Conduct “The Way We Do Business” 72
(Version 4.0)
Ensuring Reporting Credibility 26
Communication of Important Issues 74
Restatement of Information 26
Interaction With Stakeholders 74
Material Topics Determination Process 27
List of Material Topics and Report Boundaries 28 ECONOMIC PERFORMANCE 78
Contact Point 36
Management of Material Topics 80
BUMI AT A GLANCE 37 Operational Performance 81
Economic Value for Stakeholders 85
Company Information 38 Support for Anticorruption and Antifraud 86
Vision, Mission and Corporate Values 39 Contribution and Payment to Government 87
Internalization and Implementation of the Code 41 Empowering Local Suppliers 87
of Conduct in Company Operations
Application of The Sustainability Concept to 89
Speak Up System as Mechanism for Seeking 42 Suppliers
Advice and Raising Concerns
Customer Complaint Handling 90
Shareholders Composition 44
Subsidiaries Business Units 45 HUMAN RESOURCES DEVELOPMENT 92
PERFORMANCE
Company Scale 46
Mining Location 47 Management of Material Topics: Human 94
Resources Development
Company Supply Chain 48
Compliance with National and Global Labor 95
Membership in Associations 50 Regulations
Award and Appreciation 51 Child Labor and Forced Labor 96
Human Resource Perfomance 96
BUMI’S SUSTAINABILITY GOVERNANCE 57
Recruitment and Employee Turnover 103
BUMI Governance Policies and Procedures 58 Competency Development and Innovation 108
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Employee Remuneration, Benefits and 114 Minimization of Environmental Impacts with 173
Performance Assessment Reclamation and Revegetation of Post-Mining
Land and Biodiversity Conservation
Fostering Harmonious Industrial Relations 117
Management and Utilization of Waste 185
HUMAN RIGHTS RESPECT PERFORMANCE 120 Environmental Complaint Mechanism 192
Management of Material Topics 122 STRENGTHENING CLIMATE 194
RESILIENCE
Human Rights Policy 123
Human Rights Due Diligence Mitigation and Adaptation to Climate Change 196
123
Impacts
Human Rights Activities In 2025 125
Strategy and Risk Management Pillar 197
Respect for Human Rights in Business Agreement 126
Metrics and Targets 202
Grievance Mechanism 127
SUSTAINABLE COMMUNITY DEVELOPMENT 204
OCCUPATIONAL HEALTH AND SAFETY 130 AND EMPOWERMENT
PERFORMANCE
Management of Material Topics: Community 206
Management of Material Topics 132 Development and Empowerment
Occupational Health and Safety Management 133 Pillars of Community Development and 207
System Empowerment (CDE) Program
The Safety of Business Partners 134 Compliance With Governmental Regulations 211
OHS Hazard Identification, Risk Assessment, and 134 Community Development and Empowerment 212
Incident Investigation (CDE) Performance
OHS Aspects in Collective Labor Agreements BUMI Community Development and 212
138
Empowerment (CDE) Program 2025
Occupational Health Services 139 KPC Community Development and 216
OHS Organizational Structure 141 Empowerment (CDE) Program 2025
Arutmin Community Development and 227
OHS Training and Emergency Preparedness 145 Empowerment (CDE) Program 2025
OHS Performance 147 Land and Resource Rights 238
Community Grievance Mechanism 240
ENVIRONMENTAL MANAGEMENT 150
PERFORMANCE Relevant SDGs for the Coal Sector 240
Management of Material Topics 152 GRI Content Index 242
Environmental Management System 153 POJK NO.51/POJK.03/2017 Standard Index 254
Energy Management 153 IFRS S1 & S2 Content Index 258
Energy Management in Mining Operations 158 SASB Content Index 264
GHG Emissions Footprint 160 Independent Assurance Statement 266
Air Emissions Management 166 Feedback Form 268
Water Conservation 167 Response to Feedback on the Previous Year’s 269
Sustainability Report
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources 6 Sustainability Report 2025 PT BUMI Resources Tbk
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FOREWORD
01
(2-22) (POJK51-A.1) (POJK51-D.1) (POJK51-E.5)
ADIKA NURAGA BAKRIE
PRESIDENT DIRECTOR/CEO
The year 2025 was an important
period for us and the entire team at
PT Bumi Resources Tbk (BUMI) as we
navigated the dynamic challenges
of the coal industry. In this situation,
the Company has maintained
the resilience of its core business
while strengthening its position in
strategic commodities that will play
an important role in the industry
going forward. We now place
sustainability at the core to ensure
robust, responsible, and long-term
business growth.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources FOREWORD FROM THE PRESIDENT DIRECTOR/CEO (202-1) (405-2) (POJK51-F.20) Dear valued stakeholders, On behalf of the Board of Directors, we express our appreciation for the continued trust and support extended to PT Bumi Resources Tbk throughout 2025. This year marked an important phase for BUMI as we strengthened the resilience of our core coal operations while advancing our long-term diversification strategy. As BUMI expands across commodities and jurisdictions, sustainability is becoming a more practical management discipline. In 2025, we focused on stronger ESG governance, climate readiness, safety performance, community impact, and the systems needed to support future minerals growth. This deepening commitment includes preparation for phased, early adoption of IFRS S1 and IFRS S2 in 2026, supporting stronger risk management across the Group, our investors and stakeholders. COMMITMENT AND VALUES OF SUSTAINABILITY For BUMI, sustainability is embedded in how we manage operations and create long-term value. Our approach integrates economic performance with environmental management, respect for human rights, workforce safety, and contributions to communities. This commitment is reflected in ESG performance improvements implemented during 2025, including stronger safety management through leading indicators, rainfall and climate resilience planning for operational continuity, progressive reclamation linked to biodiversity outcomes, and a sharper focus on measurable investment impact on the communities communities we partner with. As the Company pursues diversification, sustainability will become a core operational discipline that supports risk management, business continuity, investor confidence, and long-term performance. RESPONSE TO SUSTAINABILITY CHALLENGES The coal industry continues to face structural and market challenges, including commodity price volatility and the finite nature of resources. In response, BUMI remains focused on maintaining optimal production levels over the next 10 to 15 years through operational efficiency, resource optimization, and responsible mining practices. At the same time, the Company has advanced its business diversification strategy. In 2025, BUMI entered the Australian mineral mining sector through the acquisitions of Wolfram Limited and Jubilee Metals Limited. This supports the Company’s objective to build a more resilient and diversified portfolio. Critical minerals such as copper play an important role in supporting the development of clean energy infrastructure and global electrification value chains. As diversification advances, BUMI is strengthening ESG governance, risk management, and operating standards across different commodities and jurisdictions. 8 Sustainability Report 2025 PT BUMI Resources Tbk
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SUSTAINABILITY ACHIEVEMENTS 2025
Throughout 2025, BUMI continued to deliver sustainability performance through structured systems, measurable
targets, and operational improvements. The Company’s achievements reflect progress in governance,
economic resilience, environmental management, occupational safety, community development, and climate
readiness.
Together, these improvements demonstrate how BUMI is moving sustainability from reporting into practical
management systems that support both current operations and planned portfolio diversification.
GOVERNANCE PERFORMANCE ACHIEVEMENTS
In 2025, BUMI received the Best Rights and Equitable Treatment of Shareholders award at the IICD Awards 2025,
reflecting the Company’s commitment to protecting shareholders’ rights and interests fairly and transparently.
In addition, BUMI also received the Indonesia Excellence Good Corporate Governance Ethics in Implementing
ESG Strategies for Sustainable Business Operations award in the Energy and Mining category at the Indonesia
Excellence Good Corporate Governance Awards 2025, which affirms the Company’s success in integrating ESG
principles into its business and operational strategies.
The Company maintained robust business ethics through the Code of Conduct, anti-corruption policies, and
the Speak-Up System. Governance improvements also support the Company’s ability to manage a broader
portfolio and meet higher investor expectations.
ECONOMIC PERFORMANCE ACHIEVEMENTS
Throughout 2025, PT Bumi Resources Tbk recorded positive economic performance amid volatility in global
coal prices. The Company achieved production of 74.8 million tons, an increase of 0.2% compared to the
previous year, with sales volume reached 74.6 million tons. The Company recorded revenue of USD1,424.8
million and profit for the year of USD122.3 million, representing a 5% increase in revenue and a 36% increase in
net profit. This performance reflects the effectiveness of operational strategies, disciplined cost management,
and continued focus on business resilience.
To strengthen its capital structure and support sustainable growth, the Company issued Shelf-Registered
Bonds I in three phases during 2025: Phase I totaling IDR350 billion, Phase II totaling almost IDR762 billion,
and Phase III totaling IDR780 billion. These issuances demonstrate prudent long-term financing management
while strengthening investor confidence in the Company’s business prospects.
The Company also contributed to national revenue through tax payments of USD271.7 million and received
recognition as the Largest Tax Contributor from the Special Jakarta Regional Tax Office. This achievement
confirms the Company’s commitment to compliant and transparent business practices.
Beyond direct fiscal contributions, BUMI created wider economic value through employment, partnerships
with national contractors, local supplier development, and economic activity around operational areas. The
Company continues to prioritize local procurement as part of its contribution to regional economic resilience
and inclusive growth.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources This performance strengthens the Company’s financial position and supports continued investment in operational improvements, sustainability initiatives, and strategic diversification. ENVIRONMENTAL AND OCCUPATIONAL SAFETY ACHIEVEMENTS In 2025, BUMI moved beyond conventional environmental management toward a more performance-driven approach. The Company strengthened energy efficiency, GHG emissions reduction, progressive reclamation, biodiversity management, and climate resilience as practical levers to improve operational performance, strengthen transparency, and support the ESG systems required for a more diversified portfolio. Throughout 2025, KPC recorded a GHG emissions reduction of 923,460.73 tCO2e, significantly exceeding its target of 213,480.10 tCO2e and representing a 22% increase compared to the 2024 achievement of 754,884.68 tCO2e. Arutmin achieved a reduction of 132,637 tCO2e, slightly surpassing its target of 130,032 tCO2e. These achievements were driven by improved fuel consumption efficiency, operational optimization, and revegetation programs that contributed to carbon sequestration. A significant contribution to GHG emissions reduction came from energy efficiency improvements at KPC and Arutmin, which reached 1.3 million GJ and 0.5 million GJ, respectively. These improvements were supported by equipment optimization, enhanced fuel efficiency, and the use of belt conveyors as a more energy-efficient alternative to haul trucks. Notably, in 2025, BUMI began laying the groundwork for more disciplined climate risk management and future IFRS-aligned disclosure. The Company strengthened its climate risk methodology, data readiness, and governance framework to support phased early adoption of IFRS S1 and IFRS S2 in 2026. This included developing a clearer operational baseline for rainfall impacts, reviewing nowcasting trials, and establishing the basis for more practical climate adaptation measures in mine planning and production management. The Company established a Rainfall Resilience Task Force to evaluate rainfall detection and nowcasting technology, with the objective of improving production planning, reducing weather-related downtime, and strengthening operational safety. These steps mark an important shift from climate risk disclosure toward operational decision-making. BUMI advanced the quality of its reclamation and biodiversity management in 2025. Moving beyond hectare- based compliance reporting, the Company began linking land restoration more directly to ecosystem recovery, vegetation survival, habitat restoration, erosion control, and post-mining closure assurance. This is reflected in KPC’s commitment to biodiversity, which accounts towards closure assurance and ecosystem recovery. Its value lies not only in species counts or conservation activities, but in demonstrating how reclaimed and protected areas can support habitat recovery, ecological stability, and long-term post- mining land outcomes. As of December 2025, KPC had rehabilitated 1,277.29 hectares of land, while Arutmin had reclaimed 328.97 hectares. This provides a stronger basis for demonstrating how reclamation contributes to long-term land stability, biodiversity outcomes, and responsible mine closure. Occupational health and safety remain a priority for BUMI. In 2025, the Company took steps to improve the transparency of its preventive safety culture through the disclosure of broader proactive safety reporting across all business units. During the reporting period, KPC recorded 6,216 proactive safety reports and Arutmin recorded 19,191, bringing BUMI’s total to 25,407 reports. 10 Sustainability Report 2025 PT BUMI Resources Tbk
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This demonstrates a maturing safety culture that encourages employees and contractors to report near
misses, potential hazards, traffic-related violations, and unsafe behaviour observations before they develop
into incidents. These reports demonstrate BUMI’s broader preventive safety reporting methodology, capturing
not only near misses but also potential hazards, traffic-related violations, and unsafe behaviour observations.
This wider reporting base provides a stronger view of operational risk and supports earlier intervention before
incidents occur.
The Company will continue to evaluate and strengthen follow-up quality, trend monitoring, corrective action
effectiveness, workforce competency, and safety discipline so that stronger reporting leads to measurable
improvements in safety performance.
SOCIAL PERFORMANCE ACHIEVEMENTS
The Company continued to strengthen social performance through community development, human capital
investment, and respect for human rights.
In 2025, the Company allocated USD7,049,202 to Community Development and Empowerment programs.
These programs supported education, local economic development, MSME capacity, skills development, and
community resilience.
BUMI is also strengthening how community investment programs, including PPM programs, are assessed,
moving beyond expenditure and activity reporting toward clearer outcome indicators, including local economic
participation, livelihoods, skills, and social resilience.
OPPORTUNITIES AND PROSPECTS
The Company views the coming years as a strategic period to strengthen business resilience while preparing
for long-term transformation. BUMI will maintain responsible and efficient coal operations as a core foundation
of cash flow, energy supply, and national economic contribution, while progressively developing a more
diversified natural resources portfolio.
Based on the approved 2026 Work Plan and Budget (RKAB), coal production targets have been set at 53.5
million tons for KPC and 20 million tons for Arutmin, providing a foundation for medium-term operational and
financial stability.
At the same time, BUMI is accelerating diversification into mineral commodities, copper, gold, silver, and bauxite,
and advancing downstream opportunities. These commodities are relevant to electrification, infrastructure,
and low-carbon technologies, and support the Company’s ambition to build a more resilient portfolio across
different commodities and jurisdictions.
This diversification requires stronger ESG systems. BUMI’s 2025 improvements in climate risk governance, IFRS
S1 and S2 readiness, rainfall resilience, proactive safety reporting, reclamation, biodiversity management, and
community impact measurement provide the foundation for managing this broader portfolio responsibly.
Through this approach, BUMI aims to protect value from its core operations, strengthen investor confidence,
and build the capabilities required to operate as a diversified, responsible, and adaptive natural resources
company.
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CLOSING
Lastly, on behalf of the Board of Directors of PT Bumi Resources Tbk, we thank our employees, business units,
partners, government institutions, communities, and stakeholders for their trust, support, and collaboration
throughout 2025.
This year marked an important step in BUMI’s business transformation. We strengthened the resilience of our
core operations, advanced sustainability performance, and began building the capabilities required for a
more diversified portfolio.
As we move forward, stakeholders can expect continued progress as BUMI strengthens ESG governance,
climate readiness, operational discipline, and portfolio diversification. We will continue to manage our business
responsibly, create long-term value for shareholders, contribute to national development, and support
environmental and community outcomes.
Jakarta, April 2026
ADIKA NURAGA BAKRIE
President Director
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources 2025 Sustainability Commitment Highlights Business Diversification In 2025, BUMI advanced its business transformation by improving resilience in core coal while expanding into metals and minerals aligned with future industrial and energy transition demand. Coal remains an important foundation of the Company’s operating performance and cash flow. At the same time, BUMI recognizes that long-term value creation requires a broader portfolio, stronger ESG governance, and the capability to operate across different commodities and jurisdictions. The acquisitions of Wolfram Limited and Jubilee Metals Limited mark BUMI’s entry into the Australian mineral mining sector and represent a strategic move towards copper and other mineral commodities. These assets are a first step in realizing the Company’s ambition to become a more diversified natural resources group, with exposure to commodities relevant to electrification, infrastructure, and the global energy transition. Concurrently, BUMI improved the quality of ESG management in its core coal operations by linking safety reporting, community impact, rainfall resilience, reclamation, and biodiversity management more directly to operational continuity, social licence, and closure assurance. Wolfram Limited 14 Sustainability Report 2025 PT BUMI Resources Tbk
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Strengthening ESG Across a Diversified
Portfolio
BUMI’s expansion into Australia introduces new operating conditions, regulatory expectations, and stakeholder
requirements. As the Company diversifies across commodities and jurisdictions, its ESG approach is also
broadening: from managing compliance within established Indonesian coal operations to applying more
systematic ESG risk management across new assets, regulatory settings, and stakeholder contexts.
This means embedding disciplined standards for environmental management, cultural heritage, rehabilitation,
biodiversity, land disturbance, stakeholder engagement, and mine closure into operational planning and
Group-level risk management from the early stages of asset development.
This approach builds on ongoing improvements across the Group, including stronger proactive safety reporting,
greater focus on community development outcomes, progressive reclamation, biodiversity management, and
more proactive climate-related risk governance.
Through this approach, BUMI is building the capability to manage a diversified, multi-jurisdictional mining
portfolio while maintaining responsible performance in its core Indonesian operations.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources 2025 SUSTAINABILITY COMMITMENT ECONOMIC ASPECT (POJK51-B.1) Coal Sales Revenues (in million ton) (in million USD) 2025 74.6 2025 1,424.77 2024 74.7 2024 1,359.7 2023 78.7 2023 1,679.9 Net Income Payments to Government (in million USD) (in million USD) 2025 122.3 2025 529.6 2024 90.13 2024 577.37 2023 26.9 2023 813.25 Coal Production Coal Production (in million ton) (in million ton) KPC Arutmin 2025 53.5 2025 21.4 2024 55 2024 19.5 2023 53.5 2023 23.8 16 Sustainability Report 2025 PT BUMI Resources Tbk
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ENVIRONMENTAL ASPECT (POJK51-B.1)
Description Unit 2025 2024 2023
KPC GJ 30,065,307 33,328,609 38,572,760*
Energy
Consumption
Arutmin GJ 7,543,687 6,821,211 7,435,660
KPC GJ 1,294,784 1,889,713 2,539,088*
Energy Efficiency
Arutmin GJ 498,396 495,165 461,869
KPC Ton CO2e 2,770,759 3,070,697** 3,740,064**
Total GHG
Emission
Arutmin Ton CO2e 618,445 506,317 561,968
KPC Ton CO2e 923,461 754,885*** 771,449***
GHG Emission
Reduction
Arutmin Ton CO2e 132,637 130,039 120,639
* Restating information due to improved calculations.
** Restating information due to improved calculations.
*** Restating information due to an increase in emissions resulting from land clearing in 2023 and 2024
Environmentally Friendly Initiatives (POJK 51-F.5)
A total of 4,279 ton of fly ash and bottom
A total of 136 unit electric vehicles are used
ash were reused as raw materials for the cover
for coal and overburden hauling as part of the
layer of Potential Acid-Forming (PAF) materials
Company’s efforts to reduce greenhouse gas
as part of sustainable waste management
emissions from fossil fuel–powered vehicles.
efforts.
SOCIAL ASPECT (POJK51-B.3)
Description Unit 2025 2024 2023
Payment of KPC Billion Rp 83.27 75.61 75.29
Community
Development
Program Arutmin Billion Rp 29.84 32.43 29.88
Total Training KPC Hours 21,572 151,190 94.460
Hours
for Employees Arutmin Hours 11,650 17,779 22,113
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SUSTAINABILITY REPORT
2025
The 2025 Sustainability Report was prepared as part of the
Company’s commitment to transparently and responsibly
communicate its performance in managing economic, social,
and environmental impacts. The report reflects the Company’s
continuous efforts to strengthen governance, enhance the
quality of decision-making, and ensure that operational
practices are implemented in accordance with sustainability
principles. During the reporting year, the Company prioritized
reinforcing the foundation of its sustainability approach by
aligning material topics with their stakeholder impacts and
financial relevance. This approach underpins the continued
relevance of the sustainability strategy while supporting
long-term value creation amid industry developments and
evolving stakeholder expectations.
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SUSTAINABILITY REPORT 2025
The 2025 Sustainability Report marks the tenth edition published by PT Bumi Resources Tbk as part of its
accountability for managing the economic, social, environmental, and governance impacts arising from its
operational activities and business relationships. This report documents the Company’s journey throughout the
reporting year in strengthening its sustainability foundation amid the evolving dynamics of the mining industry
and rising stakeholder expectations. Through this report, we present not only our performance achievements,
but also our approach, decision-making processes, and continuous efforts to ensure that business growth
remains aligned with sustainability principles and long-term value creation.
The preparation of the 2025 Sustainability Report refers to applicable laws and regulations, as well as nationally
and internationally recognized sustainability reporting standards, including POJK No. 51/POJK.03/2017, GRI
Standards 2021 (in accordance), IFRS S1 and S2, the SASB Coal Sector Standard, and the ASEAN Exchanges
Common ESG Metrics. Throughout the reporting process, we have sought to ensure the integration of
sustainability impacts and risks into the Company’s business strategy and performance management. For
ease of reference, the terms “BUMI,” “the Company,” “we,” and “our” are used to refer to PT Bumi Resources Tbk,
while “Arutmin” and “KPC” denote the main business units. As part of our commitment to transparency and
continuous improvement, a Feedback Sheet is provided at the end of the report to encourage dialogue and
stakeholder input.
As part of its integrated performance direction, BUMI has established its 2025 sustainability strategy targets,
reflecting a balance between operational excellence, business transformation, and strong governance. The
targets are outlined as follows: (POJK51-A.1)
1. Coal production of 80 million metric tons, comprising 54 million metric tons from PT Kaltim Prima Coal
(KPC) and 26 million metric tons from PT Arutmin Indonesia;
2. Acceleration of coal production system digitalization across the entire value chain, from mining to port;
3. Delivery of coal with optimal quality, on-time performance, zero customer complaints, and timely
receipt of payments in accordance with contract terms;
4. Achievement of the groundbreaking milestone for coal downstream projects as part of the value-
added strategy;
5. Maintenance of regulatory compliance to avoid contract breaches, penalties, and legal risks; and
6. Achievement of excellence in Environmental, Social, and Governance (ESG) performance to support
corporate actions and meet stakeholder expectations.
These targets reflect BUMI’s current focus on maintaining operational performance while strengthening the
governance, systems, and capabilities needed to support longer-term business transformation.
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SUSTAINABILITY POLICY
(202-1) (405-2) (POJK51-F.20)
BUMI, as one of Indonesia’s leading energy and coal companies, recognizes that contributing
to the SDGs is a responsibility shared by all companies. In line with this commitment, BUMI is
dedicated to preserving the environment, ensuring employee safety, enhancing community welfare,
upholding human rights, and safeguarding the well-being of present and future generations.
The Company’s Sustainability Policy guides its programs and initiatives in advancing the SDGs.
Further details regarding the Sustainability Policy can be accessed through the following link:
https://www.bumiresources.com/id/sustainability#policy
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SUSTAINABILITY MILESTONE 2025
Key highlights of the Company’s sustainability strategy featured in this report include:
01
Cybersecurity Performance: Cyber Resilience Maturity
Assessment (CRMA)
Strengthening cyber risk governance forms an integral part of the Company’s ESG agenda. As a concrete
step, the Company initiated a Cyber Resilience Maturity Assessment (CRMA) through a kick-off meeting
on November 9, 2023. This initiative aims to identify critical functions and ensure their protection against
potential cyber threats. The CRMA is conducted independently by a leading international consultant over
a three-month period.
The assessment evaluates the Company’s operational resilience across five key dimensions: identification
of critical assets and processes, implementation of protective measures, incident detection capabilities,
response readiness to mitigate impacts, and recovery mechanisms to restore affected services.
The evaluation is based on the National Institute of Standards and Technology (NIST) framework for
critical infrastructure cybersecurity, which also provides maturity level measurements as a foundation for
continuous improvement.
Maturity Score Maturity Score Characteristics
1 Initial There are no controls or plans in place, or very few
Base practice of the control are generally performed on an ad hoc basis. There is general
2 Developing agreement within the organization that identified actions should be performed, and they
are performed when required
Controls are planned, implemented, tracked, and reported on defined practices and
3 Defined
governance
Controls are planned, implemented, tracked, and reported. In addition, practices
4 Matured are repeatable, and the processes used are mature: documented, approved, and
implemented organization-wide
Controls are implemented, processes are highly matured, practices mastered over several
5 Visionary
years, adaptive and quantitatively measured (industry leading)
The resulting CRMA report and recommendations serve as a key reference for developing the Company’s
cybersecurity capability roadmap. Achieving an adequate level of cyber maturity is considered critical—
not only to safeguard operations, but also to support the Company’s broader digital transformation
agenda aimed at enhancing efficiency and overall performance.
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02
Adoption of industrial technology 4.0./
digitalization
Digital transformation has become a core pillar in sustaining BUMI’s competitiveness
and long-term business resilience. In an increasingly dynamic technological landscape,
the Company’s IT strategy is designed not only to support daily operations but also to
drive efficiency and strengthen business continuity. The adoption of COBIT 2019-based
governance ensures that digital initiatives are fully integrated into business processes and
deliver measurable value, supported by continuous risk evaluation.
This year’s digital focus centers on strengthening infrastructure, optimizing core business
processes, and enhancing technological resilience, all of which contribute directly to
operational efficiency and compliance with industry standards.
A more robust technology foundation has been established through data center
modernization and network upgrades, improving system reliability and minimizing
operational disruptions. The establishment of a 24/7 IT operations center further ensures
continuous monitoring, rapid incident response, and stability across IT and operational
technology (OT) systems.
On the operational front, integrated digital platforms enable real-time monitoring across
business functions, from production to supporting units. The use of artificial intelligence (AI)
and data analytics generates timely and accurate insights, while sensor-based systems
enhance safety and compliance by identifying potential risks at an early stage.
Financial functions have also been transformed through digital systems that enhance
transparency, improve budget control accuracy, and increase cost efficiency. A data-
driven approach supports more informed and predictive financial decision-making.
In human capital management, the migration to cloud-based platforms has fostered
greater agility, enabling faster collaboration and more flexible data access. Digital
performance management systems further support timely feedback and continuous
employee development.
These initiatives are reinforced by a comprehensive technology resilience strategy, including
real-time security monitoring, strengthened digital infrastructure, and the adoption of
best practices in IT risk management. Through this approach, BUMI ensures that potential
disruptions are swiftly detected and managed without compromising business continuity.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources SUSTAINABILITY REPORTING (2-3) The BUMI Sustainability Report is published annually. This 2025 Sustainability Report contains information on sustainability performance for the period 1 January – 31 December 2025. The sustainability report period is in line with the financial reporting period contained in the 2025 Annual Report. ENSURING REPORTING CREDIBILITY The reliability of information forms the foundation of BUMI’s sustainability reporting. To maintain accuracy and strengthen stakeholder confidence, the Company has consistently engaged independent assurers over the past five years to review the quality of its disclosures. During the current reporting period, the assurance process was conducted by Moores Rowland, which was appointed with the approval of the Board of Directors, and selected for was appointed with the approval of the Board of Directors, selected for its experience, capabilities, and independence. The Independent Assurance Report can be found on page 266 of this report. RESTATEMENT OF INFORMATION (2-4) The Company refined its measurement approach in this reporting year, so some historical data—particularly related to energy consumption and intensity and Scope 1 GHG emissions calculations—are restated using the updated methodology. At the same time, the format and grouping of information in the environmental, social, and governance sections have been aligned with the SASB Coal Sector, IFRS S1 & S2, and ASEAN Exchanges Common ESG Metrics frameworks to improve the consistency and comparability of disclosures. 24 Sustainability Report 2025 PT BUMI Resources Tbk
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MATERIAL TOPICS DETERMINATION
PROCESS (2-4) (3-1)
We have refined the process of determining material topics in this 2025 Sustainability Report by applying the
principle of double materiality. We not only assess how operational activities affect environmental and social
aspects, but also how environmental and social dynamics shape the Company’s risks, opportunities, and
financial resilience. This approach helps us understand the relationship between sustainability and business
performance more comprehensively, so that the strategies developed remain relevant and adaptive in facing
short-, medium-, and long-term challenges.
The determination of material topics and report content is carried out in several stages involving senior
executives, namely the Heads of Risk Management, GCG, and Sustainability. (2-14)
1 Identification
We process various sources to ensure that the determination of material topics is comprehensive and
evidence-based. This process utilizes trends in community and employee complaints recorded in the
grievance logbook, findings from the 2022 and 2023 human rights due diligence assessments, the results
of social and environmental impact assessments, and social mapping in the area of operations. We
also include developments and strategic issues in the coal sector so that the material topics identified
truly reflect the risks, opportunities, and key concerns of stakeholders.
2 Assessing the Significance of the Impacts
Based on the mapping of actual and potential impacts on environmental and social aspects, we then
formulated the materiality aspects in a structured manner. We divided them into two dimensions,
namely impact materiality, which reflects the influence of the Company’s activities on the environment
and society, and financial materiality, which describes how these issues can affect the Company’s
business performance and resilience.
3 Data and Information Validation
We then verify the accuracy and consistency of the data, review the information collected, and ensure
that all supporting documents are available and adequate before being used in the reporting process.
4 Internal Review
To conclude the process, we review the entire substance of the report through an internal review to
gather feedback and recommendations for improvement. Each piece of feedback is then followed
up by the sustainability reporting team to enhance the quality of disclosure. Overall, the process of
determining the content of BUMI’s Sustainability Report can be described as follows:
Sustainability Contexts Materiality Completenes Stakeholders
Engagement
1 2 3 4
Identification Priority Validation Review
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LIST OF MATERIAL TOPICS AND REPORT
BOUNDARIES
(2-2) (3-2)
We have determined that the material topics for the 2025 Sustainability Report will remain the same as the
previous year, as there have been no significant changes to our impact profile or stakeholder priorities. In this
process, we have referred to the Coal Sector Standards, the results of our human rights due diligence, and input
obtained through stakeholder questionnaires. The following is a list of material sustainability topics for 2025:
Time Horizon
Short Term Medium Term Long Term
Within 0-5 years Within 5-10 years More than 10 years
Category
I/R: Impact/Risk (Dampak/Risiko) O: Opportunities
Potential/
Sustainability Topics Category Management of Impact Time Horizon
Actual Impact
Environment
• Realizing coal
downstreaming
into methanol and
ammonia.
• Develop Emission
Transition risks include Reduction roadmap
hampered access and targets.
Short, medium
Climate Change I/R to credit, increased • Keeping up to date
and long term
insurance premiums, with developments
and carbon taxes. in carbon pricing
regulations.
• Provide training on
relevant functions
to achieve Net Zero
targets.
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Potential/
Sustainability Topics Category Management of Impact Time Horizon
Actual Impact
• Implementing climate
change mitigation and
adaptation programs
such as the use of
renewable energy
and investment in
heat-resistant mining
equipment.
Increasing Company valuation through business Short and
O
diversification and energy efficiency. medium term
• Increased runoff
during mine opening
and preparation.
• Mitigation of runoff
• The settling pond is
water by calculating
unable to withstand
surface flow discharge
running water.
at each stage of
• Decrease surface
operation.
water quality and
• Monitoring of water
aquatic biota.
discharge quality.
• Potential flood.
• Maintain the settling
• Decrease
pond by normalizing it Short, medium
I/R groundwater level.
Water and Effluent periodically. and long term.
• Water pollution
Management • Ensure TSS content
through mine
complies with
water seepage and
regulations.
discharge, leaks
• Mitigation through
facility wastewater
hydrological
treatment plant
modelling.
management, spills
• Monitoring the decline
material chemistry,
in ground water levels.
as well as rainwater
discharge that is not
properly controlled.
Enhancing the Company’s valuation by providing Short, medium
O
access to clean water for the community. and long term.
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Potential/
Sustainability Topics Category Management of Impact Time Horizon
Actual Impact
• Monitoring of the
physical chemical
properties of
groundwater.
• Ensure that waste
management is far
• Groundwater from residential areas.
pollution • Applying 4R to non-B3
consequence spill waste to extend the life
or seepage waste of goods. Short, medium
I/R
• Odor pollution • Waste processing with and long term.
Waste Management from inadequate incinerator.
waste • Recording B3 waste.
management. • Collect B3 waste in a
safe and adequate
place.
• Cooperate with
licensed third parties
to manage B3 waste.
• Waste selection
Avoiding government sanctions and reducing
Short, medium
O operational costs by extending the lifespan of
and long term.
assets.
• Acceleration
of erosion and
sedimentation • Mitigating
during land sedimentation rates
clearing. by calculating the
• Decrease Sediment Delivery
population flora Ratio (SDR).
and fauna species • Conducting Short, medium
Biodiversity I/R
with status critical, Biodiversity Baseline and long term.
threatened extinct, and Management
or vulnerable, Plan and Ecosystem
degradation Services Assessment.
service ecosystem, • Monitoring of Species
as well as fauna Diversity Index (H’).
migration due to
disturbed habitat.
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Potential/
Sustainability Topics Category Management of Impact Time Horizon
Actual Impact
• Planting endemic
plants.
• Ensure post-mining
programs comply with
regulations.
• Mangrove forest
rehabilitation.
Sustainability of operations can be maintained by
preserving ecosystem services that support food Short, medium
O
security, environmental stability, and ecosystem and long term.
balance.
Social
• Unfair and unequal
working conditions.
• Remuneration
below minimum
wage. • Conduct human
• The low-level resources audits in
security work. both business units Short, medium
I/R
• Risk modern and supply chains. and long term.
slavery, including • Conducting human
forced labor rights due diligence.
Labour Management and child labor,
whether it occurs
in own operations
or supply chain.
Enhancing the Company’s valuation by helping to Short, medium
O
alleviate poverty and improve worker productivity. and long term.
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Potential/
Sustainability Topics Category Management of Impact Time Horizon
Actual Impact
The mining industry is
classified as a high-
risk sector in terms of
occupational health • Implementing Mining
and safety (OHS). Safety Management
These risks include System (SMKP) and
accidents resulting ISO 45001.
from the operation of • Manage OHS risks
mining equipment and regularly.
exposure to hazardous
substances that can
affect workers’ health.
The mining industry
is classified as a
high-risk sector in
terms of occupational Short, medium
I/R
health and safety and long term.
Workfore Health and
(OHS). These risks
Safety
include accidents
from operating mining
equipment and
exposure to hazardous • Contractor
substances that Management Systsem.
may affect workers’ • Create OHS programs
health. As a sector with the aim of
subject to strict OHS fostering an OHS
regulations, any culture.
workplace accident or
occupational disease
not only poses a risk
to worker well-being
but can also lead to
reputational damage
and regulatory
sanctions for the
Company.
Creating a healthy and safe working environment
Short, medium
O contributes to increasing worker productivity and
and long term.
supports the sustainability of Company operations.
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Potential/
Sustainability Topics Category Management of Impact Time Horizon
Actual Impact
Without a Human
Rights Management
System that includes • Conducting human
policies, audits, and rights due diligence
Short, medium
I/R training, potential • Human Rights System
and long term.
Human Rights adverse human rights Audit
impacts are difficult to • Human rights training.
identify and manage
effectively.
Increase the Company’s valuation by contributing Short, medium
O
to respecting and fulfilling human rights. and long term.
• Community health
problems such as
ISPA during coal
• Conducting a Baseline
transportation.
Study Health Impact
• Increase noise
Assessment.
due to equipment
• Conduct
mobilization
Environmental Health
and coal
Risk Analysis (ARKL) Short, medium
Local Community I/R transportation.
and Risk Level (RQ). and long term.
• Risk of traffic
• Manage the number
accidents between
of vehicles and
community and
heavy equipment in
mining vehicles.
operation and the
• Risk of damage
operating schedule.
to community
buildings due to
blasting.
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Potential/
Sustainability Topics Category Management of Impact Time Horizon
Actual Impact
• Ensure that the
distance between
mining activities and
residents’ homes is at
• Changes in public least 500 meters.
perception and • Vibration monitoring in
attitudes. a regular manner.
• Recruitment of • Dust control through
workers. road watering.
Short, medium
I/R • Demonstrations • Conduct regular
and long term.
led to stoppages. forums with the
• Lack of community community to identify
economic grievances.
empowerment • Organizing
programs. apprenticeship
programs and
community economic
empowerment
programs.
Maintaining a social license helps enhance the
Short, medium
O social, economic, and cultural development of the
and long term.
community.
Governance
• Corruption and • Conduct internal
bribery and external audits
• Lack of ESG periodically.
performance • Improving corporate
Short, medium
I/R monitoring and governance based on
and long term.
evaluation expert input.
• Low ESG rating • Conduct training
Ethics and Business from external for directors and
Conduct assessors management.
Operational sustainability can be maintained
through the preservation of social license, a strong Short, medium
O
reputation, stable financial performance, and and long term.
compliance with regulations and legislation.
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Potential/
Sustainability Topics Category Management of Impact Time Horizon
Actual Impact
Economic
We strive to create a positive economic impact
through tax and royalty payments to the
Economic government, local employee recruitment, Short, medium
O
Performance procurement of goods and services from local and long term.
suppliers, community economic empowerment
programs, and more.
CONTACT POINT
(2-3)
We invite all stakeholders to participate by sharing their views on this Sustainability Report. Any complaints,
feedback, criticism, or suggestions can be submitted to:
PT Bumi Resources Tbk
Tel. +62 21 5794 2080,
Bakrie Tower, 12th Floor Fax. +62 21 5794 2070
Jl. H.R. Rasuna Said Email: info@bumiresources.com
Jakarta, 12940, Indonesia www.bumiresources.com
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03
BUMI AT A GLANCE
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COMPANY INFORMATION
(POJK51-C.4) (POJK51-C.2)
Company Name (2-1) PT Bumi Resources Tbk
Establishment Date (2-1) 12 Desember 1973
Deed No. 130 dated June 26, 1973, drawn up before Djojo Muljadi,
Legal Basis
S.H., Notary in Surabaya, which obtained the Decree of the Minister
of Law and Justice of the Republic of Indonesia No. Y.A.5/433/12
regarding the Legal Entity Establishment Approval on December 12,
1973, registered in the Register Book of the Surabaya District Court
No. 1824/1973 dated December 27, 1973, and published in the State
Gazette of the Republic of Indonesia (BNRI) No. 1 of 1974, Supplement
to the State Gazette (TBNRI) No. 7/1974 dated January 2, 1974.
Business Fields Wholesale trade, head office activities, and other management
consulting activities.
Legal Form (2-1) Public Company
PT Bumi Resources Tbk
Head Office (2-1)
Bakrie Tower, 12th Floor
Jl. H.R. Rasuna Said
Jakarta 12940, Indonesia
T +6221 5794 2080
F +6221 5794 2070
Email: info@bumiresources.com
www.bumiresources.com
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VISION, MISSION AND CORPORATE VALUES
(POJK51-C.4) (POJK51-C.2) (POJK51-C.1)
To be a world-class, global operator within the
VISION energy and mining sectors.
BUMI’s action are guided by four underlying
MISSION principles:
Increase return on investment and enhance value for shareholders
Improve the welfare of our employee
Enhance public prosperity around our mine sites
Sustainably preserve the environment
CORPORATE PHILOSOPHY
BUMI’s actions are guided by four underlying principles.
How to best achieve
How to best create value.
prosperity.
Maintain environmental
How to best capture diverse
sustainability across all
opportunities.
mining operational areas.
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COMPANY CORE VALUE
BUMI and its subsidiaries’ mission is to secure and operate
Integrity sustainable energy and mining businesses and compete
aggressively but fairly in response to global competition to
increase return on investment to shareholders, improve welfare
Superiority of employees, enhance public prosperity in the surrounding
areas of the operating sites and promote environmental
sustainability at all surrounding areas of the operating sites.
