APPENDIX Appendix 1. Question List to Director of Portfolio & Business Development & VP Corporate Strategy of MIND ID : 1. How does MIND ID currently do benchmark analysis, and which nations or companies are used for comparison . 2. Who are MIND ID's main competitors and which global markets should MIND ID prioritize for penetration to strengthen its competitive advantage in the critical minerals sector. 3. What internal capabilities differentiate MIND ID as a competitive player in the critical minerals industry . What need to be improve . 4. How does MIND ID manage its portfolio through the member in focusing penetrating to the global market with some particular commodities . 5. What initiative can MIND ID take to become a price setter in the critical minerals industry and to overcome the price volatility in the market . 6. What pricing strategies are feasible for MIND ID to influence or set industry prices. 7. How does MIND ID mitigate threats from new entrants and substitutes within the industry. 8. Are there any special criteria or requirements for both for local & foreign investor to do the strategic partnerships with MIND ID . 9. How does MIND ID cooperate its ESG objectives with its growing demand of critical mineral which require massive exploration & production . 10. How is MIND ID planning to support and expand downstream activities to capture more value. Appendix 2. Question List for Director of Business Development PT INALUM : 1. Can you describe how Inalum’s business development strategy has evolved over the past few years, especially in terms of global market positioning, production capabilities, and pricing. 2. In your opinion, which geographic markets or industrial sectors present the greatest potential for Inalum’s future market penetration (e.g., China, India, Europe). What factors influence these market entry decisions. Does Inalum has any benchmark . 3. Who currently plays the most significant role in setting prices for aluminum and alumina globally, What would be required for Inalum to become a price setter in the global aluminum industry, and what strategies are being pursued to move towards that goal. 4. How Inalum manage internal resources, capabilities and competences in term of organization and human resources. Is it align with the bare minimum required by the global condition or should there be any improve in certain things. 5. How do domestic and international regulations (e.g., trade policies, tariffs, environmental standards) affect Inalum’s pricing strategy and its ability to influence global prices. 6. Which countries, organizations, or companies does Inalum view as strategic partners to help it strengthen its competitive advantages in the aluminum sector. What key criteria does Inalum use to evaluate potential partners. 7. Which specific aluminum products or commodities does Inalum prioritize for its downstream activities, and what factors guide these decisions (e.g., market demand, technological capabilities). 8. What steps is Inalum taking to explore or initiate activities in the downstream aluminum industry, such as metal processing, product manufacturing, or recycling. 9. What are Inalum’s long-term goals for expanding its market share, both in aluminum production and downstream products, and what challenges do you foresee in achieving these goals. 10. How does MIND ID help INALUM in achieving the goals to be the global market leader in critical mineral industry . Appendix 3. Question List for Chairman of IMEF : 1. Apa yang menjadi tantangan terbesar dalam industri mineral logam saat ini khususnya nikel, aluminium dan tembaga .