Recruitment Policy: Identifying Future Leaders Training Program: Developing Future Leaders Safety, Health, and Environment : Towards Operating Excellence Communication Culture: Openness and Synergy

Adaro Energy Annual Report 2009 43 www.adaro.com Our Organizational Structure Audit Committee Corp. Planning GM Marketing Director Chief Legal Oficer Director Business Development GM Corporate Secretary Business Development Corporate Affairs Director F A GM Mining GM Internal Audit GM Investor Relations GM Supply Chain GM Head of Corporate Internal Affairs Corp. Finance GM HR GM Head of Corporate External Affairs Finance Director Operations Director Marketing GM Board of Commissioners President Director Vice President Director The year 2009 has been a very challenging and rewarding year for Adaro Energy with its excellent human resources playing a signiicant role in its success. We are focusing on inding the best talent available from the market, developing and rewarding them and making them productive in creating a bigger and better Adaro. We value the alignment of new employees’ characters and personalities with our strong corporate culture and technical competency. In 2009, Adaro Energy, Adaro Indonesia and SIS spent a total of US1.4 million of training, an increase of 51 over 2008. By implementing the philosophy that “Every Manager is an HR Manager”, we encourage line managers to exercise their leadership in nurturing the potential of every employee.

1. Recruitment Policy: Identifying Future Leaders

Highly qualiied and competent employees with above average motivation form the basis of a bigger and better Adaro. Our recruitment policy puts internal resources irst to meet our manpower needs. This provides our employees with substantial opportunities to optimise their self-development according to their job aspirations. External recruitment is conducted to locate the best talents from the market to strengthen our manpower resources. Cooperation with reputable universities is also made through regular campus recruitment and job fairs.

2. Training Program: Developing Future Leaders

We do believe that a correct Training Programs are one of the best ways to develop future leaders. Adaro offers both soft and hard skills Training Programs. With 2009 Training Programs consisting of: Corporate Culture, Leadership, Languages, Mining Operations, Safety, Health, and Environment SHE and other technical programs.

3. Safety, Health, and Environment : Towards Operating Excellence

Given the importance of SHE towards Adaro’s operating excellence, we ensure every employee and those of our business partners posses suficient level of SHE awareness. Our continuous approach to intensify the awareness on SHE has been conducted through daily morning talks at operating subsidiaries together with routine training programs. Every employee is obliged to hold the required certiication to ensure technical competency and so minimize operational risk.

4. Communication Culture: Openness and Synergy

Adaro realizes we would never enjoy employee support without appropriate communication from senior management. In line with this spirit, we encourage open communication between management Human Resources Management One of our directors, Sandiaga Uno completed the 2009 Standard Chartered Singapore Marathon for charity. Fun Fact 44 Adaro Energy Annual Report 2009 From Us to Y ou Running Adaro Management Report Owning Adaro Governing Adaro Financial Report Contact Us Corporate Social Responsibility Adaro in Summary www.adaro.com Djohan Nurjadi, Albert Taulu Toar and Haryanto Simin discuss module training for the HR system. Human resources and IT personnel forming ideas for the next family gathering activities. Human Resources Management and employees. Informal meetings are organized between the Board of Directors BOD and Senior Management and managerial level employees on a regular basis with the aim of discussing ongoing company developments and information exchange in order to promote team synergy.

5. Organizational Development: Infrastructure Readiness