Professionalism To accomplish our mission, our core values that are integrity,
excellence, professionalism and safety and environment are
critical to the success of our business as described in the
Safety and workplace following chart.
environment
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INTERNALIZATION AND IMPLEMENTATION
OF THE CODE OF CONDUCT IN COMPANY
OPERATIONS
BUMI is always guided by ethics and integrity which is always communicated and internalized to every BUMI
employee. To that end, BUMI has compiled a Code of Conduct – “The Way We Do Business” Version 4.0, which
regulates the following matters:
1. Statement of Compliance with Laws and Regulations
2. Occupational Health and Safety
3. Obedience to the Environment
4. Community Service
5. Employee Privacy
6. Equal Employment Opportunities
7. Harassment Free Work Environment
8. Protection and Proper Use of Company Assets
9. Drugs and Alcohol in the Workplace
10. Use of Third Parties or Agents
11. Confidential and Price-Sensitive Information
12. Honest and Ethical Behavior
13. Accuracy of Public Information and Media Relations
14. Accuracy and Integrity of Books and Records
15. Avoiding Conflicts of Interest
16. Prohibition of Acceptance of Money, Gifts, Entertainment, Facilities, and Sex Gratuities
17. Political and Religious Contribution
18. Violations of the Code of Conduct
19. Reporting Violations through the Speak Up System
The Code of Conduct for BUMI and its business units guarantees that employees must have high moral and
integrity standards, must be trustworthy, avoid discriminatory behavior based on ethnicity, religion, race, or
group affiliation. Management will not ask its employees for help for personal interests, even outside of working
time. The guarantee for preventing corrupt behavior is contained in a code of ethics clause that must be
signed by every employee during their initial period of joining.
The Code of Conduct is disseminated company- wide every year. Internally, this was carried out through various
workshops for all levels of the organization, ranging from Commissioners, Directors and Management, to mine
operators. It was also communicated through the publication of articles in internal magazines, discussion
forums (workshops), as well as posters, banners, and other types of communication tools. The Code of Conduct
can be accessed through the BUMI website: www.bumiresources.com.
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SPEAK UP SYSTEM AS MECHANISM FOR
SEEKING ADVICE AND RAISING CONCERNS
BUMI provides dedicated channels that enable employees and other stakeholders to seek guidance and raise
concerns regarding potential misconduct. This commitment is implemented through the Speak-Up System,
the Company’s whistleblowing mechanism designed to uphold integrity and accountability across its business
operations. The program was first introduced in 2006 under Board of Directors Memorandum No. 307/BR-BOD/
IV/06 dated 12 April 2006 and was subsequently updated through Memorandum No.171/BR/HR/II/08 dated 28
February 2008.
To reinforce the practical implementation of the Good Corporate Governance (GCG) Guidelines and the
Code of Conduct in daily operations, the Speak-Up System operates through a structured, independent, and
confidential reporting mechanism. This framework ensures that employees and external parties can safely
report potential violations of the Code of Conduct or other inappropriate behaviors.
All reports submitted through the Speak-Up System are received and managed by the Code of Conduct
Committee, chaired by the Head of the Human Resources Division of the Company and its subsidiaries. Reports
may be submitted through the following channels:
1. Calling or sending an SMS to 08121282864;
2. Sending an email to speakup@bumiresources.com; or
3. Completing and submitting the reporting form available on the Company’s website.
Throughout 2025, there were no reports of violations of the
code of conduct or other inappropriate behavior through the
Speak Up System (Whistleblowing System).
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SPEAK UP SYSTEM DIAGRAM
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SHAREHOLDERS COMPOSITION
(2-1) (2-6) (POJK51- C.3) (POJK51 – C.6)
In 2025, there were changes in the company’s ownership structure compared to the previous year. The
composition of the company’s shareholders is presented as follows:
Shareholders Name Number of shares Percentage
Mach Energy (Hongkong) Limited 170,000,000,000 45.78%
HSBC-FUND SVS A/C Chengdong Investment
39,203,086,230 10.56%
Corp-Self
Treasure Global Investments Limited 30,000,000,000 8.08%
Public 131,132,305,838 35.58%
Shareholder Composition
8.08%
Mach Energy (Hongkong) Limited
45.78%
HSBC-FUND SVS A/C Chengdong
35.58% Investment Corp-Self
Treasure Global Investments Limited
10.56%
Public
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SUBSIDIARIES BUSINESS UNITS
(2-2) (2-6)
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i ii 01 02 03 04 05
Foreword
SDG’s Highlights About
Foreword
the Report At a Glance
About the Report At a Glance
Governance Governance
Economy Economy
Human Resources
Connection
COMPANY SCALE
(POJK51-C.3) (2-1) (2-6)
Total number of Total Asset
(in Million USD)
employees
(people/person)
3,854 $4,129
Operating Revenues Total Liability
(in Million USD) (in Million USD)
$1,425 $1,331
Total Net Profit Total Equity
(in Million USD) (in Million USD)
$122.3 $2,888
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06 07 08 09 10 11
Human Rights
Resources Human Rights
Occupational Occupational
Environmental Environmental
Community Community
SDG’s Connection GRI & POJK Index
Health and Safety Health and Safety
MINING LOCATION
(2-1)
The company operates in Indonesia and Australia, specifically
in the following areas: (2-1)
Kaltim Prima Coal
Sangatta and Bengalon in East Kutai Regency, East Kalimantan
Province.
Arutmin
Senakin, Satui, Mulia/Jumbang, Sarongga, Asam- asam, and
Kintap, as well as an International Coal Terminal namely North
Pulau Laut Coal Terminal (NPLCT), South Kalimantan.
Wolfram Limited
the Mt Carlton copper-gold mine in Northern Queensland
Jubilee Metals Limited
the Croydon Gold Project in Northern Queensland
BUSINESS ETHICS
In carrying out its business activities, the Company consistently maintains healthy business competition
in accordance with applicable laws and regulations. The Company upholds the principles of efficiency,
effectiveness, healthy competition, fairness, and ethics, grounded in the spirit of transparency and
accountability, as outlined in the Code of Conduct version 4.0.
As a form of commitment to business practices with integrity and compliance with business competition
regulations, during the reporting period there were no fines related to anti-competition practices (anti-
competition fines) imposed on the Company.
Sustainability has long been embedded in the Company’s
operational practices. This commitment is reflected in
the implementation of Good Mining Practice and the
management of a transparent and accountable supply chain.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources COMPANY SUPPLY CHAIN (2-6) BUMI recognizes that its business operations rely on the contributions of suppliers and contractors as integral parts of a connected business ecosystem. In the coal production process, the Company collaborates with contractors for activities such as land clearing, excavation, and the transportation of overburden and coal. For this reason, maintaining constructive and mutually beneficial relationships with suppliers and vendors remains essential to ensuring operational continuity. Through sustainable partnerships, the Company aims to establish business relationships that are resilient and mutually reinforcing. This approach is expected to support risk mitigation while strengthening the trust of customers and other stakeholders in the Company’s performance. During the reporting year, there were no significant changes in the structure or management of the supply chain that could potentially cause or contribute to material economic, environmental, or social impacts. Requirements for all business partners are stipulated in the Code of Conduct version 4.0 and the Procurement System Policy and Procedures version 1.0, which define the mandatory standards that suppliers must meet to conduct business with BUMI. In line with this commitment, the Company also encourages 2,919 KPC suppliers and 4,457 Arutmin suppliers to adopt sustainability practices aligned with international standards. This initiative aims to foster long-term partnerships that create value for customers and stakeholders. Several key suppliers and contractors, both national and international, have demonstrated this commitment by implementing sustainable business practices and publishing sustainability reports. 46 Sustainability Report 2025 PT BUMI Resources Tbk
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PRE MINING PHASE
1 2 3
Soil Composition On-Site Infrastructure
Exploration Survey
Examination Construction
4 5 6
Securing Vegetation Land Clearing and
Wildlife Relocation
Seed Top Soil Reuse for
Rehabilitations
MINING PHASE
1 2 3
Blasting Coal Mining and Coal Processing
Stockpilling
4 5 6
Overload Conveyer Port Stockpiles Loading and Shipment
to Customers
POST MINING PHASE
1 2 3
Post Mining Area Biodiversity Monitor at Post Mining Area
Reclamation and Reclamation Area Utilization
Rehabilitation
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MEMBERSHIP IN ASSOCIATIONS
(POJK51-C.3) (POJK51-C.5) (2-28)
Kamar Dagang dan Asosiasi Pengusaha Perhimpunan Ahli Asosiasi
Industri (KADIN) Indonesia (APINDO) Pertambangan Pertambangan Batu
Indonesia (PERHAPI) Bara Indonesia (APBI)
Indonesian Mining Bakrie Untuk Negeri Indonesia Corporate Asosiasi Emiten
Association (IMA) (BUN) Secretary Association Indonesia
(ICSA) (AEI)
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AWARD AND APPRECIATION
BUMI
No Award and Appreciation
1 InvestorTrust
a. The Best Corporate Emission Reduction – Category Public Company with Trusted Ruby (April
2025).
b. Investortrust CSR Awards 2025 – Merit Achievement in Environmental Budget Commitment
(September 2025).
c. Investortrust ESG Awards 2025 – Gold Star Awards Big Cap (Oktober 2025).
2 Warta Ekonomi
a. Indonesia CSR Awards 2025 – The Best Corporate Social Responsibility Awards 2025 (April
2025).
b. Indonesia Excellence Good Corporate Governance (CGC) Award – Ethics in Implementing ESG
Strategies for Sustainable Business Operations (Juni 2025).
3 Others
a. The 17th Annual Global CSR & ESG Summit and Awards – Best Community Programme Award
“Silver” Market diberikan oleh The Pinnacle Group International and the Sustainable (Maret
2025).
b. Green Economy Award 2025 – Community-Based Marine Ecosystem Conservation Initiative,
presented by Detikcom (August 2025)
c. Bisnis Indonesia Corporate Social Responsibility Awards 2025 – Gold Champion CSR Program:
Konservasi Mangrove dan Community Development di Pantai Bungin diberikan oleh BISRA
(September 2025).
d. Indonesia ESG Leadership Awards 2025 – Leadership AA: Excellence Leader in ESG
Transparency, presented by Bumi Global Carbon (BGK) Foundation (November 2025)
e. Business and Human Rights Award – BB Rating, Business and Human Rights Improving
Company, presented by SETARA Institute (November 2025)
f. 2024 Sustainability Report Study – A+ Rating in the Indonesian Public Companies Sustainability
Report Study
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KALTIM PRIMA COAL (KPC)
No Award and Appreciation
1 Indonesian Circular Economy Award (ICEA)
a. The Top Corporate Leadership in Circular Economy – Indonesian Circular Economy Award
(ICEA) 2025.
b. Platinum Category – KPC Peduli Air Program – Indonesian Circular Economy Award (ICEA)
2025.
c. Platinum Category – Local Partner Synergy to Support Sustainability through the Provision of
Reclamation Seedlings – Indonesian Circular Economy Award (ICEA) 2025.
d. Gold Category – Mine Wastewater Utilization as a Substitute for Surface and Groundwater –
Indonesian Circular Economy Award (ICEA) 2025.
e. Gold Category – Utilization of Used Lubricant as a Substitute for Diesel Raw Material in Explosive
Mixtures Using 100% Used Lubricant – Indonesian Circular Economy Award (ICEA) 2025.
f. Silver Category – Utilization of Used Tires as an Erosion Control Structure in Reclamation Areas
(Tire Drop Structure) – Indonesian Circular Economy Award (ICEA) 2025.
2 Indonesian SDGs Award
a. The Best Practitioner on SDGs (Surtini Eka Saputi – KUKM Binaan KPC) – Indonesian SDGs
Award.
b. Platinum Category – Welder Apprenticeship Training Program (SDGs 4.3) – Indonesian SDGs
Award.
c. Platinum Category – Education Infrastructure Development Program (SDGs 4.a) – Indonesian
SDGs Award.
3 Direktorat Jenderal Kekayaan Negara
a. First Best Award – Contractor with the Largest Contribution to State Revenue from PKP2B State-
Owned Assets (BMN) in 2024.
b. Third Best Award – Contractor with the Most Active PKP2B State-Owned Asset (BMN)
Management in 2024.
4 Others
a. Green Economy Award – Strengthening the Local Agribusiness Ecosystem, presented by
Anugerah Ekonomi Hijau 2025 – Detik.com.
b. 1st Place Child-Friendly Company Award in East Kutai Regency for the Fulfillment of Children’s
Rights Sector, presented by the East Kutai Regency Government.
c. Award for Contribution, Innovation, and Active Role in the Prevention and Control of AIDS,
Tuberculosis, and Malaria, presented by CSR PP ATM Award 2025.
d. Subroto Award for State Asset Management, presented by the Ministry of Energy and Mineral
Resources of the Republic of Indonesia.
e. Best Business and Investment Exhibition Booth at Kutim Expo 2025, presented by the East Kutai
Regency Government.
f. Main Rank Child-Friendly Company Award, presented by the Indonesian Association of Child-
Friendly Companies.
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No Award and Appreciation
g. PROPER Gold Rating, presented by the Governor of East Kalimantan.
h. Occupational Health and Safety Culture Awareness Award, presented by BPJS
Ketenagakerjaan.
i. The Best Corporate Emission Reduction Transparency Award 2025 – Private Company with
Trusted Sapphire Achievement in Emission Transparency, presented by InvestorTrust.
ARUTMIN INDONESIA
No Penghargaan dan Apresiasi
1 Corporate Forum for CSR Development (CFCD)
a. Circular Economy and Sustainability Awards (CESA) and Perempuan Berbakti Awards –
Exemplary Woman Category awarded to Harmawati (2025)
b. Circular Economy and Sustainability Awards (CESA) and Perempuan Berbakti Awards –
Exemplary Woman Category awarded to Muharrama Azla (2025).
c. Circular Economy and Sustainability Awards (CESA) and Perempuan Berbakti Awards –
Outstanding Woman Category awarded to Kasma (2025).
d. BINA MITRA UMKM Award 2025 – Gold Category awarded to PT Arutmin Indonesia Satui Mine for
MSME Development Programs (2025).
e. BINA MITRA UMKM Award 2025 – Gold Category awarded to Lebah Madu AMATS MSME, a
community enterprise supported by PT Arutmin Indonesia Satui Mine (2025).
2 Others
a. CSR and Sustainable Village Development Awards – Silver Category for the program “Floating
Net Cage (KJA) Freshwater Fish Farming in the Atasela Post-Mining Lake”, presented by the
Ministry of Villages, Development of Disadvantaged Regions, and Transmigration (Kemendes
PDTT) (2025).
b. Recognition as a Supporter of the Climate Village Program (ProKlim), presented by the Ministry
of Environment and Forestry (KLHK) (2025).
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources BUMI’s Sustainability Governance is based on values, namely integrity, excellence, professionalism, safety, and work environment, which form the foundation for every decision and business management. This framework ensures the integration of ESG considerations into the Company’s strategy, including systematically identifying, managing, and optimizing sustainability-related risks and opportunities. 52 Sustainability Report 2025 PT BUMI Resources Tbk
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04
BUMI’S SUSTAINABILITY
GOVERNANCE
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BUMI GOVERNANCE POLICIES AND
PROCEDURES
BUMI communicates its governance rules and expectations through policies and procedures, which are
established in accordance with POJK No. 32/SEOJK.04/2015 and OJK Circular Letter No. 32/SEOJK.04/2015.
The following policies and procedures serve as the foundation and guidelines for BUMI’s governance:
• Articles of Association • Corporate Social Responsibility (CSR) Policy
• Code of Conduct: “The Way We Conduct and Procedure (No. 147/BR-BOD/V/19)
Business” Version 4.0 • HR Committee Charter (No. 959/BR-
• Board of Commissioners and Board of BOD/X/10)
Directors Manual Version 4.2 • Procurement Policy and Procedure (No. 1082/
• Audit Committee Charter (No. 03c/BR-KA/ BR-BOD/IV/09)
III/18) • Management Reporting System (No. 460/
• Nomination and Remuneration Committee BR-BOD/V/11)
Charter (No. 169/BR-BOC/VII/15) • Human Rights System (No. 476/BR-BOD/
• Risk Management Committee Charter (No. XII/18)
1219/BR-BOC/XII/10) • Sustainability System Policy (No. 082/BR-
• Internal Audit Charter (No. 07/BR-KA/III/25) BOD/III/19)
• Risk Management Policy and Procedure(No. • Environmental, Social, and Governance (ESG)
313/BR-BOD/X/19) Committee Charter (No. 030/BR-BOD/I/21)
BUMI’S GOVERNANCE STRUCTURE
(2-9) (2-10) (2-11) (2-15) (2-18) (2-19) (2-20)
BUMI’s governance structure is designed to ensure accountability, transparency, and effective decision-making
in accordance with the provisions of Law No. 40 of 2007 concerning Limited Liability Companies and POJK No.
33/POJK.04/2014, so that it is in line with the principles of good corporate governance and best practices in the
implementation of sustainable finance. BUMI’s governance structure consists of:
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GENERAL MEETING OF SHAREHOLDERS (GMS)
As the highest authority of the Company, the GMS has powers that are not delegated to the Board of Commissioners
or the Board of Directors. The rationale behind this structure is to ensure that strategic decisions and material
corporate actions—including the approval of annual reports, amendments to the articles of association, and
corporate actions—are directly legitimized by the shareholders as the owners of capital. Through the Annual
GMS and Extraordinary GMS, the Company provides a mechanism for accountability and the protection of
shareholder rights in the decision-making process.
BOARD OF COMMISSIONERS
The Board of Commissioners performs supervisory and advisory functions for the Board of Directors. This
separation of functions is intended to create an effective check-and-balance mechanism for operational
management and business strategy. By evaluating the Board of Directors’ performance, overseeing risk
management implementation, and ensuring compliance with regulations and internal policies, the Board of
Commissioners plays a role in maintaining business sustainability and the long-term interests of shareholders
and other stakeholders.
BOARD OF DIRECTORS
The Board of Directors is fully responsible for the management and administration of the Company to achieve
its business objectives effectively and sustainably. The Board of Directors’ authority to develop business units,
manage resources, and ensure optimal utilization of assets is rationalized as a fiduciary mandate to create
added value for the Company.
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In the context of strengthening governance, the Company
has established a policy of separating the roles of Chairman
of the Board and Chief Executive Officer (CEO) as stipulated in
section 4.2 of the Board Manual. (G-03)
Further details regarding responsibilities, selection criteria, and the remuneration determination process for the
highest governance body can be found in BUMI’s 2025 Annual Report. (2-10) (2-19) (2-20) (G-06)
BOARD OF GOVERNANCE DIVERSITY
(2-9) (G-01)
Implementing diversity among the Board of Directors and Commissioners is essential to ensuring effective and
sustainable corporate governance. More diverse members will lead to more objective and inclusive decision-
making, as they bring a broader perspective. The gender diversity and composition of independent members
in BUMI’s Board of Directors and Commissioners can be seen through the following table:
Gender Composition and Number of Independent Board Members of PT Bumi Resources Tbk (2-9) (G-01)
Male Female Independent Parties
Company
Management Type Number Ratio Number Ratio Number Ratio
Komisaris 7 100% 0 0% 5 70%
Direksi 11 90% 1 10% 0 0%
PERFORMANCE EVALUATION OF THE SUPREME GOVERNANCE BODY (2-18) (G-04)
(G-05)
The Company has established a formal policy regarding the performance evaluation of the Board of Directors
and Board of Commissioners as stipulated in Board Manual 4.2 pages 35 and 52, which aims to ensure the
effectiveness of the implementation of management and supervisory functions in a measurable, objective
manner that is aligned with the Company’s strategic targets. This policy serves as the basis for assessing
the collective and individual performance of board members, including aspects of compliance, strategic
contributions, and the application of good corporate governance principles. (2-18) (G-04) (G-05)
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MANAGEMENT OF SUSTAINABILITY
AND CLIMATE-RELATED RISKS AND
OPPORTUNITIES
(2-12) (2-13) (2-14) (POJK51-E.1) (POJK51-F.26) (S1.27a)
(S1.27b.i)
The roles and responsibilities for sustainability risks and opportunities are integrated into the charters, mandates,
and internal policies applicable to the Board of Directors, Board of Commissioners, and their subordinate
committees. The Board of Directors is responsible for determining the strategic direction and overseeing the
management of sustainability risks and opportunities, including climate change, overseeing human rights
due diligence, and other social and environmental risks. This is explained in the Company’s risk management
policy and job descriptions.(2-12) (2-14)
The Risk Management Committee, Risk Management, and ESG Committee have a mandate to identify, evaluate,
monitor, and report on sustainability and climate risks and opportunities. This responsibility is integrated into
the risk management policy, which references ISO 31000:2018, and is implemented through the Risk Control
Self Assessment (RCSA) mechanism. (2-13) (S1.27a.i)
In performing its oversight function, the Board of Directors considers sustainability risks and opportunities in
the formulation and evaluation of corporate strategy, including in investment decisions, budget allocation,
material transactions, and risk management policies. Sustainability aspects—such as energy transition,
emissions reduction, human rights, and occupational health and safety—are assessed as part of strategic
risk analysis and discussions at the Board and Risk Management Committee levels. This process enables
management and the Board to consider potential trade-offs between short-term financial performance and
long-term value creation, as well as between operational risks and opportunities for sustainable business
transformation.(S1.27a.iv)
The Board of Directors also oversees the setting of targets and metrics related to sustainability risk management
and climate change through the ESG Committee and the Risk Management, including emission-reduction
targets, improved K3 performance, and energy transition initiatives. Progress towards these targets is regularly
monitored and reported to the Board of Directors and the Board of Commissioners. Sustainability-related
performance is incorporated into management performance evaluations and considered in remuneration
policies, in accordance with the recommendations of the Remuneration and Nomination Committee, thereby
linking the achievement of sustainability targets to managerial incentives. (S1.27a.v) (S1.27b.ii)
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources BUMI SUSTAINABILITY REPORTING TEAM (2-12) (2-14) (POJK51-E.1) (S1.27b.i) The BUMI Sustainability Reporting Team was formed to demonstrate the Company’s commitment to integrating cross-functional strategies into the planning, implementation, evaluation, and reporting of sustainability performance and compliance. This team consists of representatives from the Governance and Risk Management, CSR, K3, Environment, Human Resources, Finance, and business unit divisions. It is chaired by Group Head of ESG and CSR, who reports directly to the Board of Directors. In addition to compiling sustainability reports, the team also conducts discussions and consultations with stakeholders—including shareholders through performance meetings and AGMs, employees through internal meetings, and other parties through formal and informal meetings—where all feedback is considered in decision-making related to economic, environmental, and social aspects.(2-12) (2-14) (POJK51-E.1) (S1.27b.i) MECHANISM FOR DISCUSSING SUSTAINABILITY RISKS AND OPPORTUNITIES WITH THE GOVERNANCE BODY (S1.27a.iii) (S1.27b) The Board of Directors regularly receives information on sustainability-related risks and opportunities through structured reporting mechanisms from the Risk Management, and ESG Committee, and other relevant functions. This information includes developments in strategic risks, achievements in ESG targets and metrics, material issues such as climate change and human rights, and recommendations for follow-up actions. Throughout 2025, the Board of Directors held 13 meetings, where sustainability and risk management issues were discussed as part of the Company’s strategy and performance oversight. In addition to formal meetings, updates on critical issues can also be communicated on an ad hoc basis when necessary, ensuring that the Board receives timely and adequate information to support decision-making. 58 Sustainability Report 2025 PT BUMI Resources Tbk
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Total Attendance of Directors and Commissioners to Board Meetings (G-02)
Company Management Number of Board Average Percentage of Meeting
Number of Members
Type Meetings Attendance
Commissioners 7 9 94%
Directors 12 13 85%
DEVELOPMENT OF COMPETENCIES OF
GOVERNANCE BODIES RELATED TO
SUSTAINABLE FINANCE
(2-17) (POJK51-E.2) (POJK51-F.1) (G-05) (S1.27a.ii) (POJK51-F.26)
The Company ensures that the Board of Commissioners, Board of Directors, and their committees have
adequate skills and competencies to oversee the formulation and implementation of strategies to respond to
sustainability-related risks and opportunities. The adequacy of these competencies is periodically reviewed,
considering regulatory developments, sustainability reporting standards, industry dynamics, and ESG issues
material to the Company.
In line with the governance body competency development policy as stipulated in the Board Manual and
Supporting Organs Version 4.2, the Company organizes various training programs to strengthen relevant
expertise to support the effectiveness of the supervisory function over sustainability risks and opportunities.
The following is a list of training courses attended throughout 2025:
Training Program for Governance Agencies in 2025
Training Training Hours Participant Position
Meeting with the Center for
Mineral, Coal, and Geothermal
Independent
Resources of the Geological 1 day Anggawira
Commissioner
Agency, Ministry of Energy and
Mineral Resources
Invitation to the 2nd Human
Independent
Capital Summit on Energy 2025 2 days Anggawira
Commissioner
(ESDM)
Invitation to the 2nd Human
Independent
Capital Summit on Energy 2025 1 day Anggawira
Commissioner
(ESDM)
National Webinar on the
Independent
Implementation of Occupational 1 day Anggawira
Commissioner
Safety Management Systems
National Webinar on Occupational Independent
1 day Anggawira
Safety and Health Commissioner
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources RISK MANAGEMENT SYSTEM (POJK51-E.3) BUMI’s risk management governance is regulated under the Board of Directors Decree No. 313/BR-BOD/X/19 and ISO 31000:2018. We apply Risk Control Self-Assessment (RCSA) to identify and assess risks and their controls at every organizational level within their respective areas of responsibility. RCSA is implemented using bow-tie analysis, which simplifies visualizing risk events from causes to impacts when reviewing existing controls. The Risk Management function operates within the Risk Management Division, which reports directly to the Vice President Director. The Head of Risk Management is responsible for overseeing the division’s activities and ensuring risk management coordination across all company functions. Their duties include developing and reviewing risk policies, reporting risk tolerance limits, monitoring policy implementation, and promoting risk management practices. In addition, the division head ensures that strategic risks are identified and addressed in accordance with the company’s tolerance limits and attends meetings with the Board of Directors and Risk Management Committee to discuss important issues. The Superintendent assists the division head in coordinating risk management activities, analyzing risk information, and developing risk management policies and processes. Their duties include monitoring policy implementation, reporting on strategic risks based on RCSA, and coordinating with the Risk Officer to implement and consolidate RCSA results across all business units. 60 Sustainability Report 2025 PT BUMI Resources Tbk
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Risk Officers in business units are responsible for coordinating risk management within their areas, reporting
risk assessment results, and overseeing policy implementation. They also ensure risk awareness across
each division, coordinate with relevant divisions on RCSA implementation, and escalate critical issues to
management.
The Internal Audit Division provides independent opinions to the Risk Management Committee, the Board of
Directors, and the Risk Management Division regarding the effectiveness of the risk management system,
including its development, implementation, and overall evaluation.
RISK MANAGEMENT FRAMEWORK
The risk management framework aims to describe useful risk management principles and concepts as basic
guidelines for all levels of employees in implementing, assessing, and improving the effectiveness of corporate
risk management. In addition, it is intended to provide direction for the Company’s risk management processes
and activities to support the achievement of the Company’s vision, mission, and objectives.
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RISK MANAGEMENT PROCESS
(S1.44a) (S1.44b) (S1.44c)
The risk management process consists of 6 (six) main steps, namely:
Step Implementation
The Company clearly defines the objectives of its risk management system,
establishes internal and external parameters, and sets the scope and risk
Determination of Risk Scope, criteria. After defining strategic goals, the Company identifies events that may
Context, and Criteria impact their achievement. Risk management is an integral part of decision-
making at all levels, requiring a comprehensive understanding of risks across
all divisions/business units.
Risk assessment includes identification, analysis, and evaluation based
on impact, likelihood, and frequency of occurrence. The analysis helps
Risk Assessment
management recognize risks affecting strategic objectives, understand their
severity, refine business strategies, and allocate resources efficiently.
The company determines actions to eliminate, mitigate, accept, or transfer
risks within acceptable tolerance levels. Action plans support risk identification,
Risk Treatment
monitoring, and reporting while ensuring resources are focused on critical
risks.
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Step Implementation
Risk communication and consultation ensure stakeholders understand risks
Risk Communication and
as a basis for decision-making and actions while providing feedback to
Consultation
support risk-related decisions.
Risk monitoring and review aim to enhance risk management effectiveness
Risk Monitoring and Review
by understanding risk scope, preventing incidents, and analyzing past losses.
Risk recording and reporting communicate risk management activities
Risk Recording and
across the organization, support decision-making, improve risk management
Reporting
effectiveness, and strengthen engagement with stakeholders.
DETERMINATION OF RISK LEVEL
Determine the level of risk faced, the Company uses 2 (two) risk criteria, namely criteria based on consequence
and likelihood.
Impact Measurement
Financial Money value of actual, opportunity or potential loss.
Strategic Goal Deviation in percentage of realization of strategic goal.
Efficiency Projected operating EBITDA against total coal sales.
Operational Stoppage Potential days of stoppage.
Geologis Geological Percentage of deviation from estimated total reserve in metric ton according
Estimation Errors to JORC standards.
Time Over Run on Project
Potential days of project tardiness.
Delivery
Employee Turnover Percentage of turnover.
Industrial Relations Employee dissatisfaction action.
Health and Safety Fatality and injury severity.
Environment Environmental scale of damage and breach of environmental standard.
Reputation Scale of reputational damage propagation.
Regulation Warning and activity limitation imposed by regulator.
Legal Legal litigation and complaint.
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Risks Identified in 2025 (POJK51-E.5) (S1.29a) (S1.29b) (S1.29c) (S1.29d) (S1.29e)
No Risk Type Description and Mitigation Effort
The Company recognizes that volatility in coal prices and demand constitutes
a strategic risk that could significantly impact its financial performance
and business sustainability. Within the ERM framework, this risk is managed
through a minimum selling price policy that considers cost structures and
market conditions, as well as through enhanced production cost efficiency
Strategic Risks Related
1 to Coal Prices and Sales as part of internal controls.
Volume
As a manifestation of the principles of responsibility and fairness, the
Company also diversifies its markets to reduce risk concentration and
ensure customers fulfill their contractual obligations. This approach reflects
the Company’s efforts to maintain revenue stability and protect the interests
of all stakeholders.
The risk of being unable to meet financial obligations, particularly to mining
contractors and key suppliers, is managed through close coordination
among the marketing, operations, finance, and contract management
functions. Within the framework of Good Corporate Governance (GCG), this
Liquidity Risk and risk management is carried out by upholding the principles of accountability
Fulfillment of and transparency in production planning, sales projections, and cost control.
2
Obligations to Third
Parties The Company proactively adjusts its operational activities and explores cost
structure optimization, including commercial negotiations with business
partners and the selective management of land and company acquisitions
(mergers and acquisitions) based on economic analysis. These measures
aim to maintain liquidity and ensure the Company’s operational continuity.
Rising operational and logistics costs can affect economic efficiency and
lead to suboptimal resource utilization. To manage this risk, the Company
integrates energy and resource-efficiency principles into its operational
Operational Risk Related controls, including the scheduling of shipments, monitoring contractor
3 to Rising Production and performance, and optimizing transport distances and waste management.
Logistics Costs
From a sustainability perspective, these risk controls also help reduce fuel
consumption and emissions and support the Company’s efforts to minimize
the environmental impact of its operational activities.
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No Risk Type Description and Mitigation Effort
Risks related to mining area stability have direct implications for occupational
safety and health (OHS), environmental protection, and the Company’s
reputation. Within the framework of sustainable risk management,
the Company implements a control system based on geotechnical
Occupational Safety recommendations, intensive field condition monitoring, and improvements
and Environmental
4 to mine design and drainage systems.
Risks in Technical and
Geotechnical Aspects
These measures are taken as part of the Company’s commitment to reducing
the potential for workplace accidents, preventing environmental impacts,
and ensuring safe and responsible mining operations in accordance with
sustainability principles.
The risk of failing to meet production targets due to contractor performance
or technical constraints could impact the Company’s operational continuity
and economic contribution. To mitigate this risk, the Company implements
structured performance monitoring, equipment readiness assessments, and
The Risk of Failing to ongoing adjustments to mining plans.
Meet Production Targets
5
on the Sustainability of
Operations The Company also ensures that production risk management is conducted
without compromising workplace safety, regulatory compliance, and
environmental management. This approach reflects a balance between
achieving operational targets and a commitment to sustainable mining
practices.
The Company recognizes that climate change is a risk that could affect
business continuity in the medium- and long-term. Therefore, climate risks
are managed as part of Enterprise Risk Management (ERM) and integrated
6 Climate Risk into the Company’s sustainability strategy. This approach ensures that
the impacts of climate change on operational, financial, safety, and
environmental aspects, as well as stakeholder relationships, can be
adequately identified and mitigated.
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No Risk Type Description and Mitigation Effort
Physical risks associated with climate change are primarily linked to
increased intensity and frequency of extreme weather events, such as heavy
rainfall, flooding, and changes in seasonal patterns, which can impact mining
operations. These risks can affect the stability of mining sites, the availability
and reliability of infrastructure, workplace safety, and the smooth operation
of the supply chain.
Within the framework of sustainability, the Company manages the physical
risks of climate change by strengthening operational and technical controls,
Physical Risks of
7 including continuous monitoring of field conditions, improving drainage
Climate Change
systems, and implementing geotechnical recommendations to maintain
the stability of pits, disposal sites, and haulage routes. Additionally, the
Company integrates climate risk considerations into mine planning and
operational preparedness to minimize potential disruptions to production
and the conduct of activities that impact safety and the environment. This
approach reflects the Company’s commitment to protecting worker safety,
maintaining the reliability of operational assets, and reducing the potential
environmental impacts resulting from extreme weather events.
In addition to physical risks, the Company also faces transition risks
arising from shifts in policies, regulations, technological advancements,
and changing market preferences toward a low-carbon economy. These
risks may affect market demand, cost structures, access to financing,
and stakeholder expectations regarding the Company’s sustainability
performance.
Transition Risks Related
8 The Company monitors regulatory developments and stakeholder
to Climate Change
expectations to ensure compliance and maintain business sustainability.
The management of these transition risks is carried out while adhering
to the principles of Good Corporate Governance (GCG), particularly
transparency and accountability, through consistent and integrated
disclosure of sustainability performance in the Company’s annual reports
and sustainability reports.
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IMPLEMENTATION OF RISK MANAGEMENT
ACTIVITIES IN 2025
(POJK51-E.2) (POJK51-F.1)
In 2025, the Company implemented a series of strategic measures to continue promoting a culture of risk
awareness across its work environment and business units. These steps were conducted by carrying out the
following:
• Conducting risk assessments—both in-person and digital—for the corporation, functions, projects, and
significant risks.
• Conducting risk assessments for business development projects and strategic initiatives.
• Strengthening capabilities in analyzing risks related to climate change, decarbonization, and ESG.
• Developing risk scenarios for the TCFD Report as part of sustainability commitments.
• Enhancing risk management personnel capacity through training, workshops, conferences, and self-
directed learning.
• Conducting regular meetings of the Risk Management Committee.
Effectiveness of Risk Management System and Continuous Training
The Board of Directors and the Board of Commissioners assess that risk management has been implemented
effectively and adequately throughout 2025. This is reflected in the company’s success in managing critical
risks, supporting the achievement of strategic objectives, and enhancing the company’s resilience amid the
dynamics of the coal industry and global sustainability demands.
BUMI will continue to strengthen its ERM framework and ensure that risk management practices become an
integral part of a transparent, accountable, and long-term sustainability-oriented corporate governance.
Efforts to Improve Risk Culture
The Company consistently improves its risk culture through regular socialization to all employees to foster
awareness and the ability to identify and manage business risks. Based on Memorandum No. 003/BR-RMD/
II/10 dated February 22, 2010, concerning Risk Policy and Guidelines, the Company publishes and distributes
a pocket book containing policies, philosophy, risk appetite, risk tolerance, framework, processes, as well as
risk maps and profiles, which stakeholders can also access through the Company’s website. These efforts
are reinforced through the installation of Enterprise Risk Management banners and posters at the head office
and mine sites, as well as face-to-face socialization on various occasions to ensure a uniform understanding
across all lines of the organization.
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CODE OF CONDUCT “THE WAY WE DO
BUSINESS” (VERSION 4.0)
BUMI has established a Code of Conduct entitled “The Way We Do Business” through Decree
No. 230/BR-BOD/V/18 dated May 31, 2018. As a GCG policy, the Code of Conduct serves as a reference for
all Company policies and operational procedures. It is evaluated annually to ensure its compliance with
regulatory developments and business needs.
Every employee at all levels, including those in Subsidiaries, is required to sign a Compliance Form as a
commitment to having read, understood, and being willing to comply with the applicable provisions. The
Code of Conduct book is also distributed to new employees during orientation. In it, BUMI’s vision, mission,
and values are reflected in standards of conduct, including provisions on conflict of interest management
that require every person in the Company to avoid situations of conflict of interest, disclose potential conflicts
transparently, and not use their position or Company information for personal gain or that of other parties.
(2-15) (G-09)
Code of Conduct (G-07)
Aspect Code of Conduct
• Employee Health & Safety
• Employee Confidentiality
• Equal Employment Opportunities
• Harassment-Free Work Environment
Employee • Protection and Appropriate utilization of Company Assets
• Restriction on Drugs and Alcohol Abuse at the Work- place
• Political and Religious Contribution
• Violations of the Code of Business Conduct
• Reporting Violation Through Speak Up System
• Legal & Regulatory Compliance
• Environmental Compliance
Environment and
• Community Services
Community
• Political & Religious Contributions on Drugs and Alcohol Abuse at the
Workplace
• Honest & Ethical Conduct
• Outsourcing or Agents
Customers, Suppliers, and • Conflict of Interest
Competitors • Prohibition to Receipt Money, Gifts, Entertainment, Facilities, and Sex
Gratification
• Anti Corruption
• Confidential Information and Price Sensitivity
Stakeholders
• Accuracy of Public Information and Media Relations
Relationships
• Accuracy and Integrity of Books and Records
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COMMUNICATION AND DISSEMINATION OF
THE CODE OF CONDUCT
(POJK51-F.1)
The Company consistently disseminates its GCG Guidelines and Code of Conduct to all employees and
subsidiaries each year, including through the mandatory signing of a Compliance Form as part of the new
employee orientation process. The Company’s values, vision, and mission are internalized through operational
policies and procedures, and disseminated through workshops at all levels of the organization, internal
publications, discussion forums, and various other communication media, with open access through the
Company’s website.
These efforts are reinforced by the GCG mascot “Mr. Spirit,” which, since June 27, 2007, has been a symbol
of Courage, Professionalism, Independence, Integrity, and Responsibility, as well as an effective means of
instilling a culture of sustainable governance among internal and external stakeholders.
BUMI received the Indonesia Excellence Good Corporate
Governance – Ethics in ESG Strategy Implementation for
Sustainable Business Operations award in the Energy and
Mining category at the Indonesia Excellence Good Corporate
Governance Awards 2025.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources COMMUNICATION OF IMPORTANT ISSUES (2-16) BUMI maintains open communication within the Company regarding responses to important issues, namely discussing potential and actual negative impacts on stakeholders which are raised through the complaint mechanism (Speak Up System), LKS Bipartite, and other processes. Critical matters are then escalated to Board-level meetings in the form of Board of Directors Meetings, Board of Commissioners Meetings, Joint Directors and Board of Commissioners Meetings, as well as meetings held by each or across divisions of the Company. The discussion at the top level is the Company’s commitment to participate in managing its negative impacts, both potential and actual, on stakeholders. INTERACTION WITH STAKEHOLDERS (2-29) (POJK51-E.4) (G-08) BUMI recognizes that stakeholders, including shareholders, play an important role in the Company’s sustainability. In every material decision, BUMI involves relevant stakeholders to understand their aspirations and expectations proportionally. The commitment to equal and fair treatment of all shareholders is emphasized in Board Manual 4.2 page 8 regarding Equal Treatment for Shareholders, which regulates information disclosure, equal access to material information, and the fulfillment of voting rights at the GMS. (2-29) (POJK51-E.4) (G-08) The implementation of fair treatment towards BUMI shareholders was recognized through the Best Rights and Equitable Treatment of Shareholders award at the 2025 IICD Awards. 70 Sustainability Report 2025 PT BUMI Resources Tbk
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To ensure that the engagement process is conducted in a structured manner and in accordance with
international best practices, the Company has adopted a relevant framework. In line with the AA1000
Stakeholder Engagement Standard 2015, BUMI regularly identifies and monitors stakeholders to ensure a
systematic, inclusive, and materiality-based engagement process:
Stakeholders Stakeholders Attributes
Customer Dependency, Responsibility, Influence, Proximity
Government Dependency, Responsibility, Tension, Influence, Diverse Perspective, Proximity
Investor and
Dependency, Responsibility, Influence, Proximity
Shareholders
BUMI’s employees,
business unit, and labour Dependency, Responsibility, Tension, Influence, Proximity
union
NGO Tension, Influence, Diverse Perspective
Supply Chain Dependency, Responsibility, Tension, Proximity
Association Tension, Influence, Proximity
Media Tension, Influence, Diverse Perspective
Community surrounding
Dependency, Responsibility, Tension, Influence, Diverse Perspective, Proximity
the operations
After the stakeholders were identified, BUMI mapped them to provide the most relevant ratings and material
issues, as well as those considered important and aligned with the Company’s strategy. The following are the
criteria for conducting stakeholder mapping.
• Expertise
a. Contribution: Does the stakeholder have information, counsel, or expertise on the issue that could be
helpful to the company?
b. Legitimacy: How legitimate is the stakeholder’s claim for engagement?
• Value
a. Willingness to engage: How willing is the stakeholder to engage?
b. Influence: How much influence does the stakeholder have?
c. Necessity of involvement: Is this someone who could derail or delegitimize the process if they were not
included in the engagement?
Furthermore, the results of the mapping will be compiled into priorities as the basis for the implementation
process of stakeholder involvement.
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The Company monitors the effectiveness of stakeholder engagement by evaluating the alignment between
stakeholder perceptions and the expected outcomes of the engagement process. To obtain objective
feedback, the Company periodically conducts surveys with stakeholders regarding the effectiveness of the
communication and interactions established. For specific engagement activities, the indicators of success are
also aligned with the objectives and expected outcomes for each stakeholder.
The results of our stakeholder engagement are presented in the following table:
Engagement Method Company’s Response on
Stakeholders Material Topic
and Frequency Material Topic
• Occupational
• Dissemination of
Health and
environmental impacts to
Safety
the community.
• Legal Inform, Transact,
• Receiving community input
Community surrounding Compliance Consult, Negotiate,
or grievances.
operations • Contributions to Involve, Collaborate
• Implementation of the
Socio- Economic and Empower
Company’s Corporate
Growth
Social Responsibility
• Human Rights
Program.
protection
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Engagement Method Company’s Response on
Stakeholders Material Topic
and Frequency Material Topic
• Speak Up System.
• Consultation and
Negotiation of Company
• Occupational Regulations and / or
Health and Collective Labor Agreement.
BUMI
Safety Inform, Consult, • Bipartit Meeting between
employees, business
• Legal Negotiate and Involve Companies and Labor
units and labour unions
Compliance Unions.
• Profitability • Employee engagement
survey, which includes
culture, satisfaction,
perception, etc.
• Occupational
Health and
Safety
• Profitability • Publication of annual
• Legal report, financial report,
Compliance sustainability report and
Investor • Environmental Inform and Involve website.
Management • General Meeting of
and Shareholders, at least once
Performance a year.
• Contributions to
Socio- Economic
Growth
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources 05 ECONOMIC PERFORMANCE Throughout 2025, BUMI continued to strengthen its commitment to creating long-term value for stakeholders by maintaining disciplined financial management, improving operational efficiency, and adapting to evolving market conditions. Despite various external pressures, the Company was able to sustain solid financial performance while ensuring that its operations continued to generate positive contributions for communities surrounding its operational areas. 74 Sustainability Report 2025 PT BUMI Resources Tbk
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MANAGEMENT OF MATERIAL TOPICS
(3-3) (2-23)
IMPACT OF MATERIAL TOPIC (3-3)
The sustainability of the Company’s economic performance is closely linked to a range of external
factors that lie beyond direct operational control. In conducting its business activities, the Company
must navigate various uncertainties, including shifts in commodity prices, changes in interest rates,
currency exchange volatility, and potential disruptions within supply chains. In addition, extreme
weather conditions may also affect the continuity of operational activities. To maintain business
stability amid these challenges, the Company continues to strengthen its risk management practices
through regular monitoring, the development of mitigation measures, and the adoption of flexible
operational and financial planning.
COMMITMENT & POLICIES (2-23)
• Code of Conduct version 4.0
• Anti Corruption Policy
• Supplier Code of Conduct
• Procurement Policy
MANAGEMENT OF IMPACT
The management of the Company’s economic performance is supported by an internal control
system designed to promote transparency, accountability, and the reliability of information used in
decision-making. Within this framework, the Internal Audit Division performs independent reviews of
financial and operational processes to ensure that activities are conducted in a reliable, efficient,
and policy-compliant manner. This oversight also includes safeguarding corporate assets, ensuring
compliance with applicable regulations, laws, and contractual obligations, as well as identifying
potential irregularities at an early stage. The oversight structure is further strengthened by the presence
of an independent Audit Committee, which reviews financial reporting, monitors risk management
practices, and provides strategic recommendations to the Board of Commissioners.
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OPERATIONAL PERFORMANCE
Throughout 2025, the Company maintained stable operational performance despite ongoing volatility in the
global energy market. Coal production reached 74.8 million tons, broadly in line with the 74.7 million tons
recorded in the previous year. From a financial perspective, the Company recorded revenue of USD 1,424.77
million during the reporting year. Despite market pressures, the Company improved profitability and reported
a net profit of USD 122.3 million, representing an increase of 35.69% from the previous year. This improvement
was primarily driven by stronger cost discipline and a reduction in the cost of revenue.
Coal mining operations are carried out through two principal subsidiaries, PT Kaltim Prima Coal (KPC) and PT
Arutmin Indonesia. KPC is recognized as one of the largest coal mines in Indonesia and among the largest
globally, operating two main mining areas in Sangatta and Bengalon. The Sangatta mine is located close
to port facilities in Tanjung Bara and is connected through a 13-kilometer overland conveyor (OLC) system.
Meanwhile, the Bengalon mine is situated near the coastline and connected to port facilities via a land route
of approximately 25 kilometers. The proximity of these mining sites to port infrastructure provides operational
advantages, particularly in maintaining efficient coal transportation from the mine to the shipping point.
KPC produces four principal coal products tailored to diverse global energy market requirements. Prima is a
premium product characterized by high calorific value, very low ash content, moderate sulfur levels, and low
moisture content. Pinang offers slightly lower calorific value than Prima with higher moisture content. Melawan
is a sub-bituminous coal with low sulfur and ash content and relatively high moisture levels. The fourth product,
KPC 4200, is also a sub-bituminous coal with lower calorific value than Melawan while maintaining low sulfur
and ash characteristics. (2-6)
During 2025, KPC produced a total of 53.5 million tons of coal from the Sangatta and Bengalon mines,
representing a 2.7% decrease compared with the previous year.
Sangatta Bengalon Total
Description
2025 2024 2025 2024 2025 2024
Mining Overburden (in million BCM) 354.9 406.7 101.8 103.3 456.7 510.0
Stripping Ratio (in tons BCM) 8.4 9.2 9.08 9.6 8.5 9.3
Coal Mined (in million tons) 42.3 44.2 11.2 10.8 53.5 55.0
Saleable Coal (in million tons) 43.2 45.2 10.9 11.4 54.2 56.6
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Coal Resources and Reserve of KPC – as of 31 December 2025
Location Coal Resources (million tons) Coal Reserves (million tons)
Sangatta 2,459.8 542.4
Bengalon 306.1 75.6
Total 2,765.9 618.0
We note that there are no proven or probable reserves located within or in close proximity to indigenous
peoples’ territories. (EM-CO-210a.1)
Meanwhile, Arutmin, which is currently operating with an IUPK license valid for 10 years until November 2, 2030,
manages 6 open pit coal mines namely Senakin, Satui, Mulia/Jumbang, Sarongga, Asam-asam, and Kintap. All
mines are strategically located not far from Arutmin’s port facility, namely the North Pulau Laut Coal Terminal
(NPLCT) which is located on the north coast of Pulau Laut.
The Senakin mine produces bituminous coal. The coal is broken down, separated and then washed to reduce
its ash content in order to increase its selling price. The Satui mine produces bituminous coal which must be
broken down but does not need to be washed because it has a low ash content.
The Mulia/Jumbang, Asam-Asam and Kintap mines produce eco-coal (sub-bituminous) coal which is widely
used for steam power plants at home and abroad. The coal has very low sulfur and ash content, so it is
categorized as environmentally friendly coal.
The Sarongga mine produces low sub-bituminous coal, which is coal with low ash, sulfur and CV contents. The
coal from the Sarongga mine is broken down and widely used for steam power plants.
In 2025, the total coal mined by Arutmin reached 21.4 million tons, a decrease of 9.5% from 19.5 million tons in
the previous year.
Mulia/
Senakin Satui Sarongga Asam-Asam Kintap Total
Jumban
Description
2025 2024 2025 2024 2025 2024 2025 2024 2025 2024 2025 2024 2025 2024
Stripping
Overburden
12.0 18.5 35.5 36.3 13.0 21.1 7.3 12.6 19.3 21.6 52.3 29.6 139.5 139.7
(in million
BCM)
Stripping
Ratio (in 11.1 12.2 10.3 12.8 4.8 7.1 2.9 4.7 5.8 5.3 6.4 5.3 6.6 7.1
BCM/tons)
Mined Coal
(in million 1.1 1.5 3.4 2.8 2.7 3.0 2.5 2.7 3.3 4.1 8.2 5.6 21.3 19.7
tons)
Coal
Produced (in 1.0 1.3 3.4 2.8 2.9 3.0 2.5 2.7 3.3 4.1 8.2 5.5 21.4 19.5
million tons)
Coal sold (in
1.0 1.4 3.2 2.8 2.8 3.0 2.7 2.6 3.4 4.1 8.0 5.5 21.1 19.3
million tons)
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Coal Resources Coal Reserves
(million ton) (million ton)
Location
Inferred Indicated Measured Total Probable Proven Total
Senakin 210 9 31 250 0.67 4.17 4.84
Sarongga 34 44 188 267 16.20 129.43 145.63
Satui 68 22 86 176 1.19 20.13 21.32
Asam-Asam 73 23 78 174 0.41 6.82 7.23
Kintap 189 138 137 463 11.24 30.59 41.83
Mulia 33 64 74 171 2.67 1.19 3,86
Jumbang 60 29 29 118 5.99 10.63 16.62
Total 667 329 623 1,619 38.55 205.27 241.33
COAL SALES
(2-6)
Demand for the Company’s coal products remained stable throughout 2025, supported by a marketing network
that reaches various international markets. By the end of the reporting period, KPC recorded coal sales of 53.6
million tons, while Arutmin reported 21.12 million tons. These figures reflect the role of both operating entities in
maintaining a steady supply of energy to multiple destination countries and end-user sectors. The following
section presents a breakdown of coal sales by destination markets and the sectors served:
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Coal Sales Based on Destination Countries
2025
Destination Country
KPC Arutmin
(in million tons) (in million tons)
Indonesia 13.45 8.82
China 15.51 4.08
India 6.94 0.51
Japan 4.07 2.22
Malaysia 3.07 -
South Korea 2.65 1.80
Taiwan 1.73 0.59
Bangladesh 1.69 -
Vietnam 1.31 1.80
Brunei Darussalam 1.14 -
Philippines 1.06 3.09
Cambodia 0.44 -
Hongkong 0.30 -
Thailand 0.23 -
Total 53.59 21.12
Coal Sales Based on Type of Buyer
2025
Type of Buyer KPC Arutmin
(in million tons) (in million tons)
Power Plant 22.06 7.18
Trader 1.74 13.58
General Industry 27.92 0.05
Cement Industry 1.51 0.06
Steel Mill 0.36 0.25
Power Generations 22.06 -
Total 53.59 21.12
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ECONOMIC VALUE FOR STAKEHOLDERS
(201-1) (201-2) (201-4) (207-4) (POJK51-F.2)
BUMI is committed to providing direct and indirect economic benefits to all stakeholders. We also ensure that
our good financial performance will be commensurate with the contribution we make to all stakeholders.
A portion of the revenue we earn is distributed to each stakeholder, including in the form of taxes and
empowerment of local communities which further can be seen in the following table (in full USD): (201-1)
(207-4) (POJK51-F.2)
2025 2024 2023
Description
(USD) (USD) (USD)
Economic Value Generated
Revenue* 1,424,767,199 1,359,679,473 1,679,948,765
Share in Net Income of Associates and
70,742,179 86,348,988 96,937,753
Joint Ventures – Net
Interest Income 3,836,104 7,653,116 5,185,511
Gain (Loss) on Foreign Exchange – Net 6,406,591 12,789,743 642,544
Others – Net (14,525,783) (24,883,305) (54,684,235)
Total Economic Value Generated 1,491,226,290 1,441,588,015 1,728,030,338
Economic Value Distributed
Operating Expenses 1,252,728,706 1,267,933,569 1,600,926,397
Salaries and Wages 53,815,240 28,443,547 14,977,547
Payment for Investor 20,084,797 9,259,023 122,151,382
Payments of Taxes 271,721,489 272,714,962 375,969,794
Payments to Government 257,877,273 304,657,097 437,284,161
Payment of Community Development
7,049,202 6,974,691 7,232,583
Program (CSR)
Economic Value Distributed 1,863,276,707 1,889,982,889 2,558,541,864
Economic Value Retained (372,050,417) (448,394,874) (830,511,526)
*Note on Accounting Treatment: KPC is classified as a joint venture and accounted for using the equity method. Although the Company holds
more than 50% of KPC’s shares, a shareholder agreement establishes that key operational and financial decisions are jointly controlled by
BUMI and its co- shareholders. Accordingly, KPC’s revenues and expenses are not consolidated into the Company’s income statement. For
further details, please refer to Note 41 of the Company’s Consolidated Financial Statements.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources As one of the largest coal mining companies and tax contributors in Indonesia, we are always committed to providing tangible benefits for the progress of the nation and State. In general, our operational practices have been running well according to government regulations. No products were found to violate applicable regulations or face government-imposed circulation restrictions. In 2025, there were no incidents of non-compliance with laws and/or government regulations, as indicated by the various awards we have received for the company’s contributions and compliance in payments to the government. In addition, according to our records, the Company did not receive any financial assistance from the government in the form of tax breaks, subsidies and other incentives. (201-4) SUPPORT FOR ANTICORRUPTION AND ANTIFRAUD (205-1) (205-2) (205-3) (415-1) BUMI places integrity at the core of its business conduct. Through its Code of Conduct version 4.0 (June 2018), the Company adopts a zero-tolerance approach to corruption and commits to conducting all transactions and business relationships with independence, fairness, and integrity across all areas of operation. These principles guide all employees in upholding responsible and transparent business practices. As part of its preventive efforts, BUMI actively communicates its Speak Up mechanism to employees, suppliers, and vendors. The reporting system, originally introduced in 2006 and updated through a memorandum dated February 28, 2008, enables stakeholders to report suspected misconduct in a secure and responsible manner. This whistleblowing mechanism reinforces the Company’s commitment to maintaining ethical standards and preventing potential fraud. In procurement activities, the Company applies a strict selection process based on Quality and Cost-Based Selection (QCBS), supported by continuous internal oversight. In 2025, the Company conducted training for employees across BUMI, KPC, and Arutmin, covering the dissemination of the Code of Conduct related to anti-corruption and anti-fraud practices, as well as capacity building for internal auditors in fraud detection and investigation. Internal audit results during the reporting year indicated no corruption or fraud risks within the Company’s operations. The Internal Audit Division, which operates independently, performs regular operational audits and reports its findings to the Audit Committee as part of the Company’s governance framework. In accordance with the provisions of the Code of Conduct, BUMI and its subsidiaries also made no political contributions during 2025. (205-1) (205-2) (205-3) (415-1) 82 Sustainability Report 2025 PT BUMI Resources Tbk
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CONTRIBUTION AND PAYMENT TO
GOVERNMENT
(207-1) (207-2) (207-3)
Tax compliance forms an essential part of the Company’s responsibility in supporting national development.
BUMI fulfills its fiscal obligations in accordance with applicable laws and regulations, including Law No. 28
of 2007 concerning General Provisions and Tax Procedures. Through this commitment to compliance, the
Company contributes directly to state revenues that support Indonesia’s economic development. In 2025, the
Company recorded USD 271,7 million in taxes and other payments to the government. (207-1)
The management of tax obligations and financial activities is carried out within a structured corporate
governance framework. The Finance Director oversees and coordinates the Company’s financial, accounting,
and taxation functions, including treasury management, investment activities, business development, and
information systems. This governance structure is intended to ensure financial accountability, safeguard
shareholder assets, and support the long-term sustainability of the Company’s operations. (207-2) (207-3)
EMPOWERING LOCAL SUPPLIERS
(3-3) (204-1)
BUMI views the development of local suppliers as an important element in creating broader economic value
within its operational areas. Through its procurement policies, the Company prioritizes sourcing goods and
services from domestic suppliers, particularly those located near its operations. At KPC, local suppliers are
categorized into three groups: national vendors, vendors from East Kalimantan, and vendors from Kutai Timur.
This approach enables the Company to expand the participation of local businesses in its supply chain while
contributing to regional economic growth. (3-3)
In addition, KPC also seeks to develop the capabilities of suppliers around the company’s area by providing
guidance to small industries that are able to support the fulfillment of daily operational activities. This effort
is one of the initiatives that have been prepared in the Company’s CSR framework. During 2025, the value of
KPC’s purchases of goods and services reached USD 1,615,244,853 by purchasing goods and services from 29
company-assisted suppliers with a total of USD 7,147,410. Meanwhile, the value of purchases of goods and
services for Arutmin reached USD 126,172,922. Here are the details for the value and purchase of the item.
(204-1)
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The purchase value of KPC goods & services:
Goods & Service Procurement Value (USD)
Location
2025 2024 2023 2022
East Kutai 71,130,646 76,186,169 131,861,068 108,354,205
East Kalimantan 103,941,589 139,978,033 123,987,206 114,052,250
Domestic
National 1,409,128,668 1,681,157,057 1,959,758,719 1,579,106,065
Total Domestik 1,584,200,904 1,897,321,259 2,215,606,993 1,801,514,541
International 31,043,949 56,845,250 58,841,515 92,139,170.74
TOTAL 1,615,244,853 1,954,166,509 2,274,448,508 1,283,758,021.43
% Local 98% 97% 97% 96%
% Import 2% 3% 3% 4%
The purchase value of KPC goods & services (USD):
2025 2024 2023
Description
(USD) (USD) (USD)
Domestic
Kalimantan 10,622,665 3,160,636 4,263,452
National 115,524,211 130,127,456 143,354,119
Total Domestic 126,146,876 133,288,092 147,617,571
International 26,046 18,476 67,940
TOTAL 126,172,922 133,306,568 147,685,511
% Local 99.98% 99.99% 99.95%
% Import 0.02% 0.01% 0.05%
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APPLICATION OF THE SUSTAINABILITY
CONCEPT TO SUPPLIERS
(3-3) (414-1) (414-2)
BUMI recognizes suppliers as strategic partners in supporting sustainable operations. Accordingly, the
Company integrates sustainability principles into its supplier selection, qualification, and evaluation processes
to ensure responsible procurement practices. (3-3)
Since 2018, human rights considerations have been incorporated into procurement procedures in line with the
United Nations Guiding Principles on Business and Human Rights (UNGP). Supplier assessments also include
environmental and OHS criteria, which are applied throughout the procurement lifecycle—from planning and
contract development to project completion. Relevant environmental and OHS obligations are incorporated
into contractual clauses to ensure compliance with applicable regulations.
The Company also seeks to generate economic benefits for local and national suppliers by involving them in
its operational supply chain. Contractors engaged by the Company undergo prior qualification processes and
are required to comply with policies related to quality, health, safety, environment, and community relations.
All contracts are subject to the Supplier Code of Conduct, which includes commitments to human rights,
business ethics, and anti-corruption practices. Supplier performance is regularly monitored and evaluated to
ensure service quality and compliance.
Throughout 2025, nearly all cooperation agreements with suppliers incorporated human rights clauses, with a
total contract value of Rp 18,672,248,654, and formed part of the Company’s periodic evaluation of suppliers.
Suppliers are required to sign contractual agreements as a commitment to comply with all Company
requirements. (414-1)
In the reporting year, the Company continued to monitor contractor and supplier performance based on the
results of due diligence conducted in previous years. This monitoring covered sustainability aspects, including
respect for human rights, by referring to previously identified risks and the implementation of action plans
involving relevant stakeholders. (414-2)
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources CUSTOMER COMPLAINT HANDLING (POJK51-F.17) (POJK51-F.27) (POJK51-F.29) (POJK51-F.30) BUMI and its subsidiaries maintain customer complaint handling mechanisms as part of their commitment to service quality and long-term business relationships. All complaints received are reviewed and followed up, with the findings used as feedback for relevant operational units to prevent recurrence. In addition to customer satisfaction surveys, the Company provides reporting channels accessible to both internal and external stakeholders, including customers, suppliers, and the public. Reports must be supported by sufficient information and evidence to enable proper investigation, while whistleblowers are assured of appropriate protection. Throughout 2025, the Company did not receive any sanctions related to non-compliance with regulations concerning product health and safety, nor were there warnings, fines, or penalties associated with product sales. Based on the available complaint records, there were no significant complaints from buyers, indicating that the products marketed met buyer expectations and did not give rise to quality-related issues.(POJK51-F.30) As part of its human rights commitment, BUMI ensures the protection of customer privacy and recorded no cases of customer privacy violations during 2025. The Company’s primary product, coal, is a raw material and therefore does not require product labeling. In delivering its products and services, the Company ensures safety evaluations are conducted and applies inclusive and equal treatment to all customers regardless of background. No product recalls occurred during the reporting year. (POJK51-F.17) (POJK51-F.27) (POJK51-F.29) 86 Sustainability Report 2025 PT BUMI Resources Tbk
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources 06 HUMAN RESOURCES DEVELOPMENT PERFORMANCE The Company views human resources as a key asset in supporting operational sustainability and long-term value creation. In line with this commitment, the Company not only strives to ensure responsible labor practices within its internal workforce but also emphasizes the importance of ensuring that contractors and business partners involved in its operations uphold responsible labor practices and respect workers’ rights. This approach aims to maintain consistent labor standards that are fair, safe, and responsible across the Company’s operational value chain. 88 Sustainability Report 2025 PT BUMI Resources Tbk
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MANAGEMENT OF MATERIAL
TOPICS: HUMAN RESOURCES
DEVELOPMENT
IMPACT OF MATERIAL TOPIC (3-3)
In the mining industry, a portion of operational activities often involves contractors and business
partners that provide labor to support field operations. This condition makes workforce management
at the contractor and supply chain level an important aspect that requires particular attention. Risks
may arise if the labor practices implemented by business partners are not fully aligned with the
standards adopted by the Company or with applicable laws and regulations.
COMMITMENT & POLICIES (2-23)
• Code of Conduct BUMI Group ver 4.0
• Collective Labor Agreement (CLA)
• Company Regulation Edition 2024-2026
• Standard Operating Procedure of HRD
• Reporting Mechanism Through Speak Up
• Group Human Rights Policy version 1.0
MANAGEMENT OF IMPACT
Through its subsidiary, KPC, has established a Human Resources Evaluation (HRE), an assessment
tool used to monitor the compliance of vendors and business partners with labor standards and
human rights principles within the Company’s operational environment. Through this evaluation, the
Company assesses the fulfillment of several minimum criteria, including compliance with working
hour regulations, provision of leave entitlements, participation in the national social security program
for workers (BPJS), payment of overtime wages, and the fulfillment of other fundamental employee
rights.
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COMPLIANCE WITH NATIONAL AND GLOBAL
LABOR REGULATIONS
BUMI’s code of ethics, policies, procedures, and human resource practices are aligned with both national and
international standards. At the local regulatory level, the company refers to Law No. 13 of 2003 on Manpower, Law
No. 11 of 2020 on Job Creation, Government Regulation No. 36 of 2021 on Wages, Law No. 20 of 1999 concerning
Ratification of ILO Convention No. 138 Concerning Minimum Age for Admission to Employment, Law No. 19 of
1999 concerning Ratification of ILO Convention No. 105 Concerning the Abolition of Forced Labor (ILO Convention
on the Abolition of Forced Labor), and other relevant labor regulations. Meanwhile, at the international level, the
company adheres to the International Bill of Human Rights, the UN Guiding Principles on Business and Human
Rights (UNGPs), and the International Labour Organization (ILO) Declaration on Fundamental Principles and
Rights at Work.
This alignment ensures that the policies meet legal and ethical requirements, including provisions on
employment relationships, fair wages, leave regulations, and restrictions on excessive working hours, thus
safeguarding the welfare of the workforce.
The Company integrates its human resource strategy with
sustainability principles to build a competent, adaptive, and
competitive workforce while fostering a safe, inclusive work
environment that supports long-term business growth.
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CHILD LABOR AND FORCED LABOR (408-1) (409-1) (POJK51-F.19)
BUMI and its business units are committed to respecting and protecting human rights by strictly prohibiting
child labor, forced labor, and all forms of modern slavery across its operations and supply chain. The recruitment
policies implemented by KPC and Arutmin establish a minimum employment age of 18 years, which is verified
through the examination of official identification documents during the recruitment process. (408-1)
As part of its efforts to prevent forced labor, the Company does not retain employees’ identity documents and
implements working hours of 8 hours per day or 40 hours per week in accordance with applicable laws and
regulations. All employment relationships are based on clear and transparent employment agreements that
are understood by employees. (409-1)
The Company also applies the same principles across its supply chain through the selection and evaluation
of business partners, including verification of compliance with labor regulations, participation in the national
social security program for workers (BPJS), and adherence to applicable wage standards. During the reporting
period, the Company did not identify any operations or suppliers with significant risks related to child labor or
forced labor, and no cases of violations related to these issues were reported. (POJK51-F.19)
HUMAN RESOURCE PERFORMANCE (2-7) (2-8) (405-1) (202-2) (POJK51-F.18)
Human resource management is a key element in supporting the Company’s operational sustainability and
long-term performance. Through the implementation of human capital strategies aligned with a culture of
sustainability, the Company promotes the development of a competent workforce that upholds integrity,
human rights, and professionalism. The Company also regularly monitors and reports its human capital
management performance, including workforce composition, employee capacity development, and efforts to
foster a safe and inclusive working environment. (POJK51-F.18)
Number of employees composition and percentage of women in workforce in 2025 (2-7) (405-1)
2025 2024 2023
Gender
Total Total Total
Employees
% Employees
% Employees
%
Bumi Resources
Male 63 67% 62 70% 58 68%
Female 31 33% 29 30% 27 32%
Total 94 100% 91 100% 85 100%
Kaltim Prima Coal
Male 3,075 92% 3,283 92% 3,478 92%
Female 255 8% 272 8% 291 8%
Total 3,330 100% 3,555 100% 3,769 100%
Arutmin Indonesia
Male 377 88% 382 88% 418 84%
Female 53 12% 52 12% 79 16%
Total 430 100% 434 100% 497 100%
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Number of temporary employees and permanent employees based on area of operation in 2025 (2-7) (S-04)
Employment Status 2025 2024 2023
Bumi Resources (Jakarta)
Permanent 67 62 58
Contract 27 29 27
Total 94 91 85
Kaltim Prima Coal (East Kalimantan)
Permanent 3,224 3,409 3,596
Contract 106 146 173
Total 3,330 3,555 3,769
Arutmin Indonesia (South Kalimantan)
Permanent 389 383 388
Contract 41 51 109
Total 430 434 497
BUMI RESOURCES (BUMI)
Number of employees in the top management, middle and or other management level based on gender
(405-1)
2025 2024
Level
Male Female Male Female
Director 11 1 14 1
Group Head & Senior Managers 18 2 11 2
Manager 4 1 8 1
Superintendent 11 3 9 2
Supervisor 9 4 7 4
Staff/Officer 4 20 6 19
Non-Staff 6 0 7 -
Total 63 31 62 29
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Gender Equality – 2025(S-01)
Male Female
Level
Total Percentage Total Percentage
Employees Employees Employees Employees
Entry Level 10 11% 20 21%
Mid-level 20 21% 7 7%
Senior-level 22 23% 3 3%
Executive-level 11 12% 1 1%
Total 63 67% 31 33%
Number of employees by gender and age group – 2025 (S-02)
Title
Level Entry-level Mid-level Senior-level Executive-level Total
Male Female Male Female Male Female Male Female
18-24 1 0 0 0 0 0 0 0 1
25-34 2 12 4 3 1 0 0 0 22
35-44 5 8 6 4 8 1 2 0 34
45-54 2 0 8 0 10 2 2 0 24
>55 0 0 2 0 3 0 7 1 13
Number of employees by education in 2025 (S-02)
2025
Level
SMA/SMK D3/D4 S1 S2 S3
Director - - 7 5 -
Group Head & Senior
- - 11 8 1
Managers
Manager - - 2 3 -
Superintendent - 1 10 3 -
Supervisor - 4 9 - -
Staff/Officer - 7 16 1 -
Non-Staff 6 - - - -
Total 6 12 55 20 1
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Number of employees by age group in 2025
Age Total
< 25 1
26 - 35 22
36 - 45 34
46 - 55 24
> 55 13
Total 94
KALTIM PRIMA COAL (KPC)
Number of employees in the top management, middle and or other management level (405-1)
2025 2024
Level
Male Female Male Female
Management 553 32 465 16
Professional 363 58 442 65
Administration 86 55 92 67
Technician 67 2 177 7
Experts 2,006 108 2,107 117
Total 3,075 255 3,283 272
Gender Equality – 2025(S-01)
Male Female
Level Total Percentage Total Percentage
Employees Employees Employees Employees
Entry Level 2,153 64.7% 153 4.6%
Mid-level 704 21.1% 85 2.6%
Senior-level 203 6.1% 16 0.5%
Executive-level 15 0.5% 1 0.03%
Total 3,075 92.34% 255 7.66%
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Number of employees by gender and age group – 2025 (S-02)
Title
Level Entry-level Mid-level Senior-level Executive-level Total
Male Female Male Female Male Female Male Female
18-24 0 0 0 0 0 0 0 0 0
25-34 26 4 101 17 3 0 0 0 151
35-44 977 112 259 46 93 10 3 0 1,500
45-54 1,123 36 332 21 101 6 7 1 1,627
>55 27 1 12 1 6 0 5 0 52
Number of employees by education in 2025 (S-02) Number of employees by age group in 2025
Education Total Age Total
Master’s & Doctorate 81
25 - 35 269
Bachelor’s 614
Diploma 265 36 - 45 1,599
High School Graduates 2,173
Elementary School 46 - 55 1,456
44
Graduates
Unknown 47 > 55 6
Total 3,330 Total 3,330
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ARUTMIN INDONESIA
Number of employees in the top management, middle and or other management level based on gender(405-1)
2025 2024
Level
Male Female Male Female
Director 5 0 5 0
CEO, CFO, General Managers 4 1 4 1
Manager 16 2 14 1
Superintendent 52 3 50 4
Supervisor 101 15 88 14
Staff/Officer 152 29 166 29
Non-Staff 47 3 55 3
Total 377 53 382 52
Gender Equality – 2025 (S-01)
Male Female
Level
Total Percentage Total Percentage
Employees Employees Employees Employees
Entry Level 199 46,3% 32 7,4%
Mid-level 153 35,6% 18 4,2%
Senior-level 20 4,7% 3 0,7%
Executive-level 5 1,2% - -
Total 377 87,7% 53 12,3%
Number of employees by gender and age group – 2025 (S-02)
Title
Level Entry-level Mid-level Senior-level Executive-level Total
Male Female Male Female Male Female Male Female
18-24 7 0 0 0 0 0 0 0 7
25-34 92 16 28 1 0 0 0 0 137
35-44 49 10 82 8 5 1 0 0 155
45-54 40 9 56 6 11 1 1 0 124
>55 0 0 2 0 2 0 2 1 7
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Number of employees by education in 2025 Number of employees by age group in 2025
Education Total Age Total
Master’s & Doctorate 50
20 - 30 90
Bachelor’s 152
Diploma 54 31 - 40 149
Vocational School
26
Graduates 41 - 50 127
High School Graduates 121
51 - 55 57
Junior School Graduates 17
Elementary School
10 > 51 - 55 7
Graduates
Total 430 Total 430
Number of senior management hired from local Number of workers who are not employees in 2025
community in 2025 (202-2) (2-8)
Entity Total Entity Total Contractor Workers
BUMI 8 BUMI 8
KPC 26 KPC 23,365
Arutmin Indonesia 7 Arutmin Indonesia 11,806
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We believe that gender diversity in corporate leadership is essential for fostering a more inclusive and dynamic
work environment. (405-1)
At the headquarter, we have female representatives holding
director-level positions or equivalent, accounting for 8.3% of
our total board of directors.
Recruitment and Employee Turnover (401-1)
Recruitment is conducted with the aim of finding the best candidates who possess the skills and competencies
that align with the company’s needs. The process is carried out transparently and professionally, prioritizing
the principle of equality.
The company ensures that the entire selection process is free from discrimination based on ethnicity, race,
religion, gender, or any other factors unrelated to job competence and qualifications. This approach fosters an
inclusive, fair, and performance-oriented work environment.
The Company encourages the creation of a diverse and
inclusive workforce by ensuring an objective, transparent and
discrimination-free selection process.
We design a human resource development system that provides comfortable and secure framework for
employees through a clear career path. In addition, the employee relocation and transfer program also aim
to consider the conditions and needs of employees, which will be assessed objectively in order to be able to
provide fair decisions.
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The following is the recruitment information for BUMI, KPC and Arutmin in 2025.
Table of employee recruitment by age group
Company Age Total
20 - 30 Years Old 2
BUMI 31 - 40 Years Old 2
41 - 55 Years Old 3
Total 7
20 - 30 Years Old -
KPC 31 - 40 Years Old -
41 - 55 Years Old -
Total
20 - 30 Years Old 14
Arutmin 31 - 40 Years Old 1
41 - 55 Years Old 1
Total 16
Table of employee recruitment by gender
Gender
Company
Male Female
BUMI 5 2
Total 7
KPC - -
Total -
Arutmin 14 2
Total 16
Table of employee recruitment by region
BUMI Total
Jakarta 7
KPC Total
Sangatta -
Jakarta -
Total -
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Arutmin Total
Satu mine -
Asam-Asam Mine 1
Senakin Mine 2
NPLCT 3
Batulicin Mine 0
Kintap Mine 3
Jakarta Office 7
Balikpapan Office 0
Banjarbaru Office 0
Total 16
In addition to processing the recruitment of new employees, throughout 2025, we managed to keep the
employee turnover rate at a fairly low number. This can be seen from the low number of employees who end
their working relationship. The employee turnover percentage in KPC is 7.5% or amounting to 251 employees.
Of the total employees who terminated the employment relationship, more than half have entered retirement
age. Meanwhile at Arutmin the employee turnover rate is only 0.5% or equals to 2 employees.
The termination of employment for a number of employees was due to various reasons, ranging from normal
retirement, expired contracts, death, resignation and other reasons as shown in the following table:
Table of employee turnover by age
Company Age Total
Under 30 -
BUMI 31 - 40 Years Old -
Over 40 Years Old -
Total -
<30 Years Old 18
KPC 31-40 Years Old 35
>40 Years Old 198
Total 251
20 - 30 Years Old 0
Arutmin 31 - 40 Years Old 1
41 - 55 Years Old 1
Total 2
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Table of employee turnover by gender
Gender
Company
Male Female
BUMI - -
Total -
KPC 229 22
Total 251
Arutmin 1 1
Total 2
Table of employee turnover by region
BUMI Total
Jakarta -
KPC Total
Sangatta 248
Bengalon 1
Samarinda 2
Total 251
Arutmin Total
Satu mine -
Asam-Asam Mine -
Senakin Mine -
NPLCT 1
Batulicin Mine -
Kintap Mine -
Jakarta Office 1
Balikpapan Office -
Banjarbaru Office -
Total 2
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Employee Turnover Rate (S-03)
Number of Employees Percentage of Employees
Company
(in the reporting year) (in the reporting year)
Number of Employees Resigning/Terminating Employment
BUMI - -
Kaltim Prima Coal (KPC) 251 7.5%
Arutmin 2 0.5%
Number of New/Replacement Employees
BUMI - -
Kaltim Prima Coal (KPC) - -
Arutmin 16 3.7%
Voluntary and Involuntary Worker Turnover in 2025
Voluntary
Total
Reason
BUMI KPC Arutmin
Early Retirement 0 10 0
Normal Retirement and Personal
2 168 2
Reason (Health, School, Family)
Contract Completion 0 51 0
Passed Away 0 9 0
Others (Unknown) 0 0 0
Total 2 238 2
2025 Voluntary Turnover Rate 2.12% 0.5%
Involuntary
Total
Reason
BUMI KPC Arutmin
Kasus - 5 0
PHK - 8 0
Total - 13 0
2025 Involuntary Turnover Rate - 0
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources Competency Development and Innovation (404-1) (404-2) (POJK51-F.22) (S-05) Investing in employee development is a key priority for the company, reflecting our commitment to enhancing skills, knowledge, and competencies across all levels of the organization. By providing targeted training programs, we aim to support professional growth, improve workplace performance, and align our workforce with the company’s long-term strategic goals. This dedication to continuous learning underlines our belief that well-trained employees are essential to achieving sustainable success. In 2025, BUMI has conducted 894 hours of training sessions, benefiting a cumulative total of 76 employees. Similarly, KPC has invested USD 3,126,758 in training programs, resulting in 21,572 training hours for 3,146 employees. Additionally, Arutmin has delivered 11,650 hours of training, benefiting 1,021 participants, with a total training expenditure of USD 95,935.(404-1) (POJK51-F.22) KPC and Arutmin also strive to ensure that employees who are about to retire will continue to have the opportunity to generate income through entrepreneurship in the Purnabakti training program preparation for retirement. In 2025, we provided online and offline training to 91 employees and their spouses, divided into 3 batches. Additionally, Arutmin provided training sessions for 15 employees and their spouses, with a total of 600 hours of training. (404-2) THE FOLLOWING IS THE EMPLOYEE TRAINING COST IN 2025 KPC Training Training Cost (USD) Core & Managerial 393,319 Technical 547,859 Safety & Environment 368,227 Operator 1,023,275 Maintenance 794,077 Total 3,126,758 Arutmin Training Training Cost (USD) Core & Managerial 43,364 Technical 19,888 Safety & Environment 22,895 Operator 9,788 Total 95,935 104 Sustainability Report 2025 PT BUMI Resources Tbk
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The following is a table of total hours spent by company - employee training (404-1) (POJK51-F.22) (S-05)
Description 2025 2024 2023
Bumi Resources (Jakarta)
Total Participant 76 128 130
Total Training Hour 894 892 747
Kaltim Prima Coal (East Kalimantan)
Total Participant 3,146 25,219 21,327
Total Training Hour 131,917 151,190 94,461
Arutmin Indonesia (South Kalimantan)
Total Participant 1,021 1,629 2,042
Total Training Hour 11,650 17,779 22,113
Training hours on human rights policy through 2025
Number of Employees Participating in Human Rights
Total Jam Pelatihan
Training
25 800
THE FOLLOWING TABLE SHOWS THE AVERAGE HOURS OF TRAINING BY GENDER AND EMPLOYEE LEVEL.
KPC
Emp. Grade Participants Training Hours
A - -
B 1,809 72,863
C 380 24,366
D 518 24,894
E 225 5,877
F 133 2,740
G 24 210
H 24 595
I 20 194
J 1 136
K 10 134
L - -
M 1 10
LV4 1 1
Total 3,146 131,917
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources Emp. Gender Participants Training Hours Female 234 5,081 Male 2,912 126,837 Total 3,146 131,917 ARUTMIN Employee status Training hours CEO & GM 76 Manager 323 Superintendent 656 Supervisor 2,872 Engineer 2,982 Admin 301 Terampil 4,440 Tidak terampil - Total 11.650 Gender Training hours Female 1.197 Male 10.453 Total 11.650 106 Sustainability Report 2025 PT BUMI Resources Tbk
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BUMI, KPC and Arutmin Training Program for 2025 (404-2)
BUMI
No Activity Organizer
Challenges Facing the Legal Profession in the Era of Industry
1 PT Bakrie & Brothers
5.0 and Professional Accountability
2 Basic Financial Accounting Course IAI
3 Advanced Human Capital Accomplished Unika Atmajaya
Exclusive webinar: effective strategies for addressing transfer
4 Fordis Tax-Ina
pricing disputes
Challenges Facing the Legal Profession in the Era of Industry
5 PT Bakrie & Brothers
5.0 and Professional Accountability
6 World Economic Forum 2025 World Economic Forum
7 CPMA (Certified Professional Management Acccountant) PPA FEB UI
8 Basic Financial Accounting Course IAI
9 Accounting, finance, and tax aspects of invesment IAPI
10 Community Development in CSR SVI
11 Quantitative Scenario Modelling for IFRS S2 IAI
National Seminar on Labor Issues in the Mineral and Coal
12 IMA
Mining Sector
13 Document Control & Digital Filling System HRDSPOT
14 Climate risk fundamental & Implementation Actia Carbon
15 Program Sertifikasi ” Indonesia audit practitioner (IIAP)” IIA
16 The Future of HR Summit MERCER
Ministry of Energy and mineral
17 Human Capital Summit 2025
Resources
Singapore Management
18 Sustainable finance in action
University
19 Togaf PT Atd Solution Indonesia
20 HR Networking Jobstreet
21 CPMA Certification Exam IAMI
22 Grafanomi LKP Grafologi Indonesia
23 IIA Indonesia National Conference IIA
24 IAPI IAPI
25 International critical minerals & metals summit FastMarkets
Government of Canada - Trade
26 Canada Mining fair & B2B Networking Session
Commisioner Service
27 Sertifikasi GRI Frameworks NCCR
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No Activity Organizer
Workshop Utilizing Green Bonds/sukuk support energy
28 OJK
transition in indonesia
OJK Capital Market PPL - IAPI: Accounting and audit
29 considerations as well as capital market regulations in the IAPI
merger process
30 Latest PSAK Updates in Financial Statement Preparation IAPI
Webminar IDX-UN SSE; Workshop on IFRS Sustainability
31 Indonesia Stock Exchange
standards
32 Building Sustainable Quality Program IIA Indonesia
Education on Filing the 2025 Annual Income Tax Return via the
33 Kanwil DJP Jakarta
Coretax System
Socialization of the PSPK I & PSPK II Sustainability Disclosure
34 IDX
Standards Statements
35 Human Capital Conference 2025 Bakrie Group
Invitation to the ASEAN Capital Markets Forum and
36 OJK
International Sustainability Standards Board (ACMF-ISSB)
37 Financial Modeling for Projected Financial Statement PPM MANAGEMENT
38 Financial Planning & Analysis Profesional Corporate Finance Institute
39 Project Management Training PT Andalan Teknologi
Communication Skills for Auditors: Interviewing and
40 IIA
Negotiating
41 Building Sustainable Quality Program IIA
42 Data Science Mastery Algoritma
KALTIM PRIMA COAL (KPC)
Every year, KPC routinely organizes training programs designed to enhance employee competencies in line
with business needs and industry developments. These training programs are divided into three main levels—
core, managerial, and technical—to ensure that each employee acquires skills relevant to their role within the
company.
• Core Level
Training at this level focuses on strengthening the company’s core values while enhancing interpersonal
skills and work ethics. Programs in this category include general induction, anti-fraud awareness,
interpersonal conflict management, and pre-retirement programs.
• Managerial Level
Training at this level aims to develop leadership and managerial skills, particularly for employees who
are currently in or preparing for strategic positions. Programs in this category include presentation
skills, problem-solving and decision-making, leadership training, and the Management Development
Program (MDP), which is designed for newly promoted Supervisors, Superintendents, and Managers.
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• Technical Level
Technical training focuses on enhancing skills directly related to company operations, particularly in
the mining industry. Programs in this category include mining operations budgeting & cost control,
hydrocarbon & waste management, and geotechnical awareness.
ARUTMIN
• HSE
First Aid Officer Certification, Training on the Implementation of the Mining Safety Management System,
General Occupational Health and Safety (OHS) Expert Training and Certification, Electrical OHS Expert
Training and Certification, EAP Webinar Series on Potential Diseases Caused by Air Pollution, EAP Webinar
Series on Hearing Disorders in Productive Age, and others.
• Environmental/Engineering
Training and Certification on Reclamation Implementation, Environmental Supervisor Training and
Certification, Training on the Implementation of the Mining Safety Management System, Certification
on Responsible Person for Air Pollution Control (PPPU), Responsible Person for Water Pollution Control
(PPPA), Hazardous and Toxic Waste Management (PLB3), Non-Hazardous Waste Management,
Hazardous Waste Management Operations (OLB3), and others.
• Social
Community & Government Relation Trainings: ISO 26000 Social Responsibility, Social Return on
Investment & Social Innovation training.
• HR
Super Tax Deduction Coaching Clinic & Industrial Relations Negotiation Techniques, 3 Year RKAB Success
& Completing the Mineral and Coal Online System, Employment Law and Settlement of Industrial
Relations.
• Accounting and finance area
Brevet A & B training, transfer pricing, updated PPh article 21.
• Hard skills
Coal supply chain management, stockpile management, berthing and loading master, drill holes
spacing analysis for coal & resources evaluation and coal shipping
• Soft skills
Microsoft Power BI Data Analyst, Powerful Presentation & Data Storytelling, English course.
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Employee Remuneration, Benefits and
Performance Assessment
(202-1) (405-2) (POJK51-F.20)
In general, there are several employee distribution areas, namely Jakarta as the head office, East Kalimantan
and South Kalimantan where the business unit operates. For employees spread across several cities other than
Jakarta, the comparison of the entry level wages of male and female employees (Gender Pay Gap Breakout)
with the minimum wage in the area can be seen in the following table: (202-1) (405-2)
Entry Level Wage (Rp) Ratio to minimum wage Ratio of
Province/ Minimum Wage minimum
City 2025 (Rp) wage based
Male Female Male Female on gender
Jakarta 5,396,761 5,396,761 5,396,761 100% 100% 100%
Kutai Timur 3,912,292 4,039,000 4,039,000 103.2% 103.2% 100%
Banjarbaru 3,506,195 3,506,195 3,506,195 100% 100% 100%
Tanah Laut
& Tanah 3,506,195 3,506,195 3,506,195 100% 100% 100%
Bumbu
Kotabaru 3,653,000 3,653,000 3,653,000 100% 100% 100%
We are committed to providing equal opportunities for female employees and male employees. Determination
of remuneration is based on the classification of positions, years of service, workload, work location and work
performance. This can be a motivation for female employees to be able to excel without worrying about any
form of gender discrimination.
Throughout 2025 we had formulated remuneration into several components consisting of basic wages,
transportation allowances, education allowances and the procurement of glasses. In addition to employees,
we also provide several facilities for employees’ families in the form of children’s education assistance and
health facilities including dental care and eyeglass facilities provided by the company.
At the business unit level, KPC also continues the implementation of Competency-Based Salary Review (CBSR)
for employees with Grade D-I and permanent employee status. Some of the main programs carried out in
relation to the retention program are:
1. Annual Salary Review 2025
2. Market Survey conducted in an ongoing basis to ensure that KPC’s remuneration package remains
competitive among companies in similar industries.
3. Housing Ownership Program (HOP) for employees.
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Information regarding benefits for employees is presented in the following table:
Table of Benefits for permanent employees and contract employees (401-2)
Permanent Contracted
Company Allowance
Employees Employees
Transportation Allowance • •
Religious Day Allowance • •
Health care insurance • •
Employee Scholarship •
Annual leave allowance •
5-year Working Period Reward •
BUMI Long Leave Compensation •
Eyewear Assistance Allowance •
Education Assistance Allowance •
Pension Program (voluntary/not compulsory) •
Outstanding Student Reward •
Aqiqah/Baptism Allowance •
Funeral Support •
Transportation Allowance • •
Occupational Disability and Accidents Insurance • •
Occupational Life Insurance • •
Non-Occupational Disability and Accidents
• •
Insurance
Occupational Life Insurance • •
Health insurance for workers • •
Health insurance for workers’ spouses • •
Health insurance for workers’ children • •
Kaltim Prima
Leave • •
Coal (KPC)
Annual leave transportation allowance • •
Maternity leave • •
Menstrual leave • •
Hajj or religious pilgrimage leave • •
Religious holiday allowance • •
Pension fund •
Severance fund • •
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Permanent Contracted
Company Allowance
Employees Employees
Housing construction loan allowance •
Years of service bonus •
Education allowance for employees’ children •
Public Employment Insurance • •
Public Health Insurance • •
Housing Rent Allowance • •
Housing Ownership Allowance •
Regional Allowance • •
Eyewear Assistance Allowance • •
Transportation Allowance • •
Annual Leave Allowance •
Long Leave Compensation •
Arutmin 5-year Working Period Reward •
Education Allowance •
Outstanding Student Reward •
Group Supervising Allowance • •
Religious Day Allowance • •
Health Insurance • •
Hearing Aid Allowance •
Site Allowance •
Funeral Support •
Pension Scheme •
In terms of compliance with regulations, the company always strives to fulfill all employee rights guaranteed
by law. At the business unit level, KPC provides work permit and leave arrangements for employees, annual
leave transportation allowances and ease of taking leave for employees who wish to perform religious services
such as hajj and umrah.
KPC and Arutmin also have a rule for female employees to get maternity leaves with wages for 1.5 (one and a
half) months before the time to give birth to a child and 1.5 (one and a half) months after giving birth according
to the calculation of the obstetrician or midwife. In addition, employee rotation and transfer programs are also
carried out for female employees who are pregnant to ensure her health and safety in the workplace.
Throughout 2025, there were 2 female employees from Arutmin who took maternity leave. Similarly, in KPC,
there were 5 female employees who were eligible and had taken maternity leave. Of the total employees who
took maternity leave in 2025, 5 employees (100%) were accepted to work again in their original positions and
regained their rights after the maternity leave ended. (401-3)
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The performance review given to all employees is carried out in accordance with Company Regulations or
Collective Labour Agreement (CLA). KPC has developed and implemented strategies to achieve that, namely:
1. Implementation of the Competency System using:
a. Gradual review and update of the current competency model.
b. Continuous improvement of the employee development plan.
c. Continuous improvement on the implementation of employee competency review.
2. Implementation and Rollout of Performance Management System using:
a. Continuous improvement in operator performance management system implementation.
b. Development of performance management system model for supervisor and superintendent levels in
Mining Operations Division and Mining Support Division.
c. Rollout of Performance Management System in Contract Mining Division, Coal Processing & Handling
Division, and Health, Safety, Environment & Security Division
3. Employee Engagement Survey
The 2025 Employee Engagement Survey showed a strong level of satisfaction, reflecting a positive,
supportive work environment that is aligned with employee expectations. This achievement indicates that
the Company’s various initiatives in human capital development, internal communication, and employee
well-being have been implemented effectively.
FOSTERING HARMONIOUS INDUSTRIAL
RELATIONS
(2-30) (407-1)
In accordance with the Human Rights Policy of BUMI, KPC and Arutmin, the company recognizes the rights
of employees to associate and assemble. Human rights due diligence shows there are no significant risks to
those freedoms. Even though some contractor employees are not part of the labor workforce, the contractor
company still runs the Bipartite LKS as a forum for aspirations, supported by other mechanisms such as the
Speak-Up System. (407-1)
Employees can apply for permission or dispensation to take part in Trade Union activities, in accordance with
the PKB approved by the Ministry of Manpower. This PKB protects 100% of employees in holdings and business
units, while contractor employees follow their respective PKB or contractor company regulations. Both KPC
and Arutmin continue to coordinate with work partners to ensure the fulfillment of workers’ rights according to
Indonesian regulations. (2-30) (EM-CO-310a.1)
Additionally, there were no labor strikes at KPC or Arutmin during the reporting period. We remain committed
to fair labor practices, open communication, and compliance with regulations to prevent disputes and ensure
operational continuity. (EM-CO-310a.2)
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources Until the end of 2025, the number of Arutmin employees who are members of labor unions is 349 out of 430 non-management employees or 81% of the total number of non-management employees. Meanwhile, KPC employees who are members of the labor union number 3,330 employees or reach 100% of the total non- management employees. In contrast to KPC, which has different trade union organizations, in Arutmin, our business unit has only one union. (407-1) Union Total Per December 2025 Percentage SPKEP 391 11.74% PPMI 365 10.96% KORPPRA 668 20.06% SBSI 730 21.92% SPK 131 3.93% SPSI 94 2.82% SPSM 187 5.62% PPP 468 14.05% Non-affliate 296 8.89% Membership in Total 3,330 100% KPC involves employees and labor unions in policy formulation and communicates any major changes at least three months before implementation, particularly regarding welfare, merit systems, or significant transitions such as mergers and acquisitions. Communication channels include email, intranet, socialization meetings, and performance monitoring meetings, in accordance with company regulations or the collective labor agreement. (402-1) 114 Sustainability Report 2025 PT BUMI Resources Tbk
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources 07 HUMAN RIGHTS RESPECT PERFORMANCE Responsible business is not only a moral or legal duty, but a strategic foundation for stability, competitiveness, and sustainable development.– Closing Plenary, United Nations Responsible Business and Human Rights Forum 2025. 116 Sustainability Report 2025 PT BUMI Resources Tbk
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MANAGEMENT OF MATERIAL TOPICS:
(3-3) (2-23)
IMPACT OF MATERIAL TOPIC (3-3)
BUMI recognizes that its operations may carry potential implications for human rights, both from the
Company’s direct activities and from its business relationships with contractors and suppliers. Key
areas of concern include occupational health and safety, land acquisition processes, and access to
clean water and a healthy environment.
COMMITMENT & POLICIES (2-23) (S-08) (S-11)
As part of strengthening the protection of human rights within its operations, we have established
the Human Rights Policy version 1.0. The policy is intended to minimize the risk of the Company’s
involvement in potential adverse human rights impacts while serving as a reference for responsible
and sustainable business practices.
MANAGEMENT OF IMPACT
BUMI strengthened its human rights governance by establishing a Human Rights Coordinating Team
under Board of Directors Decree No. 478/BR-BOD/XII/18. To enhance its effectiveness, the team’s
structure was expanded in 2023 to include representatives from various functions at the business unit
level. This step was taken to ensure that the Company’s human rights commitments are implemented
more consistently across all operational areas.
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HUMAN RIGHTS POLICY
(2-23) (S-08) (S-09) (S-10)
BUMI places respect for human rights as a fundamental element of its corporate governance and business
practices. This commitment is formalized through Human Rights Policy version 1.0, which has been in effect
since 2018 and was endorsed by the Company’s top leadership. In developing the policy, the Company
referred to widely recognized international standards, including the United Nations Guiding Principles on
Business and Human Rights (UNGPs), the Universal Declaration of Human Rights, and the core conventions of
the International Labour Organization (ILO).
To ensure that these principles are reflected in operational practices, the Company integrates human rights
provisions into various internal policies. These include the Company’s Code of Conduct, procurement policy,
recruitment guidelines, and the Supplier Code of Conduct.
In addition, the Company’s main business units have aligned their respective policies with the Group’s human
rights commitment. This commitment is reflected in the Group Human Rights Policy and the Sustainable
Development Policy, as well as the human rights policies of each business unit, namely the Human Rights
Policy of KPC and the Human Rights Policy of Arutmin.
In its operations, the Company has appointed a Human Rights Coordinator who is responsible for coordinating
the implementation of human rights policies and principles across all operational activities. The Coordinator
plays a role in monitoring the implementation of these policies, enhancing internal awareness of human rights
issues, and promoting the integration of human rights principles into the Company’s business processes and
decision-making. (401-1)
Further information regarding the Group-level Human Rights Policy can be accessed through the following link:
https://www.bumiresources.com/id/sustainability#policy
HUMAN RIGHTS DUE DILIGENCE
In 2022 and 2023, BUMI conducted a comprehensive Human Rights Due Diligence (HRDD) process as part
of its commitment to strengthening responsible business practices. Moving forward, the Company intends
to broaden the scope of this process by incorporating environmental considerations, recognizing the close
relationship between human rights and environmental impacts within mining operations. This initiative will be
implemented through Human Rights and Environmental Due Diligence (HREDD) planned for 2026.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources BUMI aims to implement Human Rights and Environmental Due Diligence (HREDD) comprehensively in 2026. This initiative reflects the Company’s effort to strengthen responsible business practices by moving beyond approaches that have traditionally focused primarily on moral and regulatory compliance. The HREDD initiative will be coordinated by the BUMI Human Rights Coordinator Team with the support of an independent external advisor specializing in human rights. Its implementation will follow the framework of the United Nations Guiding Principles on Business and Human Rights (UNGPs). The due diligence process will be carried out through three key stages: reviewing relevant corporate policies and documents, conducting field visits accompanied by in-depth interviews with stakeholders potentially affected by mining activities—including employees, contractors, business partners, and surrounding communities—and developing action plans together with business units based on the findings. These action plans will then be communicated to stakeholders through the HREDD Report. The outcomes of the 2022 and 2023 Human Rights Due Diligence are presented in the https://www. bumiresources.com/en/sustainability#reports. (413-2) 120 Sustainability Report 2025 PT BUMI Resources Tbk
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In 2025, BUMI received the Business and Human Rights Award (BHAM) 2025, organized by SETARA Institute in
collaboration with Yayasan Taruma Negara at Hotel Pullman Jakarta Central Park on November 25, 2025. The
award recognizes companies in the palm oil and mining sectors that demonstrate progress in implementing
business practices aligned with the respect for human rights. The recognition is based on the Responsible
Business Conduct Benchmark research, which evaluates the implementation of the United Nations Guiding
Principles on Business and Human Rights (UNGPs), ESG practices, and the integration of sustainability
considerations into corporate operations.
For BUMI, this recognition reflects the Company’s continued efforts to strengthen the integration of human
rights considerations into its policies, governance framework, and operational practices. The achievement
also serves as an encouragement for the Company to further advance responsible business conduct aligned
with both national and international standards, while ensuring that business growth remains attentive to the
protection of stakeholders’ rights.
HUMAN RIGHTS ACTIVITIES IN 2025
(POJK51-F.1)
Throughout the reporting year, BUMI, through its Human Rights Coordination Team implemented its human
rights commitment through a series of capacity-building activities, knowledge-sharing engagements, and
participation in policy and multi-stakeholder forums. Key initiatives undertaken during the year are summarized
below: (POJK 51 – F.1)
1. Conducting refresher training on Human Rights and the Code of Conduct for employees. The training
was attended in person by 20 Arutmin employees, as well as 2,246 KPC employees and 131 KPC
contractor employees. Participants also included security personnel assigned within the Company’s
operational areas..(410-1)
2. Participating in a benchmarking session and interview as part of a research project on good practices
in Business and Human Rights among private companies in ASEAN countries, organized by the
International and Civil Law Commercial Center, Public Foundation in Japan, on May 7, 2025.
3. Attending a Focus Group Discussion (FGD) on the development of National Human Rights Due Diligence
policies focusing on environmental and climate change indicators, organized by the Ministry of Human
Rights – Directorate General of Human Rights Instruments and Strengthening, on October 6, 2025.
4. Participating in an FGD on National Human Rights Due Diligence policy development focusing on labor
union indicators, organized by the Ministry of Human Rights – Directorate General of Human Rights
Instruments and Strengthening in collaboration with the Friedrich Naumann Foundation (FNF) on
October 16, 2025.
5. Attending an FGD on National Human Rights Due Diligence policy development focusing on Occupational
Health and Safety (OHS) indicators, organized by the Ministry of Human Rights – Directorate General of
Human Rights Instruments and Strengthening together with the Friedrich Naumann Foundation (FNF)
on October 17, 2025.
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6. Actively participating in the training “Business and Human Rights Approach to Net Zero and Nature
Positive Strategies” organized by the United Nations Development Programme (UNDP) Indonesia on
October 28–29, 2025.
7. Participating in the Human Rights Due Diligence Webinar organized by the Indonesia Stock Exchange
(IDX) in collaboration with the Global Reporting Initiative (GRI) and the Indonesian Listed Companies
Association (AEI) on December 9, 2025.
RESPECT FOR HUMAN RIGHTS IN BUSINESS
AGREEMENT
BUMI promotes the application of human rights principles throughout its business partnerships. This
commitment is implemented by incorporating human rights provisions into cooperation agreements with
contractors, suppliers, and other business partners as part of responsible corporate governance practices.
In 2025, at the holding level, human rights considerations were included in nearly all cooperation agreements,
representing a total contract value of Rp 18,672,248,654. This figure reflects a 13.62% increase compared to the
previous year, indicating a growing number of business partners adopting human rights principles within their
operational practices.
In addition to contractual integration, the Company also strengthens awareness of human rights practices
through knowledge-sharing initiatives with business partners. BUMI’s business units, KPC and Arutmin, regularly
facilitate discussions and information updates on human rights and labor practices through the Human
Resources & Community Relations Forum (HRCR Forum).
We believe that incorporating human rights commitments
into cooperation agreements is positively correlated with
improved business outcomes for the Company. In 2025, we
concluded cooperation agreements with a total contract
value of IDR 18,672,248,654. This reflects BUMI’s commitment
to maintaining robust partnerships that promote respect for
human rights in operational practices.
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GRIEVANCE MECHANISM
(2-25) (2-26) (406-1) (411-1)
BUMI provides a grievance mechanism that enables stakeholders to raise concerns while allowing the
Company to identify potential human rights risks at an early stage. Through this channel, emerging issues can
be addressed promptly, reducing the likelihood of them escalating into broader impacts.
The mechanism is designed in line with the effectiveness criteria outlined in the United Nations Guiding
Principles on Business and Human Rights (UNGPs). These principles emphasize that grievance mechanisms
should be legitimate, accessible to complainants, supported by clear timelines for handling cases, conducted
in a fair and transparent manner, and focused on resolving issues.
Stakeholders are encouraged to submit complaints, feedback, or constructive suggestions to support BUMI’s
continuous improvement. Submissions can be made via email at speakup@bumiresources.com or by phone/
SMS at +62 812-128-2864.
To ensure accessibility and credibility, the grievance mechanism operates on a daily basis. Communities living
around operational areas may also convey concerns directly to Community Development officers in the field.
Many of these officers come from local communities, which helps facilitate communication and strengthen
trust in the grievance system established by the Company. (2-26)
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources Where a complaint is found to be associated with adverse human rights impacts, the form of remediation is determined based on the Company’s relationship to the impact—whether the Company caused, contributed to, or is directly linked to the issue. Possible remedies may include apologies, restitution, rehabilitation, financial or non-financial compensation, and preventive measures to ensure that similar impacts do not recur. (2-25) Through the implementation of this grievance mechanism and the human rights due diligence process, the Company confirmed that throughout 2025 there were no complaints received related to discrimination, human rights violations, freedom of association and assembly, child labor, forced labor, or violations of the rights of indigenous and local communities around its operational areas. (406-1) (411-1) (S-07) 124 Sustainability Report 2025 PT BUMI Resources Tbk
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources 08 OCCUPATIONAL HEALTH AND SAFETY PERFORMANCE 126 Sustainability Report 2025 PT BUMI Resources Tbk
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BUMI prioritizes occupational safety and health in all its
operational activities. The company believes that every
fatality, injury, and occupational illness can be prevented
through the implementation of a robust safety management
system, improvements in worker competence, and the
strengthening of a safety culture. In line with its commitment
to protecting the right to occupational safety and health
as part of human rights, BUMI continues to conduct audits,
training, and safety performance evaluations to ensure a safe
and healthy working environment for all workers.
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MANAGEMENT OF MATERIAL TOPICS:
(3-3) (2-23)
IMPACT OF MATERIAL TOPIC (3-3)
Open-pit mining activities have the potential to impact the health and safety of workers, both
employees and contractors, arising from operational activities in the mining area. These risks include
physical injury, musculoskeletal disorders from work activities, exposure to noise that can cause
hearing loss, exposure to chemicals and dust, and other factors that can affect workers’ health, safety,
and well-being.
COMMITMENT & POLICIES (2-23) (S-11)
1. Human Rights Policy Version 1 476/BR-BOD/XII/18 (Group)
2. Mining Safety, Environmental, and Security Policy (KPLK) 2025 (Kaltim Prima Coal)
3. Mining Safety, Environmental, and Community Policy 2023 (PT Arutmin Indonesia)
4. ISO 45001:2018 on Occupational Health and Safety Management System.
MANAGEMENT OF IMPACT
In 2025, KPC conducted 163 internal audits and 2 external audits (ISO 45001:2018 Surveillance Audits)
by SGS related to occupational health and safety (OHS) performance. Meanwhile, Arutmin conducted
one internal audit of the Mining Safety Management System (SMKP) for each operational area.
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OCCUPATIONAL HEALTH AND SAFETY
MANAGEMENT SYSTEM
(2-27) (403-1) (403-8) (POJK51-F.21) (EM-CO-320a.2)
As a mining company, BUMI implements the Mining Safety Management System (SMKP Minerba) in accordance
with Minister of Energy and Mineral Resources (ESDM) Regulation No. 26 of 2018, ESDM Ministerial Decree No.
1827 K/30/MEM/2018, Director General of Mineral and Coal Decree No. 185.K/37.04/DJB/2019, and Government
Regulation No. 50 of 2012 on Occupational Health and Safety Management Systems. In addition, the company
has adopted ISO 45001:2018 as an international standard to strengthen its occupational health and safety
management, serving as the basis for managing safety, occupational health, and environmental risks in an
integrated manner across all operational activities to ensure a safe and decent working environment. (2-27)
(403-1) (POJK-F.21)
Throughout 2025, PT Bumi Resources Tbk, through its operating subsidiaries, continued to ensure the
implementation of a comprehensive Occupational Health and Safety Management System (OHSMS) across
all operational areas. During the reporting period, there were 3,330 company employees and 22,939 contractor
workers at KPC, as well as 964 company employees and 11,220 contractor workers at Arutmin, working within
the Company’s OHS management system. (403-8)
The SMKP implemented at KPC and Arutmin covers all operational areas and provides protection for 100% of
the workforce, including employees and non-employee workers such as partners and contractors. This system
is implemented in an integrated manner through operational risk control, workforce capacity building, and
continuous monitoring of field safety practices. (403-8)
Through its strong commitment to occupational safety and regulatory compliance, the Company successfully
complied with all applicable safety and environmental regulations throughout 2025, resulting in no sanctions
or fines imposed by the government during the reporting period. (2-27)
Highlight OHS Management System 2025
PLANNED LEVEL PLANNED LEVEL
The level of mining safety performance achievement in 2025 by The level of mining safety performance achievement for the
KPC is based on the Decree of the Director General of Mineral period 2023 - 2025 by Arutmin is based on Directorate General
and Coal No. 10.K/MB.01/DJB.T/2023. of Mineral and Coal Decree No. 10.K/MB.01/DJB.T/2023.
KPC Arutmin
76%
The level of mining safety performance
achievement 2025 by KPC is based on Directorate
General of Mineral and Coal Decree No. 10.K/
MB.01/DJB.T/2023.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources THE SAFETY OF BUSINESS PARTNERS (403-8) The Company recognizes that contractors and business partners play an important role in supporting operational activities. Currently, KPC works with approximately 141 contractor companies, while Arutmin employs approximately 95 contractors. Therefore, through its business units, the Company has implemented a Contractor Management System to align safety culture, communication practices, performance standards, and OHS competencies between the Company and its contractors. KPC and Arutmin implement partner safety management starting from the selection stage, as well as supervision management before. The contractor safety management process is illustrated in the diagram below. OHS HAZARD IDENTIFICATION, RISK ASSESSMENT, AND INCIDENT INVESTIGATION (403-2) (403-4) (403-9) BUMI and its business units systematically identify hazards, assess and control risks through the Hazard Identification, Risk Assessment, and Determining Control (HIRADC) process and Job Safety Analysis (JSA) in all operational activities. This process is carried out periodically, before work begins, to ensure that potential hazards are identified early and that risk control measures are adequately implemented. (403-2) (403-9) 130 Sustainability Report 2025 PT BUMI Resources Tbk
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Hazard identification and risk assessment are carried out by competent personnel who have received relevant
occupational safety training and involve workers and contractors who understand the field operational
conditions. Worker participation is an important part of occupational accident prevention efforts, including
through consultation during risk assessment, incident investigation, and regular occupational safety meetings.
(403-2) (403-4)
The company also implements an incident and near-miss reporting mechanism that requires all employees
and partners to report any incident that could pose a safety risk. All reports will be followed up through an
investigation process to identify the root causes and determine corrective actions to prevent similar incidents
in the future. (403-2)
In line with the company’s commitment to occupational safety and respect for human rights, workers have
the right to refuse or leave work situations that they believe may endanger their safety or health. This policy is
accompanied by a guarantee that workers who report hazards or stop work for safety reasons are protected
from retaliation, so they can openly express safety concerns without risk of discrimination or sanctions. (403-2)
Top 5 Occupational Safety and Health Hazards and Risks Identified in 2025
(403-2) (403-9)
KPC
NO Hazard/OHS risk Action to minimize risk
Defensive driving training; radio communication
procedures; vehicle/heavy equipment
operating procedures; standardization of
mine road and work area design; vehicle/
heavy equipment maintenance management;
1 Collision between vehicles/heavy equipment
traffic management (mining and non-mining);
hazardous work authorization system (KIMPER);
implementation of standard rules/Golden
Rules; and roadworthiness (commissioning)
standardization for vehicles/heavy equipment.
Defensive driving training; radio communication
procedures; vehicle/heavy equipment
operating procedures; standardization of
mine road and work area design; vehicle/
heavy equipment maintenance management;
2 Vehicle/heavy equipment rollover
traffic management (mining and non-mining);
hazardous work authorization system (KIMPER);
implementation of standard rules/Golden
Rules; and roadworthiness (commissioning)
standardization for vehicles/heavy equipment.
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Defensive driving training; radio communication
procedures; vehicle/heavy equipment
operating procedures; standardization of
mine road and work area design; vehicle/
heavy equipment maintenance management;
traffic management (mining and non-
3 Worker struck by vehicles/heavy equipment mining); hazardous work authorization system
(KIMPER); implementation of standard rules/
Golden Rules; roadworthiness (commissioning)
standardization for vehicles/heavy equipment
(including mandatory installation of reverse
alarms); use of reflective uniforms; and energy
isolation procedures (Lock Out Tag Out).
Manual handling training; standardization of
work area design; hazardous work authorization
system (KIMPER); implementation of standard
rules/Golden Rules; standardization of work
equipment roadworthiness (commissioning)
4 Falling objects / struck by objects (including power tools, heavy equipment –
FOPS, lifting equipment, etc.); use of reflective
uniforms; energy isolation procedures (Lock
Out Tag Out); lifting procedures; use of personal
protective equipment; and installation of
barricades in work areas.
Implementation of fall prevention and
protection systems; working at height training;
5 Fall from height hazardous work authorization system (KIMPER);
and implementation of standard rules/Golden
Rules.
ARUTMIN INDONESIA
NO Hazard/OHS risk Action to minimize risk
Engineering Controls -
Administrative Controls: Workers must visually
assess the surrounding area; carry a two-
way radio; report emergencies immediately
1 Working near cliffs/gorges
when they occur; ensure evacuation routes
are available; provide first-aid supplies; work
is prohibited in rainy conditions; and work is
prohibited in high-wind conditions.
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NO Hazard/OHS risk Action to minimize risk
Work Practices: Conduct a pre-shift safety
briefing (P5M) regarding the conditions of the
work area.
PPE: Use of PPE including helmets, uniforms/
reflective vests, and safety shoes.
Engineering Controls: -
Administration Controls: Implementation
of golden rules in operating vehicles and
equipment, reducing speed and maintaining
a safe distance, periodic road watering and/
or watering as per inspection findings to ensure
roads meet Mining OSH standards, halting
operations if dust impairs visibility, and use
of seat belts by drivers to reduce the severity
Thick dust on the haul road with visibility of less
2 of injuries in accordance with vehicle and
than 40 meters
equipment operating guidelines.
Work Practices: Communicating Mining
OSH standards to Water Truck Operators to
ensure watering in dusty areas, and periodic
road condition inspections by supervisors in
accordance with OSH observation & inspection
procedures.
PPE: Use of PPE, including helmets, uniforms/
reflective vests, and safety shoes.
Engineering Controls: -
Administration Controls: Workers performing
work at heights must be competent or have
received training, complete standard OSH
documentation (JSA and Permit), have an ERT
team on-site during the work process, ensure
first-aid supplies are available, and verify that
3 Working at Heights all equipment is in good working order.
Work practices: Supervisors ensure that workers
have received training in working at heights and
have at least a basic understanding of first aid.
PPE: Use PPE (helmet, safety shoes, gloves,
full-body harness with double lanyard)
in accordance with the PPE Management
Procedure.
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NO Hazard/OHS risk Action to minimize risk
Engineering Controls: Use welding screens
Administrative Controls: Only qualified workers
may perform welding operations; work must
have a hot work permit in accordance with
procedures; first aid kits, fire extinguishers, and
fire blankets must be available and placed in
4 Sparks from cutting and welding work
the work area.
Work practices: Hot work training.
PPE: Use of PPE including a helmet, reflective
vest/uniform, safety shoes, face shield, welding
apron, welding mask, leather gloves, and
welding mask.
Engineering Controls: Installation of warning
alarms when the excavator is turning.
Administration Controls: Ensure adequate
lighting when working at night; manage work
shifts and fatigue; communicate via radio;
vehicles other than the excavator’s fleet partner
5 Excavator Movement in the Loading Point Area
are not permitted within the working excavator’s
swing radius.
Work practices: Training on working in hot
conditions.
PPE: Use of PPE, including helmets, reflective
vests/uniforms, and safety shoes.
OHS ASPECTS IN COLLECTIVE LABOR
AGREEMENTS
(2-30) (403-4)
KPC and Arutmin have included OHS aspects in the CLA for 2023-2025, signed by labour unions, management,
and the Ministry of Manpower, as stipulated in Law No. 1 of 1970 and Law No. 13 of 2003.
In KPC, of the 14 chapters and 87 articles listed in the CLA, 7 articles cover Occupational Health and Safety. This
topic is listed in chapter VIII, articles 50-56. Meanwhile, Arutmin covers Occupational Health and Safety in 6
chapters of the 2023-2025 CLA. This topic is listed in Chapters 4, 5, 9, 10, 11, and 13.
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OCCUPATIONAL HEALTH SERVICES
(403-3) (403-6) (403-7) (POJK51-F.21)
BUMI and its business units provide occupational health services to support the identification and control of
workplace health hazards and to minimize the risk of occupational diseases (PAK) and work-related illnesses
(PAHK). These services include monitoring workers’ health, conducting periodic health checks, and evaluating
health risks arising from operational activities. The findings from these occupational health services are used as
input in efforts to improve working conditions and strengthen health risk control in the operational environment.
To ensure service quality and accessibility for workers, the company provides a 24-hour health clinic in the
operational area, staffed by competent doctors and health workers with relevant certifications. In addition,
the company collaborates with hospitals near its operations to ensure that workers receive further medical
treatment when necessary.
The Company also maintains the confidentiality of employee health information through a health record
management system, with internal procedures governing it in each business unit. Employee health information
is used only for occupational health services and workplace health risk management. In line with the company’s
commitment to respecting human rights, employee health information and participation in occupational
health services are not used as a basis for making decisions related to employment relationships, such as
promotions, performance evaluations, compensation, or other actions that may benefit or harm employees.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources HIGHLIGHT OCCUPATIONAL HEALTH MANAGEMENT 2025 (403-6) (403-7) (POJK51-F.21) KPC Arutmin 100% 100% KPC employees and their family Arutmin employees and their family members are enrolled in the National members are enrolled in the National Health Insurance Program – Kartu Health Insurance Program – Kartu Indonesia Sehat. Indonesia Sehat. 30,939 11,722 KPC employees and contractors undergo Arutmin employees and contractors initial, periodic, special, and final medical undergo initial, periodic, special, and final check-ups (MCU). medical check-ups (MCU). 12 10,228 KPC conducted workplace and accommodation hygiene and sanitation Arutmin conducted workplace and inspections routinely every month at accommodation hygiene and sanitation each areas/buildings. inspections. 31 1,849 KPC conducted food hygiene and safety Arutmin conducted food hygiene and inspections. safety inspections. 136 Sustainability Report 2025 PT BUMI Resources Tbk
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Health and Safety
OHS ORGANIZATIONAL STRUCTURE
(403-4)
The Mining Safety Committee (KKP), also known as the Occupational Safety and Health Advisory Committee
(P2K3), serves as an avenue to enhance communication and cooperation between management and
employees, with a view to fostering effective communication and participation in the implementation of OHS.
In addition, KKP and P2K3 are tasked with providing advice and guidance to the Management Board on OHS
matters to ensure the OHS program is implemented across all aspects of the Company’s activities.
In accordance with KepDirjen Minerba-ESDM No. 185 of 2019, companies holding IUPK are required to establish a
Mining Safety Committee (KKP). We also comply with the Minister of Manpower Regulation No. 4 of 1987 related
to the formation of the Occupational Safety and Health Advisory Committee (P2K3). KKP and P2K3 consist of a
Chair held by the KTT/COO, a Deputy Chair held by WKTT, a Secretary held by GM HSES, and members consisting
of the highest-ranking structure from each Division. The KKP is prepared by the GM and HSES Manager, and
approved by the KTT/COO.
KPC’s Organizational Structure of Mining Safety Committee:
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources Arutmin’s Organizational Structure of Mining Safety Committee: a. Asamasam Site b. Kintap Mine 138 Sustainability Report 2025 PT BUMI Resources Tbk
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c. Satui Mine
d. Batulicin Mine
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources e. Senakin Mine f. NPLCT Terminal 140 Sustainability Report 2025 PT BUMI Resources Tbk
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Highlight Mining Safety Committee 2025
86 72
KKP KPC meetings. KKP Arutmin meetings.
OHS TRAINING AND EMERGENCY
PREPAREDNESS
(403-5) (403-7) (EM-CO-320A.2)
The Company is committed to ensuring that every personnel, particularly those working in operational or field
roles, possesses adequate competence and understanding of the hazards and potential risks associated with
their activities. To support this commitment, the Company provides OHS training to employees at all levels
based on a training matrix developed in accordance with the competency requirements of each job position.
The training program includes OHS induction training for new employees, general and refresher OHS training, as
well as specific training or certifications that are mandatory for workers depending on the nature of their duties
and the operational risks involved. These initiatives ensure that employees are equipped with the necessary
knowledge and skills to perform their tasks safely and responsibly.
In mining operations, we recognize the potential risks of explosions and fires associated with the handling
of hazardous chemicals. Therefore, KPC has established SOP Prima Nirbhaya 2.08 on Mining Safety and
Environmental Emergency Preparedness and Response (K3L), while Arutmin has implemented ARI-OHS-112
Emergency Management. These SOPs ensure that safety standards, emergency preparedness, and response
measures are consistently maintained across all business unit operations.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources HIGHLIGHT OHS TRAINING AND EMERGENCY PREPAREDNESS 2025 (403-5) (403-7) (EM-CO-320A.2) KPC Arutmin 59,655 36,363 The total participants of OHS training consisted of 6,778 KPC employees and Arutmin employees receive OHS training. 52,877 contractor workers. 181,467 36,363 Total hours of KPC’s OHS training. Total hours of Arutmin’s OHS training. 80 69 Emergency drills at KPC. Emergency drills at Arutmin. 3,325 7,690 Fire & rescue equipment inspection and Fire & rescue equipment inspection and testing at KPC. testing at Arutmin. 142 Sustainability Report 2025 PT BUMI Resources Tbk
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OHS PERFORMANCE
(403-2) (403-7) (403-9) (403-10) (EM-CO-320a.1) (S-06)
In 2025, BUMI strengthened its safety culture through proactive risk reporting across all business units. This
approach reinforces prevention by encouraging employees and contractors to report near misses, potential
hazards, traffic-related violations, and unsafe behaviour observations before they develop into incidents.
During the reporting period, KPC recorded 6,216 proactive safety reports and Arutmin recorded 19,191, bringing
BUMI’s total to 25,407 reports. These reports reflect BUMI’s broader preventive safety reporting methodology,
which goes beyond near misses alone. Total proactive reports should therefore not be interpreted as equivalent
to NMFR. The Company will continue to strengthen follow-up quality, trend monitoring, and corrective action
effectiveness so that stronger reporting is matched by measurable improvements in safety performance.
The OHS performance of KPC and Arutmin for 2025 is presented in the following table:
KPC
2025 2024 2023
Category
Employees Contractors Employees Contractors Employees Contractors
Total Injury
Frequency 0.66 0.28 0.12 0.04 1.42 0.32
Rate (TIFR)
Total Injury
Severity Rate 22.84 2.96 4.37 1.34 15.45 39.01
(TISR)
Loss Time
Injury -
0.20 0.04 0.12 0.04 0.19 0.18
Frequency
Rate (LTI-FR)
Near Miss
Frequency 0 0.06 0.12 0.01 0.13 0.05
Rate (NMFR)
Percentage
of High-
consequence 1% 0% 0% 1% 0% 1%
Work-related
Injuries
Total
Cumulative 15,106,627 77,362,366 16,467,436 81,156,669 15,538,109 87,986,347
Working Hours
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2025 2024 2023
Category
Employees Contractors Employees Contractors Employees Contractors
Near Miss KPC Contractors KPC and Contractors
Frequency
Rate (NMFR)
0.00 0.01 0.01
ARUTMIN INDONESIA
2025 2024 2023
Category
Employees Contractors Employees Contractors Employees Contractors
Total Injury
Frequency 4.02 0.58 3.15 0.66 3.88 0.85
Rate (TIFR)
Total Injury
Severity Rate 9.67 0.41 3.54 187.08 16.37 319.65
(TISR)
Loss Time
Injury -
0.40 0.02 0.39 0.14 0.43 0.13
Frequency
Rate (LTI-FR)
Near Miss
Frequency 2.81 2.01 1.18 0.83 2.15 0.74
Rate (NMFR)
Percentage
of High-
consequence 0% 0% 0% 0% -** -**
Work-related
Injuries
Total
Cumulative 2,484,319 35,817,062 2,543,308 34,733,908 2,320,930 37,659,645
Working Hours
Near Miss Arutmin Contractors Arutmin and Contractors
Frequency
Rate (NMFR) 0,56 0.40 0.41
Note:
*Per 1,000,000 hours worked
** Not reported in the given period.
*** Per 200,000 hours worked.
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Number of Work-related Injuries and Illness in 2025 (S-06) (403-10)
KPC
Employees Contractors
Incidents Category Injury/number Injury/number
Number Number
of workers (%) of workers (%)
Work-related Injuries
Minor Injury 0 0 0 0
Major Injury 3 0.06% 3 0.01%
Fatality 0 0 0 0
High-consequence Work-
1 0.02% 0 0.00%
related Injuries
Work-related Illness
Work-related Illness Cases 0 0 0 0
ARUTMIN INDONESIA
Employees Contractors
Incidents Category Injury/number Injury/number
Number Number
of workers (%) of workers (%)
Work-related Injuries
Minor Injury 1 0.10% 0 0%
Major Injury 0 0% 0 0%
Fatality 0 0% 0 0%
High-consequence Work-
0 0% 0 0%
related Injuries
Occupational Diseases
Work-related Illness Cases 0 0% 0 0%
Note:
* High consequence injuries are recordable injuries that result in life altering or long-term/permanent disabling injuries.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources 09 ENVIRONMENTAL MANAGEMENT PERFORMANCE 146 Sustainability Report 2025 PT BUMI Resources Tbk
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Environmental management at PT Bumi Resources Tbk
focuses on minimizing operational impacts while restoring the
area’s ecological functions after mining activities. Through
post-mining reclamation and revegetation programs, the
Company strives to restore vegetation cover and improve land
quality. These efforts are also aimed at increasing operational
resilience to the impacts of climate change, particularly
increased rainfall intensity on open-pit mining operations, as
well as providing long-term benefits to communities around
the operational area through the sustainable use of post-
mining land.
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MANAGEMENT OF MATERIAL TOPICS:
(3-3) (2-23)
IMPACT OF MATERIAL TOPIC (3-3)
Open-pit mining operations can have significant impacts, including changes to the landscape, air and
water quality, and disruptions to biodiversity. In addition, climate change can affect the Company’s
operations through increased rainfall intensity, which has the potential to destabilize mine slopes,
disrupt drainage systems, and disrupt the smooth running of operations.
COMMITMENT & POLICIES (2-23) (S-11)
1. Environmental Policy 2019 (Group)
2. Human Rights Policy Version 1 476/BR-BOD/XII/18 (Group)
3. Mining Safety, Environmental, and Security Policy (KPLK) 2025 (Kaltim Prima Coal)
4. Mining Safety, Environmental, and Community Policy 2022 (PT Arutmin Indonesia)
5. ISO 14001:2015 on Environmental Management Systems.
6. PT Kaltim Prima Coal Biodiversity Policy
7. PT Arutmin Indonesia Biodiversity Policy 2024
8. PT Kaltim Prima Coal Climate Change (Energy Efficiency and Emission Reduction) Policy 2025
9. PT Arutmin Indonesia Climate Change (Energy and Emission Management) Policy 2024
MANAGEMENT OF IMPACT
The company manages environmental impacts through an integrated environmental management
system, compliance with environmental licensing requirements, and environmental management
and monitoring programs in accordance with the Environmental Impact Assessment (EIA) document
and applicable regulations. These management efforts include controlling emissions and waste,
managing mine water and drainage systems, improving energy and resource efficiency, and carrying
out reclamation and revegetation activities to restore the ecological function of post-mining land.
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ENVIRONMENTAL MANAGEMENT SYSTEM
(2-24) (2-25) (2-27)
The company implements an integrated Environmental Management System to ensure environmental
impacts are systematically managed in accordance with applicable regulations. This system refers to the EIA
document approved by the government, which adopts the ISO 14001:2015 standard In 2025, the main business
units of PT Kaltim Prima Coal (KPC) and PT Arutmin Indonesia (Arutmin) conducted both internal and external
environmental audits as part of their monitoring and improvement of environmental performance. The results
of the 2025 external audit showed one minor findings at KPC and three at Arutmin, which have been followed
up on as part of continuous improvement efforts.
The implementation of this system also ensures the Company’s compliance with applicable environmental
regulations, including Law Number 4 of 2009, Government Regulation Number 22 of 2021, and related technical
regulations issued by relevant ministries. (2-27)
Throughout 2025, KPC and Arutmin successfully complied with all applicable environmental regulations,
resulting in no environmental sanctions or fines from the government. As we advance, the Company also
plans to complement the environmental impact assessment process by implementing Human Rights and
Environmental Due Diligence (HREDD), which involves stakeholders who may be affected by mining operations,
to strengthen sustainability governance and environmental and social risk management. (2-24) (2-25) (2-27)
(EM-CO-140a.2)
ENERGY MANAGEMENT
(302-1) (302-2) (302-3) (POJK51-F.6) (POJK51-F.7) (E-03)
Energy Governance
Energy management is implemented through policies, operational control systems, and regular energy
performance monitoring across all business units. The Company’s energy policy serves as the basis for
implementing energy efficiency programs, including optimizing fuel and electricity use across mining,
transportation, and coal processing operations. The implementation of this policy is supported by energy
consumption monitoring, periodic energy performance evaluations, and the development of energy-efficiency
initiatives through the adoption of more efficient technologies and improved operational practices.
As part of this commitment, the Company’s main business units have set annual energy efficiency targets. KPC
has set an energy efficiency target of 1,000,000 GJ per year as stated in its updated Energy Policy. Meanwhile,
Arutmin Indonesia has set an energy efficiency target of 492,514 GJ per year. This target serves as a reference
in the planning and implementation of various energy efficiency programs aimed at reducing energy
consumption intensity while supporting improvements in the Company’s environmental and operational
performance.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources Through systematic energy management, the company strives to improve energy efficiency, reduce operating costs, and contribute to reducing greenhouse gas emissions across all its operations. Energy Consumption and Intensity 2025 (302-1) (302-2) (302-3) (POJK51-F.6) (E-03) In 2025, the combined energy consumption of KPC and Arutmin operations totaled 37,608,994 GJ. This energy was used to support various mining operations, ranging from overburden removal and material transportation to coal processing and other supporting activities in the mining area. With combined coal production reaching 74,781,742 tons, the company’s energy intensity was 0.50 GJ per ton in 2025. This achievement reflects the company’s efforts to maintain energy efficiency through operational optimization and the implementation of energy-efficiency programs across all business units. 150 Sustainability Report 2025 PT BUMI Resources Tbk
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Details of energy consumption for each business unit are presented in the following table.
2025 2024 2023
Fuel Unit
Total GJ* Total GJ* Total GJ*
Renewable Energy
Biodiesel B40 Liter 311,245,695 10,146,610 307,682,859 10,030,461 350,005,075 11,410,166
Solar Power
kWH 23,178 83 23,178 83 23,178 83
Plants
Total Renewable Energy - 10,146,693 - 10,030,545 - 11,410,249
Non-renewable Energy
Diesel Fuel Liter 473,721,058 17,053,958 571,411,024 20,570,797 661,284,040 23,806,225
Gasoline Liter 810,026 26,812 876,429 29,010 925,302 30,627
Coal for Power
Ton 161,797 2,807,875 153,591 2,681,858 133,224 3,317,272
Plant
Purchased
Electricity from MWh 8,324 29,969 4,555 16,400 2,329 8,386
PLN
Total Non-renewable
- 19,918,614 - 23,298,064 - 27,162,511
Energy
KPC Total Energy
- 30,065,307 - 33,328,609 - 38,572,760**
Consumption
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Energy Intensity
2025 2024 2023
Metrics
Total Unit Total Unit Total Unit
Coal Production
53,500,000 Ton 54,999,872 Ton 53,454,837** Ton
Volume
Coal Revenue 56,581 Billions Rp 70,432 Billions Rp 75,567 Billions Rp
Energy Intensity
(Energy per Unit 0.56 GJ/Ton 0.61 GJ/Ton 0.72 GJ/Ton
of Production)
Energy Intensity
(Energy per 531 GJ/ Billions Rp 473 GJ/ Billions Rp 510 GJ/ Billions Rp
Revenue)
Note:
* Conversion factors:
2006 IPCC Guidelines for National Greenhouse Gas Inventories; Ministry of Environment (2012) Guidelines for Conducting the, Book II, Volume
1. 1 liter of high-speed diesel = 0.036 GJ, 1 ton of coal = 18.9 GJ, 1 liter of B-30 biodiesel = 0.037 GJ
** Restating information due to improved calculations
2025 2024 2023
Fuel Unit
Total GJ* Total GJ* Total GJ*
Renewable Energy
Biodiesel B35 Liter 73,634,053 2,650,826 62,141,336 2,237,088 60,903,500 2,192,526
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2025 2024 2023
Fuel Unit
Total GJ* Total GJ* Total GJ*
Solar Power
kWH - 942 - - - -
Plants
Total Renewable Energy - 2,651,768 - 2,237,088 - 2,192,526
Non-renewable Energy
Diesel Fuel Liter 132,106,796 4,755,845 124,235,148 4,472,465 143,332,250 5,159,961
Electricity
Purchased MWh 37,798 136,075 31,016 111,658 23,103 83,173
from PLN
Total Non-renewable
- 4,891,919 - 4,584,123 - 5,243,134
Energy
Arutmin Total Energy
- 7,543,687 - 6,821,211 - 7,435,660
Consumption
Energy Intensity
2025 2024 2023
Metrics
Total Unit Total Unit Total Unit
Coal Production
21,281,742 Ton 19,505,728 Ton 24,324,645 Ton
Volume
Coal Revenue 18,524 Billions Rp 19,350 Billions Rp -** Billions Rp
Energy Intensity
(Energy per Unit 0.35 GJ/Ton 0.35 GJ/Ton 0.31 GJ/Ton
of Production)
Energy Intensity
(Energy per 407.19 GJ/ Billions Rp 352.52 GJ/ Billions Rp -** GJ/ Billions Rp
Revenue)
Note:
*Conversion factors:
2006 IPCC Guidelines for National Greenhouse Gas Inventories; Kementerian Lingkungan Hidup (2012) Pedoman Penyelenggaraan Inventarisasi
Gas Rumah Kaca Nasional, Buku II Volume 1., 1 Liter High Speed Diesel = 0,036 GJ, 1 Ton Coal = 18,9 GJ, 1 Liter Biodiesel B-30 = 0,037 GJ
** Not reported in the given period
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources ENERGY MANAGEMENT IN MINING OPERATIONS Energy Efficiency Programs (305-5) (POJK51-F.7) (POJK51-F. 12) (EM-CO-110a.2) We have established four priority programs in energy management to reduce Scope 1 and 2 emissions, namely energy efficiency in heavy equipment, optimization of mining infrastructure, energy efficiency in mining support facilities, and substitution of low-emission energy and technology. These four programs continue to be tested for feasibility and refined to ensure optimal achievement. The performance related to energy efficiency and electrification in the production processes of KPC and Arutmin can be seen in the following table: KPC Energy Efficiency in 2025 1,294,784 GJ KPC’s energy efficiency decreased by 31% in 2025 compared to the previous year. KPC’s effiency energy decreased driven by a combination by a combination of more challenging operational conditions. Actual haul road grades at the SPE Pit area exceeded planned grades by approximately 3%, requiring heavier fuel consumption from mining equipment to maintain operational throughput. Compounding this, higher traffic density within the SPE Pit area further increased overall fuel consumption. Additionally, mining activity at the MOD area was scaled back to minimum operational levels during the year, which reduced the scope of energy efficiency initiatives that could be implemented in that area and limited their overall contribution to the Company’s energy efficiency performance. The largest contribution to KPC’s energy efficiency achievements in 2025 came from the mine infrastructure optimization program, which accounted for around 48% of total energy efficiency, equivalent to a 621,496 GJ reduction in energy consumption. This program focuses on improving the efficiency of material transportation systems and operational infrastructure management to reduce fuel consumption in coal and overburden transportation activities. Some of the key initiatives in this program include replacing coal transportation by truck with the Overland Conveyor (OLC) 2 system, utilizing conveyors from the pit to the processing facility, and the Muara Wahau Road Diversion (MWRD), which is designed to improve the efficiency of mine transportation routes. In addition, KPC implements the MINE (Mining Infrastructure Navigation and Evaluation) application to support digital monitoring and evaluation of mining infrastructure, thereby helping optimize transport route planning and energy use during operational activities. 154 Sustainability Report 2025 PT BUMI Resources Tbk
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Arutmin Energy Efficiency in 2025
498,396 GJ
Arutmin’s energy efficiency in 2025 increased
by 0.7% compared to the 2024 achievement of
495,165 GJ.
The largest contribution to Arutmin’s energy efficiency achievements in the reporting year came from the
mine infrastructure optimization program, which accounted for approximately 53% of total energy efficiency,
equivalent to a reduction of 265,061 GJ in energy consumption. This program focused on improving the
efficiency of material transportation systems, coal processing, and operational infrastructure management to
reduce energy requirements in mining activities.
A number of initiatives supporting this program included implementing the Coal Crushing Limit System (CCLS)
to optimize coal processing, optimizing In Pit Disposal (IPD) to minimize overburden transportation distances,
and using Overland Conveyors (OLC) to replace truck transportation of coal. In addition, Arutmin has also
upgraded its hauling roads to toll hauling roads to improve material transportation efficiency, implemented
Real Time Slope Stability Monitoring (RTS) to support the optimization of transport distances, and transformed
its barging system from a telescopic chute to a swivel chute to improve operational efficiency in the coal
loading process.
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GHG EMISSIONS FOOTPRINT
(305-1) (305-2) (305-4) (POJK51-F.11) (EM-CO-110a.1) (E-01)
(E-02)
Note:
• In 2020-2021, KPC has not yet conducted an inventory of direct emissions from Land Use, Land Use Change and Forestry (LULUCF).
• Arutmin has conducted an inventory of direct emission from LULUCF emissions in 2025.
In 2025, the total greenhouse gas (GHG) emissions from Scope 1 and Scope 2 of the combined operations
of KPC and Arutmin were recorded at 3,389,204 tons of CO2e. With total coal production reaching 74,781,742
tons, the company’s GHG emission intensity was recorded at 0.045 tons of CO2e per ton of coal produced. This
emission intensity indicator describes the emission efficiency of the company’s operational activities per ton
of coal produced.
In line with Regulation of the Minister of Environment of the Republic of Indonesia No. 12 of 2012 concerning
Guidelines for Calculating Emissions from Oil and Gas Industry Activities, the Company systematically
records and calculates GHG emissions as part of its efforts to manage environmental impacts and improve
transparency in sustainability reporting. In more detail, the GHG emissions footprint from KPC and Arutmin’s
operations in 2025 is recorded as follows: (305-1) (305-4) (POJK51-F.11) (E-01) (E-02) (S2.29a)
KPC’s Scope 1 and 2 Emissions KPC’s Methane Emission
2,770,759 Ton CO2eq 1.774,33 Ton CO2eq
Of methane emission of 0.08% of the total
Decreased by 10% from 2024 Scope 1 Emission.
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KPC
2025 2024 2023
Source Unit
Ton CO2- Ton CO2- Ton CO2-
Total Total Total
eq eq eq
Scope 1
Stationary Combustion (Generator Set and Boiler)
Coal Ton 161,797,03 281,848,54 153,591,00 266,512,40 133,223,77 320,324,062
Total Emission - 281.848,54 - 266,512,40 - 320,324,062
Mobile Combustion (High Vehicle and Other Operational Vehicle)
Diesel Fuel Liter 473,702,697,16 1,267,895,59 571,395,518,60 1,529,290,28 661,269,372,98 1,769,829,81
Gasoline Liter 810,026,00 1,864,74 876,429,00 2,017,48 925,302,00 2,129,98
Biodiesel B40 Liter 311,233,630,84 720,878,53 307.674.509,40 712,592,77 349,997,312,02 810,614,94
Total Emission - 1,990,638,85 - 2,243,900,53 - 2,582,574.74
Processing (B3 Waste Incineration)
Diesel Fuel Liter 18,361,24 49,15 15.505,75 41,50 14,667,02 39,26
Biodiesel B40 Liter 12,063,76 27,94 8.349,25 19,34 7,762,98 17,98
Total Emission - 77,09 - 60,84 - 57,23
Fugitive Emissions (Air Conditioner, Refrigerator)
R22 Kg 258,47 467,83 356,32 644,94 549,00 993,69
R32 Kg 109,29 73,77 158,59 107,05 67,30 45,43
R134a Kg 1,70 2,43 6,60 9,44 6,00 8,58
R404A Kg 4,60 18,04 25,20 98,83 14,00 54,91
R410A Kg 16,90 34,10 41,80 84,35 8,50 17,15
Total Emission - 596,18 - 944,61 - 1,119,76
Direct Emissions of Land Use, Land Use Change and Forestry (LULUCF)
Land clearing
Ha 1,310,30 488,274,56 1,487,15 554.176,53 2.236,40 833,379,55
(deforestation)
Land
Ha - - -
conversion
Total Emission - 488,274,56 - 554,176,53 - 833,378,55
Total Scope 1 - 2,761,435,22 - 2,511,418,38 - 2,904,075,80
Scope 2
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2025 2024 2023
Source Unit
Ton CO2- Ton CO2- Ton CO2-
Total Total Total
eq eq eq
Purchased
Electricity kWh 8,324,774,00 9,323,75 4,555,521,00 5,102,18 2,329,436,00 2,608,97
from PLN
Total Scope 2 - 9,323,75 - 5,102,18 - 2,608,97
Total Emissions Scope 1
- 2,770,758,96 - 3,070,697,10* - 3,740,064,32*
and 2
Emissions Intensity (E-02)
2025 2024 2023
Metric
Total Unit Total Unit Total Unit
Coal Production
53,500,000,17 Ton 54,999,871,81 Ton 53,454,837,02** Ton
Volume
Coal Revenue 56,581 Billions Rp 70.432,00 Billions Rp 75,567,00 Billions Rp
GHG Emissions
Intensity (GHG Ton CO2eq / Ton CO2eq / Ton CO2eq /
0,05 0,06* 0,07*
per Unit of Ton Ton Ton
Production)
GHG Emissions
Intensity Ton CO2-eq Ton CO2-eq / Ton CO2-eq /
48,97 35,73 38,47
(Emissions per / Billions Rp Billions Rp Billions Rp
Revenue)
Note:
Emission factors:
2006 IPCC Guidelines for National Greenhouse Gas Inventories; Ministry of Environment (2012) Guidelines for Conducting the, Book II, Volume 1.
* Restating information due to an increase in emissions resulting from land clearing in 2023 and 2024
** Restating information due to improved calculations
The detailed GHG emissions data for Arutmin Scope 1 and 2, along with energy intensity, are presented in the
following table. (305-1) (305-4) (POJK51-F.11) (E-01)
Arutmin’s Scope 1 and 2 Emissions Arutmin’s Methane Emission
618,445 ton CO2eq 566 ton CO2eq
Increased of 22% from 2024. The increase is mainly
influenced by the increase in production volume, of methane emission or 0.15% of the total
as well as the addition of emission sources from the Scope 1 Emission.
LULUCF sector, which reported in 2025.
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Arutmin
2025 2024 2023
Source Unit
Ton CO2- Ton CO2- Ton CO2-
Total Total Total
eq eq eq
Scope 1
Stationary Combustion (Generator Set and Boiler)
Coal Ton - - - - - -
Total Emission - - - - - -
Mobile Combustion (High Vehicle and Other Operational Vehicle)
Diesel Fuel Liter 132,106,796 390,109 124,235,148 353,391 143,332,250 388,249
Gasoline Liter - - - - - -
Biodiesel B35 Liter 73,634,503 140,318 62,141,336 127,111 60,903,500 155,764
Total Emission - 530,427 - 480,502 - 544,013
Processing (B3 Waste Incineration)
- - - - - - - -
Total Emission - - - - - -
Fugitive Emissions (Air Conditioner, Refrigerator)
AC Unit 414 1,795 394 1,710 - -
Total Emission - 1,795 - 1,710 - -
Direct Emissions of Land Use, Land Use Change and Forestry (LULUCF)
Land clearing
Ha 203 56,848 - - - -
(deforestation)
Land
Ha - - - - -
conversion
Total Emission - 56,848 - - - -
Total Scope 1 - 589,070 - 482,212 - 544,013
Scope 2
Purchased
Electricity kWh 37,789,503 29,375 31,016,211 24,105 23,103,611 17,955
from PLN
Total Scope 2 - 29,375 - 24,105 - 17,955
Total Emissions Scope 1
- 618,445 - 506,317 - 561,968
and 2
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Emissions Intensity (E-02)
2025 2024 2023
Metric
Total Unit Total Unit Total Unit
Coal Production
21,281.742 Ton 19,505,728 Ton 24,324,645 Ton
Volume
Coal Revenue 18,524 Billions Rp 19,350 Billions Rp -* Billions Rp
GHG Emissions
Intensity (GHG Ton CO2eq / Ton CO2eq / Ton CO2eq /
0,029 0,026 0,023
per Unit of Ton Ton Ton
Production)
GHG Emissions
Intensity Ton CO2-eq Ton CO2-eq / Ton CO2-eq /
33,39 26,17 -*
(Emissions per / Billions Rp Billions Rp Billions Rp
Revenue)
Note:
Emission factors:
2006 IPCC Guidelines for National Greenhouse Gas Inventories; Ministry of Environment (2012) Guidelines for Conducting the, Book II, Volume 1;
Ministry of Energy and Mineral Resources (2018) Greenhouse Gas (GHG) Emission Factors for the Electricity Interconnection System.
Electricity Emission Factor Grid Barito= 113 ton CO2/MWh
* Not reported in the given period
KPC and Arutmin currently report greenhouse gas (GHG) emissions from direct operational activities (Scope
1) and indirect emissions from electricity consumption (Scope 2). In line with BUMI’s preparation for phased
early adoption of IFRS S1 and IFRS S2 in 2026, the Company will progressively enhance its emissions disclosure,
including methodology development, data readiness, and reporting processes for relevant Scope 3 emissions
categories in accordance with applicable reporting standards and IFRS S2 transition relief provisions. (305-3)
At the national level, carbon tax regulations and the emissions trading system (ETS) are governed by Law No. 7
of 2021 on the Harmonization of Tax Regulations (HPP) and Minister of Energy and Mineral Resources Regulation
No. 16 of 2022 on the Implementation of Carbon Economic Value in the Power Generation Subsector. However,
its implementation has only begun in the coal-fired power plant (PLTU) sector. (EM-CO-110a.1)
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GHG EMISSIONS REDUCTION PROGRAM
(305-5) (POJK51-F.12) (E-07) (EM-CO-110a.2)
Note:
Restating of data for 2024 and 2023 due to the addition of GHG emission inventories from revegetation activities in those years.
In 2025, KPC successfully reduced emissions by 923,460.73 tons of CO2e, exceeding the annual target of
213,480.10 tons of CO2e. This figure reflects the combined effect of operational emissions reduction initiatives,
such as fuel efficiency, equipment optimization, and conveyor systems, as well as carbon sequestration from
mature revegetation areas. (E-07)
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In 2025, Arutmin successfully reduced emissions by 132,637 tons of CO2e, exceeding its annual target of 130,032
tons of CO2e. Several operational initiatives supported this achievement, including the IPD acceleration
optimization program, the use of Overland Conveyors (OLC) in coal transportation to reduce fuel consumption
in the transport fleet, and the implementation of the Fleet Management Monitoring System (SIMON FEMA),
which helped improve the efficiency of heavy equipment use and fuel consumption in operational areas.
AIR EMISSIONS MANAGEMENT
(305-7)
Air emissions from KPC and Arutmin’s operational activities have been identified to include particulate matter,
SO2, NOx, CO, and Hg, which originate from generator sets (gensets), coal-fired power plants (CFPPs), and ANFO
boilers. To ensure compliance with applicable environmental regulations, the company regularly monitors
emission quality through periodic testing conducted twice a year, once a year, and once every three years on
all stationary emission sources, according to their type and capacity.
Based on test results throughout the reporting year, all equipment has met applicable air emission standards.
Emissions from gensets comply with the provisions of Minister of Environment and Forestry Regulation No. 11
of 2021, emissions from PLTU comply with the provisions of Minister of Environment and Forestry Regulation No.
P.15/Menlhk/Setjen/Kum.1/4/2019, while emissions from ANFO boilers comply with the provisions of Minister of
Environment Regulation No. 07 of 2007.
The following table presents the air emission loads for KPC and Arutmin in 2025. (305-7)
KPC
Emission Load (thousand metric tons)
Parameter
2025 2024 2023
Total Particulate Matter 0.101 0.086 0.111
Sulfur Dioxide (SO2) 0.741 0.626 0.707
Nitrogen Oxides 0.626 0.426 0.699
Carbon Monoxide (CO) 0.011 0.011 0.012
Mercury (Hg) 0.000009 0.000006 0.000006
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Arutmin
Parameter 2025 Emission Load (thousand metric tons)
Total Particulate Matter 5.85x10-10
Sulfur Dioxide (SO2) 3.45x10-10
Nitrogen Oxides 1.57x10-8
Carbon Monoxide (CO) 2.67x10-10
Note:
*Not monitored (no obligations)
WATER CONSERVATION
(303-1) (303-2) (303-3) (303-4) (303-5) (POJK51-F.8)
(EM-CO-140a.1) (E-04)
Water Management
BUMI and all of its business units understand the importance of responsible water resource management.
These efforts are carried out through the implementation of water use efficiency, ensuring that water extraction
is carried out with consideration of water resource availability and the needs of other users, as well as treating
mine wastewater, including acid mine drainage and effluent, before it is discharged into receiving water bodies.
Throughout the reporting period, there were no incidents of non-compliance with the company’s water quality
management. (EM-CO-140a.1)
Water management at KPC is regulated through the Clustering System Water Quality and Quantity Management
SOP and the Midterm Scale Mine Water Management SOP. Meanwhile, at Arutmin, water management is carried
out in accordance with the Water Efficiency and Pollutant Load Reduction Policy, with targets adjusted to each
site’s operational conditions.
The level of water scarcity in KPC’s operational areas, both in Sangatta and Bengalon, is classified as low to very
low. This condition is supported by high rainfall in the company’s operational areas throughout the reporting
year. Based on rainfall depth calculations for 2025, rainfall totals were 2,695.52 mm in Sangatta and 2,614.62 mm
in Bengalon. The relatively high rainfall availability indicates that KPC’s operational areas are not in areas with
significant water pressure. Nevertheless, the Company continues to implement responsible water management
practices through monitoring water use, optimizing the use of mine water, and managing drainage and
sedimentation systems to ensure the sustainability of water resources around its operational areas. (303-1)
(303-3) (EM-CO-140a.1)
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Water Stress Exposure
Location Water Stress Category Score
Sangatta - KPC Low 0
Bengalon - KPC Low 0
Satui - Arutmin Low 0
Senakin - Arutmin Low 0
Percentage of Operational Areas with Water Scarcity Exposure 0%
The detail of KPC’s water use throughout 2025 is presented as follows: (303-1) (303-3) (303-4) (303-5)
(POJK51-F.8) (EM-CO-140a.1) (E-04)
KPC
Water Withdrawal
Water Source Description Total (megaliter)
Domestic needs: offices and
Surface water: river, dam, and employee housing. As well as mining
8,063.85
rainwater operations: road watering and
vehicle washing
Third-party water - -
Domestic use: office buildings and
Groundwater 550.16
employee camps
Seawater Fire hydrant system, cooling system 13,336.90
Total Water Withdrawal 21,950.92
Water Discharge
Water Destination Description Total (megaliter)
Water discharged into rivers and
Surface water 835,279.60
lakes
Third-party Water used by PDAM 2,771.31
Through water seepage into the
Groundwater -
ground
Water discharged into the sea or
Seawater 21,143.10
coastal areas
Total Water Discharge 859,194.01
Water Consumption
Usage Description Total (megaliter)
Water that is partially returned to the
environment after use evaporates
Mining operations, domestic use,
into the atmosphere, is carried away 21,950.92
and others
with materials or products, or is lost
through other processes.
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Total Water Consumption 21,950.92
Water Consumption Intensity
Water Consumption (megaliter) 21,950.92
Coal Production (Ton) 53,500,000.17
Water Consumption Intensity (megaliter/ton) 0.00041
Note:
• Mine wastewater comes from rainwater runoff, so it cannot be compared to water abstraction
* Total consumption adopts Equation 4 in ICMM Water Reporting: Good Practice Guide (2021)
The detail of Arutmin’s water use throughout 2025 is presented as follows: (303-1) (303-3) (303-4) (303-5)
(POJK51-F.8) (EM-CO-140a.1) (E-04)
Arutmin
Water Withdrawal
Water Source Utilization Total (megaliter)
Surface water: river, dam, and
Domestic usage 438.30
rainwater
Third-party water Domestic usage 3.16
Groundwater Domestic usage 48.29
Rainwater Domestic usage 0.51
Total Water Withdrawal 490.26
Water Discharge
Water Destination Description Total (megaliter)
Water discharged into rivers and
Surface water 22,484.60
lakes
Third-party Water used by PDAM -
Through water seepage into the
Groundwater -
ground
Water discharged into the sea or
Seawater -
coastal areas
Total Water Discharge 22,484.60
Water Consumption
Usage Description Total (megaliter)
Water that does not return to the
environment after use because it
Mining operations, domestic use, evaporates into the atmosphere,
490.26
and others is carried away with materials or
products, or is lost due to other
processes.
Total Water Consumption 490.26
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Water Consumption Intensity
Water Consumption (megaliter) 490.26
Coal Production (Ton) 21,281,742
Water Consumption Intensity (megaliter/ton) 0.000023
Note:
* Total consumption adopts Equation 4 in ICMM Water Reporting: Good Practice Guide (2021)
Arutmin’s 2025 Water Reuse and Recycle
KPC’s 2025 Water Reuse and Recycle Achievements
Achievements
6,583.23 megaliter 104.51 megaliter
increased by 44% from 2024. Decreased by 29% from 2024.
The detailed of water efficiency programs by KPC in 2025 are presented as follows:
KPC
No Water Reuse and Recycle Program Total (m3)
Utilization of mine water for coal washing processes at the coal
1 61,027.27
preparation plant.
Utilization of mine water for equipment washing processes in the
2 1,304,689.30
workshop.
Utilization of mine water as a replacement for groundwater for mess
3 247,701.26
and office needs.
Provision of clean water for PDAM Kudungga by utilizing mine water
4 2,217,049.60
(community water supply).
Utilization of mine water as raw material for DEMIN WATER production
5 186,902.00
at the 3x18 MW power plant.
Rainwater harvesting by utilizing post-mining lakes as a substitute
6 327,958.00
for potable water used for vehicle washing.
Implementation of a sluice gate system at the Asparaga settling
7 2,909.70
pond to reserve water for community needs.
Optimization of the condensate storage tank (CST) functions as a
8 35,936.16
water treatment tank for power plant boiler needs.
Utilization of J Void water as a replacement for groundwater for
9 19,844.00
nursery needs.
Increasing the clean water capacity of PDAM Kudungga by utilizing
10 554,262.40
mine water (community water supply).
11 Utilization of mine water for industrialization activities in Tango Delta 1,624,954.00
Total 6,583,233.69
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The detailed of water efficiency programs by Arutmin in 2025 are presented as follows:
Arutmin Water Efficiency Program
No Program Total (m3)
1 Automatic faucet 3,732
Minimizing raw water overflow into the sea using an automatic
2 2,616
floating water machine system
Modification of the water supply dust suppression system using the
3 10,250
GULALI method (Reuse of Wastewater from Settling Ponds)
4 Utilization of runoff for DSS and conveyor cleaner 9,746
5 Utilization of Dugan ROP reject water for clean water supply 13,494
6 Use of sprinklers for watering seedling areas 608
7 RETRO WATERFILL 5,458
8 Reuse Wastewater as a Solvent for Lime and Alum 7,280
9 Tonnage-Based Coal Watering System 2,694
Substitution of borefield wells with floating water pumps utilizing
10 2,886
water from the Manggis post-mining pond for clean water
11 Water recycle washing pad 2,254
12 Hauling road sprinkler 43,492
Total 104,510
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POLLUTION CONTROL THROUGH MINE AND
DOMESTIC WASTEWATER MANAGEMENT
(303-2) (POJK51-F.13) (POJK51-F.14)
KPC and Arutmin regularly monitor water quality parameters in compliance with applicable regulations and
legislation, including the Decree of the Minister of Environment No. 113 of 2003 and the Governor Regulation of
South Kalimantan No. 36 of 2008. (303-2) (POJK51-F.14)
At KPC, river water quality is monitored quarterly. Wastewater in the port area originates from coal stockpile
activities, the Steam Power Plant (PLTU), and the Temporary Storage Facility (TPS) for coal ash (FABA). Wastewater
from the coal stockpile and TPS FABA is managed through sedimentation ponds, while wastewater from the
power station is treated through a wastewater treatment facility. (303-2)
Meanwhile, at Arutmin, wastewater quality management is carried out through a tiered sedimentation pond
system, divided into two sections: a flow-control pond to manage water quantity (flow rate) and a labyrinth
pond to manage the quality of discharged water.
Highlight Effluent Management 2025 (EM-CO-140a.2)
KPC Arutmin
18,695.62 Ton (Lime) & 1,165 Ton (Lime), 748
12,152.56 Ton (Alum) Ton (Alum) & 4 Ton
(Flokulan)
The amount of material used to manage mine The amount of material used to manage mine
water quality to achieve quality standards. water quality to achieve quality standards.
(POJK51-F.13) (POJK51-F.13)
66 Compliance points. (POJK51-F.14) 43 Compliance points. (POJK51-F.14)
706 Water samples were sent to an 21,583 Water samples were sent to an
environmental laboratory, with 100% of the environmental laboratory, with 100% of the
assessment results remaining below the quality assessment results remaining below the quality
standards. standards.
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MINIMIZATION OF ENVIRONMENTAL
IMPACTS WITH RECLAMATION AND
REVEGETATION OF POST-MINING LAND
AND BIODIVERSITY CONSERVATION
(POJK51-F.9) (POJK51-F.10) (101-1) (101-2) (101-4)
Biodiversity Conservation Governance
The KPC Special Mining Permit (IUPK) area is located in the districts of North Sangatta and Bengalon in the
north, and South Sangatta and Rantau Pulung in the south. This operational area is also crossed by three major
rivers, namely the Sangatta River on the south side and the Bengalon and Lembak Rivers on the north side.
In addition, KPC’s operational area is located between two conservation areas with high biodiversity values,
namely Kutai National Park and the mangrove area along the coast of the Makassar Strait.
Considering this ecological sensitivity, KPC implements SOP HSE_ENV_MSE2 06_DOC_SOPi_009 (Ver 4.0)
on Biodiversity Management to ensure that all operational activities do not threaten the sustainability of
biodiversity around the operational area. In addition, KPC and Arutmin have each established a Biodiversity
Policy that affirms the company’s commitment to preventing biodiversity loss and supporting efforts to
restore affected ecosystems through sustainable biodiversity management and protection. (101-2) (101-5)
(POJK51-F.9) (EM-CO-160a.1)
Meanwhile, Arutmin operates in Block 6 of Kalimantan, covering several areas in southeastern Kalimantan
and the northern tip of Pulau Laut. The IUPK area is not located within or adjacent to any high-biodiversity
conservation zones. Arutmin manages five open-cut coal mines: Senakin, Satui, Batulicin, Asamasam, and
Kintap. All mining sites are strategically located near Arutmin’s port facility, NPLCT, situated on the northern
coast of Pulau Laut. Arutmin has established a Biodiversity Policy with tailored programs specific to each site.
With the open-pit mining method, both KPC and Arutmin pose risks of adverse environmental and biodiversity
impacts. Identification of risks and strategies for managing disturbed land can be seen in the following table:
(101-4) (POJK51-F.9) (EM-CO-160a.2) (EM-CO-160a.3)
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Mining Activities Environmental Risk and Impact Mitigation
• Plans submission for mining
openings, preparing facilities
and infrastructure for erosion
and sedimentation control,
identification of flora and
fauna species, clearing
of vegetation, stripping
and management of soil
Risk of landslides, increased sedimentation which layers of the root zone
Land clearing
causes flooding, and disruption of flora and fauna. in accordance with the
approved annual plan.
• Identification of local plants
before land clearing for
propagation in the nursery.
• Topsoil storage which will
then be reused when the
reclamation area is ready.
• Watering on mine roads is
done using water and a dust
Excavation of
binder.
overburden • Landscape changes, groundwater pollution, air
pollution, increased erosion and sedimentation. • Formation of embankment
slopes, construction of
Coal Washing • Generating acid mine drainage (AMD).
drainage canals and erosion
and Stockpiling
control structures, and
spreading of root-zone soil.
Biodiversity Impact KPC Arutmin
Acid Mine Drainage (AMD)
Based on Geochemical Study Data
with PAF – NAF Percentage overall is
77-23%. Related to Acid Mine Water
Percentage of mine sites
Management, KPC applies the
where acid mine drainage is: 20% (Site Asamasam)
Encapsulation method during the
predicted to occur.
operational process of overburden
embankments to minimize the
potential for AAT formation.
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Biodiversity Impact KPC Arutmin
Percentage of mine sites The Encapsulation method is applied
where acid mine drainage is: 100% to operational stockpiling of
actively mitigated. overburden.
Percentage of mine sites
It is carried out on 100% of
where acid mine drainage
sedimentation ponds that exhibit
is: under treatment or
AMD formation characteristics.
remediated.
Coal Reserves
Percentage of proved coal
reserves in or near sites
with protected conservation 0% 0%
status or endangered species
habitat.
Percentage of probable
coal reserves in or near sites
with protected conservation 0% 0%
status or endangered species
habitat.
Biodiversity Condition in KPC (POJK51-F.9) (101-5) (101-6) (101-7) (101-8) (EM-CO-210a.1) (EM-CO-210a.2)
Site Sangatta Site Bengalon
Direct causes of biodiversity loss
Size of converted
ecosystem (total 31,578.89 7,843.5
disturbed) (Ha)
Cut-off date or reference
31 Desember 2031 31 Desember 2031
date
Land and sea use
change Ecosystem type before Secondary Dryland Secondary Dryland
conversion Forest Forest
Ecosystem type after
Mining Mining
conversion
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Site Sangatta Site Bengalon
Production Forest area:
• Dipterokarpa Trees
• Commercial
hardwood trees
APL Area: • Pioneer forest trees
• Trees • Mixed tropical forest
• Shrubs and small trees
trees
Wild species*
• Climbers and lianas APL Area:
• Herbs and grasses • Trees
• Ferns • Shrubs and small
Exploitation of natural • Carnivorous Plant trees
resources: Wild species • Climbers and lianas
• Herbs and grasses
• Ferns
• Carnivorous Plant
Number of wild species 104 104
CR : Critically CR : Critically
Endangered Endangered
Risk of species extinction EN : Endangered EN : Endangered
NT : Near Threatened NT : Near Threatened
LC : Least Concern LC : Least Concern
Water withdrawal (m3) 21,950,916.87
Exploitation of natural
resources: Water
Water consumption (m3) 21,950,916.87
Types of pollutants - -
Pollution
Amount - -
Ecosystem conditions
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Site Sangatta Site Bengalon
Ecosystem size (IUPK APL: 11,452.71 Ha
APL: 49,465.90 Ha
concession) (Ha) KHP: 624.39 Ha
Year of Commencement Year of Commencement
Ecosystem 1 Base year of the
of Operations (January of Operations (January
ecosystem
1, 1992) 1, 1992)
Reporting period 2025 2025
Benefits derived from ecosystems (ecosystem services)
River water extraction
River water extraction for
for mining operations,
Types of utilization mining operations and
dust irrigation, and
dust irrigation
Water PDAM raw water
The Company and local The Company and local
Beneficiary
communities communities
Use of timber from Use of timber from
Types of utilization concession areas for concession areas for
Wood company operations company operations
Beneficiary The Company The Company
Natural rainforests Natural rainforests
sequester carbon sequester carbon
Types of utilization emissions generated emissions generated
by the company’s by the company’s
Carbon Sequestration
operations operations
Companies, local Companies, local
Beneficiary communities, communities, indigenous
indigenous peoples peoples
Traditional rituals, Traditional rituals,
Types of utilization
prayers, and meditation prayers, and meditation
Spiritual and cultural
value
Indigenous peoples, Indigenous peoples,
Beneficiary
local communities local communities
Keterangan:
*Sumber Amdal 2021 KPC, LHC IPPKH
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources HIGHLIGHT BIODIVERSITY CONSERVATION 2025 (304-3) (POJK51-F.10) KPC Arutmin 1,310.30 ha 202.96 ha Hectares of land were cleared in 2025, bringing Hectares of land were cleared in 2025. the cumulative total of cleared land to 39,422.39 hectares. 1,277.29 ha 328.97 ha Rehabilitated land increased by 4% from 2024. of land have been reclaimed in 2025. 1,121,895 274,361 Total planting and 151,018 total replanting in 2025. Trees were successfully planted in 2025. 86% Survival rate of revegetation on reclaimed land that is more than 9 years old. Based on the 2024 Biodiversity Assessment, 77% of KPC’s reclamation areas aged over 9 years have achieved a Shannon index above 1 (moderate biodiversity), confirming the effectiveness of habitat recovery and post-mining ecosystem stability. 174 Sustainability Report 2025 PT BUMI Resources Tbk
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Protection of Flora and Fauna Species at KPC (POJK51-F.10) (101-4)
Mammals Category Birds Category
Species Name Category Species Name Category
Bekantan (Nasalis larvatus) EN Elang Tikus (Elanus caeruleus) LC
Rusa Sambar (Rusa Unicolor) VU Elang Bondol (Haliastur Indus) LC
Kijang Muncak (Muntiacus Muntjak) LC Elang Hitam (Ictinaetus Malayensis) LC
Kucing Kuwuk (Prionailurus
LC Elang Tiram (Pandion haliaetus) LC
Bengalensis)
Kucing Batu (Pardofelis Marmorata) NT Elang Brontok (Nisaetus cirrhatus) LC
Elang-Laut Dada-Putih (Haliaeetus
Orangutan (Pongo Pygmaeus) CR LC
leucogaster)
Owa Kalawat (Hylobates Muelleri) EN Pecuk-Ular Asia (Anhinga Melanogaster) NT
Kangkareng Perut-Putih (Anthracoceros
Trenggiling (Manis Javanica) CR LC
albirostris)
Kangkareng Hitam (Anthracoceros
Pelanduk Napu (Tragulus Napu) LC NT
malayanus)
Beruang Madu (Helarctos
VU Bangau Tongtong (Leptoptilos javanicus) NT
Malayanus)
Alap-Alap Capung (Microhierax
LC
fringillarius)
Burung-Madu Sepah-Raja (Aethopyga
LC
Siparaja)
Paok Hijau (Pitta sordida) LC
Serindit Melayu (Lorigulus galgulus) LC
Description:
CR = Critically Dangered | Kritis atau sangat Betet Ekor Panjang (Psittacula
VU
terancam punah longicauda)
EN = Endangered | Terancam punah
VU = Vulnerable | Rentan Kipasan Belang (Rhipidura Javanica) LC
NT = Near Threatened | Hampir terancam
LC = Least Concern | Risiko rendah Tiong Emas (Gracula Religiosa) LC
Keterangan:
• Based on the Flora and Fauna Biodiversity Monitoring and Evaluation Report in the Mining Area of PT KPC, 2024
• Protected status refers to the Regulation of the Minister of Environment and Forestry No. P.106/MENLHK/SETJEN/KUM.1/12/2018 concerning
Protected Plant and Animal Species.
• Categories are based on the International Union for Conservation of Nature (IUCN).
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources PROTECTED HABITAT BY KPC BUMI’s biodiversity and protected habitat initiatives extend beyond active mining areas and form part of the Company’s broader responsibility to support landscape-level environmental stewardship. These programs help protect important habitats, restore ecological function, and support biodiversity outcomes in areas connected to the Company’s operating footprint and stakeholder commitments. This work strengthens BUMI’s environmental credibility by showing that biodiversity management is not limited to regulatory compliance inside mine sites, but also includes practical conservation and restoration efforts that contribute to ecosystem resilience and community environmental value. Payau Park Conservation Area This area (± 1.63 km2) has been an ex-mining area since 1998 with various developments being carried out so that it can become a life-support ecosystem and habitat for orangutans. From November 2013 to August 2014, research was conducted on the presence of orangutans. This research identified 13 different individuals, 4 adult males, 4 adult females, 2 adolescents and 3 babies. Each individual is identified by its facial markings, and given names, such as Cassia (adult female, Sura’s mother), Sura (male baby, baby Cassia), Clotaria (adult female, mother Croton and Usara), Usara (male baby), Croton (adolescent), Sri (adult female, Falca mother), Falca (baby, Sri child), Ujang (adult female), Meremia (juvenile female), Chiko (adult male), Bruno (adult male), Botak (adult male), TP-1 (adult male). A variety of ages and sexes, such as adults, adolescents, children, babies, males and females, some even pregnant, is a characteristic of a healthy demographic structure. On direct observation for ±1 year, orangutans generally look quite fat and do not show malnutrition. The obesity rate is a simple way to assess the condition of animal populations. In 2019, monitoring was carried out again, it was found that Meremia individuals (in 2013/2014 were still teenagers) had babies, as a sign of the success of KPC’s Orangutan conservation in providing habitat that could support the life of orangutans. This area is also inhabited by at least 48 species of birds, with a biodiversity index of 3.65 and has 4 protected species, namely: Striped Fantail (Rhipidura javanica), King’s Sunbird (Aethopyga siparaja), Green Pitta (Pitta sordida), Malayan Parakeet (Lorigulus galgulus). Pinang Dome Conservation Area Most of this conservation area is young secondary forest, with an area of ± 9.69 km2. Some of KPC’s efforts in this area include internal recognition of the area as conservation areas, securing the area, making observation paths, restoring and enriching it, research and collaboration. Now the area has a variety of fauna, including beruk (Macaca nemestrina), muncak deer (Muntiacus muntjak), hedgehogs (Hystrix brachyura), coconut squirrels (Callosciurus notatus), horned napu (Tragulus napu), tercat squirrel (Tupaia picta), Orangutan (Pongo pygmaeus morio). Kini kawasan tersebut telah memiliki beragam fauna, diantaranya Beruk (Macaca nemestrina), kijang muncak (Muntiacus muntjak), landak raya (Hystrix brachyura), bajing kelapa (Callosciurus notatus), pelanduk napu (Tragulus napu), tupai tercat (Tupaia picta), Orangutan (Pongo pygmaeus morio). This area is also inhabited by at least 49 species of birds, with a biodiversity index of 3.69 and has 3 protected species, namely: Striped Fantail (Rhipidura javanica), King’s Sunbird (Aethopyga siparaja), Green Pitta (Pitta sordida). 176 Sustainability Report 2025 PT BUMI Resources Tbk
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Murung and Swarga Bara Arboretum Conservation
Murung Arboretum is a post-mining area, covering an area of ±0.24 km². In this area, there are many orangutan
nests. KPC then enriches the area with various types of food and now the Arboretum has been inhabited by
various types of fauna, such as the muncak deer (Muntiacus muntjak), orangutans (Pongo pygmaeus morio),
coconut squirrels (Callosciurus notatus), horn napu (Tragulus napu), honey bear (Helarctos malayanus).
Several types of flora are also found in this area including dozens of Shorea sp species and several endemic
species in Kalimantan.
This area is also inhabited by at least 52 species of birds, with a biodiversity index of 3.73 and has 4 protected
species, namely: Striped Fantail (Rhipidura javanica), King’s Sunbird (Aethopyga siparaja), Green Pitta (Pitta
sordida), Malayan Parakeet (Lorigulus galgulus).
Tanjung Bara Mangrove Conservation Area
This area covers ± 3.83 km2. It stretches for ± 9,571.94 m along the Aquatic and Tanjung Bara coastlines.
Massive exploitation of mangroves has made this area a fortress for vital mangrove biodiversity. Dominated by
mangroves (Rhizophora spp) and pedada (Sonneratia alba), this area becomes a suitable habitat for various
fauna.
The carrying capacity of the Tanjung Bara mangrove conservation area as a proboscis monkey (Nasalis
larvatus) habitat is quite good. The area can support life, provide space for shelter and food. Overall, it provides
shelter for 2 groups of proboscis monkeys totaling ± 50 individuals. There is at least 19 Oriental pied hornbills
of various ages.
This area is inhabited by at least 69 species of birds, with a biodiversity index of 3.99 and has 5 protected
species, including: Striped Fantail (Rhipidura javanica), King’s Honeybird (Aethopyga siparaja), Green Paok
(Pitta sordida), Malayan Parakeet (Lorigulus galgulus), Dragonfly Falcon (Microhierax fringillarius).
Tanjung Bara Conservation Area
The Tanjung Bara Conservation Area is geographically located in 0o32’ 12.66” - 0o34’ 2.44” North and 117o36’ 21.04”
– 117o39’ 6.01” East. This area covers ± 5,02 km2, which is inhabited by ± 58 species of birds, with a biodiversity
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index of 3.82 and has 5 protected species, including: Striped Fantail (Rhipidura javanica), King’s Sunbird
(Aethopyga siparaja), Malayan Parakeet (Lorigulus galgulus), Dragonfly Falcon (Microhierax fringillarius).
Arboretum Conservation Area
The Tanjung Pemancingan Arboretum is located in the NPLCT coal port, covering an area of 5.05 hectares.
Plants in this conservation area include protected endemic Kalimantan plants, namely the Ulin plant. Moreover,
there are also other plants such as agarwood, Halaban, jackfruit, acacia, Sungkai, Waru gunung and Pelantan.
Coral Reef Conservation Area
In 2019, KPC carried out a Coral Reef Monitoring Program and Artificial Coral Reef Initiation Site in the East
Kutai Waters location in collaboration with the East Kutai Agricultural College (STIPER). The series of activities
consisted of increasing the capacity of Reef Check EcoDiver for local divers, monitoring coral reefs using the
Reef Check method, surveying artificial reef initiation sites, creating and lowering artificial reefs, and monitoring
and maintaining artificial reefs. The series of activities were carried out as an effort to preserve coral reefs.
Coral reef data collection includes: Fish Indicator, Invertebrates and Damage Impacts, Basic Substrate.
In 2023, artificial reef monitoring was conducted at South Marker. Regular monitoring and maintenance
accompany efforts to rehabilitate coral reefs with artificial structures. Monitoring is carried out to determine
the success rate of these rehabilitation efforts, both in terms of coral attachment and growth, as well as
the emergence of marine life around the artificial reefs. Monitoring is accompanied by maintenance of the
artificial reefs, namely by reducing biota that can hinder growth and sustain coral life. Thus, this monitoring
and maintenance can help optimize coral growth. This monitoring is divided into two parts, artificial coral reef
monitoring in 2019 and 2023. Next monitoring would be conducted in 2026.
Data Collection of Coral Growing on Artificial Reef Structures 2019
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Maintenance and recording of biota found around artificial reefs 2023
Arutmin’s Protected Flora and Fauna
BATULICIN SITE
Cultivation of Meratus Orchids with Tissue Culture
Issue:
Conventional cultivation techniques, such as shoot
growth, stem cuttings, and the limited keiki system,
are insufficient to keep up with the extinction rate of
the Meratus Orchid.
Initiative:
Cultivation has been replaced with tissue culture. By
the end of 2024, a total of 2,610 Meratus Orchids have
been successfully propagated using this method.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources SENAKIN SITE Habitat Conservation of White Forehead Lutung (Presbytis Frontata), Red Lutung (Presbytis Ribucunda), and Sambar Deer (Cervus Unicolor) Issue: White Forehead Lutung, Red Lutung, and Sambar Deer are classified as Vulnerable species by the IUCN. Initiative: Collaborating with the Balai Konservasi Sumber Daya Alam (BKSDA) Kalimantan Selatan to protect Cagar Alam Teluk Kelumpang (CATK), the natural habitat of White Forehead Lutung. NPLCT SITE Captivity of Sambar Deer (Cervus Unicolor) and Coral Reefs Conservation Issue: Rusa Sambar is classified as a Vulnerable species by the IUCN. Meanwhile, port activity might threaten the coral reefs. Initiative: In collaboration with the Balai Konservasi Sumber Daya Alam (BKSDA), 14 Rusa Sambar have been successfully placed in a 2,500 m² conservation enclosure. Additionally, five (5) species of coral reefs have successfully cultivated. 180 Sustainability Report 2025 PT BUMI Resources Tbk
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KINTAP SITE
Coral Reef Conservation using Bioreef Block
Issue:
Threat of coral reefs bleaching due to climate change.
Initiative:
By the end of 2024, a total of 80 Bioreeftek structures
have been installed.
MANAGEMENT AND UTILIZATION OF WASTE
(306-1) (306-2) (306-3) (306-4) (306-5) (POJK51-F.13)
(POJK51-F.14) (POJK51-F.15) (EM-CO-150a.1) (EM-CO-150a.2)
(EM-CO-150a.3) (EM-CO-150a.4) (EM-CO-150a.5) (EM-CO-
150a.6) (EM-CO-150a.7) (EM-CO-150a.8) (E-05)
Waste Management Governance
Both hazardous (B3) and non-hazardous (non-B3) waste must be managed properly to prevent adverse
impacts on human health and ecosystems, particularly through potential contamination of groundwater or
surface water. Waste management at KPC is regulated under the Waste Management Guidelines version 5.2,
while at Arutmin, it is governed by Policy on Hazardous and Non-Hazardous Waste Reduction and Utilization.
(306-1) (306-2) (EM-CO-150a.8) (POJK51-F.14)
Hazardous Waste (B3) Management
KPC’s management of hydrocarbon materials and hazardous waste (B3) includes temporary storage at
designated facilities (TPS), utilization, treatment through incineration and bioremediation, and transfer to
licensed third-party waste management providers. Currently, KPC operates six temporary storage facilities
(TPS), consisting of five B3 waste TPS in the Sangatta area and one B3 waste TPS in the Bengalon area.
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Meanwhile, all hazardous waste (B3) generated by Arutmin is first stored at B3 waste TPS within the legally
permitted time frame before being handed over to licensed transporters and processors authorized by the
Ministry/Environmental Agency. KPC and Arutmin do not produce tailings; instead, they manage acid mine
drainage. (EM-CO-150a.3) (306-5)
Hazardous waste management is reported quarterly to the Ministry of Environment/Environmental Management
Agency (KLH/BPLH) and the Regional Environmental Agency. Throughout 2025, our business operations did not
cause any waste spills that impacted the community. As a result, there were no administrative sanctions or
fines related to environmental management violations. (306-2) (306-3) (POJK51-F.14) (POJK51-F.15) (EM-CO-
150a.7)
B3 Waste Balance Table 2025 (306-3) (306-4) (POJK51-F.13) (EM-CO-150a.2) (EM-CO-150a.4) (EM-CO-150a.5)
(EM-CO-150a.5) (E-05)
KPC
Entry (Ton) Output (Ton)
Type of Remaining
NO
Hazardous Waste Starting Delivery to (Ton)
Generation Reuse Recycle
Balance Third Party
1 Oily Rags 10.28 387.89 - - 393.07 5.10
2 Oily Filter 6.90 632.79 - 22,.94 591.58 25.17
3 Oily Hoses 3.71 322.12 - - 314.62 11.21
4 Medical Waste 0.01 4.18 - 4.14 - 0.05
5 Sysmex 0.04 0.62 - - 0.64 0.02
6 Cobas Waste 0.16 1.74 - - 1.84 0.06
7 H2O2 Waste 1.55 8.33 - - 8.00 1.88
8 Used Grease 1.89 50.02 - - 51.71 0.20
Used
9 18.01 345.13 - - 342.16 20.98
Accumulator
10 Used Toner 0.15 0.46 - - 0.60 0.003
11 Toxic Waste 0.13 4.13 - - 4.18 0.08
12 Used Solvent 0.20 0.96 - - 1.16 -
Contaminated
13 0.10 0.49 - - 0.59 -
Water
14 Used Coolant 0.60 61.30 - - 61.90 -
15 Expired Chemical - 0.37 - - 0.37 -
16 Used Oil Traffo - - - - - -
17 Used Avtur 0.04 0.36 - - 0.36 0.04
18 Used Resin - 0.15 - - 0.15 -
19 Expired Paint - 0.21 - - 0.21 -
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Entry (Ton) Output (Ton)
Type of Remaining
NO
Hazardous Waste Starting Delivery to (Ton)
Generation Reuse Recycle
Balance Third Party
20 Expired Medicine 0.023 0.16 - - 0.18 -
21 Developer X-Ray - - - - - -
22 Used Magnesium 0.051 0.12 - - 0.17 -
23 Sludge IPAL - - - - - -
Contaminated
24 0.01 0.52 - - 0.53 -
Goods
25 Used Pozzolith - - - - - -
26 Sludge Waste 30.90 186.25 - - 208.37 8.78
27 Incinerator Ashes - 3.77 - - 3.77 -
28 Flue Gas Residue - - - - - -
29 Used Battery 0.003 0.24 - - 0.24 0.01
30 Used TL Lamp 0.06 1.84 - - 1.90 -
Contaminated
31 1.98 32.20 - - 33.96 0.54
pack
32 Electronic Waste 0.353 1.17 - - 1.51 0.011
33 Used Oil 32.43 8,768.87 4,535.13 - 4,226.85 39.32
34 Sludge IPAL*** 17.45 810.00 - 823.47 3.98 -
Used Hazardous
35 - 1.13 - - - 1.13
IBC
Total hazardous waste
127.02 11,627.49 4,535.13 850.55 6,254.58 114.57
(B3)
Arutmin
Type of Entry (Ton) Output (Ton)
Remaining
NO Hazardous Unit
Starting Delivery to (Ton)
Waste Generation Reuse Recycle
Balance Third Party
Used battery/
1 Ton - 62.82 - 4 58.82 0
battery
Used filters
from air
2 pollution Ton - 76.38 - 20 56.38 0
control
facilities
Used oily rags
3 Ton - 119.32 - 39 80.32 0
and the like
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Type of Entry (Ton) Output (Ton)
Remaining
NO Hazardous Unit
Starting Delivery to (Ton)
Waste Generation Reuse Recycle
Balance Third Party
B3
4 contaminated Ton - 18.67 - 18.67 0
waste
Used
5 Ton - 1,521.38 - 149 1,372.38 0
lubricating oil
6 B3 Packaging Ton - 0.30 - - 0.30 0
Total B3 Waste Ton - 1,800.07 - 212 1,800.07 0
KPC’s 2025 Recycled Hazardous Waste Arutmin’s 2025 Recycled Hazardous Waste
5,386 ton 212 ton
Of hazardous waste was reused and recycled in Of hazardous waste was reused and recycled
2025, representing 46% of the total hazardous waste in 2025, representing 12% of the total hazardous
generated during the year. waste generated during the year.
REGISTERED NON-HAZARDOUS AND TOXIC
(NON-B3) WASTE MANAGEMENT
Throughout 2025, the management of coal ash in the KPC area was carried out in accordance with the Technical
Detail Document for Non-Hazardous Waste Storage and the Registered Technical Detail Document for Non-
Hazardous Waste Utilization. Currently, KPC has two registered Temporary Storage Facilities (TPS) for non-
hazardous waste. FABA is utilized as a substitute raw material for the production of paving blocks, concrete,
aggregates for road base construction, low-grade coal raw material, and as a covering layer for Potential Acid
Forming (PAF) materials. (306-1)
The management of Registered Non-Hazardous and Toxic Waste in KPC throughout 2025 can be found within
the Balance Table of Registered Non-Hazardous and Toxic Waste as provided below.
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KPC
Type of Entry Output
Registered
Remaining
NO Non- Unit Starting Delivery to
Generation Reuse Recycle (Ton)
Hazardous Balance Third Party
Waste
1 Fly Ash Ton 16,040.64 30,779.69 3,390.00 - - 43,430.33
2 Bottom Ash Ton 324.86 565,00 889.00 - - 0.86
Total Waste Ton 16,365.50 31,344.69 4,279.00 - - 43,431.19
KPC General Waste (Non-Hazardous) in 2025 (306-3) (306-4) (POJK51-F.14)
KPC
Entry Output
Type of Non-
Delivery to Remaining
NO Hazardous Unit
Starting Third Party (Ton)
Waste Generation Reuse Recycle
Balance and/or
Landfills
1 Kitchen Waste Ton - 40.32 40.32 - - -
2 Scrap Paper Ton 4.99 4.97 7.36 - - 2.60
3 Leaf Waste Ton - 79.80 79.80 - - -
Wooden
4 Ton 2.59 7.68 5.61 - - 4.66
Pallets
5 Used Tires Ton - 3,324.00 779.06 - - 2,544.94
6 Iron Waste Ton - 928.20 0.65 - - 927.55
Total Non-
Ton 7.58 4,384.96 912.79 - - 3,479.75
Hazardous Waste
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Arutmin
Entry Output
Type of Non-
Delivery to Remaining
NO Hazardous Unit
Starting Third Party (Ton)
Waste Generation Reuse Recycle
Balance and/or
Landfills
Organic
1 Ton - 53.49 - - - 53.49
Waste
Used Wooden
2 Ton - 7.37 4 - - 3.37
Pallets
3 Used Tires Ton - 1,040.55 6 - - 1,034.55
4 Scrap Paper Ton - 4.24 2 - - 2.24
5 Plastic Bottle Ton - 4.81 2 - - 2.81
Used
6 Ton - 1,232.98 31 - - 1,201.98
Conveyor Belt
7 Used Drums Ton - 27.49 - - - 27.49
8 Air Filter Ton - 9.32 3 - - 6.32
9 Used Cardbox Ton - 6.45 - - - 6.45
Used HDPE
10 Ton - 106.32 - - - 106.32
Pipe
Total Non-B3
Ton - 2,493.02 48 - - 2,445.02
Waste
KPC’s 2025 Reused Non-Hazardous Waste Arutmin’s 2025 Reused Non-Hazardous Waste
14% 0.02%
of the total registered non-hazardous waste of total non-hazardous waste, equivalent to 39 tons,
generated, or the equivalent of 4,279.00 tons of coal has been reused. This waste includes used tires and
ash that has been reused. conveyor belts that are used as coastal erosion
barriers, mine road barriers, and materials for mine
drainage systems.
21%
of the total municipal waste generated—equivalent
to 912.79 tons—the following materials have been
recycled: kitchen waste, used paper, leaf litter,
wooden pallets, used tires, and scrap metal.
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ECO-FRIENDLY MATERIAL USAGE
(POJK51-F.5) (POJK51-F.14)
As a company engaged in coal mining, the company’s main products naturally do not come from materials
categorized as environmentally friendly. However, the company strives to implement operational practices that
optimize the use of materials with low environmental impact. These efforts include recycling waste materials,
using low-emission fuels, and utilizing materials that can reduce potential environmental pollution.
This initiative is part of the company’s commitment to improving resource efficiency, reducing waste generation,
and minimizing the carbon footprint of coal mining activities.
The following are details of the use of environmentally friendly materials by KPC and Arutmin in 2025. (POJK51-F.5)
KPC
Material Category Usage Unit 2025
Vehicle and incineration
Biodiesel B40 Low-emission fuel Liter 311,245,695
fuel
Electric vehicle/ Number of
Non-emission vehicle Coal/overburden transport 61 unit
EV vehicle
Fly ash & bottom Reuse of non- Raw materials for PAF cover
Ton 4,279
ash hazardous materials layer
Arutmin
Material Category Usage Unit 2025
Biodiesel B35 Low-emission fuel Operational vehicle fuel Liter 73,634,053
Electric vehicle/ Number of
Non-emission vehicle Coal/overburden transport 75 unit
EV vehicle
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Environmental Cost in 2025 (POJK51-F.4) (S2.29e)
Business
Description Unit 2025 2024 2023
Units
Environmental
USD 66,130,719.59 62,127,027.00 67,359,277.52
Management Costs
KPC
Environmental
USD 1,851.003.77 2,063,896.27 1,632,036.37
MonitoringCosts
Total Environmental Cost - KPC USD 67,981,723,37 64,190,923.27 68,991,313.89
Environmental
Arutmin Management and USD 9,695.225 7,867.706 11,699.452
Monitoring Costs
Total Environmental Cost - Arutmin USD 9,695.225 7,867.706 11,699.452
ENVIRONMENTAL COMPLAINT MECHANISM
(POJK51-F.16) (EM-CO-210b.1)
Environmental issues affecting the surrounding community are communicated to the company through
various channels, including written correspondence delivered directly to the office situated at the mine site,
communication with village authorities, or engagement with the Community Development team. Complaint
handling at KPC is governed by the SOP for Community Feedback, while at Arutmin, each site has implemented
a SOP for Community Complaint Handling.
According to the 2025 Community Feedback System (CFS) report by KPC, there were four (4) community reports
related to environmental issues, specifically water. All of these reports have been effectively addressed by KPC,
and their status has been marked as closed. Meanwhile, at Arutmin, there were no environmental complaints
arising from the company’s operations or contractors. (POJK51-F.16)
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources BUMI continues to strengthen its operational and business resilience by implementing climate change adaptation strategies to anticipate both the physical impacts and the transition impacts associated with climate change. In line with national policy dynamics, global climate commitments, and industry developments, to support the transition to a low-carbon economy. STRENGTHENING CLIMATE RESILIENCE 190 Sustainability Report 2025 PT BUMI Resources Tbk
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources MITIGATION AND ADAPTATION TO CLIMATE CHANGE IMPACTS (S2.6) (S2.9) (S2.25) (S2.29) (POJK51-F.12) (POJK51-F.26) (E-06) The company manages the impacts of climate change through an integrated approach that encompasses mitigation and adaptation efforts across all operational activities. Mitigation efforts focus on improving energy efficiency, optimizing fuel use, and strengthening the inventory and management of greenhouse gas emissions. Meanwhile, adaptation efforts are carried out by strengthening operational resilience against physical climate risks, particularly rainfall variability that could potentially affect slope stability, haul road conditions, and the sustainability of open-pit mining operations. Additionally, KPC and Arutmin have integrated the management of these impacts into their risk management systems and business planning, including through regular monitoring of climate conditions, enhancing mining infrastructure capacity, and implementing operational procedures that adapt to extreme weather conditions. This approach is intended to support a more resilient, investable, and diversified business profile over time. Governance Pillar (S2.6a) (S2.6b) The Company implements strong governance to ensure that climate change-related risks and opportunities are managed in a structured and integrated manner with strategic decision-making processes. Climate change issues are monitored by the Board of Directors and management through the Company’s risk management mechanisms, which include the identification, evaluation, monitoring, and reporting of climate risks and opportunities that could potentially affect operational sustainability and long-term performance. Considerations related to climate change are also integrated into business planning, risk management, and the implementation of sustainability strategies across all business units. Further information on the Company’s governance structure and mechanisms can be found in the Governance chapter of this sustainability report. Since 2024, BUMI has strengthened the identification and disclosure of material ESG risks and opportunities, progressing toward a more structured and decision-useful approach. In 2025, the Company further enhanced its climate risk methodology, data readiness, and governance frameworks to support the phased early adoption of IFRS S1 and IFRS S2 in 2026. These enhancements are intended to strengthen operational resilience, inform business planning and portfolio diversification, and improve transparency for management, investors, and other stakeholders. 192 Sustainability Report 2025 PT BUMI Resources Tbk
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STRATEGY AND RISK MANAGEMENT
PILLARS
(S2.9a) (S2.9b) (S2.9c) (S2.9d) (S2.9e) (S2.25a) (S2.25b)
(S2.25c)
Identification of Climate-Related Risks and Opportunities
BUMI regularly reviews climate-related risks and opportunities as part of strengthening climate adaptation and
mitigation. In 2025, improvements were made to the methodology for identifying physical and transition risks.
Risks are described based on operational exposure and potential financial impact on the company, not just in
terms of general climate change hazards. The refined methodology is anchored in three key considerations:
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1. Operational evidence, where rainfall analysis in the operating area shows that high precipitation is the
factor that most affects the continuity of open pit mining production, particularly through its impact on
slope stability, haul road conditions, and recovery time after extreme weather events.
2. Strategic context, namely the company’s portfolio diversification strategy into non-coal sectors, which
influences the priorities for managing transition risks in the long term.
3. Business and market exposure, where as a coal producer, the company’s transition risk exposure is
mainly related to global market demand dynamics and access to financing, compared to short-term
carbon regulation pressures.
Risks are organized using a consistent structure that includes:
Based on this approach, BUMI has prioritized four climate risks considered most material to its business: rainfall
and water variability as the principal physical risk, and access to capital, market transition, and carbon policy
and pricing as the key transition risks. This prioritization reflects the company’s operational experience, strategic
direction, and exposure to evolving energy markets and financing expectations.
To further enhance disclosure quality, BUMI has begun integrating risk prioritization indicators that consider
potential impacts on production, operational recovery costs, and the likelihood of occurrence within the
business planning horizon. The assessment is aligned with the Company’s planning cycle, covering short term
(0–3 years), medium term (3–10 years), and long term (more than 10 years). (S1.30b) (S1.30c)
The planned early adoption of IFRS S1 and IFRS S2 will provide a more consistent and robust framework for
assessing and communicating climate-related risks and opportunities across BUMI’s portfolio, supporting
resilience in core coal operations while enabling strategic diversification into non-coal commodities. BUMI views
2026 as an early adoption phase for sustainability-related financial disclosure. Over time, this is expected to
support stronger management of climate-related risks and opportunities across existing and newly acquired
assets.
Details of the climate-related risks and opportunities that have been identified are presented in the following
table.
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Climate-related Risks and Opportunities (S2.9a) (S2.9b) (S2.9c) (S2.9d) (S2.9e) (S2.25a) (S2.25b) (S2.25c)
Transition Risks (S2.29b) (S2.29d) (EM-CO-420a.3)
1. Capital Access
Near Term
RIsk Description Opportunities Financial Impacts Management Response
The global financial
sector’s commitment Maintain transparency
to decarbonization in ESG disclosure and
is tightening strengthen climate risk
financing for the This may increase the governance to support
coal industry. Many cost of capital and limit investor confidence
Strengthening climate
financial institutions funding options for and financing access.
risk governance and
and institutional refinancing, expansion, or The Company also
ESG transparency can
investors now apply other strategic investment continues active
reinforce lender and
ESG screening and needs. Restricted access engagement with
investor confidence, while
climate-related to international capital financing partners
supporting access to
due diligence in markets and potential regarding mine asset
financing for responsible
financing processes, increases in insurance life cycles, reclamation
operations management,
which may limit coal premiums for coal mining commitments, and
reclamation obligations,
mining companies’ assets may also reduce long-term portfolio
and long-term portfolio
access to project the Company’s financial development, while
development.
financing, insurance, flexibility and financing diversifying funding
and institutional competitiveness. sources to reduce
investment, dependence on capital
particularly in markets or specific
international lending groups.
markets.
2. Market Transition
Near Term
RIsk Description Opportunities Financial Impacts Management Response
Global energy
The Company responds
transition policies
This may create revenue to market transition risk
are changing long- Market transition is an
volatility and affect the through active business
term coal demand opportunity to strengthen
long-term valuation of the portfolio diversification
dynamics and long-term
Company’s coal assets. into the critical minerals
creating structural
sector,
market uncertainty.
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This may affect
including the
production planning,
business resilience through acquisition of gold and
investment decisions,
portfolio diversification into Capital expenditure related copper and bauxite
and the long-term
commodities with stronger to coal infrastructure may mining operations
value outlook
prospects in a transitioning also face stranded asset and through coal
of coal assets,
economy, while risk if the energy transition downstream initiatives
particularly as more
maintaining disciplined progresses faster than intended to strengthen
countries integrate
value management of current projections. margin resilience and
decarbonization
existing coal assets. support the long-term
targets into national
value of existing assets.
energy policies.
3.Carbon Policy and Pricing
Medium Term
RIsk Description Opportunities Financial Impacts Management Response
Developments The Company monitors
in Indonesia’s developments in
carbon pricing carbon pricing policies
policy framework, in Indonesia and
including Presidential emissions-related
Regulation No. This may result in additional policies in key export
98 of 2021, create operating costs related markets, while
the possibility of The Company continues to to emissions compliance strengthening emissions
future emissions assess whether selected obligations, including measurement,
compliance land restoration activities carbon taxes on Scope reporting, and
obligations for may create future carbon- 1 emissions from mining verification capabilities
the mining sector. project opportunities, operations. Increased to establish Scope
In addition, subject to applicable requirements for emissions 1 and 2 emissions
developments regulation, methodology measurement, reporting, baselines. In the near
in international eligibility, robust and verification may term, the response is
emissions-related additionality, verification also require additional focused on practical
trade policies, requirements, and market investment in emissions measures that support
including carbon conditions. management systems and compliance readiness
border adjustment regulatory compliance and operational
mechanisms, may readiness. performance, including
create indirect fuel efficiency,
compliance optimized equipment
pressure on product and fleet usage, and
competitiveness in fugitive emissions
export markets. management.
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Physical Risks (S2.29c)
4.Water and Rainfall Variability
Medium-long term
RIsk Description Opportunities Financial Impacts Management Response
Management
response is focused
on strengthening
KPC and Arutmin, operational
which operate in resilience and site-
East Kalimantan and Heavy rainfall may result level coordination.
Optimizing rainwater
South Kalimantan, in operational disruptions Key initiatives
utilization can support
may be affected by in the form of unplanned include enhancing
operational water
increased intensity production delays, reduced drainage capacity
needs. In addition, these
and frequency of equipment availability, based on projected
conditions encourage
extreme rainfall. and accelerated damage rainfall scenarios,
stronger operational
Increased rainfall to haul roads and pit implementing wet
resilience through the
intensity can disrupt infrastructure. Heavy rainfall weather procedures
development of mine
pit access, exceed may also lead to temporary to ensure safety and
designs, equipment,
drainage system operational shutdowns minimize disruptions,
and operating practices
capacity, deteriorate in certain periods and and advancing real-
that are more robust
haul road conditions, increase maintenance, time monitoring and
under extreme weather
and increase the risk water management, and nowcasting. In 2025,
conditions.
of slope instability infrastructure repair costs. BUMI established a
in mining areas and Rainfall Resilience
waste dumps. Task Force to enable
more proactive and
coordinated disruption
management.
Note:
Priority Flags Time Horizons
Near term 0-3 years
Priority flags reflect the potential impact on
production, recovery costs, and likelihood within the Medium term 3-10 years
planning horizon.
Long term 10+ years
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BUMI’S RAINFALL RESILIENCE TASK FORCE
In 2025, BUMI, working with its subsidiary KPC, established a Rainfall Resilience Task Force. The task force is at
an early stage and is evaluating rainfall detection and nowcasting technology through operational trials to
assess how well these tools can support production planning, reduce weather-related downtime, and improve
safety and day-to-day decision-making. The results will help determine whether they provide a practical way
forward for improving operational resilience and production performance.
This initiative reflects BUMI’s broader climate risk management approach, prioritizing operational resilience
and production stability in line with its IFRS S1 and IFRS S2 commitments. By demonstrating disciplined physical
risk governance and stable operational performance, these efforts reinforce Bumi’s diversification strategy and
strengthen investor confidence.
METRICS AND TARGETS
(S2.29a) (S2.29b) (S2.29c) (S2.29d) (EM-CO-110a.2)
Global climate commitments under the Paris Agreement continue to shape expectations for emissions
management and climate-related disclosure. For BUMI, the immediate priority is to manage emissions through
practical, measurable actions while maintaining operational continuity and preparing the business for long-
term portfolio transition. While BUMI has not established a formal Net Zero Emission target, the Company
continues to strengthen emissions management through energy efficiency, operational optimization, emissions
reduction initiatives, and diversification into minerals that support the energy transition. These efforts are
complemented by a gradual emissions reduction over the mine life, consistent with declining coal reserves
and responsible production planning. (E-06)
This approach allows BUMI to focus on credible delivery: reducing emissions intensity where operationally
feasible, improving climate-related data and disclosure, and aligning future reporting with IFRS S1 and IFRS S2
readiness. The Company also monitors broader environmental metrics to enhance sustainability performance.
Key metrics and targets are presented in the following table.
Kaltim Prima Coal (KPC)
Metrics Target Progress / 2025 Performance
GHG Emissions Reduction Scope Reduction of 213,480.10 tons of A reduction of 923,460.73 tons of
CO2eq, exceeding the 2025 target
1 and 2 CO2eq by 2025 by 333%.
Energy efficiency target of Energy savings of 1,294,784 GJ by
Energy Efficiency
1,000,000 GJ by 2025 2025
Arutmin
Metrics Target Progress / 2025 Performance
GHG Emissions Reduction Scope Reduction of 130,032 tons of CO2eq Reduction of 132,637 tons of CO2eq,
1 and 2 by 2025 exceeding 2% of the 2025 target.
Energy efficiency target of 492,514 Energy efficiency of 498,396 GJ in
Energy Efficiency
GJ GJ in 2025 2025
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BUMI’s community-focused programs are placing greater
emphasis on measurable outcomes — including clean water
access, improved health, livelihood development, and local
economic resilience.
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MANAGEMENT OF MATERIAL TOPICS:
(3-3) (2-23)
IMPACT OF MATERIAL TOPIC (3-3)
We understand that our business operations have the potential to affect the socio-economic
dynamics of communities and cause changes in the environment. For us, these potentials are risks and
impacts that need to be managed responsibly, professionally, and sustainably. Therefore, community
development and empowerment efforts are our way of mitigating the risks and impacts that may
occur during our business operations.
COMMITMENT & POLICIES (2-23) (S-11)
• CSR Policy 3.0
• KPC Community Development Policy
• Community Feedback SOP
• PT KPC PPM Fund Management SOP
• Community Feedback System Procedure
• SOP for Communication with Stakeholders – Arutmin Indonesia
• SOP for Handling Mass Demonstration
MANAGEMENT OF IMPACT
Companies need structured and professional management efforts to mitigate potential risks and
impacts from their business operations. We implement this risk and impact management through
the responsibilities of the Sustainability and Corporate Social Responsibility Department. Within these
responsibilities, we integrate social aspects into the company’s sustainability strategy. In addition,
the implementation of Community Development and Empowerment programs is carried out by
the External Affairs and Sustainability Division at PT Kaltim Prima Coal, and by the Safety, Health,
Environment, and Community Department at PT Arutmin Indonesia.
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PILLARS OF COMMUNITY DEVELOPMENT
AND EMPOWERMENT (CDE) PROGRAM
BUMI places community empowerment and development as an integral part of its sustainability strategy. The
Company believes that sustainable business growth can only be achieved when operational performance
progresses in line with improvements in the quality of life of communities surrounding its operational areas.
Therefore, social responsibility initiatives are designed to deliver measurable, relevant, and long-term impacts
aligned with the Sustainable Development Goals (SDGs).
To ensure consistency and effectiveness, BUMI implements an integrated CSR management framework
consisting of:
1. BUMI CSR Flagship.
2. BUMI CSR Strategic Framework.
3. BUMI CSR Management System.
Through this structured and sustainability-oriented approach, BUMI remains committed to contributing to
resilient, empowered, and self-reliant communities while strengthening long-term harmonious relationships
between the Company and surrounding stakeholders.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources BUMI VISION IN IMPLEMENTING CSR (BUMI CSR FLAGSHIP) BUMI places community empowerment at the core of its social responsibility, with a vision to “develop independent communities through Indonesia’s uniqueness, benefiting society and togetherness, supported by integrated communication strategies for local, national, and international communities.” This vision serves as a strategic pillar to strengthen the company’s competitive position in the eyes of investors and customers, reduce business risk exposure, and ensure that the growth and profits achieved can drive sustainable development. BUMI CSR STRATEGIC FRAMEWORK The CSR strategic framework is designed to create integration between business units so that program themes and priorities are consistent and have a sustainable impact. With this framework, BUMI’s CSR initiatives are expected to be more organized and effective in generating value for the company’s stakeholders. The BUMI CSR Framework is as follows: 204 Sustainability Report 2025 PT BUMI Resources Tbk
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The stages of implementing the Company’s strategic framework are as follows:
BUMI’S SOCIAL RESPONSIBILITY
GOVERNANCE
(3-3)
We manage our social responsibility through a system based on corporate policies, the vision and mission, and
the code of conduct. This system refers to the seven core subjects of ISO 26000 and is designed to ensure that
CSR programs are implemented in an accountable, transparent, and measurable manner. The ultimate goal is
to ensure that BUMI’s contribution to the achievement of the SDGs is optimal and sustainable.
In 2025, BUMI marked a significant milestone in its corporate transformation journey by transitioning from a
holding company to an active holding company. This change reflects a more proactive, integrated approach
to managing its business portfolio, where the Company not only acts as an asset owner but also as an active
strategic driver to enhance performance across all business units.
This transformation also reflects the evolution of BUMI’s sustainability approach in managing its Corporate
Social Responsibility (CSR) program. In line with its transition to an active holding company, BUMI now focuses
on strengthening the monitoring, evaluation, and quality of CSR implementation across all business units.
This approach enables CSR programs to be implemented in a more contextually relevant manner, tailored to
the needs of each operational area, while ensuring aligned standards, strategic direction, and performance
measurement at the group level. BUMI plays an active role in ensuring program effectiveness through
strengthened governance, improved disclosure quality, and impact-based evaluation.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources This shift establishes a foundation for a more strategic transition, from a programmatic CSR approach to the implementation of Environmental, Social, and Governance (ESG) principles integrated into operations and decision-making. As a result, sustainability is no longer limited to program implementation but has become a core part of the Company’s business strategy and long-term value creation. The description of BUMI’s social responsibility system is as follows: 206 Sustainability Report 2025 PT BUMI Resources Tbk
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COMPLIANCE WITH GOVERNMENTAL
REGULATIONS
We always comply with all applicable laws and regulations in conducting our business activities. During 2025,
we report that there were no incidents of non-compliance with these regulations. Compliance assessments
are conducted with reference to the following regulations and laws:
1. Presidential Regulation of the Republic of Indonesia No. 111 of 2022 on the Implementation of the
Achievement of Sustainable Development Goals;
2. Law no. 40 of 2007 on Limited Liability Companies ;
3. Government Regulation Number 47 of 2012 on Social and Environmental Responsibility of Limited
Liability Companies;
4. Law no. 25 of 2007 on Investment; and
5. Law no. 4 of 2009 on Mineral and Coal Mining.
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COMMUNITY DEVELOPMENT AND
EMPOWERMENT (CDE) PERFORMANCE
(POJK51-F.23) (POJK51-F.25) (POJK51-F.28) (S-12) (413-1)
We view community empowerment programs as a systemic transformation process—not just a one-time
charity event. Our approach focuses on local capacity building, livelihood strengthening, and the formation of
an independent socio-economic ecosystem so that the impact created is sustainable and replicable.
BUMI’S COMMUNITY DEVELOPMENT AND
EMPOWERMENT (CDE) PROGRAM 2025
In implementing the CDE program we position the community as the main subject through active and
participatory involvement, especially in areas surrounding the company’s operational areas. Each program
is designed by taking into account local needs, regional potential, and the results of dialogue with local
stakeholders.
The following are the programs we implemented during 2025:
Programs Activities
In the second year of the program, BUMI
planted 400 coral fragments designated as
seed sources for a Coral Garden initiative. This
brings the total number of coral fragments
planted to 700 since the first year. In addition,
BUMI also planted 100 seagrass units and
100 mangroves of the Rhizophora species.
Coral Reef Conservation
This community-based program is implemented
and Ecotourism
on Tunda Island, Serang Regency, and
Development
represents the continuation of an initiative
that was first introduced in the previous year.
As part of its community development efforts,
BUMI also conducted eco-tourism training,
specifically preparing local residents to become
responsible snorkeling tour guides with a
strong awareness of coral reef conservation.
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Programs Activities
The program has generated tangible benefits
for the surrounding community, including an
increase in income of approximately IDR 500,000
per month as a result of the training provided by
BUMI.
In 2025, BUMI continued its mangrove
conservation initiative that was first implemented
in the previous year.
During this period, BUMI successfully planted
20,375 mangroves, bringing the cumulative total
to 30,375 Rhizophora mangroves since the first
year. These plantings are estimated to absorb
approximately 33 tons of CO2e, with further
sequestration potential as the mangroves
grow and mature. Beyond carbon absorption,
the mangroves also function as natural wave
Mangrove Conservation breakers along pond embankments adjacent to
on the Northern Coast the coastline, and serve as water infiltration areas
of Java: Contributing to through biophytoremediation mechanisms,
Carbon Sequestration and helping to reduce seawater salinity intrusion into
Community Empowerment nearby settlements.
From a community capacity-building
perspective, BUMI facilitated the issuance of
Business Identification Numbers (NIB), followed
by the processing of Home Industry Food
Production Permits (PIRT). In addition, BUMI
conducted a series of training programs to
strengthen the capacity of the Mutiara Bungin
Jaya assisted group, consisting of coastal
women from Muara Gemong. Through this
support, the group recorded a 119% increase in
income compared to the previous year.
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Programs Activities
Bumi rebuilt the Al-Huda Early Childhood
Education and Development (ECED) Center.
The facility includes two classrooms, one
teachers’ room, and one toilet equipped
with proper and healthy sanitation systems.
In its construction, BUMI utilized environmentally
friendly wall materials made from processed
Early Childhood
plastic waste. In addition to the physical
Education and
development of the building, BUMI also equipped
Development Program in
the facility with classroom and teachers’ room
Tangerang Regency
furniture, as well as Educational Play Equipment
(APE) for both indoor and outdoor use.
Through the development of this environmentally
friendly early childhood education facility, BUMI
successfully processed approximately 2.8 tons
of plastic waste, equivalent to an emissions
reduction contribution of around 6.6 tons of CO2.
BUMI implemented a clean water supply
program in Kampung Wangun, Bogor Regency,
aimed at improving community access to
sustainable clean water. The program included
the installation of direct water connections to
200 households, enabling more accessible and
Clean Water Access for equitable water distribution.
Low-Income Communities To ensure long-term water availability, BUMI
in Babakan Madang also constructed a reservoir tank with a capacity
of 22.5 m³, designed to meet the community’s
water needs for up to 10 years. In addition, 71
trees with heights of 2–3 meters were planted
as part of environmental protection measures to
safeguard the availability and quality of water
resources in the area.
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Programs Activities
As part of strengthening behavioral and
institutional aspects, BUMI conducted Clean
and Healthy Living Behavior (PHBS) training for
beneficiary communities. Furthermore, a Clean
Water Facility Committee was established to
oversee the management and maintenance
of the infrastructure, ensuring the long-term
sustainability of the program.
BUMI conducted a series of training
programs delivered through both offline
(in-person) and online formats from 2024
to 2025. The program involved 120 teachers
from 24 schools in Tangerang Regency.
The in-person training sessions were held
across seven meetings, while an additional
14 sessions were conducted online. Based on
the assessment results of the overall training
program, participants demonstrated a 10%
Strengthening Teachers’ increase in knowledge compared to the baseline.
Capacity on the New
Curriculum Furthermore, based on a comparison between pre-
and post-program assessments, participants
also showed an 18% improvement in competency
levels. By the end of the program, participants
achieved 86% of the targeted competency level.
The final competency assessment covered
key areas including understanding and
implementation of the Merdeka Curriculum,
literacy and numeracy, character education
development, as well as the design, management,
and assessment of learning processes.
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COMMUNITY DEVELOPMENT AND
EMPOWERMENT (CDE) PROGRAM - KALTIM
PRIMA COAL (KPC)
(POJK51-F.23) (POJK51-F.25) (POJK51-F.28) (S-12) (413-1)
The KPC Community Development and Empowerment Program (CDE) is structured around eight integrated
pillars to generate measurable and sustainable socio-economic impacts: education; health; improvement
of real income levels and employment opportunities; community economic self-reliance; social and cultural
development; environmental management; strengthening of community institutions; and the development of
supporting infrastructure.
EDUCATION
Under the education pillar, the KPC CDE Program is designed to expand access to education while enhancing
the quality of human resources in communities surrounding the operational areas. This initiative focuses on
strengthening educational capacity, developing skills, and preparing the younger generation to enter the
workforce.
Output
Activities Description
(Total/Km/People)
• Kutim Cerdas Scholarship
• ‘Mengabdi untuk Kutim’ Scholarship
Scholarship 138 beneficiaries • Berdaya Location: Sangatta Utara, Sangatta
Selatan, Rantau Pulung, and Bengalon, East
Kutai.
Electrical technician training program for the
Mechanic Apprentice
28 participants local community through collaboration with BLKI
Program
Mandiri and the East Kutai Manpower Office.
Support for the implementation of competency
3 Vocational High School: SMK certification for vocational school students
Vocational School
Muhammadiyah 1 Sangatta; through accredited certification institutions to
Student Competency
SMKN 2 Sangatta; SMKN 1 measure KKNI qualifications, strengthen the
Certification Test
Rantau Pulung. Total 193 quality of vocational education, and improve the
(USK)
participants work readiness of graduates in line with industry
needs.
Supporting the strengthening of LSP-P1 through
the implementation of USK networks in 17 TUKs
across various majors, determining competency
LSP-P1 SMKN 2 502 beneficiaries; 17 results, issuing skill passports, submitting and
Sangatta Utara Competency Test Center distributing BNSP certificates, and preparing RCC
assessors to maintain the quality of certification
and the relevance of vocational competencies to
industry needs.
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Output
Activities Description
(Total/Km/People)
• 10 schools received education program support including higher education
and scholarship outreach, vocational education mentoring, participation in
school activities, contextual learning programs, and cross-sector education
coordination.
Educational Support • 11 schools benefited from improved education facilities through infrastructure
Programs and support, including classrooms at SD Muhammadiyah 1 Sangatta Utara, a
Improvement of new building at SDN 010 Sangatta Selatan, fencing and paving at TK Al-
Education Facilities Munawwaroh, and classrooms, skills rooms, and a playground at SLB Bahasa
and Infrastructure Hati, pendopo of SMAN 2 Sangatta Utara, canteen of MIN 1 Sangatta Utara,
classroom of SDN 003 Sangatta Utara, flooring improvement of MTs Nurul
Hikmah classroom, fence of SDI DDI Sangatta Utara, toilets of Al Munawwir
Islamic boarding school (Sangatta), and refill drinking water facility at Ibnu
Sina Islamic boarding school (Sangatta).
Industry-Based Curriculum Field Visit by Competency Certification Assessment for the
SMKN 2 Bengalon Vocational School to KPC Computer and Network Engineering Program
Enviro Nursery, Maggot House, and Telaga at SMKN 1 Rantau Pulung Vocational School
Batu Arang
Kutim Cerdas Scholarship Handover 2025 Outing Class for Grade 5 Students of SDN 001
Sangatta Utara to the Composting Training
Centre (CTC) and KPC Nursery
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HEALTH
Improving community health remains a key priority, pursued through strengthened healthcare services,
enhanced public awareness, and close collaboration with local governments and stakeholders. The program
covers communicable disease prevention, maternal and child health improvement, Posyandu service
strengthening, and healthcare facility enhancement, including tuberculosis control through Active Case
Finding (ACF), reinforcement of treatment adherence cadres (PMO), and nutritional support for patients.
Output
Activities Description
(Total/Km/People)
Improvement of health facilities through the
development of a waiting and reading room for
the Posyandu (Integrated Health Service Post),
establishment of a Traditional Chinese Medicine
Health Infrastructure
6,250 people; 3 facilities (TCM) Tuberculosis Laboratory at the South
Aid
Sangatta Community Health Center, and provision
of a Child-Friendly Playroom as a collaborative
initiative between KPC and YSB to strengthen
public health services.
Tuberculosis Control
and Eradication 3,824 people collaboration with the Health Office in Ring 1 areas
Program
In collaboration with the East Kutai Regency
Health Office, Community Health Centers in the
HIV/AIDS Control and
3,015 people company’s Ring 1 area (South Sangatta, Teluk
Prevention Program
Lingga, North Sangatta, Rantau Pulung, and
Bengalon)
Blood Donation 218 people; 218 blood bags Location at the M4 Office and P16 Tanjung Bara.
Intervention in the first 1,000 days of life through the provision of supplementary
food for stunted children, nutrition education, Hb screening for adolescent girls,
Stunting distribution of iron tablets, monitoring of stunting data, and strengthening of
maternal and child health in collaboration with DPPKB, the Health Office, and PLKB in
Ring 1 areas.
Cross-Sector Coordination between KPC, Supported Posyandu (Integrated Community
PAMA, Public Health Centers, and KPM for Health Post) Activities
Malnutrition Programs
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Awareness campaign for the “Gerakan
Children’s Day Commemoration by the
Tua Asuh Cegah Stunting (GENTING)”
Indonesian Child-Friendly Companies
Stunting Prevention Program involving local
Association (APSAI)
government, private sector, communities,
universities, and media
INCOME GROWTH AND JOB OPPORTUNITIES
Enhancing real income and expanding employment opportunities are advanced through economic
development initiatives that leverage post-mining land and the agribusiness sector. These efforts create
new productive avenues—such as agriculture, livestock, and fisheries—generating jobs while strengthening
sustainable income sources for surrounding communities.
Output
Activities Description
(Total/Km/People)
The program utilizes approximately 70 hectares
79 cattle; 70 hectares of
Jupiter Farm of grazing land in Kutai Timur Regency, East
pasture
Kalimantan
Utilization of former mining land as a community-
200 hectares of post-mining
based environmental tourism area and learning
land; 6,698 beneficiaries; 17,600
Charcoal Stone Pond center located in the buffer zone of Kutai National
fish (7,800 catfish, 9,800 tilapia);
Park. The program is implemented in line with the
9,151 kg of palm oil harvest
Mine Closure Plan (RPT)
The Cultivation Business Development Program aims to strengthen food security while enhancing the economic
independence of communities surrounding the Company’s operational areas.
Support includes the provision of production facilities, technical assistance, institutional strengthening, and the
optimization of productive land use.
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AQUACULTURE ON POST-MINING LAND FOR REGIONAL FOOD SOVEREIGNTY
Aquaculture development on post-mining land was carried out at Telaga Batu Arang, Kutai Timur
Regency, East Kalimantan, through a partnership between KPC and the Indonesian Navy Base (Lanal)
Sangatta. Initiated on January 20, 2025, the program utilizes floating cages to cultivate tilapia and catfish,
supporting regional food security while creating new economic opportunities. In the first production
cycle, 9,000 fish were harvested and 13,000 fingerlings were restocked to ensure program continuity.
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COOPERATION BETWEEN REGIONAL POLICE OFFICE KUTAI TIMUR AND KPC IN
POST-MINING LAND-BASED FOOD SOVEREIGNTY EFFORTS
Post-mining land utilization for food security was also implemented through the planting of industrial
corn at Telaga Batu Arang, Kutai Timur Regency, East Kalimantan, through a collaboration between the
Kutai Timur Police and KPC. Launched on November 4, 2025, the program involves local farmer groups and
communities through the Bhayangkara Food Security Movement, with KPC providing land and supporting
facilities to support the development of a productive and sustainable integrated agricultural area.
COMMUNITY ECONOMIC INDEPENDENCE
The community economic self-reliance pillar of the KPC CDE Program is aimed at strengthening the capacity
of local enterprises to grow independently and sustainably. Through entrepreneurship development, improved
market access, and collaboration with various stakeholders, the Company fosters a more resilient and inclusive
local economic ecosystem.
Output
Activities Description
(Total/Km/People)
A collaborative entrepreneurship program
Urang Sengata
15 MSME actors between KPC and the Lembaga Adat Besar Kutai
Berdaya
Sangatta.
Capacity building for MSMEs in Kutai Timur
Regency, East Kalimantan, was carried out
Wiranusa 50 MSME actors through a tiered entrepreneurship education
and mentoring program in collaboration with the
Young Entrepreneur Academy.
Local Vendor Local vendors surrounding the mining area in
19 local vendors; 362 workers
Capacity Building Kutai Timur Regency, East Kalimantan.
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SOCIAL AND CULTURAL DEVELOPMENT
The social and cultural development pillar of the KPC Community Development and Empowerment Program
(PPM) focuses on strengthening community social resilience while preserving local cultural values in areas
surrounding the Company’s operations. Through various social initiatives and collaboration with stakeholders,
the Company supports the creation of an inclusive, harmonious, and sustainable society.
Output
Activities Description
(Total/Km/People)
Aid for Communities 1,399 food packages; ready- Bengalon Subdistrict and in North Sangatta and
Affected by Flooding to-eat meal packages South Sangatta along the Sangatta River Basin.
KPC Ramadan North Sangatta, South Sangatta, Rantau Pulung,
3.310 food packages
Charities and Bengalon subdistricts.
Distributed in the areas of North Sangatta, South
Distribution of Sangatta, Bengalon, and Rantau Pulung), as
Sacrificial Animals for 67 cattle well as representative offices and professional,
Eid al-Adha 1446 AH community, youth, traditional, religious, and
media organizations in East Kutai.
KPC supports the preservation of indigenous
culture through participation in two key activities:
the Pelas Tanah Traditional Festival in East Kutai
Pelas Tanah and the Lomplai Traditional Festival in Nehes Liah
Traditional Ceremony Bing Village. These two traditional festivals not
in East Kutai and ±250 – 500 people; ±400 – 800 only strengthen the cultural identity of indigenous
the Lomplai Cultural people communities but also create opportunities
Festival in Nehes Liah for social interaction, encourage community
Bing Village 2025 economic activity, and maintain the sustainability
of local traditions, while strengthening
harmonious relations between the company and
the community.
ENVIRONMENTAL MANAGEMENT
This program focuses on waste management, strengthening climate-resilient communities, community-based
conservation, as well as nursery development and reforestation as part of ongoing ecosystem restoration
efforts.
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Output
Activities Description
(Total/Km/People)
305 beneficiaries; 44.7 tons The program is integrated with the Proklim,
Composting Training of organic waste; 11.8 tons of Adiwiyata, Adipura, and Rumah Pangan Bersemi
Center (CTC) inorganic waste; 41.9 tons of initiatives to reinforce a sustainable, community-
compost. based waste management system.
The Conservation Women Farmers Group, tourism group, fishermen
41 beneficiaries
Hamlet group
The program encompasses yard utilization,
waste management and recycling, reforestation,
Climate Village 3.912 beneficiaries; 48 tons
household water and food security, small-
Program (Proklim) of organic waste; 24.8 tons of
scale renewable energy initiatives, and the
and Diversity Village inorganic waste
strengthening of waste banks and the green
economy.
Provide technical assistance in tree cultivation
and facilitates the marketing of seedlings for four
Nursery and
30,558 tree seedlings local nursery groups, such as Prima NGO (Prima
Reforestation
Agri), the Edy Endang Group, and the One Jaya
Bibit Group.
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COMMUNITY INSTITUTIONAL EMPOWERMENT
The objective of this pillar is to establish communities with strong institutional foundations. Strengthening these
institutions is expected to promote greater self-reliance and social resilience among communities surrounding
KPC’s mining operational areas.
DESA MANDIRI (VILLAGE SELF-SUFFICIENCY) PROGRAM
The Desa Mandiri (Village Self-Sufficiency) Program in 2025 was implemented through integrated
assistance for BUMDes (Badan Usaha Milik Desa/Village-Owned Enterprises) business units in
Sangatta Utara, Sangatta Selatan, Bengalon, and Rantau Pulung District, Kutai Timur Regency, East
Kalimantan. The initiative focuses on strengthening business and financial governance, facilitating
inter-BUMDes collaboration through BUMDes Bersama (BUMDesma), a cooperative federation of
village officials through training, workshops, and village digitalization study visits, supported by
business infrastructure such as SPAMDes (Sistem Penyediaan Air Minum Desa/Village Drinking
Water Supply System) facilities, village markets, digital services, and production equipment.
INFRASTRUCTURE DEVELOPMENT (203-1)
The availability of reliable infrastructure is a critical prerequisite for accelerating development and improving
the quality of life of communities. Recognizing the significant need for infrastructure development in Kutai Timur
Regency, KPC actively contributes to supporting infrastructure development programs in areas surrounding its
operations through a collaborative approach.
RANTAU PULUNG’S ADMINISTRATION ROAD IMPROVEMENT
Improvements in segment 1
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Landslide recovery on Sangatta – Rantau
Pulung Road
Condition of the STAIS (Sekolah Tinggi Agama Condition of the STAIS (Sekolah Tinggi Agama
Islam Sangatta/Sangatta Islamic College) Islam Sangatta/Sangatta Islamic College)
building after renovation library after renovation
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KPC PEDULI AIR (KPC WATER CARE) PROGRAM
KPC Peduli Air (KPC Water Care) continues to deliver
tangible social value by treating former mine water
for use as raw water supply to support IPA Kudungga
(Instalasi Pengolahan Air Kudungga/Kudungga Water
Treatment Plant) in Sangatta Utara. By 2025, the
program served 25,122 PDAM (Perusahaan Daerah
Air Minum / Regional Drinking Water Company)
household customers and continued to support a
significant share of urban water needs in the area. In
2025, total water distributed reached 8,446,444 m³, with an estimated clean water economic value of
IDR 82.47 billion (approximately USD 5.1 million). Despite the increase in the number of beneficiaries,
the declining trend in water distribution indicates that beneficiary households have developed a better
understanding of the importance of efficient clean water use at the household level. The program also
demonstrates strong social value, as reflected in its Social Return on Investment (SROI) of 3.31, indicating
that each unit of investment made generates 3.31 units of social impact for the community.
Program Impact 2023 2024 2025
Number of PDAM Customers in North Sangatta
23,207 24,601 25,122
(Households)
Volume of Water Distributed (m3) 11,052,710 10,249,030 8,446,444
Economic Value of Clean Water (IDR) 61,460,087,500 84,136,845,100 82,473,702,303
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COMMUNITY FEEDBACK SYSTEM: LISTENING
TO COMMUNITY FEEDBACK
(POJK51-F.24)
KPC manages community complaints by referring to AMDAL (Analisis Mengenai Dampak Lingkungan /
Environmental Impact Assessment) provisions and implementing the ISO 14001 environmental management
system standard. To ensure that every issue arising from operational activities is handled systematically, KPC
operates a Community Feedback System (CFS). Through this system, KPC records, follows up on, and resolves
all community complaints — especially critical ones — in a measurable manner and in accordance with
established operational procedures.
The following is a recap of CFS reports for the last three years:
Noise Natural Social
Year Air Water Blasting Infrastructure Status
Pollution Disaster Conflict
2025 0 4 0 0 0 0 0 4 (closed)
2024 0 2 0 0 1 0 1 3 (closed)
2023 0 4 0 0 0 0 1 5 (closed)
More detailed information regarding the implementation of community empowerment and development
programs by KPC during 2025 is presented in full in the KPC Sustainability Report 2025, which can be accessed
through the company’s official website at: https://kpc.co.id/sustainability-report/
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COMMUNITY DEVELOPMENT AND
EMPOWERMENT (CDE) PROGRAM -
ARUTMIN
(POJK51-F.23) (POJK51-F.25) (POJK51-F.28) (S-12) (413-1)
The CDE program forms part of the sustainability commitment of Arutmin Indonesia to create shared value for
communities surrounding its operational areas. The program is implemented through eight key pillars aimed
at improving community well-being while strengthening social, economic, and environmental capacities in a
sustainable manner.
EDUCATION
Strengthening human capital is a key focus of the education programmes implemented by Arutmin Indonesia
in communities surrounding its operational areas. Through initiatives that expand learning access and
develop practical skills, the Company supports improvements in education quality and prepares the younger
generation for the workforce.
Output
Activities Location Description
(Total/Km/People)
Merit scholarships for students from 27
Kintap Cerdas
Kintap 270 people nearby schools (Primary School – High
Scholarship
School).
Universitas Open University hub expanding higher-
Satui 517 people
Terbuka Hub education access locally.
The Arutmin Teaching programme
is implemented by the Company
to provide training and educational
sessions on various topics, including
occupational health and safety (OHS),
fertilizer production, and mentoring for
scholarship recipients, among others.
The programme is conducted at Junior
Arutmin Teaching Batulicin 315 people High School 2 Simpang Empat, Islamic
Junior High School Nurul Hidayah, Private
Vocational School DDI Batulicin, Senior
High School 2 Simpang Empat, Junior
High School 7 Satap, Vocational School
1 Simpang Empat, Private Vocational
School Al-Hidayah, Private Vocational
School Kodeko, and Vocational School 2
Simpang Empat.
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Output
Activities Location Description
(Total/Km/People)
Equivalency
Support for non-formal equivalency
Education Asamasam;
27; 43; 78 people programs to enable formal certification
(Package A,B, and Kintap; Satui
and broaden educational opportunities.
C)
Mobile Library & Mobile library services to improve village
NPLCT 32-50 children
Literacy Hub children’s literacy.
Internship / On- The internship/on-the-job training (OJT)
the-Job Training Senakin ;NPLCT 10; 28 people programme was conducted directly at
(OJT) the mining site.
Kintap Cerdas Scholarship Open University Integrated Service Center
Arutmin Teaching Activities Equivalency Education
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Mobile Library Child Caregiver Training and Certification
HEALTH
The Company works to enhance access to quality healthcare. These efforts emphasize not only treatment but
also prevention, health education, and the strengthening of community health cadres.
Output
Activities Location Description
(Total/Km/People)
Maternal screening in collaboration with
Maternal Health Asamasam Puskesmas (Community
Asamasam 210 people
Screenings Health Center) and local health facilities
in Desa Simpang Empat.
Elderly health screenings across villages
Elderly Health
All Site 129 people in Kintap (Sebamban Baru, Bukit Mulia,
Screenings
Kebun Raya, Kintap Kecil).
Supplementary Supplementary feeding at TK Melati
Feeding (PMT) for Batulicin 250 children (Desa Gung Besar) and associated
toddler posyandu to prevent malnutrition.
The Company conducted a
comprehensive awareness programme
Stunting
on stunting prevention. The activity was
Prevention Senakin; NPLCT 19–60 people
carried out in Tanjung Batu, Kotabaru,
Program
Siagam Puskesmas (Community Health
Center)
Satui Community Center, Marina
Kintap ;Satui ;
Blood Donation 110; 127; 65; 87 people Mekarsari, Klinik Dugan involving
Batulicin ; Senakin
employees and local residents.
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Pregnancy Checkup Cataract Surgery Activities
Infant Health Check-ups and Supplemental
Blood Donation Activities
Feeding
ARUTMIN BORNEO RUN
On November 23, 2025, Arutmin held the 17th Arutmin Borneo Run, attracting 4,050 runners from
across Indonesia. The event, held at the South Kalimantan Governor’s Office complex, served
not only as a mass sporting activity but also as a platform to promote an active and healthy
lifestyle, strengthen the Company’s engagement with the wider community, and support
the development of sport tourism with the potential to contribute to the regional economy.
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INCOME GROWTH AND JOB OPPORTUNITIES
Improving real income and expanding employment opportunities are key priorities of programmes
implemented by Arutmin Indonesia in communities surrounding its operational areas. Through initiatives
that promote skills development and economic empowerment, the Company supports more inclusive local
economic growth and strengthens community economic resilience.
Output
Activities Location Description
(Total/Km/People)
Simantap Training Center, Sungai Cuka
Kintap MSME Expo Kintap 500 people
Village
Sewing & Craft Asamasam; Satui; Training Center Permata, Satui
12–20 people per activity
Training Senakin Community Center, and Sentra Dugan.
Citronella Circular Economy Innovation for Environmental Solutions and Community Empowerment
In 2025, Arutmin Indonesia continued its citronella-based community enterprise program through
BUMDesa Berkah Mulia (Berkah Mulia Village-Owned Enterprise) to strengthen local livelihoods
and support local business development, particularly for vulnerable groups. The program supports
community-based economic activity linked to citronella essential oil-based bioadditives, while creating
social and economic value at the local level.
Program performance showed significant growth, with BUMDesa income generation increasing from IDR
403.6 million (approximately USD 25,000) in 2024 to IDR 10.44 billion (approximately USD 645,000) in 2025,
reflecting a substantial expansion in local economic activity supported by the initiative.
In this report, income generation refers to BUMDesa business turnover generated through the citronella-
based product initiative and related commercial activities.
2024 2025
BUMDesa Income Generation
Rp 403,600,437 Rp 10,442,221,643
BUMDesa Activity Kintap UMKM Expo
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COMMUNITY ECONOMIC INDEPENDENCE
Developing community economic independence is a key priority in promoting sustainable development.
Through entrepreneurship training, creative skills development, strengthening of local product quality, and
support for community-based economic initiatives, the Company encourages communities to manage and
develop their economic potential independently.
Output
Activities Location Description
(Total/Km/People)
Post-mine Fish
Plastic-waste craft training at Training
Farming — Telaga Asamasam 15 people
Center Permata (Desa Pasir Putih).
Batu Arang
Meubelair Furniture-making training at local
Senakin 10 people
training demonstration plot / training center.
MSME exhibition promoting local
Kintap MSME Expo NPLCT 7 points products and expanding market access
for community-based businesses.
Distribution of beehive boxes to support
Kelulut Beehive
Satui 122 people small-scale honey production as
Distribution
alternative livelihoods.
Furniture-making Training Distribution of beehive boxes for small-scale
honey production
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Development of Fishing Village
SOCIAL AND CULTURE
The social and cultural life of the community is a vital part of the dynamics of the communities surrounding
our operational areas. The Company supports various social and cultural activities—from social assistance
and religious activities, arts and cultural training, to community sports—as a means to strengthen ties between
residents while preserving local cultural values.
Output
Activities Location Description
(Total/Km/People)
Distribution to residents in the villages
Qurban 118 cows, 24 goats, 25,000
All site around the mine (North Sangatta, South
Distribution beneficiaries
Sangatta, Bengalon, Rantau Pulung)
The Company distributed financial
assistance, iftar meal packages, and
Arutmin charitable donations to communities
All site 11,509 people
Ramadan Relief in Sarang Tiung, Gedambaan, Siagam,
and Tirawan during the month of
Ramadan.
Arutmin Disaster Asamasam,
Satui Community Center dan Simantap Training Center.
Response Kintap, NPLCT
Handover of Sacrificial Animals/Meat
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Arutmin Disaster Response Distribution of Ramadan Packages
ENVIRONMENTAL MANAGEMENT
Environmental management is a key focus of programmes implemented by Arutmin Indonesia in communities
surrounding its operational areas. Through initiatives that promote environmental awareness and community
participation, the Company supports environmental protection and the sustainable management of natural
resources.
Output
Activities Location Description
(Total/Km/People)
Community biopore rollout across 10
villages which participated in ProKlim
Losida Biopore
Batulicin 10 villages to support organic waste processing,
Launch
improved infiltration, and village-level
soil conservation.
Air Void Filtration
Senakin 1 sub-district Kelumpang Utara sub-district
Program
Garden Tower / SMKN 1 Kotabaru Vocational School
Edible Garden NPLCT 2 sites and Lapas Kelas IIA Kotabaru Lembaga
Outreach Pemasyarakatan (Correctional Facility)
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Inauguration of the Losida Area Void Air Filterization
Void Air Filterization Swapping Trash for Staple Goods
COMMUNITY INSTITUTIONAL EMPOWERMENT
Strengthening community institutions is an important component of the empowerment programmes
implemented by Arutmin Indonesia in communities surrounding its operational areas. By enhancing the
capacity of local organizations and community cadres, the Company encourages greater community
participation and supports the long-term sustainability of local development initiatives.
Output
Activities Location Description
(Total/Km/People)
Strengthening community disaster
Disaster Response preparedness through training and the
Group Formation Batulicin 15 people formation of a disaster response team
and Training in collaboration with Destana in Batu
Ampar Village.
Health Cadre
Training — Integrated Health Post at Batulicin
Satui, Batulicin 66 people
(Primary Service Community Center
Integration (ILP)
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Output
Activities Location Description
(Total/Km/People)
The Company provided training and
Parenting &
health education on parenting to
Posyandu Asamasam 42 people
community health volunteers (Posyandu
Capacity Building
cadres) at the Permata Training Center.
Child Caregiver
Certification Childcare provider certification was
for the Taman conducted for participants from
NPLCT 10 people
Asuh Sayang Semayap Village to improve early
Anak Program childhood education (PAUD) services.
(TAMASYA)
Collaborative
This program focuses on mentoring and
Program
strengthening business institutions to
for Village Satui 10 people
enable groups to grow independently
Community
and sustainably.
Development
Community Health Volunteer Training Capacity Building for Posyandu
(Community Health Post) Volunteers
Rural Community Development and Community Group Formation and Disaster
Empowerment Program Response Training
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INFRASTRUCTURE (203-1)
Infrastructure development forms part of Arutmin Indonesia’s efforts to support community well-being in
areas surrounding its operations. By improving access to basic services and supporting facilities, the Company
contributes to a more livable environment while enabling broader social and economic activities.
Output
Activities Location Description
(Total/Km/People)
Clean Water Location: Simpang Empat Sungai Baru
Asamasam 9 points
Distribution Village
Road Access
2 points (Kintap); 1 point Location: Kintap Kecil Village and Bukit
& Drainage Kintap ;Senakin
(Senakin) Mulia Village
Normalization
Water Tank
Senakin 5,500 liters Location: Mangga Village
Assistance
Culvert Instalation Support Drainage Culvert Rehabilitation
Public Road Improvement Clean Water Filtration Equipment Handover
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LAND AND RESOURCE RIGHTS
BUMI and its business units are not involved in or contributing to forced resettlement of communities surrounding
their operational areas. The resettlement program implemented by KPC for the Dayak Basap Indigenous
community was mandated under the 2010 Environmental Impact Assessment (AMDAL) to mitigate mining
impacts while improving the living standards of residents of Segading Hamlet, Keraitan Village, Kutai Timur
Regency, East Kalimantan. The program follows principles outlined in the Global Compact Principles and the
IFC Performance Standards on Indigenous Peoples.
Free, Prior, and Informed Consent (FPIC) (EM-CO-210a.2)
The resettlement planning process involved approximately twelve years of dialogue and negotiation with the
Dayak Basap community. The process began in 2005 with a social assessment and a formal request from the
community for relocation. All approvals were obtained peacefully without the involvement of police or security
personnel. Due diligence interviews reaffirmed that the resettlement process was conducted without coercion.
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources Indigenous Community Participation The Dayak Basap community actively participated in the planning, implementation, monitoring, and evaluation of the resettlement program. The new settlement site in Matirowali, Keraitan Village—also known as Kampung Budaya—was determined through a joint survey conducted in 2009, considering land conditions, water quality, accessibility, disaster risks, infrastructure, and socio-cultural aspects. Community members were also involved in the development of the settlement site plan. Resettlement Facilities and Livelihood Support KPC constructed 70 housing units designed to reflect the original homes and provided supporting social and public facilities, including a village office, health post, mosque, traditional hall, electricity generator, clean water system, school buildings, and access roads. As of 2021, a total of 55 households from Segading Hamlet had formally agreed to or relocated to the new settlement. In the same year, electricity installation support from the State Electricity Company (PLN) was completed for eight public facilities and several housing units. Electricity and clean water services are operated by the village-owned enterprise BUMDesa Putra Keraitan Mandiri under KPC’s coordination. Beyond infrastructure provision, KPC also supports community economic empowerment programs aimed at promoting sustainable livelihoods. These initiatives include improvements to agricultural infrastructure, the development of seasonal crop demonstration plots, seed assistance through the Domang Women Farmers Group (KWT Domang), and family farming programs. Technical assistance is regularly provided in collaboration with the Kutai Timur Agricultural Office through its Plantation and Livestock Extension Unit as well as the Kampung Budaya empowerment team. Right to Return Community members retain the right to decline or return from the resettlement program. While some residents have chosen to return to their original area, KPC continues to maintain constructive engagement with the Dayak Basap community in Segading through community development initiatives, including support for education facilities, teaching staff, and periodic free health services. 236 Sustainability Report 2025 PT BUMI Resources Tbk
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COMMUNITY GRIEVANCE MECHANISM
(POJK51-F.17) (POJK51-F.27) (POJK51-F.29) (POJK51-F.30)
(POJK51-F.24)
The Company considers community aspirations, feedback, and complaints as important inputs for continuously
improving operational performance. Through the Speak Up System, the public is provided with a reporting
channel to submit complaints regarding potential irregularities in business activities at both the corporate and
operational levels.
The system is managed based on the principles of non-discrimination and equal treatment for all reporters.
Complaint handling emphasizes report validity, accessible reporting channels, timely follow-up, and a
transparent and objective process aimed at constructive resolution.
Throughout the reporting period, continuous engagement with surrounding communities, responsive
grievance management, and the implementation of various community development programs contributed
to maintaining harmonious relations around operational areas. This is reflected in the absence of non-technical
disruptions that could affect operations, such as protests, access blockades, land acquisition issues, or other
social disturbances. (EM-CO-210b.2).
As part of its commitment to transparency, the Company also provides public access for submitting reports or
feedback through the official Bumi Resources website at the following link: http://www.bumiresources.com/
id/governance#spekeup
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RELEVANT SUSTAINABLE DEVELOPMENT
GOALS (SDGS) FOR THE COAL SECTOR
SDGs BUMI’s Contributions in 2025
• Reducing poverty by ensuring all employees receive wages that meet
or exceed the Regional Minimum Wage (UMR), with fair and non-
discriminatory compensation practices.
• Enrolling all employees in social security programs, including BPJS
Kesehatan, BPJS Ketenagakerjaan, and other relevant schemes.
• Allocating funds to support local community development initiatives.
• Prioritizing local communities in employment opportunities within the
Company’s operational areas.
• Empowering local suppliers by prioritizing procurement from local sources.
• Enhancing community economic potential through entrepreneurship and
tourism training programs for members of Village-Owned Enterprises
(BUMDes).
• Strengthening MSME capacity through training programs, provision of seed
funding, and marketing support
• Utilizing solar energy to support operational activities and improve the
quality of life for surrounding communities.
• Achieving energy efficiency targets by optimizing fuel and electricity
consumption in operations, while gradually transitioning to renewable
energy sources.
• Using biodiesel as an alternative fuel to reduce carbon footprint.
• Conducting environmental and social impact assessments as a basis for
initiating investments in renewable energy.
• Reducing greenhouse gas (GHG) emissions in line with targets through the
adoption of low-carbon technologies and the replacement of haul trucks
with overland conveyors.
• Ensuring that no employee is paid below the minimum wage in
accordance with applicable regulations.
• Providing occupational health services for employees.
• Applying principles of inclusivity and equality in recruitment, remuneration,
and employee development processes.
• Fostering a harmonious workplace environment that respects diversity
without discrimination based on ethnicity, religion, gender, race, or social
groups.
• Prohibiting child labor, forced labor, and all forms of modern slavery.
• Upholding freedom of association to protect workers’ rights.
• Preventing human rights violations in the workplace through human rights
training, due diligence processes, and the promotion of the Speak Up
System grievance mechanism.
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SDGs BUMI’s Contributions in 2025
• Managing and monitoring water quality in accordance with applicable
standards and regulations.
• Conducting land reclamation and revegetation in post-mining areas.
• Ensuring air quality by controlling dust emissions that may contribute to air
pollution.
• Managing noise levels in operational areas to minimize disturbance to
surrounding communities.
• Implementing relocation programs with the involvement of indigenous
communities.
• Enhancing road safety by developing dedicated hauling roads and
ensuring Company vehicles comply with traffic regulations.
• Managing hazardous (B3) and non-hazardous waste generated from coal
production in a responsible manner.
• Ensuring consistent coal product quality for all customers.
• Conducting regular monitoring of environmental impacts arising from the
Company’s operational activities.
• Applying circular economy principles to reduce waste and minimize
environmental impact.
• Utilizing water resources responsibly and efficiently in operations.
• Strengthening employee capacity on sustainability and climate change.
• Managing biodiversity to protect endemic flora and fauna.
• Reducing carbon emissions through the use of environmentally friendly
fuels.
• Conducting reforestation and mangrove planting initiatives to support
carbon sequestration.
• Implementing climate village (ProKlim) programs.
• Carrying out coral reef conservation to preserve coastal and marine
ecosystems.
• Applying energy-efficient building designs in the Company’s facilities.
• Advancing coal downstreaming into ammonia and methanol.
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GRI CONTENT INDEX
PT Bumi Resources Tbk has reported in accordance with the GRI
Statement of use
Standards for the period 1 January 2025 - 31 December 2025.
GRI 1 used GRI 1: Foundation 2021
Applicable GRI Sector Standard(s) GRI 12: Coal Sector 2022
OMISSION
GRI SECTOR
GRI STANDARD/
DISCLOSURE LOCATION STANDARD REF.
OTHER SOURCE REQUIREMENT(S)
REASON EXPLANATION NO.
OMITTED
General disclosures
2-1 Organizational
42, 44, 45
details
2-2 Entities included
in the organization’s
26, 43
sustainability
reporting
2-3 Reporting period,
frequency and 33
contact point
2-4 Restatements of
24
GRI 2: General information
Disclosures 2021
2-5 External
266
assurance
2-6 Activities, value
42, 43, 46,
chain and other
77, 79
business relationships
2-7 Employees 92, 93
2-8 Workers who are
92, 98
not employees
2-9 Governance
structure and 54, 56
composition
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Health and Safety
OMISSION
GRI SECTOR
GRI STANDARD/
DISCLOSURE LOCATION STANDARD REF.
OTHER SOURCE REQUIREMENT(S)
REASON EXPLANATION NO.
OMITTED
2-10 Nomination
and selection of the
54, 56
highest governance
body
2-11 Chair of the
highest governance 54-55
body
2-12 Role of the
highest governance
body in overseeing 57, 58
the management of
impacts
2-13 Delegation of
responsibility for 57
managing impacts
2-14 Role of the
highest governance
25, 57, 58
body in sustainability
reporting
2-15 Conflicts of
54, 68
interest
2-16 Communication
70
of critical concerns
2-17 Collective
knowledge of the
59
highest governance
body
2-18 Evaluation of the
performance of the
54, 57
highest governance
body
2-19 Remuneration
56
policies
2-20 Process
to determine 56
remuneration
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OMISSION
GRI SECTOR
GRI STANDARD/
DISCLOSURE LOCATION STANDARD REF.
OTHER SOURCE REQUIREMENT(S)
REASON EXPLANATION NO.
OMITTED
The company considers that
information related to the annual
total compensation ratio which
includes salaries, bonuses, share
grants, option grants, non-equity
2-21 Annual total Confidentiality incentive program compensation,
compensation ratio constraints changes in pension values, and
nonqualified deferred compensation
earnings (compensation income
that is deferred and cannot yet be
calculated as income) is a Company
confidential information.
2-22 Statement
7-12, 22-
on sustainable
23
development strategy
76, 90, 118,
2-23 Policy
119, 128,
commitments
148, 202
2-24 Embedding
149
policy commitments
2-25 Processes to
123, 124,
remediate negative
149
impacts
2-26 Mechanisms for
seeking advice and 123
raising concerns
2-27 Compliance with
129, 149
laws and regulations
2-28 Membership
48
associations
2-29 Approach
to stakeholder 70
engagement
2-30 Collective
bargaining 113, 134
agreements
Material topics
3-1 Process to
determine material 25
topics
3-2 List of material
26-32
topics
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OMISSION
GRI SECTOR
GRI STANDARD/
DISCLOSURE LOCATION STANDARD REF.
OTHER SOURCE REQUIREMENT(S)
REASON EXPLANATION NO.
OMITTED
Economic Performance
12.2.1
GRI 3: Material 3-3 Management of
76, 83, 85 12.8.1
Topics 2021 material topics
12.21.1
201-1 Direct economic
12.8.2
value generated and 81
12.21.2
distributed
201-2 Financial
GRI 201: Kinerja
implications and
Ekonomi 2016
other risks and 81 12.2.2
GRI 201: Economic
opportunities due to
Performance 2016
climate change
201-4 Financial
assistance received 81, 82 12.21.3
from government
Market presence
GRI 3: Material 3-3 Management of 12.8.1
94
Topics 2021 material topics 12.19.1
202-1 Ratios of
standard entry level
wage by gender 8, 21, 110 12.19.2
GRI 202: Kehadiran
compared to local
Pasar 2016
minimum wage
GRI 202: Market
202-2 Proportion of
Presence 2016
senior management 12.8.3
92, 98
hired from the local 12.19.3
community
Indirect economic impacts
GRI 3: Material 3-3 Management of
202 12.8.1
Topics 2021 material topics
203-1 Infrastructure
investments and 220, 234 12.8.4
GRI 203: Indirect services supported
Economic Impacts
203-2 Significant
2016
indirect economic 222, 235 12.8.5
impacts
Procurement practices
GRI 3: Material 3-3 Management of
76 12.8.1
Topics 2021 material topics
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OMISSION
GRI SECTOR
GRI STANDARD/
DISCLOSURE LOCATION STANDARD REF.
OTHER SOURCE REQUIREMENT(S)
REASON EXPLANATION NO.
OMITTED
GRI 204: 204-1 Proportion of
Procurement spending on local 83 12.8.6
Practices 2016 suppliers
Anti-corruption
GRI 3: Material 3-3 Management of
76 12.20.1
Topics 2021 material topics
205-1 Operations
assessed for risks 82 12.20.2
related to corruption
205-2 Communication
and training about
GRI 205: Anti-
anti-corruption 82 12.20.3
corruption 2016
policies and
procedures
205-3 Confirmed
incidents of corruption 82 12.20.4
and actions taken
Tax
GRI 3: Material 3-3 Management of
76 12.21.1
Topics 2021 material topics
207-1 Approach to tax 83 12.21.4
207-2 Tax governance,
control, and risk 83 12.21.5
management
GRI 207: Tax 2019 207-3 Stakeholder
engagement and
management of 83 12.21.6
concerns related to
tax
207-4 Country-by-
81 12.21.7
country reporting
Energy
GRI 3: Material 3-3 Management of
148 12.1.1
Topics 2021 material topics
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OMISSION
GRI SECTOR
GRI STANDARD/
DISCLOSURE LOCATION STANDARD REF.
OTHER SOURCE REQUIREMENT(S)
REASON EXPLANATION NO.
OMITTED
302-1 Energy
consumption within 149-153 12.1.2
the organization
GRI 302: Energy 302-2 Energy
2016 consumption outside 149-153 12.1.3
of the organization
302-3 Energy intensity 152, 153 12.1.4
Water and effluents
GRI 3: Material 3-3 Management of
148 12.7.1
Topics 2021 material topics
303-1 Interactions
with water as a 163-165 12.7.2
shared resource
303-2 Management
of water discharge- 168 12.7.3
related impacts
GRI 303: Water
and Effluents 2018 303-3 Water
163-165 12.7.4
withdrawal
303-4 Water
163-165 12.7.5
discharge
303-5 Water
163-165 12.7.6
consumption
Biodiversity
GRI 3: Material 3-3 Management of
148 12.5.1
Topics 2021 material topics
101-1 Policies to
halt and reverse 169 12.5.2
biodiversity loss
101-2 Management of
169 12.5.3
biodiversity impacts
GRI 101:
101-4 Identification of
Biodiversity 2024 169, 175 12.5.4
biodiversity impacts
101-5 Locations with
169, 171 12.5.5
biodiversity impacts
101-6 Direct drivers of
171-173
biodiversity loss
101-7 Changes to the
171-173
state of biodiversity
Emissions
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OMISSION
GRI SECTOR
GRI STANDARD/
DISCLOSURE LOCATION STANDARD REF.
OTHER SOURCE REQUIREMENT(S)
REASON EXPLANATION NO.
OMITTED
12.1.1
GRI 3: Material 3-3 Management of
148 12.2.1
Topics 2021 material topics
12.4.1
305-1 Direct (Scope 1)
156-160 12.1.5
GHG emissions
305-2 Energy indirect
(Scope 2) GHG 156-160 12.1.6
emissions
305-3 Other indirect Information The company has not yet calculated
(Scope 3) GHG 160 not available/ energy consumption outside the 12.1.7
emissions incomplete. organization.
GRI 305: Emissions
305-4 GHG emissions
2016 158, 160 12.1.8
intensity
305-5 Reduction of
161 12.2.3
GHG emissions
305-7 Nitrogen
oxides (NOx), sulfur
oxides (SOx), and 162, 163 12.4.2
other significant air
emissions
Waste
GRI 3: Material 3-3 Management of
148 12.6.1
Topics 2021 material topics
306-1 Waste
generation and
181, 184 12.6.2
significant waste-
related impacts
306-2 Management
of significant waste- 181-186 12.6.3
GRI 306: Limbah related impacts
2020 306-3 Waste
181-186 12.6.4
generated
306-4 Waste diverted
181-186 12.6.5
from disposal
306-5 Waste directed
181-186 12.6.5
to disposal
Effluents and Waste
GRI 3: Material 3-3 Management of
148 12.13.1
Topics 2021 material topics
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OMISSION
GRI SECTOR
GRI STANDARD/
DISCLOSURE LOCATION STANDARD REF.
OTHER SOURCE REQUIREMENT(S)
REASON EXPLANATION NO.
OMITTED
GRI 306: Effluent 181, 182,
306-3 Significant spills 12.13.2
and Waste 2016 185
Employment
GRI 3: Material 3-3 Management of
90 12.15.1
Topics 2021 material topics
401-1 New employee
hires and employee 99-100 12.15.2
turnover
401-2 Benefits
provided to full-time
GRI 401:
employees that
Employment 2016 111 12.15.3
are not provided to
temporary or part-
time employees
12.15.4
401-3 Parental leave 113
12.19.4
Labor/management relations
GRI 3: Material 3-3 Management of
90 12.15.1
Topics 2021 material topics
GRI 402: Labor/ 402-1 Minimum notice
Management periods regarding 114 12.15.5
Relations 2016 operational changes
Occupational health and safety
GRI 3: Material 3-3 Management of
128 12.14.1
Topics 2021 material topics
403-1 Occupational
health and safety 129 12.14.2
management system
403-2 Hazard
identification, risk
130-131 12.14.3
GRI 403: assessment, and
Kesehatan dan incident investigation
Keselamatan
Kerja 2018
403-3 Occupational
135 12.14.4
health services
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OMISSION
GRI SECTOR
GRI STANDARD/
DISCLOSURE LOCATION STANDARD REF.
OTHER SOURCE REQUIREMENT(S)
REASON EXPLANATION NO.
OMITTED
403-4 Worker
participation,
consultation, and 130, 131,
12.14.5
communication on 134, 137
occupational health
and safety
403-5 Worker training
on occupational 141-142 12.14.6
health and safety
403-6 Promotion of
135-136 12.14.7
worker health
403-7 Prevention
and mitigation of
occupational health 135, 136,
12.14.8
and safety impacts 141, 142
directly linked by
business relationships
403-8 Workers
covered by an
occupational 129 12.14.9
health and safety
management system
403-9 Work-related 130, 131,
12.14.10
injuries 143-145
403-10 Work-related
145 12.14.11
ill health
Training and education
GRI 3: Material 3-3 Management of
90 12.15.1
Topics 2021 material topics
404-1 Average hours
12.15.6
of training per year 104, 105
12.19.5
per employee
GRI 404: Training
and Education
404-2 Programs for
2016
upgrading employee
104, 107 12.15.7
skills and transition
assistance programs
Diversity and equal opportunity
GRI 3: Material 3-3 Management of
90 12.19.1
Topics 2021 material topics
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GRI SECTOR
GRI STANDARD/
DISCLOSURE LOCATION STANDARD REF.
OTHER SOURCE REQUIREMENT(S)
REASON EXPLANATION NO.
OMITTED
405-1 Diversity of
92, 93, 95,
governance bodies 12.19.6
97, 99
GRI 405: Diversity and employees
and Equal 405-2 Ratio of
Opportunity 2016 basic salary and
110 12.19.7
remuneration of
women to men
Non-discrimination
GRI 3: Material 3-3 Management of
118 12.19.1
Topics 2021 material topics
406-1 Incidents of
GRI 406: Non-
discrimination and
discrimination 123-124 12.19.8
corrective actions
2016
taken
Freedom of association and collective bargaining
GRI 3: Material 3-3 Management of
90 12.18.1
Topics 2021 material topics
407-1 Operations and
GRI 407: Freedom suppliers in which
of Association the right to freedom
113-114 12.18.2
and Collective of association and
Bargaining 2016 collective bargaining
may be at risk
Child labor
GRI 3: Material 3-3 Management of
90 12.16.1
Topics 2021 material topics
GRI 408: Pekerja 408-1 Operations and
Anak 2016 suppliers at significant
92 12.16.2
GRI 408: Child risk for incidents of
Labor 2016 child labor
Forced or compulsory labor
GRI 3: Material 3-3 Management of
90 12.17.1
Topics 2021 material topics
409-1 Operations
GRI 409: Forced or and suppliers at
Compulsory Labor significant risk for 92 12.17.2
2016 incidents of forced or
compulsory labor
Security practices
GRI 3: Material 3-3 Management of
118 12.12.1
Topics 2021 material topics
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OMISSION
GRI SECTOR
GRI STANDARD/
DISCLOSURE LOCATION STANDARD REF.
OTHER SOURCE REQUIREMENT(S)
REASON EXPLANATION NO.
OMITTED
410-1 Security
GRI 410: Security personnel trained in
121 12.12.2
Practices 2016 human rights policies
or procedures
Rights of indigenous peoples
GRI 3: Material 3-3 Management of
118 12.11.1
Topics 2021 material topics
411-1 Incidents of
GRI 411: Rights
violations involving
of Indigenous 123-124 12.11.2
rights of indigenous
Peoples 2016
peoples
Local communities
GRI 3: Material 3-3 Management of
202 12.9.1
Topics 2021 material topics
413-1 Operations with
local community
engagement, 208, 212,
12.9.2
impact assessments, 224
and development
GRI 413: Local
programs
Communities 2016
413-2 Operations with
significant actual and
potential negative 120 12.9.2
impacts on local
communities
Land and Resource Rights
GRI 3: Material 3-3 Management of
202 12.10.1
Topics 2021 material topics
List the locations
of operations that
Pengungkapan
caused or contributed
Sektor Tambahan
to involuntary 238-239 12.10.2
Additional sector
resettlement or where
disclosures
such resettlement is
ongoing
Supplier social assessment
12.15.1
GRI 3: Material 3-3 Management of
76 12.16.1
Topics 2021 material topics
12.17.1
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Health and Safety
OMISSION
GRI SECTOR
GRI STANDARD/
DISCLOSURE LOCATION STANDARD REF.
OTHER SOURCE REQUIREMENT(S)
REASON EXPLANATION NO.
OMITTED
414-1 New suppliers 12.15.8
that were screened 85 12.16.2
GRI 414: Supplier using social criteria 12.17.3
Social Assessment 414-2 Negative social
2016 impacts in the supply
85 12.15.9
chain and actions
taken
Public policy
GRI 3: Material 3-3 Management of
76 12.22.1
Topics 2021 material topics
GRI 415: Public 415-1 Political
82 12.22.2
Policy 2016 contributions
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POJK NO.51/POJK.03/2017 STANDARD INDEX
(POJK51-G.4)
Index No. Index Name Page
Sustainability Strategy
A.1. Sustainability Strategy Explanation 7, 20
Overview on Sustainability Performance
Economic Aspect:
a. Quantity of production or service sold;
b. Revenues;
B.1. c. Net profit or loss; 16-17
d. Eco-friendly product;
e. Involvement of local parties related to the Sustainable Finance
business process
Environmental Aspect:
a. Energy consumption;
B.1. b. Reducing the resulting emissions; 17
c. Waste and effluent reduction;
d. Conservation of biodiversity
B.3. Social Aspect 17
Company Profile
C.1. Vision, Mission and Values of Sustainability 37
C.2. Company Address 36-37
Company Scale:
a. Total aset and total liabilities;
b. Total employee by gender, job position, age, education and
C.3. 42, 44, 48
employment status;
c. Shareholder name and percentage of share ownership;
d. Operational area
C.4. Product, Services and Business Activity 36
C.5. Membership in the Association 48
C.6. Significant Changes in Issuers and Public Companies 42
Director Statement
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Index No. Index Name Page
Director Statement
a. Policies to respond to challenges in meeting sustainability
strategies
1. Sustainability values owned by Issuers and Public
Companies
2. Responses of Issuers and Public Companies to issues
related to Sustainable Finance
3. Director’s commitment in implementing Sustainable
Finance
4. A brief description of the achievement of sustainability
performance
5. Challenges in implementing Sustainable Finance
b. Implementation of Sustainable Finance
D.1. 1. Achievement of sustainability implementation performance 7-12
(economic, environmental, and social) compared to the
target
2. Achievements and challenges including key events during
the reporting period
c. Target achievement strategy
1. Information on risk management on the implementation of
Sustainable Finance related to economic, environmental,
and social aspects that have the potential to affect the
sustainability of Issuers and Public Companies
2. Utilization of business opportunities and prospects
3. Explanation of external economic, environmental, and
social situations that have the potential to affect the
sustainability of Issuers and Public Companies
Sustainability Governance
E.1. Responsible for the Implementation of Sustainable Finance 57-58
E.2. Competency Development Related to Sustainable Finance 59, 67
Risk Assessment on the Implementation of Sustainable Finance
a. Explanation of procedures for identifying, measuring, monitoring,
and controlling risks on the implementation of sustainability efforts
related to economic, environmental and social aspects
E.3. 60
b. Explanation of the roles of members of the Board of Directors and
members of the Board of Commissioners in managing, conducting
periodic reviews, and reviewing the effectiveness of the risk
management process carried out by Issuers and Public Companies
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Index No. Index Name Page
Stakeholder Relations
a. Stakeholder involvement based on the results of management
assessment, General Meeting of Shareholders, decision letter or
E.4. others 70
b. The approach used by Issuers and Public Companies in involving
stakeholders in the implementation of Sustainable Finance, among
others in the form of dialogues, surveys, and seminars
E.5. Implementation of Sustainable Finance Issues 7, 64
Sustainability Performance
F.1. Development of Sustainability Culture 67, 69, 121
Economic Performance
Comparison of Production Target and Performance, Portfolio, Financing
F.2. 81
Target, or Investment, Income and Profit and Loss (in the last 3 years)
Comparison of Portfolio Targets and Performance, Financing Targets,
Tidak Relevan/
F.3. or Investments in Financial Instruments or Projects Compatible with
Not Relevant
Sustainable Finance (within the last 3 years)
Enviromental Performance
General Aspect
F.4. Environment Cost 188
Material Aspect
F.5. Eco-Friendly Material Usage 17, 187
Energy Aspect
F.6. Total and Intensity of Energy Consumption 149-150
Activities and Achievements of Energy Efficiency and Use of Renewable
F.7. 149, 154
Energy
Water Aspect
F.8. Water Usage 163-165
Biodiversity Aspect
Impact of Operational Areas Near or Located in Conservation Areas or
F.9. 169, 171
Possessing Biodiversity
F.10. Biodiversity Conservation Activities 169, 174-175
Emission Aspect
F.11. Total and Intensity of Resulted Emission by Type 156, 158
F.12. Activities and Achievements of Resulted Emission Reduction 154, 161, 192
Waste and Effluent Aspect
F.13. Total Waste and Effluent by Type 168, 181-182
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Index No. Index Name Page
168, 181-182, 185,
F.14. Mechanism of Waste and Effluent Management
187
F.15. Significant Spills (if any) 181-182
Environmental Grievances Aspect
F.16. Total and Environmental Grievances Received and Completed 188
Social Performance
Commitment to Providing Services for Equal Products and/or Services
F.17. 86, 237
to Consumers
Employment Aspect
F.18. Equality of Employment Opportunity 92
F.19. Child and Forced Labor 92
F.20. Regional Minimum Wages 8, 21, 110
F.21. Decent and Safe Working Environment 129, 135-136
F.22. Employee Training and Development 104-105
Community Aspect
F.23. Company Operation Impact to Local Community 208, 212, 224
F.24. Community Grievances 223, 237
F.25. Corporate Social Responsibilities Activity 208, 212, 224
Sustainable Development of Products/Services Responsibilities
F.26. Sustainable Development of Products/Services Innovation 57, 59, 192
F.27. Safety Evaluated Products/Services for Customers 86, 237
F.28. Impact of Products/Services 208, 212, 224
F.29. Total Recalled Products 86, 237
Customer Satisfaction Survey of Sustainable Finance Products and/or
F.30. 86, 237
Services
Others
G.1. Independent Verification (if any) 266
G.2. Feedback Form 268
G.3. Responses to Previous Sustainability Report Feedback Form 269
Table of Disclosures according to Financial Services Authority
Regulation Number 51/POJK.03/2017 concerning the Implementation
G.4. 252
of Sustainable Finance for Financial Services Institutions, Issuers, and
Public Companies
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IFRS S1 & S2 CONTENT INDEX
Statement of Compliance
PT Bumi Resources Tbk has reported in compliance with the IFRS Sustainability Disclosure Standards for the
period 1 January 2025 - 31 December 2025.
IFRS S1 - General Requirements for Disclosure of Sustainability-Related Financial Information
Paragraph Disclosure Page
Governance
The governance body(s) or individual(s) responsible for oversight of sustainability-related
S1.27a
risks and opportunities:
How responsibilities for sustainability-related risks and opportunities are
S1.27a.i reflected in the terms of reference, mandate, role descriptions, and other 57
related policies.
How appropriate skills and competencies are available or will be
S1.27a.ii 59
developed.
How and how often the body(s) or individual(s) is informed about
S1.27a.iii 58
sustainability-related risks and opportunities
How the body(s) or individual(s) takes into account sustainability-related
S1.27a.iv 57
risks and opportunities into strategy, decisions, and risks management.
How the body(s) or individual(s) oversees the targets and progress on
S1.27a.v 57
sustainability-related risks and opportunities.
Management’s role in the governance processes, controls and procedures used to monitor,
S1.27b
manage and oversee sustainability-related risks and opportunities:
Whether the role is delegated to a specific management-level position or
S1.27b.i management-level committee, and how oversight is exercised over that 57, 58
position or committee.
Whether management uses controls and procedures to support the
S1.27b.ii oversight of sustainability-related risks and opportunities, and how these 57
controls and procedures are integrated with other internal functions.
Strategy
Specifically, an entity shall disclose information to enable users of general purpose financial
S1.29
reports to understand:
The sustainability-related risks and opportunities that could reasonably be
S1.29a 64-66
expected to affect the entity’s prospects;
The current and anticipated effects of those sustainability-related risks
S1.29b 64-66
and opportunities on the entity’s business model and value chain;
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Paragraph Disclosure Page
The effects of those sustainability-related risks and opportunities on
S1.29c 64-66
the entity’s strategy and decision-making;
The effects of those sustainability-related risks and opportunities on the
entity’s financial position, financial performance and cash flows for the
reporting period, and their anticipated effects on the entity’s financial
S1.29d position, financial performance and cash flows over the short, medium and 64-66
long term, taking into consideration how those sustainability-related risks
and opportunities have been factored into the entity’s financial planning;
and
The resilience of the entity’s strategy and its business model to those
S1.29e 64-66
sustainability-related risks.
Risk Management
S1.44 An entity shall disclose information about:
The processes and related policies the entity uses to identify, assess,
S1.44a 62-63
prioritise and monitor sustainability-related risks;
The processes the entity uses to identify, assess, prioritise and monitor
S1.44b 62-63
sustainability-related opportunities; and
The extent to which, and how, the processes for identifying, assessing,
prioritising and monitoring sustainability-related risks and opportunities
S1.44c 62-63
are integrated into and inform the entity’s overall risk management
process.
IFRS S2 - Climate-related Disclosures
Paragraph Disclosure Page
Governance
The governance body(s) or individual(s) responsible for oversight of climate-related risks and
S2.6a
opportunities:
How responsibilities for climate-related risks and opportunities are
S2.6a.i reflected in the terms of reference, mandate, role descriptions, and other 192-193
related policies.
How appropriate skills and competencies are available or will be
S2.6a.ii 192-193
developed.
How and how often the body(s) or individual(s) is informed about climate-
S2.6a.iii 192-193
related risks and opportunities
How the body(s) or individual(s) takes into account climate-related risks
S2.6a.iv 192-193
and opportunities into strategy, decisions, and risk management.
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Paragraph Disclosure Page
How the body(s) or individual(s) oversees the targets and progress on
S2.6a.v 192-193
climate-related risks and opportunities.
Management’s role in the governance processes, controls and procedures used to monitor,
S2.6b
manage and oversee climate-related risks and opportunities:
Whether the role is delegated to a specific management-level position or
S2.6b.i management-level committee, and how oversight is exercised over that 192-193
position or committee.
Whether management uses controls and procedures to support the
S2.6b.ii oversight of climate-related risks and opportunities, and how these 192-193
controls and procedures are integrated with other internal functions.
Strategy
Specifically, an entity shall disclose information to enable users of general purpose financial
S2.9
reports to understand:
The climate-related risks and opportunities that could reasonably be
S2.9a 193, 195-197
expected to affect the entity’s prospects;
The current and anticipated effects of those climate-related risks and
S2.9b 193, 195-197
opportunities on the entity’s business model and value chain;
The effects of those climate-related risks and opportunities on the entity’s
S2.9c strategy and decision-making, including information about its climate- 193, 195-197
related transition plan; and
The effects of those climate-related risks and opportunities on the entity’s
financial position, financial performance and cash flows for the reporting
period, and their anticipated effects on the entity’s financial position,
S2.9d 193, 195-197
financial performance and cash flows over the short, medium and long
term, taking into consideration how those climate-related risks and
opportunities have been factored into the entity’s financial planning.
The climate resilience of the entity’s strategy and its business model to
S2.9e climate-related changes, developments and uncertainties, taking into 193, 195-197
consideration the entity’s climate-related risks and opportunities.
Risk Management
S2.25 An entity shall disclose information about:
The processes and related policies the entity uses to identify, assess,
S2.25a 193, 195-197
prioritise and monitor climate-related risks.
The processes the entity uses to identify, assess, prioritise and monitor
climate-related opportunities, including information about whether
S2.25b 193, 195-197
and how the entity uses climate-related scenario analysis to inform its
identification of climate-related opportunities.
The extent to which, and how, the processes for identifying, assessing,
S2.25c prioritising and monitoring climate-related risks and opportunities are 193, 195-197
integrated into and inform the entity’s overall risk management process.
258 Sustainability Report 2025 PT BUMI Resources Tbk
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Human Rights Occupational Environmental Community SDG’s Connection GRI & POJK Index
Health and Safety
Paragraph Disclosure Page
Metrics and targets
S2.29 An entity shall disclose information relevant to the cross-industry metric categories of:
S2.29a Greenhouse gas emissions 156, 198
Climate-related transition risks—the amount and percentage of assets or
S2.29b 195, 198
business activities vulnerable to climate-related transition risks;
Climate-related physical risks—the amount and percentage of assets or
S2.29c 195, 198
business activities vulnerable to climate-related physical risks;
Climate-related opportunities—the amount and percentage of assets or
S2.29d 195, 198
business activities aligned with climate-related opportunities;
Capital deployment—the amount of capital expenditure, financing or
S2.29e N/A
investment deployed towards climate-related risks and opportunities;
S2.29f Internal carbon prices; and N/A
S2.29g Remuneration. N/A
PT BUMI Resources Tbk Sustainability Report 2025 259
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources
SASB CONTENT INDEX
INDUSTRY STANDARD: COAL
Topic Metric Unit Code Page
Gross global Scope 1
emissions, percentage Metric tonnes
(t) CO2-e, EM-CO-110a.1 156, 160
covered under emissions Percentage (%)
limiting regulations
Discussion of long- and
Greenhouse Gas
short-term strategy or
Emissions
plan to manage Scope
1 emissions, emissions n/a EM-CO-110a.2 154, 161, 198
reduction targets, and an
analysis of performance
against those targets
(1) Total water withdrawn,
(2) total water consumed;
percentage of each Thousand cubic
metres (m³), EM-CO-140a.1 163-165
in regions with High or Percentage (%)
Water Extremely High Baseline
Management Water Stress
Number of incidents of non-
compliance associated
Number EM-CO-140a.2 149, 168
with water quality permits,
standards and regulations
Total weight of non-mineral Metric tonnes
EM-CO-150a.2 181-182
waste generated (t)
Total weight of tailings Metric tonnes
EM-CO-150a.3 181-182
produced (t)
Total weight of waste rock Metric tonnes
EM-CO-150a.4 181-182
generated (t)
Waste
Management
Total weight of hazardous Metric tonnes
EM-CO-150a.5 181-182
waste generated (t)
Total weight of hazardous Metric tonnes
EM-CO-150a.6 181
waste recycled (t)
260 Sustainability Report 2025 PT BUMI Resources Tbk
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Health and Safety
Topic Metric Unit Code Page
Number of significant
incidents associated
Number EM-CO-150a.7 181
with hazardous waste
management
Description of waste
management policies and
n/a EM-CO-150a.8 181
procedures for active and
inactive operations
Description of environmental
management policies and n/a EM-CO-160a.1 169
practices for active sites
Percentage of mine sites
where acid rock drainage
is: (1) predicted to occur,
Percentage (%) EM-CO-160a.2 169
Biodiversity (2) actively mitigated, and
Impacts (3) under treatment or
remediation
Percentage of (1) proved
and (2) probable reserves in
or near sites with protected Percentage (%) EM-CO-160a.3 169
conservation status or
endangered species habitat
Percentage of (1) proved
and (2) probable reserves in Percentage (%) EM-CO-210a.1 78, 171
or near indigenous land
Rights of
Discussion of engagement
Indigenous
processes and due diligence
Peoples
practices with respect to the n/a EM-CO-210a.2 171, 235
management of indigenous
rights
Discussion of process
to manage risks and
opportunities associated n/a EM-CO-210b.1 188
Community
with community rights and
Relations
interests
(1) Number and (2) duration
Number, Days EM-CO-210b.2 237
of nontechnical delays
PT BUMI Resources Tbk Sustainability Report 2025 261
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources
Topic Metric Unit Code Page
Percentage of active
workforce employed under Percentage (%) EM-CO-310a.1 113
collective agreements
Labour Relations
(1) Number and (2) duration
Number, Days EM-CO-310a.2 113
of strikes and lockouts
(1) All-incidence rate, (2)
fatality rate, and (3) near
miss frequency rate (NMFR) Rate EM-CO-320a.1 143
for (a) direct employees
Workforce
and (b) contract employees
Health & Safety
Discussion of management
of accident and safety risks
n/a EM-CO-320a.2 129, 141-142
and long-term health and
safety risks
Sensitivity of coal reserve BUMI has not
levels to future price calculated the
Million metric
projection scenarios that EM-CO-420a.1 future price
tonnes (Mt)
account for a price on projection of
carbon emissions coal reserves
BUMI has not
calculated the
Estimated carbon dioxide
Metric tonnes carbon dioxide
emissions embedded in EM-CO-420a.2
(t) CO2-e content in its
Reserves proven coal reserves
proven coal
Valuation reserves
& Capital
Expenditures
Discussion of how price and
demand for coal or climate
regulation influence the
n/a EM-CO-420a.3 195
capital expenditure strategy
for exploration, acquisition
and development of assets
262 Sustainability Report 2025 PT BUMI Resources Tbk
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Human Rights Occupational Environmental Community SDG’s Connection GRI & POJK Index
Health and Safety
Topic Metric Unit Code Page
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)
Various EM-CO-540a.1
current amount of tailings
stored, (8) consequence
classification, (9) date of
most recent independent
Tailings Storage technical review, (10) BUMI does not
Facilities material findings, (11) produce tailings
Management mitigation measures, (12)
site-specific EPRP
Summary of tailings
management systems and
governance structure used
n/a EM-CO-540a.2
to monitor and maintain the
stability of tailings storage
facilities
Approach to development
of Emergency Preparedness
n/a EM-CO-540a.3
and Response Plans (EPRPs)
for tailings storage facilities
Million metric
Production of thermal coal EM-CO-000.A 77
tonnes (Mt)
BUMI does
Activity Metrics
Production of metallurgical Million metric not produce
EM-CO-000.B
coal tonnes (Mt) metallurgical
coal
PT BUMI Resources Tbk Sustainability Report 2025 263
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources
ALIGNMENT OF SUSTAINABILITY REPORTS
WITH ESG METRICS (IDX)
Topic Code Metrics Page
E-01 Greenhouse Gas Emission Report 156-160
E-02 Greenhouse Gas Emission Intensity 158, 160
E-03 Electricity Energy Consumption 150, 152
E-04 Water Consumption 164, 165
Environment
E-05 Waste Generated 181, 182
E-06 Company Commitment for Net Zero Emission Target 192
Company Commitment for Greenhouse Gas Emission
E-07 161, 162
Reduction
S-01 Gender Equality 94, 95, 97
S-02 Employees by Gender and Age Group 94, 96, 97
S-03 Employee Turnover Rate 103
S-04 Number of Temporary Employee 93
S-05 Employee Training and Development 104-106
S-06 Number of Work Accidents 143, 145
Social S-07 Human Rights Violations 124
S-08 Sexual Harassment and/or Non-Discrimination Policy 118, 119
S-09 Human Rights Policy 119-121
S-10 Child Labor and/or Forced Labor Policy 119
Policies Regarding Occupational Health and Safety and a
S-11 Safe and Decent Working Environment are provided to All 118, 128, 148
Employees
S-12 Corporate Social Responsibility 208, 212, 214
G-01 Management Diversity and Independence 58
Total attendance of Directors and Commissioners at Board
G-02 59
Meetings
G-03 Separation Policy for Chairman of the Board and CEO 56
Governance G-04 Board of Directors and Commissioners Assessment Policy 56
G-05 Board of Directors and Commissioners Training Policy 56, 59
G-06 Special Criteria for Council Selection 56
G-07 Code of Ethics and/or Anti-Corruption 70
264 Sustainability Report 2025 PT BUMI Resources Tbk
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Human Rights Occupational Environmental Community SDG’s Connection GRI & POJK Index
Health and Safety
Topic Code Metrics Page
G-08 Fair Treatment Policy for Shareholders 72
G-09 Conflict of Interest Prevention 70
PT BUMI Resources Tbk Sustainability Report 2025 265
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Foreword Highlights About the Report At a Glance Governance Economy Human Resources INDEPENDENT ASSURANCE STATEMENT (2-5) (POJK51-G.1) 266 Sustainability Report 2025 PT BUMI Resources Tbk
Page 267
Human Rights Occupational Environmental Community SDG’s Connection GRI & POJK Index
Health and Safety
PT BUMI Resources Tbk Sustainability Report 2025 267
Page 268
FEEDBACK FORM
(POJK51-G.2)
Thank you for your willingness to read our sustainability report. We greatly appreciate your assistance with this
report. Your willingness to complete the following and return the questionnaire will help us in the improvement
of our service and development of the upcoming sustainability report. We really appreciate your thoughts,
suggestions, and criticism.
Your Profile Stakeholder Category:
Name: Government
Phone: Industry
Email: Public
Institution: Media
This report provides an overview and summary of PT Bumi Resources Tbk’s performance in line with its efforts
to achieve development goals within the context of sustainability.
Strongly Agree No Opinion Disagree Strong Disagree
This report is easy to understand.
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This report contains comprehensive information.
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This report is feasible/accountable.
Strongly Agree No Opinion Disagree Strong Disagree
Useful information:
a Thank you for your willingness to
b complete this feedback form.
c
Kindly return this feedback form to
Less useful information: us.
a
b
c
Sustainability Reporting Team
PT Bumi Resources Tbk.
Suggestions on content, design, layout, etc:
Bakrie Tower, Lantai 12
a
JL. H.R Rasuna Said, Kuningan
b Jakarta, 12940, Indonesia
c Email: info@bumiresources.com
Information that can be added:
a
b
c
Page 269
RESPONSE TO FEEDBACK ON PREVIOUS YEAR’S SUSTAINABILITY REPORT [POJK G.3] As per feedback from readers and stakeholders, the 2025 Sustainability Report is deemed easily comprehensible, containing precise information, data, and materiality aspects outlined in its content. The discussed topics are also deemed significant to stakeholders’ interests. Throughout various stakeholder meetings, the Company has garnered feedback, critiques, and suggestions regarding the previous report, along with positive appreciation from several stakeholders. The Company remains dedicated to enhancing sustainability performance through product initiatives, considering materiality issues, and fostering values beneficial to all stakeholders, thereby advancing the Company’s vision and mission.
Page 270
Sustainability Reporting Team PT Bumi Resources Tbk Bakrie Tower, Lantai 12 JL. H.R Rasuna Said, Kuningan Jakarta, 12940, Indonesia Email: info@bumiresources.com
Names mentioned 42 people and organisations named in the text · linked when the evidence is strong
unresolved
org
PT Kaltim Prima Coal
p.2 ×4
unresolved
org
PT Arutmin Indonesia
p.2 ×5
unresolved
org
Resources Tbk
p.6 ×166
unresolved
org
Wolfram Limited
p.8 ×3
unresolved
org
Jubilee Metals Limited
p.8 ×2
unresolved
org
Surabaya District Court
p.36
unresolved
org
Mach Energy (Hongkong
p.42 ×2
unresolved
org
Corp-Self Treasure Global Investments Limited
p.42
unresolved
org
Investment Corp-Self Treasure Global Investments Limited
p.42
unresolved
org
South Kalimantan. Wolfram Limited
p.45
unresolved
org
Northern Queensland Jubilee Metals Limited
p.45
unresolved
org
Direktorat Jenderal Kekayaan Negara
p.50
unresolved
org
Ministry of Energy and Mineral Resources
p.50 ×2
unresolved
org
PT Arutmin Indonesia Satui Mine
p.51 ×2
unresolved
org
Ministry of Villages
p.51
unresolved
org
Ministry of Energy
p.59 ×2
unresolved
—
ESDM
· Commissioner
p.59 ×2
unresolved
person
Spirit
p.69
unresolved
org
PT Arutmin Indonesia. KPC
p.77
unresolved
org
PT Bakrie
p.107 ×2
unresolved
org
PT Atd Solution Indonesia
p.107
unresolved
org
Indonesia Stock Exchange
p.108 ×2
unresolved
org
PT Andalan Teknologi Communication Skills
p.108
unresolved
org
Ministry of Manpower. This PKB
p.113
unresolved
org
Yayasan Taruma Negara
p.121
unresolved
org
Ministry of Human Rights
p.121 ×3
unresolved
org
Minister of Energy and Mineral Resources
p.129
unresolved
org
Ministry of Manpower
p.134
unresolved
org
Minister of Manpower Regulation
p.137
unresolved
org
PT Kaltim Prima Coal Biodiversity Policy
p.148
unresolved
org
PT Arutmin Indonesia Biodiversity Policy
p.148
unresolved
org
PT Kaltim Prima Coal Climate
p.148
unresolved
org
PT Arutmin Indonesia Climate
p.148
unresolved
org
Ministry of Environment
p.152 ×3
unresolved
org
Kementerian Lingkungan Hidup
p.153
unresolved
org
Minister of Environment
p.156 ×2
unresolved
org
Minister of Energy and Mineral Resources Regulation
p.160
unresolved
org
Minister of Environment and Forestry Regulation
p.162
unresolved
org
Minister of Environment Regulation
p.162
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